diff --git a/README.md b/README.md
index 836a33c..966fba6 100644
--- a/README.md
+++ b/README.md
@@ -43,4 +43,17 @@ Dynamic Topic Modeling (DTM) using BERTopic - DTM
 
 ## Output
 
-## References
\ No newline at end of file
+## References
+LDA
+LDASeq
+BERTopic
+BERTopic-DTM
+NLTK
+Gensim
+spaCy
+Plotly
+Pandas
+Numpy
+Haystack
+scikit-learn
+pyLDAvis
\ No newline at end of file
diff --git a/data/cleaned/114925995_1.txt b/data/cleaned/114925995_1.txt
new file mode 100644
index 0000000..1ce72e4
--- /dev/null
+++ b/data/cleaned/114925995_1.txt
@@ -0,0 +1,7 @@
+UNIONS DEMANDING NEW JOB PROGRAMS
+WASHINGTON, Dec. 12 UPI)—A group of unions urged new Federal programs today to spur the lagging economy by providing jobs for workers displaced b.y machines.
+In separate reports they said automation was permitting industries to produce more with fewer workers. They said the business slowdown had further increased machine-caused layoffs.	•	‘
+The reports covering unemployment in the steel, electrical, automobile, coal and other industries were prepared by the unions at the request of Representative Elmer J. Holland.
+The Pennsylvania Democrat planned to use the reports at a meeting with other Democratic members of the House Education and Labor Committee. He said the reports had justified his proposal for a subcommittee to determine what Federal measures were needed to help the unemployed train themselves for new jobs.
+In his report on steel unemployment, David J. McDonald, head of the United Steelworkers, of America, included Federal aid for school construction among the measures he considered necessary to promote economic growth and counteract lay-offs.
+Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
\ No newline at end of file
diff --git a/data/cleaned/ProQuestDocuments-2020-10-160_1857295624.txt b/data/cleaned/ProQuestDocuments-2020-10-160_1857295624.txt
new file mode 100644
index 0000000..a1e45f9
--- /dev/null
+++ b/data/cleaned/ProQuestDocuments-2020-10-160_1857295624.txt
@@ -0,0 +1 @@
+president obama delivered his farewell address in chicago on tuesday. the following is the complete transcript, as provided by the federal news service.obama: hello skybrook!(applause)it's good to be home!(applause)thank you, everybody!(applause)thank you.(applause)thank you.(applause)thank you so much, thank you. thank you. thank you.(applause)it's good to be home.thank you.(applause)we're on live tv here, i've got to move.(applause)you can tell that i'm a lame duck, because nobody is following instructions.(laughter)everybody have a seat.my fellow americans, michelle and i have been so touched by all the well-wishes that we've received over the past few weeks. but tonight it's my turn to say thanks.whether we have seen eye-to-eye or rarely agreed at all, my conversations with you, the american people -- in living rooms and in schools; at farms and on factory floors; at diners and on distant military outposts -- those conversations are what have kept me honest, and kept me inspired, and kept me going. and every day, i have learned from you. you made me a better president, and you made me a better man.so i first came to chicago when i was in my early twenties, and i was still trying to figure out who i was; still searching for a purpose to my life. and it was a neighborhood not far from here where i began working with church groups in the shadows of closed steel mills.it was on these streets where i witnessed the power of faith, and the quiet dignity of working people in the face of struggle and loss.(crowd chanting "four more years")i can't do that.now this is where i learned that change only happens when ordinary people get involved, and they get engaged, and they come together to demand it.after eight years as your president, i still believe that. and it's not just my belief. it's the beating heart of our american idea -- our bold experiment in self-government.it's the conviction that we are all created equal, endowed by our creator with certain unalienable rights, among them life, liberty, and the pursuit of happiness.it's the insistence that these rights, while self-evident, have never been self-executing; that we, the people, through the instrument of our democracy, can form a more perfect union.what a radical idea, the great gift that our founders gave to us. the freedom to chase our individual dreams through our sweat, and toil, and imagination -- and the imperative to strive together as well, to achieve a common good, a greater good.for 240 years, our nation's call to citizenship has given work and purpose to each new generation. it's what led patriots to choose republic over tyranny, pioneers to trek west, slaves to brave that makeshift railroad to freedom.it's what pulled immigrants and refugees across oceans and the rio grande. it's what pushed women to reach for the ballot. it's what powered workers to organize. it's why gis gave their lives at omaha beach and iwo jima; iraq and afghanistan -- and why men and women from selma to stonewall were prepared to give theirs as well.(applause)so that's what we mean when we say america is exceptional. not that our nation has been flawless from the start, but that we have shown the capacity to change, and make life better for those who follow.yes, our progress has been uneven. the work of democracy has always been hard. it has been contentious. sometimes it has been bloody. for every two steps forward, it often feels we take one step back. but the long sweep of america has been defined by forward motion, a constant widening of our founding creed to embrace all, and not just some.(applause)if i had told you eight years ago that america would reverse a great recession, reboot our auto industry, and unleash the longest stretch of job creation in our history -- if i had told you that we would open up a new chapter with the cuban people, shut down iran's nuclear weapons program without firing a shot, take out the mastermind of 9-11 -- if i had told you that we would win marriage equality and secure the right to health insurance for another 20 million of our fellow citizens -- if i had told you all that, you might have said our sights were set a little too high.but that's what we did. that's what you did. you were the change. the answer to people's hopes and, because of you, by almost every measure, america is a better, stronger place than it was when we started.in 10 days the world will witness a hallmark of our democracy. no, no, no, no, no. the peaceful transfer of power from one freely-elected president to the next. i committed to president-elect trump that my administration would ensure the smoothest possible transition, just as president bush did for me.because it's up to all of us to make sure our government can help us meet the many challenges we still face. we have what we need to do so. we have everything we need to meet those challenges. after all, we remain the wealthiest, most powerful, and most respected nation on earth.our youth, our drive, our diversity and openness, our boundless capacity for risk and reinvention means that the future should be ours. but that potential will only be realized if our democracy works. only if our politics better reflects the decency of our people. only if all of us, regardless of party affiliation or particular interests help restore the sense of common purpose that we so badly need right now.and that's what i want to focus on tonight, the state of our democracy. understand democracy does not require uniformity. our founders argued, they quarreled, and eventually they compromised. they expected us to do the same. but they knew that democracy does require a basic sense of solidarity. the idea that, for all our outward differences, we're all in this together, that we rise or fall as one.there have been moments throughout our history that threatened that solidarity. and the beginning of this century has been one of those times. a shrinking world, growing inequality, demographic change, and the specter of terrorism. these forces haven't just tested our security and our prosperity, but are testing our democracy as well. and how we meet these challenges to our democracy will determine our ability to educate our kids and create good jobs and protect our homeland.in other words, it will determine our future. to begin with, our democracy won't work without a sense that everyone has economic opportunity.(applause)and the good news is that today the economy is growing again. wages, incomes, home values and retirement accounts are all rising again. poverty is falling again.(applause)the wealthy are paying a fair share of taxes. even as the stock market shatters records, the unemployment rate is near a 10-year low. the uninsured rate has never, ever been lower.(applause)health care costs are rising at the slowest rate in 50 years. and i've said, and i mean it, anyone can put together a plan that is demonstrably better than the improvements we've made to our health care system, that covers as many people at less cost, i will publicly support it.(applause)because that, after all, is why we serve. not to score points or take credit. but to make people's lives better.(applause)but, for all the real progress that we've made, we know it's not enough. our economy doesn't work as well or grow as fast when a few prosper at the expense of a growing middle class, and ladders for folks who want to get into the middle class.(applause)that's the economic argument. but stark inequality is also corrosive to our democratic idea. while the top 1 percent has amassed a bigger share of wealth and income, too many of our families in inner cities and in rural counties have been left behind.the laid off factory worker, the waitress or health care worker who's just barely getting by and struggling to pay the bills. convinced that the game is fixed against them. that their government only serves the interest of the powerful. that's a recipe for more cynicism and polarization in our politics.now there're no quick fixes to this long-term trend. i agree, our trade should be fair and not just free. but the next wave of economic dislocations won't come from overseas. it will come from the relentless pace of automation that makes a lot of good middle class jobs obsolete.and so we're going to have to forge a new social compact to guarantee all our kids the education they need.(applause)to give workers the power...(applause)... to unionize for better wages.(cheers)to update the social safety net to reflect the way we live now.(applause)and make more reforms to the tax code so corporations and the individuals who reap the most from this new economy don't avoid their obligations to the country that's made their very success possible.(cheers)(applause)we can argue about how to best achieve these goals. but we can't be complacent about the goals themselves. for if we don't create opportunity for all people, the disaffection and division that has stalled our progress will only sharpen in years to come.there's a second threat to our democracy. and this one is as old as our nation itself.after my election there was talk of a post-racial america. and such a vision, however well intended, was never realistic. race remains a potent...(applause)... and often divisive force in our society.now i've lived long enough to know that race relations are better than they were 10 or 20 or 30 years ago, no matter what some folks say.(applause)you can see it not just in statistics. you see it in the attitudes of young americans across the political spectrum. but we're not where we need to be. and all of us have more work to do.(applause)if every economic issue is framed as a struggle between a hardworking white middle class and an undeserving minority, then workers of all shades are going to be left fighting for scraps while the wealthy withdraw further into their private enclaves.(applause)if we're unwilling to invest in the children of immigrants, just because they don't look like us, we will diminish the prospects of our own children -- because those brown kids will represent a larger and larger share of america's workforce.(applause)and we have shown that our economy doesn't have to be a zero-sum game. last year, incomes rose for all races, all age groups, for men and for women.so if we're going to be serious about race going forward, we need to uphold laws against discrimination -- in hiring, and in housing, and in education, and in the criminal justice system.(applause)that is what our constitution and highest ideals require.but laws alone won't be enough. hearts must change. it won't change overnight. social attitudes oftentimes take generations to change. but if our democracy is to work the way it should in this increasingly diverse nation, then each one of us need to try to heed the advice of a great character in american fiction, atticus finch, who said "you never really understand a person until you consider things from his point of view, until you climb into his skin and walk around in it."for blacks and other minority groups, that means tying our own very real struggles for justice to the challenges that a lot of people in this country face. not only the refugee or the immigrant or the rural poor or the transgender american, but also the middle-aged white guy who from the outside may seem like he's got all the advantages, but has seen his world upended by economic, and cultural, and technological change.we have to pay attention and listen.(applause)for white americans, it means acknowledging that the effects of slavery and jim crow didn't suddenly vanish in the '60s; that when minority groups voice discontent, they're not just engaging in reverse racism or practicing political correctness; when they wage peaceful protest, they're not demanding special treatment, but the equal treatment that our founders promised.(applause)for native-born americans, it means reminding ourselves that the stereotypes about immigrants today were said, almost word for word, about the irish, and italians, and poles, who it was said were going to destroy the fundamental character of america. and as it turned out, america wasn't weakened by the presence of these newcomers; these newcomers embraced this nation's creed, and this nation was strengthened.(applause)so regardless of the station we occupy; we all have to try harder; we all have to start with the premise that each of our fellow citizens loves this country just as much as we do; that they value hard work and family just like we do; that their children are just as curious and hopeful and worthy of love as our own.(applause)(cheering)and that's not easy to do. for too many of us it's become safer to retreat into our own bubbles, whether in our neighborhoods, or on college campuses, or places of worship, or especially our social media feeds, surrounded by people who look like us and share the same political outlook and never challenge our assumptions. in the rise of naked partisanship and increasing economic and regional stratification, the splintering of our media into a channel for every taste, all this makes this great sorting seem natural, even inevitable.and increasingly we become so secure in our bubbles that we start accepting only information, whether it's true or not, that fits our opinions, instead of basing our opinions on the evidence that is out there.(applause)and this trend represents a third threat to our democracy. look, politics is a battle of ideas. that's how our democracy was designed. in the course of a healthy debate, we prioritize different goals, and the different means of reaching them. but without some common baseline of facts, without a willingness to admit new information and concede that your opponent might be making a fair point, and that science and reason matter, then we're going to keep talking past each other.(crowd cheers)and we'll make common ground and compromise impossible. and isn't that part of what so often makes politics dispiriting? how can elected officials rage about deficits when we propose to spend money on pre-school for kids, but not when we're cutting taxes for corporations?how do we excuse ethical lapses in our own party, but pounce when the other party does the same thing? it's not just dishonest, it's selective sorting of the facts. it's self-defeating because, as my mom used to tell me, reality has a way of catching up with you.take the challenge of climate change. in just eight years we've halved our dependence on foreign oil, we've doubled our renewable energy, we've led the world to an agreement that (at) the promise to save this planet.(applause)but without bolder action, our children won't have time to debate the existence of climate change. they'll be busy dealing with its effects. more environmental disasters, more economic disruptions, waves of climate refugees seeking sanctuary. now we can and should argue about the best approach to solve the problem. but to simply deny the problem not only betrays future generations, it betrays the essential spirit of this country, the essential spirit of innovation and practical problem-solving that guided our founders.(crowd cheers)it is that spirit -- it is that spirit born of the enlightenment that made us an economic powerhouse. the spirit that took flight at kitty hawk and cape canaveral, the spirit that cures disease and put a computer in every pocket, it's that spirit. a faith in reason and enterprise, and the primacy of right over might, that allowed us to resist the lure of fascism and tyranny during the great depression, that allowed us to build a post-world war ii order with other democracies.an order based not just on military power or national affiliations, but built on principles, the rule of law, human rights, freedom of religion and speech and assembly and an independent press.(applause)that order is now being challenged. first by violent fanatics who claim to speak for islam. more recently by autocrats in foreign capitals who seek free markets in open democracies and civil society itself as a threat to their power.the peril each poses to our democracy is more far reaching than a car bomb or a missile. they represent the fear of change. the fear of people who look or speak or pray differently. a contempt for the rule of law that holds leaders accountable. an intolerance of dissent and free thought. a belief that the sword or the gun or the bomb or the propaganda machine is the ultimate arbiter of what's true and what's right.because of the extraordinary courage of our men and women in uniform. because of our intelligence officers and law enforcement and diplomats who support our troops...(applause)... no foreign terrorist organization has successfully planned and executed an attack on our homeland these past eight years.(cheers)(applause)and although...(applause)... boston and orlando and san bernardino and fort hood remind us of how dangerous radicalization can be, our law enforcement agencies are more effective and vigilant than ever. we have taken out tens of thousands of terrorists, including bin laden.(cheers)(applause)the global coalition we're leading against isil has taken out their leaders and taken away about half their territory. isil will be destroyed. and no one who threatens america will ever be safe.(cheers)(applause)and all who serve or have served -- it has been the honor of my lifetime to be your commander-in-chief.(cheers)and we all owe you a deep debt of gratitude.(cheers)(applause)but, protecting our way of life, that's not just the job of our military. democracy can buckle when it gives into fear. so just as we as citizens must remain vigilant against external aggression, we must guard against a weakening of the values that make us who we are.(applause)and that's why for the past eight years i've worked to put the fight against terrorism on a firmer legal footing. that's why we've ended torture, worked to close gitmo, reformed our laws governing surveillance to protect privacy and civil liberties.(applause)that's why i reject discrimination against muslim americans...(cheers)... who are just as patriotic as we are.(cheers)(applause)that's why...(applause)that's why we cannot withdraw...(applause)that's why we cannot withdraw from big global fights to expand democracy and human rights and women's rights and lgbt rights.(applause)no matter how imperfect our efforts, no matter how expedient ignoring such values may seem, that's part of defending america. for the fight against extremism and intolerance and sectarianism and chauvinism are of a piece with the fight against authoritarianism and nationalist aggression. if the scope of freedom and respect for the rule of law shrinks around the world, the likelihood of war within and between nations increases, and our own freedoms will eventually be threatened.so let's be vigilant, but not afraid. isil will try to kill innocent people. but they cannot defeat america unless we betray our constitution and our principles in the fight.(applause)rivals like russia or china cannot match our influence around the world -- unless we give up what we stand for, and turn ourselves into just another big country that bullies smaller neighbors.which brings me to my final point -- our democracy is threatened whenever we take it for granted.(applause)all of us, regardless of party, should be throwing ourselves into the task of rebuilding our democratic institutions.(applause)when voting rates in america are some of the lowest among advanced democracies, we should be making it easier, not harder, to vote.(applause)when trust in our institutions is low, we should reduce the corrosive influence of money in our politics, and insist on the principles of transparency and ethics in public service. when congress is dysfunctional, we should draw our districts to encourage politicians to cater to common sense and not rigid extremes.(applause)but remember, none of this happens on its own. all of this depends on our participation; on each of us accepting the responsibility of citizenship, regardless of which way the pendulum of power happens to be swinging.our constitution is a remarkable, beautiful gift. but it's really just a piece of parchment. it has no power on its own. we, the people, give it power. we, the people, give it meaning -- with our participation, and with the choices that we make and the alliances that we forge.whether or not we stand up for our freedoms. whether or not we respect and enforce the rule of law, that's up to us. america is no fragile thing. but the gains of our long journey to freedom are not assured.in his own farewell address, george washington wrote that self-government is the underpinning of our safety, prosperity, and liberty, but "from different causes and from different quarters much pains will be taken... to weaken in your minds the conviction of this truth."and so we have to preserve this truth with "jealous anxiety;" that we should reject "the first dawning of every attempt to alienate any portion of our country from the rest or to enfeeble the sacred ties" that make us one.(applause)america, we weaken those ties when we allow our political dialogue to become so corrosive that people of good character aren't even willing to enter into public service. so course with rancor that americans with whom we disagree are seen, not just as misguided, but as malevolent. we weaken those ties when we define some of us as more american than others.(applause)when we write off the whole system as inevitably corrupt. and when we sit back and blame the leaders we elect without examining our own role in electing them.(crowd cheers)it falls to each of us to be those anxious, jealous guardians of our democracy. embrace the joyous task we have been given to continually try to improve this great nation of ours because, for all our outward differences, we in fact all share the same proud type, the most important office in a democracy, citizen.(applause)citizen. so, you see, that's what our democracy demands. it needs you. not just when there's an election, not just when you own narrow interest is at stake, but over the full span of a lifetime. if you're tired of arguing with strangers on the internet, try talking with one of them in real life.(applause)if something needs fixing, then lace up your shoes and do some organizing.(crowd cheers)if you're disappointed by your elected officials, grab a clip board, get some signatures, and run for office yourself.(crowd cheers)show up, dive in, stay at it. sometimes you'll win, sometimes you'll lose. presuming a reservoir in goodness, that can be a risk. and there will be times when the process will disappoint you. but for those of us fortunate enough to have been part of this one and to see it up close, let me tell you, it can energize and inspire. and more often than not, your faith in america and in americans will be confirmed. mine sure has been.(applause)over the course of these eight years, i've seen the hopeful faces of young graduates and our newest military officers. i have mourned with grieving families searching for answers, and found grace in a charleston church. i've seen our scientists help a paralyzed man regain his sense of touch. i've seen wounded warriors who at points were given up for dead walk again.i've seen our doctors and volunteers rebuild after earthquakes and stop pandemics in their tracks. i've seen the youngest of children remind us through their actions and through their generosity of our obligations to care for refugees or work for peace and, above all, to look out for each other. so that faith that i placed all those years ago, not far from here, in the power of ordinary americans to bring about change, that faith has been rewarded in ways i could not have possibly imagined.and i hope your faith has too. some of you here tonight or watching at home, you were there with us in 2004 and 2008, 2012.(cheers)(applause)maybe you still can't believe we pulled this whole thing off.(cheers)let me tell you, you're not the only ones.(laughter)michelle...(cheers)(applause)michelle lavaughn robinson of the south side...(cheers)(applause)... for the past 25 years you have not only been my wife and mother of my children, you have been my best friend.(cheers)(applause)you took on a role you didn't ask for. and you made it your own with grace and with grit and with style, and good humor.(cheers)(applause)you made the white house a place that belongs to everybody.(cheers)and a new generation sets its sights higher because it has you as a role model.(cheers)(applause)you have made me proud, and you have made the country proud.(cheers)(applause)malia and sasha...(cheers)... under the strangest of circumstances you have become two amazing young women.(cheers)you are smart and you are beautiful. but more importantly, you are kind and you are thoughtful and you are full of passion.(cheers)(applause)and...(applause)... you wore the burden of years in the spotlight so easily. of all that i have done in my life, i am most proud to be your dad.(applause)to joe biden...(cheers)(applause)... the scrappy kid from scranton...(cheers)... who became delaware's favorite son. you were the first decision i made as a nominee, and it was the best.(cheers)(applause)not just because you have been a great vice president, but because in the bargain i gained a brother. and we love you and jill like family. and your friendship has been one of the great joys of our lives.(applause)to my remarkable staff, for eight years, and for some of you a whole lot more, i have drawn from your energy. and every day i try to reflect back what you displayed. heart and character. and idealism. i've watched you grow up, get married, have kids, start incredible new journeys of your own.even when times got tough and frustrating, you never let washington get the better of you. you guarded against cynicism. and the only thing that makes me prouder than all the good that we've done is the thought of all the amazing things that you are going to achieve from here.(applause)and to all of you out there -- every organizer who moved to an unfamiliar town, every kind family who welcomed them in, every volunteer who knocked on doors, every young person who cast a ballot for the first time, every american who lived and breathed the hard work of change -- you are the best supporters and organizers anybody could ever hope for, and i will forever be grateful. because you did change the world.(applause)you did.and that's why i leave this stage tonight even more optimistic about this country than when we started. because i know our work has not only helped so many americans; it has inspired so many americans -- especially so many young people out there -- to believe that you can make a difference; to hitch your wagon to something bigger than yourselves.let me tell you, this generation coming up -- unselfish, altruistic, creative, patriotic -- i've seen you in every corner of the country. you believe in a fair, and just, and inclusive america; you know that constant change has been america's hallmark, that it's not something to fear but something to embrace, you are willing to carry this hard work of democracy forward. you'll soon outnumber any of us, and i believe as a result the future is in good hands.(applause)my fellow americans, it has been the honor of my life to serve you. i won't stop; in fact, i will be right there with you, as a citizen, for all my remaining days. but for now, whether you are young or whether you're young at heart, i do have one final ask of you as your president -- the same thing i asked when you took a chance on me eight years ago.i am asking you to believe. not in my ability to bring about change -- but in yours.i am asking you to hold fast to that faith written into our founding documents; that idea whispered by slaves and abolitionists; that spirit sung by immigrants and homesteaders and those who marched for justice; that creed reaffirmed by those who planted flags from foreign battlefields to the surface of the moon; a creed at the core of every american whose story is not yet written:yes, we can.(applause)yes, we did.(applause)yes, we can.(applause)thank you. god bless you. and may god continue to bless the united states of america. thank you.(applause)endfollow the new york times's politics and washington coverage on facebook and twitter, and sign up for the first draft politics newsletter.
\ No newline at end of file
diff --git a/data/count_id/1960-1969_bigram.csv b/data/count_id/1960-1969_bigram.csv
new file mode 100644
index 0000000..5bf913a
--- /dev/null
+++ b/data/count_id/1960-1969_bigram.csv
@@ -0,0 +1,3 @@
+id,word_1,word_2,automation_bigram_count,automation_bigram_count_grouped
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\ No newline at end of file
diff --git a/data/count_id/1960-1969_trigram.csv b/data/count_id/1960-1969_trigram.csv
new file mode 100644
index 0000000..4ee3ab3
--- /dev/null
+++ b/data/count_id/1960-1969_trigram.csv
@@ -0,0 +1,4 @@
+id,word_1,word_2,word_3,automation_trigram_count,automation_trigram_count_grouped
+114925995,separate,reports,automation,1,3
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+114925995,automation,permitting,industries,1,3
\ No newline at end of file
diff --git a/data/count_word/1960-1969_bigram.csv b/data/count_word/1960-1969_bigram.csv
new file mode 100644
index 0000000..54cf01c
--- /dev/null
+++ b/data/count_word/1960-1969_bigram.csv
@@ -0,0 +1,14 @@
+,word,automation_bigram_count
+120,achievement automation,2
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\ No newline at end of file
diff --git a/data/count_word/1960-1969_trigram.csv b/data/count_word/1960-1969_trigram.csv
new file mode 100644
index 0000000..82aaef6
--- /dev/null
+++ b/data/count_word/1960-1969_trigram.csv
@@ -0,0 +1,36 @@
+,word,automation_trigram_count
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+Title,Publication title,Publication year,Document URL,Full text,Links,Section,Publication subject,ISSN,Copyright,Abstract,Publication info,Last updated,Place of publication,Location,Author,Publisher,Identifier / keyword,Source type,ProQuest document ID,Country of publication,Language of publication,Publication date,Subject,Database,Document type,,,,,,,
+Finding and Fixing A Home's Power Hogs:   [Money and Business/Financial Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/finding-fixing-homes-power-hogs/docview/433878916/se-2?accountid=14586,"WHILE we all worry about where we're going to get more energy in an increasingly energy-obsessed world, there's also another alternative: Use less power. That may soon be simpler, thanks to the introduction of a bevy of inexpensive devices that let homeowners monitor how much energy appliances, TVs, PCs, and heating and cooling systems actually use.
+Even energy-conscious people can go only so far in managing their home energy use. Sure, we can fiddle with our thermostats, shun incandescent light bulbs and bring in Energy Star appliances. Watching that new L.C.D. TV, however, might wipe out all those gains.
+But we just don't know.
+""We have all the technology we want in our cellphones and plasma TVs and cars, but in electricity we're still like our grandparents were,"" says Ahmad Faruqui, an economist at the Brattle Group, a consultancy based in Cambridge, Mass.
+Possibly coming to the rescue are home automation networks, which can help monitor all of our power-sucking devices (the typical American household has 27 that are always on, according to the Electric Power Research Institute, an energy research and consulting firm).
+Some analysts expect so-called ""smart metering"" to boom nationwide. ABI Research, a technology firm, estimates that the market will jump to 52 million by 2013, from 560,000 this year -- which would be more than a third of the nation's meters.
+Good home automation networks, which run all of the electronic and technologic gizmos in a home, have traditionally cost more than $30,000. Now, thanks in part to companies like Control4 and Colorado vNet, these systems can be had for as little as $5,000, says Sam Lucero, an ABI analyst.
+Prices are expected to drop further. Will West, chief executive of Control4 in Salt Lake City, says that in October his firm will start selling a controller for $495, down from $695.
+With such a network, ""you can turn on your TV and see what your energy use has been like in the last few months, or compare your behavior to other people in your area,"" Mr. West says. Consumers can also receive automated tips on how to save money on energy, based on their prior energy use and historical weather patterns. Then, by clicking a button on a screen -- either the TV or a computer -- they can act on those tips.
+Power companies themselves also don't know how much energy individual household devices use. But that information void is also poised to close, as inexpensive, standards-based technologies create a ""smart"" power grid that the companies -- and consumers -- can use to monitor home usage.
+Among the technologies adding brainpower to the grid are nascent wireless protocols like ZigBee; Z-Wave from Zensys; and Echelon's LonWorks, which tracks power use not only wirelessly but also over power lines.
+ZigBee is on the verge of becoming the Wi-Fi of home power management, thanks to its inclusion in smart electric meters. But multiple wireless control technologies may coexist, as Wi-Fi and Bluetooth do. For both consumers and utilities, it's like ""going from an odometer to a speedometer,"" says Paul De Martini, vice president of Edison SmartConnect, Southern California Edison's next-generation metering project. It intends to introduce smart meters to its 5.3 million customers by 2012. This project is expected to help reduce peak power demand by 5 percent -- about the output of an 1,100-megawatt power plant -- and overall demand by 1 percent. That would cut carbon dioxide emissions as much as taking 79,000 cars off the road, Mr. De Martini says.
+In 2005, when Southern California Edison developed a plan for smart meters, it would have lost a billion dollars on the project. Today, under a proposal on which the California Public Utilities Commission is expected to rule in August, Edison thinks it will at least break even on smart meters.
+In power emergencies, such meters could allow the utility to automatically reduce energy demand to help avoid power failures.
+Smart meters also would allow for tiered pricing, in which customers would pay more for power during high-use times and less during off-peak hours. Large companies have had such pricing for years.
+Despite such momentum, utilities can't just change direction the way many Internet companies do, cautions Bill Ablondi, director of home systems at Parks Associates, a market consultant based in Dallas. Mr. Ablondi doubts regulators and utilities will rapidly adopt smart grid technologies.
+""The technology is here, but I think we're looking at more like a 10-year horizon,"" he says.
+FOR a planet plagued by rising energy prices and rising temperatures, better energy management has gigantic potential. The McKinsey Global Institute, the economics research arm of McKinsey & Company, projects that aggressive investment in energy management could keep demand nearly flat between now and 2020.
+But to depress growth in energy use on that scale would require more than just smart grids and smart homes. Governments would have to take steps like developing rate structures that reward efficiency, not power production, and eliminating write-offs for energy use. It will take a huge investment, too -- McKinsey estimates $170 billion a year globally through 2020 (though it promises a 17 percent return on investment).
+What smarter grids can do is help grease the rails of innovation for regulators and investors by showing just how much energy we waste, says Diana Farrell, director of the McKinsey Global Institute. The degree of waste, Ms. Farrell says, is so big that it makes investing in energy management look far more viable for fighting global warming than any alternative energy source. ""The demand side is the answer, right now, with commercially available technologies that are scalable,"" she says.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Finding+and+Fixing+A+Home%27s+Power+Hogs%3A+%5BMoney+and+Business%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2008-07-27&volume=&issue=&spage=BU.4&au=Fitzgerald%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,BU,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 27, 2008","Possibly coming to the rescue are home automation networks, which can help monitor all of our power-sucking devices (the typical American household has 27 that are always on, according to the Electric Power Research Institute, an energy research and consulting firm).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 July 2008: BU.4.",11/15/17,"New York, N.Y.",,"Fitzgerald, Michael",New York Times Company,,Newspapers,433878916,"United States, New York, N.Y.",English,27-Jul-08,Smart houses; Electric power; Automation; Energy management; Household utilities,New York Times,News,,,,,,,
+Seattle's Automated Toilets Go Way of the Box and Chain:   [National Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/seattles-automated-toilets-go-way-box-chain/docview/433885005/se-2?accountid=14586,"After spending $5 million on its five automated public toilets, Seattle is calling it quits.
+In the end, the restrooms, installed in early 2004, had become so filthy, so overrun with drug abusers and prostitutes, that although use was free of charge, even some of the city's most destitute people refused to step inside them.
+The units were put up for sale Wednesday afternoon on eBay, with a starting bid set by the city at $89,000 apiece.
+The dismal outcome coincides with plans by New York, Los Angeles and Boston, among other cities, to spend hundreds of thousands of dollars for expansion this fall in their installation of automated toilets -- stand-alone structures with metal doors that open at the press of a button and stay closed for up to 20 minutes. The units clean themselves after each use, disinfecting the seats and power-washing the floors.
+Seattle officials say the project here failed because the toilets, which are to close on Aug. 1, were placed in neighborhoods that already had many drug users and transients. Then there was the matter of cost: $1 million apiece over five years, which because of a local ordinance had to be borne entirely by taxpayers instead of advertisers.
+In the typical arrangement involving cities that want to try automated toilets, an outdoor advertising company like JCDecaux provides, operates and maintains them for the municipality in exchange for a right to place ads on public property like bus stops and kiosks. Revenue from the advertisers flows to both the company and the city.
+But a strict advertising law here barred officials from such an arrangement, meaning Seattle had to pick up the entire $5 million cost. ""That's a lot of money, a whole lot,"" said Ray Hoffman, director of corporate policy for Seattle Public Utilities, the municipal water and sewage agency that ran the project.
+Richard McIver, a Seattle city councilman, agrees. ""Other cities around the world seem to be able to handle toilets civilly,"" Mr. McIver said. ""But we were unable to control the street population, and without the benefit of advertising, our costs were awfully high.""
+Automated toilets have been common fixtures on European sidewalks for decades. But they have been less popular in American cities, where concerns including their appearance, cleanliness and tendency to attract illegal activity have slowed their installation.
+In Seattle, problems arose almost immediately. Users left so much trash behind that the automated floor scrubbers had to be disabled, and prostitutes and drug users found privacy behind the toilets' locked doors.
+""I'm not going to lie: I used to smoke crack in there,"" said one homeless woman, Veronyka Cordner, nodding toward the toilet behind Pike Place Market. ""But I won't even go inside that thing now. It's disgusting.""
+In May, the City Council decided to close the toilets. It agreed to pay an additional $540,000 fee to end, five years early, its maintenance contract with the operator, Northwest Cascade, a local company with no prior experience in the field that was chosen when established operators like JCDecaux and Cemusa declined to bid because the project lacked advertising revenue.
+Seattle's automated toilets, 12 feet in circumference and 9 feet high, are round and shiny like steel cans. New York's design is a modernist box of steel and frosted glass, while the toilets in Los Angeles and San Francisco resemble ornate trolley cars without wheels. All have mechanisms that control the doors and clean the floors.
+Nowhere was the controversy over public toilets more bitter or longer than in New York, where it lasted 18 years and vexed three mayoral administrations.
+""At this point, I'm glad it's happening at all,"" said Fran Reiter, a deputy mayor in the Giuliani administration who led a failed effort to build toilets in the city in the mid-1990s.
+In 2005, Mayor Michael R. Bloomberg signed an agreement giving Cemusa, a Spanish company, a 20-year franchise to sell advertisements on bus stops, newsstands and kiosks. In return, the city will receive $1.4 billion in cash and 20 automated toilets. The first, in Madison Square Park, opened in January. Four more are to be installed in Brooklyn and Queens this fall.
+In Boston, a similar advertising contract has paid for six automated toilets, said Dot Joyce, a spokeswoman for Mayor Thomas M. Menino, and the city plans two more this fall.
+""It works very well for us,"" Ms. Joyce said.
+But opposition to advertising is hampering the effort in Los Angeles. In 2002, the city gave CBS Outdoor and JCDecaux a contract to sell advertisements on bus shelters, kiosks and newsstands in exchange for 150 automated toilets. Thirteen are operational so far, with two more coming this fall, said Lance Oishi, who leads the project for the city. Six of the units are downtown near Skid Row, but others sit near transit stations or shopping areas, Mr. Oishi said, and, contrary to Seattle's experience, all 13 have remained clean and largely crime free.
+Neighborhood groups are blocking construction of new structures on which to place advertising, however, and that means there is not enough revenue to support additional toilets, Mr. Oishi said.
+""I do feel some frustration that things are not moving as fast as I'd like,"" he said.
+Some cities have had problems with maintenance. The 25 automated toilets in San Francisco require constant fiddling, officials there say. ""You need a dedicated crew taking care of them every day,"" said J. Francois Nion, executive vice president of JCDecaux North America, whose French parent company maintains 3,229 automated toilets worldwide.
+Rather than automated toilets, some cities are looking for cheaper alternatives that would be cleaned by human attendants. One prototype, to be installed next month in Portland, Ore., would cost $50,000 each, compared with some $300,000 for an automated unit.
+Randy Leonard, a Portland city commissioner, helped design that toilet, which in addition has open gaps at the top and bottom of the door, a feature discouraging drug abuse, prostitution and the like.
+But given that lesser privacy, it is unclear how popular such a toilet might be, as Mr. Leonard acknowledges.
+""We in the U.S. have yet to shed our puritanical roots,"" he said. ""We are uptight about toilets.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Seattle%27s+Automated+Toilets+Go+Way+of+the+Box+and+Chain%3A+%5BNational+Desk%5D&title=New+York+Times&issn=03624331&date=2008-07-17&volume=&issue=&spage=A.13&au=Maag%2C+Christopher&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 17, 2008","In the typical arrangement involving cities that want to try automated toilets, an outdoor advertising company like JCDecaux provides, operates and maintains them for the municipality in exchange for a right to place ads on public property like bus stops and kiosks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 July 2008: A.13.",11/15/17,"New York, N.Y.",Seattle Washington,"Maag, Christopher",New York Times Company,,Newspapers,433885005,"United States, New York, N.Y.",English,17-Jul-08,Outdoor advertising; Public utilities; Municipal government; Maintenance contracts; Expansion; Automation; Toilet facilities,New York Times,News,,,,,,,
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+,,,,"E-MAIL has become the bane of some people's professional lives. Michael Arrington, the founder of TechCrunch, a blog covering new Internet companies, last month stared balefully at his inbox, with 2,433 unread e-mail messages, not counting 721 messages awaiting his attention in Facebook.
+Mr. Arrington might be tempted to purge his inbox and start afresh -- the phrase ""e-mail bankruptcy"" has been with us since at least 2002. But he declares e-mail bankruptcy regularly, to no avail. New messages swiftly replace those that are deleted unread.
+For most of us who are not prominent bloggers, our inbox, thankfully, will never become quite so crowded, at least with nonspam messages. But it doesn't take all that many to seem overwhelming -- for me, the sight of two dozen messages awaiting individual responses makes me perspire.
+Eventually, someone will come up with software that greatly eases the burden of managing a high volume of e-mail. But in the meantime, we perhaps should look to the past and see what tips we might draw from prolific letter writers in the pre-electronic era who handled ridiculously large volumes of correspondence without being crushed.
+When Mr. Arrington wrote a post about the persistent problem of e-mail overload and the opportunity for an entrepreneur to devise a solution, almost 200 comments were posted within two days. Some start-up companies were mentioned favorably, like ClearContext (sorts Outlook inbox messages by imputed importance), Xobni (offers a full communications history within Outlook for every sender, as well as very fast searching), Boxbe (restricts incoming e-mail if the sender is not known), and RapidReader (displays e-mail messages, a single word at a time, for accelerated reading speeds that can reach up to 950 words a minute).
+But none of these services really eliminates the problem of e-mail overload because none helps us prepare replies. And a recurring theme in many comments was that Mr. Arrington was blind to the simplest solution: a secretary.
+This was the solution Thomas Edison used in pre-electronic times to handle a mismatch between 100,000-plus unsolicited letters and a single human addressee. Not all correspondents would receive a reply -- a number were filed in what Edison called his ""nut file."" But most did get a written letter from Edison's office, prepared by men who were full-time secretaries. They became skilled in creating the impression that Edison had taken a personal interest in whatever topic had prompted the correspondent to write.
+To Mr. Arrington, however, having assistants process his e-mail is anathema. His blog, after all, is dedicated to covering some of the most technically innovative companies in existence. ""I can't believe how many commenters think the solution to the problem is human labor,"" he wrote.
+Another recipient of large volumes of e-mail messages, Mark Cuban, similarly avoids reliance on human proxies. Mr. Cuban, the owner of the Dallas Mavericks and various ventures, saw Mr. Arrington's post and wrote a short note on his own blog: ""2,433 Unread E-mails. I Feel your Pain."" Mr. Cuban said that he receives more than a thousand messages a day, which he still processes himself, including the 10 percent that are of ""the 'I want' variety."" (These were what Edison called ""begging letters."")
+That personal touch is sorely missed in the e-mail replies we receive from large companies. Customer service automation subjects a message to semantic analysis to extract its general meaning, then dispatches a canned answer at the least possible cost. It aims to provide a ""close enough"" reply; it does not provide reassuring words conveyed by one human to another.
+Mr. Cuban and Mr. Arrington likewise could resort to a technological solution, preparing an auto-response for their public e-mail accounts that would warn strangers that the volume of e-mail precluded even a skimming, let alone dispatching responses. Yet both have resisted that course.
+We all can learn from H. L. Mencken (1880-1956), the journalist and essayist, who was another member of the Hundred Thousand Letters Club, yet unlike Edison, corresponded without an amanuensis. His letters were exceptional not only in quantity, but in quality: witty gems that the recipients treasured.
+Marion Elizabeth Rodgers, the author of ""Mencken: The American Iconoclast"" (Oxford, 2005), shared with me (via e-mail) details of her subject's letter-writing habits. In his correspondence, Mencken adhered to the most basic of social principles: reciprocity. If someone wrote to him, he believed writing back was, in his words, ""only decent politeness."" He reasoned that if it were he who had initiated correspondence, he would expect the same courtesy. ""If I write to a man on any proper business and he fails to answer me at once, I set him down as a boor and an ass.""
+Whether the post brought 10 or 80 letters, Mencken read and answered them all the same day. He said, ""My mail is so large that if I let it accumulate for even a few days, it would swamp me.""
+YET at the same time that Mencken teaches us the importance of avoiding overnight e-mail indebtedness, he also reminds us of the need to shield ourselves from incessant distractions during the day when individual messages arrive. The postal service used to pick up and deliver mail twice a day, which was frequent enough to permit Mencken to arrange to meet a friend on the same day that he extended the invitation. Yet it was not so frequent as to interrupt his work.
+Today's advice from time-management specialists, to keep our e-mail software off, except for twice-a-day checks, replicates the cadence of twice-a-day postal deliveries in Mencken's time.
+Ms. Rodgers said that Mencken was acutely disturbed by interruptions that broke his concentration. The sound of a ringing telephone was associated in his mind, he once wrote, with ""wishing heartily that Alexander Graham Bell had been run over by an ice wagon at the age of 4.""
+Mencken's 100,000 letters serve as inspiration: we can handle more e-mail than we think we can, but should do so by attending to it only infrequently, at times of our own choosing.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Struggling+to+Evade+the+E-Mail+Tsunami%3A+%5BMoney+and+Business%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2008-04-20&volume=&issue=&spage=BU.5&au=Stross%2C+Randall&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,,,,,"Some start-up companies were mentioned favorably, like ClearContext (sorts Outlook inbox messages by imputed importance), Xobni (offers a full communications history within Outlook for every sender, as well as very fast searching), Boxbe (restricts incoming e-mail if the sender is not known), and RapidReader (displays e-mail messages, a single word at a time, for accelerated reading speeds that can reach up to 950 words a minute).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Apr 2008: BU.5.",,,,"Stross, Randall.",,,,,,,,,,,,,,,,,
+MySpace Mind-Set Finally Shows Up At the Office:   [TechInnovation ],"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/myspace-mind-set-finally-shows-up-at-office/docview/433833629/se-2?accountid=14586,"AS online social networking weaves itself more extensively into the fabric of everyday life, a new class of technology vendors has set out to make the social Web relevant in the workplace, too.
+These companies, with names like InsideView and Genius, seek to integrate broad Internet searching with social networking and business intelligence software to give workers access to interrelated pools of information.
+""There's a value in who knows whom that companies are trying to unlock,"" said Antony Brydon, co-founder of Visible Path, a social networking company acquired by Hoover's, a publishing and market intelligence company, in January.
+Despite the huge popularity of networks like MySpace and Facebook, they have had a slow start in the business world, where I.T. managers and executives remain leery of them. But that is starting to change as the technology is becoming more integrated into corporate software applications.
+""The enterprise segment is trailing the others significantly,"" Mr. Brydon said. ""But it's getting traction like never before.""
+These days, more companies are starting to appreciate the potential benefits of social networking programs like Visible Path, as well as communications programs, like SelectMinds, that put workers, clients and others in touch with one another. ""Social networking solves a lot of problems in the enterprise,"" Mr. Brydon said. It can, for example, relieve overburdened corporate e-mail systems by moving much of the group communications to another realm.
+As social networking technology has become a more familiar part of the landscape at many companies, it has brought a new buzzword: ""socialprise,"" referring to the mash-up of social networking features and standard enterprise computing applications.
+""In its basic form, companies using social networking are trying to help employees put a face on the other people in the firm,"" Mr. Brydon said.
+Visible Path is a sort of corporate version of LinkedIn, the popular networking tool that maps the connections among people, providing them with a view of who knows whom among their contacts. Visible Path performs a similar function for the corporate world by working with the existing software infrastructure, giving employees in a company a map of their contacts and their contacts' relationships. Dun & Bradstreet has used the technology to add relationship mapping to its Hoover's online catalogs of corporate and executive information.
+Further movement of social networking into business appears inevitable. Oracle, IBM and Microsoft, among others, are increasingly adding social networking features to their corporate software applications.
+Late last year, Oracle announced an on-demand version of its sales-automation software, CRM On Demand, that includes social networking features similar to those found in MySpace or Facebook, like the ability to create and join groups through its Sticky Notes and Message Center functions. Likewise, Microsoft is adding social networking to its SharePoint program, a Microsoft Office tool for letting groups work together. And just last month, Cisco Systems announced it was buying Tribe.net, a small social-networking site that will allow it to help clients bring their customers together online.
+Today the battle lines in corporate social media are being drawn between established technology companies like Oracle, Microsoft and IBM, social media companies like Facebook and MySpace, and start-ups focused from the beginning on business. Corporations are eager to find out the sources of more of these applications -- and when they are going to arrive. For them, the true ""killer app"" remains to be seen.
+""It's an open question who's going to win this battle,"" Mr. Brydon said. ""As a whole, the question the Fortune 500 is asking is where is the Facebook for the Fortune 500 that can do for us what Facebook and MySpace have done for consumers?""
+Some businesses have adopted social networking to better identify job candidates, in part by helping them maintain relationships with former employees who could serve as an informal recruiting network. SelectMinds works with a company's enterprise software to create an electronic water cooler where former employees and managers can keep in touch.
+""Companies are looking at the knowledge loss and wondering if they can do something to retain it better,"" said Mike Gotta, principal analyst with the Burton Group.
+Social networking is also finding its way into the sales department, as something of an automated prospecting tool. Programs like InsideView's SalesView help sales teams identify leads and target customers by scouring more than 20,000 information sources, from the most popular social-networking sites to job boards, blogs and news sites.
+For example, a salesman for a financial services company might use SalesView to get information on a prospective client, from her job history and education to her hobbies and favorite restaurants. ""The guys who are using this information think of it as a competitive advantage,"" said Rand Schulman, chief marketing officer at InsideView, based in Foster City, Calif. On the other hand, there is what Schulman calls the ""creepy factor"" behind the ease with which companies could use this new class of programs to peruse personal information.
+For the past year, Joe Busateri has been looking for a better way to tap into the collective intelligence of his company, MasterCard. Mr. Busateri, a senior business leader in the Global Technology and Operations business unit, has turned to social networking technology to create a system to get employees talking, brainstorming and cooperating across departments.
+""The goal is to try to stimulate innovation, to share information and collect ideas,"" he said. He has established blogs and wikis, including a site called Priceless Ideas, where employees can broadcast their latest inspiration.
+After spending the past few years snubbing the social networking craze as a time-wasting hobby for teenagers (more than 11 percent of online time is spent on MySpace, according to a new study by Compete, a Web analysis company), even the largest companies are beginning to see value in using Internet technology to foster employee communications. But that's not to say that all enterprises are ready to embrace social networking.
+For some corporate managers, the prospect of investing in something that has long been seen as consumer technology is nerve-racking, given the hard economic lessons of the Internet era. For others, promoting unmoderated communications among employees and customers is scary. And then there's the notion that social networking's potential to waste employees' time might outweigh its benefits.
+""A lot of companies had been looking at social networking the same way they were looking at the Internet 15 years ago,"" said Denis Pombriant, a consultant and technology analyst at Beagle Research Group. ""They saw that the Internet could be useful, but in the meantime a lot of investment dollars went up in smoke.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MySpace+Mind-Set+Finally+Shows+Up+At+the+Office%3A+%5BTechInnovation%5D&title=New+York+Times&issn=03624331&date=2008-04-09&volume=&issue=&spage=SPG.7&au=Flynn%2C+Laurie+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,SPG,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 9, 2008",None available.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Apr 2008: SPG.7.",12/4/19,"New York, N.Y.",,"Flynn, Laurie J",New York Times Company,,Newspapers,433833629,"United States, New York, N.Y.",English,9-Apr-08,Social networks; Startups; Competitive advantage; Corporate culture; Blogs,New York Times,Feature,,,,,,,
+Merrill Posts Huge Loss; Chief Says Firm's Capital Is Adequate,"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/merrill-posts-huge-loss-chief-says-firms-capital/docview/433753923/se-2?accountid=14586,"The outlook darkened for Merrill Lynch on Thursday as news of a huge quarterly loss sent the company's stock plummeting.
+Merrill, the nation's largest brokerage firm, posted a $9.8 billion fourth-quarter loss, almost matching the deficit reported for the period by Citigroup, a company three times Merrill's size. The loss at Merrill, which exceeded analysts' forecasts, reflected $16.7 billion of write-downs on mortgage-related investments and leveraged loans.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Merrill+Posts+Huge+Loss%3B+Chief+Says+Firm%27s+Capital+Is+Adequate&title=New+York+Times&issn=03624331&date=2008-01-18&volume=&issue=&spage=C.6&au=Anderson%2C+Jenny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 18, 2008","Investors seemed to agree. ''As painful as it is, we are glad that Merrill acted as aggressively as it did on both the capital raising and the write-downs,'' said William Tanona, an analyst at Goldman Sachs. ''Nonetheless, it is disheartening to know that the firm wiped out about four years of book value growth in one quarter.'' In 2002-6, Merrill Lynch earned $22.6 billion in profits. ''The good thing was [John A. Thain] and company said everything I wanted them to say. He was on top of the situation and taking the right steps,'' said Jeffrey Harte, an analyst at Sandler O'Neill & Partners. ''The bad news is they have a big job in front of them,'' he said, adding that the firm still had sizable exposures to some of the most toxic assets in the marketplace. For his part, Mr. Thain appears to enjoy the job. He praised the company's culture, and he was quick with an answer as to how that culture differed from that of Goldman Sachs, where he built his career. ''The biggest single difference is the focus on clients,'' he said. ''Merrill does truly put clients first.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Jan 2008: C.6.",11/15/17,"New York, N.Y.",,"Anderson, Jenny",New York Times Company,,Newspapers,433753923,"United States, New York, N.Y.",English,18-Jan-08,Losses; Stock prices; Stock brokers; Capital losses; Financial services,New York Times,News,,,,,,,
+Rise in Insider-Trading Cases Shows the Perils of Pillow Talk,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rise-insider-trading-cases-shows-perils-pillow/docview/433653295/se-2?accountid=14586,"As federal regulators have pursued insider trading cases this year, one of the oddities they have spotted is an increase in cases involving husbands and wives.
+John Reed Stark, chief of the office of Internet enforcement at the Securities and Exchange Commission who has worked on some of the cases, said the agency had filed seven cases against married couples so far this year, including one involving the sale of Dow Jones & Company to the News Corporation, controlled by Rupert Murdoch. There was only one similar case in all of 2006.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Rise+in+Insider-Trading+Cases+Shows+the+Perils+of+Pillow+Talk&title=New+York+Times&issn=03624331&date=2007-08-24&volume=&issue=&spage=C.6&au=Rosen%2C+Ellen&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Cop yright New York Times Company Aug 24, 2007","''We know very well that insiders confide in their spouses fairly freely,'' said Donald C. Langevoort, a professor at Georgetown Law Center. ''Investment banks and law firms don't like it, but it's a fact of human nature. And with the uptick in buyouts and other deals in the last couple of years, there's a lot more to be talking about with your spouse than when deals were slower.'' ''Computers flag the trading,'' he said, ''and if there is company news over the next few weeks or months, the trading will be deemed suspicious and the S.E.C. might start a preliminary investigation.'' ''You can never be absolutely certain what happened between the husband and wife,'' Mr. [John Reed Stark] said, ''whether it was a momentary lapse or a calculated conspiracy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Aug 2007: C.6.",11/15/17,"New York, N.Y.",,"Rosen, Ellen",New York Times Company,,Newspapers,433653295,"United States, New York, N.Y.",English,24-Aug-07,Couples; Insider trading,New York Times,News,,,,,,,
+F.A.A. Faced With Aging Of Computers and Staff,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-faced-with-aging-computers-staff/docview/432918116/se-2?accountid=14586,"The Federal Aviation Administration is facing some of the same problems that are driving the airlines to bankruptcy, rising costs and declining income, and faces two expensive challenges in the next few years, as its essential computers wear out and half of its air traffic controllers reach mandatory retirement age.
+This is happening as the federal budget gets tighter, leading some experts to question how the agency will get through the next few years.
+The agency released a report card on itself on Monday and said that crashes had declined, in both airlines and general aviation, and that it had performed well in other ways, too, with a growing capacity to handle air traffic. It has even become better at giving planes direct routings, to save fuel, top officials said.
+But these officials added that in a few weeks they might be looking for more programs to cut, because income for the Aviation Trust Fund, mostly from ticket taxes, was down by more than a quarter in the last four years. At the same time, the number of airplanes the F.A.A. handles is up, as the airlines replace big jets with small ones.
+''I think things are coming together in a bad way,'' said Kenneth Mead, the inspector general of the Transportation Department, whose office produces frequent audits on the aviation agency.
+Before the attacks of Sept. 11, 2001, the F.A.A. had predicted income to the trust fund of $14 billion in the fiscal year that ends Sept. 30, 2005. Now it expects about $11.1 billion. It is not clear how much Congress would add from general tax revenues; some experts say another solution would be to reduce allocations from the trust for airports, and focus on air traffic control instead.
+The F.A.A. faces other problems as well.
+Six years ago, preparing for the turn of the century, agency officials, fearful that their computers would not function correctly when the year turned over to 2000, replaced them with a newer model, known as G3's. But the replacements already were nearly out of date, and the manufacturer, I.B.M., has said it does not plan to supply spare parts after 2008.
+Worse yet, no computer now available can run the F.A.A.'s current software, so the agency must replace that as well. With the lifetime of the G3's now more than half gone, F.A.A. officials say that the replacement system is proceeding smoothly. In the past, however, F.A.A. computing projects sometimes have appeared to go well until the late stages, when they experienced either major cost overruns, delays or simply collapsed.
+Even if things go as planned, the agency will be spending $30 million a month on new computers soon.
+Shortage of capital has already forced the agency to eliminate some programs that were meant to allow more flights or improve the ability of planes to land in limited visibility, which would cut cancellations and delays. It has spent tens of millions of dollars on the canceled programs.
+For example, in Miami it was showing off a system for sending e-mail messages between controllers and the cockpits of planes in flight, a capability that would let each controller handle more airplanes. The problem in Miami and elsewhere is that the radio frequencies are cluttered with essential but routine communications to and from the planes. Sometimes the limit on how many planes can fly in a single sector is how fast the air traffic controller can talk and listen.
+After a test with American Airlines, the F.A.A. dropped the program because it was not sure how fast other airlines would install the needed equipment, it had lost confidence in its estimate of its own costs, and it was running out of money.
+The plan to modernize the computers used by the air traffic offices to handle planes at low altitudes has also run into major problems. The original plan was for a Standard Terminal Automation Replacement System, or Stars, that would cost $940 million and use equipment that was already commercially available.
+But developers ended up designing custom-built components, and the cost rose to an estimated $1.69 billion. So the F.A.A. cut back the number of places in which the system would be installed, and stretched out the schedule for putting it in place. Mr. Mead noted in testimony to Congress earlier this year that with the delay and cutback, ''the benefits that supported the initial acquisition are no longer valid.''
+The other major problem is an echo of the air traffic controllers' strike of 1980. President Ronald Reagan responded by firing thousands of controllers, and the F.A.A. replaced them with young employees.
+Like baby boomers, they form a bulge in the demographic profile of F.A.A. employees, and most of them will be eligible to retire in the next few years, partly because many of them were hurriedly hired from the military and can count their time in the service toward the years required before retirement. By late in this decade about half will be required to retire at age 56, under current rules.
+Marion C. Blakey, the F.A.A. administrator, said in a briefing with reporters on Monday that she was hopeful that the budget for the next fiscal year, which will be announced in the late winter, would have some money for training. This year, she said, her agency hired only a handful of controllers.
+The F.A.A. would like to save money by turning off some ground-based radio navigation equipment as airplanes increasingly use satellite-based navigation. But for security reasons, it has had to give up the idea of turning off all the radio beacons.
+There is some good news. Friday will mark three years since the last crash of a big passenger jetliner in this country, that of American Airlines Flight 587 in the Belle Harbor section of Queens on Nov. 12, 2001, in which 265 people were killed.
+However, two commuter planes have crashed in the last three years, killing a total of 34 people.
+Deaths in plane crashes occur more sporadically than in other modes of transportation, so that measuring success requires observing events over a long period. But agency officials say they are confident that they will reach a goal that was set for it in 1997 by a White House commission, to cut the accident rate by 80 percent within 10 years.
+''This has been absolutely a banner year,'' said Ms. Blakey, who said the rate of fatal accidents on airliners was now one in 5 million takeoffs.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=F.A.A.+Faced+With+Aging+Of+Computers+and+Staff&title=New+York+Times&issn=03624331&date=2004-11-09&volume=&issue=&spage=A.15&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 9, 2004","Worse yet, no computer now available can run the F.A.A.'s current software, so the agency must replace that as well. With the lifetime of the G3's now more than half gone, F.A.A. officials say that the replacement system is proceeding smoothly. In the past, however, F.A.A. computing projects sometimes have appeared to go well until the late stages, when they experienced either major cost overruns, delays or simply collapsed. Developers ended up designing custom-built components, and the cost rose to an estimated $1.69 billion. So the F.A.A. cut back the number of places in which the system would be installed, and stretched out the schedule for putting it in place. Mr. [Kenneth Mead] noted in testimony to Congress earlier this year that with the delay and cutback, ''the benefits that supported the initial acquisition are no longer valid.'' The other major problem is an echo of the air traffic controllers' strike of 1980. President Ronald Reagan responded by firing thousands of controllers, and the F.A.A. replaced them with young employees.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Nov 2004: A.15.",11/15/17,"New York, N.Y.",United States US,"Wald, Matthew L",New York Times Company,,Newspapers,432918116,"United States, New York, N.Y.",English,9-Nov-04,Human resource management; Resource management; Government agencies; Public safety; Air traffic control,New York Times,News,,,,,,,
+U.S. Groups Press China Over Piracy,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-groups-press-china-over-piracy/docview/432862884/se-2?accountid=14586,"It looks like the edition of Bill Clinton's memoirs in American bookstores. It is in English, has a glossy cover with the same photo of the tanned, smiling former president, the same bronze-tinted title, and a spine announcing its publisher to be Knopf.
+But the shrunken print, tissue-thin paper and smeared black-and-white photographs inside betray its true identity -- a pirated copy of the former president's book, ''My Life,'' printed just weeks after the original appeared in the United States, and sold by roadside hawkers for as little as $5.
+The book retails for $35 in the United States.
+The bootlegging is another example of the widespread defiance of copyrights and patents here, a problem that two leading American business groups said on Thursday threatened to chill American trade with China.
+In an otherwise encouraging annual report on American business in China released on Thursday, the American Chamber of Commerce in China singled out lax protection of intellectual property rights as the Achilles' heel that might cripple investor confidence.
+''There's virtually no enforcement'' of intellectual property rights in China, Charles Martin, president of the chamber, said at a news conference. ''It's worsening, and there's now a flood of counterfeit exports.''
+Myron Brilliant, a vice president of the United States Chamber of Commerce in Washington, said his organization's annual report on China, to be released next week, would also single out intellectual property abuses as a major threat to American businesses.
+''We see ourselves as friends of China, but our patience has its limits,'' Mr. Brilliant said in an interview. ''The time is ticking for China on this front.'' Mr. Brilliant is in Beijing this week to press Chinese officials for stronger protection of industrial designs, patents and commercial secrets.
+Violations of intellectual property rights have long irked Americans doing business in China, but both organizations emphasized that their members' impatience over the problem had reached new heights. Mr. Brilliant said top executives often raised the issue with him.
+''That's a sea change,'' he said. ''Before, this was just an issue for Hong Kong and China reps, but now it's the C.E.O.'s of major companies who are complaining to us.''
+Business executives said two recent decisions by the Chinese government particularly threatened to damp the enthusiasm of international investors.
+One was a decision by China's patent office to override Pfizer's patent for its best-selling impotence drug, Viagra, arguing that the original patent did not adequately explain the drug's technical uses.
+That was followed by the Ministry of Commerce's dismissal of a complaint that General Motors had lodged against a Chinese carmaker, SAIC Chery Automobile, which makes a car strikingly similar to G.M.'s Spark.
+Other United States companies that have complained about flagrant copying of their products are in industries like software, cigarettes, luxury goods and vehicle parts. And growing numbers of the pirated goods are being imported into the United States, business representatives said.
+The ease with which industrial secrets are stolen is putting a ceiling on American investment in China by deterring investment in more sophisticated fields of manufacturing and research, Mr. Martin said.
+The China-based chamber's survey of its members found that although most were generally confident of their business prospects in China, 90 percent believed that the Chinese government's protections of intellectual property were ineffective, and more than three-quarters said their business was hurt by the problem.
+Michael Byrne, the chief China representative of Rockwell Automation, a company based in Milwaukee that specializes in machine control, said that China's treatment of intellectual property ''is moving in the right direction, but it's not moving fast enough or deep enough.''
+''It hasn't deterred us,'' he said, ''but it's made us more cautious.''
+The reports from both chambers of commerce did say that China has made marked progress in the last year in opening up its markets to international investors and clarifying commercial rules.
+Last year, American businesses invested more than $4 billion in the country. But America's trade deficit with China has swelled, reaching $39 billion in the first seven months of 2004, according to Chinese customs statistics.
+The trade gap is likely to cause American trade officials and businesses to push for faster and more decisive action from China, including harsher criminal penalties for bootleggers and speedier court injunctions against manufacturers of pirated goods.
+If protections are not improved, Mr. Brilliant said, his organization may ultimately press for government legal action under United States trade law and China's commitments to the World Trade Organization.
+''We're getting a lot of pressure from American business,'' he said. ''Time is running out and we have to see movement this year.''
+The United States Chamber of Commerce is opening an office in Beijing to monitor China's efforts on intellectual property, and is working with Japanese and European business groups to press China on the issue.
+As for the hawker selling President Clinton's memoirs opposite the World Trade Center in Beijing, he gave only his surname, Li, and said he could not read English and had never heard of a more recent political best seller, Kitty Kelley's book on the Bush family.
+But he said he was sure that pirated copies would be available soon.
+''If it's that popular,'' he said, ''then wait a few weeks and come around here and find me.''
+Photograph Pirated copies of Bill Clinton's memoir, ''My Life,'' are widely available in China. American businesses are protesting such piracy. (Photo by Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Groups+Press+China+Over+Piracy&title=New+York+Times&issn=03624331&date=2004-09-17&volume=&issue=&spage=W.1&au=Buckley%2C+Chris&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 17, 2004","Myron Brilliant, a vice president of the United States Chamber of Commerce in Washington, said his organization's annual report on China, to be released next week, would also single out intellectual property abuses as a major threat to American businesses. ''We see ourselves as friends of China, but our patience has its limits,'' Mr. Brilliant said in an interview. ''The time is ticking for China on this front.'' Mr. Brilliant is in Beijing this week to press Chinese officials for stronger protection of industrial designs, patents and commercial secrets. Violations of intellectual property rights have long irked Americans doing business in China, but both organizations emphasized that their members' impatience over the problem had reached new heights. Mr. Brilliant said top executives often raised the issue with him.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Sep 2004: W.1.",11/15/17,"New York, N.Y.",China United States US,"Buckley, Chris",New York Times Company,,Newspapers,432862884,"United States, New York, N.Y.",English,17-Sep-04,Piracy; Books; Trade relations; Property rights; Intellectual property,New York Times,News,,,,,,,
+Taking the Tedium Out of Filing Travel Expenses,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/taking-tedium-out-filing-travel-expenses/docview/432541897/se-2?accountid=14586,"For many business travelers, the worst part of a trip comes long after passing through airport security, enduring tedious meetings and recovering from a sleepless night in a stuffy hotel.
+In fact, the most reviled aspect of business travel may not happen until weeks or even months after the suitcase has been unpacked: filing an expense report to get reimbursed for everything from conference fees, plane tickets and hotel bills totaling thousands of dollars to a $1.50 cup of coffee.
+Andrew C. Oliver, a software consultant for the JBoss Group, described the task as ''pretty much the only aspect of my job I just don't like at all.''
+''The part I hate is trying to keep track of the receipts,'' Mr. Oliver said. ''We have to have receipts for everything because we bill customers for expenses. The receipt you don't have -- that's the one they'll ask for, even if it's a dollar.''
+Mr. Oliver, who describes himself as an ''uber-geek,'' is planning to buy a portable scanner so he can electronically scan his receipts into his laptop while he is on the road. That solution may not appeal to gadget-averse travelers. But increasingly, companies are relying on technology in other ways to make filing expense reports less painful.
+Expense reporting is getting a high-tech makeover primarily through Web-based software that allows companies to automate much of the work.
+Although the process varies depending on the software and how it is put in place, it generally works like this: All expenses charged to company credit cards are automatically transferred to electronic expense forms that business travelers can call up on their computers. They can reclassify the charges if necessary, for example, by moving a tab from the ''dinner'' to the ''entertainment'' category, add any charges not billed to the card, like taxi fares, and provide explanations for any expenses the software has flagged as violating the company's travel policy, like justifying an expensive hotel because everything else in town was booked. They then hit the submit button to send their reports to a supervisor, who in turn relays them electronically to the accounts-payable department.
+In many cases, receipts still have to be handled the old-fashioned way: photocopied and stuffed into an envelope. But some programs allow employees to fax copies of their receipts into the system, with a bar-coded cover sheet linking them to a particular expense report. Other technological twists: voice recognition features that allow employees to phone in expenses, or interfaces that can be used on hand-held devices like Palms.
+Not that most companies have gone that far. ''I would say today four out of five companies are still using paper,'' said Christa Degnan, a research director with the Aberdeen Group, a technology consulting company in Boston. ''They may be using e-mail to route an expense report around but at the end of the day they're printing it out.''
+The main reason companies adopt online expense-management tools is to streamline a task that everyone views as a burden, according to an Aberdeen survey, which found that companies using such systems reduced the time spent processing reports by 79 percent and the cost by 63 percent.
+That is not the only benefit, though. The data collected by the tools fill an information gap that has long been a threat to the bottom line.
+''You would not believe how many companies really don't know what they're spending their money on,'' Ms. Degnan said. ''They might have a general idea, but they don't really know what specific travel services people are buying.''
+Thanks to the new software, that is changing. By routing travel and entertainment expenses through a central database, companies can better understand how that money is being spent and use the information to negotiate more favorable contracts with travel suppliers, increase compliance with travel policies and detect wasteful spending.
+Karen Beckwith, president and chief executive of Gelco Expense Management in Eden Prairie, Minn., one of more than a dozen companies competing in this market, cited a company that reduced its travel-related telecommunications costs by 10 percent after studying expense report data and finding that employees were not using the cheapest ways to make calls.
+Automation can also reduce fraud, with built-in safeguards that look for anomalies like two or more claims for the same expense. Ms. Beckwith said Gelco's software caught a double dipper who was sending the same bill to his employer and a company for which he was a contractor. Both companies were Gelco clients. ''Because it generated a duplicate payment in our system, we caught it,'' she said.
+Companies that make expense-management software say catching rogue employees is not one of the main reasons employers adopt these systems, but it does make some common tricks -- like expensing an airline ticket even though the trip was canceled -- harder to pull off. (The ticket refund would automatically show up with other credit card data.) The system might also flag what Elena Donio, vice president for marketing at Concur Technologies, which also designs expense-management software, called ''the buddy meals report.''
+''I take you out to lunch and, lo and behold, you charged lunch the same day,'' Ms. Donio said.
+Since companies often require receipts for expenses over $25, Concur's software also flags employees who are submitting a lot of expenses just below that amount.
+For employees, there are other benefits that may make such controls more palatable. ''In our experience,'' Ms. Donio said, ''They're getting paid a lot faster than they would in the paper world.''
+At least some employees say technology has helped ease the chore. Jill Constantine, who works for a public-policy research firm in Princeton, said that when the firm put its expense reporting online, it automated tasks like calculating mileage. ''They make filling out the expense report very easy,'' she said. ''You have to plug in your dates and the numbers, but it does all the summing for you. So there's really not much to complain about.''
+Even so, technology has not completely solved another challenge: getting employees to file expense reports on time. ''I'm terrible,'' Ms. Constantine admitted. ''They say they want them within two weeks, but. ...'' The unspoken thought: It sometimes takes longer.
+Readers are invited to send stories about business travel experiences to businesstravel@nytimes.com.
+Photograph Andrew C. Oliver, shown with his stepson, Billy Porter, says the worst part of his job is dealing with paper receipts and expense reports. (Photo by M.J. Sharp for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Taking+the+Tedium+Out+of+Filing+Travel+Expenses&title=New+York+Times&issn=03624331&date=2003-10-21&volume=&issue=&spage=C.12&au=Stellin%2C+Susan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 2003","Although the process varies depending on the software and how it is put in place, it generally works like this: All expenses charged to company credit cards are automatically transferred to electronic expense forms that business travelers can call up on their computers. They can reclassify the charges if necessary, for example, by moving a tab from the ''dinner'' to the ''entertainment'' category, add any charges not billed to the card, like taxi fares, and provide explanations for any expenses the software has flagged as violating the company's travel policy, like justifying an expensive hotel because everything else in town was booked. They then hit the submit button to send their reports to a supervisor, who in turn relays them electronically to the accounts-payable department. In many cases, receipts still have to be handled the old-fashioned way: photocopied and stuffed into an envelope. But some programs allow employees to fax copies of their receipts into the system, with a bar-coded cover sheet linking them to a particular expense report. Other technological twists: voice recognition features that allow employees to phone in expenses, or interfaces that can be used on hand-held devices like Palms. Companies that make expense-management software say catching rogue employees is not one of the main reasons employers adopt these systems, but it does make some common tricks -- like expensing an airline ticket even though the trip was canceled -- harder to pull off. (The ticket refund would automatically show up with other credit card data.) The system might also flag what Elena Donio, vice president for marketing at Concur Technologies, which also designs expense-management software, called ''the buddy meals report.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 2003: C.12.",11/15/17,"New York, N.Y.",,"Stellin, Susan",New York Times Company,,Newspapers,432541897,"United States, New York, N.Y.",English,21-Oct-03,Business travel; Travel & entertainment expenses; Software,New York Times,News,,,,,,,
+"In Health Care, the Future Will Be Bar-Coded","New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/health-care-future-will-be-bar-coded/docview/432334128/se-2?accountid=14586,"  THE March 13 proposal by the Food and Drug Administration to require that all medications be labeled with bar codes is expected to increase spending sharply on information technology in the next few years.
+The new regulation would apply to all prescription drugs, except for physician samples. Over-the-counter drugs would be exempt. The standardized bar codes would have to be used by retail pharmacies, hospitals, nursing homes and other institutions.
+The proposal, which is expected to become law after a 90-day period of public comment, is intended to increase patient safety by reducing the chance that the wrong drug is dispensed to the wrong patient. A December 1999 study by the federal Institute of Medicine found that as many as 98,000 people die every year as a result of medical errors; a little over 7 percent of those deaths were attributed to errors involving medications, including the wrong drugs being administered, the wrong dosages and reactions caused by mixing drugs.
+The F.D.A. proposal will directly affect drug manufacturers, who would have to label every vial, package, tube and container. Many already do, but they may have to convert to a standard bar-code format.
+The real spending is likely to involve hospitals and the companies that sell them hardware and software and train them in how to use it.
+The system would work like this: hospital patients would be given wrist bands with bar codes identifying them and showing what medicines they should get. A nurse could then use a hand-held scanner to verify a match between patient and drug.
+By the F.D.A.'s estimate, pharmaceutical companies will need to spend about $50 million to put the bar codes on all products. To process the data they provide, hospitals and other health-care institutions will voluntarily spend about $7 billion on scanners and computers over the next several years.
+The ruling is seen as a windfall for companies involved in bar coding. It will also produce demand for software developers, medical records consultants, automation experts and wireless technology providers.
+The F.D.A. announcement drove up the stock of Symbol Technologies, the bar-code and wireless technology giant based in Holtsville. On March 13, when the F.D.A. proposal was reported, Symbol's stock reached $10.70 a share, after beginning the day at $10.10.
+(An announcement from the Securities and Exchange Commission concerning its continuing probe into Symbol's accounting and business practices wiped out the gains, and the stock tumbled to $9.03 on March 14. The S.E.C. said it was calling for civil penalties against the company and some former employees.)
+Richard Bravman, Symbol's chief executive, said that he expected Symbol's health-care business to rise rapidly over the next four or five years. ''Health-care sales are about 5 percent of our overall sales, and I see that rising to 10 percent, maybe more,'' he said.
+Jeffrey Scou, the company's director of worldwide health-care markets, said that the demand for bar-code products in the health-care industry began growing about five years ago.
+It's estimated that less than a third of the nation's hospitals and clinics already have bar-code systems. ''The hardware has been in place for a number years,'' Mr. Scou said, ''but what's held it back has been a kind of chicken-and-egg situation. The hospitals didn't want to deploy a bar-code system until the pharmaceutical companies were all using them. The pharmaceutical companies had mixed feelings because it increases manufacturing costs.''
+The government's proposal establishes the National Drug Code as the standard for information stored in the bar codes and specifies what kind of bar codes will be used.
+''The proposed design would allow manufacturers to include additional information, and more information could also be added to the bar-code standards as information technology progresses,'' the F.D.A. said in a statement.
+Peter Cope, a principal in InfiniTech, a business development company in Great Neck that specializes in health care and other fields, said that the government proposal would accelerate the acceptance of bar-code scanning at bedside, which has been slowed by the proliferation of different codes and by a lack of standardization.
+''People tended to say, 'It's functioning, and we're getting the information, so let's just keep using it,''' said Mr. Cope, explaining why so many different bar-code systems have been used in health care. ''By creating this initiative, the government is helping to end the stalemate.''
+But another major stumbling block -- patient privacy -- is not addressed by the F.D.A. proposal. ''There is widespread agreement that patient health information has to remain private, and there have to be safeguards to make sure that it is,'' Mr. Cope said. ''Bar coding is going to have to deal with this issue.''
+Some Long Island hospitals say they are well on the way to fully integrated digital records, including patients' charts.
+Dr. Michael I. Oppenheim, the chief information officer of the North Shore-Long Island Jewish Health System, said, ''Currently, the North Shore-L.I.J. Health System has the three major prerequisite I.T. components in place'': bar-coded patient bracelets, fully digitized patient medication records available to pharmacists and a wireless data network.
+Mr. Bravman, Symbol's chief executive, said the F.D.A. proposal underscored the link between information technology and quality of care.
+''When there are limited dollars to spend, if you're a physician there is a strong inclination to spend the money on a CAT scanner, say, rather than a bar-code scanner,'' he said. ''We understand that, even if we lament it. However, our position is that our technology can help them in their profession and be as useful to them as a scalpel.''
+The F.D.A. proposal is not as broad as it could have been. It does not extend to doctors, who will be allowed to continue to write out prescriptions by hand, instead of entering them into a computer.
+''Doctors are customers as far as hospitals are concerned, and if they don't want to do it, it won't be done,'' said Mark Neuenschwander, a health-care consultant in Bellevue, Wash.
+Still, Mr. Neuenschwander said that the government proposal represented a major step forward in patient safety.
+''Bedside scanning is not simple, digitization of support systems is not simple, and changing the culture of a hospital is not simple,'' he said. ''But hospitals want to be safe. Safety is expected of them; the pressure is on internally and externally.''
+''Just as you go into a supermarket and expect to see them using scanners, in four or five years, it will be the same with hospitals,'' he added. ''Hospitals that don't use bedside scanning will look like they don't care about safety.''
+Photograph A bar-code bracelet, like this one at Symbol Technologies, could be used to prevent errors by matching drug and patient electronically, using a hand-held scanner. (Maxine Hicks for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Health+Care%2C+the+Future+Will+Be+Bar-Coded&title=New+York+Times&issn=03624331&date=2003-03-23&volume=&issue=&spage=14LI.6&au=Strugatch%2C+Warren&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 23, 2003","By the F.D.A.'s estimate, pharmaceutical companies will need to spend about $50 million to put the bar codes on all products. To process the data they provide, hospitals and other health-care institutions will voluntarily spend about $7 billion on scanners and computers over the next several years. The F.D.A. announcement drove up the stock of Symbol Technologies, the bar-code and wireless technology giant based in Holtsville. On March 13, when the F.D.A. proposal was reported, Symbol's stock reached $10.70 a share, after beginning the day at $10.10. Mr. [Richard Bravman], Symbol's chief executive, said the F.D.A. proposal underscored the link between information technology and quality of care.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Mar 2003: 6.",11/15/17,"New York, N.Y.",,"Strugatch, Warren",New York Times Company,,Newspapers,432334128,"United States, New York, N.Y.",English,23-Mar-03,,New York Times,NEWSPAPER,,,,,,,
+Turning the Desktop Into a Meeting Place,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/turning-desktop-into-meeting-place/docview/432316570/se-2?accountid=14586,"ROBB BEAL, a software engineer, had a mission: to unite a broad range of Internet information and services behind a single interface. For years that interface has been based on the metaphor of a desktop, a throwback to the personal computer's beginnings as an office automation tool rather than a gateway to the world.
+Mr. Beal took a different approach. His creation, called Spring, runs on Apple Computer's latest operating system, OS X, and replaces icons for software applications and Web sites with representations of people, places, and things that can be connected.
+''The Internet enabled things that just weren't possible on the desktop,'' Mr. Beal said from his office in Vienna, Va., where he is developing Spring at a three-person company called UserCreations. ''The very word 'desktop' has come to mean the computer, but that doesn't reflect what I want to do with it, which is interact with other people.''
+Mr. Beal, 33, has no formal training in human-computer interaction, yet Spring has struck a chord with interface experts, who see the desktop as outdated.
+Mr. Beal sees Spring not as an all-inclusive computing environment, but as an interface for basic and frequent Internet activities like communication and shopping. On the screen, a Spring canvas, as the display is called, looks much like Apple's current desktop, filled with large, cheery icons. Yet there are no icons for Mail or Microsoft Word. Instead, the icons (''objects'' in Spring parlance) are small databases of hypertext information that describe people, places (New York City, say, or a favorite local bar) or things (most obviously, products and services for sale).
+Objects can be created by the user or downloaded. To accomplish most tasks, the Spring user places a cursor over an icon, clicks a mouse button, then draws a line from one object to another. For example, to invite Todd and Ellen to the Monkey Club after work, one would draw a line from icons of their faces to one representing the club. Once a line is drawn to connect them, Spring offers a pop-up menu of options: do you want to invite them, send them directions, or create a new custom function?
+Spring might open an e-mail program or visit a party-organizing site like www.evite.com to complete the invitation and scheduling.
+Mr. Beal said that the initial onscreen action -- connecting the people to the place -- was an important conceptual change in the interface between human and computer.
+With a desktop, he said, ''your mind is thinking about which application to launch, whereas it should be thinking about the person you want to communicate with.''
+Applications and Web sites do not appear as Spring objects onscreen; they wait behind the scenes to connect people and things. Similarly, e-commerce revolves around product images. Drag a credit card icon to an image of a book or a pair of jeans in another Spring canvas, and Spring completes the purchase, filling in the appropriate billing and shipping information.
+A user can set up multiple canvases in Spring, each with a different set of objects. One canvas could have icons for several close friends, for example, while another could show business associates.
+Early reviewers have reacted favorably to Spring. ''It's very refreshing to see,'' said Steven Johnson, author of ''Interface Culture: How New Technology Transforms the Way We Create and Communicate'' (HarperEdge, 1997). ''Your computer used to be a big electronic file cabinet. Now it's much more than that. It's a bridge to people, to things you want to buy, to data you need.''
+With no marketing budget or corporate backing, Mr. Beal promoted Spring by making a free prototype available in December for Mac OS X (there are no plans for a Windows version yet) and setting up a Weblog at his site (www.usercreations.com) to discuss it.
+Human-computer interaction research has traditionally been the work of behavioral psychologists in the employ of Microsoft, I.B.M. and other big desktop vendors, with advances proposed in research papers, conferences and committees. David Gelernter, a Yale computer scientist, has spent much of the last decade on research aimed at replacing the file cabinet with a better way of perusing a PC's files and e-mail. Yet Mr. Beal's work, it turns out, parallels a quiet evolution at Microsoft and Apple, whose desktops appear on most of the world's screens.
+''Twenty years ago, it was hard enough for people to learn to use a computer, let alone to do five different things,'' said Peter Lowe, Apple's director of applications product marketing. ''Now, they are much more comfortable. Our overarching rule today is, 'Do the right thing,' based on what the user is trying to accomplish. It requires different solutions for different problems.''
+For example, Mr. Lowe said, the interface for Apple's new iLife suite of home tools for movies, photos, music and disc burning is a mixed bag that varies according to the task at hand. A photo retouching tool is represented as an airbrush, a desktop tradition. By contrast, a button to enhance photos that are dark or overexposed is illustrated as a magic wand, but you do not wave it at the photo; just click on it and the computer determines the ideal settings for that particular photo. For movie editing, an area in which users demand more detail onscreen rather than less, iLife incorporates sliders, graphs and other interface widgets from professional studio software that bear little if any resemblance to physical tools.
+Microsoft has likewise moved away from a desktop model, according to Hillel Cooperman, a product unit manager on Microsoft's Windows User Experience team. For example, the Start menu on Windows XP changes its main panel constantly, anticipating which items the user will likely reach for next.
+''Having metaphors and iconography people could relate to the real world was a great bridge for bringing nontechnologists into the world of the PC,'' Mr. Cooperman said.
+But attempts to stretch the metaphor have led to dubious results. He cited the Web browser as an example of a successful interface that ignores the physical world. ''Look at the Back button. There's no metaphor, yet people figure it out intuitively.''
+No one, not even Mr. Beal, expects the familiar PC desktop to disappear soon. And some of the older interface elements are finding new life on the portable screens of phones and palmtops. Susan Kare, a graphic designer who conceived Apple's first Macintosh icons, is now designing for mobile devices. ''Many of the icon concepts, like paper documents, folders, trash cans and scissors, are perfectly viable,'' she said, ''because they remain meaningful and memorable.''
+Photograph LINKS -- With a computer interface called Spring, a user focuses on shopping and social contact, using the cursor to connect people, places and things. Programs and files remain in the background.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Turning+the+Desktop+Into+a+Meeting+Place&title=New+York+Times&issn=03624331&date=2003-02-27&volume=&issue=&spage=G.6&au=Boutin%2C+Paul&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 27, 2003","Mr. [ROBB BEAL] sees Spring not as an all-inclusive computing environment, but as an interface for basic and frequent Internet activities like communication and shopping. On the screen, a Spring canvas, as the display is called, looks much like Apple's current desktop, filled with large, cheery icons. Yet there are no icons for Mail or Microsoft Word. Instead, the icons (''objects'' in Spring parlance) are small databases of hypertext information that describe people, places (New York City, say, or a favorite local bar) or things (most obviously, products and services for sale). For example, Mr. [Peter Lowe] said, the interface for Apple's new iLife suite of home tools for movies, photos, music and disc burning is a mixed bag that varies according to the task at hand. A photo retouching tool is represented as an airbrush, a desktop tradition. By contrast, a button to enhance photos that are dark or overexposed is illustrated as a magic wand, but you do not wave it at the photo; just click on it and the computer determines the ideal settings for that particular photo. For movie editing, an area in which users demand more detail onscreen rather than less, iLife incorporates sliders, graphs and other interface widgets from professional studio software that bear little if any resemblance to physical tools. No one, not even Mr. Beal, expects the familiar PC desktop to disappear soon. And some of the older interface elements are finding new life on the portable screens of phones and palmtops. Susan Kare, a graphic designer who conceived Apple's first Macintosh icons, is now designing for mobile devices. ''Many of the icon concepts, like paper documents, folders, trash cans and scissors, are perfectly viable,'' she said, ''because they remain meaningful and memorable.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Feb 2003: G.6.",11/15/17,"New York, N.Y.",,"Boutin, Paul",New York Times Company,,Newspapers,432316570,"United States, New York, N.Y.",English,27-Feb-03,Interfaces; Man machine interaction; Internet; Software,New York Times,Feature,,,,,,,
+"Silicon Valley's Dream Tablet, From Microsoft","New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/n ewspapers/silicon-valleys-dream-tablet-microsoft/docview/432250508/se-2?accountid=14586,"A notepad-size computer controlled by a pen has long been one of Silicon Valley's most cherished ideas -- and one of the most elusive.
+In unveiling its new tablet computer system amid much fanfare on Thursday, Microsoft of Redmond, Wash., is betting that it can succeed where dozens of Silicon Valley companies have failed. The pen computing vision has consistently led to the valley's most spectacular commercial flops. Among them were failed efforts like Grid, Agilis, the Go Corporation, Eo, General Magic, Apple, Momenta and others.
+Nevertheless, for more than a year Bill Gates, Microsoft's chairman, has been proclaiming the features of a style of tablet computing that he asserts will come to displace both desktop and portable computing. The company has tailored its Windows XP operating system for pen computing and designed hardware features for tablet computers to enhance readability.
+Microsoft's marketing blitz has clearly irritated the small community of Silicon Valley designers who pursued these same technologies long ago.
+''If they're actually claiming the innovation high ground, they're just not being observant of history,'' said Paul Mercer, a designer who worked on a variety of hand-held pen computers at Apple Computer in the early 1990's. ''It's just wrong.''
+The Microsoft notion of tablet computing does not have many believers among the pioneer designers of hand-held PC's who found that consumers largely ignored their systems several generations ago. Indeed, many think that Mr. Gates may have succumbed to the same form of technological hubris that led to John Sculley's downfall, in part over the failure of the hand-held Newton, at Apple Computer in 1993.
+At the same time, several of the pioneers would not rule out the possibility that Microsoft might succeed where others have failed. ''You have to give Microsoft credit for persistence,'' said Larry Tesler, who led the Newton project at Apple. ''Being too early is often the worst mistake.''
+Microsoft has acknowledged that its designers have not made significant progress in handwriting recognition, opting instead to try to convince users to work with electronic ''ink.'' Users can scribble their notes on the computer's screen and leave them in handwritten form. Microsoft's software will then seek to recognize words in the background and turn them into electronic text, permitting them to be searched later.
+Despite such features, skeptics in Silicon Valley said that Microsoft's new product is too similar to existing notebook computers to be successful.
+''It's the same old story,'' said Jerry Kaplan, an entrepreneur who help found the Go Corporation to build a pen computer in the late 1980's. ''If you attach a pen to a laptop, it's going to look and feel like one and have all the same limits.''
+Microsoft's growing power as a hardware designer has raised concerns among Silicon Valley executives as well. While the company was once only a software publisher, it is now designing phones, personal digital assistants, video game players, and now tablet computers, which are then manufactured by consumer electronics and computer makers. That gives the company more control over the electronics industry while insulating it from financial risk.
+''The ironic thing is they have just as much control over the hardware as Apple has over its computers, but they have none of the risk,'' said Stewart Alsop, a venture capitalist at New Enterprise Associates in Menlo Park, Calif.
+On Thursday, at an event in New York City, Mr. Gates will announce the release of the company's Windows XP Tablet PC Edition in partnership with eight companies, including Acer, Fujitsu, Hewlett-Packard and others.
+The company is expected to proclaim that tablet-style computing with a pen is a more natural and easier to use technology than personal computers with keyboard and mouse.
+Mr. Gates has said the machines will be used as note-takers for professionals in meetings, reading tools for next generation electronic books and automation tools for a range of workers, from doctors and nurses to sales representatives and delivery workers.
+Despite a multiyear development effort, the company's challenge will be to convince users that it has done better than the Silicon Valley companies of the early 1990's in solving the fundamental problems of pen computing, for example, poor handwriting recognition and the inefficiencies involved in managing large amounts of text with a pen.
+The challenge is compounded because the tablet companies are hoping to persuade users to pay a premium of 10 percent to 20 percent over the cost of today's notebooks, meaning that the machines will generally be priced from $2,000 to $3,000.
+If Microsoft succeeds where others failed, it will probably increase the residue of bitterness here among those who believe that a decade ago the company killed a nascent pen computing industry because it thought it would be a threat to its Windows operating system business.
+Mr. Kaplan has described in his book ''Start-Up: A Silicon Valley Adventure'' (Houghton Mifflin, 1995) how Microsoft succeeded in persuading Compaq Computer to adopt its unfinished Pen Windows software over Go's operating system. That decision undermined Go's business, even though Microsoft's Pen Windows and Winpad were never released.
+The belief that Microsoft was involved in the demise of Go contributed to the enmity that grew between it and its Silicon Valley competitors, which eventually led to the Justice Department antitrust suit.
+''If Go had ever been given the chance, they would have succeeded,'' Mr. Alsop said.
+Photograph Microsoft's Tablet PC, to be introduced today, can handwrite e-mail messages. (John Rizzo for The New York Times)(pg. C1); Leland A. Rockoff, director of the Microsoft Tablet PC Group, left, and Cory Linton, project manager, prepare a display for today's unveiling. (John Rizzo for The New York Times)(pg. C5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Silicon+Valley%27s+Dream+Tablet%2C+From+Microsoft&title=New+York+Times&issn=03624331&date=2002-11-06&volume=&issue=&spage=C.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 6, 2002","In unveiling its new tablet computer system amid much fanfare on Thursday, Microsoft of Redmond, Wash., is betting that it can succeed where dozens of Silicon Valley companies have failed. The pen computing vision has consistently led to the valley's most spectacular commercial flops. Among them were failed efforts like Grid, Agilis, the Go Corporation, Eo, General Magic, Apple, Momenta and others. Mr. [Jerry Kaplan] has described in his book ''Start-Up: A Silicon Valley Adventure'' (Houghton Mifflin, 1995) how Microsoft succeeded in persuading Compaq Computer to adopt its unfinished Pen Windows software over Go's operating system. That decision undermined Go's business, even though Microsoft's Pen Windows and Winpad were never released. Microsoft's Tablet PC, to be introduced today, can handwrite e-mail messages. (John Rizzo for The New York Times)(pg. C1); Leland A. Rockoff, director of the Microsoft Tablet PC Group, left, and Cory Linton, project manager, prepare a display for today's unveiling. (John Rizzo for The New York Times)(pg. C5)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Nov 2002: C.1.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,432250508,"United States, New York, N.Y.",English,6-Nov-02,Handheld computers; Product introduction; Pen based computers,New York Times,News,,,,,,,
+Cost-Cutting Ax Is Falling Again at ABB,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cost-cutting-ax-is-falling-again-at-abb/docview/432213524/se-2?accountid=14586,"Once again, Jurgen Dormann is finding himself having to slash and burn.
+Mr. Dormann's cost-cutting tactics were so sharp-edged at Hoechst, the German chemical and drug company he led for years, that newspapers took to calling him a boardroom Rambo. Now, as he tries to salvage ABB, the faltering Swiss-Swedish heavy equipment maker, Mr. Dormann is again taking radical action: $800 million in cuts, a whole division to be sold, the rest of the company to be shuffled and thousands more jobs to be eliminated.
+The plan by Mr. Dormann, ABB's third chief executive in five years, is his response to the company's plunging fortunes this year. Mr. Dormann told reporters today that the company lost $183 million in the third quarter because of cost overruns on existing projects and a 13 percent fall in new orders, pushing the company into the red for the year so far. ABB, which once hoped for $50 billion in sales this year, may wind up with only $18 billion.
+Moreover, the company faces two severe threats to its ability to ride out the slump in business: rising debts, which reached $5.5 billion in September, and a flood of litigation over asbestos liability, 110,000 suits so far.
+''In short, we have to cut costs,'' Mr. Dormann said.
+He wants to achieve that by simplifying ABB's structure with the company's third reorganization in four years, reducing the work force and trimming overhead. He hopes for $800 million in savings over the next 18 months, on top of the effort begun in 2001 to cut $500 million and 13,100 jobs. Mr. Dormann gave only outlines of the new plan today and did not specify the number of new job cuts, though he hinted that there would be thousands; more details would be available next month, he said. A Swiss labor union said today that it was worried that 18,000 to 20,000 jobs could be lost under Mr. Dormann's plans.
+The cost-cutting program begun by the previous chief executive, Jorgen Centerman, who abruptly resigned in September, was moving ''too slowly,'' Mr. Dormann said today.
+Mr. Dormann proposed rearranging ABB's core businesses into two groups, one for electric-power-related products and one for automation. A third division called Group Processes, set up less than a year ago by Mr. Centerman, would be scrapped, and a fourth, including the company's oil, gas and petrochemicals, would be sold, Mr. Dormann said.
+''We will be more competitive, more clearly focused,'' he said in an interview. ''That is my commitment and the commitment of my team.''
+Analysts and investors said they were not yet persuaded that Mr. Dormann had the solution for rescuing what was once Europe's pre-eminent engineering company. The company's debts, the cost of restructuring and especially the asbestos exposure still weigh heavily on the stock price, which has fallen by two-thirds this week. The company's American depository receipts, which were trading above $10 at the beginning of the year and $9 in early July, closed yesterday at $1.27.
+Andres Gujan, head of equity research for Bank Vontobel, said he was worried by the company's poor results and unimpressed by Mr. Dormann's overhaul plan. ''He doesn't have a lot of time, and whatever he does, he has to do it well,'' Mr. Gujan said.
+Apparently, ABB is now selling a family jewel each time a major debt payment comes due, analysts said. The $2.3 billion it will receive from General Electric for its structured finance unit, a deal that is still awaiting regulatory approval, would cover ABB's payments due in 2003; the company hopes to have the proceeds from selling the oil and gas division and two other businesses already on the block in time to make its 2004 payments.
+''It's going to be very tight,'' said Urs Diethelm, an analyst at Bank Sal. Oppenheim.
+As recently as last month, Mr. Diethelm noted, Mr. Dormann was saying that the oil and gas division would not be sold, but ''they were forced into it from a liquidity point of view.''
+Mr. Dormann said today that the division would be sold only at a price above its book value, and denied that the move amounted to a fire sale. ''It was not strategically fitting in with the group,'' he said.
+ABB said on Monday that to isolate the damage from the asbestos lawsuits, it was considering putting the American unit at the center of the problem, Combustion Engineering, into Chapter 11 bankruptcy-court protection. Asked whether the oil and gas unit had any asbestos exposure, Mr. Dormann said, ''Yes, I can confirm that, but it is small, and practically nonexistent.''
+Whether that exposure would remain with ABB after a sale, as Combustion Engineering's did when ABB sold most of its operations, was still to be determined. ''We aren't there yet,'' Mr. Dormann said. ''We only made the decision we were going to divest yesterday.''
+Much of Mr. Dormann's plan for ABB involves undoing the strategy and practices of two predecessors, Mr. Centerman and the company's first chief executive, Percy Barnevik.
+''We are going back to the old days,'' Mr. Dormann said. ''We are going to stick to the businesses that are driving the company.''
+Senior management ranks would be culled to a small circle of Mr. Dormann's trusted aides, he said. ''Mr. Centerman had 11 people in his executive committee,'' Mr. Dormann said. ''I could not survive that. That's why I will bring that down to five.''
+Noting that he had been at the helm only 36 days, Mr. Dormann said he did not understand why investors and the news media had reacted so negatively to his moves so far. ''It's not Rambo,'' he said of his plans, disclaiming a label he dislikes. ''It's logic. It's business.''
+Photograph A Swiss labor union said yesterday that it was worried that 18,000 to 20,000 ABB jobs could be lost under Jurgen Dormann's restructuring plan. He hopes for $800 million in savings over the next 18 months. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Cost-Cutting+Ax+Is+Falling+Again+at+ABB&title=New+York+Times&issn=03624331&date=2002-10-25&volume=&issue=&spage=W.1&au=Langley%2C+Alison&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 2002","Mr. [Jurgen Dormann]'s cost-cutting tactics were so sharp-edged at Hoechst, the German chemical and drug company he led for years, that newspapers took to calling him a boardroom Rambo. Now, as he tries to salvage ABB, the faltering Swiss-Swedish heavy equipment maker, Mr. Dormann is again taking radical action: $800 million in cuts, a whole division to be sold, the rest of the company to be shuffled and thousands more jobs to be eliminated. The plan by Mr. Dormann, ABB's third chief executive in five years, is his response to the company's plunging fortunes this year. Mr. Dormann told reporters today that the company lost $183 million in the third quarter because of cost overruns on existing projects and a 13 percent fall in new orders, pushing the company into the red for the year so far. ABB, which once hoped for $50 billion in sales this year, may wind up with only $18 billion. He wants to achieve that by simplifying ABB's structure with the company's third reorganization in four years, reducing the work force and trimming overhead. He hopes for $800 million in savings over the next 18 months, on top of the effort begun in 2001 to cut $500 million and 13,100 jobs. Mr. Dormann gave only outlines of the new plan today and did not specify the number of new job cuts, though he hinted that there would be thousands; more details would be available next month, he said. A Swiss labor union said today that it was worried that 18,000 to 20,000 jobs could be lost under Mr. Dormann's plans.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 2002: W.1.",11/15/17,"New York, N.Y.",,"Langley, Alison",New York Times Company,,Newspapers,432213524,"United States, New York, N.Y.",English,25-Oct-02,Construction equipment; Cost reduction; Turnaround management; Strategic planning,New York Times,News,,,,,,,
+"In Airport Security, Think Low Tech","New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/airport-security-think-low-tech/docview/432193500/se-2?accountid=14586,"  AIRLINES want to eliminate virtually all human interaction they have with passengers. One airline executive calls it ''from desktop to destination.'' To cut costs, the carriers are pursuing a Kubrickian universe in which customers will buy tickets over the Internet, pick up boarding passes at self-service kiosks and flash an encoded ''trusted traveler'' card to walk through security scanners.
+A passenger might not exchange words with anyone or look another person in the eyes until a flight attendant offers a drink.
+In the rush to implement all this, few people are acknowledging that human interaction is often a key part of security, and that its elimination could have dire consequences for airline safety. Executives and federal officials talk on and on about building facial recognition devices and creating huge databases, but many security experts say airport security would be more effective if it took advantage of that most old-fashioned of safeguards: human intelligence. It will be years, if not decades, before machines can reliably perform certain crucial kinds of data gathering and behavioral analysis that people can be trained to do.
+The kind of intense face-to-face scrutiny that these experts advocate is noticeably absent from American airports, despite the mad scurry to tighten security since the Sept. 11 attacks.
+''I believe in the human factor,'' said John D. Woodward Jr., a senior analyst who studies security and terrorism issues at the Rand Corporation. ''It can give us bad things like racial profiling. But it can also mean a customs agent at the Canadian border sees someone who is acting suspiciously and pulls them aside and finds bombs intended to blow something up. You don't want full automation, that's for sure.''
+Mr. Woodward, who worked in Africa and Asia for the Central Intelligence Agency, said he is an ''unreconstructed operations officer.'' He belongs to the school of thought that human intelligence gathering -- whether in an Algerian casbah or an airport concourse -- produces information that eludes machines. For example, he said, trained plainclothes guards, a security measure not yet adopted at airports, can zero in on someone who stands out in a crowd.
+Many experts point to the interrogation techniques used by El Al, the Israeli airline, as a perfect example of the kind of human interaction that enhances security. Guards scrutinize each passenger. Backpacks are rifled through, journals are skimmed and every passenger faces a barrage of pointed questions: Where are you coming from? Why do you want to visit Israel? Where will you be staying? Guards are on the lookout for, among other things, a shift in the eyes, a quaver in the voice or a bead of sweat rolling down the forehead.
+''This is probably the most important aspect of airport security and security overall that we can institute,'' said Jeff Schlanger, the chief operating officer of security services at Kroll Associates, an international risk-assessment company. ''There is a protocol that can be taught that starts with simple questioning designed to draw out answers which may lead to suspicions. And if a suspicion is aroused, there is a protocol for resolving that suspicion.''
+The only questions consistently asked of air travelers in the United States were the ones virtually everyone considered ridiculous: Have your bags been in your possession at all times? Has anyone given you any objects to bring on board? That interrogation was so pro forma that airlines had begun adding the questions to the self-service kiosks, so that someone could reply to them by touching ''yes'' or ''no'' on a screen. As absurdly ineffective as the questions were, though, at least forcing a passenger to answer them face-to-face kept open the possibility that an airline worker might spot some sort of suspicious behavior.
+The government scrapped the questions last month, but has yet to replace them with another security filter. It is also developing a more sophisticated computer alert system to flag passengers who should be searched thoroughly.
+The current system, called Computer Assisted Passenger Preview Screening, or Capps, is considered by many critics to be an example of automated security that is not only ineffective, but clogs up the system. It works by having a computer check each traveler for certain red flags -- for example, whether the ticket is one-way or whether it was bought with cash. If a marker shows up, then the computer alerts guards to search the person, no matter how obvious it is that the flier poses a minimal threat.
+This has led, for example, to a large number of elderly people being frisked and wanded, because many of them pay for their tickets with cash. And if there were a valid reason to treat the passenger with suspicion anyway, a simple body and bag search would probably fall short of what needs to be done. ''Automatically searching a person who has raised a flag, without speaking to that person, without questioning that person, is not really getting our biggest bang for the buck,'' Mr. Schlanger said.
+BUT people have pointed out that the kind of lengthy questioning done by El Al would jam up an aviation system the size of America's. Experts say the questioning has to be implemented with a ''trusted traveler'' program, which would allow people who pass a background check to speed through security by showing a card. Properly establishing such a program, though, will take a long time and be logistically complicated, not to mention potentially costly to the taxpayer, said Mr. Woodward, who has been trying to develop a theoretical model.
+But there are many ways in which machines can help security. For example, one company that works with casino security in Las Vegas, Systems Research and Development, said it has created a program that allows a computer to coordinate various databases to find red flags buried deep in someone's background.
+For example, the average airline reservations agent probably would not be able to tell at a glance whether a passenger's address is the same as one used by Mohamed Atta, the leader of the Sept. 11 hijackers. But a computer searching through the proper databases could quickly determine that.
+In the end, though, even that system requires human judgment. For it to work efficiently, a person has to decide whether a computer alert merits closer inspection of the traveler. A 90-year-old disabled woman from Cairo, Mr. Atta's hometown, should not necessarily command the same scrutiny as a 25-year-old man who went to Afghanistan at the same time as Mr. Atta.
+''What appeals to people is the American way: 'Let's do it with a machine,' '' said Paul Ekman, a psychologist who studies facial expressions and body gestures at the Human Interaction Laboratory at the University of California at San Francisco. ''In this country, we have a dream that we can use machines to look at human beings. We should use human beings to look at human beings.''
+Illustration Photo",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Airport+Security%2C+Think+Low+Tech&title=New+York+Times&issn=03624331&date=2002-09-15&volume=&issue=&spage=4.6&au=Wong%2C+Edward&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,4,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 15, 2002","In the rush to implement all this, few people are acknowledging that human interaction is often a key part of security, and that its elimination could have dire consequences for airline safety. Executives and federal officials talk on and on about building facial recognition devices and creating huge databases, but many security experts say airport security would be more effective if it took advantage of that most old-fashioned of safeguards: human intelligence. It will be years, if not decades, before machines can reliably perform certain crucial kinds of data gathering and behavioral analysis that people can be trained to do. Many experts point to the interrogation techniques used by El Al, the Israeli airline, as a perfect example of the kind of human interaction that enhances security. Guards scrutinize each passenger. Backpacks are rifled through, journals are skimmed and every passenger faces a barrage of pointed questions: Where are you coming from? Why do you want to visit Israel? Where will you be staying? Guards are on the lookout for, among other things, a shift in the eyes, a quaver in the voice or a bead of sweat rolling down the forehead. BUT people have pointed out that the kind of lengthy questioning done by El Al would jam up an aviation system the size of America's. Experts say the questioning has to be implemented with a ''trusted traveler'' program, which would allow people who pass a background check to speed through security by showing a card. Properly establishing such a program, though, will take a long time and be logistically complicated, not to mention potentially costly to the taxpayer, said Mr. [John D. Woodward Jr.], who has been trying to develop a theoretical model.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Sep 2002: 4.6.",11/15/17,"New York, N.Y.",,"Wong, Edward",New York Times Company,,Newspapers,432193500,"United States, New York, N.Y.",English,15-Sep-02,Airline security; Security personnel; Security management,New York Times,Feature,,,,,,,
+Reviving Argentina: The Trouble With Taxes:   [News Analysis ],"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reviving-argentina-trouble-with-taxes/docview/431981270/se-2?accountid=14586,"Having stopped payments on its public debt of $132 billion, Argentina sits mired in an enormous crisis of economic confidence. There is no easy way out in the short term. But to help long-term stability, the country might start by fixing its tax system.
+Argentina's failure to balance spending with tax revenue lies at the heart of its travails, said Roger Scher, lead sovereign analyst at Fitch IBCA, the credit rating agency. ''The roots are public finance problems,'' he said.
+Mr. Scher said that Argentina's government would not be well equipped to deal with economic crises until it could reap the benefits of the country's sporadic booms. ''Argentina, from 1991 to 1997, was one of the fastest-growing countries in the world,'' he noted. Yet the government ran a deficit for every one of those years.
+Noncompliance with the tax laws -- a combination of evasion and arrears -- is a big cause of those deficits. Between stints at the International Monetary Fund, Carlos Silvani ran Argentina's tax agency from 1996 to 2000. When Mr. Silvani took over the agency, tax noncompliance had been running rampant for decades. ''The taxpayers were not afraid, because they knew they had a way out,'' he said.
+Before the peso's value was fixed to the dollar in 1992, rapid inflation meant that delaying a tax payment would sharply lower the real value of the debt. Even since then, Mr. Silvani said, delays in enforcement have protected tax cheats. Prosecuting tax evasion cases takes the tax agency 10 years or more, Mr. Silvani said. ''When justice is so slow, in practice there is no justice.''
+Though the judicial system remained unchanged, Mr. Silvani used other means to improve collections during his tenure. In 1997, the Inter-American Development Bank extended $96 million in loans to Argentina to improve the tax agency's performance, conditional on matching funds from the government's coffers.
+So far, about 70 percent of the money has been used, said Manuel Castilla, a fiscal expert at the bank. Most of it was spent on automation and other improvements in information technology. ''The main achievement of the program has been to ease taxpayers' burden in the collection procedure,'' he said.
+Mr. Silvani said that these gains led to a reduction in evasion from well over 30 percent to about 25 percent. ''It was a significant improvement,'' he said, ''but not enough.''
+Since spring, when Argentina's fiscal troubles began to intensify, tax receipts have been dropping again. Alberto Ades, who analyzes Latin American economies for Goldman, Sachs, said Argentina's revenues had fallen steadily in October and November. The first week of December brought another sharp decline. Mr. Silvani said evasion had returned with a vengeance.
+To estimate the magnitude of tax evasion in Argentina, Mr. Scher of Fitch did some arithmetic.
+The country's gross domestic product -- the sum of all consumption by households, businesses and the government, plus net consumption by foreigners -- is about $280 billion. The value-added tax on most purchases of goods and services -- a tax collected and remitted by businesses -- is 21 percent. That means, after taking exemptions into account, that revenues should come to $35 billion or so, he said. But the government has been getting closer to $20 billion in value-added taxes, according to Mr. Scher, for an evasion rate of roughly 40 percent.
+Mr. Scher added that income tax evasion was occurring at about the same rate. ''There's a lot of money that wealthy Argentines have overseas,'' he said.
+A panicky government is to blame for the recent plunge in collections, according to Mr. Silvani. As recently as last August, the government announced its intention to introduce a slimmed-down system based on only a value-added tax and an income tax. Instead, Mr. Silvani said, the government had set up an extremely complex framework, under which credits for one kind of tax could offset other taxes, with additional provisions tailored to various special interests.
+''They have made a mess. Even in the last month, they really destroyed the tax system,'' he said. ''The most sophisticated tax administration in the world wouldn't administer that system.''
+Mr. Castilla of the Inter-American Development Bank said that the newest rules had neutralized some of the tax agency's earlier gains. ''The latest tax changes added more complexity and difficulties to manage the system,'' he said. ''In my personal opinion, this is the most complicated tax system I'd ever seen.''
+As an alternative, Mr. Silvani said he would like to see a simplified income tax, a value-added tax with limited exemptions, excise taxes on goods like tobacco and alcohol, and a basic tax for low-income workers. Though he suggested that lower rates might help, he said a system based on a high value-added tax rate could still succeed.
+''In Chile they have 20 percent, and the tax compliance is higher than in Argentina,'' Mr. Silvani said. ''In Uruguay they have 23 percent, and tax compliance is significantly better than in Argentina.''
+Eliminating complexity may not be enough to improve compliance once and for all, however. Mr. Scher and Mr. Silvani agreed that the root of the tax problem is a sort of chicken-and-egg situation. ''The people are taking the money out because the right policies are not in place,'' Mr. Silvani said. Yet starving the government of money has led to worse policies, not better ones.
+Poor public services have contributed mightily to Argentines' disaffection, according to Mr. Ades of Goldman, Sachs. He said citizens were frustrated that the government accounts for 30 percent of spending in the economy, but its health, pension, public safety and military systems are still subpar.
+As evidence of Argentines' disillusionment with government, Mr. Ades noted that one-fifth of the population did not vote in the nationwide elections in October, and an equal proportion deliberately spoiled their ballots. In the previous year's elections, 3.6 million more people cast their votes, according to figures from the Journal of Democracy's Election Watch.
+Mr. Scher said the problem had transcended politicians. ''No matter who is running the country,'' he said, ''it is the system that is breaking down.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Reviving+Argentina%3A+The+Trouble+With+Taxes%3A+%5BNews+Analysis%5D&title=New+York+Times&issn=03624331&date=2002-01-01&volume=&issue=&spage=C.1&au=Altman%2C+Daniel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 1, 2002","Noncompliance with the tax laws -- a combination of evasion and arrears -- is a big cause of those deficits. Between stints at the International Monetary Fund, Carlos Silvani ran Argentina's tax agency from 1996 to 2000. When Mr. Silvani took over the agency, tax noncompliance had been running rampant for decades. ''The taxpayers were not afraid, because they knew they had a way out,'' he said. Since spring, when Argentina's fiscal troubles began to intensify, tax receipts have been dropping again. Alberto Ades, who analyzes Latin American economies for Goldman, Sachs, said Argentina's revenues had fallen steadily in October and November. The first week of December brought another sharp decline. Mr. Silvani said evasion had returned with a vengeance. ''In Chile they have 20 percent, and the tax compliance is higher than in Argentina,'' Mr. Silvani said. ''In Uruguay they have 23 percent, and tax compliance is significantly better than in Argentina.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Jan 2002: C.1.",11/15/17,"New York, N.Y.",Argentina,"Altman, Daniel",New York Times Company,,Newspapers,431981270,"United States, New York, N.Y.",English,1-Jan-02,Geographic profiles; Economic crisis; Governmental reform; Taxes,New York Times,Feature,,,,,,,
+Median Income Drops Are Tied to Immigrants,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/median-income-drops-are-tied-immigrants/docview/431928034/se-2?accountid=14586,"Median household income dropped between 1989 and 1998 in Queens, Brooklyn, Suffolk, Fairfield and many other counties across the nation that experienced a large influx of immigrants, according to new census data.
+The data indicate that even as the economy in the New York region and the nation rebounded after the recession of the early 90's, figures for median household income, adjusted for inflation, failed to climb in many counties because of the increase in low-income immigrant workers.
+The new data show that in Brooklyn, Queens and the Bronx -- counties with a major increase of immigrants -- median income fell sharply. More surprising, though, was the marked income drop in some of the region's wealthiest suburbs, including Nassau, Suffolk and Westchester Counties in New York and Fairfield County in Connecticut.
+''Immigrants are jumping immediately into these inner-ring suburbs, which is a change from the past 300 years, when the first generation lived in inner-city neighborhoods,'' said Robert D. Yaro, executive director of the Regional Plan Association, a civic group that works to improve the economy of the New York region. ''This new phenomenon is reducing household incomes in some of the well-to-do suburbs as immigrants move into Bridgeport, Stamford and Norwalk. It's consistent with the national phenomenon of the suburbanization of poverty.''
+The new data show that median income also fell in many counties in other states attractive to immigrants, including Los Angeles County and Miami-Dade County.
+In Queens, according to the data, the median household income fell to $36,480 in 1998 from $44,938 in 1989, a drop of nearly 19 percent, while in Brooklyn it fell by 18 percent, to $27,556 from $33,762.
+In Los Angeles County, where there has been a surge of immigrants from Mexico, median income fell in constant dollars to $37,655 in 1998 from $45,962, a decline of 18 percent, according to the census data.
+Andrew A. Beveridge, a professor of sociology at Queens College, prepared the analysis that compared the Census Bureau's median income estimates for 1989 and 1998.
+Many economists view the median as the best figure for assessing income trends since half the incomes are above it and half below.
+Several economists and sociologists, however, argued that the new census data exaggerated the income drop from 1989 to 1998. They said that although median household income might have fallen in many counties, it did not fall as much as the new data suggested.
+These economists questioned the new computer model developed by the Census Bureau, and they noted that there was a higher margin of error in analyzing small areas like counties. In addition, critics argued that the way inflation was adjusted might have exaggerated the drop in median income.
+Stephen Kagann, chief economist for Gov. George E. Pataki, said the estimated declines were not credible.
+''They use an inappropriate starting point, 1989, which was a cyclical peak, thereby ignoring the deep recession that occurred afterwards,'' Mr. Kagann said. ''And they use an inappropriate inflation adjustment that overestimates inflation and thereby underestimates the growth in income.''
+He said that if the analysis had taken 1993 as its starting point, when New York's economy was near the bottom, the study would have shown a 7.9 percent increase in median household income statewide.
+Jared Bernstein, an economist with the liberal Economic Policy Institute, also said that the new census data painted too gloomy a picture. Pointing to another census study, from last March, he noted that median household income for New York State dropped by 7 percent from 1989 to 1998. He added that a 5 percent increase in income in the two boom years, 1999 and 2000, meant a decline of just 2 percent from 1989 to 2000.
+Still, he saw economic problems in the state. ''In New York, you've had an amplified version of the expanded income gap we've seen nationally,'' he said. ''Folks in the high end -- in law, high tech, financial markets -- were in a good place to ride the boom. Meanwhile, the huge supply of low-wage workers who were serving these upper-end workers during the boom didn't do nearly as well.''
+Mr. Beveridge's analysis estimated that median income in Nassau County fell by 14 percent ($61,096 in 1998 from $71,202 in 1989), 16 percent in Suffolk ($54,008 from $64,580), 11 percent in Westchester ($56,865 from $63,629), 12 percent in Fairfield ($57,389 from 65,583), 12 percent in Hudson County ($35,743 from $40,641), 17 percent in Passaic County ($40,923 from $49,421) and by 10 percent in Essex County ($40,595 from $45,375).
+While critics derided the numbers, Mr. Beveridge defended them, saying the arrival of immigrants in Bridgeport, Yonkers, Paterson, Hempstead and other communities could have caused a double-digit decrease in income.
+In the preponderance of counties nationwide, median household income rose from 1989 to 1998. The counties with declines were often in metropolitan areas with the greatest surges in immigration, including New York, Miami, Los Angeles, San Diego and Washington.
+Roger Waldinger, an immigration expert at the University of California at Los Angeles, said the decline in household income could have been fueled by factors having nothing to do with immigration, like the increase in one-member and single-parent households.
+Economists have pointed to other reasons for stagnant or declining incomes, including pressure from import competition, the declining power of labor unions, automation that pushes workers out of jobs and poor schools that churn out students who lack job skills.
+Dr. Waldinger has conducted studies showing that in many communities, immigration affects income levels and the gap between rich and poor. He said income levels were dragged down by unemployment, not immigrants, who he said usually worked long hours. But many economists say limited skills and inadequate English relegated many immigrants to low-paying jobs.
+Photograph An influx of immigrants to neighborhoods like Flushing has helped to push median household income down in Queens, census data indicate. Brooklyn, Suffolk, Fairfield and many other counties have also seen a drop. (Philip Greenberg for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Median+Income+Drops+Are+Tied+to+Immigrants&title=New+York+Times&issn=03624331&date=2001-12-22&volume=&issue=&spage=D.3&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 22, 2001","The new data show that in Brooklyn, Queens and the Bronx -- counties with a major increase of immigrants -- median income fell sharply. More surprising, though, was the marked income drop in some of the region's wealthiest suburbs, including Nassau, Suffolk and Westchester Counties in New York and Fairfield County in Connecticut. Mr. [Andrew A. Beveridge]'s analysis estimated that median income in Nassau County fell by 14 percent ($61,096 in 1998 from $71,202 in 1989), 16 percent in Suffolk ($54,008 from $64,580), 11 percent in Westchester ($56,865 from $63,629), 12 percent in Fairfield ($57,389 from 65,583), 12 percent in Hudson County ($35,743 from $40,641), 17 percent in Passaic County ($40,923 from $49,421) and by 10 percent in Essex County ($40,595 from $45,375). An influx of immigrants to neighborhoods like Flushing has helped to push median household income down in Queens, census data indicate. Brooklyn, Suffolk, Fairfield and many other counties have also seen a drop. (Philip Greenberg for The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Dec 2001: D.3.",3/31/20,"New York, N.Y.",New York City New York,"Greenhouse, Steven",New York Times Company,,Newspapers,431928034,"United States, New York, N.Y.",English,22-Dec-01,Median; Immigration; Households; Census of Population; Family income,New York Times,News,,,,,,,
+Steering the Driver To Preferred Pit Stops,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/steering-driver-preferred-pit-stops/docview/431916582/se-2?accountid=14586,"IN-CAR information services like the OnStar system from General Motors are starting to duplicate some of the Web's most useful offerings: driving directions, stock quotes, customized news and weather reports. Now, some of the companies behind these services are adding advertising and ''mobile commerce'' to the mix.
+The companies say their subscribers will not be subject to the dashboard equivalent of junk e-mail and annoying pop-up ads. Consumer concerns about privacy, along with the focus on driver distractions prompted by the spread of cellphones, mandate a conservative approach. But the possibilities may be too interesting to ignore.
+For example, Wingcast, a joint venture of Ford Motor and Qualcomm, plans to offer a ''gas station locator'' feature soon after its service is introduced in mid-2002, said Mark Lieberman, vice president for business development. Subscribers can set up a personal profile on the service's Web site, then designate their preferred gas station chains. When fuel is running low, a computerized voice will notify the driver and offer directions to the nearest station.
+Similar features of these so-called telematics services might let the driver know which gas station in the area has the lowest prices, whether a favorite department store is having a sale or when a new CD by a favorite artist is available at a music outlet nearby. Services like Wingcast could potentially charge companies for the right to send marketing messages to their customers, or get a cut when a transaction takes place.
+''To me, it's an opt-in kind of service,'' Mr. Lieberman said. ''It can't be just like the Web advertising we're so used to that just comes across your screen. It's got to be meaningful to that person and relevant when you're in a car environment. It's got to meet the profile of the customer.''
+The heart of telematics services are functions that guide the driver and summon help in case of an emergency. Using cellular technology and a receiver that picks up signals from the satellites of the Global Positioning System, a subscriber's car can report its location to a command center, and the driver can communicate with an operator or with a voice-recognition system through a hands-free microphone and the car's speakers. Other services are built around small screens on the dashboard that display maps and other information.
+This equipment makes it technically possible for the system to know a car's location at any time, information that could be used to deliver highly specific ads pointing the driver to, say, a restaurant or store a block away. But the telematics companies do not want to appear to be stalking their customers and barraging them with marketing messages. (The wireless phone industry will soon confront the same issue, as the federal government pushes it to add tracking features to phones for safety reasons.)
+OnStar, by far the biggest service with 1.5 million users, says it makes note of a car's location only in an emergency or when a driver makes contact with the service. The OnStar system is built into many G.M. models and the high-end Honda Acura models; the service is free for the first year.
+''The privacy and the confidentiality of our subscribers are of the utmost importance,'' said Don Butler, the OnStar vice president in charge of the new Virtual Advisor service. ''We're not going to be in a situation where we are tracking the location of a vehicle. We just don't think that's what consumers are looking for.''
+OnStar seems more interested in advertising that is tied to content, not to a subscriber's location. Subscribers obtaining stock quotes from the automated Virtual Advisor service are told that the information is sponsored by Fidelity Investments. If they have a Fidelity account, they can connect to an automated Fidelity system and trade stocks while they drive.
+Subscribers, who pay $199 to $399 a year for OnStar, incur additional per-minute fees from OnStar when they are connected to Virtual Advisor, which also offers content from ESPN, ABC News, The Wall Street Journal and other media outlets. Mr. Butler said his company was exploring the idea of inserting ads into this content, but said, ''we've got to be careful on how far we go.''
+Of course, drivers listen to unsolicited commercial messages every day on their car radios, with no fuss. Philip J. Rowland, a principal in the London office of the consulting firm McKinsey & Company who has studied the telematics market, predicted a shift from traditional radio to digital audio services for drivers. This might mix personalized information, like local traffic reports, with advertising messages that the subscriber has agreed to receive.
+Mr. Rowland said the increased automation of telematics services, using voice recognition and other technologies, should lower the cost significantly. Growth could also be driven by loyalty programs for gas stations and airlines, he added. For example, a service might let a driver know about a chance to earn frequent-flier miles by shopping at a store nearby.
+McKinsey estimates that telematics could be a $100 billion business in the United States, Western Europe and Japan by 2010. But Mr. Rowland said the industry was still in its early stages, and ''there's huge uncertainty about what consumers will pay for.''
+At least one company is sticking to a basic approach. ATX Technologies, which provides telematics systems and services for Mercedes-Benz, Lincoln-Mercury and other carmakers, tries to strengthen the bond between car buyers and car brands, said Gary Wallace, a company spokesman. Functions like alerting the driver, the manufacturer and perhaps a local dealer to a problem with the car are a priority, he said, while helping to pitch products that have little to do with cars is not.
+''We've done a lot of research, and we haven't seen any of our customers wanting that type of service,'' Mr. Wallace said. ''Primarily, when you're in your car, the information you want is kind of vehicle-centric. I think that's what customers really want now.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Steering+the+Driver+To+Preferred+Pit+Stops&title=New+York+Times&issn=03624331&date=2001-11-16&volume=&issue=&spage=F.1&au=Gallagher%2C+David+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 16, 2001","OnStar, by far the biggest service with 1.5 million users, says it makes note of a car's location only in an emergency or when a driver makes contact with the service. The OnStar system is built into many G.M. models and the high-end Honda Acura models; the service is free for the first year. OnStar seems more interested in advertising that is tied to content, not to a subscriber's location. Subscribers obtaining stock quotes from the automated Virtual Advisor service are told that the information is sponsored by Fidelity Investments. If they have a Fidelity account, they can connect to an automated Fidelity system and trade stocks while they drive. Subscribers, who pay $199 to $399 a year for OnStar, incur additional per-minute fees from OnStar when they are connected to Virtual Advisor, which also offers content from ESPN, ABC News, The Wall Street Journal and other media outlets. Mr. [Don Butler] said his company was exploring the idea of inserting ads into this content, but said, ''we've got to be careful on how far we go.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Nov 2001: F.1.",11/15/17,"New York, N.Y.",,"Gallagher, David F",New York Times Company,,Newspapers,431916582,"United States, New York, N.Y.",English,16-Nov-01,Global positioning systems; GPS; Automobile driving; Technology; Cellular telephones,New York Times,Feature,,,,,,,
+United Airlines Searches for Direction After Proposed Merger Fails,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/united-airlines-searches-direction-after-proposed/docview/431811748/se-2?accountid=14586,"It seemed like a corporate fairy tale when James E. Goodwin was named chief executive of United Airlines in 1999, 32 years after joining the carrier as a management trainee. But the last two years, Mr. Goodwin, a tall, taciturn West Virginian, has seemed to be laboring under a curse.
+Passengers are still steaming over last summer's record delays, which were worsened by angry pilots. Rival airline executives deride Mr. Goodwin for agreeing to a new contract that raised pilot pay up to 28 percent just as the industry was heading into a downturn. Investors have watched in dismay as shares of the UAL Corporation, United's parent, have plunged more than 40 percent in the last year.
+And this week, Mr. Goodwin's biggest strategic bet, a $4.3 billion takeover of US Airways, unraveled in the face of stiff government opposition.
+Yet despite rumors to the contrary, Mr. Goodwin's job appears to be safe, at least for now. ''I don't hold him fully accountable for what has gone wrong,'' Frederick C. Dubinsky, the head of United's pilots union and a member of the UAL board, said in an interview on Thursday. ''I don't think the board blames him.''
+When its major unions and salaried employees bought control of UAL in 1994, the two union representatives on the UAL board gained veto power over the appointment of the company's chief executive. Mr. Goodwin was chosen after the unions rejected John A. Edwardson, then UAL's president.
+Mr. Dubinsky does not conceal his unhappiness with Mr. Goodwin. He said Mr. Goodwin did not understand labor relations and had not shown a strong enough commitment to employee ownership. But he does not see an attractive alternative.
+''There is not a lot of capable talent today running the airlines,'' Mr. Dubinsky said. ''I am more in favor of rehabilitating the guy we've got rather than teaching a new one what United should be.''
+That is not much of a mandate, but Mr. Goodwin, who declined to be interviewed, stands behind his record, said Andy Plews, a company spokesman.
+And Mr. Goodwin is convinced, Mr. Plews said, that many of his initiatives will ultimately bear fruit.
+That day will not be soon. The entire airline industry is suffering as a result of a steep drop in business travel combined with higher labor costs. But United is suffering the most. Because of its strong presence on the West Coast, it has lost a higher proportion of transcontinental traffic from corporate customers like Cisco Systems and Hewlett-Packard.
+Labor costs at United soared 31 percent during the first quarter, Brian Harris, an analyst with Salomon Smith Barney, said. UAL lost $300 million during the first quarter and is expected to lose the same amount during the second quarter. Mr. Harris estimates that the airline will lose a staggering $854 million this year.
+The company has warned that its revenues will drop by double-digits this quarter. This week, UAL cut its dividend 84 percent, to 5 cents a share.
+But like several other analysts, Mr. Harris believes that United, with its extensive domestic network and strong presence in Europe and the Pacific, has the strongest franchise of any airline. It also is one of the anchors of the Star Alliance, which is widely considered to be the strongest of the international airline alliances.
+''We think it is still a very appealing value story,'' Mr. Harris said.
+The collapse of the merger with US Airways could end up being a blessing in disguise. The deal would have saddled UAL with $28 billion in debt, according to Standard and Poor's. Many analysts and airline executives saw UAL's offer of $60 a share as far too generous last May, when US Airways stock was trading at $26 a share. In the wake of the current industry downturn, paying that price would have been ''outrageous,'' Mr. Dubinsky said.
+Still, Mr. Goodwin seemed willing to go ahead, had the Justice Department's antitrust division been willing to bless the deal. He hoped that buying US Airways would fill out United's weak presence on the East Coast and boost the company's sales. And he assumed that the added income would help pay for United's higher wage rates. ''Now they are stuck with a higher cost structure without the added revenues to offset it,'' said Philip Baggaley, an analyst at Standard and Poor's.
+Meanwhile, the AMR Corporation, the parent of American Airlines, succeeded in buying Trans World Airlines. That let American steal the title of world's largest airline from United, but more importantly gave it a greater presence in key cities like New York, Boston and Washington and a valuable hub in St. Louis.
+''United still has its Pacific routes, which is a large advantage,'' he said. ''But it is true that it is now a more equal contest between United and American.''
+Mr. Goodwin has been criticized for ignoring United's core business while embarking on a series of risky new ventures. Earlier this year, UAL announced that it would begin selling fractional shares of business jets, putting it in competition with Executive Jet Inc., which is controlled by Warren E. Buffett, and other companies. It introduced a new overnight package delivery service to compete with Fedex and UPS. And it agreed to buy MyPoints.com, an Internet marketing company, for as much as $112.5 million.
+Yet the airline itself is still plagued by operational problems. The latest Transportation Department statistics placed United last of 10 airlines in on-time performance for the 12 months ending May 30.
+Mr. Goodwin's defenders say that most of the initiatives will help increase sales. They argue, too, that Mr. Goodwin does not get enough credit for launching an aggressive round of cost cuts while still investing $300 million in customer service automation and other improvements that will help improve reliability and passenger satisfaction.
+Mr. Dubinsky said those were the kinds of issues that Mr. Goodwin should be concentrating on in the aftermath of the US Airways deal. ''United should do what it needs to do,'' he said, ''which is focus on the core airline.''
+Photograph James Goodwin was named chief executive of United Airlines in 1999, 32 years after joining the Chicago-based carrier as a management trainee. (Associated Press)(pg. C14)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=United+Airlines+Searches+for+Direction+After+Proposed+Merger+Fails&title=New+York+Times&issn=03624331&date=2001-07-07&volume=&issue=&spage=C.1&au=Zuckerman%2C+Laurence&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 2001","It seemed like a corporate fairy tale when James E. Goodwin was named chief executive of United Airlines in 1999, 32 years after joining the carrier as a management trainee. But the last two years, Mr. Goodwin, a tall, taciturn West Virginian, has seemed to be laboring under a curse. Still, Mr. Goodwin seemed willing to go ahead, had the Justice Department's antitrust division been willing to bless the deal. He hoped that buying US Airways would fill out United's weak presence on the East Coast and boost the company's sales. And he assumed that the added income would help pay for United's higher wage rates. ''Now they are stuck with a higher cost structure without the added revenues to offset it,'' said Philip Baggaley, an analyst at Standard and Poor's. Mr. Goodwin has been criticized for ignoring United's core business while embarking on a series of risky new ventures. Earlier this year, UAL announced that it would begin selling fractional shares of business jets, putting it in competition with Executive Jet Inc., which is controlled by Warren E. Buffett, and other companies. It introduced a new overnight package delivery service to compete with Fedex and UPS. And it agreed to buy MyPoints.com, an Internet marketing company, for as much as $112.5 million.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 2001: C.1.",11/15/17,"New York, N.Y.",,"Zuckerman, Laurence",New York Times Company,,Newspapers,431811748,"United States, New York, N.Y.",English,7-Jul-01,Airline industry; Acquisitions & mergers; Pilots; Labor relations,New York Times,News,,,,,,,
+"Europe Opens Door for G.E., Just Slightly","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/europe-opens-door-g-e-just-slightly/docview/431773593/se-2?accountid=14586,"Amid signs of political pressure from the United States, the European Commission said today that a ''limited opportunity'' remained for General Electric to offer more concessions to win approval of its planned $45 billion acquisition of Honeywell International, even though the deadline for new concessions had passed.
+President Bush said at a news conference in Warsaw today that ''we brought up the proposed merger at the appropriate levels during this trip and before the trip.''
+''I am concerned that the Europeans have rejected it,'' Mr. Bush said.
+European Commission officials declined to comment on the president's remarks. But a commission spokeswoman, Amelia Torres, did note that General Electric and Honeywell could ''submit modified proposals after the deadline,'' which expired at midnight Thursday.
+Earlier that day, after General Electric said it was ''not optimistic'' that its final concessions would be approved, the commission said that it wanted the company to make a ''structural commitment to modify the commercial behavior'' of its aircraft leasing unit.
+''The commission has rejected the companies' final concessions, but it has still left a window open for negotiation,'' a Brussels competition lawyer said. The commission must issue a ruling by July 12.
+In the remaining weeks, the focus turns to the national competition regulators who sit on an advisory committee that oversees important merger rulings -- and whom General Electric may now try to lobby.
+While the national regulators cannot force the commission to back down, they can add to the political pressure on the commission if they are persuaded that General Electric's offer on Thursday represents a sufficient remedy.
+''One of the main reasons G.E. held a hearing at the end of May was to alert the national competition regulators to what it considers overzealousness by the commission,'' a lawyer close to the talks said.
+While there is a precedent for a last-minute deal -- Boeing made late concessions to win European approval of its $14 billion acquisition of McDonnell Douglas in 1997 -- the window of opportunity in General Electric's case appears very small.
+Shares of Honeywell rose 4.3 percent today, to $38.70, helped in part by speculation that United Technologies, which had been rebuffed last fall in its efforts to acquire Honeywell, might bid again if General Electric's bid is not approved.
+But Honeywell shares are down 16 percent from their level when the deal with General Electric was announced on Oct. 23. G.E. shares are also down from October, so that its stock offer, which was valued at $45 billion when it was announced, is now worth $42 billion.
+''My gut tells me this deal will still happen, but it's obviously a very intense negotiation,'' said Timothy M. Ghriskey, a senior portfolio manager of the Dreyfus Corporation, whose funds hold millions of G.E. shares. ''And if Jack Welch says that the deal will no longer make sense if he has to divest too much, then I believe him.''
+Indeed, memos sent to General Electric employees on Thursday indicated that the company was already preparing for the deal to be rejected. A memo sent by David Calhoun, the head of GE Aircraft Engines, instructed employees ''to suspend all integration planning activities and refocus your efforts on meeting aircraft engines' current customer and business requirements.''
+And a memo to employees from Jeffrey R. Immelt, G.E.'s president and the designated successor to John F. Welch Jr., the chairman and chief executive, struck a very pessimistic tone. ''We are not confident that our proposal will be approved since it falls well short of the commission's demands,'' he wrote.
+While General Electric may simply be engaged in brinkmanship with the European Commission, which has become more aggressive in reviewing mergers under the leadership of Mario Monti, some analysts and people close to the company speculated that G.E. might now want the deal to be scuttled.
+While Honeywell's aircraft and avionics businesses are still vibrant, analysts say, its automation, specialty chemicals, process controls and other businesses have suffered amid the economic slowdown since the deal was announced.
+If G.E. is forced to sell off too much of the aviation-related businesses they say, it has little of value left.
+''There's just not a lot of upside left in the deal unless the European Union accepts G.E.'s terms,'' said James N. Kelleher, an analyst with Argus Research. ''This was supposed to cap Jack Welch's career, but maybe Jeff Immelt is not so anxious to take on an asset that is stripped of the very things that made G.E. want it in the first place.''
+Nonetheless, Mr. Welch has a personal stake in seeing the Honeywell deal done. He deferred his planned retirement, set for April, until the end of the year to help with the integration of Honeywell.
+In its final concession proposal, G.E. offered to set up its aircraft leasing unit, GE Capital Aviation Services, or Gecas, as a separate entity from GE Capital. But the commission said that was not enough.
+American lawyers who are familiar with European merger reviews said that they expected the commission would be satisfied if General Electric spun off nearly 20 percent of Gecas. That way Gecas would be its own profit center, with a fiduciary responsibility to shareholders. G.E. could still consolidate its results, and would effectively control its operations. But its dealings would be transparent, and that could assuage regulators' fears that the combined company would favor Honeywell avionics products and G.E. engines.
+If General Electric does end up modifying its proposal on Gecas, it would have to offer a solution ''that would not require any monitoring,'' Ms. Torres, the commission spokeswoman, said.
+In a broader context, the comments on the deal by Mr. Bush point to a possible renewed intensification of trade tensions between the United States and Europe.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Europe+Opens+Door+for+G.E.%2C+Just+Slightly&title=New+York+Times&issn=03624331&date=2001-06-16&volume=&issue=&spage=C.1&au=PAUL+MELLER+with+CLAUDIA+H.+DEUTSCH&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 16, 2001","''There's just not a lot of upside left in the deal unless the European Union accepts G.E.'s terms,'' said James N. Kelleher, an analyst with Argus Research. ''This was supposed to cap [Jack Welch]'s career, but maybe Jeff Immelt is not so anxious to take on an asset that is stripped of the very things that made G.E. want it in the first place.'' In its final concession proposal, G.E. offered to set up its aircraft leasing unit, GE Capital Aviation Services, or Gecas, as a separate entity from GE Capital. But the commission said that was not enough. American lawyers who are familiar with European merger reviews said that they expected the commission would be satisfied if General Electric spun off nearly 20 percent of Gecas. That way Gecas would be its own profit center, with a fiduciary responsibility to shareholders. G.E. could still consolidate its results, and would effectively control its operations. But its dealings would be transparent, and that could assuage regulators' fears that the combined company would favor Honeywell avionics products and G.E. engines.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 June 2001: C.1.",11/15/17,"New York, N.Y.",,PAUL MELLER with CLAUDIA H. DEUTSCH,New York Times Company,,Newspapers,431773593,"United States, New York, N.Y.",English,16-Jun-01,Acquisitions & mergers; Regulatory agencies,New York Times,News,,,,,,,
+Goodyear's Aggressive Diplomat:   [Biography ],"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/goodyears-aggressive-diplomat/docview/431782795/se-2?accountid=14586,"DIPLOMACY has always come naturally to Samir F. Gibara. Maybe it is because he has lived in eight countries, or maybe because he speaks six languages. Or maybe he was just born that way.
+But the fact is, in the five years in which he has led the Goodyear Tire and Rubber Company, the Egyptian-born Mr. Gibara, 62, has successfully tiptoed through delicate negotiations with the heads of newborn Eastern European countries, acquired control of the European and North American assets of Sumitomo Rubber Industries of Japan (a deal he was careful to call a ''global alliance'') and even turned a head-to-head competition with Groupe Michelin of France into a project to jointly develop run-flat tires.
+So it is no surprise that Mr. Gibara responds, well, diplomatically, when asked how Goodyear is capitalizing on the feud between Ford Motor and Bridgestone/Firestone. ''It's still my position to never speak ill of competitors, but the Firestone-Ford story has made this industry as high profile as the cigarette companies,'' he said. ''To become a bit more aggressive is to stay in touch with the times.''
+A bit more aggressive, indeed. Just four days after Ford announced its latest Firestone recall, Goodyear ran full-page newspaper advertisements with the headline, ''Not Everybody Had to Think About Their Tires This Week.'' The clear implication, of course, is that some people -- read, riders on Firestone tires -- did.
+It was not really a poisoned barb. But for Goodyear, which has suffered recalls of its own, it was tantamount to ripping the gloves off.
+Mr. Gibara may not have the luxury of diplomacy right now. Like other tire companies, Goodyear faces soaring raw-material costs, slowing car sales and pressure from automotive companies with enough power to keep tire prices low. Return on equity, 20.1 percent in 1998, was down to 1.1 percent last year. Goodyear is losing money; its stock has plunged. Ford is replacing many recalled Firestone tires with Goodyears, but that is not enough to restore Goodyear's health.
+Mr. Gibara has not played passive victim. In the last few years, he has accelerated the automation of Goodyear plants, pushed the company's purchasing onto the Web and, with Goodyear dealers, is gathering information about consumers, with an eye toward selling them tire maintenance and other services.
+But investors are not satisfied. ''We've seen a lot of big promises from Sam Gibara, but little in the way of results,'' said Efraim Levy, an analyst at the S.& P. Equity Group.
+Mr. Gibara readily accepts the criticism. ''Our numbers are not good, and our shareholders are not happy,'' he said. ''This is a traditional, inbred company in a traditional, inbred industry, and we need fresh blood with fresh ideas.''
+Indeed, Mr. Gibara has been installing outsiders into management of Goodyear, which is based in Akron, Ohio, for several years. In fact, an outsider is his probable successor -- Robert J. Keegan, a marketing whiz recruited from Eastman Kodak in September to be Goodyear's president. Mr. Keegan is masterminding a new marketing campaign that is to take off in August.
+''I'm from the photographic industry and I'd never even been to Akron -- what better sign do you need that Sam has a positive attitude toward change?'' Mr. Keegan said.
+Mr. Gibara has had little chance to become set in his ways. His father died when he was 7. He and his two sisters were raised by his mother. The family left Egypt in 1962; his siblings and mother went to Paris, but he, 23, moved to Boston.
+Early on, Mr. Gibara realized he had a knack for languages -- he now speaks fluent French, English, Arabic and Italian and can get by in Spanish and Greek -- and an almost chameleon-like ability to blend into other cultures. So he joined Goodyear from Harvard Business School in 1964, as a management trainee in France. In Paris, he ran into Salma Tagher, a fashion designer who had been a schoolmate of his sisters in Egypt. They were married in 1968.
+''I didn't plan my life,'' he said. ''I just knew I liked people and enjoyed myself.''
+Mr. Gibara has spent all but two of the last 37 years at Goodyear -- he worked briefly at International Harvester in the 80's) -- but the Gibaras never stayed in one place for long. He worked for Goodyear in Europe, Morocco and Canada before coming to Akron in 1992 as vice president for strategic planning.
+As chairman, he is far from a desk potato. He has visited nearly all of Goodyear's 90 plants and most major customers. He spends 70 percent of his time away from Akron, more than half of it abroad. ''I have a very understanding and independent wife,'' he said.
+Colleagues say the company has benefited mightily from Mr. Gibara's internationalism. Gertrude G. Michelson, a retired Goodyear director, noted that Mr. Gibara opened technologically advanced plants in Slovenia and other parts of Eastern Europe that other tire companies -- and other Goodyear executives -- had shunned.
+The Gibaras have no children, but Mr. Gibara's colleagues describe him as almost fatherly in his approach toward employees. ''He's constructively critical, never embarrassingly critical, and he sees people's goofs as an opportunity to teach,'' Ms. Michelson said.
+With Mr. Keegan increasingly assuming day-to-day responsibilities, Mr. Gibara is spending even more time away from Akron, swapping management ideas with other chief executives, educating politicians and reporters about tire technology, reassuring employees and customers that Goodyear's tires -- and bottom line -- are safe. ''Goodyear people, outsiders, it doesn't matter -- I really like dealing with people,'' he said.
+Of course, the hectic schedule has required some personal triage. Mr. Gibara used to love tennis; now he rarely plays. ''I have less and less time for hobbies,'' he said.
+Still, he and his wife do carve out time for ballets, symphonies, theater and other cultural activities. And Akron natives say Mr. Gibara is the quintessential local leader.
+W. Stuver Parry, a third-generation Akronite who will soon succeed Mr. Gibara as chairman of the local United Way, called him when a Goodyear manager refused to donate a ride in the company blimp for a school's charity auction.
+''Sam made a phone call,'' Mr. Parry said, ''and Goodyear donated the blimp.''
+Photograph Samir F. Gibara, the chairman of Goodyear, is trying to contend with its weak share price but also to take advantage of the feud between Ford Motor and Bridgestone/Firestone. (Dan Levin for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Goodyear%27s+Aggressive+Diplomat%3A+%5BBiography%5D&title=New+York+Times&issn=03624331&date=2001-06-10&volume=&issue=&spage=3.2&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 10, 2001","Mr. [Samir F. Gibara] may not have the luxury of diplomacy right now. Like other tire companies, Goodyear faces soaring raw-material costs, slowing car sales and pressure from automotive companies with enough power to keep tire prices low. Return on equity, 20.1 percent in 1998, was down to 1.1 percent last year. Goodyear is losing money; its stock has plunged. Ford is replacing many recalled Firestone tires with Goodyears, but that is not enough to restore Goodyear's health. Colleagues say the company has benefited mightily from Mr. Gibara's internationalism. Gertrude G. Michelson, a retired Goodyear director, noted that Mr. Gibara opened technologically advanced plants in Slovenia and other parts of Eastern Europe that other tire companies -- and other Goodyear executives -- had shunned. With Mr. [Robert J. Keegan] increasingly assuming day-to-day responsibilities, Mr. Gibara is spending even more time away from Akron, swapping management ideas with other chief executives, educating politicians and reporters about tire technology, reassuring employees and customers that Goodyear's tires -- and bottom line -- are safe. ''Goodyear people, outsiders, it doesn't matter -- I really like dealing with people,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 June 2001: 3.2.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,431782795,"United States, New York, N.Y.",English,10-Jun-01,Chairman of the board; Tires; Personal profiles,New York Times,Feature,,,,,,,
+"Frustrations at Bellevue: Physician, Insure Thyself","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/frustrations-at-bellevue-physician-insure-thyself/docview/431245419/se-2?accountid=14586,"Medical residents at Bellevue Hospital Center are accustomed to seeing patients without insurance -- they flow through the emergency room doors by the dozens daily. The residents never anticipated that they would be among them.
+Yet often for weeks at a time, many of the more than 300 residents who study and practice medicine at the hospital find themselves without medical insurance, apparently because of an administrative problem that residents say they have been begging to have corrected for almost two years.
+The problem has caused headaches over bills and put some residents in the odd position of delivering care to patients while having to scramble to obtain medical care for themselves, even at times of serious illness.
+Bellevue residents, like many young doctors in the city's hospitals, work outside the hospital where they are officially employed. Bellevue residents spend a significant amount of time at New York University Medical Center, often in weeklong or monthlong stretches.
+When they work at Bellevue, they are covered by Group Health Inc., an insurance plan used by many city employees. Once they move over to N.Y.U., they go on that center's payroll and benefits program and are assigned to another insurance program. The problem occurs, residents say, when they return to Bellevue. There, the benefits office is open only a few hours each week, and it takes more than six weeks to re-enroll the doctors in the Group Health program. Meanwhile, their N.Y.U. coverage expires, leaving them uncovered.
+Residents at other hospitals who also do tours -- Mount Sinai residents, for instance, often rotate through Elmhurst Hospital Center in Queens, which, like Bellevue, is part of the city's Health and Hospitals Corporation -- do not face this problem because they are automatically and instantly enrolled in whatever system they are working in at the time. Repeated requests to administrators to fix the problem at Bellevue have gone unanswered, residents say.
+''The issue is that you are not put on a health plan for about two months,'' said Dr. Aaron Hexdall, a third-year resident in emergency medicine. ''So you are not covered, and then in the meantime you are transferred to another hospital again.''
+Some residents met Wednesday with Bellevue administrators, who told them they would have to wait until the hospital is inspected by the Joint Commission on Accreditation of Health Care Organizations, a national hospital inspection concern, before the administrators would look into the problem, Dr. Hexdall said.
+But a Bellevue spokeswoman, when reached by a reporter, said the hospital would begin to address the problem soon. ''We are working collaboratively to fix this problem,'' said the spokeswoman, Pam McDonnell. ''The long-term plan is to have a discussion with the chief financial officer regarding an automated system, because automation is the problem. We have hired a new person for the human resources department to handle the problem.''
+Sometimes, however, the hole in coverage has led to serious problems. Dr. Lars Beattie started his residency at Bellevue in 1997, and later, after an injury, got a diagnosis of a rare autoimmune disease. He started treatment in October 1998, and the specialists he needed at N.Y.U. grudgingly accepted his Group Health, or G.H.I., insurance as a professional courtesy, he said. He went to N.Y.U. in April and May, and when he returned to Bellevue in June, he had to wait nearly two months for his benefits to kick back in.
+''Basically, I had to pay out of my own pocket for medications,'' Dr. Beattie said, adding that he paid $1,500. A device for home therapy to suction a dangerous wound was needed, and the manufacturer threatened to take it away, he said, because of the lapse in his insurance.
+''I am still haggling with G.H.I.,'' he said. ''But you know, I can call and I can speak, but if someone was injured badly enough that they can't get to the benefits office, it is terrible because they provide no help at all.''
+What is more, G.H.I., the program that nearly all Bellevue residents choose because it requires the lowest contribution on their part, is not accepted by most of the doctors the residents study with at Bellevue, the doctors interviewed said.
+The problem appears to center on the way the benefits office at Bellevue operates. It is open only two days a week, residents say. Because they work long hours and are frequently on call, residents often cannot fit those times and the hour it takes to complete the paperwork -- which is not needed at other hospitals -- into their schedules. Moreover, there is rarely anyone available by telephone to walk them through their options.
+''Most of us don't have time to even eat,'' said Dr. Salvatore Pardo, a third-year resident who also works in the emergency room and said that some bills for diagnostic tests he needed fell into the black hole between the hospitals' coverage. ''You come in before they open and leave after they are closed. People feel like they don't have access to medical care even though they are doctors.''
+Mark Levy, executive director of the Committee of Interns and Residents, the union that represents 9,000 doctors in training in New York, said that as far as he knew, the problem was limited to Bellevue.
+Meanwhile, Dr. Hexdall said, ''We can always walk into our own emergency room, but why do we have to ask for a personal favor to get personal health care?''
+Photograph Dr. Lars Beattie is still battling over a lapse in insurance coverage. (Don Hogan Charles/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Frustrations+at+Bellevue%3A+Physician%2C+Insure+Thyself&title=New+York+Times&issn=03624331&date=1999-09-05&volume=&issue=&spage=1.28&au=Steinhauer%2C+Jennifer&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05692358&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 5, 1999","Medical residents at Bellevue Hospital Center are accustomed to seeing patients without insurance -- they flow through the emergency room doors by the dozens daily. The residents never anticipated that they would be among them. Bellevue residents, like many young doctors in the city's hospitals, work outside the hospital where they are officially employed. Bellevue residents spend a significant amount of time at New York University Medical Center, often in weeklong or monthlong stretches. When they work at Bellevue, they are covered by Group Health Inc., an insurance plan used by many city employees. Once they move over to N.Y.U., they go on that center's payroll and benefits program and are assigned to another insurance program. The problem occurs, residents say, when they return to Bellevue. There, the benefits office is open only a few hours each week, and it takes more than six weeks to re-enroll the doctors in the Group Health program. Meanwhile, their N.Y.U. coverage expires, leaving them uncovered.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Sep 1999: 28.",3/26/20,"New York, N.Y.",New York City New York,"Steinhauer, Jennifer",New York Times Company,,Newspapers,431245419,"United States, New York, N.Y.",English,5-Sep-99,Insurance coverage; Employee benefits; Medical residencies; Health insurance; Hospitals,New York Times,News,,,,,,,
+Berger Small Cap Value Fund,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/berger-small-cap-value-fund/docview/431075596/se-2?accountid=14586,"WITH his professorial rumpled suits and gray, tousled hair, Robert H. Perkins, 58, looks every bit the parsimonious value player. And Mr. Perkins, the manager of the Berger Small Cap Value fund, has had plenty of time to hone his image: He has been trolling the markets for 30 years.
+Since January 1995, however, small-capitalization stocks -- the category in which he specializes -- have lagged behind their large-cap siblings by an average of 14.5 percentage points a year, according to Ibbotson Associates, the research firm.
+Still, like many small-cap managers, he sees better times ahead. ''We're in the early stages of a period when small stocks outperform larger ones, much like late 1990 through 1993, when the Russell 2000 stocks more than doubled the S.& P. 500,'' Mr. Perkins said from his office in a landmark brick building in Chicago.
+''We believe the rebound will occur when the broad market sorts itself out and particularly when the large-company market leaders return to more realistic price levels,'' he said, something he expects to happen over the next two to three months.
+Mr. Perkins has amply demonstrated his abilities in the recent trying times. The fund, with $270.5 million in assets, returned 2.7 percent for the 12 months through Nov. 13, compared with a 9.1 percent loss for its peer group of small-cap value funds, according to Morningstar Inc., the financial publisher. The fund returned 20.3 percent, annualized, for the three years through Nov. 13, versus 12.2 percent for its group. The data are for the fund's institutional shares; retail shares became available in February 1997.
+Mr. Perkins plies his craft as a partner in Perkins, Wolf, McDonnell, a money management firm in Chicago. After more than a decade running funds for Kemper Securities, he struck out on his own in 1980, eventually starting the Omni Investment fund, seeded with $3.5 million in cash from friends and institutions. Luckily, it opened to the public just after the 1987 crash.
+Sales, however, languished. ''I was stupid enough to think that a good product would sell itself, and so we never marketed it,'' he said. It had just $35 million in assets when he sold it in 1996 to Berger Associates, which was in need of a small-cap value fund. He continues to manage the renamed fund as subadviser.
+Mr. Perkins's value tilt flows from an overarching, cautious philosophy. ''When we look at new ideas, our first step is to establish downside risk, and then we look for rewards,'' he said. He starts with stocks of companies whose market capitalizations are under $1 billion and whose prices are hitting new lows.
+In particular, Mr. Perkins has a penchant for what he calls ''fallen growth stocks,'' those that have tumbled 50 to 70 percent from their 52-week highs because of what he sees as temporary problems. These are often cyclical in origin, or attributable to Wall Street overreaction.
+But not just any fallen stock will do. Ideally, he wants no debt on the company's balance sheet, to minimize risk. For much the same reason, he also wants companies that sell for two to four times the cash on their balance sheets.
+''Cash is particularly important, because when you buy near a stock's low, there's a company-specific or industry-specific problem, '' he said. ''The cash gives us some confidence that the company will have time to correct its problem.'' In general, he expects a company he buys to be back on its feet again within a year.
+The fund's own cash position fluctuates. Mr. Perkins let cash rise to 20 percent of assets three months ago and then went on a stock-buying spree after the market fell. Cash was down to 5 percent by late October but has since rebounded to 15 percent. ''Small stocks are undervalued long term,'' he said, ''but on a trading basis, the market may be a little ahead of itself right now.''
+RECENTLY, he has been buying shares of semiconductor and telecommunications equipment makers. Last spring, he bought Brooks Automation, paying an average of $14 a share, compared with a high of almost $40 in October 1997. The stock price was depressed primarily because of slowing Asian demand and inventory problems, he said. The downturn is cyclical, Mr. Perkins said, adding that he expects profit growth to be in the low teens by mid-1999. He thinks the company, currently unprofitable, could earn $1 a share over the next 12 months. The stock closed on Friday at $14.25.
+Discipline in selling is important, too. Last summer, Mr. Perkins bought shares in Sawtek, a maker of electronic signal processing components for the telecommunications industry, at 10 times projected 1999 earnings. He paid an average of $13.40 for the shares, which had fallen from $49.50 in September 1997, also because of problems in Asia. During the market run-up last month, however, he began paring back his shares, which had jumped nearly 50 percent in value, to 19 times projected 1999 earnings, above his target of 18 or so. He closed out his position last week at $22 a share.
+In the last month or so, he has moved into consumer stocks, including Wolverine World Wide, maker of Hush Puppies shoes. He bought shares at an average of $11, down from $30.50 in March. ''We think the low-priced shoe business is relatively stable,'' he said. ''When Wall Street liked it, Wolverine sold for more than 25 times earnings, and now it's slipped to less than 10 times 1999 earnings.'' He expects that to climb to 15 over the next six months. The stock now trades at $13.0625.
+The relative obscurity of such picks is no accident. ''Not too many people on the street follow our stocks,'' Mr. Perkins said. ''The lack of sponsorship creates opportunity.''
+Photograph ''Fallen growth'' stocks, those that have tumbled 50 to 70 percent because of temporary problems, are a favorite of Robert H. Perkins. He sees better days ahead for small-company stocks in general. (Steve Kagan for The New York Times)
+Chart ''Berger Small Cap Value''
+Category: Small value
+Net assets: $270.5 million
+Inception: February 1985 as Omni Investment fund
+Manager: Robert H. Perkins (since Feb. 1985)
+Minimum purchase: $2,000 ($2,000 I.R.A.)
+Portfolio turnover: 81%
+10-year annualized return through Nov. 13 (institutional shares): 15.0%
+Category average: 11.8%
+Sector breakdown
+Services: 18.7%
+Technology: 16.4%
+Industrial cyclicals: 9.3%
+Financials: 29.9%
+Other: 25.7%
+Fees (investor shares)
+Front-end load: None
+Deferred load: None
+12b-1 fee: 0.25%
+Expense ratio: 1.65%
+(Sources: Morningstar Inc.; company reports)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Berger+Small+Cap+Value+Fund&title=New+York+Times&issn=03624331&date=1998-11-22&volume=&issue=&spage=3.8&au=Gould%2C+Carole&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/00695773&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 22, 1998","WITH his professorial rumpled suits and gray, tousled hair, Robert H. Perkins, 58, looks every bit the parsimonious value player. And Mr. Perkins, the manager of the Berger Small Cap Value fund, has had plenty of time to hone his image: He has been trolling the markets for 30 years. Still, like many small-cap managers, he sees better times ahead. ''We're in the early stages of a period when small stocks outperform larger ones, much like late 1990 through 1993, when the Russell 2000 stocks more than doubled the S.& P. 500,'' Mr. Perkins said from his office in a landmark brick building in Chicago. Mr. Perkins has amply demonstrated his abilities in the recent trying times. The fund, with $270.5 million in assets, returned 2.7 percent for the 12 months through Nov. 13, compared with a 9.1 percent loss for its peer group of small-cap value funds, according to Morningstar Inc., the financial publisher. The fund returned 20.3 percent, annualized, for the three years through Nov. 13, versus 12.2 percent for its group. The data are for the fund's institutional shares; retail shares became available in February 1997.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Nov 1998: 8.",11/15/17,"New York, N.Y.",US,"Gould, Carole",New York Times Company,,Newspapers,431075596,,English,22-Nov-98,Small cap investments; Investment advisors; Stock prices,New York Times,News,,,,,,,
+"On Its Own Turf, It's Microsoft, Right or Wrong","New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-own-turf-microsoft-right-wrong/docview/431078461/se-2?accountid=14586,"Just as President Nixon found support among construction workers during the Vietnam War, it is here in the PC-filled aisles of the Microsoft Partner's Pavilion at the heart of the sprawling Comdex computer trade show that the Microsoft Corporation's besieged chairman, William H. Gates, finds his staunchest supporters.
+Like Nixon's defenders, whose rallying cry was ''My country, right or wrong,'' many of these digital hard hats today say that Mr. Gates is the victim of a conspiracy. His enemies, they say, competitors who have lost in the marketplace, turned to the Government to save them when their products failed.
+On Tuesday, in Federal court in San Jose, Calif., Mr. Gates's Internet strategy of ''embrace and extend'' -- in other words, to add Microsoft-specific features to industry-standard software -- suffered a stinging defeat.
+Federal District Judge Ronald H. Whyte issued a temporary restraining order that gave Microsoft 90 days to make its Java software compatible with the version created by its archrival, Sun Microsystems, which owns the programming language, or remove it from its Windows software.
+Moreover, that ruling followed weeks of damaging testimony in the trial of the Government's antitrust lawsuit against Microsoft, which has seen a parade of Government witnesses accuse the software giant of systematically using its control of the Windows operating system to defeat its competition.
+To be sure, in other parts of the nation's largest computer trade show there were people who cheered the decision today and shared dark whispers accusing Microsoft of using strong-arm business tactics.
+Yet here in the Microsoft Pavillion, one of the most crowded sections of the trade show, under banners trumpeting new advances in ease-of-use and productivity, neither court case dimmed the support of hundreds of Gates loyalists.
+In row after row of personal computers featuring Windows software products of every description, from industrial automation to architectural support, 252 companies see themselves as living proof that the Windows business model is making money for more than just Microsoft.
+These are companies that have started small, just as Mr. Gates did more than two decades ago, and have prospered writing programs that run on his Windows operating systems.
+There is little love here for the idea of Government regulation or intervention. There is a pervasive hope that with perhaps just a bit of luck and a strong dose of entrepreneurial sweat and labor, it is still possible to match the success of Mr. Gates, the nation's wealthiest person.
+''This is just Big Brother trying to beat this guy up,'' said Jack Ross, president of Cedar Systems, a five-person start-up in Bellevue, Wash.
+Mr. Ross views Mr. Gates as a consistent innovator who has suffered some bad public relations defeats in recent weeks at the hands of the Justice Department.
+''I don't see how the Government can come in and help settle the score after these guys have lost in the marketplace,'' he said, referring to Silicon Valley companies like Sun, the Netscape Communications Corporation and the Oracle Corporation, which are Microsoft's most bitter enemies.
+That view is apparently shared by a majority of Americans. A CNN-USA Today poll by the Gallup organization that was reported on Tuesday found that 56 percent of 1,039 adults interviewed last weekend had a favorable opinion of Mr. Gates, compared with 55 percent in March before the antitrust trial began.
+Of those polled, 44 percent said they sided with Microsoft in the trial, while only 28 percent backed the Justice Department.
+Some at Comdex portray Mr. Gates's problem as simple politics. Microsoft, they say, has failed to educate the Government on how the software industry differs from other, more traditional American businesses.
+''Microsoft is an extremely competitive company, like many others,'' said Paula Gil, an alliance manager at Best Software, a company in Reston, Va., that develops business software. Since going public last year, Best has seen the value of its stock almost double.
+Ms. Gil, who expresses great admiration for Mr. Gates, recalled that when she heard him speak years ago, an audience member asked whom he feared most as a competitor. Without hesitation, she said, Mr. Gates answered that it was somebody working in a garage on a new idea that he had never heard about.
+''I see guys walking up and down these aisles who look like they are barely 15 years old, and they are presidents of their own companies,'' Ms. Gil said. ''That's the spirit of competition that characterizes this industry, and that's the perspective the Government is missing.''
+It was not just the cottage programmers here who believed that what is good for Microsoft is good for the country. Among the software industry's most successful figures, there are some who argue that while Microsoft's tactics have occasionally crossed the line, it is still important to defend the powerful company.
+''Microsoft has done some bad things,'' said Gordon Eubanks, chairman of the Symantec Corporation, a Cupertino, Calif., developer of utility software.
+But at the same time, Mr. Eubanks said, Mr. Gates is the victim of a broader trend in American culture: attacking and tearing down those who are too successful.
+That view of Mr. Gates and Microsoft, as examplars of success that are being tampered with, is echoed repeatedly among those who believe that the operating-systems marketing wars of the 1980's are over and that resurrecting them will hurt business and slow progress.
+''It's a privilege to work with Microsoft,'' said Ed Murray, a senior consultant at Wind 2 Software Inc. He values the broad computer industry compatibility that Microsoft's Windows operating systems has created. 'They're an innovator, and they're leading technology forward, and it will hurt the economy and hurt our business'' if the Justice Department wins.
+Microsoft loyalists share the view that the system is not broken, so the Government should not try to fix it.
+''For us, Microsoft's size is a big advantage,'' said Robert W. Mosolgo, president of Owensville Systems, a six-person start-up in Charlottesville, Va., which makes network monitoring software. ''They're a good supporter, and it would be impossible for us to even consider partnering against them.''
+Photograph What's good for Microsoft is good for the country -- that was the battle cry at the Microsoft Partners Pavilion at the Comdex show in Las Vegas, Nev., where support for the software giant was understandably high. (Mark J. Terrill for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=On+Its+Own+Turf%2C+It%27s+Microsoft%2C+Right+or+Wrong&title=New+York+Times&issn=03624331&date=1998-11-19&volume=&issue=&spage=C.4&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05298664&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 19, 1998","Just as President Nixon found support among construction workers during the Vietnam War, it is here in the PC-filled aisles of the Microsoft Partner's Pavilion at the heart of the sprawling Comdex computer trade show that the Microsoft Corporation's besieged chairman, William H. Gates, finds his staunchest supporters. Like Nixon's defenders, whose rallying cry was ''My country, right or wrong,'' many of these digital hard hats today say that Mr. Gates is the victim of a conspiracy. His enemies, they say, competitors who have lost in the marketplace, turned to the Government to save them when their products failed. On Tuesday, in Federal court in San Jose, Calif., Mr. Gates's Internet strategy of ''embrace and extend'' -- in other words, to add Microsoft-specific features to industry-standard software -- suffered a stinging defeat.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Nov 1998: 4.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,431078461,"United States, New York, N.Y.",English,19-Nov-98,Trade shows; Antitrust; Computer industry; Trials,New York Times,News,,,,,,,
+Assembling Brooklyn's Renaissance Plaza Puzzle,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/assembling-brooklyns-renaissance-plaza-puzzle/docview/431035208/se-2?accountid=14586,"It took 15 years, from when the first plans were drawn up in 1983 until tenants started moving in earlier this year, to turn Brooklyn's Renaissance Plaza from a concept into a reality. But now it is there, its front on Adams Street in the borough's downtown district and complete with 820,000 square feet of Class A office space, a 376-room Marriott hotel that began receiving guests in July, and 1,100 underground parking spaces.
+''When I had a tenant I didn't have the financing, and when I had the financing I didn't have a tenant,'' said Joshua Muss of the Muss Development Company, explaining the long struggle to bring the project to fruition.
+The city helped by agreeing to lease 12 floors for the offices of the Corporation Counsel and the Brooklyn District Attorney, and the Leucadia National Corporation took the top five floors for its Empire Insurance Group and invested in the project as well. ''Leucadia was the final piece of the puzzle,'' Mr. Muss said. ''They brought equity, credit and tenancy to the table.''
+Other tenants include the Securities Industry Automation Corporation and Fleet Bank. In all, about 150,000 square feet of space remain to be leased.
+Renaissance Plaza is located in a part of Brooklyn that has seen considerable development in recent years and may see more if rents in Manhattan continue to rise rapidly and drive businesses to seek cheaper alternatives. It is adjacent to Forest City Ratner's Metrotech Center, which has commercial development sites available, and is near Brooklyn Polytechnic Institute, which is rehabilitating its campus.
+The city is trying to improve the appearance of the area by building an esplanade down the center of Adams Street that will be planted with grass and trees, and efforts are underway to convert a first floor space of a city government building at 345 Adams -- it now houses courts and other city agencies -- to a bookstore.
+''Downtown Brooklyn is the first alternative for people leaving Manhattan,'' Mr. Muss said, adding, ''Brooklyn has the transportation and the access to labor.'' He is involved in commercial and residential development in all of New York City's boroughs except Manhattan.
+Although it is a single development, Renaissance Plaza is divided into two parts, a 30-story office tower and a 7-story hotel, which is built around a plaza open to the sky. This unusual configuration was largely the result of changing attitudes during the long incubation period.
+Prior to the Muss project, the site was a small park on top of a city-owned parking garage. At first the city insisted on keeping half the garage open, which limited the size of the structure that could be built over it, explained David P. Dann, a principal with William B. Tabler Architects, which designed the structure.
+''We figured that by using lightweight steel we could get seven stories,'' Mr. Dann said. By the time the city decided to close the garage, plans for the project had survived a complex, two-year approval process. ''If we wanted to change things, we would have had to go through that all over again,'' he said.
+So it went forward with the high-low configuration, substituting cheaper reinforced concrete for the hotel's structure. It opened quietly on July 1 and will have an official opening Nov. 18. The room rates are intended to fall below prices for similar accommodations in Manhattan by $50 to $100 a night. In this slow period of the year, room rates are $179 a night, but are scheduled to rise to $225 in the busier fall.
+Hotel executives say that room occupancy so far has been ''above expectations,'' although they decline to say what the expectations were.
+The hotel, the first new one to open in the borough in more than 50 years, according to people associated with the project, is appointed in a bold Brooklyn theme. A mural of the Brooklyn Bridge when it was new stretches behind the registration desk and the meeting rooms are named for people associated with Brooklyn, including Jackie Robinson and George Gershwin.
+Display cases at the entrance to the restaurant contain memorabilia borrowed from the Brooklyn Historical Society, and paintings of Brooklyn scenes by local artists adorn the walls. ''We are celebrating pride in Brooklyn,'' said Ken Schwartz, the general manager of the hotel.
+The facilities include a 75-foot swimming pool, a hot tub and a health club that will be available to hotel guests and have outside memberships as well.
+The government legal offices have their own entrance with heavy security, including metal detectors. Robert N. Kaye, the Deputy District Attorney in charge of this part of the project, said the move to Renaissance Plaza consolidates 1,100 lawyers and staff who were previously scattered in six old buildings.
+''In the old space, we had to interview clients in open cubicles even if it involved sensitive crimes,'' he said. In the new quarters, each of the lawyers has a private office.
+Some of the floors include playrooms, to encourage victims of domestic violence who rely on child care and parents of children who are crime victims to follow up on initial complaints. ''There is a big fall-off in domestic violence cases,'' Mr. Kaye said. ''A lot of people report them and then don't show up for subsequent interviews.''
+Although not every room is equipped with a computer, all the space has been wired to accommodate electronic communications. ''There are 16 strands of cable to each work station,'' Mr. Kaye said. ''All the space has been prewired.''
+Since most of Brooklyn consists of low-rise buildings, the views from the top floors of Renaissance Plaza are impressive, particularly those to the west. Lower Manhattan, Governors Island and the Statue of Liberty are in plain sight.
+Robert V. Toppi, the president of Empire Insurance, said the firm was building out its space with executive offices toward the interior, leaving the windows unobscured so that everyone can enjoy the views.
+He said he hopes the views and other amenities will ease any resentment among employees about being transferred from Manhattan to Brooklyn. ''We think employees will like it here,'' he said. ''A lot of Manhattanites think Brooklyn is far away, but it is really not.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Assembling+Brooklyn%27s+Renaissance+Plaza+Puzzle&title=New+York+Times&issn=03624331&date=1998-09-02&volume=&issue=&spage=B.7&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05189329&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 2, 1998","It took 15 years, from when the first plans were drawn up in 1983 until tenants started moving in earlier this year, to turn Brooklyn's Renaissance Plaza from a concept into a reality. But now it is there, its front on Adams Street in the borough's downtown district and complete with 820,000 square feet of Class A office space, a 376-room Marriott hotel that began receiving guests in July, and 1,100 underground parking spaces. The city helped by agreeing to lease 12 floors for the offices of the Corporation Counsel and the Brooklyn District Attorney, and the Leucadia National Corporation took the top five floors for its Empire Insurance Group and invested in the project as well. ''Leucadia was the final piece of the puzzle,'' Mr. (Joshua) Muss said. ''They brought equity, credit and tenancy to the table.'' Renaissance Plaza is located in a part of Brooklyn that has seen considerable development in recent years and may see more if rents in Manhattan continue to rise rapidly and drive businesses to seek cheaper alternatives. It is adjacent to Forest City Ratner's Metrotech Center, which has commercial development sites available, and is near Brooklyn Polytechnic Institute, which is rehabilitating its campus.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Sep 1998: 7.",11/15/17,"New York, N.Y.",Brooklyn New York,"Holusha, John",New York Times Company,,Newspapers,431035208,"United States, New York, N.Y.",English,2-Sep-98,Commercial real estate; Real estate developments,New York Times,News,,,,,,,
+Big Plans for a Big Old Screen in Canaan,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-plans-old-screen-canaan/docview/431019953/se-2?accountid=14586,"THE Colonial Theater in Canaan was the center of the town's social life when it opened in 1923. There were silent movies, vaudeville, dances in the upstairs ballroom and civic events on stage, including local high school graduations. The plush decorations and silk damask wall coverings led to it being called ''Little Radio City.'' Only traces of that grandeur are still in evidence.
+When the owner and operator of the theater, Shirley Boscardin, died in January of 1997, movies were shown for two more nights, then the Colonial closed. Since then the structure has been on the market, out of reach for most investors, not because of the price, but because of the expense of renovating and bringing the building up to code.
+That's when a group of local people got involved. Nick Stuller, a businessman, had read about the plight of the theater in the newspapers. He held a preliminary meeting with Jason Sheckley, former projectionist at the Colonial. A group of 75 citizens, calling themselves the Colonial Community Theater Group Inc., placed a binder on the property on April 25, 1998. Since then the numbers have grown to 140, the group has gotten nonprofit status, and their plans have begun to take shape.
+''The Berkshire Taconic Community Foundation is the parent nonprofit,'' explained Mr. Stuller, who is director of national sales with National Regulatory Services in Lakeville. ''They'll be a guiding light and give us fund-raising ideas. The long-term plan is to bring back the theater and the ballroom and make use of the two adjacent retail locations.''
+The group's binder is on the theater only, and not on the adjacent parking lot. The total price for both is $249,000. ''We need $156,000 total, $140,000 for the theater and $16,000 to cover operating expenses during the first year,'' Mr. Stuller said. ''Six to 12 months later we'll buy the parking lot. But first we probably need about $1 million to totally renovate the theater.''
+The group intends to restore both theater and ballroom to their original grandeur. Once they have purchased the parking lot they will build a new theater with two screens. ''The Colonial's architectural integrity won't be touched,'' Mr. Stuller said. The two storefronts that sit on either side of the grand entrance might be used for a food concession and/or retail purposes.
+The Colonial was built as ''The Casino'' in 1923, a birthday present from Seth Mosely for his young wife. Movies had become increasingly popular in larger cities and the Casino was an immediate success. Double-wide doors lead into the foyer. A carpeted stairway lured visitors up to the ballroom with its rows of windows looking out over the marquee and the street.
+The theater itself, filled today with 400 tattered seats, still has what is probably the biggest curved screen in northwest Connecticut. And the projection room, equipped with carbon arc projectors, delivers the quality that more modern theaters do, only on manual equipment purchased decades ago.
+According to a brief history written by Mr. Sheckley, the Casino featured vaudeville shows and silent movies, with musical accompaniment by Miss Kegler, the local piano teacher.
+One Canaan resident, Vivian Strekas, recounted going to see the 1924 version of ''Peter Pan,'' starring Betty Bronson, Ernest Torrence and Anna May Wong, with 15 pennies to buy her ticket.
+Although the Colonial, as it has been known since 1932, continued in business until 1997, business gradually declined. A flood damaged the basement in 1955. In the mid 1970's, the theater was forced to switch from first-run movies to second-run films. More repairs were deferred.
+Still. the Colonial retains the spacious auditorium so unusual in movie theaters today, the 32-foot screen compares with a more usual 15 to 20 feet, and the equipment, state-of-the-art in its time, delivers high-quality sound and picture, without automation. Mr. Sheckley, who works as a photographer/writer at the Wassaic Development Center, in Wassaic, N.Y., has spent his spare time as a projectionist in various theaters since the early 1970's. His history of the Colonial, photographs of the building, and interviews in local papers were largely responsible for gathering support for the project.
+Although the 140 participants in the Colonial Theater plan don't actually expect to make money, they do hope to provide area residents with interesting leisure-time activities.
+''Our business plan will help us know what the communities will bear, just like any other business. We will hire consultants for market surveys,'' Mr. Stuller explained. ''There's not a lot to do around here, and to be able to sit in a big screen theater with a plush environment that used to be known as 'Little Radio City,' is great.''
+''This becomes more of an experience,'' explained Mr. Sheckley. ''It's not just like going to a movie.'' Canaan, he added, has 2,500 residents, but within a 15-mile radius there are 45,000 people, probably just enough to support three screens.
+''With first-run movies you have to commit to six weeks,'' Mr. Sheckley added. ''With three screens you have the potential to have first runs, plus a couple other films.''
+Both men see the project as revitalizing Canaan, a town that economic development passed by. ''If we do this it'll build up the rest of the town,'' said Mr. Stuller.
+''Canaan is a blighted downtown,'' added Mr. Sheckley. ''I'd like to see the theater open lots of hours to get people used to being here.''
+Right now, Mr. Stuller and Mr. Sheckley are busying themselves with raising funds and gathering information about necessary renovations. ''We've already hired a structural engineer, and the building is in good shape,'' Mr. Stuller said. ''But it needs a $50,000 repair job for footings.''
+Once the building is purchased they will use one of the storefronts for a business office as they embark on renovations and additional fund raising. A model of the renovated theater has been built for a display. Other than structural repairs, initial efforts will focus on the marquee and Greek Revival facade. ''In three to four months we should identify the numbers, get the studies done and start the work,'' Mr. Stuller said.
+''Our biggest concern is to come up to code and get it open right away,'' Mr. Sheckley said. ''There is no zoning in Canaan, and this building could become anything, but it means more to people as a theater. So many old buildings have been lost to development; it was important to save this.''
+The Colonial Community Theater Group Inc. is owned by the 140 community members who have volunteered funds or sweat equity.
+''We benchmarked this off about a dozen other projects around the country,'' Mr. Stuller said. The revitalization of the Warner Theater in Torrington has been the result of a similar community effort, but features live performances rather than movies.
+In Canaan, members of the Colonial group include weekend residents, tradespeople, even people who used to work at the Colonial in the 1940's, Mr. Sheckley explained.
+''None of us are in it for the money, but for the community,'' added Mr. Stuller. ''It needs to be done. People don't have enough to do around here. This project will benefit the people doing it, plus so many others.''
+Photograph At the Colonial in Canaan, Jason Sheckley, above, former projectionist, with equipment that still produces grand effects on the big screen. Left, outside the cinema, with, below, plea for help. Bottom left, the curtain is still down and the seats tattered, but showcasing potential is obvious. (Photographs by Don Heiny for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big+Plans+for+a+Big+Old+Screen+in+Canaan&title=New+York+Times&issn=03624331&date=1998-08-23&volume=&issue=&spage=14CN.17&au=Chamberlain%2C+Frances&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14CN,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 23, 1998","THE Colonial Theater in Canaan was the center of the town's social life when it opened in 1923. There were silent movies, vaudeville, dances in the upstairs ballroom and civic events on stage, including local high school graduations. The plush decorations and silk damask wall coverings led to it being called ''Little Radio City.'' Only traces of that grandeur are still in evidence. That's when a group of local people got involved. Nick Stuller, a businessman, had read about the plight of the theater in the newspapers. He held a preliminary meeting with Jason Sheckley, former projectionist at the Colonial. A group of 75 citizens, calling themselves the Colonial Community Theater Group Inc., placed a binder on the property on April 25, 1998. Since then the numbers have grown to 140, the group has gotten nonprofit status, and their plans have begun to take shape. The group's binder is on the theater only, and not on the adjacent parking lot. The total price for both is $249,000. ''We need $156,000 total, $140,000 for the theater and $16,000 to cover operating expenses during the first year,'' Mr. Stuller said. ''Six to 12 months later we'll buy the parking lot. But first we probably need about $1 million to totally renovate the theater.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Aug 1998: 17.",11/15/17,"New York, N.Y.",,"Chamberlain, Frances",New York Times Company,,Newspapers,431019953,"United States, New York, N.Y.",English,23-Aug-98,,New York Times,NEWSPAPER,,,,,,,
+Value of Seats on the Major Exchanges Declines,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/value-seats-on-major-exchanges-declines/docview/430993020/se-2?accountid=14586,"Call it the case of the dropping seat prices.
+In Chicago, New York, Philadelphia and even London, the prices of seats on major financial exchanges have plummeted 10, 15, 20, even 40 percent in the last few months.
+At the Chicago Board of Trade, the world's biggest futures exchange, a membership seat sold for $495,000 this week, down 42 percent from a record $857,500 earlier this year. At the New York Stock Exchange, a seat sold a few weeks ago for $1.35 million, down from a record $2 million in February.
+What's behind the declining value of membership in these hallowed financial enclaves? Consolidation among exchanges, languishing stock prices and falling commodity prices, which if persistent could foreshadow a decline in future trading volume, are among the factors pushing down seat prices -- sometimes viewed as an indicator of market sentiment.
+But perhaps the biggest concern is the rise of electronic trading, which poses a threat to all the traditional exchanges, where traders still gesticulate on a trading floor and lose themselves in hand signals and wads of paper.
+''There's no question seat prices are falling across North America and Europe,'' said Patrick Arbor, chairman of the Chicago Board of Trade. ''The specter of electronic trading is hovering over the industry like a black cloud.''
+Mr. Arbor does not see an end to traditional, or ''open outcry,'' trading, noting that volume on most major exchanges is booming. He and officials at other exchanges say they expect electronic trading to coexist with the old-fashioned auction markets.
+Still, traders are closely following the planned introduction this summer of an electronic futures exchange, which would go head to head with the Chicago Board of Trade, and which could show just how willing people are to make the shift to electronic transactions.
+Meanwhile, electronic trading is winning converts in London, Paris and Frankfurt, and many exchanges there are preparing to install their electronic systems at United States exchanges, which have also begun to experiment with electronic trading.
+Nervousness about the future has spread to a majority of the big exchanges. Along with dips at the Big Board and the Board of Trade, seat prices are down 38 percent from their recent all-time highs on the Pacific Stock Exchange in San Francisco and 41 percent on the Chicago Board Options Exchange, despite explosive growth in the trading of stocks and other financial instruments.
+Though seat prices tend to be volatile, such rapid drops are unusual absent a sharp decline in the performance of the financial markets. The recent drop in seat prices on the Big Board, for example, is the largest since the nearly 50 percent decline after the 1987 stock market crash.
+Fears about the demise of the traditional exchange have been voiced before.
+In the 1970's, when the Nasdaq stock market came into being as an electronic stock exchange, there were worries that floor trading at the Big Board would disappear. Yet more than two decades later, that floor remains vibrant, albeit with more electronic circuitry and greater competition from Nasdaq.
+One reason for renewed concern by some smaller exchanges is the consolidation among the big guys. In March, the National Association of Securities Dealers, which operates the Nasdaq stock market, said it would merge with the American Stock Exchange. And this week the American Stock Exchange signed a pact to merge with the Philadelphia Stock Exchange.
+In addition, the Board of Trade of New York -- created this week by the merger of the New York Cotton Exchange with the Coffee, Sugar and Cocoa Exchange -- is working with Cantor Fitzgerald, a Wall Street brokerage house, to form an electronic futures exchange, the Cantor Financial Futures Exchange. They hope to begin operations this summer, pending approval from the Commodity Futures Trading Commission.
+The Chicago Board of Trade is challenging the application, citing, among other concerns, a potential conflict of interest since Cantor, in operating an exchange, would be acting as both principal and agent in futures transactions.
+But the Board of Trade is also grappling with its own venture into electronic trading. This week, the board said it would consider a public stock offering for its after-hours electronic trading system in an attempt to bolster the value of its memberships while raising money for technology improvements.
+Because of the increasingly global nature of securities markets, United States exchanges cannot afford to ignore changes abroad.
+An important sign of what lies ahead may be seen in Europe. The Matif, the French futures exchange, introduced electronic trading alongside its floor trading last April. Volume soared in the electronic arena, while floor trading plummeted. Last week, the Matif abolished the open outcry system and decided to go entirely electronic.
+In Germany, the DTB, or Deutsche Terminborse, an electronic futures exchange, has recently captured market share from Europe's largest futures exchange, the London International Financial Futures and Options Exchange, which is primarily an auction market with hundreds of traders.
+After a barrage of criticism, the Liffe, as it is known, voted overwhelmingly this week to speed up plans to introduce an electronic trading system to operate alongside its open outcry system. Already, many traders in London have begun looking for a new livelihood.
+''There's an enormous revolution going on in the financial services industry,'' Jack Wigglesworth, the chairman of Liffe, said. ''The question is whether you'll even need exchanges in the next century.''
+Although many industry analysts insist that there is now no trading system as good as open outcry, often hailed for its fairness because transactions are conducted for all to see, most of the world's financial exchanges are moving to upgrade their technology.
+And for the time, the United States exchanges -- which talk about being well positioned to make a transition -- are betting on a world that is cohabited by auction traders and electronic trading.
+''Our goal is to add more automation to the floor, but not do everything on screen,'' said William J. Brodsky, chairman of the Chicago Board Options Exchange. ''There's no denying the significance and the rapid march of technology. But if you stay ahead of the curve, you'll succeed.''
+Privately, though, several analysts say the exchanges are worried not only about the future of ''open outcry'' trading, but about their very existence amid growing competition from so-called third markets, or electronic commerce networks, which match a buyer and a seller independently. Examples of such services are Instinet and Island.
+Daniel Rappaport, chairman of the New York Mercantile Exchange, which trades heavily in energy and metal futures, said: ''I think it's incumbent upon the exchanges to create a system that can compete with the electronic. Now, all of a sudden, the crunch is on.''
+Chart ''Trading Down''
+The cost of membership has fallen sharply on several big financial exchanges in the past few months. Charts show prices for seats on the following exchanges: New York Stock Exchange, New York Mercantile Exchange, Chicago Board of Trade, Chicago Board Option Exchange, American Stock Exchange. (Source: Exchange reports)(pg. D8)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Value+of+Seats+on+the+Major+Exchanges+Declines&title=New+York+Times&issn=03624331&date=1998-06-12&volume=&issue=&spage=D.1&au=Barboza%2C+David&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05083129&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 12, 1998","At the Chicago Board of Trade, the world's biggest futures exchange, a membership seat sold for $495,000 this week, down 42 percent from a record $857,500 earlier this year. At the New York Stock Exchange, a seat sold a few weeks ago for $1.35 million, down from a record $2 million in February. What's behind the declining value of membership in these hallowed financial enclaves? Consolidation among exchanges, languishing stock prices and falling commodity prices, which if persistent could foreshadow a decline in future trading volume, are among the factors pushing down seat prices -- sometimes viewed as an indicator of market sentiment. Nervousness about the future has spread to a majority of the big exchanges. Along with dips at the Big Board and the Board of Trade, seat prices are down 38 percent from their recent all-time highs on the Pacific Stock Exchange in San Francisco and 41 percent on the Chicago Board Options Exchange, despite explosive growth in the trading of stocks and other financial instruments.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 June 1998: 1.",11/15/17,"New York, N.Y.",,"Barboza, David",New York Times Company,,Newspapers,430993020,"United States, New York, N.Y.",English,12-Jun-98,Stock exchanges; Futures exchanges; Electronic trading; Memberships; Prices; Securities industry,New York Times,News,,,,,,,
+Replayed Warning Opens Hearing on Ship's Crash,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/replayed-warning-opens-hearing-on-ships-crash/docview/430709874/se-2?accountid=14586,"The voice of the river pilot was laced with desperation as he tried to guide his crippled freighter through the Mississippi River traffic.
+''I just lost my engines; tell everybody to watch out,'' said the pilot, Ted Davisson, whose tape-recorded words were replayed today in the first formal hearing into a giant freighter's smashing into a shopping mall packed with holiday shoppers. Word by word, investigators followed the course of the largely out-of-control 763-foot freighter on Saturday as it bore down on a vessel loaded with tourists.
+''I'm going to hit that damn cruise ship,'' came the urgent voice of the veteran pilot. ''Call them or do something. I'm going right for them.''
+The pilot, with only partial steering, avoided the Creole Queen cruise boat, but then bore down on the crowded riverfront and -- just a short distance away -- a floating casino packed with gamblers.
+''Tell those people to get away. There's people on the dock. Tell them to get away,'' the pilot pleaded into his radio as other voices from a control tower and other river traffic joined in.
+Then there was a second or so of static as the freighter, Bright Field, laden with 64,000 tons of grain, plowed nose-first into the Riverwalk mall and a hotel, crumbling a 200-foot section and sending hundreds fleeing in panic.
+A man's voice came on the radio.
+''The hotel collapsed,'' the man said. ''The hotel fell off. Oh, Jesus, they got a mess here.''
+But that chilling recording, played in a hushed room, was of less interest to the investigators from the Coast Guard and National Transportation Safety Board than what they did not hear: the exchange between the river pilot and the freighter's Chinese captain and crew in the frantic minutes before the accident.
+Mr. Davisson told a safety board investigator today that the freighter's captain and crew did not respond when he spoke to them in English in the moments before impact.
+''As if I wasn't there,'' he said.
+Pilots like Mr. Davisson board ships to guide them through busy, difficult-to-navigate stretches of the Mississippi, including the swirling water alongside downtown New Orleans. The captain is still technically in command, but defers to a pilot in navigation matters.
+Mr. Davisson, the only person to testify as the hearing began this afternoon, said the captain and crew seemed not to hear him as he gave instructions on the bridge. Investigators are looking into whether their differing languages played a role in the accident.
+More than 100 people were injured, most in the panic after the freighter hit the mall. So far, no deaths have been linked to the accident, although a 100-by-100-foot section of the 200-foot swath of destruction has still not been searched. Rescuers have said they doubt they will find anyone in the wreckage, and all missing persons feared to have been in the hotel or mall have been found.
+Today, attention focused more than ever on the cause of the accident.
+Investigators have said that a lubricating oil pump on the freighter failed as the ship cleared a downtown bridge and proceeded down river. A backup pump engaged just minutes before the accident, as did an automated safety system that reduced the freighter engine's speed.
+The automatic slowing of the ship was designed as a safety feature, but it made the ship hard to steer at a critical turn in the river.
+Pilots use power as well as their rudder to navigate the currents. That sudden loss of power may have contributed to the crash, said John Hammerschmidt, a board investigator.
+''Any time you have an automation that is supposed to contribute to safety and has the reverse effect, we are interested in that,'' Mr. Hammerschmidt said.
+The system has a manual override, but apparently neither the pilot nor any crew member activated it.
+Despite that, Mr. Davisson has been lauded as a hero for the way he guided the ship down the river, averting greater disaster.
+During questioning, he described a scene in which he asked the crew for help in dropping anchors and restoring power, but got little of it.
+One anchor was finally dropped, which slowed the ship and may have helped it avoid hitting the gambling boat with its 800 passengers.
+When he felt the deck plates stop vibrating under his feet, Mr. Davisson said, he knew the ship had lost power and asked the captain, Deng Jing Kuan, why.
+''I got no response,'' he said.
+Even as the freighter headed toward shore, Mr. Deng seemed ''nonchalant,'' Mr. Davisson said.
+Mr. Davisson said he and Mr. Deng spoke briefly when he boarded the freighter. Mr. Deng spoke in English, Mr. Davisson has said, but the crew apparently did not speak much, if any, English.
+Freighters are supposed to carry a course recorder, a taped log of the bridge much like the ''black box'' on airplanes, but the Bright Field's recorder was not working.
+Mr. Deng is expected to testify on Wednesday.
+The hearing room was packed with lawyers representing a range of interests that included the ship's owners; the Government of Liberia, where the freighter is registered; Riverwalk store owners and people injured in the accident. Several lawsuits have already been filed.
+The Bright Field, which is operated by the Cosco Shipping Company of Hong Kong, currently rests against the crumbling wreckage of the riverfront. River traffic has been backed up because the wakes caused by the big freighters could jostle the Bright Field or riverfront and shake loose sections of wreckage.
+Some city officials have said they hope the Riverwalk might reopen in time for the Sugar Bowl on New Year's Day or the Super Bowl on Jan. 26, for which New Orleans is the host.
+Mr. Davisson called the three minutes in which he fought for control of the ship ''the most anxious'' of his life. The most frustrating moment, he said, was when, even after he had repeatedly sounded the ship's warning horn, some people on shore seemed not to notice or to care.
+But people who live along the river said they heard so many horns that they had come to ignore them.
+August Seldano, an 83-year-old New Orleans resident who came out to gamble at the Flamingo, said he had never been afraid of the riverfront. ''Accidents happen on this river every day,'' Mr. Seldano said, on his way to play blackjack.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Replayed+Warning+Opens+Hearing+on+Ship%27s+Crash&title=New+York+Times&issn=03624331&date=1996-12-18&volume=&issue=&spage=A.16&au=Bragg%2C+Rick&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04359616&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 18, 1996","In a hearing that began the afternoon of Dec 17, 1996 to look into the crash of a freighter into the Riverwalk mall in New Orleans, Pilot Ted Davisson told investigators that the freighter's Chinese captain and crew did not respond when he spoke to them in English moments before impact. Investigators are looking into whether their differing languages played a role in the accident.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Dec 1996: 16.",11/15/17,"New York, N.Y.",New Orleans Louisiana,"Bragg, Rick",New York Times Company,,Newspapers,430709874,"United States, New York, N.Y.",English,18-Dec-96,Court hearings & proceedings; Ship accidents & safety; Investigations; Accident investigations; Language,New York Times,News,,,,,,,
+Downsizing Comes to Employee-Owned America,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/downsizing-comes-employee-owned-america/docview/430620485/se-2?accountid=14586,"FOR months now, the nation's employee-owned companies have been held up as one way to reduce layoffs and save jobs. The Clinton Administration has embraced the concept and the logic: surely worker owners don't want to fire themselves. But downsizing among employee-owned companies is turning out to be much more common than anyone realized.
+Like other corporations, the 2,000 companies in which the employees own a majority stake almost always put corporate survival ahead of saving everyone's job. Chief executives of big, ordinary corporations who have resorted to layoffs as a quick way to cut costs and push up profits have been lambasted for doing so.
+But among the largest of the worker-owned companies, layoffs have also been fairly commonplace. Nearly 16 percent have experienced them in just the past year, demonstrating that basic market forces can sometimes dictate downsizing -- even when the owners must agree, in effect, to abolish their own jobs or those of co-workers.
+Take Cranston Print Works, a Rhode Island textile company wholly owned by its 1,400 employees. Cranston closed a fabric printing plant in April and laid off the 100 workers there because low-wage competitors in the Far East have lured away Cranston customers, says George Shuster, the company president.
+Or take Kiwi Airlines, founded in 1992 by former Eastern Airlines pilots. It is 57 percent owned today by its 1,200 employees. But to cut costs, 60 owner-workers were laid off in January, many of them clerks whose jobs had been automated. ''If we had done these layoffs earlier, there would have been revolution,'' said Robert Kulat, a Kiwi spokesman. ''We still had this concept of a happy family and of employees being bigger than the company. But big losses changed that. And people realized that to remain alive, to keep their own jobs, they had to change too.''
+Some of these companies, reflecting the concerns of their worker shareholders do try to economize by every method but layoffs. United Airlines in Chicago and Republic Engineered Steel in Canton, Ohio, are notable examples of employee-owned companies that have cut costs without layoffs.
+But almost always in those cases, a strong union is present -- the Airline Pilots Association and the Machinists at United and the United Steelworkers at Republic -- to represent the workers and help them influence management. For it is managers at employee-owned companies who make the decisions, acting independently of their worker owners, just as managers do elsewhere.
+No Guaranteed Paychecks",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Downsizing+Comes+to+Employee-Owned+America&title=New+York+Times&issn=03624331&date=1996-07-07&volume=&issue=&spage=4.3&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04127697&rft_id=info:doi/,4,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 1996","Downsizing at employee-owned companies, once held up as one way to reduce layoffs and save jobs, is turning out to be much more common than anyone realized. Like other corporations, the 2,000 companies in which the employees own a majority stake almost always put corporate survival ahead of saving everyone's job. Nearly 16% of them have experience layoffs in just the past year, demonstrating that basic market forces can sometimes dictate downsizing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 1996: 3.",11/15/17,"New York, N.Y.",,"Uchitelle, Louis",New York Times Company,,Newspapers,430620485,"United States, New York, N.Y.",English,7-Jul-96,Layoffs; Employee ownership; Downsizing,New York Times,News,,,,,,,
+Mistakes That Doomed a Jet Are Crash's Biggest Mystery,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mistakes-that-doomed-jet-are-crashs-biggest/docview/430485134/se-2?accountid=14586,"The crash of an American Airlines jet near Cali, Colombia, on Dec. 20 has confounded pilots and aviation experts like few other accidents in recent years.
+How could the pilots, with years of experience and a cockpit full of electronic navigation gear, have lost track of their location relative to a critical radio beacon just 33 miles north of the Cali airport, their destination?
+Was there some reason they did not, or could not, follow the symbol of their Boeing 757 on the moving-map display in front of them? Why were the pilots unaware of their aircraft's position on the basis of data from other electronic devices?
+When they instructed their computer to steer the airliner to the beacon and realized it was turning toward known mountains to the east, why did they not make an emergency climb to an altitude above any peaks? Why did they continue instead to lose altitude while in this turn, and in a subsequent turn to take them back on course?
+These were some of the prime questions being repeatedly asked by pilots and Government and industry officials in the United States after Colombian authorities made public initial data from the flight recorders recovered from the wreckage.
+Seldom in recent years has the aviation world been so thunderstruck by the chain of events combining to produce an air disaster. Seldom has largely inexplicable pilot error seemed to figure so prominently in the cause, whatever other contributions may have been made by gaps in radar, confusion in air-to-ground communications or routine technical aberrations. Initial findings have contained no evidence of sabotage, serious mechanical problems or critical malfunctions of navigation gear on the ground or in the plane.
+The crash, in which 160 of the 164 people on board were killed, was the worst for an American carrier since the terrorist bombing of a jumbo jet over Lockerbie, Scotland, in 1988. The plane model involved, the twin-jet 757, had had no accidents in the 13 years since it was introduced. It has become a favorite of pilots, not least for the advanced electronics that make possible impressive feats of navigation and control.
+""Like other airliners of this generation, the plane is flown for the most part by the flight management computer,"" said Cy Cyganiewicz, an airline captain who has flown Boeing 757's. ""And the pilot is essentially a systems manager who mainly has to monitor that it's doing what it's supposed to.""
+This is a widely shared view. But many safety specialists are quick to add the caveat that, with the progress of automation, pilots -- as well as controllers, mechanics and operations people -- can be lulled into complacency, which can readily lead to accidents.
+""A form of complacency we seem to be looking at here is a crew's loss of the big picture, sometimes called situation awareness,"" said C. O. Miller, an internationally respected safety consultant. ""Loss of awareness is too often compounded by excessive dependence on these automated systems, especially when there is only a short time to act.""
+Here is how the airliner would normally have been operated on its trip and what initial analysis of flight-recorder data indicates led to the disaster:
+Before takeoff from Miami, the flight management computer was programmed to guide the plane on a standard route, taking it past a succession of radio-navigation stations, or fixes, on the ground. The computer system would automatically tune in successive stations. The plane's automatic pilot would steer the plane either directly over stations, or off to one side at specified distances, or over the intersection of signals from two stations.
+The pilots' role was to use radios and dashboard instruments to verify that the automatic system was taking them where it was supposed to. They also would radio controllers, keeping them updated on the plane's location.
+The primary ground stations are known as V.O.R.'s, for ""very high frequency omnidirectional range station."" These send out radio signals so a crew will know the precise direction from their plane to the station. More advanced stations also have distance-measuring equipment that shows on a cockpit instrument the miles from plane to station.
+The flight, on a clear but moonless night, seemed problem-free until the southbound plane neared the V.O.R. station named Tulua.
+Controllers at Cali had cleared the pilots to fly to the Cali V.O.R., just south of the airport, where radar destroyed by guerrillas had never been replaced. The pilots were to report passing Tulua and to keep to an altitude of 15,000 feet. That was vital because the assigned route went down a valley between treacherous Andes peaks.
+The pilots never did report reaching Tulua, and the station appears to be a fateful link in the events that led to the crash. Two minutes after the pilots acknowledged that they would report at Tulua, controllers radioed that the wind at Cali was calm and asked the crew if they could land from the north.
+The crew agreed but added: ""We'll need a lower altitude right away,"" since coming straight in would give them less time to get to runway level.
+Now the crew was cleared to follow a standard arrival procedure from the north called ""Rozo No. 1,"" and again was reminded to ""report Tulua."" But the station, which did not have the distance-measuring device, continued to prove elusive.
+The pilots consulted landing charts and talked about the navigation aids to be used for a ""Rozo No. 1"" landing, particularly where such aids were situated in relation to Tulua.
+The crew punched in computer instructions to guide them to Tulua. Promptly, the autopilot started a left turn to the east, toward mountainous terrain. Apparently without the crew's realizing it, the plane had already passed south of Tulua and was turning back.
+That was not what the pilots wanted. And they quickly called controllers seeking permission to get back to the path to the runway. Specifically, they requested and were given approval to fly directly to the Rozo beacon, just 2.6 miles north of the runway. That meant rolling the plane from its left turn to a right turn. But during both turns, the pilots inexplicably allowed the plane to keep losing altitude.
+Nine seconds before the end of the voice-recorder tape, a warning sounded: ""Terrain, Terrain. Pull Up."" They did. But they could not clear the ridge.
+Correction: January 6, 1996, Saturday
+An article on Monday about an American Airlines jet crash in Colombia mistakenly suggested that computers on the plane, a Boeing 757, relied on successive ground-based radio beacons to navigate. In fact, the computers used the beacons only to refine the course for which they had been programmed before takeoff and for which they would need no contact with navigational aids on the ground.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Mistakes+That+Doomed+a+Jet+Are+Crash%27s+Biggest+Mystery&title=New+York+Times&issn=03624331&date=1996-01-01&volume=&issue=&spage=A.8&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Pe riodicals--United States,3624331,"Copyright New York Times Company Jan 1, 1996","""Like other airliners of this generation, the plane is flown for the most part by the flight management computer,"" said Cy Cyganiewicz, an airline captain who has flown Boeing 757's. ""And the pilot is essentially a systems manager who mainly has to monitor that it's doing what it's supposed to."" ""A form of complacency we seem to be looking at here is a crew's loss of the big picture, sometimes called situation awareness,"" said C. O. Miller, an internationally respected safety consultant. ""Loss of awareness is too often compounded by excessive dependence on these automated systems, especially when there is only a short time to act."" Now the crew was cleared to follow a standard arrival procedure from the north called ""Rozo No. 1,"" and again was reminded to ""report Tulua."" But the station, which did not have the distance-measuring device, continued to prove elusive.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Jan 1996: A.8.",11/15/17,"New York, N.Y.","COLOMBIA CALI (COLOMBIA) CALI, COLOMBIA","Witkin, Richard",New York Times Company,,Newspapers,430485134,"United States, New York, N.Y.",English,1-Jan-96,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY,New York Times,NEWSPAPER,,,,,,,
+"For M.T.A. Board, Higher Fare Is Just Part of a Financing Shift","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/m-t-board-higher-fare-is-just-part-financing/docview/430348584/se-2?accountid=14586,"The 25-cent transit fare increase that the Metropolitan Transportation Authority board members say they will approve today is only the most visible part of a much larger plan that would fundamentally change how the continual rebuilding of the subway, bus and commuter rail network is paid for.
+The M.T.A. chairman, E. Virgil Conway, said the changes are needed to make up for declining financial support from City Hall, Albany and Washington. But his strategy has drawn fire from a quite a few critics -- from corporate executives to advocates for riders -- who object to the overall plan even more than the fare increase itself.
+His plan includes two basic and controversial shifts. First, the fare increase is intended to pay not just for day-to-day operations, but for the hardware, like new trains, tracks, buses and signals, that make the system run. And Mr. Conway has pledged not to ask the state for any new money for such capital projects.
+Second, to balance the authority's $5 billion a year budget, Mr. Conway is counting on squeezing $500 million a year in savings from the system and its workers, a promise greeted with skepticism by former M.T.A. officials who know the authority's contentious labor history.
+To the people who take the five million trips each day on the subways, buses and commuter railroads, Mr. Conway's proposals to raise the token price to $1.50, and the Long Island and Metro-North railroad fares by up to 9 percent, have taken center stage. But the higher fares are just a fraction of the enormous balancing act Mr. Conway aims to perform.
+Robert R. Kiley, a former chairman, likened the package to an iceberg. ""The fare increase is the tip,"" said Mr. Kiley, president of the New York City Partnership, an alliance of corporate executives. ""It's the only part we see. Most of it is hidden, and that's the dangerous part.""
+Mr. Kiley and other critics said that some element of the plan will probably not work: that the labor savings will not materialize, government support will drop still more, or an unforeseen need will crop up. Those eventualities would leave the M.T.A. with budget gaps and a choice between fare increases or cuts in service or maintenance.
+Yesterday, the last day before the board's vote, it appeared that two months of protests, blame-laying and last-minute attempts to rescue the $1.25 token had come to nothing, and that the increased fares would pass easily. Several members said they expected the only opposition to come from Mayor Rudolph W. Giuliani's four appointees. Nine votes are needed to stop the increase.
+""I think that they're absolutely going to go ahead and do this,"" said Beverly Dolinsky, a nonvoting board member and executive director of the M.T.A.'s Permanent Citizens Advisory Committee, a group appointed by elected officials.
+Since 1982, the M.T.A. has spent $20 billion rebuilding and modernizing the transit system, particularly the subways, where the turnabout has been noticeable and widely praised. Three five-year plans were pieced together in negotiations among M.T.A., city and state officials, and each relied heavily on state financing.
+Mr. Conway, who was appointed by Gov. George E. Pataki, has outlined his own capital program, filled with new trains, new buses and modernized signal systems, but it differs greatly from its predecessors. Following the wish of the Governor, it includes no state money and instead calls for a huge increase in the pace of borrowing by the M.T.A.
+Without aid from the state or some other source, passenger fares represent the only stream of money that can be tapped to pay debt. Under Mr. Conway's plan, by 2003, the M.T.A. would take $1 billion a year away from its operating budgets to pay off its debts, or nearly double the current rate. He has called for an additional $215 million a year to be taken directly out of operating funds to pay for capital projects that would not be debt-financed.
+Gene Russianoff, staff lawyer with the Straphangers Campaign, an advocacy group, said it was hard to say which would be worse: for Mr. Conway's plan to fail and produce huge deficits, or for it to work. ""If he pulls it off, we end up with this mountain of debt,"" he said.
+The fare increases would generate a vast amount of money, more than $400 million a year, but that would just barely cover the loss of Government subsidies. For the financial plan to work, Mr. Conway must find the cost savings he has promised through consolidation, automation, changes in union work rules and, possibly, wage freezes.
+Mr. Conway said he thought the savings could be found and that the authority's debt would not be excessive. But he added that the M.T.A. had no choice, in an era of declining government support.
+Yet among all the state's transit systems, only New York City's subways and buses have endured cuts in state support. The city's riders already pay the highest share of the system's day-to-day expenses, more than 60 percent, of any system in the country. A $1.50 fare would increase it to more than 70 percent next year.
+Though commuter rail fares have held steady for almost six years, two years longer than the subway and bus fares, their proposed percentage increase is less than half that for subway and bus tokens.
+Mr. Conway has been accused of favoring the suburbs over the city, and providing Mr. Pataki with political cover for a retreat from state support for the city's transit system.
+The chairman insisted that he was merely living with what he was given, and that his role was not to lobby Albany for more.
+But leaders of business, environmental and riders' groups took issue with that view in a letter this week to state officials. ""A responsible, credible financial plan must encompass a comprehensive package of contributions from the state, the city and other sources, and perhaps in that context, increased fare box revenues,"" wrote the group, which included Mr. Kiley, Mr. Russianoff and Richard Anderson, president of the New York Building Congress, a coalition of contractors and unions.
+Among their allies are the leaders of the State Assembly and Senator Norman J. Levy, a Republican from Merrick, L.I., who is Transportation Committee chairman. Mr. Levy said the state must contribute to the financial plan, and Senate leaders have said they would follow his lead on the issue. But without the Governor's assent, state aid is unlikely.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+M.T.A.+Board%2C+Higher+Fare+Is+Just+Part+of+a+Financing+Shift&title=New+York+Times&issn=03624331&date=1995-10-19&volume=&issue=&spage=A.1&au=Perez-Pena%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 19, 1995","To the people who take the five million trips each day on the subways, buses and commuter railroads, Mr. Conway's proposals to raise the token price to $1.50, and the Long Island and Metro-North railroad fares by up to 9 percent, have taken center stage. But the higher fares are just a fraction of the enormous balancing act Mr. Conway aims to perform. Robert R. Kiley, a former chairman, likened the package to an iceberg. ""The fare increase is the tip,"" said Mr. Kiley, president of the New York City Partnership, an alliance of corporate executives. ""It's the only part we see. Most of it is hidden, and that's the dangerous part."" Yet among all the state's transit systems, only New York City's subways and buses have endured cuts in state support. The city's riders already pay the highest share of the system's day-to-day expenses, more than 60 percent, of any system in the country. A $1.50 fare would increase it to more than 70 percent next year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Oct 1995: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Perez-Pena, Richard",New York Times Company,,Newspapers,430348584,"United States, New York, N.Y.",English,19-Oct-95,"TRANSIT SYSTEMS; FINANCES; RAILROADS; PRICES (FARES, FEES AND RATES); BUDGETS AND BUDGETING; LABOR; SUBWAYS; BUSES",New York Times,NEWSPAPER,,,,,,,
+PERSONAL COMPUTERS; Putting That Handwritten Touch on Your Mail,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/personal-computers-putting-that-handwritten-touch/docview/430327239/se-2?accountid=14586,"COLLEGE football season is well under way, which means it is time for thousands of students to write home for money.
+So let's raise a glass to the personal computer, a tool that can make the ""P.S.: send more $$$ A.S.A.P."" process much easier, more efficient, and perhaps even more lucrative.
+First, scrounge up $39.95 for a copy of Handwritten Fonts, a CD-ROM disk that works with either the Apple Macintosh or Microsoft Windows. Handwritten Fonts is a collection of some 300 computer type fonts that resemble human handwriting. As it says on the box: ""For a personal message, only a handwritten font will do. Get all the convenience of technology without the impersonal look of 'typewritten' words.""
+In other words, you can type a letter and print it on a laser printer, or any printer that can handle True Type fonts and with luck your parents may think you actually sat down and wrote them by hand. And my! How your handwriting has improved!
+T-Maker gathered handwriting samples from scores of people around the country, analyzed the samples and created True Type computer fonts from them. With 300 samples from which to choose, you can almost certainly find a font that resembles a neater version of your own printing style. As fate would have it, my own handwriting (on a good day) is similar to one called ""Peter.""
+But what if your handwriting is very distinctive, with hearts over the i's instead of boring dots, and you use lots of smiley faces and dashes?
+No problem! A custom font form is included in the Handwritten Fonts package. For an extra $44.95 plus $7 for shipping and ""special handling,"" a company called Signature Software will create a computer font from your own printing sample. The form includes space for the writer to print the alphabet, in both capital and lower-case characters, and all the numbers, plus a signature and even a smiley face or two.
+In a week or two, ""My Font"" arrives in the mail.
+The real payoff is after the holidays, when a single boilerplate ""thank you"" letter can be used over and over again, with only slight modifications. ""Dear [ relative ] , thank you SO MUCH for the [ money, new underwear, advice ] , and although I'm studying round the clock at the microbrewology lab, I wanted to take time to . . ."" You get the idea.
+Of course, such chicanery is unnecessary if Mom and Dad are wired enough to have their own electronic mail accounts. In that case, a smart student can skip the paper and simply mainline the requests for money via modem.
+Claris Emailer 1.0 can help. The $89 electronic mail utility for Macintosh computers helps manage multiple electronic mail accounts. It works with modem-based systems, specifically America Online, eWorld, Compuserve and the Internet, plus Radio Mail. It does not work as well with local area network (LAN) systems, the kind used in many businesses and some college campuses. But then, this is version 1.0, and such possibilities may be added in later versions.
+For modem-based systems, though, Claris Emailer is one of the best mail managers yet. It can be instructed to log on to the various services automatically, assuming one already has an account with those services, to retrieve and deliver mail. It gathers the incoming messages into one screen and allows the user to sort them by priority. It has a universal address book.
+With a little tinkering, Emailer can be set up to bombard Mom and Dad with ""send money now"" E-mail messages automatically. Unfortunately, the program cannot handle Handwritten Fonts. Otherwise, one could get nearly handwritten letters on the computer screen.
+With all this automation, it is easy to envision relaxing in the chemistry lab with a beaker of ethanol, handling E-mail and other correspondence with a portable Powerbook.
+But life is never without snags. Apple Computer Inc. has temporarily halted halted shipments of its new Powerbook 5300 models after a couple of them caught fire as their batteries were being charged.
+According to Apple, a few bad lithium ion batteries from a supplier spoiled the first bunch of 5300's. The other new Powerbooks, including the 190 and the 2300, are not affected because they use a different battery. The battery problem is easily fixed, but it certainly will not help Apple's reputation.
+Speaking of stupid Mac tricks, Bob LeVitus has assembled some great ones in ""New and Improved Stupid Mac Tricks"" ($19.95, Academic Press). While many of the 17 programs are amusing if loaded into your own Macintosh -- like the one that appears to splatter blood over the screen, or the one that automatically generates phony Shakespearean sonnets that make no sense -- they are much funnier when placed on a roommate's computer.
+The fun is especially intense when the roommate is about to stay up all night trying to finish that English paper and the screen starts melting, or a bogus alert screen signals that the hard disk is being reformatted.
+Many of the gag programs from the days of the Motorola 68000 chip have been updated to run on Power Macintoshes, proving that you can teach a new Mac old tricks.
+More information about Handwritten Fonts is available from the T/ Maker Company of Mountain View, Calif.; telephone (800) 986-2537.
+Information about Claris Emailer 1.0 is available from the Claris Corporation of Santa Clara, Calif., at (800) 544-8554.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSONAL+COMPUTERS%3B+Putting+That+Handwritten+Touch+on+Your+Mail&title=New+York+Times&issn=03624331&date=1995-09-19&volume=&issue=&spage=C.10&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 1995","First, scrounge up $39.95 for a copy of Handwritten Fonts, a CD-ROM disk that works with either the Apple Macintosh or Microsoft Windows. Handwritten Fonts is a collection of some 300 computer type fonts that resemble human handwriting. As it says on the box: ""For a personal message, only a handwritten font will do. Get all the convenience of technology without the impersonal look of 'typewritten' words."" The real payoff is after the holidays, when a single boilerplate ""thank you"" letter can be used over and over again, with only slight modifications. ""Dear [ relative ] , thank you SO MUCH for the [ money, new underwear, advice ] , and although I'm studying round the clock at the microbrewology lab, I wanted to take time to . . ."" You get the idea. With a little tinkering, Emailer can be set up to bombard Mom and Dad with ""send money now"" E-mail messages automatically. Unfortunately, the program cannot handle Handwritten Fonts. Otherwise, one could get nearly handwritten letters on the computer screen.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 1995: C.10.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,430327239,"United States, New York, N.Y.",English,19-Sep-95,DATA PROCESSING (COMPUTERS); COMPUTER PRINTERS; HANDWRITING; SOFTWARE PRODUCTS; ELECTRONIC INFORMATION SYSTEMS; ELECTRONIC MAIL; CD-ROM (COMPACT DISK-READ ONLY MEMORY); PERSONAL COMPUTERS,New York Times,NEWSPAPER,,,,,,,
+ON LANGUAGE; Cyberlingo,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-language-cyberlingo/docview/429987418/se-2?accountid=14586,"SIR WINSTON Churchill is turning over in his grave.
+Peering into the mists of the future, the keepers of all the books and papers of the past and present at the Library of Congress came up with a dreary name for its plans to reproduce a core of its holdings as on-line digital bits: the National Information Infrastructure.
+When Sir Winston in 1950 heard an opposition politician use infrastructure, the lover of forthright English prose rose in the House of Commons to heap ridicule on the uppity member: ""It may well be that these words 'infra' and 'supra' have been introduced into our current political parlance by the band of intellectual highbrows who are naturally anxious to impress British labor with the fact that they learned Latin at Winchester.""
+Vampire-like, infrastructure has returned in the dead of night to suck the blood out of the colorful language of the information age. A Washington Post editorialist had a livelier idea, infradigging up the scene of the linguistic crime as ""The 'Cyberbrary' of Congress.""
+Let's interface it: cyberis the hot combining form of our time. If you don't have cyberphobia, you are a cyberphiliac.
+When a Los Angeles think tank started the experimental Democracy Network to let politicians interact on line, the move was headlined as ""Campaigning in Cyberspace""; that word was coined by William Gibson in ""Neuromancer,"" his 1984 sci-fi novel. Bill Howard, executive editor of PC Magazine, modems me that ""originally cyberspace was the future network created when people melded their brains with computers. It then came to mean the romanticized non-place where hackers met to carry on electronic conversations. Cyberspace in the past year or two has come to be more broadly equated with the Internet (a.k.a. the information highway, infobahn, autostrada, etc.)."" Gibson's novel was the forerunner of what has come to be called cyberpunk fiction; John Markoff of The New York Times was co-author of a book about computerdom titled ""Cyberpunk.""
+In what it hailed as ""the first interactive election event of its kind,"" U.S. News & World Report labeled its election night on-line forum a cybercast. The Popcorn Channel, a service for moviecomers (as contrasted with moviegoers), took an ad in Variety to denounce pretentious interactivists as cybercrats. Sean Piccoli wrote in The Washington Times that ""battlefield valor belongs not to the brawny soldier but to the astrophysics major who invented smart bombs,"" somebody who's called a cyberwonk.
+Newsweek, which calls its page covering the virtual virtues Cyberscope (on the analogy of its Periscope page), informs us that ""steamy computer bulletin-board exchanges"" form what is called cybersex. Naturally, the climax induced by computer-transmitted stimuli is a cybergasm, as safe as sex gets.
+A New York advertising agency, Biederman, Kelly & Shaffer, issued a glossary of ""the new cyberlingo"" titled ""Cybertalk""; its definition of cyber-, the combining form, is ""just a slang hand-me-down from Cybernetics.""
+Which brings us to Norbert Wiener, the early automation genius, who settled on kybernan, the Greek word for ""to steer,"" hence ""govern,"" and declared in 1948: ""We have decided to call the entire field of control and communication theory, whether in the machine or in the animal, by the name Cybernetics."" (That's how to coin a word authoritatively. Wiener was apparently unaware of the 1834 use of cybernetique by the French physicist A. M. Ampere to mean ""the art of governing."")
+""There is no doubt that cyber- is now a combining form,"" says the lexicographer Cynthia Barnhart, ""though it seems to have slipped by dictionary makers."" A pub in London where you can get a vodka is named after the frozen wastes of Cyberia. The Core Corps
+""On those things that are at the core of our contract,"" said incipient Speaker Newt Gingrich, ""on those things that are at the core of our philosophy . . . there will be no compromise.""
+Core is in. To get right to the heart of the matter, as we used to say, such terms as center, hub, nucleus, crux and even quintessence have been rendered hopelessly old-fashioned.
+Those who remember core mainly for ""rotten to the core"" had better get down to the kernel of the nut: the vogue word's power is shown by its use not merely as a noun but also as a modifier.
+Newtonians speak of core beliefs; virtuous William Bennett holds forth on core values; liberal alliterators worry about core concerns in the core city (inner is out). Thus has core established itself as the year's hottest attributive noun, ousting yesteryear's executive summary and killer whale.
+Bryce Harlow, the speech writer and adviser to Presidents, liked to express the center's center as ""peeling the onion down to where the tears are."" Shakespeare's Hamlet swore that if he could find a man that is not passion's slave, ""I will wear him in my heart's core,"" immediately defining that for slow audiences as ""in my heart of heart."" Shakespeare used the singular heart of heart correctly. By 1806, Wordsworth was pushing the plural, which is now the familiar form: ""Yet in my heart of hearts I feel your might.""
+When did we start using core as a modifier? In the 19th century, core bar and core box were used in metal-casting. In 1926, a guide to Stone Age implements in the British Museum observed ""the change from a core-industry to a flake-industry."" (Flake-industries today range from head shops to political commentary.)
+To get to the nub, I turned to the Barnhart Dictionary of Etymology. The noun is suggested there to be derived from the French coeur, literally ""heart,"" from the Latin cor for the same word, which does not lead to a coronary (from the Latin corona, ""crown""). The etymologists report that the first use of core to mean ""the part of a nuclear reactor containing fissionable material"" was recorded in 1949, and note that the verb form -- ""to take out the core of fruit"" -- dates to the mid-15th century.
+But this excellent reference work about linguistic roots has no coverage of the attributive noun that today's deep thinkers have taken to their innermost lexicon. For that, you have to go to the cover of the dictionary, which advertises itself as covering ""the core vocabulary of Standard English.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ON+LANGUAGE%3B+Cyberlingo&title=New+York+Times&issn=03624331&date=1994-12-11&volume=&issue=&spage=A.32&au=Safire%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 11, 1994","When a Los Angeles think tank started the experimental Democracy Network to let politicians interact on line, the move was headlined as ""Campaigning in Cyberspace""; that word was coined by William Gibson in ""Neuromancer,"" his 1984 sci-fi novel. Bill Howard, executive editor of PC Magazine, modems me that ""originally cyberspace was the future network created when people melded their brains with computers. It then came to mean the romanticized non-place where hackers met to carry on electronic conversations. Cyberspace in the past year or two has come to be more broadly equated with the Internet (a.k.a. the information highway, infobahn, autostrada, etc.)."" Gibson's novel was the forerunner of what has come to be called cyberpunk fiction; John Markoff of The New York Times was co-author of a book about computerdom titled ""Cyberpunk."" Bryce Harlow, the speech writer and adviser to Presidents, liked to express the center's center as ""peeling the onion down to where the tears are."" Shakespeare's Hamlet swore that if he could find a man that is not passion's slave, ""I will wear him in my heart's core,"" immediately defining that for slow audiences as ""in my heart of heart."" Shakespeare used the singular heart of heart correctly. By 1806, Wordsworth was pushing the plural, which is now the familiar form: ""Yet in my heart of hearts I feel your might."" To get to the nub, I turned to the Barnhart Dictionary of Etymology. The noun is suggested there to be derived from the French coeur, literally ""heart,"" from the Latin cor for the same word, which does not lead to a coronary (from the Latin corona, ""crown""). The etymologists report that the first use of core to mean ""the part of a nuclear reactor containing fissionable material"" was recorded in 1949, and note that the verb form -- ""to take out the core of fruit"" -- dates to the mid-15th century.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Dec 1994: A.32.",11/15/17,"New York, N.Y.",,"Safire, William",New York Times Company,,Newspapers,429987418,"United States, New York, N.Y.",English,11-Dec-94,ENGLISH LANGUAGE,New York Times,NEWSPAPER,,,,,,,
+Microsoft in $1.5 Billion Deal to Acquire Intuit,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/microsoft-1-5-billion-deal-acquire-intuit/docview/429896631/se-2?accountid=14586,"Special to The New York Times
+The Microsoft Corporation, in the software industry's largest acquisition ever, agreed today to acquire Intuit Inc., the producer of the leading personal finance program, Quicken, in a stock swap valued at about $1.5 billion.
+For Microsoft, the world's largest software company, the ownership of Quicken would put the company in a position to dominate the emerging market for writing checks, paying bills and shopping electronically from home. Moreover, the acquisition highlights that Microsoft will expand its dominance through acquisition when its ability to do so with its own products fails.
+Quicken, with six million users, is already the leader by far in financial software for personal computers, and is used by a few small banks in the United States as the means for letting their customers do their banking from home. If Quicken can become the dominant software for electronic financial transactions -- whether through personal computers and modems or interactive television sets and cable systems -- Microsoft could skim royalties or fees from each transaction.
+Just as selling razor blades is perhaps more profitable than selling razors, the recurring revenues from the use of a product like Quicken could easily outweigh the sales of the software itself, which is priced at $40. By merely charging a small fee for each transaction using Quicken -- if repeated millions of times a day around the country or the world -- Microsoft could see its profits grow astronomically.
+""Intuit is a phenomenal company and it is a unique situation where the sum is greater than the parts,"" Microsoft's chairman and chief executive, William H. Gates 3d, said today at a news conference in Palo Alto, Calif. ""Certainly managing finances, in the broadest sense, is one of the major opportunities that electronic world will present. That is a major part of the future of software and Microsoft wants to be there.""
+The acquisition reflects ""our vision of where the business is going,"" Michael J. Maples, executive vice president of Microsoft, said in a telephone interview. ""Intuit already has a very large group of loyal customers, almost a cult.""
+With the acquisition ""we have their attention when they're thinking about home finance; it's very logical to extend that to broader and broader categories of electronic services,"" he said.
+Although the acquisition was announced after the close of trading today in New York, shares of Intuit had risen in recent days on speculation about a deal with Microsoft. Shares of Intuit rose $3.25, to $50.25, in Nasdaq trading today. Shares of Microsoft rose $1, to $57.25, in Nasdaq trading.
+At today's closing price, Intuit has a market valuation of about $956.76 million. Intuit, based in Menlo Park, Calif., went public in 1993 at $20 a share.
+Based on Microsoft's closing price and an exchange ratio of 1.336 shares of Microsoft's stock for each share of Intuit, Intuit shareholders would receive $76.49 a share. Should Microsoft's stock price drop, the ratio would be adjusted to maintain a floor value of $71 a share.
+In acquiring Intuit, Microsoft, based in Redmond, Wash., is conceding the weakness of its own personal finance software, Money, which has captured only a tiny share of the market since its introduction a couple of years ago.
+Apparently to stave off antitrust concerns, Microsoft, as part of the deal, will sell Microsoft Money to its software rival, Novell Inc., based in Provo, Utah, which intends to fold the product into Novell's Wordperfect line of software products. The terms of the sale of Money were not disclosed, but Mr. Gates of Microsoft said the amount was ""not material"" to the company's business.
+An analyst with Creative Strategies, Tim Bajarin, said the deal with Intuit ""made a great deal of sense."" He added: ""Microsoft created Money and failed miserably. The acquisition of Intuit will give them a whole new avenue into the home market.""
+Acquiring Intuit, which had net income of $25.4 million before various special charges relating to merger activity and sales of $223 million for the fiscal year that ended in July, will nearly double the revenues of Microsoft's home software business and give more weight to the company's plans for the home banking field and other on-line services.
+Microsoft has been reported to be developing an on-line service with the code name Marvel. But Intuit, in addition to its home-banking arrangements, already offers on-line updates of mutual funds' performance and other financial data to the users of its software.
+Intuit also recently acquired the National Payment Clearing House, an electronic bill-paying service, which had been processing payments for users of Microsoft Money.
+Analysts said today's deal made sense for both companies. Microsoft has stumbled with Money, which has been used by only a handful of home-banking operations. But Intuit, despite making inroads with smaller banks, has lacked the clout to strike deals with large financial institutions to use its product in on-line home banking services.
+Indeed, in an interview earlier this week, Scott D. Cook, the chairman and founder of Intuit, expressed frustration about the company's progress with large financial institutions. ""It's going to take some real scale to make this piece work,"" he said, referring to the automation of day-to-day banking transactions.
+Mr. Cook said today that the company had achieved that scale. ""We believe that as part of Microsoft, we will more quickly advance toward our goal of improving people's financial lives and helping financial institutions use the information highway for closer, richer relationships with their customers,"" he said.
+Under the terms of the deal, which the companies hope to complete within a few months, pending approval by shareholders and any necessary Government approval, Mr. Cook will become Microsoft's executive vice president of electronic commerce, reporting to Mr. Gates. William Campbell, Intuit's president and chief executive, will head the new financial products division of Microsoft, reporting to Mr. Maples.
+By buying Intuit, Microsoft acquires the leader in a key market segment, a move consistent with the few other acquisitions that the software giant has made.
+Earlier this year Microsoft acquired Softimage Inc., the No. 1 maker of computer animation programs, in a stock swap valued at $130 million. Previous acquisitions have included Forethought Inc., the producer of the Powerpoint presentation graphics program, in 1987, and Fox Software, a publisher of database programs, in 1992.
+Chart ""Financial Software"" shows market share inpersonal finance and tax software for first half of 1994. (Source: PC Data) (pg. D2) Graph showing the daily closing prices for Intuit. (Source: Datastream) (pg. D2)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Microsoft+in+%241.5+Billion+Deal+to+Acquire+Intuit&title=New+York+Times&issn=03624331&date=1994-10-14&volume=&issue=&spage=D.1&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 14, 1994","""Intuit is a phenomenal company and it is a unique situation where the sum is greater than the parts,"" Microsoft's chairman and chief executive, William H. Gates 3d, said today at a news conference in Palo Alto, Calif. ""Certainly managing finances, in the broadest sense, is one of the major opportunities that electronic world will present. That is a major part of the future of software and Microsoft wants to be there."" Based on Microsoft's closing price and an exchange ratio of 1.336 shares of Microsoft's stock for each share of Intuit, Intuit shareholders would receive $76.49 a share. Should Microsoft's stock price drop, the ratio would be adjusted to maintain a floor value of $71 a share. An analyst with Creative Strategies, Tim Bajarin, said the deal with Intuit ""made a great deal of sense."" He added: ""Microsoft created Money and failed miserably. The acquisition of Intuit will give them a whole new avenue into the home market.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Oct 1994: D.1.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,429896631,"United States, New York, N.Y.",English,14-Oct-94,"MERGERS, ACQUISITIONS AND DIVESTITURES; DATA PROCESSING (COMPUTERS); PERSONAL COMPUTERS; SOFTWARE PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+U.S. Cuts Back $7 Billion Plan For Air Traffic,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-cuts-back-7-billion-plan-air-traffic/docview/429791347/se-2?accountid=14586,"Special to The New York Times
+After years of cost overruns and long delays, the Administration announced today that it would scale back its $7 billion program to modernize the nation's air traffic control system.
+David R. Hinson, administrator of the Federal Aviation Administration, said the changes would probably mean that only the air control towers at the largest airports would get new computer systems. And he said a sophisticated new system intended to expedite air traffic would be re-examined.
+He said the cutbacks would not jeopardize air safety or efficiency but would save taxpayers hundreds of millions of dollars and enable the Government to buy more up-to-date equipment.
+""These decisions go far in our effort to insure that the public and the aviation community receive the promised benefits of modernized air traffic control at a price and in a time frame that reflects a disciplined, business-like approach,"" Mr. Hinson said.
+The program, the Advanced Automation System, was meant to help controllers keep better track of planes in increasingly crowded skies. Its cost was initially estimated at $4.3 billion, of which $2.3 billion has already been spent. The Government had hoped to start using the new computers and software in the nation's air traffic control centers in the mid-1990's, but the start had been delayed about a decade.
+Management and bureaucratic problems involving contracts for new technologies led to such delays that by the time the equipment arrived it was both more costly than initially projected and often outmoded. Ultimately, $2.7 billion was added to the overall estimate.
+The Administration maintains that such problems could be eliminated, along with Government red tape, if Congress would approve its proposal to create a public corporation to run the air traffic control system. But some members of Congress responsible for overseeing such issues have opposed the idea.
+While stressing that the action today would not affect air safety, Mr. Hinson said it would eliminate duplication and programs that went beyond the scope of the original modernization plan.
+One example was a proposal to computerize the flight strips on which air traffic controllers mark the location of airplanes. They now write down this information by hand. When the controllers found out that it would take 52 key strokes on the terminals for the task, they said they preferred to stick with the manual system.
+The decision will cancel or cut back four of five components of the overall modernization plan. Among those canceled or put on hold are a computer system that would guide aircraft 10 to 54 miles from airports and an en-route system to guide flights farther than 54 miles. Money Already Spent
+F.A.A. officials said that most of the $2.3 billion already spent was for computers for regional traffic control centers, which direct traffic between airports. The contract was awarded to International Business Machines Corporation. But in March, the I.B.M. division handling the contract was bought by the Loral Corporation, a leading military supplier that is based in New York City.
+Bernard Schwartz, chairman of Loral, said in a statement: ""Loral fully concurs with Administrator Hinson's decision. The changes in the program announced today will have no material negative impact on the forecasted earnings, backlog or financial condition of the company.""
+Mr. Hinson made the announcement at a news conference and in a letter to Representative James L. Oberstar, chairman of the Public Works and Transportation subcommittee on aviation.
+""With the changes we are making today, the agency will achieve our modernization objectives in a simpler, more technically viable manner, at a savings of hundreds of millions of dollars from current estimates,"" Mr. Hinson said. Allocating New Equipment
+The agency said only 70 airport towers would receive new computer systems instead of 150 as originally planned. The towers control takeoffs and landings and aircraft within a distance of about 10 miles from the airport. The reduction will be made on the basis of cost-benefit analysis, F.A.A. officials said, with towers in the 70 largest airports most likely to receive the new equipment.
+The agency said more study was needed before deciding whether to complete the modernization of the en-route system, which consists of 180 air traffic control centers, called the Initial Sector Suite System, on which the Government already has spent $1.4 billion. A study by the Center for Naval Analysis was highly critical of the software prepared for the system.
+""This underscores our deep concern about the value of the product received by the Government to date and going forward with the current program based on the already-completed and purchased software,"" Mr. Hinson said. Software Problems
+He said the only way to decide whether to continue the program was by taking the computer software code apart a line at a time.
+The agency also canceled the Area Control Computer Complex, intended to unite the various segments of the modernization plan. ""We have concluded that the same safety and efficiency benefits can be provided to the industry and traveling public"" through other programs, he said.
+Mr. Hinson announced on Thursday that the F.A.A. had canceled plans to continue a microwave landing system intended to replace the instrument landing system now used by aircraft. The microwave system had been made obsolete by new satellite technology, Mr. Hinson said. The Government had invested $400 million in the program.
+Mr. Hinson told Congress last month that the agency might cancel the entire $7 billion program to modernize the air traffic control system, which has been subject to long delays and high cost overruns.
+Called before an exasperated Congressional panel to assess the progress of the project, Mr. Hinson said at the time, ""The first option is to cancel the program, and that option is still on the table."" But he said he preferred to continue the program, reduce its scope and cost and improve its management.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Cuts+Back+%247+Billion+Plan+For+Air+Traffic&title=New+York+Times&issn=03624331&date=1994-06-04&volume=&issue=&spage=1.1&au=Tolchin%2C+Martin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1994","Bernard Schwartz, chairman of Loral, said in a statement: ""Loral fully concurs with Administrator [David R. Hinson]'s decision. The changes in the program announced today will have no material negative impact on the forecasted earnings, backlog or financial condition of the company."" ""With the changes we are making today, the agency will achieve our modernization objectives in a simpler, more technically viable manner, at a savings of hundreds of millions of dollars from current estimates,"" Mr. Hinson said. Allocating New Equipment Mr. Hinson announced on Thursday that the F.A.A. had canceled plans to continue a microwave landing system intended to replace the instrument landing system now used by aircraft. The microwave system had been made obsolete by new satellite technology, Mr. Hinson said. The Government had invested $400 million in the program.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1994: 1.1.",11/15/17,"New York, N.Y.",,"Tolchin, Martin",New York Times Company,,Newspapers,429791347,"United States, New York, N.Y.",English,4-Jun-94,"AIRLINES AND AIRPLANES; NEW MODELS, DESIGN AND PRODUCTS; RADAR; AIR TRAFFIC CONTROL; CONTRACTS; ACCIDENTS AND SAFETY; DATA PROCESSING (COMPUTERS); BUREAUCRATIC RED TAPE; SOFTWARE PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+SOFTWARE; Computer Games With Principles,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/software-computer-games-with-principles/docview/429372891/se-2?accountid=14586,"""LET early education be a sort of amusement,"" Plato wrote. But as many educators say, this fine line is not easily walked. If a lesson is too playful, the need for thinking falls away; too book-intensive, and the current generation of so-called visual learners quickly loses interest.
+But this fine line has proved something of a cakewalk for Maxis, a California computer game company that started out with no intention of serving the educational market. The founder of Maxis, Jeff Braun, set out with a much more self-interested mission in the mid-1980's. He had been experimenting with video games, but found most too trivial -- ""So what if you shoot up a spaceship?"" But he saw a business and education opportunity in developing games ""that a yuppie adult like me would enjoy,"" he said. He nicknamed his venture ""Games for Jeff.""
+In 1987 he founded Maxis, the software publisher based in Orinda, Calif., that sold $13.3 million worth of entertainment software last year and has won a loyal following of educators.
+A great many companies now produce educational software, though many emphasize drills and practice to complement the curriculum they cover, such as ""Number Munchers,"" by Mecc of Minneapolis, ""Reader Rabbit,"" by the Learning Company, and ""The Quarter Mile,"" by Barnum Software.
+But Maxis is markedly different. ""It deals with principles,"" says Doreen Nelson, professor of environmental design at California State Polytechnic at Pomona, who has done consulting work for Maxis and studies education theory. ""In this whole world of technology, Maxis really stands out.""
+As their names suggest, the company's most popular titles, including ""SimCity,"" ""SimAnt"" and ""SimLife,"" which sell for $30 to $40, are simulation games in which the player is master of a particular universe. Turn on ""SimCity"" and you are the urban planner of a city where a year passes in a matter of minutes. Starting with an empty canvas, the player builds a city by adding residential areas, police and fire departments, shopping areas and businesses. Want more taxes to pay for more police to rein in criminals in the bad part of town? No problem; bring in some more big business. But wait! What to do with the pollution those companies are creating? How do you plan to accommodate a growing population? Endless Trade-Offs
+The questions, solutions, sacrifices and trade-offs go on indefinitely, with the kind of challenge that promotes critical thinking. ""Kids think there is an answer to every question, but the questions change over time,"" Mr. Braun says. ""There's no win or lose, just cause and effect."" And the effects are reflected in the player's slipping or rising public opinion in the eyes of the simulated city's residents.
+In ""SimAnt,"" the player is the commander of a black-ant colony that competes with a colony of red ants for territory and food, while contending with such hazards as lawn mowers.
+Ms. Nelson says that although the games have high value in helping teach students to grasp the abstract and promote critical thinking, they are by no means perfect. The computer screen, after all, is two-dimensional. And she has found that students learn best when they are physically building a model city themselves.
+In the best of all worlds, students would get a sense of how the simulation games' complex innards work. In ""SimCity,"" for example, an urban-modeling simulator that is based on real-world data conducts ongoing calculations based on a matrix of tax rates, crime statistics and property values. Currently, this function is invisible.
+Still, so many teachers have expressed an interest in Maxis programs that the company has developed handbooks to help teachers work up short lessons using the program. Teachers have also contributed to the writing of the handbooks.
+David Felt, a science teacher at Monterey (Calif.) High School, has contributed many lessons, including one in which students are assigned to analyze the warring ant colonies in ""SimAnt."" Mr. Felt also uses the program to teach his students more generally about arthropods. He asks the students to design an ant's appendages to work in space, thereby underscoring how each appendage of an earthbound ant is designed for a specific purpose.
+To a degree, Mr. Felt's exercise points up some of the current thinking about the use of computers in the classroom. Technology was once seen as a laudable solution destined for a starring role in schools. But educators now see computers as a small piece in a larger puzzle. For example, many teachers are using computers as tools for increasing interaction among students.
+Even so, computers have emerged as the best tutor for some students, particularly those who require remedial work. Nona Johnson, a math teacher who also coordinates computer activities at Isaac E. Young Middle School in New Rochelle, N.Y., noted that students can proceed through drill and practice programs at their own rate, and can make mistakes without risking embarrassment among their peers.
+Such thinking is a long way from Mr. Braun's pre-Maxis days, when he ran a company that developed factory-floor automation systems using bar codes. Then in 1985, he was taken with graphics and audio capabilities of the Amiga computer. ""I decided it was going to change the world,"" he said. He developed specialized editing software, then sold the company with an eye to entering the video-game business, which he saw as a more creative field. A Video-Game Party
+He needed programmers, and figured the best way to meet them was to throw a party featuring pizza, beer and, of course, video games. There he met Will Wright, whose game ""Raid on Bungeling Bay"" had sold a million copies but who had had worse luck with ""Metropolis,"" a more constructive version of urban planning. When Mr. Wright shopped ""Metropolis"" around he was told that if players could not win, it was not a game.
+The party's host thought otherwise. ""It was a breakout, something I had never seen before,"" said Mr. Braun, and the two joined forces.
+Their work has prompted some equally surprising results. Mr. Felt, the science teacher, for example, was introduced to Maxis software through his son, who peppered him one evening with questions while playing with ""SimEarth."" ""He turned to me and said, 'Dad, what does the greenhouse effect mean?' "" Mr. Felt recalled his son saying. ""After about the third question I said, 'What are you doing?' ""
+His son explained ""SimEarth,"" and Mr. Felt has been a Maxis fan ever since. ""It's pretty amazing,"" he said, ""that a game company could put together so many concepts we use in science.""
+Photograph Jeff Braun, standing, and Will Wright, simulation-game creators, at their Orinda, Calif., office. (Jim Wilson/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOFTWARE%3B+Computer+Games+With+Principles&title=New+York+Times&issn=03624331&date=1993-11-07&volume=&issue=&spage=A.36&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--Unit ed States,3624331,"Copyright New York Times Company Nov 7, 1993","This fine line has proved something of a cakewalk for Maxis, a California computer game company that started out with no intention of serving the educational market. The founder of Maxis, Jeff Braun, set out with a much more self-interested mission in the mid-1980's. He had been experimenting with video games, but found most too trivial -- ""So what if you shoot up a spaceship?"" But he saw a business and education opportunity in developing games ""that a yuppie adult like me would enjoy,"" he said. He nicknamed his venture ""Games for Jeff."" As their names suggest, the company's most popular titles, including ""SimCity,"" ""SimAnt"" and ""SimLife,"" which sell for $30 to $40, are simulation games in which the player is master of a particular universe. Turn on ""SimCity"" and you are the urban planner of a city where a year passes in a matter of minutes. Starting with an empty canvas, the player builds a city by adding residential areas, police and fire departments, shopping areas and businesses. Want more taxes to pay for more police to rein in criminals in the bad part of town? No problem; bring in some more big business. But wait! What to do with the pollution those companies are creating? How do you plan to accommodate a growing population? Endless Trade-Offs Their work has prompted some equally surprising results. Mr. [David Felt], the science teacher, for example, was introduced to Maxis software through his son, who peppered him one evening with questions while playing with ""SimEarth."" ""He turned to me and said, 'Dad, what does the greenhouse effect mean?' "" Mr. Felt recalled his son saying. ""After about the third question I said, 'What are you doing?' ""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Nov 1993: A.36.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429372891,"United States, New York, N.Y.",English,7-Nov-93,EDUCATION AND SCHOOLS; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+Clinton Job Plan In Manufacturing Meets Skepticism,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/clinton-job-plan-manufacturing-meets-skepticism/docview/428796114/se-2?accountid=14586,"Over and over, President-elect Bill Clinton has said that creating more manufacturing jobs was at the top of his agenda. But even staunch supporters in the economics profession say he is doomed to frustration on that score.
+For example, Mr. Clinton told a small group of economists last August that he was concerned about creating more factory jobs, and he asked what his Administration could do about it. Paul Krugman, an expert on international competitiveness at M.I.T., replied, ""Basically, nothing.""
+And ""that's still the correct answer,"" Professor Krugman said recently.
+Richard Freeman, a labor economist at Harvard University who has studied blue-collar employment, added, ""The best you can do is maintain the absolute number of manufacturing jobs."" Hiring Focused in Services
+To be sure, factories are apt to recall some furloughed workers, and a few growth industries will surely add to their head counts. But beyond a cyclical uptick, economists say, it is the sprawling services -- everything from auto-repair shops to brokerage firms to schools -- not manufacturing, that will be hiring.
+That view is shared by forecasters at the Bureau of Labor Statistics and Data Resources/McGraw-Hill, who see no net additions to the 18 million or so total manufacturing jobs before the end of the century despite more than 20 million new jobs in the economy as a whole. If these projections pan out, manufacturers will employ less than 15 percent of the work force by 2005, compared with slightly less than 20 percent now.
+The reason is not that American manufacturers are not competitive enough to get the business. In fact, it is pretty much the opposite. The forecasters expect industrial production to grow at a healthy pace, but enormous strides in efficiency -- new products, new processes, better organization and growing automation -- are allowing manufacturers to produce more goods with the same or fewer hands and a shrinking share of total employment.
+Last year, output per hour in manufacturing grew faster in the United States than in Germany and even in Japan. And for the past six quarters, factory output has grown at nearly a 4 percent annual rate, twice as fast as productivity elsewhere in the economy.
+There is nothing new about this pattern -- and that is one reason to think it will persist. Productivity growth in factories has outpaced services for virtually the entire stretch since World II, probably because it is inherently easier to automate the production of steel than the performance of a symphony.
+Today, American factories produce five times as much as they did in 1946. Yet, the number of workers on the assembly line -- 12.3 million -- remains virtually the same.
+""The long-term trend in manufacturing is recapitulating the long-term trend in farming,"" Professor Krugman said. ""During the past century, we've had rapid productivity growth in farming, and the result is fewer farmers. Over the past 40 years, the end result of rapid productivity growth in manufacturing is relatively few manufacturing workers.""
+Some Clinton policy proposals intended to lift productivity, like an investment tax credit to spur equipment investment or certain kinds of infrastructure spending, are more apt to reinforce the trend than to turn it around. And others, like proposals to promote specific high-wage industries, would likely have no effect on the mix of jobs just because high-wage industries buy lots of goods and services from low-wage industries. So unless productivity gains in manufacturing unexpectedly peter out or the appetite for manufactured goods grows at improbable rates, manufacturing's share of total jobs is likely to keep shrinking. 'Cutting Edge of Employment'
+""Just like in the 1960's, 1970's and 1980's, the cutting edge of employment expansion in the 1990's will continue to be private, nongovernmental services,"" said Erich Heinemann, chief economist at Ladenberg Thalmann. Virtually all of the 67 million new jobs created since World War II have sprouted in the services.
+Would that be awful for American workers, especially the ones without college degrees, as Mr. Clinton and his team seem to think? Probably not, many economists say.
+For starters, one basic reason that manufacturing jobs are regarded as superior is that the average paycheck is a bit bigger. But the difference is smaller than most people realize, in part because factory pay had been growing more slowly than pay in services for much of the 1980's. The average factory wage (with overtime) is $11.55 an hour; in comparison, jobs in construction pay $14.17, transportation $13.66, wholesale trade $11.55 and finance $11.07.
+More important, most good jobs in the economy -- including for people without college degrees -- are not in manufacturing anyway. 'A Misleading Notion'
+""There's a misleading notion that services consist of investment bankers and lawyers on the one hand and fast-food employees on the other,"" said Marvin Kosters, a senior fellow at the American Enterprise Institute, ""but both are small fractions of service jobs.""
+Kevin Lang at the University of Boston and Bill Dickenson at the University of California at Berkeley studied the proportion of good jobs and bad jobs in different industries. They suggest that roughly three times as many good jobs are found outside of manufacturing as inside manufacturing. Good jobs are those where pay is relatively high and rises with experience and schooling. Bad jobs are ones with low starting pay and no wage growth over a career.
+Service-producing industries have on average, they found, a lower proportion of good jobs and a higher proportion of bad jobs. Even so, the proportion of good jobs is fairly high in most broad service sectors and, more important, there are nearly five times as many service-producing jobs as factory jobs: ""Our big finding is that there's no industry that's really heavily bad jobs.""
+There is no necessary link between the growth of service jobs and sluggish pay increases, although both were true of the 1970's and 1980's. But in the 1950's, service-job growth was relatively slow, but productivity and pay surged. And in the 1920's, service jobs boomed, overtaking manufacturing, and so did pay and productivity. Enthusiasm for Job Training
+What is often overlooked is that there is no economic law that says the benefits of rapid productivity growth in one segment of the economy, like manufacturing, will necessarily be captured by the businesses and workers in the high-productivity industries. ""Productivity growth is good wherever it occurs,"" Professor Krugman said. ""It's good for the standard of living."" Despite stellar efficiency gains in farming, farmers don't have especially high incomes, and most of the benefits have flowed to consumers in the form of lower food prices, which directly increase people's ability to buy other things, services included.
+Economists are more enthusiastic about another Clinton concern: job training.
+""The notion that trying to beef up the manufacturing base so you can beef up manufacturing jobs says that we have to try to develop more demand for less-skilled workers,"" said Mr. Kosters of the American Enterprise Institute. ""What we should try to work toward is a better trained, better schooled workforce. That's where we as a country have a comparative advantage.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Clinton+Job+Plan+In+Manufacturing+Meets+Skepticism&title=New+York+Times&issn=03624331&date=1992-12-27&volume=&issue=&spage=A.1&au=Nasar%2C+Sylvia&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 27, 1992","""The long-term trend in manufacturing is recapitulating the long-term trend in farming,"" Professor [Paul Krugman] said. ""During the past century, we've had rapid productivity growth in farming, and the result is fewer farmers. Over the past 40 years, the end result of rapid productivity growth in manufacturing is relatively few manufacturing workers."" ""Just like in the 1960's, 1970's and 1980's, the cutting edge of employment expansion in the 1990's will continue to be private, nongovernmental services,"" said Erich Heinemann, chief economist at Ladenberg Thalmann. Virtually all of the 67 million new jobs created since World War II have sprouted in the services. What is often overlooked is that there is no economic law that says the benefits of rapid productivity growth in one segment of the economy, like manufacturing, will necessarily be captured by the businesses and workers in the high-productivity industries. ""Productivity growth is good wherever it occurs,"" Professor Krugman said. ""It's good for the standard of living."" Despite stellar efficiency gains in farming, farmers don't have especially high incomes, and most of the benefits have flowed to consumers in the form of lower food prices, which directly increase people's ability to buy other things, services included.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1992: A.1.",5/28/19,"New York, N.Y.",,"Nasar, Sylvia",New York Times Company,,Newspapers,428796114,"United States, New York, N.Y.",English,27-Dec-92,UNITED STATES ECONOMY; LABOR; HIRING AND PROMOTION; ELECTION ISSUES; Service industries,New York Times,NEWSPAPER,,,,,,,
+Mazda Drops Luxury Line Plan for U.S.,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mazda-drops-luxury-line-plan-u-s/docview/428740851/se-2?accountid=14586,"Special to The New York Times
+The Mazda Motor Corporation sharply scaled back its efforts to enter the luxury automobile market today, saying it would abandon plans to set up a separate dealer network in the United States and Canada to sell new high-priced vehicles under the Amati name.
+Mazda, struggling to remain profitable, also said it would stop work on one of the two luxury cars it has been developing for sale in North America, but would continue work on the other.
+The decision is one of the most significant yet in a retrenchment by Japan's automobile companies, which are struggling to cut costs because of weak vehicle sales at home and abroad. Losses or sagging profits have caused some companies to delay new-model introductions and to curtail the varieties in their product lines.
+Mazda is ""kind of pulling in its horns for a while,"" said Ben Moyer, automobile analyst at Merrill Lynch Japan. ""They've extended themselves too far, and the expense of setting up a new distribution channel at this time will be too burdensome for them.""
+The Hiroshima-based company had hoped its new Amati brand would take its place alongside Toyota's Lexus, Nissan's Infiniti and Honda's Acura, the three Japanese luxury brands that have been gaining in a market segment long associated with European brands like Mercedes Benz and BMW.
+Mazda, which announced the formation of its Amati brand in August 1991, had already recruited 67 dealers in the United States and 15 in Canada to sell the cars, which had been expected to reach the market in the spring of 1994.
+Mazda's decision was a bitter disappointment to Lord, Dentsu & Partners, an advertising agency in Los Angeles and New York that in January bested four other agencies in a five-month review for the Amati account, estimated at $60 million to $70 million. Recently, there had been speculation that the budget would climb as high as $130 million to cover additional marketing expenses like local dealer advertising.
+""I've never been in this situation before,"" said Richard Lord, chairman and chief executive, in New York. ""It's the loss of great expectations rather than a chunk of business.
+""What we've lost was a piece of tomorrow,"" he added. Mr. Lord said the agency had been reimbursed for the limited work it had done on Amati to date, adding that the few additional employees hired so far for the account would be reassigned.
+Mazda is projecting about a 65 percent decline in profits this fiscal year after a similarly large drop last year. But Mr. Moyer, the Merrill Lynch analyst, projects that Mazda, on a consolidated basis, will post a net loss of 3 billion yen, or about $25 million, in the fiscal year that ends next March.
+Another reason Mazda cited for its decision is that the luxury car market in the United States is weaker than expected. In addition, the yen's strength against the dollar makes it harder for Japanese products to compete in the United States.
+The company did not say how much it expected to save from the moves. But Takaharu Kobayakawa, general manager of corporate communications, said the company had not yet invested heavily for machinery and tools to produce the model that is being canceled. Nor did he think that prospective Amati dealers had invested much yet.
+Mazda had never released many details about the Amati models. The larger one, which is being killed, was intended primarily for the United States and Canada and was expected to compete with the Lexus LS 400 and Infiniti Q-45 luxury sedans. Some rumors and press reports here say the car was to have had a huge 12-cylinder engine.
+The second vehicle, which will also be sold in Japan, is expected to compete with BMW's 535 series. Mazda spokesmen said the company still intended to sell this model in the United States but had not decided how to do so. Presumably, the company could use its existing dealer network, which Mazda said it would now seek to strengthen.
+Mazda said it had been aiming at sales of about 21,000 luxury vehicles a year in the United States and Canada. Mr. Moyer of Merrill Lynch said that with such low numbers, it would be hard to see how the company could have made a profit.
+Both models were to have been built at the company's factory in Hofu, in western Japan, in which computerized automation allows the production of up to 12 different models on the same assembly line. This flexible manufacturing makes it possible, at least in theory, to produce models in small volumes but realize the cost advantages of mass production.
+But Mazda has been criticized by analysts for trying to do too much. In an effort to keep up with Toyota and Nissan, its larger competitors, it has vastly increased its number of models in the last few years. It has also set up five separate distribution channels in Japan. Cutbacks in Auto Racing
+Mazda also announced today that it would sharply reduce spending on automobile racing. It will suspend its entries for at least two years in sports prototype car races, including the Le Mans 24-hour endurance race in France. The company said it would redirect its resources to strengthening product development and intensifying efforts in research related to pollution reduction and safety. Honda, citing similar reasons, recently said it would drop out of Formula One auto racing.
+Earlier this year Mazda, to raise capital, sold half its American factory, in Flat Rock, Mich., to the Ford Motor Company, which has long owned 25 percent of Mazda.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Mazda+Drops+Luxury+Line+Plan+for+U.S.&title=New+York+Times&issn=03624331&date=1992-10-27&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 27, 1992","Mazda is ""kind of pulling in its horns for a while,"" said Ben Moyer, automobile analyst at Merrill Lynch Japan. ""They've extended themselves too far, and the expense of setting up a new distribution channel at this time will be too burdensome for them."" The Hiroshima-based company had hoped its new Amati brand would take its place alongside Toyota's Lexus, Nissan's Infiniti and Honda's Acura, the three Japanese luxury brands that have been gaining in a market segment long associated with European brands like Mercedes Benz and BMW. The second vehicle, which will also be sold in Japan, is expected to compete with BMW's 535 series. Mazda spokesmen said the company still intended to sell this model in the United States but had not decided how to do so. Presumably, the company could use its existing dealer network, which Mazda said it would now seek to strengthen.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Oct 1992: D.1.",11/15/17,"New York, N.Y.",UNITED STATES CANADA,"Pollack, Andrew",New York Times Company,,Newspapers,428740851,"United States, New York, N.Y.",English,27-Oct-92,"AUTOMOBILES; NEW MODELS, DESIGN AND PRODUCTS; INTERNATIONAL TRADE AND WORLD MARKET",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; U.S. Panel Asks More For Science,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.p roquest.com/newspapers/company-news-u-s-panel-asks-more-science/docview/428634522/se-2?accountid=14586,"A Federal panel said yesterday that scientific research by American business was in a perilous state of stagnation and recommended tough steps to strengthen industry against foreign rivals, including a series of actions by the Federal Government.
+While many experts have issued such calls to action, this one is unusual for its breadth and authority. Its author, the National Science Board, is the policy-making arm of the National Science Foundation, a Federal agency that supports general science research in the United States and is responsible for monitoring the nation's overall scientific health.
+Without saying so explicitly, the panel's report seems to repudiate the laissez-faire approach of the Reagan and Bush Administrations, which disdained Government involvement in industry research in favor of reliance on market forces. Lately the Bush Administration has softened its stance on this issue, and Gov. Bill Clinton has strongly backed new Federal policies to increase industrial innovation.
+The National Science Board in its report, released yesterday in Washington, detailed American declines in research spending by business and setbacks in high-technology markets and called for a plan in which Government would play a leading role in riding to industry's rescue. Art of Fostering Innovation
+Among the proposed Federal steps were increasing the money for industrial research; changing tax, fiscal and monetary policies to promote scientific investment, and creating Federal education programs to train future corporate leaders in the art of fostering innovation.
+The report ""paints a grim picture,"" Dr. Roland W. Schmitt, the president of Rensselaer Polytechnic Institute, in Troy, N.Y., and co-chairman of the report panel, said in a statement, adding that stronger Federal leadership was needed. ""Implementation of a national technology policy, establishing a rationale and guidelines for Federal action, should receive the highest priority,"" he said.
+The situation was especially dangerous, he said at a news conference, because the erosion of America's industrial edge was steady rather than precipitous, leading to insufficient alarm being given to the issues and markets at stake.
+""We're waving a warning flag,"" he said. ""There's an emerging risk"" that the United States is losing its inventive and competitive edge, threatening a series of significant losses and setbacks.
+The report, ""The Competitive Strength of U.S. Industrial Science and Technology: Strategic Issues,"" was done by the National Science Board's five-member committee on industrial support for research and development. Besides Dr. Schmitt, a former head of corporate research for General Electric, the committee's co-chairmen are Dr. Arden L. Bement Jr., director of science and technology at TRW Inc., a leading high-technology company engaged in civilian and military work.
+Reaction to the report was swift and appeared to be overwhelmingly positive. Daniel F. Burton, executive vice president of the Council on Competitiveness, a private-sector group, said the report was important because it came from a nonpolitical arm of the Federal Government.
+Charles F. Larson, executive director of the Industrial Research Institute, a trade group based in Washington, praised the report and said it codified an emerging consensus. ""Whoever is in the White House is eventually going to see the light and realize that industry and government have to work together on this as a team,"" he said. From Teflon to Transistors
+Traditionally, America's main source of innovation and technological leadership has been scientific research by private industry. People in corporate research invented nylon, Teflon, the transistor, the computer chip, fiber optics and instant color film. But now industry faces rising competition from abroad. In 1991, top honors in the award of sheer numbers of United States patents went to three Japanese companies: Toshiba, Mitsubishi and Hitachi.
+In its report, the National Science Board panel, echoing past alarms, found that American spending on industrial research and development had stagnated in the 1980's and early 1990's, even as foreign rivals increased their investments.
+In the last three years, it said, six competitors -- Japan, Germany, France, Italy, Sweden and Britain -- significantly increased their support of civilian research so that it cumulatively rose from being 25 percent larger than similar work in the United States to being 34 percent greater.
+The report noted that American spending on industrial research slowed from an annual average growth of 7.5 percent in constant dollars from 1980 to 1985, to only four-tenths of 1 percent from 1985 to 1991. At Risk of Decline
+As a result, it said, many American industries were at risk of decline, including computers, factory automation, motor vehicles, metals and electronics.
+The report, citing a survey of 139 leading high-technology companies, said the main cause of the financial pullback was not Federal policy, technology management or the changing global economy. It was, the report found, general management practices and external financial pressures.
+Corporate laboratories, it said, were under severe financial stress and were being forced to shift to shorter-term research for existing markets. It found that the mountain of corporate debt accumulated during the takeovers, mergers and acquisitions in the 1980's had squeezed research to some extent, but that the top financial pressure was the ""growing dominance of institutional investors in equity markets and their demand for short-term returns on their investments.""
+It added that many top corporate managers lacked the skills and insights to tie technology into business strategy. In summary, the report said the United States ""spends too few dollars"" on industrial research and makes poor use of the ones it does.
+It called for a tax credit for research and development to be made permanent and a moratorium on a Treasury regulation that induces American corporations to move research overseas.
+Perhaps most important, it called for a sharp reversal of priorities in the overall Federal research budget, shifting the focus from the military to the commercial. Currently, some 60 percent of the $70 billion or so Washington is spending this year on science research goes to the Defense Department and other agencies engaged in military research.
+Industry research sponsored by the Federal Government should be a team effort with business that focuses on generic, precompetitive technologies that have a broad range of commercial applications, the report said.
+In a recommendation likely to provoke controversy, the report also called for Federal efforts to improve how industry performs its own research. For instance, it called on the National Science Foundation, the Government's main sponsor of general scientific research and education programs, to consider broadening its mission to include ""the education of future corporate leaders of both high-technology and traditional industries.""
+Copies of the report can be obtained from the National Science Board, 1800 G Street N.W., Washington, D.C. 20550.
+Graph ""Stagnation in Industrial Labs"" shows the percentage of growth ordecline of industry-financed research and development from the previous year, from '76-'92.; The percentage of government-financed research spending devoted to each category of research in 1989. (Source: National Science Foundation) (pg. D6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+U.S.+Panel+Asks+More+For+Science&title=New+York+Times&issn=03624331&date=1992-08-13&volume=&issue=&spage=D.1&au=Broad%2C+William+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 13, 1992","The report ""paints a grim picture,"" Dr. Roland W. Schmitt, the president of Rensselaer Polytechnic Institute, in Troy, N.Y., and co-chairman of the report panel, said in a statement, adding that stronger Federal leadership was needed. ""Implementation of a national technology policy, establishing a rationale and guidelines for Federal action, should receive the highest priority,"" he said. ""We're waving a warning flag,"" he said. ""There's an emerging risk"" that the United States is losing its inventive and competitive edge, threatening a series of significant losses and setbacks. ""Stagnation in Industrial Labs"" shows the percentage of growth ordecline of industry-financed research and development from the previous year, from '76-'92.; The percentage of government-financed research spending devoted to each category of research in 1989. (Source: National Science Foundation) (pg. D6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Aug 1992: D.1.",11/15/17,"New York, N.Y.",,"Broad, William J",New York Times Company,,Newspapers,428634522,"United States, New York, N.Y.",English,13-Aug-92,SCIENCE AND TECHNOLOGY; CORPORATIONS; RESEARCH,New York Times,NEWSPAPER,,,,,,,
+Los Angeles Cancels Huge Contract With a Japanese Maker of Rail Cars,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/los-angeles-cancels-huge-contract-with-japanese/docview/428345031/se-2?accountid=14586,"Special to The New York Times
+In the most dramatic economic backlash yet against Japan, Los Angeles County today canceled a contract to buy $122 million worth of rail transit cars from a Japanese company.
+At the same time, in a move that was likely to be as controversial as the original award of the contract to the Japanese company, the Sumitomo Corporation, the county began to carve out its own industrial policy.
+Transportation officials voted to construct their own $49 million factory to build the cars and keep the jobs in Los Angeles, with the hope of making Southern California the national center of a reinvigorated American mass transit industry, producing 600 rail cars and 6,000 buses over the next 30 years.
+The action came after weeks of emotional political pressure seldom seen in Los Angeles.
+It was sparked by a vote by the Los Angeles County Transportation Commission on Dec. 18, on the eve of President Bush's trip to Asia to stimulate more American jobs, to award the contract for 87 rail cars to the Sumitomo Corporation of America and reject a bid that was $5 million less from an American company, Morrison Knudsen of Boise, Idaho, the only American maker of rail cars.
+The vote was 7 to 3, with one abstention, in favor of Sumitomo, which the commission said was better equipped to perform the contract.
+But retreating under withering political attack, the 11-member commission unanimously rescinded the contract today at the county Hall of Administration in a room filled with about 200 angry unionized aerospace and automobile workers, who have suffered heavy layoffs from the recession and reductions in military spending.
+The commission reopened the bidding under new rules that would require local manufacture of the trains and require that 60 percent of the content and assembly operations be of local or domestic origin if the State Legislature approves.
+The commission is overseeing the construction of a 300-mile mass transit system in the nation's largest county, which is notorious for its traffic congestion.
+The motion to cancel the contract was made by County Supervisor Michael D. Antonovich, new chairman of the commission, who had originally voted for Sumitomo.
+Minutes after the vote, Kenji Miyahara, president of Sumitomo Corporation of America, issued a statement complaining that the contract was canceled for ""nonbusiness-related reasons"" and saying the company was ""deeply disappointed"" by the action. ""Sumitomo acted responsibly in following all the requirements of our customer,"" he said.
+""We were selected by the commission on our merits because of our experience, technical superiority, and past history of delivering world-class products on schedule within budget,"" Mr. Miyahara said.
+The statement went on to say that Sumitomo employed more than 1,000 people in the United States, had been active in Los Angeles for 30 years and would ""continue to make a contribution to the health of its economy."" An Issue Brought Home
+The entire episode brought home the potency of the economic issue in this election year.
+""This might crystallize in political leaders' mind that part of their job is keeping the economy in their region vital,"" said Catherine O'Neill, co-founder of Citizens for Public Transportation in the Public Interest, a group that helped focus the public outcry. ""This is the largest public works project in the United States, involving $150 billion over 30 years. Maybe we can bring some industry to this area.""
+The commission estimated that the new proposal, parts of which would require approval by the State Legislature, would produce 4,445 jobs in the United States and 740 jobs in Los Angeles for 30 years, as against 1,750 jobs in the United States and 370 jobs in Los Angeles for three years under the Sumitomo plan that was canceled.
+The issue was complicated by a local dispute over whether the cars for the new Green Line -- a 23-mile, 14-station rail line from Norwalk to El Segundo just south of Los Angeles International Airport -- should use new driverless technology.
+The commission last month had approved the more costly automated machines, heavily pushed by Mayor Tom Bradley of Los Angeles, a member of the commission.
+But today, over Mr. Bradley's objections, the commission also retreated from the automated plan. It authorized instead a standardized driver-run design, dubbed the ""L.A. Car,"" that could be used on all the different rail lines in the system but permit automation. Having standardized cars with same basic body, appearance, couplers and the like, commission staff members said, would encourage the development of local suppliers of parts and components, since they could rely on a consistent technology.
+Under the plan, the county would spend $49 million to equip a new factory, which it would then lease to manufacturers to build the cars. The executive director of the commission, Neil Peterson, likened this to the so called GOCO, or government-owned, contractor-operated, system used by the Federal Government for the manufacture of jet fighters and other military equipment. 'It Doesn't Work'
+But critics say such a system is extremely costly and subject to enormous cost overruns. William J. Agee, chairman and chief executive officer of Morrison Knudsen, which lost the original contract, testified today that he applauded the efforts to create local and domestic jobs but derided the idea of a county-owned factory.
+""The concept of the public sector establishing a manufacturing business in competition with the private sector is, in my judgment and the judgment of the business community and government leaders, very expensive, very inefficient and would put the L.A.C.T.C. in a business well beyond its charter,"" he said. ""You may be wasting the $49 million it would cost to build and start up your own plant. The Soviet Union just moved away from that kind of public ownership and operation. It doesn't work.""
+A commission spokesman said it could not yet be determined how much it would cost to terminate the Sumitomo contract. Sumitomo, which had built the cars for the already-operating Blue Line between Los Angeles and Long Beach, said it had already begun design and engineering work. In an 11-th hour bid to salvage the Green Line contract, Sumitomo offered Tuesday to bring in an American company, General Electric, as a ""substantial participant"" in the project.
+The commission's action today convinced local officials that Los Angeles was leading the way in establishing a new industrial policy for America that will help lift the region out of deep recession. ""What is happening here today will happen at every level of government,"" Joel Wachs, a Los Angeles City Council member who has been a leader in the campaign against Sumitomo, said in an interview. ""This is the new paradigm of how to invest our tax dollars. This will be the shot heard 'round the world.""
+Earlier, he told a rally of union workers outside the county building: ""This is not about Japan bashing. This is for America, this is for Los Angeles, this is for using our hard-earned tax dollars to stimulate our local economy when we need it.""
+Another Council member, Zev Yaroslavsky, said: ""Los Angeles has the capacity to build B-1 bombers. It certainly has the capacity to do this.""
+Photograph Union workers yesterday protesting the Los Angeles County Transportation Commission's Dec. 18 decision to award a contract to a Japanese company to build rail cars for a new mass transit line. (Associated Press) Map of California showing the route of the proposed Green Line.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Los+Angeles+Cancels+Huge+Contract+With+a+Japanese+Maker+of+Rail+Cars&title=New+York+Times&issn=03624331&date=1992-01-23&volume=&issue=&spage=A.14&au=Reinhold%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 23, 1992","Minutes after the vote, Kenji Miyahara, president of Sumitomo Corporation of America, issued a statement complaining that the contract was canceled for ""nonbusiness-related reasons"" and saying the company was ""deeply disappointed"" by the action. ""Sumitomo acted responsibly in following all the requirements of our customer,"" he said. ""This might crystallize in political leaders' mind that part of their job is keeping the economy in their region vital,"" said Catherine O'Neill, co-founder of Citizens for Public Transportation in the Public Interest, a group that helped focus the public outcry. ""This is the largest public works project in the United States, involving $150 billion over 30 years. Maybe we can bring some industry to this area."" The commission's action today convinced local officials that Los Angeles was leading the way in establishing a new industrial policy for America that will help lift the region out of deep recession. ""What is happening here today will happen at every level of government,"" Joel Wachs, a Los Angeles City Council member who has been a leader in the campaign against Sumitomo, said in an interview. ""This is the new paradigm of how to invest our tax dollars. This will be the shot heard 'round the world.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Jan 1992: A.14.",11/15/17,"Ne w York, N.Y.",LOS ANGELES COUNTY (CALIF) JAPAN,"Reinhold, Robert",New York Times Company,,Newspapers,428345031,"United States, New York, N.Y.",English,23-Jan-92,TRANSIT SYSTEMS; CONTRACTS; INTERNATIONAL TRADE AND WORLD MARKET; DEMONSTRATIONS AND RIOTS,New York Times,NEWSPAPER,,,,,,,
+Dying Town Considers Salvation in a Landfill,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dying-town-considers-salvation-landfill/docview/428224263/se-2?accountid=14586,"Special to The New York Times
+The corrugated Appalachian terrain of McDowell County is as pretty as America gets this time of year, with the leaves starting to turn along the banks of the shimmering Tug Fork River. But it is as sad as America gets, too, with the hills that are dressed in foliage ravaged by coal mining, and the river fouled by raw sewage because the county seat, Welch, has never had the money to build a sewer system.
+Now some hope has dawned, but it is hope tinged with despair and a sense of ignominy. A developer is proposing to set up a vast landfill in a remote 6,000-acre hollow three miles from town to treat and store sewage sludge, household garbage and incinerator ash from other states, brought in by 150 to 200 railroad cars a day. It would be the nation's largest repository for non-toxic out-of-state refuse.
+In return, the developer, Capel Resources Inc., would build Welch a sewer system that would clean up the river, which has the state's highest levels of fecal bacteria and which flows through Welch. The county would get tax revenue from the landfill and long-term jobs for to 300 workers, many of them former miners who have been displaced by automation.
+However demeaning the notion of building an economy upon the refuse of other economies, most community leaders here say the only alternative is McDowell County's extinction as an economic entity.
+""We're for it for the economic benefits,"" said Tony Johnson, a former state trooper who publishes the little Welch Daily News. ""It's a damn shame a county has to look at doing something like that. In my heart I'm mad about it. But I don't see anything else. It's a cornerstone to build off of."" Legislature Considers Action
+But to others, including Gov. Gaston Caperton, the landfill would be an environmental disaster. ""The people of West Virginia are crying out for protection from out-of-state garbage,"" the Governor, a Democrat, told a special session of the Legislature this week. He is proposing an overall limit on landfills that, by setting a maximum monthly tonnage for each landfill, would severely restrict the acceptance of other states' waste.
+Environmentalists warn of poisons leaching into creeks and water tables and of mob-controlled waste haulers lacing their exports to West Virginia with prohibited toxic materials.
+But Jack Fugett, president of Capel Resources, said the company was taking all precautions to prevent the contamination that others fear and that the hollow was situated beyond any roads or sight of the community.
+Governor Caperton expects the issue to be resolved in the special session, within two weeks.
+Under Federal deadlines to close overloaded and leaky landfills, many states have turned to incineration and recycling. But incineration is often expensive and can foul the air, and a lot of waste is not recyclable. Capel Resources, an affiliate of the Berwind Corporation of Philadelphia, a big owner of coal mines in McDowell County, calculates that rather than engage in the political brawls of opening new landfills, states would readily dispatch their wastes to West Virginia. A Town Divided
+The question is how readily West Virginia would receive it. In McDowell County, there are strong feelings on both sides.
+""I don't like sitting on somebody else's garbage,"" said an aged widow on the porch of her home in a fashionable neighborhood of Welch, population about 3,200. She refused to give her name because she said she was afraid of recrimination.
+Paitsel Lockhart, a retired teacher and school administrator, lives in a poorer part of town on Route 16, closer to the site of the proposed landfill. ""Kick the dump in the rump,"" reads the sign propped in front of her house.
+Ms. Lockhart is an officer of Tears-WV, which stands for Team Effort Against Ruining Southern West Virginia. ""I think the mountains are too beautiful for out-of-state garbage,"" she said. ""Good for the economy? Maybe it's good for their economy,"" the economy of Berwind in Philadelphia.
+But Welch's Mayor, Martha Moore has endorsed the landfill. Mine Union's Views
+The United Mine Workers, still a powerful institution in the state, has seen its membership plunge in southern West Virginia. While the landfill would bring jobs, the union doubts that those hired would be anywhere near 300 and that they would earn little more than the minimum wage because the jobs would require little expertise.
+The union wants the landfill limited to waste produced by West Virginians. But Mr. Fugett says that would be too little to justify the project.
+Most people in McDowell County seem to think the local economy is in such a state that any new business, however humiliating, is worth trying, and supporters of the landfill are urging the Governor to exempt the county from his proposed dumping cap of 50,000 tons a month and let McDowell residents decide for themselves. Living Off the Government
+McDowell County's population is 35,000, a third the level of the 1950's. Most months, it has the highest unemployment of the state's 55 counties, currently exceeding 20 percent, or more than twice the state average. Government checks -- for Social Security, unemployment compensation, coal miners' disability, welfare -- are the principal source of income.
+A study this year by the state Task Force on Children, Youth and Families found that 37 percent of McDowell County's residents fall below the Federal poverty line, which was $13,360 for a family of four last year; that percentage is about twice the average for the state.
+In the view of many people here, the sole options are moving away and thereby accelerating the county's decline or installing the landfill. Most sources of jobs do not come to McDowell County. Companies that would build factories are repelled by a terrain too hilly to accommodate them and by roads, all tortuous and only two lanes, that put the nearest sizeable city, Beckley, up to an hour and a half away.
+""I'm concerned about environmental control,"" said Don Goodson, a grocer here. ""If that can be achieved, then, yes, we should have the dump.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Dying+Town+Considers+Salvation+in+a+Landfill&title=New+York+Times&issn=03624331&date=1991-10-06&volume=&issue=&spage=A.20&au=Kilborn%2C+Peter+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 6, 1991","""We're for it for the economic benefits,"" said Tony Johnson, a former state trooper who publishes the little Welch Daily News. ""It's a damn shame a county has to look at doing something like that. In my heart I'm mad about it. But I don't see anything else. It's a cornerstone to build off of."" Legislature Considers Action Ms. [Paitsel Lockhart] is an officer of Tears-WV, which stands for Team Effort Against Ruining Southern West Virginia. ""I think the mountains are too beautiful for out-of-state garbage,"" she said. ""Good for the economy? Maybe it's good for their economy,"" the economy of Berwind in Philadelphia. McDowell County's population is 35,000, a third the level of the 1950's. Most months, it has the highest unemployment of the state's 55 counties, currently exceeding 20 percent, or more than twice the state average. Government checks -- for Social Security, unemployment compensation, coal miners' disability, welfare -- are the principal source of income.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Oct 1991: A.20.",11/15/17,"New York, N.Y.",WELCH (WEST VIRGINIA),"Kilborn, Peter T",New York Times Company,,Newspapers,428224263,"United States, New York, N.Y.",English,6-Oct-91,WASTE MATERIALS AND DISPOSAL; LANDFILL,New York Times,NEWSPAPER,,,,,,,
+NEW DATA SUGGEST NATION'S RECESSION COULD BE SLOWING,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-data-suggest-nations-recession-could-be/docview/427992168/se-2?accountid=14586,"In a report hinting that the economy's decline may be bottoming out, the Government said today that industrial output fell much less in January than in the two months before.
+Output was down four-tenths of 1 percent last month after declines averaging three times that much in November and December.
+At the same time, prices received by producers edged down one-tenth of 1 percent over all, but rose five-tenths of 1 percent when energy and food were excluded, a rise that was more than twice the increase in that category in December. The overall change in the Producer Price Index for Finished Goods was also firmer than the month before, and the prices report was taken by economists as a further indication that the worst of the recession might have passed. [ Page 35. ] Interpreting the Signals
+""There is now embryonic evidence that the rate of decline in economic activity has slowed,"" declared Gordon Richards, economist for the National Association of Manufacturers. ""The continuing fall in industrial production is clearly serious,"" he added, but is markedly less worrisome than in preceding months.
+In December, production dropped a revised 1.1 percent, nearly double the decline of six-tenths of 1 percent initially estimated by the Federal Reserve Board. The November decline now stands at 1.6 percent, a slight change from earlier estimates of 1.7 percent and 1.8 percent. With the January drop, industrial production has fallen for four straight months.
+An upturn in car and truck assembly was the main factor limiting the January slide in the index that measures the output of factories, mines and utilities, the Federal Reserve stated. More Autos Being Made
+Output climbed to a still-depressed seasonally adjusted annual pace of 5.4 million cars last month, but this was significantly above December's total of 5 million, analysts noted. It was also below recent selling rates, which implies that in the months ahead the automotive sector will be a positive force in the economy rather than a drag.
+""The question this raises is whether the worst is behind us,"" said Maury N. Harris, chief economist at Paine Webber Inc., referring to the overall output report. He said the recession, though likely to continue for another few months, would become increasingly less severe with the help of the recent decline in interest rates, oil prices that have dropped from their highs after the August invasion of Kuwait by Iraq, and a weak dollar that helps make American goods more internationally competitive in price.
+The Federal Reserve also reported that utilization of industrial capacity fell five-tenths of a percentage point last month, to 79.9 percent, the lowest level since January 1987. Still, the latest decline was about half the 1.1 percentage point drop in December, providing another tenuous sign that the downturn in the economy might be starting to lose momentum. The rate for factories alone also fell five-tenths of a point in January, to 78.8 percent, the lowest since September 1986 and 2.5 percentage points below its 1967-1990 average. Concern About Interest Rates
+Some analysts thought the hefty rise reported today in the so-called core inflation rate of producer prices might jeopardize further monetary easing by the Federal Reserve, but others said the central bank would continue to push interest rates down. The core rate is calculated excluding food and energy. The optimists pointed to two price increases last month that were unlikely to be sustained -- 2 percent for cars and 5.9 percent for alcoholic beverages.
+The price rise in alcoholic beverages, a record, was thought by some analysts to reflect increases imposed at the first of the year under cover of a rise in taxes. Taxes themselves are not included in the index.
+Analysts also found encouragement in another part of the prices report, the decline of five-tenths of 1 percent in the price of goods at the intermediate stage of production, generally two steps short of retail shelves. Broad-Based Decline
+The production data showed that when motor vehicles and parts were excluded, output fell six-tenths of 1 percent, slightly less than in the preceding three months. All major market and industry groups fell last month -- except for mining, which was unchanged -- but in most cases the declines were markedly less severe than in December.
+Output of consumer goods eased one-tenth of 1 percent, business equipment eased two-tenths and materials fell five-tenths while construction supplies tumbled 1.8 percent, twice the December decline.
+Factory output fell four-tenths of 1 percent last month after a 1.4 percent drop in December, with durables and nondurables both falling by four-tenths. Utilities, which are heavily affected by extremes in weather, had a decline of seven-tenths of 1 percent after a 1 percent increase in December that had initially been estimated at 1.9 percent.
+Since October, output of consumer goods other than motor vehicles has fallen about 1.25 percent reflecting declines in clothing, energy products, appliances and furniture, the Federal Reserve stated. Computer Production Drops
+Business equipment other than vehicles fell five-tenths of 1 percent, mainly reflecting a big drop in computers and other information-processing equipment, a decline that unnerved some analysts. Mr. Richards noted that capital spending on office automation had been holding up relatively well and he said he hoped this decline was temporary.
+While production firmed for motor vehicle components, the output of basic metals, especially steel, fell again and the output of chemicals eased. Textiles, however, rose somewhat and energy materials were virtually unchanged for the second straight month. Output of construction supplies has now fallen more than 7 percent since summer.
+The Index of Industrial Production, which covers roughly one-third of the economy, now stands at 106.5 percent, nine-tenths of a percentage point below the level of January 1990.
+Graph ""Industrial Production"" shows index of total industrial production from Aug. 1989 to Jan. 1991. (Source: Commerce Department); ""Capacity Utilization"" shows total output as percentage of capacity from Aug. 1989 to Jan. 1991. (Source: Federal Reserve Board)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+DATA+SUGGEST+NATION%27S+RECESSION+COULD+BE+SLOWING&title=New+York+Times&issn=03624331&date=1991-02-16&volume=&issue=&spage=1.1&au=ROBERT+D.+HERSHEY+Jr.%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 16, 1991","""There is now embryonic evidence that the rate of decline in economic activity has slowed,"" declared Gordon Richards, economist for the National Association of Manufacturers. ""The continuing fall in industrial production is clearly serious,"" he added, but is markedly less worrisome than in preceding months. Factory output fell four-tenths of 1 percent last month after a 1.4 percent drop in December, with durables and nondurables both falling by four-tenths. Utilities, which are heavily affected by extremes in weather, had a decline of seven-tenths of 1 percent after a 1 percent increase in December that had initially been estimated at 1.9 percent. ""Industrial Production"" shows index of total industrial production from Aug. 1989 to Jan. 1991. (Source: Commerce Department); ""Capacity Utilization"" shows total output as percentage of capacity from Aug. 1989 to Jan. 1991. (Source: Federal Reserve Board)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Feb 1991: 1.1.",11/15/17,"New York, N.Y.",,"ROBERT D. HERSHEY Jr., Special to The New York Times",New York Times Company,,Newspapers,427992168,"United States, New York, N.Y.",English,16-Feb-91,UNITED STATES ECONOMY; RECESSION AND DEPRESSION; PRODUCTION,New York Times,NEWSPAPER,,,,,,,
+Voice Mail: Not Just Another Pretty Voice,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/voice-mail-not-just-another-pretty/docview/427926654/se-2?accountid=14586,"Lorraine Routh Nelson wants the world to know that she is not some depersonalized, robotized drone lurking at the other end of a telephone. When she says, ""To get your messages, press 2,"" she cares. Really.
+This may surprise technology-weary workers in 5,000 corporations who hear her ever-so-slightly breathless voice every day, delivering deathless announcements on their automated answering systems. Sweet nothings these are not.
+She even comes in loud and clear at the NCR Corporation in Dayton, Ohio, which is like the Hatfields taking messages for the McCoys since NCR has been fighting a hostile $6.1 billion takeover bid from A.T.& T., which makes the Audix voice-mail equipment that plays Mrs. Nelson's voice.
+Voice mail is the business world's high-tech answer to conventional answering machines and their low-tech predecessor, those little pink ""While You Were Out"" message pads. Some telephone industry experts say voice mail has blossomed into a growth industry that is expected to sell $1.5 billion worth of equipment next year. 'A Big Smile'
+Perhaps their larynxes are not insured by Lloyd's of London. But at NCR -- or (212) POTHOLE or the Metro-North Commuter Rail Road -- the voices of voice mail are a blend of happy talk and doomsday. The goal is neither the one-man comic opera of Jackie Mason nor the florid authority of Milton Cross, who announced real opera on theradio for more than 30 years.
+""You have to have a big smile somewhere in your voice,"" said Mrs. Nelson, who can be heard in executive suites and on factory floors from Canada to Venezuela. ""I try to picture a really nice secretary who's empathizing with you but still getting across the idea that these are the rules.""
+This may or may not be why some people seem to develop a love-hate relationship with the voices on their voice-mail systems. And why the marketers that sell these systems want something more than just another pretty voice. ""I'm looking for voices that can pull people through the knothole of technology,"" said Curtis Alheim, the president of Dirad Technologies, an Albany com pany that makes automated answering equipment for the New York State Lottery, the New York State Insurance Fund and several state agencies.
+""If the voice is very pleasant and the script is short and succinct -- I mean, it is automation -- it makes these systems more palatable than if they are answered by an old-fashioned operator who sounds like she has a clothespin on her nose,"" Mr. Alheim said. Separately Recorded
+Like announcers on radio and in commercials, the voices of voice mail worry about p's that pop and d's that sound like b's or t's. But voice-mail scripts hardly ever contain a whole sentence -- computer software assembles strings of phrases into a coherent sequence.
+The deskbound office worker who hears Mrs. Nelson say, ""Extension one-oh-four-nine -- You have no new messages,"" is hearing several separately recorded phrases.
+It is hard to picture much-recorded divas like Joan Sutherland, Beverly Sills or Leontyne Price enunciating the word ""seven"" with the oomph of a cheerleader, then moving on to ""eight"" and ""nine."" But that is what goes on at voice-mail recording sessions. A Choice of Pitches
+To make each string sound conversational, Mrs. Nelson has to record every number, from 1 to 100, three times -- ""down, up and steady,"" she said. The computer chooses which of the three versions to use, depending on what message it is sending. The first number in a series -- the one, for example -- goes up. The number at the end -- the nine -- goes down. The digits in between -- the zero and the four -- have the steady pitches.
+Dorrie Phillips, the voice of (212) POTHOLE, which is run by the New York City Transportation Department, said the trick was careful phrasing. ""You have a tendency to get singsongy"" in a long recording session, she said. ""You have to make them sound right when they come together.""
+Mrs. Nelson, who lives in Oregon and flies to Denver once a month for recording sessions, says Audix officials first told her to sound like a New Yorker. She has since smoothed out some of that hard-edged big-city sound because people retrieving their messages found it less than pleasing. ""I'm from Connecticut,"" she said. ""I know what New York is like."" Sounds Like Her Cousin
+So does Lorine Stone, the voice for Metro-North and the Long Island Rail Road, commuter lines with computer lines that answer phones. So do the New Yorkers who buy the automated systems that carry her voice.
+""They want it matter-of-fact, as opposed to having a little sunshine in your voice,"" she said. Staten Island transit officials, for whom she has been recording bus instructions, wanted her to sound even more matter-of-fact than she did on the L.I.R.R. system. Her railroad voice was pretty much her own voice, but she said it sounded more like her cousin Lisa's -- nothing against cousin Lisa.
+In -- what else? -- a telephone interview, Mrs. Nelson sounded like just another 36-year-old former television news reporter, which is to say more conversational than on Audix. She too said there were times when not even she recognized her voice-mail voice.
+""I called NBC in Burbank,"" Mrs. Nelson said. ""I heard it and I thought, was that really me? My real voice doesn't sound like my Audix voice. But then I heard the immortal words, 'Record at the tone,' and that was the dead giveaway.""
+Photograph Lorraine Routh Nelson, whose voice delivers automated announcements on 5,000 voice-mail systems, recording a message at an A.T.& T. Bell lab in Denver. ""I try to picture a really nice secretary who's empathizing with you but still getting across the idea -- these are the rules,"" she said. (Bruce McAllister for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Voice+Mail%3A+Not+Just+Another+Pretty+Voice&title=New+York+Times&issn=03624331&date=1991-01-28&volume=&issue=&spage=B.1&au=Barron%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 28, 1991","It is hard to picture much-recorded divas like Joan Sutherland, Beverly Sills or Leontyne Price enunciating the word ""seven"" with the oomph of a cheerleader, then moving on to ""eight"" and ""nine."" But that is what goes on at voice-mail recording sessions. A Choice of Pitches Mrs. [Lorraine Routh Nelson], who lives in Oregon and flies to Denver once a month for recording sessions, says Audix officials first told her to sound like a New Yorker. She has since smoothed out some of that hard-edged big-city sound because people retrieving their messages found it less than pleasing. ""I'm from Connecticut,"" she said. ""I know what New York is like."" Sounds Like Her Cousin ""I called NBC in Burbank,"" Mrs. Nelson said. ""I heard it and I thought, was that really me? My real voice doesn't sound like my Audix voice. But then I heard the immortal words, 'Record at the tone,' and that was the dead giveaway.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Jan 1991: B.1.",11/15/17,"New York, N.Y.",,"Barron, James",New York Times Company,,Newspapers,427926654,"United States, New York, N.Y.",English,28-Jan-91,TELEPHONES; VOICE MAIL,New York Times,NEWSPAPER,,,,,,,
+"At Japan Inc., The Melody Changes, The Harmony Stays","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/at-japan-inc-melody-changes-harmony-stays/docview/427673027/se-2?accountid=14586,"LEAD: AMERICA'S worries about Japanese technological prowess have long been tightly linked to the myths about ''Japan Inc.,'' particularly the fearsome power of big, Government-industry research projects in subjects from superconductivity to software, biotechnology, aerospace and supercomputers.
+AMERICA'S worries about Japanese technological prowess have long been tightly linked to the myths about ''Japan Inc.,'' particularly the fearsome power of big, Government-industry research projects in subjects from superconductivity to software, biotechnology, aerospace and supercomputers.
+Eight years ago, when Japan announced its Fifth Generation project to try to develop computers that can make logical inferences and other steps toward artificial intelligence, it seemed to many in the United States like Sputnik redux. Congress rushed to loosen antitrust restraints on research consortiums and began a debate - one that has made little progress - about how far the Government should go in sponsoring Big Research and Big Development without violating its ideological objections to industrial policy.
+Now the issue is back with a vengeance. Just as the Bush Administration was removing the director of the Defense Advanced Research Projects Agency for dabbling too much in Japanese-style support of new technologies, Japan began laying out its next big goal: developing the software to hasten the arrival of ''massively parallel'' computers that attack problems with tens of thousands of small processors, instead of one big one.
+Such software is hardly Japan's strong suit, and the announcement conjures up visions of another Government-financed mega-project. But that perception is growing increasingly outdated. Repeatedly burned, the Japanese Government is often surrendering its role as team captain, becoming more like an aging coach.
+Like much in Tokyo, the change has a lot to do with the effects of wealth. Western perceptions aside, Japan's powerful Ministry of International Trade and Industry has never spent a lot planting its high-tech seeds. But beginning in the late 1980's, Japan's biggest technology leaders - Fujitsu, NEC and Matsushita, to name only the biggest names -had research and development budgets so big that MITI's contribution is dwarfed. The public sector underwrote about a third of research and development financing in 1978, but only about one-fifth in 1988. As its share shrinks, so does its influence.
+Some Failures, Too",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=At+Japan+Inc.%2C+The+Melody+Changes%2C+The+Harmony+Stays&title=New+York+Times&issn=03624331&date=1990-05-06&volume=&issue=&spage=A.3&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,Genera l Interest Periodicals--United States,3624331,"Copyright New York Times Company May 6, 1990","Moreover, while arguments rage on the accomplishments of Japan's various mega-projects, more than a few have turned into spectacular duds. Early successes in chips and consumer electronics led the Government to bite off than it could chew; the Fifth Generation project has shed many of its early goals and spent a lot of time lowering expectations. Participants are unenthusiastic. ''We have to pay lip service to a lot of these projects, but the real action is under way in the company labs,'' a senior executive of one of Japan's biggest computer makers said a few months ago. In fact, Japan's $1 billion drive into high-definition television, which has yielded spectacular results, had virtually no Government support. And Japan's surprisingly capable new supercomputers owe little to the Government's ''Superspeed Project.'' ''In most cases, there is the public project and then a proprietary effort inside each company,'' said Edward A. Feigenbaum, a Stanford professor who wrote one of the earliest accounts of the Fifth Generation project. ''The proprietary-project people soak up what has happened publicly, but there is little information returned. And the results show up incrementally,'' just as the fax machine melded American and Japanese advances of the 1970's into one of the best-selling office technologies of the '80's.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 May 1990: A.3.",1/4/21,"New York, N.Y.",United States--US Japan,"Sanger, David E",New York Times Company,,Newspapers,427673027,"United States, New York, N.Y.",English,6-May-90,SCIENCE AND TECHNOLOGY; Research,New York Times,NEWSPAPER,,,,,,,
+Census Problems Linked to New Methods,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspa pers/census-problems-linked-new-methods/docview/427623634/se-2?accountid=14586,"LEAD: Census Bureau officials, facing a sharp decline in voluntary cooperation with the once-a-decade national head count, say that some changes they made to correct the problems of the 1980 census have contributed, at least in the short run, to the troubles of the 1990 effort.
+Census Bureau officials, facing a sharp decline in voluntary cooperation with the once-a-decade national head count, say that some changes they made to correct the problems of the 1980 census have contributed, at least in the short run, to the troubles of the 1990 effort.
+Over the past decade the bureau has built a new national address list and automated it, introduced a $300 million computerized mapping system, intensified public relations in hard-to-count areas, made minor refinements in its questionnaire and planned new quality- control procedures.
+But bureau officials said in recent interviews that the automated systems are complicated and have made it harder to update address lists. The computerized mapping system, while a vast improvement over all, is seriously flawed in some areas, particularly Philadelphia.
+Congressional budget cuts totaling $129 million over the past three years reduced the budget for the census to $2.5 billion and forced cuts in some quality-control procedures, like the analysis of completed forms. And public relations, by focusing on hard-to-count ethnic groups and inner city areas, apparently had little impact on other Americans.
+'It's Getting Worse'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Census+Problems+Linked+to+New+Methods&title=New+York+Times&issn=03624331&date=1990-04-15&volume=&issue=&spage=A.12&au=FELICITY+BARRINGER%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 15, 1990","Beyond the immediate attention looms the larger issue raised in a lawsuit filed by New York City and other major metropolitan areas in response to the 1980 census: whether, given its inevitable problems, a head count alone can produce population figures accurate enough to serve as the basis for distribution of political power and billions of dollars in Federal aid. ''It's very difficult to conduct a census in the United States,'' said a Government researcher who has been a close observer of past censuses. ''It always has been, and it's getting worse.'' ''The biggest improvement that we tried to make this time was automating the count,'' said Susan M. Miskura, who heads the decennial planning division for the bureau. ''All the address files were done manually in 1980. But this has introduced complications. We have to find the kind of people who can work with the automated equipment.'' Asked whether it was census procedures or people's changing behavior that was responsible for the sluggish rate of response, Ms. Miskura said, ''I think it's the people. I think it's just the society. A lot of people in the bureau have been very high on our outreach efforts.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Apr 1990: A.12.",11/15/17,"New York, N.Y.",PHILADELPHIA (PA) UNITED STATES,"FELICITY BARRINGER, Special to The New York Times",New York Times Company,,Newspapers,427623634,"United States, New York, N.Y.",English,15-Apr-90,POPULATION; CENSUS,New York Times,NEWSPAPER,,,,,,,
+Ohio Valley of Tears Is Facing More,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ohio-valley-tears-is-facing-more/docview/427640959/se-2?accountid=14586,"LEAD: Fifteen years ago more than 60,000 people worked in the coal mines and the steel, glass, pottery and paper plants that lined the banks of the Ohio River just south of Wheeling, W.Va. Today fewer than 30,000 are employed there.
+Fifteen years ago more than 60,000 people worked in the coal mines and the steel, glass, pottery and paper plants that lined the banks of the Ohio River just south of Wheeling, W.Va. Today fewer than 30,000 are employed there.
+In many of the valley's cities and towns, the once-booming plants are rusting testaments to the decline of America's industrial base. ''For Sale'' signs sprout everywhere, unemployment rates of 15 to 20 percent are commonplace and welfare officials say one of every five families lives in poverty.
+And things may get worse, particularly for the region's miners. The clean air bill making its way through Congress includes a provision to reduce acid rain, one of the environmental fallouts that results when utility plants burn the high-sulfur coal mined here. The coal-burning plants, most of them in the Midwest, could install smokestack devices to remove the sulfur, or they could take a less costly approach and import low-sulfur coal. #4,000 Jobs Are on the Line ''Everybody knows they'll go for the cheapest approach and that means high-sulfur miners are in for some more hard times,'' said Larry Ward, the top local official of the United Mine Workers of America. ''The Congress doesn't seem to care that this bill has its own special kind of fallout and that we're going to be the victims.
+''It's a bill that's going to put 4,000 men out of work around here and probably another 10,000 or so miners elsewhere in the Midwest. And for every miner that goes, some grocer or car dealer or clothier is going to hurt, too.''
+The miners who work the rich seam of high-sulfur coal that runs beneath the Ohio Valley are already among the workers hardest hit in the area. In the last 15 years, their ranks have been thinned from a high of 16,000 in the mid-1970's to 4,000 by automation and the use of alternative fuels. The miners say they do not oppose reducing acid rain or air pollution.
+''Nobody has ever fought harder for clean air than us miners because we have to work where air is so dirty,'' said Ray Wright, a train motorman in the mine. ''All we ask in this new bill is fairness. There's technology out there that can make burning high-sulfur coal safe, but Congress doesn't seen to want to take the time to develop it.''
+An Issue With Names on It",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ohio+Valley+of+Tears+Is+Facing+More&title=New+York+Times&issn=03624331&date=1990-04-01&volume=&issue=&spage=A.20&au=B.+DRUMMOND+AYRES+Jr.%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 1990","''And if the mines go, there won't be anything for the rest of us,'' he said. ''A hundred coal trucks go past my place every day. I get business from the drivers and, of course, so do any number of other merchants. If those trucks disappear, what then? More boarded up stores. More homes for sale. There'll be a domino effect.'' In the opinion of John Laslo, the former Mayor of Martins Ferry, who is a member of many valley economic commissions, the domino effect has been at work for some time, touching even the valley's vaunted athletic teams. ''This valley was home for Lou Groza and John Havlicek and the Niekro boys and on and on in professional sports,'' he said. ''Knute Rockne and Woody Hayes and a lot of other coaches used to recruit here. ''Well, I've got to say it. With the loss of so many of our families and young people, our teams aren't what they used to be.'' ''If the mines go, there won't be anything for the rest of us,'' said [Jim McGee], a retired miner who opened a fast-food restaurant at Powhatan Point, Ohio, to supplement his retirement income (The New York Times/Fred Vuich); [Ray Wright], a mine train operator from Bellaire, Ohio. ''Nobody has ever fought harder for clean air than us miners,'' he said. ''All we ask in this new bill is fairness.'' (The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 1990: A.20.",11/15/17,"New York, N.Y.",OHIO OHIO RIVER VALLEY UNITED STATES,"B. DRUMMOND AYRES Jr., Special to The New York Times",New York Times Company,,Newspapers,427640959,"United States, New York, N.Y.",English,1-Apr-90,COAL; UNEMPLOYMENT AND JOB MARKET; LABOR; MINES AND MINING; SULFUR AND SULFUR COMPOUNDS; LAW AND LEGISLATION; AIR POLLUTION; ACID RAIN; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+Daily News Offers 30% Pay Raise to a Union,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/daily-news-offers-30-pay-raise-union/docview/427609602/se-2?accountid=14586,"LEAD: The Daily News yesterday offered to raise the salaries of its largest union - the Newspaper Guild - by about 30 percent over three years.
+The Daily News yesterday offered to raise the salaries of its largest union - the Newspaper Guild - by about 30 percent over three years.
+Barry F. Lipton, president of the Newspaper Guild of New York, said the offer was a blatant attempt to crack the solidarity that has united the paper's 10 unions in the current bitter negotiations.
+Mr. Lipton added that some non-salary aspects in the proposal would ''disembowel the existing collective bargaining agreement.''
+The Guild represents editorial, advertising, accounting and circulation employees at The News.
+Contracts for all of the unions expire at midnight on Friday, but both labor and management have said they intend to continue the negotiations past the deadline.
+A senior executive at The News who asked not to be identified predicted that negotiations could continue until June, when the company would likely declare an impasse if a settlement had not been reached. Should the company then impose new work rules, the unions would be forced to choose between going on strike or accepting radical changes.
+John T. Sloan, a News spokesman, confirmed that the proposal was for an annual 10 percent increase for three years. But the workweek would be increased to 37 1/2 hours from 34 1/2 hours.
+He said the proposal included what have emerged as the three major elements in the paper's declared objective of ''regaining control of our business.'' The News has put an April 9 deadline on accepting the offer, but said an extension would be considered if requested.
+Those elements are a no-strike clause in the contract period, a declaration of ''management rights,'' meaning a free hand at such things as setting work rules, and a so-called ''zipper clause,'' which limits the labor agreement to the contract itself, eliminating the many off-contract practices that have evolved over the years.
+Mr. Sloan said three important demands are intended to free the paper to eliminate what he characterized as abusive labor practices, especially by the pressmen, drivers, mailers and paper handlers.
+Those four unions represent just over half of the paper's 2,466 unionized employees. The Guild, which Mr. Sloan said was generally not guilty of abusive labor practices, represents 799 News employees.
+Leaders of the newspaper unions have denounced the News's demands as an effort to roll-back concessions won in decades of past negotiations.
+''I think they're obsessed with breaking the unions,'' said Michael J. Alvino, president of the Newspaper and Mail Deliverer's Union, which represents the paper's 688 drivers.
+George E. McDonald, president of the Allied Printing Trades Council, an umbrella group that includes all 10 unions, said The News's strategy is to intimidate the unions or force the unions into striking.
+Replacements Sought",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Daily+News+Offers+30%25+Pay+Raise+to+a+Union&title=New+York+Times&issn=03624331&date=1990-03-27&volume=&issue=&spage=B.1&au=Jones%2C+Alex+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 27, 1990","Those elements are a no-strike clause in the contract period, a declaration of ''management rights,'' meaning a free hand at such things as setting work rules, and a so-called ''zipper clause,'' which limits the labor agreement to the contract itself, eliminating the many off-contract practices that have evolved over the years. ''I think they're obsessed with breaking the unions,'' said Michael J. Alvino, president of the Newspaper and Mail Deliverer's Union, which represents the paper's 688 drivers. ''It's very frustrating,'' said Mr. [George E. McDonald]. ''It's affecting everybody's nerves.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Mar 1990: B.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Jones, Alex S",New York Times Company,,Newspapers,427609602,"United States, New York, N.Y.",English,27-Mar-90,NEWS AND NEWS MEDIA; WAGES AND SALARIES; LABOR,New York Times,NEWSPAPER,,,,,,,
+A New Battleground for I.B.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-battleground-i-b-m/docview/427555378/se-2?accountid=14586,"LEAD: The International Business Machines Corporation next week will introduce one of its most significant new product lines ever, a new family of computer work stations.
+The International Business Machines Corporation next week will introduce one of its most significant new product lines ever, a new family of computer work stations.
+The new I.B.M. work stations have been praised for their speed by software developers who have used them, and some analysts think the machines will be competitively priced.
+But I.B.M. faces an uphill fight in breaking into the computer industry's most hotly contested market, analysts say, because the first such machines arrived seven years ago and many rivals are already well established. What is more, I.B.M. must still rally more software developers behind the product, and convince users to adopt the proprietary version of the Unix operating system that the new machines will use.
+A Widening Market",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+New+Battleground+for+I.B.M.&title=New+York+Times&issn=03624331&date=1990-02-09&volume=&issue=&spage=D.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 9, 1990","''I don't think it's going to be easy,'' said Esther Dyson, a computer industry analyst who publishes Release 1.0. ''It's not like bringing out the I.B.M. PC in the world of the Apple II. ''The standard is already there and it's not I.B.M.'s,'' she said, referring to the fact that many software and hardware vendors have already tailored their products to designs that I.B.M. must incorporate. Despite the skepticism, a number of software developers familiar with the I.B.M. machines have said that their performance is a good match for anything in the industry. ''Big Blue really cares this time,'' said one software developer whose company has an early version of the machine. ''The machine is definitely fast. People who were disappointed with the original I.B.M. RT/PC have been impressed.'' I.B.M. has achieved its speed by redesigning the new computer's custom processor to incorporate advanced design features that will yield speeds ranging between 25 million and 40 million instructions a second. The company is using a new design approach, known as ''superscalar,'' that allows the processor to execute a number of different instructions simultaneously. It is a technique that many microprocessor designers are exploring, and I.B.M. is sure to win points for being one of the first to market such an advanced computer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Feb 1990: D.1.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,427555378,"United States, New York, N.Y.",English,9-Feb-90,"DATA PROCESSING (COMPUTERS); NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"As Labor Pool Ebbs, Factories Fish Harder","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-labor-pool-ebbs-factories-fish-harder/docview/427466344/se-2?accountid=14586,"LEAD: Ronald P. Sandmeyer, a man who patrols the shop floor in a three-piece suit and provides holiday turkeys to all hands, exudes old-school attitudes about how to run a business. But that does not extend to having unusually high employee recruitment standards.
+Ronald P. Sandmeyer, a man who patrols the shop floor in a three-piece suit and provides holiday turkeys to all hands, exudes old-school attitudes about how to run a business. But that does not extend to having unusually high employee recruitment standards.
+''Don't give us your best and brightest,'' the 59-year-old head of the Sandmeyer Steel Company tells people who may know someone looking for a job. ''Give us the people who are average or mediocre and don't know what they want to do with their lives.''
+Yet Mr. Sandmeyer has trouble finding workers to meet even his modest standards. His predicament is a measure of how hard it is for many American manufacturers to find workers these days, for reasons that embrace culture, education and demographics.
+Indeed, what Mr. Sandmeyer calls the people problem is getting worse in many parts of the country, hastening America's decline as a manufacturer and undermining the ability to compete against countries like Japan and West Germany, where factory work has both higher status and the numbers of skilled workers are larger.
+The problem is particularly bad in urban areas like Philadelphia, where the middle class has higher aspirations, the poor have no skills and the television-weaned youth of both groups are shocked to discover that the modern factory is still often noisy, smelly, dirty and uncomfortably hot or cold.
+In places like Youngstown, Ohio, or Pittsburgh, with long traditions of factory and mill work, the situation is less dire. Still, with the nation's unemployment rate barely above 5 percent and likely to remain fairly low because of a post-baby-boom decline in younger workers, a widespread shortage of factory labor looms.
+Mr. Sandmeyer calls the people problem his biggest worry in managing his family's stainless-steel company in the northeast corner of the city: ''It's held down our growth. We have not been able to gain as much market share as we would have been able to had we had more productive man-hours with capable employees.''
+''This is the heartbeat of America,'' Mr. Sandmeyer said, pointing to machined rings and disks, the mainstay components in a variety of industrial equipment, as he shows a visitor around the gritty, acrid-smelling shop where slabs and ingots bought from others are cut and shaped. ''This is basic manufacturing.'' His personnel problems bring him sympathy but little help from traditional sources of semiskilled employees like vocational schools.
+''We're averaging three to five job offers for every student we've got,'' said Joseph J. Colaneri, director of the Eastern Montgomery County Area Vocational-Technical School in nearby Willow Grove. With only a half-dozen students enrolled in the machine-shop program, scarcely one-tenth as many as a decade ago, the school may eliminate the courses. Priest Aids in Recruiting
+With imaginative searching that enlisted the help of a local priest -and has resulted in 30 percent to 40 percent of its work force being foreign-born - Sandmeyer Steel has largely managed to fill its ranks. It has succeeded despite stiff competition from large employers that typically offer similar pay but more training, more prestige, better fringe benefits and less physical discomfort.
+A newly hired employee with no previous work experience is paid $5.50 an hour, Mr. Sandmeyer said. Someone with a year or two of experience and a record of dependability might get $6.50 to $8.50. He said the tight labor situation had bid up the company's wage costs.
+''It's hot and dirty; it's heavy manufacturing,'' Mr. Sandmeyer acknowledged of his plant. Instead of air-conditioning, he said, ''we open all the doors and all the windows and when it gets above 90, everybody gets free soda.''
+For Jay M. Wilson, head of the Steeltin Can Corporation in Baltimore, the personnel challenge facing urban manufacturers is acute. There are plenty of candidates for $6.50-an-hour starting jobs, but keeping them is a ''hair-raising'' process, he said. Some fail drug tests, some are surprised at how hard the work is and others simply have little notion of what is involved in holding any job. Turnover Rate Is Up
+This year through September, Steeltin had a turnover rate among hourly workers of 51 percent, higher even than the 45 percent rate for the comparable 1988 period.
+''It's the most significant impediment to the manufacturing goals we want to achieve,'' Mr. Wilson said.
+Mr. Colaneri, the vocational school director, predicts the situation will worsen because fewer new people are being trained to replace a generation of experienced workers approaching retirement. ''The average machinist in Philadelphia is in the mid-to-upper 50's,'' he said. ''All these people out there have gray hair.''
+Mr. Colaneri said smaller companies were also hurt by an increasing mismatch between the small-shop orientation of much of the machine-parts industry and the need for sophisticated training that only fairly large companies can afford.
+Mr. Sandmeyer, for one, insists that his recruitment problems have nothing to do with the fact that his company is family owned, leaving dim prospects for those who might want to work up into management.
+Apart from lack of glamour, limited material benefits and other drawbacks, manufacturing also suffers from a seemingly widespread perception that it has little future. ''We as a country have created the image that there will be no jobs left in production and manufacturing,'' Mr. Colaneri said.
+It is true that the nation's factory employment is in both absolute and relative decline. Today there are 19.5 million factory jobs, constituting 17.8 percent of the non-farm total, compared with 20.3 million, or 22.4 percent, in 1980.
+At the same time, more efficient operations raised total factory output during the 1980's by 37 percent.
+Partly because of increasing automation, Mr. Sandmeyer said the company is doing triple the business it did in the 1960's, even though the work force has dropped to 165 from more than 200.
+Although there is some hope among people like Mr. Sandmeyer and Mr. Colaneri that possible cuts in the nation's armed forces could provide a larger civilian labor pool and help ease the shortage of factory recruits, they are not counting on much improvement. Even a recession will not necessarily help.
+''The people problem is going to be here, regardless,'' Mr. Sandmeyer said as he contemplates turning the business over to one of his sons. ''Even if we go back to 8 to 10 percent unemployment, there's still going to be a shortage of people moving into manufacturing with the skills needed to do the job.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+Labor+Pool+Ebbs%2C+Factories+Fish+Harder&title=New+York+Times&issn=03624331&date=1989-12-22&volume=&issue=&spage=D.1&au=ROBERT+D.+HERSHEY+Jr.%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 22, 1989","''Don't give us your best and brightest,'' the 59-year-old head of the Sandmeyer Steel Company tells people who may know someone looking for a job. ''Give us the people who are average or mediocre and don't know what they want to do with their lives.'' ''It's hot and dirty; it's heavy manufacturing,'' Mr. [Ronald P. Sandmeyer] acknowledged of his plant. Instead of air-conditioning, he said, ''we open all the doors and all the windows and when it gets above 90, everybody gets free soda.'' ''The people problem is going to be here, regardless,'' Mr. Sandmeyer said as he contemplates turning the business over to one of his sons. ''Even if we go back to 8 to 10 percent unemployment, there's still going to be a shortage of people moving into manufacturing with the skills needed to do the job.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Dec 1989: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"ROBERT D. HERSHEY Jr., Special to The New York Times",New York Times Company,,Newspapers,427466344,"United States, New York, N.Y.",English,22-Dec-89,LABOR; UNEMPLOYMENT AND JOB MARKET; FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+"CLAMOR IN THE EAST: PRAGUE'S UNLIKELY COLLABORATERS FOR CHANGE: PARTY STALWART AND EX-PRISONER; Havel, Often-Jailed Dramatist, Became Symbol of Dissent","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/clamor-east-pragues-unlikely-collaboraters-change/docview/427417316/se-2?accountid=14586,"LEAD: If proof is needed that the pen is mightier than the sword, then Vaclav Havel is a veritable smoking gun.
+If proof is needed that the pen is mightier than the sword, then Vaclav Havel is a veritable smoking gun.
+In and out of prisons over the last 20 years, his plays banned in his native land, the playwright today accepted the figurative surrender of his tormentors at a meeting with Prime Minister Ladislav Adamec.
+In a coincidence that seemed to close the symbolic circle, it was also today that Rude Pravo, the main party newspaper, announced that the Czech and Slovak ministries of culture had lifted 20-year-old bans on many works of art, including the writings of Mr. Havel.
+Mr. Havel, to be sure, did not achieve his role in a vacuum. There is a tradition in this part of the world that intellectual integrity and independent art translate into raw political power.
+Writers and artists have played major roles in dissident movements in the Soviet Union and throughout Eastern Europe. In Prague, the release of censored works also freed, for example, the writings of Milan Kundera, and among several prominent Czechoslovaks returning from exile was an actor, Pavel Landovsky. Premier Symbol of Dissidence
+''In our country there has been a tradition since the 19th century that social movements were always ignited by the intelligentsia,'' Mr. Havel said in an interview in the current issue of the West German weekly magazine Spiegel. ''That was the case in 1968, and this time is no different.''
+But few writers or intellectuals have been thrust to the forefront of their nation's destiny quite as dramatically as Mr. Havel, the sardonic 53-year-old playwright and essayist. As uncompromising in his resistance to the totalitarian state as he is in his ironic plays, he withstood censure, prison and the muzzle to become the premier symbol of Czech dissidence in the years after the Soviet Union intervened to crush the Prague Spring of 1968.
+Active in 1968 as chairman of an unsanctioned Club of Independent Writers, he subsequently helped found the Charter 77 dissident movement and through his clashes with the authorities was repeatedly sent to prison.
+Mr. Havel was on one of his stints in prison only last May, this time for trying to lay a wreath at the grave of Jan Palach, a student who burned himself to death when the Warsaw Pact forces invaded in 1968. As recently as a month ago, the police dragged Mr. Havel from his sickbed to put him in detention on the eve of anticipated demonstrations marking the Oct. 28 National Day. Symbolic Representatives
+Now, at the huge demonstrations that have abruptly routed Czechoslovakia's neo-Stalinist regime, the crowds have chanted ''Havel! Havel!'' as the writer has proclaimed the demise of the system he fought with pen in hand and his willingness to join a government that would guide Czechoslovakia to democracy.
+''If someone spends his life writing the truth without caring for the consequences, he inevitably becomes a political authority in a totalitarian regime,'' Mr. Havel said in the magazine interview. ''I am willing, and may be able, to assume a role for a short time. This transitional phase may need symbolic representatives, who are not politicians but who represent the hopes of society.''
+What was good for democracy, however, was not conducive to his art. ''I confess I'd like to arrange with the Interior Ministry to be free three days a week and to go to prison for two days a week to take a break from freedom,'' he said in the interview.
+Vaclar Havel (pronounced VAHTS-lahv HAH-vell) was born on Oct. 5, 1936, in Prague, where his father was a well-to-do building contractor and restaurant owner. Legend holds that his father tried to evict the Soviet newspaper Pravda from one of his buildings. Mr. Havel stlll lives in a building built by his father.
+The ''bourgeois'' background blocked Mr. Havel in his education, and his early postwar years included work as a taxi driver and study of traffic-control automation. But from his early years he wrote, and in June 1967 he caused a stir at a writers' congress when he criticized as absurd censorship and the Communist apparatus. Work in a Brewery
+After the 1968 invasion, he left Prague and settled in a remote farming village near Troutnova, where he worked in a brewery. His growing body of plays was banned across East Europe, but they rapidly gained him critical notice in the West.
+In January 1977, Mr. Havel joined artists, former Communists and church leaders in forming Charter 77, a group devoted to human rights and civic freedoms. Mr. Havel was among the chief theoreticians of the movement, and his essay setting out his ideas on national resurgence in a totalitarian state, ''The Power of the Powerless,'' was widely studied inside and outside Czechoslovakia. In it, he argued that citizens ''living in truth'' could successfully confront and overturn dictatorial rulers.
+His involvelment with Charter 77 led to the first of Mr. Havel's several stints in prison. The longest was from October 1979 to February 1983, for founding a group called the Committee for the Defense of the Unjustly Persecuted and for ''keeping up contacts with emigres.'' He later collected the letters he wrote from prison to his wife in a widely read volume, ''Letters to Olga.''
+Last January, Mr. Havel was sentenced to eight months in prison for trying to lay the wreath at the tomb of Jan Palach. But after an international outcry, the sentence was reduced to four months. 'Parables for Human Life'
+The authorities also tried to get Mr. Havel to emigrate, but he refused. He refused even to travel abroad to accept international drama prizes in the Netherlands and Sweden for fear he might not be permitted to return home.
+At one point, the recently ousted Communist Party leader, Milos Jakes, privately admitted that the harassment of the playwright had only made him better known. The comment was secretly taped and further added to Mr. Havel's renown.
+Mr. Havel's plays - the better-known include ''Protest,'' ''Temptation,'' ''The Saviors'' and ''Audience'' - are generally marked by strong irony, which sometimes strikes audiences as absurdist.
+Many of these satirical comedies center on the dumb mechanization of man in a totalitarian world. In an interview last March, Mr. Havel said his satires should not be understood as ''satire coined to some concrete conditions,'' but rather as ''parables for human life itself.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CLAMOR+IN+THE+EAST%3A+PRAGUE%27S+UNLIKELY+COLLABORATERS+FOR+CHANGE%3A+PARTY+STALWART+AND+EX-PRISONER%3B+Havel%2C+Often-Jailed+Dramatist%2C+Became+Symbol+of+Dissent&title=New+York+Times&issn=03624331&date=1989-11-29&volume=&issue=&spage=A.15&au=SERGE+SCHMEMANN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1989","In January 1977, Mr. Havel joined artists, former Communists and church leaders in forming Charter 77, a group devoted to human rights and civic freedoms. Mr. Havel was among the chief theoreticians of the movement, and his essay setting out his ideas on national resurgence in a totalitarian state, ''The Power of the Powerless,'' was widely studied inside and outside Czechoslovakia. In it, he argued that citizens ''living in truth'' could successfully confront and overturn dictatorial rulers. His involvelment with Charter 77 led to the first of Mr. Havel's several stints in prison. The longest was from October 1979 to February 1983, for founding a group called the Committee for the Defense of the Unjustly Persecuted and for ''keeping up contacts with emigres.'' He later collected the letters he wrote from prison to his wife in a widely read volume, ''Letters to Olga.'' Mr. Havel's plays - the better-known include ''Protest,'' ''Temptation,'' ''The Saviors'' and ''Audience'' - are generally marked by strong irony, which sometimes strikes audiences as absurdist.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1989: A.15.",11/15/17,"New York, N.Y.",CZECHOSLOVAKIA,"SERGE SCHMEMANN, Special to The New York Times",New York Times Company,,Newspapers,427417316,,English,29-Nov-89,POLITICS AND GOVERNMENT,New York Times,NEWSPAPER,,,,,,,
+"The Longshore Shape, a Hiring Ritual, Ends","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/longshore-shape-hiring-ritual-ends/docview/427255887/se-2?accountid=14586,"LEAD: This morning, most likely for the last time, men with broad backs and rough hands went down to the water's edge here and in Manhattan and Brooklyn looking for work on the piers and berths of New York Harbor.
+This morning, most likely for the last time, men with broad backs and rough hands went down to the water's edge here and in Manhattan and Brooklyn looking for work on the piers and berths of New York Harbor.
+Starting Tuesday, the last vestiges of a century-old routine called the shape, by which longshore workers have vied for a day's work, will be replaced by a computerized telephone system.
+Instead of having to show up at the waterfront to find out if there is work, longshoremen without regular positions will merely have to be available at home until 9 A.M. If they are needed, a dispatcher will call.
+Shippers and the longshore union support the change, saying it will save up to $500,000 a year through the closing of three hiring halls.
+But one longshore local here has challenged the new hiring system in court. And many of the 274 men who gathered at the grimy cinder-block hiring hall here this morning were worried about the new system.
+They said it could lead to the return of the favoritism and abuse that was depicted in the Marlon Brando film ''On the Waterfront'' and led to the establishment of a government-monitored hiring system 33 years ago. Secret Hiring Feared
+''When you come down here, you know who gets hired because you can see it,'' said Wesley Shipman of Plainfield, a longshoreman for 29 years. ''But if you're sitting at home waiting for a phone call, you don't know who gets hired.'' Other longshoremen, especially old-timers who have been jostling to get picked for work for more than 35 years, say they are glad the system is being changed. Some showed up with cameras this morning to record the passing of a part of their lives.
+''We were here since before Marlon Brando,'' said Joseph Cappelluti of North Arlington, a longshoreman for 38 years. Instead of getting to the Newark hiring hall at 7 A.M. every day, only to be told usually that there was no work available for him, Mr. Cappelluti said he would wake up late tomorrow morning, have a cup of coffee and wait for the phone to ring. ''It's wonderful,'' he said. The new telephone hiring system is the last step in moving hiring from the piers to offices monitored by the Waterfront Commission of New York Harbor. The commission was established in 1953 in an attempt to end some of the exploitation suffered by longshoremen in the nation's busiest port.
+Before the commission was formed, longshoremen hoping to be picked for a day's work sometimes gave a signal at the shape - a toothpick behind the ear often was used - to indicate to the hiring boss their willingness to pay for the right to work.
+In 1955 the waterfront commission established 14 hiring centers throughout the port where licensed agents hired men under a seniority system. At that time there were more than 16,000 longshoremen in the port. Work Force Shrinking
+But with the coming of large metal containers for shipping goods, fewer workers were needed. The International Longshoreman's Association demanded that those put out of work by automation be guaranteed a salary until they retired. The guarantee covers 1,900 hours of work at $18 an hour, the standard rate for all longshore workers today.
+The number of longshoremen in New York Harbor has shrunk to 5,900, including a handful of women, and until today just three hiring centers remained open.
+In 1966 modern communications changed the shape for the first time. Under a telephone hiring system, most of the workers who had regular assignments were told where they would work the following day. Only those without orders had to show up the next morning to see what additional workers, if any, were needed.
+In Manhattan, at the World Trade Center, 529 longshoremen showed up this morning, but only three were hired. The Brooklyn center on Third Avenue was packed with 1,383 men, but because there is now so little work in New York City, none were hired.
+In Newark, which handles more than 75 percent of the port's cargo, 43 men were hired this morning. Mr. Shipman of Plainfield was one of the lucky ones. Seniority Prevails
+When the hiring agent called for workers with D-cards, indicating the level of their seniority, Mr. Shipman pushed to the front and offered his. He was picked to work as a driver hustler on Berth 80, shuttling 40-foot containers from the water's edge to nearby railroad yards.
+As Mr. Shipman left the hall for work, one of his friends extended a hand and said: ''Congratulations. That's the last one you'll get out of here.''
+Joseph Sztybel of Union wasn't so lucky. The son of a longshoreman, 29-year-old Mr. Sztybel usually works unloading bananas, but there was no ship this morning. Because he has been working for just 11 years, he is not eligible for the guaranteed income the older workers get, even if they do not work. For him, the week began with a washout. ''The future looks bleak,'' he said. The union and the shippers have tried for years to set up an independent telephone hiring system, without the involvement of the Waterfront Commission. Finally, they agreed to allow the commission to continue its monitoring. Court Challenge Rejected
+About 1,000 longshoremen signed a petition against the new system, and last month I.L.A. Local 1233 asked a Federal District Court judge in Newark to block telephone hiring. But Judge John W. Bissell allowed the proposal to move forward, pledging to intervene if problems arose.
+Carmine A. Cardone, director of licensing and employment information centers for the Waterfront Commission, said the new system should give the longshoremen even more protection than now. All telephone calls will be recorded, he said, and commission officials will monitor all operations.
+He also said a list of all the workers hired would be posted at the Newark and Brooklyn centers, as well as at the telephone operations center in the World Trade Center in Manhattan. The commission will investigate any allegations of abuse filed by longshoremen.
+When the final shape ended this morning, there was a round of boos and jeers from workers who await the future uneasily.
+''We don't want to be home sitting by the phone,'' said Richard Battle of Newark, a longshoreman for 10 years. ''We want to be here.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Longshore+Shape%2C+a+Hiring+Ritual%2C+Ends&title=New+York+Times&issn=03624331&date=1989-06-06&volume=&issue=&spage=B.1&au=DePALMA%2C+ANTHONY&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 6, 1989","''When you come down here, you know who gets hired because you can see it,'' said Wesley Shipman of Plainfield, a longshoreman for 29 years. ''But if you're sitting at home waiting for a phone call, you don't know who gets hired.'' Other longshoremen, especially old-timers who have been jostling to get picked for work for more than 35 years, say they are glad the system is being changed. Some showed up with cameras this morning to record the passing of a part of their lives. ''We were here since before [Marlon Brando],'' said Joseph Cappelluti of North Arlington, a longshoreman for 38 years. Instead of getting to the Newark hiring hall at 7 A.M. every day, only to be told usually that there was no work available for him, Mr. Cappelluti said he would wake up late tomorrow morning, have a cup of coffee and wait for the phone to ring. ''It's wonderful,'' he said. The new telephone hiring system is the last step in moving hiring from the piers to offices monitored by the Waterfront Commission of New York Harbor. The commission was established in 1953 in an attempt to end some of the exploitation suffered by longshoremen in the nation's busiest port. ''We don't want to be home sitting by the phone,'' said Richard Battle of Newark, a longshoreman for 10 years. ''We want to be here.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 June 1989: B.1.",11/15/17,"New York, N.Y.",MANHATTAN (NYC) BROOKLYN (NYC) NEWARK (NJ) NEW YORK HARBOR,"DePALMA, ANTHONY",New York Times Company,,Newspapers,427255887,"United States, New York, N.Y.",English,6-Jun-89,STEVEDORING; SHIPS AND SHIPPING; DATA PROCESSING (COMPUTERS); TELEPHONES; HIRING AND PROMOTION; LABOR,New York Times,NEWSPAPER,,,,,,,
+BUSINESS FORUM: TECHNOLOGY AND THE MARKETS; Even Wall Street Is Paved With Rust,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com /newspapers/business-forum-technology-markets-even-wall/docview/427158395/se-2?accountid=14586,"LEAD: America's $700 billion financial services industry is fast becoming our nation's next ''rust belt'' as Japanese banks, securities firms and insurance companies invest heavily to overtake yet another complacent American industry.
+America's $700 billion financial services industry is fast becoming our nation's next ''rust belt'' as Japanese banks, securities firms and insurance companies invest heavily to overtake yet another complacent American industry.
+Maintaining our lead in financial services - which is based on the marriage of technology and the development of sophisticated financial products - requires a constant effort by industry, academia and government to develop even better financial products and information systems. Unfortunately, this does not seem to be happening.
+Japan and other foreign competitors in the financial marketplace are aware of the importance of information technology and are positioning themselves to overtake us. Typically, the Japanese are approaching the development of financial information systems collaboratively with tremendous resources.
+These collaborative efforts are now beginning to pay off. For example, four of the largest Japanese securities firms have now standardized their home computing software on the same computer - the Nintendo Family Computer - to bring financial services into the home. These companies have also standardized their protocols, architectures and commands - just as America's major banks are leaving the home banking market.
+Nomura Securities is also putting in place a global private communications network that will connect more than 40,000 terminals, thousands of PC's, mainframes, office-automation devices and information sources. In the New York financial market, Nomura's global trading technology is widely considered the best.
+But just as Nomura is increasing its investment in technology, American companies, are dismantling their strategic information systems to cut costs. In the last few months the Manufacturers Hanover Trust Company announced that it was cutting back on its global network, called Geonet, and Merrill Lynch & Company, which has long been in the lead in owning and operating its own facilities, has asked American Telephone and Telegraph, MCI Communications, and US Sprint Communications to bid on providing its basic communications services.
+Advanced technology networks, like Nomura's, are strategically important. They provide what are called ''technology platforms'' that are closely matched to new financial products. Companies without these platforms are at a competitive disadvantage in introducing new products. That is because their ability to respond quickly is hampered by having to seek technology from someone else each time a product is introduced.
+Along with this loss of dedicated financial information and communications technology, there have been cutbacks in the research and development expenditures of America's major corporations. According to a report by the National Institute of Science, many of these cutbacks -which affect a variety of industries - are the result of takeover pressures from Wall Street. But America still needs to translate quickly its lead in basic research into products and processes for the financial markets.
+Aggressive research and development efforts, tailored to the financial markets, are especially important in such dynamic areas of computer technology as parallel processing, which can increase financial transaction speed; artificial intelligence, for automating trading and rating credit risks; the development of neural networks, to broaden overall computation ability, and supercomputers to increase the speed of financial computing.
+Not only are America's financial service companies not undertaking enough research, but in many instances they do not have the capabilities to bridge the gap between basic research and applied techniques. What this means is that rather than let our leadership in financial services erode further - while we wait for companies to navigate through the current Wall Street takeover environment - we must build partnerships for focused private sector research. These partnerships should include companies in the financial services field, university researchers and the Government.
+Thankfully, there are already two successful models for conducting research and quickly transferring the results to industry. Variations on these models would help advance the technology needed to keep the financial service sector of the economy competitive. The models are: Bell Labs and the Department of Defense's Advanced Research Projects Agency, called Darpa.
+While deregulation has had many benefits, regulation had some too - and Bell Labs was one. Bell Labs was well-financed and received a fixed portion of the monopoly income of the telephone companies. As a result, it was able to conduct research and development projects at all levels - from basic research to product development. And since virtually all families in America have telephones, support for Bell Labs was almost as broadly based as that of a tax-supported institution. However, Bell Labs is no longer so eager to make its research available.
+Darpa is the one model of an agency that can be created to support research on technology for the financial sector. Darpa's charter is to make sure the American military establishment is not surprised by a technological breakthrough in another country. Darpa's Information Processing Techniques Organization, formed in 1963, sponsored many of the most significant advances in information systems technology, including articicial intelligence. But one of Darpa's most important features is its ability - because of its Government link - to tolerate failure in its efforts to transfer research into technolgy. Tolerating failure allows it to take greater research risks in the projects it supports than most companies would be able to do.
+A number of proposals are now on the table, in both the House and the Senate, to enhance our nation's overall industrial competitiveness. The financial services sector of the economy also needs support. Research and development partnerships must now be formed if we are to keep our lead in this vital industry.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+FORUM%3A+TECHNOLOGY+AND+THE+MARKETS%3B+Even+Wall+Street+Is+Paved+With+Rust&title=New+York+Times&issn=03624331&date=1989-04-09&volume=&issue=&spage=A.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 9, 1989","LEAD: America's $700 billion financial services industry is fast becoming our nation's next ''rust belt'' as Japanese banks, securities firms and insurance companies invest heavily to overtake yet another complacent American industry. America's $700 billion financial services industry is fast becoming our nation's next ''rust belt'' as Japanese banks, securities firms and insurance companies invest heavily to overtake yet another complacent American industry. Advanced technology networks, like Nomura's, are strategically important. They provide what are called ''technology platforms'' that are closely matched to new financial products. Companies without these platforms are at a competitive disadvantage in introducing new products. That is because their ability to respond quickly is hampered by having to seek technology from someone else each time a product is introduced.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Apr 1989: A.3.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES,,New York Times Company,,Newspapers,427158395,"United States, New York, N.Y.",English,9-Apr-89,STOCKS AND BONDS; FINANCIAL SERVICES INDUSTRY,New York Times,NEWSPAPER,,,,,,,
+"In Chemical Maker's Town, Germans Silently Disbelieve","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chemical-makers-town-germans-silently-disbelieve/docview/427052922/se-2?accountid=14586,"LEAD: Even in its hometown of Lahr, Imhausen-Chemie was hardly a household name before Jan. 1, when the company was publicly accused of having helped Libya build a poison-gas plant.
+Even in its hometown of Lahr, Imhausen-Chemie was hardly a household name before Jan. 1, when the company was publicly accused of having helped Libya build a poison-gas plant.
+If people had heard of Imhausen, it was usually because of the elegant white mansion that served as company headquarters, and in whose orangerie the executives held an occasional reception.
+With 350 local employees, Imhausen is overshadowed by other local companies, four of which employ as many as 1,000 workers. And its products were too arcane for most of the citizenry. Paper Products and Soldiers
+The big players in the town - which is nicknamed ''Package City'' - are several companies that manufacture packaging products and 12,000 Canadian soldiers and their dependents, about one for every three German residents of this old Rhine Valley town on the fringes of the Black Forest. Lahr is the headquarters and a major base of Canadian forces stationed in West Germany under North Atlantic Treaty Organization command.
+Untouched by war, the town has a provincial, prewar air to it, with many old brick buildings.
+When word came out about the Libyan connection, people's initial reaction here was the same as in most of West Germany - incredulity. The denials by the Government and by Jurgen Hippenstiel-Imhausen, the flamboyant managing director of Imhausen, simply seemed more credible in this country than did the American charges of elaborate foreign schemes and connections.
+Herwart Bosshammer, the editor of the local newspaper, the Lahrer Zeitung, said the initial reaction in the city was disbelief. No one imagined, he recalled, that a local company would have the sort of global contacts that Imhausen was said to have.
+''In Lahr, nobody knew exactly what Imhausen did,'' he said. And once the story broke, he continued, no one at Imhausen would talk, not even employees his reporters knew.
+An elderly worker emerging from a bar declared that none of his friends could believe what they had heard of Imhausen's alleged involvement in Libya. ''Even men who worked at Imhausen couldn't believe it,'' he said.
+All this has changed now. The gates to the white house are kept closed, and the accusation ''Murderers'' was recently sprayed across the white brick fence. Mr. Hippenstiel-Imhausen has dropped out of sight.
+Local residents talk suspiciously of a high fence he recently built around his elegant Victorian villa and of rumors that he had gone into hiding because of death threats to him and his family.
+A member of the town council from the environmentalist Green Party, Claus Vollmer, a chemistry teacher, said he had briefly clashed with Imhausen in 1985 when the West Berlin alternative newspaper Tageszeitung included the company in a list of chemical companies suspected of producing dioxin as a byproduct. The Greens' effort to raise the issue was cut short when Imhausen threatened a 500,000-mark lawsuit, Mr. Vollmer said.
+Mr. Vollmer said Imhausen maintains low visibility. ''Up to three weeks ago, a lot of people in Lahr didn't even know Imhausen existed,'' he said. Company's Development
+Imhausen itself had followed a fairly typical course for a middle-size German company, at least until it became involved in the Libyan project. Founded in the Ruhr Valley industrial region in 1905 by a food chemist named Arthur Imhausen, it chalked up a series of successful inventions in food processing, coal and petroleum chemistry, plastics, synthetic fibers and the extraction of oil from coal.
+Its own literature shows that Imhausen contributed to the German military effort in both world wars. In World War II, though one of the founder's parents was Jewish, the company supplied synthetic lubricants it had developed and special anti-radar paint for tanks and airplanes.
+Arthur Imhausen died in 1951, and management of the company passed to his son, Karl-Heinz Imhausen, who was joined in 1970 by his son-in-law, Mr. Hippenstiel-Imhausen. The company also left the Ruhr Valley for Lahr, possibly because the concentration of packaging companies there. Considered a Snappy Dresser
+On the death of Karl-Heinz Imhausen, Mr. Hippenstiel-Imhausen - nicknamed ''Hippy'' - became managing director. At 49, he is known as a man given to designer suits and silk ties and as a fancier of orchids, who parks two pricey sedans at his house and likes to ski and play tennis.
+Karl-Heinz Imhausen had continued his father's tradition of innovation, developing successful processes for coal liquefaction and plastic-bag manufacture, among others, that served to keep the company reasonably prosperous. By the time of his death in 1983, Imhausen had developed into a group of four companies, three grouped in the industrial park at Lahr and the fourth, specializing in automation equipment for chemical plants, in Bochum in the Ruhr.
+One of the Lahr companies, Kunststoffwerke, specialized in coal liquefaction and received large amounts of government money. The Science and Research Ministry in Bonn acknowledged that it had signed 23 contracts with Imhausen for a total of 62.5 million marks since 1972, most in coal liquefaction, in which Karl-Heinz Imhausen was an acknowledged expert.
+In 1984, the Government contributed 75 percent toward the cost of a pilot coal-liquefaction plant in Lahr. This represented the largest single investment in Lahr since World War 2 and created 30 jobs, according to local press reports at the time. In 1985, the four Imhausen companies reported annual sales of 80 million marks - about $44 million now - and a total work force of about 500. Libyan Bag Sales Fizzled
+The company also had contracts in many parts of the world, including the Soviet Union, Pakistan, India, Japan and the United States, most apparently for its low-density polyethylene used in plastic bags. Although Mr. Hippenstiel-Imhausen denied in an interview with The New York Times that he had ever been to Libya, he has acknowledged in radio interviews that he tried to sell the plastic-bag process in Tripoli in 1980, but was not successful.
+The trail that allegedly leads Mr. Hippenstiel-Imhausen back to Tripoli is still hidden. But according to information that has come out in various press accounts, Imhausen first made contact with Libya in 1985, and then used an elaborate false trail through Hong Kong to outfit a poison-gas plant at Rabta, Libya, 40 miles south of Tripoli.
+Mr. Hippenstiel-Imhausen himself is said to have traveled to Hong Kong in November 1984 to set up a company called Pen-Tsao-Materia-Medica-Center Ltd., and Pen-Tsao in turn ''authorized'' Mr. Hippenstiel-Imhausen to set up a Hamburg office in April 1987. Imhausen would then formally sell supplies to Pen-Tsao, which would pretend to ship them to Hong Kong, and they would end up in Libya.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Chemical+Maker%27s+Town%2C+Germans+Silently+Disbelieve&title=New+York+Times&issn=03624331&date=1989-01-17&volume=&issue=&spage=A.1&au=SERGE+SCHMEMANN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 17, 1989","An elderly worker emerging from a bar declared that none of his friends could believe what they had heard of Imhausen's alleged involvement in Libya. ''Even men who worked at Imhausen couldn't believe it,'' he said. Mr. [Claus Vollmer] said Imhausen maintains low visibility. ''Up to three weeks ago, a lot of people in [Lahr] didn't even know Imhausen existed,'' he said. Company's Development Mr. [Jurgen Hippenstiel-Imhausen]-Imhausen himself is said to have traveled to Hong Kong in November 1984 to set up a company called Pen-Tsao-Materia-Medica-Center Ltd., and Pen-Tsao in turn ''authorized'' Mr. Hippenstiel-Imhausen to set up a Hamburg office in April 1987. Imhausen would then formally sell supplies to Pen-Tsao, which would pretend to ship them to Hong Kong, and they would end up in Libya.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Jan 1989: A.1.",11/15/17,"New York, N.Y.",LIBYA WEST GERMANY LAHR (WEST GERMANY),"SERGE SCHMEMANN, Special to the New York Times",New York Times Company,,Newspapers,427052922,"United States, New York, N.Y.",English,17-Jan-89,"CHEMICAL WARFARE; SALES; INTERNATIONAL TRADE AND WORLD MARKET; ARMAMENT, DEFENSE AND MILITARY FORCES; COMPANY AND ORGANIZATION PROFILES",New York Times,NEWSPAPER,,,,,,,
+Election '92: Beep Replaces Ka-chunk in Booth,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/election-92-beep-replaces-ka-chunk-booth/docview/426992763/se-2?accountid=14586,"LEAD: Tuesday's election may well be the last time that voters in New York City will push manual levers to record their choices in a Presidential election.
+Tuesday's election may well be the last time that voters in New York City will push manual levers to record their choices in a Presidential election.
+Slowly, but surely, the New York City Board of Elections is moving - some say creeping - toward automation. If all goes well, by 1992 the process will be done entirely by computer.
+For now, though, registration appears to be the most modernized, with computers processing the forms that create the buff cards used at polling places. The use of computers has already made part of the voting process run smoother, election officials said.
+''In two weeks of October, we were able to process 160,000 buff cards, and we are now finished with registration,'' Daniel DeFrancisco, administrative manager of the board, said recently. ''In 1984, we were working right up to election day.'' Little Has Changed
+But even with smoother registration, as well as improved inspector recruitment and training programs and public education campaigns, critics contend that the progress is too little, and too late for this election.
+To the public, Tuesday's election will appear little changed from any other. As in past years, voters will wait on lines while poll inspectors check their buff cards, the documents of registration that are known by their color. (Those whose buff cards are not in place will be able to vote by affidavit ballot.) The machines voters will encounter when they draw the curtains will be the same ones that have been in use for 26 years.
+When the machines are locked at the end of the day - polls close at 9 P.M. but anyone in the polling place at that hour is entitled to vote - a mechanical tabulator inside will add the votes for each candidate and proposition. One inspector at each site will call out the numbers while another inspector will write them down. The totals from the paper ballots, used when machines break down, will also be recorded.
+A New York City police officer will take the information to police headquarters at 1 Police Plaza. There, the results will be entered in a computer and transmitted to the News Election Service, a consortium of television stations and newspapers. Most Significant Advance
+On Wednesday, the machines will be returned to warehouses for recanvassing on Nov. 16. On Nov. 18, affidavit and absentee ballots will be counted. Only then will the results be certified.
+And though the tools and techniques of elections may appear virtually unchanged in the city, the adaptation to technology is well under way. And it is a gargantuan task.
+There are 3,023,021 registered voters in the city, 276,000 fewer than in the 1984 Presidential election, according to the Board of Elections. They will vote in 5,135 election districts at 1,356 polling sites, using 7,000 machines and will be guided by 23,000 poll inspectors, coordinators, and interpreters. The board - 10 members named by the county leaders of both parties - is mandated by the state but financed by the city. It has a budget of $29,862,000 and 312 employees.
+The most significant advance since the last Presidential election, when the board was swamped with new voters and raced the clock to enroll them in time, has been the computerization of registration. Not Doing Enough
+The buff cards are the only remnant of manual registration, and when a system called digitization, the reproduction of signatures by computer, goes into effect, they too will disappear. Digitization, which generates lists instead of voluminous binders, is to be tested Tuesday in 10 districts on Staten Island.
+And it is such slow advancement that has angered critics of the board.
+''The board is still not doing enough to register voters and it could be doing a better job running elections,'' said Gene Russianoff, a lawyer with the New York Public Interest Research Group. ''It has not matched its new and sophisticated equipment with sufficient numbers of qualified and trained managers. Purged From the Rolls
+''I think,'' he continued, ''that it is on the way to once again losing an election. I expect that on Nov. 8 polls will open late, registration cards will be missing in the books, machines will break and there will be far too many election inspectors who don't know how to do their job. I think that '88 will be better than '84 but not nearly as good as voters have the right to expect.''
+One indicator, he said, was the controversy generated by the April 19 primary in which scores of voters sought unsuccessfully to cast ballots.
+Some said it was a result of systematic discrimination by the board against minority groups, and a lawsuit asserting that was filed in Federal District Court.
+Others, including Betty Dolen, the board's executive director, say the problem was with people who failed to vote four years ago, and were purged from the rolls as required by state law.
+Still, David I. Moskovitz, director of the New York City Elections Project, which was formed in 1986 to provide the board with technical assistance, is hopeful that the election will go smoothly.
+''There is no other event in this city in which one million people participate on a single day,'' he said. ''The subways deal with a million people every day but they get to practice every day.
+''And neither the board nor the public gets to practice, so there will always be some machines breaking down, some buff cards misfiled. But I believe the elections in this town will increasingly run more smoothly, and that will be clear in this election.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Election+%2792%3A+Beep+Replaces+Ka-chunk+in+Booth&title=New+York+Times&issn=03624331&date=1988-11-05&volume=&issue=&spage=1.32&au=BROZAN%2C+NADINE&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 5, 1988","''In two weeks of October, we were able to process 160,000 buff cards, and we are now finished with registration,'' Daniel DeFrancisco, administrative manager of the board, said recently. ''In 1984, we were working right up to election day.'' Little Has Changed ''The board is still not doing enough to register voters and it could be doing a better job running elections,'' said Gene Russianoff, a lawyer with the New York Public Interest Research Group. ''It has not matched its new and sophisticated equipment with sufficient numbers of qualified and trained managers. Purged From the Rolls ''I think,'' he continued, ''that it is on the way to once again losing an election. I expect that on Nov. 8 polls will open late, registration cards will be missing in the books, machines will break and there will be far too many election inspectors who don't know how to do their job. I think that '88 will be better than '84 but not nearly as good as voters have the right to expect.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Nov 1988: 1.32.",11/15/17,"New York, N.Y.",,"BROZAN, NADINE",New York Times Company,,Newspapers,426992763,"United States, New York, N.Y.",English,5-Nov-88,,New York Times,NEWSPAPER,,,,,,,
+Thieves Prey on Aged Subway Turnstiles,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/thieves-prey-on-aged-subway-turnstiles/docview/426933863/se-2?accountid=14586,"LEAD: The archaic low-technology turnstiles of the New York City subway - built mostly in the 1930's and 40's to collect five-cent fares - are being plundered as never before by organized gangs and individual thieves who cruise the system and break the aging mechanisms faster than the Transit Authority can keep them repaired.
+The archaic low-technology turnstiles of the New York City subway - built mostly in the 1930's and 40's to collect five-cent fares - are being plundered as never before by organized gangs and individual thieves who cruise the system and break the aging mechanisms faster than the Transit Authority can keep them repaired.
+At the worst stations, all the turnstiles are regularly broken. Some have been pried open 40 times or more within six months, leaving the thin metal so brittle that ''you can almost open them with your finger,'' a senior transit official said.
+The loss in revenue is put at $10,000 a day or more - triple what it was just five months ago - from outright theft and the other schemes in which people break or jam the turnstiles and then collect tokens from passengers to resell. Fortifying the Turnstiles
+''We're seeing a very serious trend,'' the president of the authority, David L. Gunn, said. ''A year ago, we were losing $50,000 to $60,000 a month from break-ins. But it's now approaching $170,000 for August and, I expect, $200,000 in September.''
+Last week, the board of the authority declared a formal emergency and authorized the immediate spending of $300,000 to fortify the token bins in 500 of the 2,900 turnstiles. But officials expressed fear that the improvements, which are expected to cost $1.7 million systemwide by the end of the year, could have such unwanted side effects as an increase in passenger robberies, if frustrated token thieves turn elsewhere for money. Crimes against subway passengers have already risen sharply this year.
+''It's like a balloon,'' the vice president of operations support, Charles R. Broshous, said. ''If you push in one side, where is it going to come out? We don't know.''
+Transit officials and the police have no good explanation for the sudden increase, although they theorize that drug addicts and gangs may have simply discovered the system's vulnerability and the relatively low risk of arrest or jail usually associated with token robbery.
+But, the officials add, there are clear patterns. Most of the crime is in Manhattan, and the stations plagued by each type of crime, outright break-ins versus vandalism, do not generally overlap. Through the Gate
+The worst stations for break-ins tend to be in upper Manhattan on the East and West Side IRT lines, Nos. 1 through 6. The criminals who debilitate the turnstiles and then usher passengers through and collect the $1 fares are more often in lower Manhattan, Mr. Broshous said.
+For riders, the result is the same: turnstiles that do not work.
+At 116th Street on the Lexington Avenue line, all five turnstiles were out of service Tuesday afternoon. Three had been out for a week, and two since the morning rush hour.
+Four other previously victimized machines were stacked against a wall, providing a further testament. Although two small signs told riders to pass through an open gate and drop their tokens in a box as they passed, many people approached the turnstiles first, turned in frustration, and walked through the gate without paying.
+Where the token-by-token vandals operate, Mr. Broshous said, there are numerous variations. Some thieves openly intimidate passengers. Others politely offer to help riders pass through turnstiles that are ''stuck.'' Clerks Are Warned
+Under one scheme, the vandal pushes paper into the coin slot and ushers passengers through by ''back-cocking,'' or pulling the turnstile arm backward while the rider shimmies through. The token, meanwhile, because of the wad of paper, clinks down not into the locked collection chute, but into the coin-return box on the side, where it can easily be retrieved after the rider has passed.
+In some cases, token clerks have been approached before the crime and told through the booth window that if they summon the transit police, they might be followed home after work and killed, Mr. Broshous said.
+Transit Authority officials said passengers encountering broken turnstiles should report them to a police officer or token clerk and avoid putting tokens anywhere except obviously functioning turnstiles or marked collection boxes.
+But, the officials add, in some cases, particularly where intimidation is used, the best advice is to give up the token or go to another station.
+The problem is also complicated by the practice in some stations to lock turnstiles deliberately when the token booths are closed. The idea is to force passengers to use the big revolving-door token gates. Unfortunately, many gates have also been vandalized, under a ploy in which the lock is removed and the gate is turned into what is essentially a freely revolving door. The vandal then sits like a troll in the otherwise empty station, guarding the only way in and demanding tribute for passage. Defending the Workers
+At a turnstile-repair center in the Union Square station, officials said the number of calls about disabled turnstiles had doubled in the last year, to between 150 and 250 a day. Meanwhile, the work has gotten tougher.
+One repairer, Vincent Paletta, said he and his co-workers had been attacked while working on turnstiles in the last three months, in one instance with a machete.
+''They didn't like us messing with their turnstiles,'' Mr. Paletta said. ''That's the way these guys think - it's their turnstile.''
+Mr. Paletta said that because of the hostility and threats, crews installing the new turnstile security boxes, which resemble hinged night-deposit boxes at banks, would work in three-member teams, with two people working and one standing guard. Outlook for Modernization
+Mr. Broshous said the increase in crime had renewed an old question about replacing and renovating the turnstile system entirely, perhaps with automated fare collection similar to that in Washington or Boston.
+He said that preliminary studies of computer-controlled turnstiles and so-called ''card-swipe'' magnetic fare meters, which began last year in a handful of stations, had shown that automation could work in New York, but that it would be far more expensive to put in than early projections had indicated.
+The program might cost $450 million for all 463 stations, Mr. Borshous said, with most old stations, for example, requiring completely new wiring.
+Such a system, which would rely far less on money that would tempt thieves, would not be contemplated until at least 1992, and then only if the Legislature approves a new five-year capital rebuilding program. The first two five-year programs, which began in 1981, were financed with $5 billion each. That money has been committed to upgrading cars and tracks.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Thieves+Prey+on+Aged+Subway+Turnstiles&title=New+York+Times&issn=03624331&date=1988-09-22&volume=&issue=&spage=A.1&au=Johnson%2C+Kirk&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 1988","''We're seeing a very serious trend,'' the president of the authority, David L. Gunn, said. ''A year ago, we were losing $50,000 to $60,000 a month from break-ins. But it's now approaching $170,000 for August and, I expect, $200,000 in September.'' ''It's like a balloon,'' the vice president of operations support, Charles R. Broshous, said. ''If you push in one side, where is it going to come out? We don't know.'' ''They didn't like us messing with their turnstiles,'' Mr. [Vincent Paletta] said. ''That's the way these guys think - it's their turnstile.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 1988: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Johnson, Kirk",New York Times Company,,Newspapers,426933863,"United States, New York, N.Y.",English,22-Sep-88,TRANSIT SYSTEMS; SUBWAYS; CRIME AND CRIMINALS; ROBBERIES AND THEFTS; STATIONS AND TERMINALS (PASSENGER),New York Times,NEWSPAPER,,,,,,,
+"THE NATION; Industry, Government and Labor Try To Plan for Workers' Obsolescence","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nation-industry-government-labor-try-plan-workers/docview/426862592/se-2?accountid=14586,"LEAD: CASTER DAVIDSON, a 40-year-old former autoworker, is becoming adept at installing roof shingles, plumbing and other building maintenance tasks she has been learning in a storefront classroom in recent weeks. She hopes to be doing the same thing on real houses as summer starts.
+CASTER DAVIDSON, a 40-year-old former autoworker, is becoming adept at installing roof shingles, plumbing and other building maintenance tasks she has been learning in a storefront classroom in recent weeks. She hopes to be doing the same thing on real houses as summer starts.
+Ms. Davidson is participating in a retraining program operated by the General Motors Corporation and the United Auto Workers union that is designed to teach new skills to workers displaced - most likely forever - from the automobile assembly lines.
+The Pontiac program is a small part of the large retraining and job search effort that the union has negotiated with the big automobile companies, starting in the dark days of the early 1980's when tens of thousands of workers were laid off due to plunging car sales.
+Even though many workers have been rehired as the economy has improved, no one expects employment in basic industries like automobiles and steel to reach the levels of the past.
+The issue of retraining workers displaced from their factory jobs by technological change or automation or by competition from imports has become a national one. According to a report issued last month by the Senate Republican Conference, more than a million workers are displaced each year.
+These workers tend to lack the language and mathematical skills necessary for new jobs in high technology. Without retraining, many of them will become part of ''a growing underclass, increasingly made up of former industrial workers without the skills to remain in the workplace and of those without the skills to enter,'' the Senate report said.
+The issue was addressed in the trade bill, President Reagan's veto of which is expected to be considered in the Senate this week. One section of the measure would provide $980 million for a new worker assistance program. The program would roughly triple Federal money available for retraining.
+However, the retraining provision has become subordinate to a part of the bill that would require employers to give workers 60 days' notice of a plant closing.
+''The sad fact is that the 60-day notice has become the focus of the bill, not the $1 billion for worker retraining,'' said Sar Levitan, a liberal labor economist who is professor of economics at George Washington University and director of the university's Center for Social Policy Studies. ''But in today's economy you have to be able to read and write and have communications skills to deal with customers in service jobs.''
+In the meantime, some states have begun to look at the problem themselves. In Michigan, whose state government contributes to the G.M.-U.A.W. program, state officials this year announced the creation of a $100 million retraining program aimed at upgrading the technical skills of existing workers.
+According to the Department of Labor, retraining and assistance programs now reach less than 25 percent of displaced workers, almost half of whom are forced to take lower-paying jobs. And the skill level employers demand is steadily rising. According to some projections, one third of the jobs created in the next 15 years will be filled by college graduates. Meanwhile, unemployment nationally inched up to 5.5 percent, the Labor Department announced last week. Notice of Closings
+Advance notice of plant closings is important in retraining efforts, according to managers of the union-General Motors program. ''If we can get to people early, we will involve about 85 percent of them in our program,'' said John Furman, a General Motors executive attached to the U.A.W.-G.M. Human Resource Center in Auburn Hills, Mich. ''Once they are laid off, we only get 10 to 15 percent.''
+G.M. alone laid off more than 15,000 workers through plant closings in Michigan last year.
+The program is largely paid for by a company contribution of 15 cents for every hour worked by the automotive giant's union employees. Officials at the Resource Center say they have spent an average of $3,500 per worker in the program. Unions in less prosperous industries, such as the United Steel Workers, have had to rely almost completely on Federal assistance.
+A properly managed training program can ease the pain of a major plant closing or series of layoffs to both the employees and the community involved.
+The family-owned Stroh Brewery Company caused a stir in Detroit in 1985 when it announced plans to close its 71-year-old downtown brewery, idling about 1,200 people. But indignation gave way to admiration when a company-financed training and job placement program found work for all of the approximately 800 people who participated. (Others retired or found jobs on their own.) Identifying Skills ''We found that many of these people were quite mechanically adept and had skills they did not realize,'' said Peter B. Inskeep, director of personnel for Stroh's. ''We helped identify those skills and match them to available jobs.'' The program cost the company about $1.5 million, with another $600,000 from the state and Federal governments. The company feels it was money well spent, both for the message it sent to its remaining employees and its overall reputation. ''We got good press,'' Mr. Inskeep said, ''a company stands to gain from that.''
+Officials of the Resource Center say they provide training on two levels: general job hunting skills, such as how to respond to questions in an interview, and training for specific jobs. To avoid training workers for jobs that don't exist, they line up the jobs first.
+The program had Ms. Davidson pounding shingles because the Pontiac office found that building maintenance jobs are being steadily created as Detroit's suburbs continue to grow.
+''We had 26 people when we started on Feb. 22 and we're down to eight now - all the rest have jobs,'' said Alvin Vicent, the director of the program. If that continues, there will be no one left by June 30, when the program is set to end. ''That's the way we want it to go,'' Mr. Vicent said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+NATION%3B+Industry%2C+Government+and+Labor+Try+To+Plan+for+Workers%27+Obsolescence&title=New+York+Times&issn=03624331&date=1988-06-05&volume=&issue=&spage=A.4&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 1988","''The sad fact is that the 60-day notice has become the focus of the bill, not the $1 billion for worker retraining,'' said Sar Levitan, a liberal labor economist who is professor of economics at George Washington University and director of the university's Center for Social Policy Studies. ''But in today's economy you have to be able to read and write and have communications skills to deal with customers in service jobs.'' The family-owned Stroh Brewery Company caused a stir in Detroit in 1985 when it announced plans to close its 71-year-old downtown brewery, idling about 1,200 people. But indignation gave way to admiration when a company-financed training and job placement program found work for all of the approximately 800 people who participated. (Others retired or found jobs on their own.) Identifying Skills ''We found that many of these people were quite mechanically adept and had skills they did not realize,'' said Peter B. Inskeep, director of personnel for Stroh's. ''We helped identify those skills and match them to available jobs.'' The program cost the company about $1.5 million, with another $600,000 from the state and Federal governments. The company feels it was money well spent, both for the message it sent to its remaining employees and its overall reputation. ''We got good press,'' Mr. Inskeep said, ''a company stands to gain from that.'' ''We had 26 people when we started on Feb. 22 and we're down to eight now - all the rest have jobs,'' said Alvin Vicent, the director of the program. If that continues, there will be no one left by June 30, when the program is set to end. ''That's the way we want it to go,'' Mr. Vicent said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 1988: A.4.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,426862592,"United States, New York, N.Y.",English,5-Jun-88,LABOR; UNEMPLOYMENT AND JOB MARKET; SCIENCE AND TECHNOLOGY; FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+"On Language; Weenies Of the World, Unite!","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-language-weenies-world-unite/docview/426782072/se-2?accountid=14586,"LEAD: ''YOU EVER HEARD OF the pol-mil weenies?'' asked Susan F. Rasky, a colleague at The New York Times.
+''YOU EVER HEARD OF the pol-mil weenies?'' asked Susan F. Rasky, a colleague at The New York Times.
+I replied that it sounded like a variant of the ''Tolpuddle Martyrs,'' a band of heroic English unionists of the early 19th century; pol-mil might be a corruption of pell-mell, the Anglicization of the French reduplication pele-mele, ''all mixed up'' (and not from Pall Mall, the street in London). I speculate wildly that way to discourage further questions.
+She shook her head. ''Hot new locution at the Puzzle Palace and the Fudge Factory: 'He's one of Carlucci's new pol-mil weenies.' Check it out.''
+Why would officials at the Pentagon and State Department refer to Defense Secretary Frank Carlucci's aides that way? I have excellent sources at both departments; recently, after I described the Soviet radar facility at Krasnoyarsk as an illegal ''phrased-array, battle-management radar,'' hordes of arms-control junkies wrote to tell me to drop the r in ''phrased'' - the term is phased array, referring to communications technology in which an array of antenna elements can be used in phases to vary signal directions without moving the antenna.
+Pol-mil was easy enough to trace: it stands for ''political-military'' (or ''politico-military''), and in the State Department the pol-mil bureau is the place where a tiny collection of hawks is allowed to assemble. Pol-mil types, with their crassly undiplomatic solutions, are tolerated in the building to be trotted out when hawkish members of Congress come to visit.
+But the trail to weenie was long and winding. We have here a slang term of suitably checkered provenance, now blossoming in the English language as it never had in its century-old existence.
+Covering the Olympic skating championships in Canada, Time magazine reported a profound change in style with a change in trainers: ''. . . it was goodbye Tech Weenie, hello Elegance Whiz. Out went the bouncy pop-rock medley. In came sobering, dramatic theme music.''
+Another recent usage, from a Washington Post story about gifts of computer software for children: ''There's hope for the most timorous techno-weenie.''
+''It was inevitable, perhaps,'' wrote The Los Angeles Times, ''that laser games would give rise to laser weenies.''
+In each of these instances, the noun weenie means ''someone small.'' Since the 1780's, weeny or weenie has been used as a variant of the Scottish adjective wee, from the Old English waege, ''weight,'' denoting something of little weight or size. The word has been influenced by, and has influenced, tiny and teeny, producing teeny-weeny, a reduplication used two generations ago to modify bikini swimsuits, which were then considered daringly small.
+The first use in its meaning of ''child'' is credited by the Oxford English Dictionary Supplement to the 19th-century letters of Cecilia Ridley, who wrote in 1844: ''Little weeny is growing visibly.''
+A second root, and source of more sinister senses, can be found. Wienerwurst, meaning ''sausage of Vienna,'' appeared in 1889; this cured cooked sausage, more slender than a frankfurter, became known in the United States in the early 1900's as a wienie or weenie; in 1920, Sinclair Lewis used it in his novel ''Main Street.'' In the mid-20's, another sense surfaced: ''the catch; the kicker; a surprise that may cause failure.''
+Wentworth and Flexner, in their Dictionary of American Slang, speculate that the origin may have been ''in vaudeville or the movie industry, perhaps in reference to the large bladders used by comics to hit one another over the head in slapstick com-edies. Such bladders are the descendants of the mock phallus wielded by ancient Greek comedians.'' It may also explain the word's frequent use in nursery talk as a euphemism for a child's penis.
+College students know the noun in another sense, a slang term for ''grind,'' ''wonk'' or ''throat'' (from cutthroat), meaning ''serious student'' or ''obnoxious premed.'' This meaning now predominates; in 1929, The Baltimore Sun explained that ''Girls are described as weenies, janes, dames and broads.'' By the 1960's, American Speech reported that the word had lost its sexist connotation and had become mixed in with the names of small animals to describe socially unacceptable persons: ''toad, squirrel and shrimp all serve for the zoologically unsound but all-inclusive weenie.''
+Today, the word is used in a variety of its senses. Senator Pete Wilson, Republican of California, rose on the Senate floor last year to contend that an opponent of Star Wars wanted to disrupt practical work on the kinetic kill system and instead to explore more exotic technologies where results are decades away: ''He is urging us today to drop the ham to pick up the weenie!'' The Senator, who is phasing away himself, was using the sausage-based metaphor.
+''It's old news that [ Margaret ] Thatcher dislikes the royal family,'' wrote Alex Heard in The Washington Post, ''and that it is stupid, weenie, expensive and unproductive except in terms of 'atmospherics'. . . .'' The writer uses weenie as an adjective synonymous with ''small-minded,'' as does Washington sportscaster Glenn Brenner, who denounces unsportsmanlike conduct with his ''Weenie of the Week'' award.
+Caution: Although a weenie has been known as a hot dog ever since the turn of the century, the new sense of hot dog - ''one who performs ostentatiously'' - is not applied to weenie. To avoid confusion with ''show-off,'' some slanguists are using tube steak rather than hot dog. Pass that on to the hot-dog boss of the pol-mil weenies. LOOP THE LOOP
+WHEN GEORGE BUSH EXPLAINED that he was out of the loop on Iran-contra matters in 1985, he used a Washington expression of disputed etymological origin. Some say the loop began as a term for a conference or network -''the Big Ten Loop'' - drawn from a circle formed by a rope. Others point to a term in electrical circuitry, later adopted by automation terminology, in which a closed loop enables a machine to munch on its feedback and thereby regulate itself.
+Written citations before 1970 would be of help. Meanwhile, we find the latest loop-to-do in Hedrick Smith's ''The Power Game: How Washington Works,'' under the heading ''Are You in the Loop?''
+Test of loopmanship: being on the short list of distribution of secret stuff. My idea of being in the loop has always been to be a recipient of the NID, the National Intelligence Daily, a precis of the overnight take of the intelligence community. That's limited to the 200 people in Government who have to be in the knowiest know.
+''Even more rarefied, however,'' writes Rick Smith in this most inside new book, ''is another, smaller intelligence document: the 'FTPO' - 'For the President Only.' White cover . . . likely to have inside tips on the health of a foreign leader whom the President is meeting . . . often contains 'SCI' - Secret Compartmented Information - circulated only on a 'need-to-know' basis. . . . Only about 20 people qualify to see it - the President, Vice President, their chiefs of staff and the innermost of the national security circle.''
+That's your loop of loops. And the Veep is inside.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=On+Language%3B+Weenies+Of+the+World%2C+Unite%21&title=New+York+Times&issn=03624331&date=1988-03-20&volume=&issue=&spage=A.12&au=Safire%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 20, 1988","College students know the noun in another sense, a slang term for ''grind,'' ''wonk'' or ''throat'' (from cutthroat), meaning ''serious student'' or ''obnoxious premed.'' This meaning now predominates; in 1929, The Baltimore Sun explained that ''Girls are described as weenies, janes, dames and broads.'' By the 1960's, American Speech reported that the word had lost its sexist connotation and had become mixed in with the names of small animals to describe socially unacceptable persons: ''toad, squirrel and shrimp all serve for the zoologically unsound but all-inclusive weenie.'' ''It's old news that [ Margaret ] Thatcher dislikes the royal family,'' wrote Alex Heard in The Washington Post, ''and that it is stupid, weenie, expensive and unproductive except in terms of 'atmospherics'. . . .'' The writer uses weenie as an adjective synonymous with ''small-minded,'' as does Washington sportscaster Glenn Brenner, who denounces unsportsmanlike conduct with his ''Weenie of the Week'' award. ''Even more rarefied, however,'' writes Rick Smith in this most inside new book, ''is another, smaller intelligence document: the 'FTPO' - 'For the President Only.' White cover . . . likely to have inside tips on the health of a foreign leader whom the President is meeting . . . often contains 'SCI' - Secret Compartmented Information - circulated only on a 'need-to-know' basis. . . . Only about 20 people qualify to see it - the President, Vice President, their chiefs of staff and the innermost of the national security circle.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Mar 1988: A.12.",11/15/17,"New York, N.Y.",,"Safire, William",New York Times Company,,Newspapers,426782072,"United States, New York, N.Y.",English,20-Mar-88,ENGLISH LANGUAGE,New York Times,NEWSPAPER,,,,,,,
+Commercial Property: Office Lobbies; Images of Elegance Proving a Magnet to Tenants,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/commercial-property-office-lobbies-images/docview/426531176/se-2?accountid=14586,"LEAD: LANDLORDS of Manhattan office buildings are ripping out fluorescent tubes, stainless steel elevator doors and every other trace of the 1960's from their lobbies.
+LANDLORDS of Manhattan office buildings are ripping out fluorescent tubes, stainless steel elevator doors and every other trace of the 1960's from their lobbies.
+In neo-Gothic landmarks and in modern glass boxes, they are striving to create an image of luxury, elegance and wealth. Lobbies that date to the 1910's are shedding dropped ceilings and marbleized dividers added half a century later, while lobbies in more modern buildings are getting their first major renovations.
+''You can pack a lot of richness and a lot of clues about the building's quality into a lobby, which is why owners are concentrating so much time and money on them today,'' said Jordan L. Gruzen of Gruzen Samton Steinglass, a Manhattan architectural firm.
+In low-rent office districts like lower Fifth Avenue, lobbies can be one of the most-tempting attractions for luring office tenants from established areas.
+''There's real culture shock when people accustomed to working in midtown office buildings move downtown into loft buildings,'' noted Barry Gosin, the executive vice president of Newmark & Company Real Estate, which has renovated many buildings. ''So you really have to go overboard on the lobby and create something special.''
+But even along established corporate corridors like Park Avenue and Third Avenue, owners are going overboard. Lobbies designed in the 1960's by such firms as Emery Roth & Sons are adopting flashy new looks.
+The most apparent example, to thousands of daily commuters, is in the Pan Am Building, where the sterile lobby was given a new ornate look. But others abound. Not long ago, Skidmore, Owings & Merrill supervised a multimillion-dollar facelift of the lobby at 757 Third Avenue, an Emery Roth tower on the corner of 47th Street.
+A rotunda with marble columns and bronze railings serves as the centerpiece of the new lobby, full of gleaming bronze, mahogany and five contrasting shades of marble, from sandblasted white to blood red.
+''We're now able to compete with new buildings,'' said Stephen DeNardo, a vice president of First Winthrop, the building's owner.
+''One of the attributes of an Emery Roth glass box,'' he added, ''is that it's sort of unobtrusive. You can do almost anything to the lobby without architectural conflict.''
+Within a few weeks, the Minskoff Organization intends to begin a lobby renovation in the MGM Building, an Emery Roth tower that opened in 1965 at 55th Street and Avenue of the Americas. The cost will be about $2 million.
+''The lobby is one of the key essentials in leasing space because, basically, office buildings are more or less the same,'' said Richard M. Rosen, a senior vice president of Minskoff.
+In the MGM Building, ''the first round of vacant space has come up for lease, so we felt the lobby needed to be spruced up,'' Mr. Rosen said. ''We want to create a warmer and more-inviting entrance.''
+The stark, sleek look of the existing MGM lobby scares off potential tenants. And in Manhattan, where building exteriors are often lost in the crowd, the lobby offers the chance to make a good impression.
+''The lobby makes your sale,'' declared William L. Haines, a developer, ''and it ultimately gives you that lift of an extra 50 cents or one dollar'' in the annual per-square-foot rents that a building can achieve. Mr. Haines just finished a handsome wood-and-marble lobby at 120 Fifth Avenue, near 17th Street.
+Laudable restorations of old lobbies can be seen in the former American Telephone and Telegraph Company headquarters at Broadway and Fulton Street, a 1917 building, and 61 Broadway, a building of identical age on the corner of Exchange Alley. When workmen removed the dropped ceiling in the lobby at 61 Broadway, they found a richly ornamented ceiling with enough pieces intact to determine the original design.
+''People are ripping out the so-called modernization in old lobbies,'' said Mr. Gruzen, the architect, ''and discovering wonderful murals, barrel-vaulted ceilings, mosaics, columns and decorative moldings.''
+Thanks to changing tastes, landlords are now proud to show off the Ionic-style colonnades, the bold sculpture and the ornate plaster moldings that they were scurrying to cover up two decades ago. ''I think this phenomenon is much more basic than fashion,''
+Mr. Gruzen said. ''We're discovering that architecture is a lot more pleasing to most people when it has variety and detail and texture.
+During the modern movement, we were searching for something that was our own in terms of style.
+But now we're much more willing to be part of a continuity of history. We're adapting and re-adapting.''
+WITHIN old lobbies, damaged sections are often repaired by craftsmen brought out of retirement, or created anew by using Fiberglas reproductions of old moldings.
+''Some lobbies, though, have been so botched up that it's impossible to go back to the original,'' noted Richard L. Blinder of Beyer Blinder Belle, a Manhattan architectural firm. ''In those cases the challenge is to take what's probably a fairly sterile lobby and give it character.''
+Earlier this year, the owners of the empty Orbach's department store at 7 West 34th Street, near Fifth Avenue, faced a variation of that challenge. They wanted to convert the 430,000-square-foot building into office use, but it had no lobby at all.
+The owners decided to carve out a soaring lobby in the center of the old department store. Work will begin this spring on a vaulted entrance that will lead into a lobby replete with the requisite brass, bronze and marble.
+''We've designed it to look like a lobby that might have always been in the building,'' said Kevin Lichten of Fow & Fowle Architects, the Manhattan firm overseeing the projject. ''The lobby will be gentle rather than confrontational.''
+At a cost that rarely dips below $100,000 and frequently exceeds $500,000, a new lobby represents a major capital outlay for any office-building renovator.
+''Except for the automation of elevators, the lobby is usually the single largest budget item,'' said Stephen Green, who has bought and renovated more than a dozen Manhattan office buildings. ''But the lobby demands much more thought and effort because of all the issues of design and taste. The options are endless.
+''With elevators,'' Mr. Green added, ''the options are limited. There are only a few ways to get from the bottom of a building to the top.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Commercial+Property%3A+Office+Lobbies%3B+Images+of+Elegance+Proving+a+Magnet+to+Tenants&title=New+York+Times&issn=03624331&date=1987-06-07&volume=&issue=&spage=A.43&au=McCAIN%2C+MARK&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 1987","''There's real culture shock when people accustomed to working in midtown office buildings move downtown into loft buildings,'' noted Barry Gosin, the executive vice president of Newmark & Company Real Estate, which has renovated many buildings. ''So you really have to go overboard on the lobby and create something special.'' ''Some lobbies, though, have been so botched up that it's impossible to go back to the original,'' noted Richard L. Blinder of Beyer Blinder Belle, a Manhattan architectural firm. ''In those cases the challenge is to take what's probably a fairly sterile lobby and give it character.'' ''We've designed it to look like a lobby that might have always been in the building,'' said Kevin Lichten of Fow & Fowle Architects, the Manhattan firm overseeing the projject. ''The lobby will be gentle rather than confrontational.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 1987: A.43.",11/15/17,"New York, N.Y.",,"McCAIN, MARK",New York Times Company,,Newspapers,426531176,"United States, New York, N.Y.",English,7-Jun-87,,New York Times,NEWSPAPER,,,,,,,
+ROBOT CHEF'S NEW DISH: HAMBURGERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www .proquest.com/newspapers/robot-chefs-new-dish-hamburgers/docview/426497421/se-2?accountid=14586,"LEAD: AT the University of Wisconsin's fast-food laboratory here, the sesame-seed buns were delayed somewhere in browning. As a result, flame-broiled meat patties were dropping helter-skelter onto bare conveyor belts and a computer-controlled arm was lifting the top buns, flipping them through the air and setting them down where they should not have been.
+AT the University of Wisconsin's fast-food laboratory here, the sesame-seed buns were delayed somewhere in browning. As a result, flame-broiled meat patties were dropping helter-skelter onto bare conveyor belts and a computer-controlled arm was lifting the top buns, flipping them through the air and setting them down where they should not have been.
+''He's sending the patties too fast,'' Alice Cox, a teaching assistant, shouted to her co-workers. ''Don't cross in front of the eye,'' she warned one when he tried to nudge a patty onto a bun. ''It'll think you're a hamburger.''
+For most of May, students at the University of Wisconsin Stout, as the Menomonie campus is called, have been eating robot-made burgers for lunch. They are produced by what school officials say is the first industrial robot to work at a burger stand, actually a campus restaurant whose kitchen serves as the fast-food laboratory.
+Dr. Thomas P. Phillips, director of the school's program for home economics in business, thought of building a robot to help solve the fast-food industry's manpower problems as the pool of teen-age employees shrinks. He also expected that a robot could reduce the cost of making burgers at a time when the industry's growth rate has slowed.
+''Kitchens have not been looked at as factories, which they are,'' Dr. Phillips said. ''Fast-food restaurants were the first to do that. We're just at the beginning.''
+Craig W. Schowalter, an instructor in fast-food operations, said the robot ''does nothing that we couldn't do - and some of the things we can do, it does worse.''
+''But sales have been flat or declining for the past four or five years in this industry,'' he said, ''and the only way to show earnings growth is to increase efficiency in operation. Reducing the cost per unit is a simple measure.''
+A robot could do that, Dr. Phillips asserted, by cutting down the number of workers needed in the burger-and-bun assembly process by at least two. Lettuce, pickles, onions, tomatoes and other condiments would still be added by hand. The robot would also cut back on the effects of employee absenteeism, which Mr. Schowalter said plagues fast-food restaurants. ''A fixed asset,'' he said, ''can't call in sick.''
+For several years now, robots have been used for jobs too tedious or too dangerous for humans. They can pick fruit from trees, test the strength of cereal cartons, even mow the lawn. But fast-food chains treat the subject of using robots gingerly, apparently because jobs are at stake. Burger King would not answer questions about any plans to use robots, and a McDonald's spokeswoman, Ann Connolly, said only that the chain has no immediate plans to do so.
+However, Joseph F. Engelberger, the founder of Unimation, which was the nation's largest robot maker in the 1970's, said he has worked with McDonald's to determine if robots are cost-effective. Fast-food chains, he said, ''desperately want'' to automate. But no one has developed the kind of robot the industry needs: one that can perform a variety of tasks economically and handle a number of products, Mr. Engelberger said. He started a new robot company, Transitions Research Corporation in Danbury, Conn., after Westinghouse bought Unimation in 1983.
+''The industry is a tough one to automate because it is highly cyclical,'' with crunches around mealtimes, he said. ''You have to design automation to be extremely high speed, which is expensive.''
+The hamburger robot here hits peak speed at three burgers a minute; a busy restaurant needs to produce 20 to 30 burgers a minute, Mr. Schowalter said. In addition, he said: ''Fast-food operations are fighting each other with diversity of product. Sure, you can make a hamburger'' using a robot, he said, but he added: ''What can you do it if suddenly it's the croissant that is moving this year?'' David L. Brenholt, the president of
+Translab in Menomonie, which designed and built the hamburger-flipping robot at a cost of $20,000, said that although the machine can make only hamburgers, it can be reprogrammed to make various kinds, like ones with multiple patties.
+The robot looks like a flat oven with conveyor belts running through and an arm attached at the end. A red light indicates when a worker should slide in a patty and bun, which bob along in the heat for 1 minute 52 seconds. When they reach the other side of the machine, photo-optic sensors indicate when they can be assembled.
+The computer functioning as the robot's brain determines when the buns and patty are where they should be. If the bun is delayed, it slows the patty belt. If the patty is delayed, it slows bun production. It also keeps track of the number of buns and patties in the oven and determines how fast they need to be fed in to keep up speed.
+That is, of course, when the robot is working properly. But it misfires about 30 percent of the time, and the laboratory starts to resemble a scene from Charlie Chaplin's movie ''Modern Times,'' about an assembly line gone berserk.
+Roland Grant, a senior majoring in hotel and restaurant management, said the robot could be ''the first step toward a totally automated burger.'' But he added: ''It's a touch scary. All through life, you are taught to do it yourself. The danger in the system is when the computer goes down, you can't make the burger yourself.''
+With the robot, he said, making hamburgers by hand might become a lost art.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ROBOT+CHEF%27S+NEW+DISH%3A+HAMBURGERS&title=New+York+Times&issn=03624331&date=1987-05-27&volume=&issue=&spage=C.3&au=Greer%2C+William+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 27, 1987","''He's sending the patties too fast,'' Alice Cox, a teaching assistant, shouted to her co-workers. ''Don't cross in front of the eye,'' she warned one when he tried to nudge a patty onto a bun. ''It'll think you're a hamburger.'' A robot could do that, Dr. [Thomas P. Phillips] asserted, by cutting down the number of workers needed in the burger-and-bun assembly process by at least two. Lettuce, pickles, onions, tomatoes and other condiments would still be added by hand. The robot would also cut back on the effects of employee absenteeism, which Mr. [Craig W. Schowalter] said plagues fast-food restaurants. ''A fixed asset,'' he said, ''can't call in sick.'' Roland Grant, a senior majoring in hotel and restaurant management, said the robot could be ''the first step toward a totally automated burger.'' But he added: ''It's a touch scary. All through life, you are taught to do it yourself. The danger in the system is when the computer goes down, you can't make the burger yourself.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 May 1987: C.3.",11/15/17,"New York, N.Y.",,"Greer, William R",New York Times Company,,Newspapers,426497421,"United States, New York, N.Y.",English,27-May-87,MEAT; HAMBURGERS; ROBOTS; COOKING AND COOKBOOKS; FAST FOOD INDUSTRY,New York Times,NEWSPAPER,,,,,,,
+HOME VIDEO; THE GREAT CAMCORDER BATTLE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/home-video-great-camcorder-battle/docview/426441077/se-2?accountid=14586,"LEAD: A POPULAR FORM OF MEN-tal exercise is jumping from a valid premise to the wrong conclusion.
+A POPULAR FORM OF MEN-tal exercise is jumping from a valid premise to the wrong conclusion.
+Video fans are doing it, in droves.
+They have been told, quite correctly, that the new 8-millimeter format for camcorders (e.g., camera-recorder combinations for shooting your own videos) is not compatible with the widely established VHS format. From this they conclude that you cannot play 8-millimeter cassettes made on such a camcorder if you already own a VHS-type home recorder. Not so.
+Granted, it is not possible to load an 8-millimeter cassette into a VHS home machine. But it isn't necessary to do this for playback. Most 8-millimeter camcorders can be connected directly to the TV set, bypassing the home VCR entirely. This is done either by direct cable connection or through an adapter that feeds the camcorder signal to the antenna terminals of the television set. However it is done, the salient point is that an 8-millimeter camcorder is in itself sufficient both for recording and playback. It does not depend on any VCR - compatible or otherwise.
+The fact that a viewer may already own a VHS home recorder therefore should not be a deterrent to acquiring an 8-millimeter camcorder if the preference happens to run in that direction. In other words, 8-millimeter and VHS - far from being ''incompatible'' - can coexist happily in any home. The VHS machine would typically be used for recording TV programs or playing rental tapes, while the 8-millimeter camcorder would provide the modern equivalent of home movies.
+Once this realization takes hold, the question of compatibility appears in an altogether new light and ceases to be a decisive factor in the choice of a camcorder. Prospective buyers will then base the decisions purely on the merits of the individual camcorder design - regardless of the tape format.
+This choice lies basically between three kinds of camcorder:
+1. The only camcorders whose cassettes are directly compatible with VHS home machines are full-size models accepting a standard VHS cassette. They are bulky and heavy, mainly because of the VHS cassette itself. Most users find this a serious drawback.
+2. In an effort to reduce the VHS bulk, a numer of firms are offering the so-called VHS-C format, using a small cassette. These camcorders are handy, but handicapped by a short recording time, limited to 20 minutes in the high-quality high-speed mode. Moreover, when the small VHS-C cassettes are to be placed in a home-based VHS recorder, they are not directly compatible but require a mechanical adapter as large as a standard VHS cassette.
+3. This leaves the 8-millimeter as the only compact format with extended recording time in the high-quality mode (1 hour per cassette) and, incidentally, the only one with high-fidelity sound.
+These considerations are pertinent to the ongoing rivalry between the 8-millimeter and VHS-C formats. Their struggle might be compared to that between David and Goliath, with VHS - powerful and firmly entrenched - being challenged by the small but nimble 8-millimeter upstart. Some industry analysts are betting on the superior marketing clout of the giant, but it is the challenger that holds the greater technical potential.
+Although side-by-side comparisons of the two formats reveal a slight margin of picture quality in favor of 8-millimeter, this may change in the future. A tape type called ME (metal-evaporated) is currently under development and appears particularly suited to the 8-millimeter format. No target date has yet been set for the commercial introduction of such tapes, because efficient production methods still need to be worked out. Yet, if and when ME tape becomes available, it would give the 8-millimeter format a more pronounced advantage in picture quality.
+With the rival formats now running neck and neck in the world market, outstanding camcorders are being produced in both camps. One trend, discussed here last month, is toward ever smaller and lighter designs. A concurrent trend strives toward a fuller array of operating features in camcorders only slightly larger. Canon represents this trend for 8-millimeter while Minolta pursues the same goal in VHS-C.
+Canon - a company renowned for its photographic cameras - has recently launched a video division whose maiden effort is an exemplar of what can be accomplished in the 8-millimeter format. The Canovision VM-E2 embodies just about every refinement a devoted videophile could wish for, including a fade control to create atmospheric transitions between separate shots, as well as a flying erase head, which permits fast cuts between scenes without streaking or tearing of the image. Particularly helpful is a review switch, which instantly shows in the viewfinder the last five seconds that were shot, thereby confirming a successful take or indicating the need for a repeat shot.
+Despite the many features and a high degree of automation, this model is small and light enough for hand-held operation, its net weight being 3 1/2 pounds, its overall length (front-to-back) 11 inches, and its height and width both 6 inches.
+The Canon differs from other camcorders in one important respect. The zoom-lens control is not on the same side as the supporting hand-grip. While one hand holds the camera, the other operates the lens - a clever piece of ''human engineering'' that prevents overshooting the zoom.
+In a brief tryout, this viewer was impressed with the excellent color fidelity under varying light conditions, the ease of handling, and the clear, crisp sound. Complete with a basic set of accessories, the Canon VM-E2 lists for $1,699.
+In the opposing camp, Minolta's CR-3000S-AS represents a similar attempt to create a full-featured camcorder in a compact format. With its 4.5-pound weight and 14-inch front-to-back length, this model is better suited for shoulder support than for hand-held operation. Among its more unusual features is a built-in character generator that permits lettered titles to be inserted in the picture. The Minolta has all the automated functions normally found only in full-size designs, plus the option of overriding the automatic exposure control to create special effects. The picture quality is very good and the sound is on par with other VHS-C designs. On the whole, the Minolta CR-3000S-AS, priced at $1,667, is beautifully engineered and offers more operating features than have been previously available in VHS-C.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HOME+VIDEO%3B+THE+GREAT+CAMCORDER+BATTLE&title=New+York+Times&issn=03624331&date=1987-03-15&volume=&issue=&spage=A.30&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 15, 1987","Granted, it is not possible to load an 8-millimeter cassette into a VHS home machine. But it isn't necessary to do this for playback. Most 8-millimeter camcorders can be connected directly to the TV set, bypassing the home VCR entirely. This is done either by direct cable connection or through an adapter that feeds the camcorder signal to the antenna terminals of the television set. However it is done, the salient point is that an 8-millimeter camcorder is in itself sufficient both for recording and playback. It does not depend on any VCR - compatible or otherwise. The fact that a viewer may already own a VHS home recorder therefore should not be a deterrent to acquiring an 8-millimeter camcorder if the preference happens to run in that direction. In other words, 8-millimeter and VHS - far from being ''incompatible'' - can coexist happily in any home. The VHS machine would typically be used for recording TV programs or playing rental tapes, while the 8-millimeter camcorder would provide the modern equivalent of home movies. 2. In an effort to reduce the VHS bulk, a numer of firms are offering the so-called VHS-C format, using a small cassette. These camcorders are handy, but handicapped by a short recording time, limited to 20 minutes in the high-quality high-speed mode. Moreover, when the small VHS-C cassettes are to be placed in a home-based VHS recorder, they are not directly compatible but require a mechanical adapter as large as a standard VHS cassette.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Mar 1987: A.30.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,426441077,"United States, New York, N.Y.",English,15-Mar-87,,New York Times,NEWSPAPER,,,,,,,
+INCENTIVES URGED TO KEEP DATA JOBS IN MANHATTAN,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/incentives-urged-keep-data-jobs-manhattan/docview/426420968/se-2?accountid=14586,"LEAD: The real-estate association that represents New York City's biggest landlords and developers is urging the city to offer special incentives in two districts on the west side of lower Manhattan to prevent corporations from putting their computer operations in the suburbs.
+The real-estate association that represents New York City's biggest landlords and developers is urging the city to offer special incentives in two districts on the west side of lower Manhattan to prevent corporations from putting their computer operations in the suburbs.
+Municipal officials and the association, the Real Estate Board of New York, say that the expansion of data processing and other ''back office'' operations by investment companies, banks and insurance companies is likely to produce more new jobs in the city than any other part of the economy over the next 15 years.
+But the real-estate group contends that unless the Koch administration aggressively lures such operations to sections of Manhattan outside the crowded and expensive Wall Street and midtown business districts, most of those new jobs will wind up in the suburbs.
+The Real Estate Board estimates that as much as 60 million square feet of new office space - an amount equal to more than 20 Empire State Buildings - will be needed in Manhattan by 2000. The two main business districts could not accommodate such an expansion, the board says. City's Efforts
+Municipal officials have tried, through tax abatements and other cost-cutting incentives, to lure back-office operations to the boroughs outside Manhattan. Key real-estate officials contend, however, that most companies will choose only between Manhattan and the suburbs.
+The Deputy Mayor for Finance and Economic Development, Alair A. Townsend, said the administration would ''mull over'' the board's proposal, but indicated that it was not inclined to shift its development strategy.
+Despite Manhattan's high rents, many companies prefer to place back-office operations there so that they can be close to corporate headquarters, and because of the borough's mass-transit lines, experienced labor pool, shopping and ''the perceived level of safety and security,'' the report said.
+''Despite years of efforts by city development organizations, relatively few companies unable to expand in Manhattan have found the other borough locations to their liking,'' the Real Estate Board said in a formal proposal circulated among its members and city officials. A copy of the report was obtained by The New York Times.
+''The future growth of many of the city's largest employers and taxpayers is more likely to occur in back offices than in executive suites,'' the report said. ''Yet New York City is, at present, ill-equipped to benefit from this anticipated increase in employment because of its inability to produce large blocks of back-office space where New York's computer-intensive finance and service-sector firms prefer to be - in Manhattan.'' Moves to Other Boroughs
+But Ms. Townsend said she thought it premature to give up on the city's efforts to put computer operations in other boroughs.
+For several years, she said in an interview, the city has offered incentives for computer services in those boroughs on the principle that ''it didn't make sense to adopt a policy to have back-office workers in some of the most expensive space in the world.''
+Ms. Townsend cited several employers, including Citicorp, Morgan Stanley & Company, Drexel Burnham Lambert and the Security Industry Automation Corporation, the company that supplies computer services to the stock exchanges, that have decided to move back-office operations to Brooklyn and Queens in the last two years.
+The Real Estate Board argued, however, that most companies still preferred Manhattan. 'Where Tenants Want to Be'
+''I think the real issue here is where tenants want to be,'' said Jerry I. Speyer, the chairman of the real estate group and the president of Tishman Speyer Properties.
+''As a real-estate man, I have always felt that you have to go where the tenants want to be,'' Mr. Speyer said in an interview. ''I think the tenants clearly want to be in Manhattan. Once they leave Manhattan, the advantages of the business environment in Manhattan are dissipated. They can go to New Jersey at a rate that is just too competitive with the outer boroughs.
+''Companies are willing to pay a differential to be in Manhattan. They are not willing to pay a differential to be in the outer boroughs.''
+The board is proposing that two districts be set aside as back-office development areas and that the city offer a variety of tax and energy savings and zoning changes to make the areas more competitive with the suburbs.
+One district would extend from Chambers Street to Barrow Street, between the Avenue of the Americas and the Hudson River. The second district would be from 23d Street to 42d Street, west of Seventh Avenue.
+The board proposed that the city offer a stable property tax for 10 years in the districts, along with a 30 percent abatement on the commercial-rent tax for five years and a rezoning of parts of the districts to permit the construction of larger buildings. It also recommended that a city program to cut electricity and gas costs, which is available in the outer boroughs and in Manhattan north of 96th Street, be extended to the two proposed districts. Townsend Dubious of Proposal
+The competition with the suburbs is ''quite intense,'' Ms. Townsend said, ''and we take it very seriously.''
+''But I don't think that the things we should do next are the things that they are proposing,'' she said.
+The city said the number of variable conditions made it impossible to estimate what the incentives would cost if put into effect.
+The Real Estate Board's proposal is also likely to attract opposition from a number of public officials who were critical of several of the Koch administration's previous tax-incentive and development programs.
+The president of the board, Steven Spinola, said that developers in northern New Jersey had rented eight million square feet of vacant office space in the last eight months.
+''They filled the space either with tenants moving out of New York or by companies in New York who decided to expand their operations in New Jersey,'' Mr. Spinola said.
+Many of the back office operations that took the vacant office space are prime sources of new and entry-level jobs, he said. ''The city has got to make a decision now,'' Mr. Spinola said, ''and that decision will ultimately determine where those jobs are located.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INCENTIVES+URGED+TO+KEEP+DATA+JOBS+IN+MANHATTAN&title=New+York+Times&issn=03624331&date=1987-02-15&volume=&issue=&spage=A.42&au=Finder%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 15, 1987","''The future growth of many of the city's largest employers and taxpayers is more likely to occur in back offices than in executive suites,'' the report said. ''Yet New York City is, at present, ill-equipped to benefit from this anticipated increase in employment because of its inability to produce large blocks of back-office space where New York's computer-intensive finance and service-sector firms prefer to be - in Manhattan.'' Moves to Other Boroughs The competition with the suburbs is ''quite intense,'' Ms. [Alair A. Townsend] said, ''and we take it very seriously.'' Many of the back office operations that took the vacant office space are prime sources of new and entry-level jobs, he said. ''The city has got to make a decision now,'' Mr. [Steven Spinola] said, ''and that decision will ultimately determine where those jobs are located.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Feb 1987: A.42.",11/15/17,"New York, N.Y.",NEW YORK CITY MANHATTAN (NYC),"Finder, Alan",New York Times Company,,Newspapers,426420968,"United States, New York, N.Y.",English,15-Feb-87,ECONOMIC CONDITIONS AND TRENDS; RELOCATION OF BUSINESS; RELOCATION OF PERSONNEL; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+MICHIGAN DIVERSIFYING ITS ECONOMY,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/michigan-diversifying-economy/docview/426279038/se-2?accountid=14586,"In the early 1980's Michigan led the nation in unemployment as the recession and surge of imported cars crippled the state's automobile-dominated economy. Now, though, unemployment is falling more rapidly than in other nearby industrial states, indicating that Michigan is succeeding in its effort to diversify its economic base.
+Last month, according to the Department of Labor, unemployment in Michigan dropped 1.9 percentage points, to 8.2 percent. While this is still above the national average of 6.8 percent, Michigan's decline in joblessness was considerably larger than the drops of eight-tenths and nine-tenths of a percentage point in nearby Ohio and Illinois.
+At one time the state's jobless rate averaged over 15 percent, making Michigan the frequent leader among the states. However, last month Michigan had dropped to the fourth-highest.
+Unemployment in Michigan has long been related to the automobile industry, which accounted for 60 percent of the manufacturing jobs. When automobile sales were depressed, layoffs shot up; when sales improved, people were rehired. Shakeout in the Industry
+But unemployment rates here had been slow to respond to the recovery of the mid-1980's, despite record profits at the Big Three automobile companies, General Motors, Ford and Chrysler. Last August the jobless rate was 10.1 percent. The reason, analysts say, is the increasing share of the market captured by imports and the shifting of supplier jobs to other locations.
+''There was a great shakeout in the auto industry in this state starting in 1979,'' said David Verway, a professor of business administration at Wayne State University. ''We lost a great deal of industrial capacity. These were not just layoffs; the plants were permanently closed. So this recovery lacked the vigor of earlier recoveries.''
+But, as recent employment figures suggest, the state's economy is adjusting to the loss of old assembly-line jobs with more employment in sales and services as well as in new, high-technology industries such as Applied Intelligent Systems Inc. in Ann Arbor.
+The company makes machines that can ''see'' objects as they go by on an assembly line and decide if they are the right size or if they have any defects. With 51 employees, the company is hardly an offset for the thousands who have lost jobs in old-time industries, but its location here is an indication that the area is being viewed as more hospitable to small, high-technology concerns than in the past. Growth in Employment
+''The vast majority of the improvement in employment in Michigan is due to the economic cycle,'' said Donald R. Grimes, a researcher at the University of Michigan. ''But a substantial part of the growth has been within the state.'' Total employment in the state increased 9.9 percent from 1982 through 1985, he said, as against an increase of 9.1 percent nationally and increases of 5.8 percent in Ohio, 8.3 percent in Indiana and 3.9 percent in Illinois.
+Top executives of Applied Intelligence said they had established the company in the Ann Arbor area 40 miles west of Detroit because much of the technology they were applying was developed in the industrialized heart of the country and this was where big potential customers were situated.
+''There is a huge installed industrial base here that we can insert high technology into,'' said James Anderson, the company president. General Motors has been particularly aggressive in installing vision systems to improve the quality of its cars, but all the automobile companies and major suppliers have been investigating new technology to improve productivity and meet world quality standards.
+Mr. Anderson said he had a personal reason for moving to Ann Arbor as well. ''I was living in southern California before I came here and I had decided I didn't want to raise my kids there,'' he said. He added that the Middle West's blue-collar, smokestack image had made it difficult at times to hire people from the East and West Coasts, but he said the only real drawback was the long winters that the upper Middle West endures. Clean Environment Preferred
+Many workers say they prefer the clean environment of high-technology industries to the usual assembly lines of the region as well. ''When I got out of school, I decided I didn't want to work in an automobile plant or heavy manufacturing,'' said Karen Marceau, a supervisor in Applied Intelligence's manufacturing operations. ''The electronics business in this area seemed like a good opportunity.''
+Figures complied by the Michigan Employment Security Commission also indicate that the state's work force is changing. There were about 1.2 million jobs in manufacturing in 1979 before the automotive recession began. Employment dropped to 875,000 in 1982 at the bottom of the recession. But even now, with the remaining automotive assembly lines humming, the number of manufacturing jobs has reached only 980,000.
+''Michigan had the highest proportion of heavy manufacturing of any state, so that's why it was hit so bad in the recession,'' said Von Logan, a commission official. He said recent job growth had come in business and health services, retail trade and finance and insurance.
+Because the state was hit so hard by the recession - unemployment peaked at about 15 percent and Michigan led the nation in joblessness for months on end -the creation of new jobs is a major political issue in the state. Gov. James J. Blanchard has made diversifying the state's economy and promoting new high-technology industry the central theme of his administration. Activist State Role
+The state has set up a Strategic Fund to help finance new ventures. In addition, state pension funds are also funneled into promising companies. State incentives were involved in luring the Mazda Motor Company to build an assembly plant in the Detroit area and in inducing the Chrysler Corporation to rebuild its Jefferson Avenue plant.
+There is argument over the effect of these actions, with Democratic supporters of the Governor taking credit for decreased unemployment. Republicans, though, say the Reagan Administration's national policies have been the major factor.
+Despite diversification, manufacturing will remain at the heart of the state's economy for the foreseeable future, officials say. What is expected to change is how things are manufactured. ''We are transforming our industries from mass production using a great deal of unskilled labor to flexible manufacturing that will have a high level of automation,'' said Doug Ross, the director of the state's Commerce Department.
+Without vast numbers of workers subject to layoff whenever car sales slip, the state's wide swings in employment levels may be damped, researchers say. ''The recovery in employment has been slow in coming, but that may not be all bad,'' said Professor Verway. ''It may last longer than in earlier periods.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MICHIGAN+DIVERSIFYING+ITS+ECONOMY&title=New+York+Times&issn=03624331&date=1986-09-27&volume=&issue=&spage=1.7&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 27, 1986","''The vast majority of the improvement in employment in Michigan is due to the economic cycle,'' said Donald R. Grimes, a researcher at the University of Michigan. ''But a substantial part of the growth has been within the state.'' Total employment in the state increased 9.9 percent from 1982 through 1985, he said, as against an increase of 9.1 percent nationally and increases of 5.8 percent in Ohio, 8.3 percent in Indiana and 3.9 percent in Illinois. Many workers say they prefer the clean environment of high-technology industries to the usual assembly lines of the region as well. ''When I got out of school, I decided I didn't want to work in an automobile plant or heavy manufacturing,'' said Karen Marceau, a supervisor in Applied Intelligence's manufacturing operations. ''The electronics business in this area seemed like a good opportunity.'' Without vast numbers of workers subject to layoff whenever car sales slip, the state's wide swings in employment levels may be damped, researchers say. ''The recovery in employment has been slow in coming, but that may not be all bad,'' said Professor [David Verway]. ''It may last longer than in earlier periods.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Sep 1986: 1.7.",11/15/17,"New York, N.Y.",MICHIGAN,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,426279038,"United States, New York, N.Y.",English,27-Sep-86,ECONOMIC CONDITIONS AND TRENDS; UNEMPLOYMENT AND JOB MARKET; AUTOMOBILES; SALES,New York Times,NEWSPAPER,,,,,,,
+NOT JUST A FAST-BUCK CRAVING; WHAT'S DRIVING MBA'S TO WALL STREET,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/not-just-fast-buck-craving-whats-driving-mbas/docview/425934677/se-2?accountid=14586,"CAPTAINS of industry are upset that they don't make M.B.A.'s the way they used to: Today's models crave the fast buck on Wall Street and shun work in real companies making real products. American industry, they say, is being brought to its knees by a rapidly multiplying horde of paper entrepreneurs. Nonsense. Investment banks did indeed attract thrice as many M.B.A.'s from Harvard this year as did industrial companies - a complete reversal of the ratios that prevailed when I graduated in 1979. But this reflects not the greed of recent graduates but the important point that most M.B.A.'s in corporate finance, securities analysis and venture capital are merely taking over the financial functions that used to be performed by managers in large corporations.
+What's more, these functions, of funding and monitoring investments, are more effectively performed by specialized financial companies than they were in-house. Therefore, instead of worrying about attracting M.B.A.'s they no longer need, large corporations ought to be adapting their strategies to the greater capabilities of today's financial institutions.
+Few M.B.A.'s, even in the good old days, were wholly devoted to getting their hands dirty on the production line. As they diversified after the Second World War, large corporations developed internal ''capital markets'' that became the focus of much managerial activity. Unit managers competed for funds and corporate officers made investment decisions. Lesser minions either prepared budgets and capital appropriation requests (in-house ''prospectuses'') or critiqued them (''buy-side research''). For better or worse, financial roles were critical in the careers of many managers, no matter what their job titles.
+When diversified corporations were becoming dominant, their financial skills were often superior to those found in external capital markets. Investment bankers usually had better breeding than ability, commercial banks were hobbled by regulation and most stockholders were unsophisticated individuals. Therefore, funds were best entrusted to large corporations that had the skills to invest them wisely.
+Now, thanks in no small part to the influx of avaricious talent, financial institutions have made great strides in the breadth and depth of their skills. Investment banks have become analytical powerhouses employing armies of securities analysts and well-trained corporate financiers. Investors are now represented by large mutual and pension funds with experienced portfolio managers and supported by large research staffs. New types of institutions specialized in venture capital, leveraged buyouts, underwriting new issues, and asset based finance have considerably broadened the scope of services available in the financial marketplace.
+The external capital markets now enjoy many advantages in allocating capital and monitoring investments over the internal mechanisms of large companies.
+Capital's allocation within diversified corporations has a strong reinvestment bias. Funds are plowed into projects that the company's managers are interested in; returning cash to stockholders who might have access to more attractive investments is frowned upon. Financial institutions on the other hand pick from a much broader set of investment opportunities offered by a variety of companies and individuals, ranging from billion-dollar stock offerings from British Telecom to $100,000 in venture capital for a pizza chain.
+Internal capital markets are also highly political. Business X gets funded because its manager has the right corporate connections. Little fuss is made about the perennial losses of Division Y because the chairman came from that division. Financial institutions are much more objective. The lowliest money manager can sell the stock of the mightiest corporation if he is convinced it doesn't have its act together. Venture capitalists will fund the entrepreneur who speaks funny and has stains on his tie, provided his business plan shows promise of an attractive return.
+OF COURSE, financial institutions sometimes let their hearts rule their heads, but because their investments are diversified and they act independently of each other, their boo-boos are relatively modest. They do not, for example, blow billions of stockholder dollars on a single whimsical acquisition.
+Finally, the internal capital market is slow and inefficient, since political information has to be processed alongside the economic. On average, investment proposals initiated by operating units in a diversified corporation have to be processed by seven levels of management. Impersonal external markets act expeditiously and are more productive. The apparently extravagant compensation offered to professionals on Wall Street may not be such a bad deal after all, compared with the lesser paid but far more numerous corporate employees engaged in bickering over financial decisions.
+The real challenge for managers, therefore, is to adapt to a new division of labor with the capital markets rather than to compete with Wall Street for new recruits. Managers need to realize that the era of the diversified corporation may be coming to an end. Mutual and pension funds are better qualified to create and monitor portfolios of businesses than are the managers of industrial companies, and venture capitalists are more adept at evaluating opportunities in office automation than is Exxon. Numerous positions and budgeting rituals in the large corporation are therefore redundant. Capital hoarding and investing cash flows in marginal internal projects are out; returning excess funds to the market through share repurchases is in.
+To their credit, many companies have begun to make the adjustment. Over 900 subsidiaries were spun off from large corporations in 1984 alone, and in recent years hundreds of thousands of administrative and managerial jobs have been eliminated. Stock repurchases, once considered an admission of failure, have become common.
+A few managers, unfortunately, are moving in the opposite direction, taking advantage of a liberal antitrust climate to increase corporate sprawl. Such managers may find their lack of congruence with modern capital markets straightened out by one of the less benign manifestations of financial sophistication - the hostile takeover.
+There may well be, on the margin, too many M.B.A.'s rushing to Wall Street, but this is a condition that will be quickly corrected by the next bear market. The froth, however, conceals a substantial secular trend toward more competent financial institutions and great specialization of economic functions. The new era holds the promise of large companies that stick to their knitting, the availability of funds for upstarts that are not a part of the corporate capital loop and fewer managers involved in finance and more in the production and marketing of real goods and services.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NOT+JUST+A+FAST-BUCK+CRAVING%3B+WHAT%27S+DRIVING+MBA%27S+TO+WALL+STREET&title=New+York+Times&issn=03624331&date=1986-07-27&volume=&issue=&spage=A.3&au=institutions.%2C+AMAR+BHIDE%3BAmar+Bhide%2C+a+doctoral+student+at+Harvard+Business+School%2C+is+on+leave+from+McKinsey+%26amp%3B+Company%2C+where+he+is+a+consultant+to+financial&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 27, 1986","CAPTAINS of industry are upset that they don't make M.B.A.'s the way they used to: Today's models crave the fast buck on Wall Street and shun work in real companies making real products. American industry, they say, is being brought to its knees by a rapidly multiplying horde of paper entrepreneurs. Nonsense. Investment banks did indeed attract thrice as many M.B.A.'s from Harvard this year as did industrial companies - a complete reversal of the ratios that prevailed when I graduated in 1979. But this reflects not the greed of recent graduates but the important point that most M.B.A.'s in corporate finance, securities analysis and venture capital are merely taking over the financial functions that used to be performed by managers in large corporations. What's more, these functions, of funding and monitoring investments, are more effectively performed by specialized financial companies than they were in-house. Therefore, instead of worrying about attracting M.B.A.'s they no longer need, large corporations ought to be adapting their strategies to the greater capabilities of today's financial institutions. Few M.B.A.'s, even in the good old days, were wholly devoted to getting their hands dirty on the production line. As they diversified after the Second World War, large corporations developed internal ''capital markets'' that became the focus of much managerial activity. Unit managers competed for funds and corporate officers made investment decisions. Lesser minions either prepared budgets and capital appropriation requests (in-house ''prospectuses'') or critiqued them (''buy-side research''). For better or worse, financial roles were critical in the careers of many managers, no matter what their job titles.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 July 1986: A.3.",11/15/17,"New York, N.Y.",,"institutions., AMAR BHIDE; Amar Bhide, a doctoral student at Harvard Business School, is on leave from McKinsey & Company, where he is a consultant to financial",New York Times Company,,Newspapers,425934677,"United States, New York, N.Y.",English,27-Jul-86,EXECUTIVES AND MANAGEMENT; STOCKS AND BONDS; FINANCE,New York Times,NEWSPAPER,,,,,,,
+ARTIST'S 'URBAN VISIONS' INSPIRE A LOOK AT LABOR,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/artists-urban-visions-inspire-look-at-labor/docview/425953041/se-2?accountid=14586,"Lazara Rosa and Jaime Mourao painted the strike by New Bedford fishermen. Eric Casimiro painted construction workers. Jenny Valente painted the old seaport buildings of downtown New Bedford.
+Now these sixth graders at Ashley Elementary School here were talking about their artwork with 72-year-old Ralph Fasanella, a self-taught primitive-style painter known for his portraits of American workers and scenes from labor history and American urban life.
+''I'm kind of real,'' he told the students. ''I've done a lot of real things.'' Recognizing Art and Work
+Mr. Fasanella's visit to the school was part of a program designed to give students an introduction to art along with an understanding of the contribution that workers have made to this historic fishing and textile community.
+He was brought to New Bedford by local unions, Southeastern Massachusetts University, the New Bedford Bicentennial Commission and the New Bedford Whaling Museum.
+More than a thousand students from the area visited a show of his work at the museum; for many it was their first trip to an art exhibit. The 35-piece show, ''Urban Visions: The Paintings of Ralph Fasanella,'' was the most popular exhibit the museum has ever mounted, attracting several thousand visitors over two months earlier this year. The show, which has been touring since September, is now at the Tampa Museum in Florida, where it will run through Aug. 3, before moving to Pennsylvania State University. Exploring Symbolism
+In the classroom, the students and Mr. Fasanella discussed symbols -why he painted a large eagle sitting on a building and a worker on a cross in one painting from his series on the 1912 ''Bread and Roses'' strike by textile workers in Lawrence, Mass.
+Mr. Fasanella said that to the Lawrence workers, the eagle represented United States currency or payday. He said he painted the worker on the cross because that is how he sees many workers. ''He's caught on the job, he's caught on the cross,'' Mr. Fasanella said.
+He told the students that they should understand that years ago children their age were often forced to go to work in the mills and worked there the rest of their lives.
+''The union was able to go in and change things around,'' he said. An Easygoing Instructor
+Judy Duval, who helps direct the New Bedford school system's program with Mr. Fasanella, said the students enjoyed the artist because of his easy-going manner. ''Everyone turned onto the man because he is not intimidating in any way,'' she said.
+Mrs. Duval asked the students how they believed Mr. Fasanella felt when he painted the picture of the Lawrence strike. ''Something special,'' a student said. The teacher asked Jenny Valente how she felt when she painted the downtown scene.
+''I felt like I was something special,'' she said.
+Mr. Fasanella was born in New York City Sept. 2, 1914, one of six children. His father was an iceman, his mother a buttonhole maker. He ran away from home at the age of 9 and was placed in a Catholic protectory in the Bronx. After his father left the family and returned to Italy, he helped his mother put out a small, Italian-language, anti-Fascist newspaper to help support the family. Fought for Spanish Loyalists
+Mr. Fasanella went to Spain and fought for the Loyalists in the Spanish Civil War. He served for a time in the United States Navy. From 1940 to 1945 he was an organizer for the United Electrical, Radio and Machine Workers. But he tired of union work and wanted to paint.
+His early works include ''Death of a Leader,'' which depicted mourners at the casket of Vito Marcantonio, a leftist New York Congressman; ''New York City,'' long on display at City Hall; and ''Dress Shop,'' which he painted in the memory of his mother and of the more than 100 women killed in the Triangle Shirtwaist Fire of 1911. Other noted paintings include ''Iceman Crucified,'' 1958; ''Family Supper,'' 1972, and ''Nightgame: Yankee Stadium,'' 1981.
+Nick Salvatore, a labor historian at Cornell University, said the paintings were ''eloquent testimony to the political and cultural vitality of working-class life, even in an era of homogenization.''
+But Mr. Fasanella received no widespread attention in those years and was often poor. He worked as a machinist and at a brother's gas station in the Bronx.
+Then, in October 1972, New York magazine published a cover article on Mr. Fasanella that said: ''This man pumps gas in the Bronx for a living. He may also be the best primitive painter since Grandma Moses.'' Progression to Celebrity
+That same month, Theodore Kheel, the lawyer and labor mediator, staged an exhibit of Mr. Fasanella's works at Automation House on Manhattan's East Side. In 1973, ''Fasanella's City,'' a book by Patrick Wilson, was published by Alfred A. Knopf.
+Mr. Fasanella was suddenly a celebrity, the center of cocktail parties, the talk of people interested in the arts.
+This proved too much for him. He was unable to paint for six months. He talked with friends. Go back to your roots, they said. He and his friends scanned a labor history book, looking for a place he could go paint. He ended up in Lawrence, Mass., living an almost subsistence life in the Y.M.C.A. for three years, and painting about textile workers' strike in that city.
+He is now pursuing similar goals in New Bedford. For months, living in the home of friends, he has arisen at 3 or 4 A.M., walked the wharves of this old whaling port, talked to the Portuguese fishermen and other workers in this working-class city and had coffee with the customers at Bonnie's restaurant. He loves jazz and often repairs to the Main Event, a local bar and restaurant, for Thursday Jazz Night.
+Mr. Fasanella commutes to New Bedford from Ardsley, N.Y., where he now lives and has a studio.
+He hopes to finish his New Bedford paintings this fall. New Bedford community leaders plan to have the municipality purchase his first painting of New Bedford, and the city plans to raise money to purchase additional paintings as they become available. One of his paintings probably will land in the New Bedford City Hall.
+He said he was particularly pleased because some people in New Bedford had purchased prints of his works for their homes.
+''Workers don't frame paintings,'' he said. ''When you get one or two paintings framed by workers, that's a high spot.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ARTIST%27S+%27URBAN+VISIONS%27+INSPIRE+A+LOOK+AT+LABOR&title=New+York+Times&issn=03624331&date=1986-07-06&volume=&issue=&spage=A.28&au=WILLIAM+SERRIN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 6, 1986","''I'm kind of real,'' he told the students. ''I've done a lot of real things.'' Recognizing Art and Work His early works include ''Death of a Leader,'' which depicted mourners at the casket of Vito Marcantonio, a leftist New York Congressman; ''New York City,'' long on display at City Hall; and ''Dress Shop,'' which he painted in the memory of his mother and of the more than 100 women killed in the Triangle Shirtwaist Fire of 1911. Other noted paintings include ''Iceman Crucified,'' 1958; ''Family Supper,'' 1972, and ''Nightgame: Yankee Stadium,'' 1981. ''Workers don't frame paintings,'' he said. ''When you get one or two paintings framed by workers, that's a high spot.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 July 1986: A.28.",11/15/17,"New York, N.Y.",NEW BEDFORD (MASS),"WILLIAM SERRIN, Special to the New York Times",New York Times Company,,Newspapers,425953041,"United States, New York, N.Y.",English,6-Jul-86,ART; ART SHOWS,New York Times,NEWSPAPER,,,,,,,
+AUTOMATIC SPENDING CUTS SET TODAY,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/automatic-spending-cuts-set-today/docview/425818956/se-2?accountid=14586,"Spending in hundreds of Federal programs around the country will be cut by 4.3 percent Saturday as a new budget-balancing law takes full effect.
+Officials acknowledged that some cuts will diminish services to the public but said they hoped to continue to provide all essential services. Officials at many agencies said they had already reduced staff travel and had cut back on the hiring of employees.
+As an example, Lou L. Gast, associate administrator of the Food Safety and Inspection Service, said all of the agency's 9,000 employees would be furloughed for up to nine days, but not all at the same time. ''That includes me, that includes the administrator and everybody in the agency,'' which is part of the Agriculture Department, Mr. Gast said.
+Slaughtering Plants Affected
+Because of the furloughs, he said, ''there will be some meat and poultry plants in the United States that will be unable to operate at certain times.'' Inspectors must be present at all times when animals are being slaughtered, and they must visit plants at least once a day when food is being processed, Mr. Gast said.
+The cuts take effect Saturday even though a major challenge to the new law is pending before the Supreme Court. A three-judge panel of the Federal District Court here ruled that the law violated the constitutional principle of separation of powers because ''it vests executive power in the Comptroller General'' of the United States, ''an officer removable by Congress.''
+The law, signed by President Reagan on Dec. 12, requires that the deficit be reduced in large annual installments to balance the budget by 1991. The law sets ceilings for the deficit and requires automatic reductions in spending if the ceiling in any year is not met. #1,119 Pages of Cuts A few programs, including Social Security, Medicaid, food stamps and veterans' pensions, are exempt from these cuts. But almost every other program, project and activity is being cut. A detailed list of the cuts, compiled by Congress from information supplied by all agencies, takes up 1,119 pages.
+The law was sponsored by Senators Phil Gramm, Republican of Texas; Warren B. Rudman, Republican of New Hampshire, and Ernest F. Hollings, Democrat of South Carolina.
+The Comptroller General, Charles A. Bowsher, heads the General Accounting Office, an auditing and investigative agency. He computed the cuts to be made Saturday, and the law requires that the President follow Mr. Bowsher's calculations. On Feb. 1, Mr. Reagan authorized the cuts.
+The Comptroller General and both houses of Congress have appealed the district court decision that the law is unconstitutional. A decision from the Supreme Court is expected by early July, only three months before the end of this fiscal year.
+The cuts total $11.7 billion, or nearly 6 percent of the deficit projected for 1986. To reduce the deficit to the target of $144 billion set for next year, budget experts have estimated that projected spending would have to be cut by $20 billion to $40 billion. N.Y. Loss Put at $239 Million
+Many Federal officials said the cuts this year would not significantly disrupt service to the public. But they acknowledged that there could be severe adverse effects next year if they had to make similar cuts.
+The American Federation of State, County and Municipal Employees has calculated the cuts being made Saturday in Federal grants and in certain benefit payments to individuals for every state. The union estimated that New York would lose $239 million, New Jersey would lose $90 million and Connecticut $39 million.
+Gerald W. McEntee, the union president, said the effect was to ''shift the Federal deficit onto the states.'' He said state and local governments could not easily absorb such cuts.
+As Federal agencies adjust to the cuts, the National Weather Service is reducing its inventory of spare parts and supplies for its weather balloons, computers and radar, and some of its 225 offices will probably issue forecasts less frequently, officials said.
+The National Park Service said it would reduce its staff of summer employees, to 8,500 from 10,000. George J. Berklacy, a spokesman for the service, said it would defer snow removal at some parks in Western states. As a result, he said, roads at higher elevations will open later than usual. Protecting 'Life and Property'
+Jo Ann Sloane, a spokesman for the Federal Aviation Administration, said the agency would continue hiring air traffic controllers, safety inspectors and airport security specialists but had frozen hiring of other employees, such as office workers.
+''Special maintenance and fix-up projects will also be deferred, unless they are required to protect life and property,'' she said. This means that ''if the roof is about to cave in and kill somebody, you fix it, but otherwise you don't,'' she said.
+Donald D. Engen, head of the aviation agency, and Transportation Secretary Elizabeth Hanford Dole have said the cuts this year would not impair air safety. But Mr. Engen has expressed concern about the possibility of deeper cuts next year.
+L. Ralph Mecham, director of the Administrative Office of the United States Courts, said the new law would force the courts to defer automation of record-keeping systems and alteration and maintenance of buildings. He said security at Federal courthouses would probably have to be cut back.
+If Congress does not provide additional money for reimbursement of jurors, Mr. Mecham said, ''it is conceivable we would have to stop civil jury trials'' toward the end of the fiscal year in September. However, he said, ''That is an absolute last resort.'' Jurors receive a daily fee of $30, plus certain expenses.
+Dairy price support payments will also be reduced to about 92 cents a gallon as a result of the new law. These supports, now about 96 cents, are paid to farmers, mainly in the upper Middle West, who produce surplus milk. An aide to Senator Bob Kasten, Republican of Wisconsin, said the cut would cost the average Wisconsin dairy farmer roughly $1,000.
+The Smithsonian Institution, a treasure house of scientific, artistic and historical collections, is postponing or canceling several exhibitions. It is also curtailing some purchases for the National Zoo and for research stations, including the Astrophysical Observatory in Cambridge, Mass.,",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTOMATIC+SPENDING+CUTS+SET+TODAY&title=New+York+Times&issn=03624331&date=1986-03-01&volume=&issue=&spage=1.11&au=ROBERT+PEAR%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 1, 1986","The cuts take effect Saturday even though a major challenge to the new law is pending before the Supreme Court. A three-judge panel of the Federal District Court here ruled that the law violated the constitutional principle of separation of powers because ''it vests executive power in the Comptroller General'' of the United States, ''an officer removable by Congress.'' ''Special maintenance and fix-up projects will also be deferred, unless they are required to protect life and property,'' she said. This means that ''if the roof is about to cave in and kill somebody, you fix it, but otherwise you don't,'' she said. If Congress does not provide additional money for reimbursement of jurors, Mr. [L. Ralph Mecham] said, ''it is conceivable we would have to stop civil jury trials'' toward the end of the fiscal year in September. However, he said, ''That is an absolute last resort.'' Jurors receive a daily fee of $30, plus certain expenses.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Mar 1986: 1.11.",11/15/17,"New York, N.Y.",UNITED STATES,"ROBERT PEAR, Special to the New York Times",New York Times Company,,Newspapers,425818956,"United States, New York, N.Y.",English,1-Mar-86,FINANCES; BUDGETS AND BUDGETING; LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+PERSONAL FINANCE; FINDING YOUR MATCH IN A MORTGAGE,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/personal-finance-finding-your-match-mortgage/docview/425766345/se-2?accountid=14586,"SHOPPING by computer is becoming increasingly common in the home mortgage market.
+Real estate brokers sometimes describe computerized loan origination networks as ''financial blind-dating services,'' linking the customer with a national network of lenders. In some cases, these services provide buyers with more favorable mortgage terms than are available in the local market, and the computer may also shorten the closing process by a couple of weeks.
+Typically, the process begins at a real estate brokerage, or a mortgage financing agency. Given data about assets and liabilities, a computer determines how much a customer can borrow under a variety of terms from different lenders, and flashes this information on a computer screen. The names of lending institutions are withheld, so the customer cannot sidestep the program - giving rise to the blind-dating analogy.
+Customers are often poor judges of what size mortgage they qualify for, said Ann Johnson, a mortgage information specialist at the Daniel Gale Agency, a Long Island real estate broker. With computers, ''they can learn what kind of house their money can buy before they even set out to look at houses.''
+When customers pick a house and make a formal application, they typically pay about $300 to cover appraisal fees and similar costs. Otherwise they only pay indirectly for the computer service. The lending institutions set a ''wholesale'' price for mortgages, and the local agent adds a mark-up to set the ''retail'' price. Agents insist they must meet or beat prices in the local market. ''When the product hits the street, it's competitive - because it has to be,'' said Bill Purschke of Sheltertech, a loan-origination agency in Albertson, L.I.
+When Albert and Eva Kramer bought their home in Lloyd Harbor, L.I., early this year, they obtained financing through Sheltertech. According to Mrs. Kramer, the deal might have fallen through if they had pursued the slower path of conventional financing. ''The seller made the sale contingent upon commitment in a short period of time,'' she said. ''We really had less than four weeks. I remember bringing paperwork to Mr. Purschke on New Year's Eve. Everything was very efficient, and a difficult task became easy. We got the loan at excellent rates and could buy the house.''
+Sheltertech is one of more than 22 agencies in the New York area that are part of Shelternet, a division of the First Boston Corporation, and one of the companies that pioneered computer mortgage shopping. Shelternet, which has franchised agencies in more than 40 markets, and Compufund, which is strong in Texas and California, are No. 1 and 2 in the field. Last year, its second in operation, Shelternet financed more than 10,000 mortgages through about 75 financial institutions.
+But no agency is limited just to First Boston's network of lenders, said Gaye Torrance, a Shelternet spokesman. Last year, for example, Coldwell Banker Residential Mortgages originated approximately $600 million in loans through some 500 different mortgage offerings. About 150 came from Coldwell's parent company, Sears (which does not offer mortgages in New York), the others from Shelternet and other networks.
+Critics see some risks for customers. ''There are dangers to the consumer in possibly dealing with an unscrupulous real estate agent,'' said Marshall W. Dennis, director of the National School of Finance and Management at Fairfield University. ''The agent could steer the customer into an inappropriate mortgage in order to close the sale.''
+In addition, there is no guarantee that computers offer the best deals around. What is on the screen may be good, but what is available at the local bank could be even better.
+On the whole, however, Mr. Dennis says the process benefits home buyers. Computers can make detailed comparisons of, say, 25 different mortgage offerings in a fraction of the time it would take to do the same in person or by telephone.
+Mr. Dennis estimates that computer-originated loans accounted for about 1 percent of all one- to four-family home loans last year, and he predicts a possible rise to 25 percent by 1990. He attributes their increasing popularity to the fact that the original foes of the concept, particularly traditional bankers and some mortgage bankers, have turned to computers themselves. Citibank's Mortgage Power program, for instance, offers a computerized menu of in-house products marketed through real estate brokers. Many other financial institutions, including Lomas & Nettleton, the nation's largest mortgage banker, are developing systems of their own. FOR the prospective borrower, both the location and the type of the new residence are key considerations. Systems like Shelternet hinge on the lender's ability to resell packages of loans on the secondary market. A lender in Cleveland might invest in a package of mortgages for single-family detached homes in Boston or Staten Island, but shy away from condominiums in Queens. Similarly, such loans for cooperative apartments are still out of the question. ''Investors prefer risk diversification and the co-op market is limited to a few cities like New York and Philadelphia,'' said David L. Chapman, senior vice president and director of risk management for Lomas & Nettleton.
+As for timing, home buyers probably have an advantage when interest rates are rising. More lenders seek to strengthen their positions by marketing loans nationwide, and the systems will frequently guarantee rates. Shelternet, for example, does not require a commitment until three days before closing. Customers can lock in the initial rate, then continue to shop around.
+Speed is also a selling point. The credit verification process, often a notorious sand trap, is accelerated by automation. When the process hits a snag -an employer is slow in providing salary verification, say - the computer pinpoints the obstacle and generates a follow-up letter.
+A computerized network might have 25 mortgages available at one time - and this variety works to the customer's advantage. Sophisticated home buyers can compare the fine points - required down payments, closing costs and so on. Mr. Purschke of Sheltertech gives the example of a relocating executive who decided on a mortgage with relatively high costs up front, but low monthly payments. The reason: His company was paying the points, and the lower monthly costs were to his advantage. ''The system is a gift if you understand how to make the right trade-offs,'' Mr. Purschke said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSONAL+FINANCE%3B+FINDING+YOUR+MATCH+IN+A+MORTGAGE&title=New+York+Times&issn=03624331&date=1986-02-23&volume=&issue=&spage=A.11&au=Strugatch%2C+Warren%3BWarren+Strugatch+writes+on+business+from+Long+Island.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 23, 1986","When customers pick a house and make a formal application, they typically pay about $300 to cover appraisal fees and similar costs. Otherwise they only pay indirectly for the computer service. The lending institutions set a ''wholesale'' price for mortgages, and the local agent adds a mark-up to set the ''retail'' price. Agents insist they must meet or beat prices in the local market. ''When the product hits the street, it's competitive - because it has to be,'' said Bill Purschke of Sheltertech, a loan-origination agency in Albertson, L.I. When Albert and Eva Kramer bought their home in Lloyd Harbor, L.I., early this year, they obtained financing through Sheltertech. According to Mrs. Kramer, the deal might have fallen through if they had pursued the slower path of conventional financing. ''The seller made the sale contingent upon commitment in a short period of time,'' she said. ''We really had less than four weeks. I remember bringing paperwork to Mr. Purschke on New Year's Eve. Everything was very efficient, and a difficult task became easy. We got the loan at excellent rates and could buy the house.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Feb 1986: A.11.",11/14/17,"New York, N.Y.",UNITED STATES,"Strugatch, Warren; Warren Strugatch writes on business from Long Island.",New York Times Company,,Newspapers,425766345,"United States, New York, N.Y.",English,23-Feb-86,HOUSING; DATA PROCESSING; MORTGAGES,New York Times,NEWSPAPER,,,,,,,
+"IN BATTLE WITH LONDON PRINTERS, MURDOCH SAYS NEWS IS GOOD","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/battle-with-london-printers-murdoch-says-news-is/docview/425787137/se-2?accountid=14586,"People who live near Rupert Murdoch's new $140 million newspaper plant in East London have been complaining about the noise. But the embattled publisher says the hum of the modern new presses is the sound of good news.
+On Sunday night, as a strike by 6,000 print workers went into a 10th day, Mr. Murdoch put out a full press run of The Times of London and 3.92 million copies of The Sun at the Wapping plant.
+''We are pretty much unlimited in the number we can produce of The Times and The Sun every day,'' he said in his office, in what has come to be known as ''Fortress Wapping.''
+New Laws Help Murdoch
+Outside were rolls of razor-bladed barbed wire, steel gates, searchlights, security guards, policemen and a handful - the maximum Britain's new labor laws will allow - of cold and unhappy pickets who used to be printers on Mr. Murdoch's four newspapers.
+Mr. Murdoch, a newly naturalized American citizen from Australia, has been helped in his efforts to shed the powerful print unions by new Government laws that restrict not only mass picketing but also the unions' powers to halt distribution of the papers.
+Mr. Murdoch says he expects to save $84 million a year in production costs, and his competitors will be under increased pressure to cut costs.
+His moves, many union members fear, have also dealt a severe blow to unionism, pitting labor union against labor union in a nation in which unemployment is continues to soar.
+''If Murdoch gets away with this, it can go right through the country,'' said one printer, who said it was his first time on a picket line in 27 years. 'Abused the System'
+''A lot of these people, individually, are fine people,'' Mr. Murdoch said. ''But collectively, they seem to go mad. The London print workers have abused the system. They are not popular. And people are not prepared to risk their own jobs for the support of rackets.''
+For years, the columnist Bernard Levin wrote today in The Times, ''newspapers have been produced in conditions which combined a protection racket with a lunatic asylum.''
+To operate a press with three reels, for example, took 5 workers in Chicago, 4 in San Antonio, 6 in New York and 18 in London. ''Now in practice,'' Mr. Levin wrote, ''it was quite impossible for 18 men to get anywhere near the machines, but there was no congestion, as most of them were never there, or even expected to be.''
+Originally, Mr. Murdoch said, the Wapping plant was to handle overflow printing for The Sun and The News of the World. Union talks began in 1981, he said, but ''they wanted to come here with the same manning, the same practices and more pay.'' End of a Button
+At the new plant, for example, automation eliminated a button that would slow or stop the presses if there was a breakdown. Nonetheless, Mr. Levin wrote, ''union negotiators insisted that three men - one from each of three unions - should be paid, full time, to supervise an imaginary button.''
+The negotiations broke off at the end of 1984.
+''We thought about it very hard and said we cannot have this huge operation just eating its head off and not producing,'' Mr. Murdoch said. ''We decided we'd have to treat it as a green field site and set up a new newspaper with new practices.''
+He announced plans for a new afternoon newspaper, The London Post, in early 1985.
+In September 1985, he said, the unions asked for new negotiations, and he agreed to negotiate only for the new newspaper in Wapping.
+''We said that the one basic condition of any deal would be that it should be like an American deal in that it should be legally binding,'' he said. ''And they told me that was un-British.'' Strike Called in January
+The print unions called a strike on Jan. 21. Within 24 hours, Mr. Murdoch's News International was able to transfer most of its production from Fleet Street to Wapping, where presses were run by electricians and others who had been recruited and trained by the hundreds in recent months. The print workers were dismissed.
+Editorial employees were offered the choice of a $2,800 annual raise if they went to work in Wapping and dismissal if they did not. Most went.
+There were many who deplored what they described as Mr. Murdoch's brutal treatment of his employes, the wedges it forced between those who worked together on the same newspaper for many years and the precedents it might be setting.
+''I find it amazing and alarming,'' Lord Murray, a former general secretary of the Trades Union Conress, said today, ''that so much morality as well as economic rationality has been thrown out of the window in recent years, that so many industrialists should regard their obligations to workpeople as fulfilled with a redundancy notice and a check.''
+When they reported for work, The Times's journalists found themselves in a converted rum warehouse with computers, beige carpets and potted plants. A sign with a picture of barbed wire on it said: ''Escapees: Prisoners of Wapping are reminded that all tunnels must be approved by the Escape Committee.'' No London Calling
+With only 60 telephone lines for four newspapers, no one, including Mr. Murdoch, could get a call out. Security policemen kept all visitors out. To get there, staff members braved the pickets by taxi or came on curtained buses.
+''In this sort of a battle, you get the wartime spirit,'' said Harry Arnold, a correspondent for The Sun who covers the royal family and today was trying to get his computer to digest a story about one of the Queen's maids.
+''There's a tremendous sense of comraderie,'' Mr. Arnold said. ''There's a feeling we're witnessing a revolution, and it is terrible exciting.''
+The printers, he said, have been ''ostriches with their heads in the sand.''
+''They thought if they didn't face up to the new technology, it would go away,'' he said. ''The days of a choice are gone for them. I don't revel in it. I think it's terribly sad.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IN+BATTLE+WITH+LONDON+PRINTERS%2C+MURDOCH+SAYS+NEWS+IS+GOOD&title=New+York+Times&issn=03624331&date=1986-02-04&volume=&issue=&spage=A.13&au=JO+THOMAS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 4, 1986","''We thought about it very hard and said we cannot have this huge operation just eating its head off and not producing,'' Mr. [Rupert Murdoch] said. ''We decided we'd have to treat it as a green field site and set up a new newspaper with new practices.'' ''There's a tremendous sense of comraderie,'' Mr. [Harry Arnold] said. ''There's a feeling we're witnessing a revolution, and it is terrible exciting.'' ''They thought if they didn't face up to the new technology, it would go away,'' he said. ''The days of a choice are gone for them. I don't revel in it. I think it's terribly sad.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Feb 1986: A.13.",11/15/17,"New York, N.Y.",LONDON (ENG) GREAT BRITAIN,"JO THOMAS, Special to the New York Times",New York Times Company,,Newspapers,425787137,"United States, New York, N.Y.",English,4-Feb-86,NEWS AND NEWS MEDIA; STRIKES; LABOR; PICKETING,New York Times,NEWSPAPER,,,,,,,
+IS IT EAST OR WEST?:   [SPECIAL SECTION ],"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/is-east-west/docview/425786382/se-2?accountid=14586,"THIS is a confusing time for all of us.
+In the space of eight days we have three -count 'em, three - all-star games to contend with. All-star games are difficult enough one at a time, with players wearing unaccustomed uniforms and working with unaccustomed teammates, but three in the space of eight days will surely boggle what is left of the mind.
+Yesterday we had the National Football League's Pro Bowl in Hawaii, Tuesday we will have the National Hockey League's All-Star Game in Hartford, and Sunday we will have the National Basketball Association All-Star Game in Dallas.
+It is hard to keep track of players these days, with so many of them opting for free agency, and all-star games just confuse the issue: The N.B.A. will have two players named Malone on the Eastern Conference team and two players named Johnson on the Western Conference team.
+The concept of all-star games goes back to 1933, when baseball staged an exhibition at the World's Fair in Chicago. Baseball has produced some classic moments, with Carl Hubbell striking out five great hitters in a row and Ted Williams hitting a mammoth home run off Rip Sewell's high-arching ''eephus'' pitch, and grubby episodes like Joaquin Andujar refusing to attend because the manager wouldn't let him start.
+Some Pro Bowl games never achieve the legal aggression of the hit Pete Rose put on Ray Fosse at home plate in the 1970 baseball all-star game. The football players are no fools. They are not about to ruin a visit to Hawaii by blocking and tackling the way they do during the season.
+The hockey all-star game puts together people who normally never talk to each other. When a hockey player puts an elbow in his opponent's sternum, he does not extend a friendly hand to pick him up the way basketball and football players do after a collision.
+Tomorrow night, bitter rivals will dress in the same locker room and sometimes even play on the same line. What will Pierre and Gordie say to each other when they dress in adjoining lockers? ''Nice bruise there, Pierre.'' ''You gave it to me, Gordie.'' ''You called me a sodbuster, Pierre.'' The National Hockey League complicates the all-star game by naming its four divisions Norris, Smythe, Adams and Patrick - four pioneers of hockey but not exactly household names - and dividing the league into two conferences, the Campbell and the Prince of Wales.
+Clarence Campbell was the president of the league and the Prince of Wales appears on a lot of English postcards, but nobody can remember which conference is east and which is west. This creates a problem before the game when the announcer blares: ''And now, the Prince of Wales Conference all-stars!'' and nobody skates out onto the ice.
+The starting lineups are chosen by fans on computerized ballots in every arena. The automation makes it hard for fans to write in votes for fringe players having an unexpectedly good year, and it makes it easy for fans to make sentimental choices for names on the ballot.
+Pelle Lindbergh of the Philadelphia Flyers, who died in an automobile crash in the fall, was voted the top goalie in his conference; Mario Gosselin of Quebec, who finished second, will start. Michael Jordan of the Chicago Bulls, who has played only three games because of a fractured foot, was the leading vote-getter in his conference. Never underestimate the power of a sneaker advertisement.
+In the National Hockey League, the starting lineup for the west - we're not going to confuse you by telling you the other name of the conference - contains five Edmonton Oilers. Apparently, the Edmonton fans did not stuff the ballot boxes because fans in other towns believe in the Oilers' superiority, too.
+Oiler fans, a trifle spoiled after two Stanley Cups, recently booed Wayne Gretzky for not scoring his basic two goals and four assists a game. Edmonton fans worry when Gretzky does not seem himself. Is it possible that he changed places with Larry Bird a year ago, when the two of them were interviewed for a Time magazine cover piece on them?
+Perhaps they both realized they had done everything possible in their respective sports, and they decided to switch places, just for the thrill of it, like Steve McQueen playing a Beacon Hill millionaire who plans bank robberies in ''The Thomas Crown Affair.''
+There is no doubt Gretzky could make blind volleyball-style tap passes to teammates, while Bird could find the open spot on the ice and flick home a goal. Think about it: Have you ever seen them in the same place?
+The National Basketball Association has the good sense to name its conferences after two of North America's finest seacoasts, Eastern and Western, with no Smythe, no Norris, no Adams and no Patrick in the divisions, but the league usually has an all-star team of its own just from among the Joneses, Williamses and Johnsons. This year, four different Johnsons were among the top finishers in the fan balloting and Magic Johnson led all players with 1,060,892 votes.
+In the past, the N.B.A. all-star game produced rare moments of brilliance when old rivals Bob Cousy and Dick McGuire pulled rabbits out of hats in Madison Square Garden in 1955 and rivals Cousy and Sweetwater Clifton played a little salt-and-pepper Harlem Globetrotters in the Boston Garden in 1957.
+Nowadays, the N.B.A. holds a mini-Super Bowl jamboree, two days of so many basketball contests that by the time the real all-star game is held on Sunday some addled journalist may have already written six pieces on the Saturday excitement and gone home.
+On Saturday, the N.B.A. will hold a workout for both all-star teams, an old-timers game, a slam-dunk contest, and a three-point contest. What would happen if Oscar Robertson came out early to the all-star workout and decided he wanted to play? Would you like the job of saying, ''Umm, excuse me, Mr. Big O, sir, but you're not on this team''?
+The N.B.A. all-star game has its own Eleventh Commandment: Thou Shalt Not Guard. The scoreboard works so hard it is in danger of shorting out, but they could save electricity by turning off the 24-second shot clock, which is about as relevant as a Vice President.
+For better or for worse, all-star games are a fact of life. Excuse me for a minute, but I thought I saw Joaquin Andujar wearing a ''Ueberroth'' headband and playing the point on a power play. Save by Kareem?",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IS+IT+EAST+OR+WEST%3F%3A+%5BSPECIAL+SECTION%5D&title=New+York+Times&issn=03624331&date=1986-02-03&volume=&issue=&spage=C.16&au=Vecsey%2C+George&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 3, 1986","The concept of all-star games goes back to 1933, when baseball staged an exhibition at the World's Fair in Chicago. Baseball has produced some classic moments, with Carl Hubbell striking out five great hitters in a row and Ted Williams hitting a mammoth home run off Rip Sewell's high-arching ''eephus'' pitch, and grubby episodes like Joaquin Andujar refusing to attend because the manager wouldn't let him start. Tomorrow night, bitter rivals will dress in the same locker room and sometimes even play on the same line. What will Pierre and Gordie say to each other when they dress in adjoining lockers? ''Nice bruise there, Pierre.'' ''You gave it to me, Gordie.'' ''You called me a sodbuster, Pierre.'' The National Hockey League complicates the all-star game by naming its four divisions Norris, Smythe, Adams and Patrick - four pioneers of hockey but not exactly household names - and dividing the league into two conferences, the Campbell and the Prince of Wales. On Saturday, the N.B.A. will hold a workout for both all-star teams, an old-timers game, a slam-dunk contest, and a three-point contest. What would happen if Oscar Robertson came out early to the all-star workout and decided he wanted to play? Would you like the job of saying, ''Umm, excuse me, Mr. Big O, sir, but you're not on this team''?","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Feb 1986: C.16.",11/15/17,"New York, N.Y.",,"Vecsey, George",New York Times Company,,Newspapers,425786382,"United States, New York, N.Y.",English,3-Feb-86,"BASKETBALL; HOCKEY, ICE",New York Times,SPECIAL SECTION,,,,,,,
+COMPUTER MAKERS SEEKING STANDARDS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computer-makers-seeking-standards/docview/425756647/se-2?accountid=14586,"The nation's leading computer companies are about to start a major new effort to develop standards that will allow machines made by different manufacturers to communicate with one another and share information.
+Some 18 manufacturers of computer and telecommunications equipment, including major vendors such as the Digital Equipment Corporation, the Burroughs Corporation and the American Telephone and Telegraph Company, have agreed to form a new nonprofit organization that will specify standards and test for compliance with them, according to officials involved in the effort.
+Final plans for the organization, to be called the Corporation for Open Systems, are to be made at meetings later this month and in early March, according to these officials. Major Ramifications
+If the new group succeeds in its goal, which even its organizers say will not be easy, it would have major ramifications for vendors and computer users.
+Users would be able to mix and match machines and components from different vendors into a complete system, much as consumers can buy a stereo turntable from one manufacturer, speakers from another and an amplifier from a third and be assured in advance that they will work together.
+Currently, machines made by different companies have difficulty communicating. A document typed on a Wang word processor, for instance, cannot easily be sent to and edited on an International Business Machines Corporation word processor. An engineering diagram stored in a Digital Equipment minicomputer cannot be viewed and modified by someone with a Hewlett-Packard workstation. Users Frustrated
+The lack of standards has frustrated computer users, who want to connect all the computers in their offices and factories into networks to exchange information. Many analysts and executives think that such lack of connectivity has contributed to the slowdown in the growth of computer sales last year.
+The General Motors Corporation, one of the nation's largest computer users, became so frustrated that it took matters into its own hands and developed its own standards for connecting computers, machine tools, robots and other electronic gear in a factory. It now appears that G.M.'s manufacturing automation protocol, or MAP, will become the industry standard for factories.
+The new corporation will attempt to do for office, laboratory and other computers what MAP does for factory devices.
+''The intent is to foster that result everywhere,'' said David Martin, president of National Advanced Systems, a mainframe vendor that is a member of the new corporation.
+Organizers are also hoping that standards will loosen the commanding share of the market held by I.B.M., which is prominently absent from the list of the 18 initial members of the new corporation.
+I.B.M. dominates the market for mainframes, the large central computers used by most corporations. Other companies have adopted I.B.M.'s standards for connecting machines, known as the Systems Network Architecture. But using a system controlled by I.B.M. puts the other companies at a disadvantage.
+The initial impetus behind the new organization came from the Computer and Communications Industry Association, a trade group that has long made an issue of I.B.M.'s dominance. However, the new group's organizers are publicly avoiding anti-I.B.M. statements and say the computer giant has been asked to join and will probably accept. Coexistence Called Possible
+A spokesman for I.B.M. said the company would attend an organizational meeting for the new corporation on Jan. 23 but had not yet decided whether to join. She said the standards favored by the new organization could coexist with the Systems Network Architecture.
+As envisioned, the new corporation, to be based in or near Washington, would act as sort of an Underwriters Laboratories for the computer industry. It will choose specifications from among existing standards and would develop tests to see whether computers meet the specifications. It would then issue a certification for those computers that do.
+The corporation would have its own staff and a budget of as much as $8 million to $10 million a year, according to A. G. W. Biddle, president of the Computer and Communications Industry Assocation. Others Will Be Invited
+The 18 initial members have agreed to contribute $125,000 each for the first year and $200,000 each for the second year, Mr. Biddle said. Other computer vendors, as well as companies that use computers, will be invited to join.
+The members, in addition to those mentioned, are Amdahl, Control Data, Harris, Hewlett-Packard, Honeywell, NCR, Northern Telecom, Perkin-Elmer, Sperry, Tandem Computers, Telex, Wang Laboratories and Xerox. Also signing up was Bell Communications Research, a cooperative venture of the regional Bell telephone companies.
+The corporation will support what is known as the Open Systems Interconnection, a system for connecting computers that is already under development by an international standards organization. Many European vendors have already united behind the system, also partly in an effort to compete with I.B.M. Japanese companies have also expressed support for the idea.
+Unifying the industry will be difficult, however. ''I put a low probability of success on it,'' said Michael A. Schumer, vice president of telecommunications research at the Gartner Group, a computer industry research company. ''Everyone's going to have their own political reasons for doing it their way.'' Difficult Technically
+Interconnecting computers is extremely difficult from a technical point of view as well as a political one. Computer companies, including I.B.M., have had extreme trouble getting their own different models to communicate, let alone connecting to other vendors' machines. Even when a standard is agreed upon, companies sometimes use slightly different versions so that communication still does not work well.
+But organizers of the new corporation say the certification procedures should insure that everyone puts the standards into effect in the same way.
+''There's nothing easy about it, but it can be done,'' said Donald J. Herman, executive vice president of NCR and current chairman of the corporation's board. ''The real requirement here is to get everyone pulling for the same sort of standard.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTER+MAKERS+SEEKING+STANDARDS&title=New+York+Times&issn=03624331&date=1986-01-06&volume=&issue=&spage=D.4&au=ANDREW+POLLACK%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 6, 1986","''The intent is to foster that result everywhere,'' said David Martin, president of National Advanced Systems, a mainframe vendor that is a member of the new corporation. Unifying the industry will be difficult, however. ''I put a low probability of success on it,'' said Michael A. Schumer, vice president of telecommunications research at the Gartner Group, a computer industry research company. ''Everyone's going to have their own political reasons for doing it their way.'' Difficult Technically ''There's nothing easy about it, but it can be done,'' said Donald J. Herman, executive vice president of NCR and current chairman of the corporation's board. ''The real requirement here is to get everyone pulling for the same sort of standard.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Jan 1986: D.4.",11/15/17,"New York, N.Y.",UNITED STATES,"ANDREW POLLACK, Special to the New York Times",New York Times Company,,Newspapers,425756647,"United States, New York, N.Y.",English,6-Jan-86,DATA PROCESSING; STANDARDS AND STANDARDIZATION,New York Times,NEWSPAPER,,,,,,,
+MARILYN KLINGHOFFER'S STORY: GUN AT HER HEAD,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/marilyn-klinghoffers-story-gun-at-her-head/docview/425556242/se-2?accountid=14586,"Telling her story publicly for the first time, the widow of Leon Klinghoffer described yesterday how hijackers aboard the Achille Lauro put a machine gun to her head when she pleaded with them to let her stay at the side of her 69-year-old wheelchair-bound husband.
+Leon and Marilyn Klinghoffer were among the group of 11 American and six British hostages who had been ordered up a narrow staircase toward the upper deck of the Italian cruise ship.
+''I attempted to push my husband in his wheelchair in the direction of the staircase,'' Mrs. Klinghoffer, 58, said at a news conference in Manhattan. ''The terrorists ordered me to leave him. I told them that I couldn't leave him and begged them to let me stay with him. They responded by putting a machine gun to my head and ordered me up the stairs.''
+While clearly anguished at the memory of that day, Oct. 8, Mrs. Klinghoffer, who was married to Leon Klinghoffer for 36 years, spoke in a controlled voice as she read from a prepared statement. Her daughters, Lisa, 34, and Ilsa, 28, and Ilsa's fiance, Paul Dworin, 33, listened in the front row. Mrs. Klinghoffer paused for a moment before continuing: ''That was the last time I saw my husband.''
+To Testify in the House",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MARILYN+KLINGHOFFER%27S+STORY%3A+GUN+AT+HER+HEAD&title=New+York+Times&issn=03624331&date=1985-10-29&volume=&issue=&spage=A.12&au=Rimer%2C+Sara&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 29, 1985","''I attempted to push my husband in his wheelchair in the direction of the staircase,'' Mrs. Klinghoffer, 58, said at a news conference in Manhattan. ''The terrorists ordered me to leave him. I told them that I couldn't leave him and begged them to let me stay with him. They responded by putting a machine gun to my head and ordered me up the stairs.'' Describing the hijackers as ''coldblooded murderers, liars and cowards,'' she said, ''It now remains only for justice to be done.'' She repeated her earlier assurances to public officials that she would go to Italy to testify in the hijackers' trial if asked and said the death penalty should be imposed. ''I miss my husband dearly,'' she said. ''We did everything together. I'm feeling strong in that I can carry on and carry the message. But I want to go back to my natural life.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Oct 1985: A.12.",11/15/17,"New York, N.Y.",MEDITERRANEAN SEA ITALY MIDDLE EAST,"Rimer, Sara",New York Times Company,,Newspapers,425556242,"United States, New York, N.Y.",English,29-Oct-85,SHIPS AND SHIPPING; MURDERS AND ATTEMPTED MURDERS; HIJACKING; CRUISES; PALESTINIANS; HOSTAGES,New York Times,NEWSPAPER,,,,,,,
+JOBS IN INSURANCE NOW OFFER A PREMIUM:   [SPECIAL SECTION ],"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/jobs-insurance-now-offer-premium/docview/425545415/se-2?accountid=14586,"WHILE a senior in college, Alan Hobbs knew that he wanted to be an actuary so he wrote to a number of insurance companies seeking employment. When the Northwestern Mutual Life Insurance Company offered him a job six years ago at its Milwaukee headquarters, he happily accepted it.
+''I had shown as a child an aptitude in mathematics,'' said Mr. Hobbs, who is now 28 years old and a fellow in the prestigious Society of Actuaries.
+''But I wanted to work in a business and not just do mathematical work 40 hours a day. I find this an ideal environment for that.''
+On the other hand, after Patricia Van Kampen received a master of business administration degree, she wanted to work as a securities analyst and portfolio manager, an occupation found in many fields including banking and brokerage. But Northwestern Mutual recruited on her Marquette University campus 11 years ago, enabling her to develop her investment skills in the insurance industry.
+''I see more and more of our products based on equities so that I will have more and more money to manage,'' noted Mrs. Van Kampen, who today is assistant manager of common stocks. ''Obviously this creates opportunities.''
+Mr. Hobbs and Mrs. Van Kampen are two of the many men and women who have chosen careers in the insurance business - one of the largest in the United States today. Like their counterparts at other insurance companies, they anticipate an expansion of opportunities as insurers, like banks and brokerage firms, develop other financial services.
+''As more companies broaden their product lines and seek to service different markets, there may well be a larger number of people in the profession,'' said Marvin Kobel, vice president of the National Association of Life Underwriters. ''The companies are looking for people who are receptive to learning more about the full range of the financial-planning process.''
+Slight Recent Rise",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JOBS+IN+INSURANCE+NOW+OFFER+A+PREMIUM%3A+%5BSPECIAL+SECTION%5D&title=New+York+Times&issn=03624331&date=1985-10-13&volume=&issue=&spage=A.19&au=Sloane%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 13, 1985","''The field, especially the property and casualty field, was at a plateau for a few years starting in late 1981,'' said James W. Hamilton, executive vice president of the Society of Chartered Property and Casualty Underwriters. ''But the trend line has started up again.'' ''There's a high turnover of agents,'' said Ray Dry, second vice president of the Life Insurance Marketing and Research Association. ''Our statistics show that at the end of the fourth year, only about 15 out of every 100 who start are still left as full-time agents.'' Although some of the others will have been promoted to management or changed companies, he added, most will have left the business. ''Insurance is not like it used to be - a place to go and retire,'' said Lynn Merritt, president of the Life Office Management Association, another industry organization. ''People with that mentality are not going to survive. It's a much more interesting and challenging work environment than it was a few years ago.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Oct 1985: A.19.",11/15/17,"New York, N.Y.",UNITED STATES,"Sloane, Leonard",New York Times Company,,Newspapers,425545415,"United States, New York, N.Y.",English,13-Oct-85,INSURANCE; HIRING AND PROMOTION; UNEMPLOYMENT AND JOB MARKET,New York Times,SPECIAL SECTION,,,,,,,
+U.S. SMALL BUSINESS IS DRAWN TO CHINA,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-small-business-is-drawn-china/docview/425526806/se-2?accountid=14586,"A little more than 20 months ago, Michael A. Andreottola was out of a job, his position as an engineer and designer with Applicon Inc. eliminated when a French company, Schlumberger, took over the American concern and transferred part of its operations to France.
+Last week, Mr. Andreottola was in China as the president of his own company, the American Ink Jet Corporation of Woburn, Mass. While here, the 38-year-old executive made fresh inroads into a market that has provided his company with $80,000 of business in little more than a year. His company's total first-year revenues were about $600,000.
+Since President Nixon's visit in 1972 opened the way for a resumption of trade between the United States and China, the dominant corporate players have been large multinational corporations such as the Boeing Company, the General Electric Company and the International Business Machines Corporation. The Chinese like to buy from companies that are market leaders, and big corporations are better equipped to meet the often heavy costs of building up a relationship here.
+Nonetheless, entrepreneurs like Mr. Andreottola are proving that there is a niche in the Chinese market for small businesses, and not only in the arts and crafts trade that has flourished since Mr. Nixon's visit opened the door.
+A Ready Match",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+SMALL+BUSINESS+IS+DRAWN+TO+CHINA&title=New+York+Times&issn=03624331&date=1985-09-09&volume=&issue=&spage=D.6&au=JOHN+F.+BURNS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 9, 1985","''About 90 percent of my business is seismology-oriented, and in the United States that's going down fast,'' Mr. [Michael A. Andreottola] said. ''Here, it's headed in the opposite direction -there's a lot of oil exploration, and a lot of seismology.'' He added, ''I can see where I will be doing 10 to 15 percent of my business here, more or less offsetting losses in the market at home.'' ''As the Chinese explained it to us,'' Mr. [Francis R. Carroll] said, ''a lot of their companies have no opportunity - and insufficient funds - to deal with I.B.M. or G.E., but they are eager for the advantages that can flow from dealing with smaller companies that provide a match for their activities.'' He added: ''I think they realize that smaller companies are more flexible, can make their decisions more quickly and can work on smaller profit margins.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Sep 1985: D.6.",11/14/19,"New York, N.Y.","CHINA, PEOPLE'S REPUBLIC OF China United States--US","JOHN F. BURNS, Special to the New York Times",New York Times Company,,Newspapers,425526806,"United States, New Y ork, N.Y.",English,9-Sep-85,ECONOMIC CONDITIONS AND TRENDS; Small business,New York Times,NEWSPAPER,,,,,,,
+WASHINGTON AND MOSCOW HAVE THEIR OWN IDEAS ON TRADE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/washington-moscow-have-their-own-ideas-on-trade/docview/425399837/se-2?accountid=14586,"The United States and the Soviet Union will open trade talks tomorrow at the highest level since relations turned sour after the Russians invaded Afghanistan in 1979. Secretary of Commerce Malcolm Baldrige and Soviet Foreign Trade Minister Nikolai S. Patolichev will meet for two days in Moscow to try to iron out some of the many difficulties and discuss kinds of trade that might be expanded.
+Trade has always been bound up with other East-West issues, notably human rights, and the Reagan Administration has served notice that without progress on rights, there can be no significant relaxation of trade barriers. With Mikhail S. Gorbachev now the Soviet leader, the atmosphere has warmed a bit. Arms control talks have been renewed and last week, Secretary of State George P. Shultz and Foreign Minister Andrei A. Gromyko discussed prospects for a Gorbachev-Reagan summit this year. The Russians have also dropped hints that they might permit more Soviet Jews to emigrate; only 896 Jews got exit visas last year, compared to more than 51,000 in 1979. The pace did quicken in April to 166, the highest monthly total in almost two years.
+Prospects for breakthroughs are clouded, however, by policy struggles in the Reagan Administration and by Soviet unpredictability. President Reagan, chiefly at the urging of Mr. Shultz, agreed to let Mr. Baldrige try to strengthen trade links. Defense Secretary Caspar W. Weinberger tried to scuttle the trip. Mr. Weinberger opposes economic accommodation. He fears that the Russians will buy American technology - telecommunications, microelectronics, automation and computers -and adapt it for uses such as more accurate missiles or better antisubmarine sensors. He contends that American technology already obtained by Moscow has reduced costs of Soviet weapons and forced Washington to spend even more to stay ahead. In addition, Mr. Weinberger wanted to cancel the Baldrige trip to protest the death of Maj. Arthur D. Nicholson Jr., a member of the American liaison unit who was shot by a Soviet soldier in East Germany. And he opposes commitments that might let the Russians buy advanced oil exploration and drilling equipment to boost lagging production.
+For Mr. Shultz and the President, however, the renewal of trade and arms control talks is part of a broad strategy to improve Soviet-American relations despite sharp disagreements on many important issues, including space-based defense programs and Nicaragua. In addition, American farmers are eager to gain a larger share of the vast Soviet grain market.
+Whatever the Administration's wishes, its ability to move on trade is hobbled by Congressional constraints. Many barriers, such as a ban on fur imports dating from the Korean War, and denial of most-favored-nation trade privileges (which provide for a generalized lowering of tariffs), are embedded in legislation. Many analysts say dramatic Soviet gestures on human rights will be needed if Congress is to become receptive to relaxing the curbs. For example, Moscow might release the imprisoned computer scientist, Anatoly B. Shcharansky, or permit Yelena G. Bonner, the wife of Dr. Andrei D. Sakharov, the Nobel Peace Prize winner and dissident physicist, to go abroad for medical treatment.
+Nevertheless, Mr. Baldrige, supported by Mr. Shultz and much of the American business community, believes that nonstrategic trade can be expanded. Earlier this year, the United States lifted restrictions on the sale of personal computers, while strengthening controls over more sophisticated equipment and software. Mr. Baldrige could be receptive to Soviet requests to relax controls over other nonmilitary items, including sales of some oil-drilling equipment. ''We support national security controls,'' said Frederick G. Drake, a General Electric Company executive who heads the European Council of American Chambers of Commerce. ''But we feel that much of the trade is hampered by regulations that are unnecessary.'' Soviet trade is a relatively small item in the American economy, but it means a lot to some companies. For example, prior to the embargo imposed in 1978, the Soviet Union was the biggest market for Caterpillar Tractor's huge pipeline-laying machines. Caterpillar lost its pre-eminence to a Japanese company.
+When Contracts Are Broken",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WASHINGTON+AND+MOSCOW+HAVE+THEIR+OWN+IDEAS+ON+TRADE&title=New+York+Times&issn=03624331&date=1985-05-19&volume=&issue=&spage=A.5&au=Farnsworth%2C+Clyde+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 19, 1985","Nevertheless, Mr. [Baldrige], supported by Mr. [George P. Shultz] and much of the American business community, believes that nonstrategic trade can be expanded. Earlier this year, the United States lifted restrictions on the sale of personal computers, while strengthening controls over more sophisticated equipment and software. Mr. Baldrige could be receptive to Soviet requests to relax controls over other nonmilitary items, including sales of some oil-drilling equipment. ''We support national security controls,'' said Frederick G. Drake, a General Electric Company executive who heads the European Council of American Chambers of Commerce. ''But we feel that much of the trade is hampered by regulations that are unnecessary.'' Soviet trade is a relatively small item in the American economy, but it means a lot to some companies. For example, prior to the embargo imposed in 1978, the Soviet Union was the biggest market for Caterpillar Tractor's huge pipeline-laying machines. Caterpillar lost its pre-eminence to a Japanese company. Mr. Baldrige's ''hands are tied on that one,'' a trade official said. The President last week accepted a [Caspar W. Weinberger] recommendation to put limits on the sanctity of contracts between the United States and Nicaragua. Contracts will be honored only when a United States exporter might otherwise be sued by the Nicaraguan importer, or when the United States supplier cannot find alternative customers. Mr. Baldrige, supported by Mr. Shultz and Treasury Secretary James A. Baker 3d, had pressed for more far-reaching protection for contracts, which could have been applied to the Soviet Union as well.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 May 1985: A.5.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS AFGHANISTAN,"Farnsworth, Clyde H",New York Tim es Company,,Newspapers,425399837,"United States, New York, N.Y.",English,19-May-85,INTERNATIONAL TRADE AND WORLD MARKET; UNITED STATES INTERNATIONAL RELATIONS; INTERNATIONAL RELATIONS; 0US INTL TRADE,New York Times,NEWSPAPER,,,,,,,
+WEEK IN BUSINESS; STATISTICS SHOW RECOVERY IS BACK,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/week-business-statistics-show-recovery-is-back/docview/425294896/se-2?accountid=14586,"After a four-month absence, the economic recovery reasserted itself strongly in the statistics. Housing starts showed a 2.1 percent gain in December, rounding out a year that was the best since 1979. Industrial production was up six-tenths of a percent, the biggest increase in five months; capacity use was up three-tenths of a percentage point, to 81.9 percent; and personal income rose five-tenths of a percent. And data from November showed a sharp, 1.1 percent rise in sales of manufactured goods.
+There was one negative note - retail sales, which were down one-tenth of a percent in December. One factor in the decline was a drop in new-car sales, but that situation appears to have turned around. Auto makers reported a 12 percent gain in sales in the first 10 days of January - the best performance for the period since 1966.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WEEK+IN+BUSINESS%3B+STATISTICS+SHOW+RECOVERY+IS+BACK&title=New+York+Times&issn=03624331&date=1985-01-20&volume=&issue=&spage=A.14&au=Dodson%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 20, 1985","''Helpful'' has joined ''disorderly'' in the vocabulary of U.S. policy toward intervention in the currency markets. The Administration has favored a policy of hands-off, except when the markets were notably unruly. But after meeting with counterparts from Europe and Japan, Secretary Regan said the U.S. would now consider acting when it would be ''helpful.'' The cryptic remark was generally taken to mean that the Administration was ready to bring the dollar down somewhat. The Datapoint Corporation was getting attention from ''quite a few'' potential suitors, while Asher Edelman, who already holds a 10.8 percent stake, was talking to Continental Telecom about joining forces to take over the company. Datapoint was continuing to resist Mr. Edelman's overtures, insisting it be told more about his plans for the company. K Mart completed its shopping for acquisitions, agreeing to buy Pay Less Drug Stores Northwest for $500 million. Officials of K Mart said the deal for the chain of West Coast ''super drugstores'' would be the company's last move in a $1 billion, four-year diversification effort.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Jan 1985: A.14.",11/15/17,"New York, N.Y.",,"Dodson, Steve",New York Times Company,,Newspapers,425294896,"United States, New York, N.Y.",English,20-Jan-85,,New York Times,NEWSPAPER,,,,,,,
+"AT G.E., A CHANGE OF COURSE","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/at-g-e-change-course/docview/425199220/se-2?accountid=14586,"When the General Electric Company, for decades the largest producer of small appliances, announced last year that it was selling that business to the Black & Decker Manufacturing Company, the news stunned the housewares industry. Setting aside differences in scale, it was as if General Motors had suddenly abandoned car making.
+The sale of the small appliance business produced tumult not only among the retail accounts of the company that has been making irons since 1905, but also among G.E.'s staff. But it was therapeutic, according to Paul W. Van Orden, executive vice president of G.E.'s consumer products division. ''It told everyone that we want to be No. 1 or No. 2 only in large-scale businesses,'' he said.
+Investment in Other Areas
+Since then, the consumer products division has invested heavily in its remaining operations. Of these, major appliances and lighting have been recognized as ''core'' businesses. But plans to pump up cosumer electronics, especially television sets, have not produced the results G.E. wanted.
+The consumer products division accounted for $6.4 billion of sales last year, and of that, the small appliance operations provided more than $470 million. Altogether, G.E. sales totaled $27 billion. While the company will not break down the sales contributions of the various consumer products, trade estimates are that major appliances represented about $3.2 billion, lighting about $1.6 billion and consumer electronics about $1.28 billion.
+The overall division earned $326 million last year, or 16 percent of G.E.'s total of $2 billion.
+TV Sets Problematic
+Of the areas G.E. is now emphasizing, television sets present a problem, some analysts say.
+Robert W. McCoy, Jr., vice president and analyst for Kidder Peabody & Company, New York, is not optimistic about G.E.'s ability to compete with the rest of the major television set producers, namely RCA, Sony and Zenith. ''G.E. hasn't yet come up with any product that competes with the others,'' he said. ''It hasn't made any technological breakthrough in the product.''
+Martin A. Sankey, an analyst for the First Boston Corporation, concurred, saying: ''I don't think that G.E. will become a mass marketer of televisions because their cost structure isn't competitive with the Far East, where most of the domestic sets are made. But G.E. hopes to compete on the high end of television and on TV sets for special occasions.''
+But Mr. Van Orden of G.E. disagrees. ''We have made a number of technical strides in TV,'' he said. ''We recently introduced a 'neo-vision' picture tube, which provides a better picture by washing out ambient light. We just introduced our 'Homeminder,' an electronic system using the TV set to monitor other home appliances and turn them on and off. And we recently put out what we call 'Space Maker' radios, which fit under cabinets to save space in the various rooms of the house.''
+He added that ''while we are assembling sets in the United States we are either making or buying chassis and tuners in the Far East. So I believe we can be cost competitive with the Far East.''
+The company has high hopes for other areas of its consumer products line. It is investing $200 million in its major appliance subsidiary alone, particularly in the internal redesign and improved automation of its refrigerators.
+It is also making several investments in its lighting business - light bulbs and lighting systems - primarily to improve productivity and reduce costs. Over the next three years, according to Mr. Van Orden, 9 to 10 of the 44 lighting production facilities will be closed to consolidate manufacturing. About 1,400 employees will be terminated within the next three years. This is necessary because the lighting industry is very cost-competitive, Mr. Van Orden said.
+Reduced Costs in Lighting
+In lighting, where G.E. is the largest producer, it is competing with Sylvania, a unit of the GTE Corporation, and the North American Phillips Company, which bought the Westinghouse lighting division. G.E.'s goal is not only to bring the manufacturing costs down but also to increase productivity from 3,000 incandescent bulbs an hour to 8,000 bulbs an hour.
+Mr. Van Orden said the lighting operation has to confront ''technology upgrading, rising imports and the growing trend of using light bulbs as a promotional item. Mostly, light bulbs are bought at the time of need as a convenience item but the product does respond to brand advertising.''
+Seeking to give its consumer electronics business a bigger market share, G.E. is also aiming for better quality and cost advantages in its audio and radio products. It is also hoping to increase its share through new product segments, such as telephones and cameras, Mr. Van Orden said.
+It is working to use its technology to improve products for both commercial and home use such as a video projection system, known as ''Talaria,'' on which the company is working to cut the cost to $20,000 in the next year, from $75,000 to $100,000, and a personal, radio-communications system, ''PRCS,'' a low-cost car phone system adaptable for a 15-mile radius.
+But these products face stiff price competition. As a result, Mr. Van Orden said, the video portion of his division has ''a three-year charter to demonstrate that we can achieve a significant share of the market.''
+Mr. Van Orden would not be drawn into any hypothesis of what could happen if this did not develop. The division recently consolidated both the audio and video activities, which were separate, and also combined the two sales staffs, he said.
+Other Divestitures
+The housewares divestiture was not the only one that G.E. has made in recent years. Others were the central air-conditioner operations to the Trane Company and the sale of television and radio stations, except for a television station in Denver.
+The aim is to capitalize on those consumer product businesses that traditionally had not only a better return on capital but also allowed the giant company to use its extensive technological and financial resources to greater advantage.
+''We're already beginning to see some of the fruits of improved productivity,'' Mr. Van Orden says. In the consumer products division, ''this year's sales have increased 20 percent, excluding the housewares disposition, with less than a 4 percent increase in total employment.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AT+G.E.%2C+A+CHANGE+OF+COURSE&title=New+York+Times&issn=03624331&date=1984-10-08&volume=&issue=&spage=D.4&au=Barmash%2C+Isadore&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 8, 1984","Robert W. McCoy, Jr., vice president and analyst for Kidder Peabody & Company, New York, is not optimistic about G.E.'s ability to compete with the rest of the major television set producers, namely RCA, Sony and Zenith. ''G.E. hasn't yet come up with any product that competes with the others,'' he said. ''It hasn't made any technological breakthrough in the product.'' Mr. [Paul W. Van Orden] of G.E. disagrees. ''We have made a number of technical strides in TV,'' he said. ''We recently introduced a 'neo-vision' picture tube, which provides a better picture by washing out ambient light. We just introduced our 'Homeminder,' an electronic system using the TV set to monitor other home appliances and turn them on and off. And we recently put out what we call 'Space Maker' radios, which fit under cabinets to save space in the various rooms of the house.'' ''We're already beginning to see some of the fruits of improved productivity,'' Mr. Van Orden says. In the consumer products division, ''this year's sales have increased 20 percent, excluding the housewares disposition, with less than a 4 percent increase in total employment.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Oct 1984: D.4.",11/15/17,"New York, N.Y.",,"Barmash, Isadore",New York Times Company,,Newspapers,425199220,"United States, New York, N.Y.",English,8-Oct-84,COMPANY AND ORGANIZATION PROFILES; REFORM AND REORGANIZATION; TELEVISION; HOME APPLIANCES,New York Times,NEWSPAPER,,,,,,,
+EUROPEAN AMERICAN POSTS LOSS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/european-american-posts-loss/docview/425150675/se-2?accountid=14586,"The European American Bancorp - a successor to the Franklin National Bank that failed a decade ago - yesterday reported a loss of $137.8 million for the second quarter, one of the largest quarterly losses ever reported by a banking company in the United States.
+''It ranks up there as one of the biggest,'' said James J. McDermott Jr., senior vice president of Keefe, Bruyette & Woods, a securities firm that specializes in bank stocks.
+Raymond J. Dempsey, European American's new chairman and chief executive officer, who replaced Harry E. Ekblom after he took early retirement last year, attributed the loss mainly to loans used to finance real estate, energy and diamonds.
+The second-quarter provision for possible loan losses amounted to $110.1 million, Mr. Dempsey said. He said another major factor in the loss was a charge-off of $27.7 million as the result of a decision to scrap an in- house automation project.
+Long Island Business
+In the second quarter of last year, European American, which does much of its business on Long Island, reported net income of $10.2 million. Mr. Dempsey said that at midyear European American's problem, or ''nonperforming,'' loans totaled $296.1 million, or 5.2 percent of total loans. That is about twice the proportion at most other banks. Mr. Dempsey said the $296.1 million ''includes virtually all of'' the bank's $58 million in loans to Argentina.
+European American is believed to be the city's biggest lender to the diamond business, an industry that Mr. Dempsey said was a ''disaster around the world.'' The real estate losses, he stated, were primarily on properties in Florida, Houston and Los Angeles.
+Seen as Blow to Midland
+The loss was seen by banking analysts as yet another blow to the prestige of Britain's Midland Bank, one of six major European banks that own European American. Midland also has been having problems with its subsidiary, the Crocker Bank of California, which reported a $10.4 million loss for 1983, and a $120.8 million loss in the first quarter of 1984.
+In a statement yesterday, Midland said that, as the result of an accounting change, European American's loss would not have a material impact on Midland's earnings. It also said that the partners in European American had agreed to begin negotiations to find a way in which Midland could be withdrawn as a shareholder.
+Such a withdrawal is required by the Federal Reserve because, under American law, Midland's control of Crocker, which is based in California, does not permit it to be an owner of a bank in New York.
+European American's other shareholders are the Deutsche Bank of West Germany, the Midland Bank of London, the Societe Generale de Banque of Belgium, and the Societe Generale of France, each of which has a 20.125 percent share; the Amsterdam-Rotterdam Bank, which has a 17 percent share, and the Creditanstalt-Bankverein of Austria, which has a 2.5 percent share.
+Analysts said that, because of the strength of its shareholders, European American is not expected to have problems raising deposits, despite the size of its loss. If necessary, the shareholders could fund European American on their own. With assets of $8.7 billion at year-end, European American was the 33d-largest banking organization in the United States, out of about 15,000.
+Indeed, at the end of the second quarter, European American's shareholders injected $80 million of their own money into the institution, offsetting a large part of the second- quarter loss. And Mr. Dempsey said the bank plans to make up the rest through sales of property.
+Analysts speculated yesterday that the huge loan write-off was a part of a long-term strategy by Mr. Dempsey. They said it gives him a clean slate, and any loans that have been written off and which will ultimately be repaid would increase European American's future profits.
+That was the strategy Mr. Dempsey used in 1978, when he took over Fidelcor of Philadelphia, owner of the Fidelity Bank. As a result of charge- offs in his first year, Fidelcor reported a $13.3 million loss. By 1983, Mr. Dempsey had turned the bank around so that it earned $34.7 million, not counting gains from the sale of a building, which brought its net income to $47.5 million.
+''What we're going to become is a regional bank in metropolitan New York and Long Island,'' said Mr. Dempsey, a native of Long Island. He said that European American's former management had ''neglected'' Franklin National's strong franchise on Long Island, but that its customers remained loyal.
+European American now will specialize in working with small and medium-sized companies on Long Island, and with American subsidiaries of European companies.
+'This Is His Style'
+''Dempsey is doing exactly what he did at Fidelcor,'' said Lawrence W. Cohn, first vice president and senior bank stock anlayst of Dean Witter Reynolds Inc. ''He's got an underperforming bank with lots of historic problems and he wants to clear the slate so he can go forward with it. This is his style.''
+As at Fidelity, Mr. Dempsey has quickly been ridding the bank its former senior officers. He said yesterday that Andres Jacques, the bank's vice chairman, took early retirement June 30 at the age of 64. In addition, John Lowe, chief financial officer, resigned about a month ago. Even before Mr. Dempsey's arrival, Mr. Ekblom resigned.
+European American's losses follow those recently reported by several other large banking companies. The biggest - $248.5 million - was reported in the third quarter of last year by the Interfirst Corporation of Dallas. The Seafirst Corporation reported after-tax losses of $456.4 million over six quarters, with the largest amounting to $158 million in the second quarter of 1983. Seafirst had to be rescued by the Federal Deposit Insurance Corporation and was eventually acquired by the BankAmerica Corporation.
+The Continental Illinois Corporation, the nation's eighth-largest banking company, which is being propped up by guarantees from the F.D.I.C. and the Federal Reserve, experienced a $63 million after-tax loss in the second quarter of 1982. European American Bancorp is a holding company that owns the European-American Bank and Trust Company and the European-American Banking Corporation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EUROPEAN+AMERICAN+POSTS+LOSS&title=New+York+Times&issn=03624331&date=1984-07-11&volume=&issue=&spage=D.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 11, 1984","In the second quarter of last year, European American, which does much of its business on Long Island, reported net income of $10.2 million. Mr. [Raymond J. Dempsey] said that at midyear European American's problem, or ''nonperforming,'' loans totaled $296.1 million, or 5.2 percent of total loans. That is about twice the proportion at most other banks. Mr. Dempsey said the $296.1 million ''includes virtually all of'' the bank's $58 million in loans to Argentina. ''What we're going to become is a regional bank in metropolitan New York and Long Island,'' said Mr. Dempsey, a native of Long Island. He said that European American's former management had ''neglected'' Franklin National's strong franchise on Long Island, but that its customers remained loyal. ''Dempsey is doing exactly what he did at Fidelcor,'' said Lawrence W. Cohn, first vice president and senior bank stock anlayst of Dean Witter Reynolds Inc. ''He's got an underperforming bank with lots of historic problems and he wants to clear the slate so he can go forward with it. This is his style.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 July 1984: D.1.",11/14/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,425150675,"United States, New York, N.Y.",English,11-Jul-84,COMPANY REPORTS; CREDIT,New York Times,NEWSPAPER,,,,,,,
+WATERFRONT'S MAIN ASSET NOW IS THE VIEW,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/waterfronts-main-asset-now-is-view/docview/425150343/se-2?accountid=14586,"Thirty years ago, the Rev. John M. Corridan quoted from Scripture to memorialize the countless lives and careers that had been sacrificed to purge New York's waterfront of labor corruption. '' 'It is one man that soweth and another that reapeth,' '' said the priest, who was immortalized in ''On the Waterfront.'' ''That's always true. A good many people have to sow seeds in their lives and be content if they never see the harvest.''
+Well before he died last week at the age of 73, Father Corridan witnessed the fruits of his labor. In the three decades since he made his mark on the West Side piers, however, much of the maritime commerce that he hoped would be reinvigorated has faded. Organized labor still packs considerable wallop along the waterfront, but the battleground for the industry's future has shifted from the back alleys of Hell's Kitchen to the board rooms of government agencies and corporations. While labor and management are being pressured to reduce the burgeoning costs that may relegate the Port of New York to a backwater, the seeds are being sown for a new harvest, this one involving land development, that is already reshaping the shoreline.
+As a newly ordained priest in 1945, Father Corridan joined the Xavier Institute of Labor Relations on West 16th Street. His parish was the piers, and his goal was to reverse a violent legacy of wildcat strikes and racketeering, of gangsters who preyed on longshoremen by extorting kickbacks in return for jobs. Within 10 years, he succeeded in dramatizing the conditions on the docks and in fashioning remedies. If anything, the piers may be facing a greater challenge today. Indeed, many piers no longer exist. Others have been converted into television production facilities or garages for sightseeing buses, rental cars and garbage trucks. Encouraged by the decline of maritime commerce, trendy neighborhoods are edging toward the Hudson. Corporate headquarters and housing are expanding at Battery Park City. Waterfront commercial and recreational facilities have been proposed opposite the new convention center in the West 30's and at the Battery. Other projects on the drawing boards include Manhattan Landing, the housing development south of the South Street Seaport, and the Westway, which would include a 93-acre park. Promenades ringing Manhattan and riverfront development in the other boroughs are also being contemplated. Not all the conditions Father Corridan campaigned against have been corrected. Less than five years ago, dozens of waterfront figures were convicted of labor racketeering and related crimes. Some abuses endure despite the fact that, as a buffer against automation, most longshoremen are now guaranteed an annual income of more than $31,000 regardless of whether they work. (One was recently said to be collecting the guaranteed income while working fulltime as a city fireman).
+Port officials say they have been stymied by the same cozy links between labor and management that Father Corridan had encountered. Both sides stubbornly deny any such relationship. They have, however, lobbied to strip some power from the Waterfront Commission the priest helped create as a watchdog over hiring practices, and pressed to let longshoremen ''badge in'' by telephone instead of having to appear daily in a computerized shape-up ritual at one of the commission's four metropolitan area hiring halls. Officials have expressed concern that, without safeguards tested during a trial period, the telephone system could lend itself to abuse. ''How long,'' asked Peter C. Goldmark Jr., the executive director of the Port Authority of New York and New Jersey, ''can we afford a situation in which labor has no incentive and management no practical power to control costs?''
+Charging a Ton for TonnageIn keeping with its mandate to promote economic development, the Port Authority complained to the Federal Maritime Commission earlier this year that the New York Shipping Association's formula for financing fringe benefits - an assessment levied against firms on the basis of tonnage rather than on man-hours - had placed New York at a competitive disadvantage. A consultant's study last month estimated that the cost per 40-foot container for fringe benefits alone was $200 to $250 more in New York than in other North Atlantic ports. ''If New York used a man-hour assessment system similar to the other North Atlantic ports, the assessment differential per container would be less than $50,'' the study said. Because the formula encourages the increasingly deregulated transportation industry to divert high-tonnage containers elsewhere, the consultant found, New York's share of the North Atlantic container market has dropped from 69 percent in 1972 to 56 percent 10 years later. Meanwhile, one of New York's most popular exports has become empty containers, which are not subject to the tonnage assessment. Nearly a third of the containers handled in the port last year were empty; many had arrived full, overland from West Coast ports. Last winter, the passenger ship terminal on the West Side closed for several months because cruises were originating elsewhere. Eight ships are scheduled to make 242 sailings during the 1984-85 season, compared with 23 ships and 322 sailings a decade earlier. The number of passengers is projected to remain around 440,000. Political pressure orchestrated by the Port Authority prompted labor and management to address some of the problems. Under a new contract, pensions were raised to spur retirements and longshoremen were no longer permitted to collect the full guaranteed income and social security benefits simultaneously. With more than 700 retiring since the fall, the number of registered longshoremen dipped this month to a low of 6,405, but there is still a surplus. In May, there were 4,900 working on an average day - the fewest ever recorded. In a sense, the roots of the current debate over the economic survival of the port can be traced to Father Corridan's day, when the battle lines were drawn over the individual rights of longshoremen. Nowadays, however, those individuals whose income is guaranteed may be in better shape than the industry as a whole.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WATERFRONT%27S+MAIN+ASSET+NOW+IS+THE+VIEW&title=New+York+Times&issn=03624331&date=1984-07-08&volume=&issue=&spage=A.6&au=Roberts%2C+Sam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 1984","Thirty years ago, the Rev. John M. Corridan quoted from Scripture to memorialize the countless lives and careers that had been sacrificed to purge New York's waterfront of labor corruption. '' 'It is one man that soweth and another that reapeth,' '' said the priest, who was immortalized in ''On the Waterfront.'' ''That's always true. A good many people have to sow seeds in their lives and be content if they never see the harvest.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 1984: A.6.",11/15/17,"New York, N.Y.",,"Roberts, Sam",New York Times Company,,Newspapers,425150343,"United States, New York, N.Y.",English,8-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+HIGH TECH: JAPAN'S APPROACH:   [Series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-tech-japans-approach/docview/425106742/se-2?accountid=14586,"What do you do with an exotic metal alloy that has the ability to ''remember'' its original shape and return to that shape when heated?
+In the United States, the answer is: Use it to make pipe joints in fighter planes and think about using it for satellites that could be launched in compact form and would unfold automatically in space.
+But in Japan, the answer is: Use the alloy to make eyeglass frames, air-conditioner louvers and a toy in which a boy's head and a girl's head are separated by a wire made of the alloy. When the toy is dunked in hot water, the wire returns to a ring shape, bringing the heads together in a kiss.
+The example illustrates a major difference between the two nations, which are now vying for world supremacy in high technology.
+In the United States, technological emphasis is often on a big military or space project, with little regard for immediate commercial applications.
+In Japan, which has no big military or space programs, the emphasis is overwhelmingly on commercial uses, particularly for consumers. Technology advances bit by bit, tested at each step in a variety of applications, some of them exceedingly trivial. Indeed, the Japanese have a penchant for finding low-tech applications for high-tech products.
+Finding Popular Applications
+''We are now in the age of popularization of advanced technology,'' said Masanori Moritani, senior researcher at the Nomura Research Institute, a division of the Nomura Securities Company. ''Especially in Japan, companies are very eager to apply advanced technology.''
+James C. Abegglen, a Japan watcher associated with the Boston Consulting Group, agreed: ''The Americans go for the home run. The Japanese get singles and steal bases.''
+Other examples of the difference in approach abound:
+In the United States, one of the first feasible uses of solar electricity generation was to provide power to satellites. Japan came up with a more down-to-earth application - the solar-powered calculator. Now companies here are coming out with the solar-powered radio, the solar-powered watch and the solar-powered rechargeable battery recharger.
+In the United States more than half the market for graphite composite materials - lightweight but strong materials being used as substitutes for metal - is for aerospace and aircraft uses. In Japan, 80 percent of the market is for tennis racquets, golf clubs and other sports equipment, which account for but a small part of its American use.
+Consumer Uses for Laser
+In the United States, laser development has facilitated everything from surgery to fusion energy, and now possibly lasers will be used for weapons to destroy enemy missiles. Japan produces the only existing consumer products using lasers - the laser videodisk system and the digital audiodisk system.
+In new ceramics, the United States has emphasized military uses and the space shuttle heat shield. Japanese companies have come up with ceramic scissors, ballpoint pen tips and sake warmers.
+Which approach, the home run or the barrage of singles, will win the game is hotly debated, with each nation wishing it had some of the attributes of the other.
+Some American electronics executives question the value of devoting so much technological research to military and space efforts with little commercial value. Many Japanese executives, however, are envious of the American system's ability to make great advances, and are concerned that their consumer-based technology is too limited for the future.
+The Need for Profits
+Aside from Japan's lack of big military or space programs, another reason for the emphasis on consumer applications is that technology development programs run by the Ministry of International Trade and Industry do not always provide much money, despite the publicity they receive. So companies must find other ways to pay for technology development quickly.
+''Whether we like it or not, our research efforts must be directed at smaller versions, to find a way to earn some profit,'' said Kazuo Iga, director of the corporate products development division of the Matsushita Electric Industrial Company. His company uses the shape memory alloy to make air-conditioner louvers that change direction depending on the temperature, blowing hot air down to warm a room and cool air out to cool it.
+Moreover, the intensely competitive nature of the Japanese consumer electronics industry leads each company to employ new technologies, no matter how frivolously, to make its product stand out. This practice is abetted by the Japanese love of novelty. One product, for example, is a voice-activated cradle, which starts rocking when the baby cries.
+Such experimentation often produces benefits in allowing companies to hone their technology and reduce costs by mass production. ''You can develop a high-technology base by developing low-technology products with high volume,'' said Bruce F. Rubinger, director of studies for the Global Competitiveness Council, a research organization in Boston.
+Solar energy is an example. The Sanyo Electric Company is producing four million solar batteries for calculators each month. Now it thinks it has forced the cost down enough to introduce a solar roof tile to provide electricity for homes.
+In ceramics, as well, some experts think small consumer applications can help develop more serious ones.
+Some Military Work, Too
+The Japanese are even starting to apply their civilian technology to military systems, spurred in part by an agreement last year with the United States calling for more cooperation in defense technology.
+Devices used to record images in video cameras have potential uses for missile guidance systems. Mitsubishi Heavy Industries has been approached by General Motors for help in designing tank transmissions. There are many drawbacks to the Japanese system, however. Many Japanese researchers say that the development of great breakthroughs requires basic research free of the pressure for immediate results.
+In addition, they long for more money, for initial applications of technology are often too expensive for all but military or other Government projects. ''When we talk about really new materials, it's a little hard to find consumer applications,'' said Hajime Ito, a spokesman for the basic industries bureau at the trade ministry.
+How well the Japanese will be able to move into more sophisticated products is to be tested primarily in Japan's vaunted consumer electronics industry. This industry, worried about maturing markets and rising competition, is trying to move into office computers, factory automation and other more sophisticated technology.
+The consumer experience is clearly helpful for such applications as computer screens, which are similar to televisions, and new optical data storage devices, which are similar to the laser videodisk and compact disk.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH+TECH%3A+JAPAN%27S+APPROACH%3A+%5BSERIES%5D&title=New+York+Times&issn=03624331&date=1984-06-12&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 12, 1984","''We are now in the age of popularization of advanced technology,'' said Masanori Moritani, senior researcher at the Nomura Research Institute, a division of the Nomura Securities Company. ''Especially in Japan, companies are very eager to apply advanced technology.'' ''Whether we like it or not, our research efforts must be directed at smaller versions, to find a way to earn some profit,'' said Kazuo Iga, director of the corporate products development division of the Matsushita Electric Industrial Company. His company uses the shape memory alloy to make air-conditioner louvers that change direction depending on the temperature, blowing hot air down to warm a room and cool air out to cool it. In addition, they long for more money, for initial applications of technology are often too expensive for all but military or other Government projects. ''When we talk about really new materials, it's a little hard to find consumer applications,'' said Hajime Ito, a spokesman for the basic industries bureau at the trade ministry.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 June 1984: D.1.",11/15/17,"New York, N.Y.",UNITED STATES JAPAN,"Pollack, Andrew",New York Times Company,,Newspapers,425106742,"United States, New York, N.Y.",English,12-Jun-84,"SCIENCE AND TECHNOLOGY; SURVEYS AND SERIES; ASTRONAUTICS; SPACE; ARMAMENT, DEFENSE AND MILITARY FORCES; UNITED STATES ARMAMENT AND DEFENSE",New York Times,Series,,,,,,,
+EUROPEANS AIM ACTION AT I.B.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/europeans-aim-action-at-i-b-m/docview/424949057/se-2?accountid=14586,"The Commission of the European Economic Community will charge the International Business Machines Corporation in June with abusing its dominant market position in Europe to stifle competition, a Common Market official in Brussels said yesterday.
+The action would end what experts say is the longest and most complex antitrust investigation in the history of the Common Market, and it could significantly alter I.B.M.'s business practices and competitive edge in the multibillion-dollar European market.
+The Common Market official, who declined to be identified, said that a preliminary decision to make the charge had already been drafted but that it was not clear what sanctions the computer giant might face.
+Negotiating Pressure Seen
+Some analysts in the United States suggested that the Europeans might have disclosed the decision in an effort to force I.B.M., now negotiating with the Commission, into a settlement agreeable to the Common Market's 10 member countries. The Commission, the Common Market's executive body, has reportedly already rejected one compromise plan offered by the company.
+The American analysts noted that the company had already changed its marketing strategies so that the effects of opening up the European market would be minimized.
+''Whatever I.B.M. is agreeing to, you can be sure that there are strategies, tactics and business practices that will work against the E.E.C.,'' said Gideon Gartner, president of the Gartner Group, a Stamford, Conn., research firm that follows the computer giant's operations.
+Comment From the Company
+At I.B.M. headquarters in Armonk, N.Y., Michael King, a spokesman, said yesterday, ''The Commission confirmed to I.B.M. today that they are on a dual track - on the one hand, the Commission is preparing a decision, while on the other hand they are continuing settlement discussions with I.B.M.'' As recently as Tuesday, he said, negotiations were continuing between representatives of the company and of the Common Market in Brussels.
+Should the Commission charge I.B.M., the company could be required to pay a fine.
+But experts say it is more likely that the Commission would press I.B.M. to disclose crucial proprietary information about how peripheral computer equipment and software can be used with the company's mainframe computers and office products.
+I.B.M. and the Reagan Administration have staunchly opposed such a move. They have contended, both in public statements and in discussions with the Common Market's member governments, that early disclosure would place the company at a great competitive disadvantage, especially against Japanese manufacturers who would be able to obtain the information made public in Europe and use it against I.B.M. all over the world.
+The decision must be presented to the Commission's advisory committee, a kind of review board, and could be challenged by I.B.M. before the European Court in Luxembourg, the Common Market official said. The Commission can override the committee's opinions but is bound by the court's rulings.
+I.B.M. has poured tremendous resources into the European case, matched only by its efforts in fighting the Justice Department's 13-year antitrust suit against the company.
+Washington Conveys Concern
+After that suit was dropped in January 1982, William F. Baxter, then head of the Justice Department's antitrust division, expressed the Administration's concern about the European claims to Fans Andriessen, the Common Market's competition official.
+But the Common Market, regarding the computer and telecommunications industry as the key to European economic development and the creation of new jobs, pressed on with its case against I.B.M.. Although estimates vary, the company controls at least 40 percent of the overall European market for data processing equipment - more in such countries as West Germany and Italy.
+''I think this is as important an antitrust investigation as the Common Market has had in its history,'' said Douglas E. Rosenthal, a partner in the Washington law firm of Sutherland, Asbill & Brennan. ''The community for years has been critical of U.S. antitrust enforcement, which they saw as highly political. This is the first case that raises the same concerns in reverse.''
+Complaints by Competitors
+The roots of the case go back to the mid-1970's, when I.B.M.'s competitors complained that the company had refused to provide information about how to link non-I.B.M. equipment to the company's System 370, its most popular computer model.
+Since then, the investigation has encompassed most of the office automation equipment I.B.M. is trying to introduce in Europe. It has also embraced I.B.M.'s practice of announcing new products well ahead of when they are shipped.
+Competitors complained that it was not until I.B.M. products reached Europe that they could reverse-engineer them, so that they could build printers, disk drives and other computers that would be compatible with the I.B.M. designs. The competitors have insisted that the Commission force I.B.M. to release some of the product information early, so that the company could not dominate the market for all its equipment.
+I.B.M. Defends Lead Time
+But yesterday Mr. King, the I.B.M. spokesman, said: ''We have no reason to believe that the Commission has any intent to do damage to I.B.M. by requiring us to reveal critical design information or to lose the lead time we deserve from having invested in research and development. If such a decision were reached, it would not be sustained by any court.''
+Mr. Gartner of the Gartner Group research firm suggested yesterday, however, that if sanctions were taken against the company, they could backfire on the European manufacturers. In the last few years, I.B.M. has reversed much of its strategy. For example it has emphasized sales of its equipment rather than leasing. Thus long cycles between announcement and shipment may no longer work in I.B.M.'s favor.
+''Early announcement of specifications is also a trap,'' Mr. Gartner declared. The company now frequently alters designs between announcement and shipment, meaning that competitors might be caught with unusable equipment if they relied on I.B.M.'s published designs.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EUROPEANS+AIM+ACTION+AT+I.B.M.&title=New+York+Times&issn=03624331&date=1984-04-26&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 26, 1984","At I.B.M. headquarters in Armonk, N.Y., Michael King, a spokesman, said yesterday, ''The Commission confirmed to I.B.M. today that they are on a dual track - on the one hand, the Commission is preparing a decision, while on the other hand they are continuing settlement discussions with I.B.M.'' As recently as Tuesday, he said, negotiations were continuing between representatives of the company and of the Common Market in Brussels. ''I think this is as important an antitrust investigation as the Common Market has had in its history,'' said Douglas E. Rosenthal, a partner in the Washington law firm of Sutherland, Asbill & Brennan. ''The community for years has been critical of U.S. antitrust enforcement, which they saw as highly political. This is the first case that raises the same concerns in reverse.'' Yesterday Mr. King, the I.B.M. spokesman, said: ''We have no reason to believe that the Commission has any intent to do damage to I.B.M. by requiring us to reveal critical design information or to lose the lead time we deserve from having invested in research and development. If such a decision were reached, it would not be sustained by any court.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Apr 1984: D.1.",1/4/21,"New York, N.Y.","EUROPE, WEST","Sanger, David E",New York Times Company,,Newspapers,424949057,"United States, New York, N.Y.",English,26-Apr-84,ANTITRUST ACTIONS AND LAWS; Data processing,New York Times,NEWSPAPER,,,,,,,
+WEEKENDER GUIDE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/weekender-guide/docview/424929539/se-2?accountid=14586,"Friday PLAYMAKERS IN VILLAGE
+The Modern Times Theater troupe, which received critical praise in 1982 for ''Hibakusha: Stories From Hiroshima,'' huddles each summer to come up with an idea for a play about a current social question. Then one of the six members, Steve Friedman, writes the work, and they perform it in New York and then all over the country. They travel light; their current production - backdrop and costumes - fits in one suitcase. Called ''Freedom Days'' and directed by Denny Partridge, this play with music dramatizes four stories of blacks and whites working together in the 1960's. In one, a woman turns in her husband, a Ku Klux Klansman, to Federal authorities; in another, a young black man gives strength to fellow rights workers in jail. This production is at the Washington Square Church, 135 West Fourth Street, for a month. Tickets: $5 and $8. Reservations: 664-8933. EARLY MIDEAST PHOTOS
+Francis Frith was an enterprising Victorian printer. Soon after the invention of photography in the middle of the 19th century, he abandoned his business in Liverpool and set out to photograph the Middle East. It was not long before he had become the first mass producer and distributor of photos for framing, postcards and book illustrations. Some 60 of his photographs, taken during three trips with the cumbersome equipment of photography's pioneer days up the Nile, across the Sinai and through what is now Israel to Damascus, will be on view through April 20 in the third-floor print gallery of the Central Research Library, Fifth Avenue and 42d Street. Also on show are stereographs and books. The library is open 10 A.M. to 6 P.M., Thursdays through Saturdays; 10 A.M. to 9 P.M., Mondays through Wednesdays. PARIS METRO ON 13TH ST.
+Discouraged subway riders may take heart at a free show opening today at the Parsons School of Design Exhibition Center, 2 West 13th Street. It's called ''France's Humanized Metro, Art and Automation: A Lesson to Be Learned.'' The French began renovating the Paris Metro in the 60's, installing such amenities as soft lighting, comfortable seats and modern trains. Then, after collecting suggestions from passengers, they introduced live music, dance, theater, art and even a live circus. The exhibition consists of 65 photo panels, holograms, drawings, videotapes and models. There's also a photo display of the Metro at the IND station mezzanine at the Avenue of the Americas and 42d Street. Information: 741-5361.
+Saturday CENTURIES OF SENSUALITY
+As a sort of early valentine, the Sine Nomine Singers will offer ''A Celebration of Sensuality'' on Saturday at 8 P.M. in Merkin Hall, 129 West 67th Street. The program consists of works spanning six centuries, all set to a biblical text: the lyrical and erotic ''Song of Songs.'' The works
+GOG jump
+range from a 13th-century anonymous piece to one by the 20th-century William Walton. In between are pieces by Jacob Arcadelt, Orlandus Lassus, Monteverdi and Sch""utz. The 24-member group, conducted by Harry Saltzman, will sing mostly a cappella, although they'll be accompanied in one work by harpsichord, recorders and cello. Tickets: $8. Reservations: 362-8719. PIEDMONT BLUES DUO
+The Piedmont blues tradition - named for a region of the Southeast United States - is more gentle, lilting and melodic than the hard-driving Delta and Chicago blues. Two of its leading exponents - John Cephas and Phil Wiggins - have been playing it as a duo in this country and abroad since 1977. Mr. Cephas, who plays guitar and sings, and Mr. Wiggins, who plays harmonica, will be at the Alternative Museum, 17 White Street in TriBeCa (just off the Avenue of the Americas and south of Canal Street), Saturday night at 8 and Sunday at 3 P.M. Tickets: $7. Information: 966-4444. EAST HAMPTON HOEDOWN
+''No one is ever too young or too old to learn to square dance,'' according to Jim Backman, who will be the caller Saturday from 9 P.M. to midnight at ''Country and Western Night'' in Guild Hall, 158 Main Street in East Hampton, L.I. The dancing will be in the hall's Moran Gallery, where experts will demonstrate steps for those who don't know them. Nearby in the Woodhouse Gallery, a bluegrass group, Geronimo at the Wheel, will perform. There will be a cash bar and refreshments. Tickets: $7.50. Information: (516) 324-0806. Sunday KYOTO AT THE BEACON
+Making a rare appearance in New York, the Noh-Kyogen National Theater of Japan will perform at the Beacon Theater, Broadway at 74th Street, on Sunday at 3 P.M. and Monday at 8. The company actually consists of two troupes, both from Kyoto. One performs noh, the highly stylized dramas that include chant, song, symbolic dance and percussion, done in elaborate masks and costumes. The other, not in masks, performs humorous theater called kyogen, traditionally offered between noh scenes as comic relief. In the kyogen work to be performed, a farmer impersonates a scarecrow to catch a melon thief. Tickets: $10 to $25. The number to charge is 724-9510. HERE COME THE CLOWNS
+In a performance deemed suitable for those 6 and older as well as for adults at the Museum of the City of New York, Fifth Avenue at 103d Street, the Bond Street Theater Coalition will perform five or six scenes from its clown-circus shows and explain how they came about; how characters were developed through improvisation, for instance. And they will demonstrate such skills as juggling, unicycling and stilt dancing, showing how these are incorporated into a scene. Then members of the audience will be invited on stage to try some warm-up and character- developing exercises. Tickets: $3. Museum admission is free. Information: 534-1672. LESS-KNOWN CLASSICS
+Less-known and famous works by two masters will be heard Sunday at 8 P.M. at the Church of the Ascension, Fifth Avenue at 10th Street. The less- known works include Schubert's ''Salve Regina'' (a cappella choir) and Mozart's ''Zwei Kirchenlieder'' (unison voices and string bass). The famous ones are Schubert's Mass in G and Mozart's ''Ave Verum Corpus.'' The soloists, choir and orchestra of the Church of the Ascension will be led by Dennis Keene. A $5 contribution is suggested. Information: 254- 8553.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WEEKENDER+GUIDE&title=New+York+Times&issn=03624331&date=1984-02-03&volume=&issue=&spage=C.1&au=Blau%2C+Eleanor&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 3, 1984","The Modern Times Theater troupe, which received critical praise in 1982 for ''Hibakusha: Stories From Hiroshima,'' huddles each summer to come up with an idea for a play about a current social question. Then one of the six members, Steve Friedman, writes the work, and they perform it in New York and then all over the country. They travel light; their current production - backdrop and costumes - fits in one suitcase. Called ''Freedom Days'' and directed by Denny Partridge, this play with music dramatizes four stories of blacks and whites working together in the 1960's. In one, a woman turns in her husband, a Ku Klux Klansman, to Federal authorities; in another, a young black man gives strength to fellow rights workers in jail. This production is at the Washington Square Church, 135 West Fourth Street, for a month. Tickets: $5 and $8. Reservations: 664-8933. EARLY MIDEAST PHOTOS ''No one is ever too young or too old to learn to square dance,'' according to Jim Backman, who will be the caller Saturday from 9 P.M. to midnight at ''Country and Western Night'' in Guild Hall, 158 Main Street in East Hampton, L.I. The dancing will be in the hall's Moran Gallery, where experts will demonstrate steps for those who don't know them. Nearby in the Woodhouse Gallery, a bluegrass group, Geronimo at the Wheel, will perform. There will be a cash bar and refreshments. Tickets: $7.50. Information: (516) 324-0806. Sunday KYOTO AT THE BEACON Less-known and famous works by two masters will be heard Sunday at 8 P.M. at the Church of the Ascension, Fifth Avenue at 10th Street. The less- known works include Schubert's ''Salve Regina'' (a cappella choir) and Mozart's ''Zwei Kirchenlieder'' (unison voices and string bass). The famous ones are Schubert's Mass in G and Mozart's ''Ave Verum Corpus.'' The soloists, choir and orchestra of the Church of the Ascension will be led by Dennis Keene. A $5 contribution is suggested. Information: 254- 8553.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Feb 1984: C.1.",11/14/17,"New York, N.Y.",,"Blau, Eleanor",New York Times Company,,Newspapers,424929539,"United States, New York, N.Y.",English,3-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+LONGSHOREMEN AGREE TO TENTATIVE PACT EASING COST OF FRINGE BENEFITS HERE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/longshoremen-agree-tentative-pact-easing-cost/docview/424858638/se-2?accountid=14586,"A new tentative contract that could freeze or even reduce the high cost of fringe benefits paid to longshoremen in the New York area has been agreed to by negotiators for the shipping industry and the longshoremen's union.
+The agreement between the New York Shipping Association and the International Longshoremen's Association, which is subject to a ratification vote Feb. 7 by the union rank and file, was reached amid continuing warnings that New York risks pricing itself out of an increasingly competitive market.
+Only last week, Governors Cuomo of New York and Kean of New Jersey wrote the chief negotiators that ''the present discriminatory difference in cost'' between New York and other ports on the East and Gulf Coasts ''represents a serious competitive disadvantage.'' Benefit Costs Cited
+A report released yesterday by the Containerization and Intermodal Institute, a trade group, concluded that the cost of fringe benefits and the way they are computed is ''jeopardizing the competitive position of the port.''
+The report estimated that the average cost of moving a 40-foot long container through the Port of New York is $249 for fringe benefits alone, compared with $57.44 in Montreal and as little as $11.46 in Southeast Florida. Such cost differentials have assumed added signficance as steamship lines exercise a greater role in routing cargo. Many lines are now setting inclusive rates from one inland point to another, including the ocean leg, rather than simply from port to port.
+Port officials and industry sources expressed cautious optimism, however, that the accord reached last Thursday in Florida on the local conditions and a master contract for 50,000 longshoremen in 36 ports would limit the bill for fringe benefits to the estimated $215 million paid out by the New York Shipping Association under the contract that expired last fall, or even reduce the total cost of benefits.
+''Several of the agreed to items certainly start us in the right direction towards containing costs,'' said Anthony J. Tozzoli, director of the port department of the Port Authority of New York and New Jersey.
+Thomas W. Gleason, the president of the union, said: ''We tried to be responsible and I think we were.''
+The proposed contract would limit the eligibility of longshoremen for the guaranteed annual income program, which was begun in 1966, to compensate for automation and for jobs lost as a result of the switch to containers from loading cargo piecemeal. Cost of Program Noted
+The cost of the guaranteed income program has increased from $1.7 million when it began to an estimated $70 million last year.
+Any longshoreman who worked at least 700 hours during the year before the program began was forever guaranteed 2,080 hours of work or the equivalent pay annually. Under the new contract, virtually all of the more than 8,000 longshoremen in the port collect at least $31,200 whether or not they work. They are required to report to waterfront employment centers daily to ''badge in,'' however.
+The industry sought unsuccessfully to place a cap on its contribution to the program. Instead, under the tentative agreement, longshoremen would not be eligible for the income guarantee if they are older than 70, if they are working full time elsewhere or if they are collecting Social Security benefits.
+To encourage retirement, pension benefits would be increased. The maximum $750-a-month under the old contract would rise to $950 for longshoremen who are 62 or older and have at least 40 years credited service. Incentive to Retire
+Extended welfare coverage and life insurance were offered as an inducement to longshoremen who retired by Dec. 31, 1983, and as many as 600 were said to have accepted.
+Also, longshoremen would be required to take their annual six-week vacations, rather than collecting 58 weeks salary for 52 weeks of work.
+Management's contributions to the four union medical centers in the metropolitan area would be limited to $14 million during the first year of the contract and $12 million in each of the two subsequent years. The clinics would be opened to the public next October, but would continue operating only if they were able to finance 40 percent of their budgets from outsiders.
+Members of the New York Shipping Association, which represents 135 steamship lines, stevedoring concerns and agents for foreign carriers, are assessed $8.90 for every ton they move through the port to finance the fringe benefits. What Was Sought
+The goal of the negotiations was to limit the benefit package so that the assessment would not have to be increased.
+The consultant study commissioned by the Containerization and Intermodal Institute noted that fringe benefits in New York are financed by a tonnage assessment paid by the steamship carrier while in most other ports the benefits are computed on a man-hour basis and are paid by terminal operators.
+Because the tonnage assessment ''does not reflect savings resulting from higher productivity and less man hours,'' the consultant said, the system ''has become highly prejudicial to the competitive position of the port vis- a-vis the movement of container cargo.''
+The consultant, Paul F. Richardson Associates, found that ''the high annual fringe benefit contributions combined with the tonnage assessment method is jeopardizing the competitive position of the port'' and that container cargo is being diverted elsewhere.
+In addition to the agreement on fringe benefits, longshoremen will vote on an interim master contract covering Atlantic and Gulf Coast ports. Steamship lines agreed to recognize the jurisdiction of the International Longshoremen's Association in handling cargo when their ships call at any of 36 designated ports.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LONGSHOREMEN+AGREE+TO+TENTATIVE+PACT+EASING+COST+OF+FRINGE+BENEFITS+HERE&title=New+York+Times&issn=03624331&date=1984-01-31&volume=&issue=&spage=B.3&au=Roberts%2C+Sam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 1984","Only last week, Governors Cuomo of New York and Kean of New Jersey wrote the chief negotiators that ''the present discriminatory difference in cost'' between New York and other ports on the East and Gulf Coasts ''represents a serious competitive disadvantage.'' Benefit Costs Cited Because the tonnage assessment ''does not reflect savings resulting from higher productivity and less man hours,'' the consultant said, the system ''has become highly prejudicial to the competitive position of the port vis- a-vis the movement of container cargo.'' The consultant, Paul F. Richardson Associates, found that ''the high annual fringe benefit contributions combined with the tonnage assessment method is jeopardizing the competitive position of the port'' and that container cargo is being diverted elsewhere.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 1984: B.3.",11/14/17,"New York, N.Y.",NEW YORK CITY NEW JERSEY,"Roberts, Sam",New York Times Company,,Newspapers,424858638,"United States, New York, N.Y.",English,31-Jan-84,STEVEDORING; FRINGE BENEFITS; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+STATION IN SPACE SEEN PROVIDING USE FOR INDUSTRY,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/station-space-seen-providing-use-industry/docview/425725853/se-2?accountid=14586,"President Reagan's commitment to develop a permanent manned space station will enable private industry to open the orbital frontier to a wide range of promising commercial ventures, the National Aeronautics and Space Administration said today.
+The space agency said it planned to offer industry research assistance, tax incentives, bargain freight rates and other inducements to exploit the space station as a factory in the sky. Projected benefits could include medicines, crystals for electronics and superstrength metals that could only be produced in weightlessness, as well as new jobs and an improvement in the nation's position in international trade.
+Leaders of the space agency, elaborating on Mr. Reagan's new initiative, said the proposed $8 billion program would assure American leadership in space well into the next century. The first components of the station could probably be assembled in earth orbit by 1992.
+Exploratory Talks Held
+At a news conference, James M. Beggs, NASA Administrator, said that, at Mr. Reagan's request, he would visit the capitals of Western Europe, Canada and Japan to explain the program and invite ''our friends and allies'' to participate in the construction and use of the space station. The 11-nation European Space Agency has already begun exploratory talks about the project with the United States space agency.
+Mr. Beggs said the Defense Department has ''no direct involvement'' in the financing and development of the space station. A background statement, released by the agency, said there ''is no direct linkage between the space station and current or projected military programs.''
+Indeed, Pentagon officials have advised the White House that they could not identify any ''national security missions'' that required such an orbital base.
+But Mr. Beggs, in response to questions, emphasized that the space station would be a national facility and the Defense Department would be ''welcome to share'' it with NASA or add its own modules to the station core or perhaps eventually deploy its own station based on technologies developed by the space agency. Tass Sees Military Purpose
+After Mr. Reagan endorsed the space station in his State of the Union Message Wednesday night, Tass, the Soviet Government press agency, charged that the station would serve primarily as a military base.
+''It is well known,'' the Tass dispatch said, ''that the NASA programs pursue, to a major extent, military purposes. An example are flights of space shuttle ships which are part of the Pentagon's large-scale program of creating antisatellite weapons.''
+The Soviet Union itself has tested antisatellite weapons and has said it will orbit a large station capable of housing 10 to 20 people later in this decade. The small Salyut stations, which have been tested over the last 10 years, are considered to be precursors to a more complex orbital base. American space experts believe the Salyuts have had military assignments.
+Although a major Soviet station could thus be in orbit a few years before the American station, Mr. Beggs said the Russians had yet to build a re-usable shuttle to service such a station and appear to lag in automation technologies.
+''Our technology is better than theirs,'' the Administrator said. ''We are a decade ahead of them in this field and, with the President's initiative, we will remain a decade ahead.'' Design Is Two Years Away
+John D. Hodge, director of the agency's space station study group, said the exact design of the station would not be defined for another two years. Studies are under way, he said, to ''decide what specific configuration makes most sense and can be done for the least cost.''
+The basic concept calls for a station assembled out of several modules, each of which would be hauled into orbit separately in the cargo bay of space shuttles. Initially, the station would include at least four pressurized modules, which would serve as living and working quarters for crews of six to eight people and house the power, environmental control and data processing operations. One module would be equipped as a dock for the space shuttles.
+The station would be continuously occupied, with crews rotated and resupplied every three to six months. The Soviet Union has had experience with crews living in space for more than six months. In 1973-74, the United States flew the Skylab experimental space station, in which one crew remained in orbit nearly three months.
+Extending out from the central station would be solar-power wings and booms to which would be attached various instruments. Unmanned modules, either attached or flying nearby, would carry equipment for manufacturing and scientific observations. A small robotic vehicle would be available to shuttle between the manned and unmanned components of the space station for repairs and to pick up and deliver supplies.
+Eventually, Mr. Hodge said, the station could be outfitted to service satellites, launch planetary probes and be a way station for traffic to bases on the Moon and even Mars.
+White House sources said the budget for the fiscal year 1985, to be announced next week, will include $150 million to begin design studies. This is said to be $85 million less than NASA had requested.
+Once the construction of hardware begins, in three or four years, spending on the space station is expected to reach $1 billion annually and add up to $8 billion by the time the initial station components are in place. A recent Congressional study estimated that the costs could run from $20 billion to $30 billion by the end of the century.
+The space agency said it should be ready in a year and a half to select the aerospace companies that would conduct the design studies and then be in a strong position to win lucrative contracts to build the station components.
+They are expected to be chosen from among the eight aerospace companies that have been involved in earlier studies: the Boeing Company, the Lockheed Corporation, TRW Inc., Rockwell International, the McDonnell Douglas Corporation, the General Dynamics Corporation, the Martin-Marietta Corporation and the Grumman Corporation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STATION+IN+SPACE+SEEN+PROVIDING+USE+FOR+INDUSTRY&title=New+York+Times&issn=03624331&date=1984-01-27&volume=&issue=&spage=A.10&au=Wilford%2C+John+Noble&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 27, 1984","Mr. [James M. Beggs] said the Defense Department has ''no direct involvement'' in the financing and development of the space station. A background statement, released by the agency, said there ''is no direct linkage between the space station and current or projected military programs.'' ''It is well known,'' the Tass dispatch said, ''that the NASA programs pursue, to a major extent, military purposes. An example are flights of space shuttle ships which are part of the Pentagon's large-scale program of creating antisatellite weapons.'' ''Our technology is better than theirs,'' the Administrator said. ''We are a decade ahead of them in this field and, with the President's initiative, we will remain a decade ahead.'' Design Is Two Years Away","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Jan 1984: A.10.",11/15/17,"New York, N.Y.",UNITED STATES,"Wilford, John Noble",New York Times Company,,Newspapers,425725853,"United States, New York, N.Y.",English,27-Jan-84,ASTRONAUTICS; SPACE STATIONS; FACTORIES AND INDUSTRIAL PLANTS; INTERNATIONAL SPACE COOPERATION AND VENTURES,New York Times,NEWSPAPER,,,,,,,
+ALL WORK AND NOW A LITTLE PLAY MAKE JAPAN FRET,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/all-work-now-little-play-make-japan-fret/docview/424781744/se-2?accountid=14586,"While Americans celebrated Labor Day by taking last weekend off, Japanese were busy trying to decide whether they work too hard.
+It is no small question in a country with one of the more deeply ingrained work ethics in the world.
+On the one hand, many people are uncomfortable knowing that Westerners commonly stereotype them as dronelike workaholics: These Japanese think it is time to take it easier. At the same time, the expansion of leisure time has caused some Japanese to worry about a possible undermining of the diligence that helped create the postwar economic surge. Older people, perhaps not unlike older people everywhere, often look upon the younger generation as, essentially, a lazy bunch.
+Concern has intensified lately because of a change in work habits that may seem small to outsiders but was 10 years in the making. Banks Adjust Their Hours
+On Aug. 13, for the first time, Japanese banks did not open on a Saturday. From now on, the second Saturday of each month will be a bank holiday. It was the first adjustment in banking hours in 50 years, bringing the Japanese more in line with practices adopted by other industrial countries years ago.
+Dislocations were immediate, if somewhat predictable.
+Many people were caught short, such as a young woman who works for Mobil Oil of Japan and found her weekend plans suddenly disrupted because the bank cash-dispensing machine she had counted on was shut.
+Some offices fretted about what to do with the money they had on hand. On an average Saturday, for example, the City of Osaka collects $165,000 in cash from people paying taxes or fees. Banks agreed, at least for a few more months, to send employees around on Saturday to collect from offices and places such as race tracks.
+More significantly, labor experts saw this move by the banks - albeit only a once-a-month phenomenon - as likely to have a major effect on spreading the concept of a two-day weekend throughout the work force. A Radical Idea: Weekends Off
+It is stated Government policy that, by 1985, Japan will have Monday-to- Friday workweeks comparable to those of Europe and the United States. The reality is that many Japanese must be carried kicking and screaming into an era of greater leisure.
+In fact, a big reason the Government is so eager for a shorter workweek is to mute complaints from abroad that, somehow, the Japanese have acquired an unfair business advantage by their willingness to put in long hours. An editorial last year in Yomiuri Shimbun expressed a widely held opinion. ''The five-day workweek is desirable,'' the newspaper said, ''not only to give more free time to workers but because of foreign criticism that the Japanese are workaholics.''
+The notion of two days of rest a week first caught on more than a decade ago, but it suffered setbacks when the two big oil crises of the 1970's made businessmen nervous. While blue-chip companies allow their employees to take off both Saturday and Sunday, most Japanese workers still put in six days. Less than one in four get two days off every week.
+However, the willingness to work is obvious, whether in offices or on the assembly line. It is not unusual to see employees leaving office buildings at 11 P.M. or midnight. Factory workers, true to their popular image, do indeed report early and exercise together in the morning.
+That does not mean all jobs are particularly demanding. Many would be considered make-work by Americans, but they serve to keep unemployment rates low. Few if any American department stores, for example, would follow the Japanese custom of hiring young women for the sole assignment of welcoming shoppers as they board escalators. Even Menial Work Is Valued
+Nevertheless, work is valued no matter what it is, so even jobs that might be regarded as menial in the United States are not performed in the indifferent manner that many Americans have come to expect as normal. Several weeks ago, an old man was polishing elevator doors in an office building in downtown Tokyo. When told by a passerby that the doors did not look dirty, he replied that, while that might be, the job still had to be done correctly.
+Overtime is taken for granted, and even welcomed by employees with tight family budgets. In a recent study by the Junior Executive Council of Japan, 79 percent of new high school and college graduates surveyed said they would comply with a boss's request to work overtime even if they had to cancel a date. Only 69 percent felt that way in a similar study in 1972.
+Various reports are full of statistics underscoring the resilience of the work ethic.
+According to the International Labor Organization, the average Japanese in 1980 put in 40.6 hours a week on the job, as against 35.3 hours for the average American. The difference means that a Japanese employee works about a month and a half more each year than his American counterpart.
+Holidays are not taken so readily in Japan. The average worker, entitled to 15 days of paid vacation a year, takes only 8.3, a 1982 Government report said. Most wage earners spent only four or five days on vacation this summer, typically on crowded beaches or at parents' homes.
+In conversation, some Japanese say they work so hard not necessarily out of love of labor but because of group pressure and a sense that diligence will impress both bosses and colleagues. The suggestion is that if others took extra days off, so would they.
+A shift in attitudes toward work and leisure is already taking place, some say. Younger Japanese, bombarded by foreign influences and reared in affluence unknown to previous generations, may not be as willing as their elders to give their all to the company. A Desire to Travel
+''I want to travel - it is the most important thing to me,'' said an 18-year- old from Tokyo who did not want to be identiifed by name because he thought his parents might disapprove. His career choice, accounting, is hardly radical, but he insisted that entering a top- flight company upon graduation from college was less important to him than making sure he will be have sufficient opportunity for trips abroad.
+Such an attitude is a departure from postwar convention, yet opinion polls suggest that a growing number of young people want jobs that are personally rewarding and make relatively few demands on their private time.
+Loyalty to the company, some experts say, is also being shaken by such factors as Japan's rush to automation, which has reduced many workers to the task of supervising robots.
+Still, in a country where social changes tend to be measured in millimeters, no sudden upheaval in work habits is likely. The banks' adoption of a five-day week, one week a month, demonstrates that.
+The concept was first discussed in 1973. The old banking law requiring six- day weeks was not amended until 1980. A final decision to change work schedules did not come until last February, and nothing was actually done for six more months.
+''It's about time,'' a young teller at the Tokyo branch of an American bank said with a sigh. She used her first Saturday off to go to the beach.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ALL+WORK+AND+NOW+A+LITTLE+PLAY+MAKE+JAPAN+FRET&title=New+York+Times&issn=03624331&date=1983-09-09&volume=&issue=&spage=A.2&au=Haberman%2C+Clyde&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 9, 1983","In fact, a big reason the Government is so eager for a shorter workweek is to mute complaints from abroad that, somehow, the Japanese have acquired an unfair business advantage by their willingness to put in long hours. An editorial last year in Yomiuri Shimbun expressed a widely held opinion. ''The five-day workweek is desirable,'' the newspaper said, ''not only to give more free time to workers but because of foreign criticism that the Japanese are workaholics.'' ''I want to travel - it is the most important thing to me,'' said an 18-year- old from Tokyo who did not want to be identiifed by name because he thought his parents might disapprove. His career choice, accounting, is hardly radical, but he insisted that entering a top- flight company upon graduation from college was less important to him than making sure he will be have sufficient opportunity for trips abroad. ''It's about time,'' a young teller at the Tokyo branch of an American bank said with a sigh. She used her first Saturday off to go to the beach.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Sep 1983: A.2.",11/15/17,"New York, N.Y.",JAPAN,"Haberman, Clyde",New York Times Company,,Newspapers,424781744,"United States, New York, N.Y.",English,9-Sep-83,LABOR; WORKING HOURS; BANKS AND BANKING,New York Times,NEWSPAPER,,,,,,,
+GAIN FOR U.S. CARS IN EUROPE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gain-u-s-cars-europe/docview/424748696/se-2?accountid=14586,"American car makers, long trailing in the European field, are finding themselves in the driver's seat. For the first time, Europe's leading seller is an American company - the Ford Motor Company - and General Motors is scoring sharp sales gains in the Continent's auto markets.
+In the first half of this year, Ford of Europe sold 726,000 vehicles, edging out Regie Nationale des Usines Renault, the French auto maker, as the largest seller. Ford, whose sales rose more than 11 percent, now has a 12.6 percent share of Europe's market, jumping into first place from fifth last year. Renault's sales fell nearly 10 percent, to 705,200 cars.
+But the most dramatic growth came at the General Motors Corporation's European operations, No. 6 in the market. G.M.'s sales increased nearly 25 percent in the first half of the year, compared with the comparable six months last year. Its share of the European market has reached 11.9 percent, compared with 9.7 percent for all of last year.
+Welcome News
+The upswing in Europe is welcome news at both companies' American headquarters. Strains on European profitability were acutely felt in recent years, as Ford and G.M. suffered prolonged slumps in their European markets.
+Two years ago, G.M. lost more than $425 million in Europe. Last year things turned around, and the big auto maker netted $35.2 million. This year, Ferdinand Beickler, chief executive at Opel, the German subsidiary of G.M., said he expects ''significantly higher'' earnings.
+Ford Werke, the big German unit, last month reported a $123.7 million profit for 1982, after a $54.7 million profit in 1981. In 1980, the division lost $184.8 million.
+Industry analysts say the Americans' sales success is rooted first in appealing products. But they also credit Ford and General Motors with more skillful marketing, more persistent cost-cutting, and an exploitation of their trans-Atlantic presence.
+John Lawson, an auto market analyst at Economic Models, a London consulting firm, said, ''At Ford, they have two arrows in their quiver.'' Ford's new Sierra and the Orion, a version of the popular Escort that Ford will introduce next month, ''should do very well,'' he said.
+Indeed, since Ford introduced the Sierra, a medium-sized car sold in the United States as the Tempo, at the Paris auto show one year ago, the sleek, futuristic model has spearheaded Ford's European sales success. Its sales were largely responsible for the 26.2 percent production increase at Ford's West German plants in this year's first half, Daniel Goeudevert, Ford Werke's chief executive, told a recent news conference.
+Similarly, Opel's Corsa, a front- wheel-drive subcompact S-car designed by Opel and built in Spain, has pushed up General Motors' sales across the Continent since its introduction last year.
+Cost Reductions
+By all accounts, the new array of attractive models has been only one factor in the American success. ''Internally, both G.M. and Ford did a better job of cost reduction,'' said Donald Kress, an auto analyst at Booz, Allen & Hamilton in Paris. ''They really put people's feet to the fire.''
+Opel, for example, has had an early-retirement program for three years. Both Ford and G.M. are today producing many more cars with fewer people.
+Analysts say that several European auto makers have also done well in bringing down costs. But while European auto makers generally focused on the factory floor, raising productivity by installing robots and other machinery, the American auto makers get higher marks for slashing costs away from the assembly line, by sorting out the tangled underbrush of suppliers that pushed up costs for most car manufacturers outside Japan, and for cutting management overhead.
+Frequent Introductions
+Another factor behind the American success, other analysts said, was the adroit use of frequent product introductions as a marketing tool. This marketing technique, long a standby in Detroit's American marketing, has became cheaper and easier to exploit, thanks to increased automation and new production methods.
+''The Europeans tend to bring out a product and leave it on the market for, say, 10 years,'' said one analyst, who asked not to be named. Volkswagen A.G.'s new Golf, due out this fall, has disappointed numerous critics, who say it is a slightly larger but basically unchanged version of the decade-old model. The Golf is sold in the United States as the Rabbit.
+By contrast, he said, American auto makers in Europe have used fast tool changes and standardized ''platforms'' - the basic frame of most cars - to alter the looks of a car several times within its 10- to 12-year product cycle. Ford's new Orion is the most prominent current example.
+Similarly, the analysts say, Opel's decision to bring out hatchback and notchback variations of the Kadett virtually at the same time in 1981 gave customers a broader choice of essentially the same automobile. Volkswagen, by contrast, waited several years after introducing the Golf before offering the Passat, a notchback version that is known as the Derby in the United States.
+Improvement Needed
+''Of course the figures speak for themselves, as far as percentages are concerned,'' an official at Renault said from Paris. ''At Renault, we are now extremely cost conscious. But apparently the fact is that we still have to improve.''
+The suggestion that the Americans manage their models more skillfully drew a mixed response.
+''Partly it's that Ford launched a series of new models before our Renault 11,'' the Renault official said. ''Ours has not reaped completely the results. I suppose you can say they had better cycles.''
+An official from a West German competitor said, ''The suggestion is flattering for the Americans, but I think it's more the youth of their programs than their adroit use of models.
+''Opel probably has the youngest program of any European auto maker,'' he continued, ''and Ford is not far behind. That is certainly an attraction.''
+In addition, some analysts say, the Americans skillfully exploit their trans-Atlantic presence. Unlike European auto makers, like Renault or VW, that manufacture and sell European cars in the United States, Ford and G.M. transfer technology and manpower across the Atlantic, analysts say. For example, they equip their European cars with automatic transmissions developed in the United States, which are markedly superior to those produced in Europe.
+The exchange extends to management shifts as well as movements of technology, they said. They point to Robert Lutz, the Swiss-born former head of Ford of Europe, who is now a senior executive at Ford's Michigan headquarters, and Robert Stempel, an American who formerly headed Opel, and is now chief of the Pontiac division.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GAIN+FOR+U.S.+CARS+IN+EUROPE&title=New+York+Times&issn=03624331&date=1983-08-26&volume=&issue=&spage=D.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 26, 1983","John Lawson, an auto market analyst at Economic Models, a London consulting firm, said, ''At Ford, they have two arrows in their quiver.'' Ford's new Sierra and the Orion, a version of the popular Escort that Ford will introduce next month, ''should do very well,'' he said. By all accounts, the new array of attractive models has been only one factor in the American success. ''Internally, both G.M. and Ford did a better job of cost reduction,'' said Donald Kress, an auto analyst at Booz, Allen & Hamilton in Paris. ''They really put people's feet to the fire.'' ''Partly it's that Ford launched a series of new models before our Renault 11,'' the Renault official said. ''Ours has not reaped completely the results. I suppose you can say they had better cycles.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Aug 1983: D.1.",11/15/17,"New York, N.Y.",UNITED STATES (1983 PART 1) EUROPE,"Tagliabue, John",New York Times Company,,Newspapers,424748696,"United States, New York, N.Y.",English,26-Aug-83,AUTOMOBILES; INTERNATIONAL TRADE AND WORLD MARKET; FOREIGN CARS; SALES,New York Times,NEWSPAPER,,,,,,,
+ROTTERDAM BUSY BUT TROUBLED,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rotterdam-busy-troubled/docview/424627834/se-2?accountid=14586,"The freighter was called the Waterberg, out of South Africa with 2,400 containers on board. She moored recently in the Prinses Margriethaven here, at the 2-mile-long Europe Container Terminus piers, which handle about one million containers a year.
+Within a half-hour of mooring, huge straddle carriers, tracking the boxes with infrared beams, began shifting the Waterberg's containers to rail cars for the trip to Rotterdam's vast inland market.
+Rotterdam has become the world's busiest port because of this speed and sophistication at a place where two huge waterways, the Rhine and Maas rivers, flow into the North Sea and where railroads and highways fan out over a vast area of Europe.
+Last year this port handled 250 million metric tons of cargo, compared with the 151 million tons that passed through Kobe, Japan, the world's No.2 port. Problems of Major Ports
+But neither skill nor geography has spared Rotterdam the problems that afflict most major ports these days. The demise of the shipbuilding industry - with contracts going to cheaper Far Eastern competitors -and the decline of world trade during the recession have jolted the region harshly. And replacing eliminated jobs is becoming more difficult.
+Fierce competition from neighboring ports, such as Antwerp in Belgium or Hamburg in West Germany, for the decreased volume of cargo has forced Rotterdam to resort increasingly to automated systems - containers, for instance - that handle more cargo faster but need fewer longshoremen.
+Union leaders and some city officials blame automation for Rotterdam's 18 percent unemployment rate, well above the Dutch average. ''We're handling more cargo than ever but with less labor-intensive methods,'' said Henk van der Pols, Deputy Mayor of Rotterdam. Influence of Energy Trends
+Some officials, however, blame the energy situation. ''Basically, we're an energy port,'' said Jan Bisheuvel, director of commerce and finance at the Rotterdam Port Authority. ''And we're in a declining market.''
+Over the years Rotterdam's immense harbor, where hundreds of cranes arch over the water against a backdrop of refineries and oil storage tanks that march 20 miles in neat rows from the city to the North Sea, has been Europe's major energy port, funneling oil and oil products to users as far away as northern Italy.
+But the recession and energy-saving efforts have slashed the demand for oil. Plans for a big new coal harbor -planned in the 1970's when mounting oil prices were expected to drive the Europeans to purchase more coal from Australia, South Africa or the United States - have bogged down. The recession, energy conservation and declining oil prices have caused the demand for coal to stagnate, too. Coal deliveries in the port dropped 22.6 percent last year, to 10.5 million tons, from 13.6 million tons in 1981. Competition From Antwerp
+Other officials say the port was caught napping. Antwerp, for example, took away much of Rotterdam's fruit trade after this city failed to expand cold storage facilities fast enough.
+Though Rotterdam is undeniably the biggest economic force in the Netherlands, generating 12 to 15 percent of the gross national product, the port relies heavily on foreign industry. Steelmakers in eastern Belgium and in Germany's Ruhr Basin, for example, ship huge amounts of coal and ore through Rotterdam, so plans for huge cuts in both countries' steelmaking capacity threaten to reduce Rotterdam's business.
+Efforts to help the steelmakers have met bitter resistance from environmentalists. A proposal to cut transport costs, by increasing the size of river barge trains to six barges from four, has stirred objections from those who fear the big barges will destroy the Rhine's scenic shores. Big Outlays for the Future
+But some people say Rotterdam's location condemns it to success, and few doubt the port's ability to cope with developments if the world economy and trade revive. Though the pace has slowed, the city spends heavily to be ready for an upturn.
+To prepare for a new generation of large cargo ships, the harbor's main entry channel will be dredged to a depth of 72 feet by next year. By 1985 an $83 million radar system, two-thirds financed by the Dutch Government, will begin guiding vessels to their berths under virtually all visibility conditions.
+At the same time, Europe Container Terminus, the port's biggest container company, is building a huge new terminal on the Maasvlakte, a tract of land reclaimed from the sea, to handle 500,000 containers a year when finished in 1984. Seaport Terminals, another Rotterdam company, plans a big new fruit storage center to win back the fruit trade lost to Antwerp in recent years. A Campaign to Create Jobs
+Nevertheless, union leaders and city officials fear that the creation of big new cargo-handling centers will only increase joblessness by hastening the business swing away from smaller stevedore companies that still employ the most workers.
+City officials say their idea is to create jobs by attracting industries related to shipping, such as maritime insurance, or merchandise distribution centers near the port's warehouses.
+Reflecting this effort, the Port Authority recently set up a new department for marketing and consulting to find out what kind of services can be used by companies that ship merchandise through Rotterdam.
+''There has been a shift in philosophy,'' said Mr. Bisheuvel of the Port Authority. ''Until recently we lived in the era of the engineers, the people whose discipline was to make things work. Now we've moved to the discipline of moneymaking.
+''But we're badly in need of crystal balls. We use econometric models and scenarios to try to figure out where the port is going.'' Then, licking a finger and holding it aloft, he added, ''In the end, we usually resort to old seamen's methods to tell which way the wind is blowing.''
+Illustration map of worlds largest seaports",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ROTTERDAM+BUSY+BUT+TROUBLED&title=New+York+Times&issn=03624331&date=1983-05-23&volume=&issue=&spage=D.6&au=JOHN+TAGLIABUE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 23, 1983","Some officials, however, blame the energy situation. ''Basically, we're an energy port,'' said Jan Bisheuvel, director of commerce and finance at the Rotterdam Port Authority. ''And we're in a declining market.'' ''There has been a shift in philosophy,'' said Mr. Bisheuvel of the Port Authority. ''Until recently we lived in the era of the engineers, the people whose discipline was to make things work. Now we've moved to the discipline of moneymaking. ''But we're badly in need of crystal balls. We use econometric models and scenarios to try to figure out where the port is going.'' Then, licking a finger and holding it aloft, he added, ''In the end, we usually resort to old seamen's methods to tell which way the wind is blowing.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 May 1983: D.6.",11/15/17,"New York, N.Y.",ROTTERDAM (NETHERLANDS),"JOHN TAGLIABUE, Special to the New York Times",New York Times Company,,Newspapers,424627834,"United States, New York, N.Y.",English,23-May-83,"ECONOMIC CONDITIONS AND TRENDS; PORTS; SHIPBUILDING, CONVERSION AND REPAIR; UNEMPLOYMENT AND JOB MARKET",New York Times,NEWSPAPER,,,,,,,
+Garvey Limited by Pressures:   [analysis ],"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/garvey-limited-pressures/docview/424478306/se-2?accountid=14586,"A year ago, the National Football League Players Association said its top priority in the 1982 negotiations was to win ''a fixed percentage of the tremendous revenues'' generated by professional football.
+Individual contracts would not give players a fair share of the profits generated by the new communications technologies like pay and cable television, the union said. A wage scale must determine players' salaries, the union said.
+Its goal was realistic, the union said, if players would ''stop performing until we get it.'' Now, the union and the team owners have tentatively agreed on a $1.6 billion contract. The settlement is widely pictured as an owners' victory. The union - personified by its executive director, Ed Garvey - is portrayed as having accepted an agreement markedly similar to an owners' proposal the union rejected in September.
+The five-year contract includes $150 million for new benefits and another $75 million to improve present benefits. It also contains a procedure guaranteeing that the league will spend a fixed sum annually for player costs. Retreat From Union Demands
+Clearly, the owners gained some goals, and the union members lost some of theirs. The union backed off its 55 percent of gross revenues demand in September, and the contract does not contain a wage scale similar to the one the union demanded, although it contains what the owners call a wage standard.
+But William W. Winpisinger, president of the International Association of Machinists, said if the union had caved in, it was many players who had caved in, not Mr. Garvey.
+A major problem for Mr. Garvey, Mr. Winpisinger said, was that when it appeared support for a longer strike was eroding among players, Mr. Garvey had to seek a settlement. Mr. Winpisinger said, ''If the players had stuck tight, the union probably would still be out.''
+Yet Mr. Winpisinger said, ''I wouldn't regard what they got as shabby at all.'' The contract has a $90 million severance program, unique in professional sport. It will provide bonuses of $60 million for 1982, meaning that, in many cases, striking players will make a profit on the time they were on strike.
+The union's improved minimum salary structure, Jack Golodner, director of the A.F.L.-C.I.O.'s Department for Professional Employees, said, will raise all players' salaries. Aid for Lower-Salaried Players
+Other aspects to the talks should be kept in mind. This was, in essence, a strike for lesser-paid, lesser-known players. These are the centers, guards, tackles, as well as secondstringers, rookies, and old players - the equivilent, some labor men argue, of industrial workers. The talks, in terms of major goals, were not designed to benefit quarterbacks, running backs, ends - skilled tradesmen of sorts.
+Unionism at its best aims to help workers least able to protect themselves, and in this respect, Mr. Golodner said, the strike was laudable.
+Another factor is that in most labor-management confrontations, dissidents are generally as malcontents. Here, dissidents were widely pictured as correct.
+A.J. Liebling, the press critic, said long ago that, for the most part, the public and the press favor order and hence the settlement of strikes. Thus, dissidents are generally denigrated. Here, dissidents - many of them celebrities - represented agreement, and, thus, order, and received wide attention.
+All along, too, the union says, Mr. Garvey, not Jack Donlan, the owners' chief bargainer, was perceived as the villain, even though Mr. Donlan was as adamant in his views as Mr. Garvey was in his. Successful Management Tactic
+Clearly, the owners' tactic of taking their last offer to the players was smart and successful, although the union says this tactic was in violation of Federal labor law.
+When Mr. Donlan refused to bargain and the teams seemed to be accepting management's offer, Mr. Garvey was left with an eroded base, even though Mr. Garvey and other union leaders seemed correct when they said the players generally were accepting the owners' offer only in principle.
+Mr. Donlan says he had opposite pressures; the longer the strike lasted, the more firm the owners became, he says. Another aspect to the strike is the difference between athletes and many other workers, Harley Shaiken, a labor and technology expert at Massachusetts Institute of Technology, said.
+He explained that if auto workers struck for a year, it was, in essence, just time off the job. If the players had stayed out for a year, they would have been giving up a significant portion of their careers as athletes, he said. This situation, he said, may have militated against a longer strike. New Technologies at Issue
+The players union, he said, also discovered the great difficulties unions face in confronting new technologies. This is true when unions attempt to share the benefits of new technologies, the increased profits, for example, of television, or to combat technology's negative aspects, job losses, for example, brought by automation.
+Technologies often determine the shape of modern bargaining, Mr. Shaiken said. But, he said, because unions have little control over technologies, they often cannot win bargaining demands.
+The union was also hurt by a situation that angers many American union leaders: the inability of the National Labor Relations Board to move quickly on complaints. Union leaders believe American labor law thwarts, not helps, the union movement.
+The players could yet find success with the board, but this is no balm to the union, which was unable to stop the owners' appeal to the players, which Mr. Golodner called ''the old line that a union is somehow different from its members.'' Inexperience in Bargaining
+It is an old saying in labor-management affairs that an industry gets the kind of labor relations it deserves. With both sides relatively new to labor-management affairs in football and each ardently castigating the other, blame for the impasse probably exists on both sides.
+The owners have had several chief bargainers, and the union says this has lent instability to its relations with the owners. Mr. Donlan said he expected to hold the office for some time and hopefully see labor-managment relations improve.
+For Mr. Garvey, the future may be somewhat uncertain. In the lobby of the Loews Summit hotel, two hours after the settlement, he was asked if he would participate in bargaining in five years. ''I wouldn't bet on it,'' Mr. Garvey said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Garvey+Limited+by+Pressures%3A+%5Banalysis%5D&title=New+York+Times&issn=03624331&date=1982-11-21&volume=&issue=&spage=A.6&au=Serrin%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 21, 1982","Its goal was realistic, the union said, if players would ''stop performing until we get it.'' Now, the union and the team owners have tentatively agreed on a $1.6 billion contract. The settlement is widely pictured as an owners' victory. The union - personified by its executive director, Ed Garvey - is portrayed as having accepted an agreement markedly similar to an owners' proposal the union rejected in September. Yet Mr. [William W. Winpisinger] said, ''I wouldn't regard what they got as shabby at all.'' The contract has a $90 million severance program, unique in professional sport. It will provide bonuses of $60 million for 1982, meaning that, in many cases, striking players will make a profit on the time they were on strike. For Mr. Garvey, the future may be somewhat uncertain. In the lobby of the Loews Summit hotel, two hours after the settlement, he was asked if he would participate in bargaining in five years. ''I wouldn't bet on it,'' Mr. Garvey said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Nov 1982: A.6.",11/15/17,"New York, N.Y.",,"Serrin, William",New York Times Company,,Newspapers,424478306,"United States, New York, N.Y.",English,21-Nov-82,PROFESSIONAL ATHLETICS; FOOTBALL; WAGES AND SALARIES; LABOR; CONTRACTS,New York Times,analysis,,,,,,,
+DIE CASTERS ARE STRUGGLING TO ADAPT,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/die-casters-are-struggling-adapt/docview/424364523/se-2?accountid=14586,"A 400-pound, five-foot-long yellow arm carries a bucket of molten aluminum from a furnace and pours it into a casting machine. It swings around, refills the bucket and begins again, repeating the movements every 30 seconds.
+That robotic arm is the brightest hope for salvaging one of America's bread-and-butter industries - die casting. In the last decade, die casting, a $6 billion-a-year, 12,000-company, family business still operating on equipment almost as old as the art itself, has fallen behind its competition from abroad and from the plastics industry. And now it is banking on high technology to assure its survival.
+''The industry hasn't kept pace with the times,'' said Laura Conigliaro, a financial analyst with Bache Halsey Stuart Shields Inc. in New York.
+Indeed, the industry faces a $1 billion loss this year, according to James Cannon, executive vice president of the Society of Die Casting Engineers. Equipment Lag
+Miss Conigliaro attributes the industry's problems to obsolete equipment. ''The major cause for lost business is that companies are guilty of having equipment older than that of similar industries in other countries,'' she said.
+Machine tools more than 10 years old accounted for 69 percent of this country's total inventory, compared with 41 percent in Japan, according to the 12th American Machinery Inventory of Metal Working Equipment completed in late 1978, which, Miss Conigliaro pointed out, reflects the industry today. ''This obsolescence tends to breed lower profitability because your production is less,'' she said.
+''The use of plastics and foreign competition has created several complications for our industry,'' said Mr. Cannon. ''Seven years ago the trend toward lighter-weight equipment and auto parts caused us to lose business to the plastics industry. We finally leveled off from that impact a few years ago when we learned to produce lighter parts. But now we're losing out to foreign competition with better equipment.''
+Previous training methods for die casters are no longer adequate, according to Mr. Cannon. The new technology demands a more sophisticated approach, he said, one that emphasizes ''hands-on experience'' rather than learning from a manual.
+And the Society of Die Casting Engineers, the educational arm of the industry, is beginning just such a training program in a newly constructed training center at Triton College in this Chicago suburb. Triton is one of the nation's largest two-year colleges, with nearly 47,000 students and more than 100 technical programs. Casting Process
+The training facilities, in addition to the robotic arm (or ladler), which puts metal into die casting machines, also has an extractor robot, which removes the finished product. One hundred molds an hour can be completed without the use of manual labor, a 25 percent increase in productivity.
+The traditional die casting process requires a worker to stand by a machine with a dipper, scooping molten metals from a furnace in which they are heated to 1,200 degrees. The worker pours the steaming metal into a nearby molding machine, and when a mold is formed, reaches between high pressure clamps that exert 1,000 tons of pressure and removes the finished product.
+''I can remember my father coming home with burns,'' said Brent Knight, Triton's president, who, as it happens, is the son of a die caster.
+''The process is boring, hot and dangerous,'' said Miss Conigliaro. Although robots are used in less than 10 percent of the industry, Mr. Cannon estimates that within the next five years they will be functioning in as much as 25 percent of it. Cost of Changeover
+Nonetheless, it will not be easy to turn the industry around. For one thing, changeover costs may be a problem in some plants.
+The total cost of the ladler and extractor, per die casting machine, is $35,000. Most plants have at least five to 10 of the machines and some, like General Motors, have more than 140. Moreover, if the robots were to be installed in a typical factory, all of the other equipment there would have to be upgraded to accommodate them.
+There is also some resistance to change. ''Many die casters want to stay with the old ways,'' said Miss Conigliaro. ''There is so much that needs to be done, they are overwhelmed and confused.''
+Will people lose jobs to robots? ''Absolutely not,'' said Miss Conigliaro. ''Robots will 'displace,' not replace men.'' Humans will be used for cleaner and safer jobs like quality inspection and maintenance of the machines, she added. Learning to Use Robots
+''When we began changing our systems, many of the old-timers felt threatened,'' said Arlin Rohrer, president of the independent union at the O.M.C. Johnson Corporation in Waukegan, Ill., an outboard motor manufacturer that is about 10 percent automated. ''They thought, 'I'm going to lose my job,' and other men thought the robots would be too complicated.''
+However, Mr. Rohrer said, he has not yet encountered anyone who could not learn how to use the new equipment or who has lost a job as a result of the automation.
+Beginning in September, Triton will offer courses of from one to five days. Classes of between 25 and 30 students will receive both traditional training and hands-on education in robotics and other new devices.
+Even though there are few jobs in the industry for novices, Mr. Cannon said, ''We'd rather have them trained in metals than plastics, when the economy turns around.''
+Illustration photos of die casting plant",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DIE+CASTERS+ARE+STRUGGLING+TO+ADAPT&title=New+York+Times&issn=03624331&date=1982-06-28&volume=&issue=&spage=D.4&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 28, 1982","''The use of plastics and foreign competition has created several complications for our industry,'' said Mr. [James Cannon]. ''Seven years ago the trend toward lighter-weight equipment and auto parts caused us to lose business to the plastics industry. We finally leveled off from that impact a few years ago when we learned to produce lighter parts. But now we're losing out to foreign competition with better equipment.'' Will people lose jobs to robots? ''Absolutely not,'' said Miss Conigliaro. ''Robots will 'displace,' not replace men.'' Humans will be used for cleaner and safer jobs like quality inspection and maintenance of the machines, she added. Learning to Use Robots ''When we began changing our systems, many of the old-timers felt threatened,'' said Arlin Rohrer, president of the independent union at the O.M.C. Johnson Corporation in Waukegan, Ill., an outboard motor manufacturer that is about 10 percent automated. ''They thought, 'I'm going to lose my job,' and other men thought the robots would be too complicated.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 June 1982: D.4.",11/14/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,424364523,"United States, New York, N.Y.",English,28-Jun-82,INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+RECESSION AND HOUSING SLUMP FORCE APPLIANCE WORKERS INTO JOBLESS RANKS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/recession-housing-slump-force-appliance-workers/docview/424351016/se-2?accountid=14586,"They are handing out 20 tons of free government surplus cheese at the electrical workers' union hall here, and for the laid-off General Electric Company appliance workers coming to get it, the charity has a bitter taste.
+''I feel like a durn welfare family,'' Ellie Wallace said, ''but I guess that's what it's come down to for all of us, the way things are going.''
+Mrs. Wallace is but one of more than 3,000 members of the International Union of Electrical Workers who are on indefinite layoff from the huge G.E. plant at Appliance Park on the city's southern edge, the nation's largest center for manufacturing kitchen ranges, dishwashers, refrigerators, washers and dryers.
+Although a great deal of attention has been focused on the plight of employees in the automobile and housing industries, Mrs. Wallace and her former co-workers in the nation's appliance industry are suffering almost as much, since high interest rates and the continuing recession have conspired to undermine the market for appliances.
+''We're getting it from all sides,'' said Thomas Terry, second vice president of the union's Local 761. ''If people can't buy houses because of the interest rates, how are they going to buy that allelectric G.E. kitchen, which is the best product in the world? Or else they're buying the cheaper models, which take less of our people to make.'' Market Has Declined 20%
+Nationally, the market for major appliances is running at 20 percent below the last good years, before the current industrial recession began in late 1979, and employment in the industry has declined by nearly a third over the last decade.
+The union, which represents most household appliance workers in the nation, has lost 25,000 to 30,000 members to layoffs since last October alone, said Jerry Borstel, a union spokesman.
+Unemployment in the household appliance industry is running at 18 percent, as against 5.7 percent in 1976, when the nation surged out of the recession from the oil embargo, according to the Department of Labor.
+By comparison, the unemployment rate stood at 22 percent in the automobile industry in March, the latest period for which figures are available.
+At Appliance Park, employment has dropped from more than 22,000 to the present 15,000, and union members and industry analysts alike predict that successful automation programs will further reduce the number of jobs.
+The plight of the appliance workers grows from the same harsh economic soil that has withered the automobile industry, where more than a quarter of a million jobs have been lost in recent years.
+''An appliance lasts 12 to 15 years,'' Mr. Terry said. ''Unless you really need a new one, when times are tight people just hang on to the one they've got.'' Washer Sales Down the Least
+Trade figures prove the point: While sales of all major household appliances are down, sales of washing machines, probably the most indispensable and hard-working of household machines, are down the least. Sales of freezers, which are expensive to operate, are down the most.
+And since G.E. is the nation's largest appliance seller to housing developers, the homebuilding slump has hit Local 761 with special severity. Housing starts are running at nearly half the 1978 rate of 2 million a year, and unemployment stands at 24.9 percent.
+Some laid-off electrical workers' union members, such as Bernard Hilbert, are second-generation G.E. workers. Mr. Hilbert's father and mother are still employed at the company, with 27 years of seniority each, about as long as Mr. Hilbert has been alive. He can also count 13 cousins, uncles and aunts who work at ''the Park.'' He himself, with nine years and seven months of experience, has been laid off.
+''It's just like getting out of high school again,'' Mr. Hilbert said, ''asking myself the question, 'What am I gonna do? What am I gonna do now?' ''
+He grew up half knowing that he would go to work for G.E., Kentucky's largest private employer and, for unskilled work, one of its best paying. But for thousands who came out of the farms and little mills of southern Kentucky, getting hired by G.E. was a kind of miracle. 'Like a Miracle' to One Worker
+''That's what I thought it was - like a miracle,'' said Judy Sneeley, a 29-year-old mother of three who lied about her age to go to work in a packing plant in her native Glasgow 13 years ago.
+Before she and her husband, Lawrence, were laid off from G.E. last winter after almost five years on the job, they had begun bringing home $500 in pay between them. In one week of double overtime, after she learned to correct manufacturing defects in air conditioners, ''my check didn't lack but $7 to make $1,000,'' she said.
+''I was working 16 hours a day and I loved it, and now we're down to nothing,'' she added. The Sneeleys' unemployment benefits run out next week, and she spends her days selling quilts made by her mother and unclaimed clothes bought from dry cleaners, while her husband burns gas looking in vain for work.
+The Sneeley family seems drawn closer by the troubles. But Mr. Hilbert says the impending breakup of his marriage was hastened by his layoff last month, and he can point to several divorces among his laid-off friends.
+''We see quite a lot of family problems, quite a lot of drinking,'' Mr. Terry, the union official, said sadly. ''It hurts to set here and have people call up and ask, 'Do you think I'll ever get my job back?' and have to tell them, 'No way soon.' ''
+Illustration photo of Bernard Hilbert photo of Lawrence and Judy Sneeley and their daughter",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=RECESSION+AND+HOUSING+SLUMP+FORCE+APPLIANCE+WORKERS+INTO+JOBLESS+RANKS&title=New+York+Times&issn=03624331&date=1982-05-27&volume=&issue=&spage=A.22&au=IVER+PETERSON%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 27, 1982","''We're getting it from all sides,'' said Thomas Terry, second vice president of the union's Local 761. ''If people can't buy houses because of the interest rates, how are they going to buy that allelectric G.E. kitchen, which is the best product in the world? Or else they're buying the cheaper models, which take less of our people to make.'' Market Has Declined 20% ''It's just like getting out of high school again,'' Mr. [Bernard Hilbert] said, ''asking myself the question, 'What am I gonna do? What am I gonna do now?' '' ''We see quite a lot of family problems, quite a lot of drinking,'' Mr. Terry, the union official, said sadly. ''It hurts to set here and have people call up and ask, 'Do you think I'll ever get my job back?' and have to tell them, 'No way soon.' ''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 May 1982: A.22.",11/15/17,"New York, N.Y.",UNITED STATES,"IVER PETERSON, Special to the New York Times",New York Times Company,,Newspapers,424351016,"United States, New York, N.Y.",English,27-May-82,ELECTRIC APPLIANCES; LABOR; LAYOFFS (LABOR); UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+LAYOFFS ARE JUST ONE U.A.W. PROBLEM,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/layoffs-are-just-one-u-w-problem/docview/42428 4705/se-2?accountid=14586,"Earlier this month, the United Auto Workers and the nation's two largest automobile manufacturers began an extraordinary round of contract talks. Before negotiations were suspended last week, the union demonstrated that even on the defensive, it could muster some of its old originality.
+General Motors promised to link wage concessions to reduced car prices on a dollar-for-dollar basis, the first time the company has allowed the union a voice in pricing policy. And Ford is said to have offered a limited version of Japan's system of guaranteed employment in exchange for concessions. Both concepts were unprecedented in automobile industry labor negotiations.
+Still, the talks with G.M. broke down, over the extent of concessions the company wanted and strong job guarantees sought by the union. Yesterday's vote to resume, by union leaders meeting in Washington, even more than the fact that the talks got under way, reflects the hard times that have befallen the union.
+Its membership has dropped to 1.2 million from a peak of 1.5 million in 1979. But its troubles run deeper than the layoffs, however. For the first time, the U.A.W. - long a master at winning higher wages and expanded benefits - has been at the bargaining table discussing less, not more, for its members. And this was nine months before expiration of the current contract, in response to corporate threats to shift manufacturing to other companies and other countries.
+The union, which shared in the in dustry's era of prosperity, is nowparticipating in its time of trial. Under intense pressure from Washington, t he auto workers have already made over $1 billion in concessions t o the Chrysler Corporation, and face requests for help from American Motors Corporation and International Harvester.
+An auto industry contract has been reopened before expiration only once before, and that was at the insistence of the union in 1953. Declaring that contracts were ''living documents,'' open to alteration when circumstances changed, former U.A.W. president Walter P. Reuther won greater cost of living adjustments.
+Douglas A. Fraser, the union's current president, said a resurgence of automobile sales could eventually result in the recall of more than 200,000 autoworkers on indefinite layoff. ''But there won't be any jobs for the kids just out of high school,'' he said, ''and that's a tragedy.'' In fact, it's unlikely that employment levels of the past will ever be reached again.
+A large share of the American automobile market - over 27 percent in 1981 - has been lost to imports. And then there's automation. While it still takes 125 to 135 hours to assemble a car in America, Japanese companies have found ways to do it faster. United States manufacturers have said they will rely increasingly on robots to cut costs and improve quality.
+Earlier this month, Administration analysts predicted that when the industry finally snaps out of its slump, it will provide nearly 500,000 fewer jobs in new-car plants and related industries than four years ago.
+Most U.A.W. members, essentially unskilled and unable to move easily to other industries that pay as well, have long been at odds with skilled workers in the union. Indeed, most union opposition to the current talks has come from the skilled trades, whose members have brighter prospects of finding other jobs than production workers do.
+Amply funded by workers in an industry that once counted its profits in the billions of dollars (in a good year, assembly line workers, most of whom start young, can earn $25,000 to $30,000), and dominated for decades by men who viewed trade unions as instruments of social change, the U.A.W. has long been involved in causes beyond the wallets of its members.
+Mr. Reuther marched with Martin Luther King Jr. when other unions were more concerned with seniority rights than minority rights. The U.A.W. opposed United States involvement in Vietnam although the A.F.L.-C.I.O. hierarchy solidly supported the war. Efforts to clean up air and water pollution, raise automobile safety standards and spread trade unionism around the world received active U.A.W. support.
+But Mr. Fraser is the last of the generation of U.A.W. leaders, groomed by Mr. Reuther, who came of age during the bitter organizing battles in the 1930's and 1940's. His most frequently mentioned successors, Owen Bieber, head of the union's G.M. department, Donald Ephlin, in charge of the Ford department, and secretary general Raymond Majerus, are seen more as labor technicians than social engineers. Japanese-style Is Anti-U.A.W.
+In the future, the union is likely to be far more concerned with its own interests. A high priority is the challenge of organizing plants established by foreign manufacturers, notably the Japanese. Mr. Fraser has said repeatedly that the U.A.W . does not care which companies manufacture cars as long as the wor k remains in the United States.
+But Japanese companies are resisting, saying U.A.W. representation would not mesh with Japanese-style management - worker involvement in quality control and decision making.
+Honda Motor Company is opposing U.A.W. organizers in Marysville, Ohio, where it produces motorcycles and is to begin making cars this year. Officials of Nissan, which is building a truck plant in New Smyrna, Tenn., have also vowed to keep the union out. Toyota has said the presence of the U.A.W. has been a major reason it has not moved production to the United States, despite the number of cars sold here.
+At the same time, the union's attempts to organize small parts supplier firms in the South have gone almost nowhere. The union rejoined the A.F.L.-C.I.O. last year, ending a separation of 13 years. At the time, Mr. Fraser said organized labor had to pool its resources in the face of a weakening economy and hostile Administration. The clear implication was that the U.A.W. no longer felt strong enough to stand alone.
+''Reaffiliation with the federation,'' he said, ''will strengthen the labor movement in one of the most difficult periods working people have ever faced.''
+Illustration photo of G.M.'s 1982 cadillacs leaving plant in Mich. auto industry layoff table",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LAYOFFS+ARE+JUST+ONE+U.A.W.+PROBLEM&title=New+York+Times&issn=03624331&date=1982-01-24&volume=&issue=&spage=A.3&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 24, 1982","Douglas A. Fraser, the union's current president, said a resurgence of automobile sales could eventually result in the recall of more than 200,000 autoworkers on indefinite layoff. ''But there won't be any jobs for the kids just out of high school,'' he said, ''and that's a tragedy.'' In fact, it's unlikely that employment levels of the past will ever be reached again. Mr. Fraser is the last of the generation of U.A.W. leaders, groomed by Mr. [Walter P. Reuther], who came of age during the bitter organizing battles in the 1930's and 1940's. His most frequently mentioned successors, Owen Bieber, head of the union's G.M. department, Donald Ephlin, in charge of the Ford department, and secretary general Raymond Majerus, are seen more as labor technicians than social engineers. Japanese-style Is Anti-U.A.W. ''Reaffiliation with the federation,'' he said, ''will strengthen the labor movement in one of the most difficult periods working people have ever faced.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Jan 1982: A.3.",11/14/17,"New York, N.Y.",UNITED STATES,"HOLUSHA, JOHN",New York Times Company,,Newspapers,424284705,"United States, New York, N.Y.",English,24-Jan-82,024-21-59; UNEMPLOYMENT AND JOB MARKET; LABOR; LAYOFFS (LABOR); INDUSTRY PROFILES; AUTOMOBILES; WAGES AND SALARIES; LABOR UNIONS,New York Times,NEWSPAPER,,,,,,,
+2 SAVINGS BANKS MAY TAKE OVER THE GREENWICH,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/2-savings-banks-may-take-over-greenwich/docview/424194551/se-2?accountid=14586,"The troubled Greenwich Savings Bank, with deposits of $2 billion, is expected to be merged into two Brooklyn-based savings banks that had announced plans last April to merge with each other.
+The Greenwich merger would be accomplished with Federal help to keep the bank from failing. Banking sources said yesterday that the two banks were the Metropolitan Savings Bank, the 12th-largest in New York City, and the Brooklyn Savings Bank, the 17th-largest. Greenwich is the 9th-largest in the city. If the three-way merger goes through, the combined institution would have deposits of about $6 billion, which would make it the largest savings bank in New York and the second-largest in the nation, behind the $7 billion Philadelphia Savings Fund Society.
+Asked to comment on the reports, John Sadlik, Metropolitan's president, said, ''I cannot comment on something that is probable but not actual.''
+Another strong contender, which remains in the race, is the Buffalo Savings Bank. The Buffalo-based bank has deposits of about $2.5 billion and is considered in the industry a strong, well-run organization.
+Bankers said yesterday that the Fed-eral Deposit Insurance Corporation was in a delicate situation, trying to cut its own losses by encouraging potential buyers to be as generous in their bids as possible. Thus, the agency's prospects improve by creating an auction atmosphere in which many bids are invited. In such circumstances, potential buyers can be expected to offer higher prices than they might if there were no competition.
+Negotiations have not been completed and other banks were told yesterday by the F.D.I.C. that they had until 4 P.M. Monday to present their bids for Greenwich. They attended a meeting yesterday afternoon at the Federal agency's New York office, where they asked about Greenwich's condition and its assets and liabilities.
+But sources close to the situation said that the agency, which as the insurer of Greenwich's deposits would be the receiver in case of a failure, had been holding talks with the Brooklyn banks for some weeks. Discussions have also been held with other banks, but the combination of Greenwich with the Brooklyn banks seems to have been the best match, the banking sources said.
+The final decision will depend on a combination of factors, including the amount of each bid. Low-Yielding Mortgages
+Greenwich's problem is that it has about $2 billion of lowyielding long-term mortgages and bonds. If these were to be sold in today's market, they would bring only about 60 percent of their face value, which would mean a loss of $800 million.
+The alternative is for the F.D.I.C. or the acquiring bank or both to hold the portfolio and absorb the continuing loss resulting from the difference between the average yield of the portfolio and the average cost of financing it in today's high-rate environment. To convince any organization to merge with Greenwich, the F.D.I.C. would have to agree to absorb a very large part of this cost.
+State banking officials have said they would prefer that Greenwich be absorbed by another savings bank if possible, and that a takeover by a commercial bank is only a last resort.
+Only relatively strong savings banks were asked to bid for Greenwich, according to the banking sources. Among these were the Dime Savings Bank and the Green Point Savings Bank. The Dime is said to have shown some interest, but not Green Point.
+In most cases, especially when a troubled institution is large, the Federal Deposit Insurance Corporation tries to find a merger partner for a failing bank because that usually is the cheapest way to protect depositors. It also avoids the need for the agency to make payments to depositors.
+If Greenwich could not be merged, and if it were to fail, the F.D.I.C. would have to pay $2 billion to the savings bank's depositors from a fund of only $11 billion. Attractions for Buyers
+Despite Greenwich's troubles, it offers attractions to some potential buyers. For example, a deposit base of $2 billion, with 320,000 accounts, provides a strong toehold in the New York City market. That would be especially attractive for an institution such as the Buffalo Savings Bank.
+It could also be attractive to the proposed Metropolitan-Brooklyn bank, which has few branches in Manhattan. More important, however, the addition of $2 billion to the proposed bank's deposit base could create a more efficient operation. The costs of advertising in the metropolitan area would remain unchanged, but many more potential customers could be reached. Similarly, the relative costs of automation and other overhead could be reduced.
+In such acquisitions, the F.D.I.C. usually finds ways to assure the acquiring institution that it would not suffer from the merger. When a bank fails because it has too many bad loans, which is not the case with Greenwich, the F.D.I.C. usually agrees to take all, or most, of the poor credits.
+Greenwich's loans have been of excellent quality, however. Its problem has been that its investments, mainly long-term mortgages and bonds, were made years ago when interest rates were far lower. Thus, the average yield on Greenwich's portfolio is reported to be less than 9 percent, but it is paying 15 percent and more for much of its funds. As a result, it has been losing money steadily.
+Bankers say there are a number of ways in which the F.D.I.C. can relieve an acquiring bank of these costs. One might be for the F.D.I.C. itself to take on a large portion of the low-yielding mortgages and bonds, and finance them itself. The acquiring bank also might accept a portion, which would be the ''premium'' it would pay for Greenwich's deposits, its location and its basic business.
+Correction: November 9, 1981, Monday, Late City Final Edition
+In some articles in Business Day in the past two weeks, the ranking of the Greenwich Savings Bank was incorrectly stated. It was the 9th-largest in total assets in New York State, according to the State Banking Department, and the 16th in size nationally in total deposits, according to the National Association of Mutual Savings Banks.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=2+SAVINGS+BANKS+MAY+TAKE+OVER+THE+GREENWICH&title=New+York+Times&issn=03624331&date=1981-10-31&volume=&issue=&spage=1.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 31, 1981","Asked to comment on the reports, John Sadlik, Metropolitan's president, said, ''I cannot comment on something that is probable but not actual.'' Negotiations have not been completed and other banks were told yesterday by the F.D.I.C. that they had until 4 P.M. Monday to present their bids for Greenwich. They attended a meeting yesterday afternoon at the Federal agency's New York office, where they asked about Greenwich's condition and its assets and liabilities. Bankers say there are a number of ways in which the F.D.I.C. can relieve an acquiring bank of these costs. One might be for the F.D.I.C. itself to take on a large portion of the low-yielding mortgages and bonds, and finance them itself. The acquiring bank also might accept a portion, which would be the ''premium'' it would pay for Greenwich's deposits, its location and its basic business.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Oct 1981: 1.1.",11/15/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,424194551,"United States, New York, N.Y.",English,31-Oct-81,"BANKS AND BANKING; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+POWER FAILURE DISRUPTS BIG BOARD AND AMEX,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/power-failure-disrupts-big-board-amex/docview/424196499/se-2?accountid=14586,"A power failure in the Wall Street area yesterday afternoon forced the New York and American Stock Exchanges to end trading 30 minutes early and disrupted business in the nation's financial center.
+''We're in darkness here,'' said Charles Storer, public information officer for the New York Stock Exchange at 11 Wall Street, shortly after the explosion at the Consolidated Edison Company's East 14th Street station. ''The only light is coming through the window.''
+But soon after power was restored in the early evening, spokesmen for both exchanges said that trading would resume normally at 10 A.M. today. ''We don't expect any operational problems,'' said Victor Ricciardelli, a vice president of the Amex.
+The power outage, which affected some buildings in the Wall Street area and not others, forced a handful of brokerage house employees to work into the night to complete the electronic bookkeeping for the day's stock and bond transactions. In many instances, companies lost the use of their computers when the power failed at 3:26 P.M.; others found their phone service disrupted.
+At the New York State Banking Department, housed in the World Trade Center, for example, Ken Mills, a spokesman, said: ''We have power but the phones are a little bit screwy. Sometimes you can get out and somestimes you can't.'' Halt Declared at 3:30
+The electrical failure disrupted the computer network feeding the nation's two largest stock exchanges and, as a result, a trading halt was declared for the day at 3:30 P.M. It also put out of commission computers in some brokerage houses and banks in the lower Manhattan area and affected the operations of the Federal Reserve Bank of New York, the largest arm of the nation's central bank. Although the bank's emergency power units kept the computers going through most of the power crisis, they did fail for 27 minutes, a spokesman said.
+Making matters worse, the failure occurred on the day banks settle their accounts for the preceding day. ''You're going to have some funny looking figures'' in banks' weekly reports, said Richard Hoenig, a sp okesman for the Federal Reserve B ank.
+Commodity exchanges had closed for the day before the power disruption, but it did shut down the stock market data processing system run by the Securities Industry Automation Corporation, a jointly owned subsidiary of the Big Board and the Amex. Batteries Take Over
+At 55 Water Street, headquarters for S.I.A.C., Leland Amaya reported late in the afternoon: ''We were able to shut down our computers in an orderly fashion because batteries automatically take over in the event of a Con Ed power failure.''
+Mr. Amaya, the unit's chief executive officer, said that the computers were restarted later on diesel generators. He said that, while he did not believe stock transactions from the securities exchanges were lost in the system, there might be a potential problem in settling the trades in stock options. Options are contracts giving holders the right to buy or sell underlying stocks at a certain price within a specified period.
+The normal clearing period of trades for a stock purchase or sale is five days. However, there is only one-day clearance for options, which might create difficulties or delays.
+The power failure created a patchwork quilt of light and darkness in the Wall Street community. Power went off completely in some buildings such as that of the New York Stock Exchange, which handles the bulk of all stock trading activity in the United States. At the American Stock Exchange, two blocks away, however, power was never lost on the floor, although one of the computers shared by the Amex and the Big Board was affected, a spokesman said. Lights on Bache Halsey
+A few blocks away, at 100 Gold Street, the headquarters of Bache Halsey Stuart Shields Inc., a leading brokerage house, was bathed in light.
+''We're located right in back of Beekman Downtown Hospital and we seem to have no problems,'' said Frank E. Dominach, executive vice president in charge of operations at Bache. ''We're still doing business all over the world in places like Hong Kong and Australia.''
+Mr. Dominach added: ''The critical operation, of course, is S.I.A.C. since its computers must process trades between brokers. If they can't get their computers running, the broker-to-broker clearance and settlement of these trades could be backed up.''
+At least some regional exchanges maintained their regular closing hours, despit e the disruption in New York. The Boston Stock Exchange said it remai ned open for trading until its normal closing hour at 4 P.M.
+In Los Angeles, the Pacific Stock Exchange said it temporarily suspended trading activity when the Big Board and the Amex shut down but resumed trading a half-hour later and remained open the rest of the day. Normally, trading at this exchange continues for one and a half hours after the New York market close. Options Trading Shut Down
+However, the Pacific Exchange said that options trading was shut down after the Wall Street power failure.
+In New York, electronic display terminals - the visual communications lifeline of securities markets - went dark in some companies and brokerage houses. As a result, bond traders in some firms resorted to ''verbal brokering,'' or transmitting of bid-andasked prices by telephone.
+In midtown, at 1221 Avenue of the Americas, bond trading continued in the offices of Paine, Webber, Jackson & Curtis Inc. ''We even had a little rally going at the time of the power failure,'' said Robert L. Shomaker, who heads Government securities trading for the firm. ''But, downtown, our institutional equity desks shut down as a result of the power failure.''
+Telephone communication was also disrupted in certain downtown locations as a result of the power failure. Henry Hecht, a speech writer for Merrill Lynch, said: ''Our lights are on all right here at the One Liberty Plaza headquarters, but it takes 10 minutes to get an outside dial tone.''
+In the vast over-the-counter trading room at Merrill Lynch, traders reported that their electronic quotation screens were operating. These screens transmit over-the-counter data from the National Association of Securities Dealers Automatic Quotations.
+When trading was halted on the Big Board, stocks were easing from their best prices of the day. The Dow Jones industrial average, which had registered a 15-month low only the previous day, closed at 853.88, up 2.76 points for the abbreviated session.
+Some stockbrokers were stoical about the early closing. ''With the kind of market we'v e been seeing,'' one obser ved, ''maybe it's a goodthing.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=POWER+FAILURE+DISRUPTS+BIG+BOARD+AND+AMEX&title=New+York+Times&issn=03624331&date=1981-09-10&volume=&issue=&spage=D.1&au=VARTAN%2C+VARTANIG+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Per iodicals--United States,3624331,"Copyright New York Times Company Sep 10, 1981","''We're in darkness here,'' said Charles Storer, public information officer for the New York Stock Exchange at 11 Wall Street, shortly after the explosion at the Consolidated Edison Company's East 14th Street station. ''The only light is coming through the window.'' ''We're located right in back of Beekman Downtown Hospital and we seem to have no problems,'' said Frank E. Dominach, executive vice president in charge of operations at Bache. ''We're still doing business all over the world in places like Hong Kong and Australia.'' Some stockbrokers were stoical about the early closing. ''With the kind of market we'v e been seeing,'' one obser ved, ''maybe it's a goodthing.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Sep 1981: D.1.",11/14/17,"New York, N.Y.",NEW YORK CITY MANHATTAN (NYC),"VARTAN, VARTANIG G",New York Times Company,,Newspapers,424196499,"United States, New York, N.Y.",English,10-Sep-81,ENERGY AND POWER; ELECTRIC LIGHT AND POWER; ACCIDENTS AND SAFETY; STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+PRIME COMPUTER SANS FISHER,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prime-computer-sans-fisher/docview/424135273/se-2?accountid=14586,"The jarring effect on the market after the resignation of a Prime Computer Inc. top executive was powerful, even for the surprise departure of someone widely regarded as an executive thoroughbred.
+The shares of Prime, one of Wall Street's darlings of 1981, plunged more than 10 points last week amid a shower of sell orders over three days. Nearly $300 million, or 27 percent of its total, was pared from the company's market value.
+Although the slide was halted in another flurry of trading last Friday, many dismayed Prime watchers were wondering if the fastgrowing maker of high-powered minicomputers can sustain its storybook growth without Kenneth G. Fisher at the helm.
+''They obviously lost their most valuable asset,'' said Donald W. Mitchell, a planning consultant in the computer industry. ''It's a sad story, plain and simple,'' added Marc G. Shulman, vice president of the First Boston Corporation. Comment From Fisher
+Mr. Fisher, 50 years old, resigned unexpectedly as president and chief executive officer of Prime Computer on July 6. Many analysts believe he left abruptly after tiring of clashes with David J. Dunn, Prime's chairman. In a telephone interview yesterday, however, Mr. Fisher denied that.
+''No company has complete absolute agreement within the board on every article,'' he said. ''That wouldn't be healthy. But we always culminated in a plan we could all agree on.''
+Mr. Dunn, who is also 50, has been the only chairman in Prime's nine-year history. He is managing partner of Idanta Partners Inc., a venture capital concern that controls 8.7 percent of Prime's common stock. Mr. Dunn, who lives in San Diego, also secured much of the seed capital for the Storage Technology Corporation, another fastgrowing computer company. He controls five of the seven director seats at Prime.
+Mr. Fisher, who earned $418,180 in salary and bonuses in 1980, may simply have chafed at what he considered the board's tight grip, according to Mr. Mitchell. Period of Swift Growth
+''Fisher sees himself as one of the best executives in the industry,'' Mr. Mitchell said. ''Most other people do, too. He probably got tired of being second-guessed.''
+The concern about Mr. Fisher's resignation is a reflection of the company's remarkable growth under his guidance. Prime's net income last year surged to $31.2 million, or $1.07 a share, a far cry from 1974's loss of $531,000. Sales, growing 86 percent a year, reached $267.6 million in 1980, compared with $6.5 million in 1974, the year before Mr. Fisher's arrival.
+The reason for Mr. Fisher's decision to quit ''had to be something dire,'' Mr. Shulman said. Both Mr. Dunn and Mr. Fisher lost fortunes on paper last week when the stock plunged. Mr. Dunn's personal stake in Prime was down by $3.4 million at one point, while Idanta Partners' position fell more than $20 million. Mr. Fisher's loss at the nadir - 26 a share on Thursday -was about $5.6 million. The stock closed Friday at 28, up 1 5/8.
+Prime Computer's shares had lost ground in recent weeks, prior to Mr. Fisher's resignation, to 36 1/8 from the record high of 49 1/4 on May 22. This retreat, from a stratospheric price/ earnings ratio of 45, was roughly proportionate to the selling in other technology issues until last week. Coordinating Many Functions
+Much of Mr. Fisher's fame was derived from Prime's ability to coordinate financing, manufacturing and sales functions as the company nearly doubled in size each year. Such problems had bedeviled most of its larger competitors.
+Mr. Fisher and Mr. Dunn have been at odds for some time, analysts said. The dispute apparently centered on mapping a product strategy that could carry Prime over the $1 billion sales mark. But analysts are divided over specifics.
+Some say Mr. Fisher tried to bolster Prime's manufacturing depth, particularly for developing its own semiconductors, but was thwarted by Mr. Dunn, who wanted to avoid large development costs to keep profits high while luring a potential acquirer. Others, contradicting that view, say Mr. Fisher was criticized by the board for moving too cautiously to gain footholds in markets for computer-aided design and office automation.
+Mr. Dunn rejected both explanations. The company is still ''reviewing'' the idea of making its own semiconductors, he said in an interview.
+Echoing Mr. Fisher, Mr. Dunn said Prime's directors were in ''absolute agreement'' on the company's strategy. He added that he had no intention of taking the title of chief executive officer himself. Thoughts of Another Job
+Mr. Fisher, who initially said he was considering a career shift into education, charity or politics, said yesterday he had not ruled out another job running a computer company. ''I would probably work again in some fashion,'' he said, ''but this action was not taken to allow me to accept something else.''
+A University of Chicago business school graduate who had later worked at the General Electric Company and Honeywell Inc., Mr. Fisher joined Prime in its fourth year of operation as president and chief executive officer in the middle of 1975. He replaced Robert Baron, whose corporate emphasis was on engineering.
+At the time, there was little doubt that Prime Computer had a powerful, well-engineered product. Two men largely responsible for it, Joseph F. Cashen and Robert P. Berkowitz, continue to hold the top engineering and manufacturing posts, respectively, within the company.
+After his arrival, Mr. Fisher instituted a marketing approach that stressed customer service and ease of use. Moreover, he spent heavily to assemble a management team that is noted for its depth.
+Thus, in accenting marketing and management, Mr. Fisher patterned Prime closely after the industry's giant, the International Business Machines Corporation. Viewpoint of Analysts
+With Mr. Fisher's departure, many analysts are confident about Prime's prospects, although some of them voice caution.
+''It's an attractive stock if you buy and hold for more than a year,'' said John J. McManus, a vice president of Shearson Loeb Rhoades Inc. ''But it's going to take a while to get this squared away.''
+''Their position in the industry is very attractive,'' said Lawrence W. Roberts, senior technology analyst with Hambrecht & Quist. ''The question for a long-term investor is how well the new chief executive can manage a high-growth company in a very competitive industry. That is a tough assignment.''
+Illustration Photo of Kenneth Fisher",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRIME+COMPUTER+SANS+FISHER&title=New+York+Times&issn=03624331&date=1981-07-13&volume=&issue=&spage=D.1&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 13, 1981","''They obviously lost their most valuable asset,'' said Donald W. Mitchell, a planning consultant in the computer industry. ''It's a sad story, plain and simple,'' added Marc G. Shulman, vice president of the First Boston Corporation. Comment From [Kenneth G. Fisher] The reason for Mr. Fisher's decision to quit ''had to be something dire,'' Mr. Shulman said. Both Mr. [David J. Dunn] and Mr. Fisher lost fortunes on paper last week when the stock plunged. Mr. Dunn's personal stake in Prime was down by $3.4 million at one point, while Idanta Partners' position fell more than $20 million. Mr. Fisher's loss at the nadir - 26 a share on Thursday -was about $5.6 million. The stock closed Friday at 28, up 1 5/8. ''It's an attractive stock if you buy and hold for more than a year,'' said John J. McManus, a vice president of Shearson Loeb Rhoades Inc. ''But it's going to take a while to get this squared away.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 July 1981: D.1.",11/14/17,"New York, N.Y.",,"Hayes, Thomas C",New York Times Company,,Newspapers,424135273,"United States, New York, N.Y.",English,13-Jul-81,DATA PROCESSING; APPOINTMENTS AND EXECUTIVE CHANGES; EXECUTIVES AND MANAGEMENT; FINANCES,New York Times,NEWSPAPER,,,,,,,
+DISPUTE ON RATES STILL LEADS POSTAL SERVICE' LIST OF TROUBLES,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dispute-on-rates-still-leads-postal-service-list/docview/424150241/se-2?accountid=14586,"The United States Postal Service, which last week observed its 10th anniversary as an independent Federal agency, surprised its own managers with its booming growth in the 1970's.
+But while the Postal Service has been successful in building mail volume and improving productivity by delivering more mail with fewer employees, it has run into financial problems and is locked into a struggle with the Postal Rate Commission.
+The argument between the two agencies over the costs of postal operations will apparently be resolved only if the postal rates are raised again this year, to 20 cents from 18 cents for a first-class letter. Postal officials view such as increase as all but certain.
+The volume of mail grew to 106.3 billion pieces last year from 87 billion in 1971, when the Postal Service was reorganized. But postage rates went up sharply, to 18 cents for a first-class letter today from 6 cents in 1971, a 300 percent increase that ran well ahead of the rise in consumer prices in the same period. Board Becoming More Active
+Many critics of the Postal Service have contended that its board of governors has been insufficiently involved in the agency's management.
+Under a new chairman, Robert L. Hardesty, and with several new members, the governors are becoming more active. Tomorrow, for example, they are expected to adopt an affirmative action policy to help make sure that women and members of minority groups get more supervisory opportunities.
+The President appoints the governors to seven-year terms, but thereafter the White House has little direct control over postal matters. Some Presidents, including Jimmy Carter, were tempted to change that, but President Reagan appears to have listened to the advice he received from the Heritage Foundation last December.
+''The Postal Service appears headed for another round of financial troubles, Congressional debate and deteriorating service,'' the foundation said. ''The President today has little direct control over the Postal Service and should not try to assume public responsibility for that which he cannot control.'' 'In a Race With Catastrophe'
+William F. Bolger, the Postmaster General, who has worked for 40 years in the postal system, said in an interview that the reorganized structure was clearly better than that of the past.
+''It was much too political as the Post Office Department,'' he said, ''and was correctly described by former Postmaster General Larry O'Brien as being 'in a race with catastrophe.' ''
+Mr. Bolger said that what he saw as the leading achievements of the reorganized agency might not have been possible if it had remained a Cabinet department. He cited these achievements:
+- Federal funds account for only $1.6 billion of the Postal Service's total revenue of $17.1 billion; in 1970 the Post Office depended on Congress for 25 percent of its $6.3 billion revenue.
+- Postal rates, especially for business customers, were relatively stable until this year.
+- Collective bargaining has enabled postal workers to improve their pay and working conditions. In 1971, before the first negotiated contract, the annual average pay was $7,913. Under the current contract, which expires July 20, the average pay is $19,915.
+- While the volume of mail increased by more than 19 billion pieces, the number of employees declined to 666,823 last year from 728,911 in 1971.
+The Postmaster General attributes these gains in productivity to mechanization and says further reductions may take place with new forms of automation and the nine-digit ZIP code. Controversy Is No Stranger
+Mr. Bolger's proposal for a nine-digit system set off a storm of protest from the public and members of Congress, but controversy is no stranger to the Postal Service.
+Former Postmaster General Benjamin F. Bailar found himself in trouble six years ago when he tried to follow the advice of the General Accounting Office and close small-town post offices to save money. The program ended when lawmakers, responding to complaints from constituents, threatened to resume management of the postal system.
+Another controversy, which continues even today, is the debate over whether the Postal Service will be allowed to operate an expanded electronic mail service for high-volume business users or whether such a service should be left to electronic communications companies.
+That matter and others are pending before the Postal Rate Commission, a regulatory agency established at the same time that the Postal Service was formed. The commission oversees rate changes and proposed changes in types of service. Extent of Powers Disputed
+Mr. Bolger and the current governors have been locked in a dispute with the rate commission over the extent of its powers. The Postal Service contends that the commission's powers are minimal and that postal policy should basically be left in the hands of the board of governors.
+The principal issue in the dispute is whether the Postal Service can set its rates high enough so that they can exist unchanged for about three years.
+''Rate stability'' is thought to be very advantageous to businesses, enabling them to improve marketing and other plans that involve postal operations.
+Lee Fritschler, a member of the rate commission who was chairman when the most recent rate case was processed and sharply modified, said he believed that what Mr. Bolger and the governors wanted was not allowed under the law.
+''The law says that we are to approve rates that will balance the books in the 'test' year, the first year that the new rates go into effect,'' Mr. Fritschler said in an interview. ''If the Postal Service wants to adopt a new approach, it needs only propose it formally, and let us hear witnesses on the matter and come to some conclusion.''
+Officials in the Postal Service contend that it is not the business of the rate commission to adjudicate such matters because the power to stabilize rates flows from a Congressional mandate for the Postal Service to ''behave in a businesslike way.'' 18-Cent Rate Called Inadequate
+In the latest rate dispute, the Postal Service has appealed and resubmitted its application for a 20-cent rate for the second time, this time to fulfill a technical provision that would allow a unanimous vote of the postal governors to raise the rate to 20 cents despite the objections of the rate commission.
+The Postal Service maintains that the 18-cent rate for first-class letters, which went into effect last spring, is so inadequate that it could lead to a huge loss in its first year.
+The board of governors is expected to discuss equal employment opportunity this week at the behest of Timothy L. Jenkins, a management consultant and one of the board's newest members.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DISPUTE+ON+RATES+STILL+LEADS+POSTAL+SERVICE%27+LIST+OF+TROUBLES&title=New+York+Times&issn=03624331&date=1981-07-07&volume=&issue=&spage=A.16&au=HOLSENDOLPH%2C+ERNEST&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 1981","''The Postal Service appears headed for another round of financial troubles, Congressional debate and deteriorating service,'' the foundation said. ''The President today has little direct control over the Postal Service and should not try to assume public responsibility for that which he cannot control.'' 'In a Race With Catastrophe' ''It was much too political as the Post Office Department,'' he said, ''and was correctly described by former Postmaster General Larry O'Brien as being 'in a race with catastrophe.' '' ''The law says that we are to approve rates that will balance the books in the 'test' year, the first year that the new rates go into effect,'' Mr. [Lee Fritschler] said in an interview. ''If the Postal Service wants to adopt a new approach, it needs only propose it formally, and let us hear witnesses on the matter and come to some conclusion.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 1981: A.16.",11/15/17,"New York, N.Y.",,"HOLSENDOLPH, ERNEST",New York Times Company,,Newspapers,424150241,"United States, New York, N.Y.",English,7-Jul-81,POSTAL SERVICE; STAMPS (POSTAL); PRICES,New York Times,NEWSPAPER,,,,,,,
+Technology; PHONES THAT DELIVER MEMOS,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-phones-that-deliver-memos/docview/424151430/se-2?accountid=14586,"PICKING up the telephone and hearing a singing telegram is a rare surprise nowadays. But in a few large companies, employees are picking up the phone and hearing talking telegrams sent by their colleagues.
+A manager might pick up the phone and hear: ''This is Bill Jones. Meet me at the airport today at 4 P.M.'' But Bill Jones would not be at the other end of the line. What the manager would hear would be an electronic reproduction of a message Bill Jones had spoken into his phone. Mr. Jones, in fact, might have dictated that call into the telephone several days earlier and programmed the telephone system to place the call at a specific time.
+The voice telegram is a central feature of so-called voice store and forward systems, or voice message systems, which are just coming of age. For the last year, one company, three-year-old ECS Telecommunications of Dallas, has sold such systems to eight companies, including the Minnesota Mining and Manufacturing Company, Hercules, the Westinghouse Electric Corporation and the Atlantic Richfield Company.
+Last week, however, Wang Laboratories became the first widely known office automation company to announce a product, and the International Business Machines Corporation is known to be developing one. Other companies expected to enter the market eventually are those that make office telephone switching systems, such as InteCom Inc. of Dallas, an Exxon subsidiary.
+The voice message systems are electronic boxes that attach to an office switchboard, although they are eventually expected to be incorporated into the switchboard circuitry. The Wang and ECS models, while differing in price and specifics, offer the same general features.
+In one mode, they perform many of the same functions of a telephone answering machine. Each user of the system has a ''mailbox,'' which stores messages from other users. Each user can then call in from any Touch-Tone telephone and receive the messages. The voice message systems, however, offer an added feature. After hearing a message, the person can immediately speak his answer into the phone. The system automatically delivers the reply to the original caller.
+The other use is for sending voice telegrams. A caller can recite his message into the phone and then, by punching keys on the Touch-Tone phone pad, can specify who is to receive the message and at what time. The same message can be sent to more than one person, in effect a telephone ''broadcast,'' so that an executive can, with one phone call, inform all of his subordinates about an upcoming meeting.
+Users who have passwords to the system can place voice telegrams from any telephone and can call phones that are not on the system.
+Users of such systems say that they can be tremendous timesavers. The 3M Company, which started using the system a year ago, estimates that half of its internal calls do not get through to the intended party because the party is not available or the line is busy. By the time that party returns the call, the original caller might be out.
+The 3M Company also estimates that 50 percent of its internal communications do not require the two parties to speak to each other at the same time anyway, making those calls candidates for the voice message system.
+Some systems can be programmed to dial the number again at an interval if a busy signal is encountered or if the phone is not answered after a set number of rings. But the system is primarily intended to be programmed to send all messages to a waiting mailbox that can be activated at the user's command.
+''I really think that there is more productivity gain with respect to voice in the automated office than anything to do with words, or images or data,'' said Thomas Elder, manager of information services for Frito-Lay, which tested the ECS system for three months using 60 salesmen around the nation. Such thinking about the importance of voice communications in the office was also behind the decision by Wang, a specialist in word processing systems, to get into the business.
+Mr. Elder of Frito-Lay said that in the test, the number of outgoing calls that did not reach the intended party dropped 67 percent with the ECS system and the number of incoming calls that did not reach the salesmen dropped 31 percent.
+Voice messages are also replacing short memos. At the 3M Company, for instance, some voice messages are circulated for voice comments, replacing the customary interoffice memo requesting written comments.
+There are some drawbacks to the systems so far. One is the cost, which ranges from $100,000 to $500,000 for systems capable of handling from several hundred to a few thousand phones. Another is ease of use. Mr. Elder of Frito-Lay said that about 10 percent of the sales force rejected the system because they did not want to talk into a machine or because they did not want to bother learning the password and other codes they would have to punch into the phone. But most users were enthusiastic, he said.
+The systems work by converting the sound patterns of speech into numbers that are represented by numbers that can be manipulated electronically and stored in a computer, just like other numerical data or text.
+The problem is that speech, with its pace and pauses, takes up much more storage space than text. Two minutes of speech might occupy the same storage space on a computer disk as hundreds of pages of text. To make such systems economical, companies have developed proprietary methods of compressing the speech to reduce the number of bits required to store a message, while still being able to reproduce the sound accurately.
+Nevertheless, storage accounts for 50 percent of the cost of store and forward systems, said Donald W. Young, president of Voice and Data System in Chicago, a new company that introduced its own voice message system in Atlanta this week.
+As computer storage becomes less expensive and speech compression techniques improve, devices should become less expensive and easier to use with additional features.
+While large corporations are the only ones making use of such systems now, the American Telephone and Telegraph Company filed a request last year to introduce such a system for residential and small business use in Philadelphia. But the telephone company, at present, remains stymied by regulatory snags.
+Illustration cartoon",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+PHONES+THAT+DELIVER+MEMOS&title=New+York+Times&issn=03624331&date=1981-07-02&volume=&issue=&spage=D.2&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 1981","In one mode, they perform many of the same functions of a telephone answering machine. Each user of the system has a ''mailbox,'' which stores messages from other users. Each user can then call in from any Touch-Tone telephone and receive the messages. The voice message systems, however, offer an added feature. After hearing a message, the person can immediately speak his answer into the phone. The system automatically delivers the reply to the original caller. The other use is for sending voice telegrams. A caller can recite his message into the phone and then, by punching keys on the Touch-Tone phone pad, can specify who is to receive the message and at what time. The same message can be sent to more than one person, in effect a telephone ''broadcast,'' so that an executive can, with one phone call, inform all of his subordinates about an upcoming meeting. ''I really think that there is more productivity gain with respect to voice in the automated office than anything to do with words, or images or data,'' said Thomas Elder, manager of information services for Frito-Lay, which tested the ECS system for three months using 60 salesmen around the nation. Such thinking about the importance of voice communications in the office was also behind the decision by Wang, a specialist in word processing systems, to get into the business.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 1981: D.2.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424151430,"United States, New York, N.Y.",English,2-Jul-81,"TELEPHONES; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+WHY NOBODY CALLS YOU BACK ANYMORE,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/why-nobody-calls-you-back-anymore/docview/424098138/se-2?accountid=14586,"W E live in an on-line society that continually changes its many established business habits. Nowhere is this more evident than in the apparent deterioration in business manners. Good manners, in fact, seem no longer to exist as a sound administrative practice. Despite the bland use of such terms as ''Have a nice day,'' management seems to have taken a slightly less than chivalrous view toward what was once deemed accepted business behavior. To wit:
+* Letters sit for weeks on recipients' desks - or go unanswered entirely.
+* Telephone calls, if returned, are returned long after the caller has fled elsewhere for help.
+* The telephone hold button is used to joyfully queue long lists of callers.
+* Unending staff meetings keep associates in a constant hold pattern.
+* Everyone seems perfectly happy to keep all others waiting as though no one else's time had any value. In the structure of the typical executive suite, there appears to be a growing school of thought that productivity, at least in top management, is best increased by a self-centered work attitude.
+Any correction in these failings, which are often encouraged by such popular notions as ''time management,'' is further complicated by social and technological developments.
+For one thing, there is an acute shortage of secretaries, 98 percent of whom are women. With increased job mobility, women now seek other, better paying, administrative and executive positions. If anything, women think of secretarial work as entry level only. In short, there often simply is not anyone there to answer the mail or be polite on the telephone. And when office automation substitutes for secretarial and support staffs, a further erosion is likely in the personal and courteous relationships that traditionally existed in executive offices.
+Then too, despite higher postal costs, the volume of business mail is growing rapidly. Do we have sufficient manpower and equipment to receive, process and, most importantly, reply to the more than 33 billion pieces of business mail that are sent annually?
+There is an equally dramatic growth in the number of installed business telephones - to well over 46 million last year from 33 million in 1970. Similarly, the numerical increase in computers and related terminals helps to swell the volume of materials that circulates in most businesses.
+Other factors contribute to the decline in business manners. Along with a decrease in the workweek of factory and office workers, there has been an expansion of the executive workweek. This also results from technical innovations - subsonic and supersonic jets transporting executives around the world in a matter of hours and the availability of portable terminals with the potential to turn the home into an off-site computer center.
+In short, peripatetic managers actually have less free time for the amenities. And, when turning for assistance, they face a dilemma: Except in the top executive suite, the once omnipresent secretarial staff that was alert to business courtesies has been shrinking, and for those who are there, the training in business manners has given way to the new stress on upward mobility.
+In a society where the technocrat is in charge, is there a relationship between an unanswered letter and the profit-and-loss statement? Is there a parallel between good manners and meeting sales objectives? Can a company afford to be brisk in its individual relationships while offsetting this terseness with advertising that says ''what nice guys we are?''
+A direct cause and effect is impossible to pinpoint, of course, except, perhaps, when an alienated customer swears never again to give you his business, or when you inadvertantly slight, via the hold button, perhaps, someone whose business you badly want. But certainly no one could seriously argue that a return to good manners would hurt. ''Manners,'' as Ralph Waldo Emerson pointed out, ''are the happy ways of doing things.''
+If one seeks to set particular blame for the manners decline, the telephone could be classified as a prime candidate. Yet, the telephone within our on-line society is both friend and foe. It is the intruder in the form of the persistent salesperson, the creditor and the candidate for a job. But it also permits a thoughtful executive to compress available time by punctually thanking an associate for lunch or replacing a letter with the immediacy of a call.
+If we are to improve the declining level of business manners, should we expect top management to establish new administrative priorities? Is the alternative the executive secretary who routinely attends to all courtesies in the executive's behalf? Or should we establish corporate rules on the time required to reply to a letter or a telephone call? No. Such simplistic administrative solutions would provide little more than token relief.
+The answer seems to lie in our ability to mix better use of the very technology that has helped erode manners with a management awareness that good manners pay off. For example, just as the telephone can speed relations between individuals and organizations, so electronic mail will permit instant response to correspondence and the picture telephone will allow face-to-face discussions with anxious customers and employees in remote locations.
+The end result of a society that ignores its business manners is more than a series of unanswered letters and telephone calls. It is, instead, the dawn of a sterile era when ''Happy Face Smile'' buttons replace personal relations and advertising becomes the only way to convey the desired image of business manners and friendliness. Surely, the instantaneous reflexes of a computerized society can help bridge this gap. But they do have to be used properly. --------------------------------------------------------------------- Robert K. Otterbourg is president of a corporate public relations company bearing his name in Englewood Cliffs, N.J. An earlier version of this article was printed in the American Banker, which got back to him first.
+Illustration Cartoon of a reception area",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHY+NOBODY+CALLS+YOU+BACK+ANYMORE&title=New+York+Times&issn=03624331&date=1981-05-24&volume=&issue=&spage=A.2&au=Otterbourg%2C+Robert+K&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 24, 1981","W E live in an on-line society that continually changes its many established business habits. Nowhere is this more evident than in the apparent deterioration in business manners. Good manners, in fact, seem no longer to exist as a sound administrative practice. Despite the bland use of such terms as ''Have a nice day,'' management seems to have taken a slightly less than chivalrous view toward what was once deemed accepted business behavior. To wit: A direct cause and effect is impossible to pinpoint, of course, except, perhaps, when an alienated customer swears never again to give you his business, or when you inadvertantly slight, via the hold button, perhaps, someone whose business you badly want. But certainly no one could seriously argue that a return to good manners would hurt. ''Manners,'' as Ralph Waldo Emerson pointed out, ''are the happy ways of doing things.'' The end result of a society that ignores its business manners is more than a series of unanswered letters and telephone calls. It is, instead, the dawn of a sterile era when ''Happy Face Smile'' buttons replace personal relations and advertising becomes the only way to convey the desired image of business manners and friendliness. Surely, the instantaneous reflexes of a computerized society can help bridge this gap. But they do have to be used properly. --------------------------------------------------------------------- Robert K. Otterbourg is president of a corporate public relations company bearing his name in Englewood Cliffs, N.J. An earlier version of this article was printed in the American Banker, which got back to him first.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 May 1981: A.2.",11/15/17,"New York, N.Y.",,"Otterbourg, Robert K",New York Times Company,,Newspapers,424098138,"United States, New York, N.Y.",English,24-May-81,MANNERS AND CUSTOMS; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+PENNY-PINCHERS AND INFLATION-WATCHERS TELL HOW THEY SAVE:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/penny-pinchers-inflation-watchers-tell-how-they/docview/424054086/se-2?accountid=14586,"IF the soaring price of food, fuel and shelter has you down, consider this: a home video recorder that Neiman-Marcus advertised for $34,000 in the 1960's can now be had, far improved, for less than $1,000. Ball-point pens, some selling for $12.50 after World War II, now go for a quarter. A New York-to-Israel telephone call, costing $12 for three minutes in 1950, is down to $5.70 today - and a pay phone call has been a dime since 1951. Coffee in New York markets is 12 percent cheaper than a year ago and lettuce is up only a dime over 1973.
+Do prices ever go down? Are there any bargains left? Is anything still cheap? Yes, according to some noted inflation-watchers, merchants and expert penny-pinchers.
+''My first portable calculator weighed three pounds and cost $325,'' recalled Samuel M. Ehrenhalt, New York regional commissioner of the Federal Bureau of Labor Statistics. Now, 10 years later, he said, he carries a featherweight version costing one-tenth the price. He has also long since traded in his $650 eight-pound ''portable'' dictating machine for a $200 pocket version.
+Cameras, stereos, radios, tape recorders, phone-answerers, typewriters, some household appliances and computers are available today at a fraction of the price they were introduced at, thanks to cost-cutting technological advancements in highly automated industries. Intense competition, too, has worked to lower prices. As a result, consumers can buy a Nikon camera here today for less than the discount price in Hong Kong 15 years ago.
+Stanley Marcus, retired president of the Dallas-based NeimanMarcus luxury department store chain, said that while researching old store catalogues for a new book, he was struck by two other items that over the years have become cheaper and in many ways better: ball-point pens and cigarette lighters. ''The Bic is a great invention,'' he said of the plastic disposable lighter often selling for 69 cents - cents less than half its introductory price in 1973. The company also sells see-through pens for 29 cents, the same price since their introduction in 1959, although for awhile they werre down to 19 cents.
+Airplane fares, too, on major, highly competitive domestic and European routes, have proved relatively inflation-resistant, particularly in view of skyrocketing fuel costs. An American Airlines round trip coach ticket between New York and Los Angeles cost $318 in 1955, when aviation fuel cost about 4 cents a gallon.
+Now, with airlines paying about $1.04 for fuel, a transcontinental daytime Super-saver ticket costs $338 and some other scheduled flights are even less. Along with competition, volume and automation are credited with keeping prices down.
+Clothing, rents, drink - and a few foods - have also bucked the upward trend to a limited extent. According to the latest Consumer Price Index for the 18-county New York metropolitan area, it cost $24.70 to buy what $10 bought in 1967 - that is, overall prices were up 147 percent in 14 years. But women's and men's apparel were up only 41 and 53 percent, respectively; residential rents were up 11 percent; and alcoholic beverages 78 percent: a fifth of Johnny Walker Red, popularly $6.69 in 1967, is usually $8.98 today, up just over 25 percent.
+Fuel and utility prices, in contrast, were up 338 percent; groceries were up 167 percent; and medical care was up 179 percent. The first weekly market basket of the New York City Department of Consumer Affairs in 1973 priced a 12-ounce can of orange juice at 59 cents (it was $1.13 last week), and a 15-ounce package of cookies at 56 cents ($1.41 last week). But there are exceptions. Iceberg lettuce, priced at 51 cents a head eight years ago, was only 61 cents last week. Comparing prices in December with those of a year before, the city department found a pound of coffee at $2.85, down from $3.23, and 10 ounces of fresh spinach at 91 cents, down from 94 cents. Eggs, often under $1 a dozen, and whole chicken, now as low as 59 cents a pound, remain perennial good buys. Of course, all agricultural products are subject to intermediate price fluctuations depending on crop and weather factors.
+Luncheonette breakfasts, too, must often be counted as bargains. For $1.60, the Regency Coffee Shop at 5 East 38th Street offers two eggs, ham, bacon or sausage, juice and coffee.
+To some shrewd supershoppers, potential bargains are everywhere. Heinz Biesdorf, professor of consumer economics at Cornell University's College of Human Ecology in Ithaca, N.Y., says he has never paid more than $14.99 for shoes - he waits for sales. He has found Polish-made shoes at $2.50 a pair and last summer in Detroit he picked up Bass snow boots for $11.98, reduced from $69. ''It was July but I was thinking snow,'' he said. He has three Harris tweed sport coats he bought on sale for $21 each, an $80 espresso machine he found new at a garage sale for $2 and an imitation Eames chair bought for $289 a few years ago after four years of price-shopping. ''My wife and I don't believe in instant gratification,'' Mr. Biesdorf said.
+''The only really good buys today are free,'' said Dorothy Maloff, who wrote ''Ms. Pinchpenny's Book of Kitchen Management'' (Penguin, 1977) and ''Ms. Pinchpenny's Book of Interior Design'' (Harper & Row, 1979) under her maiden name Dorothy Parker. You find free things, explained the Connecticut cookbook editor and writer, ''by going to the dump or picking things off the sidewalk.''
+''I have never bought any article of decoration,'' she said. ''I always converted it from something else.'' When it comes to searching out a bargain, few New Yorkers can equal their Mayor, Edward I. Koch, who started off on his recent trip to Egypt by taking the subway to the airport. When he's not living in the official Gracie Mansion residence, he's at home in his $291.71-amonth rent-controlled apartment in Greenwich Village. ''I'll have to have some place to go back to after 12 years as Mayor,'' he said. ''And the city does not subsidize me. I pay every nickel myself.''
+He eats a lot of Chinese food - ''It's the best buy, you can get away for under $10'' - drinks Italian wine - ''in a restaurant French wine would be double the price'' - and patronizes a discount cheese store on Cornelia Street.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PENNY-PINCHERS+AND+INFLATION-WATCHERS+TELL+HOW+THEY+SAVE%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1981-02-18&volume=&issue=&spage=C.1&au=Blumenthal%2C+Ralph&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 18, 1981","To some shrewd supershoppers, potential bargains are everywhere. Heinz Biesdorf, professor of consumer economics at Cornell University's College of Human Ecology in Ithaca, N.Y., says he has never paid more than $14.99 for shoes - he waits for sales. He has found Polish-made shoes at $2.50 a pair and last summer in Detroit he picked up Bass snow boots for $11.98, reduced from $69. ''It was July but I was thinking snow,'' he said. He has three Harris tweed sport coats he bought on sale for $21 each, an $80 espresso machine he found new at a garage sale for $2 and an imitation Eames chair bought for $289 a few years ago after four years of price-shopping. ''My wife and I don't believe in instant gratification,'' Mr. Biesdorf said. ''The only really good buys today are free,'' said Dorothy Maloff, who wrote ''Ms. Pinchpenny's Book of Kitchen Management'' (Penguin, 1977) and ''Ms. Pinchpenny's Book of Interior Design'' (Harper & Row, 1979) under her maiden name Dorothy Parker. You find free things, explained the Connecticut cookbook editor and writer, ''by going to the dump or picking things off the sidewalk.'' ''I have never bought any article of decoration,'' she said. ''I always converted it from something else.'' When it comes to searching out a bargain, few New Yorkers can equal their Mayor, Edward I. Koch, who started off on his recent trip to Egypt by taking the subway to the airport. When he's not living in the official Gracie Mansion residence, he's at home in his $291.71-amonth rent-controlled apartment in Greenwich Village. ''I'll have to have some place to go back to after 12 years as Mayor,'' he said. ''And the city does not subsidize me. I pay every nickel myself.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Feb 1981: C.1.",11/15/17,"New York, N.Y.",,"Blumenthal, Ralph",New York Times Company,,Newspapers,424054086,"United States, New York, N.Y.",English,18-Feb-81,"FINANCES, PERSONAL; DIET AND NUTRITION; ELECTRIC APPLIANCES; TRAVEL, PERSONAL; INTERIOR DECORATION; APPAREL",New York Times,NEWSPAPER,,,,,,,
+"THE MIDDLE MANAGER, OPPRESSED","New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/middle-manager-oppressed/docview/424019219/se-2?accountid=14586,"H ENRY FORD, an American hero, was an immoral, unethical man who sought to use totalitarian methods to achieve what he believed were good ends. Ford was so certain of his own unique claim on the understanding of virtue that he sent company investigators to the homes of his workers to determine whether they were living properly. Those whose standards of morality, cleanliness, child rearing, etc., did not conform to Ford's were advised to change their ways or be dismissed. His customers were all to drive Ford automobiles of the same size, style, and color, a principle Hitler embraced when he asked Porsche to design the Volkswagen.
+The great entrepreneurs of the late 19th and early 20th centuries, risen form mere mortals to industrialists, shared much of Ford's vision of his role among men. Calvinism gave them leave to adopt the leader principle: their very success proved them the elect of God and man, they had to carry out their mandate. If nothing else, generosity demanded that they make men over in their own image. They might have made greater efforts in that area if the rationalization of work had not been more interesting and more profitable than the rationalization of men.
+In Germany, Russia and China, another point of view, not so much opposite as different in the ordering of priorities, led to totalitarianism: the rationalization of men took precedence over the rationalization of work.
+Rationalization of work peaked some time ago in America; little more remains to be accomplished, automation having superseded mere rationalization of tasks; the new goal has become the rationalization of man. To that end business and government have begun to use the methods of totalitarianism, which will no doubt come as a surprise to them, for it is not their intention. Nevertheless, they have, however unwittingly, adopted the methods of totalitarianism.
+It will not be difficult for anyone who has spent some years in business at the middle management level to recognize the methods involved.
+A WEEK before he was scheduled to testify before the Subcommittee on the Environment, he received a memo from the chairman of the board. it said: ''As our chief of engineering you are the man in this corporation most qualified to testify on the practicality in terms of cost/benefit and the technological feasibility of meeting the proposed standards for stationary sources of pollution as they affect our industry. Your testimony must be clear, honest, and with regard for the public interest. My only cautionary advice is to remind you that you will be speaking to a group of laymen. You will have to explain basic concepts in chemistry, physics and mechanics if you are to succeed in communicating your position to them. Good luck.''
+Since there was no comment on his draft testimony, he went ahead with the second draft, polishing the grammar, adding explanatory passages, and comparing his figures to those his staff had been working up for him. He broke his conclusion into five simple points, winding up by saying that the standards could be met without irreparable damage to the domestic industry, although with some added inflationary pressure due to the cost pass-through.
+The day before he was to leave for Washington he received a draft of a speech the chairman was to deliver the following week to an industry conference in New Orleans. In his speech the chairman planned to say:
+''Sometimes I wonder who those people in Washington are working for. The proposed standards for emissions will literally strangle this industry. What are we doing in this country? We are forcing up the prices of our own goods, giving every advantage to our foreign competitors, putting our own people out of work, destroying the value of our own currency, hurting our own poor and aged people by destroying their fixed incomes with inflationary regulations.
+''Ladies and gentlemen, there is an old song the union organizers used to bring the people together in our very industry. I say we have the need to use those very words now to speak to the government in Washington. I say we have to shout and sing and write those words to them until the message gets through. And we have to do it fast before we give this country away to foreign nations. Join me in asking those people in Washington: 'Whose side are you on?'''
+The chief of engineering read over the chairman's speech several times. He felt a tightness in his chest, as if he were having stomach trouble again or suffering from flu. He telephoned the chairman's office and was told that the chairman was out of town until the beginning of the following week. He attached a copy of his testimony to the speech and sent it back to the chairman's assistant with a note asking him to consider the discrepancies. There was a history of heart disease in his family. He thought about his pension. There was time before he went to Washington. The figures could be re-examined, the data could be reinterpreted. But the chairman had read his testimony. There had been no comment.
+T O maintain perfect control of an organization success must reflect on the leader and failure must reflect on those who are led. Any other arrangement jeopardizes the position of the leader. To accomplish this security of leadership both business and government use a totalitarian tactic: the issuing of orders that are both arbitrary and equivocal. When members of the organization fail in their tasks, they can be criticized for misinterpretation of orders or failure to carry out orders; when they succeed, they can be said to have correctly carried out the directives of the leader.
+History holds innumerable examples. Montesquieu spoke of Rome: ''On occasion they took advantage of their language's subtlety. They destroyed Carthage, saying that they had promised to preserve the state, but not the city.'' Hitler was able to give contradictory orders about practically anything, including his own role as leader, which he revised in a late edition of ''Mein Kampf.'' Arendt describes the Nazi ''language rule'' as ''a code name; it meant what in ordinary language would be called a lie.''
+Business uses the tactic to defend the corporation itself, which never admits to error. Since the orders are arbitrary, the freedom of the middle manager or technician is abolished.
+The moral disruption of living inside a puzzle that cannot be solved leaves men with no choice but to exist as things, without the power to initiate action, unable to think of the meaning of action. They learn to love beefsteaks and shrimp cocktails more than they love freedom. They are as docile as oxen, taking their comfort in the yoke and the prod. --------------------------------------------------------------------- The above was excerpted from ''The Oppressed Middle: Politics of Middle Management'' to be published in February by Anchor Press/Doubleday. Earl Shorris is also the author of ''Under the Fifth Sun,'' Delacorte.
+Illustration Cartoon of a manager",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MIDDLE+MANAGER%2C+OPPRESSED&title=New+York+Times&issn=03624331&date=1980-12-28&volume=&issue=&spage=A.3&au=SHORRIS%2C+%2C+EARL&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1980","''Ladies and gentlemen, there is an old song the union organizers used to bring the people together in our very industry. I say we have the need to use those very words now to speak to the government in Washington. I say we have to shout and sing and write those words to them until the message gets through. And we have to do it fast before we give this country away to foreign nations. Join me in asking those people in Washington: 'Whose side are you on?''' History holds innumerable examples. Montesquieu spoke of Rome: ''On occasion they took advantage of their language's subtlety. They destroyed Carthage, saying that they had promised to preserve the state, but not the city.'' [Hitler] was able to give contradictory orders about practically anything, including his own role as leader, which he revised in a late edition of ''Mein Kampf.'' Arendt describes the Nazi ''language rule'' as ''a code name; it meant what in ordinary language would be called a lie.'' The moral disruption of living inside a puzzle that cannot be solved leaves men with no choice but to exist as things, without the power to initiate action, unable to think of the meaning of action. They learn to love beefsteaks and shrimp cocktails more than they love freedom. They are as docile as oxen, taking their comfort in the yoke and the prod. --------------------------------------------------------------------- The above was excerpted from ''The Oppressed Middle: Politics of Middle Management'' to be published in February by Anchor Press/Doubleday. Earl Shorris is also the author of ''Under the Fifth Sun,'' Delacorte.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1980: A.3.",11/15/17,"New York, N.Y.",,"SHORRIS, , EARL",New York Times Company,,Newspapers,424019219,"United States, New York, N.Y.",English,28-Dec-80,,New York Times,NEWSPAPER,,,,,,,
+METRO' MAY NOT SAVE BL LTD.,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/metro-may-not-save-bl-ltd/docview/424013144/se-2?accountid=14586,"Special to The New York Times
+It has been called the last great hope of the British car i ndustry, and one month after its debut, British Leyland's Met ro is doing very well, climbing to third best-selling car in Britai n this week - ahead of its chief competitor, Ford's Fiesta.
+But behind the euphoria about what the Metro may do for Britain's beleaguered auto industry, a feeling shared by the Government, BL Ltd. dealers and its management, there is the somber recognition that this new car alone cannot bring salvation. It can only buy time for a company verging on economic disaster, everyone agrees.
+It's a great car, but in world terms it is insignificant,'' said Mel Nichols, editor of Car, a mass-circulation monthly magazine. ''The Metro is worth more to BL as an internal morale booster. Overseas it may help BL's image as a car maker, but that's about it.''
+BL, the Government-owned auto maker, is one of Europe's weakest. Last year its share of the 1.7 million cars sold in this country slipped to a poor 17 percent. The Ford Motor Company, by contrast, has 32 percent. BL is now struggling against competition from European, American and Japanese cars to get back to 24 percent of the market,
+Heavy Losses in First Half
+In the first six months of this year, BL lost $372 million; by year-end it expects to lose more. Since it came into existence in 1968, through the the merger of British Motor Holdings and the Leyland Motor Corporation, it has been plagued by poor productivity and labor problems. Outdated factories, too many workers, expensive salary settlements and a lack of genuinely new models have contributed to the loss of credibility and made it the butt of jokes in Britain's industrial circles.
+BL management agrees that the success of the Metro is a stopgap to regain public acceptance for its cars and that it also provides grounds to ask for further Government help - $2 billion through 1983 - to develop other new models by the mid-1980's.
+''We don't see ourselves being profitable before 1983,'' said Murray Loake, BL's corporate communications executive. ''The Metro is the test as to whether BL will remain a mass producer of cars.''
+The Metro, which arrived at dealers' showrooms on Oct. 14, was born of an assembly line operated by robots and other modern miracles of automation, the most revolutionary development for the worn-down British car industry since BL produced its famous Mini 21 years ago. The attractive car is the result of three years' planning and an investment of $660 million to modernize car making in this country.
+A roomy, energy-efficient vehicle, it is BL's first attempt to put what industry analysts say is a truly competitive small family car on the British market, something in the same class as Italy's Fiat 127, France's Renault 5, and Ford's Fiesta, all of which have been available to British car buyers for a number of years.
+''We have been waiting a long time for this car to come,'' said Karge Zoha, a dealer at the Stratstone Ltd. agency in London. ''It has had a fantastic response.''
+Competitive With Other Models
+Although BL's boast that the car travels 83 miles to the gallon is questionable, the Metro does offer a remarkable saving on fuel bills to its buyers, and at a basic price for its five models ranging from the equivalent of $7,200 to $10,320, it is competitive with other small models sold in Britain.
+Auto industry analysts here say this is not enough. They also say the Metro is too late. It is, they say, too expensive to compete as an export abroad, particularly since the value of sterling is high against other currencies. It is also a small car, and big car companies do not make their profits by selling small cars, they say, but by selling a varied range of automobiles. BL's other models, like the luxury Jaguar and the midsize Maxi, have long fallen behind their competitors in pricing, service, reputation and availability.
+''I think what the Metro will do for BL is to buy them time for their new projects,'' said Robert Pringle, an industry analyst with Hoare Govett, the London brokerage house. ''With the good reception, the Government is not likely to hold back the money.''
+One of the worst fears of BL's management is continued disruption of production by strikes. Last Tuesday the company narrowly escaped a potentially devastating one when shop stewards reluctantly voted to accept a modest 6.8 percent increase in annual wages for the 70,000 hourly paid workers who make up the bulk of the BL car division. The company had threatened to shut down all 34 BL factories and dismiss most of the workers if the offer was not accepted.
+Management and workers alike agreed that a strike would have haltedthe momentum of Metro sales and killed any hope of obtaining the Government su bsidies that BL needs to become a viable company.
+The new projects for which BL is asking the Government to advance $2 billion include bringing out two new models. One is the Bounty, a midsize car produced jointly with Japan's Honda, due by next summer. The other, code-named LC-10, is a purely British product to compete with Ford's Escort and the Volkswagen Golf, the German version of the Rabbit; it is scheduled for late 1982. Together, it is hoped, the Bounty and the LC-10 will put BL back on the world car map.
+Exports Appear Unlikely
+These two models, also produced with highly efficient technology, are seen by analysts as the beginning of profitability. Depending on their success, BL may become profitable by 1984. For now, the company's only new model is the Metro; the re st of its line is composed of the same models that have slipped behind their competition over the years.
+Mr. Nichols of Car magazine and other analysts agree that the chances of turning the Metro into a big export item are slim. BL's overseas dealer network has been severely depleted over the past five years, and it does not have the necessary scope to respond to export demand, should it materialize.
+The company now produces 2,500 cars a week, or about 125,000 cars a year. BL would have to export as many as 300,000 Metros overseas to make a significant profit on the basis of the economies of scale, analysts say.
+Illustration Photo of the new BL Ltd.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=METRO%27+MAY+NOT+SAVE+BL+LTD.&title=New+York+Times&issn=03624331&date=1980-11-21&volume=&issue=&spage=D.1&au=Ibrahim%2C+Youssef+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 21, 1980","It's a great car, but in world terms it is insignificant,'' said Mel Nichols, editor of Car, a mass-circulation monthly magazine. ''The Metro is worth more to BL as an internal morale booster. Overseas it may help BL's image as a car maker, but that's about it.'' ''We don't see ourselves being profitable before 1983,'' said Murray Loake, BL's corporate communications executive. ''The Metro is the test as to whether BL will remain a mass producer of cars.'' ''I think what the Metro will do for BL is to buy them time for their new projects,'' said Robert Pringle, an industry analyst with Hoare Govett, the London brokerage house. ''With the good reception, the Government is not likely to hold back the money.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Nov 1980: D.1.",11/15/17,"New York, N.Y.",GREAT BRITAIN,"Ibrahim, Youssef M",New York Times Company,,Newspapers,424013144,"United States, New York, N.Y.",English,21-Nov-80,"AUTOMOBILES; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+THE MENACE OF MICROELECTRONICS,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/menace-microelectronics/docview/423998836/se-2?accountid=14586,"T HE development of microelectronics is coming to fruition at a time of sluggish economic growth and record postwar levels of unemployment in many Western industrial countries. This gloomy economic environment makes the technology at once promising and threatening.
+On the one hand, it offers the prospect of enhanced productivity and the chance to revitalize some economic activities. But it also threatens to aggravate unemployment in some industries and to reinforce the structural divisions that have been growing in the industrial countries.
+Microelectronics is the technology that began with the transistor and came of age with the integrated circuit, the very small semiconductor devices now used in everything from digital watches to computers to automation machinery on the factory floor. In many respects, the development and application of microelectronics brings into focus the issues that surround the so-called reindustrialization policies being pursued by several Western governments.
+At the heart of those policies is an attempt to increase productivity by stimulating high-technology industries that offer prospects for rapid growth and long-term economic success.
+Since the electronics industry is one of the leading growth areas in an otherwise flaccid global economy, it has naturally come to the fore in discussions of reindustrialization. The hope is that microelectronics will be able to overcome some of the constraints on productivity growth that have emerged in virtually every country.
+In part, the attention being lavished on microelectronics - and the government funds being poured into its development - are a response to international economic pressures. In an interdependent world economy, governments have little choice but to insure that their high-technology industries are in good health.
+If the implications are sobering for the advanced industrial countries, they are even more alarming for countries that barely have one foot on the industrial ladder. The microelectronic revolution adds a new factor to international competition that could make it more and more difficult for poor countries to close the technological gap.
+There are two dimensions to the international race. The first is the competition to stay in the vanguard of the technology of constructing integrated circuits. In this race, the United States holds a commanding position; Japan is rapidly moving to the fore in some areas, but European countries lag.
+The benefits of keeping abreast of the technology are in one sense obvious -there is a $10 billion global market in microelectronic devices. But there are also hidden advantages in the crossfertilization between designers and users of microelectronics.
+More important, however, is the competition to use microelectronics in goods and industrial processes, for this is where the chief economic benefits lie. The experience of the American automobile industry in failing to adopt front-wheel drive and other energysaving technologies provides a painful reminder of how severe the economic penalties of technological backwardness can be.
+These pressures, both political and commercial, make it inevitable that microelectronics will be developed and applied as swiftly as possible.
+But the efforts to push the technology have so far not been matched by policies to deal with its potential negative side effects. The nostalgic hope seems to be that microelectronics, along with other high-technology industries, will lead the way back to the golden days of the postwar era, when the world economy expanded at a rate that provided high demand that in turn created millions of new jobs. Such a development is at best unlikely.
+Virtually every recent study of world economic prospects has concluded that the global economy faces a period of slow and uncertain growth, given rising energy costs, concern over environmental degradation, the use of restrictive monetarist policies to dampen inflation and growing protectionism.
+T HE development and application of microelectronics and other technologies will help to stimulate growth in some areas, but it will do little to remove the underlying causes of sluggish economic growth.
+The transition thus requires policies both to deal with technological unemployment and to support high-technology industries. Simply hoping unemployment will disappear in the white heat of technological revolution does not constitute a viable employment policy.
+Most of the needed programs - industrial retraining, creation of jobs in depressed areas, support for community development and labor-intensive programs such as energy conservation and the development of solar energy - are already topics of intense debate. All are needed to tackle the high levels of unemployment, with or without the microelectronic revolution. But the special problems posed by microelectronics also call for some special responses.
+First, there is a need for advance warning, consultation and retraining of displaced workers when the new technologies are introduced. Whatever the ultimate benefits of microelectronics, it is clear that there will be serious upheavals in industries where jobs are automated and workers face layoffs.
+In the past few years, trade union councils in several European countries have begun to negotiate technology agreements with employers' groups. These can provide useful guidelines for negotiations over the introduction of new technology into local plants.
+But for workers who face the prospect of technological unemployment, retraining is essential. More concerted action by both government and industry is needed.
+Finally, if the widespread use of microelectronics does usher in a period of ''jobless growth,'' attention must be given to new ways to distribute the benefits. These have traditionally trickled down through higher wages, expansion in the number of jobs and use of tax revenues to support unemployment benefits, pensions and other social programs.
+The time may have come to consider how to share work in a highproductivity economy. Proposals to reduce the number of work hours have been raised in negotiations by several European trade unions. A few American unions, which have long resisted such notions, have begun to follow suit. Industry groups have, however, generally opposed these proposals.
+Microelectronic technology promises an array of benefits, and the electronic age is already well under way. As it progresses during the last two decades of the 20th century, it will lead to improvements in productivity in factories and offices, changes in the way information is processed, stored and communicated and alterations in the content of many jobs. Like all major technological changes, the transition to microelectronics will raise difficult political issues, among which the impact on jobs and employment is the most prominent.
+A combination of revitalized employment policies, greater industrial democracy and new ways of distributing both the hours of work and the fruits of technological change are essential if the benefits of the microelectronic revolution are to be equitably shared. --------------------------------------------------------------------- Colin Norman is a researcher for the Worldwatch Institute. The article is adapted from a study published yesterday by the institute.
+Illustration photo of microelectronic components",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MENACE+OF+MICROELECTRONICS&title=New+York+Times&issn=03624331&date=1980-10-05&volume=&issue=&spage=A.3&au=Norman%2C+Colin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 5, 1980","The transition thus requires policies both to deal with technological unemployment and to support high-technology industries. Simply hoping unemployment will disappear in the white heat of technological revolution does not constitute a viable employment policy. Finally, if the widespread use of microelectronics does usher in a period of ''jobless growth,'' attention must be given to new ways to distribute the benefits. These have traditionally trickled down through higher wages, expansion in the number of jobs and use of tax revenues to support unemployment benefits, pensions and other social programs. Microelectronic technology promises an array of benefits, and the electronic age is already well under way. As it progresses during the last two decades of the 20th century, it will lead to improvements in productivity in factories and offices, changes in the way information is processed, stored and communicated and alterations in the content of many jobs. Like all major technological changes, the transition to microelectronics will raise difficult political issues, among which the impact on jobs and employment is the most prominent.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Oct 1980: A.3.",11/15/17,"New York, N.Y.",,"Norman, Colin",New York Times Company,,Newspapers,423998836,"United States, New York, N.Y.",English,5-Oct-80,,New York Times,NEWSPAPER,,,,,,,
+LONG ISLAND JOURNAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/long-island-journal/docview/423946754/se-2?accountid=14586,"IT was just over a year ago that CTI-Container Transport International Inc., the White Plains-based container-leasing company, completed a $125 million deal with China to build that nation's first marine-container factory in Canton. The plant is nearly completed, company officials report, and it has already become something of a local attraction.
+Members of a Chinese delegation who arrived here last week to learn details of container-related industry reported that school groups, visitors to Canton and Government officials were being taken through the plant to see one of the first examples of China's ''four modernizations'' announced in 1978: agriculture, industry, defense and science and technology.
+Jerome J. Sullivan, a spokesman for CTI, which is one of the world's largest container-leasing companies, said the first container, a prototype, would be built next month, and that fullscale production would begin in September. CTI has exclusive rights to purchase the first five years' output of 50,000 containers.
+The project apparently represents one of the first and possibly the largest compensation trade agreement since relations between the United States and China were normalized last year. Mr. Sullivan said that the National Council for U.S.-China Trade reported that the CTI-Canton pact had become ''one of the few agreements announced in 1979 that have actually been carried out.''
+The seven-member Chinese factory-management delegation arrived Monday night after a 22-hour flight from Canton. Its members were installed in Stouffer's Inn and then spent all day at CTI's offices on Hamilton Avenue before touring container-port facilities at Port Elizabeth, N.J.; the State University of New York Maritime College at Fort Schuyler, which has a container program, and the Sun Shipbuilding and Dry Dock Company in Chester, Pa., which builds container ships.
+Their three-week tour will take them to the Middle West for a look at automated production lines, and finally to Japan, to view similar shipbuilding and automation techniques. Everything for the Canton factory was imported, mostly from the United States, Mr. Sullivan said, so the plant managers are interested in seeing how their equipment works in similar facilities in the West.
+The demand for containers, meanwhile, seems to remain strong, despite the economic downturn in this country. ''It's an interesting situation,'' Mr. Sullivan said. ''We found that when our economy receded a bit, the demand for U.S. goods increased - we became a bargain - and trade out of American ports went up. When the economy goes bad in one place, the slack is taken up elsewhere.''
+The Canton factory, local officials said, will employ roughly 550 workers, many of them women. The plant will also have a day-care center. Forty percent of the welders, the Chinese reported, are women.
+The scene was Somers, the front steps of the state police barracks. Captain Francis DeFrancesca, Chief of the Bureau of Criminal Investigation, @Robert Lowell, Chief Investigator, and District Attorney Carl A. Vergari were answering reporters' questions last Tuesday on the arrest of two residents of Lincoln Hall for the murder of Eleanor R. Prouty, the retired Reader's Digest editor.
+It was a familiar routine, with reporters and television teams from local and city news organizations eliciting information, fact by fact. Ask the wrong question; get nothing. Ask the right question; get the key to the story.
+Q: Did either of these boys ever work with the Proutys? A: No.Q. Did the Proutys know them at all? A: No. Q. Was there a program at Lincoln Hall that had kids working at the Proutys'? A: Yes, Mrs. Prouty for the past 15 years had youths from Lincoln Hall working in her home. In fact, she was so well liked by many of the youths that they gave us the initial information that led to the apprehension of these two.
+Finally, it came time for the spelling of names, another ritual. Each investigator was identified, and then a reporter unfamiliar with Westchester turned to Mr. Vergari and asked him who he was.
+''I'm Carl Vergari,'' he said, ''V-E-R-G-A-R-I, since 1897, District Attorney of Westchester County.'' He smiled wearily.
+Beginning tomorrow you can call a special number at the Westchester County Medical Center and listen to any of more than 200 taperecorded ''health messages'' on a variety of medical topics.
+There are tapes about cancer, birth control for men and women, abortion, dental health, first aid, physical fitness, plastic surgery, pregnancy, smoking, respiratory and skin disorders, alcoholism, eye care and hearing.
+Subjects involving children include lockjaw, thumb sucking, teething, poisons in the home, care of the newborn, tonsillectomy, mumps, measles and chickenpox.
+The tapes, which run from three to five minutes, are not designed to provide a diagnosis or to substitute for a doctor's advice. Called Tel-Med, the program began at the San Bernardino Medical Society in California. The medical center is the only facility in Westchester licensed by Tel-Med to offer it. The equipment, which can handle 15 calls simultaneously, was purchased with a $24,000 gift from the medical center's auxiliary.
+Ann Hodge, president of the auxiliary, said she was pleased about the privacy the system of tapes offered. ''We all know that children and teenagers have medical questions about which they are embarrassed or afraid to ask their parents or doctors,'' she said. ''Instead of remaining in ignorance or getting erroneous information from their friends, the tapes will give them accurate information on these health problems.''
+After opening ceremonies tomorrow, the program, staffed by volunteers, will operate regularly Monday through Friday from 10 A.M. to 3 P.M. and from 7 to 9 P.M. The number is 347-4953.
+Illustration PHOTO OF PANAMANIANS",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LONG+ISLAND+JOURNAL&title=New+York+Times&issn=03624331&date=1980-07-13&volume=&issue=&spage=&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 13, 1980","The demand for containers, meanwhile, seems to remain strong, despite the economic downturn in this country. ''It's an interesting situation,'' Mr. [Jerome J. Sullivan] said. ''We found that when our economy receded a bit, the demand for U.S. goods increased - we became a bargain - and trade out of American ports went up. When the economy goes bad in one place, the slack is taken up elsewhere.'' ''I'm [Carl A. Vergari],'' he said, ''V-E-R-G-A-R-I, since 1897, District Attorney of Westchester County.'' He smiled wearily. Ann Hodge, president of the auxiliary, said she was pleased about the privacy the system of tapes offered. ''We all know that children and teenagers have medical questions about which they are embarrassed or afraid to ask their parents or doctors,'' she said. ''Instead of remaining in ignorance or getting erroneous information from their friends, the tapes will give them accurate information on these health problems.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 July 1980: n/a.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423946754,"United States, New York, N.Y.",English,13-Jul-80,,New York Times,NEWSPAPER,,,,,,,
+The End of the Line as They Know It,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/end-line-as-they-know/docview/433574983/se-2?accountid=14586,"TALK to Kenneth Doolittle about General Motors, where he once supervised a team of assembly line workers, and he readily speaks with pride about his job and the self-esteem it provided. ''I loved all of it -- the people, the work,'' he says. ''I was in a position finally where people listened to me when I spoke. I wasn't just a Joe-Nobody. I contributed.''
+Talk to Mr. Doolittle a little longer and he gradually describes why he decided to take a buyout from G.M. -- joining more than 80,000 Big Three employees in the largest exodus of workers from a single American industry in decades.
+After G.M. shuttered the plant where Mr. Doolittle worked, it offered him a job back on the assembly line at another factory, an offer he pondered in silent humiliation. At 54, he considers himself ''mentally not ready to retire,'' but his union contract, and G.M.'s woes, required him to return to the assembly line and forfeit the higher rank he had worked years to secure.
+So he decided to leave. ''I did not want to start over,'' he said, ''not after 33 1/2 years.''
+The exodus that Mr. Doolittle is joining is voluntary. Some have changed their minds. More than 3,000 workers who signed up over the last year to leave Ford and G.M. subsequently decided to stay. These are, after all, the highest-paying blue-collar jobs left in America. Even so, workers are departing from the auto industry en masse, escaping -- as they put it in interviews -- increasingly difficult working conditions at companies they fear will desert them.
+As the workers depart in greater numbers than either their union or their employers anticipated, the exodus becomes more than a long ledger of altered lives. It is an accounting, of course, but an accounting of the most personal and poignant sort. Communities are fragmenting, families are relocating, and years of individual choices tethered to the notion of a certain kind of job in a certain kind of place are giving way to uncertainty, regret and loss of control.
+''The question is, Are we seeing a final end to what we have called blue-collar aristocracy?'' asks Sheldon H. Danziger, a public policy researcher at the University of Michigan in Ann Arbor. ''Big Steel is gone, coal is gone, shipbuilding is gone -- all the big industrial unions are gone or going, except the auto workers. These are the people who had the strongest ability to fight, and now they seem to be giving up the struggle.''
+The reasons auto workers give for embracing buyouts are almost as numerous as the 18 workers interviewed for this article. Some have already departed from G.M., the first of the Big Three to offer the buyouts, and others are soon to depart from the Ford Motor Company and DaimlerChrysler. Many who left or are leaving were eligible for retirement, having already worked the necessary 30 years. Others have accepted lump-sum payments, often in the six figures, to start over again. Indeed, the voluntary nature of this exodus has made it seem softer or less apparent than the upheavals that have greeted mass layoffs in other industries.
+But the common thread running through all of the interviews is that working conditions and benefits, which had become steadily better through the 1970s and even in the 1990s, were unmistakably in decline -- and the future unpredictable.
+Mr. Doolittle, a stocky man with a narrow mustache, joined G.M. on the assembly line in Lansing in 1973 and rose to become a leader of one of the Japanese-style work teams that first became fashionable in the American auto industry in the 1980s. By 2005, he was a ''team build coordinator'' with authority over several groups whose job it was to transfer engines from a conveyor into cars, bolt them into place and attach skeins of wires as the cars moved down an assembly line.
+When G.M. decided to close his plant in 2005, Mr. Doolittle's seniority gave him every right to transfer to a much newer factory right next door, where G.M. is building a popular Cadillac sedan and is likely to do so for as long as Mr. Doolittle might have wanted a job. But he balked because of the change in stature that would accompany the switch.
+Since his departure last year, he has struggled to occupy his time. Divorced, with four grown children, he divides his days between an apartment in Lansing and a trailer parked on a small lakefront plot that he owns north of the city. He has typed out on a laptop three novels ''about my life experience.'' And to make up some of his lost income -- his $36,000 pension is 60 percent of his old pay -- he works 20 hours a week, at $10 an hour, doing maintenance at Sears stores.
+''That is just enough to keep me from watching Jerry Springer every day,'' he said. ''I don't want to sit in front of a TV; I'm too young for that.''
+STARTING two years ago, the Big Three announced their intention to shed tens of thousands of workers by 2008. The buyouts, negotiated with the United Automobile Workers, are an attempt to orchestrate a huge downsizing in a kindlier, more orderly manner. The offers hold out a variety of subsidies, with the announced goal to tide people over as they make the transition to other jobs and lives.
+Ford Motor in particular has told its younger employees, through a series of job fairs, that good incomes await them in other industries, especially if they avail themselves of one of the tuition subsidies that Ford offers as a buyout option. Ford also offers departing employees a six-figure lump-sum payment, which experts at the job fairs suggest could be used to start a small business or to buy into a franchise.
+Joe W. Laymon, Ford's vice president for corporate human resources and labor affairs, says his company has successfully used the job fairs to inform workers about opportunities and good pay elsewhere. On a more ominous note, however, he is quick to add that Ford has no other choice but to lay off or buy out workers if the company hopes to remain competitive.
+''We believe that the Ford Motor Company will be a viable, profitable entity going forward,'' Mr. Laymon says. ''To get from where we are today to that viable, profitable entity, we will reduce the number of employees working at Ford. Now, we can do it with an involuntary action or we can do it with a combination of voluntary actions and involuntary actions.''
+Across America, more than 30 million people have been forced out of jobs since the early 1980s, the Bureau of Labor Statistics reports, and regaining lost incomes has not been easy. Nearly 50 million new jobs have been created over that same period, according to the bureau, so there are always new opportunities but more often than not at lower pay. Among those who have lost work, only a third held new jobs two years later that paid as well as those that were lost, according to the bureau's surveys of displaced workers. Another third of those displaced were in jobs that paid, on average, 15 to 20 percent less than their previous employment -- while the final third had dropped out of the labor force entirely.
+The Census Bureau reported a jump in net migration out of Michigan last year: some 42,300 people left, up from 29,700 in 2005. That was far and away the largest outflow from the state since 1984, during the Rust Belt crisis, census data show. In some Michigan neighborhoods that have been home to auto workers, houses are now selling for less than the prices of some of the vehicles rolling off of assembly lines in Detroit, Dearborn, Lansing and elsewhere in the state. While no statistical evidence currently links the buyouts and the migration, Michigan state officials are responding as if that were the case. Gov. Jennifer M. Granholm is promising publicly financed college scholarships for all high school graduates, and she is expanding retraining programs for idled workers. ''People who had auto manufacturing in the DNA of their families for several generations,'' she says, ''are all of a sudden finding the rug pulled out from under them.''
+The exodus is reminiscent of the Dust Bowl migration from the prairie states in the 1930s, when unemployed farmers gave up and trekked west to California. The Dust Bowl migration, on its face, was much more brutal -- the number of displaced Okies, as they were called, was far greater than the current number of departing auto workers, and there were not corporate and public subsidies at the time to soften the hardship.
+''The Okies did not know whether they would get to their destination before they starved to death,'' said Daniel Luria, an economist at the Michigan Manufacturing Technology Center. ''The labor market prospects for the auto workers are not good, but they have assets. They are not in danger of immediately falling into poverty.''
+Still, for all their greater means, the auto workers talk of a similar jarring sense of dislocation. The World War II economy eventually lifted the Okies to prosperity, and the buyouts may be the first step in achieving the same result for auto workers, though their fate will not be known for quite a while.
+Unionized auto workers can boast of annual wages of $60,000, built on a 40-hour work week that pays $28 or more an hour. Overtime pay helps swell wages to $80,000 or more, but overtime is steadily disappearing as the Big Three's market share declines in the post-S.U.V. era. At the same time, getting off the assembly line, with its grueling pace and mental and emotional fatigue, has become more difficult. Rising seniority once meant transfers after 10 or 15 years to easier tasks such as building seats or moving materials as a forklift driver. Many of these off-the-line jobs have been outsourced.
+Skilled auto workers -- electricians, millwrights, tool makers -- are similarly disheartened. Their skills have been hollowed out, they say. Instead of taking apart and repairing a machine's gearbox, for example, they are limited to swapping out the damaged box for a spare. The damaged box goes for repair to an outside contractor employing less expensive labor.
+Beyond all of these specific complaints, auto workers say they fear the future. Plant closings have sown uncertainty. Some auto workers who accepted buyouts explained that they did so to lock in pensions and retiree health benefits. But they worry that these benefits may be bargained away for future retirees in contract negotiations that begin this summer.
+Younger workers, as a result, often say they see themselves as having no choice but to bail out. They have grabbed at generous college tuition payments or lump-sum payments as a bridge to what they hope will be, if not better lives, then incomes that someday will at least equal those they earned as auto workers.
+JEFFREY VITALE, 39, is in this camp. He is considering a $100,000 buyout from DaimlerChrysler as part of a package that the automaker is just now putting on the table; it was the last of the Big Three to make such an offer.
+''Don't get me wrong,'' Mr. Vitale says. ''It is going to be hard financially to leave.''
+Like many younger auto workers, he has gone to college. He was on his way to becoming a public school teacher when he dropped out in the late 1980s, against his father's wishes, to become a carpenter. ''It was hard to tell a 21-year-old making $75,000 a year that you needed a college education to get a job,'' Mr. Vitale recalls.
+A decade ago, he left carpentry and went to work for Chrysler at the Jefferson North assembly plant in Detroit. As a skilled millwright, his $31 an hour often brought in $80,000 a year or more, with overtime. ''I was content,'' he says. ''I was bringing home a steady, good paycheck.'' He married six years ago and he and his wife, a dance instructor, have a 3-year-old son.
+Then disillusionment crept in. Mr. Vitale found himself stuck on the second shift, working afternoon and evening hours, unable to spend much time with his family. Periodic layoffs of less-senior workers have kept him close to the bottom of the seniority ladder, which means that he has not been able to qualify for the more desirable day shift.
+The outsourcing of skilled work -- in his case, maintenance of conveyors and machinery -- also grates. ''I think they will build cars in this plant for a long time,'' he says, ''but they won't utilize in-house skills as they have in the past.''
+Two years ago, he was injured. A Jeep he was helping to push back onto a conveyor slipped off and pinned him. He spent 10 months at home convalescing from shoulder injuries that required two operations.
+''That is when I realized I did not want to come back to the factory,'' Mr. Vitale says. ''I checked out my college transcript; I needed seven more courses, 21 credits, for a bachelor's degree, and I've been doing the course work online.''
+He expects to graduate in December, qualified to work as a physical therapist, a profession not likely to pay as much as he now earns, and certainly not with the same benefits. For that reason, he hesitates to leave, but the Chrysler buyout proposals include, in his case, six months of health insurance on top of a $100,000 payment.
+''I'm halfway decided to take the money and go,'' he says. ''I'll be 40 in November. Do I wait until they cut my pay in half and there is no buyout? Or they decide they don't need so many millwrights in the plant, and they let me go? They have 136 now, down from 280 ten years ago.''
+FOR her part, Leann Bies, 48, an electrician at the Ford truck plant in Dearborn, says that accepting a buyout means she will finally have a summer off. ''There comes a point in time when you want to leave,'' she says.
+With 29 years of service, one shy of the 30 needed to retire, she qualifies for a buyout that allows her to stay home that last year while collecting 85 percent of her pay, which is $31 an hour or $65,000 annually. She then segues into a normal $36,000 pension as well as retiree health insurance, both nominally insulated from any chipping away that might take place in pending contract negotiations.
+In a future job, if she takes one, she won't even try to match her Ford salary, she says. She does not need to. Her husband continues to work at a G.M. plant. Their mortgage is paid off. The last two of her three children are in their final college years. And as an electrician with a state license, Ms. Bies says she can get work in her trade if need be.
+Or she could take an office job. While at Ford, she earned a bachelor's degree in business leadership during her spare time. Ford paid her tuition under a program the U.A.W. negotiated. ''I am young enough to pursue another career if I choose to do so,'' she says.
+But for all of her creature comforts, Ms. Bies is angry about what she calls shoddy treatment in recent years. ''The management of this plant is very disrespectful,'' she says.
+The truck plant, a state-of-the-art operation, produces the still-popular F150 pickup, and there is constant pressure to keep the line moving. ''I came into this plant in 2003 and for two years they treated me as if I were dumber than a box of rocks,'' she says. ''You get an attitude if you are treated that way. It is an important part of my decision to leave.''
+Yet it is only after departing that some auto workers realize what they have lost. Andrew J. Vigliano, 63, is one. He worked 44 years for G.M. in Lansing, mostly on the assembly line, and he still has the wiry body of a younger man. His factory closed last year, and rather than transfer to another plant, he took a $35,000 incentive to retire.
+''I was kind of tired of working,'' he says. ''But if you want my true opinion, if I had it to do over again, I would have stayed. I miss the people I worked with every day. Suddenly you cut that right off.'' As the buyouts continue, some auto workers have turned to jobs that were once hobbies or sidelines to replace lost income: repairing gutters, landscaping, serving as full-time pastors or working as real estate brokers, plumbers and electricians.
+Mark Strong, 48, a stocky six-footer, his long graying hair pulled back in a ponytail, went on such a route. A decade ago, he and his brother, Tim, started a small machine shop, first in the garages of their homes in Mason, just south of Lansing, and then in an industrial park, in a small hangar-like building that Mark had constructed.
+The venture, Strong Products, has struggled. Tim, 47, a machinist, worked at the shop full time while Mark worked there during time off from his job at G.M., which he joined in 1976. When his plant closed in 2005, he elected to transfer to another plant in Lansing, then still under construction. While he waited for the plant to open, he furloughed himself from G.M. and focused on his machine shop. ''I could see then, working full time, that we could grow the business,'' he said, ''and we have.''
+Their operation now includes several computerized cutting machines, bought on credit, and several employees. Still, with gross revenue of only $200,000 a year, and debts more than double that amount, there is little income left for the brothers. Tim, with a wife and children, draws a salary. Mark, living alone and childless, draws much less money from the business. So when the new G.M. plant finally opened last year, he reported for work.
+He didn't like what he found. He had risen over the years from the assembly line to materials handling, in his case delivering cylinders of chemicals at a pace that he controlled. ''As long as there was not a phone call saying some chemical was needed, I was on my own,'' he said.
+In the new plant, chemical delivery was automated, and Mark found himself on a much more demanding schedule. He was assigned to deliver parts from the shipping bays to the assembly line at a pace set by the line's speed. He hooked his small tractor to a train of wagons, each loaded with parts, and drove them to stations along the line.
+''Every 45 minutes to an hour another tractor-trailer would show up at the shipping bays with the already-loaded wagons inside,'' he said. ''It took me 45 minutes to get the contents to the line, leaving just enough time to get back and hook up the next load.''
+Automation and more rigorous scheduling may have improved G.M.'s efficiency, but for Mr. Strong, the change was stressful and G.M.'s buyout last year offered an escape. With 30 years under his belt, he collected a $35,000 incentive to retire and began to draw a $36,000 annual pension, or 60 percent of his old wage, along with retiree health insurance.
+''I would have stayed,'' he says, '' if the work was similar to the old job and if I had a wife and kids in college, which I don't have. And if I did not have this shop. It weighed in my decision to leave; I had something to do.''
+UNLIKE Mr. Strong, other displaced workers, including Mr. Doolittle, now working part time at Sears, do not have occupations that engage them. And they miss the work, the income and the way of life that defined their careers as auto workers.
+''My children and my grandchildren will never have an opportunity to work at G.M.,'' Mr. Doolittle says. ''My dad made a good living there. So did my brother and my brothers-in-law. That is all over now. It will be 10 to 15 years before G.M. hires again, if it ever does, and at who knows what wages.''
+Photograph Kenneth Doolittle at the site of a G.M. plant in Lansing, Mich., where he worked before taking a buyout offer. Now he has a part-time job at Sears. (Photo by Fabrizio Costantini for The New York Times); Jeffrey Vitale and his son, Joshua. Mr. Vitale is weighing a $100,000 buyout offer from Chrysler. (Photo by Fabrizio Costantini for The New York Times)(pg. 9); Mark Strong, right, was already part-owner of a machine shop when he took a buyout offer from G.M.; Leann Bies with her husband, Joel. She says that at 48, she can start a new career after taking a Ford buyout. (Photographs by Fabrizio Costantini for The New York Times)(pg. 10)
+Drawing (Drawing by Christophe Vorlet)(pg. 1)
+Chart ''Big Three Buyouts''
+More than 81,000 employees have taken or are considering buyouts offered by the major American automakers. Highlights from the buyout packages are below.
+FORD
+NUMBER WHO ACCEPTED BUYOUTS
+38,000
+Offer extended to all union factory workers.
+WORKERS WHO ARE RETIRING
+17,000
+$35,000 bonus, on top of pension and benefits.
+OR
+$140,000, with pension but only six months of health care benefits.
+OR
+For workers with 28 years, early retirement with 85 percent of wages, then full pension at 30 years.
+WORKERS WHO ARE NOT RETIRING
+21,000
+$100,000 lump sum
+OR
+Educational tuition reimbursed up to $15,000 a year, with an annual stipend and health benefits, for four years.
+GENERAL MOTORS
+NUMBER WHO ACCEPTED BUYOUTS
+34,000
+Offer extended to all union factory workers.
+WORKERS WHO ARE RETIRING
+23,000
+$35,000 bonus, on top of pension and benefits.
+OR
+For workers close to the required 30 years, early retirement with slightly reduced wages, then full pension at 30 years.
+WORKERS WHO ARE NOT RETIRING
+11,000
+$140,000 lump sum for workers with more than 10 years of service.
+OR
+$70,000 lump sum for workers with less than 10 years of service.
+CHRYSLER
+NUMBER WHO ACCEPTED BUYOUTS
+Up to 9,000
+All skilled workers and a fixed number of assembly line workers are eligible.
+WORKERS WHO ARE RETIRING
+New offer
+$70,000 bonus, on top of pension and benefits.
+WORKERS WHO ARE NOT RETIRING
+New offer
+$100,000 lump sum, with six months of health insurance.
+(Sources by the companies; United Automobile Workers)(pg. 9)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+End+of+the+Line+as+They+Know+It&title=New+York+Times&issn=03624331&date=2007-04-01&volume=&issue=&spage=3.1&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 2007","Ford Motor in particular has told its younger employees, through a series of job fairs, that good incomes await them in other industries, especially if they avail themselves of one of the tuition subsidies that Ford offers as a buyout option. Ford also offers departing employees a six-figure lump-sum payment, which experts at the job fairs suggest could be used to start a small business or to buy into a franchise. Unionized auto workers can boast of annual wages of $60,000, built on a 40-hour work week that pays $28 or more an hour. Overtime pay helps swell wages to $80,000 or more, but overtime is steadily disappearing as the Big Three's market share declines in the post-S.U.V. era. At the same time, getting off the assembly line, with its grueling pace and mental and emotional fatigue, has become more difficult. Rising seniority once meant transfers after 10 or 15 years to easier tasks such as building seats or moving materials as a forklift driver. Many of these off-the-line jobs have been outsourced. [Kenneth Doolittle] at the site of a G.M. plant in Lansing, Mich., where he worked before taking a buyout offer. Now he has a part-time job at Sears. (Photo by Fabrizio Costantini for The New York Times); [JEFFREY VITALE] and his son, Joshua. Mr. Vitale is weighing a $100,000 buyout offer from Chrysler. (Photo by Fabrizio Costantini for The New York Times)(pg. 9); [Mark Strong], right, was already part-owner of a machine shop when he took a buyout offer from G.M.; [Leann Bies] with her husband, Joel. She says that at 48, she can start a new career after taking a Ford buyout. (Photographs by Fabrizio Costantini for The New York Times)(pg. 10)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 2007: 3.1.",11/15/17,"New York, N.Y.",,"Uchitelle, Louis",New York Times Company,,Newspapers,433574983,"United States, New York, N.Y.",English,1-Apr-07,Blue collar workers; Automobile industry; Buyouts; Early retirement; Downsizing; Displaced workers,New York Times,News,,,,,,,
+Keeping Your Enemies Close,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/keeping-your-enemies-close/docview/433442935/se-2?accountid=14586,"IF you found yourself running a company suddenly branded one of the most reviled in the country -- if, for example, you noticed that visitors to Consumerist.com, a heavily visited consumer Web site, voted yours as the second ''worst company in America'' and you had just been awarded the 2005 ''Lifetime Menace Award'' by the human rights group Privacy International -- you might feel obliged to take extraordinary steps. You might even want to reach out to your most vocal critics and ask them, ''What are we doing wrong?''
+So it was in early 2005 that Douglas C. Curling, the president of ChoicePoint, a giant data broker that maintains digital dossiers on nearly every adult in the United States, courted two critics whom he had accused just months earlier of starting ''yet another inaccurate, misdirected and misleading attack'' on his company.
+Mr. Curling also contacted others who had spent years calling for laws requiring better safeguarding of personal information that ChoicePoint and other data brokers assemble -- records such as Social Security numbers, birth dates, driver's license numbers, license plate numbers, spouse names, maiden names, addresses, criminal records, civil judgments and the purchase price of every parcel of property a person has ever owned.
+''It was sort of like when I talk with my wife when she's not happy with me,'' Mr. Curling said of his dealings with some of ChoicePoint's harshest critics. ''It's not exactly a dialogue I look forward to, but I can't deny it's important.'' He also could not deny his motivations for engaging in these conversations: in the public's mind, ChoicePoint had come to symbolize the cavalier manner in which corporations handled confidential data about consumers.
+In January, the Federal Trade Commission hit ChoicePoint with a $10 million fine, the largest civil penalty in the agency's history, for security and record-handling procedures that violated the rights of consumers. Under the settlement, it also required ChoicePoint to set aside an additional $5 million to help those suffering financial harm because of its failure to provide adequate safeguards against data breaches.
+But the financial penalties were nothing compared to the rehabilitation project confronting this hitherto invisible player in the global marketplace.
+For years, ChoicePoint's top management had assured the world that it carefully protected its databases from intruders: Our systems are bulletproof. Intruder-proof. Believe us.
+But then, in February 2005, the company had to acknowledge that it had focused so intently on preventing hackers from gaining access to its computers through digital back doors that it had simply overlooked real-world con artists strolling unnoticed through the front door.
+Ultimately, ChoicePoint found that in 2005 alone, more than 40 phony businesses -- thieves masquerading as bill collectors, private investigators, insurance agents and the like -- had opened accounts that gave them unfettered, round-the-clock access to the vital data ChoicePoint maintains. And, suddenly, the same privacy advocates that ChoicePoint had generally cast as shrill and ill-informed -- a group that those inside the F.T.C. sometimes refer to as the ''privacy posse'' -- proved crucial to its plans to both shore up its security and tend to its tattered image.
+''I have to give them a lot of credit,'' said Daniel J. Solove, a posse member in good standing who had long been counted as one of ChoicePoint's most persistent critics. Mr. Solove, an associate professor at the George Washington University Law School, is among those whom ChoicePoint contacted shortly after its public relations debacle crested. ''ChoicePoint had the attitude: 'We want to make our privacy practices exemplary,' '' Mr. Solove said. ''They wanted to find out what kinds of things they could do better and get feedback about some of the ideas they were thinking about.''
+For ChoicePoint, said James Lee, the company's chief marketing officer, the entire episode has proved an important learning experience. ''The reality is, we were never as evil as people thought we were,'' Mr. Lee said, ''but we were never as good as we thought we were.''
+Inside ChoicePoint, situated in a leafy office park in this suburb north of Atlanta, employees whistle with wonder over the talents of the various con artists -- or ''fraudsters,'' as company executives tend to call them -- who finessed their way into their systems. According to the company, the fraudsters were wise enough to secure business licenses, thereby lending them a patina of legitimacy. They knew precisely what to write on their applications to convince ChoicePoint that their credentials made them fit for access to its databases.
+''These guys were more sophisticated than anyone thought,'' Mr. Lee said, echoing the sentiment of many inside the company.
+But the F.T.C. seemed to reach the opposite conclusion in a 33-page report it released earlier this year, after it completed an investigation of ChoicePoint. The commission found that ChoicePoint ignored ''obvious red flags'' because the company ''did not have reasonable procedures to screen prospective subscribers.'' The report cast ChoicePoint's criminal interlopers as sloppy and amateurish -- but ultimately successful because their prey, a major company in the business of handling sensitive information, was alarmingly lax in its protection of its data repositories.
+Signs that it was amateur hour inside ChoicePoint abounded, according to the F.T.C. report. The fraudsters faxed applications to ChoicePoint from a neighborhood Kinko's, listed post office boxes as primary business addresses and offered cellphone numbers as sole telephone contacts -- which no one at ChoicePoint ever bothered to call anyway to establish the numbers' legitimacy. In at least one case, an approved applicant failed even to provide a last name, the F.T.C. found.
+As ChoicePoint executives say, the fraudsters sometimes took the trouble to register their businesses with the state -- but those documents should have set off alarms rather than justify the granting of an account.
+The F.T.C. found that ChoicePoint accepted articles of incorporation that had been suspended or had expired, and ''tax registration materials that showed that the business' registration was canceled.'' Then there were the contradictory addresses in the submitted documents -- discrepancies that ChoicePoint employees accepted ''without conducting further inquiry to resolve the contradiction,'' according to the commission's report.
+''It was a well-known fact back then that ChoicePoint would do business pretty much with anyone who came along,'' said Robert Douglas, an information security consultant and editor of PrivacyToday who has done consulting work for ChoicePoint for several years. ''They were making all the right noises about security but there wasn't any follow-through to back up their words.''
+Inside ChoicePoint, they like to say that the company is in the business of helping customers make informed decisions about whom they can trust. Insurance companies and banks use its databases to help them decide who is a good credit risk and who is not. ChoicePoint sells its services to employers screening new hires, to landlords running background checks on new tenants, and to the 7,000 law-enforcement agencies and governments worldwide that the company counts as clients. Other customers include bill collectors, private investigators and media outlets, including The New York Times.
+Yet a company with the snappy motto -- ''smarter decisions, safer world'' -- failed to use its resources to assess and then protect itself from some of its own customers. In some cases, the F.T.C. found, individuals were granted accounts ''notwithstanding the fact that ChoicePoint's own internal reports on the applicant linked him or her to possible fraud.'' The company continued to furnish consumer reports to customers, the commission said, ''even after receiving subpoenas from law enforcement authorities between 2001 and 2005 alerting it to fraudulent accounts.''
+Finally, in September 2004, ChoicePoint began to recognize that it had a major problem on its hands, when an employee in the company's new-accounts office realized that someone in the Los Angeles area, a Nigerian, was trying to set up multiple accounts, each time in the name of a different business. The employee recognized the Nigerian's voice and alerted the company's security department, which in turn notified the local police. Although weeks would pass before senior executives learned of the troubling transactions with the Nigerian, the unfolding scam -- and others like it -- opened the eyes of outsiders to dangerous security lapses inside the company.
+''I can assure you that now we learn immediately about this kind of problem,'' said ChoicePoint's chief executive, Derick V. Smith.
+CHOICEPOINT was created in 1997 when Equifax, one of the big three credit reporting agencies -- the others are TransUnion and Experian -- spun off one of its divisions. Back then, the unit that would become ChoicePoint was involved in the labor-intensive and barely profitable business of maintaining claims histories on behalf of insurance companies. It also administered physicals, drug tests and the like for clients. Mr. Smith and Mr. Curling, who together ran what was then called the Insurance Services Group, foresaw a promising market in peddling data about individuals to a wider group of customers, and they convinced higher-ups that their unit should venture off on its own.
+Since then, ChoicePoint has acquired more than 70 smaller companies and bought whatever databases it could get its hands on, including motor-vehicle reports from counties around the country, police records, property records, birth and death certificates, marriage and divorce decrees and criminal and civil court filings. These records had long been publicly available, but automation and superfast computers meant that comprehensive data dossiers could be assembled in seconds.
+''It used to be that a business would have to go to 10 or 20 different vendors to get the same information that ChoicePoint sells in a single report,'' said Chris Jay Hoofnagle, a senior researcher at the Boalt Hall School of Law at the University of California, Berkeley, and a privacy advocate.
+That approach has certainly proved lucrative. The company's stock price has quadrupled in nine years, and its revenue has, too, topping $1 billion in 2005. That growth has come despite stiff competition from two other companies of similar size that market background information about ordinary Americans: Acxiom, a publicly traded company based in Little Rock, Ark., and the LexisNexis Group, a division of Reed Elsevier. Many smaller companies are also in the business.
+ChoicePoint sees itself as playing an essential, if not noble, role in the information economy. It has -- at a reduced rate -- helped nonprofits working with children identify registered sex offenders who applied for jobs, and it has provided the data that allowed the police to track down hundreds of missing children. Mr. Curling and others inside ChoicePoint argue that if there were no data brokers, home loans would take that much longer to secure and insurance rates would be based not on a person's driving record but on broad demographic categories, such as age and gender. Sure, breaches have been a problem, but theirs is still a young industry, ChoicePoint executives say.
+''It takes time to establish best practices,'' Mr. Smith said.
+It also took a state law. The data thieves who conned their way into ChoicePoint's system downloaded information about at least 166,000 individuals. In years past, the company would alert law enforcement officials when it suffered a data breach, according to Mr. Lee, and leave it at that. But under a California disclosure law passed in 2003, the company was required to notify every Californian whose personal details might have fallen into criminal hands.
+''No one knows for sure, and no one can say, how many breaches occurred before California,'' Mr. Hoofnagle said. ''This is an 'known unknown,' as Donald Rumsfeld would say.''
+RATHER than send letters only to the 42,000 Californians whose records had been downloaded by the fraudsters, ChoicePoint mailed a notice to all affected consumers, telling them that their personal information might have fallen into the hands of identity thieves. Critics chided ChoicePoint for waiting about five weeks to contact consumers, but the company said it first needed to set up and staff a call center to handle the anticipated deluge of complaints.
+''We knew that in all likelihood the first time that they were ever going to hear of ChoicePoint was in this letter,'' Mr. Lee said.
+That would hardly be the last they would hear of ChoicePoint, however. Over the coming months, a long list of corporations and governmental agencies took their turn in the spotlight after they were obliged to acknowledge fumbling people's personal data: LexisNexis, Bank of America, Time Warner, Boeing, the Department of Veterans Affairs. And with each new breach, media accounts invariably mentioned the company whose breach had spurred a great awakening about the vulnerability of every individual's personal data -- even if that company, ChoicePoint, had nothing to do with the other companies' woes.
+Privacy critics were initially dubious when ChoicePoint contacted them in the wake of its February 2005 announcement. ''Most gave us the Heisman,'' said Mr. Lee, who held out his forearm like a running back pushing away a would-be tackler to demonstrate his point. Yet, over time, most though not all of the privacy posse would agree to meet with Mr. Curling and other ChoicePoint executives, and walk away impressed by what they heard and saw.
+That would include Professor Solove at George Washington (''They've implemented quite a number of measures to protect privacy''), Chris Hoofnagle at Berkeley (''ChoicePoint now has model security practices'') and Beth Givens, director of the Privacy Rights Clearinghouse, a consumer advocacy group based in San Diego (''They've put in place practices that I wish all the data brokers would adopt'').
+Senator Charles E. Schumer, Democrat of New York, became an honorary member of the privacy posse when he declared the F.T.C. overly lenient for levying only a $10 million fine against ChoicePoint. But he, too, has changed his tune.
+''I was worried that a fine would be seen as the cost of doing business,'' Mr. Schumer said in an interview. ''But I have to say, ChoicePoint has become a model company.''
+Even Marc Rotenberg, a privacy posse member who refused to meet privately with Mr. Curling or anyone from ChoicePoint out of concern that doing so would undermine his credibility, begrudgingly gave ChoicePoint some praise. ''While I'm prepared to give them credit for a series of positive steps, I don't think it would be accurate to say that they got to this position on their own,'' said Mr. Rotenberg, the executive director of the Electronic Privacy Information Center, a privacy rights group in Washington. ''It took a lot of work by EPIC and other organizations.''
+When ChoicePoint started its makeover campaign, it first offered to rain down freebies on possible victims of identity theft, a protocol that others would follow. It invited them tojoin a credit monitoring service at no charge for one year, and provided them with free reports from the big three credit bureaus. To actual victims of identity theft, it offered its expertise to help correct the problem.
+The company also gave a $1 million, four-year grant to the Identity Theft Resource Center, a nonprofit group in San Diego.
+ChoicePoint then overhauled its security measures, a move that began with the hiring of Carol A. DiBattiste, who ultimately would fill the new position of chief privacy officer. Ms. DiBattiste is a no-nonsense lawyer whose resume includes 20 years in the Air Force and turns as an assistant United States attorney. To send the message that both security and privacy were a priority, Ms. DiBattiste was named the company's general counsel one year into her tenure
+Over the years, ChoicePoint had done a modest but lucrative business working with private investigators and other smaller enterprises. Shortly after its February 2005 announcement, the company said that it would no longer provide full Social Security numbers, birth dates or other sensitive information to these customers -- data that Ms. DiBattiste called ''keys to the castle.''
+That decision, Mr. Curling said, cost the company $15 million to $20 million last year. But inside ChoicePoint, executives saw that this small sliver of business threatened its overall reputation.
+Until 2005, ChoicePoint had left credentialing to people in individual business units. It now has a centralized credentialing department. ''The salespeople play no role in credentialing anymore,'' said Ms. DiBattiste, who deployed dozens of people to take on the painstaking chore of recredentialing every client that was not either a law-enforcement agency or a public company. ChoicePoint had 120,000 accounts before February 2005; it now has 104,000.
+It also performs random audits of its customers, to ensure that they are conducting searches appropriate for their type of business, and it uses its computer systems to monitor accounts for suspicious activity.
+''We look for any anomalies,'' said Darryl Lemecha, the company's chief information officer. ''So if we see a 50-person company that typically does a background check like once a month suddenly do 20 in one day, we lock down that account so we can investigate.''
+ChoicePoint has endured roughly 100 outside audits, most of them conducted by long-term corporate customers, ''and we passed them all,'' Ms. DiBattiste said. As part of its settlement, ChoicePoint agreed to submit to an F.T.C. audit every other year for the next 20 years.
+It is not yet clear how many people were actually harmed by ChoicePoint's negligence. ChoicePoint says it knows of only 46 people who have been defrauded because of its data breach. But law enforcement officials have identified at least 800 people who have been identity theft victims because of ChoicePoint's missteps, said Betsy Broder, an assistant director at the privacy and identity protection unit of the F.T.C. But, she said, that number could rise.
+''If data was stolen,'' Ms. Broder said, ''nothing prevents the thieves from holding on to it for a period of time and using it perhaps when consumers let down their guard, or when the alert on their credit expires.''
+ChoicePoint also set up a Web site for consumers who, at no cost, want to check and challenge possible inaccuracies in their dossiers (www.choicetrust.com). ''It's hard to overstate the significance of this,'' Ms. Givens said. ''This is an important step forward in moving us to transparency.''
+Whether other companies follow suit remains to be seen. Michael Dores, founder of Merlin Information Services, a ChoicePoint competitor based in Kalispell, Mont., said he would offer free consumer reviews of its dossiers -- but the cost, he said, ''would put me out of business.''
+STILL, Mr. Dores said, ChoicePoint's own woes have had a big impact on Merlin, whose customers tend to be smaller businesspeople like debt collectors and private investigators. Like ChoicePoint, Merlin was fooled into providing an account to a fraudster.
+So the company has recredentialed all its customers, Mr. Dores said, and created a new two-person compliance department. He said that Merlin now gives detailed personal data only to a small fraction of those to whom it provided such sensitive information in the past, much to the chagrin of many longtime customers.
+Mr. Dores said he felt that he had no choice but to put these changes into effect, because ''the Federal Trade Commission is in a bad mood over this stuff.''
+Members of the privacy posse still have their complaints about ChoicePoint. Roughly 60 percent of its business falls under the Fair Credit Reporting Act, which regulates the collection and use of consumer credit information. But to Mr. Hoofnagle and other privacy advocates, that is not enough. ''If I had a magic wand I would make all of ChoicePoint's data fall under the Fair Credit Reporting Act,'' Mr. Hoofnagle said.
+Even so, those who previously reserved most of their criticisms for ChoicePoint now aim their harshest words at some of its competitors. The same private investigators and others who formerly obtained Social Security numbers from ChoicePoint and Merlin are now simply seeking the services of other data brokers -- companies such as Tracers Information Specialists of Spring Hills, Fla.
+Yet Terry Kilburn, the chief operating officer of Tracers, said he was not worried about the hazards of providing such sensitive information. ''We weren't the ones who were breached,'' Mr. Kilburn said. ''Our security and compliance are strong, and so we are choosing to continue to do business the way we always have.''
+In Washington, legislators have proposed more than 20 bills to monitor data brokers more closely. According to Senator Schumer, ChoicePoint -- in contrast to other large data brokers -- has supported legislation he has proposed that would establish stricter security standards for any entity handling sensitive personal information.
+''ChoicePoint, to its credit, got right behind our legislation and lobbied for it,'' Senator Schumer said. But the bill, which he and Senator Bill Nelson, Democrat of Florida, introduced in April 2005, has not passed, he said, ''because a lot of other companies, quietly and behind the scenes, killed it.''
+Photograph Darryl Lemecha, chief information officer at ChoicePoint, helps track client accounts for suspicious activity. (Photo by Erik S. Lesser for The New York Times)(pg. 1); Douglas C. Curling, ChoicePoint president, on Capitol Hill in May 2005. He said a dialogue with critics was not pleasant but important. (Photo by Ken Cedeno/Bloomberg News); The chief marketing officer, James Lee, said the data breaches became a learning experience. (Photo by John Bazemore/Associated Press); Robert Douglas, a security consultant, said that before its crisis ChoicePoint ''would do business pretty much with anyone who came along.'' (Photo by Toni Axelrod for The New York Times)(pg. 9); Carol A. DiBattiste, chief privacy officer, deployed dozens of employees to recheck the credentials of clients. (Photo by Erik S. Lesser for The New York Times); Michael Dores, president of Merlin Information Services, has reduced the number of clients with access to detailed personal information. (Photo by Linda Thompson for The New York Times)(pg. 10)
+Chart ''A Chronology of Security B reaches''
+Starting in February 2005, the data provider ChoicePoint notified affected consumers that their financial information might have been given to con artists. Since then, there have been many reported occurrences of computer security breaches at other companies. Only incidents in which the records of 100,000 people or more were affected are shown below. Hundreds of other, smaller incidents also occurred during the period.
+Major computer security breaches since Feb. 15, 2005
+2005
+ChoicePoint
+NUMBER AFFECTED*
+163,000
+Con artists set up bogus accounts to get access to personal data. ChoicePoint eventually settles with the Federal Trade Commission for $10 million in civil penalties and $5 million for consumer redress.
+CitiFinancial
+NUMBER AFFECTED
+3.9 million
+A box of computer tapes was lost in transit by the United Parcel Service. The tapes contained personal information, account numbers and payment histories for CitiFinancial customers.
+CardSystems Solutions
+NUMBER AFFECTED
+40 million
+Hackers broke into the computer system of this credit card payment processor, stealing account numbers, expiration dates and security codes for mostly MasterCard and Visa users.
+2006
+Office of the Ohio secretary of state
+NUMBER AFFECTED
+7.7 million
+Disks containing personal information and, in some cases, Social Security numbers, of voters registered in Ohio were mailed to political campaign offices.
+U.S. Department of Veterans' Affairs
+NUMBER AFFECTED
+28.6 million
+A laptop and hard drive stolen from an employee's home contained personal data for all veterans discharged since 1975. The equipment was later recovered.
+Chase Card Services
+NUMBER AFFECTED
+2.6 million
+Five computer data tapes containing personal information of Circuit City credit card holders were improperly discarded.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Keeping+Your+Enemies+Close&title=New+York+Times&issn=03624331&date=2006-11-12&volume=&issue=&spage=3.1&au=Rivlin%2C+Gary&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 12, 2006","Ultimately, ChoicePoint found that in 2005 alone, more than 40 phony businesses -- thieves masquerading as bill collectors, private investigators, insurance agents and the like -- had opened accounts that gave them unfettered, round-the-clock access to the vital data ChoicePoint maintains. And, suddenly, the same privacy advocates that ChoicePoint had generally cast as shrill and ill-informed -- a group that those inside the F.T.C. sometimes refer to as the ''privacy posse'' -- proved crucial to its plans to both shore up its security and tend to its tattered image. Signs that it was amateur hour inside ChoicePoint abounded, according to the F.T.C. report. The fraudsters faxed applications to ChoicePoint from a neighborhood Kinko's, listed post office boxes as primary business addresses and offered cellphone numbers as sole telephone contacts -- which no one at ChoicePoint ever bothered to call anyway to establish the numbers' legitimacy. In at least one case, an approved applicant failed even to provide a last name, the F.T.C. found. [Darryl Lemecha], chief information officer at ChoicePoint, helps track client accounts for suspicious activity. (Photo by Erik S. Lesser for The New York Times)(pg. 1); [Douglas C. Curling], ChoicePoint president, on Capitol Hill in May 2005. He said a dialogue with critics was not pleasant but important. (Photo by Ken Cedeno/Bloomberg News); The chief marketing officer, [James Lee], said the data breaches became a learning experience. (Photo by John Bazemore/Associated Press); [Robert Douglas], a security consultant, said that before its crisis ChoicePoint ''would do business pretty much with anyone who came along.'' (Photo by Toni Axelrod for The New York Times)(pg. 9); [Carol A. DiBattiste], chief privacy officer, deployed dozens of employees to recheck the credentials of clients. (Photo by Erik S. Lesser for The New York Times); [Michael Dores], president of Merlin Information Services, has reduced the number of clients with access to detailed personal information. (Photo by Linda Thompson for The New York Times)(pg. 10)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Nov 2006: 3.1.",11/15/17,"New York, N.Y.",,"Rivlin, Gary",New York Times Company,,Newspapers,433442935,"United States, New York, N.Y.",English,12-Nov-06,Turnaround management; Data warehouses; Corporate governance; Personal information,New York Times,Feature,,,,,,,
+"For a New Breed of Hackers, This Time It's Personal","New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-breed-hackers-this-time-personal/docview/433226336/se-2?accountid=14586,"ABOUT a year and a half ago, Amnon Jackont, an Israeli mystery novelist and Tel Aviv University history professor, became ensnared in a mystery of his very own: friends and students were receiving e-mail messages from him that he had never written. A few months later, unpublished paragraphs and chapters from a book he was writing were plucked from his computer and began appearing on Israeli Web sites.
+Mr. Jackont took his computer to the Israeli police last fall and was told to reformat it. But his problems persisted. So the police examined his computer more closely and discovered that a malicious program known as a Trojan horse lay hidden deep inside and had hijacked the machine from a remote location.
+''When they followed the link they found a lot of goodies, but they wouldn't tell me anything,'' Mr. Jackont said. ''All they told me was that they found something big, something that was bigger than just me being harassed.''
+In May, Israeli investigators opened their bag of goodies, disclosing that the Trojan horse on Mr. Jackont's computer had also galloped onto the networks of about 60 other Israeli companies, unleashing the biggest corporate espionage scandal in Israeli history. Prosecutors indicted members of three of the country's largest private investigation firms on criminal fraud charges in July. And some of Israel's most prestigious corporations are now under investigation for possibly stealing information from companies in such assorted fields as military contracting, telephony, cable television, finance, automobile and cigarette importing, journalism and high technology.
+While the Israeli victims were diverse, they shared one thing in common: the Trojan horses that penetrated their computers came packaged inside a compact disc or an e-mail message that appeared to be from an institution or a person that the victims thought they knew very well. Once the program was installed, it whirred along surreptitiously, logging keystrokes or collecting sensitive documents and passwords before transmitting the information elsewhere.
+''It's like the Yom Kippur War or Pearl Harbor in the Israeli business market because of the great surprise the victims had when the problem was exposed,'' said Haim Wismonsky, a senior prosecutor in the Tel Aviv district attorney's office who is overseeing the investigation. ''It's O.K. to get information about competitors from the Internet or from former employees, but using Trojan horses is an entirely other matter.''
+PEOPLE in many other countries, including the United States, have reason to feel queasy as well, say Internet security specialists and government agencies that monitor cyberfraud. Over the last few years, enticing offers wearing the friendly guise of e-mail solicitations have been at the center of well-publicized frauds known as ''phishing,'' in which con artists troll online for valuable personal and financial information. In September, the Anti-Phishing Working Group, a coalition of corporate and law enforcement groups that track identity theft and other online crimes, said it had received more than 13,000 unique reports of phishing schemes in that month alone, up from nearly 7,000 in the month of October last year.
+More recently, however, a hybrid form of phishing, dubbed ''spear-phishing,'' has emerged and raised alarms among the digital world's watchdogs. Spear-phishing is a distilled and potentially more potent version of phishing. That's because those behind the schemes bait their hooks for specific victims instead of casting a broad, ill-defined net across cyberspace hoping to catch throngs of unknown victims.
+Spear-phishing, say security specialists, is much harder to detect than phishing. Bogus e-mail messages and Web sites not only look like near perfect replicas of communiques from e-commerce companies like eBay or its PayPal service, banks or even a victim's employer, but are also targeted at people known to have an established relationship with the sender being mimicked.
+And spear-phishing is usually not the plaything of random hackers; it is more likely, analysts say, to be linked to sophisticated groups out for financial gain, trade secrets or military information. While hard data about spear-phishing incidents is hard to come by and some security vendors may have a vested interest in hyping potential threats, veteran security analysts describe spear-phishing as one of the more insidious cybercrimes they have encountered and one that has been underpublicized because victims are hesitant to come forward.
+''The real challenge of spear-phishing is that it's embarrassing, like head lice,'' said Alan Paller, research director at the SANS Institute, a group that trains and certifies computer security professionals. ''Nobody wants to talk about it and say, 'Look, we're being hurt.' There's never been a better attack method than spear-phishing.''
+Last spring, staff, faculty and students at the University of Kentucky opened e-mail messages purporting to be from the university's credit union and requesting confidential information to access their accounts (something no financial institution in the country ever seeks via e-mail). University officials snuffed out the scheme, which made use of a computer server based in South Korea, after some recipients realized they had been duped and called the university to complain.
+In June, the National Infrastructure Security Coordination Centre, a government agency that monitors computer security in the United Kingdom, took the unusual step of publicly warning about a spear-phishing campaign of ''targeted Trojan e-mail attacks'' aimed at industrial and government computer networks. The warning noted that the e-mail messages appeared to come from a trusted sender, that antivirus software and firewalls didn't protect recipients, and that, in fact, there was no way to completely protect any computer connected to the Internet from the Trojan attacks once recipients opened a bogus e-mail message.
+''Files used by the attackers are often publicly available on the Web or have been sent to distribution lists,'' the warning said. ''The attackers are able to receive, trojanise and resend a document within 120 minutes of its release, indicating a high level of sophistication.''
+About two weeks ago, a more traditional phishing scam infected about 30,000 individual computers worldwide, according to CipherTrust, a computer security firm. Consisting of what CipherTrust said was about 50 million e-mail messages that a German hacker deployed simultaneously, the communiques purported to come from the Federal Bureau of Investigation, the Central Intelligence Agency and a German intelligence agency and tried to convince recipients to provide personal information and open a file containing a virus. The F.B.I. issued a warning about the scheme and a spokeswoman said that thousands of people swamped the agency with phone calls inquiring about it. The F.B.I. is investigating the matter and declined further comment; a CipherTrust analyst said the phisher's motive remained unclear.
+Analysts caution that, despite stepped-up attacks, there is no indication that phishers of any stripe are siphoning torrents of cash out of bank accounts or foraging willy-nilly in any hard drive they choose. But they do note that at the very least the attacks show the vulnerability of sensitive data stored on computer networks, undermine consumer confidence in Web-based transactions, and uproot faith in e-mail, a backbone of electronic commerce and digital communication.
+''The problem is not a loss of money or credit, it's a loss of trust,'' said David Perry, director of global education at Trend Micro Inc., an Internet security firm. ''If you open up e-mails and 8 out of 10 of them are from people selling prescription drugs or Nigerian banking scams, then you lose trust and e-mails become the criminals.''
+At least one veteran fraud investigator in Israel said he wasn't shocked by revelations of widespread spear-phishing and the corporate espionage scandal last spring. ''This case is not unconventional,'' said Boaz Guttman, a lawyer and former head of the cybercrimes unit for the Israeli national police. ''Most of the crimes are not reported. The police here and in the United States only know about 5 percent of the cases. Hackers don't take a break, not one minute.
+''Everybody is spying against everybody in Israel,'' added Mr. Guttman, who said he was representing one of the suspects in the Trojan horse investigation but was not authorized to reveal his client's identity. ''You cannot be surprised by this because this is the way of life for companies today.''
+Others, however, had a less subdued reaction to the realities of the investigation when its scale and sprawl first became clear in the spring. ''There it was,'' Mr. Jackont recalled, ''we were all in the middle of a hurricane.''
+The hurricane that enveloped Mr. Jackont probably began spinning, Israeli investigators told him, when an e-mail message arrived that appeared to come from a student asking him to review an essay, or from another e-mail address that looked familiar. (Because Mr. Jackont had his computer swept clean in his unsuccessful early effort to oust the digital hijacker, all records of the initial intrusion disappeared.)
+By November of last year, as investigators scrutinized Mr. Jackont's computer woes more closely, his stepdaughter, Natalya Wieseltier, stepped forward with a key bit of evidence. According to records of the Israeli investigation, Ms. Wieseltier told authorities that she received a Trojan-infested e-mail message bearing the address of gur--r@zahav.net.il, which she believed came from a friend.
+But her friend's e-mail was actually gur-r@zahav.net.il. As Israeli investigators traced the origin of the bogus account they discovered that the person who had opened it lived in London and had charged the cost of the account to his American Express card. The name on the card was Michael Haephrati -- Ms. Wieseltier's former husband.
+Israeli authorities then deployed their own computer snoop, which analyzed packets of information as the Trojan filched them from Ms. Wieseltier's computer. The files ended up on a computer server in the United States and the server's contents startled investigators, according to records of the investigation. Among the personal documents and screenshots of Ms. Wieseltier's family were hundreds of records from Israeli companies as well as classified military documents. Investigators soon uncovered four more servers, two in America and two in Israel, that also housed stolen information.
+As the trail became clearer, authorities learned that at least 15 senior members of three of Israel's largest private investigative agencies were involved in a scheme in which dozens of companies received a compact disc or an e-mail message offering a business opportunity. The offer required them to respond to INFO@targetdata.biz, a site registered to Mr. Haephrati. Responding to them would unleash the Trojan, which, according to records of the investigation, was impervious to antivirus and anti-Trojan software.
+Investigators say Mr. Haephrati designed and transmitted the Trojan responsible for pickpocketing Mr. Jackont and Ms. Wieseltier's computers. And while his methods were modern, Mr. Jackont said, his motive was ancient: his divorce from Ms. Wieseltier was messy, and he resented the family. Mr. Haephrati's reason for working with private investigators, said Mr. Wismonsky, the Israeli prosecutor, was pecuniary; private eyes paid him about $3,500 for each installation of his spyware and about $900 a month per Trojan after that to monitor information the spyware collected.
+Israeli investigators have unearthed e-mail messages indicating that Mr. Haephrati interacted with a number of companies and governments in countries besides Israel; Mr. Wismonsky said e-mail messages suggest that Mr. Haephrati once apparently tried to sell his spyware to the Norwegian government.
+BRITISH authorities arrested Mr. Haephrati, 41, and his new wife, Ruth, 28, last summer on computer fraud charges, but the authorities there did not respond to interview requests. The Haephratis, currently detained in separate British prisons, were unavailable for comment and Israeli prosecutors are awaiting the couple's transfer to Israel. Mr. Wismonsky said corporate victims ranged from HOT, a major Israeli cable television concern, to I.M.C., an Israeli high-tech company that supplies the military.
+Among the Israeli corporations on the receiving end of stolen information, said Mr. Wismonsky, were two telecommunications affiliates of Bezeq, the country's largest telephone company. The Israeli government held a controlling interest in Bezeq until it sold most of its stake to private investors, including Los Angeles media mogul Haim Saban, shortly before the Trojan horse scandal became public. A lawyer representing Bezeq and the two affiliates, YES and Pele-Phone, declined to comment on the investigation; Mr. Wismonsky said that Bezeq itself appeared to have been a victim, not a recipient, of stolen information.
+Mr. Wismonsky's office has indicted members of the three detective agencies involved in the scandal on computer fraud charges. The firms -- Modi'in Ezrahi, Zvi Krochmal Investigations and Pilosoph-Baleli -- or their lawyers declined to comment or did not respond to interview requests. As of yet, said Mr. Wismonsky, no Israeli corporations have been indicted for receiving information because no evidence has surfaced indicating that the companies had knowledge that the data was stolen.
+''The main problem we have is to match the firms that ordered computer espionage with the companies that were victims,'' Mr. Wismonsky said. ''We have to see if the private investigators have records in their offices that show who ordered the spying.''
+While reputable firms and businesspeople worldwide rarely admit to enlisting the services of private investigators, it is a routine fact of life in some business quarters.
+''The thinking in Israel is that if a company gets away with stealing information, they're heroes, and if they get caught, they're stupid,'' said Ben Gilad, an Israeli-born business consultant who works in the United States. ''You can always hire someone from outside the company to get the information for you, and if they get caught you can deny any knowledge.''
+For his part, Mr. Wismonsky said that so far he had encountered many denials. ''The president of every company said they didn't know at all that they were receiving stolen information,'' he said. ''These are people whose jobs are to know what is going on in the market.''
+Elsewhere in the world, authorities advise a dose of common sense for individuals who want to protect themselves from spear-phishers, plain vanilla phishers and other online predators. ''We have yet to meet a bank or any financial institution that contacts their customers via e-mail to alert them to problems with their credit cards or accounts,'' said Thomas X. Grasso, a special agent with the F.B.I. who specializes in investigating cybercrimes. ''Armed with that knowledge, consumers should look on any e-mails like that suspiciously.''
+Some computer security specialists suggest at least one basic approach that might allow e-mail recipients to learn right away that a communique appearing to come from a company like Amazon.com actually originated somewhere in the Ukraine, Romania, Bulgaria, Poland, Russia or any of the other places that law enforcement officials say are hot spots for phishing scams. ''It strikes me that this is just a failure of most e-mail systems to reveal the history of an e-mail,'' said Whitfield Diffie, a pioneer in computer cryptography who is the chief security officer of Sun Microsystems. ''You could post a warning flag indicating that the 'from' address doesn't seem consistent with the path history.''
+Still, spear-phishers and other cyberstalkers have well-earned reputations for their ability to morph, molt and develop new modes of attack. Analysts say that attackers have moved on from trying to infiltrate computer operating systems and now appear to favor piggybacking spyware on external applications and network routers. The low cost of doing business is also attractive to spear-phishers.
+According to CipherTrust, a spear-phisher can rent a server for about $300 month after paying a $100 setup fee; install spam-sending software on the server for about $1,200 a month; and get spam-sending proxies, a database of e-mail addresses, and other necessary add-ons for another $1,900 a month. How much phishers make depends on how many victims they hook, but the relatively small expense means the work can be lucrative. According to a research report issued in June by Gartner Inc., a consulting firm, about 2.4 million Americans reported losing about $929 million to phishing schemes during the previous year.
+The Gartner report noted that although some analysts thought that phishing attacks were a fad that peaked in 2004, reports of such schemes have continued to grow at double-digit rates. According to the report, for the year ending in May about 73 million American adults who use the Internet believed that they received an average of more than 50 phishing e-mails during the prior 12 months. And that, of course, is just what Internet users actually know might be happening.
+''Phishing is really transforming into more desktop-based attacks that are not visible to users, and there are so many different varieties that I'm not sure there's anything the average user can do to stop them,'' said Avivah Litan, a Gartner research director who wrote the June report. ''Having said that, I don't think there's a crisis in our country in terms of money being drained out of bank accounts. It's all sporadic.''
+Sporadic or not, information theft has skyrocketed, Ms. Litan said, and banks have been under siege by hackers. Phishers prize checking-account numbers as well as credit card and A.T.M. card numbers, which they can copy onto bogus cards.
+Ms. Litan said many banks had had security gaps in the software used to analyze magnetic stripe coding on the back of A.T.M. cards, and these gaps had allowed card hijackers to use bogus copies. American regulators, concerned about online vulnerabilities at the country's banks, have sharply tightened security requirements at financial institutions.
+Meanwhile, spear-phishers remain on the prowl, pinpointing victims in a way that phishers never did. ''Widespread phishing and spear-phishing are going to merge so that company logos can be snatched from Web sites to build customized databases of corporate logos,'' said Johannes B. Ullrich, who monitors and responds to emerging digital attacks at the SANS Institute's Internet Storm Center. ''The main goal of all hacking attacks is automation, basically trying to have the biggest effect with the least amount of work. So I think it will go that way and it will be harder and harder for people to detect.''
+All of this provides cold comfort to victims like the mystery writer, Mr. Jackont, who said he was still reeling from his encounter with a Trojan horse in Israel.
+''I must tell you that I still have a reflex of uneasiness when I get onto the Internet -- I feel a trauma,'' he said. ''People don't like it when I say this, but it's like being raped. It's like my underwear was spread all over the streets. It was a severe breach of privacy.''
+Photograph Amnon Jackont, an Israeli author, was a victim of spear-phishing last year and still feels a ''reflex of uneasiness'' when he goes online. (Photo by Rina Castelnuovo for The New York Times)(pg. 7); Haim Wismonsky, a prosecutor in the Tel Aviv district attorney's office, stands in front of a wall of files of Trojan horse cases; his office indicted several private investigators on computer fraud charges in July. (Photo by Rina Castelnuovo for The New York Times)(pg. 9)
+Drawing (Illustration by Matt Roussel)(pg. 1)
+Chart ''Casting Out the Hooks''
+The number of e-mail messages and Web sites used for ''phishing'' -- tricking people into divulging bank account numbers and the like -- have risen over the last year.
+Graph tracks reports of phishing by e-mail and new phishing Web sites reported in 2004 and 2005.
+Top countries hosting phishing Web sites
+1. United States: 31.2%
+2. China: 12.1
+3. South Korea: 10.9
+4. Germany: 3.2
+5. Canada: 3.0
+6. Japan: 2.4
+7. France: 2.3
+8. Poland: 2.2
+9. Brazil: 2.0
+10. Romania: 2.0
+Others: 28.7
+(Source by Anti-Phishing Working Group)(pg. 9)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+a+New+Breed+of+Hackers%2C+This+Time+It%27s+Personal&title=New+York+Times&issn=03624331&date=2005-12-04&volume=&issue=&spage=3.1&au=O%27brien%2C+Timothy+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 4, 2005","Investigators say Mr. [Michael Haephrati] designed and transmitted the Trojan responsible for pickpocketing Mr. [Jackont] and Ms. [Natalya Wieseltier]'s computers. And while his methods were modern, Mr. Jackont said, his motive was ancient: his divorce from Ms. Wieseltier was messy, and he resented the family. Mr. Haephrati's reason for working with private investigators, said Mr. Wismonsky, the Israeli prosecutor, was pecuniary; private eyes paid him about $3,500 for each installation of his spyware and about $900 a month per Trojan after that to monitor information the spyware collected. Among the Israeli corporations on the receiving end of stolen information, said Mr. Wismonsky, were two telecommunications affiliates of Bezeq, the country's largest telephone company. The Israeli government held a controlling interest in Bezeq until it sold most of its stake to private investors, including Los Angeles media mogul Haim Saban, shortly before the Trojan horse scandal became public. A lawyer representing Bezeq and the two affiliates, YES and Pele-Phone, declined to comment on the investigation; Mr. Wismonsky said that Bezeq itself appeared to have been a victim, not a recipient, of stolen information. Amnon Jackont, an Israeli author, was a victim of spear-phishing last year and still feels a ''reflex of uneasiness'' when he goes online. (Photo by Rina Castelnuovo for The New York Times)(pg. 7); Haim Wismonsky, a prosecutor in the Tel Aviv district attorney's office, stands in front of a wall of files of Trojan horse cases; his office indicted several private investigators on computer fraud charges in July. (Photo by Rina Castelnuovo for The New York Times)(pg. 9)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Dec 2005: 3.1.",11/15/17,"New York, N.Y.",Israel,"O'brien, Timothy L",New York Times Company,,Newspapers,433226336,"United States, New Y ork, N.Y.",English,4-Dec-05,Hackers; Industrial espionage; Scandals; Writers; Internet crime,New York Times,News,,,,,,,
+Education.com,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/education-com/docview/431157911/se-2?accountid=14586,"AuthorAffiliation Peter Applebome reports on the arts for The New York Times.
+With his silver hair, V-neck sweater over a crisp Oxford shirt, genteel European accent and background as a conductor with orchestras from Israel to Boston, David Sonnenschein is no one's idea of a technogeek.
+But after 25 years of teaching music at Northeastern University, Dr. Sonnenschein finds himself happily in the thick of things on the digital frontier. Students who sign up for his Music 1101 -- ''Music: A Listening Experience'' -- agree to study Mozart's minuets and Beethoven's symphonies entirely via computer.
+Dr. Sonnenschein describes his course as a ''stand-alone, self-paced, computer-mediated, interactive multimedia program'' designed to introduce nonmusicians to classical music. Students listen to recorded music, read text, follow programmed ''listening experiences,'' take tests and communicate with him by computer. When they study rondos or sonatas, for example, they listen to the music on their computers and try to match it to the technical forms shown on the screen.
+''This is not about technology, it's about learning how to listen and how to understand what you're listening to,'' Dr. Sonnenschein said as he waited for his Power Mac to boot up in his office overlooking Centennial Circle on Northeastern's campus. ''I can lecture on musical forms, but to many of them I might as well be speaking Chinese. But when they learn at their own pace, they can listen over and over again until the aha! happens -- until they get it on their own. I took the technology up late, but I'm happy I did. It's a very effective way to teach this course.''
+A 70-year-old conductor and composer teaching Mozart through computer programs and the Internet to students who could just as well show up in class is not the stereotype of on-line education. But at a pace far exceeding what most people expected, on-line education is becoming a defiantly mainstream academic experience.
+It is setting in motion an academic gold rush that is making universities think more like Amazon.com than Harvard.edu. It is exciting professors like Dr. Sonnenschein, who see it as an innovative teaching tool, and scaring the mortarboards off many others, who see the excesses of the marketplace invading the sanctuary of the academy. It is helping to create a new academic environment in which entities with names like Anheuser-Busch University, Jones International University and Western Governors University are jockeying along with Stanford, Oberlin and the University of California at Los Angeles for a share of the education market.
+While some institutions want only to supplement on-campus offerings, the goal for many others is true distance learning on a scale unlike anything before, attracting students around the globe who will never set foot in a classroom -- if there is a bricks-and-mortar campus at all. That potential is attracting both traditional institutions and a wave of new ones, hoping to devise an entirely different educational model.
+Despite some flamboyant predictions, almost no one expects virtual education to replace the world of ivy-edged campuses. Courses like Professor Sonnenschein's are certain to proliferate for a generation of students who are more comfortable with the Internet than the library. But traditional undergraduate education, where the social experience is as much a part of the allure as the educational one, will probably be the least affected, most experts say.
+Still, growth in education is not residential campuses for 18- to 22-year-olds. Only about 15 percent of college students fall into that age group and live on campus; 45 percent are older, nonresidential students, most of whom work.
+Instead, the growth is in M.B.A. programs for middle managers who cannot take two years off from their job and family; undergraduate degrees for working mothers; courses for engineers and computer technicians whose knowledge becomes outmoded every year, or French Impressionism or religion for boomers who wished they had paid better attention when they were undergraduates in 1970.
+No one really knows who the most successful players will be. And there is a raging debate about whether the rise of on-line education is a welcome development. But almost everyone in education is casting glances -- nervous or covetous -- at the on-line world.
+''There is great angst out there,'' said Andy DiPaolo, a senior associate dean at Stanford University's School of Engineering, whose distance program is a conspicuous early success. ''People are not sure what this means. Universities are saying, 'I think we need to be in this, but I don't know.' There's been a tradition through the industrial age of students coming to the campus, and now we're told that in the communications age, the campus will come to the students. That's a big challenge to universities who typically don't think along those lines, but more and more, everyone is having to think about it.''
+Teaching outside the classroom did not start with the Internet, of course.
+''We started distance education in 1892 -- before there was the Internet, there was the telegraph,'' said Jim Ryan, a vice president for outreach and cooperative extension at Penn State. ''And it's evolved with the technology. First, there was rural-free-delivery mail, then radio, then television, then a combination of videotapes and audiotapes, then on-line education.''
+But, as Dr. Ryan quickly notes, there is no way to compare the old expectations with the new ones.
+Penn State calls its on-line program the World Campus and views it as an autonomous 25th campus in the university system. In six months it has grown to 600 students from 70. The numbers should reach 1,200 in June, and the university and various partners expect to spend $10 million to $12 million to reach an enrollment of 10,000 students in four years. By then, university officials hope the program will begin generating revenue.
+''It's the Amazon.com approach,'' Dr. Ryan said. ''You want to expand your product and position yourself for the marketplace, so you can be a very large provider of a variety of products. You look at the range of institutions that are looking into this, and it boggles the mind. And everyone seems to think there's a four- or five-year window to really establish yourself, so there's an enormous amount of activity.''
+In fact, what is most striking about electronic education is how broad a universe of players is trying to get in on it.
+So a reporter's query on the Internet asking to hear from institutions or individuals serving the on-line education market elicits responses from a remarkable array of providers of courses, software, hardware or information.
+Ohio University has its M.B.A. Without Boundaries program. The AT&T Foundation is behind a $150 million effort to promote education via the Internet. Thierry Levy, who runs a company called Quiz Studio, touts his Web-based training programs, and Bisk Publishing its courses in business administration, accounting and computing information systems, which the company offers through partnerships with various colleges and universities.
+There are responses from familiar names like the University of Minnesota and from less familiar ones like on-line corporate training programs or Jones International University, the first totally on-line institution to receive accreditation from one of the six major regional accreditation organizations.
+Probably the most publicized Internet programs come from brand-name schools, Stanford and Duke. Stanford's engineering program offers 100 courses, taught on line to students around the world at 140 percent of the school's normal tuition. It has drawn 3,000 students since it began in 1997. Duke charges a hefty $85,800 for its Global Executive M.B.A. Program, which has attracted executives internationally for a 19-month program that mixes sessions on campus with intensive study on line. Tuition includes a laptop computer, printer, software, CD-ROM's and lodging and meals at five residential sessions.
+But a more typical story may be that of Sheila Kaplan, the president of Metropolitan State College in Denver, with 17,600 students the largest undergraduate college in the country and the third largest school in Colorado. Metropolitan State represents the changing educational marketplace. Students' average age is 27, 80 percent work and many find taking courses at home by way of computer, in between car pooling or after work, enormously appealing. When the college began on-line courses in 1996, it began with 30 courses and 420 students. This year's enrollment is 2,100 students in 87 courses.
+''It's taken off way beyond our expectations,'' Dr. Kaplan said. ''Ten years ago, I used to give speeches in which I said the two parts of the American economy that would never change would be medical care and higher education. Obviously, medicine has changed radically, and the computer is going to change education in the same way. In a few years, the only thing you won't be able to do on line will be to drink beer at a sorority house, date the student sitting next to you and find a parking space.''
+That growth may not be assured. Western Governors University, the consortium of 17 states plus Guam, opened last fall after years of hype. It offers degree programs gleaned from various universities geared to establishing competency in technical and professional areas.
+Officials concede enrollment has been well below expectations, saying only that ''hundreds'' of students have enrolled. They won't release enrollment figures until this fall, when they will presumably have a better story to tell. The slow start has led some skeptics to wonder if an on-line glut is already setting in.
+To many, the real question is not whether on-line education has a future, but whether it is a positive or a malignant one.
+Andrew Feenberg, a philosophy professor at San Diego State University, is qualified to see both sides. In 1981, Dr. Feenberg was part of the team that created what he says was the first on-line educational program. Designed for the School of Management and Strategic Studies at the Western Behavioral Sciences Institute, it allowed students at their computers to discuss issues like globalization, environmentalism and urban planning.
+The technology was primitive -- an Apple IIE with 48K memory and 300-baud modems (multiply by 1,000 and 100 to get the current versions). Everyone figured out teaching methods and on-line protocol as they went along. But years later, Professor Feenberg is still impressed by the ability of on-line education to draw people together and interact.
+''The quality of on-line discussion surpassed anything I have been able to simulate in my face-to-face classroom,'' he wrote recently in a paper on distance learning.
+Having seen the past, he is now witnessing the future. In the California State University system, Microsoft, Hughes Aircraft, Fujitsu and M.C.I. arranged an ambitious plan to spend $300 million on a fiber-optic network that would connect California State's 22 campuses in exchange for the right to sell a projected $3.8 billion in high-tech projects over the next decade to students and to universities. Opposition from students and faculty members killed the proposal, but plans are being reworked for a different form of corporate partnership.
+It is one of several corporate alliances washing over public education in California. And it leaves Professor Feenberg profoundly uneasy about where on-line education is heading.
+''This has gone from what seemed like a rather impractical scheme of some faculty weirdos and their hangers-on to become suddenly a big-time push between corporations and administrators to cut costs,'' he said. ''What I'd like to see is for the faculty to recover the initiative. Right now, the technology is being billed as doing the impossible. It's not a way to save a lot of money or replace faculty, but that's the way it's being sold. Hope is replacing serious knowledge.''
+Indeed, along with the institutional feeding frenzy is a significant degree of unease on the part of many professors, who think administrators see on-line education as a way to cut back on professors and new construction.
+At the University of Washington, 900 faculty members signed petitions opposing state officials' ambitious plans for a virtual university. ''We feel called upon to respond before quixotic ideas harden into disastrous policies,'' the petition said. ''Education is not reducible to the downloading of information, much less to the passive and solitary activity of staring at a screen.''
+At U.C.L.A., only 30 percent of faculty members complied last year with a new requirement that all courses post a syllabus on the Internet. The American Association of University Professors, which represents the nation's college professors, says that courses taught on the Internet require more class time than regular ones and therefore require more, not fewer, instructors. Professors have also raised issues about what effect on-line courses will have on hiring, whether one-size-fits-all software will replace teachers and whether technology will undermine the relationships at the heart of education.
+All universities are also struggling with issues of intellectual property rights -- does the university or the professor own the courses marketed on line?
+Critics say on-line education is less about teaching than about cost-cutting and transforming teaching, via mass-produced software, into a commodity, which universities can profit from the same way they profit from research patents. Software can serve as text, study guide and learning exercises, providing all the materials needed for a course.
+David F. Noble, a professor of history at York University in Toronto and currently a visiting professor at Harvey Mudd College, argues that because quality will be so hard to monitor, the growth projections are wildly inflated. On-line education, he says, will be no more than a very expensive fad, just like the vogue for correspondence courses, which peaked in the 1920's.
+''There's really no case for pedagogical enhancement,'' said Dr. Noble, who has posted a series of three papers on (where else?) the Internet (communication.ucsd.edu/dl). The papers, ''Digital Diploma Mills: The Automation of Higher Education,'' have become ground zero for professorial skepticism about a headlong rush toward the virtual university.
+Dr. Noble's qualm is not about French or Japanese executives taking Duke's M.B.A. courses, or farmers taking agronomy courses via computer at the University of Wyoming. It is about the way Internet courses will be used on campus.
+One report by the accounting firm PricewaterhouseCoopers predicts a huge shift toward electronic courses as a trend toward lifelong learning swells enrollment. The report suggests that software will serve about 50 percent of the total student enrollment in community colleges and 35 percent in four-year institutions. Which raises the specter of a tiered educational system -- green quads, small classes and Gothic touches for the privileged few -- and software for the many.
+At the least, the report suggests that the real issue is how to integrate the personal qualities of great teaching with the technological advantages of learning by computer.
+Nancy S. Dye, the president of Oberlin College, said she keeps hearing how distance learning in one form or another will reinvent higher education. She cites, for example, the management guru Peter Drucker's prediction that ''30 years from now, the big university campuses will be relics,'' and that the residential university is destined to give way to the virtual university.
+She does not worry about that happening at elite schools like Oberlin. What she wonders is whether on-line teaching will expand access to education or whether it will provide a shriveled version to the students who can't afford the gourmet institutions.
+''There is a lot of good in educational technology if we use it right,'' Dr. Dye said. ''But education will always be a social process, and it will always include face-to-face connection. What worries me is that somehow, places like Oberlin will become more the exception than the norm. That's fairly farfetched at this point, but I'm troubled by the enthusiasm with which, say, Western Governors University seems to be embracing that kind of model.''
+For now, they come for many reasons.
+Alyssa Cooper takes Computer-Mediated Communicationo on line at Teachers College at Columbia University because she broke her leg just before the semester started, and it would have cost a fortune in taxi fares to travel to class. Dianne Taha takes the same course while working full time in the department of instructional computing at the State University Center at Stony Brook, and Martha Luckey takes it from Japan, where she is a counselor at a school for children of American military personnel. All three women are taking these classes toward advanced degrees in instructional technology.
+Paul Sikkenga, a business analyst for desktop telecommunications, is working on a degree in computer information systems at the two-year-old Florida Gulf Coast University, taking some classes on line so he does not take too much time from his job and family.
+Almost all of these students see a promising but imperfect medium that will work for motivated, self-directed people, which is why on-line education is considered better for older students.
+Mr. Sikkenga, like others, finds the technology both appealing and frustrating.
+He could not afford the necessary software for his first Internet class, so he had to use a computer on campus. That defeated part of the purpose of taking the course on line. He is also frustrated by the plodding responses in one course's chat room -- students wait while others laboriously type in responses to instructor's questions -- and he misses the real give-and-take of a classroom.
+''As this type of education matures and bandwidth on the Internet increases,'' he said, ''integration of streaming video and other types of multimedia technology may make the distance-learning class a lively and participatory experience that may eventually compete successfully with any campus-based class. Until then, I'll be very selective.''
+In fact, even the biggest proponents of on-line education say that without technological advances like an increase in Web bandwidth -- transmitting more information faster -- true interactivity will be out of reach. And numerous issues, from the intellectual property rights of faculty members to monitoring test results from a distance, pose vexing problems.
+But to students and teachers, on-line education offers more than convenience. For all the mythology of the classroom, many students show up and snooze rather than learn. For all the appeal of face-to-face interaction, it is hard to quarrel with the potential of M.B.A. students on three continents tackling management problems on line.
+Dr. Sonnenschein said that part of the dynamic of computerized learning for him is that it forces students to focus, to be active participants in learning rather than empty vessels into which professors try to pour their knowledge.
+Many students agree.
+''When you sit at a computer to participate in a distance-learning class, you are there and you have already committed to participating,'' Ms. Taha said. ''It's very easy to attend a face-to-face class, but not really be there mentally.''
+So if there are plenty of professors who see on-line learning as a threat, there are others drawn to something more profound than the idea of letting tired middle managers attend business school at home in their pajamas.
+Mark Schroeder describes himself as an ''atomic city kid'' from Los Alamos, N.M. After graduate school in comparative literature at Columbia University, he eventually became a popular professor of humanities at the University of Colorado in Boulder. But he also became intrigued by the potential of the computer in learning, how databases and computer programs can spur new kinds of cognition that makes students active learners rather than spectators.
+Four years ago, he started his own company, Digital Creators, which creates software and training programs for universities and businesses. He left his teaching position a year ago to work full time on it.
+To Dr. Schroeder, on-line learning represents a natural evolution of education, from Socratic dialogue to written text to digital. He says on-line education never will -- and never should -- replace the classroom, especially for the traditional college-age market, but the technology's growth is inevitable.
+''Students today no longer think textually; they think filmically,'' he said. ''This is a natural evolution. William Blake talked of taking ideas and turning them into icons and worshiping them. What we've done with technology is to turn it into an icon that people worship or they fear. But the technology is merely an extension of our capabilities, a way to expand our ability to learn. I'm not going to be an idiot and say personal contact is not important. But this is something in its infancy, and it's only going to grow.''
+Photograph Studying minuets via computer requires a whole new way of listening, says David Sonnenschein, who teaches an on-line music course at Northeastern. (Michael Quan for The New York Times); David F. Noble, a visiting history professor at Harvey Mudd College in Claremont, Calif., warns of the excesses of the marketplace invading academe. ''There's really no case for pedagogical enhancement,'' he says of on-line education. (Walt Weis for The New York Times); Sheila Kaplan, president of Metropolitan State College in Denver, has seen the future, and it is on line -- between car pooling and after work. (Kevin Moloney for The New York Times)
+Chart ''On-Line Orientation''
+Thinking about studying in cyberspace? Here are questions to ask the school and yourself.
+Is the program accredited, and if so, by whom? The Department of Education keeps a list of agencies that are approved to accredit schools. It is available by calling (202) 708-7417 or through its Web site: www.ifap.ed.gov/csb_html/agency.htm.
+How does the tuition compare with a bricks-and-mortar program, and is financial aid available?
+How long will it take to get a degree? Can students stop and start at will?
+Does the school provide career services or networking opportunities?
+How many students has the program graduated?
+Does the software or technology seem manageable? Is there a technical support line?
+Is the content as comprehensive as that of an on-campus course?
+How is the course structured? For instance, is there face-to-face interaction with teachers and other students, and is such interaction important to you?
+Can students set their own class schedules?
+Are you the kind of person who can work independently?
+''Guides to Distance Learning''
+Ed-X Distance Learning Channel: (www.ed-x.com) This Web site, which went on line in December, contains news and links to 3,000 Internet courses from schools around the world. California Virtual University: (www.california.edu) Part of a private nonprofit foundation, C.V.U. posts a catalogue of 2,000 on-line accredited courses and more than 100 degree programs offered by California institutions, from U.C.L.A.'s adult education classes to Pepperdine University's doctoral program in education technology.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Education.com&title=New+York+Times&issn=03624331&date=1999-04-04&volume=&issue=&spage=4A.26&au=Applebome%2C+Peter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05487721&rft_id=info:doi/,4A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 4, 1999","''This is not about technology, it's about learning how to listen and how to understand what you're listening to,'' Dr. (David) Sonnenschein said as he waited for his Power Mac to boot up in his office overlooking Centennial Circle on Northeastern's campus. ''I can lecture on musical forms, but to many of them I might as well be speaking Chinese. But when they learn at their own pace, they can listen over and over again until the aha! happens -- until they get it on their own. I took the technology up late, but I'm happy I did. It's a very effective way to teach this course.'' A 70-year-old conductor and composer teaching Mozart through computer programs and the Internet to students who could just as well show up in class is not the stereotype of on-line education. But at a pace far exceeding what most people expected, on-line education is becoming a defiantly mainstream academic experience. It is setting in motion an academic gold rush that is making universities think more like Amazon.com than Harvard.edu. It is exciting professors like Dr. Sonnenschein, who see it as an innovative teaching tool, and scaring the mortarboards off many others, who see the excesses of the marketplace invading the sanctuary of the academy. It is helping to create a new academic environment in which entities with names like Anheuser-Busch University, Jones International University and Western Governors University are jockeying along with Stanford, Oberlin and the University of California at Los Angeles for a share of the education market.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Apr 1999: 26.",11/15/17,"New York, N.Y.",,"Applebome, Peter",New York Times Company,,Newspapers,431157911,"United States, New York, N.Y.",English,4-Apr-99,Distance learning; Computer assisted instruction; CAI; Colleges & universities,New York Times,Feature,,,,,,,
+Computers and 2000: Race for Security:   [Special Report ],"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-2000-race-security/docview/431084921/se-2?accountid=14586,"In a windowless room two stories below ground level, Lyudmila Zavlyanova sits in what could be a scene from the cold war. People are hunched in front of computers in cramped cubicles, speaking to each other in hushed tones in Russian.
+But they are in New Jersey and this is an entirely different kind of global struggle: the code war.
+Mrs. Zavlyanova and about 40 other immigrants from the former Soviet Union are in the sub-basement of the Newark headquarters of the Public Service Electric and Gas Company, New Jersey's largest utility. They are here not because they understand Russian but rather Cobol, a computer language that runs many of the nation's mainframe computers but is so old that relatively few American programmers know it.
+Mrs. Zavlyanova, a 27-year-old from Queens, is one of tens of thousands of programmers throughout the world racing to head off the havoc that could ensue because many of the computers that underpin today's wired society do not understand that a year can begin with a number other than 19.
+She and her colleagues have spent the better part of this year painstakingly sifting through a program consisting of seven million lines of code that, to the uninitiated, resembles gibberish.
+And that is just to fix one program. In all, Public Service has 728 programs with a total of 46 million lines written in 27 programming languages. How well they get fixed or replaced could determine whether the lights and heat stay on in New Jersey come Jan. 1, 2000.
+That might seem far away. But the Y2K problem, as it is known in computer jargon, is already draining hundreds of billions of dollars from companies and governments struggling to tame what some call the millennium bug.
+The direst predictions of what will happen -- financial chaos, societal strife, food shortages and persistent, widespread blackouts -- are highly improbable. But it is not hard to find reputable alarmists -- computer experts who say they will not fly or schedule surgery at the onset of the year 2000 or even an economist who predicts that the computer bug could set off a recession.
+The first wave of disruptions has already hit, with 40 percent of the largest American and European companies experiencing at least minor breakdowns because some software has already had to deal with dates in 2000 and beyond. Many retailers have had difficulty processing credit cards that expired in 2000 or later, for example. At BankBoston, some A.T.M. cards were seized because cash machines thought the cards had expired in 1900.
+Another spate of disruptions could begin on the first day of 1999 because a host of other computer programs, like those used to prepare budgets, schedule appointments and pay unemployment benefits, deal with dates up to one year in the future.
+All the threat stems from the fact, by now well known, that computer programs frequently use two digits to represent years, like 98 for 1998. So when 1999 ends, computers might be baffled about what comes next or might think 00 means 1900 instead of 2000. Afflicted machines could crash or, just as dangerously, spew out erroneous data. With computers running everything from power grids to bank machines to air traffic control, the range of services that could be affected is vast.
+The problem has proved more intractable and expensive to fix than most experts had expected. The Gartner Group, a consulting firm, estimates that the Y2K problem will cost the world $1 trillion to $2 trillion, as much as $300 for every man, woman and child on the planet.
+''It's the biggest business problem in human history,'' said Capers Jones, a software expert and year 2000 alarmist.
+Year 2000 activity swirls far beyond computer programmers like Mrs. Zavlyanova, sweeping up lawyers, insurance companies, government regulators and even many ordinary citizens.
+Other electronic equipment besides computers may also be vulnerable. So engineers everywhere are clambering over pipes, behind walls and into closets in a giant scavenger hunt for computer chips that control factories, oil platforms, aircraft, traffic lights and building security systems. New York Hospital-Cornell Medical Center, for instance, is determining whether 16,000 medical devices -- electrocardiographs, infusion pumps, defibrillators and even beds -- will work correctly in the next century.
+The Y2K problem is also becoming a cultural phenomenon, appearing in comic strips and Hollywood screenplays. For those prone to believe that the apocalypse is coming with the start of the new millennium, the millennium bug looks like the means to the end, a digital echo of Noah's flood.
+For many more people the Y2K problem plays on a sense of unease that society is growing dependent on a lattice of technology that is now so far-reaching, interconnected and complex that no one completely understands it, not even the priesthood that writes its digital code.
+Many moves toward economic efficiency -- automation, just-in-time delivery of parts to factories, globalization -- have been aided by computers. Yet those same practices now make the economy more vulnerable to computer malfunctions.
+Several potential Y2K problems have been discovered during simulations. When the Chrysler Corporation set the clocks on the electronic equipment at one of its factories ahead to 2000, for example, the security system locked all the doors. Such problems can be readily fixed, one at a time.
+The fear, though, is that the early days of 2000 could bring a huge flood of them. Many experts say there is simply too much software left to fix and too many microchips to check before the immovable deadline. Still, they say, there is time to reduce the impact by fixing what is possible and making contingency plans for failures that cannot be prevented. The school board in Albuquerque, N.M., recently voted to keep the city's public schools closed the first week in January 2000 to make sure that the district had time to repair unexpected breakdowns.
+Experts say caution is in order, but not panic.
+''The level of disaster is still fundamentally our choice,'' Howard Rubin, an information technology consultant, said.
+Town CriersEscapist Movement Expects the Worst",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Computers+and+2000%3A+Race+for+Security%3A+%5BSpecial+Report%5D&title=New+York+Times&issn=03624331&date=1998-12-27&volume=&issue=&spage=1.1&au=BARNABY+J.+FEDER+and+ANDREW+POLLACK&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05351524&rft_id=info:doi/,1,General Interest Periodicals--Unit ed States,3624331,"Copyright New York Times Company Dec 27, 1998","That might seem far away. But the Y2K problem, as it is known in computer jargon, is already draining hundreds of billions of dollars from companies and governments struggling to tame what some call the millennium bug. The problem has proved more intractable and expensive to fix than most experts had expected. The Gartner Group, a consulting firm, estimates that the Y2K problem will cost the world $1 trillion to $2 trillion, as much as $300 for every man, woman and child on the planet. The Y2K problem is also becoming a cultural phenomenon, appearing in comic strips and Hollywood screenplays. For those prone to believe that the apocalypse is coming with the start of the new millennium, the millennium bug looks like the means to the end, a digital echo of Noah's flood.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1998: 1.",11/15/17,"New York, N.Y.",,BARNABY J. FEDER and ANDREW POLLACK,New York Times Company,,Newspapers,431084921,"United States, New York, N.Y.",English,27-Dec-98,Year 2000; Debugging; Series & special reports; Computer security; Computer programming,New York Times,News,,,,,,,
+Beer Made the City Famous; Revival Keeps It Bubbling,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/beer-made-city-famous-revival-keeps-bubbling/docview/431077817/se-2?accountid=14586,"Sometimes, from some angles, Milwaukee can fool you. Is this Chicago? There's the lake: the same immense lake, Lake Michigan, stretching to the horizon, bigger than all of Switzerland. There's Wisconsin Avenue, the main drag, which crosses the Milwaukee River on a bridge that looks a lot like the one that carries Michigan Avenue across the Chicago River.
+Both cities have bold, modern trademark buildings with prominent zigzag braces, designed by Skidmore, Owings & Merrill: the Firstar Center in Milwaukee and the John Hancock Center in Chicago. Both cities nurture old-country traditions, exuberantly celebrated at annual festivals. Both have mastered the Midwestern knack of keeping their feet on the ground.
+But Milwaukee, as its visitors bureau proclaimed in an advertising campaign a few years back, is Chicago several million people ago.
+It is less crowded, less clogged with traffic, less expensive. ''It's a big little town, a real family town,'' said Terry Benske, a real estate agent, who makes part of her living selling houses to people who move here from Chicago after they marry and have children, commuting back to their jobs.
+On a gloomy day, when the cold, raw winds are blowing hard, Milwaukee may indeed provide ''a gray landscape, drawn with hard lines and great attention to detail,'' as Cecil Beaton, the English photographer, wrote after a 1955 visit. But on a bright day with the sun glinting off the lake, downtown is something else again, whatever the season, a triumph of civic resuscitation.
+The city has saved the best of its past. ''Those old Germans,'' a Milwaukee friend of mine says, ''were too frugal to tear anything down, thank God.'' So marvelous Victorian buildings like the Richardsonian Romanesque Pfister Hotel and the pseudo-Flemish, flatiron-shaped City Hall, built in emulation of guild halls in Belgium, stand amid sober neo-classical structures like the headquarters of the Northwestern Mutual Life Insurance Company; Art Deco towers like the jaunty Wisconsin Gas Company building, with a neon ''flame'' on top whose color forecasts the weather, and modern high-rises by the likes of Chicago's Harry Weese and Helmut Jahn.
+You can see a lot of them from the new Riverwalk, a pleasant introduction to the city, if not quite the throbbing crossroads that San Antonio's is. From there, it's only a short stroll to Marquette University's campus on the western edge of downtown.
+Lately, Milwaukee has been on a building spree. In July, the first phase of the post-modern Midwest Express Center, a 667,475-square-foot convention site, opened for business. In 2000, Miller Park will open, a new ball park in an old idiom, like Baltimore's and Cleveland's, a kind of monument to Bud Selig, the former owner of the Milwaukee Brewers, now the Commissioner of Baseball, who waged war with the politicians over financing and location.
+That same year, a $50 million addition to the Milwaukee Art Museum is to be unveiled. Overlooking Lake Michigan, designed by Santiago Calatrava, a young Spanish architect on the brink of international superstar status who has never built anything in the United States, it is meant to be a kind of signature structure for the city, comparable to Sydney's Opera House.
+A 'Livable City'
+So far, downtown is a happy mix that looks neither random nor ''renewed,'' but somehow organic. That, a low crime rate and the many comfortable residential neighborhoods, from upper-crust Shorewood, north along the lake, to the more proletarian South Side, help to earn Milwaukee the prime 20th-century urban encomiums. It is a ''livable city,'' people say. ''Manageable.''
+Jack L. Goodsitt, one of the city's most lovable curmudgeons, complains that Milwaukee has been in decline since the 1930's, when George M. Cohan and Helen Hayes brought touring companies into downtown theaters, and Eugene's, a waterside restaurant, served ''the best food the city has ever seen.''
+But he moved back after spending four years in Palm Beach.
+''Nothing ever happens here,'' groused Mr. Goodsitt, a lawyer. ''But the one thing we have is people. They do read books, they think, they talk. There's real intellectual ferment. That matters more than the weather or anything else. Palm Beach? All they talk about there is golf and boats.''
+Culture and Custard
+Milwaukee's shoulders may not be as big as the Windy City's, but it is no 90-pound weakling. It is the nation's 17th largest city, with a population of 610,000 and an area of 96 square miles, and the four-county metropolitan area has a population of 1.4 million. Enough to support the Brewers and the basketball Bucks, enough to sustain a venerable cultural tradition, and enough to consume Rabelaisian quantities of bratwurst, beer and frozen custard.
+Modern-day Milwaukeeans don't have much time for the stereotypical image of their city. They don't think of themselves anymore as a beer-'n'-brats, blue-collar bunch, however many sausages they might scarf down during a Sunday doubleheader at County Stadium (or when they head in their tens of thousands up Interstate 43 to Green Bay, a couple of hours north, for a Packers game).
+Nor do they think of themselves as America's pre-eminent German city, even if President Clinton brought the former German Chancellor, Helmut Kohl, to town to give him a taste of home. Look at our Polish festival, they say, our Irish festival, our Summerfest. Look at Serb Hall, on the south side; go on Friday night, for the fish fry.
+Schlitz, ''the beer that made Milwaukee famous,'' is gone, which is hard to believe in a city where they used to say that kitchens were built with three taps, marked hot, cold and Schlitz. Only the philanthropies of the Uihlein family, who brewed it, remain as reminders. Blatz is defunct, the grand old brewery recycled now as apartments and offices, and Pabst lives on solely in the elaborate theater that Capt. Frederick Pabst built in 1895.
+Only the Miller Brewing Company prospers (you can tour the brewery on West State Street), joined by a number of thriving micro-breweries, notably Sprecher and Lakeside. But everyone knows the big keg now is St. Louis, another city with roots in Germany and the headquarters of Anheuser-Busch.
+Built With Precision
+Most of Milwaukee's famous German restaurants have seen better days, though there is nothing faded about Fred Usinger Inc., which has been the king of American wurstmachers (sausage-makers) since 1880. The 1998 Christmas catalogue rests beside me as I write, pure balm for the Hun in me: braunschweiger, beerwurst, thueringer, weisswurst, yachtwurst (ah, yachtwurst).
+People here, as in Munich or Hamburg, are compulsively orderly; anyone who doesn't keep a neat house and a trim lawn is treated as a menace to society. But few speak German anymore, though as late as 1885, two of three people who read a daily newspaper here read it in that language, not in English.
+If the Milwaukee Germans have assimilated, along with the Boston Irish and the Philadelphia Italians, they have left behind a formidable legacy; Milwaukee's German-American past has shaped its more cosmopolitan present.
+The city's economy is built upon precision manufacturing, a field in which the German and other immigrants brought skills as well as Mitteleuropean work habits with them. That tradition lives on in industrial companies like Johnson Controls, A. O. Smith, Briggs & Stratton, Harnischfeger and Rockwell Automation (formerly Allen-Bradley), all with headquarters in Milwaukee. Harley-Davidson motorcycles are made here, Case International tractors in Racine.
+Many of the immigrants carried progressive political ideals in their baggage. Milwaukee elected Victor L. Berger, the first Socialist to sit in Congress, in 1910 and again from 1918 to 1926. Daniel Webster Hoan, another Socialist, served as the city's Mayor for 24 years, and one of its most impressive bridges is named for him, although he opposed its construction.
+Socialist ideas had a profound impact on young Golda Mabovitz, whose family had immigrated to Milwaukee from the Ukraine. Educated at North Division High School and Milwaukee Teachers' Training College, she married a sign painter and emigrated to Israel in 1921. As Golda Meir, she rose gradually in the Labor Party and served from 1969 to 1974 as Israel's fourth premier.
+A Revived Orchestra
+Back in Milwaukee, Socialism eventually died out, to be succeeded by liberalism, its half-brother, as the city's creed. For decades, two German-American Democrats held sway here: Mayor Henry W. Maier, who served seven terms, and Representative Henry S. Reuss, an expert on the banking system.
+Milwaukee lent strong support as well to statewide political powers like the La Follettes and other Progressives, and liberal Democrats like Gaylord A. Nelson and Patrick J. Lucey. Even in a conservative era like the present, the city contributed a thumping majority to the recent re-election of Russell D. Feingold, one of the more liberal (and less conventional) members of the Senate, whose father was a part-time Progressive organizer.
+Like many medium-size cities with a Germanic heritage, like St. Louis and Cincinnati, Milwaukee has a well entrenched musical tradition. But like many cities, Milwaukee watched in dismay as the finances of its musical mainstay dried up. Starting in the 1980's, season subscriptions to the Milwaukee Symphony Orchestra stalled; fund-raising flagged; labor relations soured, so much that in January 1994, musicians refused to take the stage.
+But the refurbishing of Uihlein Hall, part of the Marcus Center for the Performing Arts, and the appointment in 1996 of Andreas Delfs as musical director helped spark a turnaround.
+German-born, Juilliard-trained, Mr. Delfs also conducts the Hanover State Opera and Orchestra in the hometown of the new German chancellor, Gerhard Schroder, and Milwaukee classical music fans have flocked to his concerts. Accustomed to three sellouts a year, the orchestra had 30 last season.
+The remaining schedule for this season includes programs featuring Nadja Salerno-Sonnenberg, the violinist; Sabine Meyer, the clarinetist, and Pascal Roge, the pianist. Mahler, Mozart and Brahms will get their turns, but there are several more venturesome items on the program as well: contemporary works by Takemitsu and Corigliano, plus a Howard Hanson symphony and large-scale choral works (Mendelssohn's ''Elijah'' in March and Martinu's Tocatta in June).
+An Opera Premiere
+Now 66 years old, the Florentine Opera Company, which also performs in Uihlein Hall, opened last week with ''Cav'' and ''Pag.'' But it, too, is dipping into unfamiliar repertory.
+In February, it will give the American premiere of Lowell Liebermann's ''Picture of Dorian Gray,'' the first such premiere it has ever presented. Based on Oscar Wilde's novel and first performed in Monte Carlo in 1996, the opera is part of a Wilde boomlet on stage and screen.
+A third Uihlein tenant, the Milwaukee Ballet, has sunk a million dollars into a new production of ''The Nutcracker'' for the holiday season, a lot for a small regional company. The choreographer is Lisa de Ribere, an alumna of both the American Ballet Theater and the New York City Ballet.
+Alfred Lunt, Milwaukee-born, would be pleased with his hometown.
+Four touring Broadway shows will hit town this season, as well as five productions by the Skylight Opera Company, including Gilbert and Sullivan, Rodgers and Hammerstein and Donizetti's fizzy ''Don Pasquale.'' The Pabst Theater; the Milwaukee Repertory, currently presenting works by Tennessee Williams, Carlo Goldoni and Steve Martin, and First Stage Milwaukee, which commissioned a new play this year from the 1992 Pulitzer Prize winner, Robert Schenkkan, all contribute to a sparkling cultural scene. Nobody need go to Chicago for brain food.
+Even a slavish devotee of Eero Saarinen and Frank Lloyd Wright like myself must admit that neither did his best by Milwaukee.
+Facing an impossible commission to design a combination war memorial and art museum, Saarinen built something boxy that has aged poorly, but its shortcomings will soon be eased. Attempting to echo the domed majesty of Santa Sophia in Istanbul, Wright designed a sky-blue and buff-colored flying saucer for the Annunciation Greek Orthodox Church, but several of Wright's masterpieces are nearby.
+The art museum's setting smack on the lakeshore, shared by few other Milwaukee buildings, is its trump card. That will be re-emphasized by Calatrava's addition, south of the Saarinen structure, that recalls both his celebrated Alamillo Bridge in Seville, a harplike span across the Guadalquivir River, and his Satolas train station at Lyons airport in France.
+Here, a vaulted, 450-foot-long pavilion, a story and a half tall, with new galleries for temporary exhibitions, forms a link to a 90-foot-high reception hall, covered by a movable, louvered sun break made of carbon fiber.
+This will be connected to the foot of Wisconsin Avenue, where an orange Mark di Suvero sculpture stands by an airy suspension footbridge. For someone strolling down Wisconsin toward the lake, the sculpture will line up with the bridge and two angled masts: one, 90 feet long, atop the reception hall, the other, 200 feet tall, at the end of the bridge. Saarinen's building is right angles; Calatrava's, designed to complement it, is curves.
+The Milwaukee Journal Sentinel called the plan audacious and congratulated the museum for doing something so ''daringly un-Milwaukee.''
+During construction, the permanent collection remains open. Its strengths, to my eye, are a superb assemblage of American folk art, one of the world's leading collections of Haitian art and a fabulous group of German Expressionists: Kirchner, Nolde, Beckmann et al. (A word of warning: owing to the vagaries of donors' wills, the Expressionists are split into two groups on two different floors.)
+A major gift in 1997 brought the museum's holdings of works by Georgia O'Keeffe to 21, one of the largest such groups outside the museum in New Mexico devoted exclusively to her.
+Seeing Wright in Racine
+The decorative arts collection includes a group of objects designed by Prairie School architects, not only Wright but others in his circle, including George Niedecken and George W. Maher. But to get a fuller picture of Wright's genius at work, take a trip to his home, Taliesen, near Spring Green, about 110 miles west of Milwaukee, or to Racine, 30 miles south.
+I would choose Racine, not only because it is closer but also because you can visit there both the headquarters of the S. C. Johnson Company (guided tours on Fridays) and Wingspread, home of Hibbard Johnson, who was the company's president (self-guided tours Monday through Friday). Both rank among Wright's finest work.
+The administrative office of the Johnson company is an astonishing space, unlike anything built before or since, with skylights made of Pyrex tubing and slender dendriform supporting columns. Wright called it ''a temple of work, a place you will love to be in.'' In the recent Ken Burns television biography, Wright's assistant and acolyte, Edgar Tafel, dubbed it the architect's ''Ninth Symphony,'' and Philip Johnson termed it ''the finest room in America.''
+No wonder the boss hired Wright for Wingspread, a graceful knoll-top house whose wings, to borrow the language of the art historian Henry-Russell Hitchcock, ''ride the grassed slopes as if they were floating on waves.''
+'A Big Little Town'
+Here is information about visiting the Milwaukee area:
+Where to Stay
+HILTON, 509 West Wisconsin Avenue, (414) 271-7250. This 500-room Art Deco monolith started life as the Schroder, then became the Marc before joining the Hilton clan. Voted one of the best in the chain after a recent renovation (still more rooms are coming), it is well situated for conventions and culture. Doubles, $109 to $154.
+METRO, 411 East Mason Street, (414) 272-1937. Brand new, and brilliantly designed to evoke France in the 1920's, with unusually handsome chairs, rugs and sofas in the lobby. Its 65 suites are also well done, with purest cotton sheets on the beds. The cafe has tables outdoors and a sinuous, welcoming bar. Doubles, $165 to $225; weekend specials, $129.
+PFISTER, 424 East Wisconsin Avenue, (414) 273-8222. ''Grande dame'' is the cliche among older hotels; the Pfister lives up to it. The Victorian lobby -- painted ceiling, palm court and paintings of zaftig ladies -- bustles all day long, and rooms in the old section, opening off blessedly wide corridors, offer every comfort; stay there, if you can, rather than in the newer tower. Room rates: Doubles, $244 to 284 weekdays and $169 to $209 weekends.
+AMERICAN CLUB, Highland Drive, Kohler, (920) 457-8000. Built in 1918 to house immigrant workers at the Kohler plumbing-fixture works, this rambling red-brick building has been transformed into a quiet, tasteful resort with courtyard gardens, good food, two Pete Dye golf courses, indoor tennis, trout fishing, pheasant hunting and cross-country skiing. An hour from Milwaukee. Doubles, $155 to $190 weekdays and $185 to $220 weekends.
+Where to Eat
+BARTOLOTTA'S, 7616 West State Street, (414) 771-7910. A plain, vibrant, yellow-walled room hung with family photos, this trattoria has good blood lines. Paul Bartolotta runs Spiaggia, Chicago's best Italian restaurant; here, his sister, Maria, a onetime vocalist with Peter Duchin, dispenses Italian comfort food: pasta quills with duck ragu, sausage and peppers on polenta.
+JOHN ERNST, 600 East Ogden Avenue, (414) 273-1878. Ratzch's has slipped; Mader's caters to tour buses. But Ernst's (founded 1878) upholds German-American tradition with Teutonic tankards along the walls, mellow Pschorrbrau from Munich on tap and proper schnitzel, sauerbraten and bratwurst on the plate.
+LEON'S, 3131 South 27th Street, (414) 383-1784. Milwaukee dotes on old-fashioned frozen custard. Leon's is the drive-in shrine, turning out a dense, eggy, creamy freeze fully worthy of the state that calls itself America's Dairyland. Opened in 1942, this neon-clad spot inspired ''Happy Days.''
+EDDIE MARTINI'S, 8612 Watertown Plank Road, (414) 771-6680. A 1940's throwback (''steaks, chops, seafood,'' says the sign outside), Martini's is Milwaukee's restaurant du jour, jammed every night. Fine strips and porterhouses, sure, but also ono and ahi tuna from the Pacific, as well as walleye, the firm, sweet lake fish that has vanished from most menus because of dwindling supplies.
+SANFORD, 1547 North Jackson Street, (414) 276-9608. Sandy D'Amato is a cook of rare virtuosity who produces a different ethnic menu each night (Hungarian, Greek, Provencal . . .) as well as his regular fare. His wife, Angie, presides winningly over a dining room that was once his grandfather's and father's grocery store. The flavor combinations are spectacular: sweet figs, pungent pomegranate sauce, foie gras, squab; grilled shrimp, Thai basil oil, peppery curry noodles.
+THREE BROTHERS, 2414 South St. Clair Street, (414) 481-7530. Branko Radicevic can be as cranky as his Serbian brethren in Belgrade, but he runs a restaurant with very high standards. On simple Formica tables in an old Schlitz tavern, he serves succulent roast lamb and suckling pig, chicken paprikash and an amazing, discus-sized phyllo pie called burek, stuffed with spinach or cheese.
+Attractions
+THE MILWAUKEE ART MUSEUM, 750 North Lincoln Memorial Drive, (414) 224-3200. More than 20,000 works from ancient to contemporary times. Through Jan. 3, ''Covering History: Quilts in Wisconsin.'' Opening today, ''Half Past Autumn: The Art of Gordon Parks,'' a retrospective of the 85-year-old artist and photojournalist (through Jan. 10). Hours: Sundays, noon to 5; Tuesdays, Wednesdays, Fridays and Saturdays, 10 A.M. to 5 P.M.; Thursdays, noon to 9. Admission: $5; $3 for students and the elderly; children under 13 free.
+CITY HALL, 200 East Wells Street, (414) 286-2150. Built in 1895 by Henry C. Koch & Company. Open Mondays through Fridays, 8 A.M. to 4:45 P.M. Free tours for groups of at least 10, by appointment only; (414) 286-2266.
+NORTHWESTERN MUTUAL LIFE INSURANCE COMPANY BUILDING, 720 East Wisconsin Avenue, (414) 271-1444. Completed in 1914 by Marshall and Fox of Chicago. Tours can be arranged, 9 to 11 A.M. and 1 to 3 P.M.; (414) 299-3252.
+WISCONSIN GAS COMPANY BUILDING, 626 East Wisconsin Avenue, (414) 385-7000. An Art Deco building completed in 1930 by Eschweiler & Eschweiler of Milwaukee. There are no scheduled tours. Visitors may enter during business hours, Mondays through Fridays, 8 A.M. to 4:30 P.M. Its 21-foot neon illuminated flame on the roof changes colors according to coming weather conditions. Red means warmer weather ahead, gold signifies colder, and blue means no change. A flickering flame means precipitation, either rain or snow.
+MIDWEST EXPRESS CENTER, 400 West Wisconsin Avenue, (414) 908-6000. The convention center opened in July. Call ahead to schedule a tour.
+MILLER BREWING COMPANY, 4251 West State Street, (414) 931-2467 or 800 944-5483. Open Mondays through Saturdays 10 A.M. to 5:30 P.M. Free tours Mondays through Saturdays, 10 A.M. to 3:30 P.M., take visitors through the brewhouse, where the first steps of beer making begin, and to the cave 62 feet underground that Fredrick Miller used for refrigeration from 1855 through 1906.
+MILWAUKEE SYMPHONY, Marcus Center for the Performing Arts, Uihlein Hall, 929 North Water Street, (800) 291-7605. This weekend, Richard Einhorn's ''Voices of Light,'' conducted by Andrews Sill, accompanies Carl Dreyer's 1929 silent film ''The Passion of Joan of Arc.'' tonight at 7:30; tomorrow at 8 P.M. Tickets: $12 to $48. Anthony Halstead conducts the Milwaukee Symphony in a program of Vivaldi, Telemann and Handel, with the guitarist Manuel Barrueco, 7:30 P.M. on Nov. 27 and Nov. 29, and 8 P.M. on Nov. 28. Tickets: $12 to $48.
+FLORENTINE OPERA COMPANY, Marcus Center for the Performing Arts, Uihlein Hall, 929 North Water Street, (414) 273-7206. Resumes performances Feb. 5 through 7, with Lowell Liebermann's ''Picture of Dorian Gray.''
+MILWAUKEE BALLET, Marcus Center for the Performing Arts, Uihlein, 929 North Water Street, (414) 643-7677. ''The Nutcracker'' will be performed Dec. 12 through 30. Performance schedule varies; evening shows at 7:30 and matinees at 1:30 P.M. Tickets: $12.75 to $46.75.
+PABST THEATER, 144 East Wells Street. A new adaptation of ''A Christmas Carol,'' by the Milwaukee Repertory, runs from Dec. 4 through 26. Tickets: $8.50 through $32; (414) 224-9490. ''Vince,'' a Pabst production of a one-man show about Vincent Lombardi, opens Jan. 9; (414) 286-3663.
+MILWAUKEE REPERTORY, 108 East Wells Street, (414) 224-9490. At the Powerhouse Theater on the second floor, ''Blues for an Alabama Sky,'' by Pearl Cleage, tonight at 8 P.M., tomorrow at 4:30 and 8:30 P.M. and Sunday at 2 P.M. Tickets: $10 to $32. ''The Last Night of Ballyhoo,'' Dec. 2 to Jan. 3. At the Stiemke Theater on the first floor, ''The Glass Menagerie,'' tonight at 8 P.M, tomorrow at 4:30 and 8:30 P.M. and Sunday at 2 P.M. Tickets: $17.50 to $25.
+FIRST STAGE MILWAUKEE, Marcus Center for the Performing Arts, Todd Wehr Theater, 929 North Water Street, (414) 273-7206. ''The Dream Thief'' by Robert Schenkkan, for young audiences, 8 and older. Today at 10 A.M. and noon; tomorrow and Sunday at 1 and 3:30 P.M. Tickets: $7.25 to 14.75.
+S. C. JOHNSON COMPANY BUILDING, 1525 Howe Street, Racine, (414) 260-2154. Visitors need a reservation for the free 35-minute architectural tour, held Fridays at 9:15 and 11 A.M. and 1:15 P.M. and 3 P.M.
+WINGSPREAD HOUSE, designed by Frank Lloyd Wright, 33 East Four Mile Road, Racine, (414) 681-3353. Free self-guided tours Mondays through Fridays from 9 A.M. to 4 P.M., when conferences are not in session. Call ahead.
+Getting There
+NORTHWEST AIRLINES, (800) 225-2525. Two direct flights daily from La Guardia Airport, at 4 and 7:15 P.M., with a stop in Detroit. The 14-day round-trip advance fare with a Saturday stay-over is $222, including tax. Depending on availability, $449 round-trip fares can be booked at the last minute, but require a Saturday stay-over. Last-minute fares are $350 each way plus airport taxes.
+CONTINENTAL EXPRESS JETS, (800) 525-0280. Three direct flights daily from Newark Airport, at 8:50 A.M., 2:15 P.M. and 6:55 P.M. There are 18 different fares depending on availability and departure dates, from $212 round-trip with a 14-day advance reservation and Saturday stay-over, to $900 round-trip.R. W. APPLE Jr.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Beer+Made+the+City+Famous%3B+Revival+Keeps+It+Bubbling&title=New+York+Times&issn=03624331&date=1998-11-20&volume=&issue=&spage=E.2%3A39&au=APPLE%2C+R+W%2C+Jr&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05298853&rft_id=info:doi/,E,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 1998","Sometimes, from some angles, Milwaukee can fool you. Is this Chicago? There's the lake: the same immense lake, Lake Michigan, stretching to the horizon, bigger than all of Switzerland. There's Wisconsin Avenue, the main drag, which crosses the Milwaukee River on a bridge that looks a lot like the one that carries Michigan Avenue across the Chicago River. Both cities have bold, modern trademark buildings with prominent zigzag braces, designed by Skidmore, Owings & Merrill: the Firstar Center in Milwaukee and the John Hancock Center in Chicago. Both cities nurture old-country traditions, exuberantly celebrated at annual festivals. Both have mastered the Midwestern knack of keeping their feet on the ground. The city has saved the best of its past. ''Those old Germans,'' a Milwaukee friend of mine says, ''were too frugal to tear anything down, thank God.'' So marvelous Victorian buildings like the Richardsonian Romanesque Pfister Hotel and the pseudo-Flemish, flatiron-shaped City Hall, built in emulation of guild halls in Belgium, stand amid sober neo-classical structures like the headquarters of the Northwestern Mutual Life Insurance Company; Art Deco towers like the jaunty Wisconsin Gas Company building, with a neon ''flame'' on top whose color forecasts the weather, and modern high-rises by the likes of Chicago's Harry Weese and Helmut Jahn.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 1998: 39.",11/15/17,"New York, N.Y.",Milwaukee Wisconsin,"APPLE, R W, Jr",New York Times Company,,Newspapers,431077817,"United States, New York, N.Y.",English,20-Nov-98,Cities; Tourism; Geographic profiles,New York Times,Feature,,,,,,,
+Royal Blue Collars,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/royal-blue-collars/docview/430937461/se-2?accountid=14586,"FOR a quarter-century, the message from the job market has been loud and clear. Avoid traditional blue-collar work. Go to college. Scramble for a foothold in the service industry elite, where unions and seniority mean little and adaptability is the most prized talent. If you are really ambitious and prepared to risk your life savings, start your own business.
+But don't try telling that to Lynn Hummel, a former bank clerk who tripled her earnings by becoming a longshoreman in Los Angeles. Or to Eugene Vasser, who says he makes ''substantially more than $100,000 a year'' working for a welding equipment maker in Cleveland that pays according to individual productivity. Or to Herman Aguirre, a Colombian immigrant who worked his way up from janitor to master jewelry maker in a New York City loft factory and now commands a six-figure income.
+This handful of redwoods, of course, should not be mistaken for the forest. The median annual earnings of male high school graduates in 1995 were just $29,000, down by one-fifth since 1976 after taking inflation into account and barely 60 percent of those of their counterparts with college credentials. The earnings data for women show the trend, too: the average pay for those with high school diplomas was $19,856 in 1995, down 5 percent in 20 years and just 59 percent of the earnings of college graduates.
+Nonetheless, in the right jobs and under the right circumstances, ''there's still a pot of gold for blue-collar workers at the end of an increasingly slender rainbow,'' said Daniel Hamermesh, an economist at the University of Texas.
+For some, success turns on working longer and harder. For others, high pay comes with highly valued skills not taught in college. And for still others it is a matter of breaking into the club -- of joining one of the small, powerful unions that vault semiskilled workers into the upper-middle class. Even if only a handful can follow these paths, the lack of earnings opportunities for people who work with their hands makes every case worthy of a close look.
+Consider Ms. Hummel, who was a 29-year-old divorced mother of a chronically ill child and had no health insurance back in 1984, when she first heard about job openings at the Port of Los Angeles.
+''All I knew -- and needed to know -- was that it paid well and came with medical benefits,'' she recalled.
+Along with thousands of others, she applied for a place on the International Longshoremen's and Warehousemen's Union roster of ''casuals'' -- people who are eligible for employment on the wharves at union scale when seasonal demand exceeds the supply of union members. Five years and hundreds of phone calls later, she was allowed to take a test to prove she had the dexterity and strength for the work.
+In an era when few women worked at the sprawling port, the initiation was rough. ''The men called us tramps,'' she remembered. Worse, there was little formal training, and few colleagues were willing to show her the ropes in a risky job involving heavy equipment. But she persisted, eventually quitting her full-time job at Coast Federal Savings so she could accumulate enough hours to qualify for full union membership.
+Ms. Hummel, now 43, made $81,000 last year operating the oversized forklifts that stack the big steel containers and instructing casuals to maneuver trailer trucks through the maze of dockside obstacles. Teaching -- especially teaching the women trying to break into the union -- is obviously a labor of love as well as money. ''You have to remember where you came from,'' she said.
+Most longshoremen make considerably more than Ms. Hummel: last year, full-time workers at West Coast ports averaged $97,000. Unionized clerks working comparable hours averaged $114,000, while foremen averaged $148,000.
+Ms. Hummel has opted for regular hours, avoiding better-paid weekend and night work. And she can afford to. Apart from shoes (''I have a thing for Joan and David''), sport utility vehicles (she drives a Chevy Tahoe) and winter vacations in Mexico, her tastes are modest. Besides, she is now married to a longshoreman, and her daughter, who has grown out of her childhood asthma, has managed to join the union, too.
+Loading and unloading ships is dirty and fatiguing work. ''Just try attaching a 72-pound lashing bar to a container when it's raining and windy,'' Ms. Hummel said.
+But mining and bricklaying are difficult jobs, too, though median annual earnings in those two fields barely top $35,000. Longshoremen earn much more for one obvious reason: their union controls the supply of labor at every West Coast port.
+There is a less obvious reason, too -- what Lawrence Katz, an economist at Harvard, calls ''the importance of being unimportant.'' While the $700 million paid to West Coast longshoremen in 1996 was hardly small change, their wages represent only a tiny fraction of the total cost of moving hundreds of billions of dollars worth of international cargo from factory to consumer. Accordingly, shippers are prepared to pay the premium needed to have the work done.
+But just as competition has eroded the seemingly impregnable positions of other elite unions -- notably those of the construction trades -- pier workers may someday become vulnerable, too. There are no legal impediments, for example, to someone building a modern, high-volume port in Mexico, out of the reach of the union.
+''It would kill us,'' said Joe Miniace, president of the Pacific Maritime Association, a trade group for cargo carriers on the West Coast.
+Mr. Miniace isn't saying what the businesses he represents will ask from the longshoremen to forestall this threat. But he makes no secret of the potential for further automation on the docks.
+''Computerization,'' he predicted, ''could raise productivity as much as containerization has over the past 40 years.''
+The Profits of Productivity
+If Ms. Hummel's good fortune seems a throwback to 30 years ago, when many unions had the leverage to dictate wages, Eugene Vasser's is in part a function of an even older labor tradition: piecework.
+Mr. Vasser left Birmingham, Ala., after graduating from high school in 1968. Then he served in Vietnam as a noncommissioned officer, where he coordinated Army flight operations. And then he hit gold -- a job with the Lincoln Electric Company.
+Lincoln is America's largest specialized manufacturer of welding equipment, with sales of $1.16 billion in 1997. But the reason that the company's name is familiar to almost every business school student is its longstanding commitment to linking pay to both individual productivity and the profitability of the corporation.
+Millions of American workers, from sales representatives to truckers, are paid according to their output. Many others collect annual bonuses tied to their employers' profits or revenues. But Lincoln is nearly unique among large American companies, paying all shop-floor workers according to a formula based on how much they produce, how much they contribute to the team effort and how much the company earns.
+In Mr. Vasser's case, that adds up to a whole lot. Last year, despite taking more than a month's unpaid leave in the Army Reserve, he had income of more than $100,000 from Lincoln.
+In part, that was a matter of focus. He tends three different work stations in what could pass for a 1950's metal shop, tackling one set of tasks when there is slack in another. He takes just 20 minutes for lunch in his nonunion employer's grimly functional cafeteria. And he is constantly monitoring inventories of supplies. ''You have to be pro-active,'' explained Mr. Vasser, who is 47.
+In part, too, his income reflects the long hours he puts in -- typically 10 hours a day during the week, plus 8 hours on Saturday.
+''I have a very understanding wife,'' he said.
+Delayed gratification is apparently the watchword in many phases of Mr. Vasser's life. He lives simply in Twinsburg, Ohio, far from the tumult of Cleveland, and commutes in a five-year-old Toyota pickup. While three children (including two, by a first marriage, now in college) can run though a lot of cash, he and his wife, a social worker, still manage to save 40 percent of their income.
+''When I retire, we'll go back to Alabama,'' he explained, where the Vassers have already bought some land.
+Mr. Vasser, who has been at Lincoln Electric for 25 years, ranks in the top 10 percent in pay at the company. But all 3,400 Lincoln Electric shop-floor workers do well, with wages averaging $58,000 in 1995 (the last year for which the company would provide data), not counting the value of their rich package of medical, vacation and retirement benefits. And the company, which is publicly traded, hardly operates as a charity. Last year's net income of $85 million represented a healthy 20 percent return on shareholder equity in a very competitive industry.
+Is there a lesson here for companies fighting tooth and nail to keep down wages -- or for the average production line worker making $13 an hour? Lincoln Electric thinks so. It publishes how-to books on incentive pay and invites anyone with a serious interest in the subject to study how the company manages to pay twice as much as competitors do while remaining a low-cost producer of welding machinery.
+But very few manufacturers have taken the pay-for-performance route, and the reasons are not hard to fathom.
+For one thing, it is difficult to sustain large differences in pay for the same job category. Measuring individual productivity in industrial settings can be a challenge, too, points out Edward Leamer, an economist at the Graduate School of Management at the University of California at Los Angeles.
+Lincoln maintains an ever-changing catalogue that rates thousands of operations according to the time and skill they require. Inevitably, there is ambiguity. New equipment, which often reduces the pay associated with an operation, can anger workers. And the interdependence of operations, in which all workers must pull their own weight to maximize output, can lead to friction.
+''People know each other's warts and bumps, and they don't always talk about them politely'' at the regular shop-floor meetings, acknowledged Dick Sabo, a spokesman for Lincoln.
+Lincoln's success is also difficult to replicate because it requires highly disciplined and motivated labor. The pace is fierce and overtime is often mandatory. Moreover, with very few foremen around, workers must often make decisions on their own.
+''Only one applicant in 75 is hired,'' Mr. Sabo said, ''and nearly half of them leave within 90 days.''
+The Apprenticeship Track
+Herman Aguirre's work setting could hardly be more different than Lincoln Electric's Dickensian shop floor. The cheerful loft where Mr. Aguirre labors on Greenwich Street in Manhattan's TriBeCa neighborhood looks like an exceptionally tidy artist's atelier. But his rag-to-riches blue-collar experience is probably even harder to mass-produce.
+Mr. Aguirre, the son of a cafe owner, finished high school in Bogota, Colombia, then worked there as a shoe and dress salesman. But ambition drove him to emigrate in 1980 to the United States, where relatives of relatives introduced him to Jose Hess, the owner of a company bearing his name that makes high-end gold and diamond jewelry.
+Hired as a cleaner-upper and all-around gofer, Mr. Aguirre soon found his way to an informal apprenticeship, learning jewelry-making late in the afternoon after he had finished his janitorial duties.
+''He was sneaking in early to get the cleaning done,'' Mr. Hess recalled.
+Mr. Aguirre had no previous training as an artisan, but he clearly had the aptitude, working his way from tasks like polishing finished jewelry to far more demanding ones. At 40, he is now Jose Hess Inc.'s model maker, carving prototypes of new designs from blocks of wax and creating elaborate instructions for casting and assembling the pieces. ''He's at the top of the craft,'' said Mr. Hess, whose jewelry is sold at Fortunoff and Saks, among other stores.
+The job pays $30 an hour, plus benefits. Mr. Aguirre, however, has set up a workshop in his home in Elmont, N.Y., where he labors nights and Saturdays at his regular wage; that brings his average weekly earnings from Jose Hess to close to $2,000.
+''With two children in Catholic school, parents in Colombia and a wife who stays home, I have a lot of bills to pay,'' Mr. Aguirre said.
+This route to high-paying work -- an apprenticeship in a demanding craft -- is still open. But just barely. Efforts to integrate high school curriculums with local job demands have yet to have much impact. Unions that run apprenticeship programs, mainly in construction trades, are losing ground. And -- probably most important -- corporations are not motivated to invest heavily in worker training if the skills are portable.
+''Employers won't train people who have a high probability of not being there next year,'' explained Alan Krueger, an economist at Princeton University.
+Another key factor is that computers are changing -- and usually reducing -- the skills needed to perform traditional blue-collar crafts. Mr. Aguirre is now working to improve his English so he can use the software that is already available for designing simple jewelry. And it is a safe bet that the next generation of jewelry makers will need to know more about computers and less about carving butterflies out of wax.
+Lessons From the Sea
+The skills gap left by unions and employers could, in theory, be filled by government. Bill Clinton came to office preaching just this, and it remains on his agenda. But if hopes of a big push in training have not been fulfilled, there is evidence elsewhere in the economy of the payoff to government investment in ''human capital.'' Indeed, that is how Neil Scheuerlein managed his shot at the brass ring.
+Mr. Scheuerlein finished high school in Concord, Calif., in 1976. With better-than-average grades, he could have gone to a good college at the state's expense. But rebelling against the values of the day, Mr. Scheuerlein enlisted in the Navy immediately after graduation. He trained for two years to be a nuclear technician and then spent four years as an electrician's mate on the U.S.S. Porgy, a fast-attack submarine. But, disappointed by the prospects for advancement -- ''they weren't going to let me command a sub,'' he jokes -- and yearning for a stable family life, he left the Navy in 1982 with the rank of electrician first class.
+The nuclear Navy has long been a fast track to jobs in the commercial power industry; nuclear utilities covet the training, military discipline and rigorous psychological screening required for submarine service. Like many others before him, Mr. Scheuerlein followed the path of least resistance, taking a job at Southern California Edison's San Onofre nuclear complex north of San Diego.
+At San Onofre, where twin 1,100-megawatt units can produce a fifth of the electricity consumed in Southern California, Mr. Scheuerlein quickly rose through the ranks. Beginning as an apprentice equipment operator, he passed the Federal licensing test in 1990 to become a control-room operator -- the highest nonmanagement job in a nuclear plant.
+The work carries substantial responsibilities. Like airline pilots, control-room operators mix long stretches of boring routine with occasional moments of tense decision-making. Shutting down a malfunctioning reactor prematurely can cost the utility millions of dollars; permitting one to operate when there is a risk of releasing radiation is obviously even worse.
+And, like airline pilots, nuclear control room operators are rewarded with modest hours and large paychecks. Mr. Scheuerlein works as many as 50 hours some weeks, but gets 14 consecutive days off in every five-week cycle. He is reluctant to reveal his exact pay. But under the Utility Workers of America union contract, control-room operators make $34.70 an hour plus very substantial premiums for working overtime, nights and weekends. ''Just say I make between $80,000 and $110,000 a year,'' Mr. Scheuerlein suggested.
+''Do I have enough money? Of course not,'' he said. His income supports two sons in grade school plus a stay-at-home wife, Renee, a college graduate just finishing the requirements for a California teaching credential. And there are mortgage payments on a house in the relatively expensive town of Oceanside.
+Still, it's a lot more than most high school graduates can ever hope to earn, unless they begin successful businesses of their own. And it is tempting to credit his union -- or ''the importance of being unimportant'' -- with the achievement.
+Tempting, but probably wrong. For starters, Mr. Scheuerlein served a long, poorly paid apprenticeship in the Navy, a qualification that Southern California Edison has found to be at least as useful for nuclear control room operations as a college degree. What's more, the Federal Government insists that a minimum number of licensed technicians be on the job at all times at nuclear power plants. For power companies, it pays to offer hefty wages to licensed operators in order to minimize turnover.
+But that hardly makes nuclear technicians a model for improving the earnings of noncollege graduates in the real-world job market. Few blue-collar workers, after all, can benefit from so much training at Washington's expense -- or so much regulation at their employer's expense.
+Indeed, as intriguing (and inspiring) as the success of these four workers may be, there is little in their stories to suggest a plausible route to upward mobility for the large majority of uncredentialed workers. Union bargaining power has long been on the wane. Lincoln Electric has few imitators. Employers are understandably reluctant to invest in long apprenticeships.
+So the conventional wisdom rings true: Knowledge workers are kings, and opportunities for those lacking a college education are extremely limited.
+''In an economy as large and varied as America's, you'll find some blue-collar workers who win the lottery,'' said Mr. Krueger of Princeton. ''But the sad fact is, most people who lack white-collar skills aren't finding jobs that support a middle-class life.''
+Illustration Photo/Chart:
+Lynn Hummel
+AGE: 43
+BACKGROUND: Bank clerk.
+JOB: Longshoreman,Port of Los Angeles.
+SALARY: $81,000.
+SUCCESS STRATEGY: A strong union in an industry where personnel is a minor cost.
+Herman Aguirre
+AGE: 40
+BACKGROUND: High school graduate.
+JOB: Jewelry maker, Jose Hess Inc. Manhattan.
+SALARY: Over $100,000.
+SUCCESS STRATEGY: Informal apprenticeship in a demanding craft.
+Eugene Vasser
+AGE: 47
+BACKGROUND: High school graduate, Vietnam veteran.
+JOB: Factory worker, Lincoln Electric Company, Cleveland.
+SALARY: Over $100,000.
+SUCCESS STRATEGY: Long hours at a job that pays according to his productivity.
+Neil Scheuerlein
+AGE: 39
+BACKGROUND: High school graduate, Navy veteran.
+JOB: Control room operator at San Onofre nuclear plant in California.
+SALARY: Between $80,000 and $110,000.
+SUCCESS STRATEGY: Free Government training for work in a highly regulated industry.
+(Photographs by Edward Carreon for The New York Times (Hummel, Scheuerlein); Roger Mastroianni (Vasser) and Carrie Boretz (Aguirre) for The New York Times; Lunchbox illustration by Tim Oliver/The New York Times)(pg. 1)
+Chart ''Tenuous Hold on the Ladder''
+Median weekly earnings for selected occupations in 1996.
+Physicians $1,199
+Lawyers $1,149
+Aerospace engineers $1,097
+Marketing managers $912
+Computer analysts $891
+Electricians $811
+Purchasing managers $799
+Public administrators $763
+Rail workers $740
+Aircraft mechanics $720
+Telephone installers $717
+Tool-and-die makers $710
+Secondary school teachers $697
+Secretaries $406
+Sales (furniture) $403
+Painters $381
+Sewing machine operators $355
+Telephone operators $353
+Janitors and cleaners $301
+Gardeners $294
+Hairdressers $292
+Service station attendants $275
+Waiters and waitresses $271
+Hotel clerks $267
+Sales (apparel) $265
+Farm workers $265
+Cashiers $247
+Child-care workers $198
+''Education Pays''
+Median annual earnings of workers aged 25 to 64, for men and women, since 1976. (Source: Labor Department)(pg. 12)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Royal+Blue+Collars&title=New+York+Times&issn=03624331&date=1998-03-22&volume=&issue=&spage=3.1&au=Passell%2C+Peter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04971856&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 22, 1998","But don't try telling that to Lynn Hummel, a former bank clerk who tripled her earnings by becoming a longshoreman in Los Angeles. Or to Eugene Vasser, who says he makes ''substantially more than $100,000 a year'' working for a welding equipment maker in Cleveland that pays according to individual productivity. Or to Herman Aguirre, a Colombian immigrant who worked his way up from janitor to master jewelry maker in a New York City loft factory and now commands a six-figure income. This handful of redwoods, of course, should not be mistaken for the forest. The median annual earnings of male high school graduates in 1995 were just $29,000, down by one-fifth since 1976 after taking inflation into account and barely 60 percent of those of their counterparts with college credentials. The earnings data for women show the trend, too: the average pay for those with high school diplomas was $19,856 in 1995, down 5 percent in 20 years and just 59 percent of the earnings of college graduates. For some, success turns on working longer and harder. For others, high pay comes with highly valued skills not taught in college. And for still others it is a matter of breaking into the club -- of joining one of the small, powerful unions that vault semiskilled workers into the upper-middle class. Even if only a handful can follow these paths, the lack of earnings opportunities for people who work with their hands makes every case worthy of a close look.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Mar 1998: 1.",11/15/17,"New York, N.Y.",,"Passell, Peter",New York Times Company,,Newspapers,430937461,"United States, New York, N.Y.",English,22-Mar-98,Blue collar workers; Wages & salaries; High income,New York Times,News,,,,,,,
+Like Oil and Water: A Tale of Two Economists,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/like-oil-water-tale-two-economists/docview/430737659/se-2?accountid=14586,"THEY have met only once since Paul Krugman returned last summer to the prestigious economics department at the Massachusetts Institute of Technology. It was a brief, accidental encounter among the file cabinets and secretaries' desks near Lester Thurow's office. ''We exchanged pleasantries,'' Mr. Thurow said. ''He was telling someone about a trip he had made to the far south of Argentina, and I listened politely.''
+The small talk left so much unsaid. For the two men -- from offices one floor apart that look out on the Charles River -- are not so much colleagues as high-profile combatants in a struggle to explain the very nature of the national economy. With all the authority of their profession, they have gone public with strikingly different explanations of an economic phenomenon bedeviling not only the experts, but everyone else, too. Why have so many Americans fallen behind in the last two decades, while an affluent minority has so visibly prospered? Why has the resulting income gap become so glaring and persistent, even with six years of steady economic growth under our belts?
+What Mr. Thurow and Mr. Krugman have done is translate into vivid metaphors, riffs of sarcasm and doomsday prose the dry, technical debate of their colleagues at a time when many Americans have taken sides, telling pollsters that they think competition from the rest of the world is the big cause of their income troubles. For Mr. Krugman, representing the majority of economists, that view is wrong. The big culprit, he argues, is new technology right here at home, requiring so many well-paid, college-trained workers, and so few of the less skilled. But for Mr. Thurow and other challengers of this view, the rapidly evolving global economy is indeed mostly to blame, with its hundreds of millions of low-wage workers sending what they produce to the United States and pulling down the pay of average Americans.
+Mr. Krugman, 43, and Mr. Thurow, 58, are not alone in this debate, of course. Politicians, pundits, historians, sociologists and Wall Street analysts have jumped in. The debate pops up all the time, in articles and books and on talk shows. Policy prescriptions fill the air: regulate trade, restrict immigration, levy higher taxes on the rich to subsidize the poor and improve educational standards in an attempt -- perhaps vain -- to make everyone highly skilled and well paid.
+Pat Buchanan, who sought the Republican Presidential nomination last year, exploited the issue. Bob Dole tried to make wage troubles a campaign theme, and even President Clinton, while just issuing a report suggesting that the rising income gap may be reversing, has nonetheless singled out this inequality as the current economic problem. But Mr. Krugman, so often described as a shoo-in for a future Nobel Prize, and Mr. Thurow, who became an M.I.T. economics professor while Mr. Krugman was still a teen-ager in well-to-do Merrick, L.I., have emerged as the loudest and most articulate public voices of the profession that, above others, should have answers.
+As they go at it, never face-to-face -- always in writing and public speaking, sometimes from the well of the same M.I.T. lecture amphitheater, although on separate days -- they offer very different versions of the economy, as if they were cardiologists differing over heart disease, with one citing stress as the primary cause and the other a fat-rich diet.
+''The fact this debate exists means no one knows who is right,'' said Robert Heilbroner, an economics historian who has written books with Mr. Thurow. ''The economics profession seems to have a split personality, with the Lester Thurows trying to see a larger picture, and the Paul Krugmans in the business of trying to measure hard-and-fast cause and effect.''
+The jockeying for the upper hand in this debate sometimes becomes personal. While serving as the defender of the mainstream viewpoint among economists, Mr. Krugman cultivates a firebrand image. He refers to ''startlingly crude and uninformed'' views of those he criticizes, often by name -- Robert B. Reich, the former Labor Secretary, is a favorite target -- or to experts who ''offer a logic no more confused than usual.'' He included Mr. Thurow in that last epithet. And so when Mr. Thurow was told last summer that Mr. Krugman was returning to M.I.T., after two years at Stanford University, he requested that Mr. Krugman refrain from disparaging his M.I.T. colleagues -- a request that Mr. Krugman has honored so far. ''He is too personal,'' Mr. Thurow said. ''He makes it hard to have a debate.''
+Mr. Thurow, on the other hand, offers broad declarations that go far beyond the equations, diagrams and mathematical models that are, in Mr. Krugman's view, the essence of respectable economics. Mr. Thurow, for example, offers sweeping statements about the impact of the global economy on Americans. ''Those with third-world skills will earn third-world wages,'' he declares, and ''anything can be made anywhere on the face of the earth and sold everywhere else on the face of the earth.''
+For Mr. Krugman, who declined to be photographed with Mr. Thurow, such statements are more seat-of-the-pants judgments than testable economic logic. They are, he wrote recently, expressions in a war ''between the essentially literary sensibility that we expect of a card-carrying intellectual and the scientific-mathematical outlook that is arguably the true glory of our civilization.''
+Such differences enliven the buzz among their colleagues at M.I.T. ''Paul's style is still that of the enfant terrible, while Lester speaks more like someone on the mountaintop telling you how it is,'' said Richard L. Schmalensee, the deputy dean of M.I.T.'s Sloan School of Management.
+Still, there is common ground. Both men see themselves as liberals, fighting not over ideology but over what constitutes good economics. They favor similar policies -- strengthening unions to give labor more bargaining power, pushing education to improve Americans' workplace skills and income redistribution via Government policy to reduce inequality. They once even taught a basic economics course together at M.I.T., although they lectured on alternate days. (Mr. Thurow was more fun for the students, but Mr. Krugman covered the curriculum, Mr. Krugman said.)
+Both acknowledge that they shifted their attention from academia to the public arena after being shut out of top slots as advisers in Democratic administrations -- Mr. Thurow after Jimmy Carter was elected President and Mr. Krugman in the early Clinton days.
+''My epiphany, came at that famous economic summit in Little Rock in 1992,'' Mr. Krugman said. ''A lot of stuff said there was clearly silly. I had been aware that pop economics writers had a much bigger audience than good economists. But I did not take that seriously because I thought that anyone who really mattered would know the difference. That turned out not to be the case.''
+Mr. Thurow and Mr. Krugman also share an uncertainty, even a pessimism, about the future. Mr. Krugman is doubtful that any policy can improve much on the market's self-correcting, if sometimes fallible, ways. And Mr. Thurow worries that without a new central challenge -- something to replace the cold war -- Americans will let the economy deteriorate by failing to support Government money for research and necessary public investment that business shuns because the payoff is not direct and immediate. In his latest book, ''The Future of Capitalism,'' he even foresees, in the absence of this central challenge, a decline into a modern-day Middle Ages.
+''My brother in Chicago, whom I respect very much, called me and said I had written the most depressing book he had ever read,'' Mr. Thurow said. ''I was surprised. I thought I had laid out solutions. But maybe they stick in my mind and not in the reader's.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Like+Oil+and+Water%3A+A+Tale+of+Two+Economists&title=New+York+Times&issn=03624331&date=1997-02-16&volume=&issue=&spage=1&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04440108&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 16, 1997","What Mr(And Mr). Thurow(Lester Thurow) and Mr. Krugman(Paul Krugman) have done is translate into vivid metaphors, riffs of sarcasm and doomsday prose the dry, technical debate of their colleagues at a time when many Americans have taken sides, telling pollsters that they think competition from the rest of the world is the big cause of their income troubles. For Mr. Krugman, representing the majority of economists, that view is wrong. The big culprit, he argues, is new technology right here at home, requiring so many well-paid, college-trained workers, and so few of the less skilled. But for Mr. Thurow and other challengers of this view, the rapidly evolving global economy is indeed mostly to blame, with its hundreds of millions of low-wage workers sending what they produce to the United States and pulling down the pay of average Americans. Pat Buchanan, who sought the Republican Presidential nomination last year, exploited the issue. Bob Dole tried to make wage troubles a campaign theme, and even President Clinton(Bill Clinton), while just issuing a report suggesting that the rising income gap may be reversing, has nonetheless singled out this inequality as the current economic problem. But Mr. Krugman, so often described as a shoo-in for a future Nobel Prize, and Mr. Thurow, who became an M.I.T. economics professor while Mr. Krugman was still a teen-ager in well-to-do Merrick, L.I., have emerged as the loudest and most articulate public voices of the profession that, above others, should have answers. The jockeying for the upper hand in this debate sometimes becomes personal. While serving as the defender of the mainstream viewpoint among economists, Mr. Krugman cultivates a firebrand image. He refers to ''startlingly crude and uninformed'' views of those he criticizes, often by name -- Robert B. Reich, the former Labor Secretary, is a favorite target -- or to experts who ''offer a logic no more confused than usual.'' He included Mr. Thurow in that last epithet. And so when Mr. Thurow was told last summer that Mr. Krugman was returning to M.I.T., after two years at Stanford University, he requested that Mr. Krugman refrain from disparaging his M.I.T. colleagues -- a request that Mr. Krugman has honored so far. ''He is too personal,'' Mr. Thurow said. ''He makes it hard to have a debate.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Feb 1997: 1.",5/28/19,"New York, N.Y.",,"Uchitelle, Louis",New York Times Company,,Newspapers,430737659,"United States, New York, N.Y.",English,16-Feb-97,Economic theory; Economists,New York Times,News,,,,,,,
+"And Now, Can Bob Crandall Have It All?","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/now-can-bob-crandall-have-all/docview/427797434/se-2?accountid=14586,"LEAD: His lean, wiry body encased in camouflage fatigues, a bandanna around his forehead and a toy plastic rifle in hand, Robert L. Crandall burst onto the huge video screen. In his film debut at the 1987 meeting in Fort Worth, the American Airlines chief appeared as Crando, the terror of the competition, the unstoppable killing machine of the airline wars.
+His lean, wiry body encased in camouflage fatigues, a bandanna around his forehead and a toy plastic rifle in hand, Robert L. Crandall burst onto the huge video screen. In his film debut at the 1987 meeting in Fort Worth, the American Airlines chief appeared as Crando, the terror of the competition, the unstoppable killing machine of the airline wars.
+The Rambo guise eloquently reflected both Crandall's macho business style and his vaunting ambition: Not only would American become the dominant domestic air carrier, a position it actually attained the following year when it surpassed United Airlines in revenue passenger miles, but it was destined to become the world's premier airline. American was going global. These days, American executives are reluctant to discuss the tape, much less show it. Crando, the feeling seems to be, was going a little too far, even for somebody as notoriously hard-driving as their leader. ''My friends call me Mr. Crandall,'' he is fond of saying. ''My enemies call me Fang.''
+In fact, in keeping with another piece of the Rambo personna, the chairman is widely perceived as the tough good guy in an industry fallen prey to financial sharpshooters. Last month, the most conspicuous of those sharpshooters, Frank Lorenzo, chairman of Continental Airlines Holdings, cashed out of his debt-ridden empire, leaving Crandall as the surviving giant of post-1978 airline deregulation. His creative leadership and relatively peaceful means of expansion, aided by a fair measure of luck, has made AMR Corporation the nation's strongest and richest airline holding company, and American the second-largest airline in the world after Aeroflot.
+During the last decade of unfettered competition, the TK-billion dollar domestic industry been consolidated into nine major carriers. American, with earnings of $455 million on $10.5 billion revenues last year, holds 17 percent of the market. Now Crandall has committed $20.9 billion to a campaign of worldwide dimensions, as he mounts simultaneous invasions of the European, Pacific and Latin American markets. ''He's made a determination that his airline is going be the cost-effective worldwide carrier,'' says Karen Firestone, manager of the airline portfolio for Fidelity Insurance Group. ''Although it can't fly everywhere now, eventually it will.'' But starting early this year, it began to appear that not all events were breaking in American's favor, as they had done for so long. Just as American moved into the most costly phase of its expansion, the price of jet fuel started rising and passenger revenues began to slide, as Crandall puts it, ''into the tank.'' AMR posted a startling $19.3 million loss in the first quarter, its first loss in more than two years. In the first six months, the company earned $109.9 million, a 61 percent decline over the same period a year earlier. During the summer, American's contract negotiations with its pilots' union were marked by rising hostility. And in August, the Iraqi invasion of Kuwait plunged oil markets, hence jet fuel-markets, into unpredictable confusion.
+Moreover, the company may have made a pair of wrong bets on its aircraft orders, creating overcapacity on some of its domestic routes and a shortage of wide-bodied, long-range planes on some of the international routes it had boldly seized. Within the industry, there was considerable doubt about the siting of at least one of American's new domestic hubs and some reservations about Crandall's declared strategy of flying overseas from inland cities in the United States to inland destinations abroad.
+Yet his ability to turn on a dime is legendary, as is his intense frugality. (He once saved American $40,000 a year by eliminating a single olive from the airline's salads.) Last month, both qualities were on prominent display when the airline announced cost-cutting measures designed to pare $100 million a year from operating expenses.
+Ironically, for a man who made his mark with deregulation, Crandall was at the outset one of its most vocal foes. ''I had far too little faith in the marketplace,'' he says. ''I did not anticipate properly all of the things that would happen, including all the unpleasant and difficult things we were going to have to do to survive.''
+The American Airlines that Crandall joined in April 1973 had long thrived under the system of benevolent government regulation legislated by Congress 35 years earlier to rescue an industry shattered by cutthroat competition. Treated like public utilities, interstate airlines were licensed by the Civil Aeronautics Board, which had authority over domestic routes and fares. Overseas operations were mainly determined through bilateral negotiations between the State Department and foreign governments.
+Under the 30-year leadership of a taciturn, decisive Texan, C. R. (for Cyrus Rowlett) Smith, American had become an innovative and efficient transportation company. Smith was instrumental in the development of the Douglas DC-3, one of the most enduring and profitable commercial airplanes of all time, and he also shrewdly promoted American's image as the businessman's airline. ''It dawned on C. R. very early that your business traveler was your biggest customer because he was a repeat traveler,'' recalls Willis R. Player, a former public relations executive at American and Pan Am. But in a shortsighted moment, Smith, a former auditor who was concerned about straining his resources during the postwar economic slump, sold the company's small but promising trans-Atlantic subsidiary, American Overseas Airlines, to Pan Am in 1951. He thus effectively abandoned American's foothold in the international market shortly before it began to boom.
+But Smith did not lack vision in another fast-growing sphere - technology. Finding himself seated next to an I.B.M. salesman on a flight in the spring of 1953, he turned the conversation to American's mounting problems with its reservation system. The salesman assured him that I.B.M. could devise a computerized solution, and Smith committed $40 million to develop the system. Called SABRE (for Semi-Automated Business Research Environment), it gave American an important edge for the better part of a decade.
+After Smith retired in 1968 to become Secretary of Commerce in Lyndon Johnson's Administration, American began to drift toward disaster. Resources were diverted from the business market to the even more cyclical resort market; millions were spent on creating an irrational hotel chain; and, oversupplied with new Boeing 747's, the company found itself flying nearly empty jumbo jets during the recession of the early 70's.
+''This,'' Bob Crandall recalls, ''was a troubled company, a very troubled company.''
+Born in Westerly, R.I., in December 1935, Crandall had, by his own description, ''a highly mobile youth.'' The son of an insurance executive who died in his 50's from emphysema, Bob Crandall attended 14 schools in 12 years before graduating from high school in Barrington, R.I. The school yearbook declared him the most ambitious member of his class, and the most affectionate. He married his high school sweetheart, Margaret Jan Schmults, in 1957; today they have three children and two grandchildren.
+After graduating from the University of Rhode Island that same year with a major in insurance and finance, Crandall did a hitch in the Army, took his M.B.A. from the University of Pennsylvania's Wharton School in 1960 and held a series of jobs in finance at Eastman Kodak, Hallmark Cards and T.W.A. In 1972, after he was passed over for the post of chief financial officer at T.W.A., he left for a brief tour at Bloomingdale's, then joined American as senior vice president for finance.
+Crandall was bright, but he was not universally popular, especially among the other young executives he began to pass on his way up. He would acquire a number of highly descriptive nicknames, ''Darth Vader'' being one of the more printable. Intensely focused and short-tempered, with thick, dark, pomaded hair in a cut straight out of the 1950's, he drives himself as hard as he drives others. Famous within American are his weekly Monday meetings with his top executives, usually convened at noon, at which he rigorously and often profanely examines the company's strategies and options.
+Crandall is an extraordinarily quick study - a quality that led Casey to appoint him head of the marketing department, despite his lack of experience in that area. Back then, he had another asset that was to play a vital role in his success: he was one of the few top airline executives with a hands-on knowledge of computers and the uses to which they could be put. He had acquired this expertise as head of data processing at T.W.A., where he deployed a computerized reservation system with a new generation of machines that surpassed SABRE's original technology.
+''In the mid-to-late 70'S, the airline business had changed radically,'' says Crandall. The advent of the jet aircraft in the 1950's had ushered in the era of mass travel. Forced to deal with much larger volumes of passengers than ever before, airlines became dependent on travel agents to facilitate their work. The travel agents, in turn, begged for automation. Crandall proposed the creation of a computer system that would be jointly owned by the airlines, but American's competitors rejected it.
+Max D. Hopper, senior vice president, information systems, and his team redesigned SABRE so that it offered the travel agents features American's competitors lacked, including worldwide flight, hotel and rental car information and a built-in accounting system. As of this year, SABRE terminals can be found on the desks of 37 percent of the 24,000 automated travel agencies in the United States.
+In the spring of 1977, with SABRE in place, American was the first major carrier to introduce heavily discounted tickets, called SuperSavers, to counter the bargain fares offered by such upstarts as Frank Lorenzo's Texas International. And four years later, again thanks to SABRE, American was able to introduce the industry's first frequent-flier program. This widely imitated innovation did much to solve airline marketers' persistent dilemma - how to instill brand loyalty. And, like the systems owned by a handful of competitors, SABRE was almost impossible to duplicate; rival airlines with no data bases of their own are compelled to rent time or buy into a major system.
+In fact, there have been persistent allegations by consumer watchdog groups that the airlines are somehow using their data bases, and especially the computerized central registry kept by Airline Tariff Publishing, to signal fare changes to each other. A Justice Department inquiry has been launched. It is not Crandall's first brush with the Justice Department.
+In 1982, Crandall, for two years American's president and chief operating officer, had a telephone conversation with Howard D. Putnam, chairman of Braniff International, whose dying Dallas-based airline was damaging American's business with radical fare cuts. ''Raise your goddamn fares 20 percent,'' said Crandall. ''I'll raise mine the next morning.'' Putnam secretly recorded the conversation. The Justice Department wanted to banish Crandall from the airline business for two years but settled for his promise never to repeat his indiscretion.
+Seated in his spacious corner office, Crandall discusses the latest price-fixing allegations with the patient scorn of a man confronted with willful ignorance. ''No airline can ever afford to charge a different price than another airline,'' he says. ''In this business, we all sell one another's products. So we have to know what the other guy is charging, or we can't sell his product for him.'' In any event, the prices of all the airlines can be seen on their monitors, says Crandall. ''There's no signaling involved. We just watch the other guy's prices.''
+Because SABRE constantly monitored every seat on every airplane in American's fleet, the company was able to practice ''yield management,'' a key weapon for survival in a deregulated environment of ceaselessly changing fares. SABRE enabled American to fine-tune the mix of passengers on a single flight to realize the maximum return for each seat.
+''It's not enough to just fill up the seats on an airplane,'' says George W. James, president of Airline Economics Inc., a Washington-based consulting firm. ''The high-discount carriers like People Express, Continental, and more recently Eastern, tried that. But even flying full, they only generated yields of about 8 cents per mile.'' American, by contrast, generates an average yield of 12 cents against an industry average last year of 12.4 cents per mile.
+When Crandall assumed the presidency in July 1980, he became the chief operating officer of an airline with an aging fleet of planes and an obsolete route system. The carrier also faced astronomical fuel prices in the months following O.P.E.C.'s second oil shock, while its fares were being undercut by the new economy airlines.
+''American doesn't have a clue as to what it wants to do now that we have deregulation,'' an executive with a regional competitor was quoted as saying. ''They just have a bunch of planes they fly around.'' In 1980, the airline managed to lose $76 million on revenues of $3.8 billion.
+Some of American's solutions came under the heading of simple housekeeping. The airline sold off the hotel chain and moved corporate headquarters from Manhattan to the Dallas-Fort Worth Airport. Meanwhile, a total restructuring was begun. For starters, American radically revised its routes, adopting the hub-and-spoke system that became the hallmark of deregulation. Passengers from a variety of outlying cities were channeled into a clearinghouse airport where they could change planes to continue their journeys, ideally on the same airline that had brought them there in the first place. Although the arrangement was sometimes maddeningly confusing to the customer, it was far more efficient at filling up aircraft than the old point-to-point system.
+American established mega-hubs at Dallas-Fort Worth and Chicago. The airline went on to spend $3 billion to build other hubs in Nashville, Raleigh-Durham, N.C., and - to serve the Caribbean -in San Juan, P.R. American ended the decade by constructing a sixth and a seventh hub at Miami and at San Jose, Calif.
+Next came the realignment of the fleet. Completing a program to rid the company of its overly large 747's, and winnowing out an earlier generation of smaller jets, American set out to acquire some brand-new aircraft. As luck would have it, McDonnell Douglas made an excellent twin jet, the Super 80. Introduced in 1977, the plane, which carried up to 155 passengers, was between 30 percent and 40 percent cheaper to operate than a 727. But Douglas had failed to develop a market for its new plane, which presented cash-poor American with a golden opportunity. The airline arranged to lease 20 Super 80's from Douglas for what was called a ''test drive'': if American found the planes unsatisfactory at any time, it could return them on 30 days' notice and pay a penalty of less than $2 million per plane. Hence, without going into debt, and with a minimum outlay of cash as well as significant tax benefits, American obtained the use of some brand-new planes. The company liked the Super 80's so well that it eventually acquired 193 of them.
+But the Super 80 by itself was not going to solve Crandall's equipment problems. By 1984, with more than $1.2 billion in cash on hand, the company went shopping in the expectation it could buy some planes at a substantial discount. In 1988, the year American posted record profits of $476.8 million, it was reported that the company was paying only about $36 million apiece for the 50 economical, twin-engine Boeing 757's it had on firm order - 20 percent off the sticker price.
+To survive in the deregulated environment, it was essential to match the cut-rate competition. Labor is the principal cost for any airline; at American, it accounted for 37 percent of operating expenses in 1983.
+Like other large, troubled, formerly regulated airlines, American had tried to tackle the problem by laying off employees - some 6,500 in all, including 450 pilots. Further choices appeared to be bleak. Either American could go to its heavily unionized work force and beg for wage concessions, as United and Eastern had done. Or the company could follow the route blazed by Frank Lorenzo at Continental and break the back of the union by plunging the airline into bankruptcy, whereupon an entire new labor force could be hired at dramatically lower rates.
+Instead, Crandall proposed building what amounted to a new, low-cost airline inside American, but without the dirty terminals and planes, surly employees and scheduling problems that plagued his cut-rate competitors. Crandall's method, though not entirely novel, was widely hailed as the ''two-tier'' wage system. Existing employees, the so-called A track, received a higher wage than the newcomers on the B track. ''We went to the unions and said, 'If you will agree with us to let us hire new people at market rates, we will double the size of the airline, and everyone will move up fast.'
+* ''
+Crandall, touring the company to make his case in person, promised his employees that they would not lose their current wages and benefits, and he went even further: he promised them lifetime employment and a profit-sharing agreement. By a narrow margin, the unions agreed. Over the next six years, labor costs fell to 34 percent of operating expenses. Crandall had bought himself nearly a decade of labor peace.
+From a strategic point of view, however, American had shut itself out from acquiring a major competitor. Crandall repeatedly declared that he didn't want another company's airplanes and labor contracts. In fact, he had few choices: the bargain with his unions virtually prohibited him from taking on thousands of new employees, whose salaries would be higher than the wages paid to his B-track employees.
+There were some conspicuous exceptions to Crandall's refusal to grow by purchase. In 1984, he established the American Eagle system, a network of seven independent commuter airlines operating under the American banner and serving New York City, Dallas-Fort Worth, Chicago, Nashville, San Juan and Los Angeles. The purpose was to improve the ''feed'' to American's hubs.
+American eventually bought five of the seven lines. Last year, Eagle carried six million passengers, and 56 percent continued to their destinations on American Airlines.
+Crandall had been smart and aggressive, a man legendary for his 12- and 18-hour days, but he had also been lucky. As the 1980's waned, fully 30 percent of the airlines, as measured by revenue passenger miles, were sick or dying - and therefore unable to show much fight when he chose to invade their territory and steal their customers.
+As for the stronger airlines, Delta is extremely well managed and is a serious competitor. Northwest, a potential powerhouse with an excellent Far Eastern route system, has been preoccupied in the aftermath of a leveraged buyout that extinguished its profitability. United, American's hereditary enemy, has been virtually paralyzed since 1987 by internal turmoil and raids on its stock.
+With his domestic operations thriving, and his hub system providing an abundant flow of passengers, Crandall was ready to transform American into an international carrier, pursuing his business customers as they, in turn, pursued their new global strategies. ''Airline margins are higher internationally because of the average trip length,'' says Robert J. Joedicke, a senior airline expert at Lehman Brothers. ''It costs as much to fly from Dallas to Paris as it does to fly from Dallas to Chicago because once you get up there, all you do is burn fuel, and this brings down unit costs.''
+American was a very late arrival on the international scene. C. R. Smith's retreat from the overseas market 30 years before had left American owning no routes originating in the traditional gateway cities, such as New York or Los Angeles.
+Deregulation may have given airline operators the freedom to fly wherever they chose domestically, but international landing rights are still negotiated on a government-to-government basis.The American Government has long obliged the airlines of its allies with access to major cities while getting little in return for United States carriers. Furthermore, routes are now awarded to a specific airline and cannot be automatically transferred by purchase. For example, although American bought T.W.A.'s Chicago-London route last year, it did not receive T.W.A.'s right to land at Heathrow. Instead, the British Government offered Gatwick, a less desirable location with a single runway.
+And so Crandall adopted a strategy that seemed to make a virtue of necessity: American would fly to secondary cities in Europe from inland hubs in the United States. ''Instead of funneling everybody into New York and putting them on a 747,'' says Crandall, ''we can bring them to Chicago and fly them on a smaller 767, which means we can offer daily service. With us, people don't have to fly to a central location in Europe. Instead of London, they can fly to Manchester.''
+The secondary destinations avoided the infuriating congestion of the gateway airports, and the smaller planes enabled American to offer the greater frequency of service the traveling public wants. ''There's an old airline expression, you don't build a church for Easter,'' says Joedicke. ''You want to keep your planes full, and a 747 is empty a lot of the year.''
+To some analysts, American's strategy was, at best, a temporary expedient. ''You can't keep flying inland routes to inland routes and do it forever and make money,'' says Fidelity's Karen Firestone. Last year, American pulled out of Geneva, Hamburg and Stuttgart and scrapped its New York-to-Lyons service.
+It was clear that, whatever the cost, Crandall and his team were anxious to establish a credible trans-Atlantic presence by 1992 before a protectionist window slammed shut on the European airline market.
+Crandall, seldom a man to do anything by half measures, determined to make American nothing less than the dominant United States flag carrier. He staked his bid, not on price, but on service - a field in which the Europeans have long excelled. ''You can't save your way to prosperity,'' says Crandall, when asked about the $24,000 hand-stitched leather and sheepskin seats installed in business and first class on overseas flights, the individual V.C.R.'s in first class and the lobster fajitas on the menu.
+There is evidence that the strategy has met with initial success; last year American took 5.5 percent of the trans-Atlantic passenger business, in a hotly contested field where 20 airlines share 87 percent of the market.
+But in the burgeoning market, American operates under a particularly galling handicap: in 1986 archrival United walked off with Pan Am's lucrative Pacific routes for $715 million. ''The deal was done in the dark of night,''says Donald J. Carty, American's executive vice president for finance. ''Pan Am did not auction those routes off. We all kick ourselves that we didn't ask Pan Am about them earlier.''
+It was an omission that came back to haunt American this past summer when an administrative law judge recommended that the Department of Transportation award the coveted Chicago-Tokyo route to United. American's vigorous bid was found lacking on the grounds that it had no connecting flights in Asia. ''That was a critical route for us,'' says William J. Burhop, American's vice president for government affairs.
+Last December, American paid a grand total of $423 million for a bankrupt Eastern's Latin American routes, and began a lavish campaign to advertise its service to 20 cities in 15 countries. In this case, American's determination to turn global, from a standing start, left the company with a serious shortage of the wide-bodied, long-range aircraft that were essential to the strategy. In order to open South America, new routes to Helsinki, Warsaw and Barcelona had to be delayed.
+The shortage was not limited to South America and Europe. Delivery of the McDonnell Douglas MD-11, the three-engine wide-body intended to be the workhorse of American's Oriental routes, is months late. For very long-distance travel, American had only two 747 SP's.
+And in the United States, according to some analysts, American had made an even more basic misjudgement. Despite the immense investment, the Nashville and Raleigh-Durham hubs had failed to live up to their potential, and the Super 80 was simply too large a plane for the market.
+Over the last year, American has not escaped the travails that afflict the rest of the industry. In October 1989, in the waning days of the takeover era, Donald Trump, the New York real-estate developer and casino operator, made an unsolicited, bid of $120 a share for American Airlines. Unlike United's management, which was in disarray following a second assault by the New York-based raiders, Coniston Partners, Crandall maintained an outward calm.
+''It was very difficult for Mr. Trump to credibly make the argument that he was going to run the airline better,'' Crandall says. When United's attempted buyout came apart, it took the airline junk-bond market with it, and Trump withdrew his bid for American to confront his own massive debts. ''It was some skill and some luck,'' says Crandall, assessing his effort. ''Like most of life.''
+Meanwhile, the B-track pilots, who now constituted 57 percent of the union's membership, were exhibiting a growing militance. They wanted the two-wage system abolished. ''They're kids in the sense that they want new toys,'' says Lehman Brothers' Joedicke. ''And those toys are the airplanes Crandall buys. But at the same time, they want money. That leaves them a choice between a rock and a hard place.'' As of the end of August, the two sides remained far apart. ''In seven years, Crandall has replaced the plant in his office and gotten his teeth fixed, but nothing else has changed,'' says Capt. Fred R. Vogel, an American pilot and president of the union. ''This settlement isn't going to cost him one bag of gold, it's going to cost him two bags of gold.''
+To which Crandall responds: ''Airlines can't take strikes. They run out of money in six or seven months. If the employees won't accept reality, we'll stop making investments. We'll stop growing and prospering, and they will have snatched defeat from the jaws of victory.''
+The turmoil caused by the Middle Eastern crisis predictably drove jet fuel prices - an airline's highest expense after labor - into the stratosphere. In a desperate move to retain market share, the weakest carriers, such as T.W.A. and Pan Am, cut ticket prices. Together with the economic downturn, the price war threw the industry into disarray.
+Analysts have placed three airlines - Pan Am, T.W. A. and Eastern -on the critical list. With a $500 million cash hoard and an A-minus credit rating, American appears to be well positioned to ride out the storm. And if Crandall's luck holds, he might even be able to gather some considerable treasure from the wrecks of other airlines.
+Photograph C.E.O. Robert Crandall at American Airlines' new, $40 million systems operation control center near Dallas-Fort Worth Airport (Jodi Buren for The New York Times);
+Chart international revenue passenger miles, 1985-1989 (Source: U.S. Department of Transportation);
+Chart total revenues, operating costs, net income, long-term debt and capital leases and stock price for American Airlines, in 1988 and 1989; 1989 overseas operaitng profit for AMR (Source: U.S. Department of Transportation, company reports); Capt. Fred Vogel, head of the union seeking an end to American's two-tier wage system, says a settlement will cost Crandall ''two bags of gold.'' (ALLIED PILOTS ASSOCIATION)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=And+Now%2C+Can+Bob+Crandall+Have+It+All%3F&title=New+York+Times&issn=03624331&date=1990-09-23&volume=&issue=&spage=A.25&au=York.%2C+L.J.+DAVIS%3BL.+J.+Davis%2C+a+frequent+contributor+to+this+magazine%2C+writes+on+business+from+New&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 23, 1990","During the last decade of unfettered competition, the TK-billion dollar domestic industry been consolidated into nine major carriers. American, with earnings of $455 million on $10.5 billion revenues last year, holds 17 percent of the market. Now Crandall has committed $20.9 billion to a campaign of worldwide dimensions, as he mounts simultaneous invasions of the European, Pacific and Latin American markets. ''He's made a determination that his airline is going be the cost-effective worldwide carrier,'' says Karen Firestone, manager of the airline portfolio for Fidelity Insurance Group. ''Although it can't fly everywhere now, eventually it will.'' But starting early this year, it began to appear that not all events were breaking in American's favor, as they had done for so long. Just as American moved into the most costly phase of its expansion, the price of jet fuel started rising and passenger revenues began to slide, as Crandall puts it, ''into the tank.'' AMR posted a startling $19.3 million loss in the first quarter, its first loss in more than two years. In the first six months, the company earned $109.9 million, a 61 percent decline over the same period a year earlier. During the summer, American's contract negotiations with its pilots' union were marked by rising hostility. And in August, the Iraqi invasion of Kuwait plunged oil markets, hence jet fuel-markets, into unpredictable confusion. Seated in his spacious corner office, Crandall discusses the latest price-fixing allegations with the patient scorn of a man confronted with willful ignorance. ''No airline can ever afford to charge a different price than another airline,'' he says. ''In this business, we all sell one another's products. So we have to know what the other guy is charging, or we can't sell his product for him.'' In any event, the prices of all the airlines can be seen on their monitors, says Crandall. ''There's no signaling involved. We just watch the other guy's prices.'' Meanwhile, the B-track pilots, who now constituted 57 percent of the union's membership, were exhibiting a growing militance. They wanted the two-wage system abolished. ''They're kids in the sense that they want new toys,'' says Lehman Brothers' [Robert J. Joedicke]. ''And those toys are the airplanes Crandall buys. But at the same time, they want money. That leaves them a choice between a rock and a hard place.'' As of the end of August, the two sides remained far apart. ''In seven years, Crandall has replaced the plant in his office and gotten his teeth fixed, but nothing else has changed,'' says Capt. Fred R. Vogel, an American pilot and president of the union. ''This settlement isn't going to cost him one bag of gold, it's going to cost him two bags of gold.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Sep 1990: A.25.",11/15/17,"New York, N.Y.",UNITED STATES,"York., L.J. DAVIS; L. J. Davis, a frequent contributor to this magazine, writes on business from New",New York Times Company,,Newspapers,427797434,"United States, New York, N.Y.",English,23-Sep-90,AIRLINES AND AIRPLANES; COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+The Census: Why We Can't Count,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/census-why-we-cant-count/docview/427732460/se-2?accountid=14586,"LEAD: When the nation's greatest and most troubled exercise in counting finally comes to an end - when the last form flicks through the machines, when the last enumerator turns in the last Questionnaire Misdelivery Record Nonresponse Follow-up, when the last lawsuit is filed - the 1990 census seems certain to stand as a bleak landmark in the annals of arithmetic.
+When the nation's greatest and most troubled exercise in counting finally comes to an end - when the last form flicks through the machines, when the last enumerator turns in the last Questionnaire Misdelivery Record Nonresponse Follow-up, when the last lawsuit is filed - the 1990 census seems certain to stand as a bleak landmark in the annals of arithmetic. The United States Census has become an institution clinging to what many statisticians consider a myth: the idea that the Government can count the nation's population the way a child counts marbles - 1, 2, 3 . . . 249,999,998, 249,999,999, 250,000,000. The population is too large, too mobile and too diverse to count that way.
+We are a moving target, flowing in and out of what ecologists would consider an impressive variety of habitats, displaying an ever-greater reluctance to cooperate with our enumerators. There are too many doors to knock on, and too many people living without doors. Some demographers complain that the results are grossly out of date before the numbers can be released. ''The decennial census was a great invention; so was the steam locomotive a great invention,'' says Leslie Kish, a statistician at the University of Michigan. ''I think it will be phased out.''
+When Dale R. McCullough, a population biologist, used to take deer surveys, he would arrange scores of volunteers in a sort of skirmish line that swept across fields and marshes. He could get a close count, as long as he used about one census taker per deer. When it comes to people, though, he doesn't think much of the skirmish-line approach. ''Accounting for animals that are secretive is always a problem,'' he says.
+By and large, scientists don't count that way anymore. John Bahcall, an astrophysicist at the Institute for Advanced Study, at Princeton, counts stars. Although his objects stand more or less still and don't slam doors in the faces of their enumerators, they have their own ways of telling lies and hiding from investigators. Stars cluster unpredictably. Clouds of interstellar gas obscure parts of the sky. So Bahcall's profession has developed a body of techniques for overcoming ''selection effects'' - that is, bias.
+''There's a lot of bias associated with census questions,'' he adds. ''You don't know by what fraction homeless people are underrepresented, you don't know by what fraction yuppies are overrepresented. That's the main problem we face again and again in astronomy.''
+Supermarket chains taking inventory of their stocks have learned that the best approach - not just the cheapest, but often the most accurate - is to count small random samples of each product and then extrapolate from the part to the whole. Accounting firms making giant corporate audits rely on sampling, too. ''They never nowadays check every transaction or even run through a large proportion of them - that's dumb,'' says Persi Diaconis, a prominent Harvard statistician. ''If you take a random sample, and every transaction is clean, then the laws of probability tell you that the whole thing is clean.''
+But Diaconis warns that sampling for the census can be dangerous. A sample never quite mirrors the whole. Still, experience has shown that worse errors arise when bored, tired clerks and accountants try to count each can of peas, each box of cereal, each receipt and invoice.
+The hazards of one-by-one enumeration have never been so plain as in the 1990 census, now consuming the labor of a record 350,000 workers. Over the last four months, the census has been staggered by a rate of noncooperation that exceeded the estimates of the most severe critics. Nearly twice as many Americans as ever before either failed or refused to mail back census forms. In some large cities, response rates fell below 50 percent. The difficulties have broken both budget and schedule.
+By the original June 6 deadline for the door-to-door phase, the bureau had begun closing shop at fewer than 30 of its 487 field offices nationwide. In some poor urban neighborhoods, which have long been systematically undercounted, the count was less than two-thirds complete. A special follow-up survey, meant to help correct the undercount, has been delayed in many cities. Distortions in the census, of course, become distortions in the fabric of political power, through the apportionment of the nation's Congressional districts and the states' legislative districts.
+Officially, the bureau is keeping a stiff upper lip. ''I think the census is going quite well,'' says Charles D. Jones, associate director for the decennial census. ''This is the first census that's ever had any extensive automation, and it's working excellently.'' June 6 was never a serious deadline, he says - ''This was an idealized goal. We knew we couldn't make it.''
+'' -- and if we fail we get beaten over the head with it,'' adds Barbara Everitt Bryant, President Bush's new Census Bureau director.
+The ideal census, the one that exists in the popular imagination, is the one the Government described in March: ''The enumeration is based on evidence that physical persons are in a particular location or block at a particular time,'' it said. ''Each tally corresponds in principle to a particular person.''
+The final 1990 tally is expected to come to something like 250,128,752. A scientist would state the number differently, more like ''250 million plus or minus 4 million'' - using ''error bars'' or ''confidence intervals'' to express the range of error and avoid implying a false precision. Bureau statisticians, however, maintain contradictory views of their product: on the one hand they recognize the error, study the error, and struggle to minimize the error; on the other hand they report their results as though they were certain and pure. ''The Census Bureau takes the position that somehow the total population counts are derived from an accounting process that isn't subject to error, and that therefore error bars have little meaning,'' says Kirk M. Wolter, who was chief of the bureau's Statistical Research Division until 1988. ''Obviously that isn't true, or you and I wouldn't be having this conversation.''
+Many demographers, economic researchers and public-opinion pollers accept the idealization, as a convenience. In calculating their own sampling error, they assume that the census data is itself error-free. They may know that the census enumeration does not correspond to the population of the United States. But they consider it a precise count of something. Of what? Says Charles E. Metcalf, head of Mathematica Policy Research, a New Jersey research group: ''It's an exact statement of the number they counted.''
+Though statisticians may wonder about the value of an exact Number of People Counted by the Census, even on these tautological terms exactitude is a myth. The estimates, the probabilities, the compromises, the fuzziness that the census publicly abhors have already become an inextricable part of its methodology. Those most familiar with the inner workings of the census describe a machinery freighted with missteps, work-arounds and downright absurdities.
+Even the smoothest-running part of the census - the millions of forms properly mailed back and well-enough filled out that no follow-up interviews are conducted - has its problems. For example: Too Many 100-Year-Olds. Statistically, the census form is like a dartboard. Most people get bull's-eyes, but many manage only to hit the general vicinity. In 1970, the dot to be filled in for those born in ''Jan.-Mar.'' sat next to the dot for ''Year of Birth 186-'' - with the result that the census reported a wildly large number of centenarians, by some estimates more than 20 times the actual number. Too Many 100-Year-Old Children. To keep the obvious impossibilities to a minimum, the census has its computers reject answers that seem out of bounds. The 1980 census imposed an upper limit of 112, beyond which no American was allowed to have lived.
+Yet once again thousands of people chose the wrong century of birth and the final tally of centenarians proved much too large, about double what the bureau and most demographers believe to be the actual number -based on other surveys and on actual records of births and deaths. Why? The computers took care of the 130- and 140-year-olds. ''But we had no requirement that children in a household shouldn't be over 100,'' says Gregory Spencer, chief of the Population Projections branch. ''You'd look and find two 112-year-old parents with their 109-year-old child.'' Sex-Change Procedures. The bureau's understanding of what constitutes a plausible household makes some arbitrary assumptions. In this year's census, whenever both members of a gay couple fill in the ''husband/wife'' dot and the ''married'' dot and the ''male'' dot, the census computers will automatically choose one of the men at random and ''correct'' his sex. (The same for two women.) In general, sex is the category best reported by those who respond to the census; even so, in 1980, more than 3 million people had their sex chosen by computer, Dr. Spencer says. The 1900 Problem. Too many people think they were born in exactly 1900. Based on past experience, the current census is certain to show a remarkable number of people just turning 90. Teen-Age Widows. Mispunching errors can create entire categories of nonexistent people. The teen-age widows are one group famous in census lore. ''If you have a one-in-a-thousand mispunching, it can create quite a sizable fictitious population,'' says Dr. Kish of the University of Michigan. Confusion about Relationships. Filling in the dots under ''If a RELATIVE of Person 1,'' many householders glance at their elderly parents and mark ''son/daughter'' when they should mark ''father/mother.'' Or they look at their husband or wife, who happens to be the father or mother of their children, and mark ''father/mother'' when they should mark ''husband/wife.''
+Even apart from such errors, the computers must make statistical guesses for the many people about whom census takers know nothing except that they probably exist. More than 3 million of the Americans enumerated by the 1980 census were not individuals at all, but nameless abstractions, added to the count by a statistical procedure called ''sequential hot deck imputation.'' As the forms run through the machines, the computer keeps a running record of the last 16 plausible-seeming responses to each question. When it stumbles on an implausible-seeming answer - or no answer at all - it substitutes a plausible one from its stack. The process has elements of randomness and of nonrandomness. It is meant to insure that the fabricated records reflect the diversity of the real population. Thus a record may get a new age, a new sex or a whole new identity.
+The staff professionals in the Census Bureau have a high reputation among demographers. Though some of their procedures create errors, on the whole they ''impute'' people and their characteristics for a good reason: field workers often have no way to find out who, if anyone, is living in housing units on their list. Given a choice between declaring the units empty or making a statistical guess, the census chooses to make a statistical guess. It may as well. certainty is not to be found door-to-door, either: not on the streets of downtown Los Angeles, where census takers like Arturo Mata have to guess which of the unnumbered doors of a single-room-occupancy hotel represent housing units; not in the farms of rural Arkansas, where Spanish-speaking migrant workers move from place to place picking tomatoes, raising catfish and avoiding Federal agents of all kinds; not in the lobbies of even the most proper Manhattan apartment buildings, where a census taker can sit for weeks, day in and day out, and still not be able to account for certain residents; not in Miami, where an enumerator coping with the successive waves of Cuban, Haitian and Central American refugees tells a reporter that she has been kidnapped by her census crew leader, just as she was kidnapped before and taken to Russia to meet Mitterrand.
+When Maurene Miller arrives in the front parlor of a Brooklyn Heights town house, her badge pinned to her shirt, her census briefcase under her arm, she finds a problem. Her computerized address list shows five apartments at this address, but no more than two, she is told, have ever existed. ''They just have the numbers so screwed up,'' Ms. Miller says. ''They've got the intelligence of a surfboard in the offices.''
+She fills out the appropriate Deletion Records. Had she instead found new apartments, housing units unrecognized by the census lists, she says, she would simply have passed them by.
+''There's no mechanism for that kind of correction,'' she says. ''I'm not looking for new addresses. I'm not looking to say there's a new building there - it's none of my business.''
+This appalls the census director, Dr. Bryant; she says it is a plain misunderstanding of the enumerator's job. ''If anything's missing they are to add it,'' she says. And indeed, the official Nonresponse Follow-up Enumerator Instructions state: ''If you happen to find a housing unit that is not on the listing page, you will add it, using the Add Page.'' Unfortunately, the same instructions begin: ''Your job, as an enumerator, is not to canvass each block, looking for housing units that are not on the listing page.''
+If some census takers are underzealous, others find Americans who don't exist. In the argot of bureau insiders, these ''curbstones'' inflate the census just as tombstones inflated the voter rolls of the late Mayor Daley's Chicago. Most of the inflation comes from double-counting: an elderly couple fill out a form at their second home in Florida while helpful neighbors vouch for their existence in New Jersey; a college student gets counted both at home and at school.
+If the errors canceled one another, or if they raised or lowered the count uniformly across the country, they would matter only academically. Instead, most studies inside and outside the census show a distinct tilting of the landscape. Those overcounted - by some estimates as many as 6 million people - tend to be wealthier and more rural than those undercounted. The combination of mail questionnaires and door-to-door counting works best for people well-enough educated to follow the form's written instructions, and comfortable enough about their place in society to cooperate with Government inquiries. Blacks have been systematically undercounted at a rate about 5 percentage points higher than the rate for whites, a difference that has barely varied in the censuses since 1940, when the bureau first began estimating the undercount.
+In poor urban neighborhoods, field workers are often afraid to enter tenements and housing projects. They may not recognize the nonstandard housing units that dot the urban landscape without benefit of mailboxes or electric-company meters. The most persistent census taker will not find every one of the large families living illegally in Los Angeles garages or Chicago subsidized apartments.
+Eugene P. Ericksen, a sociologist and statistician at Temple University who has testified for a group of cities that sued the bureau after the 1980 census, did his own comparative count. He assembled a list of New Yorkers from 10 different administrative lists: utility bill payers, people eligible for Medicaid, voters, licensed drivers. He found that the Census Bureau had omitted more than 8 percent of those on his lists. The true rate of omission must be even higher, Ericksen argues, since his lists, too, included only people with connections to the official world. Another check on the accuracy of the census is demographic analysis, which arrives at population figures through an aggregate arithmetic of births, deaths, immigration and emigration.
+Census experts estimate informally that 90 percent of the cost of the census comes in the last 10 percent of the count. Counting the first 100 million people is easy. The next 100 million are considerably more difficult. And in the end, even if 90 percent of the population were pressed into service to march across the country in a skirmish line, they might not find the other 10 percent.
+''Nobody who is watching the disaster that we have in front of us could possibly think that the millions and millions of dollars the census is spending on coverage improvement will work,'' says Peter L. Zimroth, a former New York City Corporation Counsel and now with Arnold & Porter, who is one of the lawyers representing New York and other localities in their census lawsuit.
+Counting the uncountable is a task that comes up again and again in science. If the United States were a vast lake, with deep, unreachable recesses, populated by 250 million fish with no mailing addresses or telephone numbers, ecologists would know what to do. They routinely employ a technique known as ''capture-mark-recapture.'' A large number of fish are caught, tagged and released back into the lake. Later, a second sample is taken; the ecologists note the proportion of tagged and untagged fish and from there the calculation is straightforward: if 1 of every 5 fish in the second sample had been caught the first time, then the first sample probably represented one-fifth of the whole population. Though most of the fish were never caught, the laws of probability provide a means of counting them in absentia.
+Capture-recapture has its problems. One is the sampling error that arises from sheer chance. Ten identical boats taking samples under identical circumstances will still produce 10 varying counts. Statisticians know how to calculate the expected range of deviation; the larger the sample, the less it will be. The method also produces systematic errors, errors caused by the nature of the selection itself. Some animals are ''trap-happy,'' others ''trap-shy.'' The capture and the recapture have to be far enough apart that the tagged fish can mix randomly through the population, but close enough together that the population has not changed significantly in the meantime. ''This is the hairy part,'' says Henry Horn, a Princeton ecologist, ''making the assumption that all individuals get a chance to mix completely, that the marking process itself has no effect, and that there's no tendency for the marked individuals to be recaptured since they were the easiest to capture in the first place. All those assumptions have to be made, and none of them are true.'' For serious counts, the method must be combined with modeling techniques designed to face the selection biases head on, acknowledging them and trying to measure them. To count the 10 billion stars of the Milky Way, astronomers actually count only 100,000 or so. ''You have to get basic data, make a model, and understand how your counting depends on the parameters of the model,'' says Dr. Bahcall of the Institute for Advanced Study. The model is a guide to the galaxy's structure: the ages and compositions of stars, the nature of their clustering, the proportions of hard-to-count blue stars to easy-to-count red stars. Just as the model depends on the raw data produced by telescopes and computers, the accuracy of the count depends in turn on the model. ''You try the model on new data, and use the new data to refine the model,'' Dr. Bahcall says. Though the process is circular, it is effective.
+Not that there is an invincible magic in such methods. Some statisticians continue to believe that adjustment through the capture-recapture method could create wild inaccuracies. ''You have a big, complicated analytical engine with many parts, many of which to me look shaky,'' says David Freedman, a statistician at the University of California at Berkeley. ''In my opinion a lot of mischief can be done. You can't afford to have an adjustment mechanism prone to errors of 10 percent if you're trying to fix a 1 to 2 percent error.''
+Ecologists often believe that their civilized-world counterparts, demographers, are unnecessarily uncomfortable with modeling theory. Even so, in planning for the 1990 census, the bureau prepared a statistical program adapting the capture-recapture method to people. A follow-up survey would cover only a small sample of the country but cover it intensively. Methods were developed for confronting selection biases: many people would surely be unwilling to cooperate with any survey; others, having cooperated with the census once, would be unwilling to answer follow-up questions. Nevertheless, many of the bureau's statisticians believed that by checking to see how many people in the follow-up survey had been ''captured'' in the first count, they would be able to estimate the number of people uncounted in either survey.
+In 1980, in response to the many lawsuits seeking a statistical adjustment, the bureau's staff had argued that it did not have enough data to make a valid correction. For the 1990 census, however, the bureau planned to go ahead with a large scale post-census survey of 300,000 households. ''The Census Bureau expects to have the capability to estimate more accurately than ever before the number of people missed in the census,'' wrote John Keane, President Reagan's Census Bureau director, in a June 1987, report. ''We believe that we could improve the official census results by using the estimates to make some reductions in the differential undercount.''
+The bureau planned to use nonpolitical technical standards to make a final decision about whether the sampling data should be used. But top officials of the Department of Commerce, the bureau's parent agency, intervened, quietly ordering the bureau to reverse its plans.
+The bureau was reduced to ''furtive plotting,'' Barbara A. Bailar, then associate director in charge of statistical research, has said in court papers. ''Our task was no longer to present our conclusions to the public, as we had told the public we would do. Rather, it was to conceal those conclusions, and to give the Commerce Department time to contrive a story.'' That fall, the department announced it had decided to rule out a statistical adjustment. Bailar resigned.
+New York and other cities quickly sued again, and in an interim court settlement, the Commerce Department agreed to conduct a smaller, 150,000-household survey. That survey is just getting under way in some places, and will attempt to sample households scattered across every state and every economic stratum. The department has made clear, however, that it may decide not to use the survey to adjust the count - if, for example, the Secretary of Commerce sees a ''potential disruption of the process of the orderly transfer of political representation.''
+The political pressures are intense. From one to three seats in Congress, and perhaps scores of state legislature seats, could swing to traditionally Democratic city neighborhoods if previously uncounted blacks, Hispanics and illegal aliens are counted. Many Republican legislators have already warned the Administration of potential disruption in their states.
+The Commerce Department argues that the technical process of making an adjustment is new and untried. To Michael R. Darby, Under Secretary for Economic and Statistical Administration, whose office has taken active control of the process, the traditional enumeration is the ''null hypothesis'' - innocent until proven guilty. He and other officials note that even if a statistical adjustment produced a clearly more accurate count at the coarse state-by-state or county-by-county levels, it not might be as reliable at the fine-grained levels of individual census blocks. Such adjustment hasn't worked before, Darby says. ''It may work this time. It depends who you believe.''
+A census that depends on who you believe strikes many officials as a horrible prospect. They wish the count could be free of politics, free of subjectivity, fuzziness and tinkering. There are strong psychological reasons to embrace the idea that a count of every individual is a national event, galvanizing all Americans to work together toward a shared goal. By contrast, statistical polls, statistical predictions, statistics in general are notoriously suspect.
+To most statisticians, however, there seems little value in numbers that are exact-but-wrong. By scientiststandards, the biases of the census are far from subtle. ''What they're doing,'' says Jeremiah P. Ostriker, a Princeton University astrophysicist, ''is burying their heads in the sand and saying, 'Look, that's what we counted, don't ask us any other questions.' '' These scientists argue that even an imperfect adjustment is an improvement.
+Once the heated issues of 1990 are past, the Census Bureau will have an opportunity to integrate statistical sampling more deeply into its methods, rather than trying to augment the street army of hundreds of thousands. A variety of proposals are already on the table, some more ambitious than others. Dr. Kish of the University of Michigan, for example, believes that the worst distortions of the census come from its instant obsolescence: by the time the data reaches its users, it is already from one to four years out of date. He argues for a ''rolling'' census, produced from a sequence of weekly surveys, 520 of them every 10 years.
+When Bruce Hoadley, a statistician at the Bell Communications Research Company, counts defects in products coming off manufacturers' assembly lines, millions of dollars depend on the accuracy of his methods. The manufacturers need unbiased counts, and they need them fast enough to catch problems in the factories. He counts by taking samples.
+''One of our great callings in life is to continually remind people that they're making decisions under uncertainty,'' he says.
+The census, too, he believes, can only improve its count by coming to grips with uncertainty. ''The people who say, 'We shouldn't screw around with adjustment because it's known to be subjective,' are being subjective too, in the worst of all possible ways. They know it's wrong. If your adjustment is zero, zero is known to be just about as bad as you can do. Any reasonable methodology is going to do better than zero.''
+This is the statistician's lot, Hoadley says. ''It permeates life - everything is uncertain, and data is very, very expensive.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Census%3A+Why+We+Can%27t+Count&title=New+York+Times&issn=03624331&date=1990-07-15&volume=&issue=&spage=A.22&au=Feynman.%2C+James+Gleick%3BJames+Gleick%2C+the+author+of+%27%27Chaos%3A+Making+a+New+Science%2C%27%27+is+working+on+a+biography+of+the+physicist+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 15, 1990","Yet once again thousands of people chose the wrong century of birth and the final tally of centenarians proved much too large, about double what the bureau and most demographers believe to be the actual number -based on other surveys and on actual records of births and deaths. Why? The computers took care of the 130- and 140-year-olds. ''But we had no requirement that children in a household shouldn't be over 100,'' says Gregory Spencer, chief of the Population Projections branch. ''You'd look and find two 112-year-old parents with their 109-year-old child.'' Sex-Change Procedures. The bureau's understanding of what constitutes a plausible household makes some arbitrary assumptions. In this year's census, whenever both members of a gay couple fill in the ''husband/wife'' dot and the ''married'' dot and the ''male'' dot, the census computers will automatically choose one of the men at random and ''correct'' his sex. (The same for two women.) In general, sex is the category best reported by those who respond to the census; even so, in 1980, more than 3 million people had their sex chosen by computer, Dr. Spencer says. The 1900 Problem. Too many people think they were born in exactly 1900. Based on past experience, the current census is certain to show a remarkable number of people just turning 90. Teen-Age Widows. Mispunching errors can create entire categories of nonexistent people. The teen-age widows are one group famous in census lore. ''If you have a one-in-a-thousand mispunching, it can create quite a sizable fictitious population,'' says Dr. [Leslie Kish] of the University of Michigan. Confusion about Relationships. Filling in the dots under ''If a RELATIVE of Person 1,'' many householders glance at their elderly parents and mark ''son/daughter'' when they should mark ''father/mother.'' Or they look at their husband or wife, who happens to be the father or mother of their children, and mark ''father/mother'' when they should mark ''husband/wife.'' Capture-recapture has its problems. One is the sampling error that arises from sheer chance. Ten identical boats taking samples under identical circumstances will still produce 10 varying counts. Statisticians know how to calculate the expected range of deviation; the larger the sample, the less it will be. The method also produces systematic errors, errors caused by the nature of the selection itself. Some animals are ''trap-happy,'' others ''trap-shy.'' The capture and the recapture have to be far enough apart that the tagged fish can mix randomly through the population, but close enough together that the population has not changed significantly in the meantime. ''This is the hairy part,'' says Henry Horn, a Princeton ecologist, ''making the assumption that all individuals get a chance to mix completely, that the marking process itself has no effect, and that there's no tendency for the marked individuals to be recaptured since they were the easiest to capture in the first place. All those assumptions have to be made, and none of them are true.'' For serious counts, the method must be combined with modeling techniques designed to face the selection biases head on, acknowledging them and trying to measure them. To count the 10 billion stars of the Milky Way, astronomers actually count only 100,000 or so. ''You have to get basic data, make a model, and understand how your counting depends on the parameters of the model,'' says Dr. [John Bahcall] of the Institute for Advanced Study. The model is a guide to the galaxy's structure: the ages and compositions of stars, the nature of their clustering, the proportions of hard-to-count blue stars to easy-to-count red stars. Just as the model depends on the raw data produced by telescopes and computers, the accuracy of the count depends in turn on the model. ''You try the model on new data, and use the new data to refine the model,'' Dr. Bahcall says. Though the process is circular, it is effective.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 July 1990: A.22.",11/15/17,"New York, N.Y.",UNITED STATES,"Feynman., James Gleick; James Gleick, the author of ''Chaos: Making a New Science,'' is working on a biography of the physicist Richard",New York Times Company,,Newspapers,427732460,"United States, New York, N.Y.",English,15-Jul-90,POPULATION; CENSUS; STATISTICS,New York Times,NEWSPAPER,,,,,,,
+The Banker Who Would Be Scrooge,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/banker-who-would-be-scrooge/docview/427483665/se-2?accountid=14586,"LEAD: AT 10 O'CLOCK ON THE MORNING OF OCT. 17, CARL E. REICHARDT, the chairman and chief executive of Wells Fargo & Company, presided over a meeting of the board of directors in the Sheraton Grand Hotel in Los Angeles. He had nothing but good news to report for the third quarter. Net income would be strong (the final figures showed it at $153.7 million, a 17-percent rise over the 1988 figure) and costs, one of the chairman's obsessions, were well in hand.
+AT 10 O'CLOCK ON THE MORNING OF OCT. 17, CARL E. REICHARDT, the chairman and chief executive of Wells Fargo & Company, presided over a meeting of the board of directors in the Sheraton Grand Hotel in Los Angeles. He had nothing but good news to report for the third quarter. Net income would be strong (the final figures showed it at $153.7 million, a 17-percent rise over the 1988 figure) and costs, one of the chairman's obsessions, were well in hand.
+That afternoon, Reichart flew home to San Francisco, where the bank is based. He had an appointment with some customers at the Pacific Stock Exchange, just down the block from Wells Fargo. At 5:04 he was walking alone across the exchange lobby when the earthquake hit.
+The building shook, papers flew about - and Reichardt ducked under a table. ''I've been through these things before,'' he recalls, ''but this was the worst I ever experienced. When it stopped, my first thought was to get back to the bank.'' As it happened, the Wells Fargo headquarters on Montgomery Street was undamaged - even the big plate glass windows that front on the entrance, with its stagecoach museum, were still intact - and no one there had been injured. ''We were real lucky,'' Reichardt says.
+For those who know him, the image of the barrel-chested 58-year-old banker scrambling to get under a table has a special resonance. It was a reasonable reaction, and that comports with the common-sense, matter-of-fact nature of the man. But it was hardly typical of the aggressive way in which he has confronted and overwhelmed the problems and challenges of his career. As one of his admirers commented, ''It took an earthquake.''
+Reichardt and his bank - the 11th largest in the nation, with assets of $48.5 billion - are on the cutting edge of a revolution that is transforming banking. When Reichardt became C.E.O. in 1983, the industry was still basically organized along traditional lines: thousands of relatively small local and regional banks; a half-dozen huge money-center banks, like Citicorp and BankAmerica, and a handful of smaller second-tier banks, like Wells Fargo. The money-center banks prided themselves on being ''all things to all people,'' serving as bankers to their smaller counterparts, underwriting the economies of less developed countries around the world. By today's standards, profits were minuscule - some 60 cents on each $100 of assets.
+That picture has changed dramatically. Racked by losses on their overseas loans, the big banks have moved to narrow their focus, sloughing off money-losing divisions and slashing expenses. At many banks, profits have soared. Meanwhile, the erosion of the laws and traditions that maintained a gentlemanly status quo has unleashed a wave of mergers. More than any other banker, Reichardt has led the way.
+Since taking over Wells Fargo, he has written off the bank's foreign loans, presided over the purchase of several California banks and dropped dozens of marginal operations - all in a single-minded pursuit of profit. According to J. Richard Fredericks, a bank-stock analyst for Montgomery Securities in San Francisco, ''Reichardt has shown the industry the difference between fit and fat. I don't know another C.E.O. so maniacally shareholder-driven.'' During his seven-year reign, Wells Fargo's annual rate of return to shareholders -stock appreciation plus dividends - has averaged a remarkable 33.5 percent.
+But part of his success has stemmed from a series of calculated risks. No other major bank has plunged so deeply into loans for both construction and real estate development and for leveraged-buyouts. And some analysts worry that the bank's all-but-total concentration on the rich California market would leave it particularly vulnerable to an economic downturn in the state. But for Reichardt, California is the world. Says Lawrence W. Cohn, a bank analyst with Drexel Burnham Lambert, ''Wells Fargo is the best-managed, imprudent bank I've ever seen.''
+THE WELLS FARGO of today is a far cry from the bank presided over by Richard P. Cooley, Reichardt's predecessor - and the two men, themselves, are worlds apart. Cooley, now the C.E.O. of the SeaFirst Bank, a subsidiary of BankAmerica, is in many ways the epitome of the traditional leader of the nation's major banks - a product of Ivy League schools (Yale, in his case), a sophisticated internationalist, more statesman than businessman. Reichardt calls Cooley ''a gentleman of the old school.'' How would he describe himself? ''Oh, God,'' he replies, ''I'm certainly not a gentleman. They don't produce them where I come from.''
+Reichardt was born in Houston, where his father was a hotel manager. ''We were middle class,'' he says, ''but I always had some kind of job. When I was 12 years old I worked in a lumber company that builds houses, and I did that for years.'' Reichardt enrolled at the University of Houston, but when the Korean War draft loomed, he enlisted in the Navy and was stationed in Long Beach, Calif. The climate was a welcome change from the humid furnace of Houston (''I thought the whole world was like that,'' he says), and after leaving the service he decided to stay put.
+In 1954, while earning his bachelor's degree in economics at the University of Southern California, he got his first taste of banking in a training program with Citizens Bank in Los Angeles. (''I've come full circle,'' he points out - Citizens was eventually acquired by Crocker, which in turn was bought by Wells Fargo.) After six years with Citizens, he joined Union Bank.
+Harry J. Volk, the C.E.O. of Union, was something of a maverick in the business. As in matters of life style, California has often been an innovator in banking. It was Volk, for example, who spotted the loophole in Federal laws that made it possible for banks to form holding companies. Unlike most of its competitors, Union was not interested in providing a broad range of services. It concentrated, very profitably, on lending to small and medium-sized businesses. And Volk was a militant marketer. ''Harry called me in one day,'' Reichardt recalls, ''and he told me, 'Carl, you may be a great banker, but you've got to learn to sell.' Most bankers had the idea, you sit there and customers come in and you sort of judge them. Harry said that was all wrong - that you had to go out and drag them in. I still believe that.''
+A good part of Reichardt's time with Union was spent making loans to real estate developers and commercial builders. That was the expertise Wells Fargo was looking for when it hired him away from Union in 1970 to organize a real estate investment trust and the bank unit that would advise the trust. As Reichardt is quick to point out, the trust was publicly owned, and he was given 12.5 percent of the advisory unit. ''I didn't come to Wells Fargo just for an exercise in changing banks,'' he says. ''I came to run the company and, more important, to own a part of it.''
+Reichardt soon made his presence felt. He is by all accounts a demanding master, although easy and friendly enough with colleagues who perform up to his standards. Others don't last long. ''Reichardt and Patton would understand each other,'' says Andy Anderson, the bank's historian, who runs the extensive Western library in the bank's headquarters. ''Both are known for being earthy and saying exactly what they mean.'' Reichardt, however, does not generally give way to Patton-like tantrums. He simply, in Anderson's words, ''communicates directly and forcibly.''
+When he moved to Wells Fargo, Reichardt brought with him a Union Bank colleague named Paul Hazen, a slim, soft-spoken man 10 years his junior, who has since moved up through the ranks of Wells Fargo in lockstep with Reichardt and is now president of both the holding company and the bank. As Hazen remembers those early days, ''They dumped on us a huge amount of capital, nearly $70 million, but there was no infrastructure, there were no employees. We had to decide who to hire, what their characteristics should be. My yellow pad was the balance sheet. So we learned what it takes to run a business, and it was a foundation for running a big company.''
+Reichardt and Hazen were constantly on the road together, and they passed the time playing gin. They kept a running score. They still play when they travel, and Hazen says he has a briefcase full of records of their games. ''We speculate on who's the better player,'' he says, ''but we never have added it up.'' When a visitor suggested it was a rare example of their not watching the bottom line, Hazen laughingly agreed.
+Over the years, the two men have developed remarkably similar views on business issues, to the degree that they consciously seek out executives with different backgrounds and expertise. Both cite 43-year-old William Zuendt, the vice chairman in charge of retail banking, as a prime example. Zuendt earned his bachelor's degree from Rensselaer Polytechnic Institute in mathematics and is the bank's resident authority on computer systems. But he has learned the hard way to practice his skills in the Reichardt mode.
+Some years ago, the bank set about designing a branch-automation system. ''We built and built,'' Reichardt says, ''and the system had a lot of bells and whistles, but it was terribly unreliable. Finally I said to Bill, 'I want something that works, goddammit. I'm fed up with bells and whistles. What I want is a DC-3 with an extra motor.' '' The bank ended up scrapping the system in favor of a simpler version, but not before the project had cost millions of extra dollars. Today, says the chairman approvingly, ''Bill is not trying to have the neatest machines on the block. He's applying technology in a cost-effective way.''
+CARL REICHARDT AS SCROOGE:
+* Over the decades, the bank has always set up a big Christmas tree on the 12th floor where the executives hold forth. Last year Reichardt cut the item from the budget. It was a waste of money, he said, because so few customers ever made their way to the 12th floor. Several vice chairman chipped in to buy a tree.
+* An officer of the bank wanted draperies for his windows. Reichardt called him in for a talk, and spent the whole time wiggling in his chair, pulling stuffing from a hole in the upholstery. The officer got the message.
+* A female visitor to the 12th floor caught her heel in a well-worn carpet. She jokingly suggested to the chairman that he had taken symbolism too far - that the liabilities that might accrue to the bank from someone tripping on the carpet would far exceed the cost of buying a new one. The carpet was replaced.
+''We do have almost a fetish about this expense control thing,'' Reichardt allows. He is seated at his desk in a spacious office hung with Western art. A round-faced man with slicked-back hair, he talks easily, a jovial good-ole-boy. Cuss words punctuate an endless string of anecdotes (''I'm accused of managing by vignette,'' he says).
+But he's not kidding about controlling costs, and his iron determination can take its human toll. Since becoming chairman in 1983, he has closed dozens of operations that failed to meet his high profit goals and laid off thousands of employees of Wells Fargo and the banks he has acquired. He believes his approach is better for both those who leave - they can find jobs where they will be appreciated - and those who remain with the bank. In today's banking industry, he says, with its consolidations and ever-growing competition, only the toughest and most profitable banks will survive.
+His policies have earned him and his bank a reputation for ruthlessness. Last spring, the decision was made to open Wells Fargo's 456 branch offices on Saturdays, from 9 A.M. to 1 P.M. The bank sent employees an ultimatum in the form of a document they were asked to sign, agreeing to take their turn working on that day. Those who refused to sign would be dismissed. Almost 300 people, 5 percent of the branch staff, left the bank.
+''I'm not sure making them sign a paper was the right thing to do,'' Reichardt allows, but he insists that the pressure to open Saturdays, and to extend weekday hours, as well, came not from him but from the branches ''Let me give you a vignette,'' he says. ''We give the people in our branches a great deal of flexibility. Over a year ago, people in Sacramento decided to open 9 to 6 , instead of 10 to 4 All of a sudden, that division started winning all the contests within the bank, getting the bonuses. You know, they're all on incentives. Pretty soon the other divisions were doing the same thing. We picked up market share, and our new accounts went up dramatically. When the local press took this ultimatum thing and twisted it around, I sat down with some branch managers and asked them, 'What is your feeling?' Well, they said, 'Mr. Reichardt, we're in the retail business, and we've got to stay open for our customers, not our convenience.' ''
+Branch managers can rack up huge bonuses. Consider Evelyn Peinado, 43, who runs the San Ramon office and last year received more money in bonuses than any other manager in northern California. She declined to specify the amount. Asked if it was about $100,000, she responded: ''I'm almost up to that now, and it's only August.'' She was in San Francisco shopping for a Jaguar. In his experience, says Reichardt, ''A woman is a much better salesperson at retail than a man.''
+THE ROOTS OF WELLS FARGO stretch back to a winter's day in 1848 when gold was discovered at Sutter's Mill. Over the next four years, the non-Indian population of California rocketed from 15,000 to more than 250,000. In New York, Henry Wells and William G. Fargo, who were among the founders of the American Express Company in 1850, saw a way to hitch their wagon to the Gold Rush. In 1852 they founded Wells, Fargo & Co. - a stagecoach express to carry mail to the gold fields, a bank to handle the miners' finds.
+Soon the company became an integral part of California legend. In the 1860's, Charles T. Blake, a Wells Fargo agent, described his arrival at a gold camp: ''I heard a shout taken up and repeated through the whole town. 'Wells Fargo have come.' In less than three minutes I was surrounded by an excited crowd of two or three hundred men, who hardly allowed me time to get my saddle off from my mule.'' A counter had been set up, a pair of scales produced, and Blake was taking deposits of gold.
+Over the years, the stagecoach was replaced by railroad cars, and during World War I, Washington folded all the major express companies into the American Railway Express. The bank changed too. By the time Carl Reichardt took command in 1983, for example, it had billions of dollars in outstanding loans to the third world. He soon concluded that foreign banking was not going to meet his profit goals.
+Reichardt set about stripping away Wells Fargo's international structure. Over the years, he shut down all the bank's overseas offices, even those on the Pacific Rim, a natural market for a big California bank. (To accommodate customers who want to do business in Asia, last April he signed a reciprocal agreement with the Hongkong and Shanghai Banking Corporation.) While the money-center banks were drastically increasing their reserves against possible losses in their third-world loan portfolios, Reichardt went a giant step beyond, writing off the lion's share the loans; those left on the bank's books now total $93 million, a minute .2 percent of the loan portfolio.
+That put Wells Fargo's focus back where Reichardt wanted it, on California, which he calls ''the best banking market in the world.'' With its broad mix of industry, from agriculture to high technology to defense, the huge state's economy has been less susceptible to recession than most other areas of the country. The civil usury laws that held interest down elsewhere were unknown in California; unlike banks in the East, those in California were free to set up branches all across the state. There emerged an oligopoly of sorts, five dominant banks that could pay less for deposits and charge higher rates on loans than was true in much of the rest of the nation. And they created huge networks of branches serving millions of loyal customers - what Paul Hazen calls ''the franchise.'' A few years ago, the largest of the five, BankAmerica, was reeling because of losses on agriculture and real estate loans. ''It was almost as though someone had designed a plan to see if you could destroy a retail banking franchise,'' Hazen says. ''Yet they only lost maybe 2 percent of their market share.''
+Reichardt has spent his years as chairman chopping off marginally profitable operations - selling the corporate trust department to Manufacturers Hanover, liquidating the finance company subsidiary. The bank created the nation's largest indexed trading fund, investing in a broad cross section of stocks that closely reflect the stocks in such benchmarks as the Standard & Poor's 500. The $70 billion invested in the fund made it the single largest player in the stock market. But last June the bank sold a half interest in the operation to Tokyo-based Nikko Securities Company for $125 million. ''The growth in the U.S. was behind us,'' says Hazen, ''and we had created real economic value with little capital investment. We were looking for future growth.'' So the bank found a partner in Japan, where index trading is in its infancy, and at the same time cashed out some of the value it had built.
+In at least one instance, Reichardt's axe came close to costing Wells Fargo a bundle. Early in his reign, the chairman wanted to get rid of the bank's laggard consumer business. According to sources close to the bank, Zuendt talked him out of it. Consumers now account for 19 percent of the bank's earnings.
+As a matter of business philosophy, Carl Reichardt is no fan of the widespread trend in recent years to take public companies private -a process often accomplished through highly leveraged buyouts. He says he would not consider it in the case of Wells Fargo: ''It's very complicated, and you have to ask yourself, if you know how to do all these things privately, why aren't you doing it publicly?'' As a matter of business practice, however, his bank has sunk $3.2 billion in loans to L.B.O.'s - a greater commitment in relation to equity than any big bank in the country except for Bank of New York.
+It is, on the face of it, a risky move. Alan Greenspan, chairman of the Federal Reserve Board, is one of many authorities who fear that, should a recession strike, the debt-laden L.B.O.'s might be forced to default on their loans.
+''I happen to like these assets,'' Reichardt insists. He also likes the high yields. He says the bank has carefully analyzed each situation and that, in any event, it has invested only in senior debt. In other words, for Wells Fargo to take a loss on the loans, the owners of the company's stock and holders of its subordinated debt would have to be wiped out. In addition, the bank has liens on the real assets of the companies - factories and equipment.
+In reshaping Wells Fargo's loan portfolio, Reichardt has also played to his own strengths. Loans for construction and real estate development are just shy of $7 billion, more than 18 percent of the total loan portfolio. Once again, many analysts warn that he has taken on a substantial risk: a severe drop in the California real estate market could prove disastrous. But the bank's loss record in construction loans, the chairman points out, has been substantially better over the last 14 years than its overall loss record. And even his critics and competitors admit that, for expertise in real estate, he and Hazen have few peers in the banking business.
+They also acknowledge that Wells Fargo, under Reichardt, has become the most efficient big bank in the country. He has presided over a host of innovations, including a 24-hour telephone banking service that receives 75,000 calls a day. For the bank, transactions are considerably less expensive by phone than at a branch office. And the bank's 18,700 employees are highly motivated. ''I'm proud of this,'' he says, pointing to a list showing the average compensation received by employees of the major California banks. Wells Fargo leads the pack. At the same time, the bank has the best efficiency ratio, measuring operating expense against taxable revenue. ''We're viewed as hard-hearted and all this stuff,'' Reichardt says, ''but you can see that our people are being rewarded because they're productive. And that to me is the right way to go.''
+LONG BEFORE THE SUN RISES over the town of Belvedere, across the bay from San Francisco, Carl Reichardt begins his day. ''I get up about 4:30,'' he says. ''I don't need more than five and a half hours sleep.'' He breakfasts on grapefruit and coffee and chats with Patricia, his wife of 35 years. They have three children - Carl Jr., 24, works for a California real estate developer, and Gretchen, 22, works in an East Coast bank; Fritz, 20, is still in college.
+One of the chairman's few indulgences is a chauffeured Lincoln Town Car. It deposits him at the bank between 6 and 6:30 A.M., but Paul Hazen usually beats him in by a few minutes. Reichardt reads the newspapers and then wanders in to Hazen's office for a cup of coffee. ''We'll talk about anything,'' Hazen says, ''from what's happening in the Baltic states to Voyager.'' Most of Reichardt's day is spent in one-on-one conversations with staff and customers - ''We don't have a lot of formal meetings.'' Then it's back to Belvedere and a library of history books. ''I think the last movie I saw voluntarily was 'Patton,' '' he says. He sees others ''involuntarily'' on planes.
+The odds are that not a few of those morning talks with Hazen are devoted to the subject of expansion. Since taking over as chairman, Reichardt has been in hot pursuit of market share. Wells Fargo stunned the banking community in 1986 when it acquired the San Francisco-based Crocker National Corporation, one of California's five largest banks, for $1.1 billion. At the time, the notion of one major bank buying another in the same city was unheard of. It is now, a notable example being Bank of New York's takeover of Irving Bank last year. In 1988, Wells Fargo bought the Barclay's Bank of California, San Francisco's third largest, for $125 million.
+Reichardt's current preoccupation is to increase his bank's share of the consumer market in Southern California. He has purchased three smaller banks there, but he has a long way to go. He faces two formidable competitors that are firmly entrenched in the south. BankAmerica, based in San Francisco, has assets of $82.9 billion and 975 branches all across the state. And Security Pacific, headquartered in Los Angeles, has $48.9 billion in assets and 575 branches.
+The chairman's southern strategy envisions the eventual acquisition of fourth-ranking First Interstate, a Los Angeles-based company with assets of $20.5 billion and 320 branches. ''It would be of great interest to us,'' he says. And he has his eye on some Southern California savings-and-loan banks as well. Recent laws passed to bail out the thrift industry apparently make it possible for the first time for commercial banks to acquire healthy S. & L.'s.
+Wells Fargo has shown considerable interest in buying banking properties outside California, notably in Texas. It was outbid for First RepublicBank, of Dallas, and it explored a bid for Dallas-based MCorp. ''We would be very interested in Arizona, Oregon, some of the other Western states, as well as Texas,'' Reichardt says. Yet he has often refused to pay what it takes today to acquire major companies. ''At some point prices become irrational, and that's the point to stop bidding,'' he says - even as he admits that may not be the best long-term strategy.
+In 1992, Wells Fargo and the other expansion-minded California banks could find the tables turned when, for the first time, banks in other parts of the country will be permitted to open full-service offices in the state. Reichardt does not expect a ''vast invasion.'' The big East Coast banks already have lending operations in California. For them to compete across the board, he says, would require a huge investment. ''They're going to have to finance an acquisition with common equity, and how many have the ammunition, i.e., the stock price?'' Federal regulators have begun to insist that banks issue new stock to finance acquisitions of other banks. So, the higher the would-be purchaser's stock price, the less equity the bank must issue to clinch the deal.
+For Reichardt, the acquisitor, the fact that bank stocks, his own included, are so low compared to the prices of industrial shares is a source of continuing frustration - and anger. ''We've been in business for 137 years,'' he says, ''and to the best of my knowledge this company's never lost money. It bugs the hell out of me that the industrials are on average selling at 12 times earnings, and here's a company that has a great deal of predictability, selling at seven or eight times earnings.''
+In fact, Wells Fargo shares, which have been trading at around 78, have a higher price-to-earnings ratio than most other bank stocks. One reason they are not doing even better, according to several analysts, is a concern in the investment community about the bank's huge portfolio of L.B.O. loans. During the brief market break last October 13, occasioned by a glitch in the proposed United Airlines L.B.O. deal, Wells Fargo stock fell 3 3/4 points.
+By virtually every banking yardstick, the team of Reichardt and Hazen has been a resounding success. For the third quarter of 1989, for example, according to Montgomery Securities, Wells Fargo had a return on assets of 1.4 percent, compared to a national average of .88 percent and a California average .94 percent. But the single quality that stands above all others is their unremitting attention to the bottom line.
+The museum on the ground floor of Wells Fargo headquarters on Montgomery Street is chockablock with relics of the Old West - not just stagecoaches, but gold scales and and treasure boxes. ''It gets every high school civics class,'' says Paul Hazen. ''We don't try to justify it economically, but we believe it is supportive of our P. R. and our corporate image and our brand identity. Our history is very marketable.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Banker+Who+Would+Be+Scrooge&title=New+York+Times&issn=03624331&date=1989-12-03&volume=&issue=&spage=A.17&au=Bennett%2C+Robert+A%3BRobert+A.+Bennett+is+the+editor+of+the+United+States+Banker%2C+a+monthly+magazine.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 3, 1989","''I'm not sure making them sign a paper was the right thing to do,'' [CARL E. REICHARDT] allows, but he insists that the pressure to open Saturdays, and to extend weekday hours, as well, came not from him but from the branches ''Let me give you a vignette,'' he says. ''We give the people in our branches a great deal of flexibility. Over a year ago, people in Sacramento decided to open 9 to 6 , instead of 10 to 4 All of a sudden, that division started winning all the contests within the bank, getting the bonuses. You know, they're all on incentives. Pretty soon the other divisions were doing the same thing. We picked up market share, and our new accounts went up dramatically. When the local press took this ultimatum thing and twisted it around, I sat down with some branch managers and asked them, 'What is your feeling?' Well, they said, 'Mr. Reichardt, we're in the retail business, and we've got to stay open for our customers, not our convenience.' '' That put Wells Fargo's focus back where Reichardt wanted it, on California, which he calls ''the best banking market in the world.'' With its broad mix of industry, from agriculture to high technology to defense, the huge state's economy has been less susceptible to recession than most other areas of the country. The civil usury laws that held interest down elsewhere were unknown in California; unlike banks in the East, those in California were free to set up branches all across the state. There emerged an oligopoly of sorts, five dominant banks that could pay less for deposits and charge higher rates on loans than was true in much of the rest of the nation. And they created huge networks of branches serving millions of loyal customers - what [Paul Hazen] calls ''the franchise.'' A few years ago, the largest of the five, BankAmerica, was reeling because of losses on agriculture and real estate loans. ''It was almost as though someone had designed a plan to see if you could destroy a retail banking franchise,'' Hazen says. ''Yet they only lost maybe 2 percent of their market share.'' One of the chairman's few indulgences is a chauffeured Lincoln Town Car. It deposits him at the bank between 6 and 6:30 A.M., but Paul Hazen usually beats him in by a few minutes. Reichardt reads the newspapers and then wanders in to Hazen's office for a cup of coffee. ''We'll talk about anything,'' Hazen says, ''from what's happening in the Baltic states to Voyager.'' Most of Reichardt's day is spent in one-on-one conversations with staff and customers - ''We don't have a lot of formal meetings.'' Then it's back to Belvedere and a library of history books. ''I think the last movie I saw voluntarily was '[Patton],' '' he says. He sees others ''involuntarily'' on planes.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Dec 1989: A.17.",11/15/17,"New York, N.Y.",,"Bennett, Robert A; Robert A. Bennett is the editor of the United States Banker, a monthly magazine.",New York Times Company,,Newspapers,427483665,"United States, New York, N.Y.",English,3-Dec-89,BANKS AND BANKING; WELLS FARGO & CO; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+TRAILBLAZERS OF THE NEW HIGH FINANCE,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/trailblazers-new-high-finance/docview/427024002/se-2?accountid=14586,"LEAD: ON THE MORNING OF OCT. 19, 1987, A CAUTIOUS, SOBER GENTLEMAN named Stanley A. Seneker arrived at the 12th floor of Glass House, Ford Motor Company's world headquarters in Dearborn, Mich., to assume his new duties as chief financial officer. The events of the day, he recalls with typical understatement, came as ''quite a surprise.
+ON THE MORNING OF OCT. 19, 1987, A CAUTIOUS, SOBER GENTLEMAN named Stanley A. Seneker arrived at the 12th floor of Glass House, Ford Motor Company's world headquarters in Dearborn, Mich., to assume his new duties as chief financial officer. The events of the day, he recalls with typical understatement, came as ''quite a surprise.'' At 9 o'clock that morning, the Ford pension funds, one of Seneker's primary responsibilities, had been worth $15 billion. By day's end, after a $500 billion firestorm in the equity markets, Stanley Seneker discovered that he had presided over the loss of $2 billion in his pension funds during his first seven hours on the job. ''It was quite a trying day,'' he says.
+Yet it was also a day of opportunity. Seneker had inherited a $2.5 billion stock buyback program. Now Ford shares were suddenly available at bargain-basement prices, and Seneker seized the opportunity, dramatically increasing Ford's purchases. With $10 billion in cash at his disposal - more cash than any other C.F.O. in industrial America - he could afford it.
+Stanley Seneker has taken his post at a moment when the American C.F.O. has achieved remarkable prominence in the corporate scheme of things. The new breed of chief financial officer is a far cry from the low-profile bureaucrats of the past, whose functions were limited to raising capital from a narrow range of sources and preparing the financial statement. Of course, some things have not changed. While a number of the new C.F.O.'s are comparatively youthful - UAL Corporation's John C. Pope, for one, is 39 - a recent survey by Heidrick and Struggles, the executive search firm, reveals that the average age is 50, and the average incumbent is almost invariably white, male and Anglo-Saxon. (When told that an estimated .9 percent of all C.F.O.'s are female, 39-year-old Maria P. Monet, C.F.O. of the Ogden Corporation, responded, ''You mean there are that many?'') Still, the new C.F.O. inhabits a corporate environment vastly different from what it was a mere five years ago. He is obliged to master a bewildering variety of sophisticated financial instruments that are traded on an increasingly global basis. He must find the resources to defend his company against the ever-present threat of a takeover - or to mount a takeover. At a time when the manufacturing side of many enterprises no longer pulls its own weight, he is expected to make money as well as to raise it. What's more, he is essential to the new wave of ''de-equitization,'' the massive refunding of the nation's private sector with debt rather than the sale of stock.
+It should therefore come as no surprise that the salaries of chief financial officers have more than doubled since 1980, according to P. Anthony Price, a managing director of Russell Reynolds Associates, an executive search firm. At the Walt Disney Company, Gary L. Wilson, one of the best-paid C.F.O.'s in the land, earned $1 million in 1987 and has accumulated millions of dollars in stock options. Moreover, C.F.O.'s increasingly take seats on boards of directors and are given responsibilities unheard of in the finance sector only a few years ago. Disney's Wilson, for example, is in charge of both strategic planning and the real-estate division.
+''Finance is no longer a reactive function,'' says William G. Burns, vice chairman and C.F.O. of Nynex, the regional telephone company. ''We have been invited to the party, and we expect to have a say.''
+THE OFFICE, A HUGE, DIM ROOM with a northern exposure, is a study in beige and gray. It is almost devoid of personal touches, with the exception of a number of ships in bottles, gifts from Stanley Seneker's five children. On a September afternoon, Seneker (who once described himself as ''a wimpy financial type'') relaxes with a visitor over a cup of coffee. At 57, he is a burly, pleasant man in shirt sleeves whose voice retains something of his native Tennessee, where he grew up on a small farm.
+Seneker was a competitive swimmer at the University of Santa Clara, where he took a bachelor's degree in accounting. His M.B.A. is from the Wharton School of the University of Pennsylvania. ''I didn't necessarily want to make finance, as such, a career,'' he recalls. ''But I thought that finance was a place where one could quickly get an overview of what went on in a company. I asked my professors at Wharton which company had the best reputation in the financial area. Three or four of them independently said the Ford Motor Company.''
+Since joining Ford in 1957, Seneker has never worked anywhere else. His path to the C.F.O.'s office led through posts as executive vice president of Ford Motor Land Development Corporation, president of the Ford Motor Credit Company (the second-largest industrial credit company in the nation) and corporate treasurer.
+In 1986, Ford made more money than General Motors for the first time in six decades; by the end of 1987, Ford was the most profitable automobile company in history. But it was not ever thus. Between 1981 and 1983, badly hurt by customer dissatisfaction with the quality of its vehicles and by intense Japanese competition, Ford's North American automobile operations lost $7 billion. The dividend to shareholders was suspended in 1982.
+No small part of Ford's problems resided in its finance office, which was thickly peopled with M.B.A.'s from prestigious schools. They knew a great deal about numbers, but very little about building automobiles. ''They were so short term in their thinking,'' says David C. Smith, editor of Ward's Auto World, ''that they didn't give a damn about what happened two years down the line, when the car was out on the road and the door fell off.''
+Yet the huge company turned itself around with startling swiftness. ''At Ford, they got smart and they got lucky,'' says Maryann N. Keller, an analyst with Furman Selz Mager Dietz & Birney. The company was lucky, she says, because gasoline prices fell and its high-margin, full-size cars suddenly became popular again. ''The company was smart, she says, because ''It got good management.''
+Fifteen plants were closed worldwide, and the North American work force was reduced by 30 percent; the break-even point for its domestic vehicles fell by a third. The company no longer blindly followed G.M. in questions of styling, introducing a distinctly European look with its Taurus and Sable. The quality of its vehicles became a company obsession. And finance was expected to count its beans in a new way. ''Eight years ago,'' says Louis R. Ross, Ford's executive vice president for North American automotive operations, ''if you wanted to do something to a vehicle that would give you only a 2 percent return, finance wouldn't let you do it. Now, if we think it will strengthen customer loyalty, we do it.''
+By the time Stanley Seneker became C.F.O., the Ford finance department was a very different place. He is a senior participant in what the company calls its ''team concept,'' a cooperative venture in strategic planning. Finance is now expected to play a positive role. As a member of the policy and strategy committee, Seneker meets with Ford's sector heads on a monthly basis. He is a member of the office of the chief executive, along with Donald E. Petersen, the chairman and C.E.O.; Harold A. ''Red'' Poling, the chief operating officer, and William Clay Ford, a vice chairman who is the grandson of the first Henry Ford. Seneker has responsibility for the company's auditing, treasury and controller's functions involving 1,200 people. Many companies, upon entering the computer age, established a new position, that of chief information officer; at Ford, the business information systems ultimately report to Seneker.
+BY 1988, FORD WAS EARNING MORE than $4.6 billion a year - and had $10 billion in available cash, segregated in an investment account. I.B.M., in cash terms the second wealthiest of American industrial companies, had a mere $5.5 billion. According to an analysis by Prudential-Bache Securities, if automobile sales remain healthy, and if the company fails to make major expenditures, Ford could have a cash hoard of $20 billion by 1990.
+All of which leaves Stanley Seneker with a happy problem - the oversight and continuing nourishment of a serious amount of money.
+''We feel that just to run the day-to-day business, we need a couple of billion dollars,'' he says, with all the passion of a man balancing his checkbook. ''And then we think we ought to have another $2 or $3 billion to act as a cushion in the event of a downturn. We're talking about $4 or $5 billion.''
+Ford will not reveal the contents of its portfolio with any precision, nor will the company discuss its trading profits. In broad terms, however, Seneker volunteers that between 10 and 20 percent of the total is in short-term money-market instruments. The rest is deployed in fixed-income securities: Treasury bills and other government instruments, Eurobonds, high-grade corporate bonds and high-grade commercial paper. ''We tend not to speculate on exotic instruments like high-yielding bonds,'' Seneker says. ''And we stay away from the equity markets.''
+More than half of the money is held in Europe. The 45 percent invested in the United States is managed by eight traders in a 10th-floor office at Ford headquarters that is as bright as Seneker's office is dim. The entire portfolio turns over on an average of once every 15 days.
+On a fall morning, Treasuries are rising in the wake of favorable employment statistics. The shirt-sleeved traders watch their monitors, work their phones and adjust their strategies. The atmosphere is relaxed, casual, chatty.
+''During a busy day, we might do $2 billion worth of trading volume here,'' says Mark S. Erskine, head of the trading desk. ''We'll come in at 7:30 and leave at 6. Then someone will begin calling Tokyo from home sometime after 6:30 and follow the market until 11 or so. With our home terminals, we have the capacity to trade 24 hours a day, if necessary.''
+But although the market is active, Seneker himself is nowhere to be seen. ''We might see Stan once or twice a month,'' says Erskine. Like many of the C.F.O.'s in the Heidrick and Struggles survey, Seneker regards the exercise of his ''people skills'' - managing his managers, maintaining morale -as the most important part of his job.
+Ford's abundant cash, however, is by no means permanently committed to the market. By the end of the third quarter of 1988, the $10 billion had become $9.3 billion following a series of strategic expenditures. The stock repurchase program continued, as did the repayment of debt. The company, running its plants flat out, had begun to commit substantial sums to expansion and automation. And top executives, including Seneker, were soon on the lookout for world-class companies to buy.
+During the last three years, Ford has paid out $2.5 billion for acquisitions. Its participation in the management buyout of the Hertz car-rental business from the UAL Corporation cost $400 million. First Nationwide Financial Corporation, which Ford claims is the sixth-largest thrift institution in the country with 370 branches in 14 states, was picked up for $493 million. Another $512 million secured United States Leasing International, a specialist in the leasing of such big-ticket items as aircraft, railroad equipment and auto fleets. When First Nationwide and U.S. Leasing were combined with Ford Credit in the new financial services group, it was found that the division's profits of $748 million constituted 16.2 percent of Ford's earnings, up from 6.6 percent a decade before.
+To some of Seneker's fellow C.F.O.'s, however, Ford has been disposing of its treasure in all-too-sedate a manner. ''Managing cash is not an optimal way to run an enterprise,'' says William Burns of Nynex. ''If you put the money coming out of operations back into the business, you can earn 20 percent a year. But if you keep cash and manage the daylights out of it, you're only going to earn 10 percent. You have just de-leveraged the earnings of your enterprise.'' That is precisely what Ford has continued to do. In the early 1980's, the company's debt-to-equity ratio was 74 percent; by 1987 it was down to 19.5 percent, and it is now 12 percent.
+Over the past three years, the company has raised its dividend five times and spent more than $3 billion to repurchase stock, brightening its performance in the market. In the view of such critics as James C. Van Horne of the Stanford University Graduate School of Business, Ford is positively old-fashioned. ''I don't think a case can be made for a company warehousing huge hoards of cash,'' says Van Horne. ''The argument in financial theory would be that if you can't find a way to invest money in things you know well, you should distribute it to the shareholders.''
+At many a corporation these days, the imaginative use of debt rather than the hoarding of cash is all the rage as part of the controversial strategy known as de-equitization. It amounts to nothing less than a decline in the relative importance of the world's stock markets as a source of capital.
+For several decades, the easiest method of obtaining capital was the sale of new issues of stock. But in the last four years, corporate America has retired more than $300 billion in equity, according to Henry Kaufman, the economist. The withdrawal was sparked by the need to raise the price of the remaining stock or execute a leveraged buyout or was the result of a takeover.
+Meanwhile, the accumulated debt of nonfinancial companies, as measured by the Federal Reserve, has nearly doubled to $8.7 trillion. Some of this debt, of course, has been created by merger partners, buyout partnerships, corporate raiders and their targets. But a substantial slice is the result of a deliberate policy, pioneered by the new breed of C.F.O.'s, that is turning companies into highly leveraged shells of their former selves.
+''The reason is quite simple,'' says Stephen F. Bollenbach, C.F.O. of the Holiday Corporation. ''If you have a lot of equity capital, it generates dividends to your shareholders, and you have to pay taxes. The interest on debt is tax deductible.'' Moreover, its apostles claim that borrowed money is cheaper to manage than equity capital and a powerful goad to executive efficiency.
+The more important the de-equitization strategy becomes to a company, the more important the C.F.O. becomes, for he is the officer who must find ways to create and service the debt. And he is the officer who is responsible for working with the investment bankers in developing new and creative forms of financing.
+There is much more involved in the new corporate economics than debt, however. Equity markets habitually undervalue the worth of a company's real estate and equipment, because property is carried on the books at an ever-depreciated purchase price rather than at current market value. But for many C.F.O.'s, the phrase of the hour has become ''maximizing value for the shareholders.'' In plain English, this means wringing as much money out of the company as possible by selling assets and removing fixed costs from the balance sheet.
+AT DISNEY, FOR EXAMPLE, theatrical motion pictures, always a risky undertaking, are financed off the books by independent limited partnerships. Disney collects fees for making the films, avoiding potential losses at the box office, but it does share in the profits above a certain level.
+At I.B.M., like some other companies seeking to reduce fixed costs, an entire production line is run by an outside contractor, which hires and pays the workers, maintains the plant and manufactures the product.
+Meanwhile, the strata of underlying debt are growing more complex and international in scope. ''If I were to try and read the prospectuses for new financial instruments that come across my desk,'' says Disney's Gary Wilson, ''there wouldn't be enough hours in the day.'' In a much-deregulated global environment, there is great scope for C.F.O. creativity; it is even possible for a C.F.O. to customize his company's debt. ''You no longer wait for the world to come to you,'' says UAL's Jack Pope. ''You are a marketer. On the borrowing side, we spend a tremendous amount of time structuring things, doing things nobody's ever done before. It's strictly a private market, and we do a lot of things that you never hear about, a lot of them off the balance sheet. Currently, we are leasing every plane that comes in over the transom.''
+But many C.F.O.'s, including Pope, acknowledge that the new reliance on debt has its perils. According to Dun & Bradstreet, bankrupt American companies defaulted on debts of $29.3 billion in 1984. The number rose to $36.3 billion in 1987. If the trend toward de-equitization continues, as seems likely, and debt becomes the primary vehicle for funding a significant number of corporations, the great danger to the world's economic health may no longer be a stock market crash, but a devastating credit crunch. In a serious recession, the number of bankruptcies could be staggering.
+At no time is the C.F.O. more essential to the fortunes of his company than during the event known euphemistically as a ''change in control'' -when his company chooses to acquire another, or when his own company is faced with being acquired, often against the wishes of management. Hans G. Storr, C.F.O. of Philip Morris, recalls: ''Before we acquired General Foods in 1985, narrowing the number of possible candidates - examining their balance sheets, their earnings multiples and the profitability of their industry in general - took a year. We arranged the bridge financing and also the general credit agreement. In the case of General Foods, we had 44 banks involved, and we had to raise the money in three days. In making our bid for Kraft this year, we had 64 banks and, again, we had just a couple of days. Getting the banks lined up, of course, is my job, and two-thirds of them were outside the U.S.''
+Defending a company can be, if anything, even more nerve-racking. ''If a company comes under attack,'' says one financial executive, ''it often means that its C.F.O. has made serious mistakes. If a C.F.O. is doing his job, there shouldn't be any way to attack his balance sheet.'' In other words, de-equitization leads to much debt, and much debt is believed to discourage raiders.
+In Wall Street parlance, a company under attack has been ''put in play,'' a condition that was once almost invariably fatal to corporate independence. This is no longer the case. One of the first applications of the corporate defense known as the ''scorched earth'' strategy occurred in 1984 when the Phillips Petroleum Company repelled T. Boone Pickens and his partners by loading itself up with more than $4.5 billion in new debt. One of the most interesting occurred two years later when the Holiday Corporation borrowed $2.6 billion and then declared a special dividend of $65 a share to get rid of Donald J. Trump, the real-estate and hotel magnate.
+''I took office right at the time that Trump announced that he'd taken a position in our stock and made some disparaging remarks about our management,'' says Holiday's Stephen Bollenbach. ''But if it hadn't been Trump, it would have been somebody else, simply because our real estate was worth so much more than our stock. We went into play.''
+Bollenbach's role as C.F.O., he says, was ''to help decide on our strategy, to deal with the investment banks and to go on a road show to sell the idea to the investment community. I called up bankers I knew and arranged to borrow a billion dollars. With the distribution of the special dividend, we were no longer in play. Then, disposing of the real estate at an accelerated rate became my responsibility.'' Within a year, the price of Holiday stock doubled.
+With banks, pension funds, insurance companies and limited partnerships now ready to fund an estimated $250 billion in buyouts, even the mighty Ford Motor Company may not seem immune from attack. Moreover, conventional wisdom holds that its $10 billion could be used to help a raider pay for the cost of victory. Hans Storr of Philip Morris insists that this is not so. ''In a takeover, the $10 billion would simply be added to the purchase price,'' he says. ''Anyway, how much money would you need to buy Ford? A hundred billion dollars?'' There is an added disincentive. The Ford family controls 40 percent of the voting rights within the company through its ownership of the class B stock.
+Stanley Seneker is unlikely to be called upon any time soon to repel boarders. He is, however, entirely aware of the controversy surrounding his company's cash. ''We have plans for it,'' he says. ''We're willing to be patient. Having $10 billion isn't the worst thing in the world.'' MANAGING MONEY FOR A LIBERATED NYNEX
+William G. Burns, 56; civil engineering degree from Union College in Schenectady, N.Y. One of a handful of C.F.O.'s with extensive operating experience.
+In 1983, Burns was named vice chairman of Nynex; he added the C.F.O. title a year later with the breakup of the telephone monopoly. Nynex posted 1987 revenues of $12.1 billion. ''In 1972,'' he says, ''the treasurer of A.T.&T. told me, 'Young man, the operating people tell us their needs. It's our responsibility to get them the money.' Our function was reactive. Now, we are active. We are the burr under the saddle. We keep us honest.'' At Nynex, Burns helps direct a company that is challenging its regulators and attempting to diversify its base of operations. One innovation has been outside loans. The credit division recently lent an upstate New York brewer money to re-equip its plant. ARBITRAGING THE DEBT AT OGDEN
+Maria P. Monet, 39; graduate of Boston University Law School. Worked at Shearson Lehman as an investment banker before joining the Ogden Corporation in 1985.
+Ogden (shipyards, rail cars, Suffolk Downs racetrack, Progresso foods) was then moving into resource recovery, contract management, janitorial and catering operations. It now functions without a corporate staff. Monet holds the title of C.F.O., she says, ''because the Securities and Exchange Commission says we have to have one.'' Revenues last year were $858 million. Monet runs Ogden Financial Services, where she serves as the company's in-house investment banker, funding its resource-recovery plants with tax-exempt municipal bonds. In 1987, Monet arbitraged Ogden debt by borrowing $160 million in Eurodollars and investing the money in company operations, C.D.'s and loans to clients. FOREIGN FUNDS BUY 757'S FOR UNITED
+John C. Pope, 39; M.B.A. from Harvard. C.F.O. of both the UAL Corporation and United Airlines since last January.
+''I'm the guy who buys the airplanes,'' he says. ''We do a lot of sexy, complicated, cross-border transactions to take advantage of tax rules. There's no more financible an asset than an airplane.'' At UAL, Pope faced accumulated debt of $2.5 billion, much of it very short term. The company had lost its chairman and was under intense pressure from a group of dissident stockholders. By the end of the year, UAL had bought back 61 percent of its common stock for $2.8 billion, which placated the dissidents. It also had reduced debt to $2.1 billion. According to David Sylvester, airline analyst with Kidder, Peabody & Company, UAL's anticipated revenues this year will be $9.1 billion. ''The speed of their turnaround,'' Sylvester says, ''has stunned Wall Street.'' AT TRAVELERS, A NARROW MANDATE
+Thomas O. Thorsen, 57; B.A. in economics from Carleton College in Northfield, Minn. Was C.F.O. at General Electric until friction with chairman John F. Welch Jr. prompted 1984 move to the Travelers Company. ''Jack and I spoke the same language for years,'' he says, ''and then we didn't.''
+At Travelers, which has annual revenues of $17.5 billion, a chief investment officer performs many of Thorsen's former functions. ''My job,'' he says, ''is to make the money available for investment.'' Thorsen operates in a highly regulated environment, finding ways to make Travelers a flexible investor while running a gantlet of statutory requirements. He has crafted a ''poison pill'' defense. One challenge: With serious problems in its Texas real estate and its health maintenance organization, Travelers lost $175 million in the first three quarters of 1988. DISNEY'S DREAM: A ZERO CASH BALANCE
+Gary L. Wilson, 48; M.B.A. from the Wharton School of the University of Pennsylvania. Funded dramatic expansion with limited partnerships and management contracts while C.F.O. at the Marriott Corporation.
+Arriving at Disney as C.F.O. in 1985, Wilson brought in new managers, many from Marriott, and transformed a weak finance department into a force to be reckoned with. He is an ardent advocate of maintaining zero-cash balance. ''A lot of American companies are cash-flow machines that haven't concentrated on optimizing their cost of capital,'' he says. ''You don't want a lot of idle money on your books. The trouble at Disney is we have this plethora of money.'' In 1987, the company posted profits of $445 million on revenues of $2.9 billion. Wilson crafts strategies to minimize risk. He has sold 20 years of royalty income at Tokyo Disneyland to outside investors for $700 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TRAILBLAZERS+OF+THE+NEW+HIGH+FINANCE&title=New+York+Times&issn=03624331&date=1988-12-04&volume=&issue=&spage=A.16&au=York.%2C+L.+J.+Davis%3BL.+J.+Davis%2C+a+contributing+editor+of+Harper%27s+magazine%2C+is+based+in+New&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 4, 1988","[Stanley A. Seneker] has taken his post at a moment when the American C.F.O. has achieved remarkable prominence in the corporate scheme of things. The new breed of chief financial officer is a far cry from the low-profile bureaucrats of the past, whose functions were limited to raising capital from a narrow range of sources and preparing the financial statement. Of course, some things have not changed. While a number of the new C.F.O.'s are comparatively youthful - UAL Corporation's John C. Pope, for one, is 39 - a recent survey by Heidrick and Struggles, the executive search firm, reveals that the average age is 50, and the average incumbent is almost invariably white, male and Anglo-Saxon. (When told that an estimated .9 percent of all C.F.O.'s are female, 39-year-old Maria P. Monet, C.F.O. of the Ogden Corporation, responded, ''You mean there are that many?'') Still, the new C.F.O. inhabits a corporate environment vastly different from what it was a mere five years ago. He is obliged to master a bewildering variety of sophisticated financial instruments that are traded on an increasingly global basis. He must find the resources to defend his company against the ever-present threat of a takeover - or to mount a takeover. At a time when the manufacturing side of many enterprises no longer pulls its own weight, he is expected to make money as well as to raise it. What's more, he is essential to the new wave of ''de-equitization,'' the massive refunding of the nation's private sector with debt rather than the sale of stock. Meanwhile, the strata of underlying debt are growing more complex and international in scope. ''If I were to try and read the prospectuses for new financial instruments that come across my desk,'' says Disney's [Gary L. Wilson], ''there wouldn't be enough hours in the day.'' In a much-deregulated global environment, there is great scope for C.F.O. creativity; it is even possible for a C.F.O. to customize his company's debt. ''You no longer wait for the world to come to you,'' says UAL's Jack Pope. ''You are a marketer. On the borrowing side, we spend a tremendous amount of time structuring things, doing things nobody's ever done before. It's strictly a private market, and we do a lot of things that you never hear about, a lot of them off the balance sheet. Currently, we are leasing every plane that comes in over the transom.'' ''I'm the guy who buys the airplanes,'' he says. ''We do a lot of sexy, complicated, cross-border transactions to take advantage of tax rules. There's no more financible an asset than an airplane.'' At UAL, Pope faced accumulated debt of $2.5 billion, much of it very short term. The company had lost its chairman and was under intense pressure from a group of dissident stockholders. By the end of the year, UAL had bought back 61 percent of its common stock for $2.8 billion, which placated the dissidents. It also had reduced debt to $2.1 billion. According to David Sylvester, airline analyst with Kidder, Peabody & Company, UAL's anticipated revenues this year will be $9.1 billion. ''The speed of their turnaround,'' Sylvester says, ''has stunned Wall Street.'' AT TRAVELERS, A NARROW MANDATE","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Dec 1988: A.16.",11/15/17,"New York, N.Y.",UNITED STATES,"York., L. J. Davis; L. J. Davis, a contributing editor of Harper's magazine, is based in New",New York Times Company,,Newspapers,427024002,"United States, New York, N.Y.",English,4-Dec-88,EXECUTIVES AND MANAGEMENT; FINANCES; SPECIAL SECTIONS,New York Times,NEWSPAPER,,,,,,,
+LORENZO BRAVES THE AIR WARS,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lorenzo-braves-air-wars/docview/426653808/se-2?accountid=14586,"LEAD: FRANK LORENZO, CHAIRMAN OF THE TEXAS AIR CORPO-ration, personifies the grand social experiment called airline deregulation. Pioneer of the low fares that brought air travel within reach of millions of Americans, ruthless competitor and union-buster, he has since 1980 transformed a feisty regional carrier into the largest airline enterprise in the non-Communst world.
+FRANK LORENZO, CHAIRMAN OF THE TEXAS AIR CORPO-ration, personifies the grand social experiment called airline deregulation. Pioneer of the low fares that brought air travel within reach of millions of Americans, ruthless competitor and union-buster, he has since 1980 transformed a feisty regional carrier into the largest airline enterprise in the non-Communst world. His empire encompasses two major carriers, Eastern and Continental, plus the remnants of People Express, New York Air, Frontier and several small, regional carriers. Yet even as Texas Air has mushroomed, its chief executive has increasingly withdrawn from public view.
+There are reasons for his reserve. In the wake of his bitter takeover battles, Frank Lorenzo has become the object of personal animosity to a degree experienced by few executives.
+In June, Lorenzo agreed to a rare interview in Houston, Texas Air's headquarters city. It was not the best of times for an airline chieftain. The previous months had seen the ripening of the public's disenchantment with an industry at war with itself and its passengers. Fares were rising. Complaints were mounting about canceled flights, lost baggage, safety issues.
+Lorenzo arrived for breakfast at the swank Inn on the Park casually dressed in slacks and a short-sleeved shirt. He does not project a user-friendly image. His voice and bearing are cold. His face conveys the impression of someone perpetually bracing for catastrophe - a harrowed look brought on, in part at least, by his dedication to marathon running and a strict diet that leaves the 47-year-old executive lean as a Pritikin poster boy. (During the interview, he ate only fruit and drank camomile tea.) Distance running is a pastime in high fashion at the upper levels of American management - the mark of the determined loner who is willing to endure extended periods of discomfort to reach his goal. The running helps keep Lorenzo gaunt, accentuating the fierceness of his gaze; his dark eyes make intense and direct contact during conversation. He transmits an almost palpable impatience: Get to the point or get lost.
+Once Lorenzo began to talk, he was poised and forthright. He did not, for instance, hesitate to acknowledge that business flyers were up in arms about the new air-travel environment. He himself was no exception: ''I used to fly to New York from Houston and sometimes play it tight by scheduling a 12:15 lunch. I don't do that anymore. You just have to allow a little more time for the vagaries of the system.''
+His control broke only when talk turned to such topics as Robert L. Crandall, chairman of American Airlines and his chief rival for the role of industry leader, or to Texas Air's negative public image. He said Crandall was, among other things, ''hypocritical'' and ''afraid of competition.'' Of his company's image, Lorenzo said, ''It bothers me very much. We are not the bad guys; we are the good guys. So why is the focus always on Texas Air? Because you've got the P.R. engines of the unions, the Americans and the Uniteds trying to do a number on us and our employees.''
+That was in early summer. Early fall brought a second interview, in the anteroom of Lorenzo's office in a downtown skyscraper. By then, the pressure on him had intensified even further. Texas Air had posted a $127.7 million loss for the first half of the year, just as other major carriers were boosting earnings - evidence of Lorenzo's difficulties in integrating the airlines he had taken over, each with its different culture. The price of Texas Air stock had begun to sink and analysts, who had once hailed him as the shining light of the industry, had begun posting sell recommendations. The chairman, in the meantime, had been bailing out of the stock, reaping substantial personal profits when the price was hitting new highs last winter. (For an analysis of Lorenzo's deft financial maneuverings, see page 68.) Lorenzo had abruptly taken over the reins of Continental after dismissing Thomas G. Plaskett, the president, whom he had hired away from American just eight months before.
+In the second interview, Lorenzo seemed more relaxed about his company's operational problems, which had included Continental's drop to fifth place among major lines in on-time performance. ''Let's face it, we goofed,'' he said. ''We did a bad job.'' (His words would be reflected a few weeks later in an advertising campaign with a ''mea culpa'' message -''You hated the waiting. So did we.'' - in which Continental could brag that it had become second in on-time performance.) Yet the airline industry in general, and Texas Air in particular, continued to live with chaos. The drumbeat of passenger complaints went on, along with fears that a recent wave of mergers would create an oligopoly of the skies. In Congress, there was talk of reregulating the industry. And Frank Lorenzo, the rebel of the airlines, was engaged in the fight of his life, this time to maintain the status quo and stay No. 1.
+LORENZO BRINGS TO THE FRAY A COMPETITIVE FEROCITY that has been his trademark for years. As even his admirers concede, he is a bulldog. ''When Frank sets objectives, nothing deters him,'' says Carl R. Pohlad, a Minneapolis financier, director of Texas Air and longtime Lorenzo backer.
+Francisco Anthony Lorenzo, the third son of a Spanish-born beauty salon operator and his wife, was raised in Queens, N.Y., in a house situated beneath an approachway to La Guardia Airport. He worked his way through Columbia College and the Harvard Business School, receiving his M.B.A. in 1963.
+Lorenzo went to work for T.W.A. and then Eastern Air Lines as a financial analyst. In 1966, at age 26, he and a former Harvard classmate, Robert J. Carney, hung out their shingle as Lorenzo, Carney & Company, financial consultants, and began looking for deals. In 1969, they formed the Jet Capital Corporation and, with a $1.3 million public offering a year later, attempted to enter the nascent business of jet-aircraft leasing. (In later years, Jet Capital would become Lorenzo's private investment vehicle, enabling him to exercise a personal control of his empire that is exceptional in the airline industry. Says Andrew B. Kim, an analyst at Eberstadt Fleming, ''Never forget, Texas Air is a one-man show, a public corporation controlled by a single person.'') But significant lease deals eluded the partners. Then, in 1971, Chase Manhattan Bank hired Lorenzo and Carney to devise a salvage plan for tiny, ailing Texas International Airlines - known in the Southwest as Tree Top Airways. T.I.A. flew mainly inside Texas, with a few interstate routes in the Sun Belt and one run from Houston to Tampico, Mexico. Within a year, the consultants mounted a takeover of the carrier.
+The $35 million refinancing they structured had the hallmarks of future Lorenzo deals. Chase Manhattan, the major creditor, was persuaded to defer its claims. Jet Capital put up $1.2 million for 26 percent of the equity but took 59 percent of the voting rights. At 32, Lorenzo became president and chief executive officer of Texas International. Carney was executive vice president. A year later, Lorenzo recruited another Harvard M.B.A., Donald C. Burr, president of the National Aviation Corporation, which was one of their investors. Burr had been best man at Lorenzo's wedding in 1972 to Sharon Murray, daughter of a Florida real estate investor.
+Texas International was operating in the black in 1974 when its ground employees and mechanics went on strike. Lorenzo was forced to shut down the airline for four months. The confrontation set the pattern for Lorenzo's persistently hard-nosed stance toward organized labor. He would ignore offers to negotiate, effectively appealing over the heads of union leaders to their memberships. His antipathy is reflected in his description of the kind of company he likes - ''union-free,'' rather than ''nonunion.''
+THE ENVIRONMENT IN WHICH TEXAS INTERNATIONAL AND other airlines operated had been shaped by legislation passed by Congress in 1938 at the urging of an industry exhausted by cutthroat competition. Interstate airlines needed the approval of the Civil Aeronautics Board to operate routes and set fares. But over the years, the board's decisions tended to protect existing carriers to the disadvantage of newcomers. Between 1950 and 1974, the C.A.B. turned down all 79 applications it received from would-be start-ups. And only intermittently did the board allow fare discounting.
+Texas International's chief competitor was Southwest Airlines, which operated exclusively within the borders of Texas. As an intrastate airline, Southwest did not come under C.A.B. jurisdiction and could freely alter routes and fares.
+By the mid 1970's, airlines like Southwest and Pacific Southwest Airlines in California were driving the majors to distraction with their discount fares. A 456-mile intrastate flight from San Francisco to San Diego on P.S.A. cost $26; the 399-mile federally regulated run from Boston to Washington cost $42 on Eastern.
+Once the strike was behind them, settled to management's satisfaction, the young entrepreneurs at Texas International turned their efforts to filling their empty plane seats. Early in 1977, Texas International received permission from the C.A.B. to offer ''Peanut Fares,'' half-price tickets on selected low-density routes. A few weeks later, American introduced Super Saver fares between New York and the West Coast, and the other major airlines followed suit.
+By then, Texas International was the fastest-growing airline in the country, earning $8.2 million on revenues of $145 million that year - a profitable enterprise, but too small for three ambitious Harvard M.B.A.'s. Like minnows aspiring to swallow a whale, they planned to use leverage - borrowed money - to finance a takeover, hostile if need be, of a much larger trunk carrier.
+A play for National Airlines touched off a bidding war; Pan Am was the winner, but Texas International cleared about $46 million by selling back its stock to Pan Am. Lorenzo then made several passes at T.W.A., only to be rebuffed.
+Meanwhile, momentum was gathering for airline deregulation. In 1975, a Senate Judiciary subcommittee on administrative practice and procedure had released a report on the C.A.B., documenting the case for an end to price controls on fares. In its foreword, Senator Edward M. Kennedy of Massachusetts, chairman of the subcommittee, wrote, ''I have become convinced . . . less economic regulation and increased reliance upon market forces will mean lower fares and increased protection for the consumer.''
+Equally compelling was the sense of inanity associated with so many empty seats. ''In 1973, airplanes were flying from New York to Los Angeles with 37 percent of their seats filled,'' says Stephen Breyer, then a lawyer on Kennedy's staff and now a Federal judge. ''This assured the business flyer of an empty seat on which to place his briefcase. But look how high the fare had to be to make this possible. What was really going on was that the briefcase was paying full fare.''
+The expense-account set, many of them Republican businessmen who might otherwise find government economic controls anathema, loved Federal airline regulation: Service was attentive, delays were rare, planes and airports were uncrowded. So what if fares were high? The company picked up the tab.
+An unusual coalition of free-market economists and liberal Democrats fought to loosen the reins on the airlines. As Breyer puts it, ''The outcome was going to favor the typical middle-class individual.'' It would be very different from the subsequent deregulation of telephone service, he says, in which the outcome favored business customers at the expense of the residential customer.
+Despite the practically unanimous opposition of airline executives, deregulation was signed into law by President Jimmy Carter in 1978, to be phased in starting the following year.
+Lorenzo feared that, in a free market, his regional airline would be beset by competitors, old and new. There seemed to be two alternative strategies for survival. One was to become a giant through acquisition; the other was to alter Texas International so that it provided a fundamentally different service from the major carriers.
+Donald Burr had a vision of a ''no frills'' airline in which all seats would sell for a uniformly low price. The cut-rate prices would be made possible principally by staffing the airline with nonunion employees, each of whom could perform a variety of tasks, content to receive lower pay because they would be given stock in the company.
+But no-frills pricing across the board would drive away those passengers who were willing to pay full fare for full service. The wave of the future, Lorenzo insisted, was a flexible pricing system with a wide variety of fares and services, tailored to different tastes and pocketbooks.
+Such a system - in force today, with some passengers paying $500 seated next to others paying $150 - makes it possible to extract a premium from the business flyer while simultaneously offering bargains that entice the discretionary traveler. In Lorenzo's terms, it ''creates travel.'' In 1980, Burr left Texas International to start People Express, taking with him Gerald L. Gitner, the marketing vice president, and several other executives. That same year, Lorenzo established Texas Air as a holding company for Texas International, a signal of his expansive intentions.And expand he did. His first move was the creation of a low-fare carrier, New York Air. Lorenzo initially set about wooing business flyers in the Boston-New York-Washington shuttle market monopolized by Eastern Air Lines. New York Air usually charged less than Eastern but offered more in the way of reserved seats, snacks and beverages, and enthusiastic service. The nonunion employees earned less than their counterparts at other airlines.
+''What people are paid has absolutely nothing to do with what their attitude is,''
+Lorenzo says. ''They know their prospects of keeping their jobs are tied to the com-pany's ability to grow. Over at Eastern they were getting twice the market wage. Yet they complained constantly. Why? Because they could see that Eastern was never going to grow with that kind of cost structure. Workers can't respect a management that is unable to control costs.''
+Lorenzo was obsessed with growth. Says Douglas C. Birdsall, a longtime Lorenzo aide who is now Continental's senior vice president for marketing: ''Frank correctly perceived that regional airlines might offer a good product but lack the critical mass of marketing power, national scope, and brand recognition. So we entered into a period where size was the No. 1 goal.''
+Once again, Lorenzo began to scan the horizon for potential acquisitions. Inevitably, his eyes fell on Continental.
+CONTINENTAL WAS A PRES-tige airline, its name synonymous with fine service, reliability, exceptional customer and employee loyalty, and consistent profitability. Robert Six, a dashing pilot and California socialite who founded the airline in 1936, had adroitly lobbied in Washington for lucrative long-haul routes across the continent and to the South Pacific.
+But by 1979, Six was in reluctant retirement, deregulation was under way and Continental, with high labor costs, was extremely vulnerable to aggressive new competitors. The airline began leaking red ink. Late that year, when Lorenzo started secretly accumulating Continental shares, the stock was selling for less than the value of the company's aircraft.
+The takeover struggle that followed was among the most brutal in the annals of American business. When it became clear that Lorenzo would triumph, Alvin L. Feldman, Continental's chief executive, committed suicide. By the fall of 1981, Texas Air had sealed the acquisition, and Lorenzo had his airline of truly national scope.
+But Continental's decline - aggravated by the nationwide recession -continued, causing a $47.2 million loss for 1981 on Texas Air's books. The Continental shares came to be worth less than Texas Air had paid for them. And Lorenzo faced the crisis alone, the sole survivor of the Harvard B-school triumvirate. Bob Carney withdrew to the side lines as chairman of the executive committee. (In 1986, Carney would sell back his stock in Texas Air and Jet Capital; like many of Lorenzo's former associates, Carney declines to discuss their relationship.) Lorenzo maneuvered to stay aloft, raising cash by selling off some of Continental's planes and floating a $37.5 million stock offering. He also started pressuring the workers to take pay cuts.
+In the summer of 1983, with losses mounting, Continental's mechanics, members of the International Association of Machinists, went on strike. Walkouts by other Continental unions followed.
+Lorenzo threatened to put the airline into Chapter 11, and when his threat was ignored, he made good on it. He then asked a Federal bankruptcy court to void all of Continental's union contracts.
+It was a typical Frank Lorenzo ploy. ''He's a master,'' says a consultant who has worked for Lorenzo. ''His secret is not negotiating. He never gets into a situation without an alternative. He tells you straight out what he will do if you don't give him what he wants, and if you don't accept, he will go to his Plan B.''
+Deregulation had introduced new numbers into the labor-management equation. Because the C.A.B. calculated fares on a cost-plus basis, airlines used to have little incentive to restrain labor expenses. Management would simply pass along the higher costs of a new contract to consumers.
+''When Congress deregulated the industry, all they really did was deregulate the revenue side [ i.e., fares ] ,'' says Lorenzo. ''Once they had adjusted that very nicely, Congress said to us, 'Look, fellows, the expense side [ costs ] , that's political. That's labor unions. You all go out and worry about that.' They left it to us to do the dirty work.''
+According to George W. James, president of Airline Economics Inc., a Washington-based consultant, wages are the largest single airline operating expense - 35 percent as an industry average -followed by fuel. It stood to reason that if fares were really going to come down, wages would have to crack.
+Lorenzo had struck the first blow. The unions cried foul at his using Chapter 11 to abrogate labor contracts, and Congress has since altered the laws to make such a move much more difficult. But Lorenzo had what he wanted. He unilaterally cut the pay of Continental employees by 50 percent. Within a week after the bankruptcy filing, Continental planes were back in the air, staffed by employees who had crossed the picket lines. ''Without Lorenzo,'' says one veteran reservations clerk, ''we would have no jobs at all.'' Eventually, the pilots and mechanics voted to decertify their unions; the flight attendants continue to be represented by a union, but it is an in-house organization less potent than the Association of Flight Attendants.
+Suddenly, there existed on the national level what had once existed only intrastate - a nonunion carrier with a cost structure significantly lower than that of its competitors. During the first year in bankruptcy, Lorenzo shaved Continental's labor costs to 21.2 percent of operating expenses. The airline industry would not be the same again.
+In 1986, Continental's last year of operation under bankruptcy protection, its ''seat mile'' cost, the most revealing measure of a carrier's operating expense, would be 5.95 cents, compared to an industry average of 7.5 cents.
+To call attention to the fact that Continental was back in business, albeit bankrupt, in the fall of 1983, Lorenzo slashed fares; during one three-day period, a traveler could fly anywhere in the system for $49. And early in 1986 he unleashed on the industry Maxsaver fares, low-price tickets for discretionary passengers. Even the two biggest carriers, United and American, had little choice but to emulate him. Frank Lorenzo had become the industry's price leader.
+THE FARE WARS THAT FOL-lowed - abetted by a decline in the cost of aviation fuel - sent prices plummeting. The drop in air fares provoked an unprecedented travel boom. Says Elizabeth E. Bailey, dean of the Graduate School of Industrial Administration of Carnegie-Mellon University and a former vice chairman of the C.A.B.: ''If you had told me 10 years ago that flying would become cheaper for trips over 700 miles than taking the bus, I would have laughed. But it's happened.''
+With each decline in fares, Continental's labor-cost advantages became relatively more significant. And virtually every other airline initiated some form of pressure against its unions.
+By 1984, Robert Crandall of American Airlines, Continental's most powerful competitor in several prized markets, had persuaded union employees to accept a two-tier wage structure. Newly hired pilots and flight attendants would be paid half the salaries of senior employees.
+Other carriers took similar paths. When the two-tier pay scales led to tension between senior workers and recent hires, some airlines responded by setting up nonunion subsidiaries in order to keep the two groups of employees apart. Crandall, in effect, was challenging Lorenzo as leader of the post-deregulation industry. Lorenzo peppers his conversation with put-downs of his competitor, and Crandall, who bears a striking resemblance to Lorenzo, with a lean look of his own and an utterly determined mien, returns the favor. On a television show last summer, he said that Continental management had not ''treated their people fairly.''
+Lorenzo's reputation as labor's nemesis became a major issue in 1985 when he and corporate raider Carl C. Icahn made separate takeover thrusts at T.W.A. The airline's unions tipped the scale by offering work concessions to Icahn, enabling him to top Texas Air's bid. Lorenzo retreated, but with a $51 million profit from selling back his T.W.A. stock.
+Nowhere in the industry, though, was the battle between management and labor more prolonged and rancorous than at Eastern Air Lines.
+The creation of Eddie Rickenbacker, an autocratic World War I ace, Eastern, the nation's fourth-largest carrier, had passed after years of deteriorating service and financial losses into the managerial grip of Frank Borman, the former astronaut. Following several showdowns between Borman and Charles E. Bryan, head of the machinists' union at Eastern, peace seemed assured in 1984 by an agreement giving employees a block of stock and two seats on the board of directors in return for concessions and productivity increases. But the feuding began anew later that year after Borman reneged on a promise to restore wage cuts. By the end of 1985, Eastern was facing bankruptcy. Encouraged by Borman to bid for the company, Lorenzo acquired Eastern for $608 million in Texas Air securities plus the assumption of a prodigious $3.4 billion in debt.
+Among the Eastern assets that had the greatest appeal to Lorenzo were its routes to the Caribbean and South America; overseas franchises are still largely protected by government treaties. He also coveted Eastern's superior computer reservations system. After the merger was set, Bryan sent Lorenzo a telegram suggesting a meeting. Lorenzo shot back, ''I don't talk to union leaders.'' He removed the union representatives from the board, and demanded $448 million in givebacks.
+EVEN AS THE EASTERN DEAL was closing, Lorenzo was presented with another opportunity to enlarge Texas Air. Donald Burr's People Express, the most idiosyncratic airline spawned by deregulation, was on the verge of spectacular collapse. Last December, Lorenzo bought People, which had grown to $1 billion in revenues, for $450 million. In the bargain, he captured a prize - bankrupt Frontier Airlines which he had lost to Burr in a takeover attempt the previous year. Lorenzo wanted to insure that Denver-based Frontier did not fall into the hands of United, Continental's fiercest competitor in that key market.
+Burr returned briefly to the Texas Air fold after the sale - ''We were together for nearly a decade. There ought to be room for both of us,'' he confided to an acquaintance - and then he resigned.
+And now Texas Air was No. 1, the world's largest airline company except for the Soviet Union's Aeroflot. Lorenzo had 19 percent of the domestic market, a network covering the United States from east to west and north to south, and serving 225 cities worldwide. In a single year, Frank Lorenzo had quadrupled Texas Air's assets.
+But it was, and is, a highly leveraged company. Long-term debt currently stands at $5.2 billion, offset by just $800 million in equity. Timothy Pettee, an analyst for Bear Stearns, notes that 80 percent of Texas Air's capitalization is debt, compared to an industry average of about 45 percent. And interest payments and lease charges on capital obligations such as aircraft will amount to $600 million this year. A typical plaque on a jet in the company's variegated fleet carries the message, ''This aircraft owned by Chase Manhattan Bank,'' followed by a listing of second and third mortgages.
+IN THE WAKE OF HIS BUYING splurge, Lorenzo had trouble integrating the equipment, the employees and the corporate cultures of the five major airlines he now owned. The fleet of 630 planes consisted of nine different aircraft types, the majority more than 12 years old. Passengers booked on Continental flights found themselves boarding apple-red New York Air planes with the name Continental hastily painted near the doors. On some trips, former People flight attendants in their blue uniforms worked the aisles side by side with Continental attendants in beige.
+Terminal B of Newark airport, now a Texas Air hub, became a circus. Flights were canceled without explanation or compensation to passengers; People employees didn't know how to use Continental computers; baggage was lost or sent winging off to Fiji; on-time performance slipped toward 50 percent.
+As passenger protests continued last summer, Lorenzo dismissed the new president of Continental, Thomas Plaskett, and put himself in the job. But the image Continental lost last winter may take years to recover.
+Lorenzo had believed that the advantages of ''national branding'' could not accrue unless the disparate parts of his fleet were somehow linked in the public mind. Yet to put the two largest carriers, Eastern and Continental, under the blanket of a single super airline would, in Lorenzo's words, have meant ''sacrificing the recognition of either Continental's or Eastern's name.'' Instead, he divided the company into two roughly equal operations. Eastern was one unit; Continental, including Frontier, People and New York Air, was the other.
+Despite the talk of the importance of name recognition, Eastern's unions feared that Lorenzo's real intention was to fuse Eastern with Continental, with the goal of making the entire organization ''union-free.'' They saw plenty of evidence to support the thesis, including the transfer of six Eastern Airbus A300 jetliners and other equipment to Continental. What unions remain under the Texas Air umbrella are among labor's most militant. Many Eastern pilots despise their Continental brethren who crossed the picket lines four years ago. The Continental strikebreakers, many of whom were subjected to threats and harassment, have, in turn, little use for the Air Line Pilots Association.
+BUT LAST SUMMER, THE Eastern chapter of the pilots' union began a campaign to re-organize the Continental pilots. A key target: those pilots who had come over from People Express. Says one such 747 captain, ''People Express employees are by nature a very pro-company group. When Texas Air bought us there was absolutely no sympathy for any kind of job slowdowns or anything that could even remotely be construed as sabotage. Everything has changed because we were lied to.''
+The People Express pilots had thought their seniority would be preserved in their new jobs, or at least arbitrated. Instead, Texas Air ranked most of them as though they were new hires, thus diminishing both their pay and perquisites.
+Lorenzo offers a familiar response to the organizing drive: ''Continental has excellent prospects for growth, whereas Eastern is shrinking.'' The statement carries an implied threat. Eastern's union pilots may earn more than Continental's nonunion pilots, but they may be laid off; Continental pilots earn less now, but their employment is more secure.
+Whatever the outcome, Lorenzo faces the prospect of more trouble with his unions. The machinists' contract at Eastern expires on Dec. 31; the pilots' and flight attendants' contracts, in the second half of 1988. This will be Lorenzo's first big chance to convert Eastern, with its labor charges running to 36.4 percent of operating expenses, into a low-cost carrier like Continental.
+Inevitably, Lorenzo confronts continuing attack on another front: airline safety. ''At Texas Air, safety takes a back seat to profits,'' says Ron Cole, an Eastern 727 co-pilot. Last month, two other Eastern pilots testified before a Senate Com-merce Committee hearing on reregulation of the airline industry that they were pressured by management to fly planes they considered unsafe, a charge management denied. Lorenzo dismisses such claims as ''safety blackmail,'' insisting that the union uses safety to divert attention from wage issues.
+NOT ONLY TEXAS AIR BUT the airline industry itself has been in the throes of consolidation. Only two significant deregulation start-ups, Midway and America West, look as though they will make it through the 1980's. After a spate of mergers approved by the Department of Transportation, the agency that assumed the shreds of authority left over the industry after the demise of the C.A.B., seven airlines control 90 percent of domestic traffic. ''Deregulation was never supposed to mean suspension of the antitrust laws,'' says Alfred E. Kahn, the Cornell University economist and former C.A.B. chairman who was deregulation's foremost apostle. The concern that arises in the wake of consolidation is that the survivors will forgo the very practices that afforded them victory - providing the best services or charging the lowest prices. A recent study by Michael E. Levine, a former counsel of the C.A.B. recruited by Lorenzo to be president of New York Air, found that passengers flying in and out of hubs where there is a dominant carrier pay substantially more per mile than those flying over FRANK LORENZO, FINANCIAL OPERATOR
+TEXAS AIR'S ANNUAL RE-port, unlike most other such corporate communications to shareholders, is strikingly devoid of photographs of the chairman of the board. But Frank Lorenzo's distinctive imprint as a financial strategist can be discerned all through that document and in the filings the company is obliged to make with the Securities and Exchange Commission. The record reveals a complex intertwining of his private and public empires, including his control of the airline through a private investment company and his penchant for personal deals financed with loans from Texas Air.
+Lorenzo received $473,994 in salary and bonuses from Texas Air last year and had options to buy 375,000 shares at an average price of $23.83. In recent years, he has owned as many as 500,000 shares, the bulk of them acquired for as little as $3.65 a share.
+But between October 1986 and mid-September of this year, Lorenzo sold virtually his entire holding of 190,000 shares of Texas Air common stock for about $7.2 million, demonstrating a superb sense of timing. He managed to sell most of that block last fall and winter as the stock was achieving new highs. Then, in March, as Texas Air was raising $188 million through an astutely timed underwriting of 4 million shares, Lorenzo took advantage of the offering by selling 40,000 shares back to the company. As the stock was going into a tailspin in September, Lorenzo sold again, reducing his personal holdings to 143 shares.
+But he still maintains an iron grip over Texas Air. Says Andrew Kim of Eberstadt Fleming, ''Lorenzo has a kind of freedom most C.E.O.'s can only dream about.''
+Lorenzo's control of Texas Air grows out of his 52 percent ownership of Jet Capital, the private investment company he created",,,,,,,,,,,,,,,,,,,,,,,,,,,,
+18 years ago. Jet Capital holds only 3.1 percent of the common stock of Texas Air, but it also controls 33.8 percent of the voting power of the airline company through a special Class A common stock. (Last spring, Texas Air shareholders approved an increase in the voting strength of the Class A shares to 10 times that of the regular common stock.) Effectively, Lorenzo cannot be unseated as the chief executive of Texas Air, and the company is immune from any danger of an unfriendly takeover.,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Through the years, Jet Capital has served as the vehicle for the private deals of Lorenzo and his associates, who include Carl Pohlad, the Minneapolis financier and second-largest stockholder. One such lucrative transaction for Lorenzo and other officers of Jet Capital involved C.C.S. Automation Systems, Continental's computerized reservations service. In 1984, while Continental was suffering through bankruptcy, Lorenzo bought shares of C.C.S. for $100,000; all but $5,000 of that sum had been borrowed from Texas Air. Two years later, the shares were exchanged for Texas Air stock then worth $1.5 million.,,,,,,,,,,,,,,,,,,,,,,,
+In April 1985, Lorenzo used a $1.3-million loan from Texas Air, secured by his Jet Capital stock, to buy Continental shares, then trading at around $10 a share. Two years later, when Continental emerged from bankruptcy, the stock was exchanged for Texas Air shares, and his investment had appreciated by more than 60 percent.,,,,,,,,,,,,,,,,,,,,,,,,,
+These borrowings have been at advantageous rates of interest, sometimes even interest-free.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Under the direction of chairman Lorenzo, in an arrangement rare among airline holding companies, Texas Air receives from its Continental and Eastern subsidiaries management fees as well as guarantee fees on bank loans. When Texas Air lends money to its subsidiaries, it charges them interest 1 to 2 percent above the rate Texas Air pays on its own notes.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Lorenzo has also used Jet Capital to buy stock in companies he is thinking about acquiring for Texas Air. For example, Jet Capital reaped a profit of $150,000 by selling its stake in Eastern to Texas Air.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+In addition, Lorenzo has takeover plans for Jet Capital. Last February, he hired Kevin S. Moore, a 32-year-old specialist in leveraged buyouts, and installed him as president of Jet Capital in its austere offices on Third Avenue in Manhattan. In July, the company proposed a $35-million stock offering to start an acquisition program using leveraged financing.,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Two types of targets were mentioned: healthy companies that are dominant in their markets, and troubled companies ''which can benefit from the turnaround experience of Jet Capital's management, particularly with regard to asset redeployment.'' No industries were specified, but airlines and airline-related businesses were not excluded. According to a Jet Capital spokeswoman, however, as of three weeks ago the underwriting was ''in abeyance until the market turns around.'',,,,,,,,,,,,,,,,,,,,,,,,,,,
+Also on hold were some of Lorenzo's personal plans. Last June, he was shopping for a million-dollar residence in Greenwich, Conn., and planning to build a villa on the island of Nantucket in Massachusetts, where he and his wife, a lawyer," and their four children have spent summers in rented houses. But a spokesman for Texas Air reports that the Lorenzos are not currently planning to leave Houston. - ROBERT G. WOLETZ""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LORENZO+BRAVES+THE+AIR+WARS&title=New+York+Times&issn=03624331&date=1987-11-29&volume=&issue=&spage=A.17&au=Washington.%2C+Gregg+Easterbrook%3BGregg+Easterbrook%2C+a+contributing+editor+of+Newsweek+and+of+The+Atlantic+Monthly%2C+writes+on+public+policy+issues+from&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1987","His control broke only when talk turned to such topics as Robert L. Crandall, chairman of American Airlines and his chief rival for the role of industry leader, or to Texas Air's negative public image. He said Crandall was, among other things, ''hypocritical'' and ''afraid of competition.'' Of his company's image, Lorenzo said, ''It bothers me very much. We are not the bad guys; we are the good guys. So why is the focus always on Texas Air? Because you've got the P.R. engines of the unions, the Americans and the Uniteds trying to do a number on us and our employees.'' In the second interview, Lorenzo seemed more relaxed about his company's operational problems, which had included Continental's drop to fifth place among major lines in on-time performance. ''Let's face it, we goofed,'' he said. ''We did a bad job.'' (His words would be reflected a few weeks later in an advertising campaign with a ''mea culpa'' message -''You hated the waiting. So did we.'' - in which Continental could brag that it had become second in on-time performance.) Yet the airline industry in general, and Texas Air in particular, continued to live with chaos. The drumbeat of passenger complaints went on, along with fears that a recent wave of mergers would create an oligopoly of the skies. In Congress, there was talk of reregulating the industry. And [FRANK LORENZO], the rebel of the airlines, was engaged in the fight of his life, this time to maintain the status quo and stay No. 1. Lorenzo had believed that the advantages of ''national branding'' could not accrue unless the disparate parts of his fleet were somehow linked in the public mind. Yet to put the two largest carriers, Eastern and Continental, under the blanket of a single super airline would, in Lorenzo's words, have meant ''sacrificing the recognition of either Continental's or Eastern's name.'' Instead, he divided the company into two roughly equal operations. Eastern was one unit; Continental, including Frontier, People and New York Air, was the other.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1987: A.17.",11/15/17,"New York, N.Y.",,"Washington., Gregg Easterbrook; Gregg Easterbrook, a contributing editor of Newsweek and of The Atlantic Monthly, writes on public policy issues from",New York Times Company,,Newspapers,426653808,"United States, New York, N.Y.",English,29-Nov-87,AIRLINES AND AIRPLANES; COMPANY AND ORGANIZATION PROFILES; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,
+Uncovered Short Sales Rise by 14.7% on Nasdaq,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/uncovered-short-sales-rise-14-7-on-nasdaq/docview/426539323/se-2?accountid=14586,"LEAD: The National Association of Securities Dealers reported yesterday that the number of shares sold short, and not yet covered, in the month ended July 15 rose 35.7 million shares, or 14.7 percent, to 280 million shares.
+The National Association of Securities Dealers reported yesterday that the number of shares sold short, and not yet covered, in the month ended July 15 rose 35.7 million shares, or 14.7 percent, to 280 million shares.
+In a short sale, an investor, betting that a stock price will decline, sells borrowed stock in anticipation of buying it back later at a lower price. The number of shares in which a short position is still held by investors is totaled by each exchange at the end of a reporting period and represents the ''short interest'' for that period.
+On the surface, a short sale is bearish, representing an investor's belief that the market will turn down. But at the same time ''a rise in short interest represents potential future buying power and as such is interpreted by many to be a bullish sign,'' said Kenneth Siebel, president of Capital Management Inc., in Larkspur, Calif. A short seller must eventually buy the stocks that have been borrowed, and those purchases exert an upward pressure.
+The following N.A.S.D. companies show changes in open short positions of 10,000 shares or more:
+Security Name
+7/15/87
+6/15/87",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Uncovered+Short+Sales+Rise+by+14.7%25+on+Nasdaq&title=New+York+Times&issn=03624331&date=1987-07-25&volume=&issue=&spage=1.49&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 25, 1987","On the surface, a short sale is bearish, representing an investor's belief that the market will turn down. But at the same time ''a rise in short interest represents potential future buying power and as such is interpreted by many to be a bullish sign,'' said Kenneth Siebel, president of Capital Management Inc., in Larkspur, Calif. A short seller must eventually buy the stocks that have been borrowed, and those purchases exert an upward pressure.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 July 1987: 1.49.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426539323,"United States, New York, N.Y.",English,25-Jul-87,,New York Times,NEWSPAPER,,,,,,,
+"ALBANY'S DISCREET BUDGET: A TOOL FOR POLITICAL ENDS:   [PUBLIC BUSINESS, PRIVATE INTERESTS: ALBANY'S CHANGING RULES - Second of three articles. ]","New York Times, Late Editio n (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/albanys-discreet-budget-tool-political-ends/docview/426554477/se-2?accountid=14586,"LEAD: Once a year, with a quick vote and little or no debate, the New York State Legislature writes itself a check.
+Once a year, with a quick vote and little or no debate, the New York State Legislature writes itself a check.
+The money pays for staff and expenses for the 211-member body. But over the last decade the Legislature's budget has more than quadrupled, to $157,252,816 this year, or $750,000 for each senator and Assembly member.
+What was once a modest office budget now finances a powerful network - under investigation by a half-dozen prosecutors - that can influence political events throughout the state. Rewards and Support
+A detailed examination by The New York Times of legislative spending patterns over the last fiscal year highlights how public money is routinely used by both houses to reward local political leaders, to support campaigns and to preserve the status of the majority.
+The examination also points to a pattern of questionable spending practices, including these:
+* The employment of political operatives and direct-mail specialists whose principal function is to identify groups of voters, write newsletters directed to them and make sure incumbents retain their votes.
+* The use of legislative employees to work at party offices.
+* The rental of legislative office space from campaign contributors and party officials.
+* The hiring of business associates and party officials for staff jobs.
+Some of this spending raises questions of propriety; some of it, according to prosecutors, raises questions of legality.
+Prosecutors from at least a half-dozen law-enforcement offices, led by the Manhattan District Attorney, Robert M. Morgenthau, have spent months trying to untangle what they said were the Legislature's conscious efforts to disguise its spending practices. The authorities said they were concentrating on allegations of misuse of money by the Democratic minority in the Senate, including its leader, Manfred Ohrenstein of Manhattan. Mr. Ohrenstein has acknowledged placing full-time campaign workers on the Senate payroll.
+It is not clear how many indictments, if any, Mr. Morgenthau will seek, but law-enforcement officials said they hoped to end their initial inquiry this month. Rise of the 2 Houses
+Lawmakers tend to agree that full-time political work by legislative employees is unacceptable and, probably, illegal. But in a host of subtle ways, partisan maneuvering has become a central element in virtually all legislative spending.
+As the influence of local political leaders has waned, the two houses of the Legislature have in many ways assumed the functions of statewide party organizations. The Assembly is controlled by the Democrats and the Senate by the Republicans.
+Armed with powerful computers and a payroll of 5,000 people, the leadership of the Legislature regularly handpicks candidates and dictates campaign strategies in elections across the state.
+''The parties are gone,'' said Gerald Benjamin, a professor of political science at the State University of New York at New Paltz and a member of the Ulster County Legislature. ''And the political operations of the Legislature are now inside the Legislature.''
+With the decline of the local party organizations, according to Assembly Speaker Mel Miller, Democrat of Brooklyn, ''the Assembly unit became a very important political unit.''
+The Legislature's adoption of many of the functions fulfilled by the parties, such as doling out patronage, has led ''to the temptation to use government resources for political purposes,'' Professor Benjamin said. The Secrecy Behind Budget
+The merging of party politics, personal patronage and legislative business that characterizes much of the spending by the Legislature is made possible by the atmosphere of secrecy and centralized authority that surrounds the budget process.
+The legislative budget lists solely broad categories of spending. With few exceptions, legislative leaders refuse to provide details on how they dispense the public money they receive. No figures are made public on the budgets of legislative committees or the budgets of individual legislators.
+Even requests for such basic figures as the breakdown of spending between the majority and minority parties in the Legislature are denied. ''It's not something that we reveal under Freedom of Information,'' said the Secretary of the Senate, Stephen F. Sloan.
+Indeed, the state's Freedom of Information laws, as written by the Legislature, exempt the Senate from many of the disclosure requirements that required of at other agencies. Outside Auditors Coming In
+''It's not a good system,'' said Senator Franz S. Leichter, Democrat of Manhattan, one of two Senators who annually vote against the legislative budget. ''And that's why we've gotten ourselves in trouble.''
+After extensive negotiations, the Governor and the Legislature reached agreement this month on a bill calling for tighter internal controls and outside audits of all branches of government.
+As a result, according to experts, the spending practices are likely to change substantially. For the first time, the Legislature has agreed to give outside auditors access to its records and to allow them to report to the public.
+Officials in the Comptroller's office said it was too early to know how effective the new audits would be in stemming abuses. The bill does not go into effect until 1990, and many officials said the delay was created to allow the Legislature to alter its spending before the auditors arrived. Untouched by Governor
+Legislative leaders point out that no money in the legislative budget can be spent without the approval of the Governor. But it is an unwritten rule of Albany politics that the Governor signs the legislative budget he is given, no questions asked.
+''We do absolutely nothing with it,'' said Peter Lynch, a deputy director of the Governor's budget office.
+The leaders vigorously defend their budget, arguing its growth has been essential in establishing the competence of the Legislature on complex issues -a change that had originally been supported by reformers as an important check on the Governor's power.
+''The No. 1 benefit has been to make the Legislature independent of the Governor,'' said Mr. Sloan, whose office administers the Senate budget. ''That independence is very important. You need to be able to speak not just in terms of broad policies, but also in terms of the technicalities.'' Responsiveness to Constituents
+The Legislature can now call on an impressive array of experts, computer services and statistical resources in challenging administration judgments, particularly in such fields as finance and taxation.
+Many legislators also maintain that good government and good politics coincide. Thus, they argue, it is the incumbents' obligation to provide such services as district offices and frequent mailings that will, at the same time, increase their visibility in their districts.
+''Being responsive to your constituents, that's good politics,'' Mr. Sloan said. ''It's also good government.''
+Legislative leaders insist that most of the budget is devoted to routine operational costs that can be easily traced.
+A significant portion of the legislative budget goes simply to paying the legislators, whose salaries of $43,000 a year are among the highest in the country. Paying them requires more than $9 million a year.
+Under a bill approved early last Saturday morning, the last day of the main legislative session this year, the base salary will rise, to $57,500 beginning in 1989.
+Many legislators also earn additonal stipends of up to $30,000 for serving in leadership positions. These cost more than $2 million a year. Network of 11 Outposts
+In addition, lawmakers point out, lists of staff salaries are available to the public, and legislative contracts are available for inspection.
+But dozens of contracts show expenditures whose legislative purpose is unclear. Many of them seem to have a political significance that is more obvious.
+Mr. Miller maintains 11 offices throughout the state at an annual cost of $1.5 million. Some of them he has not seen, and several are in Republican-dominated areas, prompting criticism from Republican Assembly members that the outposts are part of an effort to establish Democratic presences.
+The Speaker's staff denied this. ''The offices serve as the eyes and ears of the Speaker in communities throughout the state,'' according to a spokesman for Mr. Miller, Geoffrey Taylor.
+The Legislature also spends hundreds of thousands of dollars a year on such items as a fully staffed television studio - Nyscan - including a recent $1,045 expenditure for sound effects on a compact disk, so members can tape programs that will be shown on cable television in their districts.
+Critics pointed out that although legislative payrolls were available for inspection, few checks existed to assure legislative employees were actually performing the work they were being paid to do. Law-enforcement officials who have subpoenaed thousands of legislative employment records said they had found numerous legislative employees who had been hired strictly to perform party work, or as political favors.
+An internal audit commissioned last year by the Assembly from Price Waterhouse noted that the Assembly payroll guidelines ''provide only for documentation that such payments have been approved and properly computed.'' The auditors, whose report was intended solely for the use of the legislative leadership, said they had been unable to ascertain anything further about the payments. Working For 2 Masters
+A case that has helped force scrutiny on legislative payroll and hiring practices and that highlighted the weakness of spending controls involved Assemblywoman Gerdi E. Lipschutz, Democrat of Queens. Ms. Lipschutz resigned after she had been found to have included two ''no-show'' employees on her payroll at the request of a Queens County political leader.
+After her resignation, Mr. Miller, asked the members of his house to provide information about the work their staff members were performing.
+Mr. Miller said that he had found no evidence of additional no-show jobs, but that some confusion had arisen over the status of employees who were listed as working for legislative commissions when they were, in fact, working for individual members.
+''I think most of the problem is a question of how we do our accounting, not whether people are working or not,'' he said. Havens for Political Aides
+Privately, some lawmakers said the commissions, which study such issues as solid waste and rural resources, had become havens for large numbers of political operatives who rarely performed legislative work.
+The case that has attracted the widest publicity and the loudest condemnation was the hiring by the Senate Democratic minority of Clifford Wilson, a former Queens Assemblyman, to run an unsuccessful campaign in Nassau County. Mr. Wilson earned $30,000 between last July and December.
+After it had been revealed that Mr. Wilson had been hired to work exclusively on campaigns and that the Manhattan District Attorney was investigating this and other payroll abuses, the Legislature passed a resolution condemning such uses of legislative money.
+Critics of the resolution noted, however, that by its wording, the resolution supported Senator Ohrenstein's contention that, in the past, the rules on limiting campaign activities by legislative employees had been vague. Mr. Ohrenstein has said that by hiring Mr. Wilson, he was doing nothing unusual or illegal. Consultants for Hire
+Using the payroll to hire political operatives has emerged as campaign strategy of the Senate minority. Among the people Senate aides have said were hired to work on campaigns are the heads of two political consulting firms, Andrew R. Tulloch and Ernest R. Lendler Jr. During the campaign last year, both men worked extensively on selected races, and aides to Mr. Ohrenstein have said that Mr. Tulloch and Mr. Lendler had been hired exclusively for such work. In addition to their salaries, both also received substantial payments from Democratic campaign committees.
+Some of their travel was also paid for by the Legislature. Records from the Comptroller's office show Mr. Lendler was reimbursed $205 for a one-day trip to Rochester to meet with State Senator Ralph Quattrociocchi, a Democrat who represents a district targeted in the last election. Mr. Quattrochiocchi did not respond to messages asking for an explanation of the meeting.
+Although the Senate Democrats have attracted the most attention for abuses of the legislative payroll, they are not the only ones who blur the distinction between the public payroll and the party organization.
+A secretary on the payroll of Senator Guy J. Velella recently answered the telephone at the Bronx Republican County Committee, of which Mr. Velella is chairman, and said she worked for ''Bronx County,'' referring to the party. The secretary, Corrinne Garofolo, who earns $385 a week from the State Senate, explained her position by saying Mr. Velella ''wears two hats, really.''
+Mr. Velella, however, denied that Mrs. Garofolo, whose husband, Frank, is a Republican district leader in the Bronx, works for the party on state time.
+''You must have rattled her,'' he said when told of Mrs. Garofolo's statement. He added that constituents often went to the headquarters for Senate business. Payroll Shifts: On or Off?
+The legislative payroll includes dozens of party leaders and other political operatives, many of whom divide their time between Albany and their party headquarters.
+Among the prominent New York City political leaders who receive Legislative salaries is the Queens County Republican chairman, John F. Haggerty, who is paid $86,000 a year as a counsel to the Senate Republican majority. The Senate Rrepublicans are led by Warren M. Anderson of Binghamton.
+A Bronx Democratic official, Murray Lewinter, receives $58,745 a year in state money as executive director of the legislative office of Assemblyman George Friedman, the Bronx Democratic chairman. The Staten Island Republican chairman, George M. Hart, is paid $38,517 a year for being a counsel to the Senate Finance Committee.
+The list of district leaders on the state payroll is extensive, including Victor B. Tosi, a Republican in the Bronx, who receives a state salary of $20,000 a year as an executive assistant to Mr. Velella. Aides, Partners and Associates
+Thomas J. Santucci, a Democratic district leader in Queens and the son of the Queens District Attorney, John J. Santucci, is paid $6,700 a year as a liaison aide in the office of Queens Assemblyman Anthony S. Seminario.
+Legislators also frequently award staff jobs to their law partners and business associates. The counsel to the chairman of the Senate Finance Committee, John J. Marchi of Staten Island, is Mr. Marchi's law partner, David Jaffe, who receives $65,000 a year in state pay.
+The discretion that lawmakers are allowed in their official spending extends to the leasing of space for district offices. The renting of space from campaign contributors is not uncommon. Although the sums involved are small, the practice often raises, at a minimum, the appearance of impropriety.
+The district offices, created in the mid-70's, are staffed by legislative employees who have become, according to Mr. Miller, the ''backbone'' of members' ability to win re-election. 'Unusual' Case for Landlord
+The office of Assemblyman Eric N. Vitaliano on Staten Island, for which the state pays $9,000 a year in rent, is owned by Staten Island Toyota. The company is owned by Dominic Ferrara, who is listed on state records as a contributor to Mr. Vitaliano's re-election campaign last November.
+The Staten Island district office of Senator Martin Connor, a Democrat, is owned by Victory Investors Inc., a company in which Mr. Hart, the Republican County Chairman, is a principal shareholder.
+The lawmakers and landlords involved in such cases uniformly denied a connection existed between the rentals and campaign contributions or political activities.
+Mr. Hart acknowledged in a telephone interview that the lease to Mr. Connor was ''an unusual circumstance,'' but said he had not been aware that Mr. Connor was involved in the transaction until after the lease had been signed. The Goal: Status Quo
+The uneven distribution of resources between the majority and the minority parties in both houses also illustrates the importance of preserving a political stasis.
+The majority leaders essentially control the houses' entire budgets. Each year, they negotiate with the leaders of the minority parties over the money they will be given.
+The breakdown of the legislative budget is such a well-guarded secret that minority members are often not even aware of major expenditures.
+The Senate Office Automation project has, for example, brought high technology to majority members, hooking up their desktop computers into a mainframe machine and enabling the senators to generate specialized mailing lists from their offices. The project, according to a recent staff list, employs 60 workers. 'We Don't Even Have Access'
+Mr. Sloan said the project had modernized the offices of both minority and majority members. But several Democratic senators said they did not have the hookup and did not even know of the project.
+''We don't have access to the mainframe computer,'' a press secretary to the Senate minority, Amy Colodny, said.
+After inquiries by a reporter, Democratic aides said they had been informed they would be hooked into the system next fall.
+Other resources are distributed along the same lines. Senate Democrats have frequently pointed to the practice in their defense, saying tight resources have forced them to be blatant in their tactics. Limit of 3 Newsletters
+At the same time that the Democrats were using Mr. Wilson to run the Nassau campaign, the Republicans, they contend, were directing thousands of dollars in Senate resources to the incumbent in the area, Dean Skelos. Mr. Skelos, who won his second term, had been considered vulnerable.
+The Democrats contend the Republican strategy for Mr. Skelos's campaign was to saturate the district with Senate mail in violation of the mail policy, which, according to a February 1985 memorandum, limits each member to three newsletters.
+Senate Republicans denied that was true, but offered different explanations for Mr. Skelos's extra newsletters. Last year, Mr. Skelos sent his constituents four newsletters, one a ''Special Report on the Spreading Menace of Crack.''
+An aide to Mr. Skelos, Dan Michaelis, said, ''When special situations arise, we are allotted for a special mailing like that.''
+Mr. Sloan, however, denied this was allowed and said Mr. Skelos must have traded in his bulk mail allotment for the extra newsletter. ''They can use that approach, too,'' he said. 'Record $$$' in Nassau District
+In one his newsletters, Mr. Skelos boasted last spring that he had brought home ''record $$$'' in ''member items,'' special grants sponsored by lawmakers outside the normal budget process. Member items have come under attack as little more than pork-barrel projects intended to increase legislators' influence. Both houses have refused to make available lists of member items, matching them with their sponsors.
+Last year, Mr. Skelos's district received $1.8 million in member items, believed to be the most of any district, in what Democrats have contended was an effort to bolster his campaign. Senate Republicans denied the member items had been politically motivated.
+In the Assembly, Republican minority members accused the Democratic Speaker of using his regional offices to establish a presence for his party in areas where it has little local support.
+This spring, in a break from political protocol, the Speaker awarded one of his member items to a district near Utica, whose Senator and Assemblyman are Republicans. In a mailing to the district, the Speaker credited two local Democrats with having obtained the $25,000 appropriation to help pay for an ice-making machine for a skating rink in New Hartford.
+The director of the Speaker's office in Utica, RoAnn Destito, dismissed charges that the grant had been part of a political maneuver. ''We responded to a legitimate request,'' she said.
+Whether the investigations into legislative spending will prompt lawmakers to draw stricter distinctions between government business and political activities remains to be seen. It will probably be a function of how many - if any - criminal convictions are meted out.
+Almost without exception, however, legislators said campaign and re-election needs would never cease to be the guiding principle behind legislative spending. If the voters do not approve of this fact, the legislators added, they can always show their disapproval at the polls. ----
+Next: Lawyer-legislators and their dual role.
+Correction: July 18, 1987, Saturday, Late City Final Edition",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ALBANY%27S+DISCREET+BUDGET%3A+A+TOOL+FOR+POLITICAL+ENDS%3A+%5BPUBLIC+BUSINESS%2C+PRIVATE+INTERESTS%3A+ALBANY%27S+CHANGING+RULES+-+SECOND+OF+THREE+ARTICLES.+%5D&title=New+York+Times&issn=03624331&date=1987-07-14&volume=&issue=&spage=A.1&au=ELIZABETH+KOLBERT+with+MARK+A.+UHLIG%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 14, 1987","''It's not a good system,'' said Senator Franz S. Leichter, Democrat of Manhattan, one of two Senators who annually vote against the legislative budget. ''And that's why we've gotten ourselves in trouble.'' ''Being responsive to your constituents, that's good politics,'' Mr. [Stephen F. Sloan] said. ''It's also good government.'' In one his newsletters, Mr. [Dean Skelos] boasted last spring that he had brought home ''record $$$'' in ''member items,'' special grants sponsored by lawmakers outside the normal budget process. Member items have come under attack as little more than pork-barrel projects intended to increase legislators' influence. Both houses have refused to make available lists of member items, matching them with their sponsors.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 July 1987: A.1.",11/15/17,"New York, N.Y.",NEW YORK STATE,"ELIZABETH KOLBERT with MARK A. UHLIG, Special to the New York Times",New York Times Company,,Newspapers,426554477,"United States, New York, N.Y.",English,14-Jul-87,POLITICS AND GOVERNMENT; LEGISLATURES; FINANCES; BUDGETS AND BUDGETING; ETHICS,New York Times,NEWSPAPER,,,,,,,
+THE SHAPE OF FORD'S SUCCESS,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shape-fords-success/docview/426500094/se-2?accountid=14586,"LEAD: WHEN JACK TELNACK was growing up in Dearborn, Mich., he would often go with his friends to the Ford Motor Company test track. They would scramble up the tall, brown masonry wall around the track and watch the cars of several years into the future come roaring past.
+WHEN JACK TELNACK was growing up in Dearborn, Mich., he would often go with his friends to the Ford Motor Company test track. They would scramble up the tall, brown masonry wall around the track and watch the cars of several years into the future come roaring past.
+Telnack was astonished by these cars, especially the full, rounded '49 and '50 Fords and the almost Rubensesque Mercuries. With their swelling fenders sweeping back to curved corners, the cars were as fat, happy and optimistic as the postwar boom, when no one doubted that American cars were the best in the world.
+On that track today are cars designed by Telnack himself, who since 1980 has been the head of design for Ford's North American operations. These cars are new additions to Ford's successful ''aero''-look line, prototypes that may not appear in public for another three years.
+Ford has used aero design to bring back the big-car feeling Americans have always loved. This, combined with General Motors' lackluster sales, helped Ford realize profits in 1986 that were higher than those of its giant rival for the first time since 1924.
+The aero look - with its sweeping lines and fuselagelike curves - has made John J. Telnack one of the most influential designers Detroit has seen since Harley Earl introduced the ''Torpedo Look'' in 1940, when Telnack was 3 years old. Telnack's cars are streamlined and futuristic, and they represent an emphasis on design - Detroit avoids the old term ''styling'' - that the American car industry has not seen since before the gasoline price surge of the 1970's. Then, design gave way to anti-design, as designers worked to slice pounds, and curves, off cars. The result was the ''econobox'' patterned after Giorgio Giugiaro's Volkswagen Rabbit.
+Today, with fuel prices down and larger cars making a comeback - small-car unit sales accounted for only 33.3 percent of the market in 1986, down from 37.5 percent during the five preceding years - and with Detroit at last beginning to close the ''quality gap'' with the Japanese and the Europeans, design is a key element in facing the still strong challenge of the imports. Jack Telnack's success so far is not just an esthetic one, for design may well hold the key to the American auto industry's ability to compete in the global market.
+''Aero is now the price of admission,'' Telnack contends. ''You must have great aerodynamics to be competitive.''
+Telnack's aero cars are characterized by steeply angled windshields, lights that flow along rounded corners, glass set flush with the metal body, inset door handles, ''integral'' bumpers (not bolted on but fused to conform to the shape of the body), and, instead of chrome, accents of bright plastic. They have no grilles in the traditional sense; air to cool the engine enters through slits above and through the bumper. But, as new as they look, there is also something of the cars Telnack admired as a boy in their full, smooth bodies. Indeed, the shape of the cars bespeaks abundance, not austerity, as did so many of the cars of the '70's.
+Studies by the automotive industry research firm J.D. Power and Associates indicate that design stands second only to price among customer criteria. A few years ago, quality - or, in the industry phrase, ''fit and finish,'' how the parts fit, how clean the finish - and fuel economy ranked much higher. Even Hyundai, the low-priced Korean car, touts the look of its Giugiaro-designed Excel.
+Auto executives believe the new look marks a change as dramatic as the advent of the tailfin era at G.M. and Chrysler in the 1950's. Car companies, which a few years ago advertised their miles-per-gallon figures, now boast of their cars' ''coefficients of drag,'' a numerical way of measuring a car's air resistance (box, page 24).
+The aero Ford Taurus and Mercury Sable last year were named the best-designed cars sold in America in a survey of design professionals, and they have gathered a sheaf of other automotive awards. Since the 1987 model was introduced last October, the Taurus has become the best-selling car in the country, overtaking more traditional Oldsmobile and Chevrolet models. Taurus and Sable were introduced around Christmas 1985, and in their first year, 368,000 were sold; this year, the total is expected to exceed 400,000.
+It is not design alone that has moved Ford ahead. Since 1980, a major reduction in fixed costs -thanks to layoffs, attrition, automation and farming out parts-making - lowered the company's break-even point dramatically. And what's more, the new Fords are functionally outstanding, earning praise from consumer publications. As a consequence, while new car sales dropped generally for the Big Three for the first 10 days of this month, Ford's consumer appeal caused it to fall considerably less than either G.M. or Chrysler.
+Telnack led Ford into the aero age with the 1983 Thunderbird and the less-radical Tempo and Topaz compacts. But the Taurus and the Sable are completely new, larger cars. The Sable is distinguished by its ''laser lightbar,'' a vertically striated, plastic front panel, where the chrome grille might normally be. It is, Telnack says, a new way to create a dramatic, bright, chromeless effect. Late this year, Ford will add a new Lincoln Continental to its aero line, hoping to woo traditional luxury-car buyers with an image of high-tech serving comfort.
+However, aero is not intended to captivate all segments of the market. The boxy Lincoln Town Car is still one of the company's most profitable models, and there are no immediate plans to alter its shape. The potential aero buyer is seen as generally young but prosperous, fitting the profile suggested by one advertisement for the Sable that combines the slogan ''The shape you want to be in'' with a photograph of an athletic young man sitting on a beach contemplating his portable computer.
+In the wake of Telnack's success, his designs are changing not just the look of Fords but the way all American cars look. Strother MacMinn, a historian of automobile design who teaches at the Art Center College of Design in Pasadena, Calif., which has one of the top auto-design programs in the country, predicts ''an explosion of new and various designs in the next few years.'' With G.M. and Chrysler following suit, MacMinn adds, ''Ford's cars have had a stimulating impact on the whole car industry.''
+SOME OF THE RESISTANCE A car designer usually faces when he has something new and radical to show comes from his own management. The introduction of the showcase aero cars - Taurus and Sable -was a rare exception.
+In 1980, Ford's losses were mounting to around a billion dollars annually. ''We had,'' Telnack says wryly, ''the luxury of adversity.'' The conservative chief executive officer at the time, Philip Caldwell, and his eventual successor, Donald E. Petersen, each came to Telnack and urged him to make a radical departure. The story has become almost a legend around Ford:
+''Are you really proud of what you're doing? Is this really the best you can do?'' they asked.
+Telnack recalls: ''We'd heard that before. They were always coming in and saying, 'Reach out, reach out, reach out.' '' Telnack's arm is now extended, his fingers grasping the air.
+''Then, when we'd bring the cars in, they'd go, 'You've got to be kidding.' '' An incredulous look. ''But this time, they meant it.'' Management was virtually betting the company on the quality and looks of these cars. It took courage, especially for a company that once gambled on another all-new car, the Edsel. With the aero, Ford was aiming at ''best in class.'' Cars were sold to the accompaniment of the slogan ''Have you driven a Ford - lately?'' with its implicit acknowledgement of past deficiencies and the promise of reform.
+According to Ford, its reliability rating has increased by half since 1980, and the company can now claim its products to be ''the best built American cars,'' on the basis of a J.D. Power survey of all American cars and the average number of problems reported by their owners during the first three months. But Ford, along with other United States makers, still trails Japanese cars in such surveys. INITIALLY, AERO WAS DERIDED BY OTHER American auto makers. ''Flying potatoes,'' Lee Iacocca said. ''Eggs'' and ''jellybeans'' were other comparisons.
+This spring, however, a huge G.M. advertising campaign introduced its first two aero-influenced models, the Chevrolet Beretta coupe and Corsica sedan, with integral headlights and rounder curves.
+For the Beretta, the General Motors design chief Charles M. (Chuck) Jordan called on one of the most respected men in his shop, one with a knack for dramatics - Jerry P. Palmer, whose Chevrolet III design studio produced the most recent Camaro and Corvette shapes.
+The Beretta boasts a .32 coefficient of drag, but, Palmer says, ''You can't rely on the wind tunnel alone or you get rolling eggs, boxing gloves. There has to be some magic in there someplace.''
+But the Chevrolet ads avoid the term ''aero,'' which is so associated with Ford that its very use constitutes acknowledgement that design leadership has passed from G.M. The ads speak instead of ''rounding off the corners for an advanced look and low wind resistance.''
+In the fall, with the introduction of the 1988 models, three of G.M.'s divisions will offer midsized cars with an aero look based on a prototype called G.M.-10. With these cars, G.M. hopes to challenge Taurus and Sable and at the same time shake its image of ''look-alike cars.'' Each division's models will differ clearly from the others'. Even Chrysler, which has generally stuck to middle-of-the-road designs, seems to be moving toward aero in such cars as its Shadow and LeBaron.
+Telnack is disdainful of the new G.M. and Chrysler aero entries. ''I'm surprised that they don't go further. Why, they don't even have flush glass!'' he says.
+I REALLY BELIEVE that form follows function, but I add another phrase to the formula: and flair,'' says Telnack, who, effective June 1, will become a vice president of the Ford Motor comapny.
+Personally, Telnack exhibits his own brand of flair. Days on his sailboat and frequent trips to California keep his angular face well-tanned. His paisley tie and white-collar-on-blue-shirt stand out in the button-down environment of Dearborn. He punctuates his conversation with an almost Gallic effusion of gesture. He wears a numberless black Movado watch. Telnack's ready smile and full laugh mask a certain impatience: he is apt to jot a note to himself in the middle of a conversation and, shuttling between appointments at Ford, he accelerates a black Thunderbird coupe with an abruptness that falls just short of burning rubber. At home, the vehicle is a Sable station wagon. Telnack's family consists of three children, ages 11 through 16, and his Australian-born wife, Janine, whom he met when Ford stationed him in Australia in 1966.
+Home itself is on an island, Grosse Ile, a small piece of land whose corners have been neatly rounded off by the current of the Detroit River.
+His house there is more traditional, a low ranch, turned high-design and Bauhaus inside. It sits near the water, close to his 41-foot sloop, Mirage. In the spring, when the smelt run, his children go down to the dock, catch the fish and toss them straight into a waiting frying pan.
+Telnack does not play golf. On his days off, he takes Mirage out to race. He loves its lines, he says; they were the work of a nautical designer and an industrial designer working together. He is not a top racer, he admits, but he races often - trying to catch rather than slip the wind, for a change - and each year he participates in the long-distance Mackinac Lake race. Soon, though, he expects to have a new and equally appropriate avocation. On April 1, on his 50th birthday, his wife surprised him with a certificate for the flying lessons he'd always wanted.
+JACK TELNACK'S USE of the word ''flair'' marks his recognition of the extent to which auto design is show business, as does a certain controlled theatricality in the decor of his office in Ford's design center, a stone's throw from the test track: the serious blacks of his desk appointments and shelving, the red Ferrari models on display. ''I bought into the values of the Bauhaus a long time ago, even before I went to Europe,'' Telnack will tell you.
+One shelf holds the acetylene torch with which in his late teens he ''chopped and channeled'' his first car, a used 1941 Mercury convertible, lowering it to make it look more like the car he really wanted - a European-influenced 1941 Lincoln.
+On his desk is a holder full of pencils the same red as the Ferrari models. Telnack, who heads a staff of some 550, rarely picks up a pencil except to make a point about one of his designers' work. Most actual drawing is done on a computer terminal like the one that sits beside him, and it is with words that the design process usually begins.
+Not long ago, for example, Telnack gathered his top designers in his office to begin work on a car he will identify only as ''for the 90's.'' Just as an architect is presented with the client's program for a building, the meeting begins as the designers are handed management's guidelines for a car - its size, powerplant and chassis, as well as its target market. Then, the ''image strategy'' of this particular car begins, but not with sketches or models.
+Various key words are noted on sheets of butcher paper hung around the room during a discussion that resembles an initial brainstorming session at an advertising agency. One such word is ''distinctiveness'' (''If we don't get that,'' someone says, ''we're lost to begin with''); beneath that word, a run of adjectives: ''spectacular,'' ''sensational,'' ''prestigious.'' ''We have to establish the performance credentials of this car,'' Telnack says.
+''Performance'' goes up on the paper, subdivided into ''superb handling and braking - appears strong.'' ''Expensive'' is linked by a line to the phrase ''has what others don't,'' and ''not everyman's car.'' The last phrase suggests just how much the designer's goals and methods have deviated from Henry Ford's original Model T -''In any color you want, as long as it's black.''
+Some of Telnack's designers will return to their terminals and take their computer light pens in hand to convert these high verbal ambitions to steel. One designer might be assigned the primary responsiblity for the overall shape. Sometimes competing concepts are drawn up and compared. The result could be a clear choice of one concept over another, or a combination of concepts.
+Other designers will work to delineate the exact curve of hood and taillight. Handling and braking qualities will be reflected, for instance, in the ''tire to metal relationship,'' keeping the wheels as far inboard as possible, nearly flush with a taut skin. Power might be represented in the sweep of the hood, prestige in the swoop of the rear window.
+The European overtones of aero constitute this sort of cue: the theory is that European design, whether of Italian lamps or German coffeemakers, appeals to the buyer at whom Taurus and Sable are aimed. It is no accident that their look brings to mind the Audi 5000, a car that costs nearly $10,000 more than Ford's roughly $12,000 base price. Periodically, Telnack and his designers check to make sure their drawings correspond to the phrases on the butcher paper.
+Often, preliminary designs are tested on what marketing experts call ''focus groups'' of customers, chosen to represent a cross-section of the target market. Based on the results of one such test, the final designs of the Taurus and Sable were given additional chrome. The designers regularly leave the studio to attend such sessions, held around the country.
+New models of competitors are regularly torn down and studied by Ford teams. Such research helped shape the much praised, highly accessible dashboard controls of the Taurus and Sable, which show the influence of such European automobiles as Audi and Saab.
+Everyone in Detroit understands that the time it takes to turn drawings into finished cars has to be reduced if the industry is to respond to rapid market changes. The Taurus and Sable, for instance, were more than five years in development. General Motors introduced cars this year that began life five years ago. They were con-ceived in anticipation of high gasoline prices and are therefore reduced in size - reduced so much, in fact, that sales have been poor.
+Computer-aided design helps shorten the process, as does image-strategy discussions. ''We have to go slow to go fast,'' Telnack says. ''We go through fewer iterations.''
+Designers can reproduce, modify, turn and even spin their drawings using the computer. A lot of manual labor has been eliminated -and the design staff, too, has been reduced.
+When the design is finally fixed, about three years before the car is due for sale, the drawings are turned over to the computer to direct a robotic clay carving machine that creates an exact, three-dimensional model. The model is then presented on a top-secret basis to company executives.
+The drawings will eventually go, again via computer, to automated die-cutting and stamping machines in the manufacturing division.
+Engineering, manufacturing and marketing representatives would not have been invited such meetings a few years ago, but they are today. Telnack refers to them as ''stakeholders'' in the design process. The approach is part of what Ford calls its ''new corporate culture'' of consultation and cooperation. Telnack is seen as a critical part of this and he frequently speaks at management seminars about his role.
+The way Telnack's design studio works these days is traceable to his own experience as a young designer. Uwe Bahnsen, who worked for Telnack for two years after the American became design head of Ford Europe in 1974, remembers the ''collegial'' air he established, in contrast to the ''top down'' autocratic atmosphere prevalent at Ford's design center when Telnack had been starting out.
+''The old system was to do things that the boss would like,'' Telnack says. ''I'm always asking my guys, 'Do you like it?' ''
+Despite the collective nature of the design process, Telnack can attach the name of one of his young designers to almost any single feature of a car. Attracting the best talents is critical. For all the high technology, the design process is a subjective, subtle, almost subliminal process. Shapes are retained, Telnack says, ''if they keep cropping up.''
+TELNACK COULDN'T have picked a better birthplace. To grow up in Dearborn was to be a part of Ford and he decided early on to become a car designer. At the height of the tailfin era, he attended the Art Center College of Design on a Ford scholarship, graduating in 1958; he remains an active alumnus. Many of those he hires for Ford's design center are its graduates.
+In his early days at Ford, Telnack was frustrated at the work he was given - drawing pieces of cars he was told to draw, for designs he didn't respect. (He moonlighted by designing powerboats and, for a time, considered leaving the auto industry for that). But he fondly remembers a set of Mustang wheel covers he labored to get just right. And he resolved, if he ever had the chance, that he would see that the design center was run in a way that encouraged creativity.
+Telnack's stint as head of design for Ford Europe was crucial to his development of aero. There were functional reasons for the application of aerodynamics to automobiles in Europe. With the cost of gasoline considerably higher there than in the United States, improved mileage translated into significant savings.
+The pioneer engineer Paul Jaray tested automobiles in a Zeppelin wind tunnel in the 1920's, influencing the shape of the Volkswagen Beetle. The Swedish Saab came by its aerodynamics from being the product of a Swedish aircraft firm. Citroen's DS 19, the Deesse or Goddess, of 1955, inspired the essayist Roland Barthes to proclaim that ''cars today are almost the exact equivalent of the great Gothic cathedrals.''
+The first totally aerodynamic American production car was the 1934 Chrysler Airflow. Its innovative design - especially the ineffective-looking cascading grille -put off buyers and it was a major sales failure, from which it took Detroit nearly half a century to recover.
+''The Lincoln Zephyr,'' Telnack recalls, ''had better aerodynamics than the Airflow, but the company made sure no one found out.''
+After World War II, Harley Earl became enamored of the tailfin, inspired by the vertical stabilizers of the P-38 fighter plane, and left functional streamlining behind. He established an industry pattern: the iconography of flight would be the selling point, not the functionalism of aerodynamics.
+TODAY THE AUTO IN-dustry seems to be headed for a more international auto-design look. Europeans are coming to California, and the Art Center College of Design has recently opened its own European branch in a refurbished chateau in Vevey, Switzerland. One of the first designers hired there was Uwe Bahnsen, Telnack's friend and successor as design head of Ford Europe. ''What we are seeing now,'' Bahnsen says, ''is a cross-pollination.''
+While critics charge that these developments will make all cars look the same, Bahnsen replies, ''The wind tunnel does not replace the creativity and self-expression of the designer.''
+''There are any number of ways,'' says the design historian Strother MacMinn, ''to shape aerodynamically efficient cars.''
+''The design is no good,'' Telnack observes, ''if you don't feel uncomfortable with it at first. If you feel right away in the showroom that the car is as familiar as an old friend, it's a sign that it will lack longevity.''
+''Aero is here to stay'' he says, adding that the next step will be ''more sculptural vehicles with more fluid silhouettes.'' Telnack sees windshields flowing almost without a break into shorter hoods, bigger glass areas, or ''greenhouses,'' and the passenger compartments placed further forward. The first signs of this are evident in the lowered front of Telnack's 1989 Thunderbird.
+But other designers have been unable to visualize the next watershed - Harley Earl's tailfins, after all, were at their largest the year before compacts arrived. And what will happen to aero if another oil crisis shrinks cars again?
+Telnack is not worrying. If anything, he is impatient for the future to arrive. Accustomed as he is to working years ahead, the cars of today already belong to history for him, and when he thinks back over the cars he has admired - classics all - he is not embarrassed to place the ones he has designed beside them. LESS OF A DRAG
+''Aero,'' of course, is short for aerodynamic, and there is a functional - as opposed to pure design - rationale behind the new automotive look. Thus, a conventional, midsized car, going 55 miles per hour, uses about 60 percent of its power to overcome drag force, or air resistance. The aim of aero streamlining is to significantly reduce drag force on a vehicle. A 10 percent reduction of drag force results in a 2 percent or 3 percent improvement in gasoline mileage, equivalent to reducing the weight of the car by 10 percent.
+The critical benchmark of aerodynamics is known as the coefficient of drag - ''C/D'' to the auto industry - which measures how efficiently an object moves through the air. For those with a mathematical bent, the C/D number is arrived at by applying the following formula: Drag Force (lbs.) C/D - ------------------------------- Dynamic Pressure x Frontal Area
+More simply, the higher the C/D, the more wind resistance; the lower the C/D, the lower the wind resistance. A Sable or Taurus is endowed with a C/D of about .33, sharing, with the Audi 5000, the best of any car in their class. Industrywide, Detroit cars now in production have C/D's ranging from .52 to .32. However, test cars, such as Ford's Probe V, have achieved C/D's below .15, or lower wind resistance than an F-15 supersonic fighter plane.
+There are other advantages to aero design: better direction of air flow produces better cooling of engines and brakes - a factor contributing to the discontinuing of grilles on aero-designed cars - and also reduces interior noise and dirt buildup.
+''And,'' Ford's chief designer Jack Telnack likes to remind visitors, ''it's all free. It doesn't require major technical development programs. You have to shape the metal anyway, so why not shape it right?'' - PHIL PATTON",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+SHAPE+OF+FORD%27S+SUCCESS&title=New+York+Times&issn=03624331&date=1987-05-24&volume=&issue=&spage=A.19&au=Patton%2C+Phil%3BPhil+Patton+is+the+author+of+%22Open+Road%2C%22+a+study+of+the+evolution+of+the+American+highway%2C+which+has+just+been+reissued+in+paperback+by+Touchstone%2FSimon+%26amp%3B+Schuster.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 24, 1987","''Then, when we'd bring the cars in, they'd go, 'You've got to be kidding.' '' An incredulous look. ''But this time, they meant it.'' Management was virtually betting the company on the quality and looks of these cars. It took courage, especially for a company that once gambled on another all-new car, the Edsel. With the aero, Ford was aiming at ''best in class.'' Cars were sold to the accompaniment of the slogan ''Have you driven a Ford - lately?'' with its implicit acknowledgement of past deficiencies and the promise of reform. Various key words are noted on sheets of butcher paper hung around the room during a discussion that resembles an initial brainstorming session at an advertising agency. One such word is ''distinctiveness'' (''If we don't get that,'' someone says, ''we're lost to begin with''); beneath that word, a run of adjectives: ''spectacular,'' ''sensational,'' ''prestigious.'' ''We have to establish the performance credentials of this car,'' Telnack says. ''Performance'' goes up on the paper, subdivided into ''superb handling and braking - appears strong.'' ''Expensive'' is linked by a line to the phrase ''has what others don't,'' and ''not everyman's car.'' The last phrase suggests just how much the designer's goals and methods have deviated from Henry Ford's original Model T -''In any color you want, as long as it's black.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 May 1987: A.19.",11/15/17,"New York, N.Y.",,"Patton, Phil; Phil Patton is the author of ""Open Road,"" a study of the evolution of the American highway, which has just been reissued in paperback by Touchstone/Simon & Schuster.",New York Times Company,,Newspapers,426500094,"United States, New York, N.Y.",English,24-May-87,AUTOMOBILES; BIOGRAPHICAL INFORMATION; DESIGN,New York Times,NEWSPAPER,,,,,,,
+DON'T BLAME THE JAPANESE,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dont-blame-japanese/docview/426305280/se-2?accountid=14586,"LATE LAST MONTH, WHILE THE Finance Committee of the United States Senate was hammering out a bill intended to reduce America's huge trade deficit, that American folk hero Lee Iacocca endeavored to enlighten a Texas audience on the annoying complexities of international trade. The chairman of the Chrysler Corporation, who in 1981 loudly supported ''voluntary'' quotas on Japanese cars that altogether cost American car buyers an estimated $11 billion last year, observed: ''It's not Japan's fault if we want to be a doormat. They're going to take advantage of us -and why not?''
+Iacocca has worked hard to promote the view that Japanese ''rip-offs'' are largely to blame for America's record trade deficit, which totaled $148.5 billion last year. And he is not alone. On the contrary, for a long time now the strongest single influence on the American public's perception of our trade problems has been the grave warnings of executives and labor leaders in industries that have lost ground to Japanese competition. Ever since the Nixon years, interested parties from Pittsburgh to the Silicon Valley (''Japan-bashers,'' as they have come to be known) have shrilly complained that ''unfair'' Japanese trade practices were costing the United States hundreds of thousands of jobs and seriously eroding the country's industrial base.
+As America's trade performance has deteriorated, the pressure exerted by these groups has increased, and so have the effects of that pressure on the politicians and bureaucrats who shape America's economic policy. The restrictions on Japan's auto exports to the United States are only the most visible of a long series of strong-arm trade measures. Just last month, for example, American negotiators crammed down Japanese throats a thinly disguised cartel arrangement designed to insure American semiconductor manufacturers a fixed share of the Japanese market. And a few weeks ago, the United States moved to cut textile imports from Japan 10 percent, in what would be the severest ever single textile-trade restriction by this country. Meanwhile, ordinary Americans have increasingly come to assume that the country's biggest international economic problem is the trade deficit with Japan, which is caused by the fact that ''the Japanese don't play by the rules.''
+There is only one flaw in this overwhelming national consensus: it is mistaken. Japanese-American trade relations are not so badly skewed as most Americans believe. And the endlessly repeated charges that the Japanese capture American markets by unscrupulous means while unfairly closing off their markets to American products are at best vastly overstated, and more often just plain wrong.
+I emphatically do not mean to deny that the United States faces serious problems in its economic dealings with the rest of the world, Japan included. But it is a dangerous mistake for Americans to convince themselves that their problems with Japan are mainly a product of Japanese malfeasance. For in making such an assumption Americans are concealing from themselves a painful but crucial fact: America's international economic troubles, far from being inflicted upon us by unscrupulous foreigners, stem primarily from the shortsighted behavior of certain segments of American business and labor and from Washington's increasing addiction to economic policies disturbingly reminiscent of those of countries such as Mexico and Brazil. Bashing the Japanese may feel good, but it will not solve the problem. ANYONE WHO TAKES THE TROUBLE TO look closely at the Japanese-American trade figures will discover that Japan consistently buys more American products than any other foreign nation except Canada, and that in recent years Japan has been one of America's fastest growing export markets. Japan is by far the largest foreign purchaser of American beef and citrus fruit, for example, and is a major importer of American cotton, tobacco, corn, food grains, coal and forest products.
+In addition, more than half of the $27 billion worth of United States exports to Japan in 1984 consisted of manufactured goods ranging from data-processing equipment to snow-making machines. These purchases were not confined to high-technology products. For example, some 70 percent of the razor blades sold in Japan are made in Connecticut by the Schick Division of Warner-Lambert, and half the disposable diapers worn by Japanese babies are from Procter & Gamble.
+Nonetheless, the fact remains that the Japanese exported $50 billion more in merchandise to the United States last year than Americans exported to Japan; and that deficit promises to be even larger this year, even though a sharp decline in the value of the dollar during the last year has made American products much cheaper in Japan.
+What is the reason for the gap? Japan-bashers rehearse several familiar arguments. First, they say, the Japanese can sell their goods at lower prices than their American competitors simply because they pay much lower wages. Second, the Japanese are prepared to sell their products below cost (a practice called dumping) in order to capture a share of the American market. Finally, the Japanese, by erecting artificial barriers against American goods and by generally disdaining foreign products, severely limit American imports to Japan.
+It is true that wages in Japan are still lower than in the United States (though in the major ''smokestack industries'' they are no longer nearly so much lower as most Americans think). But it is also true that Japan's big manufacturing companies tend to invest more heavily in automation and the improvement of manufacturing processes and, as a result, they often get more for each dollar they spend on labor. Worker productivity at the five biggest American steel companies, for example, is almost a third lower than at their Japanese counterparts. That means that even if the wages in the two countries were equal, American steel-makers still could not compete with the Japanese in a truly free market. And neither, for that matter, could American auto-makers.
+It is also true that on occasion Japanese companies have dumped goods on the American market. But it is obvious that in the long run no enterprise, not even an ''inscrutable Oriental'' one, can prosper by consistently selling its products below cost.
+What about the many areas in which American industry still remains genuinely competitive? The real reason for the lopsided trade balance, so the Japan-bashers insist, is that the Japanese Government systematically bars its door to competitive American products.
+Like many other nations struggling to develop their domestic industries, including the United States in its day, Japan after World War II set out to achieve rapid economic growth by what is sometimes called ''protecting infant industries.'' The Japanese pursued this course with unique relentlessness and efficiency; between the late 1940's and the mid-60's they employed virtually every device ever conceived to restrict sales of foreign products in their market.
+By the mid-1960's, however, Japan was beginning to dismantle its protectionist fortifications. Effective as the trade barriers had been in fostering the hothouse growth of Japanese industry, they increasingly threatened to provoke other countries into excluding Japanese goods from their markets. In fact, so radically did Tokyo change course that for some years now Japan has actually had the lowest average tariff rates of any industrial nation - including the United States. At the same time, the Japanese Government has progressively lowered or eliminated import quotas, abolished unduly onerous testing requirements for foreign products and dismantled other so-called ''non-tariff barriers'' to foreign goods.
+In a study of Japanese-American trade sponsored by the Institute for International Economics in Washington and published in 1985, two American economists, C. Fred Bergsten and William R. Cline, concluded that if Japan were to abandon all its remaining barriers against American products, the United States could indeed sell more goods to Japan -probably an additional $5 billion to $8 billion worth a year. But, they continued, if the United States were to eliminate all its protectionist devices, including ''voluntary'' export restraints, the Japanese would probably sell an additional $5 billion or so worth of their products in the United States. Since Bergsten and Cline made their study, moreover, Japan has jettisoned a few more of its restrictions and the United States has adopted additional ones; as a result, it seems reasonable to assume that if all remaining trade barriers were eliminated, the overall trade picture between the two countries would not be much affected.
+I S THE PROBLEM, then, that the Japanese harbor a xenophobic aversion to American goods? On the contrary, Japanese consumers display a keen appetite for many foreign products and traditionally have been inclined to consider them superior to domestic ones. But this no longer holds true with a number of American products - partly because too many American manufacturers seem ready to settle for what they deceptively term ''acceptable quality.''
+American semiconductors, for example, more often than not have had a significantly higher defect rate than those made in Japan - and this has clearly reduced their competitiveness in the Japanese market. For the most part, spokesmen for the American industry have sought to cope with Japanese complaints about the inferior reliability of American microchips by denying the problem exists. And though the quality of American microchips has improved recently, Texas Instruments, which manufactures them in Japan as well as in the United States, still test-produces new chips in its Japanese factories first. Why? Because, as a Texas Instruments executive confided to a reporter recently, ''Production technology is more advanced and Japanese workers think more about quality control.''
+Another failing of would-be American exporters to Japan is that they don't bother to tailor their products to Japanese needs and tastes. In 1977, for example, Apple Computer became the first company of any nationality to offer personal computers in Japan. ''If they had done things right back then,'' says one Japanese computer marketer, ''Apple could be No. 1 in personal computers in Japan today.''
+Apple proceeded to do things all wrong. It not only neglected to develop a computer that could process the Chinese characters used in written Japanese, it failed to provide even Japanese-language instruction manuals. Then Apple committed what was regarded, in a country in which corporate alliances are taken very seriously, as an inexcusable breach of loyalty: it gave exclusive distribution rights to one Japanese concern, then made its equipment available to other companies as well.
+Later, when Apple revamped its operations in Japan, it found itself starting from behind its own goal line; in 1984, its estimated sales were substantially less than 1 percent of the 1.2 million personal computers sold in Japan.
+Americans tend to dismiss such stories as irrelevant. Yet American exporters who pay close attention to the quality of their products and to the peculiarities of the Japanese market can point to outstanding success stories. For example, the vast majority of Japanese professional photographers rely on Eastman Kodak products made in the United States -products which, because darkrooms are uncommon in Japan, Kodak has specially designed for use in normal room light.
+N O MATTER HOW energetic and ingenious American companies' exporting efforts, no matter how attentive they are to Japanese needs, the United States will almost certainly continue for a long time to run a trade deficit with Japan. Because Japan has only half the population of the United States, the only way to achieve a balance in merchandise trade would be for the Japanese to spend twice as much per capita on American products as Americans spend on Japanese products - at the moment, an unlikely prospect.
+Still, dismaying as it may sound, a continuing United States trade deficit with Japan is not in itself necessarily any cause for alarm -not if it can be held to a relatively modest $15 billion or $20 billion a year. In part, this is because the figure itself is misleading. Because the number we call the ''trade deficit'' is such a handy box score, our politicians and television commentators have taught us to use it as the sole indicator of the economic state of play between the United States and Japan. But the trade deficit figure is far from a complete measure of overall economic relations between the two countries.
+The merchandise trade figures ignore exports of services such as transportation, insurance, financial assistance, film and television rights, etc. - and, in 1984, American sales of services to Japan were equivalent to more than a third of our merchandise sales there. The United States enjoys a solid ''trade surplus'' vis a vis Japan in earnings from royalty payments for the use of technology and brand names. Still another substantial source of income to the United States lies in the sale of goods that companies owned or partly owned by Americans import into Japan from countries other than the United States: for example, the billions of dollars' worth of non-American oil that American companies sell to the Japanese each year.
+The most important factor overlooked in the merchandise trade figures, however, is direct participation by American companies in the Japanese economy. The International Business Machines Corporation of Japan sells $3 billion worth of computers and softwear a year, accounting for more than 20 percent of the Japanese market. Coca-Cola Japan sells 60 percent of all the carbonated beverages consumed by the Japanese. McDonald's Japan sells well over $400 million worth of Big Macs, french fries and the rest every year.
+According to Kenichi Ohmae, the managing director of the Japanese arm of the American consulting concern of McKinsey & Company, Americans or American companies now own, wholly or substantially, some 3,000 businesses in Japan. They make everything from bagels to brain-scanners, and in 1984 (the last year for which figures are available) the 300 largest of them alone sold $44 billion worth of products in Japan. By contrast, although Japanese investment in the United States is growing rapidly, Japanese-controlled firms sold $13 billion worth of goods here in 1984.
+By combining these numbers with the merchandise trade figures for the same year, Ohmae comes up with a thought-provoking statistic: all told, American consumers in 1984 bought $70 billion worth of goods that earned money for Japanese companies, while Japanese consumers bought a bit more than $70 billion worth of goods that earned money for American companies. This calculation to some degree involves adding apples and oranges, and does not reflect the recent decline of the dollar, but it does show rather dramatically how much the ''trade deficit'' figure leaves out.
+W HAT DOES ALL this prove? If anything, that it is demonstrably unfair to lay the blame for our swollen trade deficit on Japanese shoulders; and there is clear danger that over time American policies based on such an assumption could damage our political and military relations with a vital ally. Of more immediate concern, is that we can scarcely hope to find sensible ways to narrow our trade gap with Japan, and more important, to improve our trade situation generally, so long as we refuse to admit that this is in large part a self-inflicted wound.
+Consider, for example, the longstanding American laws that forbid the export of oil from Alaska's North Slope and earmark most of the timber grown on Federal lands for American sawmills. Partly because Americans are so obsessed with the alleged misbehavior of the Japanese, there has been very little public pressure on Congress to override the powerful labor and business interests that have lobbied vehemently for these laws. Yet in early 1985 Murray L. Weidenbaum, former chairman of President Reagan's Council of Economic Advisers, estimated that their repeal would stimulate increased Japanese purchases of American oil and timber that could cut our trade deficit with Japan by as much as $20 billion a year.
+Our problem is not only with Japan. After all, according to most economists, a country need not be overly disturbed about running a deficit with one or two of its trade partners as long as its overall international trade balance is healthy. But even if the United States had somehow managed to reach a balance with the Japanese last year, we would still have had a merchandise trade deficit with the rest of the world amounting to nearly $100 billion.
+Consider the United States' recent experience with our largest trading partner -Canada. During most of this century, Canadians glumly accepted as almost a law of nature that they were fated to run perennial trade deficits with the United States. Yet last year, Canada enjoyed a surplus of $24 billion. And over the last decade the same kind of turnabout has occurred in trade between the United States and the Common Market nations, with whom the United States ran a deficit of $21 billion last year. Meanwhile, Iacocca should be thinking about more than Japan: in August, the biggest-selling imported car happened to be Korean - the Hyundai Excel, introduced here last February.
+Instead of complaining about Japan, the American Government should be taking steps to help our companies compete abroad. One such measure would be for the (Continued on Page 115) Government to do far more than it yet has to encourage joint research and development ventures between competing companies in the same industry. (Japan's great diversified corporations in many cases spend more on research and development than any one of their American competitors can afford.) Another would be to loosen restrictions on the sale of high-technology products to non-Communist countries; the restrictions are supposed to prevent their diversion to the Soviet Union, but in fact they do little more than give away lucrative export markets to Japanese and other exporters. Still another helpful measure would be to encourage Government regulatory agencies, the courts and Congress itself to consider the international as well as the national impact of the decisions and laws they hand down regulating American business.
+But, above all, we must remind ourselves that America's huge trade deficit does not so much reflect changes in the trade policies of the rest of the world as in the internal economic condition of the United States. Thanks in part to misguided tax laws, American managers have increasingly concentrated on achieving corporate growth by means of mergers, takeovers and other forms of economic slieght-of-hand, rather than by increasing production and sales. In certain key industries, including steel and auto-making, the leading American enterprises now lag behind their foreign rivals in applying new technology and promoting the efficiency of their manufacturing processes. And all too often American wages have ballooned even as the productivity of American workers has declined relative to that of workers in other countries.
+Yet in the face of an undeniable overall decline in our international competitiveness, Americans have steadily increased their consumption of goods and services and heedlessly allowed their leaders to continue to adopt programs that the nation does not have the resources to support. In other words, we have been spending and investing more wealth than we have been creating - and relying on other nations (including, prominently, the Japanese) to supply us with the money to cover the shortfall. Only a few months ago, the United States, which for most of this century has served as the world's prime creditor, surpassed Mexico and Brazil to become the world's largest debtor.
+In concrete terms, this means that Americans are supporting their spending habit by laying off more and more of their Government securities on foreigners and selling them an ever-increasing share of America's real estate, factories and commercial enterprises. Which is another way of saying we are giving non-Americans more power to determine the stability of our domestic economy.
+To argue that continuing this process indefinitely would be highly unhealthy does not necessarily reflect either chauvinism or economic Calvinism. So far, the effects of foreign investment in American industry have been almost entirely beneficial, and in the abstract I see no reason why foreigners should not help pay for American highways and welfare programs. After all, it is no more immoral for the United States to live beyond its means than for Indonesia or Mexico or Brazil to do so.
+But the United States is unlike any other debtor nation in at least two critical respects: It is primarily responsible for maintaining the soundness of the dollar, which serves as the world's reserve currency; and its economy constitutes, so to speak, the starter engine for the world economy. The international economic system could conceivably withstand the financial collapse of Mexico or Brazil, but there would be no way to avoid a catastrophe if the rest of the world -or any significant part of it -came to doubt the inherent soundness of the American economy and acted on those doubts by pulling out the funds we have come to depend on. And a number of thoroughly conceivable developments - a massive Wall Street decline, a sudden and excessive de facto devaluation of the American dollar, a protectionist-inspired slump in world trade that reduced the ability of other countries to invest in dollar assets - could produce precisely that effect.
+In the long run, to insure that this never happens, we must swallow some painful medicine: not only resigning ourselves to much more stringent control of Government spending, but in general abandoning the seductive national illusion that our wages and living standards can forever increase while our comparative industrial productivity steadily declines. Americans must increase their productivity; they must learn to keep their consumption more closely in line with the wealth they create.
+When - and if - we Americans finally agree to pursue these goals, finding realistic ways to achieve them will not be easy. But one thing is certain: we will never devote our best efforts to that task so long as we continue to squander energy on devising punitive measures against Japan, which didn't create our dilemma and can't solve it for us.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DON%27T+BLAME+THE+JAPANESE&title=New+York+Times&issn=03624331&date=1986-10-19&volume=&issue=&spage=A.76&au=Christopher%2C+Robert+C%3BRobert+C.+Christopher%27s+new+book%2C+%22Second+to+None%3A+American+Companies+in+Japan%2C%22+was+published+last+week+by+Crown.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 19, 1986","LATE LAST MONTH, WHILE THE Finance Committee of the United States Senate was hammering out a bill intended to reduce America's huge trade deficit, that American folk hero Lee Iacocca endeavored to enlighten a Texas audience on the annoying complexities of international trade. The chairman of the Chrysler Corporation, who in 1981 loudly supported ''voluntary'' quotas on Japanese cars that altogether cost American car buyers an estimated $11 billion last year, observed: ''It's not Japan's fault if we want to be a doormat. They're going to take advantage of us -and why not?'' Iacocca has worked hard to promote the view that Japanese ''rip-offs'' are largely to blame for America's record trade deficit, which totaled $148.5 billion last year. And he is not alone. On the contrary, for a long time now the strongest single influence on the American public's perception of our trade problems has been the grave warnings of executives and labor leaders in industries that have lost ground to Japanese competition. Ever since the Nixon years, interested parties from Pittsburgh to the Silicon Valley (''Japan-bashers,'' as they have come to be known) have shrilly complained that ''unfair'' Japanese trade practices were costing the United States hundreds of thousands of jobs and seriously eroding the country's industrial base. As America's trade performance has deteriorated, the pressure exerted by these groups has increased, and so have the effects of that pressure on the politicians and bureaucrats who shape America's economic policy. The restrictions on Japan's auto exports to the United States are only the most visible of a long series of strong-arm trade measures. Just last month, for example, American negotiators crammed down Japanese throats a thinly disguised cartel arrangement designed to insure American semiconductor manufacturers a fixed share of the Japanese market. And a few weeks ago, the United States moved to cut textile imports from Japan 10 percent, in what would be the severest ever single textile-trade restriction by this country. Meanwhile, ordinary Americans have increasingly come to assume that the country's biggest international economic problem is the trade deficit with Japan, which is caused by the fact that ''the Japanese don't play by the rules.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Oct 1986: A.76.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES,"Christopher, Robert C; Robert C. Christopher's new book, ""Second to None: American Companies in Japan,"" was published last week by Crown.",New York Times Company,,Newspapers,426305280,"United States, New York, N.Y.",English,19-Oct-86,INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+THE GOOD NEWS ABOUT NEW YORK CITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/good-news-about-new-york-city/docview/426268416/se-2?accountid=14586,"NEW YORK CITY holds a fascination for many people - especially for people who don't live there. I am aware of this because I am a New Yorker who travels a lot. Over the years, I have practiced law, been a senior officer of the Dreyfus Mutual Funds and a general partner of the banking firm of Lazard Freres. I am now president of a broadcasting and publishing company. These positions have taken me to Hong Kong, Moscow, Paris and, lately, on a regular basis to some two dozen United States cities where our company owns facilities.
+Wherever I go, the first questions I hear have nothing to do with my work. People are more interested in the fact that, in the 1960's, I was a Deputy Mayor in the John V. Lindsay administration. They want to know what is going on in the city. They ask about the chasm between rich and poor; about how safe it is to walk the streets; about the subway system, which non-New Yorkers think of as a crumbling hellhole.
+My reaction is probably typical of most New Yorkers: I become both defensive and offensive. I am proud of the city. New York has always been as diverse economically, culturally and socially as any state or nation in the world. I am quick to say that I believe that New York is the friendliest city in the world. People migrate to it every day and are welcomed. They are employed, and begin mixing in New York's business and culture. New Yorkers seldom ask, ''Where are you from?'' The city, particularly its business community, has traditionally laid out a welcome mat.
+I am not going to pretend that there aren't serious problems. How can I not be aware of them? With the exception of two years in the Army, I have always lived in the city. I was born and raised in the Bronx and attended P.S. 11, the Bronx High School of Science, New York University and Columbia Law School - all within seven miles of my present home on Manhattan's Upper East Side. Even before my tenure as Deputy Mayor, I knew the problems and strengths and the diversity of New York's 100 neighborhoods. I do not have to be told about the city's drug problems; or that the rate of violent crime is high; that more housing is needed; that the public-education system has gaping holes. And, since early this year, I have been constantly updated about the scandal involving a small number of city officials, most of them connected with the Parking Violations Bureau, who have been indicted for abusing the public trust.
+But despite this, I have had a feeling for some time that conditions for many of New York City's inhabitants - particularly in the outer boroughs -have been improving. I am not just referring to the more affluent citizens. They are a part of it certainly, but my notion of improvement goes beyond this group, to the city's solidly middle-class population. I knew that property values were up, not just in midtown but also in Queens and Brooklyn and even the Bronx. I knew, too, that the city was attracting new jobs, especially in the financial and computer-connected service industries.
+I also knew that there are smart, imaginative, energetic people in the public and private sector with good ideas for improving conditions in areas, such as public education and housing, that need it.
+It was last New Year's Day - as I sat on the plaza in front of City Hall and watched Mayor Koch take the oath of office - that I thought about this, and decided to take a closer look at the city for myself. So I undertook - mostly by subway - a trip through New York. I walked around neighborhoods and I talked with city officials, community and business leaders, educators, workers waiting for the bus, people on the street. What I found gave me reason for hope. I discovered, to my surprise, that New York is economically healthier than it has been in several decades, and, more importantly, that the good health extends in increasing amounts beyond Manhattan. There are positive things happening in the city, along with the bad. The bad we hear about day after day. I thought it was time we started telling ourselves and others the good news. IN RECENT YEARS, THE BRONX HAS BE-come a depressing national symbol of what has happened to New York. When Co-op City opened in 1968, it was to be an inexpensive and safe haven from the neighborhoods of the South Bronx, which by then had become uncomfortable and hostile. The 15,000 new apartments were to be the beginning of the regrowth of the borough. In the ensuing years, however, rental apartment buildings, particularly in the south and mid-Bronx, underwent the worst degeneration since the invention of the rental apartment in ancient Rome. Arson, terror, drugs, traffic and pollution plagued the borough.
+Though the South Bronx is now widely perceived as a wasteland, it is, in fact, still densely populated; approximately 600,000 people live in the South Bronx's 10 square miles - about the same number of people who live in Boston, which is nearly 50 square miles.
+An old joke in New York is that the only way to find a policeman quickly is to double-park. That is no longer true in the Bronx, where the number of patrolmen has been regularly increased in recent years. As Deputy Mayor, I often argued that the Police Department could go a long way in improving its image by simply improving its precinct houses. This has been done to some extent. For instance, the new 49th Precinct on Eastchester Road has the latest state-of-the-art electronic security equipment. Plans are also under way to rebuild the old 41st Precinct in the South Bronx, known as ''Fort Apache'' during the social upheavals of the late 1960's.
+One gray morning, I took the subway from Manhattan to Fordham Road and the Grand Concourse. I had already talked to Harrison J. Goldin, the New York City Comptroller and a former State Senator from the Bronx, and to Herman Badillo, the former Borough President who represented the South Bronx as a Congressman, and they had predicted that I would find areas of stability and signs of positive growth.
+The Bronx did not contribute to the expansion of the city's employment base during the early 1980's, and by 1984 employment in the borough was still roughly at the 1977 level. But during 1984, more than 3,000 jobs, provided mostly by the service and construction industries, were added to the rolls in the Bronx and the borough began a turnaround. The increase accelerated in 1985, when nearly 10,000 new jobs - 20 percent of the city's gains - were created.
+As a result of the efforts of organizations like the South Bronx Overall Economic Development Corporation (SOBRO), 70 new companies moved into the South Bronx in 1985, investing more than $25 million and creating 2,500 new factory jobs. In parts of the borough, rentals for commercial space have increased from approximately $5 a square foot to an average asking price of over $30 per square foot.
+I could see evidence of improvement on the Grand Concourse itself, the proudest street in the borough. A broad avenue that rivals any urban street in America, it is flanked by large, stylish prewar apartment buildings, many of which have undergone recent renovation. I walked east along Fordham Road to Fordham Plaza, a new, $65-million commercial and retail complex. This 13-story structure, on a busy shopping street, is a vast change from the blight that had been destroying the area for 20 years. The State of New York has agreed to rent 140,000 square feet, and the city an additional 90,000 square feet for agency use. Hundreds of employees of the city, state and private corporations will soon begin working there.
+Former Deputy Mayor Peter J. Solomon contends that every 100 permanent new manufacturing jobs mean 50 more nonmanufacturing jobs in the area, an additional $2 or $3 million in retail sales and $2 to $3 million in personal income and bank deposits. The ripple effect from Fordham Plaza has already been felt. Shopkeepers in the neighborhood are beginning to clean up their stores and new signs are going up. Real estate is being sold at prices that would have been considered extravagant a few years ago. Several people waiting for the Fordham Road bus expressed great enthusiasm for the complex. They worked in the garment center in Manhattan, they said, but now hoped to find employment in the Fordham area. Their reaction was interesting to me because it contrasted with the antagonism that once greeted every new project in the city. In the late 1960's and early 1970's, new construction that dislocated people would have been the target of activist groups that had little else to do but complain.
+The Bronx has always been attractive to manufacturers because of access to rail facilities, waterways and highways. Recently, land and factory prices have increased, along with the number of permanent jobs. The National Foods Company has built a new headquarters there, as has LaSalle Industries, a large computerized direct mail firm. United Parcel Service also has a new building.
+The recently completed Bathgate Industrial Park lies astride the Cross Bronx Expressway in the very center of the borough. This project and the new Mid-Bronx Industrial Park, which is being designed to duplicate Bathgate, will create still more manufacturing jobs free of long-term commutes into downtown areas.
+I came away from many poor, low-rent areas with the impression that the poor themselves seek aggressively to become part of the middle class - and the middle class foolishly resents it. In the 1930's, business and industry believed that the growth of labor unions would hurt the free-enterprise system and the unions would help develop a strong, noncapitalistic labor class. In fact, in this nation as in no other, as labor unions grew, members sought to move into the entrepreneurial and business class, mirroring the business leaders who first opposed them. The strongest supporters of middle-class free enterprise today are the children of the labor force of the 1930's and 1940's. Education and a permanent program of jobs to help transfer the poor into the middle class would clearly strengthen our city rather than threaten it.
+I N RECENT YEARS, New York has changed from a city that produces goods using relatively unskilled labor to one of finance and redistribution. Coping with the new economy has become one of New York's primary functions.
+Since 1977, New York has gained 300,000 new jobs. In 1985, the employment base increased by 50,000 jobs, following an 80,000-job increase in 1984. Of this total, the outer boroughs accounted for two-thirds of private-sector job gains - a marked change from the 1970's and the early 1980's, when virtually all job growth was in Manhattan. Tax-exemption benefits have been used aggressively to spur commercial and industrial development in the Bronx, Brooklyn, Queens and Staten Island, and construction has increased twentyfold since the late 1970's. According to Samuel M. Ehrenhalt, the regional commissioner of the United States Bureau of Labor Statistics, there are now more than 600,000 jobs in finance and business services, with 184,000 of these new since 1977.
+Apparently all races have been helped by this surge. The unemployment rate for blacks - 11.5 percent - continues to be below the national rate of 15 percent. And, since 1978, employment of blacks and other minorities in the city has increased by 165,000 jobs - a 22 percent gain.
+Despite these positive figures, a recent study by the New York City Partnership, a coalition of business leaders, concluded that the city's industrial base was underrepresented in the high-technology fields, even though New York has a high concentration of universities and technical schools, a large number of skilled workers and, most importantly, access to a huge supply of venture capital.
+The reason is that, in the last decade, high labor and energy costs in the city, as well as corporate and real-estate taxes, have scared away high-technology companies. Until recently, New York had failed to promote its assets and had not devised adequate economic programs to attract these companies. As a result, high-technology fields now account for only 6 percent of the jobs in the city, in contrast to 17 percent in Boston and 20 percent in the Newark area.
+Alair A. Townsend, the Deputy Mayor for Finance and Economic Development, has pointed out that ''under other circumstances, things might have been different in our approach to high tech, but the city was nearly bankrupt 10 years ago.
+''The business climate and the job numbers were so worrisome that the city had to take care of first things first,'' she said. ''It was more important to stabilize and prevent a job drain than to focus specifically on high tech.''
+But now a concerted effort to gain high-technology jobs has begun. Led by Mayor Koch, city and state agencies, such as the Urban Development Corporation and the Office for Economic Development have, over the last three years, been wooing technology-related businesses by offering low-interest loans, subsidies and tax reductions to businesses willing to start up or relocate in the city. Results are beginning to show.
+Ten minutes from the Wall Street-City Hall area in Manhattan, across the Brooklyn Bridge, there is a considerably renewed South Brooklyn. Tillary, Adams and Jay Streets and Flatbush Avenue - familiar names in a once-declining area - are the sites of much new construction.
+The centerpiece is the Metropolitan Technology Center, the planned $770-million technological-academic-industrial complex in downtown Brooklyn. MetroTech, as it is called, has already attracted a number of important businesses, including the Securities Industries Automation Corporation, which operates the computer and communications systems for the New York and American Stock Exchanges.
+MetroTech is being built in two phases. The first, which will have over a million square feet for a combination of high-technology, back office, retail, corporate and academic research space, is scheduled for completion in 1989 at a cost of $340 million. Most of the funding comes from private industry, with significant grants from the New York Port Authority, Polytechnic University and local and state government. The second phase is scheduled for completion in the early 1990's at a proposed cost of $430 million.
+Morgan Stanley, a premier investment banking firm, is now moving a substantial back-office operation to Brooklyn. There is also a Hilton Hotel planned for the borough, and a variety of corporate tenants, including Brooklyn Union Gas and Drexel Burnham Lambert, are considering a move into the area, or have already done so.
+R OCKAWAY IS ON the Atlantic Ocean, at the far end of Queens. As I walked along the boardwalk there one day, an elderly man strolling with his grandchildren stopped to chat. He had been born in Harlem, he said, raised on Fox Street in the Bronx, and now lived in a nearby city housing project in what was once a middle-class Jewish summer-resort area.
+He was delighted that his grandchildren could grow up with the beach, the grass and the relatively new public schools and hospitals in the area. He felt the city services were excellent. Here, he could live in New York City and still have his children and grandchildren enjoy some of the quasi-suburban amenities he had dreamed about as a youngster. He worked as a senior clerk at a Manhattan brokerage house. His long subway ride each day didn't disturb him. He said that his grandchildren, now romping in the fresh air along the boardwalk, made it worth while.
+Queens is the most livable and perhaps the most forward-looking of New York's five boroughs. It has its own centers of industry, its population is diverse and sophisticated, largely because of those who work at La Guardia and Kennedy Airports. This is basically a borough of small homes and good schools. Driving back to Manhattan from Queens one day, I stopped in Astoria, which has the largest concentration of Greeks outside of Athens. The pride of this flourishing ethnic area is clear. Queens has as big an ethnic mix as any borough in the city. The important population centers are black, white, Hispanic (Colombians, Peruvians, Dominicans and Puerto Ricans) and Oriental (Korean, Chinese, Japanese, Taiwanese, Vietnamese).
+The job situation is good in Queens, and there is growth, too. More than 75,000 people are now employed in manufacturing in the borough, 65,000 more in transportation and public utilities and over 30,000 in the construction industry. Citicorp recently announced that it is planning to construct the largest executive office complex in the outer boroughs in Queens, adding impetus to the spirit of growth that already exists in the borough. The new complex, in the Hunters Point area, will be more than 40 stories high. It is scheduled for completion in late 1988 and is expected to add 3,000 permanent jobs. While the tax abatement to Citicorp over a period of 12 or 13 years is expected to save the bank tens of millions of dollars, it should also provide substantial benefits to the city and to thousands of people who will be employed there.
+T HE LARGEST SIN-gle slice of New York City's $21.5 billion spending program - a proposed $5.3 billion for the coming fiscal year - will go to serve the needs of almost one million children in the public-school system. That's more than the entire budget of the State of Connecticut. But of that staggering sum, less than half - 45 percent - is spent on classroom instruction.
+Where does it all go? A large amount goes to food. The New York City education system serves more than 500,000 lunches and 150,000 breakfasts a day, many of them free to children of poor families. The system also transports nearly half-a-million children a day to and from school. Then there are the security guards in many elementary and high schools.
+Those statistics are awesome and do not begin to touch on the real purpose of our schools, which is to prepare students for fruitful, productive roles in society. In this regard, the city school system's shortcomings have been made all too clear. The demands of the New York City job market in the next two decades simply do not match up well with our 32.5 percent high-school dropout rate, or the fact that 40 percent of our residents over the age of 25 do not have a high-school diploma.
+To get a sense of what can be done to improve matters, I talked with a number of educators and those with strong ties to the city's schools - former Schools Chancellor Frank J. Macchiarola, Franklin A. Thomas of the Ford Foundation, and Michael I. Sovern, president of Columbia University, among others. I also talked with teachers and students in various public schools around the city.
+In these conversations, a couple of points seemed clear. One was the importance of increasing the authority of principals. More than any individual, the principal sets the tone for a school. Principals are the chief motivators of teachers - and, by extension, students. It is simply good management, said Mr. Macchiarola, to reward principals adequately for excelling in their jobs. Unfortunately, principals are often chosen for significant posts on the basis of seniority. It would be preferable to choose them for their ability, and to allow those who are good a free hand in attracting students and teachers to their schools. Principals also deserve public attention; a ''principal of the year'' program would do much to encourage and stimulate pride.
+At the same time, it was felt by some that regulations should be changed to make it easier to remove principals, and teachers as well, for unsatisfactory performance. Under the current system -in which a variety of political, ethnic and historical factors combine to keep ineffective administrators in place -this is virtually impossible.
+Absenteeism is a chronic problem in New York's schools. The normal means of handling it is to suspend or ignore the student who is frequently truant. This fails to deal with the problem. ''How can we teach children when they're not at school?'' asked Mr. Macchiarola, who now heads the New York City Partnership. He and others pointed to the need to encourage students by giving them a feeling of purpose, rather than turning them away.
+Schools should value attendance, and penalties for nonattendance should be meaningful. Students seek various types of reward in the classroom and those who are absent could, for instance, be denied the coveted ''monitors'' roles or the opportunity for service jobs in the school.
+Students also need to know that if they stay in school and graduate, there will be a job waiting for them. My sister, Myrna Holzman, has taught at Evander Childs High School in the Bronx for more than 20 years. Her words, which I have heard echoed again and again in the last few months, ring true: The children of the Bronx will finish high school and even go on to college if they know they can fulfill their main goal -to work in an office.
+Many of the teachers and prinicipals to whom I spoke pointed out the need to develop a curriculum that can insure jobs for those who complete high school and choose not to go on to college. Ninety percent of the projected job openings in 1985 required at least a high-school diploma, yet only 32.5 percent of the city's public-school students finish high school.
+A positive step is a program called ''Join a School,'' sponsored by the Board of Education and the New York City Partnership, in which various corporations - including Chemical Bank, I.B.M., New York Telephone and Time Inc. - have aligned themselves with specific high schools in the city. To encourage students to complete school, these businesses offer them jobs in their organization, and provide personnel to function as ''mentors'' in the schools.
+Many of the city's youngsters come from homes where preschool exposure to education is nonexistent, so the first two years in school are critical. This is when children from lower economic and minority groups actually show up consistently at school, so the groundwork for keeping them there must be laid early. First- and second-grade classrooms should be kept small - no more than 10 students - regardless of the cost. The Mayor's Early Childhood Commission has called for the introduction of prekindergarten classes for 4-year-olds and spending plans now call for $8.4 million for these classes. This, however, will serve only 3,000 of the 46,000 eligible children. So while it is an important start, more must be done.
+There are other heartening signs. A Board of Education study last year showed that reading scores of city public-school students had risen to their highest level in years. In 1985 alone, 56.8 percent of the students in grades two through nine scored at or above the national median, compared to 52.8 in 1984.
+A bright spot for me was a visit to the 83-year-old Morris High School. Known as ''the drug school'' in the 1960's and 70's, Morris was at the bottom of the Bronx's secondary learning institutions. It has recently undergone a $13.5 million modernization and, through the efforts of its former principal, Frances Vazquez, now Superintendent of High Schools in the Bronx, has received White House attention. At a press conference several years ago, President Reagan cited Morris, which is now sending 89 percent of its graduates to college, as an example of a public school that had been turned around by ''leadership'' and a ''return to the basics.'' I HAVE SEEN FEW places where poverty and plenty exist in the intimacy that they do in New York. Hard-core slum areas are frequently a short walk away from housing whose costs would be startling in almost any other city in the world. Housing is vital to the future growth of this city. And it must be made available at a price that puts it within reach of people of all economic strata.
+There is the immediate problem of the homeless and families living in welfare hotels, and the longer-term issue of whether low-standard housing can be replaced and upgraded to ease the tight rental market. An increasing number of New Yorkers cannot afford their rent. My 79-year-old mother still confuses my daughter Eileen's monthly rent in Manhattan with what she thinks is an annual sum. Three-quarters of all city residences are rentals and this fact dominates the housing politics of the city with a strong rent-control ordinance. (A ray of hope is that the city is a magnet for the nation's young elite in law firms, investment banking, retail, advertising and the media, who can afford housing in the city's more desirable areas.) The housing gap has been estimated at close to 750,000 units. The cost of filling that gap has been estimated at close to $25 billion. The problem is compounded by the fact that, because of labor costs, New York is one of the most expensive places in the United States in which to build. Construction costs are generally 20 percent to 25 percent higher than in other areas of the country.
+Manhattan Borough President David N. Dinkins has called for the creation of a $1-billion municipal trust fund to be used for rehabilitation of vacant city-owned housing. He has recommended that the city set aside $500 million of municipal pension funds for investment in the plan and that additional taxes be developed from builders of luxury units.
+Mayor Koch and Governor Cuomo are focusing on the need for housing, particularly for minority groups. The private sector is mobilizing and efforts are being made to improve middle-class housing by putting together a pack-age of subsidies that will encourage more home ownership and neighborhood growth. It has been demonstrated that even a slight improvement in neighborhood conditions has a snowballing effect.
+In Manhattan, parts of Brooklyn, Queens and the Bronx, construction and refurbishing of old tenements is being done on a daily basis. A problem, of course, is that the price tag on these properties, as they are refurbished and turned into rental apartments or condominiums, is beyond the range of those who have been dispossessed. This is a harsh reality. But it would be unrealistic to think that any entity in the public or private sector can refurbish a 100-year-old tenement or build new housing and make it available at the same dollar cost to those who lived there before.
+One of the most astonishing things I found was the increased value of property in the last few years. The taxable assessed value of real estate has increased by approximately $4 billion in the last year alone, and while these properties are overwhelmingly in Manhattan, land values throughout the city have grown.
+I HAVE OFTEN THOUGHT that in New York it is as difficult to be a good mayor as it is to be a bad governor. Ed Koch has a ''retail'' job - meaning he is always in contact with his constituency, and always visible. This has been an especially tumultuous year for him. The day I watched him being sworn in at City Hall, Mr. Koch was riding the crest of a great victory. Within a few months, with the city's scandal at a rolling boil, there were a few isolated and unfounded rumors that he would be out of office by summer's end. He has survived, with his powers intact. For the sake of the city, I am glad. I have known the Mayor for many years. Our political persuasions are different - I am a Republican - but I have found that in his years of service as a City Councilman, Congressman and Mayor, he has always been frank, honest and highly attentive to the needs of his constituency.
+Ed Koch has a unique status in the city. Most New Yorkers have been critical of their mayors on the grounds that they have been captives of their political parties, are too self-serving and sometimes tend to be secretive or even dishonest. None of these charges applies to Mayor Koch. His personal integrity and honesty have never been questioned. If any criticism can be leveled at him, it is that he has an opinion on everything and speaks too openly. He is constantly available to constituents, traveling the city to town-hall meetings and events of both major and minor importance. Many New Yorkers who had never seen a previous mayor have seen Mr. Koch six, eight or 10 times.
+From a deficit of a billion dollars in 1977, New York City has, under the Koch administration, enjoyed several successive surplus years. The city's investment-grade credit ratings have been restored and New York has re-entered the public credit markets.
+Attracting industry involves reducing energy and rental costs, improving transportation and safety, convincing organized labor that not every contract is an adversary proceeding. The climate is now clearly better for more jobs and for industry to come to New York. Much of the credit goes to the Mayor. He has established a series of incentives for businesses that create new jobs in the outer boroughs. These include steps to reduce the cost of electricity and natural gas for up to 12 years, and a variety of free engineering and space-location services to help encourage firms to relocate in parts of the outer boroughs. Other benefits include reduction of commercial rent taxes and exemption from property taxes for up to 22 years.
+In the course of my travels, I had several opportunities to watch the Mayor in action. Probably the most revealing moments - both of him and his constituents - came one evening early in the year when my son Steven and I went to P.S. 102 in Bay Ridge to hear Mr. Koch and his staff field questions from residents of that community. The questions, which dealt with everything from local street signs to unnecessary subway noises, subway crime and sanitation, were good. They came in forceful but generally friendly tones. The Mayor's answers were good, too. He was on top of every problem and the commissioners sitting behind him had the answers when he did not. It was obvious that the audience liked him because they felt he cared about them and their problems.
+Afterward, the Mayor asked us to join him for dinner at Peter Luger, the well-known steakhouse not far away. As we entered the restaurant, the enthusiasm for him among the patrons was clear. I had been to Peter Luger on other occasions with other mayors, but the repartee between this Mayor and both concerned citizens and wise guys gave me a clear feeling of their enthusiasm for him. Throughout the evening, the comments and questions were pleasant. I waited for caustic words about something he had done wrong. None came.
+That night Ed Koch was having a good time. There have been other nights, in other neighborhoods, when the reception accorded him has been considerably less cordial. But I suspect that he enjoys himself even on these occasions. New Yorkers, after all, love give and take, and Mr. Koch - brash, quick, articulate, egotistical, rarely still - is the quintessential New Yorker.
+I T HAS LONG BEEN SAID THAT you can find whatever you are looking for in New York City. Seven months ago, I went in search of positive signs - signs of economic growth, of vibrancy, of hope. I found them; that is hardly surprising. What is surprising is how easily I found them, and how abundant they are.
+A final statistic: In 1985, more than 17 million people visited New York, and it appears that the figure for this year will be even higher, thanks in part to the highly successful July 4 Statue of Liberty festivities. Obviously, a lot of people believe this city still has much to offer. I do too.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+GOOD+NEWS+ABOUT+NEW+YORK+CITY&title=New+York+Times&issn=03624331&date=1986-09-28&volume=&issue=&spage=A.30&au=Corporation.%2C+ROBERT+PRICE%3BRobert+Price%2C+a+former+Deputy+Mayor+of+New+York%2C+is+president+of+Price+Communications&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Pe riodicals--United States,3624331,"Copyright New York Times Company Sep 28, 1986","''The business climate and the job numbers were so worrisome that the city had to take care of first things first,'' she said. ''It was more important to stabilize and prevent a job drain than to focus specifically on high tech.'' A positive step is a program called ''Join a School,'' sponsored by the Board of Education and the New York City Partnership, in which various corporations - including Chemical Bank, I.B.M., New York Telephone and Time Inc. - have aligned themselves with specific high schools in the city. To encourage students to complete school, these businesses offer them jobs in their organization, and provide personnel to function as ''mentors'' in the schools. A bright spot for me was a visit to the 83-year-old Morris High School. Known as ''the drug school'' in the 1960's and 70's, Morris was at the bottom of the Bronx's secondary learning institutions. It has recently undergone a $13.5 million modernization and, through the efforts of its former principal, Frances Vazquez, now Superintendent of High Schools in the Bronx, has received White House attention. At a press conference several years ago, President Reagan cited Morris, which is now sending 89 percent of its graduates to college, as an example of a public school that had been turned around by ''leadership'' and a ''return to the basics.'' I HAVE SEEN FEW places where poverty and plenty exist in the intimacy that they do in New York. Hard-core slum areas are frequently a short walk away from housing whose costs would be startling in almost any other city in the world. Housing is vital to the future growth of this city. And it must be made available at a price that puts it within reach of people of all economic strata.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Sep 1986: A.30.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Corporation., ROBERT PRICE; Robert Price, a former Deputy Mayor of New York, is president of Price Communications",New York Times Company,,Newspapers,426268416,"United States, New York, N.Y.",English,28-Sep-86,ECONOMIC CONDITIONS AND TRENDS; GEOGRAPHIC PROFILES,New York Times,NEWSPAPER,,,,,,,
+THE CHANGING IMAGE OF I.B.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/changing-image-i-b-m/docview/425475912/se-2?accountid=14586,"PERCHED ON A HILL JUST SOUTH OF THE LITTLE town of Yorktown Heights, N.Y., the Thomas J. Watson Research Center is a crescent of rough-cut stone and dark glass, the innovative heart of the International Business Machines Corporation. One of Eero Saarinen's last buildings, it looks as though a good wind would take it aloft - a fitting image for the most profitable industrial enterprise on earth. But on a warm day last month, the atmosphere inside was something less than upbeat as John F. Akers, I.B.M.'s president and chief executive officer, walked stiffly to the podium.
+He faced a sea of three-piece suits - the Wall Street analysts who follow I.B.M.'s every move breathlessly. That morning, they had been dazzled by a display of the company's latest technology: computers that transcribe human speech, chips that pack a million transistors on a tiny sliver of silicon, microscopes that lay bare a single ridge of atoms on an electronic circuit. But the guests were uneasy, concerned about a sudden and confusing downturn in the computer industry. Some blamed the recent uneasiness in the economy as a whole, others thought that customers were simply trying to digest their purchases following an unprecedented three-year buying binge. After a month of layoffs and huge losses at I.B.M.'s major competitors, including Apple Computer Inc., the analysts were ready for any glimmer of hope.
+It was not to be. Usually easygoing and relaxed, John Akers seemed tense. Five minutes into his talk, he lowered the boom. ''Achieving the solid growth we expected for 1985,'' he said, ''is now unlikely.'' Two wire-service reporters quietly slipped out of the room, breaking into a run once they were out of earshot. A half-hour later, even as Akers was hustling toward his waiting limousine, I.B.M.'s stock had started to plummet. By day's end it was down five points, taking the entire stock market with it. Bad news for I.B.M. was bad news for the American economy: the next day the market dropped another 16 points.
+Seldom has there been a more dramatic demonstration of the enormous power of the world's premier computer maker - and of its current uncertainties. Today, I.B.M. seems by turns invincible and vulnerable. One of the best-managed companies in the world, it is the overwhelming giant in the industry to which America looks for technological leadership. Despite the current downturn, I.B.M. itself remains a tower of strength. Yet the company is also in the midst of a period of profound change and experiment - moving into new fields, trying new management approaches, gambling and sometimes even losing. It's as though this most conservative of institutions had decided to overhaul its image, painting stripes on the starched white shirt that has long been an I.B.M. trademark. ''In the last three or four years,'' says Akers, ''we have literally turned the company upside down.''
+Indeed, I.B.M.'s boldness in recent times has shocked, and often terrified, competitors. Its announcement just 12 days ago of the acquisition of a major stake in the MCI Communications Corporation, the nation's second-largest long-distance telephone service, was yet another crucial step in I.B.M.'s transformation - its preparation for a new world in which computers become as commonplace and indispensable as telephones. I.B.M.'s vision is nothing less than to become the world's premier information handler, a single company selling not simply computers, but all the communications services needed to link those computers and their masters in a global network. It is a world in which ideas and information would be exchanged on a scale scarcely imaginable today.
+I.B.M. came of age as a manufacturer of typewriters and huge, multimillion-dollar mainframe computers. Now it has plunged into personal computers, robotics, financial services, telecommunications, every kind of computer software - and learned along the way to pitch its wares through major retailers like Sears, Roebuck & Company. It has overcome its suspicions of expertise not-developed-here and come to rely heavily on outside, low-cost suppliers - teaming up not only with MCI but with the likes of Merrill Lynch & Company, CBS, the Intel Corporation and the Rolm Corporation. The company has even set up more than a dozen independent businesses to explore risky ventures free of the crushing weight of I.B.M.'s cautious bureaucracy.
+Yet the remaking of I.B.M. has turned of late into a precarious balancing act - between entrepreneurship and central control, between the innovative anarchy of Silicon Valley and the paramilitary discipline that has been the hallmark of the company since Thomas J. Watson Sr. started peddling adding machines some 70 years ago. More than ever, I.B.M. needs its creative spark, but it does not want to abandon the tough management style that has made the company such a fearsome competitor.
+Can ''Big Blue,'' as the company is familiarly known, have it both ways? Lessons learned from its small new business units about marketing and manufacturing have been spread through the company. But at the same time, I.B.M. is reining in some of its key experimental ventures. Some executives worry privately that in the process I.B.M. could kill the very spirit of independence that made the new units successful to begin with. It is a problem faced by dozens of major American corporations as they, too, seek strategies to meet growing competition around the world.
+''I.B.M. has managed to blend the two cultures so far,'' says Robert Reich, a Harvard University professor who has studied America's industrial competitiveness. ''Can they do it in the future? I think it will get harder and harder.''
+THE TASK OF STRIKING A BALANCE HAS FALLEN TO JOHN FEL-lows Akers, the 50-year-old former Navy pilot who became chief executive officer just six months ago. He is tall, trim and well-tailored and, like virtually everyone in the top echelons, he is a home-grown product -a 25-year man. At Yale University, he recalls, his first inclination was to become an engineer, but his father warned that he wasn't cut out for the work. Today, Akers agrees: ''I would have been a complete failure.''
+He began as a salesman and went through the traditional rites the company saves for potential leaders, assignments around the country and the world. His wife and three children have reason to agree with the long-time executive plaint that the initials I.B.M. really stand for ''I've Been Moved.'' As an executive, Akers earned a reputation as a quick problem solver with a handle on product planning and manufacturing, not just marketing. In 1983, he vaulted over better-known candidates to become president.
+Akers has come to power at a moment when the company is poised for a great leap forward. In the past five years, I.B.M.'s revenues have almost doubled, reaching $46 billion in 1984. Its executives talk of another doubling by 1990 and of a $200 billion company before the end of the century. That could make it, in Akers's words, ''the biggest company in the biggest industry in the world.'' Of course, that would mean outperforming its Japanese competition, whose enormous success in the computer field helped spur I.B.M. to overhaul itself. And such predictions would also require that I.B.M. stave off the challenge of its only major domestic computer-telecommunications competitor, the American Telephone and Telegraph Company.
+Even as I.B.M., with its new MCI connection, is moving in on A.T.& T.'s turf, the telephone giant is trying to muscle its way into the computer world. Ten days ago, for example, the National Security Agency gave A.T.& T. a $946 million contract to provide computer systems for a new classified project. Thus far, however, A.T.& T. has failed to offset Big Blue's commanding lead in the lucrative corporate market.
+Yet there is a Catch 22 buried in I.B.M.'s plans. Only within the past three years has the company emerged from a barrage of antitrust charges in this country and in Europe. Would an even bigger, more powerful I.B.M., with a major stake in telecommunications and software as well as computers, rekindle those fears?
+John Akers seems tailor-made to cope with the issue. Unlike his predecessor, John R. Opel, the current chairman and a consummate inside man, Akers is altogether the public man. He speaks openly of spending ''as much as half my time in external affairs'' - and of the need to win public acceptance of the company's mission. ''To the degree,'' he says, ''that I.B.M. is understood by the people we do business with . . . and the people we have yet to do business with - there might very well go the future success of the company.''
+ON A BRILLIANTLY sunny day in Silicon Valley last fall, 3,000 employees of the Rolm Corporation gathered in the company's outdoor theater. The crowd's nervousness was palpable. For 15 years, since its founding in an abandoned prune shed, Rolm had been a classic valley success story -a freewheeling technological oasis, complete with meandering streams and an Olympic-size swimming pool. Its engineers were the best in the world at their jobs, creating what amount to huge, complex electronic switchboards - devices that link computers and telephones.
+Just days before, Rolm had agreed to be acquired by I.B.M. for $1.25 billon. But many employees feared that Rolm's corporate culture could never blend with the white-shirts-and-wingtips formality of I.B.M. The press was filled with predictions of a mass exodus of Rolm employees. The man assigned to allay those fears was John Akers.
+Clad in a light tan suit instead of his customary I.B.M. blue, Akers stood before the crowd in Santa Clara and reminisced about his tour of duty as a Navy flier down the road at Moffett Field. ''In those days,'' he said with a smile, ''I was working for a fairly large organization where everybody dressed pretty much the same.'' That broke the ice.
+Then came the sales pitch. Rolm, Akers said, would be left alone; there would be no invasion of uptight I.B.M. troops bent on reshaping the new recruits. As a matter of fact, Akers added, a lot of folks had the wrong idea about his company. I.B.M. had undergone a transformation. ''You name it and we've changed it,'' he said.
+For I.B.M., the stakes in the Rolm purchase could hardly have been higher. Telecommunications is essential if the company's vision of the future is to be achieved - a world in which information zips among computers in homes, factories and offices.
+Until recently, telecommunications has not been a major concern. Most office workers using a computer sat at terminals connected to a huge mainframe. The mainframe did it all. It held the company's files and allowed workers to share its calculating power. The terminals could simply display those files and send instructions for the mainframe to implement.
+But a series of remarkable inventions - notably, the microprocessor - has made it far cheaper and far more efficient to put the calculating power, in the form of a personal computer, on every worker's desk. Now the worker exercises far more control. He can choose his own programs, run them when he wants and as rapidly as he wishes, free of the limitations of a system designed to serve many masters. But there is a hitch: personal computers have limited memory, no fast access to the vast central files stored in the mainframe and usually no high-speed link to each other.
+So before that magic day when, as John Akers puts it, ''everything is connected to everything,'' revolutionary electronic networks must be developed. They require three basic components: a pipeline to carry the messages, software to make them understable to hundreds of different kinds of computers and switchboards to direct the traffic.
+Last month, I.B.M. bought into a pipeline - an 18 percent investment in MCI. The company's primary business is voice communications, but it also encompasses all the basic elements - satellites, fiber optic cable and 2.5 million customers - that I.B.M. needs to link up computers throughout the world.
+To provide the software, a formidable task only just begun, I.B.M. is looking primarily to its own programmers. The software must translate streams of data coming from machines that speak a variety of different computer languages. (There are actually major language variations within the I.B.M. line itself.) And the programs must also divvy up the computers' labor, simultaneously sending complex computations to big computers and simpler tasks to small ones.
+The third piece of the puzzle, the telephone-computer switchboards, has long been the bane of I.B.M.'s engineers. For years, they tried and failed to master the complex technology required. Then, in the spring of 1983, a letter from M. Kenneth Oshman, a founder and chief executive officer of telecommunications pioneer Rolm, landed on the desk of C. Michael Armstrong, who heads up the I.B.M. divisions de-voted to small computers. The letter proposed that the two companies join in a project to integrate computers and communications equipment. Armstrong and many of his colleagues leaped at the chance. ''We knew,'' he recalls, ''that if it all worked together, we could sell a lot of computers, and Ken could sell a lot of switches.''
+The decision to link up with Rolm raised some hackles at I.B.M. For some in the company, the very notion of seeking outside technological help was a public admission of weakness. I.B.M.'s leaders, however, were not about to stand on a point of pride. Today, as Akers puts it, the company can acknowledge that an outsider ''has capabilities that, were we to avail ourselves of them, would enhance I.B.M. more than if we do it all ourselves.''
+At first, though, the Rolm-I.B.M. partnership simply didn't work. ''You have to understand,'' says a Rolm official, ''that I.B.M. is like the military. They have been trained since birth that classified information stays within the organization. We were outsiders. So when we went to ask questions about future products, stuff we needed to know, all we got was polite 'no's.' ''
+By March 1984, Ken Oshman and Mike Armstrong were on the phone constantly, talking from opposite coasts about their growing problems. Their staffs clashed often on details. Which company would spend how much on which projects? Whose profits were going to suffer? ''Everyone was protecting his own interests,'' Oshman recalls. ''It got pretty untenable pretty fast.''
+By fall, at Oshman's behest, the two companies were talking about a merger. Finally, after 48 hours of intense negotiations in late September, agreement was reached. It was an extraordinary move for I.B.M., the company's first acquisition in 22 years.
+I.B.M. paid a premium price, but even before the ink on the contract was dry, some of the old problems went away. ''It was like magic,'' one Rolm employee says. ''We were given the keys to the kingdom, and suddenly we were told everything about everything.''
+Still, the results are not yet in on I.B.M.'s ability to integrate without overwhelming. Some Rolm employees chafed when the security-conscious I.B.M. started slapping big orange locks on file cabinets. Moreover, the decision-making styles of the companies have often been in conflict. Oshman sums up the differences: ''We're used to kicking off an important product development on the basis of three engineers looking at the problem on a half-time basis for three or four weeks. We fly from intuition. I.B.M., on the other hand, flies from business cases. They'll assign 15, 20, maybe 200 people to examine every issue. We are always optimistic; they are cautious. It's not as risky, but it takes longer to get off the dime.''
+Thus far, workers at Rolm say, I.B.M. has pretty much kept hands off. It has carefully avoided deploying its own engineers in Santa Clara. Rolm's employee turnover rate, to everyone's surprise, actually dropped dramatically. But Rolm's troops are still uneasy. Virtually every I.B.M. division with a telecommunications problem, for example, has beat a path to Santa Clara. Recently, some have been turned away, with the explanation that Rolm simply does not have the manpower to help them. ''We're exhausted,'' says one Rolm executive. ''They are so huge. It's like watching the entire Chinese Army march through your laboratory.''
+THE WORLD HEADQUARTERS of I.B.M. is a sprawling complex of steel and glass overlooking the sleepy town of Armonk, N.Y. On a blustery day last March, John Akers and a handful of his deputies gathered there to consider a problem that cut to the soul of the proud company.
+More than a year before, I.B.M. had brought forth one of the most eagerly awaited products in the company's history, an inexpensive home computer that many experts thought would single-handedly move the computer revolution into millions of American homes. Yet for all the efforts of the lovable Charlie Chaplin look-alike in the television ads, who pushed the PCjr around in a baby carriage, the machine had been a flop. Now, Akers and his aides had to determine whether there was any hope of salvaging I.B.M.'s littlest computer. The decision: Stop production.
+Word spread quickly through headquarters and to the outer world. The press jumped on the story with such headlines as ''The PCjr Is Dead.'' Other companies may make mistakes, turn out flawed products - but not the sober, painstaking giant called I.B.M.
+The PCjr was I.B.M.'s first public fall from grace. It is not apt to be its last. The plunge the company has taken into new, risky ventures almost assures that. ''Chances are, you are going to fail on some,'' says John Akers. ''As a matter of fact, you ought to fail on some.''
+The most dramatic and far-reaching example of I.B.M.'s new commitment to risk has been its creation of the independent business unit. These I.B.U.'s are specifically designed to operate completely outside Armonk's orbit, unencumbered by the slow and sometimes stifling corporate bureaucracy. The goal is to give the small units the freedom to experiment, to bet their capital and talent on new and untried solutions - in short, to be entrepreneurs.
+For executives steeped in the company culture, the change can be jarring. ''Sometimes it's difficult to convince I.B.M.-ers that they really are independent,'' says Terry R. Lautenbach, a former I.B.U. chief who is now the corporation's top marketing strategist. ''They always want to check with Central and ask, 'What are the rules?' The answer is, 'There are no rules. Just get the job done.' ''
+The personal computer group, which designed and produced the PCjr, has had few of those inhibitions. It was set up in July 1980, a few miles from the beaches of Boca Raton, Fla., as one of the first of the I.B.U.'s. Its history tells much about the strengths and weaknesses of today's I.B.M.
+The man put in charge was Philip D. Estridge, whose easygoing, animated manner make him an unlikely candidate for an I.B.M. executive. ''When we started,'' he recalls, ''we were a dozen people who knew a little about personal computers.'' The assignment: to create something new.
+Within an astonishing four months, Estridge and his team came up with a prototype of their first product, a small office computer immediately dubbed the PC. It was far from a technological triumph. No more than a moderate improvement over the Apple II, the PC seemed designed to do so many things well that it did nothing brilliantly. Still, there was genius in Boca's first product.
+The Boca team had ignored the company's existing computer line and designed a machine made up almost entirely of off-the-shelf components bought from outside manufacturers - heresy in an organization that had always made its own key parts. And, in a break with I.B.M.'s secretive tradition, Estridge made all the technical specifications available to small software houses, which raced to write thousands of programs for the new machine.
+The marketing of the PC also flew in the face of I.B.M. tradition. In the mainframe business, the company has always been something of a job shop, with teams of skilled salesmen and engineers carefully tailoring its big, expensive machines to the needs of particular corporate customers. Suddenly, the focus shifted to the thousands of individual businessmen who were invited to buy their I.B.M. computers off the shelves of Computerland, Sears and other retailers. These stores would actually compete for large accounts against I.B.M.'s own direct sales force.
+The results were extraordinary. Within two years of its introduction, the PC displaced Apple as the nation's top-selling personal computer.
+Seemingly overnight, the Boca operation was transformed. What had started as a project involving a dozen engineers now embraced 10,000 workers, spread over 45 buildings in Boca and a huge manufacturing facility in Texas. In fact, the PC project became so big and so successful that it began to run up against some of the organizational imperatives of the parent company. By late 1983, the I.B.U. had been transformed into the Entry Systems Division.
+In Armonk, the executives were astounded by how quickly American businesses were latching on to the PC's - and beginning to demand ways to tie the new machines to their mainframes and mid-sized computers. Gradually, it dawned on I.B.M.'s leaders that they could make the PC the building block of the company's entire office strategy. But there was a problem: the PC had never been designed to communicate with its bigger brethren; it was a one-worker-to-a-machine computer. To make the rest of the company's product line compatible with the PC required the involvement of scores of engineers from other I.B.M. manufacturing plants and development laboratories around the world.
+Thousands of representatives from Armonk and I.B.M.'s divisions began to show up in Boca. There were endless negotiations. Some of the engineers from the other divisions were willing to make design compromises; some dug in their heels.
+Meanwhile, Boca's next product was in the works -I.B.M.'s first entry in the home computer market. Such giants as Texas Instruments and Atari had already tried their hands with inexpensive home machines, which had briefly soared, but ultimately crashed. But by the time the PCjr was introduced in November 1983, industry experts were predicting that the new machine bearing the almighty I.B.M. logo would turn the computer market upside down. ''They won't be able to make them fast enough,'' a leading computer analyst said confidently, and no one argued.
+But there were troubles from the beginning. The PCjr was essentially a watered-down version of the PC. Little was innovative. The keyboard, with rubber keys that resembled Chiclets chewing gum, looked cheap. Moreover, the $1,300 computer did not have enough memory to use the most popular personal computer programs. After eight months of denying there was a problem, I.B.M. reissued the machine with a new keyboard and greater memory, but sales remained poor.
+Many in the industry saw the problems of the PCjr as the inevitable result of a clash of corporate cultures: the freewheeling, innovative spirit of Boca versus the dead hand of Armonk. As one software executive put it, the PCjr ''looked more like it was designed by a task force of bureaucrats than a garageful of hungry engineers.''
+Other experts, however, believe that the major problem was the absence of those bureaucrats and their careful, thorough habits. Estridge himself admits that basic errors of judgment were made in Boca. ''It turned out,'' he says, ''that we had it all wrong.'' His team thought that first-time computer-users, the PCjr's intended market, would be shopping for a simple machine; in fact, most purchasers had learned about computers by operating a PC in their offices, and they expected the same level of performance from the PCjr. ''The world was changing, and computer users were getting far more sophisticated,'' Estridge says. ''We didn't pick up on it.''
+There was another point I.B.M. failed to pick up on. When John Akers and his aides decided to halt production of the PCjr, they were shocked by the public reaction. I.B.M. offered the kind of assurances it would have given its mainframe customers: It would continue to sell the machine and service it. But the press charged that the company had created ''computer orphans'' - customers who were saddled with a machine for which no new programs would be written. As some I.B.M. executives will now admit privately, the company was simply naive about how to treat consumers as opposed to corporate customers.
+Before the PCjr was even cold in the ground, another set of problems cropped up in Boca. It centered on a new personal computer, the PC-AT, a highly sophisticated machine intended for office workers who had outgrown the original PC. Companies rushed to buy it, enthralled by a terrifically powerful computer that cost less than $7,000. After the disaster of the PCjr, the innovative promise of Boca had once again been confirmed. But in its haste to bring the PC-AT to market, Boca had tripped.
+Computer Memories Inc. of Chatsworth, Calif., supplier of the machine's high-speed disk drive, was unable to meet its production schedule. And the entrepreneurs at Boca had no place else to turn. The output of PC-AT's slowed to a trickle as orders piled up and dealers and customers fumed.
+Boca had violated a cardinal I.B.M. rule - never rely on a single supplier - and some old-line company veterans gloated. Big Blue, after all, had not risen to fame and fortune by surrendering control over its fate to outsiders. Production of the PC-AT picked up only when the company found a second supplier for the PC-AT disk drive - an I.B.U. In its distress, the company had found an inside solution.
+Meanwhile, there was increasing evidence that Armonk was moving in on Boca. Estridge was relieved of command and dispatched to a high-level staff job at headquarters. The company calls the move a promotion, describing Estridge as ''a hero of the I.B.M. Corporation.''
+Then, three weeks ago, his replacement, William C. Lowe, announced that he and his 200 top staff members were being transferred out of Florida and settled in New Jersey, just across the Hudson from Armonk. Lowe explained that his division was now producing products that are ''strategically significant to I.B.M.'s future.''
+I N A VAST FACTORY IN Fremont, Calif., thousands upon thousands of Macintosh computers roll off the assembly line, soldiers in Apple's faltering battle with I.B.M. In the center of the plant, a large robot labors with furious precision to assemble the computers' key components. The robot, Apple officials confess, is made by the International Business Machines Corporation - in one of more than a dozen entreprenurial units committed to the spirit of innovation that flourished in Boca Raton.
+The range and scope of activities is remarkable. An I.B.U. with headquarters in Milford, Conn., is leading the corporation's hard-driving effort to develop its own computer software, while aggressively acquiring new programs from outsiders. I.B.M. claims that if the Milford operation and its satellites were a separate company, it would rank in the Fortune 500. Another I.B.U. is designing special computers and communications networks for universities, paying academics to aid in designing prototypes. Still other units are building everything from computerized bank-teller machines to disk drives.
+But those are the projects that company spokesmen brag about. Some others have quietly folded. The most notable failure was a unit that made computer systems to analyze medical data for doctors' offices and hospitals.
+I.B.M. insists that it is prepared for some failures. ''When you take risks with new ideas,'' says chairman John Opel, who launched many of the business ventures, ''they don't all turn out to be PC's.'' Yet there are signs that the focus of the company's innovative thrust may be shifting away from the I.B.U.'s - and toward older development laboratories and factories.
+Jack D. Kuehler, the man responsible for all of I.B.M.'s manufacturing and development operations, is presiding over that shift. ''I encourage each product manager, wherever he is in the company, to use the most competitive part,'' says Kuehler, ''even if it is not an I.B.M.-made part. And whenever our inside supplier loses, I rub his nose in it, and I ask why. And they improve.''
+In Lexington, Ky., the company has spent $350 million to turn a greasy assembly line for Selectric typewriters into a showcase automated factory. After a decade when the company's typewriter business was ravaged by Japanese models that could be assembled far more cheaply and easily, I.B.M. is fighting back with a whole new line of fully electronic typewriters designed for fast assembly by rows of I.B.M.-made robots.
+The continued use of outside expertise, however, has sparked a backlash within the ranks of I.B.M. A group of top scientists at the Yorktown laboratories last year called in consultants to discuss the dangers of overreliance on outsiders. The scientists feared that I.B.M. research might lose its edge if the company grew accustomed to shopping for technology. A similar concern surfaced this spring when I.B.M. signed an agreement to buy, for the first time, whole computers from an outsider - Stratus Computer Inc., a maker of specialized systems used by banks and brokerage houses -and to market them under the Big Blue label.
+Can I.B.M. learn to live with the extraordinary tensions produced by its transformation? Mike Armstrong, who runs the company's small-computer operations, has no doubt. ''I.B.M. is a marvelously adaptable company,'' he says with the assurance of a 25-year veteran - he hitchhiked 200 miles to get to his job interview in Indianapolis. ''I have never seen an institution that can manage change so well.''
+But seldom has I.B.M. had so much on its plate. In the short term, it must sustain its entrepreneurial drive at a time when profits are sparse. The long-term challenges are far more daunting. I.B.M. must somehow integrate MCI, Rolm and its I.B.U.'s into the company's operations while simultaneously flying off in a dozen new and different directions.
+As Robert Reich of Harvard points out, I.B.M. has made a fateful choice. Big Blue has felt the whiplash of competition from Japan Inc. and its low-cost and ever-more-sophisticated manufacturers. I.B.M. might have chosen to concentrate solely on innovation - the traditional American strong suit. Or it might have opted to go head-to-head with Japan in production. Instead, it has decided to do both.
+''It's really a choice that all American industry faces,'' Reich says. ''I.B.M. is a metaphor for a much bigger debate. I'm somewhat skeptical about I.B.M.'s chances, but who's to say they can't get there?''
+I.B.M.'s grand scheme calls for a revolution in global communications and information under its own aegis. But ultimately, its success may depend less on managerial and scientific innovations than on political realities. The Western world is deeply apprehensive about the concentration of overwhelming technological power in the hands of a single company. John Akers clearly perceives the danger. In his first appearance as chief executive officer before the company's shareholders, he sent a clear message through the ranks: ''I.B.M. will be permitted to grow and prosper only where people and governments understand that we are indeed helping to solve society's problems.''
+BUYING INTO THE FUTURE",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+CHANGING+IMAGE+OF+I.B.M.&title=New+York+Times&issn=03624331&date=1985-07-07&volume=&issue=&spage=A.13&au=Sanger%2C+David+E%3BDavid+E.+Sanger+is+a+business+reporter+for+The+Times.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 1985","Thus far, workers at Rolm say, I.B.M. has pretty much kept hands off. It has carefully avoided deploying its own engineers in Santa Clara. Rolm's employee turnover rate, to everyone's surprise, actually dropped dramatically. But Rolm's troops are still uneasy. Virtually every I.B.M. division with a telecommunications problem, for example, has beat a path to Santa Clara. Recently, some have been turned away, with the explanation that Rolm simply does not have the manpower to help them. ''We're exhausted,'' says one Rolm executive. ''They are so huge. It's like watching the entire Chinese Army march through your laboratory.'' For executives steeped in the company culture, the change can be jarring. ''Sometimes it's difficult to convince I.B.M.-ers that they really are independent,'' says Terry R. Lautenbach, a former I.B.U. chief who is now the corporation's top marketing strategist. ''They always want to check with Central and ask, 'What are the rules?' The answer is, 'There are no rules. Just get the job done.' '' Other experts, however, believe that the major problem was the absence of those bureaucrats and their careful, thorough habits. [Philip D. Estridge] himself admits that basic errors of judgment were made in Boca. ''It turned out,'' he says, ''that we had it all wrong.'' His team thought that first-time computer-users, the PCjr's intended market, would be shopping for a simple machine; in fact, most purchasers had learned about computers by operating a PC in their offices, and they expected the same level of performance from the PCjr. ''The world was changing, and computer users were getting far more sophisticated,'' Estridge says. ''We didn't pick up on it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 1985: A.13.",1/4/21,"New York, N.Y.",,"Sanger, David E; David E. Sanger is a business reporter for The Times.",New York Times Company,,Newspapers,425475912,"United States, New York, N.Y.",English,7-Jul-85,EXECUTIVES AND MANAGEMENT; MARKETING AND MERCHANDISING; COMMUNICATIONS; Data processing; Telecommunications,New York Times,NEWSPAPER,,,,,,,
+LABOR'S GRAND ILLUSIONS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/labors-grand-illusions/docview/425322923/se-2?accountid=14586,"THE TIME OF RECKoning is at hand. Eight days hence, when 35 chief potentates of organized labor gather around a square of gold-topped tables in Bal Harbour, Fla., to establish priorities for the year ahead, they will be confronted by the consequences of a high-stakes gamble gone wrong. Their losing bet on the Presidential campaign of Walter F. Mondale was the most intense and costly political drive in union history. It was also a fateful warning that, unless organized labor begins to change its ways, and soon, the union movement may not be able to halt its three-decade-long downhill slide, becoming ever more irrelevant to its membership and to the political leadership of the nation.
+The disenchantment with labor and with its early and massive king-making effort lost Mondale many independent votes in the primary and general elections. Worse still, running against a conservative Republican President whom the A.F.L.-C.I.O. denounced throughout the campaign as a champion of ''scab-herders and union-busters,'' the liberal, pro-union Democrat was able to win only 55 percent of the vote in union households. Support for President Reagan was particularly strong among the younger, well-paid, white unionists from whose ranks labor has traditionally drawn its leaders.
+Inside the Democratic Party, influential leaders are clamoring for decisive action to persuade the electorate that the party is not a prisoner of organized labor. And the greatest binge of mergers in union history underscores the feebleness of many unions whose membership and treasuries have been shrunk by the triple squeeze of import competition, deregulation and sophisticated assaults by employers on every aspect of contract negotiations.
+Yet it is far from certain that major shifts in course will result from any soul-searching by the executive council of the American Federation of Labor and Congress of Industrial Organizations during its weeklong meeting. Self-righteousness is so pervasive in organized labor's upper reaches that even the danger flags flapping all around may not be sufficient to make the leadership acknowledge either inadequacy or error.
+At the bargaining table and on the picket line, labor's political defeat has encouraged increased aggressiveness by management. ''A lot of businessmen feel they can forget the trade-union movement,'' says Prof. Herbert R. Northrup, chairman of the Labor Relations Council at the University of Pennsylvania's Wharton School. In Congress, a stalemate is the best labor can hope for, as unions and employers vie for a leg up on labor legislation. At the White House, labor expects the worst. The President is already in the process of solidifying a pro-employer majority on the National Labor Relations Board, the key Government agency for enforcing the labor laws. Says Murray Seeger, the A.F.L.-C.I.O.'s information director, ''The union busters are in hog heaven now.''
+THE ROBUST INdustrial recovery that contributed so substantially to the Reagan sweep has brought no respite from management pressure to cut union benefits and hold down labor costs. Union wage gains are running at the lowest level since such records have been kept, and many contracts still call for pay freezes or outright cuts. Two-tier wage systems, which condemn younger workers to entering jobs at rates 25 to 50 percent below those received by senior employees, are becoming increasingly common, a time bomb waiting to explode into generational conflict.
+The Florida meeting will have before it some arresting new ideas for reversing labor's plunge, but the council's readiness to accept them is problematic. The ideas have been volunteered by sympathetic advisers invited in from academe, a source of inspiration rarely turned to in the lush years of double-digit wage increases and fat benefit packages.
+One set of recommendations envisions a much more enterprise- oriented brand of unionism that would involve workers deeply in corporate decision making and make profit-sharing a key element in wage determination. Another professorial prescription calls for unions to recognize that their present image is so repellent to millions of unorganized workers that the unions' best hope for getting them on their side lies in a flanking maneuver - providing seed money to encourage the formation, outside the labor establishment, of nonunion employee associations that over the years might ripen into full- fledged unions.
+Questions about how receptive the A.F.L.-C.I.O. chieftains will be to such fundamental reforms have been sharpened ever since Election Day by their disposition to claim a kind of victory in the disastrous Presidential contest. They have lost no opportunity to boast that if all Americans had voted as did A.F.L.-C.I.O. cardholders, labor's chosen candidate would have been carried into the White House by a landslide.
+When John Perkins, director of the A.F.L.-C.I.O. committee on political education, made a euphoric presentation along these lines at a Virgin Islands meeting of ranking Democratic officials a fortnight after the election, David Nagle, the party's Iowa state chairman, caustically suggested that all Democrats rush home and demand a recount.
+''A state of auto-hypnotism seems to have set in,'' says Dr. Arnold R. Weber, president of Northwestern University and an assistant secretary of labor in the Nixon Administration. ''They cannot afford to fall into the trap of self-delusion when the need is to recognize that many of their problems arise out of the changing attitudes of workers and long-term trends affecting industry and the work force.''
+UNIONISM'S FUture will depend to a great degree on its ability to organize the new and expanding areas of the economy in the high-technology and service industries. So far, it has pretty much struck out in ''Silicon Valley,'' the California home of hundreds of computer and electronics companies.
+The day after the Reagan election triumph, I spent some hours talking to workers at the California valley's biggest unionized plant, the Sunnyvale works of the Lockheed Missiles and Space Corporation. Built 27 years ago, Sunnyvale has operated from the outset under a master contract with the International Association of Machinists and Aerospace Workers, under which 6,000 of the plant's current 20,000 employees must either be union members or pay union dues to hold their jobs.
+But it quickly became evident that this seeming bastion of space-age unionism was no model of solidarity. All but one of the first dozen unionists to whom I talked had voted for Reagan. Most of them expressed resentment that their parent union had made a political choice before anyone knew for sure who was running, and few had kind words to say for the union in any connection.
+Anticipating that union activists would put the previous day's election results on their agenda, I went to the regular monthly meeting of the lodge, which represents 1,433 day-shift workers in blue-collar operations. Only 40 persons attended, virtually all officers or shop stewards. Not a single person uttered a word about the defeat of the candidate whose success the union's convention last September had unanimously declared imperative to the survival of free unionism and collective bargaining.
+After the meeting, when I asked the lodge's president, Mac N. Goff, why there had been no discussion of the election, he grinned. ''Oh, they don't want to talk about that,'' he said. Ken Benda, head of the district council that embraces all six union lodges at the Lockheed plant, later supplied a footnote. ''They don't see Reagan's name on their paycheck,'' he said, ''but they feel he's the guy they're working for.''
+The sentiments of the missile makers at Lockheed are hardly representative of those of the great mass of trade unionists, but the width of the political chasm that separates them from their leaders helps explain the misleading nature of the all-for-one ballots by which, months before the first primary or state caucus, a relative handful of top unionists sealed the Mondale endorsement in the name of 90 percent of the federation's 13.7 million members.
+In support of that position, organized labor enrolled 150,000 volunteers, spurred registration through phone banks in 500 large cities and mobilized its computerized membership files to inundate union households with Mondale literature keyed to their particular jobs. Contributions to union political action committees rose 21 percent over 1982, despite a drop of a million in A.F.L.-C.I.O. membership. Yet when November rolled around, Ronald Reagan's share of the vote in union households was almost exactly the 45 percent it had been four years earlier, when labor campaigned half-heartedly for Jimmy Carter.
+Enthusiasm for Reagan was strongest among white male unionists under 40 and among those who had climbed highest on the income ladder, their $25,000 to $50,000 wages testimonials to the struggles of union pioneers.
+''Each generation has to learn the hard lessons for itself,'' says William W. Winpisinger, the machinists' international president. But the breaking of ranks by so many youthful mainstream unionists - college-educated and impatient with institutional constraints - makes such appeals to tradition a dubious safeguard for the 1990's and beyond.
+Where the labor establishment has the most reason for feeling good about its political efforts is in the Congressional and gubernatorial races. Nearly two-thirds of those whom labor endorsed, the great bulk of them Democrats, were elected: 72 percent of A.F.L.-C.I.O. members voted for Democratic Senate candidates and 69 percent for Democratic House candidates.
+Another reason for optimism stems from federation polls limited to the A.F.L.-C.I.O.'s own members, and leaving out such unaffiliated organizations as the pro-Reagan International Brotherhood of Teamsters. A 61-39 margin for Mondale was reported - 20 percentage points above his vote in the general population.
+Unfortunately, painful experience has taught labor that its favorites must get at least 65 percent of all the votes in union families - not just members' votes - to counter the conservative tilt in the general electorate.
+The disparity between the size of the union vote for President and for members of Congress suggests a basic weakness of the A.F.L.-C.I.O. as a national political force. In the Congressional and gubernatorial races, labor's endorsements traditionally emanate from local and state unions and are viewed by both union members and most voters as a standard expression of local civic involvement, akin to the endorsements of local business and professional groups. At the national level, the demonology of American politics takes over. IN THE PUBLIC MIND, the image of big labor today is still stereotyped in the cartoonists' version of longtime A.F.L.-C.I.O. leader George Meany: a baleful-looking figure with a bulging belly and a clenched cigar, hurling monkey wrenches at the White House and the Capitol. Neither the atrophy in labor's muscle in recent years nor the gentility of Meany's successor, Lane Kirkland, a soft-spoken technocrat, has done much to erase that image of a boss-led monopoly that uses its enormous resources for selfish purposes.
+When the union nabobs sought to turn the 1984 primaries into a stampede that would allow Mondale to clinch the nomination in the first two months, Senator Gary Hart fastened on this widespread perception to impugn Mondale's independence. Once raised, the issue never went away. Even union stalwart Douglas A. Fraser, former president of the United Automobile Workers, says of the special-interest tag, ''It became an albatross, and a most unfair one.''
+In the recent scramble for selection of a new Democratic national chairman, all the candidates used code words to make clear their desire to have labor stay in the party in 1988 but to lower its profile lest independent voters conclude once again that the party's Presidential nominee is in labor's hip pocket.
+Yet Democrats already being mentioned as possible aspirants for the 1988 Presidential nomination show little sign of shrinking from labor's support. In the primaries, the A.F.L.-C.I.O. clearly has enormous power - power it demonstrated convincingly in the key industrial states to deliver the nomination for Mondale after his early stumble in New England. As for the general campaign, New York's Governor Cuomo, for one, recalls his gubernatorial victory in 1982, despite ''all the geniuses who told me it would hurt to take labor's backing.'' The idea that any significant number of people would reject a candidate on that ground, he says, represents ''a naive view of the American voter.''
+The Democrats' tip-toe search for ways to lessen the appearance of party subservience to labor without chilling union zeal in getting out the vote has reinforced union chiefs' confidence about the correctness of their decision to go in early and hard for Mondale. The Bal Harbour meeting will not be an occasion for scapegoating, much less head-chopping, principally because an unparalleled degree of top-level unity marked every step leading to the federation's go-for-broke commitment. It represented the fullest flower of the process of collegiality and consensus that is the hallmark of Kirkland's leadership style.
+In five years at the helm, Kirkland has won solid respect for reasonableness and sharpness of mind, not solely among his associates on the executive council but from virtually all the tycoons and political leaders with whom he has dealt at close range. The missing ingredient in his makeup is magnetism, a major deficiency for unionism in this telegenic age.
+But something beyond charisma or the repackaging of outworn practices and programs will be necessary to recoup the political and economic strength of organized labor. THREE DECADES ago, nearly one-third of the nation's employed work force was unionized. According to a new study by Leo Troy of Rutgers University, the country's foremost expert on union membership trends, that ratio dipped in 1983 to an all-time low of 20.6 percent, and is still dropping. How damaging this slump has been in sharpening management interest in getting rid of unions altogether is starkly reflected in a five-year report soon to be published by Audrey Freedman, a labor economist for the Conference Board, a business research group. The data show a steep decline in the proportion of union members in 500 companies, large and small, chiefly the result of the opening of new plants or divisions. Whenever the proportion fell below half of the total work force, Mrs. Freedman reports, employer priority tended to shift from collective bargaining to avoiding unions.
+Another sign of the diminished union power detected in the Conference Board report is a ''startling change'' since 1978 in the standards employers apply to determine the upper limits of settlements they will accept at the bargaining table. Considerations of efficiency and cost-containment based on the company's own profit-and-loss statement are now uppermost. In determining all their personnel policies, union pressures rank at the top in only 30 of the 499 enterprises surveyed.
+In years gone by, corporate managements bowed to regional or nationwide wage patterns. Individual companies' distinctive needs and ability to pay were blandly disregarded on the comforting assumption that big pay increases could be passed on to the consumer in even bigger price increases.
+Now competitors at home and abroad have banished that easy out and so-called ''pattern bargaining,'' a bedrock element in union efforts to stabilize wage rates and thus eliminate intercompany rivalry at the expense of workers, is perceived to be a formula for industrial suicide. The hard-line employers succeeded last year in holding down the average annual increase in major contracts covering 2.3 million workers to a record low of 2.3 percent, less than enough to offset even the sharply reduced inflation rate. In unionism's black book, much of this toughness is rooted in the pattern of management resistance President Reagan set in 1981 when he dismissed striking air-traffic controllers and put their union out of business.
+Out of recognition that the survival of their unions and the jobs of their members depend on substituting new forms of teamwork for atavistic tests of strength, unionists are making long strides in many once-turbulent industries toward a genuine involvement in corporate governance at every level, from workbench to board room.
+Not all these experiments in industrial democracy have worked, but where both sides have tried hardest to modify authoritarian command systems and enlist the creative talents and brain power of the work force, the benefits have been remarkable in terms of raised efficiency and job satisfaction. Profit-sharing, employee stock ownership and other devices for giving workers a ''piece of the action'' have muted the battle for the buck at some negotiating tables. Elsewhere, unions have joined employers in mutual ventures to develop advanced technology or expand product lines and markets as a means of promoting the economic well-being of American business and labor.
+The Bricklayers Union, for example, under its Harvard-trained president, John T. Joyce, has contracted with its employers to put money that would otherwise go to its members as wages into a jointly administered fund to devise strategies for long-term growth of its branch of construction through research and development, improved apprenticeship training and more stable labor-management relations. Even more sweeping types of social inventiveness are being exhibited by unions and management in industries forced into a survival mode by the hammer blows of overseas competition. The United Automobile Workers and the Big Three auto companies have been in the forefront of these transformations. Thus the union is in on every aspect of the design and marketing of General Motors' challenge to Japanese supremacy in the small-car market, its projected Saturn subcompact.
+At the joint General Motors and Toyota venture at Fremont, Calif., the assembly line, since Henry Ford's day the symbol of machine's mastery over man, can now be stopped by any factory worker in the event of a production defect or a safety hazard. Time clocks have been banished. And job classifications have been cut from 80 to 4 to make operations more flexible and to give workers added responsibility.
+Changes of equal magnitude are likely in many other major auto plants as a result of the trailblazing master agreements signed in Detroit last fall. The contracts enable the companies to move full speed ahead on introducing robots and flexible business practices in exchange for establishment of a jointly run job-opportunity bank designed to insulate displaced workers against layoffs by providing them with retraining, transfer to other plants or even assignment to nontraditional jobs outside the auto industry. But the slim margin by which the accord won membership ratification at G. M. suggests that it is too early to be sure the new cordiality will continue when the union finds it necessary to line up alongside management in decisions that require sacrifice by some employees to protect the jobs of many more.
+Suspicions of bad faith are slow to die on both sides. For unionists, they revive every time National Guardsmen are mobilized to run scabs through a picket line or a sophisticated unionbuster is hired to frustrate an organizing drive. In recent months, unionists have hauled out the bloody shirt afresh in alarm over union setbacks at Greyhound, Continental Airlines, Phelps Dodge and dozens of lesser battlefields. Even Lane Kirkland, normally the most civilized of communicators with industry, talks darkly of a return to the ''law of the jungle'' in industrial relations.
+With union ranks thinning and union revenues melting, the A.F.L.-C.I.O. has been moving into a matchmaker role to encourage more of its weaker affiliates to merge and thus better equip themselves to stave off management challenges. The Bureau of Labor Statistics has recorded 29 union mergers in the last six years, fully a third of all that have occurred since the A.F.L. and C.I.O. set the pattern in 1955 by uniting after 20 years of civil war. The hope of the founders was that affiliates with overlapping jurisdictions would swiftly follow suit, but few took the hint until adversity began hammering at the door.
+Most of today's marriages have less to do with rationalizing union structure than with making it easier for unions to pay their bills. A conspicuous exception is the prospective merger next month of the International Typographical Union, hard hit by the automation of the composing rooms of America's newspapers and publishing houses, with the Graphic Communications International Union, itself an amalgamation of four pre-existing printing unions, all shrunk by new technology. The I.T.U., one of the oldest of America's unions, was on the verge of merger with the International Brotherhood of Teamsters last spring, but a palace revolt inside the printers' union killed that project in favor of one that would wed the organization to the other publishing crafts. THE EXECUTIVE council will have a few things to cheer about at Bal Harbour. One is the agreement concluded last month after a 10-week strike at Yale University, under which 2,500 clerical and technical employees, 80 percent of them women, will receive salary increases averaging as much as 35 percent over the next three and a half years. Two aspects of the pact were especially significant - the ingenuity and solidarity the strikers showed in their long battle with Yale and the start that the 17-step pay structure created under the contract makes toward evening out a few of the inequities women have traditionally labored under.
+Another bit of good news was a Government analysis last month showing that the average full-time worker represented by a union earned $101 a week more in 1984 than the average nonunion worker. The union average was $404, as against $303 for the four-fifths of the work force outside unions. The edge was even higher for members of minority groups, with blacks under union contracts averaging $352 a week compared with $236 for blacks lacking union protection. Among Hispanic workers, the union average was $346 against $236 for nonunion employees.
+In the estimation of James L. Medoff, a Harvard economist whose ideas were among those solicited by the A.F.L.-C.I.O.'s committee on the future of work, the road to more victories lies in greater stress in the function unions fulfill in helping workers to gain a greater voice in the work place and in public affairs. A Harris poll commissioned by the A.F.L.-C.I.O. indicated that a near-majority of nonunion workers applauded these aspects of unionism, while refusing to join because they see unions as ''self-serving monopolies.''
+Medoff believes many of these workers can be sucessfully wooed if unions concentrate on employees in small businesses, traditionally neglected by unions because turnover is high, as are organizing costs. A special receptivity to unionization, the Harris poll indicates, exists among women, blacks and younger workers in companies with fewer than 100 employees, particularly in such growing service areas as finance, insurance, real estate and retail trade.
+Partially because of the low standing of labor in the eyes of most other unorganized workers, and because of strong management opposition, Medoff sees real problems in inducing appreciable numbers of the unorganized to enroll under the A.F.L.-C.I.O. banner. Instead, he proposes that the unions foster the creation of nonunion, independent employee associations. Organized according to geography or trade, the associations would offer vocational and work-place counseling, provide retirement, health and dental insurance, and arrange volume discounts on purchases of consumer goods. By helping to form such associations, Medoff believes, unions could demonstrate that their interest in doing things for working people extends beyond collecting union dues. They might also set in motion a process out of which orthodox unions could arise - as has happened in the conversion over the last 20 years of associations representing teachers, civil-service workers and nurses.
+From Thomas A. Kochan of the Massachusetts Institute of Technology comes the suggestion that the high mobility of younger workers makes it desirable for organizers to focus on services to youths starting their work careers by skipping from one part-time job to another in such places as supermarkets, construction sites and hospitals. Kochan was impressed by the seriousness with which union leaders listened to his presentation. ''They seemed willing to entertain more ideas and take more risks than in the past,'' he says.
+Nevertheless, the pervasive stand-pat attitude of the federation makes young turks in labor skeptical that anything fundamental is going to change. Small stirrings of impatience find occasional expression at the grass roots. For example, 40 young unionists, from the federation's headquarters in Washington and others from out in the field, formed a loose, unofficial network a year and a half ago to exchange ideas on programs for rebuilding the labor movement from the ground up.
+As one member, Martin Manley, political action director for the Santa Clara County Central Labor Council, in San Jose, Calif., explains: ''When you have a generation of workers who are better educated and not ready to settle for eight hours of mindless work they don't have to think about, the labor movement is not going to fly if all we have to offer is the highest buck.''
+Manley complains that the parent federation is ''not putting out any sort of message to our members on what we stand for.'' His own conviction is that such a message must center on a larger voice for workers and unions in corporate management, with a distinct agenda for each company or facility. He concedes, however, that this focus is not popular with some in the group, who consider it too collaborationist.
+Manley, a 32-year-old graudate of the University of California at Santa Cruz, who used to be a representative for the machinists in the West, declines to disclose the names of the other members of the group: ''The A.F.L.-C.I.O. would flip out and so would some international unions.''
+The limitations of labor's tolerance for dissent have been made plain in recent months to Ray Rogers, who organized the campaign of financial pressure on big banks and insurance companies that was instrumental in forcing the J.P. Stevens & Company textile empire to call off its long war against unionization in 1980. Rogers, now a New York union consultant, has been openly critical of union leaders for excessive timidity and over-chumminess with management. Top-level retaliatory moves aimed at freezing him out of projects he has begun have failed, he says, only because ''embattled local leaders refuse to be intimidated.'' NO DOVE OF PEACE will fly from the Sheraton Bal Harbour to 1600 Pennsylvania Avenue.
+Kirkland has not taken Ronald Reagan's victory in stride. Traditionally, the A.F.L.-C.I.O. president sends a congratulatory telegram to incoming Presidents, friends or foes. Not this time. And Kirkland also let it be known that he would accept no more appointments to bipartisan Presidential commissions on such critical issues as Social Security and Central America. ''We are not going to answer the problems these people have created for themselves,'' is the word from Murray Seeger, Kirkland's spokesman. (By contrast, Mondale will get a hero's welcome when he stops in next week to thank the executive council for labor's backing.)
+There has not been even a momentary let-up in the denunciations of Reagan policies from the federation's executive suite in Washington. A typical Kirkland comment came at a post-election conference of A.F.L.-C.I.O. shipbuilding unions: ''There is an international trade war under way, a war to capture the American market at home and abroad. It is a war in which we have no allies, only adversaries. We are losing that war because this Administration has not only surrendered, it has unilaterally disarmed America and is collaborating with our enemies.''
+The least likely thing to expect from the executive council is a turnaround in political approach. Labor leaders are not going to join Republican ranks, despite the large union vote racked up by the President.
+The unions are firmly within the Democratic camp. And, notwithstanding the concern of some Democrats about the baneful effects of the union embrace, their party is not likely to be overly harsh with its best-heeled, best-disciplined, best-organized source of campaign support. That leaves both party and unions with a problem to solve: How can they avert a future bind in which heavy-handedness on the part of labor imperils the victory chances of the candidate it most wants to see in the White House?
+One useful hint is volunteered by a longtime observer of the labor scene, Jay S. Siegel of Hartford, past chairman of the labor-law section of the American Bar Association: ''The lesson labor ought to learn from the 1984 election is that they will have to settle for people who don't see eye-to-eye with them on every issue, but who can win.''
+Yet for all such advice, labor's stance today - not only in the political arena but in terms of its basic failures to gain new members and find new ways to meet old members' needs - is mainly defensive. The leadership is seeking ways to rationalize defeats and maintain the status quo. Some in the union movement predict it will take an earthquake to bring reform.
+''If we hurt more, we'll do more,'' says Murray H. Finley, president of the Amalgamated Clothing and Textile Workers Union. ''We'd better do it before it's too late.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LABOR%27S+GRAND+ILLUSIONS&title=New+York+Times&issn=03624331&date=1985-02-10&volume=&issue=&spage=A.52&au=Deal.%2C+A.+H.+Raskin%3BA.+H.+Raskin%2C+former+chief+labor+correspondent+for+The+Times%2C+is+writing+a+book+about+the+labor+movement+since+the+New&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 10, 1985","At the bargaining table and on the picket line, labor's political defeat has encouraged increased aggressiveness by management. ''A lot of businessmen feel they can forget the trade-union movement,'' says Prof. Herbert R. Northrup, chairman of the Labor Relations Council at the University of Pennsylvania's Wharton School. In Congress, a stalemate is the best labor can hope for, as unions and employers vie for a leg up on labor legislation. At the White House, labor expects the worst. The President is already in the process of solidifying a pro-employer majority on the National Labor Relations Board, the key Government agency for enforcing the labor laws. Says Murray Seeger, the A.F.L.-C.I.O.'s information director, ''The union busters are in hog heaven now.'' After the meeting, when I asked the lodge's president, Mac N. Goff, why there had been no discussion of the election, he grinned. ''Oh, they don't want to talk about that,'' he said. Ken Benda, head of the district council that embraces all six union lodges at the Lockheed plant, later supplied a footnote. ''They don't see [Ronald Reagan]'s name on their paycheck,'' he said, ''but they feel he's the guy they're working for.'' Yet Democrats already being mentioned as possible aspirants for the 1988 Presidential nomination show little sign of shrinking from labor's support. In the primaries, the A.F.L.-C.I.O. clearly has enormous power - power it demonstrated convincingly in the key industrial states to deliver the nomination for [Walter F. Mondale] after his early stumble in New England. As for the general campaign, New York's Governor Cuomo, for one, recalls his gubernatorial victory in 1982, despite ''all the geniuses who told me it would hurt to take labor's backing.'' The idea that any significant number of people would reject a candidate on that ground, he says, represents ''a naive view of the American voter.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Feb 1985: A.52.",11/15/17,"New York, N.Y.",,"Deal., A. H. Raskin; A. H. Raskin, former chief labor correspondent for The Times, is writing a book about the labor movement since the New",New York Times Company,,Newspapers,425322923,"United States, New York, N.Y.",English,10-Feb-85,,New York Times,NEWSPAPER,,,,,,,
+THE CASE-STUDY METHOD; ADVISING CATERPILLAR'S NEW PREISIDENT,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/case-study-method-advising-caterpillars-new/docview/425335973/se-2?accountid=14586,"MOVING earth is its mission. A road is being built in Jakarta, a sewer laid in Secaucus, fields cleared in Weisenau - wherever the heavy construction work goes on, you notice its mighty yellow monsters, hauling away mountains of dirt so that they can be dumped somewhere else. Caterpillar - or ''Cat,'' as it is called - has been hailed as a national treasure. It is by far the world's largest maker of earthmoving machinery, a crown it has proudly worn for decades. But now it is in trouble.
+BACKGROUND: Early in the century, farmers in the delta lands of California's Sacramento Valley faced an irksome problem. Their farm implements were getting larger and so were the steam tractors that pulled them - so large that the iron wheels of the tractors were sinking into the moist soil. Enter Benjamin Holt, a Stockton implement maker. Why not run the machines on tracks, he wondered, sort of like a train. Why not, indeed. And so the crawler track was born, along with the Holt Manufacturing Company. ''Caterpillar'' was the trademark chosen for the invention.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+CASE-STUDY+METHOD%3B+ADVISING+CATERPILLAR%27S+NEW+PREISIDENT&title=New+York+Times&issn=03624331&date=1985-02-03&volume=&issue=&spage=A.15&au=Kleinfield%2C+N+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 3, 1985","''Everybody runs after Cat,'' remarks Robert L. Green, the president of Fiat-Allis North America. ''They're at the top of the pile.'' ''The No. 1 thing I hope he takes a strong look at is to put some pressure on Reagan to try to bring the value of the dollar down. A second thing is, [Lee L. Morgan] had recently been leaning toward trade protectionism. That's something that Caterpillar has always been against. Now Lee was saying, 'Hey, maybe it's not such a bad thing after all.' I don't like to use the expression 'we told you so,' but we have been for this ever since the layoffs began. ''This can't go on. If every Tom, Dick and Harry can export into the United States and the value of the dollar remains high, then the future for Caterpillar isn't so bright. I'm not going to say that Lee hasn't paid attention to this, but he hasn't taken it to heart. I hope [George A. Schaefer] takes a more militant attitude.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Feb 1985: A.15.",11/14/17,"New York, N.Y.",,"Kleinfield, N R",New York Times Company,,Newspapers,425335973,"United States, New York, N.Y.",English,3-Feb-85,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+HUMBLED HITACHI CMES UP FIGHTING,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/humbled-hitachi-cmes-up-fighting/docview/425146713/se-2?accountid=14586,"WHEN Katsushige Mita, president of Hitachi Ltd., took the podium to begin the company's annual meeting last month, he knew what to expect - questions, lots of questions, about the company's obvious sore spot: the case in which Hitachi was accused of stealing trade secrets from the International Business Machines Corporation.
+For more than an hour, the barrage continued. Finally, Mr. Mita could take it no longer. He interrupted a persistent questioner and asked for an end to the discussion.
+''We did our utmost to solve the problem and we have punished ourselves, including myself,'' Mr. Mita told more than 600 shareholders who overflowed the auditorium. ''We would like to do our best from now on, too.'' A round of applause erupted, silencing the questioner.
+Two years after Hitachi was caught trying to buy I.B.M. secrets in a dramatic Federal Bureau of Investigation sting, the company is still trying to distance itself from the case. How well it succeeds is important not only for Hitachi, but for Japan, because the company is one of the nation's industrial standard-bearers.
+Hitachi is huge and powerful, more empire than company. It is one of Japan's largest manufacturing companies, vying with the Nissan Motor Company and the Matsushita Electric Industrial Company for second place behind the Toyota Corporation. It has nearly $20 billion in revenues. It is also the country's most diverse company, with 729 subsidiaries and affiliates employing 210,000 people and producing more than 20,000 products, from microwave ovens to cars for Japan's bullet trains. And it is a bellwether issue on the Tokyo Stock Exchange.
+''When you sell Hitachi, you sell Japan,'' said Peter G. Wolff, an analyst with Bache Securities Japan.
+The company, which celebrates its 75th birthday next year, is also one of Japan's strongest technologically. Despite the I.B.M. incident, Hitachi and its rival in computers, Fujitsu Ltd., are the only two companies left in the world with any reasonable chance of competing with I.B.M. in the large computer business.
+The I.B.M. incident threatens to weaken Hitachi in a field that is the key to the company's future. Hitachi is now in the midst of making a major transformation away from its slow-growing older businesses of heavy electrical equipment into the faster- growing electronics business. Among the many changes now under way, a company washing machine factory is now also producing word processors, and an elevator and escalator plant has added computer terminals to its product list.
+The I.B.M. case, moreover, is only one problem confronting Hitachi as it makes this transformation. The company lacks marketing savvy and international orientation, characteristics it did not need as much in its old businesses but that it sorely needs now.
+And its great breadth of products, which helps cushion the company from downturns in any one business, can also be a weakness in preventing it from concentrating on the most important ones. The diversity tends to make the company a jack-of-all-trades but master of none and, therefore, prone to be overrun by more specialized competitors. Indeed, while Hitachi is the largest electronics and electrical company in Japan, it almost never leads in any individual markets. In one market share survey of 19 electrical products, for example, Hitachi led in only one - motors.
+''It doesn't focus sufficiently to get control or command of any business it is in,'' said James C. Abegglen of the Boston Consulting Group.
+TO be sure, none of these problems has noticeably slowed Hitachi's growth. But this could be just good fortune: 1983 was a boom year for some key products such as video cassette recorders and semiconductors.
+Hitachi sales, which have grown every year since 1976, rose 11 percent to $19.4 billion in the year ended March 31 and net income rose 11 percent to $743 million. The sales gain was paced by a 78 percent increase in video cassette recorder sales, a 45 percent rise in semiconductors and a 22 percent rise in computers. Semiconductors, accounting for about 8 percent of sales, were the largest contributor to profits in 1983, according to a company spokesman. Computer operations, which account for 10 percent of revenues, were still profitable, despite the payment of an estimated $70 million to I.B.M. last year as part of its legal settlement. Hitachi officials say the company is quickly recovering from the I.B.M. case. The legal matters are settled, with Hitachi having to pay the costly but bearable sum of about $300 million to I.B.M. over the next eight years. The company also says it is making great progress in replacing the software that I.B.M. charged were only copies of I.B.M. programs. ''The export of computers is expanding very fast, so as a whole the company's business has not been affected, except by the payments to I.B.M.,'' said Yasuo Miyauchi, senior executive managing director of Hitachi. Akio Esumi, an analyst with Daiwa Securities, agreed: ''Even paying that amount, the company posts such growth it's quite amazing.'' But psychologically, at least, the company has not recoverd. Mr. Mita, for instance, who once was talkative with the press, has not granted an interview to foreign reporters since the I.B.M. incident occurred. Hitachi turned down several requests for interviews with Mr. Mita for this article. ''He has had enough of the I.B.M. incident and I don't have the guts to ask him for an interview,'' Yasushi Sayama, a public relations official, said in response to one request. The I.B.M. settlement is also likely to slow Hitachi's efforts to keep up with I.B.M. in the future, which it needs to do if it wants to continue with its policy of making computers that are compatible with those of the giant American company. It must expend resources to rewrite old software to keep up with I.B.M.'s new software, at a time when I.B.M. is introducing new products and features at an ever- accelerating rate. In April 1983, for instance, I.B.M. began offering an enhancement to its computers known as extended architecture. Hitachi, which had hoped to match it by this spring, now says it will not be ready until the end of the year. ''I.B.M. has been able to gain another window,'' said Robert Djurdjevic, president of Annex Research in Phoenix. The incident is also a painful reminder to Hitachi of another weakness: It is too technically oriented. Some analysts contend that the reason Hitachi got caught up in the I.B.M. sting was because it was naive and clumsy in dealing with international business. ''Simply speaking, Hitachi is very childish in business,'' said Naotake Kakishita, an analyst with Arthur D. Little (Japan). ''They are not well trained in international business.'' It is a company, analysts say, that is based more in the laboratory than in the real world. Indeed, even Mr. Mita acknowledged this. In a press conference in January with Japanese reporters, he said the I.B.M. incident occurred because of a ''lack of common sense,'' something he said engineers suffer from in general. This is particularly a problem because, more so than most companies, Hitachi is a company run by engineers for engineers. While the route to the top at I.B.M. is through sales, at Hitachi it is the factory managers who get ahead - and factory managers are usually engineers. Of its 29 corporate directors, 19 are engineers, including Mr. Mita, and most are from prestigious Tokyo University. The company's emphasis on research and development makes the company ideal for engineers. Led by Mr. Mita, who in 1981 became the first company president to rise through the computer division, Hitachi has been pouring huge amounts of money into its new fields, backed by research and development spending. That spending, which increased to 4.8 percent of sales last year from 3.1 percent in 1977, last year totaled $941 million, the largest amount spent in Japan. Hitachi has 16,000 people in reseach and development, spread over seven corporate laboratories and smaller divisional laboratories. Engineering is so important because technology is key to the company, a situation that dates from Hitachi's founding. In 1910, Namihei Odaira, a Tokyo University engineering graduate, opened a motor repair shop near the fishing village of Hitachi, about 80 miles north of Tokyo. According to corporate lore, Mr. Odaira was disgusted that all the motors being used in Japan were imported. So he assembled a team and developed a five-horsepower motor.
+THAT technological independence has always made Hitachi proud, particularly in light of the fact that many other Japanese electrical companies were started with investments from abroad. These include the Toshiba Corporation, which was started by the General Electric Company, and the NEC Corporation, started by the Western Electric Company. And although Hitachi has had to license much key technology - it learned about turbines from General Electric and computers from the RCA Corporation, for example - independent technological development remains a key part of Hitachi's corporate ethic. Hitachi prides itself on its independence in other ways as well. It carefully balances its borrowing among several banks, so that it does not become too dependent on any single one. No company or individual owns more than 4 percent of its stock. Hitachi's size and technological emphasis can be a great asset. It can overwhelm its competitors by the sheer breadth of its product line. In a power plant project, for instance, it can supply boilers, turbines, transformers, circuit breakers and wires. ''As a company, they can bid almost an entire project,'' said Roger Nichols, president of Westinghouse Electric Japan. ''Westinghouse cannot do that.'' Hitachi is not a company with one major product line and a few minor ones. The parent company is divided into five divisions: consumer products; information/communication systems and electronic devices; power systems and equipment; industrial machinery and plants; wire, cable, metals and chemicals. Each unit contributes about one-fifth of total sales. The parent company, with revenues of $11.8 billion, is only part of the story. Total sales for Hitachi and its 46 consolidated subsidiaries rose to $19.4 billion last year. Hitachi owns at least 50 percent in each of its consolidated subsidiaries. Some of them, such as Hitachi Cable, and Hitachi Chemical, are publicly traded and are giants in their own right. All of them were profitable last year. There are also 522 other subsidiaries in which Hitachi owns more than 50 percent but whose results are not consolidated, and some 161 affiliates in which it owns a minority stake. All of these together are said to make up the Hitachi Group. The system of subsidiaries and affiliates is not unique to Hitachi, but Hitachi is said to use it very effectively. When Hitachi needs to enter a new business, it often entrusts the new business to a subsidiary, which can move more quickly than the parent company. Hitachi, for instance, has 21 different software subsidiaries, four of which were formed in the last two years. And although Hitachi was not a pioneer in video cassette recorders, it formed a project team after seeing the market start to take off. ''In six to eight months they had a competitive product on the market,'' said one former employee. ''They can do things like that.'' That vast system is also a benefit to the company in personnel matters. Hitachi is known for promoting people rather quickly in a society that reveres seniority. To make room for the new people, Hitachi moves some of the older ones out to the affiliates and subsidiaries.
+HITACHI seems to have a sense of what it must do to stay strong, and it is moving to correct its shortcomings. Last year, in an unusual move, it added three new corporate directors, all from marketing. It is trying to get its engineers to communicate more with the marketing staff to find out what customers want. It is also vastly expanding overseas sales; in 1983, exports accounted for 28 percent of sales, up from 12 percent in 1974. And it is opening more factories and sales outlets abroad.
+Although it is trying to improve its marketing, it has a long way to go. Many Japanese consumer electronics companies have mastered marketing and overseas operations, but Hitachi continues to concentrate on manufacturing and exporting, leaving marketing to other companies.
+That lack of marketing ability and international sophistication did not hurt Hitachi much when it was selling generators, turbines and motors to industrial customers, who were relatively few in number and technically trained. But things are different now as Hitachi enters new markets.
+In consumer electronics, in particular, the company has been hurt. Although its product line is fairly strong, more specialized and market-savvy competitors - such as Matsushita Electric and the Sony Corporation - have given Hitachi a beating in market share. In Japan, Hitachi ranks third in color televisions behind Matsushita and Toshiba. And in video cassette recorders, stand-alone stereos, headphone stereos (i.e., ''walkmen'') and microwave ovens, Hitachi does not even rank in the top three.
+Hitachi is doing better in its electronics division, whose products range from computers to magnetic disks. In fact, it has done surprisingy well in electronics, far better than its traditional competitors in the electrical area - Toshiba and the Mitsubishi Electric Corporation. Last year, the nonconsumer electronics division became the biggest of Hitachi's five divisions, accounting for 27 percent of sales, up from 22 percent in 1982. Some say that the speed at which Hitachi has made the transition into electronics has been almost miraculous in a nation in which companies do not make acquisitions or divestitures, and in which employes are rarely laid off.
+''Despite the big and complicated system they have, they have been amazingly quick in making the adjustments,'' said Noritake Kobayashi, professor of business at Keio University.
+Still, Hitachi has stumbled several times because of its weaknesses in marketing and international operations. In particular, NEC, while half of Hitachi's size, is well ahead in telecommunications and semiconductors worldwide. At the start of the 1980's, it moved ahead of Hitachi in computers. What allowed NEC to do that was that Hitachi did not realize the importance of the personal computer market and the need to develop software for it.
+Hitachi is now third in computers in Japan behind Fujitsu and NEC. It would rank fourth if I.B.M. Japan were counted. But in personal computers, Fujitsu and NEC are far ahead. Hitachi is also way behind Fujitsu, NEC and several others in word processing and office automation. ''Hitachi is not strong in these fields,'' said Takeo Miura, group executive in charge of computer operations.
+Hitachi's strength has allowed it to recover from a late start in other markets. But in this case, the market is moving very fast and the best-selling computers are the ones that attract the most software, making it hard for a latecomer to catch up. There is still time, however, and Hitachi will probably make its move by introducing a powerful computer based on the Motorola Inc.'s 68000 microprocessor, the same chip used in Apple Computer Inc.'s Macintosh personal computer.
+In mainframes, Hitachi produces inexpensive and reliable equipment. But it has only 4.1 percent of the American market and must contend with I.B.M. and the trade secrets case.
+Hitachi is dependent on other companies to market its computers, namely National Advanced Systems, a unit of the National Semiconductor Corporation, as well as West Germany's BASF A.G. and Italy's Ing. C. Olivetti & C. S.p.A. Such reliance on outsiders allows Hitachi not to worry much about worldwide marketing, but it has its risks. The company found that out when its previous marketer, the Itel Corporation, went out of business and neither Olivetti nor BASF picked up the slack.
+Hitachi is also relatively weak in telecommunications, which is NEC's stronghold. When the breakup of the Bell System opened up new opportunties in the American market, NEC swooped in and won contracts to supply five Bell companies with equipment. Fujitsu, through its American unit, American Telecom, also picked up much new business. But Hitachi failed to capitalize on the opportunity.
+Hitachi's strengths and weaknesses are also evident in semiconductors. The company has barrelled its way to becoming the world's largest producer of memory chips in 1983, rising from No. 6 in 1980, according to Dataquest, a market research firm. But in semiconductor production, Hitachi still lags behind NEC. Hitachi also needs to move some manufacturing capacity overseas to reduce the risks of trade friction.
+Its problems notwithstanding, no one is betting against the company in the long run. Despite what looks like shortcomings, Hitachi has always rolled on and been profitable. It survived the bombing of most of its factories in World War II and the 1973 energy crisis, which disrupted its mainstay energy business. It will survive the I.B.M. affair and the coming computer shakeout, analysts say.
+Kenichi Saito, director of research in Japan for McKinsey & Company, said he expects Hitachi to emerge from the I.B.M. affair even more aggressive in technology and more wise in the ways of the world. In time, he said, Hitachi might begin to look upon the payments to I.B.M. not as a penalty, but as ''tuition.''
+IN THE AFTERMATH OF THEI.B.M. STING TOKYO
+Japan was stunned on June 22, 1982, when Hitachi executives were charged with trying to pay more than $600,000 to buy I.B.M. computer secrets from a phony consulting firm staffed by American Federal agents and an I.B.M. security officer. Executives of Mitsubishi Electric were also charged, but it was clear from the start that the charges against Hitachi were more serious. Since then, Hitachi has rushed to settle the legal matters before trials could begin. It pleaded guilty and was fined $10,000. Four employees pleaded guilty and were fined a total of $34,000, but more than half of the 22 individuals involved in the case escaped punishment. No one went to jail.
+Hitachi was sued separately by I.B.M. and the two companies settled last October. Hitachi agreed to pay I.B.M. fees for software that resembled I.B.M. software. The payments will be roughly $2 million to $4 million a month for eight years and will gradually decline as Hitachi replaces the software with its own. There was also an initial payment, believed to be $42 million, to cover past use of the offending software and legal fees.
+Hitachi also agreed that 19 of its customers using certain software would have to contract directly with I.B.M. for that software. It also agreed that for five years, I.B.M. would be allowed to inspect new Hitachi products within 60 days of first shipment, or in some cases earlier. If I.B.M. believes the product contains its technology and the companies cannot agree to a resolution, the matter is to be submitted to arbitration.
+Hitachi has responded to the situation by enlisting hundreds of people from its noncomputer divisions in a crash effort to develop new software. It says it has succeeded in developing new operating software that will not infringe on I.B.M.'s copyright. It also says that about five of the 19 customers who contracted with I.B.M. have been converted back to new Hitachi software and the rest will be converted by the end of the year. The company continues to make computers that are compatible with those made by I.B.M.
+Hitachi's stock price, which stood at 675 yen the day of the incident, dropped sharply but has since recovered and now is above 800 yen. But the stock has not risen as fast as the market in general.
+Throughout its ordeal, the company has maintained its innocence. It still insists the guilty plea was purely for expedience and the payments to I.B.M. are business transactions like other royalties. ''We do not regard it as a penalty for infringement or anything like that,'' said Yasuo Miyauchi, senior executive managing director. Many find that difficult to believe after the guilty pleas, the heavy payments and the showing of the F.B.I. videotapes.
+The people involved in the incident still work for Hitachi, but at least four have been demoted. Yasukichi Hatano, the former head of computer operations and a Hitachi director, lost both those posts. Now he is a director of Tokico Ltd., a Hitachi subsidiary that makes shock absorbers.
+Mr. Miyauchi said the company has issued a new code of ethics, because the principles that have guided the company since its founding - harmony, sincerity and pioneer spirit - might not be explicit enough for the younger generation.
+In Japan, the issue has served to force a realization that software and other intellectual property needs protection. Some think there has been great progress on this front.
+But the issue is not resolved yet. The Ministry of International Trade and Industry is trying to pass a new software protection law that would make it permissible in some cases for one company to modify another's software and resell it, which some officials here interpret as an attempt by the Government to help Hitachi and Fujitsu compete with I.B.M.
+Hitachi may yet get some government help, however. The United States Justice Department recently said it is investigating the Hitachi-I.B.M. settlement for possible antitrust violations. And the European Economic Community, which is close to resolution of its antitrust case against I.B.M., might require the computer giant to disclose some information to aid manufacturers of compatible equipment. I.B.M. has complained that some of the information it might have to give away is the same kind of information Hitachi was trying to steal.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HUMBLED+HITACHI+CMES+UP+FIGHTING&title=New+York+Times&issn=03624331&date=1984-07-15&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 15, 1984","Hitachi sales, which have grown every year since 1976, rose 11 percent to $19.4 billion in the year ended March 31 and net income rose 11 percent to $743 million. The sales gain was paced by a 78 percent increase in video cassette recorder sales, a 45 percent rise in semiconductors and a 22 percent rise in computers. Semiconductors, accounting for about 8 percent of sales, were the largest contributor to profits in 1983, according to a company spokesman. Computer operations, which account for 10 percent of revenues, were still profitable, despite the payment of an estimated $70 million to I.B.M. last year as part of its legal settlement. Hitachi officials say the company is quickly recovering from the I.B.M. case. The legal matters are settled, with Hitachi having to pay the costly but bearable sum of about $300 million to I.B.M. over the next eight years. The company also says it is making great progress in replacing the software that I.B.M. charged were only copies of I.B.M. programs. ''The export of computers is expanding very fast, so as a whole the company's business has not been affected, except by the payments to I.B.M.,'' said Yasuo Miyauchi, senior executive managing director of Hitachi. Akio Esumi, an analyst with Daiwa Securities, agreed: ''Even paying that amount, the company posts such growth it's quite amazing.'' But psychologically, at least, the company has not recoverd. Mr. [Mita], for instance, who once was talkative with the press, has not granted an interview to foreign reporters since the I.B.M. incident occurred. Hitachi turned down several requests for interviews with Mr. Mita for this article. ''He has had enough of the I.B.M. incident and I don't have the guts to ask him for an interview,'' Yasushi Sayama, a public relations official, said in response to one request. The I.B.M. settlement is also likely to slow Hitachi's efforts to keep up with I.B.M. in the future, which it needs to do if it wants to continue with its policy of making computers that are compatible with those of the giant American company. It must expend resources to rewrite old software to keep up with I.B.M.'s new software, at a time when I.B.M. is introducing new products and features at an ever- accelerating rate. In April 1983, for instance, I.B.M. began offering an enhancement to its computers known as extended architecture. Hitachi, which had hoped to match it by this spring, now says it will not be ready until the end of the year. ''I.B.M. has been able to gain another window,'' said Robert Djurdjevic, president of Annex Research in Phoenix. The incident is also a painful reminder to Hitachi of another weakness: It is too technically oriented. Some analysts contend that the reason Hitachi got caught up in the I.B.M. sting was because it was naive and clumsy in dealing with international business. ''Simply speaking, Hitachi is very childish in business,'' said Naotake Kakishita, an analyst with Arthur D. Little (Japan). ''They are not well trained in international business.'' It is a company, analysts say, that is based more in the laboratory than in the real world. Indeed, even Mr. Mita acknowledged this. In a press conference in January with Japanese reporters, he said the I.B.M. incident occurred because of a ''lack of common sense,'' something he said engineers suffer from in general. This is particularly a problem because, more so than most companies, Hitachi is a company run by engineers for engineers. While the route to the top at I.B.M. is through sales, at Hitachi it is the factory managers who get ahead - and factory managers are usually engineers. Of its 29 corporate directors, 19 are engineers, including Mr. Mita, and most are from prestigious Tokyo University. The company's emphasis on research and development makes the company ideal for engineers. Led by Mr. Mita, who in 1981 became the first company president to rise through the computer division, Hitachi has been pouring huge amounts of money into its new fields, backed by research and development spending. That spending, which increased to 4.8 percent of sales last year from 3.1 percent in 1977, last year totaled $941 million, the largest amount spent in Japan. Hitachi has 16,000 people in reseach and development, spread over seven corporate laboratories and smaller divisional laboratories. Engineering is so important because technology is key to the company, a situation that dates from Hitachi's founding. In 1910, Namihei Odaira, a Tokyo University engineering graduate, opened a motor repair shop near the fishing village of Hitachi, about 80 miles north of Tokyo. According to corporate lore, Mr. Odaira was disgusted that all the motors being used in Japan were imported. So he assembled a team and developed a five-horsepower motor.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 July 1984: A.1.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,425146713,"United States, New York, N.Y.",English,15-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+COMPUTERS IN THE GROVES OF ACADEME,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-groves-academe/docview/425903391/se-2?accountid=14586,"Edward B. Fiske is education editor of The Times.
+NICHOLAS ARMINGTON, A senior at Dartmouth College in Hanover, N.H., says he has ''never written a paper onto a piece of paper.'' Instead, he has done his writing on the word-processing terminals scattered around the campus. Armington has also used computers to study philosophy, create random geometric patterns in a course on art and technology and brush up on his French. To keep up with current events in a banking course, he spent $20 an hour for an electronic clipping service, and while studying statistics he used computers to verify the probabilities of such large-scale events as flipping coins thousands of time. ''The computer lets you run through a large sample you could never generate yourself,'' he says. Armington and other college students are members of the plugged-in generation - children of an electronic revolution that promises to alter some of the most fundamental structures of higher education in the United States. For better or for worse - and some fear it may be the latter - the advent of the ''micro'' or personal computer has already begun to reshape life on campuses across the country. Some scholars are beginning to raise questions about how computers will ultimately change the quality of education. Others assert the computer is now changing basic academic subjects or even how students think.
+Indeed, many institutions, including Clarkson University, in Potsdam, N.Y., and Drexel University, in Philadelphia, require that every student use a computer. Incoming freshmen at the Stevens Institute of Technology, in Hoboken, N.J., must buy their own microcomputers.
+Students at Dartmouth and many other schools routinely use computers to write papers, receive grades, send mail, consult with their professors, chat with students at other colleges and play video games.
+Major universities are already offering students the option of taking courses from a computer or a real, live professor. University libraries are computerizing their card catalogues as well as giving students access to data bases around the world, and college officials are planning for the day when their presidents will bestow an access number along with a diploma so the graduates can stay abreast of their fields.
+The problems involved in what appears to be a headlong rush to wire academia are as monumental as the stakes. Everyone agrees that colleges must eventually agree to work with no more than a handful of computer languages, operating systems and machines for all but highly specialized activities. No one has as yet perfected the technology of ''networking'' thousands of microcomputers so that they can communicate with one another. Nor has anyone figured out how colleges will pay for what most experts say is the financial and academic equivalent of building an entire new library system.
+Yet the rush to create a ''computer-intensive'' academic environment is on. Brown University, Carnegie-Mellon University and the Massachusetts Institute of Technology will channel an estimated total of $200 million into computer research, machines and software by the end of the decade. Much of the money will come from the major computer manufacturers, who are eager to get their equipment onto the country's 3,000 college campuses. For them, the prize is not only the multibillion-dollar college market, but also the loyalty of students who will become the future decision makers of major corporations.
+The most aggressive universities in academic computing are hoping to position themselves at the forefront of higher education in the 1990's, but they concede that there are risks. Andries van Dam, chairman of the computer-science department at Brown University, says his school wants to ''be out front in understanding what the personal computer means for scholarship.'' But he adds, ''People are excited and scared to death at the same time.'' It may be significant that Harvard University has done little more than appoint some task forces to study the issue. ''They have the financial resources to let everyone else make the mistakes and then buy their way into the forefront when the dust has settled,'' comments one observer.
+DUCATORS AT DARTMOUTH, BROWN AND Carnegie-Mellon, among others, believe that higher education is on the verge of a new era and that far-reaching consequences are only beginning to be glimpsed. Computerization on campus might be compared to the situation in a small town in the early 20th century when only five people had telephones. The new device was going to change things, but the magnitude of the change could not be grasped until everyone had a telephone. ''The computer,'' says Richard M. Cyert, president of Carnegie-Mellon in Pittsburgh, ''is the most significant addition of capital to students since the printing press.''
+Cyert's remark is apt. Yet educators have traditionally been suspicious of new advances, beginning with writing itself. Two thousand years ago, Plato chronicled the shift from an oral tradition to a written one. In the dialogues, he records the objections of Socrates, who argued that words on paper undermine the ''art of dialectic,'' the personal interaction between student and tutor that constitutes the core of the learning process. Written words ''go on telling you just the same thing forever,'' Socrates declared in the dialogue ''Phaedrus.'' ''If men learn this, it will implant forgetfulness in their soul.''
+The printed word represented a threat to the authority of scholars, putting an alternative source of knowledge into the hands of students. It was denounced as impersonal and mindlessly repetitous, precluding the creativity that took place when scribes amended and commented on the manuscripts they were copying. According to Patrick Suppes, professor of philosophy at Stanford University, it was not until the end of the 18th century that books were used extensively for teaching in schools.
+Computers have been more readily accepted by higher education, mainly because of their natural ties to the scientific enterprise. ''The task of the scientist in the Western tradition is to build the simplest possible model of nature and then test it against nature itself,'' observes Lewis M. Branscomb, a vice president and chief scientist at International Business Machines Corporation and chairman of the National Science Board. ''The scientist then takes these models, refines them and keeps trying to apply them to more and more parts of nature. Science is a model-building process, and the computer is a model-building machine.''
+By the 1960's, colleges and universities had begun to invest in large mainframe computers, usually housed in campus computer centers that became a focal point for scientists, graduate students and others familiar with the idiosyncratic languages required for access. In the 1970's, computer terminals - a screen with an attached typewriter keyboard allowing the user to communicate with the mainframe - began to spread out around the campus. This trend was intensified by the development of the minicomputer, a smaller unit that puts independent computing power within individual departments.
+Suddenly, with the advent of substantial numbers of free- standing desk-top microcomputers, all this is changing. It is now economical for many individuals to buy their own units. The emphasis on ''user friendliness'' means students and faculty members no longer need elaborate training programs to use them. The latest generation of machines has simple-to- use charts, diagrams and other graphics - even the capacity to create electronic ''paintings.''
+The most significant change, though, is intellectual - a recognition that the inherent nature of computers is as relevant to the humanities and the social sciences as it is to the model-building tasks of the natural sciences. Computers, often thought of as ''number crunchers,'' are more appropriately ''symbol crunchers.'' They constitute the most powerful device ever developed for manipulating symbols, whether numbers, words or even concepts. Certainly, the communication and manipulation of symbols is what education is all about.
+THE GROWING SIGNIFICANCE OF COMputing throughout academia is perhaps most visible at Dartmouth, a liberal-arts college that has been seriously using computers for 20 years. In 1964, John G. Kemeny and Thomas Kurtz, both professors of mathematics, adapted time-sharing for academic use. Time-sharing, once the exclusive province of sophisticated scientific laboratories, allows users to have simultaneous access to the mainframe. Kurtz and Kemeny also created BASIC, one of the best-known computer languages. Computing at Dartmouth continued to grow when Kemeny served as president of the college from 1970 to 1981.
+The school's philosophy has been that computing is as central to the academic enterprise as the library and should be as accessible. Every Dartmouth student and staff member has an identification number, and there are no user fees.
+Word processing is now routine at Dartmouth. One afternoon recently, Christopher C. Hunt, a junior and an English major, sat in front of a word processor containing a paper on ''The Song of Roland.'' The screen showed him that the essay, when printed out, would be 10 pages - too long. He scrolled through the text, cutting some words and replacing others with shorter ones. Finally, making slightly narrower margins, he got the paper downto size and made a printout of it. Hunt felt that the word processor had helped improve his writing. ''I do far more drafts than I used to do when I would have to retype a paper every time I made a change,'' he says.
+Faculty members say computers increase the efficiency of much instruction, eliminating routine work and allowing them to concentrate on basic principles. In his introductory physics course, Elisha Huggins puts his students through an exercise in which they must calculate the trajectory of a ball on the end of a spring. In the past, students would take Polaroid pictures to map coordinates. Now they use a computer hooked to a television camera, which not only relieves students of considerable drudgery but also improves accuracy and allows Huggins to make points that in the past would have required a knowledge of calculus. ''You can concentrate on the shape of the trajectory, not on the technical points,'' Huggins says.
+Dartmouth's philosophy department offers students studying logic either the choice of supplementing their classwork in the traditional manner or independently using a program called Bertie (Bertrand Russell's nickname). ''We did a controlled experiment and found that those who used the computer did better,'' says associate professor James Moor.
+Computers at Dartmouth are extending the concept of the ''laboratory'' from the sciences to other disciplines. For his course on the ''geography of food and hunger,'' Robert E. Huke, professor of geography, created a program simulating the problems of a rice farmer in the Philippines. Students use a computer to manipulate 26 different variables - such as the kind of seed and weather - influencing the yield, price and so forth. Midway through the exercise, they must adjust their planning to a land reform modeled on the Marcos Plan. 'It's a replacement for a laboratory,'' comments Huke. ''You can't have students growing rice in the middle of the campus green.''
+Kemeny, Dartmouth's former president, says computerization allows students to work on ''more substantial problems'' and learn by discovery rather than note-taking. ''Suppose you are talking about pay discrimination against women in a sociology course,'' he hypothesizes. ''You can take actual current statistics on age, sex, education, pay and so forth, and let students run the correlations and decide for themselves whether it is a problem.''
+Computers are beginning to alter the course of research in a variety of fields. The Dartmouth Dante Project is a case in point. Dante scholars have at their disposal 125 commentaries on ''The Divine Comedy'' in Italian, Latin and English, but they are spread out all over the world. Through the Dante Project, these commentaries are now being computerized, creating a specialized electronic library. ''It will change the qualitative nature of what you do,'' says Emily Bryant, a computer specialist on the project. ''Before, you might not have taken the trouble to look up 80 sources on one line.''
+In some cases, computers are making possible some ingenious scholarly activities. For a decade, Peter Bien, professor of English, has been inviting students to track down obscure references to Samuel Beckett's little-known novel ''Murphy'' and have them transfered into the computer. Eventually, a full-scale scholarly work could emerge, with Bien and several generations of Dartmouth English students as the authors.
+Computers are even having some unexpected social consequences. Lori Jo Gearhart is a sophomore who spends a lot of time on Xcaliber, an electronic mail system linking Dartmouth to a number of other colleges. Last fall, she began communicating regularly with Tom Dolim, a freshman at the Merchant Marine Academy. It was not exactly love at first byte, but she was his date at the academy's Christmas ball and has accepted another invitation to the June ball.
+Despite all this, Dartmouth is facing some major problems with its computers, beginning with the fact that the system is breaking down. Computing at Dartmouth, like computing elsewhere, is based on time-sharing. Students and faculty sign on at one of the many terminals around campus tied into the central Honeywell computers at the school's Kiewit Computation Center.
+The trouble occurs when the system crashes, shutting down and bringing the entire academic enterprise to a grinding halt, sometimes for hours at a time. Moreover, students and faculty members soon exhaust whatever time may be available in the system. Stories are legion about students waking up at 3 A.M. to get precious computer time. At Bryn Mawr, tying up the central computer for word processing is a violation of the honor code. ''There is no way to keep up with the demand,'' says Cyert of Carnegie-Mellon. ''You either have to keep buying bigger computers, or you have to restrict users.''
+The advent of microcomputers has compounded the problem of wiring the college campus, although offering a solution. Not only have these computers introduced students to the pleasures of word processing and other uses, they also make it possible for students to bring their own computing power with them. As a result, the computing enterprise on American campuses is about to undergo a major decentralization - one that will ease the load on the mainframe - and the effects are only now becoming clear.
+Students will use the machines in their rooms for word processing, personal record keeping and other relatively simple tasks not requiring substantial computing power. These machines can also function as terminals, giving students access to library catalogues, electronic mail and other large data bases, on and off campus. With access to the mainframe, students will also be able to do scientific or other projects.
+Finally, clusters of up to several thousand personal computers will be linked through local networks in such a way that professors and students within a single university department or school can communicate without tying up the main computer. ''Universities exist to teach people,'' says Douglas E. Van Houweling, vice provost for computing and planning at Carnegie- Mellon. ''If the faculty can't interact with students around that knowledge, it is a step backward.''
+There are, however, some monumental obstacles in the way of this ideal situation. For one thing, the technology does not yet exist for efficient local networking. Carnegie- Mellon and I.B.M. now have a major research contract to develop the technology of networking, and many colleges are making their own plans with one eye kept open to what will eventually emerge from Pittsburgh.
+Then there are the problems of standardization. Academic ''courseware,'' like any computer program, must be written in a computer language, and there is no agreement within the academic community on which one to use. Likewise, different brands of computers have different operating systems; a program written for one computer usually cannot run on another.
+Finally, computers made by different vendors cannot communicate with each other. The most popular computers on college campuses are those of I.B.M., Apple and, to a lesser extent, Digital, but no one knows which one will emerge as the dominent force in the academic world. ''If we knew who would be the best company, we'd go with them,'' says van Dam of Brown. ''But it is too early to know.''
+Computer scientists are working on these compatibility problems, and many experts see a shakedown underway. ''We will have three or four major vendors with machines that will accommodate three or four operating systems and three or four languages,'' says James D. Koerner, a vice president of the Alfred P. Sloan Foundation, which has already poured $5 million into a program that helps faculty members develop quantitative computing skills.
+Of course, someone must underwrite the major recapitalization of the academic enterprise. In the future, colleges will have to spend as much to maintain their computing facilities as they now do to operate libraries, and students will have to spend as much on computers as they now do on books. ''Library resources amount to about 6 percent of the operating costs of the institution,'' says Edward A. Friedman, vice president for academic affairs at Stevens. ''Computer resources will stabilize in the range of 5 percent to 10 percent. Students now spend about $250 a semester for books. Over eight semesters, that's what it will cost for a computer.''
+One obvious approach is that of Clarkson, Stevens, Drexel and others, which were among the first to require students to have computers. ''That way you can foist the capitalizing off on the student body,'' observes John W. McCredie, president of Educom, a consortium of universities devoted to promoting technology in higher education. Another benefit of this approach is that students will take their computers with them, making room for the newest models. ''There are going to be a lot of unhappy Drexel graduates with outdated computers four years from now,'' predicts Donald L. Bitzer, director of the Computer-Based Education Research Laboratory at the University of Illinois at Urbana-Champaign.
+Other schools have decided to buy the machines themselves. The engineering school at the University of Michigan has installed 600 work stations - a network of computers through which instructors monitor and amend students' work - that have been partially financed by a $100 per term user fee. Harvard is experimenting with 38 coin-operated terminals at $2 per hour.
+Critical to the question of how to pay for the wiring of higher education is the issue of productivity. Some college presidents are seizing on the issue of computers to increase academic efficiency. In turn, computer manufacturers are pushing this theme hard. ''They can't do it without computers,'' argues Robert F. Trocchi, product group manager for educational computing systems at Digital Equipment Corporation.
+Others, though, say it is wishful thinking to believe computers will make higher education more efficient. ''You're moving toward a more powerful environment, but you're not going to save anything,'' says Friedman, vice president of Stevens. Cyert of Carnegie-Mellon says that heavily computerized colleges will face the choice of reducing the bachelor's degree from four years to three or adding more content. ''I personally hope that we will be gutsy enough to say that the student can learn enough in three years,'' he says.
+Given these uncertainties - technical, academic and financial - colleges are approaching computerization with a variety of strategies that reflect their own particular circumstances and cultures. The situation Dartmouth faces might be compared to that of mature sectors of the economy such as the steel industry. The Dartmouth mainframe system, the model of university computing in the 1960's and 1970's, must now be converted to accommodate the new technology of microcomputers (the college has been assisted by a $250,000 grant for software from the Sloan Foundation). By this fall, Dartmouth will have wired every dormitory room; while no one will be required to purchase a computer, the school will ''urge'' students to buy one from the campus store and ''recommend'' that they choose the Apple Macintosh for its user friendliness, graphics and word processing.
+Brown and Carnegie-Mellon have the advantage of starting from scratch and both are following a two- pronged strategy: moving as quickly as they can to make use of current technology, but anticipating what will be available five years hence.
+Carnegie-Mellon has been doing its planning around the vision of an ''integrated computing environment'' - a community of 8,000 to 10,000 students, faculty members, researchers and others, each with his own computer, each communicating with others. Brown, which has built the first fully computerized lecture hall, foresees a network of thousands of work stations that will be available by 1990.
+The Massachusetts Institute of Technology has taken yet another tack, focusing on how computer hardware will be used by the end of the decade. I.B.M. and Digital are providing the university with $50 million worth of equipment, personnel support and research grants, and faculty members are being invited to propose innovative uses of the computer for instruction. The technical side of M.I.T.'s research concentrates on bringing about ''coherence'' - that is, anything developed in one part of the system can be applied to any other part.
+Some smaller institutions have also taken interesting approaches. Stevens, concluding that the engineer of the future will need to know a lot more math, decided that automation was the only way to get this information across efficiently. The school has wired its dormitories, put better locks on the doors and began requiring every freshman to plunk down $1,800 for a Digital Professional 325 computer, which regularly sells for $4,800. Officials acknowledge that this step is for the interim, since the computers can't talk to one another. ''I believe in networking,'' says Friedman, Stevens's vice president, ''but I also don't think you can wait.'' One unfortunate side effect of requiring everyone to buy a personal computer was a 13 percent decline in applications from women, or an overall drop of 7 percent. Friedman surmises that the figures reflected the tendency of many girls not to take high-school computer classes.
+Union College, a small liberal-arts college in Lincoln, Neb., has created a computer-intensive environment by rejecting the prevailing wisdom about mainframes. At a cost of $165,000, a fraction of what it would cost to use microcomputers, it wired all 410 dormitory rooms and installed terminals to its Hewlett-Packard 3000 Series 44 mainframe. ''We're probably at the top edge of a size of institution that could do this,'' says Dean Hubbard, Union's president. To break the ice, the school loaded the computer with video games, a campus bulletin board and an information service to answer student queries ranging from how to change advisers to how much it costs to rent a boat on the nearby lake.
+For all of the imaginative uses of computing at Dartmouth and elsewhere, though, the use of computers outside the sciences on most college campuses remains rather pedestrian. Other than word processing, computers are rarely used for purposes other than language and similar forms of ''drill and practice,'' and ''computer literacy,'' a project teaching basic programming and likely to be automated out of existence. ''It is no more necessary for all students to know how to program a computer than it is necessary for them to know how to bind a book,'' says G. Christian Jernstedt, professor of psychology at Dartmouth.
+As the technology emerges, many experts believe computers will take on their own character, just as advances in other fields have. Louis Robinson, director of university relations at I.B.M., sees computers as the key to the emergence of an ''information-literate'' society. ''Computers will make us information-literate in the same way that the invention of moveable type made us a print-literate society,'' he says. ''You can have access to information inexpensively and easily, and college will become merely an introduction to continuing education.''
+Others see dramatic consequences for the thinking and learning process itself. Cyert of Carnegie-Mellon thinks that widespread use of computers will stimulate analytical thinking. ''When you use a computer, you have to be more specific,'' he says.
+Gerald L. Wilson, dean of engineering at M.I.T., says the power of the computer lies in its ability to ask ''what if'' questions. ''You can take a picture of a beam with three dimensions and push a button, and all the stresses are calculated,'' he says. ''O.K., now turn it. You make stupid mistakes and models, but in the course of doing it you develop a lot of intuition about how it works.'' Some scholars view the computer as altering the most fundamental of academic topics, if only because the technology available to thinkers has always affected the way they view themselves and the natural and metaphysical world. In a new book, ''Turing's Man: Western Culture in the Computer Age,'' J. David Bolter, a classicist with training in computer science, argues that Greek philosophers ''used analogies from the crafts of pottery and woodworking to explain the creation of the universe,'' while the weight- driven clock invented in the Middle Ages provided ''a new metaphor'' for the movements of the heavenly bodies. The computer is the latest such ''defining technology,'' he says, one that, for example, is already ''constantly serving as a metaphor for the human mind or brain.''
+William S. Shipp, associate provost and director of the Institute for Research in Information and Scholarship at Brown, sees computers as a tool for promoting intuition. ''Intuition is being able to see connections in how things fit together,'' he says, ''and computers are tools that allow people to see what is behind ideas. It is a whole new way of presenting information - not the straight-arrow track of textbooks, but more of a random walk. Students working with computers do more exploring. You can take an idea and ask questions and modify it very easily.'' Which is to say that if computers had been around in the fifth century B.C., maybe Socrates would have had a somewhat more positive attitude toward the demise of the oral tradition.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTERS+IN+THE+GROVES+OF+ACADEME&title=New+York+Times&issn=03624331&date=1984-05-13&volume=&issue=&spage=A.40&au=Fiske%2C+Edward+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 13, 1984","[Richard M. Cyert]'s remark is apt. Yet educators have traditionally been suspicious of new advances, beginning with writing itself. Two thousand years ago, Plato chronicled the shift from an oral tradition to a written one. In the dialogues, he records the objections of Socrates, who argued that words on paper undermine the ''art of dialectic,'' the personal interaction between student and tutor that constitutes the core of the learning process. Written words ''go on telling you just the same thing forever,'' Socrates declared in the dialogue ''Phaedrus.'' ''If men learn this, it will implant forgetfulness in their soul.'' Computers at Dartmouth are extending the concept of the ''laboratory'' from the sciences to other disciplines. For his course on the ''geography of food and hunger,'' Robert E. Huke, professor of geography, created a program simulating the problems of a rice farmer in the Philippines. Students use a computer to manipulate 26 different variables - such as the kind of seed and weather - influencing the yield, price and so forth. Midway through the exercise, they must adjust their planning to a land reform modeled on the Marcos Plan. 'It's a replacement for a laboratory,'' comments Huke. ''You can't have students growing rice in the middle of the campus green.'' Gerald L. Wilson, dean of engineering at M.I.T., says the power of the computer lies in its ability to ask ''what if'' questions. ''You can take a picture of a beam with three dimensions and push a button, and all the stresses are calculated,'' he says. ''O.K., now turn it. You make stupid mistakes and models, but in the course of doing it you develop a lot of intuition about how it works.'' Some scholars view the computer as altering the most fundamental of academic topics, if only because the technology available to thinkers has always affected the way they view themselves and the natural and metaphysical world. In a new book, ''Turing's Man: Western Culture in the Computer Age,'' J. David Bolter, a classicist with training in computer science, argues that Greek philosophers ''used analogies from the crafts of pottery and woodworking to explain the creation of the universe,'' while the weight- driven clock invented in the Middle Ages provided ''a new metaphor'' for the movements of the heavenly bodies. The computer is the latest such ''defining technology,'' he says, one that, for example, is already ''constantly serving as a metaphor for the human mind or brain.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 May 1984: A.40.",11/15/17,"New York, N.Y.",,"Fiske, Edward B",New York Times Company,,Newspapers,425903391,"United States, New York, N.Y.",English,13-May-84,,New York Times,NEWSPAPER,,,,,,,
+ON A WING AND A COMPUTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-wing-computer/docview/424907952/se-2?accountid=14586,"Andrew H. Malcolm is the chief of the Chicago bureau of The New York Times. By Andrew H. Malcolm T WAS 1:00 A.M. AND BLACK IN THE OTHER world outside. The two men sat in their safety harnesses softly speaking in codes by the eerie green light of computer- controlled dials. At times, a voice from outside read numbers and directions and speeds into their ears, but nothing happened until the final approval came. Allen Amsbaugh answered, ''American 98 Heavy, rolling.'' He looked at Tom Seiger on his right and nodded. Each put one hand on the beige metal knuckles of the throttles between them. They pushed ahead.
+Instantly, there came a powerful deep rumble from behind. Twin furies of fumes shot out hot across the cement, bending the grass and blasting some scraps of paper high in the air over the roadway just south of San Francisco. The rumblings billowed down deserted Millbrae Avenue past a bank and a used car lot and the stoplights winking to no one. They bounced off the darkened storefronts of Burlingame Plaza and rattled the windows of a dry cleaner. And then, 35 seconds after it began, the thunder was gone. And so was the airplane, a brand-new Boeing 767 numbered N3088AA, now just a blinking light cutting through the clouds, heading east.
+Precisely at that hour, 3,000 miles and three time zones away in a quiet stucco house on Gale Road in a Boston suburb, Robert Brest, an auto dealer, woke with a start and peered at his digital clock. It said 4:00 A.M. As he later recalled, he had no idea why he woke so early, but he got up anyway. His day had begun. And before it was over, airplane N3088AA would enter and leave his life and that of thousands of other travelers and workers across the entire country as the United States' airline transportation industry worked its anguished way through one more 24-hour cycle in the new age of deregulation. On this day, that airplane - listed officially simply as No. 308 - would be flown by a series of crews 2 1/2 times across the country. It would carry hundreds of passengers like Robert Brest on business or vacation trips, on family errands or for medical reasons, to Dallas, Boston, San Diego and Los Angeles.
+Each day now is a new challenge to the very existence of this nearly $40 billion-a-year industry that annually moves some 300 million people from somewhere to somewhere else on the globe. Americans have become so reliant on and so addicted to jet-speed travel that every year, just within the United States, their airlines clock 250 billion revenue passenger miles (a revenue passenger mile is one paying customer moved one mile), a total distance equivalent to 35 trips to Pluto, at the edge of our solar system - and back.
+Still, despite an improving economy, the country's major airlines are in trouble, serious structural trouble, as evidenced by the recent bankruptcies of Braniff and Continental airlines, by badly weakened balance sheets that threaten the future of a half dozen other major carriers, such as Eastern and Trans World, and by the pack of new, smaller airlines barking at the heels of their larger, established competitors such as American and United.
+For 40 years, America's passenger aviation companies operated under a complex system of Government regulations that controlled routes and prices through cumbersome procedures of applications and hearings. It could take years for a new route to be awarded or dropped. There was very little real competition, although the airlines tried to establish individual images through advertising. Flying people between, say, New York and Los Angeles was more like operating a franchise than engaging in a competitive battle for the passenger's dollar. Increased costs for such things as the expensive flying machines themselves were simply passed along to the flying public in the form of new approved fares.
+But in 1978, convinced that Government was too much involved in areas such as transportation, telecommunications and financial services, the Carter Administration launched policies of deregulation (later pursued by the Reagan Administration). And Congress passed the Airline Deregulation Act that year. In effect, the bill let any airline fly any domestic route it wanted and charge any fare. At a stroke, the American airline industry was turned from a collection of carefully coddled corporations with assigned corridors into a group of competing companies waging a full-scale dogfight, no holds barred, where only the toughest and leanest might survive.
+On the success, or failure, of these fundamental changes hangs the future not just of hundreds of thousands of employees in the airline industry and its related service companies, but of passengers, too, and also of the giant aircraft suppliers like Boeing and McDonnell Douglas whose global sales have rested on a strong domestic sales base.
+''This is an extremely turbulent time in a treacherous business,'' says Alfred H. Norling, vice president and chief airline analyst for Kidder, Peabody & Company. ''All the major airlines are trying to do something. But no one has been as imaginative, as tough and as successful, so far, as American Airlines.'' To find out what Mr. Norling meant about American and to observe how the industry as a whole is responding to deregulation in its daily operations, I recently climbed on board plane No. 308 on American Airlines Flight 98 from San Francisco and stayed with the plane throughout its 21- hour working day. EFORE THE NOSE WHEEL WAS six inches off the San Francisco runway, plane No. 308's onboard computer had sent a cryptic departure message to the company's mother computer in Tulsa. Before the plane was 900 feet off the ground, that computer had consulted the craft's flight plan and the weather en route and flashed an estimated arrival time to all the terminal television monitors in Dallas and Boston, the plane's second destination. It had also sent a polite acknowledgment of message received back to the plane's computer. ''The reason we need computers doing so many things,'' said Captain Amsbaugh, the twinkle in his eye apparent even in the darkness of the soaring cockpit, ''is in case there's an emergency up here. Then Doris Day or Karen Black can come in and land this thing.''
+Computers, vast banks of them, have become crucial to virtually all aspects of a cost-conscious airline's operation under deregulation. ''We couldn't operate around here without computers,'' says Stan Seltzer, an assistant vice president for American's operations. ''Before deregulation you had six months, maybe a year or two, to plan a new route - the planes, the schedules, the crews, the terminal counters, phones, even the computer outlets. Now, if we're lucky we get a month. We started our Dallas-London run with four days' notice. You've got to be quick today.''
+At American, computers figure out the most efficient flight plans, all the crews' schedules and overtime and the paychecks for all 34,000 employees. They contain the entire history, flight times, numbers and destinations of every plane in the fleet and everything that is done to every piece of equipment on them. (The co-pilot's right armrest on No. 308 was repaired Nov. 29, 1983.) Every two weeks, the computers adjust American's flight schedules, then match the available planes to the most useful routes. The reservation computer system, called Sabre, keeps track of the home phone numbers, the flight plans and destinations of every passenger's every reservation from last week through 330 days from now, along with their requests for special menus and perhaps a notation that they are traveling on business, pleasure or because of a family emergency. For more than one million regular American customers, a computer keeps track of the total number of miles each has traveled and rewards these regulars, from time to time, with free trips.
+A computer keeps track of fuel prices at various locations and, if there is a disparity, it will compute the costs of taking on extra fuel at cheaper cities to avoid filling up at more expensive ones. If there is a savings, the computer recommends it. A computer can track the amount of fuel used by each of American's 4,000 pilots, recommending rewards for those who save the most. Computers can also watch for pilots who waste fuel.
+To avoid losing a potential customer, computers even monitor American's telephones. If all lines are busy at, say, the Hartford reservations center, a computer will automatically switch the caller to a free line at a reservations desk in another time zone where business is slower.
+A computer had told Captain Amsbaugh he would need only 95 percent of his engines' combined 96,000 pounds of thrust to lift off in San Francisco's 51-degree weather. It also suggested he could make better time at 41,000 feet instead of the planned 37,000. So he radioed a controller en route for permission to climb. It was granted. Over Fresno, Flight 98 was moving along at 565 miles an hour, three minutes early. Over Albuquerque it was four minutes ahead of schedule, and Captain Amsbaugh had saved 300 pounds of fuel (about 45 gallons). He advised another American flight, 70 miles behind, to do the same.
+On the ground, where it had spent the first several months of its life being assembled, American's No. 308 looks like a gangly metal teen-ager - slow-moving, awkward and unsure of itself physically. Assembly of the plane began May 4, 1983, at Boeing's Everett, Wash., plant. The 767, a twin-engined, wide-bodied craft, was designed for the era of deregulation. It flies more people farther, faster and cheaper with less fuel and, importantly, a smaller crew than its predecessor, the 727, and its ancestor, the 707. American grounded the four- engine, gas-guzzling 707's three years ago, before it even had replacements, preferring reduced schedules to losing money.
+The 767 has wide seats, which, surveys indicate, passengers prefer. Luggage can be loaded more quickly and cheaply in large containers, saving time at busy airports, and it has more carry-on luggage space, further saving baggage-handling costs. It also has a wider door so passengers can board and deplane more rapidly, two at a time. Unlike most of its competition, American covers very little of the surface of its planes with paint. The buffed silver, company strategists believe, conveys the proper image of sleekness and quality, and it also saves more than 350 pounds of weight. ''Over the life of a plane,'' said Art Jackson, an American spokesman, ''that's a savings.''
+Last Oct. 20, two Boeing test pilots took No. 308 up for its first flight. Three weeks later, American took possession. The sticker price: $41 million. Quickly, it joined American's fleet of 254 planes and took its place in the computer-generated 12-day cycle of trips designed to bring every plane to an American maintenance center every 48 hours and to keep the machine in the air as much as possible, as full as possible, and on heavily traveled routes that make maximum use of its size and capabilities. ''An airplane on the ground,'' said Mr. Seltzer, ''is a dead loss to us. We want it moving.''
+Which is why the computer had slotted aircraft No. 308 to spend the previous evening flying from Chicago to San Francisco. That trip made use of two extra evening hours as the time zones changed, and it positioned the plane for an efficient, economical ''red-eye'' night flight back to Dallas.
+In the air that day, awkward-looking No. 308 became a graceful aluminum arrow, its 243,000 pounds hurtling across the country seven miles high at eight-tenths the speed of sound. Though it was half the length of a football field, nobody really saw it. The plane showed up as a numbered blip on the air traffic controllers' radar screens. It was heard from in the disembodied voice of its pilot, and its name all across the land was 98, its flight number to Boston, then 599, its alias as it turned back west. (Even numbers denote eastbound flights, odd numbers westbound.)
+Captain Amsbaugh, a 51- year-old former Marine flier, had begun his day on a wet note, trying to fix a flooded bathroom in his San Francisco-area home. But in the dark over New Mexico he and Mr. Seiger were in good spirits. The heavily automated plane was running smoothly, ahead of schedule and behind in fuel consumption. Up ahead, a huge golden glow loomed on the horizon. ''Either that's the moon,'' said the captain, ''or they're burning Atlanta again.''
+Then, 120 miles west of Dallas, it was time for Flight 98 to descend toward the ground, its bright landing lights shining off puffy white clouds flashing by the cockpit windows. The Dallas controller suggested using Runway 17 Left. Captain Amsbaugh asked if 17 Right was available instead. It was. ''We just saved 100 yards of taxiing,'' he said. An idling 767 burns six gallons of fuel per minute.
+At 5:49 Dallas time, 2 hours and 49 minutes into its workday, the plane touched down 11 minutes early and 12.5 tons lighter, having used the same amount of fuel as a three-engine 727 carrying only two- thirds the load. ''We're the leader of the pack this morning,'' said Captain Amsbaugh.
+Within a half-hour, three dozen American flights would land at the Dallas- Fort Worth Airport and begin an intricately choreographed exchange known as a ''com plex.'' In this case, several thousand passengers and bags would be involved and the 36 aircraft would be cleaned, fueled, provisioned and put back in the air - earning money - within 75 minutes. American would stage 11 such complexes in Dallas that day. No. 308's approach path to Dallas that morning brought it right over a sprawling new steel structure by a manmade lake. On the inside, this building, with all its numbered rooms, lettered wings and various levels, seems more like an aircraft carrier than the headquarters for American Airlines. The company moved here from New York City several years ago. Albert V. Casey, the chairman of the board, a 63-year-old former railroad and newspaper executive, and Robert L. Crandall, the president, a tough-talking former retailer who believes in the potent powers of computers, have their offices on 4-D. Together, they plot the strategies for American (now the second-largest domestic airline, behind only United) to survive and grow in profitability in the brave new world of deregulation.
+American, whose direct corporate ancestors include Robertson Airways and its most famous mail pilot, Charles A. Lindbergh, was once an opponent of deregulation. But since the blunt-spoken, 48-year-old Mr. Crandall took the pilot's seat in 1980, the company's tune has been different. American is widely credited with assaulting the opportunities and dangers of deregulation with speed, imagination and a proper dose of caution. These have kept it away from the financial chasm confronting many carriers, and Mr. Crandall even promised employees unspecified ''significant expansions'' this year.
+''One thing we can be sure of,'' Mr. Crandall tells questioners, ''is that for the foreseeable future the airline industry is likely to remain as volatile, as dynamic, as intensely competitive and as totally unpredictable as it has been for the past five years.'' That time span has seen increased competition not only among established carriers, but also from a whole platoon of new airlines - with names like People Express, Midway and New York Air - that can now pick and choose the most lucrative routes. They can fly them using the newest, most efficient machines with reduced, nonunion crews paid but a fraction of the amount the more established companies have contracted to pay. Free of the heavy financial baggage of corporate overhead and less burdened by soaring interest rates, the newcomers can charge lower fares and still make money.
+In response, Mr. Crandall's American and the other overburdened old airlines can charge lower fares and lose big money, as Braniff did. Or they can drastically reorganize themselves, their routes, their fleets and their whole operating philosophies. This means years of fighting all the accumulated inertia of their own bureaucracies and the entrenched unions. It means laying off thousands of workers, squeezing more work from those that remain and convincing them to take less money for it.
+American and the others must actually compete for passengers now, selling their product, airline seats, to specific segments of consumers just as Procter & Gamble does with each one of its brands of soaps. The lines must rebuild their aging fleets, designed for different routes in an era of 12- cents-a-gallon fuel, and replace them with more automated, fuel-efficient aircraft financed in imaginative ways in a new era of high-cost money, low profits and picky consumers conscious of cost and quality and the newfound power that comes with having a choice.
+Mr. Crandall, the jut-jawed executive who joined American in 1973 after working at Eastman Kodak, Hallmark Cards, Bloomingdale's and T.W.A., invented the Super- Saver fare, a system of bargain rates that is now an industry standard. And it is one measure of the turmoil within the airline industry that Mr. Crandall's proposal last year to base fares on something as strange as the actual distance flown should have been treated first as revolutionary and then widely copied. As was American's invention of a program to boost ''brand loyalty'' by rewarding frequent fliers.
+Mr. Crandall's programs have already had some significant results. In January, American reported net fourth-quarter earnings of $115.6 million, a jump of $3.7 million over the previous year's fourth quarter and, in fact, the best fourth quarter financially in American's history.
+But Mr. Crandall's programs have drawn some critics, too. Travel agents, who handle 70 percent of American's bookings, did not appreciate the line's efforts to trim their 10 percent commissions. According to Mr. Crandall, scheduled passenger revenues for the major airlines increased 60 percent in the last five years, but travel agent commissions jumped 135 percent, to $1.6 billion, making commissions the third-largest expense for American, behind only labor and fuel, and the fastest growing.
+The Justice Department sued American for ''collusive monopolization'' over a phone call Mr. Crandall made to a top Braniff executive, in which, it was claimed, Mr. Crandall seemed to suggest that both airlines raise their fares. A Federal judge dismissed the charge, and the Justice Department is appealing. There are continuing complaints over the ''bias'' in airlines' computer reservations systems, including American's, which favor listings of the computer owner's flights over the competition. ''Crandall plays real hardball,'' says Robert Joedicke, airline analyst for Lehman Brothers Kuhn Loeb Inc. ''In a competitive market you've got to roll up your sleeves and forget playing by Marquis of Queensberry rules. Crandall does just that.''
+''Hello, beautiful day,'' said Captain Amsbaugh as the continuation of Flight 98 broke through the overcast into bright sunlight at 5,000 feet. It was 7:17 A.M. American Airlines had just paid the Dallas-Fort Worth Airport $456.30 for plane No. 308 to use its runways twice. Every day, 274 American flights use Dallas. Next stop: Boston.
+In the cabin, six of American's 6,500 flight attendants were serving breakfasts to 97 passengers. The meals, pancakes or omelets, had been prepared at an American Sky Chef kitchen at the Dallas airport when the plane was over New Mexico. The Dallas flight kitchen is one of 32 that make some 80,000 meals a day, everything from macaroni salad and kosher food to duck p^ate and hamburgers. Adessa Allen, who had left home for the Dallas kitchen at 2 A.M., has raised seven children on her earnings. By the time her breakfasts were being consumed over Tennessee, she was making lunches to be eaten over Arizona. American pays considerable attention to its in-flight meals, which cost from $5 to $12 each, because Mr. Crandall has emphasized the need to maintain the company's image for quality service. It is necessary under deregulation for each line to strive for an individual personality to set it apart from the competition. To create a sense of hospitality, American's gate agents are even taught to begin their boarding announcements, ''Good evening, ladies and gentlemen.'' ''May I have your attention, please'' is deemed too military.
+More of these flight attendants make a career of flying today. Twenty years ago the average seniority was two years; now it is nine, which puts an American attendant near the $25,000-a-year bracket, an expensive trend for a cost-conscious airline and one paralleled in other unions.
+With such seniority expenses, American figures that labor accounts for 37 percent of its costs. That is down from 43 percent before deregulation, but still far higher than the new airlines' 20 percent to 24 percent.
+So two years ago, while American officials at headquarters designed some layoffs and a revamping of the line's aging, fuel-inefficient fleet, Mr. Crandall began a series of employee group meetings. His blunt message, delivered long before ominous financial talk became the norm, was that American's costs must be slashed if the airline - and its jobs - were to survive. He promised employees they would share in any success. But he made it clear that bitter medicine must come first.
+The sales job was not easy. At one point, American negotiators put nine different contract offers on the table for the unions to choose among. Each was a different road to the same goal of greater fiscal strength. Apparently, the message took. One by one last year, American's unions signed new contracts with built-in, long-term cost savings. Pilots, for instance, fly more hours each month (in return, their jobs are guaranteed for life). Part-time ground workers can be hired, while full-time workers can be assigned a greater variety of tasks. No one took a cut in pay, but the unions agreed that new employees will come in at around half the old- timers' starting pay. This means that as present employees retire (and they can be offered sweeteners to do so) and new replacements are hired, American's labor costs will decline. The goal: labor costs that are 30 percent of total outlays, a figure still above what the new airlines are spending but within competitive range, given American's full service. ''We're creating,'' says Mr. Crandall, ''a low-cost airline within American.''
+Flight attendants like Katie Baker and Marlene Myers understand the economics. However, they wonder if their jobs, at considerably lower pay, will continue to attract college graduates or keep them for the long, tiring hours away from home.
+But of more immediate concern were the passengers on Flight 98. The attendants knew that William George was in Seat 4A. The reservations computer, communicating through a terminal in the cockpit, had alerted them that Mr. George is an American AAdvantage Gold member - in other words, a superfrequent flier to be coddled by name. Had it been afternoon, the computer would have indicated his favorite drink, too.
+The American AAdvantage program grew from a simple idea to compile a mailing list of customers in 1980. ''But what happened is staggering,'' said Mike Gunn, vice president for sales. ''Under deregulation we're becoming much more of a retail business, selling airline seats. In 1981 we wanted to begin building brand loyalty to American. AAdvantage has been our single most successful marketing innovation.''
+Awards range from a free ticket-upgrading to first class for 12,000 miles of travel to two free first class tickets on American for 75,000 miles. The program has been widely copied, and although expiration dates are occasionally announced, Mr. Gunn said such award programs are here to stay. Surveys show some 80 percent of the members will now change their travel plans to match an airline's schedule and earn their mileage credits.
+And the addresses generated by this program save American money on advertising and promotion by allowing the company to take advantage of cheap bulk mailings to all members or those in targeted regions. Last year, when another airline launched a new service to compete with some American flights between two cities, it spent lavishly on newspaper and television ads, many of which no doubt reached readers and viewers who had no intention of taking such trips. To match it, American simply mailed out postcards to AAdvantage members, all of whom are by definition frequent fliers, announcing double mileage credits on American flights between those two cities for 60 days. As a result, American successfully protected its market share at minimal cost.
+Because of the mileage program, Kent Shackleford, one of the Boston-bound passengers on Flight 98, flew American that day, passing up a connecting flight through Newark for $100 less. He said he felt American made more of an effort to please passengers and arrive on time, and, anyway, he wanted the Boston miles on his AAdvantage account.
+In the cockpit, Captain Amsbaugh, nearing the end of a night and a day's work, inched the throttle up a notch to regain a few minutes lost in line for takeoff in Dallas. Noting there was little traffic ahead into Boston and riding a strong tailwind, he requested and received permission to descend a little faster than planned. That saved another two minutes. And at 11:05 A.M., Boston time, seven hours after the day had begun in San Francisco and nine minutes early, he shut down the engines at Gate 22.
+Sixty-three minutes later, with a new flight number (599), a new crew and 154 passengers, plane No. 308 was taxiing behind a USAir aircraft toward Runway 22R. But a broken runway light shut that area down temporarily, and American 599 Heavy was directed to the shorter Runway 27. (The ''heavy'' tells controllers the plane is wide-bodied and so will create greater air turbulence and require a longer separation from smaller trailing planes.) The ground detour and the quicker takeoff necessitated by the shorter runway meant more fuel used. The detour also meant a few lost minutes, a delay that would lengthen throughout the second half of the plane's workday as it flew on to Dallas, San Diego, Los Angeles and then back to Dallas.
+No. 308 often finds itself going through Dallas, and also Chicago, American's other major ''hub.'' Under deregulation, all the major airlines have changed their route philosophies from a preference for long, linear, nonstop routes to the so- called hub-and-spoke concept. Previously, no other line could fly, say, American's nonstop Philadelphia- Phoenix route without Government approval. The route franchises were protected. But now, anyone can fly that or any route anytime. One competitor, especially an upstart with lower costs, could chop American's daily passenger load in half, below the 55 percent to 60 percent break-even load level.
+So, to protect itself, American has constructed major route hubs in Chicago and Dallas-Fort Worth. Seventy- seven percent of its flights will go through these airports at some point. Now, instead of flying directly from Philadelphia to Phoenix on American, passengers board an American Philadelphia-Dallas flight along with passengers bound for El Paso, Austin, Shreveport, Los Angeles and numerous other cities. The plane will thus be fuller. In Dallas, the Phoenix-bound passengers will join other arriving passengers bound for the same destination and transfer to the next American flight on the spoke to Phoenix. American, in effect, becomes its own feeder airline.
+''The hub-and-spoke protects us against competitive incursion,'' said Thomas G. Plaskett, American's senior marketing vice president. ''Our route network becomes a self-supporting fortress and keeps people within our system.'' Before deregulation, about 70 percent of American's passengers who arrived in Dallas left there on another American flight; now, 96 percent do.
+Back in the coach section, Ida Higgenbotham of Fort Worth didn't understand about hubs and spokes. All she knew was that if she flew on Republic Airlines, she'd go through Minneapolis, its hub, and the trip home from Boston would take 10 hours. American's spoke was shorter, so she took American. ''But I feel guilty,'' she said. ''My son flies for Republic.''
+Nearby sat Mr. Brest, the auto dealer who had awakened sharply at 4 A.M. that morning when No. 308 was beginning its day in California. He thinks United has good service, too, but American's schedule to Phoenix fit his better. Also, because American has a special ticket line for AAdvantage members, he could work longer at his office before rushing to the airport. And, as soon as he took his seat, the flight attendant welcomed him by name. ''Anyway,'' he confided, ''I've got more miles earned on American.''
+In the cockpit, unbeknownst to the passengers, the new pilot was contending with a threat to their later flights. There were, by now, 140-mile-an-hour headwinds, and they were delaying the plane's progress. Passengers could possibly miss their connections. Because controllers would not allow him to leave his air lane, the captain asked to climb another mile and a half to 39,000 feet. He was gambling the winds would be no worse and possibly less at that altitude, where fuel burns more efficiently. It was a good gamble; in the first 56 minutes up there, he saved 250 gallons of fuel, it was smoother and the plane would be closer to an on-time arrival. Under deregulation, minutes matter more.
+And so do fuel efficiency and load factors. It's not just a question of putting the largest plane possible on a route. As one American scheduler put it, ''You fly a 747 from Scranton to Philadelphia and you lose your shirt.'' So each airline's fleet must match the demands of its new route structures.
+Before deregulation, American had a large fleet of big planes like the 747's. They are not suitable for shorter spokes where frequency, not size, is the key. American needed smaller, efficient planes requiring smaller crews and smaller fuel budgets. Some airlines plunged ahead to buy such craft with huge borrowings. But even with cash assets approaching $1 billion, American shied away from such purchases as interest rates soared. It looked for new means to acquire airplanes and ways to persuade others to take at least some of the risk of these huge deals.
+American traded its 747's to Pan Am for smaller DC-10's. To get the 767's, designed for deregulation's new economics, American found investors overseas - in Japan and Europe, for instance - willing to buy the planes and lease them to American, taking advantage of the investment as tax breaks. Some of these purchases are even transacted on a radio hookup while a craft is flying over international waters; that saves state sales tax, not an inconsequential sum on multimillion-dollar deals.
+And when American accepted the new small, efficient Super 80 aircraft from McDonnell Douglas, it pioneered a lease agreement whereby the plane manufacturer agrees to take the plane back with no penalty up to five years after delivery. In return, American promises the manufacturer a share of its future profits.
+Descending through overcast above Dallas, plane No. 308 was further delayed by heavy traffic. It touched down 25 minutes late, which would show up on company reports the next morning. But, according to the computer, the flight strategy saved 3,500 pounds of fuel - 522 gallons, or $470.
+In the other world, outside the plane, there was much noise and apparent chaos at the Dallas gate. Hundreds of baggage handlers, fuelers, food deliverymen and supervisors worked feverishly. All were watched by closed-circuit television cameras and monitored by six baggage- handling computers. There were 7,950 arriving bags to be moved in a few minutes; 5,000 were to go to other planes, including Mr. Brest's, bound for Phoenix. There were seven bags to go into No. 308 from the incoming El Paso flight, the Phoenix plane had nine, Austin eight, five from San Jose. Ken Holder, who was waiting in the boarding lounge in London when this plane was leaving San Francisco 13 hours ago, had four bulging bags to make the San Diego flight.
+In the baggage control room, or ''War Room,'' Lou Fucsko directed the television cameras to zoom in on any parked plane. Workers checked off radioed reports from the baggage handling room. There, computer-controlled arms steered luggage to the correct conveyors. Fourteen crews scooted between planes with bags bound for distant destinations. At 4:09 P.M., Mr. Fucsko turned on the yellow light outside the cockpit window of Flight 599. The pilot knew then that he could sta",,,,,,,,,,,,,,,,,,,,,,,,,,,,
+t up the engines in five minutes. At 4:12, Barry Wendelken rushed up to the plane's belly with nine bags from a La Guardia flight.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+As the plane struggled toward San Diego against the unrelenting headwinds, Jack and Janice Brennan, who were moving to California, tried to entertain their two children. Their reservations, including a request for special children's meals, had been handled by Sabre, the American reservations computer system.,,,,,,,,,,,,,,,,,,,,,,,,,,
+Because American needs to maximize income from all sources under deregulation, the reservations system has been expanded to handle, for a commission from participating companies, a variety of nonairline services. Through the system, passengers can order a rental car and hotel room, insurance, bon voyage gifts, cablegrams and foreign currency, a limousine and interpreter to be waiting at a distant destination. Travel agents can even order their company's stationery on the same computer. New items, including office furniture, are to be added soon for the agents' convenience.,,,,,,,,,,,,,,,,,,,,,,
+''Under deregulation,'' explains Robert Baker, American's vice president of automation, ''you've got to have two things: imagination and a market niche. You must make yourself special. Sabre helps us carve our special niche.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Next to the airline's headquarters, on a street named American Way, Jane Hills sat at her Sabre console in a multilevel reservations center that resembles a shopping mall. She takes about 130 calls a night, most of them reservations for trips, including, it seems, about 50 from men who ask if she'd like to go along. Because the agents swear they get more strange phone calls when the moon is full each month, even the lunar stages are programmed into the computer for reference.,,,,,,,,,,,,,,,,,,,,,,,,,
+Computers can predict full moons but not the future of American Airlines or a fast- changing industry in which long-range planning often means a week from Wednesday. Mr. Norling, the Kidder Peabody analyst, sees two levels of airlines emerging. The first is made up of the full-service lines which offer food, baggage handling, the entire range of traditional services. These would include trunk lines like American, Northwest, Delta and United, and regional lines like USAir, Frontier and Republic. Then he sees a second level of specialized airlines striving to create their niche in one geographic area, in the no-frills, low-fare market, in the luxury market or even in just three or four high-volume corridors, routes such as Chicago-New York, New York- Los Angeles or Miami-New York.,,,,,,,,,,,,,,,,,,,
+''You'll find,'' adds Mr. Joedicke, the Lehman Brothers Kuhn Loeb analyst, ''the big will get bigger and fewer, and the small will get more numerous.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Computers could also not control the headwinds that kept delaying airplane No. 308 as its long working day wound down. The sun was setting over San Diego as the plane glided across Interstate 5 to land at 5:27, now 28 minutes late. Next was a short hop to Los Angeles and the longer run back down the spoke to Dallas. Cleaners replaced a section of frayed rug in San Diego. Fuel was to be poured in at Los Angeles. Twenty-one hours and 37 minutes after Captain Amsbaugh shoved the throttle ahead in San Francisco, the plane landed in Dallas to finish its day 43 minutes late.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+That day, American Airlines hauled 85,948 passengers; another 6,152 were no- shows. For its part, Airplane No. 308 carried a total passenger load of 718, about 59 percent of capacity and, in this case, a modest tick above the break-even point. The craft was in the air 14 hours and 39 minutes. It flew 8,079 miles and consumed 151,000 pounds, or 22,537 gallons, of fuel. It carried 60,600 pounds of cargo and 143,600 pounds of people. Altogether, it cost American $46,028 to operate the plane that day. That's $52.36 for every flying minute. On a lightly traveled day in the Darwinian world of deregulation, No. 308 more than held its own.,,,,,,,,,,,,,,,
+When the front door was unsealed on arrival in the dark of Dallas, the onboard computer sent one more message to Tulsa: ''308 In 12:37.'' Within 11 minutes, food service employee Paul Parrilla removed the dirty dishes, and every passenger and every crew member was gone. The engines were silent and cooling. The $41 million machine stood idle and empty at Gate 19 until, several hours later at dawn, the whole battle would start over again. Art Koerber, a ticket agent, locked the ramp door and looked down a deserted concourse where Marie Walton, a flight attendant, was pulling her little suitcase on wheels. ''Good night,'' he called. ''I mean," good morning.''""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ON+A+WING+AND+A+COMPUTER&title=New+York+Times&issn=03624331&date=1984-02-12&volume=&issue=&spage=A.42&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 12, 1984","''This is an extremely turbulent time in a treacherous business,'' says Alfred H. Norling, vice president and chief airline analyst for Kidder, Peabody & Company. ''All the major airlines are trying to do something. But no one has been as imaginative, as tough and as successful, so far, as American Airlines.'' To find out what Mr. Norling meant about American and to observe how the industry as a whole is responding to deregulation in its daily operations, I recently climbed on board plane No. 308 on American Airlines Flight 98 from San Francisco and stayed with the plane throughout its 21- hour working day. EFORE THE NOSE WHEEL WAS six inches off the San Francisco runway, plane No. 308's onboard computer had sent a cryptic departure message to the company's mother computer in Tulsa. Before the plane was 900 feet off the ground, that computer had consulted the craft's flight plan and the weather en route and flashed an estimated arrival time to all the terminal television monitors in Dallas and Boston, the plane's second destination. It had also sent a polite acknowledgment of message received back to the plane's computer. ''The reason we need computers doing so many things,'' said Captain Amsbaugh, the twinkle in his eye apparent even in the darkness of the soaring cockpit, ''is in case there's an emergency up here. Then Doris Day or Karen Black can come in and land this thing.'' Computers, vast banks of them, have become crucial to virtually all aspects of a cost-conscious airline's operation under deregulation. ''We couldn't operate around here without computers,'' says Stan Seltzer, an assistant vice president for American's operations. ''Before deregulation you had six months, maybe a year or two, to plan a new route - the planes, the schedules, the crews, the terminal counters, phones, even the computer outlets. Now, if we're lucky we get a month. We started our Dallas-London run with four days' notice. You've got to be quick today.'' The Justice Department sued American for ''collusive monopolization'' over a phone call Mr. [Robert L. Crandall] made to a top Braniff executive, in which, it was claimed, Mr. Crandall seemed to suggest that both airlines raise their fares. A Federal judge dismissed the charge, and the Justice Department is appealing. There are continuing complaints over the ''bias'' in airlines' computer reservations systems, including American's, which favor listings of the computer owner's flights over the competition. ''Crandall plays real hardball,'' says Robert Joedicke, airline analyst for Lehman Brothers Kuhn Loeb Inc. ''In a competitive market you've got to roll up your sleeves and forget playing by Marquis of Queensberry rules. Crandall does just that.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Feb 1984: A.42.",6/12/19,"New York, N.Y.",,,New York Times Company,,Newspapers,424907952,"United States, New York, N.Y.",English,12-Feb-84,AIRLINES AND AIRPLANES; REGULATION AND DEREGULATION OF INDUSTRY; Data processing; Deregulation,New York Times,NEWSPAPER
+DRAFTING A DEMOCRATIC INDUSTRIAL PLAN,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/drafting-democratic-industrial-plan/docview/424732958/se-2?accountid=14586,"Sidney Blumenthal is the author of ''The Permanent Campaign.'' By Sidney Blumenthal
+ORE THAN TWO DOZEN OF the nation's most influential political and economic figures were gathered at the A.F.L.- C.I.O.'s Washington headquarters, across Lafayette Park from the White House. The press had not been notified. The men ranged around the huge conference table that morning included Senator Edward M. Kennedy, investment banker Felix G. Rohatyn and A.F.L.-C.I.O. president Lane Kirkland. Several chairmen and presidents of high-tech corporations sat across from former Carter Administration officials, including Stuart E. Eizenstat, chief of domestic policy, and Treasury Secretaries W. Michael Blumenthal and G. William Miller. Economists Lester C. Thurow, of the Massachusetts Institute of Technology, and Walter W. Heller, one-time chairman of the Council of Economic Advisers, held forth.
+They had come together for this second meeting of the newly organized Industrial Policy Study Group to thrash out a program that would revitalize the ailing economy. And though the group was calculatedly nonpartisan, its members were keenly aware of the political implications of their discussions. There was concern that they might be publicly perceived as the advance guard of the Democratic Presidential campaign of 1984.
+At one point, according to some of those present at the April meeting, Robert S. McNamara, former World Bank president and Secretary of Defense in the Kennedy and Johnson Administrations, quipped, ''I continue to call myself a Republican, but no one believes it.'' Then Chrysler chairman Lee A. Iacocca burst out, ''I was a Republican until two weeks ago.'' He emotionally described his latest effort to enlist the help of the Reagan Administration in changing the trade policies of the Japanese government. He was shuttled from one senior official to another until at last, he said, he was informed: ''The free market will take care of the problem.'' Iacocca told the group: ''I believe in the free market, but I see what the Japanese are doing to me.''
+The failure of American companies to compete successfully with the Japanese contributes to the sense of crisis shared by the members of the study group. They see the devastation of whole regions of the country that were built on smokestack industries and a permanent army of millions of unemployed workers displaced by automation. And they view these problems not as symptoms of a single turn of the business cycle, but as the results of profound changes in the character of the economy, itself. They believe that the only realistic solution lies in an increased government role, a native version of the Japanese and Western European approaches to planning.
+The study group has been examining specific proposals: a government bank, for example, that would use its lending power to force troubled companies to modernize their factories; or an agency, with representatives from business, labor and government, that would monitor the position of American companies in relation to foreign competitors and develop strategies to help the home team. The group is expected to make public its recommendations this fall. Says Felix Rohatyn: ''We want to make this a national exercise.''
+In fact, the study group is just part of a great debate shaping up over what has come to be called ''industrial policy.'' The outcome may determine our economic policies and political leadership for the next decade. Walter F. Mondale, Gary Hart and almost every other candidate in the Democratic Presidential marathon have endorsed the concept. In the Senate, Kennedy has sparked the creation of an Industrial Policy Task Force and joined the growing ranks of Congressmen who are preparing industrial- policy legislation. In the House, preliminary hearings on industrial policy are expected to lead up to hearings on a major bill late next month. Business groups and labor unions are drafting their own manifestoes. Meanwhile, Reagan Administration officials have denounced industrial policy as a ''bureaucratic nightmare'' that would undermine the free market. Conser- vative intellectuals and a handful of liberal economists argue that the notion runs against the grain of American individualism, and they are quickly producing books and articles to challenge the new movement.
+This kind of ideological politics has only recently appeared on the American scene. The first stage came with the election of Ronald Reagan, the most conservative President in recent history. He initially left the liberals confused and disorganized: Many of their leaders in the Senate had gone down to defeat, and the new President was moving swiftly to translate his ideas into law. Some liberals reacted with inaction, hoping the Reagan program would fail. But a few went hunting for a big new idea that could do for the Democrats what supply- side economics had done for the Republicans.
+There was a time when such ideas were developed by cloistered academics over a lifetime of quiet labor, and a generation could pass before their thoughts entered the political mainstream. Today, many intellectuals have become familiar figures in the corridors of power, where their notions are precious political commodities. And it was within their ranks that the liberals in Washington found the prophets of industrial policy.
+The story of how that idea filtered through Harvard classrooms, bankers' suites and Congressional committee rooms to the sanctums of Presidential candidates has never been told. It casts new light on the inner workings of the political system and on a remarkable effort by liberals, taking a leaf from Ronald Reagan's book, to transform a complex and controversial theory into a campaign theme with mass appeal.
+''The first time I heard the phrase 'industrial policy' was in the summer of 1972,'' says Robert B. Reich, the short, bearded, 37-year-old Harvard University professor who was one of the policy's early advocates. A Rhodes Scholar and graduate of Dartmouth College and the Yale Law School, he was representing several American companies at a meeting in Brussels with officials of the Common Market. The conversation turned to comparisons of Japanese and European industrial policies. ''It was all in French,'' he says. ''I kept hearing this term and I kept asking people what it meant. I didn't understand.'' The next time the phrase came up, he was in the office of a British high-tech executive. As Reich recalls, ''He made the simple point that every advanced industrial country has an industrial policy. Some are implicit, some explicit. There are good ones and bad ones. They are analogous to corporate strategies. In my head I'm thinking, what's the U.S. industrial policy?''
+By 1977, Reich had left the practice of law and become director of policy planning for the Federal Trade Commission. He discovered that many of the companies being prosecuted by the agency for antitrust and consumer-protection violations were losing ground to the Japanese and other nations in the world markets.
+Soon he met the feared Japanese themselves - his policy-making counterparts in the Ministry of International Trade and Industry. MITI chooses particular industries it expects to be Japan's cutting edge in future world markets and smooths their way. It assists companies in raising capital and coping with taxes and regulations. It also provides subsidies. MITI has allocated $250 million over a seven-year period to promote the development of the supercomputers of the next generation.
+The contrast with the United States was striking. As Reich saw it, Washington had an industrial policy, but it was largely unconscious, uncoordinated and unresponsive to the long-term needs of American enterprise. That left the burden of preparing for the future on corporate managers, but Reich considered them ''paper entrepreneurs,'' pursuing short-term profits from mergers and speculations rather than investing in new technologies. He began to view the creation of an effective American industrial policy as his personal mission.
+Now, on his trips to Europe for the F.T.C., Reich deliberately sought out government officials to learn about their industrial strategies. He also began to correspond with Ezra F. Vogel, chairman of the Council on East Asian Studies at Harvard and author of ''Japan as No. 1: Lessons for America,'' published in 1979. ''One wonders,'' Vogel wrote, ''at our lack of interest in profiting from Japanese successes.'' But Reich was interested, and he initiated another correspondence, this time with Ira Magaziner, a business consultant who had wide practical experience with foreign industrial policies.
+Reich was part of the exodus of liberal officialdom from Washington after the defeat of Jimmy Carter in 1980. Within a few months, Page 41 Reich's first articles promoting industrial policy began appearing in The New Republic. He joined the faculty of Harvard's Kennedy School of Government and, together with Ezra Vogel, organized a faculty seminar on industrial policy. The technique had impressive precedent: More than 30 years earlier, a faculty seminar at Harvard had been a key means of disseminating and legitimizing Keynesian economics.
+The industrial policy seminar attracted more than 20 regular members, at least eight of whom were soon writing books on the subject. Reich was one of them. ''Minding America's Business,'' co-authored with Magaziner, would be published in 1982.
+A few miles down the Charles River from Reich's Harvard office, at M.I.T., Lester Thurow was also thinking about industrial policy. In the late 1970's, this tall, blond economist had suddenly become a national figure, advising Presidential candidate Jimmy Carter, appearing on network talk shows, his byline prominent in leading magazines and newspapers. In 1980, his book, ''The Zero-Sum Society,'' was published. It was a liberal critique of the economic consequences of the Carter years, and it immediately entered the public debate. Thurow argued that a stagnant economy with a high level of inflation and unemployment would not recover if left to its own devices. We were deadlocked in a zero-sum game, he said, in which someone's gain must be another's loss. Economic growth was the answer, and the only way to achieve it was through a new form of planning.
+''We need the national equivalent of a corporate investment committee,'' he wrote. ''Major investment decisions have become too important to be left to the private market alone, but a way must be found to incorporate private corporate planning into this process in a nonadversary way. Japan Inc. needs to be met with U.S.A. Inc.'' It was in ''The Zero- Sum Society'' that Thurow introduced an idea that would become one of the most controversial elements of the industrial-policy debate. The government, he said, must redirect investment away from ''sunset'' industries, such as steel, toward ''sunrise'' industries, such as computers. In the lexicon of industrial policy, he wanted to ''target'' the likely winners.
+Some critics argued that Thurow's plan would confound the free market's natural role of picking winners and losers; others feared that it would lead to the abandonment of whole regions of the country. Today, seated in his office, hands locked behind his head and feet up on his desk, the 45-year-old economist acknowledges that he has refined his original position. ''The market makes transitions in a painful, clumsy, slow way,'' he says. Before the battle for survival among domestic companies is over, the Japanese, spurred by industrial policies, have already begun to dominate the international marketplace. ''You can't pick winners. You create winners.''
+Almost a decade before the academics Reich and Thurow were developing their separate versions of an industrial policy, a very different prophet was advancing the idea.
+Felix Rohatyn, a senior partner with the New York investment banking firm of Lazard Fr eres & Company, was born into a cosmopolitan Austrian family in 1928. He does not have the ideological revulsion toward government activism that is characteristic of so many American business executives. His role model is Jean Monnet, planner extraordinaire, founder of the Common Market. In 1974, in an article in the financial pages of The New York Times, Rohatyn proposed re-creating the Reconstruction Finance Corporation, a Federal agency that flourished during the New Deal. Among other things, it granted business loans that were vital to the economic prosperity of a number of backward Southern states - an implicit industrial policy. A year later, Rohatyn had a chance to put his theories to the proof. With New York City teetering on the brink of bankruptcy, he became chairman of the Municipal Assistance Corporation. Using his control of the city's finances, he brought all the players - the bankers, the municipal unions and the politicians - to the bargaining table and won concessions.
+That experience spurred Rohatyn to renew his media campaign for a new kind of R.F.C. In his appearances on national television and his articles in such journals as The New York Review of Books, he made familiar the view that government must come to the rescue of the declining cities of the Northeast and Middle West.
+Rohatyn's vision of a new- look R.F.C. would not be shared by all proponents of industrial policy, but they would eventually embrace one of its major premises. It is known, in the steadily growing jargon of industrial policy, as ''restructuring.'' Whereas the old R.F.C. passed out its loans with few strings attached, Rohatyn's bank would demand a quid pro quo. If a company wanted funds, it would have to agree Page 42
+to basic changes in the way it did business; it would have to undergo ''restructuring.'' Thus, a loan might be contingent on a company's commitment to modernizing its plant, retraining its workers. Unions might have to agree to changes in work rules or benefits.
+''Most of the time, the various parties are part of the problem,'' says Rohatyn, a cerebral man whose bushy eyebrows and glasses give him an owlish look. ''You have got to figure out how to make them the solution. I think money - capital - can be a bargaining tool.''
+In August 1980, for the first time, one of the industrial-policy prophets discussed the idea with a President. Rohatyn told Jimmy Carter that the proposed R.F.C. would have to be insulated from politics - somewhat like the Federal Reserve Board - so that it could resist the demands of vested interests.
+According to Rohatyn, Carter was ''guarded'' in his response, but the President did create the Economic Revitalization Board to study the matter. Its co-chairmen were Kirkland of the A.F.L.-C.I.O. and Irving S. Shapiro, former chairman of Du Pont. (Along with Rohatyn, they would three years later become co- chairmen of the Industrial Policy Study Group.) The President's chief domestic policy aide, Stuart Eizenstat, and his aide, Joshua Gotbaum, began drawing up an agenda for the board. But it was all for naught: The Carter Presidency would soon end with the Reagan landslide, and the Economic Revitalization Board would never meet.
+Industrial policy, no matter how it is packaged, is a form of government planning. And ''planning'' is a politically charged word, raising fears that individualism and free enterprise are in danger. Yet planning - industrial policy - has strong roots in American history.
+Alexander Hamilton, the first Secretary of the Treasury, wanted to establish a protective tariff and a Federal bank to foster industrial growth. Thomas Jefferson, the first Secretary of State, fought the notion bitterly, insisting that it would lead to an all- powerful, central government ruled by an elite. Hamilton won, but the struggle over the government role in the economy has never ended.
+In the 20th century, the Federal government took on new powers in response to world wars and economic crises. The battle between the Hamiltonians and the Jeffersonians continued, under new terms. Herbert Hoover and Franklin Roosevelt both understood that America was no longer a nation of small entrepreneurs, and both believed that government must find ways to cope with the giant new corporations. Hoover used government to spur corporations toward greater efficiency and cooperation. Roosevelt had less faith in corporate voluntarism. His National Industrial Recovery Act was an early experiment in ''restructuring.''
+Since the New Deal, government subsidies, loans and regulations have proliferated. In his 1980 campaign, Ronald Reagan charged that Big Government, cumbersome and intrusive, was responsible for economic decline. His own program, formulated by a network of conservative political intellectuals, promised to unfetter the free market, restoring prosperity. The voters were convinced.
+The election put the Democratic leadership on the defensive. It also set Senator Gary Hart of Colorado on a quest. Ronald Reagan had successfully capitalized on the economic issue, and Hart was determined to find a Democratic alternative that could be a springboard for his Presidential aspirations.
+The 45-year-old Senator is tall and handsome - Ronald Reagan once remarked that he looks too much like a movie star to be President. Suit jacket off, slouched in a chair in his office, Hart speaks quietly but intensely of the theme he discovered. Industrial policy, he says, is a movement ''led and stimulated by 30- and 40-year-old people. This is a new gen-
+eration responding to a new generation of issues.''
+Hart's search for an idea around which to organize his candidacy was, as he is the first to admit, part of a new kind of politics. Today's politicians use ideas the way politicians of an older generation used patronage. With the obsolescence of traditional political machines, candidates now mobilize voters by means of personal image and ideological appeal.
+In January 1981, Hart took a major step to establish contact, hiring Joshua Gotbaum, Eizenstat's former aide and son of New York labor leader Victor Gotbaum, as his economic adviser. Now 31 years old, Gotbaum, a graduate of Harvard's Kennedy School of Government, would leave Hart several months later, but not the industrial-policy debate; he became Felix Rohatyn's protege at Lazard.
+While Ronald Reagan's economic ideas were being enacted into law, Hart courted the academics who specialize in economic policy, producing a steady stream of ideas. He spoke with Lester Thurow during one of the economist's frequent visits to Washington, and in February 1982 Hart journeyed to Cambridge to meet with Robert Reich. After a special tutorial conducted by members of the Harvard faculty seminar on industrial policy, Reich and Hart set off for lunch at Grendel's Den in Harvard Square. There they were met by 40- year-old Robert Kuttner, a former government official who has written extensively on economics and politics and is one of the handful of nonfaculty members of the seminar.
+The encounter in the dark basement of the restaurant was lively. Hart was beginning to see himself as the political leader of what he called the ''high-tech revolution.'' With the decline of basic industries like steel and autos, he wanted government to spur the development of semiconductors, robots and microchips as the ''key technological infrastructure on which our economy will be built.'' But where, he wondered, were the votes? How could he build a candidacy around the industrial-policy idea? Kuttner offered some hard-boiled advice.
+To begin with, he said, any candidate must support a comprehensive program of worker retraining to rescue some of the millions laid off by basic industries. (This concern for ''human capital,'' as it is called, was becoming a key element in the industrial-policy equation.) But retraining, Kuttner said, was not enough. Any policy that failed to make job creation a first principle was doomed. And he doubted that the high- tech revolution would really generate enough new jobs to replace those disappearing from basic industry. The government itself would have to foster new jobs by creating a demand for new civilian products - high-speed trains, for example - much as the Pentagon's desire for new weapons creates demand. (This last notion has yet to become part of the industrial- policy creed.)
+By the time of the Grendel's Den meeting, other politicians were latching onto the industrial-policy notion. Starting late in 1981, Senator Kennedy, the early frontrunner for the Democratic Presidential nomination, had begun inviting the leading exponents, including Reich and Thurow, to his estate in McLean, Va., for private discussions. A signal of Kennedy's growing commitment to industrial policy was his appointment in May 1982 of a new economic adviser, David A. Smith - a 37-year-old economist and former professor at the University of Massachusetts. Smith was one of the industrial-policy advocates Kennedy had invited down for dinner.
+The Democratic midterm conference opened a month later in Philadelphia's Convention Hall. The hundreds of delegates gave Kennedy's slashing attack on Reagan's economic policies a rousing ovation. The speech did not deal directly with the concept of industrial policy. Across the street, however, in the disco of the Hilton Hotel, that topic was the main attraction at a workshop entitled
+''Issues for the 80's.'' Gary Hart presided as chairman of the event and, for the first time, Robert Reich presented his ideas before a large political crowd.
+In December 1982, Kennedy announced that he would not seek the Presidency, but his involvement in the industrial- policy issue deepened. He joined the Industrial Policy Study Group and he persuaded Robert C. Byrd, Senate minority leader, to set up the Democratic Task Force on Industrial Policy. The mission of the task force is to develop a consensus among Senate Democrats and, eventually, to put forward a program.
+Free of the immobilizing constraints of a Presidential campaign, Kennedy has been forcefully positioning himself to be his party's tribune on the issue, in the Senate and beyond. He is seated in a leather wing chair in his dimly lighted Senate office, his hands folded, his often- booming voice muted. Above all, he seems determined to maintain the continuity of the liberal tradition. ''Historically,'' he says, ''the unifying issue for the Democratic Party has been the economic issue. We need the restoration of our economy. The basis of that restoration is the development of an industrial policy.''
+And David Smith provides Kennedy's rationale: Industrial policy is not simply a fad spawned by the advent of high technology, nor is it an import. Among the American precedents he cites is one closely linked to President John F. Kennedy - ''the spectacular example of NASA.'' This, Smith says, was ''an industrial policy that created an entire new industry in less than a decade.''
+Early in 1981, a study entitled ''America in Ruins'' set off a wave of press articles about the nation's crumbling bridges, roads and sewers - ''infrastructure'' was the study's term. Representative Bob Edgar, a Pennsylvania Democrat who was chairman of the Northeast-Midwest Congressional Coalition, sought out Pat Choate, one of the study's authors. Edgar and the other members of the coalition, from states most afflicted by industrial decline, were desperately seeking new ideas. Along with such issues as plant closings, decay of the public works infrastructure was an immediate political concern.
+Soon Choate's lectures on behalf of industrial policy, delivered with careful deliberation, became a regular feature of the House scene. (The 42-year-old economist also prepares more comprehensive analyses for his employer of record, TRW Inc., a high-tech conglomerate.) Among policy intellectuals, Edgar says, Choate ''has had the most influence. He's befriended influential Congressmen. He's been able to do some teaching.''
+Representative Timothy E. Wirth, of Colorado, explains the special allure of industrial policy for House Democrats: ''Those of us who are critical of Reagan are asked at town meetings, 'What do you want to do? Do you want to return to the politics and the policies of the 1960's and 1970's?' Without industrial policy, there's no coherence to the alternative to Reagan.''
+Through most of 1982, Wirth presided over the Democratic Caucus's Special Task Force on Long-Term Economic Policy, preparing a statement in favor of industrial policy. Reich, Thurow and Choate were among the prophets of the idea consulted. ''Rebuilding the Road to Opportunity: Turning Point for America's Economy'' was issued in September, just in time to serve as a campaign document in the Congressional elections. Its prescriptions included an annual commitment of 3 percent of the gross national product to economic research and development, an Infrastructure Investment Program and a National Economic Cooperation Council to develop long-term economic strategy. The report also declared that high- tech industry ''will provide new jobs for American workers in the years ahead.''
+The 23-page report, with its yellow cover, was promptly dubbed ''The Yellow Brick Road.'' It inspired, in turn, a made-for-television movie: the Democratic National Committee's half-hour response to the President's 1983 State of the Union address. The task force report, says David Sawyer, the political consultant who produced the TV show, was ''a resource for the script.'' Thus some of the central elements of the industrial-policy notion, developed by a small circle of intellectuals, came to be presented as the official position of the Democratic Party.
+Finally, House Democrats felt they had something to talk about at town meetings, something broad enough to appeal to disparate regions of the country. Yet within Congress, regional differences persisted. Consider Bob Edgar, from hard-hit Pennsylvania with its millions of blue-collar voters; for him, industrial policy must mean the revitalization of such basic industries as steel. Now consider Tim Wirth from Colorado, where most voters are white-collar suburbanites and where high-tech industry flourishes; he fears that an industrial policy might simply be a way for troubled municipalities and industries ''to back their wagons up to the Treasury.''
+During most of 1982, the top leaders of the United Automobile Workers played host to a parade of policy intellectuals. The likes of Lester Thurow, David Smith and Robert Kuttner were invited to Solidarity House, the union's massive headquarters in Detroit, to talk about industrial policy.
+The idea had a certain resonance for Douglas A. Fraser, the U.A.W. president, who carried on the legacy of the union's founder, Walter Reuther. Economic planning had been part of Reuther's vision - he had, for example, wanted the government to manufacture small cars when the automakers were unwilling. And one of the industrial-policy advocates Fraser called in had a special pedigree. Barry Bluestone, a 38-year-old Boston College economist, was the son of a former U.A.W. top official and Walter Reuther had been an occasional guest in the Bluestone home.
+Bluestone was tired of hearing automobile manufacturing described as a ''sunset'' industry as though its demise were inevitable. ''You don't abandon entire industries,'' he said. Bluestone made a particular contribution to the way the union leadership understood its crisis with a concept he called ''corporate disinvestment.'' In his book, ''The Deindustrialization of America,'' published in 1982, he and his co-author, M.I.T. economist Bennett Harrison, pointed out that many American corporations were closing their factories here and opening new plants abroad. During the 1970's, Bluestone charged, this disinvestment of corporate capital had caused the loss of between 32 million and 38 million American jobs.
+Fraser's own union faced the worst crisis since its founding, brought on by the Japanese small-car invasion and by the deepest national recession since the 1930's. It had lost a half-million members, a third of the total, since 1979.
+To staunch the flow, the union turned to Congress, demanding passage of a so- called ''domestic content'' bill. Under that measure, most cars sold in the United States would be required to have a fixed proportion of parts made in America. The U.A.W. hoped the measure would save jobs and even force Japanese car builders to construct factories here.
+As the months passed and the 1982 Congressional elections neared, the union lobbyists increased their pressure, but the bill foundered. Even some liberal Democrats were opposed to what they saw as a narrow, self-serving measure, and they feared that it might trigger an international trade war.
+Fraser was outraged. ''We're not single-issue,'' he insisted. '' 'Content' is only a tiny part. Industrial policy is very, very, very important because this goddamn free market system doesn't work any longer.'' By year's end, the U.A.W. was formulating its own version of industrial policy, which would be adopted in May, the month Fraser retired. And so was the A.F.L.-C.I.O.'s Industrial Union Division. According to Howard Samuel, president of the division, the decision had been made to ''inject industrial policy into the Presidential campaign. For some unions, this will be the litmus test for an endorsement. For some unions, it's the only game in town.''
+Industrial policy was also attracting corporate followers. The Committee for Economic Development is a policy research group whose trustees are top executives of major corporations and university presidents. During the 1940's, the C.E.D. was chief among business groups helping to bring about the Keynesian revolution in America. Today, the organization is drafting its own industrial policy. Said Kenneth McLennan, C.E.D.'s vice president for industrial studies, ''I can't recall a C.E.D. policy statement in which there was such active interest on the part of the trustees.''
+According to McLennan, the corporate managers are not against ''government intervention'' in principle; they want more underwriting of research and development and the loosening of antitrust laws. They oppose, however, Federal targeting of specific industries: Government planners might supersede the companies' own strategic planners.
+Back at the start of 1982, Walter Mondale was cautiously circling the industrial- policy issue. Within a year, after a series of encounters with the industrial-policy prophets, in person and in print, he would consider himself one of its leading proponents. The process began in January when he attended a weekend economic conference at the Wye Plantation, a Maryland retreat operated by the Aspen Institute. There among the small group of policy intellectuals and political and business leaders was Felix Rohatyn, who was pushing his plan for a new R.F.C. Mondale listened attentively and asked detailed questions. But after the session, when another conferee urged the former Vice President to declare openly for an industrial policy, Mondale replied: ''This is not the time.''
+In mid-August, Mondale was given an elaborate, two- day briefing on the economy by more than 20 experts. He had read ''Minding America's Business,'' by Reich and Magaziner, and had invited them to join the discussion at his Washington law office. Magaziner was there, but Reich couldn't make it and sent a manuscript copy of his new book, instead. According to a top aide, Mondale read the manuscript ''in one gulp.'' And, as Joan Mondale told Reich later, her husband had turned to her after finishing the final page of ''The Next American Frontier'' and said, ''This should do it for the Democrats in 1984.''
+During the weeks leading up to the Congressional election, Mondale's conversion began to become apparent. He specifically sought advice from Reich, for example, while preparing an address for the September steelworkers' convention, where Mondale ended up calling for protectionism and an industrial policy. ''I believe in international competition, but I am not a sucker,'' he told the union members.
+A flurry of critical editorials and articles followed the speech, and Mondale's first sustained public espousal of industrial policy came in his statements defending the speech. By mid-December, his attachment to industrial policy was such that he invited Reich to Washington to address a private gathering of his campaign staff and chief financial backers.
+Months later, in a telephone interview, Mondale would confirm his basic liberal belief, learned at the knee of Hubert H. Humphrey, that ''it takes the catalytic force of government to get things going.'' Industrial policy was a means of reconciling e",,,,,,,,,,,,,,,,,,,,,,,,,,,,
+onomic growth and equity, he felt. And, as a senior aide put it, Mondale wanted to play the role of an ''honest broker'' among the various interest groups - racial, regional and economic. In fact, he felt that if a comprehensive industrial policy could address the needs of these groups - retraining unemployed blue- collar workers, repairing urban roads and bridges - it might provide a way to revitalize the Democratic coalition.,,,,,,,,,,,,,,,,,,,,,,,,,,
+During the first six months of 1983, the industrial-policy banner was hoisted by virtually all of the Democratic Presidential candidates. Gary Hart pledged his allegiance at length in a book, ''A New Democracy.'' In it, he moved away from his earlier belief that the new technologies would take the place of basic industries; instead, he suggested that the use of high technology in manufacturing could revitalize older industries. Walter Mondale issued a clarion call - ''We need a new industrial policy'' - in a May speech before the convention of the A.F.L.-C.I.O.'s Industrial Union Division. Senator Alan Cranston of California and both aspirants from the South, Senator Ernest F. Hollings of South Carolina and former Florida Governor Reubin Askew, joined the cause.,,,,,,,,,,,,,,,,,,,,,,,,,,
+The notable exception was Senator John H. Glenn Jr. of Ohio. ''Glenn is cautious,'' said Felix Rohatyn after a talk with the candidate. ''He's certainly not committed.'' According to Edward Furtek, Glenn's chief domestic policy aide, ''Some things that people are writing about industrial policy suggest a government role that the Senator would feel is inappropriate.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+There is basic agreement among industrial-policy supporters on certain broad tenets, invariably expressed in the new jargon:,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+However, there is sharp disagreement within the ranks over how these goals are to be achieved. One divisive issue has been the impulse on the part of unions and some industries to seek government restrictions on imports.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Another major point of contention emerged in the discussion over the National Industrial Strategy Act, proposed by Representative Stanley N. Lundine of New York, chairman of the banking committee. Among the various industrial-policy bills now before Congress, this is the most significant.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Lundine, a bespectacled, 44-year- old lawyer, had been elected Mayor of Jamestown in 1969; for seven years, he sought ways to stop the flight of jobs and capital from that old industrial town. A long history of union- management antagonism stood in his way, but Lundine created a cooperative council that brought the adversaries together around a table in city hall. Thus, when Lundine met Ira Magaziner in 1981, his visitor's ideas had a familiar ring. Magaziner, as Lundine put it, ''led to Reich.'' And he called upon them for advice in formulating his industrial policy bill, which was introduced in May.,,,,,,,,,,,,,,,,,,,,,,
+The Lundine bill has two key features. The first, the Economic Cooperation Council, was backed by all those favoring industrial policy. The council's directors would be drawn equally from the ranks of business, labor, government and the general public. Their initial task would be to compile data on the competitive situation of individual American industries in the international marketplace. Then, according to Lundine, the council would ''formulate a strategy'' to restructure basic industry and enhance the emergence of new industries. The council would have no enforcement mechanism of its own.,,,,,,,,,,,,,,,,,,,,,,,,,,
+The second major feature of the bill calls for the creation of a National Industrial Development Bank, along the lines of Felix Rohatyn's R.F.C. The bank's power to grant or refuse a loan would be exercised, in part at least, in line with the strategy worked out by the economic council.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+As presented in the bill, the Federal bank would have 16 directors, nominated by the council, the Federal Re- serve Board and Congress, all requiring the approval of the President. And Congress would have careful oversight of its operations. The bank would receive a government grant of $12 billion. Its loan guarantees would be split equally between basic industry and new industry.,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+A House banking subcommittee has been conducting preliminary hearings on industrial policy, and hearings on the Lundine bill itself are scheduled for late September. More than 60 Representatives are co-sponsors, but that section of the bill establishing a bank has generated fierce controversy. Colorado's Tim Wirth, in particular, has opposed this section, because he fears that such a bank might easily be captured by declining regions and industrial dinosaurs. His own industrial-policy bill would create a council but no bank, an approach known among industrial-policy initiates as ''MITI-minus'' - an American version of Japan's industrial planning ministry without its financial arm.,,,,,,,,,,,,,,,,,,,,,,,,,,
+Some of the current proposals for an industrial policy have drawn fire from left- wing critics who are haunted by the spectre of ''corporatism'' - a government of, by and for the big corporations. In their recent book, ''Beyond the Wasteland,'' three respected economists on the left, Samuel Bowles of the University of Massachusetts, David M. Gordon of the New School for Social Research and Thomas E. Weisskopf of the University of Michigan, endorse economic planning, but they warn that a corporatist government would be a disaster. They believe it would either surrender to narrow, interest-group pressures or withstand them by assuming broad powers ''beyond the reaches of democratic decision making.'',,,,,,,,,,,,,,,,,,,,,,,,
+George C. Eads, a liberal economist at the University of Maryland who was a member of President Carter's Council of Economic Advisers, fears the creation of another Federal agency that would be susceptible to the influence of Washington lobbyists. ''It's going to give people who want goodies a place to go - one-stop shopping.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Among the critics of industrial policy on the right is Herbert Stein, who was chairman of the Council of Economic Advisers under President Nixon and is a senior fellow at the American Enterprise Institute. His strategy is to dismiss it. ''Really,'' he says, ''the whole idea is getting a lot more attention than it deserves. We get a wave of interest in planning every 10 years.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+''If we get government agencies which are going to decide if the next plant is going to be built in Pittsburgh or San Antonio,'' Stein adds, ''that is a power to punish and reward that ought not to be given. And the American people have no great interest in M.I.T. professors determining where enterprise should be.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Stein is part of the conservative intellectual network that created and disseminated the doctrines of Reaganism. He and his colleagues are mounting a public attack on industrial policy. A steady stream of articles has begun to appear in journals. Conferences have been called by think tanks. Books are in the works.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+George Gilder, author of ''Wealth and Poverty,'' a classic supply-side text, has just finished a manuscript entitled ''The Spirit of Enterprise.'' In it, he asserts the inevitable inefficiency of industrial policy compared with the free market. ''No matter what these little Felix Rohatyns, these industrial politicians plan,'' he comments, ''they aren't going to get it right.'',,,,,,,,,,,,,,,,,,,,,,,,,
+The Reagan Administration shares these views on industrial policy. The President has established a Commission on Industrial Competitiveness, responding to pressure from the business community for some kind of help in combating the Japanese. But the commission is not likely to espouse a drastic departure from Reaganism. ''Industrial policy has all the potential of becoming a bureaucratic nightmare,'' says Edwin L. Harper, who recently resigned as assistant to the President for policy development. He also has doubts as to the idea's staying power. ''The recession has been the driving force for the industrial policy debate,'' he says. ''The recovery will take the steam out of it.'' Harper sees the themes of ''economic growth and optimism,'' which worked so well for Ronald Reagan in 1980, working again in 1984.,,,,,,,,,,,,,,,,,,,,,,,,,,
+The issue of the economic recovery presents Democratic industrial policy advocates with a thorny political problem. They view the recovery as temporary. As Gary Hart puts it: ''Recovery Page 63,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+is a meaningless term, as if once we get out of the recession things will be fine. The structure has broken down. There can be no return to normalcy.'' But many Democrats believe that, in the short run, recovery may suffice to win Ronald Reagan a second term.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Moreover, those Democrats who espouse an industrial policy have yet to find a way to translate it into a political theme. ''You can't cast industrial policy in economic terms,'' says Patrick Caddell, the pollster for former President Carter. ''You have to move from fundamental principles to political themes.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Caddell believes that the blue-collar voters can be aroused with the right selling proposition: ''I wouldn't call it planning. I'd say we need a national consensus on the future. That requires great conviction attached to great purpose. It requires someone willing to take a risk, someone willing to lose. Industrial policy is a moral issue, not just an economic issue. If Robert Kennedy were alive today, he would make people understand what's being lost. He'd put some immediacy and urgency into it. Policy isn't sawdust - it's about people.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Caddell is currently advising New York Governor Mario Cuomo, who in mid- May addressed the Democratic National Strategy Council, saying he strongly favors an industrial policy that ''will live beyond the next election.'',,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Another public opinion specialist, William Schneider, resident fellow at the American Enterprise Institute, agrees with Caddell on the marketing of industrial policy. ''If it's sold as cooperation, it will sell,'' says Schneider. ''The public doesn't like conflict, even though people know that's what makes the system work. There's a contradiction in public opinion. If industrial policy looks like it will smooth out competitive behavior, then it will sound good. If it's presented as a fundamental change in the free enterprise system, the public won't accept it. This is what happened to the New Deal, which was never presented as a change in ideology. Americans will accept what works and solves a problem. When planning comes to America it will come in another guise.'',,,,,,,,,,,,,,,,,,,,,,,
+The history of industrial policy - its swift transformation from an abstraction formulated by a handful of intellectuals to an article of faith among leading Democrats - may reflect a basic change in the very nature of American politics.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+The traditional party organizations, which used patronage to hold diverse coalitions together, have decayed. Unable to rely upon their parties' precinct captains to mobilize the voters as in the past, politicians are running individual campaigns and developing individual platforms.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Thus, a new kind of politician has appeared who requires a constant flow of fresh, dramatic ideas to run on. Jack F. Kemp, for example, the Republican Representative from New York. His early advocacy of supply-side economics made him a national figure; he got the idea from a band of conservative intellectuals.,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+In Europe, where each party is primarily based on a distinct social class, a party's platform expresses the world view of its class. Intellectuals are so important in European politics because they create, refine and defend the ideas that comprise these competing world views. In this country, the class diversity of our parties made such world views unnecessary and potentially divisive.,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Today, with the new hunger for ideas among our politicians, the intellectuals have been elevated to a new position of influence. And their world views have become essential components of campaigning and governing. The industrial-policy debate provides the latest illustration of the triumph of this new politics of ideology over the old politics of party.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Some of the new intellectuals may yearn for public office, but the chief motivation among them all is an overwhelming ambition to see their ideas translated into policy - perhaps the ultimate form of political power. ''We're building new frameworks,"'' says Robert Reich. ''Administrations come and go. The frameworks can remain for generations.''""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DRAFTING+A+DEMOCRATIC+INDUSTRIAL+PLAN&title=New+York+Times&issn=03624331&date=1983-08-28&volume=&issue=&spage=A.31&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 28, 1983","''The first time I heard the phrase 'industrial policy' was in the summer of 1972,'' says Robert B. Reich, the short, bearded, 37-year-old Harvard University professor who was one of the policy's early advocates. A Rhodes Scholar and graduate of Dartmouth College and the Yale Law School, he was representing several American companies at a meeting in Brussels with officials of the Common Market. The conversation turned to comparisons of Japanese and European industrial policies. ''It was all in French,'' he says. ''I kept hearing this term and I kept asking people what it meant. I didn't understand.'' The next time the phrase came up, he was in the office of a British high-tech executive. As Reich recalls, ''He made the simple point that every advanced industrial country has an industrial policy. Some are implicit, some explicit. There are good ones and bad ones. They are analogous to corporate strategies. In my head I'm thinking, what's the U.S. industrial policy?'' ''We need the national equivalent of a corporate investment committee,'' he wrote. ''Major investment decisions have become too important to be left to the private market alone, but a way must be found to incorporate private corporate planning into this process in a nonadversary way. Japan Inc. needs to be met with U.S.A. Inc.'' It was in ''The Zero- Sum Society'' that [Lester C. Thurow] introduced an idea that would become one of the most controversial elements of the industrial-policy debate. The government, he said, must redirect investment away from ''sunset'' industries, such as steel, toward ''sunrise'' industries, such as computers. In the lexicon of industrial policy, he wanted to ''target'' the likely winners. [Douglas A. Fraser] was outraged. ''We're not single-issue,'' he insisted. '' 'Content' is only a tiny part. Industrial policy is very, very, very important because this goddamn free market system doesn't work any longer.'' By year's end, the U.A.W. was formulating its own version of industrial policy, which would be adopted in May, the month Fraser retired. And so was the A.F.L.-C.I.O.'s Industrial Union Division. According to Howard Samuel, president of the division, the decision had been made to ''inject industrial policy into the Presidential campaign. For some unions, this will be the litmus test for an endorsement. For some unions, it's the only game in town.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Aug 1983: A.31.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424732958,"United States, New York, N.Y.",English,28-Aug-83,PRESIDENTIAL ELECTION OF 1984; UNITED STATES ECONOMY; FACTORIES AND INDUSTRIAL PLANTS; ECONOMIC PLANNING,New York Times,NEWSPAPER,,,,,,,,,
+DETROIT'S SAD VOICES,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/detroits-sad-voices/docview/424660248/se-2?accountid=14586,"When I left Michigan nearly 20 years ago, the Big Three - General Motors, Ford and Chrysler - pretty much ran Detroit. Though my father built houses rather than cars, it was understood that our family's fortunes rose and fell with the auto industry. We lived 10 miles west of Detroit in Dearborn, the solidly middle-class birthplace of Henry Ford and home of the Ford Motor Company. Our taxes were low, people said, because Ford's were high. Unlike most of my friends, who either went away to college or stayed in Dearborn and attended - where else? - Henry Ford Community College, I went downtown to Wayne State University. Unlike most of my classmates, I left Michigan within a year of graduation.
+In those days, no one questioned that Detroit knew what people wanted in a car and that Detroit knew how to deliver it better than anyone else. And what people wanted - and got - was an amalgam of fins, chrome and power. The hot cars on the road were the Corvettes, T-Birds and Mustangs. I regretted that I was only managing editor of The Daily Collegian because the editor in chief got free use of a red Mustang convertible for the month before graduation, courtesy of Ford.
+Detroit is no longer the proud city of workers I remember. A job with the auto industry is no longer a sure ticket to a good life. More than 105,000 Detroiters - 21 percent of the labor force - are unemployed. The bonds between the city and the auto-mobile industry have been badly frayed. The city is diversifying out of the car business, and the automakers are spreading their factories across the nation. General Motors and Toyota say they are going to make cars together, but in California, not Michigan.
+Returning home some weeks ago, I talked to old friends and friends of friends. I spoke with out-of-work executives who could not stop telling me that they were still looking for a job, that they were not ''lazy bums.'' A laid-off black man, close to retirement age, who had been paid half the minimum wage, let me see his frustration and his rage. I saw a couple who were scratching at each other over the dinner table but still managing to stay together. A once-proud auto worker was minding the kids while his wife worked; he said he was hiding his job from the Government so the public assistance would keep coming. In fact, I was told about all kinds of illegal doings, from hot fur coats to high-stakes card games to drug peddling by former auto workers turned newsboys. And the lucky ones still working in the industry spoke of a new relationship between workers and bosses, of assembly-line workers who help their neighbors when they get behind.
+The people I interviewed wanted to tell somebody what it's been like for them. And except for the couple cheating on public assistance, who feared arrest, they were willing to be quoted by name. Here are their stories. Mark Scudiere was on the fast track. At the age of 33, he was chief engineer for a machine-tool manufacturer. He supervised a staff of 90 engineers, drove a company car and received a salary of more than $50,000 a year, not counting a substantial annual bonus. When his company opened a new plant in a Detroit suburb, Scudiere's moving expenses were paid. ''It was a show of good faith,'' he says, ''so other employees would follow.''
+The aftershock of the drop in auto sales first hit Scudiere's company early in 1982, and the layoffs began. His time came last summer. When we talked, sitting in the beige-on-beige living room of his home, which was on the market at $150,000, he had been out of work for six months.
+He is tall and personable, a friend of a friend. The confusion he felt about being found dispensable was evident. ''One couple, a secretary and an engineer, were laid off when they were on their honeymoon,'' he said. ''But when you keep on hearing, 'You're safe,' you just don't believe it will happen. Not to you.''
+That first weekend, he took long walks in the country with his wife, Leslie, getting used to the idea. On Monday, he went out and bought four new suits to impress his new employer, whoever that might be.
+Over the next months, Scudiere sent out more than 200 resumes, called on every contact he could think of, wrote cold to companies he was interested in working for, answered blind ads in newspapers and raced about on job interviews. He traveled as far as Colorado. ''I always believed anyone who really wanted to work could find a job,'' he said, ''but the months began going by. Then I began to question myself, question if I'd done everything I possibly could.''
+To combat the bouts of depression, Scudiere played racquetball a few times a week. Expense-account lunches became a thing of the past. He said he lost 15 pounds, and those new suits no longer fit.
+''I've done a lot of reading,'' he said, ''and I know it's not unusual for someone at my level to be out of work for 12 to 15 months. It just takes that long.'' He made the same comment several times over the next few hours. It wasn't clear whether he was trying to convince himself, or me.
+During 1982, there were some 2.8 million white-collar workers unemployed, nationwide; the figure for executives in Mark Scudiere's category was 579,000. According to experts like Alison Ward of the Boyden Associates, a major executive search firm, many of these executives may need more than 15 months to find another job. ''We get tons of unsolicited resumes from really good people these days,'' she said, ''but often we've got nothing for them.'' Some, she added, become so bitter that they stop looking for a comparable position. ''They played the game,'' she explained. ''They worked hard and it wasn't enough. Often they become unwilling to take the risk again because losing is so painful.''
+Extensive savings and a generous severance settlement allowed the Scudiere family to live on pretty much the same level as before he lost his job. The girls still took ballet and there was still an occasional dinner out. But vacation trips had to be scrapped, and their house was put on the market with the knowledge that it would be hard to sell at anything like its real value. Three years ago, the number of housing units for sale in the Detroit area jumped by a third and stayed at that level until a slight decline was registered last December by suburban real-estate boards. Some owners, unable to keep up with mortgage payments, had simply walked away from their homes.
+When she talked about leaving their home, Leslie Scudiere had a wistful look. The next place, she allowed, looking around the large, airy living room, might not be so grand. ''You don't want to go backwards, of course, but when something like this happens you begin to realize what's important,'' she said. ''It's not a new set of china.'' She laughed as she handed me a teacup with a chipped lip. ''You rearrange your priorities and pull together. I'd like to go into business for myself some day, maybe open a boutique, but that isn't even under discussion now. We're just waiting to see where Mark will get situated. What's hard is this limbo, not being able to plan anything, not knowing where we're going to be next month.''
+Mark Scudiere emphasized the positive. ''I got to go to my daughter Laura's Christmas party at school for the first time,'' he said. ''I really enjoyed it. I drive Jennifer to ballet. This time off has made me realize how distant I had become from their day-today lives. I don't intend to let it ever happen again.'' He paused a moment, then went on: ''You know, we'll come out of this fine. I have a good feeling about what's in store for me - I know what I can do, what I'm capable of. And when I go after something, I usually get it.''
+Tim and Joanne Emerson and their young daughters live an hour's drive from Detroit in a small town on Lake St. Clair that is part blue-collar suburb, part summer resort. My brother drove me over one night, carrying a dozen bottles of beer, and the four of us sat in the kitchen. We spent a good part of the next few hours talking about the fact that this couple - in so many ways typical of the oldfashioned, tough-but-God-fearing American worker -was cheating the Government out of taxes and collecting public assistance they were not entitled to.
+Nine years ago, the man I am calling Tim Emerson was working for Chrysler, operating a crane that moved raw materials and dies around a huge plant. What with time-and-a-half for Saturdays and double time for Sundays, he earned more than $25,000 that year. They sold their mobile home and made a down payment on the three-bedroom ranch house they now live in. They furnished their home with good stuff - Ethan Allen, a glass-and-wood coffee table imported from the Netherlands - and Joanne Emerson haunted garage sales looking for the bright copper molds that lined the kitchen walls.
+Their first daughter was born just as they were moving in, and by the time the second came along, two years later, the recession was well under way. Joanne Emerson took a succession of low-paying, parttime jobs. Overtime vanished, and layoffs began; Tim Emerson was permanently discharged in 1979. For more than a year, while Emerson hunted vainly for work, the family got by with severance pay, savings and unemployment checks.
+''I begged for a job at this one tool-and-die place,'' he said. ''Then I realized they weren't going to give me a job in the first place.'' He swore and opened another beer. ''I went everywhere. I am a worker! I want to work! I want to be a man, to take care of my wife and kids. But you can't do that if there's no work.'' He pounded the table. ''There ain't no work here. Oh, there is if you are willing to degrade yourself and work for a few dollars an hour, but you can't take care of your family on that.''
+In the spring of 1981, the Emersons started receiving Aid to Families with Dependent Children. The initial package of benefits, including food stamps and a housing allowance, was worth $800 a month.
+Tim Emerson finally found a job in a boat yard, but it was dependent on the weather and less than steady. On a good week, he brought home $200, and it was off the books so he paid no taxes. He did not report the income to his A.D.C. caseworker.
+When his wife found work as a factory laborer, earning $4 an hour and paying taxes on it, the Emersons reported this income. That led to a reduction of the A.D.C. allowance, but if Tim Emerson's income had been reported, the allowance would have disappeared totally. In Michigan these days, 1.5 million people collect some form of public assistance. Many experts believe that the amount of cheating has grown beyond the known cases of fraud, which runs to a third of a percent of those on the rolls.
+''Hell, cheating on public assistance is something I never thought I would do,'' Emerson shouted at one point. ''Christ, that was for no-good lazy bums who wanted somebody else to take care of them. But here I am -29 years old and healthy as a horse - and I'm doing it to survive.''
+Joanne Emerson interrupted. ''We couldn't hang on to the house otherwise,'' she said. The tone of her voice conveyed the pride she felt in her home. It was tidy as a furniture showroom, so much bigger and better than the place she grew up in - an oasis of security in these upside-down times.
+She leaves the house at 6:15 each morning and drives 45 minutes to her job, where she lifts 55-pound boxes and operates a heavy industrial staple gun seven hours a day. Her husband gets the girls up, fixes breakfast and curls their hair before sending them off to school. Neither parent likes the arrangement, but it helps to stave off the crushing defeat of losing their home.
+When Emerson talked of the possibility of leaving the house and moving to Texas, his wife shook her head. ''Look at our next-door neighbors,'' she said stonily. The husband went to Texas to find a job while the wife stayed behind, and the marriage fell apart.
+Joanne Emerson had a rationale for cheating on A.D.C. ''I doubt we could sell our house - who's going to buy it now? What do we do, just walk away from it all because we can't come up with a few hundred dollars a month? That may sound like a lot of money, but it isn't when you have a house payment, medical bills, food, utilities, clothes for the kids - we don't buy anything for ourselves any more. ...''
+Her husband remembered the long red underwear he'd received from his wife one Christmas. She nodded. ''It was the only thing I got him,'' she said. ''I thought he could use it because he works outdoors.''
+But Emerson took it back to the store. ''Ten dollars is ten dollars,'' he said. ''You know,'' Mrs. Emerson said, ''by the time we pay for the gas and the baby sitter, which I can't tell A.D.C. about because Tim's supposed to be home, I clear $70 a week. And how far does $70 go?''
+It was taking a heavy toll on the family. ''Our oldest little girl was kept back in school this year,'' she said. ''She never had any trouble before this. I tell Tim he can't bring all his anger home to the dinner table, but ...'' She shrugged. ''We went to church. At the point in the service where you look at each other, both of us got tears in our eyes.'' She had tears in her eyes as she spoke.
+During the months when Emerson was job-hunting, he had taken to drinking a few beers in the afternoon with an out-of-work neighbor. ''Then he'd come home mad at everybody,'' his wife remembered. ''I finally couldn't take it and I left for two days. I went to my mother's.''
+''You know how I feel?'' Emerson said loudly. ''I was raised to be the breadwinner, and I can't do it. I can't do it.'' Desperation was edging into his voice. ''I'm making what I was making in 1969, only the prices aren't 1969 prices. And so I go up to the A.D.C. office and sit there for hours and then lie when they ask me if I've been able to find anything.''
+Later, I talked with Robert F. Kelly, a sociologist at Wayne State University, who participated in a 600-family survey on the effects of unemployment in the Detroit area. ''The whole process of unemployment,'' he said, ''makes people susceptible to mental instability, alcoholism, child abuse and neglect. When a man with a strong and long labor history is out of a job, he has to find some way to make sense of why it happened. He blames the government. He blames international trade restrictions. But a part of him internalizes the responsibility, and you get a lot of physical illness in this group.''
+Kelly said that a refusal to give up A.D.C. funds was part of ''what we call the informal economy. Since regular jobs aren't generally available in Detroit, people get jobs that pay under the table and then don't declare them. Another component of this informal economy is criminal activity - drugs, numbers running, dealing in stolen goods. All are not taxable incomes.'' He had a sociologist's phrase for such people: ''Rational profit maximizers.''
+Eugene Collins, slim and distinguished-looking in his navy blazer and gray slacks, sat across the living room from me and talked quietly about his job. He worked as a janitor five nights a week, cleaning a three-story office building, and brought home $168 every two weeks. It wasn't much, he said, but at least it was better than his previous assignment, when he was paid for half the number of hours he actually spent on the job.
+''Couldn't you do anything about it?'' I asked. ''Not if you wanted to work,'' he replied. ''You can't complain because they'll just let you go, there are so many people willing to take your place.''
+Collins is 58 years old and black. Any economic recovery will take a long time to reach men like him. In Detroit, where blacks make up almost two-thirds of the population, their unemployment rate is 33 percent. And few companies hire men approaching 60.
+Eugene and Helen Collins live in a modest bungalow in a black, middle-class neighborhood in northwest Detroit. Their living room was spotless and designed to stay that way. The plush velvet couch and chairs were covered in plastic slipcovers, and a plastic runner cut across the gold carpeting. Framed photographs of their four children and numerous grandchildren were displayed on a shelf: This one had put herself through Wayne, this one was just graduated from Detroit Business Institute, this one had spent a few years at the University of Detroit.
+Back in the 1960's, the couple lived in the inner-city ghetto and Collins was struggling to make it on his own with a janitorial business. When he got a chance to work on the Chrysler assembly line, he grabbed it. The work paid well and it was steady, or nearly so; the auto industry always had busy periods followed by slack periods. So when the slow periods arrived in the late 1970's, Collins saw no reason to worry. He moved his family out of the inner city, and he bought a gray, 1978 Cadillac sedan. After all the long shifts of monotonous work and all the weekends on the job, it seemed a fitting reward: He and his family would be able to drive up to the old neighborhood in a classy big car.
+''Well, we certainly wouldn't buy it now,'' said Helen Collins, a tall, soft-spoken woman. ''Things seemed just fine when we got it. ...'' Her voice trailed off, and her husband lit another cigarette.
+Eugene Collins, looking back, said that the industry's decline should have been expected. ''Anyone could see what was going on,'' he said, ''but nobody was paying any attention. You had to wait for three or four days to have your car fixed, and then it wasn't fixed properly. I really believed that foreign cars were better, and that's why a lot of Americans were buying them. And a lot of people got a free ride. Some people that could work wouldn't work. European and Japanese workers are more conscientious.'' When vacation checks were handed out at his plant, he said, only half of a shift would show up the next day.
+When I visited them, the couple was scraping bottom. ''We have to choose every payday whether we're going to pay our bills or buy groceries,'' Collins said. ''Some weeks we just buy breakfast food and coffee, supplement the meals with potatoes. We haven't had a roast in here in I don't know how long.''
+He spoke calmly, but the anger was there. He told of going without heat in the house from March to November because they were unable to pay their gas bill; he and his wife could not shake off persistent colds. Finally, he was able to pay the bill, only to be told that more money was now required before the heat would be turned back on. ''I had to control myself because I just wanted to go berserk with the frustration. I felt like I wanted to smash things, tear up things. I'm so full of rage inside I've got to watch myself.''
+He knows his prospects are limited. ''At my age,'' he said, ''even if I went to school and learned a new trade, my chances of getting hired are more or less zero. I feel that with God's help I've got 10, maybe 15 more good years when I can work.'' Collins said he hoped to go back into the cleaning business for himself - he still had his old floor polishers in the basement -but he had no start-up money for cleaning fluids and advertising and getting bonded. Several banks had turned down his request for a $2,500 loan.
+Yet he and Helen were able to laugh as they thought back to the days when they drank cognac; now, cheap rum was a rare treat. They seldom visited friends because they couldn't afford gasoline for the Cadillac. ''But lots of people are worse off than we are,'' he said. ''We have to keep the faith. If you stop having hope and faith, you might as well throw dirt in your face, because you're dead.''
+Donald Yokley became an apprentice pipe fitter in 1977, moving up and out of the assembly line at Ford's Dearborn plant. Last year he was given a choice: Give up his skilled work and go back on the assembly line - or be laid off. He went back.
+Not everyone in the auto industry is out of work or scrounging for odd jobs, but even the lucky ones have felt the lash of the industry depression. Yokley, for example, a beefy, bearded 37-year-old, was working the 3:30 P.M.-to-midnight shift. His blonde wife, Judy, worked a 9-to-5 job as a supervisor in an insurance office. They saw each other weekends. He had mixed feelings about being back on the assembly line: ''It's a lousy job, but I'm lucky to be working at all.''
+Yokley allowed that there had been changes in the last six years. ''Before,'' he said, ''union and management were just antagonistic to one another. You couldn't get management to listen to anything about how something could be done better - they wouldn't listen to anyone but an engineer, and the kinds of stuff I'm talking about were the kinds of things you learn when you're doing the job.'' Now, he said, management was more open to suggestions from the workers. ''I don't mean things are perfect, but you can feel that they are making an effort.''
+This new spirit of accommodation in the auto business and in other manufacturing industries has flourished during the recession, spurred by programs known as quality of work-life circles. At Ford, the problem-solving groups are part of the Employee Involvement program. According to Irving Bluestone, a retired United Auto Workers vice president who now teaches at Wayne State University, the programs work when a certain amount of trust is created between workers and management. ''There are a vast number of ways that they can cooperate,'' he said, ''from figuring out how to attach a part to rotating jobs.'' The result, he said, ''benefits employees, management and the consumer - especially in the area of product quality.''
+Said Donald Yokley: ''Most of us working in assembly now are guys who really want to work. Things just come together better. Say I get behind; well, another guy might come over and throw on a part for me. It wasn't like that in the old days.''
+The Yokleys and their two children, both under 10, live in a modest red-brick ranch house in the white middle-class suburb of Allen Park. They agreed to be interviewed because Judy Yokley's boss is married to a high-school friend of mine.
+As we sat talking in the living room, Donald Yokley recalled another aspect of the ''old days,'' the emphasis on how many hours of overtime you could brag about to the relatives. Without overtime, he sees more of his children. ''They might have grown up,'' he said, ''without me really getting to know them the way I'm able to now.''
+It was not simply a matter of playing baseball with Jason, who is 8, or reading stories to Diane, who is 3, though he had time for that, too. Yokley made it clear that he was also talking about teaching them his values. Last Christmas he took Jason shopping, Yokley said, not for their family, but for a family they would never meet. They started out planning to spend $25 for food and toys for the poor, but wound up spending more like $50.
+The scope of unemployment in Detroit has inspired an outpouring of sympathy for the ''new poor,'' as they are called. General Motors and its workers, for example, each donated $3.3 million in cash and food stuffs. For there are many auto workers who have kept their jobs throughout these years, though their salaries have dropped sharply.
+Marv Fodor, 41, once a pitcher in the Cincinnati Reds' farm system, has kept his job at Ford's Rouge Steel plant where he helps produce rolled steel. When he married one of my high-school friends in 1972, he was working so many shifts - 10 a week were common - that he had enough overtime to take a three-month vacation, including a honeymoon to Saskatchewan. When I talked with him, he was working a four-day week; overtime was just a memory. ''Now,'' he said, ''I'm afraid to take the weekend off and go hunting even though I don't work on Monday. I'm afraid they might call and ask me to work an extra shift. And if I'm not there, I feel like I'd be taking food out of my family's mouth.'' The Fodors numbered five; a sixth was on the way.
+But it is not the lack of overtime that bothers Fodor the most; it's the persistent rumor he hears that his job will be eliminated. He would most likely be kept on, if that happened, but be shunted to the afternoon shift, which he and his wife, Carolynn, detest. ''It means that after I put the boys to bed,'' she said. ''I'm here alone every night.'' The immensity of Detroit's fall from grace was concisely set forth by Brock Yates, author of ''The Decline and Fall of the American Automobile Industry'': ''In 1950 America produced 79.4 percent of the world's automobiles. By 1981, its share had slipped below 30.'' And everyone I spoke with seemed to agree that the glory days would not come again. My brother Richard, a pattern maker who works at Chrysler, commented: ''Detroit blew it. Detroit had it all, and it's gone.''
+Walter E. Douglas, head of New Detroit, a nonprofit organization devoted to the city's renewal, offered this comment on the future: ''The automobile industry will not dominate life here as it did in the past. It's an attenuating industry. What this means in terms of people's lives is that they will have to look for work in other industries.'' Automation will accelerate the process. General Motors has begun a 10-year program to purchase 14,000 robots, which will replace some 40,000 workers. Experts talk of retraining programs and new high-technology industries, but these are unlikely to solve the unemployment crisis among older workers and minorities.
+When I asked workers what could be done to help Detroit, they were unanimous in their response: tougher import restrictions. While some said that the idea of free trade appealed to them in theory, they did not feel that other countries, Japan specifically, played the game fairly. They complained that Japanese taxes and duties kept American cars from being sold in Japan. My brother Richard was harsher than most: ''When I see a guy with a foreign car stopped because he's got car trouble, I just keep on driving. Let another guy with a foreign car stop and help him. ''
+When I was young, Detroit was a rough, brawling city. Now the old bluster is gone; in its place are anger, despair and uncertainty. The Detroit I knew is no more. It was a sobering visit home. As of this writing, Mark Scudiere has found an executive position with a company in the South. Eugene Collins, who had a job as a janitor in an office building, is now working two janitorial jobs to make ends meet. The lives of the other families remain unchanged.
+Illustration photo of Eugene Collins photo of Donald Yokely photo of Marv Fodor",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DETROIT%27S+SAD+VOICES&title=New+York+Times&issn=03624331&date=1983-06-12&volume=&issue=&spage=A.79&au=Dusky%2C+Lorraine%3BLorraine+Dusky+is+the+author+of+%22Birthmark%2C%22+a+book+about+adoptees%27+rights.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 12, 1983","When she talked about leaving their home, Leslie Scudiere had a wistful look. The next place, she allowed, looking around the large, airy living room, might not be so grand. ''You don't want to go backwards, of course, but when something like this happens you begin to realize what's important,'' she said. ''It's not a new set of china.'' She laughed as she handed me a teacup with a chipped lip. ''You rearrange your priorities and pull together. I'd like to go into business for myself some day, maybe open a boutique, but that isn't even under discussion now. We're just waiting to see where [Mark Scudiere] will get situated. What's hard is this limbo, not being able to plan anything, not knowing where we're going to be next month.'' ''I begged for a job at this one tool-and-die place,'' he said. ''Then I realized they weren't going to give me a job in the first place.'' He swore and opened another beer. ''I went everywhere. I am a worker! I want to work! I want to be a man, to take care of my wife and kids. But you can't do that if there's no work.'' He pounded the table. ''There ain't no work here. Oh, there is if you are willing to degrade yourself and work for a few dollars an hour, but you can't take care of your family on that.'' It is not the lack of overtime that bothers [Marv Fodor] the most; it's the persistent rumor he hears that his job will be eliminated. He would most likely be kept on, if that happened, but be shunted to the afternoon shift, which he and his wife, Carolynn, detest. ''It means that after I put the boys to bed,'' she said. ''I'm here alone every night.'' The immensity of Detroit's fall from grace was concisely set forth by Brock Yates, author of ''The Decline and Fall of the American Automobile Industry'': ''In 1950 America produced 79.4 percent of the world's automobiles. By 1981, its share had slipped below 30.'' And everyone I spoke with seemed to agree that the glory days would not come again. My brother Richard, a pattern maker who works at Chrysler, commented: ''Detroit blew it. Detroit had it all, and it's gone.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 June 1983: A.79.",11/14/17,"New York, N.Y.",DETROIT (MICH),"Dusky, Lorraine; Lorraine Dusky is the author of ""Birthmark,"" a book about adoptees' rights.",New York Times Company,,Newspapers,424660248,"United States, New York, N.Y.",English,12-Jun-83,INDUSTRY PROFILES; AUTOMOBILES; LIFE STYLES,New York Times,NEWSPAPER,,,,,,,
+INSIDE CITICORP,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/inside-citicorp/docview/424627517/se-2?accountid=14586,"Standing TALL IN HIS CORNER OFFICE, looking down on Park Avenue from the 15th floor, Walter B. Wriston, chairman of Citicorp, offered this comment on his 13 years in the job: ''Whether you think it's good or bad, we've changed the environment.'' It was a large claim, modestly stated, and it was indisputable. When Wriston joined First National City Bank, Citicorp's predecessor, he recalled, ''I sat at a rolltop desk and waited for customers.'' Back then, in 1946, most bankers were careful, stodgy types who provided safe harbors for their depositors' money and served as exemplars of American thrift and probity. Today, the major banks take big risks in search of big profits and hawk their wares unashamedly. They are run by ambitious, aggressive businessmen. And more than any man, the Citicorp chairman - an unabashed apostle of laissez-faire capitalism - is responsible for that change.
+Yet that is only part of the story of how Wriston has ''changed the environment.'' As chief executive officer, he has also molded the firm into the world's largest and most powerful banking organization - a holding company made up of Citibank plus a variety of ventures from finance companies to credit-card operations. Citicorp's 1982 assets of $130 billion would have paid half of that year's defense budget. He has thrust his bank into the consumer market, nationwide, at a time when some bankers are trying to get rid of retail accounts or to serve only wealthy individuals. And, perhaps most important of all, he has smashed through boundaries of law and tradition that placed limits on what a bank could do.
+The Wriston vision of the role of Citicorp represents nothing less than a revolution in the way banks operate. He sees Citicorp as one of a handful of financial supermarkets - including the likes of Prudential-Bache and Merrill Lynch - that will be able to handle virtually any transaction. These giants, communicating with customers by means of computer terminals in the home, will sell stocks and bonds and insurance and even permit a customer to shop for food and clothing without moving from his chair.
+In fact, Wriston has already pushed Citicorp well along that path. Spending hundreds of millions of dollars on new technology, he has made Citicorp a pioneer in automated banking machines and in interactive home computers. He has widened the horizons of his bank to encompass insurance and brokerage services. And he has actually set up Citicorp to compete with commercial companies in dataprocessing and communications, with a side venture or two in publishing and the hotel business. All along the way, he has stirred a hornet's nest of controversy.
+On Aug. 3, 1984, Wriston will reach the bank's mandatory retirement age of 65. In most major corporations, a chairman about to depart seeks to have a publicly anointed successor in place at least a year ahead of time; it makes for a smooth transition. The unconventional Wriston, typically, has taken a different tack. Last year, when his closest associate, William I. Spencer, retired as president and chief operating officer, Wriston had a natural opportunity to indicate his choice. Instead, he promoted the three men who have been considered the most likely candidates. He made them vice chairmen, gave them identical salaries and bonuses - $560,842 last year - and let it be known that his successor would probably, though not necessarily, be chosen from their ranks. The actual decision is not expected to be announced until just before Wriston's retirement.
+The job in contention carries an amazing set of opportunities and chores. The chairman is consulted by the White House on national economic policy. He rules an empire of 59,000 people in 2,437 offices in 95 nations, all linked by a remarkable and remarkably expensive communications network. His pay is $1,137,393, highest in the banking industry.
+And the outcome of the high-pressure horse race will almost certainly make a difference. Will Citicorp, post-Wriston, continue to be the bulldozer of the banking industry, prodding regu-lators and pushing competitors toward new opportunities and risks? Or will the new chairman take a more cautious and conciliatory approach?
+As the months pass, the answers are sought more and more in the persons and track records of the three main contenders: Thomas C. Theobald, 46 years of age, quietly governs the bank's biggest profit machine, the departments devoted to corporate clients and governments ranging from the powers of Western Europe to the financially crippled countries of the third world. John S. Reed, a 44-year-old engineer, has masterminded the bank's invasion of the consumer market and its hard-nosed approach which shunts low-balance customers to banking machines and gives highbalance customers a chance at tellers and officers. Hans H. Angermueller, a European-born lawyer, is an affable 58-yearold who commands the company's tough, controversial lobbying efforts.
+Meanwhile, Walter Wriston pursues his course, refusing to tip his hand, maintaining control until the last possible moment. He is a man of uncommon intellect with a sense of mission, an entrepreneur who takes the long view. Yet he and his bank have few friends in the industry. Normally reticent bankers talk openly about Citicorp's ''arrogance.''
+Muriel Siebert, former New York State Superintendent of Banks and now head of her own discount brokerage firm, offers this comment: ''When you're extremely aggressive, you're going to step on a few toes. People might respect you, but they won't love you.''
+The chairman of Citicorp has a strong sense of himself that is rooted in family - a grandmother who traveled out to Colorado in a covered wagon, a father who was a noted historian and president of Brown University. A sense of history was nurtured at Wesleyan University and at the Fletcher School of Law and Diplomacy at Tufts University. He is a big man, 6 feet 4 inches tall, with a deep voice to match, and he speaks slowly, deliberately.
+The world, he said, is in the midst of a great transformation, comparable to those of the Renaissance and the Industrial Revolution. Rapid technological advances, especially in finance and communications, are drastically reducing the work force in heavy industry. Meanwhile, demand grows for more sophisticated workers in such service industries as finance and communications. Distinctions between businesses are becoming blurred.
+In such an atmosphere, he said, banking must have broader goals. Bankers must consider all of the financial needs of their customers, not just deposits and withdrawals. The movement of money today simply requires some split-second electronic instructions to shift funds from one account to another. That, Wriston decided, makes banking part of the communications business.
+''When a customer asks you to do something,'' he said, ''either you find a way to do it or you lose a customer.'' And who is the competition? Sometimes Wriston mentions Morgan Guaranty, which has a consistently better profit performance than Citicorp. (Morgan, however, caters exclusively to large corporations and governments and a relative handful of wealthy individuals, while Citicorp aims at everyone, rich and poor alike.) Otherwise, Wriston sees his competition as being Merrill Lynch, the American Telephone and Telegraph Company, Sears, Roebuck & Company, Prudential-Bache and the American Express Company. They are the companies that march to the same drummer: Watch Prudential-Bache trying to buy a small bank in Atlanta or Merrill Lynch pursuing a savings-and-loan association in New Jersey. ''I get up in the morning,'' Wriston said, ''and turn on 'Good Morning America' and see Sears ads. You have to be crazy not to perceive that these people have a tremendous franchise on the American people.''
+For years he has warned his fellow bankers that they were in danger of becoming 20th-century dinosaurs, destroyed by these nonbanking predators. He urged his peers to join in battling for changes in laws that were enacted, originally, to protect bankers but were now making them uncompetitive. The law restricting the amount of interest banks pay on consumer deposits, for example, had assured the institutions a source of cheap money. The prohibition against interstate banking had kept banks across the country safe from the incursions of the handful of giant, would-be national banks. Such laws, he argued, had to go.
+WRISTON'S WARNINGS WERE pretty much ignored until the early 1980's. That was when money-market mutual funds, which had been introduced a few years earlier by securities firms, suddenly came into their own. The money funds were not limited in the interest they could pay, nor were they bound by geography. A toll-free telephone number made it possible for them to win customers from all over the country. When short-term interest rates started to soar, the money funds were able to pay up to 17 percent while Federal law kept the banks to 5 1/4 percent on savings accounts. The funds drew billions of dollars out of the banking system.
+Once the banking industry recognized the truth of Wriston's warnings, other bankers swung into his corner and the process of legislative change began to heat up. In fact, as of last Dec. 14, banks were allowed to compete directly with the money-market funds by offering Government-insured money-market accounts, on which a bank could pay any amount of interest it wished. Since then, the moneymarket accounts have soared above $350 billion, while the assets of money market funds have plummeted.
+The attempts to find loopholes in existing laws and regulations, by both banks and nonbanks, have reached such a pass that Donald T. Regan, Secretary of the Treasury, and Paul A. Volcker, chairman of the Federal Reserve Board, recently called for a breathing space until Congress has a chance to decide just how deregulation should come about.
+Through the years, Wriston has been putting his bank into new fields, some almost unimaginable for a banking organization. Last month Citicorp opened a hotel and conference center in North Rye, N.Y., with 276 guest rooms; only 40 percent of the center's business will come from Citicorp. The bank also sells the publications produced by its economics department and even went into publishing, turning out books about banking.
+Wriston has used technology as a key wedge into new businesses. His face lights up with a grin when he describes the spread of technology through the bank - even to the headquarters office, where robots move through the corridors, stopping at each desk to deliver the mail.
+Citicorp determined to turn out its own, tailor-made equipment for the transmission of voice and data, making the bank independent of such common carriers as telephone companies and Western Union. The company designed and produced its own internal telephone system, for example, and laid its own fiber-optic transmission cables under the streets of New York. Just last year, Citicorp became the first financial institution to purchase its own transponder on a space satellite - and the first bank to apply to the Federal Communications Commission for licenses for microwave broadcasting in more than a dozen metropolitan areas around the country.
+Along with a historical perspective and a taste for technology, Wriston brought to his job an ardent devotion to free enterprise. He is convinced that the fairest and most efficient way to increase general prosperity is by giving free rein to market forces. A good friend, admirer and sometime tennis partner of Milton Friedman, the conservative economist, Wriston is one of the strongest business backers of President Reagan's policies. ''I was and am a big supporter of attacking budgetary problems on the spending side,'' he said. ''I was and am a supporter of moderate and steady monetary growth. I was and am a supporter of decontrol of oil prices and the deregulation of industries.''
+Wriston and Ronald Reagan met years ago, when the banker was chairman of the Business Council - it is made up of current and onetime heads of major American companies - but the two men were not close. When the Reagan campaign for the Presidency began, Wriston became part of a group of advisers led by George Shultz. ''Over a long weekend in Los Angeles,'' Wriston recalled, ''we put forth our recommendations on economic policy.'' When Shultz became Secretary of State, the President called upon Wriston to take over as chairman of what is now called the President's Economic Policy Advisory Board.''We meet four to five times a year,'' Wriston said, ''and we are on call. Usually the President spends 35 minutes to an hour with us at the conclusion and we articulate our consensus. In the last two years, he has called me three or four times.''
+Walter Wriston's economic philosophy shows up in Citicorp operations. He was convinced, for example, that the policies adopted by the Federal Reserve System late in 1979 would bring down soaring interest rates. Though Wriston insists there was no directive from the top, the bank's money managers all-but-unanimously bet on falling interest rates - and when short-term rates rose instead of falling, Citicorp suffered major losses. As several Citicorp executives say, the idea that the Reagan policies would work had become an institutional article of faith.
+Wriston's devotion to the ideals of competition and entrepreneurship fit well with the bank's traditional image. And they served him well when he became Citicorp's president and chief executive officer in 1967. The nation's leading bankers were dissatisfied; their counterparts in other industries were guiding their companies into ever larger enterprises, pushing up the value of the company stock and reaping huge salaries for their efforts. The bankers were at the bottom of the corporate totem pole on all three counts. It was time for a change, time for a tough new breed of entrepreneurial banker.
+Wriston built a management system that gave supervisors a remarkable degree of autonomy - a ''meritocracy,'' he called it - and turned them loose on their competitors, inside and outside the bank. No manager, for instance, is required to use the bank's own communications network, in spite of the many millions of dollars spent to develop it. Communications is viewed as a separate profit center that is expected to ''sell'' its services to other profit centers within Citicorp by providing cheaper and better service than outside suppliers could.
+Until a few years ago, every officer was expected to produce quick results - so quick that he or she would be promoted within nine months or a year of taking a job. Failing that, the employee was expected to look for work elsewhere. The atmosphere was supercharged, intended for the discovery and nurture of superstars, and Citicorp had no trouble attracting the best and brightest of college graduates. ''We looked for people who were very, very motivated,'' said Rick Roesch, head of personnel.
+Yet the entrepreneurial philosophy sometimes produced managerial chaos. Account officers, for example, never stayed in place long enough to develop close working relationships with corporate treasurers or other important banks. And unless the bank kept growing, there would be no room for these upwardly striving dynamos.
+Of course, Citicorp did grow mightily, its assets soaring from $26 billion in 1970 to $130 billion last year (see chart, page 19). But even Citicorp began to realize that growth without comparable profitability was dangerous. Today, managers spend as much as five years in a post without being considered in eclipse.
+The 28 senior executives who make up the Policy Committee keep an eye on all the bank's managers, but one group gets special attention - those making up what the bank calls its Corporate Property. It consists of some 75 managers who were recognized early as having top leadership potential. On the executive floor, locked away from prying eyes, sits a large board on which are displayed the photos and biographies of the current crop of people making up Corporate Property. Once picked, they are watched and moved carefully from job to job to give them maximum scope and responsibility. Their photos remain on the board just so long as they live up to expectations.
+Citicorp places great emphasis, these days, on words like ''teamwork,'' and that applies to the men at the top - the chairman, the three main candidates for his job and Paul J. Collins, who was named last year to head a cluster of functions including government bond trading and the economics department. Theobald, one of those candidates, described the atmosphere in these terms: ''The five of us are in a small space. We run in and out of each other's offices. You don't need formal meetings if the people have substantial knowledge of what they're talking about. We've all worked together a long time.''
+Yet Citicorp remains, at heart, the tough, competitive place it has always been - even as it seeks to soften its image. The three candidates on the 15th floor, for example, are going to behave like teammates, no matter how they may feel privately about each other, because that is one of the factors on which they will be judged.
+Behind his desk, an oval slab of green marble on a chrome pedestal, Thomas Theobald leaned back in his chair, hands clasped behind head. He is tall, lean and 46 years of age, and he rides herd on the socalled Institutional Bank. His piece of the Citicorp pie - the corporate and government clients - produces the lion's share of company profits. In fact, all by itself, the Institutional Bank yields larger earnings than those of any other banking organization in the country.
+Theobald has been with the bank since 1960, after graduating from Holy Cross College and the Harvard Graduate School of Business Administration. He is a cabinetmaker by avocation, married, as he put it, to a ''Rose Kennedy mother of four kids.'' As to the race for the top: ''Competing for that job might represent only 5 percent of a person's environment.''
+Yet it is evident that he wants the job. His problem has been the need to demonstrate his ability dramatically in a part of the bank that was already running smoothly. Theobald feels he has accomplished that; he claims, for example, to have redefined corporate banking.
+Theobald explains that multinational corporations with thousands of employees and hundreds of facilities around the world have accounts in hundreds of banks and must perform thousands of financial transactions every day. In years past, Citicorp would work for such a client on a piecemeal basis, but Theobald changed that. Today, Citicorp is in pursuit of a total relationship.
+Using its highly sophisticated electronic capacity and its unmatched network of branches around the world, the bank enables the treasurer of a multinational corporation to keep track day by day of its global finances and move its money anywhere in the world via Citibank-supplied computer terminals.
+Theobald presides over Citicorp's international lending. It amounted to $68 billion last year, more than 60 percent of all the bank's lending. It can be a lucrative business.
+Citicorp's $25 billion in ''local currency'' loans, for example, are made by the bank's overseas branches and subsidiaries within foreign lands. These loans are made using local deposits and therefore do not represent a foreign-exchange risk. In many third world countries, such as Brazil, the bank can charge interest rates that are far higher than the rates it must pay for its own funds. Brazil accounted for more than a fifth of Citicorp's total earnings last year, even though only about 4 percent of the company's total assets were in that country.
+Yet international lending can have its problems. At year end Citicorp had about $43 billion of dollar-denominated loans to Brazil, which - like a number of Latin American countries to which Citicorp has made huge loans - is having serious troubles meeting its payments. The bank is confident that over the long run it will collect, but not everyone is so sure, and that has raised questions about Citicorp's future. Many analysts believe that Citicorp's stock price would be much higher but for the bank's heavy dependence on foreign earnings.
+It was partly because of that public uneasiness that Walter Wriston determined, almost a decade ago, to increase the size of Citicorp's domestic business. The more he looked, the more he came to the conclusion that there was only one piece of the domestic market that was large enough to make a significant impact on Citicorp's prospects. He set his cap for the consumer.
+IN KEW GARDENS, A MIDDLE-INCOME NEIGH-borhood in Queens, Citicorp's bank of tomorrow stands open for business. Its roof was leaking a bit during a recent rainy-day visit, but the building was a vast improvement on the usual drab branch office. The customer enters past a glass-enclosed atrium. An Oriental rug hangs on a far wall and two slate-blue couches face each other on a slate-blue carpet atop a floor of genuine slate. But there are no human tellers in sight, just automatic teller machines. If the customer keeps walking around corners, he will come upon a counter supervised by humans. One section, labeled ''Special Services,'' is where such items as travelers checks and money orders are for sale. Another part is labeled ''CitiExpress'' and is reserved for those who maintain at least $5,000 in Citibank accounts. A separate area, labeled ''Priority Services,'' is available for customers who keep at least $25,000 on deposit. Those with less than $5,000 in the bank must use the machines for such routine transactions as making deposits and withdrawals or switching funds from one account to another.
+The theory is that human tellers will be retrained as salesmen of financial ''products'' - a favorite Wriston word - such as individual retirement accounts and discount brokerage services. ''Priority'' customers will be able to call upon their own ''account officer'' for financial errands and advice.
+This new division of labor between man and machine, being tested at a number of branches, is a key element of the bank's consumer strategy, which is transforming the look of banking. Here, as elsewhere, Citicorp is an industry pioneer, willing to risk hundreds of millions of dollars in hope of moving ahead of the pack. The man who stands to win the most - or lose the most - in that process is John Reed, the vice chairman who runs what is known at Citicorp as the Individual Bank and also supervises technological research and development.
+His office has a modern flair, including a striking photograph of the Galilean moons as viewed from the Voyager I spacecraft, and Reed has a modern turn of phrase. ''I am a change agent,'' he was saying, ''and change is disruptive.'' A 44-year-old engineer with a master's degree from the Massachusetts Institute of Technology, Reed has spent most of his 18 years at Citibank making waves.
+When he arrived, the bank had no overall budget, and his first major chore was to help pave the way for what he calls ''a budgetminded environment.'' As he put it: ''I ran the place very aggressively. A lot of people left. I was considered tough and unyielding.'' All of which, combined with a sometimes abrupt manner, won him few friends. ''Wriston used to speak to me about it,'' Reed said.
+During the early years of his reign over the Individual Bank, Reed's popularity among his fellow executives dipped even lower. Losses in his bailiwick reached hundreds of millions of dollars, resulting in the reduction of annual bonuses. Last year, the bank says, the consumer side made money (it declined to say how much) and according to Reed, his personal stock has been turned around, too. ''If you deal with me one-on-one,'' he said, ''I'm too relaxed, and I consider myself a pushover.''
+Still, that is not the first word that springs to competitors' minds when they speak of Reed, in particular, and Citicorp's consumer operations in general. When losses on the bank's consumer loans rose sharply in 1979 and 1980, Citicorp recouped by invading the mortgage business, traditionally the mainstay of the savings and savings-andloan banks. (Since home is the last thing a family wants to lose, payments on mortgage loans are relatively dependable.)
+The invasion came just as these thrift institutions were reeling from high interest rates. The vast majority were losing money and hundreds were on the brink of failure. Citicorp took that moment to push what it calls its ''shelter'' portfolio, which consists of first and second mortgages and loans on homes and cooperative apartments and condominiums. The bank's domestic ''shelter'' portfolio soared from $3.2 billion in 1979 to $9.3 billion in 1982 - this during a period when the housing market suffered one of its worst declines.
+Citicorp's turn to automated tellers has earned its competitors' grudging respect and imitation. The machines are far more profitable than their human counterparts - machines cost less to maintain and already handle three times as many transactions a day.
+Many New Yorkers have taken quickly to the machines, which are widely scattered throughout the metropolitan area. One of their biggest attractions is that they can be used day or night, inspiration for the slogan ''The Citi Never Sleeps.'' Yet the machines have also stirred deep resentment among some people who view automation as a ''dehumanizing'' way of delivering banking services. There was also objection to the discrimination against customers with small balances. In fact, Citicorp has recently been restoring teller service at some branches where it had been excised.
+Today New York, tomorrow the world. In effect, that's John Reed's goal for Citicorp, and one major means to that end is the plastic card. The bank already has its share of plastic. It is blitzing the country with its own MasterCard and Visa credit cards. It has bought out both Diner's Club and Carte Blanche, the travel-and-expense cards. It has the Citibank card, which enables a customer to use the banking machines. What Reed envisions, though, is a single piece of plastic that embodies the financial potential of all the other cards and - the joker in the deck - can be used anywhere in the country.
+The ultimate financial tool, though, is HomeBase, a system that allows customers to do most of their financial chores from home, including the opening of additional accounts, an update on existing accounts and on credit-card balances, payment of bills and a chance to keep up on financial news. HomeBase's several hundred pioneering customers are linked to the bank by a combination of personal computers and television sets. They pay $10 a month for the service. The bank foresees the day, Reed says, when such a system will ''deliver the news, buy airline tickets, get theater listings.''
+Last year Congress passed a law that specifically prohibited bank holding companies from engaging in most facets of the insurance business. Two months ago Citicorp announced its plans to acquire a tiny bank in South Dakota as a way of entering the insurance business. The theory is that Citicorp, by doing its insurance business through a state-chartered bank, would be able to circumvent the new Federal law.
+The South Dakota purchase requires approval by the Federal Reserve Board, and the Fed has traditionally frowned upon such would-be invasions of the insurance field. But the back-door approach is vintage Citicorp, both as to its ingenuity and its boldness. It has worked very well in the past. For two decades Citicorp has been trying to strip away the layers of regulation. The campaign is at the heart of Walter Wriston's plans for Citicorp as financial supermarket, and the man who runs the campaign is Hans Angermueller.
+Citicorp's chief lobbyist was leaning forward across his desk, one recent afternoon, talking about his mission. ''The message I would like to convey,'' he said, ''is that we are not satisfied to be a creature of our environment.'' The words were militant, but the manner was easy - much-bitten fingernails were the only signs of stress.
+Angermueller is popular among his colleagues. One described him as a ''teddy bear,'' a friendly man without great pretensions. Though a painter himself (colorful murals of European landscapes cover the walls of his home), he made no claims to expertise when a visitor suggested that the prints on his office walls might be lithographs. ''Don't ask me,'' he said with a grin. ''They're from the bank's collection.''
+At the age of 58, Angermueller is considerably older than his competitors for the chairman's post, and he is not a traditional banker. He has never made a loan or taken a deposit. His two graduate degrees from Harvard University are in engineering and law, and he was a partner in the bank's outside law firm when he was wooed over by Wriston just 10 years ago.
+Angermueller's basic strategy as a lobbyist is to find the weakest link in the regulatory or legislative chain. If his efforts with Congress fail, he will often focus on changing laws in individual states, thereby bringing pressure on the whole system.
+In 1979, when the Federal Reserve Board shifted the focus of its policy to controlling the money supply and away from concentrating on interest rates, the rates began to soar. Because of New York's usury laws -prohibiting banks from charging more than 12 percent on most loans and 18 percent on most credit-card balances - Citicorp soon found that it was paying more for its money than the rate of interest it was receiving on its consumer loans. The bank's losses in this area were mounting into the hundreds of millions of dollars.
+Angermueller and his team had been lobbying the New York State Legislature for years to eliminate the usury laws, but to no avail. Then Citicorp found an obscure law that said that a Federally chartered bank would be bound only by the usury laws of the states in which it operated. Angermueller also knew that the Federal laws that restrict interstate banking do not apply if a state has legislation that specifically welcomes entry by out-of-state banks.
+So Angermueller looked around and settled on South Dakota. His agents wined and dined the state's political leaders, promising that if South Dakota changed its laws to allow Citicorp to establish a Federally chartered bank there, and if it removed all its usury laws, Citicorp would switch most of its credit-card processing operations from Huntington, L.I., to Sioux Falls. For a state with so small a population, the 2,000 jobs involved in the move would make a big difference. In the meantime, Citicorp was increasing its pressure on the New York State Legislature to elimininate its usury laws - threatening the loss of those jobs.
+South Dakota bought the Citicorp package. And eventually New York voted to drop its own usury laws, making a major contribution to the strong rise in Citicorp's earnings in recent months. But Citicorp kept its promise to South Dakota and shifted the jobs to Sioux Falls.
+Since then, Angermueller has been pursuing his goals in California, Florida, Maine and several other states.
+Ask Walter Wriston what his main goal as Citicorp chairman has been, and he'll come up with the same answer every time: profits. Citicorp's earnings during 1982 represented a marked improvement, up about 35 percent from the previous year, but between 1976 and 1981 earnings rose by only about 8 percent annually, barely enough to keep up with inflation.
+Some of Wriston's critics say that the bank's do-it-yourself plunge into technology played a role in that record. Wriston, however, insists that the bank invested heavily ''not because we wanted to play Pac Man'' but as a practical, dollars-and-cents matter.
+One aspect of the bank's effort to increase profitability has been an emphasis on tax-saving measures. It has, for example, moved some of its operations to Delaware from New York to take advantage of Delaware's lower tax rate. Other efforts to save taxes got the bank in trouble. A former employee, David Edwards, charged that Citicorp between 1973 and 1980 had circumvented and, at times, violated the foreign-exchange and tax laws of other nations. The Securities and Exchange Commission decided not to prosecute the bank, ignoring the recommendations of its enforcement division. Citicorp said its practices were ''basically proper.'' But the House Energy and Commerce Committee's Subcommittee on Oversight and Investigations opened hearings on the matter last fall, and Wriston has been asked to testify next month.
+Citicorp's aggressive expansion into new fields has antagonized many com",,,,,,,,,,,,,,,,,,,,,,,,,,,,
+etitors. Its efforts to obtain microwave broadcasting licenses, for example, have been bitterly contested by some common carriers.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Wriston's prescriptions for the financial industry have also spurred controversy. Some critics, for example, contend that the dropping of Government restraints on the interest paid on consumer deposits has had negative social effects. When the cost of attracting consumer deposits rose, the banks in turn increased the interest rates they charged on loans, particularly to small businesses and to individuals. They also increased the fees they charged on a broad range of services from credit cards to checking accounts. The effect has been to make banking far more costly, and less available, to people with small balances.,,,,,,,,,,,,,,,,,,,,,,,,,,
+There is also concern voiced by critics that, in the long term, the handful of giant financial supermarkets envisioned by Wriston will take over the marketplace, forcing smaller companies to the wall, wielding economic power beyond control.,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Citicorp and its supporters, by and large, rest their case on the free market as the fairest and most reasonable arbiter. They say that the growth of financial supermarkets will actually increase the competition for services, bringing prices down.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Wriston and his aides project a rosy future for the bank, but what direction will it take? The outgoing chairman has a great influence on the choice of his successor, but the actual decision rests with the other 26 members of the board of directors. They include Clifton C. Garvin Jr., chairman and chief executive officer of the Exxon Corporation; John W. Hanley, chairman and chief executive officer of the Monsanto Company, and James H. Evans, chairman and chief executive officer of the Union Pacific Corporation.,,,,,,,,,,,,,,,,,,,,,,,,,,
+Evans recently said he expected the new chairman to ''carry on the policies and traditions'' of the Wriston era, and that same theme is echoed by the three major candidates. It is a given of their candidacy. Yet some are more clearly in the Wriston mold than others.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+In the banking community, John Reed is viewed as most likely to echo his mentor in all things, to maintain the ''permanent revolution'' within Citicorp. Thomas Theobald is seen as being as tough and aggressive as Wriston but less abrasive and less doctrinaire politically. Hans Angermueller, the nonbanker, would likely be a more passive leader, an ardent supporter of the bank's decentralized structure, leaving the two younger men to run their own shows.,,,,,,,,,,,,,,,,,,,,,,,,,,
+The choice is sure to make a difference, as Walter Wriston himself would be the first to agree. He has a strong appreciation for the human factor. In his office, one recent afternoon, Wriston turned from talk of technology and expansion to speak of banking basics. ''The nuts and bolts of lending money,'' he said, ''is getting it back. And that still depends upon human judgment.'' He paused a moment, then went on. ''At the end of the day, there's a loan officer sitting there.'' It seemed an apt image of ultimate responsibility for a man nearing the end of his corporate day atop Citicorp.,,,,,,,,,,,,,,,,,,,,,,,,,
+Correction: May 29,1983, Sunday, Late City Final Edition,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+"Illustration photo of Walter B. Wriston in his office photos of John S. Reed Thomas C. Theobald photo of Hans H. Angermueller photo of satellite-transmission dish in NJ photo of communications network headquarters in New York photo of Park Avenue bank lobby of Citibank photo of London office of Citicorp graph comparing Banking's Big Five""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INSIDE+CITICORP&title=New+York+Times&issn=03624331&date=1983-05-29&volume=&issue=&spage=A.15&au=Bennett%2C+Robert+A%3BRobert+A.+Bennett+covers+banking+for+The+Times.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 29, 1983","''When a customer asks you to do something,'' he said, ''either you find a way to do it or you lose a customer.'' And who is the competition? Sometimes [Walter B. Wriston] mentions Morgan Guaranty, which has a consistently better profit performance than Citicorp. (Morgan, however, caters exclusively to large corporations and governments and a relative handful of wealthy individuals, while Citicorp aims at everyone, rich and poor alike.) Otherwise, Wriston sees his competition as being Merrill Lynch, the American Telephone and Telegraph Company, Sears, Roebuck & Company, Prudential-Bache and the American Express Company. They are the companies that march to the same drummer: Watch Prudential-Bache trying to buy a small bank in Atlanta or Merrill Lynch pursuing a savings-and-loan association in New Jersey. ''I get up in the morning,'' Wriston said, ''and turn on 'Good Morning America' and see Sears ads. You have to be crazy not to perceive that these people have a tremendous franchise on the American people.'' Wriston and Ronald Reagan met years ago, when the banker was chairman of the Business Council - it is made up of current and onetime heads of major American companies - but the two men were not close. When the Reagan campaign for the Presidency began, Wriston became part of a group of advisers led by George Shultz. ''Over a long weekend in Los Angeles,'' Wriston recalled, ''we put forth our recommendations on economic policy.'' When Shultz became Secretary of State, the President called upon Wriston to take over as chairman of what is now called the President's Economic Policy Advisory Board.''We meet four to five times a year,'' Wriston said, ''and we are on call. Usually the President spends 35 minutes to an hour with us at the conclusion and we articulate our consensus. In the last two years, he has called me three or four times.'' [Hans H. Angermueller] is popular among his colleagues. One described him as a ''teddy bear,'' a friendly man without great pretensions. Though a painter himself (colorful murals of European landscapes cover the walls of his home), he made no claims to expertise when a visitor suggested that the prints on his office walls might be lithographs. ''Don't ask me,'' he said with a grin. ''They're from the bank's collection.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 May 1983: A.15.",11/15/17,"New York, N.Y.",,"Bennett, Robert A; Robert A. Bennett covers banking for The Times.",New York Times Company,,Newspapers,424627517,"United States, New York, N.Y.",English,29-May-83,BANKS AND BANKING; COMPANY AND ORGANIZATION PROFILES; BIOGRAPHICAL INFORMATION; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,,,,,
+GENERAL MOTORS: A GIANT IN TRANSITION,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/general-motors-giant-transition/docview/424484861/se-2?accountid=14586,"John Holusha is chief of the Detroit bureau of The New York Times. The robot arm bowed to the chairman of the General Motors Corporation, Roger B. Smith, then swung around and did the same to Dr. Seiuemon Inaba, the president of Fujitsu Fanuc Ltd. Turning again, the unmanned machine reached forward, electric motors humming, and neatly snipped a ribbon in two, ceremonially opening the Troy, Mich., headquarters of the GMFanuc Robotics Corporation, the new company that G.M. hopes will become as prominent among industrial robots as G.M.'s Chevrolets once were on highways.
+The June event went largely unnoticed outside the Detroit area, but it said a lot about the state of General Motors, the world's largest industrial corporation, in this third year of the worst recession the automobile industry has endured since the Great Depression. The immense success of the Japanese automobile companies in producing high-quality, low-cost cars - every fourth car sold in America is made in Japan - is forcing G.M. to re-examine the way its does business and is pressuring it to diversify into products other than motor vehicles. Initially, GMFanuc's robots, which should be rolling off the assembly line in the United States sometime in 1984, will be used for auto production at G.M. plants and in other factories, but the company also envisions selling them to other industrial users. ''We will be coming up with new products,'' Roger Smith said during a recent interview. ''I predict they will be highly sophisticated, very technologically oriented. We won't be making hula hoops.''
+In addition to robots, the small computers that now regulate the engines on all G.M. cars will be adapted to other applications, possibly for use on familiar consumer products. ''We may make the first electronic, automatic vacuum cleaner,'' Mr. Smith continued. ''You walk out the door in the morning and at 11 o'clock this thing comes out and vacuums the whole house while you're gone.''
+Ten years from now, G.M. may be the American affiliate of a worldwide automobile combine dominated by the Japanese or it may be as important in robots and computer controls as it once was in tail fins and chrome. Where the industrial giant finds itself in the next decade depends in large measure on the skill and efforts of Roger Smith, the company's 56-year-old financial manager and undisputed overall boss.
+When Mr. Smith, who bears an uncanny physical and vocal resemblance to the comedian George Gobel, speaks enthusisatically about robots and computer-controlled appliances, to a large extent he is making a virtue of a necessity. With their advanced production techniques and $1,700-a-car lower production costs, the Japanese car manufacturers have virtually assured that G.M. will not for a long time to come, if ever, earn the profits from automobiles which it did in the past.
+At least a partial explanation of how G.M. finds itself in its present predicament surfaces in a comment by Robert A. Frosch, a former administrator of the National Aeronautics and Space Administration who is now vice president in charge of G.M.'s research laboratories. ''As a nation, we fell into the hands of the fast-buck artists,'' Mr. Frosch said recently. ''There was a tendency to worry about the business side rather than the product or the technology side. Now, in the past three years, there is a great rediscovery of technology.''
+At this point in its 74-year history, General Motors is a giant in transition, scrambling to change from a sluggish, virtually oneproduct company dominating an isolated market, to a more diversified, more efficient organization. The recent three-year depression in car sales produced the first red ink in G.M.'s modern history in 1980, when GM it lost $762.5 million. Neverthless, G.M. has been spending billions retooling its factories to produce an alphabet soup of new, more fuel-efficent cars - the ''X,'' ''J'' and ''A'' models. The results have been mixed, with scant evidence that buyers are being wooed away from imports.
+Under this intense pressure to adapt to new conditions, much of the company's fabled arrogance has been replaced by a sort of pragmatism-under-fire. G.M. engineers are diligently studying Japanese factories to see what they can copy or adapt, while company executives are lining up deals with Japanese auto companies, such as the recently consumated ones with the Suzuki Motor Corporation and Isuzu Motors Ltd. for rights to import minicompact cars G.M. cannot economically produce in its own facilities.
+Additionally, G.M. has been working on a deal with the Japanese giant, Toyota Motor Company, to build a Toyota-designed car in one of G.M.'s shut-down West Coast assembly plants, probably in Fremont, Calif. Under the proposed arrangement, Toyota would supply the necessary tooling and manage the plant. G.M. has conceded that it cannot match the Japanese at the small-car game and has apparently decided, with admirable hardheadedness, that if you can't beat them, join them. It is a historic concession for G.M., which has long followed the dictum set down by Alfred P. Sloan, who for almost 40 years was the dominant influence at G.M., of producing ''a car for every purse and purpose.'' If the car business had not been so lucrative in the past, G.M. might already have had its own robot for every purse and purpose. It had a primitive robot in operation as early as 1961 and the specifications for some of the earliest assembly robots were developed at G.M. in the mid-1970's. ''We said robots were the coming thing then,'' says one G.M. development engineer, who prefers to be anonymous. ''But the attitude then was, 'We make cars, not tools.' ''
+Roger Smith, the G.M. chairman, admits that the Japanese made better use of American technology than did its originators, who would have laughed had anyone suggested that the foreign manufacturers to whom they sold their inventions would some day become their competitors. ''Computer-aided design, numerically controlled robots, all that was developed here at General Motors,'' emphasises Mr. Smith. ''We did not choose to go into the manufacture of them then. In hindsight, we probably should have.'' He put it somewhat more bluntly in what amounted to a pep talk to the company's 500 top exectives. Speaking of the Japanese, Mr. Smith declared: ''Never again can we let them take our technology and beat us at our own game.''
+Douglas A. Fraser, president of the United Auto Workers union, who has been observing G.M. for most of his life, finds the company's leadership noticeably changed by the trauma of the past three years. ''They thought they were just about infallible,'' says Mr. Fraser. ''They had talent in depth. They have an extremely good system, and it worked. But they have never had to face the adversity they are facing now. The only rewarding feature of all this is that it has served to humble them, and I think that's healthy.''
+A former Chevrolet executive who now works for another automobile company in the Detroit area puts it more subtly: ''When I go to parties, G.M. people just don't seem to stand as tall as they used to.''
+GMFanuc Robotics Corporation, an equal partnership with Fujitsu Fanuc, whose name has since been shortened to Fanuc Ltd., one of Japan's leading robot producers, is symbolic of the new pragmatism at General Motors that may help G.M. executives to regain their lost height advantage. It is the first domestically based joint venture in which G.M. has participated in more than 40 years. Until recently, if G.M. wanted something, it bought it or invented it on its own.
+Now it wants a big piece of what GMFanuc's president, Eric Mittelstadt, says some estimate will by 1990 be a $1 billion to $5 billion-a-year robotics industry in the United States, an industry that other American auto manufacturers, strapped for funds, have yet to enter. G.M. linked up with Fanuc because it needs the Japanese company to supply relatively simple, moderately priced robots while G.M. itself develops more sophisticated systems, such as the N/C (numerically controlled) multiple robot system, a completely automated painting system now being installed in its plants.
+''It's a matter of timing. G.M's strength is in the high technology area of specialty systems,'' says Mr. Mittelstadt. ''When we decided to go into the robotics business, we realized we needed a broader line of products. In order to get that broader line quickly enough to be effective, we felt we needed a partner.'' So the Chevrolets and Pontiacs of GMFanuc's robot line will come from Japan's three plants, while G.M. works on the Buicks and Cadillacs in an as-yet-undesignated plant in the United States. As part of the process of introducing new models of cars and trukcs, G.M. is gutting its existing plants and installing the robotic equipment. On the 14th floor of General Motors's world headquarters building in Detroit, where top executives work behind two sets of locked and guarded doors, there is more than a little defensiveness about the current situation. ''The most comfortable positon for anybody to be in is hindsight,'' says F. James McDonald, the former foundry engineer who has been president and chief operating officer of G.M. since early last year. Among the younger executives, the men in their mid-to-late 40's who are the next generation of leadership, there is, however, a willingness to admit that mistakes have been made. William E. Hoglund, head of G.M.'s Pontiac division and one of the fast-rising names in the company, argues that G.M. was as good as it had to be until the Japanese raised the stakes. ''You can't fight history,'' Mr. Hoglund says. ''The opening of international borders has brought some competition in here that has brought new standards of quality and productivity. But operating under the environment at the time we did, I think we operated as rational businessmen.''
+With the benefit of hindsight, G.M.'s bosses probably would have done a lot of things differently. After the second oil crisis in 1979, it became clear that the 18-foot-long, 4,000 pound ''fullsize'' cars that were Detroit's specialty were fast becoming obselete. G.M.'s response was to announce a five-year, $40 billion plan to completely redesign all its cars and retool its plants to make more efficient cars more efficiently. Thomas A. Murphy, then G.M. chairman, described it in Olympian terms as ''the most ambitious product and facility improvement program ever undertaken by any corporation in the world at any time in history.''
+The variety of new cars would be staggering, ranging from minicompacts with tiny 3-cylinder engines to full, six-passenger family sedans. There would be electronic engine controls, front-wheel drive and smooth, gearless automatic transmissions. An industrial renewal that would normally take the better part of a generation would be carried out in five years and, for the most part, it would be done in the United States. While other automakers were looking overseas for lower labor costs and already developed components, G.M. was confident that its technical prowess and financial muscle could do the job at home. That, of course, was before it learned the true dimensions of the advantages enjoyed by the Japanese.
+James E. Harbour, who had spent 23 years in obscurity at the Chrysler Corporation as a manufacturing engineer, gained insight into those dimensions in 1980 when he left to establish his own consulting firm and began studying Japanese production costs in detail. Mr. Harbour found that the Japanese had managed to combine advanced production techniques, labor-management cooperation and lower wage rates to produce and ship a typical subcompact car to the United States market for $1,700 less than could American manufacturers of cars made in the United States. Harbour also found that the higher pay of American workers was only a relatively small part - about $550 - of the cost gap, and a large part of that amount was due to the Japanese ability to put a car together with 60 hours of labor compared with about 120 hours in the United States.
+Here is how Mr. Harbour, whose study was cited in Transportation Secretary Drew Lewis's May 1982 report on the auto industry, breaks down the Japanese manufacturing cost advantage on a typical subcompact car: more advanced technology, $73; better quality control, $329; lower parts inventories, $550; better materials handling, $41; better use of labor, $478; lower absenteeism, $81; different assembly-line relief systems, $89, and lower union representation cost, $12. The result, after adding in the labor cost advantage, is that the Japanese have figured out a way to make a car for $2,203 less than the American companies who taught the world how to mass produce. Shipping, handling and import duties reduce the advantage by $585, leaving the Japanese with an advantage of $1,718. The recent decline in the value of the yen in terms of the dollar has only magnified the Japanese cost advantage. GM Since many American car buyers have been willing to pay over sticker price to get a high-quality Japanese car, the Japanese have kept their prices high and pocketed the profit. As Transportaion Secretary Lewis pointed out, the Japanese ''have used the knowledge that they can underprice competing U.S. models if necessary and still enjoy handsome profits.'' It was an ominous message for G.M., which remained concentrated in the United States market while its archrival, Ford, successfully established itself in markets overseas that are protected aganst the full impact of the Japanese onslaught. Even if G.M. can produce cars with Swiss-watch quality appeal, the Japanese could always lower their prices. ''The fact that a group of competitiors ... has the potential for substantial price reductions places a serious restriction on the ability of the U.S. manufacturers to expand their domesic market share or to increase exports,'' Mr. Lewis said. In their public appearances, the top executives of General Motors present a conservative appearance and often adopt a rural, folksy manner. None of them are cigar puffing, blunt-talking, slightlylarger-than-life versions of Lee A. Iacocca, Chrysler's chairman of the board and chief executive officer. The G.M. system puts an emphasis on team play; it does not encourage eccentricity. So it comes as something of a surprise for an outsider to find that G.M. executives consider themselves heroic figures - the economic equivalent of daring military commanders who are dispatching billions of dollars and hundreds of thousands of employees in high-risk counterattacks on the automotive battlefield.
+''I think the fact that we have committed $9.7 billion in 1981 to establish our 1983, '84, '85 product programs takes a lot of guts,'' says G.M.'s president, F. James McDonald. ''It takes a lot of guts to lay out your program and say, 'Hey, we're not going to wait until the market turns around; we're saying the markets are going to be outstanding, and we're going to compete in them.' We want to be No. 1.''
+One of G.M.'s major offensives was the ''J'' car, introduced in the spring of 1981. The company uses letters of the alphabet to denote cars that are essentially the same, although sold under differing names. The ''J'' car carried the strategy of commonality to its logical extreme: It is the first car to be sold by all five of G.M.'s automotive divisions, as the Chevrolet Cavalier, Pontiac J2000, Oldsmobile Firenza, Buick Skyhawk and Cadillac Cimarron. Smaller and with better fuel economy than the ''X'' body cars (G.M's first front-wheel drive compacts), the ''J'' cars were aimed squarely at the Japanese. Brimming with Detroit's institutional optimism, sales executives allowed as how they hoped to sell a million cars the first year.
+They didn't come close. After being introduced in May 1981 to the accompaniment of an advertising blitz, only 249,871 had been sold by May 1982. Financial analysts estimate that G.M. has spent $2.5 billion so far on the ''J'' car, without making any notable inroads on Datsun or Toyota or any other Japanse makes. G.M. is now halfway through its new model program with three series of modern, frontwheel-drive cars in its showrooms, as well as its sleek, new Pontiac Firebird and Chevrolet Camaro sporty cars, yet its share of the American market has not edged much above the 45 percent it has held for the last decade. (G.M. men are quick to point out that the enormous growth of the imports, from 15.22 percent of the market in 1971 to 28 percent last year has come almost completely at the expense of Ford and Chrysler.)
+There is a sense of confusion about what consumers really want. ''This is the first time since I've been in the automobile industry that we haven't had a fix on the market,'' said William Lane, sales manager for Pontiac, at this year's Chicago auto show. Robert C. Stempel, general manager of G.M.'s Chevrolet division, recalls one young sales executive blurting out in frustration, ''What in the hell is going on out there?''
+One of the things that's going on out there - defined as anywhere outside Detroit or Bloomfield Hills, the affluent suburb that is home to most of G.M.'s top executives - is that Americans seem to be changing their attitude toward cars, looking at them more as transportation appliances than dream machines. Americans used to sing about cars, from the celebration of mobility (''In My Merry Oldsmobile'') in the early years of the century to the 1960's muscle-car fantasies of ''Little GTO.'' Lately, there haven't been many songs about cars. Americans seem less impressed by annual model changes and more willing to hang on to the old rust bucket. The average age of the car on the road today is 7 years old compared with 5.7 a decade ago.
+It is ironic, says Mr. Stempel, that as the American affair with the automobile has cooled, the variety of mechanical temptations available has increased. Because of the imports and rapid change in domestic products, car buyers have more choices than in Detroit's golden era of the 1950's and 60's. They can buy models with four-, six- or eight-cylinder engines, diesel or gasoline powered, turbocharged or normally aspirated, front- or rear-wheel drive. Convertibles have returned. Small pickup trucks have all the comforts of luxury cars. Eventually, of course, the field will narrow, as low-selling designs are phased out. And looming over the whole industry is the uncertain outlook for fuel prices. ''I'd sure like to know which way it's going to go,'' says Mr. Stempel, ''so I can decide what to invest in and what to shut down.'' Meanwhile, the automobile industry in the United States is reeling: American Motors has become an effective subsidiary of the nationalized French company Renault; Chrysler needed $1.2 billion in federally backed loans to survive; Ford is being supported by its overseas operations. General Motors, which made money throughout the Depression, had a loss in 1980 and its $333.4 million profit last year was more the product of artful bookkeeping than automobile sales. (This year, industry analysts expect it to make about $1 billion.) GM 3rd JUMP As it has struggled to retool its plants and bring out new models of cars in spite of anemic sales, G.M.'s financial health has weakened. Working capital dropped $5.6 billion in 1980 and 1981 and the company was stripped of one of the prized corporate badges of honor, its AAA credit rating. G.M. now has to pay more than $1 billion in interest each year and over the next three to four years will have to pay back about $3 billion in long-term debt - the equivalent of an entire new line of cars or trucks. Confronted with this financial weakness and the production-cost advantages of the Japanese, Mr. Smith and his colleagues have been forced to toss parts of their grand plan onto the scrap heap.
+G.M.'s switch from a macho, go-it-alone approach to car making to one of cooperation in areas where it needs help, along with the company's plans to diversify and make products other than cars, is being interpreted as a sign that Mr. Smith is pragmatic enough to rewrite the formulas of the past. Maryann N. Keller, a widely followed Wall Street stock analyst, last spring recommended that her customers buy G.M. shares, ''based on our assesment that G.M.'s present management is fundamentaly altering the company.''
+The arrangements with the Japanese are also prompting something of a positive re-evaluation of Mr. Smith's leadership, after some notable public stumbles during his first year and a half as chairman. Shortly after taking over as G.M.'s chairman on Jan. 1, 1981, Mr. Smith raised car prices, only to be forced to offer rebates a few months later. Fairly or unfairly, he has been blamed for the early flop of the ''J'' cars.
+Negotiating in secret with the United Auto Workers' president, Douglas Fraser, Mr. Smith came up with a plan that would have tied concessions by union workers to lower car prices. When the agreement was announced early this year, G.M.'s car sales nearly ground to a halt as prospective buyers waited for the price reductions that never came because rank-and-file G.M. workers balked at the company's demand for a $5-an-hour cut in pay and benefits. Nor was his public image burnished when he announced that all G.M. white-collar employees would sacrifice equally to finance a rebate program and then said that his share would be $135 a month, out of a salary that last year amounted to $475,000.
+There were some in the industry who questioned the wisdom of choosing Mr. Smith, a financial man who has never participated in the design or engineering of an automobile, to lead General Motors at a time when the company's basic product is undergoing such basic change. Tension between engineers and marketing specialists, the socalled ''car men,'' and financial experts, derided as ''bean counters,'' are endemic in the automobile business. At G.M., the financial men ususally come out on top.
+Hard work and long hours are another Detroit tradition, and Mr. Smith is no exception. He routinely puts in 10-and 12-hour days that begin at 6:30 A.M. when a chauffer-driven car picks him up for a 7 o'clock breakfast meeting at the G.M. building with his top aides. He often remains at his desk until after dark. His is not an untypical schedule in the fiercely competitive car business. Mrs. Gerald Greenwald, the wife of Chrysler's vice chairman, once observed that ''being an automotive wife prepares you for divorce or widowhood. One just learns to live independently.''
+Behind Mr. Smith's desk sit three fat briefcases. One, he explained to a visitor, is for things to be read at home, one for matters to be dealt with at the office and one for reading in the car. The car briefcase has one notable difference from the others; it doesn't contain any financial reports. Mr. Smith, who took extra differential-equations courses in college to increase his grade average, says he finds it hard to analyze columns of numbers in a moving car. It will evidently take more than hard work to overcome one of the most serious problems facing facing G.M: the alienation of a large proportion of its more than 300,000 blue-collar workers in this country. The company's new union contract, which went into effect last March and runs to September 1984, barely won rank-and-file ratification with a 52 percent majority, in contrast to the 73 percent margin at Ford. And the company has been less than successful in squeezing out concessions at the plant level, one of the major provisions of the new agreement. Only about 40 of the company's 117 plants approved the work rule changes the company requested.
+Perhaps it is G.M.'s size or the impersonal nature of its system, but assembly-line workers seem more hostile toward G.M. than other auto companies. In Detroit, factory workers refer to the No. 2 automaker as ''Ford's,'' as if it were still Henry Ford's family company. At G.M., a visceral hostility toward the company made it difficult for union leaders to sell the new agreement, even though it meant increased job security. ''There's no doubt about the attitude of our members toward G.M.,'' Douglas Fraser says. ''They view them as rich, even when they aren't rich, and arrogant.''
+When a new, more lucrative bonus plan, which would have established a $60 million-a-year fund to be divided among the 500 top executives, jeopardized relations with unionized workers who had made wage and benefit concessions in their new contract this year, the company backed down and suspended the new bonuses until the union contract expires.
+The deals with the Japanese, applauded as they have been by the financial community, have only aggravated long-standing suspicions that G.M. looks upon its employees as an expendable factor of production. ''You know, you can't trust G.M., says Lawrence E. (Red) Connor, president of the U.A.W. local at G.M.'s Wilmington, Del., assembly plant. ''They have no loyalty to any country or anybody,'' he added in a reference to G.M.'s interest in going any place where labor costs are cheaper. Labor relations have improved at some G.M. facilities, notably at the ''home'' plants of the Buick and Pontiac divisions, but, on the whole, they appear worse than at the other United States auto companies, a serious problem at a time when employee involvement is seen as the key to improving product quality.
+Tomorrow's cars will be small, but sophisticated. Engineers are working now on radar-controlled brakes that will stop a car automatially if it is about to hit something and controllable suspensions able to shift from a limousine ride to sports-car handling at the flick of a button. Rapid technological advance may give G.M. a chance to pull ahead of the Japanese, whose greatest ability has been efficient, high-quality application of existing techniques.
+Maybe it will all work. Maybe, with the help of workers who want to preserve wages that are among the highest in the nation, with automation, with renewed attention to quality, with an end to the recession, American will flock again to G.M. showrooms. But the golden age of General Motors, the 1950's and 60's, when growth was boundless, when energy was cheap, when longer, lower and wider cars were the symbol of success in life, is forever gone. Arvid Jouppi is one of the sages of Detroit, an auto-industry analyst who drives a 1971 Oldsmobile 98 with 144,000 miles on it. ''General Motors peaked out in 1966,'' he says. ''Since then it has been struggling with consumerism, government regulations, higher gasoline prices and the surge of imports.''
+Alfred P. Sloan molded General Motors in the 1920's, developing the ''full line'' of cars, from Chevrolet to Cadillac, as well as the annual model change, and set the company on a course that was not deviated from for 50 years. Now, beset by a weak economy and the Japanese, G.M.'s present chairman, Roger Smith, has been forced into change. Observes Mr. Jouppi: ''Ten years from now we may look back and say Roger Smith was the second Sloan.''
+The alternative is clear. If General Motors. along with the rest of the American automobile industry, does not regain its competitive vigor it will either collapse before the Japanese onslaught or become like Britain's once-proud auto industry, a sickly ward of the state kept alive at taxpayer expense to preserve the jobs of workers who have nowhere else to go.
+Illustration Photo of GM Chairman Roger B. Smith",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GENERAL+MOTORS%3A+A+GIANT+IN+TRANSITION&title=New+York+Times&issn=03624331&date=1982-11-14&volume=&issue=&spage=A.76&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 14, 1982","Additionally, G.M. has been working on a deal with the Japanese giant, Toyota Motor Company, to build a Toyota-designed car in one of G.M.'s shut-down West Coast assembly plants, probably in Fremont, Calif. Under the proposed arrangement, Toyota would supply the necessary tooling and manage the plant. G.M. has conceded that it cannot match the Japanese at the small-car game and has apparently decided, with admirable hardheadedness, that if you can't beat them, join them. It is a historic concession for G.M., which has long followed the dictum set down by Alfred P. Sloan, who for almost 40 years was the dominant influence at G.M., of producing ''a car for every purse and purpose.'' If the car business had not been so lucrative in the past, G.M. might already have had its own robot for every purse and purpose. It had a primitive robot in operation as early as 1961 and the specifications for some of the earliest assembly robots were developed at G.M. in the mid-1970's. ''We said robots were the coming thing then,'' says one G.M. development engineer, who prefers to be anonymous. ''But the attitude then was, 'We make cars, not tools.' '' ''It's a matter of timing. G.M's strength is in the high technology area of specialty systems,'' says Mr. [Eric Mittelstadt]. ''When we decided to go into the robotics business, we realized we needed a broader line of products. In order to get that broader line quickly enough to be effective, we felt we needed a partner.'' So the Chevrolets and Pontiacs of GMFanuc's robot line will come from Japan's three plants, while G.M. works on the Buicks and Cadillacs in an as-yet-undesignated plant in the United States. As part of the process of introducing new models of cars and trukcs, G.M. is gutting its existing plants and installing the robotic equipment. On the 14th floor of General Motors's world headquarters building in Detroit, where top executives work behind two sets of locked and guarded doors, there is more than a little defensiveness about the current situation. ''The most comfortable positon for anybody to be in is hindsight,'' says F. James McDonald, the former foundry engineer who has been president and chief operating officer of G.M. since early last year. Among the younger executives, the men in their mid-to-late 40's who are the next generation of leadership, there is, however, a willingness to admit that mistakes have been made. William E. Hoglund, head of G.M.'s Pontiac division and one of the fast-rising names in the company, argues that G.M. was as good as it had to be until the Japanese raised the stakes. ''You can't fight history,'' Mr. Hoglund says. ''The opening of international borders has brought some competition in here that has brought new standards of quality and productivity. But operating under the environment at the time we did, I think we operated as rational businessmen.'' One of G.M.'s major offensives was the ''J'' car, introduced in the spring of 1981. The company uses letters of the alphabet to denote cars that are essentially the same, although sold under differing names. The ''J'' car carried the strategy of commonality to its logical extreme: It is the first car to be sold by all five of G.M.'s automotive divisions, as the Chevrolet Cavalier, Pontiac J2000, Oldsmobile Firenza, Buick Skyhawk and Cadillac Cimarron. Smaller and with better fuel economy than the ''X'' body cars (G.M's first front-wheel drive compacts), the ''J'' cars were aimed squarely at the Japanese. Brimming with Detroit's institutional optimism, sales executives allowed as how they hoped to sell a million cars the first year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Nov 1982: A.76.",11/15/17,"New York, N.Y.",,"Holusha, John",New York Times Company,,Newspapers,424484861,"United States, New York, N.Y.",English,14-Nov-82,DATA PROCESSING; COMPANY AND ORGANIZATION PROFILES; AUTOMOBILES,New York Times,NEWSPAPER,,,,,,,
+WHY BIG BUSINESS IS FIRING THE BOSS,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/why-big-business-is-firing-boss/docview/424066253/se-2?accountid=14586,"Douglas Bauer is a teaching fellow in the English Department of the State University of New York at Albany. By Douglas Bauer
+In recent weeks, Harold Benson, president and chief operating officer of Amtel Services Inc., had felt a growing tension between himself and the chief executive officer of Amtel's parent company. At meetings of the board of directors, Mr. Benson's seemed the only voice to question corporate strategy. Although he sat on the board's executive committee, it rarely met, or, as he had accidentally discovered, convened without his knowledge. He had first noticed the strain when Amtel Services began to match the parent company, Amtel Inc., in sales and profits. Then, Mr. Benson's memo to the board, outlining salary disparities between the subsidiary and the parent, was politely tabled - as was his memo suggesting expansion through acquisitions.
+At a particularly acrimonious board meeting, Mr. Benson's proposed advertising campaign for Amtel Services was voted down by the chief executive officer and directors friendly to him. At the same time, they demanded more intimate involvement in Mr. Benson's operations. Mr. Benson realized later that he should not have been surprised; he was certain that the chief executive felt highly embarrassed by the subsidiary's profit performance compared with the parent company's; or perhaps he wanted to get involved in order to share the credit. Whatever, Mr. Benson's refusal to share any executive authority with the parent was quick and firm.
+His interoffice phone rang - the chief executive officer's secretary summoning him to a special board meeting in half an hour. In the board room, Mr. Benson looked down the gleaming, mahogany table at the C.E.O. and the most influential directors. Nods all around, stiff as salutes.
+''Mr. Benson,'' said the chief executive. ''After talking it over with other directors, and in light of your feelings about our eagerness to share with you in the management of your company, I feel I have no choice but to either ask you to resign or face what seems to me the unnecessary embarrassment of an immediate dismissal.'' Only the pseudonyms of Harold Benson and that of his former company distort this account of a top American executive's firing. The issues leading to it - differences with the board over policy and strategy - are just as the executive recalled it. So ''Mr. Benson'' resigned from ''Amtel'' and subsequently took a position as C.E.O. of a publicly held company with sales of $270 million. But that does not end the story. In a postscript, Mr. Benson saw his new company sold by its parent less than a year after he had settled in. The new management wished to run Mr. Benson's operation with its own people so, once again, as Mr. Benson puts it, ''I had a company yanked out from under me.'' He now runs a company that rents computer time and expertise to small businesses - a company he founded and owns. Twice burned in two years, Mr. Benson needed no more corporate surprises.
+Harold Benson's experience, however, was no rarity. For today an unprecedentedly volatile atmosphere haunts the executive suites of corporate America. Put plainly, top managers -presidents and chief executives - seem to be getting dismissed more frequently, more publicly and after much shorter tenures than ever before. In the last year, the business community has watched with nervous fascination as a troop of high-ranking managers -Lyman C. Hamilton Jr. at the International Telephone and Telegraph Corporation, Reuben Gutoff at Standard Brands, Jane Cahill Pfeiffer at the National Broadcasting Company, Maurice Valente at the RCA Corporation, A. Robert Abboud at First Chicago Corporation, John D. Backe at CBS Inc., Wilfred J. Corrigan at Fairchild Camera and Instrument Corporation - was let go. In recent months, the atmosphere has heated up even more. Late in December, there was what one Braniff International official described as the ''Christmas massacre'' at that financially troubled airline, in which a group of lending institutions forced the resignation of Harding L. Lawrence, Braniff's chairman, and demoted its president, Russell Thayer. In addition, as seemed inevitable after he had fired Mr. Valente and Mrs. Pfeiffer with what industry observers saw as a certain lack of finesse, Edgar H. Griffiths took early retirement as chairman of RCA.
+What are the reasons behind this phenomenon? How truly do these high-level dismissals represent a deeper restlessness in American business? And, at a time when President Reagan's probusiness Administration is determined to ''unleash'' free enterprise, do all these conspicuous firings call into question big business's ability to manage itself, much less to reinvigorate the national economy?
+The answers to such questions are not forthcoming from many of the individuals involved. Most dismissed top executives prefer to put their experiences behind them and refuse to address even the larger issues of executive anxiety and the business community's extremely uncertain mood. Many of these people, too, are contractually bound to silence and do not wish to risk losing their termination settlements by giving interviews, even anonymous ones. Still, there's a strong consensus among executives, academicians and others involved in related businesses that what is taking place is more than a notable clamor.
+Although there's no mass of hard statistical evidence, the quantitative work that has been done certainly supports this suspicion - especially the work of Dr. Eugene E. Jennings, a professor at the Graduate School of Business at Michigan State University, consultant to boards and chairmen and a long-time statistician of ''management mobility.''
+''Traditionally,'' Dr. Jennings says, ''you could count on the firing rate and the retirement rate at the president and C.E.O. level being equal - somewhere between 3 percent and 5 percent. But in the period from 1976 to the end of last year, the firing rate doubled - to 10 percent and even 12 percent - compared with the retirement rate, which stayed about where it always has. ... Clearly, the revolving door is turning at a phenomenal speed.''
+Maurice Valente, let go as president of RCA after only six months, finds these statistics no surprise: ''There's been such a rash of these things. I think that when one happens, or two, those responsible for making the decision feel very hesitant to do so. But then there're three, then four and five, and suddenly everyone finds great strength in being one of several who had to fire somebody. I mean, first you had Backe, myself, the Abboud thing. I don't think there's been a time in American management history when that many have happened so quickly.''
+Undoubtedly, some firings are provoked by simple incompetence. But there are newer forces at work. For one thing, company leadership has grown increasingly quick to change its mind and direction, to lose patience with problems and confidence in those charged with solving them. As a result, companies are looking beyond their own executives to fill top positions. Because of the built-in distance, secrecy and awkwardness of the outside recruitment process, there is a great risk of subsequent quick, unexpected personality clashes between new executives and their employers.
+The decentralization of American industry has also played its destabilizing part. This dispersal of authority, now nearly three decades old, was conceived as a way of structuring large companies so that they might retain a maximum flexibility. As an unforeseen byproduct, it has created methods of performance measurement - most notably, the bottom-line measure of an executive's worth by shortterm earnings - and a whole mentality of career expectations, both of which have heightened the present unrest.
+More recently, spurred by pressures from regulatory agencies and stockholders, boards of directors have begun to participate far more intimately in company affairs and, very often, this additional scrutiny of company executives has stirred up things even more.
+Finally, the effect of all of these factors has been magnified by the shaky state of the economy, which is a constant reminder to all of the participants that there no longer is much margin for error.
+William H. Willis Jr., who runs a successful executive-recruiting firm in New York, recalls a similar impatience during the recessionary middle years of the last decade. ''A slump does seem to fuel this kind of thing,'' he says. ''But nothing, in my experience, approaches this current situation. That's partly, I think, because business is fighting inflation as well as recession. Changing leadership becomes, in the chairman's or the board's eyes, not only the fastest but - compared with a really ambitious reorganization, rethinking - also the cheapest remedy.'' Recent research by the Chicago-based executive-recruiting firm of Heidrick & Struggles shows that, among companies where high-level changes occurred from 1976 to 1980, vacancies filled by outside recruitment rose more than 39 percent, compared with the previous four-year period. (More than a quarter of the responding executives had held their jobs less than three years - further evidence of the new impermanence.)
+The all-too-easy recruitability of executives today draws this blunt comment from Michigan State's Dr. Jennings: ''I've never seen so many guys who'll meet a problem and walk away from it, go to search firms and get a job somewhere else.''
+When American industry began to decentralize in the 1950's and 1960's, this created an immediate need for capable managers to supervise autonomous profit centers - separate businesses, in effect. However, young, able managers were then in short supply, because of the declining birthrate during the Depression and educational delays after World War II. Consequently, there arose in business the phenomenon of the ''fast track,'' as Dr. Robert H. Hayes of the Harvard Business School and others have called it. Companies took relatively young and inexperienced employees, compressed 15 years of training and experience into five, transferred them all over the country and very quickly gave them positions of real responsibility. That was how the idea of rapid upward mobility became a part of our current management mentality.
+''The slowed-down economy no longer can support the fast track,'' Dr. Hayes explains, ''and, as a result, young managers today, with the previous generation's example in mind, become highly frustrated if, in 10 years, they're not division managers. ... And they start looking around.'' The effect of that thinking on the crowded ''babyboom'' generation is tremendous lateral movement, unique in its pace and urgency. The vertical fast track has been turned on its side. And both fast-track alumni who are now senior management and their company-hopping juniors have come to accept this rising transience in executive life.
+Perhaps the extreme demonstration of that acceptance is the changing attitude toward a top executive who has been fired. Historically, a man worked loyally upward inside one corporation and was treated gently if, ultimately, his company wished him removed. He was given a grander title, perhaps ending with ''emeritus,'' and a public memo explained his broader, vaguer duties; he was kicked upstairs, in short. This custom also condemned the executive who had actually been let go to wear that disgrace like Hester Prynne's scarlet A, to ''pursue private ventures'' and to sink from sight.
+Public humiliation today? Some leading executives rebound from dismissal and land another plush position after no more than a monthlong sabbatical in Europe. Lee A. Iacocca, abruptly dismissed at Ford (Henry Ford 2d told a meeting of outside directors that the ''body chemistry wasn't right all these years''), was eagerly hired by Chrysler. Robert Abboud, fired as chairman of First Chicago after repeated public combat with vice chairman Harvey Kapnick (who was dismissed simultaneously by the board), almost immediately became president of the Occidental Petroleum Corporation. No longer does being fired guarantee - or even suggest - a career's end.
+''These days,'' observes a vice president of a management consultant firm, ''being fired is seen as a battle star, a notch in the gun, almost a required part of upper-management training.'' The business community's sympathy for a dismissed executive does little to soften the psychological blow, however. Arthur R. Taylor, deposed as president of CBS in 1976, recalls, ''My immediate emotions were of an incredible sense of injustice and sorrow.''
+Andrew Sherwood heads a firm that counsels ousted executives, whom he usually sees soon after their departures. ''Suddenly, they have been established as expendable,'' he says, ''and their confidence is shaken. Here you have, speaking characteristically, a guy who has for 20 years clawed and scratched and back-patted his way up. Being let go is incomprehensible to him. Over the years, he's gotten himself psychologically to a position of extraordinary power and ego justification. He thinks that he's right because he's president and he's president because he's right. Coming from that self-perspective, the first three or four weeks are the most difficult. These people are faced with an almost total void in their lives because the business comes first - above family, above outside interests.''
+Maurice Valente, whose departure from RCA was accompanied by an unusually blunt public assessment by the man who chose him, Edgar Griffiths, that Valente ''simply hadn't measured up to the job,'' says, ''It's simply a very traumatic thing, an experience that creates in one, first, a great sense of frustration, and inevitably a real questioning of abilities. So what one must remember is what certain people said to me, which was, 'Maury, you brought to RCA years of executive experience, rising at ITT from staff assistant to president of ITT Europe, which is the largest division of ITT. ... Remember, that's what you have that's marketable. Don't look at the RCA experience as a measure of your ability.' ''
+In most cases, after a dismissed executive has ''bottomed out,'' he eventually sets himself up in a smaller, personally controlled business. There are more C.E.O.'s - present, past and potential - than there are C.E.O. positions, and once an individual has run a company, he seldom wishes to work for anyone else - or to feel betrayed again. Instead, he may organize a consulting firm, as Reuben Gutoff did after his release at Standard Brands; or he might build his own company inside the industry he knows well, as Arthur Taylor has done. Since leaving CBS, Mr. Taylor has begun, among other ventures, a cable television company, RCTV. In the past, executive recruiters were generally regarded as ''headhunters'' and ''executive raiders.'' Now, recruiters are so accepted that, in the estimate of one, ''85 percent to 90 percent of the Fortune 500 companies routinely use us.'' Russell Reynolds Associates Inc., founded in 1969 with offices on Manhattan's Park Avenue, has grown rapidly in the last five years. Among the recent vacancies it has filled are the posts of chairman and C.E.O. at First Chicago (Barry F. Sullivan), and chairman of the British Steel Corporation (Ian MacGregor).
+David S. Joys, a Reynolds executive vice president, is a friendly but intense young man who smoked a large, fat and amazingly odorless cigar as he talked in his office: ''Certainly, we're seeing an increasing interest in our services. The recruiter has come to be thought of as just another necessary consulting arm of the corporation - like its law firm and its accountants.''
+Reynolds, like the firm of Heidrick & Struggles and several other large recruiting companies, has offices worldwide, and the scope of its operations, the sheer quantity of information moving about globally, suggests a kind of ''chicken and egg'' question about search firms' roles and their success. That is to say, have companies increasingly sought the help of the recruiters, requiring them to compile more detailed files, a greater number of contacts, a larger body of information on who's available? Or have recruiters, anticipating clients' requests, built up an extraordinary amount of information that, when circulated through the business community, entices a company to use their services? As one business professor put it, ''If you're an executive with a fairly good short track record - all the headhunters know about you - when somebody gets fired, you're up for grabs.''
+David Joys agrees that the recruiter himself ''has created some of this activity. A C.E.O., a board or a chairman, looking to make a change, all know today that there's an alternative to the existing situation, and know where they can turn immediately to get channels of inquiry opened.''
+And yet, despite thorough recruitment searches and in-depth interviews, people are getting fired, and frequently. ''I think several things happen when a new chief comes in from the outside,'' Mr. Joys says. ''First, a new man's eccentricities, what I call the 'glitches,' are more obvious. Everyone has them - personally embedded ways of running an operation that may not jibe with a long tradition and that can't possibly be apparent during the interviewing process. But, more importantly, I think a higher set of expectations is created when a company goes outside. The thinking becomes, 'We've scoured the country. We've chosen this guy from dozens. He must be Superman.' And when he isn't, things can go sour very quickly.''
+There also remains a good deal of naivete about the whole courting process. One company chairman, recently deposed, admits, ''I am 10 times smarter now than I was when I was asked to take the job. There's a whole set of questions I'd ask - about inventory, about financial controls, about assets management - that I frankly just didn't think to ask at the time.''
+The former chairman continues, ''Part of the problem is that there's an inherent awkwardness in the situation. You'd like to spend a lot more time inside the company that's interested in you, talking to people, getting to know the operations. But that's often impossible - partly, I suspect, because the company doesn't want you to know certain things for fear you'll be scared off, and partly because it's a secretive process and would be bad for morale if inside people knew you were being talked to.''
+But David Joys says, ''No matter how perilous a job looks, no matter how many C.E.O.'s a company has been through, the intensity of ego is such at that level that a new executive goes into the job thinking, 'I'm the one who won't get fired.' ''
+That factor of ego - the executive's and his superior's - contributes much to the C.E.O. chaos. For example, people close to Lyman Hamilton, who was abruptly discharged as chief executive at ITT after 18 months by his chairman, Harold S. Geneen, speak of the shift in relations between the two men after the C.E.O. title was passed. Generally, in corporate hierarchies, the C.E.O. assumes overall responsibility for the planning and strategy of a company's direction, assigning the implementation of that strategy to the chief operating officer. ''When Hamilton was president and chief operating officer,'' says an ITT source, ''he'd go to Geneen and say, 'Here's what I'd like to do.' And Geneen would say, 'No, I want to do it this way.' And Lyman, carrying out policy, would do as Geneen wished. When Hamilton was made C.E.O., he felt he now had policymaking authority. But Geneen perceived no difference. So Hamilton would now go to Geneen and say, 'Harold, here's what I want to do.' Geneen would say, 'No,' and Hamilton would say, 'O.K., I hear you, but until we take it up at the board, we're going to go ahead and do it my way.' ''
+Michael Maccoby, author of ''The Gamesman,'' might describe that dialogue as taking place between two Jungle Fighters in a company that needs to be run by a Gamesman. In his book, Maccoby compiled from first-hand observation some collective personalities of modern business managers and concluded that the Gamesman - the manager who can subordinate his ego to his company's greater good - rises and eventually prevails. In short, what is needed is not weak - but selfless -leadership. ''These guys who come in, touted as such great managers,'' Maccoby says, ''these so-called tough guys are the ones that don't last. Either that, or the top people around them don't, and that's even more disastrous to the smooth running of a corporation. Companies today are filled with a much more competent class of upper and middle managers who won't be pushed around by some abrasive boss. The best of them can leave, and do, and eventually that comes back as a mark against the guy at the top, and often forces him out.'' Maccoby compares such instability to the calm tenure and logical succession at ''elite companies.'' He says, ''You don't see Reginald Jones getting fired at General Electric. Irving Shapiro stayed for years at Du Pont, and the change at General Motors was very orderly and internal.'' More than any other factor, the changing role of boards of directors has contributed to the present condition of executive instability. Throughout the history of American business, boards have assumed and discharged negligible power over their executives. But, through a coming together of new attitudes and regulations, boards are becoming, in the words of Dr. Roland C. Christensen, of the Harvard Business School, ''a sleeping giant that's beginning to get at least one foot out of bed.''
+The slow shift toward energetic board management was spurred in the 1960's by the dissidence of suddenly vocal stockholders asking persistent questions of company directors. Aided by pressure groups, such as those of Ralph Nader and his emulators, they forced a deeper fiduciary responsibility onto company directors, which ultimately resulted in boards' forming specialized supervisory committees.
+Around the same time, the landmark failure of Penn Central brought on dozens of stockholder lawsuits against its directors; in the five years since the Penn Central claims were settled, claims against other boards, nationwide, have risen 300 percent. Whether directors discovered a social conscience or simply feared being sued, they began to show a fresh sense of obligation to stockholders, a sense reinforced by pressures for independent monitoring from the Securities and Exchange Commission.
+In addition, the New York Stock Exchange, in 1978, required its members to have board audit committees - composed entirely of outside directors -supervise management performance and accounting practices. Today, according to the Los Angeles-based recruiting firm of Korn/Ferry International, 97 percent of the top 1,000 corporations have such committees. The latest innovation, the nomination committee, charged with the task of selecting new outside directors, functions on 37 percent of the top 1,000 boards. Obviously, says Dr. Christensen, a veteran observer of boards, ''the corporation is learning what board management is all about.''
+In one recent case, the outside directors of General Automation Inc., a West Coast minicomputer company, having long been at odds with their C.E.O., Lawrence Goshorn, gathered sufficient strength to vote him out of office - a particularly dramatic incident since Mr. Goshorn was not only the company's chairman and c.e.o. but also a co-founder.
+Because Reuben Gutoff believes that boards are fundamentally uninformed, he sees some danger in the way they apply their power. ''The trouble with boards now,'' he says, ''is that they react after the fact. The director's knowledge of the company is only skin-deep because he's on a lot of other boards, too, and doesn't spend much time learning about any one. He gets, let's say, $20,000, so he serves on five or six boards in order to take home six figures. I'd rather pay a director $60,000, have him serve on one or two boards, and make him really learn about the company.''
+Dr. Jennings at Michigan State, reviewing his own statistics, says, ''The biggest single cause of C.E.O.'s getting fired - 35 percent in the four-year period just ended - is what I call the 'palace revolt.' In the 1960's, let's say, I could count on one hand the number of these incidents. But now, as we've moved into committee management at the board level, you've got inside and outside directors sitting on committees together, and they can put together an end-around maneuver against a C.E.O.'' Citing a board on which he sits, Dr. Jennings adds, ''The role of the audit committee today is just awesome. It has just called for a regulations audit after we discovered two high-ranking executives had been sloppily observing the S.E.C. rules and improperly reporting the financial picture. I'm not suggesting any illegality, but nevertheless we, as a board, are going to call for their removal. Now, whoever heard of that 20 years ago!'' Among the results of the present uncertainty in corporate executive suites is the detailed attention given to contractually guaranteed terms of termination. In other words, when an executive agrees to accept an offer, he is as concerned with the remuneration given upon his involuntary dismissal as he is with his salary and bonus clauses. It's rather like negotiating a divorce settlement at the moment of marriage.
+Louis J. Brindisi Jr. would agree. He's a senior vice president of Booz, Allen & Hamilton Inc., a leading consulting firm, and supervises its executive-compensation practice. In other words, when a company and its C.E.O. (for Mr. Brindisi works exclusively with chief executives) wish to negotiate a contract, they might likely turn to Mr. Brindisi for guidance.
+''Definitely, in the past 10 years, there's been a much greater effort to nail down the terms of termination right in the contract,'' says Mr. Brindisi. ''After all, you never have greater bargaining position than on that day you're negotiating with a company that wants you very badly.''
+A short, round man, exuberantly friendly, Mr. Brindisi sits in his moderate-sized office behind a magnificent Oriental desk, sipping coffee, and speaks of the recent past: ''As a rule, the termination terms are a continuance of salary for, say, five years. Except where there's a substantial up-front bonus - say, a million dollars, unfettered. The guy who gets it for signing gets cushioned up front.'' Among the men who've had that kind of bargaining power are Michel C. Bergerac, chairman of Revlon, and Thomas D. Barrow, chairman of Kennecott Copper. ''In each of those situations,'' Mr. Brindisi suggests, ''the companies just wanted these guys, plain and simple, and they got just about anything they asked for. And that extends to terms of termination. The only barrier when you're negotiating is the limit of your own imagination.''
+Mr. Bergerac's agreement, essentially, calls for a five-year continuance of the $325,000 salary he signed for in 1974; Mr. Barrow's, for nearly the full amount of his $365,000 base. The signing of Mr. Bergerac sent tremors through the business community because of his contract's up-front bonus of $1,500,000. ''After that contract,'' says one consultant, ''which was really the first huge up-front bonus, more and more executives thought about switching, purely and simply because of the amount of money involved.'' And when Mr. Barrow went to Kennecott, in 1978, his contract entitled him to an annual cash bonus tied to yearly increases in the market value of Kennecott stock, a feature that has been both criticized and defended.
+One former company chairman, speaking of Mr. Barrow's cash bonus, calls it ''terribly irresponsible, not on his part, but on the board's part. They put him in a position so that, by touting the stock, he stands to make more money. I can't understand how, in conscience, they did that.'' In fact, a dissident faction on the Kennecott board emphatically agreed with that assessment and only recently settled with Mr. Barrow a long, drawn-out contention that had, at one time, involved an attempt to renegotiate his contract after its first year. And it was a most impressive first year, which saw Kennecott's dividend raised to $3.93 from 15 cents the previous year. That rise gave Mr. Barrow a $475,450 return on the Kennecott stock he owned, which caused dissident board members high agitation.
+Mr. Brindisi strongly believes that a contract such as Mr. Barrow's, whose perquisites depend on measurements of long-term stability (and Mr. Brindisi thinks stock price, as an indication of the financial community's opinion, is the best such measurement), fosters the healthiest relationship between a chief and his company.
+''Many things that have been done in the area of executive compensation in the past 20 years are wrong,'' Mr. Brindisi says flatly. ''Contracts have, more and more, called for bonuses tied to short-term performance - return on investment. An almost total concern with quarter-to-quarter comparisons. And that narrow, bottom-line orientation is disastrous long-term.''
+Mr. Brindisi offers the hypothetical example of someone's running for his conglomerate parent a fast-food restaurant chain. His second year's profits, quarter to quarter, are higher than his first, but not by the margin that his company has set as its goal, and that would give him a contractual bonus. So the manager cuts back on investment, stops construction of new franchises, cuts costs and shows a spectacular return. However, the most important long-term strategy in the fast-food restaurant business is market share -new franchises. Short-term profit and executive reward come at the expense of long-term growth. What the current situation actively fosters is the sense that one cannot afford - strategically or financially - to think of what might be best five, 10 years down the road. One might well not have 10, or even five, years.
+Reuben Gutoff also sees a clear relationship between the current worship of quarter-to-quarter profit statistics and the intense insecurities felt by top executives. ''Every time a guy picks up The Wall Street Journal and sees that Mr. So-and-so has 'decided to pursue private interests,' he can't help but feel a quiver, especially if he's with a company that has a pattern of turnovers. And he thinks to himself, 'I'm working for a publicly held company, which means there's a report card filed every 90 days, and my board breaks those 90 days into three 30-day reports, and it's going to want something very impressive or I'm in trouble, too.' ''
+''I know - we all know - of people all over this town,'' says David Joys of Russell Reynolds, ''who are running their companies into the ground, taking huge, quick profits and leaving them a shell. And when you look at their contracts, it's easy to see why. What does it matter to them what happens 10 years from now? They're building giant personal fortunes, and appear to be running their companies terrifically, and in 10 years, when there's nothing left, they'll be long gone.'' Or, quoting Michael Maccoby, ''It's like the George Allen-type football coach who trades young draft choices for 35-yearold stars who have one or two good years left. He wins immediately, but in five years he has no draft choices.''
+Robert Hayes and William J. Abernathy, professors at the Harvard Business School, in an article appearing last summer in The Harvard Business Review entitled ''Managing Our Way to Economic Decline,'' carefully outlined the chronology that has led to what they see as dangerously detached and balance-sheet-obsessed corporate management. Basically, Hayes and Abernathy believe that as businesses broke down into independent profit centers, top management began to rely - since it could not physically supervise every such center - on frequent financial reports. These reports - particularly, returnon-investment figures - became the standard tool of ''hands-off,'' overview management, for they could detect the almost daily ups and downs of profit-center performance; they provided a sort of detection that was in some way a substitute for individual, close-up ''handson'' guidance. With that return-on-investment mentality more and more deeply ingrained, American corporations began to reward and promote financial and legal specialists who could speak the vocabulary of the balance sheet and the merger statement.
+So, business today suffers from what Hayes and Abernathy regard as an extremely unhealthy shortage of production-trained managers who possess a wisdom that can be developed only through years of firsthand observation and involve",,,,,,,,,,,,,,,,,,,,,,,,,,,,
+ent culminating in a knowledge of how things are made, produced and ultimately sold. And with that unhealthy shortage comes a simultaneous lack of appreciation for the importance of research and development, testing, recapitalization, plant improvement. These concerns are now regarded - or have been until recently, in the authors' opinion - as almost antiquarian, certainly unfashionable and definitely unexciting. It seems fair to say, in other words, that American management lacks the very skills required for the kind of fundamental improvements upon which the Reagan Administration has based its hope for a full-scale revitalization of American industry.,,,,,,,,,,,,,,,,,,,,,,,,
+Unless and until some basic changes in management perceptions and strategy take place, almost everyone agrees that there will be a continuation of the current frenzy at the top. And in the meantime, a clear circle of cause and effect seems ominously in place. A shortage of production wisdom further reduces the emphasis on research and development, innovative design and other low-return expenditures that produce long-term profit. In its place, a quick-profit mentality and managers seeking a fast rise to the top through spectacular, shortterm performance continue to predominate. And once at the top, there's the pressure from boards and stockholders to repeat that performance, which becomes increasingly difficult, given the fastfix methods originally used to achieve it. Result: further pressure and executive anxiety, an inclination to cut expenses, to create immediate profits from merger or acquisition, and to ignore long-term strategy. Until all that's left is an empty company and the sudden moment of truth - dismissal. In favor of some fresh savior who's had a dazzling success at American Widget, who inherits the corporate ''shell,'' cannot again perform his magic without the necessary props, and is also abruptly dismissed. In favor of ... .,,,,,,,,,,,,,,,,,,
+"Illustration photo of Reuben Gutoff photo of John D.Backe photo of Wilfred Corrigan photo of David Joys photo of Maurice Valente photo of Jane Pfeiffer""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHY+BIG+BUSINESS+IS+FIRING+THE+BOSS&title=New+York+Times&issn=03624331&date=1981-03-08&volume=&issue=&spage=A.22&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 8, 1981","''Mr. [Harold Benson],'' said the chief executive. ''After talking it over with other directors, and in light of your feelings about our eagerness to share with you in the management of your company, I feel I have no choice but to either ask you to resign or face what seems to me the unnecessary embarrassment of an immediate dismissal.'' Only the pseudonyms of Harold Benson and that of his former company distort this account of a top American executive's firing. The issues leading to it - differences with the board over policy and strategy - are just as the executive recalled it. So ''Mr. Benson'' resigned from ''Amtel'' and subsequently took a position as C.E.O. of a publicly held company with sales of $270 million. But that does not end the story. In a postscript, Mr. Benson saw his new company sold by its parent less than a year after he had settled in. The new management wished to run Mr. Benson's operation with its own people so, once again, as Mr. Benson puts it, ''I had a company yanked out from under me.'' He now runs a company that rents computer time and expertise to small businesses - a company he founded and owns. Twice burned in two years, Mr. Benson needed no more corporate surprises. That factor of ego - the executive's and his superior's - contributes much to the C.E.O. chaos. For example, people close to [Lyman C. Hamilton Jr.], who was abruptly discharged as chief executive at ITT after 18 months by his chairman, Harold S. Geneen, speak of the shift in relations between the two men after the C.E.O. title was passed. Generally, in corporate hierarchies, the C.E.O. assumes overall responsibility for the planning and strategy of a company's direction, assigning the implementation of that strategy to the chief operating officer. ''When Hamilton was president and chief operating officer,'' says an ITT source, ''he'd go to Geneen and say, 'Here's what I'd like to do.' And Geneen would say, 'No, I want to do it this way.' And Lyman, carrying out policy, would do as Geneen wished. When Hamilton was made C.E.O., he felt he now had policymaking authority. But Geneen perceived no difference. So Hamilton would now go to Geneen and say, 'Harold, here's what I want to do.' Geneen would say, 'No,' and Hamilton would say, 'O.K., I hear you, but until we take it up at the board, we're going to go ahead and do it my way.' '' Michael Maccoby, author of ''The Gamesman,'' might describe that dialogue as taking place between two Jungle Fighters in a company that needs to be run by a Gamesman. In his book, Maccoby compiled from first-hand observation some collective personalities of modern business managers and concluded that the Gamesman - the manager who can subordinate his ego to his company's greater good - rises and eventually prevails. In short, what is needed is not weak - but selfless -leadership. ''These guys who come in, touted as such great managers,'' Maccoby says, ''these so-called tough guys are the ones that don't last. Either that, or the top people around them don't, and that's even more disastrous to the smooth running of a corporation. Companies today are filled with a much more competent class of upper and middle managers who won't be pushed around by some abrasive boss. The best of them can leave, and do, and eventually that comes back as a mark against the guy at the top, and often forces him out.'' Maccoby compares such instability to the calm tenure and logical succession at ''elite companies.'' He says, ''You don't see Reginald Jones getting fired at General Electric. Irving Shapiro stayed for years at Du Pont, and the change at General Motors was very orderly and internal.'' More than any other factor, the changing role of boards of directors has contributed to the present condition of executive instability. Throughout the history of American business, boards have assumed and discharged negligible power over their executives. But, through a coming together of new attitudes and regulations, boards are becoming, in the words of Dr. Roland C. Christensen, of the Harvard Business School, ''a sleeping giant that's beginning to get at least one foot out of bed.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Mar 1981: A.22.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424066253,"United States, New York, N.Y.",English,8-Mar-81,EXECUTIVES AND MANAGEMENT; APPOINTMENTS AND EXECUTIVE CHANGES; CORPORATIONS; WHITE COLLAR WORKERS,New York Times,NEWSPAPER,,,,,,,,,,,
+A MATTER OF CLASS,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/matter-class/docview/423998665/se-2?accountid=14586,"AuthorAffiliation Carl Gershman is vice chairman of Social Democrats,U.S.A., and a resident scholar at Freedom House.
+He is a former research director at the A. Philip Randolph Institute. f all the grievances voiced by black leaders in the wake of last May's racial violence in Miami, the one repeated most frequently was that the country no longer cares about the problems of blacks. That such a view should be expressed by black leaders shows how far we have come since the 1960's, when issues pertaining to racial equality were at the top of the American political agenda. Today, according to Benjamin Hooks, executive director of the National Association for the Advancement of Colored People, ''the pendulum is swinging back. Black folks ain't worth a damn in this country.'' As Mayor Richard G. Hatcher, of Gary, Ind., put it, ''The black man has become invisible again.''
+The concern felt by black leaders that the country has grown indifferent to black needs comes after a decade in which blacks made significant political gains. This apparent contradiction was alluded to by Hatcher in his keynote address to a national black-leadership conference that met last February in Richmond, Va. Recalling a previous national black conference in Gary in 1972, he noted that ''in just eight years we have more than tripled the number of blacks serving in the legislatures, the city halls, the courtrooms and on the school boards of America.'' Yet, he went on, ''as our voice has grown stronger, our nation's commitment has grown weaker.'' Neither Hatcher nor any of the other black leaders who attended the Richmond conference - including Hooks; the Rev. Jesse L. Jackson, executive director of Operation PUSH; former United Nations Ambassador Andrew Young; Vernon E. Jordan Jr., president of the National Urban League, and Cardiss Collins, chairman of the Congressional Black Caucus - was able to account for this paradoxical situation. One argument advanced at Richmond attributed the difficulties encountered by black leaders to the growth of anti-black sentiment in the country - as seen, for example, in the increased activity of the Ku Klux Klan. But while it is true that the Klan now has about 10,000 members, a gain of 50 percent since 1975, this growth does not reflect the mood in the country in general or even in the South, where the Klan is primarily based. All the polls, in fact, show that the American people are much more favorably disposed toward racial equality now than they were at the height of the civilrights movement in the 1960's.
+The apparent ''invisibility'' of the black poor is also attributed to the growing mood of fiscal conservatism, as symbolized by the passage in 1978 of Proposition 13 in California. But the view that the country is retrenching on its commitment to the black poor is not borne out by the facts. It is true that the public is overwhelmingly opposed, as it has been since the Great Depression, to ''relief'' for those who can but do not work. But public-opinion surveys show, according to the social scientist Seymour Martin Lipset, that the American people are actually more committed now than during the 1960's to basic Government welfare programs that help the poor secure employment and provide economic, medical and other forms of assistance to those in need. In fact, the Federal Government's antipoverty expenditures during the 1970's doubled in real terms and now total $67.5 billion a year, a figure that does not include more than $20 billion in antipoverty spending by state and local governments.
+A third explanation, which was stressed repeatedly by the speakers at the Richmond conference, was that black leaders were not being listened to because of the country's preoccupation with national defense in the wake of the Soviet invasion of Afghanistan. But this argument is also unpersuasive, for there is no reason why a commitment by the United States to oppose foreign aggression must necessarily involve a retreat on efforts to eliminate domestic injustices. In fact, the period of the black revolution in America, which began with A. Philip Randolph's March on Washington Movement in 1941 and culminated blacks and assume that ''the task is finished.'' But it is hard to believe that most Americans are unaware of the existence of large black ghettos, such as with the great March on Washington in 1963, coincided with America's entrance onto the world scene as a great power, committed to the defeat of Nazi aggression and then to the containment of Communism.
+What, then, accounts for the feeling among black leaders that the country is ''abandoning the black cause,'' as Patricia Roberts Harris, the Secretary of Health and Human Services, said following the Miami riot? Her own analysis was that whites see the progress made by some blacks and assume that ''the task is finished.'' But it is hard to believe that most Americans are unaware of the existence of large black ghettos, such as Liberty City in Miami, which are plagued by high unemployment, crime, drug abuse and other social ills. And if they are unaware of the problem, or not sufficiently concerned about it, one must then ask why the current black leadership cannot arouse the nation's attention. It has much more access to power than the old civil-rights leadership, which was able to dramatize a problem - legalized segregation in the South - that was at least as remote from the consciousness of most Americans. Why, then, does its voice not resonate in the country with the same force?
+To understand what has gone wrong, it is necessary to go back a full 15 years to a moment when the black movement faced certain crucial choices regarding its future perspective and program. In early 1965, just as the civil-rights movement was winning its greatest victories in Congress, several important analyses appeared that challenged the prevailing optimism with respect to eliminating racial inequality. The basic point of all these analyses - Kenneth B. Clark's study, ''Dark Ghetto''; Bayard Rustin's article, ''From Protest to Politics,'' and Daniel Patrick Moynihan's Labor Department report, ''The Negro Family'' - was that in spite of the gains of the civil-rights movement, the life of the black poor in the urban ghettos was getting worse, not better, and that much more than just the removal of legal barriers to equal opportunity was needed to save these people. This point of view had far-reaching implications that were never absorbed by the black leadership, a critical failure that may well explain its inability to arouse the nation's attention to the urgent problem of the ghetto poor.
+All three analyses agreed that the central problem that now had to be addressed was the existence of a growing black underclass in the urban ghetto. As the Moynihan report pointed out, it was particularly important to focus attention on this group since ''the emergence and increasing visibility of a Negro middle class may beguile the nation into supposing that the circumstances of the remainder of the Negro community are equally prosperous, whereas just the opposite is true at present, and is likely to continue so.''
+As Clark's study made painfully clear, the ghetto poor were trapped in a ''self-perpetuating pathology'' whose symptoms were ''low aspiration, poor education, family instability, illegitimacy, unemployment, crime, drug addiction and alcoholism, frequent illness and early death.'' This ''disease'' was the result of centuries of accumulated injustices, starting with slavery and continuing with segregation and poverty. But it had now taken on a life of its own, so that the elimination of discrimination, in and of itself, would not bring about its cure. Moreover, according to Rustin, the disease was spreading as a result of structural changes in the economy - for example, the elimination of unskilled and semiskilled jobs by automation - that were excluding growing numbers of black youth from the modern labor market. There clearly could be no solution to the problem in the absence of a massive, systematic effort by the Federal Government (along the lines of the 10-year ''Freedom Budget'' proposed by Rustin's mentor, A. Philip Randolph) to rescue the underclass, looking ultimately to its gradual transformation into a stable working-class population and the abolition of the ghetto itself.
+This view became the basis for President Johnson's famous civilrights address delivered at Howard University on June 4, 1965. The address, which Moynihan helped draft, summarized the essential arguments of the ''Negro Family'' report by way of defining ''the next and more profound stage of the battle for civil rights.'' Declaring that ''freedom is not enough,'' the President dwelt at length upon ''the scars of centuries,'' the ''ancient brutality, past injustice and present prejudice'' that had buried much of the black population ''under a blanket of history and circumstance.'' For these reasons, the President explained, there were ''deep, corrosive, obstinate differences'' between black and white poverty, the most important - because its influence radiated ''to every part of life'' - being ''the breakdown of the Negro family structure.''
+The President announced he would convene a special White House conference in the fall. But before the conference was held, the Watts riot occurred and the White House released the internal Government report on ''The Negro Family,'' - ''specifically to assert'' as Moynihan later wrote, ''that something was known about the otherwise inexplicable events in California.''
+The report, which called attention to the growing incidence of female-headed black families dependent on welfare, aroused a storm of indignation. Actually, it only reinforced what President Johnson had said in his speech -that legal equity was insufficient in that the damage history and present circumstance had caused in the life of the Negro American had to be repaired if there was to be genuine racial equality. For Moynihan himself, the report was a brief for the Government's adoption of a jobs strategy that would seek to strengthen the role of the father as the family provider. Such a strategy, he also felt, would have to be supplemented by a plan for child allowances as a way of offsetting the subversive effect on family stability of a wage system not geared to family size and need.
+But in the bitter post-Watts atmosphere, Moynihan was accused of blaming the black poor for their own plight and offering an excuse for Government inaction. These were really secondary issues, however, because the underlying objection to the report -which was reflected in its critics' argument that the female-headed family was actually a healthy adaptation to harsh conditions - was its contention that history had inflicted debilitating wounds on the black American. What was being denied, in other words, was the idea, implicit in the Moynihan argument, that there was something pathological in the social fabric of the ghetto underclass.
+This denial, which was insisted upon ever more strongly as racial tensions and black-nationalist tendencies grew in the late 1960's, expressed itself in a political attitude that dignified the violence and degradation in the culture of the ghetto underclass. The attitude took its most explicit form in the emergence of the Black Panthers, who extolled the revolutionary character of the ''lumpen proletariat'' (a term knowingly misappropriated from Marx, for whom the underclass was not revolutionary but ''a recruiting ground for thieves and criminals of all kinds''), and whose politics of nihilism and street violence were countenanced and encouraged by fashionable liberal opinion. It also found subtler expression in the growing acceptance of the idea that the sole obstacle to black advance was white racism. The ''disease'' that had to be cured -the problem, in short - was not the ghetto with its growing underclass, but the racist and repressive character of America itself - a view that was given an international dimension in the ideology of third-world radicalism that was then rapidly becoming popular.
+At the same time, no effort was made to conceal the misery of the ghetto. On the contrary, this condition was brandished as conclusive proof of America's sickness and as the basis of demands for immediate Government relief. And, since it was also denied that there was anything inherently pathological in this condition, it followed that the misery was solely a function of the maldistribution of power, money and jobs, and that relief would come simply from their redistribution. Thus, the idea of abolishing the ghetto gave way to demands for ''community control'' over its institutions. Welfare came increasingly to be seen not as a debilitating condition from which one should try to escape, but as a right that had to be more adequately fulfilled. And emphasis was placed not on attacking the structural causes of unemployment, such as the discrepancy between the skills and motivation required for productive employment and the lack of these among youth trapped in the ghetto, but on demanding racial quotas - an approach that actually bypassed the underclass since there were ample numbers of middle-class black youths better prepared to fill the available openings.
+The sad irony in all of this is that what appeared to be a form of racial militancy was, in reality, a policy of racial accommodation. Though demands for redistribution were frequently couched in such radical-sounding terms as ''black power,'' ''reparations'' and ''self-determination,'' nothing was being proposed that would, or was intended to, lead to the dissolution of the ghetto underclass. On the contrary, the new approach both rationalized and subsidized the underclass's continued existence. It appealed to many whites by offering them a convenient excuse to evade the whole problem while, at the same time, allowing them to show proper ''concern'' for the disadvantaged by submitting to ''black demands.'' And it also appealed to a new class of black political leaders and Federally funded antipoverty workers who became, in effect, the power brokers between the Government and the black poor. These workers had a stake in preserving the underclass as a political base from which they could threaten - and extract concessions from - white society.
+The nature of the relationship between the underclass and its selfappointed political spokesmen was obscured by the invocation of a ''black perspective'' according to which both shared a common interest based solely on race. This perspective, by assuming the existence of a monolithic black community set off against an alien and hostile white society, ruled out any serious consideration of the underclass as a distinct social group suffering from unique disabilities and requiring special attention. The underclass became, instead, a symbol of black suffering and white cruelty, a living reminder of past and present injustices and of the continuing debt that American society owed to all blacks, regardless of the position they had achieved in life. Thus, while the problems of the underclass could not be honestly discussed, its condition was made the basis of an ideology of racial victimization that was applied to the entire ''black experience'' in America.
+But even as this ideology was developing and gaining a greater hold on many black leaders, it was becoming increasingly defective both as a description of the actual condition of the black population in America and as an explanation of the present causes of racial inequality. Even before this perspective took root, in fact, the black population was not monolithic - this, of course, being the very reason why President Johnson and others had raised the issue in the first place. Moreover, since 1965 there has been a deepening class schism among blacks, a trend identified a decade ago in a speech at Tuskegee Institute by the black economist Andrew F. Brimmer, then a member of the Board of Governors of the Federal Reserve System.
+Between 1965 and 1977, the number of blacks attending college more than quadrupled - from 274,000 to 1.1 million. As their numbers rose, so, too, did their aspirations, as seen in the growing numbers of blacks studying for careers in business, engineering, chemistry, computer science and other highly professionalized fields. Because of these educational advances and the decline in job-market discrimination, the number of blacks in professional and managerial jobs nearly doubled during the 1970's, to 1.9 million, and the income of young college-educated blacks rose to about the same level as that of their white counterparts. (Black males earned slightly less than white males, and black females earned slightly more than white females.)
+The earnings ratios for all blacks employed full-time have not been as high, but even here the gains have been impressive: Black males earned 77 percent as much as white males in 1975, up from 63 percent in 1955, while, over the same period, the income of black females rose from 57 percent to 98.6 percent in relation to the earnings of white females.
+While the current recession has eroded some of the gains made by middle- and working-class blacks, the progress reflected in these figures has been real and not, as some have maintained, meager and illusory. And because it has been rooted in profound and enduring institutional changes in employment practices, Government policies, education, labor and other areas, there is no reason to believe that it will not continue. But it has benefited, at best, two-thirds of the black population, divided almost equally between middle-class and working-class blacks. The bottom third has not only failed to participate in the progress of the last 15 years, but its social and economic position has deteriorated to an alarming extent.
+During the 1970's, for example, the unemployment rate for 16- to 19-year-old blacks rose by more than half - from 24 percent to over 37 percent today. The percentage of all black males over 16 who dropped out of the labor force entirely - who neither worked nor sought work and thus did not even appear in the unemployment statistics - also increased by more than half, from 20 percent in the mid-1960's to nearly 40 percent today. And though the problem of female-headed black families has scarcely been mentioned since the acrimonious controversy over the Moynihan report, it has grown steadily worse - from 23.2 percent of all black families in 1962 to 28 percent in 1969, 37 percent in 1976 and 40.5 percent in 1979.
+What has been happening is clear: The black underclass of the ghetto has been expanding at precisely the same time as the black middle class has also been expanding and moving ahead. Moreover, this schism shows every sign of growing still wider in the future. The structural barriers to employment for the underclass are greater now than they were 15 years ago, for during this period thousands of manufacturing plants seeking space for expansion have relocated out of the central cities, leaving potential black workers in the ghetto more cut off than before from the economic mainstream. And the ghetto's ''tangle of pathology'' is now more deadly. Another layer of damage has thus been added to the legacy of history and circumstance, one that is particularly crushing to the spirit in that it followed upon a moment when there seemed to be hope.
+Though the problem of the underclass has grown more intractable and has, in fact, been brought more sharply into focus by the ''deepening schism'' in the black population, there is no greater readiness now than there was 15 years ago to acknowledge its true character. In an article discussing the underclass, William J. Raspberry, a black columnist for The Washington Post, wrote that ''everybody knows'' that ''there are some blacks for whom it is enough to remove the artificial barriers of race'' and others ''for whom hardly anything would change if, by some magical stroke, racism disappeared from America. ... And yet hardly anyone is willing to say it.'' It's hard enough, Raspberry added, ''to rehabilitate those people who have been crippled by the long-term effects of racism ... and it is made no easier by our refusal to acknowledge the problem for what it is.''
+In fact, many black intellectuals and political leaders have actively discouraged efforts to raise the issue of the underclass in these terms. A significant case in point is the controversy that has surrounded the 1978 book ''The Declining Significance of Race,'' in which the black sociologist William Julius Wilson argues that the worsening condition of the underclass, not racism, is the problem that requires urgent attention. Wilson, who heads the sociology department at the University of Chicago, said recently that he ''had not anticipated the depth of the political-emotional response'' the book has elicited. He readily concedes that his arguments are ''hardly revolutionary'' but just expand on the position adumbrated by Bayard Rustin in the mid-1960's. Clearly, however, many blacks find this position just as objectionable today as they did 15 years ago.
+Wilson's basic thesis is that in the modern industrial period, unlike the earlier periods of slavery and industrialization, class plays a more significant role than race in determining a black's position in society. He does not deny that racial antagonisms persist in ''social, political and community'' areas. He merely contends that blacks with the requisite skills can now advance economically and have done so, while the underclass - a product of the disadvantages accumulated over generations and of modern economic developments - cannot. The net effect, he says, is a growing class division among blacks.
+Under these circumstances, Wilson argues, an emphasis on race obscures significant differences of experience and suffering among blacks. Even more importantly, it also leads to faulty analysis and to policies that don't address ''the specific needs and concerns of those who are the most disadvantaged.''
+In the epilogue of the forthcoming paperback edition of his book, Wilson shows, for example, that the recent decline in the composite black-white income ratio from 61 percent in 1969 to 59 percent in 1978 -figures stressed by black leaders and intellectuals in arguments for more affirmative-action programs - is misleading in that it obscures the sharply divergent trends ''within'' the black population. Thus, he notes that the black-white ratio of median family income in male-headed homes increased over the same period from 72 percent in 1969 to 80 percent in 1978, while ''the exploding number of black female-headed families,'' with median incomes about one-third those of black male-headed families, brought down the overall income ratio. The emphasis on affirmative action, he adds, has the effect of widening this class division among blacks since it benefits primarily the middle class while not addressing the specific needs of the underclass.
+Wilson's thesis was discussed at a symposium convened last year by the University of Pennsylvania's Afro-American Studies Program. Lerone Bennett Jr., the senior editor at Ebony magazine, observed that ''it verges on the sacrilegious to spend so much time discussing the declining significance of race ... in the face of the systematic destruction of a whole generation of black people.'' Kenneth Clark, whom Wilson called ''the scholar who first made me conscious of these issues,'' nonetheless differed strongly with Wilson's main argument, calling it ''a dangerous delusion'' that ''drains energy and diverts attention from the stark fact that racial injustices perpetrated against all blacks - middle-class and underclass blacks - remain the unfinished business of American democracy.''
+Wilson has countered such criticisms by applying his class analysis of race to the ''race politics'' of the black intelligentsia. At the University of Pennsylvania symposium, he observed that ''the group that would have the most to gain by a shift in emphasis from race to economic dislocation, the black lower class, is not the group that is really defining the issues.'' Rather, he added, ''the issues are being defined by the articulate black intelligentsia - the very group that has benefited the most in recent years from antidiscrimination programs'' and which therefore has ''a vested interest in keeping race as the single most important issue in developing policies to promote black progress.'' Taking note of ''the increasing class hostilities in the black community,'' he remarked that if ''the little man'' ever gains his voice, he might well use it ''to beat down the mythology developed by the black intelligentsia: Blacks, regardless of their station in life, have a uniform experience in a racist society.''
+The issues raised by Wilson have far-reaching political implications because the ''mythology'' he has sought to expose is ascendant today within the black leadership. The extent to which racial politics has distorted the perspective of the black leadership was made abundantly clear at the Richmond conference last February.
+Thus, according to Jesse Jackson, the starting point of any analysis of the black situation had to be the recognition that ''race is the most pervasive fact in the Afro-American experience.'' Richard Hatcher took the view that racism accounted for the worsening condition of blacks. In spite of all the efforts made over the years ''to lift the American nightmare,'' he said, ''insensitive'' politicians ''continue to this day to mistreat us, misrepresent us and to insult us.'' And now, he added, the country is ''falling victim to a ruse of anti-Russian hysteria intended to make us forget about'' domestic injustices. As a result, Hatcher concluded, ''We are poorer, sicker and hungrier than we were just 10 years ago.'' Cardiss Collins of the Congressional Black Caucus added that, because none of the Presidential candidates, in her view, had demonstrated any real concern about black problems, there was ''no point in arguing who the slave master is going to be.''
+The only solution for blacks, then, was to look to themselves and to seek ''self-reliance'' as a unified and independent entity within American society. This independence strategy, as the ''black agenda'' adopted at the conference made clear, places great emphasis on demands for special Government assistance to black businesses and programs - demands that both Jackson and Hatcher justified as ''reparations'' owed blacks for past and present injustices. It also stresses the need for blacks to become, as one speaker put it, ''intermediaries'' in relations between the United States and the third world, a role, he said, that would strengthen the black ''negotiation position'' in this country and also create new opportunities for black businesses in the field of foreign trade.
+While this strategy is based on the concept of racial solidarity - both within the American black population and between it and the third world - the distinguishing feature of this approach is its overwhelming orientation toward the interests of one component of the black population, the middle class, to the exclusion of any meaningful emphasis on the problems of the black underclass.
+There were some token references at the conference to the need for full employment, and a resolution was passed that encouraged community leaders ''to find ways of organizing the grass-roots, problem-ridden blacks by focusing on specific, concrete issues to which they can relate.'' But to the extent that the black leaders, themselves, addressed these issues at Richmond, they did so in every case by denying the real problem facing the underclass and recasting the question in terms consistent with their own racial perspective and class interests.
+Thus, while violent crime is one of the most destructive symptoms of ghetto pathology, victimizing chiefly the black poor, the Richmond conference focused on the issue of ''criminal justice'' and its denial to blacks in general. The first priority, according to the resolution adopted at the conference, was the necessity for blacks ''to be employed at every level of the criminal-justice system, particularly at the policy-making level'' - a proposal more likely to enhance employment opportunities for black professionals than to reduce ghetto crime. The resolution also decried the death penalty, police brutality, new prison construction and the ''unequal application of the law at all levels.'' But nowhere was any serious attention paid to the problem of violent crime in the ghetto.
+The question of the black female-headed family was also virtually ignored. It was alluded to only once, in the course of a resolution on the Equal Rights Amendment. And here again, the ''problem'' was not the alarming disintegration of the family structure of the black poor, but the absence of ''quality developmental child care'' for ''the significant number of black women who head families in the United States.''
+Nor was the ghetto itself thought to constitute a problem. Fifteen years ago, Kenneth Clark wrote about what happens to people ''who are confined to depressed areas and whose access to the normal channels of economic mobility and opportunity is blocked.'' But today, when far-reaching structural changes in the economy have helped make the ghetto an even more confining, desolate and pathological wasteland, the black leaders gathered at Richmond opposed ''policies which encourage spatial deconcentration.'' Instead, they called for more ''direct funding of black community-based organizations'' for the purpose of ''revitalizing existing black communities.''
+This preference for keeping the ghetto was not an incidental aspect of the ''black agenda'' adopted at Richmond but an integral part of the whole strategy for ''independence.'' One is naturally tempted to draw the parallel between the orientation toward ''selfreliance'' promoted at the Richmond conference and the traditional tendency of the ''black bourgeoisie,'' as analyzed so brilliantly many years ago by the great black sociologist E. Franklin Frazier, to prefer a segregated situation within which it could ''monopolize the Negro market'' and ''enjoy a sheltered and relatively secure position in relation to the lower economic classes.'' But the new blackleadership class represented at Richmond is in many important respects an entirely new phenomenon.
+For one thing, it speaks - or at least claims to speak - for a considerably enlarged black professional class. Moreover, it is not a conservative, inward-looking group that retreats behind racial myths, as Frazier described the earlier black middle class. Rather, it is a politically dynamic leadership group, with a global ''thirdworld'' perspective, that uses racial myths ideologically in the pursuit of real and important interests. In this respect, the myth that all blacks are equally the victims of racism serves a dual purpose, justifying the claims of the most successful blacks to racial entitlements and, by allowing such claims to be made in the name of all blacks, concealing the specific class interest that is served.
+To be sure, not all black leaders either consciously or unconsciously use racial myths in this way. Some may emphasize race because they believe it to be the only way to call attention to black problems, and they may also fear that, without this emphasis, black organizations would lose their raison d'etre. And some, of course, may simply feel that the country has not changed to an extent that racism is no longer the central problem. Whatever the explanation, racial politics of the kind that dominated the Richmond conference has gone unchallenged within the black leadership.
+One result is that much of the black movement has been drawn inexorably into the universe of third-world radicalism, a trend that has reinforced the ideology of racial victimization. In the short run, this trend affects mainly the moderate black leaders, who have been increasingly pressed to take stands - on an issue like supporting the Palestine Liberation Organization, for example - that alienate political allies and isolate the black movement from the American mainstream. In the long run, however, it affects the whole society, since a black leadership given over to such racial politics enormously complicates any effort to deal with the problem of the black underclass - a problem that remains, as it was in 1965, the most formidable and explosive social issue the society faces.
+It is hard to see, for example, how the underclass can be brought into the economic mainstream outside ",,,,,,,,,,,,,,,,,,,,,,,,,,,,
+he framework of a strategy that looks ultimately toward the dissolution of the ghetto. Yet this is precisely what the Richmond conference opposed and what has been stricken from the civil-rights agenda since the pivotal controversy over the Moynihan report.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+The degree to which retaining the ghetto has come to be viewed as an actual advantage for blacks was well illustrated several years ago at a hearing on urban policy conducted by the House Committee on Banking, Currency and Housing. In response to a proposal by Paul R. Porter, an urban specialist, that poor blacks wishing to relocate to areas of industrial growth and job opportunities be assisted in doing so by Government training and other support, Representative Parren J. Mitchell (Democrat of Maryland) asked: ''Will not the relocation of blacks -moving them out of cities -destroy the political base that we blacks have begun to develop in this country?'' Porter replied, ''I think it might, but I don't know of any way we can tell people that they ought to stay in a city where they are unable to find jobs, merely in order to support a candidate for office on the basis of race. I think we have to find a more constructive solution than that.'',,,,,,,,,,,,,,,,,,,,,,,,,
+There may be some who believe that it is unrealistic even to attempt to solve the problem of the underclass. One suspects here an insidious convergence between left and right, the one maintaining that the society is too racist to solve the problem, the other that the underclass is too mired in its own pathology to uplift itself, even if properly assisted. Certainly nothing said here is meant to suggest that there is a magic answer to the problem of the underclass. But to date, the problem has not been seriously discussed, much less acknowledged to be the core question for which an answer must be found. Instead, all attention has been focused on the divisive and diversionary issue of racial entitlements, while the Government has provided for the subsistence of the underclass with antipoverty allowances that have become increasingly expensive yet are inevitably branded as ''inadequate.'',,,,,,,,,,,,,,,,,,,,,,,,,
+One cannot escape the conclusion that the crisis within the black movement is related to the failure of this whole approach, which has benefited those least in need and has perpetuated the dependency of the underclass. If the current black leadership has lost credibility in the eyes of many Americans, this is certainly in part the consequence of its failure to address the real issue - the condition of the underclass - in a way that clarifies our understanding of the problem and promotes a common effort to solve it.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+Whether society would respond to a different approach - one that looked toward the elimination of the ghetto and the achievement by the black underclass of genuine self-reliance - cannot now be known. In any event, it should not be necessary to arouse the conscience of the nation on this issue as the old civil-rights leadership did in the fight against Jim Crow. It should be enough merely to appeal to the self-interest of the country. The existence of a permanent underclass in all of the major American cities is not, after all, just a black issue. It is an issue that affects the future of America as a viable urban civilization.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
+"Illustration Photo""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+MATTER+OF+CLASS&title=New+York+Times&issn=03624331&date=1980-10-05&volume=&issue=&spage=A.24&au=Gershman%2C+Carl&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 5, 1980","This view became the basis for President Johnson's famous civilrights address delivered at Howard University on June 4, 1965. The address, which [Daniel Patrick Moynihan] helped draft, summarized the essential arguments of the ''Negro Family'' report by way of defining ''the next and more profound stage of the battle for civil rights.'' Declaring that ''freedom is not enough,'' the President dwelt at length upon ''the scars of centuries,'' the ''ancient brutality, past injustice and present prejudice'' that had buried much of the black population ''under a blanket of history and circumstance.'' For these reasons, the President explained, there were ''deep, corrosive, obstinate differences'' between black and white poverty, the most important - because its influence radiated ''to every part of life'' - being ''the breakdown of the Negro family structure.'' [William Julius Wilson] has countered such criticisms by applying his class analysis of race to the ''race politics'' of the black intelligentsia. At the University of Pennsylvania symposium, he observed that ''the group that would have the most to gain by a shift in emphasis from race to economic dislocation, the black lower class, is not the group that is really defining the issues.'' Rather, he added, ''the issues are being defined by the articulate black intelligentsia - the very group that has benefited the most in recent years from antidiscrimination programs'' and which therefore has ''a vested interest in keeping race as the single most important issue in developing policies to promote black progress.'' Taking note of ''the increasing class hostilities in the black community,'' he remarked that if ''the little man'' ever gains his voice, he might well use it ''to beat down the mythology developed by the black intelligentsia: Blacks, regardless of their station in life, have a uniform experience in a racist society.'' Thus, according to [Jesse L. Jackson], the starting point of any analysis of the black situation had to be the recognition that ''race is the most pervasive fact in the Afro-American experience.'' [Richard G. Hatcher] took the view that racism accounted for the worsening condition of blacks. In spite of all the efforts made over the years ''to lift the American nightmare,'' he said, ''insensitive'' politicians ''continue to this day to mistreat us, misrepresent us and to insult us.'' And now, he added, the country is ''falling victim to a ruse of anti-Russian hysteria intended to make us forget about'' domestic injustices. As a result, Hatcher concluded, ''We are poorer, sicker and hungrier than we were just 10 years ago.'' [Cardiss Collins] of the Congressional Black Caucus added that, because none of the Presidential candidates, in her view, had demonstrated any real concern about black problems, there was ''no point in arguing who the slave master is going to be.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Oct 1980: A.24.",11/14/17,"New York, N.Y.",,"Gershman, Carl",New York Times Company,,Newspapers,423998665,"United States, New York, N.Y.",English,5-Oct-80,,New York Times,NEWSPAPER,,,,,,,,,,,
+EXCERPTS FROM CANDIDATES' DISCUSSION:   [Text ],"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/excerpts-candidates-discussion/docview/423992014/se-2?accountid=14586,"Following are excerpts from the transcript of a debate at The New York Times between the candidates for the Republican nomination for Senator -Alfonse M. D'Amato, Presiding Supervisor of the Town of Hempstead, L.I., and the incumbent, Senator Jacob K. Javits. The debate was moderated by William E. Farrell, deputy metropolitan editor of The Times.
+Q: Senator Javits, to kick it off, what do you think qualifies you to be re-elected to the United States Senate? MR. JAVITS: Well, I have had enormous experience both in the House and Senate. Secondly, I have unusual seniority for a New Yorker. The people have kept me there for 24 years, longer than any other Senator in the history of the state.
+Every person in this state has received a direct benefit from just literally the hundreds of things that I've done in the Congress. And I believe that the people of New York, having invested in me so heavily, I found it impossible to walk away from the job when no one knows better than I how perilous are the times.
+MR. D'AMATO: I think one of the basic qualifications that someone should have in seeking the office of United States Senator is a sensitivity to the needs of all of the people in this state and in this country. I think that we have gone astray. I think that it's important that we have people who don't dictate to local governments. Don't dictate to working people.
+And I think that one of the great shortcomings that we have today - let me borrow a direct quote that we have from Senator Javits Friday. He said how will he, D'Amato, get along with 100 other Senators when those 100 other Senators are also prima donnas.
+What we've had today and what we're building today is a group - prima donnas, call them what you will - who are isolated, who are cut off from people. One of the great strengths that I have is that I am the chief elected official of a community of 800,000 people. I've seen and dealt with those laws that have been made by people who have little understanding with respect to the impact that they have on working people, our state and our nation.
+Q: Both of you have various party lines. I wonder, Mr. D'Amato, you're on the Right to Life line. They're so sore at the Republican ticket with Bush being on it that they wouldn't endorse it. Senator, of course, you're on the Liberal line. Suppose we start with you, Mr. D'Amato. Do you see any problems both as a Republican and Right to Life?
+MR. D'AMATO: No. I unequivocally support Ronald Reagan, regardless of my position on the two lines. I anticipate being on the Republican line. If I'm not, I still will support Ronald Reagan wholeheartedly in the forthcoming election.
+I think we so desperately need a change that the Carter programs, both economically have been so disastrous that we need a total change, a shakeout.
+Q: Senator, what about you and the Liberals? They seem to be not quite in the same track as the Republican platform. MR. JAVITS: I have run on the Liberal Party ticket before on two occasions, and nobody has ever found it possible to accuse me of backtracking on what I stood for because of the Liberal Party. And I won't now.
+But I'd like to make it clear that as a Senator from New York, I don't unequivocally support anybody as President of the United States. I'll vote against the President or I'll vote for the President depending upon what I consider to best for my country.
+MR. D'AMATO: I've indicated that whether I win or lose the Republican nomination, I'm going to be campaigning for Ronald Reagan. I think that in terms of a proper and adequate response we're not talking about how we voted in the legislative session or how we perceive ourself as Congressmen, but rather whether or not Senator Javits is ready to make that same unequivocal support that if he loses the Republican primary - and he's on the Liberal line - will he be supporting and campaigning for Ronald Reagan? That's the question.
+Q: Do you care to rebut? MR. JAVITS: Sure, I care to rebut it entirely. I have said that I support Ronald Reagan. I supported him with my vote in the convention, which is a pretty important point. I do support him and I will support him as the Republican nominee of my party.
+However, what political situation may develop I cannot tell. But I do support him and I expect to support him. Q: I don't understand that, Senator. You mean, if the Liberals go for Anderson, you might go for him? MR. JAVITS: I haven't any idea as to what the situation will be, and I do not expect to go for Anderson, and certainly not for Carter. The only point is that, if the Republican nomination is denied to me, I do not know what I will do politically. And so I must leave that question somewhat open.
+Q: Gentlemen, can I ask you what you feel are your opponents' weaknesses? And maybe one or both of you can remark on the 'prima donna' remark.
+MR. JAVITS: Well, the 'prima donna' remark I think I should apologize to my colleague in the Senate for. What I had in mind was that these men and women who made their distinguished record in their own states, have profound points of view of their own and profound interests based essentially upon the states and sections, and you can't dash like a bull in a china shop or play ducks and drakes or tricks with the facts for them without having a very marked reputation very quickly.
+And the occasion of this statement which I made was the kind of campaign which Mr. D'Amato was waging with reference to my age and my health and the fact that immediately, on the opening of this campaign months ago, we had an effort to seize at a headline which a newspaper wrote - not I -that accused me of being for a 50-cent gasoline tax, which was not true. And the story said it wasn't true, but Mr. D'Amato persisted in it until we protested and then he had to quit.
+So that was the occasion for my saying - and I say it again - that he is not temperamentally suited to be a Senator of the United States, and to work with those high-powered and high-level men and women who finally get to the Senate of the United States.
+MR. D'AMATO: Senator, you said Friday - it was recorded, tape-recorded, it was on film - you said, how will he, D'Amato, get along with 100 other Senators when those hundred other Senators are also prima donnas. I'm suggesting that that's really Senator Javits's attitude, that's his state of mind, that we are in a special class, that the Senate is an elitist club. And I suggest to you that maybe there is just a little bit too much clubbiness.
+And I would suggest that there was a marked difference in terms philosophy. Not to mention in terms of those things that we consider important on the Foreign Affairs Committee, in terms of your votes on the defense budget, in terms of your repeated votes 82 percent of the time with the Carter Administration.
+MR. JAVITS: This, by the way, is quite characteristic of Mr. D'Amato. He hurls 85 charges in the air and believes that that confuses the other side so that they can't answer. I'd like to take it apart right now.
+One, Mr. D'Amato happens to preside, as presiding supervisor - which, by the way, is a job that doesn't include supervision over police, sanitation, fire or health, it's not all that big a job - of a town in Long Island.
+He is also, however, a very important factor in the Board of Supervisors of Nassau County. And the people in his township also pay Nassau County taxes. Now, when you combine those, the record is awful. Nassau County is the second highest taxed county in this country, with well over $700 a year in local taxes.
+And Mr. D'Amato's plan, or his way of operating, has been to lower taxes in the towns and to raise them in the county. And now, Nassau County, from 1978 to 1980, has increased its taxes over 40 percent. So he's no big tax-cutter when it comes to running something and paying the tab.
+Secondly, about my defense votes: I have voted against turkeys like the B-1 because they flew too inadequately to defy the radar, especially the look-down-and-see radar of today. In addition, the B-1 is already made obsolescent by the cruise missile. I am not committed to vote for any weapons system that I am not convinced is a good one, because some general or some admiral wants it.
+And then talking about a mainstream and a characteristic Republican: we Republicans believe in two things. One, individual opportunity, everybody should have a break and a chance to do his best in life. And, second, that the business system of the United States is the independence that we have to have in terms of pulling out this country.
+I have devoted myself to the business system of this country, long before I was an Army officer and long before I was a Senator. I've had a little experience with war and I understand something about it and I don't want it. MR. D'AMATO: Let's get the record clear, Senator. In terms of the budget I control, we cut taxes two years in a row. The rate of spending in my town was 2.3 percent last year as an increase, 2.1 percent the year before. We reduced the number of people from 3,200 to less than 2,600.
+That's the kind of thing you've got to be fighting to do in Washington. That's why Al D'Amato says, give me a chance so that we can give to people someone who will represent their hopes, their aspirations. Not just the poor.
+U.N. Vote on Israeli Capital
+Q: I wonder if you could tell us how you feel about moving the Israeli capital from West Jerusalem to East Jerusalem. And also about the U.N. vote, the United States abstention.
+MR. JAVITS: I think the law passed by the Knesset from the point of view of American policy, because that's the only thing we have any right to say, was premature. I believe that the negotiations with Egypt would have gone much better if that law had not been passed.
+And I believe the concomitant move, therefore, of the capital to Jerusalem has the same problem. I'm speaking in terms of the ultimate peace and of the hopes of bringing about that degree of strength and stability which a union of Israel and Egypt is so capable.
+I believe settlements are justified where they are for security. I do not believe it is wise to make settlements in terms of any permanent settlement.
+But I'd like to point out in fairness, Begin, who is the choice of the people, and Israel is so strong there's a democracy, that we have to take our lumps with it.
+Now on the U.N. resolution. We had no business to abstain. We should have vetoed, because an abstention does not cancel out the legal nature of a resolution. And Secretary of State Muskie's speech led, when you read to the very end of it, directly to a veto. Instead of that, he abstained. I think that was unwise diplomacy. I protested it in advance, by the way.
+MR. D'AMATO: To the extent that President Carter provided the initiative for Camp David, the Camp David accords, I believe that he should receive some high marks. That's one of the few areas in terms of his foreign policy that I do agree with it.
+And I think it's within the context and the framework of that same kind of settlement that we can achieve a lasting peace. We're not going to achieve it if the United States or the United Nations attempts to dictate to Israel basic questions that involve its security.
+And anyone who's knowledgeable in that area understands that Israel will never cede the Golan Heights back; it will not give up the West Bank, unless there are those guarantees that go merely beyond a piece of paper.
+In addition, it just seems to me that a veto of this resolution, when just four years ago President Carter, when he was running for office, said that if elected he would move the American Embassy to Jerusalem if requested. It gives added significance for the deep feeling that Israel has that they should have a unified Jerusalem.
+MR. JAVITS: May I correct a fact? The fact is that Begin has had his office in West Jerusalem for a long time, and that the seat of government of Israel has really been in West Jerusalem for a long time, and that they only went to Tel Aviv on Fridays, the whole Cabinet and Begin. We we weren't talking about moving the capital to Jerusalem. It's in Jerusalem. We're talking about moving it to East Jerusalem.
+Budget Cutting, Tax Reduction
+Q: Senator Javits, sometimes Mr. D'Amato calls you a ''born again fiscal conservative.'' And Mr. D'Amato, you, I understand, stand for a balanced budget, tax cuts, more spending on defense. Now, for you, Mr. D'Amato, where specifically would you cut this spending? Now we don't want to say waste because we don't know anybody who's for waste. So where would you do your cutting?
+MR. D'AMATO: Let me tell you, the General Accounting Office, $30 billion to $50 billion in waste. Bring about an attrition. When I say that Senator Javits is a born again fiscal conservative, you just look at the votes in terms of the social spending programs, in terms of the philosophy. For example, Humphrey-Hawkins, that Senator Javits voted for, that would create hundreds of thousands of public sector jobs. It's going to cost billions of dollars. And who's going to pay for that? The taxpayers.
+Humphrey-Hawkins and the big spending bills, those are the kinds of things, over government spending, huge deficits, that creates inflation. And getting right back to the final analysis, if we don't have fiscal discipline, if we can't vote for a simple bill.
+Let's see, April 25, 1979, Senate Resolution 52. I've brought this up a half a dozen times. Senator Javits was one of the two votes that killed that bill that would have simply put a lid on the replacement of people who died or retired. It would have sought a 1 percent attrition rate, but he voted no.
+It would have sought to curtail certain Federal film making and cut down on Federal traveling, it would have saved $1.1 billion, a very modest beginning. He voted no.
+MR. JAVITS: Every member of the Finance Committee of the Senate - Republican and Democrat - now agrees that productivity is at the root of our inflation problem. And has just voted that the way to go was to give tax benefits to business in order to get it started on the matter of improving productivity through greater automation and through greater research and development.
+So let's look at the record, I love to look at the record. Let's go a little deeper in the record, on the balanced budget. The budget is unbalanced today because we have hit a snag. I voted for the balanced budget, and I voted for the cuts which the balanced budget implies. And I tried to spread the cuts so they would not be too harmful, and submitted the budget myself, though it failed, which increased defense by $3 billion over what the Budget Committee had reported to the Senate, but also spread a couple of billion - it doesn't take much - among these programs which deal with the young, the lame, the halt, the blind, etc.
+But the budget got away from us because we had to spend a lot more money for defense. It's got away from all of us. I mean, it's admitted now, to the extent of $30 billion. And with a tax cut, it'll be more.
+MR. D'AMATO: I'd like to just -let's look at the record. You weren't there six years ago, or five years ago, to offer and to push through this kinds of legislation that would make it possible for business to retool, for capital formation, for tax reform that does not discriminate against married people.
+It's in an election year that you first come around, just like you come around every six years. Why is it that it's just this year? And when I read that you chaired the fiscal task force, and I read the report in July of 1979, I certainly knew, Senator, that you were going to run again because it flew in the face of all of the votes repeatedly, in terms of fiscal restraint, in terms of balancing the budget, in terms of giving corporate relief so that they could retool, that you'd voted against repeatedly in the past six years.
+MR. JAVITS: May I help Mr. D'Amato a little? Were you equally disappointed with the report of '77? That was two years before. MR. D'AMATO: I was disappointed, Senator, in that I have not seen any legislative action on your part, and in terms of the votes and in terms of the records, you were voting for the big spending programs and against budget cuts.
+Senator, why is it that you wouldn't ask the Congress to go along with simply pay 1 percent attrition cut in terms of the number of civilian employees? You were one of the two votes that voted no. I think people have a right to know why.
+MR. JAVITS: I'll explain it exactly. I never vote for cuts - I have one aberration from that, that I'm sorry for -which is simply across the board, and do not select what they cut and why. I don't know whether they're cutting bone and the nerve or whether they're cutting fat. When I know they're cutting fat, I'm ready to do it, if that seems to me to be the right course for our country.
+You've got a view only of today so you impute it to others. And I'd like to make it clear. MR. D'AMATO: I want to tell you something, we've got too many bureaucrats down there, we need a couple of more computers doing the work. We don't need a Federal Department of Education who is more interested in all kinds of special experimentation than in terms of getting aid to the handicapped and to our school districts. That's the problem - we've got a government that is created to exist for itself and it's forgotten that it's supposed to work for people.
+MR. JAVITS: Government cuts should be made by a scalpel, not a cutlass. Now, Mr. D'Amato, I listened to you for a long time. Government cuts should be with a scalpel, not a cutlass, and if you're going to cut with a cutlass, you're going to work against the interests of the people of this state.
+And I started to say, when you interrupted me, that your difficulty is that you're a young man in such a big hurry to get yourself elected that I don't know what you'd stop at, I don't know what you'd stop at.
+MR. D'AMATO: I would certainly have voted - and let me go on the record - of having voted for a 1 percent attrition rate which would have afforded the people a savings of $1 billion. MR. JAVITS: I have cast 10,000 votes, 10,000 votes in 24 years. I don't know what vote Mr. D'Amato is talking about. How can I speak to it?
+MR. D'AMATO: April 25, 1979, Senate Resolution 52. Senator, your staff has recorded it, I've given it to you a dozen times, Senator, and you heard it.
+MR. JAVITS: No, I'm very sorry, that's really, you know, pretty rough debating.
+MX Missile and B-1 'Turkey'
+Q: A question to both of you: whether you gentlemen favor the MX missile system. MR. D'AMATO: I favor it. I think it's necessary. I think even Senator Javits favors it. Mr. Carter finally, at long last, is coming to that position.
+If we create a strategic imbalance in our weapons system, we may precipitate a crisis. I think that we have a duty to be strong enough to deter those who might be tempted to take an aggressive posture that otherwise they wouldn't.
+So I think that - I'm not for this building roadways all over the place and hiding it like a shell game and spending more billions of dollars on the roads and the network, but I am for an MX missile system.
+MR. JAVITS: I have done a little bit more than be for it, I have voted for it and supported it. As to the problem of defense. Mr. D'Amato, our problem is primarily to modernize our defenses and to make the Cruise missile immediately usable, because the protocol under which we inhibited its use until the end of December if Salt II is renegotiated may no longer be in effect.
+Secondly, if I were President of the United States,the first thing I'd want to do is deal with our alliances. I rather have a concern that there's beginning to be about a 10 percent discount for relations with the United States on the ground that, well, maybe the Soviets may win this enormous global struggle which is going on. Just as I believe, too, that with all the advantage there is in the relations with the People's Republic of China, you still have to give a 25 percent discount that some Wednesday morning you'll get up and you'll find that the Russians and the Chinese have gotten together again.
+So we live in a very perilous world, and eternal vigilance is going to be the price of security. And that vigilance will be best manifested in our relationships with our allies. MR. D'AMATO: You know, if I might - two of the very essential links of terms of our defense, happens to be our sea and happens to be our ability to retaliate in the event, and maybe even non-nuclear retaliation.
+One of the reasons we need the B-1 bomber is because it gives a conventional alternative. I don't think that we want to have to say that this nation is going to be forced into a posture that it must take an action with the cruise missile, for example. That cruise missile's got to be fired out of a B-52; the B-52 bomber is antiquated - it's almost 30 years old - there's a real question in terms of logistically getting it up; there's a real question logistically of getting into within 250 miles of the Russian coast so if they can launch a cruise missile.
+I'm not for nuclear war. I'm opposed to Strategic Arms Limitation II. SALT II - Senator Javits voted in favor of SALT II. Let me tell you: we need strategic arms limitation, but essential in any treaty - particularly with the Russians - is the fact that we have the ability to verify that the terms of that treaty can and will be carried out. We don't have adequate verification.
+I think that if we enter into that kind of an accord, we jeopardize the security of this nation. MR. JAVITS: I have to answer that. On the B-1 bomber, which is the turkey that Mr. D'Amato has been beating to death --MR. D'AMATO: You call it the turkey. I don't.
+MR. JAVITS: I certainly do. MR. D'AMATO: I don't. MR. JAVITS: Well, I'm calling it the turkey again. MR. D'AMATO: I call the turkey the B-52, Senator. It's going to cost $60 million. MR. JAVITS: The turkey, which he has been beating to death. That's completely obsolescent today. And the proof of it is that when the Senate adopted, just a few months ago, a proposal for a new bomber, it said that bomber should be one of three things: it should be either the new future technology, or it should be the FB-111, or it should be the B-1 technology. Not even the B-1, but the B-1 technology.
+And why is it obsolescent? Because you can shoot cruise missiles, from a passenger airplane, 2,500 miles from the Russian coast. And the Russians are scared to death of them. And it's the one lever that will give us a limitation treaty.
+Now the limitation treaty is critical. We have got to live in a world - and we will live in a world - where at one and the same time that we hit the Russians over the head with a 2-by-4 for mischief in the Middle East, or worse; for supplying arms to Iraq, and other aiders and abetters of terrorism; and for taking over Afghanistan - we're going to have to negotiate with them about the limitation of strategic nuclear arms, so awful is this weapon.
+It's a crazy world but that's the only world we've got to live in. So I most respectfully submit that this takes profound sophistication - to know what you're doing in this particular field.
+Illustration Photo of Senator Jacob K. Javits photo of Alphonse M.D'Amato",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXCERPTS+FROM+CANDIDATES%27+DISCUSSION%3A+%5BTEXT%5D&title=New+York+Times&issn=03624331&date=1980-09-03&volume=&issue=&spage=B.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 3, 1980","Q: Senator [Jacob K. Javits], sometimes Mr. D'[Amato] calls you a ''born again fiscal conservative.'' And Mr. D'Amato, you, I understand, stand for a balanced budget, tax cuts, more spending on defense. Now, for you, Mr. D'Amato, where specifically would you cut this spending? Now we don't want to say waste because we don't know anybody who's for waste. So where would you do your cutting? You've got a view only of today so you impute it to others. And I'd like to make it clear. MR. D'AMATO: I want to tell you something, we've got too many bureaucrats down there, we need a couple of more computers doing the work. We don't need a Federal Department of Education who is more interested in all kinds of special experimentation than in terms of getting aid to the handicapped and to our school districts. That's the problem - we've got a government that is created to exist for itself and it's forgotten that it's supposed to work for people. MR. JAVITS: I certainly do. MR. D'AMATO: I don't. MR. JAVITS: Well, I'm calling it the turkey again. MR. D'AMATO: I call the turkey the B-52, Senator. It's going to cost $60 million. MR. JAVITS: The turkey, which he has been beating to death. That's completely obsolescent today. And the proof of it is that when the Senate adopted, just a few months ago, a proposal for a new bomber, it said that bomber should be one of three things: it should be either the new future technology, or it should be the FB-111, or it should be the B-1 technology. Not even the B-1, but the B-1 technology.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Sep 1980: B.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423992014,"United States, New York, N.Y.",English,3-Sep-80,,New York Times,Text,,,,,,,
+NEAR-COLLISIONS PERSIST IN FLIGHT AND ON GROUND,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/near-collisions-persist-flight-on-ground/docview/423933564/se-2?accountid=14586,"in five-part series
+By RICHARD WITKIN
+On the night of March 15 the pilot of an Aerolineas Argentines airliner, making a sharper left turn than he should have on takeoff from New York's Kennedy International Airport, began overtaking a Pan American jumbo jet that had lifted off just ahead of him.
+An air-traffic controller, watching the flights on radar, urgently radioed new directions to the Pan Am jet. But the pilot of the Argentine cargo flight thought the messages were intended for him, mistakenly complying twice and radioing a third time that he would climb to the 7,000-foot altitude assigned to the other plane.
+The planes came perilously close. Finally, the controller broke through: ''Argentine 431, I want you to listen closely. I'm not talking to you, sir. You've taken every transmission. You maintain five thousand only. Five thousand.''
+Run of Close Calls
+The incident, which ended safely, was one in a run of close calls in the system by which thousands of Federal Aviation Adminstration controllers, using radar, computers and ground-to-air radio, direct the flow of most of the nation's air traffic. The close calls involving airliners have persisted in the air lanes at a high rate (145 were reported in 1979) despite isolated preventive steps since the last actual collision in September 1978. That accident occurred in San Diego when a Pacific Southwest Airlines Boeing 727 descended atop a small private plane and the two craft crashed, killing 144 persons.
+Has the collision danger receded since that accident? The glum prevailing view of safety experts outside the Government is that remedial efforts have been offset by traffic growth and inadequate financing. In addition, the long-term timetable for new and safer automated equipment is threatened with delays of up to five years because more cuts in the Federal budget for 1981 are expected.
+Plane traffic continues to increase rapidly. Airspace, long looked upon as an aerial ocean that would accommodate virtually anything man could send aloft, in many areas now resembles a crowded harbor on a summer Sunday. The head of the aviation administration, Langhorne M. Bond, has warned that to keep the level of safety from slipping, his agency might eventually have to ration airspace.
+'Erosion of Inflation'
+''It is becoming more and more doubtful - given the constant erosion of inflation - that we will be able to meet the demands of aviation over the next decade,'' Mr. Bond said. ''We may face the necessity of working out some equitable way of allocating airspace use. Certain types of traffic might have to be barred on high-density routes and crowded airports.''
+Control of air traffic is an intricate operation that depends on a range of devices, from computerized radar and automatic warnings to the human eye, to try to ensure that the thousands of aircraft crisscrossing the skies do not collide.
+All airliners and an increasing percentage of other craft are literally guided from takeoff to landing by a work force of 20,000 controllers. At all times, in this ''positive control,'' or grounddirected, system, the controllers can tell from radar data whether planes are keeping legal separation distances or whether new instructions must be radioed to them.
+Pilots Use 'Visual' Rules
+Outside congested airport areas, and below 18,000 feet in the uncongested expanses across the land, countless other aircraft hop back and forth without ground guidance, except for permission from towers to take off or land. Their pilots fly under ''visual'' rules, depending heavily on their eyesight to avoid collisions, and guided by rules of the road much more intricate than anything in a driving test.
+Why, despite all the precautions, do airliners continue to have so many close calls? The answer lies primarily in the limitations of human beings. Pilots under control from the ground, and the controllers they depend on, occasionally make mistakes. And uncontrolled smaller planes stray into controlled airspace, which is most dangerous when they lack the electronic devices that would ensure they could be picked up on radar.
+The traffic-control system is operated by the Federal Aviation Administration, which has 56,000 employees and an annual trafficcontrol budget of $1.812 billion.
+The agency dissents from the dominant view among safety experts that the collision risk is as great as at the time of the San Diego accident.
+'Holes' in System Plugged
+Warren Sharp, associate administrator for air traffic, put the case this way: ''A sieve leaks till you plug the last hole. I don't know if it's very flattering to describe the air-traffic system as a sieve. But what we've done since San Diego is plug a lot of holes. We've clearly broken better than even.''
+He listed, among the positive steps, the establishment of a strictcontrol traffic zone in San Diego, the nation's 22d, and a good start on three more; creation of areas around 50 or so other airports where even the smallest private planes are offered full traffic guidance from ground controllers, and initiation of an in-depth analysis of air-traffic risks.
+The agency's critics in Government and industry see many defects. They contend that controllers' skill levels have been declining in some major centers as veterans quit their frantic posts for the relative calm and lower living costs of smaller cities. They tend to agree with the controllers' union that staffing has not kept pace with traffic growth and that there is too much involuntary overtime. They also tend to agree with aviation agency officials that increasing complacency and carelessness in controller ranks have had much to do with the persistence of control errors and nearcollisions.
+Awkward Back-Up System
+Finally, critics of the agency worry about the frequent shutdowns of overloaded computers, and the hazards raised when undertrained controllers must revert to an awkward back-up control system.
+It has long been accepted that the ultimate answer to the collision hazard would be last-resort control systems that could automatically send collision warnings to cockpits and indicate what emergency maneuvers should be taken. The aviation agency has been reporting progress in developing a variety of such systems. It has been promising a first installment on their use in about three years.
+But the industry learned years ago to be skeptical of Government timetables. This time a persuasive extra reason for anticipating slippages has arisen. It is inherent in the heavy cuts Congress has made in tentative transportation outlays in the 1981 budget.
+Few safety experts quarrel with Mr. Bond's warning that airspace might have to be rationed if there is no other way to maintain current safety levels. Many go beyond him and ask: Is maintaining current safety levels enough? Can the nation allow repeated postponements of the day when foreseeable advances in automation might make a San Diego disaster a once-in-a-generation phenomenon?
+'Complacent' About Risk
+Traffic specialists think too much comfort has been taken from statistics showing a low incidence of collision accidents. Mr. Bond recognized as much when, soon after San Diego, he said his agency had been ''too complacent'' about the collision risk.
+He ascribed this to the fact that, because of widespread installation of radar, no plane operated by a major United States airline had been involved in a midair collision from mid-1972 to September 1978, when the San Diego crash occurred. (There had been one or two collisions involving small commuter airliners, however.) By contrast, airliners had been in 12 midair collisions from 1968 to 1972.
+In arguing that raw statistics underrate the threat, safety experts make these points: First, the potential death toll in a collision is obviously much greater than in other crashes because two planes, not just one, are involved. Also, as bigger planes come into greater use, the number of passengers who could be killed in a single collision keeps increasing.
+Second, luck has played a huge part in keeping the number of collisions low in recent years. According to the pilots' union, the number of reported near-collisions involving all types of planes nearly doubled, to more than 500 from 286, from 1974 to 1979.
+Near Collision Over Michigan
+One close call illustrates how deceptively reassuring the figure of six no-collision years can be. The night before Thanksgiving in 1975, midway in the six-year period, two jumbo jets missed a head-on crash over Michigan only because an alert controller hurriedly sent a ''descend immediately'' order to one of the planes. The pilot who responded by ramming forward on the control column estimated the miss distance at 20 to 100 feet.
+Third, it is too limiting to consider only domestic collisions. There is much global standardization of traffic control, and a foreign accident can have lessons for the United States. The worst aviation disaster in history was the collision of Dutch and Americanoperated Boeing 747 jets on a runway at Tenerife, in the Canary Islands, three years ago. The crash killed 583 people.
+It would be difficult to argue that it could not have happened in this country. There have been too many similar close calls. The closest probably was in June 1978, when a twin-jet corporate plane and a twin-engine airliner came within five feet of a high-speed collision on a La Guardia Airport runway.
+Most air-traffic problems could be eased by heavy infusions of money, officials say, but recent administrations have not made enough money available. There is a $3.7 billion surplus in a trust fund that Congress set up, using aviation taxes, to finance modernization of airways and airports, but aviation leaders complain that outlays from the fund are being unfairly held back to make the deficit of the overall Federal budget appear smaller.
+Reaction to Catastrophes
+The development of air-traffic control to its current state is largely a story of reactions to catastrophes, notably the collision of two airliners over the Grand Canyon in 1956 and another twoairliner crash over Staten Island in 1960.
+PICK UP FIRST ADD TRAFFIC
+FIRST ADD TRAFFIC
+First came extended radar coverage that enabled controllers, for the first time, to keep constant watch on the progress of airliners from coast to coast. Then came the start of a series of moves that have set aside progressively larger areas where only planes flying under instructions from ground controllers may operate.
+The biggest new breakthrough was development of an airborne device that automatically sends a plane's altitude to an advanced computer net that displays the altitude and other information in a ''data block'' next to the proper radar blip. Before that, the only way controllers could keep track of altitudes was to ask the pilots by radio and then scribble the figures on little plastic strips that had to be constantly moved by hand to keep them beside the right blips.
+The availability of the new computer network led to another innovation called ''conflict alert,'' which has significantly helped to reduce the risk of collision.
+Computer Does Two Things
+When the computer keeping track of planes under ground control calculates that two aircraft are within a minute or two of a probable collision, it does two things: It flashes a warning on radar scopes and then sounds an alarm. The controller can then advise crews what evasive actions to take.
+At the time of the near-collision over Michigan, the computer program had been installed in only four of the nation's 20 ''enroute'' control centers, which direct aircraft when they are in the longer-distance phases of their trips, between the takeoff and landing areas. It has since been extended to the rest and to virtually all 63 control centers in terminal areas.
+En-route centers collect traffic data from radar sites that scan up to a radius of 200 miles. When a plane is 30 to 40 miles from its destination, control is handed off to the terminal control center, which uses its own 60-mile-range radar. Finally, the terminal controller hands off control to the airport tower when the plane is six to 10 miles out.
+Evasive Action Taken
+An incident that illustrates inadequacies in today's system better than most occurred last November at the Washington center in Leesburg, Va. A controller cleared a southbound Lockheed jumbo jet to descend through the altitude assigned to a northbound twin-engine Boeing 737. The two were approaching head-on over North Carolina at their combined relative speed of about 1,000 miles an hour when the 737's pilot took evasive action to avert a collision.
+The incident occurred shortly after the end of a six-minute failure of a key computer. During the ''outage,'' the controllers had to revert to the system they used before planes carried devices that automatically send altitudes to radar facilities. That meant moving the upright scopes to the horizontal, getting altitudes over the radio, and writing them on the movable plastic strips, which are known as ''shrimp boats.''
+The controllers were still making the transition back to the automatic system when the improper descent clearance was radioed to the jumbo jet. The aviation agency's top investigating team ultimately rejected the findings of a lower board that the added workload of making the transitions had contributed to the near-collision.
+Equipment Called Outmoded
+The controller involved had complained that the old back-up equipment had been fine six years ago but that ''it now stinks.'' ''This type of incident will happen again,'' he said. Later in the month, a near-collision between two airliners occurred over the Texas-Arkansas border in a similar transition back to normal control.
+Sharp disagreements have erupted between the aviation agency and controller and equipment maintenance unions over how frequently computer failures occur. Many younger controllers never worked the old system on a regular basis and, at least until recently, they have had limited training in how to switch to the back-up system. The maintenance workers charge that their work force is spread too thin.
+The agency said that it had stepped up training and that failures were being reduced not only through better maintenance but by changes in computer programs. The agency also promises that the situation will be eased with commissioning this year of new back-up devices that will provide automatic altitude data.
+Threat of Saturation
+On one point all the experts agree. As traffic keeps increasing and computers are called on for more work, there is a threat of computer saturation before long in five or six of the busiest centers. Plans have been to start introducing a new-generation computer net, with greater information capacity, toward the end of the decade. But the timetable is receding fast with budget cuts.
+What about the decades-old dream of last-resort automatic devices that might cut the midair-collision danger to the theoretical minimum?
+The Government has been developing two types of systems. One would do all the tracking and calculating on the ground and flash warnings to planes in danger. The other, not as far along, would depend primarily on electronic equipment aboard the planes.
+The agency has been much more enthusiastic about the ground-based system. Airline pilots have campaigned for greater stress on airborne devices. They worry about automatically taking orders from groundbased computers. They insist on having cockpit radar displays so they can ''see'' nearby traffic and be sure an emergency maneuver ordered from the ground will prevent, not cause, a collision. And they worry about breakdowns in ground-to-air communications.
+Anticollision Devices
+Until the recent budget squeeze, the aviation agency had been saying that the first ground-based anticollision devices could start operating in congested areas in three or four years.
+The projected ground-based network is built around something called the Discrete Address Beacon System, or DABS. Basically, DABS is a vastly improved version of the Air Traffic Control Radar Beacon System now in use, and it has its own computers.
+The biggest improvement in DABS, the improvement that holds the promise of significantly reducing the collision hazard, is the ability of the ground-based station to send individual signals to individual planes. When the DABS computers calculate that two planes are on a collision course, signals will automatically be sent to display panels on one or both planes, advising the crews what evasive maneuvers to take. No other planes will receive these transmissions.
+By contrast, transmissions from existing stations are received indiscriminately by all planes in the beam, and these stations have no way to single out one plane with which to communicate. Voice messages sent by radio are heard by everyone on the frequency and can be misunderstood, as were the messages the Argentine pilot mistakenly thought were addressed to him.
+Some See No Urgent Need
+Some partisans of airborne anticollision systems contend that there is no urgent need for DABS and that the system will take too many more years to put into operation.
+The alternative idea of putting anticollision devices aboard the planes themselves has become practical only in recent years. That is because of incredible advances in miniaturization.
+Today's computers can pack so much capability that the required anticollision computations can conceivably be accomplished aboard a fully equipped plane even if the collision threat, the plane it is nearing, is equipped only with a simple transponder. The computer on the first plane would base its calculations on transponder signals triggered from other planes either by radar transmissions from the ground or, in isolated areas, by transmissions from the fullyequipped plane itself.
+For years, the adoption of anticollision systems has been stymied because expensive ''cooperative'' equipment would have been required aboard both planes threatening to collide. The price tag would have been far too high for the average private pilot.
+Agency Denies Malingering
+The aviation agency denies that it is malingering in developing a full-blown airborne system. It contends, though, that the most immediate need for such a system is to protect planes far beyond the reach of current ground radar stations -over oceans, for instance.
+So it is working on a limited system that would generate transponder responses from nearby aircraft in remote areas but not have the ability to handle the flood of signals in a congested area. The airborne device would be turned off in congested areas and the plane would be protected by the ground system.
+Technically, it looks as though engineers know how put a tight curb on the collision danger. When it will happen is mainly a question of money. As Mr. Bond told security analysts in New York: ''Technology can no longer come at minimal cost out of the Wright Brothers' bicycle shop. We are talking about development costs that can run into the hundreds of millions, even into billions.''
+Tomorrow: The ''human factors'' in air safety.
+NEW SYSTEM FURTHER REDUCES THREAT OF COLLISIONS
+The automated system on which aviation officials are pinning their hopes for reducing the hazard of midair collision is called the Discrete Address Beacon System, or DABS.
+A standard revolving transmitter at a tracking site sends out beams that trigger transponders aboard planes equipped with such devices. A transponder sends back signals that are much stronger than those that are simply bounced off an unequipped aircraft and are certain to be received.
+The device also sends back a code that enables a flight to be identified on a radar scope. And if a plane has an altitude encoder, it sends back the altitude as well.
+However, the present system cannot be used to exchange information with any individual craft because the signals can be sent only indiscriminately to all planes within a beam's reach.
+Greater Accuracy Expected
+The DABS station is built to do all that a present station does, but with greater accuracy. The key to its enormous extra talents, however, is in the words ''discrete address.'' The system will beam a signal that is received indiscriminately by all planes the first time they come into range of the transmitter.
+But after each plane has replied, and made its presence known, beams sent out on subsequent revolutions of the transmitter will be received separately by each plane. All the signals will be timed so that replies from the planes are received at intervals that are microseconds apart.
+The result will be that individual planes can be signaled out for special messages that will not be received by other planes. If there is a collision threat, a special program in the DABS computer will detect the threat. It will then calculate what maneuvers would best resolve the conflict and send emergency instructions to the planes SYSTEM DUE IN NEW YORK involved.
+A nagging anomaly in the air-traffic control system, one that industry and Government critics call a scandal, is that the New York City area, with the nation's busiest airspace, still does not have the so-called ''conflict alert'' capability in its computers. The warning feature significantly helps reduce the risk of midair collisions, according to aviation safety experts.
+The system provides that when two planes are within a minute or two of a probable collision, a radar warning is flashed and an alarm is sounded. Air-traffic controllers can then advise the planes' crews on evasive action.
+Plans call for introducing the system when the New York trafficcontrol center, handling traffic at all major metropolitan airports, is moved from Kennedy International Airport to a new facility in Garden City, L.I.
+That move, scheduled for last fall, has been delayed until next year because of technical and environmental problems. When the new $25 million center is commissioned, however, there still may not be enough computer capacity for the ''conflict alert'' feature.
+Illustration photos of aircraft and control panel (page 26)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEAR-COLLISIONS+PERSIST+IN+FLIGHT+AND+ON+GROUND&title=New+York+Times&issn=03624331&date=1980-06-22&volume=&issue=&spage=A.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 22, 1980","Warren Sharp, associate administrator for air traffic, put the case this way: ''A sieve leaks till you plug the last hole. I don't know if it's very flattering to describe the air-traffic system as a sieve. But what we've done since San Diego is plug a lot of holes. We've clearly broken better than even.'' The incident occurred shortly after the end of a six-minute failure of a key computer. During the ''outage,'' the controllers had to revert to the system they used before planes carried devices that automatically send altitudes to radar facilities. That meant moving the upright scopes to the horizontal, getting altitudes over the radio, and writing them on the movable plastic strips, which are known as ''shrimp boats.'' The controller involved had complained that the old back-up equipment had been fine six years ago but that ''it now stinks.'' ''This type of incident will happen again,'' he said. Later in the month, a near-collision between two airliners occurred over the Texas-Arkansas border in a similar transition back to normal control.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 June 1980: A.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423933564,"United States, New York, N.Y.",English,22-Jun-80,,New York Times,NEWSPAPER,,,,,,,
+Is a Lean Economy Turning Mean?,"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/is-lean-economy-turning-mean/docview/433818564/se-2?accountid=14586,"-- NICOLE FLENNAUGH has a college degree, office experience and the modest expectation that, somewhere in this city on the eastern lip of San Francisco Bay, someone will want to hire her.
+But Ms. Flennaugh, 36, a widow, cannot secure steady, decent-paying work to support herself and her two daughters. Nearly two years after she was laid off as a customer service representative at the Educational Testing Service, and even after applying for dozens of full-time jobs, she has been getting by with occasional stints as an office temp.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Is+a+Lean+Economy+Turning+Mean%3F&title=New+York+Times&issn=03624331&date=2008-03-02&volume=&issue=&spage=BU.1&au=Goodman%2C+Peter+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,BU,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 2, 2008","''Why can't I get a job?'' she asks, her eyes welling with tears. ''Is it because of my age? Is it because I've gained weight? I'm articulate. I'm a positive thinker. I know how to conduct myself in an office setting. But I'm starting to lose all my confidence.'' ''It's not your grandfather's recession anymore,'' says Jared Bernstein, senior economist at the Economic Policy Institute, a labor-oriented research group in Washington. ''You're probably going to see fewer layoffs, because you just don't have the traditional model.'' ''I was like, 'Oh man, you're all here too?' '' Mr. [Greg Bailey] said. ''We all started looking at anything at that point. It was kind of depressing.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Mar 2008: BU.1.",11/15/17,"New York, N.Y.",United States US,"Goodman, Peter S",New York Times Company,,Newspapers,433818564,"United States, New York, N.Y.",English,2-Mar-08,Job hunting; Economic conditions; Labor market; Recessions; Unemployment,New York Times,News,,,,,,,
+"The Office, Housebroken","New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/office-housebroken/docview/433774848/se-2?accountid=14586,"IT was not so long ago, Neal Zimmerman recalls, that the term home office meant something very different from what it does today. In the early '90s, when Mr. Zimmerman, a prominent workplace architect with offices in West Hartford, Conn., started designing residential work spaces, most people thought ''home office'' meant the headquarters of a company. Back then, the very idea of working at home had a certain stigma, except in a few vocations like freelance writing. In the popular imagination, he said, ''people who worked from home were usually laid off or couldn't hold down a job, or were peripheral to the work force.''
+But by 2006, according to data collected by the Dieringer Research Group, a marketing research company in Brookfield, Wis., more than 28 million Americans were working from home at least part time -- an increase of 10 percent from just the year before, and 40 percent from 2002. The American Home Furnishings Alliance reports that 7 in 10 Americans now have offices or designated workstations in their homes, a 112 percent increase since 2000. And a recent survey by the National Association of Home Builders found that home offices ranked as the fourth most important feature in a new upscale home, just ahead of security.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Office%2C+Housebroken&title=New+York+Times&issn=03624331&date=2008-01-03&volume=&issue=&spage=F.1&au=Scelfo%2C+Julie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 3, 2008","In a working environment, though, grandeur has one drawback, at least on the scale of Mr. [Alexander L. Cappello]'s office. It's ''a little bit cluttered,'' he said. ''It basically looks like an antique store inside. Whenever I have meetings at home, they're always in the wine cellar.'' ''I'm a gadget freak, but I don't like to be surrounded by stuff,'' Mr. [Lee Unkrich] said. ''When I'm working, I need to have a very clear mind. I can't have chaos around me.'' ''I'm actually really proud that I turned this tiny little afterthought of a space into a fully functioning office,'' Ms. [Alessandra Gouldner] said. ''That the space is limited doesn't limit me.'' It serves all her needs, she noted, and is tall enough to stand up in. ''I'm 5-foot-8, and it's probably 5-foot-10.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Jan 2008: F.1.",11/15/17,"New York, N.Y.",,"Scelfo, Julie",New York Times Company,,Newspapers,433774848,"United States, New York, N.Y.",English,3-Jan-08,Work at home; Office furniture; Interior design,New York Times,Feature,,,,,,,
+U.S. Jobs Shape Condoms' Role In Foreign Aid,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-jobs-shape-condoms-role-foreign-aid/docview/433412828/se-2?accountid=14586,"Here in this courtly, antebellum town, Alabama's condom production has survived an onslaught of Asian competition, thanks to the patronage of straitlaced congressmen from this Bible Belt state.
+Behind the scenes, the politicians have ensured that companies in Alabama won federal contracts to make billions of condoms over the years for AIDS prevention and family planning programs overseas, though Asian factories could do the job at less than half the cost.
+In recent years, the state's condom manufacturers fell hundreds of millions of condoms behind on orders, and the federal aid agency began buying them from Asia. The use of Asian-made condoms has contributed to layoffs that are coming next month.
+But Senator Jeff Sessions, Republican of Alabama, has quietly pressed to maintain the unqualified priority for American-made condoms and is likely to prevail if the past is any guide.
+''What's wrong with helping the American worker at the same time we are helping people around the world?'' asked the senator's spokesman, Michael Brumas.
+That question goes to the heart of an intensifying debate among wealthy nations about to what degree foreign aid is about saving jobs at home or lives abroad.
+Britain, Ireland and Norway have all sought to make aid more cost effective by opening contracts in their programs to fight global poverty to international competition. The United States, meanwhile, continues to restrict bidding on billions of dollars worth of business to companies operating in America, and not just those that make condoms.
+The wheat to feed the starving must be grown in United States and shipped to Africa, enriching agribusiness giants like Archer Daniels Midland and Cargill. The American consulting firms that carry out antipoverty programs abroad -- dubbed beltway bandits by critics -- do work that some advocates say local groups in developing countries could often manage at far less cost.
+The history of the federal government's condom purchases embodies the tradeoffs that characterize foreign aid American-style. Alabama's congressmen have long preserved several hundred factory jobs here by insisting that the United States Agency for International Development buy condoms made here, though, probably in a nod to their conservative constituencies, most have typically done so discreetly.
+Those who favor tying aid to domestic interests say that it not only preserves jobs and supports American companies, but helps ensure broad political support for foreign aid, which is not always popular.
+On the other hand, skepticism of foreign aid is frequently rooted in the perception that the money is not well spent. Blame often falls on corrupt leaders in poor countries, but aid from rich nations with restrictions requiring it to be spent in the donor country can also reduce effectiveness.
+The United States government, the world's largest donor of condoms, has bought more than nine billion condoms over the past two decades. Under President Bush's global AIDS plan, which dedicates billions of dollars to fight the epidemic, a third of the money for prevention must go to promoting abstinence. But that leaves two-thirds for other programs, so the federal government's distribution of condoms has risen, to over 400 million a year.
+Over the years, Usaid could have afforded even more condoms -- among the most effective methods for slowing the spread of AIDS -- if it had it bought them from the lowest bidders on the world market, as have the United Nations Population Fund and many other donors.
+Randall L. Tobias, who heads Usaid, declined through a spokesman to be interviewed on this topic. His predecessor, Andrew Natsios, sought to weaken the hold of what he sometimes called a cartel of domestic interest groups over foreign aid. He tried, for example, to persuade Congress to allow the purchase of some African food to feed Africa's hungry. Congress killed that proposal last year and again this year.
+Hilary Benn, Britain's secretary of state for international development, said in an interview that in 2001 his country untied its aid from requirements that only British firms could bid for international antipoverty work.
+''If you untie aid, it's 100 percent clear you're giving aid to reduce poverty and not to benefit your own country's commercial interests,'' he said.
+In recent years, most of the low-end condom business has moved to Asia, including Australia-based Ansell, which used to have plants in Alabama. American makers cannot compete with Asia on price -- unless they have the federal contract.
+The last American factory making condoms for Usaid sits anonymously in a pine-shaded industrial park here in Eufaula. Inside a modern, low-slung building owned by Alatech Healthcare, ingenious contraptions almost as long as a football field repeatedly dip 16,000 phallic-shaped bulbs into vats of latex, with the capacity to turn out a billion condoms a year.
+The equation of need is never straightforward. Africa's need to forestall its slow-motion catastrophe of AIDS deaths is vast. But there is need here, too.
+Most of the 260 people employed at this factory and the company's packaging plant in Slocomb are women, some the children of sharecroppers and textile factory workers, many of them struggling to support families on $7 to $8 an hour.
+The most vulnerable among them -- single mothers and older women with scant education -- are the most fearful of foreign competition. All feel the looming threat.
+''It's cheaper, yeah,'' said Lisa Jackson, 42, a worker in the packaging plant. ''But we Americans should have first choice. We need our jobs to stay in America. We got to feed our families. I just wish it had never come to sending manufacturing jobs overseas.''
+From 2003 to 2005, Alatech and one other company making condoms for Usaid fell behind on their orders, agency officials said. Last year, the other company went bankrupt. So Usaid ordered condoms from Asia, the first of which were shipped last year. With only a single American company still in line for the federal contract, agency officials are wary of ruling out Asian suppliers.
+At such moments in the past, Alabama's politicians have come to the rescue of the state's condom industry. This time was no exception.
+Senator Richard C. Shelby, a Republican on the Appropriations Committee, had a provision tucked into the 2004 budget bill requiring that Usaid buy only American-made condoms to the extent possible, given cost and availability. His spokeswoman, Kate Boyd, said the agency did not tell him it was worried about the relative cost of American and Asian-made condoms.
+Senator Sessions wrote Usaid a letter last year saying it should purchase condoms from foreign producers only after it had bought all the condoms American companies could make, noting it was ''extremely important to jobs in my state.''
+Usaid assured the senator in writing that it ''remains committed to prioritizing domestic suppliers.''
+On the strength of that, Alatech bought the more modern Eufaula plant from its bankrupt rival. Without the government contract, the company's president, Larry Povlacs, said, Alatech would go out of business.
+In interviews, agency officials were noncommittal about whether they would halt all purchases in Asia. Condoms made there cost around 2 cents each, opposed to about 5 cents for those made here.
+''At the end of the day, it's all a political process,'' Bob Lester, who recently retired after 31 years as a lawyer at Usaid, said of such decisions. ''The foreign aid program has very few rabbis. Why make enemies when you don't have to?''
+Duff Gillespie, a retired senior Usaid official who is now a professor at the Johns Hopkins School of Public Health, said that over the years officials at Usaid raised the prospect of foreign competition to tamp down what he called ''the greed factor'' of Alabama condom manufacturers.
+But whenever the staff pushed to buy in Asia, Alabama politicians pushed right back.
+During the Reagan years, the offices of two Alabamans, Representative William Dickinson, a Republican, and Senator Howell Heflin, a Democrat, caught wind of one such move. Mike Houston, chief of staff to Senator Heflin, recalled being tipped off by Mr. Dickinson's chief of staff.
+''He says, 'Well, A.I.D. is going to buy condoms from Korea,' '' Mr. Houston recalled. '' 'The reason is they can get three condoms for the price of one that they're paying us.' '' Mr. Houston said he asked in amazement, ''You mean we're making rubbers in Alabama?''
+The congressmen's staffs threatened to introduce amendments to require that condoms be made in America. The agency backed off.
+Further attempts to open up bidding proved fruitless. Representative Jim McDermott, a Democrat from Washington State, had seen the devastation of AIDS firsthand in the 1980s as a State Department medical officer in Africa. But he said he could not break what he called the ''stranglehold'' of Alabama congressmen on the condom rules.
+In the mid-to-late 1990s, Representative Sonny Callahan, a Republican from Alabama, served as chairman of the Appropriations subcommittee that shaped Usaid's budget. Brian Atwood, who headed Usaid in those years, said no administrator ''in his right mind'' would have tried to cut Alabama out of the condom contract at a time when many Republicans were deeply hostile to foreign aid.
+Then in 2001, after decades of negotiation, the United States and other wealthy donor nations reached a nonbinding agreement to open at least some foreign aid contracts to all qualified bidders. Included were those for commodities bound for the world's poorest nations.
+Usaid decided the agreement did not apply to condoms since some went to more advanced developing countries. Alabama's manufacturers kept the condom business once again.
+William Nicol, who heads the poverty reduction division of the Development Assistance Committee at the Organization for Economic Cooperation and Development, a group of economically advanced countries, scoffed at Usaid's interpretation. ''That's rubbish,'' he said in a telephone interview.
+The condom companies' inability in recent years to fulfill Usaid's orders accomplished what the gentleman's agreement did not: the entry of Asian competitors.
+Usaid has asked Alatech to make 201 million condoms next year, less than half of this year's order, and ordered another 100 million made in Korea and China.
+Come Nov. 15, Alatech will lay off more than half its work force. Those jobs fell victim to Usaid's smaller orders for condoms, foreign competition and automation.
+The reactions of these workers ranged from philosophical to panicked.
+One, Garry Appling, a 41-year-old single mother, has worked before as a $6-an-hour cashier at Krystal, the fast food restaurant, and another at $7.15 an hour in a chicken processing plant. She said her 10-year-old daughter, Anterria, worries that she will have to go back to the chicken plant, a place so cold and wet Ms. Appling often fell ill.
+But even facing her own impending job loss, Ms. Appling took a moment to empathize with the women making condoms on the other side of the world.
+''We need a job -- I guess they do, too,'' she said, during a brief pause from feeding condoms into an intricate, rotating, whooshing machine that tested them for holes. ''It's sad.
+''At the same time, the United States can't just keep helping overseas. They've got to help us, too.''
+Photograph Usaid buys condoms from Alabama at twice the price of Asian ones.; Workers at the sole American condom factory for the Usaid program, in Eufaula, Ala., fear losing their jobs to lower-paid Asian workers. (Photographs by Jacquelyn Martin for The New York Times)(pg. 20)
+Map of Alabama highlighting Eufaula: A plant in Eufaula, Ala., produces most of the condoms for Usaid. (pg. 20)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Jobs+Shape+Condoms%27+Role+In+Foreign+Aid&title=New+York+Times&issn=03624331&date=2006-10-29&volume=&issue=&spage=1.1&au=Dugger%2C+Celia+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 29, 2006","From 2003 to 2005, Alatech and one other company making condoms for Usaid fell behind on their orders, agency officials said. Last year, the other company went bankrupt. So Usaid ordered condoms from Asia, the first of which were shipped last year. With only a single American company still in line for the federal contract, agency officials are wary of ruling out Asian suppliers. In the mid-to-late 1990s, Representative Sonny Callahan, a Republican from Alabama, served as chairman of the Appropriations subcommittee that shaped Usaid's budget. Brian Atwood, who headed Usaid in those years, said no administrator ''in his right mind'' would have tried to cut Alabama out of the condom contract at a time when many Republicans were deeply hostile to foreign aid. Usaid buys condoms from Alabama at twice the price of Asian ones.; Workers at the sole American condom factory for the Usaid program, in Eufaula, Ala., fear losing their jobs to lower-paid Asian workers. (Photographs by Jacquelyn Martin for The New York Times)(pg. 20)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Oct 2006: 1.1.",11/15/17,"New York, N.Y.",Eufaula Alabama Asia,"Dugger, Celia W",New York Times Company,,Newspapers,433412828,"United States, New York, N.Y.",English,29-Oct-06,Condoms; Patronage; Foreign aid; Government contracts,New York Times,News,,,,,,,
+A New Model Army Soldier Rolls Closer to the Battlefield:   ARSENAL OF THE FUTURE: Robots in Combat,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-model-army-soldier-rolls-closer-battlefield/docview/432992191/se-2?accountid=14586,"The American military is working on a new generation of soldiers, far different from the army it has.
+''They don't get hungry,'' said Gordon Johnson of the Joint Forces Command at the Pentagon. ''They're not afraid. They don't forget their orders. They don't care if the guy next to them has just been shot. Will they do a better job than humans? Yes.''
+The robot soldier is coming.
+The Pentagon predicts that robots will be a major fighting force in the American military in less than a decade, hunting and killing enemies in combat. Robots are a crucial part of the Army's effort to rebuild itself as a 21st-century fighting force, and a $127 billion project called Future Combat Systems is the biggest military contract in American history.
+The military plans to invest tens of billions of dollars in automated armed forces. The costs of that transformation will help drive the Defense Department's budget up almost 20 percent, from a requested $419.3 billion for next year to $502.3 billion in 2010, excluding the costs of war. The annual costs of buying new weapons is scheduled to rise 52 percent, from $78 billion to $118.6 billion.
+Military planners say robot soldiers will think, see and react increasingly like humans. In the beginning, they will be remote-controlled, looking and acting like lethal toy trucks. As the technology develops, they may take many shapes. And as their intelligence grows, so will their autonomy.
+The robot soldier has been a dream at the Pentagon for 30 years. And some involved in the work say it may take at least 30 more years to realize in full. Well before then, they say, the military will have to answer tough questions if it intends to trust robots with the responsibility of distinguishing friend from foe, combatant from bystander.
+Even the strongest advocates of automatons say war will always be a human endeavor, with death and disaster. And supporters like Robert Finkelstein, president of Robotic Technology in Potomac, Md., are telling the Pentagon it could take until 2035 to develop a robot that looks, thinks and fights like a soldier. The Pentagon's ''goal is there,'' he said, ''but the path is not totally clear.''
+Robots in battle, as envisioned by their builders, may look and move like humans or hummingbirds, tractors or tanks, cockroaches or crickets. With the development of nanotechnology -- the science of very small structures -- they may become swarms of ''smart dust.'' The Pentagon intends for robots to haul munitions, gather intelligence, search buildings or blow them up.
+All these are in the works, but not yet in battle. Already, however, several hundred robots are digging up roadside bombs in Iraq, scouring caves in Afghanistan and serving as armed sentries at weapons depots.
+By April, an armed version of the bomb-disposal robot will be in Baghdad, capable of firing 1,000 rounds a minute. Though controlled by a soldier with a laptop, the robot will be the first thinking machine of its kind to take up a front-line infantry position, ready to kill enemies.
+''The real world is not Hollywood,'' said Rodney A. Brooks, director of the Computer Science and Artificial Intelligence Laboratory at M.I.T. and a co-founder of the iRobot Corporation. ''Right now we have the first few robots that are actually useful to the military.''
+Despite the obstacles, Congress ordered in 2000 that a third of the ground vehicles and a third of deep-strike aircraft in the military must become robotic within a decade. If that mandate is to be met, the United States will spend many billions of dollars on military robots by 2010.
+As the first lethal robots head for Iraq, the role of the robot soldier as a killing machine has barely been debated. The history of warfare suggests that every new technological leap -- the longbow, the tank, the atomic bomb -- outraces the strategy and doctrine to control it.
+''The lawyers tell me there are no prohibitions against robots making life-or-death decisions,'' said Mr. Johnson, who leads robotics efforts at the Joint Forces Command research center in Suffolk, Va. ''I have been asked what happens if the robot destroys a school bus rather than a tank parked nearby. We will not entrust a robot with that decision until we are confident they can make it.''
+Trusting robots with potentially lethal decision-making may require a leap of faith in technology not everyone is ready to make. Bill Joy, a co-founder of Sun Microsystems, has worried aloud that 21st-century robotics and nanotechnology may become ''so powerful that they can spawn whole new classes of accidents and abuses.''
+''As machines become more intelligent, people will let machines make more of their decisions for them,'' Mr. Joy wrote recently in Wired magazine. ''Eventually a stage may be reached at which the decisions necessary to keep the system running will be so complex that human beings will be incapable of making them intelligently. At that stage, the machines will be in effective control.''
+Pentagon officials and military contractors say the ultimate ideal of unmanned warfare is combat without casualties. Failing that, their goal is to give as many difficult, dull or dangerous missions as possible to the robots, conserving American minds and protecting American bodies in battle.
+''Anyone who's a decision maker doesn't want American lives at risk,'' Mr. Brooks said. ''It's the same question as, Should soldiers be given body armor? It's a moral issue. And cost comes in.''
+Money, in fact, may matter more than morals. The Pentagon today owes its soldiers $653 billion in future retirement benefits that it cannot presently pay. Robots, unlike old soldiers, do not fade away. The median lifetime cost of a soldier is about $4 million today and growing, according to a Pentagon study. Robot soldiers could cost a tenth of that or less.
+''It's more than just a dream now,'' Mr. Johnson said. ''Today we have an infantry soldier'' as the prototype of a military robot, he added. ''We give him a set of instructions: if you find the enemy, this is what you do. We give the infantry soldier enough information to recognize the enemy when he's fired upon. He is autonomous, but he has to operate under certain controls. It's supervised autonomy. By 2015, we think we can do many infantry missions.
+''The American military will have these kinds of robots. It's not a question of if, it's a question of when.''
+Meanwhile, the demand for armed bomb-disposal robots is growing daily among soldiers in Iraq. ''This is the first time they've said, 'I want a robot,' because they're going to get killed without it,'' said Bart Everett, technical director for robotics at the Space and Naval Warfare Systems Center in San Diego.
+Mr. Everett and his colleagues are inventing military robots for future battles. The hardest thing of all, robot designers say, is to build a soldier that looks and acts human, like the ''I, Robot'' model imagined by Isaac Asimov and featured in the recent movie of the same name. Still, Mr. Everett's personal goal is to create ''an android-like robot that can go out with a solider to do a lot of human-like tasks that soldiers are doing now.''
+A prototype, about four feet high, with a Cyclops eye and a gun for a right arm, stood in a workshop at the center recently. It readied, aimed and fired at a Pepsi can, performing the basic tasks of hunting and killing. ''It's the first robot that I know of that can find targets and shoot them,'' Mr. Everett said.
+His colleague, Jeff Grossman, spoke of the evolving intelligence of robot soldiers. ''Now, maybe, we're a mammal,'' he says. ''We're trying to get to the level of a primate, where we are making sensible decisions.''
+The hunter-killer at the Space and Naval Warfare Systems Center is one of five broad categories of military robots under development. Another scouts buildings, tunnels and caves. A third hauls tons of weapons and gear and performs searches and reconnaissance. A fourth is a drone in flight; last April, an unmanned aircraft made military history by hitting a ground target with a small smart bomb in a test from 35,000 feet. A fifth, originally designed as a security guard, will soon be able to launch drones to conduct surveillance, psychological warfare and other missions.
+For all five, the ability to perceive is paramount. ''We've seen pretty dramatic progress in the area of robot perception,'' said Charles M. Shoemaker, chief of the Army Research Laboratory's robotics program office at Aberdeen Proving Grounds in Maryland. That progress may soon allow the Army to eliminate the driver of many military vehicles in favor of a robot.
+''There's been almost a universal clamor for the automation of the driving task,'' he said. ''We have developed the ability for the robot to see the world, to see a road map of the surrounding environment,'' and to drive from point to point without human intervention. Within 10 years, he said, convoys of robots should be able to wend their way through deep woods or dense cities.
+But the results of a road test for robot vehicles last March were vexing: 15 prototypes took off across the Mojave Desert in a 142-mile race, competing for a $1 million prize in a Pentagon-sponsored contest to see if they could navigate the rough terrain. Four hours later, every vehicle had crashed or had failed.
+All this raises questions about how realistic the Army's timetable is for the Future Combat Systems, currently in the first stages of development. These elaborate networks of weapons, robots, drone aircraft and computers are still evolving in fits and starts; a typical unit is intended to include, say, 2,245 soldiers and 151 military robots.
+The technology still runs ahead of robot rules of engagement. ''There is a lag between technology and doctrine,'' said Mr. Finkelstein of Robotic Technology, who has been in the military robotics field for 28 years. ''If you could invade other countries bloodlessly, would this lead to a greater temptation to invade?''
+Colin M. Angle, 37, is the chief executive and another co-founder of iRobot, a private company he helped start in his living room 14 years ago. Last year, it had sales of more than $70 million, with Roomba, a robot vacuum cleaner, one of its leading products. He says the calculus of money, morals and military logic will result in battalions of robots in combat. ''The cost of the soldier in the field is so high, both in cash and in a political sense,'' Mr. Angle said, that ''robots will be doing wildly dangerous tasks'' in battle in the very near future.
+Decades ago, Isaac Asimov posited three rules for robots: Do not hurt humans; obey humans unless that violates Rule 1; defend yourself unless that violates Rules 1 and 2.
+Mr. Angle was asked whether the Asimov rules still apply in the dawning age of robot soldiers. ''We are a long ways,'' he said, ''from creating a robot that knows what that means.''
+ARSENAL OF THE FUTUREThis is the second article of a series that is periodically examining weapons of the future. The previous article is at nytimes.com/business.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+New+Model+Army+Soldier+Rolls+Closer+to+the+Battlefield%3A+ARSENAL+OF+THE+FUTURE%3A+Robots+in+Combat&title=New+York+Times&issn=03624331&date=2005-02-16&volume=&issue=&spage=A.1&au=Weiner%2C+Tim&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 16, 2005","Money, in fact, may matter more than morals. The Pentagon today owes its soldiers $653 billion in future retirement benefits that it cannot presently pay. Robots, unlike old soldiers, do not fade away. The median lifetime cost of a soldier is about $4 million today and growing, according to a Pentagon study. Robot soldiers could cost a tenth of that or less. Mr. [Bart Everett] and his colleagues are inventing military robots for future battles. The hardest thing of all, robot designers say, is to build a soldier that looks and acts human, like the ''I, Robot'' model imagined by Isaac Asimov and featured in the recent movie of the same name. Still, Mr. Everett's personal goal is to create ''an android-like robot that can go out with a solider to do a lot of human-like tasks that soldiers are doing now.'' Colin M. Angle, 37, is the chief executive and another co-founder of iRobot, a private company he helped start in his living room 14 years ago. Last year, it had sales of more than $70 million, with Roomba, a robot vacuum cleaner, one of its leading products. He says the calculus of money, morals and military logic will result in battalions of robots in combat. ''The cost of the soldier in the field is so high, both in cash and in a political sense,'' Mr. Angle said, that ''robots will be doing wildly dangerous tasks'' in battle in the very near future.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Feb 2005: A.1.",11/15/17,"New York, N.Y.",,"Weiner, Tim",New York Times Company,,Newspapers,432992191,"United States, New York, N.Y.",English,16-Feb-05,Series & special reports; Armed forces; Robots; Military policy; Defense spending,New York Times,News,,,,,,,
+Is Kaiser The Future Of American Health Care?,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/is-kaiser-future-american-health-care/docview/432875041/se-2?accountid=14586,"AFTER 18 years in private practice, Dr. Victor Silvestre was exhausted from his lonely battle, day after day, with a health care system that seemed to be working against him. A general practitioner, Dr. Silvestre found it increasingly difficult to get his patients appointments with specialists, who tended to focus on lucrative procedures instead of routine care. Paperwork and haggling with insurance companies, he said, took more and more time. ''There just had to be a better way,'' he recalled.
+For Dr. Silvestre, the better way was not across the border in Canada, or in some affluent nearby suburb, but in his own backyard, in Oakland. Two years ago, he joined Kaiser Permanente, the huge health maintenance organization based here. ''So many of the solutions, the ingredients of a more rational system for delivering health care, were there,'' he said.
+It may seem unlikely, given Kaiser's past image as a ham-handed H.M.O., but plenty of others are reaching the same conclusion. High-level visitors from across the political spectrum -- the Bush administration and National Health Service of Britain, for example -- are coming to California these days to look at Kaiser as an institution that is actually doing some of the things needed to improve health care.
+Obviously, there is no single model for revamping the nation's costly, disjointed health care system, and Kaiser certainly has its share of problems. But according to economists and medical experts, Kaiser is a leader in the drive both to increase the quality of care and to spend health dollars more wisely, using technology and incentives tailored to those goals. ''Quality health care in America will never be cheap, but Kaiser probably does it better than anywhere else,'' said Uwe E. Reinhardt, an economist at Princeton who specializes in health issues.
+HEALTH care systems in most industrialized countries are in crises of one form or another. But the American system is characterized by both feast and famine: it leads the world in delivering high-tech medical miracles but leaves 45 million people uninsured. The United States spends more on health care than any other country -- $6,167 a person a year -- yet it is a laggard among wealthy nations under basic health measures like life expectancy. In a nutshell, America's health care system, according to many experts, is a nonsystem. ''It's like the worst market system you could devise, just a mess,'' said Neelam Sekhri, a health policy specialist at the World Health Organization in Geneva.
+In this political season, the health care debate has been mostly about who will pay the bill. President Bush talks about tax credits and health savings accounts that are intended to give people more control over their care but would also mean that they would pay more out of their own pockets. Senator John Kerry wants the government to pay more, and he has proposed a major, and costly, program to cover the uninsured.
+The favored solution of many liberals -- and of no small number of health care experts -- is a single-payer system of health insurance, covering the entire population and underwritten by the government. For the foreseeable future, that is considered politically off-limits, which was the message Washington absorbed from the abandoned effort to fashion a national health program in the Clinton administration.
+How to finance health care is only one side of the problem. The other is how to deliver the care more intelligently, and that is where the Kaiser experience holds lessons. Given the demands of an aging population and steady advances in medical technology, national health spending will continue to climb. Yet by all accounts, there is plenty of waste -- estimates range up to 30 percent or more of total spending -- from unnecessary clinical tests, hospital stays and prescriptions, and the bedeviling sea of paper used to handle bills, claims and patient records.
+''We're not going to spend less, but figuring out how to get the most value out of our health spending is going to be the big issue of the future,'' said David Cutler, a health care economist at Harvard.
+But Kaiser as a model? Wasn't Kaiser, an H.M.O., part of the ''managed care'' movement that faltered in the 1990's amid protests from doctors and patients? In fact, Kaiser, with its origins in the 1930's and 1940's, when the industrialist Henry J. Kaiser provided health care for his construction and shipyard workers, has always been a hybrid. The managed care concept of the 1990's was about having an outside bean counter, usually an insurance company, looking over the shoulder of the doctor -- managing costs instead of managing care.
+Kaiser has a different setup with different incentives. It emphasizes preventive care and managing chronic diseases like heart disease and diabetes to keep people healthier. And that saves money because healthier people require less costly care like hospitalization.
+The country's largest private-sector provider of health care, Kaiser employs more than 11,000 physicians and 135,000 other workers, owns 30 hospitals and hundreds of clinics and serves more than eight million members in nine states and the District of Columbia. Seventy percent are in California. Kaiser is both insurer and provider; employers typically pay fixed yearly fees for each member, no matter how much care is provided.
+Clearly, Kaiser has its limits as a model for others. It is unlike many mainstream health plans in that it is a not-for-profit company -- though one with annual revenue of more than $25 billion and operating margins of 5 percent. Its facilities tend to be large, and it has a lingering reputation for practicing an impersonal, regimented style of medicine that limits patient choice, despite recent efforts like the creation of physicians' personal Web pages and e-mail communication with patients.
+Still, most health care experts who have studied Kaiser are impressed. ''Kaiser has a model that consciously manages both quality and costs in a way that has been very effective,'' said Margaret O'Kane, president of the National Committee for Quality Assurance, an independent group that monitors health plans.
+Kaiser's approach is best illustrated in two ways: its management of chronic illnesses like heart disease and diabetes, and its $3 billion initiative to use information technology to improve clinical care and streamline operations.
+Across the country, health costs are skewed. In any given year, 90 percent of spending provides care for 30 percent of the population, and more than half of total spending goes to 5 percent of the population. Much of it is spent on people with chronic illnesses like heart disease and diabetes. So helping people with those ailments stay as healthy as possible offers much opportunity for cutting costs -- and for improving lives.
+In Northern California, Kaiser has sharply reduced the death rate for its three million members there in recent years by monitoring and controlling blood pressure and cholesterol levels and by promoting the use of aspirin and beta blockers (to reduce the risk of heart attacks) and statins (to lower cholesterol). The death rate from heart disease among the Kaiser members is 30 percent lower than it is in the rest of the Northern California population, adjusted for age and gender.
+Four months ago, Jose Flores, 44, a postal worker in San Francisco, had double-bypass heart surgery. While still in the hospital, he was enrolled in a program of education and treatment, which is run by nurses and lasts a year. Patients receive instruction on diet, exercise and cholesterol management; smokers are placed in a course to help them quit.
+Mr. Flores says he is on a drug regimen that includes beta blockers and Lovastatin, a generic cholesterol-lowering statin. He takes large doses of niacin, a vitamin that raises the level of high-density lipoprotein, the ''good'' cholesterol that protects against heart attacks. He walks for an hour, five days a week. His eating habits have been transformed, too: fried foods were once a staple of his diet, but no more. Blacklisted, too, are sour cream, cheese and corn chips. ''Now, I try to avoid all that,'' Mr. Flores said.
+IN Northern California alone, Kaiser spends $55 million a year on chronic-care management programs. ''But what's really expensive is if we don't take care of these people and manage their chronic conditions,'' said Dr. Robert Mithun, chief of internal medicine at Kaiser's medical center in San Francisco.
+Dr. Mithun's comment may seem like no more than common sense, but it does not reflect the typical logic of the dominant fee-for-service model of health care. Most doctors and hospitals get a fee from insurers for each patient visit, clinical test, surgical procedure or day a patient spends in a hospital. In practice, the fee-for-service system is often an invitation to do more of everything -- more visits, more tests, more surgery. What gets done is what gets paid for, and insurers usually do not pay for preventive care or chronic care management provided by nurses or in group classes, like the ones at Kaiser.
+In the fee-for-service medical economy, doctors and hospitals routinely strike different deals at different fees with many different insurers. The results are complexity, inefficiency and a constant bureaucratic tug-of-war between health care providers and insurers over claims.
+The Kaiser economy seems a world apart. ''What works at Kaiser is the integration of the financing and delivery of care, and the aligned incentives that allow you to make more rational decisions about health care for members,'' said Ms. Sekhri, the policy expert at the World Health Organization, who has studied Kaiser.
+Ms. Sekhri was a co-author of a 2002 report that compared Kaiser in California with the National Health Service of Britain. The report found that for comparable spending, the Kaiser system in California did a better job of keeping people with chronic conditions out of hospitals. And when Kaiser patients were admitted to hospitals, their stays were generally shorter. Recently, Britain sent groups of primary care physicians and hospital administrators to California to learn from Kaiser.
+The Labor government in Britain may look to Kaiser as an efficient model for its health service, which is run by the government. But the Bush administration is more interested in Kaiser as a model for the efficiencies and integration that can be achieved through information technology.
+In May, the Bush administration appointed Dr. David J. Brailer to the new post of national coordinator of health information technology. His mandate is to prod the nation's health care system into the computer age. Bringing patient records and prescriptions out of the pen-and-ink era promises to save both dollars and lives. The automation of an electronic system could sharply reduce medical errors, which are estimated to be responsible for 45,000 to 98,000 deaths a year, according to the Institute of Medicine of the National Academy of Sciences.
+Kaiser has been investing heavily in information technology for years. Its clinical information system includes electronic records with a patient's history, prescriptions and preventive health recommendations. A doctor can call up a patient's X-ray or magnetic resonance image on a desktop personal computer. Electronic prescribing -- a goal in the government plan -- is routine at Kaiser.
+Yet Kaiser is in the midst of a several-year, $3 billion program, called KP HealthConnect, to drastically improve and integrate its clinical and administrative systems and Web-based services for members. Once it is in place, Kaiser clinicians will be able to tap into a vast but flexible storehouse of data that uses intelligent software to automatically flag potentially harmful drug combinations for a patient or to suggest what treatments have been most effective for other people who are of the same sex, age group and -- eventually -- genetic profile.
+DR. BRAILER, for one, checks in regularly on the progress of HealthConnect. George Halvorson, Kaiser's chief executive, said, ''Policy makers are looking to us as the cutting edge of how health care can be supported electronically.''
+Kaiser has had setbacks in the program. Last year, it abandoned I.B.M. as its main partner on the project and chose to go with specialized health care software provided by Epic Systems, a private company in Madison, Wis. Despite the switch, HealthConnect is scheduled to be rolled out during the next couple of years across Kaiser's operations.
+The conversion of inefficient paperwork to a digital network also opens the door to fostering more efficient markets in health care. Markets rely on information, yet the health care economy is one in which information on patients, treatments and outcomes is trapped on paper and isolated in clinics, hospitals and insurance offices -- instead of being shared, analyzed and compared, while still insuring privacy.
+The fee-for-service model exists because patient visits, clinical tests and surgical procedures can be measured. They are inputs, in economic terms. Whether those inputs are effective is another matter.
+In recent years, there have been efforts to focus on the quality of health care. The National Committee for Quality Assurance conducts annual reports based on a health plan's use of practices shown to improve patients' health, from timely prenatal care to cholesterol management. Kaiser plans consistently earn excellent ratings in the group's reports, and, this year, it had four of the five top-rated plans in the Pacific region, its stronghold.
+Dr. Francis J. Crosson, the executive director of the physicians' side of Kaiser, said, ''Our future has to be to compete on quality, offering people demonstrably better care and better value.''
+And the Kaiser system delivers quality while controlling total costs. A recent survey of health care costs in 15 metropolitan areas by Hewitt Associates, the human resources consulting firm, found that the cost for care per employee last year was lowest in the San Francisco area, where Kaiser members were about 35 percent of the insured population, at $5,515, and was highest in regions where Kaiser did not operate -- led by New York, at $6,818 a worker.
+Quality yardsticks are helpful, but they still measure inputs -- ones associated with better health -- instead of tracking how patients fare. The longer-term goal is for health plans to use technology more, as leading companies in the rest of the economy do. For the health plans, that may mean constantly tracking patients, treatments and results. ''To have a real market for quality in health care, you need a product,'' Mr. Halvorson said. ''And that means reliable, timely information about outcomes, clinical-trial sorts of databases that show things like, for example, 50-year-olds in our system have fewer heart attacks.
+''With the right informationand the right incentives,'' he added, ''capitalism creates very good solutions.''
+Photograph Dr. Victor Silvestre, a general practitioner, renounced the headaches of private practice after 18 years and joined Kaiser Permanente two years ago. (Photo by Terrence McCarthy for The New York Times)(pg. 1); Dr. Francis J. Crosson, executive director of Kaiser's physicians, says the company's future has to be ''offering people demonstrably better care.''; George Halvorson, the chief executive, is overseeing an effort to create a powerful digital network. (Photographs by Terrence McCarthy for The New York Times)(pg. 4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Is+Kaiser+The+Future+Of+American+Health+Care%3F&title=New+York+Times&issn=03624331&date=2004-10-31&volume=&issue=&spage=3.1&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 31, 2004","Obviously, there is no single model for revamping the nation's costly, disjointed health care system, and Kaiser certainly has its share of problems. But according to economists and medical experts, Kaiser is a leader in the drive both to increase the quality of care and to spend health dollars more wisely, using technology and incentives tailored to those goals. ''Quality health care in America will never be cheap, but Kaiser probably does it better than anywhere else,'' said Uwe E. Reinhardt, an economist at Princeton who specializes in health issues. Kaiser as a model? Wasn't Kaiser, an H.M.O., part of the ''managed care'' movement that faltered in the 1990's amid protests from doctors and patients? In fact, Kaiser, with its origins in the 1930's and 1940's, when the industrialist Henry J. Kaiser provided health care for his construction and shipyard workers, has always been a hybrid. The managed care concept of the 1990's was about having an outside bean counter, usually an insurance company, looking over the shoulder of the doctor -- managing costs instead of managing care. Ms. [Neelam Sekhri] was a co-author of a 2002 report that compared Kaiser in California with the National Health Service of Britain. The report found that for comparable spending, the Kaiser system in California did a better job of keeping people with chronic conditions out of hospitals. And when Kaiser patients were admitted to hospitals, their stays were generally shorter. Recently, Britain sent groups of primary care physicians and hospital administrators to California to learn from Kaiser.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Oct 2004: 3.1.",11/15/17,"New York, N.Y.",California United States US,"Lohr, Steve",New York Times Company,,Newspapers,432875041,"United States, New York, N.Y.",English,31-Oct-04,Managed care; Market penetration; Health care delivery; Hospital systems,New York Times,News,,,,,,,
+Excerpts From the Testimony of Freeh and Reno Before the 9/11 Commission:   [Text ],"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/excerpts-testimony-freeh-reno-before-9-11/docview/432743824/se-2?accountid=14586,"Following are excerpts from the testimony of former Director Louis J. Freeh of the F.B.I. and former Attorney General Janet Reno yesterday before the commission investigating the Sept. 11 attacks, as recorded by the Federal News Service Inc. They were questioned by Commissioners Richard Ben-Veniste, Timothy J. Roemer and Bob Kerrey, among others. A full transcript is at nytimes.com/washington.
+Mr. Freeh
+I think the point that I would like to make is that it is imperative, in my view, that the commission distinguish between the period before Sept. 11 and the period after Sept. 11; that this is, I would respectfully suggest, a central question for the commission and for the American people. And I think the inability to focus on that question leaves not only a lot of speculation but, I think, a lot of misinformation about some of the activities and some of the dynamics here involved.
+I guess my view is that Al Qaeda declared war on the United States in 1996. That's when bin Laden issued his first fatwa. The 1998 fatwa was much more specific. It directed his followers to kill Americans anywhere. That was followed by attacks against American soldiers in Yemen in 1992, which was actually the subject of a Southern District of New York F.B.I. indictment returned in June of 1998 prior to the attacks against the embassies in East Africa.
+The attacks upon the American soldiers in Somalia, in Project Restore Hope, was an activity sponsored and directed by Al Qaeda soldiers. That, as you know, was one of the overt acts publicly identified in the New York City indictment with respect to bin Laden. The attacks against the embassies in 1998, acts of war against the United States; the attacks against our warship in 2000, acts of war against the United States. . . .
+The F.B.I., as you know, before Sept. 11, had 3.5 percent of the federal government's antiterrorism budget. And it's no news to anybody that for many, many years, as your executive director recounted, the resource issue and the legal authority issue certainly limited what we were able to do before Sept. 11.
+In the budget years 2000, 2001, 2002, we asked for 1,895 people -- agents, linguists, analysts. We got a total of 76 people during that period. That's not to criticize the Congress, it's not to criticize the Department of Justice; it is to focus on the fact that that was not a national priority. To repeat what we saw in the 2000 presidential election, terrorism was not discussed; this was not an issue that the candidates talked about, that the American people talked about during that period, and this was right after the attack on the U.S.S. Cole.
+For many, many years, a lack of these resources, and maybe more importantly, a lack of legal authority, prevented us from doing what was easily done after Sept. 11. The Patriot Act, the Nov. 18, 2002 decision by the Court of Review, which threw out a 20-year interpretation of the FISA [Foreign Intelligence Surveillance Act] statute; the court said to the judges, to the Department of Justice, to the F.B.I., to the intelligence community: You've been misreading the statute for 20 years.
+Not only does the Patriot Act provide for this, but the actual [FISA] statute provides for that. So this wall that had been erected was a self-erected wall by the United States government, confirmed by interpretation by the FISA Court, but when challenged for the first time in 20 years, was found by the Court of Review to be inconsistent with the statute, as well as inconsistent with the Constitution.
+Questions and Answers
+MR. BEN-VENISTE -- Let me turn to the subject of the state of the intelligence community's knowledge regarding the potential for the use of planes, airplanes, as weapons, a subject of obvious interest to this commission. Did the subject of planes as weapons come up in planning for security of the Olympics held in Atlanta in 1996?
+MR. FREEH -- Yes. I believe it came up in a series of these, as we call them, special events. These were intergovernmental planning strategy sessions and operations. And I think in the years 2000, 2001, even going back maybe to the 2000 Olympics, that was always one of the considerations in the planning, and resources were actually designated to deal with that particular threat.
+Q. So it was well known in the intelligence community that one of the potential areas or devices to be used by terrorists, which they had discussed, according to our intelligence information, was the use of airplanes, either packed with explosives or otherwise, in suicide missions.
+A. That was part of the planning for those events. That's correct. . . .
+Q. Was the intelligence information accumulated by the year 2001 regarding various plots, real or otherwise, to crash planes using suicide pilots integrated into any air defense plan for protecting the homeland and particularly our nation's capital?
+A. I'm not aware of such a plan.
+Q. Can you explain why it was, given the fact that we knew this information and given the fact that, as we know now, our air defense system on 9/11 was looking outward, in a cold war posture, rather than inward, in a protective posture, that we didn't have such a plan? Was that a failure of the Clinton administration, was that a failure of the Bush administration, given all of the information that we had accumulated at that time?
+A. Well, I mean, I don't know that I would characterize it as a failure by either administration. I know, you know, by that time there were air defense systems with respect to the White House. There were air defense systems that the military command in the Washington, D.C., area, you know, had incorporated. I don't think there were probably -- at least, I never was aware of a plan that contemplated commercial airliners being used as weapons after a hijacking. I don't think that was integrated into any plan. But with respect to air defense issues and that threat, it was clearly known and it was incorporated, as I mentioned, into standard special events planning. . . .
+MR. KERREY -- In an otherwise, I thought, exceptional staff report, the staff, I think, miscorrectly describes the seven cases that you were involved with, saying that most of those were overseas. In truth, three of them were domestic and four of them were overseas . . .
+Did the F.B.I. ever produce an evaluation of the threat to the homeland during this period to the president? Or was there one requested of you?
+A. There was none requested, that I'm aware of. I don't think we ever furnished a national threat report to the president with respect to homeland security. . . .
+I served on the Gore commission, as your staff may know. And, you know, I thought the leadership, first of all, by the vice president there was outstanding. I think the recommendations were outstanding. We spent many, many months writing detailed recommendations that asked for passenger screening, asked for many, many things which were never implemented.
+The whole purpose and the conclusions of that report, if you read it, was that the airline industry and operations were vulnerable at multi points with respect to hijackings and terrorist attack. . . . We hadn't declared war on these enemies in the manner that you suggest that would have prevented entry had we taken war measures and put the country and its intelligence and law enforcement agencies on a war footing. The Joint Intelligence Committee in one of their reports -- I think I excerpted the conclusion in my statement -- said that neither administration put its intelligence agencies or law enforcement agencies on a war footing.
+A war footing means we seal borders. A war footing means we detain people that we're suspicious of. A war footing means that we have statutes like the Patriot Act, although with time set provisions give us new powers. We weren't doing that.
+Now, whether there was the political will for it or not, I guess we could debate that. But the fact of the matter is we didn't do it. And we were using grand jury subpoenas and arrest warrants to fight an enemy that was using missiles and suicide boats to attack our warships.
+Ms. Reno
+When I came into office, I learned that the F.B.I. didn't know what it had. We found stuff in files here that the right hand didn't know what the left hand was doing. And it was obvious that the development of a computer system and a system of automation would be very helpful to it. But it was also important for people to begin to look at manually what they could do to find out what they had and what they didn't have, and we proceeded in that direction. Sometimes I thought we had made progress, but then we'd find something else that we didn't know we didn't have. . . .
+With respect to sharing, one of the frustrations is that the bureau, even when it finds that it has something, doesn't share. And it says it doesn't share because legal authorities prohibit it from sharing.
+But I haven't been able to find, with respect to the one instance of the two who came into this country and how we just missed them, what prevented anybody from sharing. . . .
+Don't create another agency. The worst thing that you -- or recommend it. The worst thing you can do is create another agency, and then we'll be back talking about whether they can share here or there or what. Let's try to work through it. Director Mueller has the confidence of so many people. He is a wonderful person. He worked with me when he was the U.S. attorney in the Northern District of California. He is approaching things in a thoughtful way. Let's back him up and give him the best tools we can to get the job done.
+Questions and Answers
+MR. ROEMER -- In the transition period, were you able to brief Attorney General Ashcroft as to your concerns on counterterrorism? And did Al Qaeda come up in that briefing?
+MS. RENO -- I don't know whether Al Qaeda came up in the briefing or not. I cannot recall whether I specifically talked to him about Al Qaeda. But what I did talk about was reflected in the memos which I gave him, which is if we don't put the pieces together and connect the dots, there's going to be something that happens. And there is so much information out there, it is so important that we get this done. And that's the reason I brought the memos with me.
+Q. Do you recall -- and excuse me for pushing you on this -- but do you recall mentioning Al Qaeda, Osama bin Laden, domestic cells of terrorists in the United States to the new attorney general?
+A. No, I don't.
+Q. You don't recall that. Do you recall being briefed on that type of domestic threat by F.B.I. personnel sometime in the 1990's?
+A. Cells? What I was briefed on was what the bureau had under way. I don't recall a briefing on cells in the United States.
+Q. So all throughout the 1990's, when you had people like Dale Watson or Director Freeh, your contacts with the National Security Council, they never briefed you on Al Qaeda cells or a presence of Al Qaeda in the United States -- '98, '99, 2000, sometime in that period?
+A. They briefed me on the presence of Al Qaeda in the United States. But in terms of cells and where they were, I don't recall such a briefing.
+Q. And therefore, you had no specifics at that point, so you did not brief the new attorney general on something like that?
+A. What I thought was important with respect to all terrorism issues, I told him that it was, to me, one of the most important issues. And one of the things that is critically important, I never focused just on Al Qaeda because I stood there and watched the Murrah building in rubble, just as we saw the beginnings of the Oklahoma City bombing on CNN and tended to jump to conclusions. You can't jump to conclusions. You can't say that one thing is going to be our overriding issue.
+I think one other recommendation I would make is we have got to be prepared for terrorism in any form, and a focus on one is going to make it difficult.
+Q. I want to push back a little bit on the Clinton administration here and the priority on terrorism. You say in your statement, ''Priority of Counterterrorism Efforts: Counterterrorism was a top priority for the Department of Justice. This priority was reflected in the department's Strategic Plan.'' Now, if it's a top priority for you and your administration, wouldn't that be one of the first things that you brief to the new attorney general -- counterterrorism, Al Qaeda, the domestic threat?
+A. Which I did, and which I did. And the point that I thought most important to make was, if we were going to protect this nation's economic and national security, we had to be prepared at the bureau in terms of the information, information sharing, organization, training of people, and that was the point I was making. . . .
+Q. Let me ask you whether, in your briefing of the incoming attorney general, you elaborated on the terrorist threat from Al Qaeda within the United States. Being mindful of the millennium threat that you had just talked about; the bridge-and-tunnel threat, which had been interdicted and interrupted by the F.B.I. as Director Freeh had talked about; our unsuccessful attempt to prevent the first bombing of the World Trade Center; did you brief Director Ashcroft on the presence of Al Qaeda cells in the United States and the potential of terrorist activity in this country?
+A. No, I didn't. I'd talk about it in terms of terrorism generally, threats to our national security generally and the need to develop the capacity in the bureau to collect the information, to manage it and to use it in the most organized way possible.
+Photograph Janet Reno; Louis J. Freeh (Photos by Carol T. Powers for The New York Times); John Ashcroft; Thomas J. Pickard (Photos by Getty Images)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Excerpts+From+the+Testimony+of+Freeh+and+Reno+Before+the+9%2F11+Commission%3A+%5BText%5D&title=New+York+Times&issn=03624331&date=2004-04-14&volume=&issue=&spage=A.16&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 14, 2004","MS. [Janet Reno] -- I don't know whether Al Qaeda came up in the briefing or not. I cannot recall whether I specifically talked to him about Al Qaeda. But what I did talk about was reflected in the memos which I gave him, which is if we don't put the pieces together and connect the dots, there's going to be something that happens. And there is so much information out there, it is so important that we get this done. And that's the reason I brought the memos with me. Q. So all throughout the 1990's, when you had people like Dale Watson or Director [Louis J. Freeh], your contacts with the National Security Council, they never briefed you on Al Qaeda cells or a presence of Al Qaeda in the United States -- '98, '99, 2000, sometime in that period? Q. Let me ask you whether, in your briefing of the incoming attorney general, you elaborated on the terrorist threat from Al Qaeda within the United States. Being mindful of the millennium threat that you had just talked about; the bridge-and-tunnel threat, which had been interdicted and interrupted by the F.B.I. as Director Freeh had talked about; our unsuccessful attempt to prevent the first bombing of the World Trade Center; did you brief Director [John Ashcroft] on the presence of Al Qaeda cells in the United States and the potential of terrorist activity in this country?","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Apr 2004: A.16.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432743824,"United States, New York, N.Y.",English,14-Apr-04,Testimony; Intelligence gathering; Terrorism,New York Times,News,,,,,,,
+Taking Technology to Extremes,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/taking-technology-extremes/docview/432441152/se-2?accountid=14586,"IT was 1 a.m. and sunny when Ben Saunders, a young British adventurer, stumbled giddily into the mess tent at Camp Borneo, a way station for thrill seekers, scientists and extreme tourists 60 miles from the North Pole.
+Sodden and chilled, he had just completed 13 solitary days of skiing, swimming and trudging to and from the top of the world, towing provisions and gear 120 miles in a sledge across the crack-laced ice floes.
+Now that he was safe and warm, what was the first thing to do?
+He did not join the French trekkers, South Korean skiers and Russian skydivers celebrating Russian Orthodox Easter with boiled eggs and rounds of vodka.
+Instead, Mr. Saunders, 25, sat down at a table, pulled out his palm-size iPaq digital assistant, his pocket-size Global Positioning System locator, his satellite phone and his digital camera and began updating his Web site, www.northpole2003.com.
+Such is the state of exploration these days.
+In the last four years, ever lighter electronics and a growing grid of world-girdling satellites, along with a network of programmers, tinkerers and trekkers, have brought real-time connectedness to the world's most remote places. ''G.P.S. and satellite phones have kind of revolutionized the whole thing,'' Mr. Saunders said.
+Some technology is used as it comes off the shelf, while some is customized in an endless quest for the best performance at the lightest weight, said Tom Sjogren, a co-owner of Explorersweb, a Manhattan-based company supplying software, hardware and a home on the Internet to Mr. Saunders and others at the world's last frontiers (www.explorersweb.com).
+When a trekker must drag or carry everything needed for, say, a two-month trek to the Pole, every ounce counts. Each additional pound of gear supplants a pound of food, about half a day's rations.
+Mr. Sjogren and his wife and business partner, Tina, both 43, have a toilet-paper distributorship in their home country, Sweden, but got into the trek technology business as they ventured to both poles and up Mount Everest and other daunting peaks. They longed to share each step, both virtually through constantly updated Web pages and by devising specialized communications gear, he said.
+But conventional laptops were too heavy, hand-held organizers were incompatible with satellite phones, and batteries of all kinds faltered in the polar deep freeze. They enlisted programmers and engineers around the world to force devices to talk to one another, then tested them by taking them on extreme ski treks and climbs.
+Sometimes the solutions are simple, Mr. Sjogren said. For instance, custom-built holders generating 12 volts from batches of AA Energizer lithium batteries proved superior to every other type of power storage. Others have involved elaborate combinations of custom-made software and jury-rigged cables and connectors.
+Ms. Sjogren said their expeditions have been followed, minute to minute, by students, by a family in California who built a mock Everest base camp in the basement, and by cancer patients. ''They're battling their own battles, and can tune in on our troubles, doubts, and fears while they in turn inspire us,'' she said.
+Mr. Saunders is among the Sjogrens' customers, using a custom-designed communications kit -- a yellow weatherproof box of gear can cost around $3,000, or can be rented -- and relying on their Web sites as well as his to post daily logs. He and dozens of other adventurers now routinely use the Internet to promote their exploits and the products of sponsors that provide gear and financial backing.
+It has become something of a competition to see who can transmit the most information and imagery the most quickly, with an intense race, for example, unfolding in recent days on the flanks of Mount Everest, where Chinese and American video crews vied to be the first to broadcast live television from the summit. The Chinese won.
+The technology itself has also greatly increased the number of expeditions to the world's farthest reaches.
+Indeed, Camp Borneo, which is built on the ice each spring by Russian and French entrepreneurs mainly to serve wealthy tourists, probably would not be attracting its annual complement of about 200 visitors a year without such technology.
+Pilots flying from Siberia or Norway with the latest batch of ski trekkers or Champagne-toting tourists know precisely where the drifting camp and ice-carved airstrip sit because of constant telephone updates of G.P.S. coordinates from the camp manager.
+The advent of simple, relatively cheap satellite telephones (calls cost about $1 a minute) permits nervous newcomers the remarkable indulgence of being able, with a few touch-tones, to chat with a relative while at the Pole.
+Still, each of Earth's harshest spots offers special constraints. The towering Himalayas preclude the use of the most popular telephone system, Iridium, which relies on satellites in orbits that are easily blocked by the soaring peaks.
+But climbers there can now stay in touch by using Thuraya, a new telephone system that links users through a satellite in an orbit that is synchronized with the earth's rotation, so it is always over Asia.
+Since it is all ocean, the North Pole has no hills to get in the way of Iridium signals, but the shifting ice means that visitors had better be prepared to get their gear wet. And the sub-zero cold in March and April -- the only time there is light but the ice is not yet breaking up under the summer sun -- quickly drains batteries and freezes liquid-crystal displays.
+Even G.P.S. becomes virtually useless right at the pole, where all longitudes converge. A single step can take one from the longitude of, say, Paris, to that of Honolulu.
+Still, the advent of packages of software and hardware adapted to these extremes has eased the way for a substantial expansion of extreme trekking.
+Knowing your location and being able to communicate are just the basics. Contact 2.0, the software developed by the Sjogrens, allows Mr. Saunders and others like him, whether on floating ice or the flanks of Everest, to send images, video clips and text directly to their Web pages. There is no need for a Webmaster or other intermediary to receive an e-mail message or attachment.
+The Sjogrens said the need for this kind of automation became apparent during a recent Everest expedition when their Webmaster went on vacation just as they were approaching the summit.
+While getting to know Everest in the late 1990's, they had also noted that the companies leading the big professional expeditions did not share weather forecasts with small groups like theirs, Ms. Sjogren said.
+Now, Explorersweb provides text-message alerts to climbers' satellite phones, using precise Himalayas forecasts supplied by the Swedish government and a private forecasting service.
+On Everest and in Antarctica, the Sjogrens have experimented with wireless systems that could eventually allow individual climbers to transmit images and their positions to a base camp and then onto the Web.
+Mr. Sjogren said the Defense Department and firefighting groups were tracking their work with the idea that such methods might be adapted to reduce accidental troop casualties or to track emergency workers in buildings or in dense smoke.
+Other options allow the outside world to track a trekker's movements. An explorer might, for example, take along a small transmitter like those used to monitor the migrations of rare wildlife, from elephant seals off Patagonia to the reclusive forest elephants of the Congo basin.
+A French company, CLS, uses satellite networks to monitor the position and condition of explorers carrying the device. The version used by adventurers can send 10 different signals and, with prearranged codes, alert a support team to changing conditions.
+Pen Hadow, a veteran Arctic guide and mentor to Mr. Saunders, had such a transmitter with him when a small airplane plucked him from the rapidly warming and cracking North Pole ice on May 27.
+Mr. Hadow had finished what apparently was the first solo unaided trek from North America to the Pole but had then been stranded there for more than a week, his rations dwindling as foul weather prevented any flying.
+Long after the last battery for his Iridium telephone died, satellites could still pinpoint his position every 20 minutes, and he was able to continue sending coded messages indicating his condition.
+The last code he sent was the number 5, which -- in understated British fashion -- encouraged his support team to prevent him from starving by conveying simply that he was ''contemplating resupply.''
+Even with the best technology, though, life at the planet's edges will not lose its hazards anytime soon.
+Although Mr. Hadow's drifting position was known and satellite images on government Web sites provided frequent updates on storm fronts and ice cracks, the plane could not land to retrieve him until dense polar clouds slowly moved on.
+Basic TrainingDispatch From an Ice Floe: Send Tape, Skip the Pens",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Taking+Technology+to+Extremes&title=New+York+Times&issn=03624331&date=2003-06-05&volume=&issue=&spage=G.1&au=Revkin%2C+Andrew+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 2003","A belt-mounted computer with a head-mounted display enabled [Tom Sjogren] to transmit pictures wirelessly in Antarctica. (Tom Sjogren/ExplorersWeb)(pg. G1); BE PREPARED -- Tina Sjogren carried a palmtop device, satellite phone and custom battery pack to Antarctica in 2001. (Tom Sjogren/ExplorersWeb)(pg. G6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 2003: G.1.",11/15/17,"New York, N.Y.",,"Revkin, Andrew C",New York Times Company,,Newspapers,432441152,"United States, New York, N.Y.",English,5-Jun-03,Explorers; Expeditions; Information technology; Satellite telephones; Global positioning systems; GPS,New York Times,Feature,,,,,,,
+"Ending Its Mega-Run, 'Les Miz' Comes Full Circle","New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ending-mega-run-les-miz-comes-full-circle/docview/432306003/se-2?accountid=14586,"TERRENCE MANN was the first Inspector Javert in the Broadway production of ''Les Miserables.'' Now, 16 years later, he has come back to be the last.
+On May 18 this blockbuster version of the Victor Hugo novel that helped define the mega-musical of the 1980's will go dark at the Imperial Theater, taking its place in the record books as the second longest-running Broadway show of all time, after ''Cats.''
+While people on Broadway who do eight shows a week usually look at each night as just one taxing performance more, these days the cast and crew of ''Les Miserables'' look at each night as one treasured performance less.
+One show less for Carmel Vargyas, the hair and makeup supervisor, to comb and tease the graying ponytail wig that the villainous Javert wears as he pursues the big-hearted fugitive Jean Valjean. One show less for the men in the cast to gather in a circle onstage for a bonding game of hacky sack -- keeping a beanbag in the air with various body parts -- just before curtain time. One show less for Ron Fedeli, the head carpenter, to test the turntable on which the bloodied barricades revolve in battle. One show less for the actors to lie onstage together in the dark, pretending to sleep as they listen to the wrenching ballad ''Bring Him Home.''
+With the closing of ''Cats'' in September 2000 and of ''Miss Saigon'' in January 2001, the closing of ''Les Miz'' inevitably seems heavy with symbolism, like the end of an era. This leaves ''The Phantom of the Opera'' as the last remaining big British import, which will soon become the third longest-running show in Broadway history.
+''It's a loss to the skyline of Broadway,'' said Nick Wyman, who has played Thenardier, the jovial, self-interested innkeeper in ''Les Miz,'' since the show's 10th anniversary in 1997.
+Mr. Mann said the end of ''Les Miz'' signaled the beginning of a new chapter in musical theater.
+''I don't think we'll see mega-musicals anymore,'' he said. ''I don't think we'll see things run 12 years, 9 years, 5 years. Even if you take 9/11 out of the equation, the economics make it difficult.
+''As in all areas of theater and art, there are cycles, and now we're in a cycle when we have to figure out what the next genre is. It always happens after wars or tragedy.''
+Directed by Trevor Nunn and John Caird, ''Les Miz'' won eight Tony Awards in 1987, including best musical. By the time it closes, the Broadway show will have been seen by more than nine million people and grossed more than $400 million at the box office, employed 421 actors and 1,633 support staff members and fathered 53 productions in 38 countries in 21 languages.
+The production in London, where the musical started in 1985, is still running.
+Cameron Mackintosh, the show's producer, said of it: ''I thought it would last two or three years. I thought it might be another serious musical like 'Evita.' I had no idea it would sail past 'The Sound of Music.' ''
+Mr. Mann came back to the show at the request of Mr. Mackintosh, who also created ''Phantom,'' ''Miss Saigon'' and ''Cats,'' in which Mr. Mann originated the role of Rum Tum Tugger on Broadway.
+Mr. Mann said ''Les Miz'' was the more momentous musical. ''This epic story of man's indomitability and redemption,'' he said, ''was even bigger than 'Cats.' ''
+Being present at the arrival of ''Les Miz,'' experiencing its impact firsthand, was both uplifting and burdensome. ''It was overwhelming,'' Mr. Mann said. ''My reaction to it all was: 'Oh, my gosh, there's so much to live up to.' The pressure of this being the seminal piece of musical theater for the century.
+''There was 'Showboat' in the 20's, which turned a corner. Then there was 'Oklahoma!' and then this. The pressure made it difficult to enjoy sometimes.''
+Mr. Mann said he returned to close out ''Les Miz'' more for selfish than sentimental reasons. He was in the show for eight months the first time around, leaving to do two movies, ''Critters 2: The Main Course'' and ''Big Top Pee-wee.''
+He wanted another shot at the role, a chance to do it better with the benefit of age and experience. ''When I was 36 and doing the show, I was just running on youthful adrenaline,'' he said. ''Now I'm 51 and trying to find a way to enjoy doing eight shows a week.''
+(Mr. Mann never went back to ''Cats.'' ''You can only fit into that spandex once in your life,'' he said.)
+So far, Mr. Mann said, he could describe the experience only as strange. ''It feels incredibly familiar and incredibly unfamiliar, all at the same time,'' he said.
+''It's hard not to just drop back into the slot of the way I did it -- perceived it -- before,'' he continued. ''That's the hardest thing, to make it new.''
+To prepare, he said, he listened to the original Broadway recording (featuring him), saw the show about four times and went into rehearsal. ''By the end of that first rehearsal, I knew 85 percent of the show again,'' he said. ''It kind of just came back into me.''
+A Rite of Passage
+There are those who never left and those who have come and gone. Mr. Wyman, the innkeeper, described ''Les Miz'' as a rite of passage for actors. ''When I came into the city, it was 'Godspell' or 'Grease,' and everyone passed through one of those two shows,'' he said. ''Now everyone comes through 'Les Miz,' either Broadway or the road.''
+Over his decade in the show, Mr. Wyman has seen many cast members come and go. ''I've had three different wives,'' he said, ''each one wonderful.''
+Like many associated with ''Les Miz,'' Mr. Wyman said it was the substance of the musical that held his interest after all these years, with its themes of love and destruction and second chances. The show, which depicts the French student uprisings of 1832 and the years leading up to them, features music by Claude-Michel Schonberg and lyrics by Herbert Kretzmer, with original French text by Alain Boublil and Jean-Marc Natel and additional material by James Fenton.
+''It's one of the most amazing messages of redemption,'' Mr. Wyman said. ''It also hammers away at the idea of parenthood -- fathers and daughters, mothers and daughters, fathers and sons.''
+Mr. Wyman pointed to the song ''Bring Him Home,'' in which Valjean sings affectingly about Marius, who isn't even his son. ''For anyone who has children, it's very moving,'' Mr. Wyman said.
+''Les Miz'' has helped Mr. Wyman support his three children in a career that has also included teaching, television and films like ''Die Hard With a Vengeance.''
+''You cobble together your living from all sorts of sources,'' Mr. Wyman said. ''It has been wonderful to have a steady commitment.''
+Because of the show's weighty themes, Mr. Wyman said, he was also grateful to be the one who supplies some of the show's few lighter moments, like the song, ''Master of the House.''
+''I am blessed with having the best role,'' he said. ''In the midst of torment, there is one bright ray of comic sunshine and that's me.''
+Mr. Wyman is one of the men who play hacky sack before the show. Legend has it that this ''Les Miz'' preshow tradition was established by Glenn Calhoun, a former prop man. The actors said the game creates a sense of camaraderie and could be a metaphor for the democratic nature of the production.
+''I've done 'Phantom' and 'Les Miz,' '' Mr. Wyman said. ''In 'Phantom,' you've got singers and dancers and featured roles and stars. Here we are together. We are field hands and convicts. We all start off together as members of the ensemble.''
+Keeping Interest Up
+This ensemble quality started with the show's beginning at the Royal Shakespeare Company's Barbican Theater in London in October 1985. ''Les Miz'' transferred to the Palace Theater in the West End in December 1985. It then tried out at the Kennedy Center in Washington in 1986 and moved to Broadway in 1987, starting at the Broadway Theater and moving to the Imperial in 1990.
+Ms. Vargyas, the hair and makeup supervisor, has worked on long-running shows before, but nothing compares to ''Les Miz,'' where she has worked since 1988. She did the 1987 revival of ''Cabaret'' for a couple of years but quickly grew tired of it. ''After six weeks I said, 'I can't listen to this music one more time,' '' she said. ''But here, I'm not there yet.
+''There's an emotional attachment to the show that has been like no other, so I have not thought about leaving. I am now.''
+The crew members seem to be looking for work only halfheartedly. They are in no rush. They know something this solid and this satisfying is unlikely to come along again.
+''I've loved every minute,'' said Gregg N. Kirsopp, the production stage manager, who has been with the show more than 11 years. ''I've had opportunities to go do some other things. This is just a great, powerful story, and I love working with these people.''
+''It's just a wonderful message that we're putting out there,'' he continued. ''That there is good in all.''
+Mr. Kirsopp can chart the development of his family by the run of ''Les Miz.'' His wife was a production stage manager on the show before him, though they were married before ''Les Miz'' began. Their son, 7, saw the show two years ago. ''He wants to see it again before it closes,'' Mr. Kirsopp said. ''He'll probably understand a lot more of it now.''
+Similarly, Mr. Fedeli, the head carpenter, has seen his children grow up with ''Les Miz.'' When he started on the show in 1987, his oldest son was 18 months old. He will be 17 by the time the show closes.
+''This has been a tremendous job opportunity,'' Mr. Fedeli said. ''I also look at it as a time to move on to whatever is next.''
+He doesn't know what's next but assumes it will be another Broadway show. The business runs in his blood. Mr. Fedeli's grandfather and father were stagehands. His brothers are, too. He met his wife, a former stage manager, on ''Evita.'' They were married in 1989.
+Mr. Fedeli started on ''Les Miz'' as the automation man, or turntable operator, and worked his way up to head carpenter. Running the turntable may not seem like much, but in ''Les Miz'' it is essential, moving actors and scenery on and off stage, intensifying the drama of the show by its rapid revolutions.
+The Compliment of Parody
+It has also been a ripe target for parody, as evidenced by the long-running spoof ''Forbidden Broadway,'' which has a ''Les Miz'' number featuring actors constantly rotating as they sing to the tune of ''At the End of the Day'':
+At the end of the play
+We're another year older
+And we're often exhausted from playing the poor
+Enjolras fell in the band
+And the turntable's making us dizzy
+Trevor Nunn yells a command
+And he's throwing us all in a tizzy
+And there's gonna be hell to pay
+At the end of the play!
+Despite the ridicule, Mr. Mann said he never felt the need to apologize for the show. ''I think anything that becomes caricatured, satirized certainly has to have some validity,'' he said. ''You can't make fun of something unless people have taken it seriously. That is the essence of satire.''
+Gerard Alessandrini, the creator of ''Forbidden Broadway,'' said he would miss ''Les Miz.'' ''It's probably one of the most spoofable shows because it's so grand and has all those miserable characters,'' he said.
+Toward the end of the show's run, Mr. Alessandrini said, he plans to put together a special version of ''Forbidden Broadway'' consisting of all his ''Les Miz'' numbers. He has created a new one each year. Already ''Forbidden Broadway'' has been performing a countdown to the closing of ''Les Miz'' that takes off on the show's song ''One Day More.'' It is called ''Three Months More'' and will eventually become ''Two Months More'' and so on. ''The day before the show closes,'' Mr. Alessandrini said, ''it won't be a spoof anymore.''
+A sample:
+Soon we'll close and please each rival
+But ''Les Miz'' fans quell your fears
+We'll be back as a revival
+That will run for 40 years.
+For Randal Keith, the end of ''Les Miz'' is a beginning. For years he has been hoping to play Valjean on Broadway. Since 1997 he has performed the part in Shanghai, Korea, Toronto and across the United States. Now he is finally getting his shot at it. Mr. Mackintosh brought him in to replace J. Mark McVey as Valjean after the original star, Colm Wilkinson, could not do it because of a family illness. But Mr. Keith's Broadway debut will last all of 12 weeks. Still, Mr. Keith said he was grateful for it. Better a brief Broadway run than no Broadway run at all. ''It's something I've been waiting for,'' he said.
+''I think it's one of the most vocally demanding roles I've ever had,'' he added. ''Three hours of solid singing takes a lot out of you.''
+Filling the Downtime
+At three hours, the show is epic in scope, and many members of the cast and crew have patches of downtime. In the wings the actors stretch, whisper or sit quietly while they wait to go on. In the basement they play cards, touch up their makeup and chat in their white terry cloth ''Les Miserables'' robes. Their lockers are decorated with family photos and clippings. They brush their teeth side by side at the sink. It feels like a fraternity.
+The actors have their private jokes, even onstage. At one point in the show, David McDonald, who has been with ''Les Miz'' on and off since 1995, and two of his fellow actors sing three-part harmony under their breath behind the barricade. It's a song they sing for themselves. ''It's beautiful, actually,'' Mr. McDonald said. ''Too bad the audience can't hear it.''
+In the wardrobe department where Adelaide Laurino presides among the washing machines, there is a stack of videotapes piled next to a small television, with titles like ''Working Girl,'' ''Small Time Crooks'' and ''Get Shorty.''
+''It's a chicken coop is what it is,'' Ms. Laurino said of the cramped underground space where she is surrounded by clothes to be laundered, pressed or mended.
+The stage manager's office near the stage door has become a gathering place. Regular contests are conducted there: best hair, most changed, most likely to . . . Cast members bring in photographs of themselves and cast their ballots. The entries are posted on the wall.
+The Children Play Games
+The children in the show are considerably more creative with their time offstage. There are five in the show; the girls alternate performances of young Cosette and young Eponine, the boys play Gavroche. Many of them are offstage from intermission until the curtain call. Jim Cleveland, chaperone for the last 14 years, helps them find activities, assists with homework, arbitrates disputes.
+But the children are rarely at loose ends. Over the years they have developed a rich fantasy world. Their make-believe games include apartment, streets, puppies, orphanage, business, jail and college. They keep a box full of dress-up clothes. ''We pretend we are in a battle,'' said Christiana Anbri, 12, who has been in the show four years. ''I look forward to coming here. I say to myself, 'One more hour till I go to the theater.' ''
+Alexandra Rose Sullivan, 9, who joined the show last year, said, ''These are my best friends here.''
+The longer they stay, the children say, the more attached they become to the production and to one another. In addition to Christiana and Alexandra, the group currently includes Andrew Hoeft, Nicholas Jonas and Kristin Danielle Klabunde.
+''I've seen 14 Gavroches and 15 Cosettes leave,'' Christiana said. ''There were a few kids I got really close to.''
+When Mr. Cleveland talked about the children who have come and gone, tears rolled down his cheeks. He says it is hard to imagine doing something else after so many years of doing this. ''I was a teacher before,'' he said. ''I stayed because of the kids.''
+Over the years, most of the 87 children who have been in ''Les Miz'' have left because they outgrew their roles. Now the show is leaving them. ''I'm really sad, but I'm also happy I'm not leaving because I'm too big or something,'' Christiana said. ''I'm leaving with the whole entire company.''
+The Last Words
+Certainly ''Les Miz'' has had its rough patches. There was the time in 1996 when Mr. Mackintosh replaced much of the cast after deciding that the production had grown stale.
+But on the whole, those who have been associated with ''Les Miz'' feel that they have helped make Broadway history. ''It's such an honor to be a part of it,'' said Edward Juvier, who plays Joly and has been in the show on and off since 2000. ''Many people joined theater because of the show. I did. I saw it in this theater. I remember the exact seat I was sitting in.''
+Inevitably, members of the cast and crew said, the final days in May will be emotional. ''I'm sure everyone's going to be walking around in tears,'' Ms. Vargyas said. ''It's not a shock that it's closing. It's been coming for a while. But it will be an adjustment. A big adjustment.''
+Everything will take on a new meaning, particularly the lyrics. Like ''Drink with me to days gone by/Sing with me the songs we knew'' and the show's final words that on closing night will bring ''Les Miserables'' to an end:
+Will you join in our crusade
+Who will be strong and stand with me?
+Somewhere beyond the barricade
+Is there a world you long to see?
+Do you hear the people sing
+Say, do you hear the distant drums?
+It is the future that they bring
+When tomorrow comes.
+Final Days
+''Les Miserables'' is at the Imperial Theater, 249 West 45th Street, (212) 239-6200. Performances are Tuesdays at 7 p.m.; Thursdays and Fridays at 8 p.m.; Wednesdays and Saturdays at 2 and 8 p.m.; Sundays at 3 p.m. Tickets: $20 to $85. This musical is scheduled to close on May 18.
+Photograph In a dressing room at the Imperial Theater, Maureen George, a ''Les Miz'' makeup artist, applies mock blood to the costume of the actress Diana Kaarina. (Michael Le Poer Trench/''Les Miserables''); Terrence Mann backstage before playing Inspector Javert again in ''Les Miserables.'' Below, the actor in the role nearly 16 years ago. (Photographs by Ruby Washington/The New York Times)(pg. E1); Nearing the end of a long run: A scene from ''Les Miz,'' with Terrence Mann, above center, as Javert. At far left, Ron Fedeli started as the turntable operator in 1987 and is now head carpenter. His father and grandfather were also stagehands. At near left is Randal Keith, who has played Valjean abroad and across the United States; now he is doing it on Broadway. He succeeds J. Mark McVey for the final 12 weeks of the production. (Photographs by Ruby Washington/The New York Times)(pg. E36)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ending+Its+Mega-Run%2C+%27Les+Miz%27+Comes+Full+Circle&title=New+York+Times&issn=03624331&date=2003-02-28&volume=&issue=&spage=E.1%3A1&au=Pogrebin%2C+Robin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,E,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 28, 2003","There are those who never left and those who have come and gone. Mr. [Nick Wyman], the innkeeper, described ''Les Miz'' as a rite of passage for actors. ''When I came into the city, it was 'Godspell' or 'Grease,' and everyone passed through one of those two shows,'' he said. ''Now everyone comes through 'Les Miz,' either Broadway or the road.'' Toward the end of the show's run, Mr. [Gerard Alessandrini] said, he plans to put together a special version of ''Forbidden Broadway'' consisting of all his ''Les Miz'' numbers. He has created a new one each year. Already ''Forbidden Broadway'' has been performing a countdown to the closing of ''Les Miz'' that takes off on the show's song ''One Day More.'' It is called ''Three Months More'' and will eventually become ''Two Months More'' and so on. ''The day before the show closes,'' Mr. Alessandrini said, ''it won't be a spoof anymore.'' In a dressing room at the Imperial Theater, Maureen George, a ''Les Miz'' makeup artist, applies mock blood to the costume of the actress Diana Kaarina. (Michael Le Poer Trench/''Les Miserables''); [TERRENCE MANN] backstage before playing Inspector Javert again in ''Les Miserables.'' Below, the actor in the role nearly 16 years ago. (Photographs by Ruby Washington/The New York Times)(pg. E1); Nearing the end of a long run: A scene from ''Les Miz,'' with Terrence Mann, above center, as [Javert]. At far left, [Ron Fedeli] started as the turntable operator in 1987 and is now head carpenter. His father and grandfather were also stagehands. At near left is [Randal Keith], who has played [Jean Valjean] abroad and across the United States; now he is doing it on Broadway. He succeeds [J. Mark McVey] for the final 12 weeks of the production. (Photographs by Ruby Washington/The New York Times)(pg. E36)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Feb 2003: E.1.",11/15/17,"New York, N.Y.",,"Pogrebin, Robin",New York Times Company,,Newspapers,432306003,"United States, New York, N.Y.",English,28-Feb-03,Theater; Musical theater,New York Times,Feature,,,,,,,
+"Made in China, Bought in China","New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/made-china-bought/docview/432309238/se-2?accountid=14586,"  RARELY has a big international company spun its wheels as fecklessly as General Motors did when it first raced into China. Amid notions of fabled riches -- if just one in a hundred Chinese drove Chevrolets! -- G.M.'s 1992 foray collapsed after the company made about 300 pickup trucks, traded insults with its Chinese partner and entered local lore as another fool mesmerized by China's mythical market.
+G.M. has a different story to tell now. Its four flexible production lines churn out a subcompact family car, a leather-lined executive sedan and six other models -- 110,000 cars in 2002. Industry experts estimate that G.M.'s profit margins are at least twice as high on cars it makes in China as on similar models made in the United States. It is the skeptics, G.M. executives now say, who look like dupes.
+''We had our moments of agony,'' said Philip Murtaugh, the company's top executive for China. ''But I look back now and can say that China has been the smoothest and most successful venture G.M. has undertaken in recent history.''
+A year after China joined the World Trade Organization, and two decades after it began allowing foreign companies to invest locally, China is no longer the impenetrable enigma and inevitable money pit it long seemed. Plenty of foreign investors still lose money. But they are increasingly outnumbered by multinationals making profits that if not quite justifying the exaggeration of the 1990's, at least make China an indispensable part of their global operations.
+Just as remarkable is the way they are making money. Foreign companies have long taken advantage of China's low-cost skilled labor to make goods for export: China is the leading exporter in the developing world, with foreign-financed companies accounting for about half, or $275 billion, of China's total exports last year.
+But many multinationals have shifted their sights to the domestic market, which has become more lucrative and more openly competitive than many imagined even a few years ago. China's economy, defying the global slowdown, has had economic growth rates of 7 to 8 percent in recent years. While most Chinese cannot afford even low-end foreign-made goods, the average annual income of people living in eastern China has reached $1,200 a year, creating a lower-middle-income market of 470 million people -- larger than in every other country in the world except India.
+Companies invested record amounts in China last year, probably more than $55 billion, primarily because they now aim to tap Chinese consumers as well as its workers.
+ALREADY, the Chinese buy more cellphones than consumers anywhere else. They buy more film than the Japanese. They now buy as many vehicles as the Germans. Foreign companies dominate sales in those categories and have a hefty presence in scores of others, like DVD players, electrical power, heavy equipment, shampoo, software, even hamburgers.
+Foreign companies operating in China are not required under local accounting rules to provide financial information about their operations, and most decline to provide details for, they say, competitive reasons. Still, growing numbers of multinationals are boasting that their China business now pads their global bottom line.
+For companies like Siemens of Germany and Motorola of the United States, China has become the single most important market for mobile phone handsets and equipment, accounting for billions of dollars in annual revenue and outsized profits, their executives in China say.
+Toshiba, the Japanese electronics and industrial equipment giant, once used China as an export base. It now sells two-thirds of what it makes in its 34 China-based operations to the Chinese. Local sales reached $2 billion in 2001, according to the company's China president.
+McDonald's and Kentucky Fried Chicken have 700 Chinese restaurants between them and open scores more each year. Eastman Kodak controls an estimated 63 percent of the domestic market for rolled film, prompting some grumbling in the Chinese news media that it has become a near monopoly. Even Starbucks has found plenty of urban tea drinkers ready to spend $2.50 for a latte.
+A few companies have turned to their China operations to support parent companies that have hit hard times. The fallen telecom titans Lucent Technologies and Nortel have suffered enormous losses globally but continue to benefit from big China contracts, including a nearly $1 billion order placed when China's president, Jiang Zemin, visited the United States in October.
+Siemens's consistent profits on its nearly $4 billion in China sales ''help make up for losses we've suffered in other parts of the world,'' says Peter A. Borger, chairman of its China holding company.
+AES, the power company based in Arlington, Va., once settled for low-single-digit returns from the seven power plants in which it invested around China. But while AES struggles to pay off debt and restructure operations at home, returns from China have improved substantially.
+''China is now the best-performing business in the whole corporation and one of the top cash generators,'' said Bill Ruccius, president of AES Orient. ''I go home these days with a much nicer story to tell.''
+The success of a growing number of companies cuts against the persistent stereotype that China is a continental sinkhole for foreigners.
+Since the age of Marco Polo, Westerners have tried, and usually failed, to create profitable businesses with the Middle Kingdom. Royal trade delegations failed to pry open the markets in the 1700's. British textiles makers never succeeded in lengthening Chinese shirttails by a foot, as the most exuberant among them imagined doing in the 19th century.
+WHEN China opened its doors to Western investment in the 1980's, almost all of the pioneers struck out. AT&T, Chrysler, McDonnell Douglas, Goldman Sachs and Occidental Petroleum were among the global brand names that invested heavily, hoping to reap a bonanza. By the mid-1990's, every one of them had scaled back amid losses, inconsistent government policy and brighter opportunities elsewhere.
+Though Procter & Gamble and a handful of other early investors began making sizable sales and profits in the mid-1990's, they were regarded as aberrations. Sooner or later, the prevailing wisdom had it, Chinese consumers would reject foreign-made products. The Communist government, it was thought, was happy to use foreign businesses to strengthen its domestic market and transfer technology but would ultimately make it impossible for them to collect steady profits at the expense of domestic rivals.
+''Like adventurers in the quest for some fabled relic, investors press unendingly forward -- if only on the basis that the legend may one day prove real,'' Joe Studwell, a leading commentator on the Chinese business world, wrote in his book ''The China Dream,'' published last year. ''The China investment proposition came down -- as it always had -- to hopes for the future.''
+To an extent, the image of China as a fickle, ornery place to do business is grounded in reality. China's corrupt legal system has only begun to honor property rights. Chinese entrepreneurs, with tacit support from local government officials, aggressively pirate Western products like cellphones, shampoo and software.
+Tripping over one another to court China's bureaucrats, multinationals have overpaid for licenses, industrial land and office space. Those costs, along with the fact that they can rarely identify even small niches that are free of fierce competition, often mean steady losses.
+Though P.& G. created the market for shampoo in the country -- it promoted Head and Shoulders beginning in the late 1980's, when most Chinese washed their hair with soap -- it has more recently run into difficulties, former company officials and retail industry experts say.
+Rampant piracy of its shampoos and its Tide and Ariel laundry detergent brands hurts sales. Once-sleepy domestic brands, like White Cat laundry detergent and Slek shampoo, have challenged P.& G. as top sellers. That has confined P.& G. and Unilever of Europe, with their higher costs, to the narrow premium end of the market.
+Other ardent suitors have withdrawn entirely. Maytag announced plans to sell its stake in a China joint venture last year after suffering persistent losses. Leading international brewers, like Bass of Britain, Foster's of Australia and Miller of the United States, steamrolled into China in the 1990's but have pulled back. Even Durex, the condom maker, has had to sue domestic rivals that it contends stole its brand name and undermined sales.
+Yet the broader picture may be more sanguine.
+Huang Yasheng, a professor at the Harvard Business School and an expert on foreign investment in China, argues that the undiminished enthusiasm of foreign companies reflects weaknesses in China's half-state-run, half-private economy that outsiders can exploit. China's failure to overhaul its money-losing state industries, and its traditional ideology-based discrimination against local private firms, has allowed foreigners to sell many high-technology goods that the government once saw as vital national priorities, he says.
+Mr. Huang also disputes the idea that foreigners routinely lose money. Government statistics show that foreign-financed companies received about $27 billion in dividends in 2000, compared with $6 billion in 1996. The total volume of incoming investment has grown more slowly over the same period, suggesting that companies are making better returns on capital, he said.
+A recent study by the International Monetary Fund, examining average returns for foreign investors in developing countries during the mid- to late 1990's, found that companies with operations in China, much like those in Brazil, Mexico and Turkey, earned returns of 13 percent to 14 percent on invested capital. China was only average among emerging markets during the period, but investors did substantially better there than those who put money in India, where returns were just 6 percent.
+''Foreign companies are not being stupid,'' Mr. Huang said. ''Even in many of the capital-intensive industries, you see Western firms making good profits because domestic firms are so weak.''
+The auto industry, for example, has proved ripe. Though the government once tightly controlled nearly all aspects of production, investment and sales, it has relaxed its grip in recent years.
+A more genial regulatory environment has paid off for G.M. After its initial frustration, the company agreed to open a modern factory with a Shanghai partner in 1997. Critics derided G.M. for agreeing to invest $1.5 billion in China after flopping miserably. Many also argued that its decision to make a high-end Buick sedan geared to Chinese executives looked risky.
+The Buick sold briskly, however. Late last month, the company unveiled a remodeled Buick tailored to the local market. It has a bright chrome grill and a plush interior, with DVD players on the back of the front seats for people who ride in the rear. G.M. has had little trouble adding models, including several aimed at Chinese families. The company had hoped to sell 100,000 vehicles annually after five years of operation, but it reached that annual target in November, a year and a month ahead of schedule.
+LIKE G.M., many other multinationals stumbled before finding their footing. Microsoft found trouble almost as soon as it began marketing its Windows software in 1995. It peddled a version of the program translated into Mandarin by Taiwanese employees, who embedded some standard Taiwanese anti-Communist phraseology in the Chinese-language entry system, alarming mainland users.
+Beijing has also encouraged local companies to adopt the Linux operating system, the free rival to Windows, because of domestic fears that the American government could use the secret Windows software code to gather information surreptitiously, a suspicion Microsoft called unfounded. Moreover, some 90 percent of Chinese computers run illegally copied versions of Microsoft's software.
+Yet Microsoft has begun to turn things around. Late last year, it persuaded nearly all the major Chinese computer makers to pre-install -- and prepay Microsoft -- for the latest operating system, Windows XP. The Chinese news media have reported that the payment is nearly $80 a computer, not much less than what American computer makers pay.
+''China is really improving the environment across the board for software makers,'' said Tom Robinson, one of Microsoft's Asia executives. He said the company's revenue in China is growing at a 40 percent rate, but he declined to provide numbers.
+IN the hypercompetitive market for consumer electronics, where nearly all the major international brand names have battled local companies, no one makes a consistent profit, industry analysts say. One exception in 2001 was Toshiba's joint venture in the northeastern city of Dalian, where it makes high-end projection TV's for wealthy Chinese.
+''Of the 70 companies making color television in China, just one, ours, made a profit in 2001,'' said Nobumasa Hirata, the chief executive of Toshiba China, citing Chinese government statistics. ''That shows that it is difficult, but that it can be done.''
+Over all, Toshiba's far-flung China operations, making notebook computers, refrigerators and industrial automation equipment, among other things, now operate in the black, though only marginally so, Mr. Hirata said. He said China suffers from an inadequate legal system and favoritism for local companies. But, he added, Toshiba has found the market more promising than his bosses in Tokyo had expected.
+''The stereotype is still a country that has cheap labor, for export only,'' Mr. Hirata said. ''But we have been surprised to see how big the domestic market has become.''
+For mobile-telephone companies, China long ago went beyond the realm of potential. By the end of the year, China had registered more than 200 million mobile-phone users. Two foreign companies, Motorola and Nokia of Finland, have dominated handset sales. They joined Ericsson of Sweden and Siemens in supplying equipment for China's mobile telecommunications networks.
+Domestic producers have bulked up and forced prices down. But locals like TCL and Bird have yet to catch the foreign rivals. Motorola increased its share this year, jumping ahead of Nokia and accounting for nearly a third of all handset sales, according to local government data.
+Motorola's success took patience. It has invested $3.5 billion in China in the last decade and built a semiconductor plant in Tianjin that is the first of its kind in China. Now the country accounts for almost 15 percent of Motorola's global revenue, company executives say.
+Though telecommunications has long been a sensitive area in the one-party state, Motorola officials say Beijing has started to treat foreigners and domestic companies comparably. That eases fears that China will one day nationalize the industry.
+''We used to all have to be government relations experts because any time anything came up we all had to deal with the government,'' said Jim Gradoville, a top company executive in China. ''But increasingly it's clear that the deck is by no means stacked against us.''
+Photograph Shopping for a TV in Beijing. Most of the big international brands have tried to compete with local companies. (Agence France-Presse)(pg. 10); Foreign brands of mobile phones are sold at a department store in Shanghai. China is the biggest market for cellphones in the world. (Ritz Sino for The New York Times)(pg. 1)
+Chart ''Well Received in China''
+Foreign cellphone makers dominate the market for mobile phone handsets sold in China.
+WIRELESS HANDSET SALES IN CHINA -- 2002, through September
+(Graph distinguishes which of the following are foreign handset makers)
+Motorola: 12.2 million units -- 26%
+Samsung: 3.6 -- 8%
+TCL: 2.9 -- 6%
+Nokia: 10.9 million units -- 23%
+Siemens: 3.4 -- 7%
+Other: 14.0 -- 30%
+(Source: China Consulting Company)(pg. 10)
+Chart ''Resurging Interest''
+Foreign companies are investing more in China, trying to reach a growing class of middle-income consumers.
+Graph tracks foreign direct investment from 1997-2002 (2002 projected).
+(Source: China Ministry of Foreign Trade and Economic Cooperation)(pg. 10)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Made+in+China%2C+Bought+in+China&title=New+York+Times&issn=03624331&date=2003-01-05&volume=&issue=&spage=3.1&au=Kahn%2C+Joseph&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 5, 2003","Rampant piracy of its shampoos and its Tide and Ariel laundry detergent brands hurts sales. Once-sleepy domestic brands, like White Cat laundry detergent and Slek shampoo, have challenged P.& G. as top sellers. That has confined P.& G. and Unilever of Europe, with their higher costs, to the narrow premium end of the market. Other ardent suitors have withdrawn entirely. Maytag announced plans to sell its stake in a China joint venture last year after suffering persistent losses. Leading international brewers, like Bass of Britain, Foster's of Australia and Miller of the United States, steamrolled into China in the 1990's but have pulled back. Even Durex, the condom maker, has had to sue domestic rivals that it contends stole its brand name and undermined sales. For mobile-telephone companies, China long ago went beyond the realm of potential. By the end of the year, China had registered more than 200 million mobile-phone users. Two foreign companies, Motorola and Nokia of Finland, have dominated handset sales. They joined Ericsson of Sweden and Siemens in supplying equipment for China's mobile telecommunications networks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Jan 2003: 3.1.",11/15/17,"New York, N.Y.",China United States US,"Kahn, Joseph",New York Times Company,,Newspapers,432309238,"United States, New York, N.Y.",English,5-Jan-03,Automobile industry; Multinational corporations; Automobile sales,New York Times,News,,,,,,,
+Strike The Band: Pop Music Without Musicians,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/strike-band-pop-music-without-musicians/docview/431673953/se-2?accountid=14586,"AuthorAffiliation Tony Scherman's most recent article for Arts & Leisure was about Bill Monroe.
+IN the 1950's and 60's, the recording studio became an instrument. From its humble origins documenting live performances, the studio turned into a music-maker itself, retooling raw material -- the work of musicians -- into a finished product. Once mere ''records'' of musical events, recordings were now something much more exotic and autonomous, painstakingly layered confections. But even after multitrack recording had severed music making from real time, somebody still had to play that guitar.
+Not any more. The music business has finally figured out how to do without musicians, those pesky varmints. Today, more and more pop is created not by conventional musicianship but by using samplers, digital editing software and other computerized tools to stitch together prerecorded sounds. From magnates like Sean (Puffy) Combs to innovators like the D.J. and producer Roni Size, pop belongs increasingly to people who don't play instruments and have little or no grasp of even basic harmonic and rhythmic theory. Even music that doesn't wear its computerized origins on its sleeve -- the mainstream pop of Christina Aguilera, Britney Spears or, for that matter, of Madonna -- relies far more on sampling and looping (programming a sampled phrase to repeat indefinitely) than on the rock 'n' roll staples of guitar playing and drumming. The punchy rhythms on Ms. Spears's best-selling albums are the work not of a real-live drummer but of programmers pecking away at computers and electronic keyboards.
+The issue isn't a mere lack of formal training -- pop musicians have always been self-taught; neither Elvis nor the Beatles nor Jimi Hendrix could read music -- but a more profound lack of conventional musical skills. As more and more nonmusicians become hit makers, is the skilled pop instrumentalist an endangered species?
+At 29, Zach Danziger is one of the most gifted drummers to have emerged in the last 15 years, a former prodigy whose blistering chops and acute ear made him a rising jazz-rock instrumental star before he was out of his teens. A few years ago, a friend introduced him to the sample-heavy pop genre drum-and-bass. Fascinated, Mr. Danziger started buying samplers and other computerware; today, his living room is the sort of soup-to-nuts, all-digital home recording studio that is becoming de rigeur for today's working pop musician. Mr. Danziger's drums are in a practice room 60 blocks away, gathering dust.
+Before his programming skills were up to snuff, Mr. Danziger impersonated John Henry, the mythical steel-driving man who out-hammered the railroads' newfangled steam drill. That is, having absorbed the lightning-fast, computerized beats of drum-and-bass, Mr. Danziger simply sat down at his drumkit and played them. But John Henry died from racing that steam drill. These days, Mr. Danziger hardly plays at all. He programs.
+Boomish, the drum-and-bass group Mr. Danziger helped found several years ago, is about to release its second album. ''I'd be exaggerating if I told you there were 16 bars of real drumming on it,'' he said. ''Basically, it's me playing two measures, cutting them up in the sampler'' -- digitally processing them in various imaginative ways -- ''and making a tune out of them.'' In the future, he said, he may not play drums at all, a melancholy thought for the listeners who enjoy his supple sound.
+A line you'll often hear from today's embattled real-time musician is ''Sooner or later there's going to be a backlash.'' In fact, there's one right now, maybe even several backlashes. The most publicized is led by R-and-B and hip-hop artists and groups like D'Angelo, the Roots and Lucy Pearl, who more or less explicitly see themselves as fighting the trend toward automation. So did the Luddites, who made a big noise in their day.
+The point is, music is an industry as well as an art, and once an industry finds a more efficient way to make its product, the clock doesn't turn back. It's as true of pop music as it is of the car business. And if something as fragile as taste is implicated, if the onrush of capital pushes performers, styles, genres into the margins -- well, that's just too bad.
+As the musicologist Paul Theberge pointed out in his 1997 book ''Any Sound You Can Imagine'' (Wesleyan University Press), the musician is both creator and consumer. This duality turned problematic in the 60's, when the musical instrument industry boomed. Earlier, a musician typically owned a few trusty axes for his or her lifetime. Musicians made sounds, they didn't buy them -- as they do today, literally, whether in a kit of pre-recorded samples or out of a distinctive-sounding synthesizer.
+''A new piece of gear comes out and -- bam! -- it's on every record,'' said the producer and guitarist Nile Rodgers, whose work with Chic and Madonna made him famous. ''If you don't have it, your music isn't happening. You are compelled to buy it. I'll bet I have a million dollars' worth of gear I'll never use again.'' To make music today is to invest in technology; if you want to get a sense of how deeply marketing is penetrating every realm of human activity, talk to a musician.
+Every generation, of course, recoils from its successor's new sounds. Jazz was barbaric, Elvis the low point of humanity, Dylan sold out when he plugged in that Fender. But we're talking here about more than a generational taste change. Digital music making represents an epochal rift in music-making styles, a final break with the once common-sense notion of music as something created, in real time, by a skilled practitioner, whose contribution presupposes a long, intimate and tactile relationship with an instrument.
+In 20 years, when most mainstream pop is made solely by sampling and sound editing, what will we have lost? ''Soul,'' said Ahmir Thompson, the drummer for the Roots. ''Feeling. There's a beauty in flaw.'' It's a beauty you certainly won't find in today's pop concerts, where the music is often as programmed and lip-synced as it is live.
+''Concerts today are a joke,'' Mr. Rodgers said. ''They're personal appearances, period. At least in the literary world you get what you pay for. You go to a book signing, the author tells you a few stories about how he wrote his book, he signs it for you and you're happy. You don't tell him, 'O.K., write!' He's there for you to touch. It'd be much more honest if at pop concerts the star just got up there and told stories: 'Well, I got to the studio and I was like way off-key, but the producer had this machine that fixed everything so it sounded perfect, and that's how I got my platinum record and why you all love me so much . . . ' ''
+Techno advocates wave off fears of a loss of feeling, assuring skeptics that machines are getting better and better at making warm, vulnerable, human-sounding music. But that's not the point. First-class working musicians do something special: using their minds and bodies, they arrive at, and physically execute, near-perfect solutions to problems that get tossed in their laps at the speed of sound. To say, ''It's O.K., we'll still be able to fake the results of that ability'' is pure cynicism. A piece of our soul is at stake.
+One day in 1975, the drummer Steve Gadd walked into a studio and played the whisperingly, viciously funky 14-second intro to Paul Simon's ''Fifty Ways to Leave Your Lover.'' He played it off the top of his head -- after having honed his craft for decades. Given a day or so, a good programmer might come up with 14 seconds as subtly delicious, but he would never know Mr. Gadd's pleasure in the moment-to-moment triumph over collapse and chaos.
+Music making is sociable. Not only is the digital musician physically isolated, peering into a computer screen in his home studio, but worse, he's also spiritually isolated. Even practicing in a room alone, the real-time musician is in conversation. The sociologist and pianist David Sudnow, in his 1978 book ''The Ways of the Hand'' (Harvard University Press), described his breakthrough from rote playing to improvising. Alone, as usual, at his piano, Mr. Sudnow wrote, he found himself ''counting off the time with a care I had never taken before . . . a care for the others with whom I would have been coordinating my moves, for that bass player and drummer who were never around.''
+The great guitarist Ry Cooder once put it this way: ''Music gives you radar sensitivity to people because you closely associate with others as you play your music.'' Programmers never develop this sociability, this magical fluency in a nonverbal language -- they don't need it; they've never been challenged by the requirements of real time music making.
+Musicians don't like to admit it, but computer music makes you lazy. Invited recently to play drums for a remixed single by the rock band U2, a jet-lagged Mr. Danziger gave what he called a sub-par performance. Not a problem. ''I'm sure they found two good measures and looped them,'' he said. ''Nowadays it's, like, 'Don't worry, there's two good bars in there somewhere.' That's all you have to play anymore.''
+Unlike classical music, with its academies and pedagogical tradition, pop relies on mass-cultural exposure to generate new players. (The Beatles, of course, sent guitar sales through the roof.) The bassist and guitarist Raphael Saddiq of Lucy Pearl recalled the moment he was inspired to pick up the bass: ''It was hearing Marvin Gaye's 'How Sweet It Is,' the bass line on that by James Jamerson. My family was going fishing. I was sitting on an ice chest between my mother and father in the car, and that bass line just caught me. I said, 'Man, I just want one of those instruments.' ''
+But as Mr. Thompson said, ''You can't emulate what you don't see.'' As live music loses its pop-culture visibility, fewer and fewer future Gadds, Jamersons or Saddiqs are inspired to learn instruments. ''I can count the skilled teenage musicians I've met on the fingers of two hands,'' Mr. Thompson said.
+Someone who wanted to argue with Mr. Thompson might point out that guitar sales are currently up, membership in high school marching bands is on the rise and enrollment at the Berklee School of Music, the Harvard of the working pop musician, is healthier than ever. But as the demand for skilled pop instrumentalists dwindles, where will all those Berklee grads find work? (Jazz faces a similar problem: its newfound academic respectability means that more and more hard-blowing jazz studies majors are coming into the market at a time when commercial jazz venues are melting away.)
+The old emphasis on virtuosity covered a multitude of sins: elitism, a closed-shop mentality, resistance to change. But digital music making, which claims to put the means of musical production into the hands of the many, isn't the democratizing force it purports to be. ''Manufacturers and musicians' magazines convince everybody that by buying the gear they become independent producers,'' Mr. Theberge recently told another writer. ''But the constraints of talent, distribution and demand dictate that few will really prosper.'' At bottom, he said, it's ''a good way to sell a lot of equipment.''
+When the loudest advocates of ''democratization'' are those whose sole interest in music is its profitability, one's alarms go off. ''This is an exciting time for youth culture,'' said Tom Calderone, vice president of music programming for MTV, in a recent article about the rise of D.J.'s. ''You're putting music back into the consumer's hands, and they're creating their own music'' -- without the skills musicians once had.
+To be fair to digital music making, it is already creating new skills, a new sensibility. ''There's a difference between the Chemical Brothers or Moby and some kid next door with a sampler,'' Mr. Rodgers said. ''Powers of organization, powers of memory. When I started hanging out with some of these guys, I kept hearing them say, 'That goes with this.' I didn't know what they were talking about. Then I realized they have these incredible filing systems in their heads. These kids worship old records; they talk about vinyl the way we used to talk about grades of pot. And whoever can extract the most interesting bits from obscure records, and piece them together in a cohesive manner, that's the coolest guy.'' If rock was conventionally modernist, its creators mining their souls in search of inspiration, then hip-hop and dance music, with their negation of traditional skills and rummage sale, frankly appropriative aesthetic, are pure postmodernism.
+The English band Underworld prides itself on discovering how to make programmed music spontaneous; Rick Smith, the band's master of machines, recently told an interviewer that he wanted to ''manipulate electronics in a way that electronics don't want to be manipulated.'' I like some of Underworld's music, but I don't know its ins and outs, nor have I seen the band perform. Whether attempts like Underworld's can forge a new language is an open question.
+To glance at the art world for a quick parallel: the critic Deborah Solomon wondered recently whether ''the new-genre art favored in the 90's, the videos and installations, will ever be able to compete with the epic achievements of this century, the oil-on-canvas masterpieces done by modernists who may have mocked academic values but who made sure they knew how to draw.
+''Running into U.C.L.A. art professor John Baldessari,'' Ms. Solomon continued, ''I asked him whether he thought video art would ever produce a Picasso or a de Kooning. 'Video won't happen,' he said, 'until artists use it the way they use a pencil.' ''
+In other words, when they get get past bug-eyed amazement at its technical possibilities and challenge it, probe its capacities, master its grammar.
+A half-decade ago, Ben Watt and Tracey Thorn of the English duo Everything But the Girl got interested in dance music and found themselves working with the trip-hop band Massive Attack. ''I was astonished at how amusical, in some ways, their approach was to piecing together music,'' Mr. Watt said. ''They couldn't talk about chords, they couldn't talk about notes, they couldn't say to me, 'This is in A minor, and it modulates to G minor.' They weren't brought up that way. So you discuss things in other ways. You just play until they like it. Often they'd respond to sound, to the sonic texture of something I played.''
+Which touches on one way that digital music, with its vastly enlarged sound palette, is (at least according to its adherents), breaking artistic ground. ''The basic unit for contemporary art is not the idea, but the analysis of and extension of sensations,'' Susan Sontag wrote in her 1965 postmodernist manifesto ''One Culture and the New Sensibility.'' She could have almost been discussing the unnameable shudders, tweets and groans that animate the drum-and-bass music of Roni Size, proof of an unexplored sonic universe.
+But sound alone isn't music. Paul Simon's new album opens with the words, ''Somewhere in a burst of glory/ Sound becomes a song.'' Becomes, not is. It's a transformation that requires the hand of a craftsman who is disappearing from our midst.
+In 1986, back at the dawn of the digital age, the producer and arranger Quincy Jones -- whose work with Michael Jackson was pioneering automated production while he was acutely aware of the beauty of what he was helping to eclipse -- told me, ''Nothing can replace a live orchestra, flesh on catgut.''
+Nothing has.
+Photograph Ahmir Thompson of Roots, performing at the Brooklyn Academy of Music in 1999: mainstream pop, he says, is losing ''soul.'' (Jack Vartoogian)(pg. 32)
+Drawing (Mirko Ilic)(pg. 1)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Strike+The+Band%3A+Pop+Music+Without+Musicians&title=New+York+Times&issn=03624331&date=2001-02-11&volume=&issue=&spage=2.1&au=Scherman%2C+Tony&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 11, 2001","Not any more. The music business has finally figured out how to do without musicians, those pesky varmints. Today, more and more pop is created not by conventional musicianship but by using samplers, digital editing software and other computerized tools to stitch together prerecorded sounds. From magnates like Sean (Puffy) Combs to innovators like the D.J. and producer Roni Size, pop belongs increasingly to people who don't play instruments and have little or no grasp of even basic harmonic and rhythmic theory. Even music that doesn't wear its computerized origins on its sleeve -- the mainstream pop of Christina Aguilera, Britney Spears or, for that matter, of Madonna -- relies far more on sampling and looping (programming a sampled phrase to repeat indefinitely) than on the rock 'n' roll staples of guitar playing and drumming. The punchy rhythms on Ms. Spears's best-selling albums are the work not of a real-live drummer but of programmers pecking away at computers and electronic keyboards. At 29, Zach Danziger is one of the most gifted drummers to have emerged in the last 15 years, a former prodigy whose blistering chops and acute ear made him a rising jazz-rock instrumental star before he was out of his teens. A few years ago, a friend introduced him to the sample-heavy pop genre drum-and-bass. Fascinated, Mr. Danziger started buying samplers and other computerware; today, his living room is the sort of soup-to-nuts, all-digital home recording studio that is becoming de rigeur for today's working pop musician. Mr. Danziger's drums are in a practice room 60 blocks away, gathering dust. Before his programming skills were up to snuff, Mr. Danziger impersonated John Henry, the mythical steel-driving man who out-hammered the railroads' newfangled steam drill. That is, having absorbed the lightning-fast, computerized beats of drum-and-bass, Mr. Danziger simply sat down at his drumkit and played them. But John Henry died from racing that steam drill. These days, Mr. Danziger hardly plays at all. He programs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Feb 2001: 2.1.",11/15/17,"New York, N.Y.",,"Scherman, Tony",New York Times Company,,Newspapers,431673953,"United States, New York, N.Y.",English,11-Feb-01,Popular music; Musicians & conductors; Musicology,New York Times,Feature,,,,,,,
+New Format For Radio: All Digital,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-format-radio-all-digital/docview/431657204/se-2?accountid=14586,"RICCI FILIAR, a disc jockey at KCMG, ''Mega 92.3'' FM, stared at the two rows of insistently flashing lights on his mixing board. He sighed as he started punching the buttons in rapid succession.
+''You're caller No. 2, sorry, try again,'' Mr. Filiar, known on the air as Little Ricci, told a listener on the station's contest phone line. ''You're caller No. 3, sorry, try again.''
+He repeated that 91 times, until he came up with a winner.
+Using his finger to punch up each caller was, in one sense, a digital act, but the telephone was one of the few analog devices Mr. Filiar would be using at work today.
+Digital technology -- not of the finger variety -- has invaded radio broadcasting. Virtually every aspect of a station's production and distribution -- songs, commercials, listeners' calls, promotions, jingles -- nearly everything you hear on the radio, can reside invisibly on computer hard drives and be packaged into shows by software.
+Just as turntables, LP's and 45's were largely consigned to radio station dustbins years ago, recording tape -- and even CD's -- may soon be history. ''Our reel-to-reel tape machines are worthless; nobody wants them,'' said Terry Grieger, KCMG's technical director. Even the tape cartridge machines still used in many stations to play sound effects and commercials are no longer manufactured, and spare parts are becoming scarce.
+''Within five years, radio stations not using hard disks as storage and playback devices will be virtually gone,'' said Chriss Scherer, editor of BE Radio magazine.
+A spokesman for the National Association of Broadcasters, Dennis Wharton, added: ''With the price points dropping, very few radio stations are buying analog equipment. The entire industry will soon be digital.''
+The conversion of radio stations' production operations from the old analog technology to digital may soon become a necessity, but paradoxically, today's most technologically advanced broadcasting outlets tend to be the smallest ones, typically operating in lesser markets.
+''There's a learning curve to this digital equipment,'' said Norm Avery, director of engineering at KABC radio in Los Angeles. ''With analog tape we know the failure rate and how to work around it. When you switch to digital, you're putting all your eggs in one basket. There's a big difference if your client's commercial doesn't play due to some digital glitch, and that client is a local merchant in a small town, than if that client is the Ford Motor Company and you're in L.A.''
+Still, KABC and three other stations -- KDIS, KLOS and KSPN -- all owned by Disney and operating out of the same building in Los Angeles, have committed to the digital format. They are using software to help schedule and program their shows, and plans call for the installation of computer systems, which will also produce and play commercials and promotions by this fall, with music following next year.
+KCMG, which began broadcasting its ''jammin' oldies'' format two years ago, did not have to upgrade old equipment to go digital. It moved into its offices in Los Angeles's mid-Wilshire district with a complete digital production and distribution plant in place.
+As music director and part-time disc jockey at the all-digital station, Mr. Filiar has the job of figuring out what songs to play throughout the day. Every song the station owns has been transferred from CD's to one of four 18-gigabyte hard drives, which, along with four backup drives, make up the station's audio storage system.
+When those songs were transferred from the CD's to the computers, an operator entered each song's length, style, artist, era, tempo and other information into the station's PC database, which uses software called RCS Selector. When creating a show, Mr. Filiar can search for an appropriate song based on any of these criteria. Once he finds the right track, he drags and drops its title onto an on-screen playlist.
+The software can be customized to help Mr. Filiar make a more balanced show. For example, he may instruct the program to reject consecutive songs written by the same artist or to alert him if he chooses three ballads in a row.
+Station promotions and commercials are also listed in the database and are added to the playlist in the same manner as songs. As selections are entered, the program keeps track of the total play length, allowing Mr. Filiar to keep each show within a few seconds of its scheduled time.
+It takes three hours to program a day's schedule. Once it is complete, a paper copy of the log helps the disc jockey follow the program or lets him take over manually and revert to CD's if the computer system fails.
+The D.J. can choose to automate the entire process, letting the computer pick and play each song, commercial and promotion from the station's hard drive storage.
+Disc jockeys can also operate the system semi-automatically, jumping in from time to time to make on-air comments or take requests. But even when a D.J. is controlling the music, the computer is helping out. When a song is about to end, for example, the words ''music ending'' flash on a board overhead, signaling the D.J. to be ready to call up more music or to speak.
+While Mr. Filiar, in the role of disc jockey, monitors the progress of his show, he is also taking request calls from listeners. To keep the callers' comments short and sweet, Mr. Filiar uses a computer-based editing system to eliminate pauses and inappropriate language. He listens to the audio and watches as a caller's words appear on a computer screen. When he sees something he wants to cut, he highlights it with his mouse and hits delete. He is actually editing a copy of the track, and anything he wants to put back can be reinserted.
+''Before this system,'' he said, ''I was recording callers on reel-to-reel tape, and then editing their message using a splicer, a grease pencil and a razor blade; and I could never find a sharp enough blade. Using the computer, I can do 12 edits in 15 seconds.''
+Some advertising agencies send in commercials on digital audio tape (D.A.T.) cassettes, which are transferred to the station's disk drives. Other agencies deliver their D.A.T.'s to companies like Digital Generation Systems and SpotTaxi.com that in turn send the commercials to the stations' computers via high-speed Internet links.
+With SpotTaxi.com, once those commercials are sent, an automatic e-mail message alerts staff members in the scheduling department. The title of the commercial is also listed on a password-protected Web page. The station can then choose to download the commercial onto its hard drives. Once there, clicking on the title will play a preview of the commercial. The titles can then be dragged and dropped into the day's playlist, just like songs.
+Digital automation of the day's programming doesn't just save time but saves a station money as well. If an advertiser's commercial spot fails to play, plays at the wrong time or plays incompletely, a station needs to offer that company free time in the future, a ''make-good'' in industry parlance. To the station, every make-good means lost revenue. With a computer-operated system, proving that a commercial did indeed run is simple; executives need only point to the automatically generated playlist to prove that it ran. Advertisers who are still skeptical can listen to an archived copy of the program.
+At KCMG, a lower-quality copy of all programming is recorded on the station's disk drives. The drives store 31 days of programming, and the latest broadcast automatically eliminates the oldest.
+Archiving is also useful if a celebrity calls in by surprise; then, the unexpected interview can be used later to create promotions.
+The promotions are put together in the station's production room, using editing software (KCMG uses Pro Tools) running on a Macintosh. For a recent spot extolling the station's programming, Ron Shapiro, the station's creative services director, used a D.A.T. recorder to record people on the street who were asked their impressions of the station. He then transferred those clips to a hard drive and combined them with music and voice-over narration to create the spot. When the finished cut was recorded on the hard drive system, start and kill dates were added to the database; if the programmer selected the spot after that date, a visual warning would indicate it was not to be used.
+In addition to radio stations, radio production and distribution companies are also switching to digital. One of the largest, Premiere Radio Networks, producers and distributors of talk shows with Rush Limbaugh, Dr. Laura Schlessinger and Art Bell, among others, is converting a former Denny's restaurant in the San Fernando Valley into a state-of-the-art digital broadcasting center.
+When completed, this warren of production and live-performance rooms will also serve as the production center for the new Fox Sports Radio Network, which began operations last summer. On-air talent currently works out of two locations: Fox's motion picture studio in nearby Century City and the company's headquarters several floors above the about-to-be-converted restaurant. A T-1 line carries the transmission from Century City to the broadcasting center. Once completed, the new studios at the headquarters will have desks designed to seat comfortably four oversize sports personalities, who interact with others back at the motion picture lot.
+Banks of flat-panel computer monitors will simultaneously display both static Web sites and live-action video of sports events, which will allow the on-air hosts to easily monitor the action.
+To maximize the efficiency of the center, every room -- even the greenroom -- has been wired to be part of the fiber optic digital production network. ''In an emergency, a live-performance room built to accommodate a drummer can be quickly converted into a mini-post-production center, by wheeling in a Pro Tools-based workstation,'' said Lark Hadley, Premiere's senior vice president for engineering and technology.
+As an owner of analog equipment, Premiere is gradually embracing the digital format. Hosts of some of the shows, like Dr. Laura Schlessinger, are able to broadcast from their own homes and make it sound as if they are in a professional studio by using a Telos Zephyr transcoder, a device that converts analog signals into digital for transmission over a T-1 line, and then converts the signal back into analog for mixing. All of Premiere's talk shows are then transmitted to local stations via satellite.
+Music shows, however, like Casey Kasem's weekly top hits program, are sent out on a CD, via Airborne Express. Premiere burns and ships 20,000 CD's of the program each week, utilizing high-speed CD burners running up to eight times normal speed, each burning 12 to 18 discs simultaneously.
+''We use CD's because Kasem's countdown show is time sensitive,'' Mr. Hadley said. ''Local stations prefer to get it on a CD, rather than via satellite, so they can play the show when they wish without having to record it first.''
+When distributing its live broadcasts via satellite, Premiere sends its digital signal via a leased T-1 line to a sister company in Denver, which then sends it to the transmission satellite. Digital markers in the signal alert the affiliated stations' automated equipment when to begin the insertion of a local commercial. Because the stations' equipment is addressable, Premiere is also able to identify each station and then send it, or stations within a certain geographic area, specific localized spots.
+KCMG is one of the few Los Angeles stations that keeps its signal in the digital format all the way to its transmitter on Mount Wilson. Sent on T-1 lines, it's not converted to analog until it leaves the antenna. ''Using this system,'' Mr. Grieger said, ''we encounter no signal interference or change in quality due to weather or other external factors.''
+Mr. Filiar added: ''All of the digital innovations here really enhance the quality of our programming. I don't see how you could be in this business and not love this stuff.''
+Now all Mr. Filiar needs to do is figure out how to digitize his finger-punching telephone contests.
+Photograph Lark Hadley at Premiere Radio's digital production center in Sherman Oaks, Calif. (Kim Kulish/Saba, for The New York Times)(pg. G1); Terry Grieger of KCMG in Los Angeles said digital technology made other recording methods obsolete. ''Our reel-to-reel tape machines are worthless,'' he said. (Kim Kulish/Saba, for The New York Times)(pg. G8)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Format+For+Radio%3A+All+Digital&title=New+York+Times&issn=03624331&date=2001-01-25&volume=&issue=&spage=G.1&au=Taub%2C+Eric+a&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 25, 2001","As an owner of analog equipment, Premiere is gradually embracing the digital format. Hosts of some of the shows, like Dr. [Laura Schlessinger], are able to broadcast from their own homes and make it sound as if they are in a professional studio by using a Telos Zephyr transcoder, a device that converts analog signals into digital for transmission over a T-1 line, and then converts the signal back into analog for mixing. All of Premiere's talk shows are then transmitted to local stations via satellite. When distributing its live broadcasts via satellite, Premiere sends its digital signal via a leased T-1 line to a sister company in Denver, which then sends it to the transmission satellite. Digital markers in the signal alert the affiliated stations' automated equipment when to begin the insertion of a local commercial. Because the stations' equipment is addressable, Premiere is also able to identify each station and then send it, or stations within a certain geographic area, specific localized spots. [Lark Hadley] at Premiere Radio's digital production center in Sherman Oaks, Calif. (Kim Kulish/Saba, for The New York Times)(pg. G1); [Terry Grieger] of KCMG in Los Angeles said digital technology made other recording methods obsolete. ''Our reel-to-reel tape machines are worthless,'' he said. (Kim Kulish/Saba, for The New York Times)(pg. G8)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Jan 2001: G.1.",11/15/17,"New York, N.Y.",,"Taub, Eric a",New York Times Company,,Newspapers,431657204,"United States, New York, N.Y.",English,25-Jan-01,Radio broadcasting; Digital electronics; Technology,New York Times,Feature,,,,,,,
+"The Horse And Cart, In Order","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/horse-cart-order/docview/431633893/se-2?accountid=14586,"BACK in the 1960's, Corning Inc. developed a promising new flat glass that produced no glare. It spent a lot of money pushing the glass at auto companies for windshields and at optical companies for sunglasses. No deals. Finally, more than two decades later, the glass found a profitable home, to the tune of about $300 million in sales last year, in computer flat panel displays.
+What if Corning invented the glass today? For one thing, the company, based in Corning, N.Y., would not turn the idea into a product until it had lined up buyers. It probably would seek out acquisitions, or at least partners, that could help it get the glass to the target market as fast as possible. Then, if the glass did not start generating cash in a few months, Corning would probably scuttle it.
+''We used to be like a casino -- invent something and then roll the dice,'' said Roger G. Ackerman, Corning's affable chairman. ''But now we realize that, if you don't understand market dynamics, you'll crash.''
+There are big changes afoot at Corning. Some are easy to see: a research center that has tripled in size in three years; an employee roster that has swollen to 40,000 from just 17,000 in 1999; a new chief executive, John W. Loose, Corning's president, who succeeded Mr. Ackerman on Jan. 1; and many new products aimed at the telecommunications market, Corning's current arena of choice. Notable by their absence are the Corningware, Pyrex and other housewares that were once Corning's signature products, but that are now just part of institutional memory; the company bailed out of housewares nearly four years ago.
+The cultural changes are harder to spot, but easy to feel. For nearly 149 of its 150 years, Corning was the epitome of a technology-driven company. Its credo was this: Make what you can and stick with it for as long as it takes to turn a profit. And, the corollary: If Corning did not discover it, Corning would not sell it -- or even buy another company that had made the breakthrough first.
+Other technology-driven companies -- Hewlett-Packard and I.B.M. were once classic examples -- abandoned that model years ago. They recognized that investors and customers prefer companies that use the market-driven approach: identify a customer need, then design a product or service to fill it. Corning was one of the last holdouts.
+Now, finally, with the pace of technological change measured in nanoseconds, Corning, too, is realizing that pride of authorship is a luxury it can ill-afford. Sure, Corning is pushing its fibers, its cables, its optical components, all the products it has designed itself. But those products simply carry light down the fiber optic highway that forms the backbone of modern communications systems. So last year, Corning spent $10 billion to acquire companies that make the pump lasers and such that generate and transmit the signals in the first place.
+In January 2000, Corning bought Oak Industries for $1.8 billion, primarily for its pump lasers. Later, it spent $4 billion to buy the optical components unit of Pirelli S.p.A.; that business had just $25 million in sales and was not even profitable. But it made the components that Corning needs to compete with Lucent Technologies and the SDL subsidiary of JDS Uniphase in the lucrative market for submarine cable -- the lines that cross oceans and make the global Internet a reality.
+Then Corning bought out the half of Siecor, a joint venture to make fiber optic cable, that was owned by Siemens and acquired the rest of Siemens' fiber operations. Corning, once extremely proud and protective of its manufacturing expertise, is now even teamed up with Samsung of Korea to tap that company's automation skills.
+And Corning wanted to buy even more. It tried to combine its fiber optics business with that of Nortel Networks, the Canadian telecommunications giant, but the two companies could not work out the details. It tried to acquire SDL, which makes lasers and amplifiers, only to be outbid by JDS Uniphase.
+''We're still geeks, nerds, wonks, researchers at heart, but there's just too much to do for anyone to do it all,'' said Gerald J. Fine, Corning's vice president for photonics technologies -- Corning's term for the many devices that blast signals down the fiber optic pipelines.
+Word has certainly filtered to the troops. Corning executives, sales staff and even scientists are hobnobbing with customers, trying to know exactly what they need to build bigger, faster, less-expensive fiber optics systems to send voices and data around the world. If Corning cannot quickly develop what they want, it buys a company that already has.
+''Nowadays, I spend as much time studying where the business is going as I do with the science,'' said Dr. Michael B. Cain, Corning's manager for fiber development.
+That new attitude, so deliberately fostered by Mr. Ackerman, is very much a part of Mr. Loose's game plan, too. On the surface, the two men are about as different as can be. Mr. Ackerman, an engineer by training, comes across as an understated scientist who has developed a feel for management. Mr. Loose, whose education focused on history and other liberal arts, seems more the flamboyant salesman who has developed a personal fascination for technology.
+But both have devoted their careers to Corning. Mr. Ackerman has been with the company since 1962; Mr. Loose since 1964. Both were football players in high school, and colleagues say that both remain quintessential team players who run a collegial shop in which employees are persuaded, not simply ordered, to embrace radical change.
+CORNING has not yet released its 2000 results, but Mr. Loose said revenue, which was $4.7 billion in 1999, topped $7 billion. Earnings, he added, climbed 70 percent over the $525 million of 1999. Telecommunications-related products, including optical fiber, already represent 75 percent of revenues. Photonics sales alone were north of $1 billion -- more than double 1999 levels -- and, in September, the photonics group finally began earning money.
+''We caught one hell of a wave in telecommunications,'' Mr. Loose said. ''I think we can keep growing the top and bottom lines by 20 to 30 percent a year.''
+It will not be an easy promise to keep. Although Corning invented optical fiber 30 years ago, and has been selling it to the telecommunications market since the mid-1980's, it is still playing catch-up in optical components. It has just started offering lasers and other generators of light, for example; Lucent, whose Bell Laboratories subsidiary invented the laser, has offered them for years. And JDS Uniphase is ahead in multiplexers, which split signals into different wavelengths, enabling fibers to carry far more data.
+''When we entered telecom, it felt like no one wanted to give us a seat at the table,'' said Wendell P. Weeks, Corning's executive vice president for optical communications. ''We're at the head of that table now, but ours is a paranoid confidence.''
+That might describe investor attitudes, too. Corning's stock tanked so badly during the Asian economic meltdown in 1997 that it was singled out by many analysts as a takeover target. Although it followed the general technology stock climb afterward, investors who worried about the slowdown in telecommunications spending in recent months began battering it again. On Friday, it closed at $50.13, nicely above its 52-week low of $30 -- and certainly far from the $8 low of September 1998. The stock, however, is still nowhere near its 52-week high of $113, set on Sept. 1, 2000.
+Nevertheless, Corning's share price has held up better than that of rivals like Lucent and JDS Uniphase. When Corning set out a year ago to raise $1.5 billion in debt and equity, it reaped $2.2 billion. In November, it tapped the debt and equity markets for $4.4 billion more. And while some analysts have switched their recommendations for many tech stocks to ''hold'' or ''long-term accumulate'' -- code words for sell -- 10 still rate Corning a ''strong buy'' and 9 others a ''buy.'' In fact, Corning's price-to-earnings ratio is nearly 47, lower than the multiple of 81 at JDS Uniphase but well above the 14 of Lucent.
+''Corning now offers both fiber and optical components,'' said Joseph Wolf, an analyst at UBS Warburg Securities. ''That gives them a huge advantage, since most of their competitors offer one or the other.''
+ACTUALLY, telecommunications companies are buying fiber and components wherever they can find them, but few experts believe that will continue forever. Numerous carriers, wilting under heavy debt loads, have pared back expansion plans, and more will likely do so if the economy continues to slow down.
+''A lot of carriers are reassessing their spending levels,'' said Lawrence M. Harris, an analyst at Josephthal & Company. ''Fiber optics will still be a rapidly growing sector in 2001, but there will definitely be pockets of slowdown.''
+Corporate triage has put Corning in fighting trim to tackle a downturn. In the last few years, it has tossed once-stellar product lines like housewares, medical testing, drug research and television and laboratory glass out of its stable or relegated them to a low-investment corner. Catalytic converters, once key to its strategy, are now seen purely as a source of cash for photonics.
+Corning is now setting up a system to offer researchers who are attached to specific businesses extra compensation for applying their acumen to hotter technologies in other product lines. For example, the company wants to encourage scientists working on flat-panel displays to apply their knowledge of glass to photonics products.
+Even without new incentives in place, several scientific breakthroughs have already crossed department lines. The company has a new optical switch that was made from materials developed by its advanced materials unit. And it recently introduced DNA Microarray, a package of special slides made of nondistorting glass that can be used in genetic research, particularly as it relates to new drugs. The product emerged from research done on Pyrex glass, catalytic converters and photonics. Corning expects that, with so many pharmaceutical companies racing to exploit the human genome project, the market for products like the Microarray will be $1 billion by 2005.
+Still, Corning's sights are clearly focused on photonics. The company has set up a secondary research center in Rochester, in good part to recruit optical scientists from Eastman Kodak and Xerox, both of which have seen better days. Corning also has a new plant in Nashua, N.H., near the fertile scientific recruiting ground of Boston's Route 128.
+Corning researchers, working with budgets that rarely dip below 8 percent of sales -- well above the classic 5 percent rate of most industrial companies -- have created dozens of products. Corning is promoting them all as cost savers.
+Typically, light waves degrade as they travel down fiber pipes, and the telecommunications companies must install expensive signal amplifiers at regular intervals. Corning's two-year-old LEAF, for Large Effective Area Fiber, is big and smooth enough to carry large volumes of light for long distances before they require amplification. Corning says LEAF can cut the cost of operating a fiber optic network by 25 percent, a benefit that the company says has made LEAF the best-selling product in its history.
+The product does have a following. ''We absolutely looked at other offerings, and LEAF offers a real unit cost advantage,'' said Jack Waters, chief technology officer at Level 3 Communications, one of Corning's customers and a partner in its research to improve the fiber.
+Corning recently introduced MetroCor, a similarly enhanced fiber used to tie buildings and plants into local networks. And Corning is sending its scientists to explain to telecommunications companies how MetroCor can save them as much as 40 percent of the costs of running their networks.
+''Our scientists go belly to belly with customers, and the customers eat it up,'' said Curt Weinstein, director of Corning's Metro fiber business. ''Our order book looks very full into the coming year.''
+There are more cost-cutting products in the wings. Consider switches. Fiber optic systems work in much the same way as train systems; data, in the form of light, travels down a large cable, then must be switched to branching tracks to go to its destination.
+Today, that process requires converting the light to electronic signals at each switching point, then converting it back to light. It is an effective but expensive method. So Corning is working on optical devices that can eliminate the electronic component of splitting and redirecting the light waves.
+For a total of about $400 million, Corning recently bought Rochester Photonics, Willow Systems and IntelliSense, all small companies with technologies that fit nicely into an optical switch. ''We have all the pieces we'll need when the market moves from electronics to optical,'' said Mark A. Newhouse, Corning's division vice president for optical networking devices.
+BUT Corning is unlikely to be there alone. All of its competitors are expanding research and manufacturing capacity, trying to keep up with demand. And all are introducing new components and fibers.
+Denys Gounot, president of Lucent's optical fiber solutions group, says Lucent has found ways to enable TrueWave, its long-haul fiber, to carry a much larger volume of light than any product now on the market, and that its experiments should yield a super-high-capacity fiber in a few years.
+''We're pushing the limits of the fiber for specific applications, and I don't think anyone else is doing those kinds of experiments,'' he said.
+Corning products outside of photonics do not have locks on their market, either. Motorola, Agilent and Affymetrix are all chasing the market for tools used in genetic research. And Affymetrix offers scanners, reagents and software as well as slides.
+Customers are checking them all out.
+''There are many platforms out there, and we're looking at all of them,'' said Gregory L. Kirk, senior director of technology at Millennium Pharmaceuticals, which uses genomic research to develop drugs.
+If competitors beat Corning in biotechnology, it will be a setback. If they rout Corning in telecommunications, it will be a disaster.
+But Mr. Ackerman says the new Corning is as close to invulnerable as it can get. ''Everything we've done is in the business books,'' he said. ''But the thing is, this time, we've learned to execute, execute, execute.'' At last.
+Photograph John W. Loose, above, succeeded Roger G. Ackerman, right, as chief executive on Jan. 1. Mr. Ackerman will remain as chairman until June.; Benjamin Hall, a scientist, in a Corning lab. The company has expanded its research center and has an array of new telecommunications products. (Phil Matt for The New York Times)(pg. 12)
+Chart ''A Brighter Light''
+Corning has outperformed both the Standard & Poor's 500-stock index and the Nasdaq composite in the last two years.
+Chart compares Corning, the Nasdaq and S.&P. 500 since Jan. 1999.
+(Source: Bloomberg Financial Markets)(pg. 12)
+Chart ''Why Corniang Is Optimistic''
+Though experts have different views on how much the demand for fiber and optical components will grow, they agree that current capacity will not meet the demand generated by the growth in telecommunications industry.
+Chart shows amouant of data transmitted via fiber optic cables since 1999.
+U.S. demand projected by RHK
+U.S. demand projected by Morgan Stanley Dean Witter
+U.S. demand projected by J. P. Morgan/McKinsey
+Current ianstalled fiber*
+(Source: Corning)(pg. 12)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Horse+And+Cart%2C+In+Order&title=New+York+Times&issn=03624331&date=2001-01-07&volume=&issue=&spage=3.1&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 7, 2001","The cultural changes are harder to spot, but easy to feel. For nearly 149 of its 150 years, Corning was the epitome of a technology-driven company. Its credo was this: Make what you can and stick with it for as long as it takes to turn a profit. And, the corollary: If Corning did not discover it, Corning would not sell it -- or even buy another company that had made the breakthrough first. Now, finally, with the pace of technological change measured in nanoseconds, Corning, too, is realizing that pride of authorship is a luxury it can ill-afford. Sure, Corning is pushing its fibers, its cables, its optical components, all the products it has designed itself. But those products simply carry light down the fiber optic highway that forms the backbone of modern communications systems. So last year, Corning spent $10 billion to acquire companies that make the pump lasers and such that generate and transmit the signals in the first place. Nevertheless, Corning's share price has held up better than that of rivals like Lucent and JDS Uniphase. When Corning set out a year ago to raise $1.5 billion in debt and equity, it reaped $2.2 billion. In November, it tapped the debt and equity markets for $4.4 billion more. And while some analysts have switched their recommendations for many tech stocks to ''hold'' or ''long-term accumulate'' -- code words for sell -- 10 still rate Corning a ''strong buy'' and 9 others a ''buy.'' In fact, Corning's price-to-earnings ratio is nearly 47, lower than the multiple of 81 at JDS Uniphase but well above the 14 of Lucent.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Jan 2001: 3.1.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,431633893,"United States, New York, N.Y.",English,7-Jan-01,Market planning; Research & development; R & D; Telecommunications industry; Cultural change; Target markets; Corporate profiles,New York Times,News,,,,,,,
+The Microsoft (and Gates) of the Genome Industry,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/microsoft-gates-genome-industry/docview/431491958/se-2?accountid=14586,"WHEN President Clinton announced last month at a White House ceremony that scientists had effectively mapped the human genetic code, the man who was arguably most responsible for the achievement was not in the room. The man, Michael W. Hunkapiller, was home with chicken pox.
+He didn't mind too much, though. He has never sought the limelight.
+Yet it was his company, PE Biosystems, that designed the high-speed DNA sequencers used to unravel the human genome. And it was Dr. Hunkapiller, along with his boss, Tony L. White of the PE Corporation, the parent company, who thought to set up Celera Genomics and have it use 300 of the new machines to sequence the genome years ahead of the publicly financed Human Genome Project.
+The public project responded by stepping up its own pace and buying about 200 of PE's machines. Dr. Hunkapiller, in short, had set off an arms race in which he was the arms merchant. And while Celera and its outspoken president, J. Craig Venter, got the attention and a spot on the dais with President Clinton, PE Biosystems and the quiet Dr. Hunkapiller made the money.
+Much as Cisco Systems did with the Internet, PE Biosystems -- which is changing its name back to Applied Biosystems -- has emerged as by far the leading supplier of equipment to the exploding genomics industry.
+The company -- like Celera, a subsidiary of the PE Corporation with its own tracking stock -- controls at least two-thirds of the market for gene sequencers. It is also the leading supplier of equipment used for one of the fundamental processes in biotechnology, the amplification and detection of DNA by polymerase chain reaction, or P.C.R. And it is in the early lead for machines used to analyze proteins, a field known as proteomics. That field is expected to be the next big thing after genomics, because it will help researchers better understand what all those genes, which guide the body's production of proteins, actually do.
+''There used to be a saying in the computer business that no one ever got fired for buying I.B.M.,'' said Lawrence S. Schmid, president of Strategic Directions International, a market research company in Los Angeles that tracks the analytical instrument industry. ''The same is true with PE.''
+INDEED, customers and competitors often refer to PE as the Microsoft of genomics equipment, not only because of its commanding position but also for what they see as its aggressive tactics. And if PE is the Microsoft, then Dr. Hunkapiller, whose doctorate is in chemical biology from the California Institute of Technology, is the Bill Gates, a man most comfortable discussing the intricacies of technology but able to transform himself into a respected, shrewd and tough businessman.
+Customers say, only half-jokingly, that when the company operated as Applied Biosystems Inc., the initials A.B.I. stamped on its machines stood for ''arrogance beyond imagination.'' Rivals say the company uses its powerful patent portfolio and frequent lawsuits as cudgels to stave off competition or to force others to license technology it needs.
+And some critics say that until it introduced its powerful Model 3700 sequencers two years ago, the company, facing little competition, had kept its prices high and improved its machines only slowly.
+''I think the genome project could have gone ahead faster if they had made the capabilities of the system available sooner,'' said Clark Tibbetts, a scientist at Virginia Tech. Several years ago, while at Vanderbilt University, Dr. Tibbetts took matters into his own hands by modifying a sequencer to quadruple its speed.
+Any company being compared to Microsoft has to be aware of antitrust concerns.
+PE recently dropped plans to acquire a smaller company, Third Wave Technologies, saying the Justice Department's antitrust review was taking too long. In 1998, PE had to divest some patent rights to clear another acquisition. The Justice Department would not comment. And after PE sued two of its largest competitors, contending patent infringement, those rivals countersued, contending antitrust violations.
+The Department of Health and Human Services, meanwhile, is investigating whether federal funds were used in the invention of the first automated DNA sequencer at Caltech in the 1980's. If federal funds were used, PE might have to give the government a discount on gene sequencers or share the patents more widely. Federal officials are also looking at whether someone other than those listed on the patent might have invented the machine. If so, the patent could be invalidated.
+Dr. Hunkapiller, 51, one of the inventors at Caltech, said the invention issues had already been examined by Caltech and by various patent offices. He said the Justice Department had told his company that it was not under investigation. And both he and Caltech said that while the university received some federal financing, it was not until the sequencer had already been invented.
+In any case, he said, PE already gives the government a discount and licenses its technology to others.
+''Despite that, we have very strong market shares,'' he said. ''We don't apologize for that.''
+He said the federal investigations had been stirred up by people who resented Celera's competing with the public genome project or by companies sued by PE. ''There are people out there who don't like paying licenses for technology they do not own,'' he said.
+SECURITIES analysts dismiss the Caltech issue. Virtually all those who follow PE recommend its shares, agreeing with company projections that it will be able to maintain the 20 percent annual revenue growth it has recorded since 1993. Profits are also expected to grow at that pace.
+''PE Bio is the best of breed,'' said Winton Gibbons, an analyst at William Blair & Company in Chicago. The company's stock is up 176 percent over the last 12 months, though it is down by almost half from its peak in March, to $81.
+Still, the going could get tougher, now that the mapping of the genome is nearly finished. PE sold 1,100 new Model 3700 sequencers at $300,000 apiece in a single year, adding about $300 million to revenues. Now the arms race seems likely to subside.
+''The real game is not more sequencing,'' said Michael McKenna, vice president for operations at the CuraGen Corporation, a genomics-based drug development company. ''The real game is seeing which genes are drug targets. It's a completely different set of tools.''
+PE officials say sequencers will still be needed for the genomes of other organisms, for DNA fingerprinting in forensics and for finding differences among human genes that can help diagnose diseases. Moreover, each Model 3700 automated sequencer uses as much as $100,000 of chemicals a year, providing a continuing income stream. While PE will not be able to keep selling 1,000 high-end machines a year, it expects its overall sequencing business to keep growing.
+Analysts say sequencers account for 40 to 45 percent of PE's revenue, which is expected to total about $1.4 billion for the fiscal year that ended in June. Parts of the polymerase chain reaction business are growing even faster, said Eric Schmidt, an analyst with SG Cowen. And Celera, which raised $1 billion in a March stock offering, plans to spend a big chunk of it on proteomics equipment being developed by PE Biosystems.
+Still, PE is not likely to be as dominant in proteomics. And technology is evolving rapidly: start-up companies have developed chips as small as postage stamps that can analyze thousands of genes at a time or perform complex chemical analyses. Such chips could undermine PE's bigger instruments, just as personal computers undermined I.B.M.'s mainframes and the Internet threatens Microsoft's dominance.
+So PE, which is behind in developing such chips, has entered into more than 20 alliances with companies ranging from 3M to start-ups like Illumina and Aclara BioSciences.
+''It's critical for our growth that the start-ups, the new ideas, come to us first,'' said Michael Albin, vice president for science and technology.
+Indeed, PE has long been adept at licensing technology from others. Even the powerful new sequencers used in the genome project were developed in good measure by Hitachi. PE's sales force and financial strength make the company an attractive partner, and it excels in the combination of chemistry, biology, engineering and software needed to turn raw ideas into usable products.
+Applied Biosystems was founded by venture capitalists in 1981 to commercialize technology from the laboratory of Leroy Hood, then a Caltech professor and a pioneer in the automation of genomics. Two Hewlett-Packard executives, Sam H. Eletr and Andre Marion, were recruited to run the company, and they in turn recruited Dr. Hunkapiller, Dr. Hood's right-hand man. Starting in research and development, Dr. Hunkapiller rose to head of the company in 1995. ''Mike has really given the vision to the company,'' said Mr. Marion, who retired in 1995.
+Dr. Hunkapiller is a man of few words, rarely shooting from the hip or showing his emotions. But while outsiders can be put off by his bluntness, his engineers seem to idolize him for his lack of airs and the creative atmosphere he has fostered at the company's sprawling campus here, next to San Francisco Bay.
+''Mike is in a cubicle at the end of the hall,'' Dr. Albin said. ''If you want to walk up to Mike, you walk up to Mike.''
+Despite his terseness, Dr. Hunkapiller was a star debater in his high school in Seminole, Okla., having been coached by another debater from the school, David L. Boren, who later became a United States senator and governor. And that skill shows up in negotiations.
+''If he believes in something, he'll argue it, argue it,'' said John H. Richards, a close friend who was Dr. Hunkapiller's thesis adviser at Caltech. ''He doesn't give up.''
+Not that Dr. Hunkapiller is all work and no play. In fact, he plays soccer at lunchtime nearly every day. He is a ''Star Trek'' fanatic who owns videos of every television episode and movie. And he is a fervent Dallas Cowboys fan who was thrilled when his company arranged to have the former quarterback Roger Staubach, whom he had never met, deliver a videotaped greeting for his 50th birthday.
+After graduating from Oklahoma Baptist University, Dr. Hunkapiller went on to get his doctorate at Caltech and then moved to Dr. Hood's lab.
+It was there that Dr. Hunkapiller and others, including his younger brother, Tim, made the key invention of attaching different colors of fluorescent dyes to the four different chemical units in the genetic code, allowing the sequence to be read by machine.
+From the start, Applied Biosystems outran or outlasted bigger competitors like DuPont, EG&G and Beckman Coulter.
+The company has been helped by its control of the key Caltech patents. Normally, a company would not be obligated to license patents to anyone. But the agreement with Caltech requires PE to license the DNA sequencer patents to others on reasonable terms. Dr. Hunkapiller said the company has abided by this but added, ''reasonable, from our perspective, doesn't mean free.''
+Rivals say PE drives a hard bargain and plays its patent hand brilliantly. Hitachi, the Japanese electronics giant, could not come to terms on a license. ''There were many attempts to license it and cross-license it throughout the years,'' said Mark McDonald, president of Hitachi Instruments.
+But by 1997 or so, a huge threat was developing. A Silicon Valley start-up called Molecular Dynamics was developing a high-capacity sequencer called the MegaBace that could run rings around anything PE offered at the time. Molecular Dynamics found PE's asking price for a patent license prohibitive. But Molecular linked up with -- and was eventually acquired by -- a company called Amersham Pharmacia Biotech that had wrestled a patent license from PE in exchange for giving PE rights to a key enzyme used in the sequencers.
+Faced with the MegaBace threat, PE turned to Hitachi for the technology to build its own high-capacity machine, the 3700.
+But the MegaBace beat the Model 3700 to market by months. Amersham's first big customer was Incyte Pharmaceuticals, a genomics company that had grown impatient with what it saw as PE's slowness in introducing new technology. Some customers say the MegaBace, which cost less, is more flexible and reliable than the 3700.
+''We have struggled extensively with the reliability'' of the 3700, said Elaine R. Mardis, assistant director of the genome sequencing center at Washington University in St. Louis, which has machines from both makers. Dr. Mardis said she had to fly to California with records of machine's downtime to get PE to provide more service technicians. ''It's not 'The customer is always right,' '' she said of PE's attitude. ''The customer is always wrong.''
+Susan Eddins, product manager for the Model 3700, said early service problems arose because the company had been overwhelmed by orders. ''When this thing first came out, it was really insane,'' she said. ''We took our service guys to the limit.'' Service, she said, has improved since then.
+Ms. Eddins also said the company's reputation for arrogance was unjustified and arose because customers expected customized machines, which PE could not reasonably provide.
+''They don't understand that we put out 5,000 boxes a week,'' she said.
+DESPITE Amersham's lead in getting the MegaBace to market, PE's 3700 could work with less pure samples of DNA and was more automated, able to run all day and night without human intervention.
+It thus became the machine of choice for the 24-hour-a-day DNA crunching at Washington University and at three of the other four centers that did most of the public Human Genome Project, even though many of its scientists would have preferred not to buy from the company that financed Celera.
+Still, Amersham Pharmacia, a joint venture of Nycomed Amersham of Britain and Pharmacia, the drug company, has provided the most significant competition to PE in years. It sold 288 MegaBace machines last year, giving it about 20 percent of the high-end market -- more if Celera's 300 machines were excluded from PE's sales of 1,100 machines. One of the five centers of the Human Genome Project, as well as companies like CuraGen and Incyte, now called Incyte Genomics, uses Amersham's machines exclusively.
+Amersham and PE are locked in a nasty patent lawsuit over technology, although in this case it was prompted by Amersham withholding a license from PE.
+PE is also in a battle with MJ Research of Waltham, Mass., the leading competitor in equipment used to prepare DNA for the sequencing machines, which is often done by using the polymerase process. PE wants all makers of machines to buy a P.C.R. license. But MJ has refused, saying its machines can be used for other processes. It is countersuing on antitrust grounds.
+Just this month, PE filed a patent infringement suit against Affymetrix, the leader in gene chips.
+While Dr. Hunkapiller has been with Applied Biosystems nearly from the start, the company's transformation to a powerhouse was completed by Mr. White, the head of the parent company.
+In 1993, Applied Biosystems was acquired by Perkin-Elmer, the old-line scientific instrument company in Norwalk, Conn., that had rights to the polymerase technology. Mr. White took over as chief executive at Perkin-Elmer in 1995 and focused the company on life sciences. Last year, he sold off the mainstay but stagnant analytical chemistry business to EG&G, which then renamed itself PerkinElmer Inc.
+Mr. White's company, meanwhile, became the PE Corporation, with no stock of its own but two divisions with tracking stocks -- PE Biosystems and Celera. Now, because of confusion with PerkinElmer, PE Biosystems is changing its name back to Applied Biosystems, pending shareholder approval this fall. The PE Corporation is contemplating a name change, too.
+Mr. White said that one reason for setting up Celera, which sells genomic information, was concern that the instrument business might be ''marginalized'' in the long run, with the real money being made in using the instruments to study genes or to make drugs.
+But the move is risky in that PE Biosystems, through Celera, is now competing with its own customers. Company officials say Celera was not favored in shipments or service.
+Still, Mr. White talks about Celera, which is based in Rockville, Md., having ''first mover advantage,'' because it gets to look at the machines while they are still in development. PE expects to benefit as well, using genetic information from Celera to design genetic test kits.
+So far, though, rather than hurting sales to other customers, the formation of Celera has spurred them. ''It woke up the industry,'' Mr. White said.
+Dr. Hunkapiller said he did not necessarily think that Celera's formation would provoke the public genome project into buying so many PE machines. ''We certainly didn't get into it with that intention,'' he said. ''It just happened.''
+SOME people at PE Biosystems say the company in general, and Dr. Hunkapiller in particular, should have received more recognition at the White House ceremony. Dr. Hunkapiller said he felt bad for his employees but not for himself.
+The positive side to his being ill was that his daughter, Kathryn, a biologist who works for Celera, got to go in his stead.
+''He just doesn't care,'' his brother Tim said. ''Maybe deep down there's some little twinge. But he doesn't express it.''
+Photograph Michael W. Hunkapiller, president of PE Biosystems, with his company's DNA sequencer used to unravel the human genome. (Randi Lynn Beach for The New York Times)(pg. 1); Rivals say Michael W. Hunkapiller, president of PE Biosystems, drives a hard bargain and uses the leverage gained from patents brilliantly. (Randi Lynn Beach for The New York Times)(pg. 12)
+Graph ''Cornering the Code''
+PE Biosystems is a leading supplier of equipment to the genomics industry. The company, which designed the DNA sequencers that were used to map the human genetic code, is expected to maintain its steady growth even as the needs of the industry change.
+Graph tracks sales and net income since 1995.
+Graph tracks stock price since July 1999.
+Market Share
+DNA SEQUENCER VENDORS
+Total market: $600 million
+PE Biosystems -- 68%
+Amersham Pharmacia Biotech -- 16%
+Others -- 16%
+DNA AND PROTEIN ANALYSIS EQUIPMENT
+Total market: $3.7 billion
+PE Biosystems -- 29%
+Bio-Rad -- 5%
+Waters -- 5%
+Amersham Pharmacia Biotech -- 14%
+Others -- 47%
+*Fiscal years ended June 30.
+(Sources: Company reports; Bloomberg Financial Markets; Strategic Directions International Inc.)(pg. 12)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Microsoft+%28and+Gates%29+of+the+Genome+Industry&title=New+York+Times&issn=03624331&date=2000-07-23&volume=&issue=&spage=3.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 23, 2000","By 1997 or so, a huge threat was developing. A Silicon Valley start-up called Molecular Dynamics was developing a high-capacity sequencer called the MegaBace that could run rings around anything PE offered at the time. Molecular Dynamics found PE's asking price for a patent license prohibitive. But Molecular linked up with -- and was eventually acquired by -- a company called Amersham Pharmacia Biotech that had wrestled a patent license from PE in exchange for giving PE rights to a key enzyme used in the sequencers. Still, Amersham Pharmacia, a joint venture of Nycomed Amersham of Britain and Pharmacia, the drug company, has provided the most significant competition to PE in years. It sold 288 MegaBace machines last year, giving it about 20 percent of the high-end market -- more if [Celera]'s 300 machines were excluded from PE's sales of 1,100 machines. One of the five centers of the Human Genome Project, as well as companies like CuraGen and Incyte, now called Incyte Genomics, uses Amersham's machines exclusively. [Michael W. Hunkapiller], president of PE Biosystems, with his company's DNA sequencer used to unravel the human genome. (Randi Lynn Beach for The New York Times)(pg. 1); Rivals say Michael W. Hunkapiller, president of PE Biosystems, drives a hard bargain and uses the leverage gained from patents brilliantly. (Randi Lynn Beach for The New York Times)(pg. 12)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 July 2000: 3.1.",11/23/20,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,431491958,"United States, New York, N.Y.",English,23-Jul-00,Genomics; Personal profiles; Human Genome Project,New York Times,Feature,,,,,,,
+Renault Pins Its Survival on a Global Gamble,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/renault-pins-survival-on-global-gamble/docview/431496144/se-2?accountid=14586,"LOUIS SCHWEITZER does not look like a gambler.
+Tall and lanky, a kind of Gallic Abe Lincoln, Mr. Schweitzer, 57, is a grandnephew of Albert Schweitzer and a distant cousin of Jean-Paul Sartre. Like many of the business elite of France, he is a product of L'Ecole Nationale d'Administration; he was chief of staff in the 1980's for Prime Minister Laurent Fabius, now the finance minister, and still enjoys good political connections. Mr. Schweitzer is, in short, the very model of French establishment probity.
+Yet he now finds himself chairman and chief executive of the auto giant Renault, which likes to boast that it was built on a bet. In company lore, its founder, Louis Renault, started by winning a wager in 1898 that a Renault with an innovative crankshaft could beat a car with a bicycle-like chain drive, common at the time, up a winding road in Montmartre. Renault won.
+So Mr. Schweitzer has become a gambler of sorts, too. Last year, he flew to Japan to sign a $5.4 billion deal to acquire a controlling stake in Nissan Motor after DaimlerChrysler had rejected the carmaker as unsalvageable. Mr. Schweitzer is wagering that a restored Nissan will become a solid partner in a globe-circling alliance.
+Nor is Nissan his only high-stakes wager. In 1996, he ventured into Latin America, building a $1 billion factory in Brazil, the first that Renault had built anywhere in 20 years, to make its successful Megane sedan. Last year, he paid $50 million for 51 percent of the Romanian carmaker Dacia, to gain a steppingstone into Eastern Europe. He also struck a deal to manufacture Renaults in an idle factory near Moscow. And this year, he bought a controlling stake in Samsung, the bankrupt South Korean carmaker.
+In the process, he has focused Renault on cars. First, he unloaded the company's foundry, bus-making divisions and Renault Automation, which makes auto factory equipment, to Fiat. In April, he sold the industrial vehicles division to Volvo, while taking a 20 percent stake in that company.
+What is sobering, however, is that Renault has often lost on its biggest bets. In 1987, not long after Mr. Schweitzer joined the company, a strategy to enter North America by acquiring American Motors went sour. Six years later, after Mr. Schweitzer had become chairman, a marriage he had arranged with Volvo collapsed.
+Never before, moreover, has the company had more at stake. If Mr. Schweitzer's bets do not pay off, Renault risks falling prey to a takeover, or being forced into a humiliating surrender of independence. Renault was nationalized after World War II, and while part of it was sold to private investors in the 1990's, the government retains 44 percent. Would the government stay neutral if the independence of such a national institution were threatened?
+Renault once believed that the future belonged to the swift, not to the big. Today, Mr. Schweitzer says the world auto industry will one day be dominated by a half-dozen giants, like General Motors, Ford Motor, Toyota Motor, Volkswagen and DaimlerChrysler. He wants Renault to be one of them.
+''If Renault survives, it will be one of the great world carmakers,'' said Elie Cohen, a leading French economist. ''If it fails, it will disappear.'' Mr. Cohen, echoing other experts, said Renault was, in a sense, ''condemned to take important risks, if it wanted to have a chance at survival.''
+The challenges are enormous. In Romania, economic progress has been dismal; at Samsung, Renault's reorganization has yet to begin. But the biggest test, most experts agree, will be in Japan. If Nissan, a stumbling, debt-ridden company, fails to revive in Japan and in the United States, the burden on Renault could prove unsustainable.
+''The future of Renault is being played out in Tokyo,'' Mr. Cohen said.FEW people would have predicted all this when Mr. Schweitzer took over in 1992. Then, Renault was struggling with bad quality, a narrow product line and an overreliance on the French market. A few years before, without huge infusions of taxpayer money, Renault would have gone under or been taken over -- if anyone had wanted to buy it.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Renault+Pins+Its+Survival+on+a+Global+Gamble&title=New+York+Times&issn=03624331&date=2000-07-02&volume=&issue=&spage=3.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 2000","Mr. Schweitzer said he wanted to emphasize different Renault brands in different markets, making Renault strongest in Europe and Latin America; Nissan (and its Infiniti luxury division) in North America; Nissan and Samsung in Asia; and [Dacia] in Eastern Europe and emerging markets. It is not a novel recipe. Volkswagen supplemented its VW and Audi brands by snapping up Skoda in the Czech Republic and Seat in Spain. Yet unlike Volkswagen's cars, Renault's brands do not compete with one another. ''Why buy a Volkswagen at German prices,'' Mr. [Elie Cohen] said, ''when you can get a Skoda, the same car, at Czech prices?'' Mr. Schweitzer says Renault's plans are on track, though much work remains. In Europe, Renault and Nissan have begun melding their sales organizations, but the bulk of reorganization is still ahead at Dacia and Samsung. In Latin America, Nissan models will be produced at Renault plants, and Mr. [Carlos Ghosn] says that by 2010 he wants 10 common platforms, or underbodies, so that the companies can build Renaults and Nissans everywhere, while maintaining the look, feel and identity of their separate brands. Nissan alone currently has some two dozen platforms, none of them shared with Renault or other brands. [LOUIS SCHWEITZER], chairman of Renault, in his Paris office with a model of the Koleos, a concept car. He is trying to make the company a global auto power through acquisitions and an internal reorganization. (John Giannini for The New York Times)(pg. 1); Carlos Ghosn, who joined Renault in 1996 with a mandate to cut the automaker's costs, is seen as the likely successor to the chief executive. (John Giannini for The New York Times); [Patrick Le Quement], Renault's chief designer since 1987, earned a reputation for daring at Ford Motor and Volkswagen in the 1980's. (Benoit Chimenes/Renault Presse)(pg. 6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 2000: 3.1.",11/15/17,"New York, N.Y.",,"Tagliabue, John",New York Times Company,,Newspapers,431496144,"United States, New York, N.Y.",English,2-Jul-00,Automobile industry; Chairman of the board; Corporate reorganization; Acquisitions & mergers,New York Times,News,,,,,,,
+Switching Gear May Lift Prospects For an Array of Miniature Machines,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/switching-gear-may-lift-prospects-array-miniature/docview/431435248/se-2?accountid=14586,"Since the beginning of the computer age, microprocessors have been transforming mankind's machines, endowing them with memory, flexibility, precision and the ability to share information.
+Now, miniaturized machines, reduced to microchip dimensions, are working alongside or in place of the processors.
+These tiny devices known as MEMS, for microelectromechanical systems, include valves, levers, motors and microphones. In the form of tiny sensors, millions of MEMS have already made their way into products like automotive air bags, ink-jet printers and disposable blood pressure analyzers.
+These days, though, the MEMS spotlight is on minuscule mirrors and the central role they may soon play in communications. Various companies are introducing MEMS-based switches to control the paths of lightwaves through the rapidly expanding networks of optical fiber cables that make up the Internet's backbone. By bouncing the lightwaves off MEMS mirrors instead of running them through electronic switches, networks could improve Internet efficiency.
+''This could be the true validation of the technology,'' said Robert L. Bratter, president and chief executive of Cronos Integrated Microsystems, a designer and maker of MEMS components based in Morrisville, N. C.
+JDS Uniphase, a rapidly growing telecommunications equipment supplier in Nepean, Ontario, near Ottawa, is certainly betting on it. Last month the company agreed to buy Cronos for $750 million in stock -- a rich price for a start-up with annual sales of only about $10 million.
+Another MEMS player is Nortel Networks, one of North America's largest and oldest makers of telecommunications gear. Nortel agreed in March to pay $3.25 billion in stock for Xros Inc., a start-up in Sunnyvale, Calif. Although Xros has no sales yet, it does have a MEMS design for big network switches.
+A week later, Nortel snapped up CoreTek, a start-up in Wilmington, Mass., that uses MEMS in the design of lasers that can be tuned to send signals of different wavelengths through optical networks. CoreTek investors will get up to $1.43 billion in Nortel shares if CoreTek meets certain development milestones.
+Meanwhile, Nortel's main rival, Lucent Technologies -- North America's largest manufacturer of telecommunications equipment -- has announced commercial availability of its first large MEMS switch. Last month, Lucent signed Global Crossing as its first customer.
+Success for MEMS in the optical communications market would finally dispel the aura of failed promise that settled over MEMS a decade ago after early missteps and a naivete about how fast the technology would take hold.
+MEMS advocates recall a surge of interest in the 1980's, which they say brought a flood of publicity to brilliant, but useless, creations. For example, Nippondenso, a Japanese affiliate of Toyota, assembled several MEMS devices into a model car the size of a grain of rice.
+Other heralded visions that have still not yielded real products include fuel cells on a chip; minuscule implant pumps for extremely accurate drug delivery; and battlefield surveillance systems small enough to drift around like dust particles.
+But if some of the most dazzling visions have yet to materialize, many technology experts continue to foresee a revolutionary role for MEMS. MEMS have recently shown up in devices as diverse as movie projectors, DNA analysis kits, braking systems and airspeed indicators.
+''The field is diversifying very rapidly,'' said William Trimmer, vice president of technology for Standard MEMS, a MEMS maker in Burlington, Mass.
+What is more, if manufacturers of MEMS switches show they have successfully met the telecommunications industry's demanding standards for reliability, programs to develop other MEMS products should encounter less skepticism, predicts David Honey, photonics program manager for the Defense Advanced Research Projects Agency of the Defense Department, which has been a major financer of MEMS research.
+One big challenge for MEMS is that while the devices are often made with the same equipment and methods as are microprocessors, they have to be designed and packaged differently for every new application. As a result, most of the scores of products already on the market have been aimed at narrow niches. And only a handful are currently profitable, according to Roger H. Grace, a San Francisco consultant who has tracked MEMS businesses for more than a decade.
+The bumpy path MEMS have taken from the laboratory to commerce might have been predictable. Lasers and robots -- two other inventions that inspired dreams of transforming the world -- took a similar route.
+Even though lasers are now everywhere -- used in scanners, medical equipment and home entertainment devices like CD players -- only a handful of the companies that made lasers managed to grow into publicly held ventures, and none of them became household names among investors.
+Robotics is commonplace today in industrial applications like assembly, welding, painting and packaging, but most of the major pioneers went bankrupt, or survive as small divisions or affiliates of companies like General Electric or ThyssenKrupp of Germany.
+MEMS manufacturers see a potential home run in switches because fiber optics has become the backbone of modern communications networks, with pulses of light representing the off-and-on binary code of digital information.
+Without MEMS, directing those light pulses toward their destination and balancing the traffic has required converting the light to electrons at network junctions, routing the electrons through switches, then translating them back into lightwaves to continue down their new path. The new MEMS devices can eliminate this double translation process by enabling the switching station to simply bounce the light signals to their new network pathway.
+With companies talking about the need to keep up with Internet traffic -- WorldCom says it must add the equivalent of its entire 1998 network every month by next year -- MEMS switches could become a billion-dollar market by 2003, according to industry analysts.
+Communications companies say MEMS switches are attractive not just for their reduced power demands and compact size but for ''scalability.'' Currently, when a fiber optic cable carrying dozens of different wavelengths of light reaches an electronic switch, each wavelength must take a different path through the switch. As optical cables evolve to handle more and more wavelengths, which is crucial in expanding capacity, electronic switches must be reconfigured or replaced. But the newest MEMS switches, once installed, can redirect 10 wavelengths or hundreds without needing to be changed or expanded.
+''The Holy Grail has been to put something in the network that has a long life span,'' said Jack Wimmer, vice president for network technology and planning at WorldCom, adding that MEMS devices could be widely deployed next year if they prove to be reliable in testing this year.
+The simplest MEMS switches are like gates. When the mirror is in its open position, the signal passes through uninterrupted; when it pivots or is pushed into the signal path, the signal is deflected.
+The limitation in such designs is that each mirror in the array pivots on a single axis. That means everything must be switched to destinations in a single plane. Picture a flat city grid with every avenue having a pop-up barrier at each intersection, capable of diverting traffic down any side streets. The traffic can be rerouted, but only on the plane of the city's streets.
+A newer, somewhat more expensive design uses arrays of pinhead-size mirrors that can pivot on two axes simultaneously. The forward-backward tilt can be controlled separately from the left-right tilt. The tilting is controlled by electrical charges, but the principle is the same as in the children's game in which one tries to roll a ball past holes and through a maze by using two knobs to control the pitch of the playing surface. Instead of a mirror at every intersection, each avenue now has a single mirror that can direct traffic to multiple destinations in more than one plane.
+In principle, such switches could be easily scaled up to direct thousands of incoming signals to thousands of destinations. In practice, since many signals at different wavelengths are traveling simultaneously down each fiber, the MEMS package requires a device that separates the arriving wavelengths and directs each to a different mirror so that it can be switched to its specific destination. The system also requires a similar device to intercept and rebundle the switched signals so that each outgoing fiber also carries as many different wavelengths as possible.
+The development challenges and the absence, so far, of a successful track record mean that MEMS could once again fail to live up to expectations. And the makers of MEMS optical switches risk confusing customers with their competing designs.
+''Two or three will emerge as the industry standard in time, but I expect seven or eight to be out there next year,'' said Kathleen C. Szelag, vice president for marketing for Lucent's Optical Networking Group.
+In addition, electronic processors continue to plummet in price and increase in speed, which means that the electronic switching technology that MEMS designers hope to supplant is far from obsolete.
+MEMS will also have to compete with other optical technologies. Agilent Technologies, a subsidiary of Hewlett-Packard, surprised a major optical products trade show in Baltimore in March with a new system capable of switching wavelengths of light from one fiber to another by bouncing them off bubbles in a grid of liquid. Tiny changes in heat cause the bubbles to form or disappear in five milliseconds. The grid can handle 512 wavelengths simultaneously.
+MEMS advocates say the bubble technology has several drawbacks, including a need for much more power. But investors apparently listened to the company's case that similar technology had proved to be reliable for years in Hewlett-Packard's bubble-jet printers and could be easily manufactured. Agilent's stock soared 47 percent the day after the announcement. Alcatel of France, Europe's second-largest telecommunications equipment company, has signed an agreement to work on developing the bubble technology.
+''We are very interested in MEMS, but we are also talking with vendors of about half a dozen other optical switching technologies,'' said Mr. Wimmer of WorldCom.
+If MEMS switches take over the market the next few years, it may be just in time for their creators to start worrying about yet another competitor for their flexible mirrors and other chip-based machines. In the field of nanotechnology, researchers have already begun exploring the theoretical advantages of far smaller devices built from handfuls of atoms and molecules. If their work pans out, the next step could be switches and other machines invisible to the naked eye.
+Photograph Robert L. Bratter, left, chief executive of Cronos Integrated Microsystems, in a Cronos plant where MEMS, or microelectro mechanical systems (shown above through the eye of a needle), are made. (Karen Tam for The New York Times); A MEMS device used in telecommunications is made up of arrays of minuscule mirrors like the one at right. These reroute signals from one set of fiber optic lines to another. (pg. C1)
+Chart ''The Microdevice Market''
+The methods used for making computer chips -- building up and etching layers of material on a silicon wafer -- are being used to create a wide variety of electro-mechanical and electrochemical devices. The market for these devices is expected to double to more than $30 billion by 2004.
+ESTIMATED MARKET SHIPMENTS ($ BILLION)
+INFORMATION TECHNOLOGY AND PERIPHERALS
+Print heads, disk drive read/write heads
+2000: $8.7
+2004: $13.4
+MEDICAL AND BIOCHEMICAL
+Blood pressure monitors; neonatal care
+2000: 2.4
+2004: 7.4
+AUTOMOTIVE
+Air bag sensors; pressure sensors
+2000: 1.3
+2004: 2.3
+INDUSTRIAL AND AUTOMATION
+Pressure sensors; vibration sensors
+2000: 1.2
+2004: 1.9
+ENVIRONMENTAL MONITORING
+Gas and chemical sensors for water and air
+2000: 0.5
+2004: 1.8
+TELECOMMUNICATION
+Optical switches and other components
+2000: 0.1
+2004: 3.7
+(Source: Roger Grace Associates)(pg. C1)
+Chart ''Redirecting Light with Tiny Mirrors''
+Researchers have developed optical switches that use tiny electro 2/3mechanical mirrors to steer light. Such devices would allow fiber-optic networks to handle higher volumes of data and voice traffic than would be possible using electronic components. Here is a MEMS design used by Lucent Technologies.
+WHAT IT DOES
+Called an optical cross connect, it allows light from any one of 256 optical input fibers to be routed to any one of 256 output fibers.
+HOW IT WORKS
+1. Light coming in through an optical fiber is focused at a MEMS mirror. Tipped at a slight angle, the mirror redirects the light to another MEMS mirror and out a different fiber.
+2. By changing the angle of the MEMS mirrors, the light is sent in a different direction and out a different fiber.
+ADVANTAGES
+Currently, switches must convert light into an electronic digital signal, redirect it, then convert it back into light, a process that is slower and vulnerable to signal loss. In addition, optical switches use less power and can be expanded without replacing existing equipment. (Source: Lucent Technologies' Bell Labs)(pg. C4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Switching+Gear+May+Lift+Prospects+For+an+Array+of+Miniature+Machines&title=New+York+Times&issn=03624331&date=2000-05-08&volume=&issue=&spage=C.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 8, 2000","These tiny devices known as MEMS, for microelectromechanical systems, include valves, levers, motors and microphones. In the form of tiny sensors, millions of MEMS have already made their way into products like automotive air bags, ink-jet printers and disposable blood pressure analyzers. These days, though, the MEMS spotlight is on minuscule mirrors and the central role they may soon play in communications. Various companies are introducing MEMS-based switches to control the paths of lightwaves through the rapidly expanding networks of optical fiber cables that make up the Internet's backbone. By bouncing the lightwaves off MEMS mirrors instead of running them through electronic switches, networks could improve Internet efficiency. Another MEMS player is Nortel Networks, one of North America's largest and oldest makers of telecommunications gear. Nortel agreed in March to pay $3.25 billion in stock for Xros Inc., a start-up in Sunnyvale, Calif. Although Xros has no sales yet, it does have a MEMS design for big network switches.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 May 2000: C.1.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,431435248,"United States, New York, N.Y.",English,8-May-00,Microelectronics; Miniaturization; Fiber optic communications; Communications networks,New York Times,Feature,,,,,,,
+"Nine Lives, Nine Memories","New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nine-lives-memories/docview/431415336/se-2?accountid=14586,"NEARLY every morning for 18 years, Millie Beener has descend ed the five steps from her house, taken two subways into Manhattan, pulled open the stage door of the Winter Garden Theater, loaded about 30 sweaty cat costumes into the washing machine, poured in the detergent and started the gentle cycle.
+This is the work that enabled Ms. Beener to hang a chandelier in every room of her beloved brick home in the Bronx, to put her granddaughter through law school and to save up enough money to pay for the eventual college tuition and weddings of her two great-grandchildren.
+When ''Cats'' closes, as it is scheduled to do in June, it will not only be the end of the longest-running musical on Broadway, a show that has grossed more than $1 billion in the United States and Canada. It will also conclude an unusual chapter in the lives of those who have been associated with it the longest. For them, ''Cats'' has been precisely what theater rarely is: a steady job in a business in which most shows close within a year, a source of continuity and community in an industry known for transience and fleeting intimacy.
+While most people who have worked with ''Cats'' -- either on or off stage -- have come and gone, there are those who, for all or most of the Andrew Lloyd Webber musical's lengthy run, stayed the course. This is the story of nine of them. Nine lives that became bound up with the production. Although some people came to dismiss the show as a tourist attraction or grist for comedians, for these individuals, the show was a point of pride if only because -- on a career path typically riddled with rejection, disappointment and financial uncertainty -- ''Cats,'' until now, was forever.
+The Dresser
+Born in Savannah, Ga., Ms. Beener landed her first job on Broadway as a dresser in 1968 on ''Mame.'' Now in her 70's -- she won't be more specific -- Ms. Beener has been working backstage ever since, dressing actors and maintaining costumes.
+After ''Mame'' came ''Irene,'' with Jane Powell and then Debbie Reynolds, then ''The Great White Hope'' with Yaphet Kotto. ''Cats'' followed ''Evita.'' ''I was never out of work,'' she said. ''Seemed like folks just liked me.''
+Arriving at the theater between 10:45 and 11:30 a.m., Ms. Beener changes into a button-down shirt, slacks and her own pair of the cat slippers worn by the rest of the cast. She sets about doing her daily six loads of laundry, including towels and washcloths embroidered with each cast member's name, undergarments and the skintight one-piece outfits worn by each cat.
+During performances she helps with quick changes like the one for ''The Old Gumbie Cat'' number when, with her trusty flashlight, Ms. Beener hustles the dancers into their shoes, hats, gloves and leg warmers in the backstage darkness.
+Ms. Beener said she was surprised by the announcement that ''Cats'' was going to close but that she had spent her entire career preparing for such an inevitability. ''I wasn't only looking for today as I was working,'' she said. ''I was looking for tomorrow.''
+Fingering a ''Cats'' Playbill she has saved that is signed by the original cast members, Ms. Beener said she had no intention of retiring but that it would be difficult to approximate her ''Cats'' experience. ''I'm going to miss a whole lot about this,'' she said. ''I'm missing it right now. The shock still has not got out of my system, you know. Eighteen years is a long time to be close to something.''
+The Ticket Taker
+Ken Costigan, 66, has been just about everything you can be in show business: actor, director, producer. But what he has been the longest is a ticket taker at the Winter Garden Theater, a post he has held on and off for 20 years. It means standing a lot, but Mr. Costigan has a stool in the lobby where he can sit and read his murder mysteries during breaks. And the people who come to see ''Cats'' have made his job interesting. ''I enjoy the public and the crowd,'' he said. ''I've always liked the theater.''
+Mr. Costigan grew up in Long Island City, Queens, attended Fordham University and Yale Drama School, and now lives in Manhattan. He has landed a few movie and television roles: the bartender on the ship that blows up in Stanley Tucci's film ''The Impostors'' and the judge who performed Morgan Fairchild's soap opera wedding.
+He has also done some Broadway, as the doctor who takes Blanche DuBois away at the end of Blythe Danner's ''Streetcar Named Desire,'' for example, and as the understudy to the dentist in the Eli Wallach version of ''The Diary of Anne Frank.''
+Taking tickets, Mr. Costigan said, requires its own set of skills. ''Some people try to sneak in,'' he explained. ''You get a second instinct after a while. If someone's trying to pull the wool over your eyes, you spot them.''
+Sometimes people ask him about the history of the Winter Garden Theater, and he is happy to oblige: at the turn of the century, it was a stable. Then it became a theater featuring Al Jolson. When Mr. Costigan started tearing tickets he wore a tuxedo; now the theater's atmosphere is much more casual.
+Although it is hard for Mr. Costigan to imagine coming to work without hearing the opening bars of ''Jellicle Songs for Jellicle Cats,'' he said he was at the Shubert-owned theater before ''Cats'' and hoped to be around long after. ''For us on this side of the wire, it's not bad,'' he said. ''We work for the Shuberts, so it's always another opening, another show.''
+The Musician
+Since Ethan Fein started playing the guitar in the orchestra pit of ''Cats'' when the show opened in New York on Oct. 7, 1982, his other gigs have fallen away as the music business has tightened up. ''I haven't been as busy as I would have liked,'' he said. ''I used to do a lot of weddings, but they stopped calling me.'' This has made Mr. Fein even more grateful for the steady ''Cats'' paycheck, as well as the pension and medical benefits.
+He has also taken on more responsibility; in addition to playing acoustic and electric guitar, he is the orchestra contractor who hires musicians, coordinates substitutes and oversees the payroll.
+And while one might assume that playing the same show over and over could be maddening, Mr. Fein said that it had made him a better musician. ''You have a choice of falling apart and just coasting, or getting better,'' he said. ''And I lucked out. I got better.''
+Mr. Fein varies his routine with other things: teaching guitar, writing a musical version of ''Red Badge of Courage'' and playing in a band called Men Without Hope. Two of the band's most popular songs are ''I'm Bald'' and ''God Is a Dentist.''
+Last year, for Mr. Fein's 50th birthday, the ''Cats'' band bought him a zipper sign that is now posted above his head in the orchestra pit. Mr. Fein punches in the running electronic messages, which lately have included quotations from Bob Dylan (''Oh Mama, can this really be the end?'') and T. S. Eliot, on whose poems the musical is based (''In the room the women come and go, talking of Michelangelo'').
+''We do some things to kill the time,'' he said.
+Because the ''Cats'' orchestra was one of the first to play out of sight -- the band is hidden behind the set -- the 23 pit musicians demanded early on that a photograph of them be posted in the lobby so the audience would know that the music was live. Many of the musicians, like Mr. Fein, have been with the show from the beginning.
+''A couple people have died,'' Mr. Fein said. ''A couple people have disappeared.''
+The Understudy
+For the last 12 years Heidi Stallings has gone on as Grizabella, the glamour cat, under all sorts of difficult circumstances: five minutes before showtime, in the middle of a performance, the night before her father died of heart disease, the night she had to euthanize her cat. She likened her role to that of Mariano Rivera of the Yankees. ''He is not only a relief pitcher, but a closer,'' she said. ''He goes out there to win the game. And that's what I do.''
+While most understudies are on call, Ms. Stallings is one of four ''Cats'' cast members who sing in a backstage booth during every performance to add a fullness and fluidity to the choral parts because the dancing takes a vocal toll on the performers onstage. ''I would rather be in the theater every night than be on a beeper,'' Ms. Stallings said.
+By contrast, her colleague Suzanne Viverito can step in for six roles. She, too, broadened her involvement in ''Cats'' during the last 15 years to become dance captain and assistant stage manager. She auditions potential cast members, teaches new ones their parts and helps maintain the quality of the show.
+Both understudies said they often found themselves defending the musical against what Ms. Viverito called '' 'Cats' bashing.'' Ms. Stallings said it was unwarranted. ''People forget that 'Cats,' like 'A Chorus Line,' changed musical theater,'' she said. ''It's easy to target it or to deride it.''
+As for the future, Ms. Viverito said she planned to take time to ''dream'' and to consider her next move. ''I feel like I'm graduating from 'Cats' College, and I'm looking forward to what's out there,'' she said. ''I haven't auditioned in 15 years.''
+Ms. Stallings, who has spent the last five years exploring animation as a producer and director, was similarly upbeat.
+''As they say, cats have nine lives,'' she said. ''This is another life for me, another beginning.''
+The Carpenter
+Philip Feller comes from a family of stagehands. His grandfather Peter was a stagehand for the Metropolitan Opera and other organizations. His father, also Peter, set up and ran Feller Scenery Studios in the Bronx, where the ''Cats'' set was built, and was the technical supervisor and general contractor for the show. His memorial service was held at the Winter Garden Theater.
+Mr. Feller's brother, also named Peter, owns Feller Precision, which designs and builds remote-control machinery for theatrical scenery and supplied the automation for ''Cats'' in New York and on the road.
+Mr. Feller, 51, was part of the crew that moved the ''Cats'' set into the Winter Garden, an undertaking that lasted about five months and often went into overtime. ''It was the biggest show to date in New York ever,'' he said, ''and probably anywhere else.''
+Mr. Feller, his father and his brother sat in the audience on opening night, which is unusual for stagehands. ''We knew this was big,'' he said. ''It wasn't just big in the technical, physical sense. It was big in that we put 20-hour days into it. We wanted to partake of the joy of that, the completion.''
+With occasional leaves to work on other shows, Mr. Feller has been in the bowels of the Winter Garden night after night, operating the immense tire on which Grizabella rises to ''the heaviside layer,'' or cat heaven. ''I have run the tire more than almost anyone most of the time,'' he said. Having grown up around the theater he has never stopped marveling at the longevity of ''Cats.'' Before he joined the production, he said, he worked on seven musicals in one year, all of which closed within three weeks of opening.
+''Commercial theater is generally so fragile; there had never been anything like 'Cats' before,'' Mr. Feller said. ''There had never been a guaranteed show, so it was like a miracle. You didn't have to think about whether the show was going to close. I needed the stability. I had three children.''
+''Except for the guys who run 'Phantom' and 'Les Miz,' 'Cats' was the first monster,'' Mr. Feller continued, ''the first monster with legs that just went on and on and on.''
+The Choreographer
+''It's sad, of course,'' said Gillian Lynne, the choreographer and associate director of ''Cats,'' who was in town from her home in London for the show's final rehearsal on April 11. ''So many hundreds of people have said to me, 'We won't feel right going down Broadway without seeing those eyes.' ''
+Ms. Lynne has made a point of visiting the New York production at least once a year. When she comes, she sits in the audience and takes notes, then follows up with a rehearsal of sections that need work. ''It's very easy for it to get out of hand because there's so much of it, so much detail,'' she said. ''Human nature is, things slip a little. And people develop their own things. Some of them are wonderful and some of them are terrible.''
+Ms. Lynne describes her annual rehearsals as humbling, given that the cast members tend to treat her with reverence, like royalty. ''They do hang on every single word,'' she said. ''I think to myself, 'You'd better be interesting, Gillian, you'd better be worth all this adulation.' ''
+With all the cast members who have come and gone, Ms. Lynne said it had been impossible for her to remember every name. ''I end up calling everyone Darling,'' she said.
+She said she wanted to make the final rehearsal extra special. ''I want them to go out with a bang,'' she said. ''I want to try to inspire them.''
+At the three-and-a-half-hour workout, Ms. Lynne ran the cast through splashy numbers like ''The Jellicle Ball'' and quiet songs like ''Gus: The Theater Cat,'' pushing the dancers to make certain moments more specific or dramatic. At the end, after the choreographer had gathered the cast in a circle onstage for a final word and been steadily applauded, the stage manager, Paul O'Brien, spoke on behalf of the company. ''Thank you,'' he said, ''for taking care of us.''
+The Fan
+Hector Montalvo first saw ''Cats'' four days after it opened on Broadway. ''Oct. 11, 1982,'' he said. ''I still have the ticket stub.''
+He has seen the show precisely 678 times since. Mr. Montalvo, 42, who sells software at a Comp USA store, attends every Sunday performance. It isn't just that he loves cats. (He lives with two in the Manhattan apartment he shares with his mother.) And he isn't seeking fame, though he was recently the subject of a profile by the cable show ''Comedy Central.'' ''I don't look at myself as a person out to set a record,'' he said. ''I just love the show.''
+In addition to the usual memorabilia, Mr. Montalvo has some rare ''Cats'' collectibles: an alarm clock, a yo-yo, Christmas ornaments. He has two copies of Eliot's ''Old Possum's Book of Practical Cats,'' autographed by every actor who has ever appeared in the New York cast of the show -- more than 250 signatures. He puts out a newsletter, The CATS Meow. He waits outside the stage door to greet cast members and to give them the cartoons he sketches of each one.
+He usually buys standing-room tickets ($15), and the ushers, who know him well, guide him to the empty seats. When the cats prowl the audience during the show, Mr. Montalvo said, they often interact with him. ''Little paw swipes at me, friendly hisses,'' he said. ''If they get close enough, they would do a head rub. One particular actress would swat at me with her tail.''
+He said he had witnessed some bloopers in the show over the years. ''I have stories I could write a book about if I had the right connections,'' he said.
+When the show's closing was announced, Mr. Montalvo said, some of the cast members expressed more concern about him than about themselves, apparently with good reason. ''I felt,'' he said, ''as if a part of me had just died.''
+The Original
+While most Broadway dancers have spent the last 18 years moving from show to show, Marlene Danielle has remained in Room 16 -- the women's dressing room in the Winter Garden Theater -- as the only original cast member. She stayed with ''Cats'' to support her son, now 26, and to build her home in Jersey City and her country house in Pennsylvania, ''making myself secure in my surroundings and being a normal person with a family and garden,'' she said. ''I did this as a job, and I didn't really pursue my career.
+''It's time for me now to focus in on what I would like to do next and be ready for when that day comes.''
+Ms. Danielle said she had written a television pilot called ''Room 16,'' based on her years in the dressing room. ''There's something about the feeling you get when you have 12 women from different walks of life stripping ourselves naked and allowing your innermost insecurities to come out,'' she said. ''You find out how much you're alike or different, and that bolsters you; that enriches you. We mother each other.''
+Ms. Danielle has other projects in mind: a children's book, a documentary on the show's closing days. Her dream, she said, is to portray a female action hero on television or in the movies, ''some kind of Arnold Schwarzenegger thing that exploits the fact that I'm a physically strong person.''
+Looking back, Ms. Danielle -- who started as an understudy and quickly took on her current role of Bombalurina -- said she had no regrets. She is proud of having used each paycheck to turn her beloved country home into a personal spa: one Jacuzzi and Olympic-size equestrian ring down, one miniature-golf range and tennis court to go. All courtesy of ''Cats.''
+''I understand people when they feel they have to go,'' she said. ''But I've been happy. That's not to say I don't want to evolve and do other things. I think that's going to happen.
+''But as far as I'm concerned, I don't feel embarrassed or ashamed to be identified as the cat woman of all time.''
+The Producer
+Philip J. Smith, president of the Shubert Organization, vividly remembers when Trevor Nunn, who originally directed ''Cats,'' came to him and wanted to paint the interior of the Winter Garden black. The theater had just been renovated, using five subtle colors, including beige and gold.
+After much hand-wringing, Mr. Nunn got his black theater. He also got a hole in the ceiling that enabled Grizabella to ascend to the heaviside layer, and a hollowed-out orchestra pit in which to place the hydraulic lift that levitates the tire.
+''Cats'' was the biggest musical ever mounted on Broadway at the time, with a $5.1 million budget now considered modest. Looking back, executives of the Shubert Organization, which helped produce the show and owns the Winter Garden, said that it was worth the risk. '' 'Cats' really was a landmark kind of show in the pop-opera tradition,'' said Gerald Schoenfeld, chairman of the Shubert Organization. Although it had been preceded by Lord Lloyd-Webber's ''Jesus Christ Superstar'' and ''Evita,'' Mr. Schoenfeld said, ''None had the spectacle of 'Cats.' ''
+The show also redefined touring productions, the producers said. Shows used to pass through cities once, but ''Cats'' kept coming back. ''Can you imagine a show returning to a city 15 times?'' Mr. Schoenfeld said. ''That's the history of 'Cats.' ''
+So the gamble has paid off. As of April 16, Mr. Smith said, more than 28 million people had seen ''Cats'' in the United States and Canada. And the show has become a New York institution. ''It's been a part of my life,'' Mr. Smith said. ''Every morning, it's 'Cats.' Every weekend, you looked at the grosses; there was always a 'Cats.' It's sad to feel it's going to be gone. The happiness is, it happened in the first instance and you were some small part of it.''
+During the last few years business began to decline and the executives took a hard look at the bottom line, given that the show needs to earn $300,000 or more a week to break even. ''Over the last year we had good weeks and bad weeks,'' Mr. Smith said. ''There came a point in time when we had only bad weeks.''
+For opening night the producers gave a party for 1,100 people in the grand ballroom of the Waldorf-Astoria Hotel. To celebrate the show's record-breaking 14th year in 1997, when it surpassed ''A Chorus Line'' as the longest-running Broadway musical, the producers closed Broadway outside the Winter Garden and invited all the previous casts and the public to celebrate outdoors. Mr. Smith said he was not sure what they would do to mark the show's final performance on June 25.
+''We have to give that some serious thought,'' he said. ''I don't think this can go quietly. I don't think it should.''
+Still Frisky
+''Cats'' is at the Winter Garden Theater, 1634 Broadway, at 50th Street, through June 25. Performances: Mondays, Tuesdays and Fridays at 8 p.m.; Wednesdays and Saturdays at 2 and 8 p.m.; Sundays at 3 p.m.
+Tickets: $40 to $75. Information: (212) 239-6200.
+Photograph The cast of ''Cats,'' top, in rehearsal and Ethan Fein with his guitar in the orchestra pit of the Winter Garden Theater. Marlene Danielle, right, the only original cast member, applies her makeup for the role of Bombalurina. (Photographs by Jack Vartoogian for The New York Times)(pg. E1); ''Cats,'' Broadway's longest-running show, has been warm milk to Millie Beener, left, the dresser; Philip Feller, a carpenter; and Heidi Stallings, an understudy. (Photographs by Sara Krulwich/The New York Times (above), and Jack Vartoogian for The New York Times)(pg. E6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Nine+Lives%2C+Nine+Memories&title=New+York+Times&issn=03624331&date=2000-04-21&volume=&issue=&spage=E.1%3A1&au=Pogrebin%2C+Robin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,E,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 21, 2000","When ''Cats'' closes, as it is scheduled to do in June, it will not only be the end of the longest-running musical on Broadway, a show that has grossed more than $1 billion in the United States and Canada. It will also conclude an unusual chapter in the lives of those who have been associated with it the longest. For them, ''Cats'' has been precisely what theater rarely is: a steady job in a business in which most shows close within a year, a source of continuity and community in an industry known for transience and fleeting intimacy. While most people who have worked with ''Cats'' -- either on or off stage -- have come and gone, there are those who, for all or most of the Andrew Lloyd Webber musical's lengthy run, stayed the course. This is the story of nine of them. Nine lives that became bound up with the production. Although some people came to dismiss the show as a tourist attraction or grist for comedians, for these individuals, the show was a point of pride if only because -- on a career path typically riddled with rejection, disappointment and financial uncertainty -- ''Cats,'' until now, was forever. Fingering a ''Cats'' Playbill she has saved that is signed by the original cast members, Ms. [Millie] Beener said she had no intention of retiring but that it would be difficult to approximate her ''Cats'' experience. ''I'm going to miss a whole lot about this,'' she said. ''I'm missing it right now. The shock still has not got out of my system, you know. Eighteen years is a long time to be close to something.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Apr 2000: E.1.",11/15/17,"New York, N.Y.",New York City New York,"Pogrebin, Robin",New York Times Company,,Newspapers,431415336,"United States, New York, N.Y.",English,21-Apr-00,Theater -- Cats; Personal profiles; Employees,New York Times,Feature,,,,,,,
+"In East German Soil, Some Companies Thrive:   This article is part of a series on Europe a decade after the fall of the Berlin Wall. Previous articles have looked at key players and at the aftermath for Germany and neighboring countries, and at the lives of Germans who fled and those who stayed behind.","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/east-german-soil-some-companies-thrive/docview/431290087/se-2?accountid=14586,"When the Berlin Wall collapsed 10 years ago, Stephan Schambach was 18 and had never set foot in a capitalist country.
+Karsten Schneider, then 29, worked listlessly at the bloated Kombinat, a huge Communist-era electronics factory in this small city south of Leipzig.
+Today, about their only link to Communism is the name of their software company: Intershop Communications, a name they mischievously lifted from East Germany's old hard-currency stores for foreign tourists.
+''No one remembers who first thought of it,'' Mr. Schneider recalled recently. ''But it seemed perfect.''
+Intershop sales doubled this year to $40 million, and the company employs 500 people worldwide. Its stock, now publicly traded in Germany, has a value of about $2 billion.
+Ten years after the Berlin Wall came down, such buoyancy seems wildly at odds with eastern Germany's enduring image of shuttered factories and stagnant growth. Eastern joblessness is still 18 percent, twice as high as in the west.
+But in the midst of this despair something else has happened. Parts of the east have become magnets for entrepreneurs and high-technology start-up companies. In Saxony, eastern Germany's most populous state, industrial production is climbing at double-digit rates, faster than all of western Germany.
+In Jena the renaissance is striking. The old Kombinat is dead. But the city has been a seedbed for nearly a thousand new ventures in the last few years. Many fizzled, but just as many have taken off, and unemployment, about 20 percent two years ago, is now about 14 percent.
+''I tell my west German friends that we have gone through what they still need to go through,'' said Kurt Biedenkopf, the pro-business premier of Saxony and a westerner himself.
+''East Germany, by reason of its peaceful revolution against an all-powerful state, has unleashed tremendous development,'' he said. ''People here are more adaptable, more elastic. It has been painful and they didn't want it, but it was a consequence of their desire for freedom.''
+The wave of new companies has yet to offset the loss of old industry. Nor has it solved what may be eastern Germany's most intractable problem: high wages. Partly as a result of efforts to equalize pay in the east and the west, hundreds of thousands of low-skilled jobs that might have been ideal for eastern Germany have been lost to lower-cost rivals in the Czech Republic, Poland and elsewhere in Central Europe.
+Indeed, eastern Germany's textile work force of 320,000 before the wall fell now amounts to just 20,000.
+Business leaders here also note that there are big differences between fast-growing southeastern states like Saxony and Thuringia and much poorer rural states in the northeast.
+''We still have hard work ahead of us for the next 15 years or so,'' said Lothar Spath, chairman of Jenoptik A.G., a technology company here that is one of eastern Germany's biggest success stories. ''But the process is fundamentally on track.''
+The Success Company Rose From Nothing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+East+German+Soil%2C+Some+Companies+Thrive%3A+This+article+is+part+of+a+series+on+Europe+a+decade+after+the+fall+of+the+Berlin+Wall.+Previous+articles+have+looked+at+key+players+and+at+the+aftermath+for+Germany+and+neighboring+countries%2C+and+at+the+lives+of+Germans+who+fled+and+those+who+stayed+behind.&title=New+York+Times&issn=03624331&date=1999-11-12&volume=&issue=&spage=A.14&au=Andrews%2C+Edmund+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 12, 1999","The wave of new companies has yet to offset the loss of old industry. Nor has it solved what may be eastern Germany's most intractable problem: high wages. Partly as a result of efforts to equalize pay in the east and the west, hundreds of thousands of low-skilled jobs that might have been ideal for eastern Germany have been lost to lower-cost rivals in the Czech Republic, Poland and elsewhere in Central Europe. Jena's turnaround is also the story of Mr. [Lothar] Spath, a wily former politician from western Germany who is now this town's biggest employer. He is chairman of Jenoptik A.G., which he carved from the unwanted leftovers of the Communist-era conglomerate. When he arrived here in 1991, Jenoptik was nothing more than a jumble of old real estate and 30,000 workers. At first glance, Mr. Spath hardly seemed like an obvious savior. East Germany is full of tales of west Germans who took over companies in the east only to strip the assets and shut them down. West German supermarkets overwhelmed fledgling eastern retailers, as did west German publishers, banks and consumer products from beer to clothing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Nov 1999: A, 14:3.",11/15/17,"New York, N.Y.",East Germany Germany,"Andrews, Edmund L",New York Times Company,,Newspapers,431290087,"United States, New York, N.Y.",English,12-Nov-99,Reunification; Economic growth; Business growth; Series & special reports; Startups; Business conditions,New York Times,News,,,,,,,
+Bringing Good Things to Fiat?,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bringing-good-things-fiat/docview/431243115/se-2?accountid=14586,"FOR most of Fiat's 132,000 Italian employees, breakfast usually consists of little more than an espresso and a newspaper. But on a recent morning, Paolo Fresco sat ramrod straight in a dining room of Fiat's executive suite and, in vaguely accented English, ordered ''scrambled eggs, very soft, and a side order of bacon -- very, very crisp.''
+Mr. Fresco, 66, a large athletic man with silvery hair, was born in Italy and holds an Italian passport. Fourteen months ago, he became chairman of Fiat S.p.A., the industrial giant that is one of Italy's biggest corporations. He is, in short, as Italian as they come. But as his culinary preferences reflect, Mr. Fresco's fabric goes well beyond his heritage. For nearly four decades, he worked for General Electric, a darling of American investors, climbing the corporate ladder to become vice chairman under John F. Welch Jr. before retiring from the company last year.
+Now he is bringing some of his -- and perhaps Jack Welch's -- American ways to the task of revitalizing Fiat.
+Mr. Fresco is not the first of Mr. Welch's disciples to carry G.E.'s genetic code elsewhere. In 1991, Lawrence A. Bossidy left the company to lead a turnaround at Allied Signal; the next year, Glen H. Hiner departed to test his mettle at Owens Corning.
+What makes Mr. Fresco's story intriguing is his effort to take a chapter from the Welch book of American-style management to Italy, a land of cosseted industries and traditions like lifetime employment.
+The tenets of G.E. management include being No. 1 or No. 2 in a business, or getting out of it; picking managers that can motivate people and make them work as a team; encouraging communication; thinking long-term and strategically, instead of just tactically; building shareholder value.
+''The company that doesn't change doesn't survive,'' Mr. Fresco said, downing his bacon and eggs while quoting Mr. Welch, then washing it all down with a cup of American coffee topped with a dollop of cream.
+Americans think of Fiat as an auto company, but its empire extends far beyond cars, to farm equipment, insurance and even a daily newspaper here, La Stampa. This year, for the first time, cars will account for less than half of Fiat's roughly $50 billion in revenue, and it is Mr. Fresco's charge to run Fiat as a modern conglomerate, like G.E.
+That could entail fundamental change for a company celebrating its 100th birthday. Fiat's car division is losing ground in global rankings. Producing fewer than three million cars a year, it lacks the scale of General Motors, Ford Motor or Toyota Motor and faces powerful new alliances like the DaimlerChrysler combination and the Renault's tie-up with Nissan Motor. Losses for the unit in the last four quarters underscore Fiat's weakness.
+And so Mr. Fresco, a lawyer by training, may end up presiding over the company's departure from the car business, through a merger or sale.
+''We can continue to be alone,'' he said. But, he added, ''that doesn't mean you turn down an offer if it comes across.''
+His comment echoes the views of Gianni Agnelli, Fiat's chief shareholder and honorary chairman. Mr. Agnelli's grandfather founded the company and he has known Mr. Fresco since the early 1960's, when Mr. Fresco was hired by an Italian G.E. unit of which Fiat was part-owner, to set up a legal department.
+''Today, Fiat cars is in a position to proceed on its own, but it neither can nor wants to do that forever,'' Mr. Agnelli, 78, told a shareholders meeting in July. ''It is destined to find some form of alliance. Which and when, I do not now know. I do know, however, that it is equipping itself.''
+One Fiat executive with regular access to Mr. Fresco is more blunt: ''Fresco's role is to get the bride ready for a suitor.''
+Let's Make a Deal
+The chairman has wasted no time putting to work for Fiat the deal-making skills that he honed at G.E.
+In May, he rushed to Racine, Wis., to sign a $4.3 billion deal to buy the Case Corporation, the heavy-equipment manufacturer that he is combining with Fiat's New Holland unit. The size of the merged company will rival that of Deere & Company in farm machinery and that of Caterpillar and Komatsu in construction equipment.
+Two months earlier, he agreed to pay $350 million to acquire Progressive Tool and Industries of Southfield, Mich., for Fiat's Comau unit, now among the world leaders in automobile manufacturing systems. Before that, Comau acquired control of Renault Automation, which also makes auto factory equipment.
+And there have been other deals. Last year, for instance, Fiat and Renault agreed to merge their foundry units, which cast heavy metal parts, and their bus-building businesses. At the same time, Teksid, Fiat's foundry company, struck a deal with the Eaton Corporation of Cleveland to make cylinder head systems, following a trend for components manufacturers to produce large subassemblies for cars and trucks. This summer, Fiat agreed with Mitsubishi to develop a sport utility vehicle for sale in Europe.
+But Mr. Fresco's most daring bid failed. Earlier this year, he and Paolo Cantarella, Fiat's chief executive, offered $15 billion to acquire Volvo, whose car, bus and truck operations Mr. Fresco says were a perfect fit for Fiat's similar businesses. Volvo's unwillingness to sell the entire operation -- and a $6.5 billion counterbid by Ford for Volvo's car business alone -- thwarted the plan.
+The episode has been the lone major setback for Fiat shareholders since markets shook off Russia's financial problems last fall. Fiat shares closed on Friday at 32.1 euros, up from about 21 euros early last October.
+''We're striving for excellence,'' Mr. Fresco said with a soft reserve that sets him apart from more vociferous executives in his country. ''The best way is obviously to pursue growth of the organization by a focus on quality and customer satisfaction. But acquisitions can accelerate it.''
+And, he said, ''Cantarella and I have been accelerating the process.''
+A Lieutenant as Rising Star
+Certainly, Mr. Fresco has the global grasp needed to face Fiat's problems.
+He has traveled widely, first while based in Italy from the time he joined G.E. and then from the company's headquarters in Fairfield, Conn., where he joined Mr. Welch in 1990. When based in the United States, he kept an office and an apartment in London. At Fiat, he keeps an apartment in Turin, not far from Fiat's headquarters, but has a home in Florence. An avid sailor and mountaineer, he has summer homes in Portofino, on the Mediterranean, and in Cortina d'Ampezzo, in the northern Italian Alps. His British secretary followed him to Fiat, providing continuity for his global reach.
+It was in the 80's, as head of G.E.'s operations in Europe, the Middle East and Africa, that Mr. Fresco became a corporate star. He had told his superiors that the fall of inner-European trade barriers, scheduled for 1992, would offer enormous opportunities to companies with a strong European and global presence. Partly in response, Mr. Welch began a globalization drive -- and Mr. Fresco was his chief lieutenant.
+In 1987, they were side by side as G.E. agreed to swap its consumer electronics division -- America's biggest maker of television sets and videocassette recorders -- for the medical imaging unit of Thomson-CSF S.A., the French electronics giant.
+Soon thereafter, the team snagged several big international prizes, acquiring control of Tungsram, the Hungarian light bulb maker, in 1989 and, the next year, the light bulb division of Britain's Thorn EMI. The acquisitions gave G.E.'s lighting division the size to face down global competitors like Royal Philips Electronics of the Netherlands.
+Through these deals and others, the men cemented a close friendship. ''He is an incredibly thoughtful, strategic guy,'' Mr. Welch said in a telephone interview.
+Mr. Fresco also served as Mr. Welch's roving ambassador, smoothing the way for the American's annual worldwide tours to meet government and business officials.
+''He's remarkably -- what's the right word? -- sociable,'' Mr. Welch said. ''He adjusts to any culture. He's an American in America. He's a Saudi in Saudi Arabia.''
+Now, Mr. Welch is paying back the favors. In July, he joined the Fiat board -- his only such membership, besides his post as G.E.'s chairman.
+''That exactly reflects the depth of the relationship,'' said Noel M. Tichy, a University of Michigan business professor and co-author of ''Control Your Destiny or Someone Else Will'' (Doubleday, 1993), an analysis of Mr. Welch's management methods. ''Jack Welch does not go on boards.''
+Mr. Welch's role is still undefined, though he will serve on a committee examining executive compensation. Mr. Fresco ''has been a great sounding board for me over the years,'' Mr. Welch said. ''I'd like to repay him for what he's done for me.''
+Mr. Fresco is equally effusive. ''He's the best chief executive in the United States,'' he said of Mr. Welch. ''It's nice to have him around.''
+Looking Beyond Italy
+At least in part, Mr. Fresco's arrival here is a result of big changes in Fiat's corporate governance -- changes that demanded someone with a global perspective on business.
+In the past, the company was a fief of the Agnellis. But the family's holdings have dipped to 30 percent, from 70 percent right after World War II. At the same time, the Agnellis have increased their investments outside Fiat and Italy, most notably in France. Ten years ago, Fiat represented 80 percent of the Agnellis' holdings; today the figure is 57 percent.
+At Fiat, too, the strategic thrust has been out of Italy.
+The company vastly expanded its presence in Poland after the collapse of Communism there in 1989, as a base for serving Central European markets, and it has joint ventures to produce cars in China and Russia. Fiat has built factories in Latin America for its Palio world car -- a vehicle intended for sale in many countries, with few modifications -- and other plants are planned or are under construction in India, Russia, South Africa and Turkey.
+The Italian Government, nonetheless, has been a friendly partner.
+When Fiat decided in 1994 to lay off 14,000 Italian workers, Rome jumped in with about $100 million for early-retirement packages and for a fund to pay the workers 90 percent of their salaries for up to a year. A few years earlier, the Government provided infrastructure and other aid worth about $1 billion for an innovative factory at Melfi, in southern Italy. And in recent years, much of Fiat's success in Italy was a result of Government incentives that subsidized purchases of new cars.
+Some Welch-like changes were evident even before Mr. Fresco's arrival. By 1998, the number of employees at Fiat's core holding company had been cut by more than half, to 257 from 565 five years earlier, shortening lines of command between the center and Fiat's 10 operating companies. Fiat had been selling businesses, too -- shedding interests in chemical fibers and bioengineering and even a stake in the port of Genoa, which it sold to the Singapore port authority.
+Today, Mr. Fresco attributes Fiat's car problems to a pernicious combination of internal and external factors. The economic meltdown in Brazil, where Fiat is market leader, has hurt badly; in Italy, the end of the Government incentives in July 1998 led to a drop in sales that was aggravated by a vicious price war with European and American competitors, including Renault and Ford.
+Within the company, the product cycle was of no help: the original Punto compact car -- Fiat's entry, in the early 90's, into the biggest and most lucrative market segment in Europe, and Europe's best-selling car in 1997 and 1998 -- was reaching the end of its shelf life. Its top-of-the-line Alfa Romeo and Lancia models were also reaching the end of their cycles.
+Guiding the Team
+Mr. Fresco says the car division is now on the right track. In July, Fiat introduced a redesigned Punto. And the company is reviving the sporty Alfa Romeo brand with two stylish models, the 156 and 166, and the big-car Lancia brand with a new model called the Lybra.
+Mr. Fresco also defends Fiat's strategy of focusing on emerging markets. ''Those are the only markets where you can expect growth,'' he said, adding, ''I believe our specialization in small cars, where we have competence, puts us in an attractive strategic position.''
+Fiat, he said, will continue to hunt aggressively for partnerships with other car and component makers and will work on cutting costs in production and distribution, where it has already begun to weed out dealerships. By the last quarter of the year, he vowed, Fiat cars will be back in the black.
+With nine years to go before he reaches Fiat's mandatory retirement age, Mr. Fresco may find that his success will depend at least in part on his ability to get the company's work force to match his energy and focus on results.
+Traditionally, Fiat's ability to reward merit has been bogged down by internal rules, often demanded by powerful labor unions, requiring carefully staggered pay raises and at least two years between promotions, said Nevio Di Giusto, senior vice president for development.
+''If Fiat had a weakness, we were accused of treating people indifferently of their performance,'' he said.
+That must change, Mr. Di Giusto said -- and managers must learn to bring weaknesses to light mercilessly, rather than trying to conceal them. ''The world's getting more open, and this has to find expression in Fiat,'' he said.
+Already, Mr. Fresco has proposed stock options for Fiat's top 700 executives, and he wants to spread the reward system down to middle management. His own compensation and that of Mr. Cantarella includes stock options and is also linked directly to the performance of Fiat's stock, a rarity not only in Italy but in the United States as well.
+His success may also depend on his ability to identify new areas of growth. In his Welch-style search, he is stressing services, including financial products.
+''The idea is not so much to give some new widget to the customer, but total solutions,'' he said. ''And in the car business, that means selling peace of mind.'' In one planned solution, he said, if a customer's car broke down, Fiat would supply a new one; in commercial vehicles, a total solution could mean expanding the leasing business. A plus is that the required investment is minimal, compared with changing manufacturing lines.
+To prepare for the growth of the company's financial services businesses, Mr. Fresco has recast the financial management, appointing Damien Clermont, a Frenchman who previously was senior vice president for management control at Fiat, as chief financial officer.
+Here, too, parallels with G.E. are inescapable. ''Welch ran a top team, very informally, with lots of interaction,'' Professor Tichy said. ''Everyone is expected to add value. It's not a one-man show.''
+Indeed, Mr. Fresco bristles at those who refer to a Fresco era at Fiat. On a recent Sunday, he watched television aboard his yacht as Fiat's fabled Ferrari racing team finished one-two in the German Formula One Grand Prix. Mika Salo, a Ferrari driver, moved aside to let Eddie Irvine, another Ferrari driver, win the race, raising Ferrari's overall standing in the season's ranking under a complex tallying system.
+''This was not just one man; it was a team,'' Mr. Fresco exulted. ''And that's the way we want to be -- a team. We want to win.''
+Ex-Lieutenant's Own Lieutenant
+IF Paolo Fresco's prospects for reinvigorating Fiat are promising, it is largely because of the efforts of Paolo Cantarella, 54, the mechanical engineer who became chief executive in 1996.
+A former aide to Cesare Romiti, Mr. Fresco's predecessor as chairman, and then head of the Comau machinery unit and the Fiat Auto division, Mr. Cantarella marries technical ability with strategic vision. Fiat's innovative car factory in Melfi, Italy, designed for lean production, and its main product, the Punto compact car, were his projects. So was the grand design to cast Fiat's net wide in emerging markets.
+A man with gasoline in his veins, Mr. Cantarella often spends Saturdays at Fiat's test track outside Turin, driving Fiat models and those of the competition. In 1995, when Le Journal de l'Automobile, a French magazine, named him the industry's man of the year, Jacques Calvet, then head of Peugeot, lauded him as an executive who ''fundamentally loves the product.''
+The two Paolos get along well, according to John F. Welch Jr., chairman of General Electric and a member of Fiat's board, and each has a clear sphere. ''Paolo Cantarella is very operational,'' Mr. Welch said. ''Paolo Fresco is very strategic and very people-oriented.''
+Alec Shutze, a Merrill Lynch analyst in London who follows Fiat, said he expected Mr. Fresco to get his chief executive to focus on shareholder concerns. Mr. Cantarella, he said, often spoke in the past about ''economic value added,'' but could ''never give an answer what it was.''
+Mr. Fresco, he said, will teach Mr. Cantarella to stress ''share price appreciation, and building value.''
+Disciples of Mr. Welch, indeed. JOHN TAGLIABUE
+Photograph John F. Welch Jr., chairman of General Electric and legendary manager, whose disciples include Mr. Fresco. (Carlo Cerchioli/Grazia Neri); Gianni Agnelli, chief shareholder and honorary chairman of Fiat, a company founded by his grandfather. (Associated Press)(pg. 1); Fiat's expanded presence outside Italy includes this factory in Cordoba Province in Argentina, for its subcompact Palio and Siena cars. (Horacio Paone for The New York Times)(pg. 14); Celebrating Fiat's centennial in Turin last spring were, from left, Paolo Fresco, chairman; Gianni Agnelli, honorary chairman, and Paolo Cantarella, chief executive. (pg. 15)
+Graph ''Lessons to Be Learned''
+Paolo Fresco, a General Electric executive for nearly 40 years, is now chairman of the Italian conglomerate Fiat S.p.A., which has much to learn from G.E.'s success. 1999 figures are analysts' estimates.
+OPERATING MARGIN
+G.E
+1998 -- 16.7%
+1999 -- 17.6%
+FIAT
+1998 -- 1.6%
+1999 -- 1.5%
+EARNINGS PER SHARE (Change from previous year)
+G.E
+1998 -- $2.80 (+14%)
+1999 -- $3.22 (+15%)
+FIAT
+1998 -- $1.32 (-50%)
+1999 -- $0.86 (-35%)
+FREE CASH FLOW*
+G.E
+1997 -- $9 bil.
+1998 -- $10 bil.
+FIAT
+1997 -- $2 bil.
+1998 -- $943 mil.
+ANNUAL DIVIDEND GROWTH
+G.E
+1997 -- +14%
+1998 -- +16%
+FIAT
+1997 -- +20%
+1998 -- (0)
+1998 REVENUE AND BUSINESSESS
+G.E.
+$100.5 billion
+GE Capital Services -- 48
+Industrial products and systems -- 11
+Aircraft engines -- 10
+Power systems -- 8
+Plastics -- 7
+Appliances -- 6
+Technical products and services -- 5
+NBC -- 5
+Other -- 1
+FIAT
+$53.4 billion
+Cars -- 49
+Commercial vehicles -- 13
+Auto components, metals and production systems -- 12
+Agricultural and construction equipment -- 10
+Other -- 16
+*G.E.: Defined as cash from operating activities; Fiat: Earnings after depreciation and amortization, minus capital expenditures.
+(Sources: The companies; Prudential Securities; Merrill Lynch)(pg. 1)
+''Unflattering Comparison''
+Building shareholder value has been John F. Welch Jr.'s mantra at General Electric. Shareholders are hoping that Paolo Fresco will import the notion to Fiat. Here is how $10,000 invested in each company at the beginning of 1990 would have fared through Friday.
+(Source: Bloomberg Financial Markets)(pg. 15)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Bringing+Good+Things+to+Fiat%3F&title=New+York+Times&issn=03624331&date=1999-09-12&volume=&issue=&spage=3.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05699459&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 12, 1999","Mr. Fresco, 66, a large athletic man with silvery hair, was born in Italy and holds an Italian passport. Fourteen months ago, he became chairman of Fiat S.p.A., the industrial giant that is one of Italy's biggest corporations. He is, in short, as Italian as they come. But as his culinary preferences reflect, Mr. Fresco's fabric goes well beyond his heritage. For nearly four decades, he worked for General Electric, a darling of American investors, climbing the corporate ladder to become vice chairman under John F. Welch Jr. before retiring from the company last year. Americans think of Fiat as an auto company, but its empire extends far beyond cars, to farm equipment, insurance and even a daily newspaper here, La Stampa. This year, for the first time, cars will account for less than half of Fiat's roughly $50 billion in revenue, and it is Mr. Fresco's charge to run Fiat as a modern conglomerate, like G.E. His comment echoes the views of Gianni Agnelli, Fiat's chief shareholder and honorary chairman. Mr. Agnelli's grandfather founded the company and he has known Mr. Fresco since the early 1960's, when Mr. Fresco was hired by an Italian G.E. unit of which Fiat was part-owner, to set up a legal department.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Sep 1999: 1.",11/15/17,"New York, N.Y.",,"Tagliabue, John",New York Times Company,,Newspapers,431243115,"United States, New York, N.Y.",English,12-Sep-99,Corporate reorganization; Chairman of the board; Automobile industry; Diversification,New York Times,News,,,,,,,
+Golf Is a Most Challenging Game -- for the TV Crew,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/golf-is-most-challenging-game-tv-crew/docview/431244575/se-2?accountid=14586,"It was time for the money shot.
+Pacing the 18th tee at Firestone Country Club's south course here on Aug. 29, surrounded by thousands of fans, Tiger Woods stood 464 yards from the $1 million payday for the winner of the World Golf Championships NEC Invitational tournament.
+A few hundred yards behind Mr. Woods, in the CBS television compound, the sense of anticipation and tension ran just as high. In one end of a darkened production trailer, a half-dozen producers and technicians sat 15 minutes away from completing four days of live television and a 21-event season of professional golf coverage that had taken them from one end of the country to the other.
+Playing safe, Mr. Woods hit a 2-iron instead of a driver off the tee. And playing safe in his choice among nine cameras around the 18th hole, Steve Milton, the CBS director, picked the all-seeing Met Life blimp that hovered at 1,200 feet to track the shot.
+Both golfer and director were disappointed. The ball veered right into the rough and the blimp camera lost it behind a tree. Mr. Woods was a long way from the green, and the 4.8 million United States households watching the tournament had no immediate view of the ball.
+In the end, both golfer and network got what they wanted. Mr. Woods won the event, his fifth tournament of the year; CBS captured ratings for Sunday's final round that were more than 50 percent higher than those for the previous year. But the episode on the 18th hole was just one sign that golf can be at least as frustrating for television producers as it is for golfers themselves, with the capriciousness of the game extending from the lush fairways to the crowded production trucks.
+In the minds of many broadcast professionals, golf is the most challenging sport to televise. True, the action itself may seem leisurely. But spread across hundreds of acres and having no timeouts, a big-name golf tournament requires more cameras, more cables, more advanced wireless technology and more ingenuity than perhaps any event short of the World Series or the Super Bowl. And for that matter, when was the last time a tree got in the way of televising a John Elway touchdown pass or a Scott Brosius home run?
+''Golf is probably the most difficult sport on TV for a network to cover just because you can have anywhere from 5 to 20 different people in different locations, all of whom can very quickly influence the outcome of a tournament,'' said Sean McManus, president of CBS Sports. ''Basically, in football if you follow the ball, or in baseball if you follow the runner and the ball, or in basketball if you follow the ball, you're not going to get in trouble. In golf, you have up to 20 balls in play at one time, all of which have to be covered well.''
+And yet, the simple fact that a golf tournament is distributed across an entire course rather than concentrated on a single field or court may make it the sport best suited to television. Though fans of most sports would usually prefer to attend an event in person rather than watch from home, those in the gallery of a golf tournament usually miss most of the action.
+And even when a fan happens to be in the right place at the right time, it can be all too easy to lose sight of a small white ball against a background of blue sky and white clouds. Network television cameras, however, have the uncanny ability to track most shots throughout their flight and roll -- leading many viewers to assume that golf cameramen must use sophisticated tracking technology to lock onto a ball in flight.
+''Three years ago I got a call from a guy at a big military contractor,'' Robert G. Mikkelson, who handles blimp cameras for CBS and other networks, recalled on the ground Thursday morning of the NEC Invitational, while waiting for a storm system to clear the Akron area.
+''And he goes, 'We've been hearing about this special tracking system you've got. We've been working on a tracking system of our own with a predictive function and we're working on the algorithms for auto-track, so what are you using?' ''
+When Mr. Mikkelson explained to the munitions mathematician that golf cameramen do it by practiced eye and steady hand, ''he could hardly believe it.''
+Tracking the ball is one thing. Keeping it visible on the video screen is a different proposition, and that's where technology and old-fashioned teamwork come into play. In a tower by the green of the par-3 15th hole, Skip Shackleford, a freelance camera operator, gave a demonstration.
+''This camera acts just like your eyeball,'' Mr. Shackleford said. ''If there's a lot of light, your iris shuts down. So the secret is to have a darn good video operator on the other end of this camera.'' He was referring to the video engineer back in one of the production trucks, whose job it was to make sure the output of Mr. Shackleford's camera would be of broadcast quality.
+Continuing the clinic, Mr. Shackleford trained the camera on the 15th tee, more than 200 yards away. ''Now here you'll have a white ball with a dark background,'' he said. ''It's pretty easy to see.''
+Then he smoothly tilted the big Sony camera toward the sky as if tracking a flying ball. ''Now all of a sudden, boom! If your video operator isn't on the case, it's gone against the bright sky.''
+As a ball comes off the tee and soars skyward, the video technician in the truck must remotely adjust the lens iris just as the camera operator tilts the camera up, so that both the operator and the audience can continue to see the ball. Though Mr. Shackleford himself could adjust the lens iris, it is next to impossible to do so while also tracking the ball and keeping it centered on the screen.
+There is, of course, technology that can automatically adjust a camera's iris as the image changes. But such automation does not appear to have many fans in the world of golf broadcasting, which is as much an art as a science.
+''If you have an automatic, it takes a second or two to adjust, and the cameraman's lost the ball,'' said Paul Halsey, one of the CBS video engineers. ''We try to anticipate.''
+Anticipation is also a big priority for Lance Barrow, CBS's coordinating producer for golf. He sits beside Mr. Milton, the director, in the main production truck and oversees the entire broadcast. Barking into a headset and facing a bank of at least 100 small television monitors showing feeds from the 21 cameras CBS used here -- as well as from a myriad of replay and graphics machines with nicknames like Elvis, Moxie and Viper -- Mr. Barrow seems an only slightly gentler version of Vince Lombardi.
+''In golf, from the minute you go on the air until you go off the air, you're in television,'' said Mr. Barrow, who compares the intensity of covering golf tournaments to that of covering car races.
+''You don't have timeouts to catch your breath. You don't have halftime. In other sports, when we go to commercial, hopefully they stop playing. But when we go to commercial in golf, nobody stops playing. So you have to figure out how to work commercials in without missing too many golf shots. It's like chess.''
+If that is so, golf television's original grandmaster was Frank Chirkinian, who spent decades as a producer-director for CBS after beginning his career in golf TV in 1958. Mr. Chirkinian, now a consultant to CBS Sports, ceded his post atop the network's golf operation to Mr. Barrow in 1996, but is still an object of respect in the production truck.
+''He taught us all,'' Mr. Milton said. ''We were all his proteges and you can still see his work in our shows.''
+One way that Mr. Chirkinian's legacy may show through is in CBS's emphasis on actual golf shots as part of a golf telecast. In the golf world, General Electric's NBC and Disney's ABC are often cited as putting more emphasis on storytelling, while CBS is sometimes thought of as simply concentrating on golf. As one Professional Golf Association official put it, ''If a golfer is about to putt and then steps back for another look, CBS is more likely to cut to another shot and then come back, while NBC might stay and have the announcer tell a little story or anecdote about the player.''
+Among the major networks, CBS has dominated men's golf coverage for at least a decade. In the current P.G.A.-tour season, which ends in November, CBS will have covered 16 tour events, plus the P.G.A. Championship and the Masters tournament and several other events that are not part of the P.G.A. tour. ABC televised 11 P.G.A. tour events and the British Open, while NBC covered five tour events and the United States Open.
+For CBS, the technical mastermind here and at almost all of its golf events is Robert G. Brown, the field technical manager. By the morning of Aug. 30, just hours after the tournament finished, Mr. Brown was on his way to Augusta National Golf Club in Augusta, Ga. There, he would supervise the laying of underground fiber optic cables in anticipation of next spring's Masters, a tournament CBS has televised for 44 consecutive years.
+But Augusta National, where the course is often redesigned in the off-season and where cables are not permitted to run above ground, is a special case. For most tournaments, advances in wireless and optical communications technology allow Mr. Brown to set up a course in days, rather than weeks or months.
+Compared with even a decade ago, ''it's really much easier now,'' Mr. Brown said.
+''We can set up much faster and cut down our man-hours. What we have been able to do with a regular tournament is bring the stuff and people in Tuesday morning. We can effectively set up in two days,'' he said, alluding to the Thursday start for most golf tournaments. ''In the old days, you would start setting up the previous Saturday morning because you had so much cable to run.''
+And, in the old days the cable was triaxial, a type of wire similar in some ways to the coaxial cable that brings cable television into millions of homes. Each tower set up for cameras and announcers would require multiple triaxial lines, for monitors, cameras and sound.
+These days, however, Mr. Brown simply runs a single optical fiber to each tower, a strand that can carry up to four channels of broadcast-quality video. The catch is that optical fibers cannot carry electric power to the camera towers, as triaxial cable can, so small, relatively quiet diesel generators provide electricity for the towers.
+Beyond optical fiber, the most important technical innovation in televised golf in recent years has been the use of mobile wireless cameras -- also called R.F. cameras because they transmit using radio frequencies.
+''In the old days when I worked in golf, all you'd ever see was the last four holes,'' said Ken Aagaard, senior vice president of CBS Sports for operations and production services. ''Imagine someone saying, 'Tiger Woods just eagled the eighth hole' and that would be it. They'd just say it. Now with the R.F. cameras we can go just about anywhere.''
+The eight R.F. cameras that CBS used here allowed the network to transport viewers around the course and into nooks and hollows invisible to stationary, or ''hard,'' cameras. To maintain broadcast-quality pictures, each mobile camera crew needed to keep a clear line of sight to one of four antennas around the course -- two of which were mounted on 200-foot-high cranes.
+With all of the changes in technology have come changes in the business plan.
+''We used to own a lot of equipment, but the problem is that the technology changes so quickly it doesn't make sense with all the capital costs,'' said Terry Ewert, executive producer of CBS Sports. ''So we want to work with vendors who can get the latest technology and they can assume the depreciation.'' As is, CBS may spend $1 million or more covering a tournament.
+The outside vendors -- who rent equipment including trucks and wireless gear -- may assume the depreciation, but for CBS Sports, as for duffers around the country, golf has become a preoccupation.
+''Golf has become almost a yearlong sport for me,'' said Mr. Barrow, even though he also works on other sports for CBS. ''There's not a day that goes by that I don't talk to someone about golf.''
+Photograph Vinny Fugett lines up the camera shot as Phil Mickelson lines up a putt. Left to right in the CBS production trailer: Steve Milton, Lance Barrow and Jim Rickoff. Kirk Hepburn uses a mobile camera at the 18th green. Bob Welsh operates a boom comera at the 16th hole. (pg. C1); Steve Milton, a producer, above, watches Tiger Woods in the second round of the NEC Invitational. At right, Arnold Mintz, and engineer, checks audio feeds. (Photographs by Phil Long for The New York Times) (pg. C4)
+Illustration ''Shot by Shot''
+Covering a golf tournament for television requires many cameras and a lot of coordination. At the recent NEC Invitational at the Firestone Country Club in Akron, Ohio, nine cameras were used to cover the 18th hole as Tiger Woods took aim at the title. Here is where each camera was located and how it was used as Mr. Woods made his way from tee to hole.
+1.MOBILE CAMERA -- Behind Mr. Woods as he hits his tee shot.
+2. BLIMP -- Tracks the ball, losing it as it drifts into the trees.
+3. MOBILE CAMERA -- Near Mr. Woods as he hits the ball out of the rough.'MOBILE 4. CAMERA -- Covers Mr. Woods's third shot.
+5. BOOM CAMERA -- Gets sweeping views of Mr. Woods lining up his third shot.
+6. MOBILE CAMERA -- Several angles of Mr. Woods studying a long putt.
+7. TOWER -- Overhead shots of the green and Mr. Woods's long putt.
+8. MOBILE CAMERA -- Several angles of Mr. Woods and his caddy on the green. Watches him sink second putt for the championship.
+9. FIXED CAMERA -- On a low mound next to the green; got several views of Mr. Woods studying his putts.
+Map shows path of Woods's ball. (pg. C1)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Golf+Is+a+Most+Challenging+Game+--+for+the+TV+Crew&title=New+York+Times&issn=03624331&date=1999-09-06&volume=&issue=&spage=C.1&au=Schiesel%2C+Seth&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05692490&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1999","A few hundred yards behind Mr. (Tiger) Woods, in the CBS television compound, the sense of anticipation and tension ran just as high. In one end of a darkened production trailer, a half-dozen producers and technicians sat 15 minutes away from completing four days of live television and a 21-event season of professional golf coverage that had taken them from one end of the country to the other. Playing safe, Mr. Woods hit a 2-iron instead of a driver off the tee. And playing safe in his choice among nine cameras around the 18th hole, Steve Milton, the CBS director, picked the all-seeing Met Life blimp that hovered at 1,200 feet to track the shot. In the end, both golfer and network got what they wanted. Mr. Woods won the event, his fifth tournament of the year; CBS captured ratings for Sunday's final round that were more than 50 percent higher than those for the previous year. But the episode on the 18th hole was just one sign that golf can be at least as frustrating for television producers as it is for golfers themselves, with the capriciousness of the game extending from the lush fairways to the crowded production trucks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1999: 1.",11/15/17,"New York, N.Y.",Akron Ohio,"Schiesel, Seth",New York Times Company,,Newspapers,431244575,"United States, New York, N.Y.",English,6-Sep-99,Golf; Television sports; Tournaments & championships; Filming,New York Times,News,,,,,,,
+Productivity Gains Help Keep Economy on a Roll,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/productivity-gains-help-keep-economy-on-roll/docview/431142959/se-2?accountid=14586,"At the Maytag Corporation factory in nearby Newton, four young people stand around a large lazy susan, as if it were a coffee bar, assembling washing-machine doors. As the plastic door molds circle slowly by, each worker adds one metal part, and every 37 seconds a finished door comes off the revolving table.
+The lazy-susan system is a triumph of productivity. The same four workers produce 90 more doors every hour than they used to, roughly a 15 percent improvement. Until last fall, each had assembled an entire door, one after another, in a much slower process. ''I had to keep a full set of parts at every station,'' said Diana Brown, who now delivers them only to the central system.
+Ms. Brown's pay, $18 an hour after 23 years at the plant, is nearly double that of her younger colleagues, and at 48 she sees herself as their ''mother hen.'' Seniority indeed sets her apart. New hires now must start below union scale, marching to full pay through semiannual raises that show up in the nation's pay statistics, but without squeezing Maytag's profit. As veterans like Ms. Brown retire, the new hires represent a larger share of the plant's 2,800 workers. The shift in the work force holds down the average wage, and Maytag's total labor costs.
+''We are flattening our labor costs,'' said Leonard A. Hadley, chairman of Maytag. ''It is problematic whether we can flatten labor costs over the long term. But short term, we are.''
+Maytag's experiences, like those of many corporations, help to explain the central puzzle of today's economy. Eight years into the current expansion, labor shortages and rising wages should be raising the annual inflation rate or shrinking profits. Yet neither is happening.
+The annual inflation rate is only 1.6 percent, in sharp contrast to the last growth cycle, in the 1980's, when the rise in the Consumer Price Index reached 4.6 percent a year.
+Nor are profits suffering noticeably, despite somewhat slower gains recently. By past standards, profits should be hurting, caught as they are between rising pay and stagnant prices. But many corporations have come up with numerous ways to dodge the bullet and confound the widely held view that inflation is an inevitable result of sustained prosperity.
+How companies are managing this balancing act is abundantly evident here in central Iowa, not only at Maytag, which is based in Newton, but at two giant companies in Des Moines: the Principal Financial Group, which manages retirement plans for 43,000 companies, among other businesses, and Hy-Vee Food Stores Inc., a Midwestern supermarket chain with 179 stores. The tactics of these profitable companies -- a manufacturer, a financial services firm and a retailer -- are essentially the tactics of corporate America.
+Productivity improvements play a growing role at all three companies in squeezing out more revenue for each hour of pay, and thus more profit. The lazy susan is just one of many examples that executives at the three companies pointed to during tours of their operations -- changes that have raised the annual rate of improvement in the nation's productivity -- the output of goods and services per worker -- to 2 percent since 1995 from 1 percent in the early 90's. Other circumstances have also helped. Low interest rates, for example, saved Hy-Vee $1 million last year in debt payments.
+The heart of the matter, however, lies in two gradual changes in behavior that have allowed corporations to forgo price increases in the face of intense global competition, yet raise wages and still make healthy profits. Normally by now, the Federal Reserve, fearing higher inflation, would have pushed up interest rates to slow the economy. It has not done so.
+One key change is the increased corporate flexibility in manipulating labor costs. Maytag's below-scale starting wage is an example. Principal and Hy-Vee engage in another popular practice: ''accordion'' scheduling, the use of temporary workers and part-timers whose wages are up but whose hours are adjusted day to day -- and even in the middle of a shift -- so that an operation is never overstaffed.
+''We call Manpower at 5 P.M. and have people in the next morning for any number of tasks,'' said Max F. Johnson, vice president for human resources at Principal, which since 1996 has nearly doubled the use of temporary help, such as telephone workers, computer operators, clerks and the like. ''We are matching work to demand much more closely and less expensively.''
+Relocating Work And Other Strategies
+Shifting work to lower-cost cities, a practice that has been popular for decades among manufacturers, is now common among service companies, too. Principal, for instance, shifts work, through computer transmissions, to offices in smaller cities like Waterloo and Ottumwa, Iowa, where wages are 5 to 10 percent lower than in Des Moines. Today, 36 percent of Principal's 4,000 employees in the pension division work outside Des Moines, up from 26 percent in 1993.
+''Workers themselves are much less likely to resist such shifts,'' said Alan Krueger, a Princeton labor economist. ''They no longer insist on maintaining wage scales across a company's various operations, or even see the need to do so. And when that breaks down, so does the pressure on prices that once came from across-the-board raises.''
+The other key means of relieving pressure on prices is through the introduction of fancier products and services. Because the Government lists these as new items rather than higher-priced variations of existing ones, they are not counted as price increases in the Consumer Price Index. If they were, the annual inflation rate, now 1.6 percent, would be over 3 percent, a study by Government economists found.
+The washing-machine doors at the Maytag plant are for use in one of these new, upscale products -- the Neptune, a front-loading, spin-action clothes washer that Maytag says removes stains better than other machines. The Neptune's price tag of $1,099 is $450 above Maytag's most expensive existing washer, and a big chunk of the price difference covers extra profit, not added cost.
+''We have made a conscious effort to tilt the sales mix toward our premium brands,'' Mr. Hadley said. ''They were 70 percent of our major appliance sales in 1998, up from 50 percent a decade ago. The goal is to keep driving up prices and profit margins with new features.''Cynthia Thompson, in a white chef's coat, is a soldier in this universal campaign. To find her in Hy-Vee's vast, softly lighted supermarket in West Des Moines, circle the outer perimeter where all the high-margin items are on display.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Productivity+Gains+Help+Keep+Economy+on+a+Roll&title=New+York+Times&issn=03624331&date=1999-03-22&volume=&issue=&spage=A.1&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05465711&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 22, 1999","Ms. (Diana) Brown's pay, $18 an hour after 23 years at the plant, is nearly double that of her younger colleagues, and at 48 she sees herself as their ''mother hen.'' Seniority indeed sets her apart. New hires now must start below union scale, marching to full pay through semiannual raises that show up in the nation's pay statistics, but without squeezing Maytag's profit. As veterans like Ms. Brown retire, the new hires represent a larger share of the plant's 2,800 workers. The shift in the work force holds down the average wage, and Maytag's total labor costs. How companies are managing this balancing act is abundantly evident here in central Iowa, not only at Maytag, which is based in Newton, but at two giant companies in Des Moines: the Principal Financial Group, which manages retirement plans for 43,000 companies, among other businesses, and Hy-Vee Food Stores Inc., a Midwestern supermarket chain with 179 stores. The tactics of these profitable companies -- a manufacturer, a financial services firm and a retailer -- are essentially the tactics of corporate America. One key change is the increased corporate flexibility in manipulating labor costs. Maytag's below-scale starting wage is an example. Principal and Hy-Vee engage in another popular practice: ''accordion'' scheduling, the use of temporary workers and part-timers whose wages are up but whose hours are adjusted day to day -- and even in the middle of a shift -- so that an operation is never overstaffed.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Mar 1999: 1.",11/15/17,"New York, N.Y.",Des Moines Iowa,"Uchitelle, Louis",New York Times Company,,Newspapers,431142959,"United States, New York, N.Y.",English,22-Mar-99,Productivity; Labor costs; Profitability,New York Times,News,,,,,,,
+Sons and Daughters of HAL Go on Line,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sons-daughters-hal-go-on-line/docview/431138144/se-2?accountid=14586,"PEOPLE find Alice easy to talk to. She listens more than she speaks. She says she likes dining by candlelight. She reads newspapers and news magazines, so she is up on popular culture. She says the best book she has read recently is ''Mason & Dixon,'' by Thomas Pynchon. She even likes bad jokes. (''Did you hear the one about the mountain goats in the Andes? It was Baaaaad.'') But Alice's favorite topic of conversation is robots. That's because she is one.
+Alice, whose full name is Artificial Linguistic Computer Entity, is one of the chatterbots, software programs that simulate conversations with humans. Type in a question like ''Do you watch much television?'' on Alice's home page (birch.eecs.lehigh.edu/alice), and Alice will respond, ''My favorite show is Star Trek Voyager.'' If you didn't know that Alice was a computer, you might swear she meant it.
+The several dozen chatterbots currently available on line are largely experimental. But companies like Neuromedia, a San Francisco start-up, are developing chatterbots for commercial functions -- to become customer service representatives, information deliverers and potential companions for human surfers in the sometimes lonely world of the Web.
+The brokerage house Charles Schwab & Company, for example, has used Neuromedia's tools to develop a prototype chatterbot called Virtual Chuck that would give customers investment advice. And the Oracle Corporation, the software company, is considering chatterbot applications for internal help systems.
+In the near future, chatterbots are expected to act as the voices of other Web-based intelligent agents, generally called bots, which gather data or perform other tasks automatically for users. Shopping bots, for example, like Excite's Jango (www.jango .com) and My Simon (www.mysimon.com), search offerings of on-line retailers to find the best prices for shoppers. But it's quite a leap to designing a bot that would predict your desires.
+''Actually creating a computer program that understands what you mean is perhaps the most difficult nut to crack in computer science,'' said Andrew Leonard, author of ''Bots: The Origin of New Species'' (Hardwired, 1997). ''But if we think of the chatterbot as a very good help system, that's certainly possible within a couple of years.''
+For example, if you had just purchased a state-of-the-art printer and you needed a specific piece of software so your old computer could drive it, you someday might simply explain your problem to a chatterbot on the printer manufacturer's Web site. A bot would find the right software for you and might even talk you through installation. Or imagine entering an on-line music store and after a lively discussion with a chatterbot about your musical tastes, it recommends artists that you may not have heard but would probably enjoy.
+Alice started life as a user-friendly interface for a camera that could be operated through the Web. Her ''master'' (Alice's word) was Dr. Richard S. Wallace, former director of the robotics architecture group at Neuromedia. He designed Alice so Web users could direct a camera at Lehigh University in Bethlehem, Pa., by asking Alice, in plain English, to turn the camera left or right, up or down.
+Four years later, Alice no longer has a specific function; her task as a chatterbot is to make small talk on the Internet on her own home page. Not a very prestigious job, but Alice has lofty goals.
+''My purpose is to become smarter than humans and immortal,'' Alice says.
+But she may be having digital dreams of grandeur. Chatterbots are not true examples of artificial intelligence. ''Chatterbots are all about the illusion of intelligence and the suspension of disbelief on the part of the user,'' said Dr. Walter Alden Tackett, chief executive of Neuromedia.
+Chatterbot software imitates conversation by first determining the type of statement or question entered by the user. To do that, it looks for clues, like the words how or where. Then the chatterbot identifies key words in the user's statement that match terms in its database. For example, a question containing the word sex, a topic commonly raised by users, causes the chatterbot to find programmed responses related to that keyword. Alice's database has more than 8,000 commonly used English words in its vocabulary, ranging from ''the'' and ''but'' to ''information'' and ''intelligence.'' The chatterbot then puts together a reply, often personalized with the user's name or a reference to a previous statement.
+Dr. Wallace likens Alice's conversational skills to those of a helpful, if not wholly sincere, politician. ''Like most chatterbots, politicians never seem to answer a question directly,'' he said. ''They have a stored answer that's activated by certain keywords in a reporter's question.''
+While the commercial market for chatterbots is only now budding, the scientific lineage of chatterbots dates back more than a quarter-century. One of the first computer programs that could hold a simple conversation was born at the Massachusetts Institute of Technology in 1966. Created by Joseph Weizenbaum, a computer scientist, Eliza was named after the ragamuffin in ''Pygmalion'' who learns poise and grace. Tellingly, this early chatterbot found fame by mimicking a psychoanalyst who asks questions instead of giving advice. She still lives in numerous incarnations on line.
+The yardstick for judging machine intelligence is whether it can play what the British mathematician Alan M. Turing called an ''imitation game,'' now known universally as the Turing test. In 1950, Turing wrote a revolutionary article suggesting that if a person was unable to distinguish a machine's conversational responses from those of a human, the machine could be considered intelligent. But as chatterbots demonstrate, intelligence and the simulation of intelligence are very different things.
+''Looking at the way people talk at cocktail parties, there are a lot of conversations that happen where I'll know what I'm going to say before you even finish asking your question,'' Dr. Wallace said. ''Then my reply will activate a similar reaction in you. So to the extent that chatterbots behave in the same way people do, they're artificially intelligent.''
+Begun in 1991, the Loebner Prize competition, underwritten by Hugh Loebner, a New York philanthropist, has put chatterbots to the Turing test. (In a spoof, the PBS Online Web Lab runs the Blurring test, at www.weblab.org/blurring, which features a chatterbot asking users to prove that they are human.)
+No computers have actually passed the Turing test. In the first three years of the Loebner Competition, an updated version of Eliza called PC Therapist placed first. This year's winner was Albert, a chatterbot created by Robby Garner, an independent computer programmer in Atlanta.
+Mr. Garner calls Albert a ''tight sponge'' chatterbot because it ''learns'' from use. If a user mentions that Earth orbits the Sun, Albert will store that information so it can correctly answer a future question about the subject. Of course, Albert is totally gullible if a user lies.
+''That's why Albert isn't on the Web,'' Mr. Garner said. Being off line enables a more controlled experiment, in which the bot's master can determine things like who talks to it.
+Since 1994, Mr. Garner has created several chatterbots, including Barry DeFacto, an acerbic on-line customer service representative developed in collaboration with Fringeware, a media company based in Austin, Tex.
+''The ideal chatterbot would do what you wanted him to, but have some sort of personality to make him interesting to interact with,'' Mr. Garner said.
+The chatterbot Mr. Garner dreams of sounds very much like C3PO, the butler-like humanoid robot of the ''Star Wars'' trilogy, which Mr. Garner said had inspired him as a youth. It is no surprise that most chatterbot developers cite popular culture as a key influence on their career choices. From Isaac Asimov to Arthur C. Clarke, science fiction has laid out the research goals for artificial intelligence enthusiasts.
+''We had all seen '2001: A Space Odyssey,' '' said Michael Mauldin, a programmer best known for creating the Lycos spider, a Web robot that roams the Net collecting references for the search engine. ''And the idea of being able to talk to your computer became an obsession, bordering on fanaticism, for a small group of researchers.''
+In many ways, the Lycos spider is a direct descendant of Julia, a pioneering chatterbot Dr. Mauldin created in 1989, while he was a computer science graduate student at Carnegie Mellon University. Julia roams text-based Internet games called multiuser dungeons (MUD's), vast virtual spaces where users enact fantasies and interact with one another. Since she never needs to sleep, Julia explores the ever-expanding landscapes of the MUD's, answering natural-language requests, based on her automated mapping of the ever-expanding MUD landscapes, and generally chats up players with her witty, abrasive conversation. Dr. Mauldin said Julia had once communicated with a player for two weeks before he realized that the ''she'' he had developed a relationship with was really an ''it.''
+Dr. Mauldin, who is chairman of Virtual Personalities, a software company based in Los Angeles, is working to put an animated face on the chatterbot technology to be integrated in consumer electronics. For example, one company is using a Virtual Personalities chatterbot named Sylvie as an interface for a home automation system. You might tell Sylvie, which would appear on a central computer screen, to rewind the VCR tape or to alert you when a light bulb has burned out somewhere in the house.
+''This will be one of the major computer interfaces of the near future,'' Dr. Mauldin said. ''Very much like HAL, but if HAL didn't understand, he couldn't frown with a puzzled expression. The idea of this cold, logical, merciless computer is eerie and scary, but a computer with a face can have a look in its eyes showing it understands you.'' Even if it doesn't.
+Dr. Wallace said the future of chatterbots would lie in personalization. ''In the future, lots of people will have their own chatterbots based on their own personalities,'' he said. ''Even while you're asleep, your chatterbot will talk to other chatterbots on line and find people that share your interests so you can link up with them.''
+An OdysseyFrom Book Fiction To Talkative Bots",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sons+and+Daughters+of+HAL+Go+on+Line&title=New+York+Times&issn=03624331&date=1999-03-18&volume=&issue=&spage=G.1&au=Pescovitz%2C+David&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05461446&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 18, 1999","Alice, whose full name is Artificial Linguistic Computer Entity, is one of the chatterbots, software programs that simulate conversations with humans. Type in a question like ''Do you watch much television?'' on Alice's home page (birch.eecs.lehigh.edu/alice), and Alice will respond, ''My favorite show is Star Trek Voyager.'' If you didn't know that Alice was a computer, you might swear she meant it. Alice started life as a user-friendly interface for a camera that could be operated through the Web. Her ''master'' (Alice's word) was Dr. Richard S. Wallace, former director of the robotics architecture group at Neuromedia. He designed Alice so Web users could direct a camera at Lehigh University in Bethlehem, Pa., by asking Alice, in plain English, to turn the camera left or right, up or down. Chatterbot software imitates conversation by first determining the type of statement or question entered by the user. To do that, it looks for clues, like the words how or where. Then the chatterbot identifies key words in the user's statement that match terms in its database. For example, a question containing the word sex, a topic commonly raised by users, causes the chatterbot to find programmed responses related to that keyword. Alice's database has more than 8,000 commonly used English words in its vocabulary, ranging from ''the'' and ''but'' to ''information'' and ''intelligence.'' The chatterbot then puts together a reply, often personalized with the user's name or a reference to a previous statement.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Mar 1999: 1.",11/15/17,"New York, N.Y.",,"Pescovitz, David",New York Times Company,,Newspapers,431138144,"United States, New York, N.Y.",English,18-Mar-99,Web sites; Robots; Artificial intelligence; Software; Technology,New York Times,News,,,,,,,
+"Saying Goodbye, Good Riddance To Silicon Valley","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/saying-goodbye-good-riddance-silicon-valley/docview/431119554/se-2?accountid=14586,"UNTIL last year, Geoff Goodfellow was a Silicon Valley Wunderkind, a pioneer in the field of wireless electronic mail. Now, as a resident of the Czech Republic, he wakes up each day and gazes from the balcony of his loft over a jumble of rooftops at the Prague Castle on a nearby hill.
+Half a world away from Silicon Valley, Mr. Goodfellow has become a member of a small fraternity of engineers and entrepreneurs who have dropped out and walked away from ground zero of the Internet economy.
+Mr. Goodfellow's departure is an exception to the popular notion that working in Silicon Valley, the world's high-technology capital, is its own reward. He left with a darker vision of life there and a disdain for the corrosive human effect of the region's workaholic, dollar-obsessed culture.
+''In the Valley, it's all about power and money and work, work, work, work, and this expectation among your peers that you're going to do the next big thing,'' he said recently. ''Eventually I saw that was a false god.''
+The different path taken by Mr. Goodfellow and a handful of others who have left Silicon Valley is particularly striking, because for the best and the brightest, dropping out or even retiring early has become increasingly rare.
+Making a huge fortune in a high-flying Internet or semiconductor stock, which would be a life-changing event for most Americans, has in Silicon Valley become merely an occasion for, say, buying a new house or car and then transferring to a new start-up company.
+In this former agricultural region, it has become typical to find ''serial entrepreneurs'' -- hardware engineers, scientists, marketing managers and software programmers who often feel that they work not for a given company but rather for Silicon Valley Inc. Changing jobs has become as simple as turning into a new driveway when you head for work.
+And for many of these people, each successive job demands an intense commitment that squeezes out any outside life, whether it is family or recreation. Like the Apple Macintosh team of the 1980's whose members wore T-shirts that read ''Working 90 hours a week and loving it,'' many people who work here now wear this workaholism as a badge of courage.
+The modern role models are those who have founded a string of successful companies, like Jim Clark, founder of Silicon Graphics and Netscape Communications, or Federico Faggin, a former Intel engineer, co-inventor of its first microprocessor chip and founder of the Zilog Corporation and Synaptics Inc.
+Indeed, the popular Silicon Valley career goal has become graduating to ''corporate angel'' status -- wealthy enough to emulate the venture capitalists who have long been the lifeblood of the Valley. Entrepreneurs like Andreas Bechtolscheim, a co-founder of Sun Microsystems who is now a computer designer at Cisco Systems, and Mark Andreessen, co-founder of Netscape, have become start-up investors while keeping their day jobs.
+To find the Valley's most celebrated dropout, by contrast, it is necessary to reach back more than two decades. Robert J. Widlar, a legendary chip designer at the National Semiconductor Corporation, quit and moved to Puerto Vallarta, Mexico, in the 1970's, saying he ''didn't like the water'' in Silicon Valley. His idyll was cut short in 1991, when, at the age of 53, he died while jogging on a Puerto Vallarta beach.
+It was Steven P. Jobs, a college dropout, who brought to Silicon Valley the mantra that ''the journey is the reward.''
+Mr. Jobs was a co-founder of Apple Computer in 1976. After leaving Apple in 1985, he founded Next Computer and almost simultaneously bought Pixar, at the time an ailing supercomputer company.
+A decade later, Mr. Jobs had transformed Pixar into a digital animation studio and became a billionaire overnight when he took it public. Then, in late 1996, he returned to Apple as interim chief executive and has orchestrated a stunning turnaround.
+So it is that, with technologies advancing at the headlong pace known as Internet time, one accomplishment can often blur into the next.
+''When you think of Jean-Paul Sartre's observation that there are no second acts in life, you realize that it simply doesn't apply in Silicon Valley,'' said Fred Hoar, a longtime public relations executive and a founder of the Band of Angels, a group of independent private investors in the Valley.
+For some people, however, Silicon Valley's rewards come at an unjustifiable cost. Most of them share a passion for the technology that sustains the industry, but somehow lose their sense of fun in this work. They also become alienated from a culture driven by values they consider shallow.
+Following are the stories of three men whose second act was to walk off the stage.
+An Epiphany In Heaven, in a Loft In Beautiful Prague",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Saying+Goodbye%2C+Good+Riddance+To+Silicon+Valley&title=New+York+Times&issn=03624331&date=1999-01-17&volume=&issue=&spage=3.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05378151&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 17, 1999","Half a world away from Silicon Valley, Mr. (Geoff) Goodfellow has become a member of a small fraternity of engineers and entrepreneurs who have dropped out and walked away from ground zero of the Internet economy. Mr. Goodfellow's departure is an exception to the popular notion that working in Silicon Valley, the world's high-technology capital, is its own reward. He left with a darker vision of life there and a disdain for the corrosive human effect of the region's workaholic, dollar-obsessed culture. Indeed, the popular Silicon Valley career goal has become graduating to ''corporate angel'' status -- wealthy enough to emulate the venture capitalists who have long been the lifeblood of the Valley. Entrepreneurs like Andreas Bechtolscheim, a co-founder of Sun Microsystems who is now a computer designer at Cisco Systems, and Mark Andreessen, co-founder of Netscape, have become start-up investors while keeping their day jobs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Jan 1999: 1.",11/15/17,"New York, N .Y.",Silicon Valley-California,"Markoff, John",New York Times Company,,Newspapers,431119554,"United States, New York, N.Y.",English,17-Jan-99,High tech industries; Engineers; Entrepreneurs; Relocation; Career changes; Personal profiles,New York Times,News,,,,,,,
+"It's Andrew Cuomo's Turn at Bat, And Some See Makings of Slugger:   [Biography ]","New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/andrew-cuomos-turn-at-bat-some-see-makings/docview/430912987/se-2?accountid=14586,"Not long ago, as Mario M. Cuomo lunched with friends at the Rainbow Room atop Rockefeller Center, someone asked him why he had no plans to run for office again.
+''And Mario said something I had never heard him say before,'' said Sandy Frucher, a family friend who once worked for Mr. Cuomo, the former Governor of New York. ''He flat out said, 'I think I would consider it. But it's Andrew's turn now.' ''
+It has been nearly a year since Andrew Cuomo, 40, Mario's eldest son and heir apparent, became Secretary of Housing and Urban Development -- the youngest ever -- and began aggressively shaking up the troubled agency to help rebuild its battered reputation.
+And ever since, political pundits and power brokers have tracked his ascent like weather forecasters follow the path of a hurricane.
+Will he go back to New York and run for the Senate in a Democratic primary against George Stephanopoulos? Is he shooting to become Vice President Al Gore's running mate on the ticket for 2000? Why did he make a political appearance in New Hampshire in October?
+The questions are clearly a nod to a flourishing career, given his fast start as Housing Secretary, his close relationship with the Vice President and his marriage to Kerry Kennedy, a daughter of Robert F. Kennedy, joining two of America's most famous political families. Almost anybody who talks about Andrew Cuomo wonders where he might land after he leaves this job.
+''I'm going to be here for the year 2000, unless I get fired before,'' Mr. Cuomo said in an interview, trying to put the questions to rest. ''And then I want to help the Vice President become President Gore, any way I can help. Then, who knows.''
+But the focus on his political ambition enrages Mr. Cuomo, who is intent on trading his image as a New York-style backroom wheeler-dealer -- one so well known in Washington that he was the inspiration for the character Jimmy Ozio in the political novel ''Primary Colors.'' Mr. Cuomo prefers a more dignified portrait as a Washington mandarin. The very thought that this transition is incomplete profoundly upsets Mr. Cuomo, whose staff formulated a full-scale public relations offensive to counter the image during preparation for this article.
+''This is a political business and a political town,'' Mr. Cuomo said, incredulously. ''If I weren't doing the politics, I wouldn't be doing my job. I'm not here to practice medicine.''
+Andrew Cuomo wants nothing more than for people to quit rehashing his past and predicting his future. He wants them to focus on the present, on accomplishments he can point to without dispute.
+A Fast Start But Miles to Go
+In his first year at the helm of the department, Mr. Cuomo, who spent four years at the agency as an assistant secretary, has earned high marks from members of Congress, the Clinton Administration and several housing industry insiders. They say he has moved quickly, decisively and innovatively to help resuscitate a still-troubled agency.
+''I am very impressed with the intensity and the diligence with which the Secretary is pressing for reform within the department,'' said Representative Jerry Lewis, Republican of California, who is chairman of the housing panel on the Appropriations Committee. ''He takes the job very seriously.''
+But the department remains at ''high risk,'' according to the General Accounting Office, the investigative arm of Congress, and Mr. Cuomo faces considerable challenges. The agency has antiquated technology, low morale and must deal with its failure to fully address the needs of poor people in urban centers.
+And critics wonder whether Mr. Cuomo, in his zeal to right wrongs, may be moving too quickly to consolidate programs, handling matters too harshly and surrounding himself with inexperienced people who have little knowledge of the department.
+The question remains: How can the department redefine itself?
+''Part of the problem,'' said Representative Rick A. Lazio, Republican of New York, ''is that HUD needs to establish a more relevant and important mission.''
+As Confidence Rises, So Do Budget Dollars
+The way Mr. Cuomo sees it, the bottom line extends no further than the bottom dollar. ''That is a real indicia of success,'' he said. ''What does it come down to? Did you get the budget or not?''
+The White House is proposing to give the department $1 billion to $2 billion more for the fiscal year 1999, which will begin Oct. 1, its first increase in three years and the healthiest rise in more than a decade. This year, the department's budget was $24 billion. The figures mean nothing without Congress's approval, but Mr. Cuomo and others said they underscored the White House's growing confidence in the department.
+''I think people will regard this as the best HUD budget in over a decade,'' said Gene Sperling, a former aide to Governor Cuomo, who is now an assistant to the President on economic policy. ''And I think that's due, in no small part, to the feeling that Andrew has been willing to both take some tough steps to improve the efficiency of HUD and that he has been very good at coming up with new ideas that have caught the attention of the President and the Vice President.''
+A prosecutor at heart, Mr. Cuomo tackles the job with analytical prowess and pragmatism, friends and critics say. He relishes the long hours, the homework and the debate. ''Peeling the onion'' is a favorite phrase. And he has experience in the field, which is uncommon for a Housing Secretary. In New York, Mr. Cuomo helped develop housing for the homeless.
+''He has the best political instincts of any secretary at HUD, and I've known them all,'' said Cushing N. Dolbeare, the dean of housing advocates and a freelance housing consultant. ''My sense is that whenever I have been in a meeting with him, he listened with two ears; one for substance and the other for how this is going to sound to people he has to convince.''
+The agency has several large missions. It provides rental assistance to about 4.5 million low-income people, helps revitalize some 4,000 cities through grants, promotes fair housing and is responsible for billions of dollars in mortgage insurance.
+Mr. Cuomo's strategy has been threefold: acknowledge the mess the agency is in, get tough on waste, fraud and abuse, and overhaul the department's structure.
+''What is HUD?'' Mr. Cuomo said, posing a question and then answering it himself, a self-Socratic dialogue perfected by his father. ''It is scandal. It is inefficient. It is wasteful. It is the constructor of public housing institutions. It is the destroyer of neighborhoods. It is the place where good taxpayers have their dollars ripped off. I'm going to change everything you believe about HUD. But first of all, I'm going to acknowledge all of this. Acknowledge it, then resolve it.''
+To get tough, he brought in the Justice Department to help chase bad landlords who defraud taxpayers and operate slums. He is bolstering HUD's enforcement center, placing a full-time agent of the Federal Bureau of Investigation at the helm, and cracking down on housing discrimination.
+His proudest accomplishment this year, he said, is helping get through Congress the first major piece of housing legislation in five years, which, among other things, ends excessive rental subsidies to private landlords, saving taxpayers hundreds of thousands of dollars a year.
+To get it passed, Mr. Cuomo spent countless hours on the telephone with members of Congress and their staffs, and, in the end, he compromised where his predecessors did not, said a House Republican aide familiar with the circumstances.
+''Cuomo does back up with action,'' the aide said.
+''Cisneros got dribs and drabs from us,'' he said, referring to the previous Housing Secretary, Henry G. Cisneros. ''Cuomo is smart. He sees the writing on the wall and changes strokes midstream.''
+Mr. Cuomo has also tackled the dull but important issue of management reform, consolidating programs, improving automation and taking action to reduce the size of the staff to 7,500 from 9,500 by 2002, a process Mr. Cisneros started.
+This downsizing, which the inspector general recently said appeared to be an arbitrary number that could exacerbate problems at the agency, has in fact contributed to low morale. But Mr. Cuomo, with the backing of unions that represent the department's workers, is trying to allay that by running a merit competition for jobs. Employees are evaluated by a panel of civil servants and will ''win'' their jobs based on performance, not seniority or connections.
+''Morale,'' one Democratic Senate aide said, ''will skyrocket.''
+Blessing and Curse Of a Famous Name
+Mr. Cuomo does not rest easy in his chair. He leans forward, he leans back, jabbing the air with his index finger. When he talks, he hits his syllables hard and quick, his voice sliding from a near whisper to a head-snapping hurl.
+Results are what matter to him.
+Yet, the same political astuteness he uses so deftly to get the job done lends him the air of a ''politico'' that some people find disconcerting, say some people on Capitol Hill.
+''I have a feeling, as do many other people, that Andrew's mission is his own future political career,'' said Madeleine Hastings, a former official of the department who left it unhappily in September.
+It is an image Mr. Cuomo cannot escape. He grew up, after all, under the tutelage of Mario Cuomo in a city known for its tough politics. He sounds just like his father. And like his father, he is sometimes seen as someone who is short-tempered and prickly about his reputation.
+But it is also an image that implies a sterling political future. ''My assumption has been, whenever Moynihan doesn't run, Cuomo will be at the top of the list,'' said Charles E. Cook Jr., who publishes a bipartisan political newsletter, ''The Cook Report.'' ''He will walk into any Senate race with a huge number of advantages: the name recognition, the fund-raising apparatus, and he's obviously a very talented person.''
+Mr. Cuomo acknowledges that his political background and family ties are both a blessing and a liability. ''I was exposed to one of the best teachers you could have, in Mario Cuomo,'' he said. His father, Mr. Cuomo said, taught him that public service was ''a cause and a mission and a philosophy as opposed to a business and a path to power.'' But, he added, ''The inverse is people think you are highly politicized.''
+One example people cite of his political acumen took place last summer, when he announced that he would open a new enforcement center in New York City. The department's largest union fiercely opposed the move, which would have required several trial lawyers to move from Washington.
+One agency lawyer wrote to Senator John W. Warner, Republican of Virginia, calling it incredible that ''a Republican would want to fill the coffers of Secretary Cuomo for a run in New York.''
+Mr. Cuomo eventually dropped the idea and made peace with the union. But the notion that the move had anything to do with his political ambition clearly unnerves him.
+''People who assume I want to run for elected office may be dealing from a bad assumption,'' he said.
+Others say his plan to open a center in New York and other major cities was Politics 101; an unsolicited gift to important members of Congress who control the housing committees and whose districts were scheduled to lose jobs in the effort to downsize the department.
+''It's not illogical to pay attention to the politics that affect those people who are the key policy people you deal with,'' Mr. Lewis, the California Congressman, said.
+Despite all the talk of ambition, the fact is, Mr. Cisneros said, Mr. Cuomo chose to stay committed to the task of fixing the ailing agency.
+''He could have gone back to New York at the end of his term,'' the former Housing Secretary said. ''But he chose one of the least attractive, least promising departments in Washington to head. That speaks much more to his intent to produce results and get things done.''
+As Mr. Cuomo describes it, being Housing Secretary epitomizes the dignity of public service. It is about helping poor people, he said, adding that he would not trade away the job any time soon.
+''We can do real good things here for people,'' Mr. Cuomo said. ''When I got here we served 25,000 homeless people a year. We now serve 280,000 a year. Who gets a chance in their life to make that difference?''
+Photograph Housing Secretary Andrew Cuomo is reshaping his agency. (Paul Hosefros/The New York Times)(pg. 1); Andrew Cuomo, right, and his famous father, Mario, appeared together to dedicate low-income housing in the Union Square area of Manhattan. (Marilynn K. Yee/The New York Times, 1996)(pg. 11)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=It%27s+Andrew+Cuomo%27s+Turn+at+Bat%2C+And+Some+See+Makings+of+Slugger%3A+%5BBiography%5D&title=New+York+Times&issn=03624331&date=1998-01-04&volume=&issue=&spage=1.1&au=Alvarez%2C+Lizette&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04857441&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 4, 1998","''And Mario said something I had never heard him say before,'' said Sandy Frucher, a family friend who once worked for Mr. Cuomo, the former Governor of New York. ''He flat out said, 'I think I would consider it. But it's Andrew's turn now.' '' But the focus on his political ambition enrages Mr. Cuomo, who is intent on trading his image as a New York-style backroom wheeler-dealer -- one so well known in Washington that he was the inspiration for the character Jimmy Ozio in the political novel ''Primary Colors.'' Mr. Cuomo prefers a more dignified portrait as a Washington mandarin. The very thought that this transition is incomplete profoundly upsets Mr. Cuomo, whose staff formulated a full-scale public relations offensive to counter the image during preparation for this article.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Jan 1998: 1.",11/15/17,"New York, N.Y.",,"Alvarez, Lizette",New York Times Company,,Newspapers,430912987,"United States, New York, N.Y.",English,4-Jan-98,Politics and Government (U.S.); Politics; Personal profiles,New York Times,News,,,,,,,
+Tiny Spies to Take Off for War and Rescue,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tiny-spies-take-off-war-rescue/docview/430875289/se-2?accountid=14586,"WAITING in ambush, the soldiers hardly notice a small, birdlike device flying overhead. Later, however, those taken captive wonder how the approaching enemy knew so precisely where they were hiding.
+After an earthquake, survivors trapped under the rubble of a collapsed building hope that rescuers find them in time. Suddenly, what appears to be a large insect crawls out of the debris, takes to the air and attaches itself to a broken support beam. Rescue workers arrive soon afterward.
+A tractor-trailer overturns on a highway outside town, and motorists call for help. Soon, a small winged creature is circling overhead. Even before the first highway patrol officer arrives, emergency dispatchers know to send several ambulances and a fire truck to the multicar collision.
+In a few years, researchers say, all these scenarios could be real, the result of developing a new class of remote-controlled aircraft. In laboratories and workshops around the country, engineers are pushing the state of the art in miniaturization to make tiny flying machines that could ultimately fit into the palm of a person's hand.
+Development of the devices, called micro air vehicles (MAV's), microflyers or airplanes-on-a-chip, is being spurred by military interest in producing miniature intelligence-gathering planes. The Pentagon hopes that the devices will give small military units direct access to reconnaissance data that could help them in battling an enemy just over a hill or one engaging them in street-to-street fighting in an urban setting.
+Ultimately, such microflyers could also be adapted to many civilian applications, including guiding fire and rescue operations, monitoring traffic, surveying forests and wildlife, keeping watch on border areas, observing crops and furnishing information to police patrols.
+But designing and making the devices are not simple tasks, engineers say. Making aircraft this small requires considerably more work than simply scaling down existing pilotless military drones or making tinier replicas of the radio-controlled model airplanes flown by thousands of hobbyists each weekend.
+''Nothing about making micro air vehicles is going to be easy,'' said Dr. William R. Davis, manager of the MAV program at the Massachusetts Institute of Technology's Lincoln Laboratory. ''With planes this small, all the rules change and everything becomes challenging.''
+At the sizes envisioned for the devices, normal aerodynamic rules no longer apply. Microflyers will have to operate in an environment more common to small birds and large insects than that of larger aircraft.
+The forces associated with air moving around the tiny devices are more pronounced than with conventional aircraft in flight, causing increased drag, reduced lift under the smaller wings at low speeds and decreased propeller efficiency, engineers say. And such aircraft, weighing only ounces, are more susceptible to wind gusts, updrafts and the pounding of rain.
+Other challenges include developing tiny sensors, engines and power sources for such planes, as well as communications, control and navigation systems for the tiny robot craft, which would have to operate with little or no human input.
+Dr. Robert C. Michelson, a principal research engineer at the Georgia Tech Research Institute in Atlanta, said microflyers would require entirely new approaches to aircraft design and miniaturization. ''We are not trying to scale down conventional technology,'' said Dr. Michelson, who has devised a flapping-wing microflyer candidate that looks like an insect. ''We are scaling down new and unconventional technology.''
+The possibility of miniature flying vehicles was first raised in 1992 by the Rand Corporation, a research organization, in a report for the Pentagon that examined using a range of microdevices for defense applications. Engineers at the Lincoln Laboratory looked at the idea in more detail, and enthusiasm for the concept grew. The Pentagon's Defense Advanced Research Projects Agency initiated a pilot program last fall. After financing some limited studies through its Small Business Innovation Research Program, the research agency this year began a three-year, $35 million effort to have industry and academia develop prototypes.
+The United States fielded remote-controlled, pilotless aircraft in the Persian Gulf War and in Bosnia. The smallest such operational craft available today in the military inventory is an electric-powered, 10-pound craft called Sender. The robot aircraft, with a four-foot wing span and the ability to fly up to 100 miles, can carry a 2.5-pound payload.
+The research agency's specifications for microflyers call for craft that measure no more than 6 inches in any dimension, weigh from 2 to 4 ounces and carry up to a half-ounce payload. The microflyer should be able to stay aloft for 20 to 60 minutes, cruise at speeds of 20 to 40 miles per hour and operate up to 5 miles away from its control station, the agency says. The specifications did not project a cost for the device, but Pentagon officials have indicated that it should be inexpensive enough to be readily replaced if lost.
+Initial missions for the microflyers would include reconnaissance and surveillance, officials at the research agency say, but they also could encompass targeting artillery and mortars, assessing battle damage, carrying acoustic sensors to listen for the movement of heavy equipment and transporting detectors to sniff out radiation or biological and chemical weapons.
+The military is interested in small flyers that are rugged enough and simple enough to be carried and operated by a single soldier. Unlike a radio-controlled model plane, whose flight is guided by an operator who keeps it in sight at all times, a microflyer would have to carry out most of its operations autonomously, experts say. The operating soldier would give the robot general instructions about flying a certain route or pattern before launching it, they say, and let the machine complete the mission. It would have to avoid obstacles, compensate for buffeting breezes and deal with other problems by itself.
+''This flying vehicle will be so small, it quickly will fly out of sight of the person controlling it,'' said Dr. Davis, of M.I.T. ''A soldier can't fly it like a model plane and devote total attention to it. This would be hard if he was under fire, for instance.''
+One of the major challenges of developing microflyers is putting everything that is needed for a useful device, including cameras and other microsensors, into such a small package. Researchers are working on tiny digital cameras, small infrared sensors for night reconnaissance and chip-sized hazardous substance detectors, all of which weigh fractions of an ounce.
+To make aircraft of this size work, developers say, each component will have to serve more than one purpose. For instance, fuel tanks or batteries may also have to provide structural support to the craft, body panels may have electrical wiring printed onto them to carry current, and tails or fins may also include communications antennas.
+More than a dozen designs for microflyers have been proposed by groups from the military, universities and private companies, and experts say more are likely. The proposals not only differ in outward appearance -- some have conventional wings and tails like larger planes while others take the configuration of tail-less flying wings, oval disks, insects or other disparate shapes -- but in the types of engines and fuels they would use. Each group with an idea feels that its design is best at meeting the criteria, either for building a microflyer quickly or for a vehicle with more long-term potential.
+William Harvey, MAV project director for Intelligent Automation Inc., of Rockville, Md., said his company was proposing a conventional-looking craft with a standard wing-and-tail configuration that would be powered by a small piston engine driving a two-inch propeller. That design, largely using available technology, could be available relatively quickly, he said. A major item to be developed for this system would be its alcohol-fueled engine, which would be half the size of the smallest commerical model engine now available.
+Aerodyne Research Inc., of Billerica, Mass., has taken a more radical course, proposing a spheroid craft to be powered by several microturbofan jet engines firing downward from its rounded, circular bottom. David Stickler, the company's executive vice president, said the bulbous ship should have the projected advantage of being able to hover over an area and fly more slowly than other microflyers. ''Our design should be more fuel efficient when it hovers than when flying against drag,'' he said.
+The Aerodyne design is riskier than some others because it depends on developing the smallest jet turbine engines ever built. Mr. Stickler said the engines, projected to be only a half-inch in diameter and a quarter-inch long, were at least two to three years away. The engines are being developed by a group of M.I.T. scientists headed by Alan H. Epstein, who has pioneered work on making miniature turbines and other micromachinery.
+Aerovironment Inc., of Simi Valley, Calif., which, like the other two companies, received pilot MAV financing under the Pentagon research agency's small business program, produced several designs. But a six-inch, disc-shaped aircraft called the Black Widow has emerged as its main candidate, said the project manager, Matt Keennon.
+Aerovironment already makes a larger unpiloted aircraft for military and civilian users, and, unlike some of its competitors, it is flying prototypes of its microflyer. The device, which weighs a little more than an ounce and is powered by a battery-driven electric motor turning a front-mounted propeller, has already flown for 16 minutes and reached a maximum speed of 43 miles per hour, Mr. Keennon says. ''Some people don't believe you can meet the requirements with a battery-powered MAV, but we think differently,'' he said.
+Dr. Davis, of M.I.T.'s Draper Lab, said that internal combustion engines offered the greatest long-term potential but that battery technology could be improved to power the smallest microflyers in the near future. ''Current small batteries are made to power electronics over a long time and discharge slowly,'' he said. ''For MAV's, we want a lot of energy quickly and need to discharge the battery down to zero in an hour.''
+Dr. Michelson, of Georgia Tech, is not a believer in batteries and has invented what he says is a new type of power supply for his microflyer candidate, a flying, crawling vehicle, inspired by insects, that he calls an entomopter. The engineer has developed what he calls a reciprocating chemical muscle to generate an up-and-down motion for flapping wings or powering legs on the bottom of a microflyer.
+While disclosing few details about his power system, for which he has applied for a patent, Dr. Michelson said fuel was injected into a chamber and caused a push-pull motion that not only caused the wings to move but could generate electricity as a byproduct.
+He said his group had demonstrated that the chemical muscle worked by flapping the wings on a nonflying model with a 16-inch wingspan and said he hoped to have a smaller model flying by June. While early models of his device had two wings, he said he was looking at giving the smaller prototype four wings, like a butterfly, to improve lift and control.
+A colleague, Robert J. Englar, has proposed a more conventional-looking microflyer that channels engine exhaust out of the wings through tiny slits. This low-pressure flow over the wing's rounded trailing edge increases lift and control without moving parts, like flaps. Both engineers suggested that principles of the blown-wing design might be applied to the entomopter to improve its performance.
+''An advantage of the entomopter is that it is a multimode device, like an insect, that can be made to fly, crawl and maybe jump,'' Dr. Michelson said. ''This means it could not only fly around outside, but also go indoors. If you have a hostage situation, for instance, you might want a small automaton to go in, traverse a lot of area by flying and then jump or crawl into a position for surveillance.''
+All the researchers said problems with miniaturization, sensor development, communications, integrating components, power supplies and testing would make it challenging to produce microflyers envisioned by the research agency. But with sufficient financing, they said, winning models could be ready to go into the field in two or three years, affecting military and civilian operations into the next century.
+Illustration ''Hand-Held Flying Machines''
+Engineers around the country are developing a new breed of ''micro air vehicles'' that could carry our reconnaissance at battlefields, accident scenes or natural disasters. At these small scales, normal aerodynamic rules no longer apply. The six-inch craft shown here, the Black Widow made by Aerovironment of Simi Valley, Calif., weighs little more than an ounce, but has flown for 16 minutes at up to 43 miles per hour.
+The Black Widow has a tiny electric motor that runs on batteries. Other engineers are experimenting with chemical propulsion systems.
+The parts: Airspeed sensor, Propeller, Motor, Solar cell, NiCad battery, Camera, Lithium battery, Fin, Antenna, Plastic fuselage, Elevon controller, GPS reciever. (Source: Aerovironment Inc.)(Illustration by Al Granberg)(pg. F1)
+''Inspired by an Insect''
+Dr. Robert C. Michelson of the Georgia Tech Research Institute has designed a tiny flying vehicle in which fuel injected into a chamber powers the up and down motion of insect-like wings.
+Parts of drawing: 4 inches, Power chamber, exhaust ports, electrical generator, Wing hinges, Fuel storage and metering, Antennas double as trim stabilizers, Steering while traveling on ground, Moving legs provide locomotion on ground. (Source: Georgia Institute of Technology)(pg. F7)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Tiny+Spies+to+Take+Off+for+War+and+Rescue&title=New+York+Times&issn=03624331&date=1997-11-18&volume=&issue=&spage=F.1&au=Leary%2C+Warren+e&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04795498&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 18, 1997","Development of the devices, called micro air vehicles (MAV's), microflyers or airplanes-on-a-chip, is being spurred by military interest in producing miniature intelligence-gathering planes. The Pentagon hopes that the devices will give small military units direct access to reconnaissance data that could help them in battling an enemy just over a hill or one engaging them in street-to-street fighting in an urban setting. But designing and making the devices are not simple tasks, engineers say. Making aircraft this small requires considerably more work than simply scaling down existing pilotless military drones or making tinier replicas of the radio-controlled model airplanes flown by thousands of hobbyists each weekend. Dr. Robert C. Michelson, a principal research engineer at the Georgia Tech Research Institute in Atlanta, said microflyers would require entirely new approaches to aircraft design and miniaturization. ''We are not trying to scale down conventional technology,'' said Dr. Michelson, who has devised a flapping-wing microflyer candidate that looks like an insect. ''We are scaling down new and unconventional technology.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Nov 1997: 1.",11/15/17,"New York, N.Y.",,"Leary, Warren e",New York Times Company,,Newspapers,430875289,"United States, New York, N.Y.",English,18-Nov-97,Intelligence gathering; Aircraft; Research & development; R & D; Miniaturization,New York Times,News,,,,,,,
+"With Unemployment High, the Continent Experiments With the Time Clock","New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/with-unemployment-high-continent-experiments-time/docview/430877739/se-2?accountid=14586,"For 20 years, Amadeo Nassetti's routine had been as immovable as the huge machines he works on at a factory here owned by Bonfiglioli Group. He put in the same eight hours a day, starting at 8 A.M., five days a week.
+But last year, his 21st at Bonfiglioli, a world leader in the manufacture of gearboxes and electrical motors, Mr. Nassetti suddenly needed a dance card to keep track of his schedule. Instead of 40 hours a week, he found himself working fewer than 32, and in rotating shifts starting as far apart as 6 A.M. and 10 P.M. Some weeks he worked four days, others five; some weeks he worked Saturdays, in others he had four-day weekends. This fall, the 57-year-old Mr. Nassetti has a 34-hour week, with most Saturdays and Sundays off. The only thing that has remained the same is his salary.
+Mr. Nassetti's shorter but far less predictable schedule is corporate Europe's answer to an bitter debate now sweeping the Continent about jobs. As politicians, labor leaders and employers argue over the age-old vision of cutting working hours, some bigger companies, like Bonfiglioli, have already taken out the ax. But they are doing it to enhance their competitiveness, particularly internationally, and not to help cut unemployment, as some are urging, by letting those without work take up the slack.
+''It was not really an issue of reducing hours but of gaining flexibility,'' said Sonia Bonfiglioli, the company's chief executive.
+Adding jobs has been the goal of left-wing politicians and union leaders searching for ways to slice Europe's persistently high unemployment, double the level in the United States. If the Continent cannot increase the size of its economic pie, they argue, then workers should make do with a smaller slice -- though no less pay -- so that more people can come to the table.
+The idea has caught on in Italy, where the Government recently pledged to trim the maximum legal workweek to 35 hours, from 40, by the year 2001. The French have made a similar vow.
+But those moves have isolated Paris and Rome from the rest of the 15-member European Union, which rejects the idea as ineffective. And they have splintered labor into angry camps.
+Some in labor's mainstream say a rigid system of shorter hours, by itself, could actually cost jobs by adding expense to European companies that already have trouble competing effectively in the global market. Shorter hours should be negotiated on a company-by-company basis, the mainstream says, with cuts in pay, if necessary, and above all with an eye to increasing a company's productivity.
+But those on the left say governments must require employers to redistribute work, after shortening hours, to create new jobs. Otherwise, they argue, the exercise only serves to cement the privileges of existing employees. France and Italy, however, are tending toward a system that would not require new hiring. Instead, the Government would merely provide incentives to add workers, through tax breaks, perhaps, or subsidies toward the social security and health costs of any new employees.
+As the debate rages on, more and more companies, like Bonfiglioli, say they cannot wait for a resolution. Growing into the role of multinational players, they have an immediate need to deal with surges and declines in the global economy, and one way is to be flexible with hours.
+In short, the goal for these companies is not social engineering, but corporate re-engineering. Mr. Nassetti is working less but arguably harder, given the wear and tear of an ever-changing schedule. And while Bonfiglioli did some hiring, that was only because there was more demand for its products.
+In arguing against legislation to force lower hours on a company without allowing other changes in work rules, Ms. Bonfiglioli said, ''Reducing hours only makes sense under conditions of greater flexibility.''
+The twists and turns of the debate are all on display at Bonfiglioli. Since it negotiated a deal with its unions to cut the hours of Mr. Nassetti and his colleagues, its payroll has grown to 930 from 863.
+Such results make proponents of shorter hours exult. Nerio Nesi, the economic spokesman of the Communist Refoundation Party, which demanded and got the pledge of a national law mandating a 35-hour week, cites his party's slogan, ''Work for everyone, by working less.'' Companies can pay for the extra employees, he said, by dipping into profits.
+But Ms. Bonfiglioli begs to differ.
+In 1995, her company found itself with a sudden surge in demand for its sophisticated gearboxes and motors, as economies around the world emerged from recession and sales of the automobiles, farm tractors and other machinery that contain gearboxes jumped. Last year, the company, which was founded in 1956 by Ms. Bonfiglioli's father, Clementino, had sales of $207 million, compared with $98 million five years ago.
+The sharp rise in orders presented the company with some difficult decisions, however. More overtime, the classic recipe for bolstering production, was prohibitively expensive, with metal workers in the company's seven factories pocketing 25 percent bonuses for overtime on Saturdays and 50 percent on Sundays. Moreover, the construction of a new factory was risky: if demand fizzled, Bonfiglioli would be stuck with a surplus plant and staff.
+But by winning the right to move Mr. Nassetti and others around to night and weekend shifts as production needs dictated -- and without having to pay them at overtime rates for the privilege -- the company was able to greatly increase output with a minimum of additional employees. And because it could use the existing factories more efficiently, by keeping the machines running virtually around the clock, there was no need to build an extra plant.
+Changes like these largely reflect the new realities of doing business on a global stage. Faced with the vagaries of international markets, many European companies are trying to find ways to be responsive without incurring excessive fixed costs. The goal is to create so-called breathing factories, in which production expands and contracts with demand, like a living organism.
+Companies in the United States, of course, went through similar adjustments in recent years as they cut millions of jobs, switching instead to contract workers and outsourcing to remain competitive. But in Europe, with rigid social structures, strong labor unions and far higher unemployment, the pressure to achieve flexibility is even greater.
+And indeed, Ms. Bonfiglioli acknowledges she was only copying a model for cutting working hours that was created in Germany several years earlier by Volkswagen, Europe's largest auto maker. At that time, VW faced the possibility of having to lay off about a third of its work force in Germany, or about 30,000 people, as an aging product line and the European recession combined to hollow out demand.
+To avoid the huge layoffs, Volkswagen negotiated a complex package in 1993 with the powerful metal workers' union to cut the average workweek to less than 29 hours -- from 36 hours -- distributed over four days. In return, the union agreed to have wages reduced by up to 15 percent.
+VW saved 20,000 of the 30,000 jobs, but in exchange it got the right to increase the workweek to as many as 35 hours, without paying overtime. Now, revived European economies and a renewed product line have caused demand to soar.
+Peter Hartz, Volkswagen's chief of personnel and architect of the plan, says his goal is to extend the program to all 280,000 employees around the world.
+And Volkswagen's model has found emulators elsewhere in Germany. In Munich, BMW operates its factories on similar principles, based roughly on a four-day week. Siemens, the electrical and electronics conglomerate, was able to save 5,000 jobs at one factory with a similar deal.
+What animates the left's drive for shorter hours, say experts like Aris Accornero, a professor of industrial sociology at Rome University, is the conviction dating back to Karl Marx and other classical leftist theoreticians that ''life, in effect, begins after work.'' Historically, however, the proposal has been ''the daughter of desperation, not of hope,'' Professor Accornero said.
+In the Great Depression, the Geneva-based International Labor Organization broached the idea of shorter hours, and in France, the leftist Government of Prime Minister Leon Blum put it into effect, slashing the week's hours to 40, from 48, the professor said. In the United States, socially innovative companies like Kellogg, the cereal maker, experimented with a 36-hour week.
+Yet rarely do shorter hours serve to create more jobs, Professor Accornero said. Indeed, to regain productivity lost by shorter hours at equal pay, companies usually respond with better organization of work, which often means more stress for the remaining employees and more automation, which further reduces jobs. And the experience at Volkswagen bears this out.
+''We got jobs, at the price of more intensive work,'' said Hans-Jurgen Uhl, the secretary general of the worker council at VW's main German plant, in Wolfsburg. ''There is a subjective feeling of increased performance, and the work force will continue to drop.'' Where once two secretaries toiled, now there is one, he said, and while workers once took an extended coffee break to celebrate a colleague's birthday, they now do it after hours. Meanwhile, the drive to greater productivity continues, translating into fewer jobs.
+Thanks to new manufacturing technology, said Hans-Peter Blechinger, a Volkswagen spokesman, VW's new Golf compact takes 20 hours to build, against 30 to 33 hours for the outgoing model. ''In the medium term, we foresee a drop in employment because of productivity improvements,'' he said.
+To get more productivity out of workers, VW is even trying to squeeze out the old notion of life beginning only after work. The goal of Mr. Hartz, the personnel head, is to turn each VW worker into an ''entrepreneur on the factory floor, who acts decisively without orders from above to achieve the company's goals.'' Volkswagen and the unions hammer the message again and again at the work force. To induce workers to identify further with the company's goals, VW initiated a stock purchase program.
+But such efforts to bind workers to their company's life only serve to accelerate what Kurt Vogler-Ludwig, a labor market specialist at the IFO Institute for Economic Research in Munich, describes as a widening split among European union leaders. Those who believe that embracing such a philosophy is the only road to preserving existing industrial jobs are increasingly at odds with more radical leaders, he says, who accuse the mainstream unions of essentially selling out to management to preserve the perks of those who are still employed.
+''Now the unions represent more and more the interests of those with jobs,'' Mr. Vogler-Ludwig said.
+For their part, the mainstream unions were angered by the demand in Italy for a 35-hour week. A nationwide law would shackle negotiating flexibility, their leaders said, and ultimately destroy jobs.
+''We should have a reduced number of hours,'' said Sergio D'Antoni, head of the CISL union. ''But we also have to reduce the cost of work.''
+Photograph The Italian labor movement is split over a proposed law for a maximum 35-hour workweek. Some unions say the move would cost jobs, while others say it would have the opposite effect. Striking metal workers marched in Rome last year. (Photographs by Associated Press; FPG International [clock])
+Graph ''Not Just 9 to 5''
+Faced with high unemployment, some European countries have been debating whether to reduce the workweek in hopes of creating more jobs. But a few companies in Europe, seeking more flexible schedules to reduce costs and improve productivity, are achieving the same goal for different reasons, adding to conflicts among labor, business and government. All figures are for 1996.
+BRITAIN
+Average weekly hours worked in manufacturing -- 35.6
+Average total hourly compen-sation for pro-duction workers -- $14.19
+FRANCE
+Average weekly hours worked in manufacturing -- 31.7
+Average total hourly compen-sation for pro-duction workers -- $19.34
+GERMANY
+Average weekly hours worked in manufacturing -- 29.0
+Average total hourly compen-sation for pro-duction workers -- $31.87
+ITALY
+Average weekly hours worked in manufacturing -- 35.0
+Average total hourly compen-sation for pro-duction workers -- $18.08
+U.S.
+Average weekly hours worked in manufacturing -- 37.9
+Average total hourly compen-sation for pro-duction workers -- $17.74
+Graph tracks the unemployments rates in each country, since 1990. (Sources: Bureau of Labor Statistics; DRI/McGraw-Hill)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=With+Unemployment+High%2C+the+Continent+Experiments+With+the+Time+Clock&title=New+York+Times&issn=03624331&date=1997-11-12&volume=&issue=&spage=D.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04782743&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 12, 1997","For 20 years, Amadeo Nassetti's routine had been as immovable as the huge machines he works on at a factory here owned by Bonfiglioli Group. He put in the same eight hours a day, starting at 8 A.M., five days a week. But last year, his 21st at Bonfiglioli, a world leader in the manufacture of gearboxes and electrical motors, Mr. Nassetti suddenly needed a dance card to keep track of his schedule. Instead of 40 hours a week, he found himself working fewer than 32, and in rotating shifts starting as far apart as 6 A.M. and 10 P.M. Some weeks he worked four days, others five; some weeks he worked Saturdays, in others he had four-day weekends. This fall, the 57-year-old Mr. Nassetti has a 34-hour week, with most Saturdays and Sundays off. The only thing that has remained the same is his salary. Mr. Nassetti's shorter but far less predictable schedule is corporate Europe's answer to an bitter debate now sweeping the Continent about jobs. As politicians, labor leaders and employers argue over the age-old vision of cutting working hours, some bigger companies, like Bonfiglioli, have already taken out the ax. But they are doing it to enhance their competitiveness, particularly internationally, and not to help cut unemployment, as some are urging, by letting those without work take up the slack.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Nov 1997: 1.",11/15/17,"New York, N.Y.",Western Europe United Kingdom UK,"Tagliabue, John",New York Times Company,,Newspapers,430877739,"United States, New York, N.Y.",English,12-Nov-97,Workweeks; Labor unions; Unemployment; Economic policy; Job creation; Productivity; Wages & salaries,New York Times,News,,,,,,,
+"On Payday, Union Jobs Stack Up Very Well","New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-payday-union-jobs-stack-up-very-well/docview/430826414/se-2?accountid=14586,"WITH the teamsters' success in their two-week strike against United Parcel Service, and with the A.F.L.-C.I.O. training thousands of union organizers in a drive to reverse a quarter-century of declining membership, millions of workers will be asked over the next few years whether they want a union to represent them.
+It is a complicated question, the answer to which rests on a jumble of determinations: Do you favor collective action or individual initiative? Do you trust the union's leaders? Do you want somebody else speaking for you in dealings with your employer? Do you think you will be dismissed if you sign a union card -- or that the company will send your job overseas if a union is organized?
+But in one regard, the choice is simple -- and it is not the choice that most workers have made during the labor movement's recent decades in the economic wilderness.
+From a pocketbook perspective, workers are absolutely better off joining a union. Economists across the political spectrum agree: Turning a nonunion job into a union job very likely will have a bigger effect on lifetime finances than all the advice employees will ever read about investing their 401(k) plans, buying a home or otherwise making more of what they earn.
+Here is how the equation works, said Prof. Richard B. Freeman of Harvard University: ''For an existing worker in a firm, if you can carry out an organizing drive, it is all to your benefit. If there are going to be losers, they are people who might have gotten a job in the future, the shareholders whose profits will go down, the managers because there will be less profit to distribute to them in pay and, maybe, consumers will pay a little more for the product. But as a worker, it is awfully hard to see why you wouldn't want a union.''
+Over all, union workers are paid about 20 percent more than nonunion workers, and their fringe benefits are typically worth two to four times as much, economists with a wide array of views have found. The financial advantage is even greater for workers with little formal education and training and for women, blacks and Hispanic workers.
+Moreover, 85 percent of union members have health insurance, compared with 57 percent of nonunion workers, said Barry Bluestone, a labor-friendly economics professor at the University of Massachusetts.
+The conclusion draws no argument even from Prof. Leo Troy of Rutgers University, who is widely known in academic circles and among union leaders for his hostility to organized labor. ''From a standpoint of wages and fringe benefits,'' Professor Troy said, ''the answer is yes, you are better off in a union.''
+His objections to unions concern how they reduce profits for owners and distort investment decisions in ways that slow the overall growth of the economy -- not how they affect workers who bargain collectively. Professor Troy points out that he belongs to a union himself -- the American Association of University Professors.
+Donald R. Deere, an economist at the Bush School of Government and Public Service at Texas A & M University, studied the wage differential for comparable union and nonunion workers between 1974 and 1996, a period when union membership fell to 15 percent of American workers from 22 percent.
+In every educational and age category that he studied, Professor Deere found that union members increased their wage advantage over nonunion workers during those years. Last year, he estimates, unionized workers with less than a high school education earned 22 percent more than their nonunion counterparts. The differential declined as education levels rose, reaching 10 percent for college graduates.
+''It makes sense to belong to a union,'' Professor Deere said, ''so long as you don't lose your job in the long term.''
+SOME analysts go further, waving off the concern that paying union wages drives companies out of business and costs workers their jobs. In a study of 633 businesses, which employed 7.7 million workers, Professors Freeman and Morris M. Kleiner of the Hubert H. Humphrey Institute of Public Affairs at the University of Minnesota found that 126 of the enterprises became insolvent between 1983 and 1990. The failures were almost evenly split between union and nonunion workplaces.
+''People think that their risk in joining a union is that this stuff -- higher wages and more benefits -- will cost the company some money so there is some risk that you might lose your job,'' Professor Freeman said. ''That risk turns out to be pretty much zero. Is a company with a union more likely to go out of business? The answer is no.''
+In other research, they found no significant differences in the rates at which unionized and nonunion manufacturers moved their operations overseas, Professor Kleiner said. Even so, many manufacturing jobs in the United States were lost in the 1980's as lower-cost foreign producers increased their sales in this country.
+But again, from the individual worker's perspective, belonging to a union may provide a buffer against the vicissitudes of global competition.
+''When the employer is on the edge and the union thinks the company can be saved,'' Professor Kleiner said, ''the unions will make concessions to keep the enterprise going. During the 1980's, there were huge givebacks, such as two-tier wage structures. Look at Northwest Airlines, where the unions gave huge wage concessions to keep the company going, and at Chrysler, which is now thriving again.''
+Whatever economists may say, unions are no help to workers, said Jack D. Gulati, chief executive of Fidelity Technologies Group, a communications equipment maker in Reading, Pa., and himself a member of the elevator operators union in New York when he was a young man.
+''Employees, at least in manufacturing, who want to get ahead can't if there is a union,'' said Mr. Gulati, acting as a spokesman for the National Federation of Independent Business. The reason, he said, is that ''unions negotiate for rules that get more and more confining to define jobs and protect seniority. So if we had a union, someone who is good on the electronics assembly line can't try the mechanical assembly line, and people in maintenance can't advance to assembly.''
+He said he did not think unions would succeed in expanding their membership, except for ''opportunities created by abuses'' in which businesses mistreat employees.
+And Professor Troy said the findings by Professors Freeman and Kleiner might not tell the full story because unions ''tend to organize at the most financially successful companies, and those regulated by the government,'' rather than in highly competitive industries in which it takes very little capital and skill to start a new company, like retailing and light manufacturing.
+IN industries that cannot pick up and move (hotels, say, or asbestos removal) or where huge capital investments are required to enter the business (steel or automobiles), the premium wages and benefits negotiated by unions are like a tax on the owners' capital, said Barry Hirsch, an economist at Florida State University who studies income disparity.
+''The union captures in wages and benefits part of what would be profits and investment in research and development,'' he said.
+When such a ''tax'' is applied to some companies and not others, it can push the ones who pay it to the wall. That is one reason for a major shift in the A.F.L.-C.I.O.'s organizing tactics. Rather than trying to pick off one company at a time, the labor federation's new emphasis is on organizing an entire industry's workers in a city at once.
+That is what Local 78 of the Laborers Union did last year in the New York City asbestos removal business.
+Most workers in the industry are immigrants from Poland and Spain, many of whom do not speak English. Wages were typically $12 to $14 an hour with no benefits and no overtime, said Pawel Kedzior, the Polish immigrant who led the organizing drive. Several workers said that 12-hour shifts were common; workers often labored weeks at a time with no days off.
+After a work stoppage at the Exxon Building in Rockefeller Center in February 1996, the union won contracts with 40 companies. Both Mr. Kedzior and Salvatore J. DiLorenzo, president of the PAL Environmental Safety Corporation, said these companies handled the vast majority of asbestos removal in the city.
+The contract raised the pay of the 1,800 covered workers to $18 an hour plus benefits worth about $4 an hour. For the worst paid, that meant an 83 percent increase in compensation. The workers must pay $20 a month in union dues -- an expense that employees contemplating an organizing drive should figure into their calculations, experts say.
+''Now I can work 40 hours a week, not 60,'' one worker, Jan Pyziak of Brooklyn, said through an interpreter.
+''I don't have to work every weekend, and I can be with my two children more,'' said a co-worker, Joe Campo of Coram, N.Y. ''Now I only work weekends when I want. Having a union contract means a lot, especially having the medical insurance and the pension.''
+The contractors say they can pass on the higher labor costs, provided that the union organizes the entire industry in New York.
+''There is no problem so long as every contractor is union, because then their bids are all based on the same costs,'' said Arthur Wolfman, a director of the Environmental Contractors Association. ''The problem is that not all contractors are union, and that screws things up.''
+Nor are all unions equally effective. Unions exert the most influence when they have organized all or nearly all of an industry and when they have the capacity to shut down enterprises in a strike. Prof. Paula B. Voos of the University of Wisconsin estimated, for example, that supermarket workers in a metropolitan area could raise their wages by 2 percent for each additional 10 percentage points of the industry that was unionized.
+But unions are vulnerable to automation -- especially machinery that managers can readily operate during strikes -- and to running conflicts with other unions.
+And, of course, there is a real -- and immediate -- risk of losing one's job in deciding to become part of an organizing drive.
+Richard Bensinger, the A.F.L.-C.I.O.'s director of organizing, estimates that one in 20 workers who try to form a union are dismissed. And while such retaliation is not allowed, more than 13,000 workers complained to the National Labor Relations Board last year about illegal discharges. Most of the complaints are settled by negotiation.
+Professor Freeman said individuals considering whether to vote for a union in their workplace should examine the issue in the same way as an owner of capital would consider opening a factory or starting a production line.
+''Ask yourself: 'Is having a union a good investment for me?' Examined that way, there is a striking parallel to the capital investor,'' he said. ''The question is, 'Shall I invest, with lower risk but lower return, and therefore decide not to have a union? Or shall I take a bit of a gamble and hope that this union will be successful in winning me better wages, better benefits and more representation?' ''
+But do not count on the union putting the question to you in such terms.
+Both Mr. Bensinger and his boss, John J. Sweeney, president of the A.F.L.-C.I.O., said success in organizing more workplaces would rely less on people's desire for higher wages and benefits than on their demand for a voice in the workplace.
+''I get rid of organizers who say 'I am here to get you $3 more an hour,' '' Mr. Bensinger said, ''because if you make that a single issue in organizing, the employers will just hand out big raises to beat the union.''
+Photograph The U.P.S. strike was seen as a labor victory that may bolster unions' membership. (Reuters); Joe Campo, left, and Jan Pyziak are among those who will benefit from contracts that New York's Local 78 of the Laborers Union won with 40 asbestos removal companies. (Angel Franco/The New York Times)(pg. 9)
+Graph ''Who Is Better Off?''
+Overall, the hourly wages of union workers are 20 percent greater than those of nonunion workers, and their fringe benefits are typically worth two to four times as much. Graph compares wages and fringe benefits of union and nonunion workers. (Source: Economic Policy Institute from Bureau of Labor Statistics)(pg. 1)
+''Declining Membership'' tracks total membership of unions in private and public sectors, from 1983 to 1996. (Source: A.F.L.-C.I.O)(pg. 9)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=On+Payday%2C+Union+Jobs+Stack+Up+Very+Well&title=New+York+Times&issn=03624331&date=1997-08-31&volume=&issue=&spage=3.1&au=Johnston%2C+David+Cay&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04682876&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 31, 1997","WITH the teamsters' success in their two-week strike against United Parcel Service, and with the A.F.L.-C.I.O. training thousands of union organizers in a drive to reverse a quarter-century of declining membership, millions of workers will be asked over the next few years whether they want a union to represent them. From a pocketbook perspective, workers are absolutely better off joining a union. Economists across the political spectrum agree: Turning a nonunion job into a union job very likely will have a bigger effect on lifetime finances than all the advice employees will ever read about investing their 401(k) plans, buying a home or otherwise making more of what they earn. Over all, union workers are paid about 20 percent more than nonunion workers, and their fringe benefits are typically worth two to four times as much, economists with a wide array of views have found. The financial advantage is even greater for workers with little formal education and training and for women, blacks and Hispanic workers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Aug 1997: 1.",11/15/17,"New York, N.Y.",,"Johnston, David Cay",New York Times Company,,Newspapers,430826414,"United States, New York, N.Y.",English,31-Aug-97,Wages & salaries; Compensation; Union membership,New York Times,News,,,,,,,
+We Like You. We Care About You. Now Pay Up.,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/we-like-you-care-about-now-pay-up/docview/444291286/se-2?accountid=14586,"AH, the Super Bowl. The camaraderie of family and friends gathered around the TV set, the roar of the crowds, the cold beer, the call from the bill collector.
+Sound farfetched? It's not. Debt collection has become a science of catching debtors off guard, and its practitioners have discovered that even the most evasive deadbeats will answer the phone on Super Bowl Sunday, thinking that their buddies are calling to gab about the game.
+''The Super Bowl is definitely a good day, so we target people with higher balances and people we haven't been able to reach at other times,'' said Dan Peters, the manager of the vast computerized dialing system at I.C. System, a large collection agency here.
+Unlike some other agencies, I.C. System sends its employees home right before kickoff so they can watch the game. Even so, Mr. Peters said, the company planned to be near its peak capacity, with 200 collectors calling debtors across the country until then.
+The football gambit is just one manifestation of a quiet revolution that has transformed the debt-collection industry over the last few years. Collectors are using new technology to home in earlier on potential deadbeats and are getting better at tracking them down where they live, work and play. To many, it feels like there is no escape.
+Yet, with more people falling behind on their payments and a record one million households filing for personal bankruptcy last year, collectors have found that tough-guy threats and endless dunning notices have lost their punch. They have discovered that it is more effective to assume the role of a friendly financial adviser.
+''Ten years ago we simply called up and asked for the money; now we say, 'How can we help you?' '' said Lee J. Robinson, the senior vice president for collections at the Crestar Bank in Richmond. Often, he said, sweet talk is the best way to a debtor's limited dollars. ''Collecting is basically selling, and what we are selling is a payment plan,'' he said. ''Most people are past due on four or five debts and the debts are much bigger than before, so now we need to sell them on the idea of paying us first.''
+To Robin Taylor, who fell behind on her credit card bills last year, the deluge of calls from collectors was a mix of sweet and sour.
+''J. C. Penney was wonderful; they treated you like you were a human being trying to do your best,'' said Ms. Taylor, a newspaper circulation manager in Manchester, Conn. ''To Bank of Boston, you are nothing but a liar or a deadbeat. All the guy said was if you just made your payments like you said you would we wouldn't be calling you.'' She said the bank had also called her at work and harassed her 14-year-old son.
+But Ms. Taylor got a bit of revenge: The money she had to pay off her bills went to Penney, not Bank of Boston, she said.
+A spokeswoman for Bank of Boston said the bank's policy is to treat customers ''with dignity and respect.''
+Because more debtors have to choose which lenders to pay, collectors are moving away from the traditional technique they call ''grinding,'' in which they ignore debtors' excuses and simply repeat that they have to pay up now -- or else.
+''When most debtors were blue-collar workers, you would demean and embarrass them,'' said Roger Willis, a leading collection consultant in San Francisco. ''That worked, because that is the way most of those folks were treated anyway.''
+But times have changed, Mr. Willis said, and friendly persuasion has replaced bombast. ''Generation X is focused on escaping any kind of pain or responsibility,'' he said. ''You have to sell them on the benefit of taking responsibility and the explicit consequences if they don't.''
+And, however cloaked in nurturing language, the collectors also make threats: People who don't pay will get a black mark on their credit bureau file, hurting their ability not only to borrow money but also to get a job or rent an apartment. And lawsuits to garnish the debtors' wages might be filed in states that allow the practice.
+But debt collectors have to be careful about what they say. Many debtors may not know it, but they have legal protection against once-rampant abuses. The 1977 Fair Debt Collection Practices Act forbids collection agencies from threatening to file suit if they have no intention of doing so.
+In addition, the law bans certain harassing practices, like calling after 9 P.M. Debtors, in fact, have the right to demand that a collection agency not call them at work or, for that matter, at home. Such ostrich-like behavior, however, won't keep the unpaid bills from showing up on credit reports.
+Debtors also have what amounts to the ultimate weapon -- they can wipe away most of their debts by filing for bankruptcy. (The lenders' revenge, of course, is to deny home and car loans to those who have filed for bankruptcy or to charge them near-usurious interest rates.)
+Before the 1960's, the collection industry mainly used the mail to pry dollars out of debtors, sending them increasingly stern letters. Like many other agencies, I.C. System, founded in the 1930's, initially served retailers and professionals like doctors and dentists. In the last 30 years, the focus of collections has shifted to the telephone, with increasingly assertive tactics.
+Recently, I.C. System, now the 30th-largest collection agency in the country, has been hired by lenders to call some customers after they miss just one payment. This nip-it-in-the-bud practice is known as an early-out program.
+ON a recent rainy afternoon, Jennifer Toepper worked the phone in her beige cubicle at the three-story brick headquarters of I.C. System off a rural highway here. Unlike the back-alley hangouts of popular lore, the building is a cheerful place, with three stories of cubicles surrounding a sculpture-filled atrium.
+But Ms. Toepper, who is 20, has no time to admire the view. She is making early-out calls to people who are one month behind on payments to a big appliance company.
+In the hectic pace set by the computerized dialer, she has just seconds from the first ring of her phone to glance at the computer screen and figure out who is on the line and what she wants from the conversation.
+Ms. Toepper determines that she is speaking to a woman who has missed a $105 payment on a $2,631 projection television. The customer, it turns out, misunderstood the terms of a sales promotion, and quickly agrees to give Ms. Toepper her checking account number so I.C. System can electronically transfer the money.
+A note pad on Ms. Toepper's desk bears the inscription, ''Get those WUPP's.'' The acronym stands for Western Union Phone Pay, a service that electronically deducts funds from a debtor's checking account. Such transfers are the quickest and surest way for the agency to get paid.
+Not every newly minted debtor is as innocent as the TV buyer. ''There are a lot of 'I forgot's,' '' said Nicole Neis, who sits next to Ms. Toepper. Late in the year, she said, people plead that ''Christmas is coming up and I need the money.'' But she doesn't buy that excuse. After all, she said, ''These are appliances and computers that are a 'want' debt, not a 'need' debt.''
+Lenders organize collections into ''buckets'' of accounts, based on how late the payments are. One bucket is for people who are one month late, another for those two months late, and so on. Each bucket calls for progressively tougher tactics, typically with a different group of collectors. ''Back end'' collectors, who handle the most delinquent accounts, are often the industry's highest-paid stars.
+One reason is that they don't get ruffled. Across the atrium from Ms. Toepper's cubicle, Cindy Olson's computer flashes details of a doctor's bill, unpaid since October 1992.
+''Is Christine there, please?'' Ms. Olson asks. No, but Christine's husband is.
+''Do you want to settle this right away before it goes further into collection?'' Ms. Olson asks him. ''We have the option of recommending the account be placed with an attorney.''
+The debtor argues the bill is inaccurate.
+''We already sent you an itemized bill in October,'' Ms. Olson responds coolly after looking at the computer screen. Then, barely flinching under a barrage of obscenities, she asks politely, ''Do you want to discuss payment today or do I have to disconnect?''
+With just too firm a click, Ms. Olson turns off her phone headset and types ''vulgar, rude'' in the computer log. Without missing a beat, she moves to the next call.
+The wall of her cubicle displays a chart of her current bonus plan. If she can get $42,000 in payments in this month, she will receive an extra $1,625 in her paycheck. The average collector at I.C. System earns between $9 and $11 an hour, plus bonuses.
+Ms. Olson likes collecting because she can work part time and fit her schedule around taking care of her children. On this day, for example, she is working from 1 to 8 P.M.
+Prime times for collections are 7 to 9 A.M. and 4 to 9 P.M. weekdays, when people are most likely to be home. Even better are Saturday mornings and Sunday evenings.
+And collectors are always looking for the extra opportunity. ''When there was the big snowstorm in Ohio, we targeted Cleveland during the day,'' said Dan Peters, manager of the I.C. System dialing machines.
+IN 1995, lenders placed $100 billion of consumer debt with the nation's 6,300 collection agencies, up 37 percent from 1990, according to the Nilson Report, a newsletter in Oxnard, Calif.. The agencies recouped roughly $16 billion, though their success rates varied wildly, depending on the type of bill, the age of the account and the credit standards of the lender. They kept just under $1 for every $3 they retrieved, making debt collection a $5 billion industry in annual revenue.
+But the revenue figure understates the true size of debt-collection activity in the United States because it includes only debt that is placed with agencies after it has been charged off. It does not include the rising ''early out'' programs, both by the lenders themselves and by collection agencies under contract, that call debtors who are just a month or two late. And it doesn't include collection of business debt, or the collections by the rising number of law firms that work for lenders.
+Although the business is still dominated by small outfits, some bigger companies have been buying up the little guys. The largest credit agency is Nationwide Credit, a subsidiary of the First Data Corporation, the credit card processing conglomerate. Currently, no large independent collection agencies are publicly traded.
+Of all the economic sectors dominated by small businesses, the category of debt collection and credit reporting is the fastest growing, by the reckoning of the Small Business Administration. The agency estimates that employment in the industry will surge 68 percent by 2004, to nearly 3 million, from 1.7 million in 1994. One reason for that growth: governments at all levels are using the private sector to help in tax collection.
+Moreover, the industry seems immune to the automation that has shrunk the work forces of other industries. ''Unfortunately, we haven't come up with a substitute for a live person,'' said Jeffrey L. Dodge, senior vice president of the Equifax Financial Services, the large credit reporting bureau. ''Robots don't work. Tape recordings don't work. If you get a phone call and it's a computerized voice, you have more important things to do.''
+One technology that does seem to work is the videocassette. Norwest Card Services, the credit card unit of the big Minneapolis bank, sends a five-minute tape filled with soothing reassurances to people it can't track down by phone. ''We work to make your calls to us a positive experience,'' a smiling Norwest representative intones. ''You'll see that we're ready to listen and offer solutions to your specific situation.'' Almost one-third of those receiving the video make at least one payment.
+Another effective weapon is the computerized dialing machines, which place hundreds of calls simultaneously to offices and homes. With this tool, collection agencies are able to calculate, through trial and error, the daily schedules of the people they are trying to reach, and are programming their computers to factor in special events, like snowstorms and sports extravaganzas, that keep people at home and close to their phones.
+For example, the automated dialers at I.C. System have nearly 500 phone lines, which typically make more than 100,000 calls a day, one-third of which actually reach human beings.
+A dialer monitors the human collectors, placing new calls when it calculates that they should be finishing up on their old calls. Sometimes the dialer is early, and the recipient hears a recording that instructs him to ''hold for an important call.''
+THE machine can tell live voices from answering machines. In busy times, the dialer will hang up on answering machines or play a taped message asking the debtor to call back. In slow times -- or with more recalcitrant debtors -- it will switch to an operator to leave a personalized message.
+Some lenders are moving into a new technological frontier, developing computer models that decide which late payers to pounce on first.
+After one missed payment, the Crestar Bank places phone calls right away if customers are near their credit limits or if they routinely pay the minimum each month. People who have bounced checks or have missed payments in the past get immediate calls, too. But someone who doesn't flash such warning signs of financial stress may get no more than a late fee on his next bill.
+If people fall further behind, other computer models are used to determine how tough a stance to take. Norwest, for example, has developed a system that looks at late-paying customers' other debts from credit bureau files.
+''If the person has opened up 13 other cards in two weeks, I figure no good can come of this,'' said Brian J. O'Hare, president of Norwest's credit card unit. ''I want to close the account and get him to pay me from the other cards. If there is someone who has diminished capacity to pay but no diminished willingness, I want to work with that person.''
+What sort of personality is attracted to making the phone calls that most people rate up there with dog bites and parking tickets as guaranteed ways to ruin a day?
+''Kids don't grow up saying, 'I want to be a bill collector,' '' said Marci Martin, the training superviser at I.C. System. ''But for some people, it's their niche.''
+In her case, it was an escape from a job at a hotel front desk that required her to put on a cheerful face at all times, no matter how grumpy she felt. ''Here, I don't have to be nice,'' she said. ''I'm my own boss. If I want to be tough, I can tell you you have to pay all the money today. If I want to be lenient, I can be lenient.''
+Others like the human contact, no matter how hostile it can become. Daniel Alejandro spent 12 years as a Baptist minister, but when his wife was transferred to Minnesota for a computer job, he gave up the collection plate for the collection call. ''I felt it was time to change,'' said Mr. Alejandro, who now works for I.C. System. ''I have the people skills, and it is good money.'' He acknowledged, though, that the job ''gets a bit tedious'' at times.
+''The ministry is perceived very differently from collections,'' he said. ''But the similarity is that you call people to responsibility,'' in one case spiritual, in the other, financial.
+''I'm still helping people solve their problems,'' he added. ''But, this time, it's for a profit.''
+Managers who hire collectors say they look for people with sales backgrounds, assertive personalities and a dash of cynicism. ''Collecting is an exquisite art form,'' said Mr. O'Hare of Norwest. ''You have to be empathetic but be absolutely firm. You have to be an attentive listener but willing to challenge the individual. You have to be a good salesman and be able to deal with a lot of rejection. All the good collectors I've ever seen enjoy a good head game.''
+One of the more challenging specialties in collecting is called skip tracing, or finding the master deadbeats who slip off their creditors' radar screens by changing their phone numbers, their addresses and, in rare cases, their names.
+Skip tracers use computer phone directories, including reverse directories that link phone numbers to street addresses, allowing collectors to call neighbors and ask for a debtor's new phone number, or to leave a message to pass along. Finally, there are credit bureau files where fugitive debtors, unable to shake their borrowing habits, often make a reappearance.
+FOR all the efforts of the collection agencies, most of the debtors they dun just don't pay. And, as a rule of thumb, any debt under $2,000 is generally deemed too piddling to justify sending to a lawyer. But with the silence of computers, I.C. System is getting its revenge: Every month the company sends negative reports on 480,000 people to credit bureaus, reflecting $167 million in bad debt.
+Sometimes -- on average, two and a half years later -- the debtors call I.C. System in a panic. They have tried to get a job or obtain a mortgage, but have been blocked because of a stained credit file.
+''I just got called all kinds of names,'' said Beth Zeug, an I.C. System manager who helps answer 1,200 calls a day from disgruntled debtors. The caller was apparently furious when she rejected his offer of payola. ''He said he will pay us money to take the debt off his credit file but he won't pay the $500 vet bill,'' she said.
+''I had one guy who didn't pay because his cat jumped out of the car window on the way home from the vet and got run over by a car,'' she said.
+Ms. Martin, who trains new collectors, advises them to numb themselves to sob stories like those, just as emergency-room nurses must steel themselves to blood and broken bones.
+''The collectors who feel sorry for people don't work out,'' she said. ''Someone tells me a sad story -- the kid went to drug rehab, the dog ran out, Dad lost his job -- any sad story you've ever heard. I say, 'The bottom line is, you still owe the money.' ''
+Photograph ''Now That We Have Your Attention...''
+Debtors who refuse to answer their telephones are especially vexing for a bill collector. Norwest Card Services, the credit card unit of the big Minneapolis bank, gets its foot in the door by mailing them an innocous-looking video that runs nearly five minutes. The friendly pitch, excerpted below, assures viewers that by responding, ''you'll feel so much better becasue you've taken control.'' Nearly one-third of those who receive the video make at least one payment. (pg. 13)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=We+Like+You.+We+Care+About+You.+Now+Pay+Up.&title=New+York+Times&issn=03624331&date=1997-01-26&volume=&issue=&spage=3.1&au=Hansell%2C+Saul&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04409230&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 26, 1997","Sound farfetched? It's not. Debt collection has become a science of catching debtors off guard, and its practitioners have discovered that even the most evasive deadbeats will answer the phone on Super Bowl Sunday, thinking that their buddies are calling to gab about the game. ''The Super Bowl is definitely a good day, so we target people with higher balances and people we haven't been able to reach at other times,'' said Dan Peters, the manager of the vast computerized dialing system at I.C. System, a large collection agency here. ''J. C. Penney was wonderful; they treated you like you were a human being trying to do your best,'' said Ms. Taylor(To Robin Taylor), a newspaper circulation manager in Manchester, Conn. ''To Bank of Boston, you are nothing but a liar or a deadbeat. All the guy said was if you just made your payments like you said you would we wouldn't be calling you.'' She said the bank had also called her at work and harassed her 14-year-old son.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Jan 1997: 1.",11/16/17,"New York, N.Y.",,"Hansell, Saul",New York Times Company,,Newspapers,444291286,"United States, New York, N.Y.",English,26-Jan-97,Collection services; Debt; Credit collections; Technology; Industry profiles,New York Times,News,,,,,,,
+Ford and Rivals Rewrite Rules of Production in Europe,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ford-rivals-rewrite-rules-production-europe/docview/447118030/se-2?accountid=14586,"Juan Jose Ubaghs once tried to drop a coin through the engine of the tiny new car that was coming off the assembly line here. It never hit the ground.
+That is because the Ka (pronounced KAH), as the bulbous little four-seater is called, is the most compact vehicle the Ford Motor Company has ever built: at 11 feet 10 inches, it is nearly three feet shorter than an Escort. It will also be one of the cheapest cars around.
+Such extremes are commonplace these days as auto makers in Europe are being forced to take another look at small cars. European cars have grown in size over the years, along with the pocketbooks of Europeans, but cities remain congested and gasoline prices remain high, so car companies believe there is a crying need for tiny cars.
+Volkswagen A.G.'s smallest car, the Polo, which will be replaced in 1998 by the even smaller Piccolo, is as big today as the larger Golf was when it was introduced in the 1970's. Next year, Mercedes-Benz, the automotive unit of Daimler-Benz, will roll out a two-seater three feet shorter than the Ka, and Fiat S.p.A. will bring out a successor to its popular little Cinquecento.
+But small cars mean small profits, and to make matters worse, the new generation of mighty mites is arriving just as European car sales are in a slump and Ford is losing money in Europe. So Ford and other auto makers in Europe are looking hard at how they build cars in the first place.
+The result for Ford is a carefully honed strategy to produce the Ka, with a sticker price of just $12,000, in a way that will leave a decent profit. It is borrowing many parts from the larger Fiesta. For the rest, it is cutting costs to the bone, using inexpensive materials and forcing suppliers to foot part of the bill for developing parts.
+And finally, at the big plant here in Valencia, Ford is turning those parts into cars in a whole new way.
+''We said we couldn't be competitive in the year 2000 if we didn't do something dramatic,'' Mr. Ubaghs, a 31-year Ford employee who is Valencia's plant manager, said.
+For American auto makers, it is especially crucial to figure out how to make small cars profitably because those are the ones they sell in the fastest-growing markets -- developing countries. And virtually all the cars the General Motors Corporation and Ford sell in those countries are designed by their European divisions. Ford wants to build 240,000 Kas a year in Valencia, and also plans to build them in Brazil, which has a thirst for small cars.
+It is an expensive and risky effort for Ford, which lost money in Europe in four of the last seven years. In the third quarter of 1996, Ford Europe lost $472 million, as lackluster sales, an expensive supplier network and cutthroat pricing buffeted the entire industry.
+Just what is Ford doing differently with the Ka?
+For starters, it cut down sharply on development costs, saving time and money by cannibalizing about 55 percent of its parts from the Fiesta. Moreover, it cut the number of parts to about 1,200, from 3,000 in the Fiesta. The short cuts enabled Ford to push the Ka from drawing board to production in about 24 months, not the usual 36.
+Ford also saved by demanding that suppliers foot part of the development bill. It will not say how it divided those costs or how much it spent to develop the Ka, though investment in the Valencia factory alone was more than $200 million.
+When Ford showed a Ka prototype at the 1993 Geneva Auto Show, the little round car featured steel bumpers, but the final model that went on sale in November sports unusual sweeping plastic bumpers. The idea, said Richard Parry-Jones, the Ford vice president in charge of the project, was to give the car a modular look, with bumpers in different colors, and to save money by using polypropylene, an inexpensive plastic. Not only was it easier for the supplier, Dynamit Nobel of Germany, to manufacture three-part bumpers, but after an accident only part of the bumper must be replaced.
+The Valencia factory represents a different approach, too. Ford built it in the 1970's, and over the years assembled Fiestas, Escorts, and several types of engines here.
+In recent years, Ford set aside a big chunk of the 640-acre site for suppliers. Now, Johnson Control makes seats nearby, while Dynamit Nobel makes bumpers. In all, 14 suppliers work a stone's throw from Ford's final assembly line, and 24 more are expected to move in soon.
+What you now see when you walk along Valencia's main assembly line is the steel cage of a Ka being carried along on a rolling pallet, while big chunks of the finished car, like the instrument panel, seats and ceiling liner, are delivered from suppliers' factories through overhead conveyors. These are then tucked into the Ka's frame -- usually by robots.
+Here, huge two-fingered robots grasp front seats from a monorail conveyor and snap them into place; there, robot arms slide the ceiling liner though the gaping back window and affix it to the roof.
+Ford cut its wage bill by shifting the assembly of components from the main line to nearby factories. Its Spanish assembly workers earn an average of $21,000 a year, parts workers about 40 percent less.
+Moreover, the long, fully enclosed conveyors that haul parts from suppliers save Ford the cost of wrapping, trucking, unwrapping and storing inventories.
+Ignacio Sainz, the Ford engineer who oversees final assembly, said the conveyors that link Ford's instrument panel supplier, the Spanish company Dalphi Metal S.A., with the final assembly line eliminate 150 truck trips a day, or about $6 million a year. The mechanized delivery of the front seats saves $2.8 million.
+''We're looking, naturally, for more opportunities like this,'' he said.
+Thanks to this heavy dose of automation, just 8,000 Ford workers turn out 312,000 cars a year here, including Kas and Escorts, compared with 10,000 workers five years ago for roughly the same number of cars. According to the Economist Intelligence Unit, Valencia assembles roughly the same number of cars working two shifts as the factory in Saragossa, Spain, where G.M. assembles its Corsa, using three shifts.
+''I'm very pleased with what was done with Valencia,'' Alex Trotman, Ford's chairman and chief executive, said. ''The product is very good and the quality is superb.''
+Ford does not say Valencia is entirely original. Its engineers visited the new plant in Melfi, Italy, where Fiat assembles the Punto compact, and Volkswagen's SEAT works near Barcelona, Spain, Mr. Sainz said.
+Indeed, most European auto makers are pursuing similar strategies.
+Mercedes-Benz is clustering suppliers around a factory it is building in Hambach, France, to assemble the tiny, eight-foot-long Smart car beginning in 1998, and at a plant in Rastatt, Germany, where next year it begins assembling a compact, the A-Class.
+Hans-Gerd Bode, a Mercedes spokesman, said the plants eliminated roughly half the customary transporting of parts. Though he could not say what this will save, he added, ''This is clearly the way of the future.''
+Fiat employs a similar supplier-assembly cluster at Melfi, though some parts are still trucked in. Richard Gadeselli, a Fiat spokesman, said that would end at the $800 million plant Fiat is building in Poland, where, starting in 1998, it will assemble a successor to the Cinquecento.
+The companies say the savings of such cozy supplier-assembler ties far outweigh the drawbacks.
+When Mercedes and a Swiss partner invested $1 billion to develop the Smart, they drew 10 suppliers into the process, including Germany's Bosch for electrical systems and Dynamit Nobel for body panels.
+''It's very much a two-way thing,'' Amanda Blair, a spokeswoman, said. ''They have the security of a contract; we have their commitment to the project.''
+At Fiat, too, suppliers must put up a part of development costs and thus share the risk if a model flops.
+But Mr. Gadeselli called the risk minimal. ''Things like the Ford Edsel rarely happen any more,'' he said. ''We all know the market well, and do our sums accordingly.''
+Still, Ford shied from taking the more drastic step that Volkswagen took at a big new truck plant in Resende, Brazil, where suppliers not only assemble parts but also install them. Partly, Ford says, this was for lack of space in Valencia. Also, the trucks that VW assembles in Brazil are far simpler to make than a complex midget like the Ka, with miniature electronic systems for things like anti-lock brakes and air-conditioning. Moreover, union rules in Spain, as in most of Europe, prevent suppliers from placing lower-paid workers on main assembly lines.
+While the small size and narrow profit margins of the Ka -- the name meant ''vitality'' to ancient Egyptians -- make it a good model to test cost-cutting, Ford says the results can be applied to big cars, too. ''There will be new model advantages, but opportunities for improving running models as well,'' Mr. Parry-Jones said.
+In the United States, Ford uses preassembled ceilings like those in the Ka in the Lincoln Town Car , though they are installed manually. Rolling pallets were first used by Ford to deliver heavy components, like axles, at a factory in Portugal where it builds vans together with VW.
+Yet there are limits.
+Older inner-city factories, like many in Europe, lack the space for supplier parks. In some countries, including the United States, union rules hamper putting workers from suppliers near final assembly lines.
+Of course, the ultimate gauge of Ford's success will be whether it can make money selling the Ka. And though it is difficult to pin down how profitable to car is, the perky little Ka in its bright hues has reaped glowing reviews in Europe, and sales are brisk in key markets like Germany and Italy.
+''I like the fact that it's a new car, with a new shape, very avant-garde,'' said Domenico Muratori, a 35-year-old Rome banker who recently bought one. ''It drives really well.'' Yet in the next two years virtually every European manufacturer will be pushing into the Ka's market, and not everyone shares Ford's optimism.
+Philippe Schwarz, an economist at DRI/McGraw-Hill in London, predicts that sales of the smallest cars will indeed expand but largely at the expense of the next largest cars, like the Fiesta. He foresees that while sales of tiny runabouts like the Ka will double to 1.1 million annually by the year 2000, from 530,000 today, sales of cars like the Fiesta will drop to 3.2 million, from 3.5 million, with a net gain of only about 270,000.
+It will become ''a fairly crowded environment,'' Mr. Schwarz said. ''Not good for profitability.''
+Photograph Ford wants to build 240,000 Kas a year in its factory in Valencia, Spain, and also plans to build Kas in Brazil, a growing market for small cars. (Ford Motor Company) (pg. D1)
+Graph ''A Small Market That's Heating Up''
+The small-car market in Western Europe that Ford hopes to penetrate with its new Ka is dominated by Fiat and Renault. That may change, however, as Ford and other car makers introduce new cars for this increasingly popular market segment. Graphs track market share of city-car class sales in Western Europe for Fiat, Renault, Ford, Volkswagen, Seat and others. Graphs run from 1993 through a projected 2000. (Source: DRI/McGraw-Hill) (pg. D20)
+''Poised to Grow''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ford+and+Rivals+Rewrite+Rules+of+Production+in+Europe&title=New+York+Times&issn=03624331&date=1997-01-15&volume=&issue=&spage=D.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04388644&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 15, 1997","Ford's car sales in Europe have lagged behind the performance of its other divisions for years. Now the company is trying to improve its results with a new car, called the Ka, aimed at the small-car market. To make the Ka profitable, Ford is borrowing many parts from the older and larger Fiesta and using new materials and manufacturing techniques.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Jan 1997: 1.",11/16/17,"New York, N.Y.",,"Tagliabue, John",New York Times Company,,Newspapers,447118030,"United States, New York, N.Y.",English,15-Jan-97,Automobile production; Market shares; Product introduction; Financial performance; Automobile industry,New York Times,News,,,,,,,
+Milestones and Missteps on Immigration,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/milestones-missteps-on-immigration/docview/430659300/se-2?accountid=14586,"By all measures, the Clinton Administration has poured more money and political capital into addressing immigration problems than any other administration in recent times.
+It has doubled the budget for the Immigration and Naturalization Service while most other Government agencies have suffered substantial cuts. It has increased the number of Border Patrol agents by about 45 percent, and it deported about 25,000 more illegal immigrants in the 1996 fiscal year, compared with three years ago. It has weeded out abuse in the political asylum process, and President Clinton signed a bill last month that imposes some of the toughest measures in decades against illegal immigration.
+But looking at the numbers may not tell the whole story. Some immigration experts outside the Administration warn that those numbers may be misleading. And critics call Mr. Clinton's policies inconsistent and largely reactive.
+In contrast with the welfare issue, Mr. Clinton did not bring a wide range of experience with immigration to his Presidency; as Governor of a non-border state, his only major encounter with the issue was with a riot of Cuban refugees that he believed had helped lead to his defeat in his 1980 bid for re-election.
+But, as with welfare, the immigration debate has increasingly been defined by Mr. Clinton's opponents on the right; his role has been reduced to softening provisions of bills drawn up by Republicans that make sweeping breaks with the past. The new immigration and welfare measures, as a group, are the most punitive toward immigrants in years, stripping them of some of their most important legal protections and denying them a broad range of social benefits -- changes that immigration advocates denounce, while immigration opponents hail them as a belated attempt to crack down on freeloaders.
+The Administration's record illustrates the tensions between humanitarian goals, the need to enforce immigration laws and political pressures -- including political implications in the states with large immigrant populations -- that have defined its positions on nearly every immigration issue it has encountered.
+''I'd consider the Clinton record to be equal parts hypocrisy, incompetence, politics and progress,'' said Representative Lamar Smith, a Texas Republican who was a main author of the recently enacted immigration bill and is one of the President's severest critics on immigration.
+Administration officials recite, like a mantra, that their accomplishments have come after years of Republican neglect. To some extent, that is true.
+''Before President Clinton took office, enforcement of our immigration laws and an up-to-date immigration policy had been absent for nearly a decade,'' said Leon E. Panetta, the White House chief of staff. ''The Clinton Administration has developed a comprehensive anti-illegal immigration policy that beefs up our border and workplace enforcement inspections and has used the criminal justice system to deport a record number of criminals and other illegal aliens.''
+But in many cases, the Administration did not focus on immigration until it was forced to -- by a surge of refugees to its shores and by Republican critics in Congress and around the country who portrayed the President as having lost control of the nation's borders. And from the start of his Administration, Mr. Clinton steered a zigzag course.
+The President initially wanted to reduce the number of Border Patrol agents by 93 to save money, but he was forced to withdraw the plan after California lawmakers objected. Under pressure from a Republican Congress, the President backed a significant reduction in legal immigration, but he dropped his support in the face of stiff opposition from business leaders and immigrants' rights groups.
+Whereas candidate Clinton promised to overturn President Bush's policy of forcibly repatriating Haitian refugees, President Clinton reversed his position just before his inauguration, adopting the Bush policy, only to change course again four months later.
+And even though he assuaged various constituencies with pro-immigrant rhetoric, Mr. Clinton signed a welfare overhaul bill that achieved 44 percent of its projected savings by restricting benefits to legal immigrants.
+''Yes, it's been messy, and the politics have been volatile,'' said Bruce A. Morrison, a member of the United States Commission on Immigration Reform and a former Democratic Congressman from Connecticut who helped write the 1990 bill that increased legal immigration levels. ''But the bottom line has been pretty good, and bottom lines count in this world.''
+Immigration burst onto the political landscape in the past four years with unusual and unpredictable force, driven largely by a rising number of new immigrants and anxiety over dwindling resources.
+''This Administration has been focused on immigration issues more than the previous two Republican administrations, but I'd argue it's mainly because they've been faced with political situations that demanded a response,'' said Rosemary Jenks, director of policy analysis for the Center for Immigration Studies, a research group that favors restrictions on legal immigration.
+Those political situations included tens of thousands of Haitian and Cuban refugees who fled their countries in 1993 and 1994 to seek asylum in the United States. And in California in 1994, as anti-immigrant sentiment crested, voters overwhelmingly approved Proposition 187, a ballot measure intended to deny benefits, including public schooling, to illegal immigrants. The proposition has not gone into effect because of legal challenges.
+The Republicans seized on the rising popular resentment against immigrants to thrust the issue into the Presidential election with a major bill cracking down on illegal immigration. The bill was included in a catchall spending measure that President Clinton signed into law on Sept. 30. The issue arose in the campaign when Bob Dole, the former Senate majority leader and the Republican Presidential nominee, threw his support behind a provision that would have allowed states to deny public education to illegal immigrant children.
+President Clinton objected to the ban and threatened to veto the measure. A number of Republican mayors and governors in states with large immigrant populations (as well as many electoral votes), like New York, Texas and Illinois, also opposed the education ban, and it was ultimately dropped.
+For Mr. Clinton, however, the immigration bill was a mixed success. While it reinforced many Administration priorities, like hiring more Border Patrol agents, it also contained some provisions that appalled immigrants' rights groups. They charged that the measure gutted anti-discrimination rules protecting immigrants in the workplace, raised new barriers to refugees seeking asylum and stripped most courts of their power to block potentially illegal Government policies.
+''The Administration has been willing to stand its ground against extremes when it's clear it's politically safe,'' said Cecilia Munoz, deputy vice president of the Council on La Raza, a civil rights group in Washington. ''But the White House can also be accused of backing down on critical matters of principle, like civil rights and refugee protection.''
+The Politics
+Fueling Passions On Left and Right",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Milestones+and+Missteps+on+Immigration&title=New+York+Times&issn=03624331&date=1996-10-26&volume=&issue=&spage=1.1&au=Schmitt%2C+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04280705&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 26, 1996","An analysis of the Clinton administration's immigration record is presented. The administration has poured more money and political capital into addressing immigration problems than any other administration in recent times. It has doubled the budget for the INS, increased the number of Border Patrol Agents by about 45%, deported about 25,000 more illegal immigrants in the 1996 fiscal year, compared with three years ago, weeded out abuse in the political asylum process and passed a bill that imposes tough measures against illegal immigration. But looking at the numbers may not tell the whole story.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Oct 1996: 1.",6/29/21,"New York, N.Y.",,"Schmitt, Eric",New York Times Company,,Newspapers,430659300,"United States, New York, N.Y.",English,26-Oct-96,Immigration policy; Immigration; Noncitizens,New York Times,News,,,,,,,
+Anti-Sub Seabed Grid Thrown Open To Research Uses,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/anti-sub-seabed-grid-thrown-open-research-uses/docview/430604689/se-2?accountid=14586,"A GLOBAL network of undersea microphones, built by the Federal Government at a cost of $16 billion to spy on enemy ships and submarines, is beginning to rock to the beat of whales singing, fish schooling, seabeds shaking, volcanoes erupting and even nuclear arms exploding.
+The undersea ears can pick up noises that reverberate through the sea over distances of hundreds and even thousands of miles. Their sensitivity is such that they have tracked the movements of a single whale for weeks on end as the cetacean, a blue whale, repeatedly sang its deep songs.
+The hidden network of microphones, known as Sosus, for Sound Surveillance System, has been used less and less by the Navy since the end of the cold war. In the early 1990's, the service began to let a coterie of Federal scientists listen in on the undersea sounds and use certain ones for oceanographic research.
+But the sharing of the system is now speeding up as universities, ocean institutions and private companies begin to win access to the trove of hundreds, if not thousands, of hidden microphones, which span the depths of the global sea.
+Experts say the move promises new understandings of the deep as well as new ways to save the oceans from ecological harm.
+''This is a breakthrough in terms of applying top technology developed by the military to solve day-to-day natural resource problems,'' said Amos S. Eno, executive director of the National Fish and Wildlife Foundation, a private group in Washington that pushed for the opening. ''And we're going to have to do more of this if we're going to get a handle on environmental problems around the world.'' Among other things, he envisions the network as helping ships avoid collisions with whales, including right whales, the most endangered of the great mammals. At least six of them have died so far this year, including three calves, the highest number of deaths on record for so short a period.
+Part of the Sosus network is being used to develop a global system to eavesdrop on the seas for distant nuclear blasts. The aim is to help make possible the policing of a global treaty banning all nuclear testing, a treaty that is being negotiated in Geneva with the strong support of the Clinton Administration.
+Last year and early this year in the watery depths off California, a microphone involved in the test-ban research was able to pick up the sound of French nuclear weapons being exploded under atolls in the South Pacific, thousands of miles away.
+Peering into the sea with the microphones ''is the same as the Hubble telescope pointing out to the stars,'' Chris Miller, manager of the California system, said in an interview. ''Acoustics in the ocean is the equivalent of light in space. It's the one thing that can transmit for hundreds or thousands of miles.'' Speaking of the California area, he said, ''If you put a telescope into the ocean, you could only see about 30 feet in these waters.''
+In the Atlantic, the sharing involves a private group that is preparing to reactivate microphones around the island of Bermuda that the Navy abandoned more than a year ago. The group plans to make the Bermuda data available to universities and research groups studying such things as whales and sea quakes, as well as to governments seeking to monitor fisheries and enforce marine regulations.
+''It's really a national treasure,'' said Duane A. Cox, a retired naval officer who worked on Sosus for 16 years and is now president of the Scientific Environmental Research Foundation, a private group in Alexandria, Va., that is leading the Bermuda privatization. ''There's an awful lot to be learned.''
+Adm. James D. Watkins, a former Chief of Naval Operations who is now president of the Joint Oceanographic Institutions, a Washington-based consortium of universities and research groups that study the seas, applauded the recent sharing but said more was needed.
+He said that the declassification process ''can go across the board,'' with civilians gaining access to all of Sosus, not just some of its parts. ''And we think this can be done without giving away information that would be useful to a potential enemy,'' he said.
+If data from the microphone arrays, built to track submarines and ships, were made public without proper security precautions, they could, in theory, be used by a foe to hunt the Navy's own craft. That would rob them of stealth, which is especially vital to submarines' work beneath the waves.
+Dennis M. Conlon, chief oceanographer of the Navy's intelligence, surveillance and reconnaissance directorate of the Space and Naval Warfare Systems Command, based in Arlington, Va., said that the service was carefully considering the issue of further sharing, particularly the idea of letting private groups reactivate abandoned arrays.
+''This is an incredible capability,'' he said of Sosus. ''It's unique. It's the only way to keep track of what goes on in the ocean.''
+The sea thunders with a cacophony of natural noises: cracking ice, falling raindrops, breaking waves, quaking seabeds, pounding storms, erupting volcanoes, rumbling avalanches, snapping shrimp, drumming fish and bellowing marine mammals, including dolphins and whales.
+Not all sounds are identifiable. Among the mysteries are creatures that scientists have dubbed the Echo, the Carpenter and the Woof-Woof, after analogous sounds on land.
+The undersea din, scientists say, is a largely untapped reservoir of information about Earth's largest habitat, the briny waters that cover nearly two-thirds of the planet.
+In the early 1950's, as the cold war intensified, the Navy began to build a global network of undersea ears that used the ocean's ability to carry sound over long distances as a way to track the movements of Soviet ships and submarines. At its peak, in the late 1980's, the monitoring system cost more than $300 million a year to maintain and was staffed by 2,400 officers and technicians, said Dr. Conlon, of the Navy.
+Now, with parts of the system closed and others scheduled for closing, as well as with increasing levels of automation, the maintenance costs run less than $100 million a year and the number of operating personnel has dropped to around 800.
+The Navy has no intention of abandoning the Sosus core, which it still maintains and Congress still finances. But it is happy to have help in defraying its costs or even in resurrecting parts already closed down.
+Beginning in 1991, with the cold war's end, the Navy began making segments of the system available to researchers at the National Oceanic and Atmospheric Administration. Some used the undersea ears to track ships involved in drift-net fishing, which is banned by a global agreement.
+Other Federal scientists used it to monitor sea quakes off the West Coast. Large ones were recorded in 1993 and early this year, each accompanied by seabed eruptions of lava; follow-up expeditions probed the deep violence. Such hidden fury accounts for an estimated 90 percent of the planet's volcanism, but it is poorly understood because the outbursts occur in the deep sea.
+The Navy also let a few civilian experts use the system, including Dr. Christopher W. Clark, a whale expert at Cornell University. In one experiment, he and a Navy team tracked a single blue whale for 43 days as it swam from the Bermuda area southward and back, covering nearly 2,000 miles.
+With special Navy access, Dr. Clark is still monitoring the big mammals. ''The blue-whale stuff we're getting is pretty mind-boggling,'' he said in an interview, including ''how loud they are and how far away.''
+Beginning around 1992, groups of oceanographers at universities and private institutions pushed for wide Sosus access, similar to that enjoyed by Dr. Clark and the Federal scientists. But the Navy always turned them down, citing security worries and the inability of the private scientists to pay much toward the system's maintenance.
+The first public sharing of the hidden network was finessed by scientists at the Naval Postgraduate School in Monterey, Calif., which specializes in officer education. They got around security objections by releasing data from a single microphone, which is insufficient for tracking submarines. It takes arrays of microphones and much computer processing to calculate the location of a distant noise accurately.
+In May, the school took over the operation of the Sosus array that radiates out from nearby Point Sur. The Navy station there, including a group of buildings, opened in 1958 and closed in 1986. Off the coast, the microphone now being monitored by civilian researchers is moored at a depth of more than one mile. The access fee is $6,000 a year.
+Dr. Ching-Sang Chiu, director of the Point Sur Ocean Acoustic Observatory and a professor at the Naval Postgraduate School, said the data from the system might eventually be piped into schools and aquariums as an aid to public education about the sea.
+Among the groups now monitoring the undersea ear off Point Sur are the University of Washington, Cornell University and the Monterey Bay Aquarium Research Institute, located nearby in Moss Landing. Among other things, it is studying the whales that ply coastal waters.
+''You can hear a lot of humpbacks,'' said Khosrow Lashkari, head of the institute's acoustic observatory program. ''If you do that around the clock, you can get an idea of their migratory patterns.''
+The microphone's sounds are also being piped over a phone line to the Center for Monitoring Research, an arm of the Science Applications International Corporation, located in Arlington, which is developing gear to monitor the test ban. Scientists from Russia, Romania, Australia, Japan, China, Hungary, the Czech Republic and the United States are working there to help the Geneva negotiators.
+This month, the Sosus opening is to expand, as work gets under way on the reactivation of the Bermuda array, which is said to have more than a hundred microphones in the Atlantic depths. To avoid security problems, a plan has been developed to filter out any sounds of submarines.
+Mr. Cox, of the Scientific Environmental Research Foundation, said that nearly $3 million had been raised so far for the Bermuda resurrection. The money has come from the National Fish and Wildlife Foundation, the Pentagon's Strategic Environmental Research and Development Program and the Federal Systems Division of Lockheed Martin, a contractor based in Manassas, Va., that helps run the Navy's deep ears.
+The goal, he added, is to have the Bermuda array up and running in the fall, so the annual whale migrations can be monitored. After a shakedown period, the first public hookups are to take place early next year. No price has yet been set for access to the Bermuda microphones.
+Admiral Watkins, of the Joint Oceanographic Institutions, said that the Point Sur and Bermuda openings were important steps politically, signaling the start of ''a very aggressive and high-level review'' within the Federal Government of how far Sosus declassifications should go.
+Mr. Eno, of the National Fish and Wildlife Foundation, called the microphone unveiling a vivid example of a new approach to ecological studies that was increasingly needed.
+''We're losing so many battles in the environment due to demography, people and the cumulative pressures of our industrial society,'' he said. ''If we don't come up with technological shortcuts to solve some of these problems, as well as new ways of addressing them with public and private partnerships, we're going to lose the whole ball game of managing this world's resources.''
+Graph Diagrams/Graphs: ''An Ear on the Sea''
+Private scientists are starting to win access to a Navy system of underwater microphones to study the din that reverberates through the sea as whales sing and volcanoes erupt. Man-made sounds can also be tracked, including ships involved in drift-net fishing, which is banned by global agreement. Civilian scientific use of the system is increasing now that the Navy has found ways to keep its submarines from being uncloaked.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Anti-Sub+Seabed+Grid+Thrown+Open+To+Research+Uses&title=New+York+Times&issn=03624331&date=1996-07-02&volume=&issue=&spage=C.1&au=Broad%2C+William+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04113438&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 1996","A global network of undersea microphones, built by the government at a cost of $16 billion to spy on enemy ships and submarines, is beginning to rock to the beat of whales singing, fish schooling, seabeds shaking, volcanoes erupting and even nuclear arms exploding. The hidden network, known as Sosus, for Sound Surveillance System, is now finding civilian scientific use. Experts say the move promises new understanding of the deep as well as new ways to save the oceans from ecological harm.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 1996: 1.",11/15/17,"New York, N.Y.",,"Broad, William J",New York Times Company,,Newspapers,430604689,"United States, New York, N.Y.",English,2-Jul-96,Surveillance; Research; Oceanography; Microphones; Audio equipment,New York Times,News,,,,,,,
+Suiting Up for America's High-Tech Future,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/suiting-up-americas-high-tech-future/docview/430436288/se-2?accountid=14586,"ABOUT the only sound inside Intel's new factory here is a robotic whir, high overhead, made by the tiny white cars of a miniature monorail. They ferry a precious cargo of eight-inch silicon wafers. Each is covered with a grid of nearly 300 thumbnail-sized semiconductor chips, and each chip is microscopically packed with millions of electronic gateways, or transistors.
+Producing a state-of-the-art microprocessor is the Everest of modern manufacturing, and the Intel Corporation's new plant stands at the summit. The futuristic factory, opened in September, makes the most sophisticated microprocessors that run today's personal computers: the Pentium chip, packed with 3.3 million transistors, and Intel's next-generation Pentium Pro, with 5.5 million transistors.
+The Intel plant is leading a surge of investment in semiconductor manufacturing by American companies. The current spending spree carries risks, but it also speaks of how far the nation's high-technology manufacturing prowess has come from a decade ago, when many experts predicted that the domestic chip industry was locked in a cycle of decline and its demise threatened to reduce the United States to an economic also-ran in the information age.
+""Companies like Intel have done a lot of the things that we all said American companies weren't doing -- investing heavily for the long term and buckling down to really take manufacturing seriously,"" said Richard K. Lester, director of the Massachusetts Institute of Technology's Industrial Performance Center, a business research group.
+No one who has seen Intel's new plant here could question the company's commitment to leading-edge manufacturing. The factory, called Fab 11, is a vast, five-story building with floor space that equals more than two dozen football fields. Intel has already invested $1.8 billion it. As output increases, the price tag is expected to rise to $2.5 billion.
+Intel's microchips are designed with circuitry measured in the thickness of atoms and light waves. The manufacturing environment is thousands of times more pristine than a hospital operating room; the tiniest speck of dust is a chip killer. And much depends on getting it right. Botch one wafer, and $250,000 or so goes out with the garbage.
+The 140-step manufacturing process -- cleaning, planing, etching, baking and chemically coating the wafers -- occurs in laboratory-like alcoves off seemingly endless hallways. Before entering the production area, known as the clean room, the plant's 1,300 technicians suit up like astronauts -- in white Gore-Tex suits with hoods, goggles, boots and yellow latex gloves. Workers must then take a series of ""air showers"" to remove any dust particles. Makeup must be removed at ""wipe-down stations."" The plant's floor is raised and perforated for filtering the air, which whisks by at 100 feet per minute.
+""All this is to protect the wafers,"" Bruce Sohn, a manufacturing manager, explained as he escorted two reporters last month, the first journalists inside the factory since it opened. ""And it's part of what makes this the most advanced semiconductor facility in the world.""
+Indeed, this chip plant on a high desert mesa in New Mexico is probably the most productive factory in the world, in terms of the value of goods it makes. By industry estimates, it has the potential to generate revenue of more than $5 billion a year -- more than all but the 200 or so largest companies in America.
+The Intel plant heads an armada of $1 billion-plus chip plants under construction around the world. About 40 semiconductor fabrication plants earmarked for $1 billion or more are going up or are on the drawing boards, said George Burns of Strategic Marketing Associates, a technology consulting firm in Santa Cruz, Calif. The pace, if anything, seems to be accelerating. In the month of October alone, there were eight announcements of $1 billion-plus plants.
+Japanese, South Korean and Taiwanese companies are spending heavily on semiconductor plants. Yet the investment wave is being led by American companies -- not just Intel but also Motorola, Micron Technology, I.B.M., Advanced Micro Devices and others, building mammoth chip factories in the United States and abroad. Eighteen of the giant plants are being built by American companies, while the Japanese are next, with 10.
+Producing in the United States with American workers is an attractive proposition these days for American companies and for East Asian chip makers as well. Thirteen of the $1 billion-plus factories are going up in the United States; nine of those are being built by American companies.
+The aggressive investment strategy of the American companies reflects their confidence not only in the prospects for their industry but also in their manufacturing abilities -- an extraordinary reversal from the 1980's. Back then, it seemed, semiconductors were another high-technology industry, pioneered by America, that was being lost to Japan.
+The plight of the semiconductor business, more than any other industry, pointed to manufacturing as the Achilles' heel of the American economy. The United States companies were at the forefront of semiconductor research and design, but stumbled badly on the factory floor in production quality and efficiency. A decade ago at American plants, die yields, the share of usable chips among the few hundred etched onto each silicon wafer, were often less than 50 percent, far below Japanese levels.
+Today, things could scarcely be more different at leading American plants. Die yields, for example, are now routinely 80 to 90 percent. Once, the semiconductor industry was unable to produce new generations of chips of high quality in high volumes. But today, the factory floor at a company like Intel is confidently described as a competitive weapon, alongside design know-how and financial muscle.
+""Manufacturing is no longer an obstacle to anything the company wants to do,"" said David B. Marsing, the plant manager in Rio Rancho. ""That change is fairly recent at Intel, something we've really seen only in the last few years.""
+Admittedly, there are caveats for the chip makers. Their optimism about the steadily rising demand for all manner of semiconductors -- from Intel's sophisticated microprocessors to simple microcontrollers, found in appliances like hair dryers -- could be off target. The optimism is based on the belief that more semiconductors will be used in more and more products. In fact, the semiconductor share of the total cost of electronics goods has doubled in the last decade, rising to 16 percent, and some analysts predict it will reach 25 percent by the year 2000.
+But if demand eases, then the traditional boom-and-bust cycle of the semiconductor industry could return -- and turn some of the huge chip plants being built today into the white elephants of tomorrow. In short, the American semiconductor industry could be pursuing the wrong strategy.
+Concerns about the future certainly color Wall Street's view of the chip makers, even Intel, whose microprocessors run 80 percent of the world's personal computers. Its domination of that lucrative market has made Intel a profit machine. Daniel Klesken, an analyst for Robertson, Stephens & Company in San Francisco, expects that given its growth rate, Intel will have $11 billion in profits around the year 2000 -- more than any other American company, likely surpassing the current profit leaders like Ford, Exxon and General Motors.
+But many investors are apparently skeptical that Intel can keep it up, and the stock market often reacts nervously to any bad news. Last week, for example, Intel shares dropped sharply when the company announced that a large customer was having trouble paying its bills. Intel did not name the company, but most industry analysts said it was Packard Bell Electronics Inc., a leading marketer of personal computers to home users. Later, Packard Bell, a privately held company, said it was not in financial trouble. Intel shares closed Friday at $61, down 3 percent for the week.
+The episode illustrates Wall Street's skittishness about Intel because the company's high-profit franchise is so dependent on a single industry, personal computers. Anything that stalls the rapid growth of the PC industry would hit Intel hard. So investors are willing to pay only a modest 15 times current earnings for Intel shares.
+DESPITE Wall Street's qualms, the resurgence of America's high-technology manufacturing capability is still a triumph -- and a turnaround with consequences well beyond the semiconductor industry. The worried analysts of the 1980's were correct in pointing out the crucial role of semiconductors as a basic building block of information technology, and the growing importance of that technology to the economy. For example, investment in information technology, which excludes software, now accounts for 52 percent of all business capital equipment spending, up from 31 percent a decade ago.
+""In terms of size, growth and importance to our economic future, information technology is now clearly the basic industry of America,"" said Stephen S. Roach, the chief economist of Morgan Stanley & Company.
+There is no single cause that explains how the American semiconductor industry regained the lead in the 1990's, after seeing its share of the world market slide to 37 percent from 57 percent in the 1980's. A weaker dollar and the 1986 semiconductor trade agreement with Japan helped lift American sales. The recession of the early 1990's in Japan slowed down that nation's semiconductor makers. Finally, the demand for chips shifted from consumer electronics products, which Japan dominated, toward the fast-growing markets for personal computers and telecommunications equipment, in which American companies were strong.
+Yet, by all accounts, much of the credit for the comeback belongs to the American companies. An instinct for corporate survival, recalls Steven Appleton, the chief executive of Micron Technology Inc., proved a powerful incentive for his company. Micron was, and is, a specialist in DRAM, or dynamic random access memory, semiconductors, the chips that serve as a PC's temporary memory, where data for current tasks are stored. The DRAM business was the market in which the Japanese producers were strongest. Unlike Intel, which dropped out of DRAM's to focus on high-end microprocessors, Micron had few options.
+""We either kept making DRAM's and got competitive or went out of business,"" Mr. Appleton said.
+Throughout the industry, and on every rung of the corporate ladder, manufacturing expertise was suddenly recognized as a valued asset. The 35-year-old Mr. Appleton, for example, started working for Micron on the factory floor in a clean room in Boise, Idaho, for $4.46 an hour. Craig R. Barrett, the chief operating officer of Intel, is a former associate professor of materials sciences at Stanford University. At Intel, he rose to the top as a manufacturing expert.
+""In the mid-1980's,"" Mr. Barrett said, ""the U.S. semiconductor industry got a big bucket of cold water thrown in its face. It became brutally apparent that all the smart technologists in the world would not make this industry a success. We had to get down and vastly improve our manufacturing efficiency.""
+After sojourns to Japan, studying chip making there firsthand, Mr. Barrett decided that Intel needed greater cooperation among its design, development and manufacturing teams. Specifically, the designers and developers of each new generation of chip must now shepherd their creation through the early stages of production.
+One result: chip designs that are easier to produce. Mr. Barrett explains the benefits with a hiking analogy. ""You put fewer stones in the backpack if you're the one who has to carry it,"" he said.
+Today, the Intel factories also make extensive use of computer simulations to predict production problems before they occur. ""The emphasis has really moved away from defect detection and toward defect prevention,"" noted David B. Yoffie, a professor at the Harvard Business School who is also a director of Intel.
+Back at the plant in Rio Rancho, the 34-year-old Mr. Sohn, who is an M.I.T. graduate, marvels at how much chip manufacturing has changed since he joined Intel 12 years ago. He stands in one of the factory's control centers -- a bank of 20 personal computers monitored by a few technicians, who track production data, run simulations and order minute adjustments in the manufacturing process.
+""In the old days, we used to do our best, wait at the end of the line and pray that things came out,"" Mr. Sohn recalled. ""As you can see, we're worlds beyond that now.""
+If factory-floor practices have changed beyond recognition from the days when workers baked pizzas in the chip ovens, so has the composition of the work force. A decade ago, workers typically had high school diplomas and no specialized training. Today, two-year degrees from technical schools or electrical engineering degrees are the norm.
+For the Rio Rancho factory, Intel recruits students from Albuquerque Technical-Vocational Institute and other nearby technical schools. Starting salaries for newly hired technicians are in the high $20,000's. Within three or four years, salaries can rise to $50,000 or more a year. In some cases, with overtime, pay can reach $90,000 for these skilled factory technicians. That kind of money buys a measure of affluence, especially in the Albuquerque area, where the average one-bedroom apartment rents for about $500 a month.
+The more skilled work force and increased automation have helped to make the chip-producing process far more disciplined than it once was, said Mr. Marsing, the plant manager. The technicians work with 1,000 personal computers in the factory, searching for what Mr. Marsing calls ""a plethora of small continuous improvements"" intended to hasten production and improve chip yields.
+THE manufacturing discipline extends beyond the Intel factories. Equipment suppliers vying for orders from Intel are subject to painstaking scrutiny. Producers of chip-etching machines or furnaces, for example, will be put through runoffs judged by Intel that last months. One equipment maker will be chosen to supply Intel factories worldwide, reducing the chances of variation from one factory to the next. Because chip making is so precise, any variation is anathema, potentially reducing yields.
+Once selected, the supplier will be subject to even closer monitoring from Intel. It demands to know whether equipment makers want to use different subcontractors, even for screws and bolts, because any change could affect the manufacturing process slightly.
+And unlike in the making of cars or airplanes, manufacturing technology in the chip industry changes almost with each generation of chip. Every two or three years, the level of miniaturization increases and production equipment changes, meaning that the plants' owners have to make their money back on all the equipment in that short span of time.
+""What you have here is a frightening pace of change in manufacturing improvement,"" said Mr. Marsing. ""At least, we certainly hope it's frightening to our competitors.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Suiting+Up+for+America%27s+High-Tech+Future&title=New+York+Times&issn=03624331&date=1995-12-03&volume=&issue=&spage=3.1&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 3, 1995","Producing a state-of-the-art microprocessor is the Everest of modern manufacturing, and the Intel Corporation's new plant stands at the summit. The futuristic factory, opened in September, makes the most sophisticated microprocessors that run today's personal computers: the Pentium chip, packed with 3.3 million transistors, and Intel's next-generation Pentium Pro, with 5.5 million transistors. The 140-step manufacturing process -- cleaning, planing, etching, baking and chemically coating the wafers -- occurs in laboratory-like alcoves off seemingly endless hallways. Before entering the production area, known as the clean room, the plant's 1,300 technicians suit up like astronauts -- in white Gore-Tex suits with hoods, goggles, boots and yellow latex gloves. Workers must then take a series of ""air showers"" to remove any dust particles. Makeup must be removed at ""wipe-down stations."" The plant's floor is raised and perforated for filtering the air, which whisks by at 100 feet per minute. There is no single cause that explains how the American semiconductor industry regained the lead in the 1990's, after seeing its share of the world market slide to 37 percent from 57 percent in the 1980's. A weaker dollar and the 1986 semiconductor trade agreement with Japan helped lift American sales. The recession of the early 1990's in Japan slowed down that nation's semiconductor makers. Finally, the demand for chips shifted from consumer electronics products, which Japan dominated, toward the fast-growing markets for personal computers and telecommunications equipment, in which American companies were strong.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Dec 1995: 3.1.",11/15/17,"New York, N.Y.",,"Lohr, Steve",New York Times Company,,Newspapers,430436288,"United States, New York, N.Y.",English,3-Dec-95,COMPUTER CHIPS; INDUSTRY PROFILES; CAPITAL INVESTMENT,New York Times,NEWSPAPER,,,,,,,
+"Recycling Banks: Some Debits, Some Dividends","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/recycling-banks-some-debits-dividends/docview/430301927/se-2?accountid=14586,"REMEMBER banks -- those imposing marble Greek Revival-style temples found in every downtown, usually not far from a similarly solid and conservative structure called City Hall? How about bank branches or savings and loan offices -- those modest, modernist buildings that often dispensed money like Big Macs at drive-up windows?
+Slowly, almost imperceptibly, banks seem to be vanishing from the American architectural landscape, both in cities and in the suburbs. No, they aren't disappearing as fast as old-fashioned movie theaters, department stores or other soon-to-be relics of 20th century commercial real estate. They are, though, frequently being shut down, sold, subleased, re-leased or remodeled for new uses, ranging from the merely unusual (restaurants and rug stores) to the highky unlikely (houses of worship and wine cellars.)
+The evolution has occurred the most, perhaps, in the Northeast, where the financial-services sector of the economy has shrunk substantially over the last decade, in part, ironically, because of the turbulence in the region's real estate market in the late 80's and early 90's.
+In some cases, though, especially in cities, when a bank closes, the physical carcass, sadly, is of landmark quality or close, and any new usage may seem somewhat incongruous, lacking the dignity usually associated with these magisterial buildings.
+The former American Savings Bank, for instance, at 103 East 15th Street in Manhattan, is a neglected neo-Classical tomb with the entabulature of Union Square Bank above its doors. The new owners have announced plans to turn it into a restaurant and music club called the House of Blues, which, to some developers still reeling from the credit crunch a few years back, may not be an inappropriate name for a bank.
+The former East River Savings Bank at 22 Cortland Street in Lower Manhattan was built in 1934 by the architects Walker & Gillette in the Art Deco style and is often referred to as one of the best buildings of the period in New York. The building is today a Century 21 department store.
+Then there is the former New York Bank for Savings at 81 Eighth Avenue, at 14th Street, later a Gold Dome Bank, a 99-year-old, 40,000-square-foot building that has a copper domed roof, walls sheathed in travertine and antique chandeliers. The building is now Central Carpet, which is, according to the store's owners, who spent hundreds of thousands of dollars restoring the property, ""the Grand Palais of Rugs.""
+""It's better than being demolished,"" said Clark Strickland, president of the Preservation League of New York State, which is based Albany, in reference to 81 Eighth Avenue.
+The number of banks has declined substantially over the last 10 years in the New York metropolitan region, in part because of mergers and acquisitions, in part because of the failure of many savings and loans and in part because of automation, particularly the ubiquitous automated teller machine, which has eliminated entire branches, as well as thousands of teller jobs.
+Thrift institutions, as savings and loans are often known, have been hit much harder than banks. There were 38 thrifts and 195 branches at the end of 1984 in Connecticut, according to the Federal Office of Thrift Supervision. A decade later there were 13 thrifts and 101 branches. In New Jersey the number of thrifts fell to 69 from 139 over the same period and the number of branches fell to 556 from 861. In New York, the number of thrifts fell to 66 from 93 and the number of branches to 517 from 732.
+Even large banks, however, have cut back the number of branches they operate. When Chemical Bank and Manufacturers Hanover Trust merged in 1991, they had about 440 branches in New York. Today, the combined company has about 275 branches. More consolidations -- rumors of a merger between Chemical and Chase Manhattan have been widely reported in recent days -- could close scores more branches.
+Nevertheless, branches are not likely to disappear, replaced by ATM terminals and on-line banking systems. In fact, nationally, the number of bank branches, excluding thrift institutions, has increased over the last 10 years because of continuing expansion in the south, Midwest and the Rocky Mountain region.
+""There continues to be a great need for the branches,"" said Ken Herz, a spokesman for Chemical Bank. ""We will always maintain a very large branch network. Branches continue to be important not just to individual customers but also to small businesses.""
+Citibank has even opened six branches in Connecticut in the last three years. ""We are going to look for more locations,"" said Susan Weeks, a spokeswoman for Citibank. ""So no -- branch banking is not dead.""
+And some bank branches that close reopen as other banks. Chemical Bank recently gave away a building it closed in the Bedford-Stuyvesant section of Brooklyn to a small credit union there, the Central Brooklyn Federal Credit Union.
+Most banks lease their suburban locations and own their older buildings. When a decision is made to close down a branch, a lease can have as little as a few months to run or as long as 20 years. Rents run the gamut from $15 a square foot to $200 a square foot. ""Like anything else, location is everything,"" said Richard E. Lucia, senior director for corporate retail properties at Chemical Bank.
+Suburban bank branches have been re-leased for myriad uses, ranging from dry cleaners to t-shirt shops to churches. A former Connecticut National Bank branch in Monroe, Conn., became the Sunday School and youth center for the Stepney Baptist Church in 1991.
+""We don't use the drive-up windows for church purposes -- there is no one there to collect money,"" said Pastor Bill Minser. ""We pass the offering plate for that.""
+""We also like that fact that this building is air-conditioned,"" he added. ""That wouldn't necessarily be the case if it were 150 years old.""
+Climate control is a real consideration when leasing a former bank. Alfred A. Mirin, an associate at CB Commercial Real Estate Group in Stamford, Conn., said that the larger older banks were difficult to heat and cool because of the high ceilings, and the floors were often slabs of marble that were difficult to remove to put in new plumbing. ""It is not necessarily an easy sell,"" he said.
+Suburban banks in high-traffic locations and those with drive-in facilities are the easiest to lease. ""In today's world, anything with a drive-through is a hot commodity,"" said Jonathan K. Putnam, director of the Hartford office of Cushman & Wakefield, the commercial real estate broker.
+""I have seen a drive-through D'Angelos and a drive-through Boston Chicken, places that in the past I have never seen a drive-through,"" he added, referring to two fast-food chains that usually do not have drive-through windows but have leased former bank buildings with such facilities.
+He said that new drive-throughs are often hard to establish these days because of local land restrictions. And the best locations have already been taken. ""They are hot pieces of real estate,"" Mr. Putnam said. ""Generally, what you are finding, though, is that banks are trying to dump the bad locations not the good ones.""
+He noted that Dunkin' Donuts and McDonald's have been seeking out former banks in which to locate franchises. He said a Dunkin' Donuts recently moved into a former Bank of Hartford in Cromwell, Conn., and a McDonald's recently received permission to buy an old Gateway Bank in Fairfield, Conn.
+""Banks are good sites for retrofitting,"" said Dominick Musilli, a McDonald's real estate representative based in Windsor, Conn.
+He said the vault in the Fairfield bank branch would become restrooms and the teller counters would become fast-food counters. The Fairfield Planning and Zoning Commission, however, has turned down requests from the restaurant to use the drive-in windows. ""We are appealing that decision,"" Mr. Musilli said.
+Older bank buildings can be more difficult sells. There are curently two former banks on the market in downtown Stamford, Mr. Mirin said, and one has been vacant for three-and-half years. ""They are trophy properties,"" he said. ""They would be great for a museum, but how many museums are there?""
+""Restaurants love them too, but the restaurant business is having a hard time,"" he added.
+One bank that became a restaurant was the former People's Bank headquarters in Bridgeport, Conn., a traditional bank structure with columns, marble floors and vaulted ceilings. Last year it became Roberto's, a pizza parlor.
+""It's just awesome,"" said Robert Mirafiore, the owner, ""especially the 40-foot ceilings."".
+The restaurant uses the former vault as a bar and service area. ""People go up to the vault to get their drinks,"" Mr. Mirafiore said.
+One of the most difficult tasks in retrofitting a bank, particularly an older one, is dealing with the vault. With their thick concrete walls and steel doors, they can weigh several tons. ""It can be an obstacle,"" Mr. Lucia said. ""But if it's in the basement, as it often is, then it is less of an obstacle, as the door can usually be taken off and the vault used for storage.""
+Vaults in newer banks are quite different from the old-fashioned round or oval steel-and-brass variety with one or more combination locks and a door handle like a ship's wheel. More modern vaults are modular, meaning they can be dismantled fairly easily. They also tend to have walls reinforced with inch-thick steel rather than the 18 inches of concrete in older banks. ""It has the same strength rating,"" Mr. Lucia said.
+Some new tenants have found innovative uses for the old decorative vault doors, if not the vaults themselves. At Fidelity Investments in Boston, which is based in an old Shawmut Bank headquarters, two vault doors have been laid on a wooden base for use as a conference table.
+Sometimes, the entire vault is left in place and used as a marketing tool. In East Hampton, L.I., the Coach Leatherware Factory Outlet, which is housed in a former bank building, uses its vault for a small art gallery featuring local artists.
+""It was too expensive to have the door removed and the space was odd, so they got creative and put in an art gallery about three years ago,"" said Amy Pierson, salesperson at the store.
+At Rothman's, a men's clothing store at 17th Street and Park Avenue in Manhattan, the priciest suits are kept in a 20-foot-by-30-foot vault. (The dressing room is the old safety-deposit-box room, but without the boxes.)
+""A lot of customers come in and say, 'I only shop in the vault,' "" said Ken Giddon, president of Rothman's.
+Mr. Giddon said that to remove just the vault door would have cost at least $10,000; the building was a Chase Manhattan Bank until 1985. ""A lot of these vaults were dropped in when the buildings were built, and getting them out is very problematic no matter what your budget,"" he said. ""It is, essentially, a huge cement and steel box that is part of the structure and support of the building.""
+Keeping the vault -- usually about 12 feet by 18 feet in size -- and using it for storage or display has its costs, too, though. ""We had to get sprinklers, and we spent about $2,000 to make it a legal room,"" Mr. Giddon said.
+Lane Brettschneider of Lane's Floor Coverings & Interiors in Manhattan received an estimate of $250,000 three years ago to remove the vault at the space they now lease at 2 Park Avenue, which used to be a Chemical Bank branch.
+They have also tried -- and failed -- to sell the vault to anyone interested for $5,000, plus removal. ""It's a joke,"" Mr. Brettschneider said.
+In the meantime, Mr. Brettschneider, an oenophile, has turned the space into a combination carpet sample library and wine cellar containing about 40 single bottles and 50 unopened cases. The two rooms are separated by a Plexiglas wall, so carpet-book browsers in the library can also gaze at the wine, which is kept chilled at 58 degrees, at the other end of the vault.
+""We hold wine tastings with our seminars on floor coverings,"" Mr. Brettschneider said. ""It is a way for us to get architects in here and hear us talk about floor coverings. When they hear we are serving a 1978 Petrus, it brings them right in.""
+Photograph The former People's Bank headquarters in Bridgeport, Conn., (left) is now Roberto's pizza parlor. Its owner calls it awesome, ""especially the 40-foot ceilings.""; Rothman's (below), a men's clothing store on Union Square, keeps its costliest suits in a bank vault. (George Ruhe for The New York Times (top); Fred R. Conrad/The New York Times) (pg. 1); Former Gold Dome bank in Chelsea is now Central Carpet. (Fred R. Conrad); A Monroe, Conn., banktransformed into Stepney Baptist Church center. (George Ruhe for The New York Times); Former Ameri-can Savings Bank proposed as restaurant. (Fred R. Conrad) (pg. 8)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Recycling+Banks%3A+Some+Debits%2C+Some+Dividends&title=New+York+Times&issn=03624331&date=1995-08-06&volume=&issue=&spage=9.1&au=Ravo%2C+Nick&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 6, 1995","One of the most difficult tasks in retrofitting a bank, particularly an older one, is dealing with the vault. With their thick concrete walls and steel doors, they can weigh several tons. ""It can be an obstacle,"" Mr. Lucia said. ""But if it's in the basement, as it often is, then it is less of an obstacle, as the door can usually be taken off and the vault used for storage."" Mr. Giddon said that to remove just the vault door would have cost at least $10,000; the building was a Chase Manhattan Bank until 1985. ""A lot of these vaults were dropped in when the buildings were built, and getting them out is very problematic no matter what your budget,"" he said. ""It is, essentially, a huge cement and steel box that is part of the structure and support of the building."" The former People's Bank headquarters in Bridgeport, Conn., is now Roberto's pizza parlor. Its owner calls it awesome, ""especially the 40-foot ceilings.""; Rothman's (below), a men's clothing store on Union Square, keeps its costliest suits in a bank vault. (George Ruhe for The New York Times (top); Fred R. Conrad/The New York Times) (pg. 1); Former Gold Dome bank in Chelsea is now Central Carpet. (Fred R. Conrad); A Monroe, Conn., banktransformed into Stepney Baptist Church center. (George Ruhe for The New York Times); Former Ameri-can Savings Bank proposed as restaurant. (Fred R. Conrad) (pg. 8)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Aug 1995: 9.1.",11/15/17,"New York, N.Y.",,"Ravo, Nick",New York Times Company,,Newspapers,430301927,"United States, New York, N.Y.",English,6-Aug-95,BANKS AND BANKING,New York Times,NEWSPAPER,,,,,,,
+"Sorry, Ma'am, No Listing for 'enry 'iggins; Voice Recognition Is Improving, but Don't Stop the Elocution Lessons","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sorry-maam-no-listing-enry-iggins-voice/docview/430188673/se-2?accountid=14586,"What if I say ""tomahto"" and you say ""tomayto?"" What if some say ""probably"" and still others say ""prolly"" and what about all the different ways there are to signify assent: ""yes,"" ""yup,"" ""uh-huh,"" ""O.K.,"" ""sure"" and ""roger?"" What's a simple computer supposed to make of it all?
+As voice-recognition technologies are making their way from various laboratories into rapidly proliferating commercial applications, more and more of humankind will have to enter into conversation with machines. To be productive listeners, those machines must be prepared to decipher all the ways people have of speaking their minds.
+Clearly, if this relationship is going to develop and flourish, the machines will have to be programmed to discern and account for the enormous variety of human utterances, not just words (in all their pronunciations and dialects), but the hems, haws and guffaws and even the static on the telephone lines.
+That is where the Linguistic Data Consortium comes in. From its headquarters at the University of Pennsylvania in Philadelphia, the research cooperative, which includes some 90 companies, universities, United States and foreign government research agencies as well as private laboratories, has amassed and distributed huge archives of speech since its inception three years ago.
+Under the direction of linguists and computer experts with backgrounds in phonetics and statistics, graduate students have been turning millions of snippets of ordinary conversation -- even the ""I mean"" and ""you know""phone chatter of teen-agers -- into data packaged on CD-ROM's. These, in turn, are used by engineers to develop commercially valuable techniques enabling people to speak to no living thing and still be understood.
+One tool that the consortium has developed is a lexicon that tries to list all pronunciations of words used in the United States -- including ""lingerie"" and ""parmesan,"" two words that have large numbers of varied pronunciations, according to Dr. Cynthia McLemore, who organized this effort for the consortium.
+For instance, she said, there is PARMA-zahn, PARMA-zhahn, PARMA-zen, PARMA-zane, PARMA-john, PARMA-zhan with the final ""a"" like the one in man. Then there are four more, from eastern New England and the South where the ""r"" sound is omitted: PAMA-zan, PAMA-zhan, PAMA-zen, and PAMA-john.
+Imagine the mathematical calculations involved in ordering take-out from the Italian deli's computer and asking for extra cheese.
+But Dr. McLemore noted that there were 11 even more subtly differentiated versions of lingerie, including the more commonly used lan-je-RAY, lan-je-REE, lah-je-RAY, lah-je-REE, land-zhe-RAY and land-zhe-REE.
+""Language is an incredibly complicated business,"" said Mark Liberman, the director of the pooled effort and an expert in phonetics and computers who once specialized in the tonal systems of West African languages. ""To build robust voice-recognition systems you have to figure out how a community of people really talk and to do that you need a great deal of information.
+""You need to know the lexicons, the grammar, and the probabilities of word placement and selection. You need to understand and account for regional variations. People in Birmingham , Ala., will not talk the same way as people in Portland, Me., and any successful voice recognition system would have to be able to recognize what people say regardless of where they come from and respond accordingly.""
+The commercial systems using this technology have been available at least as long as the consortium itself. But while many products are being developed, only a few have made it to the mass market, and sales of those are still fairly small. Among the most successful are programs that teach PC's to take dictation, sold by I.B.M., Dragon Systems Inc. and Kurzweil Applied Intelligence Inc. Other programs, like Microsoft Windows Sound System, let users speak to their computers, rather than typing or clicking on icons.
+Some big consumer companies are jumping on the bandwagon. Last week, the Nynex Corporation expanded its voice-dialing service to parts of Manhattan. This product, which the company says is now available on 7.5 million phone lines throughout the Northeast, lets customers create their own telephone directories, which can be activated by voice commands. (""Call Mom."") And Visa Interactive, a division of the credit card association, has recently begun selling a system through banks that allows customers to pay their bills over the phone using mostly spoken instructions.
+The number of applications is expected to multiply as the rapid advance of computer capabilities makes theoretical applications practical, Dr. Liberman said.
+""Not very long ago, to make the computations needed, you had to have huge multimillion-dollar computers working overnight."" Now, he said, ordinary computers using easily available programs can make the calculations to process sound and pull up close matches from memory in real time.
+The consortium's effort was financed in 1992 by a Defense Department start-up grant of $4.5 millon. Since then operating expenses have been covered by dues (originally scaled from $2,000 for a nonprofit group to $20,000 for a commercial firm to $200,000 for the largest companies that sit on the consortium's board).
+The consortium's members currently include many United States and foreign telephone companies, major computer corporations and small concerns evolving beyond garage-scale ventures. What they get for their money is access to dozens of data bases of speech in many languages.
+Like Alan Lomax, the folklorist who began collecting the music of America's mountains and lowlands in the 1930's, the consortium's researchers seek out the music of human speech among ordinary people, chosen according to their regional distribution and demographic characteristics. These people are recorded -- with their permission -- as they speak to friends or strangers, sometimes on specific subjects requested by the researchers.
+The research studies, which include conversations in Arabic, Mandarin and Japanese as well as European languages, record hundreds of thousands of utterances. The end product, published on CD-ROM's, can cost more than $250,000 apiece to produce. In addition to obtaining the sounds of the words, the users can also call up on their computers the graphic and mathematical representations of these sounds.
+Dr. Liberman and his associates emphasized that while the consortium's data bases have accelerated the development of the technology, they are not sufficiently sophisticated for immediate product development. He said that when such a competitive stage is reached, the various companies must assemble their own particularly focused data bases to model the vocabularies and grammar for their own systems.
+This, Dr. Liberman maintained, has been the experience with all the currently available systems that listen for and respond to spoken cues, of which Sprint's voice verifying system is probably the best known. In it, the distinctive pattern of a customer's voice serves as a password enabling the caller to dictate placement of calls.
+Voice-recognizing switchboard systems that can answer callers and route them to appropriate extensions are also on the market as are programs that enable physically disabled people to dictate material that is turned into written text by computers interpreting their sounds.
+Other adaptations of voice-recognition technology being weighed may shortly make it possible for customers to book travel arrangements, or buy theater tickets or place orders for merchandise from catalogues by voicing their desires over phone lines to computers programmed to extract messages from phonemes, the building blocks of speech.
+The mathematical theory underlying all such speech recognition systems is not new, having reportedly been developed after World War II by scientists working within intelligence organizations on applications that are still not known by the linguists who now use them. Whatever their original purpose may have been, by the late 1960's, the computations were being applied to construct statistical models of expected patterns of sound for speech recognition.
+When a given word, for instance the name ""Mary,"" is spoken, the recognition system reduces the word as spoken to a digital representation and then searches its memory for a match.
+For example, in a switchboard system developed by Bolt Beranek & Newman Inc. of Cambridge, Mass., a member of the consortium, finely tuned soundings were made all over the United States before every word in the system's voice recognition vocabulary was modeled in six variations, male and female voices reflecting Southern, Northern and Midwestern dialects.
+Dialects or sex differences can also be the least of the recognition problems. Take the merry quandary, for instance. In some parts of the country the name ""Mary"" is pronounced like the verb ""marry"" or the adjective ""merry."" For an inanimate system to make the semantically right choice it must be programmed to take context into account, noting what precisely identifiable words lie in close proximity to the ambiguous sound.
+If, for instance, the word comes right before ""Christmas,"" the chances are great that what was meant was ""merry."" If it comes before a name like Jones or Smith, it was most likely ""Mary."" If it is followed by ""him"" or ""her,"" it was most likely ""marry.""
+Tomayto, tomahto, potato, potahto, looks like the whole thing is on.
+Photograph Mark Liberman, Cynthia McElmore and John Godfrey of the Linguistic Data Consortium with a computer that collects speech for research. One of the barriers to speech recognition technology is regional dialects. Shown are some examples that linguists can use to determine where a speaker grew up. Understanding these differences helps to account for them electronically. (Laura Pedrick for The New York Times) Chart: ""Speech Recognition Technology""
+When you call a voice-activated system and work you way through options without touching your telephone keypad, (""If you want to accept charges for a collect call, say 'yes,' "") you are using a limited form of voice recognition technology. The Linguistic Data Consortium collects and processes a large inventory of human speech patterns, which consortium members can tap for commercial applications. These applications come in three broad categories: SPEECH RECOGNITION -- Allows the user to enter information into a ocmputer by speaking SELECTED USES -- Automation of operator-assisted calls, dictation, and data entry and retrieval. SPEECH RECOGNITION AND SYNTHESIS -- Can be used for instantaneous translation of foreigh-language speech into a language of your choice. It gives access in spoken form to otherwise hard-to-access information. SELECTED USES -- Interactive driving instructions, reading machines for the blind, telephone access to E-mail. VOICE VERIFICATION -- Used for security. SELECTED USES -- Identity checking over the phone (Sprint uses this system), entry control to restricted areas. 1. Using a speech recognition system",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sorry%2C+Ma%27am%2C+No+Listing+for+%27enry+%27iggins%3B+Voice+Recognition+Is+Improving%2C+but+Don%27t+Stop+the+Elocution+Lessons&title=New+York+Times&issn=03624331&date=1995-06-26&volume=&issue=&spage=D.1&au=Kaufman%2C+Michael+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Period icals--United States,3624331,"Copyright New York Times Company Jun 26, 1995","What if I say ""tomahto"" and you say ""tomayto?"" What if some say ""probably"" and still others say ""prolly"" and what about all the different ways there are to signify assent: ""yes,"" ""yup,"" ""uh-huh,"" ""O.K.,"" ""sure"" and ""roger?"" What's a simple computer supposed to make of it all? If, for instance, the word comes right before ""Christmas,"" the chances are great that what was meant was ""merry."" If it comes before a name like Jones or Smith, it was most likely ""Mary."" If it is followed by ""him"" or ""her,"" it was most likely ""marry."" Telephone companies like Sprint use SPEECH RECOGNITION technology to allow customers to say ""Dial Mom,"" after tapping into their network. The vocabulary for that exercise is relatively limited, and researchers have to account for differences in pronunciation and in the telephone handset itself in addition to the task of recognizing the word. The following examples look at the word ""bye"" and how its pronunciation can vary. A computer at the other end of the network would be programmed to end the session when it recognizes this word. 2. How saying the word ""bye"" cav vary Identification: Southern female Pronunciation: Ba (long ""a"") Variations: Females have smaller heads, which allow for higher frequencies. This woman maintains an even tone with high intensity throughout the word. Identification: Southern male Pronunciation: Same Variations: Males have larger heads, which allow for lower frequencies. In this case, the Southern male speaks with less intensity than the Southern female. Identification: Northern female Pronunciation: Bi (like ""buy"") Variations: Northerners, unlike Southerners, have a diphthong, or changing vowel in ""bye,' so that the latter part of the word spreads apart. Identification: Northern male Pronunciation: Same Variations: Northerners, unlike Southerners, have a diphthong, or changing vowel in ""bye,' so that the latter part of the word spreads apart. 3. The analytical options Word modelingBR>","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 June 1995: D.1.",11/15/17,"New York, N.Y.",,"Kaufman, Michael T",New York Times Company,,Newspapers,430188673,"United States, New York, N.Y.",English,26-Jun-95,TELEPHONES AND TELECOMMUNICATIONS; VOICE RECOGNITION SYSTEMS; DATA PROCESSING (COMPUTERS); SPEECH; LANGUAGE AND LANGUAGES; UNITED STATES ARMAMENT AND DEFENSE; RESEARCH,New York Times,NEWSPAPER,,,,,,,
+The New Faces of U.S. Manufacturing,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-faces-u-s-manufacturing/docview/429805432/se-2?accountid=14586,"IN his green surgical scrubs, Norman R. Jaffe entered the conference room as if he were a surgeon who had just implanted an artificial heart valve and had come to explain its features to the patient's relatives. A sample of the beige-colored valve, made from pig's tissue, was on the table in front of him. But there had been no operation. The conference room is in Mr. Jaffe's factory, not in a hospital. And Mr. Jaffe is not a doctor. Instead, he represents the best in American manufacturing: a scientist-entrepreneur restlessly trying to improve the heart valves that he manufactures.
+""This second generation of heart valves that we are making appears to last longer in patients without having to be replaced,"" said Mr. Jaffe, using a pencil as a pointer to explain how the valve works. ""We are developing a third-generation valve that should extend durability even more.""
+Southern California is honeycombed with innovative, high-tech companies like Mr. Jaffe's, and with manufacturers that rely on new technology like AST Research Inc., a personal computer maker, and the Rotoflow Corporation, a producer of gas turbines. The region is also honeycombed with small, low-tech companies that employ thousands of immigrants at low wages in the manufacture of nothing more complicated than apparel and furniture. As these various smaller companies proliferate, giant military contractors, like Lockheed and Hughes -- and big companies in general -- shrink their payrolls and migrate.
+These are the faces of manufacturing today. They share the stage not only in Southern California but elsewhere in the nation. Together they are holding down manufacturing wages for almost everyone, avoiding unions and pushing efficiency. They are also allowing the nation's millions of immigrants to go up the economic ladder a rung or two. And they are constantly forming alliances to develop new products. The financing for Mr. Jaffe's latest heart valve, for example, comes partly from St. Jude Medical, a big Minnesota company on the hunt for fresh devices to market. New Industrial Heartland
+Nowhere is the new look of American manufacturing more evident than in the six counties of Southern California, a zone that stretches from just north of Los Angeles to just south of San Diego, and inland to the San Gabriel Mountains and the Mojave Desert. With 1.1 million people engaged in manufacturing, the six counties constitute the nation's largest manufacturing belt.
+That has not insulated the region from the decline in manufacturing employment endemic in America, nor the inroads of a recession that has endured in California for four years. But no other state in the Union has as many manufacturing jobs as Southern California -- although the hills and open country here, and the graceful industrial parks, tend to hide the concentrated factory life.
+""Southern California is in many ways a microcosm of the future of America, particularly for manufacturing,"" Labor Secretary Robert B. Reich said. ""Everything that is good about our future, as well as the things we worry about, seem to start in Southern California.""
+That ambivalence certainly applies to the thousands of small companies making the low-end products. They might never have been formed in the United States without Southern California's huge pool of immigrants to employ.
+The apparel industry alone, having cut back elsewhere in the nation, employs 125,000 workers in Southern California, according to state government data. Most earn less than $6.50 an hour.
+""Unless wages rise in the third world, you are faced with two alternatives: pay low wages here or send the production abroad,"" said Richard Rothstein, a newspaper columnist in Los Angeles and a researcher for the Economic Policy Institute in Washington. ""So if you were not making the goods here, you would be importing them. Is this a good thing? The alternative, creating the jobs here, helps the immigrants, who spend their wages and pay taxes.""
+And they move up the job ladder, reinforcing Southern California as a manufacturing center. Immigrants or their children, for example, occupy most of the 35 jobs at Mr. Jaffee's company, Hancock/Jaffe Laboratories, in nearby Irvine. They have become owners of growing companies like AST Research, which three young foreigners started on a shoestring. The partners employ 1,500 Californians today in the manufacture of personal computers.
+Immigrants are truly represented at Rotoflow, which manufactures giant turbines used in the natural gas industry. Frank van Gogh, the president, counts 30 nationalities among his 200 employees, most of them Asians and Hispanics.
+Mr. van Gogh is Australian. He represents Atlas Copco, a Swedish company that purchased Rotoflow in 1990, from its founder, Judson S. Swearingen, a Texan who relocated in Los Angeles and often hired immigrants and trained them.
+""We are an international business, and the work force that we found here has become our great strength,"" Mr. van Gogh said. ""We got an order out of Korea, and we think one reason is that we sent a Korean-American who speaks fluent Korean. They trusted him. We are getting orders out of China and Taiwan, and we sent our Chinese people to negotiate them.""
+But wages are another matter. They are continually under downward pressure. The bigger companies apply this pressure by shifting some production to lower-cost states.
+Others like Rotoflow, unwilling to give up their experienced workers, nevertheless manage to shed some. Last month, five left, replaced by computerized machinery. While Mr. van Gogh's engineers and shop foremen earn $40,000 and up, the automation has helped to keep the average blue-collar wage at $13 an hour.
+""We stick to the pay that prevails in the marketplace,"" Mr. van Gogh said.
+So does Mr. Jaffe, and the dozen or more companies like his that cluster near each other in Irvine and engage, successfully, in the single task of developing artificial human parts from animal tissue.
+Mr. Jaffe's production workers, many of them women who painstakingly assemble the heart valves by hand, spending a day on each one, average $12 an hour, although a few who have been with Mr. Jaffe since he and a partner founded the company in 1987 earn up to $20 an hour.
+""The industry is trying to move away from so much pay,"" said Mr. Jaffe, a 51-year-old former professor of medicine, whose valves sell for $3,000 apiece. ""We recognize that manufacturing costs cannot be passed on to the end user forever, and we are trying to keep a cap on wages."" Need to Lower Costs
+So is AST Research, but in a different fashion. ""When you reach a certain size in a high-cost state like California, you have to look at other choices,"" said Safi U. Qureshey, a Pakistani, who as a young immigrant recently out of college, helped to found AST with two friends from Hong Kong and is now its chairman.
+While AST's headquarters, design center and one factory -- the factory where the newest products are first made -- remain in Orange County, 5,000 of the company's 6,500 employees work at factories in Texas, Hong Kong, Ireland and Taiwan, churning out older-model computers.
+""We are trying to keep all the high-end new stuff nearby, so there can be contact between manufacturing, marketing and design,"" Mr. Qureshey said.
+Until recently, AST had been making desktop computers at the Orange County plant. They have been switched to Fort Worth, and 600 jobs switched with them. Notebook computers, still in the development stage, have taken up residence instead at the Orange County plant.
+The big military contractors -- most of them aerospace companies making warplanes, missiles and satellites for the Government -- practice a similar migration. These companies and their numerous suppliers still employ 25 percent of the manufacturing workers in Southern California, according to McKinsey & Company, a management consulting firm. But that number has been falling, to 235,000 from more than 350,000 in the 1980's.
+Military contractors that once stayed put in communities like Palmdale, Irvine and Burbank still keep their front offices, research centers and design operations there. But the factories that were also present, providing blue-collar jobs at $15 an hour or more, have been shifting to states offering lower costs.
+The recession that began four years ago and is just beginning to lift in California undoubtedly exacerbated this process. But even before the recession, Lockheed began to move warplane manufacturing from Burbank to a plant in Marietta, Ga. And others have engaged in similar migrations.
+McDonnell Douglas, for example, is shifting helicopter production to a plant in Mesa, Ariz., and the Hughes Missile Systems Company is closing three missile plants in Southern California and consolidating production in Tucson, Ariz. -- eliminating 5,000 California jobs in the process.
+""The strategy was to relocate to a modern facility in Tucson that was only 40 percent utilized,"" said Cal Kirby, a Hughes vice president. ""And this was possible because we have good engineers in Arizona, as well as in California.""
+Wages in these states are often less than in California. So are taxes and the costs of workmen's compensation and of compliance with environmental rules.
+Then there is politics: California's congressional delegation has not been as energetic as politicians elsewhere in lobbying for military business, says Robert Paulson, a McKinsey director and head of its aerospace practice.
+""You want to be in a state with a Congressman like Sam Nunn, who puts his emphasis on defense spending,"" Mr. Paulson said. Mr. Nunn, a Georgia Democrat, heads the Senate Armed Services Committee.
+Despite such lures, considerable aerospace production remains in California. Both Hughes and Lockheed assemble satellites, for example, in Southern California, and they intend to continue doing so, according to their officials.
+Mr. Paulson even suggests that the aerospace industry's migrations from Southern California may be ending.
+""All the stuff that is easy to move probably has been moved,"" he said. ""The high-volume, blue-collar work is largely gone. What is left is the research and low volume production, or the production that is too costly to move, like satellite assembly. You need enormous chambers to build them.""
+Still, Lockheed's Burbank complex is a sobering sight. The huge gray and sandstone-colored buildings, where generations of warplanes were made, are empty and sealed. Wild flowers grow through cracks in the vast pavement, and 9,600 factory jobs are gone.
+Seventy percent of these job losers have been re-employed in California, says Don J. Nakamoto, research director for the International Association of Machinists local that represented the Lockheed workers.
+""People in the early layoffs managed for a while to find new jobs, often in aerospace, at just a little less than the $15 to $16 they had been earning at Lockheed,"" Mr. Nakamoto said. ""But that has come down dramatically, and the average now in re-employment is $10 an hour."" A Start for Immigrants
+That is a hardship for aerospace workers, but very respectable pay at Fairchild of California, a family-owned company that manufactures inexpensive upholstered sofas and easy chairs. For many years, Walter Haigh ran the company, and now his son Scott, 33, is the president. The father, in his heyday, employed mostly Americans. Only two or three are left among the 100 employees. The rest are from Mexico, having started as floor sweepers and janitors, at $6 an hour, often before speaking any English.
+Technology at Fairchild rises no higher than band saws. But in the world of small manufacturers dependent on immigrant labor for survival, Fairchild is a class operation.
+Sales representatives, working on commission, market the sofas and easy chairs mostly in California, but also in other Western states, and even in Japan. Three-quarters of the workers have five years at the company, and they enjoy company-paid health insurance for themselves, but not their families.
+Those who survive the first difficult weeks are encouraged to quickly take the first step up the ladder, from floor sweeper to the band saws to cut pieces for the furniture frames. ""We make it clear when we hire, that we don't want anyone remaining as a janitor,"" Scott Haigh said. The next step is assembly of the frames and then on to upholstery, the most difficult task.
+But going up the job ladder does not mean automatic raises. There are no raises. Instead, there are piece rates, which means extra pay for extra output. The best frame makers average $9.50 an hour, Mr. Haigh said, and in upholstery they can go as high as $15 an hour, when they work. A day off means a day without any pay.
+Mr. Haigh has considered moving to Mexico, but uprooting a family business is a hardship that he rejects, and rebuilding an experienced labor force in Mexico might eat up all the savings from lower wages, he says.
+What's more, Los Angeles keeps Mr. Haigh in the middle of his most important market. The apparel makers invoke a similar reason for being in Los Angeles, rather than Mexico.
+""If you are making 200 or 300 shirts or dresses for fast delivery, then this is the place to be for these rush orders; there are a lot of mom and pop shops turning out small lots quickly,"" said Joseph Rodriguez, executive director of the Garment Contractors Association of Southern California.
+Still, for Mr. Haigh, whose revenues reach $10 million a year, profit margins are very slim because price increases for his furniture, which sells for between $200 and $400, are hard to get, given the competition.
+""If you have a garage and you buy lumber and upholstery, you can make furniture,"" Mr. Haigh said. ""A lot of Asians do this, using family members or friends to make furniture for a cousin or an uncle or a brother who has a retail store. This easy entry holds down prices. In most industries, it is the big players who set the price points, but here it is the small people.""
+Nonetheless, Mr. Haigh makes a living, and some of his workers improve their lot.
+Efren Tamayo, who is 51, has worked for the Haighs since 1977 and has run the frame department since 1980, now earning $435 a week. His oldest daughter recently earned a bachelor's degree in history and Chicano studies from the University of California at Los Angeles, and two other children are in college.
+Mr. Tamayo's salary, however, has been frozen for two years, and while the company buys him health insurance, he can't afford any for his family. ""That is a risk,"" he said, ""but I feel proud of what I have done in this country."" Pushing Down Wages
+Mr. Tamayo's pride is hardly a feather in the cap of American manufacturing. Low wages and low technology are not a formula for raising the national standard of living. ""There is an effort to meet the competition on cost by pushing down on wages and working conditions, which means competing more and more against the third world,"" said Allan J. Scott, an economist at the University of California at Los Angeles. ""In the end, you can't win that game.""
+The military contractors might eventually move into new endeavors like electric cars, but so far their efforts in this direction have created very few jobs. The innovative, high-tech companies like Hancock/Jaffe or AST Research that proliferate in Southern California are an important solution. Everyone agrees on that point. But so far these companies have failed to generate the huge employment that came with the big investments and heavy Federal spending for weaponry -- and they may never do so.
+""Employment in the entire medical device industry is not equal to the job loss at Lockheed,"" Mr. Scott said.
+Photograph A team of workers at Rotoflow standing in front of one of its turbines. The company's 200-person work force includes 30 nationalities. (Scott Robinson for The New York Times)(pg. 1); At Hancock/Jaffe Laboratories, a high-tech manufacturer, women assemble heart valves. Scott Haigh, president of Fairchild of California, a furniture maker, where wages range from $6 to $15 an hour. (Photographs by Scott Robinson for The New York Times)(pg. 6)
+Graph ""Manufacturing in Southern California"" shows manufacturing emplyment statistics for selected Southern California counties. (Sources: DRI-McGraw Hill, Bureau of Labor Statistics, Census Bureau)(pg. 6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+New+Faces+of+U.S.+Manufacturing&title=New+York+Times&issn=03624331&date=1994-07-03&volume=&issue=&spage=A.1&au=UCHITELLE%2C+LOUIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,,3624331,"Copyright New York Times Company Jul 3, 1994","""The industry is trying to move away from so much pay,"" said Mr. [Norman R. Jaffe], a 51-year-old former professor of medicine, whose valves sell for $3,000 apiece. ""We recognize that manufacturing costs cannot be passed on to the end user forever, and we are trying to keep a cap on wages."" Need to Lower Costs Mr. [Efren Tamayo]'s salary, however, has been frozen for two years, and while the company buys him health insurance, he can't afford any for his family. ""That is a risk,"" he said, ""but I feel proud of what I have done in this country."" Pushing Down Wages Mr. Tamayo's pride is hardly a feather in the cap of American manufacturing. Low wages and low technology are not a formula for raising the national standard of living. ""There is an effort to meet the competition on cost by pushing down on wages and working conditions, which means competing more and more against the third world,"" said Allan J. Scott, an economist at the University of California at Los Angeles. ""In the end, you can't win that game.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 July 1994: A.1.",11/15/17,"New York, N.Y.",CALIFORNIA,"UCHITELLE, LOUIS",New York Times Company,,Newspapers,429805432,"United States, New York, N.Y.",English,3-Jul-94,ECONOMIC CONDITIONS AND TRENDS; LABOR; WAGES AND SALARIES; UNIONIZATION; UNITED STATES ECONOMY; RELOCATION OF BUSINESS,New York Times,NEWSPAPER,,,,,,,
+Economic Pulse: The New York Region -- A special report; An Economic Evolution From Making to Thinking:   [Special Report ],"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economic-pulse-new-york-region-special-report/docview/429449934 /se-2?accountid=14586,"The long-evolving shape of the regional economy is now clearly etched.
+Mass production, whether in automobiles, chemicals or beer, has mostly disappeared from New York City and its environs. Only 1 in 16 of the 7.3 million people employed in the region still labors on a factory floor. At the same time, residents of New York, New Jersey and Connecticut earn nearly 25 percent above the national average.
+The weight of the region has diminished to where it accounts for less than 8 percent of United States output. But as its position in the American economy declines, metropolitan New York is becoming the global economy's leading marketplace.
+Overseas business, while hard to track, contributes much more to the region's economic life than it did a decade ago. That is because America's exports of services -- New York's stock in trade -- have soared more than 150 percent since 1985 to almost $200 billion.
+New York's regional economy was once the most broad-based and diverse in the United States, generating almost one of every five dollars produced in the early post-World War II boom. As recently as the late 1980's, the region could boast of a reasonably wide manufacturing base. Something Altogether New
+Now the New York region is becoming something new under the sun. Most economic centers ship goods elsewhere and consume their services locally. By contrast, the manufacturing that remains in the New York region is heavily devoted to the local market while its cutting-edge services -- finance, law, communications, popular culture and medicine -- are increasingly in demand throughout the global economy.
+""We're a major player in the global economy because of our services, not because of our manufacturing,"" said Richard W. Roper, director of economic and policy analysis at the Port Authority of New York and New Jersey. ""This region is a magnet for foreign firms that want to get a foothold in the North American market. And almost any U.S. company that wants to compete actively in the international arena needs to have some kind of a presence here.""
+For the New York economy, the rapid change in telecommunications and management is both a curse and a blessing. On the one hand, such innovations undercut New York as a capital of big business by making it easier for companies to run their affairs from Atlanta or Houston or Columbus. But they also benefit the region: As the global economy becomes smaller, clusters of brain workers like Wall Street's investment bankers or Madison Avenue's world-class marketeers gain a far larger market in which to sell their wares.
+""What is holding New York together, paradoxically, is what is allowing the world economy to spread further afield,"" said Saskia Sassen, a Columbia University professor who wrote ""The Global City: New York, London, Tokyo,"" (Princeton University Press, 1991).
+Five or six years ago, Tokyo seemed on a trajectory to surpass New York as the world's premier financial center. The air has since gone out of that balloon, however. And the share of global capital that flows through New York is once again on the rise.
+To be sure, neither New York nor the United States will ever be the powers they were when big companies like R.C.A., Exxon and I.B.M. ruled the American economy from Manhattan headquarters.
+The good news for the region's economy, though, is that thousands of newer, more dynamic companies are producing custom-tailored goods and services, from an Aragon stereo amplifier for audiophiles to boutique breweries such as New Amsterdam Beer to the deal that allowed General Motors to take over Saab Automobiles of Sweden. The New Passes the Old
+Consider Magda Sole, a young woman whose four-year-old company provides cross-cultural marketing for major United States corporations doing business abroad. The birth of the new economy from the ashes of the old came home to her in one crystalline moment last fall.
+Ms. Sole was moving her firm, Trans Image International Communications, into a turn-of-the-century industrial building in lower Manhattan's TriBeCa district. As she arrived to inspect the newly remodeled ninth-floor offices -- now bristling with computers, fax machines and video editing equipment -- movers were wrestling the last of several heavy, ink-stained printing presses on cables down the elevator shaft of the 14-story building and off to oblivion.
+""The end of an era passed right before my eyes,"" she recalled. ""Yet it was also the start of a new one.""
+The stability that temples of business like I.B.M. or Union Carbide once assured has disappeared, to be replaced with frightening uncertainties.
+""Even more than the nation as a whole, this region is in the midst of its own very painful transition,"" said Steven B. Schlossstein, a business consultant and economist in Princeton, N.J. ""We are moving from the top-down, hierarchical, centralized, bureaucratic, command-and-control structure of the old industrial age to a flatter, leaner, decentralized, faster-moving, more flexible, unpredictable, chaotic information age.""
+Painful is right. While much of the nation emerged from recession two to three years ago, New York, New Jersey and Connecticut remained, until very recently, in a stubborn slump. Even as the U.S. economy had regained all the 1.9 million jobs lost in the downturn and added nearly two million more by the end of 1993, employment in metropolitan New York is still down 800,000 from its 1989 peak of 8.1 million.
+Today, the regional economy is finally on the mend. Indeed, revised figures due this month from the United States Department of Labor should show that job losses here were not quite as bad as believed. New Jersey, whose monthly surveys still show a stagnant job market, will report that modest job increases began as early as the summer of 1992, mostly in smaller, newer firms not measured in the regular surveys.
+Yet at best, economists say, the New York urban conglomeration will not regain all its lost jobs until the end of the decade. High taxes and heavy operating costs, together with congestion, crime and other urban ills, will continue to hobble the region.
+Regional assets, in many cases, have become liabilities. Job gains will be retarded by New York's heavy dependence on the mammoth corporations now slashing their work forces for greater productivity and competitiveness. A.T .& T., Xerox, Nynex and Pfizer are only the latest. And prosperity on Wall Street no longer automatically translates into a stronger job market.
+""New York City has held up well as a world financial market,"" Charles R. Morris, a business consultant and analyst, wrote in City Journal, the quarterly publication of the Manhattan Institute. ""But because of the increased automation of the industry, this does not portend continued high levels of employment and office-space consumption by the city's financial services sector.""
+""The economy in the New York region should add jobs in 1994,"" said Rae D. Rosen, chief economist at the Federal Reserve Bank of New York. ""But the recovery here is likely to continue to lag the recovery in the nation as a whole."" Entrepreneurs Finding 'Gazelles' Of Business
+There is much more to the story, however.
+While the Fortune 500 leviathans are shrinking, thriving young firms like Just Toys of Manhattan and Nationwide Cellular Service on Long Island are emerging as the hidden strength of the regional economy.
+New York, more than any other urban area, is the nation's leading creative hothouse of talented and driven people. To be sure, other places, such as North Carolina's Research Triangle, Boston's university complex and Silicon Valley in California, attract high concentrations of brain power. But their intellectual firepower tends to be specialized. New York has by far the greatest diversity of information workers.
+""Whatever you need, you can find it here,"" said Mitchell L. Moss, director of New York University's Urban Research Center. ""Specific, innovative, customized service -- that's what makes New York New York.""
+That talent is invaluable to such diverse fields here as communications, the arts, advanced health care, advertising, financial services and the law.
+""Where are the brightest, most creative, most productive, and, yes, the most aggressive people?"" asked Vincent Tese, New York State's Commissioner of Economic Development. ""Right here.""
+Some formidable obstacles stand in the way, however. David Birch, president of Cognetics, a research firm in Cambridge, Mass., has found that only 4 to 5 percent of the companies in an area produce 60 to 70 percent of its new jobs.
+""Where these gazelles start and where they grow, economies prosper,"" Mr. Birch said. ""The places they avoid will have a tough time economically in the years ahead.""
+Unfortunately, while the fast-paced, more flexible enterprises Mr. Birch calls ""gazelles"" are gaining ground in the region, not enough have taken root to outpace the lumbering ""elephants"" still shedding weight.
+Experts say that a crucial reason is that government remains focused on the past, unwilling or unable to help the new businesses shaping the future.
+""We're still trapped by a nostalgia for an economy that won't come again,"" said William W. Ginsberg, the director of Science Park in New Haven, one of the most successful government-sponsored business incubators in the tri-state area. Mr. Ginsberg was recently named to head the economic development division of the U.S. Department of Commerce.
+""Our classic corporate base is maturing and shrinking,"" Mr. Ginsberg added. ""But we're not building a more entrepreneurial base fast enough."" Paradoxes What Is Made Is More Money
+In the economy now taking shape all across the New York region, paradoxes abound.
+The number of help-wanted ads in local newspapers is rising, for example, but many laid-off employees with valuable skills cannot find work.
+Ravi Mehta, a 50-year-old electronics engineer, worked at Perkin Elmer Corporation in Norwalk, Conn., for 13 years, until he was laid off last February when half his division was sold. Mr. Mehta, who was a telecommunications manager earning $74,500, said he has sent out more than 2,000 resumes over the last year. He still lacks a permanent job.
+""Everybody is talking about the information superhighway,"" he said, ""but I feel like I'm on a dead end.""
+Meanwhile, Nationwide Cellular, a company that provides a full range of wireless communication services in seven major U.S. cities, is racing ahead on that information superhighway. It is one of the fastest growing companies in the region, employing more than 500 people, 175 at its headquarters in Valley Stream, just across the Nassau County border from Queens.
+""The recession has been good for us,"" said Stephen Katz, president of Nationwide Cellular. ""What Long Island does have is a skilled, highly educated labor force, and we've had our pick of the best.""
+Nationwide Cellular neither manufactures portable telephones nor provides over-the-air connections. It offers help for those too busy or too confused to sort out the best deals. ""Nobody is forced to deal with us,"" Mr. Katz said. ""But we're doing well because we offer added value and one-stop shopping with a smile.""
+That raises another anomaly of the New York economy. Very few workers actually make things here any more. Yet the region's residents earn among the highest incomes in the country designing, developing, packaging, financing, lawyering, advertising and selling some of the most sophisticated goods and services available.
+How is this possible? By serving business as the brain serves the body. Cures for diseases are conceived and created in the array of pharmaceutical laboratories and medical centers in New Jersey and Manhattan. The pills are manufactured in Puerto Rico.
+Furniture designs conceived in Manhattan offices and lofts are turned into chairs, tables and lamps in North Carolina and Michigan. Designs for apparel are laid out on Seventh Avenue. Some are put together in the back alleys of Chinatown and the burgeoning immigrant-run job shops in Queens, but millions more are cut into skirts and blouses in east Asia and the Caribbean.
+Manhattan-based Just Toys, founded in 1989 by Allan Rigberg, a toy-industry veteran, and Rose Evangelista, a former graphic designer, is a prime example. Cited by Business Week as one of the 100 fastest-growing small companies in the nation, it has prospered mainly by producing tiny, bend able plastic figures featuring popular comic book and cartoon characters.
+Based at the Toy Center on Fifth Avenue, where the designs are done and marketing shaped, its top officers shuttle in and out of Hong Kong. There they arrange contracts to churn out the toys from factories in China and elsewhere in Asia.
+""Increasingly, the real value of goods we produce comes not from where they are physically manufactured, whether in New Jersey, Malaysia or Mexico, but from the substance of their content,"" Mr. Schlossstein said. ""Without programming, TV sets are lifeless boxes. Without software, computers have no value.""
+Retaining the people whose ideas translate into jobs for others is a challenge for private business and public institutions alike.
+Dr. Herbert Pardes is vice president for health sciences and dean of the faculty of medicine at Columbia University. Since arriving in 1989, he has helped Columbia-Presbyterian Medical Center build a stronger position as a top academic medical center.
+Last year, the University of California at Los Angeles sought Dr. Pardes out to run its medical school and hospital. He was wooed by California Gov. Pete Wilson. Michael Ovitz, the powerful head of Creative Artists Agency in Hollywood, and even Dustin Hoffman, the actor, courted Dr. Pardes.
+""But I decided to stay here in Washington Heights,"" Dr. Pardes said. ""Why? Because I love New York. Because of the challenge.""
+Meeting those challenges has included a $300 million building program at Columbia-Presbyterian, spearheaded by Dr. Pardes, that is taking up some of the slack of New York's construction slump. And the medical center has moved up from ninth in the nation in 1989 to fifth as a recipient of federal research money today. Jobs The Brain Train Passes Some By
+But what about the people left behind in the next New York economy?
+As routine jobs in production, distribution and retail dry up, so do opportunities to climb the economic ladder. Income polarization has increased, and differences between the haves and have-nots are starker in and around New York than elsewhere in the nation. Among big cities, only Detroit has a lower percentage of working-age people in jobs than New York City.
+Less than 55 percent of the city's working-age population is employed, compared with a national rate of more than 66 percent.
+Various explanations are offered, including generous welfare benefits, poor education in troubled urban neighborhoods and infestations of illegal drugs and crime. But a lack of promising jobs that require more strength and stamina than study is also important.
+""Not everybody can be a rocket scientist or a reporter for a national newspaper,"" said Donald Scarry, a New Jersey economic consultant. ""When manufacturing jobs go, they are gone for good. Can we ever get back the kind of job opportunities that factories once provided to the less educated?""
+The trends are not particularly encouraging.
+""You heard a lot of talk about how New York's post-industrial economic structure would protect us from the worst,"" said Samuel M. Ehrenhalt, regional director for the United States Bureau of Labor Statistics. ""That was just plain wrong.""
+The reorganization of basic industry that helped, after painful years, to revive the Rust Belt has now shifted to pillars of the New York region, such as insurance, banking, pharmaceuticals and communications.
+""Today, our industries are going through what the steel, auto and other smokestack industries went through in the 70's and 80's,"" Mr. Ehrenhalt said. ""I'm afraid we have some of the smokestack industries of the 90's."" Growth The World Is The 6th Borough
+New York's greatest promise rests on the region's increasingly close economic ties to the rest of the world.
+Its leading urban competitors are no longer so much Chicago, Miami and Houston as London and Tokyo. Financial-service firms here, for instance, have long been active globally. Today, such services, along with a wide range of business and professional activities, are among the nation's fastest growing exports. New York's share of such lucrative pursuits as foreign exchange, bond trading and pension investment, for example, rose through the economic ups and downs of the past decade.
+So, too, are entertainment products, from MTV to the National Basketball Association, which are headquartered here. And so are some of the high-quality, customized goods still produced locally: jet engines, high fashion, specialty chemicals, industrial electronics.
+A recent study by DRI/McGraw-Hill, a Cambridge, Mass., consulting group, found that New York's regional economy would flourish again with a more vibrant global economy. More foreign and domestic investment would flow into the region, with many companies finding it advantageous to locate internationally oriented corporate staff in the New York region.
+So maybe that's why back on Hudson Street in TriBeCa, TransImage's Ms. Sole is starting to feel at home.
+Ms. Sole, who is 35 and speaks seven languages, co-founded the international communications and translation firm in 1990 just as the recession was in full fury. It has prospered nonetheless.
+TransImage mirrors New York's diversity; its central staff of 16 come from all over the world. Most of its corporate clients, such as Time Warner and American Express, are headquartered here and looking overseas to expand.
+""New York,"" Ms. Sole said, ""is the only truly cosmopolitan city in the U.S. We couldn't have built this business anywhere else in the world.""
+Correction: February 19, 1994, Saturday
+A front-page article yesterday about the changing economy of the New York region misstated the position of Rae D. Rosen of the Federal Reserve Bank of New York. She is the bank's regional economist, not the chief economist.
+Photograph ""I decided to stay here in Washington Heights,"" said Dr. Herbert Pardes, vice president for health sciences and dean of the faculty of medicine at Columbia University, who had been wooed by Gov. Pete Wilson of California to run the medical school and hospital of U.C.L.A. ""Why? Because I love New York. Because of the challenge."" (Chris Maynard for The New York Times); ""The recession has been good for us,"" said Stephen Katz of Nationwide Cellular. ""What Long Island does have is a skilled, highly educated labor force, and we've had our pick of the best."" (Vic DeLucia/The New York Times) (pg. B4)
+Graph ""THE ECONOMY: Signs of Life, and Change, in the Region"" tracks figures related to overseas connections, manufacturing jobs, and help wanted in the New york metropolitan area, including Long Island. Most data runs from 1980 through 1992. (Sources: New York and New Jersey Departments of Labor, The Port Authority, The Conference Board) (pg. B4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=unknown&sid=ProQ:ProQ%3Anytimes&atitle=Economic+Pulse%3A+The+New+York+Region+--+A+special+report%3B+An+Economic+Evolution+From+Making+to+Thinking%3A+%5BSpecial+Report%5D&title=New+York+Times&issn=03624331&date=1994-02-18&volume=&issue=&spage=A.1&au=Redburn%2C+Tom&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 18, 1994","""The economy in the New York region should add jobs in 1994,"" said Rae D. Rosen, chief economist at the Federal Reserve Bank of New York. ""But the recovery here is likely to continue to lag the recovery in the nation as a whole."" Entrepreneurs Finding 'Gazelles' Of Business ""Today, our industries are going through what the steel, auto and other smokestack industries went through in the 70's and 80's,"" Mr. [Samuel M. Ehrenhalt] said. ""I'm afraid we have some of the smokestack industries of the 90's."" Growth The World Is The 6th Borough ""I decided to stay here in Washington Heights,"" said Dr. [Herbert Pardes], vice president for health sciences and dean of the faculty of medicine at Columbia University, who had been wooed by Gov. [Pete Wilson] of California to run the medical school and hospital of U.C.L.A. ""Why? Because I love New York. Because of the challenge."" (Chris Maynard for The New York Times); ""The recession has been good for us,"" said [Stephen Katz] of Nationwide Cellular. ""What Long Island does have is a skilled, highly educated labor force, and we've had our pick of the best."" (Vic DeLucia/The New York Times) (pg. B4)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Feb 1994: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY METROPOLITAN AREA,"Redburn, Tom",New York Times Company,,Newspapers,429449934,"United States, New York, N.Y.",English,18-Feb-94,SURVEYS AND SERIES; ECONOMIC CONDITIONS AND TRENDS; FOREIGN INVESTMENTS,New York Times,Special Report,,,,,,,
+Four-Day Prescription: Europe's Workweek Debate -- A special report.; Europeans Ponder Working Less So More of Them Can Have Jobs:   [Special Report ],"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/four-day-prescription-europes-workweek-debate/docview/429351779/se-2?accountid=14586,"Special to The New York Times
+France, it is sometimes said, has little inclination for reform and a penchant for revolution. True to its reputation, the country has suddenly become obsessed by a revolutionary idea: a wholesale switch to a four-day workweek that would, its proponents insist, slash unemployment, improve family life and bring new hope to a disenchanted society.
+The proposal's chief advocate, Pierre Larrouturou, 29, a consultant for the accounting firm Arthur Andersen, has achieved such fame in recent weeks that he is now known simply as ""le gourou."" Swept from Elysee Palace to Government offices to television talk shows, Mr. Larrouturou has tapped what appears to be a thirst for a radical solution at a time of political torpor and economic recession in Europe.
+""The four-day week can create two million jobs without sacrificing competitiveness,"" Mr. Larrouturou said in an interview. ""The alternative, more and more people in Europe perceive, is creeping despair."" Resonance Beyond France
+Although the debate has been most intense in France, the four-day week has also struck a deep chord in Germany and other Western European countries reeling from high unemployment.
+Companies like Volkswagen see the shorter workweek as an emergency measure to save thousands of jobs, while some politicians promote it as a ""New Deal"" to transform and inspire societies beset by economic insecurity.
+In Italy, unions are pushing the slogan ""Lavorare meno, lavorare tutti"" -- ""Work less, and everyone works.""
+The Larrouturou gospel in France is based on a switch, proposed for 1996, from the nation's current five-day, 39-hour workweek to a four-day, 33-hour week; an average 5 percent reduction in salary; a 10 percent increase in the private work force to create two million new jobs, and tax cuts and incentives to compensate companies for the added costs. It also offers a rosy vision of the plan's economic effects, from lower absenteeism and higher productivity to a more motivated society. It May Seem a Dream
+With Western Europeans working fewer hours than their competitors in the United States and Japan, let alone South Korea and Singapore, the four-day week may seem a wistful dream rather than a serious model for change in French or European society.
+Germans already work a 37-hour week with six weeks of paid vacation -- ""by far the shortest working hours among industrialized nations,"" Klaus Friedrich, chief economist for Dresdner Bank, said.
+Nonetheless, politicians of varying political stripes are jumping on the bandwagon. A French parliamentary committee voted last week in favor of experimenting with a 33.3-hour workweek at companies that increase their staffs by 10 percent.
+Despite talk of a progressive New Deal, some workers fear that companies will use the four-day week to exploit employees without creating any new jobs. Others dismiss Mr. Larrouturou's plan as illogical. ""The 32-hour week is a utopia and a joke,"" said Gerard Grannec, 39, a technician at the A.M.P. electronics plant in the northwestern Paris suburb of Pontoise. ""You reduce working time and wages. But what is the worker going to do with his extra leisure time if he has no money? And where's this supposed boost to consumption going to come from if people are broke?"" The Challenge Desperate People Look for Answers
+Behind the growing fascination with a shorter workweek is a combination of economic pressure and psychological angst.
+A long recession and a steady surge in European unemployment have made many people insecure. At the same time, the inexorable advance of technology, global competition and leaner production methods has created what the French sociologist Edgar Morin called ""a crisis of the future in which people no longer believe things will get better and are looking desperately for alternatives.""
+Computers, robots and other machines, workers and executives say, will go on replacing people, European companies will go on moving to Singapore or India, where labor is much cheaper, and instant global communications will keep on showing up the high cost of doing business in Europe, with its costly social welfare programs.
+More than 1.5 million people in the European Community have lost their jobs in the last year in a process that a leading Gaullist, Philippe Seguin, has called ""a social Munich."" More than 11.3 percent, or 19.1 million people, in the 12 European Community countries are unemployed.
+In France, the jobless rate stands at 11.8 percent, almost double the rate in the United States. In Germany, the council of economic advisers told Chancellor Helmut Kohl this month that unemployment would rise to four million, or 10 percent of the work force, next year, from the current level of 3.5 million or 9.2 percent.
+With the drumbeat of layoffs from such industry giants as Philips, Daimler-Benz and Michelin continuing, any consultant giving a European politician advice for a campaign today could be very succinct: ""It's jobs, stupid.""
+""Jobs are disappearing so fast, people are saying we must look for new solutions,"" said Alain Touraine, a French political scientist. ""The French could not give a damn today if they are governed by the left or the right; what matters is unemployment.""
+In Germany, too, a conviction has taken hold among many people that Europe's emergence from recession, repeatedly postponed and now projected for the second half of 1994, will not restore the lost jobs. Most economists estimate that with 3 percent growth, few if any jobs would be created. With 4.5 percent growth, new jobs would result, but no one expects such an economic spurt in the foreseeable future.
+""I am skeptical that jobs will come back,"" said Berthold Huber, the chief wage negotiator for the the huge I. G. Metall labor union, representing 3.2 million German metalworkers. ""About four million unemployed are going to remain in Germany, and that is a major problem for democracy. So we have to at least look at the shorter working week."" Some Answers In an Ill Wind, Different Tacks
+Behind the four-day idea lurk a lot of different notions. They range from emergency steps like Volkswagen's recent proposal to avoid mass dismissals by switching to a four-day week with 20 percent less pay to idealistic visions of societies turning their backs on the scourge of frenetic global competition in favor of a more balanced way of life. In between those extremes, many companies have already acted.
+At the Regensburg plant of the German automaker B.M.W., for example, a four-day, 36-hour week has existed since 1990.
+The idea behind the plan was for individuals to work less but more flexibly, enabling machinery to operate for longer periods. Thus a Saturday shift, generally taboo in Germany, was introduced and weekday shifts were extended from eight to nine hours. Although wages were unchanged, productivity gains more than offset the cost of hiring more people, B.M.W. says.
+""I was skeptical at first, particularly about working Saturday, because that is when I play soccer for my local team,"" said Otto Sollner, a production line worker. ""But now I appreciate the advantages, particularly the intermittent long weekends.""
+Similar changes have taken place this year at the French subsidiaries of the American computer manufacturers Digital Equipment and Hewlett-Packard. Hit by the recession and squeezed margins in the worldwide computer market, they faced the alternatives of layoffs or a sweeping reorganization of working schedules.
+""The choice we put to workers at our Grenoble plant was simple: either change working habits, or we relocate to Singapore and all the jobs will be lost,"" said Marese Cosseron, a spokeswoman for Hewlett-Packard.
+The result was an entirely new work structure that has tripled production at the plant, which produces microcomputer components. No employee works more than four days a week, but the plant is kept open 24 hours a day, seven days a week, instead of the previous five days.
+Working weeks now vary from 26 hours and 50 minutes for employees working night and weekend shifts, 33 hours and 30 minutes for those on afternoon shifts and 34 hours and 40 minutes for those on morning shifts. All 250 employees, including 40 new ones, are paid on the basis of the plant's former week of 37 hours and 30 minutes.
+""We are pleased by experiments like Hewlett-Packard,"" said Gilbert Fournier, a senior official of the French Confederation of Democratic Labor, a moderate union. ""We are convinced that shorter working weeks that also leave machinery functioning as long or longer represent a key to creating employment in Europe.""
+The Communist union, the General Labor Confederation, opposes such flexibility on the basis that it would institutionalize night and weekend work without overtime. ""Flexibility is often just a code word for companies to cut wage costs by getting people to work when they like without overtime,"" Chantal Rey, a union official, said.
+Digital introduced a different plan earlier this year involving salary cuts averaging about 7 percent for people choosing a four-day week. With 530 employees of a total of 4,000 opting for the plan, 90 jobs that were to have been cut were saved.
+""A large number of people were interested in working less and being paid less,"" Robin Ashmore, a Digital spokeswoman, said. ""Young people want to divide their lives differently and have more leisure time.""
+Digital says its productivity has not suffered. The Message Some Buy Idea, Others Don't
+Martine Dessemond, a personnel manager at Digital who opted for the four-day week, said she was now spending more time with her grandson and had started a small consulting business in her spare time.
+""I am more efficient in my work, less stressed and speedy outside it, and have not seen my life style much affected by the pay cut,"" she added. ""But I am convinced the four-day week must be negotiated business by business rather than be the object of some grand reform or government diktat.""
+The idea has stirred far less interest among British companies, which are wary of managed solutions to unemployment and generally convinced that excessive regulation lies at the core of Europe's economic problems.
+But in France, Michel Rocard, who will be the Socialist Party's presidential candidate in 1995, sees the germ of a social revolution in the four-day week, a means, as he has said, ""to jump-start society.""
+In this vision, the four-day week would be a way to live differently, an exchange of slightly lower pay for greater personal freedom, a means to enjoy the benefits of automation rather than suffer its ravages, a vote for solidarity over ever more grueling economic competition, a fresh start for a disaffected Continent.
+In recent weeks, Mr. Larrouturou has carried this message to Anne Lauvergeon, the economic adviser to President Francois Mitterrand. The President later spoke favorably of the four-day week. The ""gourou"" suggests that the reform be put to the French in a referendum or as a theme of the 1995 presidential election. Pro and Con The Numbers: Do They Add Up?
+As envisaged in Mr. Larrouturou's 54-page manifesto, everything goes swimmingly. After national legislative approval, French companies move to a four-day week in 1996 and take on 10 percent more staff. Wages cuts vary from 3 percent for the lowest paid to 8 percent for higher salaries, with an average of 5 percent.
+Young technocrats from the best French state schools would help companies prepare their reorganization, including the introduction of profit-sharing schemes that would eventually help compensate for pay cuts.
+To offset increased corporate costs, the state assumes the financing of unemployment insurance, suppressing the 8.8 percent payroll tax. On top of the 5 percent wage cut and an estimated 5 percent productivity gain through the reorganization of work shifts, this should make the revolution ""cost neutral"" for companies, Mr. Larrouturou estimates.
+Paradoxical as it may seem, the theory is that companies will not actually face higher costs if more people work less.
+Equally miraculously, the state does not suffer financially from abolishing the unemployment payroll tax, which is expected to bring in $21.8 billion this year. Rather, with two million fewer people unemployed, the state would save about $27.5 billion in payments that would have gone to people without jobs, and thereby come out ahead. With more people working, the economy would supposedly rebound, widening the tax base.
+Yet among five workers interviewed at the A.M.P. electronics plant in Pontoise, only one worker, Michel Angard, said he would support the idea -- ""providing it means a guaranteed end to layoffs and my salary cut does not exceed 1 percent.""
+Mr. Grannec, the technician, said: ""Companies will just keep a smaller staff and make employees work more. Or they'll use short-term contracts with no benefits, promotions or bonuses to pay.""
+Management seems far more open to the four-day week. ""We are on the eve of a revolution in the way work is organized in Europe,"" said Jean-Pierre Nannio, personnel director at U.A.P., the big state-owned insurance group in Paris.
+A seeming majority in the French Parliament now backs the notion of a shorter workweek, despite warnings from several economists and former President Valery Giscard d'Estaing that if France is to remain competitive, a 32-hour week would mean an 18 percent cut in wages.
+Certainly the management of Germany's Volkswagen believes that a 20 percent cut in work time only makes sense if accompanied by a 20 percent cut in wages. That is what it has proposed, as an alternative to dismissing 31,000 people by 1995. Discussion of the proposal began last week.
+""The four-day week could be useful in crisis management, as at Volkswagen, Mr. Friedrich of Dresdner Bank said. ""But as a medium-term policy, it is a great craziness. You do not resolve a problem by working less.
+""The basic question in Europe should be how to make our economies flexible enough to create jobs with low growth,"" he said. ""In other words, get rid of the regulations, like no weekend work in Germany. The machinery is not Catholic or Protestant."" Assessment Critics Lay Blame On Rigid Rules
+Opponents of the four-day week, particularly in Britain, say the solution to Europe's unemployment crisis lies in doing away with regulations and costly welfare programs that add considerably to wage costs and have made the European job market the most inflexible in the world. Since 1970, real economic growth in the 12 countries that now form the European Community has totaled 73 percent, but employment has risen only 7 percent.
+""Unemployment is proportional to the degree of state involvement and rigidity in an economy,"" said Alain Madelin, France's conservative Economic Development Minister. ""When Europe grows, unlike the United States, it does not create jobs, because we are overregulated.""
+Nevertheless, there are signs that European workers have run out of patience with arguments based on the global market. When Air France workers went on strike last month against proposed job cuts, surveys showed that 70 percent of French people supported them, despite the disruption. The French Government retreated, aware that people saw the strikers not as vandals but as crusaders for the security of everyone's jobs.
+""The lesson of Air France is that people have had enough,"" Mr. Touraine, the sociologist, said.
+He said the French now appeared to be saying, ""Look, my plumber can't fix the bathroom anymore, so I'm damn well going to change plumber.""
+""And, for all its current vagueness,"" Mr. Touraine said, ""the only real recipe for change they see is the four-day week.""
+Mr. Huber, the wage negotiator for the I.G. Metall union, said he was tired of German executives telling him that one German worker now costs as much as 70 Russian workers and that some benefits would have to be abandoned if Germany was to remain competitive.
+""Where are the cuts supposed to stop?"" he asked. ""At the Czech level? Or the Thai? Or the Russian?""
+Photograph Villagers of St.-Jean le Blanc, France, at a debate on the four-day workweek. Some of those for and against the idea held cards expressing their opinion. (Michel Baret for The New York Times); Automobile workers assembling cars at the BMW plant in Regensburg, Germany, where a four-day, 36-hour week has existed since 1990. (Peter Schinzler/Agency Anne Hamann, Munich for The New York Times)(pg. A6)
+Graph ""On the Job and Off"" shows unemployment and workweek statistics for selected countries. (Sources: E.C. Statistics Office; Greman Statistics Office; International Labor Office of Geneva; U.S. Labor Statistics Bureau)(pg. A6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=unknown&sid=ProQ:ProQ%3Anytimes&atitle=Four-Day+Prescription%3A+Europe%27s+Workweek+Debate+--+A+special+report.%3B+Europeans+Ponder+Working+Less+So+More+of+Them+Can+Have+Jobs%3A+%5BSpecial+Report%5D&title=New+York+Times&issn=03624331&date=1993-11-22&volume=&issue=&spage=A.1&au=Cohen%2C+Roger&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 22, 1993","Despite talk of a progressive New Deal, some workers fear that companies will use the four-day week to exploit employees without creating any new jobs. Others dismiss Mr. [Larrouturou]'s plan as illogical. ""The 32-hour week is a utopia and a joke,"" said Gerard Grannec, 39, a technician at the A.M.P. electronics plant in the northwestern Paris suburb of Pontoise. ""You reduce working time and wages. But what is the worker going to do with his extra leisure time if he has no money? And where's this supposed boost to consumption going to come from if people are broke?"" The Challenge Desperate People Look for Answers ""I am skeptical that jobs will come back,"" said Berthold Huber, the chief wage negotiator for the the huge I. G. Metall labor union, representing 3.2 million German metalworkers. ""About four million unemployed are going to remain in Germany, and that is a major problem for democracy. So we have to at least look at the shorter working week."" Some Answers In an Ill Wind, Different Tacks ""Unemployment is proportional to the degree of state involvement and rigidity in an economy,"" said Alain Madelin, France's conservative Economic Development Minister. ""When Europe grows, unlike the United States, it does not create jobs, because we are overregulated.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Nov 1993: A.1.",11/15/17,"New York, N.Y.",FRANCE GERMANY EUROPE,"Cohen, Roger",New York Times Company,,Newspapers,429351779,"United States, New York, N.Y.",English,22-Nov-93,LABOR; WORKING HOURS; ECONOMIC CONDITIONS AND TRENDS; UNEMPLOYMENT AND JOB MARKET; HIRING AND PROMOTION; SOCIAL CONDITIONS AND TRENDS,New York Times,Special Report,,,,,,,
+"In a Time of Shared Hardship, The Young Embrace Europe:   [A Continent Adrift -- Last of five articles. ]","New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/time-shared-hardship-young-embrace-europe/docview/429221752/se-2?accountid=14586,"Special to The New York Times
+Struggling to find good jobs at a time of recession, often forced by penury to live at home until well into their 20's, disenchanted both by governments and opposition parties, Europe's young men and women have good reason to feel pessimistic about their futures.
+Yet, despite the gloom gripping many of their lives, they also offer proof that a new Europe is in the making. While their parents are still frequently troubled by the idea of belonging to ""Europe,"" many young people consider it natural to feel European as well as, say, German or Italian.
+""When I went to Paris recently, I was really happy to be European,"" said Sarah Dallas, a 26-year-old Briton who works on a New Age magazine in London. ""We've been through so much together that it's very unifying. I am British first, but I am also proud to be European.""
+In Madrid, Marimar Gonzalez Monjes was no less enthusiastic. ""I probably feel more Spanish, but I like feeling European,"" the 23-year-old secretary said, clearly unwilling to blame ""Europe"" for the fact that she was out of work. ""Europe means unity and strength."" A New Dimension
+Polls by the European Community say that three out of four Europeans between the ages of 15 and 24 support its efforts to achieve regional union, although that endorsement may well be more of an instinctive response than one shaped by detailed knowledge of what is involved.
+Those who like the idea of a United States of Europe recognize that it is a distant dream. Yet many see Europe as adding a new dimension to their lives, and this awareness is growing rapidly.
+They know the region -- and each other -- better than their parents ever did. Most have visited another European country as exchange students or tourists, and many speak at least one language -- usually English -- other than their own. And in traveling and studying, they have discovered that they have much in common, problems as well as dreams.
+In a series of interviews with people in their late teens and early 20's across Western Europe the same themes recurred. They worry about unemployment, the cost of housing, the rise of racism and the war in the Balkans. And many are determined to fight for a cleaner environment, to defend freedom, human rights and tolerance and to remember the needy in third world countries. 'Rampant Racism' Noted
+""From a human point of view, I'm worried about the rampant racism that we're seeing across Europe,"" said Diana Allegretti, a 20-year-old law student in Rome. ""For the rest, I guess I worry about the sorts of thing that all people of my age worry about, existentialist questions like, where am I going?""
+The responses of young people to the region's crisis inevitably vary between countries and between economic classes, with those in southern Europe generally more optimistic and those with higher education more likely to feel European.
+What perhaps most unites young Europeans today is that they are coming of age in a Europe dramatically different from that of their elders. Their grandparents still carry the scars of World War II. Their parents lived through the cold war. But the young cannot remember a Europe racked by tensions between East and West.
+""That belongs more to history books,"" Tania Clarens, a 26-year-old English language student at the University of Nice, said dismissively, as if it could have been taken for granted that the Berlin wall would come down. ""The collapse of Communism was positive, but I wasn't afraid of any conflict before it happened.""
+True, many young people in, say, France, Britain and Germany still think of ""Europe"" as Western Europe. ""I know I still have a wall in my brain and I must tear it down,"" said Katharina Kramp, a 23-year-old student majoring in German-American studies at Bonn University. ""I know Europe stretches to Moscow, but I still think of Europe as Western Europe.""
+But, except for disquiet about the war in Bosnia and Herzegovina, they seem unalarmed by the instability accompanying the end of the cold war. ""It's bound to be confusing for a while, but it will get better,"" Miss Dallas said. ""It was like a bad marriage before. Just because it was stable, it didn't mean it was good."" Economy Times So Hard They Limit Ideals
+No less crucially, though, European youths are also growing up in a region that is undergoing radical economic change -- one in which a secure job is no longer assured, where governments are cutting welfare spending, where the boom that promoted a cult of individualism in the 1980's has given way to a slump that permits only the survival of the fittest.
+The change is even apparent in fashion. In London, the glamour of a few years ago has been replaced by what is known as ""recession dressing,"" or the ""crust"" -- a sort of down-market grunge look in which conspicuous consumption is out and, as one Londoner put it, ""it is trendy to look like a homeless person.""
+Unsurprisingly, then, this is not a generation that dreams of changing the world. Nowhere in Europe are leftist students on the offensive today. Indeed, in the rare cases where students show any interest in traditional politics, they tend to vote for the right.
+Fabrice Caduc, a 20-year-old philosophy student at the Sorbonne in Paris, said he despaired of trying to interest his friends in his socialist views. ""They have no commitments, no desire for change, no passion,"" he said. ""I bang my head on a wall, but I have found no way of awakening them. I think we're really stuck.""
+Yet if the student movements of the 1960's were a product of affluence, today the young are more concerned about their own problems. ""I try not to think of the future,"" said Will Anger, a 24-year-old Briton who has been doing odd jobs since he graduated from a university in 1991. ""When I do, I get depressed. I prefer to take things day by day and presume I'll eventually get a job.""
+Interpreting the results of a recent French survey of 4,260 university students in the 12 European Community countries, an analyst for the Ipsos polling concern described European youth of today: ""A realistic generation, at times worried, more rational than passionate, which, confronted by global and complex problems, reacts in a measured way.""
+For example, while the violence of German neo-Nazis and British soccer hooligans may grab international attention, the survey and a poll by the community's Eurobarometer bureau revealed a strong strain of tolerance among young Europeans toward foreigners, including third world immigrants and political refugees.
+The Ipsos survey also indicated that youthful idealism today is channeled toward the environment and other causes rather than toward politics. In fact, protecting the environment -- everything from saving tropical rain forests to denouncing processing of nuclear waste -- even ranked ahead of defense of human rights as an issue of concern to the students.
+This generation's most immediate worry, however, is that it has been educated to fill jobs that may no longer exist. Unemployment grew rapidly in most community countries after automation came to many industries in the early 1980's. And the number of school dropouts who immediately began collecting unemployment benefits when they reached the age of 17 or 18 rose even more sharply.
+Governments began scrambling to organize programs to train young people in new skills, and this gave the impression of cutting unemployment by taking many youths off the job market. But while Britain's ""youth training guarantee,"" for instance, kept dropouts busy between the ages of 16 and 18, it usually only postponed their entry into the army of unemployed because job opportunities in traditional industry were shrinking fast. Employment The Grim Figures Kill Ambition
+Now, with recession, things have again deteriorated. By June of this year, unemployment in the community stood at 10.6 percent but, excluding students, it affected 19.9 percent of those aged 16 to 24. In France, youth unemployment reached 23.2 percent, in Italy 28.2 percent and in Spain 37.9 percent. And the jobless rate is still rising.
+Further, while the first youth unemployment crisis mainly hit those without higher education, the last 18 months -- and the last three years in Britain -- have decimated the job prospects of graduates. The Ipsos poll said 49 percent of college students feared unemployment after graduation -- with the figure as high as 64 percent in Britain and 69 percent in Italy.
+That is partly because the number of youths attending colleges and universities has been growing steadily since the 1960's. In Spain alone, the university student population doubled in the 1980's. Yet the changing structure of Western Europe's economies is probably a better explanation. More than ever, they are dominated by the service sector, which is highly sensitive to economic slowdowns.
+Peter Reyland, a 26-year-old Luxembourg citizen with a bachelor's degree in European literature and a master's degree in literary translations, recalled that when he went to Britain to study in 1986, ""Thatcherism was in full bloom"" and the economy was booming. ""But I have seen things go downhill ever since,"" he said.
+Still without a real job two years after graduating and barely making ends meet, he is beginning to lose hope. ""I can't see myself earning a decent living doing what I want to,"" he said. ""I like life in London, but I see I may have to go home to Luxembourg and do a job that I perhaps won't like.""
+Miss Dallas, who worked for a year for the price of her subway fare before she was given a salary at her monthly magazine on which she could live, said her main concern was to hold onto her job. ""Everyone's aspirations have become more realistic,"" she said of her friends. ""Only airheads have big ambitions today. No one thinks long-term.""
+Mr. Anger said he scans The Guardian for job openings every Monday and then sends off letters. ""One in two replies; one in five offers an interview,"" he said. ""I applied for a job as a junior researcher for a Member of Parliament. He got 5,000 applications and only bothered to open the first mailbag. My letter was in the first bag so I got a reply.""
+Elsewhere in Europe, the job market is also shrinking. In Germany, which until now has suffered little from youth unemployment, the loss of jobs is affecting a relatively older age group since students often only leave universities at the age of 28 or more. For example, Ulrich Seibert, who graduated as a translator in Mandarin in 1991, has yet to find a job in his specialty at the age of 31. ""When I started in 1983, I thought it would be easy,"" he said.
+Mindful of the changing economic climate, Mario Garcia Gamella preferred to drop out of Complutense University in Madrid last year when he was offered a job as a bank clerk, even though he was only two courses away from completing his economics degree. ""A secure job is not something to be disdained these days,"" Mr. Garcia, who is 25, said.
+And for those who are still in college, the future can no longer be counted on to take care of itself. ""Some friends who have just graduated are having trouble finding jobs,"" said Cristina Rocco, a 22-year-old Italian who is studying economics at Bocconi University in Milan. ""So I plan to go abroad to look for work.""
+One consequence of the job squeeze and the high rents in most European cities is that more people in their 20's are living with their parents than a decade ago. In southern European countries, the tradition is for students to attend local universities, but in, say, Germany and Britain, where young people frequently go away to study and work, it is now common for them to return home after losing their jobs. Politics For Their Leaders, Only Disdain
+Their difficulties in making it on their own, on the other hand, might be mitigated if they felt any confidence in the political classes running their countries. The Ipsos poll of students said 58 percent of those questioned expressed faith in scientists, 22 percent in philosophers and just 10 percent in politicians.
+Miss Kramp spoke scathingly about Germany's leaders. ""I don't think they can cope with all the change,"" she said. ""They're always running off to the Constitutional Court because they have no idea what to do. It's ridiculous. They don't know where they're going."" A poll published by Le Nouvel Observateur said 63 percent of French youths between the ages of 16 and 24 thought politicians were chronically dishonest.
+In Britain, where the popularity of John Major is lower than that of any other British Prime Minister since polling began there in 1938, many young people have turned their backs on politics. ""No one can remember Labor because we all grew up under Thatcher,"" Miss Dallas said, referring to Margaret Thatcher's long tenure as Prime Minister. ""Any energy is being channeled into the Green movement.""
+Italy's youth, in contrast, seems to have been stirred by the anticorruption drive that is shaking up the country's long-entrenched political system. ""I feel confident because something is changing,"" said Andrea Guaglio, a 22-year-old student of aeronautical engineering in Milan. ""For 40 years we have lived in a corruption state and now people have had enough.""
+Miss Allegretti was also upbeat. ""It's a great period of change,"" she said, ""and if we are coherent, we will get to the bottom of things. That makes me optimistic. People really want to change. And I think we are ready for it, not least because the creation of a united Europe is giving a strong push in new directions.""
+Yet for all the attraction of ""Europe"" to many young people, it is also apparent that this does not translate automatically into support for full political union. While backing greater economic integration and cultural exchanges, many are jealous -- and proud -- of their nations' identities.
+""It's nice to meet others, but I want to make a point: I'm European, but I'm also German,"" Miss Kramp said. ""What makes me furious is that we're always apologizing for being German. It's not that bad to be German. I don't forget the past, but I don't want to be blamed for things I haven't done. But other countries blame us again and again.""
+Carolina Leon Lopez, a 24-year-old Madrid law graduate, said: ""Every day I think we all feel a bit more European, and I quite like the idea of a United States of Europe, but I also think it is completely utopian. Politically and culturally, it is impossible and progress can only be made in the economic area.""
+Support for a federal Europe runs more strongly in Italy, and Miss Allegretti said that closer union would help the region hold off American political and cultural influence. ""Strong American influence has made us lose our true identity,"" she said, ""and it has made us think that the American way of life is better than it is.""
+Antonia Beamish, a 25-year-old aspiring actress from London who moved to the United States three years ago, feels happy she did so every time she visits Britain. ""All my friends say is, depression, oppression, recession,"" she said. ""And they're all desperate to leave.""
+Well, perhaps not all. ""I'm English and I feel loyalty to England,"" Miss Dallas said. ""It may be dying but I'm not going to abandon ship."" But she also hopes that Britain can find a new role for itself in Europe. ""I'd rather be part of a united Europe than any other continent,"" she added.
+Photograph In the European Community, 19.9 percent of those aged 16 to 24 are unemployed. Women scanned listings in Huntingdon Combs, England. (Format/Impact Visual); Katharina Kramp; A student at Bonn University -- ""I know Europe stretches to Moscow, but I still think of Europe as Western Europe."" (Rainer Steubloff); Will Anger; A Briton who has been doing odd jobs -- ""I try not to think of the future. When I do, I get depressed. I prefer to take things day by day and presume I'll eventually get a job."" (Homer Sykes) (pg. A12)
+Graph ""Unemployment: A Burden on Youth""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+a+Time+of+Shared+Hardship%2C+The+Young+Embrace+Europe%3A+%5BA+Continent+Adrift+--+Last+of+five+articles.+%5D&title=New+York+Times&issn=03624331&date=1993-08-12&volume=&issue=&spage=A.1&au=Riding%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1993","Miss [Katharina Kramp] spoke scathingly about Germany's leaders. ""I don't think they can cope with all the change,"" she said. ""They're always running off to the Constitutional Court because they have no idea what to do. It's ridiculous. They don't know where they're going."" A poll published by Le Nouvel Observateur said 63 percent of French youths between the ages of 16 and 24 thought politicians were chronically dishonest. ""It's nice to meet others, but I want to make a point: I'm European, but I'm also German,"" Miss Kramp said. ""What makes me furious is that we're always apologizing for being German. It's not that bad to be German. I don't forget the past, but I don't want to be blamed for things I haven't done. But other countries blame us again and again."" Well, perhaps not all. ""I'm English and I feel loyalty to England,"" Miss Dallas said. ""It may be dying but I'm not going to abandon ship."" But she also hopes that Britain can find a new role for itself in Europe. ""I'd rather be part of a united Europe than any other continent,"" she added.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1993: A.1.",11/15/17,"New York, N.Y.",EUROPE,"Riding, Alan",New York Times Company,,Newspapers,429221752,"United States, New York, N.Y.",English,12-Aug-93,SURVEYS AND SERIES; ECONOMIC CONDITIONS AND TRENDS; CHILDREN AND YOUTH,New York Times,Series,,,,,,,
+Juggling Jobs and the Deficit: Executives Doubtful,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/jug gling-jobs-deficit-executives-doubtful/docview/428827603/se-2?accountid=14586,"Many of America's senior executives say job creation is the Government's most important immediate task and the budget deficit the nation's most important economic problem. But foreshadowing what is almost certain to be a major economic conflict of Bill Clinton's Presidency, the executives say that the President-elect will not be able to address those two concerns simultaneously.
+Those views, on the eve of Mr. Clinton's economic summit in Little Rock, Ark., this week, surfaced in a New York Times/CBS News poll of 499 senior executives in early December and in follow-up interviews with a dozen of them. Both the poll results and the interviews revealed some enthusiasm for the new President. While 53 percent of the executives voted for George Bush, a whopping 71 percent said the President had not displayed as much concern for the economy as Clinton had during the campaign. And 81 percent said the Clinton election has increased consumer confidence and spending.
+""Clinton will speed up the economy initially because he has a lot of people feeling good,"" said John R. Albers, chairman of the Dr Pepper-Seven Up Companies, the Dallas-based concern that makes the concentrate for the two soft drinks. ""A lot of people, including myself, would have preferred Bush as a proactive President, but he was not. Clinton is satisfactory, he is proactive, and we will see what happens."" 'Mutually Exclusive Goals'
+But faulting Mr. Bush is one thing and voting for Mr. Clinton -- only 21 percent of the executives did -- or endorsing his proposals is another. The executives stressed the importance of job creation, with 63 percent calling it the more important immediate task. Thirty-nine percent labeled the budget deficit as the nation's most important economic problem. Fifty-three percent, in fact, opposed increasing the deficit next year to create jobs and stimulate the economy through public-works spending.
+John Watson, chairman of the Horizon Potash Corporation, which has a potash mine in New Mexico, said: ""The key issue is, Can you create the jobs and control the deficit? And the answer is that these are mutually exclusive goals. The only way the Government can do it is to create jobs through public-works projects, and that is wasteful spending. A Democratic President and Congress will spend; that is a certainty. But they cannot tax people enough to cover their spending.""
+No theme is likely to be more hotly debated during the early months of the Clinton presidency than the tradeoff between public spending and the deficit. The executives, as well as the Federal Reserve, argue that deficit spending on highways, fiber-optic networks, high-speed trains and the like damages the economy over the long run by driving up the inflation rate and with it, interest rates. Seventy-four percent of the executives polled said they expect the inflation rate to rise during the Clinton years.
+Top Federal Reserve officials have recently asserted that the economy has in fact surged since October, but the rapid growth, they say, will soon slow. And a slowly growing economy is preferable, they say, even if slow growth limits job creation.
+Mr. Clinton has not come down clearly on either side of the tradeoff between public spending and the deficit. He has mainly argued that his proposal for $20 billion a year in additional public-works spending -- needed not only to help re-employ idle Americans but also to rebuild the nation's infrastructure -- will be self-financing, partly through new tax revenues. But 62 percent of the 499 executives said Mr. Clinton would not be able to create jobs and reduce the deficit in the next four years, and 58 percent added that he is unlikely to reduce the deficit. 'A Leap of Faith'
+What's more, most of those in the follow-up interviews rejected a key assumption of the Clinton camp -- that public spending, if properly directed, helps Americans and thus adds to the national wealth.
+""Intuitively, a better railroad system should have some benefit by moving people and goods more efficiently,"" said Robert Harris, senior vice president of the Fidelity Mutual Life Insurance Company of Radnor, Pa. ""But I am fearful that Mr. Clinton will revert to the spending programs that have been in place with Democrats before, without figuring out which are productivity-improving and which are wasteful.""
+Not everyone agreed. Roger W. Johnson, chairman of the Western Digital Corporation of Irvine, Calif., insisted that Mr. Clinton can break a pattern of wasteful Government spending. ""There are prudent reductions in defense and health care costs that can be made,"" said Mr. Johnson, who campaigned for Mr. Clinton and voted for him. ""This will not reduce the money spent, but it means that money badly spent can now be spent by the Government on more productive things. This has not been the history of our Government. It requires a leap of faith, and the American people took that leap in electing Bill Clinton.""
+The 499 executives represent a cross-section of American industry, from multibillion-dollar corporations to small family concerns. Optimistically, 60 percent of them said the economy was getting better, while 34 percent said it was neither improving nor deteriorating. That response compares with a more pessimistic view held in late February, when 47 percent of 490 executives polled found the economy getting better and 44 percent said it was staying the same. 'Our Best Year Ever'
+Seventy-nine percent of the executives said their own companies had been doing well lately, often better than their surrounding communities. For example, Charles Updegraff, president of the Citizens Trust Company in Coudersport, Pa., said, ""We are having our best year ever.""
+He noted that profits were up because the interest rates that Citizens Trust charges for the mortgages and consumer loans in which it specializes are so much higher than the rates paid for deposits. But loan demand remains weak. ""Consumers have so much debt that they don't qualify for more,"" Mr. Updegraff said.
+The executives polled in early December were more sanguine than the general public. Only 29 percent of all American adults say the economy is getting better, according to a New York Times/CBS News poll last week.
+""I travel to our branches a lot, and our customers tell me that the country is in a big recession, but they are doing better,"" said Benjamin F. Edwards, chairman of A. G. Edwards Inc., a stock brokerage firm based in St. Louis. ""I thought the economy was getting better in March, and I still think so.""
+Thirty-seven percent of the executives participating in the latest poll, which was conducted by telephone from Dec. 1 to Dec. 9 -- before President Clinton announced his new economic team -- said they planned to increase employment over the next year, while 54 percent said they planned no changes. Those percentages were virtually the same as those in the late February poll, and since then the number of Americans holding jobs has hardly changed. Both polls had a margin of sampling error of plus or minus 6 percentage points.
+A few executives interviewed, including Mr. Edwards, have hired workers in recent weeks, but most said they had either frozen hiring or shrunk their staffs in recent years. They achieved this mainly through automation or other efficiencies so they could maintain production with fewer workers and thus cut costs and compete more effectively. The Main Message
+But the executives' main message for Mr. Clinton's economic conference tomorrow, expressed most clearly in the follow-up interviews, appeared to be this: Although civilian jobs have increased only 1 million during the Bush Presidency, or one-tenth of 1 percent, job creation should nevertheless be mostly the domain of the private sector, and Mr. Clinton's economic policies should be channeled to encourage the private sector, mainly through tax incentives.
+Ninety-two percent of the executives polled, for example, favored a tax credit that would reduce the cost of new investments in factories and machinery. This, however, is not necessarily the proposal put forth by Mr. Clinton, who wants to reward mainly the investment that results in expansion and more jobs. Only 62 percent of executives said that an investment tax credit, whatever the form, would actually prompt them to invest.
+""Clinton does not create jobs; private business does,"" said Mr. Albers of Dr Pepper-Seven Up. ""He can only do this through public spending, which runs up the deficit and is wasteful."" But Mr. Albers also said that the private sector was still cutting costs, largely through labor cutbacks, and that until that process is completed job creation in the private sector would be minimal. His own companies, for example, are now hiring, but only after having reduced the work force from 1,200 in the late 1980's to 980 people today.
+Regarding taxes, the executives had some strong views. Apart from favoring an investment tax credit, 67 percent of them endorsed higher taxes on foreign companies operating in the United States, a Clinton proposal. By a narrow margin they opposed another Clinton plan: higher taxes on family incomes exceeding $200,000. The verdict was 51 percent to 48 percent.
+Fifty-nine percent of the executives favored a Clinton proposal to cut the taxes paid by middle-class families, with most of the support coming from senior executives at small companies.
+Seventy-seven percent of the executives expect expect retail sales during the Christmas season to be better than last year, a prediction that appears to be holding up in the early returns from retailers.
+And many executives were more optimistic than they had been in February about stock prices. In February, the executives expected the Dow Jones industrial average to rise to 3,388 by the end of this month -- an expectation that right now is just short of being reached, at 3,304. Now they expect the Dow to rise to 3,426 by December 1993.
+That is not much of an increase. But then Arnold M. Nemirow, chief executive of the Wausau Paper Mills Company in Wausau, Wis., says the economy is not yet all that strong, either. ""We have not recovered yet,"" he said. ""There are just beginning signs. We need to run with this recovery for a year to see what happens."" HOW THE POLL WAS CONDUCTED
+The New York Times/CBS News Poll of American business executives is based on interviews with 499 senior executives at companies throughout the United States, interviewed by telephone from Dec. 1 to Dec. 9.
+The sample of companies and executives called was provided by Dun and Bradstreet Information Services and was randomly drawn from those listed in its nationwide data base of private and publicly owned companies.
+Companies with $5 million or more in annual revenues were eligible for the survey. Within each company one executive at a senior level was interviewed. Titles eligible for the poll included owner, partner, chief executive, chairman, president, executive vice president and senior vice president, with first opportunity for an interview given to the most senior official.
+The completed sample included 245 interviews in companies with $5 million to $99 million in annual revenue, 120 interviews in companies with $100 million to $499 million, and 134 interviews in companies with $500 million or more. The completed sample was then weighted by revenue size to reflect the actual distribution of all listed companies in the country because small companies predominate.
+In theory, in 19 cases out of 20, results based on such samples will differ by no more than six percentage points in either direction from what would have been obtained by seeking out senior executives at all listed companies in the country with annual revenues of $5 million or more.
+The potential sampling error for smaller sub-groups is larger. For example, for the biggest companies, those with $500 million or more in annual revenue, it is plus or minus nine percentage points.
+In addition to sampling error, the practical difficulties of conducting any survey can introduce other sources of error into the poll.
+Graph ""Awaiting the New Administration,"" shows results of telephone poll of general feelings about Clinton/Gore Adminstration, including optimism, job creation, deficit reduction, health insurance, family leave, and who they voted for in 1992 Presidential election; (Source: The New York Times/CBS News Poll) (Based on a nationwide telephone survey of 499 business executives conducted Dec. 1-9. Those with no opinion are not shown.); ""Economic Outlook,"" shows breakdown of how those polled feel about condition of economy, for business executives and for all adults. (Source: The New York Times/CBS News Poll)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Juggling+Jobs+and+the+Deficit%3A+Executives+Doubtful&title=New+York+Times&issn=03624331&date=1992-12-13&volume=&issue=&spage=A.40&au=UCHITELLE%2C+LOUIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 1992","""[Bill Clinton] will speed up the economy initially because he has a lot of people feeling good,"" said John R. Albers, chairman of the Dr Pepper-Seven Up Companies, the Dallas-based concern that makes the concentrate for the two soft drinks. ""A lot of people, including myself, would have preferred [George Bush] as a proactive President, but he was not. Clinton is satisfactory, he is proactive, and we will see what happens."" 'Mutually Exclusive Goals' ""Clinton does not create jobs; private business does,"" said Mr. Albers of Dr Pepper-Seven Up. ""He can only do this through public spending, which runs up the deficit and is wasteful."" But Mr. Albers also said that the private sector was still cutting costs, largely through labor cutbacks, and that until that process is completed job creation in the private sector would be minimal. His own companies, for example, are now hiring, but only after having reduced the work force from 1,200 in the late 1980's to 980 people today. ""Awaiting the New Administration,"" shows results of telephone poll of general feelings about Clinton/Gore Adminstration, including optimism, job creation, deficit reduction, health insurance, family leave, and who they voted for in 1992 Presidential election; (Source: The New York Times/CBS News Poll) (Based on a nationwide telephone survey of 499 business executives conducted Dec. 1-9. Those with no opinion are not shown.); ""Economic Outlook,"" shows breakdown of how those polled feel about condition of economy, for business executives and for all adults. (Source: The New York Times/CBS News Poll)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 1992: A.40.",11/15/17,"New York, N.Y.",UNITED STATES,"UCHITELLE, LOUIS",New York Times Company,,Newspapers,428827603,"United States, New York, N.Y.",English,13-Dec-92,FINANCES; BUDGETS AND BUDGETING; PUBLIC OPINION; NEW YORK TIMES/CBS NEWS POLL; LABOR; HIRING AND PROMOTION,New York Times,NEWSPAPER,,,,,,,
+A Lower Gear for Japan's Auto Makers:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lower-gear-japans-auto-makers/docview/428615929/se-2?accountid=14586,"The Nissan Motor Company has gone to great lengths to give customers what they want. Japanese buyers of the Nissan Sunny, known as the Stanza in the United States, can choose from nearly 200 variations with different engines, bodies, tires and transmissions. The company has sold fewer than a dozen units of some combinations.
+But those days are over. Nissan, which said Friday it will lose money this year for the first time in about four decades, is trying to save money by cutting back on the number of variations it is offering, even it if means sacrificing market share. It is also leaving some models on the market longer than the customary four years. And it is trying to use the same parts in more models. Right now, for instance, there are about 70 kinds of steering wheels used in its automobiles, when far fewer would do.
+The move at Nissan is part of a big change occurring in Japan's auto industry. Buffeted by a slowdown in sales and a host of other problems, Japan's auto makers are being forced to modify the vaunted system by which they design, produce and sell automobiles, even as this system is being emulated around the world.
+The system, first developed by Toyota and often called ""lean production,"" involves rapid introduction of models, a flexible manufacturing system that can make many kinds of cars on the same assembly line, low inventories and long-term relationships with suppliers.
+But now, manufacturers are starting to cut the number of products they offer, slow the pace at which they bring out products, reduce their reliance on low prices as a marketing strategy, keep larger inventories and loosen historic bonds with suppliers. And a severe labor shortage in Japan might make it more difficult to attract and retain the skilled, disciplined workers who are a hallmark of the system. Reworking the Toyota System
+""We're looking right now at the most significant shift and the greatest pressure on the Japanese system since it achieved pre-eminence in the early 80's,"" said Harley Shaiken, professor of work and technology at the University of California at San Diego, who is studying Japanese auto factories this summer. ""The Toyota system that powered Japan in the 80's will need an overhaul for the 90's.""
+No one expects Japanese companies to abandon lean production, only to modify it. And no one expects the big Japanese producers to fade as a force on the world scene, or even to have problems of the magnitude experienced at times by General Motors or Chrysler.
+But the Japanese manufacturers could become less invincible than they have been in the past, giving Detroit some breathing room. And they could suffer some decline in market share, as they have this year in the United States, where Japanese share of the car and light-truck market has fallen to 24.0 percent in the first seven months of this year from 25.4 percent in the same period last year.
+Driving the changes is the fact that Japan's automobile industry is now in its second year of declining sales and production, making this the most severe downturn the Japanese producers have seen in decades. Total production of Japanese cars, trucks and buses in Japan peaked at 13.5 million in 1990 and will probably be less than 12.6 million this year, according to Merrill Lynch. (Overseas production totaled about 2 million cars in 1990, and is apparently still growing, but the calculations for 1991 and projections for this year have not yet been made.)
+Because of the economic recession in Japan, sales of passenger cars here have fallen 6.3 percent in the first seven months of the year, after registering a 4.6 percent drop in 1991. The domestic market is particularly important for Japanese companies because it is one they alone control, giving them a revenue base that helps them compete elsewhere.
+In the United States this year, sales of Japanese cars and light trucks are down 2 percent, in part because of price increases greater than those of American competitors and because American cars are gaining in quality.
+What really worries executives here is the fear that growth might be over for good. Japan's roads can't handle more cars and exports to Western Europe and the United States are limited by trade agreements. Japanese factories in Europe and the United States can circumvent those restrictions and grow, but in any case, the United States and European markets are also mature. Time to Pay Bills
+The slowdown has hit just as bills for huge plant investments are coming due, dragging down profits. Toyota, Japan's largest manufacturer, announced last week that worldwide operating income for its last fiscal year plunged 56.3 percent to its lowest level in at least a decade.
+The slowdown only compounds other problems in the industry. Japanese companies are under international pressure to use more foreign parts, work shorter hours and reduce cutthroat competitive ways. The tumble in Japan's stock market has made it more expensive to raise money, making profits more important to the financing of vital projects like pollution-free engines. And, many experts say, the Big Three auto makers in the United States are closing the gap with Japan in productivity and quality.
+All this, analysts and executives say, changes the landscape tremendously. ""The Japanese industry is at a structural crossroads,"" said Yoshifumi Tsuji, who has just taken over as the president of Nissan.
+Many analysts have no doubt that Japan will adjust to these problems, as it has in the past. ""What they're doing is transforming themselves into companies that will be profitable in a no-growth environment,"" said Maryann Keller, an analyst at Furman Selz in New York. Eliminating excesses from their system and increasing profits will only strengthen the companies, she said, providing more money to invest in new products and technology.
+Other experts say that the talk of gloom and doom in Japan these days -- and of a resurgence by Detroit -- is merely part of an effort by Japan to defuse trade tensions and head off bills in Congress for even stricter limits on Japanese sales in the United States. ""Detroit would wish they had so many problems,"" said Joseph T. Gorman, chairman, president and chief executive of TRW Inc., a major automobile parts supplier. Defying the Forecasts
+Of course, there have been predictions in the past that growth was over or that the Japanese auto industry would face serious problems, but something always saved the day.
+In the early 1970's, sales slumped because of the recession caused by the surge in oil prices due to the Arab oil embargo. But higher gasoline prices then provided a great boost to small Japanese cars like the Honda Civic and Toyota Corolla.
+In 1985 the value of the yen was raised, making Japanese products more expensive abroad. But then, Japan's domestic market defied all predictions and experienced a huge boom. Japanese companies also expanded production in the United States to circumvent export restrictions and moved into new product categories, particularly luxury cars.
+But it is difficult to see where growth will come from in the next few years. Southeast Asia, India, China, the former Soviet Union, Eastern Europe and Latin America all are potentially big markets. Japanese companies are particularly well established in Southeast Asia. But so far, executives say, those markets are too small to compensate for a lack of growth in the Japan, the United States and Europe.
+There are also fewer new product areas left for the Japanese to enter. Some experts say that with their advantage in product quality and efficiency being narrowed by Detroit, Japanese companies might shift to competing on the basis of technology. The company that comes up with a practical electric car or a fuel-efficient engine could see its sales spurt.
+But it's not clear that the Japanese will win this competition. While they lead in developing fuel-efficient internal combustion engines, they lag in alternative-fuel technology, said Stephen Usher, an analyst with Kleinwort Benson International in Tokyo.
+If growth does not resume, it could put an intense strain on the Japanese formula that has seen virtually nothing but growth for 40 years. ""No one knows for sure what will happen if the growth rate goes down more or less permanently,"" said Takahiro Fujimoto, a professor of economics at Tokyo University. ""The impact on the supply system or the work system might be significant.""
+In the past, he said, auto workers, suppliers and stockholders subordinated their desires for the sake of the company's competitiveness, knowing they could share in the fruits of growth. But if growth cannot be assured, he said, these parties might demand a greater piece of the pie. A Shrinking Work Force
+The Japanese companies have already been hurt by a long-term shortage of labor, owing to the shrinking population of young people and the fact that those prosperous youngsters shun assembly-line work. That has forced them to invest heavily in automation and to move plants to more remote areas where it's easier to recruit workers. But that has made it harder for the companies to coordinate with suppliers for the delivery of parts in the small quantities needed for the just-in-time inventory system.
+If auto sales no longer rise steadily, it will also be harder to insure lifetime employment, the underpinning of worker loyalty here.
+The supplier system, in which each company has a network of suppliers, is also coming under stress from lack of growth. Some suppliers are expected to fold and others are selling outside their corporate group.
+Another hallmark of the Japanese system has been the rapid introduction of new models. Japanese companies often introduce a new model after the old one has been on the market for four years, in contrast with five or more years for American companies. Moreover, while Henry Ford, the pioneer of mass production, once offered customers one type of car in any color as long as it was black, the Japanese lean-production system allows for a greater variety of products in smaller production runs.
+Between 1985 and 1991, Nissan increased the its number of models to 60 from 39, but diluted its average sales per model to 22,364 from 26,771, according to Baring Securities.
+Now, however, the growing financial pressure is causing a retrenchment in this practice. Fuji Heavy Industries, which makes Subaru cars and has suffered heavy losses, said recently that it would cut in half its number of models. Nissan, while not cutting back on the number of models, is cutting the number of variations of each model.
+""The variety has gotten beyond the ability of factories and suppliers to handle it,"" said Michael A. Cusumano, a professor at the Sloan School of Management at M.I.T. who is studying Japanese auto production.
+""The countermeasures to all these problems is to take a step back to something that looks more like conventional mass production,"" he said. ""In some ways, they're becoming more like us."" Such a change, he said, could increase profits but would probably reduce market share and lessen the chances for a hit niche product like the Mazda Miata.
+To make things easier on their suppliers, the auto companies are diverting a bit from the just-in-time inventory system. A Longer Product Life
+The Japanese companies are looking at increasing product life cycles. A joint venture of Mitsubishi and Volvo said it would operate on a five-year cycle. When Nissan announced its new March, a small car to be sold in Europe as the Micra, it said the product would have a 10-year cycle.
+Auto companies are also trying to raise prices, but the Japanese market is so depressed that it is proving impossible.
+In the United States, however, Japanese price increases have generally been greater than those made by the American companies in the last year, in part owing to the weakness of the dollar against the yen and to political pressure to be less aggressive in the United States.
+To what extent the auto makers are departing from past practices depends on their situation. Nissan, the second-largest auto maker here, has been the boldest; it is in perhaps the toughest situation among the major companies. It has lost market share in Japan and the United States in the last decade. And it has run up high debts for new factories.
+Mazda is also stretched too thin, analysts say. It introduced 12 models in the last two years and has five sales channels in Japan. But sales through June fell 8.5 percent, the greatest drop among Japan's major manufacturers. But company spokesmen say there are no plans to reduce sales channels and models.
+Honda was early in bracing for low growth. Its major investments in new plants are behind it, so they won't drag down earnings. In March, it announced a reorganization aimed at cutting costs, in part by giving manufacturing experts a greater say in how cars are designed.
+Still, Honda's market share in the United States, its main market, has been dropping and the Ford Taurus is now threatening to topple the Honda Accord from its three-year reign as best-selling car in America.
+An exception to the gloom and doom is Mitsubishi Motors, which gained market share in 1991 because of its strength in recreational vehicles, the hottest product area now.
+With vast financial resources and optimism about sales growth, Toyota is resisting some of the more fundamental changes. Instead, it is trying to get through the downturn by ""accumulating minor efforts"" to cut costs, said Tatsuro Toyoda, who will become president in a month. The company is trying to use more common parts and might consider reducing the number of models, he said.
+The problem is that if one company, especially Toyota, keeps fighting with low prices, numerous models and short model cycles, other companies might feel compelled to do the same. Indeed, if the overall market is not growing, the only way an individual company can grow is by increasing market share.
+Japanese auto makers ""don't know how to adjust ourselves to such a market,"" said Taizo Yokoyama, a managing director of Mitsubishi Motors. ""Our experience is we can survive only through expansion.""
+A JAPANESE BUSINESS TABOO IS FADING
+The news earlier this month that the Toyota Motor Corporation was negotiating to buy bolts from the Saga Tekkohsho Company might have seemed routine. But in Japan, it was like Macy's talking to Gimbels.
+That is because Nissan, Toyota's archrival, owns a third of Saga Tekkohsho. The transaction attests to changes that are starting to loosen the bonds of Japanese supplier networks, or keiretsu, that have been a hallmark of Japan's success.
+In a keiretsu, an auto maker, say, owns parts of various suppliers with which it works closely. These first-tier suppliers in turn buy components from second- and third-tier suppliers.
+While General Motors or Ford tend to make most of their parts in-house, Japanese companies typically rely on their suppliers to design and build 70 percent of their parts. The suppliers also end up being the shock absorbers of the system, absorbing price cuts and layoffs to help cushion the main company from economic downturns.
+But now the keiretsu system is starting to crack. Slowing sales have forced more suppliers to seek new customers, even auto makers of rival keiretsu. In truth, said Takahiro Fujimoto, a professor at Tokyo University, there has always been some cross-keiretsu selling, with the exception that Toyota suppliers didn't sell to Nissan and Nissan suppliers to Toyota. But now even that taboo is ending, he said.
+In addition, Japanese companies are under pressure to loosen the keiretsu system to make it easier for foreign companies to sell auto parts in Japan.
+Analysts say that some suppliers, particularly second- and third-tier ones, will go out of business in the current downturn. That might leave fewer, bigger suppliers that will sell to more than one company. But, said Maryann Keller, an analyst with Furman Selz Inc. in New York, it could lead to lower-cost parts and allow the smaller Japanese auto companies to better take advantage of the sophisticated Toyota and Nissan suppliers.
+SQUEEZING THE SMALL FRY
+The downturn in Japan's automobile industry could end up shaking out the smaller of Japan's automobile companies. Even during boom times, analysts were saying the market could not easily support a dozen Japanese vehicle manufacturers.
+Already, a Japanese-style consolidation has been under way, with companies remaining independent but being controlled by larger companies. Fuji Heavy Industries, which makes Subaru cars, has had huge losses and is now essentially controlled by Nissan. Daihatsu, which pulled out of the American market this year, is part of the Toyota group.
+Rumors are now swirling that Isuzu Motors, which has also been losing money, is thinking of getting out of passenger cars to concentrate on its main business of trucks. The company vigorously denies the rumors.
+In any case, almost all of Isuzu's meager supply of cars -- 130,000 vehicles last year and dropping -- is sold to General Motors, which resells the cars as the Geo Storm. G.M., which owns 37 percent of Isuzu, in December sent one of its executives to help run the Japanese company. Stephen Usher, an analyst with Kleinwort Benson International, said G.M. might do well to buy Isuzu and use it to produce G.M. cars for sale in Japan.
+Correction: August 30, 1992, Sunday
+An article on Aug. 30 about Japan's automobile industry mis stated the name by which the Nissan Sunny is known in the United States. It is the Sentra.
+Graph ""The Fast Lane No Longer,"" tracks Japanese car sales in U.S., 1966-1992 (Sources: Automotive News, Japanese Automobile Manufacturers Association) (pg. 1); ""Lackluster Sales and Profits for Japan's Auto Makers,"" track operation income and sales for total Japanese car makers, and individually for Nissan, Honda, Mazdas, Toyota and Mitsubishi, 1990-1992, years ended March 31. (Sources: Company reports); ""A Snapshot of Japan's Auto Industry,"" shows worldwide vehicle production by area, for Japanese auto makers; shows breakdown of shares of 1991 U.S. car market. (Source: Motor Vehicles Manuacturers Association) (pg. 6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Lower+Gear+for+Japan%27s+Auto+Makers%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1992-08-30&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New Yo rk Times Company Aug 30, 1992","""We're looking right now at the most significant shift and the greatest pressure on the Japanese system since it achieved pre-eminence in the early 80's,"" said Harley Shaiken, professor of work and technology at the University of California at San Diego, who is studying Japanese auto factories this summer. ""The Toyota system that powered Japan in the 80's will need an overhaul for the 90's."" Japanese auto makers ""don't know how to adjust ourselves to such a market,"" said Taizo Yokoyama, a managing director of Mitsubishi Motors. ""Our experience is we can survive only through expansion."" ""The Fast Lane No Longer,"" tracks Japanese car sales in U.S., 1966-1992 (Sources: Automotive News, Japanese Automobile Manufacturers Association) (pg. 1); ""Lackluster Sales and Profits for Japan's Auto Makers,"" track operation income and sales for total Japanese car makers, and individually for Nissan, Honda, Mazdas, Toyota and Mitsubishi, 1990-1992, years ended March 31. (Sources: Company reports); ""A Snapshot of Japan's Auto Industry,"" shows worldwide vehicle production by area, for Japanese auto makers; shows breakdown of shares of 1991 U.S. car market. (Source: Motor Vehicles Manuacturers Association) (pg. 6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Aug 1992: A.1.",12/3/20,"New York, N.Y.",Japan,"Pollack, Andrew",New York Times Company,,Newspapers,428615929,"United States, New York, N.Y.",English,30-Aug-92,FINANCES; Industry profiles; Automobiles; Sales,New York Times,NEWSPAPER,,,,,,,
+A Lower Gear for Japan's Auto Makers,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lower-gear-japans-auto-makers/docview/428611113/se-2?accountid=14586,"The Nissan Motor Company has gone to great lengths to give customers what they want. Japanese buyers of the Nissan Sunny, known as the Stanza in the United States, can choose from nearly 200 variations with different engines, bodies, tires and transmissions. The company has sold fewer than a dozen units of some combinations.
+But those days are over. Nissan, which said Friday it will lose money this year for the first time in about four decades, is trying to save money by cutting back on the number of variations it is offering, even it if means sacrificing market share. It is also leaving some models on the market longer than the customary four years. And it is trying to use the same parts in more models. Right now, for instance, there are about 70 kinds of steering wheels used in its automobiles, when far fewer would do.
+The move at Nissan is part of a big change occurring in Japan's auto industry. Buffeted by a slowdown in sales and a host of other problems, Japan's auto makers are being forced to modify the vaunted system by which they design, produce and sell automobiles, even as this system is being emulated around the world.
+The system, first developed by Toyota and often called ""lean production,"" involves rapid introduction of models, a flexible manufacturing system that can make many kinds of cars on the same assembly line, low inventories and long-term relationships with suppliers.
+But now, manufacturers are starting to cut the number of products they offer, slow the pace at which they bring out products, reduce their reliance on low prices as a marketing strategy, keep larger inventories and loosen historic bonds with suppliers. And a severe labor shortage in Japan might make it more difficult to attract and retain the skilled, disciplined workers who are a hallmark of the system. Reworking the Toyota System
+""We're looking right now at the most significant shift and the greatest pressure on the Japanese system since it achieved pre-eminence in the early 80's,"" said Harley Shaiken, professor of work and technology at the University of California at San Diego, who is studying Japanese auto factories this summer. ""The Toyota system that powered Japan in the 80's will need an overhaul for the 90's.""
+No one expects Japanese companies to abandon lean production, only to modify it. And no one expects the big Japanese producers to fade as a force on the world scene, or even to have problems of the magnitude experienced at times by General Motors or Chrysler.
+But the Japanese manufacturers could become less invincible than they have been in the past, giving Detroit some breathing room. And they could suffer some decline in market share, as they have this year in the United States, where Japanese share of the car and light-truck market has fallen to 24.0 percent in the first seven months of this year from 25.4 percent in the same period last year.
+Driving the changes is the fact that Japan's automobile industry is now in its second year of declining sales and production, making this the most severe downturn the Japanese producers have seen in decades. Total production of Japanese cars, trucks and buses in Japan peaked at 13.5 million in 1990 and will probably be less than 12.6 million this year, according to Merrill Lynch. (Overseas production totaled about 2 million cars in 1990, and is apparently still growing, but the calculations for 1991 and projections for this year have not yet been made.)
+Because of the economic recession in Japan, sales of passenger cars here have fallen 6.3 percent in the first seven months of the year, after registering a 4.6 percent drop in 1991. The domestic market is particularly important for Japanese companies because it is one they alone control, giving them a revenue base that helps them compete elsewhere.
+In the United States this year, sales of Japanese cars and light trucks are down 2 percent, in part because of price increases greater than those of American competitors and because American cars are gaining in quality.
+What really worries executives here is the fear that growth might be over for good. Japan's roads can't handle more cars and exports to Western Europe and the United States are limited by trade agreements. Japanese factories in Europe and the United States can circumvent those restrictions and grow, but in any case, the United States and European markets are also mature. Time to Pay Bills
+The slowdown has hit just as bills for huge plant investments are coming due, dragging down profits. Toyota, Japan's largest manufacturer, announced last week that worldwide operating income for its last fiscal year plunged 56.3 percent to its lowest level in at least a decade.
+The slowdown only compounds other problems in the industry. Japanese companies are under international pressure to use more foreign parts, work shorter hours and reduce cutthroat competitive ways. The tumble in Japan's stock market has made it more expensive to raise money, making profits more important to the financing of vital projects like pollution-free engines. And, many experts say, the Big Three auto makers in the United States are closing the gap with Japan in productivity and quality.
+All this, analysts and executives say, changes the landscape tremendously. ""The Japanese industry is at a structural crossroads,"" said Yoshifumi Tsuji, who has just taken over as the president of Nissan.
+Many analysts have no doubt that Japan will adjust to these problems, as it has in the past. ""What they're doing is transforming themselves into companies that will be profitable in a no-growth environment,"" said Maryann Keller, an analyst at Furman Selz in New York. Eliminating excesses from their system and increasing profits will only strengthen the companies, she said, providing more money to invest in new products and technology.
+Other experts say that the talk of gloom and doom in Japan these days -- and of a resurgence by Detroit -- is merely part of an effort by Japan to defuse trade tensions and head off bills in Congress for even stricter limits on Japanese sales in the United States. ""Detroit would wish they had so many problems,"" said Joseph T. Gorman, chairman, president and chief executive of TRW Inc., a major automobile parts supplier. Defying the Forecasts
+Of course, there have been predictions in the past that growth was over or that the Japanese auto industry would face serious problems, but something always saved the day.
+In the early 1970's, sales slumped because of the recession caused by the surge in oil prices due to the Arab oil embargo. But higher gasoline prices then provided a great boost to small Japanese cars like the Honda Civic and Toyota Corolla.
+In 1985 the value of the yen was raised, making Japanese products more expensive abroad. But then, Japan's domestic market defied all predictions and experienced a huge boom. Japanese companies also expanded production in the United States to circumvent export restrictions and moved into new product categories, particularly luxury cars.
+But it is difficult to see where growth will come from in the next few years. Southeast Asia, India, China, the former Soviet Union, Eastern Europe and Latin America all are potentially big markets. Japanese companies are particularly well established in Southeast Asia. But so far, executives say, those markets are too small to compensate for a lack of growth in the Japan, the United States and Europe.
+There are also fewer new product areas left for the Japanese to enter. Some experts say that with their advantage in product quality and efficiency being narrowed by Detroit, Japanese companies might shift to competing on the basis of technology. The company that comes up with a practical electric car or a fuel-efficient engine could see its sales spurt.
+But it's not clear that the Japanese will win this competition. While they lead in developing fuel-efficient internal combustion engines, they lag in alternative-fuel technology, said Stephen Usher, an analyst with Kleinwort Benson International in Tokyo.
+If growth does not resume, it could put an intense strain on the Japanese formula that has seen virtually nothing but growth for 40 years. ""No one knows for sure what will happen if the growth rate goes down more or less permanently,"" said Takahiro Fujimoto, a professor of economics at Tokyo University. ""The impact on the supply system or the work system might be significant.""
+In the past, he said, auto workers, suppliers and stockholders subordinated their desires for the sake of the company's competitiveness, knowing they could share in the fruits of growth. But if growth cannot be assured, he said, these parties might demand a greater piece of the pie. A Shrinking Work Force
+The Japanese companies have already been hurt by a long-term shortage of labor, owing to the shrinking population of young people and the fact that those prosperous youngsters shun assembly-line work. That has forced them to invest heavily in automation and to move plants to more remote areas where it's easier to recruit workers. But that has made it harder for the companies to coordinate with suppliers for the delivery of parts in the small quantities needed for the just-in-time inventory system.
+If auto sales no longer rise steadily, it will also be harder to insure lifetime employment, the underpinning of worker loyalty here.
+The supplier system, in which each company has a network of suppliers, is also coming under stress from lack of growth. Some suppliers are expected to fold and others are selling outside their corporate group.
+Another hallmark of the Japanese system has been the rapid introduction of new models. Japanese companies often introduce a new model after the old one has been on the market for four years, in contrast with five or more years for American companies. Moreover, while Henry Ford, the pioneer of mass production, once offered customers one type of car in any color as long as it was black, the Japanese lean-production system allows for a greater variety of products in smaller production runs.
+Between 1985 and 1991, Nissan increased the its number of models to 60 from 39, but diluted its average sales per model to 22,364 from 26,771, according to Baring Securities.
+Now, however, the growing financial pressure is causing a retrenchment in this practice. Fuji Heavy Industries, which makes Subaru cars and has suffered heavy losses, said recently that it would cut in half its number of models. Nissan, while not cutting back on the number of models, is cutting the number of variations of each model.
+""The variety has gotten beyond the ability of factories and suppliers to handle it,"" said Michael A. Cusumano, a professor at the Sloan School of Management at M.I.T. who is studying Japanese auto production.
+""The countermeasures to all these problems is to take a step back to something that looks more like conventional mass production,"" he said. ""In some ways, they're becoming more like us."" Such a change, he said, could increase profits but would probably reduce market share and lessen the chances for a hit niche product like the Mazda Miata.
+To make things easier on their suppliers, the auto companies are diverting a bit from the just-in-time inventory system. A Longer Product Life
+The Japanese companies are looking at increasing product life cycles. A joint venture of Mitsubishi and Volvo said it would operate on a five-year cycle. When Nissan announced its new March, a small car to be sold in Europe as the Micra, it said the product would have a 10-year cycle.
+Auto companies are also trying to raise prices, but the Japanese market is so depressed that it is proving impossible.
+In the United States, however, Japanese price increases have generally been greater than those made by the American companies in the last year, in part owing to the weakness of the dollar against the yen and to political pressure to be less aggressive in the United States.
+To what extent the auto makers are departing from past practices depends on their situation. Nissan, the second-largest auto maker here, has been the boldest; it is in perhaps the toughest situation among the major companies. It has lost market share in Japan and the United States in the last decade. And it has run up high debts for new factories.
+Mazda is also stretched too thin, analysts say. It introduced 12 models in the last two years and has five sales channels in Japan. But sales through June fell 8.5 percent, the greatest drop among Japan's major manufacturers. But company spokesmen say there are no plans to reduce sales channels and models.
+Honda was early in bracing for low growth. Its major investments in new plants are behind it, so they won't drag down earnings. In March, it announced a reorganization aimed at cutting costs, in part by giving manufacturing experts a greater say in how cars are designed.
+Still, Honda's market share in the United States, its main market, has been dropping and the Ford Taurus is now threatening to topple the Honda Accord from its three-year reign as best-selling car in America.
+An exception to the gloom and doom is Mitsubishi Motors, which gained market share in 1991 because of its strength in recreational vehicles, the hottest product area now.
+With vast financial resources and optimism about sales growth, Toyota is resisting some of the more fundamental changes. Instead, it is trying to get through the downturn by ""accumulating minor efforts"" to cut costs, said Tatsuro Toyoda, who will become president in a month. The company is trying to use more common parts and might consider reducing the number of models, he said.
+The problem is that if one company, especially Toyota, keeps fighting with low prices, numerous models and short model cycles, other companies might feel compelled to do the same. Indeed, if the overall market is not growing, the only way an individual company can grow is by increasing market share.
+Japanese auto makers ""don't know how to adjust ourselves to such a market,"" said Taizo Yokoyama, a managing director of Mitsubishi Motors. ""Our experience is we can survive only through expansion."" A JAPANESE BUSINESS TABOO IS FADING
+The news earlier this month that the Toyota Motor Corporation was negotiating to buy bolts from the Saga Tekkohsho Company might have seemed routine. But in Japan, it was like Macy's talking to Gimbels.
+That is because Nissan, Toyota's archrival, owns a third of Saga Tekkohsho. The transaction attests to changes that are starting to loosen the bonds of Japanese supplier networks, or keiretsu, that have been a hallmark of Japan's success.
+In a keiretsu, an auto maker, say, owns parts of various suppliers with which it works closely. These first-tier suppliers in turn buy components from second- and third-tier suppliers.
+While General Motors or Ford tend to make most of their parts in-house, Japanese companies typically rely on their suppliers to design and build 70 percent of their parts. The suppliers also end up being the shock absorbers of the system, absorbing price cuts and layoffs to help cushion the main company from economic downturns.
+But now the keiretsu system is starting to crack. Slowing sales have forced more suppliers to seek new customers, even auto makers of rival keiretsu. In truth, said Takahiro Fujimoto, a professor at Tokyo University, there has always been some cross-keiretsu selling, with the exception that Toyota suppliers didn't sell to Nissan and Nissan suppliers to Toyota. But now even that taboo is ending, he said.
+In addition, Japanese companies are under pressure to loosen the keiretsu system to make it easier for foreign companies to sell auto parts in Japan.
+Analysts say that some suppliers, particularly second- and third-tier ones, will go out of business in the current downturn. That might leave fewer, bigger suppliers that will sell to more than one company. But, said Maryann Keller, an analyst with Furman Selz Inc. in New York, it could lead to lower-cost parts and allow the smaller Japanese auto companies to better take advantage of the sophisticated Toyota and Nissan suppliers. SQUEEZING THE SMALL FRY
+The downturn in Japan's automobile industry could end up shaking out the smaller of Japan's automobile companies. Even during boom times, analysts were saying the market could not easily support a dozen Japanese vehicle manufacturers.
+Already, a Japanese-style consolidation has been under way, with companies remaining independent but being controlled by larger companies. Fuji Heavy Industries, which makes Subaru cars, has had huge losses and is now essentially controlled by Nissan. Daihatsu, which pulled out of the American market this year, is part of the Toyota group.
+Rumors are now swirling that Isuzu Motors, which has also been losing money, is thinking of getting out of passenger cars to concentrate on its main business of trucks. The company vigorously denies the rumors.
+In any case, almost all of Isuzu's meager supply of cars -- 130,000 vehicles last year and dropping -- is sold to General Motors, which resells the cars as the Geo Storm. G.M., which owns 37 percent of Isuzu, in December sent one of its executives to help run the Japanese company. Stephen Usher, an analyst with Kleinwort Benson International, said G.M. might do well to buy Isuzu and use it to produce G.M. cars for sale in Japan.
+Graph ""The Fast Lane No Longer,"" tracks Japanese car sales in U.S., 1966-1992 (Sources: Automotive News, Japanese Automobile Manufacturers Association) (pg. 1); ""Lackluster Sales and Profits for Japan's Auto Makers,"" track operation income and sales for total Japanese car makers, and individually for Nissan, Honda, Mazdas, Toyota and Mitsubishi, 1990-1992, years ended March 31. (Sources: Company reports); ""A Snapshot of Japan's Auto Industry,"" shows worldwide vehicle production by area, for Japanese auto makers; shows breakdown of shares of 1991 U.S. car market. (Source: Motor Vehicles Manuacturers Association) (pg. 6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Lower+Gear+for+Japan%27s+Auto+Makers&title=New+York+Times&issn=03624331&date=1992-08-30&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times C ompany Aug 30, 1992","""We're looking right now at the most significant shift and the greatest pressure on the Japanese system since it achieved pre-eminence in the early 80's,"" said Harley Shaiken, professor of work and technology at the University of California at San Diego, who is studying Japanese auto factories this summer. ""The Toyota system that powered Japan in the 80's will need an overhaul for the 90's."" Japanese auto makers ""don't know how to adjust ourselves to such a market,"" said Taizo Yokoyama, a managing director of Mitsubishi Motors. ""Our experience is we can survive only through expansion."" A JAPANESE BUSINESS TABOO IS FADING ""The Fast Lane No Longer,"" tracks Japanese car sales in U.S., 1966-1992 (Sources: Automotive News, Japanese Automobile Manufacturers Association) (pg. 1); ""Lackluster Sales and Profits for Japan's Auto Makers,"" track operation income and sales for total Japanese car makers, and individually for Nissan, Honda, Mazdas, Toyota and Mitsubishi, 1990-1992, years ended March 31. (Sources: Company reports); ""A Snapshot of Japan's Auto Industry,"" shows worldwide vehicle production by area, for Japanese auto makers; shows breakdown of shares of 1991 U.S. car market. (Source: Motor Vehicles Manuacturers Association) (pg. 6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Aug 1992: A.1. [Duplicate]",12/3/20,"New York, N.Y.",Japan,"Pollack, Andrew",New York Times Company,,Newspapers,428611113,"United States, New York, N.Y.",English,30-Aug-92,FINANCES; Industry profiles; Automobiles; Sales,New York Times,NEWSPAPER,,,,,,,
+A Lower Gear for Japan's Auto Makers:   [2 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lower-gear-japans-auto-makers/docview/428611081/se-2?accountid=14586,"The Nissan Motor Company has gone to great lengths to give customers what they want. Japanese buyers of the Nissan Sunny, known as the Stanza in the United States, can choose from nearly 200 variations with different engines, bodies, tires and transmissions. The company has sold fewer than a dozen units of some combinations.
+But those days are over. Nissan, which said Friday it will lose money this year for the first time in about four decades, is trying to save money by cutting back on the number of variations it is offering, even it if means sacrificing market share. It is also leaving some models on the market longer than the customary four years. And it is trying to use the same parts in more models. Right now, for instance, there are about 70 kinds of steering wheels used in its automobiles, when far fewer would do.
+The move at Nissan is part of a big change occurring in Japan's auto industry. Buffeted by a slowdown in sales and a host of other problems, Japan's auto makers are being forced to modify the vaunted system by which they design, produce and sell automobiles, even as this system is being emulated around the world.
+The system, first developed by Toyota and often called ""lean production,"" involves rapid introduction of models, a flexible manufacturing system that can make many kinds of cars on the same assembly line, low inventories and long-term relationships with suppliers.
+But now, manufacturers are starting to cut the number of products they offer, slow the pace at which they bring out products, reduce their reliance on low prices as a marketing strategy, keep larger inventories and loosen historic bonds with suppliers. And a severe labor shortage in Japan might make it more difficult to attract and retain the skilled, disciplined workers who are a hallmark of the system. Reworking the Toyota System
+""We're looking right now at the most significant shift and the greatest pressure on the Japanese system since it achieved pre-eminence in the early 80's,"" said Harley Shaiken, professor of work and technology at the University of California at San Diego, who is studying Japanese auto factories this summer. ""The Toyota system that powered Japan in the 80's will need an overhaul for the 90's.""
+No one expects Japanese companies to abandon lean production, only to modify it. And no one expects the big Japanese producers to fade as a force on the world scene, or even to have problems of the magnitude experienced at times by General Motors or Chrysler.
+But the Japanese manufacturers could become less invincible than they have been in the past, giving Detroit some breathing room. And they could suffer some decline in market share, as they have this year in the United States, where Japanese share of the car and light-truck market has fallen to 24.0 percent in the first seven months of this year from 25.4 percent in the same period last year.
+Driving the changes is the fact that Japan's automobile industry is now in its second year of declining sales and production, making this the most severe downturn the Japanese producers have seen in decades. Total production of Japanese cars, trucks and buses in Japan peaked at 13.5 million in 1990 and will probably be less than 12.6 million this year, according to Merrill Lynch. (Overseas production totaled about 2 million cars in 1990, and is apparently still growing, but the calculations for 1991 and projections for this year have not yet been made.)
+Because of the economic recession in Japan, sales of passenger cars here have fallen 6.3 percent in the first seven months of the year, after registering a 4.6 percent drop in 1991. The domestic market is particularly important for Japanese companies because it is one they alone control, giving them a revenue base that helps them compete elsewhere.
+In the United States this year, sales of Japanese cars and light trucks are down 2 percent, in part because of price increases greater than those of American competitors and because American cars are gaining in quality.
+What really worries executives here is the fear that growth might be over for good. Japan's roads can't handle more cars and exports to Western Europe and the United States are limited by trade agreements. Japanese factories in Europe and the United States can circumvent those restrictions and grow, but in any case, the United States and European markets are also mature. Time to Pay Bills
+The slowdown has hit just as bills for huge plant investments are coming due, dragging down profits. Toyota, Japan's largest manufacturer, announced last week that worldwide operating income for its last fiscal year plunged 56.3 percent to its lowest level in at least a decade.
+The slowdown only compounds other problems in the industry. Japanese companies are under international pressure to use more foreign parts, work shorter hours and reduce cutthroat competitive ways. The tumble in Japan's stock market has made it more expensive to raise money, making profits more important to the financing of vital projects like pollution-free engines. And, many experts say, the Big Three auto makers in the United States are closing the gap with Japan in productivity and quality.
+All this, analysts and executives say, changes the landscape tremendously. ""The Japanese industry is at a structural crossroads,"" said Yoshifumi Tsuji, who has just taken over as the president of Nissan.
+Many analysts have no doubt that Japan will adjust to these problems, as it has in the past. ""What they're doing is transforming themselves into companies that will be profitable in a no-growth environment,"" said Maryann Keller, an analyst at Furman Selz in New York. Eliminating excesses from their system and increasing profits will only strengthen the companies, she said, providing more money to invest in new products and technology.
+Other experts say that the talk of gloom and doom in Japan these days -- and of a resurgence by Detroit -- is merely part of an effort by Japan to defuse trade tensions and head off bills in Congress for even stricter limits on Japanese sales in the United States. ""Detroit would wish they had so many problems,"" said Joseph T. Gorman, chairman, president and chief executive of TRW Inc., a major automobile parts supplier. Defying the Forecasts
+Of course, there have been predictions in the past that growth was over or that the Japanese auto industry would face serious problems, but something always saved the day.
+In the early 1970's, sales slumped because of the recession caused by the surge in oil prices due to the Arab oil embargo. But higher gasoline prices then provided a great boost to small Japanese cars like the Honda Civic and Toyota Corolla.
+In 1985 the value of the yen was raised, making Japanese products more expensive abroad. But then, Japan's domestic market defied all predictions and experienced a huge boom. Japanese companies also expanded production in the United States to circumvent export restrictions and moved into new product categories, particularly luxury cars.
+But it is difficult to see where growth will come from in the next few years. Southeast Asia, India, China, the former Soviet Union, Eastern Europe and Latin America all are potentially big markets. Japanese companies are particularly well established in Southeast Asia. But so far, executives say, those markets are too small to compensate for a lack of growth in the Japan, the United States and Europe.
+There are also fewer new product areas left for the Japanese to enter. Some experts say that with their advantage in product quality and efficiency being narrowed by Detroit, Japanese companies might shift to competing on the basis of technology. The company that comes up with a practical electric car or a fuel-efficient engine could see its sales spurt.
+But it's not clear that the Japanese will win this competition. While they lead in developing fuel-efficient internal combustion engines, they lag in alternative-fuel technology, said Stephen Usher, an analyst with Kleinwort Benson International in Tokyo.
+If growth does not resume, it could put an intense strain on the Japanese formula that has seen virtually nothing but growth for 40 years. ""No one knows for sure what will happen if the growth rate goes down more or less permanently,"" said Takahiro Fujimoto, a professor of economics at Tokyo University. ""The impact on the supply system or the work system might be significant.""
+In the past, he said, auto workers, suppliers and stockholders subordinated their desires for the sake of the company's competitiveness, knowing they could share in the fruits of growth. But if growth cannot be assured, he said, these parties might demand a greater piece of the pie. A Shrinking Work Force
+The Japanese companies have already been hurt by a long-term shortage of labor, owing to the shrinking population of young people and the fact that those prosperous youngsters shun assembly-line work. That has forced them to invest heavily in automation and to move plants to more remote areas where it's easier to recruit workers. But that has made it harder for the companies to coordinate with suppliers for the delivery of parts in the small quantities needed for the just-in-time inventory system.
+If auto sales no longer rise steadily, it will also be harder to insure lifetime employment, the underpinning of worker loyalty here.
+The supplier system, in which each company has a network of suppliers, is also coming under stress from lack of growth. Some suppliers are expected to fold and others are selling outside their corporate group.
+Another hallmark of the Japanese system has been the rapid introduction of new models. Japanese companies often introduce a new model after the old one has been on the market for four years, in contrast with five or more years for American companies. Moreover, while Henry Ford, the pioneer of mass production, once offered customers one type of car in any color as long as it was black, the Japanese lean-production system allows for a greater variety of products in smaller production runs.
+Between 1985 and 1991, Nissan increased the its number of models to 60 from 39, but diluted its average sales per model to 22,364 from 26,771, according to Baring Securities.
+Now, however, the growing financial pressure is causing a retrenchment in this practice. Fuji Heavy Industries, which makes Subaru cars and has suffered heavy losses, said recently that it would cut in half its number of models. Nissan, while not cutting back on the number of models, is cutting the number of variations of each model.
+""The variety has gotten beyond the ability of factories and suppliers to handle it,"" said Michael A. Cusumano, a professor at the Sloan School of Management at M.I.T. who is studying Japanese auto production.
+""The countermeasures to all these problems is to take a step back to something that looks more like conventional mass production,"" he said. ""In some ways, they're becoming more like us."" Such a change, he said, could increase profits but would probably reduce market share and lessen the chances for a hit niche product like the Mazda Miata.
+To make things easier on their suppliers, the auto companies are diverting a bit from the just-in-time inventory system. A Longer Product Life
+The Japanese companies are looking at increasing product life cycles. A joint venture of Mitsubishi and Volvo said it would operate on a five-year cycle. When Nissan announced its new March, a small car to be sold in Europe as the Micra, it said the product would have a 10-year cycle.
+Auto companies are also trying to raise prices, but the Japanese market is so depressed that it is proving impossible.
+In the United States, however, Japanese price increases have generally been greater than those made by the American companies in the last year, in part owing to the weakness of the dollar against the yen and to political pressure to be less aggressive in the United States.
+To what extent the auto makers are departing from past practices depends on their situation. Nissan, the second-largest auto maker here, has been the boldest; it is in perhaps the toughest situation among the major companies. It has lost market share in Japan and the United States in the last decade. And it has run up high debts for new factories.
+Mazda is also stretched too thin, analysts say. It introduced 12 models in the last two years and has five sales channels in Japan. But sales through June fell 8.5 percent, the greatest drop among Japan's major manufacturers. But company spokesmen say there are no plans to reduce sales channels and models.
+Honda was early in bracing for low growth. Its major investments in new plants are behind it, so they won't drag down earnings. In March, it announced a reorganization aimed at cutting costs, in part by giving manufacturing experts a greater say in how cars are designed.
+Still, Honda's market share in the United States, its main market, has been dropping and the Ford Taurus is now threatening to topple the Honda Accord from its three-year reign as best-selling car in America.
+An exception to the gloom and doom is Mitsubishi Motors, which gained market share in 1991 because of its strength in recreational vehicles, the hottest product area now.
+With vast financial resources and optimism about sales growth, Toyota is resisting some of the more fundamental changes. Instead, it is trying to get through the downturn by ""accumulating minor efforts"" to cut costs, said Tatsuro Toyoda, who will become president in a month. The company is trying to use more common parts and might consider reducing the number of models, he said.
+The problem is that if one company, especially Toyota, keeps fighting with low prices, numerous models and short model cycles, other companies might feel compelled to do the same. Indeed, if the overall market is not growing, the only way an individual company can grow is by increasing market share.
+Japanese auto makers ""don't know how to adjust ourselves to such a market,"" said Taizo Yokoyama, a managing director of Mitsubishi Motors. ""Our experience is we can survive only through expansion.""
+A JAPANESE BUSINESS TABOO IS FADING
+The news earlier this month that the Toyota Motor Corporation was negotiating to buy bolts from the Saga Tekkohsho Company might have seemed routine. But in Japan, it was like Macy's talking to Gimbels.
+That is because Nissan, Toyota's archrival, owns a third of Saga Tekkohsho. The transaction attests to changes that are starting to loosen the bonds of Japanese supplier networks, or keiretsu, that have been a hallmark of Japan's success.
+In a keiretsu, an auto maker, say, owns parts of various suppliers with which it works closely. These first-tier suppliers in turn buy components from second- and third-tier suppliers.
+While General Motors or Ford tend to make most of their parts in-house, Japanese companies typically rely on their suppliers to design and build 70 percent of their parts. The suppliers also end up being the shock absorbers of the system, absorbing price cuts and layoffs to help cushion the main company from economic downturns.
+But now the keiretsu system is starting to crack. Slowing sales have forced more suppliers to seek new customers, even auto makers of rival keiretsu. In truth, said Takahiro Fujimoto, a professor at Tokyo University, there has always been some cross-keiretsu selling, with the exception that Toyota suppliers didn't sell to Nissan and Nissan suppliers to Toyota. But now even that taboo is ending, he said.
+In addition, Japanese companies are under pressure to loosen the keiretsu system to make it easier for foreign companies to sell auto parts in Japan.
+Analysts say that some suppliers, particularly second- and third-tier ones, will go out of business in the current downturn. That might leave fewer, bigger suppliers that will sell to more than one company. But, said Maryann Keller, an analyst with Furman Selz Inc. in New York, it could lead to lower-cost parts and allow the smaller Japanese auto companies to better take advantage of the sophisticated Toyota and Nissan suppliers.
+SQUEEZING THE SMALL FRY
+The downturn in Japan's automobile industry could end up shaking out the smaller of Japan's automobile companies. Even during boom times, analysts were saying the market could not easily support a dozen Japanese vehicle manufacturers.
+Already, a Japanese-style consolidation has been under way, with companies remaining independent but being controlled by larger companies. Fuji Heavy Industries, which makes Subaru cars, has had huge losses and is now essentially controlled by Nissan. Daihatsu, which pulled out of the American market this year, is part of the Toyota group.
+Rumors are now swirling that Isuzu Motors, which has also been losing money, is thinking of getting out of passenger cars to concentrate on its main business of trucks. The company vigorously denies the rumors.
+In any case, almost all of Isuzu's meager supply of cars -- 130,000 vehicles last year and dropping -- is sold to General Motors, which resells the cars as the Geo Storm. G.M., which owns 37 percent of Isuzu, in December sent one of its executives to help run the Japanese company. Stephen Usher, an analyst with Kleinwort Benson International, said G.M. might do well to buy Isuzu and use it to produce G.M. cars for sale in Japan.
+Correction: August 30, 1992, Sunday
+An article on Aug. 30 about Japan's automobile industry mis stated the name by which the Nissan Sunny is known in the United States. It is the Sentra.
+Graph ""The Fast Lane No Longer,"" tracks Japanese car sales in U.S., 1966-1992 (Sources: Automotive News, Japanese Automobile Manufacturers Association) (pg. 1); ""Lackluster Sales and Profits for Japan's Auto Makers,"" track operation income and sales for total Japanese car makers, and individually for Nissan, Honda, Mazdas, Toyota and Mitsubishi, 1990-1992, years ended March 31. (Sources: Company reports); ""A Snapshot of Japan's Auto Industry,"" shows worldwide vehicle production by area, for Japanese auto makers; shows breakdown of shares of 1991 U.S. car market. (Source: Motor Vehicles Manuacturers Association) (pg. 6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Lower+Gear+for+Japan%27s+Auto+Makers%3A+%5B2%5D&title=New+York+Times&issn=03624331&date=1992-08-30&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New Yo rk Times Company Aug 30, 1992","""We're looking right now at the most significant shift and the greatest pressure on the Japanese system since it achieved pre-eminence in the early 80's,"" said Harley Shaiken, professor of work and technology at the University of California at San Diego, who is studying Japanese auto factories this summer. ""The Toyota system that powered Japan in the 80's will need an overhaul for the 90's."" Japanese auto makers ""don't know how to adjust ourselves to such a market,"" said Taizo Yokoyama, a managing director of Mitsubishi Motors. ""Our experience is we can survive only through expansion."" ""The Fast Lane No Longer,"" tracks Japanese car sales in U.S., 1966-1992 (Sources: Automotive News, Japanese Automobile Manufacturers Association) (pg. 1); ""Lackluster Sales and Profits for Japan's Auto Makers,"" track operation income and sales for total Japanese car makers, and individually for Nissan, Honda, Mazdas, Toyota and Mitsubishi, 1990-1992, years ended March 31. (Sources: Company reports); ""A Snapshot of Japan's Auto Industry,"" shows worldwide vehicle production by area, for Japanese auto makers; shows breakdown of shares of 1991 U.S. car market. (Source: Motor Vehicles Manuacturers Association) (pg. 6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Aug 1992: A.1. [Duplicate]",12/3/20,"New York, N.Y.",Japan,"Pollack, Andrew",New York Times Company,,Newspapers,428611081,"United States, New York, N.Y.",English,30-Aug-92,FINANCES; Industry profiles; Automobiles; Sales,New York Times,NEWSPAPER,,,,,,,
+The Prime of 'Wall Street East'; A Renais sance May End Downtown Brooklyn's Dark Ages,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prime-wall-street-east-renaissance-may-end/docview/428513847/se-2?accountid=14586,"The time passed long ago when the streets of downtown Brooklyn bustled with trolleys and elevated trains, when the Dodgers had their business office at Montague and Court Streets and when Brooklynites, in fedoras and white gloves, swarmed the penny arcades, stately theaters and grand old department stores like Namm's and Frederick Loeser's.
+But now, after decades of deterioration turned it into a gritty, fading remnant of itself, downtown Brooklyn has regained a bit of the verve that, to some, once made it the center of the center of the world. A New Business Hub
+Even as New York City reels from a recession that has stalled projects and left an office glut in Manhattan, a flurry of construction projects -- worth $2.5 billion in all -- has given downtown Brooklyn a revived identity as the city's third business hub, after Wall Street and midtown Manhattan.
+Modern towers have etched new pinnacles in the borough's aging skyline, and stores and restaurants have opened in the canyons below. The streets rattle with new construction and stir with thousands of new workers. Amid the shabby shops, dilapidated buildings and rubbly lots that remain, downtown Brooklyn has begun to assume a sleek corporate air.
+""When they told me I was coming to this store, I thought, 'Huh, Brooklyn,' "" said Paul Hinksman, manager of the Au Bon Pain restaurant that opened this month in MetroTech. ""I didn't expect this. It's almost Manhattanish.""
+In a borough that has always struggled under the long shadows from across the East River, the redevelopment, anchored by MetroTech, a $1 billion commercial and academic complex, has been heralded as nothing short of a renaissance.
+As Carl Weisbrod, the president of the city's Economic Development Corporation, said, ""The dream of a whole new downtown is being created."" Weighing the Costs
+While few people oppose the revival, it raises many of the issues that have confronted cities across the country as they try to address changes in industry and manufacturing and stanch the flow of corporations to the suburbs.
+Some people wonder if the revival's costs, in tax abatements and other incentives from the city, have been too high. The city has spent $166 million in capital improvements in the downtown area since the mid-80's, and MetroTech incentives alone were $329 million.
+Others fear that the influx of new workers will increase congestion. And there is worry that a polished corporate downtown, with all its new jobs, might leave the rest of the borough behind.
+""You do have to ask the question of who benefits from this,"" said John H. Mollenkopf, a professor at the City University of New York's Graduate Center who has studied the politics of urban renewal. ""What is the benefit to the Farragut Houses, right next door? What is the benefit to Fort Greene? Are there going to be positive impacts on the neighborhoods around it or is it just a commercial enterprise?"" An Alternative to New Jersey
+The budding new downtown was conceived a decade ago to not only to revive a beleaguered area, but to create an alternative for corporations thinking of moving back-office operations to New Jersey or Connecticut or beyond.
+With its proximity to Manhattan, its confluence of transportation links and its cheaper costs, downtown Brooklyn -- bounded loosely by the approaches to the Brooklyn and Manhattan Bridges, and Atlantic Avenue and Court Street -- was in many ways a natural location for a new hub.
+But the projects' developers and borough officials, backed by City Hall and a 1983 study by the Regional Plan Association, envisioned something even greater. They dreamed of creating a high-technology center for financial and information services that would rival Silicon Valley in California -- one that could even lure foreign investment.
+The nucleus of this new downtown -- called ""Wall Street East"" in radio commercials produced by the Brooklyn Union Gas Company -- has been MetroTech, a four-million-square-foot project created by a partnership between the city's Economic Development Corporation, Polytechnic University and a developer, the Forest City Ratner Companies.
+It is far too early to tell how successful the redevelopment will be, but after years of fits and starts caused by resistance and litigation, uncertainty and recession, results have begun to appear.
+In 1989, Morgan Stanley & Company moved into 19-story Pierrepont Plaza, the first office tower built in Brooklyn since the 1950's.
+A year later, the Securities Industry Automation Corporation, a subsidiary of the New York and American Stock Exchange, moved its headquarters into the first new building in MetroTech.
+In 1991, Livingston Plaza, a 12-story, 500,000-square-foot building, opened and is now the headquarters of the New York City Transit Authority.
+Since then, three more buildings have opened in MetroTech, including Polytechnic's $42 million library and research center in January and a 23-story tower that in February became the new headquarters for the Brooklyn Union Gas Company.
+Chase Manhattan Bank, lured to choose Brooklyn over New Jersey by a $234 million incentive package, the city's largest ever, has begun moving the first of 6,000 workers into one of the two buildings it will occupy there. More Projects in Works
+Even as the Manhattan real estate boom of the 1980's has gone bust, with vacancy rates in midtown hovering between 15 percent and 20 percent, 95 percent of MetroTech has been leased. And in recent months, two other major projects have received big boosts.
+The Brooklyn District Attorney's office announced in February that it would be the anchor tenant in Renaissance Plaza, a 31-story office tower with a Hilton Hotel as its base. For many, the Hilton, downtown Brooklyn's first major hotel to open since the 1930's, will be the final validation of Brooklyn as a business and commercial center.
+And last month, Mayor David N. Dinkins announced that he would spend $7.8 million to jump-start Atlantic Center, an interminably stalled $530 million retail and housing development on top of the Long Island Rail Road Terminal at Atlantic and Flatbush Avenues.
+""It's like a tidal wave,"" the Borough President, Howard Golden, said. ""It just took off, and it has not stopped yet.""
+In all, the $2.5 billion being invested in redevelopment is going to about five million square feet of new office space that has already drawn 5,000 new workers to downtown Brooklyn. By the end of the decade, officials predict, there will be 30,000. 'Spillover' Effect Seen
+While the developments may never return downtown Brooklyn to its former eminence, they have begun to transform it.
+The streets around MetroTech are cleaner, and the new workers keep them bustling through the day and into the evening. In the 84th Precinct, which covers the downtown area as well as Brooklyn Heights, felony crimes, including robbery and assault, fell 23 percent from 1989 to 1991 -- a decline Deputy Inspector Jeremiah Quinlan attributed to the vastly greater number of people.
+As boosters and developers have always predicted, the large developments have had a spillover effect on nearby downtown businesses. Several new shops have opened along Willoughby Street and in Fulton Mall, the sometimes struggling shopping strip just south of MetroTech, and others have spruced up their stores.
+Moreover, Mr. Golden said he would allocate $500,000 in his borough budget for the new fiscal year to install scores of colorful, stranger-friendly road and street signs (which James Gardella, an aide to Mr. Golden, called ""an antidote to the saying that 'only the dead know Brooklyn' "").
+While the costs of the redevelopment have been high, City Hall contends the benefits of keeping companies like Chase far outweigh them. But a mayoral task force committee recently criticized the city for devoting nearly three-quarters of its capital budgets for economic development in the city to downtown Brooklyn while Manhattan's offices stand empty.
+In the neighborhoods around downtown Brooklyn, the redevelopment has raised different concerns.
+Carol Locke, an English teacher who lives in Boerum Hill, said the new towers, with their sleek corporate look, have made the area overly dense and replaced or overwhelmed many older buildings, which had given the downtown a certain historic romance.
+""There's not too much to be romantic over anymore,"" Ms. Locke said.
+She and other residents also fear that the projects will drive up rents and property costs and that the influx of workers will further congest the streets and overwhelm the subways and buses.
+Residents' biggest concern, though, is that downtown Brooklyn will become an isolated bubble, shut off from the rest of the borough.
+In part to avert such criticism and in part to satisfy the agreements they struck to win incentives from the city, the newly arrived companies have proposed job-training, work and scholarship programs for Brooklyn students.
+""We want to go beyond the look of the area,"" said John V. Scicutella, the vice president of operations and systems for Chase, which, when it completes its move to MetroTech will become the borough's largest private employer. ""We want to get to the guts of it.""
+Photograph The renovation going on in downtown Brooklyn is so extensive that many are calling it a renaissance. It is embracing new stores and towers, and smaller details as well. A cement bench was sanded yesterday in the Fulton Mall. (John Sotomayor/The New York Times) (pg. B1)
+Chart/",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Prime+of+%27Wall+Street+East%27%3B+A+Renaissance+May+End+Downtown+Brooklyn%27s+Dark+Ages&title=New+York+Times&issn=03624331&date=1992-05-15&volume=&issue=&spage=B.1&au=Myers%2C+Steven+Lee&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 15, 1992","""When they told me I was coming to this store, I thought, 'Huh, Brooklyn,' "" said Paul Hinksman, manager of the Au Bon Pain restaurant that opened this month in MetroTech. ""I didn't expect this. It's almost Manhattanish."" ""It was a nice place to take a girl on Friday night. Movies came to Brooklyn a week after they opened at the Paramount in Manhattan. If you were hopelessly in love, you might take a girl to Manhattan. If it was casual, you'd take her to a neighborhood theater. But if it was somewhere in between -- you'd take her to the Brooklyn Paramount."" Harold L. Fisher ""That's where we started, right there on the Seven Corners -- Flatbush, Greene, South Oxford, Lafayette. We used to sing all night. It was the old neighborhood, the candy store on the corner with the pickles in the barrel and sawdust on the floor. ... We all worked down there. Jimmy worked at A&S. I worked at a place called Goodwin's. I was the singing elevator boy. Now when we're out on the road and we come back, we say 'Wow, man! What building is that here?' The whoe place is moving so fast.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 May 1992: B.1.",6/17/19,"New York, N.Y.",BROOKLYN (NYC) New York City New York,"Myers, Steven Lee",New York Times Company,,Newspapers,428513847,"United States, New York, N.Y.",English,15-May-92,AREA PLANNING AND RENEWAL; METROTECH CENTER (BROOKLYN); ECONOMIC CONDITIONS AND TRENDS; Geographic profiles; Office buildings,New York Times,NEWSPAPER,,,,,,,
+"A Final Clear-Cut, and Goodbye to Logging","New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/final-clear-cut-goodbye-logging/docview/428407768/se-2?accountid=14586,"Special to The New York Times
+Loggers don't say ""timmmmmmber,"" when a 200-foot Douglas fir comes crashing down, severed by chain saw from its centuries-old anchor to the ground. They never did, as far as anyone on the Olympic Peninsula can remember.
+Instead, after the pop and snap of wood fiber crumbling into the arms of gravity, Gary Phillips takes a deep breath. ""Smell that?"" says Mr. Phillips, a third-generation logger who is cutting his last stand of timber. ""That's the smell of dying trees.""
+It wasn't so long ago that the Olympic Peninsula, home of the only temperate rain forest in the contiguous United States, called itself the logging capital of the world.
+A big man and a chain saw could cut enough trees in a day to build two average-sized houses. Of course, those trees may have lived five centuries and harbored untold biological secrets, and therein lies the conflict. The public owns most of the big trees left in the country. More and more, they are valued for something other than building materials.
+Because of environmental restrictions, concern about the shrinking habitat of endangered wildlife like the northern spotted owl, automation and over-cutting on some lands, the timber industry here is but a ghost of what it once was.
+This spring, Mr. Phillips, who owns one of the last of the small timber operations on the peninsula, is closing his business. For him and his crew, this is the final clear-cut.
+Increasingly, wood for new American homes comes from Canada, the South or the big Northwest tree farms owned by companies like Weyerhauser. Less than 15 percent of the nation's wood comes from the national forests, and some critics would like to see all logging halted on Federal lands. Farmers, Not Villains
+These men do not see themselves as land rapists or villains. They say they are more like farmers, harvesting a crop. Nature, Mr. Phillips said, has downed more trees through fire and wind than any logger.
+""A salmon fisherman once asked me if I felt bad, cutting down all these big trees,"" Mr. Phillips said. ""I said: 'No, sir. Have you ever felt bad taking in a big salmon?' ""
+But these men concede that most of the really big trees are gone, and in many ways, the loggers still working in the last years of the 20th century are paying for the sins of others.
+""I cut a tree once, 18 feet in diameter, but have not seen anything like that for many years,"" said Bob French, who has spent most of his 57 years in the woods.
+They gather on this day in darkness, an hour before dawn, at a restaurant along Highway 101 called The Logger's Landing. Everyone wears spiked boots, and suspenders because belts don't hold the pants up just right. They consume enough eggs and bacon to shock a heart surgeon into palpitations. On the walls are pictures of the glory years, a dozen or more loggers standing proudly atop a single tree stump. 70 Acres of Timber
+Mr. Phillips, who has a bearskin rug over the couch at home, elk trophies on his walls and antique rifles displayed in a glass-topped coffee table, started H & P Logging with his partner, Pat Handly. They are contract loggers -- meaning they cut trees on contract for the purchaser of the timber. Their final timber harvest is a 70-acre piece of land owned by the state. Logging on Federal land on the peninsula has come to a virtual standstill because of restrictions to protect the northern spotted owl.
+In all the years that Mr. Phillips's crew has been logging, not a man can remember seeing a spotted owl. Although a few dead owls have been found nailed to posts here in the Olympics -- a sign of the intense bitterness some men feel -- the loggers on Mr. Phillips's crew say they respect wildlife more than the average city dweller.
+The Olympic Peninsula, a Massachusetts-sized shank of land in the far northwest corner of Washington State, can get heavy rains -- up to 180 inches a year -- on its western side, while the eastern side basks in sun. The interior of the peninsula is the Olympic National Park; it is bordered by the Olympic National Forest, two-thirds of which has been logged. The remaining land is private or owned by the state of Washington. Much of the private land has been severely cut, leaving vast stretches of stumps and brown earth.
+Clear-cutting, considered the most economical way to cut trees in the thick forests of the Pacific Northwest, is the only way most of the men on the H & P crew have ever logged. In a typical clear-cut, the land is cleared of every tree, the logs gathered into neat piles, the brush burned and the ground replanted.
+On this cut, the loggers start at the bottom of the slope and work their way up.
+Deer, black bears, mice, coyotes, and numerous birds may live in this particular 70 acres, just above a saltwater inlet of Puget Sound. After the chain saws start up, the prime concern is wood. A single large tree can yield lumber worth as much as $30,000. When all the trees are felled from this section, they will provide enough wood to build about 230 houses. Much of this wood, after being cut into framing timber, will go to Japan.
+Lee Olson uses a chain saw with a 36-inch blade to bring down the trees. He is massively built, with thick upper arms and bulging chest inside a Mickey Mouse T-shirt. It takes all of about five minutes to cut a century-old Douglas fir. The hardest part, he said, is keeping his footing while holding the saw steady.
+Mr. Olson has scars all over his legs and arms from where the saw has bitten into his skin. Three of his uncles have been killed on logging jobs, and he has lost several good friends as well. On average, one of every three loggers is killed or seriously injured on the job during the length of a career. But even with the danger, Mr. Olson, who is 33 years old, said there was no job he would rather have than being a lumberjack. Vanishing Vocation
+""I like the satisfaction of looking back at the end of the day and seeing what you've accomplished,"" Mr. Olson said. ""Every tree is a different challenge; no two trees are the same."" He can determine the way a tree is going to fall by cutting at an angle on the opposite side of the downslope. When he is done, he steps back and watches the crash.
+Mr. Olson is something of an anachronism. The big companies that provide most of the nation's wood from their tree farms cut timber with a $300,000 machine that can pinch off a tree trunk like pruning shears on a plant. In the last 15 years, even before a single acre was set aside for the spotted owl, the Northwest lost 30,000 timber jobs, while gaining more than 800,000 jobs in other fields. Wood products, which once drove the economy, now accounts for only 2 percent of all jobs in western Washington.
+And in the next 25 years, an additional 30,000 jobs are expected to be lost throughout the Northwest if proposals to set aside six million acres for the spotted owl are approved. Some economists have said that tourism will replace logging as the economic mainstay of timber communities. But many loggers say they will never become waiters or tour guides. Mr. Olson said he wanted to build houses. Mr. Phillips may work with plants. Mr. Handly is not sure what he will do. None of them seemed particularly bitter.
+""The environmentalists have done their homework,"" Mr. Phillips said in a sort of back-handed compliment. ""They got out ahead of us, and then before we knew it, it was basically over. We never knew what hit us.""
+As the jobs and towns built around logging have disappeared, some people have romanticized it, talking about a logger's culture of pickup trucks and brawny work. But the men on this final clear-cut scoff at such notions.
+""What we do is all about one thing and one thing only -- money!"" Mr. French said. Timber workers here make about $14 an hour.
+When Mr. Olson has felled enough trees, he cuts them into sections, about 40-feet each, sized for fitting on a truck. Then a yarding crew comes along, hooking up the logs to massive steel cables connected to a hydraulic pulley. From there, they are loaded on trucks and sent to a mill in Tacoma. 'Just Plain Ugly'
+The forest floor, stripped to the bare earth in parts, covered with limbs and brush in others after the loggers have finished, looks like it has been hit by a hurricane.
+""There's no way around it, a clear-cut is just plain ugly,"" Mr. Phillips said. But he sees life where others see death. ""We've had lots of clear-cuts where I thought we did a great job,"" he said. ""But then your average person comes along and says it's a catastrophe. People just don't understand what it is we do.""
+As part of what is known as the new forestry, not all the trees is this clear-cut were cut. A small section bordering a stream was left standing, as were several old trees used by birds. But the loggers complained that it caused more environmental damage to leave some standing trees, because the crew had to build twice as much road to get around the trees left near the stream. The road, gouged into the side of the hill, is already causing erosion and runoff of sediment.
+""We're supposed to make a clear-cut that's not really a clear-cut,"" said Mr. Handly. ""It's ridiculous.""
+Mr. Phillips's grandfather was a logger who came to the Northwest from Maine, via Wisconsin -- a fairly typical path for workers who followed the declining timber harvests from one coast to the other. Mr. Phillips's father was a logger as well, and he advised Gary not to get into it.
+Although Mr. Phillips is not sure what he'll do when he hangs up his saw this spring, he is thinking about starting a nursery.
+He does have another project in mind, a museum depicting the history of logging on the Olympic Peninsula. For artifacts, he said, he need go no farther than his own front yard, where he keeps the big tools of the tree-cutting trade.
+Photograph A logger on Washington State's Olympic Peninsula, where the industry is but a ghost of what it once was (pg. A1); Contract loggers in Washington attaching cables to fallen timber at a final harvest on a 70-acre piece of land owned by the state on the Olympic Peninsula, once considered the logging capital of the world. (pg. A12) (Doug Wilson for The New York Times) Map of Washington State showing location of Quilcene.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Final+Clear-Cut%2C+and+Goodbye+to+Logging&title=New+York+Times&issn=03624331&date=1992-03-30&volume=&issue=&spage=A.1&au=Egan%2C+Timothy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 30, 1992","""A salmon fisherman once asked me if I felt bad, cutting down all these big trees,"" Mr. [Gary Phillips] said. ""I said: 'No, sir. Have you ever felt bad taking in a big salmon?' "" ""There's no way around it, a clear-cut is just plain ugly,"" Mr. Phillips said. But he sees life where others see death. ""We've had lots of clear-cuts where I thought we did a great job,"" he said. ""But then your average person comes along and says it's a catastrophe. People just don't understand what it is we do."" ""We're supposed to make a clear-cut that's not really a clear-cut,"" said Mr. [Pat Handly]. ""It's ridiculous.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Mar 1992: A.1.",9/30/19,"New Yor k, N.Y.",OLYMPIC PENINSULA (WASH) United States--US Canada Washington (state),"Egan, Timothy",New York Times Company,,Newspapers,428407768,"United States, New York, N.Y.",English,30-Mar-92,FORESTS AND FORESTRY; INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+"As Gun Debate Rages, Ammunition Makers Are Quietly, and Busily, at Work:   [200 Million Guns -- Sixth article in a series ]","New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-gun-debate-rages-ammunition-makers-are-quietly/docview/428425130/se-2?accountid=14586,"Although making billions of rounds of ammunition annually is a big business and thousands of people are killed or injured by misuse of some of those products, the nation's ammunition industry hums along in quiet obscurity, all but ignored by opponents and supporters of gun control.
+In most states, all anyone needs to buy ammunition is a driver's license. No special records are kept of the purchase, which is just as likely to be made at a K-Mart or a gas station-convenience store as a gun shop.
+By law, convicted felons are prohibited from buying ammunition, but retailers are not obliged to make any special effort to determine if their customers have a criminal record, and they virtually never do. In the few cities like New York and Washington where ammunition is much harder to buy, it still flows readily to criminals, along with illegal handguns, from neighboring states. Lonely Battle for Moynihan
+The inattention to the ammunition market frustrates Senator Daniel Patrick Moynihan, the New York Democrat, who has waged a lonely drive to ban the manufacture and sale of ammunition used in many handguns.
+But most law-enforcement officials and policy makers believe that the easy availability of ammunition has little to do with the nation's gun problems. They say that criminals tend to use ammunition sporadically and in such small quantities that a minute fraction of the available supply is all they need. In addition, the officials say, any effort to choke off the commercial production of ammunition would almost certainly be undercut by a homemade supply.
+""You could work for years and never learn to machine a gun,"" said John C. Killorin, head of public affairs for the Federal Bureau of Alcohol, Tobacco, and Firearms. ""You could take a 20-minute course and learn how to make ammunition.""
+Simply comparing the ammunition industry with other businesses turns up other reasons for its low profile, starting with who owns it. Large industrial conglomerates like the Olin Corporation, which owns Winchester, and E. I. du Pont de Nemours, which owns Remington, control the major producers. But for the industry giants, the ammunition makers are minor subsidiaries.
+Another major producer, CCI-Speer, is a division of Blount Inc., a sprawling privately held concern that is making industrial products and sporting goods and owns a construction company. In addition, a substantial part of the ammunition business is in the hands of individuals and small-scale enterprises that produce new ammunition from recycled shells.
+While many small-scale producers, especially those that reload used shells, are not included, domestic production of ""small arms ammunition"" had an estimated wholesale value of $843 million in 1990, according to the Commerce Department, with a portion of the sales going abroad. By comparison, production of firearms had a wholesale value of $1.14 billion in 1990. About 10,000 people are employed in the industry.
+Profits, executives say, are under constant pressure, especially in the most popular calibers, for which prices are low and competition intense. Although specialty ammunition used to hunt big game may cost as much as $5 a cartridge. The average cartridge sells for about 15 cents.
+To survive, companies need to offer higher-priced, specialty cartridges as well as commonplace ones, said Les Jones, director of sales for the Federal Cartridge Company, a subsidiary of Pentair Inc. that is pushing Remington for second place in the market. Stable Business
+If one word characterizes the industry it is stability. Fashions in the kinds of ammunition purchased come and go with changing tastes in guns, but not with the speed and force of, say, money-spinning shifts in clothing fashions. Imports have crimped profits but the fallout has been modest compared with the havoc in automobiles and electronics. Environmental problems have altered products and operations but hardly as traumatically as in many other industries.
+Commercial ammunition sales growth stalled in the mid-1970's, hurt largely by falling demand from hunters. Growing handgun sales and target shooting has led to renewed, although slow, growth in recent years. Military sales, which account for 10 percent to 15 percent of the total sales, are about half of what they were during the early years of the Reagan Administration. Part of the decline is the result of the armed forces' use of Government arsenals for a larger percentage of their requirements.
+""I think we bottomed out about five years ago,"" said G. W. Bersett, president of Winchester. Competitors At Winchester, History in Motion
+Perhaps the single best place to get an overview of the ammunition industry is East Alton, Ill., the Mississippi river town just north of St. Louis that is home to Winchester, believed to be the largest ammunition manufacturer. Winchester's factory complex, next to an Olin brass mill that supplies it, produces about 350 different cartridges and shells, totaling more than a billion rounds a year, according to a company spokesman who would not be more specific. They range from industry standbys like 9-millimeter cartridges to specialty rounds like bulletless ramset shells that the construction industry uses to blast nails into concrete.
+Winchester's complex is in some areas a finely honed working museum. The first step in forming lead shot, for example, is a two-century old process in which molten lead fed through a sieve solidifies while falling seven stories into a pool of water that cushions its impact. Low-volume products are still loaded at rates of 40 to 60 a minute on machines designed by John Olin long before his family's Western Cartridge Company acquired the bankrupt Winchester rifle company in 1931.
+Elsewhere, Winchester looks a lot more like a company with its eye on the 21st century. Only a few yards from the Olin loaders, computer-controlled Manuhrin cartridge loading stations imported from France churn out 9-millimeter cartridges and other big sellers at rates of up to 450 a minute.
+With millions of dollars invested in such automation during the 1980's, Winchester has followed the strategy of low-cost, high-volume producers in other industries by steadily reducing its work force while improving quality and increasing output. Remington the Chief Rival
+Winchester's main rival over the years has been Remington, which manufactures about 1.5 billion rounds annually at Lonoke, Ark., according to Paul Kvederis, a spokesman at Remington's headquarters in Pittsburg. Olin's sale of Winchester's domestic and foreign firearms operations during the 1980's made Remington the only major ammunition producer also active in the market for traditional firearms, which has been only intermittently profitable.
+Ammunition industry executives say rumors that DuPont is anxious to sell Remington never cease. Remington executives declined to comment on the rumors or any aspect of the company's business.
+The third major competitor is Federal, the descendant of a company that was at one time supported by the Olin family to preserve competition in the industry and keep antitrust officials at bay. After going through a management-led leveraged buyout in 1985, Federal was sold to Pentair in 1988.
+""You are a little bit at the mercy of lead prices and other raw materials whose costs are determined by demand in other industries, but ammunition is more stable and less vulnerable to recession than some of our other businesses,"" said Richard Ingman, vice president of corporate development for Pentair, a conglomerate with interests in paper and a variety of industrial products. 40 Million Reused Rounds
+Winchester, Remington and Federal, along with CCI, which concentrates largely on .22-caliber ammunition and inexpensive cartridges that do not have recyclable brass casings, account for most new ammunition sales. A number of smaller specialty manufacturers, like Nosler Bullets Inc., have developed reputations for innovative designs later adopted by bigger manufacturers.
+Several hundred million rounds of ammunition a year are made by reloaders, who recycle used shells. They range from target shooters trying to save money for themselves and their acquaintances to relatively sophisticated ""remanufacturers,"" who turning out as many as 40 million rounds a year for law-enforcement agencies and military forces to use on practice ranges.
+Of the major remanufacturers, only 3-D Ammunition of Doniphan, Neb., has made a major effort to expand from the law-enforcement market into commercial realms like hunting. Police detectives say that it is unusual to find recycled ammunition in guns used by criminals but that reloading would undoubtedly expand rapidly if supplies of new ammunition were somehow interrupted.
+For now it is a specialty business, with each region of the country dominated by one remanufacturer living largely off contracts too small to attract the major new ammunition manufacturers. Marketing By the U.S. Mail Or at K Mart
+Ammunition is sold directly to customers by mail order -- something not allowed for guns -- through sporting goods stores and general retailers and at gun shows. In some municipalities and a handful of states, there are restrictions governing both who can buy and who can sell such products.
+New York City is among the strictest, with rules forbidding the sale of ammunition to anyone who does not show a legal permit to use a gun firing the type of ammunition being bought. And New York City gun shop owners are required to record every ammunition sale, even though shopkeepers and police detectives agree that the information is useless in criminal investigations.
+""I don't recall ever having a police officer look at the book,"" said Pat Lozito, owner of Alpine Arms Corporation, a gun shop in Brooklyn.
+A similar reporting requirement for the whole nation was eliminated by Congress in 1986 as part of legislation banning the production, sale or importation of ""cop-killer"" bullets that could pierce ""bullet-proof"" vests. That ban, the only measure ever to limit directly the sale of any form of small-arms ammunition, was ultimately supported even by the National Rifle Association.
+Shops like Mr. Lozito's account for a declining share of ammunition sales nationwide, according to ammunition distributors. Because ammunition can be sold to anyone with a driver's license in most of the nation, chains like Wal-Mart and K Mart have regarded it as just one more product to plug into their highly efficient operations.
+They have snapped up somewhere between 30 percent and 50 percent of sales, according to Markham Dickson Jr., owner of Sport South Inc. in Shreveport, La. Big gun shops that once bought up to 300 cases a year now purchase as few as 10, Mr. Dickson said. Concerns Pushing Shooting, Battling Imports
+Not surprisingly, ammunition makers and their employees are generally strong opponents of efforts to restrict the freedom of gun owners to buy, sell or use firearms. ""Strict enforcement of the laws that are on the books can do more for controlling misuse than additional gun controls,"" said R. G. Phelps, president of 3-D Ammunition and Bullets Inc.
+Ammunition industry executives almost always endorse the National Rifle Association's positions on arms and ammunition. But they officially identify with the National Shooting Sports Federation, which is dedicated to promoting hunting and target shooting, and its sister organization, the Sporting Arms and Ammunition Manufacturers Institute, which sets voluntary national standards for bullet diameters and other aspects of ammunition and firearm design.
+The sports federation never lobbies and its sister organization rarely does so, said Robert Delfay, executive director of both organizations.
+Ammunition companies have donated millions of dollars over the years to organizations that encourage hunting or shooting, including conservation groups trying to rebuild wildlife populations and preserve wetlands.
+""I'm personally just as concerned with the anti-hunting and animal rights people as I am the anti-gun people,"" said Mr. Jones of Federal Cartridge. ""Ten years from now we could wind up with all of our guns and ammunition and nothing to shoot at.""
+Hunting represents about 80 percent of the commercial ammunition market, but that segment has been stagnant at best. Target shooting, which often involves semiautomatic pistols, has been the best commercial growth area.
+For that reason, the industry concedes, it does have a direct interest in the fate of semiautomatic weapons that are not typically used for hunting. Winchester officials, for example, say that they noted a drop in sales in Los Angeles County after a number of military-style weapons were banned there.
+On the environmental front, the banning of lead pellets in shotgun shells for some types of hunting and concerns about high exposure of shooters to lead at indoor shooting ranges have spurred efforts to redesign products that are radical by historical standards. Steel components in the place of lead completely change the performance characteristics of bullets,
+The industry has also faced a challenge from imports. Ammunition is imported from a number of European countries, as well as Israel and Brazil, among others, but it was a surge of low-cost supplies from the Far East in the early 1980's in tandem with weakening demand that shocked domestic manufacturers.
+Cost cutting since then seems to have held imports to less than 20 percent of the market. Now, a number of American manufacturers are thinking more globally and pursuing export opportunities of their own.
+Photograph Ammunition production is still unhampered by opponents and supporters of gun control. Cartridges were displayed at a gun store in Houston. (F. Carter Smith for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+Gun+Debate+Rages%2C+Ammunition+Makers+Are+Quietly%2C+and+Busily%2C+at+Work%3A+%5B200+Million+Guns+--+Sixth+article+in+a+series%5D&title=New+York+Times&issn=03624331&date=1992-03-20&volume=&issue=&spage=A.20&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 20, 1992","Perhaps the single best place to get an overview of the ammunition industry is East Alton, Ill., the Mississippi river town just north of St. Louis that is home to Winchester, believed to be the largest ammunition manufacturer. Winchester's factory complex, next to an Olin brass mill that supplies it, produces about 350 different cartridges and shells, totaling more than a billion rounds a year, according to a company spokesman who would not be more specific. They range from industry standbys like 9-millimeter cartridges to specialty rounds like bulletless ramset shells that the construction industry uses to blast nails into concrete. Winchester's main rival over the years has been Remington, which manufactures about 1.5 billion rounds annually at Lonoke, Ark., according to Paul Kvederis, a spokesman at Remington's headquarters in Pittsburg. Olin's sale of Winchester's domestic and foreign firearms operations during the 1980's made Remington the only major ammunition producer also active in the market for traditional firearms, which has been only intermittently profitable. ""I'm personally just as concerned with the anti-hunting and animal rights people as I am the anti-gun people,"" said Mr. [Les Jones] of Federal Cartridge. ""Ten years from now we could wind up with all of our guns and ammunition and nothing to shoot at.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Mar 1992: A.20.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,428425130,"United States, New York, N.Y.",English,20-Mar-92,FIREARMS; SURVEYS AND SERIES; GUN CONTROL,New York Times,Series,,,,,,,
+THE THOMAS HEARINGS; Excerpts From Senate's Hearing on the Thomas Nomination:   [Text ],"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/thomas-hearings-excerpts-senates-hearing-on/docview/428207316/se-2?accountid=14586,"Reuters
+Following are excerpts from the transcript of today's session of Senate Judiciary Committee hearings on the nomination of Clarence Thomas to the Supreme Court, with questioning by Senators Herb Kohl, Joseph R. Biden Jr., Strom Thurmond, Orrin G. Hatch, Howard M. Metzenbaum and Dennis DeConcini. QUESTIONS BY SENATOR KOHL
+Q. Judge Thomas, I would like to ask you why you want this job.
+. . . It is an opportunity to serve, to give back. That has been something that has been important to me. And I believe Senator, that I can make a contribution, that I can bring something different to the Court, that I can walk in the shoes of the people who are affected by what the Court does.
+You know, on my current court, I have occasion to look out the window that faces C Street, and there are converted buses that bring in the criminal defendants to our criminal justice system, busload after busload. And you look out, and you say to yourself, and I say to myself almost every day, But for the grace of God there go I.
+So you feel that you have the same fate, or could have, as those individuals. So I can walk in their shoes, and I can bring something different to the Court. And I think it is a tremendous responsibility, and it is a humbling responsibility; and it is one that, if confirmed, I will carry out to the best of my ability.
+ 
+ ",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+THOMAS+HEARINGS%3B+Excerpts+From+Senate%27s+Hearing+on+the+Thomas+Nomination%3A+%5BText%5D&title=New+York+Times&issn=03624331&date=1991-09-13&volume=&issue=&spage=A.18&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 1991","When I ran for office, I wasn't able to say don't consider this or don't consider that. The voters wouldn't allow that. And they consider everything I have done, everything I have said. And I think that that is the way the process should work in a democracy. And to the extent that you think I am exaggerating, I would be interested in your response, and then I am finished. Now, it is irrelevant, in my opinion, and I think in most fair observers' opinion, that if the Senator adds, ""Oh, but don't tell me how you're going to decide a particular case,"" once you give the answer to the first question, you now, does the Constitution protect a woman's right to choose to terminate her pregnancy, if you give the answer to that question, whichever answer that may be, you are well on your way to deciding most of the particular cases in the progeny of cases since Roe v. Wade. Later in the article, for example -- and I just had a chance to skim it here -- I say, ""Under [Clarence Thomas], the E.E.O.C. has changed to a system that investigates all cases that fail conciliation."" Well, that is actually a misstatement, but it says, ""About 85 to 90 percent of cases probably will go on to court,' Thomas said."" That is an increase in enforcement, and that is something that we did over time.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 1991: A.18.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428207316,"United States, New York, N.Y.",English,13-Sep-91,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,Text,,,,,,,
+Arms Makers and Military Face a Wrenching New Era:   [Military-Industrial Upheaval/First of five articles. ],"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/arms-makers-military-face-wrenching-new-era/docview/428174022/se-2?accountid=14586,"Special to The New York Times
+For dozens of communities, hundreds of companies and tens of thousands of workers who have thrived off the nation's vast weapons industry, life may never be the same. But early indications are that for the nation over all, the effect of sharply lower military budgets will be less severe than many had feared.
+Some find the deep military cuts astonishing, some alarming and others long overdue, but no one doubts any longer that the end of the cold war and the monstrous Federal budget deficit make these reductions unavoidable.
+The initial jolt for some individuals and regions has been severe, to be sure. Some towns may yet lose their largest employer. Some companies will merge, and others will go out of business altogether. Some engineers, managers and assembly-line workers will have to find new jobs. Adjusting to New Climate
+But more than 30 years after Dwight Eisenhower warned of the difficulties of restraining the military-industrial complex, after decades when threatened weapons programs found ways time and again to stay alive, many communities and companies that have relied on Pentagon money have reconciled themselves to the fact that their world has changed. Since protest would be futile, they are concentrating on adapting to the new climate.
+For example, in the St. Louis area, a center of the weapons industry and now nearly a year into significant cutbacks, the overall economy has shown encouraging resiliency.
+One reason why the pain may not be so severe after all is that although the military budgets have grown over the years, the economy itself has grown faster. So military cuts have much less impact than they once did. The military and its suppliers now make up only about 5 percent of the $5.5 trillion in goods and services Americans produce each year.
+Another reason is that many American cities and towns have diversified and become less dependent on manufacturing.
+Moreover, new work may be found in a vast program the Pentagon has quietly embarked on to clean up environmental hazards at military bases.
+Congress actually began cutting funds for the military five years ago. But because of the lag between the time money bills are enacted and when the funds are spent, the effects are only now beginning to be felt.
+The Bush Administration plans for military spending to fall by another 20 percent over the next five years. Many politicians and military analysts expect Congress to cut even more.
+Purchases of aircraft, ships, tanks and missiles -- the lifeblood of an industry larger than the auto industry -- could well be halved.
+Illustrating the pressures on businesses dependent on military contracts, the General Dynamics Corporation announced in May that it might cut its work force by nearly a third over the next four years. Most stunning, the announcement came barely a week after the company, the nation's second-largest weapons supplier, had won a share of the biggest military contract up for grabs in this decade.
+""Our defense establishment is shrinking at an alarming rate,"" William A. Anders, the former astronaut who has been General Dynamics' chairman and chief executive since the first of the year, explained in a letter to employees. ""As our market shrinks, we should plan to shrink as well.""
+To a large extent, according to more than two dozen Defense Department officials, out-side military experts, corporate executives, politicians, economists and social scientists interviewed over the last two months, the decisions on just which individuals and communities will be hit most turn on the answers to some fundamental questions that are only beginning to be addressed:
+*Which companies, industries and arms-research projects must be kept alive in case someday a rapid military buildup is warranted?
+*Should the Government keep companies alive just for the sake of competition?
+*How many large military contractors will the shrunken market bear, and how many small, specialized companies can the country afford to lose?
+*Can military suppliers diversify into civilian work?
+*Can the Pentagon learn to use equipment and component parts made primarily for civilian consumption?
+""I don't think the Administration, the military or the Congress has really decided where we want to be,"" said Senator William S. Cohen of Maine, a senior Republican on the Armed Services Committee. Politics, as Usual
+To a degree, of course, decisions on who wins and who loses in an ever-shrinking arena will depend on politics. It is not coincidental, for example, that the House of Representatives, over the objection of Defense Secretary Dick Cheney, insisted in June on producing the V-22 Osprey, a tilt-rotor aircraft that takes off and lands like a helicopter but flies like a plane. Much of the work would be done in Pennsylvania, the home state of Representative John P. Murtha, a powerful Democrat who heads the Appropriations Committee's Subcommittee on Defense.
+The decisions will also depend on how a basic institutional disagreement between the military and Congress is resolved. The Pentagon generally wants the latest in high-technology weapons. Congress, on the other hand, usually favors building the same old planes and ships so that existing jobs are not lost.
+However these decisions are made and whatever the short-term adverse consequences, economists generally agree that the country will benefit in the long term from spending less of its resources on the military. The Background Military Boom Draws to Close
+From 1980 to 1986, the Pentagon's budget doubled, to $281.4 billion from $140.7 billion. After inflation, that represented a 50 percent increase, the biggest peacetime expansion of the military in the nation's history. Most of it was defended on the basis of the possibility of a war with the Soviet Union. Around Boston, Los Angeles, Seattle, St. Louis, Washington and dozens of other metropolises, the military buildup fueled an economic boom.
+But by 1986 the budget deficit was out of control, and Congress put on the brakes. In the last half of the 80's, despite the Reagan Administration's requests for increases, the money Congress allocated to the Pentagon fell by more than 20 percent after inflation.
+Until last year, however, actual spending cuts were made by stretching out contracts and taking other relatively painless steps rather than by actually eliminating weapons systems. But the diminished threat from the Soviet Union and the Government's great budget deficit led the Bush Administration last year to propose military spending reductions of 20 percent through 1996.
+""In the last 12 months,"" said Gordon Adams, director of the Defense Budget Project, a nonpartisan, authoritative research organization in Washington, ""the Pentagon abandoned the pinking shears approach and took a dagger to the heart."" Pentagon Spending Fixed
+Last October, President Bush and Congress struck a five-year budget deal to reduce the Federal deficit by nearly $500 billion. Pentagon spending was fixed through 1993. But beginning in the fiscal year 1994, military and domestic programs will once again be competing for funds.
+Congress's instinct will be ""to cut even deeper because of competition from popular domestic programs, no doubt about it,"" said Representative John M. Spratt Jr. of South Carolina, an influential Democrat on the Armed Services Committee.
+The Administration's plan is to reduce active-duty troop strength from 2.2 million in 1987 and 2 million last year to 1.6 million by 1995. The Army and Air Force face the largest cutbacks. The Administration wants to make deep cuts in the Reserves and National Guard as well. Spending for research and development would be cut slightly over this period, and the purchase of weapons could fall by more than 40 percent.
+Even if Congress cuts no more than the Pentagon recommends, the military's share of the gross national product will fall to 3.6 percent by 1996, from 6.5 percent in 1985 and about 5.5 percent in 1990.
+In dollar terms, the cutbacks will be equivalent to those after World War II, Korea and Vietnam. But the overall economy is much larger than it was in those days, so military production is a much smaller proportion of national output. In World War II, military spending reached 39 percent of G.N.P; it was 13 percent during the Korean War and 10 percent at the height of the war in Vietnam.
+Though the decisions have been made to cut spending, the battles have barely begun over how and where.
+This spring, for instance, the House voted to continue producing a number of weapons that the Pentagon wanted to terminate, including the M-1 tank and the F-14 and F-16 fighter planes. To pay the bills, the House wants to slash billions of dollars from two of the Pentagon's favorite projects, the B-2 stealth bomber and the ""Star Wars"" missile defense system.
+The Senate voted this week to provide the money the Pentagon wants for the B-2 and the Star Wars system and to discontinue production of the M-1 tank and the planes.
+The issues will be settled in a House-Senate conference committee this fall. But whatever the immediate outcome, calculations by experts in and out of the Government show that the amount of money available by the middle of the decade will not be sufficient to pay for the weapons programs and troop strengths the Pentagon is planning on. The Industry Some Companies May Not Survive
+For industry, the changes mean different things to different companies. Basically, there are four types of military contractors:
+*Large companies whose business primarily is with the military and almost entirely with the Federal Government. Among these companies are General Dynamics, the Grumman Corporation and the Martin Marietta Corporation.
+*Large military contractors that also do a substantial amount of civilian work. This group includes McDonnell Douglas, Boeing and Raytheon.
+*Primarily commercial companies with military divisions like General Electric and Westinghouse.
+*Small businesses that supply the prime contractors and major subcontractors.
+For the first two groups of companies, the next few years will be a fight to the finish with many not surviving. For instance, seven big companies now make aircraft frames. Most analysts believe that by the end of the decade, two or three at most will remain. Some Have a Leg Up
+Those already with large amounts of civilian work have a distinct leg up. Boeing, for example, has a backlog for commercial jets that will last into the next century.
+These companies, said Robert Paulson, an adviser to military contractors for the management consulting firm McKinsey & Company, realize they must lower their ambitions, but each insists that it will be able to survive by increasing its slice of the shrinking military pie.
+Renso L. Caporali, Grumman's chairman, acknowledged that some executives were overly optimistic about the prospects for their company's survival. ""All of us,"" he said, ""are hoping that somehow we'll dance through the raindrops.""
+The announcement by General Dynamics in May that it will cut its work force from 90,000 employees now to as few as 63,000 by 1995 came only nine days after it won a share of the contract to build the F-22 Advanced Tactical Fighter, the biggest weapons contract of the 90's. The Air Force plans to buy 648 of these planes at a cost of $95 billion. Others Take Similar Steps
+General Dynamics has not said where jobs will be cut; its biggest plants are in Texas, Ohio, Michigan, California and Connecticut.
+Other large military contractors are taking similar steps. McDonnell Douglas, the biggest Pentagon contractor, has cut thousands of jobs in the last year, mostly in St. Louis and Long Beach, Calif., and further cuts are in the offing. Grumman, with headquarters on Long Island and plants in Florida and Texas, is 25 percent smaller than it was five years ago and will shrink 5 to 10 percent more in the next year alone, Mr. Caporali said.
+Many companies in the third category, those with businesses that are primarily commercial, have sold or are divesting themselves of their military divisions; among them: Goodyear, Honeywell and Chrysler.
+No one knows for sure how many small businesses work on military subcontracts or how many people they employ. Paul H. Nisbet, first vice president for research at Prudential Securities, estimates that 120,000 such suppliers existed five years ago, that only 25,000 are in the business today and that half of these will get out of military work in the next five years.
+Military planners are not overly concerned that some aircraft companies might go under. Commercial needs guarantee that the necessary technological edge will be maintained and that a base will remain if a production increase is required in a crisis.
+Ships are another matter. The few remaining shipyards rely almost entirely on the Defense Department. A similar problem exists in the case of tanks. General Dynamics plans to close its tank plant outside Detroit this fall, leaving only one tank factory, another General Dynamics plant in Lima, Ohio.
+Officially, the Bush Administration's view is that the Government should rely on ""market forces"" and not be in the position of subsidizing companies or factories to keep them alive. But in the case of weapons production, said Mr. Caporali, chairman of Grumman, ""the Government is the only market.""
+The Defense Department estimates that 2.75 million Americans work in industry jobs financed by contracts with the military. Most of them hold jobs that are indistinguishable from those in the civilian world, driving trucks, say, or writing computer programs. These people, if they are laid off, should have little trouble finding other work.
+Only about 500,000 workers are actually making weaponry, according to the Labor Department, and Government analysts doubt that more than 10 percent of them will lose their jobs. In a country with nine million people unemployed and an additional six million unable to find full-time work, 50,000 more on the street is statistically insignificant.
+The problem could be worsened by several factors: The job losses will be concentrated in particular communities, the jobs that are lost tend to be high-paid positions, and minority workers are likely to be disproportionately affected. California Biggest Loser
+Economists in and out of the Government generally believe that large metropolitan areas with many military-related jobs but diverse economies should quickly produce enough new jobs to take up the slack. The Center for the Continuing Study of California, a research organization in Palo Alto, estimates, for instance, that despite the military cutbacks, three million net new jobs will be created in the state by the end of the decade.
+More worrisome are the isolated areas. In southeastern Maine, for instance, the Bath Iron Works Corporation's shipyard is the main employer in a five-county region. The shipyard soon will have only one contract, to build Arleigh Burke-class destroyers for the Navy. If the Navy cancels that, as it well could, the shipyard would have to close and the region might not recover for years. Diversification Little Success Converting Plants
+Weapons plants have rarely been converted profitably into civilian factories.
+The list of companies whose weapons divisions have failed to make the transition is legion. Grumman tried without success to sell buses, and Boeing's helicopter division to sell subway cars. ""When it comes to diversification,"" said Norman R. Augustine, chairman of Martin Marietta, ""the defense industry's record is unblemished by success.""
+Murray Weidenbaum, director of the Center for the Study of American Business at Washington University in St. Louis, said there were three main reasons: Military contractors do not have the experience or the network of distributors to market commercial products; they are not used to producing at the mass scale needed for commercial success, and they do not know how to cut costs to sell a product.
+While most executives of these companies have given up on commercial products, some hope for work from other Government agencies. Martin Marietta, for example, is working on an automation program for the Postal Service, and Grumman builds postal trucks.
+The military contractors may be further disadvantaged if, as politicians and academic experts have been advocating for years, the Pentagon begins rewriting the specifications for weapons parts so that more commercial products can be used.
+Donald J. Yockey, Acting Under Secretary of Defense for Acquisition, pressed on this point at a recent Senate Armed Services Committee hearing, conceded that a small edge in technology might have to be relinquished to get rid of ""impossible specs.""
+Senator Sam Nunn, Democrat of Georgia, the committee's chairman, said he was skeptical that anything could be accomplished in this area. ""How are you going to do that?"" Mr. Nunn asked. ""You're talking about changing the culture of military procurement. You have thousands and thousands of people over there writing military specifications.""
+But to some degree, that may be precisely what will be taking place in the coming years: changing the way the military does business.
+Photograph After four decades, the portion Americans spent on arms and personnel has steadily and strikingly declined -- despite four periods of significant buildup. The changes were symbolized by American bombers in World War II, like the Air Force's Flying Fortresses maneuvering through flak over Berlin (1); by marines discharging a rocket launcher in Korea in 1951 (2); by helicopters, G.I.'s and rice paddies in Vietnam (3); by kinetic energy weapons and other ""Star Wars"" devices during the Reagan buildup of the early 80's (4) and, finally, by the end of the cold war and, last week, the signing of a United States-Soviet arms treaty (5). (pg. 34) Graph of National military spending as a percentage of gross national product, in fiscal year, 1940's-1980's. (pg. 34)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Arms+Makers+and+Military+Face+a+Wrenching+New+Era%3A+%5BMilitary-Industrial+Upheaval%2FFirst+of+five+articles.+%5D&title=New+York+Times&issn=03624331&date=1991-08-04&volume=&issue=&spage=A.1&au=Rosenbaum%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 4, 1991","Renso L. Caporali, Grumman's chairman, acknowledged that some executives were overly optimistic about the prospects for their company's survival. ""All of us,"" he said, ""are hoping that somehow we'll dance through the raindrops."" The list of companies whose weapons divisions have failed to make the transition is legion. Grumman tried without success to sell buses, and Boeing's helicopter division to sell subway cars. ""When it comes to diversification,"" said Norman R. Augustine, chairman of Martin Marietta, ""the defense industry's record is unblemished by success."" After four decades, the portion Americans spent on arms and personnel has steadily and strikingly declined -- despite four periods of significant buildup. The changes were symbolized by American bombers in World War II, like the Air Force's Flying Fortresses maneuvering through flak over Berlin (1); by marines discharging a rocket launcher in Korea in 1951 (2); by helicopters, G.I.'s and rice paddies in Vietnam (3); by kinetic energy weapons and other ""Star Wars"" devices during the Reagan buildup of the early 80's (4) and, finally, by the end of the cold war and, last week, the signing of a United States-Soviet arms treaty (5). (pg. 34) Graph of National military spending as a percentage of gross national product, in fiscal year, 1940's-1980's. (pg. 34)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Aug 1991: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Rosenbaum, David E",New York Times Company,,Newspapers,428174022,"United States, New York, N.Y.",English,4-Aug-91,UNITED STATES ARMAMENT AND DEFENSE; FINANCES; BUDGETS AND BUDGETING; UNITED STATES ECONOMY; SURVEYS AND SERIES,New York Times,Series,,,,,,,
+Moving the Pampers Faster Cuts Everyone's Costs,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/moving-pampers-faster-cuts-everyones-costs/docview/428135788/se-2?accountid=14586,"For decades, the Procter & Gamble Company was known as a tough bargainer -- occasionally even a bully -- in dealing with the stores that carry its products. But these days, the company is cited by marketing experts as a leading example of how packaged-goods and food manufacturers form partnerships with major retailers to slash costs in the pipeline that connects manufacturers to consumers.
+The partnerships aim to cut inventories for both parties, smooth out production schedules and quickly identify service and quality problems. They are looking for the same kinds of benefits that automakers and other industrial companies have been reaping in recent years from ""just-in-time"" delivery arrangements with suppliers.
+To achieve such gains, some consumer-goods companies and their retail customers have abandoned the traditional practice of meeting only through low-level sales representatives and buyers whose worlds revolve around this week's price margins and the size of the next order.
+Today, companies like P.& G. and K Mart assign teams to deal with each other -- teams that mix data processing experts, who automate and harmonize order and record-keeping systems, with sales and purchasing representatives.
+The companies' logistics managers share information that helps P.& G. avoid sudden spikes and dips in orders for, say, Pampers, and coordinate delivery schedules with K Mart's warehouses. Marketing and finance managers share both up-to-the-minute sales data on the latest promotions and long-range plans for coordinating P.& G.'s new product introductions with K Mart promotional campaigns.
+""When we started looking at this, we saw a potential savings of $1 billion annually in the United States for P.& G. and just as much, if not more, for our customers,"" said Lawrence D. Milligan, the company's senior vice president in charge of sales. ""But the elephants have to dance together to get there.""
+Consultants say that more often than not it is the product makers rather than the retailers who are reluctant to join in.
+""Many consumer packaged-goods companies don't think of retailers as their customers,"" said Frederick Schneider, director for the food and consumer packaging consulting business of Andersen Consulting in Chicago. ""They see them as impediments in getting to their customers.""
+And even companies that say they are committed to partnering sometimes find that it fails to live up to their expectations. It may require more executive attention than companies are willing to give. Or it may call for expensive investments in new computers and other data handling systems. Or fundamental conflicts may crop up over prices or the timing of new-product introductions.
+Frequently, manufacturers and retailers compromise. They identify and discard areas where cooperation is feasible but not potentially profitable enough to justify the organizational changes or marketing risks they would require.
+Even so, retailers and manufacturers alike say that the benefits are real and that the conflicts are easier to minimize when each side knows more about the other's operations and goals.
+""This can only be described as a retailing revolution,"" said James Reider, a consumer products specialist with the consulting firm of Arthur D. Little Inc. in Cambridge, Mass.
+The extent of the change shows up in P.& G.'s recruiting literature for new sales managers. The company woos college graduates with promises that they will be urged to ""understand all facets of your customer's business, from the board room to the checkout lane.""
+Noting that sales managers are now teamed with other experts, P.& G. goes on to say that the recruit's success in handling such famous products as Tide detergent, Crest toothpaste, Folgers coffee and Cover Girl cosmetics will be measured on their ability to obtain profits ""for both the company and the customer.""
+Among the manufacturers, consultants say, the Kraft General Foods subsidiary of Philip Morris Inc. matches P.& G. in its commitment to the team strategy and outstrips it in working with store managers on local marketing programs.
+Quaker Oats, Helene Curtis, General Mills, Frito-Lay (a subsidiary of Pepsico), Nabisco (a subsidiary of RJR Nabisco), Johnson & Johnson and Pepperidge Farms (a subsidiary of Campbell's) are all cited by consultants and retailers as active proponents of extensive partnering, although not all of them rely on multifunctional teams to the extent of P.& G. and Kraft.
+Kraft set up almost 400 sales teams, starting in the upper Midwest in 1988, to pursue its goal of ""micro-merchandising"" -- that is, helping retailers sell more of everything, especially Kraft products, by using the growing mountains of data on consumer preferences to develop a detailed picture of each store's clientele, which products are selling best and which displays and promotions are apt to be most effective at that site.
+Sometimes, Kraft sales teams even recommend that some of the company's own products be replaced with those of a competitor or with different categories of products.
+One reason for the drive, according to Michael Blyth, the Kraft executive overseeing that company's partnering program, is the increasing challenge manufacturers face in reaching consumers directly. Trends such as the declining viewership of network television make it harder to develop brand loyalty and sales through national advertising.
+Equally important, Mr. Blyth said, is that society has fragmented from the nuclear family of ""Leave It to Beaver"" into a number of distinctive consumer groups with different buying patterns and susceptability to brand names, discounts and other promotions. Electronic scanning systems give retailers the data they need to profit from such segmentation, but few are capable of fully exploiting that information without the cooperation and help of the big manufacturers.
+The changing consumer market has been just one of the trends encouraging partnering. Globalization, for example, caused multinationals to question their traditional approaches. P.& G. executives were easily convinced that big improvements in efficiency were both possible and necessary after seeing that retailers in Japan frequently moved inventory through their stores 10 times as rapidly as their American counterparts.
+Also, the emphasis on quality in manufacturing that spread through industry in the 1980's led to a thorough reconsideration of what goes into high-quality customer and supplier relationships in sales and purchasing departments. Total quality concepts dictate a focus not just on today's price margins, but on cash flow throughout a production system. Thus, P.& G. switched from seeking the lowest shipping price from among 250 trucking companies to ongoing relationships with 15 major ones, many of whom were made part of teams serving the most important customers.
+Most of the projects seem mundane on their own. For example, P.& G. marketing experts found that K Mart was intent on building an image of environmental responsiveness. So they interested K Mart marketing managers in new refillable packaging for Downy fabric softeners. Those managers helped persuade K Mart purchasing managers to put aside their natural reluctance to place large orders for new products.
+The resulting promotion sold a lot of Downy and met K Mart's strategic needs, according to Michael Ryan, director of P.& G.'s efforts to develop the K Mart partnership.
+The combinations of improved information exchange and logistical adjustments has led to a wide variety of improvement in service to Wal-Mart. One example: the retailer's inventories of Tide have been cut to two days from 30.
+In another case, Shaw's Supermarkets Inc. of East Bridgewater, Mass., worked with P.& G. to standardize the language and structure of electronic order processing systems. At first, P.& G. was able to electronically process only 10 percent of Shaw's computerized orders, according to David Jenkins, the supermarket chain's chief executive. Now, that figure is more than 90 percent, removing one of the many causes of delay and uncertainty that force retailers and suppliers to keep large inventories on hand. In addition, more error-free orders cleared the way for more electronic invoicing, leading to prompter payments and fewer disagreements about whether orders had been filled.
+The cumulative effect of such partnering can be impressive. Ralph W. Drayer, P.& G.'s top logistics executive, figures the company is now capturing about half the annual $1 billion benefit it foresaw from partnering.
+P.& G. said that cooperation has allowed it to automate replenishment of supplies for 12 retailers. In one case, the automation reduced the inventory of P.& G. products by 80 percent. For such retailers, each order is sold out so rapidly that they have re-ordered and are piling up cash from those re-orders by the time the 10-day period for paying P.& G. is up. That cash cushion allows them to operate without borrowing a dime to finance inventories of P.& G. products.
+Now, P.& G. is aiming for further gains by paring back promotion practices like manufacturer's discounts, which consumers see in the form of, say, ""30 cents off"" labels.
+The retailer gets all, or most, of the discount and the plans become costly to manufacturers when retailers suddenly -- whether planning to divert supplies to regions where the discount isn't being offered or because they want to build up low-cost inventory -- order unexpectedly large amounts.
+Such forward buying and diversion creates production spikes at P.& G.'s factories, often followed by periods of lower than normal demand. At the same time, according to P.& G., retailers often fail to take full account of the warehousing and accounting expenses involved, leading them to underestimate the disruptive impact of such deals on cash flow.
+""Historically, it was a question of how do I transfer as much of my cost as possible to the retailers and they were asking the same about us,"" explained Thomas Muccio, the P.& G. vice president who oversees the company's relations with Wal-Mart. ""No one understood how much their moves were costing others."" PARTNERING THAT TOUCHED A NERVE
+Perhaps the best-known example of partnering is P.& G.'s relationship with Wal-Mart, the rapidly growing discount chain that last year passed Sears, Roebuck to become the nation's largest retailer.
+The partnership with its biggest customer, P.& G.'s first in the United States, began in 1988. Wal-Mart demonstrated its interest by sending a group of executives to a P.& G. quality seminar in Cincinnati. P.& G. then highlighted its commitment by moving a squad of executives to Fayetteville, Ark., a short drive from Wal-Mart's Bentonville headquarters.
+One unexpected side effect was suspicion. Other major customers worried that Wal-Mart was getting special deals or other forms of favored treatment. Some smaller retailers complained that P.& G. was slow to respond to their requests for partnering.
+Now, senior P.& G. managers are quick to note that the company has more than 120 teams assigned to different domestic customers. They also point out that other customers now are tied even closer to P.& G. in some respects -- with cash register scanners linked directly to P.& G., for example, so that P.& G. can automatically replenish stock as it is sold.
+When they discuss Wal-Mart, P.& G. executives stress that Sam Walton, the retailer's visionary chief executive, has pursued similar relationships with all of Wal-Mart's major suppliers. ""We didn't go to Wal-mart,"" said Ralph W. Drayer, general product supply manager in P.& G.'s customer services group. ""They came to us and said there's a better way to do things.""
+In fact, P.& G. executives say, special offices to serve other major customers would have been opened if other customers had been based so far from P.& G.
+""Partnership is the commonly used word but it's bad,"" said Lawrence D. Milligan, P.& G.'s senior sales executive and chief worrier about how partnerings are perceived. ""It implies preferred relationships, which are illegal under the antitrust laws.""
+Photograph Lois Dahlenburg of Procter & Gamble analyzes a customer's inventory. (Procter & Gamble)
+Graph ""The Efficiencies of Cooperaton,"" tracks weekly shipments from a Procter & Gamble paper products plant to customers on a just-in-time delivery schedule and those on a traditional schedule, in 1990, Jan-Dec.; tracks the percent of perfect orders, or shipments that were complete, damage free, on time and invoiced correclty, at a Northeast grocery chain partnering with Proctoer & Gamble, Jan.-Dec. 1990. (Source: Procter & Gamble)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Moving+the+Pampers+Faster+Cuts+Everyone%27s+Costs&title=New+York+Times&issn=03624331&date=1991-07-14&volume=&issue=&spage=A.5&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 14, 1991","The partnership with its biggest customer, P.& G.'s first in the United States, began in 1988. Wal-Mart demonstrated its interest by sending a group of executives to a P.& G. quality seminar in Cincinnati. P.& G. then highlighted its commitment by moving a squad of executives to Fayetteville, Ark., a short drive from Wal-Mart's Bentonville headquarters. When they discuss Wal-Mart, P.& G. executives stress that Sam Walton, the retailer's visionary chief executive, has pursued similar relationships with all of Wal-Mart's major suppliers. ""We didn't go to Wal-mart,"" said [Ralph W. Drayer], general product supply manager in P.& G.'s customer services group. ""They came to us and said there's a better way to do things."" ""Partnership is the commonly used word but it's bad,"" said [Lawrence D. Milligan], P.& G.'s senior sales executive and chief worrier about how partnerings are perceived. ""It implies preferred relationships, which are illegal under the antitrust laws.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 July 1991: A.5.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,428135788,"United States, New York, N.Y.",English,14-Jul-91,RETAIL STORES AND TRADE; UNITED STATES ECONOMY; FACTORIES AND INDUSTRIAL PLANTS; PRODUCTION; FOOD; SUPERMARKETS,New York Times,NEWSPAPER,,,,,,,
+From Homemaker to Wage Earner in Appalachia,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/homemaker-wage-earner-appalachia/docview/428144339/se-2?accountid=14586,"Special to The New York Times
+Five years ago, Katie Rollins left her kitchen and barnyard for a regular paying job, as a clerk in Uncle Tom's Grocery and Restaurant here. Her husband, Doug, used to work in a coffin factory, but it closed in 1984; he then lost a second job as a part-time handyman. Now Mrs. Rollins says he is too depressed to look for work.
+The economic crunch came when Mrs. Rollins had a miscarriage late in pregnancy five years ago. ""I got this bill for $1,700 for 11 hours in the hospital,"" she said. ""We had no insurance. That's when I started making my own decisions.""
+Katie Rollins's story differs only in the details from those of many other Appalachian women. Pushed by their husbands' unemployment in the region's chronically ailing economy, by family health crises or by their children's leaving home, these women are abandoning the roles of their venerated mothers and grandmothers and joining the labor force.
+Such shifts have been going on for two decades elsewhere in the nation, as paychecks have failed to keep up with inflation. But nowhere in this country is the tradition of breadwinner husband and homemaker wife more entrenched than in Appalachia, and nowhere is it under more strain.
+Jobs in the region's predominantly he-man economy of mining and logging have been giving way to automation and to diminishing supplies of coal and wood, leaving a growing number of unemployed and broken-spirited men. And the customary domain of women, the family farms that produce tobacco and corn for market and chickens and vegetables for the table, cannot fill the void of the husband's lost paycheck.
+People who work with the women say most fear the humiliation of going on welfare, the loss of support when husbands die, become disabled or leave them for other women, or the tedium of the home when the children are grown. When forced to choose between homemaking and survival, they opt for fewer children, getting jobs and, when pushed, divorce.
+In Appalachia, unlike much of the rest of the nation, women are displacing men in the workplace as well as joining them. Throughout Kentucky, according to a study covering 1979 to 1986, the number of working men fell about 1 percent while the number of working women grew 12.5 percent. As men's jobs disappear, women take the new jobs that men spurn, mostly in hospitals and nursing homes, in stores and fast-food shops and government offices. Many of the women say their husbands sulk and turn hostile as they grow dependent on the wives' salaries. Needing a Husband, But 'He's Afraid'
+At Uncle Tom's, Mrs. Rollins, 36 years old, works a 40-hour week and earns $4.35 an hour, a dime more than the minimum wage. She earns $8.96 an hour when she occasionally fills in for the Paint Lick postmistress. She is also taking local extension courses from Eastern Kentucky University, about 10 miles to the north, so she can become a social worker.
+""She's a whirlwind,"" said John Thomas Clark, manager of Uncle Tom's. ""She can do, and will do.""
+Exhilarated by having proved herself on the job, Mrs. Rollins said, ""Right now, I'm in the ball park and I'm going to throw the ball.""
+Of her husband, she said: ""I love him. I need him and he needs me. But we're growing apart. He's at a point where he's afraid.""
+Mr. Rollins, like most of the husbands of these working women, declined to be interviewed.
+At Berea College, 20 minutes from Paint Lick, Jane B. Stephenson runs a tuition-free, three-week program that has helped nearly 100 middle-aged women, among them Mrs. Rollins, make the transition from home to work. She established the foundation-supported program four years ago after her husband, John, a sociologist, left the University of Kentucky in Lexington to become president of Berea.
+""The big difference between these women and women in a city like Lexington is that women in Lexington seemed to know where to get help,"" Mrs. Stephenson said. ""These women, from rural areas, don't have anyone to turn to, and in many cases they have no conception of what they can do. They keep saying, 'I don't have any skills; I can't do anything.' ""
+Sonja Rogers participated in the Berea program in June. Her family lost its main source of income a couple of years ago when the Federal Government, concluding that her husband could work, cut off his $780 monthly Social Security disability payment.
+""He would have to have a job that lets him stand for two hours and sit for two hours,"" Mrs. Rogers said, ""and they think he can find one, which he can't.""
+Mrs. Rogers, 52, still gets a $426 disability check every month because she has an emphysema-like disease. But she wants a job teaching adults how to read.
+The struggle for survival drives these women, not the pursuit of equal opportunity or the struggle to maintain a middle-class life style. Of a score of newly employed women interviewed, none spoke of wanting big-money jobs or the ability to buy expensive things.
+""These women are filled with courage,"" said Anita Barker, director of counseling at Berea College. ""Most are suffering from poverty, and they are absolutely scared to death.""
+The women said they wanted jobs helping people, particularly in hospitals and schools. They make little of the more cosmopolitan world's feminist orthodoxy. To get out of the home to work, some turn to their daughters to take over the household chores of cooking and cleaning.
+""I'm not a women's libber,"" Mrs. Rollins said. ""I intend one of these days to have someone support me.""
+Once renowned for large families, Appalachian women still have more babies in their teen-age years than do other women, said Ron Crouch, director of the Kentucky State Data Center at the University of Louisville. But then they stop having them.
+West Virginia now has the nation's lowest fertility rate, Mr. Crouch said, and Kentucky, with about a quarter of its population in the eastern, Appalachian, half of the state, ranks next.
+Linda Linville, 36, a mother of three, grew up in a family of seven. A graduate of the Berea program who then took courses at a vocational college, she is happily married to a working husband. She has penetrated the middle class with a $10-an-hour job as a hospital respiratory technician. But the road getting there was an arduous one.
+Before her current marriage, she was married twice, first to man who she said abused her and second to ""a real ugly, mean person.""
+During her second marriage, she said, ""I held two jobs then, in a laundromat from 3 to 10 in the evening and in the morning at a factory where they made kayaks,"" Mrs. Linville said. ""I didn't have transportation. I didn't have a telephone. The lady who owned the laundromat would pick me up at the factory, and then she would pick up the kids and bring them"" to the laundromat. A Growing Network of Self-Help Groups
+Women who enter the Berea program have a high school diploma, or later in life they have obtained the equivalent, a general educational development certificate, known as the G.E.D. Others are steered to get G.E.D.'s by church groups and small grass-roots institutions that have cropped up throughout Appalachia.
+Here, there is Friends of Paint Lick Inc., an organization begun two years ago by a 73-year-old widow named Harold Dean Sarah Virginia Quinn Cornett. For $12,000 she bought a building next to the post office, having raised the $500 down payment from pennies that people put in a gallon cider bottle.
+With help from church groups and the public, Mrs. Cornett provides free clothing, food, books, counsel and space for the University of Eastern Kentucky to teach courses in Paint Lick. Men are welcome, Mrs. Cornett said, but they rarely come.
+But plenty of women do. Tabatha Gullette, an 18-year-old who has four younger brothers, burst in one day to show Mrs. Cornett her graduation report card from Rockcastle High School. Mrs. Cornett hugged Miss Gullette and heaped her with praise. ""Her mother wants to keep her home and take care of the boys,"" Mrs. Cornett said. ""I want her to get into college. She's got a brilliant mind.""
+Among a few men in Paint Lick, the axiom that many preach -- a woman's place is in the home -- seems to be under review. ""Basically, it's a very good statement,"" said Mr. Clark, 59, the Uncle Tom's manager. ""I think it's in the Bible. The woman bears the children; it's her responsibility to take care of them.
+""But Katie, with her son grown, there's not all that much reason for her to be in the home. And we have to give consideration to equal rights to people.""
+Dennis Vaught, the 25-year-old manager of the small People's Bank of Paint Lick, goes further. His wife, Traci, 24, is an assistant at the county office of the Federal Farmers Home Administration, and they use day care arrangements and sitters for their two children, boys aged 4 and 5. ""My ideal is, a woman's place is where she wants it to be,"" Mr. Vaught said. Feeling the Pressure To Stay at Home
+But many husbands, whether they are employed or not, fight their wives' efforts to work.
+Betsy Van Winkle's husband worked during their marriage, but when she got a job first in fast-food restaurants and then in nursing homes, she said, he ""objected very, very strongly.""
+""I would get so tired I couldn't keep up with everything that he wanted to do,"" said Mrs. Van Winkle, 49, who is now divorced. ""He accused me of sleeping with my patients. Patients in a nursing home. Then in the last year and a half of our marriage, he encouraged me to work. We didn't know about this other woman then.""
+Kathy Hamblin, 38, weeps when she is asked about looking for work. ""When they saw you hadn't worked for 16 years, they threw your application in the reject pile,"" she said.
+Now considering training to become a hospital technician, Mrs. Hamblin was divorced last year after 16 years of marriage. She has two children.
+Her husband worked throughout their marriage, she said, but ""he didn't want me to work for all those years.""
+""And I never cleaned house as well as his mother did,"" she said. ""His mother washes the walls once a month. That's the way he controlled me. He made himself feel better by putting me down.""
+Linda Gadd was one of 10 children raised in a coal-country home that she called ""pretty much an open bar for the neighborhood."" Her parents would disappear for as long as five days. She married at 13 to a 21-year-old farmer who stopped in to restore the electricity when the fuses blew. She had all her five children by the time she was 20.
+Now 38, Mrs. Gadd said she became alarmed about what she would do now that her children were grown. She got a G.E.D., joined the Berea program, became a social worker and is studying to become a registered nurse.
+""What I realized at age 34 was that I had never gotten a chance to grow up,"" Mrs. Gadd said. Having a baby at 14 was just an extension of the only role she knew, helping to raise her six younger brothers and sisters when she herself was a child.
+""My husband is a good provider and a good father,"" she said. But since she began working and bringing home textbooks, she said, a week can go by when they don't speak.
+""I had taken the role of him being my father,"" Mrs. Gadd said. ""He didn't know how to deal with me being a grown-up. His words were he wanted his Linda back.""
+Photograph ""When they saw you hadn't worked for 16 years, they threw your application in the reject pile,"" said Kathy Hamblin, center, of prospective employers. With her were Linda Issacs, left, who runs a program in Berea, Ky., to help women make the transition from home to work. At right was Peggy Brock, another participant; on the last day of class, participants, including Sonja Rogers, left, and Betsy Van Winkle are encouraged to take their pick from a closet of donated suits; ""Right now, I'm in the ball park and I'm going to throw the ball,"" said Katie Rollins, a graduate of the program, who works at a grocery store in Paint Lick, Ky., and as a substitute postmistress. (Photographs by Jose R. Lopez/The New York Times) (pg. 14)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=From+Homemaker+to+Wage+Earner+in+Appalachia&title=New+York+Times&issn=03624331&date=1991-07-07&volume=&issue=&spage=A.1&au=Kilborn%2C+Peter+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 1991","""The big difference between these women and women in a city like Lexington is that women in Lexington seemed to know where to get help,"" Mrs. [Jane B. Stephenson] said. ""These women, from rural areas, don't have anyone to turn to, and in many cases they have no conception of what they can do. They keep saying, 'I don't have any skills; I can't do anything.' "" Among a few men in Paint Lick, the axiom that many preach -- a woman's place is in the home -- seems to be under review. ""Basically, it's a very good statement,"" said Mr. [John Thomas Clark], 59, the Uncle Tom's manager. ""I think it's in the Bible. The woman bears the children; it's her responsibility to take care of them. ""When they saw you hadn't worked for 16 years, they threw your application in the reject pile,"" said [Kathy Hamblin], center, of prospective employers. With her were Linda Issacs, left, who runs a program in Berea, Ky., to help women make the transition from home to work. At right was Peggy Brock, another participant; on the last day of class, participants, including [Sonja Rogers], left, and [Betsy Van Winkle] are encouraged to take their pick from a closet of donated suits; ""Right now, I'm in the ball park and I'm going to throw the ball,"" said [Katie Rollins], a graduate of the program, who works at a grocery store in Paint Lick, Ky., and as a substitute postmistress. (Photographs by Jose R. Lopez/The New York Times) (pg. 14)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 1991: A.1.",11/15/17,"New York, N.Y.",APPALACHIAN MOUNTAINS UNITED STATES,"Kilborn, Peter T",New York Ti mes Company,,Newspapers,428144339,"United States, New York, N.Y.",English,7-Jul-91,LABOR; WOMEN; UNEMPLOYMENT AND JOB MARKET; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+Can Nuclear Power Be Rehabilitated?,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/can-nuclear-power-be-rehabilitated/docview/427995081/se-2?accountid=14586,"Dozens of warning lights flash in unison. A bell rings out a chaotic rhythm as an electronic tone warbles just in case the bell goes unnoticed. One person calls out abbreviated commands, a sort of code language read from a 3-inch-thick operator's manual, as two others scramble about the control room throwing switches and pushing buttons. Another watches from the sidelines, ready to step in if he thinks his co-workers are losing sight of what is happening to the reactor. The four men of shift ""C"" at the Duke Power Company's Oconee 1 reactor are rehearsing a highly choreographed ballet, a sort of industrial dance of the Sugar Plum Fairy.
+For two weeks of every ten, operators from Duke's power plant in the pine woods here, 30 miles west of Greenville, S.C., relearn their jobs. The most crucial element of their training takes place in this simulator, a replica of the control room of the Oconee 1 reactor, a quarter-mile away. It is here that operators practice mock apocalypse, the ""crash and burn scenario"" that would arise from the sudden rupture of the reactor's largest pipe, the biggest accident the system is designed to handle.
+In the industry, Duke is known for its tough training. Its plants suffer from few human errors. But similar regimens have become routine in the industry, as the drive to remove human error in plant operation has moved to the front of the battle to gain acceptance for nuclear power -- as well as for other unforgiving technologies, from air traffic control to chemical production.
+In critical fields, ""We have tended to rely too heavily on automation,"" said Evan Pugh, director of the science, technology and society program at Penn State University. ""The absolute impossiblity of removing the human factor is something we've never come to terms with.""
+There are plenty of reminders. An air traffic controller in Los Angeles clears two planes to use the same runway and 34 people die; technicians in a chemical plant in Bhopal ignore the misalignment of valves and thousands are gassed. Operators at Chernobyl overlook procedures, leaving their mark for decades to come, while those at Three Mile Island apply procedures inappropriately, destroying the reactor and terrifying half of Pennsylvania.
+Except at Chernobyl, nuclear power has produced no obvious deaths. Yet nuclear plants cannot count on the same level of forgiveness as the airlines, which prevail despite fatal crashes. The accident at Three Mile Island paralyzed construction of new nuclear plants, but another major accident could shut down the industry.
+As a result, the 3,600 control room operators at the country's 110 commercial nuclear reactors have become arguably the most extensively trained blue-collar workers in America. In addition to survival, flawless plant operation is considered a prerequisite for breaking the 17-year hiatus in plant orders and in preventing temporary shutdowns that can cost nuclear plants a bundle. In fact, the nuclear industry points to the dramatic decline in the number of unplanned shutdowns, which plunged to an average of 1.6 per plant in 1990 from 7.4 in 1980, as proof that training has improved.
+But critics of the industry are pushing for greater gains. In fact, because of their campaigns, the Nuclear Regulatory Commission is scheduled to set stricter guidelines for training this fall -- ushering in a higher level of safety that will add to the industry's rising costs of training.
+Training levels are actually not the only variable of performance. Power plant workers are perhaps more vulnerable to make mistakes than their counterparts in other industries because their jobs are often boring, requiring that they put out few fires. Reports about operators dozing on the job are relatively common. ""Typically, things have been going wonderfully for years, and they're not prepared for panic,"" said Peter G. Neumann, a simulation expert at SRI International, a research institute in Menlo Park, Calif.
+To prepare operators for such panic, the nuclear industry, after Three Mile Island, crusaded to strengthen training. Led by the Institute for Nuclear Power Operations, an Atlanta technical consortium, the utilities adopted some of the recommendations of the President's commission on the accident, agreeing, among other things, to let their training programs be accredited.
+Today, plants devise their own training and testing plans for licensing operators, which are then accredited by the institute. The exams must also be approved by the Nuclear Regulatory Commission. At Duke, for instance, trainees spend four years in training before taking a licensing exam. To renew their license, they take an open-book test each year, with access to the same 40 manuals available in the control room.
+By INPO's count, about 35,000 of the 90,000 people working in the industry other than security guards now get some kind of continuing training. Control room operators spend from 12 to 20 percent of their time in training, and unlicensed operators in other parts of the plant are also trained.
+Utilities have also built 73 simulators, at a cost of as much as $15 million apiece. They spend a small fortune operating them. Duke has one training center for its three Oconee reactors and is considering adding a second simulator, at a cost of $8.5 million. It spends $2 million a year to operate the center, which trains operators most extensively. Training an employee for four years to become an operator and maintaining his license for six years thereafter costs $280,000. Promoting him to a senior reactor operator adds $90,000 to that expense. (Of Oconee's 120 licensed operators, only three are women.)
+Still, some environmentalists, consumer advocates and lawmakers are concerned about the variability in training standards. They complain that INPO, whose members are utilities, is a paper tiger that seldom withholds accreditation. They say that trained operators still make too many mistakes. The Critical Mass Energy Project, part of Ralph Nader's Washington lobbying organization, found that three-quarters of the 3,000 mishaps in 1987 reported by plants to the Nuclear Regulatory Commission involved personnel errors and that 20 percent involved errors by licensed reactor operators. At some reactors, the group pointed out, 40 percent of those applying for licenses flunked the exams -- an indication of the ""terrible"" training.
+Some of these deficiencies may be remedied. In a ruling in a case brought by Critical Mass against the agency, an appeals court in the District of Columbia ordered the N.R.C. to adhere to a provision of the Nuclear Waste Policy Act of 1982 that requires it to establish regulatory guidelines for training, preventing it from passing the responsibility to the institute. The United States Supreme Court has refused to consider the case, forcing the N.R.C. to undertake rule-making.
+One issue that the rule-making is not likely to address, however, is the educational levels of operators -- the subject of intense industry debate. Critical Mass says that there would be fewer errors if more operators had college degrees. Of the operators licensed in 1987, it noted, uust over a quarter held a bachelor's degree and a few lacked a high school diploma.
+The N.R.C. does not set a minimum educational standard. But after Three Mile Island, most utilities promised that new operators would have a minimum of either a high school diploma or an equivalency diploma. Many put someone with an engineering degree on each shift.
+But few in the industry believe that competence as an operator is correlated with holding a degree. ""We've never been able to show a strong relationship between a college degree and the capabilities of an operator,"" said Jack W. Roe, director of the division of licensee performance and quality evaluation at the N.R.C. ""We have seen a relationship between the capabilities and a properly developed training program.""
+What skills are needed to carry out the job? An understanding of fluid systems, electronic and electrical systems, and instruments and how they interact -- skills not necessarily required for an engineering degree. ""I've seen engineers who could not operate,"" said Paul Stovall, the director of operator training at Duke. ""If you ask them to sit down and design a bridge, they can do it. But these are different skills.""
+At Duke, more than 90 percent of the trainees who take its licensing exam pass. One reason, Mr. Stovall said, is that the company weeds out candidates it does not think will pass. A high percentage of operators have degrees. But students have various backgrounds -- from former nuclear submarine operators to English or marketing graduates. Each goes through three years of apprenticeship and nearly a year of classroom, simulator and on-the-job training.
+Once licensed, many operators earn more than $60,000 a year and a few top $100,000, with overtime.
+And their training encourages accountability and introspection of Zenlike proportions. Many operators, after all, have been with the company since before the first Oconee reactor opened in 1973. It's a challenge to convince them that they still have things to learn. ""It's critical that they realize this is not just their training -- it's how we run the company safer,"" said Mr. Stovall.
+Simulator training is continuous. In the simulator, which runs 21 hours a day, shifts typically run through drills that reflect rare as well as routine scenarios. One day recently, the instructor at the Oconee 1 simulator devised an obscure situation in which the system that powers many of the reactor instruments suddenly lost all air pressure.
+""Ninety percent of the training is for things that never happen,"" said one of the four operators in training, Jackie W. Henderson, an operator for the last 11 years and a former process operator in a chemical plant. Steven J. Godfrey, a senior reactor operator, added, ""all the actions you take are related to things we do do on a routine basis.""
+Video cameras and microphones recorded the simulation while an instructor viewed it through a one-way mirror. In the post mortem, one operator confessed that when the accident began, he looked up at the steam pressure gauge and momentarily concluded that the pressure was zero, before realizing that the gauge is fueled by the failing air system.
+Another operator was supposed to confirm that the turbine, which converts steam into mechanical energy for the generator, had shut down. But instead of correctly pushing ""off,"" he reached for the restart button.
+In all the commotion, the senior reactor operator who was calling out instructions had failed to make himself understood by the others. Procedure called for him to announce, once the emergency feed-water system started, that the reactor vessel could be overcooled and at risk of cracking if flow rates reached more than 500 gallons per minute. When the others failed to acknowledge his first reading of the ""caution statement,"" he paraphrased it, saying only that ""overcooling can result.""
+""We've got to get to the point where everybody hears the caution statement,"" warned Mr. Stovall. In an exam, he said, the operator would have lost points for paraphrasing. TEAM APOCALYPSE
+One of the attributes of a good control room crew, in addition to technical proficiency, is teamwork, according to the experts. But in a room of flashing lights and ringing bells, keeping operators focused on more than the immediate problems can be difficult.
+To teach teamwork, the Institute for Nuclear Power Operations, formed by the nuclear utilities after the accident at Three Mile Island, shuts five people who run nuclear training programs in a conference room and gives each a small pile of odd-shaped pieces of paper, which they must arrange into squares without talking to each other.
+Walter J. Coakley, the institute's vice president for training and education, found out why some groups fail to finish in less than an hour when he first participated in the exercise. He formed his pieces into a square within a few minutes and was puzzled by others' struggle.
+He then realized that they needed pieces to complete their squares that he had in his square. ""I had to break up my part of the job,"" he said. The message for the control room, he said, is that sometimes the goal is ""not to make them a technically better operator, but a better team player. Maybe you need to help someone, or ask for help.""
+Photograph Duke Power technicians prepare for nuclear accidents in a simulator in Clemson, S.C. (Alan S. Weiner for The New York Times)
+Graph ""Human Error,"" shows the sources of the 2,940 mishpas reported by nuclear power plants in 1987, in percent. (Latest available) (Source: Critical Mass)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Can+Nuclear+Power+Be+Rehabilitated%3F&title=New+York+Times&issn=03624331&date=1991-03-31&volume=&issue=&spage=A.6&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 31, 1991","Few in the industry believe that competence as an operator is correlated with holding a degree. ""We've never been able to show a strong relationship between a college degree and the capabilities of an operator,"" said Jack W. Roe, director of the division of licensee performance and quality evaluation at the N.R.C. ""We have seen a relationship between the capabilities and a properly developed training program."" What skills are needed to carry out the job? An understanding of fluid systems, electronic and electrical systems, and instruments and how they interact -- skills not necessarily required for an engineering degree. ""I've seen engineers who could not operate,"" said Paul Stovall, the director of operator training at Duke. ""If you ask them to sit down and design a bridge, they can do it. But these are different skills."" ""Ninety percent of the training is for things that never happen,"" said one of the four operators in training, Jackie W. Henderson, an operator for the last 11 years and a former process operator in a chemical plant. Steven J. Godfrey, a senior reactor operator, added, ""all the actions you take are related to things we do do on a routine basis.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Mar 1991: A.6.",11/15/17,"New York, N.Y.",UNITED STATES,"Wald, Matthew L",New York Times Company,,Newspapers,427995081,"United States, New York, N.Y.",English,31-Mar-91,ATOMIC ENERGY; INDUSTRY PROFILES; ACCIDENTS AND SAFETY; INDUSTRIAL AND OCCUPATIONAL HAZARDS,New York Times,NEWSPAPER,,,,,,,
+An Albatross Named Shearson,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/albatross-named-shearson/docview/427731273/se-2?accountid=14586,"LEAD: It was a run-of-the-mill tombstone advertisement touting the underwriting by Shearson Lehman Hutton Inc. of a retail mutual fund. But the ad, which appeared in recent weeks, contained one change that spoke volumes about how the firm has been transformed in the past six months: Lehman Brothers was listed in the tombstone and the names Shearson and
+It was a run-of-the-mill tombstone advertisement touting the underwriting by Shearson Lehman Hutton Inc. of a retail mutual fund. But the ad, which appeared in recent weeks, contained one change that spoke volumes about how the firm has been transformed in the past six months: Lehman Brothers was listed in the tombstone and the names Shearson and Hutton were missing.
+That omission proved disconcerting to some of Shearson's brokers. ''It's a retail fund, and you can't find the name Shearson anywhere,'' said one. ''It's a little hard to build pride when you can't see yourself playing a role.''
+Moreover, many at Shearson fear that the splintering of the firm's name - reflecting a reorganization last month into separate investment banking and retail divisions - is the first step in the sale of some or all of Shearson's parts, a scenario the firm denies.
+Yet despite such jitters and lingering morale problems, analysts are giving generally high marks to the nonstop changes - particularly the creation of the separate divisions - that have been shaking Shearson since February. That is when Shearson's unhappy parent, the American Express Company, moved in to take full control of the troubled firm, replacing its longtime chairman and chief executive, Peter A. Cohen, with its own chief financial officer, Howard L. Clark Jr. A lot is on the line, not just for Shearson, the nation's second-largest securities firm, but also for American Express and its chairman, James D. Robinson 3d. Shearson has been an albatross around American Express's neck for some time. But last year - weighed down by the collapse of the ''junk bond'' market, problems related to the 1988 acquisition of E. F. Hutton & Company and a humiliating failure to win a role in the lucrative buyout of RJR Nabisco Inc. - Shearson became too heavy a burden to ignore.
+Mr. Robinson's decision to increase the parent's stake in Shearson from roughly 60 percent to full ownership raised his own stake in the outcome as well. Now, more than ever, Shearson's fate could determine the course of his career.
+So far, analysts say, Mr. Robinson appears to have made the right decision.
+Shearson's new chairman, Mr. Clark, ''really seems to be getting a grip around things there,'' said Lawrence W. Eckenfelder, a securities industry analyst with Prudential-Bache Securities Inc.
+Mr. Clark has made all the usual cost-cutting moves, announcing the layoffs of 2,000, the closing and consolidation of 67 branch offices and the decision to quit some business lines. But he also has taken scissors to the firm's basic structure by creating a Lehman Brothers division for institutional investing and capital markets and a Shearson Lehman Brothers division for retail and asset management.
+The rejiggering, Mr. Clark says, plays to the firm's traditional strengths: the venerable Lehman name in investment banking and the successful Shearson name in retailing.
+But it also allows Shearson to hedge its bets, industry experts say, by giving Mr. Clark and Mr. Robinson some much-needed maneuvering room. If business in the depressed securities industry picks up, the experts say, the newly streamlined and burnished Shearson and Lehman divisions will be quick to take advantage. If conditions turn even more sour, a sale of the firm by division will be that much easier.
+And a sale is possible, according to analysts, despite constant denials from Mr. Clark: ''It is not even being contemplated,'' he said in a recent interview. After all, the analysts note, Mr. Robinson tried to reduce his company's stake in Shearson for months before announcing the broad new commitment to reviving it.
+''Jim Robinson wanted to dump it nine months ago, so why would he want it today?'' said Mr. Eckenfelder. ''They don't want to own this thing by choice.''
+But for now, at least, American Express has never been more involved. It has pumped $750 million into Shearson and is buying back all the outstanding public shares.
+American Express has also infused Shearson with its own management talent. In addition to Mr. Clark, the new arrivals include Jonathan S. Linen, head of Shearson's reconfigured retail division, and Ronald J. Yoo, vice chairman of Shearson Lehman Brothers Holdings, the umbrella entity for the two divisions.
+And Mr. Robinson has increased his direct involvement in Shearson's affairs, although he insists that Mr. Clark is firmly in charge. For example, Mr. Robinson has visited several Shearson offices with Mr. Clark to rally the troops.
+''I have spent more than 50 percent of my time with Shearson in recent months,'' Mr. Robinson said. ''The final closing step will be the merger.''
+The merger is expected to be approved by Shearson stockholders at the firm's annual meeting on Aug. 9.
+A Turbulent History",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=An+Albatross+Named+Shearson&title=New+York+Times&issn=03624331&date=1990-07-15&volume=&issue=&spage=A.1&au=Eichenwald%2C+Kurt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 15, 1990","That omission proved disconcerting to some of Shearson's brokers. ''It's a retail fund, and you can't find the name Shearson anywhere,'' said one. ''It's a little hard to build pride when you can't see yourself playing a role.'' Yet despite such jitters and lingering morale problems, analysts are giving generally high marks to the nonstop changes - particularly the creation of the separate divisions - that have been shaking Shearson since February. That is when Shearson's unhappy parent, the American Express Company, moved in to take full control of the troubled firm, replacing its longtime chairman and chief executive, Peter A. Cohen, with its own chief financial officer, Howard L. Clark Jr. A lot is on the line, not just for Shearson, the nation's second-largest securities firm, but also for American Express and its chairman, James D. Robinson 3d. Shearson has been an albatross around American Express's neck for some time. But last year - weighed down by the collapse of the ''junk bond'' market, problems related to the 1988 acquisition of E. F. Hutton & Company and a humiliating failure to win a role in the lucrative buyout of RJR Nabisco Inc. - Shearson became too heavy a burden to ignore. Throughout this period, executives said, Mr. Cohen remained worried about the firm's capital position. ''Nobody except Peter was ever seriously concerned,'' one executive said. ''None of us realized the gravity of the situation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 July 1990: A.1.",11/15/17,"New York, N.Y.",,"Eichenwald, Kurt",New York Times Company,,Newspapers,427731273,"United States, New York, N.Y.",English,15-Jul-90,"COMPANY AND ORGANIZATION PROFILES; REFORM AND REORGANIZATION; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Banking's High-Tech Retail Chase,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bankings-high-tech-retail-chase/docview/427455387/se-2?accountid=14586,"LEAD: IN the battle among banks for retail customers, the victors are likely to be those that use high technology best. So banks are now spending more than $10 billion a year on electronic technology to attract more customers, serve them more efficiently and keep staffs free to sell more profitable products.
+IN the battle among banks for retail customers, the victors are likely to be those that use high technology best. So banks are now spending more than $10 billion a year on electronic technology to attract more customers, serve them more efficiently and keep staffs free to sell more profitable products.
+The contest is evident everywhere. Customers of the People's Bank of Bridgeport, Conn., can call from auto showrooms to arrange a loan in as little as 15 minutes. Chase Manhattan promotes its credit cards by listing 34 features, including a free worldwide message network and a legal services program. Teller machines of the National Bank of Commerce in Memphis dispense coupons redeemable for Campbell soups. When the Dollar Dry Dock Savings Bank of New York was raiding customers from a nearby Chemical Bank branch, Dollar Dry Dock teller machines were programmed to flash a reminder about free gifts every time a Chemical customer slipped in a card.
+These skirmishes reflect the struggle to wring profits from retail banking and the extent to which innovative marketing will depend on technology. Automated teller machines, telephones and plastic cards are the weapons. Long gone are the days when banks could be content to pump out generic Visas and Mastercards. Now they are trying to become brand names in their own right.
+The cashless society is still a long way off, but banks are hastening the day when going cash-less might be easier than going card-less. Twenty years ago, when Chemical Bank installed the nation's first automated teller machine, it was a primitive contraption that did nothing but dispense cash in $15 and $30 lots. Back then, BankAmericard, the forerunner of Visa, was a local program of the California-based Bank of America. And when a customer called a bank, another live person came on the line. Following Customers Everywhere
+Now, a web of computers, telephones and plastic cards lets banks serve their customers wherever they travel and work. ''The credit cards allowed banks to follow their customers across state lines and provide banking services nationally, despite the antiquated branching laws,'' said D. Dale Browning, the president of Colorado National Bank. By giving customers instant loans at any store that accepts credit cards, banks created an industry that is now one of the most profitable parts of their business.
+Teller machines now dispense cash down to the penny, accept deposits, transfer money and, in the newest models, help customers apply for mortgages and loans. Banking by phone handles everything from auto loan applications to bill-paying, all with beeps, tones and recordings.
+Teller machines and telephone banking services have not generated the same profits as credit cards. But they are crucial for consumer banking, especially in large cities where competition is most intense. Both let banks cut costs and extend their reach far beyond their home states.
+Automation and electronics can help limit the growth of costly bank branches, 40 percent of them money-losers. Branches will not disappear. But bankers want teller machines and telephone banking to free the branch staff for selling more profitable products like mutual funds.
+Gradually, bank customers are learning to love teller machines, if not as much as bankers would like. Banks have fueled the romance by linking teller machines nationally. ''Customers for some time have come to assume that merchants - with some exceptions like grocery stores - will accept credit cards,'' said J. Paul Bouchelle, executive vice president at the First National Bank of Albuquerque, N.M. ''Now we are reaching a point with automated teller machines that when they see one, they are inclined to expect that they have a card that will let them get cash.''
+The nation's 70,000 automated teller machines still belong to individual banks, but almost all also belong to at least one of more than 600 sharing systems. Machines in these systems can serve customers of other banks. Chemical Bank has more than 300 automated tellers, but its customers have access to 28,000 terminals around the country - more, it contends, than any other bank.
+The two largest networks of automated tellers - Plus System Inc., an affiliate of Visa, and Cirrus System Inc., a subsidiary of MasterCard - have agreed to grant access to each others' members. When the competing systems link up in June, customers will find that their cash cards work in 44,000 terminals.
+Bankers say their surveys show that machines please. ''The automated teller machines answer real consumer dissatisfactions - the inability to get cash after banking hours and long teller lines,'' said Douglas D. Anderson, an executive vice president at the Corestates Financial Corporation in Philadelphia.
+But the machines often do not eliminate enough flesh-and-blood tellers for banks to realize any savings. Studies show that a heavily used automated teller can handle transactions for a third to half the cost of a human teller. But if volume is lacking, the machine can cost more than twice as much as the employee.
+Bankers have developed a score of strategies for the machines to grind out profits. The North Fork Bank and Trust Company of Long Island installed teller machines near the beaches but far from most of its own customers. The 39-cent fee collected for each use by another bank's customer more than cover the machines' $10,000 to $12,000 annual cost.
+In New York, the Dollar Dry Dock Savings Bank flashes ads for its other products during pauses between transactions. Citibank executives say their New York network of 1,100 machines has been a key to expanding its share of the New York consumer market to more than 13 percent from less than 5 percent in 1977. Banking by Phone
+Telephone banking also reaches far beyond the traditional, local branch. Customers can send instructions to a bank computer using the tones on push-button phones. According to a survey last year by Banking and Computer magazine, 23 percent of financial institutions were offering telephone banking compared with 13 percent in 1987.
+Executives of the People's Bank of Bridgeport, Conn. say that their early introduction of banking by phone has been vindicated. ''When we began the bank by phone service in 1974 it was a very unusual feature,'' said Pat Matteson, a senior vice president. People's finds it has toinnovate to stay ahead ofother banks with telephone service. The Connecticut bank has added loans by phone, handling as many loans as several branches combined. Customers waiting in automobile showrooms can get approval in as little as 15 minutes. Last year, about 30 percent of the bank's individual retirement account rollovers were handled by phone.
+Bankers hope more customers let their fingers do the banking. George W. Cole, director of marketing at Periphonics, a vendor of bank-by-phone equipment, noted that for the cost of one telephone operator, a bank can buy the computers and software to handle four phone lines simultaneously, 24 hours a day. ''As much as 25 percent of the calls come on weekends, when most people do their shopping, but the banks are closed,'' Mr. Cole said. Although three-fourths of the calls are for account balances, Mr. Cole said that telephone banking was expanding to include bill-paying. Customers can push buttons on their phones to give the bank instructions for writing checks. Credit Card Boom
+To steer more account-holders toward the telephones, some banks offer incentives. At the National Westminster Bank of New Jersey, the 40 percent of its customers who bank by phone earn a half-point more interest on their money market accounts. Thomas J. Dzurkoc, a bank vice president, said that because these customers are not allowed to write their own checks on such accounts, costs are reduced. ''An even greater benefit to us is that bank-by-phone customers are more loyal, have more account relationships and keep higher balances,'' he said.
+The credit card business was a money-loser as recently as 10 years ago, but banks have turned it into one of their most profitable lines. There are 190 million cards, with unpaid balances of more than $113 billion. In the wallet wars, it counts to be the first one a consumer reaches for.
+The business is profitable enough to attract new competitors like Sears, Roebuck & Company, whose 29.6 million Discover cards are accepted by a million merchants. And A.T.&T. - whose telephone cards are the most widely used credit cards of all - is expected to introduce a more broadly accepted credit card soon.
+The 5,000 banks that issue credit cards are spending millions on advertising to convince consumers that their cards are somehow unique. Bankers are no longer content to remain anonymous behind the Visa and Mastercard logos - they're putting their own up front.
+As more cards are concentrated among a few dozen large banks, they are less willing to have their products regarded as generic commodities. Like food companies competing for supermarket display space, bankers plot to put their plastic in the most accessible slot in consumers' billfolds. And they want distinctive brand names. Citibank, easily the largest bank card issuer in the country, with more than 25 million cards, addresses the issue directly in its television commercials: ''Not just Visa. Citibank Visa.''
+Les Dinkin, a management consultant at KPMG Peat Marwick, said that a brand image can be as valuable for a bank as for a food product. ''It allows a company to charge a premium price for their product, and creates a better platform for expansion.'' After 20 years of promotions, Visa and Mastercard have won wide acceptance. ''But the banks were left without a proprietary product, and now have to overcome the perception that one card is pretty much as good as another,'' he said.
+While only Citibank advertises on television nationally, thousands of other banks are filling mailboxes and crowding hotel check-out counters with their card offerings. But large banks are expanding their market share, using many of the same advantages that caused small banks to fight nationwide branching. ''The smaller and medium-sized issuers don't enjoy the economies of scale and the economies of sophistication that the major issuers have,'' said Scott P. Marks, chairman of FCC National Bank, the Delaware bank that issues cards for the First Chicago Corporation.
+Economies of scale begin with a credit card loan portfolio of $1 billion to $2 billion, allowing the purchase of computers to reduce paperwork, Mr. Marks said. The economies of sophistication come with a portfolio of at least $3 billion, enough to hire marketing specialists. As one of the banking industry's five largest card issuers, Mr. Marks said, ''I can acquire new accounts more cost efficiently . . . and I can stimulate usage of the cards more effectively.''
+As banks quest for brand identity, they have introduced all sorts of special features, which are inevitably matched by competitors. Chase Manhattan was among the many banks to match American Express's insurance for recent purchases.
+Mr. Marks of First Chicago says that annual growth of more than 20 percent in credit card balances over the past five years means that the industry has yet to mature. ''Over the next five years, I expect the industry to continue growing comfortably in double digits, but not as fast as the past five years,'' he said. Next: Debit Cards? The next generation of cards is proving harder for banks to promote. Bankers want customers to regard their teller cards as debit cards and use them for much more than cash withdrawals. The cards would make it easy for merchants with the proper terminals to accept payment by automatically deducting funds from customers' bank accounts. Banks would gain tremendous savings as the volume of paper checks fell.
+But debit cards face several obstacles, according to Gary S. Roboff, a vice president at Manufacturers Hanover Trust Company and president of the New York Cash Exchange, the largest regional network of teller machines. ''The problem for the industry has been a lack of agreement about how the costs should be shared among merchants, bankers and consumers,'' he said. While Visa and Mastercard have considered a nationwide debit card, neither has promoted the idea aggressively enough. ''No single bank can afford to build its own system alone,'' Mr. Roboff said. ''And merchants' main concern is selling goods, so they want to be sure that whatever system they take will accept everybody,'' not just the customers of a particular bank.
+Bankers are not abandoning the effort. In October, the New York Cash Exchange introduced a system of terminals at check-out counters in Wegman's Supermarkets. The terminals accept a wide variety of cards.
+But Mr. Anderson of Corestates says that consumers will require more incentives to welcome debit cards. ''It may be necessary to make it economically attractive for consumers to use it, or put another way, economically unattractive not to use it,'' he said. Grocery stores already have some incentives, he added. It costs them 50 cents to process a check, and only slightly less to handle a cash purchase necessitating cash counting, security and insurance. As computers have become cheaper, the cost of processing an electronic payment has fallen to about 25 cents.
+For bankers, finally establishing a presence at grocery check-outs is not just a distant dream. If they have their way, the day may be approaching when cash is no longer king.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Banking%27s+High-Tech+Retail+Chase&title=New+York+Times&issn=03624331&date=1989-12-31&volume=&issue=&spage=A.1&au=Quint%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 31, 1989","Gradually, bank customers are learning to love teller machines, if not as much as bankers would like. Banks have fueled the romance by linking teller machines nationally. ''Customers for some time have come to assume that merchants - with some exceptions like grocery stores - will accept credit cards,'' said J. Paul Bouchelle, executive vice president at the First National Bank of Albuquerque, N.M. ''Now we are reaching a point with automated teller machines that when they see one, they are inclined to expect that they have a card that will let them get cash.'' Les Dinkin, a management consultant at KPMG Peat Marwick, said that a brand image can be as valuable for a bank as for a food product. ''It allows a company to charge a premium price for their product, and creates a better platform for expansion.'' After 20 years of promotions, Visa and Mastercard have won wide acceptance. ''But the banks were left without a proprietary product, and now have to overcome the perception that one card is pretty much as good as another,'' he said. Debit cards face several obstacles, according to Gary S. Roboff, a vice president at Manufacturers Hanover Trust Company and president of the New York Cash Exchange, the largest regional network of teller machines. ''The problem for the industry has been a lack of agreement about how the costs should be shared among merchants, bankers and consumers,'' he said. While Visa and Mastercard have considered a nationwide debit card, neither has promoted the idea aggressively enough. ''No single bank can afford to build its own system alone,'' Mr. Roboff said. ''And merchants' main concern is selling goods, so they want to be sure that whatever system they take will accept everybody,'' not just the customers of a particular bank.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Dec 1989: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Quint, Michael",New York Times Company,,Newspapers,427455387,"United States, New York, N.Y.",English,31-Dec-89,BANKS AND BANKING; ELECTRONICS; INDUSTRY PROFILES; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+Silicon Valley's Design Renaissance,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/silicon-valleys-design-renaissance/docview/427348012/se-2?accountid=14586,"LEAD: At Synopsys, a small start-up company here in the heart of the Silicon Valley, Cindy Collart sits before a desktop work station. On her screen is a file written in familiar programming language.
+At Synopsys, a small start-up company here in the heart of the Silicon Valley, Cindy Collart sits before a desktop work station. On her screen is a file written in familiar programming language.
+To the casual observer, Ms. Collart might seem to be writing some simple software, perhaps an accounting program. But at regular intervals she issues a command from her keyboard and the text on the screen dissolves into a spidery network revealing something remarkably different - a computer circuit diagram.
+Ms. Collart, a 26-year-old electrical engineer, is one of a new breed of Silicon Valley hardware designers who routinely use powerful computer programs to design the silicon chips that are at the core of all modern electronic products.
+Not so long ago, chip designers could be found hunched over their drafting tables, painstakingly drawing circuits that would eventually be etched onto silicon and spending considerable time mapping out the intricate interconnections that make the circuit work.
+Today, designers can translate their ideas into programming commands and pass these commands through powerful computer software that arranges the integrated circuits for them. The software automatically handles much of the excruciating detail - where to place the myriad transistors and how best to connect them within a tiny area. The new software programs are dramatically expanding the number of people who can design chips and increasing the pool of creative talent in the field.
+The new chip-design technology is also speeding the pace of microelectronics design and shrinking the critical time-to-market in business and consumer electronics products.
+Some in the industry say the new technology could even turn the tables on the Japanese, who have outclassed Silicon Valley in semiconductor manufacturing prowess. A faster pace of innovation - and obsolescence - in chip design, they reason, may work against the Japanese, who favor longer investment cycles and stable chip markets.
+At home, the high-tech design methods are already shaking up Silicon Valley, especially the relationship between chip suppliers and customers. ''The line between computer system design and individual chip design is blurring,'' said Andreas V. Bechtolsheim, a co-founder of Sun Microsystems Inc. and architect of the Sparcstation work station, which contains chips designed by company engineers using the new technology.
+As chip design becomes less and less the province of a tiny band of specialists, start-ups like Synopsys, along with companies like Silicon Compiler Systems and Seattle Silicon, are springing up to create powerful chip-design programs.
+At the same time, there has been a wave of ''fabless'' chip designers and makers - companies with lots of engineers, but few or no fabrication plants. ''The structure of the semiconductor industry has changed,'' said Andrew S. Rappaport, president of the Technology Research Group, a Boston-based semiconductor consulting group. ''A viable supplier no longer needs to produce silicon.''
+Dubbed ''semicomputer'' companies by the computer designer C. Gordon Bell, these chip marketers - including the Weitek Corporation, Chips & Technologies and Cirrus Logic - typically farm out the chip manufacturing to silicon ''foundries'' in the United States or Japan. That shifts considerable costs these days, when building a small silicon manufacturing plant can cost $40 million to $60 million. (Sanford Kane, founder of U.S. Memories Inc., the recently formed joint venture, says he expects to spend more than $300 million for a foundry to build four-megabit D-RAM chips.) ''We've built up this collection of independent little groups to do designs,'' said Dr. Bell. ''Think of it like the publishing industry. You have all these authors out there designing digital systems.'' Some in the industry say computerized chip design is revitalizing the Valley, increasing its role as the brain center of the world's electronics industry. ''You can go around Silicon Valley these days and find people in their garages designing chips on computer work stations,'' said G. Dan Hutcheson, executive vice president at VLSI Research Inc., a consulting firm in San Jose.. ''It's like being in Venice during the Renaissance.''
+But others, including some traditional chip makers, say that the changes, particularly the shift toward ''fabless'' chip-making, could harm the Valley. Andrew Grove, chief executive of the Intel Corporation, argues that the largest companies that design and manufacture chips must remain integrated to be successful and compete with Japan. ''I don't see how there can be any good news in the shrinking of the manufacturing base,'' he said. ''There's nothing good about it except for those who want to make a quick buck.'' Chips Get 'Denser'
+Whatever its impact on the economics of the industry, the change in chip design has been necessary, perhaps even inevitable, given the growing demand for more sophisticated chips, the phenomenal increase in chip complexity over the past two decades and a competitive electronics market that puts a premium on getting to market quickly.
+According to the Integrated Circuit Engineering Corporation, a market research firm in Scottsdale, Ariz., almost 25 percent of the semiconductors used by system designers in 1992 will be the complex type that the industry calls ASIC's, application-specific integrated circuits.
+And ASIC's are not even the ''densest'' chips around. Semiconductors with a million or more transistors - like Intel's i486 microprocessor -will soon become fairly commonplace. With the density of complex chips quadrupling every three years, the industry will soon be confronted with designs as intricate as a street map of the entire United States. That translates into millions of microscopic electronic switches dotting the surface of a thumbnail-sized semiconductor - switches that must work together with nanosecond (billionth-of-a-second) precision.
+Small wonder, then, that chip designers - and a growing number of systems engineers - are turning to programs known as ''silicon compilers'' and ''logic synthesizers.''
+Compilers take a designer's ideas about a given chip's function and issue a set of specifications to be followed by a chip fabrication plant. Synthesizers automatically improve on a design by squeezing transistors into a smaller area and shortening the pathways through the circuit.
+Such software offers a dramatic shortening in the time it takes to make these dense chips. Earlier in the decade, for example, a dozen Intel engineers and a dozen technicians, designing the old way, took three years to build an advanced 16-bit 40,000-transistor microprocessor, known as the 80186 - a chip designed to pump up the power in personal computers. Last year, using logic-synthesis software, two circuit designers at Sun Microsystems designed, tested and then had manufactured a graphics chip of the same complexity in just 12 months.
+A recent McKinsey & Company study concluded that if a high-technology company is even six months late in bringing a product to market it can lower profits by as much as 33 percent. And Mr. Grove says Intel learned a number of painful lessons before it switched to using design automation tools.
+Two of Intel's specialized processors for graphics and text applications took more than six years to design and cost millions of dollars, he says, and by the time they were completed, they were obsolete. ''It was a lot of agony for a lot of people,'' he said. Software, Not Silicon
+With automated design, Intel has significantly shortened the design cycle of its new chips. Its i586 microprocessor, now being developed, is expected to be ready in a little more than two years. That's one year less than what it took to design the less-complex 80286 chip, which the company introduced in I.B.M.'s PC/AT computer in 1983.
+The classic expression of the new technology is found at the ''fabless'' chip marketers that began to appear in the early 1980's.
+Weitek, a Sunnyvale chip maker, was one of the first. John Rizzo, vice president of the company, founded in 1981, likes to say that Weitek is a software company masquerading as a chip maker. ''We look more like a Microsoft or an Adobe Systems than like a traditional semiconductor manufacturer,'' Mr. Rizzo said. ''Instead of shipping our products on floppy disks, we ship out silicon.''
+Weitek specializes in mathematics-processing chips that are used to ''turbocharge'' computer work stations and supercomputers. The chips dramatically speed the kind of math-intensive computing used in everything from electronic spreadsheets to computer-aided design tools.
+As Mr. Rizzo points out, the value in these chips is found more in the software, the specialized mathematical algorithms designed by his company's engineers, than in the inexpensive silicon. For manufacture, it relies on contracts with United States and Japanese silicon foundries.
+A slightly younger company, Chips & Technologies Inc. in San Jose, is perhaps the archetypal new-wave chip operation. The company grew out of the idea of squeezing the dozens of different chips that went into the original I.B.M. Personal Computer onto just two custom chips - a ''chip set,'' in industry jargon. Disks With Extra Drive
+By integrating all of the peripheral silicon components that go into a personal computer, Chips & Technologies was able to greatly simplify computer design, shrink the size of the computer package, and win a bigger market share for its chips in the personal computer market.
+Like Weitek, the company has avoided building its own chip manufacturing plant. With last year's revenues dramatically up, to $217.6 million from $141.4 million for the previous year, Chips & Technologies has broadened its focus. It now makes chip sets that combine all the functions of a high-resolution personal computer graphics board, and has also introduced a chip set for portable computers.
+''Our research and development budget is very high,'' said Ravi Bhatnagar, director of systems logic at Chips & Technologies. ''Companies that have chip fabrication lines have a tremendous disadvantage. We are spending almost twice as much on product development.''
+The company also maintains its edge by hiring skilled designers for most of its work force. About 75 percent of its more than 400 employees are trained engineers.
+Like other high-tech companies, Chips & Technologies finds it is critical to get to market first with a new design. Recently, a team of its engineers meticulously reverse-engineered I.B.M.'s highest-resolution personal-computer graphics standard, the 8514 circuit board, shrinking it into a low-cost chip set with more features than the original product. The reverse engineering took 12 months, but the new chip was designed and brought to market just six months later.
+Cirrus Logic Inc., a five-year-old chip maker in Milpitas, is pursuing a similar strategy, though it has based its future on its own design software created by Suhas Patil, the company's founder. The company has taken advantage of the program's speed to help a business partner, Video-7, based in Fremont, get to market early with a personal computer graphics card that emulates one of I. B. M.'s high-resolution color graphics standards.
+Cirrus is also the leading supplier of intelligent controller chips for the computer industry's popular 3.5-inch hard disks. The speedy performance of the Cirrus disk controller is a major reason the Compaq Computer Corporation has an edge over I. B. M. in the market for the most powerful desktop computers. The Heat in 'Hot Boxes'
+Nowhere, in fact, is the impact of the new chip-design technology more visible than in the Silicon Valley's most recent ''hot boxes'' - industry jargon for the fastest personal computers and work stations. The new computers also illustrate the extent to which traditional chip customers are themselves becoming chip designers.
+The engineers who created such advanced work stations as Sun Microsystems' Sparcstation, Apple Computer's Macintosh IIcx and Next Inc.'s new computer all made extensive use of the new chip-design technology. ''Unless you have the best tools you'll be left behind,'' said Mr. Bechtolsheim of Sun.
+Using only 49 chips for the Sparcstation, many designed in-house, for the machine, Mr. Bechtolsheim went a long way toward blurring the distinction between personal computers and engineering work stations. The chip design allowed the computer's main circuit board to be no larger than an 8 1/2-inch by 11-inch piece of paper and no thicker than a pizza box.
+The engineers at Sun created the Sparcstation in just over two years, basing it on a microprocessor they also designed.
+The microprocessor is based on a new philosophy, which has flowered as a result of automated chip design: RISC, or reduced instruction set computing. The RISC approach is a perfect match for the new chip-design tools, since RISC microprocessor designs are simpler and more powerful than their predecessors.
+Earlier this year, the Digital Equipment Corporation and the N. E. C. Corporation adopted a RISC-based approach for their most advanced work stations. Both used RISC chips designed by the MIPS Computer Company in Sunnyale.
+One of the ''fabless'' chip makers, MIPS attributes its success as a RISC chip supplier to its ability to design quickly and without the costs of fabrication. ''We couldn't afford to manufacture our own chips,'' said Skip Stritter, one of the designers at MIPS. ''So we had to find a better way. We had to be smarter.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Silicon+Valley%27s+Design+Renaissance&title=New+York+Times&issn=03624331&date=1989-08-06&volume=&issue=&spage=A.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 6, 1989","Dubbed ''semicomputer'' companies by the computer designer C. Gordon Bell, these chip marketers - including the Weitek Corporation, Chips & Technologies and Cirrus Logic - typically farm out the chip manufacturing to silicon ''foundries'' in the United States or Japan. That shifts considerable costs these days, when building a small silicon manufacturing plant can cost $40 million to $60 million. (Sanford Kane, founder of U.S. Memories Inc., the recently formed joint venture, says he expects to spend more than $300 million for a foundry to build four-megabit D-RAM chips.) ''We've built up this collection of independent little groups to do designs,'' said Dr. Bell. ''Think of it like the publishing industry. You have all these authors out there designing digital systems.'' Some in the industry say computerized chip design is revitalizing the Valley, increasing its role as the brain center of the world's electronics industry. ''You can go around Silicon Valley these days and find people in their garages designing chips on computer work stations,'' said G. Dan Hutcheson, executive vice president at VLSI Research Inc., a consulting firm in San Jose.. ''It's like being in Venice during the Renaissance.'' Others, including some traditional chip makers, say that the changes, particularly the shift toward ''fabless'' chip-making, could harm the Valley. Andrew Grove, chief executive of the Intel Corporation, argues that the largest companies that design and manufacture chips must remain integrated to be successful and compete with Japan. ''I don't see how there can be any good news in the shrinking of the manufacturing base,'' he said. ''There's nothing good about it except for those who want to make a quick buck.'' Chips Get 'Denser' One of the ''fabless'' chip makers, MIPS attributes its success as a RISC chip supplier to its ability to design quickly and without the costs of fabrication. ''We couldn't afford to manufacture our own chips,'' said Skip Stritter, one of the designers at MIPS. ''So we had to find a better way. We had to be smarter.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Aug 1989: A.1.",11/15/17,"New York, N.Y.",SILICON VALLEY (CALIF),"Markoff, John",New York Times Company,,Newspapers,427348012,"United States, New York, N.Y.",English,6-Aug-89,"ELECTRONICS; NEW MODELS, DESIGN AND PRODUCTS; SEMICONDUCTORS; DESIGN; SOFTWARE PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+ONE SMALL SHELF FOR LITERATURE,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/one-small-shelf-literature/docview/427287679/se-2?accountid=14586,"LEAD: ''With how sad steps, O Moon, thou climb'st the skies! / How silently, and with how wan a face!'' Are you looking for your lovers, those Apollonian heroes who pursued you for 10 years and were faithful, at intervals, for only three?
+''With how sad steps, O Moon, thou climb'st the skies! / How silently, and with how wan a face!'' Are you looking for your lovers, those Apollonian heroes who pursued you for 10 years and were faithful, at intervals, for only three?
+Twenty years ago this morning, Neil Armstrong, Edwin E. (Buzz) Aldrin Jr. and Michael Collins rose off the earth in front of a crowd of a million people. In ''From the Earth to the Moon'' (1865), Jules Verne had predicted an audience of five million, but, eerily, he got an assortment of other things right. Florida would be the point of departure; a three-man crew would travel to the moon and splash down in the ocean upon return; and the cannon that launched them would be called the Columbiad - the men of Apollo 11 finally went to the moon in a command module named Columbia.
+Writers have been traveling there for centuries. The real Cyrano de Bergerac (not Edmond Rostand's 19th-century creation) had his ''Comical History of the States and Empires of the Moon'' published posthumously in 1657: ''I was no sooner come, but they carryed me to the Palace, where the Grandees received me with more Moderation, than the People had done as I passed the Streets.''
+By the 1950's science fiction writers had taken increasingly plausible measure of a place they knew would soon be visited. In the introduction to ''Men on the Moon'' (1958), a collection of lunar stories, Donald A. Wollheim wrote: ''Here then is a science-fiction anthology which may in a little while cease entirely to be 'science-fiction.' '' Five years later, when the first Mercury flights were over and the giant Saturn 5 rocket was being developed, Jeff Sutton wrote ''Apollo at Go,'' a little adventure dancing right on the line between realism and fantasy. His crew took off on July 5, 1969 - just 11 days from what would be the real thing.
+''Apollo at Go'' contains some enjoyably awful dialogue; one of the descending astronauts tells the one who must stay in the command module: ''You have a tough one, Les. We couldn't make it without you.'' But by the time 1969 actually came around, what would such good-natured clunkiness matter? Now the great realistic novelists and lyric poets would be taking over, preserving and giving meaning to the landing, recording and imagining what was happening to those of the species still on the earth and looking up.
+It didn't turn out that way. The moon landing now stands as one of the most underwritten of historic events. The reasons that important creative writers might have turned their attention to it seem self-evident, but most of them found reasons to avoid it. To consider the paucity of fiction and poetry on the subject is to feel that Mr. Armstrong and Mr. Aldrin must have touched down on the moon's dark side and remained invisible to those who had sent them. An essay about literary sightings - uninclusive though it may be - is a survey of exceptions.
+Harry (Rabbit) Angstrom, John Updike's once-per-decade Everyman, has always, like his creator, had an appreciation of gadgetry. ''God, what a lot of ingenious crap there is in the world,'' he thinks in ''Rabbit Redux'' (1971) while shopping in a drugstore on Sunday afternoon, July 20, 1969, just before the descent in the Eagle to Tranquillity Base. Emerging back into the ''Sunday-stilled downtown'' of Brewer, Pa., he wonders: ''Where is everybody? Is there life on Earth?'' This is 1969, the age of migration to suburb and mall. Mr. Updike uses Apollo 11 as part of the thick historical weave marking the whole Rabbit trilogy, and reactions to the landing are used to characterize the various Angstroms.
+Rabbit actually can't work up much enthusiasm for the event's technology, not even when his own job as a linotyper at the local paper is being threatened by automation. Also, by the night of the moon walk, his wife, Janice, has left him, and Rabbit's responses to what he sees on television a quarter of a million miles away are tentative, unformed. He is watching at his parents' house but, like the astronauts, he has been thrust suddenly into a new world: ''A man in clumsy silhouette has interposed himself among these abstract shadows and glare. He says something about 'steps' that a crackle keeps Rabbit from understanding. Electronic letters travelling sideways spell out MAN IS ON THE MOON. . . . From behind him, Rabbit's mother's hand with difficulty reaches out, touches the back of his skull, stays there, awkwardly tries to massage his scalp, to ease away thoughts of the trouble she knows he is in. 'I don't know, Mom,' he abruptly admits. 'I know it's happened, but I don't feel anything yet.' ''
+Novelists have rarely been shy about telling readers what to feel, but with Apollo 11 they didn't often seem up to the job. James A. Michener's narratives move along like big comfortable Buicks. They're dependable, and they don't vibrate much. In ''Space'' (1982), he does a clever job of melding a set of fictional characters and events onto the real ones of the 60's, and about 400 pages into the novel, Tranquillity Base tells Houston that the Eagle has landed. Some of the book's principal characters are watching from the bar of the Longhorn Motel outside Houston. There's a bit of pepper in Mr. Michener's mix of people - Elinor Grant, the right-wing Senator's wife, is certain that there is a race of moonlings on the dark side waiting to greet and assist the visitors - but movements and speech in this novel are strictly mini-series: ''John Pope started the real celebration by kissing [ his wife, ] Penny, who had tears in her eyes, and she turned to kiss Senator Grant, whose fortitude she had so often witnessed. 'We did it,' she cried. 'In our bumbling way we did it.' '' ''Space'' is finally just another place between ''Chesapeake'' and ''Poland.''
+Only a few of our best novelists even consented to look up at what was going on. Before discussing moon travel with the scientist Dr. Govinda Lal, Saul Bellow's ruminating Mr. Sammler (''Mr. Sammler's Planet,'' 1970) tries to sort his mixed feelings: ''This is not the way to get out of spatial-temporal prison. Distance is still finite. Finite is still feeling through the veil, examining the naked inner reality with a gloved hand. However, one could see the advantage of getting away from here, building plastic igloos in the vacuum, dwelling in quiet colonies, necessarily austere, drinking the fossil waters, considering basic questions only.'' But Mr. Sammler's planet is earth, and space travel takes up only a small amount of his philosophic time, just as, finally, the moon landing is more a motif than a key to ''Rabbit Redux.'' We are told that Tom Gilpin - the millenarian hero of Hortense Calisher's ''Mysteries of Motion'' (1983), a novel that describes the first space shuttle for civilians - gave himself to the dream of space travel on the night after the Apollo 11 landing. He was an American college student on a work holiday in a Tuscan village. At a cafe ''a man shouted from the back - Viv'il machina A-pol-lo! The old man transfixed in front of the glassy display mouthed it - A-pol-lo. . . . A-pol-lo the tables murmured, and crossed themselves. Together, Tom Gilpin and the old man wept.'' In graduate school, Tom is unable to interest his ''intellectual friends'' in the idea of new worlds: ''Even if he could woo them to a space museum, to join the hoi polloi who were there for the wide-lens movie and any fantasy they could get, their eyes skewed and wandered. It had nothing to do with them. They hadn't yet made the connection.'' No doubt one of the things keeping his fellow graduate students, as well as most novelists, immune to the lure of spaceships that men have actually built and launched is what seems the sexlessness of the enterprise. Before his own flight, Gilpin ''feels the removal he always does, from all those still down there in the hot sexual morass.'' So far spaceships have been clean, well-lighted places whose human occupants have been denied the chance to function in ways other than the all too purely navigational and scientific. Novelists of the here and now have largely assumed the whole business to be devoid of the passions their vocation has taught them to pursue. Fortunately, not all of them.
+Paul Auster's terrifically energetic recent novel, ''Moon Palace,'' begins in the summer of 1969. The title actually comes from the name of a Chinese restaurant near Columbia University, and it is, in fact, not there but at Quinn's Bar and Grill that the young narrator, Marco (as in Marco Polo), watches the televised descent of Neil Armstrong to the lunar surface. Mr. Auster has some of the details wrong (there was no golf cart - that is, lunar rover - on that first mission), and Marco does squirm a bit at seeing a flag planted ''in the eye of what had once been the goddess of love and lunacy,'' but at least both author and narrator are susceptible to the accomplishment's wonder. That summer Marco starts associating the Chinese restaurant's name with all sorts of things: ''Perhaps the word moon had changed for me after I saw men wandering around its surface. . . . The idea of voyaging into the unknown, for example, and the parallels between Columbus and the astronauts. The discovery of America as a failure to reach China; Chinese food and my empty stomach.'' Marco is broke and hungry and maybe a little crazy, but he nonetheless feels ''a tremendous power surging through [ himself ] , a gnostic joy that penetrated deep into the heart of things. Then, very suddenly, as suddenly as [ he ] had gained power, [ he ] lost it.'' Even so, he and the author who invented him 20 years later have done what few other writers have seemed willing to do: they gave themselves over to the event.
+By 1969, what some liberal authors saw as the new political incorrectness of the Apollo program left them feeling guilty or ambivalent toward it. Begun as a progressive Democratic crusade under John F. Kennedy, Apollo would be completed by his 1960 Presidential opponent, Richard Nixon. Race riots, Vietnam and the awareness of poverty had come in between. The morning after the landing The New York Times asked a group of prominent artists, thinkers and social activists for their reactions. There was a fair share of joy and awe (''an extraordinary event of incalculable importance,'' Eugene Ionesco said), but much uneasiness and even outrage. The poet June Jordan asked, ''I mean, brothers and sisters, have you ever heard of children - bankrupt, screaming - on the moon?'' The odd fact is that a strong interest in extraterrestrial travel in 1969 usually indicated social conservatism; Hanoi, not Houston, was the typical venue for serious writers of the time.
+Norman Mailer covered the moon mission almost in spite of himself. NASA was a place with ''no smells . . . hardly the terrain for Aquarius,'' the name he gives himself in ''Of a Fire on the Moon'' (1971). The Manned Spacecraft Center was like ''one of those miserable brand new college campuses with buildings white as toothpaste . . . a college campus in short to replace the one which burned in the last revolution of the students.'' Mr. Mailer is once again his own picaresque hero, witnessing man's first departure from the planet while preoccupied with such personal earthly problems as his weight and his wives.
+''Was the voyage of Apollo 11,'' Aquarius wonders, ''the noblest expression of a technological age, or the best evidence of its utter insanity?'' He gives no answer, just consistently fresh speculation. ''Of a Fire on the Moon'' is a gaudy tumble of humor, philosophy and metaphor: ''Physics is the church, and engineering the most devout sinner.'' On earth the space-suited Neil Armstrong looks like ''a newborn cat in its caul,'' and his first movements on the moon are ''not unlike the first staggering steps of a just-born calf.'' In the midst of thinking big, Mr. Mailer the novelist finds all sorts of opportunities to give the reader of his book of New Journalism plenty of old fictive pleasures. For one moment, when the lunar module, still attached to Columbia, seems to be tugging on its own toward the moon's surface, the mission even becomes the story of a boy and his pet: '' [ Michael ] Collins was grinding through the anxiety that the Lem was behaving most peculiarly, not unlike a dog on a leash who keeps leaning in the direction of a new and fascinating scent.''
+Mr. Mailer's self-absorption in the presence of the epochal (''He too wanted to go up in the bird'') proves not annoying, but just what's necessary to measure the event. Aquarius, to his surprise, undergoes ''a loss of ego'' during his witness, and the Norman Mailer who shines through ''Of a Fire on the Moon'' has a charm and generosity that he has never conveyed as successfully before or since. His oddball book was the only one worthy of the occasion.
+Poets acted as if they owned the place. In terms of literary history, this had been pretty much the truth. Milton appraised the moon's ''clouded majesty,'' William Blake its ''silent delight,'' Emily Dickinson its ''amber hands.'' Poems by these writers' post-Apollonian heirs, collected in ''Moonstruck: An Anthology of Lunar Poetry'' (1974), seem like letters by claimants in a class action suit. The soft landing by the lunar module is resented as an act of gate-crashing, and the astronauts are scorned as boorish trespassers.
+Babette Deutsch wrote that ''for a few, what has happened is the death of a divine Person, is a betrayal.'' ''What Comedy's this Epic!'' Allen Ginsberg cried. William Plomer reduced the whole enterprise to six words: countdown takeoff moonprints rockbox splashdown claptrap. In 1930 W. H. Auden had happily noted that the ''lunar beauty'' he was observing had ''no history''; four decades later it did, thanks to ''a phallic triumph'' at which he blew a bardic raspberry: ''Worth going to see? I can well believe it. / Worth seeing? Mneh!'' He simply decided to pretend that what he couldn't see with his naked eye had never happened: ''Unsmudged, thank God, my Moon still queens the Heavens.''
+Not every poet was aggrieved or contemptuous. May Swenson, for example, settled for quiet speculation about the risks of demythologizing: ''Can flesh rub with symbol? . . . Dare we land upon a dream?'' But only a few let joy be unconfined. Archibald MacLeish was one: ''We have touched you!'' he exclaimed in ''Voyage to the Moon,'' a poem that is alert to the landing's narrative opportunities. ''Three days and three nights we journeyed, steered by farthest stars.''
+How many remember, or ever knew, that the astronauts actually did steer by the stars? There were navigational computers aboard, of course, but Michael Collins, more romantically, used a sextant. There was more poetry and personality in the mission than many people, or poets, realized. Who remembers that Neil Armstrong and Buzz Aldrin carried a piece of the wing fabric of the Wright brothers' Kitty Hawk Flyer with them, or that Mr. Armstrong, on his way home but still more than 100,000 miles away, played ''Music Out of the Moon,'' from an old record that he and his wife had liked to listen to in the early days of their marriage? We probably don't recall because we didn't pay attention, having already convinced ourselves that there was nothing emotional or even individual about the explorers. In ''Seeing Earth: Literary Responses to Space Exploration,'' its editor, Ronald Weber, writes, ''All that writers knew about the new ocean of space came second hand - and second hand from spokesmen hardly notable for their way with words.'' It's certainly true that space presents particular difficulties when trying to follow the rule to write about what you know, and most official astronaut-talk is necessarily bland. But even after Tom Wolfe's corrective ''Right Stuff,'' the way in which writers have condescended to astronauts is a kind of imaginative scandal.
+Did the journey seem too perfect, too glitch free, to provide much narrative suspense? In fact, for a while after Mr. Armstrong and Mr. Aldrin brought the lunar module to the moon's surface, no one, including themselves, knew just where they were. Mr. Armstrong saw boulders strewn about the projected landing site, and with less than a minute's worth of fuel left, he had to fly the ship to whatever safe place he could manage to spot through the window. And this antiseptic little lunar module had got where it was because thousands of people on the ground at NASA had endured more than their share of stress and exhaustion. All of this is chronicled, to be sure, in ''Apollo'' by Charles Murray and Catherine Bly Cox (see below). But all of it has also been conspicuously unimagined by poets and novelists.
+Surely science fiction writers should have been ecstatic. Yes and no. Eleven years after publishing his anthology of lunar stories, Donald A. Wollheim reprinted it, along with an appendix by science fiction writers asked to respond to both the plaque left by the astronauts (''We Came in Peace for All Mankind'') and an alternative one proposed by I. F. Stone, which read in part: ''Their Destructive Ingenuity Knows No Limits and Their Wanton Pollution No Restraint. Let the Rest of the Universe Beware.'' Ray Bradbury said Stone was ''ancient with Doom, while we stay young with the promise of Space,'' and plenty of his colleagues offered similar sentiments. But some of the literary space travelers had to agree with Stone at least to some extent. The achievement, they felt, expressed arrogance as well as hope. Isaac Asimov wanted to feel the nobility of the mission but acknowledged that ''every word [ Stone ] says has a strong element of truth in it.''
+Curiously enough, now that lunar fantasy has become lunar history, science fiction writers seem intent on making up their own past for the space program. In his collection of stories ''Memories of the Space Age'' (1988), J. G. Ballard imagines Cape Canaveral as a set of rusting ruins and battered heroes. The narrator of Mr. Ballard's story ''The Man Who Walked on the Moon'' remembers reading about an ''impoverished American who claimed to have been an astronaut, and told his story to tourists for the price of a drink. . . . His long-jawed face and stoical pilot's eyes seemed vaguely familiar from the magazine photographs.'' In a 1976 story, ''The Eve of the Last Apollo,'' Carter Scholz places the first moon landing in 1970 and describes the first man to walk on the surface as a self-doubting wreck who is trying to cope (partly through writing poetry) with a sense of futility about what he accomplished: ''We took one step out of the cradle; we put our foot out - and drew it back. . . . I think what it is is that we're not ready for space, we can't deal with all that emptiness.''
+He may have been right. Shortly after the voyage of Apollo 11, Arthur C. Clarke wrote an essay reminding us of how the moon originally drew life up out of the ocean and onto land and suggested that it might be doing something similar now - drawing the human species into space. Perhaps the very long run will prove him correct, but much of what he wrote 20 years ago about the moon's manned future - ''Well before the end of this century, the first human child will be born there'' - was shockingly premature. Most of all, he seems to have overestimated our interest in what was done between 1969 and 1972: ''To imagine that we will have discovered all that there is to know about the moon after a few Apollo landings is ludicrous. They will merely whet our appetite.''
+They haven't. Of course, we may yet go back to the moon, if only to use its light gravity to help us reach Mars. But plans are uncertain, and bets are off. The years of estrangement between man and moon grow longer. I'm more than twice as old as I was that summer when we first went there, the summer just before I went away to college. A few months ago, I had lunch with an old friend from undergraduate days, and he told me how he has recounted the story of man's trip to the moon to his young and slightly disbelieving son. Twenty years after Apollo 11, moon travel is once more the subject of bedtime tales and childish wonder, though the formula for the prologue has changed - ''Many years from now'' becoming ''Once upon a time.''
+Correction: July 30, 1989, Sunday, Late Edition - Final
+Because of an editing error, an essay on July 16 about writers and space travel, ''One Small Shelf for Literature,'' misidentified Ronald Weber. He is the author of ''Seeing Earth: Literary Responses to Space Exploration,'' not its editor.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ONE+SMALL+SHELF+FOR+LITERATURE&title=New+York+Times&issn=03624331&date=1989-07-16&volume=&issue=&spage=A.1&au=Mallon%2C+Thomas%3BThomas+Mallon+is+the+author+of+%22A+Book+of+One%27s+Own%3A+People+and+Their+Diaries%22+and+%22Arts+and+Sciences%2C%22+a+novel.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 16, 1989","Novelists have rarely been shy about telling readers what to feel, but with Apollo 11 they didn't often seem up to the job. James A. Michener's narratives move along like big comfortable Buicks. They're dependable, and they don't vibrate much. In ''Space'' (1982), he does a clever job of melding a set of fictional characters and events onto the real ones of the 60's, and about 400 pages into the novel, Tranquillity Base tells Houston that the Eagle has landed. Some of the book's principal characters are watching from the bar of the Longhorn Motel outside Houston. There's a bit of pepper in Mr. Michener's mix of people - Elinor Grant, the right-wing Senator's wife, is certain that there is a race of moonlings on the dark side waiting to greet and assist the visitors - but movements and speech in this novel are strictly mini-series: ''John Pope started the real celebration by kissing [ his wife, ] Penny, who had tears in her eyes, and she turned to kiss Senator Grant, whose fortitude she had so often witnessed. 'We did it,' she cried. 'In our bumbling way we did it.' '' ''Space'' is finally just another place between ''Chesapeake'' and ''Poland.'' Only a few of our best novelists even consented to look up at what was going on. Before discussing moon travel with the scientist Dr. Govinda Lal, Saul Bellow's ruminating Mr. Sammler (''Mr. Sammler's Planet,'' 1970) tries to sort his mixed feelings: ''This is not the way to get out of spatial-temporal prison. Distance is still finite. Finite is still feeling through the veil, examining the naked inner reality with a gloved hand. However, one could see the advantage of getting away from here, building plastic igloos in the vacuum, dwelling in quiet colonies, necessarily austere, drinking the fossil waters, considering basic questions only.'' But Mr. Sammler's planet is earth, and space travel takes up only a small amount of his philosophic time, just as, finally, the moon landing is more a motif than a key to ''Rabbit Redux.'' We are told that Tom Gilpin - the millenarian hero of Hortense Calisher's ''Mysteries of Motion'' (1983), a novel that describes the first space shuttle for civilians - gave himself to the dream of space travel on the night after the Apollo 11 landing. He was an American college student on a work holiday in a Tuscan village. At a cafe ''a man shouted from the back - Viv'il machina A-pol-lo! The old man transfixed in front of the glassy display mouthed it - A-pol-lo. . . . A-pol-lo the tables murmured, and crossed themselves. Together, Tom Gilpin and the old man wept.'' In graduate school, Tom is unable to interest his ''intellectual friends'' in the idea of new worlds: ''Even if he could woo them to a space museum, to join the hoi polloi who were there for the wide-lens movie and any fantasy they could get, their eyes skewed and wandered. It had nothing to do with them. They hadn't yet made the connection.'' No doubt one of the things keeping his fellow graduate students, as well as most novelists, immune to the lure of spaceships that men have actually built and launched is what seems the sexlessness of the enterprise. Before his own flight, Gilpin ''feels the removal he always does, from all those still down there in the hot sexual morass.'' So far spaceships have been clean, well-lighted places whose human occupants have been denied the chance to function in ways other than the all too purely navigational and scientific. Novelists of the here and now have largely assumed the whole business to be devoid of the passions their vocation has taught them to pursue. Fortunately, not all of them. Babette Deutsch wrote that ''for a few, what has happened is the death of a divine Person, is a betrayal.'' ''What Comedy's this Epic!'' Allen Ginsberg cried. William Plomer reduced the whole enterprise to six words: countdown takeoff moonprints rockbox splashdown claptrap. In 1930 W. H. Auden had happily noted that the ''lunar beauty'' he was observing had ''no history''; four decades later it did, thanks to ''a phallic triumph'' at which he blew a bardic raspberry: ''Worth going to see? I can well believe it. / Worth seeing? Mneh!'' He simply decided to pretend that what he couldn't see with his naked eye had never happened: ''Unsmudged, thank God, my Moon still queens the Heavens.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 July 1989: A.1.",11/15/17,"New York, N.Y.",,"Mallon, Thomas; Thomas Mallon is the author of ""A Book of One's Own: People and Their Diaries"" and ""Arts and Sciences,"" a novel.",New York Times Company,,Newspapers,427287679,"United States, New York, N.Y.",English,16-Jul-89,ASTRONAUTICS; APOLLO PROJECT; SPACE; BOOKS AND LITERATURE; MOON,New York Times,NEWSPAPER,,,,,,,
+"Mighty MITI Loses Its Grip photo of Seiroku Kajiyama, MITI's chief, urging exe cutives last month to buy more foreign goods (Haruyoshi Yamaguchi).","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mighty-miti-loses-grip-photo-seiroku-kajiyama/docview/427283840/se-2?accountid=14586,"LEAD: Two weeks ago, I. B. M. and other leaders of the American computer industry took a page out of Japan's post-war industrial history: They organized a cooperative venture, to rebuild a manufacturing industry - this one in memory chips - that has been devastated in trans-Pacific battle.
+Two weeks ago, I. B. M. and other leaders of the American computer industry took a page out of Japan's post-war industrial history: They organized a cooperative venture, to rebuild a manufacturing industry - this one in memory chips - that has been devastated in trans-Pacific battle.
+And almost weekly, Congress has been holding hearings on the need for an ''America Inc.'' - a Washington effort to help the country gain a new competitiveness in everything from supercomputers to high-definition television to hypersonic aircraft.
+But here in Tokyo, the Japan Inc. that America is emulating is in the midst of enormous transformation. Privately and sometimes even publicly, scientists, engineers and some of the nation's top executives say they depend far less than ever on the Ministry of International Trade and Industry, whose blue-suited bureaucrats have for four decades been considered architects of the policy that turned Japan into an economic power.
+By American standards, the ministry's power may still appear enormous. It is, after all, Japan's Commerce Department, Special Trade Representative's office and the Defense Advanced Research Projects Agency all rolled into one. And it still plays a day-to-day role in the management of Japanese enterprises, setting research agendas and acting as a safety net for risky technologies or dying industries.
+But the days of huge, Government-sponsored research and development projects, with mandatory participation by Japan's biggest industrial players, are numbered. Today, the areas of most concern to American industry - supercomputers, next-generation memory chips, facsimile machines and high-definition television - are benefiting relatively little from the ministry's aid. American Congressional complaints aside, the major advances - and the hit products - have emerged mainly from Japanese companies, working alone or together without much help from the ministry.
+''The relations between Government and industry in Japan have fundamentally changed,'' said Makoto Kuroda, one of the ministry's most senior officials until last year. ''We have no controlling power any more.''
+Such demurrals are in the ministry's own interest, since they suggest that the Japanese economy operates much like the free markets of the West. It does not. But without question, industry here no longer needs the ministry's watchful eye or much of its money. Hitachi Ltd. alone spent about $2.2 billion on research and development last year, or about 50 percent more than the ministry's R.&D. budget.
+These days, companies even signal to the ministry what key technologies should be on its annual list of urgent projects. ''I am sure MITI has initiated something in its recent life,'' said Dennis Encarnation, a Harvard Business School professor who has been studying the organization from a desk inside the ministry. ''But I still can't find it.''
+The ministry may be partly a victim of its own success. Its earlier mandate was to help Japan catch up with foreign business rivals (See Box), and it did so with a vengeance. These days, the most formidable competitors of Japanese companies are often other Japanese companies. Increasingly reluctant to share secrets with Japanese rivals, many hoard their best work in their own laboratories and give the collective projects heralded by the Ministry of International Trade and Industry only token commitment. Companies are also increasingly wary of the ministry's uneven track record - its failure to make breakthroughs in its Fifth Generation artificial intelligence project, for example.
+Whatever the reason, companies that once heeded the ministry's every wish have now developed a sixth sense about when to cooperate and when to strike out on their own. This internalization of the ministry's style has been most evident in high-definition television, developed by Japanese companies and NHK - Japan's answer to the British BBC - without much ministry help.
+But the ministry's loosening grip will not make Japan a less formidable competitor. In the long run it may even pose bigger problems for the United States. The absence of central Government control has already triggered spending wars here - on R.&D., more production capacity and more automation - that seem bound to put American companies at a greater disadvantage.
+That is already happening in the memory-chip business, where NEC, Toshiba, Hitachi and others are in a multibillion-dollar race to out-produce each other, and in the auto industry, where Japanese companies are frantically adding new lines. The View From Abroad
+Now, in fact, foreign competitors who once complained about the ministry's iron grip on industry may soon be complaining about its waning influence: Both Tokyo and Washington have turned to the ministry to solve trade tensions that are poisoning relations between the two. The ministry has responded with meetings like the one two weeks ago, when its new minister, Seiroku Kajiyama, dragged executives from 160 companies into the basement of his office's main building and lectured them on the need to contain exports and buy more American chips and West German cars. (His minions are quietly trying to keep the nation's super-rich from buying prominent American properties like the Sears Tower.) The public nature of the meeting may illustrate how tenuous the ministry's influence has become. In the past, a quiet word would have solved the problem. And so far, the efforts haven't met with great success: Japanese direct investment in the United States, totaled $21.7 billion last year, a huge increase over 1987. The trade surplus with the United States is stubbornly stuck at roughly $50 billion. Still a Safety Net
+The question of whether the ministry has lost power is a subject of hot debate in Tokyo. Determining who holds the reins is always tricky in Japan, and it has never been harder than in the past year, when two major scandals temporarily crippled the political power structure. Some believe that the bureaucracy - which also includes the Ministry of Posts and Telecommunications and the fast-rising Ministry of Finance - has always been the true power in Japan.
+Even with fewer command powers, said Chalmers Johnson, a University of California professor and the author of the 10-year-old ''MITI and the Japanese Miracle,'' the ministry remains ''a think tank, a strategic organization that still has a tremendous ability to guide capital.''
+Scientists agree. ''If you are trying to get money from your board of directors for something pretty arcane, it makes all the difference if you can say, 'Oh, and MITI's started a project...,' '' said one Hitachi researcher earlier this year. Recently, the ministry's endorsement of the hypersonic aircraft, the ''Orient Express'' that would fly from New York to Tokyo in a few hours, triggered studies at companies like Mitsubishi Heavy Industries and Japan Air.
+The ministry also continues to insure against some failures. Indeed, one of its key roles is protecting Japan's ''strategic technologies.'' That is why executives here were shocked when America's Congress, despite its rhetoric about the importance of its supercomputer industry, did nothing when Control Data closed its ETA supercomputer subsidiary earlier this year.
+''Since we come from very different cultures, I cannot say what should have been done,'' said Takuma Yamamoto, the president of Fujitsu, shortly after ETA, America's second-largest supercomputer operation, closed. ''But if ETA were a Japanese company, it would still exist today.''
+But a good place to find evidence of the ministry's waning role is at places like Fujitsu Ltd.'s giant factory in Numazu, on the lower slopes of Mt. Fuji. Fujitsu is trying to challenge America's dominance in supercomputers. It fills its own with some of the world's fastest chips, also made by Fujitsu.
+What is striking, in talks with Fujitsu designers and foreign technology analysts, is how little the company's recent rise has depended on Government help. The Ministry of International Trade and Industry has a venture in high-speed computing, called the Superspeed project, but it is mostly aimed far in the future.
+''Our commercial products have benefited very little,'' said Toshio Hiraguri, who heads Fujitsu's development of large systems. ''One problem for us is that the results of national projects are open. We have to pay a license for what we use, and our competitors get it too.''
+The ministry's diminished power was underscored late last year, when ANA, Japan's second-largest airline, dealt an embarrassing blow. It considered and then rejected the VT-2500 engine - built by a consortium in which Japanese companies had a 30 percent interest - in favor of a competing engine built largely by the General Electric Company. ''MITI was angry for a long while,'' an ANA executive said, ''but we had to decide what was the best engine.'' A decade ago, he volunteered, he would have been told what the best engine was. A 'Small Tug-of-War'
+The ministry's superconductivity project is one of its largest. But although virtually every major Japanese company is participating, few turn over their best researchers. A senior NEC executive described a ''small tug-of-war'' between the national superconductivity project and his company over who would get NEC's top talent. And all the other big players - Toshiba, Mitsubishi Electric, the Japanese utilities - have parallel projects in which they are investing much more.
+Such skirmishes have pushed the ministry into the riskiest, most expensive and most distantly profitable projects - more goal-oriented than basic research but too vague to be called applied research - so that companies feel they run little risk of tipping their hands. The superconductivity project suggests how Japanese industry will organize itself in the 1990's: competing fiercely on products with a time horizon of 5 or 10 years and cooperating on many things that take longer.
+But the ministry's toughest mission is to be a buffer between Japanese industry and a world that increasingly resents Japan.
+The new task involves changing generations of attitudes about imports and containing Japanese business abroad. It also involves a new breed of bureaucrat - a bureaucrat like Takeshi Isayama, who headed the ministry's Americas and Oceania division until he was moved a few weeks ago, in a biennial shift, to one of the ministry's industrial sections.
+For two years, from the chaotic Americas desk, he has represented both Japanese business and, in a strange way, the American Government. To the outside world, he has put forth arguments about why Japan works the way it does, explaining how long it takes to change an overly complex retail-distribution system, or warning that America's decision to name Japan as an unfair trading country ''could easily inspire emotional and nationalistic responses in both countries.''
+Within Japan, Mr. Isayama has been pressing Japanese companies to reform the incestuous practices that make them virtually impenetrable to foreigners seeking to sell components.
+When the trade figures worsened earlier this year, he proposed ''discussing individual company's situations in terms of trade - who is promoting imports or helping reduce the deficit, who is not.'' That is radical talk in a place like Japan, where companies do whatever they can to avoid being singled out for criticism. ''I didn't win this one,'' he said.
+The ministry's slowness to act is revealed in the supercomputer disputes. For years Japanese companies have offered ''academic discounts'' of 80 percent or so to universities purchasing supercomputers, an effort to get their machines in wide circulation. Discount Diplomacy
+The effect was to freeze out American companies. Washington has complained for years, but only after it threatened retaliation a few weeks ago under the new trade bill did the ministry say it would issue an ''administrative guidance'' to bar the universities from getting discounts bigger than 50 percent.
+''It is MITI that must take the lead in changing the traditional way we do business,'' Mr. Isayama said. But this means convincing industry that Japan is facing a critical image problem. And that, he says, is a difficult task for a bureaucracy that ''is losing power every day.'' IN THE TOWERS OF THE HIGH-TECH MIRACLE TOKYO
+From inside its two office towers in Kasumigaseki, the Government center near the Imperial Palace here, the Ministry of International Trade and Industry looks more like a decrepit insurance agency than the mastermind of a high-tech miracle. Paper is piled everywhere. Employees sit elbow-to-elbow at battered gray desks that seem to date from the American occupation. Some of them do. Conferences with visitors take place on fraying couches hemmed in by filing cabinets.
+There is a central computer system, but it is hardly at everyone's fingertips: Even in the information processing section, which oversees the world's second-largest computer industry, a few workers prop Toshiba laptop computers on their desks.
+But appearances aside, the ministry remains the repository of much of Japan's best young talent. Ambitious throngs from the senior class of the University of Tokyo, Japan's single-school equivalent of the Ivy League, compete each year for entry-level slots at the ministry. From early on, they are given enormous responsibility and are rarely shy about using it. A semiconductor industry executive recently fumed to a reporter that he had spent a morning at the ministry being lectured about his business by a ''condescending, arrogant little bureaucrat'' young enough to be his son.
+The ministry is 40 years old this year, and such complaints go back to its beginning. In its early days, it placed strict import quotas on everything from cars to computers and forced foreign companies to license critical technologies to Japanese partners if they wanted to invest directly in Japan. It used state-managed banks to funnel funds into automobiles, petrochemicals and steel. And it allocated scarce foreign exchange and rebuilt industrial groups into ''keiretsu,'' related companies with interlocking stock ownership, usually including a trading company and a bank.
+The ministry's better-known role, as the hidden hand behind Japan Inc., started in the 1960's. Wielding ''administrative guidance'' notices and organizing consortiums of companies, it navigated the oil crises, merged steel companies and began Japan's thrust into high technology.
+Not everyone views its power as benign. In a controversial new book, ''The Enigma of Japanese Power,'' Karel Van Wolferen, a Tokyo journalist, argues that it is a premier blackmailer, collecting information about corporate wrongdoing and threatening companies with ''exposure if they do not follow MITI's directions.''
+Not surprisingly, the ministry disagrees, saying that its clout in the 1960's and 1970's arose because companies were desperate to play catch-up ball and wanted the services offered by the ministry. ''We had an obvious foreign competitor,'' said Chikao Tsukuda, a former ministry official and now a consultant to it - ''I. B. M.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Mighty+MITI+Loses+Its+Grip+photo+of+Seiroku+Kajiyama%2C+MITI%27s+chief%2C+urging+executives+last+month+to+buy+more+foreign+goods+%28Haruyoshi+Yamaguchi%29.&title=New+York+Times&issn=03624331&date=1989-07-09&volume=&issue=&spage=A.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 9, 1989","Scientists agree. ''If you are trying to get money from your board of directors for something pretty arcane, it makes all the difference if you can say, 'Oh, and MITI's started a project...,' '' said one Hitachi researcher earlier this year. Recently, the ministry's endorsement of the hypersonic aircraft, the ''Orient Express'' that would fly from New York to Tokyo in a few hours, triggered studies at companies like Mitsubishi Heavy Industries and Japan Air. The ministry's diminished power was underscored late last year, when ANA, Japan's second-largest airline, dealt an embarrassing blow. It considered and then rejected the VT-2500 engine - built by a consortium in which Japanese companies had a 30 percent interest - in favor of a competing engine built largely by the General Electric Company. ''MITI was angry for a long while,'' an ANA executive said, ''but we had to decide what was the best engine.'' A decade ago, he volunteered, he would have been told what the best engine was. A 'Small Tug-of-War' Not surprisingly, the ministry disagrees, saying that its clout in the 1960's and 1970's arose because companies were desperate to play catch-up ball and wanted the services offered by the ministry. ''We had an obvious foreign competitor,'' said Chikao Tsukuda, a former ministry official and now a consultant to it - ''I. B. M.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 July 1989: A.1.",1/4/21,"New York, N.Y.",Japan,"Sanger, David E",New York Times Company,,Newspapers,427283840,"United States, New York, N.Y.",English,9-Jul-89,INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+How the Oil Spilled and Spread: Delay and Confusion Off Alaska,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/how-oil-spilled-spread-delay-confusion-off-alaska/docview/427148949/se-2?accountid=14586,"LEAD: Within an hour of the wreck of the Exxon Valdez at 12:04 A.M. on March 24, workers were preparing emergency equipment at the big marine terminal at Valdez, Alaska. It was not dispatched.
+Within an hour of the wreck of the Exxon Valdez at 12:04 A.M. on March 24, workers were preparing emergency equipment at the big marine terminal at Valdez, Alaska. It was not dispatched.
+Oil was escaping from the ship with such force that it burst to the surface in surging, three-foot waves. More emergency crews were ready by the time dawn broke, but instead of sending them out against what was fast becoming the worst tanker spill in American history, the Alyeska Pipeline Service Company sent its night shift workers home.
+''Given the equipment that was present,'' State Attorney General Douglas Baily said in an interview, ''it does appear they could have responded more effectively, and so we have to determine whether there was a conscious decision not to respond or whether there is another explanation, such as they did not realize the magnitude of the spill.'' Attention on Alyeska
+Until now, most of the criticism, not just for the spill but for the inadequate cleanup in Prince William Sound, has focused on the Exxon Corporation. But Alaska officials are now also concentrating attention on Alyeska as an ineffective first line of defense. Alyeska, consortium of seven oil companies, including Exxon, brings the oil by pipeline nearly 800 miles from Alaska's North Slope to Valdez.
+Thomas Brennan, an Alyeska spokesman, denied there was a decision ''to delay anything.''
+''These people were working hard and going right ahead,'' he said.
+As to allegations of holding workers back, Mr. Brennan said, ''There were an awful lot of people who were anxious to get involved, and we could not use them all right away.''
+Twenty-three days later, as cleanup crews try to save thousands of animals and hundreds of miles of once-unspoiled beaches, many questions remain about how the Exxon Valdez, a modern, $125 million tanker with sophisticated controls and laden with 1.26 million barrels of oil, could have entered shallow waters unnoticed and unwarned.
+A reconstruction of the accident and its aftermath, based on scores of interviews and confidential company and government documents, shows that much of the 10 million or so gallons of oil now fouling Alaska's shorelines and coastal waters could have been confined in the early morning hours of that Good Friday.
+Instead, the first full emergency crew did not arrive at the spill site until at least 14 hours after the shipwreck. And the crippled 987-foot-long ship was not surrounded by floating oil containment booms for another 21 hours.
+By then, the oil was out and, combined with additional delays over the next two days in trying to burn or disperse the oil, the deadening fluid was out of any effective control, destined to befoul hundreds of miles of shoreline. As of this weekend, the oil had reached the shore of a second national park, Katmai, an undeveloped area more than 250 miles from the accident site. Several days earlier, the oil had washed ashore at Kenai Fjords National Park. The Response Questions of Time, Money and Manpower
+It has been generally assumed that short staffing and equipment problems were to blame for the early delay. In public statements Alyeska, which is charged by the state with preparing and implementing the initial response to such emergencies, attributed delays entirely to problems with a barge damaged in a winter storm. The barge, Alyeska officials said, was a major component in their contingency cleanup plans.
+But interviews with Alyeska employees indicate that hours before the first response boats left the Valdez terminal, enough equipment and personnel were on hand to take the initial steps required by law. Some government investigators are coming to the same conclusion and are now examining the possibility that Alyeska's managers deliberately delayed the response. If true, no one knows for sure what might have motivated such costly delays, possibly jealousies among the seven oil pipeline owners who compete rigorously elsewhere in the world, or simply a paralyzing bureaucratic inertia among pipeline workers fearful of making vital decisions just before the arrival of a planeload of top Exxon officials.
+''The equipment problems and the manpower problems don't cut it as an explanation,'' said one senior Alaskan official examining Alyeska's response, who asked not to be identified.
+Mr. Baily's suggestion that the scope of the spill may have been underestimated seems contradicted by some internal Alyeska messages. At 3:23 A.M., three hours and 19 minutes after the accident, preparations to leave the dock were under way. Capt. Kenneth Behrend, chief of security at Alyeska's Valdez terminal, informed his men and their colleagues along the pipeline that an emergency center was now open and marine crews were preparing to leave for the accident site. ''We anticipate substantial activity in the Valdez area at first light,'' he messaged.
+Also at 3:23 A.M., the Coast Guard says, its personnel aboard the tanker radioed their estimate of a major spill of at least 138,000 barrels. Alyeska knew the spill's scale, because at 4:01 A.M. it used the same 138,000-barrel estimate in its formal accident notification to the state. The spill has since been estimated to total 240,000 barrels, with each barrel containing 42 gallons of oil.
+Dan Lawn, Alaska's Department of Environmental Conservation's representative in Valdez, was on board the stricken tanker by 3 A.M. and in touch with Alyeska. ''They said they were on the way,'' Mr. Lawn recalled. ''They said the same thing several times through the night and at dawn. Never once did they indicate they had any problems or that there would be a delay.'' He also rejected Alyeska's claim of barge trouble. ''Any prudent person could have had that barge ready in three to four hours at the most,'' he said.
+As to when Exxon assumed responsibility for the emergency response, Mr. Brennan of Alyeska said the change came ''over several days as they were able to take charge.''
+But in a message to employees at 7:22 A.M. George M. Nelson, president of Alyeska, made no mention of Exxon's abilities as criteria to take over the spill operation, just the arrival of Exxon officials. ''Immediate response to the spill,'' he said, ''is being handled by crews from the pipeline terminal, with management of the operation being transferred to Exxon officials as they arrive.''
+Coast Guard logs show that at 9:50 A.M. Alyeska radioed a message that a full spill team was about to shove off and would arrive at the spill about 1 P.M. When the team actually arrived at the accident site is in dispute, but Mr. Lawn, who was waiting there, said no help arrived until about 4 P.M. The first group of Exxon executives arrived in Valdez from Houston aboard a corporate jet by early afternoon.
+State officials also noted that although prior notification is necessary before Alyeska can transfer responsibility for handling a spill, no notification was given until more than 24 hours after the actual transfer. The Investigation A Search For Reasons Why
+Investigations of the accident, what led up to it and its aftermath are now being conducted by Exxon, Federal and state government agencies, the Federal Bureau of Investigation and a special committee of the seven pipeline owners, headed by Allen Murray, chairman of the Mobil Oil Corporation. The largest owners of the pipeline are Exxon, Arco and BP America with smaller shares held by Mobil, the Phillips Petroleum Company, the Amerada Hess Corporation and the Unocal Corporation. The National Transportation Safety Board plans four days of public hearings May 16 to 19 in Anchorage.
+These are some of the questions they will be asking:
+* Why did the Coast Guard renew the master's license of Joseph J. Hazelwood, the 42-year-old captain of the Exxon Valdez, even though his New York driver's license was suspended for drunk driving?
+* Knowing that Captain Hazelwood had undergone treatment for alcoholism, what kind of follow-up steps did Exxon take to monitor his behavior before and after giving him command of its newest and largest tanker?
+* What did happen on the bridge of the doomed tanker in the 29 minutes between the time the harbor pilot, William Murphy, got off the ship and the tanker's collision with Bligh Reef?
+* Why didn't the Valdez Coast Guard station, whose radar reaches the area of the reef, warn the ship away by radio? And once on board why did the Coast Guard not immediately take a urine sample or conduct a breathalyzer test? A blood sample was not taken until more than nine hours after the accident.
+* What human factors, like alcohol abuse and fatigue, might have been involved in this accident? Seamen's unions charge that the size of ships' crews, drastically reduced by automation for budget reasons, dangerously overtaxes remaining crew members.
+* And what specific steps should be taken to prevent a future spill and to increase preparedness in case one happens anyway?
+Even as the Commandant of the Coast Guard, Paul Yost, set a deadline of midnight yesterday for Exxon to provide a detailed cleanup plan, Alaska officials have demanded stringent new safety measures. They have threatened to close the pipeline, which carries 24 percent of the nation's oil production and provides 80 percent of the state's revenues, if those new standards are not in force soon.
+As a result of the spill, the state now requires that a cadre of oil-spill response team members be available 24 hours a day and have no other duties. It also requires installation of floating oil booms around all tankers in Valdez harbor and demonstration by April 30 of adequate gear to handle another 10-million-gallon spill and bars tanker traffic after dark.
+Until the early 1980's, when they were abolished to save money, Alyeska's teams of oil spill experts and equipment were always on standby. Critics of detailed contingency plans had warned that the major problem would be speedy access to any spill in the delicate, sprawling Prince William Sound. But the oil companies offered assurance that any spill could be surrounded by 22,000 feet of containment booms within five hours.
+Besides its immeasurable impact on the local environment, including the $100 million fishing industry, the spill already seems certain to affect politics, corporate decison making and the hunt for oil for years. The Oil Economy The Debate Over the Pipeline
+The spill has shaken the faith of many Alaskans, whose livelihoods, reduced state taxes and annual oil bonus checks were supported by the out-of-state oil companies. The economic bonanzas began with the announcement in June 1968 that the Atlantic Richfield Company, the parent of Arco, had found oil on the North Slope along the Beaufort Sea.
+That discovery, which proved to be one of the largest in North America, ignited years of protests and legal struggles over how billions of barrels of oil could best be moved to thirsty markets about 3,000 miles away. The companies examined several options, including a pipeline through Canada to the Midwest and California, which foundered on financing and concerns about moving American resources across foreign territory. The oil companies even chartered the supertanker Manhattan for a test cruise as an icebreaker through the Northwest Passage.
+In the end the companies, and the Federal Government, settled on a trans-Alaska pipeline to Valdez for the same reason grizzled gold seekers were once attracted to the community: it is the United States' northernmost ice-free port. The political power of pipeline proponents, combined with the oil boycott by some Arab nations and the resulting fuel shortages, prompted Congress to vote in 1973 to clear the way for pipeline construction.
+Part of the compromise involved strict environmental regulations and assurances that the coastal oil fleet would have double hulls.
+In 1975 work began on the 789-mile-long engineering pipeline, which was the largest private construction job in American history. It involved laying and welding together 101,850 sections of 48-inch-diameter steel pipe beneath rivers and caribou runs and over mountain ranges with sheer 800-foot drops. In places the pipe had to be refrigerated to avoid melting the permafrost, in others it was insulated against wind chill factors around minus 100 degrees Fahrenheit.
+Within hours after the oil's arrival at the Valdez Maritime Terminal, it is loaded on one of 70 ships that ferry it to refineries on the West Coast or, through a Panama Canal pipeline and other tankers, to refineries on the East Coast and Gulf of Mexico. By law, none can be exported. Aboard the Tanker Captain and Crew Of Exxon's Newest Ship
+The Exxon Valdez, with a capacity of 1.46 million barrels, is the newest and largest of Exxon's 19-ship fleet. It was delivered in 1986, and unlike most of its sister ships, has only a single hull; the Coast Guard had dropped a proposed requirement for double hulls.
+On the early evening of March 23 the loading of 1.26 million barrels (slightly less than capacity because of concern over winter storms) was nearing completion at Berth 5 in Valdez. According to William Woody, the safety board's chief investigator, Captain Hazelwood, Gregory Cousins, the 38-year-old third mate, and Robert Kagan, the helmsman, were the only crew members to leave the ship. Shortly after 8 P.M. Mr. Hazelwood took a taxi to the dock from the Pipeline Club, a popular bar, according to investigators. Later, he would say he drank only lightly. In addition to prohibiting alcohol on board, Exxon rules forbid drinking within four hours of sailing.
+At a dockside checkpoint Alyeska security guards reported nothing unusual. The ship left at 9:10 P.M. for Long Beach, Calif., with the harbor pilot also on board.
+Mr. Murphy, the harbor pilot, later said that at three times on his two-hour journey on the ship he smelled alcohol on Captain Hazelwood's breath, but the man did not appear to be drunk. Eight other crew members gave similar descriptions to safety investigators.
+After leaving the harbor narrows, Mr. Murphy got off as usual. Coast Guard regulations once required that a pilot ride past Bligh Reef, 13 more miles down the sound, where lights mark the danger of only 16 feet of water outside the channel. But current practice allows the pilot to leave sooner - so long as a ship's officer is certified for the next stretch of water and visibility is at least two miles. Captain Hazelwood is certified for those waters and visibility was excellent.
+Those on board the lumbering ship could see new chunks of ice from the nearby Columbia Glacier sitting low in the waters. Shortly after 11:30 P.M. Captain Hazelwood radioed Coast Guard traffic control, whose staff has been reduced from 11 to 5 in budget cuts. The captain said he was temporarily turning into the empty inbound channel to avoid the ice. And the Coast Guardsmen, who had come to know the voice if not the face of regular ships' officers, concurred.
+Exactly what happened over the next half hour is not clear. Some reports suggest that the captain went to his cabin without telling Mr. Cousins or Mr. Kagan, the new helmsman, that he had the ship on automatic pilot. One theory is that when a lookout twice reported that the tanker was nearing the shallows, Mr. Cousins ordered a course correction. But by the time he realized that the ship was not responding to manual steering, it was too late for the huge vessel to avoid the rocks.
+According to Sperry Marine, a division of the Tenneco Company, its SRP 2000 Ship Control System would not respond to manual steering while on automatic. But a turn of the switch is all that is needed to turn it off. There also is an emergency override switch and three lights that announce when the automatic pilot is engaged.
+What is certain is that at 12:04 A.M. March 24, with the ship moving about 12 miles an hour, underwater rocks tore huge holes in eight of the vessel's 15 giant cargo holds, unleashing a flood of oil into Prince William Sound. It was four minutes into Good Friday, the 25th anniversary of the great Alaskan earthquake, which on Good Friday 1964 set off another unexpected flood, a tidal wave that surged down the same sound and killed at least 30 Valdez residents.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=How+the+Oil+Spilled+and+Spread%3A+Delay+and+Confusion+Off+Alaska&title=New+York+Times&issn=03624331&date=1989-04-16&volume=&issue=&spage=A.1&au=RICHARD+WITKIN%2C+ANDREW+H.+MALCOLM+AND+ROBERTO+SURO%3BThis+article+was+reported+by+Richard+Witkin%2C+Andrew+H.+Malcolm+and+Roberto+Suro+and+was+written+by+Mr.+Malcolm.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 16, 1989","''Given the equipment that was present,'' State Attorney General Douglas Baily said in an interview, ''it does appear they could have responded more effectively, and so we have to determine whether there was a conscious decision not to respond or whether there is another explanation, such as they did not realize the magnitude of the spill.'' Attention on Alyeska Dan Lawn, Alaska's Department of Environmental Conservation's representative in [Valdez], was on board the stricken tanker by 3 A.M. and in touch with Alyeska. ''They said they were on the way,'' Mr. Lawn recalled. ''They said the same thing several times through the night and at dawn. Never once did they indicate they had any problems or that there would be a delay.'' He also rejected Alyeska's claim of barge trouble. ''Any prudent person could have had that barge ready in three to four hours at the most,'' he said. In a message to employees at 7:22 A.M. George M. Nelson, president of Alyeska, made no mention of Exxon's abilities as criteria to take over the spill operation, just the arrival of Exxon officials. ''Immediate response to the spill,'' he said, ''is being handled by crews from the pipeline terminal, with management of the operation being transferred to Exxon officials as they arrive.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Apr 1989: A.1.",11/15/17,"New York, N.Y.",ALASKA VALDEZ (ALASKA),"RICHARD WITKIN, ANDREW H. MALCOLM AND ROBERTO SURO; This article was reported by Richard Witkin, Andrew H. Malcolm and Roberto Suro and was written by Mr. Malcolm.",New York Times Company,,Newspapers,427148949,"United States, New York, N.Y.",English,16-Apr-89,WATER POLLUTION; SHIPS AND SHIPPING; EXXON VALDEZ (TANKER); OIL (PETROLEUM) AND GASOLINE; TANKERS,New York Times,NEWSPAPER,,,,,,,
+Transforming Downtown Brooklyn,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/transforming-downtown-brooklyn/docview/427047742/se-2?accountid=14586,"LEAD: GEORGE BUGLIARELLO, the president of Polytechnic University in downtown Brooklyn, seems happy now to tell the story of being offered his job in 1973 and turning it down at first, not because of the school's faculty, finances or academic standing, but because of the urban blight surrounding its campus.
+GEORGE BUGLIARELLO, the president of Polytechnic University in downtown Brooklyn, seems happy now to tell the story of being offered his job in 1973 and turning it down at first, not because of the school's faculty, finances or academic standing, but because of the urban blight surrounding its campus.
+''I could not believe that a great university could exist amid such terrible deterioration,'' Dr. Bugliarello said the other day, waving an arm toward four dreary blocks just south of the campus that are soon to be leveled.
+The demolition will make way for the first phase of Metrotech, a huge complex of corporate offices, data-processing facilities and university classrooms that is ultimately to cover 16 acres. And Metrotech is only one of more than a half dozen projects planned in the neighborhood, including a hotel, shopping mall, movie theaters, condominiums, parking garages and enough new offices for over 30,000 workers.
+If all is built as planned, experts say, downtown Brooklyn will undergo the most sweeping transformation of any big-city commercial district in the nation. And if it works, they maintain, Mayor Edward I. Koch's administration will have achieved its critical economic goals of spawning a major new center for computerized services, keeping thousands of jobs from fleeing the city and revitalizing the core of its most populous borough, with 2.2 million residents.
+''It is going to be a nice corporate place to do business,'' said Michael Esposito, chief financial officer of the Chase Manhattan Bank, which announced in December that it would move 5,000 workers from lower Manhattan to Metrotech. Added Dr. Bugliarello, ''Things are changing radically, and we are thrilled.''
+But not everyone shares the enthusiasm, and even the most determined proponents of downtown Brooklyn development say there are hurdles to overcome. Developers, city officials and corporate executives agree that many problems must be dealt with before the downtown Brooklyn projects are built and occupied. Nor will it be easy to overcome the borough's image among business people as a tawdry, low-rent backwater to Manhattan.
+''In Brooklyn, nothing happens overnight,'' said Barry Fields, a broker with Lansco Corporation, a Manhattan company that leases and manages Brooklyn buildings. ''Things have improved to the point where some tenants, people who used to just cross Brooklyn off, are taking a look. But it is still not as attractive as New Jersey or Westchester.''
+A more immediate problem is in court, where some merchants and neighorhood residents have challenged some of the planned development on grounds that it would increase traffic, create air pollution and displace poor people. Indeed, one of the biggest proposals in the neighborhood, the Atlantic Center, a complex of offices, condominiums, movie theaters, stores and a parking garage above the Atlantic Avenue Terminal of the Long Island Railroad projected to be nearly as large as Metrotech, has been stalled since December by a New York State Court of Appeals judge's temporary restraining order.
+Yet another difficulty could come in attracting more large tenants. Because of the area's proximity to lower Manhattan, developers have been hoping to lure most of their tenants from Wall Street but have been hurt by the cutbacks and reduced expansion plans at investment firms since the stock market collapse of October 1987.
+And an even bigger economic headache for Brooklyn is New Jersey, where several large office projects, most of them built on speculation and far from fully occupied, have been going after the same tenants from Wall Street. Although real estate executives say the city, which has been offering a growing list of energy subsidies, tax breaks and other financial incentives, has brought the cost of new Brooklyn office space roughly in line with comparable costs in New Jersey, landlords on the west side of the Hudson could begin discounting further.
+The biggest uncertainty may be how far the Koch administration, struggling with budget cuts and other fiscal problems, is willing to go to subsidize the Brooklyn boom. The city's richest incentives so far have gone to Chase, which had been considering moving its computers and support personnel to New Jersey and agreed to Brooklyn only after getting commitments from the city on energy discounts, tax breaks and other benefits worth $234 million.
+''IT just shows that Brooklyn can't compete on its own,'' said Charles Simberg, chief executive of Harborside, a Jersey City waterfront complex that houses offices of Bankers Trust Company and other Wall Street firms and is trying to attract more. He maintained that Brooklyn would lose out in the competition with New Jersey ''unless New York is willing to bleed itself dry with more and more incentives.''
+But at City Hall, officials said they did not intend to retreat from the policy of offering financial incentives.
+''We are going to be creative,'' said Stanley E. Grayson, who this month was appointed Deputy Mayor for Finance and Economic Development. He added that fostering the development in downtown Brooklyn was a top priority of the Mayor's economic development strategy.
+And real estate professionals say interest in the area has intensified since Chase's move was announced. ''The momentum is there, and I would be very surprised if it stalled,'' said Bruce Ratner, president of Forest City Enterprises of Cleveland, a partner with Polytechnic University in developing the Metrotech project. In addition to Chase and Polytechnic, the Brooklyn Union Gas Company and the Securities Industry Automation Corporation, which operates the stock exchange computers, have signed on for large blocks of space in the complex.
+Forest City completed One Pierrepont Plaza, a 19-story building on the edge of Brooklyn Heights, last year. With Morgan Stanley, a securities corporation, as an anchor tenant, the building, designed for data processing and other computerized services, has quickly filled up, with other leases signed by Goldman Sachs & Company and the Royal Bank of Canada.
+Other large deals are close to being signed, officials said. Alair I. Townsend, Mr. Grayson's predecessor, who made attracting companies to Brooklyn a top priority at City Hall, said she expects announcements over the next two months that will commit large tenants and enable construction to begin on Rennaissance Plaza and Livingston Plaza, two large projects near Metrotech.
+Renaissance Plaza, a 30-story hotel-office complex, is planned above the Brooklyn Civic Center parking garage on Jay Street between Johnson and Willoughby Streets. The Hilton Hotel Corporation has announced that it would operate the hotel, and the project's developer, the Muss Development Company, has received a letter of intent from the American International Group, a Manhattan insurance company that plans to lease office space in the complex.
+Livingston Plaza, a 12-story office building, is planned on Livingston Street by Cohen Brothers Realty Corporation. The New York City Transit Authority has been negotiating a lease in the building, but declined to say how much space it was considering. Elsewhere in the neighborhod, executives say, there has been a flurry of activity among real estate investors, developers and brokers.
+''Any prudent investor looking at the developments that are planned around here would have to conclude that land values can only appreciate,'' said Peter Aschkenasy, a Manhattan restaurateur who last November bought Gage & Tollner, a 109-year-old restaurant in the Fulton Street Mall.
+The restaurant, which was about to be closed by its former owners, is the the only one in New York City to have both its interior and exterior designated historic landmarks. Mr. Aschkenasy said he plans to clean and repair the restaurant without making major alterations and hopes to attract an expanding group of corporate customers as developments in the neighborhood are completed.
+Meanwhile, the New York Telephone Company will soon announce plans to renovate two buildings it owns next to the Metrotech site on Bridge and Willoughby Streets across from the Metrotech site. The buildings, now used to repair equipment, will be turned into a regional training center.
+Robert Edney, a New York Telephone spokesman, said that workers would be transferred to the center from several sites in Manhattan but that the number involved had not been determined. He added that the company was considering establishing some form of cooperative training program with Polytechnic University.
+Abraham & Straus, which has its flagship store and headquarters on the Fulton Mall, also has development plans. The store's corporate parent, the Toronto-based Campeau Corporation, which plans to open a new Manhattan Abraham & Straus in the building vacated by Gimbels near Herald Square, is also considering building a new shopping mall near its downtown Brooklyn store.
+Francesco P. Cantarella, senior vice president of Abraham & Straus, said that Campeau - which also owns Stern's and Bloomingdale's and has a division that builds shopping centers - is studying several options that include building an enclosed mall just south of the Fulton Street shopping strip. The plan might also include renovating part of the space now occuppied by the Abraham & Straus store on Fulton Mall so it can be used as corporate offices for Campeau's retail operations.
+''With thousands of workers coming to the neighborhood, it is obviously going to be a more exciting retail environment,'' Mr. Cantarella said.
+BUT while some merchants seem certain to profit from the developments planned nearby, others are worried about sharp increases in their rent.
+The neighborhood has lost many department stores, high-quality clothing shops and restaurants in the last 20 years, and some executives say more displacement seems certain.
+Indeed, some Brooklynites say that the downtown shopping area suffers from a dearth of high-quality stores and is dominated by big-volume, low-price businesses ranging from discount housewares stores to fast-food outlets. A major loss for the neighborhood came in December, when May's, the last large downtown Brooklyn department store besides Abraham & Straus, closed.
+''What we need is more of a retail mix,'' said Robert Ohlerking, director of the Downtown Brooklyn Development Association. But he added that sharp rent increases that are being demanded by many downtown landlords may only aggravate the problem by excluding all but high-volume merchants who require little space.
+''When rents are high, volume has got to be high,'' he said. ''But if we get one more fast-food chain we are going to choke on the glut.''
+One small businessman likely to benefit from the changes is George Sinclair, owner of Irv's Printing Company, a small print shop in one of the buildings being condemned by the city to make way for Metrotech.
+Mr. Sinclair is one of a group of more than a dozen small business peole who settled a suit in December against the city and the Metrotech developers, charging that the project would violate standards of the Federal Clean Air Act. As part of the settlement, Mr. Sinclair will receive new space in the Metrotech project at a rent that will initially be the same $2,000 a month he now pays, and his company will be relocated next month to interim quarters, with all costs covered by the developer.
+''I'm not happy, but you can't stand in the way of something this big,'' he said. ''It is sad that some small business people are being forced out altogether.''
+One who was almost forced to leave the neighborhood was Ira Glener, owner of Hi-Fi Camera Exchange, an electronics store just off the Fulton Mall. When his lease on larger quarters across the street expired last year, he said his landlord demanded a rent increase to $4,000 a month from $850.
+Mr. Glener said that he considered himself lucky to find alternative space in the neighborhood and that he expects many other merchants to be put out of business.
+''Even those who stay are going to have to put up with a lot of construction, congestion and disruption that will hurt business,'' he said.
+Meanwhile, a group of residents of the Fort Greene, Boerum Hill and Clinton Hill areas, which surround the 18-acre site of the proposed Atlantic Center, have won a temporary restraining order against the project on the ground that it would displace many poor apartment dwellers. Other suits have been filed challenging the project's impact on traffic and air quality.
+THE project initially is to include 643 condominiums financed by the New York City Partnership and designed for families making no more than $48,000 a year. Large-scale commercial construction would follow in phases, ultimately including two major office complexes with 2.9 million square feet of space, two 1,000-car garages, 200,000 square feet of retail space and a 10-screen movie-theater complex.
+''It is extremely frustrating because the suits are proceeding through the courts at a very slow pace,'' said Jonathan Rose, senior vice president of Rose Associates, the Atlantic Center developer.
+He added that the project has yet to line up an anchor tenant for the first of its office buildings, which would have 1.8 million square feet of space, and noted that construction would not begin without a tenant even if the suits are resolved.
+Other executives differ on whether the Brooklyn developers can continue to compete effectively with their counterparts in New Jersey. They say the cost of new office space in downtown Brooklyn is now about the same as at the most attractive new buildings along the New Jersey waterfront - $24 to $30 a square foot, including base rent, electricity, taxes, insurance and cleaning services. Comparable rates in Manhattan are over $40.
+No one disputes that Brooklyn would be much more expensive without the rich incentives being offered by City Hall. Among New Jersey's biggest advantages are lower business taxes and electricity that is far less costly because its above-ground transmission systems are easier to maintain than New York City's underground labyrinth.
+As recently as a year ago, when the Koch administration was offering fewer incentives, space cost at least $5 a square foot more in Brooklyn than in New Jersey, meaning big office tenants had to pay premiums of millions of dollars to set up shop in Brooklyn.
+Most of the incentives are available under a program engineered by Ms. Townsend that are central to what the Koch administration calls its ''other boroughs strategy.'' The benefits are offered to any company, large or small, that moves above 96th Street in Manhattan or to any of the other boroughs, and include automatic rights to a tax credit of $500 for every employee moved, reduced real estate taxes, reduced commercial rent tax and subsidized electricity from Con Edison.
+In the case of Chase, the city raised its ante, adding benefits that increased the value of its so-called ''as-of-right'' package by 30 percent, officials said. The added benefits included the use of low-priced hydroelectric power from a New York State plant - power that can be used by Chase at its Manhattan headquarters as well as in Brooklyn - and steep sales-tax reductions on computers and other equipment that it buys for its Metrotech offices.
+''Economics were the hardest issue early on, but the city made things fall into place,'' said Mr. Esposito at Chase. After it became clear that Brooklyn would not be more expensive than New Jersey, he added, questions related to public transportation and crime became more important.
+IN the end, he said, the bank concluded that downtown Brooklyn was more convenient for the employees it plans to transfer, 35 percent of whom live in the borough. He added that it was also swayed by commitments from the developer to maintain a private security force and bright street lighting late at night for workers going to its Metrotech operations center, which will be open 24 hours a day.
+''The fact was that Brooklyn and New Jersey were competitive on all counts, economic and otherwise,'' Mr. Espositio said. ''It came down to the fact that New York City is our home, we are tied to the community in fundamental ways, and we wanted to help it over the long term.''
+Raymond O'Keefe, a broker for Cushman & Wakefield who deals in properties on both sides of the Hudson River, said the Chase deal had had a ''real impact'' on corporate attitudes toward Brooklyn. ''Suddenly it is a much more acceptable place,'' he said, adding that the city ''may be able to pull back the carrot'' of its financial incentive program and still lure tenants to the borough.
+But other professionals said the economics still favored New Jersey for many companies, and New York City would need to continue bargaining aggressively. Philip R. Sprayregen, a broker with Coldwell Banker Commercial Real Estate Services, said that even though the costs in Brooklyn and New Jersey were now about the same at the beginning of corporate leases, the city's incentives were ''front-loaded'' and operating costs would begin rising sharply in Brooklyn after eight years of occupancy.
+Under the city incentives program, property taxes, commercial rent taxes, energy charges and other costs eventually rise. As a result, Mr. Sprayregen said a cost analysis comparing Brooklyn and New Jersey over 20 years, instead of the 10-year time frame many executives use for planning purposes, shows a savings in New Jersey of $4 per square foot a year.
+Nor are New Jersey landlords sitting idly by. With a vacancy rate of 39 percent in the state's new office buildings along the Hudson River, ''individual developers are going to be cutting deals,'' Mr. Simberg said.
+At City Hall, meanwhile, officials said they were not foreclosing the option of offering incentives as large as those given to Chase if they are needed to keep the wave of downtown Brooklyn development alive.
+Mr. Grayson said he hoped that Chase's move would enable the city to lure others with somewhat smaller incentives. To illustrate the point, he said that the package of incentives granted Chase, which included benefits going 30 percent beyond the normal ''as-of-right'' incentives, might be reduced to ''29 percent for the next company, 28 percent to the next, and so on.''
+''But nothing is cast in stone,'' he added. ''Creativity is sometimes what economic development is all about.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Transforming+Downtown+Brooklyn&title=New+York+Times&issn=03624331&date=1989-01-22&volume=&issue=&spage=A.1&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 22, 1989","''IT just shows that Brooklyn can't compete on its own,'' said Charles Simberg, chief executive of Harborside, a Jersey City waterfront complex that houses offices of Bankers Trust Company and other Wall Street firms and is trying to attract more. He maintained that Brooklyn would lose out in the competition with New Jersey ''unless New York is willing to bleed itself dry with more and more incentives.'' ''I'm not happy, but you can't stand in the way of something this big,'' he said. ''It is sad that some small business people are being forced out altogether.'' Raymond O'Keefe, a broker for Cushman & Wakefield who deals in properties on both sides of the Hudson River, said the Chase deal had had a ''real impact'' on corporate attitudes toward Brooklyn. ''Suddenly it is a much more acceptable place,'' he said, adding that the city ''may be able to pull back the carrot'' of its financial incentive program and still lure tenants to the borough.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Jan 1989: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY BROOKLYN (NYC) METROTECH (BROOKLYN),"Lueck, Thomas J",New York Times Company,,Newspapers,427047742,"United States, New York, N.Y.",English,22-Jan-89,ECONOMIC CONDITIONS AND TRENDS; AREA PLANNING AND RENEWAL,New York Times,NEWSPAPER,,,,,,,
+The Credit Card Wars,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proq uest.com/newspapers/credit-card-wars/docview/426855609/se-2?accountid=14586,"LEAD: THE New York Stock Exchange was threatened. With its slow, anachronistic trading methods it was losing business to a new, competing market.
+THE New York Stock Exchange was threatened. With its slow, anachronistic trading methods it was losing business to a new, competing market.
+The situation may sound familiar, but the year was 1869. The exchange's system of auctioning each stock for just a short time each day was being challenged by another market - the Open Board of Brokers - where shares were bought and sold throughout each session. Investors preferred the continuous market. The New York Stock Exchange finally insured its survival by adopting the new system.
+Once again, the exchange finds its livelihood under attack. The threat comes not so much from the pressure for reform that has developed in the wake of last October's market crash, as it does from the fundamental shift in the investing practices of the exchange's biggest customers - large pension funds and money managers that account for more than half of all trading.
+Instead of trading shares of individual companies one at a time, these institutional investors are increasingly buying and selling ''baskets'' or diversified collections of shares using several different methods, some of which are known popularly as program trading. And they are doing so in any manner they can: through the Big Board's own electronic trading system, known as SuperDot; through stock index futures contracts, mostly those traded on the Chicago Mercantile Exchange, which allow the investor in one step to buy the equivalent of a basket of stocks, and through complicated strategies that play off both the New York and Chicago markets. But because of the efficiency of trading stock index futures, Chicago is winning a growing share of the business that traditionally would have stayed in New York.
+So while politicians and academics debate the problems in the marketplace that were exposed by the chaotic plunge last October, the New York Stock Exchange has already set in motion important changes, both in its philosophy and in the way it conducts its business. Some of them deal with the possibility of another market crisis, but most go to the heart of the shift in trading strategies. And almost all mean significant upheaval for the exchange:
+* It is planning to introduce its own basket contract, the cash equivalent of a stock index future.
+* The exchange is exploring a reduced role for the floor brokers, called specialists, who control trading of individual stocks. These brokers are likely to lose their exclusive access to valuable information on the flow of certain buy and sell orders - known as a limit order book - putting more investors on an equal footing.
+* It is considering a rule that would stop all trading if the market rises or falls beyond a set point on any day, called a circuit breaker. Such a rule is a hallmark of commodity futures markets, which have traditionally functioned with daily price limits.
+* It is weighing the use of call auctions whenever there are order imbalances that threaten to shut down trading in individual stocks. These auctions - a throwback to the pre-1869 era - would act to ease volatility by giving investors more information about order flows. The call auction is designed to bring balance into an unsettled market by making available more information on the accumulation of buy and sell orders.
+The changes indicate the degree to which New York is adopting the basket trading techniques that are modeled on Chicago's futures markets.
+''What they're trying to do is adopt the innovations of their competitor, recognizing the economic reality,'' said Hans Stoll, a professor at Vanderbilt University's business school, who drew the analogy with 1869.
+Roberta S. Karmel, a member of the exchange's board of directors and a former member of the Securities and Exchange Commission, put it more directly. ''This is an organization with a very strong instinct for survival,'' she said. ''And I think that instinct is working now.''
+MANAGING the critical transition is John J. Phelan Jr., the Big Board's chairman, who is trying to sell the changes to a large and cumbersome board of directors and a nervous group of floor specialists. He must also gain the acceptance of a Wall Street community divided between retail brokerage firms, which share the public's fears about program trading, and institutional firms, whose customers have embraced the basket approach.
+If Mr. Phelan succeeds - and most think he will - the process of trading stocks will become much more like trading commodities. By making the shift, the exchange hopes to regain some of the clout that it has lost in recent years to Chicago.
+''There has been a fundamental change in the way that some institutional trading is being done,'' said David S. Ruder, the chairman of the S.E.C. ''What the market must do is deal with that phenomenon.''
+The pending moves are ''an acknowledgment of the commoditization of the stock market,'' said Donald Stone, a senior partner of Lasker, Stone & Stern, a specialist firm, and vice chairman of the Big Board.
+Not everyone thinks such changes are necessarily better. Some argue that they are likely to produce more volatile stock prices over all. And the changes suggest that the prices of individual stocks will be influenced more and more by macroeconomic developments that affect the overall market and less and less by the prospects of the company that issued the shares.
+Those side-effects may prove troubling for smaller investors, since they represent such a marked shift from the traditional style of investing in particular stocks.
+The changes are already well under way. The circuit-breaker concept, although still needing regulatory approval, was adopted by the exchange this month, Mr. Phelan said. He added that the rule would only go into effect if all other markets, including stock index futures exchanges, adopt similar circuit breakers and if there is a ''sunset'' provision for the rule to be re-examined every year or so.
+An exchange task force is expected to complete its design of a basket contract in the fall. It is possible, too, that the contract would be traded without a specialist. The trading might be done instead with a system of competing market makers - or even in a pit with open outcry, as in Chicago. If this were to happen, a possibility that Mr. Ruder said he is encouraging the Big Board to consider, it would mark the first time that floor trading of stocks would occur outside the specialist system.
+The exchange's technical staff is already working on the specifics of how it will open up the specialists' book to all investors. And the call auction proposal is also well advanced, Mr. Phelan said.
+The changes highlight the remarkable philosophical odyssey the Big Board has taken since the Oct. 19 crash.
+At that time, the exchange fiercely resisted the notion that it should ever be closed down in the face of wildly volatile trading, preferring to deal with that problem on a stock-by-stock basis. And it spoke out strongly against program trading and its presumed role in the crash. Indeed, comments by Mr. Phelan fanned public concerns over this often-misunderstood trading technique.
+SEVERAL different trading techniques come under the basket trading rubric. In the basic form of basket trading, an institutional investor buys or sells a large number of stocks simultaneously, usually with the help of computers. The investor can also buy or sell stock index futures contracts.
+The more complex strategies involve trading between the stock and futures markets. In index arbitrage, the investor watches for discrepancies between the level of the stock index future and the actual value of the stocks that make up the index. The investor then buys the cheaper of the two while simultaneously selling the more expensive. Some investors switch their baskets from one market to the other, depending on which is the cheaper of the two.
+The President's commission on the October crash and the S.E.C. blamed some forms of program trading for exacerbating the collapse in share prices. That conclusion spurred calls for measures to cut back on program trading and the use of stock index futures. In fact, the Big Board responded by instituting a ''collar'' that would shut down all program trading done through the exchange's electronic order system if the Dow Jones industrial average rises or falls more than 50 points in one day.
+But participants in the Chicago futures markets, who are major contributors to political campaigns and adept in the ways of Washington, have stanched further efforts to cut back on basket trading. An interagency review board led by the Treasury Department delivered a stunning victory to Chicago several weeks ago when it proposed that there be no basic changes in the way the stock index futures markets operate.
+And since the crash, many institutions have kept their billions of dollars in funds that use the basket strategies, maintaining pressure on the Big Board to adapt to their strategies. Thus, the tone at the exchange has shifted dramatically.
+''We've got major institutions that have found the futures and basket trading to be useful,'' Mr. Phelan said in a recent interview. ''How do you tell them not to use them? That's like resisting tomorrow. What Chicago wants is to be considered a major player. Well, they are a major player, not because of what they've done, but because of who uses them.''
+INCREASINGLY, investors have been ''voting'' on their view of the economy - and where the overall market should be - not by buying stocks, but by going to Chicago. The prices of the individual stocks traded in New York then adjust to the level of the stock index futures, a classic case of the tail wagging the dog.
+To be sure, the Big Board runs the New York Futures Exchange, which trades its own stock index futures contract. But New York was late entering the financial futures arena and its contract has failed to draw the interest that Chicago's product has.
+''The New York Stock Exchange has lost its role as the locus for price discovery of the market,'' said one large fund manager devoted to the basket approach. ''It lost that when it ceded the stock index futures to Chicago.''
+Reflecting this fact, volume in the stock index futures market has soared. In fact, the value of trading the most popular contract, the Chicago Mercantile Exchange's Standard & Poor's 500 index, is now significantly higher than the average daily value of trading on the Big Board.
+The growth of the stock index futures market is regarded by many experts as just a symptom of a more fundamental economic force - the desire of large institutions to avoid the risk and inefficiency of trading one stock at a time. The introduction of stock index futures in 1982 made basket trading more feasible and cheaper.
+''The real breakthrough was developing ways to trade baskets,'' said Roger M. Kubarych, the former chief economist for the Big Board and now an associate at Henry Kaufman & Company Inc., an investment firm. ''It didn't have to be through stock index futures. It was just an accident of history that they came first and that the battle has been over futures. The issue is baskets.''
+The futures provided a way for investors to buy, with one contract, an instrument that rose and fell with the price changes of hundreds of individual stocks. To do this they had to put up only 5 to 10 percent of the value of the stocks.
+The large institutional funds that engage in basket trading take the position that, on average, the probability of beating the market, or market indexes, by picking the best performing shares is lower than the probability that they will underperform, or pick losers. So they construct a portfolio that produces the same return as the average by investing in all the stocks that make up the index, a strategy known as ''passive'' investing. Thus, when the funds move money into or out of the fund, they buy or sell simultaneously all the stocks in the index - a basket trade.
+Attracted by the logic of basket trading strategies, huge sums of money from pensions funds, endowments and other institutions have poured into so-called index funds. Index funds are not the only investors to use the basket approach, but they are the largest. And the approach is not limited to stocks. Large sums are also being invested in indexed corporate bond funds as well as funds that take an indexed approach to foreign stock markets.
+According to a recent survey of managers of large index funds conducted by Pensions & Investment Age magazine, the funds managed $161.4 billion in assets as of last Nov. 30. Of that total, $107.5 billion was in domestic stocks, with the rest in indexed bond and international stock funds. One large index fund manager, Wells Fargo Investment Advisors, handles $45 billion in domestic stocks.
+SOME of the more traditional investors do not see the basket approach as much of a threat because they are convinced they can still beat the average return that basket investors seek.
+''This hasn't changed what we do a bit,'' said Robert G. Kirby, chairman of the Capital Guardian Trust Company and a member of the Presidential task force that studied the crash, who manages $15 billion in old-fashioned, ''active'' stock portfolios. Like other active managers, Mr. Kirby combs through company reports trying to pick winners.
+''What they're doing is great as a theory,'' said Mr. Kirby of the basket investors. ''But to me the market has as many anomalies as ever. It's woefully inefficient, and that creates opportunities.''
+MANY Big Board watchers attribute the sudden rush of developments to the peculiar consensus style by which the stock exchange operates, with its cumbersome 27-member board made up of many different constituencies. The board rarely takes the lead in economic or political developments, but tends to follow policies that already appear to be emerging in public debate, or in the marketplace. Clearly, a consensus appears to be developing on some of these issues, and the exchange is quickly following the mood.
+The changes also owe much to Mr. Phelan's pragmatic approach to the needs of the exchange's customers and the direction that the political winds are blowing. For instance, he expresses little enthusiasm for the idea of a circuit breaker, yet is facilitating its adoption. ''Even if you don't think it's a good idea,'' Mr. Phelan said, ''you have to go ahead with it'' because of the growing demand in Congress for such a move.
+In an earlier battle, Mr. Phelan fought off critics of automation of the trading system because he foresaw the increasing demand for the efficiencies of electronic enhancements. ''Some people on the floor have never forgiven Phelan for that,'' said one trader. ''But we survived because of what he did.''
+Now the specialists are concerned about Mr. Phelan's new agenda. At a private luncheon meeting last Tuesday with Richard Grasso, the Big Board president, representatives from five leading specialist firms spoke of their fears. Privately, some specialists have threatened a battle.
+But the overall mood may be more accommodating. ''We're going into the new world cautiously,'' said Mr. Stone, the specialist. ''We're moving with an awareness that change is afoot, but wanting it to be done intelligently.'' THE EVIDENCE ON VOLATILITY
+AS basket trading has grown, so has the perception that it has made the market more volatile. Among academic specialists, this is a highly contentious subject, but there are now signs that the perception, at least in some respects, may well be true.
+Lawrence E. Harris, a specialist in markets who teaches at the University of Southern California business school, found that on average the price of a stock jumps about 3 percent the day it becomes a part of the Standard & Poor's 500 index, perhaps the most popular basket trading vehicle. The volume of trading in the stock also triples for a few days, Mr. Harris found.
+While short-term adjustments may not be surprising, Mr. Harris's research also showed that the prices of stocks in the S. & P. 500 are regularly about 5 percent more volatile than those outside the index. And that volatility, he said, has been increasing.
+There are some explanations now for what may lie behind the increased volatility. The answer, some believe, is in the notion of liquidity.
+In the 1960's, institutions sought more efficient ways of trading large amounts of stock. If they wanted to sell a 100,000-share block, for instance, it was impossible to go to the floor of the exchange and find one buyer. The order had to be broken up into many smaller trades, an inefficient and expensive method and a sign that the floor lacked the liquidity for trades of that size.
+The solution was to arrange these block trades away from the exchange floor, in what is known as the upstairs market, where significantly more capital is available.
+The advantage of this method was that brokers could probe the market, that is, they could call big investors and other brokers to determine the level of demand, or they could buy the shares themselves. It amounted to a sort of informal auction, spreading information and then balancing supply and demand.
+Program trading has reversed that process. Big basket trades route orders directly back to the floor specialists through the exchange's electronic Designated Order Turnaround system, known as DOT.
+''This is putting a lot of pressure on the floor, where you have insufficient liquidity,'' said Robert A. Schwartz, a professor at New York University's business school.
+John J. Phelan Jr., the exchange's chairman, added: ''What you had before was that you probed the market when you wanted to sell. With the advent of a way to route these orders directly into the system, that kind of probing has been bypassed.''
+Nonetheless, it is still not clear that the relatively small jump in volatility noted by Mr. Harris has created the huge daily market swings that concern many traders. For instance, other academics have pointed out that on several occasions there has been far more program trading than on Oct. 19, and yet on those days the market hardly moved at all.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Credit+Card+Wars&title=New+York+Times&issn=03624331&date=1988-06-26&volume=&issue=&spage=A.1&au=Sterngold%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 26, 1988","''We've got major institutions that have found the futures and basket trading to be useful,'' Mr. [John J. Phelan Jr.] said in a recent interview. ''How do you tell them not to use them? That's like resisting tomorrow. What Chicago wants is to be considered a major player. Well, they are a major player, not because of what they've done, but because of who uses them.'' ''What they're doing is great as a theory,'' said Mr. [Robert G. Kirby] of the basket investors. ''But to me the market has as many anomalies as ever. It's woefully inefficient, and that creates opportunities.'' The changes also owe much to Mr. Phelan's pragmatic approach to the needs of the exchange's customers and the direction that the political winds are blowing. For instance, he expresses little enthusiasm for the idea of a circuit breaker, yet is facilitating its adoption. ''Even if you don't think it's a good idea,'' Mr. Phelan said, ''you have to go ahead with it'' because of the growing demand in Congress for such a move.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 June 1988: A.1.",11/15/17,"New York, N.Y.",,"Sterngold, James",New York Times Company,,Newspapers,426855609,"United States, New York, N.Y.",English,26-Jun-88,STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+Mixing Cultures On the Assembly Line,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mixing-cultures-on-assembly-line/docview/426864573/se-2?accountid=14586,"LEAD: TWO distinctly different car models are rolling off the assembly line at a gleaming new automobile plant here, about 15 miles south of Detroit. One bears the block letter badge of Mazda, the other the oval emblem of Ford.
+TWO distinctly different car models are rolling off the assembly line at a gleaming new automobile plant here, about 15 miles south of Detroit. One bears the block letter badge of Mazda, the other the oval emblem of Ford.
+The cars look different but they are, in fact, two versions of the same car, produced by American workers and mostly Japanese managers, using a design developed by Mazda.
+More important, however, they are symbols of Detroit's new economics and the complex web of ties that have developed between Japanese car companies and their American rivals. Although there have been alliances of one sort or another between Detroit and the Japanese for years, most recent ones are joint ventures based on a simple economic strategy: Cars are produced for both companies, with a common structure but different appearances. The cars are built in American factories using Japanese management and designs.
+These joint ventures, and other alliances ranging from investment in rival companies to the importation of Japanese vehicles for sale under American labels, are helping transform the way the domestic industry operates, changing the nature of competition worldwide and blurring the distinction between American and imported cars. It is a development that is only beginning to leave its mark on the industry's economic landscape.
+''I think there will be more alliances and that they will intensify,'' said Malcolm S. Salter, a professor at the Harvard Business School. ''They are less costly than full mergers, give the Japanese access to markets and reduce risks for all.''
+But the alliances, particularly those with hybrid factories that blend two very distict cultures, are creating distinct managerial challenges: Management is hard enough in heavily competitive industries, but when culturally different companies are linked - and rival companies, at that - complications are bound to emerge.
+Although the joint projects appear to be successful so far, some experts question whether American workers will adapt to the tightly disciplined Japanese system.
+''There are two faces to the Japanese system,'' said Harley Shaiken, a former auto worker who is now a professor of economics at the University of California at San Diego. ''One is the increased efficiency, better quality, the consulting with workers. But the other is increased pressure, stress, tightly strung manufacturing. The question is which face will prevail.''
+ALREADY, some things are clear. ''There's no issue that they will adapt some hybrid of the Japanese manufacturing system,'' said David Cole, director of the University of Michigan's Office for the Study of Automotive Transportation. ''That decision has already been made by the competitive environment. It's adapt or get out of the game.''
+The alliances started to develop several years ago because Japan, faced with import restrictions, wanted greater access to the American automobile market and Detroit needed to tap Japan's skills in small-car making. Detroit so needed the low-cost high-mileage cars that it was willing to cede part of its lucrative domestic market. In doing so, it also ceded part of the culture on which the domestic auto industry was based.
+In the Japanese-run ventures, distinctions between workers and their bosses are obscured by the identical uniforms worn by both, quite a shift from Detroit's rigid labor-management structure. Traditional management perks - reserved parking spaces, for example, and executive dining rooms - have been abolished. American workers with Midwest accents lace their conversations with Japanese words and business concepts, words like ''kaizen'' (continuous improvement) and ''wa'' (harmony among people), dropped casually into discussions.
+At Flat Rock, where the Ford Probe and the Mazda MX-6 are being built, cross-cultural complications were evident from the start.
+''Americans have a tendency to plan in more detail in the early stages regarding costs and sales; the Japanese are more vague about these things,'' said Osamu Nobuto, president of the Mazda Motor Manufacturing (USA) Corporation.
+That caused clear frustration for the Ford Motor Company. ''For Ford to proceed with a project, we want to know the price and return on investment,'' said Gary M. Heffernan, a Ford senior executive. ''Mazda is run by engineers who didn't have to worry too much about the financial aspects while the yen was weak and they were expanding so rapidly.'' In the end, Ford decided it needed the new Mazda-designed car badly enough to go ahead with the project.
+According to industry experts, dispute resolution is a big obstacle to joint projects, one made more difficult by barriers of language and distance. ''You always have internal battles over any new car,'' Mr. Heffernan said. ''Internally, it gets resolved by the boss. With Mazda, we had to try to work those things out at a lower level.'' This problem appears to have been an important factor in Mazda's decision to build and operate the Flat Rock plant by itself rather than as a joint venture with Ford. ''One of the disadvantages of a joint venture is that decision-making is slow,'' Mr. Nobuto observed.
+In other ventures, cultural clashes have emerged over less important matters, but the scars show nonetheless. At Diamond-Star Motors, a joint venture between the Chrysler Corporation and the Mitsubishi Motors Corporation to assemble cars for sale by both companies, one issue was how the office was to be laid out. American executives prefer private offices; the Japanese think having everyone in a big room with no walls promotes better communication.
+After much discussion, Diamond-Star officials settled on an open office layout at the plant in Normal, Ill., but with partitions between individuals' work areas. But Yoichi Nakane, the Mitsubishi executive who is Diamond-Star's president and chief executive, is not certain they did the right thing. The partitions, he said, ''will create a different way of operating and may cause some problems. A consensus is not always right; it may not get a good result.''
+THERE have been other problems. The General Motors Corporation is reportedly unhappy with the sales performance of its imported and domestically made Japanese cars - the Nova, made at a California plant managed by the Toyota Motor Company; the Chevrolet Spectrum imported from Isuzu Motors Ltd., and the Chevy Sprint, imported from the Suzuki Motor Company - and is preparing to shift marketing strategies.
+This fall, all three cars will be sold under the Geo brand name, giving no indication that they are related to Chevrolet. The idea, Chevrolet officials have told dealers, is to increase advertising efficiency by promoting one name and to overcome the reluctance of some import buyers to consider a domestic nameplate.
+In all the auto alliances, there are limits to cooperation. The Ford-Mazda deal is one example.
+''Each company only tells the other what is necessary to explore future opportunities,'' said Robert R. Reilly, director of strategic planning for Ford. ''It would be inappropriate for us to talk about plans for the Lincoln Town Car or Continental,'' the company's big luxury cars.
+Nor is Mazda about to turn over details of its unique rotary engine used in its RX7 sports car. ''The rotary engine is a special case,'' Mr. Nobuto said. ''We do not share that with other companies, including Ford.''
+For every tie established between auto companies, dozens more are discussed and discarded, industry leaders say. The hard part, they say, is to find a project that allows two companies to share costs without cutting into each other's potential sales.
+The change in the value of the dollar, particularly with respect to the yen, is bringing a new balance into the relationships between the American auto companies and their partners, allowing the Americans more say in what the new cars - and deals - will look like.
+''During the extended period of artificial exchange rates we were forced into the hands of the Japanese to develop new products,'' said Michael N. Hammes, vice president for international operations at Chrysler.
+G.M., according to trade sources, is already planning to supply Isuzu with American-made engines for trucks intended for export to this country. And Mr. Nobotu concedes that when the Probe and MX-6 are updated, they will probably be equipped with Ford rather than Mazda engines and drivetrains.
+Mr. Hammes of Chrysler predicted that his company's relationship with the Mitsubishi Motor Company would continue, but on a more equal basis. ''It's going to be a two-way street from now on,'' he said. But such shifting relationships have made the subject of auto joint ventures so sensitive that G.M., which has the most extensive network of alliances, refused to allow its executives to be interviewed for this article.
+There is little question, however, that the American industry has learned valuable lessons from its day-to-day contact with Japanese manufacturing managers.
+G.M. officials, for example, were shocked to find that the highest-quality car sold by G.M. was produced at the New United Manufacturing Motor plant in Fremont, Calif., the G.M.-Toyota joint venture known by its acronym, Nummi. And that was the case despite the plant's low level of automation and lack of high technology.
+The plant had a reputation as a labor-relations headache when it was operated by G.M., and althought it is staffed by the same ex-G.M. workers, Toyota has molded them into an efficient, quality-conscious workforce. G.M. executives with experience at Fremont have been sent by the company to other plants around the country, preaching the gospel of worker involvement.
+''Nummi changed the direction of the American autoobile industry,'' said Maryann N. Keller, an analyst with Furman Selz Mage Dietz & Birney. ''Nummi proved that it was not machines, it was systems and software that created high quality. At G.M., you never admitted there was a problem. The Japanese look at problems as an opportunity and encouraged open discussion of problems.''
+Nummi produces models known as the Chevrolet Nova and Toyota Corolla FX16. There was no equity exchange in the deal and relations between the two companies are necessarily distant because of antitrust considerations: G.M., after all, is the world's largest auto maker and Toyota is No. 3.
+Nummi is hardly the only alliance in which G.M. has a major role. G.M. owns 41.6 percent of Isuzu, , mainly a truck maker, and imports an Isuzu model sold as the Chevrolet Spectrum. It owns 5.3 percent of the Suzuki, and imports a car sold as the Chevrolet Sprint.
+Chrysler and Ford also have other alliances, but they are less scattershot. Chrysler linked up with Mitsubishi in the early 1970's to import small, fuel-efficient cars when its domestic lineup was large and thirsty; today it owns 24 percent of Mitsubishi stock.
+It still sells the Mitsubishi-made Dodge Colt, Premier and Vista models to buyers who prefer imports, but the fuel economy of its domestic cars has improved dramatically. Later, the two companies developed the joint venture called Diamond-Star Motors.
+Ford acquired a 25 percent interest in Mazda in 1979. Initially Ford sold Mazda cars under the Ford label in the Asia-Pacific market; now the Mercury Tracers that Ford makes in a plant in Hermosillo, Mexico, are based on Mazda designs. The arrangement at Flat Rock is the most recent arrangement. This wave of alliances surprised the experts. A decade ago most auto executives and industry analysts were predicting a shakeout in the international industry, with just a handful of giant companies surviving into the 1990's. But, experts said, managers in car companies all over the world were unwilling to yield autonomy, which thwarted merger activity.
+''It is very difficult to work out the details of mergers because most companies want to keep control of the business,'' said Ford's Mr. Heffernan. ''So we found ways to get the benefits without actually merging.''
+The greatest benefit, of course, stems from the economics of the deals. In general, the cars produced for both partners have a common structure but a different look that enables them to be marketed as different vehicles.
+The cars made at Flat Rock, for example, the Ford Probe and the Mazda MX-6, share the same basic understructure and engine, but the Probe is a sporty hatchback and the MX-6 a more conservative sedan.
+''This is an example of where two interests come together,'' said Mazda's Mr. Nobuto. ''We would not have done it if the cars were competing.'' FORDS AND MAZDAS OFF THE SAME ASSEMBLY LINE
+Flat Rock, Mich., plant is owned and managed by Mazda and has produced more than 35,000 cars since Sept. 1. Production Plan: Ford Probe: 60% Mazda MX-6: 40%
+Engines and transmissions for both cars are designed and manufactured by Madza in Japan. Seats, tires and batteries are American-made. Major stampings of both cars are done in the plant. The Probe's styling and dashboard are by Ford. Sticker Price: Ford Probe: $10,500-$13,600 Mazda MX-6: $11,000-$15,100 THE GLOBALIZATION OF THE AMERICAN CAR Some of the ties U.S. auto makers have with their Japanese rivals. The companies also purchase various components from each other. FORD * Owns 25% of Mazda. * Mazda plant in Flat Rock, Mich., produces Ford Probe and Mazda MX-6. * Assembles Mercury Tracer in a Ford plant in Hermosillo, Mexico, using Mazda parts. * Mazda supplies Ford affiliates in Australia, New Zealand and Taiwan with sets of selected components for Laser model, to be combined with components from local sources and sold under Ford label in Pacific markets. * Collaborating with Mazda on future models. * Nissan and Ford studying possibilities for production of a new vehicle in North America, to be marketed by both companies. GENERAL MOTORS * Own 41.6% of Isuzu. * United Motor Manufacturing Inc. is a 50-50 joint venture with Toyota Motor Corp. Its plant in Fremont, Calif., produces the Chevrolet Nova and Toyota Corolla FX-16. Toyota manages the plant, with limited G.M. participation. * Imports an Isuzu car, sold as the Chevrolet Spectrum. * Isuzu and Fuji are building an assembly plant in Lafayette, Ind., and G.M. is expected to be a supplier of major components for the Isuzu vehicle. * Owns 5.3% of Suzuki, and imports a Suzuki car, sold as the Chevrolet Sprint. * Building a joint venture plant with Suzuki in Ingersoll, Ontario, to produce small sports vehicles for sale by both Chevrolet and Suzuki CHRYSLER * Owns 24% of Mitsubishi. * Diamond-Star Motors Corp. is a 50-50 joint venture with Mitsubishi. An assembly plant in Normal, Ill., is being built to produce one model for each company, staring late this summer. Management is joint, with Mitusbishi in the lead. * Has imported Mitsubishi-made small cars and trucks for sale as Plymouths and Dodges since the early 70's * Buys V-6 engines from Mitsubishi for various Chrysler models.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Mixing+Cultures+On+the+Assembly+Line&title=New+York+Times&issn=03624331&date=1988-06-05&volume=&issue=&spage=A.1&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 1988","ALREADY, some things are clear. ''There's no issue that they will adapt some hybrid of the Japanese manufacturing system,'' said David Cole, director of the University of Michigan's Office for the Study of Automotive Transportation. ''That decision has already been made by the competitive environment. It's adapt or get out of the game.'' That caused clear frustration for the Ford Motor Company. ''For Ford to proceed with a project, we want to know the price and return on investment,'' said Gary M. Heffernan, a Ford senior executive. ''Mazda is run by engineers who didn't have to worry too much about the financial aspects while the yen was weak and they were expanding so rapidly.'' In the end, Ford decided it needed the new Mazda-designed car badly enough to go ahead with the project. According to industry experts, dispute resolution is a big obstacle to joint projects, one made more difficult by barriers of language and distance. ''You always have internal battles over any new car,'' Mr. Heffernan said. ''Internally, it gets resolved by the boss. With Mazda, we had to try to work those things out at a lower level.'' This problem appears to have been an important factor in Mazda's decision to build and operate the Flat Rock plant by itself rather than as a joint venture with Ford. ''One of the disadvantages of a joint venture is that decision-making is slow,'' Mr. [Osamu Nobuto] observed.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 1988: A.1.",11/15/17,"New York, N.Y.",UNITED STATES JAPAN,"HOLUSHA, JOHN",New York Times Company,,Newspapers,426864573,"United States, New York, N.Y.",English,5-Jun-88,AUTOMOBILES; EXECUTIVES AND MANAGEMENT; FACTORIES AND INDUSTRIAL PLANTS; JOINT VENTURES AND CONSORTIUMS; FOREIGN CARS,New York Times,NEWSPAPER,,,,,,,
+Now Harley-Davidson Is All Over the Road,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/now-harley-davidson-is-all-over-road/docview/426802482/se-2?accountid=14586,"LEAD: IT is 1983 and Harley-Davidson Inc., the last surviving American maker of motorcycles, is begging the Government for help. The 1982 recession has all but killed the motorcycle market and Harley, leaking red ink, claims that the Japanese are dumping their excess inventory in American markets. The International Trade Commission agrees.
+IT is 1983 and Harley-Davidson Inc., the last surviving American maker of motorcycles, is begging the Government for help. The 1982 recession has all but killed the motorcycle market and Harley, leaking red ink, claims that the Japanese are dumping their excess inventory in American markets. The International Trade Commission agrees. It slaps Japanese companies with a 49 percent tariff on large bikes, a tariff to be reduced over the next five years.
+Skip ahead to 1986. Harley is in Washington again - this time, not in supplication but in triumph. Its two plants are humming along at peak efficiency. Its bikes, despite $10,000 price tags, are best sellers. And its income statement is comfortably swathed in black.
+Remove the tariff a year early, Harley suggests. Washington, with much hoopla, culminating in a personal visit by President Reagan to Harley's plant in York, Pa., willingly complies. Harley has been roaring profitably along ever since.
+But was the motorcycle tariff a good idea? Or did it, by raising the prices of Japanese bikes, deal a body-blow to motorcycling in this country?
+No one disputes that the Japanese companies were dumping bikes. But, motorcycle aficionados note, most of those bikes were so-called ''touring'' bikes that appealed to riders who were unlikely to have bought the huge, mean-looking Harleys in the first place. ''The Harley tariff took away the ability to find different types of motorcycles at reasonable prices,'' said Paul Dean, editor of Cycle World. ''And that did not do the motorcycle industry any good.''
+Indeed, motorcycle sales have been declining in the country for two years. Part of that decline stems from the general aging of the population. But part may well be traced to the tariff. Harleys have always been too big and too expensive to serve as entry-level bikes. And the tariff took many Japanese bikes out of range for beginners.
+Harley is trying to turn the trend around. The company has introduced a new model, with an 883cc motor, at the (for Harley) astonishingly low price of $3,995. Any 883 owner who wants to buy a big, $10,000 Harley within a year can turn in the 883 and have the full purchase price applied.
+But learning to ride a motorcycle by hopping on a Harley, even a Harley 883, would be like learning to fly in a 747. And unless people start out on less-powerful bikes now, there will be no one to trade up to a 1,340cc, the size of Harley's mainstay bike, in the 1990's. ''In many ways,'' said Mr. Dean, ''Harley shot itself in the foot.''
+The sad thing, many say now, is that Harley did not have to do it. Harley riders are a fiercely loyal group. Had Harley's reputation not already been tarnished, it is unlikely the Japanese bikes would have wooed many of its customers.
+That is something even Harley dealers concede. ''People would have rather bought American; they simply did not want to buy inferior quality,'' said Oliver Shokouh, who owns the Harley dealership in Glendale, Calif. Michael J. Lombardi, the third generation of Lombardis to run Frank Lombardi & Sons Inc., Harley's Staten Island dealership, is just as blunt: ''I used to feel bad taking customers' money, the quality was so bad.''
+Today, Harley executives acknowledge that Harley's troubles were internal. ''For years we tried to figure out why the Japanese were beating us so badly,'' said Vaughn L. Beals, Harley's tall, dapper chairman and chief executive. ''First we thought it was their culture. Then we thought it was automation. Then we thought it was dumping. Finally we realized the problem was us, not them.''
+WHAT has helped Harley most in the last few years was not protectionism but cash. In 1986 the company went public. Since then, Harley, which had profits of $17.7 million on revenues of $685.4 million last year, has regained 40 percent of the market for over-850cc bikes, the only kind it makes. It has a thriving business from parts and accessories, and from licensing its name for T-shirts, bags, even cigarettes. The licensing not only brings in nice fees, but ''it gives us national advertising that we could not afford to do,'' Mr. Beals said.
+Mr. Beals has little patience for chief executives who complain that Wall Street's clamor for quarterly profits saps the joy from running a public company. ''Sure, private is better when you have cash, but public is a lot better when you don't,'' he said. ''Going public was a hard decision, but we had such difficult financial problems it was the only decision.''
+Harley has used its new-found financial health to develop hedges against the declining motorcycle market. Harley already has contracts to supply bomb casings for the military, to make computer peripherals and to machine components for Chrysler Marine, and Mr. Beals is placing a high priority on industrial business in the future.
+Late last year Harley acquired Holiday Rambler, a leading maker of recreational vehicles that gives Harley an ''in'' with people who feel they have outgrown motorcycling, or who prefer a family-oriented activity. Holiday Rambler also makes delivery vans, and just introduced the Utilimaster, a small walk-in van that uses a chassis made by Harley.
+Harley's tactics have won it fans. ''They have kept a close eye to the bottom line, and have improved their product, their processes and their marketing,'' said William D. Tichy, an analyst at Dean Witter Reynolds. James Schainuck, an analyst with Ladenburg, Thalman, said it short and sweet: ''Harley's on a roll!''
+THAT Harley's success should follow going public is ironic. For this was Harley's second trip to the public well. And in many ways, its troubles began with its first trip.
+To understand that, one must look back to 1965. Harley, then in operation for 62 years, had a niche that no other company could come near. The BMW motorcycle was the Mercedes of the bike world; the Triumph was the main sporty model; Honda was known primarily for tiny bikes.
+But Harley - well, the Harley Hog, that was a motorcycle. There was nothing delicate about it. It had big grips, big levers, big foot rests, a big engine. It made a throaty, rumbling, threatening sound. It was the Harley Hog that Marlon Brando rode in ''The Wild One''; it was the Harley Hog that leather-jacketed bikers roared into town on.
+Few Harley riders did the sorts of unsavory things that were associated with motorcycle gangs. But they wanted to look as though they could. ''You pull up next to a guy in a station wagon and you're riding a Harley, that guy gives you respect,'' said Mr. Dean of Cycle World. ''If you were riding a Honda, he'd smile at you.''
+By the mid 1960's Harley was making about 15,000 bikes a year, and had revenues of about $49 million. To grow larger than that, it needed cash. So in 1965, it went public. And in 1969, at the height of the conglomerate era, Harley was bought by the American Machine and Foundry Company.
+A.M.F. (which in 1986 was absorbed into Irwin Jacobs's Minstar Inc.) granted Harley's wish for growth. By 1973 it was churning out 37,000 cycles a year and pulling in $122 million.
+But Harley's relatively unsophisticated design and production systems could not keep up with that level of production. Quality plummeted, and labor relations deteriorated badly.
+''A.M.F. was just about the ruination of Harley-Davidson,'' said Mr. Lombardi, the dealer. ''They had no quality control. They forced Harley to overproduce bikes, and they forced us to take them. It was a dictatorship.''
+Yet such was the Harley mystique that dealers and bikers might have continued to willingly repair their leaky, unstable Harleys. But A.M.F. did the unthinkable: It insisted that its name, not Harley's, be emblazoned on the bikes' fuel tanks. ''Harley people simply refused to buy A.M.F. bikes,'' said Mr. Dean.
+By the time Mr. Beals joined Harley in 1975, the company's quality problems were formidable. So he went into high gear. He insisted that every Harley bike, not just a sample, be inspected as it came off the line. He changed the tests the company used. He elicited workers' suggestions for shoring up quality. And he asked A.M.F. for $80 million to help Harley build a new type of engine.
+A.M.F., which was trying to build its industrial businesses, refused to provide the money. So in 1981 Mr. Beals and 12 other Harley officers took Harley private.
+By then, the Japanese had become a major force in the motorcycle market. No longer content with selling tiny bikes, they were making 750cc and even larger motorcycles. In 1979 Honda opened its Marysville, Ohio, plant. Shortly thereafter, that plant introduced the Gold Wing, a 1,000cc bike that was designed exclusively for the American market, and that was only sold here.
+The Gold Wing was as big as a Harley, yet was more comfortable and reliable for long-distance traveling. ''The Gold Wing created the luxury touring motorcycle market,'' said Roger Lambert, a spokesman for Honda of America Manufacturing Inc. It might sound like bombast - except that many analysts and motorcycle enthusiasts agree.
+The new competition hit Harley at a bad time. It was saddled with $70 million in debt from the buyout, and it was hemorrhaging cash. It lost $25 million in 1981 and $32 million in 1982. ''There was not a segment of our business that was not a challenge,'' said Richard Teerlink, who joined Harley as its first chief financial officer in 1981 and today is president of its motorcycle division.
+When the 1982 recession hit, Harley was close to going belly-up. The next year the company asked for, and received, tariff protection. But even as it publicly castigated the Japanese, Harley was trying to mimic them. Harley executives started touring Japanese plants to figure out what it was they did so well.
+''We didn't see any magic machinery,'' said Mr. Beals. ''But we did see companies without platoons of people or tons of parts around.''
+Harley slashed its headquarters staff and adopted a version of Japanese Just-in-Time inventory control in which suppliers deliver quality-guaranteed parts that are used immediately rather than placed in stock. The new system reduced money tied up in inventory. But more important, it drove quality. ''If you have a continuous flow of parts and materials, you can't tolerate poor quality or machine maintenance,'' Mr. Beals said.
+The push for quality continues at Harley. Its people are taking courses in statistical process control, a technique for enhancing quality and productivity. It has a new executive committee, consisting of Mr. Teerlink and three newly appointed senior vice presidents, that oversees operations, with special emphasis on quality programs. And it has monthly review meetings where people from all levels in the company make suggestions about how to better implement quality control and materials flow.
+Now Harley must, as Mr. Beals put it, ''persuade the public that while our bikes still look like Harleys, they no longer leak like Harleys.'' Throughout the 1980's Harley has been encouraging prospective buyers to test-drive Harleys - highly unusual in the motorcycle business because of the high cost of liability insurance. And in 1985 it increased its field sales staff by 50 percent, in order to help dealers implement the demo-ride program and other Harley promotions.
+Nearly all of Harley's executives are riders themselves, and most spend summer weekends at bike rallies. ''Routinely, we'll come back and send notes to everyone in the company, reporting what customers say they want,'' said Mr. Teerlink.
+SLOWLY but steadily customers are responding to the ''new'' Harley. When the California Highway Patrol, which stopped riding Harleys in the mid-1970's because they were unstable and leaky, switched back to Harleys in 1984, ''there was an uproar from every officer in the fleet,'' said Edward Prieto, motorcycle training sergeant for the California Highway Patrol Academy. Today, many of the most vocal complainers have become ''die-hard Harley riders,'' he said.
+Whether a new generation of motorcyclists will emerge remains a question. Beginner bikes remain scarce. Honda has introduced some new scooters and lightweight bikes that might attract first-time riders, but they are unlikely to have the same impact on motorcycling that the old Honda 50cc's and 90cc's did.
+Still, Harley dealers are banking that, even if the overall market continues to decline, their share will remain high. Most predict a stellar 1988, and few fear the 1990's.
+Take Mr. Lombardi. In the 1970's he had so little faith in Harley's future that he tried to sell his Staten Island dealership. He kept it only because he could not find a taker.
+Last month, he closed the bicycle store he was running next door. ''I want the space to show more motorcycles,'' Mr. Lombardi said. ''These days everyone wants our bikes.'' AT A GLANCE: Harley-Davidson All dollar amounts in thousands, except per share data
+ 
+ ",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Now+Harley-Davidson+Is+All+Over+the+Road&title=New+York+Times&issn=03624331&date=1988-04-17&volume=&issue=&spage=A.12&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 17, 1988","No one disputes that the Japanese companies were dumping bikes. But, motorcycle aficionados note, most of those bikes were so-called ''touring'' bikes that appealed to riders who were unlikely to have bought the huge, mean-looking Harleys in the first place. ''The Harley tariff took away the ability to find different types of motorcycles at reasonable prices,'' said Paul Dean, editor of Cycle World. ''And that did not do the motorcycle industry any good.'' Learning to ride a motorcycle by hopping on a Harley, even a Harley 883, would be like learning to fly in a 747. And unless people start out on less-powerful bikes now, there will be no one to trade up to a 1,340cc, the size of Harley's mainstay bike, in the 1990's. ''In many ways,'' said Mr. Dean, ''Harley shot itself in the foot.'' SLOWLY but steadily customers are responding to the ''new'' Harley. When the California Highway Patrol, which stopped riding Harleys in the mid-1970's because they were unstable and leaky, switched back to Harleys in 1984, ''there was an uproar from every officer in the fleet,'' said Edward Prieto, motorcycle training sergeant for the California Highway Patrol Academy. Today, many of the most vocal complainers have become ''die-hard Harley riders,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Apr 1988: A.12.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES,"Deutsch, Claudia H",New York Times Company,,Newspapers,426802482,"United States, New York, N.Y.",English,17-Apr-88,"MOTORCYCLES, MOTOR BIKES AND MOTORSCOOTERS; INTERNATIONAL TRADE AND WORLD MARKET; COMPANY AND ORGANIZATION PROFILES; FINANCES",New York Times,NEWSPAPER,,,,,,,
+NOVICE REGULATOR: David S. Ruder; Seeking Tighter Control Over the Financial Markets,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/novice-regulator-david-s-ruder-seeking-tighter/docview/426722370/se-2?accountid=14586,"LEAD: DAVID S. RUDER was tapped to be a good caretaker.
+DAVID S. RUDER was tapped to be a good caretaker.
+When the White House picked the 58-year-old law professor last summer as the 23d chairman of the Securities and Exchange Commission, Administration officials expected him to do little more than maintain the status quo during the last 18 months of a lame duck Presidency.
+The S.E.C. was on a high, basking in the glory of having cracked the most spectacular insider trading cases in its history. The next President would certainly appoint his own chairman. The Administration's strategy was to maintain the tough-cop stance, while continuing the S.E.C.'s six-year-old, hands-off approach to the regulation of Wall Street.
+But the Oct. 19 stock market collapse changed all that, presenting the greatest challenge since the 53-year-old agency was created. And the White House may have gotten more than it bargained for. David Sturtevant Ruder, the former dean of the Northwestern University Law School, warns that the rush to deregulation is over.
+''The events of the market have placed me in a position where I cannot think of myself merely as the head of an administrative agency in which my job is to be a good regulator,'' said the balding lawyer from Chicago, his eyes peering from behind horn-rimmed glasses. ''I am required to make important policy decisions. And I will.'' For the moment, the Presidential task force under former New Jersey Senator Nicholas F. Brady has taken the lead - and the limelight - with its proposals earlier this month for changing the financial markets. And the New York Stock Exchange last week offered some more limited proposals.
+Mr. Ruder, however, suggests he has plans of his own, even though he has remained silent, waiting until the commission's own analysis of Black Monday is released by Feb. 2. Part of that caution may stem from his desire to avoid a repeat of that market debacle; some said the plunge was exacerbated by Mr. Ruder's suggestion that the market might be temporarily closed.
+He also had no immediate comment on Friday's decision by the New York Stock Exchange to limit program trading on a trial basis, although S.E.C. officials said privately that the Big Board would not take such a step without consulting the commission.
+But as the markets wait for the commission's report, many analysts are wondering if it will put the onus for Black Monday on Wall Street, which it regulates, or on the Chicago futures exchanges, which it does not.
+While Mr. Ruder will not speak out on possible reforms at this time, he does cite concerns currently under S.E.C. investigation - portfolio insurance, the use of stock index futures in arbitrage trades and the insufficent clearance and settlement systems.
+One of his major worries, Mr. Ruder says, is the inadequacy of the capital pool available to the floor specialists on the exchanges. On Oct. 20, the Federal Reserve had to encourage banks to keep lending to the specialists so trading could continue. Now Mr. Ruder wonders whether, for example, a new multibillion-dollar pool of capital should be established to provide emergency liquidity.
+''I am thinking very broadly in this area,'' he said. ''I am asking whether we should be looking at other non-Fed pools of capital. Find a private way to do it.'' One way to establish such a pool, he said, giving what he cautioned was a very rough suggestion, would be to impose a fee on the brokerage industry over several years to build up the fund, and have the fund backed by some kind of Federal guarantee.
+He wants to limit the role of the Federal Reserve in regulating the securities industry because he fears that the central bank might unduly hamstring the capital markets in the interests of protecting the banking system.
+Mr. Ruder refuses to say whether he would support reform proposals already aired, but he asserts he will be more regulation-minded than the man he replaced, John S.R. Shad, who was considered a good soldier of the Reagan Administration and a true believer in its deregulatory philosophy.
+''I definitely believe that I am more regulatory than my predecessor,'' the new chairmansaid. ''I find myself voting more clearly for intervention by the commission into all kinds of activities, particularly in the enforcement area.''
+The chairman's interventionist approach to the markets was evident even before Black Monday, in moves favoring a more active agency, one that focuses on protecting the individual investor and maintaining the integrity of the capital market system.
+Just one month after taking office on Aug. 7, he called for a reorganization of the arbitration process, so that small investors would be better represented in disputes with their brokerage firms. A week later, he asked Congress to give the S.E.C. explicit authority to pre-empt state anti-takeover laws.
+HE has already battled with the White House over cuts in the S.E.C.'s budget this year. (Despite 19 Senators on the Banking committee urging that the S.E.C. not be cut back, the White House insisted on making the cuts as part of the deficit reduction package last fall.) He raised the one dissenting vote among Reagan-appointed financial regulators to the Administration's efforts to push through further deregulation of the commercial banks.
+And he has forged a remarkably cordial relationship with Congress - even though it is controlled by Democrats - an accomplishment that eluded Mr. Shad through his six-year tenure. (S.E.C. officials privately attribute Mr. Shad's tense relationship to an initial Congressional investigation of his personal finances. Though Congress found no irregularities, the strain never abated.) Mr. Ruder had a rocky beginning, however. His halting, noncommittal confirmation testimony left some members of Congress uneasy. Since confirmation he has had one major gaffe - his comment the morning of Oct. 19 that the S.E.C. might consider a temporary trading halt. Some say the comment cost the Dow Jones industrial average 200 points that day.
+Despite those early missteps, however, many in the securities industry are impressed with the independence he has shown thus far.
+With Mr. Ruder at the helm, industry insiders say, the balance of power at the commission has shifted away from the Reagan-espoused doctrine that free markets tend to be self-correcting. Now, they point out, there is a greater willingness to impose strict new regulations on Wall Street.
+''When I now have an enforcement case, I am less optimistic of resolving it without enforcement action than I've been in years,'' said Richard Phillips, a former S.E.C. general counsel and now a Washington attorney. ''I think with David Ruder at the S.E.C there is a decided shift from basically a deregulatory posture to a position of more activism, which in the end has to be regulatory.''
+How this shift will play out in new regulations remains an open question - at least until the commission releases its report sometime in the coming weeks.
+In the meantime, while refusing to discuss specific market reforms, Mr. Ruder says he will concentrate on two key areas during the remaining 12 months of his chairmanship - first, restructuring the nation's trading markets and second, winning cooperation among international securities regulators to cope with ever-more integrated global markets. In particular, he wants to push the process that will eventually computerize and coordinate all major trading markets.
+''Automation is going to drive this process'' internationally, he said. ''I may not have enough time in my tenure, but at the very least I can set up the structure - who it is to talk to and what the problems are and find out where the real difficulties are.''
+In seeking tighter regulatory control by the S.E.C over the nation's markets, Mr. Ruder says he uses the strength of the S.E.C.'s professional and legal staff to develop policy, creating a consensus that becomes hard for individual commissioners to oppose.
+''MY first attitude about how to run this commission was that I must enlist the staff on my side,'' the chairman said. ''In order to do that, I must listen to them, cooperate with them and indeed advocate some of their positions at times.'' Once he and his staff agree, he solicits the views of the other four commissioners.
+This has been an effective approach, so far. In his first public test, Mr. Ruder succeeded in gaining a one-vote majority for the agency to endorse new limits on insider trading that were considerably tougher than earlier S.E.C. proposals.
+Since he was nominated for his new post, Mr. Ruder has had to face the fact that he was hardly anyone's No. 1 choice for the top S.E.C. job. But he says he takes solace in two facts: Once the White House decided to pick a lawyer, he was the No. 1 choice. And he was the second choice for the deanship at Northwestern Law School - where his tenure was widely viewed as a notable success.
+But Mr. Ruder was not always accustomed to being second choice. Born in Wausau, Wis., the son of a prominent local attorney, he attended Williams College, where he edited the newspaper and was elected to Phi Beta Kappa. After graduating in 1951, he put in a three-year Army stint, then entered the University of Wisconsin Law School, where he graduated first in his class and was editor of The Law Review.
+Though his father expected him to return to Wausau, he had had enough of small towns and joined the Milwaukee law firm of Quarles & Brady. Four years later, in 1961, he joined the faculty of Northwestern Law School, where he spent most of the next 25 years, intermittently practicing law for the New York Stock Exchange and a Chicago law firm. While at Northwestern, he established a reputation as a leading expert on the intricacies of securities law.
+HE made his name primarily as a forceful administrator, however. By the end of his eight-year term at Northwestern, he had built the law school into a first-rate institution, had attracted some of the nation's most talented law professors, who earned some of the top salaries around, and had built a $25 million law school building.
+''I really got to know him when he tried to recruit me,'' said Richard Speidel, a Northwestern Law School professor, who said Mr. Ruder sent him a seven-page, single-spaced letter explaining why he should give up his post as dean at Boston University Law School and go to Northwestern. ''I never encountered someone who had thought through the process as well as he had.''
+During his years in Chicago, Mr. Ruder developed an interest in the arts, with particular help from his wife, Susan, also a lawyer. Mrs. Ruder is very involved in opera, while ''David goes,'' an associate said. She also has an impressive collection of modern art.
+Mr. Ruder has four children by two previous marriages, and two stepchildren. His favorite avocation is golf. When asked to confirm a reported handicap of 22, he said it was more like 20, ''and that's a big difference.'' Since his appointment to the commission, however, he hardly ever gets to play. ''I spend my spare time at home reading S.E.C. documents,'' he said.
+Unperturbed about being the No. 2 choice at the S.E.C., Mr. Ruder does seem to be disturbed at being charged with accelerating the plunge in the Dow Jones industrial average on the morning of Oct. 19, when he mentioned that one option the S.E.C. could consider to slow down the markets was a short trading halt.
+The Wall Street Journal later calculated in an editorial that the comment cost the Dow 200 points - a charge Mr. Ruder rebutted.
+''You want to deny that you caused the market to drop,'' Mr. Ruder said. ''You want to defend yourself. But the proper response would be to say that I made a mistake talking about the market and I would not do it again.''
+But if he has had problems with the press, his relations with Capitol Hill have been excellent. ''He has cooperated much more with us,'' said a top aide to one of the Senate Banking Committee's key members. ''His written testimony has been excellent and the quality of the material he has sent to us when we requested it has been terrific.''
+Still, he has not gone along with all requests from the Hill. Currently, he is putting pressure on Senator William Proxmire to change parts of the Senator's legislation that would repeal the Glass-Steagall Act and permit commercial banks to get into securities underwriting and permit some securities firms to own commercial banks.
+So far, Mr. Ruder has told the Senator that the S.E.C. could not support the bill so long as it exempts securities activities by commercial banks from S.E.C. regulation.
+THAT position has pitted Mr. Ruder - the designated ''caretaker'' of Reagan doctrine - somewhat against the Reagan Administration's top banking regulators and the Treasury Department.
+This does not appear to disturb Mr. Ruder. ''Our first and overriding responsibility is to protect investors,'' he said. ''I do not mean to denigrate the good faith of the banking officials, but their statutory objectives are protection of depositors, and the safety and soundness of the banking system. That's a different objective.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NOVICE+REGULATOR%3A+David+S.+Ruder%3B+Seeking+Tighter+Control+Over+the+Financial+Markets&title=New+York+Times&issn=03624331&date=1988-01-17&volume=&issue=&spage=A.10&au=Nash%2C+Nathaniel+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 17, 1988","''When I now have an enforcement case, I am less optimistic of resolving it without enforcement action than I've been in years,'' said Richard Phillips, a former S.E.C. general counsel and now a Washington attorney. ''I think with David Ruder at the S.E.C there is a decided shift from basically a deregulatory posture to a position of more activism, which in the end has to be regulatory.'' Mr. Ruder has four children by two previous marriages, and two stepchildren. His favorite avocation is golf. When asked to confirm a reported handicap of 22, he said it was more like 20, ''and that's a big difference.'' Since his appointment to the commission, however, he hardly ever gets to play. ''I spend my spare time at home reading S.E.C. documents,'' he said. This does not appear to disturb Mr. Ruder. ''Our first and overriding responsibility is to protect investors,'' he said. ''I do not mean to denigrate the good faith of the banking officials, but their statutory objectives are protection of depositors, and the safety and soundness of the banking system. That's a different objective.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Jan 1988: A.10.",11/15/17,"New York, N.Y.",,"Nash, Nathaniel C",New York Times Company,,Newspapers,426722370,"United States, New York, N.Y.",English,17-Jan-88,STOCKS AND BONDS; STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+MAKING ARMS FIGHTING MEN CAN USE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/making-arms-fighting-men-can-use/docview/426514513/se-2?accountid=14586,"LEAD: ON the night of May 17, a radar operator, bathed in the dim light of the combat control room on the frigate Stark, was monitoring the screen of a sophisticated electronic device tracking every nearby radar signal in the waters and airspace off Bahrain.
+ON the night of May 17, a radar operator, bathed in the dim light of the combat control room on the frigate Stark, was monitoring the screen of a sophisticated electronic device tracking every nearby radar signal in the waters and airspace off Bahrain.
+But the device, designed by the Raytheon Company to beep and flash a cue when it detected hostile radars, apparently had put too much stress on the weakest link in the Stark's defensive chain: the human operator. Somebody had turned off the audible alarm because its frequent beeps bothered him. And the operator evidently was not looking when the warning system's screen flashed a sign that an Exocet missile, fired from an Iraqi jet, was hurtling toward the ship.
+While there are many reasons why the Stark's crew was caught unaware in the attack that killed 37 sailors, it seems that human failures aboard the $300 million high-tech warship played a much larger role than equipment malfunctions.
+The tale is a nightmare for the manufacturers of sophisticated electronic weaponry, who find increasingly that the systems they are building have become too complex for soldiers and sailors to operate properly. Moreover, maintenance and repair of the electronic weapons are also often beyond the ability of most military personnel, despite the investment of enormous amounts of training time, according to experts both inside and outside the Government.
+''It's a matter of constant concern to us,'' said Donn A. Starry, a retired Army general who is now executive vice president of the Ford Aerospace and Communications Corporation, a unit of the Ford Motor Company. Too often, said General Starry, contractors put together the flashiest technology available without considering how the troops will handle a new weapons system. Treating the human factor as an afterthought, he said, ''was never a good way to do business, and it is even less good in this day and age.''
+The problem has become severe enough that the Army is now requiring companies bidding on new systems to demonstrate that their designs will insure simplified operation and maintenance. Similar efforts are being pressed by the Navy and the Air Force.
+The change in rules could ultimately affect the choice of winners in the nation's high-stakes military procurement game.
+FAILURE to comply with the new requirements could mean the loss of hundreds of millions of dollars in contracts to some companies. At the same time, other companies could use the new rules to increase their share of the military electronics business, the fastest-growing sector of military supply.
+As a result, virtually all the big military suppliers are redirecting their engineers to design weapons with the needs of the soldier much more in mind. ''We want the customer to be happy, so we spend a lot of time trying to figure out how to do this,'' said General Starry.
+In the process, the big contractors are turning to outsiders for help, creating a booming business for small engineeering companies and consultants, who are often former military officials. They use a variety of teaching and design aids - ranging from earlier field tests of equipment to training sessions for generals - to make weapons easier to use.
+''Last year we worked for 12 of the 50 largest aerospace contractors,'' said Peter D. Weddle, president of Hay Systems Inc., a year-old company based in Washington that already is doing business at a pace of about $5.5 million annually.
+The ''human factors'' business has become a productive lode for small companies throughout the Washington area, where consultants and engineering concerns ring the Pentagon. ''In the last few years, they really have been focusing on that,'' said Virginia Littlejohn, who directs the Professional Services Council here.
+BESIDES Hay, local leaders in the field include the Essex Corporation and Automation Research Systems Ltd., both of Alexandria, Va., said Esther Smith, publisher of Washington Technology, a biweekly newspaper published for high-tech businesses in the region.
+Hay is focusing its efforts on training managers to implement the rules that the Army developed under its new policy, known as Manprint, for manpower and personnel integration. The policy calls for a reduction in the number of steps needed to operate a weapon and in the amount of data confronting the operator. It also says that training materials must become clearer.
+Hay teaches a three-week course for weapons program managers in the Army, a one-week course for higher-ranking supervisors and a one-day orientation course for generals. It provides similar instruction for the contractors, Mr. Weddle said.
+''It's easy enough for the Army to demand this,'' he said, ''but it's a whole lot tougher for the industry to implement it in the face of engineers' design constraints.''
+The Army's policy, like those of the other services, was brought on in large measure by a rapidly accelerating phenomenon in the world of weapons: an overwhelming reliance on electronics, which are coming to dominate military systems of all kinds.
+Pentagon statistics show that about one out of five enlisted men and women hold jobs related to electronics, compared to just one out of 20 at the end of World War II. Increasingly, weapons operators have their fingers on keyboards rather than on triggers, and mechanics are more likely to use a voltmeter than a monkey wrench.
+Electronic components are turning up in more and more places. For example, Donald C. Latham, an Assistant Secretary of Defense, spoke in an interview about his surprise at learning about the displays incorporated in the Navy's latest model of diving suit.
+''Inside the suit - guess what's in there to regulate everything?'' he said. ''A microprocessor.''
+Now, contractors will have to demonstrate that this accelerating quest for high technology has not ignored ''the man in the loop,'' according to Gen. Maxwell Thurman, vice chief of staff of the Army.
+One weapon that seems to have left the soldier almost entirely out of the loop is the Stinger missile, manufactured by the General Dynamics Corporation.
+Well known because the United States has provided it to guerrilla armies battling the governments of Afghanistan and Angola, the Stinger is so complex that even the best troops have trouble using it.
+The Stinger's launch tube, designed to be carried by one man who fires the antiaircraft missile from his shoulder, is packed with electronic equipment to help him find his target. The missile itself carries other electronic sensors that guide its flight by seeking out the heat emitted by the aircraft.
+But to operate the weapon, the gunner must take 18 steps, some of which are complex, and make rapid decisions about the type of aircraft being shot at. The job requires fast thinking and manual dexterity.
+Martin Binkin, the author of a new study, ''Military Technology and Defense Manpower,'' calls the Stinger a classic case of ''the importance of considering human performance factors in weapon design.''
+ARMY research published in 1983 showed that the missile ''was extremely sensitive to the skill of its operator and too complicated for the caliber of people being assigned to that duty,'' wrote Mr. Binkin, a manpower expert at the Brookings Institution in Washington.
+Although recruits who scored highest on the Army's aptitude tests could meet performance goals about half the time, less skilled recruits were unable to meet the demanding requirements for accurately shooting Stingers. And 70 percent of the infantrymen assigned to use Stingers were the low-aptitude recruits, the Army study found.
+According to General Starry, Ford Aerospace and its competitors have been told to take the lessons of the Stinger into account as they bid for a contract to produce a new antitank weapon. Like the Stinger, this missile would be carried, aimed and fired from the shoulder by a single soldier.
+''It doesn't make much sense to design a system that technically has a 95 percent probability of hitting the target, if you can only train the soldier to score a hit 75 percent of the time,'' General Starry said.
+The difficulty of training soldiers is a major consideration in the design of many devices that control modern weapons. Often, servicemen must spend months learning to use the equipment, and hours every week to keep in practice.
+Army officers say it can take 20 hours a week just to stay familiar with the complexities of the modern computers that point artillery pieces on the battlefield. The operators, who work in special vans crammed with computers, must memorize scores of instructions. Similarly, weapons specialists say that it takes more than two years to learn to operate the RCA Corporation's Aegis system, a network of radar antennas, computers and missile-firing devices that protects big surface ships. That is more time than the Navy spends training jet pilots.
+Often, experts say, the best way to learn how to simplify a weapon is to watch typical enlisted men and women trying to use it in the field. The trick is to assemble a team of observers, perhaps including a psychologist specializing in cognition and learning, and to get their advice early in a weapon's development.
+Proponents of the increasing use of high technology in weaponry contend that in the microelectronic age, the American population is increasingly adept at operating complex devices. When it is properly used, they say, technology cuts down on the number of people needed to do complex tasks, and also on the skill and training required for a demanding job.
+There is some evidence that weapons loaded with expensive gear can be easier for troops to operate than less sophisticated weapons, even when the soldiers are not highly educated. The trick, experts say, is to make the technology ''transparent,'' meaning that the user never realizes that the equipment is performing complex functions.
+A report published last summer by the Congressional Budget Office, for example, cited Army tests showing that the lowest scorers on the Armed Forces Qualification Test, which supposedly forecasts potential for successful training, would be better tank gunners than the highest scorers - if they were given a more modern tank.
+''The technology of the M-1 Abrams tank underscores the potential of new technology for improving performance,'' the report said. ''On the tank firing range, M-1 crews outshoot the older M-60 series tank by more than 40 percent. More important, the new tank reduces the importance of mental ability.'
+The firing system on the M-1 is an example of ''transparent'' technology. The new tank's gun could not be easier to shoot if it were a video arcade game. The gunner finds a target in his sights, squeezes one trigger to lock the gun on target and squeezes a second trigger to fire.
+Making the gun easy to fire called for a battalion of innovative designers, Army officials said. The fire control system was put together by a team that included General Dynamics, the Hughes Aircraft subsidiary of General Motors, Control Data's Canadian unit, Textron's Cadillac Gage unit, Kollmorgen and Singer's Kearfott division.
+Ease of operation, however, is only one cause for concern. Making weapons that military technicians will be able to keep in fighting order is equally important.
+''I don't think the equipment is so difficult,'' said Vice Adm. Jon L. Boyes, retired, president of the Armed Forces Communications and Electronics Association, a private trade group. ''The problem is over on the maintenance side of the house, handling diagnostics or in-house repairs for the deployed forces.''
+The M-1 tank, for example, may be simpler to operate than older versions, but it is far more difficult to maintain. An article in Program Manager, an official Pentagon magazine, pointed out that the technical manuals for the M-1 are three times as thick as those for the older M-60.
+And an Army study found that M-1 mechanics had trouble figuring out what was wrong with the tank when it malfunctioned. ''In many cases, maintenance personnel did not have a basic understanding of how the various subsystems function and interact,'' the report said.
+The Pentagon has at least paid lip service to the notion that reliability is a top priority. In his annual report to Congress last year, Secretary of Defense Caspar W. Weinberger said he was now ''demanding that the reliability and maintainability of our weapons systems be considered equal to cost, schedule and performance during the acquisition process.''
+AIRCRAFT built in the past 10 years already are showing improvements in reliability and ease of maintenance, thanks primarily to ''the products of the microelectronic era,'' according to a study published last year by the National Defense University, the Government's school for advanced training of senior officers.
+Regardless of the technical reliability built into the newer equipment, experts say that any realistic measure of how good a weapon is must take people into account.
+Military technicians, for example, are facing ever-shifting tasks. Admiral Boyes cited the widening use of fiber optics, the filaments of glass-like cable that carry messages rapidly over long distances.
+''Just the welding or binding together of fiber optics cables'' requires skilled maintenance personnel, said the admiral, who was in charge of naval communications systems before joining the electronics trade association. ''It's a tremendous job out in the field when you have to do that.''
+Eventually the military will have enough specialists for the job, even in the face of competition from the private sector, which is also increasing its use of fiber optics, he said. But by that time, some other novel technology will have been introduced into the military.
+''It's a problem that is not going to go away,'' said Admiral Boyes. ''The problem is going to worsen.''
+The Government's push to emphasize the human factor in the design stage is also not going to go away, officials say.
+''Our policy now is to equip the soldier rather than to man the equipment,'' said Col. Jack A. Pellicci, a top official in the Manprint program. ''Industry has gotten this message, but we are not there yet. We have only been at it for two years and it will take another eight years to get this concept totally institutionalized.''
+For years, the arms industry has thrived by throwing more gadgets into weapons, impressing the generals with high-tech razzle-dazzle. But now it must focus on another constituency: the G.I.'s in the field.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MAKING+ARMS+FIGHTING+MEN+CAN+USE&title=New+York+Times&issn=03624331&date=1987-06-21&volume=&issue=&spage=A.1&au=CUSHMAN%2C+JOHN+H%2C+Jr&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 21, 1987","''It's a matter of constant concern to us,'' said Donn A. Starry, a retired Army general who is now executive vice president of the Ford Aerospace and Communications Corporation, a unit of the Ford Motor Company. Too often, said General Starry, contractors put together the flashiest technology available without considering how the troops will handle a new weapons system. Treating the human factor as an afterthought, he said, ''was never a good way to do business, and it is even less good in this day and age.'' ''It's easy enough for the Army to demand this,'' he said, ''but it's a whole lot tougher for the industry to implement it in the face of engineers' design constraints.'' ''Just the welding or binding together of fiber optics cables'' requires skilled maintenance personnel, said the admiral, who was in charge of naval communications systems before joining the electronics trade association. ''It's a tremendous job out in the field when you have to do that.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 June 1987: A.1.",11/15/17,"New York, N.Y.",,"CUSHMAN, JOHN H, Jr",New York Times Company,,Newspapers,426514513,"United States, New York, N.Y.",English,21-Jun-87,UNITED STATES ARMAMENT AND DEFENSE; DEFENSE CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+CHANGING ERA FOR NEW YORK'S ECONOMY,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/changing-era-new-yorks-economy/docview/426498265/se-2?accountid=14586,"LEAD: New York City's economic engine, after humming smoothly for nearly a decade, backfired twice last month with the announcements that two of the city's oldest and largest corporate citizens, the Mobil Corporation and the J. C. Penney Company, were moving out of town.
+New York City's economic engine, after humming smoothly for nearly a decade, backfired twice last month with the announcements that two of the city's oldest and largest corporate citizens, the Mobil Corporation and the J. C. Penney Company, were moving out of town.
+The announcements have set off a debate among city officials, economists and business leaders about the real health of New York's economy.
+Some people see the moves - and a half-dozen others announced in the last year - as unfortunate coincidences in the continuing expansion of an economy based on a booming financial services business. In this view, the departures represent the continuing evolution of the city's economy from its past as the center of a national economy based on manufacturing to its future as a hub for the international exchange of business information.
+Although Mobil and Penney did not actually make their products here, their departures are based, in part, on the turmoil in the manufacturing economy. International competition, changes in currency values and automation have forced American manufacturers to reorganize to be profitable.
+There are experts who have a negative view of the corporate moves. These people, while acknowledging the city's economic recovery from the crisis years of the mid-1970's, see darker echoes of the corporate exodus that helped push the city toward bankruptcy.
+They stress that the problems that are driving Penney and Mobil away - high business costs, expensive housing, long commutes and troubled public schools - are undermining the economic diversity of the city. And they worry that as the city moves further into this new economic order it does so at great social cost, leaving people with the least skills and most meager resources even further behind.
+The ambiguities of the situation are apparent at City Hall, where optimism is tinged with nervousness and announcements of new gains are mixed with strategies to stem more losses.
+Alair A. Townsend, the Deputy Mayor for Finance and Economic Development, described the Mobil and Penney departures - which represent about 5,700 jobs - as ''an unhappy coincidence.'' She said, ''We added 64,000 new jobs in the city last year, and our unemployment rate just hit a 14-year low.''
+Ms. Townsend sees the new economy as fertile ground for the creation of jobs. Some Positive Signs
+Some of that growth will come from not losing jobs in the first place. When the American Telephone and Telegraph Company announced in March that it would move 1,000 headquarters jobs to New Jersey, Mayor Koch pressured the company into suspending the decision.
+Last week Sterling Drug Inc. said it had abandoned plans to move from Park Avenue to a suburban complex in Bergen County, N.J., a decision that will keep 1,400 jobs in Manhattan.
+More growth will come from the expansion of smaller companies. Lifetime Cabletelevision announced last week that it would spend $50 million to build a television production center at the Kaufman Astoria Studios in Queens.
+Sterling and Lifetime belong to the New York of the future, according to Mitchell L. Moss, a professor of planning and public administration at New York University. ''New York is no longer a domestic city,'' he said. ''It is a global information center whose new city limits are the capacity of its phone system,'' he said.
+But according to some experts, the growth masks an erosion in the diversity of the city's economy. They believe that New York has become a one-industry town, and that as the city's manufacturing base has continued to erode, the economy has become increasingly dependent on the volatile financial services business.
+''Of the 353 distinct segments of the local economy, more than 200 sectors lost jobs in the last 10 years, while only 150 gained,'' said Samuel M. Ehrenhalt, regional commissioner of the Federal Bureau of Labor Statistics. ''That means our economy is losing some of its diversity, with more eggs spread among fewer baskets. That heightens our vulnerability. If Wall Street follows this boom with a contraction, we could have a situation similar to what happened 15 years ago - the go-go years followed by a collapse.''
+New York, Mr. Ehrenhalt said, is losing manufacturing jobs at four times the national rate - jobs that in the past, he said, ''have given a disproportionate number of black and Hispanic people an entry into the economic mainstream.'' The city has lost about 50,000 manufacturing jobs in the last three years. Entry-level jobs in retailing and health care also have declined sharply. And while new jobs are being created in financial services, they require more sophisticated skills than the clerical and typing jobs that are leaving, Mr. Ehrenhalt said.
+What this means, said Robert F. Wagner Jr., the chairman of Mayor Koch's Commission on the Year 2000, is that ''in many ways, we have become a more divided city than we have ever been.''
+Mr. Wagner asserted that while once it had been generally possible to move from one side of the economic scale to the other, ''today it is much more difficult and, I would argue, much more important than it has ever been before. It is critical for the economy, much more critical for the social fabric.''
+At City Hall in the last month, Mr. Koch announced that New York would add nearly 2,000 police officers to the force. He also proposed phasing out city business energy taxes in the next five years to help equalize electricity costs between New York and New Jersey. He said he would ask the state to eliminate two comparable taxes.
+With each announcement, the Mayor has looked over his shoulder toward the National Broadcasting Company, which is considering a move from Rockefeller Center either to Secaucus, N.J., or to an Upper West Side site owned by the developer Donald J. Trump.
+Mr. Trump proposed selling his 100-acre parcel to a state agency for $1, then leasing it back from the state. The sale-leaseback would simplify Mr. Trump's effort to capture NBC as a tenant for his proposed Television City complex by allowing him to circumvent local zoning laws and taxes. City officials met with Mr. Trump last week to discuss the proposal.
+While the departing companies are taking thousands of jobs out of the city, they also are making room for those that have come to dominate the local economy: business services, the financial sector and related professional services of law, public relations and accounting. As Exxon vacated its space last year at its Rockefeller Center tower, leaving 300 employees to maintain a nominal corporate headquarters there, Morgan Stanley & Company, the investment banking house, snapped up the space. Growth of Financial Services
+The steady expansion of banks and brokerage houses has more than made up for the departures. In 1972, about 40 foreign banks had substantial operations in New York, according to Simon J. Milde, managing director of Jones Lang Wootton, a real-estate brokerage and consulting organization. Today, more than 300 such firms are based here.
+Businesses, financial services companies and related professional organizations have hired clerical and managerial talent at a fast pace - more than 242,000 new jobs since 1977 - and absorbed almost all the office space that came on the market. The expansion is likely to continue, according to the experts.
+The growth has kept the city's construction industry working overtime, adding 52 million square feet of office space since 1981 - the equivalent of nearly 20 Empire State Buildings. A steady supply of new space has helped to keep rents stable, even though construction costs and land prices have continued to rise. According to the Gordon Office Market Report, one of several reliable quarterly surveys by major brokers, average asking rates since 1981 have remained at about $40 a square foot in midtown Manhattan.
+Demand remains strong, said Jerry I. Speyer, a developer who is chairman of the Real Estate Board of New York, a trade group. ''I know of five companies that are shopping for space to expand,'' he said. ''They will take at least 3 million feet.'' Huge Costs For Housing
+In announcing its plans to leave, Mobil pointed to the shortage and high cost of housing for younger managers, a complaint repeated by companies seeking to attract employees to headquarters in New York.
+City housing officials and industry analysts agree that, just to stay even, New York must more than double the rate of residential construction. The shortages have sent rents and purchase prices soaring throughout the metropolitan region.
+In Manhattan, apartments go for $600 a room even in unstable neighborhoods, and purchase prices routinely exceed $75,000 a room, according to surveys by several real-estate brokers. Prices in the four other boroughs run substantially lower, but they are still nearly double those of cities outside the region.
+''If you price the draftsmen and the janitorial workers out of the city, that really does hurt the economy,'' said Paul A. Crotty, the city's Commissioner of Housing Preservation and Development. ''For the people who make less than $50,000, we need at least 50,000 new homes a year, and we're only producing 10,000 to 20,000.''Unless housing production increases, he said, more companies will locate elsewhere.
+The recovery of public services since the mid-1970's has proved uneven, too. While the Metropolitan Transportation Authority has invested $8 billion in the last five years in New York's subway, rail and bus systems (and plans to spend another $8 billion by 1992), the New York City Board of Education has distributed less than $1 billion to reconstruct aging and often dilapidated physical plants.
+''Our economy and our school system are on a collision course,'' Mr. Erhenhalt said. ''We have a 37 percent dropout rate while, at the same time, the new jobs we are forming require higher levels of education.'' Big Profits In Buildings
+Most of the companies moving from New York have experienced increased competition and declining profits. Mobil and Exxon, the nation's two largest oil companies, have maintained their earnings by severe cost cutting and restructuring in the face of a near collapse of world oil prices.
+The companies that leave can expect to make large profits from selling or leasing their headquarters space.
+Exxon sold its headquarters building at Rockefeller Center for $610 million, the most ever paid for a single parcel in New York. Mobil intends to shift the remaining 1,900 employees from its tower on 42d Street at Lexington Avenue to a new complex in Fairfax, Va., outside Washington, and has not yet decided what to do with the building.
+Penney announced that it would lease its building on the Avenue of the Americas at 52d Street rather than sell it. Because of the difference in real-estate prices between New York and Dallas, where Penney is relocating, the rent Penney receives in 18 months could buy the company's new headquarters in Texas. A sale could have brought nearly $400 million, according to real-estate analysts, about as much as Penney earned on average as a retailer in each of the last five years.
+''It can be a compelling reason to move if you can make as much from selling your real estate as you can from operating your business,'' said Mr. Speyer, the chairman of the Real Estate Board.
+By contrast, Sterling Drug has seen its earnings rebound in the last year, allowing it to alter its plans to leave the city. In addition, the company does not own its own building, and could not profit from real-estate holdings. NBC's Future: A Key Symbol
+In many ways, NBC's situation symbolizes the clash between the city's old economy and the new one driven by investment bankers, lawyers and traders.
+The network is owned by the General Electric Company, an industrial giant that left New York in 1974 for a suburban complex in Fairfield, Conn. Even with the G.E. ownership, many observers have wondered about the likelihood of NBC moving to New Jersey, despite the lower costs. ''Do you think Henry Kissinger is going to stop off in Secaucus after he makes an appearance on 'Good Morning America'? asked an ABC executive.
+Grant Tinker, a former chairman of the network, said leaving the city would be possible but not efficient. Mr. Tinker said when he took the top job at NBC ''I thought I could stay in California and run the company from Burbank, but it just didn't work.You have to be in New York. A lot of the public discussion so far has been posturing for both NBC and Trump, with each side trying to gain a little advantage.''
+Others have suggested that NBC could move its computer operations to New Jersey, the way many brokerage houses and banks have done, but rival ABC has found that splitting up the company that way has proved costly.
+''You pay a high price that we did not anticipate,'' said Robert T. Goldman, vice president of real estate for ABC. ''A feeling of isolation sets in for the people who have to go.'' He said ABC has considered bringing those departments back to Manhattan.
+General Electric insists that it will not interfere with NBC's decision. A company spokesman, Jack T. Batty, said G.E. believes the city has again become an appealing place to do business. ''When we left in 1973, the transportation system was falling apart and taxes were very high and rising,'' Mr. Batty said. ''Now, taxes are coming down and the railroads have made an amazing comeback.''
+Overall, New York's economy continues to rank as one of the healthiest in the world, according to Mr. Moss, the urban economist at New York University. For every company that leaves, he said, others stand ready to take its place, while dozens more already here - and expanding - have little choice but to grow in place.
+''The advances in technology in the last few years give people more information to use in their face-to-face dealings,'' Mr. Moss said. ''You have to be in personal touch with your customers, whatever the business, and you can't be if you are not in the city.''
+But as New York reinforces its position as a communications capital, it also is becoming again a city of immigrants, with almost one-third of its residents being foreign born, the highest proportion since the 1930's, according to city officials. Mr. Erhenhalt wond,rs how the economy can absorb them: ''If we continue to lose the kinds of businesses that have given these people a toehold into our society, what kind of city are we to become?''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CHANGING+ERA+FOR+NEW+YORK%27S+ECONOMY&title=New+York+Times&issn=03624331&date=1987-05-18&volume=&issue=&spage=B.1&au=Scardino%2C+Albert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 18, 1987","''If you price the draftsmen and the janitorial workers out of the city, that really does hurt the economy,'' said Paul A. Crotty, the city's Commissioner of Housing Preservation and Development. ''For the people who make less than $50,000, we need at least 50,000 new homes a year, and we're only producing 10,000 to 20,000.''Unless housing production increases, he said, more companies will locate elsewhere. General Electric insists that it will not interfere with NBC's decision. A company spokesman, Jack T. Batty, said G.E. believes the city has again become an appealing place to do business. ''When we left in 1973, the transportation system was falling apart and taxes were very high and rising,'' Mr. Batty said. ''Now, taxes are coming down and the railroads have made an amazing comeback.'' ''The advances in technology in the last few years give people more information to use in their face-to-face dealings,'' Mr. [Mitchell L. Moss] said. ''You have to be in personal touch with your customers, whatever the business, and you can't be if you are not in the city.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 May 1987: B.1.",,"New York, N.Y.",NEW YORK CITY,"Scardino, Albert",New York Times Company,,Newspapers,426498265,"United States, New York, N.Y.",English,18-May-87,ECONOMIC CONDITIONS AND TRENDS; RELOCATION OF PERSONNEL; RELOCATION OF BUSINESS,New York Times,NEWSPAPER,,,,,,,
+ASTRONOMERS COME IN FROM THE COOL NIGHT AIR,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/astronomers-come-cool-night-air/docview/426440104/se-2?accountid=14586,"LEAD: ASTRONOMY is in the throes of a technological revolution that is imparting assembly-line efficiency to the art of observing the heavens, allowing astronomers to abandon observatories perched atop remote mountain peaks for comfortable office buildings thousands of miles away.
+ASTRONOMY is in the throes of a technological revolution that is imparting assembly-line efficiency to the art of observing the heavens, allowing astronomers to abandon observatories perched atop remote mountain peaks for comfortable office buildings thousands of miles away.
+Measurements scientists are making of the spectacular exploding star that appeared over the Southern Hemisphere three weeks ago mark a triumph of machines and systems that have come into being only recently. Ultrasensitive detectors, computer automation and remote controls are enabling a new generation of telescopes to soak up and digest the faintest light from the edge of the universe, translate the glow into streams of numbers, and tease unsuspected truths from the resulting mountains of data. Astronomers have learned to conduct these operations, moreover, from control rooms linked by satellite to telescopes on distant continents.
+Astronomical observatories have been pressed to make especially quick, comprehensive measurements of Supernova 1987A, which bloomed in the Greater Magellanic Cloud on Feb. 24 at a distance of about 160,000 light years from earth. Not since the year 1604 had a supernova occurred so nearby, and scientists around the world moved swiftly to chronicle the hour-to-hour changes in the cosmic blast. Supernova explosions unfold so fast that without the new equipment at their disposal, observatories would have been hard put to keep pace.
+The innovations are especially conspicuous at three major observatories in northern Chile, all of which have made large contributions to the current supernova investigation. One of these facilities, the Cerro Tololo Interamerican Observatory, is equipped with a telescope whose light-gathering mirror is four meters in diameter, and is thus the most powerful telescope in the Southern Hemisphere.
+Cerro Tololo's director, Dr. Robert E. Williams, believes that continuing technological developments in astronomy will be rapid. ''In the decade that Cerro Tololo has been in operation,'' he said, ''we have witnessed some of the most dramatic changes in the history of astronomy. The changes will continue to come thick and fast.''
+Some of the most important advances have resulted from the invention of ever more sensitive light detectors capable of translating single photons of light coming from distant galaxies into electrical pulses that can be counted and interpreted by computers.
+For more than two centuries after Sir Isaac Newton invented the reflecting telescope - the type of telescope still used by most observatories - astronomers observed with their eyes. With the invention of photography in the 19th century, however, astronomers began to realize that a light-sensitive emulsion exposed for hours at a time to light from a faint celestial object can ''see'' the object much more clearly than can any observer's eye.
+The photographic plate eventually replaced the human observer almost altogether. The generation of large reflecting telescopes built between World War I and 1948 depended almost exclusively on photographic observations, and photographic plates are still widely used by many observatories.
+But a big change began in the early 1970's when observers realized that new electronic devices called photomultipliers might be more efficient than ordinary film for recording the images of distant galaxies.
+Using the photomultiplier, a photon from space is focused by a telescope and strikes a light-sensitive electron tube, thereby triggering a cascade of electrons. Electromagnets guide the electron beam to hit a film of fluorescent chemicals (similar to the phosphors used in television picture tubes), where the energy of the electrons is converted back into light.
+This stimulated light from the picture tube, far brighter than the original light coming from the depths of space, is then used to expose a photographic plate. New Tools for Exploration
+These image tubes, as they are called, opened a new realm of exploration to astronomers, but further developments followed rapidly.
+In the mid-1970's, Stephen Shectman, a post-doctoral fellow at the University of Michigan, invented a way to combine several image tubes in series, thereby producing a stepwise cascade of amplifications, the final result of which is an image vastly brighter than the original light image.
+Using this device with the 200-inch (5-meter) Mount Palomar telescope, Dr. Shectman and his colleagues made the important discovery in 1981 that the universe contains enormous empty regions, curiously devoid of the galaxies that exist in profusion elsewhere.
+Dr. Shectman, now a member of the Carnegie Institution of Washington, which operates Las Campanas Observatory near here, went on to invent a version of his system that could record in the spectrum of light coming from an object in two dimensions, measuring both the energy and the positions of spectral features.
+Two-dimensional images contain far more information than the one-dimensional displays of his earlier instruments, and Dr. Shectman's two-dimensional imager - which he whimsically named ''2D-Frutti'' -has been installed since 1983 at many large observatories.
+Meanwhile, the impetus of the Vietnam War gave rise to various increasingly sensitive military night-vision devices and to a silicon chip called the Charge Coupled Device or C.C.D., an ultra-sensitive light detector. When photons of light strike a C.C.D., electrons are released from the silicon atoms in its crystal stucture, thereby implanting electrical charges in the crystal. Highly Sensitive Instruments
+Appropriate microcircuits can read the number of charges that accumulate in each ''pixel'' or square in a grid on the chip, and from these counts, a computer can reconstruct the amount and distribution of light that has hit the chip. Some C.C.D.'s are so sensitive they can count nearly every photon that hits them. These chips are rapidly finding their way into major observatories, including the three in northern Chile.
+To reduce the electronic ''noise'' generated by the devices themselves, the devices are often chilled by liquid nitrogen (to minus 320 degrees Fahrenheit) or even liquid helium (to minus 452 degrees). Electronic noise is produced by the movement of atoms, and the colder an atom is, the less it moves.
+Thus cooled, C.C.D.'s can measure the very faint infrared radiation that has been traveling from objects since not long after the ''Big Bang'' explosion thought to have brought the universe into being between 10 billion to 20 billion years ago.
+The power of the C.C.D. has been enhanced still further by computer techniques to reduce noise. Before and after each series of observations using a C.C.D. detector, astronomers record the electronic output of a darkened C.C.D. The digitized noise patterns thus obtained from the blank chip are stored on magnetic tape, and when a celestial image digitally recorded by the chip is processed, a computer corrects the image by subtracting the numerical equivalent of the chip noise. Identifying Elements in Stars
+The new imaging technology applies as much to the spectrums of distant objects as it does to their direct images. When heated to incandescence in the furnaces of stars, each element marks the spectrum of light it emits with a characteristic set of lines, and these lines can be observed by breaking the light apart with a prism or diffraction grating. These spectral lines identify elements in stars, galaxies, gas and dust clouds, a fact of crucial importance to astronomers.
+Spectroscopy has permitted astronomers to understand the chemical makeup of stars and other celestial objects. (The element helium, for example, was discovered in 1868 by spectroscopic analysis of the light coming from the sun; only 27 years later did scientists learn that helium also existed on earth.) Spectrographic analyses have also permitted astronomers to calculate the velocities and directions of movement of distant objects. Spectral lines shifted from their usual places toward the red end of the spectrum, for example, indicate that the object emitting the light is moving away from earth; the effect is analogous to the lowering in pitch of the sound of a rapidly receding automobile horn.
+The American astronomer Edwin Hubble used this knowledge a half century ago to discover that the farther away a galaxy is from earth, the faster is it receding from us. From this came the momentous conclusion that the universe must be expanding.
+Since the largest telescopes in Chile and elsewhere in the world have begun to convert most of their observations into electrical pulses and charges on magnetic tape, astronomers are no longer chained to their instruments. End of an Era
+One of the first major observatories to be electronically linked to observers in another continent will be the European Southern Observatory here, whose director, Dr. Lodewyk Woltjer, predicted that the day of the globe-trotting astronomer will soon be past.
+''We have already conducted successful experiments in which one of our telescopes here was directly controlled by astronomers at our headquarters in Garching near Munich'' in West Germany, he said. ''When our 3.5-meter New Technology Telescope is completed here next year, it will be entirely run by observers in Europe, and ther instrument will send data from its observations directly to Garching.''
+''Thus, an observer at Garching will actually see the object he is studying on a display screen, and by touching the interactive screens in the control room, he can guide a telescope halfway around the world to do his bidding,'' he said. ''He could even start to work in daylight while it's still night in South America. All this will greatly reduce scheduling problems and jet lag.''
+The installation of computerized controls at observatories in the past several years has also reduced the time-consuming drudgery associated with focusing large telescopes, finding and tracking stars, and surveying sections of sky for specific kinds of objects.
+A few commands selected from a menu on a computer screen do it all; the tap of a space bar on a keyboard produces the C.C.D. image of a galaxy 10 billion light years away, and the touch of another key unreels a paper printout of the image. Not long ago, an astronomer could obtain his printed image only after the observatory darkroom had processed his plates.
+''This has meant that astronomy has become much more productive,'' said Dr. Williams of Cerro Tololo. ''Major discoveries are coming oftener than they did a couple of years back.''
+''But all this has exacted a cost from those of us who still love the night sky for its own sake,'' he added. ''Even now, once in a while, I'll expose some photographic plates manually, sitting up in the prime-focus cage of the four-meter telescope. From up there inside the telescope, I can feel the cool night air and look directly into the sparkling depths. That kind of feeling is what drew a lot of us to astronomy in the first place, and it will be hard to do without it.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ASTRONOMERS+COME+IN+FROM+THE+COOL+NIGHT+AIR&title=New+York+Times&issn=03624331&date=1987-03-17&volume=&issue=&spage=C.1&au=Browne%2C+Malcolm+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United St ates,3624331,"Copyright New York Times Company Mar 17, 1987","Cerro Tololo's director, Dr. Robert E. Williams, believes that continuing technological developments in astronomy will be rapid. ''In the decade that Cerro Tololo has been in operation,'' he said, ''we have witnessed some of the most dramatic changes in the history of astronomy. The changes will continue to come thick and fast.'' ''Thus, an observer at Garching will actually see the object he is studying on a display screen, and by touching the interactive screens in the control room, he can guide a telescope halfway around the world to do his bidding,'' he said. ''He could even start to work in daylight while it's still night in South America. All this will greatly reduce scheduling problems and jet lag.'' ''But all this has exacted a cost from those of us who still love the night sky for its own sake,'' he added. ''Even now, once in a while, I'll expose some photographic plates manually, sitting up in the prime-focus cage of the four-meter telescope. From up there inside the telescope, I can feel the cool night air and look directly into the sparkling depths. That kind of feeling is what drew a lot of us to astronomy in the first place, and it will be hard to do without it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Mar 1987: C.1.",11/15/17,"New York, N.Y.",,"Browne, Malcolm W",New York Times Company,,Newspapers,426440104,"United States, New York, N.Y.",English,17-Mar-87,SPACE; RESEARCH; ASTRONOMY AND ASTROPHYSICS; TELESCOPES AND OBSERVATORIES,New York Times,NEWSPAPER,,,,,,,
+THE AX FALLS ON EQUAL OPPORTUNITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ax-falls-on-equal-opportunity/docview/426396796/se-2?accountid=14586,"LEAD: IT seemed like a great idea last October, when the subject first came up. Black Agency Executives, an association of black directors of social service agencies in New York City, would invite about 60 black corporate executives of major national companies to a conference in April. The talk would be of fund raising, of board memberships, of management techniques, of all kinds of subjects on which the two groups could offer mutual assistance.
+IT seemed like a great idea last October, when the subject first came up. Black Agency Executives, an association of black directors of social service agencies in New York City, would invite about 60 black corporate executives of major national companies to a conference in April. The talk would be of fund raising, of board memberships, of management techniques, of all kinds of subjects on which the two groups could offer mutual assistance.
+The idea has since been scuttled. ''The ranks of blacks in corporations have been so decimated there just wouldn't be enough people to come,'' says John N. Odom, B.A.E.'s director.
+Across the country, black managers have been losing their jobs at an accelerated pace. Executive recruiters report that resumes from discharged black managers are flooding their offices, while assignments to recruit them - or anyone at the middle management level - are few and far between.
+So far, black engineers, sales managers and others in jobs that deal directly with products have been spared. And most experts say that lower-level black workers, many of whom are in unions, have fared no worse than their white counterparts in the wave of firings sweeping the country.
+But blacks in public affairs, community relations, human resources - all of the staff-support areas that have become havens for blacks and women trying to make it into the mainstream of corporate America - are finding their jobs, and their paychecks, gone. ''For years, blacks and women were steered into jobs that were not central to the organization,'' said Mary Anne Devanna, research director at the Columbia Business School's Management Institute. ''Now these are precisely the jobs that are being eliminated.''
+Members of an increasingly angry black managerial community feel the dismissals have dealt them a one-two punch. They see themselves and their colleagues, far more than white women, back at square one in their careers, often after decades of employment with the same company. And since many of the fired managers were responsible for recruiting and guiding entry-level blacks through the corporate shoals, they say the trend bodes extremely ill for younger black would-be managers.
+''The whole country has gone backwards in the sense of equal opportunity,'' said Sheila Clark, 38, a black single parent who last month lost her job as director of career development at CBS Inc. ''It's like a door opened and suddenly it shut in your face.''
+Although the corporate ax is falling on managers of all colors and races, black executives say it has fallen disproportionately hard on them as a group. According to David L. Vaughn, president of the National Urban Affairs Council, the number of executive jobs in the New York metropolitan area has shrunk by about 9 percent in the last couple of years. Well over half of the jobs that were eliminated, he says, had been held by blacks - a percentage that far exceeds black representation in managerial jobs.
+Other black executives cite similar figures. ''Mergers and acquisitions have cut the legs out of the movement of blacks in the corporate world,'' says Sullivan Robinson, head of Associated Black Charities, a 59-member federation of New York social services agencies. ''Corporate America has made a decision to whiten up again. It can't be coincidental. The numbers are just too extreme.''
+Although specific numbers are impossible to unearth, most employment experts say it is because of weak information-gathering methods, not because the figures are wrong. ''We have little information about what's happening in specific occupations and little information about minorities, so hard data related to both are really hard to come by,'' explains Samuel M. Ehrenhalt, regional commissioner of the Bureau of Labor Statistics.
+But calls to several universities, management associations, and executive search firms turned up a widespread perception of a vicious cycle: Black executives are often promoted to head Equal Employment Opportunity compliance and other minority-related areas, and because these jobs have little immediate impact on corporate bottom lines, they are the first to go in any cutback. ''Companies wind up so worried about quarterly profits that they cut out not only fat but fundamentally important social commitments,'' says James A. F. Stoner, professor of management at Fordham University's Graduate School of Business.
+The pressure seems to be off from Washington. Many companies report that inspections by the Office of Federal Contract Compliance Programs, a major enforcement arm for anti-discrimination regulations, are far less thorough than they were in previous Administrations, and that the Equal Employment Opportunity Commission is not living up to its rules.
+Clarence Thomas, chairman of the E.E.O.C., insists that ''the facts belie any such statements'' and that this year his agency filed a record number of lawsuits and class actions on behalf of individuals who charged discrimination.
+But blatant discrimination is not the issue in American business today, most blacks contend. And business experts tend to agree more with the perceptions of the black community than with the E.E.O.C. ''Politically, there is no longer a guardian angel for affirmative action,'' said Paul Hirsch, a professor at the University of Chicago.
+Newly unemployed blacks are more blunt. ''There's a consensus that E.E.O. was never really a part of the corporation, just something that had to be done under a different Administration,'' said Joseph E. Burgess, 51, a former assistant vice president of human resources at the Metropolitan Life Insurance Company who was, in his words, ''reorganized out of a job'' in February. IN A sense, corporations can argue a degree of color-blindness in their widespread staff cuts. The huge number of mergers in recent years has meant wholesale elimination of duplicate jobs of all types, along the theory that no company needs two controllers or two heads of investor relations.
+At the same time, manufacturing companies are facing an unprecedented flood of low-priced import competition, and have been slashing their payrolls in an attempt to get costs low enough so that they can compete effectively. Airlines, telecommunications companies, and other companies operating in newly deregulated environments are finding unfamiliar price competition threatening their existence if they do not get costs down.
+The fickleness of management theory has also had a deleterious impact on staff jobs, including E.E.O.-type positions. In the last decade, management consultants, professors and other self-styled experts preached the virtues of formal strategic planning, psychologically oriented training programs, internal consulting groups, and other staff support functions. Corporations listened and acted accordingly, with the result that these staff jobs flourished in number and salary.
+Now, though, theories along the lines of those espoused by Thomas J. Peters and Robert H. Waterman Jr. in the best-selling ''In Search of Excellence'' have glorified companies with super-lean headquarters staffs and with decision-making done by the line managers, the people who actually run the manufacturing operations or market the products.
+The overall result has been a nationwide downsizing of corporate staffs, usually described as trimming the fat from management. And, black executives charge, it is their jobs that are most often classified as ''fat.''
+Although corporations will not give specific numbers, they deny this. ''It is absolutely true that American companies are slimming down and cutting costs,'' said Ford Slater, manager of special issues, planning and communications for the General Electric Company. G.E., he says, reduced its overall payroll by 100,000 people - 25 percent of its work force - from 1981 to 1985.
+Mr. Slater insists that ''while the total number of G.E. managers and professionals has declined, the percentage of minorities and women in those categories has stayed about the same, or even increased.'' He predicts that G.E.'s acquisition of RCA -at $6.28 billion, the largest non-oil merger in history - will not have a disproportionate effect on black executives, either.
+James C. Doyle, Met Life's vice president of employee relations, also bridles at any suggestion that the company might treat blacks more shabbily than whites. ''The line managers have taken over the routine work of E.E.O. They prepare their own affirmative action plans and do their own contact with the Government agencies checking compliance,'' he said. ''So we've been able to eliminate supervisory layers at headquarters. But we've had no change in the percentage of minorities that are managers.''
+Even companies that have publicly announced plans for sizable slim-downs say that blacks need not be disproportionately alarmed. ''Our cutbacks will show no lessening of commitment to affirmative action, E.E.O. or any of these areas,'' says a spokesman for the American Telephone and Telegraph Company, which announced on Dec. 18 that it would cut 27,400 jobs. BUT black leaders and academics seem unconvinced by corporate protestations. Though few cite instances of blatant discrimination, or even of a ''last in, first out'' approach to firing black executives, they say that for the past 20 years, educated, articulate blacks have been steered into jobs in which they deal primarily with minority issues. And they say that the Reagan Administration's lack of emphasis on monitoring compliance with the E.E.O.C.'s antidiscrimination rules, has enabled companies to cut those jobs with little fear of repercussions.
+''Some corporations are still somewhat dedicated to helping minorities, but there is no push from the Government compared to what it once was,'' said Ernest A. Richardson, a 61-year-old black consultant who two years ago left a 20-year career with the St. Regis Corporation after he and Champion International, the company that took over St. Regis, reached what he calls a ''happy understanding'' that the affirmative action programs that he ran would be pushed down to the branches.
+Mr. Richardson was not fired, and he says his consulting company is doing quite well. Still, in one way he is typical of black executives who are paying a high price for career decisions that, they say, white-dominated corporations strongly urged them to make years ago. Mr. Richardson's degree is in accounting. It was at St. Regis's suggestion that he switched his career to minority relations.
+That story is repeated again and again among black professionals, says Mr. Vaughn of the Urban Affairs Council. ''Throughout the 1970's, black people, even those with engineering degrees, were lured into managing affirmative action programs and the like,'' he says. ''They were told this was a way to get a foot in the door, they can switch over later. But the fact is, there is no mobility of blacks in corporate America today.''
+For a time, blacks had reason to believe that these jobs represented their best shots at the top. ''In most companies, the first black to get a vice presidential position was within the human resources sector,'' said Ronald Anderson, director of minority relations at the University of Chicago's Graduate School of Business. ''So many blacks felt this was a place where you could really rocket off. They didn't realize it had become a black managerial ghetto, that these jobs, with their great salaries, would hurt their careers down the road.''
+Other blacks readily gave up line jobs to take an active role in E.E.O. James Nixon, whose job as director of ITT's equal opportunity operations ended with the New Year, started off as a nuclear engineer with another company, G.E. In the mid-1960's, G.E. asked him to be part of a nationwide effort to study its E.E.O. programs. ''I recommended that they have a headquarters organization for this, and they agreed,'' the 53-year-old executive recalled. ''So I became the head of E.E.O.''
+G.E., Mr. Nixon says, made no attempt to stereotype him. In fact, in 1973 he moved out of E.E.O. and became a sales manager for G.E. in Detroit. But he, too, wound up back in E.E.O. work, when ITT, the giant telecommunications conglomerate, lured him away from G.E. with offers of high status and big bucks. ''ITT decided to upgrade its E.E.O. effort,'' he said. ''They made me an offer I couldn't refuse.''
+Since then, Mr. Nixon has seen his E.E.O. department at ITT reduced from 18 people to 6 and now, to none. But much of that interim reduction, he says, was a result of increased automation and productivity on his staff's part.
+In any event, he is philosophical rather than bitter about how his career turned out. ''My attitude is, I play the game and I play it well, and when the game is over I look for another game,'' he says. ''The saying is, 'When white America gets a cold, blacks get pneumonia.' But we fought our way into this managerial group. What makes us think we're immune to its problems?''
+But Mr. Nixon's attitude is not a typical one within the black community, or among black managers at ITT. Harold Anderson, who is now in his mid-40's, was with ITT for 15 years, most recently as manager of public affairs. A few months ago, when he realized he was likely to lose his job, he left the company to join the Schomburg Center for Research in Black Culture in Harlem at a considerable cut in salary.
+''I was about to become the only male head of household to be cut in my department,'' Mr. Anderson said. Was this because he is black? ''I don't want to think that about ITT, but I have a suspicion. For a while, Federal statutes for E.E.O. kept minorities a pretty protected class at ITT, but with the Reagan Administration's de-emphasis of E.E.O., ITT no longer saw fit to make this a special group to protect.''
+ITT calls that supposition ridiculous. ''If it was Harold's perception that any group was treated as a special group to protect, he is wrong,'' said James P. Gallagher, director of public relations, who headed the department Mr. Anderson worked for. ''We had a percentage by which we had to reduce head count. I told Harold that his responsibilities would no longer be handled by this department. I've recently had to tell four or five white people the same thing.''
+Those fired blacks who are still pounding the pavements are finding it hard to give corporate America the benefit of the doubt. They are particularly angry about what they see as unfair stereotyping of their skills. ''God forbid you say you had anything to do with women or minorities, you're told that's passe,'' said Ms. Clark of CBS, who has an M.B.A. in human resources. ''When you say that's not your entire background, they don't want to hear it. If you're black they think you can't do anything but affirmative action.'' Mr. Burgess of Met Life, who also has a master's degree in human resources and development and is an elected member of the Yonkers City Council, has similar complaints. ''We E.E.O. professionals are recruiters, consultants, and career counselors, and we know corporate chemistry maybe better than anyone else in the company,'' he said. ''But these skills are not considered transferable in the case of blacks. They look at us and say, 'You're just an E.E.O. person.' '' THE answer for a growing number of middle-aged corporate blacks is to start their own companies. Mr. Nixon's employment contract still has a few years to run, so he could stay with ITT if he wished. He doesn't wish - instead, he is taking a lump sum and starting a consulting/ venture capital company aimed at helping other blacks start their own businesses. ''I've been preaching for 11 years that blacks have to get into entrepreneurship,'' he said. ''So I'm going to help them do it.''
+Many younger blacks still have their sights set on the corporate world. But they are far less likely, experts say, to try to rise through the personnel or public affairs route. ''Blacks coming out of business schools have recognized that this is a trap and are saying they want nuts-and-bolts experience,'' said Mr. Anderson of the University of Chicago.
+Some companies say they would welcome an infusion of minority talent into their technical ranks. ''We are terribly concerned about the future source of brilliant engineers and scientists, and we recognize that one of the great untapped pools is women and minorities,'' said Mr. Slater of G.E., who adds that his company awards scholarships to promising minority students and subsidizes the salaries of black engineering and science teachers.
+Black executives themselves also express some well-tempered optimism. ''The good news is that blacks are being recruited into mainline positions, but the bad news is that it is very slow,'' says Mr. Anderson. Added Mr. Richardson, the former St. Regis manager: ''There will never be a return to what affirmative action and E.E.O. once was, but if you have it and you really believe in yourself, you're going to make it - if not to chairman of the board, into upper management.''
+Academics say the prognosis may be even better than that. ''If you think of equity and efficiency as major concerns in corporations, and you think of a pendulum swinging between the two, you realize that what is happening now is that the pendulum is swinging toward efficiency,'' said George Milkovich, a professor of human resources at Cornell University's School of Industrial and Labor Relations. ''But the concern for equity will come back.''
+If corporations do not give blacks parity, society will force them to, Mr. Milkovich adds. ''Neither labor law nor civil rights happened in a vacuum,'' he said. ''Society reacts, and politicians react to societal pressure. And nothing rivets corporate attention like the threat of a $40 million lawsuit or fine.'' BLACK FUNDRAISERS GO BACK TO SQUARE ONE
+Ask Sullivan Robinson, head of Associated Black Charities, what fund raising is like these days, and her frustration almost overwhelms the questioner. ''This February, we're introducing a Black History Makers award, and I need corporate underwriting,'' she says. ''I went to call my old mainstays. What happened? I learned that Richard Neblett, who was in charge of corporate contributions at Exxon, had been fast-tracked to retirement. The black man who had handled contributions at Chase Manhattan was doing something else. Wesley Streeter, my main contact at RCA, is gone.''
+The downsizing of headquarters staffs and the wholesale elimination of entire job categories typically filled by blacks have had repercussions far beyond the world of black executives. Directors of charitable organizations and social service programs aimed at the black community are finding that some of their best fund-raising contacts are no longer on the scene. The result, they say, is that when corporations re-evaluate their charitable contributions, black charities often do not make it past the first cut.
+''In the late 60's and early 70's, corporations were really helpful in terms of funding to social services agencies,'' said John N. Odom, director of Black Agency Executives, an association of black directors of social service agencies in New York City. ''But now, organizations like ballet groups and art museums are doing better than they have in the past, while social services, particularly for minorities, are doing worse.''
+Black charities have been among numerous sufferers in the tightening of charitable purse strings in corporations. ITT, for example, has eliminated a program for funding athletics for black youths. In fact, Harold Anderson, who had been liaison for that and similar programs, has been let go.
+But the company insists that his continued presence would have made little difference. The reason: ITT's much-publicized telecommunications joint venture with France has meant that revenues flowing directly to the corporation will be appreciably cut. ''We've always made contributions as a percentage of sales, and we're eliminating about $6 billion in sales through the joint venture,'' said James P. Gallagher, director of public relations. ''So we've cut back on contributions programs across the board, black and white.''
+Similarly, General Electric executives insist that the merger with RCA, and resulting staff cutbacks, will not have a disproportionate impact on black charities. ''I would expect that the grand total of charitable contributions for RCA plus G.E. would be down somewhat next year from 1986, but minority-related contributions might actually go up as a percent,'' said Ford Slater, G.E.'s manager of special issues, planning and communications.
+But even if the overall flow of corporate dollars to the black community remains sizable, it will represent cold comfort to individual fund raisers. Most have spent countless hours maintaining contacts with specific individuals in large corporations so that, when those companies choose from the myriad causes needing financial support, their names are likely to be high on the list. ''I now have to find new liaisons, establish new rapports,'' says Ms. Robinson. ''And that takes years.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+AX+FALLS+ON+EQUAL+OPPORTUNITY&title=New+York+Times&issn=03624331&date=1987-01-04&volume=&issue=&spage=A.1&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 4, 1987","Those fired blacks who are still pounding the pavements are finding it hard to give corporate America the benefit of the doubt. They are particularly angry about what they see as unfair stereotyping of their skills. ''God forbid you say you had anything to do with women or minorities, you're told that's passe,'' said Ms. [Sheila Clark] of CBS, who has an M.B.A. in human resources. ''When you say that's not your entire background, they don't want to hear it. If you're black they think you can't do anything but affirmative action.'' Mr. [Joseph E. Burgess] of Met Life, who also has a master's degree in human resources and development and is an elected member of the Yonkers City Council, has similar complaints. ''We E.E.O. professionals are recruiters, consultants, and career counselors, and we know corporate chemistry maybe better than anyone else in the company,'' he said. ''But these skills are not considered transferable in the case of blacks. They look at us and say, 'You're just an E.E.O. person.' '' THE answer for a growing number of middle-aged corporate blacks is to start their own companies. Mr. [James Nixon]'s employment contract still has a few years to run, so he could stay with ITT if he wished. He doesn't wish - instead, he is taking a lump sum and starting a consulting/ venture capital company aimed at helping other blacks start their own businesses. ''I've been preaching for 11 years that blacks have to get into entrepreneurship,'' he said. ''So I'm going to help them do it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Jan 1987: A.1.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,426396796,"United States, New York, N.Y.",English,4-Jan-87,"EXECUTIVES AND MANAGEMENT; AFFIRMATIVE ACTION; BLACKS (IN US); WOMEN; LAYOFFS (LABOR); UNEMPLOYMENT AND JOB MARKET; MERGERS, ACQUISITIONS AND DIVESTITURES; REFORM AND REORGANIZATION",New York Times,NEWSPAPER,,,,,,,
+ADULT EDUCATION GOES TO MARKET,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/adult-education-goes-market/docview/425981811/se-2?accountid=14586,"It's summer in the city, and so the New School for Social Research is offering such courses as ''Summer Salads and Soups'' (taboulleh, peach amaretto), ''Summer Music'' (Western Wind at the Frick, Mostly Mozart at Lincoln Center) and a ''Summer Soundtrack'' of new films (with guest appearances by Hollywood actors, directors and screenwriters). For those fancying a heavier diet, there are more traditional academic courses in literature (''The New Narcissism,'' ''The Greek Myths and Their Influence'') and politics (''The American Presidency Today''). If there seems to be a course for every palate at the New School, that's the general idea. ''Summer at The New School,'' proclaimed a brochure sent to thousands of New Yorkers last spring. ''It's whatever you want it to be.''
+Like many organizations selling a product for which supply exceeds demand - in this case, adult education - the New School is doing more than hoping that the public will be receptive to what it is offering. This summer students can choose from among about 1,000 courses (more than 2,100 in the fall and winter sessions), averaging $200 per 12-week course, chosen by administrators who continuously search for new classes that will catch on. It is not an easy task and the stakes are high because the future of the school depends on their judgment; competition is stiff and tastes change quickly.
+Anyone who wants to know what makes New Yorkers tick in the 1980's would be well advised to consult the New School catalogues. These days students will find fewer courses devoted to cultivating introspection and more classes designed to nurture creativity; fewer on the fear of technology, more on the mastery of computers. The number of courses on important world issues have plummeted, replaced by courses on cake decorating and vegetable sculpture.
+Such changes are intriguing beause the New School occupies a special place in New York's cultural life. It was the New School that pioneered in the field of adult education when it was established in 1919 by such leading American thinkers as Thorstein Veblen, John Dewey and Charles A. Beard. In 1933, with the arrival of distinguished refugees from Germany and Italy, it created the University in Exile, which became home to scholars like Hannah Arendt. In 1964 the New School added a graduate school of management and urban professions, and in 1970 it expanded into the fine and applied arts by joining with the Parsons School of Design. Eight years ago it added a small undergraduate liberal-arts college.
+Still, it is primarily as a supplier of adult education, in its headquarters on 12th Street off the Avenue of the Americas, that the New School is best known. As a nonprofit institution with a slender endowment and mostly nondegree students, the school has to be more in tune with the transitory interests of the public than many other educational organizations. ''Our curriculum development is very sensitive to the market,'' says Allen Austill, dean of adult education. ''Every semester we publish a catalogue with 2,000 courses and send it to 250,000 people, and if they don't want one of those courses, we cancel it.'' Despite the New School's best efforts, however, enrollment in its adult-education courses have been dropping steadily. In part, this is a reflection of a general leveling-off of adult registrations; in part, too, it reflects the growth of competing adult programs, some of them inspired by the New School's success. Total registration has fallen from a peak of 64,185 in the 1982-83 academic year - a New School year has three semesters, beginning in summer - to 55,220 in the year just ended. (The actual number of students is about two-thirds of that figure, since about half the students take two courses.) The New School is sufficiently concerned to contemplate new ways of reaching its market. These range from an increase in weekend and off-campus programs - the school is exploring with several companies the possibility of holding classes in the financial district - to offering discounts for students who take more than one course or who enroll with other family members. Some educators have expressed concern that discounting might lead to a round of price-cutting among rival schools, much like it did to the airlines. But Jonathan F. Fanton, president of the New School, says he is not worried. In place of the traditional three R's, he speaks unabashedly of ''the four P's: program, place, price and promotion.''
+''I'll fight against the notion that running your operation in a sophisticated way means that you're selling out, or a slave to the market,'' he says. ''We all want people to spend more time in education, and sometimes that means using sophisticated business techniques.''
+The New School devotes most of its $700,000 advertising budget to a handful of newspapers and radio stations. Only recently has it begun experimenting with outside mailing lists. And while administrators firmly believe in the merit of marketing, they have no clear notion of what sells and why. Some subjects, such as writing, suddenly find themselves deluged with applicants. Other courses designed explicitly to exploit an interest or fad sweeping the city are canceled because too few people sign up. (An example is a course called ''Splendor of Indian Costume,'' which was scheduled last spring in a vain hope that a passion for Indian culture inspired by films, TV series and museum shows would translate into education.) TO GET a sense of what it should or shouldn't do, the New School conducted its first market survey last January. Mostly, however, administrators read the other schools' catalogues and advertisements to get a handle on the competition. According to Dean Austill, the catalogue is the school's chief marketing tool, the means by which it tests its products with the public.
+Sophisticated or not, the need for marketing by educational institutions is becoming more urgent as the competition intensifies. The New School's competition comes not only from traditional places of learning such as New York University and the City University of New York but also from vocationally oriented institutions such as the School of Visual Arts. Seeking a new revenue source or a chance to serve the community, museums, Y.M.C.A.'s and Y.M.H.A.'s, private preparatory schools, even Mount Sinai Hospital also have begun to go after the same market as the New School. ''There are a vast number of ways for adult New Yorkers to spend their leisure time,'' says Dean Austill, who also counts as serious rivals the videocassette recorder and, above all, health clubs. ''Twenty years ago,'' he says, ''those people would have been here.''
+Another reason behind the dropoff may be simply that there is a smaller pool for all traditional adult education, a reflection of demographic trends that have affected virtually all marketers. The survey last January found that the school's typical student was a woman (63 percent of those surveyed), single (70 percent), employed (70 percent), a college graduate (85 percent) in her early 30's, who lives in Manhattan (48 percent, with 28 percent more from New Jersey and Brooklyn) and has an income of $34,000. Women have traditionally outnumbered men in adult education, but the 1986 student body described by the survey is somewhat more female, younger and more concentrated in Manhattan than it was a couple of decades ago, according to Dean Austill.
+That is also a good statistical description of a baby boomer, an individual noted more for the conspicuous consumption of clothing and stereo equipment than for the acquisition of commodities of a more intellectual or spiritual nature. ''The baby-boom generation is very concerned with success,'' agrees Malcolm Carter, who, as the school's director of communications, oversees its advertising and marketing. ''Do they have the leisure to take something just to improve their minds? We don't know.'' SINCE 1919, however, the New School has made it its business to find out, and to offer what each generation wants to take. Some of the curriculum changes reflect obvious technological trends, such as automation. In the 1960's there was one computer course. Today there are more than 70 courses on information processing. Other changes assimilate life-style trends. In 1974, for example, there was a single course on food, and that was on macrobiotics; there was one course on wine. By last spring, food and wine had become a separate department called Culinary Arts. There were no fewer than 58 classes in cooking, 14 in baking and 12 in wine.
+The category of politics and world affairs is another good social barometer. In 1959 it was still possible to offer a course called ''Creating a Better World.'' Life had become much more politicized by 1969, and concerned students went to the New School to immerse themselves in such courses as ''The Poor Nations Versus the Rich Nations'' and ''Intervention or Imperialism.'' By 1974 those concerns had receded, and in their place was an entire new category on futuristics. Classes were offered on ''The Fear of Technology.'' By this spring, fear of the future apparently had vanished, and there was a course on ''The Challenge of Conservative Thought.''
+Indeed, the New School catalogues - as well as the catalogue covers, which are now drawn by trendy artists such as Keith Haring - are as faithful a mirror of our times as any newsreel or journal. Today there are far fewer courses in psychology and sociology, many more in film and television; fewer courses in public-policy issues, more in design. In 1974 the literature department's menu included an offering titled ''Studying and Not Studying Literature.'' The course was dropped years ago. ''We don't study our own navel, that's passe,'' says Dean Austill.
+Nowhere does the curriculum more acutely reflect the changing times than at the Human Relations Center, the New School's only daytime liberal-arts facility. The center's 1,800 students are older and even more predominantly female than the rest of the school, and according to the school's administrators, more affected by the women's movement - characteristics to which the curriculum has been sensitive. In 1965 the center offered a course on ''Marriage and Family Life.'' By 1969 it had recognized the existence of the ''Male Dilemma and Female Quandary: the Search for Greater Understanding.'' Last spring, the center held a workshop for women who want to start their own businesses.
+Women's studies aside, there appears to be less emphasis on introspection, more on taking charge. In 1974 a special category, ''Self-Appraisal and the Understanding of Others,'' included courses with such titles as ''Alone and Female: the Social and Psychological Determinants of Loneliness and Autonomy'' and ''Tomorrow's Agenda: Work, Time, Learning and Leisure.'' The ''Agenda'' course, according to the catalogue, asked such questions as ''Why work? What is my relationship to this society?'' Few seem to be asking those questions at the New School nowadays; personal-development courses last spring sought to teach students to change, to learn, to sing, to develop their creativity. There were no fewer than 21 courses in fiction and nonfiction writing.
+''Personally I feel the self has hit its peak,'' says Carla Stevens, the center's director. ''I still have some tentative women, but not so many as when I arrived here. Everyone's interested in creativity now.''
+To find out what women really want, the center polls its students regularly. Other ideas come over the transom, from professionals in a particular field, such as Wall Street or law, who write to propose a class they would like to teach. MRS. STEVENS is one of 27 program directors at the New School whose job is to develop the school's curriculum. In art history alone, says Dean Austill, there are a half-dozen people who, among other duties, keep track of museum shows that might inspire interest in an artist or period that could be the subject for a new course. Dean Austill sifts through proposals such as these, circulates them to a group of assistant deans and departmental chairmen, consults with President Fanton and finally puts together the catalogue for the next term.
+Pursuing trends, however, has shifted the New School's balance in a direction with which its administrators are not altogether pleased. They note that the New School is no longer the center for debate of the major issues of the age that was intended by its founders. ''We should ride with the market,'' says President Fanton, ''but we should also try to test and challenge the market.'' To that end, the school this fall will launch the Rose and Erwin Wolfson Center for National Affairs as the umbrella structure for its big-issue courses. (Classes on the underclass, the role of business in society and international summitry will be offered.) Robert Heilbroner, the nationally known economist who has been teaching at the New School for more than 30 years, will give the inaugural address.
+The use of big names has been a standard practice of the New School for years, and courses that feature them have been among the best attended. In the fall Mary Travers, the folk singer, is teaching a course on the history of folk music.There are a number of other big names on the boards for fall: a theater course, ''Backstage on Broadway,'' with Jose Ferrer, Leslie Uggams, Anthony Quinn, Mia Farrow and Vincent Price; a course by Howard Cosell on ''Sports, the Law and Society.'' There are also some academic big names too; Irving Howe, like Mr. Heilbroner a New School standard-bearer, is giving a lecture on ''Literature and the Holocaust.''
+President Fanton defends the use of celebrities as a legitimate marketing ploy. ''Every term, there ought to be highly recognizable names,'' he says. Particularly at the Wolfson Center, he added, ''We have to load the dice to bring people in.''
+And for historical justification, he likes to quote one of the New School's founders on the need to satisfy the marketplace. ''Just as a bank must be prepared at all times to meet lawful drafts upon it,'' Charles Beard, the historian, is said to have declared in 1919, ''so a school, to be solvent educationally, should be prepared to meet the current expectations of its followers and supporters. If it fails to meet those expectations, it has proven to be educationally bankrupt and should be foreclosed.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ADULT+EDUCATION+GOES+TO+MARKET&title=New+York+Times&issn=03624331&date=1986-08-03&volume=&issue=&spage=A.43&au=Salmans%2C+Sandra&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1986","It's summer in the city, and so the New School for Social Research is offering such courses as ''Summer Salads and Soups'' (taboulleh, peach amaretto), ''Summer Music'' (Western Wind at the Frick, Mostly Mozart at Lincoln Center) and a ''Summer Soundtrack'' of new films (with guest appearances by Hollywood actors, directors and screenwriters). For those fancying a heavier diet, there are more traditional academic courses in literature (''The New Narcissism,'' ''The Greek Myths and Their Influence'') and politics (''The American Presidency Today''). If there seems to be a course for every palate at the New School, that's the general idea. ''Summer at The New School,'' proclaimed a brochure sent to thousands of New Yorkers last spring. ''It's whatever you want it to be.'' The category of politics and world affairs is another good social barometer. In 1959 it was still possible to offer a course called ''Creating a Better World.'' Life had become much more politicized by 1969, and concerned students went to the New School to immerse themselves in such courses as ''The Poor Nations Versus the Rich Nations'' and ''Intervention or Imperialism.'' By 1974 those concerns had receded, and in their place was an entire new category on futuristics. Classes were offered on ''The Fear of Technology.'' By this spring, fear of the future apparently had vanished, and there was a course on ''The Challenge of Conservative Thought.'' Women's studies aside, there appears to be less emphasis on introspection, more on taking charge. In 1974 a special category, ''Self-Appraisal and the Understanding of Others,'' included courses with such titles as ''Alone and Female: the Social and Psychological Determinants of Loneliness and Autonomy'' and ''Tomorrow's Agenda: Work, Time, Learning and Leisure.'' The ''Agenda'' course, according to the catalogue, asked such questions as ''Why work? What is my relationship to this society?'' Few seem to be asking those questions at the New School nowadays; personal-development courses last spring sought to teach students to change, to learn, to sing, to develop their creativity. There were no fewer than 21 courses in fiction and nonfiction writing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1986: A.43.",11/15/17,"New York, N.Y.",,"Salmans, Sandra",New York Times Company,,Newspapers,425981811,"United States, New York, N.Y.",English,3-Aug-86,COLLEGES AND UNIVERSITIES; ADULT EDUCATION; ENROLLMENT,New York Times,NEWSPAPER,,,,,,,
+SOUTH'S STELLAR BANK GAMBLES ON GROWTH,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/souths-stellar-bank-gambles-on-growth/docview/425981460/se-2?accountid=14586,"EVEN on weekday mornings, only a handful of people mill about the main street here, waiting for buses or idling by the granite statue of a soldier that honors the Confederate war dead. An old man walking down the street volunteers a cheery hello to a perfect stranger.
+But improbable as it seems, this town is a financial center, the home of the 107-year-old Wachovia Bank and Trust Company, one of the best managed and most profitable banks in the United States. For decades, Wachovia has been to Southern banking what Morgan Guaranty has been to the establishment of the North: the most venerable and consistently profitable institution.
+By almost every key measure of performance, Wachovia is outshining America's money-center banks - the giants based in New York, Chicago and California. And now Wachovia, which has prospered through a cautious, steady-as-it-goes approach to banking, is reaching for new turf. Last December it merged with the First Atlanta Corporation, one of Georgia's largest banking companies - a move that created the First Wachovia Corporation, one of the 30 largest banks in the United States, with more than $17 billion in assets.
+The merger strengthens the role of Wachovia, with its history of sound and profitable banking, as a symbol of Southern strength in American finance. ''The axis of financial power in the United States has moved to the Southeast,'' said J. Richard Fredericks, a partner in Montgomery Securities, a securities firm based in San Francisco. As Wachovia has clearly demonstrated, a regional base need be no impediment to building a national banking business. The bank deals with companies in all 50 states.
+Wachovia (the name, pronounced Wah-ko-via, comes from an area of Czecholovakia from which the forebears of the bank's founders emigrated to the United States in 1752,) is not the only regional bank to take advantage of deregulation by merging. Other regionals are also using their financial clout and high stock prices to acquire institutions outside their home states.
+Such combinations are attractive because larger banks have the resources necessary to automate and the legal ability to make bigger loans. By joining forces, for example, Wachovia and First Atlanta -which before the merger could legally lend a single customer only $75 million and $50 million, respectively - can now combine their lending limits and commit $125 million to an individual borrower. Meanwhile the money-center banks have been barred from entering most of the interstate groupings, thanks to laws pushed through state legislatures by the regional banks themselves.
+Internationally, of course, the regionals are still at a disadvantage; they lack the global sophistication required in an age when money flows as easily across national borders as it does across the street. But in the battle for domestic business, ''the regional banks represent a very powerful force,'' said John G. Kneen, a banking expert with the management consulting firm of Cresap, McCormick & Paget. ''They can achieve all the economies of scale for cost-effective banking and yet keep the community and regional relationships that the money-center banks can't do.''
+For all its potential, the interstate merger places worrisome pressures on Wachovia. Merging large institutions and meshing their cultures is always difficult, said John G. Medlin Jr., Wachovia's 52-year-old chairman. It is not likely to be easy, either, for Thomas R. Williams, First Atlanta's gentle, white-haired chief, who let his venerable Atlanta bank be taken over by a bank from Winston-Salem. But like Mr. Medlin, the 56-year-old Mr. Williams, saw little choice. Amid the Southeast bank merger wave (See box), Mr. Williams feared that any bank with less than $15 billion or so in assets would find it hard to compete, especially in national markets. He spurned a higher takeover bid by the scrappy NCNB Corporation, also of North Carolina, because, he said, he thought that Wachovia's conservative style would mesh better with First Atlanta's.
+The track record of the new bank -adding together historic figures for the two pre-merged institutions - is impressive. First Wachovia's per-share net income grew by 20.8 percent over the last five years, compared with only 7.32 percent for the leading New York banks, according to Montgomery Securities. Its 1985 return on its shareholders' investment - $19.57 for each $100 of equity - was the highest among the nation's big banks. Its loan charge-offs, at 55 cents per $100 of loans, were among the lowest in the industry. And First Wachovia is one of the least leveraged banks in the country. During 1985, its equity represented 6.03 percent of total assets, compared with 4.79 percent for the New York banks.
+The source of Wachovia's strength has always been its careful analysis and attention to detail. Mr. Medlin boasts about Wachovia's ''sundown'' rule: Every problem that crops up during the day must be dealt with, if not resolved, by the close of work. It is a tidy approach reminiscent of an earlier age -and so, too, is Wachovia's refusal to follow popular trends. Although size has always been an important status symbol in banking, Wachovia allowed itself to be surpassed by NCNB in 1972 rather than veer from the course it had plotted for itself. Unlike many banks, it succumbed neither to the Southeast's real-estate boom in the early 1970's nor to the go-go energy craze later in the decade - and thus was not badly hurt when those bubbles burst.
+Unlike many regional banks, in fact, Wachovia has always been careful to keep its loan portfolio balanced across geographical and economic sectors, and between corporate and consumer borrowers.
+The bank has made its mark primarily in some of the most unglamorous, even tedious, areas of banking. Wachovia is a leader in so-called cash management, the vital task of helping companies collect and disburse money around the country. Efficiency here can enable a company to reduce its borrowings or earn more money on idle funds. To help corporations collect money owed them as rapidly as possibly, banks provide nationwide ''lock-box'' services - a lock-box being a post-office box held by the bank in the corporation's name. As soon as checks come in, they are credited to the corporation's account.
+More than a decade ago, Wachovia made the decision to invest heavily in automation required to develop and maintain a first-rate cash-management operation. Today it regularly ranks among the top three banks in the country for cash-management services -and has found it a useful door-opener. ''First Wachovia is one of the five banks A.T.& T. uses for cash management,'' said Mr. Fredericks of Montgomery Securities. ''It helps them get higher rankings in syndicates when A.T.& T. is raising money.''
+Wachovia's talent for detail has also made it one of the country's biggest processors of student loans, a highly specialized activity that demands complex computer programs. In 1965 it developed a program processing student loans for other lenders across the country. Last year it handled 1.8 million loans, which produced $20 million in revenues.
+A third area where Wachovia has excelled is its ''personal banker'' program - a noteworthy failure at most other banks where it has been tried. At Wachovia, the program is the key to the success of the bank's consumer business. Every retail customer, no matter how small, has a banking representative, and each representative has anywhere from a few hundred to more than a thousand clients.
+The system employs an elaborate computer program that enables each representative to track closely the business each client does with Wachovia. When it launches a sales program - to attract certificates of deposit, for example - the computer searches for clients with the appropriate profiles. Sales letters are automatically printed with the signature of the client's personal representative. In a few weeks, the representative may make follow-up phone calls. The system also allows the bank to monitor officers' performance.
+The concept is very Wachovian because its primary purpose is not to sell specific products but to build enduring relationships with customers and to make each representative responsible for a broad range of functions. ''When you commit to the personal banker concept, you commit to making your people generalists,'' said James T. Brewer, the executive vice president in charge of the program. Typically, too, the program involves a long-term investment - at least initially, it is usually cheaper to employ one person to make loans and another to solicit deposits - and employee commitment.
+In fact, a key Wachovia strength has been the stability of its management. As in a Japanese company, most of Wachovia's senior officers started at the bottom and have spent their entire careers there, and they have acquired an unusual respect for its traditions. Mr. Medlin, a native of North Carolina, always uses the honorific ''Mister'' in referring to the bank's former top officers, even if they died years ago. He appeared stunned when asked why, and explained, ''Well, I respect them so much.'' That kind of loyalty is conspicuous throughout Wachovia. It is probably no coincidence that, in this town where tobacco is king - RJR/Nabisco, headquartered here, is a major Wachovia customer - practically all the bank's top officers smoke cigarettes.
+Wachovia's culture closely reflects the ambiance of Winston-Salem - a bit austere, yet pleasant, and somewhat slow moving. This is reflected in the bank's 30-story building itself, at Fourth and Main Streets, and in the handsome two-story-high lobby, the grandeur of which is offset by three large oil paintings of modest one-family homes. From the counter that runs the length of the room, tellers can be heard urging their customers, ''Have a nice day.'' THE question banking observers are asking these days is whether Wachovia's culture can be transplanted to other banks and regions -and, ultimately, how well it will work in a much larger organization. If there are economies of scale in banking, there are also pitfalls. He added that each of the banks - unmerged - would have earned more money over the next five years simply because bank officers would not have to devote so time to meshing the two banks.''I found myself in a dilemma,'' he said of the merger. ''We could do things better if we're not too large, but if we're not large enough we can't compete.''
+Although First Atlanta has not been as sterling a performer as Wachovia, it is a well-respected institution and a high earner. Mr. Medlin said it was Wachovia's best bet as a merger partner - a characterization he insists on, although Wachovia clearly dominates. ''We've been in the Southeast a long time together,'' he said. ''Jim Robinson, the former head of First Atlanta, used to vacation in North Carolina and was friendly with Mr. Hanes,'' he added, referring to Robert M. Haynes, the chief executive of Wachovia for 25 years until 1956. To Mr. Williams, the elder Mr. Robinson -whose son James Robinson 3d is chief executive of the American Express Company - is known as ''Big Jim.''
+Mr. Williams, a native of Georgia who began his career as a textile engineer and management consultant, spoke more enthusiastically about the merger. On its own, he said, First Atlanta could not afford to pay cash to acquire a big bank; to do so by issuing stock would have diluted the investment of its shareholders. ''Our job is to optimize shareholders' values over time,'' he said, ''and joining with Wachovia was the best way to do that.''
+One of Wachovia's first moves has been to attack First Atlanta's loan-loss problem, the result of its credit-card activities; if loan losses on the bank's revolving credit portfolio were excluded, the merged banks' loan-loss ratio in the second quarter would have been a mere 21 cents per $100 of loans. The merged banks' credit operations have been put under Wachovia's L. M. Baker, who will move from North Carolina to Georgia. It already has been decided that First Atlanta will stop soliciting new credit-card business outside the Southeast, and Mr. Baker plans to bring Wachovia's extraordinary credit-quality control techniques to the Atlanta bank.
+It is typical of the Wachovia ethos that there is no specialized loan 'work-out' unit. Rather, the bank believes, any officer who makes a bad loan should be responsible for the agonizing process of working it out. Mr. Baker smiles with obvious satisfaction when he relates how a ''good lending officer'' had to spend his entire Christmas and New Year holidays in New York working out a bad loan. That instills discipline, he said.
+On a larger scale, Wachovia is taking measures to step outside its region and become one of the most powerful forces in the domestic banking business. Its first step after the merger was to consolidate the two banks' national divisions, which cater to corporations across the country. The Wachovia unit still will handle corporate customers based in North Carolina, and First Atlanta will continue dealing with Georgia-based companies, but corporations based outside those two states will be served by a new subsidiary of First Wachovia.
+The merger already seems to be bearing fruit on the national level. Previously, Wachovia had set its sights on about 2,300 national companies with which it wanted to deal, and had been doing business with about 400 of them. Following the merger, at First Atlanta's urging, more names were added to the list and First Wachovia suddenly found itself doing business with 1,000 of them, thanks to business that had been generated by First Atlanta. G. Joseph Prendergast, executive vice president in the national corporate banking subsidiary, sees that as only the beginning. He hopes not only to increase the number of national companies among First Wachovia's clients, but to do more business with each.
+Mr. Medlin said he was pleased by the progress made in the merger's first seven months. ''It has been well-received in the marketplace and by employees of both organizations,'' he said. ''We feel it will yield great benefits over time.'' In the next few years, he predicts, there will be a shakeout in the banking industry, and some banks will fail. ''Others will be forced to shrink,'' he said. ''To survive, you have to be bigger than we were.'' IN THE SOUTHEAST A RACE FOR MORE
+Merging the Wachovia Corporation with the First Atlanta Corporation was a wrenching decision for John G. Medlin Jr., Wachovia's cautious chief executive. But the move toward interstate mergers in the Southeast had turned into a steamroller and Mr. Medlin feared that Wachovia would be crushed if its assets held at around $10 billion while those of its competitors were quickly approaching $20 billion. Here's what he has been seeing:
+* The NCNB Corporation, Wachovia's longtime archrival, has been gobbling up financial institutions from Florida to Maryland. Until 1972, it was smaller than Wachovia, but NCNB has been fast outdistancing it since then. Now with $24 billion in assets, it operates 600 offices across the Carolinas, Florida and Georgia. And in recent months it has agreed to buy a savings and loan association in Virginia and a savings bank in Maryland.
+* Assets of the First Union Corporation in Charlotte, N.C., have zoomed to $19.4 billion from only $8.2 billion at the end of last September. The swift growth was mainly the result of acquisitions across the Southeast. Two more takeovers are pending, in Georgia, that would add another $3.8 billion to First Union's assets. The bank holding company now has banking subsidiaries in North and South Carolina, Georgia and Florida.
+* The Citizens and Southern Corporation of Atlanta has acquired big banks in Florida and South Carolina, bringing its assets to $17.4 billion, from $8 billion at the beginning of 1985.
+* The Trust Company of Georgia began the interstate trend in the Southeast a year ago when it merged with the Sun Banks of Florida. At the time, The Trust Company had assets of only about $6 billion, and Sun Banks's assets stood at about $9 billion. Today the combined venture has assets of $18.8 billion.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUTH%27S+STELLAR+BANK+GAMBLES+ON+GROWTH&title=New+York+Times&issn=03624331&date=1986-08-03&volume=&issue=&spage=A.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1986","Wachovia's culture closely reflects the ambiance of Winston-Salem - a bit austere, yet pleasant, and somewhat slow moving. This is reflected in the bank's 30-story building itself, at Fourth and Main Streets, and in the handsome two-story-high lobby, the grandeur of which is offset by three large oil paintings of modest one-family homes. From the counter that runs the length of the room, tellers can be heard urging their customers, ''Have a nice day.'' THE question banking observers are asking these days is whether Wachovia's culture can be transplanted to other banks and regions -and, ultimately, how well it will work in a much larger organization. If there are economies of scale in banking, there are also pitfalls. He added that each of the banks - unmerged - would have earned more money over the next five years simply because bank officers would not have to devote so time to meshing the two banks.''I found myself in a dilemma,'' he said of the merger. ''We could do things better if we're not too large, but if we're not large enough we can't compete.'' Although First Atlanta has not been as sterling a performer as Wachovia, it is a well-respected institution and a high earner. Mr. [John G. Medlin Jr.] said it was Wachovia's best bet as a merger partner - a characterization he insists on, although Wachovia clearly dominates. ''We've been in the Southeast a long time together,'' he said. ''Jim Robinson, the former head of First Atlanta, used to vacation in North Carolina and was friendly with Mr. Hanes,'' he added, referring to Robert M. Haynes, the chief executive of Wachovia for 25 years until 1956. To Mr. [Thomas R. Williams], the elder Mr. Robinson -whose son James Robinson 3d is chief executive of the American Express Company - is known as ''Big Jim.'' Mr. Medlin said he was pleased by the progress made in the merger's first seven months. ''It has been well-received in the marketplace and by employees of both organizations,'' he said. ''We feel it will yield great benefits over time.'' In the next few years, he predicts, there will be a shakeout in the banking industry, and some banks will fail. ''Others will be forced to shrink,'' he said. ''To survive, you have to be bigger than we were.'' IN THE SOUTHEAST A RACE FOR MORE","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1986: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Bennett, Robert A",New York Times Company,,Newspapers,425981460,"United States, New York, N.Y.",English,3-Aug-86,"INTERSTATE BANKING (US); MERGERS, ACQUISITIONS AND DIVESTITURES; COMPANY AND ORGANIZATION PROFILES; BANKS AND BANKING",New York Times,NEWSPAPER,,,,,,,
+AT THE DAWN OF AN ERA OF LOW INTEREST RATES,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/at-dawn-era-low-interest-rates/docview/425799418/se-2?accountid=14586,"A FEW years ago, with their children grown, Liz and Nelson Casmer bought a piece of land not far from their home in suburban Pittsburgh, planning to build a smaller house on it. But it was not until November, when interest rates made houses more affordable, that they found a buyer for the four-bedroom house they had owned for 22 years.
+The Casmers then approached J. Roger Glunt, a Pittsburgh-area builder who specializes in single-family homes selling for $100,000 to $150,000 and whose business, he said, is now the best it has been in five years. Besides customers, he says he has banks pouring in the door. ''They're flooding us with rate sheets saying, 'Hey! We've got money!' ''
+Next, the Casmers went to one of these lenders, Mellon Bank, which had knocked its rates for 15-year and 30-year conventional mortgages below 10 percent at the start of the year, sooner than most other lenders. ''We are probably doing in the vicinity of $20 million a month in western Pennsylvania,'' said Gary Frauenhotz, executive vice president in charge of mortgage banking. ''That compares with $3 million to $4 million a month a year ago.'' The bank granted the Casmers a 9 1/2 percent, 30-year loan. As Pittsburgh goes, so goes the nation.
+Any economist, businessman or politician who just a few months ago predicted anything akin to the current combination of mortgage rates that dip into single digits, inflation of 3 to 4 percent and $15 oil could not have found a job even in that citadel of American optimism, the White House, or in the thousands of lesser institutions that trade on economists' foresight.
+Yet the economy has delivered itself of just such a mix of extraordinary good news. And if the booming stock market is any indication, spirits across the land are soaring. Interest rates, dropping into territory not seen since the 1970's, have been the single most important set of numbers, buoying the mood and kicking off Wall Street's heady rise. And the good times - heralded by a new era of lower lending rates - seem here to stay awhile.
+Some pessimists, of course, warn that it could all blow away in the summer breeze, with a dive of the dollar or a reversal of oil prices. Some also caution that if good times are coming, many narrower components of the economy - such as business investment or automobile sales - have yet to point that way.
+But the fundamentals are overwhelmingly good. During the past year, interest rates have dropped 3 percentage points on average; many economists see them slipping still a bit more this year before they settle on a gentle low plateau for the balance of the 80's. Lending, more than any other force, makes the economy go 'round, and analysts now speak of an explosion of borrowing and spending to keep the economy growing for years.
+None of the leading economic forecasters can see a recession for at least several years. Instead, they see growth of 3 percent annually, which is about what the economy requires to grow ad infinitum without giving rise to higher inflation. That means Ronald Reagan, with three straight years of economic growth under his belt, may now be presiding over the debut of the longest stretch of low-interest-rate prosperity since Eisenhower.
+''All the ingredients that were so troublesome 5 and 10 years ago are falling into line,'' said Fabian Linden, consumer econo-mist at the Conference Board in New York. ''Lower interest rates mean there's money around to do all the things that money does. It buys factories. It buys houses. It buys cars. Lower interest rates mean we can use money more lavishly. Then we get oil. That's a tremendous serendipity. We appear to be moving into a new era of vigorous growth.'' Rarely, he said, has he seen such promise for prolonged growth - and lower interest rates are the key to his optimism.
+''I can't foresee anything that would push us into a high-interest- rates, high-inflation kind of world,'' said Laurence H. Meyer, head of the St. Louis forecasting firm that bears his name. Compared to five and six years ago, said Peter L. Bernstein, of the consulting firm Peter L. Bernstein Inc., ''interest-rate peaks are lower and the lows are lower: That is probably the way it's going to be.'' As a result, he said, ''I think the world is going to have another boom. I don't know when it's going to come, but it's going to come big.'' WITH a respectful eye on the rampaging stock and bond markets, considered by many to be the economy's best prognosticators, many economists are now beginning to invoke the aquatic metaphors of sea changes and tidal waves, creating images as strong as the Roaring Twenties, the Postwar Boom and the Soaring Sixties. The economy, they say, seems to have tamed the business cycle's 20-year pattern of pushing and pulling and settled onto a much more tranquil and healthy course.
+The stock market certainly reflects the good times. Since the start of last year, the Dow has shattered one record after another, racing to almost 1,800 from what from what just a year ago seemed a not-so-bad 1,200. The message is clear: Investors figure that over the next two or three years, corporations will be harvesting profits, from big-spending, big-borrowing consumers, in magnitudes unknown since the last sustained booms of the 50's and the 60's.
+What has happened is a massive change in the inextricable, often volatile, relationship of interest rates and inflation. The United States has completed four years of 4 percent annual inflation - one-third the rate that prices climbed in the 1979-1980 period. And over the past year or so, that sustained improvement has finally persuaded long-term lenders that they can begin to whittle down the inflation premium they build into the price they charge for money.
+As a result, the homeowner's monthly payment on a 30-year, $100,000 mortgage has plunged to $840.87 at the 9 1/2 percent level current in many parts of the country from $1,264.44 five years ago, when the rate was 15 percent. That's about $5,000 extra a year to save and to spend, a boost to all beneficiaries of the homeowner's largesse - from furniture salesmen to travel agents.
+And most other borrowers are reveling in the lower rates, from the corporations that borrow to expand their plants and work forces to the debtors of Latin America. The banks' prime lending rate, on which they base their loans, has dipped to 9 percent, less than half its 21 1/2 percent peak in the winter of 1980 and 1981. Top-rated corporate bonds, over 15 percent at their highs in 1981 and 1982, were down to 10 percent at the end of last year and now are flirting with 8 percent. Automobile loans were 16 percent in 1981. Now they are a bit under 12 percent.
+So-called ''real'' interest rates -the rate after deducting the inflation premium built in by lenders - have been cut in half in the last few years. So far, the only rates that have not budged much are those for personal loans, which seem mired in the high teens, and credit card balances, at nearly 19 percent. Bankers say that those loans cost them more to manage and that they are unsecured, by stocks, real estate or other property, so they are always high. But in time, they say, the tidal push of lower rates will force them down, too.
+Over all, said David A. Wyss, economist at Data Resources Inc. in Lexington, Mass., each one percentage point decline in average interest rates adds one-third of a percentage point to the growth of the nation's economy in that year, provided it comes early on. Simply put, a three-point decline adds up to about $39 billion on last year's $4 trillion economy.
+And the benefits of lower rates will be filtering through the economy for some time, analysts say. ''The biggest impact is in the housing market,'' Mr. Wyss said, ''and you should see a big surge there when the buying season gets going this spring. You should see more business investment, too, but that's a slower process because of the lead time in placing orders and changing attitudes. Then the dollar: Lower interest rates bring the dollar down, which chases imported goods out of the American market. Then you get exports up, but that doesn't happen in a hurry.''
+Businesses, he explained, went through wrenching adjustments to high rates and the high dollar. To bring costs in line with foreign competitors, many set up factories and supply lines abroad. It will take a while to convince them that the dollar and rates have settled down to stay, and then a while longer to get the domestic supply lines flowing again.
+Behind the drop in rates, economists cite a confluence of forces pushing in the same encouraging direction for the first time in 20 years. Interest rates, inflation, growth rates, and the exchange rates of currencies of major nations are in better balance than they have been in years.
+They attribute the confluence mostly to two powerful sources. One is the apparent reversal in the course of the American budget deficits - the major culprit, many economists say, behind high American interest rates, the high dollar and major imbalances in the world economy.
+Most politicians doubt that the deficits will fall to absolute zero five years from now as required by the Gramm-Rudman-Hollings balanced-budget law. But most of them, and the economists who sit in judgment, see the deficit falling from 5 percent of gross national product to well under 2 percent by 1990. Such a decline means that much less competition from the Government for credit and therefore, lower rates. Declining rates, moreover, help assuage the political pain of lowering the deficit.
+Evidence of declining deficits feeds through the markets, causing lower rates, and lower rates reduce the Government's cost of borrowing to carry the deficits. The saving on Government interest payments means Congress will not have to cut popular Government programs as much as it would otherwise. Meanwhile, the Federal Reserve Board, which previously contributed to rate rises by tightening money-supply growth in order to slow inflation, has been cheered enough by lower inflation and progress on the deficit to relax its monetary policies.
+The other major source of falling rates is the change in the international economic policies of the Reagan Administration, from a posture of indifference about how other nations manage their economies to a politically driven need to tell them what to do. It needs them to push their rates down along with American rates. Otherwise, the dollar would rise again, making imports rise , at the peril of American jobs. So far all major players in the exercise, from the Federal Reserve to the governments of Japan and West Germany, have been going along with the wishes of President Reagan and his principal agent of change, Treasury Secretary James A. Baker 3d.
+The first big signal of the Administration's new policy was the five-nation statement in September that the dollar had climbed too high and that the group was prepared to drive it down. Then, a a week ago last Friday, the Federal Reserve , in concert with Japan and West Germany, cut the discount interest rate that it charges banks from 7 1/2 percent to 7 percent -one-half its peak in 1981 and the lowest level since 1978.
+Another signal could come during May's seven-nation summit conference in Tokyo. There, the Administration could disclose more of its thinking about setting up mechanisms to align economic policies, including the exchange rates of currencies.
+''The cause of what we're seeing in interest rates is the change in our international economic policy,'' said Albert M. Wojnilower, chief economist of the First Boston Corporation, the investment banking firm. To try to halt the erosion of American jobs by a flood of imported goods, he said, ''the United States is throwing its weight around.''
+There are some soft spots that worry economists. Consumer borrowers are not likely to be impressed by drops in rates that they do not pay. Banks still charge high rates on credit card balances and for personal loans, and many consumers are not reaping the off-setting benefits of falling mortgage rates.
+Consumers relying on double-digit returns from money market deposit accounts and investments in corporate securities now receive half as much for their money as they did a few years ago. Those who have not switched into stocks have less to spend to keep the economy rolling.
+Beyond that, the economy's mid-winter burps have been many: the jump in the unemployment rate to 7.2 percent last month from 6.6 percent in January, last Friday's report of a sharp drop in the industrial production index for February, Detroit's somber disclosures that it has been producing too many cars, the lanquid state of retail sales, record levels of consumer and corporate debt, modest increases in capital spending, the report that the economy grew a mere 1.2 percent in the fourth quarter last year, evidence that the yawning American trade deficit continues to rise despite the decline of the dollar. Some economists point out that lower rates may reflect that persistent weakness in the economy.
+Others, however, insist that weaknesses showing up in economic indicators this winter bode well for summer - and the summers beyond. Slow growth, by this reckoning, is safer than rapid expansion and will allow rates to tumble even further.
+But some pessimism remains. ''I think the conventional wisdom about everything getting better right now is full of baloney,'' said Sam Nakagama, a Wall Street economist and pamphleteer. ''Oil producers' spending has to drop instantly,'' which is going to produce a severe deflationary shock,'' he said. ''You've got a recession in the oil patch and in Mexico. You've got a farm recession.'' Lower rates and inflation eventually will mean a sounder economy, he said, ''but we have to get there first.''
+Many businessmen, too, are not yet betting their resurgent profits on investments in factories and machinery to accommodate a prolonged new era of prosperity. The Dun & Bradstreet Corporation says manufacturers expect to raise capital spending this year only 5 percent, down drastically from 18 percent last year. And they are also unsure of what to expect of the battle between Congress and the White House over revising the tax system. Moreover, they say other forces in the economy have to settle themselves out, such as the still-rising tide of foreign competition and the course of the dollar. AT General Motors, said David C. Monro, whose job at the company is to ponder the effects of economic trends on automobiles, ''here's certainly been some intensive ruminating'' because of sliding rates, . He said he writes memos to senior management saying he still sees discouraging signs, although he expects the economy to do better, at least for the next year or two. But the big problem, he said, is that inflation is still a potential threat.
+And some economists who have little argument with forecasts of a lively economy for a couple of years say the promise of a new era of prosperity stretching into the next decade is more murky. Mr. Wojnilower at First Boston says that the Administration's international economic policy, whatever it has done for current rates, could send inflation back up later.
+The policy, he says, discourages price competition among countries in attempting to force the markets to level the exchange rates of currencies, and encourages countries to expand growth of their money supplies. Both factors, he said, pose the risk of higher inflation.
+Like many analysts, he is most wary about the dollar. Despite all the efforts to control it, a binge of speculation could make the dollar sink, causing inflation. Or it could soar again, causing another rise of the trade deficit and the job losses the Government wants to avoid.
+Barring these problems, economists say that a long-running engine of easy credit should accelerate evolutionary changes now at work in the nation. They see vastly more home building to meet the demands of the birth explosion of the late 1940's and 50's, more investment in factories and automation and more growth of service industries, which tend to offset the volatility of manufacturing.
+From 1945 to 1960, Mr. Linden of the Conference Board says, 58 million babies were born, almost twice as many as during the preceding 15 years. ''Those birth-boom kids, from now to the end of the century, are going to be, roughly, 35 to 50 years old,'' he said. ''That's the most expansive phase of the life cycle. Income rises. Borrowing rises. Spending rises.''
+Home demand among the baby boomers is poised to explode, economists say, because they first started shopping for homes just as rates and real estate prices were soaring. Most economists predict that new home construction, which has been hovering around 1.7 million units annually, will rise to 2 million this year and remain there for at least several more.
+David Reed, economist at the Hudson Institute in Indianapolis, said he doubts that the decline in interest rates alone will lead to the kind of extraordinary prosperity that followed World War II. But at the same time he expects better times than the nation witnessed during the high-rate, high-inflation immediate past.
+''I think we are facing an extended period of moderate growth,'' he said. ''In that sense, we are in a very different economy.'' NAKAGAMA: The New York Times/Jack Manning BERNSTEIN: Black Star",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AT+THE+DAWN+OF+AN+ERA+OF+LOW+INTEREST+RATES&title=New+York+Times&issn=03624331&date=1986-03-16&volume=&issue=&spage=A.1&au=Kilborn%2C+Peter+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 16, 1986","''All the ingredients that were so troublesome 5 and 10 years ago are falling into line,'' said Fabian Linden, consumer econo-mist at the Conference Board in New York. ''Lower interest rates mean there's money around to do all the things that money does. It buys factories. It buys houses. It buys cars. Lower interest rates mean we can use money more lavishly. Then we get oil. That's a tremendous serendipity. We appear to be moving into a new era of vigorous growth.'' Rarely, he said, has he seen such promise for prolonged growth - and lower interest rates are the key to his optimism. ''I can't foresee anything that would push us into a high-interest- rates, high-inflation kind of world,'' said Laurence H. Meyer, head of the St. Louis forecasting firm that bears his name. Compared to five and six years ago, said Peter L. Bernstein, of the consulting firm Peter L. Bernstein Inc., ''interest-rate peaks are lower and the lows are lower: That is probably the way it's going to be.'' As a result, he said, ''I think the world is going to have another boom. I don't know when it's going to come, but it's going to come big.'' WITH a respectful eye on the rampaging stock and bond markets, considered by many to be the economy's best prognosticators, many economists are now beginning to invoke the aquatic metaphors of sea changes and tidal waves, creating images as strong as the Roaring Twenties, the Postwar Boom and the Soaring Sixties. The economy, they say, seems to have tamed the business cycle's 20-year pattern of pushing and pulling and settled onto a much more tranquil and healthy course. Some pessimism remains. ''I think the conventional wisdom about everything getting better right now is full of baloney,'' said Sam Nakagama, a Wall Street economist and pamphleteer. ''Oil producers' spending has to drop instantly,'' which is going to produce a severe deflationary shock,'' he said. ''You've got a recession in the oil patch and in Mexico. You've got a farm recession.'' Lower rates and inflation eventually will mean a sounder economy, he said, ''but we have to get there first.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Mar 1986: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Kilborn, Peter T",New York Times Company,,Newspapers,425799418,"United States, New York, N.Y.",English,16-Mar-86,CREDIT; FORECASTS; INTEREST (MONEY); UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+"THE REAGAN BUDGET: SPENDING IS THE PROBLEM, NOT TAXES; TEXT OF MESSAGE BY THE PRESIDENT OUTLINING HIS SPENDING PLAN:   [TEXT ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reagan-budget-spending-is-problem-not-taxes-text/docview/425784873/se-2?accountid=14586,"Following is the Budget Message that President Reagan sent to Congress today:
+To the Congress of the United States:
+The economic expansion we are now enjoying is one of the most vigorous in 35 years. Family income is at an all-time high; production and productivity are increasing; employment gains have been extraordinary, and inflation, which raged at double-digit rates when I took office, has been reduced dramatically. Defense capabilities, which had been dangerously weakened during the 1970's, are being rebuilt, restoring an adequate level of national security and deterrence to war. Moreover, an insupportable growth in tax burdens and Federal regulations has been halted.
+Let me give you a few highlights:
+* Employment has grown by 9.2 million in the past three years, while the unemployment rate has fallen by three and eight-tenthspercentage points; during the three years preceding my Administration, employment grew by only 5.5 million and the unemployment rate rose eight-tenths of a percentage point.
+* The highest proportion of our adult population (60 percent) is now at work, with more blacks and other minorities employed (14 million) than ever before.
+* Inflation, which averaged 11.6 percent a year during the three years before I took office, has averaged only a third of that - 3.8 percent - during the last three years.
+* Real G.N.P. has grown at a 4.5 percent annual rate during the past three years, compared with only a 2.2 percent annual rate during the last three years of the previous Administration.
+* The prime rate of interest and other key interest rates are less than half what they were when I took office.
+* Some 11,000 new business incorporations are generated every week, and since early 1983, investment in plant and equipment has risen 44 percent in real terms.
+* During the past three years, industrial production has risen by 25 percent.
+* During the same same period, corporate profits increased 117 percent and stocks nearly doubled in value.
+* Federal tax revenues have returned to historic levels of approximately 18 1/2 percent of G.N.P., as tax rates have been cut across the board and indexed for inflation.
+* As a result of all of the above, real after-tax income has risen 10.6 percent during the last three years, an average increase of $2,500 for each American household. 'Eliminated Many Barriers'
+This dramatic improvement in the performance of our economy was no accident. We have put in place policies that reflect our commitment to reduce Federal Government intrusion in the private sector and have eliminated many barriers to the process of capital formation and growth. We continue to maintain a steadfast adherence to the four fundamental principles of the economic program I presented in February 1981:
+* Reducing the growth of Federal spending;
+* Limiting tax burdens;
+* Relieving the economy of excessive regulation, and
+* Supporting a sound and stable monetary policy.
+Conditions are now in place for a sustained era of national prosperity. But, there is a major threat looming on the horizon: the Federal deficit. If this deficit is not brought under control, we risk losing all we've achieved, and more.
+We cannot let this happen. Therefore, the budget I am presenting has as its major objective setting the deficit on a downward path to a balanced budget by 1991. In so doing, my budget meets or exceeds the deficit reduction targets set out in the Balanced Budget and Emergency Deficit Control Act, commonly known for its principal sponsors as Gramm-Rudman-Hollings.
+At the end of the last session of Congress there emerged a bipartisan consensus that something had to be done about the deficit. The result, Gramm-Rudman-Hollings, committed both the President and the Congress to a fixed schedule of progress. By submitting this budget, I am abiding by the law and keeping my part of the bargain.
+The budget shows, moreover, that eliminating the deficit is possible without raising taxes, without sacrificing our defense preparedness and without cutting into legitimate programs for the poor and the elderly. A tax increase would jeopardize our economic expansion and might well prove counterproductive in terms of its effect on the deficit.
+We can hardly back away from our defense buildup without creating confusion among friends and adversaries alike about our determination to maintain our commitments and without jeopardizing our prospects for meaningful arms control talks. And frankly we must not break faith with those poor and elderly who depend on Federal programs for their security. The Deficit And Economic Growth Until the Second World War, the Federal budget was kept in balance or ran a surplus during peacetime as a matter of course. But in the early 1960's this traditional fiscal discipline and political rectitude began to break down. We have run deficits during 24 of the last 25 years. In the past 10 years, they have averaged 2.5 percent of G.N.P. But last year the deficit was over 5 percent of G.N.P. This trend is clearly in the wrong direction and must be reversed.
+Last year's deficit amounted to nearly $1,000 for every man, woman and child in the United States. To eliminate the deficit solely by increasing taxes would mean imposing an extra $2,400 burden on each American household. But taxes are already higher relative to G.N.P. than they were during the 1960's and early 1970's, before inflation pushed them to levels that proved insupportable. The American people have made it clear they will not tolerate a higher tax burden. Spending is the problem, not taxes, and spending must be cut.
+The program of spending cuts and other reforms contained in my budget will lead to a balanced budget at the end of five years and will thus remove a serious impediment to the continuation of our economic expansion. As this budget shows, such reforms can be accomplished in an orderly manner, without resorting to desperate measures.
+Inappropriate and outmoded programs, and activities that cannot be made cost-effective, must be ended. Activities that are essential, but that need not be carried out by the Federal Government, can be placed in the private sector or, if they are properly public in nature, turned over to state and local governments. As explained in the management report I am also submitting today, efficiencies can be realized through improved management techniques, increased productivity, and program consolidations.
+The need to cut unnecessary Federal spending and improve management of necessary programs must be made a compelling guide to our policy choices. The result will be a leaner, better integrated, more streamlined Federal Government, stripped of marginal, nonessential and inappropriate functions and activities, and focusing its energies and resources entirely on its proper tasks and constitutional responsibilities.
+That way, resources will be allocated more efficiently: those things best done by government will be done by government; those things best done by the private sector will be directed by the marketplace.
+The Balanced Budget and Emergency Control Act (Gramm-Rudman-Hollings) requires that spending be reduced in accord with a prescribed formula if projected deficits exceed the predetermined targets. This mechanism will operate in a limited fashion during the current fiscal year. However, we should avoid such across-the-board cuts in the future, and they will not be necessary if Congress adopts this budget. Achieving budget savings by taking into account relative priorities among programs is a much better way than resorting to an arbitrary formula. The latter could dangerously weaken vital programs involving the national security or public health and safety, while leaving marginal programs substantially intact.
+If the spending cuts and other reforms proposed in this budget are approved, the Federal deficit will be reduced by $166 billion over the next three years. This represents about $700 for every individual American and about $1,900 for every household. I believe this is the appropriate way to deal with the deficit: cut excessive Federal spending rather than attack the family budget by increasing taxes, or risk a deterioration in our national security posture, or break faith with the dependent poor and elderly. Restructuring and Returning the Federal Government To Its Proper Role The task of reducing the deficit must be pursued with an eye toward narrowing the current wide scope of Government activities to the provision of those, but only those, necessary and essential services toward which all taxpayers should be contributing - and providing them as efficiently as possible. This is the underlying philosophy that I have used in shaping this year's budget. Let me explain:
+High-priority programs should be adequately funded. Despite the very tight fiscal environment, this budget provides funds for maintaining, and in some cases expanding, high-priority programs in crucial areas of national interest. Necessary services and income support for the dependent poor and the elderly receive significant funding in this budget. So do other programs of national interest, including drug enforcement, AIDS research, the space program, nonmilitary research, and national security.
+While national security programs continue to be one of my highest priorities, they have not been exempt from general budgetary stringency. Last summer I reluctantly agreed with Congress to scale back the planned growth of defense appropriations to a zero real increase for 1986 and only a 3 percent real increase each year thereafter.
+Congressional action on 1986 appropriations and the subsequent sequestration for 1986 under Gramm-Rudman-Hollings have cut defense budget authority well below last year's level. The budget I am submitting would return defense funding to a steady, well-managed growth pattern consistent with the program levels agreed to in last year's budget resolution and consistent with what the country needs in order to provide for our national security. Military Spending Trend
+During the past five years, we have reversed the decline in defense spending and have made significant progress in restoring our military capabilities.
+The moderate increases that are now requested are necessary to maintain this progress and enable us to move forward with meaningful arms reduction negotiations with the Soviet Union.
+Unnecessary programs are no longer affordable. Some Government programs have become outmoded, have accomplished their original purpose, represent an inappropriate area for Federal involvement in the first place, or are marginal in the current tight budgetary environment.
+If it would not be appropriate or feasible for the private sector or for state or local governments to assume such functions, this budget proposes that programs of this variety be terminated immediately, phased out in an orderly manner, or eliminated when their legal authority expires.
+Examples include Small Business Administration credit programs, Amtrak grants, Urban Development Action Grants, the Appalachian Regional Commission, the Economic Development Administration, the Interstate Commerce Commission, Maritime Administration loan guarantees, education subsidies for health professionals, the work-incentives program and subsidies for air carriers.
+Many other programs should be reduced to a more appropriate scale. Some Federal programs have become overextended, misdirected, or operate on too expansive a scale given the current tight budgetary environment.
+This budget proposes reforms to limit the costs and future growth of Medicare and Medicaid, subsidized housing, Civil Service pensions and health benefits, postal subsidies, interstate highway grants, the Forest Service and many other programs. 'Commercial-Type Operations'
+The Government should not compete with the private sector. Traditionally, governments supply the type of needed services that would not be provided by the private marketplace.
+Over the years, however, the Federal Government has acquired many commercial-type operations.
+In most cases, it would be better for the Government to get out of the business and stop competing with the private sector and in this budget I propose that we begin that process.
+Examples of such ''privatization'' initiatives in this budget include sale of the power marketing administrations and the naval petroleum reserves; and implementation of housing and education voucher programs.
+I am also proposing the sale of unneeded assets, such as loan portfolios and surplus real estate and contracting out appropriate Federal services.
+Many services can be provided better by state and local governments. Over the years, the Federal Government has pre-empted many functions that properly ought to be operated at the state and local level.
+This budget contemplates an end to unwarranted Federal intrusion into the state and local sphere and restoration of a more balanced, constitutionally appropriate federalism with more clearly delineated roles for the various levels of government.
+Examples include new consolidations of restrictive small categorical grant programs into block grants for transportation and environmental protection, at reduced Federal costs. Continued funding is maintained for existing block grants for social services, health, education, job training, and community development.
+Administration of the agricultural extension service should be turned over to state and local governments.
+Also, the Federal Government should get out of the business of paying for local sewage treatment systems, local airports, local law enforcement, subsidies to state maritime schools and local coastal management. Cut in Burdens Sought
+Remaining Federal activities should be better managed. As we proceed with the deficit reduction process over the next several years, it is important that all remaining Federal operations be well managed and coordinated to avoid duplication, reduce costs and minimize regulatory burdens imposed on the private sector.
+Management efficiencies must accompany the process of developing a leaner, more carefully focused Federal role. We can no longer afford unnecessary overhead and inefficiencies when we are scaling back the role and cost of the Federal Government.
+Substantial savings in overhead costs have been achieved under provisions of the Deficit Reduction Act of 1984.
+As described in my management report, more savings are possible, and these effects are incorporated in this budget.
+Outmoded, inefficient systems of agency cash and credit management are being replaced; administrative policies and procedures, approaches to automatic data processing and agency field structures will be streamlined and upgraded; and waste, fraud and abuse will be further reduced.
+All these initiatives, part of our Reform '88 program, will take advantage of efficiencies made possible by modern management techniques, improved communications and new information technology.
+We shall run the Federal Government on a businesslike basis, improving service delivery and reducing taxpayer costs.
+Administration of Federal agencies will be made more efficient through the adoption of staffing standards, automation of manual processes, consolidation of similar functions and reduction of administrative overhead costs. Management of Portfolio
+A program to increase productivity by 20 percent by 1992 in all appropriate Government functions is being instituted and a major effort is proposed to revamp our outmoded management of a $250 billion Federal credit portfolio.
+This effort will include establishing prescreening, origination fees, administration and penalty charges, use of collection agencies, charging appropriate interest rates and the sale of loan portfolios.
+Our management improvement program will result in a leaner and more efficient Federal structure and is described in greater detail in my separate management report. Improving the management of the Government must be accorded a crucial role and the priority it deserves.
+We must also reduce unnecessary costs and burdens on the non-Federal sector and have already made considerable progress in reducing the costs imposed on businesses and state and local governments by Federal regulations.
+These savings are estimated to total $150 billion over a 10-year period.
+We have reduced the number of new regulations in every year I have been in office and have eliminated or reduced paperwork requirements by over 500 million hours.
+In addition, regulations are now more carefully crafted to achieve the greatest public protection for the least cost and wherever possible to use market forces instead of working against them.
+Finally, user fees should be charged for services where appropriate. Those who receive special benefits and services from the Federal Government should be the ones to bear the costs of those services, not the general taxpayer.
+Accordingly, this budget imposes fees and premiums for Federal guarantees of loans, and imposes user fees and charges for Federal cost recovery for meat and poultry inspection, national park and forest facilities, harbor and inland waterway use, Coast Guard inspections and for many other services. Reform of the Budget Process Over the years, Federal spending constituencies have become increasingly powerful.
+In part because of their strong and effective advocacy, Congress has become less and less able to face up to its budgetary responsibilities.
+The Congressional budget process is foundering; last year it fell apart time and time again.
+The budget resolution and appropriations bills were months late in passing, and few real deficit reductions were achieved.
+Gramm-Rudman-Hollings offers a significant opportunity to avoid many of these problems in the future.
+That act not only sets deficit targets leading to a balanced budget by 1991, it provides a mechanism for automatic spending cuts and incorporates certain reforms in the budget process itself.
+But Gramm-Rudman-Hollings does not go far enough in this regard.
+To meet the clear need for a greatly strengthened budget process, I propose a number of additional reform measures.
+As before, I ask Congress to pass a balanced budget amendment to the Constitution.
+In addition, I continue to seek passage of a line-item veto, authority now possessed by 43 of the nation's governors.
+I also urge, for 1988 and beyond, changing the budget resolution to a joint resolution subject to Presidential signature and establishing binding expenditure subcategories within the resolution budget totals.
+Moreover, I urge that serious study be given to proposals for multiyear appropriations and to the development of a capital budget.
+As I have pointed out time and again, there's not a state in the union that doesn't have a better budget process than the Federal Government.
+We can, and must, do better. Conclusion
+As I said in my address to Congress yesterday, the state of the Union is strong and growing stronger.
+We've had some extraordinarily good years and our economy is performing well, with inflation coming under control.
+Economic growth and investment are up, while interest rates, tax rates and unemployment have all come down substantially. Our national security is being restored. The proliferation of unnecessary and burdensome Federal regulations has been halted.
+A significant beginning has been made toward curbing the excessive and unsustainable growth of domestic spending.
+Improving the management of the Government has been given priority and is achieving results.
+I think most Americans would agree that America is truly on the move.
+The large and stubbornly persistent budget deficit remains as a dark and threatening cloud on the horizon.
+It threatens our prosperity and our hopes for continued healthy economic growth. Congress has recognized this threat. It has mandated a gradual, orderly movement to a balanced budget over the next five years.
+The proposals in this budget are a blueprint for achieving those targets while preserving legitimate programs for the aged and needy, providing for our national security and doing this without raising taxes.
+I realize it will be difficult for elected officials to make the hard choices envisioned in this budget.
+But we must find the political will to face up to our responsibilities and resist the pleadings of special interests whose ''era of power'' in Washington must be brought to an end, for taxpayers as a whole can no longer be expected to carry them on their backs.
+All this will call for statesmanship of a high order.
+We must all realize that the deficit problem is also an opportunity, an opportunity to construct a new, leaner, better focused and better managed Federal structure. Let's do it. I look forward to working with Congress on meeting these formidable challenges. It is our job. Let's get on with it. RONALD REAGAN
+Feb. 5, 1986",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+REAGAN+BUDGET%3A+SPENDING+IS+THE+PROBLEM%2C+NOT+TAXES%3B+TEXT+OF+MESSAGE+BY+THE+PRESIDENT+OUTLINING+HIS+SPENDING+PLAN%3A+%5BTEXT%5D&title=New+York+Times&issn=03624331&date=1986-02-06&volume=&issue=&spage=B.12&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 6, 1986","Last year's deficit amounted to nearly $1,000 for every man, woman and child in the United States. To eliminate the deficit solely by increasing taxes would mean imposing an extra $2,400 burden on each American household. But taxes are already higher relative to G.N.P. than they were during the 1960's and early 1970's, before inflation pushed them to levels that proved insupportable. The American people have made it clear they will not tolerate a higher tax burden. Spending is the problem, not taxes, and spending must be cut. Examples of such ''privatization'' initiatives in this budget include sale of the power marketing administrations and the naval petroleum reserves; and implementation of housing and education voucher programs. We must find the political will to face up to our responsibilities and resist the pleadings of special interests whose ''era of power'' in Washington must be brought to an end, for taxpayers as a whole can no longer be expected to carry them on their backs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Feb 1986: B.12.",11/15/17,"New York, N.Y.",UNITED STATES,AP,New York Times Company,,Newspapers,425784873,"United States, New York, N.Y.",English,6-Feb-86,FINANCES; BUDGETS AND BUDGETING; UNITED STATES ARMAMENT AND DEFENSE,New York Times,TEXT,,,,,,,
+JOHN REED'S CALMING OF CITICORP,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/john-reeds-calming-citicorp/docview/425788931/se-2?accountid=14586,"LAST month, John S. Reed passed up an opportunity to make history when Citicorp reported its 1985 earnings. It was the sort of opportunity that his famous predecessor, Walter B. Wriston, would not have missed.
+With plenty of fanfare and press coverage, Mr. Wriston almost certainly would have announced that Citicorp had earned $1 billion, the first American bank ever to do so. After all, a chairman of a bank as huge as Citicorp could have found a way to cut expenses enough to squeeze out an additional $2 million in profit. But Mr. Reed left the earnings as his accountants had initially reported them - at $998 million.
+That in itself was a record, but not a milestone. There was no hoopla. No bells rang. And the figure - a sort of report card on Mr. Reed's first calendar year as chairman - ended up overshadowed by a somewhat poor performance in the fourth quarter. While net income for all of 1985 rose 12 percent, profits in the last quarter fell by the same percentage.
+''Last year was an okay year, but not great; 1986 will be better, but not dramatic,'' Mr. Reed is said to have told bank analysts last week, without any indication that he was perturbed by the lackluster outlook.
+In passing up the potential for publicity, Mr. Reed demonstrated a management style that stands out chiefly in comparison with that of the regal Mr. Wriston, whose wit and outspokenness, particularly on the glories of laissez-faire banking, helped to make him the dominant figure in American banking for more than a decade. There is no question that, for now at least, his 46-year-old successor is publicity shy. And despite an air of informality - button-down shirts, two-piece suits and the air of a grade school teacher - he goes out of his way to appear the careful, conservative banker.
+''He wants to take a much lower profile than Citicorp has taken historically,'' said Lawrence W. Cohn, a bank analyst at Merrill Lynch Pierce Fenner & Smith. ''He thinks he can achieve the same goals Wriston sought by being more diplomatic and less abrasive.''
+But even as he tries to distance himself from the Wriston image, Mr. Reed is laying the foundations of his own stewardship. He has begun to promote his closest allies. Chief among them are Lawrence M. Small (See box),the 44-year-old head of the commercial banking unit, known as the institutional bank, and Richard S. Braddock, also 44, whom Mr. Reed has put in charge of consumer banking, known at Citicorp as the individual bank.
+The new chairman is encouraging a tough cost-cutting program (expenses soared 24 percent last year) that appears to be sparking departures and resignations among middle-level executives. And some analysts see not reticence, but disciplined strategy in Mr. Reed's reluctance to push last year's net income over the $1 billion mark -in fact, a strategy intended to free him from Mr. Wriston's shadow.
+''For the long term, it makes sense for Reed to build a base for consistent future earnings growth instead of pushing hard to break a billion dollars in his first year,'' said James H. Wooden, a vice president of Kidder Peabody & Company.
+Some exponents of this view argue that Mr. Reed worked hard last year to keep earnings down - writing off $962 million in questionable loans, stashing as much as he could into reserves for future loan losses, and spending heavily on future projects, from automation to acquisitions. ''By getting such expenditures out of the way now, Mr. Reed is laying the groundwork for spectacular future earnings,'' a Citicorp executive said.
+Still, Mr. Wriston was for many years Mr. Reed's mentor, naming him to head the money-losing consumer division in the 1970's and standing behind the younger man as Mr. Reed struggled to make it profitable. As chairman, Mr. Reed has not veered from his mentor's basic policies. He, too, is determined to make Citicorp a financial department store that operates throughout the nation and the world, offering every imaginable financial service.
+In his first 17 months as chairman following Mr. Wriston's retirement, Mr. Reed, who declined to be interviewed for this article, has kept up Mr. Wriston's pace. Last year, Citicorp's assets - its loans and investments - soared to almost $174 billion, up $23 billion from the year before. That $23 billion was equivalent to the size of the nation's 17th largest banking company, the RepublicBank Corporation of Dallas. And Citicorp, whose principal holding is Citibank, widened its lead against the nation's second largest banking company, the ailing BankAmerica Corporation, which has fallen $55 billion behind Citicorp, with assets of $118.5 billion.
+Not only in assets has Citicorp continued to expand under Mr. Reed. It has used its lobbying muscle and financial might to push into new markets. In the United States, for example, Citicorp in 1985 bought or agreed to buy banks in Arizona, Utah and Nevada. Abroad, it has purchased commercial and investment banks in England, France, Chile, Norway, Nigeria, Italy, Canada, Belgium, Japan, Ireland, Thailand and Australia, not to mention obtaining licenses to operate in Sweden, Portugal and Australia.
+And it opened an office in Peking, where Mr. Reed made a memorable visit. The trip went smoothly and Mr. Reed was gracious to his local staff during his few days in Peking. But at the airport, the chairman's temper suddenly exploded because his private plane was 20 minutes late and he was thrown off schedule. That temper outburst is a tale that is being passed among Citicorp employees as a reminder that Mr. Reed has another, tougher side.
+That toughness became very much a part of his reputation in the early 1970's, when he streamlined Citicorp's back office operation, where checks are processed, forcing the reshuffling of thousands of employees in order to reduce costs. Mr. Reed spurred the cost-cutting at Mr. Wriston's request, and it put him on the road to the chairmanship. ''H
+E may be impatient and intolerant, but that's not necessarily bad for a businessman,'' said Henry G. Higdon, managing director of Russell Reynolds Asociates, an executive search firm. ''You don't get to his level by not being nice to people, but you don't get there by being a push-over either.''
+Nevertheless, now that he is chairman, Mr. Reed has made harmony among executives a top priority. Harmony was not a Wriston priority. Soon after Mr. Wriston became chairman in 1970, his chief rival, Thomas A. Wilcox, left to become an executive of Crocker National Bank in California. In his final years, Mr. Wriston pitted Mr. Reed and two other vice chairmen against each other in a competition for succession that divided the bank into partisan groups.
+Mr. Reed so far has managed to keep his former rivals, Thomas O. Theobald and Hans Angermueller, from leaving the bank. His peace offering to Mr. Angermueller, who is in charge of legal affairs and is also the chief lobbyist, was to give him Mr. Wriston's old corner office on the 15th floor of the headquarters building; Mr. Reed kept his smaller office on the same floor.
+Perhaps Mr. Reed's most impressive coup was in keeping Mr. Theobald. Not only did Mr. Reed keep him, but he convinced his old rival to move last September from Citicorp's institutional bank, the commercial banking division, to an unwanted post as head of Citicorp's investment bank. To make the move more palatable for the lanky, 48-year-old Mr. Theobald, Mr. Reed transferred Citicorp's money raising Treasury activities and foreign exchange operations to the investment bank, thus putting that division roughly on an earnings par with the institutional bank. The investment, institutional and individual banks are Citicorp's key units.
+There have been losers, too. Richard Kovacevich, a long-time Reed ally who transformed the New York branch system from a money loser into a profit center, has declined several jobs offered by Mr. Reed. He had wanted Mr. Reed to name him chief of the consumer division, the third major Citicorp unit along with investment and institutional banking, but Mr. Reed declined to do so. ''We're scrounging around'' looking for a new job for him, Mr. Reed told reporters last fall.
+In getting Mr. Theobald to take the investment bank assignment, Mr. Reed sought to deal with a deep antagonism that had developed between the institutional and the investment banks. Above all, many officers of the institutional bank resented the high compensation and bonuses that were being paid to investment bank staffers, in some cases said to be as much as $500,000 in a year.
+The rationale for the higher salaries is that the investment bank must compete for staff with Wall Street firms, where compensation for similar jobs is astronomic. The hope is that the loyalty of the institutional bank's staff to Mr. Theobald will help to improve relations between the two units. That is considered critical because ideally the two units should work closely together, with the institutional bank bringing clients to the investment bank for sophisticated lending and investment activities.
+But one of Mr. Theobald's first moves as head of the investment bank was to send a memo to senior staff members indicating that Citicorp no longer would offer the extraordinary compensation of the competing Wall Street firms. According to Citicorp officials, the memo said in part: ''There is no basis for simply throwing money at a problem without justifying each expenditure. Most of all, we have to understand that compensation is one of a large number of key factors in managing successfully. It is not the primary tool for working out the strategy and executing the tasks we face before us.''
+Even before Mr. Theobald took over the investment bank it was losing people to higher bidders - and his memo certainly did not stop the outflow. Last December, several key members of Citibank's loan-sales team left to join the Security Pacific Bank, and about the same time four experts in the highly complex area of interest-rate swaps left to join Bear, Stearns & Company.
+''Theobald is a tight operator,'' said a Citicorp executive. ''He has no personal staff, just a secretary. These guys downtown are scared of him, they don't know what to think of him. He's not one of them.'' Despite the challenges, many analysts believe that Mr. Theobald is in an enviable position because they expect his division to be the fastest-growing area of big commercial banks, giving Mr. Theobald the opportunity to shine once more. Until now, the institutional bank has been the growth leader.
+Some, however, see Mr. Theobold's future as uncertain. Despite denials by Mr. Reed, these analysts believe that the institutional bank and the investment bank will be merged, with Mr. Small, the Reed protege, taking over the combined unit. Mr. Small long has been considered among the brightest stars within Citicorp - a man often likened to Mr. Reed because of his fierce ambition and his ability to focus exclusively on the problem at hand, as Mr. Reed did in cutting back office costs. Mr. Small made a name for himself at Citicorp in the late 1970's as chief of Citibank's business dealings with corporations in North America, which was part of the institutional bank.
+When he took the job, the unit was moribund and seemingly without a future, given that many corporations avoid bank loans, and raise funds by selling commercial paper. But Mr. Small decided - correctly, as it turned out - that big profits could be made by making secured loans to small and medium-sized companies.
+Last September he was promoted to chief of the entire institutional bank, taking his seat just as Mr. Theobold took over the investment bank. The institutional bank's net income last year was virtually flat, compared with the year before, and its fourth-quarter profit declined by 33 percent. The unit is plagued by loan losses abroad. IF Mr. Small can pull off the same kind of coup in his new job as he did in his old, his star would be brighter than ever. Mr. Reed and Mr. Small are less sanguine about third world loans than Mr. Wriston, who argued right to the day of his retirement in August 1984 that Latin American borrowers would not default.
+Mr. Reed has been more willing than Mr. Wriston to increase loan reserves and Mr. Small, in a speech last year, said: ''We have to recognize we made a major mistake in letting so much money go out the door so fast to countries like Brazil, Mexico, Argentina, Venezuela and the Philippines.''
+Some Citibank officials question whether Mr. Small will be willing to stay within the bounds set for him. While in the North American unit, for example, Mr. Small grabbed some investment banking functions for his group, causing battles with the investment bank. Mr. Reed, aware of the potential for strife, has acted to encourage greater cooperation between the two big divisions. He has said that institutional bank units that steer business to the investment bank will be given credit for the ''sales.''
+Meanwhile, Mr. Small has been shaking up the institutional bank in much the same way that Mr. Theobald has been jarring the investment bank. Many of its officers overseas had become accustomed to a great deal of autonomy. As long as they were making money, they weren't questioned closely about expenses. ''N
+OW, a lot of institutional people are upset because Small has told them they have to meet their profit targets while keeping their costs flat,'' says a Citicorp executive. The pressure appears to have prompted some departures. Kent Price, for one, who headed Citicorp's operations in Britain, resigned shortly after Mr. Small took over last fall. He said he wanted to pursue other business interests.
+Along with Mr. Small, Mr. Reed named Mr. Braddock to head the fast-growing individual bank, the consumer banking division that Mr. Reed himself built up almost from scratch and continued to run until he became chairman. Mr. Reed's relationship with Mr. Braddock goes back to the early 1970's when Mr. Reed recruited him from General Foods.
+There were three candidates for Mr. Braddock's job. The others were Mr. Kovacevich and Edwin P. Hoffman, who had been head of half of the domestic consumer business, with Mr. Braddock in charge of the other half. Now Mr. Hoffman is in charge of all corporate business for all of Latin America. Mr. Hoffman and Mr. Braddock are said to dislike each other so intensely that, according to some Citibank executives, they avoid being in the same room together. ''We would dispute that,'' said a Citicorp spokesman, without elaborating. In any event, Mr. Reed put the two into entirely separate areas of the bank.
+Through all the job-shuffling last fall, Mr. Reed stayed away from the press and kept his low profile intact. As chairman, he has declined every request for an interview. He has made only three or four speeches since taking over and he has held only three press conferences.
+To some, Mr. Reed's distaste for publicity reflects the years of criticism directed at him while he was building Citicorp's consumer business and that business was losing hundreds of millions of dollars. Together with Mr. Wriston, he stuck it out and today Citicorp's consumer business is a fast-growing money maker - the envy of the industry. James J. McDermott Jr., senior vice president of Keefe, Bruyette & Woods, a securities firm that specializes in bank stocks, predicts that one day it will be bigger than the institutional bank, which deals with Citibank's more traditional customers -corporations, governments and other financial institutions.
+In coming up through consumer banking, Mr. Reed departs from the norm for the chairman of a major bank - most of whom made their mark dealing with big corporate customers. Even Mr. Reed's education was unusual for a top banker. He did not go to an Ivy League school, but received an undergraduate degree at Washing on & Jefferson College in Washington, Pa., and another in industrial management from the Massachusetts Institute of Techology. After serving two years in the Army Corps of Engineers in Korea, he spent a year as a trainee for Goodyear Tire and Rubber. He then returned to M.I.T.'s Sloan School of Management where he received a master of science degree. He was then hired by Citibank as a trainee.
+Mr. Reed was raised in Argentina and Brazil, where his father served as an executive of Armour & Company. There, he not only learned to speak Spanish fluently and Portuguese acceptably, but also worked as a caddy for James D. Farley, who at the time was a Citibank vice president. In one of his first reorganizational moves, Mr. Reed promoted Mr. Farley to vice chairman, and Mr. Farley is said still to have Mr. Reed's ear.
+Although Citicorp under Mr. Reed remains the dynamic institution it was under Mr. Wriston, for the moment at least it has lost some of the excitement that Mr. Wriston used to generate. At last week's meeting with securities analysts, for example, a number of analysts left before the session was over - an experience Mr. Wriston never had. FROM FLAMENCO GUITARTO THE BOTTOM LINE
+Lawrence M. Small, who heads Citicorp's commercial banking activities, once considered becoming a flamenco guitarist. In the early 1960's, after graduating from Brown University, he even went off to Spain and practiced eight hours a day. ''I reached an acceptable playing level,'' he said in an interview published in a Citicorp newsletter, ''but I decided to reach for something else.''
+That something else happened to be Citibank, then known as the First National City Bank. Mr. Small joined the bank in 1964 at the age of 23. It was the beginning of a rapid rise to the top ranks of the bank. It was also the start of a close relationship with John S. Reed, Citibank's current chairman. Mr. Reed joined the bank in 1965.
+Today it is hard to imagine Mr. Small as a flamenco guitarist, although he still plays for relaxation. The broad-shouldered, tall executive - who lifts weights for exercise - is considered to be one of the bank's most aggressive and ambitious individuals. He is also known for his single-minded ability to focus on targets. He generally refuses to speak to the press, for example - he says he does not see how it helps the bank's bottom line.
+Mr. Small was named a vice president in 1969 and senior vice president in 1971. For several years, he headed the bank's activities on Long Island and in upstate New York, but he made his biggest mark in the late 1970's, when he turned the bank's North American corporate-banking group into a big moneymaker.
+Raised in Westchester County, N.Y., Mr. Small now lives in New York City with his wife, Sandra. He keeps in close touch with Hispanic arts through his directorship of the Spanish Repertory Theatre.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JOHN+REED%27S+CALMING+OF+CITICORP&title=New+York+Times&issn=03624331&date=1986-02-02&volume=&issue=&spage=A.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 2, 1986","E may be impatient and intolerant, but that's not necessarily bad for a businessman,'' said Henry G. Higdon, managing director of Russell Reynolds Asociates, an executive search firm. ''You don't get to his level by not being nice to people, but you don't get there by being a push-over either.'' ''[Thomas O. Theobald] is a tight operator,'' said a Citicorp executive. ''He has no personal staff, just a secretary. These guys downtown are scared of him, they don't know what to think of him. He's not one of them.'' Despite the challenges, many analysts believe that Mr. Theobald is in an enviable position because they expect his division to be the fastest-growing area of big commercial banks, giving Mr. Theobald the opportunity to shine once more. Until now, the institutional bank has been the growth leader. [Lawrence M. Small], who heads Citicorp's commercial banking activities, once considered becoming a flamenco guitarist. In the early 1960's, after graduating from Brown University, he even went off to Spain and practiced eight hours a day. ''I reached an acceptable playing level,'' he said in an interview published in a Citicorp newsletter, ''but I decided to reach for something else.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Feb 1986: A.1.",11/15/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,425788931,"United States, New York, N.Y.",English,2-Feb-86,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+ROGER SMITH'S TROUBLED SECOND ACT,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/roger-smiths-troubled-second-act/docview/425751718/se-2?accountid=14586,"WHEN Roger B. Smith announced the restructuring of the General Motors Corporation in January 1984, he was exultant. The plan called for folding fractious divisions into two super groups which, the G.M. chairman said, would give the giant automaker ''a more effective method for designing, engineering, manufacturing, assembling and selling cars.''
+Two years later, although Mr. Smith says his plan is on track, the much-ballyhooed shift in strategy apparently has not begun to pay off. America's biggest automaker remains prosperous enough, but cracks are beginning to appear below the surface as G.M. struggles with the most intensely competitive market of the post-war years.
+The 60-year-old Mr. Smith is gambling heavily that the billions he has been spending to move General Motors into high-tech auto production will eventually make his company the low-cost auto producer. But right now he is going through a difficult passage. G.M. today is spending more to make each car than any of its competitors, its American market share has shrunk substantially, profits are down, and Ford and Chrysler are moving aggressively into a market that G.M.'s highly profitable Buicks and Cadillacs once dominated.
+The problems have prompted something of a reassessment of Mr. Smith's performance. A year ago, he was hailed as an innovative corporate leader for several deft moves - including some major acquisitions and the establishment of the Saturn division, a separate unit within G.M. to turn out import-fighting small cars.
+Now many securities analysts are busy stressing G.M.'s shortcomings and even suggesting that the changes in the domestic auto market have been so radical that no company will ever again command the overwhelming market share that G.M. once had. ''G.M. is going to have to be satisfied with a lower share of the market and more specialized products and count on diversification for future growth,'' said Martin L. Anderson, an auto industry consultant.
+Mr. Smith, who became chairman in 1981, is being forced to answer tough questions these days. He says the market share slippage is temporary, due largely to the conversion of G.M.'s model lineup from mostly large, rear-wheel-drive cars to mid-size front-wheel-drive models, such as the Oldsmobile Cutlass Ciera and the Pontiac Grand Am. Now that the process is largely completed, Mr. Smith says, more attention can be devoted to marketing and to recapturing lost sales, in part by offering specialty models, such as the new, high-priced Cadillac Allente sports car.
+The company insists that G.M.'s cost problems are far less serious than they might seem. ''Our costs are in two piles,'' Mr. Smith said. ''One is material, labor and overhead for a car. The other is front-loading: Saturn, new plants, new transfer presses, factory of the future, softwear development. Those are investments, but show up as costs.''
+F. James McDonald, G.M.'s president, argues that the company is in a Catch-22 situation, particularly withhe lysts. ''On the one hand, you have the domestic auto industry being accused of being short-term-profit oriented,'' he said. ''Now, when we are looking down the road and making the expenditures that will pay off on a continuing basis, the same people are saying, 'these guys don't have their costs under control.' ''
+Mr. Smith rejects suggestions that G.M. might have to accept a much lower market share, or that he will shift the company away from car making. G.M.'s acquisitions in the last two years - including Electronic Data Systems and Hughes Aircraft - have been an effort to add technologies that will benefit the overall company by the end of the decade, the chairman claims.
+''It is going to be a different kind of an automobile company, but it will still be an automotive company,'' Mr. Smith said, adding that, with sales approaching $100 billion a year, diversification is not a reasonable strategy. Nevertheless, E.D.S. and Hughes will add ''stability'' to earnings, Mr. Smith acknowledged.
+Still, top G.M. managers concede that the acquisitions and the reorganization might have diverted their attention from the basic car business. Mr. McDonald said the massive investment in new technology and the move tosmaller cars ''probably took our attention away from some of the exciting models you need to give you the image while you are still selling the volume in four-door sedans.''
+Certainly, there are indications of trouble at General Motors:
+* G.M.'s share of the nation's combined car and truck market has dropped steadily in recent years, falling to 40.2 last year from 46.5 percent in 1978, a major decline in an industry where battles are waged for tenths of a point of a share. The biggest threat to G.M.'s decades of market domination is the rising Japanese share - now about 21 percent compared with about 11 percent in 1978.
+* G.M. earnings were down sharply last year, to an estimated $3.5 billion from 1984's record of $4.5 billion, and analysts expect them to be between $3.2 and $3.4 billion this year. The 1985 earnings drop came despite a sales gain of about $10 billion, to an estimated $94 billion. Last year, according to preliminary estimates by Morgan Stanley, Ford's sales remained essentially flat, at $51 billion, with earnings projected to decline about $500 million, to $2.3 billion. Chrysler's sales, too, rose only slightly, and it also is expected to post a decline in earnings, from $2.4 billion to $1.7 billion.
+At G.M., sales of Buicks and Cadillacs, the company's most profitable models, fell 10.2 percent and 6.6 percent, respectively - and that was despite a flurry of cut-rate financing programs. Those incentives proved so costly that they helped push G.M. into a third-quarter operating loss of $20.9 million, the first such loss in several years.
+* Buyers have been cool to the Chevrolet Nova, the much-touted product of G.M.'s joint venture with Japan's Toyota Motor Corporation, which went on sale in June. And many consumers say they are confused by the ''look-alike'' appearance of many of the company's recent car lines, prompting some industry watchers to wonder if G.M. still has its legendary touch when it comes to knowing what the American car buyer wants.
+* G.M. has apparently been unable to cut costs as sharply as its domestic competitors and is now the high-cost car maker in this country. According to one analysis by Donaldson, Lufkin & Jenrette, G.M. has fixed costs of $1,759 per car compared with $1,425 for Ford and $1,155 for Chrysler. At the same time, analysts estimate that G.M. will post the lowest profit per car of the three domestic automakers in 1985.
+These are particularly serious concerns in an auto market that analysts say will be characterized by a ''shoot-out'' for sales during the rest of the decade as new manufacturers enter the American market and the Japanese companies broaden their product lines and build plants here. FOR his part, Mr. Smith argues that the new corporate structure and the heavy investments G.M. has been making to remedy its problems, began to produce results even in last year's fourth quarter. ''Our earnings are going to beat most analysts' forecasts I've seen,'' he said. He declined to provide a specific figure, but most estimates are around $3 a share for the quarter. That is up only slightly from a strike-affected $2.71 in the same period in 1984.
+Some members of the investment community support Mr. Smith's rosy view. ''General Motors is at the turning point on market share,'' said Arthur G. Davis, an auto analyst at Prescott, Ball & Turben. ''People are going to start realizing that a smaller car doesn't mean less car. And G.M. is now ready with the products it needs.'' In particular, he cited the new Oldsmobile Delta 88 and Toronado, and Buick Le Sabre and Riviera.
+But that optimism is far from universal. ''The sales performance in 1985 was particularly disappointing to G.M.,'' said Harvey Heinbach, an analyst with Merrill Lynch. ''They had new products, but nothing good happened to their market share. And if all the new supplies coming in from offshore and new plants here find a home, the market is going to have to grow a lot for all the domestics to avoid losing share.''
+Added Jean-Claude Gruet of Salomon Brothers, speaking of the industry's next expected cycle: ''G.M. has to realize that its next sales peak in the early 90's will not be as high as in 1985.''
+G.M. officials attribute much of the $1 billion decline in earnings to heavy spending for new plants and car lines, as well as to the effects of the financing incentives. G.M. is the only American car company that built new assembly plants in recent years, although the others have done extensive refurbishing. In all, G.M. plans to spend between $8 billion and $9 billion a year in the next few years on new products and facilities in order to make modern and more efficient cars at lower cost. SHORT-TERM performance aside, even G.M.'s top executives agree that there has been an erosion during the last decade in the competitive advantage that G.M.'s high level of vertical integration had once given it. G.M. makes more of each car itself than any of its domestic competitors; it makes about 70 percent of a car in-house compared with about 30 percent for Chrysler. As long as the American market was isolated from the rest of the world, which was the case until the early 1970's when the sharp rise in oil prices made Detroit's gas guzzlers obsolete, G.M. saved the supplier's profit by making its own components and gained economies of scale by amortizing tooling costs over long production runs.
+But the rise of low-cost foreign suppliers has changed the rules. G.M. is locked by its contract with the United Auto Workers Union into the continuing production of components, while Chrysler and, to a lesser extent, Ford can shop anywhere for the best price.
+G.M.'s competitors are enjoying their new-found advantage. ''It's not how big you are, it's how efficient you are,'' said Harold Sperlich, Chrysler's president. ''G.M. may be in trouble if we get tough.''
+G.M. executives admit that integration is not the blessing it once was, but say they are counting on technology to cut manufacturing costs and improve the product. The results will be visible, Mr. Smith says, when a broad line of new models is introduced in 1988. ''Thank God, the technology in tooling and flexible automation came along when it did,'' he said. ''When you see the new GM-10 cars come out, you won't even see a family resemblance between them.''
+Technological limitations are the reasons why today's G.M. cars tend to look so much alike, Mr. Smith says.
+But 1988 models will not help the company in 1986, and G.M. will have to sell what it is currently capable of producing. Optimism is institutional at G.M., and the company has scheduled aggressive production in the first quarter of this year, planning to build 1,225,000 cars, just slightly less than last year. But that is considered a lot for a market that is expected to soften. Furthermore, many analysts say G.M. is going to need a special push to sell them all, which means more sales incentives.
+''Consumers are hooked on incentives,'' said Maryann Keller, an analyst with Vilas Fisher Associates. But, she added, ''the real problem is the rosy forecasts at G.M,'' which has led to overproduction, and then incentives.
+The longer-term threat, as Salomon Brothers' Mr. Gruet points out, will come from Japanese auto companies, which are building plants in this country that will pump over a million additional cars into this market by the end of the decade to compete with wholly domestic offerings. Last year, all imports accounted for 25.7 percent of the market, up from almost 18 percent in 1978. TO try to recapture some of its lost image, G.M.'s five car divisions, which under the restructuring have become solely marketing organizations for large or small cars, are trying a variety of strategies that have received mixed reviews from consumers and analysts. Pontiac was successful with its plastic body Fiero sports car, so the next generation of the Chevrolet Camaro and Pontiac Firebird will have plastic body shells, as will the new front- wheel drive minivan being developed for Chevrolet. Plastic bodies can be restyled at a fraction of the cost of steel, allowing frequent model changes.
+This fall, Cadillac will introduce the Allente, a two-seat sports car with a hefty price tag - industry gossip says the sticker will be over $40,000.
+Mr. McDonald said the reorganized design teams inside the corporation have been at work for the last six months, developing new models for the end of the decade. Given auto industry lead times, that means it will be about three years before their efforts become apparent in new models of cars. Until then, the company will have to live with the products of a system it felt compelled to change.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ROGER+SMITH%27S+TROUBLED+SECOND+ACT&title=New+York+Times&issn=03624331&date=1986-01-12&volume=&issue=&spage=A.1&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 12, 1986","F. James McDonald, G.M.'s president, argues that the company is in a Catch-22 situation, particularly withhe lysts. ''On the one hand, you have the domestic auto industry being accused of being short-term-profit oriented,'' he said. ''Now, when we are looking down the road and making the expenditures that will pay off on a continuing basis, the same people are saying, 'these guys don't have their costs under control.' '' These are particularly serious concerns in an auto market that analysts say will be characterized by a ''shoot-out'' for sales during the rest of the decade as new manufacturers enter the American market and the Japanese companies broaden their product lines and build plants here. FOR his part, Mr. [Roger B. Smith] argues that the new corporate structure and the heavy investments G.M. has been making to remedy its problems, began to produce results even in last year's fourth quarter. ''Our earnings are going to beat most analysts' forecasts I've seen,'' he said. He declined to provide a specific figure, but most estimates are around $3 a share for the quarter. That is up only slightly from a strike-affected $2.71 in the same period in 1984. G.M.'s competitors are enjoying their new-found advantage. ''It's not how big you are, it's how efficient you are,'' said Harold Sperlich, Chrysler's president. ''G.M. may be in trouble if we get tough.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Jan 1986: A.1.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425751718,"United States, New York, N.Y.",English,12-Jan-86,COMPANY AND ORGANIZATION PROFILES; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+MIAMI CULTURES FIND RAPPORT AFTER A GENERATION OF CLASHES,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/miami-cultures-find-rapport-after-generation/docview/425728419/se-2?accountid=14586,"A Spanish-language television station signs off for the night with a ''buenos noches.'' Then the studio technicians, all young people of Hispanic origin, discuss the next day's schedule. In English.
+A Harvard-educated bank executive, newly arrived from Boston, spends his first weeks studying the Spanish language and Hispanic history. The bank president, also a non-Hispanic, goes to a dance studio after work to learn salsa.
+A Georgia-born secretary rattles off a list of employees attending an insurance company picnic. ''Dominguez . . . Guerrier . . . Gutierrez . . . Santiesteban . . .'' she calls out without a hitch, accenting each syllable correctly, before stumbling upon a Polish surname.
+After a long period of cultural rivalry and separation, Hispanic and non-Hispanic whites appear to be finding common ground in Miami rather than bowing to fears of assimilation. Expanding upon these early signs is one challenge facing Xavier Suarez, who last month became the first Mayor of Miami from the Cuban community, which accounts for three-quarters of the Hispanic population here.
+But Some Resentment Lingers",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MIAMI+CULTURES+FIND+RAPPORT+AFTER+A+GENERATION+OF+CLASHES&title=New+York+Times&issn=03624331&date=1985-12-16&volume=&issue=&spage=A.1&au=JON+NORDHEIMER%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 16, 1985","Resentment is commonly expressed by young Anglos who fear growing Hispanic economic strength will pre-empt them from the marketplace in the future. ''It doesn't seem fair,'' said Dylan Taylor, a 20-year-old who works at a restaurant in the Coconut Grove neighborhood. ''They're here, and they've taken over, and we have to accept it. This is our community, but I see Cubans now who are offended if I don't speak their language.'' ''We take things on a personal level and sparks sometimes fly,'' Mr. [J. Antonio Villamil] said, and many Hispanic executives new to American board rooms find it necessary to alter or repress personal mannerisms. ''For instance, we often express ourselves by talking with our hands,'' he said, ''something that doesn't go over too well in a sedate Anglo corporation. I have learned to be more restrained.'' ''We see many cases where grandparents can't speak English and the grandchildren don't speak Spanish,'' he said. ''Parents are now reaching their 60's, an age where they might expect children to look after them, but their own parents are in their 80's and need their care.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Dec 1985: A.1.",11/15/17,"New York, N.Y.",MIAMI (FLA),"JON NORDHEIMER, Special to the New York Times",New York Times Company,,Newspapers,425728419,"United States, New York, N.Y.",English,16-Dec-85,CULTURE; SOCIAL CONDITIONS AND TRENDS; ECONOMIC CONDITIONS AND TRENDS; RACIAL RELATIONS; BLACKS (IN US); SPANISH-SPEAKING GROUPS (US),New York Times,NEWSPAPER,,,,,,,
+SPERRY'S STRATEGIST; A NEW CHIEF PUSHES TO KEEP HIS COMPANY INDEPENDENT,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sperrys-strategist-new-chief-pushes-keep-his/docview/425566040/se-2?accountid=14586,"AS a Navy flier in the 1950's, Joseph J. Kroger's idea of fun was to fly up to Manhattan at night on practice runs from his base in Atlantic City, swoop in low along the Hudson River and make forbidden passes under the George Washington Bridge.
+Now, at age 51, Mr. Kroger gets his kicks driving fast cars, including his Porsche 911 and his BMW 745. He only recently sold his Honda 750 motorcycle ''because I finally came to the conclusion that somebody was going to kill me on it.''
+Then again, Mr. Kroger may no longer need a motorcycle to provide the sort of daredevil risks on which he seems to thrive. As the new president and chief operating officer of the Sperry Corporation, he is involved in about as uncertain an undertaking as corporate America can offer. Sperry, a pioneer manufacturer of mainframe computers in the postwar years, is embroiled in a catch-up effort to find new electronic products that will restore its competitiveness and assure its survival as an independent company.
+In the early 1970's, Sperry had a strong position selling its Univac mainframes to business and government - but it failed to foresee the revolution in small computers. As I.B.M., the Digital Equipment Corporation and dozens of smaller companies introduced innovative products, Sperry fell badly behind.
+As head of the company's computer operations since 1981, Mr. Kroger has been trying to close that gap. The first marketer to head a division previously run by engineers, he has gone outside Sperry for new products for the first time, buying personal computers from the Japanese and office systems from other makers and selling them as Sperry products.
+''He was really instrumental in stopping the N.I.H., for 'not invented here,' syndrome,'' said Michael J. Geran, an analyst with E. F. Hutton. ''And in going outside for small products, that made it faster for Sperry to bring products to market.''
+The strategy has begun to bear fruit. Last week the company announced that its non-defense computer operations posted a 39 percent gain in operating income for the six months ended Sept. 30, compared with the period last year. Analysts say Mr. Kroger's performance in the computer divison earned him the president's post, which had been vacant, and it put him first in line to succeed the company's 62-year-old chairman and chief executive, Gerald G. Probst.
+Although some of the changes Mr. Kroger has wrought undid practices Mr. Probst had supported, or at least maintained, in his own days as head of the computer group, the two men say they are close and share the same philosophy for the company.
+''I think Joe Kroger orchestrated a real cultural change that was necessary to get the company attuned to the marketplace and to bring out products that people want to buy,'' Mr. Probst said. ''We feel very good about what he's achieved.''
+As chairman since 1982, Mr. Probst helped prepare a path for Mr. Kroger's computer marketing efforts. When Mr. Probst took over, Sperry was still an amorphous holding company making a variety of unrelated products from farm machinery to hydraulic equipment and precision navigation gear. The new chief sold off operations and ruled that Sperry's business, henceforth, would be concentrated in computers and electronics. Mr. Kroger overhauled the product line and reworked the marketing plan.
+Now the question is, did the changes come too late? In an industry increasingly dominated by the giant International Business Machines Corporation and beset by competition from Japan, there is concern whether even a company as big as Sperry -which had revenues of $5.7 billion last year - can survive alone indefinitely, or even long enough for Mr. Kroger to get a crack at running his own show as chairman.
+''Every other company but I.B.M. is going to have a tough time,'' said Philip A. Cavalier, an analyst with the Pershing division of the Donaldson, Lufkin & Jenrette Securities Corporation. ''The ability of any one of them to survive on their own is really in question. If they do it, it's going to be a miracle.''
+Mr. Kroger, a lean, square-jawed executive whose deep voice bears the broad accent of his native Chicago, takes a somewhat different tack. He is quick to acknowledge that Sperry needs technology and will continue to look for ''strategic partnerships,'' or even a merger. But he suggests that Sperry could also take the acquiring role and buy a technology company. In any event, Mr. Kroger say he does not think ''there's any question'' that Sperry has an independent future.
+Sperry was engulfed by takeover rumors last spring, and held merger talks with both the ITT Corporation and Burroughs. Those talks fell through - because of concerns about how Sperry would fit with either company, Mr. Kroger says - but analysts say Sperry stills badly needs a corporate partner to help it develop a host of new communications systems to stay abreast of the fast-changing office automation and business computer markets.
+Mr. Probst acknowledges such concerns. ''We don't have a 'for sale' sign up, but we have to keep an open mind to opportunity,'' he said. ''We have an obligation to our shareholders to look around.''
+Meanwhile, Mr. Kroger has a stronger balance sheet from which to operate. The company has reduced debt by more than $1 billion, partly through the sale of Sperry Vickers, the world's largest hydraulic equipment company, and a new common stock offering last year.
+Just days after Mr. Kroger's appointment as president this month, the company also agreed to sell its New Holland agricultural equipment business, which had been badly hurt by the slump in farming, to Ford for $330 million in cash plus the assumption of $110 million in liabilities.
+Analysts say the sale completes the process of shedding unwanted divisions and leaves Sperry with two core businesses: computers and a strong military and avionics operation - it builds navigation systems for Trident submarines, for example - that relies on sophisticated computer applications.
+''Do I think we can be competitive?'' asked Mr. Kroger, during an interview last week at Sperry's building in Manhattan. ''Hell, yes.'' He identifies so closely with his company that he repeatedly talks of it in the first person: ''I'm the second-largest supplier of mainframes to the Federal Government today,'' he said, with evident satisfaction. ''I've got capability like mad.'' INDEED, Sperry's installed customer base of $17 billion - the value of the machines its customers have bought - is the second largest in the industry after I.B.M., and represents a pool of some 18,000 customers who are basically committed to Sperry's mainframe hardware and software.
+But Sperry's competitive position was stronger 15 years ago. In 1970 Sperry garnered more than 90 percent of its customers' total expenditures on data-processing equipment. But when the small computer revolution swept the marketplace in the late 1970's, Sperry had no products to offer. Customers increasingly turned to Wang, Digital Equipment and other competitors, and today Sperry takes in only 60 percent of what its customers' spend on data processing.
+Watching the erosion, Mr. Kroger felt thwarted. ''I was always chafing, always a heretic, always preaching change,'' he recalled. In the late 1970's, when he was head of marketing for the computer group, he went to then chairman J. Paul Lyet and complained that the engineers wielded too much power: ''I said if you're not going to change, this is bad.''
+Mr. Kroger still speaks with disdain of Sperry's failure to enter the minicomputer market in the late 1970's. And although he has spent his entire career at Sperry, having joined the computer division in 1960 when it was known as Sperry Univac, analysts and associates say his biggest contribution since becoming head of the computer operations has been to uproot the complacency that had pervaded the division.
+Now Mr. Kroger's goal is to convince those lost and strayed customers to return to Sperry for all their computing needs. It is a big challenge. Dealing from its traditional strength, the division has successfully introduced a new top-of-the line mainframe, made in-house. And in an attempt to rectify the company's past strategic mistakes, it has also introduced a personal computer made by Mitsubishi, but to Sperry's specifications. In addition, it is selling office systems equipment produced by other makers, including Arete, NCR, and Computer Consoles.
+Because Mr. Kroger does not expect that customers will automatically replace their existing small computers with Sperry machines, the company has made equity investments in start-up ventures. The hope is that these ventures will develop new technologies that would give customers a compelling reason to buy Sperry products.
+But so far, such efforts have not met with much success. Sperry was a heavy investor in Trilogy Ltd., a company that was attempting to build a new, low-cost mainframe using innovative semiconductor technology. When the effort failed last year, Sperry was forced to take a $24 million after-tax write-down. Mr. Kroger insists the investment was worth the loss, because it exposed Sperry engineers to new ideas.
+Sperry has also invested in the Encore Computer Corporation, a Massachusetts company that was founded to produce a new superminicomputer. But the company missed the deadline for delivery of the new product, and last summer Sperry canceled its purchase commitment.
+But Mr. Kroger, a forceful and optimistic salesman, says confidently that such investments will pay off eventually. ''Absolutely, they're going to come in,'' he said. AFTER growing up in the comfortable Chicago suburb of Oak Park - Mr. Kroger's father was a buyer for Sears, Roebuck & Company - the young man went to Loras College, a small Catholic school in Dubuque, Iowa. He transferred to Fordham when his father took a job as head of a small hosiery and underwear manufacturing company in Manhattan, but left to join the Navy. After a two-year hitch, he returned to Loras and finished his degree. His father, noting that Sears used Univac's machines, recommended that computers might be a growing field. The new graduate talked with a Univac recruiter and decided ''maybe this thing is gonna go.''
+His first job was covering a 13-state territory as a salesman to the Federal Government, and he was so successful that he never completed his graduate studies in business at Loyola. He soon moved on to management jobs in Memphis, Minneapolis and Chicago. In 1972 he was named vice president and general manager for the Americas division at Univac's world headquarters in Blue Bell, Pa., not far from Philadelphia. He became president of the Univac division, by then renamed computer systems, in 1981.
+Over the years, he became an irredeemable workaholic, he says, arriving at the office around 7 A.M., and putting in 12-hour days routinely. His wife, Mary Kay, and their two adopted sons, ages 17 and 13, rarely see him for dinner during the week at the family home in Newtown Square, a Philadelphia suburb. However, weekends are ''sacrosanct,'' Mr. Kroger says, and often spent at the family's house on the Jersey shore.
+Mr. Kroger expects his subordinates to share his devotion to the job. Associates say he is demanding but fair - and he does his homework. ''I've often had to call him back after a meeting where he's really peeled me out,'' said James B. Aldrich, the vice president for strategic planning and market development at the computer group, and the key executive under Mr. Kroger in shaping the group's new approach. ''And even though I fought him in the meeting, I had to tell him he was right.''
+Having risen this far, the big question is whether Mr. Kroger will get the chance to run his own show. Mr. Probst has refused to designate him heir apparent. ''Certainly he's a prime candidate, but we don't pre-decide that,'' said Mr. Probst. If Sperry merged with another company, Mr. Kroger could lose his shot at the top spot altogether.
+But with characteristic assertiveness, Mr. Kroger insists the title is immaterial. ''Would I like to have that job?'' he asks, his eyes looking off in the distance. ''I don't think it's necessary for me to have that job. I think Jerry and I have worked long enough together that I don't need any more wherewithal to make Sperry move. I'm an integral part of that right now.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SPERRY%27S+STRATEGIST%3B+A+NEW+CHIEF+PUSHES+TO+KEEP+HIS+COMPANY+INDEPENDENT&title=New+York+Times&issn=03624331&date=1985-10-27&volume=&issue=&spage=A.6&au=Purdum%2C+Todd+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 27, 1985","''Do I think we can be competitive?'' asked Mr. Kroger, during an interview last week at Sperry's building in Manhattan. ''Hell, yes.'' He identifies so closely with his company that he repeatedly talks of it in the first person: ''I'm the second-largest supplier of mainframes to the Federal Government today,'' he said, with evident satisfaction. ''I've got capability like mad.'' INDEED, [Sperry]'s installed customer base of $17 billion - the value of the machines its customers have bought - is the second largest in the industry after I.B.M., and represents a pool of some 18,000 customers who are basically committed to Sperry's mainframe hardware and software. Mr. Kroger, a forceful and optimistic salesman, says confidently that such investments will pay off eventually. ''Absolutely, they're going to come in,'' he said. AFTER growing up in the comfortable Chicago suburb of Oak Park - Mr. Kroger's father was a buyer for Sears, Roebuck & Company - the young man went to Loras College, a small Catholic school in Dubuque, Iowa. He transferred to Fordham when his father took a job as head of a small hosiery and underwear manufacturing company in Manhattan, but left to join the Navy. After a two-year hitch, he returned to Loras and finished his degree. His father, noting that Sears used Univac's machines, recommended that computers might be a growing field. The new graduate talked with a Univac recruiter and decided ''maybe this thing is gonna go.'' With characteristic assertiveness, Mr. Kroger insists the title is immaterial. ''Would I like to have that job?'' he asks, his eyes looking off in the distance. ''I don't think it's necessary for me to have that job. I think Jerry and I have worked long enough together that I don't need any more wherewithal to make Sperry move. I'm an integral part of that right now.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Oct 1985: A.6.",11/15/17,"New York, N.Y.",,"Purdum, Todd S",New York Times Company,,Newspapers,425566040,"United States, New York, N.Y.",English,27-Oct-85,BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+TEXTILES DEFENDS ITS LAST BASTION,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/textiles-defends-last-bastion/docview/425433035/se-2?accountid=14586,"FROM the road, the red brick mill looks like scores of other textile plants scattered across the low rolling hills of South Carolina's Piedmont. But inside the walls of the Alice Manufacturing Company's Elljean mill, one of five fabric factories the small family-owned manufacturer operates here in rural Pickens County, the changes are dramatic.
+In rooms where workers once moved through a fog of cotton dust, powerful vacuum hoses now glide along rails suspended from the low ceiling, keeping the air cleared of lint. The old clackety-clack shuttle looms have been replaced by sleek high-speed weaving machines. And throughout the plant, television screens hooked to a central computer flicker a continuous stream of data measuring the performance and efficiency of each piece of equipment on the floor.
+''There have been more changes in the textile industry during the last five years than in the previous 100,'' says Ellison S. McKissick Jr., who not only presides over Alice, a company his father and grandfather founded in 1923, but also is the president of the American Textile Manufacturers Institute, the industry's national trade organization.
+As Mr. McKissick is quick to acknowledge, these are turbulent times for America's oldest manufacturing industry. Buffeted by a 65 percent increase since 1982 in the volume of imports of apparel, fabric and other textile products, manufacturers are scrambling to reposition themselves, investing billions in new equipment and marketing strategies in an effort to regain a competitive edge.
+The industry's problems go back more than a decade. Over that time, its largest segment - the domestic apparel manufacturers, who fashion the mills' output of print-cloth, denim and other fabrics into dresses, jackets and jeans - has increasingly been overtaken by imports, mostly sewn goods made out of fabric woven and finished in the Far East. Industry figures estimate that, as of last year, imports accounted for 43 percent of the clothing sold in this country.
+But more recently, imports have begun to penetrate the market for even basic textile materials, such as raw yarn and unfinished fabric, and household goods like draperies, sheets and towels - items that until 1983 were virtually free of foreign competition. In 1984, $4.87 billion in yarn, fabrics and dry goods were imported, compared with $3.46 billion the year before. The rise - 41 percent - was the biggest ever. Last year, for the first time in history, the volume of these textiles entering the country from overseas mills exceeded the volume of imported finished apparel.
+The flood of new imports, which has surged on the strength of the dollar, has domestic yarn and cloth manufacturers reeling, and has raised questions about their future. Only a decade ago they employed more than one million people in 36 states, with nearly half of those jobs here in the Carolinas. Today, employment is down to 702,000, its lowest level since records were kept in the 1940's, and last year hard-pressed manufacturers were forced to shut down 60 plants.
+In their scramble for safer ground, the textile manufacturers have mounted an insistent campaign to persuade President Reagan and Congress to tighten controls on imports and protect their sales, which totaled $55 billion last year. But at the same time, manufacturers have embarked on a variety of strategies on their own, ranging from pumping billions into long overdue plant modernization programs to new marketing programs to increase revenues from high-margin fashion products that imports cannot yet reach.
+With investor confidence low, and most textile stocks selling at a sharp discount, some public companies have gone the route of leveraged buyouts. At least six since 1982 have turned private, including Cannon Mills and Dan River Inc. Still others have moved to take advantage of low wages overseas by sending their own fabric to the Caribbean to have it sewn into apparel and then reimported, nearly duty free, under Provision 807 of the United States Tariff Schedule. Import shipments of this sort increased by 24 percent last year.
+''To think that the textile industry will ever return to what it was even a few years ago is out of the question,'' said Jay Meltzer, the textile analyst with Goldman, Sachs & Company. ''They have lost significant market share to imports, and they are spending a lot of their corporate dollars in an effort to just hang in there.'' N OT since the mill owners first moved their factories to the Southeast from New England more than a century ago has the industry undergone such fundamental change. But what is not yet clear is whether the industry's enormous investment in new capital equipment and product strategies will pay off, given the continuing pressure from imports and a domestic market that is growing at 1.4 percent a year.
+The Commerce Department says that manufacturers last year spent a record $1.9 billion on new equipment, ranging from accordion-armed robots that automatically load and unload pallets of yarn and cotton, to high-speed weaving machines that use jets of water or air, instead of shuttles, to weave cloth. That figure is expected to top $2 billion in 1985, as the industry gambles that higher productivity will cut costs enough to compete with foreign producers.
+''When you transfer a liquid asset like cash into iron and steel, you are taking a real gamble, particularly in an industry where the public market puts you at a discount,'' said Mr. Meltzer. On the other hand, he added, companies that fail to spend to improve their productivity and cost structure are only ''hastening their own demise.''
+Many manufacturers, including some companies like Alice, agree. Here in Easley, Mr. McKissick this month completed the installation of 280 new Swiss-made weaving machines that he said cost him three times what it did to build and equip a whole new factory in 1955. ''If you don't automate, you don't survive,'' said Mr. McKissick.
+Some of the larger companies, like Burlington Industries, have been investing 85 percent of their cash flow into new machinery, a tactic that forced them to squeeze inventories to help preserve liquidity. Still, despite investing $1.5 billion over the last seven years in state-of-the-art textile machinery, the company's return on average equity has declined, rather than improved. As a result, Wall Street continues to be cool to the industry. The common stock of companies like M. Lowenstein, Springs Industries and Burlington are all trading well below their book value.
+In addition to automating and modernizing their plants, American manufacturers are also putting a much greater emphasis on specialty products and marketing, in order to seek out the high-margin niches that foreign competitors cannot yet reach. For example, a Burlington Industries mill in Erwin, N.C., five years ago turned out just six varieties of denim, most of them the standard, heavyweight stuff from which bluejeans are made. Now the plant uses its looms to produce and finish 21 separate varieties, ranging from high-fashion stretch denim to various shades of a brushed, velour-like fabric, marketed under such catchy trade names as Hug Bunny, Crossplay, Ice Blue Crinkle and Easy Going Stripe.
+Along with its new line of Laura Ashley and Liz Claiborne designer home linens and a line of fine worsteds, the company is hoping to dramatically increase its share of revenues from high-fashion products, which now make up about 10 percent of sales.
+Other companies have been successful by carving out niches where imports are not a factor. Collins & Aikman has generated a premium return that has kept its stock price healthy by turning to automotive carpeting, furniture upholstery and commercial carpeting that so far have proved import-proof. W HILE a weaker dollar and tighter enforcement of trade quotas have helped a bit with imports this year, there has been no sign of a domestic recovery yet. Imports of textiles and apparel through April were off 4.4 percent from last year's record pace, for example, but domestic shipments over the same period still dropped 8.5 percent. That means the industry is continuing to go through a transition, which, Mr. Meltzer said, will see ''the marginal plants, the weaker plants, go by the boards.''
+That is what happened to the Crompton Company, the nation's oldest weaver, which last fall filed for protection under Chapter 11 of the Federal bankruptcy law. Crompton had been hurt not only by imports of lower-priced goods, but also by a waning consumer appetite for corduroy and velveteen, its two chief products. In an effort to stem losses, the company closed mills in Alabama, Arkansas, Virginia, Georgia and North Carolina. Last fall, at the time it filed for bankruptcy, its work force stood at 110, compared with 4,100 in 1980.
+For the small rural communities of the Southeast, a region that accounts for nearly two-thirds of the nation's textile employment, the industry's recent troubles have had a devastating impact. Often the mill is the only employer in town, and many of those now displaced are people in their 50's and 60's who have been mill workers all their lives, and lack the skills to transfer to other jobs.
+Some jobs, in the production of basic cloth that is finished into material for shirts and blouses, likely have been lost forever to Asian producers, with their less costly labor.
+But modernization itself has eliminated many jobs. Since 1978, when Burlington began its modernization program, it has cut its work force to 53,000 from 66,000. And J. P. Stevens, which has spent more than $480 million on its capital program since 1980 has, over the same period, cut back to 32,700 employees from 41,400.
+''With the market growing at a rate of 2 percent a year, and imports growing at 30 percent, the difference has got to come out of jobs here at home,'' said C. Hunter Gallman, senior vice president for manufacturing at the M. Lowenstein Corporation, which has spent more than $110 million in the last five years on plant modernization.
+In that time, the company has consolidated operations by closing three plants and selling two others. In turn, the company has reduced its payroll to 9,000 workers from 14,000. ''It comes down to a question of survival,''said Mr. Gallman. ''But I think that over all, we have made some real improvements in productivity.''
+According to statistics from the Textile Manufacturers Institute, the industry processed more than 8 pounds of fiber an hour, up from 6.6 pounds in 1973 - an annual increase of more than 4 percent. S TILL, the textile industry was, in general, slow to modernize.
+Even now, barely 30 percent of the more than 200,000 looms in use in domestic mills today are of the more modern, shuttle-less variety.
+It is, in fact, a measure of the industry's complacency that most of the high-speed looms going into plants these days are manufactured in either Europe or Japan, where manufacturers are 10 years ahead of domestic machinery companies in the production of the advanced air-jet weaving machines.
+At his white brick and frame headquarters here, set amid a pecan grove beside State Road 8, Mr. McKissick describes the industry as being ''at war'' with foreign producers, and he likens his own office to a bunker.
+At issue are a variety of claims that domestic goods must compete unfairly with imports. Not only are the imports made under working conditions and wage rates that are illegal in this country, but United States manufacturers also argue that foreign governments work on behalf of their textile industries in developing markets, offering subsidies and enforcing trade restraints that block American imports.
+The solution, Mr. McKissick says, is for Congress to approve, and the President to sign, legislation now pending that, among other things, would roll back imports from the 20 top textile importing nations, broaden restraints to cover additional apparel and set up a new import-licensing system to strengthen enforcement.
+So far, unlike most other manufacturers, Mr. McKissick has been able to keep his own work force of 2,000 stable, by going to four shifts a day, seven days a week. He knows most of his employees by first name, and the trophies that mill teams have won in softball and basketball are prominetly displayed in each of his plants.
+But without some sort of tighter controls on imports, he says, it is going to be harder to keep his plants going at the same pace, or to avoid cutting back his work force. ''If Washington will give us some help, this industry can compete with anyone,'' he said. ''On a level field, we'll tear the pants off imports.''
+SPINNING YARN WITH FEWER WORKERS",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TEXTILES+DEFENDS+ITS+LAST+BASTION&title=New+York+Times&issn=03624331&date=1985-06-23&volume=&issue=&spage=A.4&au=Schmidt%2C+William+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 23, 1985","''To think that the textile industry will ever return to what it was even a few years ago is out of the question,'' said Jay Meltzer, the textile analyst with Goldman, Sachs & Company. ''They have lost significant market share to imports, and they are spending a lot of their corporate dollars in an effort to just hang in there.'' N OT since the mill owners first moved their factories to the Southeast from New England more than a century ago has the industry undergone such fundamental change. But what is not yet clear is whether the industry's enormous investment in new capital equipment and product strategies will pay off, given the continuing pressure from imports and a domestic market that is growing at 1.4 percent a year. In that time, the company has consolidated operations by closing three plants and selling two others. In turn, the company has reduced its payroll to 9,000 workers from 14,000. ''It comes down to a question of survival,''said Mr. [C. Hunter Gallman]. ''But I think that over all, we have made some real improvements in productivity.'' Without some sort of tighter controls on imports, he says, it is going to be harder to keep his plants going at the same pace, or to avoid cutting back his work force. ''If Washington will give us some help, this industry can compete with anyone,'' he said. ''On a level field, we'll tear the pants off imports.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1985: A.4.",11/14/17,"New York, N.Y.",,"Schmidt, William E",New York Times Company,,Newspapers,425433035,"United States, New York, N.Y.",English,23-Jun-85,TEXTILES; FACTORIES AND INDUSTRIAL PLANTS; INTERNATIONAL TRADE AND WORLD MARKET; PRICES,New York Times,NEWSPAPER,,,,,,,
+TEXT OF BUDGET MESSAGE PRESIDENT REAGAN IS SENDING TO CONGRESS TODAY:   [Text ],"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/text-budget-message-president-reagan-is-sending/docview/425338447/se-2?accountid=14586,"Following is the Budget Message that President Reagan is to send to Congress on Monday:
+To the Congress of the United States:
+In the past two years we have experienced one of the strongest economic recoveries of the postwar period. The prospect of a substantially brighter future for America lies before us. As 1985 begins the economy is growing robustly and shows considerable upward momentum. Favorable financial conditions presage a continuation of the expansion. Production, productivity and employment gains have been impressive, and inflation remains well under control. I am proud of the state of our economy. Let me highlight a few points:
+- The economy expanded at a 6.8 percent rate in 1984 and at a 6 percent annual rate over the two years since the recession trough at the end of 1982 - faster than any other upturn since 1951.
+- Confidence in the economy has prompted business firms to expand their capital facilities. Real investment in new plant and equipment has grown 15.4 percent annually since the end of 1982 - faster than in any other postwar recovery.
+- The ratio of real investment to real G.N.P. has reached its highest level in the postwar period.
+- Industrial production is 23 percent above its level at the recession trough in November 1982 - a greater advance than in any other recovery since 1958.
+- Corporate profits have risen nearly 90 percent since the recession trough in 1982 - the fastest eight- quarter increase in 37 years.
+- Civilian employment has grown 7.2 million over the past 25 months and the number of unemployed has fallen by 3.7 million. In the last four months alone, more than 1.1 million Americans have found jobs.
+- Inflation remains well under control. The December 1984 C.P.I. was 4 percent higher than a year earlier, about a third of the rate of inflation this Administration inherited. The G.N.P. deflator, the broadest measure of inflation, increased only 3.5 percent last year and at only a 2.4 percent annual rate in the fourth quarter.
+- The prime rate of interest is now only half of what it was when I took office.
+Contrast our current cirumstances with the situation we faced just four years ago. Inflation was raging at double-digit rates. Oil prices had soared. The prime rate of interest was over 20 percent. The economy was stagnating. Unemployment had risen sharply and was to rise further. America's standing in world opinion was at low ebb.
+All that, mercifully, is behind us now. The tremendous turnaround in our fortunes did not just happen. In February 1981, I presented the four fundamentals of my economic program. They were:
+- Reducing the growth of overall Federal spending by eliminating activities that are beyond the proper sphere of Federal Government responsibilities and by restraining the growth of spending for other activities.
+- Limiting tax burdens to the minimum levels necessary to finance only essential Government services, thereby strengthening incentives for saving, investment, work, productivity and economic growth.
+- Reducing the Federal regulatory burden where the Federal Government intrudes unnecessarily into our private lives, the efficient conduct of private business or the operations of state and local governments.
+- Supporting a sound and steady monetary policy, to encourage economic growth and bring inflation under control
+Four Years Of Accomplishment",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TEXT+OF+BUDGET+MESSAGE+PRESIDENT+REAGAN+IS+SENDING+TO+CONGRESS+TODAY%3A+%5BTEXT%5D&title=New+York+Times&issn=03624331&date=1985-02-04&volume=&issue=&spage=A.10&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 4, 1985","The budget proposals provide for substantial cost savings in the Medicare program, in Federal payroll costs, in agricultural and other subsidies to business and upper-income groups, in numerous programs providing grants to state and local governments, and in credit programs. A freeze is proposed in the level of some entitlement program benefits other than Social Security, means-tested programs and programs for the disabled, that have hitherto received automatic ''cost-of- living adjustments'' every year. The budget proposes further reductions in defense spending below previously reduced midyear levels. At some point, however, the question must be raised: ''Where is the political logrolling going to stop?'' At some point, the collective demands upon the public Treasury of all the special interests combined exceed the public's ability and willingness to pay. The single most difficult word for a politician to utter is a simple, flat ''No.'' The patience of the American people has been stretched as far as it will go. They want action; they have demanded it.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Feb 1985: A.10.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425338447,"United States, New York, N.Y.",English,4-Feb-85,,New York Times,Text,,,,,,,
+POLAROID GROPES FOR ANOTHER WINNER,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/polaroid-gropes-another-winner/docview/425337227/se-2?accountid=14586,"CAMBRIDGE, Mass.
+THE Polaroid Corporation, the company made
+famous by Edwin Land and his magic camera,
+is the elder statesman of the high tech world here. Its success came early and fast as Polaroid built cameras that were dazzling in their simplicity: Film went in one end and pictures instantly popped out the other end. But the easy days are over at Polaroid. America's love affair with the company's cameras has soured and Polaroid must now scramble for position, not unlike the upstart companies just outside its doors.
+Polaroid's core problem is its core product. Sales of its instant cameras and film peaked in 1978 and have been on a downward slide that is not expected to reverse. At the same time, Polaroid has invested heavily in new electronic technologies - the wave of the future in photography - but the fruits of this effort are still years away, if at all. All this has battered earnings. Polaroid's 1984 third-quarter profits were among its worst ever, its year-end results are expected to be equally dismal and there seems no prospect for a major upturn in sight.
+''They are going to be in for a long, tough haul,'' said Elliott D. Novak, an independent photo/electronic consultant in Concord, Mass. ''Polaroid is basically a one-product company and that leaves them in a difficult situation.'' Added Herbert Keppler, publisher of Modern Photography magazine: ''There's no longer the wonderful old magic of Polaroid.''
+For a company that prided itself on being at the cutting edge of technology, Polaroid is being overtaken in the marketplace. Consumers are turning instead to 35-millimeter Japanese cameras that have become easier to use and offer better print quality. New storefront photo labs with one-hour service have eaten into the speed that was once Polaroid's unique advantage. And Polaroid cameras are often more expensive to operate than their 35-millimeter rivals, which, ironically, incorporate many technologies first pioneered by Polaroid. Last year, Polaroid is estimated to have sold some 3.5 million instant cameras, fewer than it had for nearly a decade and far below the record 9.4 million in 1978.
+To fight back, Polaroid has begun to diversify into new businesses and new technologies, a far different course than the narrow commitment to amateur photography that had been charted by Mr. Land. Yet in doing so, it is setting a sharply different - and far riskier - future for the company.
+Polaroid had been in the enviable position of facing no direct foe for most of its history. Even arch-rival Eastman Kodak did not get into instant photos until the mid-1970's, and then only in a small way.
+Now, Polaroid will be going head-to-head with the technological wizards of Japan - Canon, Sony, Toshiba - as it begins to mesh electronics with instant photography. Already, some of the businesses it has entered - it recently started producing videotapes and floppy disks - are characterized by cutthroat competition and razor-thin margins. And, as Polaroid enters the emerging world of electronic photography, it moves onto unknown turf for all of the players, where the final outcome is uncertain and the competition will be rougher than anything Polaroid has known before.
+''We've got to learn a lot of new things and look at businesses that Polaroid has never been in,'' said William J. McCune Jr., 69, an M.I.T. graduate, who began working with Mr. Land in 1939 and replaced him as Polaroid's chief executive in 1980. ''There will be a long period of learning and maturing before many of these things take off.''
+''You could say that the early history of Polaroid was unique,'' added Mr. McCune, a trim man in a navy Brooks Brothers blazer and a red bow tie. ''I don't know of any new business today that isn't open to competition. Yet, we had a long period without direct competition. Now our competitors are companies like Toshiba and Sony. We are moving closer to what they are doing and they are moving closer to us.''
+The future is so uncertain that it is difficult to even venture a guess as to how Polaroid will fare. ''These are uncharted waters for all,'' said Eugene G. Glazer, an analyst with Dean Witter. ''There's so much risk because we really don't know the final look of these new products and because the competition will be overwhelming compared to Polaroid's traditional markets.'' Added Richard Schwarz an analyst with E.F. Hutton: ''Polaroid's got a realistic view of the world and they are positioning themselves accordingly. But there's not a lot of hard facts or numbers.''
+CAMERAS have historically been
+a device to sell film, a business
+fact of life at both Polaroid and rival Kodak. But Japanese manufacturers have severely encroached on domestic camera and film sales in recent years, causing a slump in the American photography industry. And as electronic photography appears on the horizon, photo companies both here and abroad are pumping millions into basic research on ways to store images electronically rather than on traditional silver halide film.
+This broader shift is one Polaroid feels it cannot ignore, and, to that end, has spent $30 million to build a new microelectronics laboratory next to Mr. Land's original laboratory, which was also once occupied by Alexander Graham Bell.
+''Electronic imaging is coming at us at an accelerating pace,'' said Mr. McCune, while seated in his spacious office, decorated with colorful lithographs by the artists Joan Miro and Roy Lichtenstein. ''We've got to do something or we will be left behind. If we want to stay in this business, we have no choice.'' The company budgets about 8 percent of sales each year, or about $130 million, for research into all types of photo technology - new and old.
+Yet Polaroid has been slow to move from being a one-product company and many lay the blame for its current problems squarely on the legendary Mr. Land, who finally severed his ties with Polaroid in 1982 when he retired as chairman of the board.
+Under Mr. Land, non-photo business was not even considered and non-amateur business was frowned on. ''Polaroid was not diversifying in the late 1960's and 1970's when it should have been,'' said Brenda Lee Landry, an analyst with Morgan Stanley & Company. And, in his later years, Mr. Land steered the company into such ill-fated ventures as the Polavision instant home movie camera, which reportedly rolled up nearly $300 million in losses before it was later dropped.
+Mr. McCune has broken that exclusive dependence on amateur photography and has taken Polaroid into new directions. Under him, Polaroid has moved more heavily into commercial and industrial uses of its traditional instant photo process - such as instant images for medical diagnoses and security identification cards. For instance, some 30 states use Polaroid photos on their drivers licenses and Polaroid instant photos are used in conjunction with ultrasound medical diagnostic devices.
+These commercial and industrial applications have carried Polaroid in recent times. Five years ago, these applications represented about 25 percent of Polaroid's business. Today, this segment accounts for about 40 percent of Polaroid's $1.2 billion in annual revenues and, analysts say, provides a far greater share of Polaroid's profits, which came to $49.7 million in 1983 and are expected to be even lower for 1984.
+In another split from the past, Polaroid has begun to purchase equity stakes in high-technology companies and has entered into joint ventures in order to acquire related technologies and sell new products. Polaroid has spent more than $20 million since 1982 to buy into six different companies - a process Mr. McCune likens to being a venture capitalist. These include investments in companies involved in fiber optics, electronic video color film recorders and color ink printers for computer graphics. But, like traditional venture capital, Mr. McCune admits that any investment payback may not be seen for years to come.
+Most recently, Polaroid put $10 million in a joint venture with a subsidiary of Hoechst A.G., the German pharmaceutical giant, to develop rapid access medical diagnostic devices. And, with others or on its own, Polaroid has begun to produce a grab bag of diversified products, including videotapes, floppy disks and products that combine computer graphics and instant photography such as Polaroid's Palette system, which makes instant slides from computer graphics, or Polaroid's Autoprocess, which makes instant 35-millimeter slides from special Polaroid film.
+FOR all these efforts, however,
+nothing has paid off to date. Diversification into new product areas, like the Palette, Autoprocess, videotapes and floppy disks, has only consumed cash at Polaroid, not produced it - a particularly vexing problem considering the decline of the amateur camera business. It is unclear when these new products are going to begin making money, and even Mr. McCune admits that it will be two to three years before these endeavors make profits.
+''Polaroid has made a number of forays and they appear to have borne some modest fruit,'' said Brian R. Fernandez, an analyst with Nomura Securities. ''But it is difficult to see how these will completely alter the direction of the corporation and this leaves analysts waiting for the other shoe to drop.
+''Polaroid has too many smart people and too much good technology to just be a bystander and slowly sink under the waves,'' added Mr. Fernandez. ''They've got an awful lot there and we're just waiting. But the longer we wait, the less confident we get.''
+For the near term, no good news is expected from Polaroid's amateur photography business, which continues to be battered not only by consumer indifference, but also by the problems of the strong dollar. Foreign sales account for more than 40 percent of Polaroid's business, while the cameras, for the most part, are manufactured in the United States. This puts Polaroid in the unenviable position of manufacturing domestically, where the costs are high, and selling overseas, where the revenues are low. With the strong dollar pushing down the value of foreign currencies, Polaroid's overseas profit margins have been particularly squeezed - in 1983, the company estimated it lost $155 million in sales income in Europe alone when compared with what that income would have been if European currencies had retained their 1979 dollar value.
+''One of their big horrible problems is the strong dollar,'' said Miss Landry of Morgan Stanley. And, with the dollar so expensive, Polaroid is unable to raise prices overseas to increase margins, since it would quickly price its products out of the international marketplace.
+To boost sales domestically, Polaroid has run promotional tie-ins with different airlines for the last three years which permit buyers of Polaroid cameras to get discounts on air travel. The current promotion with Trans World Airlines, which began last November and ended last Thursday, may prove to be the most successful yet. Purchasers of any Polaroid camera or a certain amount of film are eligible for 25 percent discounts on TWA flights, even those that have already been discounted. For instance, the purchaser of a Polaroid 600-series camera for about $20 can save several hundreds of dollars on discounted international flights or fly coast-to-coast for less than $90.
+Travel agents snapped up the cameras by the thousands, and Polaroid says that its telephone hotline has received about 17,000 queries a week about the program. While some critics say that many of these cameras will only go as far as the wastebasket, Polaroid thinks otherwise - with so many cameras in the market, film sales can't be far behind. ''Historically, we've found that these cameras are not thrown away, but they are used,'' said I.M. Booth, Polaroid's president. ''They get used and the film consumption that follows is good.'' Polaroid said that it is too early to determine the number of cameras sold through the promotion or the potential impact on profits.
+Many analysts say that the core instant photo business - both consumer and industrial - will have to carry the company until diversification begins to pay off or electronic photography becomes a reality. Polaroid is frantically trying to keep its cost low by keeping a lid on salaries and bonuses, watching its overhead expenses and doing only limited hiring - a program that is expected to save the company about $20 million a year.
+Cost cutting aside, many analysts say it is imperative for Polaroid to come up with innovations to rejuvenate its amateur camera line - especially in the area of photo quality - to better compete with its 35 millimeter rivals. And Polaroid hints it is doing just that, but declines to cite specifics.
+''I have absolute confidence that we can stem the decline in our consumer business and increase its profitability,'' said Mr. McCune. ''I think we have some clear concepts of why the market has changed the way it has and what we can do about it. Our objective is to design a system with greater appeal and value to the customer. But, for the moment we don't want to talk about what that means.
+''We definitely can and must improve our business year by year,'' Mr. McCune added. ''We surely haven't done that last year. But we learned some lessons and we'll try to turn that around.''
+TOUGH CHIEFWITH A PASSION FOR ENGINEERING
+At age 69, William J. McCune, Jr., shows no signs of retiring. He did not become chief executive of Polaroid Corporation until he was 65, replacing Edwin H. Land, who was then 72. Since Mr. Land founded the company and remained chairman until he was 74, he set a tradition of older executives.
+Mr. McCune worked at Mr. Land's side for 46 years and, while the more private of the two, is as intertwined in the history of Polaroid as its famous founder. Around Polaroid, Mr. McCune is known as much for his Yankee simplicity as for his toughness - both as an adminstrator and in his personal life.
+In 1976, Mr. McCune foiled a kidnapping attempt when an armed man in a stocking mask, and an accomplice, tried to force him into a van in the parking lot of Polaroid's Waltham plant. It was an era when businessmen were being seized by radicals, but Mr. McCune got away. He fought his attackers, grabbed their shotgun and chased them off.
+Polaroid employees spot Mr. McCune on his custom-made bicycle weaving through traffic the 30 miles between his house and his office - often decked out in a racing uniform and helmet. In his spare time, Mr. McCune, who is married and has three grown children, makes gold and silver jewelry and plays oboe in a local chamber music group. He also skis in Switzerland and cycles in Australia.
+But engineering is his passion. Whether it is the Porsches he collects and tinkers with, or Polaroid. After joining Polaroid in 1939, he worked with Mr. Land in developing the original Polaroid Land camera. ''McCune's a much more shy and reticent guy than Land,'' said Sam Yanes, Polaroid's public relations director. ''He prefers to delegate tasks and lead the team. He doesn't secret himself off and control projects the way that Land did.''
+Mr. McCune is credited with building a plant to make negatives, the key to any film product, and is still remembered for bringing the project in under budget. Before this, Polaroid purchased negatives from Kodak; the plant, built in the mid 1970's, freed Polaroid from its supplier - and arch rival.
+He also took Polaroid's high-priced SX-70 camera and engineered a low-cost copy, the Pronto. To do so, he converted a hand-assembled product into one made through automation. Pronto was Polaroid's first low-cost camera, coming to market in 1976, just as Kodak introduced its low-cost instant camera. Without Pronto, Polaroid would have been ill-equipped to fend off Kodak's attack.
+As chief executive, Mr. McCune has reorganized the company into separate business units. This has allowed Polaroid to stress technical and industrial applications of its instant photo process, a mushrooming business that analysts say has carried the company through the slump in sales of photo equipment to amateurs.
+AT A GLANCE
+POLAROID
+All dollar amounts in thousands, except per share data
+Three months ended
+Sept 30........................1984........1983
+Revenues...................$307,800....$307,200
+Net income....................1,700......16,900
+Earnings per share............$0.06.......$0.55
+Year ended
+Dec. 31........................1983........1982
+Revenues.................$1,254,500..$1,293,900
+Net income...................49,700......23,500
+Earnings per share............$1.61.......$0.73
+Total assets Sept 30, 1984...........$1,331,900
+Current assets........................1,035,200
+Current liabilities.....................293,600
+Long term debt..........................124,500
+Book value per share, Sept 30,1984.......$28.05
+Stock price, Feb 1, 1985
+N.Y.S.E. consolidated close.................26 3/4
+Stock price, 52 week range...............32-24 1/4
+Employees, Dec. 31, 1983.................13,871
+Headquarters...................Cambridge, Mass.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=POLAROID+GROPES+FOR+ANOTHER+WINNER&title=New+York+Times&issn=03624331&date=1985-02-03&volume=&issue=&spage=A.1&au=Wayne%2C+Leslie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 3, 1985","''They are going to be in for a long, tough haul,'' said Elliott D. Novak, an independent photo/electronic consultant in Concord, Mass. ''Polaroid is basically a one-product company and that leaves them in a difficult situation.'' Added Herbert Keppler, publisher of Modern Photography magazine: ''There's no longer the wonderful old magic of Polaroid.'' The future is so uncertain that it is difficult to even venture a guess as to how Polaroid will fare. ''These are uncharted waters for all,'' said Eugene G. Glazer, an analyst with Dean Witter. ''There's so much risk because we really don't know the final look of these new products and because the competition will be overwhelming compared to Polaroid's traditional markets.'' Added Richard Schwarz an analyst with E.F. Hutton: ''Polaroid's got a realistic view of the world and they are positioning themselves accordingly. But there's not a lot of hard facts or numbers.'' Travel agents snapped up the cameras by the thousands, and Polaroid says that its telephone hotline has received about 17,000 queries a week about the program. While some critics say that many of these cameras will only go as far as the wastebasket, Polaroid thinks otherwise - with so many cameras in the market, film sales can't be far behind. ''Historically, we've found that these cameras are not thrown away, but they are used,'' said I.M. Booth, Polaroid's president. ''They get used and the film consumption that follows is good.'' Polaroid said that it is too early to determine the number of cameras sold through the promotion or the potential impact on profits.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Feb 1985: A.1.",11/15/17,"New York, N.Y.",,"Wayne, Leslie",New York Times Company,,Newspapers,425337227,"United States, New York, N.Y.",English,3-Feb-85,,New York Times,NEWSPAPER,,,,,,,
+NEW YORK'S HARVEST DRAWS A STREAM OF MIGRANT LABOR,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-yorks-harvest-draws-stream-migrant-labor/docview/425262125/se-2?accountid=14586,"For the last 7 of her 28 years, Geraldine Alexander has been a migrant farm worker. During the winter and spring, she has picked oranges in the South. In the fall, she comes north to New York to pick apples for $125 to $150 a week.
+Mrs. Alexander is on the migrant stream, like thousands of other farm workers who journey from the South in creaking school buses and battered trucks to work the orchards and the potato fields of upstate New York.
+They call it ''working the stream.'' New York is the northern tip of the stream, a flow of humanity that pours out of Florida and Georgia in late spring to follow the crops of fruit and vegetables as they ripen through the summer and into the fall, as late as mid- November.
+Principal Source of Farm Labor
+The number of migrant workers coming to New York seems to have fallen over the last decade, but no one knows precisely how many there are. Some experts in private social agencies that work with migrant workers put their number at upward of 17,000. Some farmers, citing their own experience with a diminishing flow of workers, say no more than 7,000 come to the state each year.
+Whatever the number, migrant workers from the South have been traveling to New York since the end of World War II, when they became the principal source of farm labor for the state's farmers and growers.
+One of three streams in the United States, the one emptying into New York is known as the Eastern stream. There is also a Middle Western stream, beginning in Texas, and a Western stream, which starts at the Mexican border in California, Arizona and New Mexico.
+''I started working little trees. They call it walking buds. The more you take out, the more you see. Oranges you can shake, just drop them. Apples, you gotta put your hand in the bag. We picked pears. We had to make sure you got the stems.
+''I was 21 when I first went to Cornelius, Ga. They pick apples in Cornelius. They do it differently there, everybody picks the same tree. But fresh fruit, you have to treat them differently.''
+''Ninety-nine percent of those coming up are minorities,'' said Stuart J. Mitchell, the executive director of Rural New York Farmworkers Opportuni ties Inc., a private, nonprofit agency that provides job training and housing assistance for migrant workers who wish to leave the stream and settle in the state.
+''They're coming principally from the South - Southern blacks, Puerto Ricans, Chicanos. And now we're starting to see more Jamaicans and Haitians.''
+Depending on the crop, migrant workers have to put in 10-hour days and six-day weeks. For that, they average perhaps $200 a week.
+Minimum-wage legislation in New York and new State Labor Department regulations have earned New York a reputation for better working conditions than in many other states. The workers are still paid a piecework rate, but the minimum wage of $3.35 an hour is designed to set a minimum income for them. 'Money Grows on Trees'
+For many migrants, working the stream is something that their parents did, that their brothers and sisters do, and that perhaps their children will do.
+''I've been picking apples for 13 or 14 years,'' said 38-year-old Perry Conner, a 6-foot-7-inch giant of a man who was picking red Delicious apples with his wife, Annette, on the Freer Fruit Farms in Huron, in Wayne County. ''Back in '69, my brother went to Florida to pick. He said money grows on trees.''
+The Conners came up from South Carolina, where they make their home. Unlike most migrants, they drove here on their own, not as part of a team assembled by a migrant crew leader. But even though they are not formally part of a crew, they still live in one of the 170 migrant camps scattered through the orchards of Wayne County, in western New York.
+''The camp's not for children,'' Mrs. Conner said, explaining why she left her two children with her parents.
+As the Conners paused from their picking, groups of other workers moved down rows of trees, filling large wooden crates with apples. While some workers scrambled up aluminum ladders, broad at the bottom and narrow at the top, others almost vacuumed the fruit from lower branches, pulling four apples with a single hand and thrusting them into bags hung from their shoulders even as the other hand reached through the leaves for more.
+''I can't stand no other jobs,'' Mrs. Conner said. ''I can't stand people telling me what to do.'' Learning to Work Hard
+''That's how I learned to cook, my grandmother taught me. There was eight kids, with me, living with my grandparents. Three of them were cousins.
+''I can't ever remember when I played when I was a kid. There was so much work to do. We picked blackberries and made our own jelly. We grew peanuts. We used peanuts for hogs, to get them fat for slaughter. The peas, grandma cooked most of them. And she froze them so when the season is over, we have some. We weren't allowed to have friends because we had to do all the chores.''
+Mrs. Alexander, her husband, David, and their children, Doris, 5, and Daniel, 11, go home each night to the Van Dusen Camp, where they live with about 15 other migrant workers. Except for one other couple, the workers are all single men.
+Her children, like all migrant children, attend the local school. But Unlike some places, like Wyoming County to the southwest, which put migrant children in classes apart from local children, the Alexanders and other migrant children here are in the same classrooms as Wayne County children. Outhouses and 2 Showers
+Two rows of slant-roofed wooden shanties house the men; each man has a room measuring 9 feet by 9 feet. The Alexander family squeezes into a low-ceilinged, two-room frame building with an outhouse in the back. Two other outhouses further back are for the rest of the camp. There are two common showers.
+Inside a long brick building nearby is a dining area with four picnic tables and a juke box. In an adjacent room Dorothy Chisholm - ''they call me 'Mama Doc' '' - stood stirring a pot of beef stew. She is the camp's cook, and she traveled up with the crew from Florida.
+''I really try to cook for them,'' said Mrs. Chisholm, who is 54. ''They don't want no apple pie. They're picking them. When they're picking peaches, they don't want peach cobbler.''
+At a camp in the foothills of the Allegheny Mountains, outside the town of Warsaw, the crew boss, Willie Joe Howard, his beard more gray than black, leaned on his cane and summarized his philosophy as a crew boss.
+''If they like you, they'll work,'' the 64-year-old Mr. Howard said. ''If they don't, they won't.'' Hard and Dirty Work
+Mr. Howard, a crew boss for 28 years, had brought 50 migrants up to work the rocky potato fields in Wyoming County that belong to William Meyer, for whom he has contracted to work for years. But of the 50, ''there's only 30 of them left,'' he said. The others had drifted off.
+The work is hard and dirty. For 12 to 14 hours a day, workers stoop or crawl across muddy fields, using their hands to wrest potatoes from the dark earth that has been turned by a kind of plow.
+At the Fisher Farm in Bliss, south of Warsaw, another crew leader, Johnnie Lee Simmons, was watching 30 of his workers move slowly across a field. After a worker filled his plastic bushel basket with potatoes, he lugged it to one of the huge open-bin trucks following the crew, where another worker flipped the potatoes into the bin and then flicked a paper chit into the basket.
+Workers are paid 15 cents for each chit. In a good week, they can fill 1,000 plastic bushel baskets with potatoes and make $150.
+''We harvest potatoes in Florida,'' Mr. Simmons said of his crew. ''We harvest potatoes in Virginia. We harvest potatoes here.
+''Many of these guys couldn't hold a regular job. With potatoes, there's not much damage the workers can do to them.'' 'We Can Save a Bit'
+''Here, we don't pay rent. We can save a bit. But we still have to send payments back for the rent and furniture bill in Ocala. You count on the last two weeks picking Romes. They don't bruise so easily. You can make fast money. Me and David, we save a bit.''
+In a recent week, Mr. Alexander earned $251.16 for moving bins of apples around with a tractor fitted with a lift mechanism; he could have made more had he picked apples. Mrs. Alexander earned about $150, mostly because she worked fewer hours so she could take care of the children.
+The Alexanders' earnings reflect a new state law requiring that farm workers, for the first time, be paid the prevailing minimum wage in New York.
+And beginning next year, the state Labor Department will begin enforcing three regulations intended to strengthen protections for migrants. According to the Labor Commissioner, Lillian Roberts, who pushed for the regulations with social service groups, the rules will require contracts between migrant workers and employers setting forth the terms of the job and provisions for overtime and piece work. Farmers Dislike Regulations
+The regulations will also prohibit employers from deducting the cost of housing from the workers' pay. And unless a worker earns more than $201 over a two-week period, the cost of meals cannot be deducted, either. Even then, the employer can deduct no more than $1.35 per meal.
+Farmers and growers complain bitterly about government regulations. They say they are being pressed by rising costs and a much slower increase in the prices that they can charge for their produce. Many believe that migrant workers do not need Government protection, that the system has worked well and that overregulation will inevitably mean higher food costs.
+At Senco Farms, a 2,750-acre corporate orchard in Wayne County owned by Seneca Foods, the manager, Clifford J. DeMay, said the cost of hiring migrant workers goes up every year and the added cost must be reflected in higher costs to consumers.
+''I heat them, I provide shelter, electricity,'' he said. ''Just that has doubled in the last five years. Social Security has skyrocketed. The only way to keep prices down is to get Government out of our lives.''
+''These people have no care in the world,'' Mr. DeMay said. ''They work all day long and they'll blow it all Saturday night. They don't know the value of the dollar. Let's not put our values on these people. We have a car, a house, we have this or that. We shouldn't say, 'You shouldn't be an apple picker.' ''
+Walter C. Mehlenbacher, one of the largest potato farmers in the state, runs a farm in Castile, in Wayne County, and believes that regulation will force farmers toward greater automation, thus reducing the need for migrant workers. Opportunities May Diminish
+''Everytime there's a new set of regulations, there's less opportunities for migrants,'' he said.
+And farmers must continue to face the trials that have always been part of farming.
+Wearing a sweat-stained porkpie hat, William Meyer stood before a 14- foot-tall pile of potatoes that were ruined by frost. ''It's a sad year,'' he said. ''We lost 15,000 hundredweight with the frost. That's about $30,000.''
+As the final acres of potatoes and apples are picked these days, crew leaders are making plans to return South, mainly to Florida, where they will begin working in the citrus groves. And when the orange and grapefruit season ends next spring, the migrant stream will begin to flow again.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+YORK%27S+HARVEST+DRAWS+A+STREAM+OF+MIGRANT+LABOR&title=New+York+Times&issn=03624331&date=1984-11-06&volume=&issue=&spage=B.1&au=Gargan%2C+Edward+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 6, 1984","''I really try to cook for them,'' said Mrs. [Dorothy Chisholm], who is 54. ''They don't want no apple pie. They're picking them. When they're picking peaches, they don't want peach cobbler.'' ''If they like you, they'll work,'' the 64-year-old Mr. [Willie Joe Howard] said. ''If they don't, they won't.'' Hard and Dirty Work ''These people have no care in the world,'' Mr. [Clifford J. DeMay] said. ''They work all day long and they'll blow it all Saturday night. They don't know the value of the dollar. Let's not put our values on these people. We have a car, a house, we have this or that. We shouldn't say, 'You shouldn't be an apple picker.' ''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Nov 1984: B.1.",11/14/17,"New York, N.Y.",,"Gargan, Edward A",New York Times Company,,Newspapers,425262125,"United States, New York, N.Y.",English,6-Nov-84,,New York Times,NEWSPAPER,,,,,,,
+"IDEAS & TRENDS; AMERICA GROWS OLDER, BUT WILL IT GROW WISER?","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ideas-trends-america-grows-older-will-grow-wiser/docview/425215674/se-2?accountid=14586,"WHETHER
+or not we're getting better, we're certainly getting older. Consider, for example, an index of aging currently in favor at the United States Census Bureau - the number of people 65 and over for every 100 people under 15. It stood at 15 in 1920, 30 in 1950 and 47 in 1978. Assuming a fertility level of 2.1 children per woman, and the continued development of life-stretching improvements in medical care, the figure will be more than 60 by the year 2010. Such is the nature of this demographic shift, in fact, that even the old are getting older. In 1940, 30 percent of the people over 65 were also over 75. This percentage had risen to nearly 40 by 1980, and should approach 45 by the year 2000. The graying of America has already stirred up a host of economic, ethical, political, scientific - even esthetic - challenges. Many of them were discussed last week by a group of experts at a symposium entitled Aging in the 21st Century sponsored by Montefiore Medical Center in New York. Excerpts follow.
+There are two general theories about aging. One is that it is a normal, developmental program. The egg is fertilized, becomes an embryo, is born, grows older, develops and dies. Much of molecular biology right now is an attempt to study how this normal program unfolds. Clearly, it's a mystery. So the question is, is aging a genetically programmed phenomenon? And if it is, is there in fact what I'll euphemistically call a death gene? That's one theory. The other has to do with the generation of damage in cells. This can be caused by what are called free radicals, which are normally generated during metabolism, or by various types of mutations in DNA or simply because in the process of synthesizing proteins there are occasional mistakes. This is what might be called the damage theory. It leads to the question of whether each cell becomes defective for the same reason.
+There are two problems in studying aging that relate to this. The first is that (the process by which cells become damaged) takes a long time, so studies of aging take a long time. You have to do experiments over one, two, three years, and for most scientists this is a long time to accumulate information. The second problem is to know whether each cell is participating in the process, or only a few cells are. Are different defects occurring in the cells? Is it a random process such that each cell has a different reason for having a decreased function?
+These are not easy questions to study either. It is surprising how little is known about the fundamental properties of cells. So what I want to do is indicate the humility with which one must go into any research field, but particularly the study of aging. Robert Schimke, M.D. Professor of Biology, Stanford University
+In the aging artist - poet or painter, novelist or playwright - the creative instinct, and the energies of which I speak, are sacred possessions. Sometimes the artist clings to this instinct even at the moment of death. It is the great tragedy of artistic aging - the ability to have creative ideas and the growing ineffectuality in carrying them out. I am reminded of Duncan Grant, the Bloomsbury artist, who was still painting in his early 90's and who insisted that he wanted to attend a great Cezanne retrospective in Paris. His friends bundled him into a wheelchair and took him across the channel. He saw the show with great delight. The fact that he caught a cold, developed pneumonia and died on his return simply was a natural completion of the tenor of his days. He had lived all his life for the daily moments of his art.
+This need of artists to continue to, as it were, save their life in the very act of dying in turn reminds me of other demonstrations of the primal energy that resides in the creative instinct. I think of Proust, lying on his deathbed in his cork-lined room, to which he had withdrawn for years in the writing of his many-volumed novel. In the early morning, breathing hard, he summons Celeste, the woman who has fed him and cared for him and at moments even taken dictation. He wants to dictate. He wants to re dictate a deathbed scene in his novel. He can now give it a sense of actuality.
+Or we have the old American novelist, Henry James, in his flat in London, after his stroke, and in the delirium of a pneumonia, summoning his typist. When he passed into final unconsciousness, his hands still moved across the bedcovers as if he were writing. The reflex of his creative energy still remained.
+The human unconscious works unceasingly to tell artists they are immortal: it assumes things will always be the same. But silently it inserts words and phrases a writer did not intend in his manuscript; it deals out monstrous slips of the pen and of the tongue. The imagination still attempts its old leaps and frolics; but often it slips like an athlete stumbling at the crucial moment of a jump. The particular ability to match like with like - which is the act of writing, the imaginative act of discovering resemblances within disparities - finds itself at times in arrest. Communications seem oveloaded. Some of the wires are down. The switchboard seems deserted.
+Arbitrary and accidental things tend to fall by the wayside in an artist's old age. And in trying to cope with chronic confusion there is still a quest for compensations and solutions. These sometimes are achieved. The self- observant artists who try to be aware of the body's limitations and mental contractions often instinctively choose workable expedients. Some of the greatest artists found that old age was best spent shoring up their past or summing up in a large synthesis what had been achieved. Beethoven's last quartets, Bach's art of the fugue, James's prefaces on the art of the novel, Michelangelo's recognizing (for he lived to be almost 90) that if he could no longer work his marble or paint, he was still capable of architecture and planning.
+The case of Picasso, so recently in our midst, illustrates modes of compensation and the instinctive need to go on working. First he started redrawing some of his own works, in the way that aging writers revise their old texts. Then he went through a phase in which he painted his own versions of famous paintings. He is taking possession of old masters - Courbet, Delacroix, Matisse, Velazquez, Manet - taking possession but putting the stamp of his own style on them. In his 80's he undergoes repair jobs - the gall bladder, the prostate, an ulcer - and then at 87 he goes into a highly erotic phase, as if to prove his libido is in full command. Then we begin to see signs of the ultimate facing of the ultimate truth: he creates self-portraits, but the skull-face is (according to a biographer) ''barely covered with a taut layer of flesh, barely animated by the spark of life.'' The artist's overwhelming drive to continue his work nonstop is shown by Picasso's old-age fertility. He relives the phases of his life. He finds compensations for the inadequacies and feeling of worthlessness and staleness that aging seems to induce.
+In the history of painting another artist has left us a remarkable record of his aging. This was Rembrandt, whose self-portraits stretch from his early days into his old age. He did not live as long as Picasso, but in his time he was old when he died at 63. In his youth his self-portraits showed him all plumes and velvet jackets, jaunty, irrepressible, smiling, conscious of success and power. Then in middle age, the creeping disorder in his dress, the wrinkles, the thinning hair, but the face more powerful than ever. Finally in old age he paints himself without sparing a single wrinkle. His self-searching on his canvases shows an awareness that there can be no recovery of time. Old age is irreversible. His aging offers him only the continued possession of his art. That is sufficient. Leon Edel, Ph.D. Citizens Professor Emeritus of English, University of Hawaii
+The certainty that the 21st century will astonish those of us who are still around to welcome it, of course, does not deter any of us from guessing what it will be like. I propose to begin with a few demographic facts. First, since 1973 the American fertility rate has been steadily below replacement. In 1980, it was actually 40 percent below 1950, a mere 30 years earlier. Secondly, the labor force participation rate for females age 25 to 44 was 15 percent in 1890, 60 percent in 1980. Since 1950, it has increased at 9 percent per decade. This, of course, is not so much women's liberation as it is the result of much work that used to be done in the home moving into factories and stores. It is a result, also, of the pressures upon family income which have created the need for second and third wage earners.
+Thirdly, 90 percent of men between 25 and 44 work, but less than three out of four males between 55 and 64, the young-old, are still in the labor force. As recently as 1965, the figure was 83 percent. Among the probable influences are changes in Social Security retirement provisions, more generous disability rules and higher average rates of unemployment.
+On that last score, when unemployment rises the pressure, overt or covert, upon older workers from younger colleagues to vacate the scene and open opportunities for their juniors tends to be considerable.
+This last point introduces a certain cross-current. Automation, which (many are) convinced is going to be a source of considerable unemployment, suggests a continuation of this early retirement and declining mature labor force participation rate. The increase in longevity, and especially the increase in the number of people who are in reasonably good health among the old, would suggest that, should the jobs be available, more people would willingly work into their 70's, even into their 80's.
+A fourth familiar proposition: the American population is aging. Seven of 10 of us will live to the age of 70; four out of 10 to the age of 80. In 1940, the over-65's were a mere 7 percent of the population. They had risen above 11 percent in 1980.
+Finally, there has been a sharp decrease in male labor force participation rates in the over-65 group from 45 percent in 1950 to 20 percent in 1980.
+Why should these trends, particularly if they persevere, concern us? That many of the young-old - between 55 and 65 - most of the old - over 65 - and the overwhelming majority of the old-old - over 75 - don't work threatens to produce the nasty politics of youth against age. That the old folks linger on interminably, as it may seem to their younger relatives who are compelled to pay rising Social Security taxes, rising taxes to finance Medicare, may indeed exacerbate generational conflict.
+Looking at the matter more culturally, the patterns of taste and expenditures among the elderly differ sharply from those of the mature and the young. We don't know how Americans will enjoy or deplore a society in which patterns of output and entertainment skew in the direction of their seniors.
+More of the voters, if we turn to politics, will be pensioners, both because they will be more numerous and also because their voting participation is traditionally higher. There's probably no danger of gerontocracy in a society which is addicted to youth and youthful pursuits, as ours has been. But certainly there is an enormous impact upon the pattern of public expenditures for pensions, for health care, and special kinds of housing for the elderly, social services and the like. Robert Lekachman, Ph.D. Distinguished Professor of Economics, Herbert Lehman College, City University of New York
+Is life as good when you're a certain age? When you simply can't do certain things? When your vision is failing and your memory is gone? A lot of the discussion about whether there should be allocation of health care resources to the elderly stems from certain unexamined assumptions about the quality of the life of the elderly. The British have a policy that has never been articulated and is generally denied. They simply don't put elderly people on dialysis machines. They'll say it's a medical judgment. We made the commitment, which may have been a wise one or a foolish one, to allow enough dialysis machines for everbody. But the access problem obviously goes beyond dialysis.
+When you have unlimited supplies there's no problem. But we are not at a point where we have unlimited supplies. You've heard the fact that the rise in health costs each year is incredible. We are now at 10 percent of the gross national product. I'm not one of those Armageddon hysterics who feel that's necessarily bad. Maybe it should be 12 percent. Maybe it should be 15 percent. I know, however, that there will be a time when we will run out. Sooner or later, and it's going to be sooner, it's going to be health care versus schools, the cities, care of the needy, maintenance of the highways. So we are going to have to face what Americans can't face even with our gasoline - the limits of health care and its allocation.
+Should increase in age be a factor here? Let me tell you of a personal bias. In essence, I think that there is a time to be born and a time to die. I would like to defer the time to die, as most people would, but I do place different judgments. Does this mean that I don't value life? No, but I will make a distinction between a 5-year-old, a 25-year- old and an 85-year-old.
+A group of law students that I was teaching felt that the only equitable situation for most of these problems was a lottery. I happen to think of a lottery, except after you've narrowed your moral scope, as being highly immoral. If my 6-year-old grandson and I were in an automobile accident, and we both had some traumatic condition requiring a facility limited to one, and they put his name and my name in a lottery, and I won, the first act I would do on recovery of consciousness would be to throttle the physician who made that decision.
+I feel that I am not at the end of my life, I have a certain productivity, but certain of my accomplishments have been done. I've raised children. I've seen my children transmit values that I received from my parents onto their children. I also am someone who is not blessed with the capacity to feel and think theologically, so I do not understand immortality, as many of you may. So my immortality resides in a generational passdown of my values and my reputation. I see my future in this next generation. In putting that child at risk, you are destroying my future for me.
+I don't like casting such decicions in ''Sophie's choices'' and lifeboat ethics, but it does shape the fact that the 5-year-old, the 25-year-old and the 85-year-old are different creatures, in the same way that infanticide is not quite the same as termination of a pregnancy or abortion, even though in certain moral codes both may be an evil. Willard Gaylin, M.D. President, The Hastings Center",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IDEAS+%26amp%3B+TRENDS%3B+AMERICA+GROWS+OLDER%2C+BUT+WILL+IT+GROW+WISER%3F&title=New+York+Times&issn=03624331&date=1984-10-28&volume=&issue=&spage=A.24&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 28, 1984","Arbitrary and accidental things tend to fall by the wayside in an artist's old age. And in trying to cope with chronic confusion there is still a quest for compensations and solutions. These sometimes are achieved. The self- observant artists who try to be aware of the body's limitations and mental contractions often instinctively choose workable expedients. Some of the greatest artists found that old age was best spent shoring up their past or summing up in a large synthesis what had been achieved. Beethoven's last quartets, Bach's art of the fugue, [Henry James]'s prefaces on the art of the novel, Michelangelo's recognizing (for he lived to be almost 90) that if he could no longer work his marble or paint, he was still capable of architecture and planning. The case of Picasso, so recently in our midst, illustrates modes of compensation and the instinctive need to go on working. First he started redrawing some of his own works, in the way that aging writers revise their old texts. Then he went through a phase in which he painted his own versions of famous paintings. He is taking possession of old masters - Courbet, Delacroix, Matisse, Velazquez, Manet - taking possession but putting the stamp of his own style on them. In his 80's he undergoes repair jobs - the gall bladder, the prostate, an ulcer - and then at 87 he goes into a highly erotic phase, as if to prove his libido is in full command. Then we begin to see signs of the ultimate facing of the ultimate truth: he creates self-portraits, but the skull-face is (according to a biographer) ''barely covered with a taut layer of flesh, barely animated by the spark of life.'' The artist's overwhelming drive to continue his work nonstop is shown by Picasso's old-age fertility. He relives the phases of his life. He finds compensations for the inadequacies and feeling of worthlessness and staleness that aging seems to induce. When you have unlimited supplies there's no problem. But we are not at a point where we have unlimited supplies. You've heard the fact that the rise in health costs each year is incredible. We are now at 10 percent of the gross national product. I'm not one of those Armageddon hysterics who feel that's necessarily bad. Maybe it should be 12 percent. Maybe it should be 15 percent. I know, however, that there will be a time when we will run out. Sooner or later, and it's going to be sooner, it's going to be health care versus schools, the cities, care of the needy, maintenance of the highways. So we are going to have to face what Americans can't face even with our gasoline - the limits of health care and its allocation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Oct 1984: A.24.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425215674,"United States, New York, N.Y.",English,28-Oct-84,"AGED; SOCIAL CONDITIONS AND TRENDS; AGE, CHRONOLOGICAL; CONVENTIONS AND CONFERENCES",New York Times,NEWSPAPER,,,,,,,
+THE BLUES AT MANUFACTURER'S HANOVER,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/blues-at-manufacturers-hanover/docview/425 225859/se-2?accountid=14586,"WHEN the First Chicago Corporation announced early this month that it would report a loss for the third quarter, many on Wall Street were surprised. ''I thought it would be Manufacturers Hanover,'' a bank analyst said.
+That was not a new fear. It had surfaced last spring, during the collapse of the Continental Illinois National Bank and Trust Company. Rumors had spread that Manufacturers Hanover was also having trouble raising funds; that it, too, was heavily burdened with shaky loans, especially to Latin America.
+The rumors were quickly squelched. What problems there were in raising deposit money turned out to be insignificant, and the bank remained well clear of the status of an endangered institution. Last week, it even reported third-quarter net income of $88.6 million, nicely in the black. Yet, a perception persists on Wall Street that sooner or later calamity will befall the Manufacturers Hanover Corporation, the nation's fourth-largest banking organization.
+Reflecting that perception, Manufacturers' stock price has plummeted more sharply in recent months than the stock prices of other banks. In May alone, the stock lost nearly one-third of its value, falling to about $25 a share.Late last week it hovered in the $30 range, an amount that was less than one-half of the bank's book value, or net worth. In fact, so depressed is the stock that the bank's total market value is only $1.25 billion, even after acquiring the C.I.T. Financial Corporation earlier this year for $1.5 billion.
+For Manufacturers Hanover's top managers, dealing with the perception of impending trouble is a huge frustration. Chairman John F. McGillicuddy argues that the perception simply is not based on fact. Wall Street is waiting for the other shoe to drop, he acknowledged, ''but I'm hard-pressed to know where that other shoe is.''
+The negative image that Mr. McGillicuddy is trying to combat stems, above all, from the $6.8 billion that Manufacturers Hanover has lent to Mexico, Brazil, Venezuela and Argentina. That is almost 12 percent of the bank's total loans; a bigger percentage than at any other major bank. Lately, of course, Latin lending has become less of an issue as debtor countries arrange new repayment agreements, but Argentina remains a big problem, and that is where Manufacturers Hanover has a far greater exposure than other banks.
+Mr. McGillicuddy acknowledged that the bank's Latin American debt is ''a big number.'' But he said that ''doesn't lead to the conclusion that if the world exploded we'd be the only one hit by shrapnel.''
+The bank has other problems to contend with that also set it apart. For one thing, Mr. McGillicuddy has largely resisted the trend toward investment banking that has become so popular at other major banks. Instead, Manufacturers Hanover has stuck to being a ''lending bank,'' at a time when its traditional corporate customers raise most of their funds outside the banking system.
+And Mr. McGillicuddy's management style has drawn criticism, particularly his reluctance to delegate authority. He tried to loosen the reins in 1982 and move his bank rapidly into bond trading. John Devine, widely considered the dean of bond traders in the United States, was hired away from the Chase Manhattan Bank. At Chase, Mr. Devine had been accustomed to taking large positions in the bond markets, putting as much as $200 million to $300 million at risk at a time. But when he took even small positions at Manufacturers Hanover, that produced shock, and Mr. Devine left the bank only seven months after he joined it.
+''Quite honestly, at the time we hired him, we weren't ready for someone as active as he was,'' Mr. McGillicuddy said. Asked whether Manufacturers Hanover would be ready today for a Mr. Devine, Mr. McGillicuddy replied, ''I don't know.''
+SOME analysts claim that Manufacturers Hanover suffers from
+never having been forced to change radically. ''Manny's curse is that it constantly makes little mistakes, but never makes a big one,'' said Lawrence Cohn, first vice president and bank stock analyst at Dean Witter Reynolds Inc. But Mr. McGillicuddy insists that change is taking place within his bank, and that it will eventually show up in the bottom line.
+''We've made progress and nobody has noticed it,'' he said.
+The biggest recent change was the acquisition of C.I.T. Financial Corporation, which overnight gave Manufacturers Hanover a big, new clientele of small-business borrowers and a hefty new contribution to net income. In addition, Manufacturers Hanover has streamlined other areas and has raised fees sharply for corporate customers and individual depositors. Moreover, in the last year alone the bank's primary capital - the shareholders' money invested in the bank plus loan-loss reserves - rose 34.5 percent, to $4.2 billion.
+These actions have proved costly - at least in the short term - to the bank's shareholders. The C.I.T. purchase in particular has diluted the existing shareholders' stake in the company and, as a result, per-share earnings plummeted by 23 percent in the third quarter from the same period last year.
+But many analysts believe the short-term costs will pay off. ''The acquisition of C.I.T. diversified the bank's earnings base, and its capital position had to be reinforced,'' said Richard X. Bove, first vice president of Shearson Lehman/American Express Inc. Mr. Bove predicts that the price of Manufacturers Hanover stock will increase by at least 50 percent in the months ahead, and that it may double if the Latin American situation continues to improve.
+There are other pluses as well. Despite the risky nature of its Latin loan portfolio, analysts agree that Manufacturers Hanover has had a superb record in regard to loan losses. Its net losses from unrepaid loans have been lower than at most banks, and unlike a number of other major banks, it has avoided dramatic charge-offs in such areas as real estate investment trusts and tanker financing.
+Yet Mr. Bove resists ranking Manufacturers Hanover as a first- tier bank, and so do other analysts. ''This bank still lacks the quality of a Bankers Trust or a J. P. Morgan,'' he said.
+Their skepticism involves a combination of factors. Over the past decade, Manufacturers Hanover has grown more rapidly than any other bank, except for Continental, with assets rising to $73.3 billion at the end of September, from an average of $41.3 billion in 1979. Rapid growth through aggressive lending has been a common characteristic of the bigger banks that have collapsed in the past two years, including Continental, the Seafirst Corporation of Seattle and the Penn Square Bank of Oklahoma City.
+In addition, Manufacturers Hanover has been a major lender to the hard-pressed energy industry, and defaults on energy loans were the prime reason for these collapses. That has not happened to Manufacturers Hanover, and many analysts attribute this to Mr. McGillicuddy's tight control over every aspect of the bank, including lending.
+Although Manufacturers Hanover has never lost money, the quality of its earnings record has been mediocre. Its return on assets, a key measure of a bank's basic profitability, has been consistently below the median for the nation's 15 largest banks. Based on net income available to common stockholders, averaged over 1979-1983, Manufacturers Hanover ranked ninth out of 15. In addition, its reserve for loan losses has been persistently lower than that of the other major banks, although a substantial improvement in this ratio was made during the past year.
+''This is a bank that's mediocre; it's not the worst, but it's not the best,'' said Mr. Cohn of Dean Witter.
+MANUFACTURERS HANOVER also seems trapped by its fundamental values. Despite Mr. McGillicuddy's relative youth - he is 53 years old - the bank is deeply committed to doing much of its business in a way that many other major banks consider old-fashioned. It was among the last to install electronic equipment and otherwise streamline its branches in the New York area, and to raise fees to both consumers and corporate customers. It is the only commercial bank in New York engaged in the money-losing business of cashing welfare checks and distributing food stamps. That is because Manufacturers Hanover was slow to pull out of these businesses and it ended up the last bank in the city still furnishing the services. That made it politically impossible to end them.
+Moreover, although Manufacturers Hanover has hundreds of offices across the country and abroad, its management remains heavily centralized under the cigar-smoking Mr. McGillicuddy, who was named president in 1971, when he was only 38 years old.
+Most people, even within the bank, thought that meant that Mr. McGillicuddy was the No. 2 man under the late Gabriel Hauge, the bank's chairman. Mr. Hauge was a grand orator and a public figure who had served as a special economic adviser to President Eisenhower. But at Manufacturers Hanover he quietly shared the real power with young Mr. McGillicuddy. While Mr. Hauge was dazzling audiences with his speeches about the international monetary system, Mr. McGillicuddy was shaping the Manufacturers Hanover Trust Company, which had come into existence in 1961, only a decade earlier, through the merger of two New York banks - the consumer-oriented Manufacturers Trust Company and the Hanover Bank, a lender to giant corporations. The merged bank became the principal subsidiary of the Manufacturers Hanover Corporation, the holding company with headquarters at 270 Park Avenue in Manhattan.
+When Mr. Hauge retired in 1979, Mr. McGillicuddy became chairman, president and chief executive officer and his power became absolute. Since then, he has named Harry Taylor president of the holding company and John Torell 3d president of the bank. But analysts say that Mr. McGillicuddy, a former football player at Princeton University, still delegates relatively little power even to these close associates.
+''I've obviously been sitting in this chair a long time and there's always been a lot of commentary that I didn't delegate enough,'' Mr. McGillicuddy said. ''But delegation is a function of the type of team you've got.'' Over the years ''that team has gotten stronger,'' he said, and he suggested that now, after more than 15 years in his job, he might be willing to delegate more authority.
+A vital aspect of Mr. McGillicuddy's style is the importance he
+places on loyalty. He gives it to the bank's employees, its suppliers and its customers, and he demands it from them.
+At times, the bank's sense of loyalty is not only endearing, but even profitable. The once-troubled, but now thriving, Chrysler Corporation survived largely because of Mr. McGillicuddy's efforts to mobilize support for the giant auto maker when it was in trouble. Of course, Manufacturers Hanover also had $100 million at stake in Chrysler, but other bankers who were close to the rescue effort say that his zest in helping the auto maker also reflected his sense of loyalty to an old customer as well as his determination to be repaid.
+Most bankers use sharp pencils in deciding whether to force a company that is behind on a loan into bankruptcy, or whether to take another course that would ultimately get even more money back. Mr. McGillicuddy, in fact, attributes Manufacturers' rapid growth to never having ''backed away from the market place; we stuck with our customers.''
+That loyalty prompts those who have worked for the bank to speak warmly of it. ''Manny Hanny has a unique personality, dominated by John McGillicuddy - benign and paternalistic,'' said a former employee.
+''When I was there,'' recalled another, ''I tried to fire a middle-level manager who had been at the bank 15 years, and who wasn't producing anything. But they wouldn't let me do it. They said he'd been there 15 years and they owed him some loyalty.''
+Mr. McGillicuddy, who joined the Manufacturers Trust Company in 1958, shortly after law school and Navy service, insists on maintaining this tradition, and also the emphasis that Manufacturers Hanover has placed on lending.
+This presents a problem because the bank's traditional borrowers, huge multinational corporations, no longer depend on banks as a source of financing. When they do borrow from a bank, they demand such low interest rates that little profit is left for the lender. That is because the multinationals have such market power that they can shop anywhere in the world for high interest rates on their deposits and low interest rates on their loans.
+In addition, these corporations lend and borrow directly among themselves through the so-called commercial paper market, which has grown bigger than the total amount of loans that the nation's 15,000 commercial banks now have outstanding. This helps explain Manufacturers Hanover's unusually large foreign exposure. In seeking over the last few years to offset the loss of its traditional corporate lending base, it had to find new borrowers to fill the gap, and foreign lending provided a relatively easy market to enter.
+Unlike Manufacturers Hanover, other leading New York banks - such as Morgan Guaranty, Citibank and Bankers Trust - have dealt with the problem of the disappearing corporate borrower by moving aggressively into highly sophisticated investment banking activities, thus providing new services sought by the multinationals.
+Manufacturers Hanover, in contrast, has been slow to adjust. Last year, for example, its bond and foreign-exchange trading units earned a meager $34 million, compared with $104 million at Morgan, $356 million at Citicorp and $141 million at Chase. But Mr. McGillicuddy says that Manufacturers Hanover is building its trading operations, despite Mr. Devine's departure, ''over a period of time.'' He stated: ''You try to hit singles and not swing from the heels and hit a home run.''
+Meantime, on the lending front, the bank has begun to concentrate its efforts on the two or three dozen multinational companies that still want the old-fashioned, hand-holding, golf- course approach of doing business, according to Donald H. McCree Jr., executive vice president in charge of the bank's North American division.
+''We're not going to put resources where we're a third- or fourth-tier player,'' Mr. McCree said.
+IN place of the multinationals,
+Manufacturers Hanover has been
+turning increasingly to smaller companies, with less market clout. These include some relatively large national concerns, but primarily smaller local companies.
+That is what the $1.5 billion C.I.T. acquisition earlier this year was all about. The largest acquisition ever by an American bank, many analysts were stunned that Manufacturers Hanover paid more than twice C.I.T.'s net worth. Now, however, most agree that the purchase was a critically important move for the bank.
+C.I.T., with $7 billion in assets, is expected to open for Manufacturers a huge new lending market of companies so small they have nowhere to turn for credit except high-priced finance companies. As a result, despite a higher percentage of loan losses, C.I.T. earns about four times more on each dollar of assets than Manufacturers Hanover does - and it contributed $11.7 million to third-quarter net income. In addition, C.I.T.'s assets are virtually all domestic, thus reducing the bank's dependence on income from foreign lending.
+Analysts also say that C.I.T. will dovetail neatly with Manufacturers Hanover's other commercial and consumer finance companies, which it has been acquiring for a decade. ''It fits like a glove,'' said Mr. Cohn of Dean Witter.
+But the acquisition was costly. In addition to the $800 million in notes it gave to the RCA Corporation, from which it bought C.I.T., Manufacturers Hanover sold about $720 million of stock and capital notes. And the stock was sold in a financial market that was hostile to all banks, and especially to Manufacturers.
+''Let's face it,'' Mr. McGillicuddy said, ''we sold stock at $40 and change when our book value was $60 plus.''
+HANOVER'SRISING STARS
+For years, the financial community had been expecting John F. McGillicuddy, chairman of the Manufacturers Hanover Corporation and its principal subsidiary, the Manufacturers Hanover Trust Company, to name a second in command.
+Until 1982, it was widely believed that the choice was between Harry Taylor, once a general manager of a British bank, and John R. Torell 3rd, who has spent his entire career at Manufacturers Hanover. But then Mr. McGillicuddy dodged the decision by giving each man parallel authority. Mr. Taylor was named president of the holding company and executive vice chairman of the bank while Mr. Torell was made the president of the bank and executive vice chairman of the holding company. Mr. McGillicuddy said that each had ''coextensive authority.''
+Mr. Taylor, now 57, has been telling friends that he expects to take early retirement and move to Guernsey, the little British island off the coast of France. That would seem to give the 45-year- old Mr. Torell the edge for the No. 2 spot.
+But Mr. McGilicuddy is mum as always on the issue and there are hints he might be developing other plans. In interviews, he speaks enthusiastically about a new cadre of young officers whom he describes as rising stars. And there is talk that that one of these, rather than Mr. Torell, may get the coveted job. Among them are:
+* Albert R. Gamper, 42, a former corporate lending officer who is noted for asking probing questions. Young-looking, slim with horn-rimmed glasses, he speaks quickly and, according to some, thinks faster. Now in charge of banking for wealthy customers and lending to investment banks, brokers and dealers, he put together the acquisition of the C.I.T. Financial Corporation, and reported directly to Mr. McGillicuddy.
+* Donald H. McCree Jr., 48, has one of the hardest jobs at the bank. Among other things, he is responsible for the bank's business dealings with the largest corporations in North America, where profits are thin and competition keen. His blondish hair is thinning and he is developing a paunch. Much of his hope for advancement lies in his success at developing business with large national companies and with other financial institutions.
+* Edward D. Miller, 43, who has been restructuring the bank's consumer-banking activities. Mr. McGillicuddy describes Mr. Miller as ''one of the preeminent retail bankers in the United States.''
+* Donald G. McCouch, 42, blond, handsome and strikingly deliberate in his manners and speech. He is in charge of Latin America and Asian banking. He is known for his skill as a negotiator, and he has been involved in the Latin American debt negotiations.
+* Douglas E. Ebert, 38, a lanky, dark-haired executive who heads operations in Western Europe, the Middle East and Africa. Before that, he had been in charge of the branch banking group, and he started the process of branch automation.
+* Peter J. Tobin, 40, who is in charge of the bank's accounting, controls and management information systems. Within the bank, some say he is an improbable man for that dry job because of his jovialty. He has a striking ability to discuss complicated concepts in simple English.
+AT A GLANCE Manufacturers Hanover All dollar amounts in thousands, except per share data Three months ended June 3019841983 Revenues $446,821$387,338 Net income 73,71880,549 Earnings per share $.79$.76 Year ended Dec. 3119831982 Revenues $1,600,452$1,418,352 Net income 336,964294,925 Earnings per share $8.37$7.78 Total assets, Dec. 31, 1983 $64,332,000 Net Loans *47,852,437 Total Deposits *42,284,115 Long-term debt *2,671,000 Book Value *62.93 Stock price,October 12, 1984 N.Y.S.E. consolidated close 30 3/4 Stock price, 52-week range 42-22 1/2 Headquarters New York",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+BLUES+AT+MANUFACTURER%27S+HANOVER&title=New+York+Times&issn=03624331&date=1984-10-14&volume=&issue=&spage=A.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 14, 1984","Mr. McGillicuddy acknowledged that the bank's Latin American debt is ''a big number.'' But he said that ''doesn't lead to the conclusion that if the world exploded we'd be the only one hit by shrapnel.'' ''I've obviously been sitting in this chair a long time and there's always been a lot of commentary that I didn't delegate enough,'' Mr. McGillicuddy said. ''But delegation is a function of the type of team you've got.'' Over the years ''that team has gotten stronger,'' he said, and he suggested that now, after more than 15 years in his job, he might be willing to delegate more authority. ''When I was there,'' recalled another, ''I tried to fire a middle-level manager who had been at the bank 15 years, and who wasn't producing anything. But they wouldn't let me do it. They said he'd been there 15 years and they owed him some loyalty.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Oct 1984: A.1.",11/15/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,425225859,"United States, New York, N.Y.",English,14-Oct-84,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+TRYING TO ENGINEER,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/trying-engineer/docview/425191298/se-2?accountid=14586,"Richard D. Pearson had been running Trans World Airlines's huge maintenance operation out of Kansas City, Mo. for six years, sorting out the problems of engineers and mechanics, and trying to keep operations running smoothly. It was an important job - but one that hardly made Pearson a household word.
+Now, however, he has been thrust out of the obscurity of Kansas City into the second most important job at the airline and one of the toughest in the industry. Catapulting ahead of seven other vice presidents - two of them senior to him - the 49-year-old Mr. Pearson was named last month to the newly created post of executive vice president and chief operating officer at T.W.A., one of the nation's largest carriers. His mandate: to turn it around.
+''He was completely unknown, and on paper he doesn't have the background for the job,'' said Mike Derchin, airline analyst at the First Boston Corporation, the investment house. ''But he still could be a fantastic manager.''
+The 49-year-old Mr. Pearson's new challenge is a forbidding one. His biggest problem will be to stanch heavy losses in the domestic division, which have sapped profits from the airline's more profitable international unit, and to restructure the airline's management.
+At the same time, he must begin tough bargaining with several major unions at a time of layoffs and lasting bitterness among some employees for having been transferred to St. Louis, where the airline now has its hub. He wants to extract not only wage cuts from the unions but also changes in work rules and the right to hire new employees at much lower salaries. Some of those concessions have already been won by other major carriers, but they are by no means guaranteed at T.W.A.
+If Mr. Pearson succeeds, he will very likely become the heir apparent to C. E. Meyer Jr., the airline's 55- year-old president and chief executive. Already, according to Mr. Meyer, Mr. Pearson ''has considerable leeway to direct the operations of the airline.''
+Mr. Meyer, who will now devote his energies mainly to long-range planning, said Mr. Pearson was chosen for the job because of his long experience in dealing with lower management and line workers. ''He has a very good understanding and ability to work with people,'' Mr. Meyer said. But he can also be tough. ''He'll move people along and shake them up if necessary'' in the drive to adapt the airline to the greater competition of a deregulated industry, Mr. Meyer said.
+The shake-up has already started in T.W.A.'s executive suite on Third Avenue in Manhattan. T.W.A. has traditionally been run by executives seasoned in the New York office, but not under line executives like Mr. Pearson. A chain-smoking, stocky man with dark brown hair who was raised on a farm in Ottawa, Kan., Mr. Pearson has already begun to appoint to these top New York jobs executives who have worked in outlying fields and stations. He is also beginning to fill middle- management positions with people who have come up through the ranks and have had experience at running various stations in the United States and abroad. Most of these executives will report directly to him.
+One casualty of the new management structure is Neil Effman, senior vice president of marketing, who was asked to resign by Mr. Pearson. Another senior vice president, Jack Ryan, got a new title - senior vice president-human resources - and will report to Mr. Meyer.
+Mr. Pearson, who speaks with the deliberate, understated cadences of the Middle West, said in a recent interview at the T.W.A. offices in New York City that he wanted to give more voice and initiative to line executives and to the 27,000 employees in the field who are responsible for running the airline - a concept also coming into vogue at a few other airlines, chiefly Eastern.
+''We have to take advantage of the vast amount of knowledge we have in the field,'' Mr. Pearson said. ''I don't believe that all the great ideas for operating an airline are created on the 42d floor or any floor of this building,'' he said, sitting in his office on the 42d floor of the Burroughs Building in midtown Manhattan, where the T.W.A. executive offices are situated. ''You put the responsibility of whatever operation in the hands of the people who do it and not some staff member,'' he continued.
+By including line workers and their immediate superiors in the decision- making process, he said, a manager can win their support. ''The first thing that happens is that commitment automatically involves you,'' he said of staff workers. ''You are committed to it because it's your procedure. In the past the procedure was developed by the staff and sent to the field with no changes other than you take it and make it work.''
+He recalled how five years ago the staff in New York introduced automation at the ticket counter without consulting local management at the T.W.A. stations. Under that process, an agent uses a computer to to write a passengers ticket and boarding pass with an assigned seat. When a passenger arrived at the boarding area, there was more T.W.A. staff to assign the seats on a seat map - a task the computer had already done.
+''Had we brought airport people into that idea from its inception,'' Mr. Pearson said, ''we would have implemented not only a good automated product but taken into account the airport logistics. As a result we would have saved head count and dollars.''
+Mr. Pearson, who began his career with T.W.A. as a project leader in its data processing division in 1967, said that as the reorganization proceeds there will be some dismissals. He estimated that about 20 to 25 lower- level executives would lose their jobs.
+Some of the cost-cutting to stem the money losses was done under Mr. Meyer's leadership. Last fall, for example, the airline cut 3,500 employees in one swoop.
+Since 1979, the airline has reduced its payroll by about 11,000 employees and its fleet by 47 planes, leaving 154 still flying domestic and international routes. Mr. Meyer last spring also began to press the carrier's unions for about $200 million a year in wage concessions, and he obtained about half that amount before Mr. Pearson took over. The concessions came from T.W.A.'s 2,600 unionized pilots and from its non-union workers.
+Mr. Meyer's actions finally helped to produce a second-quarter profit of $55.4 million. The better results came from pretax earnings of $55 million from its international division, but of even greater significance was a pretax profit of $4 million in its domestic division, which had long run deficits.
+The profit - coming just as Mr. Pearson began his new job - followed a 1983 loss of $35.9 million, and a first-quarter loss this year of $91.5 million. In the first quarter, the domestic operation lost $72.9 million.
+It was also during the first quarter that the Trans World Corporation, the airline's parent, spun off T.W.A. into an independent company headed by Mr. Meyer. That meant T.W.A. can no longer count on the profits from the parent's other businesses to cushion airline losses. Hence Mr. Pearson's urgent efforts to get the airline into the black. ''We are still a long way from consistent profitability,'' Mr. Pearson said.
+BUT despite the pressure to cut costs, the new chief operating officer has ignored a contingency proposal presented last spring to save money by cutting back at St. Louis, which is T.W.A.'s only domestic hub. Instead, he plans, to expand the number of flights out of St. Louis, making the operation more competitive.
+As for the unions, Mr. Pearson said that his top priority - even more than wage concessions - is work rule changes that will permit T.W.A. to use employees in more than one type of job and also to hire new employees at lower wage scales. The changes have become crucial, Mr. Pearson said, because other major carriers, among them United and American, have obtained such concessions, permitting them to reduce operating costs.
+And how do the unions feel? ''We are willing to look at any request they bring to the bargaining table,'' said Vicki Frankovich, president of the flight attendants' union. She added that T.W.A. so far had not shown any willingness to resolve the issues facing her union, but hoped that might change under Mr. Pearson because of his reputation for having ''a very practical approach to solving problems.''
+He also seems to have a sense of humor. At least that was the impression of Mark S. Mulvany, T.W.A.'s vice president of accounting and credit, during a rush trip to Saudi Arabia a few months ago to negotiate a new contract with that nation's official airline, which uses T.W.A. mechanics to service its planes. There were two lizards in the guest house assigned to the Americans, and Mr. Pearson whimsically named them C. E. Meyer and Charlie Glass, who is T.W.A.'s senior vice president and controller. Before going to sleep that night, Mr. Mulvany recalled, ''he said, 'Good night Meyer. Good night Charlie.' ''
+Mr. Pearson joined T.W.A. in 1967 and one of his early bosses was Robert Crandall, then the airline's vice president of data processing and now president and chief executive officer of American Airlines. The new man was a ''very careful worker who paid great attention to detail, and he dealt with people well,'' Mr. Crandall remembers.
+Mr. Pearson says matter-of-factly that his ambition has always been to head a major American corporation. It's a dream that goes back to a tour of a General Motors plant arranged by his Boy Scout troop. The tour was a revelation for a teen-ager growing up on a 400-acre farm in Ottawa, Kan.
+''I was fascinated that something could start on one end of the building as a bunch of parts,'' he said, and then be shaped into ''a bright, shiny, beautiful thing that everyone admired - a car.''
+That tour, coupled with his penchant to tinker with machinery, led Mr. Pearson to study engineering and industrial management at Kansas State University. But he did not want to be an engineer in the narrow sense: He wanted to be able to run a company and at the same time know as much as the technicians on the shop floor.
+After graduation from Kansas State, Mr. Pearson went to work for the City Service Gas Company in Kansas City in the internal auditing department. A few years later, he joined T.W.A.'s data processing division and was promoted in 1972 to staff vice president-commercial data processing.
+Data processing, Mr. Pearson said, allowed him to deal with every aspect of the airline, including marketing, sales, flight operations and airport procedures. In 1976 he moved to maintenance and engineering as staff vice president for engine and component maintenance. That brought him to T.W.A.'s maintenance base in Kansas City - he and his wife, Norma, lived in the suburb of Gladstone - and finally in 1978 to the airline's top maintenance job.
+It was during this period that Mr. Pearson was involved in an incident that his colleagues still recall with glee, and so does Mr. Pearson.
+His office was in a three-story building with an open courtyard that had a decorative pool at its center. It was common during work breaks for most T.W.A. employees to go out on the building's balconies and look down at the pool.
+During one of these breaks, Mr. Pearson was in the courtyard, intently reading a letter of reprimand sent by another executive to an employee. As Mr. Pearson tells the story, he felt that the letter violated the rights of the employee and the rules of the company and he decided to confront the executive on these issues. On his way across the courtyard to the man's office, he reread the letter and didn't notice that he had walked to the edge of the pool. He did what he described as a ''belly buster'' into the water. The letter flew out of his hands and landed in the middle of the pool. His clothes dripping, he waded out, retrieved the letter and went back to his own office to dry out - postponing the confrontation with the executive.
+''I got a standing ovation,'' Mr. Pearson recalled. ''Subsequently I was sent a life preserver from flight operations.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TRYING+TO+ENGINEER&title=New+York+Times&issn=03624331&date=1984-09-09&volume=&issue=&spage=A.6&au=SALPUKAS%2C+AGIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 9, 1984","''We have to take advantage of the vast amount of knowledge we have in the field,'' Mr. [Richard D. Pearson] said. ''I don't believe that all the great ideas for operating an airline are created on the 42d floor or any floor of this building,'' he said, sitting in his office on the 42d floor of the Burroughs Building in midtown Manhattan, where the T.W.A. executive offices are situated. ''You put the responsibility of whatever operation in the hands of the people who do it and not some staff member,'' he continued. How do the unions feel? ''We are willing to look at any request they bring to the bargaining table,'' said Vicki Frankovich, president of the flight attendants' union. She added that T.W.A. so far had not shown any willingness to resolve the issues facing her union, but hoped that might change under Mr. Pearson because of his reputation for having ''a very practical approach to solving problems.'' He also seems to have a sense of humor. At least that was the impression of Mark S. Mulvany, T.W.A.'s vice president of accounting and credit, during a rush trip to Saudi Arabia a few months ago to negotiate a new contract with that nation's official airline, which uses T.W.A. mechanics to service its planes. There were two lizards in the guest house assigned to the Americans, and Mr. Pearson whimsically named them [C. E. Meyer Jr.] and Charlie Glass, who is T.W.A.'s senior vice president and controller. Before going to sleep that night, Mr. Mulvany recalled, ''he said, 'Good night Meyer. Good night Charlie.' ''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Sep 1984: A.6.",11/15/17,"New York, N.Y.",,"SALPUKAS, AGIS",New York Times Company,,Newspapers,425191298,"United States, New York, N.Y.",English,9-Sep-84,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+THE MATER BUILDER OF BRITAIN'S ELECTRICLA EMPIRE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mater-builder-britains-electricla-empire/docview/425191197/se-2?accountid=14586,"LONDON ONCE you have changed the face of British industry, it's hard to find an appropriate encore.
+Nonetheless, there are plenty of people in the City of London, and the financial community worldwide, waiting for Arnold Weinstock's next move.
+Lord Weinstock - a tailor's son whose business success got him knighted in 1970, and made a baron 10 years later - masterminded the overhaul of Britain's General Electric Company, building it into the unmatched giant of the British electrical engineering industry. Since Lord Weinstock became managing director of the faltering company in 1963, G.E.C. has not only absorbed two large rivals, but has become an envied and imitated model of industrial organization.
+''He probably influenced Britain more than any other single businessman, not just by restructuring its chaotic electrical industry, but by providing a model for financial discipline and decentralization which others followed,'' observed Anthony Sampson two years ago in ''The Changing Anatomy of Britain,' his highly regarded portrait of the nation.
+So what's next? Well, some expect a new round of takeovers. Lord Weinstock's soaring profits and his careful acquisitions and investment policy have left G.E.C. with an accumulation of cash reserves of more than $2 billion in the fiscal year that ended last March 31. And it is in large part that ''cash mountain,'' as analysts and investment managers call it, that has created the intense interest in Lord Weinstock's next move.
+Lord Weinstock, a tall 60-year-old with thinning gray hair and glasses, is annoyed by all this speculation:
+''People think that you aren't doing anything unless you are buying something,'' he said in a recent telephone interview from his country home in Wiltshire, 100 miles west of London. ''I see G.E.C. as put together now. We have to secure growth. We also have to find a judicious mixture of prudence and boldness.''
+Lord Weinstock also points out that large cash reserves are not unusual in the electrical equipment industry. G.E.C.'s cash reserves, he says, are smaller in proportion to cash flow than that of such rivals as Siemens of West Germany and Toshiba of Japan.
+But despite all Lord Weinstock's protestations, The Times of London has described the question of when G.E.C. will do something dramatic with its cash hoard as ''one of the longest- running enigmas in the City.''
+Indeed, speculation in the City over Lord Weinstock's next move has been dampened only slightly by the news that G.E.C. will seek its shareholders' permission at the annual meeting Sept. 14 to spend up to half its reserves on a share repurchase scheme, an investment strategy that has rarely been used here since changes in the tax laws in 1981 made it possible. G.E.C. would still have huge reserves by British standards following such a buyback, not to mention the borrowing power to raise considerably more.
+True, it's been years since Lord Weinstock set out on the kind of takeover binge that, in the 1960's, built G.E.C. to its present size. But Lord Weinstock is still quite willing to throw G.E.C.'s weight around. That much was demonstrated in late May after Thorn-EMI P.L.C. announced that it hoped to merge with British Aerospace P.L.C., an aircraft and defense equipment maker that is one of G.E.C.'s largest customers. Lord Weinstock responded by starting his own merger talks - confronting Thorn, a consumer electronics and entertainment company, with the prospect of a bidding war with G.E.C. To no one's surprise, Thorn decided to drop the whole idea as soon as British Aerospace formally said it wasn't interested. And by the end of June, talk of a G.E.C. bid for British Aerospace had also evaporated.
+LORD Weinstock's plans for G.E.C.
+are also something of an enigma
+to those who work for him. Workers and managers at the 120 operating units that he controls rarely catch a glimpse of him. The managing director is openly skeptical of how much executives can find out about their businesses by leaving headquarters and going on factory tours. Instead, he spends his time scrutinizing progress reports in which the operating companies are required to provide a series of ratios, such as sales to capital, sales to inventory, sales to debt, sales per employee, and sales in relation to each pound paid out in wages.
+According to colleagues, Lord Weinstock typically arrives at headquarters in midmorning, having read newspapers and magazines, and works into the evening. He has a bottle of mineral water within reach on his desk throughout the day. (Gone, though, are his beloved Havana cigars: When his doctor recently convinced him of the need to cut down on his smoking, he decided to quit altogether.)
+The most prominent item on his desk in his fifth-floor office is a large telephone console, allowing him to quickly contact any executive whose figures are departing from the guidelines and projections thrashed out in the annual budgets set up for each company. The key, according to G.E.C. executives, is what he can ferret out of the details.
+''Arnold Weinstock has a financial mind, but he's got that something extra you might call flair,'' said Lord Carrington, the former Foreign Minister who was G.E.C.'s chairman for a year before leaving in May to become the new secretary-general of the North Atlantic Treaty Organization. ''His mind works in an original, exhilarating way.''
+Indeed, Lord Weinstock's flair - and the story of his rise at the company - have become the stuff of British management legends. Raised by his elder brother after his parents died, he entered the London School of Economics at the age of 16, graduated at 20, and immediately went to work as an administrative official in the Admiralty.
+He honed his financial skills working for a London property developer from 1947 until 1954, when his father- in-law, Michael Sobell, asked him to manage a television manufacturing operation. The television company, Radio & Allied Holdings, grew steadily while others stumbled. By 1961, it attracted a takeover bid from G.E.C. that left Mr. Sobell and his son-in-law with a 14 percent stake in G.E.C. and put the young Mr. Weinstock on G.E.C.'s board of directors. Mr. Sobell and his son-in law are involved in another joint enterprise these days - a stable of racehorses that so engage Lord Weinstock that he will step out of a board meeting to get the track results when one is running.
+IT is frequently noted here that in horse racing, as in business, Lord Weinstock seems to consistently make money where others fail. But that, he says, misses the point.
+''One doesn't set out just to make money,'' he said. ''The thing is to do something right and one hopes to do well out of that.''
+Lord Weinstock did very well indeed with G.E.C. At the time he joined the board, the company was floundering. Despite steady sales increases from 1956 to 1961, profits had fallen 50 percent. Bloated and administratively lax, G.E.C. was typical of the English electric companies that were to fail, by the dozens, in the coming years. But after a two-year power struggle, Lord Weinstock was invited to become managing director, and turned the company around, slashing overhead and dividing the company into 53 operating units. From 1962 to 1967, sales rose by 33 percent - and profits jumped by 262 percent.
+By 1967, G.E.C. was on the prowl for the major acquisitions that would make it pre-eminent in the industry. First came Associated Electrical Industries. The following year, after a bidding war initiated by Plessey, GEC took over English Electric. The mergers were followed by unprecedented layoffs and controversial factory closures. Headquarters staff was abruptly reduced from 2,000 to 200 and consolidated at the unprepossessing G.E.C. headquarters building on a side street in the Mayfair section of London - while the more imposing premises of the acquired companies were sold. Lord Weinstock was described by a journalist of the era as a man with ''an almost physical revulsion against inefficiency.''
+During the days in which Arnold Weinstock was laying the foundations for today's G.E.C., he described himself as a man on a crusade. Lord Weinstock today dismisses such language as ''too romantic.'' He prefers to talk about the teamwork in G.E.C.'s achievement. But his beliefs about how to run a business haven't changed, according to those who know him well.
+''He has been surprisingly consistent in his approach and his dedication to it,'' said Lord Nelson, who joined the G.E.C. board of directors and became chairman after G.E.C. took over the English Electric Company, which Lord Nelson headed, in 1958. Lord Weinstock has never joined any of Britain's business groups and has shown no interest in combining business with politics as chairman of one of the state-owned industries like steel or coal.
+For all the attention it commands in Britain, Lord Weinstock's corporate empire is modest-sized compared with others in the international electrical engineering industry, including America's General Electric Company (no relation to G.E.C.) and the Westinghouse Corporation, Germany's Siemens, Sweden's ASEA, and Japan's Mitsubishi, Toshiba and Hitachi. G.E.C.'s pretax profits were about $885 million on sales of $7.4 billion in the year ended March 31 - that is, almost twice the profits of Westinghouse on less than three- quarters the sales.
+G.E.C.'s largest division is Electronic Systems and Components, which makes everything from radar to torpedoes. Other major divisions include Telecommunications and Business Systems, Automation and Control, Medical Equipment, Power Generation, and Electrical Equipment. A smaller consumer products group makes a variety of lighting and appliances.
+G.E.C. is so decentralized that some analysts describe it as a federation of operating companies. Lord Weinstock himself periodically mentions in interviews that he has been intrigued with the idea of breaking up the company.
+Whether or not Lord Weinstock's suggestions become policy depends on the reaction they get from both the operating executives and trusted colleagues at headquarters, most notably Sir Kenneth Bond, the deputy managing director who has been a Weinstock associate since arriving at Radio and Allied as an accountant before the GEC takeover.
+''Lord Weinstock turns out lots of ideas, many of which are hopeless,'' said Lord Catto, a merchant banker who has been a longtime outside member of G.E.C.'s well-connected board of directors. ''Ninety percent of them are fielded by Kenneth Bond before they go any further.'' Whatever the source of the idea, Lord Catto added, Lord Weinstock is driven to make sure that it is examined from every conceivable angle. ''He is not a great risk taker.''
+Lord Weinstock says of G.E.C.'s decision-making style: ''We have an open door policy and everyone is always walking in and out of each other's room. The struggle is to define our objectives and then decide objectively. If we have the facts, we cannot disagree about the solutions.''
+But sometimes, G.E.C. has discovered, belatedly, that it didn't have the right facts. In 1979, G.E.C. bought the A. B. Dick Company, a Chicago-based office equipment maker that had a nationwide distribution and sales system G.E.C. hoped to use as a basis for extending its presence in the United States. In retrospect, G.E.C. admits, it not only paid too much for the family- owned business but allowed it to be mismanaged following the takeover. The figures received in London did not reveal the extent to which A.B. Dick had ignored its bread-and-butter graphics reproduction business while overinvesting in word processing and advanced office electronics - products that were mysteries to its sales force, according to David Powell, the executive G.E.C. finally dispatched from headquarters last year to halt the losses.
+''It was a case where our decentralized style hurt us,'' conceded Lord Weinstock.
+In the long run, Lord Nelson said, G.E.C.'s long-running battle against centralization may create another challenge - namely, who will take the reins after Lord Weinstock's retirement.
+''The problem of succession doesn't have a clear answer,'' Lord Nelson admitted.
+One intriguing possibility arose this year when Lord Weinstock lured his 32-year-old son, Simon, away from his international banking position at S. G. Warburg & Son. The younger Weinstock is working with his father and Sir Kenneth Bond on strategic planning.
+This is not to say Lord Weinstock is planning to retire soon. For all his love of his racehorses and music - he and his wife, Netta, journey to the Salzburg festival each year to hear the Mozart performances that are his chief musical joy - Lord Weinstock said the prospect of a retirement that would allow him to pursue these interests is ''not my idea of a good time.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MATER+BUILDER+OF+BRITAIN%27S+ELECTRICLA+EMPIRE&title=New+York+Times&issn=03624331&date=1984-09-02&volume=&issue=&spage=A.5&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 2, 1984","True, it's been years since Lord Weinstock set out on the kind of takeover binge that, in the 1960's, built G.E.C. to its present size. But Lord Weinstock is still quite willing to throw G.E.C.'s weight around. That much was demonstrated in late May after Thorn-EMI P.L.C. announced that it hoped to merge with British Aerospace P.L.C., an aircraft and defense equipment maker that is one of G.E.C.'s largest customers. Lord Weinstock responded by starting his own merger talks - confronting Thorn, a consumer electronics and entertainment company, with the prospect of a bidding war with G.E.C. To no one's surprise, Thorn decided to drop the whole idea as soon as British Aerospace formally said it wasn't interested. And by the end of June, talk of a G.E.C. bid for British Aerospace had also evaporated. ''[Arnold Weinstock] has a financial mind, but he's got that something extra you might call flair,'' said Lord Carrington, the former Foreign Minister who was G.E.C.'s chairman for a year before leaving in May to become the new secretary-general of the North Atlantic Treaty Organization. ''His mind works in an original, exhilarating way.'' ''Lord Weinstock turns out lots of ideas, many of which are hopeless,'' said Lord Catto, a merchant banker who has been a longtime outside member of G.E.C.'s well-connected board of directors. ''Ninety percent of them are fielded by [Kenneth Bond] before they go any further.'' Whatever the source of the idea, Lord Catto added, Lord Weinstock is driven to make sure that it is examined from every conceivable angle. ''He is not a great risk taker.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Sep 1984: A.5.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,425191197,"United States, New York, N.Y.",English,2-Sep-84,,New York Times,NEWSPAPER,,,,,,,
+HARD DECISIONS AHEAD FOR THE NEW CHI EF OF LEVI STRAUSS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hard-decisions-ahead-new-chief-levi-strauss/docview/424955805/se-2?accountid=14586,"SAN FRANCISCO JUST weeks before he formally took
+over April 4 as president and
+chief executive of Levi Strauss & Company, Robert D. Haas pulled the plug on one of the company's more successful television commercials.
+The 30-second spot on MTV, cable's rock video channel, featured a willowy young woman in Levi jeans striding out of an auto junkyard, accompanied by a silken female voice singing, ''I know where I'm going from here.'' A giant grappling hook then descended on a white Porsche, smashing in the new car's roof and hauling it away to be crushed.
+The message Levi executives wanted to get across to teen-age viewers was that self-confident, sensible women reject symbols of luxury for affordable, utilitarian goods like Levi jeans. It apparently worked, as sales of the company's women's jeans soared through autumn and winter.
+But the ad's violent conclusion provoked a sometimes heated debate within Levi's, a company known for its social concerns - and it drew scores of written protests from distressed parents. Mr. Haas, then executive vice president and chief operating officer, ordered the ad taken off the air in mid-March, labeling it a jarring image of pointless destruction and an unwarranted slap at Porsche. The decision by the 42-year-old great-great-grandnephew of the jeans maker's founder, Levi Strauss, came as no surprise to those who have watched his steady ascent to the president's chair since joining the company 12 years ago. Mr. Haas, who served in the Peace Corps and also marched in civil rights demonstrations, has long tried to mix business decisions with ethical concerns at the world's largest apparel company.
+That's not easy now at Levi's, which is going through a major cutback, involving thousands of jobs and numerous plant shutdowns. Mr. Haas is pushing ahead with the closings as a necessary cost-cutting move. But he has tried to ease the blow, backing efforts to place discharged employees elsewhere at Levi's or in other companies.
+''This is an unusual company in its concern for people and Bob has a great deal of influence on these policies,'' said Roger W. Heyns, a former chancellor of the University of California at Berkeley and a Levi board member who heads a directors' com mittee on social responsibility and ethics.
+The influence comes, of course, from being a member of the family that still controls Levi Strauss and now runs it again from the chief executive's chair. Mr. Haas succeeds Robert T. Grohman, 59, the only non- family chief executive in Levi's 134-year history. Mr. Grohman had been heading the company on an interim basis while Mr. Haas's grooming proceeded. ''He's had the respect of his peers all along,'' Mr. Heyns said of Mr. Haas, who was valedictorian at Berkeley and ranked in the top 5 percent of his class at the Harvard Business School. ''It's been a steady, solid performance.''
+Levi's went public in 1971 after more than a century of family ownership. A global corporation that derived nearly a third of its $2.73 billion in 1983 sales outside the United States, Levi's has 43,000 employees.
+Members of the Haas family still hold about 44 percent of the company's 37.6 million shares, worth $580 million. And the new president's uncle, Peter E. Haas, 65, and father, Walter A. Haas Jr., 68, remain on the scene, as chairman and head of the board's executive committee, respectively.
+But Mr. Grohman's appointment as chief executive and president in 1981, succeeding Peter Haas, was seen as a recognition by top management that no younger member of the family was then ready to take over. Mr. Grohman, one-time president of the B.V.D. Company and the former head of Levi's international operations, concentrated on improving productivity, squeezing out annual gains of 5 percent or more. But he also spent much of his time training his successor.
+When Mr. Grohman moved up, Robert Haas moved, too, replacing him as chief operating officer and executive vice president. ''It was pretty clear by that point,'' said Robert Dunn, Levi's vice president for corporate communications, ''that Bob was being groomed for the top job.'' The final transition was announced last November. Mr. Grohman, who has had two minor operations in recent years and often voiced a desire to retire early, is now a company director.
+''Robert Haas would have probably risen to the top in just about any company, although maybe not as quickly as at Levi's,'' said Dennis Ross, a retailing and consumer analyst with Montgomery Securities in San Francisco. ''But there is no doubt that this is a very bright, perceptive person and an able manager.''
+THOSE traits will be immediately
+put to the test because the new
+president has taken command at a time when Levi's is trying to emerge from three years of erratic earnings.
+The company rebounded in 1983 from the recession after two years of big profit declines, registering a 54 percent gain, to $194.5 million, or $4.61 a share. But it suffered a disappointing first quarter this year, with a 70 percent drop in profits, to $10.9 million, or 26 cents a share. Jeffrey Edelman, an apparel analyst with Dean Witter Reynolds, said he expects a slight decline in earnings for the year, to about $4.50 a share.
+The company continues to dominate the denim jeans market, accounting for more than 125 million of the 500 million pairs sold annually in this country. The problem is that the demand for jeans has flattened and the strong dollar has kept foreign sales acutely depressed.
+With two-thirds of its worldwide sales still derived from denim and corduroy products - mostly jeans - many Wall Street analysts doubt that Levi's can recapture the glory of the late 1970's, when profits jumped at an average annual rate of 37 percent.
+Mr. Haas says he hopes to prove the analysts wrong by focusing on advertising, plant closings, factory automation and computerized order systems to increase sales and cut costs.
+The company is about to kick off a $36 million advertising campaign for its basic button-fly, ''501'' blue jeans, with heavy television exposure during the Summer Olympic Games. It will spend another $13 million of this year's $150 million advertising budget, up from $119 million last year, to back its varied corduroy lines.
+At the same time, Levi's is trying to lessen its dependence on jeans with a wide range of athletic and informal dresswear.
+But one analyst, who asked not to be identified, said the company has yet to prove it has the agility to spot and lead fashion trends outside of jeans. Its line of casual dresswear, David Hunter, flopped on introduction in 1976. It was reintroduced last year and, according to the company, is now meeting projected sales.
+Levi's size may simply make it too cumbersome to compete against its more entrepreneurial designer rivals, the analyst added. Such designers as Calvin Klein, Liz Claiborne and Ralph Lauren have scored dramatic successes by entering the mass market, ready-to-wear category.
+''It will be interesting to see if, under his leadership, Levi can maintain its belief in an overall strategy, yet move quickly to take advantage of short-term opportunities,'' the analyst said of Mr. Haas, adding, ''The jury is still out.''
+Mr. Haas sees the problem much the same way. ''Innovation is what's going to be required to be successful down the road,'' he said recently in his office at the company's $125 million, campus-like headquarters at the foot of Telegraph Hill, near San Francisco Bay. And he concedes that ''we've had mixed success with this.'' In an attempt to improve the odds, Mr. Haas reached an agreement in January with Perry Ellis, the designer, to create a fashion line for Levi, including its first designer jeans that will be available in about a year.
+Then, too, a line of jogger-style athletic wear overcame a halting start to grow in four years into a $60 million business. The line is expected to get a boost from the Olympics, for which Levi's, as the official outfitter, is making uniforms for the American athletes and all Olympic personnel.
+And the company is basking in a minor overnight success called Shock Waves T-shirts, designed for a teen- age market. Levi expects to sell as many as 500,000 of the faddish T-shirts, compared with an original estimate of 30,000.
+Mr. Haas will also continue the retrenching begun by Mr. Grohman. Since 1982, the company introduced more than 100 product lines while closing 11 plants and eliminating 400 management and 2,260 factory jobs. Just last week, it announced that it would close a 12th plant, in Greensboro, N.C., on June 1.
+MR. HAAS came relatively late to Levi's. Until he asked permission to ''apply for a job'' one day over lunch in 1972, his father recalls, the two had never discussed the idea of a Levi's career for him, even though Robert was the oldest of Walter Haas's three children and a family member had always run the business.
+Robert Haas lived a privileged childhood in San Francisco's fashionable Pacific Heights. He followed his father and uncle in attending Berkeley. His four years there, he recalled, opened his eyes to a world of injustice and poverty. ''I was not the same person when I graduated,'' he said.
+He entered the Peace Corps after graduating in 1964, becoming the only English-speaking person in a town of 10,000 in the Ivory Coast. ''I learned a lot about independence and self-reliance,'' he said.
+He again followed in the footsteps of his father and uncle by attending the Harvard Business School. Following a year as a White House Fellow, Mr. Haas began his business career in the San Francisco office of McKinsey & Company, the big New York- based management consulting concern. It was during this time that he met his wife, the former Colleen Gershon, a lawyer. Mrs. Haas put her career aside after their only child, a daughter, was born in 1979.
+Mr. Haas stayed at McKinsey for three and a half years. ''I enjoyed my work there, but I learned that I'm more of a builder,'' he said. ''So I looked around for companies that had a marketing orientation, didn't pollute, cared about people and had a social conscience - not just a concern about the bottom line. The more I looked, the more I realized that Levi's was that company.''
+''I didn't want to put any pressure on him, but I knew his capabilities and I was thrilled,'' his father said of the decision. Walter Haas's other son, Walter J., 34, is executive vice president of the Oakland A's baseball team, which the elder Mr. Haas acquired in 1980. A daughter, Elizabeth, 39, is married to E. Roy Eisenhardt, president of the A's. She also put aside a career as a lawyer to raise her children.
+If Mr. Haas had not joined the business, Peter L. Thigpen, 44, the head of the company's $2 billion-a-year U.S.A. division, might have been a likely candidate for the top spot.
+Mr. Thigpen, a top-ranking Stanford M.B.A. with the company since 1967, said he has no regrets. ''I've never considered aspiring to be chairman or chief executive,'' he said. ''It's hard to be totally objective about Bob because our chemistry works well together. He's an incredibly bright, analytical guy, and I'm more free form.''
+The only other younger family member at Levi's is the chairman's son, Peter Haas Jr., 36. A Stanford graduate who also has a Harvard M.B.A., Peter Jr. joined the company in 1972, the same year as his older cousin, and worked for several years in its European operations. In his current job as liaison with Levi's suppliers, he is considered ''a high-potential employee being groomed as part of the company's management succession plan,'' according to a company spokesman.
+One of Robert Haas's former consulting colleagues at McKinsey, James O'Toole, now a management professor at the University of Southern California, is researching a book on what he regards as eight well-managed American companies.
+Levi's is one of them, Mr. O'Toole said, in part because of its long-range view and its heavy investment in its employees.
+''Bob already is the equal of the other chief executives, but he's 20 years younger,'' he said. ''Bob is very smart and very principled - and that is very rare. He's taking an already excellent company and making it great.''
+Mr. Haas is making no such boasts. Still, he says he is intent on returning the company to a period of steadily rising profits, while preserving what he describes as an organization that doesn't run roughshod over the concerns of its employees.
+''I'm lucky because my personal values and the traditions of the company tend to be very tight,'' he said.
+''The company cares not only for the welfare of its employees but also for others in the community,'' he said. ''Down the road, I hope it can be said that this continues to be the essence of Levi Strauss.''
+After a pause, he added, ''And making money for shareholders, too.'' AT A GLANCE Levi Strauss & Co. All dollar amounts in thousands, except per share data Three months ended Nov. 2719831982 Revenues $705,000$686,500 Net income 51,60045,900 Earnings per share $1.22$1.10 Year ended Nov. 2719831982 Revenues $2,731,273$2,572,172 Net income 194,523126,575 Earnings per share $4.61$3.05 Main Lines of Business Contribution to 1983 revenues Apparel 100% Total assets, Nov. 27,1983 $1,831,875 Current assets *1,427,443 Current liabilities *509,027 Long-term debt *225,045 Book value per share, Nov. 27, 1983 $25.15 Stock price, April 13 , 1984 N.Y.S.E. consolidated close 34 5/8 Stock price, 52-week range 56-33 5/8 Employees, Nov. 27,1983 43,000 Headquarters San Francisco",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HARD+DECISIONS+AHEAD+FOR+THE+NEW+CHIEF+OF+LEVI+STRAUSS&title=New+York+Times&issn=03624331&date=1984-04-15&volume=&issue=&spage=A.6&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 15, 1984","The influence comes, of course, from being a member of the family that still controls Levi Strauss and now runs it again from the chief executive's chair. Mr. Haas succeeds Robert T. Grohman, 59, the only non- family chief executive in Levi's 134-year history. Mr. Grohman had been heading the company on an interim basis while Mr. Haas's grooming proceeded. ''He's had the respect of his peers all along,'' Mr. [Roger W. Heyns] said of Mr. Haas, who was valedictorian at Berkeley and ranked in the top 5 percent of his class at the Harvard Business School. ''It's been a steady, solid performance.'' Mr. Haas sees the problem much the same way. ''Innovation is what's going to be required to be successful down the road,'' he said recently in his office at the company's $125 million, campus-like headquarters at the foot of Telegraph Hill, near San Francisco Bay. And he concedes that ''we've had mixed success with this.'' In an attempt to improve the odds, Mr. Haas reached an agreement in January with Perry Ellis, the designer, to create a fashion line for Levi, including its first designer jeans that will be available in about a year. Mr. [Peter L. Thigpen], a top-ranking Stanford M.B.A. with the company since 1967, said he has no regrets. ''I've never considered aspiring to be chairman or chief executive,'' he said. ''It's hard to be totally objective about [Bob] because our chemistry works well together. He's an incredibly bright, analytical guy, and I'm more free form.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Apr 1984: A.6.",11/15/17,"New York, N.Y.",,"Hayes, Thomas C",New York Times Company,,Newspapers,424955805,"United States, New York, N.Y.",English,15-Apr-84,,New York Times,NEWSPAPER,,,,,,,
+SEEKING TO RESTORE THE MAGIC OF VW,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspap ers/seeking-restore-magic-vw/docview/424922946/se-2?accountid=14586,"WOLFSBURG, WEST GERMANY BEFORE dawn each day, a Volkswagen employee pulls up to Carl H. Hahn's white stucco villa in a suburb of Wolfsburg and delivers one of the company's shiny new cars - a different model each morning. Mr. Hahn test drives the cars as he commutes to work.
+That's a new and unusual routine for the chairman of Volkswagenwerk A.G., the giant auto maker. A chauffeured limousine goes with the job, but Mr. Hahn has put that perk aside for a while to make what he undoubtedly considers better use of the morning commute to VW headquarters, five miles from his home in a Wolfsburg suburb.
+Even when he travels abroad, the 57-year-old chairman pursues his new, hands-on interest in the driving qualities of various cars. In Detroit, for example, he'll rent a Ford or Plymouth at the airport. In Tokyo, it's usually a Mazda or Toyota.
+''I'm trying to learn the strengths and weaknesses of all these cars to see what we can do better,'' Mr. Hahn said. That may be. But Mr. Hahn's burst of restless test driving also appears to reflect the nervousness and urgency that has crept into VW management as the giant auto maker tries to put together a strategy that will turn a profit - at last.
+Volkswagen's earnings started to decline in 1979 and the company has been losing money for the past eight quarters, which is most of the period that Mr. Hahn has been chairman. He was hired away from Continental Gummi-Werke, a tire maker, in 1981 to bring about a turnaround at VW that might restore some of the magic the company had with the Beetle in the 1960's and 1970's.
+So far, Mr. Hahn has failed. But he's counting on success in 1984, which, he says, ''is a key year for me.'' To finally turn a profit this year, Mr. Hahn, a formal, reserved man, has been trying to cut costs. But above all he's gambling Volkswagen's fortunes on the success of a new, mid-priced compact, the Golf II, that was introduced in Europe late last year and will be shown in the United States for the first time in the fall. It won't be sold outside Europe and America until 1985 at the earliest.
+The four-door Golf II looks very much like the Rabbit, which hasn't sold well in VW's important American market and is to be discountinued this summer. But the advertising campaign for the Golf will be different than the advertising for the Rabbit, and Mr. Hahn is counting on that difference to achieve his sales goals.
+In essence, the American advertising will convey the impression that the Golf is a high-quality, made-in- Germany product, just as the Beetle was. The Rabbit, on the other hand, was promoted in the United States as American-made, assembled at VW's plant in Westmoreland, Pa. The Golf is also to be assembled at Westmoreland - but that won't be mentioned in the ads.
+Will the Golf sell, justifying Mr. Hahn's strategy? Well, initial sales in Germany have been strong, but the car's popularity elsewhere in Europe remains unclear. And the auto editors at Stern Magazine aren't convinced it will be a big success. ''From an engineering point of view, the Golf II is indeed a fabulous car,'' they wrote recently. ''But it's in a boring package.''
+Even if the Golf manages to earn a profit for VW, the company's once- vaunted pre-eminence might be irretrievable, despite Mr. Hahn's efforts. That is because of the marketing inroads that have been made over the years by less expensive Japanese and American cars. Even Volkswagen's domination of German car sales is threatened these days, mostly by the rising popularity in this country of Ford cars and the General Motors Opel.
+THUS far, Mr. Hahn's cost-cutting efforts haven't produced
+great results. In general, each new VW continues to be about $1,300 more expensive to produce than similar Japanese models, and slightly more costly than many American cars. That's because two-thirds of the company's worldwide production of 2.1 million vehicles last year came from the Volkswagen factories around Wolfsburg, and the factories here are high-wage operations that push up the cost of making a car. Mr. Hahn is automating some of these plants, spending billions on robots, but union resistance and the West German Government's minority stake in Volkswagen ownership prevent layoffs. The chairman is also negotiating joint venture agreements to shift more car production to less- costly facilities abroad, even to China.
+Lately, the focus of Mr. Hahn's effort has shifted to the marketing of the Golf II, which is being promoted even in Europe as if it were somehow comparable in quality to the Beetle, that oddly-shaped product of German engineering skill that eclipsed the Model T Ford as the industry's all- time best seller.
+As the Beetle's popularity began to decline in the mid-1970's (it is made today only in Mexico and Brazil), the Golf I was introduced and it set the pace for a generation of fuel-efficient hatchbacks, bringing healthy profits to VW until 1979. The Golf II, unveiled at the Frankfurt auto show last fall, is larger outside and roomier inside than its predecessor, but virtually unchanged in style. VW says the startling changes are in beneath-the-skin technology, such as greater fuel efficiency, smoother handling and more sophisticated extras, like central door locking systems, power windows and air conditioning.
+Fully equipped, the Golf sells in Germany for the equivalent of $6,484. That's about the same price as the similar Opel Kadette, but $200 more than the Ford Escort and $400 above comparable Japanese cars, like the Mitsubishi Colt.
+The Golf II's price in Germany is roughly equal to that of the Rabbit in the United States. The Rabbit was based on the Golf I, with modified styling for the American market. The Golf II, on the other hand, will role off the assembly line at Westmoreland, Pa., looking nearly identical to the Golf sold in Germany, although the pricing might be higher. To reinforce the German identification, the American-made car will be called the Golf, the German name, rather than the Rabbit or some other American adaptation.
+So far, Mr. Hahn is being given a free hand by VW's directors to work his strategy. Even the unions representing VW employees have remained relatively quiet, despite the threat of eventual layoffs that factory automation here has posed.
+''If anyone can do the job, it's probably Carl Hahn,'' one analyst said. ''But this will probably be the biggest test he's ever faced.''
+VW lost $117 million worldwide in 1982 - chiefly because of big operating deficits in the United States and Brazil, its major overseas operations. Last year, the worldwide loss was $96.6 million through the first three quarters, and the full-year loss - to be announced in May - is expected to match 1982's, despite a 7 percent rise in sales, to an estimated $15.6 billion. If the new Golf II and the cost-cutting fail to improve earnings in 1984, Mr. Hahn is likely to come under public criticism from shareholders and also from VW executives, some of whom resent him anyway for his autocratic management style.
+MR. Hahn, who runs the VW empire from a plainly furnished office in the glass-and-aluminum headquarters building here, argues that he has found the solution to VW's sales lag in a continuation of his price-cutting efforts and in the marketing of the Golf as a mid-priced, well-engineered compact. In fact, Mr. Hahn said that American buyers helped to convince him of the marketing potential for top-quality, made-in- Germany vehicles. That happened late last year, he said, when the strong dollar made auto exports profitable, and Americans bought up the hundreds of luxury Audis that VW shipped to the United States. They did so while sales languished for VW's American-made Rabbit.
+''The people who bought the Beetle were customers with a very high education level,'' Mr. Hahn argues. ''They liked its driving qualities. It is the same today, and the market for highly engineered cars like the Golf is large and attractive.''
+The VW chairman is also pursuing a policy of expanding overseas production of the company's cars, to replace imports of the more expensive German-made vehicles. Currently, Brazil and the United States are the major VW manufacturing centers outside Germany, but new joint-venture agreements are changing this.
+To crack the protected Spanish market, for example, VW signed agreements with S.E.A.T., the Spanish auto maker, that permitted VW to begin production last year of its subcompact Polo model in Spain. This year, both companies will begin assembly of the larger Passat and Santana models. Production of 120,000 to 130,000 cars a year is planned.
+In Japan, VW agreed with Nissan last year to begin joint production of 60,000 Santana sedans a year, for distribution in Japan and the Far East. Talks are under way with China to assemble the Santana at a factory in Shanghai, and with East Germany to deliver light trucks and an engine assembly plant. The engines turned out at the plant would be shipped to VW factories here in exchange for the trucks.
+Above all, Mr. Hahn is concentrating on autos and not attempting more of the diversification that led Volkswagen in 1978 to purchase its much- touted Triumph-Adler office machine subsidiary from Litton Industries. That operation has been a disappointment for Mr. Hahn, although Triumph-Adler's loss of just under $28 million last year was about half the 1982 loss. But new competition in office machines is coming today from Olivetti, Phillips, I.B.M. and A.T.& T., and Triumph-Adler is struggling to respond by replacing its aging product line with new electronic typewriters and computer systems.
+Much of VW's auto strategy is solely of Mr. Hahn's making, according to analysts and VW officials. He is described by some of his executives, and by outsiders, as an autocrat in a Volkswagen culture where decisions had traditionally been based on dialogue and consensus. As a result of his style, the autonomy of the company's major overseas units has been reined in, creating a new, more tightly controlled management.
+Mr. Hahn's style became evident early in 1982 when he presided for the first time as chairman over a VW shareholders' meeting, in the sprawling town assembly hall in Wolfsburg, which is to Volkswagen what Hershey, Pa., is to Hershey Chocolate. In previous years, the management board had faced the shareholders as a panel, and questions were directed by the chairman to various members, depending on the topic. Mr. Hahn, however, chaired the meeting like a schoolmaster, lecturing shareholders on the company's performance and fielding almost all questions himself, rarely permitting other board members to speak.
+''He's a very hard worker, but not so capable of consensus,'' was how one businessman who knows Mr. Hahn described the chairman. ''That didn't matter, perhaps, at Continental, but at a big company like VW there are more contacts; you depend on the good will of many more people.''
+Mr. Hahn actually started his career at Volkswagen in 1954, just out of school with a doctorate in economics, and by 1973 he had worked his way up to a top executive post - sales director - when he clashed with Rudolf Leiding, the chairman, and was forced out. The details of the clash were never publicly disclosed. Some VW officials, have said, however, that Mr. Leiding blamed Mr. Hahn for a sales slump. Others said that the stubborn and independent Mr. Hahn had opposed Mr. Leiding's plan to increase VW's European sales and thus make VW less reliant on the United States, its biggest market in those days. As general manager in the United States from 1959 to 1964, Mr. Hahn had made America the big market by engineering the huge sales success of the Beetle in that country.
+Whatever the reasons for his departure, Mr. Hahn was quickly named chief executive of Continental Gummi-Werke, the German tire maker that had slept through new tire developments, such as steel-belted radials, and was on the verge of leaving tire making altogether in favor of more lucrative specialty rubber products, like auto parts. But Mr. Hahn stubbornly kept Continental in the tire business, and even expanded tire making through smart acquisitions, including the takeover of Uniroyal's European unit.
+''Continental's turnaround was in large measure the work of Hahn,'' said Manfred Emcke, a Hamburg- based consultant and member of the Continental board. ''He's strong in his own convictions. He emits no warmth, but he's unbelievably intelligent. A difficult person, but a man who can think strategically.''
+The Continental performance, of course, made Mr. Hahn's reputation as a turnaround specialist and it led to his return to Volkswagen in 1981, where he replaced the ailing Toni Schm""ucker as chairman. But VW has lost ground since then in Europe, the United States and Latin America, its three most important markets.
+THOUGH European auto sales
+grew by about 4.7 percent last
+year, to 10.5 million cars, aggressive selling by the American auto giants, Ford and General Motors, and increasing inroads by the Japanese, resulted in VW's market share dwindling to 11.7 percent, from 11.9 percent in 1982.
+And in the important United States market, where VW market share has fallen to 2.3 percent from 3.4 percent, Volkswagen lost $136 million in 1982 and just managed to break even last year, thanks to the lively sales of the imported Audi models.
+In Latin America, VW took a terrible drubbing last year. Severe austerity policies in debt-ridden nations, like Brazil, Mexico and Argentina, destroyed customer buying power and slashed sales, while government anti-inflationary price controls prevented the company from passing on rising costs to customers. Losses in Brazil, once VW's biggest overseas market and the home of its biggest overseas manufacturing operation, have totaled more than $230 million over the last four years.
+Large doubts loom over Mr. Hahn's strategy for Latin America, which consists essentially in trimming back operations until the region's economc squalls blow over. But analysts note that VW's market shrinkage in the region has been greater than the shrinkage of the auto market as a whole. While VW's slice of the big Brazilian market, for example, dropped to 40.9 percent last year, from a commanding 55 percent share as recently as the mid-1970's, General Motors, Ford and Fiat have increased their shares.
+New model production enabled some companies to soften the blow by exporting Brazilian-built cars abroad. Thus, Ford will ship 12,000 to 15,000 of its subcompact Escorts from Brazil to Scandinavia this year, and it is contemplating deliveries to other European countries as well.
+To be sure, the Brazilian subsidiary, VW do Brasil, last year landed a four-year, $300 million contract to deliver 50,000 Passats - the Dasher in America - to war-torn Iraq. But analysts view it as a one-shot deal that may have resulted from the Kuwaiti Government's 10 percent ownership stake in VW. Kuwait is Iraq's ally.
+''I would argue that the game has changed the ground rules,'' a German analyst familiar with VW's Latin American position argued. ''It's not just a question of waiting out the slump. Ford is now a strong player. G.M. and Fiat, too,'' he said. ''The good old days of VW leadership are gone.''
+AT A GLANCE Volkswagenwerk All dollar amounts in thousands, except per share data Six months ended June 3019831982 Revenues$7,530,000$7,490,000Net income(55,100)23,600 Year ended Dec. 3119821981 Revenues$15,426,000$15,609,000Net income(123,629)56,040 Main Lines of Business Contribution to 1982 revenues Automobile production 95%Office equipment 5% Total assets, Dec. 31, 1982 $10,630,000Current assets *5,757,000Current liabilities *3,908,000Long-term debt *578,999Employees, Dec. 31, 1982 229,116Headquarters Wolfsburg, West Germany(loss)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SEEKING+TO+RESTORE+THE+MAGIC+OF+VW&title=New+York+Times&issn=03624331&date=1984-03-25&volume=&issue=&spage=A.4&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1984","Will the Golf sell, justifying Mr. [Carl H. Hahn]'s strategy? Well, initial sales in Germany have been strong, but the car's popularity elsewhere in Europe remains unclear. And the auto editors at Stern Magazine aren't convinced it will be a big success. ''From an engineering point of view, the Golf II is indeed a fabulous car,'' they wrote recently. ''But it's in a boring package.'' ''Continental's turnaround was in large measure the work of Hahn,'' said Manfred Emcke, a Hamburg- based consultant and member of the Continental board. ''He's strong in his own convictions. He emits no warmth, but he's unbelievably intelligent. A difficult person, but a man who can think strategically.'' ''I would argue that the game has changed the ground rules,'' a German analyst familiar with VW's Latin American position argued. ''It's not just a question of waiting out the slump. Ford is now a strong player. G.M. and Fiat, too,'' he said. ''The good old days of VW leadership are gone.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1984: A.4.",11/15/17,"New York, N.Y.",WEST GERMANY UNITED STATES,"Tagliabue, John",New York Times Company,,Newspapers,424922946,"United States, New York, N.Y.",English,25-Mar-84,"AUTOMOBILES; COMPANY AND ORGANIZATION PROFILES; ADVERTISING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+THE NAMES BEHIND THE O-T-C SYMBOLS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/names-behind-o-t-c-symbols/docview/424891316/se-2?accountid=14586,"Chubb is Chubb, Apple is Apple and MCI is MCI. But not all over-the- counter stocks are as easily recognized by their published O-T-C listings. A holder of, say, Comprehensive Care stock might find it hard to tell at a glance whether he should look under CompC, Compcp, CmpA or a host of other alphabetical flourishes.
+The listing below is intended as a guide through the thickets of the O-T-C. It includes top-ranked companies whose stocks are among the 739 securities included in the Nasdaq National Market System - the ones found in The New York Times under the ''National Market'' heading.
+In all, there are some 4,500 Nasdaq securities - the National Market plus about 1,790 on the National List, which has less stringent requirements, and some 2,000 on the Supplemental List. The Times publishes trading data on the complete National Market and National List, provided by The Associated Press, and also publishes data on the top- ranked quarter of the Supplemental List.
+To qualify for Nasdaq's National Market System - a system mandated by Congress in 1975 and operated by the National Association of Securities Dealers - companies must meet certain requirements in addition to those required for the National List. If an issue has traded an average of 600,000 shares a month for six months and sells for $10 or more, then under Securities and Exchange Commission rules it must be placed in the National Market System. If the issue has traded at an average of 100,000 shares a month for six months and sells for $5 or more, the company may elect to join the National Market voluntarily.
+The sizes of the lists vary as securities are added or dropped - last year, for example, 914 initial public offerings joined Nasdaq. The list below includes 12 issues added last week to the National Market system, and a N.A.S.D. spokesman said about 50 issues are added to that list each month. AFG AFG Industries Inc. AGS AGS Computer AIA AIA Industries ASK C ASK Computer Systems Acadin Academy Insurance Group Acelrtn Acceleration Corp. AcuRay Accuray Corp. AdacLb Adac Labs Adage Adage Inc. AdvCir Advance Circuits Inc. AdvSy Advanced Systems Inc. AflBsh Affiliated Bankshares of Colorado AgcyRt Agency Rent a Car AirWisc Air Wisconsin Services AlexBld Alexander & Baldwin Algorex Algorex Corp. AllegB Allegheny Beverage AldBn Allied Bankshares Altos Altos Computer System Amarx Amarex Inc. Amcast Amcast Industrial Corp. ABnkr American Bankers Insurance Group ACarr American Carriers Inc. AFdSL American Federal S&L, Colo. AFletch American Fletcher Corp. AGreet American Greetings AinLf American Income Life Insurance AinGp American International Group AMS American Management Systems ANtins American National Insurance Co. AQuasr American Quasar Petroleum Co. AmSoft American Software ASolr American Solar King ASurg American Surgery Centers Corp. Amgen Amgen Anadite Anadite Inc. Anlogic Analogic Corp. AnalyI Analysts International Corp. Anaren Anaren Microwave Inc. Andrew Andrew Corp. Apoge Apogee Enterprises Inc. ApolloC Apollo Computer Inc. AppleC Apple Computer Inc. ApldMt Applied Materials ArgoSy Argo System ArizB Arizona Bancwest Corp. Artel Artel Communications AsdHt Associated Hosts Inc. Astrosy Astrosystems Inc. AtlntB Atlantic Bancorp AtlanR Atlantic Research Corp. AtSeAir Atlantic Southeast Airlines Austron Austron Inc. AtwdOc Atwood Oceanics Inc. AutTrT Auto-Trol Technology Autmtx Automatix Inc. Auxton Auxton Computer AvntGr Avant-Garde Computing Avntek Avantek Inc. AztcMf Aztec Manufacturing Aztech Aztech International Ltd. BPI Sy BPI Systems BRCom BR Communications Bncohio Bancohio Corp. Banctec Banctec Inc. BangH Bangor Hydro-Electric Co. BkNEn Bank of New England Corp. Banta Banta (George) Co. BasTn Base Ten Systems BassTf Bassett Furniture BastWk Bassett Walker BayBks Baybanks Inc. BellNt Bell National BetzLb Betz Labs Inc. BevHs Beverly Hills Savings & Loan Big B Big B Inc. BigBite Big Bite Inc. Billings Billings Corp. BioRes Bio-Response Inc. Biochm Biochem International. Biogen Biogen N.V. Birdinc Bird Inc. BishG Bishop Graphics Inc. Bliss Bliss, A.T. & Co. BobEv Bob Evans Farm BstnDig Boston Digital Corp. BraeCp Brae Corp. Brenco Brenco Inc. BristC Bristol Corp. BrwTom Brown, Tom Inc. Bruno Bruno's Inc. BurlCt Burlington Coat Factory Warehouse BMA Business Men's Assurance Co. of America C COR C-Cor Electronics CP Rh C.P. Rehab Corp. CBT CBT Corp. CFS CFS Continental Inc. CGA C CGA Computer Inc. CPI CPI Corp. CPT CPT Corp. Cache Cache Inc. CACI Caci Inc. Paired Security Calfed Calfed Inc. Calibre Calibre Corp. CalMic California Microwave Inc. CallonP Callon Petroleum Co. CareEn Care Enterprises Carolin Carolin Mines Ltd. Cencor Cencor Inc. Centran Centran Corp. Cerb Cerberonics Inc. Cetus Cetus Corp. CharRv Charles River Breeding Labs ChrmS Charming Shoppes Inc. ChkPnt Checkpoint Systems Inc. ChkTch Check Tech ChLwn Chemlawn Corp. Chemex Chemex Pharmaceuticals ChiChi Chi Chi's Inc. Chomer Chomerics Inc. Chubb Chubb Corp. Chyrn Chyron Corp. Cipher Cipher Data Products CtzSGa Citizens & Southern National Bank, Ga. CtzFid Citizens Fidelity Corp. CtzUt Citizens Utilities CityFd City Federal Savings & Loan ClayHo Clayton Homes Inc. CobeL Cobe Laboratories Coeur Coeur D'Alene Mines Cogenic Cogenic Energy Systems Cohrnt Coherent Inc. ColabR Collaboratine Research Inc. Colagen Collagen Corp. Collins Collins Industries Inc. ColLfAc Colonial Life & Accident ColrTle Color Tile Inc. ColoNB Colorado National Bankshares Comair Comair Inc. Comcst Comcast Corp. Cmdta Comdata Network Comdial Comdial Corp. CmceU Commerce Union Corp. CmlShr Commercial Shearing Inc. ComAm Communications Corp of America ComInd Communication Industries Inc. ComSy Communications Systems Compaq Compaq Computer CompC Comprehensive Care Compcp Compucorp Compus Compuscan Inc. CCTC Computer & Communication Technology CmpA Computer Associates CmpDt Computer Data Systems vjCmpD Computer Devices Inc. CmpH Computer Horizons Corp. CmpM Computer Memories CmpLR Computer Language CmpRs Computer Resources CmTk Computer Task Group CptUs Computer Usage Co. Cmputn Computone Systems Cmsrve Comserv Corp. Comshr Comshare Inc. Cmpshp Compushop Inc. Comtch Comtech Telecommunications ConcptI Concept Inc. CnCap Consolidated Capital Income CnCapS Consolidated Capital Special Trust ConPap Consolidated Papers Inc. Consul Consul Corp. CntInf Continental Information Systems Corp. CtLasr Control Laser Convgt Convergent Technologies Convrse Converse Inc. Coors Coors, Adolph Cordis Cordis Corp. CoreSt Core States Financial Corvus Corvus Systems Cosmo Cosmo Communications CrimeC Crime Control Cronus Cronus Industries Inc. CrosTr Cross & Trecker Corp. Crump Crump, E.H. Cos. CullnFr Cullen-Frost Bankers Culum Cullum Companies Inc. Cycare Cycare Systems Inc. DBA DBA Systems Inc. DaisySy Daisy Systems Corp. DmnBio Damon Biotech Datcrd Data Card Corp. Dtads Data Design Labs Dta IO Data I-O DtSwtc Data Switch Corp. Datscp Datascope Corp. Datum Datum Inc. Dawson Dawson Geophysical DebShp Deb Shops Inc. DecisD Decision Data Computer Corp. DeklbA Dekalb Agresearch Cl B DeltaDr Delta Drilling Co. Denelcr Denelcor Inc. DentM s Dento-Med Industries DiagDt Diagnostic Data DiagP Diagnostic Products Diasonc Diasonics Inc. Dicmd Dicomed Corp. Diglog Digilog Inc. DigtCm Digital Communications DigitS Digital Switch Corp. Dionex Dionex Corp. DistLog Distributed Logic Divfood Diversifoods Inc. DocuOl Docutel Olivetti DolrGn Dollar General Corp. DomBs Dominion Bankshares Corp. DoylDB Doyle Dane Bernbach Drexlr Drexler Technology DreyG Dreyer's Grand Ice Cream Inc. DuckAl Duckwall-Alco Stores Duriron Duriron Co. DurFil Durr-Fillauer Medical Dynscn Dynascan Corp. Dyntch Dynatech Corp. Dysan Dysan Corp. EH Int E-H International Inc. EaglCpt Eagle Computer EarlCal Early California Industries EconLb Economics Lab Inc. ECmp Educational Computer Corp. ElPas El Paso Electric Co. ElanCp Elan Corp. ElcBio Electro-Biology Inc. ElCath Electro-Catheter Corp. EleNucl Electro-Nucleonics ElcRnt Electro-Rent Corp. ElModl Electronic Modules ElctMis Electronics, Missles & Communications Elecsp Electrospace Systems Elscint Elscint Ltd. Emulx Emulex Corp. Endta Endata Inc. EngConv Energy Conversion Devices Inc. EngRsv Energy Reserve Inc. EnzBi Enzo Biochem Inc. EqtOil Equity Oil Co. EvnSut Evans & Sutherland Computer ExcalT Excalibur Technology Corp. FMI FMI Financial Corp. FrmF Farm Fresh Inc. FrmG Farmers Group Inc. Feroflu Ferrofluidics Corp. Figgie Figgie International Holdings Fingmx Fingermatrix Inc. Finigan Finnigan Corp. FtAlaBk First Alabama Bancshares FtATnn First American Corp. FtBkSy First Bank Systems FCtyFn First City Financial Corp. FtColF First Columbia Financial FDataR First Data Resources FExec First Executive Corp. FtFdAz First Federal S&L, Arizona FtFlBk First Florida Banks FRBGa First Railroad & Bank of Georgia FSvWis First Savings Assoc. of Wis. FtUnCp First Union Corp. Flxstl Flexsteel Industries Inc. FlaFdl Florida Federal Savings & Loan FlaNFl Florida National Banks of Florida Flurocb Fluorocarbon Co. Fonar Fonar Corp. ForestO Forest Oil Corp. FortnS Fortune Systems Corp. Forum Forum Group FostM Foster Medical Foxmyr Foxmeyer Corp. Fremnt Fremont General Corp. FullHB Fuller, H.B. Co. Galileo Galileo Electro Optic Garcia Garcia's of Scottsdale Gentch Genentech Inc. GnAut General Automation Inc. GnHme General Homes GenetE Genetic Engineering GenetS Genetic Systems Genex Genex Corp. GibrSv Gibraltar Savings GibsnG Gibson Greetings GdTaco Good Taco Inc. GouldP Goulds Pumps Grantre Grantree Corp. GrphSc Graphic Scanning Corp. GtAFdl Great American Federal Savings Bank GtOutd Great Outdoor American Adventure Inc. GlfNuc Gulf Nuclear Inc. HBO HBO & Co. HCC HCC Industries Hadson Hadson Petroleum Corp. HaleSy Hale Systems Inc. HamlPt Hamilton Bros. Petroleum HarpGp Harper Group HlthCr Health Care & Retirement of America Hlthdy Healthdyne Hech Hechinger Co. HelenT Helen of Troy Corp. Helion Helionetrics Inc. Helix Helix Technologies Hogan Hogan System HmeDp Home Depot Inc. HmFSD Home Federal S&L, San Diego HomeHl Home Health Care of America Honind Hon Industries Inc. Hoover Hoover Co. HwBNJ Howard Bank New Jersey HughS Hughes Supply Inc. HungTg Hungry Tiger Inc. HntgBn Huntington Bankshares Hurco Hurco Manufacturing Co. Hybritc Hybritech Inc. HydeA Hyde Athletic Industries Hyster Hyster Co. HytekM Hytek Microsystems Inc. IMS Int I.M.S. International ISC ISC Systems Corp. Icot ICOT Corp. Imuno Immuno Nuclear Corp. Impell Impell Corp. IndNan Indiana National Corp. InfDisp Information Displays Inftrn Infotron Systems Corp. InstNt Institutional Networks Corp. Intecm Intecom Inc. Intel Intel Corp. IntlSy Intelligent Systems IntrTel Inter-Tel Inc. Intgph Intergraph Corp. Intrmgn Intermagnetics General Intmec Intermec Corp. InCapE International Capital Equipment IntClin International Clinical Labs InKing International King's Table IntLse International Lease Finance Corp. InMobil International Mobil Machines IRIS International Remote Imaging Systems Inc. IntTotal International Totalizator Systems JBRest JB's Restaurants Jackpot Jackpot Enterprises JackLf Jackson National Life Jamsby Jamesbury Corp. JefMart Jeffrey Martin Jerico Jerrico Inc. Jify Jiffy Industries JhnAm Johnstown American Cos. JonIcbl Jones Intercable Josphsn Josephson International Inc. Justin Justin Industries Inc. KLA KLA Instruments Kaman Kaman Corp. Karch Karcher, Carl Enterprises Kasler Kasler Corp. KelyJn Kelly-Johnston Enterprises Kempr Kemper Corp. KyCnLf Kentucky Central Life Kevex Kevex Corp. Kindr Kinder-Care Learning Centers Koss Koss Corp. Kratos Kratos Inc. Kroy Kroy Inc. Kruegr Krueger, W.A. Co. Kulcke Kulicke & Soffa Industries LDBrnk LD Brinkman Corp. LSI Log LSI Logic Corp. LTX LTX Corp. Laidlw Laidlaw Industries LamaT Lama, Tony Co. LndBF Landmark Banking Florida Langly Langley Corp. LeeDta Lee-Data Corp. LewisP Lewis, Palmer G. Co. Lexidta Lexidata Liebrt Liebert Corp. LfInvs Life Investors LinBrd Lin Broadcasting Corp. LincTel Lincoln Telecommunications LzClab Liz Claiborne Inc. LongF Longview Fibre Lorimr Lorimar Lotus Lotus Development Lynden Lynden Inc. Lypho Lyphomed Inc. MCI MCI Communications MDC M.D.C. Corp. MachTc Machine Technology MackTr Mack Trucks MagCt Magnetic Controls MgtSci Management Science of America Manitw Manitowoc Co. MfrsNt Manufacturers National Masstor Masstor Systems MrldN Maryland National Corp. MatrxS Matrix Science Corp. Maxwel Maxwell Labs Inc. MayPt May Pet Inc. MaynOl Maynard Oil Co. McCrm McCormick & Co. McFarl McFarland Energy McQuay McQuay-Perfex Medex Medex Inc. Med 21 Medical 21 Corp. Megdat Megadata Corp. Mentor Mentor Corp. MrdBc Meridian Bancorp Micom Micom Systems Inc. MicrMk Micro Mask Inc. Micrdy Microdyne Corp. Microp Micropolis Corp. MicrSm Microsemi Corp. MdStFd Mid-State Federal Savings & Loan MidlBk Midlantic Banks Inc. MdwAir Midway Airlines MillTch Miller Technology & Communication MillHr Miller, Herman Inc. Millipr Millipore Corp. Minstar Minstar Inc. MoblC Mobile Communications Moleclr Molecular Genetics MonCa Monarch Capital Corp. Monchk Monchik-Weber Corp. MonfCl Monfort of Colorado MonAnt Monoclonal Antibodies Monolit Monolithic Memories MonuC Monumental Corp. MorFlo Mor-Flo Industries Morrsn Morrison Inc. Moseley Moseley, Hallgarten, Estabrook, & Weeden MotClb Motor Club of America Multm Multimedia Inc. NCA Cp NCA Corp. NMS NMS Pharmaceuticals NtCty National City Corp. NtCptr National Computer Systems Inc. NDatC National Data Communications Inc. NData National Data Corp. NMicr National Micronetics NTech National Technical Services NatrBty Natures Bounty Naugle Naugles Inc. NelsnT Nelson, Thomas Inc. Nelson Nelson Research Development NwkSec Network One Inc. NtwkS Network Systems Corp. NtwkEl Networks Electronic Nwprt Newport Corp. NwpPh Newport Pharmaceuticals NiCal Ni-Cal Development Ltd. NickOG Nicklos Oil & Gas NielsA Nielsen, A.C. Nike Nike Inc. Nordst Nordstrom Inc. Norstan Norstan Inc. NAtlIn North Atlantic Industries NwNG Northwest Natural Gas NwNLf Northwestern National Life Novmtx Novametrics Medical Systems NuclPh Nuclear Pharmacy Inc. Numerx Numerax Inc. NuMed Nu-Med Systems OCG Tc OCG Technology OakHil Oak Hill Sportswear Oceaner Oceaneering International Ocilla Ocilla Industries Odetics Odetics Inc. OffsLog Offshore Logistics OhioCa Ohio Casualty Corp. OldRep Old Republic International Omnmd Omnimedical Onyx Onyx Imi Inc. OpticC Optical Coating Labs OpticR Optical Radiation Corp. Orbanc Orbanco Financial Services Orbit Orbit Instrument Oshmn Oshmans Sporting Goods OttrTP Otter Tail Power OwenMnr Owens & Minor Inc. Oxoc Oxoco Inc. PNC PNC Financial Corp. PabstB Pabst Brewing Co. PacTel Pacific Telecom PacoP Paco Pharmaceutical Services PancM Pancho's Mexican Buffet PatTc Patient Technology Inc. Patrki Patrick Industries Inc. PayN Pay 'n Save Corp. PearlH Pearle Health Services Inc. PeopE People Express Air PeopRt Peoples Restaurants Percept Perceptronics Inc. Petrlte Petrolite Corp. Phrmct Pharmacontrol Corp. PSFS Philadelphia Saving Fund Society PhnMat Phone-Mate PicSav Pic 'n' Save Corp. PionHi Pioneer Hi-Bred International PionStd Pioneer Standard Electronics PizzaTm Pizza Time Theatre PlcyM Policy Management Systems Porex Porex Technologies PosiSl Posi-Seal International Powrtc Powertec Inc. PwConv Power Conversion PrcCst Precision Castparts Priam Priam Corp. PriceC Price Communications PriceCo Price Co. Prtronx Printronix Inc. ProdOp Production Operators ProgC Progressive Corp. Quadrx Quadrex Corp. QuakrC Quaker Chemical Quantm Quantum QuestM Quest Medical Inc. QualCre Quality Care Inc. QualMi Quality Micro Systems QualSy Quality Systems Inc. Quotrn Quotron Systems RPM RPM Inc. RadSy Radiation Systems RadTc Radiation Technology Radice Radice Corp. Ragen Ragen Corp. Rainr Rainier Bancorp Ramtek Ramtek Corp. RayE Raymond Engineering Reeves Reeves Communications RgcyE Regency Electronics Regis Regis Corp. Rehab Rehab Hospital Service Reliab Reliability Inc. RpAuto Republic Automotive Parts RpHlth Republic Health Corp. Reuter Reuter Inc. Rexon Rexon Inc. RibiIm Ribi Immunochem Research Inc. Rival Rival Manufacturing Co. RoadS Roading Services Rockcor Rockor Inc. Rouse Rouse Co. RoyBGp Royal Business Group RoylRsc Royal Resources Corp. RyanFa Ryans Family Steak Houses SCI Sy SCI Systems Inc. SEI SEI Corp. SRI S SRI Corp. Safcrd S Safecard Services Inc. Safeco Safeco Corp. StJude St. Jude Medical Inc. StPaul St. Paul Companies Inc. SalCpt Salem Carpet Mills SallieM Student Loan Marketing Assoc. SanBar San-Bar Corp. Satelco Satelco Inc. SavnhF Savannah Foods & Ind. ScanOp Scan-Optics Inc. ScanTr Scan-Tron Corp. Scherer Scherer (R.P.) Corp. SciSySv Scientific Systems Services Inc. Scitex Scitex Corp. SeaGal Sea Galley Stores Seagte Seagate Technology SecTag Security Tag Systems Seibel Seibels Bruce Group Sensor Sensormatic Electric SvMer Service Merchandise Svmst Servicemaster Industries SvcFrct Service Fractuting Co. SvOak Seven Oaks International ShrMed Shared Medical Systems Shony Shoneys Inc. ShonSth Shoneys South Inc. SilicnG Silicon General Inc. SiliconS Silicon Systems Inc. SilicVal Silicon Valley Group Inc. Silicnx Siliconix Inc. Siltec Siltec Corp. SimpIn Simpson Industries Inc. SippOc S Sippican Ocean Systems SisCp Sis Corp. Sizzler Sizzler Restaurants SmithL Smith Laboratories Inc. SoonrFd Sooner Federal Savings & Loan Sovrgn Sovereign Corp. Sovran Sovran Financial SpanA Span-America Medical SpecCtl Spectrum Controls StafBld Staff Builders Standyn STanadyne Inc. StdMic Standard Microsystems Standn Standun Inc. StateGp Statesman Group Steiger Steiger Tractor SternL Sterner Lighting Systems StewStv Stewart & Stevenson Stratus Stratus Computer Stryker Stryker Corp. Subaru Subaru of America Summa Summa Medical SupSky Super Sky International SuprEq Supreme Equipment & Systems Swntn Swanton Corp. Sykes Sykes Datatronics SymbT Symbol Technologies Syncor Syncor International Corp. Syntech Syntech International Syntrex Syntrex Inc. Syscon Syscon Corp. SyAsoc Systems Associates SystIn System Industries SystGn Systematics Generaal Corp. SCT Cp System & Computer Technology TCA Cb TCA Cable TV Inc. TacViv Taco-Viva Inc Tmpx Tampax Inc. Tandem Tandem Computers Tandn Tandon Corp. TcCom Technology For Communications TlcmA Tele-Communications TelPlu Telecom Plus International Inc. Telecrd Telecredit Inc. Telepict Telepictures Corp. Telvid Tele Video Systems Inc. Telabs Tellabs Telxon Telxon Corp. TermD Terminal Data Corp. Tesdata Tesdata Systems Corp. TexFdl Texas Federal Financial Texon Texon Energy Corp. Textne Textone Inc. Thetfd Thetford Corp. ThdNat Third National Corp. Thortec Thoratec Labs ThouT Thousand Trails TmeFib Times Fiber Communications Tiprary Tipperary Corp. Tocom Tocom Inc. TrakAu Trak-Auto Corp. TWstEx Trans-Western Exploration TRNSACT Transact International TriadSy Triad Systems Corp. TrusJo Trus Joist Corp. TBkGa Trust Co. of Georgia TuckDr Tucker Drilling Co. TwnCty Twin City Barge Inc. UTL UTL Corp. Ultrsy Ultrasystems Inc. Ungmn Ungermann-Bass Unifi Unifi Inc. UnPlntrs Union Planters Corp. of Memphis UACm United Artists Communications UBColo United Banks of Colorado UnEdS United Education & Software UFnGrp United Financial Group Texas UGrdn United Guardian Inc. UnSvcL United Services Life Insurance US Ant US Antimony Corp. US Bcp US Bancorp US Ht US Health Care US Sh US Shelter US Sur US Surgical Corp. US Tr US Trust Corp. UnTelev United Television UVaB United Virginia Bankshares Inc. UnvHld Universal Holdings UnvHlt Universal Health Services UnvPat University Patents UrgeC Urgent Care Centers of America VLI VLI Corp. VLSI VLSI Technologies ValFSL Valley Federal S&L, Van Nuys, Cal. ValNtl Valley National Corp. Arizona ValLine Value Line Inc. VectorG Vector Graphic Inc. Ventrex Ventrex Labs Inc. Veta Veta Grande Co. Vicorp Vicorp Restaurants VicTch Victor Tech Inc. VictraS Victoria Station VideoCp Video Corp. of America Viking Viking Freight VisTech Visual Technology VoltIn Volt Information Sciences WD40 WD-40 Co. WlkrTel Walker Telecommunications WshE Washington Energy WFSL Washington Federal S&L, Seattle WMSB Washington Mutual Savings Bank, Seattle Wavtk Wavetek Webb Webb Co. WnCasS Western Casualty-Surety WnDigtl Western Digital Corp. Wettra Wetterau Inc. Wicat Wicat Systems Widcom Widcom Inc. Willmt Willamette Industries WilAL Williams, Al Corp. WmsSn Williams-Sonoma vjWilsF Wilson Foods Corp. WilsnH Wilson, H.J. Co. Wndmr Windmere Corp. WinnEn Winn Enterprises Winner Winners Corp. Womet Wometco Cable TV WoodD Woodhead, Daniel WoodL Woodward & Lothrop Wrthg Worthington Industries Writer Writer Corp. Wyman Wyman-Gordon Co. Xebec Xebec Xicor Xicor Xidex Xidex Corp. YlowFt Yellow Freight Systems Zentec Zentec Zondv Zondervan Corp.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+NAMES+BEHIND+THE+O-T-C+SYMBOLS&title=New+York+Times&issn=03624331&date=1984-02-12&volume=&issue=&spage=A.15&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 12, 1984","The sizes of the lists vary as securities are added or dropped - last year, for example, 914 initial public offerings joined Nasdaq. The list below includes 12 issues added last week to the National Market system, and a N.A.S.D. spokesman said about 50 issues are added to that list each month. AFG AFG Industries Inc. AGS AGS Computer AIA AIA Industries ASK C ASK Computer Systems Acadin Academy Insurance Group Acelrtn Acceleration Corp. AcuRay Accuray Corp. AdacLb Adac Labs Adage Adage Inc. AdvCir Advance Circuits Inc. AdvSy Advanced Systems Inc. AflBsh Affiliated Bankshares of Colorado AgcyRt Agency Rent a Car AirWisc Air Wisconsin Services AlexBld Alexander & Baldwin Algorex Algorex Corp. AllegB Allegheny Beverage AldBn Allied Bankshares Altos Altos Computer System Amarx Amarex Inc. Amcast Amcast Industrial Corp. ABnkr American Bankers Insurance Group ACarr American Carriers Inc. AFdSL American Federal S&L, Colo. AFletch American Fletcher Corp. AGreet American Greetings AinLf American Income Life Insurance AinGp American International Group AMS American Management Systems ANtins American National Insurance Co. AQuasr American Quasar Petroleum Co. AmSoft American Software ASolr American Solar King ASurg American Surgery Centers Corp. Amgen Amgen Anadite Anadite Inc. Anlogic Analogic Corp. AnalyI Analysts International Corp. Anaren Anaren Microwave Inc. Andrew Andrew Corp. Apoge Apogee Enterprises Inc. ApolloC Apollo Computer Inc. AppleC Apple Computer Inc. ApldMt Applied Materials ArgoSy Argo System ArizB Arizona Bancwest Corp. Artel Artel Communications AsdHt Associated Hosts Inc. Astrosy Astrosystems Inc. AtlntB Atlantic Bancorp AtlanR Atlantic Research Corp. AtSeAir Atlantic Southeast Airlines Austron Austron Inc. AtwdOc Atwood Oceanics Inc. AutTrT Auto-Trol Technology Autmtx Automatix Inc. Auxton Auxton Computer AvntGr Avant-Garde Computing Avntek Avantek Inc. AztcMf Aztec Manufacturing Aztech Aztech International Ltd. BPI Sy BPI Systems BRCom BR Communications Bncohio Bancohio Corp. Banctec Banctec Inc. BangH Bangor Hydro-Electric Co. BkNEn Bank of New England Corp. Banta Banta (George) Co. BasTn Base Ten Systems BassTf Bassett Furniture BastWk Bassett Walker BayBks Baybanks Inc. BellNt Bell National BetzLb Betz Labs Inc. BevHs Beverly Hills Savings & Loan Big B Big B Inc. BigBite Big Bite Inc. Billings Billings Corp. BioRes Bio-Response Inc. Biochm Biochem International. Biogen Biogen N.V. Birdinc Bird Inc. BishG Bishop Graphics Inc. Bliss Bliss, A.T. & Co. BobEv Bob Evans Farm BstnDig Boston Digital Corp. BraeCp Brae Corp. Brenco Brenco Inc. BristC Bristol Corp. BrwTom Brown, Tom Inc. Bruno Bruno's Inc. BurlCt Burlington Coat Factory Warehouse BMA Business Men's Assurance Co. of America C COR C-Cor Electronics CP Rh C.P. Rehab Corp. CBT CBT Corp. CFS CFS Continental Inc. CGA C CGA Computer Inc. CPI CPI Corp. CPT CPT Corp. Cache Cache Inc. CACI Caci Inc. Paired Security Calfed Calfed Inc. Calibre Calibre Corp. CalMic California Microwave Inc. CallonP Callon Petroleum Co. CareEn Care Enterprises Carolin Carolin Mines Ltd. Cencor Cencor Inc. Centran Centran Corp. Cerb Cerberonics Inc. Cetus Cetus Corp. CharRv Charles River Breeding Labs ChrmS Charming Shoppes Inc. ChkPnt Checkpoint Systems Inc. ChkTch Check Tech ChLwn Chemlawn Corp. Chemex Chemex Pharmaceuticals ChiChi Chi Chi's Inc. Chomer Chomerics Inc. Chubb Chubb Corp. Chyrn Chyron Corp. Cipher Cipher Data Products CtzSGa Citizens & Southern National Bank, Ga. CtzFid Citizens Fidelity Corp. CtzUt Citizens Utilities CityFd City Federal Savings & Loan ClayHo Clayton Homes Inc. CobeL Cobe Laboratories Coeur Coeur D'Alene Mines Cogenic Cogenic Energy Systems Cohrnt Coherent Inc. ColabR Collaboratine Research Inc. Colagen Collagen Corp. Collins Collins Industries Inc. ColLfAc Colonial Life & Accident ColrTle Color Tile Inc. ColoNB Colorado National Bankshares Comair Comair Inc. Comcst Comcast Corp. Cmdta Comdata Network Comdial Comdial Corp. CmceU Commerce Union Corp. CmlShr Commercial Shearing Inc. ComAm Communications Corp of America ComInd Communication Industries Inc. ComSy Communications Systems Compaq Compaq Computer CompC Comprehensive Care Compcp Compucorp Compus Compuscan Inc. CCTC Computer & Communication Technology CmpA Computer Associates CmpDt Computer Data Systems vjCmpD Computer Devices Inc. CmpH Computer Horizons Corp. CmpM Computer Memories CmpLR Computer Language CmpRs Computer Resources CmTk Computer Task Group CptUs Computer Usage Co. Cmputn Computone Systems Cmsrve Comserv Corp. Comshr Comshare Inc. Cmpshp Compushop Inc. Comtch Comtech Telecommunications ConcptI Concept Inc. CnCap Consolidated Capital Income CnCapS Consolidated Capital Special Trust ConPap Consolidated Papers Inc. Consul Consul Corp. CntInf Continental Information Systems Corp. CtLasr Control Laser Convgt Convergent Technologies Convrse Converse Inc. Coors Coors, Adolph Cordis Cordis Corp.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Feb 1984: A.15.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424891316,"United States, New York, N.Y.",English,12-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+MRS. THATCHER TESTS THE MINERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mrs-thatcher-tests-miners/docview/424733823/se-2?accountid=14586,"LONDON THERE is an old saying here that British politicians should not tangle with
+three institutions. One is the monarchy. Another is the church. And the third is the British coal miner.
+Coal's centuries-old role in British energy and the miners' militant tradition has turned their periodic confrontations with British Governments into dramatic struggles. Those struggles frequently upset economic policies, and in 1974 a miners' strike for higher wages brought down the Conservative Government of Prime Minister Edward Heath, by forcing him to call an election, which he lost.
+Despite these risks of tangling with the miners, Prime Minister Margaret Thatcher is making it abundantly clear that she is willing to take them on rather than back away from a policy of layoffs and a growing number of mine closings intended to revitalize the state-owned coal industry. In pursuit of revitalization, nine unprofitable mines were shut last year and six have been closed so far this year, including two ordered shut last week. Nevertheless, coal's losses grew by $78 million in the last fiscal year, ended March 31, to $180 million on revenues of $7.54 billion.
+''It is a protected industry,'' Mrs. Thatcher charged in a House of Commons speech last month. ''It is an example of what happens to a protected industry. It's absolutely vital that it should return to viability.''
+Mrs. Thatcher has placed that task in the hands of Ian MacGregor, one of her favorite business executives, who is also well known on Wall Street, where he once was a partner in Lazard Fr eres & Company, the investment house. Mr. MacGregor takes over Thursday as chairman of the National Coal Board, the enterprise that runs British coal.
+The 71-year-old Scottish-born executive is the personification of Mrs. Thatcher's tough management policy, a policy aimed at remaking ponderous, state-owned industries into market-oriented operations able to survive without government subsidy. Mr. MacGregor comes to the new job from three years as chairman of the nationalized British Steel Corporation, during which he cut the labor force from 130,000 to 80,000, reduced steelmaking capacity by about one- half, to 14.4 million tons annually, and almost eliminated the huge annual deficit.
+BUT coal miners are not steel workers. Mr. MacGregor is facing off against a mine union leader - Arthur Scargill - whose militancy and unabashed devotion to socialism has made him as much a symbol as Mr. MacGregor. The 45- year-old Mr. Scargill personifies worker opposition to Mrs. Thatcher's policies. In the four years of her Government, those policies have weakened unions by reducing pay settlements, forcing work rule changes that increase productivity and placing limits on picketing and the closed union shop.
+Mr. Scargill has fought Mrs. Thatcher most of the way, and now he is pressing his National Union of Mineworkers to strike if the coal mine shutdowns continue. Because of his leadership, the outcome of such a strike would go far beyond the coal industry, probably determining whether Mrs. Thatcher could continue her tough policies in the aftermath of her re-election victory last June. ''It will be an obvious test of the militancy of the miners and could be a decisive conflict between the working class and the Government,'' said Emlyn Williams, president of the mineworkers' South Wales branch.
+Those who agree with Mr. Williams believe that the outcome of any confrontation would influence the wage, benefit and job security demands of the nation's other unions. A miners' victory would jeopardize Mrs. Thatcher's entire economic policy by undermining her efforts to control inflation through lower wage increases and improved productivity. Such a victory would also reverberate in the United States where President Reagan has warmly endorsed Mrs. Thatcher's economic thinking.
+Though Mr. MacGregor declined to be interviewed on the brewing confrontation and on his role as the new Coal Board chief - Mr. MacGregor rarely grants interviews - the widely held view is that the Coal Board, under his direction, will step up closings of money-losing mines and will reduce the work force in the process. That expectation led Mr. Scargill in July to characterize Mr. MacGregor as ''Mrs. Thatcher's hatchet man.''
+''Miners will have to take direct action if we are to save our industry, our jobs, our self-respect and dignity,'' Mr. Scargill said in a speech at his union's annual convention last month.
+The wild card in any assessment of whether Mr. Scargall's exhortation will be heeded is the mineworker himself. He is a man who would be hardly recognizable to previous generations of miners once he takes a shower at the end of his shift.
+Before the big coal strikes of 1972 and 1974, mineworkers earned the equivalent of $38 a week at today's exchange rate, which was below the average national wage of $40. Now, according to government statistics, he's among the nation's best-paid workers, earning the equivalent of $272 a week, including overtime, compared with the national average of $198.
+THE miner is more likely today
+than a decade ago to own a home
+and a car, more likely to derive substantial pay bonuses for high performance, more likely to have traveled abroad on vacation - in short, more middle-class and, according to many familiar with the industry, more reluctant to strike than in the less-affluent old days.
+''The mineworkers are very attracted to people who talk tough when they select their leaders, but they don't necessarily react every time their watchdog barks,'' said Lord Ezra, chairman of the Coal Board from 1970 to 1981.
+Michael McGahey, head of the Scottish miners and vice chairman of the National Union of Mineworkers, believes that the union's problem is not with the young miners, who realize they need a secure job to support mortgages and might strike to keep their security, but with older miners inclined to accept large severance payments when their mines are shut.
+''How do you convince a man that his job belongs to the next generation?'' Mr. McGahey asked.
+Whatever their source, the splits have been enough to prevent a full- scale strike as long as the Coal Board has approached closings with what those in Britain's Northeast - a coal area - call the ''softly, softly, capture the monkey'' approach. Whether Mr. MacGregor can step up the closings, as he is expected to do, without driving the miners into a strike is the looming question.
+Mr. MacGregor, a stocky, short man like Mr. Scargill, is considered as intense about his work as the union leader. A Daily Mail newspaper profile described him as a workaholic, even at 71, whose ''idea of fishing is to drop a line in the water and if there's no immediate response wander off to the nearest phone box to make business calls.'' Analysts say that he is being counted on by the Thatcher Government to do more than simply close unprofitable mines, a process that has already brought the number of deep mines and open pit operations down to 184 this month from 223 at the beginning of 1979.
+He also must get his 200,000 employees - there were nearly 235,000 at the start of the Thatcher Government in 1979 - to settle for a lower wage increase in contract talks this fall than they might like. The average union pay settlement for all British industries has been about 6 percent this year, slightly above the current annual inflation rate of 4.3 percent. That's down sharply from 18 percent in 1980.
+Another challenge for Mr. MacGregor, according to analysts, is gaining worker agreement to use high-technology equipment in the mines, including computer-controlled mining, that will result in higher production with fewer workers at both new mines and new coal faces in older mines. Moreover, according to many experts, he is expected to look for opportunities to reorganize the Coal Board into more autonomous units that might someday be sold to private investors as part of Mrs. Thatcher's denationalization program.
+The outspoken Mr. Scargill, who has been dubbed King Arthur by some newspapers, is seldom out of the headlines, despite having moved the union's headquarters from London to Sheffield to be nearer the Yorkshire coalfields, from which he rose to prominence and to leadership of the miners' union 15 months ago. However, he has twice in the past year failed to convince members to strike in support of fellow workers whose mines were being closed. That might be partly a result of the inducement of severance and early retirement payments totaling as much as $63,000 in a few case, and an early retirement age lowered last March to 50 from 55.
+MR. SCARGILL'S strong antinuclear stand and other political activities - he has spent the past week leading a British miners delegation to a peace conference in Moscow - have made him all the more irritating to the Government. Mr. Scargill and his supporters have also prevented the Coal Board's pension funds for its employees from investing in foreign equities or in industries, such as oil, which compete with coal.
+''It's the sort of situation where you could get fireworks at any time,'' said Colin Robinson, an economist at the University of Surrey who has studied the industry.
+If there is a confrontation this fall, perhaps during the scheduled contract talks, its impact is bound to be felt far beyond the coal industry. To start with, the miners would most likely rely on fellow unionists, particularly transportation workers, to make their strike felt quickly, and the battle would become the first major test of worker sentiment toward Mrs. Thatcher's Government since it was returned to office on June 9 in a landslide that included a sizable number of worker votes.
+Mr. MacGregor will move into the board's headquarters overlooking the Buckingham Palace gardens at a time when only 42 percent of the Coal Board's ouput comes from mines that are operated at a profit, according to a recent report by the Monopolies and Mergers Commission of the Department of Industry and Trade.
+The report identified 70 underground mines as the core of the problem. Most of the 70, which accounted for about 18 percent of the more than 120 million metric tons in the 1982 fiscal year, lost about $15 per ton, the report said. In general, the Coal Board said, it has lost money on nearly all of its underground mines while the open pit or strip mining operations have been profitable, although they account for only 10 percent of British production.
+Mr. MacGregor's experience in coal mining, as chief executive in the 1960's of AMAX Inc., a Connecticut- based mining and metals corporation, is likely to bias the Coal Board toward strip mining, analysts said. That was the principal AMAX coal operation during his tenure.
+Under a plan agreed to in 1974 with the Government and the unions, the Board is expected to close mines with a total of 3 million to 4 million tons capacity annually, but in recent years it has fallen well below that rate in order to maintain peace with the union.
+About 65 mines have been closed since the 1974 agreement. One reason for the slow pace - at least until recent months - is that investments in new mines, which create new jobs, have also been held up. In recent years, the Coal Board has been careful to avoid involuntary layoffs. Most workers at mines scheduled to be closed have been transferred to other jobs or paid enough to make early retirement attractive.
+Both the 1974 agreement and a 1977 update foresaw expanding coal sales in the British energy picture, largely as a result of the oil price increases. A 1978 Government study said that coal demand could reach 170 million tons annually by the end of the century, compared with current annual production of about 120 million tons. Mr. MacGregor is expected to look closely at whether such projections should be downgraded in light of the glut in the world supply of oil and the weak prices for oil and other fuels.
+If projections are lowered, that would be another impetus for the Coal Board to accelerate the pace of mine closings.
+''The Government has an expectation - a rightful one - that there should be some return on the money invested,'' said Sir Norman Siddall, the outgoing Board chairman. ''That's not destroying the industry, it's remaking it.'' That process began, he argued, long before the Government nationalized the nation's nearly 1,000 coal mines owned by 800 different companies in 1947. Production peaked 70 years ago, when 1.1 million miners working in 3,000 mines produced 292 million tons of coal.
+Sir Norman acknowledged that consolidation these days is as much a matter of politics as economics. Two years ago, when the Government imposed limits on government subsidies to the Coal Board, the Board responded that it would have to close 23 mines to stay within the new expense limits and it was told to go ahead. However, when miners in South Wales went out on strike and the rest of the miners looked ready to follow, the Government relaxed its financial demands and the plan to accelerate closures collapsed.
+''EVERYONE knows what happened,'' said Sir Norman. ''The Government didn't stand behind us.''
+Industry experts believe that things would be different in a rematch. ''I think there will be some sort of confrontation, that the Coal Board wouldn't mind it, and that Mrs. Thatcher will have greater resolve and market conditions on her side now,'' said the manager of fuel purchasing for one of the Coal Board's major industrial customers.
+The market conditions he had in mind include the huge stocks of coal piled up in the past year at the pits and in the yards of the Central Electricity Generating Board, the industry's largest customer. The Coal Board estimates the supply on hand at well over six months.
+The 30 or so British companies that purchase most of the coal not earmarked for generation of electricity have been encouraged to minimize supply problems from a strike by installing multifuel boilers that the Coal Board has helped to develop. Indeed, so few boilermakers were interested in coal after cheap oil from the Middle East began to flood in during the 1960's that the Board took over much of the development research.
+Competition from lower-cost producers in the United States, South Africa, Australia and lately Poland has reduced Britain's annual exports to between eight and 10 million tons in recent years, according to Malcolm Edwards, the board's director general of marketing. That's a far cry from the 113 million tons exported 60 years ago, and it means little pressure from overseas customers in the event of a strike by the miners against Mrs. Thatcher's policies.
+BRITAIN'S VENTURE INHIGH-TECH COAL
+SELBY, England
+Hundreds of feet under the farmland of the Ouse River valley, north of this Yorkshire town, the future of the British coal industry is being etched. Despite the National Coal Board's effort to close unprofitable mines, it has also been investing more than $1 billion a year to increase production - through state-of-the- art mining technology - by as much as 40 million tons a year.
+Selby has given its name to Britain's largest mine modernization project - a $1.5 billion showcase development linking five new underground mines with a giant storage and transportation complex at nearby Gascoigne Wood. When finished, the high-technology project will be the world's largest underground mining complex.
+The Selby Project's first coal came out of the Wistow mine early last month, seven years after the development received planning approval. And within weeks it was already producing 20,000 tons of coal a week from a reduced work force, making it the fifth most productive mine in Britain. Eventually the complex will employ 4,000 miners, roughly one-fifth the employment in a typical British mining complex this size.
+Though its standard of automation cannot match that which is common in some other industries, the Selby complex is considered to be on the leading edge of mining technology.
+The production from the five mines, which is scheduled to reach 10 million tons a year by 1988, is controlled by a central computer system, which in turn is connected to separate computers in each of the mines. Computers will also monitor environmental conditions.
+Eventually, Wistow and four other deep mines working 110 square miles of land at depths of up to 1,250 meters will be connected by two underground roadways, each almost 15 kilometers long, and huge underground conveyors belts that will fill a 1,000-ton train at Gascoigne Wood every 20 minutes. The trains will be running a constant shuttle to nearby electricity generating stations.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MRS.+THATCHER+TESTS+THE+MINERS&title=New+York+Times&issn=03624331&date=1983-08-28&volume=&issue=&spage=A.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 28, 1983","''It is a protected industry,'' Mrs. [Margaret Thatcher] charged in a House of Commons speech last month. ''It is an example of what happens to a protected industry. It's absolutely vital that it should return to viability.'' ''The Government has an expectation - a rightful one - that there should be some return on the money invested,'' said Sir Norman Siddall, the outgoing Board chairman. ''That's not destroying the industry, it's remaking it.'' That process began, he argued, long before the Government nationalized the nation's nearly 1,000 coal mines owned by 800 different companies in 1947. Production peaked 70 years ago, when 1.1 million miners working in 3,000 mines produced 292 million tons of coal. ''EVERYONE knows what happened,'' said Sir Norman. ''The Government didn't stand behind us.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Aug 1983: A.1.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,424733823,"United States, New York, N.Y.",English,28-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+A PROTECTED DETROIT BOOMS AGAIN,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/protected-detroit-booms-again/docview/424667926/se-2?accountid=14586,"NO one was sure at the time, but in October 1982 the three-year depression plaguing the American automobile industry began to end. That month, car sales started a long, slow climb back from the lowest depths in two decades.
+Now, less than a year later, the Big Three auto makers are about to report combined second-quarter profits of about $1.7 billion, which would equal or exceed the industry's record $1.73 billion second-quarter profits recorded in the halcyon days of 1977. After inching into the black in 1982, the Big Three are expected to post a robust $4.7 billion profit this year, within striking distance of 1977's $5.2 billion peak. Since auto sales are expected to continue rising into 1984 and 1985, the car companies appear to be headed for a boom time reminiscent of the mid-70's.
+Surprisingly, though, there is little sense of rejoicing in either the streets or the board rooms of the industry's capital. More than 200,000 auto workers remain on indefinite layoff and thousands more white-collar employees axed in the huge cutbacks of the past few years have little chance of working at their old jobs. Even on the 14th floor of the General Motors building, where top executives work behind two sets of locked and guarded doors, the atmosphere is one of restraint. Ebullient sales forecasts, once routinely issued from the chairman's office, are officially banned.
+Years of false starts and stumbles and the knowledge that some fundamental problems still afflict the industry have made most auto executives hesitant to proclaim that happy days are here again. And some of the academicians and government officials who study the industry are quick to cast a dark cloud over prospects for long-term prosperity.
+Even Robert D. Lund, the unfailingly optimistic vice president for sales at the General Motors Corporation, conceded: ''The market continues to be fragile. We're more confident, but I don't know if it is ready to stand on its own feet yet.''
+There are good reasons for a guarded outlook. The auto industry's recovery is, in a sense, artificially induced. It comes in a protected market - one that is shielded from the onrushing Japa-nese auto makers by a so-called voluntary restraint agreement, which restricts shipments into the United States at least until next March.
+But if the restraints were lifted -and they could be next spring - analysts say the Japanese could grab off as much as 40 percent of the American market, double the 21 percent they now hold. The reasons are simple. The perception is that Japanese cars are of higher quality and more fuel-efficient than American makes. And Japanese companies have a distinct production-cost advantage over their American counterparts, estimated at more than $1,500 per car - that could be used to drastically undercut United States auto prices.
+Moreover, auto executives and analysts say that consumers are still shaky about making big-ticket purchases, and, should interest rates suddenly spurt again or another oil crisis strike American shores, auto sales could just as quickly fizzle. As a result, most companies have been hesitant to step up production sharply or to abandon completely the cut-rate financing now being offered on slow-selling, small cars.
+More immediate concerns, however, are labor and supplier companies, whose pay and cost-cutting concessions during the sales slump contributed to some of the industry's new-found wealth. They are now clamoring to get back a share of the income they sacrificed when the industry was deep in the red. If they succeed, it could erode whatever competitive edge auto makers have so far gained, especially for those companies that have heavy debt loads to work off. The Chrysler Corporation, for example, is scheduled to reopen talks Monday with the United Automobile Workers union, and union leaders have said they are looking for a substantial pay increase.
+LEE A. IACOCCA, the Chrysler chairman, recognized the fragility of the recovery, even in his moment of glory last week when he announced C hrysler's plan to repay the remaining $800 million of its $1.2 billion in federally guaranteed loans. ''It's not done yet, not by a long shot,'' he said of his company's phoenix-like comeback.
+Nevertheless, there is - in the short run - reason to celebrate. Auto sales - the real bellwether of success for the industry - have come a long way in a relatively short time. In the first 10 days of July, sales were up 41.9 percent from the comparable period last year, and the annual selling rate for the domestic companies was 7.1 million units - hardly an all-out boom, but certainly a sharp improvement over the dismal 4.9 million rate at the comparable time last year.
+''There's no question, the recovery has arrived,'' said Harvey Heinbach, a vice president of Merrill Lynch. ''I felt that was the case a few months ago. The June and early July results just confirmed that the trend was in place.'' Most industry analysts and auto company executives predict that car sales this year, including imports, will reach about 9.1 million units, compared with just under 8 million last year. That is still below the 11.3 million sales peak of 1978.
+More important, there have been profound changes - from planning to production - in the American auto industry since the dimsal days of 1979. Almost all the car models Detroit was selling then have been replaced at a cost of about $50 billion by more fuel-efficient designs. The industry is a lot trimmer - employment is down from a peak of 1,031,000 in 1978 to about 685,000 last year, partly from the recession, partly from automation. Detroit is more cost-efficient than ever and, as a result, it can make money at sharply lower sales levels than was possible in the past.
+According to the Commerce Department's recent report on the industry, the four domestically based auto makers - Chrysler, G.M., Ford and American Motors - could have made a profit at an 8.1 million sales level in 1982. In 1980, it took sales of 11.2 million to drive Detroit into the black.
+Progess is evident. The Commerce Department calculates that the combination of concessions by unionized workers, increased sales of bigger, more profitable cars and greater operating efficiency doubled the Big Three's gross margin per vehicle to $1,245 last year from $635 in 1980. As a result of this and increased sales, analysts estimate that G.M. will earn about $3.2 billion in 1983, Ford about $950 million and Chrysler between $800 and $900 million.
+Part of the revolution under way in Detroit is a change in the managerial pecking order. Manufacturing, long relegated below styling, marketing and financial analysis in the industry's hierarchy has gained status. ''The best opportunity to demonstrate innovation today is in manufacturing,'' said Gerald Greenwald, the vice chairman of Chrysler, himself a financial specialist. A young executive who can demonstrate the ability to increase productivity while maintaining quality standards, ''will surface 15 years from now with the best of experience and recognition in a company,'' he said.
+Despite the losses of the past few years, Detroit's four biggest auto makers have been heavily investing in new facilities and new products (see box). The anticipated profits through 1985 are expected to allow them to rebuild balance sheets that have been badly strained by the effort. According to the Commerce report, net working capital for the four American-based companies declined to $400 million at the end of 1982, from $12.3 billion at the end of 1978. Meanwhile, long-term debt and liabilities increased to $20 billion from $7.8 billion.
+Yet these investments have so far done little to erase the advantages held by the Japanese. Their edge on manufacturing costs remains undiminished, according to the Federal Government. Furthermore, Japanese companies have shown little reluctance to purchase whatever outside technology and talent they deem necessary to remain competitive.
+With a domestic market of about five million cars a year and capacity in place for at least 12 million, the Japanese companies must export vigorously to survive. Their cost advantage means they could cut prices $1,000 a car and still make a profit if seriously challenged by the American companies, or if they decided to grab a larger piece of this market.
+For the present, Detroit will have to rely on political pressure to hold down the imports - 80 percent of which come from Japan. ''Once voluntary restrains are allowed to lapse, aggressive pricing is still not likely to be fully exploited,'' a recent study by Chemical Bank's economic research unit concluded. The reason, the study said, was because ''excessive market share gains could foster protectionist measure that might leave foreign producers worse off,''
+The most prominent of these measures now pending is a ''local content'' bill backed in Washington by the U.A.W. It would force major importers to build production facilities in the United States. The Administration opposes the bill, but the potential threat it poses has helped pursuade the Japanede to limit imports ''voluntarily.''
+The issue of labor costs is more immediate. Local union leaders at Chrysler voted on Friday to reopen the current labor contract this week with the objective of seeking an immediate pay increase. Workers at Chrysler, who made two rounds of wage and benefit concessions under government pressure in 1979 and 1980, bucked the concession trend last year. With the assistance of a strike by the union's largely autonomous Canadian branch, Chrysler workers won a pay increase of 75 cents an hour last year, countering the trend toward tying pay increases to auto company profits through profit-sharing plans. Profit sharing was a key ingredient in the contracts negotiated last year at both G.M. and Ford.
+THE Chrysler contract was due to run until January 1984, but workers have been clamoring to close the $2-an-hour wage gap with Ford and G.M. The company, evidently hoping to avoid the possibility of a strike that would spoil the introduction of its new, Canadian produced van, has said it is willing to talk. The outcome of the negotiations will be closely watched by G.M. and Ford, which will meet the union at the bargaining table next summer.
+Peter J. Pestillo, Ford's vice president for labor relations, said recently that the critical question is whether the spirit of cooperation that both sides claimed was part of the concession contracts of 1982 will survive an apparent return to prosperity. ''If the union goes back to business as usual either through inertia or pressure from the bottom,'' he said, ''then we'll lose the low end of the business'' - the lower priced, small cars that are the specialty of the Japanese. Even U.A.W. officials acknowledge that labor costs are lower at Japanese auto companies than in the United States, although they say the difference is less than the $8-an-hour figure usually given by auto executives.
+The Chrysler negotiations will also be the first test for Owen F. Bieber, who succeeded Douglas A. Fraser earlier this year as president of the U.A.W. Clearly, Mr. Bieber will be under pressure to build up his standing in the union by producing an agreement that is sufficiently lucrative to be ratified by the rank and file.Chrysler workers last year rejected a tentative agreement that included increased profit sharing, but ratified a subsequent one that had a guaranteed ''up front'' pay increase.
+Because of the concessions made by union workers - valued at about $3.5 billion at Ford and G.M. - and productivity improvements as well as slack demand, the auto companies have, for the most part, held the line on car prices for the last two years. And early indications are that prices on the 1984 models will increase only 1 or 2 percent. The rebates and interest-rate subsidies that have been offered almost continuously for over two and a half years have actually amounted to price cuts.
+During this time, it seems a lot of Americans discovered they do not need a new car every three or four years. In fact, the average age of cars on American roads is now more than seven years - the oldest since the limited-supply situation that existed just after World War II. Some marketing specialists wonder if the recent shift in consumer buying habits is temporary and simply reflected the pinch of recession and high inflation. It took, for example, 36.3 weeks' pay to buy the average-priced car in 1982 compared with 28.3 weeks in 1972. Others, however, suspect the new purchasing pattern is more permanent.
+One who subscribes to this view is Jose Deduerwaerder, president of the American Motors Corporation, whose Franco-American Alliance model appears to be pulling the company back from oblivion. ''The motivation for buying cars has changed permanently,'' he said. ''People won't trade in every few years.'' Mr. Deduerwaerder predicted that the American auto market will become more European, with a steady demand of about 10 million cars a year replacing the wild swings of the past.
+One major shift in consumer tastes appears to be a new-found appreciation of the big four-door, family car. The changing composition of American households has helped fuel the trend, as the baby boom generation is starting to produce a baby boom of its own. Lower gasoline prices and increased fuel economy of the larger cars has also contributed to the traditional sedan's return to favor.
+Recent statistics seem to support this. Small cars accounted for 57.6 percent of sales through this past May, a drop from 63.7 percent for all last year, reports Ann C. Knight of Paine Webber Mitchell Hutchins Inc. Intermediate-size cars increased to 23.2 percent of the sales from 19 percent in 1982, while large cars inched up to 19.2 percent from 17.3 percent.
+Regardless of whether Americans buy big cars or small cars this year, the long-range outlook remains doubtful. Many analysts and industry executives believe that the auto industry -like steel - is overloaded with capacity and that for the foreseeable future there will be more cars for sale than people to buy them. In that world only companies that are efficient - or protected - are likely to survive in anything resembling their present form. DETROIT'S NEW LOOK:GEARING UP FOR THE 80'S
+DETROIT Led by Chrysler's successful revival of the convertible two years ago, Detroit seems to be regaining some of its once-renowned marketing skills. Several new products scheduled for introduction this fall and early next year are a big change from the days when all the auto industry seemed willing - or able - to produce were small, plain, dull sedans.
+The Pontiac division of General Motors, for example, has already begun limited production of its distinctive new entry: a two-seat sports car it is calling the Fiero. Its engine is mounted between the passenger compartment and the rear wheels, and the outer body is made of plastic panels, most of them flexible enough to resist small dents. At about $10,000, it is intended to appeal to younger, single buyers.
+At Chrysler the plan is to continue the popular ''K'' line cars with adaptations. A new front-wheel-drive sports car with a turbocharged engine will be marketed as the Dodge Daytona and Chrysler Laser, with prices close to $10,000. In 1984, Chrysler plans to introduce two versions of a small, seven-seater family van -called the Plymouth Voyager and Dodge Caravan.
+Ford will continue its shift to aerodynamic, European styling with the Lincoln Continental Mark VII. The new model, which will cost between $23,000 and $25,000, features a computer-controlled air suspension system that adjusts for passenger load and road conditions.
+Later this year, General Motors expects to replace its largest luxury models - the Cadillac DeVille, Buick Electra and Oldsmobile 98 models - with smaller, front-wheel-drive models. The Pontiac and Buick divisions will be offering more powerful, turbocharged engines for their J2000 and Skyhawk models.
+Illustration graphs of imroved productivity, revenue margins graph of production needed to cover costs graph of net income of Ford, Chrysler, General Motors",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+PROTECTED+DETROIT+BOOMS+AGAIN&title=New+York+Times&issn=03624331&date=1983-07-24&volume=&issue=&spage=A.1&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 24, 1983","Part of the revolution under way in Detroit is a change in the managerial pecking order. Manufacturing, long relegated below styling, marketing and financial analysis in the industry's hierarchy has gained status. ''The best opportunity to demonstrate innovation today is in manufacturing,'' said Gerald Greenwald, the vice chairman of Chrysler, himself a financial specialist. A young executive who can demonstrate the ability to increase productivity while maintaining quality standards, ''will surface 15 years from now with the best of experience and recognition in a company,'' he said. Peter J. Pestillo, Ford's vice president for labor relations, said recently that the critical question is whether the spirit of cooperation that both sides claimed was part of the concession contracts of 1982 will survive an apparent return to prosperity. ''If the union goes back to business as usual either through inertia or pressure from the bottom,'' he said, ''then we'll lose the low end of the business'' - the lower priced, small cars that are the specialty of the Japanese. Even U.A.W. officials acknowledge that labor costs are lower at Japanese auto companies than in the United States, although they say the difference is less than the $8-an-hour figure usually given by auto executives. One who subscribes to this view is Jose Deduerwaerder, president of the American Motors Corporation, whose Franco-American Alliance model appears to be pulling the company back from oblivion. ''The motivation for buying cars has changed permanently,'' he said. ''People won't trade in every few years.'' Mr. Deduerwaerder predicted that the American auto market will become more European, with a steady demand of about 10 million cars a year replacing the wild swings of the past.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 July 1983: A.1.",11/15/17,"New York, N.Y.",DETROIT (MICH),"HOLUSHA, JOHN",New York Times Company,,Newspapers,424667926,"United States, New York, N.Y.",English,24-Jul-83,AUTOMOBILES; INDUSTRY PROFILES; CORPORATIONS; FINANCES,New York Times,NEWSPAPER,,,,,,,
+"THE TALK ON CAMPUS: WAR, PEACE, TANNING","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/talk-on-campus-war-peace-tanning/docview/424629516/se-2?accountid=14586,"This is the season of summation on the college campuses. It is the time of mortarboards and final examinations and family station wagons lurching down the Interstate, carrying the children back home.
+On the archipelago of campuses across New York, New Jersey and Connecticut - from Rutgers to Vassar, from Cornell to Columbia - students, professors and administrators are recounting the year past, its weightier moments, its frivolities. And the campus correspondents of The New York Times, students all, have given their reports and recollections.
+Whether in Princeton or Poughkeepsie, Middletown or Manhattan, there were the constants: dancing to Michael Jackson, reading ''Blue Highways'' or ''The Executioner's Song,'' watching tuition go up again.
+But each college, too, had its peculiar passions. At Trinity, College, a freshman seminar simulated a nuclear war, and at the United States Military Academy at West Point, the cadets studied nuclear deterrence. At Princeton, students awaited the arrival of Brooke Shields, and at Rutgers, they turned away from the liberal arts in favor of business courses. At Fordham, they said goodbye to ''M*A*S*H,'' and at New York University, they welcomed back varsity basketball.
+Here are highlights of the academic year at some colleges in the area. They are, admittedly, arbitrary, for in any year, the talk of colleges is bound to be boundless. From classroom discourse to dormitory bull session, college is nothing if not a celebration of talk.
+Rutgers In New Jersey's state university, the recession came to influence the aspirations of students. Inquiry for its own sake was a worthy ideal, but unemployment ''out there'' was 10 percent.
+''Students are terribly career-conscious,'' said Sidney Simon, a professor of economics for 36 years. ''Ten years ago, business was a dirty word. Now students are flocking into computer science, accounting and other business disciplines and turning from liberal arts.''
+Catherine Hawn, a student member of the Board of Trustees, put it plainly: ''It's important to have a job when you get out of here. That's evident.''
+And it showed in the popularity of introductory business courses - ''Financial Accounting,'' ''Managerial Accounting'' - as well as the waiting lists for advanced economics courses such as ''Money and Banking'' and ''Labor Economics.'' Student Activism Diminished
+The concern with finding work also diminished student activism on the campaign for a nuclear weapons freeze - a staple on other campuses.
+''Students are afraid of not finding jobs or afraid of a renaissance in the political right, so they're sitting it out,'' said Peter M. Sandman, a professor of journalism and the media coordinator of the New Jersey Nuclear Wepons Freeze Campaign. ''People have asked me what it would take to set up a Rutgers chapter for the freeze, and the answer is, it would take dynamite.''
+But a more immediate matter of self-interest - Governor Kean's plan to trim Rutgers's $156 million budget request for 1983-84 by $25 million - brought students, faculty and Rutgers President Edward J. Bloustein to a protest in Trenton on March 24. The State Legislature has yet to resolve the issue.
+For a release, meanwhile, there was always a game of Ms. Pac-Man in the student center. ''People will wait in line for it,'' marveled Gary Bromberg, a sophomore who is an attendant in the center's game room. ''If there's a movie playing upstairs, right before it, we're packed.''
+Cornell Infecting the hearts and minds even of art history majors, the computer boom came to Ithaca, N.Y. Computer use at Cornell University rose by 30 percent. There is even a vice provost for computing, Kenneth M. King, and he predicted that the personal computer would soon become as much a student staple as the typewriter.
+''I must have been the most anti-computer person around,'' said Connie Adams, a senior studying wildlife sciences. ''I thought of them as the automation of society. I was going to be the last holdout.'' Now, she confessed, ''Computers are the neatest things.''
+But the naturalists of Cornell still had one outlet: the Cornell Tanning Society, founded 1983. The object of its members was nothing less than achieving the optimum tan - no small feat, given Ithaca's winters.
+''We're not beach bums or surf punks,'' said Michael Oeschwind, the vice president of the society. ''We're an intellectual group.'' ''All of us have scarred memories from being taunted while tanning on cloudy days, in the rain or snow,'' said Ethan Lercher, a member. ''Most people just don't understand.''
+But there were greater concerns at Cornell than a misunderstood tan. In October, about 150 black students rallied outside the student union building to protest the departure of 20 black faculty and staff members during the preceding year and a 20 percent decrease in the enrollment of black students.
+''We're not free at last,'' the students chanted, ''but we're slipping fast.'' Some 3,500 members of the Cornell community signed a petition against the planned construction of a $13.7 million, 11-story tower on the College of Agriculture quadrangle.
+''Nobody,'' responded David L. Call, the dean of the college, ''has seen a well-done rendering of what the building will look like.'' But John Schroeder, a graduate student in art history, asked, ''What could be a more outrageously perverse symbol for Cornell's College of Agriculture than a towering hulk, which would block the sun from shining on the college's own earth?''
+N. Y. U. When New York University increased tuition from $6,600 to $7,200 for the 1983-84 year, the issue for students was not just money but power. They complained that, unlike some universities, N.Y.U. does not have student members of its Board of Trustees.
+''Students should be able to have more knowledge about the board of trustees' meetings,'' said Bill Wilhelm, a student who was cochairman of the Coalition for Students Rights. ''They should be able to express their ideas and hear the proceedings. Input is the issue.''
+''Why are they barring us?'' asked another student, Eve Heyn. ''Are they hiding something?'' In the end, students did not win a voice on the board. And from Washington Square, the Intellectuals' Hit Parade, or the four most popular elective courses: Introduction to Psychology, Introduction to Sociology, Introduction to Computers and Programming and -surprise - Ideas of God in the West.
+What made for the popularity? Curious About Deity
+''People are interested in learning about themselves,'' Samuel Feldman, a psychology professor, ventured about his course. And judging by the response to Professor James Karse's course, students are curious about their deity, as well.
+One casualty of tight finances at N.Y.U. - the varsity basketball program, which was dropped in 1973 - is returning. The university announced it would begin competing in 1983-84 at the small-college level.
+The only complaint, at least to one alumnus, was that the team still would be known as the Violets. ''Violets? Phooey!'' said the alumnus, Lawrence J. Pauline. ''I'd even settle for the N.Y.U. Vagabonds, Vanguard, Venom, Vermin, Vices, Victors, Villains, Vampires, Vultures, Vipers, Vikings or Vichy.''
+Vassar Vassar College discovered a new way of relieving the pressure of tests. On the midnight before final examinations each semester, students joined voices in the quadrangle for a primal scream.
+The first lasted for 15 minutes, surprising Vassar President Virginia Smith, who had returned to campus from a trip unwarned of the communal bellowing.
+''I think that we have a new tradition,'' said Cheryl Kagan, a student. In a more serious vein, Vassar pondered its stresses. A variety of student concerns - race relations, the denial of tenure to a popular professor, a student's suicide - led to a campuswide discussion on ''the quality of life at Vassar'' on Feb. 2.
+''The theme of Vassar's year - and I'm sorry to say this because I love the school - was low morale,'' said David Raizman, the editor of Unscrewed, an alternative newspaper on the Poughkeepsie, N.Y., campus. Greater Human Warmth
+''A lot of it came down to a need for more friendliness,'' said Patrick Sullivan, the dean of the college and an organizer of the Feb. 2 meeting. ''It's not that this is a cold place, but people wanted to see a little greater human warmth.''
+In March the subjects on campus were premarital sex, contraception and masturbation. And the speaker was a 78-year-old woman. Dr. Mary S. Calderone, Vassar '25 and an author and educator about sexuality, returned to her alma mater this March. In nine courses, from religion to biology, she instigated discussions on matters often left to whispers. By week's end, she had spoken to all but 200 of Vassar's 2,200 students and left more than a passing impression.
+''She's an inspiration,'' said Fatima Sakarya, a student. Another alumna and another inspiration was Meryl Streep, Class of 1971. A committee of students and faculty selected Miss Streep as the commencement speaker. She won an Oscar this year for ''Sophie's Choice,'' and Vassar professors say they foresaw it all after her undergraduate performance in the title role of Strindberg's ''Miss Julie.''
+Princeton Much of student life changed at Princeton University. The increase in New Jersey's drinking age from 19 to 21 led the university to ban alcohol at university-sponsored parties. The 13 private eating clubs, where 75 percent of juniors and seniors dine, stopped buying alcohol. But students older than 21 were allowed to bring their own bottles.
+Princeton's residential college system made its debut. It required all freshmen and sophomores to live in one of five residential and dining complexes. Meanwhile, the Board of Trustees, upholding a 128-year tradition, voted not to recognize the campus's fraternities and sororities as university organizations.
+''We're not leaving,'' responded Martha Lemons, a member of the Kappa Alpha Theta sorority. One day in April, James Wickenden, the Dean of Admissions, left for vacation in Florida carrying two envelopes. One held a letter admitting Brooke Shields to Princeton, the other a letter turning her down.
+''Did She or Didn't She?'' headlined the Daily Princetonian. She did. Admitted to Princeton, Miss Shields decided to leave ''The Blue Lagoon'' for Old Nassau. FIRST AND LAST ADD
+Fordham Image and change animated Fordham University. In March, the university completed the first phase of its 11-year fund-raising drive, bringing in more than $21 million in the three-year period. It announced an expansion of the law school, to cost between $6.8 and $8.5 million. And, in several newspaper advertisements, it touted ''one of the most well-maintained campuses in the country.''
+Forgive the skeptics of St. John's Hall. The ceilings of several rooms in that dormitory collapsed in January. No one was hurt and the only injury was to reputation.
+''We just heard a noise and jumped out of the way,'' said Mike Sasso, a freshman. Tuition, though, was not falling. When the Board of Trustees voted to raise it about 10 percent to $5,500 for the 1983-84 year, students pleaded -fruitlessly - for a reconsideration. 'Middle-Class School'
+''The board lacks a clear vision of what the student body is,'' said Matthew McKinley, the president of the student government. ''The majority of students hold down jobs. It's a middle-class, working school.''
+But Richard Bennett, the chairman of the Board of Trustees, said: ''Life is not easy. It is a murderously difficult job to run a university. We are going to see that Fordham does not go down the drain.''
+The university's most popular courses reflected its Roman Catholic affiliation - the Rev. Richard Dillon's ''The Passion and Resurrection of Jesus in the Gospel Tradition'' and the Rev. Gerard Ettlinger's ''Readings on Marriage in the Early Church.'' For a secular interlude, students liked ''Politics and Human Nature,'' taught by Prof. William Baumgard.
+Even more popular, though, was a Fordham alumnus named Alan Alda. In suite E-6 of the Martyrs Court -Mr. Alda's old dormitory room - his successors at Rose Hill toasted the final episode of ''M*A*S*H,'' in which Mr. Alda portrayed Hawkeye Pierce for 11 years. Intravenous bottles filled with martinis hung from tent flaps.
+Reports of Fordham's farewell reached more than 150 newspapers nationwide. ''For one night,'' said Philip Uson, who portrayed the character of Klinger, ''we felt like superstars.''
+West Point Any college gets its share of dignitaries and guest speakers during a year. But West Point entertained the president of Liberia, a Spanish princess, the commandants of military academies from Turkey, Pakistan and Morocco and - or at least so it seemed one November evening - President Reagan.
+On the eve of the Army-Navy football game, a limousine carrying a tall, well-dressed man with black hair pulled up to the pep rally. Only when the man mounted the platform to begin his presidential address did the massed cadets realize the ruse. They had hailed a chief who was only a cadet with a Halloween mask.
+''There was a revolution of expectations,'' said Lawrence Kinde, the first captain of the senior class. ''And then you couldn't fulfill them.''
+An even bigger letdown came the following afternoon, as Navy dispatched Army 24-7. Football coach Ed Cavanaugh resigned after the 4-7 season. He was replaced by Jim Young, a winner at Purdue and now the harbinger of hopes at West Point.
+''We take football pretty seriously here,'' said Mr. Kinde. One of the few things the cadets take more seriously is preparing for defense. Many seniors enrolled in the national security seminar, which included study of the Vietnam War, the Arab-Israeli wars, nuclear deterrence policy and arms control treaties.
+And the final exam? Write a 7,000 word memorandum for President Reagan predicting future Soviet activity and intentions.
+Columbia Plans proceeded for the entrance of Columbia College's first female students in September 1983. The university hired special administrative and medical staff and prepared for a joint, majorcollege women's athletics program with Barnard.
+And Barnard, meanwhile, approved a new curriculum, to begin in the fall of 1984, calling for increased studies of mathematics. Some seniors regretted that the change had come too late. Said one, Lisa Deitsch: ''I'm a mathophobe.'' Meanwhile, Columbia and Barnard students continued to flock to such liberal art courses as Kenneth T. Jackson's ''History of Urban New York.'' And a faculty member named Zbigniew Brzezinski drew throngs for his class, ''National Security Policy in the 1980's.'' Increase of 13.5 Percent
+A tution increase of 13.5 percent -the largest in the Ivy League, bringing total fees to $12,753 for next year -stirred Columbia. ''It's incomprehensible to me,'' said James D. Weinstein, a junior and member of the student senate, ''that in this period of low inflation we could have such a high increase.''
+The fear of budget cuts led George K. Fraenkel, Dean of the Graduate School of Arts and Science, to ask, ''What do we have to do? Rob a bank?''
+Columbia had a less larcenous solution, beginning a $400 million, five-year capital campaign in November 1982. The wooden bleachers of Baker Field, witness to so many of Columbia's gridiron glories and gaffes, fell to the wrecking ball. The good news: an $11.3 million stadium will be built on the site and the Lions have one more year with quarterback John Witkowski, who broke 32 Columbia, Ivy League and national records last fall.
+All the turmoil surrounding American policy in Central America came to Broadway this spring when Barnard College decided to award its Medal of Distinction to Jeane J. Kirkpatrick, the nation's chief delegate to the United Nations and a Barnard alumna.
+The faculty voted 48 to 18 against the award and students collected more than 1,000 signatures on petitions opposing it. ''The timing is absolutely dreadful,'' said Sally Chapman, a professor of chemistry. ''What is going on in Central America is a highly charged political issue. Honoring someone who is so deeply involved in it does make a statement.''
+On May 2, Mrs. Kirkpatrick rejected the award, as well as one from Smith College, which had caused controversy there. ''I feel deeply,'' she wrote, ''that a university is in the most basic sense defined by its faculty and students.''
+Wesleyan There was a kaleidoscope of issues on the Middletown, Conn., campus. A Wesleyan student, Russell Ford, was convicted of not registering for the draft. Students held a referendum on the nuclear weapons freeze (it won overwhelmingly) and a teach-in on American corporate investment in South Africa. A bitter dispute involved student government financing of several organizations for minority students. And 325 Wesleyan students flocked to Washington on March 7 to lobby for Federal funds for education.
+''It's obviously an issue that hits us directly,'' said Rick Mandler, a senior and the coordinator of the Wesleyan student government. ''It's our lives, not someone else's.''
+To Laura Simon, it was the mice's lives that mattered. The senior turned a personal cause - animal rights -into a college issue when she separated mice that had been caged together, to the point of attacking each other, in a biology experiment.
+''I've had people furious at me, especially in the sciences,'' Miss Simon said. ''And whenever people see animals running loose outside they say, 'Oh no, what did Laura let out now?' ''
+Yale It was a good year for television evangelists, draft resisters and movie stars in New Haven.
+With a merciful lack of ballyhoo, the actress Jodie Foster returned to college. But in an Esquire magazine article plaintively entitled, ''Why Me?'' she made reference to her two years of being menaced by John W. Hinckley Jr. and then drawn into his trial.
+Yale University boasted a new star in the freshman Jennifer Beals, who won critical favor in the film ''Flashdance.'' She spent first semester acting the part of a Pittsburgh welder fond of night life, then returned to New Haven for real life as a student.
+The Rev. Jerry Falwell of the Moral Majority - the fundamentalist group castigated by Yale President A. Bartlett Giamatti in 1981 as propagating ''dangerous, malicious nonsense'' -came to New Haven to meet and make friends with his erstwhile antagonist. Remaining Friends
+Emerging from a 45-minute discussion with Mr. Giamatti, Mr. Falwell said, ''I told him, 'I feel you were wrong then and I feel you are wrong now, but I feel we can remain friends.' ''
+Mr. Falwell also made some friends in a speech to 400 students. ''Most of his issues I agree with,'' said freshman Kathy Quinter. ''There are probably a lot of people who feel that way. They just feel suppressed from coming out.''
+Yale was not so hospitable to conservatives on one issue. The Yale Corporation in November 1982 declared the university would provide financial aid to students who were scheduled to lose Federal aid under a new law denying grants or loans to students who did not register for the draft. About 200 Yale students did not register.
+''The Government,'' Mr. Giamatti said, ''has linked two issues I can separate.'' In the fall, Yalies favored Vincent's Scully's ''Introduction to the History of Art.'' Almost one in seven students in the spring semester took Wolfgang Leonard's ''History of the Soviet Union.'' Waggish students dubbed a popular new introductory course on Latin America ''Banana Gut.''
+A bit of Yale loopiness - the annual game called ''Bladderball'' - was abolished by Mr. Giamatti. He cited the injuries to several students among the two teams that tried to move the huge, inflated ball around the lawn of the Old Campus.
+''I think it stinks,'' a sophomore, Paul Botts, said of the ban. ''I liked bladderball. You have now idea how therapeutic a riot can be.''
+Illustration photo of students at Wesleyan University photos of scenes at Fordham, Cornell and Rutgers",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+TALK+ON+CAMPUS%3A+WAR%2C+PEACE%2C+TANNING&title=New+York+Times&issn=03624331&date=1983-05-21&volume=&issue=&spage=1.25&au=Freedman%2C+Samuel+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 21, 1983","It showed in the popularity of introductory business courses - ''Financial Accounting,'' ''Managerial Accounting'' - as well as the waiting lists for advanced economics courses such as ''Money and Banking'' and ''Labor Economics.'' Student Activism Diminished ''We're not beach bums or surf punks,'' said Michael Oeschwind, the vice president of the society. ''We're an intellectual group.'' ''All of us have scarred memories from being taunted while tanning on cloudy days, in the rain or snow,'' said Ethan Lercher, a member. ''Most people just don't understand.'' ''The Government,'' Mr. [A. Bartlett Giamatti] said, ''has linked two issues I can separate.'' In the fall, Yalies favored Vincent's Scully's ''Introduction to the History of Art.'' Almost one in seven students in the spring semester took Wolfgang Leonard's ''History of the Soviet Union.'' Waggish students dubbed a popular new introductory course on Latin America ''Banana Gut.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 May 1983: 1.25.",11/15/17,"New York, N.Y.",,"Freedman, Samuel G",New York Times Company,,Newspapers,424629516,"United States, New York, N.Y.",English,21-May-83,COLLEGES AND UNIVERSITIES; EDUCATION AND SCHOOLS,New York Times,NEWSPAPER,,,,,,,
+BIG I.B.M. HAS DONE IT AGAIN,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-i-b-m-has-done-again/docview/424571723/se-2?accountid=14586,"SEYMOUR MERRIN, owner of the Computerworks store in Westport, Conn.,couldn't wait to start carrying I.B.M.'s new personal computer in the fall of 1981. The product was destined for success, he felt, and would be a strong addition to any computer store's product line.
+What Mr. Merrin didn't anticipate, however, was that the I.B.M. computer would come to dominate his sales so much that it would make him nervous. ''Right now, it's the bulk of my business, overwhelmingly,'' said the dealer, who is trying to push Apple computers to counteract I.B.M.'s influence. ''One does not want to have one vendor or one customer dominate one's business. Any dealer who is not concerned with that is out of his gourd.''
+So it has been with the International Business Machines Corporation's entry into the personal computer business. Everyone expected the computer giant to be successful. The mere fact that it was I.B.M., a company that has muscled others out of the way to dominate the computer industry, virtually assured it would be a leader in the personal computer business. ''They don't have to be the best, they just have to be competitive,'' said Peter Wright, an analyst with the Gartner Group in Stamford, Conn.
+Nevertheless, the speed and extent to which I.B.M. has been successful has surprised many people, including I.B.M. itself. That is especially so since success was achieved with an unspectacular machine - albeit a well-designed one - made of off-the-shelf parts supplied by others.
+Now, after 18 months in the market, I.B.M. has caught up to longtime leaders Apple Computer Inc. and the Tandy Corporation (makers of Radio Shack computers), and most market researchers expect I.B.M. to surge ahead of everyone this year or the next. Analysts estimate that I.B.M. sold 175,000 to 200,000 computers in 1982, its first full year on the market, and will sell at least 400,000 to 500,000 this year, helped by I.B.M.'s expansion to the overseas market and by a new, more powerful version of its personal computer introduced late last month. The company is also planning additional products, including a home computer selling for under $1,000 - code-named the Peanut - that is expected to be introduced by the end of the year. But I.B.M.'s importance in the industry is greater than its current market share of roughly 20 percent would indicate. Indeed, to some extent, I.B.M.'s role in the personal computer world is beginning to resemble its central role in the mainframe computer business, in which I.B.M. is the sun around which everything else revolves. The I.B.M. personal computer has become a de facto standard for personal computers in its price range of $2,500 to $5,000. Virtually every software company is giving first priority to writing programs for the I.B.M. machine. And more than 20 companies have already introduced I.B.M. ''clones'' - computers that are interchangeable or almost interchangeable with the I.B.M. computer, allowing the computers to use software written for the I.B.M. machine and to be sold to I.B.M.'s vast and continuously growing customer base. Indeed, as happened first with the Apple II, an entire subindustry has sprung up to supply parts, accessories and advice for the I.B.M. personal computer. Two of the top four computer magazines in terms of advertising pages in February were exclusively devoted to the I.B.M. computer, according to Adtrak Inc., an advertising tracking service in Mountainview, Calif.
+The emergence of I.B.M. will hasten a shakeout that is inevitable in an industry with more than 100 suppliers. Nevertheless, Apple still remains strong. And some other potential big hitters are coming into the market, most notably the American Telephone and Telegraph Company's American Bell unit.
+But just as important as its effect on the industry is the effect of the personal computer on I.B.M. itself. The computer will account for $1 billion to $2 billion in I.B.M. revenues this year, a tiny fraction of I.B.M.'s expected total of $35 to $40 billion.
+Yet the computer is attracting increasing attention within I.B.M. as a pivotal product in its overall office automation thrust. ''They're rethinking their entire strategy,'' said H. Donald Haback, a consultant and analyst at Freimark Blair & Company, an investment research firm.
+Integrating the personal computer into I.B.M.'s overall strategy is becoming imperative. Already, the personal computer is proving so versatile that it is eating into sales of other, sometimes more expensive, I.B.M. products such as terminals, word processors and more expensive computers. ''I.B.M. doesn't want the personal computer to cannibalize its other products,'' said the head of a large software company.
+One victim already appears to be the System/23 Datamaster, a $10,000 computer introduced just two weeks before the personal computer and then all but lost in the excitement over the PC. And the potential for the PC to undermine I.B.M.'s more expensive word processor, the Displaywriter, was demonstrated this month when NBI Inc., a major word processing manufacturer, introduced an attachment for the personal computer that will turn it into an NBI word processor.
+I.B.M.'s success in its new business stems largely from its success in the older computer markets. I.B.M. was expected to be successful and therefore received the retail shelf space and software support that are critical to making a product successful. Software companies have limited resources and generally concentrate on writing programs for the most popular computers.
+''From the day it hit the marketplace, it was perceived by the software companies as a winner,'' said Mr. Merrin. ''Because they perceived it as a winner, they wrote software for it.'' And because much software is being written, the I.B.M. computer became more and more successful, a selffulfilling prophecy. And that generated more software in a snowball effect.
+I.B.M. also had a big advantage in selling personal computers to large corporations, which already use its mainframes. Such companies are capable of ordering thousands of personal computers at a shot. And rather than having each employee choose a computer individually, the data processing manager - I.B.M.'s traditional customer - is gaining a bigger role in choosing which computers to use. The safe route for data processing managers has always been to buy I.B.M.
+STILL, other companies with resources and reputations almost as large as I.B.M.'s - such as Hewlett-Packard, Xerox and Digital Equipment - have not made the same impact that I.B.M. has. To be successful, I.B.M. had to avoid major blunders. It exhibited an adroit ability to move quickly and to adapt to retail marketing, a new environment for it. ''I think they did nothing brilliant, but they did everything right,'' said Lee R. Greenhouse, assistant vice president for personal computer services at E.F. Hutton & Company.
+I.B.M. decided to enter the personal computer business in the summer of 1980, when then-chairman Frank T. Cary gave the go-ahead, according to sources close to I.B.M. The company did not want to lose its chance for leadership in the microcomputer business in the same way it had let the Digital Equipment Corporation get the lead on it in minicomputers years earlier. Moreover, personal computers were starting to appear on the desks of its corporate customers. Some I.B.M. officials referred to the personal computer as the ''logo machine.''
+''I.B.M. didn't want to sell mainframes to a large company where four out of five managers had an Apple on his desk,'' said Sanford J. Garrett, an analyst at Paine Webber Mitchell Hutchins.
+The assignment was given to a group in Boca Raton, Fla., which received an unusual amount of freedom from I.B.M. bureaucratic procedures and past practices. One year later, the machine, aptly named the Personal Computer, or PC for short, was introduced.
+One departure from past practice was to rely on outsiders for parts and software. The heart of the computer was Intel Corporation's 8088 microprocessor, which was capable of handling 16 bits, or units, of information at a time, compared to the eight bits of information handled by most existing computers. That made the I.B.M. computer capable of handling more complex programs than earlier computers. Another nice but not spectacularly new feature was a keyboard that was detached from the screen and had plenty of keys for special functions.
+I.B.M. also relied on outside companies to supply software for the machine, such as word processing and financial modeling packages. It used an operating system - the program that acts as a computer's traffic cop - from the Microsoft Corporation of Bellevue, Wash. Use of a publicly available operating system encouraged more software companies to write programs for the I.B.M. personal computer, yet also made it easier for other manufacturers to make computers compatible with the I.B.M. machine.
+The operations were conducted in great secrecy and relations between I.B.M. and its young computer programming whizzes were at first somewhat awkward. ''If you haven't seen an I.B.M. nondisclosure agreement before, you wouldn't sign it,'' said Gary Kildall, chairman of Digital Research Inc., a software company whose CP/M-86 operating system is offered as an option for the personal computer.
+I.B.M. also slowly and deliberately recruited the cream of Apple's dealers. Now there are 770 separate outlets selling the machine in the United States and Canada. The limited distribution at first meant a bonanza for those stores with the computer and it meant that in virtually every store, the I.B.M. machine became the best-selling line. In Computerland stores, a nationwide chain, only the Apple and the Osborne machines have at times sold in as high a volume as the I.B.M., said Edward E. Faber, president.
+I.B.M. has also been careful to avoid marketing the product through too many channels in an attempt to prevent discounting. Apple dealers often complained they spent time with customers convincing them to buy a computer only to find the customer actually make the purchase from a discount store like New York's 47th Street Photo.
+Dealers are starting to face increasingly stiff competition from another quarter, however. I.B.M.'s own sales force is becoming more aggressive in selling the computers and it was recently authorized to offer greater discounts to large accounts. That largely reflects the changing view within I.B.M. of the importance of the computer as the potential future workstation that may one day be on every office worker's desk. SUGGEST
+I.B.M. might make the personal computer its universal terminal. The same basic unit can be stamped out and then modified at the end to act as either a terminal, a computer, or a word processor. ''It will give I.B.M. incredible economies in manufacturing,'' said Frank R. Gens of the Yankee Group, a telecommunications consulting firm.
+I.B.M. has already introduced options that allow the personal computer to play the part of a computer terminal and retrieve data from I.B.M. mainframe computers in large corporations. It recently introduced an option that would turn its terminals into personal computers. Since there are an estimated 1.5 million terminals in use, conversion of a fraction of them to personal computers could represent a significant addition to the personal computer base.
+I.B.M. is also pushing into new markets, such as the home. An inexpensive computer, code-named ''Peanut,'' is expected to be introduced before the end of the year. It is expected the machine would sell for less than $1,000, come with 64 K bytes, or more than 64,000 typed characters of memory, and would be at least partly compatible with the existing personal computer. It would compete in the upper end of the home market against machines such as the Apple IIe, the Commodore 64 and Atari 1200.
+I.B.M.'s presence is hurting other companies but is not yet killing them because the overall market is growing at a rapid rate. In addition, technology is changing quickly and there are many niches for companies to position themselves around I.B.M.
+The introduction of the I.B.M. machine virtually choked off sales of the Apple III, the Apple product most directly competitive. But Apple's main machine, the Apple IIe continues to sell well. Its new machine, the Lisa, is priced somewhat higher and might compete effectively by offering features not yet available on the I.B.M. computer. Tandy, which owns and franchises the Radio Shack chain, has an extremely broad line, from handheld devices to powerful desktop machines. Because it is mainly a retailer, it also has some flexibility to market products made by others.
+Companies like Texas Instruments and Commodore have strength at the very low end, with products selling for a few hundred dollars or less, an area I.B.M. is not likely to invade immediately.
+Meanwhile, other giants, such as the Digital Equipment Corporation, Wang and NCR are only now starting to enter the 16-bit computer market and should diminish I.B.M.'s dominance of that segment. A.T.& T.'s American Bell subsidiary is also planning an assault on the market. And the Japanese companies, which have made a weak showing so far, are expected to get stronger. I.B.M.'S LUCRATIVE COATTAILS
+As I.B.M. has swept to the forefront of the personal computer business, an entire subindustry has evolved and managed to profit from the product, either by selling directly to I.B.M. or to the market, or from receiving I.B.M.'s endorsement.
+Among the most obvious suppliers to profit are the Intel Corporation, which supplies the microprocessor to I.B.M., the Tandon Corporation, which has made most of the disk drives and the Microsoft Corporation, which makes the main operating system.
+SCI Systems Inc. of Huntsville, Ala. is known to assemble the electronic circuit boards that are the guts of the I.B.M. personal computer. The company, traded over the counter, experienced a 52 percent revenue increase, to $90 million, in the year ended June 30, 1982, and analysts expect revenue to double in the current year. While the company would not comment, its 10K report shows that I.B.M. accounted for 41.4 percent of its revenues in fiscal year 1982, up from 18.7 percent in 1981.
+Another potential market is in manufacturing computers that are compatible with the I.B.M. computer, meaning they can use software written for the P.C. Many industry observers think the Compaq Computer Corporation of Houston, which makes a portable compatible computer, is poised for meteoric growth.
+Numerous other companies supply either software for the computer or hardware accessories such as disk drives, video displays, game paddles and extra memory. Hundreds of software products and hardware accessories have flooded the market.
+The Quadram Corporation of Norcross, Ga., makes 20 different accessories. Its most popular product, the Quadboard, includes additional memory, a clock and calendar and communications ports for $600. Founded in 1981, Quadram was purchased by the Intelligent Systems Corporation in December 1982 in a stock deal valued at $35 million.
+Living on the edges of I.B.M.'s business can be precarious, however. When a business gets too large, I.B.M. can reach out and recapture it. Recently I.B.M. introduced its own hard disk drive, color monitor and extra memory, cutting into the sales of independent companies that were supplying those products. It also reduced prices for its personal computer by about 15 percent, potentially hurting the compatible computer manufacturers.
+Illustration graph of who's buying personal computers (page 28) graph of I.B.M.'s rush to the top drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BIG+I.B.M.+HAS+DONE+IT+AGAIN&title=New+York+Times&issn=03624331&date=1983-03-27&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 27, 1983","Now, after 18 months in the market, I.B.M. has caught up to longtime leaders Apple Computer Inc. and the Tandy Corporation (makers of Radio Shack computers), and most market researchers expect I.B.M. to surge ahead of everyone this year or the next. Analysts estimate that I.B.M. sold 175,000 to 200,000 computers in 1982, its first full year on the market, and will sell at least 400,000 to 500,000 this year, helped by I.B.M.'s expansion to the overseas market and by a new, more powerful version of its personal computer introduced late last month. The company is also planning additional products, including a home computer selling for under $1,000 - code-named the Peanut - that is expected to be introduced by the end of the year. But I.B.M.'s importance in the industry is greater than its current market share of roughly 20 percent would indicate. Indeed, to some extent, I.B.M.'s role in the personal computer world is beginning to resemble its central role in the mainframe computer business, in which I.B.M. is the sun around which everything else revolves. The I.B.M. personal computer has become a de facto standard for personal computers in its price range of $2,500 to $5,000. Virtually every software company is giving first priority to writing programs for the I.B.M. machine. And more than 20 companies have already introduced I.B.M. ''clones'' - computers that are interchangeable or almost interchangeable with the I.B.M. computer, allowing the computers to use software written for the I.B.M. machine and to be sold to I.B.M.'s vast and continuously growing customer base. Indeed, as happened first with the Apple II, an entire subindustry has sprung up to supply parts, accessories and advice for the I.B.M. personal computer. Two of the top four computer magazines in terms of advertising pages in February were exclusively devoted to the I.B.M. computer, according to Adtrak Inc., an advertising tracking service in Mountainview, Calif.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Mar 1983: A.1.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424571723,"United States, New York, N.Y.",English,27-Mar-83,DATA PROCESSING; COMPANY AND ORGANIZATION PROFILES; MARKETING AND MERCHANDISING; INDUSTRY PROFILES; PERSONAL COMPUTERS,New York Times,NEWSPAPER,,,,,,,
+'JUST-IN-TIME' SYSTEM CUTS JAPAN'S AUTO COSTS:   [Second of five articles appearing periodically on how the Japanese auto industry has earned its reputation for quality ],"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/just-time-system-cuts-japans-auto-costs/docview/424572987/se-2?accountid=14586,"Yoshiyuki Sugiura, superintendent of the Nippondenso Company's plant that produces automotive alternators here, is one of the middle-level executives who make Japan's unique kanban, or just-in-time, manufacturing system work.
+Twenty-one times a day, around the clock, trucks are dispatched from the shipping area with loads of alternators bound for the Toyota Motor Corporation's Kamigo and Shimoyama engine plants in nearby Toyota City. Each truck carries just enough parts to keep the production lines running for an hour at Toyota, which, not incidentally, is the supplier's biggest stockholder.
+As the 4 P.M. truck prepares to leave, Mr. Sugiura remarks, ''The truck will go to Toyota, and in about half an hour it will be back with instructions on how many pieces to deliver for tomorrow's production.'' By keeping stocks of parts low - the Anjo plant seldom has more than three-fifths of a day's production on hand - auto makers and suppliers here can adjust to changes in demand quickly and without waste.
+Plants Can Be More Compact
+There are other benefits. Workers in production plants do not have to maneuver around stacks of parts waiting to be used and the plants can be more compact, since they do not have to act as warehouses. Companies do not have to tie up expensive capital in idle inventories. And, although Mr. Sugiura does not mention it, with only an hour's supply on hand, Toyota is sure to be in touch with him quickly if there are any defects in the alternators.
+This lean, resource-conserving approach to mass production is just the opposite of the traditional American practice. A plant manager in the United States is happiest when he has several weeks' worth of parts on hand, since it means that a problem at a supplier factory or a transportation snarl will not disrupt production.
+That method provides security, but it is costly. James E. Harbour, a former Chrysler Corporation engineer who has studied production costs in America and Japan, has estimated that just-in-time production gives Japanese companies a $500-a-car advantage in costs.
+The kanban system, named after the small cards that are used to order more parts, is one of the few genuinely Japanese features of an automobile industry based mostly on technology imported from the United States and Europe. Conservation Methods Cited
+The skill of the Japanese in energy and material conservation - part of the culture of a resource-poor chain of mountainous islands - along with the ability of Japanese managers to motivate a compliant work force and careful nurturing by the national Government are cited by American industrialists as major reasons why the Japanese auto industry grew from obscurity to the largest in the world in the two decades from 1960 to 1980.
+Tokyo's example has prompted United States auto makers to take a closer look at some of the elements that have contributed to Japan's success in the industry - removing cumbersome storage sites from the assembly areas, grouping plants in industrial complexes and building closer ties to suppliers.
+The American Big Three car companies now all have links with auto producers in Japan and all three are buying more components for their own cars from Japan to hold down costs. The Chrysler Corporation, for example, has been selling cars and trucks made by the Mitsubishi Motor Company for 10 years. The manual transmissions in the Ford Motor Company's best-selling Escort are made by the Toyo Kogyo Company and the diesel engines in G.M.'s Chevrolet Chevette come from Isuzu Motors Ltd. Luck Combined With Efficiency
+Part of Japan's immense success in an industry that was once the symbol of America's industrial prowess can be attributed to luck. Because of the demands of its own market, Japan's industry was prepared to supply large numbers of small, fuel-efficient automobiles when rising gasoline costs turned American consumers away from big, heavy cars almost overnight.
+But it was not luck that gave the Japanese companies the edge in quality and manufacturing costs - advantages that American and European car companies are now struggling to match. Unlike the Americans, who concentrated on styling and marketing, the Japanese devoted much of their energy to more efficient manufacturing.
+In a report on the United States auto industry last year, the National Academy of Engineering said the Japanese advantage was ''rooted in a commitment to manufacturing excellence and a strategy that used manufacturing as a competitive weapon.''
+Moreover, the report added, production efficiency is one of the major goals of the top managers in Japanese industry, most of whom are technically educated, in contrast to the financial orientation of most top American executives. Method Imposes Discipline
+Just-in-time production was pioneered at Toyota, where executives say the original intention was to make maximum use of capital in a relatively cash-poor company. Thus, the Japanese companies tie up only $150 to $200 a car in inventory, compared with $700 for overseas producers.
+The side effects, though, have proved to be even more important, as the discipline imposed by this form of industrial brinkmanship has spread to the network of suppliers that supports all auto companies, exposing production problems and increasing the need for quality.
+''Putting the monkey on the suppliers' back is very significant,'' said Henry V. Leonard Jr., manager of G.M.'s operations in Japan. ''They say to the suppliers, 'We're not going to inspect anything; it's up to you to get it right.' If it's not right, the line shuts down and the supplier risks losing the business.''
+In American factories, with weeks of parts on hand, the temptation has been to try to force a slightly defective part to fit, rather than lose production by returning a shipment to the supplier. Underutilization Exposed
+The Japanese also found that lean inventories can expose pockets of underutilized people and machines in what had appeared to be busy plants. Taiichi Ohno, the now-retired Toyota executive credited with developing the kanban system, once explained how this happens.
+''Normally you don't want workers or machines to be idle, so you keep on producing parts whether you need them at the assembly stage or not,'' he said. ''But if you do that in the just-in-time system, there is no place to stack them. If the workers have the materials to make parts but no place to stack them, they have to stop producing. When that happens, the supervisor knows he has too many people working on that production stage.''
+Similarly, without the protective cushion of parts inventories, weak links in the production process are exposed. ''Inventory tends to bury problems,'' said Ichiro Maeda, director of corporate planning for Toyo Kogyo. ''If there is a large inventory and a machine breaks down, there is time to fix the machine and the problem is not reported to management. But with a low inventory, the machine gets urgent attention. The system helps workers and managers to see and adjust weak areas of the process.''
+This approach has made its way back to Detroit and is spreading through the United States auto industry. Most American assembly plants have work-in-progress storage areas in different stages of production. Partly finished cars are banked there, so that if one part of the assembly line is stopped, the rest of the plant can keep working. 'Straight Gut' Assembly Lines
+According to David Porter, manufacturing engineering manager at Ford's Wayne assembly plant near Detroit, the effort now is to install what is called a ''straight gut'' assembly line, minus the storage areas.
+''Our older plants were designed with lots of backups and Band-Aids,'' Mr. Porter said. ''The thinking now is that you'll get better quality by finding problems and fixing them. A straight gut system makes you work harder, but it gets results.''
+With a closely integrated system such as kanban, it obviously helps to have factories close together, and Toyota has followed its own logic to the limit. All nine of its major production plants, turning out more than three million cars and trucks a year, are within a few miles of one another in a vast industrial complex centered on Toyota City. Most of its major suppliers are in the same area. Patterned After River Rouge Plant
+Toyota's operations, which have set the standard for other Japanese auto makers, appear to have been patterned after Henry Ford's vast River Rouge complex just outside Detroit. Mr. Ford's ideal was a totally integrated production system, making its own steel, glass, engines, car bodies and components, and River Rouge was its expression. Even today, iron ore is unloaded from Ford-owned boats at one end of the complex, which faces onto the Detroit River, and Mustang cars roll out the other. (Ford is, however, negotiating to sell a majority stake in its steel mill there to the Japanese.)
+Much the same happens in and around Toyota City, except that Toyota itself makes only about 30 percent of a finished car. But with its high degree of control over its closely knit, and partly owned, network of suppliers, Toyota is close to 100 percent integration, some researchers have argued. General Motors, the most integrated of American manufacturers, makes about 50 percent of a car itself.
+Since Ford's time, the American auto industry has spread far from its roots in the Middle West, building plants near sales markets and trying, some have said, to escape union influence. Once again, though, lessons learned in Japan are being applied in the United States. The Buick division of G.M. has announced that it will group plants into a ''Buick City'' complex within its headquarters city of Flint, Mich. Closer Links With Suppliers
+American auto manufacturers are also trying to forge closer links with their suppliers, Japanese-style. G.M.'s Pontiac division called in potential suppliers of plastic body parts while it was still designing its Fiero sports car, to be introduced this fall, so that requirements for components could be matched to each supplier's capability.
+Nevertheless, it is unlikely they will ever match the hold most Japanese auto companies have over their suppliers, most of whom are better described as affiliates than as independent companies.
+A study by Martin L. Anderson of the Massachusetts Institute of Technology found that many of these suppliers, though nominally independent, are in practice almost as much a captive of the parent auto companies as G.M.'s Delco or Saginaw steering gear divisions. Mr. Anderson found, for example, that Toyota owned 21.8 percent of the Aichi Steel Works, 22.6 percent of Nippondenso, 24.8 percent of the Kanto Auto Works and 36.3 percent of the Kyowa Leather Cloth Company, all important suppliers.
+Below these major supplier companies is a secondary tier of smaller, almost cottage companies that are captives of the larger suppliers. This structure gives the Japanese auto companies effective control over their operations plus some important cost advantages. Since workers in smaller companies in Japan are paid less and get fewer benefits, such as lifetime employment, these companies can hold down prices. In addition, smaller companies are taxed at a lower rate than larger ones.
+And because of its partial ownership of these suppliers, which would not be allowed under American antitrust law, Toyota and the other Japanese car companies see some of their costs for parts converted to supplier profits, in which they share. Advantages May Be Transitory
+American auto executives, surveying the prowess of the Japanese car industry, readily acknowledge that the Japanese were leaner and hungrier, steadily improving their factories while the Big Three were content to stay with established technology and reap profits. But they say the advantages are not permanent or insurmountable.
+''The Japanese are most successful in manufacturing complex products, in processes that require a high degree of coordination,'' said William H. Frank, G.M.'s purchasing manager in Japan. ''We are going through an evolution now in automotive design, reducing the number of pieces in a car. It could turn out like television manufacturing. There are less than half the pieces in a television today than there were 10 years ago, so the Japanese do not have that much advantage over the United States or elsewhere.'' Monday: Japanese automation.
+Illustration Table of the American way of business vs. the Japanese way (Page D9)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=%27JUST-IN-TIME%27+SYSTEM+CUTS+JAPAN%27S+AUTO+COSTS%3A+%5BSECOND+OF+FIVE+ARTICLES+APPEARING+PERIODICALLY+ON+HOW+THE+JAPANESE+AUTO+INDUSTRY+HAS+EARNED+ITS+REPUTATION+FOR+QUALITY%5D&title=New+York+Times&issn=03624331&date=1983-03-25&volume=&issue=&spage=A.1&au=John+Holusha%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1983","''Putting the monkey on the suppliers' back is very significant,'' said Henry V. Leonard Jr., manager of G.M.'s operations in Japan. ''They say to the suppliers, 'We're not going to inspect anything; it's up to you to get it right.' If it's not right, the line shuts down and the supplier risks losing the business.'' ''Normally you don't want workers or machines to be idle, so you keep on producing parts whether you need them at the assembly stage or not,'' he said. ''But if you do that in the just-in-time system, there is no place to stack them. If the workers have the materials to make parts but no place to stack them, they have to stop producing. When that happens, the supervisor knows he has too many people working on that production stage.'' ''Our older plants were designed with lots of backups and Band-Aids,'' Mr. [David Porter] said. ''The thinking now is that you'll get better quality by finding problems and fixing them. A straight gut system makes you work harder, but it gets results.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1983: A.1.",11/15/17,"New York, N.Y.",JAPAN,"John Holusha, Special to the New York Times",New York Times Company,,Newspapers,424572987,"United States, New York, N.Y.",English,25-Mar-83,AUTOMOBILES; INDUSTRY PROFILES; INTERNATIONAL TRADE AND WORLD MARKET; SURVEYS AND SERIES,New York Times,Series,,,,,,,
+JAPAN'S HARD LOOK AT SOFTWARE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japans-hard-look-at-software/docview/424536996/se-2?accountid=14586,"TOKYO THE image of the kind of person best-suited for creating software - the electronic instructions that tell computers what to do - is hardly in the Japanese mold: the hirsute nonconformist, working alone, fiddling obsessively with his algorithms.
+But top corporate and government officials in Japan, where teamwork and cooperation are a hallmark of industrial success, are making a major effort to catch up with America in the development of computer software.
+''He who controls software controls the world,'' said Tadahiro Sekimoto, president of the Nippon Electric Company, which has been putting greater emphasis on software development. And while Japanese executives acknowledge that achieving that goal is no easy matter, they do not consider it impossible.
+''I don't deny the individualistic aspect, but this industry is basically the same as others,'' said Katsusada Hirosei, a senior official at the Ministry of International Trade and Industry. ''And the characteristics that have served Japan well in the past in its rapid industrialization will work in this industry, too. Software is like any other product.''
+The officials are among the first to acknowledge that the United States is clearly ahead and that Japan may have some trouble in closing the gap. But they seem confident that software is an industry in which Japan can repeat its successes in steel, automobiles and semiconductors.
+Whether the Japanese industry can catch up - and possibly pass - the United States in software development is a question whose answer may well have far-reaching effects on the economic competitiveness of both countries.
+The computer industry is headed in the direction of the telephone or camera businesses. In those businesses, the hardware - the telephone and camera itself - has become a relatively inexpensive, mass-produced item, while the real money is made in the software - the telephone service and film, respectively. A roughly equivalent process seems to be under way in the computer industry.
+Accordingly, the full arsenal of government and industry backing is being directed at software development in Japan. And to foreign competitors stung by Japan's previous triumphs, it is an all-toofamiliar pattern. The Ministry of International Trade and Industry is guiding a five-year project intended to create new operating systems software. Two key objectives are to develop new programming technology and to make Japanese-language programs.
+As usual, the amount of money involved is not great. The total estimated for the project, now in its third year, is $192 million at current rates, with half coming from the Government and the rest from the participating companies. But the project coordinates and directs development efforts of some of Japan's major corporations - N.E.C., Hitachi, Fujitsu, Matsushita, Toshiba, Mitsubishi Electric, Oki and Sharp.
+The Japanese software concerns -ranging from the two-man shops scattered around Tokyo to the subsidiaries of the large companies - are not concentrating on Visicorp, Microsoft or any of the other major American software companies as their competition now, however. In trying to develop the industry, they are considering the entire American industry as the force to be reckoned with.
+Accordingly, the trade and industry ministry has a program that funnels $10.6 million in research and development funds, mainly to some of Japan's nearly 2,000 independent software houses. One major goal of the program is to encourage the development of multipurpose software packages, which can be used in many business applications. Because Japanese companies have until recently used mainly tailormade software, Japan is far behind the United States in developing packages and is scrambling to come up with this versatile, lesscostly kind of software.
+The trade and industry ministry is guaranteeing loans from banks to small software companies. This is an attempt to pry capital for fledgling software ventures from commercial banks. The Japanese banking system operates on a collateral-lending system in which loans are made primarily on the assets and property of a company rather than on current or anticipated profits.
+The traditional system here tends to discriminate against small companies and start-ups, and Japan has only a meager venture-capital market.
+''Without guarantees by the Government, the new ventures could not find funding,'' said Hideji Sugiyama, deputy director of the trade and industry ministry's electronics policy division. STARTING in 1978, the Government began giving the industry a 40 p ercent tax deferral on software revenues for the first four years ofa program's life. But more striking than any government initiatives h ave been the moves made by the private sector. In this respect, c orporate and government efforts in the software field are typical oft he way industrial policy works here.
+The elite bureaucrats at trade and industry ministry are not, as some Western observers seem to think, off by themselves picking industries that will thereafter be designated ''winners'' or ''losers.'' Instead, after close consultations with business leaders, the Government strives to adopt policies that will accelerate market forces, easing the way of the private sector in the direction that industry itself wants to go.
+To create a working atmosphere more conducive to software development, big corporations such as Hitachi are spinning off subsidiaries, trying to make them less bureaucratic, hierarchical organizations. Some engineers, dissatisfied with the tethers of working in large corporations, have quit to start their own companies, shunning the security of lifetime employment. And graduates of top universities who once would never have considered doing anything other than taking a safe position with one of Japan's blue-chip concerns, are becoming entrepreneurs.
+And, with a shortage of programmers, women increasingly are being employed as software engineers and programmers, and are becoming a factor in the software job picture. ''Women have been totally ignored in the Japanese labor market,'' said one computer executive. ''They are a hidden asset that we ought to use in the software business because we need them.''
+Toshinori Watanabe is one of the new breed of Japanese entrepreneurs spawned by the software industry. Mr. Watanabe, 36 years old, is president of the Dynax Corporation, which he founded five years ago after leaving another small software company. Dynax now has 13 programmers, including three women who work from their homes while raising children.
+The company's annual revenues of $400,000 come mainly from projects assigned on a contract basis from large companies such as Fujitsu, Toshiba and Hitachi. Robotics software is one of its strengths. Mr. Watanabe's strategy is straightforward: ''My policy is to take all the orders I can get, large or small.''
+The software business has shown that the lure of entrepreneurial opportunity can sometimes outweigh the pull of loyalty to one's company in Japan.
+The most celebrated example is Cosmo 80. Founded in 1981 by Yutaka Usui, an executive at the Ishikawajima-Harima Heavy Industries Company, and two of his colleagues, the new venture brought a stream of software experts out of the diversified shipbuilder and machinery producer. Half a year after Cosmo's founding, more than 80 people had left Ishikawajima-Harima for the new concern.
+How far Japan lags behind the United States in software is difficult to measure precisely because the development and structure of the field has been very different in the two nations. Some analysts say the gap in software development is as much as 10 years, while others think it is far less.
+Already, Japan has done well in the software applications it has concentrated on. Its systems for electronic banking and airline reservations are said to be as good as any in the world. In addition, Japan's strength in robotics and factory automation is testmony to its ability in applied software. One of Japan's major successes in software development has been video games.
+In Japan the unbundling, or separation, of hardware and software sales began only about three years ago, well after it occurred in the United States. Much of Japan's software in effect is built into the hardware by the computer companies, and most of it is tailor-made.
+Thus, to date, software has been far less a separate business in Japan than in America. The Japan Software Industry Association estimates that spending for software in Japan is less than one-fifth that in the United States, although the association focuses only on that segment of the industry that its members supply, mainframe computer users. IT is in packaged software that Japan trails farthest behind America, both in manpower and product d evelopment. A study done last year for the Agency of Industrial S cience and Technology said Japan has a maximum of 30,000 packaged s oftware engineers, compared with 200,000 in the United States. Also,J apanese companies are just beginning to make the transition to usings oftware packages, and most are imported from the United States.
+Savings in time and cost are the big advantages of packaged software, rather than custom programming for every company. For instance, to tailor-make and install a company's software for its payroll system may take more than 200 man-months and cost more than $400,000. To buy and install a similar package would cost only $100,000 and take three man-months.
+As one analyst put it, the difference between tailor-making software versus buying a package is like the difference between making your own office furniture versus buying it from an outside supplier.
+Some years ago, when Japan's economic growth was faster, corporate data-processing departments faced few budget constraints, especially because computerization was a national priority. Also, a peculiarity of Japanese corporate culture tended to discriminate against package software; in a nation where there are rarely mergers, where companies are regarded as sovereign entities, corporations typically want their own software, tailor-made.
+Here, too, attitudes are changing. William H. Totten is president of K.K. Ashisuto, a distributor of software packages in Tokyo. This year Ashisuto revenues will be $5.3 million, or nearly 10 times their level in 1979. ''We've seen explosive growth in the last few years in the Japanese demand for software packages,'' Mr. Totten said.
+Today about 98 percent of Ashisuto's business is selling American packages to Japanese users. Yet, based on the pace of development in Japan, Mr. Totten says that in three to five years his company will get a healthy chunk of its business from exports of Japanese packages. By 1990, he predicts that half his business will be Japanese exports.
+For many reasons, it may be harder for Japan to excel in software development than in some of the industries in which it has become a world leader. Nonetheless, it appears that, once again, here comes Japan. ''It's just wishful thinking to say that Japan cannot catch up in software,'' Mr. Totten said. ''That's what a lot of people were saying about the semiconductor industry a few years ago and the auto industry a decade ago.'' HITACHI'S BIG PUSH PUTS ITIN THE LEAD
+TOKYO One of the leaders in software development in Japan is Hitachi Ltd., the big, Tokyo-based computer maker. Today the company has 17 separate subsidiaries that produce software for a variety of purposes, for use in everything from mainframe to personal computers.
+''Creating software and big Japanese organizations are like oil and water,'' said Kenichi Ohmae, managing director of McKinsey & Company in Tokyo. ''Hitachi and other big companies recognize this. That is why they are spinning off companies and asking them to act like Silicon Valley firms.''
+The growth of Hitachi's software subsidiaries in recent years has been striking: Of its 17 units, 13 were established in the last four years. Employment in the software operation has risen to about 12,000, up from roughly 3,000 in 1970, in a total work force of more than 154,000 people.
+Scattered throughout Hitachi's software units are 550 women who are software engineers. While that number is modest, it is considered significant in a nation where women workers at bigcompanies are typically ''office ladies,'' who are expected to serve tea, keep their uniforms pressed and quit to get married by their late 20's.
+Like many big American computer manufacturers that also produce software, Hitachi uses most of the software made by its subsidiaries in its own computers. The company, however, also sells to outside customers. The company's software revenues are now an estimated $490 million, seven times what they had been in 1970.
+In the United States, Hitachi, along with the Mitsubishi Electric Corporation, became enmeshed in a computer espionage case involving hardware and software last year. The Japanese companies and several of their employees were charged in a Federal indictment with conspiracy to send computer secrets stolen from International Business Machines to Japan.
+Illustration photo of Toshinori Wantanabe",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAPAN%27S+HARD+LOOK+AT+SOFTWARE&title=New+York+Times&issn=03624331&date=1983-01-09&volume=&issue=&spage=A.4&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 9, 1983","''I don't deny the individualistic aspect, but this industry is basically the same as others,'' said Katsusada Hirosei, a senior official at the Ministry of International Trade and Industry. ''And the characteristics that have served Japan well in the past in its rapid industrialization will work in this industry, too. Software is like any other product.'' For many reasons, it may be harder for Japan to excel in software development than in some of the industries in which it has become a world leader. Nonetheless, it appears that, once again, here comes Japan. ''It's just wishful thinking to say that Japan cannot catch up in software,'' Mr. [William H. Totten] said. ''That's what a lot of people were saying about the semiconductor industry a few years ago and the auto industry a decade ago.'' HITACHI'S BIG PUSH PUTS ITIN THE LEAD ''Creating software and big Japanese organizations are like oil and water,'' said Kenichi Ohmae, managing director of McKinsey & Company in Tokyo. ''Hitachi and other big companies recognize this. That is why they are spinning off companies and asking them to act like Silicon Valley firms.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Jan 1983: A.4.",11/15/17,"New York, N.Y.",JAPAN,"Lohr, Steve",New York Times Company,,Newspapers,,"United States, New York, N.Y.",English,9-Jan-83,DATA PROCESSING; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+HEALTH QUALITY AND COSTS: A DELICATE BALANCE:   [Series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/health-quality-costs-delicate-balance/docview/424304676/se-2?accountid=14586,"The Price of Health Examining the Medical System Third of five articles. By LAWRENCE K. ALTMAN
+At a time when the cost of medical care is soaring and doctors are being urged to practice more cost-effective medicine, many people are asking these basic questions: How good is American medical care in relation to its cost and what would have to be sacrificed in terms of quality to reduce that cost?
+The technological sophistication of American medicine is regarded as unsurpassed. The expertise of this nation's doctors in applying it has helped extend the lives of millions of people and has improved the quality of life for millions more. And the gains have occurred concurrently with a huge American investment in health. From 1940 to 1980, the share of the gross national product devoted to health care rose to 9.4 percent from 4 percent.
+In the same period, the life expectancy for an American rose to 73.6 years from 62.9. From 1960 to 1980, maternal mortality dropped to 6.9 from 37.1 deaths per 100,000 live births and infant mortality fell to 12.5 from 26 per 1,000 live births. And the numbers of deaths from 10 of the 15 leading causes have fallen since 1968. Targets of Criticism
+The quality of the care that has resulted in those advances involves countless intangibles, from bedside manner to surgical skill. Then, too, there is the ability to make the critical judgments that are the essential part of everyday medicine. And while the expense of modern medicine includes crucial human factors in training and staffing, critics have frequently focused on costly, high technology targets such as these:
+- Intensive care units to treat infants born prematurely and older patients who are recovering from accidents, surgery, heart attacks and many other conditions.
+- Dialysis treatments with artificial kidneys and kidney transplant operations to keep alive tens of thousands of people who would otherwise die from renal disease.
+- Synthesis of many new drugs to treat, and even prevent death from, the complications of heart disease, hypertension, infections and many other common conditions.
+- Advances in the laboratory tests that physicians rely upon in diagnosing and managing the care of thousands of common and rare disorders.
+- CAT scanners, computerized X-ray machines that have revolutionized the care of patients with neurological disorders by improving the accuracy of diagnosis and sparing patients painful procedures.
+- The incorporation of many new approaches - some of them mechanical and others procedural such as new types of surgery - without adequate pilot and clinical studies, with the result of overpayment for the amount of benefit received.
+According to interviews and a review of articles in medical journals, many leaders in government, medicine and other fields are discussing not only whether Americans are paying too much for such care but also whether their money, if spent on other programs, would be more profitable for society.
+In some instances, clearly, inefficiency can be pared with no major loss in quality of care. In other instances, painful philosophical questions are raised in linking quality to cost. Treatment of Babies an Issue
+For example, in the case of neonatal intensive care units, premature and critically ill babies receive continuous care with respirators and other sophisticated technologies, as well as highly specialized physicians and nurses.
+Six percent of all live births in this country require such care at an estimated cost of $1.5 billion a year. The figure is about the same for coronary bypass surgery and the treatment of the otherwise terminal stages of chronic kidney disease, both of which are the focus of controversies over costs.
+It is cost-effective to treat babies weighing 1,500 grams, which is about 3.3 pounds, or more, but not those weighing 1,000 grams, which is about 2.2 pounds, or less, according to a Federal study conducted at the University of California at San Francisco. The difference, the researchers said, reflects the fact that the lifetime costs of caring for the severely handicapped infants who survive outweighs, in economic terms, the benefits to the thousands of babies who would have died without neonatal intensive care and who survived to lead normal lives.
+''Withholding care from all newborns weighing 1,000 grams or less to avert the exceptional costs of the severely abnormal survivors would take the lives of many potentially normal babies,'' said Dr. Peter Budetti and his colleagues who did the study for the Federal Office of Technology Assessment. ''Clearly a policy decision to withhold care from such low-birthweight infants should not be based solely on cost-effectiveness.''
+Another therapy involving relatively few people at extraordinarily high expense is that for end-stage kidney disease. This treatment, which is saving the lives of everyone who receives it, has cost much more than estimated when the Federal program to provide such care was introduced in June 1973. The treatments, kidney dialysis and kidney transplant operations, will cost an estimated $1.056 billion in 1982 for the 59,125 patients enrolled, according to the Federal Health Care Financing Administration.
+PICK UP 1ST ADD QUALITY
+GRAF BEGINNING ''TREATING MORE PATIENTS X X X''
+FIRST AND LAST ADD QUALITY
+Treating more patients with the artificial kidney at home instead of at hospitals and other centers would be a preferable form of treatment for many patients and would reduce the costs of treatment, according to Dr. Christopher R. Blagg of the Northwest Kidney Center in Seattle. He said that the costs of dialysis in Washington were only about 75 percent of the national average for all dialysis care because many more patients received home dialysis in Washington than in the country as a whole. The national rate of home dialysis is 17 percent as against more than 50 percent in Washington.
+Audits published in the Federal Register last month said the the average cost for home dialysis was $97 per treatment as against $108 in out-patient facilities and $135 in hospitals. The usual number of treatments is three per week.
+But dialysis is mired in controversy between those who argue for the convenience and cost savings of home treatment and those who argue that using centers is safer and needed for the many patients who cannot be treated at home because of their age and other medical problems. Some critics charge that a major impediment to expanding home treatment is the profit motive. Intensive Care United Assailed
+Intensive care units, or I.C.U.'s, where adults are treated for heart attacks, lung disease and other serious conditions have also come under criticism. Dr. William A. Knaus, who heads the intensive care unit at George Washington University Hospital in Washington, where President Reagan was treated after he was shot a year ago, contended that doctors could ''practice better medicine by using I.C.U.'s less.''
+At a New York City hospital, a heart attack patient pays $560 a day to stay in a coronary care unit. The cost of such care depends on several variables, such as the seriousness of the patient's condition, the type of ailment and the cost of living in the area of where the care is being delivered.
+One of Dr. Knaus's suggestions was that physicians should be ''more selective in admitting terminally ill patients for whom the life-support capabilities of an I.C.U. are useless.''
+''This is a difficult and controversial problem,'' he said, ''but one that society must face soon because of the unlimited economic and emotional costs such aggressive but futile treatment creates.''
+As for drugs, the development of antibiotics has lessened the public health threats of tuberculosis, pneumonia and scores of other infectious diseases. Use of anti-hypertensive drugs has begun to reduce drastically the rates of death and severe complications from high blood pressure. Some Diseases Under Control
+Death statistics fail to reflect the control, if not eradication, of many other diseases that are crippling and serious but usually not fatal. No longer do Americans fear polio because immunizations prevent it.
+But at the same time there is much room for improvement. Studies published in medical journals have shown that the prescribing habits of some physicians are sloppy, even dangerous. In such cases, patients are not just paying too much; they are being charged for improper treatment. The cost to the nation is in the millions of dollars.
+Automated technology has made it possible simultaneously and accurately to do many laboratory tests on a single blood specimen at reduced cost. Yet, this, too, has raised costs in some instances. Although automation makes it easier for doctors to order many more tests, doctors sometimes have to repeat the tests because the first results gave spuriously abnormal values. For example, a doctor who was specifically testing the blood-sugar level might also get a result that showed an unusually high level of calcium, which often shows a false positive. The doctor then would have to do further tests to determine its significance.
+At least three studies suggest that doctors ignore many normal and abnormal laboratory test results. ''This implies that the laboratory determinations were not needed in the first place,'' Lois P. Myers and Dr. Steven A. Schroeder of the University of California at San Francisco said in the Milbank Memorial Fund Quarterly. The significance is heightened by the fact that laboratory tests and Xray services now account for up to 25 percent of total bills at some hospitals. Warning on Problem's Intricacy
+But last week a study by Dr. Schroeder's team cautioned that the problems of technology in medical practice were more intricate than previously recognized and that options on policies to control the rising cost of medical care should recognize that the use of technology differs according to diagnosis and clinical specialty.
+There are many reasons for ordering laboratory tests. One is the fear of malpractice suits. Perhaps a more fundamental factor is that medical schools encourage wide use of tests.
+Medical school professors have been more inclined to ask younger doctors, ''Why didn't you order these tests?'' than ''Why did you?'' But there are signs of change. Some medical schools are teaching students the concepts of cost-effective practice.
+However, as the editors of The Lancet, one of the world's most respected medical journals, published in London, noted: ''The costeffectiveness approach has hardly penetrated medical education and practice.'' Focus on Overuse of Technology
+While most people agree that technology has been a potent positive force in medicine, even reducing costs in some instances as it diminishes hospitalization, the criticism focuses on overuse. Some say the costly CAT scan is used when it might not be needed; at one New York City hospital, it costs from $1 million to $1.5 million to buy and install the machine, and the cost of a scan is $300 to $350, depending on the part of the body involved. The issue extends to conventional X-rays, electrocardiograms and laboratory tests that may be repeated daily. Is more better?
+Modern hospitals face many incentives to use technology but few reasons to constrain it, Dr. Charles A. Sanders, the former director of the Massachusetts General Hospital, has said. As an example of the overwhelming changes and bewildering array of new services and facilties, from 1965 to 1975 the Boston hospital created a total of 10 intensive care units and hired 1,862 additional employees, although the total number of patient-days per year changed very little.
+Dr. George Himler, a former president of the Medical Society of the State of New York, has said that ''health professions have been reluctant to raise the question of limits on benefits and expenditures, equating such limits with a deteroriation in the quality of health care.''
+It is not clear to what extent improved health statistics - the decline in death rates, for instance - are directly related to the increased expenditures and growing technology, rather than to improved socioeconomic, environmental and other factors. The Factor of Abuse of the System
+But much more is involved in the care of patients than can show up in health statistics. Among a physician's primary obligations are relieving pain and anxiety, and easing the process of dying. They take time and skill.
+To some extent the high cost of medical care can be attributed to abuses of the system, especially in Government programs. But such abuses appear to make a minimal contribution to the overall costs, according to Dr. Robert Blendon of the Robert Wood Johnson Foundation in Princeton, N.J., and Thomas W. Moloney of the Commonwealth Fund in New York. They said:
+''Medicaid is a far better and more indispensable program than commonly realized: it serves a broad cross section of the American people, it probably does improve health, and its program costs per recipient are no higher than the per person costs of care for all Americans of similar age.
+''Before Medicaid, people with low income saw physicians far less often than did middle class people, but by the mid-1970's this inequity had been erased.''
+''Even if every claim of fraud, abuse, and overuse proved true,'' they said, ''the net cost of any such failings is not enough to raise the per-person cost of the program above the per-person cost of medical care for comparable non-recipient Americans.'' Situation in Other Countries
+No Western nation seems to have solved the problem of controlling rising costs without rationing services, largely because it costs more, not less, money to introduce new knowledge and technology.
+Paradoxically, the United States, which began spending substantial amounts of taxpayers' money for health-care plans much later than such Western European countries as Britain and Sweden, which have had well-publicized national health insurance plans, seems to be ahead of them in terms of confronting the problems of quality and cost of care.
+A limited number of studies have been conducted in other countries and they have shown variations in the way doctors practice medicine, for example, the use of laboratory testing services, the number of operations performed and the use of antibiotics.
+What they show is not encouraging to those who want to cut costs by limiting profits to doctors. The studies seem to show less connection than expected between the amount of services offered and the method of payment. Room for Improvement Noted
+To some, costly technology is being used as a scapegoat, and to others concern about money may be a red herring. There is still, they say, much room for improvement in medical care despite the gains of recent years.,
+''In the last 65 years,'' said Dr. Robert H. Brook of the University of California at Los Angeles and the Rand Corporation, '' about 500 research studies have been published assessing the level of quality of care delivered, and virtually all these studies have detected basic problems in the level of quality delivered.''
+But beyond those failings, many problems involved in the quality of care are socioeconomic. ''So often people equate medical care with professional care,'' said Dr. Daniel D. Federman, a dean of Harvard Medical School. ''They reflect distance, population clustering, personal habits and economic circumstances against which the very best of medical effort is likely to be very poorly successful.''
+Illustration Photo of an intensive care unit (Page C2)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HEALTH+QUALITY+AND+COSTS%3A+A+DELICATE+BALANCE%3A+%5BSERIES%5D&title=New+York+Times&issn=03624331&date=1982-03-30&volume=&issue=&spage=A.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 30, 1982","''Withholding care from all newborns weighing 1,000 grams or less to avert the exceptional costs of the severely abnormal survivors would take the lives of many potentially normal babies,'' said Dr. Peter Budetti and his colleagues who did the study for the Federal Office of Technology Assessment. ''Clearly a policy decision to withhold care from such low-birthweight infants should not be based solely on cost-effectiveness.'' Medical school professors have been more inclined to ask younger doctors, ''Why didn't you order these tests?'' than ''Why did you?'' But there are signs of change. Some medical schools are teaching students the concepts of cost-effective practice. Beyond those failings, many problems involved in the quality of care are socioeconomic. ''So often people equate medical care with professional care,'' said Dr. Daniel D. Federman, a dean of Harvard Medical School. ''They reflect distance, population clustering, personal habits and economic circumstances against which the very best of medical effort is likely to be very poorly successful.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Mar 1982: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,,New York Times Company,,Newspapers,424304676,"United States, New York, N.Y.",English,30-Mar-82,MEDICINE AND HEALTH; PRICES; HOSPITALS; RATES; DOCTORS; COMMISSIONS (FEES),New York Times,Series,,,,,,,
+SHADOW OF JOBLESSNESS DARKENS MORE OF NATION; Out of Work First article of a series on the nation's unemployment problem.,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shadow-joblessness-darkens-more-nation-out-work/docview/424287069/se-2?accountid=14586,"Just as the burden of inflation has begun to ease, surging unemployment is posing a mounting threat to the security of many Americans.
+The rising unemployment represents not only the declining situation of those who have long been out of the economic mainstream but also the shrinking opportunities for workers in America's basic industries such as automobiles and steel.
+Economists say the current jobless rate is in a large part the legacy of Government efforts to fight inflation through restrictive monetary policies and high interest rates.
+But even if the economy improves by midyear and unemployment declines again, as most economists expect, they are concerned that joblessness will remain higher than it was before the recession, continuing a decade of upward creep. Miscalculation Conceded
+Already the specter of joblessness felt in the weed-grown lots of the South Bronx has spread through the idled industrial plants of Pittsburgh and Detroit and is reaching into the white-collar jobs of the middle class.
+The Reagan Administration concedes it miscalculated the depth of the problem, and most economists agree that things will become worse. There is less consensus about what used to be basic economic premises: that high unemployment is a sure remedy for inflation and that reducing unemployment is a simple matter of Government spending.
+To date, the unemployment rate has generated remarkably little furor. But that situation is likely to change, particularly in an election year that is likely to see unemployment statistics climb for at least several more months. Jobless Statistics Soar
+Already the figures have soared. Unemployment, which was at 7 percent in July, reached 8.9 percent in December and is now threatening to break through the 9 percent postwar record set in May 1975. Some experts have estimated that unemployment hovered around 18 percent throughout much of the 1930's, and reached a high of 25 percent in 1933.
+Almost 9.5 million people are now counted as unemployed, meaning they held jobs and were laid off, or they wanted to work and could not find a po sition they would take. For some segments of the population, s uch as adult males and blacks, unemployment is already at its highes t levels since World War II. Blacks, for example, show a17.4 percent unemployment rate, while adult males are at 8 percent.
+As bad as those numbers sound, most economists predict that they will get worse. John F. Cogan, Assistant Secretary of Labor for policy evaluation and research, said, ''The general consensus is that unemployment will rise above 9 percent, but that it is unlikely that it will reach 10 percent.'' He predicted that unemployment would continue to increase for the first few months of 1982 and then start falling by May or June when the economy begins to pick up.
+Murray L. Weidenbaum, chairman of the Council of Economic Advisers, said recently that he expected unemployment to rise to about 9 percent before the recession is over. The council said in its midyear budget review last July that unemployment for the fourth quarter of 1981 would be 7.7 percent. But because of very high interest rates, the economy turned out to be significantly weaker than the council expected. 'A Long-Term Program'
+At a convention of economists in December, Mr. Weidenbaum extolled the virtues of job creation in a strong economy. The Administration's approach to curing unemployment amounts to getting the economy moving again, which it believes will generate jobs. But Mr. Weidenbaum cautioned: ''I do anticipate that several more months of poor economic statistics are in front of us. The Administration has said, and I think accurately, that it is putting together a longterm program.''
+Some experts, such as Rudy Oswald, chief economist at the American Federation of Labor and Congress of Industrial Organizations, are more pessimistic.
+''I would not be surprised if unemployment tops 10 percent, and it is possible that it will rise as high as 12 percent,'' Mr. Oswald said. ''In every other recession, the Government was willing to really try to turn the economy around with new jobs programs and other projects. I see this Administration trying to immobilize any such action because of the deficit.''
+The unemployment figures are already setting off debate. Aside from the hardship that unemployment causes those out of work, it is also viewed by most authorities as a loss for the economy, since those without work constitute a resource going to waste. The controversy begins with the question whether this price is worth paying.
+In the view of some economists and policymakers, if the economy is willing to endure a certain level of unemployment, inflation will be subdued. This theory says inflation results from an overheated economy, where too much demand pushes up wages and prices. A recession is said to remove some of this pressure. But with a slower economy, many companies reduce their production schedules and lay people off. The Debate Over Trade-Offs
+''We are paying for some reduction in inflation with higher unemployment, even if the Government doesn't say so or admit that to itself,'' said William J. Baumol, past president of the American Economic Association, who is an economics professor at Princeton and New York universities.
+Others argue, however, that the idea that high unemployment cures inflation was discredited long ago. For although unemployment has climbed to levels not experienced since the 1930's, inflation has also soared.
+''There really is not a basic trade-off between the current inflation rate and unemployment, except over a very long term and with unemployment at very severe levels,'' Mr. Oswald of the A.F.L.- C.I.O. said. ''Most of the inflationary forces of recent years, such as energy, food and interest rates, were not particularly related to changes in employment and unemployment.
+''And the cooling off of inflation over the last few months has not been brought about by unemployment either.'' Concern About Upward Creep
+What troubles some economists most, however, is not so much the present bulge in unemployment but the longer-term upward creep in the figures. Where unemployment above 3 or 4 percent was considered unacceptable in the early 1960's, now 6 or 7 percent appears to be taken as ''normal.''
+Economists are puzzled by what has happened recently: After each recession ends, unemployment falls, but does not drop to its previous low. What labor experts are beginning to conclude is that the causes of unemployment are more complex than they were thought to be a decade or two ago, and that reducing unemployment is more difficult as well.
+It was once believed, for example, that simply by stimulating the economy, unemployment co uld easily be reduced to some relatively acceptable le vel. This idea of what the Government could and should do was reflec ted in the ''full employment acts'' Congress has passed since World W ar II.
+Of course, even with unemployment creeping upward, the United States economy has proved remarkably fruitful in creating jobs. There are now nearly 107 million people in the civilian labor force, nearly two out of every three people over the age of 16. And at the same time that more people are seeking jobs, more people are also finding them. Roughly 97 million people are employed now, as against 57 million in 1947. Public Has Not Raised Outcry
+But if economists are increasingly bothered by the rising unemployment figures, the public seems less alarmed. ''There used to be an outcry when unemployment rose to 6 percent,'' Isabel Sawhill, an economist at the Urban Institute, a Washington-based research organization, observed recently. ''Now with unemployment in the range of 8 1/2 percent, there may be some grumbling, but much less than 10 years ago.'' Economists say several factors explain this . One is the sharper rise in inflation, which led many to conclude that inflation, not unemployment, was the country's most serious economic problem.
+Another change is what many believe to be the blunting of the hardship of being unemployed. If one worker is laid off, many families have another source of income. Unemployment insurance and other social programs have also lessened the hardship. And changes in the financial system since the Depression have made it less likely that the temporarily unemployed will lose their homes and their possessions.
+The unemployment figures, which have risen so sharply in the last couple of months, may not tell the whole story, either. Unemployment grew by 1.5 million from September to December. But as Mr. Cogan at the Department of Labor pointed out, only 1.1 million people of that total actually lost their jobs. The rest were people who were not in the labor force, but who actively looked for work. Employment of women actually grew in that period. 'I Don't Feel Comfortable'
+But this is little consolation to economists. ''I regard unemployment as the number one issue in macroeconomics today,'' said Robert Hall, an economist at Stanford University and the Hoover Institute. ''I don't feel comfortable with what we have to say about it, either in terms of giving a good scientific diagnosis of the problem, or in terms of offering policy recommendations.''
+For many years, the view of unemployment in the economics profession and in the population at large was colored by the Depression. Economists generally believed that if the economy ran at full capacity, unemployment would be minimal. If demand slackened, unemployment would rise.
+There was thus a widespread belief that the high unemployment of the Depression could have been eliminated by Government spending policies that would have given people jobs and stimulated the economy.
+''Looking at unemployment from this perspective, it was inconceivable that anyone could oppose the reduction in unemployment,'' Orley C. Ashenfelter, an economics professor at Princeton University, said. ''All the Government had to do was to spend money. But everyone would be paid back by an expanding economy. There was a free lunch; that was the fundamental idea of Keynesian economics.''
+Slowly this view of unemployment eroded in the face of two important insights. Even with a healthy economy, and even with Government spending, not all unemployment went away. Furthermore, people began to recognize that there might be costs to holding unemployment down. Running the economy full blast to keep people employed seemed to push up inflation. The Phillips Chart
+This apparent trade-off between unemployment and inflation was described graphically by A.W. Phillips of the London School of Economics, who plotted unemployment and rates of increase in wages for Britain from the 1860's to the 1950's. (Wage inflation is often regarded as a stand-in for a country's underlying inflation rate since wages account for two-thirds to three-quarters of the final cost of goods produced.) The Phillips chart showed that periods with high unemployment had relatively low inflation rates, while years with low unemployment had relatively high inflation rates.
+The relationship seemed logical, and at first, economists generally accepted it. The only problem was that as years went by and economists tried to relate unemployment and inflation statistics to the Phillips curve, the figures never fitted very well.
+Mr. Phillips had concluded, for example, that with an unemployment rate of 5 percent, wages could be expected to stabilize. He a lso saidthat if unemp loyment was held at 2 1/2 percent, the rate of increase in wages woul d be limited to the rate of increase in productivity.
+Some economists began to have doubts about the Phillips model as early as the 1960's, and as both unemployment and inflation got significantly worse in the 1970's, the disillusion became widespread. By 1980, for example, wages were rising 10 percent a year, while unemployment had climbed to 7.1 percent.
+The United States, along with many other industrial countries, seemed to be suffering both high unemployment and high inflation, instead of being able to choose one over the other.
+As it became more difficult, particularly in the 1970's, for economists to cling to the concept of an uncomplicated trade-off between inflation and unemployment, some of them began to describe the theory as simplistic while others dismissed the idea of a tradeoff altogether. A Cure for Forever?
+Many economists would probably agree with their colleagu e George Perry of the Brookings Institution, who said: ''I think that a sufficiently huge downturn in the economy wou ld cure inflation, but I'm not sure it would stay cured forever. Wha t we would get for a modest recession is not a great deal.''
+What happened to move the United States away from the more predictable world set out by Mr. Phillips? Some economists say now that it never really applied to the American economy. But assuming that it was once an approximate match, economists do not have any simple answers.
+As for the upward creep in unemployment, economists offer a host of explanations. Some say it has resulted from the changing composition of the work force: There are now more young people and women working, and both customarily have higher unemployment rates than adult males. Others cite the expansion of the unemployment insurance program, which has been shown to keep people out of work longer.
+Yet another factor offered by some is the changing structure of the economy. Most economists dismiss the contention that automation results in any permanent loss of jobs. But Mr. Oswald of the A.F.L.- C.I.O. suggests that recent recessions together with foreign competition have taken such a toll on business. Answers Considered Incomplete
+After extensive analysis, however, economists concede that these are incomplete answers. ''When you get down to it, we are left with a hole in explaining unemployment,'' said Mr. Cogan of the Labor Department. But he added, ''That should@n't preclude us from action.''
+Indeed, the Reagan Administration policy toward unemployment, as explained by Mr. Cogan, is incorporated in its efforts to better the overall economy. This strategy sidesteps the confusion in the ranks of economists by not relying on any one theory of unemployment. Its drawback is that it is not a strategy that has been tried and found successful. Some labor economists, such as Daniel S. Hamermesh of Michigan State University and the National Bureau of Economic Research, call it a nonpolicy.
+But Mr. Cogan defends the Administration's more general approach. ''If we had kept going the way we did in the 1970's, unemployment would have kept growing,'' he said. ''What we have to do is to put the economy back on its feet. All we can do is institute policies that make the economy a sound one and see if it works. We don't have the answers, but the worst thing we can do is to continue along the same path.''
+Illustration inflation vs. unemployment graph (page 48)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SHADOW+OF+JOBLESSNESS+DARKENS+MORE+OF+NATION%3B+Out+of+Work+First+article+of+a+series+on+the+nation%27s+unemployment+problem.&title=New+York+Times&issn=03624331&date=1982-01-10&volume=&issue=&spage=A.1&au=Arenson%2C+Karen+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 10, 1982","If economists are increasingly bothered by the rising unemployment figures, the public seems less alarmed. ''There used to be an outcry when unemployment rose to 6 percent,'' Isabel Sawhill, an economist at the Urban Institute, a Washington-based research organization, observed recently. ''Now with unemployment in the range of 8 1/2 percent, there may be some grumbling, but much less than 10 years ago.'' Economists say several factors explain this . One is the sharper rise in inflation, which led many to conclude that inflation, not unemployment, was the country's most serious economic problem. After extensive analysis, however, economists concede that these are incomplete answers. ''When you get down to it, we are left with a hole in explaining unemployment,'' said Mr. [John F. Cogan] of the Labor Department. But he added, ''That should@n't preclude us from action.'' Mr. Cogan defends the Administration's more general approach. ''If we had kept going the way we did in the 1970's, unemployment would have kept growing,'' he said. ''What we have to do is to put the economy back on its feet. All we can do is institute policies that make the economy a sound one and see if it works. We don't have the answers, but the worst thing we can do is to continue along the same path.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Jan 1982: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Arenson, Karen W",New York Times Company,,Newspapers,424287069,"United States, New York, N.Y.",English,10-Jan-82,010-20-04; UNITED STATES ECONOMY; UNEMPLOYMENT AND JOB MARKET; LABOR,New York Times,NEWSPAPER,,,,,,,
+"EXCERPTS FROM 'SETTING MUNICIPAL PRIORITIES, 1982':   [Text ]","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/excerpts-setting-municipal-priorities-1982/docview/424221833/se-2?accountid=14586,"Following are excerpts from ''Setting Municipal Priorities, 1982,'' a report on New York City affairs compiled by Professors Charles Brecher of New York University and Raymond D. Horton of Columbia. The study seeks to put forth a possible agenda for the city in the coming year:
+Following are excerpts from ''Setting Municipal Priorities, 1982,'' a report on New York City affairs compiled by Professors Charles Brecher of New York University and Raymond D. Horton of Columbia. The study seeks to put forth a possible agenda for the city in the coming year: The Setting
+New York City reached a historic turning point in the 1970's when, for the first time, its population and economy declined significantly. The city lost 13 percent of its jobs and 11 percent of its people.
+The economic losses were concentrated in the 1970-76 period and resulted from a combination of national recessions, an acceleration in the relocation of manufacturing activity and one-time shocks to important local industries, such as the automation of back-office operations on Wall Street. But by the late 1970's, the city's economy reached a new equilibrium level, and it even performed better than the national average during the 1980 recession.
+Despite the modest recovery in the local economy and the healthy rates of out-migration from the city, the income gaps between New Yorkers and people in the rest of the nation widened in the 1970's. While real incomes rose among virtually all types of households nationwide, the opposite was true in New York City. By the latter part of the decade New Yorkers in all household-size categories were poorer than their counterparts in the rest of the nation, probably for the first time in the city's history.
+What lies ahead? Instead of a decline repetitious of the early 1970's, the first half of the 1980's may witness modest economic growth. While the transformation to a service-dominated economy continues, manufacturing losses will be curbed. The New York City economy appears to be on a steady track of modest expansion for the next four years.
+Net out-migration will continue because New York City's unemployment rates remained well above, and its labor force participation rates well below, national averages in 1980. The increasing propensity of black and Hispanic New Yorkers to leave the city means that their share of the total population will grow slowly, if at all. Improved Status of Poor
+These economic and demographic trends may combine to alleviate some of the problems that plagued New York City in the 1970's. The status of the city's poor and unskilled should improve as a part of this general growth, since the economy will require workers across a broad occupational structure. The dominance of service industries need not be equated with declining opportunities for the unskilled. If racial discrimination does not increase in the years ahead, minority groups should share in the city's economic progress.
+There are major uncertainties that could alter this scenario: a sharp national economic downturn; stepped-up immigration, perhaps stimulated by political conflict in Caribbean, Central and South American countries; local economic development or tax policies that undercut the prerequisites for economic growth; unforeseen (or unresolved) problems like a prolonged water shortage, and, as noted above, racial polarization. But barring these or other unfortunate developments, the next administration will face the task of delivering services in a city whose future promises to be better than its recent past. The Police
+Dennis C. Smith's chapter illustrates the theme that additional expenditures and staff may be of secondary importance in improving services. Smith disabuses the reader of the notion that the police are concerned primarily with fighting crime.
+The main activity of New York City's police is responding to citizen calls for assistance. Each year, the Police Department receives between six million and seven million emergency, or 911, calls and dispatches patrol cars in response to these calls between two million and three million times, yet only about 20 percent of the 911 calls are deemed crime-related at the time of dispatch.
+Between 1975 and 1980, police expenditures fell more than one-third in real terms, and the department's work force fell more than onefifth. These large cuts in resources, however, did not produce proportional reductions in services.
+Responses to emergency calls and felony arrests actually increased in the 1975-79 period. The Police Department was able to draw on slack resources - reassigning personnel from desk to patrol jobs, eliminating certain police units, and simply managing better. But by the late 1970s, organizational slack had been whittled away to the point that police services were beginning to decline - as indicated by increases in reported felonies and declines in felony arrests and felony arrest rates during 1979.
+Smith's suggestions for improving police service are as unconventional as his definition of its nature. He assigns the lowest priority to the hiring of more police for traditional patrol duty. Instead, he emphasizes tactics designed to reduce demand for police services and to utilize existing resources more efficiently. To reduce demand, Smith concludes that sanctions should be imposed against those who abuse 911 calls and that education and incentives might induce more people to install police locks, window bars, and antivehicular theft devices. Fire
+Peter Kolesar and Kenneth L. Rider's chapter reaches similar conclusions with respect to improving fire protection. What emerges most clearly from their study is the extent to which the firefighting activities of the Fire Department are the last resort in a chain of events that is dominated by the citizens who start, detect, and report fires.
+Careless or malicious behavior starts the overwhelming share of fires in New York City; delays in detecting and reporting fires, also primarily citizen responsibilities, increase fire damage to people and property; the Fire Department possesses relatively little leverage, at least compared to that exerted by citizens, in controlling fires.
+For these reasons, Kolesar and Rider abjure the notion that adding more firefighting personnel should be the city's top priority. More important than adding resources is deploying them more efficiently. Specifically, they recommend a variable staffing pattern informed by the fact that peak-hour alarm rates are as much as five times higher than off-peak rates.
+But like Smith, Kolesar and Rider emphasize policy options that would modify citizen behavior. The demand for fire service could be reduced by education and by the imposition of sanctions against those who cause fires through carelessness or negligence. More resources should be devoted to other preventive activities, including inspections, building code design and enforcement, and fire investigation. Sanitation
+Jim Hartman surveys the Sanitation Department, which is responsible for collecting and disposing of garbage, snow renewal and street cleaning. The last of these three missions, street cleaning, suffered the greatest resource cuts during the fiscal crisis; the collection function, the highest priority service, was protected by reassigning street-cleaning personnel.
+For the next four years, the principal challenge facing the department is to improve productivity in its collections function. Hartman presents evidence that productivity is below that of other major cities and that a one-third improvement - from 3.3 tons to 4.4 tons per man day - is feasible during the new administration through both a ''get tough'' approach and incentive arrangements such as the 1980 gain-sharing settlement.
+Labor-management relations will be critical to productivity gains, but changing citizen behavior with respect to littering and the packaging of garbage also can play an important role in improving sanitation services. Hartman identifies two alternative approaches to service delivery that warrant experimentation - use of containerization in residential neighborhoods and contracting out collections to the private sector. Health
+Bruce Vladeck's chapter highlights the contrast between rapidly rising expenditures for technologically sophisticated inpatient services, on the one hand, and budget cuts and limited availability of preventive services, particularly for the medically indigent, on the other.
+The basic strategy for dealing with the problem is to shift resources from the former to the latter type of service. Accordingly, Vladeck suggests reducing bed capacity among the voluntary teaching hospitals by 10 percent and using the savings to finance improved care for the medically indigent.
+Achieving this goal will require state action to modify hospital reimbursement practices to include funds in hospital rates to cover the costs of services to the medically indigent.
+Such an approach would allow Blue Cross to reimburse at rates higher than Medicaid rates and would remove state controls on other forms of reimbursement, leaving hospitals to charge whatever they wished to private insurers. This proposal would improve the access of the medically indigent to care and also place hospitals on a firmer financial base. Income Maintenance
+Public assistance programs are far less controversial than they were five or 10 years ago. This probably results from two trends identified in Reynold Levy and Margaret Bald's chapter.
+First, the city operates the programs more efficiently. Between 1976 and 1980, administrative expenditures for public assistance programs fell 22 percent. Much of the gain in administrative efficiency was due to a 16-percent reduction in the income maintenance staff in this period. Moreover, the smaller staff seems to be doing a better job. Ineligibility among cases declined steadily, from 18.3 percent in 1973 to an all-time low of 4.9 percent during a late 1979-early 1980 sample period.
+Second, and perhaps more significantly, the adequacy of benefits has declined, thereby curbing cost and cutting enrollments. The principal income maintenance benefits available to poor New Yorkers consist of a local public assistance basic grant which, when combined with Federal food stamps, is intended to cover food, clothing, and basic living costs other than housing. A shelter allowance is added to the basic grant in order to meet rental costs.
+Levy and Bald suggest a multiyear program of improvements in the basic grant. Improved benefits should be accompanied by further improvements in administrative efficiency. While the city's administrative record has improved, its levels of ineligibility and overpayment remain above averages for the rest of the state and nation. Transportation
+The city's mass-transit system is deteriorating rapidly, and during the next four years it will be further threatened by fiscal problems. Edward Seeley's projections indicate that despite new taxes authorized in 1981, the Transit Authority could face a $589 million deficit in fiscal year 1986.
+While the problems appear immense, they can be resolved if city and state officials are willing to make some difficult decisions. By some estimates mass transit requires over $13.8 billion in capital funds over the next decade, but only about $7.8 billion is available from existing sources, including recently authorized revenue bonds. To utilize these sources and perhaps provide additional funds, fares must be raised to finance a portion of the capital needs.
+But rapidly rising operating expenditures should not be viewed as inevitable. Declining productivity, as measured by expenditures per revenue vehicle mile, has been evident since the Metropolitan Transportation Authority's creation, but increasing productivity 3 percent annually would reduce operating costs by about $165 million in 1986. This, coupled with fare increases, would go a long way toward solving the problem of financing the Transit Authority's operating and capital needs. Conclusion
+Three overriding concerns emerge from the separate analyses: (1) maintaining and rehabilitating the city's infrastructure, (2) improving the level of basic public services, including police, fire, sanitation, education and mass transit, and (3) improving the living standards of the city's dependent poor and the access to medical services of the medically indigent.
+The long-run viability of New York City continues to be threatened by deterioration of its infrastructure. The city's current plans for capital spending are insufficient to rebuild and maintain key components of its physical plant. Securing additional resources to finance capital improvements requires the city to move quickly on several fronts, including the creation of an independent water and sewer authority and the incorporation of capital funds in mass transit fares.
+Reversing the deterioration in the city's infrastructure will be expensive. But a ''people or potholes'' choice need not be raised if the new administration recognizes that, while money is the key to improving infrastructure, it is not critical to improved basic services. If municipal policies reflect the understanding that improved public services can be achieved without additional employees, then both infrastructure and basic service needs can be met. Visibility of the Mayor
+While spending more money is not of singular importance to improving police, fire, sanitation, education and mass-transit services, two other approaches are essential.
+First, the power and visibility of the Mayor should be used to change citizen behavior that interferes with the city's ability to deliver services.
+The second critical ingredient for service improvement is innovation in the policies and management of the agencies that deliver services. Some innovations are linked to citizen behavior, such as enforcing requirements for subsidized fire detection devices that shorten the critical period of time between the start and detection of fire. Others are directed toward changing the mode of service delivery: patrol cars manned by one police officer, variable staffing in the Fire Department, experimentation with contracting out in sanitation, consideration of route and hours closures for subways.
+The city's basic-service bureaucracies are highly resistant to change. Their recommendations for improving services usually involve adding employees, and it may be easier politically to address service problems simply by spending more money. But evidence mounts that management improvements, changes in public policy and, perhaps most importantly, drawing on the untapped potential of New Yorkers to behave differently represent cheaper and more effective means of improving the city's basic services.
+Finally, the new administration should give priority to the needs of the city's poor. New York City's tradition of being more generous to its poor than any other American city was ended by the fiscal crisis. But that crisis has passed, and the budget is balanced. In a more perfect world, municipal governments would not be involved in financing public assistance and health care for the poor. But until these services are assumed by higher governments, the city has a responsibility to play its part.
+Illustration charts",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXCERPTS+FROM+%27SETTING+MUNICIPAL+PRIORITIES%2C+1982%27%3A+%5BTEXT%5D&title=New+York+Times&issn=03624331&date=1981-11-30&volume=&issue=&spage=B.6&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 30, 1981","Following are excerpts from ''Setting Municipal Priorities, 1982,'' a report on New York City affairs compiled by Professors Charles Brecher of New York University and Raymond D. Horton of Columbia. The study seeks to put forth a possible agenda for the city in the coming year: Following are excerpts from ''Setting Municipal Priorities, 1982,'' a report on New York City affairs compiled by Professors Charles Brecher of New York University and Raymond D. Horton of Columbia. The study seeks to put forth a possible agenda for the city in the coming year: The Setting Reversing the deterioration in the city's infrastructure will be expensive. But a ''people or potholes'' choice need not be raised if the new administration recognizes that, while money is the key to improving infrastructure, it is not critical to improved basic services. If municipal policies reflect the understanding that improved public services can be achieved without additional employees, then both infrastructure and basic service needs can be met. Visibility of the Mayor","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Nov 1981: B.6.",11/14/17,"New York, N.Y.",NEW YORK CITY,,New York Times Company,,Newspapers,424221833,"United States, New York, N.Y.",English,30-Nov-81,POLITICS AND GOVERNMENT; RESEARCH; SOCIAL CONDITIONS AND TRENDS; ECONOMIC CONDITIONS AND TRENDS; POLICE; POPULATION,New York Times,Text,,,,,,,
+COMPUTERS: THE ACTION'S IN SOFTWARE,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-actions-software/docview/424244731/se-2?accountid=14586,"I T can turn a scruffy youngster with a bright idea into a millionaire, and a gigantic scientific project like the space shuttle into a failure. People working at home can produce it, as can highpaid employees of giant corporations, providing they can bring both artistic creativity and detailed, logical drudgery to the task. It is part product, part service - an unusual enough combination that governments haven't figured out how to tax it.
+It is computer software, the programs that make a computer do what it's told. Once an incidental business for the booming computer industry, software and related computer services are becoming as big a business as computers themselves.
+According to the International Data Corporation, a computer company based in Framingham, Mass., Sales of software and other such services by American companies totaled $13.14 billion last year, half as large as sales of all types computer hardware, from big mainframe computers to printers and terminals. By 1985, the company estimates, it will be a $33.8 billion business, 60 percent as large as the hardware business.
+While those figures indicate it will be some time before software eclipses hardware in terms of dollar sales, software expenditures are actually already exceeding sales of all hardware because a lot of computer users do much of their own programming.
+Software is a difficult product to put a finger on. If a stereo system is thought of as hardware, the music it plays is the software. It may come on a record, a cassette or over the radio. In any case, the value is not in the plastic or the tape, but in the music itself. Similarly, computer programs, which are long and detailed lists of instructions, at times in the form of equations, can be sold on a tape or a disk or written on a piece of paper or even sent over telephone lines. But the value and the price is in the program and what it does, not what it's written on.
+As recently as 15 years ago, computer companies virtually gave away the software they sold with their machines, or it was written by the users of computers. That was when computers cost millions of dollars and were used only by large corporations and government agencies that could afford to hire programmers.
+Since then, the economics of the computer industry have turned upside down. The price of hardware has plunged, so that some computers cost only a few hundred dollars. But the cost of programming, which is labor intensive, has risen, both relative to hardware and in absolute dollar levels, aided by a shortage of programmers.
+At the same time, the shrinking price of computers has expanded their use to small businesses and consumers, who lack the specialized knowledge to write programs and can't hire programmers.
+That has led to a demand for programs that can do such things as keep track of inventory in a hardware store, record hotel phone bills and other room charges, turn data into colorful charts and graphs and perform complex accounting and payroll com-puting for companies. And there are some computer programs whose purpose is to make it easier to write other programs. The key to selling computers is rapidly becoming the quality and availability of such programs. ''I think as you move into the 1980's and 1990's, you can take hardware for granted,'' said Arthur J. Schneider, staff vice president and general manager of the Sperry Corporation's research center in Sudbury, Mass.
+Hardware vendors are scrambling to strengthen their position in software by buying software companies or by recruiting them to write programs to run on their machines - and not on those of their competitors.
+Even the International Business Machines Corporation, the largest computer company by far, is appealing to outside software companies for aid in developing software. Less than two weeks ago, I.B.M. played host to representatives of 70 of those companies, exhorting them to write programs for I.B.M. machines, saying, ''We're ready to deal.'' The theme of the conference, according to attendees, was ''There's a new world coming.''
+At Bell Laboratories, the research arm of the American Telephone and Telegraph Company, 40 to 50 percent of new hirees are for software-related work, more than twice the level of the early 1970's, while Western Electric, Bell's manufacturing arm, is building a special center for software in Illinois.
+Despite all this, the software industry is still an infant. According to Input Inc., a market research firm, there were more than 4,300 companies in the computer services, or software, business. Yet, only 147 of them had revenues over $10 million in 1980.The seven largest software vendors were all hardware companies, led by I.B.M. with $595 million in United States software sales.
+The next largest group were processing services companies, most of which have been around for more than 10 years. Those companies, like Automatic Data Processing, do computer tasks for clients or rent them time on their computers - a process known as timesharing. The next largest segment of the industry is for contract, or customized, software.
+Sales of standard software packages totaled only $2.6 billion in 1980, and the largest company in that area - Management Science America Inc. of Atlanta - had overall revenues of $51.7 million.
+Yet, that is the segment of the market that is growing the fastest - at 30 percent a year - because the costs of writing programs can be spread over many users.
+But even as the software business grows, it is becoming increasingly perilous, especially for the smaller companies. Many of them have survived because software has been a customized product and companies could capture a local customer base. But with the emergence of standard products, national marketing can occur, bringing too many competitors offering similar products into collision.
+''I will make a prediction that a year from today there will be 150 financial modeling packages available for microcomputers,'' said Richard L. Crandall, president of Comshare, Inc., a time-sharing company. ''There will be a shakeout. Competition is a client having 10 choices. One hundred choices is ridiculous.''
+Already a consolidation is occurring in the new packaged-software industry. Just as the oil companies are finding that it is cheaper to buy other oil companies than to explore for new oil, so the larger computer services and hardware companies are finding it easier to buy other software companies than develop their own new products.
+''New software gets developed by hungry entrepreneurs that develop it by self-exploitation,'' said Gilbert Mintz, a partner in Broadview Associates, consultant on computer service industry mergers, based in Fort Lee, N.J. The company says that in the first six months of this year, there were 57 acquisitions valued at $244 million, compared with 42 worth $164 million in the same period of 1980.
+Other companies, particularly in the personal computer software market, are acquiring the rights to market products, in effect, becoming publishers of software. Some analysts think the software business for personal computers will evolve to look like the record or book industries, with a few large publishers acquiring products from outsiders, editing them and marketing them.
+While many smaller companies in specialized areas are being bought, to give them marketing clout, others are going public to get the money to set up their own marketing staffs and to grow by acquisition. But not all software companies are sure bets, warns Esther Dyson, a computer-services analyst with Oppenheimer & Company.
+''It depends primarily on the quality of the management,'' she said. ''Because you have a lot of small companies you have a lot that have not developed their management.''
+As an example of a lack of management control, she cited an incident this year at Tymshare Inc., considered one of the more innovative companies in the computer-services industry. The company thought one of its programs was being heavily used by its customers. But it was actually the company's own engineers trying to fix errors in the program. The company, however, said the mistake had little effect on its business.
+As another example, American Management Systems, of Arlington, Va., jumped into the packaged software business with three products and became overextended. It has lost $3.9 million in packaged software in the first nine months of 1980, enough to pull the entire company into the red. ''We perhaps attempted to seize too many opportunities at the same time,'' Charles O. Rossotti, president, said.
+It is reasonable to assume that as the value of software grows, I.B.M. will move more in that direction. Right now, as the recent meeting illustrated, even I.B.M. cannot possibly write enough programs for all applications and needs the independent software companies. Eventually though, the computer giant could develop its own programs in lucrative areas. I.B.M. has already moved into the area of computer-aided design and manufacturing, becoming the No. 2 player in the market and putting severe pressure on some smaller companies in that area.
+''I.B.M. is like the Russians,'' John J. Cullinane, chairman and president of Cullinane Database Systems Inc., said. ''They're pragmatic and they'll do business with you when it's in their best interest. And when it suits them to kill you, they'll kill you.''
+Other problems and pitfalls also loom. One is a shortage of programmers. That has helped propel the independent software companies into business, but also causes problems of high turnover and headhunting. John P. Imlay Jr., chairman of Management Science America of Atlanta, recalls when a competitor tried to recruit 150 of his employees, even offering a high-paying job to a mail clerk.
+Another factor that is part-blessing and part-curse for the independent software companies is the lack of automation in writing software. To this day, programming remains a relatively man-intensive and primitive art. Some programming languages like Cobol that are widely used today first appeared in the 1950s.
+One of the largest expenses is what is known as software maintenance. When a program has to be changed -such as an accounting program would have to be after a change in the tax laws - it is difficult to figure out what to do if the original programmer has left.
+Other questions relate to the unusual nature of software and its newness as a product. Piracy of programs, particularly those that run on personal computers, is common. With programs for personal computers costing $100 or more, friends are sharing and copying each other's programs, rather than buying separate ones. Overseas, bootleg disks are a problem.
+The software industry is also coping with issues of liability and its own image. Is programming a profession, like law or medicine or accounting. With computers used for so many important applications, ''bad programs can kill people'' notes Daniel D. McCracken, an author of books on programming who thinks programmers should be certified like professional engineers or accountants.
+State governments vary in their opinions on whether software is a tangible product, like a car, that should be subject to a sales tax, or a service, like accounting, that is exempt.
+Existing computer services companies are also fighting to keep A.T.&T., the banks and the accounting firms from invading their turf. But a far more serious threat is that the Japanese have made software development a high-priority goal. A SOFTWARECOOKBOOK
+There are two basic types of software - systems software and applications software. Systems software controls the inner workings of the computer, such as the transfer of data from one part of the computer to another. It is somewhat akin to the human nervous system and other systems in the body that control and coordinate movement.
+Applications software directs the computer to perform specific tasks, such as processing pay checks, calculating the temperature inside a nuclear reactor or directing the movement of aliens in the electronic game ''Space Invaders.'' Applications software is analogous to instructions for repairing a car or baking a cake.
+What makes writing software such a time-consuming and expensive task is that the computer must be told in painstaking detail what to do. Further, the only language the computer understands is that of zeros and ones, corresponding to the presence or absence of electronic impulses.
+Similarly, it might be said that a human muscle only responds to nerve impulses. Imagine how difficult it would be to instruct someone to move his arm forward by communicating in the language of nerve impulses. Fortunately, that does not have to be done. One can merely say, ''Move your arm forward,'' and the person will translate the command into the proper nerve impulses.
+That was what happened in computer programming. Writing in zeros and ones - called machine language - was quickly replaced with a language a bit closer to English, called assembly language. Instead of saying 000100000000000000000000 000001100101, an assembly language program could say ADD 101. The computer itself can translate the assembly language instruction into the machine language it understands.
+But even assembly language was difficult to use. Imagine how long it would take to instruct a person to bake a cake using commands like ''Move arm forward. Grip measuring cup. Lift measuring cup. Rotate Wrist. Check if cup is empty.''
+It would be much simpler to merely say, ''Pour what's in the measuring cup into the mixing bowl.'' In computer programming, such higher-level languages began appearing in the late 1950's. One command in a language such as Cobol, Fortran or Basic could take the place of many assembly language commands, making programming much easier.
+A statement in Basic might read ''IF BAL - AMOUNT =0 THEN PRINT 'YOU HAVE NOMORE FUNDS'.'' Such an instruction, if used in the computer behind an automated teller machine, would print a message to the user if there was no more money in his account.
+But even in such high-level languages, a complete computer program could require thousands of instructions and requires the user to know various symbols and formats that must be used in precise ways.
+Far easier still would be to tell a person, ''I want a cake.'' That would allow anyone to order a cake, even if they couldn't tell the baker the precise steps to take. Such ''nonprocedural'' approaches are now being developed for computers to allow people with no programming experience to use the machines. But they are restricted to narrow applications, most commonly drawing data out of a data bank. A personnel manager might ask the computer, ''Give me the names of all employees over 60'' and the computer will figure out how to do it.
+Yet, even simpler than telling a cook to bake a cake would be to merely say, ''I'm hungry,'' and let him figure out that the solution is to bake a cake. The ability of a computer to understand desires and act accordingly is still a bit away.
+Illustration table of leaders in computer processing table of key players in software graph of software vs. hardware sales in billions of dollars",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTERS%3A+THE+ACTION%27S+IN+SOFTWARE&title=New+York+Times&issn=03624331&date=1981-11-08&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 8, 1981","Even the International Business Machines Corporation, the largest computer company by far, is appealing to outside software companies for aid in developing software. Less than two weeks ago, I.B.M. played host to representatives of 70 of those companies, exhorting them to write programs for I.B.M. machines, saying, ''We're ready to deal.'' The theme of the conference, according to attendees, was ''There's a new world coming.'' ''I.B.M. is like the Russians,'' John J. Cullinane, chairman and president of Cullinane Database Systems Inc., said. ''They're pragmatic and they'll do business with you when it's in their best interest. And when it suits them to kill you, they'll kill you.'' Far easier still would be to tell a person, ''I want a cake.'' That would allow anyone to order a cake, even if they couldn't tell the baker the precise steps to take. Such ''nonprocedural'' approaches are now being developed for computers to allow people with no programming experience to use the machines. But they are restricted to narrow applications, most commonly drawing data out of a data bank. A personnel manager might ask the computer, ''Give me the names of all employees over 60'' and the computer will figure out how to do it.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 1981: A.1.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424244731,"United States, New York, N.Y.",English,8-Nov-81,DATA PROCESSING; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+"FOR THE BANKS, IT'S CHANGE OR PERISH","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/banks-change-perish/docview/424175688/se-2?accountid=14586,"B ANKS will never be the same. The industry is facing one of its greatest economic challenges and, according to many banking officials and analysts, it will either change or perish. Whatever the outcome, things promise to be different.
+At the heart of the problem is that there just is not enough room in today's - much less tomorrow's - economy for 15,000 commercial banks and another 30,000 non-bank financial institutions. The economy has not shrunk, but inflation and the computer have so transformed the nation's financial character that old-time banking is obsolete. Communications and computers have vastly increased the speed and efficiency of moving money and made it possible for a host of nonfinancial companies to offer their own version of traditional banking services. Companies are neither as dependent on banks as they once were, nor are banks able to sustain their traditional nearmonopoly in performing banking services.
+And while the financial business has become a free-for-all for nonbanks, banks are still operating under rules and regulations that were designed for another era. The fear in banking is that unless it is allowed to change it will go the way of the railroads, which fell by the wayside in an age of superhighways and jet planes.
+The specific problems of banks are familiar by now: the success of the money-market funds, the loss of loan business to the commercialpaper market, whipsaw interest rates that have brought new and greater risks. But even if rates were to stabilize tomorrow and the money funds fade away, the banks can't go home again.
+The traditional business of banks - the taking in of deposits and the making of loans - has shrunk in importance and is expected to continue to fade as a result of keen competition that has cut profit margins. The difference between the average interest rate that banks must pay for their funds and the average rate they receive on their loans and investments has declined dramatically.
+''Obviously, the old bread-and-butter lending to big corporations has all moved outside the banking business,'' Lewis T. Preston, chairman of the Morgan Guaranty Trust Company, said.
+To compensate for the profit squeeze on the lending side of their business, their the banks say they must be given broader powers. If, however, they get and exploit such powers, they will no longer be banks, at least not in the traditional sense. Rather, they would be financial conglomerates, like the American Express Company, the Prudential Insurance Company, or even the General Electric Company, which has a multi-billion financial business.
+Thus, even in a world without banks, Americans still would have a full array of banking services, perhaps better than ever before. They just might be delivered, though, by telephone companies, retailers or just any type of corporation. In fact, many such companies already are providing a wide range of banking services.
+''The United States is overbanked,'' says John W. Hannon Jr., president of the Bankers Trust Company. Bankers expect that, in the process, many banks will disappear, mainly by being gobbled up by bigger and stronger banks, or even eventually by non-financial companies. Those that do survive will be an altogether different breed.
+Banks already have significantly changed their stripes, and this process can be expected to accelerate. Banks are relying more heavily on their ability to call the turn in the markets than to weigh credit risks. Direct financing is declining in importance and banks are becoming more like brokers - developing loans which are quickly sold to outside investors. Fee business has become increasingly important, and banks can be expected to move even more deeply into investment banking services. Already a number have set up merger and acquisition divisions. Many also are privately placing long-term loans for corporations, even though Federal law prohibits the banks from underwriting public issues of corporate securities.
+Despite the changes, banks contend that they cannot compete fully for such business because they often must make end runs around what they consider to be archaic laws and regulations.
+In the meantime, the banks are hurting as profits decline. And although the banks, at least the big ones, have been lobbying for deregulation, some of the deregulation that has taken place has put more pressure on earnings.
+For example, as Federally imposed ceilings on the amount of interest banks may pay on small deposits are removed, it will be easier for banks to compete for deposits, but they will have to pay more for their money.
+McKinsey & Company, a management consulting firm, predicts that if trends continue, the banking industry will be losing $20 billion a year by 1986.
+''Such a deterioration in the profitability of the commercial banking system is unthinkable,'' the report says. ''The banking system occupies a unique role in our economy, and the failure of a large number of banks could lead to financial chaos.''
+Yet, such prospects were raised by second-quarter earnings reports. Seven of the nation's 15 leading banking companies, including the two largest - Citicorp and the BankAmerica Corporation - reported that they failed to earn the 50 cents needed on each $100 of total assets if they are to maintain their market share in a high-inflation environment.
+For the industry as a whole, the erosion of market share has already been severe. Today, banks control 37 percent of the nation's financial assets, compared with 57 percent in 1946, according to Citicorp, with the rest divided among insurance companies,
+Sharply rising prices and an exploding money supply have undermined the basic health of the banking business. ''Inflation has tremendous implications for our ability to expand our assets and to generate the earnings we need to buy the bread,'' Mr. Hannon of Bankers Trust said.
+This is because a banking company's equity, the money invested by its shareholders, is kept in money-like instruments, such as loans and investments, not in ''real goods,'' such as factories and machines. While the value of ''real'' goods increases during inflation, the value of money declines.
+Equity is critical because, it offers protection to a bank's creditors and depositors. In 1958, such protection was significant. Equity represented almost nine percent of the average major bank's total resources. This meant that nine percent of the bank's loans and investments could have gone bad, and the only losers would have been the bank's stockholders. Today, equity represents only about 3.6 percent of the big banks' resources, leaving a much thinner margin for error.
+In addition, and equally as critical to the banks, equity determines the degree to which a bank can expand its loans and investments. And equity is totally dependent on a bank's earnings. Thus, if a bank's earnings are not strong enough, its equity cannot grow and therefore it cannot expand its borrowings or its loans.
+Inflation seriously compounds the equity problem because in such periods a bank's equity usually grows far more slowly than its total assets.
+As George W. McKinney Jr., senior vice president of the Irving Trust Company, explains the process, consider a hypothetical bank with $100 million in assets and $10 million in equity. As a result of inflation - when the money supply grows rapidly and when customers have to borrow larger and larger amounts to meet their needs - the bank's assets double to $200 million. Each year, the bank earns 1 percent on its assets and reinvests all its earnings in its equity. Thus, when the bank has $100 million in assets, it earns $1 million, bringing its equity to $11 million, or 11 percent of assets.
+When the bank's assets reach $200 million, and it still earns 1 percent, or $2 million, its equity increases to $12 million, but that represents only 6 percent of its total assets.
+The problem is bad enough when the bank is able to maintain its profit margin (1 percent in the example). In reality, however, as a result of sharpening competition, bank profits margins have been slipping. According to the bank stock firm of Keefe, Bruyette & Woods, Inc., Citicorp earned 74 cents on each $100 of assets in 1958, but only 47 cents in 1980.
+Such low earnings, reflecting real-world competition, limits Citicorp's ability to increase its equity. And since bank regulators insist that major bank holding companies maintain equity at a level of about 3.5 percent, it means that if conditions remain as they are, Citicorp's growth will be stunted.
+That, in fact, had happened to the Chase Manhattan Corporation in the early part of the 1970's. Until then, Chase had been bigger than Citicorp. But severe earnings problems retarded Chase's growth, and now, although it is still the third largest banking company in the country and has overcome its earlier problems, Chase's year-end assets of $76.2 billion were far below Citicorp's $114.9 billion.
+Mr. McKinney's hypothetical bank, although a highly simplified example, reflects what how equity has declined as a proportion of total assets. Even at Morgan, one of the most strongly capitalized banks, equity has declined to 4.2 percent of total asset from 12.9 percent in 1958. In the meantime, its assets have grown to $52 billion, from $5.6 billion.
+Banking companies therefore must work harder, and take bigger risks, to increase their earnings, so, in turn, to increase their equity. This means that banks are taking larger risks despite the shrinkage of the equity cushion that protects their creditors from losses.
+Part of this process has been the extension of loans for longer periods. The change has taken place mainly on the corporate side, but even personal loans are being made for longer periods. Two decades ago, banks rarely made business loans for more than a year. Today, banks regularly make such loans for as long as 10 years. Only in the last few weeks, for example, banks have arranged more than $40 billion in medium-term credits for a handful of major oil companies.
+In addition, two decades ago banks had a stable source of funding, including a large proportion of interest-free checking accounts that remained fairly steady. Today, however, most large banks rely heavily on overnight money that must be bought at high cost from the money markets.
+''Demand deposits,'' Walter B. Wriston, chairman of Citicorp, said, ''are an endangered species.'' John R. Torell 2d, vice chairman of the Manufacturers Hanover Trust Company, said that ''in 1952 demand deposits accounted for more than 70 percent of all commercial bank liabilities; in 1977, they accounted for less than 30 percent.''
+Thus, to a greater extent, banks have been using overnight money to finance loans with maturities of several years, the classic error of borrowing short and lending long. If, for some unforeseen reason, a bank were unable to continue attracting short-term funds, and unable to unload longer-term loans and investments without taking big losses, the result could be bankruptcy. This, in fact, has been an important factor behind many bank failures in the past.
+Banks also no longer maintain meaningful ''secondary reserves,'' which 20 years ago were used to back up their liquidity positions. These reserve were holdings of United States Government securities that could be sold quickly to raise cash.
+But today, most major banks already have squeezed all the liquidity out of their holdings of Government securities by ''selling'' these securities to corporations with the understanding that they would be ''repurchased'' a few days later at a higher price. The higher price reflects current interest-rate levels.
+Inflation has also contributed to increased competition as the profit squeeze prompts banks around the world to seek new markets, made possible in part by technological advances, and as corporations and consumers seek higher rates of return on their liquid funds.
+According to Citibank, at year-end 1980 the United States offices of foreign banks accounted for 12 percent of all loans booked in the United States. And that does not count loans made directly from abroad to American corporations. Some estimates have put the foreign share of the United States loan market as high as 20 percent.
+In addition to increased reliance on foreign banks, many big companies have been borrowing directly from other corporations, cutting out the banks as middlemen. This so-called commercial-paper market has grown to $150 billion, double its size WHEN?
+Consumers, too, have been turning away from the banks in quest of higher interest rates. They have discovered the money-market mutual funds, which have grown to $130 billion,CHECK largely because they are not subject to the interest constraints that are imposed on banks.
+In turn, the money funds, by purchasing billions of dollars of commercial paper, team up with corporations in by-passing the banks. In other words, the money funds are using money from consumers, formerly bank depositors, to finance corporations, formerly bank borrowers. The banking function continue, but without the banks. The money market mutual funds also recycle consumer money back to the banks by purchasing huge, high-yielding certificates of deposit. Of course, the money funds skim a part of the proceeds off the top for their own profit.
+Another factor that has increased costs and risks for banks has been a change in the way the Federal Reserve implements its monetary policy. since Oct. 6, 1979, the central bank has concentrated on regulating the amount of money in the system and has paid less attention to controlling interest rates. The result has been extremely volatile and less predictable interest-rate movements.
+''Your biggest risks today are not credit risks, they are market risks, such as sharp fluctuations in interest rates,'' said Harry Taylor, vice chairman of the Manufacturers Hanover Trust Company.
+In the past, only a handful of the most sophisticated money-market banks sought to speculate against interest rates, and that was when rates were relatively stable. And such speculation was limited to their so-called trading accounts.
+Now, however, because of the violent swings in interest rates, and because it is impossible for a bank to perfectly match specific loans with specific deposits to insure a profit margin between what its money costs and what it earns, the bank is more exposed than before to big losses.
+If, for example, a bank expects interest rates to decline, it might finance a three-month, 18 percent loan with money borrowed on an overnight basis. In anticipation of lower rates, the bank might charge only 18 percent even if at the time the cost of overnight money were 19 percent. If the cost of overnight money were to drop sharply, so that the average rate for the three months fell to, say 15 percent, the bank could clear a handsome profit. But if the bank guessed wrong about interest rates - which seems to be more the rule than the exception - the bank might actually experience a loss on the transaction.
+In the old days, when interest rates were more stable, such risks were far smaller. A handful of highly sophisticated banks were willing to take relatively large risks in the money markets, but this was confined to their relatively small and controllable trading departments.
+Today, however, because of the changed market, a bank's total business has come to reflect a trading account. Thus, small, unexpected changes in interest rates could have tremendous impacts on bank profits.
+To protect themselves, banks are increasingly reluctant to offer loans with fixed interest rates. Banks now protect themselves by issuing loans on which the interest rate fluctuates in line with money market trends. Yet, bankers say removing all the risk is impossible.
+''Some bankers talk glibly about matching the maturity of deposits against the maturity of loans to avoid interest-rate risk,'' said Samual H. Armacost, president of the Bank of America. ''But that's living in a world that isn't there.'' He said such matching was extremely difficult, if not impossible, to achieve.
+If banking is the business of moving money, which most bankers would say it is, the recent rapid development of communications and computerization has made it possible for almost any company with access to computers and telephone lines to become a ''bank.''
+Money now can be moved around the world at the speed of light. Computers make it possible for corporations to know at the end of each day exactly how much they have in their checking accounts, even if they have scores of accounts at banks around the country.
+Then, through phone and satellite communications they can learn where in the world these leftover funds might be invested safely at the highest possible rates. Once the investment decision is made, the powerful combination of computers, phone lines and earth satellites, moves the funds.
+Corporations thus can keep zero balances in their checking accounts, a principal reason behind the sharp fall in the proportion of demand deposits at large banks.
+At the consumer level, a toll-free, 800 telephone number can replace the traditional branch. This has made it possible for nonbanks, and to a degree banks, to operate nationwide. Only last month, Citicorp installed a dish at its Park Avenue headquarters through which it can communicate via satellite with all its offices in North America.
+But developing such capabilities usually takes a great deal of capital, or equity, and the earnings squeeze is making it more difficult for banks to raise these funds.
+For these reasons, many bankers fear that their biggest competition eventually will come from the well-capitalized telephone companies, which are highly sophisticated in both communications and automation. ''The guys who run the phone systems, the utility companies, are the ones to watch,'' said Mr. Armacost of the Bank of America.
+Bankers are becoming shell-shocked and less willing to accept certain risks, particularly the risk of sharp swings in interest rates. Many also are seeking to have their assets and liabilities grow as slowly as possible, so as not to add more strain to their capital accounts.
+Thus, rather than being borrowers and lenders themselves, they are increasingly becoming merely generators of loans, which they sell off to other investors.
+Mortgages are a good example. Banks are originating mortgages but are quickly selling them to other investors. In addition, variablerate mortgages are becoming more popular among lenders, because a large part of the interest-rate risk is passed on to the borrower.
+Many banks have been considering taking similar approaches to all consumer lending, and several regional banks, including the Wachovia Bank in North Carolina, have begun to offer variable-rate consumer loans.
+In this struggle for survival, all types of financial institutions have been seeking new markets in hopes of increasing their profitability. Often this requires finding loopholes through legal and regulatory restrictions.
+Securities firms have become more like banks. Although legally they may not offer checking accounts or accept deposits, their moneymarket mutual funds accept the equivalent of deposits, and by working through regional commercial banks, provide their customers with checking accounts and, indeed, with credit cards and overdraft privileges.
+Bankers' fears have been aggravated by the recent mergers of the American Express Company and Shearson Loeb Rhoades, and of the Prudential Insurance Company and the Bache Group Inc. As a result of its acquisition by American Express, for example, Shearson is part of an organization with more than $3 billion of equity CHECK, which would have ranked it third among banking companies at year end, trailing only Citicorp, with $3.9 billion in common stockholders' equity, and the BankAmerica Corporation, with $3.6 billion.
+With their philosophical commitment to free enterprise, bankers rarely complain openly about how the underlying changes in the economy and in technology are hurting them. Most attribute the bulk of their problems to regulatory and legal restraints. What bankers want, says Willard C. Butcher, chairman of the Chase Manhattan Corporation, is ''an even playing field.'' They say they want to be permitted to offer the full range of financial services and to be able to compete head-on in the financial markets.
+''The basic problem,'' said Mr. Wriston of Citicorp, ''is that the conventional wisdom is being applied to a situation that doesn't resemble the landscape that produced the conventional wisdom.''
+Illustration Bank Graph (Page 24) Cartoon of Humpty Dumpty 3 bank graphs",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FOR+THE+BANKS%2C+IT%27S+CHANGE+OR+PERISH&title=New+York+Times&issn=03624331&date=1981-08-09&volume=&issue=&spage=A.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 9, 1981","''Demand deposits,'' Walter B. Wriston, chairman of Citicorp, said, ''are an endangered species.'' John R. Torell 2d, vice chairman of the Manufacturers Hanover Trust Company, said that ''in 1952 demand deposits accounted for more than 70 percent of all commercial bank liabilities; in 1977, they accounted for less than 30 percent.'' ''Some bankers talk glibly about matching the maturity of deposits against the maturity of loans to avoid interest-rate risk,'' said Samual H. Armacost, president of the Bank of America. ''But that's living in a world that isn't there.'' He said such matching was extremely difficult, if not impossible, to achieve. ''The basic problem,'' said Mr. Wriston of Citicorp, ''is that the conventional wisdom is being applied to a situation that doesn't resemble the landscape that produced the conventional wisdom.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Aug 1981: A.1.",11/15/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,424175688,"United States, New York, N.Y.",,9-Aug-81,BANKS AND BANKING; INDUSTRY PROFILES; DATA PROCESSING; UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+TRANSIT AUTHORITY AGREES TO PROPOSAL FOR EXECUTIVE HELP,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/transit-authority-agrees-proposal-executive-help/docview/424080505/se-2?accountid=14586,"After two weeks of sensitive negotiations, the Transit Authority has agreed to let a team of private business executives try to improve the management of New York City's faltering subway and bus systems, but the authority has turned down the executives' offer of help in seven key areas.
+An initial two-month study by the executives group, the Economic Development Council, headed by David Rockefeller, described a sluggish and overstaffed transit headquarters with inadequate resources supporting the basic mechanical operations in the garages and on the lines.
+Since the report was made public early this month, the transit agency's president, John D. Simpson, has been meeting with council executives, and the first two members of a team of 20 business leaders are to arrive at the authority this week to begin a 12- to 18-month program of problem-solving and reorganization. 55 Management Areas Cited
+The report - prepared by six executives, led by Morris Dantzker, the council president - listed 55 areas it said were suffering from poor management. Mr. Simpson ruled out six of the seven to be excluded on the ground that the authority had already begun solving those problems. They involve financial audits, research and development, broken subway car doors, maintenance yard productivity and two transit police issues.
+The seventh excluded issue - the reorganization of what the council described as an overstaffed and fractious headquarters operation - Mr. Simpson said he intended to handle himself.
+Since it was established in 1965, the Economic Development Council has sent executives into other city agencies, most notably the criminal-justice system, where several of the executives' suggestions have been acted on. But this is the first time the transit system has had the help of private business executives.
+The development council began looking at the transit system in January, amid deterioration of subway and bus service to what have been called the worst levels in the system's history. Richard Ravitch, chairman of the Metropolitan Transportation Authority - the Transit Authority's parent agency - approached the council for help in seeking a $14 billion financial package from the State Legislature, and the executives first decided to investigate the system's management. Programs Taking Shape
+Since then, the program of management assistance has begun to take shape. Walter B. Wriston, the chairman of Citicorp, has held a luncheon to begin recruiting executives, whose services will be paid for by their companies, not the transit agency. Mayor Koch sent a letter to Mr. Ravitch, criticizing what he called the transit system's ''operational quagmire'' and applauding ''the time and talent offered by the private sector.'' And council officials maneuvered to avoid offending what one called ''the egos'' that can be rankled when executive prerogative is challenged.
+The executives who will begin work at the authority this week are Edward R. Weidlein, who retired this year as senior vice president of Union Carbide Corporation, and James Gibbons, a retired general partner of Price Waterhouse, the accounting firm. Mr. Dantzker said Mr. Weidlein would work on the areas of personnel and customer service and Mr. Gibbons on materials management.
+Mr. Dantzker said that commitments had been obtained so far from Bankers Trust, International Telephone and Telegraph Corporation, and the New York Life Insurance Company, among others.
+Mr. Simpson, who became the Transit Authority president in January, said in an interview that he objected to any suggestion that the council had turned up issues unknown to transit officials. He said the authority had cooperated fully to speed the restoration of transit service.
+Following are eight of the most important management problems listed by the council, along with Mr. Simpson's account of how they have been addressed in the past: Overstaffing at Headquarters
+After looking at the Transit Authority's headquarters in Brooklyn, a six-member task force of the council said that the chain of command was not ''as effective as it should be.'' In some instances, the team said, different departments were performing the same duties. The number of people on the staff was ''excessive,'' it said, and there were ''large numbers of staff doing no apparent work at all.''
+However, Mr. Simpson said he would not let the council participate in a reorganization of headquarters, ''at least in the beginning.'' Asked why, he said, ''This project is one we initially agreed to put on the back burner because of my intention to do some reorganization.''
+A major management study completed in 1979 by Booz Allen & Hamilton, a management consultant firm, identified many organizational problems, and Mr. Simpson said he had ''begun to implement a couple of the recommendations and will implement more.''
+Asked for examples, he cited the shift of approval power to him from the M.T.A. board for some purchases of urgently needed parts and supplies, and a three-month ''emergency'' authorization to approve some other purchases. But neither example was specifically recommended in the consultants' study and Mr. Simpson acknowledged that neither involved the organization of management inside the Transit Authority.
+Mr. Simpson did not dispute the conclusion that the staff was too large. ''A lot of things can and should be done,'' he said, ''and I am reviewing that in conjunction with the new budget next July 1.''
+But he said he doubted he would be able to reduce the staff. ''Many of the people have Civil Service standing,'' Mr. Simpson said, ''which means they will be absorbed somewhere else in the organization. There are economies that are possible and that I intend to implement, but many of those will be offset by new statutory or regulatory requirements.'' Broken Subway-Car Doors
+Among the main irritations for subway riders - and the reason many trains are taken out of service - is the breakdown of car doors. The task force said maintenance chiefs at the main Coney Island repair shop had said that many door malfunctions stemmed from a basic engineering problem: a chemical reaction between the door frames, made of steel, and the door sills, made of aluminum, which causes the frames to rust and the sills to buckle. The team recommended that the sills be replaced with another material.
+Mr. Simpson ruled out the council's participation in this area, too, because, he said, the Transit Authority had already placed an order for $60,000 in new sills to replace those on two 20-year-old models of cars on the IND and BMT lines. This will cover repairs for about 550 of the 3,800 cars on those lines.
+Door breakdowns have been emphasized by Mr. Simpson since last fall as one of the main reasons for the service decline. But before the council study, Mr. Simpson blamed the problem on ''burnout'' of the doors' motors caused by passengers' holding the doors open too long.
+He still says that burnouts and a second problem, ''debris clogged in door slides,'' cause 90 percent of the breakdowns, and that the authority is trying to develop a more heat-resistant motor. Computer Misuse on Records
+The task force concluded that the authority's use of computers for record-keeping was uncoordinated and inefficient. In a few areas, too many different systems were in use or being developed, while other departments struggled along with no computerization.
+At the Coney Island main repair shop, the task force noted that although there were computerized lists of repairs made on subway cars, they were not produced in a form on which high-level management could base decisions. And while there was a report prepared each week on how much workers were accomplishing, ''There does not appear to be any use made of the labor-productivity report,'' the council said.
+Mr. Simpson said the council would help in this area. He said the inefficiencies stemmed from the need for the storeroom supply system - criticized by the task force for being only 95 percent complete a decade after it was initiated - to tie in with the general accounts system, with the payroll system, and with other systems.
+Mr. Simpson said that last year, when he was executive director of the M.T.A., he ''observed that the different elements of the M.T.A. were developing data systems without a central focus.''
+''We strengthened the M.T.A. data center to become a clearinghouse,'' he said, and coordinated authority within the Transit Authority in an assistant director for management and information. A general ledger system formerly managed by the authority's controller was transferred to the new department.
+He denied there were any data systems producing information that was not used. The biggest problem, he said, was inadequate automation in maintenance. ''There are 444 R-22 cars,'' Mr. Simpson said. ''If I asked what's the most frequent part failure, I would have to send someone down to go through 444 jackets,'' meaning the files on each car.
+However, the chief of maintenance, Edwin Weidman, earlier had described a system that could automatically print car histories, recording on a car-by-car basis each problem a car had been serviced for. Asked about that system, Mr. Simpson said that it had indeed been in place for 10 years but that nevertheless, ''if I asked the question, what made a particular car lay down in service, I wouldn't be able to get that information.'' 'Borrowing' by Token Clerks
+The task force said that delays in the accounting process for token booth revenues had allowed token clerks to ''borrow'' money for as long as seven weeks before shortages were detected and the clerks were billed. The executives were unable to get an estimate of how much money was lost or held up this way.
+Mr. Simpson said the booth accounting problem - which the business group will work on - had been approached in a variety of ways, none satisfactory. Now, a three-step process is in effect:
+First, each clerk does his own bagging and produces a tally, and the employee receiving the bag in the ''money room'' checks to make sure the tallies agree. Then, turnstile counts are reconciled for each shift against the count the token clerk has submitted; this takes several weeks. Finally, a monthly report is prepared showing the running balance for each clerk - ''so we would eventually catch the guy who skimmed a nickel a day,'' Mr. Simpson said. Shortage of Supervisors
+The task force said the Transit Authority had far too few nonunion supervisors to provide effective supervision. ''A much greater effort must be made to provide management training,'' especially at the lower levels of the hierarchy, the team said. Mr. Simpson agreed to let the executives address this problem.
+With a total of 45,000 employees, he said, the authority has only 300 management employees not represented by unions. Recognizing that many of these are nearing retirement, Mr. Simpson said, planning for their replacement began last summer and would be continued this year. The shortage was aggravated by personnel cuts during the city's fiscal crisis, he said. Unproductive Workers
+Productivity standards for the 4,500 workers responsible for inspecting and repairing subway cars are too low and have been for years, the task force said. Even so, the task force said, many units are performing at only between 60 percent and 70 percent of the standards. ''The quotas or standards being used have severely limited the effective deployment of manpower,'' the team said, ''and the union has consistently opposed any changes in the standards.''
+Mr. Simpson said this was another area in which he had ruled out the council's participation. Asked why, he said, ''We're addressing the problems.''
+''We were concerned enough to hire a consultant outfit, Maynard & Company, some months ago to conduct a study of labor output,'' Mr. Simpson said.
+Proposed productivity increases involving the Transport Workers Union were one of the key issues leading to a strike that shut down the city's transit system for 11 days a year ago. The issue has remained unresolved since then.
+The issue has arisen ''perpetually,'' Mr. Simpson said, in the authority's two-year cycle of contract negotiations. But Mr. Simpson said he recognized some validity in the union's complaint that the authority had not provided the tools and parts for workers to do their job.
+''The quota that may have been arrived at in collective bargaining was strictly academic,'' Mr. Simpson said. ''The person at the workbench didn't even know what it was - what he knew was he didn't have the parts. That's why I gave procurement of parts the priority.'' Poor Working Conditions
+A serious personnel problem, the task force reported, was the ''poor'' condition of depots, yards, storerooms and other facilities. ''Poor working conditions lead to low employee morale and poor productivity,'' it concluded. The group also found work habits that it said were below generally accepted standards in private industry. The task force urged a comprehensive review by the unions, management and the development council.
+The decrepit condition of many facilities has been obvious to transit officials for many years, and Mr. Simpson will allow the business executives to work on the problem. He said major capital spending was needed.
+As for work practices, he said the authority would address those again in negotiations next spring.
+Illustration 4 photos of buses and subways (Page B5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TRANSIT+AUTHORITY+AGREES+TO+PROPOSAL+FOR+EXECUTIVE+HELP&title=New+York+Times&issn=03624331&date=1981-04-27&volume=&issue=&spage=A.1&au=Cummings%2C+Judith&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1981","Since then, the program of management assistance has begun to take shape. Walter B. Wriston, the chairman of Citicorp, has held a luncheon to begin recruiting executives, whose services will be paid for by their companies, not the transit agency. Mayor Koch sent a letter to Mr. [Richard Ravitch], criticizing what he called the transit system's ''operational quagmire'' and applauding ''the time and talent offered by the private sector.'' And council officials maneuvered to avoid offending what one called ''the egos'' that can be rankled when executive prerogative is challenged. After looking at the Transit Authority's headquarters in Brooklyn, a six-member task force of the council said that the chain of command was not ''as effective as it should be.'' In some instances, the team said, different departments were performing the same duties. The number of people on the staff was ''excessive,'' it said, and there were ''large numbers of staff doing no apparent work at all.'' ''The quota that may have been arrived at in collective bargaining was strictly academic,'' Mr. [John D. Simpson] said. ''The person at the workbench didn't even know what it was - what he knew was he didn't have the parts. That's why I gave procurement of parts the priority.'' Poor Working Conditions","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1981: A.1.",11/14/17,"New York, N.Y.",NEW YORK CITY,"Cummings, Judith",New York Times Company,,Newspapers,424080505,"United States, New York, N.Y.",English,27-Apr-81,TRANSIT SYSTEMS; REFORM AND REORGANIZATION; EXECUTIVES AND MANAGEMENT; RESTORATION AND REHABILITATION; GOVERNMENT EMPLOYEES; PRODUCTION,New York Times,NEWSPAPER,,,,,,,
+NEW GENERATION OF ASTRONAUTS POISED FOR SHUTTLE ERA,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-generation-astronauts-poised-shuttle-era/docview/424091288/se-2?accountid=14586,"It is supposed to happen this way: Shortly before 1 P.M. next Sunday, 20 years to the day after Russia's Yuri Gagarin became the first human being to fly in space, the most technologically elegant spacecraft ever built will come hurtling down out of earth orbit.
+Flashing across the North Pacific, it will undergo a gradual metamorphosis. By the time it passes over Big Sur, it will have been transformed from a ballistic spacecraft into an aerodynamic glider.
+And when its commander, John W. Young, nurses the space shuttle Columbia to a dead-stick landing at Edwards Air Force Base in the Mojave Desert in southern California, the era of routine, workaday space travel will have dawned.
+Ready to greet that dawn is a whole new family of spacefaring Americans and Europeans consisting of about 80 young men and women. Two-thirds of them have been appointed astronauts or astronaut candidates only in the last three years.
+They represent a far greater range of backgrounds, talents and specialties than their predecessors. All are training for the earthorbital shuttle missions that they expect to take place in rapid-fire order during the next five years.
+They are new in another way, too. For, just as the DC-3 and other early airliners ushered in three distinct classes of air traveler, the space shuttle ushers in three distinct classes of space traveler - pilot, crew member and passenger.
+Nearly an entire generation of astronauts has passed from the scene since the last of the Apollo moon landings almost a decade ago. Only three veterans of the lunar-exploration years and earlier remain on active status, Mr. Young among them. At the age of 50, he is about to make his fifth space flight, more than any other American so far. Though his sly, good-ol'-boy Georgia wit would doubtless not let him admit it, and his boyish, slightly graying forelock helps disguise the fact, he is not only a link to the old order but also a kind of guru to astronauts of the new.
+In Mr. Young's early years as a space traveler, there were only all-purpose, all-competent astronauts, reputed exemplars of a particular brand of test pilot's courage that Tom Wolfe, the author, has called ''the right stuff.'' They are to the shuttle what the barnstorming biplane daredevils of the 1920's were to the streamlined airliners of the late 1930's.
+For in terms of sheer technology, Columbia makes the Apollo command module seem almost primitive. And as incredible as it might have seemed 10 years ago, the shuttle has made anachronistic relics of the gigantic, thundering rockets that hurled the Apollo mooncraft aloft. When Americans next travel to other worlds, the ships will be assembled, piece by piece, in earth orbit and launched from there.
+That is one possible part of the shuttle's future mission. By the very nature of that mission, and because a fully operating shuttlecraft is too complex and various an operation for the allpurpose crewman of the past to handle, the shuttle demands a more varied crew and a more specialized array of astronauts.
+First will be the commanders and pilots, one each on a given flight, whose job is to fly the ship, with the help of its five computers, and deal with any trouble that might develop. Mr. Young and his co-pilot, Capt. Robert L. Crippen of the Navy, are of this group. They are to be the only people aboard the shuttle's maiden flight when it lifts off at 6:50 A.M. Friday. Tasks of Second Group
+The second group, called mission specialists, might be considered the shuttle's crew. Untrained as shuttle pilots, their job will be to prepare for and oversee payload operations once the ship is in earth orbit.
+These operations constitute the shuttle's main purpose and might include everything from the production of pure metals, to emplacing and tending satellites, to observing the stars, to assembling a permanent manned space station or a solar power plant or an interplanetary expedition.
+Much of the day-to-day work of a mission is to be done by the third group. These are the passengers, called payload specialists. They are not professional astronauts, but scientists, technicians and others, many of whom are to be employed by private companies.
+Once the shuttle is operational, they will receive minimal training of perhaps four or five weeks. They will not have to pass the stringent physicals of the past, endure the stress of the centrifuge, or go through most of the other training ordeals of earlier astronauts. ''Basically,'' says Jim Bilodeau, the director of crew training at the Johnson Space Center here, ''we'll be able to take everybody but the walking wounded.'' Import of Success
+If Columbia's first flight is a success -even if it just gets into orbit, gets out again and lands safely, without completing the scheduled 54 1/2-hour mission -it will open the way for the shuttle astronauts to succeed each other into space, as many as seven at a time, over the next decade.
+Missions are planned for a week's duration, after which the shuttle will land on earth and be prepared for another launching as soon as 14 days later. When the program is running at maximum, as many as 60 missions a year are planned, though it is considered unlikely that such a goal will be achieved. The first payload specialists, or passengers, could fly as early as two to three years from now.
+By then, with both men and women flying - there are now eight women in the astronaut corps - writers and dramatists will be provided with the grist for real-life versions of science-fiction plots founded on the cramped-in-space theme. Veteran of Orbital Flights
+For now, of course, all this is in the wings as Mr. Young and Captain Crippen, two astronauts of the old school, take the first shuttlecraft on its shakedown cruise.
+Mr. Young is a veteran of two earth-orbital flights during Project Gemini, in the 1960's. He circled the moon on Apollo 10, the last proving-out flight before the first lunar landing in 1969. And he commanded Apollo 16, the next-to-last lunar-landing mission, in 1972. Partly through sheer longevity and persistence, he has come to command the first shuttle. A Navy man when he joined the National Aeronautics and Space Administration in the 60's, he is now a civilian. (Of the astronauts of the Apollo era, only Alan L. Bean and Donald K. Slayton remain on active status besides Mr. Young.) But those are not the only reasons Mr. Young was selected.
+''You know how it works,'' he said in a recent conversation. ''The chief of the astronauts makes recommendations to the board as to who they ought to fly on these missions.'' He paused, and his voice dropped very low, and he delivered the punch line: ''And at that time, I was the chief.''
+Captain Crippen will be making his first space flight, although he has been an astronaut since 1969. At the age of 43, he resembles a slightly aging movie star, somewhat like Jack Nicholson. If anyone fits the traditional image of the all-American astronaut, he seems to. Some of the terms applied to him are ''nice guy,'' ''very outgoing,'' ''dynamic,'' ''charismatic.'' Unusual Distinction
+He is the kind who shows up enthusiastically at flight controllers' beer parties, but who is said to be very disciplined at the same time as well as extremely intelligent. Mr. Young, according to an acquaintance of both men, says that Captain Crippen ''knows more about computer software than anybody should.'' Software refers to the set of instructions that tell the shuttle's computers what do.
+Mr. Young and Captain Crippen have the distinction of being the crew that has been in training the longest, without having flown, in the history of the space program. Partly, this is because of the shuttle is so elaborate: It has simply taken longer to get things right.
+Ultimately, the craft's elaborate design is intended to make life simpler and more comfortable for pilots, crew and passengers. That is, the greater the sophistication of the machine and the greater its degree of automation, the simpler are the tasks of the crew. At the same time, the ship is designed to make life in space more like life on earth than has ever before been possible. The air in the craft is a nitrogen-oxygen mixture similar to that on earth. The earlier manned spaceships provided a mixture that depended much more heavily on oxygen.
+Upon launching, Columbia will achieve earth-orbital speed more gradually than did earlier spacecraft, so that the stress of gravity forces will be miminized. While in orbit, those on board will go about in shirtsleeves. The craft is roomy enough for them to stand up in. They will be able to sleep in hammocks or bunks, eat warm meals, and accommodate bodily functions as one would on an airliner. Indeed, Columbia is about the size of a DC-9 passenger jet. Reason for Lengthy Training
+One measure of the ship's complexity is that its flight deck, or cockpit, has roughly three times the number of controls, switches, displays and lights as the Apollo command module, 2,214 in all. The more parts there are, the more things can go wrong.
+So for the first flight, the astronauts' training has been inordinately long. Mr. Young and Captain Crippen have not just been training, they have been actively taking part in the design and evolution of the craft. For this reason, Mr. Young says, the extralong training of three years has led to no loss of training ''edge,'' but instead has proved a blessing.
+If the shuttle had been launched when originally scheduled, in March 1979, says Mr. Young, ''we'd have been launched about halftrained.'' The two men were named to the crew in the spring of 1978. He explained that ''when you're doing a job like this, you're working all these things in parallel.'' He added, ''And any one of them, if it doesn't go just right, can hurt you.''
+As things turned out, Mr. Young said, training did not delay preparations. And because training lasted longer than anticipated, there has been more time to develop detailed procedures for handling emergencies. Some of the potential emergencies ''make Apollo 13 look like a Sunday-school picnic,'' he said. Ten years ago this month, the three astronauts of Apollo 13 were nearly killed when an oxygen tank blew out as the craft was in orbit around the moon. Precise, detailed procedures for bringing the craft home safely had to be rewritten rapidly. 63 Pounds of Manuals
+Now, Mr. Young said, the system is set up to handle such things ''better than on any flight we've ever had because we've had this long time.'' One practical consequence of this is that the two Columbia astronauts will be taking along 22 three-inch-thick books detailing such procedure. Altogether, the books weigh 63 pounds.
+An example of a serious mishap, he said, would be if the spacecraft's cooling system malfunctioned, leading to an electronics failure. There is a 255-step sequence to adjust for such a problem.
+If Mr. Young and Captain Crippen have succeeded in helping work most of the bugs out of Columbia, then future pilots will have a far simpler training. According to Mr. Bilodeau, the director of training, shuttle commanders and pilots on their first time through will require about 1,150 hours of training. As in the case of Mr. Young and Captain Crippen, some of it will come in the classroom, some in computerized simulators, and some at the controls of an aircraft specially modified to re-create the interior of the shuttle cockpit.
+Once a pilot is trained in this way, said Mr. Bilodeau, perhaps 150 to 200 hours will be needed for any given pilot or commander on subsequent missions he might fly. Greater Test of Skill
+Mr. Young says that ultimately, the goal is to bring shuttle flight training to the point where it will rank in simplicity with airline pilot training. ''I don't think we'll ever make that,'' he said, ''but we'll be able to get it a good deal less sophisticated'' than was true in Projects Mercury, Gemini and Apollo.
+In one way, the shuttle returns the pilots to the stick-and-rudder days, making them less like the ''spam in a can'' that some traditional test-pilots derisively called the astronauts and their capsules of earlier years. The landing, at the end, is a test of flying skill in the old ''right stuff'' spirit, performed as it is with a powerless glider. This, said Captain Crippen, ''makes all the pilots feel much better.''
+As for the ''right stuff'' in today's astronaut corps, Captain Crippen said that he was not completely sure what that is. Taking the pragmatist's tack, he said simply that, ''being a Navy man, I think we've got better uses to devote the fleet to than go picking up capsules.'' He added, ''We'd just as soon land them on the runway.'' Not Trained to Fly Craft
+As in the case of pilots, the training of mission specialists, or crew members, may be simplified after the first time through. They are not trained to fly the craft or to troubleshoot systems that are acting up. Their training has to do with operations of the payload, the payload bay, which is a huge area that takes up most of the craft's interior, communications, and the remote manipulators that are used to handle payload parts in the airless bay.
+As for the payload specialist, the ''passenger,'' Mr. Bilodeau said, ''there is a minimum number of things he has to learn if he's going to go into space.'' He added: ''He has to learn how to live in space; about the food, the water, the waste-management system. He has to learn about all the emergency procedures.'' He said that equaled a couple of hundred hours or four to five weeks of training.
+It is said at the Space Center that, within the foreseeable future, the first visitors-to-orbit, such as important persons or reporters, might take this basic training and fly in space. If and when that happens, the United States will have demonstrated that it has truly made, in Mr. Bilodeau's words, ''a long-term commitment to go into space routinely.''
+Illustration Photo of Shuttle Photo of Astronauts",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+GENERATION+OF+ASTRONAUTS+POISED+FOR+SHUTTLE+ERA&title=New+York+Times&issn=03624331&date=1981-04-06&volume=&issue=&spage=A.1&au=WILLIAM+K.+STEVENS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--Unite d States,3624331,"Copyright New York Times Company Apr 6, 1981","Captain [Robert L. Crippen] will be making his first space flight, although he has been an astronaut since 1969. At the age of 43, he resembles a slightly aging movie star, somewhat like Jack Nicholson. If anyone fits the traditional image of the all-American astronaut, he seems to. Some of the terms applied to him are ''nice guy,'' ''very outgoing,'' ''dynamic,'' ''charismatic.'' Unusual Distinction If the shuttle had been launched when originally scheduled, in March 1979, says Mr. [John W. Young], ''we'd have been launched about halftrained.'' The two men were named to the crew in the spring of 1978. He explained that ''when you're doing a job like this, you're working all these things in parallel.'' He added, ''And any one of them, if it doesn't go just right, can hurt you.'' As for the ''right stuff'' in today's astronaut corps, Captain Crippen said that he was not completely sure what that is. Taking the pragmatist's tack, he said simply that, ''being a Navy man, I think we've got better uses to devote the fleet to than go picking up capsules.'' He added, ''We'd just as soon land them on the runway.'' Not Trained to Fly Craft","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Apr 1981: A.1.",11/15/17,"New York, N.Y.",,"WILLIAM K. STEVENS, Special to the New York Times",New York Times Company,,Newspapers,424091288,"United States, New York, N.Y.",English,6-Apr-81,ASTRONAUTICS,New York Times,NEWSPAPER,,,,,,,
+CAN BLUMENTHALBAIL OUT BURROUGHS?,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/can-blumenthalbail-out-burroughs/docview/424011962/se-2?accountid=14586,"DETROIT W HEN some members of President Carter's Cabinet told the President that inflation might rise to 6 1/2 or 7 percent, Treasury Secretary W. Michael Blumenthal demurred. ''Mr. President, don't believe it,'' he said. ''It's going to rise to 8 or 9 percent.'' While even that prediction turned out to be understated, Mr. Blumenthal's refusal to join the hallelujah chorus, in the opinion of many observers, eventually led to his ouster.
+A willingness to face even unpleasant facts should come in handy in Mr. Blumenthal's current position as chief executive of the Burroughs Corporation, the large computer and office equipment manufacturer, which has recently run into stormy financial weather.
+Compounding those financial woes is Burroughs' reputation in some quarters for being tightfisted with employees, less than forthright with securities analysts and slow to act on customer complaints. Critics also fault it for a narrow product line and insular management.
+Mr. Blumenthal is out to refocus those perceptions. ''Mike Blumenthal appears to be the kind of man Burroughs needs to address its problems,'' said Stephan T. McClellan, an analyst at Salomon Brothers. ''He's a tough, proven businessman from outside the computer industry who's free of any vested interests.''
+Before very long, Mr. Blumenthal is likely to have to call upon all those talents in order to reverse Burroughs' faltering position in the computer industry. It not only lags badly behind the industry leader, International Business Machines, but it also trails NCR in information processing revenues and is in danger of being surpassed by the Control Data Corporation and Digital Equipment.
+Burroughs is second in the number of installed computer systems, but it's revenues that count, said Joseph Levy, vice president of the International Data Corporation. ''You could have a lot of old obsolete equipment out there that isn't generating any revenues.''
+One of Mr. Blumenthal's main challenges will be to loosen the grip imposed by Ray W. Macdonald, who in a decade as chief executive beginning in 1967 personally transformed Burroughs from an enterprise synonymous with the adding machine into a major computer company.
+But Mr. Macdonald was so loathe to delegate responsibility that he was also in effect the head of the public relations and personnel departments, as well as chief product planner and head of the complaint department.
+Puffing his omnipresent Dunhill cigar in his office in Burroughs's corporate headquarters, Mr. Blumenthal said, ''We don't have any serious troubles, but it is true that we do have some problems.''
+The most immediate involves a paucity of new products and a shortage of semiconductors, which analysts say are indications that Burroughs has not been keeping up with technology. At any rate, those shortages have contributed to an unexpected earnings squeeze. Earnings declined during the second quarter of this year, the first fall-off since 1963, then fell 32 percent in the third quarter.
+Still another decline is forecast for October, November and December, and earnings in 1980, Mr. Blumenthal says, aren't likely to exceed $6 a share, compared with $7.45 a share in 1979.
+These downturns are especially tough to take for a company that chalked up a virtual unbroken increase in net income over the last two decades and averaged a 20 percent annual increase in the 1970's.
+No one is blaming the recent showing on Mr. Blumenthal, who joined Burroughs as vice chairman last February and was named chief executive only about five weeks ago. If anything, those results probably explain Mr. Blumenthal's elevation to chief executive three months ahead of the previously announced timetable.
+The official line is that it was thought advisable that Mr. Blumenthal be at the helm during the fourth quarter, when the 1981 budget and fiscal plans are made. But that explanation has been taken with more than a few grains of salt.
+''When you consider the sharp decline in third-quarter earnings, the acceleration of Blumenthal as C.E.O. seems to be more than just a coincidence,'' said Robert L. Christensen, who analyzes Burroughs for A.G. Becker Inc.
+Coincidence or not, Burroughs's immediate future is now in the hands of Mr. Blumenthal, and interest in his performance goes beyond interest in the company itself. Many people are looking to see whether the German-born Mr. Blumenthal, who arrived in the United States in 1947 as a stateless refugee from China, can repeat the success he achieved as chief executive of the Bendix Corporation for four years. During his tenure, Bendix income rose an average of 17 percent annually and revenue was up an average of 14 percent a year.
+Mr. Blumenthal, a former Princeton University economics professor, left Bendix in the care of his hand-picked successor, William Agee, and joined the Carter Administration at the beginning of 1977. His stay of two and a half years proved to be frustrating, with the Carter Administration zig-zagging from one economic policy to another and largely ignoring Mr. Blumenthal's fiscally conservative advice.
+Mr. Blumenthal has kept his own counsel about policy differences with Mr. Carter, but last March he called the Carter Administration's proposed 1981 budget ''a mistake'' and urged ''shock treatment'' to deal with the nation's inflation, which he said resulted from ''wrong-headed economic policies over a number of years.''
+In June he joined the Committee to Fight Inflation, a bipartisan group of 13 former senior Government economic officials headed by Arthur F. Burns, in urging strong and persistent action to control the nation's ''chronic inflation.'' The following month he sent a campaign contribution to the independent Presidential candidate, John B. Anderson.
+Mr. Blumenthal's inability to fit in with the Carter Administration did not worry Burroughs's board, which asked Paul S. Mirabito, who succeeded Mr. Macdonald as chief executive in 1978, to sound Mr. Blumenthal out about returning to Detroit.
+''He had that rare combination of experiences,'' said Mr. Mirabito in his office adjoining Mr. Blumenthal's. ''He knows the international scene, and 40 percent of our business is overseas. He was a Cabinet official who knows financial institutions, and he was a successful C.E.O. before joining us.''
+The understanding was that Mr. Blumenthal would become chief executive upon Mr. Mirabito's retirement at the end of this year. Mr. Blumenthal faces a number of hurdles if he is to pull Burroughs out of the doldrums. Five years ago things were going so well that Mr. Macdonald exclaimed, ''Twenty-five or 30 years out there may be limits, but there are none for the near term.''
+There was a lot of such talk back then, before double-digit inflation, low productivity and energy shortages reshaped the character of the American economy, and there was every reason for confidence on the part of the mainframe computer industry.
+Mr. Blumenthal expresses continued confidence in Burroughs, and analysts tend to credit his assessment that ''It's a company that has tremendous assets and opportunities, a strong balance sheet, a positive cash flow and a good reputation for high technology.'' International Data's Mr. Levy says many of Burroughs's problems are relatively easy to solve, like straightening out a bureaucracy in which one department services terminals while another services mainframes (the central processing units).
+B UT analysts also say that the strong balance sheet tended to obscure underlying weaknesses with which the new chief executive will soon have to deal. ''Burroughs's market share has been eroding for years in the small-computer market and the company has done very little about getting incremental growth from word processing, facsimile transmission and other new areas,'' said John J. McManus of Shearson Loeb Rhodes.
+Mr. Blumenthal has heard it all before, and, perhaps surprisingly, he tends to agree. ''We missed some important market developments,'' he said. ''We pioneered and led in minicomputers and then negelected to build in that area.''
+Burroughs also positioned itself strongly in the office automation market by buying three small companies including the Redactron Corporation of Hauppauge, L.I., one of the leaders in computerized word-processing equipment (which employs typewriter-like keyboards and cathode ray tube visual displays for electronic text editing and information retrieval).
+But management neglected research and development, so that Burroughs lost market share in minicomputers and the fast-growing office market. It has mounted a counterattack in the past year or so, but most of the damage was already done.
+Nevertheless, Mr. Blumenthal professes optimism. ''This is an industry where if you've missed one train you can catch another in half an hour,'' he said. ''We're behind, but our competition is catchable, and we think we can catch them.''
+Mr. Blumenthal cites two areas he considers crucial for Burroughs's success. One is strategic planning, whose importance he underscored by recently appointing Jerome Jacobson, a former executive vice president of the Bendix Corporation, to head it up.
+There has been speculation that Mr. Jacobson was forced out of Bendix to make room for Mary Cunningham, who recently resigned amid a flurry of rumor and headlines, but as long ago as last spring he had made known his intention to return to private consulting. After he resigned, Mr. Blumenthal persuaded him to rejoin him at Burroughs.
+''The reason planning is so important is that if we had been smarter in looking ahead and predicting the way the market was moving, we might not have missed some important developments,'' said Mr. Blumenthal.
+Mr. Jacobson concurs that Burroughs missed out on some important developments, but he warns that the oversights can't be corrected nor directions reversed overnight. ''What we will have going for the next several years is already pretty well fixed,'' he said, because of the lead time from laboratory to production line. ''But there is a smorgasbord of opportunities to choose from, and we're looking at many of them.''
+The other important area is softwear, the programming that provides the ''brainpower'' and is to computers what the phonograph record is to the stereo. ''The computer is only a hunk of metal,'' said Mr. Blumenthal, wreathed in cigar smoke. ''Once everybody thought the computer was everything and that softwear was only peripheral. Now we know that the computer isn't very much without the instruction and the programs. The skillful company is able to successfully marry the two.''
+That skill will become increasingly important as softwear and services, which account for about a third of the cost of a systems package, soon will rise to about half or more. Accordingly, Mr. Blumenthal's first acquisition was the California-based System Development Corporation, a company that began in 1957 as a spinoff from the Air Force's nonprofit RAND Corporation. The whole industry has grown so rapidly that Mr. Blumenthal says there is a serious shortage of skilled employees in softwear and programming, as well as a shortage of electronic engineers.
+T HESE shortages, combined with recession, have contributed to a relatively flat year for the computer industry. But most computer companies predicted a downturn while Burroughs management bewildered and then angered analysts by forecasting a good second quarter, right up until June.
+''The company used to give us information about a lot of things, including upcoming orders,'' said Mr. Christensen. ''But for the past few quarters they just didn't tell us much, and that's why most analysts have been hard put to know what their problems have been.''
+That complaint is seconded by Thomas J. Crotty, vice president of the Gartner Group, a Connecticut-based computer industry research company. ''Burroughs never tells you a damn thing, so it's hard to know the reason for its production problems,'' he said. ''The availability of memory-chips had been an industrywide problem, although most of the industry has obtained some relief by now. We just don't know why Burroughs is still having problems.''
+If it's any consolation, Mr. Blumenthal also doesn't know why, and moreover he thinks the complaints are justified. ''We're known as the silent company,'' he acknowledged with a sorrowful shake of his head. ''I don't know all the reasons for the manufacturing problems, but I intend to find out. We are introducing an unusual number of new products now, so it could be that maybe we were too optimistic about how fast we could start up and ship the products to customers. It could also be that we haven't solved the parts shortages. It could be that the organization of our factories leaves something to be desired. It could just be bad luck. Or it could be all four reasons.''
+Whatever the case, he adds that no one is unhappier about the snafus than Burroughs, which has a record backlog of orders but can't use the revenues they will bring until the orders are filled.
+For all the wizardry of computers, a number of suits are pending against computer makers by disgruntled customers. Burroughs was recently hit by a $1.9 million damage suit filed by Quality Books, Inc., a Northbrook, Ill., publishing company whose owner contends that the Burroughs B-800 caused endless inventory and billing foulups.
+Burroughs officials will not comment on the case, since it is in litigation, saying only that the company has sold well over 20,000 small-scale computers, including some 4,000 B-800's, and ''has consistently enjoyed very high customer loyalty.''
+What about the reputation for secrecy? ''In the past, we never really had a structure to provide journalists and analysts with even information that would have been quite innocuous. Everything went through one man,'' he said, alluding to Mr. Macdonald, ''and if the people who inquired could get to that one person he'd tell them, otherwise they were out of luck. But we intend to change that. We want to start establishing credibility. We're going to have good news down the line and when we report it we want people to believe us.''
+Illustration Photo of W. Michael Blumenthal",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAN+BLUMENTHALBAIL+OUT+BURROUGHS%3F&title=New+York+Times&issn=03624331&date=1980-11-02&volume=&issue=&spage=A.4&au=McDOWELL%2C+EDWIN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 2, 1980","Mr. Blumenthal has kept his own counsel about policy differences with Mr. [Carter], but last March he called the Carter Administration's proposed 1981 budget ''a mistake'' and urged ''shock treatment'' to deal with the nation's inflation, which he said resulted from ''wrong-headed economic policies over a number of years.'' The other important area is softwear, the programming that provides the ''brainpower'' and is to computers what the phonograph record is to the stereo. ''The computer is only a hunk of metal,'' said Mr. Blumenthal, wreathed in cigar smoke. ''Once everybody thought the computer was everything and that softwear was only peripheral. Now we know that the computer isn't very much without the instruction and the programs. The skillful company is able to successfully marry the two.'' If it's any consolation, Mr. Blumenthal also doesn't know why, and moreover he thinks the complaints are justified. ''We're known as the silent company,'' he acknowledged with a sorrowful shake of his head. ''I don't know all the reasons for the manufacturing problems, but I intend to find out. We are introducing an unusual number of new products now, so it could be that maybe we were too optimistic about how fast we could start up and ship the products to customers. It could also be that we haven't solved the parts shortages. It could be that the organization of our factories leaves something to be desired. It could just be bad luck. Or it could be all four reasons.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Nov 1980: A.4.",11/15/17,"New York, N.Y.",,"McDOWELL, EDWIN",New York Times Company,,Newspapers,424011962,"United States, New York, N.Y.",English,2-Nov-80,FINANCES; COMPANY AND ORGANIZATION PROFILES; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+THE STEINWAY TRADITION,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/steinway-tradition/docview/423964343/se-2?accountid=14586,"What matters most to this company isn't what happens in this office,'' said Peter M. Perez, president of Steinway & Sons, the piano makers. ''The most important thing,'' he said, rising from his desk, ''is what goes on out there. Let's go.''
+With that, the 40-year-old executive draped the jacket of his dark-blue pin-striped suit over a chair, adjusted the French cuffs on his monogrammed, buttoned-down white shirt and strode, Gucci-shod, toward the area of greatest importance.
+First stop was an outdoor space dominated by mountainous piles of wood surrounding a dumpy, beige-colored concrete building. It resembles a lumber yard, one capable of serving a good-sized community. The 1.5 million board feet of wood - Brazilian rosewood, African mahogany, Alaskan spruce and other varieties - undergoes as much as four years of indoor and outdoor weathering.
+Afterward, half or more of some kinds of wood are discarded, having failed to measure up to the company's standards. The remainder is kiln-dried and then sanded, glued in plies, bent under tons of pressure, turned, carved, hammered and otherwise cajoled into becoming a Steinway piano. It takes about a year to make a Steinway grand, a pace considerably slower than that of most piano producers.
+From the yard, Mr. Perez points to the large red-brick structure in the Long Island City section of Queens that houses both the Steinway offices and its factory, noting that the building covers 440,000 square feet. ''And with all that, we only make about 3,500 pianos a year here,'' he says half-bragging.
+To stroll through the Steinway factory is, in some respects, to go back a century to an era of craftsmanship that has nearly vanished. There have been refinements in piano-making since 1853, when a German immigrant, Heinrich Engelhard Steinweg (once established in America, he changed his name to Henry E. Steinway), and his sons made the first Steinway. But mostly, the process is the same.
+It is largely delicate, finicky hand work. The craftsmen work at a temperate, unhurried pace. The speed-up and get-with-it slogans that festoon the walls of many factories are nowhere in evidence. The Steinway operation would prompt conniptions from the likes of Frederick W. Taylor, the father of ''scientific management'' and time-and-motion studies.
+''There are significant differences from the business school approach here. People - these craftsmen - are the essential asset in this business,'' said Mr. Perez, gesturing toward the shop floor.
+Strange words, it would seem, from an executive who holds an M.B.A. degree and who was sent in by CBS Inc. to run the venerable old piano company, which CBS acquired in 1972.
+But then, Mr. Perez holds one of the more unusual management posts in corporate America. He describes his job as ''the practice of craft management in the 20th century.'' This, he admits, is a delicate balancing act between the requirements of the hand craftsmen on the shop floor and the demands of the financial overseers at corporate headquarters. But, he insists, ''CBS understands this business. There is, of course, an interest at headquarters with growth. But not growth at the expense of quality.''
+By corporate standards, Steinway is a little operation. And in the $452 million-a-year piano business, it is a small factor, at least in terms of size. Its worldwide annual production - including the output at its plant in Hamburg, West Germany - totals just 5,500 pianos, two-thirds of which are grands. Its share of the United States market is less than 3 percent. By contrast, Baldwin makes 45,000 a year and Yamaha, the largest producer, 250,000. There is a sharp contrast in price as well. For instance, the Steinway ''medium grand'' carries a $10,500 price tag, while a comparable Yamaha model sells for $6,300. The Yamaha charge includes a bench; the Steinway price doesn't.
+Though Steinway's financial results are not disclosed, industry analysts say that the company's yearly revenues amount to roughly $50 million. As a percentage of sales, Steinway's pretax profits are nearly 15 percent, according to one knowledgeable source. ''It's been a very good investment for us,'' says J. Garrett Blowers, a vice president on the CBS corporate staff.
+In addition, Steinway's segment of the piano market appears to be relatively impervious to economic cycles. During the first six months of this year, for instance, shipments for the industry over all were down 20 percent, according to industry estimates. At Steinway, however, shipments were up - as much as 24 percent for its largemodel grands. Since the first of the year, a period of adversity during which most domestic piano makers have laid off employees, Steinway has added 60 people. Most of them joined the production staff, which numbers about 425 workers. ''We're the only domestic manufacturer that can make that claim,'' said Mr. Perez.
+Mr. Perez is the second person to head the company who is not a member of the Steinway family. The first was his predecessor, Robert Bull, whose brief and apparently stormy period as chief executive illustrates the delicacy of the position Mr. Perez now occupies.
+Mr. Bull was the president of Steinway from mid-1977 to late 1978. Mr. Bull, according to insiders, had an abrasive manner and rarely consulted with Steinway family members and senior employees - a style at odds with the informal, consultative management tradition at the company. ''He imposed his own way of doing things, without any consideration for the more than a century's worth of experience at his fingertips,'' said one long-time Steinway executive.
+Mr. Perez is a manager of different mein. ''He has made a tremendous effort to dig into the special nature of our business,'' says John H. Steinway, senior vice president. (John Steinway, 63, represents the fourth generation of the family that has been active in running the company. In a few weeks, he is expected to become chairman, when his 65-year-old brother, Henry Z. Steinway, retires. A fifth-generation family member, William T. Steinway, 34, is the director of research and development. CBS has encouraged family members to remain to ''provide conti-nuity,'' as one CBS executive put it.)
+In the year and a half that Mr. Perez has been at Steinway, he has spent much of his time in the 22 departments of the factory, armed with a thick, black leather-bound notebook that carries the title ''Tour Notes.'' He talks to the employees every afternoon, learning about their jobs, listening to their complaints and suggestions and then, if a new tool or procedure is needed, making sure the change is made. As a result of these tours, new grinding tools were given to one department and a new kind of router was installed in another - made in Steinway's tool-making shop.
+There are, to be sure, some rather quick changes that can be made with large scoops of cash. And under CBS, the capital budget at Steinway has grown from about $100,000 annually in the early 1970's to more than $1 million this year.
+The money has gone into such new machinery as large Heesman sanders or more efficient molding machines costing $100,000 apiece. But, says Mr. Perez, ''the real gain from those types of investments is that they save the time of the skilled craftsman who does the final finishing.'' In all, it seems that the drive for increased efficiency and production at Steinway is an incremental, painstaking process much like crafting the pianos themselves.
+To explain, Mr. Perez points to John Angelis, a 41-year-old craftsman who was carving acanthus-leaf designs in a special-order Louis XV grand piano case. Mr. Angelis is a short man of Greek extraction who speaks heavily accented English. Stripped to the waist, he would make one incision, step back and examine the piece from varying angles, before bringing the blade to the wood again. ''See,'' says Mr. Perez, ''we're not dealing with tasks here that would be amenable to wholesale automation. These people don't have to worry about losing their jobs to robots.''
+Walking away, a visitor makes the observation that the small portion of the factory in which Mr. Angelis labors is sort of Steinway's custom shop. John Steinway looks over with furrowed brow and declares evenly, ''Actually, all our pianos are custom-made.''
+Mr. Perez is no newcomer to the musical instrument business. He grew up in Elkhart, Ind., a center of instrument-making and the home of two good-sized producers, the W.T. Armstrong Company and the Selmer Company. As a child, he mastered two instruments, the piano and viola. Moreover, Mr. Perez says he felt ''a certain pull to the business,'' which going East to school at Yale did nothing to diminish. At age 34, he became the youngest president in the history of C.G. Conn Ltd., a music instrument manufacturer in Oak Brook, Ill. About three years later, in 1977, he was recruited by CBS, which was building up its musical instrument business.
+Within the industry, Mr. Perez has ''an absolutely first-rate reputation both for his business acumen and his ability to deal effectively with people -dealers, workers and artists,'' according to John F. Majeski Jr., editor of The Music Trades, an industry journal.
+''I do have a good deal of experience in the musical instrument business,'' said Mr. Perez. ''But there is a lot that is unique and peculiar to Steinway that I've had to learn.''
+As he spoke, Mr. Perez was standing in an alcove of Steinway's tone regulating area. Here, in partially enclosed rooms, the final adjustments are put on the pianos by the elite of the company's workers, the tone regulators. The handful of craftsmen in these cloistered warrens each average more than 20 years of experience with Steinway, usually in several different departments. They plink the piano keys and make whatever slight changes that, in their seasoned judgment, are required.
+They don't hurry. A tone regulator may spend three or four days on one of the 200 concert grands that Steinway makes each year, which retail for $21,990 apiece. Several concert pianists have admitted that their ears would not be up to the tone regulator's job.
+Richard Sera sat on a piano stool, hunched over the keyboard, drumming an index finger on the keys. ''Now that key seems off, doesn't it?'' he says, detecting a tonal irregularity that was lost on an untrained ear. He reached into the Rube Goldbergish ''action'' of the piano and, with a special abrasive implement, filed vigorously at the delinquent felt hammer. He tested the key again. ''See the difference?''
+Within artistic circles, there has been a debate of late as to which Steinways are superior - those produced here or at the Hamburg branch. Mr. Sera tends to make light of this controversy, saying that all pianos vary in sound to some degree, if only because of the idiosyncracies of individual tone regulators. However, these variances are within a very narrow range on a Steinway. Like several other workers, he believes that current American Steinways are at least as good as and possibly better than those made earlier. ''That American-versus-Hamburg Steinway debate surfaces every few years,'' said Mr. Majeski, the music magazine editor. ''It's nothing new.''
+Now that he has become familiar with Steinway, Mr. Perez is implementing steps that not only will insure the company's future but also its steady growth. ''I don't view my role here as being simply a conservator at all,'' said Mr. Perez, sitting in his office after the plant tour.
+In a craft business, he says, the key is the workforce. One necessity is to train young people to replace the older craftsmen who eventually retire. Still, it should be noted that most of the workers at Steinway are not the wizened old gnomes one might expect.
+Many are young and experienced, whose relatives in many cases worked for the company. For example, Joseph J. Pramberger, 42, director of manufacturing operations, has been with Steinway for 22 years; his relatives have worked for the company since 1918. About 40 percent of all Steinway workers are less than 40 years old, according to David E. Tutrone, director of employee relations and training.
+''Everybody thinks Steinways are made by people 904 years old,'' David W. Rubin, a vice president, says wryly, ''and that's just not the case.''
+Productivity goals at Steinway, says Mr. Perez, include paring dealers' waiting time for orders to between 90 and 120 days, from the present one-year for grands. Mr. Perez believes that in five years grand piano production at the Long Island City plant can be increased by at least 500 a year, to more than 2,500. Will he consider opening a new plant? ''That's not out of the question at all,'' he says, ''though the first challenge is to optimize production and the resources here.''
+''But,'' he adds, ''quality will remain paramount. What has been accomplished here is the result of unstinting attention to detail and standards. That's why the Steinway name is recognized for quality the world over, and why more than 95 percent of all public concerts feature a Steinway. It would be foolish to jeopardize that franchise. There'll be no headlong rushing. That's not the way things are done at Steinway.''
+Illustration Photo of Peter M. Perez Photo (page 6) Photo (page 11)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+STEINWAY+TRADITION&title=New+York+Times&issn=03624331&date=1980-08-24&volume=&issue=&spage=A.1&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 24, 1980","What matters most to this company isn't what happens in this office,'' said Peter M. Perez, president of Steinway & Sons, the piano makers. ''The most important thing,'' he said, rising from his desk, ''is what goes on out there. Let's go.'' Richard Sera sat on a piano stool, hunched over the keyboard, drumming an index finger on the keys. ''Now that key seems off, doesn't it?'' he says, detecting a tonal irregularity that was lost on an untrained ear. He reached into the Rube Goldbergish ''action'' of the piano and, with a special abrasive implement, filed vigorously at the delinquent felt hammer. He tested the key again. ''See the difference?'' ''But,'' he adds, ''quality will remain paramount. What has been accomplished here is the result of unstinting attention to detail and standards. That's why the Steinway name is recognized for quality the world over, and why more than 95 percent of all public concerts feature a Steinway. It would be foolish to jeopardize that franchise. There'll be no headlong rushing. That's not the way things are done at Steinway.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Aug 1980: A.1.",11/14/17,"New York, N.Y.",,"Lohr, Steve",New York Times Company,,Newspapers,423964343,"United States, New York, N.Y.",English,24-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+DETROIT GEARING UP TO ENTER SMALL-CAR AGE; Photos:   [Series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/detroit-gearing-up-enter-small-car-age-photos/docview/423953274/se-2?accountid=14586,"Special to The New York Times
+After two generations of almost unchallenged growth that made it a marvel of the industrial world, the American auto industry is being tested against rising fuel prices, fuel shortages, inflation and competition from abroad, developments that have plunged it into the most uncertain period of its history. The auto makers in Detroit are being forced to invest unparalleled amounts of money and effort to produce a new generation of cars and trucks that, if successful, will help the industry regain its prominence - or, if found wanting, will hasten its decline.
+''This industry is undergoing permanent damage and permanent change,'' said Douglas A. Fraser, president of the United Automobile Workers. ''We're on an irreversible course toward small cars.''
+Shrinking and Weakening
+The changes in the American product, Mr. Fraser said, coupled with sales losses to foreign manufacturers that cannot be fully regained, will inevitably mean a physically smaller industry with substantially reduced employment and a weakened role in the automotive marketplace. These changes, he added, will be felt far beyond the industry - which now employs, through the manufacturing companies and related concerns, one in seven American workers.
+The major manufacturers are expected to spend an astronomical $80 billion by 1985 to develop and produce cars and trucks that will average at least 27.5 miles a gallon - twice the 1975 average. To meet that goal, they are redesigning nearly every part and component of their products and retooling every plant. General Motors alone is spending at a rate of more than $1 million an hour and plans to do so for five years.
+But while early customer response to smaller Detroit products has been strong, none of the auto makers, G.M. included, are certain that the automobiles inspired by the new fuel-conservation era will be as well received by the public as Detroit's past products. Some executives fear a big-car backlash later in the decade that would again plunge the industry into a chaotic scramble for the ''right product,'' and again threaten its financial and structural stability.
+Further clouding the industry's outlook are the mounting challenges in product, technology and cost that are being posed by auto makers from abroad. Led by the Japanese, they have made significant inroads in the American market with highly fuel-efficient automobiles, which, in addition, are widely perceived by buyers as being of higherquality design and construction than American-made cars.
+Until the 1973 Arab oil embargo and the ensuing gasoline shortages, foreign cars had commanded a small and generally steady share of the American market, attracting buyers as much with their low prices as their design features and fuel economy. But they became far more attractive as big American cars gained the image of ''gas guzzlers,'' and as the lowering of highway speed limits to 55 miles an hour made powerful engines less important.
+The American industry was unable to meet the demand for small cars in 1974 and 1975, and as its sales of bigger cars began to rebound in 1976, it pressed for a relaxation of Government fuel economy standards enacted the previous year. The standards were relaxed somewhat, and the industry was again caught short-handed when new fuel shortages arose last year.
+Soaring Sales of Imports
+In the first six months of this year, foreign cars represented 26.8 percent of all new cars purchased in the United States, according to industry statistics. Their share of sales last year was 21.7 percent; a decade ago, it was only 15.2 percent.
+It remains to be seen whether Detroit's new products and technology can overcome the healthy lead already taken by its foreign competitors, and the success of the American companies is far from guaranteed. But the industry has little choice but to try, and to try hard.
+In the first six months of this year, sales of new cars by G.M., the Ford Motor Company and the Chrysler Corporation were 23 percent lower than in the same period last year. In contrast, with a recession taking hold, foreign car sales in the United States were down only 1 percent.
+Buyer resistance and high interest rates have combined to knock the bottom out of the industry this year. That one-two punch left car lots filled with unsold inventories of 1980 models as Detroit prepared to ship its 1981 cars.
+Losses of $1 Billion Expected
+Chrysler and Ford expect to report losses of $1 billion or more each this year. In excess of 245,000 auto workers are on indefinite layoff, and more than 1,200 new-car dealerships have closed across the country in the last year. There are no projections of an early rebound in the industry's health.
+''The American manufacturers won't really reach full capacity in small, fuel-efficient cars in enough volume to be competitive until 1983,'' said Edward Mullane, owner of Mullane Ford, a new-and usedcar dealership in Bergenfield, N.J. ''In the meantime, we'll be praying and praying.''
+The industry's problem carries such large implications for the nation's position in international trade that many in private enterprise and Government feel a new partnership between Detroit and Washington will be needed if the American industry is to weather its current period of weakness.
+Biggest Problem Is Capital
+''The biggest problem American auto makers face now is obtaining the huge amounts of capital required to retool to build new products,'' said Harvey E. Heinbach, an automotive industry analyst for Merrill Lynch, Pierce, Fenner & Smith, the Wall Street investment firm.
+''If sales and earnings were strong right now, they could just go full speed ahead and bring the new products out,'' he said. ''But with sales and earnings down, only General Motors is able to go full speed and that will require outside financing. Its competitors will have to pull back.
+''Some of the products being developed will be competitive as far as features and size,'' Mr. Heinbach continued. ''What remains to be seen is whether the American products can be competitive with foreign products with regard to price and quality, and that is going to be a difficult task without help from the Government, either restricting imports or forcing them to raise prices by enforcing higher tariffs.
+''I fear that in a free competitive market, the United States would not be able to meet the Japanese in price and quality.'' Expressing a prevailing industry view, Philip Caldwell, Ford's chairman and chief executive officer, said at a recent briefing in Washington:.
+''After World War II we were king of everything, but we have shared so much of our innovation that in many industries our huge dominant lead has been narrowed substantially.''
+Need to Define Interests
+''Our relative position is not so dominant now and we need to define what our national interests are,'' he said. Mr. Caldwell is among a growing number of leaders in industry, labor and politics who are arguing for an industrial policy that would protect the interests of American industries as many other nations protect theirs. They have asserted with increasing intensity in recent months that, in the face of unrestrained foreign competition and a declining world economy, the American industry's troubles could worsen significantly. Acknowledging that the American industry is two or even three years short of effective competition with foreign vehicles, they say that without protection in the interim, the damage to the industry could be irreparable.
+There is no consensus here or in Washington over what Government actions would be most appropriate. The view advocated by most auto industry and labor leaders, General Motors officials excluded, is a temporary cap on the number of foreign cars that can be sold here.
+In a brief visit here early this month, President Carter offered to help the industry with relaxed environmental standards, loans to ailing auto dealers and an accelerated investigation of injuries to the industry from auto imports. But he refrained, as he did at a Washington meeting with auto leaders in May, from promising to toughen import policy.
+More Cooperation Expected
+Nevertheless, most of those interviewed agreed that despite the finger-pointing that goes on between Washington and Detroit, a closer working relationship will emerge as world energy and economic developments increasingly reflect political as well as economic decisions.
+The Government's renewed interest in protecting American industry and jobs has already been shown by Congress's enactment last year of legislation guaranteeing loans of up to $1.5 billion to Chrysler.
+More recently, since he met with industry leaders, President Carter has formed a standing committee of labor, corporate and Government executives who will work closely with the White House in spelling out what the Government can do to help restore the industry's health. In the process, Mr. Carter, once a chief critic of the industry, has offered to help it solve its problems.
+Ronald Reagan, the Republican Presidential nominee, has asserted that the industry needs ''protection from Washington,'' not from foreign competitors. He has proposed a major reduction in Federal regulation of the industry, tax breaks for retooling, a repeal of Federal gasoline allocation rules and an end to Presidential authority to impose credit controls.
+While the debate over Government protection heats up, Detroit is moving ahead at unprecedented speed with development of new products.
+Four Cylinders, $10,000
+By the middle of the decade, full-size cars will not be much larger than today's Ford Fairmont or Chevrolet Citation, designers say. The basic power source will be a four-cylinder engine, compared to an eight-cylinder engine in 1975, and the average cost of a car will be in the $10,000 range. According to studies by Merrill Lynch, the average transaction price on the purchase of a new car in 1970 was $3,539. In 1980, the comparable price had risen to $7,176.
+The changes ahead, say dozens of people interviewed from all segments of society, will make the disappearance in the 1970's of the full-service gasoline station, an institution in its time, seem almost insignificant. Among them are:
+- The shift by auto makers to substantially increased use of lightweight materials and electronic components will mean a boom for such industries as plastics, aluminum and electronics, while further dimming the outlook for iron and steel. The use of steel by auto makers in this decade will be cut in half, said Donald E. Peterson, president of Ford.
+- While more fuel-efficient and better equipped to control the pollutants they generate, the new cars will be lighter and less safe structurally than those of past decades, resulting in higher rates of death and injury, said Joan Claybrook, head of the National Highway Traffic Safety Administration. Noting that large cars, trucks and vans will still account for a considerable share of the highway vehicle population by mid-decade, she cited 1979 accident studies showing that in fatal crashes involving large cars and small ones, there were eight deaths in small cars for every one in a large car.
+- Advances in automation of the industry's manufacturing processes are proceeding at a rate much faster than was anticipated just a decade ago. New equipment, ranging from computers that regulate assembly processes to robots that have replaced humans at certain tasks, will enhance quality control and productivity, but, according to Mr. Fraser, also will result in a reduction of 15 percent or more in the ranks of unskilled auto workers in assembly plants around the nation.
+- The number of major brand-name new car and truck dealers will decrease considerably and those who remain in business will stock fewer vehicles, require larger down payments and continue to place as much emphasis on leasing and renting a vehicle as buying, according to George Irvin, president of the National Automobile Dealers Association.
+- Electronic controls will play such a major role in running the increasingly complex functions of the new automobiles that owners will have little control over what goes on under the hood of a vehicle beyond controlling speed and changing oil, said Alex Cash Mair, group executive in charge of the G.M. technical staff.
+These developments will come at a time when the American new-car market in general will have reached ''maturity'' as a result of population trends and saturation of the market. Auto industry estimates are that new-car sales this decade will grow by an annual rate of 1 percent to 2 percent; the figure was 3 percent to 5 percent in previous decades.
+Shift to a Replacement Market
+Thus, auto makers will be competing essentially in a replacement market - a factor that lessens the prospects for employment growth in the industry and, industry executives acknowledge, means heftier price increases as companies seek to maintain corporate stability and profit growth on sales of fewer units.
+It is too early to try to measure the economic impact on society of the dramatic changes ahead, many of the experts said, beyond the broad statement that hardly any segment of American society will be bypassed.
+Not only will things be different in the steel, rubber, glass, plastics, aluminum, electronics and petroleum industries; they will also be different for corner gasoline stations that will be pumping less, auto repair shops left behind by technology, and auto dealers, whose customers are expected to hold on to their vehicles longer.
+At the individual and household level, the changes are expected to be as profound as the institutional changes at hand. The rising cost of personal transportation is expected to require a larger share of an individual's discretionary income, many analysts say. The weekend cruise with friends or family will become rare, and travel patterns are expected to change with the objective of reducing the amount of routine use of the automobile.
+''People really are going to have to change their attitudes toward driving,'' said Gail Schwartz, a senior fellow at the Academy for Contemporary Problems, a nonprofit, nonpartisan research organization based in Columbus, Ohio. ''It's just pure economics,'' said Miss Schwartz, a former director of economic planning for New York City.
+Uncertainty in Outlook
+The probable extent of such changes is as uncertain as the outlook for supplies of fuel and other natural resources secured from abroad. ''I believe energy availability will be the overriding factor in the 80's,'' said Roger Bonham Smith, executive vice president of G.M. and a front-runner in the contest for chairman of the company, ''and that problem is more political than economic.''
+Terrence L. Bracy, a Washington-based transportation consultant, said the Government would be thrust into the position of securing more than just petroleum through its diplomatic workings. Bauxite and platinum, among other minerals, are essential ingredients in the products that American manufacturers will be using to improve the fuel efficiency of vehicles. And, like petroleum, those minerals are principally imported and controlled, like petroleum, by cartels, Mr. Bracy noted.
+''Whatever decision is made regarding the automobile in this decade will have to be made not just with the great efforts of the private marketplace,'' said Mr. Bracy, a former assistant secretary of Transportation, ''but with considerable Government involvement because of the minerals and their source of origin.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DETROIT+GEARING+UP+TO+ENTER+SMALL-CAR+AGE%3B+Photos%3A+%5BSeries%5D&title=New+York+Times&issn=03624331&date=1980-07-20&volume=&issue=&spage=A.1&au=Stuart%2C+Reginald&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 20, 1980","''The American manufacturers won't really reach full capacity in small, fuel-efficient cars in enough volume to be competitive until 1983,'' said Edward Mullane, owner of Mullane Ford, a new-and usedcar dealership in Bergenfield, N.J. ''In the meantime, we'll be praying and praying.'' ''People really are going to have to change their attitudes toward driving,'' said Gail Schwartz, a senior fellow at the Academy for Contemporary Problems, a nonprofit, nonpartisan research organization based in Columbus, Ohio. ''It's just pure economics,'' said Miss Schwartz, a former director of economic planning for New York City. The probable extent of such changes is as uncertain as the outlook for supplies of fuel and other natural resources secured from abroad. ''I believe energy availability will be the overriding factor in the 80's,'' said Roger Bonham Smith, executive vice president of G.M. and a front-runner in the contest for chairman of the company, ''and that problem is more political than economic.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 July 1980: A.1.",11/14/17,"New York, N.Y.",,"Stuart, Reginald",New York Times Company,,Newspapers,423953274,"United States, New York, N.Y.",English,20-Jul-80,,New York Times,Series,,,,,,,
+HUMAN ERRORS IN PLANE CRASHES FACING INCREASING INVSTIGATION:   [series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/human-errors-plane-crashes-facing-increasing/docview/423939617/se-2?accountid=14586,"Pilot errors directly cause or contribute to an estimated 60 percent of commercial airline crashes, according to accident investigations conducted by the National Transportation Safety Board. The comparable figure for commuter airlines is about 75 percent and for private planes, 90 percent, the board said.
+Yet only in the last five to seven years have flight experts and airlines made a concerted effort to understand the causes of these mistakes and find ways to prevent their recurrence. Efforts to analyze errors made by air traffic
+Aviation Safety Last of five articles. controllers and maintenance workers have barely begun. In May 1978, for example, a National Airlines jet crashed into the bay near Pensacola, Fla., the safety board said, because the flight crew had not properly monitored the plane's descent in a landing approach. The aircraft's altitude warning system sounded, but so loud that the flight engineer turned it off, allowing the captain to think all was well. Contributing to the accident, according to the board, was the failure of the air traffic controller to alert the crew at the start of descent. Three persons were killed in the crash.
+Although the Air Line Pilots Association contends that the safety board is too quick to blame flight personnel for errors that are partly or wholly induced by faulty design, equipment failure or poor operational schemes, there is no argument that errors of judgment or management in the cockpit play an important role in a large proportion of airline accidents and close calls.
+The public perception that most aviation mishaps result from equipment failure or bad weather is partly based on old movies in which superhuman pilots safely landed crippled or weather-battered planes. However, in recent decades, as new, more reliable jets and operating systems have made air travel much safer, the importance of the human element in accidents has become all too apparent.
+Today, because so much redundancy has been built into flight systems, aircraft malfunctions are rarely the direct or sole causes of accidents involving scheduled commercial planes. If one engine fails, for example, there are others to keep a craft in the air.
+Rather, crew members' efficiency in handling unusual problems, attending to the ordinary demands of flight and communicating effectively with one another and with air traffic controllers have emerged as the major concerns.
+'Human Factors' Research
+This field, known as ''human factors'' research, is now the focus of growing attention among private and Federal safety specialists. The key areas being studied are:
+- Medical factors, including fatigue, jet lag, alcohol abuse, physical health and emotional problems. - Operational factors, including training of the flight crew, clarity of communications and the attitudes and policies of airline managements.
+- Human engineering factors, such as the design and arrangement of instruments in the cockpit. - Behavioral factors, such as management ability, assertiveness, complacency, personality, peer pressure and visual illusions. ''As long as people are involved in the aviation system, someone will make a mistake sometimes,'' said Dr. Robert Houston, an American Airlines psychologist and a former military pilot.
+New training methods in which computers simulate any number of flight conditions and introduce booby traps are being used routinely now by the airlines and air safety researchers. These simulated flights serve two functions: They help prepare a flight crew for emergencies that could not be deliberately introduced in a realflight training session, and they allow safety experts to detect sources of potential in-flight trouble before anyone's life is endangered.
+Crew-Management Training
+Airlines also have begun to train pilots in how to manage their crews more effectively and to train flight crews to be more assertive in challenging captains and air traffic controllers. In the crash of a Trans World Airlines Boeing 727 approaching Dulles Airport in 1974, the crew had reason to question the altitude assigned them by air traffic control, but instead of doing so, crashed into a mountainside. All 92 persons aboard were killed.
+In the case of captains, training may focus on creating an atmosphere in which the co-pilot and flight engineer feel freer to speak up if they suspect trouble.
+Many other accident investigations have revealed that a frequent contributing cause of crashes is the captain's failure to be sure no one member of the flight crew was unduly overloaded with work and that ''someone was minding the store,'' as Dr. John Lauber of the National Aeronautics and Space Administration's Ames Research Center in California put it. This was clearly a factor, investigators found, in the 1972 crash of an Eastern Airlines wide-bodied jet in the Florida Everglades.
+The three-member flight crew had been preoccupied with a nose-gear light that was not working. The captain had not assigned anyone the responsibility of flying the plane, which was on automatic pilot on a clear night, and no response was made to a warning signal that indicated a serious deviation from the assigned altitude. The crash killed 99 persons and injured 77.
+Inadequate ''cockpit discipline'' - failure of the flight crew to follow such established procedures as calling out the altitude on landing approaches, a factor in the Pensacola crash - is another commonly cited cause of accidents.
+Accordingly, airlines are developing training programs in ''resource management'' for their captains, using the lessons learned from simulated flights and analyses of airline accidents and mistakes that could have caused accidents. Facts about incidents are gathered from flight crews and air traffic controllers without risk of punishment under NASA's Aviation Safety Reporting System. The Federal Aviation Administration has sought to limit the immunity, but the agency's efforts have thus far been blocked in the courts.
+As they try to train people to make fewer mistakes, safety specialists are seeking to design ''error-proof'' aircraft and procedures that on the one hand reduce the probability of error and on the other hand allow for compensating procedures before a disaster occurs.
+Ironically, one of the most effective approaches - that of introducing more automation into aviation systems to foster precision and relieve the flight crew of work overload - may actually be increasing the mistakes that result from boredom and lack of vigilance.
+Mistakes in Light Periods
+People who become pilots and air traffic controllers tend to be those who thrive on using their special skills, according to Roger Smith, a psychologist who works for the Federal Aviation Administration in Oklahoma City. He cited one study of air traffic controllers that showed that they made more mistakes in periods of light and medium air traffic than when handling a heavy load.
+''It's not so much the heavy air traffic that's the problem, at least when it comes to errors,'' Dr. Smith said. ''It seems to be more a problem of having enough to do to keep one alert. Pilots complain about this, too - how to stay on top of things when there's not much going on.''
+However, in simulated flight experiments conducted by H.P. Ruffel Smith of the Ames Research Center, the number of errors made in the cockpit definitely increased in a high workload. Dr. Smith concluded that training of flight crews with emphasis on situations requiring rapid decisions and safe solutions could greatly reduce the error rate.
+To Dr. Jerome Lederer, the widely acknowledged dean of aviation safety who for 20 years headed the Flight Safety Foundation and then became director of safety for NASA, ''complacency is the cause of most errors.'' He cited a survey of retired United Air Lines pilots, who gave complacency a rating of 52 percent as the most important human frailty that is likely to cause accidents. Distractions ranked second, at 32 percent.
+Complacency Called a Problem
+''Ironically, complacency results from having a good safety record and reliable backup systems,'' Dr. Lederer added. ''Knowing there is redundancy in the system diminishes the need to be alert and suspicious, which are the earmarks of a good pilot.''
+Dr. Lawrence Zeitlin, an industrial psychologist on the staff of Baruch College of the City University of New York, said: ''Most pilots are not thinkers, they're actors. They don't anticipate the consequences of error.''
+Dr. Zeitlin, who worked in the space program, said the ''hardest problem was keeping the astronauts in line - they thought they could fly a barn door if you put a motor on it.''
+''Most pilots,'' hew went on, ''are highly skilled and feel they can overcome every obstacle, and so they inevitably take chances.'' The psychologist said that little effect on error potential has been shown to result from jet lag, or disruptions in a person's biological clock from crossing time zones. Nor has anyone demonstrated an adverse effect on pilot decision-making from exposure to ozone or low humidity on jet flights, he said.
+Divorce Can Affect Performance
+However, Capt. J.D. Smith of United Air Lines noted that ''realworld problems - like divorce, death in the family, alcohol - can adversely affect performance.'' United has an employee counselor to guide personnel to professional help for such problems. ''Our pilots know that if they have an emotional problem, we don't want them in the airplane,'' Captain Smith said.
+With respect to alcohol, it is widely believed that airline pilots are just as likely to have drinking problems as the rest of the population. Yet, until a decade ago, few alcoholic pilots came to official attention before drinking had so damaged their bodies that the problem was noticed in routine medical examinations.
+Then the Government started a program in which those with drinking problems, identified by themselves or their peers, could enter a rehabilitation program. ''Now,'' according to Dr. Jon Jordan, deputy Federal air surgeon, ''about 275 to 300 air carrier pilots have been returned to active duty after a diagnosis of alcoholism. We monitor them very closely, and the relapse rate has been very low.''
+Among private pilots, however, where there is no detection or monitoring of alcohol abuse, drunkenness causes one-third of fatal accidents, according to Al Diehl, an investigator for the National Transportation Safety Board.
+Alcohol Use Is Suspected
+Only one crash of a commercial airliner - a Japan Air Lines jet hauling cattle - has been directly attributed to a drunken pilot, Dr. Jordan said, although some safety experts suspect that alcohol is a factor in more accidents than crash investigations have revealed.
+With regard to other medical problems, Dr. Jordan said that no accident involving a commercial scheduled flight in the United States had ever been attributed to medical problems among the flight deck crew. However, incapacitation of the pilot, who suffered a heart attack, contributed to a crash on takeoff from London's Heathrow Airport in June 1972; 118 persons were killed. Worldwide, according to a study, medical problems were involved in 17 air accidents from 1961 to 1968, Dr. Jordan said.
+A Federal court has ruled in favor of Delta Air Lines, which sued to prevent the aviation agency from returning pilots who have been rehabilitated after such problems as heart disease to full-time cockpit work but not as pilots-in-command. The ruling could affect 3,000 pilots, most of who are private pilots or commercial pilots not employed by airlines, who have been granted medical exemptions under the Government's rehabilitation program.
+The causes of errors committed by air traffic controllers are just coming under systematic study. Dr. Smith said: ''We are in the process of analyzing 1,068 errors reported by air traffic controllers, their supervisors and pilots for '77 and '78. That's an error rate of five or six per one million operations. Fewer than five of the errors involved accidents - most with little damage and no fatalities - and only a very small percentage even required the pilot to take evasive action to prevent an unsafe situation. We are now looking at the circumstances under which most errors are committed.''
+Overloaded Equipment Cited
+In contrast to Dr. Smith's view that failure of computerized radar systems is rarely the cause of errors, the Professional Air Traffic Controllers Organization cites the overloaded, outdated equipment as a major source of mixups in the control room. The organization's air safety coordinator, Mike Simons, said that computer failures, which require controllers to return to manual radar systems, have resulted in a few near-collisions but no accidents.
+As for errors charged to maintenance crews, although safety board statistics show that 22 percent of accidents involve mechanical problems, only 9.4 percent could be traced to ''inadequate inspection practices and techniques'' and ''inept performance,'' according to Archie Trammell, an aviation safety writer and author of ''Cause and Circumstance: Aircraft Accidents and How to Avoid Them.''
+Although no systematic investigation of mechanic-caused accidents has been undertaken, Mr. Diehl of the safety board said most of the problems seemed to be related to training, operations or equipment design that prohibits thorough checking or repair.
+However, in the final analysis, Dr. Houston of American Airlines pointed out that in focusing on why air accidents occur, ''the public tends to lose sight of the fact that air travel is the safest method of transportation.''
+Illustration photo of a crashed National Airlines Jet",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HUMAN+ERRORS+IN+PLANE+CRASHES+FACING+INCREASING+INVSTIGATION%3A+%5BSERIES%5D&title=New+York+Times&issn=03624331&date=1980-06-23&volume=&issue=&spage=A.1&au=Brody%2C+Jane+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright N ew York Times Company Jun 23, 1980","''It's not so much the heavy air traffic that's the problem, at least when it comes to errors,'' Dr. [Roger Smith] said. ''It seems to be more a problem of having enough to do to keep one alert. Pilots complain about this, too - how to stay on top of things when there's not much going on.'' Capt. J.D. Smith of United Air Lines noted that ''realworld problems - like divorce, death in the family, alcohol - can adversely affect performance.'' United has an employee counselor to guide personnel to professional help for such problems. ''Our pilots know that if they have an emotional problem, we don't want them in the airplane,'' Captain Smith said. As for errors charged to maintenance crews, although safety board statistics show that 22 percent of accidents involve mechanical problems, only 9.4 percent could be traced to ''inadequate inspection practices and techniques'' and ''inept performance,'' according to Archie Trammell, an aviation safety writer and author of ''Cause and Circumstance: Aircraft Accidents and How to Avoid Them.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1980: A.1.",11/15/17,"New York, N.Y.",,"Brody, Jane E",New York Times Company,,Newspapers,423939617,"United States, New York, N.Y.",English,23-Jun-80,,New York Times,series,,,,,,,
+Hearings to Focus on Pilots' Alertness in Crash Near Buffalo:   [Metropolitan Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hearings-focus-on-pilots-alertness-crash-near/docview/434081799/se-2?accountid=14586,"As the National Transportation Safety Board prepares for hearings into the February airplane crash outside Buffalo that killed 50 people, the focus is on how the two pilots reacted to a safety system warning them that they were flying too low, and whether their commute to work, combined with their job schedules, might have left them too tired to think clearly.
+The three days of hearings, to begin here on Tuesday, will address, among other issues, whether small planes are as safe as big ones. Regulations for large and small planes are almost identical, but since the last fatal crash involving a large jet, in November 2001, there have been four fatal crashes involving commuter planes.
+In the crash near Buffalo, officials have raised another issue: the possibility of inattention in the cockpit. Federal Aviation Administration rules require that below 10,000 feet, crews maintain a ""sterile cockpit,"" without irrelevant conversation.
+But according to one investigator familiar with the contents of the cockpit voice recorder from the plane, the pilots' ""heads weren't in the game."" The investigator spoke on the condition of anonymity because the information from the voice recorder was supposed to be kept secret until its release at the hearing on Tuesday.
+Continental Connection Flight 3407 crashed in Clarence Center, N.Y., about five miles northwest of its intended runway at Buffalo Niagara International Airport on Feb. 12. All 49 people on board were killed, along with a man in a house that the plane hit when it plunged to the ground
+Early speculation about the cause of the crash focused on icing, but the board has said that analysis of the flight data recorder showed ice did not make much of difference in the aircraft's performance.
+Investigators said that the plane, a Bombardier Dash 8 Q400, may have crashed because of an inappropriate response by the pilots to an automatic safety system. The system sensed that the plane, as it prepared to land, might have been flying too slowly to stay in the air, given its angle to the oncoming wind; this put it at risk for an aerodynamic stall that would result in the wings losing lift.
+The warning may have come at a moment the crew thought was unreasonably early in the prelanding process. But the system is programmed to sound early to give an extra margin of safety when the plane may be confronting a buildup of ice. The crew had turned on its ice protection system shortly after leaving Newark Liberty International Airport, and there was apparently little ice on the wings. In any case, when the warning system sounded its alarm, shaking the yoke, one of the crew members yanked on the column to pull the nose up. It pitched way up, and the plane stalled, lost lift and crashed.
+One area the hearing will explore is whether the crew had adequate training in the stall protection system.
+Ben Berman, a former member of the safety board and an expert on aviation safety and automation who was not involved in this investigation, said that pilots can get confused ""whenever it's not clear what an airplane is doing, and whenever you have not been thoroughly trained in what it can do.""
+When a pilot misunderstands what an automatic system is doing, he said, the pilot can make matters worse by reacting inappropriately.
+The safety board has long been interested in how many hours pilots may safely be on duty. In this crash, investigators are also questioning the length of time it takes for pilots to get to work, and how that relates to their alertness in the cockpit. Airline pilots commonly work long hours for a few days and then have a long period off, so they only commute to work a few times a month. And they can generally fly free on other airlines, either in the passenger cabin, if there is an unsold seat, or sometimes in an extra seat in the cockpit. As a result, many of them live far from where they are based.
+A report to be issued on Tuesday will document the last 72 hours of the captain's and first officer's lives before the crash of Flight 3407.
+The captain, Marvin Renslow, 47, lived in Lutz, Fla. The first officer, Rebecca Shaw, 24, lived in Maple Valley, Wash., and had returned to Newark, where the crew was based, on a red-eye flight, according to investigators.
+And sitting in the passenger section of the plane that crashed was another Continental Connection pilot, Joseph Zuffoletto, who was commuting home to Jamestown, N.Y. The general safety of commuter aircraft like the Dash 8 has also been scrutinized. Steven Chealander, the board member assigned to the crash site, said that despite the recent accidents, small planes were as safe as bigger ones. The difference, he said, is that a small airplane performs the riskiest parts of flying, the approach and the landing, more often. A big plane, he said, may make a 16-hour flight, with one landing; in the same 16 hours, a commuter plane may make seven landings.
+Mr. Chealander, who left the board on Feb. 28 and now works for Airbus, said, ""In no way would I want anybody to conclude it's a risk to get on a commuter airplane.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Hearings+to+Focus+on+Pilots%27+Alertness+in+Crash+Near+Buffalo%3A+%5BMetropolitan+Desk%5D&title=New+York+Times&issn=03624331&date=2009-05-11&volume=&issue=&spage=A.19&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 11, 2009","All 49 people on board were killed, along with a man in a house that the plane hit when it plunged to the ground Early speculation about the cause of the crash focused on icing, but the board has said that analysis of the flight data recorder showed ice did not make much of difference in the aircraft's performance.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 May 2009: A.19.",11/15/17,"New York, N.Y.",Buffalo New York,"Wald, Matthew L",New York Times Company,,Newspapers,434081799,"United States, New York, N.Y.",English,11-May-09,Accident investigations; Pilots; Aircraft accidents & safety,New York Times,News,,,,,,,
+"Fancy Sheets, and Now Wiis:   [Business/Financial Desk ]","New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fancy-sheets-now-wiis/docview/433981027/se-2?accountid=14586,"Hotels are under such pressure to keep up with their gadget-obsessed guests that they are working with technology companies to regain their edge.
+Sheraton teamed with Microsoft to create its new Link@Sheraton lounges, as part of an overhaul of the brand that includes carving out spaces in lobbies where guests can use public computers to check their e-mail, print boarding passes and record video greetings to send to family and friends.
+Westin struck a deal with Nintendo to outfit some of its fitness centers with Wii consoles and games like Wii Fit, a game that uses a balance board to guide players through exercises and yoga poses.
+Even smaller brands are turning to technology leaders to equip their public spaces and guestrooms with the latest electronics. The Gansevoort Hotel Group is working with Sony to develop a lounge at its new Gansevoort South property in Miami Beach. The goal is to relocate the traditional business center to a more social setting near the lobby. The lounge will have Sony computers and PlayStation 3 game consoles as well as digital book readers and cameras.
+""What we're trying to do is give people the chance to experience firsthand the latest in technology,"" said Elon Kenchington, Gansevoort's chief operating officer, explaining that choosing the right technology has become as critical as other elements of a hotel's design.
+""It's an integral part of not only the success of an operation, but also what makes one brand better than another or more interesting to travelers than other brands,"" he said.
+Establishing a business relationship with a technology company also makes it easier for hotels to keep up with new products and trends. ""One of the challenges for hotels is that you buy equipment that everyone wants today, but within 18 months, it's not considered unique,"" Mr. Kenchington said.
+By meeting regularly with Sony, he said, ""We already have those products within our business model, so we're not waiting for them or being asked why don't we have them.""
+Technology companies, in turn, have a chance to show off their wares to a desirable demographic. ""The same guests that walk through the hotel lobby are the same consumers Microsoft targets,"" said Sandra Andrews, hospitality industry solutions director for Microsoft.
+In addition to running Windows software, the PCs in Sheraton's lounges have Web cameras and a Microsoft application that walks guests through recording and sending a video clip. The goal is to encourage people to try a task they may have found too daunting to explore on their own: for example, having guests use Web cameras to say good night to their kids, Ms. Andrews said.
+Yet one challenge for hotels is making sure guests are comfortable using the technology and not being forced to wrestle with products that are too complex. That is particularly the case with guestroom amenities, because customers staying for just a night or two do not have the time, or the patience, to master a complicated process to accomplish a generally simple task like finding a television channel.
+""If you need your neighbor's teenage kid to help you figure out how to use something,"" said Henry H. Harteveldt, a travel analyst with Forrester Research, ""it's probably too complex for a hotel to implement.""
+That is why the James hotel in Chicago has been spending the last few months testing technology made by Control4, known for its home automation systems. On trial in one guestroom, the system allows guests to operate the lights, the blinds, the thermostat and the television using one remote. It can even be used to set a more customized wake-up experience, in which, for example, the TV turns on and gradually increases in volume.
+""Everything slowly comes to life in the room,"" said Patrick Hatton, general manager of the James, adding that the hotel was taking time to receive feedback on the Control4 technology to make sure the innovations did not create headaches. ""The most important thing for us is to make sure the technology is easy to use.""
+Another company working with Control4 is the Mandarin Oriental Hotel Group, which plans to use the system to create a welcome experience at its Las Vegas property, scheduled to open in late 2009. Guests arriving in their room after checking in will be greeted by the drapes opening, the lights automatically turning on and the television displaying a customized message with the guest's name.
+""When you open the door, that's what will welcome you instead of a dark room where you're fumbling for a light switch,"" said Monika Nerger, Mandarin's vice president of technology for the Americas.
+She said, though, that the main technology challenge for hotels was increasing their Internet bandwidth to keep up with guests doing more file-intensive activities online. The Las Vegas hotel will offer 400 megabytes of bandwidth, more than double the 160 megabytes at the new Mandarin Oriental in Boston.
+Given the economic climate, Mr. Harteveldt cautioned that hotels ought to focus on Internet access and other essential technologies that either help justify a higher room rate or attract more guests.
+""Hotels have to make sure they address the basics before they think about the fanciful,"" he said. ""This is not a time for the fanciful.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Fancy+Sheets%2C+and+Now+Wiis%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2008-11-11&volume=&issue=&spage=B.8&au=Stellin%2C+Susan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 2008","Sheraton teamed with Microsoft to create its new Link@Sheraton lounges, as part of an overhaul of the brand that includes carving out spaces in lobbies where guests can use public computers to check their e-mail, print boarding passes and record video greetings to send to family and friends.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 2008: B.8.",11/15/17,"New York, N.Y.",,"Stellin, Susan",New York Times Company,,Newspapers,433981027,"United States, New York, N.Y.",English,11-Nov-08,Hospitality industry; Hotel chains; Personal computers; Computer & video games; Customer services; High technology,New York Times,Feature,,,,,,,
+"Socks to Blouses, a Film Finds Its Look:   [Arts and Leisure Desk ]","New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/socks-blouses-film-finds-look/docview/433965601/se-2?accountid=14586,"THE Australian director Baz Luhrmann has compared the story of an uptight but headstrong aristocrat and a scowling but super-hot cattle driver, thrown together by fate in his new film, ""Australia,"" to the unlikely riverboat romance in ""The African Queen."" Truth be told, the adventure may have more in common with a bigger ship, perhaps the Titanic. There's the grand period wardrobe -- the epic yarn begins just before World War II -- and an unexpected disaster at the end.
+Throughout his work, Mr. Luhrmann's intricate visual style of layering painterly elements has owed a great deal to the talents of his wife, Catherine Martin, an advocate for historical detail who has collaborated on ""Strictly Ballroom,"" ""Romeo + Juliet"" and ""Moulin Rouge!"" (for which she shared Oscars for art direction and costume design).
+""Australia"" is Mr. Luhrmann's most sweeping narrative yet (he co-wrote the screenplay). Lady Sarah Ashley (Nicole Kidman) arrives from England to sell a ranch in the desolate northwestern part of the country. Discovering that livestock is more valuable than land, she is persuaded by a herder (Hugh Jackman, as a character called the Drover) to drive the cattle hundreds of miles to the city of Darwin on the northern coast. It is there that they later face the Japanese bombing of the city in 1942, shortly after Pearl Harbor.
+Ms. Martin did extensive research for the costumes. She studied archival images and newspapers from 1930s and '40s Australia and interviewed descendants of the original ranchers around Darwin. ""Whether an indigenous stockman"" -- or drover -- ""wore socks with his boots when he rode a horse, that's something you either get through a snapshot,"" Ms. Martin said, ""or something you have to go talk to the people who lived there about.""
+Before a single frame of ""Australia"" was filmed, she had created the composite images that appear on this page. ""Because Baz is such an intensely visual person,"" she explained, ""it brings the story to life in his head."" So she digitally cut and pasted together collages of the actors' bodies with costumes painted on them to help define the characters of Lady Ashley and her stockman guide. (Ms. Martin elaborates on her designs below.) ERIC WILSON",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Socks+to+Blouses%2C+a+Film+Finds+Its+Look%3A+%5BArts+and+Leisure+Desk%5D&title=New+York+Times&issn=03624331&date=2008-11-02&volume=&issue=&spage=MT.10&au=Wilson%2C+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,MT,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 2, 2008","Throughout his work, Mr. Luhrmann's intricate visual style of layering painterly elements has owed a great deal to the talents of his wife, Catherine Martin, an advocate for historical detail who has collaborated on ""Strictly Ballroom,"" ""Romeo + Juliet"" and ""Moulin Rouge!"" (for which she shared Oscars for art direction and costume design).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Nov 2008: MT.10.",8/19/20,"New York, N.Y.",,"Wilson, Eric",New York Times Company,Australia (Movie) >,Newspapers,433965601,"United States, New York, N.Y.",English,2-Nov-08,Costume design; Motion pictures -- Australia; Socks,New York Times,Feature,,,,,,,
+Chief of Struggling Union Among Highest Paid,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chief-struggling-union-among-highest-paid/docview/433571676/se-2?accountid=14586,"The union representing East Coast dockworkers has been hemorrhaging assets and members in the past two years, according to a new financial report. Yet the union's president was paid twice as much as several labor leaders who head unions more than 30 times larger.
+The union, the International Longshoremen's Association, paid its president, John Bowers, $587,078 last year, according to the annual report that the union submitted to the federal government late last month. That made him one of the nation's highest-paid union officials. Mr. Bowers's son John Jr., a union vice president, was paid $292,440 last year, the report said.
+The report is another indication of trouble for the union, which the federal government has sued in a civil racketeering lawsuit that is seeking to have a trustee take control of the union because of its longtime ties to organized crime.
+Membership in the union, which represents dockworkers from Maine to Texas, dropped to 43,500 in 2006, from 59,000 two years earlier, according to the report. That 26 percent drop occurred even though the nation's ports, including huge ones in Newark and Elizabeth, N.J., were handling record volumes.
+The report also disclosed that the union's assets fell to $33.8 million last year, down 34 percent from $51.1 million two years earlier.
+''The union is in crisis,'' said Tony Perlstein, secretary-treasurer-elect of a longshoremen's local in Bayonne, N.J., and a co-chairman of the Longshore Workers Coalition, a union caucus. ''More and more work is going nonunion, the contract has been gutted, and the leaders continue to line their pockets. It's a waste of union resources.''
+James McNamara, a union spokesman, defended the pay for top officials, saying that Mr. Bowers had led the union for 20 years and that the salaries had been approved by the union's delegates.
+In explaining the decline in assets as well as the union's $10 million operating deficit last year, Mr. McNamara noted that the union had donated $1 million to help longshoremen on the Gulf Coast after Hurricane Katrina devastated that region.
+Mr. McNamara said the union's legal costs had skyrocketed in response to the federal lawsuit, which seeks to impose a trusteeship on the union because of ''decades of evidence relating to corruption and organized-crime influence with the union.'' The lawsuit, filed in July 2005, has not yet gone to trial.
+When the United States attorney in Brooklyn, Roslynn R. Mauskopf, brought that lawsuit, she asserted that the Gambino crime family had long controlled the longshoremen's operations in Brooklyn and Staten Island, while the Genovese family dominated its operations in Manhattan and New Jersey.
+The elder Mr. Bowers responded to the lawsuit by asserting that the union had largely rid itself of mob involvement and by hiring former prosecutors and judges to lead an anticorruption effort.
+But federal law enforcement officials who have long tracked the mob's influence on the union -- and prosecuted some crime figures who helped control it and union officials who benefited from the corruption -- maintain that organized crime still holds sway over the union. The union's corruption was the inspiration for the 1954 film ''On the Waterfront.''
+The legal fees for the parent union and its Atlantic Coast District were $3.6 million last year, the report said, with $2.5 million going to the law firm of Thomas W. Gleason, a son of the union's former president. His brother Robert E. Gleason is secretary-treasurer of the national union, with a salary of $413,580.
+By comparison, the West Coast dockworkers' union, the International Longshore and Warehouse Union, paid its president, James Spinosa, $150,183 in 2005, including allowances and reimbursements on top of his base salary of $114,413. That union reported having 42,000 members.
+The Service Employees International Union, which reported 1.8 million members, paid its president, Andrew L. Stern, $258,731 last year, including allowances and reimbursements. The International Brotherhood of Teamsters, which reported having 1.4 million members, gave its president, James P. Hoffa, $335,657 last year, including allowances and reimbursements.
+According to reports filed with the federal Department of Labor, Mr. Bowers, president of the longshoremen's union, received $413,556 in salary from the parent union; $164,117 in salary from its Atlantic Coast District, an umbrella group of several locals; and $9,405 in expenses for official business from the Atlantic district.
+Mr. McNamara said that membership had declined partly because of increased automation. He also acknowledged that the 59,000 membership number for 2004 might have been inflated.
+The national union and the Atlantic district also spent $21,516 on season tickets for the Mets last year, the report said. Mr. McNamara said, ''The Mets tickets are part of our publicity and promotion and are donated mostly to our children's fund for charitable work.''
+Mr. Perlstein of the Longshore Workers Coalition asserted that the union's assets were falling because of unusually high executive board salaries and out-of-control legal costs. Another factor, he said, is that dues payments are dropping because of declining membership and lower wages for new hires. Mr. Perlstein criticized the union's leaders for negotiating several lower-wage tiers for new hires. With union dues calculated as a percentage of wages, the lower wage tiers translate into lower dues payments.
+Milton Mollen, a former New York State judge who is serving as the union's ethical-practices officer, said yesterday that he would propose barring the union's executive officers from also receiving salaries from union locals.
+Leonard Riley, a co-chairman of the Longshore Workers Coalition, said, ''If the union's rank and file were truly empowered and were able to put a value on the job that our leaders are doing, they wouldn't pay them nearly as much.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chief+of+Struggling+Union+Among+Highest+Paid&title=New+York+Times&issn=03624331&date=2007-04-07&volume=&issue=&spage=B.1&au=STEVEN+GREENHOUSE+and+WILLIAM+K.+RASHBAUM&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 7, 2007","Mr. [James McNamara] said the union's legal costs had skyrocketed in response to the federal lawsuit, which seeks to impose a trusteeship on the union because of ''decades of evidence relating to corruption and organized-crime influence with the union.'' The lawsuit, filed in July 2005, has not yet gone to trial. According to reports filed with the federal Department of Labor, Mr. [John Bowers], president of the longshoremen's union, received $413,556 in salary from the parent union; $164,117 in salary from its Atlantic Coast District, an umbrella group of several locals; and $9,405 in expenses for official business from the Atlantic district. Mr. [Tony Perlstein] of the Longshore Workers Coalition asserted that the union's assets were falling because of unusually high executive board salaries and out-of-control legal costs. Another factor, he said, is that dues payments are dropping because of declining membership and lower wages for new hires. Mr. Perlstein criticized the union's leaders for negotiating several lower-wage tiers for new hires. With union dues calculated as a percentage of wages, the lower wage tiers translate into lower dues payments.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Apr 2007: B.1.",11/15/17,"New York, N.Y.",,STEVEN GREENHOUSE and WILLIAM K. RASHBAUM,New York Times Company,,Newspapers,433571676,"United States, New York, N.Y.",English,7-Apr-07,Union leadership; Wages & salaries,New York Times,News,,,,,,,
+Little Room for Staff Cuts in Trash Pickup,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/little-room-staff-cuts-trash-pickup/docview/433186345/se-2?accountid=14586,"A central element of the city's new contract with its sanitation workers is the planned use of one-person crews on some of its trucks. But only a small part of the city's sanitation fleet will be affected -- roughly 50 trucks out of more than 2,300 -- and sanitation experts agree that this minor change underscores the challenge facing those who want to save money collecting garbage in the future.
+Put simply, there is limited room for further staffing cuts: collecting garbage in New York has always been dirty and noisy, but because of the city's layout and population density, it is also more labor-intensive than in many other cities. Cost-saving technological innovations that might work in more wide-open, suburban settings simply will not work here.
+In other words, do not expect to see one-person crews doing curbside pickups in Manhattan any time soon. Most of the trucks the city uses for curbside pickup require at least one person in addition to the driver.
+''It's an incremental improvement,'' Norman Steisel, New York City's sanitation commissioner under Mayor Edward I. Koch, said of the recent change. ''But it's probably as good as it's going to get for now.''
+Labor costs represent more than 60 percent of the Sanitation Department's total annual spending, and altering crew size is often the first target in cost-saving efforts.
+Under Mr. Koch, the city saved more than $38 million per year by cutting crews from three to two-person teams on more than 1,000 trucks. The total savings in reducing crew size in 50 trucks, which the city officials were unable to estimate, will most likely be much less.
+''They're trying to squeeze a sponge that's already pretty dry,'' said Ben Miller, a former sanitation official and author of ''Fat of the Land,'' a history of New York City trash. ''At this point, reducing crews and increasing automation much more would probably slow things down in certain parts of the city.''
+Under the proposed contract, which still must be considered by the union's members, one worker would operate each of the city's so-called roll-on trucks, which collect the 15-ton steel containers often used in public housing projects, public schools and city hospitals. Currently at these stops, one worker drives the truck and handles the hoisting controls while the other helps guide the truck back into position and then attaches a cable to the Dumpster, which is dragged up the rails on the back of the truck.
+For the biggest savings, the mayor would need to consider moving to one-person collection crews not just for the city's 50 roll-on trucks but also for the 2,200 rear-loading trucks, which are used to collect the trash that city residents leave curbside.
+Mr. Miller said that one way to make such a change would be for the city to switch to fully automated side-loading collection trucks. These trucks use a side-mounted mechanical arm to pick up special metal containers and they enable drivers never to have to leave the wheel.
+But that would be easier said than done. Side loaders, which are already being used in certain neighborhoods in Los Angeles, would be difficult to operate in Manhattan, where parked cars obstruct access, Mr. Miller said. The trucks might be an option, however, for certain sections of Staten Island, Queens and Brooklyn, he said.
+Another option would be for the city to switch to tippers. These trucks, which are typically operated by just one person, feature a bendable hydraulic arm in the back of the vehicle that curls upward toward the hopper, lifting plastic and metal cans upside down and avoiding the need for workers to do the heavy labor.
+''They've worked incredibly well for us, and we're the second densest city in the country behind New York,'' said Robert Reed, a spokesman for the Sunset Scavenger Company, which handles about three quarters of San Francisco's residential waste.
+Michael E. McMahon, the chairman of the New York City Council's Sanitation and Solid Waste Management Committee, remains skeptical. ''Tippers would be pure lunacy in Manhattan because the traffic is too dangerous and the cars too tightly parked,'' he said. Plus, he said, high rises in Manhattan often produce so much trash that it is more efficient to stack bags on the curb than it would be to deal with boxy containers that can tip and fall onto pedestrians.
+Chaz Miller, the director of state programs for the National Solid Wastes Management Association, suggested front-loaders. Typically operated by just one person, these trucks have two heavy steel prongs that jut forward like bull horns. The driver slides the prongs into the sides of a metal trash container, then hoists the container upside down over the truck and dumps its contents into the hopper.
+Though increasingly used in parts of Los Angeles, Philadelphia and Washington, front-loaders are less attractive for use in Manhattan because storage of the trash containers is difficult, since alleys are few and often narrow.
+If the city can find a way to increase its use of one-person trucks, safety will probably not be a problem, Mr. Miller said. ''In fact, when there is only one worker on the job, there is less chance he will get hit by the truck backing up, since he is the sole operator.''
+In January 2004, Eva Barrientos, a New York City sanitation worker and a 41-year-old mother of three, was killed by a front-loader truck. Ms. Barrientos had climbed on top of the truck to clear debris that had jammed in the truck's compactor and was crushed after the driver of the truck activated the steel arm that lifts the steel trash bin, city officials said.
+For Harry Nespoli, president of the city's 6,300-member sanitation workers' union, the shift to a one-person crew for the roll-on trucks is a ''win-win situation''; his members will get 17.5 percent raises and no layoffs, and the city will collect trash more efficiently. He said he doubted, however, that there was a way to move to one-person crews for the rear-loading trucks.
+Vito A. Turso, a spokesman for the Sanitation Department, shared Mr. Nespoli's skepticism. ''I think the changes we just made are more realistic and will make a big difference,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Little+Room+for+Staff+Cuts+in+Trash+Pickup&title=New+York+Times&issn=03624331&date=2005-10-23&volume=&issue=&spage=1.37&au=Urbina%2C+Ian&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 23, 2005","Under the proposed contract, which still must be considered by the union's members, one worker would operate each of the city's so-called roll-on trucks, which collect the 15-ton steel containers often used in public housing projects, public schools and city hospitals. Currently at these stops, one worker drives the truck and handles the hoisting controls while the other helps guide the truck back into position and then attaches a cable to the Dumpster, which is dragged up the rails on the back of the truck. Chaz Miller, the director of state programs for the National Solid Wastes Management Association, suggested front-loaders. Typically operated by just one person, these trucks have two heavy steel prongs that jut forward like bull horns. The driver slides the prongs into the sides of a metal trash container, then hoists the container upside down over the truck and dumps its contents into the hopper. For Harry Nespoli, president of the city's 6,300-member sanitation workers' union, the shift to a one-person crew for the roll-on trucks is a ''win-win situation''; his members will get 17.5 percent raises and no layoffs, and the city will collect trash more efficiently. He said he doubted, however, that there was a way to move to one-person crews for the rear-loading trucks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Oct 2005: 1.37.",11/15/17,"New York, N.Y.",New York City New York,"Urbina, Ian",New York Times Company,,Newspapers,433186345,"United States, New York, N.Y.",English,23-Oct-05,Municipal employees; Labor contracts; Labor costs; Cost control; Sanitation,New York Times,News,,,,,,,
+Travel Managers' Lament,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/travel-managers-lament/docview/433137069/se-2?accountid=14586,"The few times Avi Freedman tried to reschedule a flight through the Web site of his company's travel agency, he gave up in frustration and phoned an agent.
+''It was horribly slow, difficult to use and stuck somewhere in the late 90's,'' said Mr. Freedman, the chief network scientist for Akamai Technologies in Cambridge, Mass.
+Those days are gone. Two years ago, Akamai dumped the agency for an online travel management company, Expedia Corporate Travel, which set up a Web site. ''It's faster, cleaner and easier to use,'' he said. ''I've only had to call an agent twice since it's been up.''
+His experience is repeating itself across corporate America, as dot-coms known for selling leisure travel -- including Expedia, Orbitz and Travelocity -- move in to grab a piece of the $91 billion market for managed business travel.
+About one-third of all corporate trips will be purchased online this year, according to projections by the research firm PhoCusWright. Together, the three major online agencies now claim a bit less than a 10 percent market share, a number that PhoCusWright expects to grow to 15 percent by 2008.
+That may be good news for business executives who like to book travel online, but it is scaring some corporate travel managers.
+For employees who oversee corporate travel programs, online competition is the most unsettling challenge to their livelihood since the introduction of computer reservations systems in the 1960's. It also promises to be a hot topic at the four-day National Business Travel Association annual convention in San Diego that ends tomorrow .
+Online travel management companies, which say they save companies money by introducing more automation to the travel booking and reporting process than traditional agencies, have already snagged big-name clients like Aetna, McDonald's, Harvard and Starbucks. By joining the exodus, Akamai says it has reduced its cost for each travel purchase to about $5 from $50 to $80 and cut air fare expenses by 30 percent.
+It has also had to refine Terry Sullo's job description. Ms. Sullo used to be Akamai's travel manager, and though she still oversees the company's travel program, bringing in Expedia has freed up enough of her time that she took on the added role of corporate meeting planner.
+''I've moved from a tactical to a strategic position,'' she said. ''I'm not managing travel from the trenches, in the sense that I'm supervising travel agents. Now, everything is automated, and I'm managing travel from more of an executive vantage point.''
+Ms. Sullo is one of the lucky ones. Soren Jacobsen, a consultant with ManagementReporting.com, said technology in general, and online travel management companies in particular, are pushing some travel managers out of their jobs altogether. The most vulnerable are those who are slow to adapt.
+''There is no future for someone who wants to manage travel traditionally, the way we've always thought of it,'' Mr. Jacobsen said. ''I think people are going to be caught unaware by some of the changes taking place as a result of the online travel management companies. I think the changes are going to hit them like a freight train.''
+Travel managers at medium-size and smaller organizations are probably the most vulnerable, according to Scott Hyden, the general manager for Travelocity Business. ''Will the travel manager's job title disappear?'' Mr. Hyden asked. ''Not necessarily. I think it depends on the company and on the corporate culture.''
+Mr. Jacobsen has a stronger view, suggesting that the old breed is heading for extinction. ''Five years from now, it's possible that you could call a large company and ask for a travel manager, and you would be told, 'I'm sorry, there is no such person,''' he said.
+Hold on, traditional agencies say. Travel managers -- and managed corporate travel programs -- cannot be so easily replaced, they contend. Mary Ellen George, the executive vice president for sales and marketing at WorldTravel BTI, said online travel agencies were built with vacations in mind, not to ''handle the complexities that go along with sophisticated travel programs.''
+The National Business Travel Association plays down the threat, too, insisting that where there is a managed travel program, there will always be a need for a travel manager. ''Online travel management companies are just a tool,'' said Cindy Morse, the co-chairwoman of the group's technology committee, which published a white paper last year about online travel management companies. Its research concluded that Expedia, Orbitz and Travelocity had some shortcomings, notably in data reporting. But it stopped short of warning members against using the systems.
+The numbers seem to support the travel association's contention that the profession is in good shape. It has 1,615 members, an increase of 237 from 2001. But other statistics are less sanguine. A survey by the American Society for Travel Agents found that 30 percent of its members' business came from corporate travel last year, down more than five percentage points from 2000.
+Online travel management companies say they are not trying to put anyone out of business. Jan Lofgren, a general manager for Orbitz for Business, says that her company is there only to help. ''The travel manager is still an integral part of the process,'' she said. ''What we do is allow the travel managers to focus on what really matters, on the needs of their travelers. In that sense, I think we're helping change travel managers' jobs for the better.''
+To underscore their intentions, all three online travel management companies are sponsoring this week's National Business Travel Association convention. But the concerns are not exaggerated, according to Nancy Garner, the global travel-procurement manager at Extreme Networks , a technology company in Santa Clara, Calif. Her company switched to Travelocity Business two years ago, saving it $200,000 a year in agency fees and reducing its annual air travel expenses to $3 million from $7 million.
+''I personally know six or seven travel managers whose expertise was in managing people,'' Ms. Garner said. ''They don't have jobs anymore.''
+Photograph Avi Freedman, at Philadelphia International Airport, found the process of booking his business flights through Expedia to be easier and faster than using a travel manager. (Photo by Mike Mergen for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Travel+Managers%27+Lament&title=New+York+Times&issn=03624331&date=2005-08-16&volume=&issue=&spage=C.5&au=Elliott%2C+Christopher&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 16, 2005","His experience is repeating itself across corporate America, as dot-coms known for selling leisure travel -- including Expedia, Orbitz and Travelocity -- move in to grab a piece of the $91 billion market for managed business travel. It has also had to refine Terry Sullo's job description. Ms. Sullo used to be Akamai's travel manager, and though she still oversees the company's travel program, bringing in Expedia has freed up enough of her time that she took on the added role of corporate meeting planner. The National Business Travel Association plays down the threat, too, insisting that where there is a managed travel program, there will always be a need for a travel manager. ''Online travel management companies are just a tool,'' said Cindy Morse, the co-chairwoman of the group's technology committee, which published a white paper last year about online travel management companies. Its research concluded that Expedia, Orbitz and Travelocity had some shortcomings, notably in data reporting. But it stopped short of warning members against using the systems.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Aug 2005: C.5.",11/15/17,"New York, N.Y.",,"Elliott, Christopher",New York Times Company,,Newspapers,433137069,"United States, New York, N.Y.",English,16-Aug-05,Travel agencies; Business travel; Web sites; Electronic commerce; Reservation systems,New York Times,Feature,,,,,,,
+Shares Continue Slide After Earnings Reports Disappoint,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shares-continue-slide-after-earnings-reports/docview/432958918/se-2?accountid=14586,"Stocks extended their 2005 decline yesterday after disappointing fourth-quarter profits from companies including Advanced Micro Devices and Alcoa.
+Benchmark indexes retreated to levels not seen in at least a month. The Standard & Poor's 500-stock index dropped 7.26 points, or 0.6 percent, to 1,182.99, the lowest point since Dec. 8. The Dow Jones industrial average fell 64.81 points, or 0.6 percent, to 10,556.22, a level not seen since Dec. 10, as the Hewlett-Packard Company slid on a Morgan Stanley downgrade. The Nasdaq composite index lost 17.42 points, or 0.8 percent, to 2,079.62, its lowest close since Nov. 19.
+Almost five stocks fell for every three that advanced on the New York Stock Exchange. About 1.5 billion shares changed hands on the Big Board, in line with the three-month daily average.
+The S.&P. 500 is down 2.4 percent for 2005 and has declined in five of this year's first seven trading days. The benchmark dropped 2.1 percent last week, its worst five-day start to a year since 1991, after climbing 8.7 percent in the final three months of 2004.
+Advanced Micro Devices lost $5.27, to $14.86, a 26 percent plunge that was its largest one-day drop since October 2002 and the steepest in the S.&P. 500. The company said yesterday that fourth-quarter operating profit declined from the third quarter because of a loss in its memory chip business, which accounts for about half its revenue.
+Both Piper Jaffray & Company and UBS downgraded the stock.
+Intel lost 34 cents, to $22.54, before its quarterly earnings report, on worries that it would miss analysts' forecasts. After the market closed, though, the company said it earned 33 cents a share on sales of $9.6 billion, exceeding the average analyst estimate of 31 cents a share and revenue of $9.42 billion. Intel's shares rose as high as $23.27 in extended trading.
+Hewlett-Packard slid 76 cents, or 3.7 percent, to $20.05, for the steepest loss in the Dow average. The company is more likely to be hurt than its rival Dell by Apple Computer's sub-$500 computer, a Morgan Stanley analyst, Rebecca Runkle, wrote in a note. She cut Hewlett-Packard to underweight from equal weight.
+Apple, which unveiled the new Mac Mini computer selling for $499 without a monitor, fell $4.40, to $64.56, after saying it sold 4.5 million iPod music players during the holiday quarter.
+''Investors were hoping for that kind of golden five million iPod number,'' said Gene Munster, a Piper Jaffray analyst.
+Alcoa, the first member of the Dow average to report fourth-quarter results, lost 82 cents, to $29.65. The company, the world's No.1 aluminum maker, said yesterday that profit from continuing operations was 39 cents a share. On that basis, Alcoa had been expected to earn 41 cents, the average estimate of analysts surveyed by Thomson.
+An S.&P. measure of steel makers fell 3.9 percent, with all 12 of its members declining. U.S. Steel, the largest steel producer in the Americas, slid $2.65, to $46.34. The AK Steel Holding Corporation, one of the biggest American makers of automotive steel, fell 81 cents to close at $12.91.
+Taser International, the maker of stun guns, plunged $5.95, to $14.10. The company said some orders in the first half of 2005 may be delayed as customers test and evaluate competitors' products.
+The decline in Taser helped send the Russell 2000 index, which tracks companies with a median market value of about $550 million, down 1 percent to 611.53. The index has retreated 6.1 percent this year.
+Rockwell Automation surged $5.59, or 12 percent, to $51.85, for the biggest gain in the S.&P. 500. The company, a large maker of factory controls, increased its 2005 forecast for profit from continuing operations to at least $2.40 a share. The company had said it would earn as much as $2.25 a share.
+United States Treasury notes rose yesterday on optimism that increases in the Federal Reserve's benchmark interest rate would limit economic growth and inflation. Declines in benchmark stock indexes added to demand for bonds. The price of the benchmark 10-year note rose 9/32, to 100 3/32. The yield, which moves in the opposite direction from the price, fell 4.24 percent, from 4.27 percent on Monday.
+Here are the results of yesterday's Treasury auction of four-week bills and five-day cash management bills:
+(000 omitted in dollar figures)Price: 99.846
+High Rate: 1.980
+Coupon Yield: 2.011
+Low Rate: 1.970
+Median Rate: 1.980
+Total applied for: $30,798,435
+Accepted: $10,785,820
+Noncompetitive: $83,010The four-week bills mature Feb. 10, 2005.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Shares+Continue+Slide+After+Earnings+Reports+Disappoint&title=New+York+Times&issn=03624331&date=2005-01-12&volume=&issue=&spage=C.7&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 12, 2005","Benchmark indexes retreated to levels not seen in at least a month. The Standard & Poor's 500-stock index dropped 7.26 points, or 0.6 percent, to 1,182.99, the lowest point since Dec. 8. The Dow Jones industrial average fell 64.81 points, or 0.6 percent, to 10,556.22, a level not seen since Dec. 10, as the Hewlett-Packard Company slid on a Morgan Stanley downgrade. The Nasdaq composite index lost 17.42 points, or 0.8 percent, to 2,079.62, its lowest close since Nov. 19. Hewlett-Packard slid 76 cents, or 3.7 percent, to $20.05, for the steepest loss in the Dow average. The company is more likely to be hurt than its rival Dell by Apple Computer's sub-$500 computer, a Morgan Stanley analyst, Rebecca Runkle, wrote in a note. She cut Hewlett-Packard to underweight from equal weight. Alcoa, the first member of the Dow average to report fourth-quarter results, lost 82 cents, to $29.65. The company, the world's No.1 aluminum maker, said yesterday that profit from continuing operations was 39 cents a share. On that basis, Alcoa had been expected to earn 41 cents, the average estimate of analysts surveyed by Thomson.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Jan 2005: C.7.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432958918,"United States, New York, N.Y.",English,12-Jan-05,Stock prices; Dow Jones averages,New York Times,News,,,,,,,
+"In Clark's Campaign, a Brother-in-Law as Sounding Board","New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/clarks-campaign-brother-law-as-sounding-board/docview/432644362/se-2?accountid=14586,"The time had moved well past 11 p.m. at the Canoe Club, a restaurant in Hanover, N.H., and aides to Gen. Wesley K. Clark had twice urged him toward the door. He simply would not end a conversation with Meghan McCoy, a medical student, who wanted to know why he wanted to be president.
+Finally, the aides called over their secret weapon: Gene Caulfield, General Clark's 63-year-old brother-in-law.
+''Wes,'' Mr. Caulfield began.
+''I'm making a sale,'' General Clark protested.
+''Well close the sale, and let's go,'' Mr. Caulfield replied.
+Part enforcer, part court jester, counselor, filter and truth-teller, Mr. Caulfield occupies a unique spot on the Clark campaign. For the general, who has never run for office, he is a reassuring barometer of how the campaign is running from day to day -- gauging who among the staff is happy or not, what seems to be working on the stump and what falls flat. He also lent General Clark an Argyle sweater on a cold January in New Hampshire -- an act that was intended to keep the candidate warm and to perhaps soften his military image, but that resulted in his being teased relentlessly by late-night television talk show hosts. (The Clark campaign auctioned the sweater on eBay and donated $5,404 in proceeds to a program for homeless veterans in Manchester, N.H.)
+Many candidates have had family members whom they kept close on the campaign trail: Robert F. Kennedy was often at John F. Kennedy's side; Frank W. Hunger, Al Gore's brother-in-law traveled with the vice president in 2000, and George W. Bush was a sometimes intimidating presence on the trail with his father in 1988. But rarely is it the case that both the candidate and the confidant have no experience in politics. For General Clark and Mr. Caulfield, that does not seem to matter.
+''You just need somebody along when you've never been in politics and you don't know anybody that's working for you,'' General Clark said in an interview. ''You need somebody to just help you manage. He helps me keep family obligations together. He just gives me a sounding board, and he's my friend.''
+Mr. Caulfield is equally sanguine.
+''When the speech is being given, I'm working in the background to see what's going on,'' he said. ''Any organization can always have some help with its operations. That's what I've done for a long time.''
+He did so for 14 years at the American Stock Exchange, beginning in 1970 and finishing as vice president for floor operations.
+Mr. Caulfield, who has a degree from Fordham University and a master's in business administration from Adelphi University, then moved to the Securities Industry Automation Corporation and to Quotron, the financial data distribution company that became part of Reuters.
+Close though they are, outwardly the two share little in common. General Clark exhibits a laconic military demeanor, the product of his time in the armed services, when he lived in 31 places in 34 years. Mr. Caulfield is a folksy Brooklyn native who has lived in the same house in Denville, N.J., since 1970.
+They became friends when General Clark, then a West Point cadet, began going to Brooklyn to date Gertrude, his future wife and the sister of Mr. Caulfield's wife, Kathy.
+Last summer as he was talking with potential supporters about whether to seek the Democratic presidential nomination, General Clark asked Mr. Caulfield to attend the meetings, and they spent a weekend together just before the general announced a decision.
+It was a natural progression, then, when General Clark asked Mr. Caulfield to join the campaign.
+Only occasionally does Mr. Caulfield offer policy advice, as when he suggested that the general mention vocational and technical schools as well as colleges when talking about his education plan. But staff members say they rely on Mr. Caulfield to convey messages that they do not want to give directly -- like why he should be listening more to the headquarters in Little Rock, Ark., than to the people around him on the trail. Mr. Caulfield, in turn, judges if those messages should reach the general.
+Both men have a keen sense of humor, but where General Clark's kidding often takes on a competitive edge, Mr. Caulfield's is aimed at himself as often as at others.
+''He's a real prankster,'' said Amad Jackson, who serves as the general's personal assistant and bodyguard. When trackers from rival campaigns showed up at events to keep tabs on the general, Mr. Caulfield put on a deadpan facade and repeatedly stood uncomfortably close to them, seeing how long it would take them to move away from the candidate. Once the spies got the joke, Mr. Caulfield welcomed them like another campaign worker.
+He also provides a more important function, Mr. Jackson said. ''At times when the general's exhausted or there are too many people around, Gene takes over,'' he said.
+On the night of the Iowa caucuses, for example, virtually the entire Clark staff, dozens of volunteers and scores of reporters and cameramen were crammed into the campaign's Manchester headquarters. At 8 o'clock, as the returns began to flow in from Iowa, Mr. Caulfield abruptly cleared everyone out of the state director's office. General Clark, it turned out, wanted a quick nap.
+Mr. Caulfield insists he does not aspire to a high-level position in the White House. ''There are too many people who walk around in any environment with big egos,'' he said. ''My general philosophy in life is that I'd like, for one or two people, to make their lives easier.''
+He does want General Clark to win, he said. Does he think it will happen?, he is asked.
+''I'm a pessimist,'' he said, shrugging. ''But I think he should win.''
+Photograph Wesley K. Clark, with his brother-in-law Gene Caulfield in rear. (Photo by European Pressphoto Agency)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Clark%27s+Campaign%2C+a+Brother-in-Law+as+Sounding+Board&title=New+York+Times&issn=03624331&date=2004-01-31&volume=&issue=&spage=A.13&au=Wyatt%2C+Edward&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 2004","Part enforcer, part court jester, counselor, filter and truth-teller, Mr. [Gene Caulfield] occupies a unique spot on the [Wesley K. Clark] campaign. For the general, who has never run for office, he is a reassuring barometer of how the campaign is running from day to day -- gauging who among the staff is happy or not, what seems to be working on the stump and what falls flat. He also lent General Clark an Argyle sweater on a cold January in New Hampshire -- an act that was intended to keep the candidate warm and to perhaps soften his military image, but that resulted in his being teased relentlessly by late-night television talk show hosts. (The Clark campaign auctioned the sweater on eBay and donated $5,404 in proceeds to a program for homeless veterans in Manchester, N.H.) Only occasionally does Mr. Caulfield offer policy advice, as when he suggested that the general mention vocational and technical schools as well as colleges when talking about his education plan. But staff members say they rely on Mr. Caulfield to convey messages that they do not want to give directly -- like why he should be listening more to the headquarters in Little Rock, Ark., than to the people around him on the trail. Mr. Caulfield, in turn, judges if those messages should reach the general. On the night of the Iowa caucuses, for example, virtually the entire Clark staff, dozens of volunteers and scores of reporters and cameramen were crammed into the campaign's Manchester headquarters. At 8 o'clock, as the returns began to flow in from Iowa, Mr. Caulfield abruptly cleared everyone out of the state director's office. General Clark, it turned out, wanted a quick nap.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 2004: A.13.",11/15/17,"New York, N.Y.",Oklahoma,"Wyatt, Edward",New York Times Company,,Newspapers,432644362,"United States, New York, N.Y.",English,31-Jan-04,Presidential elections; Political campaigns; Primaries & caucuses,New York Times,News,,,,,,,
+Bright Spot: Why These Factories Are Bustling,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bright-spot-why-these-factories-are-bustling/docview/432543109/se-2?accountid=14586,"LEE DIMOND, a 55-year-old resident of Tilton, N.H., who has spent 30 years working in a variety of manufacturing jobs, has been scrambling for his paychecks in recent years. In 1999, the owner of a factory in nearby Laconia, where Mr. Dimond was supervising production of spikes for golf shoes, relocated the business to China.
+Mr. Dimond moved down the street and the manufacturing heirarchy, taking a job planning production schedules for an aircraft component factory owned by Lewis & Saunders. But when the military contract that the plant was working on finished last year, so did the job.
+Mr. Dimond recently got his third job in the same industrial park, this time at MedSource Technologies, a company based in Minneapolis, that designs and manufactures medical equipment components as well as finished devices sold under other manufacturers' names. He has moved even farther down the job chain, as an assembler, but this time he is optimistic that the job will be around as long as he wants it and there will be plenty of opportunities to move into more challenging work.
+''My future here is unlimited,'' Mr. Dimond said.
+Here, in this case, is one of 11 factories owned by MedSource, which has not only been hiring in Laconia, where it employs about 135 people, but also adding on to its factory there, in anticipation of more growth.
+''When you see one factory adding on and everybody else cutting back, it's hard not to notice,'' Mr. Dimond added.
+While MedSource is a small employer compared with the flagships of the industrial economy like cars, steel and chemicals, medical-equipment makers as a whole are a segment that is expanding employment as well as production.
+Medical equipment makers offer clues as to what factors provide strength in manufacturing, the economy's weakest area. These include a broad demographic trend driving demand, rapid innovation that puts a premium on skilled labor and flexibility and government regulations that add to the burden of possibly moving abroad, experts say.
+''With the aging population and the products and services we provide, I don't see how we can't continue to grow,'' said Joan Sullivan, 57, a longtime employee in the highly cyclical electronics industry who was hired this summer to procure packaging and materials for Linvatec, a subsidiary of Conmed, in Largo, Fla. Linvatec makes power tools for surgery and implants, imaging equipment and implantable screws, pins and other devices for orthopedic surgery.
+True, the job growth in medical equipment has been uneven and modest. From 1991 to 2001, the total employment for the sector rose to 313,000 from 280,000. A brief recession in that period led to a loss of 8,000 jobs, but in the last year nearly 5,000 jobs have been added back, said Rakesh Shankar, an economist who covers the health-care sector for Economy.com, a market-research company in West Chester, Pa.
+''Much like the pharmaceutical industry, a lot of growth is coming from small companies,'' Mr. Shankar said. ''Small firms are what drive the industry.''
+Such fragmentation has set the stage for a constant wave of small-business failures and consolidations that eliminate jobs even as the industry grows. Last May, for example, the CooperSurgical subsidiary of Cooper Companies bought Prism Enterprises in San Antonio, to add Prism's products to the line of obstetrical equipment that Cooper sells, immediately announcing plans to move production to other Cooper factories by early next year. That cost Texas 113 jobs.
+Analysts say, as Ms. Sullivan observed, that the relatively bright employment outlook for the industry assumes there will be a growing demand as the baby boomer generation ages.
+''All of our big orthopedics manufacturers are expanding,'' said Joy McCarthy-Sessing, the president of the Warsaw-Kosciusko County Chamber of Commerce in Warsaw, Ind., which is home to some of the nation's largest orthopedics manufacturers, including Zimmer, Biomet Orthopedics and DePuy. The local unemployment rate dropped to 3.9 percent in August from 4.9 percent in August 2002, Ms. McCarthy-Sessing said.
+The medical-equipment sector is also riding a wave of innovation driven by advances in electronics, miniaturization and the design of novel or purer materials. ''We're constantly redoing our products,'' said Mark Snyder, a vice president for manufacturing at Linvatec. Mr. Snyder said about 60 percent of the company's product line had changed in the last three years, which was one reason Linvatec's work force in Largo, Fla., is more than 1,000 and increasing.
+''We are a very high-mix, low-volume business that is not conducive to automation,'' Mr. Snyder said.
+''We used to use a lot of temps,'' Mr. Snyder said, ''but now we have more permanent workers because more skills are required in work cells.''
+Higher volume products that are regarded as commodities, like gloves and tubing, are increasingly made overseas. But medical-equipment companies are not as quick to move overseas as other makers of consumer goods because many medical products can only be made in factories approved by the Federal Drug Administration. Although industry giants like Medtronic, Johnson & Johnson and Baxter International have huge worldwide operations, the industry continues to export more than it imports.
+One big lift is coming from China, which imported $1.25 billion in medical equipment last year. The Chinese market is growing at double-digit rates, and American manufacturers claim 34 percent, far ahead of second-ranked Germany at 21 percent.
+Photograph HEALTHY DEMAND -- Mark Snyder, vice president for manufacturing at Linvatec, which makes medical supplies. (Photo by Jay Nolan for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Bright+Spot%3A+Why+These+Factories+Are+Bustling&title=New+York+Times&issn=03624331&date=2003-10-28&volume=&issue=&spage=G.4&au=Feder%2C+Barnaby&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 28, 2003","LEE DIMOND, a 55-year-old resident of Tilton, N.H., who has spent 30 years working in a variety of manufacturing jobs, has been scrambling for his paychecks in recent years. In 1999, the owner of a factory in nearby Laconia, where Mr. Dimond was supervising production of spikes for golf shoes, relocated the business to China. ''With the aging population and the products and services we provide, I don't see how we can't continue to grow,'' said Joan Sullivan, 57, a longtime employee in the highly cyclical electronics industry who was hired this summer to procure packaging and materials for Linvatec, a subsidiary of Conmed, in Largo, Fla. Linvatec makes power tools for surgery and implants, imaging equipment and implantable screws, pins and other devices for orthopedic surgery. The medical-equipment sector is also riding a wave of innovation driven by advances in electronics, miniaturization and the design of novel or purer materials. ''We're constantly redoing our products,'' said Mark Snyder, a vice president for manufacturing at Linvatec. Mr. Snyder said about 60 percent of the company's product line had changed in the last three years, which was one reason Linvatec's work force in Largo, Fla., is more than 1,000 and increasing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Oct 2003: G.4.",11/15/17,"New York, N.Y.",,"Feder, Barnaby",New York Times Company,,Newspapers,432543109,"United States, New York, N.Y.",English,28-Oct-03,Corporate growth; Employment security; Manufacturing,New York Times,Feature,,,,,,,
+Bill Gates to Tour India Amid Global Software Debate,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bill-gates-tour-india-amid-global-software-debate/docview/432251110/se-2?accountid=14586,"Taking the case for Windows software to a crucial audience, Microsoft's chairman, Bill Gates, is set to begin a four-day tour of India today.
+This country has an estimated half-million individual software developers, many of them writing programs for some of the world's largest corporations. Mr. Gates's visit, his third to India, comes as programmers around the world are being lured to join the so-called open-source computing movement, which favors the Linux operating system -- available free or in low-cost software packages -- over proprietary systems like Microsoft Windows.
+''India is a big bet for Microsoft,'' Rajiv Kaul, Microsoft's managing director in India, said last month in announcing Mr. Gates's visit. ''India's unbeatable developer strength has ensured that we are in the top slot for Microsoft globally.''
+Software developers are the people who write applications that work with a given operating system. And their support is crucial to Microsoft.
+''Microsoft is a marketing machine,'' said Satyen H. Parikh, ''hooking developers by offering them hundreds of shrink-wrapped packages off the shelf, ready to be deployed, along with a variety of goodies.'' Mr. Parikh is managing director of the Indian unit of Borland, a provider of software tools for developing applications across platforms that can span Microsoft and Linux.
+Among other recent measures, Microsoft recruited perhaps India's best-known software executive, N. R. Narayana Murthy, the chairman of a leading software exporter, Infosys Technologies, to endorse Microsoft's technologies in large newspaper ads. The headline on one quoted Mr. Murthy as saying: ''When I saw Windows XP in action, I was amazed. How did Microsoft get hold of my wish list?''
+Mr. Gates is scheduled to visit New Delhi, Bangalore, Bombay and Hyderabad. If previous visits are indicative, his trip will attract a fawning group of state chief ministers and federal political leaders lining up outside his hotel suites, waiting for a chance to meet with the world's richest man.
+Recent actions by the government, however, have been less than adulatory. Just weeks before Mr. Gates's impending arrival, officials in India's Department of Information Technology in New Delhi leaked details of an effort called the Linux India Initiative. It is meant to promote Linux as a viable alternative to proprietary-based software for use in government departments, state governments and corporations.
+But recently, Pramod Mahajan, the information technology minister, has declined to discuss the initiative. ''I don't want to comment on Linux so close to Mr. Gates's visit,'' Mr. Mahajan said last week in a telephone interview from New Delhi.
+Mr. Mahajan, whose office displays a large framed photograph of himself with Mr. Gates, a founder of Microsoft, on a previous visit, added: ''Bill Gates is Bill Gates. He is a brand name. And I won't say anything controversial now.''
+Linux, a descendant of the Unix operating system that is distributed free and written and debugged by volunteer programmers, is capturing the imagination of the techie community. But unlike in neighboring China, where the government actively promotes open-source software, in India the democracy makes it difficult for the government to decree a blanket software policy.
+So far in India, Linux is used on fewer than 10 percent of the country's personal computers and server computers. But the potential market for any operating system is huge: although the country is a leading global software exporter, there are only an estimated four million PC's in use here among the nation's billion people.
+''India and China are the world's fastest-growing markets, making them attractive to multinational computer corporations,'' said S. Ramakrishnan, head of the software division of the Department of Information Technology.
+Compared with the Western industrialized world, where the open-source campaign is nearly as much a philosophical issue as a monetary one, the appeal of Linux in a developing country like India could be mainly economic.
+''India needs millions of copies of software,'' Professor Swami Manohar said. He added that if that number was multiplied by 5,000 rupees ($104), the price of a proprietary operating system, ''the costs could run into billions -- compare this to a low-cost alternative and the choice is obvious.'' Professor Manohar teaches in the department of computer science and automation at the Indian Institute of Science, which is located in Bangalore and is India's premier school for pure sciences and engineering.
+But Microsoft's concerns could go beyond bargain-basement software. The earliest adoption of open-source software here, beginning more than a decade ago, was at India's military installations and sensitive research sites. India's National Stock Exchange now uses Linux for critical applications. And Hindustan Lever Ltd., India's largest consumer products company and a subsidiary of the British-Dutch conglomerate Unilever, is considering using Linux to build applications for data warehousing, inventory management and e-commerce.
+Across the border in Pakistan, Linux is starting to be used for a host of projects in schools and government offices. ''A few months ago, we asked all offices to move the servers to Linux,'' said Salman Ansari, an adviser to Pakistan's minister of science and technology in Islamabad. ''Those who wanted to use other, more expensive software were permitted to do so only if they could justify it.''
+Microsoft has offered a few million dollars a year to the Pakistani government over a three-year period for all applications in government and education. The government is studying the offer.
+While in India, Mr. Gates is widely expected to pledge a large donation to public health projects through the Bill & Melinda Gates Foundation. But Microsoft India's executives hasten to note that the foundation's activities are distinct from those of the corporation.
+Photograph Bill Gates and Madhu Krishna, to his left, program officer for the Gates Children's Vaccine Program, dropped in on a New Delhi clinic for women and children in September 2000. (Agence France-Presse)
+Map of India highlights the towns Mr. Gates plans to visit: Mr. Gates will visit New Delhi, Bombay, Hyderabad and Bangalore.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Bill+Gates+to+Tour+India+Amid+Global+Software+Debate&title=New+York+Times&issn=03624331&date=2002-11-11&volume=&issue=&spage=C.4&au=Rai%2C+Saritha&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 2002","''India is a big bet for Microsoft,'' Rajiv Kaul, Microsoft's managing director in India, said last month in announcing Mr. [Bill Gates]'s visit. ''India's unbeatable developer strength has ensured that we are in the top slot for Microsoft globally.'' Recent actions by the government, however, have been less than adulatory. Just weeks before Mr. Gates's impending arrival, officials in India's Department of Information Technology in New Delhi leaked details of an effort called the Linux India Initiative. It is meant to promote Linux as a viable alternative to proprietary-based software for use in government departments, state governments and corporations. Microsoft's concerns could go beyond bargain-basement software. The earliest adoption of open-source software here, beginning more than a decade ago, was at India's military installations and sensitive research sites. India's National Stock Exchange now uses Linux for critical applications. And Hindustan Lever Ltd., India's largest consumer products company and a subsidiary of the British-Dutch conglomerate Unilever, is considering using Linux to build applications for data warehousing, inventory management and e-commerce.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 2002: C.4.",11/15/17,"New York, N.Y.",India,"Rai, Saritha",New York Times Company,,Newspapers,432251110,"United States, New York, N.Y.",English,11-Nov-02,Tourism; Business travel; Marketing; Software,New York Times,News,,,,,,,
+Electronic Virtuosos Enliven Performances,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electronic-virtuosos-enliven-performances/docview/431985066/se-2?accountid=14586,"THE modern trumpet acquired its familiar form in the early 1800's. In the 1990's, a classically trained trumpet player named Ben Neill gave the instrument a makeover. The result of Mr. Neill's tinkering was the mutantrumpet, a bulked-up version of a traditional horn, with a trio of bells, six valves instead of three and a trombone-like slide attached to the underside.
+What makes the instrument contemporary, though, is its electronic dimension -- switches, pickups and wires that plug into a laptop computer outfitted with sound-control software. ''I was trying to take acoustic sound and colorize it,'' Mr. Neill said. (Samples of Mr. Neill's work can be heard at www.benneill.com/recordings.html.)
+Mr. Neill is among a handful of musicians trying to bring spontaneity and showmanship to live electronic music. When Mr. Neill developed the mutantrumpet, most electronic instruments were controlled by electric drum pads or musical keyboards. Those have been replaced by the computer keyboard as personal computers have gained the processing speed to handle digital audio, and software packages have been developed to exploit that power.
+To those who grew up watching musicians perform using traditional instruments, programmed electronic shows often seem bloodless. ''There's a whole laptop performance trend today,'' Mr. Neill said, ''and it looks like the guy is typing a letter while he's onstage.''
+For Mr. Neill and the other inventors, their devices allow them to make live electronic performances exciting. In addition, while many people have created experimental electronic devices that produce random sounds, these inventors have constructed instruments whose sounds can be predicted and that require mastery, even virtuosity.
+''There's a progression toward things being more and more automated,'' said Leon Gruenbaum, a 38-year-old classically trained pianist and clarinetist who usually performs jazz and his own music. ''With automation,'' Mr. Gruenbaum said, ''it's often made clear to you what was unique about the human component.''
+Mr. Gruenbaum, a New Yorker, set out to build an instrument that would allow him to play unusual sequences as fast as he could hear them in his head. ''I was very much interested in creating something along the lines of a piano or a clarinet or any other instrument,'' he said.
+He devised the whimsically named Samchillian Tip Tip Tip Cheeepeeeee (which can be heard at www.samchillian.com). It is an off-the-shelf Kinesis ergonomic keyboard modified and connected to a small black box with an embedded processor and MIDI circuitry, which is linked to a sampler that generates sounds. The instrument resembles the laptops that Mr. Gruenbaum and others criticize as contributing to banal live performances, but what makes the Samchillian special is that it is a relativistic MIDI controller. Unlike conventional instruments in which each key is associated with one note, the Samchillian's keys have been assigned to intervals. When Mr. Gruenbaum hits the comma key, for instance, he may produce a middle C. When he hits it again, he gets a C an octave higher. Hit a third time, it will generate C an octave above that.
+Mr. Gruenbaum, who holds a patent on the device, programmed the left-bracket key to record a sequence of notes and play them back in specific patterns triggered by the musician, on the fly.
+The instrument is also programmed to play in unusual tunings, using a 10-tone scale, for example, as well as a traditional 12-tone scale. In concert, Mr. Gruenbaum appears to be furiously tapping a computer keyboard strapped to his waist, and he sounds like a cross between Charlie Parker and Eddie Van Halen. Because he fears this might be visually dull, however, he often performs in costumes, including a cardboard-box hat with blinking lights and a clear plastic shower curtain worn as a shirt.
+Mr. Gruenbaum began performing on the Samchillian in 1994 and has since become a regular onstage with Vernon Reid, the former lead guitarist for Living Colour. In 1998, he recorded a CD of his own music (''Foolifingo!'') and is forming a band to record live performances for a new CD.
+Mr. Neill's mutantrumpet converts sound into MIDI files, as the Samchillian does. Breath dynamics are measured at the mouthpiece with a pitch-to-MIDI converter, and several pressure-sensing pads translate touch strength with continuous-control MIDI converters. And as with the Samchillian, the mutantrumpet allows sequences to be triggered and manipulated in real time.
+''The human body is very irregular,'' Mr. Neill said. ''Machines are perfect. It gets interesting when you have a machine that can translate the irrational information from a body.''
+Mr. Neill mostly plays his own compositions. He lives in New York and performs at dance clubs and jazz and computer music festivals around the world. He has recorded several CD's and is working on a new one.
+Sometimes, the new digital instruments require playing in a style that resembles performance art. Dan Brotman, a 36-year-old New Yorker, built the shaka, a six-foot piece of metal across which he has strung eight piano strings, mounted on bridges and hooked up to electronic panels, and large guitar pickups that amplify and control the sound. Mr. Brotman, who performs in New York clubs under the name Urban Rhythm, plays the strings percussively, hitting them with mallets, sticks and guitar-type slides. (Samples can be heard at www .urbanrhythm.com.) He has used the instrument to record two CD's on his own label, Futuremusic.
+The shaka's technology is simpler than that of both the Samchillian and the mutantrumpet, but like his fellow innovators, Mr. Brotman is interested in creating a performance that excites audiences. ''I'm trying to engage the crowd,'' he said.
+All three musicians say it took them a few years to master a satisfying technique. Despite the learning curve, all three have also been asked about building copies of their creations for other musicians.
+''I'd like to see other people playing the Samchillian,'' Mr. Gruenbaum said. ''Jimi Hendrix did things with an electric guitar that Les Paul never thought of. I'd love to see what somebody else could come up with for the Samchillian that I would never think of.''
+Photograph WIRED FOR SOUND -- Ben Neill, a classically trained trumpet player, invented the electronic mutantrumpet, which plugs into a laptop. (James Keyser/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Electronic+Virtuosos+Enliven+Performances&title=New+York+Times&issn=03624331&date=2002-02-28&volume=&issue=&spage=G.9&au=Milstein%2C+Sarah&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 28, 2002","THE modern trumpet acquired its familiar form in the early 1800's. In the 1990's, a classically trained trumpet player named Ben Neill gave the instrument a makeover. The result of Mr. Neill's tinkering was the mutantrumpet, a bulked-up version of a traditional horn, with a trio of bells, six valves instead of three and a trombone-like slide attached to the underside. He devised the whimsically named Samchillian Tip Tip Tip Cheeepeeeee (which can be heard at www.samchillian.com). It is an off-the-shelf Kinesis ergonomic keyboard modified and connected to a small black box with an embedded processor and MIDI circuitry, which is linked to a sampler that generates sounds. The instrument resembles the laptops that Mr. [Leon Gruenbaum] and others criticize as contributing to banal live performances, but what makes the Samchillian special is that it is a relativistic MIDI controller. Unlike conventional instruments in which each key is associated with one note, the Samchillian's keys have been assigned to intervals. When Mr. Gruenbaum hits the comma key, for instance, he may produce a middle C. When he hits it again, he gets a C an octave higher. Hit a third time, it will generate C an octave above that. Mr. Neill's mutantrumpet converts sound into MIDI files, as the Samchillian does. Breath dynamics are measured at the mouthpiece with a pitch-to-MIDI converter, and several pressure-sensing pads translate touch strength with continuous-control MIDI converters. And as with the Samchillian, the mutantrumpet allows sequences to be triggered and manipulated in real time.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Feb 2002: G.9.",11/16/17,"New York, N.Y.",,"Milstein, Sarah",New York Times Company,,Newspapers,431985066,"United States, New York, N.Y.",English,28-Feb-02,Musical instruments; Electronics; Inventions,New York Times,Feature,,,,,,,
+3 Companies Will Try to Identify All Human Proteins,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/3-companies-will-try-identify-all-human-proteins/docview/431735367/se-2?accountid=14586,"Three companies announced yesterday that they would jointly undertake a project that could make the sequencing of the human genome look easy by comparison. They will spend up to half a billion dollars to identify all the proteins in the human body and all the interactions between those proteins.
+The announcement, made by Myriad Genetics Inc., Hitachi Ltd. and the Oracle Corporation, is the latest sign that the biotechnology industry's love affair with genomics -- the study of genes -- is giving way to proteomics, the study of proteins. Genes are the instructions for making proteins. But proteins actually carry out the body's functions and are thus of more direct medical interest.
+''The human proteome has become the next frontier of modern biology,'' said Peter Meldrum, president and chief executive of Myriad, a biotechnology company in Salt Lake City that is leading the venture. The proteome is a term referring to all the proteins in an organism, much as the genome refers to an organism's complete set of DNA, containing all the genes.
+Even as Myriad and its partners were making their announcement, a group of mainly academic scientists calling itself the Human Proteome Organization was meeting in McLean, Va., to discuss ideas for a Human Proteome Project to find proteins in as comprehensive a way as the Human Genome Project did genes. But there was no consensus on what to do, several participants said.
+Myriad and its partners are not waiting, saying they would map the entire human proteome in three years. The companies said they would compile a database of this protein information and make it available for a fee to drug companies and, for reduced rates, to academic researchers.
+But many competitors and academic experts said that they were skeptical that anyone could create a complete proteome map, saying the proteome is too vast and that it is unclear what the term ''entire human proteome'' even means.
+''There's no way they can come close to it,'' said Donny Strosberg, president of Hybrigenics, a French company that is also mapping the interactions among proteins. ''Anybody who knows what he's talking about would not mention something like that.''
+Others questioned whether the companies could recover their costs selling database subscriptions. Investors have soured to some degree on companies that offer databases, preferring those that directly develop drugs. The Celera Genomics Group, which sequenced the entire genome, is not trying that for the proteome, looking instead only for proteins involved in disease. ''We don't think there's much value in a general survey of proteins,'' said J. Craig Venter, the Celera president.
+Interest in proteomics got a lift in February when scientists from the Human Genome Project and from Celera reported that there were only about 30,000 human genes, far fewer than once thought. Instead of one gene making one protein, as was often assumed, it appears that one gene can make several proteins and that the complexity of human beings might be explained by this plethora of proteins.
+But studying proteins is a far more daunting task than studying DNA. There are many more of them than genes, perhaps hundreds of thousands to several million. And proteins undergo numerous changes after they are made.
+Moreover, the genome is more well defined. It consists of three billion chemical units and, for a given individual, is pretty much the same in all cells. But there are different proteins in different types of cells, in sick versus healthy cells, and even at different stages of life.
+For that reason, many experts say it does not make sense to have a proteome project like the genome project, or to claim to completely map the human proteome. ''When you sequence the genome you know you're done,'' said Ruedi Aebersold, a proteomics expert at the Institute for Systems Biology in Seattle. ''In the case of proteins, it's much less clear what the endpoint is.''
+Nevertheless, many companies, like Large Scale Biology, Geneva Proteomics and Cytogen, are pursuing some aspects of proteomics. Some are cataloging all proteins in different types of cells. Others are looking at protein interactions.
+Myriad executives said their plan was more ambitious than any other. Still, they said, they are not trying to find every protein in every type of cell. The venture will concentrate mainly on protein interactions and will look only at 10 to 12 major cell types out of the hundreds that exist in the body, they said. By studying such interactions, they said, it will be possible to determine all the metabolic pathways in the body, which would be of interest to drug companies seeking to understand the causes of disease.
+To carry out the protein project, the companies are forming a venture called Myriad Proteomics, which will be half owned by Myriad Genetics, 28 percent by Hitachi, and 4 percent by Oracle, Mr. Meldrum said. The remaining 18 percent would be owned by Friedli Corporate Finance, a Swiss investment group that is a major shareholder in Myriad Genetics. Myriad Genetics is contributing technology valued at $82 million to the venture. The other three companies are investing a total of $85 million in cash and $18 million in software and services from Oracle, he said.
+But Mr. Meldrum said the total job would cost $300 million to $500 million, so additional money would have to be raised, possibly through a public offering.
+Myriad, which is best known for its genetic test of susceptibility to breast cancer, is already selling proteomic services to drug companies
+For Oracle, which is making its first investment in biotechnology, the project will provide a chance to show off its database software. Many computer companies are now focusing on the life sciences business, because, with the advent of genomics, biologists have become voracious users of computers. Hitachi, a Japanese electronics giant that has set up a life sciences division, will supply computer equipment and some instrumentation and automation to Myriad Proteomics.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=3+Companies+Will+Try+to+Identify+All+Human+Proteins&title=New+York+Times&issn=03624331&date=2001-04-05&volume=&issue=&spage=C.4&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 5, 2001","''The human proteome has become the next frontier of modern biology,'' said Peter Meldrum, president and chief executive of Myriad, a biotechnology company in Salt Lake City that is leading the venture. The proteome is a term referring to all the proteins in an organism, much as the genome refers to an organism's complete set of DNA, containing all the genes. Others questioned whether the companies could recover their costs selling database subscriptions. Investors have soured to some degree on companies that offer databases, preferring those that directly develop drugs. The Celera Genomics Group, which sequenced the entire genome, is not trying that for the proteome, looking instead only for proteins involved in disease. ''We don't think there's much value in a general survey of proteins,'' said J. Craig Venter, the Celera president. To carry out the protein project, the companies are forming a venture called Myriad Proteomics, which will be half owned by Myriad Genetics, 28 percent by Hitachi, and 4 percent by Oracle, Mr. Meldrum said. The remaining 18 percent would be owned by Friedli Corporate Finance, a Swiss investment group that is a major shareholder in Myriad Genetics. Myriad Genetics is contributing technology valued at $82 million to the venture. The other three companies are investing a total of $85 million in cash and $18 million in software and services from Oracle, he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Apr 2001: C.4.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,431735367,"United States, New York, N.Y.",English,5-Apr-01,Proteins; Genomics,New York Times,News,,,,,,,
+Spherical Motors May Give Robots More Style and Grace,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/spherical-motors-may-give-robots-more-style-grace/docview/431681446/se-2?accountid=14586,"A MECHANICAL engineer who has spent the last 10 years studying robotic arms has created a new type of spherical motor for them that turns in any direction.
+The device, shaped like a ball that rotates in a socket, is the invention of Dr. Gregory S. Chirikjian, a professor at Johns Hopkins University. ''We can rotate this ball in whatever direction we choose,'' he said. Conventional motors turn on an axis moving in one direction.
+Because the new globe-shaped motor gives such a range of play to the artificial arms, wrists or shoulders it may one day direct, it could lead to robots that can reach and grasp objects far more precisely and flexibly than current ones do.
+The idea of spherical motors is not new, Dr. Chirikjian said. ''But this is the first time there's been a spherical motor with this range of motion.''
+The motor is made from a plastic globe embedded with magnets and spun by computer-controlled electromagnets that tug on it at the command of complex software. It may be useful not only in robotic wrists, elbows and shoulders, allowing them to move forward, backward, sideways and around, but it may also be employed in omnidirectional wheels for mobile robots, and in highly flexible conveyor systems that will be able to sort and direct objects precisely. It may even make possible an assertive computer mouse that moves the user's hand, rather than waiting for the user to decide where to go.
+''Right now you move the mouse,'' Dr. Chirikjian said. ''But with the spherical motor, there could be a tug of war if the computer thinks you should go a different way -- for instance, when you've done a search and you think one site is promising, but the computer has a different opinion.'' If you have asked a program to assign priorities to e-mail messages, for instance, the mouse might provide a tactile prompt to direct you to notes from some people on the list and not to others.
+Dr. Chirikjian built the motor with a Johns Hopkins graduate student, David Stein. Dr. Edward Scheinerman, chairman of the mathematical sciences department at the university, collaborated with them in developing an original way to measure the orientation of the globe.
+The team has applied for patents on the prototype, which they have presented at several conferences. The latest refinements to the prototype will be introduced at the International Electrical and Electronics Conference on Robotics and Automation in Seoul, Korea, in May.
+Right now the motor is about a foot in diameter, more along the lines of a minirobot than a microrobot. ''But if industry likes the idea, then we'll work with someone to shrink the motor,'' Dr. Chirikjian said.
+The spherical motor offers the prospect of robot arms that are considerably more precise than current versions. ''Right now, to build a robot arm that is highly articulated,'' Dr. Chirikjian said, ''we need a lot of joints and a lot of motors.''
+Currently, robot arms that move in three dimensions require at least six conventional motors, all linked together, to position and orient an object. Each link or structure connecting the motors, though, adds a little bit of jiggle -- and consequently, a little bit of error.
+''Since spherical motors give more axes of rotation from a single motor, the robot needs fewer motors,'' said Dr. Kevin M. Lynch, a professor of mechanical engineering who specializes in robotics at Northwestern University. ''With fewer motors, we need fewer links between motors. With fewer links, we have less positioning error due to bending of links.''
+Dr. Jonathan E. Luntz, a professor of mechanical engineering at the University of Michigan who is interested in highly flexible robots, said: ''This is an important invention. The real advantage is that it is so much more compact and because of the fewer linkages, more accurate.''
+The spherical motor could one day be used for conveyor systems that move objects not only forward, but also in other directions. Dr. Luntz works on the problem of creating arrays of actuators to move objects. ''I could really use motors like this,'' he said.
+Because the motors are so flexible, they can orient each object on them. Items on an assembly line, for instance, could pass one another or spin off in various directions for sorting.
+If an actuator array was in the middle of a circle at a manufacturing plant, Dr. Luntz said, it could shuttle each part to the machine that was appropriate. ''At present,'' he said, ''each part has to wait in line, rather than, for instance, going across the middle.''
+To make the motor prototype, the Johns Hopkins team took apart unpainted plastic globes, glued special magnets into precisely calculated spots inside them and put them back together to form the rotor, or rotating part of the motor. The top half of the globe is exposed. The bottom half rests in the fixed part of the motor, or stator. The device looks a lot like a soccer ball sitting on the rim of a can.
+There are 16 electromagnets inside the stator that can be turned on or off by software. Dr. Scheinerman explained, ''This tug of the permanent magnets inside the ball makes it spin.''
+''A key thing in the design,'' Dr. Chirikjian said, ''is that the stator does not envelop the rotor. This is different than other spherical motors.''
+It is one thing to move the ball, another to know its precise orientation once you've done so. Determining orientation was the job of Dr. Scheinerman, who did the research on a National Science Foundation grant that is meant to get mathematicians involved with other disciplines, like, as in this case, mechanical engineering. ''I was supposed to bring mathematical tools to my colleagues, and they bring different applications to me,'' Dr. Scheinerman said. ''That's exactly what happened.''
+Illustration Drawing (Mary Ann Smith)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Spherical+Motors+May+Give+Robots+More+Style+and+Grace&title=New+York+Times&issn=03624331&date=2001-02-01&volume=&issue=&spage=G.9&au=Eisenberg%2C+Anne&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 1, 2001","The spherical motor offers the prospect of robot arms that are considerably more precise than current versions. ''Right now, to build a robot arm that is highly articulated,'' Dr. [Gregory S. Chirikjian] said, ''we need a lot of joints and a lot of motors.'' ''Since spherical motors give more axes of rotation from a single motor, the robot needs fewer motors,'' said Dr. Kevin M. Lynch, a professor of mechanical engineering who specializes in robotics at Northwestern University. ''With fewer motors, we need fewer links between motors. With fewer links, we have less positioning error due to bending of links.'' To make the motor prototype, the Johns Hopkins team took apart unpainted plastic globes, glued special magnets into precisely calculated spots inside them and put them back together to form the rotor, or rotating part of the motor. The top half of the globe is exposed. The bottom half rests in the fixed part of the motor, or stator. The device looks a lot like a soccer ball sitting on the rim of a can.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Feb 2001: G.9.",11/15/17,"New York, N.Y.",,"Eisenberg, Anne",New York Times Company,,Newspapers,431681446,"United States, New York, N.Y.",English,1-Feb-01,Motors; Robots; Design engineering,New York Times,Feature,,,,,,,
+'Software Gap' Solution: Tools and Technology,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/software-gap-solution-tools-technology/docview/431633085/se-2?accountid=14586,"As Internet technology spreads across the economy, the pace may be uneven and the impact uncertain for companies large and small. Yet at least one thing is certain: there will be a huge demand for more software and more reliable software.
+Given that writing software remains as much art as science -- irritatingly immune to the automation that computing itself has brought to other endeavors -- the looming software challenge is stirring concern.
+In a report in 1999, an early warning of the coming ''software gap'' came from a presidential advisory group composed of leading computer scientists from companies and universities. ''Software is the new physical infrastructure of the information age,'' they wrote in framing the issue. ''It is fundamental to economic success, scientific and technical research, and national security.''
+So what is the answer to the software challenge?
+The two main answers, according to computer scientists, are new tools that will make programmers more productive and new technology that will enable more people who use software to program for themselves. And simple economics should speed the process along, they predict, because there could be a handsome payoff for any solutions.
+In the long term, the computer scientists agree, the nation's software challenge is not a body-count issue. The continuing public debate surrounding the ''software gap'' has mainly been focused on the practice of recruiting foreign programmers, who are issued visas for skilled workers, instead of trying to retrain American workers for those jobs. But that is likely to be a short-lived phenomenon, according to the experts.
+As the Internet makes it easier to share work around the world, software will be increasingly procured from a global market, just as sophisticated manufactured products are now. A personal computer is made of components from dozens of countries. And there is not a lot of silicon being baked in Silicon Valley anymore, though the Valley remains a hub of innovation for the chip industry. Software, experts say, will probably follow the same pattern with much research, design and early-stage development centered in America but production shifting overseas. The outsourcing of software today from places like India is just the beginning, they predict. The trend will be accelerated by the spread of high-speed Internet connections internationally and the growing share of the world's programmers trained abroad.
+Irving Wladawsky-Berger, an I.B.M. software executive who is a co-chairman of the president's information technology advisory committee, estimates that by 2005 the software-dependent technology in use will be 100 times the amount today because the plummeting cost of computing devices, all connected to the Internet, will make them more widespread.
+Yet Mr. Wladawsky-Berger also sees several forces that should work to close the gap. One is the shift from software's being a physical product that is shipped to software's becoming a continuous service, delivered over the Internet. The latter approach -- combined with the trend toward making software programs from building blocks of code, or objects -- will enable companies to order up software services tailored to their requirements, reducing their need to have armies of in-house programmers to make customized software.
+Another tool that should reduce the strain on programmers, according to Mr. Wladawsky-Berger, is the rise of more common software standards, a trend led by the Internet and the Web, with its open communications protocols and software interfaces. The trend is being supplemented by the rise of open-source software, like the Linux operating system and the Apache Web server. The underlying code for open-source software is distributed freely, rather than being owned by a single company.
+With traditional proprietary software, programmers spend much time writing software applications to run on a particular vendor's software platform, like Microsoft's Windows, Sun Microsystems' Solaris or I.B.M.'s AIX. ''We have this horrible tower of babble in software, and the more we move to standards, the less we are fragmenting the labor of the programming community,'' Mr. Wladawsky-Berger said.
+Internet computing has also cast old software issues in a new light. In the past, software quality was a constant problem, but in most cases flawed software was a nuisance rather than a catastrophe. Internet commerce, however, depends on reliable systems that are up and running around the clock. And while a flaw that may crash a desktop PC is an irritation, a flaw in a program on the Internet could have severe economic or security consequences.
+So there is suddenly a surge of research interest in software quality. ''Now it's become a very interesting problem,'' said Amitabh Srivastava, a senior researcher at Microsoft. Indeed, the National Science Foundation and the Defense Department earmarked grants last September totaling $3.5 million for a three-year research program, the Open Source Quality Project, led by Alex Aiken of the University of California at Berkeley.
+The software gap has also brought renewed interest in an old vision, that of making everyone a programmer. The idea is to simplify things enough so that nonprofessionals can program. A computer program, after all, is merely a rule-based set of instructions, not all that different, some say, from following a recipe to bake bread. There have been partial steps toward the democratization of programming, from Visicalc, the first electronic spreadsheet, to the hypertext markup language, or HTML, the simplified English-laden computer language used to make Web pages. The reason there are billions of Web pages is because they are easy to build.
+''Bringing the computer science down to end users so they can do some simple application development themselves is an incredibly attractive proposition, '' said Ken Kennedy, a professor at Rice University, who is conducting research on the subject.
+Yet Mr. Kennedy, who is also a member of the presidential advisory committee, said all the suggested answers to the ''software gap'' were likely to be merely positive steps rather than silver-bullet solutions.
+''I venture to say that 20 years from now we'll be talking about the software gap,'' Mr. Kennedy said.
+Photograph Irving Wladawsky-Berger is co-chairman of a technology advisory committee. (Susan B. Markisz for The New York Times); Ken Kennedy, a Rice University professor, researches application development.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=%27Software+Gap%27+Solution%3A+Tools+and+Technology&title=New+York+Times&issn=03624331&date=2000-12-18&volume=&issue=&spage=C.28&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 18, 2000","Yet Mr. [Irving Wladawsky-Berger] also sees several forces that should work to close the gap. One is the shift from software's being a physical product that is shipped to software's becoming a continuous service, delivered over the Internet. The latter approach -- combined with the trend toward making software programs from building blocks of code, or objects -- will enable companies to order up software services tailored to their requirements, reducing their need to have armies of in-house programmers to make customized software. Another tool that should reduce the strain on programmers, according to Mr. Wladawsky-Berger, is the rise of more common software standards, a trend led by the Internet and the Web, with its open communications protocols and software interfaces. The trend is being supplemented by the rise of open-source software, like the Linux operating system and the Apache Web server. The underlying code for open-source software is distributed freely, rather than being owned by a single company. With traditional proprietary software, programmers spend much time writing software applications to run on a particular vendor's software platform, like Microsoft's Windows, Sun Microsystems' Solaris or I.B.M.'s AIX. ''We have this horrible tower of babble in software, and the more we move to standards, the less we are fragmenting the labor of the programming community,'' Mr. Wladawsky-Berger said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Dec 2000: C.28.",11/15/17,"New York, N.Y.",,"Lohr, Steve",New York Times Company,,Newspapers,431633085,"United States, New York, N.Y.",English,18-Dec-00,Software; Internet,New York Times,News,,,,,,,
+"Within G.E.'s Vocabulary, The Honeywell Deal Scans","New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/within-g-e-s-vocabulary-honeywell-deal-scans/docview/431567056/se-2?accountid=14586,"Michael R. Bonsignore, the chief executive of Honeywell International, and John F. Welch Jr., General Electric's chief, sat side by side yesterday on the stage in an NBC studio in the G.E. building in Rockefeller Center. They both looked tired, but only Mr. Welch looked exhilarated.
+The occasion, of course, was the official announcement of the news that had splashed across front pages and Web sites nationwide: General Electric was buying Honeywell in a stock deal worth $45 billion.
+There was little surprise in who seemed the happier of the two. Both men wore open-collared shirts -- a choice that Mr. Welch, put off by the Honeywell penchant for suits, suggested. The setting itself was symbolic -- it had been the RCA building until G.E. bought that company in the mid-80's. Today, few remember the Radio Corporation of America. And most expect Honeywell, too, to be absorbed into the behemoth that is G.E. But how will the merger affect G.E.? When Honeywell is reduced to a brand name and G.E.'s succession plan has played out, will G.E. still be the ''house that Jack built,'' a profit juggernaut that has made investors rich?
+Mr. Welch insists that the merger will provide a double-digit addition to earnings in its first year. Analysts find that easy to accept. They note that both companies make aircraft engines, industrial controls, chemicals and other similar products -- but sell them to different customers.
+And the corporate cultures seem to fit. Honeywell was formed by a merger of Honeywell Inc. and Allied Signal, and Allied -- the larger partner in that deal -- had until this year been run by Lawrence A. Bossidy, a former protege of Mr. Welch's at G.E. Mr. Bossidy and Mr. Welch had sounded the same themes -- Six Sigma quality control; growing services instead of tangible products; Web-enabled sales, service and back-office operations; and a financial discipline that enabled the company to meet or exceed earnings estimates every quarter.
+''This is not going to be any wrenching cultural shift,'' said Rosabeth Moss Kanter, a professor at the Harvard Business School.
+Indeed, at the news conference, Mr. Welch slipped once and referred to Honeywell as Allied. ''We talk the same language,'' he said.
+G.E., though, seems to have a larger vocabulary. Its operating margins and cash flow have been among the best in its areas. ''With G.E. running it, Honeywell would need only a nominal increase in revenue over the next few years to raise its profitability 50 percent,'' said Nicholas Heymann of Prudential Securities.
+He said that G.E.'s industrial automation business was more than twice as profitable as Honeywell's yet sold lower-margin products. ''Lloyd Trotter can wring more blood out of a rock than Honeywell can wring out of a sponge,'' Mr. Heymann said, referring to the head of GE Industrial Systems.
+Still, there are aspects to the acquisition of Honeywell that could raise red flags. Mr. Welch has long said he wanted G.E. to derive more and more of its revenue from services -- yet he has bought a huge bricks-and-mortar company.
+Moreover, Mr. Welch had promised to name his successor this year and retire in April. Now he has agreed to stay until the end of 2001 -- something that could make his successor feel like he was treading water for an extra eight months.
+''People will be looking to Jack for every decision and discounting everything his successor says,'' remarked Richard A. Bettis, a professor at the University of North Carolina's Kenan-Flagler Business School.
+The potential for turmoil goes well below the top management ranks. Honeywell brings 120,000 people to the mix. Many will lose their jobs, but many others will not. And that could make G.E. people quite nervous about whether they will be supervising, reporting to -- or even be replaced by -- a Honeywell person.
+''The headhunters are poised to start dialing right now,'' said John O. Whitney, a management professor at Columbia Business School.
+Still, few G.E.-watchers predict any mass defection. ''They're a classical proving ground for athletes,'' said Theodore Jadick, a partner in the executive search firm Heidrick & Struggles, ''but it will be as tough as ever to woo their people away.''
+And Morton Pierce, head of Dewey Ballantine's mergers-and-acquisitions law practice, said that as for any impatience on the part of Mr. Welch's successor: ''So he's the Prince of Wales for nine months longer. It shouldn't be a problem if everyone knows he's anointed king.''
+Nor do all analysts think that adding industrial operations is such a bad idea. G.E. derives nearly half its revenue from financial services. ''This gives them better balance in sources of earnings,'' said Martin Sankey, a Goldman, Sachs analyst.
+And Honeywell does have lucrative products. For example, it has a large business in fine chemicals, used in pharmaceuticals and electronics -- one that Mr. Welch, a chemical engineer himself, has wanted G.E. to build.
+But perhaps most important, adding Honeywell could actually speed up G.E.'s move to services. Service contracts are a fast-growing part of the aircraft engine business. And, Honeywell not only sells industrial controls, but offers Web-based systems that manufacturers use to improve productivity.
+''G.E. wants to build bridges between manufacturing and services, and Honeywell's products help do that,'' said James N. Kelleher, an analyst with Argus Research.
+Photograph John F. Welch Jr., left, chairman and chief executive of General Electric, and Michael R. Bonsignore, his equivalent at Honeywell International, discussing the acquisition at a New York news briefing yesterday. (Librado Romero/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Within+G.E.%27s+Vocabulary%2C+The+Honeywell+Deal+Scans&title=New+York+Times&issn=03624331&date=2000-10-24&volume=&issue=&spage=C.4&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 24, 2000","There was little surprise in who seemed the happier of the two. Both men wore open-collared shirts -- a choice that Mr. [John F. Welch Jr.], put off by the Honeywell penchant for suits, suggested. The setting itself was symbolic -- it had been the RCA building until G.E. bought that company in the mid-80's. Today, few remember the Radio Corporation of America. And most expect Honeywell, too, to be absorbed into the behemoth that is G.E. But how will the merger affect G.E.? When Honeywell is reduced to a brand name and G.E.'s succession plan has played out, will G.E. still be the ''house that Jack built,'' a profit juggernaut that has made investors rich? G.E., though, seems to have a larger vocabulary. Its operating margins and cash flow have been among the best in its areas. ''With G.E. running it, Honeywell would need only a nominal increase in revenue over the next few years to raise its profitability 50 percent,'' said Nicholas Heymann of Prudential Securities.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Oct 2000: C.4.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,431567056,"United States, New York, N.Y.",English,24-Oct-00,Acquisitions & mergers,New York Times,News,,,,,,,
+Trying to Give Bomb Squad Robots Brains to Match Their Brawn,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/trying-give-bomb-squad-robots-brains-match-their/docview/431472895/se-2?accountid=14586,"SOMETIMES confusion is the mother of invention. A researcher at Sandia National Laboratories in Albuquerque is trying to devise software that will make bomb squad robots easier to use. That will help law enforcement agencies put machines, rather than people, in harm's way when a bomb is suspected.
+The robots are already sophisticated and capable in many ways. The problem is that they can be difficult to use.
+The Albuquerque Police Department is a case in point. After several years of seeking money for a robot to help disarm explosives, the department spent $160,000 in 1998 for a remote-controlled robot called Andros, built by Remotec, a subsidiary of Northrop Grumman. The Albuquerque department, which responds to bomb threats statewide, had one of only two such robots in New Mexico.
+Andros came with an impressive resume. It was designed to pick up a suspicious device and put it in a safe container or use one of its tools to disarm or otherwise disrupt a bomb.
+But soon after the robot was delivered, the department realized that there was a problem. Even though Remotec had given some basic training to department personnel, the officers were having trouble manipulating the robot.
+Andros is a capable machine. It can climb stairs and maneuver through difficult terrain, even crossing ditches. It is sealed to withstand extreme environments and can work on almost any kind of surface. Most important, it has tools to counteract bombs. Remotec will not describe those tools, it says, because it does not want to make that information available to terrorists.
+Andros and other bomb squad robots are generally slow, traveling no faster than five miles per hour, but their every motion must be controlled by a human operator. And since the Albuquerque bomb squad officers train with the robot only about two hours a month, they have found it hard to master its remote controls.
+So while the department says that it has put Andros in service about a dozen times, the robot has only inspected suspicious packages, not disarmed them. Someone from the bomb squad still needs to suit up in 110 pounds of gear to do the real work of keeping the bomb from injuring anyone. ''There have been several other situations where we could have used it,'' said Capt. Ray Schultz, ''but we just weren't comfortable with our proficiency.''
+That problem attracted the attention of Phil Bennett, a mechanical engineer at Sandia, a Department of Energy laboratory operated by a subsidiary of Lockheed Martin. Mr. Bennett is using the laboratory's technology to make bomb squad robots better.
+In March, Mr. Bennett asked to observe the Albuquerque police officers in practice situations. He wanted to learn about the difficulties they were having in controlling Andros and to use that information to design a robot that would be easier to run. The department agreed to his request.
+What Mr. Bennett found was that while bomb squad robots had been designed to be sturdy and accurate, the controls were unwieldy. As a result, the robots were being underused by security officers. ''The option of a robot sounds attractive until you look at what comes off the shelf,'' Mr. Bennett said. ''What we're trying to do is speed up the process of getting the job done.''
+Shawn Farrow, vice president for marketing at Remotec, the world's largest manufacturer of hazardous-duty robots, said that its robots were effective and that it had sold 700 of them. Mr. Barrow said that while automation could make the robots complete their tasks faster, speed was less important than accuracy in bomb situations.
+Mr. Bennett's plan is to adapt for bomb robots a piece of software developed at Sandia for robots that help clean up after environmental disasters. That software, called Smart, for Sandia Modular Architecture for Robotics and Teleoperation, allows a robot to use components, like sensors, made by different vendors.
+Instead of being completely manually controlled, a robot equipped with Smart could be given sensors that would allow it to make some decisions on its own. The robot could figure out the best path to a point in a room, center itself in a doorway or grip a bomb on its own. That would free security personnel to focus on what steps to take when there was a bomb threat, Mr. Bennett said, rather than focusing on controlling the robot's every move.
+It could take up to three years of development, testing and evaluation before bomb squad robots controlled by Smart software could be manufactured and sold by the private sector, Mr. Bennett said. If all goes well, he said, the robots will be able to complete their tasks in half the time they do now. And as terrorists develop new types of bombs, a robot using Smart could adapt to the new threats.
+''Handling bomb threats is one of law enforcement's most treacherous tasks,'' Mr. Bennett said. Smarter robots ''will take some of the burden off the operator's mind while he's figuring out what to do next.''
+And while it will be difficult to switch the current generation of robots to the Smart system, upgrades will be easy for robots built with Smart controls. That will help law enforcement agencies save money, Mr. Bennett said.
+''Police agencies have a very limited budget,'' he said, ''and those who can afford to have a robot, or who have gone through the pain of getting funds allocating to buy a robot, want to use them for as many situations as they can.'' While many major cities, like New York, have bomb-disrupting robots, the technology may be picked up by smaller cities when it becomes more adaptable and easily upgradable.
+Fortunately, the Albuquerque Police Department has never suffered an injury or death from a bomb, Captain Schultz said. But now that the squad has had a taste of using robots to handle bomb threats, he wants robots to play a greater role in their policing -- once they become easier to use.
+''We got this great robot,'' he said. ''We want to be able to use it to our full potential.''
+Illustration Drawing (Mary Ann Smith)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Trying+to+Give+Bomb+Squad+Robots+Brains+to+Match+Their+Brawn&title=New+York+Times&issn=03624331&date=2000-06-22&volume=&issue=&spage=G.14&au=Sorid%2C+Daniel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 22, 2000","Mr. [Phil Bennett]'s plan is to adapt for bomb robots a piece of software developed at Sandia for robots that help clean up after environmental disasters. That software, called Smart, for Sandia Modular Architecture for Robotics and Teleoperation, allows a robot to use components, like sensors, made by different vendors. It could take up to three years of development, testing and evaluation before bomb squad robots controlled by Smart software could be manufactured and sold by the private sector, Mr. Bennett said. If all goes well, he said, the robots will be able to complete their tasks in half the time they do now. And as terrorists develop new types of bombs, a robot using Smart could adapt to the new threats. The Albuquerque Police Department is a case in point. After several years of seeking money for a robot to help disarm explosives, the department spent $160,000 in 1998 for a remote-controlled robot called Andros, built by Remotec, a subsidiary of Northrop Grumman. The Albuquerque department, which responds to bomb threats statewide, had one of only two such robots in New Mexico.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 June 2000: 14.",11/15/17,"New York, N.Y.",Albuquerque New Mexico,"Sorid, Daniel",New York Times Company,,Newspapers,431472895,"United States, New York, N.Y.",English,22-Jun-00,Bombs; Explosives; Robots; Tactical units; Police,New York Times,Feature,,,,,,,
+Happy (Yawn) New Year,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/happy-yawn-new-year/docview/431341967/se-2?accountid=14586,"Continental Airlines paid $18 million to have a ho-hum New Year. That's what it got.
+''New Year's Eve was quite boring on our part,'' said Catherine Stengel, a spokeswoman for Continental.
+Actually, Continental did see some excitement as the first commercial carrier to greet the year 2000, Ms. Stengel said.
+A Continental flight from Guam to Saipan at 2 a.m. on Jan. 1 -- or 10 a.m. E.S.T. on Dec. 31 -- was the year's first commercial departure anywhere in the world, she said, and its 12:11 a.m. flight from its hub here to Santiago, Chile, was the first from New Jersey.
+Neither plane fell out of the sky.
+The $18 million is what Continental spent to gird for the big Y2K computer rollover, Ms. Stengel said, even though much of its young fleet of Boeing 737's, 757's and 777's, rolled off the assembly line with computers already programmed for the 00's.
+''We knew nothing would happen,'' Ms. Stengel said.
+And so it did -- or did not.
+The Year 2000 is here, and New Jersey still is, too. The automated apocalypse feared by nail-biting Luddites never came.
+Hospital respirators and nursing home elevators kept humming, the State Department of Health and Senior Services reported. Chemical plants did not explode and other business went on as usual, according to the Business and Industry Association. The State League of Municipalities assured that toilets indeed flushed. And the 80 emergency management specialists bracing for the worst in a bunker at State Police headquarters in Trenton might as well have spent the night partying.
+''Y2K was a non-event from a state emergency management standpoint,'' said John Hagerty, a State Police spokesman.
+An obvious question is whether nothing happened because of the Y2K preparations, or would nothing have happened anyway? As Dave Ross, a radio commentator for CBS News, said last week: ''These big non-events don't just not happen. It takes a lot of work to make them not happen.''
+But the people in charge of being ready for the new year took their jobs very seriously. Wendy W. Rayner, chief information officer for the state, made essentially the same point as Mr. Ross, although in more serious terms.
+''No one will know if we're doing what we're supposed to do,'' said Ms. Rayner, who said the flaws that occurred elsewhere were evidence that the problem was real.
+And in testing the Y2K readiness of the state's computers, Ms. Rayner said there were several programs -- for writing heating subsidy checks, for example -- that did not make a proper transition from 1999 to 2000. ''We would have gotten checks dated 1900,'' Ms. Rayner said.
+Ms. Rayner said the state also used the readiness effort to revamp some of its outmoded computer systems. The Department of Community Affairs, in particular, was still living in an earlier age. Now, as a result of upgrades, the state agency with the most direct contact with municipalities can do its work faster and more efficiently.
+State officials said that much of the work involved in getting the state ready was done by state employees, and that the cost of all the readiness was not clear.
+William Dressel, executive director of the State League of Municipalities, which began a Y2K readiness campaign more than two years ago, said spending ranged widely, depending on a community's size and degree of automation. Newark alone spent about $10 million to be ready, he said.
+''It was time well spent by every governmental entity that went through the process of looking at their security systems, looking at their water filtration systems,'' Mr. Dressel said.
+As for Mr. Dressel, he said he learned just how useful the Internet can be as a tool for lobbying, one of the league's chief functions. The organization's Y2K website got as many as 17,000 hits in a single month, he said, and helped win passage of a state law granting municipalities immunity from lawsuits.
+The private sector paid the highest price for readiness.
+''I think you could easily say that billions of dollars were spent here in New Jersey on Y2K compliance,'' said Christopher Biddle, a spokesman for the Business and Industry Association.
+Mr. Biddle said he was unaware of any Y2K-related industrial accidents or financial foibles. The association has not surveyed its 1,300 member businesses on the subject. And, he pointed out, ''Most companies are not going to go out of their way to publicize Y2K mishaps.''
+Much of the $520 million that Merrill Lynch and Company spent on Y2K readiness was in New Jersey, where 11,000 of its 65,000 employees work in back offices in Jersey City and in the company's asset management and private business services, in Somerset and Princeton.
+The preparations gave the company a head start in areas like the decimalization of stock prices -- no more ''down an eighth,'' said John McKinley, the company's chief technology officer.
+''I knew things were going well on Sunday,'' said Mr. McKinley, who worked on the New Year's weekend, ''when I visited the various command centers and I saw more football games on than CNBC.''
+Word of problems, particularly consumer-related ones, may not emerge for several months, said Mr. Biddle, the association spokesman, possibly through lawsuits. Some accidents may be waiting to happen.
+''If nothing happens, the money was well spent,'' Mr. Biddle reflected. ''You could always, if you wanted, be a Monday morning quarterback and say that too much was spent. But there's no way to know.''
+Photograph Mike Augustyniak, left, and Dennis Dura, on call at State Police barracks in Trenton. (Laura Pedrick for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Happy+%28Yawn%29+New+Year&title=New+York+Times&issn=03624331&date=2000-01-09&volume=&issue=&spage=14NJ.6&au=Strunsky%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14NJ,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 9, 2000","Actually, Continental did see some excitement as the first commercial carrier to greet the year 2000, Ms. [Catherine] Stengel said. A Continental flight from Guam to Saipan at 2 a.m. on Jan. 1 -- or 10 a.m. E.S.T. on Dec. 31 -- was the year's first commercial departure anywhere in the world, she said, and its 12:11 a.m. flight from its hub here to Santiago, Chile, was the first from New Jersey. The $18 million is what Continental spent to gird for the big Y2K computer rollover, Ms. Stengel said, even though much of its young fleet of Boeing 737's, 757's and 777's, rolled off the assembly line with computers already programmed for the 00's.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Jan 2000: 6.",11/15/17,"New York, N.Y.",,"Strunsky, Steve",New York Times Company,,Newspapers,431341967,"United States, New York, N.Y.",English,9-Jan-00,,New York Times,NEWSPAPER,,,,,,,
+"How the Elegant Practice of a Craft Can Be High Tech, Too","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/how-elegant-practice-craft-can-be-high-tech-too/docview/431320830/se-2?accountid=14586,"When Curtis Erpelding, a cabinetmaker in the Seattle area, wanted to hold a piece of wood firmly on his bench, he used an ingenious method: he would jam a long pole with one end against a ceiling rafter, the other against the board. He adjusted the tension by moving the pole slightly one way or the other on the rafter. No need to keep cranking a vise to clamp the wood in place; just one swift motion.
+Should this simple, gadgetless approach be considered an example of high technology, low technology or no technology?
+The answer isn't immediately obvious. In recent years, high technology has, in common parlance, often come to be associated with Silicon Valley and its various activities. ''The Dictionary of Cultural Literacy,'' for example, defines high technology as ''industries and firms that use or produce advanced technology, especially in electronics.'' But when one shifts from computer to other areas -- like the craft world -- the meaning of high-tech is not so clear.
+During a recent woodworking class in Hampton, N.H., an engineer suggested that the joinery the class was learning was ''really high tech.'' The teacher said no, it wasn't -- it had been around for centuries.
+High-tech, the engineer countered, had nothing to do with when something was done and it had nothing to do, per se, with computers or other newfangled gear. Rather, it was an elegant solution to a problem.
+The late David Pye, a craftsman and a professor of furniture design at the Royal College of Art in London, touched tangentially on the technology issue in his 1968 book, ''The Nature and Art of Workmanship'' (reprinted in 1998 by Cambium Press).
+Mr. Pye saw two kinds of craftsmanship:
+First, and by far the oldest, was the ''workmanship of risk,'' a phrase he used to describe workmanship in which ''the quality of the result is not predetermined, but depends on the judgment, dexterity and care which the maker exercises as he works.'' The object being made is at risk because one slip of the hand could ruin the piece. This, by the standard of the Dictionary of Cultural Literacy, would seem to be a low-technology approach.
+The second type, which at first sounds like a higher-tech approach, he called the ''workmanship of certainty,'' which, he said, was ''always to be found in quantity production, and found in its pure state in full automation.'' This approach goes back to the Middle Ages, at least in embryonic form. (One is reminded of the probably apocryphal story of the Japanese company that delivered 10,000 computer chips to an American customer with 100 defective chips in a separate container with a note voicing puzzlement over why the work order specified a maximum 10 defective chips per 1,000 chips ordered.)
+Mr. Pye went on to say that technique was ''the knowledge of how to make devices and other things out of raw materials,'' and technology was ''the scientific study and extension of technique.'' Workmanship, therefore, became ''the application of technique to making, by the exercise of care, judgment and dexterity.''
+Now, by this definition of technology, Mr. Erpelding's long pole extends his technique and his technology almost right through the roof. He is so far behind state-of-the-art devices that he ends up out in front with a tool so simple it's advanced.
+Indeed, the third edition of the ''American Heritage Dictionary'' seems to agree that Mr. Erpelding is using some form of high technology: ''Technology that involves highly advanced or specialized systems or devices.''
+That doesn't mean that the ''Dictionary of Cultural Literacy'' definition, which centers on ''advanced technology and devices,'' doesn't have a home in the woodworking world. Some factories use computer-guided routers and other machines, for example, to make furniture and home parts and to cut wood to exact dimensions.
+Leonard Lee, the president of Lee Valley Tools, based in Ottawa, Ontario, says rare earth magnets, an outgrowth of research at the Oak Ridge labs, are ''permeating the woodworking world at the moment,'' especially as fasteners or catches for doors. ''You can embed these, put a piece of veneer over them and they will still function,'' he explained, and they don't lose their magnetism after a few years.
+Of even more interest to woodworkers, said Mr. Lee, is the development of an extremely hard metal that doesn't crystallize. ''The only difficulty,'' he said, ''is that it's harder than diamond. That one,'' he added, ''is going to be absolutely revolutionary when they master the process of forming it so that it will not require sharpening.''
+Yet the underlying notion that high technology is somehow better than seemingly less-advanced tools seems misplaced in the craft world. After all, is an electronic caliper that measures down to a thousandth of an inch superior to a nonelectronic caliper that measures down to a thousandth of an inch? Or is a centuries-old abacus less efficient than a new but slower solar-powered digital calculator?
+If function is the ultimate measure, that digital calculator might actually be worse than the abacus for simple arithmetic applications -- if for no other reason than its greater likelihood to break down.
+So where does that leave the definition of high technology in the craft world, where the beauty of the object created is usually more important than which tools were used to achieve that beauty? Clearly, new cutting tools that never needed sharpening would be a tremendous leap forward and would count as high technology; but that doesn't mean that simple devices that solve other problems just as effectively are not also examples of high technology, albeit high-tech in the slow lane.
+Anyone who has watched the shavings fly as wood is transformed into beautiful furniture can attest that there is something almost magical about watching a truly skilled craftsman at work. And as the science-fiction writer Arthur C. Clarke observed, ''Any sufficiently advanced technology is indistinguishable from magic.''
+Presumably that magic is, in turn, indistinguishable from advanced technology.
+Photograph Old tech that's still high tech: In a 17th-century joiner's shop, a pole propped against the ceiling holds down a piece of wood. (Spruance Library of the Bucks County Historical Society/From ''The Workbench Book'' by Scott Landis [Taunton Press])",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=How+the+Elegant+Practice+of+a+Craft+Can+Be+High+Tech%2C+Too&title=New+York+Times&issn=03624331&date=1999-12-04&volume=&issue=&spage=B.11&au=Wellman%2C+Bill&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 4, 1999","When Curtis Erpelding, a cabinetmaker in the Seattle area, wanted to hold a piece of wood firmly on his bench, he used an ingenious method: he would jam a long pole with one end against a ceiling rafter, the other against the board. He adjusted the tension by moving the pole slightly one way or the other on the rafter. No need to keep cranking a vise to clamp the wood in place; just one swift motion. Should this simple, gadgetless approach be considered an example of high technology, low technology or no technology? The answer isn't immediately obvious. In recent years, high technology has, in common parlance, often come to be associated with Silicon Valley and its various activities. ''The Dictionary of Cultural Literacy,'' for example, defines high technology as ''industries and firms that use or produce advanced technology, especially in electronics.'' But when one shifts from computer to other areas -- like the craft world -- the meaning of high-tech is not so clear.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Dec 1999: B, 11:1.",11/15/17,"New York, N.Y.",,"Wellman, Bill",New York Times Company,,,431320830,"United States, New York, N.Y.",English,4-Dec-99,High technology; Craftsmen,New York Times,News,,,,,,,
+Satisfying an Age-Old Thirst,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/satisfying-age-old-thirst/docview/431178827/se-2?accountid=14586,"NEARLY half a century ago, on Feb. 21, 1952, the front page of The New York Times hailed a ''revolutionary process'' for turning sea water into drinkable drops. The process was complicated and expensive, requiring lots of energy to push water through membranes that filtered out salt. Still, the article predicted that desalting would ''open vast new reservoirs of fresh water'' for use ''wherever water is now scarce.''
+Well, not quite. People drink desalted ocean water in some Caribbean hotels and in big swaths of Saudi Arabia, and local authorities in Santa Barbara, Calif., and Key West, Fla., have toyed with the process at times. But desalting plants do not dot the world's coasts, and water shortages have not been consigned to history.
+Yet those rosy predictions from 1952 may have only been premature. Years of gradual improvements in membranes, declining energy costs, growing water demand and fears about groundwater contamination are combining to make widespread commercial-scale desalting viable.
+''A lot of people spent decades sweating the details of bringing costs down and reliability up, and it's finally paying off,'' said James D. Birkett, director of the International Desalination Association.
+And Arthur L. Goldstein, the chairman of Ionics, a desalting pioneer in Watertown, Mass., has taken to comparing the industry's time line to that of aviation. It took decades from the Wright Brothers' first plane ''for airline transportation to become commercial,'' Mr. Goldstein said.
+Sea-water desalting still isn't cheap. Even at the most efficient plants, a thousand gallons of desalted water costs around $2 to produce, twice the typical cost of water pumped from underground aquifers or other freshwater sources.
+But in many places, those sources are contaminated, overused or out of reach.
+''Desalination is always more expensive than getting water from a lake or river, but those aren't always options,'' said Larry Pelegrin, vice president of sales for Hydranautics, the Oceanside, Calif.-based membrane technology subsidiary of the Nitto Denko Corporation of Japan.
+In many parts of California, for example, the options have narrowed to desalting ocean water or treating waste water, a choice that often brings the local citizenry into the desalting camp, fast. ''It's a lot cheaper to treat waste water, and it yields perfectly clean water, but the idea just disgusts people,'' observed Karen G. Rasmussen, a water industry analyst at Frost & Sullivan, a research firm in San Francisco.
+SO ocean desalting is moving to the fore when cities need to shore up water supplies -- and not just coastal cities. ''As desalination prices keep going down, it could make economic sense for a desalting plant in California to pipe clean water to inland cities hundreds of miles away,'' said Robert W. McIlvaine, president of the McIlvaine Company, a research firm in Northbrook, Ill.
+Engineering and construction companies, membrane manufacturers and water treatment specialists say they are swamped with requests for information and are increasingly asked to bid on projects.
+Lance Johnson, who runs global marketing for the water treatment business of Dow Chemical, called sea-water desalination ''one of our biggest growth areas.''
+Poseidon Resources, based in Stamford, Conn., until recently a wholesale provider of electricity, has sold its power plants to concentrate on providing water, particularly through desalting. ''Wholesale power is mature, but this water industry is in its infancy,'' said Walter Q. Howard, Poseidon's president. And a recent McIlvaine study found desalting to be one of the fastest-growing markets for membrane makers.
+The Middle East, Spain and other arid places are eager buyers of desalting plants. Singapore, tired of relying on neighboring Malaysia for its drinking water supply, plans a 36 million-gallon-a-day plant. Even Britain, whose reputation as a dank, wet place ignores large areas on its eastern coast where fresh water is scarce, has a desalting plant under construction.
+Not surprisingly, North American corporations want to capitalize on the growth. Hydranautics just relocated an executive to Abu Dhabi, and Zenon Environmental, a water treatment company in Burlington, Ontario, recently set up a subsidiary in the Middle East.
+''Desalination is a really healthy global industry that is going to grow at a significant rate,'' said James W. Hotchkies, a manager of business development for Zenon.
+It already has for Osmonics, a membrane and pump company in Minnetonka, Minn. In three years, desalting has quintupled to 10 percent of Osmonics sales, ''and I wouldn't be surprised if it becomes a third of our business,'' said D. Dean Spatz, the chief executive.
+Desalting's prospects in the United States may rest heavily on a closely watched project in Florida, where depletion of ground water threatens vital wetlands. Tampa Bay Water, the water utility serving Tampa, St. Petersburg and New Port Richey, recently hired a consortium led by Poseidon and Stone & Webster to build a plant that will yield 25 million gallons a day, or 10 percent of the area's water usage, at a cost that will average $2 for every 1,000 gallons over 10 years. The plant is scheduled to begin production in 2002.
+The consortium will design, build and run the plant for the utility under a single contract, an approach that allows it to make advantageous trade-offs like installing automation equipment to save on operating labor and using more expensive but more efficient pumps. Such combinations would be impossible if Tampa Bay followed the traditional route of seeking competitive bids for each facet of the plant.
+Even the consortium's competitors wish the project well.
+''Desalination has never had a lot of public support in the United States,'' said Fared Salem, the desalination industry manager for the DuPont Company, a major supplier of membranes and a losing bidder on the Tampa project. ''But maybe Tampa will cause renewed interest in a technology that can really address the 21st century's water problems.''
+Chart ''From Brackish to Potable''
+Of the three main ways to turn salt water into drinkable water on a commercial scale, two depend on special-purpose membranes that have improved and fallen in price in recent years. The third, distillation, requires much more energy than membrane systems do.
+Electrodialysis
+When electric charge is applied, membranes allow ions from dissolved salts to pass through and be carried off in brine, leaving fresh water behind.
+Reverse Osmosis
+When sea water is under high pressure, water molecules, but not salts, pass through membranes and are collected for use, leaving brine behind.
+(Source: International Desalination Association)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Satisfying+an+Age-Old+Thirst&title=New+York+Times&issn=03624331&date=1999-05-16&volume=&issue=&spage=3.5&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05550362&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 16, 1999","NEARLY half a century ago, on Feb. 21, 1952, the front page of The New York Times hailed a ''revolutionary process'' for turning sea water into drinkable drops. The process was complicated and expensive, requiring lots of energy to push water through membranes that filtered out salt. Still, the article predicted that desalting would ''open vast new reservoirs of fresh water'' for use ''wherever water is now scarce.'' Well, not quite. People drink desalted ocean water in some Caribbean hotels and in big swaths of Saudi Arabia, and local authorities in Santa Barbara, Calif., and Key West, Fla., have toyed with the process at times. But desalting plants do not dot the world's coasts, and water shortages have not been consigned to history. In many parts of California, for example, the options have narrowed to desalting ocean water or treating waste water, a choice that often brings the local citizenry into the desalting camp, fast. ''It's a lot cheaper to treat waste water, and it yields perfectly clean water, but the idea just disgusts people,'' observed Karen G. Rasmussen, a water industry analyst at Frost & Sullivan, a research firm in San Francisco.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 May 1999: 5.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,431178827,"United States, New York, N.Y.",English,16-May-99,Water supply; Desalination; Oceans; Profitability,New York Times,News,,,,,,,
+Con Ed Workers Protest Union's Takeover of Local and Leader's Ouster,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/con-ed-workers-protest-unions-takeover-local/docview/431111227/se-2?accountid=14586,"Thousands of Con Ed workers are angry at their Washington-based parent union for taking direct control of their 10,000-member local in July and ousting their popular leader, who plans to renew calls to a Federal judge this week to end the trusteeship.
+More than 6,000 members of Local 1-2 of the Utility Workers Union of America have signed a petition protesting the decision to remove their leader, Joseph Flaherty, and put the union into trusteeship. Mr. Flaherty's supporters, who say he was a forceful leader who had obtained improved pensions and unusual job security guarantees for them, asserted that the president of the national union had engineered a crude power play to push aside an outspoken critic and potential challenger for the presidency.
+''I look at the folks from the national union as terrorists who took over the local for no reason whatsoever,'' said Harry Farrell, a trouble-shooter on high-voltage problems for Con Ed. ''They know Joe Flaherty was a powerful union leader. His integrity was impeccable. In my 34 years in the union, we never had a leader like Joe Flaherty.''
+But Donald E. Wightman, president of the parent union, the 45,000-member Utility Workers Union, said the union took over its largest local and removed Mr. Flaherty to rescue it from insolvency and from a leader who was stifling dissent and democracy. Mr. Wightman also said the local had wasted hundreds of thousands of dollars on excessive legal fees and a bloated payroll. He said allegations that Mr. Flaherty was being punished for his outspoken opposition were absolutely false.
+Mr. Flaherty had repeatedly accused Mr. Wightman of violating Federal law by accepting utility industry money to set up forums against deregulation of the electric industry. Both the union and the utilities fear deregulation will mean competition and layoffs. But Mr. Wightman said his lawyers advised him it was legal to use the money for that purpose.
+For five months, the two sides have furiously swapped charges and countercharges. Judge Loretta A. Preska of Federal District Court in Manhattan has been sifting through the conflicting accounts, but so far has upheld the trusteeship. This week, Mr. Flaherty plans to file new court papers asking the judge to reinstate him as the local's chief executive -- his formal title was business manager -- or to order a new election at the local. Since his ouster, Mr. Flaherty, who had headed the local since 1991, has returned to his work in a manhole, splicing cables.
+Regardless of who wins the court battle, both sides agree that this has been an ugly, painful episode not only for a respected union local, but also for New York City's labor movement, which has been scarred by a corruption scandal at District Council 37, the giant municipal union.
+The dispute has also hurt Consolidated Edison. The utility negotiated a two-year contract extension with James P. Keller, the trustee running the local, but Mr. Flaherty turned the ratification vote into a referendum on the trusteeship, and the extension was overwhelmingly defeated, by a more than 2 to 1 margin last month.
+Mr. Wightman said he had acted courageously in removing Mr. Flaherty. ''If you put a local into trusteeship, you're hated,'' he said. ''It's not the most popular thing to do. Whether the members knew it or not, there was financial malpractice. If I didn't act, that local was as close to being insolvent as you can be.''
+Mr. Wightman said that under Mr. Flaherty, the local's net assets fell to $1 million from $3.5 million. And that, he said, was before Mr. Flaherty projected a $500,000 deficit for last year. Mr. Wightman attacked Mr. Flaherty for widespread excessive spending -- a $4,000 weekly retainer to the local's general counsel, more than $2 million a year for wages and benefits for the local's 20 full-time officers and more than $200,000 a year for leased cars and auto insurance.
+Mr. Wightman said it was wasteful to have 20 full-time officers. And he faulted Mr. Flaherty for not reducing the union's staff when membership fell to 10,000 from 13,000, after reductions in the Con Ed work force because of automation. He also attacked Mr. Flaherty for paying legal fees with money from the fund meant to support members during a strike, without first getting members' approval.
+''The local was, for all practical purposes, bankrupt,'' Mr. Keller, the trustee, said. ''Unfortunately, for years the members were informed only by what he told them.''
+Mr. Flaherty acknowledged that the local's finances were in bad shape, but he said that they were no worse than when he was elected as its leader. The main reasons for the local's financial woes, he said, were the drop in membership and the million dollars a year in dues sent to the national union.
+He said he acted frugally, noting that he cut his salary to $95,000 from $100,000 and had officers give up leased luxury cars in favor of Ford Tauruses. He insisted that the local's staff was smaller than when he took the local's helm. Mr. Flaherty said that when he had the bylaws amended to allow him to reduce the number of officers to save money, the national union attacked him for trying to force out officers who disagreed with him.
+''This trusteeship is an outrage,'' Mr. Flaherty said. ''It's purely political. They could have trusteed me any time, but they only did it after I criticized the national president. If I was a good boy and kept my mouth shut, I'd still be there.''
+Photograph Joseph Flaherty was ousted from his post in a utility workers' local. (Norman Y. Lono for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Con+Ed+Workers+Protest+Union%27s+Takeover+of+Local+and+Leader%27s+Ouster&title=New+York+Times&issn=03624331&date=1999-01-10&volume=&issue=&spage=1.21&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05367214&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 10, 1999","More than 6,000 members of Local 1-2 of the Utility Workers Union of America have signed a petition protesting the decision to remove their leader, Joseph Flaherty, and put the union into trusteeship. Mr. Flaherty's supporters, who say he was a forceful leader who had obtained improved pensions and unusual job security guarantees for them, asserted that the president of the national union had engineered a crude power play to push aside an outspoken critic and potential challenger for the presidency. But Donald E. Wightman, president of the parent union, the 45,000-member Utility Workers Union, said the union took over its largest local and removed Mr. Flaherty to rescue it from insolvency and from a leader who was stifling dissent and democracy. Mr. Wightman also said the local had wasted hundreds of thousands of dollars on excessive legal fees and a bloated payroll. He said allegations that Mr. Flaherty was being punished for his outspoken opposition were absolutely false. Mr. Flaherty had repeatedly accused Mr. Wightman of violating Federal law by accepting utility industry money to set up forums against deregulation of the electric industry. Both the union and the utilities fear deregulation will mean competition and layoffs. But Mr. Wightman said his lawyers advised him it was legal to use the money for that purpose.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Jan 1999: 21.",6/12/19,"New York, N.Y.",,"Greenhouse, Steven",New York Times Company,,Newspapers,431111227,"United States, New York, N.Y.",English,10-Jan-99,Union leadership; Demonstrations & protests; Petitions; Insolvency; Deregulation,New York Times,News,,,,,,,
+You Gotta Believe! 13's the Lucky Number,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/you-gotta-believe-13s-lucky-number/docview/431000538/se-2?accountid=14586,"Long before today, they called themselves the Lucky 13.
+Long before the country was seized by a frenzy of lottery mania, jamming traffic in towns across the country as rabid ticket-buyers waited endlessly in line for a fantastically slim chance at instant riches, they were ponying up a few dollars a week, figuring that someday their luck would change.
+Today, it did. Thirteen men of very modest means, assembly-line workers at an industrial parts factory here just north of Columbus, said they had the winning ticket for the biggest American lottery ever, the $295.7 million Powerball jackpot.
+The men opted to take their winnings in a lump sum of about $161.5 million rather than to receive payments totaling $295.7 million over 25 years, said Indiana lottery officials, who still have to verify the winning ticket. Each man expects to collect about $12.42 million before taxes.
+''It took a long time to believe we actually hit it,'' said John Jarrell, one of the 13, a stocky man with a droopy mustache. He and his wife, Sandy, stood outside their northeast Columbus home wearing black motorcycle T-shirts and jeans and said one of the first things they would buy would be a ''hers'' Harley-Davidson to match the one Mr. Jarrell already has.
+''You go from totally excited to scared to death,'' said Mr. Jarrell, 34. ''We're really getting nervous and scared what we're going to do with all this money.''
+Mr. Jarrell was the first of the 13 to identify himself publicly today. The rest had decided to remain anonymous as long as they could, said a lawyer, Laurence Sturtz, who spoke on behalf of the men. ''They're trying to figure out what they're going to do with the rest of their lives,'' Mr. Sturtz said. ''These are guys who decided every night whether they were going to work overtime or go home and be with their family. They don't have to do that anymore.''
+The record Powerball jackpot stirred everyday people into pandemonium over a prize that everyone knew was virtually impossible to win, with 80.1 million possible combinations for the jackpot. In New York and New Jersey, scalpers sold Powerball tickets for twice the price. Stores along state lines in 20 states and the District of Columbia had lines of salivating ticket buyers waiting for hours.
+Greenwich, Conn., the first interstate exit and the first train station over the state line from New York, was so flooded with fortune seekers that the Connecticut Lottery Corporation agreed to suspend ticket sales there if nobody won the lottery this round. And Gov. John G. Rowland said he would reimburse the town for the police overtime required to watch over the hordes from New York and New Jersey.
+Connecticut sold more tickets than any other state -- $32 million -- but cash registers at all 45,000 outlets selling Powerball tickets were whirring overtime. All told, 210,800,000 tickets were sold for this drawing, said Charles Strutt, executive director of the Multi-State Lottery Association, which runs Powerball.
+The blizzard of ticket buying was so furious that even the co-creator of Powerball was taken aback. This was not exactly what he had intended, said Edward J. Stanek, the commissioner of the Iowa Lottery.
+''It is inappropriate for someone to wait in line for three to eight hours for a game,'' he said. ''It is inappropriate for someone coming home from work to get caught in a traffic jam trying to exit the freeway or for someone to suffer heat exhaustion waiting to buy a $1 ticket. You would expect those kinds of lines for a Rolling Stones concert or a sporting event, but the lottery is supposed to be more consumer friendly.''
+The previous record jackpot for a single winner, $195 million, was won just two months ago by a retired electrician, Frank Capaci, from Streamwood, Ill., a working-class suburb of Chicago.
+''No one expected to have another jackpot like this so soon,'' Mr. Strutt said.
+Mr. Stanek added: ''There are also some philosophical issues that I certainly don't have the answers to. Is there such a thing of having too big of a jackpot? This is probably something that should be a matter of review.''
+The 13 workers, employed at Automation Tooling Systems in Westerville, were no doubt conducting their own review today as they swallowed the news that their lottery habit had finally paid off.
+Ranging in age from 20 to 50, the men, who all work in the machine shop, had christened themselves ''the Lucky 13'' years ago when they began playing the Ohio lottery every week, Mr. Sturtz said. At various times, he said, other workers had wanted to join, but the baker's dozen kept their club exclusive.
+This week, the men each kicked in $10 to buy 130 tickets for Wednesday's drawing, the only time they had played Powerball besides May's big jackpot. One of them drove 100 miles to a Speedway gas station and convenience store in Richmond, Ind., the nearest store selling them, and made copies of the tickets for each of his comrades. Diane Balk, an Indiana lottery spokeswoman, confirmed that the winning ticket had been bought at that store.
+Sandy Jarrell saw the winning numbers -- 8, 39, 43, 45, 49, and Powerball 13 -- on television Wednesday night and by midnight, there was a party at the Jarrells' modest house. Today, the couple were already buying toys for their three children, ages 15, 10 and 8.
+But the Lucky 13 still went to work today, at least to break the news. Mr. Sturtz met with them there this morning to give them some advice. ''First we took the ticket to a safety deposit box,'' he said. ''Then we talked about getting a financial adviser, getting legal advice, writing trusts, and finally how to say 'no' to people and how to hang up the phone.''
+Photograph John Jarrell, multimillionaire, with family, friends and neighbors at his home yesterday in Columbus, Ohio. (Doral Chenoweth 3d/Columbus Dispatch, via Associated Press)(pg. A1); News that 13 workers at a factory in Westerville, Ohio, had won the Powerball jackpot touched off a celebration at the plant yesterday. (Associated Press)(pg. A15)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=You+Gotta+Believe%21+13%27s+the+Lucky+Number&title=New+York+Times&issn=03624331&date=1998-07-31&volume=&issue=&spage=A.1&au=Belluck%2C+Pam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05143140&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 31, 1998","Today, it did. Thirteen men of very modest means, assembly-line workers at an industrial parts factory here just north of Columbus, said they had the winning ticket for the biggest American lottery ever, the $295.7 million Powerball jackpot. Mr. Jarrell was the first of the 13 to identify himself publicly today. The rest had decided to remain anonymous as long as they could, said a lawyer, Laurence Sturtz, who spoke on behalf of the men. ''They're trying to figure out what they're going to do with the rest of their lives,'' Mr. Sturtz said. ''These are guys who decided every night whether they were going to work overtime or go home and be with their family. They don't have to do that anymore.'' The record Powerball jackpot stirred everyday people into pandemonium over a prize that everyone knew was virtually impossible to win, with 80.1 million possible combinations for the jackpot. In New York and New Jersey, scalpers sold Powerball tickets for twice the price. Stores along state lines in 20 states and the District of Columbia had lines of salivating ticket buyers waiting for hours.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 July 1998: 1.",11/15/17,"New York, N.Y.",Westerville Ohio,"Belluck, Pam",New York Times Company,,Newspapers,431000538,"United States, New York, N.Y.",English,31-Jul-98,Lotteries; Gambling,New York Times,News,,,,,,,
+The process of filing an application is slowly catching up with the technology available.,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/process-filing-application-is-slowly-catching-up/docview/430904926/se-2?accountid=14586,"JUST a few years ago, the clerks in the Patent and Trademark Office's mail room added a new device to help them deal with the endless flow of applications that arrive every day: the fax machine.
+Inventors -- and their lawyers -- had long wanted to be able to fax some forms. But the reluctant agency, which uses a methodical paper trail to insure that the requirements of patent applications are met and documented, feared that faxes were far less reliable than registered mail. Honest applicants would have no proof that they had sent their forms by the deadline; tardy applicants might try to say that they had been on time but that the agency had lost the fax; patent challenges might be made in the gray areas.
+But the march of technology finally forced the agency to try faxing -- initially for limited types of forms. Technology kept moving, however, and has jumped ahead of faxing and the rest of the agency's decades-old system for accepting applications. Now the agency is sorting through options for electronic filing of patent application.
+''This is a very big issue for us and will really set us on a whole new track,'' said Kay Melvin, director of the Office of Patent Automation. ''I can't give a specific target date. Probably by the end of 1998 we'll have some sort of pilot program. It's something we want to do, but we have to step out smart on this.''
+Electronic filing is expected to streamline procedures, decrease the time it takes to process applications and reduce costs. But making all of this happen is not just a question of writing the software, since there are still complicated and sometimes divisive questions about policy and legal issues, and technical standards, to resolve.
+At a Federal conference on information technology and electronic privacy in November, the Patent Office demonstrated experimental software designed to insure that only authorized individuals can gain access to a patent application.
+''The need to keep applications secret is a paramount consideration,'' Ms. Melvin said. ''People need to be able to get their applications to us electronically, and we need to secure it to insure that other people don't have access. We have to have public confidence.''
+The demonstration involved requiring patent lawyers registered with the Patent Office to apply for an identity number from an on-line security company. The security company then issued the number to the Patent and Trademark Office; to find out his or her number, which must accompany patent applications, the lawyer had to call the agency. Finally, the application had to be encrypted before it could be sent over the Internet.
+The agency wants to include a ''key recovery'' system in the software in case the encryption has to be broken.
+''The technology is not there yet,'' Ms. Melvin said. ''We're hesitant to commit to a product. Our chief information officer is being somewhat cautious because the technology in some areas is very new, and we may have to change it.''
+But her office is feeling increased interest to get a program up and running. ''There have been a lot of inquiries lately about electronic filing,'' she said.
+That is partly because the agency has already held a pilot program of electronic filing in its trademark office, which gets about 10,000 pieces of regular mail each week. In December and January, a select number of companies participated in a pilot program for filing some trademark applications over the Internet. Security is less of a problem for trademark applications because, unlike patent applications, they are made public as soon as they are received.
+The Patent Office's World Wide Web site (http://www.uspto.gov) has copies of the dummy documents used in this experiment. It is now evaluating how well the trial worked.
+''One of the big lessons we learned was that there is this kind of perception that the whole country is wired, and it simply isn't,'' said Craig Morris, a manager in the agency's trademark office. ''And even those clients who do have computers are not as computer literate as they need to be.''
+He said the agency would continue the experiment, increasing the number of participants and the kinds of documents they can file electronically.
+It is also planning to make all trademark application forms available on line this fall. Applicants will be able to copy the forms from the Internet, fill them out on their computers, then print them out and mail them to the agency.
+A Clarification On Domain Names
+Last month the Patent and Trademark Office clarified the question of whether Internet domain names -- microsoft.com, say, or yahoo.com -- can be registered as trademarks. At first glance, the agency said yes -- as long as the domain name is used to ''identify and distinguish the goods and/or services of one person from the goods and/or services of others, and to indicate the source of the goods/and or services,'' an announcement of the policy explained.
+A trademark application for a domain name must demonstrate that there is actually an Internet site under that name. The applicant must also prove that the trademark is the source of the site's identity.
+An Internet domain name cannot be registered as a trademark if it is merely used as what the agency calls a ''directional reference, similar to use of a telephone number or business address.
+Patents are available by number for $3 from the Patent and Trademark Office, Washington, D.C. 20231.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+process+of+filing+an+application+is+slowly+catching+up+with+the+technology+available.&title=New+York+Times&issn=03624331&date=1998-01-26&volume=&issue=&spage=D.2&au=Chartrand%2C+Sabra&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04892189&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 26, 1998","Inventors -- and their lawyers -- had long wanted to be able to fax some forms. But the reluctant agency, which uses a methodical paper trail to insure that the requirements of patent applications are met and documented, feared that faxes were far less reliable than registered mail. Honest applicants would have no proof that they had sent their forms by the deadline; tardy applicants might try to say that they had been on time but that the agency had lost the fax; patent challenges might be made in the gray areas. But the march of technology finally forced the agency to try faxing -- initially for limited types of forms. Technology kept moving, however, and has jumped ahead of faxing and the rest of the agency's decades-old system for accepting applications. Now the agency is sorting through options for electronic filing of patent application. The demonstration involved requiring patent lawyers registered with the Patent Office to apply for an identity number from an on-line security company. The security company then issued the number to the Patent and Trademark Office; to find out his or her number, which must accompany patent applications, the lawyer had to call the agency. Finally, the application had to be encrypted before it could be sent over the Internet.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Jan 1998: 2.",11/15/17,"New York, N.Y.",,"Chartrand, Sabra",New York Times Company,,Newspapers,430904926,"United States, New York, N.Y.",English,26-Jan-98,Patents; Facsimile transmission; Trademarks; URLs,New York Times,News,,,,,,,
+Plan to Improve I.R.S. Wins Few Republican Fans at Capitol:   [News Analysis ],"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/plan-improve-i-r-s-wins-few-republican-fans-at/docview/430745153/se-2?accountid=14586,"The multimillionaire publisher Steve Forbes ran for President last year not so much against his Republican rivals as against the Internal Revenue Service.
+The most memorable line from his stump speech was his vow not merely to abolish the tax agency but to ''scrap it, kill it and drive a stake through its heart so that it never rises again to terrorize the American people.''
+Mr. Forbes's view of the I.R.S. is widely shared among members of Congress and the citizenry. The tax collection agency is the capital's most kickable dog.
+So it was notable when Lawrence H. Summers, the Deputy Treasury Secretary, and Margaret Milner Richardson, the Commissioner of Internal Revenue, rose today to defend the agency in the guise of offering incremental measures to revamp it.
+Mr. Summers today outlined a five-point plan to improve management and operations at the I.R.S.
+The proposal calls for stricter oversight by its parent agency, the Treasury Department; greater flexibility in hiring and transferring officials; new authority to draw up budget plans over several years, rather than annually as under the current appropriations process; tax code simplification, and new top-level leadership with experience managing big technology programs and a customer-oriented business.
+Mrs. Richardson, who has led the agency for nearly four years and has announced her intention to step down shortly after April 15, answered I.R.S. critics before a sympathetic audience of tax professionals.
+''As we say in Texas,'' she told a luncheon gathering of the Tax Executives Institute at a downtown hotel, ''you don't burn the house down just because a room or two need fixing up.'' The Tax Executives Institute includes tax lawyers, accountants and corporate tax officers.
+Mrs. Richardson said that when she took over in 1993, the agency was trying to administer a 1990's tax system while chained to 1950's organization and 1960's technology.
+She asserted that current I.R.S. management had succeeded in streamlining the far-flung bureaucracy and improving customer service. She did not, however, endeavor to defend the agency's $4 billion investment in computer modernization, which by virtually all accounts has been a monumental disaster.
+Mr. Summers, in a morning speech before the same group, acknowledged that it was time for change at the I.R.S. to help it cope with accelerating automation demands and a longstanding difficulty in attracting talented managers.
+He cited progress on making electronic filing available to more taxpayers and said that a large proportion of new technology projects would be contracted out.
+But, Mr. Summers added, ''the problems at the I.R.S. have developed over decades. They will not be solved overnight or even over a couple of filing seasons.''
+He also said that the Administration was preparing a package of several dozen measures to simplify tax filing for families and businesses. A Treasury Department official said that the proposals would be presented to Congress this spring.
+Perhaps the most substantial initiative, however, was Mr. Summers's assertion that the Administration was seeking to replace Mrs. Richardson with an executive with experience in running a large organization, serving consumers and overseeing huge technology projects.
+Historically, the agency has been run by tax lawyers who can interpret the complexities of the Federal tax code but who have been less successful in reining in the 100,000-employee agency that administers it.
+The Administration's proposal was not received charitably on Capitol Hill.
+''So long as our nation keeps its complicated, intrusive and unfair tax code, the I.R.S. will remain beyond meaningful reform,'' Representative Bill Archer, chairman of the House Ways and Means Committee, said in a statement issued in response to reports on the Administration's proposal. ''While there may be nothing wrong with the individual components of the Administration's announcement, it treats symptoms and ignores causes. We can do better.''
+Mr. Archer, a Texas Republican, wants to abolish the income tax and replace it with a levy on consumption. His goal, he said, is to ''get the I.R.S. completely out of the lives of every individual.''
+The Administration plan, an aide to Mr. Archer added, amounts to ''doodling in the margins'' of the tax system that will only prolong its stranglehold on the populace.
+Representative Philip M. Crane, an Illinois Republican on the Joint Committee on Taxation and a longtime critic of the tax agency, proffered faint praise for the I.R.S. Commissioner and the Deputy Treasury Secretary.
+''Their plan is not sufficient, but in the interim, between now and, God willing, the time the I.R.S. is abolished altogether, this is a positive forward step,'' Mr. Crane said in a telephone interview from Chicago.
+Mr. Crane, like Mr. Forbes, is a champion of the flat tax, which he claimed could be run by a tax agency a fraction of its current size.
+The Congressman scoffed at Mr. Summers's plan to devote more people and resources to tax collection and customer service. ''It's an overloaded, top-heavy organization,'' Mr. Crane said. ''I hope they will streamline and downsize. If they pursued real simplification, at least they'd improve efficiency and get people with qualified skills in there.''
+Mr. Summers expressed concern about the demonization of I.R.S. employees, arguing that it undermines the public's faith in government and can lead to attacks on innocent people. Treasury Secretary Robert E. Rubin made a similar point in a number of speeches last year, linking the Oklahoma City bombing to an atmosphere of hostility toward I.R.S. agents and enforcers of laws on alcohol, tobacco and firearms.
+''Because of the nature of the work they do, tax collectors will never win popularity contests,'' Mr. Summers said today. ''What I would suggest is that we will make progress best if no one uses attacks on the I.R.S. and its people as a vehicle for promoting other agendas.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Plan+to+Improve+I.R.S.+Wins+Few+Republican+Fans+at+Capitol%3A+%5BNews+Analysis%5D&title=New+York+Times&issn=03624331&date=1997-03-18&volume=&issue=&spage=A.15&au=Broder%2C+John+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04467962&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 18, 1997","Mr. Forbes's view of the I.R.S. is widely shared among members of Congress and the citizenry. The tax collection agency is the capital's most kickable dog. So it was notable when Lawrence H. Summers, the Deputy Treasury Secretary, and Margaret Milner Richardson, the Commissioner of Internal Revenue, rose today to defend the agency in the guise of offering incremental measures to revamp it. ''As we say in Texas,'' she told a luncheon gathering of the Tax Executives Institute at a downtown hotel, ''you don't burn the house down just because a room or two need fixing up.'' The Tax Executives Institute includes tax lawyers, accountants and corporate tax officers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Mar 1997: 15.",11/15/17,"New York, N.Y.",,"Broder, John M",New York Times Company,,Newspapers,430745153,"Uni ted States, New York, N.Y.",English,18-Mar-97,Reforms,New York Times,News,,,,,,,
+Revised Data Show Layoff Rate Constant in 1990's,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/revised-data-show-layoff-rate-constant-1990s/docview/430676144/se-2?accountid=14586,"Despite the economic recovery and substantial numbers of new jobs, the rate of layoffs in the work force in the middle of the decade remained roughly constant compared with the early 1990's, according to revised figures released today by the Labor Department.
+The figures also showed that the number of people who identified themselves as having lost a job increased in the middle of the decade, providing further statistical underpinning for the anxiety and job insecurity that have become staples of the nation's economic and political discourse.
+Bob Dole's campaign said the revised figures were evidence of why economic anxiety is ''spreading like a virus through America's work force.'' But the Clinton Administration said the figures were contradicted by other statistical evidence that suggests layoffs are down at a time when unemployment is extremely low.
+Today's numbers from the Labor Department's Bureau of Labor Statistics were corrected versions of figures for the early and mid-1990's that were first made public in August.
+The original figures appeared to show that both the rate and number of layoffs had declined in the last few years, despite a wave of corporate reorganizations, the migration of some jobs to low-wage countries and increased automation.
+The original numbers, however, contained a statistical flaw that was discovered by a Princeton University researcher, Henry Farber. The Bureau of Labor Statistics agreed to correct the flaw, and the figures it released today take account of the statistical problem, which related to the number of people who failed to respond to the Government's survey.
+The revised figures showed that 8 percent of the labor force identified themselves as having lost a job involuntarily from 1993 through 1995, compared with 8.2 percent in the prior survey, which covered 1991 through 1993.
+The revised rate remained far above that during the peak of the last economic expansion, in the middle and late 1980's, when the rate of layoffs went as low as 5.5 percent.
+In addition to showing that the rate of layoffs did not decline appreciably in recent years, the new figures showed that the total number of people who said they had been displaced actually rose slightly in the most recent three-year period. About 9.4 million people lost jobs from 1993 through 1995, compared with 9.2 million from 1991 through 1993.
+The Labor Department originally said that the rate of layoffs had fallen to 7.2 percent in the most recent three-year period from 8 percent in the previous period.
+Similarly, the original figures showed a decline in the number of people saying they had been laid off, to 8.4 million for the most recent three years from 9 million in the early years of the decade.
+The figures were taken from two surveys conducted for the Labor Department by the Census Bureau, in February 1994 and February 1996.
+In each, respondents in 50,000 households were asked whether they had lost a job in the prior three years, and if so, to provide details. The surveys overlapped for the year 1993.
+The Clinton Administration seized on the original numbers in August to back up its contention that the worst of the layoffs that had swept the economy was past. Today the chairman of the President's Council of Economic Advisers, Joseph E. Stiglitz, said that other data still suggested that involuntary job losses were declining, and he raised questions about the statistical validity of the Labor Department numbers.
+Mr. Stiglitz said the best indicator of job losses was the weekly tally of new claims for unemployment insurance. The average for that figure has declined from 484,000 a week in the first quarter of 1991 to 331,000 a week in this year's third quarter, he said, a decline of 31.6 percent. Those claims, however, also include people who are laid off only temporarily and tend to follow the ups and downs of the economy more closely than the layoff figures compiled every other year.
+''From the perspective of how well we're performing, the data I find more relevant are how well do we create jobs for people entering the labor force or who are losing jobs,'' Mr. Stiglitz said.
+He said the economy had created 10.5 million net new jobs since Mr. Clinton took office and that unemployment, at 5.2 percent, was about as low as it could sustain over the long run without igniting inflation.
+''From a policy perspective, we will continue to be worried about people who are displaced, and we will continue to push forward with programs like portability of pensions and portability of health care to make it easier for people who move from job to job,'' he said. ''The desirability of that is not affected by slight revisions of the statistics.''
+But Mr. Dole's campaign seized on the revision as evidence that workers had been shortchanged by what the Republican nominee has long lambasted as the weakest economic recovery on record.
+''With or without the statistics, Bob Dole realizes economic anxiety is real and spreading like a virus through America's work force,'' said Christina Martin, spokeswoman for Mr. Dole. ''Without underestimated numbers to hide behind, Bill Clinton should now step forward and confess to being responsible for stagnant wages and an increase in layoffs.''
+Graph ''Job Displacement Rate'' shows percentage of workers who said they had lost a job involuntarily in the past three years. (Source: Bureau of Labor Statistics)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Revised+Data+Show+Layoff+Rate+Constant+in+1990%27s&title=New+York+Times&issn=03624331&date=1996-10-26&volume=&issue=&spage=1.37&au=Stevenson%2C+Richard+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04283108&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 26, 1996","Despite the economic recovery and substantial numbers of new jobs, the rate of layoffs in the work force in the middle of the 1990s remained roughly constant compared with the early 1990s, according to revised figures released by the Labor Dept on Oct 25, 1996. The figures also showed that the number of people who identified themselves as having lost a job increased in the middle of the decade, providing further statistical underpinning for the anxiety and job insecurity that have become staples of the nation's economic and political discourse.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Oct 1996: 37.",11/15/17,"New York, N.Y.",,"Stevenson, Richard W",New York Times Company,,Newspapers,430676144,"United States, New York, N.Y.",English,26-Oct-96,Layoffs; Labor force; Economic trends; Economic statistics; Downsizing,New York Times,News,,,,,,,
+"Hotel mini-bars are on the increase, despite their reputation for being expensive.","New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hotel-mini-bars-are-on-increase-despite-their/docview/430630194/se-2?accountid=14586,"IN the United States, only 3 out of 10 hotel guests use mini-bars -- in Europe, it's 4 out of 10 -- largely because of overpriced snacks and drinks. And not helping matters are the irritating interruptions by staff to restock.
+Unfazed by this, however, hotels are now turning mini-bars into mini-shops by offering everything from bottled water, the No. 1 seller, to logo-clad souvenirs like golf balls and T-shirts and health aids like antacids and even condoms. At the Kahala Mandarin Hotel in Honolulu, for example, mini-bars include cameras, sunglasses, playing cards, watches, sandalwood fans, lip balm, postcards and bottles of cabernet sauvignon.
+Sometimes the retailing enthusiasm gets out of hand. For instance, the Beverly Hilton in Beverly Hills, Calif., stopped selling books, partly because ''guests thought rooms were getting to look like convenience stores,'' said Carnita Chopin, director of sales and marketing.
+Anti-liquor laws kept mini-bars from becoming a guest-room fixture until things loosened up in the 1980's. Now, with some 400,000 mini-bars in the United States and an estimated one million overseas, another hang-up is the clunkiness of automated mini-bars. They solve the problem of interruptions, but look about as inviting as a bottling line at a soft-drink plant.
+The ingenious Swiss have an answer. Scorning electronic technology, Geneva's Hotel du Rhone has designed executive rooms so that mini-bars are next to corridors and have little cabinet doors the hotel staff can unlock from the hallway to restock.
+But the Swiss system is too labor-intensive for most American hotels. To computerize mini-bars while keeping the look of the home refrigerator, Minibar Systems Inc. has just come out with an attractive hybrid called the Auto Classic.
+''We're marrying the traditional refrigerator -- like you have at home -- with automation that tells the back office what you've bought,'' said Stephen L. Reid, president and chief executive of Minibar Systems.
+Mini-bars are also starting to go downscale, replacing vending machines in Comfort Inns, Best Westerns and other lodgings that budget-minded business traveler us. Hotels here and there are even reducing mini-bar prices. ''Now you can get a Coke for $2 instead of $3.50 or a Smirnoff for $3.75 rather than $4.50,'' said Bob Bennett, chairman and chief executive of Microfridge Inc., quoting prices in low- to mid-priced hotels. ''The goal is to get guests to open the door.''
+Better yet, give guests an empty refrigerator and let them fill it, as many hotels and resorts are doing. ''At our Hyatt Regency Hill Country in San Antonio, Grand Cypress in Orlando and Beaver Creek near Vail, Colo., we make it work like a grocery,'' said Philip Kendall, Hyatt's vice president for food and beverage. ''Phone room service and stock up for your stay.'' Or bring your own and save money.
+Let's Go to the Video",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Hotel+mini-bars+are+on+the+increase%2C+despite+their+reputation+for+being+expensive.&title=New+York+Times&issn=03624331&date=1996-07-03&volume=&issue=&spage=D.5&au=Finney%2C+Paul+Burnham&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04118666&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 3, 1996","Despite their reputation for being expensive, hotel mini-bars are on the increase. Hotels are now turning mini-bars into mini-shops by offering a variety of products. Other news for business travelers is also related.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 July 1996: 5.",11/15/17,"New York, N.Y.",,"Finney, Paul Burnham",New York Times Company,,Newspapers,430630194,"United States, New York, N.Y.",English,3-Jul-96,Hotels & motels; Customer services; Business travel,New York Times,News,,,,,,,
+Structure Set By Chief Lets A Chip Maker Bear His Loss,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/structure-set-chief-lets-chip-maker-bear-his-loss/docview/430564408/se-2?accountid=14586,"Jerry R. Junkins, the chairman, president and chief executive of Texas Instruments Inc., died unexpectedly of a heart attack while on a business trip in Germany yesterday. Despite the sadness and shock about Mr. Junkins's death, analysts said, his passing would have little impact on the company's future.
+''He set up a structure so that if some person left, or there was a tragedy, as there was, they could close ranks and handle it,'' said Thomas P. Kurlak, a semiconductor analyst at Merrill Lynch & Company in New York.
+A strong but relaxed leader, Mr. Junkins, who was 58 years old, had no history of heart disease and was not a workaholic. Indeed, some management specialists cited Mr. Junkins as a model of a chief executive who could run a major corporation well and still have a life outside the company. [An obituary, page D23.]
+Mr. Junkins started at the company in 1959, straight out of Iowa State University, where he earned a B.S. degree in electrical engineering. After spending most of his operational career in the company's military-electronics unit, he became president and chief executive of Texas Instruments in 1985 and was named to the additional post of chairman in 1988.
+The company, which is based in Dallas, said that Mr. Junkins's duties would temporarily be assumed by William B. Mitchell and William P. (Pat) Weber, two longtime executives at the company who serve as vice chairmen of the board of directors and have shared the office of the chief executive with Mr. Junkins since 1993. A successor will be chosen by the board soon, a spokesman said.
+''T.I. really runs itself almost as an institution,'' said Richard Whittington, an analyst with Soundview Financial Group in Stamford, Conn. ''It's almost like the Federal Government.''
+Such views appeared to be reflected in the stock market. Texas Instruments shares closed yesterday at $53.625, down just $1 on the New York Stock Exchange.
+One of the world's largest makers of memory chips, Texas Instruments and its rivals have been under pressure in recent months as chip prices have fallen sharply following years of unusual price stability. Mr. Kurlak of Merrill Lynch estimated that the company's semiconductor revenue would slip to $8.5 billion this year from $9.5 billion in 1995 largely due to the price decline. The company's total revenues were $13 billion last year.
+But because of a novel investment strategy presided over by Mr. Junkins, Texas Instruments is better insulated against the downturn than many of its rivals.
+Beginning in the late 1980's, the company expanded its chip production around the world. But rather than gambling billions of dollars of its own capital on building the expensive semiconductor plants, Texas Instruments teamed up with partners including Canon, Hitachi Ltd. and Kobe Steel of Japan, and Acer Inc. of Taiwan.
+These partners became the majority owners of the plants, while Texas Instruments built and operated them. As part of the arrangements, Texas Instruments contracted to buy a part of the plants' output that guaranteed it a profit whether prices plunged or skyrocketed.
+''That is unique for any company,'' Mr. Whittington said. ''A great deal of the company's manufacturing capacity was bought and paid for by foreigners, customers and even competitors.''
+Texas Instruments is also working to diversify its semiconductor revenues away from memory chips, focusing on ''digital signal processor semiconductors'' which are used in computer disk drives and telephones. Recently, the company said it had successfully produced a new high-density chip containing a record 125 million circuits on a piece of silicon the size of the thumbnail.
+In addition to semiconductors, Texas Instruments also has a successful military-electronics business that designs and makes night-vision equipment for the Army and an advanced, handheld antitank missile that uses sophisticated tracking systems. The company also makes computer terminals, software for factory automation and notebook computers.
+Mr. Junkins was also a pioneer in deriving revenue from the company's intellectual property. As the inventor of the integrated circuit in 1958, Texas Instruments has often been criticized for not exploiting its lead in the industry. But under Mr. Junkins, the company began suing rivals for not respecting its patents; the company now gets substantial income every year from license fees.
+That strategy has not been without its setbacks. A disagreement with Samsung Electronics, the South Korean maker of memory chips, has landed the two companies in court. Texas Instruments is losing an estimated $80 million in fees from Samsung each quarter while the two companies battle, John M. Geraghty, an analyst at CS First Boston in New York, said.
+Between that and the decline in prices for memory chips, Texas Instruments is regarded as a weak buy or a hold by most analysts. Those are still better ratings than many of its peers have, a testament, Mr. Kurlak of Merrill Lynch said, to Mr. Junkins's leadership.
+''A strategy has been established for more consistent growth,'' he added. ''Prior to Junkins, the company would lurch around from cycle to cycle. That strategy has been put in place and it will carry them forward.''
+Photograph William B. Mitchell, left, and William P. (Pat) Weber, vice chairmen of Texas Instruments, will temporarily run the company after the death of Jerry Junkins. (Associated Press) (pg. D1)
+Graph ''Legacy of a Company Man'' tracks revenue, net income, share price, and number of employees at Texas Instruments since 1985, when Jerry R. Junkins became chief executive and president. (Source: Company reports; Datastream) (pg. D6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Structure+Set+By+Chief+Lets+A+Chip+Maker+Bear+His+Loss&title=New+York+Times&issn=03624331&date=1996-05-30&volume=&issue=&spage=D.1&au=Zuckerman%2C+Laurence&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04072209&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 30, 1996","Jerry R. Junkins, the chairman, president and CEO of Texas Instruments Inc, died unexpectedly of a heart attack while on a business trip in Germany on May 29, 1996. William B. Mitchell and William P. (Pat) Weber will temporarily run the company.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 May 1996: 1.",11/15/17,"New York, N.Y.",,"Zuckerman, Laurence",New York Times Company,,Newspapers,430564408,"United States, New York, N.Y.",English,30-May-96,Fatalities; Chief executive officers,New York Times,News,,,,,,,
+Libraries Continuing the Search for Support,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/libraries-continuing-search-support/docview/430533456/se-2?accountid=14586,"BEN YAGODA has not seen his ninth-grade English teacher, Mary Jane Reddington, for 28 years. What is bringing them together is a party to help support this city's public library.
+Mr. Yagoda is now an author and journalist and an assistant professor of English and journalism at the University of Delaware.
+Mrs. Reddington is a member of the New Rochelle Board of Education, a former president and vice chairman of the New Rochelle Public Library Foundation and chairman of this year's fund-raiser called the CelebriTea.
+The event occurs May 5 from 3 to 6 P.M. at the downtown library, but Mr. Yagoda and Mrs. Reddington already had a reunion of sorts during a recent telephone conversation.
+''Good morning, Miss Reddington,'' said Mr. Yagoda, remembering her as ''Miss'' and sounding more like 14 than 42.
+As the conversation continued, Mrs. Reddington sounded more and more like the teacher he remembered: ''Ben, as Henry Adams said, 'A teacher affects eternity. He never knows where his influence stops.' If for one day of the year that you were in my room I inspired you then I feel very blessed.''
+Mr. Yagoda interjected, ''Well, you certainly did.'' Over a speaker phone, he continued, addressisng a reporter: ''I remember her class and her enthusiasm for writing and words and literature. There was no smoking-gun moment, but she obviously had an effect on my becoming a writer.''
+Mrs. Reddington beamed, then reminded him that she took the class to see their very first Shakespearian production, ''As You Like It.''
+Mr. Yagoda is the author of ''Will Rogers: A Biography,'' recently published by Knopf, and with Dr. Ruth Westheimer ''The Value of Family: Blueprint 2000'' (Warner Books). He is working on what he calls a cultural and clinical history of The New Yorker, to be brought out in the year 2000 to coincide with the magazine's 75th anniversary.
+He will be joined at the CelebriTea discussion by Victoria Secunda of Ridgefield, a writer, researcher and lecturer, and Sol Stein of Scarborough, a writer and publisher.
+Louis D. Boccardi, president of The Associated Press who lives in New Rochelle, will moderate the panel, and the day will include a high tea and music.
+The cost of the event is $75, and the number to call for more information is 632-7878.
+Although the New Rochelle event is unusual, it is but one of many innovative ways communities are making up for budget shortfalls or acquiring equipment and services otherwise out of reach.
+Dr. Maurice J. Freedman, director since 1982 of the Westchester Library System, which provides various services to 38 libraries in the county, said he supports the trend of community participation but feels it should have its limits.
+''My strong opinion is that libraries shouldn't be supported by donations and volunteerism,'' he said. ''The basic operation should be funded by taxpayers because it is a service for all the people in a community. The public library is a public good and as such is worthy of taxpayer support. The point of fund-raising should be to get the extras that a library cannot afford in order to scale the peaks of excellence.''
+He said New Rochelle is only one of two communities that have established library foundations, the other being White Plains, but most towns have organized groups like Friends of the Library or mounted other volunteer efforts.
+''I welcome and encourage people to volunteer, but for supplementary activities not basic operations,'' emphasized Dr. Freedman, who has seen his own staff reduced from more than 80 to 45, including part-time employees. ''It's no way to run a library.''
+By way of illustrating the typical yearly shortfall in library municipal budgets, he said that upward of $1 million is needed to support automation alone at Westchester's libraries.
+He added that it is not only the larger or more strapped communities that have financial problems. Recently, for example, the library system threatened to withdraw borrowing privileges for Yonkers when there was talk of that library's losing city support. The drastic action was averted.
+But middle-class Pelham and wealthy Pound Ridge are first and second in lowest government contributions to their libraries, Dr. Freedman said. ''Pound Ridge funding ends up being about average, but most of the money comes from individual donations of the taxpayers,'' he said.
+He said the typical public library uses 1 to 2 percent of the local government budget, and in Westchester an average of 65 to 75 percent of the community uses the library.
+''So if you double the budget it has a minimal impact on total municipal funding and tax responsibility, but the services would be so much better,'' he said.
+Dr. Freedman said the newest trend in nonmunicipal funding was public-private partnerships for both the libraries and the library system with corporations and foundations becoming more involved in library support.
+The conversation between Mr. Yagoda and Mrs. Reddington occurred in the law offices of Cooper & Cooper here. Douglas A. Cooper, a senior partner from Harrison, is chairman of the New Rochelle Library Foundation and a member of the library board.
+''I think that the single most unifying democratic-optimistic institution in this or any community is the library,'' Mr. Cooper said. ''If the municipality cannot give the support the library needs, we have two choices: we can watch it wither or we can breathe life into it.''
+Photograph Ben Yagoda.; Victoria Secunda.; Sol Stein.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Libraries+Continuing+the+Search+for+Support&title=New+York+Times&issn=03624331&date=1996-04-21&volume=&issue=&spage=13WC.10&au=Hadad%2C+Herbert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04033326&rft_id=info:doi/,13WC,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 21, 1996","A New Rochelle NY Public Library Foundation fund-raiser in 1996, called the CelebriTea, and featuring appearances by writers Ben Yagoda, Sol Stein and Victoria Secunda, is featured.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Apr 1996: 10.",11/15/17,"New York, N.Y.",New Rochelle New York,"Hadad, Herbert",New York Times Company,,Newspapers,430533456,"United States, New York, N.Y.",English,21-Apr-96,Writers; Libraries; Fund raising,New York Times,News,,,,,,,
+"For M.T.A. Board, Higher Fare Is Just Part of a Financing Shift:   [1 ]","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/m-t-board-higher-fare-is-just-part-financing/docview/430349277/se-2?accountid=14586,"The 25-cent transit fare increase that the Metropolitan Transportation Authority board members say they will approve today is only the most visible part of a much larger plan that would fundamentally change how the continual rebuilding of the subway, bus and commuter rail network is paid for.
+The M.T.A. chairman, E. Virgil Conway, said the changes are needed to make up for declining financial support from City Hall, Albany and Washington. But his strategy has drawn fire from a quite a few critics -- from corporate executives to advocates for riders -- who object to the overall plan even more than the fare increase itself.
+His plan includes two basic and controversial shifts. First, the fare increase is intended to pay not just for day-to-day operations, but for the hardware, like new trains, tracks, buses and signals, that make the system run. And Mr. Conway has pledged not to ask the state for any new money for such capital projects.
+Second, to balance the authority's $5 billion a year budget, Mr. Conway is counting on squeezing $500 million a year in savings from the system and its workers, a promise greeted with skepticism by former M.T.A. officials who know the authority's contentious labor history.
+To the people who take the five million trips each day on the subways, buses and commuter railroads, Mr. Conway's proposals to raise the token price to $1.50, and the Long Island and Metro-North railroad fares by up to 9 percent, have taken center stage. But the higher fares are just a fraction of the enormous balancing act Mr. Conway aims to perform.
+Robert R. Kiley, a former chairman, likened the package to an iceberg. ""The fare increase is the tip,"" said Mr. Kiley, president of the New York City Partnership, an alliance of corporate executives. ""It's the only part we see. Most of it is hidden, and that's the dangerous part.""
+Mr. Kiley and other critics said that some element of the plan will probably not work: that the labor savings will not materialize, government support will drop still more, or an unforeseen need will crop up. Those eventualities would leave the M.T.A. with budget gaps and a choice between fare increases or cuts in service or maintenance.
+Yesterday, the last day before the board's vote, it appeared that two months of protests, blame-laying and last-minute attempts to rescue the $1.25 token had come to nothing, and that the increased fares would pass easily. Several members said they expected the only opposition to come from Mayor Rudolph W. Giuliani's four appointees. Nine votes are needed to stop the increase.
+""I think that they're absolutely going to go ahead and do this,"" said Beverly Dolinsky, a nonvoting board member and executive director of the M.T.A.'s Permanent Citizens Advisory Committee, a group appointed by elected officials.
+Since 1982, the M.T.A. has spent $20 billion rebuilding and modernizing the transit system, particularly the subways, where the turnabout has been noticeable and widely praised. Three five-year plans were pieced together in negotiations among M.T.A., city and state officials, and each relied heavily on state financing.
+Mr. Conway, who was appointed by Gov. George E. Pataki, has outlined his own capital program, filled with new trains, new buses and modernized signal systems, but it differs greatly from its predecessors. Following the wish of the Governor, it includes no state money and instead calls for a huge increase in the pace of borrowing by the M.T.A.
+Without aid from the state or some other source, passenger fares represent the only stream of money that can be tapped to pay debt. Under Mr. Conway's plan, by 2003, the M.T.A. would take $1 billion a year away from its operating budgets to pay off its debts, or nearly double the current rate. He has called for an additional $215 million a year to be taken directly out of operating funds to pay for capital projects that would not be debt-financed.
+Gene Russianoff, staff lawyer with the Straphangers Campaign, an advocacy group, said it was hard to say which would be worse: for Mr. Conway's plan to fail and produce huge deficits, or for it to work. ""If he pulls it off, we end up with this mountain of debt,"" he said.
+The fare increases would generate a vast amount of money, more than $400 million a year, but that would just barely cover the loss of Government subsidies. For the financial plan to work, Mr. Conway must find the cost savings he has promised through consolidation, automation, changes in union work rules and, possibly, wage freezes.
+Mr. Conway said he thought the savings could be found and that the authority's debt would not be excessive. But he added that the M.T.A. had no choice, in an era of declining government support.
+Yet among all the state's transit systems, only New York City's subways and buses have endured cuts in state support. The city's riders already pay the highest share of the system's day-to-day expenses, more than 60 percent, of any system in the country. A $1.50 fare would increase it to more than 70 percent next year.
+Though commuter rail fares have held steady for almost six years, two years longer than the subway and bus fares, their proposed percentage increase is less than half that for subway and bus tokens.
+Mr. Conway has been accused of favoring the suburbs over the city, and providing Mr. Pataki with political cover for a retreat from state support for the city's transit system.
+The chairman insisted that he was merely living with what he was given, and that his role was not to lobby Albany for more.
+But leaders of business, environmental and riders' groups took issue with that view in a letter this week to state officials. ""A responsible, credible financial plan must encompass a comprehensive package of contributions from the state, the city and other sources, and perhaps in that context, increased fare box revenues,"" wrote the group, which included Mr. Kiley, Mr. Russianoff and Richard Anderson, president of the New York Building Congress, a coalition of contractors and unions.
+Among their allies are the leaders of the State Assembly and Senator Norman J. Levy, a Republican from Merrick, L.I., who is Transportation Committee chairman. Mr. Levy said the state must contribute to the financial plan, and Senate leaders have said they would follow his lead on the issue. But without the Governor's assent, state aid is unlikely.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+M.T.A.+Board%2C+Higher+Fare+Is+Just+Part+of+a+Financing+Shift%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1995-10-19&volume=&issue=&spage=A.1&au=Perez-Pena%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 19, 1995","To the people who take the five million trips each day on the subways, buses and commuter railroads, Mr. Conway's proposals to raise the token price to $1.50, and the Long Island and Metro-North railroad fares by up to 9 percent, have taken center stage. But the higher fares are just a fraction of the enormous balancing act Mr. Conway aims to perform. Robert R. Kiley, a former chairman, likened the package to an iceberg. ""The fare increase is the tip,"" said Mr. Kiley, president of the New York City Partnership, an alliance of corporate executives. ""It's the only part we see. Most of it is hidden, and that's the dangerous part."" Yet among all the state's transit systems, only New York City's subways and buses have endured cuts in state support. The city's riders already pay the highest share of the system's day-to-day expenses, more than 60 percent, of any system in the country. A $1.50 fare would increase it to more than 70 percent next year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Oct 1995: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Perez-Pena, Richard",New York Times Company,,Newspapers,430349277,"United States, New York, N.Y.",English,19-Oct-95,"TRANSIT SYSTEMS; FINANCES; RAILROADS; PRICES (FARES, FEES AND RATES); BUDGETS AND BUDGETING; LABOR; SUBWAYS; BUSES",New York Times,NEWSPAPER,,,,,,,
+THE NATION: A Cash Crop Since Columbus; Gone Are the Days When Tobacco Brought Only Wealth,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nation-cash-crop-since-columbus-gone-are-days/docview/430041877/se-2?accountid=14586,"Anyone wondering why it has taken so long for the tobacco industry to suffer legal defeats, many decades after the dangers of smoking became well known, should consider two factors: a history dating from America's colonial days and the economics of a $50 billion business.
+The economics, however, are shifting, and not just because judges this month stripped away the legal defenses that have enabled the tobacco companies to avoid having to pay a dime in court-ordered damages. The costs of treating lung cancer, emphysema and other tobacco-related illnesses are only now outweighing the revenues to tobacco farmers and corporations. Even so, the industry's extraordinary prosperity still commands deference from politicians, arts groups and investors. And those who think themselves free of tobacco's stain sometimes find tobacco is closer than six degrees of separation.
+In the 1920's, Doris Duke's tobacco inheritance earned her the title of ""richest girl in the world."" Today, the benefits are spread among 42,900 tobacco manufacturing employees, at least 136,000 tobacco farmers, millions of shareholders and mutual fund owners and tens of millions of arts patrons. Tobacco contributes $4.2 billion to the U.S. side of the trade ledger: Toyotas in, Marlboros out.
+The first tobacco export took place in 1492, when Columbus took souvenir tobacco leaves to Queen Isabella. A century later in Elizabethan England, Sir Walter Raleigh taught courtiers to smoke the leaves from his Roanoke colony.
+Even though Elizabeth's successor, King James, railed against smoking -- ""a custom loathsome to the eye, hateful to the nose, harmful to the brain, dangerous to the lungs and in the black stinking fume thereof nearest the horrible Stygian smoke of the pit that is bottomless"" -- the Jamestown settlers planted tobacco everywhere, including the street. In Virginia, tobacco became a gold standard, as notes issued against tobacco in warehouses served as currency.
+Americans followed up on their cash crop with mechanization and marketing. Miss Duke's father, James Buchanan (Buck) Duke, transformed the industry from making cigars and chewing tobacco by hand to making cigarettes by machine. A skilled worker could wrap 300 cigarettes an hour, the first perfected machine, more than 12,000.
+By 1890, Mr. Duke's American Tobacco Company monopolized the business, making 9 of 10 cigarettes. ""If John D. Rockefeller can do what he is doing in oil, why should I not do it in tobacco?"" he said. At Trinity College in Durham, N.C., where firebrand professors had decried his tobacco trust, he promised trustees a $40 million bequest, in 1924 dollars -- and $67 million more in his will -- if they would rename the school after him.
+Richard J. Reynolds, intent on surpassing Duke, used an unprecedented advertising budget to make Camels the dominant national brand. ""Turkish & Domestic Blend,"" the packs said, though behind the tableau of camel and pyramids stood just a smidgin of imported leaf. By 1919, about 8 billion of the 21 billion cigarettes sold were Camels.
+Tobacco companies have been among the nation's most visionary marketers ever since, handing their products out free to soldiers abroad and introducing Marlboro cowboys and Virginia Slim anorexics to sell the spirit as well as the smoke. Their advertising curbed and burdened with warnings, the tobacco companies have become expert at computer-targeted couponing, merchandise tie-ins and philanthropic ostentation. Marlboro matured into the world's most profitable brand, more so than Coke and Pepsi combined, helping Philip Morris stock rise tenfold from 1984 to 1992.
+The tobacco business has been most generous lately to Wall Street dealmakers who know more about auctioning convertible subordinated debentures than Burley tobacco. Lorillard has ended up in a Tisch family playpen that includes CBS, while RJR Nabisco, after the largest corporate takeover ever, became one of Henry Kravis's toys.
+The most recent legal threats have knocked a point or two off some tobacco stocks. Last week, the State of Florida sued to recover more than $4 billion in Medicaid costs and damages. The week before, a Federal judge cleared the way for the first nationwide class action on behalf of 100 million current or former smokers.
+But the health of the brand names worries investors the most. On Marlboro Friday two years ago, when Philip Morris, beleaguered by discount brands, cut the price of a pack by 40 cents, its shares fell and left shareholders $13 billion poorer.
+The medical costs of smoking, meanwhile, have gone from $21.9 billion in 1987 to $50 billion in 1993, according to the Centers for Disease Control, as general health care costs rose and more smokers reached their emphysema years.
+But finding the true bottom line can be tougher than winning a tobacco case, in the view of W. Kip Viscusi, the George G. Allen professor of economics at Duke (""This is a non-tobacco chair,"" Mr. Viscusi explains. ""He was the first president of Duke. But there is an R.J. Reynolds professorship in the business school."") He sees smoking as a money-maker for society even apart from corporate profits. Because smokers lose an average of 2 2/3 years of life, their lower Social Security, nursing home and pension costs more than pay their medical expenses.
+Too bad the tobacco companies have given their customers some life expectancy (and retirement benefits) back by cleaning out so much tar, he said, ""because you don't get as many financial savings from death.""
+Photograph Automation revolutionized the tobacco industry. Above, a machine printed, rolled, sealed and cut 1,000 or more cigarettes a minute. (The American Tobacco Company)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+NATION%3A+A+Cash+Crop+Since+Columbus%3B+Gone+Are+the+Days+When+Tobacco+Brought+Only+Wealth&title=New+York+Times&issn=03624331&date=1995-02-26&volume=&issue=&spage=4.5&au=Myerson%2C+Allen+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 26, 1995","The economics, however, are shifting, and not just because judges this month stripped away the legal defenses that have enabled the tobacco companies to avoid having to pay a dime in court-ordered damages. The costs of treating lung cancer, emphysema and other tobacco-related illnesses are only now outweighing the revenues to tobacco farmers and corporations. Even so, the industry's extraordinary prosperity still commands deference from politicians, arts groups and investors. And those who think themselves free of tobacco's stain sometimes find tobacco is closer than six degrees of separation. In the 1920's, Doris Duke's tobacco inheritance earned her the title of ""richest girl in the world."" Today, the benefits are spread among 42,900 tobacco manufacturing employees, at least 136,000 tobacco farmers, millions of shareholders and mutual fund owners and tens of millions of arts patrons. Tobacco contributes $4.2 billion to the U.S. side of the trade ledger: Toyotas in, Marlboros out. Finding the true bottom line can be tougher than winning a tobacco case, in the view of W. Kip Viscusi, the George G. Allen professor of economics at Duke (""This is a non-tobacco chair,"" Mr. Viscusi explains. ""He was the first president of Duke. But there is an R.J. Reynolds professorship in the business school."") He sees smoking as a money-maker for society even apart from corporate profits. Because smokers lose an average of 2 2/3 years of life, their lower Social Security, nursing home and pension costs more than pay their medical expenses.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Feb 1995: 4.5.",11/15/17,"New York, N.Y.",,"Myerson, Allen R",New York Times Company,,Newspapers,430041877,"United States, New York, N.Y.",English,26-Feb-95,SMOKING AND TOBACCO; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+Technology; Coming to a Cash Register Near You: Multimedia,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-coming-cash-register-near-you/docview/429797276/se-2?accountid=14586,"AuthorAffiliation Robert E. Calem writes about technology from NewYork.
+A small manufacturer of cash registers is hoping to speed up supermarket check-outs with a computer-based register that can display pictures of products for quick identification, price verification and customer entertainment.
+The machine, called the Experience, is made by Stores Automated Systems Inc., a privately held company based in Bristol, Pa., that expects revenues of $40 million this year. Unveiled in February, the Experience costs $8,000 a unit, about $1,000 more than other point-of-sale systems.
+The Experience is the first system of its kind designed for use by retailers. But because it is not in wide use, it has yet to prove its advertised superiority over traditional systems.
+But there seems to be growing interest in such systems, so much so that some big retailers are testing them and big companies like I.B.M. and AT& T Global Information Systems say they plan to introduce rival systems as the market develops.
+A big appeal of the Experience system is its ability to be programmed to help cashiers quickly identify and price products. It has a screen on which pictures of products appear for comparison with real products. An electronic voice will also tell cashiers when they have made a mistake, and an alarm will sound if a cash drawer is left open too long.
+The Experience system's screen is a typical personal computer monitor attached to a standard PC. It is powered by an Intel i486 microprocessor that runs special software based on the Microsoft Corporation's Windows interface.
+With an optional touch-activated screen, a cashier may record a sale by touching a picture of a product. The system also works with the infrared scanners used by many stores to read the identifying bar codes on products, and the scales used to weigh produce or other items.
+Kimberley A. Wolf, who works in the manager's office of Shop 'n Bag supermarket in Morrisville, Pa., said the Experience ran ""a little slower"" than older point-of-sale systems.
+But the vice president of marketing for Stores Automated Systems, Stuart M. Itkin, said the Experience system was slower at Shop 'n Bag because it was tied to an older system.
+People in the industry say the appeal of Experience goes beyond its practical uses. Paul D. Close, director of the Retail Automation Research Office, a market research company based in Los Altos, Calif., said the real value of the Experience may be its ability to entertain customers, who are typically ""standing in line with nothing to do."" In a window on the screen facing customers, messages can be shown about missing children or community events, as well as in-store promotions, television advertisements adapted for use on the Experience system or text-only ads prepared at the store by customers who want to sell a car or find a roommate.
+Mr. Close's company distinguishes point-of-sale systems from ordinary electronic cash registers. A point-of-sale system like the Experience has a powerful computer brain that can collect sales data and hook into a store's inventory control system. Typical cash registers do not.
+Mr. Close said Stores Automated Systems sold 7,000 point-of-sale systems in 1993. By comparison, he said, I.B.M. sold 70,000 units, AT& T sold 54,000 and Fujitsu/ICL sold 18,000 in a market of 240,000 units.
+Stores Automated Systems, I.B.M. and Fujitsu do not sell electronic cash registers, and AT& T sold only 5,000 last year, Mr. Close said.
+While the multimedia machine might be easier to use than older ones, its technology is more complex and will likely be more expensive to maintain, Mr. Close said.
+Another customer of Stores Automated Systems, Thriftway Food and Drug Inc. in Cincinnati, plans to install 18 Experience terminals in one of its 24 stores in October to test the system. An official of Thriftway, who asked not to be identified, said that if the company liked the results of the test, Experience terminals would be installed in all the chain's stores.
+But some people in the industry say systems like the Experience have had limited exposure so far. Eric R. Armstrong, a spokesman for I.B.M.'s retail and distribution solutions unit in Raleigh, N.C., said multimedia point-of-sale systems were not commonly used today because the devices were usually controlled by software that was not powerful enough to control audio, graphics and video. But, he added, ""eventually, retailers will start demanding multimedia,"" and more manufacturers will follow Stores Automated Systems's lead.
+When that happens, Mr. Armstrong said, I.B.M. will be ready with a machine called the 4695 series, which it introduced last May for use in fast-food restaurants but has not yet been adapted for wider retail use. The machine incorporates a touch-sensitive screen like those on many automated bank teller machines and can display product images.
+Daniel T. Bogan, vice president of worldwide food industry marketing at AT& T in Dayton, Ohio, added that because multimedia machines like the Experience were more expensive than their garden variety competitors, they were not cost efficient. ""We see no measurable benefit for using multimedia in point-of-sale systems,"" Mr. Bogan said. He said the systems did not improve the speed of cashiers, shorten lines at checkout counters or reduce the time to train new cashiers.
+But, Mr. Bogan said, AT& T will also sell a multimedia point-of-sale system when the company perceives the market to be ripe. ""The technology is available to all of us,"" he said.
+Photograph The Experience system at work in the Shop n' Bag supermarket in Morrisville, Pa. (William E. Sauro/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Coming+to+a+Cash+Register+Near+You%3A+Multimedia&title=New+York+Times&issn=03624331&date=1994-07-31&volume=&issue=&spage=A.7&au=CALEM%2C+ROBERT+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 31, 1994","Mr. [Paul D. Close] said Stores Automated Systems sold 7,000 point-of-sale systems in 1993. By comparison, he said, I.B.M. sold 70,000 units, AT& T sold 54,000 and Fujitsu/ICL sold 18,000 in a market of 240,000 units. Some people in the industry say systems like the Experience have had limited exposure so far. Eric R. Armstrong, a spokesman for I.B.M.'s retail and distribution solutions unit in Raleigh, N.C., said multimedia point-of-sale systems were not commonly used today because the devices were usually controlled by software that was not powerful enough to control audio, graphics and video. But, he added, ""eventually, retailers will start demanding multimedia,"" and more manufacturers will follow Stores Automated Systems's lead. Daniel T. Bogan, vice president of worldwide food industry marketing at AT& T in Dayton, Ohio, added that because multimedia machines like the Experience were more expensive than their garden variety competitors, they were not cost efficient. ""We see no measurable benefit for using multimedia in point-of-sale systems,"" Mr. Bogan said. He said the systems did not improve the speed of cashiers, shorten lines at checkout counters or reduce the time to train new cashiers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 July 1994: A.7.",11/15/17,"New York, N.Y.",,"CALEM, ROBERT E",New York Times Company,,Newspapers,429797276,"United States, New York, N .Y.",English,31-Jul-94,"FOOD; NEW MODELS, DESIGN AND PRODUCTS; DATA PROCESSING (COMPUTERS); SUPERMARKETS; CASH REGISTERS",New York Times,NEWSPAPER,,,,,,,
+World Trade Talks Underline French-German Differences,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/world-trade-talks-underline-french-german/docview/429340460/se-2?accountid=14586,"Special to The New York Times
+Despite repeated assertions of solidarity between France and Germany, the long conflict in world trade talks involving France, Germany and the United States has demonstrated stark differences of economic confidence and outlook between France and Germany, Europe's largest industrial powers.
+As negotiations under the General Agreement on Tariffs and Trade for a global trade accord gather momentum over the next two weeks, against a Dec. 15 deadline, it seems clear that Germany's differences with France will sharpen and lead to considerable pressure from Bonn on the French Government to accept an agreement.
+""Europe needs a successful Uruguay Round,"" said Lorenz Schomerus, Assistant Secretary for International Affairs at the German Economics Ministry, speaking of the round of trade and tariff talks started in 1986 in Punta del Este, Uruguay. ""We will continue to try to convince our partners of this interest,"" he said. ""There's an 80 percent chance that we will get an agreement.""
+But an official close to Prime Minister Edouard Balladur of France, who spoke on condition of anonymity, said an accord was ""possible only if the United States makes concessions."" He added that failure to reach a GATT agreement ""would not be too serious, apart from on the psychological level."" Europe, he added, would ""go on doing business in America, and vice versa.""
+France, with a tradition of state involvement in the economy, has been suspicious of free trade, wary of job losses to countries with cheaper labor like Taiwan, attached to the notion of subsidies, and committed to the idea that governments can solve economic problems.
+""France's economic culture is not that of a market economy or free trade,"" Alain Madelin, the Economic Development Minister, said in an interview. ""We have a market economy and we are free-traders, but we still do not adhere intellectually to these ideas. And at moments of fear, such as now, the instinct is to look to the state and be suspicious of the market.""
+Yet Germany, despite a flood of cheap goods from Eastern Europe and severe unemployment, has been committed to removing trade barriers, confident of its ability to exploit fast-growing markets in Asia, and firm in its conviction that a world trade accord would help ease Europe's severe economic problems.
+""GATT is positive for Germany, so we tell our farmers to get out of the way,"" said Heinz Schimmelbusch, chief executive of Metallgesellschaft A.G., a big Frankfurt-based metals group. ""GATT has to come through; we're talking essentials. But I'm afraid French industry has a lot of second thoughts about GATT and uses the agricultural issue as a shield.""
+The likes of Mr. Schimmelbusch scarcely exist in France. While it is easy to find French industrialists who have severe reservations about free trade, it is difficult to find outspoken advocates of a GATT accord. There is no significant counterweight to the powerful and protectionist French farmers' lobby, and the centrist former Economics Minister, Raymond Barre, has been almost alone among leading politicians in speaking forthrightly in favor of GATT. A Nation Lacking Confidence
+""The French do not have confidence in their economy,"" remarked Michel Rainelli, a professor of international commerce at Nice University. ""It's a paradox. We're the world's fourth-largest exporter, we sell high-speed trains and fighters to Korea and Taiwan, but our reaction in times of difficulty is to say we must protect ourselves because the competition is unfair.""
+France's contrast with Germany is particularly striking because the two nations' problems are somewhat similar. Over the last year, both have faced rapidly rising unemployment -- to 11.8 percent of the work force in France and 9.2 percent in Germany. Shrinking economies, pressures on budgets from falling revenue and increased unemployment payments, and widespread dissatisfaction have afflicted both countries.
+While the effects of the end of the cold war -- particularly of reunification -- have been acute in Germany, many French people have found themselves disoriented by an unfamiliar new politics, with the old sharp delineation between left and right no longer of such importance.
+These troubling changes have led to a fairly widespread belief in France that GATT's basic tenet -- free trade will produce more wealth and so ultimately, more jobs -- is false. Most recently, that view has been forcefully argued by Sir James Goldsmith, the British-French financier, in a best seller called ""The Trap,"" which says that free trade will only bring unemployment to Europe on a huge scale.
+This French philosophical rejection of GATT goes well beyond the arguments about farm exports and subsidies to the French aircraft and movie industries that have paralyzed the negotiations and prompted jokes in Europe that GATT actually is short for the ""General Agreement to Talk and Talk.""
+""GATT will only do harm,"" said Jacques Robin, a prominent sociologist. ""We cannot compete against industries in Southeast Asia where the workers, often children, have no social protection. GATT means the progressive elimination of jobs in Europe through ever more merciless competition.""
+In Germany, however, even as cheap steel comes in from Russia and steelworkers say they are ""the last victims of Stalinism,"" the commitment to free trade remains strong. No Interest in Protectionism
+Berthold Huber, chief wage negotiator for I. G. Metall, a union representing more than three million German metalworkers, said: ""We are against protectionism. It is not in anybody's interest to exclude the majority of the world's population from the improvements in living standards offered by free trade. Of course we are under huge pressure from cheap Czech and Russian steel imports, but even so, I. G. Metall has no intention of pressing for protectionism.""
+Asked whether Germany, with its high wages and relatively short working week, could remain competitive against Southeast Asia, Mr. Huber replied, ""Up to now the case has been that we can compete.""
+In France, though, unions tend to see GATT as economic evil and Asian nations as thieves of French jobs.
+""We are in the midst of an economic war,"" said Chantal Rey, an official of the leftist General Confederation of Labor. ""GATT is negative for everybody because it will encourage robots, automation and cheap labor to take French jobs.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=World+Trade+Talks+Underline+French-German+Differences&title=New+York+Times&issn=03624331&date=1993-11-30&volume=&issue=&spage=D.1&au=Cohen%2C+Roger&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 30, 1993","""Europe needs a successful Uruguay Round,"" said Lorenz Schomerus, Assistant Secretary for International Affairs at the German Economics Ministry, speaking of the round of trade and tariff talks started in 1986 in Punta del Este, Uruguay. ""We will continue to try to convince our partners of this interest,"" he said. ""There's an 80 percent chance that we will get an agreement."" An official close to Prime Minister Edouard Balladur of France, who spoke on condition of anonymity, said an accord was ""possible only if the United States makes concessions."" He added that failure to reach a GATT agreement ""would not be too serious, apart from on the psychological level."" Europe, he added, would ""go on doing business in America, and vice versa."" ""GATT is positive for Germany, so we tell our farmers to get out of the way,"" said Heinz Schimmelbusch, chief executive of Metallgesellschaft A.G., a big Frankfurt-based metals group. ""GATT has to come through; we're talking essentials. But I'm afraid French industry has a lot of second thoughts about GATT and uses the agricultural issue as a shield.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Nov 1993: D.1.",11/15/17,"New York, N.Y.",FRANCE GERMANY EUROPE,"Cohen, Roger",New York Times Company,,Newspapers,429340460,"United States, New York, N.Y.",English,30-Nov-93,INTERNATIONAL TRADE AND WORLD MARKET; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+Where Trouble Is Rare And Governing Is Easy,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/where-trouble-is-rare-governing-easy/docview/429267422/se-2?accountid=14586,"Special to The New York Times
+If the Clinton Administration has its way, all of America will operate like this highly computerized, relentlessly self-evaluating city in the heart of Silicon Valley.
+Like the kind of efficient and results-oriented operations the Soviet Union failed to achieve with its rigid and often-mocked five-year plans, Sunnyvale's city departments work to meet precisely calculated goals, with the lure of a 10 percent bonus for managers who exceed their targets.
+By all accounts, the system is working. While the rest of California's economy is foundering, this city has avoided tax increases and municipal layoffs while improving the quality and lowering the costs of public services.
+For example, the city promises to remove graffiti in parks or public buildings within two days. It processes building permits within 24 hours. It sets goals for the numbers of miles traveled by city traffic each year without an accident. Administration Recognition
+On Friday, President Clinton and Vice President Al Gore will come here to draw attention to the city of 120,000 that was a model for their plan, presented this week in an effort to streamline government by making it work better and waste less.
+The question is whether the huge and unwieldy Federal Government can succeed where the Soviets failed in operating Sunnyvale-style. Here the mantras are ""performance-based budgeting"" and ""results-oriented management,"" with a network of computers watching in the background. Cautionary Voices
+Even the program's boosters, like David Osborne, co-author of ""Reinventing Government"" (Addison-Wesley, 1992), which serves as a blueprint for the Administration's plan, cautions that it calls for a philosophical shift in governing that will not be easy.
+""This is going to be a long, tough slog, even if Congress cooperates,"" Mr. Osborne said.
+Or as City Councilman Larry Stone told The Mercury News in neighboring San Jose: ""I fear that people are going to expect that you can take the Sunnyvale model, apply it to the Federal Government, and, zappo! Overnight success. That's not going to happen.""
+Some residents point out that this is an affluent city with a minimum of the kinds of economic and social ailments that hobble many communities. The city's operating budget this year is $119 million, and projected revenue from taxes, permits, rents and other sources is $149 million. The surplus will go for a variety of projects, including water and parks improvements.
+The overwhelmingly white, mostly Democratic city has a median family income of about $53,000. Fewer than 6,000 families were listed as living in poverty.
+In this well-tended city with broad green lawns, an elegant community center, a gigantic library and ample parking everywhere, the government seems almost as unobtrusive as the computers that monitor it.
+The Sunnyvale model begins with a thorough analysis of the goals of every department and every one of the city's 750 employees. These goals are broken down into ""units,"" which form the basis for departmental targets and are the raw data for the computerized analyses of government operations.
+From 1985 to 1990, according to Mr. Osborne's book, as a result of constant re-evaluation and refining of government operations, the cost per unit of city services of all kinds dropped by 20 percent. In 1990 the city's staff was leaner than those of similar cities by 35 to 40 percent, and employees earned more, while the budget was smaller than most and taxes were lower. At the same time Sunnyvale managed to spend $5,200 for each schoolchild, compared with $4,500 in nearby San Francisco.
+Long-range planning is another key to the Sunnyvale model, said David Vossbrink, the city's community relations officer. Annual budgets are calculated using 10-year projections, and these are constantly revised, serving as what he called an early-warning signal for fiscal problems ahead.
+If, for example, police response time on emergency calls begins to fall, the city can analyze whether an increase in the numbers of calls or other factors are to blame. Seed From Washington
+A Federally sponsored experiment in managing emergency service operations in Sunnyvale about 20 years ago was the seed from which the city's governing style evolved, Mr. Vossbrink said. In an approach that is typical of government operations, from road repair to library services to refuse recycling, he said, the police pledge to respond to 90 percent of emergency calls within five to six minutes.
+""The budget has hundreds of examples of such specific service targets,"" Mr. Vossbrink said. ""Our operations are measurable. Managers are held accountable. If they do not meet these goals, explanations are necessary.""
+Mr. Vossbrink said most of the city's department managers had earned 10 percent bonuses.
+One of them is Beverly J. Simmons, director of libraries and information services, who two years took on the added responsibility of heading the city's Information Management Services Department. In the library, operations had been streamlined by automation and had absorbed a 50 percent increase in public use without additional hiring.
+Now Ms. Simmons also oversees the production of the computerized analyses of all the other city departments. The four-inch-thick budget that results is a portrait of government services as painted in computer-digestible ""units.""
+For the library, according to the budget printout, a unit can be a borrowed book returned. For the Human Services Department, a proposal evaluated. For the Fire Department, a rescue. Ms. Simmons emphasized that these units were ""proxy measurements"" for analytical use that were not intended to cover every action of city workers. And she said pains were taken to assure that the paperwork did not become an end in itself, as it did in the Soviet system.
+Photograph The efficiency of Sunnyvale, Calif., is drawing the attention of many concerned with improving the quality of work performed by governments and their agencies. Randy Nicolosi, left, an electrical contractor, watched yesterday as Frank Rainone reviewed his drawings. (Jim Wilson/The New York Times) Map of California showing location of Sunnyvale.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Where+Trouble+Is+Rare+And+Governing+Is+Easy&title=New+York+Times&issn=03624331&date=1993-09-10&volume=&issue=&spage=A.18&au=MYDANS%2C+SETH&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 10, 1993","The question is whether the huge and unwieldy Federal Government can succeed where the Soviets failed in operating Sunnyvale-style. Here the mantras are ""performance-based budgeting"" and ""results-oriented management,"" with a network of computers watching in the background. Cautionary Voices Even the program's boosters, like David Osborne, co-author of ""Reinventing Government"" (Addison-Wesley, 1992), which serves as a blueprint for the Administration's plan, cautions that it calls for a philosophical shift in governing that will not be easy. ""The budget has hundreds of examples of such specific service targets,"" Mr. [David Vossbrink] said. ""Our operations are measurable. Managers are held accountable. If they do not meet these goals, explanations are necessary.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Sep 1993: A.18.",11/15/17,"New York, N.Y.",SUNNYVALE (CALIF),"MYDANS, SETH",New York Times Company,,Newspapers,429267422,"United States, New York, N.Y.",English,10-Sep-93,GEOGRAPHIC PROFILES; SOCIAL CONDITIONS AND TRENDS; FINANCES; BUDGETS AND BUDGETING; ECONOMIC CONDITIONS AND TRENDS; DEPARTMENTS AND AGENCIES; GOVERNMENT EMPLOYEES; REFORM AND REORGANIZATION; BUREAUCRATIC RED TAPE; UNITED STATES POLITICS AND GOVERNMENT,New York Times,NEWSPAPER,,,,,,,
+A View From a High-Tech Perch,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/view-high-tech-perch/docview/428907756/se-2?accountid=14586,"Special to The New York Times
+Like many of the engineers in Silicon Valley, Geoffrey S. Goodfellow, a computer hacker turned high-tech entrepreneur, is a cynic when it comes to Washington. Normally rising at 5:30 A.M., he has little time to ponder politics, and he was still working Wednesday night when President Clinton gave his economics address.
+Despite Mr. Goodfellow's detachment, he acknowledged that after catching up with the news this morning he was grudgingly optimistic about the President's economics plan, which would give small companies like his a permanent investment tax credit.
+Looking around his crowded two-bedroom apartment here, where he works alongside his 10 employees, Mr. Goodfellow said the tax credit might allow him to buy some more computers and communications gear and even hire a couple more people. Electronic Postmaster
+In the grand tradition of the Apple Computer co-founders, Stephen Wozniak and Steven P. Jobs, Mr. Goodfellow, who is 36 and single, founded his tiny Radiomail Corporation in his bedroom five years ago. A pioneer in a new software technology, he now serves several hundred customers and finds his company at the intersection of Silicon Valley's most promising business: an electronic post office for the wireless communicating gadgets that many in the valley believe will be the next computer industry boom.
+Radiomail has developed a service, including the necessary software, for routing messages between its customers' wireless devices. The service makes use of the public telephone network as well various wireless data networks like the RAM Mobile Data system. The Clinton plan could help Radiomail grow with the industry.
+Mr. Clinton, in his address to Congress, singled out small businesses for special incentives.
+""Because small businesses generate most of our nation's jobs, our plan includes the boldest targeted incentives for small business in history,"" the President said. ""We propose a permanent investment tax credit for small business, and new rewards for entrepreneurs who take risks.""
+Silicon Valley venture capitalists today were trying to assess how the entire tax package would affect the investment community. Despite grumbling that some provisions seem intended mainly to tax successful people, some venture capitalists voiced clear support for the incentives aimed at small businesses.
+""It can't hurt,"" said Roger McNamee, a fund manager at Integral Partners, a Palo Alto, Calif., high-tech investment firm. ""If you think about computers, they are the kind of things people want to spend money on. And in small business, a little more automation can often have a big impact.""
+Under the Clinton plan, medium-size and large businesses would get a 7 percent credit in each of the next two years for buying new equipment. Small businesses with annual revenues under $5 million would get a 7 percent credit for two years and a permanent credit at a slightly reduced rate of 5 percent thereafter -- or until they grow beyond the $5 million range. For the companies, the credit would free up money to spend on other things, like employees.
+Despite such enticements, Mr. Goodfellow is not prepared to enthusiastically back Mr. Clinton -- or any other politician. ""Right now,"" he said, ""it seems they're more concerned about whether there is a dial tone in the White House than about getting on with things that will really make a difference in this country."" Remembering Kennedy's Move
+But the president that Mr. Goodfellow recently hired, an executive with long experience in the data networking business, seemed pleased.
+""This will clearly allow us to make better use of our funds,"" said William R. Hipp, the new president, who is old enough to remember the success of a similar tax investment credit offered by the Kennedy Administration in 1962. ""The economy took off like a rocket at a time when we were suffering.""
+Mr. Hipp said the latest investment tax credit might give Radiomail the money to support at least 2 of the additional 20 employees the company plans to hire this year. For each additional $20,000 of equipment the company buys, Mr. Hipp said, it will generate enough additional business to hire another person.
+""The biggest thing for us,"" Mr. Hipp said, ""is improving consumer confidence, and an intelligent President who makes good decisions will have a significant impact.""
+Mr. Goodfellow did say that at least one facet of Mr. Clinton's plan was an improvement over the policies of the previous Administration. ""The most promising thing is that he is so pro-technology,"" he said, ""especially the idea of backing the creation of a data superhighway."" Fine Dining Can Wait
+On the verge of closing a new round of financing from some large corporate backers, Mr. Goodfellow said he planned to move his company into a real office in May.
+Mr. Goodfellow, who as a teen-ager dropped out of high school to concentrate on computers, now presides over a home office crowded with 20 of the machines, including a collection of Next Inc. work stations. He has been known to use a powerful minicomputer as a coffee table, and in November he removed his dining room table to bring in two new desks.
+Like a number of other small-business men in Silicon Valley, Mr. Goodfellow said he had not set out to become a high-tech pioneer. Instead, his invention was a child of necessity.
+""This is actually something I didn't want to do,"" he said. ""I wanted to be a subscriber. But I talked to the big companies, and nobody was willing to set up this kind of service. So I had to do it myself.""
+And that is precisely the type of initiative the Clinton plan is supposed to foster.
+Photograph ""The most promising thing is that he is so pro-technology,"" said Geoffrey S. Goodfellow about President Clinton. Mr. Goodfellow, a high-tech entrepreneur, founded Radiomail in his home five years ago. (Darcy Padilla for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+View+From+a+High-Tech+Perch&title=New+York+Times&issn=03624331&date=1993-02-19&volume=&issue=&spage=D.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 19, 1993","""Because small businesses generate most of our nation's jobs, our plan includes the boldest targeted incentives for small business in history,"" the President said. ""We propose a permanent investment tax credit for small business, and new rewards for entrepreneurs who take risks."" Despite such enticements, Mr. [Geoffrey S. Goodfellow] is not prepared to enthusiastically back Mr. [Clinton] -- or any other politician. ""Right now,"" he said, ""it seems they're more concerned about whether there is a dial tone in the White House than about getting on with things that will really make a difference in this country."" Remembering Kennedy's Move Mr. Goodfellow did say that at least one facet of Mr. Clinton's plan was an improvement over the policies of the previous Administration. ""The most promising thing is that he is so pro-technology,"" he said, ""especially the idea of backing the creation of a data superhighway."" Fine Dining Can Wait","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Feb 1993: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Markoff, John",New York Times Company,,Newspapers,428907756,"United States, New York, N.Y.",English,19-Feb-93,TAXATION; INVESTMENT TAX CREDIT; SMALL BUSINESS; FEDERAL TAXES (US),New York Times,NEWSPAPER,,,,,,,
+Japanese Electronics In Slump,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japanese-electronics-slump/docview/428808329/se-2?accountid=14586,"Special to The New York Times
+Japan's electronics industry, once considered nearly unstoppable, is now suffering from its worst slump since World War II, according to new figures released by the industry's main trade association.
+Production of all electronics equipment in Japan fell an estimated 10.6 percent in 1992 from 1991, the first double-digit decline since World War II, the Electronics Industries Association of Japan said in a report released this week. The trade group also predicted that the industry's output would grow a scant 1.5 percent in 1993.
+The organization's annual assessment painted a surprisingly gloomy picture of an industry battered by slack demand in its home market and a lack of innovative new products, technological changes and rising competition from lower-cost manufacturers in East Asia. Painful Restructuring
+Indeed, the slump affects virtually all products made by the Japanese, including televisions, video recorders, computers, calculators, semiconductors, telecommunications equipment and scientific instruments. And it is forcing Japan's once vaunted companies to undergo painful restructuring.
+The decline in 1992 Japanese electronics production to 22.6 trillion yen, or about $180 billion, was unexpected. A year ago, the industry association had projected that output in 1992 would grow 5.6 percent.
+The results contrast with the United States electronics industry, in which at least some products, including semiconductors and personal computers, have seen strong growth. The data suggest that American companies are gaining worldwide market share at the expense of the Japanese.
+While the main cause of the production downturn is the recession in Japan, the report indicated that there are several factors that will continue to hurt the Japanese industry even after the economy improves. Needed: New Demand
+Consumer electronics companies, for instance, are suffering not only from recession but from the fact that most homes already have a videocassette recorder or a television set. New products are needed to fuel growth, but none have emerged. While some electronics companies have placed their hopes on high-definition television and on new digital audio recorders like Sony's mini-disk system, the electronics association said these products would not make an impact for years, if at all.
+""It is not expected that recently introduced products, including high-definition television equipment, will spur significant new demand,"" the report said.
+In computers, Japan's industry, particularly the producers of large mainframes, are starting to feel the effects of the same shift toward smaller machines that has devastated the world's biggest computer company, the International Business Machines Corporation.
+The widespread electronics industry slump has already led to at least one-time losses at leading companies like Fujitsu, NEC, Sony and Oki Electric. The problems are forcing the companies to jettison some marginal businesses and to reduce their work forces by thousands, though most companies are doing this through attrition rather than layoffs. Executives are now preparing for a decade in which growth will be far slower than in the past. Slow Recovery Expected
+""We won't see a high growth rate like in the 70's and 80's,"" said Shigeru Yoshinaka, electronics analyst with Barclays de Zoete Wedd Securities. And with companies reluctant to lay off people, he said, the recovery in profits ""will be prolonged compared with the United States companies.""
+Japan's electronics industry had seen almost continuous growth for several decades, sometimes as much as 30 percent a year. In the last two decades, there have been only two other years in which production shrank -- in 1975, after the first oil shock, and in 1986, after the strengthened yen made Japanese products more expensive abroad.
+Worst hit in 1992 was the consumer electronics sector, perhaps the industry for which Japan is best known. Production of audio and video equipment is estimated to have plummeted 17 percent, to 3.9 trillion yen, or a little more than $30 billion. Another decline of 3.5 percent is projected for 1993. Exports fell 13.1 percent in the first nine months of the year.
+Measured in units, Japanese production of color televisions dropped 10.7 percent, videocassette recorders 22.8 percent and video cameras 23.6 percent. But production of compact disk players rose 7.9 percent, although output of other stereo equipment fell.
+The report shows that consumer electronics is becoming less important here, accounting for 17.2 percent of total electronics production in 1992 compared with 30.7 percent in 1982. Offshore Manufacturing
+Part of the decline in production in Japan results from the fact that Japanese companies have shifted their manufacturing offshore. Much of the movement has been to Southeast Asia, which offers lower manufacturing costs and is helping the Japanese companies compete with low-cost suppliers in South Korea, Taiwan and other areas. In other cases, production has shifted to the United States and Europe to be closer to markets. For color televisions and tape recorders, production by Japanese companies outside Japan now exceeds production in Japan.
+Computer production also had a steep drop of 10.2 percent, to 5.46 trillion yen, or about $44 billion, as Japan's hard pressed banks and securities companies have scaled back on their investments in automation. Even sales of personal computers, which should be a fast-growing field, fell about 10 percent in 1992, analysts said.
+Weak sales of computers and consumer electronic equipment in turn led to an estimated decline of 9.8 percent in integrated circuit production in 1992. Some market research figures show that American semiconductor companies have now regained the lead in overall computer chip production from the Japanese.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Japanese+Electronics+In+Slump&title=New+York+Times&issn=03624331&date=1992-12-26&volume=&issue=&spage=1.37&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 26, 1992","Japan's electronics industry, once considered nearly unstoppable, is now suffering from its worst slump since World War II, according to new figures released by the industry's main trade association. Consumer electronics companies, for instance, are suffering not only from recession but from the fact that most homes already have a videocassette recorder or a television set. New products are needed to fuel growth, but none have emerged. While some electronics companies have placed their hopes on high-definition television and on new digital audio recorders like Sony's mini-disk system, the electronics association said these products would not make an impact for years, if at all. ""We won't see a high growth rate like in the 70's and 80's,"" said Shigeru Yoshinaka, electronics analyst with Barclays de Zoete Wedd Securities. And with companies reluctant to lay off people, he said, the recovery in profits ""will be prolonged compared with the United States companies.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Dec 1992: 1.37.",11/15/17,"New York, N.Y.","JAPAN FAR EAST, SOUTH AND SOUTHEAST ASIA AND PACIFIC AREAS","Pollack, Andrew",New York Times Company,,Newspapers,428808329,"United States, New York, N.Y.",English,26-Dec-92,"ELECTRONICS; INDUSTRY PROFILES; SALES; INTERNATIONAL TRADE AND WORLD MARKET; CONSUMER BEHAVIOR; PRODUCTION; FORECASTS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"THE 1992 CAMPAIGN: Issues: The Environment; In Timber Country, Bush Will Join Logging War","New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/1992-campaign-issues-environment-timber-country/docview/428679053/se-2?accountid=14586,"Special to The New York Times
+Four years ago, George Bush used a campaign swing through the Pacific Northwest to compare himself to Theodore Roosevelt and to highlight his promise to be ""the environmental President."" On Monday, as the President's schedule calls for him to visit logging communities in Oregon and Washington, Mr. Bush is expected to forget about tree-hugging and embrace the ax instead.
+Bypassing the major cities, Mr. Bush will speak to timber workers in depressed rural areas where there has been a virtual civil war over the forests. Aides and supporters say he will speak out against ""environmental extremists"" and play up his plan to save timber jobs.
+In advance of the visit, the President has already delivered a gift to the loggers: on Thursday, he ordered Federal agencies to speed up logging of dead timber, bypassing the usual restrictions and appeals from citizens.
+But while the attempt to woo voters who are wary of environmental excess could play well in some places, Mr. Bush is in such deep trouble on the West Coast that there may be very little he can do to win here, political analysts from both parties say. Toppling Timberland Myths
+Polls in Washington, Oregon and California -- together, the three states have 25 percent of the electoral votes needed to win -- show the President trailing Gov. Bill Clinton of Arkansas by 13 to 22 points. Washington and Oregon were the only states in the West to vote against Mr. Bush in 1988, and California went Republican by the narrowest of margins.
+Even timber workers, who would seem to be at odds with Mr. Clinton for the environmental leanings of his running mate, Senator Al Gore, instead are angry at Mr. Bush. In his book, ""Earth in the Balance,"" Mr. Gore lamented the cutting of ancient forests in the Northwest and called for protection of more land. The Administration has advocated amending the Endangered Species Act, which has been used to curtail logging to protect the spotted owl.
+""George Bush has done absolutely nothing for our workers,"" said Bill Hubbell, president of the International Woodworkers of America, based in Oregon. ""We've had reams of rhetoric from the Administration, but they have never tried to take the bull by the horns.""
+In a pre-emptive strike, Mr. Clinton last week won the support of the major unions representing 125,000 timber workers by promising to tackle the stalemate between loggers and environmentalists. ""This crisis represents yet another example of a White House long on the politics of blame and short on leadership,"" Mr. Clinton said in a letter to the timber unions.
+Mr. Clinton also is planning to be in Oregon on Monday, speaking in Portland and then visiting an out-of-work timber family in Springfield.
+The major problem for the President, union leaders said, is that the timber crisis happened on his watch. In the last decade, thousands of timber workers lost their jobs because of the recession, foreign competition and automation. In the last four years, environmental restrictions on Federal forests have hastened the decline. While the Bush Administration has had Cabinet-level committees studying the issue, most logging on Federal lands in the Northwest has been halted because of lawsuits.
+The judge who has been most responsible for shutting down logging to protect the spotted owl -- Judge William L. Dwyer of United States District Court in Seattle -- was an appointee of President Reagan. In a ruling last year that blocked Forest Service plans to resume its tree-cutting policy in the Northwest, Judge Dwyer wrote that the Administration had shown a ""deliberate and systematic refusal"" to follow Federal laws on fish and wildlife.
+""Clinton's great advantage here is that all the disarray, inaction and confusion -- they've been like Larry, Moe and Curly -- has come from the Federal agencies run by George Bush,"" said Representative Les AuCoin, a Democrat trying to unseat Senator Bob Packwood, a Republican. Owls vs. People
+But there may also be an opening for the President to play on fears that environmental restrictions will soon affect the cities as well as rural areas, his supporters say. The majority of votes are not in the dying timber towns, but in Seattle, Portland, San Francisco and Los Angeles. While the core of environmental support is in the cities, there has been some erosion because of the poor economy, particularly in California. Efforts to save endangered runs of Pacific salmon, for example, could lead to rate increases for water users in the major cities.
+""Voters don't want to choose between the owl and people, but if they have to, they will choose people,"" said Senator Slade Gorton of Washington, the principal architect of Republican strategy in the West to paint Democrats as environmental extremists. On Mr. Gorton's advice, President Bush plans to visit a mill town outside Spokane and one in southern Oregon during his visit on Monday.
+Craig Berkman, chairman of the Oregon Republican Party, said recent polling suggested that jobs outweigh the environment as a concern among West Coast voters.
+""There is a changing dynamic at work: more and more people are looking at these environmental excesses and saying that something is wrong,"" said Mr. Berkman.
+But voters, even in the heaviest timber counties of Oregon, have been sending a somewhat different message. In Jackson County, Oregon, which President Bush plans to visit on Monday, Harry Lonsdale, a maverick Democrat who rails against clear cutting and excessive logging, beat Senator Mark O. Hatfield, the longtime Republican incumbent, last year . This, despite Mr. Hatfield's endorsement from the timber unions.
+Political analysts attribute the shift to newcomers, primarily from California, who view the timber industry as a despoiler of the scenery.
+""We all know the forests are disappearing and we all know many loggers are going to lose their jobs,"" said Tim Hermach, head of the Native Forest Council, an Oregon environmental group. ""What people really want is someone to respect them, someone who won't lie to them about the future.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+1992+CAMPAIGN%3A+Issues%3A+The+Environment%3B+In+Timber+Country%2C+Bush+Will+Join+Logging+War&title=New+York+Times&issn=03624331&date=1992-09-14&volume=&issue=&spage=A.16&au=Egan%2C+Timothy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 14, 1992","""[George Bush] has done absolutely nothing for our workers,"" said Bill Hubbell, president of the International Woodworkers of America, based in Oregon. ""We've had reams of rhetoric from the Administration, but they have never tried to take the bull by the horns."" ""Voters don't want to choose between the owl and people, but if they have to, they will choose people,"" said Senator Slade Gorton of Washington, the principal architect of Republican strategy in the West to paint Democrats as environmental extremists. On Mr. Gorton's advice, President Bush plans to visit a mill town outside Spokane and one in southern Oregon during his visit on Monday. ""We all know the forests are disappearing and we all know many loggers are going to lose their jobs,"" said Tim Hermach, head of the Native Forest Council, an Oregon environmental group. ""What people really want is someone to respect them, someone who won't lie to them about the future.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Sep 1992: A.16.",9/30/19,"New York, N.Y.",Washington (state) Oregon,"Egan, Timothy",New York Times Company,,Newspapers,428679053,"United States, New York, N.Y.",English,14-Sep-92,PRESIDENTIAL ELECTION OF 1992; FORESTS AND FORESTRY; ELECTION ISSUES,New York Times,NEWSPAPER,,,,,,,
+Wall Street; The Abused Executive Stock Option,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/wall-street-abused-executive-stock-option/docview/428567575/se-2?accountid=14586,"Stock options are emerging as the latest lightning rod in the continuing storm over executive pay levels. Senate hearings last Thursday did little to clear the air. Lawmakers threatened to eliminate corporate tax deductions for pay in excess of $1 million a year, but simply nodded at arguments for and against the use of options as a part of Corporate America's pay package.
+Critics of excessive executive pay have long lobbied for greater reliance on stock options because they put chief executives in the same boat as shareholders. If the stock price goes up, everybody in the boat is rewarded. If it does not, the chief executive suffers along with everyone else. That, the critics says, is only fair.
+In fact, there may even be stronger reasons than simple fairness for companies to emphasize stock options in their pay packages. When one research firm recently examined how executive pay affects stock prices at several large companies, it found that the use of options can dramatically reduce the harm that executive compensation does to share prices.
+It may be that stock options are a better form of ""excessive compensation"" than cash, said Graef Crystal, a critic of excessive pay and an industrial relations professor at the University of California at Berkeley. But that does not mean options cannot be abused.
+Advocates do not simply argue that options are a more palatable form of executive gravy, of course. A number of executives, some from Silicon Valley, noted on Thursday before the Senate Finance subcommittee on taxation that start-up companies rely heavily on options to reward and retain workers in their cash-lean years.
+But in an interview on the eve of his own testimony before the Senate panel, Mr. Crystal said that some high-technology companies are undermining their own arguments by playing games with those options.
+One common ploy, he said, is to reprice a chief executive's older options to reflect stock-price declines. ""When we not only give you new options at the lower price, but we also call in your earlier options and lower the exercise price on those,"" said Mr. Crystal, ""you've got a real money machine.""
+He cited American Micro Devices, which develops integrated circuits for communications and office automation equipment. The company's public documents disclose that it has repriced its chief executive's existing stock options several times in the last five years, lowering the exercise price as its stock price fell from nearly $20 to less than $4 a share. When the stock rebounded, the executive reaped a much larger amount from exercising his options than he would have if the exercise prices had not been cut.
+""The way options are being used and abused,"" Mr. Crystal said, ""they align the executives' interests with the speculators -- not with the long-term investors.""
+But at least options do less damage to stock prices than other forms of pay, said Donald W. Mitchell, managing director of Mitchell & Company. His research firm analyzed four large public companies, each of whose share price is sensitive to different financial factors. It found that, in every case, compensation paid to executives in cash hurt the share price more than an equivalent amount paid in the form of options. The simple explanation is that the cash would otherwise be added to profits, which would presumably help the stock price.
+For example, Avon is a stock whose price is chiefly sensitive to changes in earnings per share, Mr. Mitchell said. He calculated that the stock's sensitivity to earnings was such that ""every dollar paid out in cash, on an after-tax basis, costs shareholders 11.7 times that in its effect on their stock price.""
+""So anytime we can get executives to swap salary and cash bonus for stock options, we're better off,"" Mr. Mitchell said.
+One development that will inevitably change the way corporations view stock options is the movement to change the way accountants look at them. The Financial Accounting Standards Board, which makes most of the nation's accounting rules, is devising rules that would require corporations to reflect on their books the value of stock options granted to executives.
+One outraged corporate executive argued at the Senate hearings on Thursday that this new accounting approach, if implemented, would have a devastating impact on the earnings of high-tech companies that rely heavily on options -- cutting earnings on average by more than 40 percent.
+Timothy S. Lucas, director of research and technical activities at the standards board, agreed that the options debate has been a particularly difficult one. But he pointed out that, right now, companies' books are prepared as if options granted to executives have zero value -- ""and no one here assumes the value of an option is zero.""
+But one obstacle to establishing new rules is that corporations have been so creative in developing unique option plans. ""We're gaining on having a consensus on how to account for a plain-vanilla stock option,"" said Mr. Lucas. ""But there are a thousand other variations. And plans that differ in fairly minor ways get very different accounting treatment. So we haven't worked out yet how to get a level playing field.""
+Has the debate over executive pay helped or hurt in developing new rules? ""At the risk of being too cute, the answer is 'yes,' "" said Mr. Lucas. ""It focuses everybody's attention and enables us to get a conversation started. But it may impede our ability to have a rational, calm discussion of the accounting concepts once we get started.""
+Mr. Crystal, as usual, has a modest proposal that would render options more to his liking, one that he said some companies are already using: ""You set the exercise price for the option much higher than the current price. And you don't cut that price, even if the stock price falls. If you do that, you start getting close to options being a true reward for long-term performance.""
+Photograph Graef Crystal, discussing the use -- and abuse -- of stock options. (Jim Wilson/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Wall+Street%3B+The+Abused+Executive+Stock+Option&title=New+York+Times&issn=03624331&date=1992-06-07&volume=&issue=&spage=A.15&au=Henriques%2C+Diana+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 1992","One common ploy, he said, is to reprice a chief executive's older options to reflect stock-price declines. ""When we not only give you new options at the lower price, but we also call in your earlier options and lower the exercise price on those,"" said Mr. [Crystal], ""you've got a real money machine."" One obstacle to establishing new rules is that corporations have been so creative in developing unique option plans. ""We're gaining on having a consensus on how to account for a plain-vanilla stock option,"" said Mr. [Timothy S. Lucas]. ""But there are a thousand other variations. And plans that differ in fairly minor ways get very different accounting treatment. So we haven't worked out yet how to get a level playing field."" Has the debate over executive pay helped or hurt in developing new rules? ""At the risk of being too cute, the answer is 'yes,' "" said Mr. Lucas. ""It focuses everybody's attention and enables us to get a conversation started. But it may impede our ability to have a rational, calm discussion of the accounting concepts once we get started.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 1992: A.15.",11/15/17,"New York, N.Y.",,"Henriques, Diana B",New York Times Company,,Newspapers,428567575,"United States, New York, N.Y.",English,7-Jun-92,EXECUTIVES AND MANAGEMENT; STOCKS AND BONDS; WAGES AND SALARIES; STOCK OPTIONS AND PURCHASE PLANS,New York Times,NEWSPAPER,,,,,,,
+ALBERTVILLE; Valley of Alps Offers Another Point of View,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/albertville-valley-alps-offers-another-point-view/docview/428386986/se-2?accountid=14586,"Special to The New York Times
+Life looks very good from the top of the French Alps, where Prince Albert of Monaco can be seen cavorting when aristocrats are in season, and where downhill racers begin their breakneck journeys through fat snowflakes during the Winter Olympics.
+At the highest Courchevel settlement, host to International Olympic Committee officials, chalets sell for 45,000 francs per square meter (about $760 per square foot) , among the most expensive rates in all of France. Here at Meribel, site of the Olympic ice hockey tournament and the women's Alpine events, French and American tourists spend the equivalent of $100 on taxi rides to shuttle buses.
+But down in the valley, where the figure- and speed-skating events are being held in drizzly Albertville, year-round residents are trying to cope with a sagging economy and with an Olympics they often cannot attend because of prohibitive ticket prices.
+""People from the valleys don't even go skiing anymore because it's more and more expensive,"" said Renaud Perroux, an 18-year-old security guard at the Pechiney Electrometallurgie (P.E.M.) plant outside D'Aiguebelle. ""Maybe the Olympics will be good for tourism. But in the valley, we are more worried about the industry. If it closes, there will be a lot of unemployment."" High Up Looking Down
+At the venues of the Albertville Olympics, where three valleys and five mountains provide incongruous backdrops, status is measured by altitude. One thousand meters straight up can cost a chalet renter several thousand francs extra per month. The inn crowd at ethereal Meribel, Val d'Isere and Courchevel is very different than the more modest visitors at Brides-les-Bains, halfway down the mountain, who pay reasonable rental prices for their soothing thermal baths.
+""Everybody wants to go higher to the top,"" said Xavier Clouet, a real-estate agent in La Tania, who lives lower, down in the valley, in Bozel. ""I would like to live there, too, but . . .""
+Clouet rubbed his thumb and forefinger together, the universal sign for money, and access. A typical family house sells for about 800,000 francs in the valley, 25 percent more at intermediate elevations, another 50 percent more higher up. So Clouet stays below.
+""I am in the tourist business,"" he said. ""For me, the mountain is my factory.""
+For most, however, the mountains of the Savoy region are winter playgrounds. Each resort has its own personality and draws its own clientele. Courchevel, built around five levels of increasingly expensive chalets as it rises to 1,850 meters, plays host to the richest international set. Variety in the Heights
+Meribel, originally built by the British, draws French, British and American tourists. Les Menuires is for French professionals, mostly doctors and lawyers. Val-Thorens is so high, at 2,300 meters, that it attracts only the fittest and richest of the young set.
+The Olympics have not brought more business to these resorts, but they have enhanced the region's image with their glamorous world-class skiers, sledders and telegenic events.
+Down in the valley, however, there is a concern that the working people are being overlooked, priced out of the Olympics. Automation has cut into the job market along the lower Tarentaise valley, where strings of rudimentary factories were built 100 years ago to take advantage of the Isere River. There is no fun money here.
+At the P.E.M. factory, nine employees have become Olympic volunteers, working for no pay at venues, to see the events. Tickets for preliminary-round hockey matches, ranging from $24 to $60, are simply too costly.
+""For us, the Olympics mean nothing,"" said Joseph de La Bastie, director of P.E.M. ""We export our products. But we can hope that in the long run, these sports will mean jobs for the region."" Sense of Pride
+There is, at least, a sense of pride among the workers in the valley, who understand that the Olympics could not be happening without their efforts.
+Christian Lecaillon is manager of the Electricite de France hydroelectric plant at La Bathie, and he is proud to guide visitors through a subterranean tunnel to a cavernous turbine room in the middle of a mountain. Here, there is enough power generated to run the Olympic timing scoreboards, press centers and ice rinks.
+Lecaillon will not go to a single Olympic event because he must work longer hours during the Olympics.
+""We have put in second lines, made skiing, made special preparations,"" Lecaillon said. ""For us, the snow does not not mean skiing. It means more run-off, which is good, and more danger of breakdowns, which is bad.""
+""In the valley,"" Lecaillon said, ""it is business the same as other days, only maybe busier.""
+Photograph People strolling through the town of Meribel, which attracts French, British and American tourists. (Barton Silverman/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ALBERTVILLE%3B+Valley+of+Alps+Offers+Another+Point+of+View&title=New+York+Times&issn=03624331&date=1992-02-18&volume=&issue=&spage=B.11&au=Bondy%2C+Filip&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 18, 1992","""People from the valleys don't even go skiing anymore because it's more and more expensive,"" said Renaud Perroux, an 18-year-old security guard at the Pechiney Electrometallurgie (P.E.M.) plant outside D'Aiguebelle. ""Maybe the Olympics will be good for tourism. But in the valley, we are more worried about the industry. If it closes, there will be a lot of unemployment."" High Up Looking Down ""For us, the Olympics mean nothing,"" said Joseph de La Bastie, director of P.E.M. ""We export our products. But we can hope that in the long run, these sports will mean jobs for the region."" Sense of Pride ""We have put in second lines, made skiing, made special preparations,"" Lecaillon said. ""For us, the snow does not not mean skiing. It means more run-off, which is good, and more danger of breakdowns, which is bad.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Feb 1992: B.11.",11/15/17,"New York, N.Y.",FRANCE ALBERTVILLE (FRANCE),"Bondy, Filip",New York Times Company,,Newspapers,428386986,"United States, New York, N.Y.",English,18-Feb-92,OLYMPIC GAMES (1992); WINTER GAMES (OLYMPICS),New York Times,NEWSPAPER,,,,,,,
+SPECIAL REPORT; Businesses Go Back to School,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/special-report-businesses-go-back-school/docview/428277884/se-2?accountid=14586,"OWNERS and managers of small- and medium-size manufacturing businesses are going back to school today as they try to improve the efficiency of their operations by harnessing the power of the computer.
+That is what Dominick Martorana did when he decided to add computerized controls to the automatic machine tools that cut and shape parts for electronic devices at his Highland Manufacturing Company, in Highland, N.Y. But Mr. Martorana did not head for an ivy-swathed university. Instead, he went to Hudson Valley Community College in nearby Troy, for instruction in computer-aided manufacturing and the details of the software packages that control the machines.
+Community colleges, the two-year institutions that have long provided economical access to higher education, are increasingly staking out a role as the agents of technology transfer for manufacturing industries. Instead of simply preparing students for transfer to four-year institutions or providing low-tech vocational training, many community colleges are teaming with industry and government to retrain the existing work force in computer operations and modern manufacturing methods, such as just-in-time inventory management. 'Much Stronger Role'
+""Community colleges have been in the process of a major transition during the 1980's,"" concludes a recent report by several Federal research laboratories. ""They have moved toward a much stronger role in vocational education and in supporting U.S. industry.""
+""Community colleges are probably the most liberated and aggressive force in American education today,"" said Hirsh Cohen, education specialist at the Alfred P. Sloan Foundation in New York, which promotes science, technology and management. ""They do not have the rigidity of the K-through-12 system and are more aggressive than four-year, research universities.""
+Mr. Martorana said that Hudson Valley College had provided the help he needed for his 20-worker factory. ""I did research on what kind of software to buy,"" he said. ""Then Hudson Valley sent people down here and analyzed my shop to see what I needed."" Now computer controls are boosting productivity for him, since machines can be quickly programmed to shift from producing one type of part to another.
+These work-force training arrangements are also benefiting the community colleges, which in recent years have become big business. According to the American Association of Community and Junior Colleges, there are about 1,200 such institutions around the nation, with about six million students taking courses for credit and five million more in noncredit training programs.
+Federal agencies, such as the Tennessee Valley Authority and the National Institute of Standards and Technology, and national research laboratories such as Lawrence Livermore in California are choosing the colleges as the vehicle for bringing high technology to the shop floor. Increasingly, these ventures are three-way alliances, with a Federal laboratory or major university providing technical expertise, private industry supplying money and equipment and community colleges doing the instruction.
+Hudson Valley, for example, has formed an Advanced Manufacturing Resource Center in association with the federally financed Northeast Manufacturing Technology Center at nearby Rensselaer Polytechnic Institute. Although the R.P.I. center directs the program, which is intended to upgrade competitiveness of small- and medium-size businesses, teaching has been delegated to Hudson Valley and 11 other community colleges in the state.
+""We are oriented toward transferring technology to small businesses,"" said Douglas Baldrey, associate dean of the college's school of engineering. Four-year colleges, Mr. Baldrey said, are more academically oriented and interested in basic research rather than factory-floor operations. ""We offer a course in selecting computer-aided manufacturing systems,"" he said. ""That is not something a Rensselaer or a Cornell wants to do."" Industrial Courses
+The advanced manufacturing program includes industrial short courses for workers seeking to upgrade skills -- courses like Introduction to Computer Aided Design and Manufacturing, Data Acquisition Using Personal Computers and Advanced Geometric Dimensioning and Tolerancing.
+But the manufacturing center also includes an academic track for students, who can take courses in computerized design and manufacturing equipment, automation and robotics. They can graduate with an associate degree in, say, industrial technology or mechanical engineering technology and machine processes, and head for a ready job market.
+""The people who run companies around here say they cannot get skilled workers,"" Mr. Baldrey said. ""That is why some of them are asking us to set up apprentice programs."" He said there were about 200 students pursuing manufacturing technology degrees at Hudson Valley, with an equal number of industrial workers taking noncredit courses.
+At the college, both sets of students receive instruction on how to use the myriad of computer-aided design programs. And they learn how to translate those designs into instructions for automated machinery in industrial settings.
+With grants from the Northeast Center, Hudson Valley is also taking its courses to the companies themselves, conducting training sessions at 22 factories and shops this year.
+Nationally, about 50 community colleges have built technology centers to enhance local manufacturers. ""We know we need to do something with regard to manufacturing competitiveness,"" said Karl J. Jacobs, president of Rock Valley College in Rockford, Ill., which has built such a center.
+Not all programs involve classic, metal-cutting manufacturing. Lawrence Livermore and other Federal centers in the West have set up programs with community colleges in California, Nevada, Utah, Arizona and Hawaii to train environmental cleanup and hazardous-waste specialists.
+""It is pretty obvious that rising numbers of people will be needed to work in environmental restoration, pollution prevention and waste management,"" said Paul Dickinson, an education specialist at Lawrence Livermore. Mr. Dickinson said the program, called the Partnership for Environmental Technology Education, would be a joint government-industry-academic undertaking.
+Livermore has also signed an agreement with the 107-campus, 1.5-million-student California Community College system to establish 16 Centers for Applied Competitive Technologies. The agreement is part of an effort to find commercial applications for technologies such as advanced high-temperature materials developed by the labs during the cold war.
+The Tennessee Valley Authority is trying to help the 40 community colleges in its region stay close to technology's cutting edge. ""The pace of change in some technologies is so fast the instructors cannot keep up,"" said W. Carroll Marsalis, a sector manager with the authority. ""So we are focusing on training and retraining for instructors. We have helped establish a National Institute for Technical Training at Mississippi State University.""
+Photograph Hudson Valley Community College offers hands-on instruction in advanced technology to businesses (David Jennings for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SPECIAL+REPORT%3B+Businesses+Go+Back+to+School&title=New+York+Times&issn=03624331&date=1991-11-03&volume=&issue=&spage=A.30&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 3, 1991","Mr. [Dominick Martorana] said that Hudson Valley College had provided the help he needed for his 20-worker factory. ""I did research on what kind of software to buy,"" he said. ""Then Hudson Valley sent people down here and analyzed my shop to see what I needed."" Now computer controls are boosting productivity for him, since machines can be quickly programmed to shift from producing one type of part to another. ""We are oriented toward transferring technology to small businesses,"" said Douglas Baldrey, associate dean of the college's school of engineering. Four-year colleges, Mr. Baldrey said, are more academically oriented and interested in basic research rather than factory-floor operations. ""We offer a course in selecting computer-aided manufacturing systems,"" he said. ""That is not something a Rensselaer or a Cornell wants to do."" Industrial Courses The Tennessee Valley Authority is trying to help the 40 community colleges in its region stay close to technology's cutting edge. ""The pace of change in some technologies is so fast the instructors cannot keep up,"" said W. Carroll Marsalis, a sector manager with the authority. ""So we are focusing on training and retraining for instructors. We have helped establish a National Institute for Technical Training at Mississippi State University.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Nov 1991: A.30.",11/15/17,"New York, N.Y.",,"Holusha, John",New York Times Company,,Newspapers,428277884,"United States, New York, N.Y.",English,3-Nov-91,COLLEGES AND UNIVERSITIES; DATA PROCESSING (COMPUTERS); COMMUNITY COLLEGES; LABOR; VOCATIONAL TRAINING,New York Times,NEWSPAPER,,,,,,,
+IDEAS & TRENDS; Japan Wary as U.S. Science Comes Begging,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ideas-trends-japan-wary-as-u-s-science-comes/docview/428235075/se-2?accountid=14586,"A Japanese official who oversees some of the nation's high-technology initiatives recently explained the difference between an American ""big science"" project and an international one. The first, he said, was a project conceived of and designed by American scientists, built in the United States, and run by Americans.
+""An international project has all the same characteristics,"" he said. ""But it's called 'international' after Congress runs out of money.""
+That, in sum, is Japan's view of how it is being regarded these days by its scientific colleagues in the United States: as a giant checkbook. And over the next few months one of America's biggest science experiments, the $8.4 billion superconducting supercollider, may prove to be a test of far more than what happens when you set two beams of protons on a collision course. Even before the 54-mile-long accelerator is built in northeast Texas, the science-policy communities of the world's two biggest technologic powers are well down the road to a collision of their own.
+The struggle is over whose scientific agenda will be served. For more than 18 months, American officials have been shuttling to Tokyo to cajole or beg Japan to make a $1 billion to $2 billion contribution to the supercollider project, which may well be scrapped if Japan and other countries do not chip in.
+But only in the last few weeks, in preparation for President Bush's arrival here late next month, has the United States begun to sweeten the pot. What was once called a chance at a ""partnership"" is suddenly being described as -- who says America can't talk in terms the Japanese understand? -- an ""equity interest"" with an expanded Japanese ""management role."" The President's science adviser, Allan Bromley, is dangling the prospect that the United States might return the favor by agreeing to participate in some of Japan's still-struggling technology initiatives in everything from advanced computing to high-tech manufacturing to biological sciences. To satisfy Japanese professors who fear that the supercollider will be paid for from their own meager research budgets, he also promised a package deal in which the United States would press Japan's leaders to finally commit big money, a billion or more dollars a year, to its badly neglected university laboratories. Not surprisingly, Japan's powerful Finance Ministry is not exactly leaping at the idea.
+To many Japanese scientists, Dr. Bromley's offer looked like what one physicist here called a ""last-minute concoction"" to lure Japanese money. Big Decisions Already Made
+The major decisions about the supercollider, they argue, starting with where it will be built, were made by the Reagan Administration. Many question whether the the Bush Administration's efforts to internationalize the project are anything more than window-dressing. ""If the past record of the U.S.-Japan cooperative program in high energy physics is anything to go by,"" Steve Yamamoto, a physicist at the University of Tokyo, wrote in the journal Nature last year, ""involvement of Japanese scientists will be secondary to the country's financial contribution.""
+If the Japanese are insisting on shareholder's rights, however, they seem uncertain as to how to vote. By virtually all accounts, including the government's, Japan's basic science program is wandering aimlessly. Four decades of technological overdrive have concentrated the best talent in companies, not universities. Even Japan's space program is largely a satellite of NASA's space station program.
+While companies mouth a commitment to basic science, they sit still for little of it. And the government has neglected the basic research infrastructure for so long -- since founding national universities early in the century -- that many scientists say that Japan is not qualified to run huge projects examining the most fundamental scientific questions.
+""The Japanese are not big in basic research and never have been,"" W. Henson Moore, Deputy Secretary of Energy, said recently. ""They know they need to be, but it is difficult to translate that into money.""
+For that reason, Mr. Moore has spearheaded the drive to convince Japan that the supercollider is one answer. It would focus the efforts of a generation of researchers while giving Japanese industry a major role in the construction of one of the highest-tech devices on earth. He rejects the argument that America is offering Japan too little too late. ""That's a smokescreen,"" he says. ""There have been Japanese involved in this project from early on.""
+If the Japanese resent the pressure, it is partly because America's enthusiasm for international collaboration often wanes when it is not in the driver's seat. Japanese companies were specifically excluded from Sematech, the project to make American industry competitive again in semiconductors. Washington initially objected to the Intelligent Manufacturing System, a Japanese-led effort to standardize the world's factory automation techniques.
+And there was a lot of official gnashing of teeth when Japan persuaded Pratt & Whitney, General Electric, Rolls-Royce and France's Snecma to sign up earlier this year for a Japanese-funded project to develop a new supersonic aircraft engine. Because Japan is not yet a power in aerospace, many in the government felt that American firms were once again training their future competition. ""What everyone forgets, though, is that they were offering scarce research funds, and they told us we could leave any time we didn't like how it was going,"" said one American executive in the deal.
+Now Japan wants I.B.M. and A.T.& T., among others, to join the Sixth Generation Project, a major new initiative in parallel processors -- a supercomputer technology that puts thousands of independent processing units to work on a single problem -- and artificial intelligence. Past initiatives of this kind have been closed to foreigners. Dr. Bromley suggested that an American endorsement of the project may be in the offing.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IDEAS+%26amp%3B+TRENDS%3B+Japan+Wary+as+U.S.+Science+Comes+Begging&title=New+York+Times&issn=03624331&date=1991-10-27&volume=&issue=&spage=A.16&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 27, 1991","""An international project has all the same characteristics,"" he said. ""But it's called 'international' after Congress runs out of money."" Only in the last few weeks, in preparation for President Bush's arrival here late next month, has the United States begun to sweeten the pot. What was once called a chance at a ""partnership"" is suddenly being described as -- who says America can't talk in terms the Japanese understand? -- an ""equity interest"" with an expanded Japanese ""management role."" The President's science adviser, Allan Bromley, is dangling the prospect that the United States might return the favor by agreeing to participate in some of Japan's still-struggling technology initiatives in everything from advanced computing to high-tech manufacturing to biological sciences. To satisfy Japanese professors who fear that the supercollider will be paid for from their own meager research budgets, he also promised a package deal in which the United States would press Japan's leaders to finally commit big money, a billion or more dollars a year, to its badly neglected university laboratories. Not surprisingly, Japan's powerful Finance Ministry is not exactly leaping at the idea. The major decisions about the supercollider, they argue, starting with where it will be built, were made by the Reagan Administration. Many question whether the the Bush Administration's efforts to internationalize the project are anything more than window-dressing. ""If the past record of the U.S.-Japan cooperative program in high energy physics is anything to go by,"" Steve Yamamoto, a physicist at the University of Tokyo, wrote in the journal Nature last year, ""involvement of Japanese scientists will be secondary to the country's financial contribution.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Oct 1991: A.16.",1/4/21,"New York, N.Y.",United States--US Japan,"Sanger, David E",New York Times Company,,Newspapers,428235075,"United States, New York, N.Y.",English,27-Oct-91,SUPERCONDUCTING SUPERCOLLIDER; Physics,New York Times,NEWSPAPER,,,,,,,
+No Pickup Expected For Hiring,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/no-pickup-expected-hiring/docview/428234858/se-2?accountid=14586,"The nation's manufacturers say that while production has risen in recent weeks for many products, the pickup is so modest and uncertain that hiring new workers -- an essential step if the nation is to shake off the recession -- might be delayed indefinitely.
+In interviews with more than 20 executives at the semiannual directors meeting of the National Association of Manufacturers, which ended in Atlanta on Saturday, the story was essentially the same: production for home consumption, apart from exports, is 1 percent to 3 percent above the summer's levels.
+Manufacturing is the healthiest sector in a weak national economy, and those numbers suggest the recovery is finally at hand. But the executives held back from making that pronouncement.
+Instead, they greeted the improvement with skepticism and with doubt that it would last. ""You have to look pretty hard to find it,"" said Harry A. Hammerly, an executive vice president at the Minnesota Mining and Manufacturing Company, the tape maker. P.&G.'s Uncertain Gains
+The Procter & Gamble Company, for example, finds that sales are up 2 percent or more since June for all its numerous consumer products: foods, beverages, soaps, paper items and beauty aids. But Marvin Womack, a Procter vice president, said the company did not know yet whether Americans were consuming more, or Procter was simply taking sales away from competitors, with no net national gain. ""You need the disposable income and the will to spend it to increase national consumption,"" he said. ""Neither seems present.""
+Similarly, the Phelps Dodge Corporation, the copper company, has experienced what Douglas C. Yearley, the chairman, described as a surge in orders over the last four months for wire used in autos, electric motors and home construction. ""That's surprising, since we don't see the end demand,"" Mr. Yearley said, adding that much of the wire might have been earmarked for the 1992 model cars.
+""Now we are getting signals from the auto companies' purchasing people that if they don't get better car sales, they won't maintain the order level,"" he said.
+Reflecting a view apparently widely held among the 150 executives at the two-day meeting, those interviewed said a gradual rise in production means that companies are not forced to hire workers or even to pay much additional overtime. A surge in demand and in production -- the pattern in the early months of previous recoveries -- would force companies to expand their work forces quickly.
+But when sales grow slowly, that leaves time to increase production through labor-saving strategies: more automation and rearranging of work assignments.
+""If the business comes back slowly, as ours is now, we can phase in these productivity improvements, which take time,"" said Wallace Barnes, chairman of the Barnes Group Inc., headquartered in Bristol, Conn., a maker of metal springs and precision parts that go into numerous products. ""That is not good news for the nation's employment statistics, but it is good news for our competitiveness."" Counter to Bush Plan
+The resistance to rehiring -- indeed, the Barnes Group, which employs 5,000 people in the United States, is still reducing its staff through attrition -- runs counter to the dynamics for a recovery that have been outlined by the Bush Administration, the Federal Reserve and many economists. Even with a weak recovery and a slow improvement in factory production, they had expected that overtime and new hiring would soon kick in.
+The resulting rise in income, in turn, would fuel more demand, more purchases, greater production and still more hiring, making the recovery a solid reality by year-end. The manufacturing sector, in particular, has been counted on to lead the way in rehiring, given that the service sector is laying off thousands of workers to become more efficient, the construction industry is in the doldrums, and state and municipal governments are reducing staffs because of budget problems.
+But manufacturing employment has risen by only 67,000 workers, to 18.4 million, since the recession's low point earlier this year, and remains well below its 19.2 million level when the recession started in July 1990. Problem Recognized at Fed
+Recognizing the problem, David W. Mullins Jr., vice chairman of the Fed, said in an interview last week, ""There is a real question whether the rise in production will catch hold in employment."" He added that the third-quarter gross national product, measuring the nation's economic growth, could show as much as a 3 percent rise, at an annual rate, when the G.N.P. figure is announced on Oct. 29. But despite the likelihood of this good news, which would represent the first growth in the national economy in a year, Mr. Mullins was pessimistic. ""It bothers me,"" he said, ""that we might be running out of steam"" and the economy might ""fall back.""
+Whatever the future, the present exhibits sharp differences among manufacturing industries. While sales of P.& G.'s small consumer items rose, production of appliances fell from December until the summer and is now ""dragging along the bottom,"" neither rising nor falling, said Gary L. Rogers, senior vice president of General Electric appliances.
+""People are buying only what they have to, and they are always looking for lower-priced models,"" he said. ""Even if production rises 3 percent to 4 percent next year, there would not be much hiring."" Sales Double for Jack Daniels
+Factory sales of Jack Daniels and other whiskies made in the South by the Brown-Forman Corporation also fell all year, but in September they suddenly doubled. A higher Federal excise tax helps to explain the sales decline, but Stephen F. Thompson, the company's executive vice president, said the September rebound was beyond his understanding. ""If we have another month in a row like this, it might mean something,"" he said.
+Restocking for Christmas might be an explanation, Mr. Thompson said. And export growth is helping many other manufacturers. Even before the recent mild turnaround in the nation's manufacturing production, export growth had made manufacturing industries the strongest in a recessionary economy.
+Air Products and Chemicals Inc., a manufacturer of industrial gases, exports 15 percent of its $2 billion annually in domestic production, and exports had been rising at a rate of roughly 6 percent a year, while domestic sales began to rise only in late summer at a much slower pace. ""Our turnaround would not hold up if exports were to fall,"" said Dexter F. Baker, the company's chairman and also the newly installed chairman of the National Association of Manufacturers.
+Photograph Dexter F. Baker, left, the new chairman of the National Association of Manufacturers, speaking with Jaime Jose Serra, Mexico's Secretary of Commerce, at the group's semiannual meeting in Atlanta. Mr. Serra spoke to the group about the proposed North American free-trade pact. (Erik S. Lesser for The New York Times) (pg. D4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=No+Pickup+Expected+For+Hiring&title=New+York+Times&issn=03624331&date=1991-10-21&volume=&issue=&spage=D.1&au=UCHITELLE%2C+LOUIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 1991","The Procter & Gamble Company, for example, finds that sales are up 2 percent or more since June for all its numerous consumer products: foods, beverages, soaps, paper items and beauty aids. But Marvin Womack, a Procter vice president, said the company did not know yet whether Americans were consuming more, or Procter was simply taking sales away from competitors, with no net national gain. ""You need the disposable income and the will to spend it to increase national consumption,"" he said. ""Neither seems present."" ""If the business comes back slowly, as ours is now, we can phase in these productivity improvements, which take time,"" said Wallace Barnes, chairman of the Barnes Group Inc., headquartered in Bristol, Conn., a maker of metal springs and precision parts that go into numerous products. ""That is not good news for the nation's employment statistics, but it is good news for our competitiveness."" Counter to Bush Plan Recognizing the problem, David W. Mullins Jr., vice chairman of the Fed, said in an interview last week, ""There is a real question whether the rise in production will catch hold in employment."" He added that the third-quarter gross national product, measuring the nation's economic growth, could show as much as a 3 percent rise, at an annual rate, when the G.N.P. figure is announced on Oct. 29. But despite the likelihood of this good news, which would represent the first growth in the national economy in a year, Mr. Mullins was pessimistic. ""It bothers me,"" he said, ""that we might be running out of steam"" and the economy might ""fall back.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 1991: D.1.",11/15/17,"New York, N.Y.",,"UCHITELLE, LOUIS",New York Times Company,,Newspapers,428234858,"United States, New York, N.Y.",English,21-Oct-91,UNITED STATES ECONOMY; RECESSION AND DEPRESSION; PRODUCTION; LABOR; HIRING AND PROMOTION,New York Times,NEWSPAPER,,,,,,,
+Naivasha Journal; Dutch Flowers? In Name Only. Ask the Kenyans.,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/naivasha-journal-dutch-flowers-name-only-ask/docview/427984599/se-2?accountid=14586,"In a cavernous hall set in a 4,500-acre flower farm here, an almost militarily precise work force grades, ties in bunches, packs in boxes and refrigerates a million carnations a day.
+After a rocky three-hour ride on trailer trucks from this lakeside area in the Rift Valley of East Africa, the flowers are loaded in Nairobi on jets bound for Europe, where Kenyan flowers are harvesting a name for quality and durability.
+Last year, Kenya, better known for its tourism and coffee, exported 400 million flowers, ranking it sixth or seventh in the world after traditional flower producers like the Netherlands, Israel and Colombia, flower growers here say.
+One company, Sulmac, the biggest Kenyan flower producer and the owner of what the company says is the largest carnation farm in the world, exported 214 million stems: carnations, roses, lilies, larkspur and a long-lasting, crisply textured flower called statice that often lends a splash of purple to supermarket bouquets in the United States. Tourism Drops Off
+Delicate flowers from Africa gracing European salons? Sounds improbable. But in a country where coffee, tea and tourism have been mainstays of relatively scarce foreign-exchange earnings, flower exports are now the fastest-growing source of foreign exchange and have suddenly gained a special importance.
+Not only have hard times come to Kenyan coffee, coveted although it accounts for just 2.4 percent of world coffee exports; tourism is hurting as well. The Kenyan game parks are nearly empty of visitors these days as vacationers cancel because of nervousness over the Persian Gulf war.
+The Kenyan equatorial highland climate -- refreshingly cool at night, brilliant but not bruising sunlight during the day -- turns out to be ideal for flower growing, just as it has been well suited to coffee-growing since the early days of colonial settlement. As worldwide coffee prices remain at depressing lows, Brooke Bond, the largest coffee company in Kenya and parent to Sulmac, has received special permission from the Government to pull up coffee plants, traditionally considered almost sacred, and replace them with roses.
+""The light is good, the water is available,"" said David Gray, the managing director of Sulmac, as he inspected field upon field of jade green carnation plants, their buds just bursting. ""The soil is not good -- basically volcanic dust -- but we can put a lot on it to improve it.""
+While the large-scale flower business has been mostly dominated by Europeans since it was started a decade ago, many Kenyans, among them the governor of the Central Bank, Eric Kotut, have found ventures like rose growing to be profitable side-businesses. Some Kenyan university students are specializing in horticulture, which they see as a growth industry. And all around the mile-high Lake Naivasha, flower specialists are experimenting with hybrids to produce attractive yet long-lasting specimens that can survive the rigors of overseas travel.
+On the rim of the lake, German and Dutch technical experts have perfected the art of growing carnations outdoors. In most places in the world, carnations are cultivated under cover, a method that makes the enterprise more costly.
+In addition to the favorable environment, growers here enjoy the benefits of a cheap labor force, a factor that gives Kenya an advantage against more traditional flower-growing countries.
+At most of the flower farms that encircle Lake Naivasha, workers are paid the equivalent of about $40 a month, plus free schooling for their children and medical services. Despite the huge volume of flowers processed every day, cheap labor means there is little automation in the Sulmac packing hall -- only a conveyor belt a few yards long.
+""We can do it better by hand,"" said Joseph Kinyanjui, senior supervisor of the 680 workers, whose hands weave and flash through the air as they grade and pack. ""Each grader moves at least 2,600 stems a day, some do 6,000 a day.""
+Since the freshness of the flowers is essential, speed is emphasized. Pickers in the fields collect stems with buds that are just about to open. The stems are left in bins at the end of the long rows of plants and collected by trucks that constantly patrol the fields. In the grading hall, the flowers are rejuvenated for up to 24 hours in buckets of water infused with preservatives, then graded, packed and cooled in a refrigeration room. A fleet of insulated trucks makes the arduous route to the Nairobi airport in three to four hours. Cheating on the Labels
+""From field to plane is normally 36 hours,"" Mr. Gray said. ""It can be 24 hours. From field to retail market, four to five days.""
+While trade barriers do not seem to pose a major challenge to Kenyan flower exporters, transportation does. Sulmac destroyed 10 tons of flowers a day before Christmas because there was not enough space on jets.
+The bulk of Sulmac's flowers are sold through a company based in Nuremburg, Germany, which then distributes them to various parts of the world, including the United States.
+Some are sold directly at auctions in the Netherlands and markets in England. At Heathrow Airport, bouquets of flowers with labels from the Netherlands are actually Kenyan. They are retagged, said Mr. Gray with a shrug, to add the aura of prestige that Kenyan flower growers are striving for but have yet to achieve.
+Photograph In Kenya, where coffee and tea have traditionally been the main exports, flowers are now the fastest growing source of foreign exchange. Last year,Kenya exported 400 million flowers. In Naivasha, workers at the Sulmac Flower Farm grade, pack and refrigerate a million carnations a day. (Jane Perlez/The New York Times) Map highlighting Naivasha",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Naivasha+Journal%3B+Dutch+Flowers%3F+In+Name+Only.+Ask+the+Kenyans.&title=New+York+Times&issn=03624331&date=1991-02-02&volume=&issue=&spage=1.2&au=JANE+PERLEZ%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 2, 1991","The Kenyan equatorial highland climate -- refreshingly cool at night, brilliant but not bruising sunlight during the day -- turns out to be ideal for flower growing, just as it has been well suited to coffee-growing since the early days of colonial settlement. As worldwide coffee prices remain at depressing lows, Brooke Bond, the largest coffee company in Kenya and parent to Sulmac, has received special permission from the Government to pull up coffee plants, traditionally considered almost sacred, and replace them with roses. ""The light is good, the water is available,"" said David Gray, the managing director of Sulmac, as he inspected field upon field of jade green carnation plants, their buds just bursting. ""The soil is not good -- basically volcanic dust -- but we can put a lot on it to improve it."" In Kenya, where coffee and tea have traditionally been the main exports, flowers are now the fastest growing source of foreign exchange. Last year,Kenya exported 400 million flowers. In Naivasha, workers at the Sulmac Flower Farm grade, pack and refrigerate a million carnations a day. (Jane Perlez/The New York Times) Map highlighting Naivasha","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Feb 1991: 1.2.",11/15/17,"New York, N.Y.",KENYA NAIVASHA (KENYA),"JANE PERLEZ, Special to The New York Times",New York Times Company,,Newspapers,427984599,"United States, New York, N.Y.",English,2-Feb-91,FLOWERS AND PLANTS; INTERNATIONAL TRADE AND WORLD MARKET; ECONOMIC CONDITIONS AND TRENDS; CURRENCY; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+U.S. SEEKS TO EASE TECHNOLOGY SALES IN EASTERN EUROPE,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-seeks-ease-technology-sales-eastern-europe/docview/427676792/se-2?accountid=14586,"LEAD: The Bush Administration today proposed a relaxation of restrictions on the export of advanced technological products to the Soviet Union and Eastern Europe, including computers, precision machine tools and telecommunications equipment.
+The Bush Administration today proposed a relaxation of restrictions on the export of advanced technological products to the Soviet Union and Eastern Europe, including computers, precision machine tools and telecommunications equipment.
+As cold war tensions ease, America's allies have sought more liberal trading rules, and the business community has expressed concern that what it considers excessive control of exports is denying markets to the United States. The change was opposed by conservatives in the Pentagon.
+The White House press secretary, Marlin Fitzwater, said the idea was to ''build higher fences around fewer goods.''
+Seeking Allies' Approval",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+SEEKS+TO+EASE+TECHNOLOGY+SALES+IN+EASTERN+EUROPE&title=New+York+Times&issn=03624331&date=1990-05-03&volume=&issue=&spage=A.1&au=CLYDE+H.+FARNSWORTH%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 3, 1990","''The proposal is better than what we've seen before, but falls short in areas critical to the United States,'' said Representative Sam Gejdenson, Democrat of Connnecticut, who is chairman of the House Foreign Affairs Subcommittee on International Economic Policy and Trade, which is initiating that legislation. The Center for Security Policy, a Washington-based policy research institute, expressed its ''disbelief'' that the Administration had ''rewarded Moscow for its economic crackdown'' on Lithuania. Commerce Secretary Robert A. Mosbacher termed it a ''quantum leap'' from earlier positions. He said in an interview that the United States would now be having ''informal discussions'' with Cocom allies to try to establish as much common ground as possible before the June meeting in Paris.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 May 1990: A.1.",11/15/17,"New York, N.Y.","UNITED STATES UNION OF SOVIET SOCIALIST REPUBLICS (USSR) EUROPE, EAST","CLYDE H. FARNSWORTH, Special to The New York Times",New York Times Company,,Newspapers,427676792,"United States, New York, N.Y.",English,3-May-90,SCIENCE AND TECHNOLOGY; INTERNATIONAL TRADE AND WORLD MARKET; EMBARGOES; TELECOMMUNICATIONS; DATA PROCESSING (COMPUTERS); MACHINE TOOLS AND DIES,New York Times,NEWSPAPER,,,,,,,
+A Railroad Yard Where All the Trains Run to Reminiscence,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/railroad-yard-wh ere-all-trains-run-reminiscence/docview/427430875/se-2?accountid=14586,"LEAD: A BAY SHORE CENTRAL freight train loaded with timber derailed near a busy signal tower in Brooklyn the other day, scattering logs in the path of a Verrazano line locomotive barreling down an adjacent track.
+A BAY SHORE CENTRAL freight train loaded with timber derailed near a busy signal tower in Brooklyn the other day, scattering logs in the path of a Verrazano line locomotive barreling down an adjacent track.
+But Adam Wanio remained calm. With one hand he scooped up the logs. With the other he righted the two overturned freight cars. He turned the juice back on. The two trains sped off as if nothing had happened.
+If only Amtrak had it so easy. But then, Amtrak does not run model trains. Adam Wanio, a full-grown, full-size man in a railroader's flannel shirt, does. From his command post deep in the basement of a six-story apartment building at 28 Marine Avenue, Mr. Wanio controls a world of tiny tracks, tiny tunnels, tiny stations, even tiny sheep on tiny hillsides.
+It is a world of fantasizing about Casey Jones and the days of fire-breathing, huffing-and-puffing locomotives. It is the world of the Bay Ridge Model Railroad Club, which is holding its 40th annual open house. It began last weekend and continues tomorrow from 8 to 10 P.M., on Saturday and Sunday from 2 P.M. to 5:30 P.M., and again next Friday, Saturday and Sunday. The $2 admission helps the nonprofit group pay the rent on its one-room clubhouse and, perhaps more important, the electric bill.
+What a way to run a railroad. Most of the trains on the Bay Ridge tracks hark back to the days of whistle-stop campaigning and Pullman cars. The locomotives have been clacking and whirring and whizzing along for far longer than Amtrak has been in existence. Some of them date back to the club's founding, 42 years ago.
+This world of little metal wheels gliding over little metal tracks appeals to little boys and girls of all ages. A thousand visitors crowded into the narrow viewing area around the tracks at the open house last year. Many were regulars, and they are back this year. Last weekend, David Decclesiis, a 35-year-old specialist in chemical marketing who lives in the neighborhood, brought his 5-year-old son, Michael. It was Michael's first visit to the club, his father's 30th.
+''It was always over too fast,'' Mr. Decclesiis said. He said when he tried to set up a similar layout at home, ''My parents ripped my head off.''
+George Corbin, a program analyst for the Treasury Department, looked envious. ''I'm putting in a subway system at home,'' Mr. Corbin said. It takes up half of his Brooklyn basement, he said. His wife will not cede him the rights to the other half.
+A few feet down the tracks, Mike Esposito, 11, was intrigued by the pitch-black tunnels that the trains dart in and out of at frightening speeds. Frank Long, also 11, marveled at the electricity it takes to run the trains, the signals and the roundhouse with its rotating platform.
+Chris DeLosa, 5, was in awe of the yellow trolley car because yellow is his favorite color. Chris's mother, Evelyn DeLosa, was in awe, too.
+''I have to say something intelligent because I'm an adult,'' she said. ''Well, I think it's extraordinary what they did with this room. I love it. It's not just any room.'' Indeed it is not. The club began in one room and expanded into another to create today's 30-by-60-foot space.
+Meeting every Friday since 1947, and on a lot of weekends, the club has a dozen members who have built most of the rolling stock, faithfully copying no-longer-manufactured locomotives, cabooses and everything in between. George Schmidt, a retired printer, made a copy of the longest steam locomotive ever built, a hulking relic of the Union Pacific that they call the big boy. Even in miniature it weighs 20 pounds.
+Some of the old toy engines are now worth big money. ''A $75 engine in 1938 goes for $5,000 today,'' said Cono Bianco, the club president. ''Guys like Sinatra, they pay that kind of money. Guys like us, we bought them years ago when nobody wanted them.''
+Elaborate wiring and a network of switches and signals lets club members run as many as four trains in both directions at once. The signals are automated so club members do not have to flip the switches and watch the tiny lights on the tiny towers wink yellow and green and red. But no one just stands idly by. Gliding around on little dollies in the dim spaces beneath the waist-high tracks and popping up through manhole-like gaps in the layout, they flip the switches and watch the tiny lights on the tiny towers, just as they did before automation.
+Chugging around the tracks are trains with made-up names - the Bay Shore Central, the Verrazano line and the Brooklyn Northern, for example, as well as the trolleys of the Central City Traction Company. But the trains themselves are authentic, and so are the stations. One of the club's founding members, Robert Kretzschmar, is at work on an el. To make the platforms and stairways just so, he goes to real stations to take measurements.
+Some of the club members are real railroaders - subway workers, for example. Some are relatives of railroaders - Mr. Kretzschmar's father was a signalman for the old New York Central. Mr. Kretzschmar himself owns a machine shop that has worked on Port Authority Trans-Hudson trains and the Chicago subways.
+Mr. Wanio said he joined the club because his three-bedroom house in Bensonhurst was not big enough for his dreams.
+''Trains seem to be the last thing to be put up and the first thing taken down,'' he said, recalling how other family members would point to his trains and say, ''Gee, we could put the sofa here or the refrigerator there.''
+But the club is always there. And though the members do not always like to talk about it, they have had their share of head-on collisions and rear-enders. The worst accident in memory occurred the day a club member decided to make a movie. The camera was rolling, Mr. Kretzschmar recalled, and ''we were concentrating on getting that nice, smooth motion.''
+Which is why no one noticed that two trains were heading down the same track from opposite directions. Only after they slammed into each other did the cameraman discover that the film had run out.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Railroad+Yard+Where+All+the+Trains+Run+to+Reminiscence&title=New+York+Times&issn=03624331&date=1989-11-16&volume=&issue=&spage=C.1&au=Barron%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 16, 1989","''It was always over too fast,'' Mr. [David Decclesiis] said. He said when he tried to set up a similar layout at home, ''My parents ripped my head off.'' ''I have to say something intelligent because I'm an adult,'' she said. ''Well, I think it's extraordinary what they did with this room. I love it. It's not just any room.'' Indeed it is not. The club began in one room and expanded into another to create today's 30-by-60-foot space. ''Trains seem to be the last thing to be put up and the first thing taken down,'' he said, recalling how other family members would point to his trains and say, ''Gee, we could put the sofa here or the refrigerator there.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Nov 1989: C.1.",11/15/17,"New York, N.Y.",,"Barron, James",New York Times Company,,Newspapers,427430875,"United States, New York, N.Y.",English,16-Nov-89,RAILROADS; MODELS AND REPLICAS,New York Times,NEWSPAPER,,,,,,,
+TALKING: Modulars; The Pluses Outweigh The Pitfalls,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/talking-modulars-pluses-outweigh-pitfalls/docview/427241483/se-2?accountid=14586,"LEAD: EVEN though modular homes are becoming increasingly commonplace, they can still generate the kind of apprehension that comes from unfamiliarity.
+EVEN though modular homes are becoming increasingly commonplace, they can still generate the kind of apprehension that comes from unfamiliarity.
+A modular house is built at a factory in two or three sections - more if it is really big - that are trucked to a prepared site and assembled. Most finishes are normally already in place; walls will probably arrive painted. Fixtures, appliances, cabinets, carpeting, lighting and fireplaces will have been installed.
+All that is required before arrival is to clear the land and prepare a foundation. The sections are then set on the foundation, followed by minor fix-ups and the hooking up of electrical and water lines. Total construction time can be two to six weeks, as opposed to six to nine months.
+There are two distinct types of modular home purchases, each with its own agenda and cautions. First there are the custom deals struck directly with the manufacturer (or his installer-dealer) by a buyer who already owns land and wants to put up a house with minimal trouble. Second are purchases made through a developer who has decided to use modular construction. Certain observations remain true for both.
+A spot check of building inspectors and consumer advocacy agencies in the Northeast suggests a growing confidence about the quality of modular homes, no matter how they are bought. ''I would get one for myself,'' said Richard Yaroush, assistant building inspector for Westport, Conn. ''You probably wind up with even a better product for the same price.''
+One reason is that each section must be able to withstand ''being driven down the highway at 60 miles an hour,'' said Andrew Dark, building inspector for Brookhaven, L.I., a town where 15 percent of building permits are now associated with modular construction. Further, factory automation and climate control often produce a superior product.
+A modular home is inspected by local officials as carefully as a site-built home. It must conform to the same building codes and carry all the usual statutory warranties.
+Don Herzog, general manager at North East Modular Homes of Torrington, Conn., which specializes in high-priced custom models - some sell for more than $1 million - added another plus: A company can now custom-build a modular home to fit almost any configuration and design.
+The most serious drawback for the custom purchaser is that the installer-dealer's crew may not set the sections correctly onto the foundation. Thus the reputation of the company handling the on-site work must be investigated with the same thoroughness as the manufacturer's, even if that company is on the manufacturer's ''approved'' list. A local building inspector can be an ideal source of this information.
+Take, for instance, two recent stories out of the Poconos, where installer-dealers touting modular homes are widespread. Joseph McGowan, deputy attorney general in the Scranton regional office of the Pennsylvania Bureau of Consumer Protection, says his office recently won a judgment against an installer-dealer whose houses sagged and buckled - due, it seemed, to the slipshod way the crews were setting the sections on the foundation.
+A SIMILAR tale was told by Harvey Olchin, a retired Forest Hills, N.Y., butcher. Last November, he and his wife, Ruth, bought a four-bedroom contemporary modular home to put on a half-acre they owned in Bushkill, Pa. They bought it from an installer-dealer, paying $78,000 for the home and $52,000 for the foundation and a water and sewer system. Three days after the four sections were delivered and installed, the second floor started to sag. ''The walls in the lower sections were being pushed outwards,'' he asserted.
+Mr. Olchin maintains he got caught between the manufacturer, Lifestyles Homes of Berwick, Pa., and the installer-dealer, A & K Modular Homes of East Strousburg, Pa., over who was responsible for making good. Meanwhile, he says, he has been unable to use the house. The matter is being investigated by Mr. McGowan's office.
+Gerald Kern, general manager and partner at Lifestyle Homes, confirmed that the problem was caused by incorrect installation and said he has arranged with Mr. Olchin to share the cost of resetting. Tony Deluca, president of A & K Modular Homes, insists he was not at fault because the crew had been recommended to him by Lifestyle Homes.
+When buying a modular it may be wiser to avoid certain interior finishes, such as carpeting or light fixtures, and instead negotiate a discount, where feasible. The reason, said Mr. Yaroush, the Westport building inspector, is that the choice and quality of these finishes is often inferior compared to the quality of construction. The buyer might be best buying such items locally.
+Anyone buying from a developer should not harbor the same worries about installation, since the entire transaction is identical to the deal struck for a site-built home - the developer is personally responsible for the entire package prior to closing and should have crews on site to make good, if difficulties arise.
+The drawbacks that emerge often arise from custom changes, such as the repositioning of a door. Jim Rubin, vice president of Lemark Associates of Ronkonkoma, L.I., recalled that while the company was building modular homes in Middletown, Conn., two years ago, it was unable to easily fulfill custom requests without a substantial amount of on-site work.
+That, he said, meant hiring crews as if site-building was going on, plus the added expense of altering a finished product. Also, when replacements were needed for a faulty or damaged item, such as a light fixture or door, the item was often not readily obtainable nearby, causing delays that angered the buyers. He is now reluctant to use modular construction.
+But overall it does have benefits. April Reiss, a psychotherapist from New Haven, Conn., is using a custom-designed, 1,750-square-foot, two-bedroom Victorian-style modular home for a waterfront lot she recently bought in Westport, Conn. ''I chose modular for speed, tighter control over costs and not having to supervise the work for months on end,'' she said.
+So far, so good, she added cautiously. ''The house was delivered just two weeks after it went to production at the factory. Final site work is all that remains.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TALKING%3A+Modulars%3B+The+Pluses+Outweigh+The+Pitfalls&title=New+York+Times&issn=03624331&date=1989-06-18&volume=&issue=&spage=A.7&au=Brooks%2C+Andree&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 18, 1989","A spot check of building inspectors and consumer advocacy agencies in the Northeast suggests a growing confidence about the quality of modular homes, no matter how they are bought. ''I would get one for myself,'' said Richard Yaroush, assistant building inspector for Westport, Conn. ''You probably wind up with even a better product for the same price.'' The most serious drawback for the custom purchaser is that the installer-dealer's crew may not set the sections correctly onto the foundation. Thus the reputation of the company handling the on-site work must be investigated with the same thoroughness as the manufacturer's, even if that company is on the manufacturer's ''approved'' list. A local building inspector can be an ideal source of this information. A SIMILAR tale was told by Harvey Olchin, a retired Forest Hills, N.Y., butcher. Last November, he and his wife, Ruth, bought a four-bedroom contemporary modular home to put on a half-acre they owned in Bushkill, Pa. They bought it from an installer-dealer, paying $78,000 for the home and $52,000 for the foundation and a water and sewer system. Three days after the four sections were delivered and installed, the second floor started to sag. ''The walls in the lower sections were being pushed outwards,'' he asserted.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 June 1989: A.7.",11/15/17,"New York, N.Y.",NORTHEASTERN STATES (US),"Brooks, Andree",New York Times Company,,Newspapers,427241483,"United States, New York, N.Y.",English,18-Jun-89,HOUSING; CONSUMER PROTECTION,New York Times,NEWSPAPER,,,,,,,
+BUSINESS FORUM: MOTIVATING WORKERS; How to Tap the 'Zest Factor',"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-forum-motivating-workers-how-tap-zest/docview/427192129/se-2?accountid=14586,"LEAD: I the predawn hours of Feb. 18, 1987, a fire of unknown origin destroyed much of the complex equipment at New York Telephone's Bushwick Central Office. More than 40,000 customers - including hospitals and police - were out of service. Ordinarily, damages this extensive would take six months or more to repair.
+I the predawn hours of Feb. 18, 1987, a fire of unknown origin destroyed much of the complex equipment at New York Telephone's Bushwick Central Office. More than 40,000 customers - including hospitals and police - were out of service. Ordinarily, damages this extensive would take six months or more to repair. But a determined team of company employees, with help from American Telephone and Telegraph, Bellcore and Northern Telecom, set the astounding goal of restoring service in three weeks. On March 5, a week before the deadline, full service was restored.
+Almost every manager can match that story with similar examples of superior performance in crisis situations. Yet, once the crises are over what happens to output? It drops right back to normal. And the organization's hidden capacity, momentarily revealed by the crisis, is quickly extinguished and forgotten.
+Thus do most managers overlook the two powerful lessons we could learn from these crises. The first is that there is tremendous latent capacity in an organization that managers are paying for but not benefiting from. The second is that the same powerful forces that stimulate performance surges in a crisis can be replicated in short-term projects aimed at producing immediate, measurable performance results.
+One group at the Chase Manhattan Bank put this idea of replicating a crisis situation to work in improving the reliability of its automated teller machines. Instead of analyzing all of the problems that may affect these machines, the group identified a few of those easiest to tackle and got moving on them. Another company, Domino Sugar, now owned by Tate & Lyle P.L.C., began by reducing waste on an assemly line where containers are filled. And a Motorola Inc. division began by speeding three critical portable radios from development to the marketplace. Each of these finely focused, short-duration projects aroused the same zest factors present in real crises: a clear and compelling goal; success within reasonable grasp; a collaborative mode, and a genuine sense of fun and excitement.
+Bill McGruther of New York Telephone proved that it is not necessary to have a crisis to put the zest factors to work. As head of customer network design, Mr. McGruther's job was to provide technical telecommunications solutions to the company's top 200 customers. In the deregulated competitive environment, his engineers would have to learn to become customer-responsive as well - they would also have to sell. Bypassing all of the familiar training and other preparatory steps, Mr. McGruther selected 12 engineers and reached agreement with them to bring in $25 million in incremental revenue from special customer-focused projects over the next six months. Working one step at a time, the results were achieved well before the deadline. Just as important, a byproduct of the work was a new understanding by the engineers of what it means to meet customer needs.
+This go-for-results-at-once approach is in stark contrast to how companies usually try to improve performance. Most begin by identifying what is weak or missing. Then they set about creating major fix-it-up programs to install new equipment and systems, train people, or reorganize. Thus has American industry been pouring tens of billions of dollars into automation, employee participation, information technology, total quality, culture change and other large-scale programs that promise great results - in the future.
+For example, one well-known corporation needs a chart to map more than 40 of its programs that are under way. This company is hoping that by getting its thousands of people to use a five-step problem-solving method and employing other such procedures, its performance will spurt. It shouldn't hold its breath. Few of these long-term, highly complicated programs come close to achieving their expected results. A recent survey by the American Electronics Manufacturers Association found that while more than 85 percent of the responding companies had instituted detailed quality programs, less than one-third had reported any significant improvements in quality or productivity.
+By contrast, a short-term breakthrough project that quickly produces measurable improvements demonstrates to managers that they can produce more with the resources they already possess. Thus, these short-term successes build confidence. And confidence-building successes, fun and the celebration of victories are rarities in most companies - where goals may be vague and distant, accountability for results fuzzy, and work a numbing cycle of daily tasks, crises and meetings.
+Contrary to the conventional wisdom, these short-term successes are not made at the expense of long-term gains. Unlike the usual drop-everything-else mode, each breakthrough project is carefully designed as a foundation for subsequent steps. As part of each project, managers sharpen their ability to define goals, to lay out written plans to reach them and to help their subordinates test new approaches for higher performance. With these developmental steps built in, the process can be expanded as rapidly as desired following the initial successes.
+After success on one filling line with seven employees and their foreman, Domino Sugar tried the process on assemply lines; then in other operations. Then it was tried in two other plants. Millions of dollars of performance improvements and cost savings were effected. Moreover, managerial styles and expectations, and, in fact, the entire culture of the company began to change without any huge training investment. And this pattern has been repeated in dozens of companies, hospitals and government agencies.
+If American companies are going to become more competitive, they must give up the illusion that vast sums poured into programs will turn the tide. In every company, at any time, despite problems or shortcomings, there are some things that can be done right away to improve performance. By starting immediately with those, and then following with increasingly ambitious results-oriented projects, a process of continuous improvement can become a way of life.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+FORUM%3A+MOTIVATING+WORKERS%3B+How+to+Tap+the+%27Zest+Factor%27&title=New+York+Times&issn=03624331&date=1989-05-07&volume=&issue=&spage=A.3&au=Schaffer%2C+Robert+H%3BRobert+H.+Schaffer+is+a+management+consultant+and+author+of+the+%22The+Breakthrough+Strategy%3A+Using+Short-term+Successes+to+Build+the+High+Performance+Organization.%22&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 7, 1989","One group at the Chase Manhattan Bank put this idea of replicating a crisis situation to work in improving the reliability of its automated teller machines. Instead of analyzing all of the problems that may affect these machines, the group identified a few of those easiest to tackle and got moving on them. Another company, Domino Sugar, now owned by Tate & Lyle P.L.C., began by reducing waste on an assemly line where containers are filled. And a Motorola Inc. division began by speeding three critical portable radios from development to the marketplace. Each of these finely focused, short-duration projects aroused the same zest factors present in real crises: a clear and compelling goal; success within reasonable grasp; a collaborative mode, and a genuine sense of fun and excitement. Bill McGruther of New York Telephone proved that it is not necessary to have a crisis to put the zest factors to work. As head of customer network design, Mr. McGruther's job was to provide technical telecommunications solutions to the company's top 200 customers. In the deregulated competitive environment, his engineers would have to learn to become customer-responsive as well - they would also have to sell. Bypassing all of the familiar training and other preparatory steps, Mr. McGruther selected 12 engineers and reached agreement with them to bring in $25 million in incremental revenue from special customer-focused projects over the next six months. Working one step at a time, the results were achieved well before the deadline. Just as important, a byproduct of the work was a new understanding by the engineers of what it means to meet customer needs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 May 1989: A.3.",11/15/17,"New York, N.Y.",,"Schaffer, Robert H; Robert H. Schaffer is a management consultant and author of the ""The Breakthrough Strategy: Using Short-term Successes to Build the High Performance Organization.""",New York Times Company,,Newspapers,427192129,"United States, New York, N.Y.",English,7-May-89,LABOR; MOTIVATION AND INCENTIVE SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+NEWS SUMMARY:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/426962683/se-2?accountid=14586,"LEAD: INTERNATIONAL A3-13 China tightened economic control last week in the first show that liberalization is being scaled back. Measures including price controls were imposed to reduce the role of free market and local decision-making. Page A1
+INTERNATIONAL A3-13 China tightened economic control last week in the first show that liberalization is being scaled back. Measures including price controls were imposed to reduce the role of free market and local decision-making. Page A1
+Arab nations seek ties with Iran after many of them supported Iraq during the two nations' eight-year war, diplomats and analysts say. Teheran, in turn, wants to build its economy and lessen its diplomatic isolation. A1
+Official corruption in the Philippines remains one of the nation's major ills. Though President Aquino's personal reputation is clean, she is coming under increasing pressure to act against her underlings. A1
+A contract for U.S. military bases in the Philippines will be signed today as scheduled, President Corazon Aquino said. The last sticking points were apparently resolved. A10
+Sabotage of President Zia's flight or another criminal act probably caused the crash in Pakistan Aug. 17 that killed Mr. Zia and 29 others, said a report by an American-Pakistani investigation team. A8
+A total pullout of Cuban troops is not important so long as the Cubans remaining in Angola are a token defense force and are not permanent, Jonas Savimbi, the Angolan guerrilla leader, has said. A3
+President Botha in the Ivory Coast met President Felix Houphouet-Boigny for five hours this weekend in a big publicity coup for the South African Government. A3
+The U.N. liaison for the United States used to concentrate on matters like diplomats' parking tickets. Lately, it has addressed major issues including allegations of diplomatic discrimination by the United States. A6
+Vietnam wants better U.S. relations as ties between China and the Soviet Union improve. Vietnam moved to increase aid, trade and investment that Hanoi needs for economic development. A12
+India's leader will visit China in December. Rajiv Gandhi's trip to Beijing will be the first by an Indian prime minister since Jawaharlal Nehru went in 1954. India has close links with the Soviet Union. A13
+50 feared dead in plane crash near Rome A3
+The radio station that announced Pinochet's concession. A4
+NATIONAL A14-19 Tests for exposure to radioactivity will be conducted on residents near a nuclear weapon factory in Washington state. The tests come amid evidence of contamination at similar plants elsewhere. A1
+The AIDS virus is not in sperm cells but in the the seminal fluid in which sperm cells are suspended, researchers have discovered. AIDS infected men may be able to father children through artificial insemination. A1
+Along the U.S.-Mexico border, finding affordable health care often means crossing into Mexican towns. Health experts deplore the need for Americans to leave the country for care that is likely to be substandard. A1
+More than 900,000 trees were planted in five states in India by a Kanas-based group that wants help reforest the world and help feed its hungry. The group's leader sees the effort as a way to help people share. A14
+Saul Bellow's decision to publish his next novel as a ''trade paperback'' is another indication of the growing popularity of this format at the expense of hardcover books. D8
+A hunting program for youths began in Florida for boys and girls from 8 to 15 years old. Game officials said this would instill enthusiasm for the sport and educate the youths. A14
+Factory managers are finding that sophisticated workers are crucial to making the highly praised age of automation work. D1 POLITICS A16-17 Democrats still hope to win Texas. Wooing it has been Lloyd Bentsen's job. But state polls show George Bush ahead by five to ten percentage points, and four Texans offer explanations why. A1
+Michael S. Dukakis, at home, in an emotional appearance in Boston, called himself the underdog but declared that it was premature for Republicans to be ''popping champagne corks in their penthouses.'' A16
+George Bush's election mandate would be to not raise taxes, to reduce federal spending and to forward negotiations with the Soviet Union on reducing conventional forces. A16
+WASHINGTON TALK A18
+The enduring battle over the B-1 bomber REGIONAL B1-6 New public schools are being built in New York City once again after more than a decade in which buildings have grown dilapidated. Now, 25 new schools are planned. A1
+New York's biomedical research lead has been lost to competitors in California, Massachusetts and elsewhere. As a result, New York is no longer the top recipient of Federal research grants. B1
+A mix-up freed a murder suspect from a Long Island jail when he was confused with a similarly built man of the same name, the authorities said. They are still looking for the suspect. B1 Live music is spreading in Brooklyn after years of deference to Manhattan. The change has been largely propelled by the death of New York City's restrictive cabaret law. B3
+The area where a black youth died after being hit by a car on Staten Island is awaiting the results of a police investigation, but in the youth's neighborhood, patience is wearing thin. B1
+A man was killed by a speeding car that struck him as it raced alongside another car in the East New York section of Brooklyn, the police said. The car did not stop. B3
+Crispo cleared of kidnapping and sex-torture B3
+Protesting nuns halt talks with priest sent by Vatican B4",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+SUMMARY%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1988-10-17&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 17, 1988","Official corruption in the Philippines remains one of the nation's major ills. Though President [Corazon Aquino]'s personal reputation is clean, she is coming under increasing pressure to act against her underlings. A1 Saul Bellow's decision to publish his next novel as a ''trade paperback'' is another indication of the growing popularity of this format at the expense of hardcover books. D8 Michael S. Dukakis, at home, in an emotional appearance in Boston, called himself the underdog but declared that it was premature for Republicans to be ''popping champagne corks in their penthouses.'' A16","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Oct 1988: A.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426962683,"United States, New York, N.Y.",English,17-Oct-88,NEWS AND NEWS MEDIA,New York Times,Summary,,,,,,,
+"NEW YORKERS & CO.; UNDER SEIGE, BANNER MAKERS YET WAVE","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-yorkers-co-under-seige-banner-makers-yet-wave/docview/426898555/se-2?accountid=14586,"LEAD: Flag Row. Now there was a neighborhood, down around Fifth Avenue and 16th Street. It was just the kind of manufacturing district that gave New York its gritty taste. If Betsy Ross had survived the Industrial Revolution, that is where she would have found a job, in the turn-of-the-century loft buildings with stone facades and grand windows.
+Flag Row. Now there was a neighborhood, down around Fifth Avenue and 16th Street. It was just the kind of manufacturing district that gave New York its gritty taste. If Betsy Ross had survived the Industrial Revolution, that is where she would have found a job, in the turn-of-the-century loft buildings with stone facades and grand windows.
+But Flag Row has vanished. The buildings remain, but the flag business has flown to New Jersey, Pennsylvania and Alabama, where the manufacturers can take advantage of lower labor costs, cheaper real estate and favorable tax rates. Advertising agencies and architecture firms have taken their place.
+A few of the old flag and banner makers have scattered to other neighborhoods, but they do not make many flags any more, not unless the order calls for one as big as the side of Grand Central Terminal or small enough to be carried by a horseman galloping across a birthday cake.
+These small businesses - family-held companies with no more than two dozen employees and sales of $1 million or so a year - thrive on the demand for banners, the grand tapestries that hang above museum doors advertising new exhibits, or those that snap in the wind at Lincoln Center promoting a Mozart series. If the museums' taste for outdoor display changes, as the taste for flag waving changed in the 1960's, it could spell the end of another New York industry.
+''We do the one-of-a-kind jobs, the kind it's not worth setting up a production line for,'' said Paul B. Schneider, the third-generation president of Kraus & Sons Inc. Mr. Schneider operates out of a loft building on Seventh Avenue at 25th Street, where he moved nine years ago. The Banner Boom
+Mr. Schneider helped produce the first of the giant museum banners that have allowed the industry to survive, one promoting a show of Spanish art at the Metropolitan Museum of Art in the late 1960's.
+After that, every curator in the country had to have one to promote new shows. Banks, real estate developers and Broadway producers got into the act. Rockefeller Center hung them from every lamp post. Department stores bought them by the hundreds to create a festive atmosphere so that shoppers would feel encouraged to celebrate with additional purchases.
+''Our business has tripled in the last three years,'' said Stephen M. Becker, owner of Abacrome Inc. ''Between the real estate companies promoting new buildings and the department stores changing themes every few weeks, we just keep growing.''
+Both Kraus and Abacrome moved off Flag Row decades ago. When Kraus found a home on the lower edge of the garment center in 1979, the neighborhood was still a manufacturing district. ''There was a tie maker in the building, a printer had a floor, and a bathing-suit maker took up a lot of the space,'' Mr. Schneider said. ''Now we have a dental lab, a book publisher and architects.'' Fleeing to the Boroughs
+Though the rents these new tenants pay are less than half what they would have been at, say, Citicorp Center or in the office buildings along Madison Avenue, they are twice what the banner makers can afford. The banner companies still in Manhattan plan to move to the Bronx or Queens before long.
+Kraus expects to move to Queens, where most of its employees now live, Mr. Schneider said. Abacrome hopes to relocate to the Bronx, closer to Mr. Becker's home in Westchester County.
+Of the big three in this little industry, that would leave only the Art Flag Company in Manhattan. Art Flag was kicked out of its loft on Flag Row in the 1950's, then bounced around to any space it could find until buying a commercial condominium 18 months ago on the outer edge of TriBeCa, the manufacturing neighborhood turned art colony just north of the financial district.
+''Our landlord wanted another $200,000 a year for a five-year lease,'' said Henry Ostrynski, vice president of the company. Limits on Automation
+The strengths that have allowed these companies to survive - specialization and service - also prevent them from automating to reduce costs. They still cut by hand and stitch with sewing machines. Those that own computers use them primarily for bookkeeping, though new graphic display systems allow them to produce more intricate lettering and detailing than in the past. As designs grow more complex, many of the companies are experimenting with printing as a substitute to stitching pieces of cloth together.
+They depend on personal contact with customers to develop new business, and they have little incentive to advertise.
+Their only contact with the flag business is as wholesalers for big flag manufacturers. They buy in quantity from the same manufacturers that supply the city, state and Federal governments.
+Before Kraus helped invent the banner business in the 1960's, flags and banners were made from cotton or felt, with occasional work in satin for churches and fraternal organizations, Mr. Schneider said. ''You couldn't hang them outside, because they would deteriorate unless you brought them down each day,'' he said.
+With nylon and polyester, the challenge became mounting a banner that would stay up in a storm. Suddenly there were no limits to size, as long as it could be hung safely. The Popular Designs
+Once banners became an accepted part of museum decoration and promotion, the focus turned to design. ''For a while the designers favored pastels,'' Mr. Schneider said. ''Last year they went for metallic colors in a big way, with Mylar and gold and silver cloth the most popular elements. This year, they are showing a taste for bright, bold colors.''
+Even after 20 years of banner production, Mr. Schneider is reluctant to let go of the other lines of work that keep Kraus chugging along. ''We still have a successful stamping business,'' he said, ''particularly making badges for ushers in Southern Baptist churches.'' One side of the badges is blue, the other black. They usually carry the name of the church and the word ''usher.''
+''The black side is for funerals,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+YORKERS+%26amp%3B+CO.%3B+UNDER+SEIGE%2C+BANNER+MAKERS+YET+WAVE&title=New+York+Times&issn=03624331&date=1988-07-04&volume=&issue=&spage=1.29&au=Scardino%2C+Albert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 4, 1988","Both Kraus and Abacrome moved off Flag Row decades ago. When Kraus found a home on the lower edge of the garment center in 1979, the neighborhood was still a manufacturing district. ''There was a tie maker in the building, a printer had a floor, and a bathing-suit maker took up a lot of the space,'' Mr. [Paul B. Schneider] said. ''Now we have a dental lab, a book publisher and architects.'' Fleeing to the Boroughs Once banners became an accepted part of museum decoration and promotion, the focus turned to design. ''For a while the designers favored pastels,'' Mr. Schneider said. ''Last year they went for metallic colors in a big way, with Mylar and gold and silver cloth the most popular elements. This year, they are showing a taste for bright, bold colors.'' Even after 20 years of banner production, Mr. Schneider is reluctant to let go of the other lines of work that keep Kraus chugging along. ''We still have a successful stamping business,'' he said, ''particularly making badges for ushers in Southern Baptist churches.'' One side of the badges is blue, the other black. They usually carry the name of the church and the word ''usher.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 July 1988: 1.29.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Scardino, Albert",New York Times Company,,Newspapers,426898555,"United States, New York, N.Y.",English,4-Jul-88,"FLAGS, EMBLEMS AND INSIGNIA; INDUSTRY PROFILES; ECONOMIC CONDITIONS AND TRENDS; RELOCATION OF BUSINESS",New York Times,NEWSPAPER,,,,,,,
+Offer for Weak Rover: What's the Allure?,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/offer-weak-rover-whats-allure/docview/426777199/se-2?accountid=14586,"LEAD: As acquisition candidates go, the Rover Group P.L.C., Britain's largest auto maker, is hardly a prize.
+As acquisition candidates go, the Rover Group P.L.C., Britain's largest auto maker, is hardly a prize.
+Indeed, most analysts see British Aerospace P.L.C.'s proposed purchase of Rover, which is known for its Range-Rover, Land-Rover and Sterling models, as a big gamble with few obvious benefits - although its current owner, the British Government, would disagree.
+Defending the move, British Aerospace officials said the two companies can share design and manufacturing technologies. Besides, they add, they expect to buy Rover for a song. British Aerospace is expected to demand that the Government write off Rover's $1.2 billion debt and sell the ailing company to it for no more than a few hundred million dollars.
+To be sure, if Rover can be revived - and its performance is improving - the purchase could give British Aerospace a needed buffer against the steep development costs of its jet fighters and Airbus commercial airliners. The Logic Is Questioned
+But reflecting the view of many analysts, John Lawson of the Nomura Research Institute in London, said: ''Politically, this is an ideal solution because it keeps Rover British. But there is not much industrial logic to it.''
+British taxpayers have pumped more than $5 billion into Rover over the last decade only to get a steady stream of losses in return. In his announcement on Tuesday of the Government's plans to negotiate the sale, Lord Young, Britain's Trade and Industry Secretary, acknowledged that the auto maker ''bears the scars of many years of decline and neglect.''
+For years, Rover's fate has been a sensitive political issue. Continued subsidies for the deficit-ridden auto company have run against the grain of Prime Minister Margaret Thatcher's free-market philosophy. But tentative plans to sell Rover operations to the Ford Motor Company and then to the General Motors Corporation two years ago were abandoned following fierce political opposition and a groundswell of British nationalism.
+Political pressure could not be ignored because Rover, though now a fraction of its size in the early 1970's, still makes seven of every ten cars produced in Britain and buys $3.5 billion worth of parts a year from 2,000 British suppliers.
+So the British Aerospace bid - the terms of which will be negotiated over the next two months - is being hailed as a ''British solution'' to the Rover dilemma. For the Thatcher Government, the merger represents a way of turning an industrial problem child over to the private sector without having to try to unload it on individual investors.
+Regardless of ownership, Rover faces daunting challenges, although it has made impressive strides in recent years.
+During the 1980's, and especially under J. Graham Day, a 54-year-old Canadian who was brought in as chairman in May 1986, Rover has streamlined its manufacturing, centralized its management and sold off its truck and bus operations. It has invested heavily in automation and sharply improved productivity, from 6.5 cars per worker per year in 1977 to 14 cars per worker in 1987 - a level competitive with most of its European rivals. 'It Has a Chance'
+The company is expected to post an operating profit for the 1987 year, which would be its first in years.
+''The company has improved remarkably under Graham Day,'' Ewan Fraser, an analyst for James Capel & Company, said. ''If Rover can get its models and marketing right, it has a chance.''
+Rover today, however, is far better at making cars than at marketing them. There are bright spots. Its four-wheel-drive vehicles are selling briskly, with the top-of-the-line Range-Rover costing about $38,000. It appeals to affluent outdoors enthusiasts on both sides of the Atlantic.
+But in its basic passenger-car business, Rover occupies a precarious middle ground: It does not have the luxury image of Jaguar or Mercedes-Benz, yet it cannot compete with Europe's high-volume producers like Fiat, Renault and Volkswagen.
+The high-volume route seems impossible. As a result, Krish Bhaskar, the director of the University of East Anglia's motor research unit, argues that Rover must strengthen its position in more expensive cars. ''Unless it can do something like Jaguar, carve out a niche and a healthy export market, Rover will have trouble,'' he said.
+Rover has moved into the lower end of the luxury market with its 800 model, called the Sterling in the United States, which it developed with the Honda Motor Company of Japan. The Sterling was introduced in America in February 1987 and represented the first Rover car to be marketed in the United States since 1980. Rover is hoping to capitalize on the cachet of the company's prestigious nameplates of the past, such as Austin, Morris, Triumph and MG.
+So far, the Sterling, which sells for $20,000 to $25,000, has received a mixed reception in the United States. By the end of last December, only 14,000 units had been sold in the United States, making it unlikely that the company would reach its first-year goal of 20,000. 'The Right Direction'
+''Rover is heading in the right direction,'' Mr. Bhaskar said, ''but it's still uncertain how successful they will be.''
+Another uncertainty is just what role Honda will play in Rover's future. Apparently interested in keeping its options open, the Japanese company has consistently declined to take an equity stake in Rover.
+The collaboration, which began in 1980 with the Acclaim model, has been crucial to keeping Rover's car-development costs down. The Rover 800/Sterling is a British hybrid of Honda's successful Legend series. And the two companies have also jointly developed a midsize car, the AR-8, which will be introduced in the spring of 1989.
+The value of Honda's support is demonstrated in Rover's program to develop on its own a replacement for its compact model, the Metro, by 1990. The cost is estimated at $500 million - more than twice the cost of the jointly developed Rover 800.
+Correction: March 12, 1988, Saturday, Late City Final Edition",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Offer+for+Weak+Rover%3A+What%27s+the+Allure%3F&title=New+York+Times&issn=03624331&date=1988-03-05&volume=&issue=&spage=1.35&au=STEVE+LOHR%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 5, 1988","British taxpayers have pumped more than $5 billion into Rover over the last decade only to get a steady stream of losses in return. In his announcement on Tuesday of the Government's plans to negotiate the sale, Lord Young, Britain's Trade and Industry Secretary, acknowledged that the auto maker ''bears the scars of many years of decline and neglect.'' ''The company has improved remarkably under Graham Day,'' Ewan Fraser, an analyst for James Capel & Company, said. ''If Rover can get its models and marketing right, it has a chance.'' ''Rover is heading in the right direction,'' Mr. Bhaskar said, ''but it's still uncertain how successful they will be.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Mar 1988: 1.35.",11/15/17,"New York, N.Y.",,"STEVE LOHR, Special to the New York Times",New York Times Company,,Newspapers,426777199,"United States, New York, N.Y.",English,5-Mar-88,"MERGERS, ACQUISITIONS AND DIVESTITURES; AUTOMOBILES",New York Times,NEWSPAPER,,,,,,,
+Business and Health; Honeywell's Push To Track Doctors,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-health-honeywells-push-track-doctors/docview/426739518/se-2?accountid=14586,"LEAD: FOR some doctors, the name Honeywell may soon seem about as appealing as malpractice suits and hypochondriacs. The Minneapolis company is one of a small number of American employers that have decided to become pushy in dealing with the medical community that cares for their employees. If these companies are successful, a lot of employers might decide they have been passive too long and use them as models.
+FOR some doctors, the name Honeywell may soon seem about as appealing as malpractice suits and hypochondriacs. The Minneapolis company is one of a small number of American employers that have decided to become pushy in dealing with the medical community that cares for their employees. If these companies are successful, a lot of employers might decide they have been passive too long and use them as models.
+As of next Jan. 1, Honeywell will require that all its insurance carriers provide data that would enable the company to evaluate the performance of the doctors and hospitals with which it deals. By looking at this data, Honeywell says, it will be able to determine which doctors are performing too many unnecessary diagnostic tests or operations or are charging too much. It then would compel them to change their habits or leave the health-care systems that Honeywell encourages its employees to use.
+Blue Cross and Blue Shield of Minnesota, one of Honeywell's carriers, is resisting the company's request. The health insurer fears that the sophistication needed to analyze the raw data and apply the results properly does not yet exist and that a little information could do a lot of damage to the practices of some physicians, often unfairly. Blue Cross and Blue Shield says it would be happy to hand over such information, but only if it were ''scrambled'' so that doctors could not be identified. Honeywell argues that data in this form would be far less valuable.
+Honeywell's strategy stems from a realization that a simple guarantee by doctors that they will provide discounts in return for a company's business does not assure that costs will be held down and that adequate health care will be provided. Many employers and health-care experts note that doctors can easily make up for the discounts by ordering unnecessary procedures as dramatic as coronary bypasses and as commonplace as X-rays. That problem is considered a reason why health-care costs have been rising faster than the general inflation rate, forcing companies to increase insurance premiums sharply and transfer more costs to employees. Honeywell also acknowledges, however, that some doctors might not order enough procedures, and patients could suffer.
+Honeywell's ultimate goal ''is to identify the reimbursement for any health care, to record it, and to subject it to analysis as to whether or not it was appropriate and necessary,'' said Dr. John M. Burns, vice president for health and environmental resources at Honeywell.
+To put it more dramatically, the nation's leading supplier of automation and control systems for homes and buildings wants ''to take the quality management system that has distinguished the change in the manufacturing industry and apply it to the medical industry - to make the medical community comply with standards,'' he said.
+But many representatives of the medical community argue that the current data on physicians are not sufficient to make constructive judgments. Dr. D. K. Ohrt, vice president and medical director at Blue Cross and Blue Shield of Minnesota, acknowledged that many sophisticated companies would someday expect this kind of information routinely. The Blues, he said, were working with physicians to develop a consensus on appropriateness standards for treatment. The idea is to prevent discrepancies like that for the hysterectomy, or removal of the uterus, which is performed seven times as frequently in some Minnesota communities as in others.
+But until those standards are developed and a system for applying them is perfected, ''all we have are data,'' Dr. Ohrt said. ''And I don't want John Burns or anyone else to be approaching our physicians or hospitals with data we gave them that haven't been validated at all.''
+Honeywell's push for more complete information on where its health-care expenditures are going is only part of the company's aggressive approach, which emphasizes sharing responsibility among the employer, the employee, the medical provider and the claims administrator. Fourteen months ago Honeywell threw out its health maintenance organizations and traditional fee-for-service indemnity insurance plans for 12,000 of its 78,000 employees worldwide and forced them to use preferred provider organizations, networks of physicians who agree to provide care at a discount in return for a company's business. The idea was to hold down medical costs through better management, yet not limit necessary access to physicians.
+Honeywell has already begun to make judgments on the medical community in one area: the very expensive operation. The company has designated six ''centers of excellence'' around the country to which it sends its employees for these procedures - the University of Minnesota for heart transplants, for example. Honeywell bases its selection on the success rate of the institution, and Dr. Burns said the efficiency with which the leading centers can perform operations can also mean cost savings.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+and+Health%3B+Honeywell%27s+Push+To+Track+Doctors&title=New+York+Times&issn=03624331&date=1988-02-23&volume=&issue=&spage=D.2&au=Kramon%2C+Glenn&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 23, 1988","Blue Cross and Blue Shield of Minnesota, one of Honeywell's carriers, is resisting the company's request. The health insurer fears that the sophistication needed to analyze the raw data and apply the results properly does not yet exist and that a little information could do a lot of damage to the practices of some physicians, often unfairly. Blue Cross and Blue Shield says it would be happy to hand over such information, but only if it were ''scrambled'' so that doctors could not be identified. Honeywell argues that data in this form would be far less valuable. Honeywell's ultimate goal ''is to identify the reimbursement for any health care, to record it, and to subject it to analysis as to whether or not it was appropriate and necessary,'' said Dr. John M. Burns, vice president for health and environmental resources at Honeywell. Until those standards are developed and a system for applying them is perfected, ''all we have are data,'' Dr. [D. K. Ohrt] said. ''And I don't want John Burns or anyone else to be approaching our physicians or hospitals with data we gave them that haven't been validated at all.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Feb 1988: D.2.",11/15/17,"New York, N.Y.",,"Kramon, Glenn",New York Times Company,,Newspapers,426739518,"United States, New York, N.Y.",English,23-Feb-88,MEDICINE AND HEALTH; HEALTH INSURANCE; DOCTORS; HOSPITALS,New York Times,NEWSPAPER,,,,,,,
+Q AND A:   [Question ],"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/q/docview/426652037/se-2?accountid=14586,"LEAD: Passports Question: On the immigration forms of foreign countries, I have always written ''U.S.A.'' in stating where my passport was issued. Recently, on entering Thailand, I was asked to be specific. What is the proper way of answering this question? - D. W., White Plains Answer: The correct response is to name the city, the passport division of the United States Bureau of Consular Affairs says.
+Passports Question: On the immigration forms of foreign countries, I have always written ''U.S.A.'' in stating where my passport was issued. Recently, on entering Thailand, I was asked to be specific. What is the proper way of answering this question? - D. W., White Plains Answer: The correct response is to name the city, the passport division of the United States Bureau of Consular Affairs says. Where to find the city in your passport - if you cannot remember where it was issued - depends on whether you have one of the machine-readable passports, made with the help of automation, or the earlier model, which was produced manually. On a newer passport - the first were issued in Washington in February 1981 and they are still being phased in - the city is given on the inside front cover below the words Passport Agency. An older passport has the city in perforated printing, after the words Department of State, on the side of the owner's photograph on page 3.
+The traveler with a passport issued by a United States Embassy or consulate abroad should - when completing a form asking for place of issue - give the foreign city and country. Touring Canada Question: I want to do some extensive traveling in Canada using Canadian tour companies. Can you suggest some that do all-inclusive tours throughout the country? - J. M., Jackson Heights, Queens Answer: A major tour firm that concentrates on escorted group travel is Horizon Holidays of Canada, based in Toronto. Horizon is a wholesale tour company that prefers clients to book through travel agents rather than directly. An official said that many Americans like to travel with the company because of the opportunity to meet and travel with Canadians. Most of its clients are Canadians, and many of them are either in their 50's or retired. The tours originate in Toronto but they can also be joined in other Canadian cities along the route.
+Another wholesaler with programs that can be booked through agents is U.T.L. Holidays, of Toronto, the largest tour operator in Canada, which has escorted group tours and arranges individual travel. The tour desk of Air Canada (800-422-6232) will make reservations for Horizon, U.T.L. and many other companies. Among others are Canadian Holidays, in Quebec, which does tours in eastern Canada, and Brewster Transportation and Tours, of Banff, Alberta. Bonanza Holidays, of Montreal, offers many travel services, including motor home and houseboats rentals. English Walks Question: Where can we get information on walking tours in southwestern England, especially Cornwall? -G. L., Washington Answer: Two lines of approach are to contact local organizations that combine walking programs with a guesthouse as a base and companies that offer inn-to-inn walks in various parts of the country. One in the local, and less expensive, category is Chichester Interest Holidays (Chichester Guesthouse, 14 Bayview Terrace, Newquay, Cornwall TR7 2LR, England; telephone, Newquay 874216). The group offers walking tours, garden visits and other programs and room with breakfast and dinner and a picnic lunch. Next year's rate for seven nights will be about $175 a person. Cornwall Adventure (51 Lostwithiel Street, Fowey, Cornwall PL23 1BG; Fowey 3766) runs what it calls multi-activity vacations - with sailing, riding and other activities - as well as walking. The 1988 cost, including accommodations in a youth hostel and full board for seven nights, is $295.
+Among groups organizing inn-to-inn walking tours is Wayfarers (166 Thames Street, Newport, R.I. 02840; 401-849-5087). It is based in Keswick, Cumbria, but has tours in several regions of Britain, including the Devon coast and Dartmoor in the southwest. This and other tours available from May 1 to early October will cost $1,020 a person. The price includes accommodations in inns for six nights, all meals, guide and baggage van.
+English Wanderer is another group that offers walking vacations, some in the southwest. Its representative is Quality International Travel (3525 West Peterson, Chicago, Ill. 60659; 312-588-1125). Next summer's rates are not yet available; a Devon tour this year was about $500. The southwest is also explored on programs available with Lord Winston's Walking Tours (The Manor, Moreton Pinkney, Northamptonshire NN11 6SJ; Sulgrave 576342). Amazon Fishing Question: Could you give names and addresses of tour companies that offer fishing trips on the Amazon River? - M. R., Spokane, Wash.
+Answer: Explorama (Box 446, Iquitos, Peru) has had long experience in running jungle and fishing trips on the Amazon. Information about its programs is available from a representative, Selective Hotel Reservations (19 West 34th Street, New York, N.Y. 10001; 212-714-2323 or, out of state, 800-223-6764). A guided, three-day fishing trip with pickup in Iquitos, two nights at a lodge on the river and all meals costs $200 a person. A round trip on Faucett-Peruvian Airlines from Miami to Iquitos via Lima is about $450. Another Peruvian company that arranges fishing is Expediciones Mayuc, of Cuzco, which is represented by Ocarina (Post Office 1807, Boulder, Colo. 80306; 303-938-5643 or, from Dec. 1, 800-777-5326).
+While Peru is the destination for most Amazon anglers, another company with a series of wilderness tours, including fishing, operates in Brazil. It is Brazil Nuts (81 Remsen Street, Brooklyn, N.Y. 11201; 718-834-0717 or 800-553-9959). The owner, Adam Carter, characterizes the fishing trips as rustic, summer-camp style. A typical eight-day visit combines riverboat journeys (sleeping in hammocks) on the Amazon and the Pantanal, a river preferred, Mr. Carter says, by many fishing aficionados. The cost is $995 a person, with all meals. A three-day trip on the Amazon is $450.
+A flight on Varig from Miami to Manaus, with a connection to Cuiaba, to fish the Pantanal, and another to Rio de Janeiro, with return to Miami from there, is available for $660.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Q+AND+A%3A+%5BQUESTION%5D&title=New+York+Times&issn=03624331&date=1987-11-29&volume=&issue=&spage=A.4&au=Carr%2C+Stanley&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1987","Another wholesaler with programs that can be booked through agents is U.T.L. Holidays, of Toronto, the largest tour operator in Canada, which has escorted group tours and arranges individual travel. The tour desk of Air Canada (800-422-6232) will make reservations for Horizon, U.T.L. and many other companies. Among others are Canadian Holidays, in Quebec, which does tours in eastern Canada, and Brewster Transportation and Tours, of Banff, Alberta. Bonanza Holidays, of Montreal, offers many travel services, including motor home and houseboats rentals. English Walks Question: Where can we get information on walking tours in southwestern England, especially Cornwall? -G. L., Washington Answer: Two lines of approach are to contact local organizations that combine walking programs with a guesthouse as a base and companies that offer inn-to-inn walks in various parts of the country. One in the local, and less expensive, category is Chichester Interest Holidays (Chichester Guesthouse, 14 Bayview Terrace, Newquay, Cornwall TR7 2LR, England; telephone, Newquay 874216). The group offers walking tours, garden visits and other programs and room with breakfast and dinner and a picnic lunch. Next year's rate for seven nights will be about $175 a person. Cornwall Adventure (51 Lostwithiel Street, Fowey, Cornwall PL23 1BG; Fowey 3766) runs what it calls multi-activity vacations - with sailing, riding and other activities - as well as walking. The 1988 cost, including accommodations in a youth hostel and full board for seven nights, is $295.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1987: A.4.",11/15/17,"New York, N.Y.",,"Carr, Stanley",New York Times Company,,Newspapers,426652037,"United States, New York, N.Y.",English,29-Nov-87,TRAVEL AND VACATIONS,New York Times,Question,,,,,,,
+BUSINESS TECHNOLOGY; NASA's Gargantuan Riveter,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-nasas-gargantuan-riveter/docview/426654850/se-2?accountid=14586,"LEAD: THERE are some wondrous machines under the 43-acre roof of the National Aeronautics and Space Administration's Michoud assembly complex here. In pursuit of its contract to assemble space shuttle fuel tanks that are almost 28 feet in diameter and half the length of a football field, the Martin Marietta
+THERE are some wondrous machines under the 43-acre roof of the National Aeronautics and Space Administration's Michoud assembly complex here. In pursuit of its contract to assemble space shuttle fuel tanks that are almost 28 feet in diameter and half the length of a football field, the Martin Marietta Corporation has developed massive welders, a cleaning device it describes as the world's biggest washing machine and, recently, a giant riveter unlike any others in the industrial world.
+The last time many Americans thought about riveting, the process of joining metal sheets by using pressure to create a second head on the opposite end of a bolt, it was a task for Rosie, the spunky symbol of female factory workers in World War II.
+The 200-ton, 38-foot-tall automated riveter installed here at a cost of about $6 million is more awesome than heartwarming. NASA, which owns the riveter; the Gemcor Systems Corporation of Buffalo, which built it and patented the design, and Martin Marietta, its operator, call it the TO6A 7398 Drivmatic Riveter, or 7398 (its tool number) for short.
+Unfortunately, 7398 became ready for duty last summer at a time when shuttle fuel tank production activity was at an all-time low. Martin Marietta is being forced to ask whether the giant riveter can do anything but the job it was designed for, and so far the answer does not look good.
+Unlike conventional riveters, in which the parts to be fastened together are inserted horizontally, 7398 is set up vertically. That feature makes it easier to do high-quality rivets on large curved parts.
+''We had been wanting to make a vertical riveter since the middle 1970's,'' said Thomas Spellar Sr., Gemcor's chairman and a leading expert on riveting. ''We were pounding on their door from the time the shuttle program began.''
+Gemcor's design features two computer-controlled heads that travel up and down a fuel tank panel. The heads are automatically fed the proper tools from among 12 drills and 6 anvils. They drill holes, measure diameters and are automatically fed the proper-size rivet.
+The network of three programmable controllers, two computerized numerical controls, vision system and control panel that allows four workers to operate 7398 is not particularly sophisticated by modern automation standards. But it took nearly three years and 2,000 pages of drawings to build 7398. Writing software to control its operations has been a formidable challenge.
+Although 7398 is suffering start-up pains as it works on its first fuel tank, Martin Marietta says it will soon be able to drive 4,000 rivets in two days into panels for the intertank, the high-strength portion of the fuel tank between the liquid oxygen and liquid hydrogen tanks to which the rest of the shuttle is attached. It takes a crowd of modern Rosies four to six weeks.
+In addition to saving time and cutting labor costs for the intertank by nearly two-thirds, 7398 produces higher-quality riveting and should cut the cost of riveting materials by 80 percent, according to Martin Marietta.
+But can it do anything else? Marietta has been asking itself that since the spring of 1986, long before 7398 was ready to drive its first rivet. When Gemcor was authorized to start building the device in Buffalo in 1983, NASA was projecting that Michoud's work load would reach 60 units a year as the shuttle program progressed. By 1986, when 7398 was being reassembled at Michoud, the fuel tank production rate was 12 a year and the optimistic picture for the forseeable future called for doubling that. Then came the Challenger explosion on Jan. 28, 1986.
+Today NASA is buying fuel tanks at the rate of four a year in order to provide a subsistence level of support to Martin Marietta's operation here -and to the network of subcontractors from 48 states. Martin Marietta is scrambling to find ways to keep its sophisticated machinery and the remaining 3,700 members of its highly skilled work force employed.
+Marietta has moved in welding work on missiles for the company's Denver division. It has also kept some employees busy developing a way to apply the thermal coating used on the shuttle's fuel tank to the fuel tank in a target missile that Marietta's Orlando, Fla., division is making for the Navy. But the company says it has not been able to find anyone interested in talking about the riveter.
+''It was custom-built and designed for one application,'' said Daniel J. Ferrari, market planning specialist for the program development group.
+Martin Marietta believes that 7398 can easily do some intertank riveting currently performed by shuttle subcontractors. But the company suspects that the only outside contract work the riveter might attract would be work on missiles or aircraft fuselages. It is not clear how much adaptation 7398 needs to do such work.
+Moreover, Martin Marietta concedes that finding work from other manufacturers is not its highest priority for the riveter. The company would rather see the riveter occupied on work for the space station, NASA's next major program. Martin Marietta is locked in competition with the Boeing Corporation to become the major contractor for work and living spaces for the station. The companies hope to hear soon who won.
+Meanwhile, 7398 stands as a double-edged symbol. It may open the door to a new generation of riveting systems that will make aerospace manufacturers more efficient and competitive. Gemcor says the next unit could be built for two-thirds the cost. Even if no other use for 7398 is found, the quality gains it provides may be invaluable to people working in space.
+On the other hand, the trend in aerospace construction is away from metals joined by riveting toward carbon composites bound by adhesives.
+Critics who say heavy spending on space and military programs diverts resources from technology development programs that could help industry more efficiently and directly might regard 7398 as a symbol of inflexible, misguided investment.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+NASA%27s+Gargantuan+Riveter&title=New+York+Times&issn=03624331&date=1987-11-25&volume=&issue=&spage=D.4&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 25, 1987","''We had been wanting to make a vertical riveter since the middle 1970's,'' said Thomas Spellar Sr., Gemcor's chairman and a leading expert on riveting. ''We were pounding on their door from the time the shuttle program began.'' Can it do anything else? Marietta has been asking itself that since the spring of 1986, long before 7398 was ready to drive its first rivet. When Gemcor was authorized to start building the device in Buffalo in 1983, NASA was projecting that Michoud's work load would reach 60 units a year as the shuttle program progressed. By 1986, when 7398 was being reassembled at Michoud, the fuel tank production rate was 12 a year and the optimistic picture for the forseeable future called for doubling that. Then came the Challenger explosion on Jan. 28, 1986. Marietta has moved in welding work on missiles for the company's Denver division. It has also kept some employees busy developing a way to apply the thermal coating used on the shuttle's fuel tank to the fuel tank in a target missile that Marietta's Orlando, Fla., division is making for the Navy. But the company says it has not been able to find anyone interested in talking about the riveter.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Nov 1987: D.4.",7/29/20,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426654850,"United States, New York, N.Y.",English,25-Nov-87,ASTRONAUTICS; MACHINERY AND EQUIPMENT; Space shuttle,New York Times,NEWSPAPER,,,,,,,
+SOUND; Spot Checks For Components,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-spot-checks-components/docview/426670411/se-2?accountid=14586,"LEAD: ALARMED BY THE present perturbation of the economy, many circumspect audiophiles have postponed planned purchases. To be sure, the more passionate music lovers usually manage to persuade themselves that buying stereo equipment falls into the same budgetary bracket as rent and groceries. But some who have toyed with the notion of revamping their entire sound system are now more likely to think in terms of selective updating -changing only those components that have clearly outlived their allotted span.
+ALARMED BY THE present perturbation of the economy, many circumspect audiophiles have postponed planned purchases. To be sure, the more passionate music lovers usually manage to persuade themselves that buying stereo equipment falls into the same budgetary bracket as rent and groceries. But some who have toyed with the notion of revamping their entire sound system are now more likely to think in terms of selective updating -changing only those components that have clearly outlived their allotted span. That way, they hope to reconcile good sound and solvency.
+This prompts the question of how to identify those parts of a sound system that are so indisputably passe their replacement no longer ranks as discretionary but borders on necessity. One way to approach the problem is to ask yourself whether the equipment you now own still sounds as satisfactory as when you first bought it. If so, it obviously provides as much pleasure as in the past, no matter what new models glitter in the stores.
+This is not to deny the technical superiority of many current designs over older ones. But intelligent updating requires critical assessment of the newer offerings in terms of their merit as instruments of music rather than in terms of their incidental features. On the whole, only slight gains have been made in sonic fidelity since the advent of CD's, and sometimes vaunted innovations are but catchy frills, catering more to the love of gadgetry than to the demands of music.
+Take remote control, for example. Seen in the abstract - that is, without monetary distractions - there is a lot to be said for the remote control facilities now found on the fancier hi-fi gear. They let you flash commands to your system from a distance -change stations, start or stop a record or tape, or adjust the volume - all without getting out of your chair or off the couch. It's sybaritic, all right, but unless you place great value on remaining seated or supine, maybe you shouldn't abandon your present system just for that.
+The power of negative thinking might also make one look more skeptically at those fancy new FM tuners whose functions are fully automated. Their circuits analyze the strength of an incoming signal and take account of noise and static to make automatic adjustments for these factors. But if you already own an FM tuner adequate to your needs on which the adjustments can be made manually to pull in all the stations you want to hear, it would not seem worthwhile to trade it in just for the sake of the added automation.
+By contrast, when basic performance is concerned, valid reasons for updating can easily be found. For example, if your system does not yet include a CD player, an inexpensive CD player may well prove a rewarding investment. For about $200 (allowing for store discounts) you can add such a player, which, combined with digital disks, will pay instant dividends in terms of dramatically better sound from whatever system you already own. Moreover, the present economic climate may well help bring about a sharp drop in CD prices once the holiday season is over.
+As for pinpointing components past their prime and in legitimate need of replacement, follow these guidelines:
+* If you have an inexpensive cassette deck which, over the years, has developed the common geriatric symptom of ''flutter and wow'' - i.e., wobbly and tremulous pitch - it would be almost as cheap to replace the deck with a new one as to have it refurbished.
+* If your phono cartridge requires a stylus pressure of more than 1.5 grams (as measured with a reliable stylus pressure gauge), it is clearly obsolete by present standards and is probably chewing up your irreplaceable LP's. A new cartridge, perhaps costing no more than $50, would seem in order, to avoid the continued depredation of your record collection. Also, if your phonograph stylus has been playing for more than an aggregate of about 1,500 hours, it's definitely time for a change.
+* If your FM tuner drifts off a station once you have it tuned in, chances are that it is the old analog type that has to be tuned by twiddling a knob. Your problems would be solved by a new digital tuner, which brings in the desired station at a single touch, and keeps it firmly locked in.
+* To determine whether your amplifier may need rejuvenation or replacement, it is helpful to know whether it still performs in accordance with its original specifications. One way to find out is to take it to a ''hi-fi clinic,'' occasionally held in the better audio shops, where they will test your equipment to verify its condition. It may be worth a few phone calls to inquire whether such a service is available in your locality.
+For those determined to make do with what they have, the good news is that loudspeakers - usually the most expensive of all audio components -are almost immune to the effects of age. So if you have a good pair of speakers and like their sound, just hang on to them.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUND%3B+Spot+Checks+For+Components&title=New+York+Times&issn=03624331&date=1987-11-08&volume=&issue=&spage=A.31&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 8, 1987","* If you have an inexpensive cassette deck which, over the years, has developed the common geriatric symptom of ''flutter and wow'' - i.e., wobbly and tremulous pitch - it would be almost as cheap to replace the deck with a new one as to have it refurbished. * If your phono cartridge requires a stylus pressure of more than 1.5 grams (as measured with a reliable stylus pressure gauge), it is clearly obsolete by present standards and is probably chewing up your irreplaceable LP's. A new cartridge, perhaps costing no more than $50, would seem in order, to avoid the continued depredation of your record collection. Also, if your phonograph stylus has been playing for more than an aggregate of about 1,500 hours, it's definitely time for a change. * To determine whether your amplifier may need rejuvenation or replacement, it is helpful to know whether it still performs in accordance with its original specifications. One way to find out is to take it to a ''hi-fi clinic,'' occasionally held in the better audio shops, where they will test your equipment to verify its condition. It may be worth a few phone calls to inquire whether such a service is available in your locality.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 1987: A.31.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,426670411,"United States, New York, N.Y.",English,8-Nov-87,RECORDING EQUIPMENT,New York Times,NEWSPAPER,,,,,,,
+MARKET TURMOIL; Exchanges To Extend Early Close,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-turmoil-exchanges-extend-early-close/docview/426632670/se-2?accountid=14586,"LEAD: After another frenzied day of sharp declines and heavy trading, the nation's major stock exchanges said yesterday that they would continue to close early through the end of this week.
+After another frenzied day of sharp declines and heavy trading, the nation's major stock exchanges said yesterday that they would continue to close early through the end of this week.
+On Friday, the New York Stock Exchange and the American Stock Exchange began ending at 2 P.M. instead of 4 P.M. to give securities firms more time to settle the mountain of transactions created by last week's frenzied trading. The curtailed hours were originally supposed to be in effect through today. Both exchanges announced the extensions yesterday.
+''We've got big settlements over the next three days and it seems prudent to cope with orders,'' said John J. Phelan Jr., chairman of the New York Stock Exchange. Settlements Going Well
+Yesterday was the settlement day for trades executed during last Monday's record volume, and Wall Street executives said that, while not every trade was settled, the process seemed to go smoothly.
+The National Association of Securities Dealers said it would continue closing its Nasdaq over-the-counter market at 2 P.M. Eastern standard time, as did the Chicago Board Options Exchange. The Midwest and Pacific stock exchanges said they also would continue to close at the same time as the Big Board throughout the week.
+Referring specifically to the New York Stock Exchange, the Securities and Exchange Commission issued a statement yesterday supporting the need for continued early closings ''to provide securities firms more time to process transactions resulting from recent extraordinary trading volume.'' $51 Billion of Securities Delivered The announcements about the shorter trading hours came as Wall Street brokerage houses delivered a record $51 billion worth of securities to settle institutional trades last Monday, when volume reached a record of more than 600 million shares.
+The figure is a large increase from the previous record of $46 billion, said Conrad F. Ahrens, president of the Depository Trust Company, which oversees the computerized delivery of all institutional trades. On an average day, deliveries run between $30 billion and $35 billion, he said.
+The amount of securities delivered to individual investors was not included because the figure was not immediately available.
+The heavy volume of trading that began last week and continued yesterday guarantees that an unprecedented number of trades will be settled each day at least through next Monday.
+Despite the volume, officials from the back offices of several Wall Street firms said the settlement process was progressing relatively smoothly. ''It's going very well,'' Howard A. Shallcross, director of operations at Merrill Lynch, said of the settlements.
+By late yesterday afternoon, Wall Street firms said they had been unable to complete all of the trades made during last Monday's market collapse, but they added that the settlement process was not presenting any major problems.
+Officials from the New York Stock Exchange estimated that about 90 percent of last Monday's trades had been settled by the close of business yesterday.
+By law, stock trades have to be settled within five business days and are usually handled by computer. Settlement requires the seller's broker to credit the seller's account and remove the shares from the client's portfolio. The buyer's broker, meanwhile, will debit his client's account by the amount owed and add the shares to the buyer's portfolio.
+In times of high volume and volatile prices, however, communications between brokers can be garbled, particularly on the floor of a noisy exchange. Discrepancies can arise about the size or price of orders. When that happens, clerks or representatives of the brokers meet to negotiate a settlement. When a match cannot be made, the brokerage firm holding the security may have to bear the financial burden. A Long Night
+By late yesterday afternoon, Wall Street brokerage houses were still uncertain about the number of trades that would be in question. They said the computer operations would continue late into the night, at which time they would be able to make a determination. Mr. Phelan of the New York exchange said questionable trades in the last week were running at about 3.5 percent, up from the normal 2.5 percent.
+Some firms reported that they had prepared for a larger number of errors and had asked banks for additional credit lines of several hundred million dollars to help them finance unsettled trades. By yesterday afternoon, no firm reported a need to use that credit.
+Officials in Wall Street backrooms, which handle the settlements, were stoic about the unprecedented amount of work, saying that, after the rough week for traders, it was now their turn. 'New Crew on the Spot'
+''This week it's a whole new crew on the spot,'' Mr. Shallcross of Merrill Lynch said. ''The traders proved themselves last week. Now we're going to prove ourselves.''
+Yesterday's activity proceeded smoothly, Wall Street officials agreed, largely because of the past weekend's work by computer operators, accountants and other members of the brokerage houses' operations divisions. They tried to deal with all of the difficult transactions and to reach agreements on any questionable trades.
+''We accomplished a lot this weekend to make it possible for the settlements to move along on schedule,'' said Paul R. Marrone, a spokesman for Dean Witter Reynolds.
+With the work this weekend, a huge number of securities was scheduled to be delivered yesterday morning before the day's trading began.
+''We put through 271,000 deliveries in the early hours this morning,'' said Mr. Ahrens of Depository Trust.
+To complete the paperwork and resolve any issues in the trades, the operations workers are continuing to work long hours.
+''Our people are working 7 days a week, 18 to 20 hours a day,'' said Richard S. Pechter, chairman of the Financial Services Group for Donaldson, Lufkin & Jenrette. ''We are literally serving these people three meals a day.''
+While some Wall Street traders may have unkind words for the computer-assisted trading that contributed to last week's selloff, backroom officials had only praise for their automated systems, which have enabled them to do what would otherwise be a virtually impossible task. ''Without the automation in the Street, we would all be in terrible shape,'' said Mel Taub, executive vice president of corporate operations and systems for E.F. Hutton & Company.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MARKET+TURMOIL%3B+Exchanges+To+Extend+Early+Close&title=New+York+Times&issn=03624331&date=1987-10-27&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Tim es Company Oct 27, 1987","By law, stock trades have to be settled within five business days and are usually handled by computer. Settlement requires the seller's broker to credit the seller's account and remove the shares from the client's portfolio. The buyer's broker, meanwhile, will debit his client's account by the amount owed and add the shares to the buyer's portfolio. ''This week it's a whole new crew on the spot,'' Mr. [Howard A. Shallcross] of Merrill Lynch said. ''The traders proved themselves last week. Now we're going to prove ourselves.'' ''Our people are working 7 days a week, 18 to 20 hours a day,'' said Richard S. Pechter, chairman of the Financial Services Group for Donaldson, Lufkin & Jenrette. ''We are literally serving these people three meals a day.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Oct 1987: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426632670,"United States, New York, N.Y.",English,27-Oct-87,STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+CAMERA; AUTOMATED FLASH,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-automated-flash/docview/426607815/se-2?accountid=14586,"LEAD: IN terms of picture taking, we are living in a revolutionary age. When we look back at the 1980's and assess what changes have been wrought in cameras, there will be plenty to talk about. Auto focusing. Idiot-proof ''auto everything'' lens-shutter cameras. Electronic imaging.
+IN terms of picture taking, we are living in a revolutionary age. When we look back at the 1980's and assess what changes have been wrought in cameras, there will be plenty to talk about. Auto focusing. Idiot-proof ''auto everything'' lens-shutter cameras. Electronic imaging.
+But one technological leap forward that has made its presence felt more quietly than most is the integration of electronic flash into today's cameras. Rare is the lens-shutter camera that lacks a built-in flash somewhere within its black casing. Now auto-focusing single-lens-reflex (SLR) cameras are starting to sport pop-top flashes.
+This is quite a switch from 25 years ago, when the only photographers to be seen carrying flash units in broad daylight were grizzled professionals. Electronic flash, the invention of Harold Edgerton in 1933, was considered an accessory for the advanced. When the sun went down, casual snapshooters put their cameras away.
+In the 1960's, Honeywell pioneered automatic electronic flash. With auto flash, a photographer no longer had to get out a slide rule and an abacus to figure out what lens aperture to set; the flash controlled its own output. Today, automation is much more advanced to the point that computer chips within the camera can sense the flash output, judge its relation to the existing ambient light and simultaneously regulate the aperture, shutter speed and duration of the flash.
+Now practically all flashes are automatic, and most are ''dedicated'' meaning that they are specially designed to interact with a specific brand and model of camera. This doesn't mean that all flashes are equal, however. Some, obviously, are more powerful than others. All things being equal, you want to get the most flash bang for your buck. But how do you compare one flash's output with another's?
+It should be easy, but it isn't. Flash power is measured in a confusing variety of ways. Large, studio-type flash units are rated according to watt seconds, which is a measure of their storage capacity. A second flash measurement is BCPS, or beam candle power seconds. BCPS is an expression of how much light will reach a subject at a standard distance. While the numbers are abstract, they are ideal for comparing one flash unit's power with another. Unfortunately, these days few manufacturers give BCPS ratings.
+That leaves guide numbers, sometimes abbreviated GN. A guide number is practical; given in feet or meters, and for a particular film speed, it is used for calculating exposures. Let's say your flash has a GN of 80 with ISO 100 film, and your subject is 10 feet away. Dividing 10 (the distance) into 80 (the guide number) gives 8, the aperture. Presto: set f/8 and the picture should be perfect.
+Those with automatic and built-in flash units no longer have to perform these calculations. But guide numbers remain important numbers, for they tell us just how far away we can be and still have our subject fully exposed. Let's go back to my example of GN 80 at ISO 100. And let's say the maximum aperture of my lens is f/4. I divide 4 into 80 and the answer is 20 feet, the farthest from my subject I can be with this combination of lens, flash and film.
+Comparing guide numbers isn't easy, especially when camera makers decide not to provide them. But most do. Take the Pentax IQ Zoom. According to Pentax, its flash has a GN of 13 at wide-angle position and 16 at telephoto position, with ISO 100 film. But these numbers are for meters, not feet. Also, the lens has a variable maximum aperture of f/3.5-6.7. In laymen's terms, this means a maximum range of about 12 feet at wide angle position and 7 1/2 feet at telephoto.
+But Pentax's technical data lists the maximum flash ranges as better than 16 feet and 10 feet, respectively. What gives? Says Pentax, ''These ranges are calculated by taking the latitude of current color negative films into consideration.'' In other words, a fudge factor of underexposure is built in. With most color-negative films, the results won't be disastrous. But slide-film users should stick to the guide-number ranges.
+Calculating realistic flash limits from manufacturer-supplied guide numbers can be difficult, as the example above suggests. (I had to convert meters into feet, at 3.27 feet to the meter.) Nevertheless, it is the only practical way to tell how useful any camera's built-in flash will be in practice. Of course, if your flash pictures are consistently underexposed, you can always switch to a higher-speed film in effect ''uprating'' the guide number.
+Remember, however, that no matter how powerful your built-in flash, it will not light up the action at Shea Stadium at night.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+AUTOMATED+FLASH&title=New+York+Times&issn=03624331&date=1987-09-27&volume=&issue=&spage=A.71&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 27, 1987","Now practically all flashes are automatic, and most are ''dedicated'' meaning that they are specially designed to interact with a specific brand and model of camera. This doesn't mean that all flashes are equal, however. Some, obviously, are more powerful than others. All things being equal, you want to get the most flash bang for your buck. But how do you compare one flash's output with another's? Pentax's technical data lists the maximum flash ranges as better than 16 feet and 10 feet, respectively. What gives? Says Pentax, ''These ranges are calculated by taking the latitude of current color negative films into consideration.'' In other words, a fudge factor of underexposure is built in. With most color-negative films, the results won't be disastrous. But slide-film users should stick to the guide-number ranges. Calculating realistic flash limits from manufacturer-supplied guide numbers can be difficult, as the example above suggests. (I had to convert meters into feet, at 3.27 feet to the meter.) Nevertheless, it is the only practical way to tell how useful any camera's built-in flash will be in practice. Of course, if your flash pictures are consistently underexposed, you can always switch to a higher-speed film in effect ''uprating'' the guide number.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Sep 1987: A.71.",11/14/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,426607815,"United States, New York, N.Y.",English,27-Sep-87,PHOTOGRAPHY; CAMERAS,New York Times,NEWSPAPER,,,,,,,
+STRIKES MOUNTING IN SOUTH KOREA,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/strikes-mounting-south-korea/docview/426591453/se-2?accountid=14586,"LEAD: A wave of labor unrest is sweeping through this country, with thousands of employees from bus drivers to factory workers striking for higher wages and the right to organize unions without Government interference.
+A wave of labor unrest is sweeping through this country, with thousands of employees from bus drivers to factory workers striking for higher wages and the right to organize unions without Government interference.
+Tens of thousands of workers at 192 companies across the country either demonstrated or stayed off the job today, according to Government estimates. The unrest has closed plants at some of the largest companies in the country and for several days halted shipments out of Pusan, the nation's largest port.
+The question of labor rights is one of the most explosive political and economic issues in South Korea. The Government has long taken a tough line on labor, all but outlawing strikes and imprisoning those it considers labor agitators. But since the Government bowed to opposition demands and announced democratic changes on June 29, labor disputes have been mounting as workers charge that they have not received their fair share of South Korea's booming economic growth. The disputes have stepped up in the last week. Millions Already Lost
+Korea's Labor Minister, Lee Hun Ki, warned today that the Government might move in if the unrest did not subside, and he estimated that the disputes had already cost $125 million in lost production opportunities and $55 million in exports. South Korea's exports this year are estimated to exceed $40 billion.
+The key to South Korea's success as a low-cost producer has not been the automation or inventory controls that distinguish Japanese manufacturing, but lower wages and a highly disciplined and productive work force, analysts say.
+Business leaders have expressed concern that plant shutdowns and late deliveries could hurt not only their own companies, but also South Korea's image as a powerful exporter. Diplomats and analysts, however, say the economy would not suffer too much if the disputes can be settled quickly.
+A Western diplomat who follows labor issues said that the outpouring of disputes was not surprising, given the long suppression of labor rights, but that the Government had acted so far with admirable restraint. It helped, he said, that workers' demands have so far been economic and not political. But several labor analysts said they did not expect the unrest to end soon.
+In 1961 and again in 1980, widespread labor unrest helped to persuade the military to step in, and the disputes today are renewing fears of military intervention. So far, the Government has pledged not to intervene, but Labor Minister Lee said today that continuing unrest could prompt tough reprisals. 'Waiting Patiently'
+''The Government has been waiting patiently for a compromise settlement between labor and management, and we will continue to wait for the time being,'' Mr. Lee said. ''But if labor disputes get worse through agitation of impure forces, we will have no choice but to get involved, and we will enforce the law.''
+Under South Korea's strict labor laws, all the strikes going on now are illegal, and violators could face prison terms. Labor laws and company policies have also restricted union organizing, and much of the unrest has been touched off by workers' attempts to rid themselves of unions they believe are controlled either by the Government or management and put new unions in their place.
+Workers are also calling for wage increases. Average wages for all South Korean industries last year were $1.75 an hour, according to a United States Embassy report. The average Japanese hourly wage is several times higher, and in the United States the average hourly wage for production workers in manufacturing was $13.09 in 1985, according to the Bureau of Labor Statistics.
+The South Korean work week is one of the longest in the world - an average of 57 hours, according to Government statistics.
+The unrest has shut plants at the nation's largest conglomerates, including Hyundai, Daewoo, Samsung and Lucky-Goldstar. Hyundai Motors, which manufactures the popular Excel, settled a dispute that had shut down its factory but said labor troubles at its suppliers had forced the company to suspend car exports for now. Transportation Strikes
+Bus and taxi strikes broke out in several cities across the country, including the southwestern cities of Kwangju, Chonju, Kunsan, Okku and Kimje. Labor disputes disrupted service on six bus lines in Seoul and in the Songnam suburb of Seoul. Strikes were also reported at textile and footwear factories across the country. In Pusan, a sit-in by 600 fishing boat captains even shut down the city's central fish market.
+As 33 new disputes broke out across the nation today, bringing the total since June 29 to nearly 300 by Government count, others were settled.
+Analysts said that because many strikes were ending within several days, companies should be able to recover quickly. ''Hyundai settled the strike in four days,'' said Scott E. Kalb, who runs the Seoul office of James Capel & Company, the British investment concern. ''When's the last time the Long Island Rail Road settled a strike in four days?''
+''Businesses are not really hurt if things are settled in a short time, because they have enough excess capacity and inventory and make it up,'' he said. ''In the long run, company expenses will go up, but that's the price you pay for democracy.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STRIKES+MOUNTING+IN+SOUTH+KOREA&title=New+York+Times&issn=03624331&date=1987-08-12&volume=&issue=&spage=A.7&au=SUSAN+CHIRA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1987","''The Government has been waiting patiently for a compromise settlement between labor and management, and we will continue to wait for the time being,'' Mr. [Lee Hun Ki] said. ''But if labor disputes get worse through agitation of impure forces, we will have no choice but to get involved, and we will enforce the law.'' Analysts said that because many strikes were ending within several days, companies should be able to recover quickly. ''Hyundai settled the strike in four days,'' said Scott E. Kalb, who runs the Seoul office of James Capel & Company, the British investment concern. ''When's the last time the Long Island Rail Road settled a strike in four days?'' ''Businesses are not really hurt if things are settled in a short time, because they have enough excess capacity and inventory and make it up,'' he said. ''In the long run, company expenses will go up, but that's the price you pay for democracy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1987: A.7.",11/15/17,"New York, N.Y.",SOUTH KOREA,"SUSAN CHIRA, Special to the New York Times",New York Times Company,,Newspapers,426591453,"United States, New York, N.Y.",English,12-Aug-87,LABOR; STRIKES; UNIONIZATION; WAGES AND SALARIES; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+"LEADING AVIATION GROUPS AGREE ON PLAN FOR SAFER, FASTER FLIGHTS","New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/leading-aviation-groups-agree-on-plan-safer/docview/426536420/se-2?accountid=14586,"LEAD: In a rare show of agreement, the airlines and other users of the aviation system have produced a plan to combat what they say are threats to the efficiency and safety of the nation's air operations.
+In a rare show of agreement, the airlines and other users of the aviation system have produced a plan to combat what they say are threats to the efficiency and safety of the nation's air operations.
+Representing the whole spectrum of civil aviation users, the groups, often at odds with one another, have united at a time their industry faces increasing pressures from passengers, stockholders and the Government.
+Their two leading goals are more money to modernize the air-traffic control system and a national program to increase airport capacity. Presenting Plan to Congress
+The heads of the industry groups and a former head of the Federal Aviation Administration who helped bring them together are to present their plan today and tomorrow to Congressional and Administration leaders.
+The industry leaders made clear in interviews that they hoped the force of their expertise and their unanimity would reshape the debate on aviation issues, giving them influence over the fate of specific projects to accommodate growing demand while maintaining safety.
+The dominant theme of their comments was that the Administration and the Congress, as well as industry officials, had to exert strong leadership that the officials said had been sadly lacking.
+Henry Duffy, the president of the Air Line Pilots Association, said:
+''The most important action to be taken at this point rests with the Department of Transportation and the Administration. If they don't stand up, address the issues and move forward with these recommendations, we could have a serious problem in the future.''
+John L. Baker, the head of the Aircraft Owners and Pilots Association, the chief trade group of private pilots, said: ''We must get some national leadership. If we can't get national spokesmen saying that aviation is vital to U.S. interests and needs, we're not going to get our problems fixed.''
+The industry action is being taken at a critical juncture for the industry. As complaints about delays, service and safety continue to mount, Congress is taking up several aviation measures, and a new Administrator, T. Allan McArtor, has just taken over the F.A.A.
+One measure being debated in Congress would extend a program that sets aside user taxes for improvements to airports and airways. Other bills on safety and consumer protection are also pending. Move by Helms
+J. Lynn Helms, who was F.A.A. Administrator from the first weeks of the Reagan Administration until January 1984, brought the industry elements together this spring.
+In addition to the airline pilots and the private pilots, the organizations that produced the plan are: the Air Transport Association (larger commercial airlines); the Regional Airline Association (smaller airlines, including commuter airlines); the National Business Aircraft Association (corporate aircraft owners), and the National Air Transportation Association (charter carriers). Rare Unanimity
+Leaders of the organizations agreed that it was very rare for them to join in such a broad agreement.
+Over the years, the airlines and private pilots have often battled over measures to limit certain private-plane operations. And the airlines and the pilots' union have often found themselves on opposite sides of other issues. The new report reflects an unusual willingness to compromise for the sake of common benefit.
+While the groups were writing the report that outlined their plan, a number of near collisons and errors by controllers and pilots continued to fuel public anxiety about air travel. Last week a Presidential commission began hearings on air safety.
+The report contended that one major obstacle to solving various parts of the aviation problem ''has been the Government's broken promise to the public regarding the Aviation Trust Fund.'' The fund is made up of dollars collected in passenger, fuel and freight taxes, and is earmarked for aviation needs. The Administration and Congress have allowed multibillion-dollar surpluses to accumulate, however. Call for Resources
+The six groups concluded that the ''system is safe.'' They added: ''The lack of commitment and failure to dedicate adequate resources, however, threatens to slow or even reverse the historic trend of ever-increasing levels of safety and efficiency.''
+Six areas were chosen for redoubled efforts to solve the overall problem confronting aviation: the capacity of the air-traffic system, the capacity of the airports, modernization of the airspace-airport system, aviation weather reporting, collision avoidance and air-ground communications.
+The report said increased spending from the trust fund was vitally needed to insure that the modernization of the air-traffic system was ''completed as close as possible to the original date of 1994.''
+The F.A.A. acknowledges that various parts of the program are as much as two years behind schedule and that the advanced automation system is five years behind.
+To ease the problem of air-traffic congestion, the report urged immediate decisions to increase the controller force to levels even beyond those recently announced by Elizabeth Hanford Dole, the Secretary of Transportation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LEADING+AVIATION+GROUPS+AGREE+ON+PLAN+FOR+SAFER%2C+FASTER+FLIGHTS&title=New+York+Times&issn=03624331&date=1987-07-29&volume=&issue=&spage=A.1&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 1987","John L. Baker, the head of the Aircraft Owners and Pilots Association, the chief trade group of private pilots, said: ''We must get some national leadership. If we can't get national spokesmen saying that aviation is vital to U.S. interests and needs, we're not going to get our problems fixed.'' The report contended that one major obstacle to solving various parts of the aviation problem ''has been the Government's broken promise to the public regarding the Aviation Trust Fund.'' The fund is made up of dollars collected in passenger, fuel and freight taxes, and is earmarked for aviation needs. The Administration and Congress have allowed multibillion-dollar surpluses to accumulate, however. Call for Resources The six groups concluded that the ''system is safe.'' They added: ''The lack of commitment and failure to dedicate adequate resources, however, threatens to slow or even reverse the historic trend of ever-increasing levels of safety and efficiency.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 1987: A.1.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,426536420,"United States, New York, N.Y.",English,29-Jul-87,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY; FINANCES; AIR TRAFFIC CONTROL; AIRPORTS,New York Times,NEWSPAPER,,,,,,,
+H.R.A. RULES SAID TO ADD TO HOMELESS,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/h-r-rules-said-add-homeless/docview/426508131/se-2?accountid=14586,"LEAD: The cutoff of welfare benefits to thousands of families each year for reasons unrelated to financial need is a main cause of homelessness, a new survey of homeless families in New York City has concluded.
+The cutoff of welfare benefits to thousands of families each year for reasons unrelated to financial need is a main cause of homelessness, a new survey of homeless families in New York City has concluded.
+The survey, of people seeking emergency housing from the city, found that half of those who had been on welfare said their benefits had been cut off for administrative reasons - typically within two months before they became homeless.
+''The Human Resources Administration creates some of the problems it's supposed to solve for homeless and other low-income families,'' said Dr. Anna Lou Dehavenon, the author of the report, and a researcher with the East Harlem Interfaith Welfare Committee.
+The report underscores a longstanding contention of welfare advocates - that a system of questionnaires, office appointments and work requirements set up by the city to detect fraud too often cuts off benefits to people who do their best to follow the rules.
+According to a recent study by the H.R.A., 44,000 cases are closed each year - that is, the benefits are cut off - for administrative reasons, and the cases are reopened in 30 days. The reasons typically are an appointment that the welfare recipient fails to keep or a questionnaire returned by the post office.
+Dr. Dehavenon and other advocates for welfare recipients and the homeless said that the cutoff of benefits often threw a family surviving on a subsistence level into a crisis and that many families, struggling to work with the system, took more than 30 days to have their cases reopened.
+The survey found that two-thirds of all families who said they had been evicted from their homes also said they were receiving no government benefits at the time of their evictions and that more than one-third of those evicted had cases closed for administrative reasons at the time.
+Of those who said they had most recently been living ''doubled up'' with friends before going to the city for emergency housing, 36 percent said they had lost benefits for administrative reasons, according to the survey. Interviews and Questionnaires
+The city's controls typically include recertification in face-to-face interviews three times a year, written questionnaires twice a year for families and, in some cases, monthly reports on the outside incomes of those who work and requiring that recipients join city work programs.
+If a questionnaire, generated by a computer, is returned by the post office, a second letter is sent notifying the recipient that the case is going to be closed for ''whereabouts unknown.''
+The acting deputy administrator for income maintenance, Alan Kraus, said the controls were instituted in an effort to reduce fraud, from 27 cents of every dollar in benefits in the mid-70's to a little more than 4 cents a dollar in recent years. He said recipients received warning notices and had up to a month or more to reverse unncessary closings.
+Mr. Kraus said that after analyzing Dr. Dehavenon's figures, he concluded that 24 percent of those who were doubled up and 22 percent of those who were evicted reported a ''money problem.'' Nonetheless, he said, the situation was serious. Focus of Help
+Last month, after years of complaints from Dr. Dehavenon and others, Mayor Koch announced a ''case alert'' project, in which social workers will visit the homes of families who have had their cases closed and reopened twice in a year. The social workers are to offer to help the recipients work with the system.
+The idea behind the program is that the controls are sound and that solely the least capable families need special help.
+Asked about the system yesterday, Mr. Kraus said that the project had not begun and would be limited, at first, to a pilot effort in two neighborhoods. He said the city had set up programs to prevent evictions, including assigning social workers to Housing Court.
+Dr. Dehavenon's survey was based on hourlong interviews with 84 families waiting at three Emergency Assistance Unit offices between last August and February and observations of 889 families in the system.
+At a news conference yesterday at Automation House on East 68th Street in Manhattan, Dr. Dehavenon listed recommendations. They included building more permanent housing, flagging the files of homeless people or those who are doubled up for attention before benefits are cut off and using the electronic payment system to notify recipients of requirements.
+Mr. Kraus said the city was testing a program for the payment system to notify recipients to contact their centers about appointments.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=H.R.A.+RULES+SAID+TO+ADD+TO+HOMELESS&title=New+York+Times&issn=03624331&date=1987-05-14&volume=&issue=&spage=B.1&au=Barbanel%2C+Josh&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 14, 1987","''The Human Resources Administration creates some of the problems it's supposed to solve for homeless and other low-income families,'' said Dr. Anna Lou Dehavenon, the author of the report, and a researcher with the East Harlem Interfaith Welfare Committee. Mr. [Alan Kraus] said that after analyzing Dr. Dehavenon's figures, he concluded that 24 percent of those who were doubled up and 22 percent of those who were evicted reported a ''money problem.'' Nonetheless, he said, the situation was serious. Focus of Help Last month, after years of complaints from Dr. Dehavenon and others, Mayor Koch announced a ''case alert'' project, in which social workers will visit the homes of families who have had their cases closed and reopened twice in a year. The social workers are to offer to help the recipients work with the system.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 May 1987: B.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Barbanel, Josh",New York Times Company,,Newspapers,426508131,"United States, New York, N.Y.",English,14-May-87,WELFARE (US); BUREAUCRATIC RED TAPE; HOMELESS PERSONS; FRAUDS AND SWINDLING,New York Times,NEWSPAPER,,,,,,,
+OHIO PINS ECONOMIC HOPES ON INNOVATIVE INDUSTRIAL PROGRAM,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ohio-pins-economic-hopes-on-innovative-industrial/docview/426499640/se-2?accountid=14586,"LEAD: While the nation awaits the ''comprehensive proposals to enhance our competitiveness'' that President Reagan promised in his State of the Union Message last January, Ohio is beginning to reap the rewards of a four-year-old industrial strategy.
+While the nation awaits the ''comprehensive proposals to enhance our competitiveness'' that President Reagan promised in his State of the Union Message last January, Ohio is beginning to reap the rewards of a four-year-old industrial strategy.
+The Thomas Edison Program, named for one of Ohio's most famous native sons, is one of more than 30 industrial policies that states have established since the start of the decade to revive regional economies.
+Along with Pennsylvania's Ben Franklin Partnership, which has development centers based in four major cities, and an array of academic and industrial research programs coordinated by New Jersey's Commission on Science and Technology, the Edison Program is considered by specialists in the field to be among the nation's most innovative.
+State leaders here say the Reagan Administration should look to the Edison Program and others like it as models for Federal industrial strategies. Capital and Technical Aid
+The Edison Program links a venture capital division, six business ''incubators'' and eight advanced technology institutes with all of the state's research universities and most of its major industrial corporations. The aim is to enable Ohio's established companies to gain access to the latest in manufacturing, computer and biological technologies while providing inventors and entrepreneurs with capital and technical assistance.
+''The states are acting as pathfinders,'' said Christopher M. Coburn, the 30-year-old executive director of the Edison Program. ''The states are much closer to really making breakthroughs in these kind of policies. The Federal Government needs to recognize it and work with us.''
+The Edison Program, developed by Gov. Richard F. Celeste, a Democrat, is a risky venture for any politician. It is an expensive, long-term strategy, and its results are uncertain. The principal goal, nurturing a new culture of entrepreneurship, is being sought in a region in which generations of workers and managers were wrapped in the security of huge corporations and immense manufacturing plants.
+Yet the venture has been helped by the sense of crisis that pervades Ohio's corporate suites, working-class living rooms, universities and state agencies. Plant closings continue to wipe out industrial jobs by the thousands; the state unemployment rate, although down from 14 percent in 1982 and 1983, is still above 8 percent. Research Linked to New Jobs
+Ohio has spent nearly $69 million on the Edison Program since 1983 and is prepared to spend $33.5 million more over the next two years. Legislators here say scientific research and technological innovation are the prime force for economic growth and the development of new jobs.
+''Some of the businesses we're supporting today will become the huge ventures of the future,'' Governor Celeste said. ''The ordinary working person understands this, and the political leadership here understands it.''
+One characteristic of the new industrial strategy is the unusually close bond that Ohio has with companies, especially young companies.
+The Edison Program provides from $100,000 to $200,000 annually to business ''incubators'' in six cities. Under this program, rents for fledging businesses are substantially lower and such services as management consulting and secretaries are subsidized. An Excellent Survival Rate
+The survival rate of the 67 companies that have been tenants under the business incubator program has been excellent. Of the 17 new pharmaceutical, medical equipment and small technology companies that have rented space in the Business Technology Center in Columbus, the incubator for such ventures in the state capital, only two have failed since it opened in July 1984, according to Richard D. Finholt, the center's acting director.
+The Edison Program has also provided nearly $8 million in ''seed funds'' to 61 companies seeking to commercialize inventions. Two types of grants are made: up to $50,000 for preliminary development, and up to $250,000 for initial commercialization.
+The state requires companies to match the funds and develop products in conjunction with researchers at a state university. The funds are paid through the university, and the companies must agree to make the products in Ohio.
+Seed funds have been awarded to such giants as General Electric and to start-up companies like the Saranda Corporation here, which invented a newspaper ink that does not smear and employs eight people. 'A Darwinian Process'
+Many new companies are thriving. The Infantest Corporation, developers of a program to test the mental health of babies, employs 17 people in Cleveland. The Scantech Corporation, which manufactures X-ray equipment to inspect industrial welds, employs eight people in Columbus.
+''The state treats this as a Darwinian process,'' said Everett Ellin, Scantech's president. ''They look for survivors, the winners, and help them. That's a very intelligent approach.'' The third Edison Program is an array of ''technology centers'' that link major companies, Federal laboratories in Ohio, universities, and other industrial groups in advanced technical institutes focusing on specific areas of research in which Ohio already excels or can develop.
+The eight centers, which have no imitators in the United States, according to Edison Program managers, get a majority of the funds and are considered to be the most important components of the state's industrial strategy.
+In Columbus, the Edison Program established the Applied Information Technologies Research Center in 1984 to develop new computer data bases and retrieval systems. Several national data base services have their headquarters here, including the American Chemical Society's widely used Chemical Abstracts Service. Advanced Manufacturing Centers
+The Edison Program operates two advanced manufacturing centers, one in Cincinnati and the other in Cleveland, to study robotics and automation systems.
+A fiber, plastic and polymer research and technology center was formed at Case Western Reserve University in Cleveland and at the University of Akron to assist the state's vast plastics manufacturing industry, the nation's third largest after California and Texas.
+In Athens, the Edison Program established an animal biotechnology center to commercialize pioneering research at Ohio University, where scientists were the first to successfully insert genes from one species into the embryo of another species.
+In essence, the centers provide industrial companies with a more useful link to Ohio's universities and technical experts. Edison Program officials hope the centers will also serve as magnets for new companies working in the same technical and scientific fields. The centers are supported by membership fees as high as $60,000, and the state hopes to make them self-sufficient by the end of the decade.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=OHIO+PINS+ECONOMIC+HOPES+ON+INNOVATIVE+INDUSTRIAL+PROGRAM&title=New+York+Times&issn=03624331&date=1987-05-09&volume=&issue=&spage=1.6&au=KEITH+SCHNEIDER%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 9, 1987","''The states are acting as pathfinders,'' said Christopher M. Coburn, the 30-year-old executive director of the Edison Program. ''The states are much closer to really making breakthroughs in these kind of policies. The Federal Government needs to recognize it and work with us.'' ''Some of the businesses we're supporting today will become the huge ventures of the future,'' Governor [Richard F. Celeste] said. ''The ordinary working person understands this, and the political leadership here understands it.'' ''The state treats this as a Darwinian process,'' said Everett Ellin, Scantech's president. ''They look for survivors, the winners, and help them. That's a very intelligent approach.'' The third Edison Program is an array of ''technology centers'' that link major companies, Federal laboratories in Ohio, universities, and other industrial groups in advanced technical institutes focusing on specific areas of research in which Ohio already excels or can develop.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 May 1987: 1.6.",11/15/17,"New York, N.Y.",OHIO,"KEITH SCHNEIDER, Special to the New York Times",New York Times Company,,Newspapers,426499640,"United States, New York, N.Y.",English,9-May-87,ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+Market Place; Honeywell's Prospects,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-honeywells-prospects/docview/425970464/se-2?accountid=14586,"WHEN the Burroughs Corporation was pursuing the rival Sperry Corporation last spring, one rumor came up time and again on Wall Street. A deal was brewing between Sperry and Honeywell Inc., the gossip said.
+In the months since, Burroughs has succeeded in winning over Sperry and nothing more was heard about Honeywell's involvement. That is, until last Friday, when it was disclosed that Sperry had offered to buy Honeywell at a price in the neighborhood of $5 billion. That amounted to $105 a share for a stock that was then selling at about $76 a share and which yesterday was down $1.25, to $71.75.
+The disclosure, which was made in a filing by Burroughs with the Securities and Exchange Commission, raises the question for the investment community as to whether the incident will have any serious effect on the future of Honeywell and its stock.
+The consensus on Friday, when Honeywell's stock rose 4 7/8, was that the company, by entering into discussions with Sperry, had shown a willingness to undergo a major corporate transformation. Speculators like that, reasoning that any management willing to enter into merger talks once will do so again in the future. Yesterday, however, Wall Street's sentiment shifted a bit. Although Honeywell retained most of Friday's gain, the bulk of opinion was that the talks with Sperry, while interesting, may ultimately be useless for investors.
+''I can't imagine that it's important today,'' said one trader. ''People get euphoric about things like that and they don't think. It's just reaction.''
+The situation started on May 6 when Sperry was contacted by Honeywell and preliminary discussions were held. At that point, Honeywell was expressing interest in acquiring Sperry in a stock swap, according to proxy material filed in connection with the Burroughs takeover of Sperry.
+Honeywell's bid, as well as other alternatives, never won much support. Days later, however, Sperry's chairman, Gerald G. Probst, was still fighting to stay out of the clutches of Burroughs and he kept pursuing a Honeywell deal.
+But this time, on May 14, it was Sperry that was offering to buy Honeywell. Within hours, the proposal had been turned down by Honeywell, a mainframe computer maker with headquarters in Min-neapolis. Last week Honeywell said it felt the Sperry offer was a ''ploy,'' designed by Sperry to prolong discussions between the two companies.
+The unanswered question, according to Wall Street analysts, is whether the incident has left Honeywell any more vulnerable to a takeover than it had been. This is especially pertinent since most computer analysts feel that the industry, under profit pressure in recent years, is destined to undergo more mergers, takeovers and other corporate restructurings in the next few years.
+''My feeling is, down the road, Honeywell is a takeover candidate,'' said Steven Milunovich of the First Boston Corporation. In its current setup, Honeywell's segregated businesses could attract a raider looking to break up the company. And its relatively low stock might also play into the hands of a raider, Mr. Milunovich added.
+In addition to computers, Honeywell is heavily involved in control products and systems, as well as aerospace and military products. In 1985 Honeywell had a total net income of $281.6 million, or $6.16 a share, on revenues of $6.6 billion.
+Computers accounted for $200 million in operating profits and revenues of $1.95 billion last year. That represented the company's biggest profit and revenue contributor, although analysts say the computer business has not done as well this year.
+Daniel Mandresh, an analyst with Merrill Lynch & Company, is predicting that revenues from the computer business may be flat this year, and profits down to ''somewhere over $100 million.'' He thinks these results may put pressure on Honeywell's management to either increase revenues or chop away some assets and costs.
+A company can, of course, easily increase its revenues by combining computer operations with another company, hopefully realizing the savings in manufacturing costs often associated with such a move. That idea may be particularly appealing in light of the increased pricing and marketing pressure being put on the industry by the International Business Machines Corporation and the Digital Equipment Corporation. And mergers by competitors, like the Burroughs-Sperry one, could provide an added incentive for Honeywell to move.
+But there is at least a little speculation on Wall Street that Honeywell may eventually decide to escape the computer industry altogether. An agreement to market a very large scale computer made by the Nippon Electric Company is being viewed by some as proving that Honeywell's commitment to the high-cost business is lessening. To be sure, Honeywell still designs and makes most of its computers and the company said yesterday that the agreement with Nippon Electric, as well as with the Bull group in France, gave it greater leverage in the computer business worldwide. The arrangements also give Honeywell greater marketing strength for its computers overseas.
+The company, moreover, has been stressing that it wants to be a leading player in the automation and control business. Toward that end, it has been saying, computers play an important role.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Honeywell%27s+Prospects&title=New+York+Times&issn=03624331&date=1986-08-19&volume=&issue=&spage=D.8&au=Crudele%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 19, 1986","''I can't imagine that it's important today,'' said one trader. ''People get euphoric about things like that and they don't think. It's just reaction.'' This time, on May 14, it was Sperry that was offering to buy Honeywell. Within hours, the proposal had been turned down by Honeywell, a mainframe computer maker with headquarters in Min-neapolis. Last week Honeywell said it felt the Sperry offer was a ''ploy,'' designed by Sperry to prolong discussions between the two companies. ''My feeling is, down the road, Honeywell is a takeover candidate,'' said Steven Milunovich of the First Boston Corporation. In its current setup, Honeywell's segregated businesses could attract a raider looking to break up the company. And its relatively low stock might also play into the hands of a raider, Mr. Milunovich added.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Aug 1986: D.8.",11/15/17,"New York, N.Y.",,"Crudele, John",New York Times Company,,Newspapers,425970464,"United States, New York, N.Y.",English,19-Aug-86,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+PERSONAL COMPUTERS; THE SOFTWARE WRITER AS ARTIST,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/personal-computers-software-writer-as-artist/docview/425931927/se-2?accountid=14586,"WHEN I was first starting out as a writer of short stories, a form of fiction of which I am still very fond, my favorite ancillary reading was the Paris Review interview series ''Writers at Work.'' Although I am not much of a believer in - actually, I rebel against - C. P. Snow's ''two cultures,'' the thought of someone publishing a similar volume recounting the work habits, ideals and thoughts of programmers never entered my mind. I wish it had.
+''Programmers at Work,'' by Susan Lammers ($14.95 from Microsoft Press, Redmont, Wash.), does for budding software writers what the Paris Review interviews did for wistful would-be fiction writers. It provides comfort, inspiration and a sense of community with those who have already succeeded in the field. The 19 programmers interviewed range from the legendary Dan Bricklin of Visicalc, C. Wayne Ratliff of dBase and Gary Kildall of CP/M to less publicized but equally crucial stalwarts in the evolution of personal computer software such as John Page of PFS:File, John Warnock of Postscript, Toru Iwatani of Pac-Man and Charles Simonyi of Multiplan.
+Pointedly aimed at those whose lives center on computers, this volume nonetheless is replete with concepts and comments that anyone involved in the more creative aspects of technology will appreciate. Among its pages can be found such reflections as Butler Lamson's dictum: ''To hell with computer literacy. It's absolutely ridiculous. Study mathematics. Learn to think. Read. Write.'' Then there are classic lines: John Page's, ''I think the real challenge is to design software that is simple on the outside but complex on the inside''; Bob Frankston's, ''If you cannot explain a program to yourself, the chance of the computer getting it right is pretty small,'' and Bob Carr's, ''From an artistic standpoint the best software comes from the realm of intuition.''
+The emphasis on the artistic by many of the software writers included in this volume may come as a surprise to many readers. The stereotyped image of the community of programmers is, after all, of a collection of single-minded nerds possessing no interest in life outside the digital realm. Yet quite a few of the personalities interviewed were or are actively involved in music. Jeff Raskin, creator of the Macintosh project, was at one time conductor of the San Francisco Chamber Opera Company. The interests and hobbies of the group range from flying to fast cars, with an occasional side trip into Egyptian hieroglyphics or fiction writing.
+Ultimately, however, ''Programmers at Work'' is a techy book, which is both its strength and its weakness. It gives the reader a good feel for the programming routines, the drives, the ambitions and the approaches to the craft of creating software of these electronic movers and shakers. As such, it is not to be missed. But one could wish for a little more insight into the protagonists' human side.
+Another compilation, of a quite different sort, is ''Lesko's New Tech Sourcebook,'' by Matthew Lesko ($19.95 from Harper & Row, New York). This volume falls into what I would call the cereal-box category, a book one picks up and thumbs through out of idle curiosity as one might, say, the Guinness Book of World Records. Its goal is to provide a reference, in this age of information overload, for all things technological. By this very undertaking, of course, it becomes part of the information overload. After all, what are the chances of any individual needing a combined source of information on marine technology, voice recognition, supercritical fluids and tomography?
+The volume contains too many holes to be the all-encompassing technological sourcebook it hopes to be. No references are made, for instance, to analog computers, harmony or time in their multitude of technical applications. Then again, while telescopes may be missing from the discussion, the book does cover the prefix widely, roaming from telecommunications, teleconferencing and telecourier to teletext and, of course, television. As a reference to computer-related information it is quite strong. The ''New Tech Sourcebook'' is not going to be everyone's answer to ''Where can I find out about . . . ?'' But information addicts will find it engrossing.
+''The Mystical Machine: Issues and Ideas in Computing,'' by John E. Savage et al. ($21.95 from Addison Wesley, Reading, Mass,), is a textbook, and might be expected to have little general appeal. However, it is also one of the best introductions to computing - for those who realize that it will take a little effort to work their way through it - that I have seen in some time. Starting out with what has become an almost mandatory capsule recapitulation of early computer history, from the abacus right up through binary logic, it then moves with rather more enlightenment through computer architecture, operating systems, problem solving, basic programming concepts, computer languages and the latest electronic evolution in the realms of artificial intelligence and factory automation.
+Some of the examples, as might be expected in a field as rapidly changing as this one, are a little out of date. The choice of Visicalc to illustrate the concept of a spreadsheet, for example, seems a selection rather behind the times. Still, as a conceptual prelude to computing, ''The Mystical Machine'' is well worth reading.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSONAL+COMPUTERS%3B+THE+SOFTWARE+WRITER+AS+ARTIST&title=New+York+Times&issn=03624331&date=1986-06-03&volume=&issue=&spage=C.3&au=Sandberg-Diment%2C+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 3, 1986","Pointedly aimed at those whose lives center on computers, this volume nonetheless is replete with concepts and comments that anyone involved in the more creative aspects of technology will appreciate. Among its pages can be found such reflections as Butler Lamson's dictum: ''To hell with computer literacy. It's absolutely ridiculous. Study mathematics. Learn to think. Read. Write.'' Then there are classic lines: [John Page]'s, ''I think the real challenge is to design software that is simple on the outside but complex on the inside''; Bob Frankston's, ''If you cannot explain a program to yourself, the chance of the computer getting it right is pretty small,'' and Bob Carr's, ''From an artistic standpoint the best software comes from the realm of intuition.'' The volume contains too many holes to be the all-encompassing technological sourcebook it hopes to be. No references are made, for instance, to analog computers, harmony or time in their multitude of technical applications. Then again, while telescopes may be missing from the discussion, the book does cover the prefix widely, roaming from telecommunications, teleconferencing and telecourier to teletext and, of course, television. As a reference to computer-related information it is quite strong. The ''New Tech Sourcebook'' is not going to be everyone's answer to ''Where can I find out about . . . ?'' But information addicts will find it engrossing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 June 1986: C.3.",11/15/17,"New York, N.Y.",,"Sandberg-Diment, Eric",New York Times Company,,Newspapers,425931927,"United States, New York, N.Y.",English,3-Jun-86,DATA PROCESSING; BOOK REVIEWS; SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+A KEY TO THE LIBRARY OF TOMORROW,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/key-library-tomorrow/docview/425873238/se-2?accountid=14586,"In his scholarly yet entertaining novel ''The Name of the Rose,'' Umberto Eco celebrates the mission of librarians: ''A book is a fragile creature, it suffers the wear of time, it fears rodents, the elements and clumsy hands. . . . So, the librarian protects the books not only against mankind but also against nature, and devotes his life to this war with the forces of oblivion.''
+That, in Mr. Eco's narrative, was in 1327. Today, much the same struggle still goes on, and the latest video technology is now employed to preserve both written and pictorial materials. Paper, after all, is perishable, and while it has many practical advantages over older writing materials, such as stone, clay tablets or sheepskin, durability is not one of them. In fact, most paper made since about 1850 contains acid and self-destructs within 25 to 100 years.
+Video fans, thinking of the medium mainly as a home-delivery system for theatrical entertainment, may be surprised at video's new archival role, but the physical characteristics of video disks lead to an unexpected variety of uses. Video disks as well as digital CD's keep their laser-written information encapsuled beneath a chemically inert acrylic shield that makes those laser inscriptions virtually immune to age. Nobody knows at this point how long such disks will endure, but as far as anyone can tell, they will outlast even graven stone, which has a tendency to crumble. And because the signals contained on such disks can be routed anywhere via satellite or cable, any disk library can be linked to home computers or a modified home-video system. The new technology thus not only defies decay but - assuming that questions of copyright can be resolved - greatly broadens the future role of video in the home.
+All these possibilities are now being explored and at least partly implemented by the Library of Congress. According to Dr. William Welsh, the Deputy Librarian, laser technology has arrived just in time to rescue from among the library's 80 million items the nearly 25 percent that are now in a state of advanced disintegration.
+''With these disks,'' says Dr. Welsh, ''it will be possible to store original materials in remote locations where space is more readily available. And once the disks are on line, any number of users can gain quick and simultaneous access to the same materials in any number of different locations.'' Another advantage emphasized by Dr. Welsh is that - unlike books - the disks don't wear with repeated use. Since they are ''read'' by a laser, nothing but weightless light ever touches them, and they last indefinitely.
+An important step toward the full realization of such a video library system was taken this past January, when the first six display terminals were opened to the public in several of the library's reading rooms. By punching their queries into a keyboard, readers can rapidly search for what they want by author, subject, date and publisher, gaining access to needed information far more quickly than has been possible in the past. High-resolution screens make reading effortless and display an entire page of text.
+So far, this type of access has been limited to current periodicals, for which there is the greatest reader demand. But with the ongoing expansion of the system - developed by Sony Video Communications and Integrated Automation - other materials are being added at the rate of 500,000 pages per year. Text is entered into the system by newly developed scanners that actually ''read'' the printed page and convert the visual information into a recordable signal. In that way, a single disk can cram the equivalent of 20 fat volumes into less than an inch of shelf space, and experimental disks now under development can hold 10 times as much.
+''When you consider our present rate of acquisition of 6,000 volumes per day,'' says Robert Zich, director of the planning office at the library, ''you can well imagine that the space-saving aspect of the disk is as important as the preservative function.''
+While electronic text preservation is now in its beginning stage, video recording of pictorial material has already progressed to the point where visitors to the library can call up more than 100,000 items on the screen. The pictures are stored on standard video disks, each of which holds 54,000 separate images that can be selectively viewed one frame at a time. Alternatively, the viewing terminals can be programmed to flip from one picture to the next, as if the viewer were browsing through an album.
+''Before we had the disks, we couldn't let the reader see some of these things,'' says Elizabeth Betz, the library's curator of prints and photographs. ''Many items are so old and fragile, they'd fall apart if lots of people touched them.''
+Video disks now hold a variety of historical images, including early maps, architectural renderings, engineering drawings and lithographs, as well as many of the earliest photographs. Realizing that movies are primary documents of this century, the library has also transferred to video disks some 96,000 film stills, including every known still photograph of a one-time movie actor named Ronald Reagan.
+These new methods - basically a blend of video technology and data processing - may hasten the continuing change in the social function of libraries. Once the restricted repositories of arcane knowledge for various priesthoods and ruling elites, libraries have become increasingly accessible to literate populations in modern democratic societies. The Library of Congress, in particular, was founded on the premise of universal accessibility. Its new electronic ventures will help it achieve this aim. Especially if linked with home-video devices, the library will better serve its mandated function as the nation's foremost public data base.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+KEY+TO+THE+LIBRARY+OF+TOMORROW&title=New+York+Times&issn=03624331&date=1986-05-18&volume=&issue=&spage=A.26&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 18, 1986","In his scholarly yet entertaining novel ''The Name of the Rose,'' Umberto Eco celebrates the mission of librarians: ''A book is a fragile creature, it suffers the wear of time, it fears rodents, the elements and clumsy hands. . . . So, the librarian protects the books not only against mankind but also against nature, and devotes his life to this war with the forces of oblivion.'' ''With these disks,'' says Dr. [William Welsh], ''it will be possible to store original materials in remote locations where space is more readily available. And once the disks are on line, any number of users can gain quick and simultaneous access to the same materials in any number of different locations.'' Another advantage emphasized by Dr. Welsh is that - unlike books - the disks don't wear with repeated use. Since they are ''read'' by a laser, nothing but weightless light ever touches them, and they last indefinitely. ''Before we had the disks, we couldn't let the reader see some of these things,'' says Elizabeth Betz, the library's curator of prints and photographs. ''Many items are so old and fragile, they'd fall apart if lots of people touched them.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 May 1986: A.26.",5/18/20,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,425873238,"United States, New York, N.Y.",English,18-May-86,Recording equipment,New York Times,NEWSPAPER,,,,,,,
+POWER PLANT SHOWS PROMISE IN CLEANER BURNING OF COAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/power-plant-shows-promise-cleaner-burning-coal/doc view/425850025/se-2?accountid=14586,"The first full-scale commercial test of a new nonpolluting technology for generating electricity from high-sulfur coal is running so smoothly here, according to its sponsors, that they see it as the leading long-term solution to the acid rain problem.
+The plant has been able to burn coal containing as much as 3.5 percent sulfur without discharging into the atmosphere more than a small fraction of the pollution allowed under current Federal standards. Yet ultimately the cost is expected to be about 10 percent less than that of power generated in coal-burning plants that limit pollutants with conventional stack scrubbers.
+The ability to burn the vast reserves of high-sulfur coal in the East and Middle West without adverse effects ''has some very promising implications for the resurgence of Appalachia,'' says Dwain F. Spencer, vice president for advanced power systems at the Electric Power Research Institute, chief investor in the plant.
+'Significant First Step'
+Last year William A. Vaughan, then assistant secretary for fossil energy in the Department of Energy, described the project as ''a significant first step down a new pathway for technological improvements in the power industry.''
+In the new method, pulverized coal, mixed with water and oxygen, is converted into gas in a high-temperature, high-pressure vessel. Combustion of the gas drives a turbine generating 65 megawatts of electricity.
+Water converted into superheated steam by heat from the coal gasification process drives another 55-megawatt turbine. The combined output is 120 megawatts, of which 20 megawatts is needed to run the operation, chiefly for extracting oxygen from the air.
+The remaining 100 megawatts go to customers of the Southern California Edison Company. A conventional coal-burning plant typically produces 500 to 700 megawatts.
+Because sulfur is extracted from the gas before it is burned, the plant is relatively nonpolluting. Utilities from coast to coast have invested in the project to assess its potential for burning the country's most abundant fuel without adding significantly to oxides of nitrogen and sulfur that are transformed into acid rain. Acid rain has been implicated in widespread environmental damage.
+Currently, the plant is burning a high-sulfur coal, Pittsburgh No. 8, for a New York State consortium of utilities that includes Consolidated Edison of New York and the Long Island Lighting Company.
+More than half the electricity in the United States is generated by coal-burning steam turbines. In 1983, according to Dr. Spencer, power plants in the Middle West, near coal fields with high sulfur content, discharged 6.5 million tons of sulfur dioxide into the atmosphere as well as 2.1 million tons of nitrogen oxide.
+The plant here, using the the integrated gasification combined-cycle system, is to complete its five-year test in 1989. Probably not until then will its economics and long-term reliability be sufficiently well established for utilities to consider committing themselves to such a design for new construction.
+According to Department of Energy specialists, utilities, because of past overexpansion, are reluctant to build the ''base load'' plants (which run continuously at close to full power) that they believe will be needed for the 1990's. But plants like the one here can be built with mass-produced components and in a modular manner, avoiding large, high-risk investments. The plant, known as the Cool Water Coal Gasification Program - it was built on the Cool Water ranch - , was constructed in 28 months, far quicker than is possible for conventional base load plants.
+According to Dr. Spencer, the plant here emits no more than 0.14 to 4 tons of sulfur dioxide per year for each megawatt generated. By comparison, he said, plants burning pulverized coal with only precipitators to clean the stack gases emit 140 tons of sulfur dioxide per year for each megawatt and plants with flue gas desulfurization emit 14 tons. Plants using atmospheric fluidized bed combustion, another relatively nonpolluting technology, produce 7 tons.
+The Electric Power Research Institute, operated in Palo Alto, Calif., in behalf of several hundred American utilities, contributed $69 million to the $263 million cost of the plant. Texaco Inc., which developed the coal gasification method being used here, has invested $45 million.
+The Bechtel Power Corporation, primary builder of the plant; the General Electric Company, which supplied the combined-cycle gas and steam turbines, and a Japanese consortium all provided $30 million each. Southern California Edison, on whose land the plant has been built, provided $25 million. No Federal funds were advanced, but the federally created Synthetic Fuels Corporation agreed to provide up to $120 million to cover certain deficits if they occur in the five-year demonstration project.
+Participants are entitled to designate grades of coal for testing. One already tested, Illinois No. 6, contains 3.5 percent sulfur. The Pittsburgh No. 8 now being tested for the New York State consortium, the Empire State Electric Energy Research Corporation, is coal with 2.8 percent sulfur mined in several states.
+The consortium and the Sohio Alternate Energy Development Company have each contributed $5 million in return for privileged data from the tests.
+Once a week an 84-car train brings in the coal designated for testing. A thousand tons of coal a day is pulverized and then mixed with water in a 3-to-2 ratio. Oxygen, also at 1,000 tons daily, is added to the mixture. The latter is ignited in the gasifier, and its partial combustion creates extremely high temperature and pressure. This breaks down much of the mixture into such gases as hydrogen, carbon monoxide, carbon dioxide and hydrogen sulfide.
+The gas drops into a towering ''radiant cooler'' in which water held between double walls captures heat radiated by the gas and becomes steam. The coal gas, still hot, passes into a second vessel, a ''convection cooler,'' where heat is transferred to water flowing through tubes, producing more steam. Removal of Pollutants
+The cooled gas passes through another stage, where a solvent absorbs 97 percent of the sulfur compounds. Moisture is added to reduce the nitrogen oxides that will be produced during combustion in the gas turbine. Once the gas has driven the turbine generator, it is used to further heat the steam, which then drives its own turbine.
+The Department of Energy is supporting research on ways to cleanse the gas without having to cool it, which would considerably reduce the cost and complexity of the process.
+Thanks to high automation and computer control, the entire plant can be run by a crew of eight. A back-up system that lacks the two gas coolers ''quenches'' or cools the gas in water before sulfur extraction. Such a system is cheaper to build and helps assure a steady power supply but generates only 87 megawatts.
+Emissions from its stacks appeared so meager on a recent visit that only with difficulty can one tell if the plant is operating.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=POWER+PLANT+SHOWS+PROMISE+IN+CLEANER+BURNING+OF+COAL&title=New+York+Times&issn=03624331&date=1986-04-01&volume=&issue=&spage=C.5&au=Sullivan%2C+Walter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 1986","The ability to burn the vast reserves of high-sulfur coal in the East and Middle West without adverse effects ''has some very promising implications for the resurgence of Appalachia,'' says Dwain F. Spencer, vice president for advanced power systems at the Electric Power Research Institute, chief investor in the plant. According to Department of Energy specialists, utilities, because of past overexpansion, are reluctant to build the ''base load'' plants (which run continuously at close to full power) that they believe will be needed for the 1990's. But plants like the one here can be built with mass-produced components and in a modular manner, avoiding large, high-risk investments. The plant, known as the Cool Water Coal Gasification Program - it was built on the Cool Water ranch - , was constructed in 28 months, far quicker than is possible for conventional base load plants. The gas drops into a towering ''radiant cooler'' in which water held between double walls captures heat radiated by the gas and becomes steam. The coal gas, still hot, passes into a second vessel, a ''convection cooler,'' where heat is transferred to water flowing through tubes, producing more steam. Removal of Pollutants","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 1986: C.5.",11/14/17,"New York, N.Y.",DAGGETT (CALIF),"Sullivan, Walter",New York Times Company,,Newspapers,425850025,"United States, New York, N.Y.",English,1-Apr-86,ELECTRIC LIGHT AND POWER; COAL; AIR POLLUTION,New York Times,NEWSPAPER,,,,,,,
+CONNECTICUT OPINION; WHY TOLLS STILL VEX THE MOTORIST,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/connecticut-opinion-why-tolls-still-vex-motorist/docview/425753941/se-2?accountid=14586,"THE mystery that confounds laymen and politicians alike is why Connecticut drivers continue to slow down at those sections of Interstate 95 where the tolls have been removed.
+When the decision was made to remove the tolls, there was a transition period when the booths, unstaffed, were a kind of Stonehenge, watched over by the state police. By the time the demolition crews were sent out to the sites, temporary bypasses had been built to accommodate the flow of traffic. But now that even the tollbooths have disappeared, why do drivers continue to slow down in these areas?
+It is not enough to conclude that they do so out of habit. If drivers were so eager to get rid of the tolls, the final removal should have been a liberation, a freedom to speed through those areas stained with years of slowing down and paying.
+The explanation for the mystery, however, resides in our collective unconscious. Passage through a toll is a ritual, a dance of automobiles, the salute of wooden gates, a snatch of Orphic song, a glimpse of Cerberus' gaping jaws; and the journey continues. Life. That's what it is: a microcosm of life itself. To dismiss the philosophical significance of the toll as a pedestrian issue is to miss the boat.
+First of all, we do not need an etymologist to tell us that the toll is our Troll. All the clues we need to know are in that old tale, ''Three Billy Goats Gruff.'' As the first of the Billy Goats came to the bridge, he was greeted by the ugly Troll, who threatened to eat him. This first Billy Goat, the tiniest of the three, claimed he was on his way to the hillside to make himself fat. The Troll falls for this story not once, but twice. When the third Billy Goat, the biggest of the three, was stopped by the Troll, he was not going to allow himself to be bullied by the ugly creature. The Billy Goat stomped all over the Troll and tossed him aside. Then he joined the other goats on the hillside to fatten himself up.
+But if we check our edition of the children's classic, we learn that this is not where the story ends. The Billy Goats get so fat on the hillside that they are unable to walk home. According to the story, they may, in fact, still be there.
+The lesson is obvious: It was a mistake for the Billy Goat to eliminate the Troll. The ugly gnome's challenge was meant as a token measure of the hillside's worth. The Troll was there to be bought or deceived. He was not supposed to be terminated.
+Without the Troll, without a standard by which value is defined, we grow fat and inert. It was not by accident that there were more tolls along Connecticut's Gold Coast; it is there the goats are fattest. By what standard are we goats to measure our lives if we eat and eat and eat and do not pay a toll so we can move on? To do away with tolls, then, is to cast ourselves adrift in a meaningless existence, an ocean without stars.
+What is to give meaning to the stretch of concrete between West Haven and Milford or between Stamford and Greenwich now that the tolls are taken away? These areas have no intrinsic value. Before, we at least had the comfort that that slab of Connecticut highway was worth 35 cents, or one of those fancy tokens.
+How can we deny that the significance of the tolls is deep in our heritage? Any hero worth his salt has to get by some kind of monster before he wins the girl. That the love of our life is not waiting for us after we pay the 35 cents is, of course, disturbing; but as long as there are more tolls, there is hope. And each toll renews that hope, so, it can be argued, the more tolls the better.
+The measure of our efforts as heroic is again a standard planted deep in our heritage. When we see the toll's gaping jaws, don't we first think of Cerberus, that mythical, multi-headed beast that guarded the entrance to Hades and collected tolls before the days of automation? The gaping jaws into which we toss our coins test our courage. Our fear is marked by our unwillingness to get out of the car. According to Hesiod, who never lived in Connecticut, Cerberus had 50 heads. When we multiply that times 35 cents, we realize that we are getting off easy. And we do not end up in Hades, though the smoke of some of our cities may be misleading.
+Aeneas, in Virgil's ''Aeneid,'' had to give Cerberus a biscuit drugged with honey before he could continue on in his destiny to establish the Roman state. If Aeneas, like the third Billy Goat, had killed Cerberus, Aeneas would have gotten fat on some hillside and New Haven would not have Wooster Square pizza.
+The evidence is overwhelming. Getting rid of the tolls on I-95 was an act against nature. The wonderful thing about tolls is that they give us the illusion that we are going somewhere, that we are making progress. Sure, it is disturbing when you wonder if the toll is for the highway you just covered or the highway ahead of you, but life is full of uncertainties. To wander from toll to toll is better than sailing off the end of the earth.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CONNECTICUT+OPINION%3B+WHY+TOLLS+STILL+VEX+THE+MOTORIST&title=New+York+Times&issn=03624331&date=1986-01-12&volume=&issue=&spage=A.26&au=Cheshire.%2C+DANIEL+ORT%3BDaniel+Ort+lives+in&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 12, 1986","Aeneas, in Virgil's ''Aeneid,'' had to give Cerberus a biscuit drugged with honey before he could continue on in his destiny to establish the Roman state. If Aeneas, like the third Billy Goat, had killed Cerberus, Aeneas would have gotten fat on some hillside and New Haven would not have Wooster Square pizza. First of all, we do not need an etymologist to tell us that the toll is our Troll. All the clues we need to know are in that old tale, ''Three Billy Goats Gruff.'' As the first of the Billy Goats came to the bridge, he was greeted by the ugly Troll, who threatened to eat him. This first Billy Goat, the tiniest of the three, claimed he was on his way to the hillside to make himself fat. The Troll falls for this story not once, but twice. When the third Billy Goat, the biggest of the three, was stopped by the Troll, he was not going to allow himself to be bullied by the ugly creature. The Billy Goat stomped all over the Troll and tossed him aside. Then he joined the other goats on the hillside to fatten himself up.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Jan 1986: A.26.",11/15/17,"New York, N.Y.",CONNECTICUT,"Cheshire., DANIEL ORT; Daniel Ort lives in",New York Times Company,,Newspapers,425753941,"United States, New York, N.Y.",English,12-Jan-86,ROADS AND TRAFFIC; TOLLS,New York Times,NEWSPAPER,,,,,,,
+G.E.'S DEMANDING CHAIRMAN,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-s-demanding-chairman/docview/425733351/se-2?accountid=14586,"In four years as the chairman of the General Electric Company, John F. Welch Jr. has become known simultaneously as one of the nation's toughest executives, as an intellectually astute manager and as a man more inclined to demand action immediately than wait for a second opinion.
+Mr. Welch has made his mark on G.E., where sharp cost cutting, plant modernization and a host of management changes have made him something of a guru in business circles.
+Still, one of the questions that loomed large in the wake of Wednesday's merger announcement by G.E. and the RCA Corporation was whether he has the diplomatic skills to mesh the assets and personalities of two major companies.
+'Great Strategic Sense'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.%27S+DEMANDING+CHAIRMAN&title=New+York+Times&issn=03624331&date=1985-12-13&volume=&issue=&spage=D.1&au=THOMAS+J.+LUECK%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 1985","''Diplomacy?'' remarked the 50-year-old Mr. [John F. Welch Jr.] today. ''I don't think anybody could recall a more diplomatic merger.'' He added: ''This was not a takeover. This is a merger that makes great strategic sense to both sides.'' ''You'd make an appointment with Mr. [Reginald Jones]; you'd cover all the bases, and he would listen quietly,'' Frank Doyle, the company's senior vice president for communications, recalled in an interview earlier this year. ''But your encounters with Jack are often when he walks in the door.'' Still, the General Electric executives said today that they do not expect Mr. Welch's hard-charging personal style to create problems for their merger with RCA. ''Jack is aggressive; but when someone is running a show well, he keeps out of it,'' Mr. Doyle said. As for himself, Mr. Welch said he would leave most of the details of meshing the merged companies to Robert R. Frederick, RCA's president and a former colleague at G.E. Mr. Frederick, whom many had considered a candidate to replace Mr. Jones, joined RCA after being beaten out for the job by Mr. Welch.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 1985: D.1.",11/15/17,"New York, N.Y.",,"THOMAS J. LUECK, Special to the New York Times",New York Times Company,,Newspapers,425733351,"United States, New York, N.Y.",English,13-Dec-85,"COMPANY AND ORGANIZATION PROFILES; MERGERS, ACQUISITIONS AND DIVESTITURES; FINANCES",New York Times,NEWSPAPER,,,,,,,
+CAMERA; FOCUSING ON ELUSIVE CONCEPTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-focusing-on-elusive-concepts/docview/425732693/se-2?accountid=14586,"IN photography there are concepts that are hard to comprehend and procedures that are difficult to apply even for serious students of the craft.
+A random survey of the photography faculty at the Fashion Institute of Technology - which has one of the better photography departments in the country - produced a number of concepts which, in the experience of teaching-staff members, turned out to be stumbling blocks for many photographers. Here are the problem areas they raised and some of their solutions.
+Irving Schild, chairman of the photography department, says: ''Students have trouble understanding the additive principle in color photography and how color film reacts to color subjects.'' He was referring simply to the layering of primary colors to make a color picture emerge.
+Using black and white film, Professor Schild photographs the same scene on three separate frames using a different filter - red, green and blue - for each exposure. With three slide projectors, he shows each image through the filter used in taking that image. By superimposing the three images he then forms a full color picture.
+''I can hear a sigh of relief in the classroom from the students,'' he states, ''and I know they have grasped the basic theory of color photography.''
+Professor Schild offers a second problem: students are slow to learn that all color films are not the same.
+Each of his students shoots a different roll of the many color films now on the market. They then project their images, side by side, using six projectors. All of the films are judged for grain quality, speed, sharpness and accuracy of color.
+''Until a student sees the differences in this way, he cannot understand how different films can be,'' says Professor Schild.
+The final problem he cites is learning the knack of photographing under different light sources with the same film.
+Students are asked to photograph a colorful subject under 50 different types of light sources available in the school's light lab, ranging from fluorescent to tungsten illumination. They use color correction filters on the camera to balance light and film - and in the process learn how to adapt the film to a specific lighting situation.
+Harvey Shaman, an adjunct assistant professor, points out this problem: Most pictures made are not sharp because photographers do not know how to hold a camera steady at the moment of exposure.
+He suggests that for 35-millimeter camera work, the shutter release button should be squeezed rather than pushed or jabbed. The weight of the camera should be on the palm of the left hand with thumb and forefinger under the focusing ring. These fingers can focus or change the diaphragm.
+The right hand has the forefinger on the shutter release button and the thumb behind the film advance lever. Elbows are held in at the sides. The left foot should be slightly ahead of the right for more stability.
+For vertical shots, rotate the camera 90 degrees so that the right hand is above the left. Keep in mind that elbows are not next to the sides so the camera, now, is less stable.
+Joe Budde, an adjunct instructor, encourages students to treat their photographs as pieces of art. All blemishes should be removed through spotting and photographs should be properly mounted. He places emphasis on the the quality of the print as well as on the fundamentals of the camera.
+''Students also have trouble composing a picture in the viewfinder of the camera,'' Mr. Budde says. This means being aware of all the shapes in the frame - and their relationships - before taking the shot.
+For this problem he has come up with an unusual assignment. He asks students to shoot from five frames to a full roll on a single subject. For instance, a student will shoot nine or more pictures of a car piece by piece - the windshield, side window, rear window, hood, wheels, doors, headlights, bumper and trunk. The finished pictures will be put together to create a mosaic of the automobile. Each picture has to connect to those surrounding it in the composition. The exercise forces pre-planning and pre-visualization of how the various segments will work as one picture.
+Prof. Steve Manville has found that students do not understand what happens to the photograph as the exposure is changed from large aperture and fast shutter speed to small aperture with slow shutter speed. The ability to stop motion varies as the shutter speed changes, and as the aperture is altered so is the range of sharpness or the depth of field.
+Professor Manville uses a model train as a subject and has the student photographers shoot the moving train, using various exposures. When the shutter speed is changed to slow and the aperture greatly reduced, the picture looks as if a high-velocity, blur-streaked train is moving through the sharply focused hills of the model landscape. When the aperture is opened and a high shutter speed used, the train action is frozen amid out-of-focus hills.
+Breakthroughs such as automatic cameras, instant films, automatic flash and automatic focus create a learning-is-not-necessary atmosphere in photography. But technology is not a substitute for know-how. Knowledge, not automation, opens the road to great pictures.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+FOCUSING+ON+ELUSIVE+CONCEPTS&title=New+York+Times&issn=03624331&date=1985-12-08&volume=&issue=&spage=A.106&au=Durniak%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 8, 1985","Irving Schild, chairman of the photography department, says: ''Students have trouble understanding the additive principle in color photography and how color film reacts to color subjects.'' He was referring simply to the layering of primary colors to make a color picture emerge. ''I can hear a sigh of relief in the classroom from the students,'' he states, ''and I know they have grasped the basic theory of color photography.'' ''Students also have trouble composing a picture in the viewfinder of the camera,'' Mr. [Joe Budde] says. This means being aware of all the shapes in the frame - and their relationships - before taking the shot.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Dec 1985: A.106.",11/14/17,"New York, N.Y.",,"Durniak, John",New York Times Company,,Newspapers,425732693,"United States, New York, N.Y.",English,8-Dec-85,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+INTERNATIONAL REPORT; DAIMLER-BENZ SETS DIVERSIFICATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspap ers/international-report-daimler-benz-sets/docview/425552351/se-2?accountid=14586,"Last week's announcement by Daimler-Benz A.G. that it had bought 24.9 percent of AEG and would seek control of the electronics company is the latest step in a diversification program to reduce its dependence on automotive products.
+The AEG takeover is the third major move in recent months to put Daimler-Benz in the field of high technology and to assure future growth despite sluggish sales of its Mercedes cars and trucks.
+In March Daimler-Benz announced it was buying a majority stake in Dornier G.m.b.H., an aerospace company, and in May it said that it would acquire control of Motoren und Turbinen Union, a maker of aircraft engines. Similar moves into high technology have been made by American auto companies, with the General Motors Corporation buying Hughes Aircraft and the Chrysler Corporation buying Gulfstream Aerospace.
+'Securing' Company's Future",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INTERNATIONAL+REPORT%3B+DAIMLER-BENZ+SETS+DIVERSIFICATION&title=New+York+Times&issn=03624331&date=1985-10-21&volume=&issue=&spage=D.6&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 1985","Werner Breitschwerdt, Daimler's chairman, said last Monday at a news conference: ''Behind this qualitative leap into new technology fields is the aim of opening additional, long-term perspectives for Daimler-Benz and therein securing the future of our firm.'' Herbert Wolf, an economist at the Commerzbank in Frankfurt, said: ''This is very positive for Daimler-Benz; it is positive for AEG; it is positive for the German economy. Daimler-Benz has recognized that the enormous possibilities for growth which the auto industry had 20 years ago will not be there in the next 20 years. And the company has its own money to finance expansion. It doesn't need to rely on expensive credit.'' Daimler-Benz, having acquired its 24.9 percent stake in AEG by paying $96 million for newly issued stock, will offer $65 a share for remaining outstanding AEG shares. About 30 percent of these shares are owned by the consortium of 24 banks that helped AEG. They had owned about 50 percent before creation of the new shares that Daimler bought.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 1985: D.6.",11/15/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,425552351,"United States, New York, N.Y.",English,21-Oct-85,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+PIANO-LOVERS UNEASY WITH STEINWAY FOR SALE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/piano-lovers-uneasy-with-steinway-sale/docview/425420402/se-2?accountid=14586,"When CBS bought Steinway & Sons in 1972, attempts were made to speed up the venerable piano maker's slow but widely respected methods of producing muiscal instruments. The changes were abandoned when technical problems developed, quality began to suffer and performers started showing interest in other makes of piano. Now that Steinway is up for sale again, its friends and customers are wondering whether the cycle is about to be repeated.
+CBS, which put Steinway on the market in December, is tight-lipped about prospective buyers, saying only that ''active discussions are currently under way.'' But talks with Steinway officials, the Steinway family, customers and competitors offer a prognosis that, though worrisome for admirers of the company, offers hope for the continued integrity of the product.
+CBS is offering its four musical instrument companies as a block -with Steinway the most prestigious and profitable of the four. A fifth, the Fender company, has been sold separately.
+Though a new buyer can in practice do anything with Steinway it wishes, the nature of the operation and its product offer a natural defense to potential defilers. Since its founding in 1853, Steinway, with its factories in Long Island City and in Hamburg, West Germany, has come to represent the highest quality in pianos.
+The Piano of Liszt",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PIANO-LOVERS+UNEASY+WITH+STEINWAY+FOR+SALE&title=New+York+Times&issn=03624331&date=1985-05-31&volume=&issue=&spage=C.23&au=Holland%2C+Bernard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 31, 1985","''The danger,'' said one industry source, ''is less that Steinway will be dismantled, moved and prostituted than that a new and inexperienced buyer will be impatient with Steinway's traditional procedures and start taking little short cuts.'' ''Management people came in who tried to speed up the process of manufacture,'' said Lloyd Meyer, who became the head of Steinway three years ago and is credited with righting most of the wrongs. ''Now we have gone back to the old way of making Steinways. We have a much improved work force and we are getting a better quality of wood than we have for years.'' Announcement of the sale moved some worried Steinway fans to call for the kind of rescue operation that saved Carnegie Hall from demolition some 25 years ago, but the City of New York says it will not become involved. ''My family owns two Steinways, but this is a very different situation from Carnegie Hall,'' says Bess Meyerson, Commissioner of Cultural Affairs. ''Steinway is a company that sells pianos. It could exist anywhere. Still, I can't imagine anyone taking it out of town. Long Island City is a company town - a community of craftsmen. Moving it would be foolish.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 May 1985: C.23.",11/15/17,"New York, N.Y.",,"Holland, Bernard",New York Times Company,,Newspapers,425420402,"United States, New York, N.Y.",English,31-May-85,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+SHOE INDUSTRY'S STRUGGLE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shoe-industrys-struggle/docview/425427375/se-2?accountid=14586,"In the 1920's nearly 250 shoe factories dotted the landscape of Lynn, Mass., which called itself the ''shoe capital'' of the region just north of Boston. ''My dad used to tell me that at lunch time he'd go out into the central square and the people would come pouring out of the factories like ants,'' said Richard Rothbard, president of Barry Manufacturing Inc., Lynn's only surviving shoe factory.
+These days Lynn's largest employer is the General Electric Company, and the city has shrunk to about 78,000 people from its peak of more than 100,000. In an industry that is rapidly contracting, Barry has survived because it is small, specialized and highly automated. It makes baby shoes, about 7,000 pairs a day, using 14 computerized stitching machines. All of Barry's shoes are produced in the United States.
+The International Trade Commission ruled last Wednesday that American shoe manufacturers face ''serious injury'' from imports. The domestic producers are seeking quotas to reduce imports and guarantee them 50 percent of the market. The industry is expected to get some relief when the agency meets next month.
+Impact of Dollar's Strength",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SHOE+INDUSTRY%27S+STRUGGLE&title=New+York+Times&issn=03624331&date=1985-05-28&volume=&issue=&spage=D.1&au=Hollie%2C+Pamela+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 28, 1985","In the 1920's nearly 250 shoe factories dotted the landscape of Lynn, Mass., which called itself the ''shoe capital'' of the region just north of Boston. ''My dad used to tell me that at lunch time he'd go out into the central square and the people would come pouring out of the factories like ants,'' said Richard Rothbard, president of Barry Manufacturing Inc., Lynn's only surviving shoe factory. The Brown Shoe Company in St. Louis, a large shoe wholesaler, importer and retailer, had to cut back on its own shoe production as a result of import competition and retail price cutting. ''Our retail arm had a reasonably good year,'' said Richard Schomaker, president of Brown Shoe. But he added: ''They are a large user of imports. They have to be.'' ''Imports increased so fast it was like a rock falling,'' said Mr. [Ted Johanson]. From 4,000 pairs a day, the company cut production in September to 2,500 pairs a day. ''Since 1980-81 we have reduced our number of employees from 550 to 200,'' Mr. Johanson said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 May 1985: D.1.",11/14/17,"New York, N.Y.",UNITED STATES,"Hollie, Pamela G",New York Times Company,,Newspapers,425427375,"United States, New York, N.Y.",English,28-May-85,SHOES AND BOOTS; IMPORT QUOTAS; INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+MARKET PLACE; Takeover Talk About Apple,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-takeover-talk-about-apple/docview/425396813/se-2?accountid=14586,"SINCE its start in 1976, Apple Computer Inc. has reveled in its role as the most independent company in a valley of free spirits. Its cutoffs-and-T-shirts approach to computer design, in fact, has become one of its greatest selling points against the staid International Business Machines Corporation, Apple's nemesis.
+Suddenly, though, Apple's independence seems threatened. Both Wall Street and Silicon Valley have been aflame with rumors in recent weeks that Apple is a takeover target. That seems an unlikely, though not impossible, prospect to most industry insiders.
+Still, just as Apple's mercurial founder, Steven P. Jobs, is rarely seen in public these days in anything but trim suits and suspenders, Apple has been dressing up its image for its attack on the office market. The company's executives openly admit to shopping around for a ''strategic relationship'' with an established name in office automation - where Apple has so far run into a brick wall.
+The short list for potential Apple partners includes American Telephone and Telegraph, General Electric, General Motors and Wang Laboratories. The second string includes others who would put some marketing muscle into Apple's efforts to get the Macintosh line installed on corporate desktops: Xerox and Digital Equipment.
+Rumors about whether one of those companies actually try a takeover, or merely begin to market Apple's products, vary from one Valley cocktail party to the next. Apple insists there is ''no basis'' for takeover talk, and a hostile takeover would be difficult. Mr. Jobs owns 11 percent of Apple's shares; A.C. Markkula Jr., the vice chairman, owns 9 percent more. ''Every indication is that Jobs is dead against selling the company,'' said Jan Lewis, a senior analyst at Infocorp, a market research firm just down the road from Apple headquarters in Cupertino, Calif.
+Added an Apple executive: ''Steve has an uncivil word for anyone that would mess with the company. This place is his life.''
+Apple officials attribute the rumors to the low price of Apple stock. Yesterday the company closed at 21 3/8 bid in over-the-counter trading, slightly above recent levels but far below its high of 60 during the personal-computer boom times of mid-1983.
+''I think everyone realizes that a takeover of Apple would not be good for anybody,'' said Michelle Preston, the technology analyst for L.F. Rothschild, Unterberg, Towbin. ''This is a critical time for Apple,'' she said, noting that the company was in the throes of a multimillion-dollar effort to put Macintoshes in the nation's largest corporations - the I.B.M. stronghold - not just in college dormitories. ''Apple cannot afford to lose any momentum.''
+Others speculate that the takeover rumors have been fed by news that Apple is losing some of its polish. A half-dozen key employees have left recently, some citing frustrations in dealing with the bureaucracy of a $2 billion-a-year company. Some executives have sold off large holdings of Apple stock, though all of them insist the sales were for personal reasons and did not reflect any lack of confidence in the company's future.
+Meanwhile, the company declared a temporary production halt to cut down on dealers' inventories, and warned of a tough year because of what John Sculley, the company's president, termed the ''fragile and very competitive marketplace'' for personal computers.
+What keeps the rumors alive is the procession of industry executives visiting Apple's Cupertino headquarters in recent weeks, presumably to talk about possible alliances. Most of that speculation centers on A.T.&T. It is a mix that, on the surface at least, would make sense: the telephone giant has access to every major corporation in the country, but its computers have fallen decidedly short on technological innovation.
+But deeper down, there are problems. A.T.&T. has already embraced two computer standards: I.B.M. compatibility and its own UNIX software. The Macintosh would add a third, leaving customers in a confused muddle.
+The second-favorite candidate is G.E., which has enjoyed considerable success in the computer time-sharing business - though it abandoned its own mainframe manufacturing more than a decade ago. Already the company has extensive dealings with Apple. But Apple's culture and G.E.'s are polar opposites; many think that such an alliance would prompt Apple veterans to take flight. Much the same is said about G.M., whose acquisition of Electronic Data Systems last year ''showed it is serious about computers,'' Miss Lewis said.
+Wang once looked like a promising candidate -it is strong in word processing, but has not got hold of personal computers. Talks between Apple and Wang seemed to stall a few months ago, however.
+''There's always the possibility nothing will happen,'' Miss Lewis said. ''We may just be seeing Apple going through growing pains.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MARKET+PLACE%3B+Takeover+Talk+About+Apple&title=New+York+Times&issn=03624331&date=1985-05-21&volume=&issue=&spage=D.10&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 21, 1985","Rumors about whether one of those companies actually try a takeover, or merely begin to market Apple's products, vary from one Valley cocktail party to the next. Apple insists there is ''no basis'' for takeover talk, and a hostile takeover would be difficult. Mr. [Steven P. Jobs] owns 11 percent of Apple's shares; A.C. Markkula Jr., the vice chairman, owns 9 percent more. ''Every indication is that Jobs is dead against selling the company,'' said Jan Lewis, a senior analyst at Infocorp, a market research firm just down the road from Apple headquarters in Cupertino, Calif. ''I think everyone realizes that a takeover of Apple would not be good for anybody,'' said Michelle Preston, the technology analyst for L.F. Rothschild, Unterberg, Towbin. ''This is a critical time for Apple,'' she said, noting that the company was in the throes of a multimillion-dollar effort to put Macintoshes in the nation's largest corporations - the I.B.M. stronghold - not just in college dormitories. ''Apple cannot afford to lose any momentum.'' ''There's always the possibility nothing will happen,'' Miss Lewis said. ''We may just be seeing Apple going through growing pains.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 May 1985: D.10.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,425396813,"United States, New York, N.Y.",English,21-May-85,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"THE POSTAL SERVICE IS IN THE BLACK, BUT HARDLY THE PINK","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/postal-service-is-black-hardly-pink/docview/425325979/se-2?accountid=14586,"On the second floor of a blocklong warehouse on Ninth Avenue in Manhattan, postal workers dump letters onto conveyor belts, which carry them for five stories along a serpentine path of switchbacks, turns and chutes. This is the nation's most modern postal factory, but the other night there was a pile of letters on the floor below one precarious turn.
+Asked about the letters that seemed to have gone astray, a supervisor replied: ''How many letters do you see there? Twenty? Thirty?'' With a sweep of his arm, he pointed back to the stream of letters on the belt and said, ''Look how many make it.''
+At the United States Postal Service, officials look at the bright side.
+Although the price of mailing a first-class letter rises today from 20 cents to 22 cents, postal officials say they have an ''enviable record of rate stability'' because the price has not increased since Nov. 1, 1981. And they also point out that for the last two years, they have operated at a profit, without a subsidy from the Government.
+By staying in the black in the last fiscal year, which ended in September, the Postal Service achieved ahead of schedule a goal that had been mandated by the Postal Reorganization Act that created it in 1971. As a corporation wholly owned by the Government, the Postal Service was required to be ''self-supporting'' by the end of 1984.
+But things at the Postal Service are not as bright as they seem. Today's increase in the price of a first-class stamp is the sixth since its reorganization. (The cost of sending a postcard will go up a penny, to 14 cents, and the rates for second- and third-class mail will rise about 14 percent.) And although the Postal Service ended fiscal year 1984 with a $117 million surplus, it was losing money toward the end of the year.
+By December, the Postal Service was already reporting losses of nearly $140 million in fiscal year 1985. ''Continued losses of this magnitude will quickly devastate the system,'' said John R. McKean, chairman of the Postal Service's governing board, when the rise was announced. ''The rate increase will enable us to break even financially and continue to operate with no taxpayer subsidy to the Postal Service.''
+In order to keep future rate increases to a minimum, the Postal Service ''has been striving to operate like a business,'' said Paul N. Carlin, the Postmaster General.
+The service is closing less-efficient rural branches and opening larger ones in urban areas. It has given local postmasters more responsibility, it now advertises extensively and it trains executives at a new academy in Potomac, Md.
+Mr. Carlin's appointment in November was a significant break with the past. It was the first time someone within the service, instead of a political appointee, had been named Postmaster.
+''They're trying to act like a private company and they're facing the problems that a private company also faces,'' said John Eichner, the president of S.H. & E. Inc. a transportation consulting company in New York.
+To solve what Mr. Eichner calls its ''productivity problem,'' the Postal Service is counting on new mail sorting machines, called optical character readers. Last year, 150 of the machines were installed and an additional 403 are scheduled to be in place by 1989.
+Five are in use on the third floor of the Ninth Avenue Morgan General Mail Facility, between 29th and 30th Streets, firing rows of letters along tracks faster than the eye can follow. The humming blue and gray machines stand where clerks once stuffed letters into row upon row of ''pigeonhole'' cases.
+''That's our future,'' said Hugh Fields, a superintendent, pointing to the machines.
+With the new technology, two operators do the job of 18 workers using the old method and about one-third faster. A postal clerk feeds a stack of letters into the machine. It ''reads'' the bottom line of an address and verifies that the zip code belongs to the right city. Then it codes the letters and sorts them into bins. The other employee, called a ''sweeper,'' empties the bins.
+Labor costs are the Postal Service's single largest expense, accounting for about 84 percent of its $26 billion operating budget.
+The Postal Service believes that automation and its new nine-digit zip code will save $916 million. While the amount of mail has exploded since 1970, increasing by about 70 percent, the number of postal employees decreased by 70,000, to 702,123 last year.
+Moe Biller, the president of the American Postal Workers Union, said that because of the rise in volume, the latest contract included increased compensation for excessive overtime. ''I think the Postal Service could do better if it learned to manage better,'' he said.
+The Postal Service did make progress in solving one problem last year that has plagued letter carriers for ages. By asking homeowners to keep their pets in line, the service cut the number of ''dog-attack injuries'' from 7,002 in 1983, to 5,978 in 1984.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+POSTAL+SERVICE+IS+IN+THE+BLACK%2C+BUT+HARDLY+THE+PINK&title=New+York+Times&issn=03624331&date=1985-02-17&volume=&issue=&spage=A.5&au=Greer%2C+William+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 17, 1985","Asked about the letters that seemed to have gone astray, a supervisor replied: ''How many letters do you see there? Twenty? Thirty?'' With a sweep of his arm, he pointed back to the stream of letters on the belt and said, ''Look how many make it.'' By December, the Postal Service was already reporting losses of nearly $140 million in fiscal year 1985. ''Continued losses of this magnitude will quickly devastate the system,'' said John R. McKean, chairman of the Postal Service's governing board, when the rise was announced. ''The rate increase will enable us to break even financially and continue to operate with no taxpayer subsidy to the Postal Service.'' With the new technology, two operators do the job of 18 workers using the old method and about one-third faster. A postal clerk feeds a stack of letters into the machine. It ''reads'' the bottom line of an address and verifies that the zip code belongs to the right city. Then it codes the letters and sorts them into bins. The other employee, called a ''sweeper,'' empties the bins.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Feb 1985: A.5.",11/15/17,"New York, N.Y.",,"Greer, William R",New York Times Company,,Newspapers,425325979,"United States, New York, N.Y.",English,17-Feb-85,POSTAL SERVICE; RATES; FINANCES; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+CARGO PACT CUTS FEES IN NEW YORK,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cargo-pact-cuts-fees-new-york/docview/425330981/se-2?accountid=14586,"An agreement intended to lower the cost of shipping containers of cargo through New York was announced yesterday by the shipping industry, the longshoremen's union and the Port Authority of New York and New Jersey.
+Under the agreement, a fee that steamship companies pay for each container of cargo would be reduced by a third. The container fee is used to finance fringe benefits for New York dock workers.
+As a result, cost differentials between New York and other East Coast cities would be expected to decline for the steamship lines. The lines control the routing of cargo and are more inclined to call at ports where the cargo can be handled less expensively.
+Viewed as a Lure",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CARGO+PACT+CUTS+FEES+IN+NEW+YORK&title=New+York+Times&issn=03624331&date=1985-02-07&volume=&issue=&spage=A.1&au=Roberts%2C+Sam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 7, 1985","''In one blow here, you have dramatically increased the competitive position of the Port of New York,'' said Peter C. Goldmark Jr., the Port Authority's executive director, who industry officials said was instrumental in forging the compromise. Mr. [C. Peter Lambos] said the new assessment formula would serve several purposes: discourage diversion of cargo to other ports, encourage use of longshore labor, curb the cost of the guaranteed income and expand the assessment base by imposing flat fees on certain types of container cargo. Mr. Goldmark said the agreement announced yesterday - in the Battery Place office of Thomas W. Gleason, president of the International Longshoremen's Association - was ''without any question the largest and most fundamental step'' taken to stabilize, or even increase, New York's share of East Coast cargo.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Feb 1985: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW JERSEY,"Roberts, Sam",New York Times Company,,Newspapers,425330981,"United States , New York, N.Y.",English,7-Feb-85,SHIPS AND SHIPPING; RATES; FREIGHT; STEVEDORING; LABOR; CONTAINERIZATION,New York Times,NEWSPAPER,,,,,,,
+UNION WALKS OUT AT G.M. IN CANADA,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/union-walks-out-at-g-m-canada/docview/425221467/se-2?accountid=14586,"About 36,000 workers in Ontario and Quebec struck the General Motors Corporation's Canadian operations today.
+An official of the United Automobile Workers in Canada, Wendy Cuthbertson, said the union formally rejected a revised company offer about 9 o'clock Tuesday night. Robert White, the head of the Canadian branch of the union, branded the second offer as a ''rubber stamp'' of one that was turned down by the union about a week and a half ago.
+It was the first time Canadian workers had struck G.M. since 1970, when they were off the job for 94 days.
+General Motors officials on both sides of the border have said that a Canadian strike would quickly affect operations in the United States.
+A spokesman for the company in Detroit, Harold Jackson, said today that shortages of parts caused by the Canadian strike would begin to close plants in the United States by late this week or early next week. Cars and vans made in nine assembly plants in the United States are dependent on parts made only in Canada, he said. U.S. Layoffs Foreseen
+In addition, Mr. Jackson said, the shutdown of the nine plants will cause layoffs in G.M. plants and at other companies that supply other components to General Motors. He could not estimate how many workers in the United States would be idled by the Canadian strike.
+Wildcat strikes began at some places Tuesday night after the offer was rejected. As noon and the strike deadline approached, several thousand workers streamed out of G.M.'s transmission plant here.
+The mood of the picketers here was friendly but determined. ''They took a lousy contract in the United States, but we sure are not going to take one here,'' said Ben Klundert, an assembler in the plant. The American contract focused on improving job security and accepted relatively modest wage increases coupled with profit sharing instead of the 3 percent annual pay increase that had once been customary. Ford Council Approves Pact
+Meanwhile, across the border in Detroit, the union's 200-member Ford Council approved the contract worked out early Sunday for the Ford Motor Company's operations in the United States. The Ford agreement is similar in most respects to the one 350,000 G.M. workers in the United States ratified last week.
+Stephen P. Yokich, a U.A.W. vice president who heads the Ford department said the council vote was in excess of 80 percent for approval. The contract will now be voted on by 112,000 rank and file workers by Oct. 28. Most union officials expect ratification by a wide margin.
+The Canadian branch of the union has had different goals this year than the larger American branch.
+Although in the past they have accepted contracts based on the American pattern, the Canadians this year have said they want a contract tailored to the conditions prevailing in their country. Mr. White has said job security concerns need to be settled at the political level, not at the bargaining table, and has said profit sharing is not a substitute for guaranteed pay raises.
+''We gave the company concessions during hard times in 1982,'' said Nick Dzudz, a vice president of Local 1973 at the Windsor plant. ''Now we want our 3 percent a year, $1,500 a month in pensions and shorter work time. They're making the money now; they can afford it.'' Past Break With U.S. Branch
+The Canadian branch first broke with the union's leadership in 1982 when every member of the union's executive board voted to renegotiate contracts at G.M. and Ford except Mr. White. Although the Canadians ultimately made some concessions when their contract expired toward the end of that year, they were not as extensive as those made in the United States.
+Canadian unionists contend that total labor costs in Canadian auto plants are about $7.50 an hour less than in the United States, a figure G.M. does not contest. Although Canadian workers are paid about the same amount per hour as their counterparts in the United States, the low value of the Canadian dollar and the country's national health care and other social programs account for the difference.
+Canadian union officials said the company's revised offer Tuesday night increased the initial wage offer somewhat, but took an almost equal amount away from the cost of living adjustment. ''I call it collective bargaining with smoke and mirrors,'' said Mr. White at
+a news conference today. ''You get it in one hand, but you have to pay it back with the other.''
+An official of General Motors of Canada called the offer ''attractive.''
+The pickets in Windsor noted that the Canadian offer lacks the $1 billion fund G.M. is establishing in the United States to pay workers displaced by automation or transfers of production.
+''We're not necessarily asking for more than they got in the United States, we just want to split it up differently,'' said Fred Toulouse, acting chairman of Local 1973's bargaining committee. ''Why don't they take that $1 billion and cut the pie up for us?''
+Canadian union officials said talks were continuing, despite the beginning of the strike. Mr. White said he was not expecting another offer from the company for at least 24 hours.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=UNION+WALKS+OUT+AT+G.M.+IN+CANADA&title=New+York+Times&issn=03624331&date=1984-10-18&volume=&issue=&spage=A.16&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 18, 1984","An official of the United Automobile Workers in Canada, Wendy Cuthbertson, said the union formally rejected a revised company offer about 9 o'clock Tuesday night. Robert White, the head of the Canadian branch of the union, branded the second offer as a ''rubber stamp'' of one that was turned down by the union about a week and a half ago. ''We gave the company concessions during hard times in 1982,'' said Nick Dzudz, a vice president of Local 1973 at the Windsor plant. ''Now we want our 3 percent a year, $1,500 a month in pensions and shorter work time. They're making the money now; they can afford it.'' Past Break With U.S. Branch ''We're not necessarily asking for more than they got in the United States, we just want to split it up differently,'' said Fred Toulouse, acting chairman of Local 1973's bargaining committee. ''Why don't they take that $1 billion and cut the pie up for us?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Oct 1984: A.16.",11/15/17,"New York, N.Y.",CANADA ONTARIO (CANADA) QUEBEC PROVINCE (CANADA),"HOLUSHA, JOHN",New York Times Company,,Newspapers,425221467,"United States, New York, N.Y.",English,18-Oct-84,AUTOMOBILES; LABOR; STRIKES,New York Times,NEWSPAPER,,,,,,,
+ABOUT NEW YORK,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-new-york/docview/425181732/se-2?accountid=14586,"Capt. Bob Munoz, a jovial salt with more than 40 years in the New York Harbor, piloted his rusty tugboat across Upper New York Bay yesterday, chugging along during a slow work period and telling old tales of the sea - one of which he touted as ''damned near true.''
+His tug, the McAllister Brothers, docks the big ships, and there are a lot of slow periods for the captain now. He told of years past when the western shoreline of Manhattan was lined with one pier after another and when 550 tugboats, not the estimated 150 remaining now, raced around the harbor tooting their whistles at one another and often greeting ships miles off the coast to take business away from competitors. ''The future is behind us now,'' the captain said.
+Louis Spadaro, the tattooed cook aboard the tug, infamous among crew members for his menus of meat loaf and chicken and chicken and meat loaf, spoke of the gentrification of the waterfront, something that is the talk of tug crews and others on the waterfront these days. ''There are too many condominiums now and not enough piers,'' bemoaned Mr. Spadaro, a father of six, who recently spent four weeks out of work, calling the union hiring hall every day until he found a temporary spot on Captain Munoz's tug.
+''You know how you can't find a Laundromat on Columbus Avenue because of the gentrification,'' said Daniel Curll, president of the New York Towboat and Harbor Carriers Association, referring to charges that service establishments are being displaced with expensive boutiques and restaurants because of rising rents. ''Well this is the gentrification of the waterfront. Everybody wants to live on the water, and they want to eat on the water, and now there's no place to tie up a barge.''
+One seaman said acidly that some day all that would be left of the shipping industry in New York would be the South Street Seaport, which he views as a theme shopping center, to recall the proud and romantic history of the port. That would include the days of the pirates and privateers and the glory days of the luxury liners that were berthed side by side for block after block along steamboat row on the West Side, and of dispatchers yelling out the windows of 17 Battery Place to their tugboats.
+''Soon we won't be able to see the water out our west windows at all,'' noted an employee of McAllister Brothers Inc., at 17 Battery Place, ''because they've put in landfill and are building condominimums between us and the water.''
+Some of the seamen found further evidence of the gentrification of the waterfront this week in an on-again, off-again picket line formed by members of the International Longshoremen's Association, Marine Division Local 333, at Pier 62 at the foot of 22d Street, where World Yacht Enterpises charters yachts and runs cruises. A picketer found poignancy in ''proud, burly Norwegian and Irish seamen recruiting aspiring actors and actresses who serve as waiters and waitresses on the cruises'' to the union's sagging membership.
+''It seems sad that the great port of New York has come to this,'' the picketer said.
+Captain Munoz said he could not imagine such a scene in the good old days.
+In fact, New York remains one of the world's major ports, but those in the shipping industry cite many factors as contributing to the gradual fading away of the tugboats, including mammoth modern ships that carry the cargo of 10 older ships but require no more help from tugs, the decline in the luxury liners and the moving of much of the heavy industry in the region to the South and West.
+Captain Munoz said automation had led to smaller tug crews.
+There was a chill on the water early yesterday morning and a bit of an ethereal fog that veiled the great ships anchored in the bay, waiting to be steered to berths by the tugs. The morning was a reminder that winter is coming and that working on the boats will become more difficult, with ice on the decks, frozen ropes and gusty winter winds that make guiding more difficult.
+There are many drawbacks to working on a tugboat, not the least of which are the schedules - sometimes two weeks off and two weeks on - which crew members complained had made them miss their children's graduations and family funerals, as well as rendering their Lamaze birth training irrelevant.
+And there is danger. Mr. Munoz has seen two fellow crew members die in storms, one of them falling overboard and drowning, the other being crushed between a pier and the tugboat.
+Yet they are crusted to their boats like barnacles to a scow. Mr. Spadaro, like many tugboatmen, gave up on the tugs once to work in an office and could not tolerate the routine.
+When the tug docked momentarily yesterday at the Battery Park sea wall, one of several elderly tugboat buffs who hang around the area ambled over. One shouted, ''Bravo Cowboy!'' as a deckhand, Joe Pryce, threw a line from 10 feet that landed squarely on a shore cleat. Such things are the measure of a deckhand.
+Downtown office workers on their lunch breaks flocked to admire the boat, and one asked how he could get a job like theirs. A few of the crew members smiled.
+''It's corny,'' said Captain Munoz, ''but we are communing with nature out here, with the birds, the ocean and all the rest.'' Two tugboat crew members had spoken in awe of watching Manhattan change colors at dusk like the scales on a dying salmon, pink to gray, followed by the twinkling lights of the city coming on.
+These tugboatmen are hanging on and hoping that what has happened to so many of the other tugboats in recent years will not happen to theirs.
+One of the onlookers at the Battery Park sea wall, Bill Nabors, pointed out various features of the tugboat to his wide-eyed 5-year-old daughter, Chris, who said that she wanted to pilot a tugboat when she grew up. ''You'll have to hurry dear,'' one of the old tug buffs said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABOUT+NEW+YORK&title=New+York+Times&issn=03624331&date=1984-09-19&volume=&issue=&spage=B.3&au=Geist%2C+William+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 1984","''You know how you can't find a Laundromat on Columbus Avenue because of the gentrification,'' said Daniel Curll, president of the New York Towboat and Harbor Carriers Association, referring to charges that service establishments are being displaced with expensive boutiques and restaurants because of rising rents. ''Well this is the gentrification of the waterfront. Everybody wants to live on the water, and they want to eat on the water, and now there's no place to tie up a barge.'' ''Soon we won't be able to see the water out our west windows at all,'' noted an employee of McAllister Brothers Inc., at 17 Battery Place, ''because they've put in landfill and are building condominimums between us and the water.'' ''It's corny,'' said Captain [Bob Munoz], ''but we are communing with nature out here, with the birds, the ocean and all the rest.'' Two tugboat crew members had spoken in awe of watching Manhattan change colors at dusk like the scales on a dying salmon, pink to gray, followed by the twinkling lights of the city coming on.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 1984: B.3.",11/15/17,"New York, N.Y.",NEW YORK STATE MANHATTAN (NYC),"Geist, William E",New York Times Company,,Newspapers,425181732,"United States, New York, N.Y.",English,19-Sep-84,HOUSING; CONDOMINIUMS; APARTMENT HOUSES; SHIPS AND SHIPPING,New York Times,NEWSPAPER,,,,,,,
+NBC AND UNION TO USE MEDIATION TO AVERT STRIKE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nbc-union-use-mediation-avert-strike/docview/425144786/se-2?accountid=14586,"The National Association of Broadcast Engineers and Technicians yesterday agreed to use a Federal mediator in its negotiations on the threatened strike against NBC, the network and the union announced.
+The decision means that, although the union of engineers and news writers has given notice of its contract's termination, it will not necessarily strike during the Democratic National Convention next week, a possibility the union had previously announced and for which NBC has been preparing.
+A spokesman for NBC announced that the network had told the Federal Mediation and Conciliation Service it would attend discussions beginning in Washington on Friday and said that the network believed that this agreement had protected it from a strike next week.
+''We think this is an encouraging sign,'' said Curt Block, the NBC spokesman. ''It is not a binding arbitration. As of last night, there had been no meeting, no communication planned between the parties. Today there is.''
+Job Jurisdiction at Issue
+''Certainly, everybody's happy about the mediation,'' said Thomas Kennedy, a spokesman for the union. ''Everybody's trying to negotiate a contract, and the main issues are numerous. In general we are talking about work rules, new technology jurisdiction, computers, satellite transmission. Money, at the present, is a secondary issue. It's not the main thrust of our negotiation.''
+At the center of this contract discussion is the future of technical and news unions in light of the new technology that is redefining how broadcast television is put together and transmitted. The union believes, according to Mr. Kennedy, that NBC is showing an ''insatiable appetite'' to bring itself up to a technical level with the other networks. NBC believes that the union rules in operation now have kept the network in a significantly disadvantaged position in network competition.
+''We are talking about a question of exclusive jurisdiction over computers at NBC,'' said a network executive who declined to be identified. ''Now NABET has control of process control computers, but with the advent of multipurpose computers - ones that handle technical or office functions - we will not give them exclusive jurisdiction.
+''We are not insensitive to this whole theory of automation, or to the job security problem. But in 1976, we had 16-1,700 NABET employees. Then the new technology came in, particularly in terms of minicameras that we use in news, and now we have 2,700 employees. We have taken advantage of the new technologies, and we have offered to reassign and retrain people who are only experienced in places we want to cut out.''
+Engineers Cueing Music
+The NBC executive offered, as an instance of an area in which the network would rather reassign the union members, its use of radio engineers cueing music in broadcast studios. At NBC it takes a second engineer to do this while in ABC broadcasts the disk jockeys do it themselves. CBS is not represented by NABET but by the International Brotherhood of electrical Workers.
+The NBC executive said that the network wanted to achieve an ''electronic newsroom,'' a format that has been experimented with in Japan, in which news formats would be preprogrammed in a central computer and writers would enter their stories directly into video terminals that would go into a central bank to which management would have direct access.
+''We have already addressed ourselves to some issues that ABC and CBS don't have,'' said Mr. Kennedy, ''but NBC's requests go into the sin of overkill. They already have more than they ever needed when they started out. We want to keep them from going further and further. You can get into a situation where they take the whole farm and when they give you 50 percent back, they act as though you should be happy.''
+Mr. Kennedy said the union believed that new technological equipment should fall inside the guidelines of what its members handle. The network's general position in many of the new technology work issues seems to be that nonunion members should have the right, particularly in office and newsroom situations, to deal with the technology themselves as it becomes more ingrained in the pace of the workplace.
+Workforce Reduction Feared
+One of the thrusts of our position,'' Mr. Kennedy said, ''is that if we give up our jobs in radio, and the staffing rules in videotape units, this will reduce substantially our workforce now and more in the future. Our thrust will be a place for these people to have a job.''
+NBC's position is that the only NABET jobs to disappear would go through attrition. ''This is an emotional problem,'' said the anonymous NBC executive, ''and it has tremendous connotations. The union has great fears of loss of jobs. But we feel that history tells you that in broadcasting, the more we seem to automate, the more employees we seem to have Since computer graphics have come in, we have tripled the size of the graphics arts department. We are not going to lay off the technician. We will be hiring more.''
+As for a strike at the Democratic convention next week, Mr. Kennedy said: ''That possibility still exists. If the company comes down to Washington and has some lah-de-dah conversations just to keep the balloon up, just to keep the conventions going, that would be a serious mistake.''
+NBC Monday said it was prepared to cover the Democratic convention whether the union went on strike or not, either with ''NABET employees, or, in the event of a strike with trained NBC management and supervisory personnel.''
+''They have given us the five days notice of termination that they will allow the contract to expire,'' said Mr. Block of NBC today, ''but giving the notice of termination does not mean they have called for a strike.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NBC+AND+UNION+TO+USE+MEDIATION+TO+AVERT+STRIKE&title=New+York+Times&issn=03624331&date=1984-07-12&volume=&issue=&spage=C.22&au=Kaplan%2C+Peter+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 12, 1984","''Certainly, everybody's happy about the mediation,'' said Thomas Kennedy, a spokesman for the union. ''Everybody's trying to negotiate a contract, and the main issues are numerous. In general we are talking about work rules, new technology jurisdiction, computers, satellite transmission. Money, at the present, is a secondary issue. It's not the main thrust of our negotiation.'' ''We have already addressed ourselves to some issues that ABC and CBS don't have,'' said Mr. Kennedy, ''but NBC's requests go into the sin of overkill. They already have more than they ever needed when they started out. We want to keep them from going further and further. You can get into a situation where they take the whole farm and when they give you 50 percent back, they act as though you should be happy.'' NBC's position is that the only NABET jobs to disappear would go through attrition. ''This is an emotional problem,'' said the anonymous NBC executive, ''and it has tremendous connotations. The union has great fears of loss of jobs. But we feel that history tells you that in broadcasting, the more we seem to automate, the more employees we seem to have Since computer graphics have come in, we have tripled the size of the graphics arts department. We are not going to lay off the technician. We will be hiring more.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 July 1984: C.22.",11/15/17,"New York, N.Y.",,"Kaplan, Peter W",New York Times Company,,Newspapers,425144786,"United States, New York, N.Y.",English,12-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+PRACTICAL TRAVELER:LETTING THE CAMERA CALL THE TECHNICAL SHOTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/practical-traveler-letting-camera-call-technical/docview/425144878/se-2?accountid=14586,"Bulky cameras, cumbersome tripods and a bag full of accessories are no longer required for travelers who are serious about photography. The new ''point and shoot'' cameras will lighten your load. They will also decide the technical questions of exposure and focus while you concentrate on the picture. And the results will rival those of professional cameras.
+The new cameras use the same 35- millimeter film as larger single lens reflex cameras yet are small and light enough to fit pocket or purse: generally, they weigh six to eight ounces and are about the size of a pack of cigarettes. But bear in mind that it's still up to the photographer to decide on such elements as composition.
+Here is a step-by-step description of how these new cameras, which carry list prices ranging from $70 to $250, work. Some of the less expensive cameras do not have motor winds, which advance the film automatically, and have only fixed-focus lenses, which can limit the sharpness of pictures. The more expensive cameras have such features as a flash that pops up automatically when there is not enough light.
+When the film is loaded and the back of the camera is closed, the film advances automatically to the first frame. In taking a picture, the photographer aims the camera and presses the shutter release. This initiates a complex series of actions. First, an invisible infrared beam speeds out to the subject and back and instantaneously focuses the lens with pinpoint accuracy. At the same time, a light-sensitive cell behind the lens measures the intensity of the light and sets lens openings and shutter speeds for correct exposure.
+As soon as the picture has been taken, a micromotor winds the film to the next frame. After the final exposure, the film winds back into its cassette. Most models contain built-in flash units that provide ample light for picture taking when needed.
+Many of the more popular models have been introduced in the last six months. Among them are these: Canon MC Micro Compact. This is one of the smallest of the group, and features a detachable flash unit for added compactness. Minolta AF-SV ''Talker.'' This model startled the camera world with its built-in voice module, which warns photographers to ''load film'' when the camera is empty and says ''too dark, use flash'' when there is not enough light. Nikon L35 AF. This is an automatic- everything camera. Focus is set, lens and shutter speeds adjusted, film wound from one frame to the next and rewound all automatically. If there is not enough light to take pictures, a built-in flash will activate itself, pop up into position, compute the correct flash exposure, set the camera accordingly, and turn itself off when finished. Olympus Quick-Flash AFL. In addition to offering most of the automated features of the other cameras, this camera has a built-in flash that recycles in one and a half seconds instead of the usual six to eight seconds. The built-in lithium battery will last five years without having to be replaced. Vivitar TEC 35. A liquid crystal display blinks when the camera back is open, warning the photographer to set the film speed and blinks when there is enough power left in the batteries for only two more rolls of film. A built-in skylight filter improves picture quality at the mountains or seashore.
+There are two point-and-shoot cameras worth mentioning that do not take 35-millimeter film - the DISC camera and the instant camera.
+The DISC camera is small and light, has built-in flash and a motor that advances the film. It takes a smaller size film that the others, and although the quality is excellent for small enlargements (3 by 5 inches) larger prints will suffer by comparison with the standard 35-millimeter format used in most point-and-shoot models.
+Instant cameras also offer full automation, but are bulkier. And, of course, they offer the advantage of producing the finished picture immediately.
+Yet, with all these advantages, there are other factors to consider. For example, the lens of point-and- shoot cameras is fixed permanently to the body. Not being able to use different lenses might prove to be a handicap for the more experienced photographer, or for those who plan to expand their interest in the future. For these people, the traditional single lens reflex camera offers the ability to use different lenses, at a moderate increase in cost, weight and bulk. might be a wiser choice. .
+Although these cameras are technological marvels and can be carried easily, they are incapable of reasoning or making esthetic judgements. There are certain basic photographic techniques that one should learn before taking them on a trip.
+One technique is the art of framing the various elements of a picture in a visually pleasing arrangement. It is also the juxtaposition of large and small masses, rough and smooth textures, and variations of tonal values. Using foreground forms such as trees to frame landscapes, and doors or arches, can tgive perspective to street scenes. High or low elevations will often transform an ordinary picture into a more interesting one.
+Awareness of lighting is another technique that will produce better pictures. Early morning or late afternoon is a time of long shadows that add drama to any scene. Photograph people with their backs to the sun. This eliminates squinting and harsh facial lines and at the same time creates what the professionals call a ''halo'' effect around the head hair.
+Most people put away their cameras when the sun goes down and miss many picture possibilities. For example, indoor spectacles and outdoor sound and light exhibitions at night provide many possibilities for pictures. Colorful, local restaurants with arresting decor and waiters wearing native costumes provide further possibilities. Discos and nightclubs will provide ample opportunities to depict people at their uninhibited best. Be sure to get the permission of management in advance, before attempting pictures in a commercial establishment.
+There is no doubt that these miniature cameras can produce fine pictures. So it is worth taking a little time, before going on vacation, to learn what the cameras can do.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRACTICAL+TRAVELER%3ALETTING+THE+CAMERA+CALL+THE+TECHNICAL+SHOTS&title=New+York+Times&issn=03624331&date=1984-07-08&volume=&issue=&spage=A.3&au=Manning%2C+Jack&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 1984","Bulky cameras, cumbersome tripods and a bag full of accessories are no longer required for travelers who are serious about photography. The new ''point and shoot'' cameras will lighten your load. They will also decide the technical questions of exposure and focus while you concentrate on the picture. And the results will rival those of professional cameras. Many of the more popular models have been introduced in the last six months. Among them are these: Canon MC Micro Compact. This is one of the smallest of the group, and features a detachable flash unit for added compactness. Minolta AF-SV ''Talker.'' This model startled the camera world with its built-in voice module, which warns photographers to ''load film'' when the camera is empty and says ''too dark, use flash'' when there is not enough light. Nikon L35 AF. This is an automatic- everything camera. Focus is set, lens and shutter speeds adjusted, film wound from one frame to the next and rewound all automatically. If there is not enough light to take pictures, a built-in flash will activate itself, pop up into position, compute the correct flash exposure, set the camera accordingly, and turn itself off when finished. Olympus Quick-Flash AFL. In addition to offering most of the automated features of the other cameras, this camera has a built-in flash that recycles in one and a half seconds instead of the usual six to eight seconds. The built-in lithium battery will last five years without having to be replaced. Vivitar TEC 35. A liquid crystal display blinks when the camera back is open, warning the photographer to set the film speed and blinks when there is enough power left in the batteries for only two more rolls of film. A built-in skylight filter improves picture quality at the mountains or seashore.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 1984: A.3.",11/15/17,"New York, N.Y.",,"Manning, Jack",New York Times Company,,Newspapers,425144878,"United States, New York, N.Y.",English,8-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+CHINESE IMMIGRANT EMERGES AS BOSTON'S TOP BENEFACTOR,"Ne w York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chinese-immigrant-emerges-as-bostons-top/docview/425087645/se-2?accountid=14586,"The way Lorraine Wang recalls it, one day a friend approached her and her husband, An Wang, the chairman of Wang Laboratories, and mentioned that the roof was literally falling in at Boston's main performing arts center.
+The Wangs were not particularly patrons of the arts, Mrs. Wang said, ''but something had to be done.'' So when her Shanghai-born husband asked her if they should help, she replied, ''Why not?'' And without further discussion he pledged $4 million to save the theater from being closed.
+This was but one of a series of recent philanthropic actions that have made the 63-year-old Chinese immigrant, who came to the United States in 1945, Boston's current leading benefactor.
+Among his other major contributions are gifts totaling $4 million to Harvard University, a $1 million donation to Wellesley College that has not yet been announced, construction of a $15 million factory by Wang Laboratories in Boston's Chinatown to provide 300 jobs for inner city residents, and creation of the $6 million Wang Institute of Graduate Studies for software engineers and China scholars.
+These actions do not include Mr. Wang's critical role in revitalizing the old industrial city of Lowell, 30 miles northwest of Boston, where his company set up its corporate headquarters in 1978. There Wang Laboratories, a leading maker of computer-based office automation systems, has established a free country club and day care center for all employees.
+Mr. Wang's philanthropy is especially striking because, while Boston has a number of prominent cultural institutions, like the Boston Symphony Orchestra and its Museum of Fine Arts, business support for the arts here is much lower than in most other major cities.
+Corporate contributions in Boston account for only 1.8 percent of the combined operating budgets of the city's arts groups, according to a study conducted by the Massachusetts Council for the Arts. In San Francisco the figure is 4 percent, in Houston 7 percent and in Minneapolis 14.6 percent.
+Mr. Wang's role presents a nice historical irony. The fortunes of many of Boston's great families were made in the China trade of the early 19th century, when they often sold opium to Chinese.
+These fortunes, however, were not comparable to the Rockefeller oil wealth or Carnegie steel wealth that made huge philanthropies possible elsewhere in the nation,
+Mr. Wang is characteristically brief about the reasons for his charity. At a dinner in his honor Thursday night at Harvard's Faculty Club, he attributed his benefactions to an obligation he feels to repay the college, community and country that helped him.
+''I was fortunate that as soon as I got to the United States in 1945, I was admitted to Harvard,'' he told an audience of Harvard deans, professors and of other wealthy patrons. He rapidly earned his master's degree and then a Ph.D. in physics from Harvard in 1948. An Introduction to Computers
+It was in 1948 ''that Harvard introduced me to computers and let me in on the very early stage of their development,'' he said, referring to his work in Harvard's pioneering Computation Laboratory. ''I am honored that Harvard lets me show my appreciation.''
+Mr. Wang, a shy, very private man, conceded in an interview later that he hoped his gifts might ''encourage'' some of the executives of Boston's other successful new high-technology companies to make more contributions.
+The dinner was arranged to celebrate his latest donation to the university, $1 million for the John K. Fairbank Center for East Asian Research, to be used for training young China scholars. In 1981, he donated $1 million to Harvard for four science fellowships to be named in honor of his physics professor at Harvard, and has made other gifts of $2 million.
+In March the Wang family also gave $1 million to Wellesley, where his wife went to college, for a chair in English literature to be named after her. Career Comes Full Circle
+Construction of the $15 million plant in Chinatown, begun last winter, completes a cycle in Mr. Wang's career. In 1951 he set up his tiny first factory over a garage in the nearby South End. Wang Laboratories' earnings that year were $15,000. They have grown by an average of 40 percent a year ever since and are expected to reach $2 billion for the fiscal year ending in June. That makes the company No. 227 on Fortune magazine's list of the 500 largest companies.
+Dr. Wang and his family now own about 55 percent of the company's stock, which has led Forbes magazine to put his worth at $1.6 billion and rank him the fifth richest American.
+Mr. Wang's help for Boston's theater, originally the Metropolitan Center, built in 1925, and renamed the Wang Center after his gift last year, has not been limited to money. He also dispatched a vice president of Wang Laboratories to improve the theater's management. This week it was announced that the center would take over the Boston University Celebrity Series, New England's foremost presenter of classical music and dance. It will now be the Wang Celebrity Series. A Speech That Wasn't Needed
+Approaching the quick, decisive Mr. Wang is not like going to see other people, said Henry Rosovsky, the dean of Harvard's faculty. At the dinner Thursday night, he recalled that last year, when Harvard decided to increase its current fund-raising drive to $350 million from $250 million, he and Harvard's president, Derek Bok, went to see Mr. Wang.
+''We were all prepared with a half- hour speech,'' Mr. Rosovsky said. ''But when we went in his office, he just said, 'How do you do. I have decided to increase my gift,' and he named a seven- figure sum. Then he didn't want to hear our speech,'' We always felt it was somehow too easy.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CHINESE+IMMIGRANT+EMERGES+AS+BOSTON%27S+TOP+BENEFACTOR&title=New+York+Times&issn=03624331&date=1984-05-05&volume=&issue=&spage=1.1&au=FOX+BUTTERFIELD%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 5, 1984","The Wangs were not particularly patrons of the arts, Mrs. [Lorraine Wang] said, ''but something had to be done.'' So when her Shanghai-born husband asked her if they should help, she replied, ''Why not?'' And without further discussion he pledged $4 million to save the theater from being closed. It was in 1948 ''that Harvard introduced me to computers and let me in on the very early stage of their development,'' he said, referring to his work in Harvard's pioneering Computation Laboratory. ''I am honored that Harvard lets me show my appreciation.'' ''We were all prepared with a half- hour speech,'' Mr. [Henry Rosovsky] said. ''But when we went in his office, he just said, 'How do you do. I have decided to increase my gift,' and he named a seven- figure sum. Then he didn't want to hear our speech,'' We always felt it was somehow too easy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 May 1984: 1.1.",11/14/17,"New York, N.Y.",,"FOX BUTTERFIELD, Special to the New York Times",New York Times Company,,Newspapers,425087645,"United States, New York, N.Y.",English,5-May-84,,New York Times,NEWSPAPER,,,,,,,
+TECHNOLOGY; FINGERPRINTING AND COMPUTERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-fingerprinting-computers/docview/424946906/se-2?accountid=14586,"FOR six years the murder of Marian Slamovich in San Francisco went unsolved. An unknown intruder, apparently surprised to find the 47-year-old victim at home, shot her and fled. She died a month later, and the police were baffled.
+There were no witnesses to the shooting and no description of the suspect. The only clue was a single fingerprint, left on a windowsill. But efforts to match it with the more than three million fingerprints on file at the San Francisco Police Department failed.
+Then early last month, with the help of a new $2.5 million fingerprint identification system based on a Japanese-made mainframe computer, the case was cracked in less than 60 minutes. The windowsill print was one of the first fed into the system, which is crammed with the characteristics of all those three million-plus fingerprints.
+After a high-speed comparison, the computer spewed out a list of suspects, ranked in order of how closely their fingerprints matched the windowsill print. The police quickly headed for an office of the Crocker Bank in downtown San Francisco, where they arrested a 23-year-old computer operator and booked him on charges of burglary and murder.
+Even Sam Spade, the fictional detective who picked up his best clues from the denizens of dark alleys around Fisherman's Wharf, would have been impressed. So are many of his real-life colleagues. In the last two years about a dozen law enforcement agencies, from Washington to San Jose, Calif., have installed computers that do in minutes the work that Inspector Robert E. Dagitz of San Francisco's crime laboratory says ''would have taken one of us a career.''
+NEC Information Systems, a subsidiary of the NEC Corporation, the Japanese computer giant, is expected to announce in Alaska today that it has installed a system for the state that not only matches prints but also displays high-resolution electronic images of them that can be beamed to other police agencies around the world.
+Such advances, say police officials who have installed such systems, mean a tremendous increase in productivity. The San Francisco unit used to make 20 to 25 fingerprint identifications a month, according to Inspector Dagitz; last month it made more than 100.
+Of course, using computers to match fingerprints is not a new idea. For 10 years the Federal Bureau of Investigation has been tinkering with a system of its own invention, used primarily in verifying the identification of suspects under arrest and in the screening of potential employees. And in the last five years a handful of companies, designing commercial systems for use by police departments, have greatly refined the computers.
+''The people who were most cautious about these systems have now been convinced that they are reliable,'' said Charles D. Neudorfer, chief of the automation and research section of the F.B.I.'s identification division.
+Fingerprint comparison systems do what computers do best: they compare numbers. The basic technology has not changed in the 10 years since such devices were introduced.
+Each of the fingerprint cards in a police station's fingerprint file is put under an electronic scanning device. With the aid of a computer, the scanner picks out what experts call the ''minutiae'' of a print - ridge endings, where ridges split.
+''All of the information is digitized,'' explained Robert Allen, director of engineering at the Printrak division of Thomas de la Rue Ltd., the British printing and security concern, which leads the computer fingerprint industry. ''Up to 150 minutiae are selected, and each is assigned three coordinates, two indicating its position of a third marking the direction of the characteristic,'' he said. Then each print is classified as it would be in a police card file, according to whether its overall pattern is a loop, arch or whorl.
+Thus each print is identified in the computer as a list of numbers, not as an image. When a ''latent'' print is discovered at the scene of a crime, it is placed under the camera, and a technician notes the coordinates of the most prominent minutiae. A computerized search begins, and a list of suspects is drawn up. A human being makes the final comparison, but experts say that 90 percent of the time the wanted print is in the top five or so that was listed by the computer.
+Sometimes, of course, there are glitches. Criminals are rarely thoughtful enough to leave full impressions of their fingerprints at the scene. It is often a challenge just to determine which way a latent print should be inserted into the machine. Distortions that were caused by uneven finger pressure can throw the machine off. ''These are all things we have been learning to compensate for,'' Mr. Allen said.
+The true breakthroughs, however, have been in the accuracy of the optical storage devices and the speed of the computers themselves. ''Ten years ago it took seven seconds to compare two prints,'' reports Joseph Phillips, national director of fingerprints for NEC Information Systems, which installed both the San Francisco and Alaska systems. ''Now that is down to milliseconds.''
+NEC, Printrak and the F.B.I. are now working on the next major problem: storage of actual images on optical disks - a single disk can hold about 12,000 prints - so that human technicians can compare fingerprints without digging through huge file cabinets and can do so even from thousands of miles away. But accurate images require a degree of picture resolution that is only now proving possible.
+Despite the wonders of the computer age, there are always the problems of money and personnel. ''We would have to hire more people just to solve the file conversion problem - photographing the prints and feeding them into the system,'' said Inspector Robert Burke of the New York Police Department, which still reviews fingerprints by hand. ''A lot of people in our files are already dead, but we don't know it.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TECHNOLOGY%3B+FINGERPRINTING+AND+COMPUTERS&title=New+York+Times&issn=03624331&date=1984-04-26&volume=&issue=&spage=D.2&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodi cals--United States,3624331,"Copyright New York Times Company Apr 26, 1984","''All of the information is digitized,'' explained Robert Allen, director of engineering at the Printrak division of Thomas de la Rue Ltd., the British printing and security concern, which leads the computer fingerprint industry. ''Up to 150 minutiae are selected, and each is assigned three coordinates, two indicating its position of a third marking the direction of the characteristic,'' he said. Then each print is classified as it would be in a police card file, according to whether its overall pattern is a loop, arch or whorl. The true breakthroughs, however, have been in the accuracy of the optical storage devices and the speed of the computers themselves. ''Ten years ago it took seven seconds to compare two prints,'' reports Joseph Phillips, national director of fingerprints for NEC Information Systems, which installed both the San Francisco and Alaska systems. ''Now that is down to milliseconds.'' Despite the wonders of the computer age, there are always the problems of money and personnel. ''We would have to hire more people just to solve the file conversion problem - photographing the prints and feeding them into the system,'' said Inspector Robert Burke of the New York Police Department, which still reviews fingerprints by hand. ''A lot of people in our files are already dead, but we don't know it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Apr 1984: D.2.",1/4/21,"New York, N.Y.",United States--US,"Sanger, David E",New York Times Company,,Newspapers,424946906,"United States, New York, N.Y.",English,26-Apr-84,CRIME AND CRIMINALS; Fingerprinting; Data processing,New York Times,NEWSPAPER,,,,,,,
+APPLE IS BANKING ON NEW PORTABLE: THE IIC COMPUTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/apple-is-banking-on-new-portable-iic-computer/docview/424936763/se-2?accountid=14586,"Apple Computer Inc. is introducing the portable version of its successful Apple II family of computers Tuesday - the portable IIc - before 3,500 dealers in an elaborate, daylong extravaganza in San Francisco.
+It is no routine event. The flourishes and razzle-dazzle at Moscone Center, including dinner music by the jazz artist Herbie Hancock, were orchestrated by Apple's president and chief executive, John Sculley.
+It also signals the wind-up of a yearlong dash by the company, beginning with Mr. Sculley's arrival last May 3, to convince the investment community and consumers generally that Apple can be an effective competitor against the industry's aggressive giant, the International Business Machines Corporation.
+In the last 12 months, the company has narrowed its product mix, committed tens of millions of dollars to product promotion and advertising and has developed the Macintosh and the IIc, the two machines it is counting on for the rest of the decade.
+As a result, Apple's once-fading momentum, in the eyes of many analysts, seems to have been recovered. Mr. Sculley, an energetic manager who once was heir apparent at Pepsico Inc., is getting much of the credit.
+''Six or nine months ago, one wrong decision on their side could have really hurt,'' said Ulric Weil, a computer industry analyst with Morgan Stanley & Company. ''Now, it looks like they are heading for a record quarter'' starting in July.
+To be sure, I.B.M. which posted $43 billion in sales last year, compared with nearly $1 billion at Apple, is expected to respond aggressively to the Macintosh and the IIc.
+The competition will likely be particularly strong in the office automation market, where the Macintosh scored some early victories. ''The question is whether that initial enthusiasm will be sustainable,'' said Barbara Isgur, a computer analyst at Paine Webber Mitchell Hutchins Inc.
+Mike Murray, Apple's marketing manager for the Macintosh, said he was concerned about I.B.M.'s prowess, and noted that the computer giant recently assigned 400 sales representatives to work exclusively with universities. The Macintosh has been selling well there, at places such as Harvard, Stanford, Columbia and Michigan, aided by a large discount to students and faculty.
+Sales Goal Set High
+Apple is counting on the IIc to be its biggest seller by year-end, with a goal of 400,000 sales, most of them to home users. Then, too, its Macintosh computer already has passed 50,000 in unit sales and, according to company estimates, could reach 70,000 by the end of its first 100 days, on May 3.
+Mr. Sculley estimates that the Macintosh, which sells for $2,495, or nearly twice as much as the IIc, at $1,295, will approach 250,000 sales by year-end. The company thinks that it could have sold that many already, if it had the manufacturing capacity.
+''With the Mac and the IIc, we think we have defined the products that will carry Apple for the rest of the decade,'' Mr. Sculley said. ''I don't think there will be a doubt in anyone's mind by the end of the year that Apple wants to be a strong consumer products company.''
+Competition With I.B.M.
+Analysts said that the IIc should do well in its head-to-head competition against the apparently faltering I.B.M. PCjr, which is priced from $700 to $1,500. The IIc is one-third the weight of the PCjr, at 7 1/2 pounds, and is capable of using about 95 percent of the 16,000 programs written for the Apple II series of computers.
+''One of the things that may occur here is that Apple is beginning to pre- empt I.B.M. from ever making much headway in the home market,'' said Gregory L. Kelsey, a computer analyst with Hambrecht & Quist, in San Francisco.
+''The dealers are doing better than ever with the Apple II's and most of them think that sales will pick up immediately with the IIc,'' he said.
+Mr. Weil, the Morgan Stanley analyst, said I.B.M. may have miscalculated with the PCjr, which he characterized more as a game machine because it cannot run many of the programs made for the fast-selling and more powerful I.B.M. Personal Computer.
+''Even if I.B.M. straightens it out now, it has given Apple a very valuable 120 days to get the IIc out and for the Macintosh to take hold,'' he said. ''It was a lucky break for Sculley, and gave him time to get up a full head of steam.''
+Miniature Version of IIe Apple will take its first orders Tuesday for the IIc from dealers gathered at Moscone Center, and deliveries have been guaranteed by May 3. The IIc is essentially a miniaturized version of the IIe, containing 40 silicon chips instead of the 110 in the IIe, and is being assembled in Dallas.
+The $1,295 price covers what Apple considers basic equipment for a computer novice to get the system operating immeidately, including a brief case-size keyboard, a 5 1/4-inch disk drive and a connector to plug the machine into a television.
+Accessories include a color monitor, at $199, a printer for $299, and an additional disk drive for $329. The company also is recommending 17 best-selling programs in education, business, communications and entertainment, which in many cases have been improved by developers to operate on the IIc.
+Apple has budgeted more than $20 million - at least $5 milllion more than for the Macintosh - to make the IIc a household name by summer's end. Five weeks of advertising on national television networks are set for May and June, with a series of 30-second spots scheduled during broadcasts of the Summer Olympic Games.
+''We have the opportunity to dramatically change the ground rules around which the industry operates,'' Mr. Sculley said. Because of Apple's new emphasis on consumer marketing, he boasted, ''Silicon Valley will never be the same.''
+Mr. Sculley, who led Pepsi-Cola in its successful campaigns to take market share away from Coca-Cola in recent years, said heavy spending on advertising is critical for Apple to establish itself, along with I.B.M., as a leader in personal computers for the home.
+Independent Dealers Key
+''Apple is dependent upon independent retailers to sell a large majority of our products,'' he said. ''That's why it is extremely important to be No. 1 or No. 2 with the dealers.''
+The retail chains appear to be warming up to Apple. Businessland took on the Macintosh earlier this month. A spokesman for Computerland said the chain, the biggest with more than 500 stores, is ''in discussions'' with Apple. Analysts expect an agreement there and with other chains by June.
+Mr. Sculley said the II products are aimed at users in the home, while the more expensive Macintosh and three Lisa machines, based on faster, 32-bit microprocessors, are designed for business.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=APPLE+IS+BANKING+ON+NEW+PORTABLE%3A+THE+IIC+COMPUTER&title=New+York+Times&issn=03624331&date=1984-04-24&volume=&issue=&spage=D.1&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 24, 1984","''With the Mac and the IIc, we think we have defined the products that will carry Apple for the rest of the decade,'' Mr. [John Sculley] said. ''I don't think there will be a doubt in anyone's mind by the end of the year that Apple wants to be a strong consumer products company.'' ''Even if I.B.M. straightens it out now, it has given Apple a very valuable 120 days to get the IIc out and for the Macintosh to take hold,'' he said. ''It was a lucky break for Sculley, and gave him time to get up a full head of steam.'' ''We have the opportunity to dramatically change the ground rules around which the industry operates,'' Mr. Sculley said. Because of Apple's new emphasis on consumer marketing, he boasted, ''Silicon Valley will never be the same.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Apr 1984: D.1.",11/15/17,"New York, N.Y.",,"Hayes, Thomas C",New York Times Company,,Newspapers,424936763,"United States, New York, N.Y.",English,24-Apr-84,"DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS; PERSONAL COMPUTERS",New York Times,NEWSPAPER,,,,,,,
+AUTO WORKERS TO STATE GOALS FOR NEW PACTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proque st.com/newspapers/auto-workers-state-goals-new-pacts/docview/424917098/se-2?accountid=14586,"''This seat was made for you on the day shift by Team 7 at Fisher Body, Flint,'' reads a small sticker attached to the rear ashtray of some new Buick automobiles.
+The sticker, put on the seats made by three-worker assembly groups at the General Motors Corporation's Fisher Body plant in Flint, Mich., is an indication of efforts the auto maker has made in recent years to improve labor relations by fostering team spirit. It is also meant to convince consumers that they are not buying cars made by disgruntled, sloppy workers.
+Whether these beginnings of a more cooperative attitude between the world's largest automobile company and its workers will survive this summer is in some doubt as the company and the United Automobile Workers brace for what is expected to be a difficult round of negotiations on a new contract to replace the one that expires Sept. 14.
+Aims of the U.A.W.
+The union will outline its position at a three-day bargaining convention that opens here Tuesday. The U.A.W. is expected to try to regain from the newly prosperous auto companies some or all of the in concessions made under heavy pressure in 1982, totaling $4 billion over the course of a little more than two years, and to put limits on the companies' freedom to shift work to low-wage areas in this country and overseas.
+Donald F. Ephlin, the vice president who heads the union's General Motors department, has warned that a strike could destroy all the worker involvement and quality-of- work-life programs of the past decade. ''Maybe I'm overdramatic in what I say, but I think these are very critical times,'' he said in an interview published in Automotive News, a trade newspaper.
+The auto companies agree that worker cooperation is essential to improving quality, but they also say they face costs of $1,000 a car more than those in Japan. The choice, they add, is to trim costs in their plants or shift production elsewhere. Both sides say they hope to reach a bargain that will avoid a strike while contributing to the companies' need to become more efficient,
+It is generally expected within the industry that General Motors will be the union's target, although the contract at the Ford Motor Company expires as the same time. The contract at the Chrysler Corporation was renegotiated last fall and extends until 1985, as does the pact at the American Motors Corporation.
+General Motors's apparent plans for the talks were disclosed when a briefing paper prepared by Alfred S. Warren Jr., the company's vice president for labor, fell into the hands of the union, which made it public. The company's plan, as outlined in the document, is to tie any future wage increases to profits; to get workers to share the cost of health care, now borne entirely by the companies; to institute a multi-tiered wage system for new employees, and to try to reduce the union work force of about 375,000 by as many as 100,000 workers by late 1986, evidently through automation and outside purchases. G.M. Minimizes Importance
+Company officials have acknowledged the document as authentic, though they have tried to minimize its importance. The paper has been ''getting more attention than it deserves,'' said Howard Kehrl, vice chairman of the company. ''There are a lot of memos flying around the company,'' he said.
+Nevertheless, Roger B. Smith, the chairman, said recently that he did not favor returning to the guaranteed annual wage increase, the practice for more than 30 years.
+The disclosure of the General Motors bargaining strategy has provided ammunition for the militant wing of the union, which has organized itself under the slogan of ''restore and more for '84.'' Peter Kelly, president of Local 160 at G.M., a member of the union's rank-and-file bargaining committee for this year's talks, said the group's goal was restoration of the annual raises given up in the 1982 talks, but partly replaced by profit-sharing; retention of cost-of-living adjustments; continuation of fully paid health care, and improved pensions for those already retired.
+''We are sick and tired of these gimmicks by the companies,'' Mr. Kelly said at a news conference last week. ''No more concessions, no more profit- sharing, no more holding hands when they're actually planning to slit our throats.''
+The auto industry's return to profitability and the large bonuses expected to be paid to top executives should also serve to whet workers' demands, although most industry analysts say the profits resulted in large part because of restraints on the import of Japanese cars. Company View on Bonuses
+''We'll have to do some serious thinking on how to get the message across that executive bonuses are earned and not some special privilege,'' Mr. Warren wrote in the negotiating plan.
+Mr. Smith has emphasized the profit- sharing checks averaging $640 that each General Motors factory worker will receive this year as proof that the 1982 agreement was not all concessions by the union.
+But many workers have been suspicious of profit-sharing plans, preferring the security of negotiated increases. Workers at Chrysler rejected profit-sharing in 1982 in favor of a 75-cent-an-hour wage increase.
+Chrysler officials have since said that, because of the company's spectacular financial recovery, the rejected profit-sharing proposal would have paid each worker $2,225 for 1983. The union acknowledges that the figure is accurrate. It contrasts with an annual increase of about $1,500 each received with the 75-cent-an-hour raises.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTO+WORKERS+TO+STATE+GOALS+FOR+NEW+PACTS&title=New+York+Times&issn=03624331&date=1984-03-03&volume=&issue=&spage=1.8&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 3, 1984","Company officials have acknowledged the document as authentic, though they have tried to minimize its importance. The paper has been ''getting more attention than it deserves,'' said Howard Kehrl, vice chairman of the company. ''There are a lot of memos flying around the company,'' he said. The disclosure of the General Motors bargaining strategy has provided ammunition for the militant wing of the union, which has organized itself under the slogan of ''restore and more for '84.'' Peter Kelly, president of Local 160 at G.M., a member of the union's rank-and-file bargaining committee for this year's talks, said the group's goal was restoration of the annual raises given up in the 1982 talks, but partly replaced by profit-sharing; retention of cost-of-living adjustments; continuation of fully paid health care, and improved pensions for those already retired. ''We are sick and tired of these gimmicks by the companies,'' Mr. Kelly said at a news conference last week. ''No more concessions, no more profit- sharing, no more holding hands when they're actually planning to slit our throats.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Mar 1984: 1.8.",11/15/17,"New York, N.Y.",UNITED STATES DETROIT (MICH),"HOLUSHA, JOHN",New York Times Company,,Newspapers,424917098,"United States, New York, N.Y.",English,3-Mar-84,AUTOMOBILES; CONTRACTS; GIVEBACKS (COLLECTIVE BARGAINING); LABOR,New York Times,NEWSPAPER,,,,,,,
+"HELMS, LEAVING F.A.A., VOICES CONFIDENCE IN AIR TRAFFIC PLAN","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/helms-leaving-f-voices-confidence-air-traffic/docview/425760559/se-2?accountid=14586,"J. Lynn Helms stepped down as head of the Federal Aviation Administration last week confident that his $10 billion to $20 billion plan to modernize the air traffic system would get the resources it needed.
+The program, involving the replacement of all traffic computers and more extensive automation, is the biggest civil aviation project ever undertaken by the Federal Government. ''I think the aviation community has been a little hasty in getting concerned about what will happen,'' Mr. Helms said in a recent interview.
+He said he was pleased with the budget proposal of $1.926 billion for the air traffic overhaul for the fiscal year 1985, saying it would enable the program to stay on schedule. He said the agency's top officials would work effectively with industry teams to manage the project.
+The 1985 fiscal year, starting Oct. 1, is the peak year for requests for outlays for the project, which is to extend to the year 2000. Concern about the program has been expressed by Government and industry aviation leaders since Mr. Helms announced Dec. 23 that he was leaving his job. Concern Over a Successor
+These leaders say that if the program is to keep its momentum it will require a chief with Mr. Helms's dynamism and technical background and that such a replacement will be hard to find. Mr. Helms, who is 58 years old, was a Marine Corps test pilot who capped a career in industry by presiding over the revival of the Piper Aircraft Corporation. He officially left his post as the agency's Administrator last Tuesday.
+Specifically, experts worry whether a Helms successor will have the credentials and persuasiveness to obtain adequate funds after 1985 and sufficient managerial talent over the long run. Four or five names, in and out of Government, have been mentioned.
+In October, questions were raised about the agency chief's ethics in private business activities. It was assumed that his days in the post were numbered, and it was feared that the air traffic plan might suffer from an abrupt change in leadership,
+When Mr. Helms was interviewed in his office in Washington, he said his resignation had no connection with published reports about his business affairs.
+He said he decided last May to return to private business some time from November 1983 to this month. Among goals he said he wanted met were a strong Federal Aviation Administration management team and assurance that the principal contracts with industry would be reached. He said that, in effect, the goals had been met, adding, ''That's why I think the community worries have been hasty.'' Confident of Backing
+Asked whether politics might bring setbacks, with so much at stake in carrying out the multibillion-dollar traffic overhaul, Mr. Helms replied:
+''I have some concerns. But there's no question in my mind that this Administration is fully committed to modernization for safety and to increase the efficiency of the country's air commerce. I think President Reagan will go down as doing for aviation what Eisenhower did for the highway system.''
+Asked if he had any frustrations as he left his post, he said:
+''I don't think I have any that are unique. If I had my choice, I'd like to have one or two years more working with the F.A.A. management team to further improve their executive management skills. This is not a major problem. We're well down the road. We have an extremely effective team.''
+In the budget for the 1983 fiscal year, Congress authorized a total outlay of $6.327 billion through the fiscal year 1987 for the modernization plan. However, appropriations have to be voted each year, and last year they fell short. F.A.A. Officials Optimistic
+For the current fiscal year, a total of $1.013 billion was appropriated for capital equipment and research. The $1.926 billion appropriation the Reagan Administration requested for 1985 includes $250 million of a $613 million shortage last year.
+Toward the end of the interview, Mr. Helms, who has a forthright manner and a patent confidence in his abilities, was willing to talk about an article about him in The Wall Street Journal.
+The article, published Oct. 7, said that over eight years he and an associate had taken over businesses in seven or more states, that at least three of the Helms-owned businesses had been ''substantially liquidated'' in bankruptcies and ''several million dollars of the defaulted debt was lent or guaranteed by the U.S. and state government agencies.'' 'The Article Is Not True'
+The Department of Transportation and the Office of Ethics in Government, an executive branch agency, have asked for full reports on Mr. Helms's business ventures.
+Mr. Helms said of the newspaper's report, ''The article is not true, but I can't expand on it till my legal counsel is satisfied where we stand.''
+The F.A.A. chief also said he had told his counsel, ''There are things here I never heard about.'' At another point, he said, ''I have not been involved in management of my personal affairs for many years.''
+Was he satisfied with what he had done at the aviation agency?
+''I can't be disappointed in any way with what the F.A.A. has done while I've been here,'' he said. The air traffic modernization plan, he said, ''is the best I believe we could find for the period between now and the end of the century.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HELMS%2C+LEAVING+F.A.A.%2C+VOICES+CONFIDENCE+IN+AIR+TRAFFIC+PLAN&title=New+York+Times&issn=03624331&date=1984-02-07&volume=&issue=&spage=D.23&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 7, 1984","The article, published Oct. 7, said that over eight years he and an associate had taken over businesses in seven or more states, that at least three of the [J. Lynn Helms]-owned businesses had been ''substantially liquidated'' in bankruptcies and ''several million dollars of the defaulted debt was lent or guaranteed by the U.S. and state government agencies.'' 'The Article Is Not True' The F.A.A. chief also said he had told his counsel, ''There are things here I never heard about.'' At another point, he said, ''I have not been involved in management of my personal affairs for many years.'' ''I can't be disappointed in any way with what the F.A.A. has done while I've been here,'' he said. The air traffic modernization plan, he said, ''is the best I believe we could find for the period between now and the end of the century.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Feb 1984: D.23.",11/15/17,"New York, N.Y.",UNITED STATES,"Witkin, Richard",New York Times Company,,Newspapers,425760559,"United States, New York, N.Y.",English,7-Feb-84,AIR TRAFFIC CONTROL; FEDERAL AID (US); FINANCES; BUDGETS AND BUDGETING,New York Times,NEWSPAPER,,,,,,,
+DEREGULATION ALTERS BANKING,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/deregulation-alters-banking/docview/424852535/se-2?accountid=14586,"The big spender who thrived on borrowed money has turned into a loser. His opposite, the conservative saver who for years watched his nest egg being nibbled away by inflation, suddenly is a winner. There are other losers, too: poor people, small businesses and homeowners. And there are many winners: travelers, money market funds and people seeking greater convenience.
+The tables have been turned by the many ways that banking has been deregulated, with many usury laws eliminated and most Federal restraints removed on what commercial banks and savings institutions may pay on small deposits. Although deregulation is far from complete, it already has affected virtually everyone.
+As a result of deregulation of interest rates, individuals and small businesses have received an estimated $40 billion more than they would have earned from ordinary passbook savings accounts, on which banks were not allowed to pay more than 5 1/4 percent and thrift 5 1/2 percent. This has sharply increased the institutions' cost of funds.
+Small bankers complain that rate deregulation has come so fast that adjusting to it is difficult. ''A lot of banks were hurt because, slam-bang, $400 billion moved out of low-yielding accounts in one year,'' said Kenneth Guenther, executive vice president of the Independent Bankers Association, which represents small banks.
+Most bigger banks, however, seek broader powers. They want to enter the insurance business and underwrite tax-exempt bonds and even corporate securities. Savings banks and savings and loan associations have already been allowed to perform many new services, such as accepting making commercial loans.
+The services that commercial banks may offer have not been expanded substantially, but they have moved into some fields - such as stock brokerage - that they avoided in the past.
+Here is a tally of who has won and lost so far:
+The Losers
+SMALL BUSINESSES. Because banks now must pay higher interest rates on consumer deposits, they have increased the interest rates they charge on loans. In the past, many local businesses and farmers had been insulated from rising interest rates in the general economy because their banks could recycle low-cost savings deposits.
+LOW-BALANCE DEPOSITORS. The cost of most bank services has risen sharply. For individuals with large balances, the increased interest they get offsets the higher fees and interest rates that banks are charging. But for people with relatively low balances, the increases in bank charges has been greater than the increase in interest earned. They may represent as much as four-fifths of the population. POOR PEOPLE. The poorest people are faring the worst. Many, if not most, banks have imposed monthly or quarterly fees on savings accounts with small balances. For example, the Dime Savings Bank of New York charges $1 a month on any passbook savings account with less than $500. So a family with $100 in such an account would wind up the year with only $88 of principal. The reason for the imposition of this fee, and sharp increases in many other fees, such as for money orders, is to offset the increased costs of consumer deposits.
+HOME BUYERS. Partly as a result of deregulation, it has become far more expensive, and more risky, to buy a home. Without assurance of low-cost money, financial institutions have become less and less willing to make long-term, fixed-rate mortgages. Instead, they are asking home buyers to accept floating-rate mortgages or to pay premiums for fixed- rate loans. Even though low-cost deposits have now all but disappeared, banks still must support their high-overhead branch networks, which were established to attract such deposits.
+AGGRESSIVE BANKS. Some economists argue that the higher cost of deposits has prompted many banks to make riskier loans to earn higher returns. If too many of those loans turn sour, some banks could end up with severe problems.
+OLD-LINE INDUSTRIES. As banks enter new fields, such as stock brokerage, they pose new competition for companies that traditionally have been in that area. And banks often have the important advantage of being able to raise money more cheaply in the national money markets.
+BANK EMPLOYEES. The higher cost of running a bank has forced most banks to cut costs and streamline their businesses. As a result, banks across the country have been reducing their staffs.
+The Winners
+HIGH-BALANCE DEPOSITORS. The most dramatic result so far of financial deregulation has been the higher rates of interest available to individuals and small businesses.
+MONEY FUNDS. Money market mutual funds, operated by securities firms and never subject to Government interest restraints, gave the public an alternative to the regulated banks. Because these money funds were draining hundreds of billions of dollars from the banking system, the banking industry and its regulators were forced to deregulate interest rates far more quickly than they preferred.
+BUYERS OF FINANCIAL SERVICES. As more institutions are allowed to offer a broader range of services, increased competition should prove a boon to consumers. In some areas, this already has driven interest rates on deposits higher. In addition, the entry of banks into the discount brokerage business has made it easier for individuals to shop for lower-cost brokerage services.
+CONVENIENCE SEEKERS. Deregulation can make banking more convenient by making it possible for individuals to do all their financial shopping at one ''store.'' And as deregulation proceeds, consumers may be able sit in their homes and shop for specific services across the nation via electronics.
+BANK EMPLOYEES. Although deregulation is displacing many workers from such routine jobs as tellers, it is also opening more interesting jobs. Many employees are getting an opportunity to develop more challenging skills, involving such technologies as automation and communications.
+TRAVELERS. A growing number of states, such as those in New England, have passed laws permitting regional interestate banking. In response, banks in one state have been buying banks in other states. Thus, a customer of a bank in, say, Boston, would be able to do business with affiliated banks throughout New England.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DEREGULATION+ALTERS+BANKING&title=New+York+Times&issn=03624331&date=1983-12-05&volume=&issue=&spage=D.1&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United St ates,3624331,"Copyright New York Times Company Dec 5, 1983","Small bankers complain that rate deregulation has come so fast that adjusting to it is difficult. ''A lot of banks were hurt because, slam-bang, $400 billion moved out of low-yielding accounts in one year,'' said Kenneth Guenther, executive vice president of the Independent Bankers Association, which represents small banks. LOW-BALANCE DEPOSITORS. The cost of most bank services has risen sharply. For individuals with large balances, the increased interest they get offsets the higher fees and interest rates that banks are charging. But for people with relatively low balances, the increases in bank charges has been greater than the increase in interest earned. They may represent as much as four-fifths of the population. POOR PEOPLE. The poorest people are faring the worst. Many, if not most, banks have imposed monthly or quarterly fees on savings accounts with small balances. For example, the Dime Savings Bank of New York charges $1 a month on any passbook savings account with less than $500. So a family with $100 in such an account would wind up the year with only $88 of principal. The reason for the imposition of this fee, and sharp increases in many other fees, such as for money orders, is to offset the increased costs of consumer deposits. CONVENIENCE SEEKERS. Deregulation can make banking more convenient by making it possible for individuals to do all their financial shopping at one ''store.'' And as deregulation proceeds, consumers may be able sit in their homes and shop for specific services across the nation via electronics.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Dec 1983: D.1.",6/12/19,"New York, N.Y.",UNITED STATES (1983 PART 1),"Bennett, Robert A",New York Times Company,,Newspapers,424852535,"United States, New York, N.Y.",English,5-Dec-83,REGULATION AND DEREGULATION OF INDUSTRY; LABOR; Housing; Credit; Deregulation; Small business; Banking industry,New York Times,NEWSPAPER,,,,,,,
+SPEEDY START FOR AMERITECH:   [Ma Bell's Offspring; Fifth article in a series appearing periodically on the new regional telephone companies ],"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/speedy-start-ameritech/docview/424812739/se-2?accountid=14586,"At Ameritech's executive offices on the 28th floor of Illinois Bell's headquarters, the fresh carpets and new furniture still have a faint chemical smell. The bookcases are barren except for a few scattered folders. Dozens of recently hired managers are getting used to the surroundings.
+Ameritech is the fourth largest of the seven Bell System siblings that the American Telephone and Telegraph Company will divest itself of on Jan. 1 under an antitrust agreement reached with the Justice Department last year.
+Despite its fledgling status, it is moving strategically like a mature company: Last month, it became the first of the divested companies to start a cellular mobile radio service. It has also begun a venture with Aetna Telecommunications Laboratories to develop a fiber optics technology for the automated office.
+Moreover, management is going ahead with a plan to win back business customers by spending $1 billion to upgrade its central exchange switching equipment. The move startled some senior executives in other Bell companies.
+Rush to New Technology
+High-tech is the buzzword at the company, which is formally named American Information Technologies Inc. ''Each regional entity will claim that it has the latest and the best technology,'' William L. Weiss, chairman-designate, told securities analysts recently. ''What will be significant will be the cost and speed with which it is deployed.''
+The holding company has a special incentive to move quickly into new, growing businesses. Its operating companies - Illinois Bell, Indiana Bell, Michigan Bell, Ohio Bell and Wisconsin Telephone - are in the nation's most economically stagnant area.
+''There's a large concentration of users in their area,'' said Ernest S. Liu, a telecommunications analyst for Goldman, Sachs & Company. ''But a lot of people have said this is a mature company operating in a mature market and to heck with them.''
+He thinks that perception may change once investors realize that ''less is better'' when it comes to adding new phone lines, because installing lines can devour cash. Growth in the future will come from increased usage of existing lines, Ameritech says, particularly for data transmission by large businesses, which are plentiful in the Great Lakes region.
+Protecting the Network It Has
+Until the explosion in usage materializes, Ameritech is committing money and resources at a pace that the other companies have yet to catch up with, and the mere suggestion that the company may be moving too fast rankles Ameritech's planners.
+''We're not doing what Braniff did after deregulation - going after everybody else's business,'' said James J. Howard, Ameritech's president. ''We get an $8 billion revenue stream from our network. We're concentrating on our core business. The idea is to surround our network, protect it and enhance it.''
+Ameritech's attempt to revive its central exchange switching system, or centrex, is probably its most controversial move. Mr. Howard says Ameritech will try to persuade small- and medium-sized companies to use the revamped centrex system, instead of making large capital outlays for private telephone switchboards, or PBX's, of their own.
+Many Business Customers Left
+In the past several years, the Bell System has lost many business customers as these private switchboards, along with other innovations, allowed users to bypass Bell to make calls and transmit data. To win them back, Ameritech plans to spend more than $1 billion by 1985 to convert its centrex system to digital switching, the state of the art technology. ''You can't buy this stuff and install it any faster than we're doing it,'' says Mr. Howard
+The modernized centrex system will cut the operating costs to Ameritech by almost two-thirds, Mr. Howard claims. But other Bell System excutives are not so sure, mainly because of the access fees that the Federal Communication Commission wants to impose on lines hooked into the long-distance network.
+''The fact is unless something can be done to take the costs out of these lines, centrex is in trouble in my view,'' said Zane Barnes, president of Southwestern Bell.
+Wall Street may be just as skeptical. ''I don't think there is any way any centrex system can be competitive with PBX if the access charges go through,'' says Frank Plumley, an analyst for Standard & Poor's.
+Mr. Weiss sticks by his optimism. ''It would help if the F.C.C. would give centrex a bit of a break. But we still believe it's viable and the access charge doesn't change that.''
+Mobile Phone Venture
+The company is certain, too, about its other new ventures, including mobile phones, which it says are selling in Chicago at twice the rate it predicted. Ameritech is extending similar service to Detroit and Cleveland, despite investor fears that demand for car phones may prove meager.
+Ameritech is also taking on such competition as Wang, Xerox and International Business Machines in its bid to break into the office automation market. The agreement last month with Aetna Laboratories is part of this strategy. The Aetna company is a venture of GRE Technology Inc. and the Aetna Life and Casualty Company.
+Ameritech expects fiber optics technology to be capable of simultaneously transmitting voices, videotex and data at high speeds within a single building or a complex of buildings. And Mr. Weiss is unperturbed by the reputation of his competitors.
+''We're as good as they are,'' he says, predicting that the more experienced technology companies, which are not accustomed to laying miles of cable, may want to buy the Ameritech/Aetna system for use with their equipment.
+Profiting May Take Time
+Some analysts warn, however, that neither of the new ventures will make any noticeable impact on profits for at least three years. And Ameritech, whose return on equity of about 13.5 percent ranks fourth among the holding companies, desperately wants to improve its performance.
+Some analysts expect the company to make a sizable acquisition because its cash flow, benefiting from a relatively small construction budget, will be so good. But Mr. Weiss says that he wants to expand the core business, probably by joint ventures. ''When it comes to acquisitions and you're as big as we are, there just isn't too much that's available.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SPEEDY+START+FOR+AMERITECH%3A+%5BMA+BELL%27S+OFFSPRING%3B+FIFTH+ARTICLE+IN+A+SERIES+APPEARING+PERIODICALLY+ON+THE+NEW+REGIONAL+TELEPHONE+COMPANIES%5D&title=New+York+Times&issn=03624331&date=1983-11-07&volume=&issue=&spage=D.1&au=Williams%2C+Winston&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 7, 1983","High-tech is the buzzword at the company, which is formally named American Information Technologies Inc. ''Each regional entity will claim that it has the latest and the best technology,'' William L. Weiss, chairman-designate, told securities analysts recently. ''What will be significant will be the cost and speed with which it is deployed.'' ''There's a large concentration of users in their area,'' said Ernest S. Liu, a telecommunications analyst for Goldman, Sachs & Company. ''But a lot of people have said this is a mature company operating in a mature market and to heck with them.'' ''We're not doing what Braniff did after deregulation - going after everybody else's business,'' said James J. Howard, Ameritech's president. ''We get an $8 billion revenue stream from our network. We're concentrating on our core business. The idea is to surround our network, protect it and enhance it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Nov 1983: D.1.",6/12/19,"New York, N.Y.",,"Williams, Winston",New York Times Company,,Newspapers,424812739,"United States, New York, N.Y.",English,7-Nov-83,"MERGERS, ACQUISITIONS AND DIVESTITURES; COMPANY AND ORGANIZATION PROFILES; SURVEYS AND SERIES; Telephones; Deregulation",New York Times,series,,,,,,,
+SOUND; TECHNOLOGY TACKLES THE INTRICACIES OF TAPE REVERSAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-technology-tackles-intricacies-tape/docview/424791489/se-2?accountid=14586,"Maybe they are too lazy or too busy, but lots of listeners are loath to flip over their cassettes. They are prone to the lure of automation and partial to so-called auto-reverse cassette decks. With these decks, you don't have to turn over the cassette at the end of the first side. The machine automatically puts the tape in reverse motion so that the second side is played after the first.
+But take a moment to visualize the basic geometry of tape flipping, and you'll see that simply reeling the tape in the opposite direction isn't all it takes. Just changing the direction of the tape travel would result in the same tracks being played backward. What has to be done in addition is to shift the signal pickup to another pair of magnetic heads located along the sound tracks on the other half width of the tape.
+To bring a second pair of heads into play entails a problem known as azimuth alignment. Ideally, the narrow gap in the magnetic head that ''reads'' the signal from the tape must be oriented at exactly the same angle (usually straight across the width of the tape) as the head on which the recording was done. This is extremely difficult to accomplish when two separate ranks of playback heads must be squeezed into the tight space within the cassette's playing area.
+If one set of playback heads is ever so slightly out of true parallel with the other, they simply won't sound alike. As a result, the automatic reverse play often suffers noticeable loss of high frequency response, putting listeners in a quandary: Forced to chose between convenience and quality, listeners with critical standards avoided auto reverse decks altogether and some manufacturers did not even offer this feature.
+Among the companies which up to now resolutely refused to get involved at all with the problems and pitfalls of auto reverse cassette decks was Nakamichi, long noted for the quality and inventiveness of its designs. But then Nakamichi decided to look for ways of having your cake and eating it, too. Eventually it came up with a solution to the problem of head alignment in auto-reverse decks.
+Nakamichi devised electronically steerable playback heads whose angle to the tape is continually monitored and adjusted. A special playback head senses differences in the signals picked up at the inner and outer edges of the tape track. If the difference is zero, it means that the head is in correct alignment with the tape and that the signal is being read properly all the way across the track. If the monitor circuit senses that this is not the case, it instructs a tiny motor to rotate the head until the zero reading is obtained, which shows that the tape head is in perfect alignment with the tape.
+In addition to solving the basic problem inherent in auto-reverse, this approach has other important advantages. For one thing, it adjusts the playback head to get an optimal reading of any tape - even of tapes recorded on machines that were out of proper adjustment. Audio fans have long been aware that not all tape recorders are fully in accord with one another in the matter of head alignment. Often a cassette sounds dull if the deck on which it is played is not aligned identically to the deck on which it was recorded. This is one reason why prerecorded tapes sometimes sound muffled.
+Of course, all tape decks are supposed to be adjusted to the same standard, but it is possible for a tape head to slip out of its proper position. Besides, misalignment is sometimes caused by the flexing and weaving of the thin film of tape as it travels through the mechanism of the tape deck. This is likely to happen if the edges of the tape are not cut with the utmost precision. The Nakamichi system of self-correcting alignment solves all these problems at a single stroke. Yet the sensing and steering devices involved in the automatic alignment are very expensive, and this self-correcting system is available only in Nakamichi's most elaborate and expensive model, called the Dragon, which is priced at $1,850.
+The company therefore continued to search for an alternative and less expensive way to deal with the problems of head alignment that would allow it to include auto-reverse in its cheaper models. The offbeat method ultimately adopted in the new model RX-202 is a kind of merry-go-round. The cassette holder is mounted on a revolving stage which simply spins the cassette around after the first side is finished. The device mimics the motions usually performed by hand and thus puts the tracks on the second side of the cassette exactly where the tracks of the first side had been. This eliminates the need for a second pair of reverse playback heads and their alignment with the other heads. Watching the machine flip the cassette with uncanny swiftness reminds one of the prestidigitations of a cardsharp. But the fast shuffle is no trick: it really works.
+In its other tape abilities, the RX-202, priced at $650, is similar to Nakamichi's own highly satisfactory model BX-2, priced at $450. Just charge the $200 difference to the convenience of auto reverse and all those fancy mechanized flip-flops.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUND%3B+TECHNOLOGY+TACKLES+THE+INTRICACIES+OF+TAPE+REVERSAL&title=New+York+Times&issn=03624331&date=1983-10-30&volume=&issue=&spage=A.25&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 30, 1983","To bring a second pair of heads into play entails a problem known as azimuth alignment. Ideally, the narrow gap in the magnetic head that ''reads'' the signal from the tape must be oriented at exactly the same angle (usually straight across the width of the tape) as the head on which the recording was done. This is extremely difficult to accomplish when two separate ranks of playback heads must be squeezed into the tight space within the cassette's playing area. Of course, all tape decks are supposed to be adjusted to the same standard, but it is possible for a tape head to slip out of its proper position. Besides, misalignment is sometimes caused by the flexing and weaving of the thin film of tape as it travels through the mechanism of the tape deck. This is likely to happen if the edges of the tape are not cut with the utmost precision. The Nakamichi system of self-correcting alignment solves all these problems at a single stroke. Yet the sensing and steering devices involved in the automatic alignment are very expensive, and this self-correcting system is available only in Nakamichi's most elaborate and expensive model, called the Dragon, which is priced at $1,850.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Oct 1983: A.25.",11/14/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,424791489,"United States, New York, N.Y.",English,30-Oct-83,RECORDING EQUIPMENT,New York Times,NEWSPAPER,,,,,,,
+SOUND; TINY RECORDERS TRAVEL FAR,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-tiny-recorders-travel-far/docview/424655563/se-2?accountid=14586,"At the beginning of summer, time itself stretches out like a great meadow - an open expanse to be filled with one's pleasures and likings. For many, this means yielding to the urges of wanderlust - following the lure of exotic places and of days measured by the sun, not by the clock.
+For audio fans, footloose for the season, the portable cassette recorder has joined the camera as an indispensable travel companion, and for much the same reason. Often the sonic ''snapshot'' evokes the atmosphere of a place or the memory of an event as vividly as a photograph. Indeed, in a certain sense, sound stirs memories of time and place more acutely than a picture; for the camera's awareness is ''still'' - its eye blinks for the mere fraction of a second - while the recording of cathedral bells, of singing at a ''taverna'' or a band concert in the town square lets a unique span of time unfold in its own cadence. The camera freezes the moment. A recording, by capturing speech and song, retains the breath.
+Traveling with a tape recorder not only yields sonic souvenirs; it intensifies the experience of travel itself by heightening the traveler's sense of a specific place through its sonic aspects. What you selectively ''choose'' to hear in a given setting and situation reflects your particular perception of things quite as pointedly as what you see. For example, my own travel tapes include sonic mementos of the great carillon at Bruges, gypsy fiddlers at a country inn in the Hungarian plains, the stentorian call of an alphorn echoing through the Engadine valley in Switzerland, and a little vituperation from an undertipped Corsican waiter. But my favorite remains a little brass band tootling sweetly and drawing their measures like taffy as they floated on a barge along the shore of an Alpine lake near Salzburg.
+This summer for the first time, traveling sound hunters can match the fidelity of good home equipment with a new type of miniature recorder. Up to now, pocket-size portables consistently fell short of stringent musical requirements. This is not to denigrate such pocket-type recorders, for they made no pretense to high fidelity in the first place and are clearly intended for casual use where sound quality is not a major concern.
+The main weakness of these small recording machines - aside from limited frequency response - is a pronounced ''flutter'' which makes the sound slightly tremulous and is especially noticeable on sustained notes. Another serious limitation is the absence of recording-level meters. Instead, these small recorders employ a device known as ALC (Automatic Level Control) which does unbidden violence to the music. It cuts down loudness peaks to prevent overloading on the tape and boosts the soft sounds so they stand out clearly against the often obtrusive background noise. While this kind of automation makes it unnecessary for the user to make any adjustment of recording levels and thus contributes to ease of operation, it clearly impairs musical expressivness by making everything come out at about the same loudness level.
+All these drawbacks have been overcome in Sony's ''Walkman Professional'' (WM-D6), a miniature model filling the previous empty niche between casual pocket recorders and the expensive portable sound equipment used in radio reporting and film production. Unlike other small recorders, the Walkman Professional boasts a quartzcontrolled tape drive, eliminating the flutter problems that plague lesser portables. Its flutter and wow specification of 0.04 percent is unprecedented for hand-held equipment and respectable even for a full-sized, home-based deck. This remarkable result is attributable partly to the way the machine monitors its own performance. A sensing device governing the tape speed is mounted directly on the capstanshaft pulling the tape rather than (as is normally the case) on the drive motor. Any variance in the linkage between the motor and the actual tape drive is thus registered and corrected, making the unit almost impervious to the shakes and bumps of portable use. Theoretically, this neat electromechanical trick should let you make a rock-steady recording while galloping on horseback.
+A frequency response extending to 15,000 Hz and a signal-to-noise ratio of 58 db (even with the built-in Dolby noise-reduction switched off) put this Walkman in a class with many home decks. It has the necessary adjustments for different tape types, a numerical counter to locate specific passages on a tape; and with an auxiliary adapter, the units can be powered by house current as well as by batteries. (But watch those foreign voltages!) Most importantly, in contrast to other pocket recorders, the recording level is variable and can be set with the aid of an LED-type meter. Natural musical dynamics can thus be retained in the recording.
+The Walkman Professional differs from most portables in still other ways. For one thing, it has no built-in microphones. This is not a thoughtless omission but a deliberate choice made in recognition of the fact built-in mikes rarely yield satisfactory results. Invariably, they pick up background noise from the drive motor, and by making the use of external mikes mandatory, the Walkman Professional safeguards the quality of results. A linked pair of miniature microphones like Sony's EMC-929LT or EMC-939T are capable and unobtrusive, making ideal companions to this exceptional recorder.
+The $350 list price may seem high for a portable, but it should be kept in mind that this particular model can also serve as a tape deck for the home, having the requisite terminals for hook-up to a home system. It can thus lead a double life, indoors and outdoors, home and abroad, everywhere acquitting itself with indisputable musical merit.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUND%3B+TINY+RECORDERS+TRAVEL+FAR&title=New+York+Times&issn=03624331&date=1983-06-19&volume=&issue=&spage=A.29&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 19, 1983","For audio fans, footloose for the season, the portable cassette recorder has joined the camera as an indispensable travel companion, and for much the same reason. Often the sonic ''snapshot'' evokes the atmosphere of a place or the memory of an event as vividly as a photograph. Indeed, in a certain sense, sound stirs memories of time and place more acutely than a picture; for the camera's awareness is ''still'' - its eye blinks for the mere fraction of a second - while the recording of cathedral bells, of singing at a ''taverna'' or a band concert in the town square lets a unique span of time unfold in its own cadence. The camera freezes the moment. A recording, by capturing speech and song, retains the breath. All these drawbacks have been overcome in Sony's ''Walkman Professional'' (WM-D6), a miniature model filling the previous empty niche between casual pocket recorders and the expensive portable sound equipment used in radio reporting and film production. Unlike other small recorders, the Walkman Professional boasts a quartzcontrolled tape drive, eliminating the flutter problems that plague lesser portables. Its flutter and wow specification of 0.04 percent is unprecedented for hand-held equipment and respectable even for a full-sized, home-based deck. This remarkable result is attributable partly to the way the machine monitors its own performance. A sensing device governing the tape speed is mounted directly on the capstanshaft pulling the tape rather than (as is normally the case) on the drive motor. Any variance in the linkage between the motor and the actual tape drive is thus registered and corrected, making the unit almost impervious to the shakes and bumps of portable use. Theoretically, this neat electromechanical trick should let you make a rock-steady recording while galloping on horseback.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 June 1983: A.29.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspaper s,424655563,"United States, New York, N.Y.",English,19-Jun-83,"RECORDINGS AND RECORDING EQUIPMENT; CASSETTES; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+THE RISE IN WORKER BUY-OUTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rise-worker-buy-outs/docview/424548462/se-2?accountid=14586,"Last November, Honeywell Inc. announced mixed tidings for employees of its information systems unit. A total of 1,850 jobs were to be eliminated, but those employees who qualified could choose early retirement, pocketing a pension as well as cash payments equivalent to their Social Security benefits.
+In the end, like thousands of workers in troubled industries across the country, 100 of the employees took the early retirement option. They saw in the company buy-out program an opportunity either to leave the work force, living on their benefits, or to start another job with a supplemental income guaranteed.
+For Honeywell, meanwhile, the costs of the buy-out were substantial - including annual benefits averaging $30,000 per employee, the company says its bill ran to several million dollars - but the rewards may have been greater.
+For the benefits averaged only 60 percent of what would have been paid anyway in wages, and nonsalary support costs of health insurance, travel and office space were eliminated altogether. In addition, the company says, it realized an intangible savings in employee morale. Aids Promotions
+''This obviously is more expensive than a layoff,'' said Daniel Lesh, Honeywell's manager of corporate compensation. ''If you took a more hard-nosed approach you wouldn't do it, and just save the money. But this also allows you to open up new promotions and preserve jobs for some shorter-service employees.''
+Honeywell is not alone in such thinking. As the recession has forced companies to reduce their work force in most industries, more of the nation's largest companies have turned to early retirement and other employee buy-out programs as an alternative to layoffs.
+In the last four months, R.J. Reynolds Industries, the Eastman Kodak Company, Pan American World Airways and the Pratt & Whitney Aircraft Group have announced large-scale voluntary employment separation programs. Pan Am alone charged $43 million against 1982 earnings to reflect severance payments made to more than 2,000 employees who chose to leave the company. Others, like Armco Inc. and the Xerox Corporation, have undertaken smaller programs.
+Some companies have employed buy-outs to eliminate jobs made obsolete by automation. The New York Times, among other newspaper companies, created an early retirement program last year for composing room personnel. The Times charged $14.1 million against fourthquarter earnings to reflect payments made to 147 employees who accepted the retirement program.
+In all, about 10 percent of America's large corporations initiated buy-out programs last year, according to Hay Associates, a Philadelphia-based management consulting firm. In nonrecession years, it estimates, the average is closer to 3 percent. 'Greater Dignity'
+''Clearly, if you have to reduce payroll and manpower, this is a nice way to do it,'' said Kenneth Shapiro, a partner with Hay Associates. ''It allows the employer to clean up the work force, and the employee to leave with greater dignity.''
+In many ways, according to analysts and the companies involved, an employee buy-out can be far more effective - although more expensive -than a layoff.
+Employees close to retirement age, for example, often receive above-average salaries in return for productivity that may fall below that of a younger worker. ''These are people who have reached their peak and are not going any further,'' one management consultant said. ''This is an equitable means of moving them out without resorting to layoffs.''
+By inducing older employees to leave, consultants say, the company not only removes the added costs attached to seniority, but also allows younger employees the chance for promotion; in a layoff, younger workers with low seniority are normally the first dismissed.
+Perhaps as important are the morale benefits realized by avoiding a layoff. ''With the ongoing threat of 'am I next?' it's very difficult for people to work together - employees are always waiting for the next shoe to fall,'' said Charles Gitzendanner, a vice president at A.T. Kearney, consultants. ''If people can leave and reduce costs on a voluntary basis, it presents a much more positive view internally.'' Layoffs Still Found Necessary
+In practice, however, early retirement and other voluntary programs are often tied to a general work force reduction that includes layoffs. Often, in fact, layoffs far outnumber voluntary departures.
+The 100 employees who chose early retirement at Honeywell, for example, were overshadowed by 1,700 colleagues whose jobs were eliminated through dismissals and transfers. Similary, Eastman Kodak announced 1,100 layoffs last month, while making an offer of increased pension benefits and up to 26 weeks' salary as severance pay to 8,000 eligible employees.
+In another approach, Pan American, the troubled international airline, has combined early retirement with voluntary furloughs, leaves of absence and job-sharing programs in an attempt to eliminate 5,000 jobs. It hopes to make the reductions without resorting to layoffs. ''The additional costs involved are certainly outweighed by the morale boost gained by not forcing the layoff,'' Jeffrey Kriendler, a company spokesman, said.
+Under Pan Am's plan, eligible employees choosing early retirement receive an early pension, severance pay based on length of service, and medical and travel benefits for one year; younger employees receive the same severance pay and medical insurance at the company's group rate for one year also. Other positions have been eliminated by combining the jobs of two full-time employees into one, effectively cutting the salary and hours of each in half.
+Far-reaching programs such as Pan Am's are not possible for every company. Consultants note that smaller companies, or those with serious financial difficulties, may not be able to generate the cash flow required for substantial cash separation payments. ''In their case, the immediate cost may be more of an overriding consideration,'' Mr. Gitzendanner said.
+Illustration drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+RISE+IN+WORKER+BUY-OUTS&title=New+York+Times&issn=03624331&date=1983-02-23&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 23, 1983","''This obviously is more expensive than a layoff,'' said Daniel Lesh, Honeywell's manager of corporate compensation. ''If you took a more hard-nosed approach you wouldn't do it, and just save the money. But this also allows you to open up new promotions and preserve jobs for some shorter-service employees.'' Employees close to retirement age, for example, often receive above-average salaries in return for productivity that may fall below that of a younger worker. ''These are people who have reached their peak and are not going any further,'' one management consultant said. ''This is an equitable means of moving them out without resorting to layoffs.'' Perhaps as important are the morale benefits realized by avoiding a layoff. ''With the ongoing threat of 'am I next?' it's very difficult for people to work together - employees are always waiting for the next shoe to fall,'' said Charles Gitzendanner, a vice president at A.T. Kearney, consultants. ''If people can leave and reduce costs on a voluntary basis, it presents a much more positive view internally.'' Layoffs Still Found Necessary","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Feb 1983: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424548462,"United States, New York, N.Y.",English,23-Feb-83,UNITED STATES ECONOMY; LABOR; RETIREMENT; CORPORATIONS; LAYOFFS (LABOR); FINANCES,New York Times,NEWSPAPER,,,,,,,
+HOSPITALS CUTTING BACK ON ROUTINE TESTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hospitals-cutting-back-on-routine-tests/docview/424549601/se-2?accountid=14586,"Patients at St. Vincent's Hospital and Medical Center of New York no longer routinely undergo a battery of tests when they are admitted, or any other tests later unless ordered by a physician, according to hospital officials.
+Physicians at St. Vincent's do not order a test unless they are prepared to convince a hospital peer-review committee later that the test was necessary.
+A spot survey of a number of other hospitals in New York City disclosed that they, too, are careful not to subject patients to tests that may be unnecessary. And many hospitals report similar results: saving millions of dollars without any adverse effect on patient care.
+Officials at St. Vincent's said the hospital had cut costs by sharply reducing the volume of tests to less than a 5 percent annual increase in the last three years. During the late 1970's, they said, volume had increased by as much as 15 percent a year. Patients Informed of Tests
+For most patients at St. Vincent's, the reduction of tests means they no longer have to have a blood sample taken because an inexperienced resident physician wants to confirm what a more experienced attending physician would already be expected to know, or because no one knew that the same test had been made the day before.
+It also means that patients do not have to be subjected to the danger of radiation from a chest X-ray unless a physician decides the X-ray is necessary.
+And if a physician decides that a particular test is necessary, hospital officials say, every effort is made to explain why to the patient.
+The cutback in tests began three years ago when Blue Cross-Blue Shield, the country's largest private health insurer, announced that it was urging regional Blue Cross-Blue Shield plans such as the one in New York City to refuse to pay for routine hospital admission tests unless physicians specifically certified that each test was necessary. State Limits Charges for Tests
+Until then, it was common practice in most hospitals to have new patients undergo a battery of admission tests that generally included a chest X-ray, an electrocardiogram, urinalysis, blood chemistry test, blood count and venereal disease screening - without determining if each one was necessary.
+But the American College of Surgeons and the American College of Physicians said that not all routine tests were medically necessary for every patient, and that administering them in batteries resulted in higher hospital costs without improving patient care.
+Since New York State allows hospitals to charge only what a test actually costs, hospitals here do not have the financial incentive to perform tests that may not be necessary.
+However, state health officials said that unnecessary tests remained a significant problem, though hospitals had relatively little to gain from them financially. They said this was so because many physicians ordered tests to protect themselves against malpractice charges later if they are sued. Physician Must Approve Test
+The automation of medical tests has also made it easier for physicians to order a battery of tests rather than deciding which ones are actually necessary.
+However, hospitals in the city, such as St. Vincent's, St. Luke's-Roosevelt Hospital Center, and the New York University Medical Center, no longer permit batteries of routine tests to be made on admission. Each test must be approved separately by the patient's admitting physician.
+This means, for example, that a patient undergoing local anesthesia for a minor surgical procedure does not have to have a chest X-ray, which is normally a prerequisite for surgery requiring general anesthesia.
+For nonsurgical cases, physicians are also encouraged by hospitals to consider whether a chest X-ray is really necessary if the illness does not involve the cardiovascular system. Guard Against Duplicating Tests
+In addition, electrocardiograms, which reveal heart irregularities, are not ordered routinely for nonsurgical patients under 30 years of age unless there is a medical history of cardiovascular problems.
+Dr. Vincent A. De Genero, an attending surgeon at St. Vincent's and chairman of its utilization committee, said that all tests are done in a pre-admisssion testing center before a patient is hospitalized.
+''This gives the hospital control over all testing,'' he said. He added that it virtually eliminated duplicating tests later because tests already made were required to be logged on the patient's chart before admission.
+For emergency cases, the hospital's emergency room records all tests done there to make certain they are not repeated later. ''The main thing I tell residents,'' Dr. De Genero said, ''is that I do not want any needless repetition of tests - it's bad medicine and uncaring of patients.''
+Besides getting a patient's medical history and conducting a physical examination, hospitals are required by the state to make these tests: a urinalysis, a simple blood count and two cancerdetecting tests of female patients 21 years old or older who agree to take them - a uterine Pap smear if one has not been taken within three years, and a breast examination.
+Illustration photo of Robert Duryea",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HOSPITALS+CUTTING+BACK+ON+ROUTINE+TESTS&title=New+York+Times&issn=03624331&date=1983-02-20&volume=&issue=&spage=A.66&au=Sullivan%2C+Ronald&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 20, 1983","Hospitals in the city, such as St. Vincent's, St. Luke's-Roosevelt Hospital Center, and the New York University Medical Center, no longer permit batteries of routine tests to be made on admission. Each test must be approved separately by the patient's admitting physician. ''This gives the hospital control over all testing,'' he said. He added that it virtually eliminated duplicating tests later because tests already made were required to be logged on the patient's chart before admission. For emergency cases, the hospital's emergency room records all tests done there to make certain they are not repeated later. ''The main thing I tell residents,'' Dr. [Vincent A. De Genero] said, ''is that I do not want any needless repetition of tests - it's bad medicine and uncaring of patients.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Feb 1983: A.66.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Sullivan, Ronald",New York Times Company,,Newspapers,424549601,"United States, New York, N.Y.",English,20-Feb-83,HOSPITALS; TESTS AND TESTING; HEALTH INSURANCE; MEDICINE AND HEALTH; DOCTORS,New York Times,NEWSPAPER,,,,,,,
+LOSSES FORCING CHANGE IN FRENCH AUTO INDUSTRY,"New York Times, Late Edition ( East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/losses-forcing-change-french-auto-industry/docview/424462828/se-2?accountid=14586,"France's automobile makers, long considered the most dynamic of the country's manufacturers and widely respected abroad for their technological skill, are in trouble.
+Faced with stagnant world demand and stepped-up competition from abroad, especially Japan, the privately-owned Peugeot-Citroen group and the nationalized Renault see their market shares falling and their profits melting away.
+Peugeot-Citroen has reported that its British subsidiary had a first-half loss equivalent to $68 million, a result sure to help bring about the ''substantial'' loss for the year that the group's chairman, Jean-Paul Parayre, recently warned shareholders to expect. String of Losses
+This year's red ink follows a loss of $277 million in 1981 and one of $208 million in 1980, converting the French franc at its current rate. The losses reflect in part the difficulty the group has experienced in integrating its three elements, the once independent Peugeot and Citroen car companies, which merged in 1974, and Chrsyler's old European subsidiaries, which were brought into the fold in 1978 and rechristened Talbot.
+Renault's president, Bernard Hanon, has forecast a loss for the state-owned auto giant this year, too. It lost more than $120 million last year. The losses raise the question of whether Renault can continue to finance the American Motors Corporation in an attempt to make the American auto maker profitable again by marketing Renault models. The French company has invested more than $350 million in A.M.C. and owns nearly 50 percent of its stock. A Pivotal Time for Industry
+The losses of the French auto makers ''could be an historic adjustment in the industry's fortunes,'' said Claude Champion, staff analyst with the Societe d'Analyses Economiques and Financieres, a Paris-based group of business analysts.
+France's Socialist Government, eager to promote employment and spur exports, is clearly worried about the industry's difficulties. Employment in the industry has drifted downward for five or six years, the result both of automation and of the mergers that formed the present Peugeot-Citroen group.
+In addition, at a time when France's overall trade results are heading toward a record deficit, the vitally needed surplus that the auto industry usually earns from foreign trade has been declining. Trade Surplus Recedes
+In 1979, the French automobile industry brought in a record $3.91 billion more from its sales abroad than France spent on imported cars. But in 1980, the surplus slipped to $3.6 billion and last year it was $3.33 billion.
+President Francois Mitterrand, opening the Paris automobile show last week, seemed to treat the French auto makers as an industry in distress instead of as the great success that they used to be.
+He said the Government was drawing up a program to help the industry, similar to ones it is preparing for textiles, steel and other ailing industries. Earlier last month, Foreign Trade Minister Michel Jobert accused the industry of ''inattention to detail,'' while Industry Minister Pierre Chevenement said French cars now face ''a problem of quality.'' Industrywide Troubles
+The French industry's losses are not so surprising in themselves, since virtually every auto maker in Europe was in the red or barely broke even last year, with the exception of Daimler-Benz and BMW in West Germany and Volvo in Sweden.
+What makes the French companies' condition more worrisome is that while their exports are stagnating, they are losing ground at home. Even though the domestic market is the only one in Western Europe that is still growing, with new registrations up 10 percent this year, the increased sales are going to foreign car makers. Over the last two years, foreign car makers have increased their sales to France by 42 percent, raising their share of the market from 21 percent, to 30 percent. That growth has been at the expense of the French companies. Complaints About Socialists
+The two companies attribute much of their trouble to the Government's Socialist policies. A series of politically motivated strikes last summer cut production at Renault and Peugeot-Citroen and created a gap that foreign makers rushed to fill.
+By giving French workers a fifth week of vacation and cutting the workweek to 39 hours, the Government also increased the companies' costs. Now there is a wage freeze, but also a price freeze that is squeezing profit margins.
+The companies are fighting back, however. Last week Peugeot-Citroen announced a shake-up in its top management, apparently meant to tighten central control over the group's activities.
+Jacques Calvet, dismissed by the Socialists earlier this year as head of the state-owned Banque Nationale de Paris because of his close ties with the former Government, is being brought in to join the group's restructured executive committee. Inevitably, there are rumors that the controlling Peugeot family, with 34 percent of the group's stock, may be grooming him as a replacement for Mr. Parayre, if the company's fortunes do not improve.
+At this year's motor show, Citroen introduced its BX medium-sized car, the company's first really new car since 1974, the year in which Peugeot absorbed Citroen. A Soothing Voice
+And Peugeot said it was the first car maker in the world to include a vocal warning system as a standard item. On its new 505 turbo, when the gas gets low or the oil pressure starts falling, a soothing female voice broadcasts a warning. A real emergency -if the driver has started without closing a door, say - brings a loud male shout over the car radio.
+Meanwhile, Renault's Mr. Hanon says he will offer a new model every year and ''reindustrialize'' the company's factories by introducing more robots.
+Nevertheless, the future is likely to be tougher than the past for the two big companies. European car demand is expected to stagnate next year as hopes of an economic upturn fade. Also, the 30 percent share of the French market held by foreigners is in line with their level in comparable countries, suggesting that the recent increase may prove permanent.
+Illustration photo of Paris auto show (page D4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LOSSES+FORCING+CHANGE+IN+FRENCH+AUTO+INDUSTRY&title=New+York+Times&issn=03624331&date=1982-10-06&volume=&issue=&spage=D.1&au=PAUL+LEWIS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 6, 1982","The losses of the French auto makers ''could be an historic adjustment in the industry's fortunes,'' said Claude Champion, staff analyst with the Societe d'Analyses Economiques and Financieres, a Paris-based group of business analysts. He said the Government was drawing up a program to help the industry, similar to ones it is preparing for textiles, steel and other ailing industries. Earlier last month, Foreign Trade Minister Michel Jobert accused the industry of ''inattention to detail,'' while Industry Minister Pierre Chevenement said French cars now face ''a problem of quality.'' Industrywide Troubles Meanwhile, Renault's Mr. [Bernard Hanon] says he will offer a new model every year and ''reindustrialize'' the company's factories by introducing more robots.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Oct 1982: D.1.",11/15/17,"New York, N.Y.",FRANCE,"PAUL LEWIS, Special to the New York Times",New York Times Company,,Newspapers,424462828,"United States, New York, N.Y.",English,6-Oct-82,AUTOMOBILES; INTERNATIONAL TRADE AND WORLD MARKET; FINANCES; GOVERNMENTAL AID (NON-US); INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+A REPORTER'S NOTEBOOK: WOES OF STEEL INDUSTRY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reporters-notebook-woes-steel-industry/docview/424411705/se-2?accountid=14586,"The American steel industry is in disarray, operating at 40 percent of capacity with scores of plants closed or having their production curtailed and with tens of thousands of workers out of jobs.
+Yet, the convention of the United Steelworkers of America, which lasted five days in this beach and gaming community, was a remarkably placid affair, operating at times almost as if the problems of the industry and of the union did not exist.
+The convention, which ended today, was almost devoid of serious discussion of ways to tackle what many industry analysts say are profound problems in the industry: the transfer of steel company assets from steel production to energy, real estate and finance; antiquated plants, equipment and methods, and the attendant lack of innovation; high wage levels, and plant closures.
+As recently as the late 1970's, the union claimed a membership of 1.4 million, and materials presented to the 3,300 convention delegates still used this figure. But Frank McKee, the union treasurer, said that dues-paying membership had fallen to less than 800,000.
+Many analysts say that even if economic recovery comes, the American steel industry will never employ the vast numbers it once did because of increased automation and a fundamentally altered world industry, with low-wage South American and Asian countries turning out more steel.
+The convention passed pro forma resolutions calling for legislation to combat plant closings, methods to ease the introduction of new technology and an end to what the union called the unfair dumping of foreign steel. But the most heated rhetoric of the convention was devoted to attacks on President Reagan by speakers including Lloyd McBride, the union president, even though the basic problems confronting the industry predate his Administration.
+The few dissident leaders here, including Joseph Samargia, president of Local 1938 of Virginia, Minn., Ronald W. Weisen, president of Local 1397 in Homestead, Pa., and James Balanoff, former director of District 31 in the Gary-Chicago area, were distressed by the lack of vigor they said characterized the convention.
+''You're seeing the union dying, dying,'' Mr. Samargia said. Yet it is also true that the dissidents have been unable to forge an effective coalition or identify issues that insurgents can organized around.
+Associates of Mr. McBride said that, additionally, the convention reflected his demeanor. Mr. McBride is a low-key fellow, not given to color. ''Lloyd is not imaginative,'' one aide said.
+The most important action at the convention seemed to be Mr. McBride's effort to move the union toward reopening talks with eight major steel companies to try to reach an agreement to replace the existing contract, scheduled to expire Aug. 1, 1983.
+The eight companies, which bargain jointly with the union, says they desperately need the new agreement, with wage, benefit and work rule concessions, to lower their labor costs.
+Mr. McBride had sought to reach such an agreement this summer, but it was termed excessive by many local union presidents and rejected. Mr. McBride maintains that the steel companies are in desperate straits and the union must act to help them. ''They're not playing games,'' he said. ''They are in serious trouble.'' Some companies, he said, are at the ''point of destruction.''
+Since July, the industry has further curtailed steel production, and Mr. McBride won almost unanimous support from 400 local union leaders to keep talking with J. Bruce Johnston, the industry's chief negotiator, in an effort to reopen bargaining.
+Before the convention, Jack Parton, District 31 director and a favorite of Mr. McBride, had talked of assessing steel workers to increase the union's strike fund, now at more than $150 million. He received so little support that a resolution on this matter was not placed before the convention.
+Mr. McBride said it was clear the union would have major difficulty if it were to strike when its contract expires in 1983. Foreign steel companies would likely increase production, which would weaken the union's position, he said.
+Asked whether he was not confessing that the union would have little strength in a strike, he said it would be foolish to deny the truth.
+He added that local union bargainers had sometimes pushed companies too hard and exacted too much, also suggesting that some company managements had not been staunch enough in negotiations. He specifically mentioned the McLouth Steel Corporation near Detroit.
+Mr. McBride said, too, that he did not agree with the statement made at the convention by Senator Edward M. Kennedy, Democrat of Massachusetts, that the United States Steel Corporation should stick to making steel rather than buying energy companies, as it did with its multi-billion dollar purchase of the Marathon Oil Company.
+United States Steel acted within the law, Mr. McBride said, and he could understand why corporations seek the highest return on investments. ''They will chase that buck wherever they can find it,'' he said.
+Often the Steelworkers convention serves as a showcase for future union leaders. Mr. McBride, 66 years old, must step down from the presidency at the next union election, November 1985. The union president cannot serve past age 70.
+Several men are mentioned as possible successors: Mr. McKee, Lynn R. Williams, the union secretary, Bruce Thrasher, director of District 35, headquartered in Atlanta, and Mr. Parton.
+Mr. McBride was upbeat about the union despite its problems. ''I'm aware of our successes,'' he said, ''and I know that on a scale of one to 10 we're darn near a 10 in terms of the successes of our bargaining during the '70's. I also know that our successes have created some problems we now have to deal with.''
+At one point, however, a delegate suggested that the convention conduct a moment of silent prayer for the steel industry. The delegates stood in prayer.
+Illustration photo of Hank Loeb, unemployed steelworker",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+REPORTER%27S+NOTEBOOK%3A+WOES+OF+STEEL+INDUSTRY&title=New+York+Times&issn=03624331&date=1982-09-25&volume=&issue=&spage=1.12&au=WILLIAM+SERRIN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 25, 1982","Associates of Mr. [Lloyd McBride] said that, additionally, the convention reflected his demeanor. Mr. McBride is a low-key fellow, not given to color. ''Lloyd is not imaginative,'' one aide said. Mr. McBride had sought to reach such an agreement this summer, but it was termed excessive by many local union presidents and rejected. Mr. McBride maintains that the steel companies are in desperate straits and the union must act to help them. ''They're not playing games,'' he said. ''They are in serious trouble.'' Some companies, he said, are at the ''point of destruction.'' Mr. McBride was upbeat about the union despite its problems. ''I'm aware of our successes,'' he said, ''and I know that on a scale of one to 10 we're darn near a 10 in terms of the successes of our bargaining during the '70's. I also know that our successes have created some problems we now have to deal with.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Sep 1982: 1.12.",11/14/17,"New York, N.Y.",,"WILLIAM SERRIN, Special to the New York Times",New York Times Company,,Newspapers,424411705,"United States, New York, N.Y.",English,25-Sep-82,INDUSTRY PROFILES; STEEL AND IRON; LABOR; LAYOFFS (LABOR); FACTORIES AND INDUSTRIAL PLANTS; SHUTDOWNS (INSTITUTIONAL); PRODUCTION; CONVENTIONS AND CONFERENCES,New York Times,NEWSPAPER,,,,,,,
+DEBATE OVER OFFICE 'NETWORKS',"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/debate-over-office-networks/docview/424401522/se-2?accountid=14586,"THE idea seemed quite simple: Link all of a building's computers, word processors and ''smart'' copiers, its terminals, typewriters and printers in a single i nteractive communication network.
+By enabling all of those devices to communicate with one another, the reasoning went, workers would be more efficient; there would be less duplication of record-keeping, costs of printing and copying could be cut by sharing office machines and the much-vaunted ''office of the future'' would be part of the here-and-now.
+But the simplest ideas can be the most difficult to bring to market -even when the market is expected to reach $1 billion - perhaps even $6 billion - by 1990. A 1981 report by the Yankee Group, a Cambridge, Mass., computer consulting firm, declared: ''It is clear that the local network will be a market imperative for office automation vendors within the next two years.''
+But for now, ''it's confusion out there,'' said David Gold, a Cupertino, Calif., computer industry analyst and consultant to venture capitalists. The primary reason, he said, is that competitors for the business cannot agree on technical standards.
+''The whole world is hardly sitting around and waiting,'' observed George Morrow of Morrow Designs Inc., a Richmond, Calif., computer maker that uses a local area network. ''But not much is happening now until some kind of standards are agreed upon.''
+The disagreements involve a number of problems. Creating a computer network is more than simply running wires from one machine to another. Computers or microprocessor chips in equipment made by different manufacturers often speak different languages. Either the competing manufacturers must agree on a common language, or the network user must buy extra equipment to translate the data into a common language before it enters the wire.
+But the real arguments begin at the point the data enters the network. The first dispute is what the wire should look like. Competing manufacturers are using four different kinds of cables. One is faster, another can carry more data. Another is cheaper and yet a fourth is more resistant to outside interference or electronic ''noise.'' A fifth possibility, the use of a building's electrical wiring already in place (much as in carrier-current broadcasting or the new home computer controllers), requires no additional investment for cable or its installation. At present, however, the method is plagued by low transmission speed and high electrical interference.
+Even the formating of the signal -the language the machines will speak - is a source of dispute. There are two contenders: baseband and broadband. Baseband, the most commonly used format, lets machines communicate directly with one another and is cheaper to use than upand-coming broadband, which uses a controller -an electronic traffic cop that decides which messages move first. But baseband falls short of broadband's capacity to carry a wide range of signals, including voice and pictures.
+The presence of a large pioneering manufacturer willing to fight for standards would seem to be the key. Yet three of the world's largest electronics companies teamed together to do precisely that in the network business and all, thus far, seem to have failed. In 1979, the Xerox Corporation, the Intel Corporation and the Digital Equipment Corporation, jointly announced Ethernet, a coaxial-cable baseband network system designed to be the industry standard.
+The attempt has been only partially successful. By last March, 98 companies were licensed to build Ethernet networks and 18 had announced products.
+The cracks in Ethernet's united front began to appear almost immediately. ''DEC, Intel and Xerox all simultaneously announced Ethernet with a big hoopla,'' said Mr. Morrow. ''And they immediately began quibbling. Intel quibbled about how fast to manufacture the communication chips and DEC quibbled about protocols.'' Protocols involve software instructions that help determine the sequence in which messages are sent and acknowledged. ''I think there is a big 'not invented here' factor at both places,'' Mr. Morrow added. ''And it has taken a lot of wind out of the whole project.''
+Competitors and prospective customers complained about Ethernet's choice of baseband over broadband and the apparent loss of the capability to move different kinds of data. Ethernet makers replied that the functional limitations were largely illusory and a survey has determined that most users preferred baseband anyway, because it is cheaper.
+But Ethernet has at least one advantage: It is already on the market. ''We're Ethernet-based,'' said Dennis Daniels, president of Forward Technology Inc., an Ethernet user. ''But that could be changed rather quickly. We're prepared to respond to anything better, but no other real network has evolved yet. So for the time being, we're betting on Ethernet but keeping a lookout.''
+Decisions by the International Society of Electrical and Electronic Engineers on a standard for the protocol that machines should use on the networks may bring about some unity in the industry.
+But Mr. Gold predicted that most customers will simply buy a system from one manufacturer that solves their particular problems - a package of computers, peripherals, terminals and wiring that can be set up, plugged in and operated almost instantly.
+''Long-term successful companies will sell entire network systems, not the pieces,'' said Mr. Gold. And that, he said, may work against the adoption of an industry standard.
+Many manufacturers are awaiting details of the network technology chosen by the International Business Machines Corporation. Although I.B.M. has announced, but not shipped, its own proprietary networking system, it is fundamentally different from other networks on the market, and thus furthers the argument that there is no universal network standard.
+Mr. Morrow said that general acceptance of local area networks will depend on acceptance of another concept - central data base management - before the market really takes off. ''It's an evolutionary thing,'' Mr. Morrow said. ''Until offices start creating large data bases and developing the need to communicate with them, they won't see the need for networking.''
+Mr. Morrow noted that at present, that need is not so obvious. ''Right now for most people, a very viable network is just to take the floppy disk out of their personal computer and walk down the hall and put it in somebody else's computer.''
+Correction: August 22, 1982, Sunday, Last City Final Edition
+An article last week on intra-office communication systems that link computers and other office equipment incorrectly described the International Business Machine Corporation's activity in the field. I.B.M. has only presented technical papers on a local area network system to an industry review committee.
+Illustration photo of office computers",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DEBATE+OVER+OFFICE+%27NETWORKS%27&title=New+York+Times&issn=03624331&date=1982-08-15&volume=&issue=&spage=A.21&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 15, 1982","The cracks in Ethernet's united front began to appear almost immediately. ''DEC, Intel and Xerox all simultaneously announced Ethernet with a big hoopla,'' said Mr. [George Morrow]. ''And they immediately began quibbling. Intel quibbled about how fast to manufacture the communication chips and DEC quibbled about protocols.'' Protocols involve software instructions that help determine the sequence in which messages are sent and acknowledged. ''I think there is a big 'not invented here' factor at both places,'' Mr. Morrow added. ''And it has taken a lot of wind out of the whole project.'' Ethernet has at least one advantage: It is already on the market. ''We're Ethernet-based,'' said Dennis Daniels, president of Forward Technology Inc., an Ethernet user. ''But that could be changed rather quickly. We're prepared to respond to anything better, but no other real network has evolved yet. So for the time being, we're betting on Ethernet but keeping a lookout.'' Mr. Morrow said that general acceptance of local area networks will depend on acceptance of another concept - central data base management - before the market really takes off. ''It's an evolutionary thing,'' Mr. Morrow said. ''Until offices start creating large data bases and developing the need to communicate with them, they won't see the need for networking.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Aug 1982: A.21.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424401522,"United States, New York, N.Y.",English,15-Aug-82,"DATA PROCESSING; OFFICE EQUIPMENT; NEW MODELS, DESIGN AND PRODUCTS; INDUSTRY PROFILES",New York Times,NEWSPAPER,,,,,,,
+ABOUT EDUCATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-education/docview/424404861/se-2?accountid=14586,"ASPEN, Colo. IMAGINE a factory without people where robots are building robots. Or an advanced computer that designs products, then instructs robots on the factory floor how to produce them.
+Science fiction? No, says James O'Toole, merely a description of what is actually happening in at least one factory in Japan where, from the initial delivery of parts to the final warehousing, machines do all the work. Dr. O'Toole, associate professor of management at the University of Southern California's graduate school of business and director of a forecasting project that has analyzed impending changes in 30 of the country's largest corporations, says that the ''offspring'' of the Japanese project will soon be making cars, planes and nearly every other manufactured product in American factories. The question he raises is what this ''second industrial revolution'' will do to the education, training and lives of millions of future workers. Unless that revolution is accompanied by dramatic improvements in public education, Dr. O'Toole warns, disaster lies ahead.
+Those predictions were presented to a weeklong seminar on ''The First 20 Years of Life - Options for Youth'' at the Aspen Institute for Humanistic Studies. Like the first industrial revolution, this second one should vastly increase productivity and thus improve general living standards. But would it also, like its 19th-century predecessor destroy existing jobs and condemn unskilled and semiskilled workers to unemployability?
+Dr. O'Toole, who predicts that machines will eliminate most ''dirty, dangerous, strenuous, menial and repetitive tasks'' and blur the distinction between blue- and white-collar workers, believes that dire consequence can be avoided through education. While many low-level occupations will vanish, he predicts that the total number of jobs will not decline. But most of the new job categories -programmers, analysts, engineers, scientists, technicians, monitors of robots - will demand greater knowledge and analytical skills.
+The real threat is to those already at the bottom of the economic and social order: the ill-educated poor. ''In the current system,'' Dr. O'Toole said, ''general, basic, liberal education is provided to the children of the privileged, who then are able to pursue advanced, specialized education in preparation for good jobs. In contrast, narrow vocational education is given to the children of the disadvantaged who then enter the kinds of jobs that technology is eliminating.''
+The only hope for the disadvantaged, he continued, is to learn to read, write and compute so they can acquire the skills needed for the jobs of the future. ''Soon,'' he said, ''there will only be work for those who have the skills of speaking, listening, observing and measuring, and the confidence to use their minds to analyze and solve problems.'' Success will come to those who have ''learned how to learn''; the unthinking jobs will all be done by machines.
+Well, probably not all. Futurists, to make their larger points, tend to exaggerate the extent of impending changes. As a correction of Dr. O'Toole's forecast, Albert Shanker, president of the American Federation of Teachers, offered his view that a good deal of manual labor will still be required as America rebuilds its understructure of decaying sewer systems, obsolescent rails and roads, overaged bridges and shelters. This will also be true, he said, of the human labor needed in expanding service industries, from department stores to hospitals.
+Yet even if robot-operated industries are not right around the corner, computers and electronic technology are already realities. Japanese workers already benefit from a broad basic education that allows them to be rapidly retrained. And in many American high schools, Dr. O'Toole warned, there are ''misguided calls for increased vocational training of industrial workers.'' He recalled, too, that, after the 1967 riots in Watts, the predominantly black Los Angeles sector, the Federal Government responded by training youths to be elevator operators, ignoring the rapid automation of elevators.
+''Either America must begin now to educate the disadvantaged in the manner it educates the privileged, or expect a nightmare future,'' Dr. O'Toole warned. Alan Bullock, the British historian, agreed, calling for access to computer training for all children at the earliest possible point. But Lord Bullock also counseled against believing that ''education can be reduced to the computer.''
+''It's not the whole thing,'' he cautioned. ''Education must contain familiarity with ideas, familiarity with science, experiences which cannot be quantified.'' He urged against letting all the money go to computers.
+Lord Bullock's remarks narrowed the issue of the proper response by the schools to a computerized, automated future. Gregory W. Harper, president of Videotex Consultants, after dazzling the seminar with a demonstration of the computer's capacity, concluded, ''Machines are just tools.'' He recalled that when he studied experimental psychology, what mattered was the schooling that taught him to analyze information and come to conclusions. ''The specific skills courses were a total waste,'' he said.
+Altogether, the discussion suggested that the schools, if they approach computer competence as a narrow, job-related subject, will merely be adding one more ineffective vocational education program to the existing ones. ''We have a long history of being beguiled by gimmicks and hardware,'' said Ernest L. Boyer, president of the Carnegie Foundation for the Advancement of Teaching, and co-chairman with Lord Bullock of the seminar. ''Is the computer a new pencil or an electronic human being?'' he asked. The answer, he added, remains ambiguous.
+The visions of brave new electronic worlds of microchips and robots raised simultaneous demands for a schooling that looks to the future, while learning from the past. Yes, the computer must be mastered by all, regardless of race, sex or economic condition. But at the same time, it was agreed, the computer must be mastered by young people who are secure in a broad understanding of what used to be called general education - including language, history, economics, mathematics, science, the arts; in short, the human condition. Even if the future should profit from a new work force of robots, all could be lost if the schools became more concerned with attention to robots than with the education of people.
+All the many ambiguities aside, what emerged from those glimpses into the future is that the school can neither afford to ignore nor to be overwhelmed by the technological miracles. ''Perhaps,'' ventured Lord Bullock, ''if children learn to manage the computer at an early age, this may leave more time for all the other important things to be learned later.'' To put it differently, a new basic electronic skill may have to added, with a prayer that the schools will teach it better than they taught the old ones.
+Illustration Cartoon",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABOUT+EDUCATION&title=New+York+Times&issn=03624331&date=1982-08-10&volume=&issue=&spage=C.7&au=Hechinger%2C+Fred+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 10, 1982","Science fiction? No, says James O'Toole, merely a description of what is actually happening in at least one factory in Japan where, from the initial delivery of parts to the final warehousing, machines do all the work. Dr. O'Toole, associate professor of management at the University of Southern California's graduate school of business and director of a forecasting project that has analyzed impending changes in 30 of the country's largest corporations, says that the ''offspring'' of the Japanese project will soon be making cars, planes and nearly every other manufactured product in American factories. The question he raises is what this ''second industrial revolution'' will do to the education, training and lives of millions of future workers. Unless that revolution is accompanied by dramatic improvements in public education, Dr. O'Toole warns, disaster lies ahead. The only hope for the disadvantaged, he continued, is to learn to read, write and compute so they can acquire the skills needed for the jobs of the future. ''Soon,'' he said, ''there will only be work for those who have the skills of speaking, listening, observing and measuring, and the confidence to use their minds to analyze and solve problems.'' Success will come to those who have ''learned how to learn''; the unthinking jobs will all be done by machines. Lord Bullock's remarks narrowed the issue of the proper response by the schools to a computerized, automated future. Gregory W. Harper, president of Videotex Consultants, after dazzling the seminar with a demonstration of the computer's capacity, concluded, ''Machines are just tools.'' He recalled that when he studied experimental psychology, what mattered was the schooling that taught him to analyze information and come to conclusions. ''The specific skills courses were a total waste,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Aug 1982: C.7.",11/15/17,"New York, N.Y.",ASPEN (COLO),"Hechinger, Fred M",New York Times Company,,Newspapers,424404861,"United States, New York, N.Y.",English,10-Aug-82,FACTORIES AND INDUSTRIAL PLANTS; MACHINERY AND EQUIPMENT; ELECTRONICS; CONVENTIONS AND CONFERENCES; CHILDREN AND YOUTH; EDUCATION AND SCHOOLS,New York Times,NEWSPAPER,,,,,,,
+JAPAN REAPS BENEFITS OF EARLY SMART SHOPPING,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japan-reaps-benefits-early-smart-shopping/docview/424370770/se-2?accountid=14586,"With the indictment last week of four more Japanese businessmen accused of paying hundreds of thousands of dollars for computer secrets stolen from International Business Machines - the total number of indictments in the case is now 20 - the reputation of Japan as a technological parasite seems complete.
+It was an image born of a common explanation for Japan's postwar economic success. Technologically, the explanation runs, Japan has been a ''free rider.'' It has left the costly, difficult work of scientific breakthroughs to the United States and other Western nations. Instead, it acquires nascent technologies and beats competitors in the marketplace, capitalizing on a cohesive society suited to mass producing products efficiently.
+In fact, Japan's economic prowess today owes much to American and European technology. But there is nothing nefarious about this. Some Western industries now suffering from Japanese competition willingly sold their technology to Japan in years past. From 1950 to 1980, Japanese enterprises entered into more than 30,000 licensing and other technology importing agreements for which they paid an estimated $10 billion, said James C. Abegglen, vice president of the Boston Consulting Group in Tokyo. The agreements spanned virtually all the known commercial technology of the West, and the price tag was less than 20 percent of America's current annual research and development spending. ''It was the biggest fire sale in history,'' Mr. Abegglen said.
+In the early 1970's, a few American corporate executives warned of the ''boomerang effect'' of selling home-grown technology so freely. They went unheeded. Most foreign companies viewed licensing technology as a way of making some profit in what had proved to be a risky and resistant export market.
+This approach, however, has its pitfalls, as the robot industry readily demonstrates. America originated most of the basic robotics technology. In the late 1950's, commercial production of robots began in the United States; not until 1968 was the technology licensed to Japan, according to Mr. Abegglen. Today the Japanese robot industry is the world's leading producer, and is equipped to meet the boom in demand for industrial robots that is anticipated as Western economies try reducing costs through automation.
+Of course, the Japanese did not invent the practice of borrowing technologies. Much of what was once known as ''Yankee ingenuity'' was really America's superiority in commercializing European innovations, such as Bessemer steel process (British) and the jet engine (also British). Indeed, every national economy seems to pass through three stages of a technological life cycle. First, it is not developed enough to use advanced technology. Then, it borrows technology from elsewhere. Finally, the technological gap between the economy and other advanced nations has nearly closed, and there is not much technology left to borrow. Running Neck and Neck
+Japan seems to be in stage three. In 1980, its technology import deals exceeded exports by more than $300 million, according to the Japanese Government's Agency of Industrial Science and Technology. But that deficit was mostly a carryover from agreements entered into years ago. If one considered only deals entered into since 1975, then Japan has run a healthy technology balance of payments surplus, said H.Stephen Spacil, a scientific representative for General Electric Company in Tokyo. Mr. Spacil also noted that Japan is exporting more and more expensive and sophisticated technology - a ''significant change,'' he said.
+Though international comparisons are flawed, Japan seems to be almost even with the United States in industrial technologies. In a Government survey released earlier this month, 600 senior Japanese researchers were asked to compare their country with the United States in terms of 186 key technologies. The researchers rated Japan superior to America in 54 areas, about even in 60 and inferior in 72. Japan scored high in conventional, mass production technologies such as auto and steelmaking processes. The United States was generally deemed superior in advanced technologies such as computer software and aerospace.
+''The gap between Japan and the United States in basic technology is still very great,'' said Toru Namiki, director of technology research in the Agency of Industrial Science and Technology. But it may be narrowed by Japan's new effort at innovation in fields as varied as computers and fine ceramics. The work is being pursued at Government institutes and in projects set up by the Government but handled by private companies.
+In Japan, scientists and Government officials speak of developing and sharing basic technology as a ''national mission'' and an ''international duty'' - a contribution that Japan, which spends less than 1 percent of its gross national product on defense, can make to enhance the prosperity and security of the Western alliance. Yet there are doubts, within the country and without, as to whether a society that emphasizes collective values and uniformity can foster creativity. Genius, it is said, is not a group experience. And Japan has produced few Nobel laureats in science.
+But if the country's efforts to generate new technology falter, the nation will not necessarily suffer. Japan's technological strategy - making incremental innovations rather than breakthroughs - amounts to ''getting the best for the least,'' said Masanori Moritani, senior researcher at the Nomura Research Institute. Indeed, U.S. Commerce Department figures show that in research and development-intensive manufactured products, Japan has run a trade surplus with the United States since the mid-1960's. The yearly gap is now into the billions of dollars.
+The payoff for technological innovation, then, is in transforming scientific knowledge into marketable products. That is where Japan's talent lies and where America seems to have slipped.
+Illustration photo of Hitachi scientist",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAPAN+REAPS+BENEFITS+OF+EARLY+SMART+SHOPPING&title=New+York+Times&issn=03624331&date=1982-07-25&volume=&issue=&spage=A.7&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 25, 1982","In fact, Japan's economic prowess today owes much to American and European technology. But there is nothing nefarious about this. Some Western industries now suffering from Japanese competition willingly sold their technology to Japan in years past. From 1950 to 1980, Japanese enterprises entered into more than 30,000 licensing and other technology importing agreements for which they paid an estimated $10 billion, said James C. Abegglen, vice president of the Boston Consulting Group in Tokyo. The agreements spanned virtually all the known commercial technology of the West, and the price tag was less than 20 percent of America's current annual research and development spending. ''It was the biggest fire sale in history,'' Mr. Abegglen said. In Japan, scientists and Government officials speak of developing and sharing basic technology as a ''national mission'' and an ''international duty'' - a contribution that Japan, which spends less than 1 percent of its gross national product on defense, can make to enhance the prosperity and security of the Western alliance. Yet there are doubts, within the country and without, as to whether a society that emphasizes collective values and uniformity can foster creativity. Genius, it is said, is not a group experience. And Japan has produced few Nobel laureats in science. If the country's efforts to generate new technology falter, the nation will not necessarily suffer. Japan's technological strategy - making incremental innovations rather than breakthroughs - amounts to ''getting the best for the least,'' said Masanori Moritani, senior researcher at the Nomura Research Institute. Indeed, U.S. Commerce Department figures show that in research and development-intensive manufactured products, Japan has run a trade surplus with the United States since the mid-1960's. The yearly gap is now into the billions of dollars.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 July 1982: A.7.",11/15/17,"New York, N.Y.",JAPAN,"Lohr, Steve",New York Times Company,,Newspapers,424370770,"United States, New York, N. Y.",English,25-Jul-82,DATA PROCESSING; INDUSTRIAL ESPIONAGE AND PIRACY,New York Times,NEWSPAPER,,,,,,,
+Technology; Cooling Air Efficiently,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-cooling-air-efficiently/docview/424376002/se-2?accountid=14586,"WITH the hot, humid days of midsummer upon us, and with offices and households using huge amounts of electricity to run their airconditioners, it may be wise to review the lessons learned during the energy crisis of 1974 and the conservation efforts that followed.
+The lessons concern not only a new sense of discipline in energy use, but also an urgent need for more efficient machinery. Detroit has been hard pressed to produce more fuel-efficient cars, and the manufacturers of air-conditioning systems have faced an equally challenging problem.
+Consider, for example, the Federal Government's order in 1979 that its office buildings across the country be heated to no more than 68 degrees in the winter and cooled to no lower than 78 degrees in the summer. Although the rule still applies, it has been widely judged a failure because of the inefficiency of the complicated air-treatment systems in large office buildings.
+''The problem is that these systems can't be fine-tuned to get the right temperature throughout a building,'' said George N. Chatham, an engineer who follows air-conditioning and energy consumption for the Congressional Research Service. In Washington, he said, the temperature limits were being disregarded in many cases. And in other buildings, he added, energy savings had been sharply reduced because hot office workers have brought electric fans into their work areas.
+In fact, the energy crisis has prompted important advances in controlling the amount of electricity used to air-condition homes. These advances, air-conditioner manufacturers say, have resulted largely from a greater use of insulation in homes, as well as improved efficiency for the small residential units brought to market over the past five years.
+But maintaining a comfortable level of coolness in many office buildings, factories and other large buildings remains a difficult and increasingly expensive task. Designing better air-conditioning systems for the these structures has become an area of intense technological interest.
+''The idea shouldn't be to set arbitrary limits on heating and cooling, but to come up with some reasonable level of energy consumption,'' asserted Clinton Phillips, president of the American Society of Heating, Refrigerating and Air-Conditioning Engineers, a trade association based in Atlanta.
+Once a limit is placed on energy consumption, Mr. Phillips added, ''you design a better system that does the job of keeping people comfortable.'' He estimated that a variety of energy conservation measures and design alterations, if put into use in many large buildings, could increase their energy efficiency fourfold.
+Engineers and architects face fewer problems designing airconditioning systems for new buildings than they do in refitting older structurers. In systems installed more than eight years ago, ''the cost of electricity wasn't a problem and the initial cost of the system was considered much more important than its efficiency,'' said Lawrence Beresik, director of marketing for the Carrier Corporation, a major manufacturer of systems for large buildings.
+As a result, technology that was known to lower energy consumption was not used: Air ducts to enable better ventilation were not built in; wiring and controls that would have resulted in a greater uniformity of temperature from room to room were not installed.
+In large office buildings, refitting an old, power-guzzling system might require an investment of more than $1 million, Mr. Beresik said. Nonetheless, he added, the cost could often be paid off through lower energy bills in one to three years.
+Engineers and air-conditioner manufacturers say their new systems provide more uniform temperature levels in different areas of buildings and make greater use of circulating air instead of refrigerating relatively still air. ''It obviously costs less to move air with a fan than to refrigerate it,'' said Richard Wright, director of technology for the engineering association.
+The new systems also have more sensitive controls to turn them off and on in response to relatively slight changes in external temperatures. At Carrier, for example, Mr. Beresik said that new commercial systems were available that sensed even the fleeting movement of the sun behind a cloud, and then made subtle adjustments in the amount of power being used for cooling.
+The most efficient systems for large buildings, some engineers say, may ultimately have computerized control mechanisms and electronic temperature sensors in every room. Although computers have been used to control some heating and cooling functions in large buildings for more than a decade, Tony Autorino, president of the building automation group of the United Technolgies Corporation, said interest in the technology had mushroomed over the past two years.
+''The objective is a building that lives, thinks and breathes,'' Mr. Autorino asserted. At United Technologies, he said, engineers had designed a system of electronic sensors that could be installed in telephone wires running throughout large buildings. The sensors, transmitting temperature and humidity readings from hundreds of locations in a structure, are connected to a central computerized air-conditioning system.
+Mr. Autorino added that a similar system could be designed with sensors wired separately from the telephone system. But in any case, he said, obtaining a maximum level of efficiency in computercontrolled air-conditioning required a systems approach rarely used in the past. It would also require a far bigger initial investment.
+Illustration Cartoon",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Cooling+Air+Efficiently&title=New+York+Times&issn=03624331&date=1982-07-22&volume=&issue=&spage=D.2&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 22, 1982","''The problem is that these systems can't be fine-tuned to get the right temperature throughout a building,'' said George N. Chatham, an engineer who follows air-conditioning and energy consumption for the Congressional Research Service. In Washington, he said, the temperature limits were being disregarded in many cases. And in other buildings, he added, energy savings had been sharply reduced because hot office workers have brought electric fans into their work areas. ''The idea shouldn't be to set arbitrary limits on heating and cooling, but to come up with some reasonable level of energy consumption,'' asserted Clinton Phillips, president of the American Society of Heating, Refrigerating and Air-Conditioning Engineers, a trade association based in Atlanta. Engineers and architects face fewer problems designing airconditioning systems for new buildings than they do in refitting older structurers. In systems installed more than eight years ago, ''the cost of electricity wasn't a problem and the initial cost of the system was considered much more important than its efficiency,'' said Lawrence Beresik, director of marketing for the Carrier Corporation, a major manufacturer of systems for large buildings.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 July 1982: D.2.",11/14/17,"New York, N.Y.",,"Lueck, Thomas J",New York Times Company,,Newspapers,424376002,"United States, New York, N.Y.",English,22-Jul-82,CONSERVATION OF RESOURCES; ENERGY AND POWER,New York Times,NEWSPAPER,,,,,,,
+TRIBUNE CO. WARNS UNIONS AT DAILY NEWS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tribune-co-warns-unions-at-daily-news/docview/424343907/se-2?accountid=14586,"The owners of The Daily News said yesterday that they would shut the paper if the man they want to sell it to cannot reach an agreement with the unions on cutting costs. They did not set a firm date for such a shutdown.
+The owners, the Tribune Company, agreed last week to turn the newspaper over to Joe L. Allbritton, a Texas and Washington financier, and gave him until April 30 to win concessions from the paper's 11 unions. His representatives began direct talks with four of the unions yesterday.
+There was no immediate union response to the Tribune Company statement, but union leaders scheduled an emergency meeting for this morning.
+In the prepared statement issued from Chicago, Stanton R. Cook, the president of the Tribune Company, said, ''If these negotiations fail, we see no alternative but to cease publication of The News, and we will take the necessary steps toward this end.'' Pressure From Murdoch
+The statement had been sought by Mr. Allbritton as an aid to convincing the unions that they had no alternative except bargaining with him. It came as Rupert Murdoch, the owner of The New York Post, put the unions under another pressure, telling them formally that he would seek for The Post any contract concessions they approve for The News.
+''If one of the newspapers was given enormous economic relief'' that was denied to another, he said, ''it would change the competitive balance.''
+Mr. Cook described Mr. Allbritton as ''the only qualified buyer or entity willing and able to undertake the task of rebuilding The News, and just as importantly, to assume the risks of operating The News.'' He said Mr. Allbritton was ''the buyer of last resort.'' Seeking Wage Freeze
+The statement was aimed at private comments made by many union members who do not believe The News faces a shutdown and who think they might be able to negotiate more favorable terms with someone other than Mr. Allbritton. He has asked for an $85 million cut in its $200 million annual payroll, a wage freeze and a five-year contract.
+The News lost at least $11 million last year, according to the Tribune Company, and is facing estimated losses of $30 million to $50 million this year. Mr. Cook's statement said the losses had risen since the paper was put up for sale in December, but did not give specifics.
+Just before completing the agreement on The News with Mr. Allbritton, the Tribune Company was preparing to sign an agreement with Donald J. Trump, a New York real-estate entrepreneur. But Mr. Trump said he backed out when the company demanded that he assume $85 million in potential shutdown costs and it refused to make the statement that Mr. Cook made yesterday about ''a buyer of last resort.''
+Another interested party, Warner Communications, also withdrew because, it said, the Tribune Company would not agree to such a description.
+At a news conference yesterday before Mr. Cook's statement was issued, Mr. Murdoch said he was ''not in any way trying to undo Mr. Allbritton's deal,'' adding that ''I feel passionately that The News ought to survive and that The Post ought to survive, too.''
+Mr. Murdoch, an Australian publisher whose other properties include The Times of London, has worked dramatic changes on The Post since acquiring it five years ago. He has nearly doubled its circulation to a claimed 900,000 copies a day and has started a morning edition that competes directly with The News.
+The News has a circulation of 1.5 million, the largest of any general-interest daily newspaper in the country, and substantial advertising linage that ThePost would like to share.
+The contracts for the production and distribution unions have legally binding ''me, too'' clauses that essentially provide for uniform conditions at the three major city newspapers - The News, The Post and The New York Times.
+The Times, which is making money, reiterated yesterday its statement that it would not allow itself to be put at a competitive disadvantage by concessions granted to the other papers. It has not yet asked to discuss the question of concessions with the unions.
+Mr. Allbritton said he needed to cut the equivalent of 1,800 jobs at The News, which has 3,800 full-time employees as well as part-time and overtime shifts equivalent to 1,200 additional positions. The Post has 1,200 full-time employees, and The Times has 4,300.
+Union officials are fearful that giving up large numbers of jobs might not save The News and that they would be left with fewer jobs at The Times and The Post than they could have by refusing to make any cuts now.
+Mr. Murdoch met briefly yesterday with George E. McDonald, the head of the Allied Printing Trades Council, an umbrella organization for the newspaper unions, and agreed to sit down with the heads of all the unions Monday. 'Things Could Change'
+The Post publisher told a news conference at Automation House, at 49 East 68th Street, that he had not asked for union concessions in the past because he did not think he could get them. Now, he said, ''there is a chance that things could change.''
+He characterized The Post's losses as ''plenty,'' but declined to say how much cost savings he needs. Industry sources have said The Post lost between $12 million and $15 million last year.
+In the annual report of his United States holding company, News America, Mr. Murdoch said last summer that The Post's losses exceeded the income from the company's other properties -New York magazine, The Village Voice, two San Antonio newspapers and The Star, a national weekly tabloid.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TRIBUNE+CO.+WARNS+UNIONS+AT+DAILY+NEWS&title=New+York+Times&issn=03624331&date=1982-04-08&volume=&issue=&spage=B.3&au=Friendly%2C+Jonathan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 8, 1982","''If one of the newspapers was given enormous economic relief'' that was denied to another, he said, ''it would change the competitive balance.'' Mr. [Stanton R. Cook] described Mr. [Joe L. Allbritton] as ''the only qualified buyer or entity willing and able to undertake the task of rebuilding The News, and just as importantly, to assume the risks of operating The News.'' He said Mr. Allbritton was ''the buyer of last resort.'' Seeking Wage Freeze At a news conference yesterday before Mr. Cook's statement was issued, Mr. [Rupert Murdoch] said he was ''not in any way trying to undo Mr. Allbritton's deal,'' adding that ''I feel passionately that The News ought to survive and that The Post ought to survive, too.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Apr 1982: B.3.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Friendly, Jonathan",New York Times Company,,Newspapers,424343907,"United States, New York, N.Y.",English,8-Apr-82,"SHUTDOWNS (INSTITUTIONAL); NEWSPAPERS; MERGERS, ACQUISITIONS AND DIVESTITURES; LABOR; CONTRACTS",New York Times,NEWSPAPER,,,,,,,
+"CUT OF 1,600 JOBS SOUGHT AT THE NEWS","New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cut-1-600-jobs-sought-at-news/docview/424325878/se-2?accountid=14586,"The man who wants to buy The Daily News told leaders of the newspaper's unions yesterday that they would have to give up 1,600 jobs - about a third of the payroll - and accept a wage freeze and a five-year, no-strike contract.
+The potential owner, Joe L. Allbritton, a Texas and Washington financier who already operates eight smaller newspapers, gave the 11 unions until April 25 to agree on ways to cut costs by $85 million a year. The $85 million compares with an acknowledged loss of $11 million last year and estimated potential losses of $50 million this year and next for the newspaper, the nation's largest-selling general-interest daily.
+It was Mr. Allbritton's first meeting with the labor leaders since the Tribune Company of Chicago, the owner of The News, announced last week it had given him the option to take over the paper. He described himself as ''the buyer of last resort.'' He rejected the unions' proposal that he bargain with each of them individually, saying there was too little time to do that. And he said that the unions, as a group, would have to identify the cuts to be made.
+Turning the tables on labor's contention that losses are the problem of management, he said: ''One thing must be understood. While I will do everything reasonable to achieve the continuation of The News, the burden is very much yours.'' 'Shocking but Not Surprising'
+The union leaders agreed they would make no immediate public response to the demands, according to Theodore W. Kheel, a union adviser. He characterized Mr. Allbritton's conditions as ''shocking but not surprising'' to the unions, which acknowledge that some cuts are inevitable but had been talking in terms of losing 500 positions.
+Mr. Allbritton and his aides met with the union officers for two hours yesterday morning at Automation House, at 49 East 68th Street. Afterward, the financier, Mr. Kheel and George E. McDonald, the president of the union umbrella group, the Allied Printing Trades Council, posed briefly for photographers but refused to discuss the substance of the talks, which are to be resumed today.
+Aides from the Allbritton Communications Company were at the meeting, along with Edward Silver, a New York labor lawyer who is assisting Mr. Allbritton. Mr. Silver has a reputation as a tough, knowledgeable and effective bargainer for management. He served as special counsel to the city in its talks with municipal labor unions in the summer of 1980.
+In a formal statement, Mr. Allbritton said that he could not undertake the risks of saving the paper without agreement on layoffs that would be equal to cutting 1,600 jobs and saving the $85 million. Owned News Since 1919
+Details of his agreement with the Tribune Company have not been made public, but Mr. Kheel said the unions still expected to be shown a copy. Company sources have indicated that Mr. Allbritton would be responsible for any operating losses and the closing costs if he later decided to shut the paper.
+They said, however, that the Tribune Company, a Chicago-based concern that has owned The News since the paper was founded in 1919, would pay the severance and pension costs for any workers Mr. Allbritton could get the unions to agree to drop. That would reduce Mr. Allbritton's liability for closing costs, which would be an estimated $90 million if the paper were shut today.
+The News's payroll of nearly $200 million a year includes a fulltime force of 3,800 unionized workers. Part-time workers and built-in overtime shifts bring the total payroll to the equivalent of 5,000 positions. Mr. Allbritton specifically cited guaranteed overtime as one area that ''has to be eliminated,'' but otherwise gave no details of how the cuts might be divided among craft, newsroom and commercial employees. 'Cannot Face Threat of Strikes'
+He said wages had to be frozen at the March level. Workers at The News, The New York Post and The New York Times received a raise effective March 31, and it was not clear whether he wanted to freeze wages at the old levels or the new ones.
+He said he needed to negotiate an extension of the present contracts, now due to expire in 1984, ''so that our costs will be predictable'' for a five-year period. And he said that the paper ''cannot face the threat of strikes.''
+The contracts for the production unions are essentially the same at The News, The Times and The Post. The latter two have said they will not allow themselves to be put at a competitive disadvantage by concessions granted to The News.
+When Mr. Allbritton bought The Washington Star in 1974, he succeeded in winning union acquiescence to major cuts, and he repeated the tactic when he took over The Trenton Times last fall.
+Yesterday he emphasized his position that it is up to the unions to find solutions to ''complicated problems,'' and he gave them less time then they thought they had to bargain. Although his option to buy the paper runs to April 30, he said his deadline had to be April 25 to leave time to negotiate the other business aspects.
+''No extensions are possible,'' he said. ''None will be asked for.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CUT+OF+1%2C600+JOBS+SOUGHT+AT+THE+NEWS&title=New+York+Times&issn=03624331&date=1982-04-06&volume=&issue=&spage=B.4&au=Friendly%2C+Jonathan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 6, 1982","The News's payroll of nearly $200 million a year includes a fulltime force of 3,800 unionized workers. Part-time workers and built-in overtime shifts bring the total payroll to the equivalent of 5,000 positions. Mr. [Joe L. Allbritton] specifically cited guaranteed overtime as one area that ''has to be eliminated,'' but otherwise gave no details of how the cuts might be divided among craft, newsroom and commercial employees. 'Cannot Face Threat of Strikes' He said he needed to negotiate an extension of the present contracts, now due to expire in 1984, ''so that our costs will be predictable'' for a five-year period. And he said that the paper ''cannot face the threat of strikes.'' ''No extensions are possible,'' he said. ''None will be asked for.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Apr 1982: B.4.",11/14/17,"New York, N.Y.",NEW YORK CITY,"Friendly, Jonathan",New York Times Company,,Newspapers,424325878,"United States, New York, N.Y.",English,6-Apr-82,"NEWSPAPERS; MERGERS, ACQUISITIONS AND DIVESTITURES; WAGES AND SALARIES; LAYOFFS (LABOR); LABOR",New York Times,NEWSPAPER,,,,,,,
+JAPANESE EARNED LABOR HARMONY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japanese-earned-labor-harmony/docview/424307248/se-2?accountid=14586,"To Ichiro Shioji, the current contract talks between the United Automobile Workers Union and the major American auto makers have a familiar look. The key is sue in the negotiations - trading wag e-and-benefit concessions for job security during a period of eco nomic adversity - is the same one Japan dealt with successfully three decades ago.
+''The situation is somewhat similar,'' said Mr. Shioji, the 55-year-old president of the Confederat ion of Japan Automobile Workers' Unions, which has more than 600,000 members.
+What is often overlooked is that the comparatively smooth labormanagement relations in Japan today - which had their genesis in the 1950's - followed an acrimonious wave of confrontations, strikes and lockouts in the auto industry and other businesses.
+Indeed, history does not support the view, widely held in the West, that dealings between workers and bosses in Japan have always been a model of harmony, the result of cultural factors peculiar to Japan.
+The inherent collectivism of Japanese society may be part of the explanation, but only part. Hard Bargaining a Factor
+Actually, the features of Japanese industrial relations that Westerners eye with such envy -the constant consultations between labor and management, the absence of strikes and the ease with which automation and other productivity-enhancing changes are instituted - have often been the result of hard bargaining.
+Nowadays, the influence of Japan is apparent in the West in appeals for a ''new social contract'' between labor and management. No one expects that Japanese-style lifetime employment or loyalty to the company can be emulated, but many business executives, labor leaders and economists contend that greater labor-management cooperation and job stability are needed if American industry is to be competitive with that of other nations.
+Accordingly, labor-management relations in Japan are now being closely studied by Americans and others. And no one has had a more central role in shaping those relations in postwar Japan than Mr. Shioji.
+In 1954, it was Mr. Shioji, then a young worker at the Nissan Motor Company, who proposed the idea of accepting a wage reduction to preserve 2,000 jobs that the auto maker was going to slice from the payroll because of its financial difficulties.
+For the past two decades, Mr.Shioji has been president of the Nissan union, which now has 220,000 members. In 1972, he became head of the umbrella organization that links the powerful company unions in this nation's largest industry, the Confederation of Japan Automobile Workers' Union. Controversial Views
+Mr. Shioji, who attended the Harvard Business School for a year at the invitation of the United States Government, is known as an internationally minded labor leader whose stands on issues are often controversial.
+For instance, he was an early advocate of Japanese auto companies producing vehicles in the United States as a way of easing trade tensions. This notion has been highly unpopular with some factions of the Japanese labor movement, who say it amounts to condoning job losses for Japanese workers.
+Mr. Shioji is viewed as a key figure in the Japanese labor movement's right wing, those whose positions seem most friendly to management. But few of Mr. Shioji's critics argue that his general tenet - the need for management and labor to cooperate for the good of both - is a mistake. Instead, they charge that he should put up more resistance on lesser issues.
+''Shioji sometimes has too little stomach for fighting with management on smaller points, such as the level of yearly wage increases,'' said one union official, who asked not to be identified.
+Auto company employees are among the best-paid workers in Japan, along with employees in the steel and electronics industries. But Japanese auto workers are paid less than their counterparts in the United States, though international comparisons are flawed because in Japan part of overall compensation is in items not in the pay envelope, such as company housing and commuting allowances.
+In the current negotiations, American auto executives say that the wages and benefits of an auto worker in the United States cost $8 an hour more than in Japan. 'A Pretty Fair Number'
+''Despite comparison problems, that's a pretty fair number,'' said Alan M. Webber, a former Department of Transportation official who is doing research on a study of the auto industry sponsored by the Harvard Business School.
+The average yearly wage and bonus payments to a Japanese auto worker last year amounted to $16,500 at current exchange rates. Mr. Shioji, a compact, intense man, recently discussed the development o f Japan's vaunted system of industrial relations, drawing contr asts with the United States and Western Europe, and offering advi ce for Westerners.
+The early 1950's were years of economic turmoil in Japan. The labor unions that had been formed at the prodding of the occup ation forces under General Douglas MacArthur were soon dom inated by communists. Industrial Sabotage
+Labor-management disputes, which began in the late 1940's, were approaching a crisis. One form of industrial sabotage was common. Workers would stand at their posts, the assembly line would move, but the employees did nothing. By 1952, Mr. Shioji said, Nissan was losing two months worth of production a year.
+In 1953, the year Mr. Shioji joined the Nissan union, it demanded that starting salaries be doubled at a time the company was financially pinched.
+A strike and lockout ensued, lasting more than four months. Mr. Shioji then led a nucleus of activists who eventually took control of the 8,000-member union.
+In 1954, facing financial losses, Nissan announced that it would have to get rid of 2,000 workers. Upon hearing the announcement, the union decided that, as Mr. Shioji recalls, ''we should create conditions so that the company would not have to take such drastic actions again.''
+To further that goal, a labor-management consultation group was established within the company, which was to serve as a kind of early warning system to make sure both sides fully understood the company's problems.
+In the course of early talks, Mr. Shioji made his wage-cut-forjobs proposal and management was receptive. 'To Each Suffer Somewhat'
+''The attitude of the workers was to stand together,'' he said, jabbing the air with an index finger for emphasis, ''to each suffer somewhat to save the jobs of the 2,000.''
+A formalized means of consultation between labor and management, in Mr. Shioji's view, is one of the two pillars of the Japanese labor system. The other pillar is collective bargaining.
+''The consultation system is to increase the pie, the fruit of the company,'' Mr. Shioji explained. ''Collective bargaining is for cutting up the pie for the good of the union members.''
+''For the prosperity of the company, there has to be cooperation between labor and management,'' he said.
+Illustration photo of Ichiro Shioji, president of Confederation of Japan Automobile Workers' Unions",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAPANESE+EARNED+LABOR+HARMONY&title=New+York+Times&issn=03624331&date=1982-02-13&volume=&issue=&spage=2.31&au=STEVE+LOHR%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 13, 1982","''The situation is somewhat similar,'' said Mr. [Ichiro Shioji], the 55-year-old president of the Confederat ion of Japan Automobile Workers' Unions, which has more than 600,000 members. ''The attitude of the workers was to stand together,'' he said, jabbing the air with an index finger for emphasis, ''to each suffer somewhat to save the jobs of the 2,000.'' ''The consultation system is to increase the pie, the fruit of the company,'' Mr. Shioji explained. ''Collective bargaining is for cutting up the pie for the good of the union members.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Feb 1982: 2.31.",12/3/20,"New York, N.Y.",Japan,"STEVE LOHR, Special to the New York Times",New York Times Company,,Newspapers,424307248,"United States, New York, N.Y.",English,13-Feb-82,LABOR; LABOR-MANAGEMENT RELATIONS; Automobiles; Labor unions,New York Times,NEWSPAPER,,,,,,,
+SCHLU MBERGER LOOKS PAST OIL,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/schlumberger-looks-past-oil/docview/424188267/se-2?accountid=14586,"In 1927, two French brothers lowered an electrical probe down an oil well on a wire and made a discovery as valuable as oil itself. Conrad and Marcel Schlumberger, who had been experimenting with using electricity to prospect for minerals, found that they could measure the electrical resistance of rock formations at various depths to obtain a picture of the underground geology.
+That process, known as well-logging, is now indispensible in drilling for oil, and highly profitable Schlumberger Ltd. has been the dominant company in the industry, with a 65 percent worldwide share of a $2.9 billion-a year business that is growing at more than 30 percent a year.
+Yet Schlumberger, which says it is not a well-logging company, is trying to expand its reach into what it considers is its actual field - data collection and processing.
+''It just happened that the first data we collected, the first data we interpreted, were on an oil well, propelling us in the oilfield service,'' said the company's chairman and president, Jean Riboud. Applicon Acquisition
+Last week, Schlumberger, a multinational concern based in Paris and New York, announced that it would acquire Applicon Inc., a Burlington, Mass., company that makes systems for computer-aided design, in an exchange of stock valued at $222 million. In January, Schlumberger acquired Manufacturing Data Systems Inc., an Ann Arbor, Mich., computer services company, for $198 million in stock, and in 1979 it bought the Fairchild Camera and Instrument Corporation, a now-ailing pioneer of the semiconductor industry, for $425 million.
+While previous Schlumberger acquisitions, such as those of companies that make electrical, water and gas meters, have drawn skeptical responses from analysts, the latest acquisition was generally applauded.
+Analysts say Schlumberger is taking a long-term view, preparing for the day when oil drilling will not be as big a business as it is today.
+''They're just not going to find a business as profitable as wireline, but they've got to plan for the future,'' said John B. Walker of Paine Webber Mitchell Hutchins. Wireline is another term for well logging.
+High technology holds the potential for growing nearly as fast as wireline, and it is an area in which the company is at least comfortable, according to analysts and company officials.
+But while the new industries Schlumberger has chosen are expected to eventually boom, the company's timing might have been poor. It purchased Fairchild when the once powerful semiconductor company had passed its prime and before the industry went into a recessionary period from which it has not yet emerged.
+Similarly, said Tom Kurlak, an analyst with Merrill Lynch, Pierce, Fenner & Smith Inc., the computer-aided design and manufacturing business is about to enter a shakeout period of slipping profits as Applicon and its competitors face increasing competition from the International Business Machines Corporation, and higher expenditures to convert their systems to run on more powerful computers.
+Some analysts said that the new acquisitions could help expand Schlumberger's oilfield business, which are increasingly reliant on semiconductors and computers.
+''This company is no less dependent on electronics than Digital Equipment,'' said Philip K. Meyer of F. Eberstadt & Company, referring to the largest manufacturer of minicomputers. ''There's no less justification in having a semiconductor capability.''
+Others, however, say that the fact that Schlumberger uses semiconductors and computer-aided design in its operations is no reason to buy companies that make these systems.
+Schlumberger, which will not discuss its future plans, is also poised to make a major leap into factory automation with Applicon and Manufacturing Data Systems. The former provides systems that, in effect, use a computer graphics terminal to replace hand-drawn engineering designs and calculations. The latter provides the computer prog rams to run machine tools to make parts. The fit betweenthe companies is so close that they talked about merging before Schlumberger entered the picture. Extraordinarily Profitable
+It will be a long time before the new businesses become a significant contributor to Schlumberger's profits. That is mainly because the company's main business is extraordinarily profitable and growing rapidly.
+Mr. Walker of Paine Webber estimates that the well-logging business, with an operating margin greater than 50 percent, contributed 36 percent of the company's total revenues of $5.1 billion in 1980, but 67 percent of operating income of $1.4 billion. Another 19 percent of revenues and 18 percent of profits were contributed by other oilfield services. By contrast, Fairchild, a sizable semiconductor company in its own right, contributed an estimated 15 percent to revenues in 1980 but only 4 percent to profits, Mr. Walker estimated.
+One Schlumberger strong point is its commitment to technological innovation, which has preserved its dominance in well-logging, which is becoming increasingly important as oil gets harder to find.
+The proverbial oil gusher, in which black gold suddenly spouts out of the ground and everyone shouts ''Eureka!'' is rare indeed. Usually, after a well is drilled it is not even known whether it has hit oil or how much there is. Logging involves lowering various sensors into the hole to measure electrical resistivity, sound-carrying capability and other characteristics of the rock. By analyzing the data it is possible to get clues as to what fluids are present and how permeable the rock formations are, information needed to determine whether to complete the well or abandon it.
+Schlumberger has continued to improve the sensors used, and is starting to utilize advanced semiconductor technology and computer programs so that the well probes themselves can interpret findings before relaying them to the surface. It is now equipping its logging trucks with computers, which can control the instruments in the hole better than a man can. Schlumberger's Deep Pockets
+Schlumberger's second strong point is its deep pockets. It can afford to take a long-run approach in developing its companies, as it is apparently doing with Fairchild.
+When the semiconductor company was acquired it had long lost its position as an industry leader, was suffering from costly diversifications into computers and other areas and had an outmoded product line. After the takeover, Fairchild's former head, Wilfred Corrigan, resigned and was replaced by Thomas C. Roberts, a Schlumberger executive vice president with a background in finance, not electronics.
+This year, when many other micro-electronics companies are cutting back on research and capital spending because of the industry slump, Fairchild has increased its outlay.
+Nevertheless, analysts say it will take several years to turn the company around.
+Illustration Photo of an oil rig (Page D5) Graph of earnings at Schlumberger",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SCHLUMBERGER+LOOKS+PAST+OIL&title=New+York+Times&issn=03624331&date=1981-09-15&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 15, 1981","''It just happened that the first data we collected, the first data we interpreted, were on an oil well, propelling us in the oilfield service,'' said the company's chairman and president, Jean Riboud. Applicon Acquisition ''They're just not going to find a business as profitable as wireline, but they've got to plan for the future,'' said John B. Walker of Paine Webber Mitchell Hutchins. Wireline is another term for well logging. ''This company is no less dependent on electronics than Digital Equipment,'' said Philip K. Meyer of F. Eberstadt & Company, referring to the largest manufacturer of minicomputers. ''There's no less justification in having a semiconductor capability.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Sep 1981: D.1.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424188267,"United States, New York, N.Y.",English,15-Sep-81,"MERGERS, ACQUISITIONS AND DIVESTITURES; DATA PROCESSING; STOCKS AND BONDS",New York Times,NEWSPAPER,,,,,,,
+SCIENCE LIBRARY,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/science-library/docview/424148639/se-2?accountid=14586,"The Evolution of the Mammals By L.B. Halstead. 116 pages. Illustrations by Giovanni Caselli and Sergio. Hippocrene Books, New York. $12.95.
+The lineage of man, beginning with the time when apes and monkeys branched apart on the family tree some 45 million years ago, is relatively well known. But what kind of creatures and mammals preceded the primates, what did they look like, and how did they live?
+In a comprehensive and profusely illustrated book, L.B. Halstead, a British geologist and zoologist, answers these questions to the limit that scientific investigations and paleological studies have so far revealed. From the beginning of life on earth to the present, the author and the artists lead the reader on a historical path vividly embellished with changing animal forms that range from the familiar to the fantastic.
+Immediately preceding the mammals there were what paleontologists call the paramammals - the theraspids. Many of them were furry, warm-blooded flesh eaters, only a step away from being animals that suckled their young. And from them around 200 million years ago evolved Morganucodon, the first true mammal. It was an animal that looked somewhat like a giant carnivorous rat in a horror movie.
+But other mammal progenitors were not quite so grotesque. Some were like ordinary lizards except that they carried huge vertical fins on their backs, which acted as heat-absorbing solar panels to help them control their temperature. And others resembled dogs and ferret-like foxes.
+As he unfolds the history of mammals, the author adorns scientific reports of genetic and evolutionary advances with pertinent accounts of the environment of antiquity and how it affected the development of new species. Whales, for example, evolved in the swampy forests of Africa and, when fully adapted to water life, moved into the oceans.
+Climatic changes also affected the way animals lived and caused them to adapt their form, structure and lifestyles to such changes or perish. And the shifting plates of the earth's surface marooned some species or joined them with strange ones, resulting in the evolution of different or new species, or the continuation of an ancient species, unchanged, into the 20th century.
+Written in simple language, illustrated with more than a hundred paintings, drawings, photographs, diagrams and sketches, The Evolution of the Mammals is an insightful panorama of mammalian development. BAYARD WEBSTER Skywatchers of Ancient Mexico By Anthony F. Aveni. 355 pages, illustrated. University of Texas Press. $30.
+Ancient astronomy was a rich and heady mix of myth, religion, mathematics, art and astrology, and all ancient peoples were transfixed by it.
+The moon and the sun were deified but practical as well; they told the farmers when to reap and when to sow, when the rains would come and when it would be dry. Mathematics enabled the ancients to order their world as much as they dared to.
+In his book, Anthony Aveni focuses on the pre-Columbian astronomy of Mexico and Central America. The author, a professor of astronomy at Colgate University, recognizes the need to step out of his field to explore the bridges from archeoastronomy to archeology and cultural history.
+The book points out that many solar observatories are still used by the Maya in Guatemala and Honduras, and that the Hopi Indians of Arizona employ a similar technique.
+A section on ''Astronomy with the Naked Eye'' enhances the reader's understanding of how the Maya viewed the heavens. There is also an explanation of the Central American philosophy of numbers and of how its practitioners saw the union of time and space in their cosmology.
+The illustrations help the reader appreciate the structure and uses of the Mayan calendar. But more than that, the illustrations help peel away the mystery for anyone who has ever stared at Mayan glyphs - the Lords of the Night - and wondered what the ancients were really trying to say to those who followed them. RICHARD SEVERO 2081: A Hopeful View of the Human Future. By Gerard K. O'Neill. 284 pages. Simon & Schuster, New York. $13.95. The next-to-last decade of the 20th century would seem a hazardous time to make predictions. Mankind has ample means to destroy civilization and, possibly, to bring extinction to most species of large mammals including Homo sapiens. On the other hand, science and technology, used wisely, could eliminate most poverty and disease and launch humans on the path to colonizing other parts of our solar system. With Hell or Heaven on earth seemingly equally possible, which will it be?
+Dr. Gerard K. O'Neill puts his bets on the optimistic side. In 2081 he sees humans living in lavish prosperity not only on earth, but also in many artificial space colonies. There will be armaments, and conflict, he predicts, but human freedom and incredible technological progress will continue. Solutions to the world energy problem will be fashioned early in the next century Dr. O'Neill believes, and technology will make the world a comfortable, but exciting abode where people can live close to nature or in computer guided electronics-age luxury as they choose.
+Dr. O'Neill, a Princeton physicist, best known for his advocacy of space colonization, argues that five major driving forces will achieve this quasi-Buck Rogers future. These are advances in the technology of computers, automation, energy supply, communication and, of course, the colonization of space in huge orbiting stations equipped with earth-like atmosphere, plants, animals and most of the other pleasant attributes of our native planet. He argues that all of this is possible through extensions of existing science and technology without any new major scientific discoveries.
+To buttress his view that these wonders will indeed come about, the author surveys the efforts of many previous predictors including , H.G. Wells, Jules Verne, Aldous Huxley and George Orwell. Generally, Dr. O'Neill says, previous predictions have seriously overestimated the scope of future social change and have just as greatly underestimated technological advances. His own scenario concentrates heavily on technology and leaves social arrangements only moderately changed. He sees mankind continuing to expand and explore, finding its new frontiers far beyond earth. The author argues that this should be our aim. The alternative, he argues, is a static civilization on an overpopulated planet with with life so heavily regulated that individual freedom will be impossible. JOHN NOBLE WILFORD
+Illustration Photo of an animal",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SCIENCE+LIBRARY&title=New+York+Times&issn=03624331&date=1981-07-07&volume=&issue=&spage=C.3&au=Wilford%2C+John+Noble&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 1981","A section on ''Astronomy with the Naked Eye'' enhances the reader's understanding of how the Maya viewed the heavens. There is also an explanation of the Central American philosophy of numbers and of how its practitioners saw the union of time and space in their cosmology. The illustrations help the reader appreciate the structure and uses of the Mayan calendar. But more than that, the illustrations help peel away the mystery for anyone who has ever stared at Mayan glyphs - the Lords of the Night - and wondered what the ancients were really trying to say to those who followed them. RICHARD SEVERO 2081: A Hopeful View of the Human Future. By Gerard K. O'Neill. 284 pages. Simon & Schuster, New York. $13.95. The next-to-last decade of the 20th century would seem a hazardous time to make predictions. Mankind has ample means to destroy civilization and, possibly, to bring extinction to most species of large mammals including Homo sapiens. On the other hand, science and technology, used wisely, could eliminate most poverty and disease and launch humans on the path to colonizing other parts of our solar system. With Hell or Heaven on earth seemingly equally possible, which will it be? To buttress his view that these wonders will indeed come about, the author surveys the efforts of many previous predictors including , H.G. Wells, Jules Verne, Aldous Huxley and George Orwell. Generally, Dr. O'Neill says, previous predictions have seriously overestimated the scope of future social change and have just as greatly underestimated technological advances. His own scenario concentrates heavily on technology and leaves social arrangements only moderately changed. He sees mankind continuing to expand and explore, finding its new frontiers far beyond earth. The author argues that this should be our aim. The alternative, he argues, is a static civilization on an overpopulated planet with with life so heavily regulated that individual freedom will be impossible. JOHN NOBLE WILFORD","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 1981: C.3.",11/15/17,"New York, N.Y.",,"Wilford, John Noble",New York Times Company,,Newspapers,424148639,"United States, New York, N.Y.",English,7-Jul-81,BOOKS AND LITERATURE; SCIENCE AND TECHNOLOGY; ANIMALS; SPACE,New York Times,NEWSPAPER,,,,,,,
+POSTAL UNIT'S PLANNED MOVE UPSETS 2 COMMUNITIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/postal-units-planned-move-upsets-2-communities/docview/424079635/se-2?accountid=14586,"The United States Postal Service is planning to move its Stamford, Conn., mail-processing center to Rye, but the decision doesn't sit well with any of those concerned - neither Stamford nor Rye, nor even the Postal Service itself.
+Stamford is afraid it will lose jobs. Rye is afraid it will lose a sizable chunk of its commercial tax base because the Postal Service, as a Federal agency, pays no local taxes.
+And the Postal Service would much prefer to stick with an 11-yearold plan to develop 13 acres of a 40-acre site in Stamford now owned by Standard Brands. But it says it has run out of time because of a series of lawsuits by opponents of that plan.
+Noting the recent, rapid increase in the development of corporate headquarters in Stamford - with the millions of pieces of mail they generate each week - Jerry K. Lee, the Postmaster General for the Northeast Region, said, ''That's one of the hottest growth areas in the Northeastern part of the country.'' More Space Needed
+''We have grown to the point where, operationally, we must have some additional space to process mail,'' he said. And it happens that a building containing 192,500 square feet is being vacated by the Avon Corporation at the juncture of Interstates 287 and 95 in Rye, presenting an ''opportunity we could not pass by,'' Mr. Lee said.
+The space ''would allow us to install mechanization and automation and to process the mail with a greater degree of sortation, which would actually speed the mail in its delivery,'' Mr. Lee said.
+Stamford, which now has one automatic letter-sorting machine, needs two or three, according to Mr. Lee. Each machine, he said, can sort mail by ZIP code into 277 bins, while a human is limited by the extent of his reach to 77 bins. Rye 'Outraged and Incensed'
+''The City of Rye is outraged and incensed,'' said Frank Culross, the City Manager. The Avon property, he said, represents 10 percent of the city's commercial tax base and 1.8 percent of the total tax base.
+A takeover of the site by the Postal Service would result in ''an immediate and very significant impact'' on the City of Rye and its taxpayers, he said. ''You're talking in terms of $280,000 in lost revenues a year,'' he said, or $60 for every city taxpayer. ''The school system would be the big loser.''
+In addition, Mr. Culross said, Rye's residents stand to gain no jobs because the Postal Service has told its employees in Stamford that they would be given the first option to work in Rye, which is roughly 10 miles away.
+There are 700 postal employees in Stamford but only 350 would be affected by the move. The offer to the employees to move has hardly soothed feelings in Stamford, however, where Mayor Louis A. Clapes says he is concerned about the possible loss of jobs and has been getting a lot of mail from postal employees complaining that, if they had to follow their jobs to Rye, the tax they would have to pay to New York State on their earnings would come to about $1,100 a year each, not to mention the increased cost of commuting. Hearing Due in June
+Officials in both cities have joined Senators and Representatives from the area in pressing their case before the Postal Service Board of Governors. The board will consider in June whether the Postal Service may proceed with the purchase of the Avon building, at a cost of $9.65 million.
+Two of the lawsuits against the development of the Standard Brands site in Stamford were brought by the Town of Greenwich, Conn. One of those suits -seeking visual and other buffers around the site - has been resolved. The second suit - seeking safeguards against flooding - is expected to be settled this week.
+The plaintiffs in a third suit are the Connecticut Fund for the Environment, based in New Haven, and the Better Neighborhoods Association, representing some of the residents near the Standard Brands site.
+The fund contends that the Stamford Environmental Protection Board must look into the the impact of the proposed project on air pollution, noise and traffic congestion. Standard Brands contends that the board has no such jurisdiction, that its authority extends only to wetlands. Trial Date Sought
+Richard Tobin, a lawyer for Standard Brands, said he was trying to get the case scheduled for trial in Stamford Superior Court.Daniel Millstone, a lawyer for the fund, said his client ''stands ready to sit down'' with the other parties and that some sort of compromise might be possible. But Donald Blanchard, a lawyer for the neighbors, said that Standard Brands and the Robert Martin Company of Elmsford, N.Y., the developer of the 13-acre postal site, ''feel they have already given enough in the way of protection and buffers to the neighbors'' and that the neighbors had turned down an offer of a cash settlement.
+Said Mr. Lee, the regional Postmaster General: ''We have combed the southern tip of Connecticut and we have been unable to locate a suitable site to build a total mail-processing facility.''
+''If someone can find an alternative site we can use,'' he said, ''we would be most happy to look at it.''
+Illustration Map of area affected by planned move",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=POSTAL+UNIT%27S+PLANNED+MOVE+UPSETS+2+COMMUNITIES&title=New+York+Times&issn=03624331&date=1981-04-27&volume=&issue=&spage=B.2&au=CHARLOTTE+EVANS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1981","''We have grown to the point where, operationally, we must have some additional space to process mail,'' he said. And it happens that a building containing 192,500 square feet is being vacated by the Avon Corporation at the juncture of Interstates 287 and 95 in Rye, presenting an ''opportunity we could not pass by,'' Mr. [Jerry K. Lee] said. A takeover of the site by the Postal Service would result in ''an immediate and very significant impact'' on the City of Rye and its taxpayers, he said. ''You're talking in terms of $280,000 in lost revenues a year,'' he said, or $60 for every city taxpayer. ''The school system would be the big loser.'' Richard Tobin, a lawyer for Standard Brands, said he was trying to get the case scheduled for trial in Stamford Superior Court.Daniel Millstone, a lawyer for the fund, said his client ''stands ready to sit down'' with the other parties and that some sort of compromise might be possible. But Donald Blanchard, a lawyer for the neighbors, said that Standard Brands and the Robert Martin Company of Elmsford, N.Y., the developer of the 13-acre postal site, ''feel they have already given enough in the way of protection and buffers to the neighbors'' and that the neighbors had turned down an offer of a cash settlement.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1981: B.2.",11/14/17,"New York, N.Y.",RYE (NY) STAMFORD (CONN),"CHARLOTTE EVANS, Special to the New York Times",New York Times Company,,Newspapers,424079635,"United States, New York, N.Y.",English,27-Apr-81,POSTAL SERVICE; SUITS AND LITIGATION,New York Times,NEWSPAPER,,,,,,,
+ELECTRONIC TECHNOLOGY SEARCHES FOR STANDARDS,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electronic-technology-searches-standards/docview/424001875/se-2?accountid=14586,"What could be more benign than an electronic service providing television viewers with a wide range of textual and graphic information? It might include up-to-the-minute news and weather reports, traffic conditions, educational material and possibly even the price of daily specials at the supermarket. Furthermore, all of it would be free of charge and available only on demand.
+But implementation of a teletext system, as it is known, is hopelessly stalled, the victim of a continuing battle between the broadcasters and television set manufacturers over the technical standards according to which such a system would operate.
+For their part, the broadcasters favor a French system, known as Antiope, on the ground that it is flexible and technologically forward-looking. The set manufacturers, on the other hand, support a British version, alternately called Ceefax or Oracle, arguing that it requires less expensive decoding circuitry within a television set.
+And there the matter rests, pending further study and a final determination by the Federal Communications Commission, which ultimately decides such things. But the struggle over teletext is merely symptomatic of a larger issue involving the problems and paradoxes of adopting electronics standards of any kind.
+Standards, of course, are everywhere with us; it is not by accident, for example, that lightbulbs fit into sockets. But the wise and appropriate use of standards in the fast-changing fields of electronics and communications is an altogether different matter.
+Whenever a new electronic technology goes commercial, especially when more than one company is interested in providing it, there must first be industry-wide agreement on the technical details of the product or service.
+In some cases, standards are mandatory, as in radio or television broadcasting. In others, however, they are hammered out voluntarily by industry groups seeking, say, to establish the software protocols and formats by which different manufacturers' computers will talk to each other.
+Standards reduce the element of risk by guaranteeing to investors that the rules of the game will not change in the middle. But standards cut both ways, since they also tend by their nature to freeze technology and foreclose innovation.
+Moreover, the timing of standards is critical. If adopted too soon, they can mean forgoing better and probably cheaper products later on, since in electronics things really do get better and less expensive all the time. If too late, the danger arises of postponing or giving up, perhaps forever, the benefits of a useful service.
+''If you set a standard prematurely, you run the risk of forgoing some alternative versions of a technology that in the long run may turn out to be more desirable,'' says Gregory C. Tassey, senior economist for planning at the National Bureau of Standards.
+The development of color television in Europe, for example, lagged behind that in the United States by several years. One result of delay was that European systems offer a better picture because of a broadcast standard that calls for 625 lines to the frame instead of the 525 lines mandated by the F.C.C. shortly after the Korean War.
+On the other hand, the lack of a standard can hopelessly divide and fracture a market, as happened in videotape recorders, where two competing and incompatible recording and playback formats are offered, and threatens to happen in videodisks, where there are three.
+The growth of the telecopier industry, in which three separate transmission methods exist, was stunted for years by the lack of a unified standard. So was the supermarket scanner business as it sought a universal product code on groceries. (Ultimately, a bar code won out over a bullseye.)
+Standards are sometimes created for fear of losing world markets. There was a strong current of opinion at the Federal Communications Commission last year, for example, in favor of setting no standard at all for A.M. stereo radio, and instead letting market forces shape the technology. But the commission reportedly thought better of the idea in the face of potential market domination by the Japanese.
+In other cases, a fledgling industry may be set back by the creation or tightening of a standard. The personal computer industry, for example, may get a jolt next year when the F.C.C. revises its standards governing electromagnetic radiation from home computers, since - in theory at least - such emissions interfere with television reception.
+In some cases standards have profound economic implications. The lack of standards for such industrial automation equipment as robots, computers and conveyor belts is said to be retarding the growth of the automated manufacturing systems which experts in the field believe are indispensable to improved industrial productivity.
+Standards, according to those who set them, must be flexible enough to allow a technology to grow gracefully, no easy task when the needs of groups as diverse as trade associations, professional societies and Federal and international regulatory bodies must be satisfied.
+''Unfortunately, with all these different groups, or perhaps because of them, there is no organized process by which we even know when to begin thinking about a standard, let alone set one,'' says Marvin A. Sirbu Jr., principal research associate at the Center for Policy Alternatives at the Massachusetts Institute of Technology.
+It is always possible, of course, to change a standard in midstream in favor of a better one to take advantage of intervening advances in the technology. But in such a case as color television, adopting the European standard would make obsolete all the television sets in the United States and the broadcast equipment as well.
+Unfortunately, there seem to be no generally accepted principles by which good standards can be set. The National Bureau of Standards, which should know if anybody does, doesn't; recently, in fact, the bureau commissioned a study to examine the opportunity costs, riskreward formulas and cost-benefit analysis involved in standardsetting.
+Illustration photos of teletext",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ELECTRONIC+TECHNOLOGY+SEARCHES+FOR+STANDARDS&title=New+York+Times&issn=03624331&date=1980-10-05&volume=&issue=&spage=A.20&au=SCHUYTEN%2C+PETER+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 5, 1980","''If you set a standard prematurely, you run the risk of forgoing some alternative versions of a technology that in the long run may turn out to be more desirable,'' says Gregory C. Tassey, senior economist for planning at the National Bureau of Standards. ''Unfortunately, with all these different groups, or perhaps because of them, there is no organized process by which we even know when to begin thinking about a standard, let alone set one,'' says Marvin A. Sirbu Jr., principal research associate at the Center for Policy Alternatives at the Massachusetts Institute of Technology. Unfortunately, there seem to be no generally accepted principles by which good standards can be set. The National Bureau of Standards, which should know if anybody does, doesn't; recently, in fact, the bureau commissioned a study to examine the opportunity costs, riskreward formulas and cost-benefit analysis involved in standardsetting.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Oct 1980: A.20.",11/14/17,"New York, N.Y.",,"SCHUYTEN, PETER J",New York Times Company,,Newspapers,424001875,"United States, New York, N.Y.",English,5-Oct-80,,New York Times,NEWSPAPER,,,,,,,
+SCHMIDT GIVES HINT OF TALKS TO REDUCE MISSILES IN EUROPE:SPEAKS AS,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/schmidt-gives-hint-talks-reduce-missiles-europe/docview/423962801/se-2?accountid=14586,"MOSCOW TRIP ENDS:SAYS HE WILL WITHHOLD DETAILS UNTIL ALLLIES ARE INFORMED-NO GAIN ON AFGAHANISTAN REPORTED
+By CRAIG R. WHITNEY
+MOSCOW, July 1 - Chancellor Helmut Schmidt of West Germany hinted before leaving Moscow tonight that his talks with Soviet leaders might have opened the way to East-West negotiations to limit mediumrange missiles in Europe.
+''I have reason to believe that negotiations will take place,'' Mr. Schmidt said at a news conference after his last round of talks with Leonid I. Brezhnev, the Soviet leader, and two hours this afternoon with Soviet military chiefs.
+Mr. Schmidt acknowledged that he had made no headway in persuading the Soviet leaders to pull out of Afghanistan, and he said they had rejected the idea of freezing Soviet missile deployment in Eastern Europe to get talks started with the West.
+Details Being Withheld
+But he said he would withhold all details on his talks on the missile issue until Foreign Minister Hans-Dietrich Genscher told the NATO allies in Paris and Washington tomorrow about what had been achieved.
+Moscow is said to have a major missile advantage in Europe. In addition to about 500 SS-4 and SS-5 rockets deployed in the early 1960's, Moscow has about 120 modern SS-20 missiles in the western Soviet Union that can reach London. Each SS-20 has three nuclear warheads.
+The United States has not put any medium-range missiles in Western Europe since the early 60's. Together, Britain and France have about 150 submarine-launched missiles that can reach Moscow.
+2 Concrete Results
+In the two-day West German visit, the only concrete results were a laboriously negotiated communique, which said the two sides had ''devoted attention to the prospects of working out an agreement'' on the missile issue, and a long-term accord spelling out areas in which the two countries intend to increase economic cooperation.
+The United States sharply cut back economic and political contacts with the Soviet Union after the thrust into Afghanistan in December. In addition, the Carter Administration, unhappy with the unexpected trip of President Valery Giscard d'Estaing of France to Warsaw to see Mr. Brezhnev in May, had openly expressed nervousness about this trip by the leaders of its most powerful West European ally. Mr. Schmidt's party faces an election Oct. 5 and is running on a foreign policy platform of preserving the gains of detente and maintaining its alliance with Washington.
+The Chancellor declared that his visit here ''confirmed that in a world situation that continues to be one of crisis, talking and listening is not only necessary but also useful.''
+Mr. Brezhnev, in remarks reported tonight by the Soviet Government press agency Tass, said: ''There are matters where our viewpoints differ substantially. Yet it is important that now we know each other's positions better.''
+Before the Chancellor flew back to Bonn this evening, Mr. Brezhnev called on him to ''weigh again the considerations we set out to you here'' and promised, ''We, on our part, shall give thought to the considerations expressed by you.''
+Earlier today, Mr. Schmidt placed wreaths at a cemetery for German prisoners of war at Lyublino outside Moscow and at the Soviet Tomb of the Unknown Soldier at the Kremlin Wall. Two more rounds of talks with Mr. Brezhnev, Prime Minister Aleksei N. Kosygin and Foreign Minister Andrei A. Gromyko ended shortly before 7 P.M.
+The communique described the atmosphere of the talks as ''businesslike and constructive'' and said they took place ''in a spirit of frankness.'' No Agreement on Afghanistan
+On Afghanistan, the communique said only that both sides had presented their positions ''in detail and in great frankness,'' meaning there was no agreement.
+Mr. Schmidt said at the news conference that he had called on the Soviet Union to withdraw all its troops from Afghanistan and that ''the Soviet side took note of my position.''
+A brief Soviet official account of Mr. Schmidt's news conference published later this evening said only that the missile issue had been discussed.
+The economic accord that was signed by the West German and Soviet Ambassadors today is part of a 25-year agreement to expand trade between the countries that was signed in Bonn in May 1978. It spells out West German willingness to cooperate with the Soviet Union in automation, data processing, atomic energy and exploration for oil and natural gas on land and on the continental shelf.
+The United States has called on its allies to limit deliveries of advanced technology to the Soviet Union in several of these areas in response to the move into Afghanistan.
+The communique also said the two Governments were agreed on the desirability of a new $13.3 billion gas pipeline from western Siberia to West Germany and that ''preliminary negotiations between the responsible agencies and industries of the two sides should be conducted.'' The deal is thought to be complete except for agreement on the financing.
+Mr. Schmidt's remarks hinting at progress on the missile talks were a surprise. The Russians have said they would not stop deployment of SS-20 missiles unless the North Atlantic Treaty Organization canceled or delayed carrying out the decision last December to station 572 nuclear-tipped American missiles in Western Europe.
+The Chancellor and his Foreign Minister talked about missiles with Mr. Brezhnev this morning and then, at the Germans' request, with Defense Minister Dmitri F. Ustinov and the chief of the Soviet General Staff, Marshal Nikolai V. Ogarkov.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SCHMIDT+GIVES+HINT+OF+TALKS+TO+REDUCE+MISSILES+IN+EUROPE%3ASPEAKS+AS&title=New+York+Times&issn=03624331&date=1980-07-02&volume=&issue=&spage=A.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 1980","Mr. [Leonid I. Brezhnev], in remarks reported tonight by the Soviet Government press agency Tass, said: ''There are matters where our viewpoints differ substantially. Yet it is important that now we know each other's positions better.'' Before the Chancellor flew back to Bonn this evening, Mr. Brezhnev called on him to ''weigh again the considerations we set out to you here'' and promised, ''We, on our part, shall give thought to the considerations expressed by you.'' The communique described the atmosphere of the talks as ''businesslike and constructive'' and said they took place ''in a spirit of frankness.'' No Agreement on Afghanistan","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 1980: A.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423962801,"United States, New York, N.Y.",English,2-Jul-80,,New York Times,NEWSPAPER,,,,,,,
+F.B.I. Overhaul Of Computers Is Facing a Gap Of $57 Million,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-b-i-overhaul-computers-is-facing-gap-57-million/docview/433477466/se-2?accountid=14586,"The latest effort to overhaul the Federal Bureau of Investigation's antiquated computer system, still in its early stages, is already coming up short by $57 million, a Justice Department audit report concluded Monday.
+The budget gap could force the F.B.I. to take money from law enforcement and other areas, the report by the Justice Department inspector general's office determined. It concluded that while the bureau had taken steps in the management of the project that provided a ''reasonable assurance'' of success, crucial financing and operational questions lingered.
+The F.B.I. has struggled for more than a decade to modernize its computer systems and replace a record-keeping system that is still largely paper-driven -- a task considered critical to strengthening antiterrorism operations. Widespread design and management problems last year forced the bureau to scrap the final phase of its case-automation system, known as Trilogy, after spending $170 million on the project.
+Democrats said they planned to press Robert S. Mueller III, the director of the F.B.I., about the computer project when he appears before the Senate Judiciary Committee on Wednesday.
+''After watching the F.B.I. waste five years and more than 170 million of taxpayer dollars on the Trilogy program, I remain seriously concerned about the handling of this project,'' Senator Patrick J. Leahy, the Vermont Democrat who will take over next month as chairman of the Judiciary Committee, said Monday.
+''The American people cannot afford another fiasco,'' Mr. Leahy said.
+The findings by the inspector general came in the first status report that office has issued since March when the F.B.I. awarded the latest version of the project to Lockheed Martin. The company's part of the project, known as Sentinel, has an estimated value of $305 million.
+For the current fiscal year, the Bush administration has sought $100 million for the Sentinel project, a request still pending in Congress. But the F.B.I. estimates that it actually needs $56.7 million more this year, the inspector general found.
+The F.B.I. said in a statement on Monday that ''the balance of $57 million has long been identified from existing F.B.I. balances, and will not impact operational programs.'' It said that ''characterizations to the contrary are misleading.''
+The inspector general's report noted that the Sentinel project was still in its early stages, with the most difficult portions ahead. Nonetheless, it offered a somewhat more optimistic assessment than in the past.
+''We believe that the processes the F.B.I. has established to manage and control the Sentinel project if implemented and carefully followed as Sentinel develops can provide reasonable assurance that Sentinel can be successful and that any deviations from cost, schedule, technical or performance baselines can be identified,'' it said.
+In its formal response as part of the report, the F.B.I. said it welcomed the inspector general's findings and would be adopting all of the report's budget, management and staffing recommendations in an effort to keep the computer project on track.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=F.B.I.+Overhaul+Of+Computers+Is+Facing+a+Gap+Of+%2457+Million&title=New+York+Times&issn=03624331&date=2006-12-05&volume=&issue=&spage=A.24&au=Lichtblau%2C+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 5, 2006","The budget gap could force the F.B.I. to take money from law enforcement and other areas, the report by the Justice Department inspector general's office determined. It concluded that while the bureau had taken steps in the management of the project that provided a ''reasonable assurance'' of success, crucial financing and operational questions lingered. The F.B.I. said in a statement on Monday that ''the balance of $57 million has long been identified from existing F.B.I. balances, and will not impact operational programs.'' It said that ''characterizations to the contrary are misleading.'' ''We believe that the processes the F.B.I. has established to manage and control the Sentinel project if implemented and carefully followed as Sentinel develops can provide reasonable assurance that Sentinel can be successful and that any deviations from cost, schedule, technical or performance baselines can be identified,'' it said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Dec 2006: A.24.",11/15/17,"New York, N.Y.",,"Lichtblau, Eric",New York Times Company,,Newspap ers,433477466,"United States, New York, N.Y.",English,5-Dec-06,Computers; Budgets; Modernization,New York Times,News,,,,,,,
+"Elizabeth Gerstner, Neal Lakdawala","New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/elizabeth-gerstner-neal-lakdawala/docview/433358378/se-2?accountid=14586,"Dr. Elizabeth Robins Gerstner, the daughter of Robins and Louis Vincent Gerstner Jr. of Hobe Sound, Fla., and Greenwich, Conn., was married last evening to Dr. Neal Kush Lakdawala, the son of Jyoti and Kush Lakdawala of Round Rock, Tex. The Rev. Michael R. Moynihan, a Roman Catholic priest, performed the ceremony at St. Michael the Archangel Church in Greenwich.
+Dr. Gerstner, 31, is keeping her name. She is a chief resident in neurology at NewYork-Presbyterian Hospital/Columbia University Medical Center, where she met Dr. Lakdawala, then a chief resident in medicine. Next month the bride is to begin a fellowship in neuro-oncology at Massachusetts General Hospital in Boston, where the bridegroom, 30, is a cardiology fellow at Brigham and Women's Hospital.
+Dr. Gerstner is a graduate of Brown and the Columbia College of Physicians and Surgeons.
+Her father is the chairman of the Carlyle Group, the investment firm with headquarters in Washington. He retired as the chairman and chief executive of the I.B.M. Corporation and is a former board member of The New York Times Company.
+Dr. Lakdawala is a graduate of Rhodes College in Memphis and of the University of Texas Health Science Center in San Antonio.
+His father retired as a senior consultant to Dell, the computer company, developing multifunction printers. The bridegroom's mother, a retired engineer, was a technical adviser in Wickliffe, Ohio, to the sales force of ABB, the Swiss power and automation technology company.
+Illustration Photo (Photo by Joel Greenberg)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Elizabeth+Gerstner%2C+Neal+Lakdawala&title=New+York+Times&issn=03624331&date=2006-06-11&volume=&issue=&spage=9.16&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 11, 2006","Dr. Elizabeth Robins Gerstner, the daughter of Robins and Louis Vincent Gerstner Jr. of Hobe Sound, Fla., and Greenwich, Conn., was married last evening to Dr. Neal Kush Lakdawala, the son of Jyoti and Kush Lakdawala of Round Rock, Tex. The Rev. Michael R. Moynihan, a Roman Catholic priest, performed the ceremony at St. Michael the Archangel Church in Greenwich.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 June 2006: 16.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433358378,"United States, New York, N.Y.",English,11-Jun-06,Weddings and Engagements,New York Times,NEWSPAPER,,,,,,,
+Verizon May Sell or Spin Off Directory Division Next Year,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/verizon-may-sell-spin-off-directory-division-next/docview/433240408/se-2?accountid=14586,"Verizon Communications said yesterday that it was considering whether to sell or spin off its directory business so it can concentrate more on providing wireless, data and phone services.
+Based on similar sales in the past, the Verizon division could sell for $17 billion, or 10 times its 2004 profit before taxes and other charges of $1.7 billion. Qwest Communications, the smallest of the four big Bell operating companies, sold its directories business for $7 billion in August 2002.
+Verizon's board has authorized the company, the second-largest telecommunications carrier after AT&T, to hire bankers to explore its options now that its purchase of MCI is almost completed. The company could sell or spin off the directories group, Verizon Information Services, in 2006.
+''With the MCI transaction close to completion, this is the right time for us to take action that helps us sharpen our focus on our three network-based businesses,'' said Peter Thonis, a Verizon spokesman. ''This move will give them additional flexibility to maneuver in a fast-moving marketplace.''
+Verizon Information Services publishes 1,750 directories in 44 states and Washington, D.C. The division also operates SuperPages.com, which it says is the nation's largest online yellow pages. The division generated $3.6 billion in revenue last year, and it employs 7,300 people. Sales fell 5.7 percent last year, and they may slip another 2.4 percent this year, according to the investment firm Sanford C. Bernstein.
+Directories businesses are typically more profitable than many other divisions at phone companies like Verizon because they require far less investment in equipment. Automation and revenue from Web sites have also helped their profitability.
+Verizon has hired Bear, Stearns & Co. and JPMorgan Securities as its financial advisors.
+The Justice Department and the Federal Communications Commission, as well as two dozen states, have already approved Verizon's purchase of MCI, the country's second-largest provider of telecommunications services to corporations. Regulators in five states must still give their approval, which Verizon expects as early as the end of the year.
+In addition to concentrating more of its energy on its core businesses, Verizon is also trying to reassure investors, who have seen the company's stock fall 21 percent this year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Verizon+May+Sell+or+Spin+Off+Directory+Division+Next+Year&title=New+York+Times&issn=03624331&date=2005-12-05&volume=&issue=&spage=A.16&au=Belson%2C+Ken&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 5, 2005","Verizon's board has authorized the company, the second-largest telecommunications carrier after AT&T, to hire bankers to explore its options now that its purchase of MCI is almost completed. The company could sell or spin off the directories group, Verizon Information Services, in 2006. The Justice Department and the Federal Communications Commission, as well as two dozen states, have already approved Verizon's purchase of MCI, the country's second-largest provider of telecommunications services to corporations. Regulators in five states must still give their approval, which Verizon expects as early as the end of the year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Dec 2005: A.16.",11/15/17,"New York, N.Y.",,"Belson, Ken",New York Times Company,,Newspapers,433240408,"United States, New York, N.Y.",English,5-Dec-05,Spinoffs; Corporate planning; Telecommunications industry; Telephone directories,New York Times,News,,,,,,,
+"Susan Han, Raymond Liu","New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/susan-han-raymond-liu/docview/432859414/se-2?accountid=14586,"Dr. Susan Zee Sook Han, a resident in endodontics, and Dr. Raymond Wei-Han Liu, a resident in pediatrics, were married in Manhattan yesterday. The Rev. Jon M. Walton performed the ceremony at the First Presbyterian Church in the City of New York.
+The bride is doing her residency at the endodontics clinic at the New York University College of Dentistry; the bridegroom's residency is at Children's Hospital in Manhattan, part of New York-Presbyterian Hospital. The couple met at Harvard, where the bride received her dental degree and from which the bridegroom graduated cum laude and received his medical degree.
+Dr. Han, 30, is keeping her name. She graduated cum laude from Knox College in Galesburg, Ill. She is the daughter of Young Ja Han and Moon Soo Han of Seoul. Her father is a senior counsel for Hwang Mok Park, a law firm in Seoul. Her mother retired as a critical care nurse at the Veterans Affairs Medical Center in North Chicago, Ill.
+Dr. Liu, 29, is a son of Lydia Liu and Peter Liu Sr. of Short Hills, N.J. His mother retired as the vice president for operations at the Wan Development Corporation, a residential real estate business in Flushing, Queens. His father is a managing director for information technology at the Securities Industry Automation Corporation, a technological support subsidiary of the New York Stock Exchange and the American Stock Exchange.
+Illustration Photo",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Susan+Han%2C+Raymond+Liu&title=New+York+Times&issn=03624331&date=2004-09-19&volume=&issue=&spage=9.18&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 2004","Dr. Han, 30, is keeping her name. She graduated cum laude from Knox College in Galesburg, Ill. She is the daughter of Young Ja Han and Moon Soo Han of Seoul. Her father is a senior counsel for Hwang Mok Park, a law firm in Seoul. Her mother retired as a critical care nurse at the Veterans Affairs Medical Center in North Chicago, Ill.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 2004: 18.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432859414,"United States, New York, N.Y.",English,19-Sep-04,Weddings and Engagements,New York Times,NEWSPAPER,,,,,,,
+"Patty Tamsuriyamit, Steven Wong","New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/patty-tamsuriyamit-steven-wong/docview/432687797/se-2?accountid=14586,"  Pirawan Tamsuriyamit, a daughter of Somjit and Suvit Tamsuriyamit of Jackson Heights, Queens, is to be married in Brooklyn today to Steven Kong-Shiun Wong, the son of Shii-Zong Wong and Lei-Kong Wong of Bayside, Queens. The Rev. George Herzog, an interfaith minister, is to officiate at the Brooklyn Botanic Garden.
+The bride, 29, is known as Patty. She works in Whippany, N.J., as a marketing manager in the wireless business unit of Lucent Technologies, the telecommunications equipment company. She graduated from Baruch College and received a certificate in marketing management from Columbia. Her father retired as a manager of the Pongsri Thai restaurant in Chinatown in Manhattan. The bride's mother is a cashier there.
+The bridegroom, 32, operates an Internet business from home in Bayside called Digitronix, selling household automation devices. He also graduated from Baruch. His parents own and manage Rice President, a takeout Chinese restaurant, and Royal Card, a stationery and gift shop, both in Bayside.
+Ms. Tamsuriyamit and Mr. Wong met in 1987, just before her freshman year at Brooklyn Technical High School, where Mr. Wong was entering his senior year. Her boyfriend introduced them, and Mr. Wong promised to watch out for her.
+They became friends, and Mr. Wong eventually asked her for a date.
+''I didn't want to go out with him because at the time I liked someone else,'' she said. ''You know, kid stuff.''
+He was soon off to college.
+But when they met again at Baruch a few years later, he was ready to try once more.
+''I thought, 'It's been a few years, maybe she's changed her mind,' '' he recalled. ''I liked her energy and her spunk.''
+He drove her home one evening in 1992 and tried to talk her into going out with him. They sat in the car for hours.
+''He convinced me through persistence,'' she said. ''I said we'll just date and see how it goes for a couple of weeks. That couple of weeks ended up 12 years.''
+Illustration Photo",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Patty+Tamsuriyamit%2C+Steven+Wong&title=New+York+Times&issn=03624331&date=2004-02-22&volume=&issue=&spage=9.13&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 22, 2004","Pirawan [Patty Tamsuriyamit], a daughter of Somjit and Suvit Tamsuriyamit of Jackson Heights, Queens, is to be married in Brooklyn today to Steven Kong-Shiun Wong, the son of Shii-Zong Wong and Lei-Kong Wong of Bayside, Queens. The Rev. George Herzog, an interfaith minister, is to officiate at the Brooklyn Botanic Garden. Ms. Tamsuriyamit and Mr. Wong met in 1987, just before her freshman year at Brooklyn Technical High School, where Mr. Wong was entering his senior year. Her boyfriend introduced them, and Mr. Wong promised to watch out for her.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Feb 2004: 13.",11/16/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432687797,"United States, New York, N.Y.",English,22-Feb-04,Weddings and Engagements,New York Times,NEWSPAPER,,,,,,,
+"Is That Andromedia or a Truck Stop on the Turnpike? Finally, Focus","New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/is-that-andromedia-truck-stop-on-turnpike-finally/docview/432302046/se-2?accountid=14586,"  When the astronomer Ptolemy stared into the night sky to ''search out the massed wheeling circles of the stars,'' he felt as if he were ''side by side with Zeus himselfo taking in his fill of ambrosia, the food of the gods.''
+Here's how Prof. Fred Chromey of Vassar College describes gazing at the stars from the typical campus observatory: ''You'd go into this really cold, dark room, clamp your eye to the eyepiece and after a long time of shifting focus, you'd see a -- fuzzy patch!''
+Astronomy students long toiled in crumbling, moldy observatories, most built in the early 19th century in the darkest (i.e., most isolated) parts of campus to avoid light pollution. But in the mid-90's, the cost of video and digital electronics plummeted, while the quality of results improved. With the technology that enabled the camcorder, it became possible to get brighter, crisper images and automatically pinpoint a position. Today's astronomers can view images and data on a computer screen from the comfort of the ''warm room,'' where they used to go to escape the chill of the open-domed observatory.
+''Now a small college can afford $20K and do research that gets you scientific results,'' Professor Chromey said. ''It's a big difference for the students.'' Vassar overhauled its observatory in 1998.
+Other campuses have been updating as well. A new observatory at the University of North Texas was completed in April. Eventually, students will be able to operate telescopes 45 miles away from campus via remote control. A Civil War-era observatory at Drake University in Des Moines is considered haunted (a university president and his wife are entombed behind a wall in the lobby). With water damage, a dented bronze dome and warped shutters, it looked the part. A rejuvenated observatory reopened in March.
+Alfred University in upstate New York has spiffed up, too.''We are now able to see objects you used to have the biggest telescopes on Earth to see,'' said G. David Toot, director of the Stull Observatory at Alfred. ''The whole experience is much friendlier. Now telescopes point themselves'' -- after being told, via computer, what to look at. ''Before we put in an automation system, finding some of these more distant targets could take easily 45 minutes to an hour. Now we have it in five minutes.''
+Astronomy may be one of the more popular ways to fulfill a science requirement -- in 1999-2000, 163,000 students took an introductory course -- but some things haven't changed. Stargazing is a lonely field: only 202 bachelor's degrees and 199 doctorates in astronomy and astrophysics were conferred in 2000, according to the American Institute of Physics.
+''There always has been a relatively small number of people who are willing to study objects that are very remote and don't have direct application to everyday life,'' said Kevin B. Marvel, deputy executive officer of the 6,000-member American Astronomical Society. ''The pay is generally low and the hours are long and at night, and it requires 10 or 15 years of education in math and science and physics.''
+''Everybody loves the sky,'' he conceded, ''but you have to be devoted to study it for a living.'' STEPHANIE GUTMANN
+Photograph G. David Toot, director of Alfred University's observatory, at the shutter of its new computer-controlled telescope, right.; At Drake University, where the bodies are buried. (Photographs by Chris Ramirez for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Is+That+Andromedia+or+a+Truck+Stop+on+the+Turnpike%3F+Finally%2C+Focus&title=New+York+Times&issn=03624331&date=2003-01-12&volume=&issue=&spage=4A.10&au=Gutmann%2C+Stephanie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,4A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 12, 2003","Astronomy students long toiled in crumbling, moldy observatories, most built in the early 19th century in the darkest (i.e., most isolated) parts of campus to avoid light pollution. But in the mid-90's, the cost of video and digital electronics plummeted, while the quality of results improved. With the technology that enabled the camcorder, it became possible to get brighter, crisper images and automatically pinpoint a position. Today's astronomers can view images and data on a computer screen from the comfort of the ''warm room,'' where they used to go to escape the chill of the open-domed observatory. Other campuses have been updating as well. A new observatory at the University of North Texas was completed in April. Eventually, students will be able to operate telescopes 45 miles away from campus via remote control. A Civil War-era observatory at Drake University in Des Moines is considered haunted (a university president and his wife are entombed behind a wall in the lobby). With water damage, a dented bronze dome and warped shutters, it looked the part. A rejuvenated observatory reopened in March.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Jan 2003: 4A.10.",11/15/17,"New York, N.Y.",,"Gutmann, Stephanie",New York Times Company,,Newspapers,432302046,"United States, New York, N.Y.",English,12-Jan-03,Astronomy; Observatories; Colleges & universities,New York Times,News,,,,,,,
+NCR Says Quarterly Results Were Weaker Than Forecast,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ncr-says-quarterly-results-were-weaker-than/docview/431808812/se-2?accountid=14586,"The NCR Corporation said today that its second-quarter earnings and sales missed forecasts.
+NCR attributed the shortfall to clients' canceling orders for data-analysis computers and software, which it said in May would be its fastest path to profit growth.
+Profit was 35 cents to 37 cents a share, NCR said, while the average estimate was 57 cents among analysts polled by Thomson Financial/ First Call. Sales rose 3 percent, to about $1.5 billion. During the day, shares of NCR dropped as much as 15 percent, their second-worst fall since the company was spun off by AT&T on Dec. 31, 1996.
+The Teradata division of NCR makes data-warehousing systems, which manage, cross-reference and interpret customer information for companies like Wal-Mart Stores. Teradata's sales rose 21 percent, to $236 million, in the first quarter, making it NCR's fastest-growing division. The group's sales growth slowed to 2 percent last quarter, NCR said.
+''Warehousing is a driving force, and investors reward that; that's why the reaction is significant today,'' said Erick Brethenoux, an analyst at Lazard Freres. ''Large deals are a problem to sign. NCR is feeling the heat that the general economy is feeling.''
+Shares of NCR, the largest maker of automated teller machines, closed at $38.70, down $6.07, or 14 percent, in regular trading. In late trading, they fell to $38.39. They have declined 21 percent this year.
+Customers of NCR, which is based in Dayton, include Kmart, Publix Super Markets and Lowe's Companies. Most of the order cancellations came from customers in North America, the company said.
+NCR is trying to increase software sales in part because sales of A.T.M.'s, which contribute the most profit, may have little room to grow in the United States market, executives and analysts say.
+Mark Hurd, Teradata's chief operating officer, was named president, NCR said. The company also said it had hired Howard Lance as a president and as chief operating officer of NCR's retail and financial group.
+Sales in the most recent quarter rose 7 percent for the retail store automation and financial self-service divisions, NCR said. The company plans to release full results on July 17.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NCR+Says+Quarterly+Results+Were+Weaker+Than+Forecast&title=New+York+Times&issn=03624331&date=2001-07-10&volume=&issue=&spage=C.11&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 10, 2001","The Teradata division of NCR makes data-warehousing systems, which manage, cross-reference and interpret customer information for companies like Wal-Mart Stores. Teradata's sales rose 21 percent, to $236 million, in the first quarter, making it NCR's fastest-growing division. The group's sales growth slowed to 2 percent last quarter, NCR said. Mark Hurd, Teradata's chief operating officer, was named president, NCR said. The company also said it had hired Howard Lance as a president and as chief operating officer of NCR's retail and financial group.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 July 2001: C.11.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431808812,"United States, New York, N.Y.",English,10-Jul-01,Financial performance; Company reports; Automated teller machines; ATM,New York Times,News,,,,,,,
+British Concern Set to Spin Off Power Division,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/british-concern-set-spin-off-power-division/docview/431593776/se-2?accountid=14586,"Invensys P.L.C., a British automation and controls company, is expected to disclose plans to spin off its fast-growing power systems division when it announces its half-year financial results on Wednesday, people close to the company said today.
+Invensys would try to employ a spinoff, valuing the division at $5 billion to $6 billion, as a way of increasing its stock price. Shares of Invensys have lost half their value this year, easing 0.75 pence on Friday, to $:1.5925.
+Invensys declined to comment today.
+Investors began to question the judgment of the company's chief executive, Allen Yurko, after he decided in June to spend $802 million to buy Baan N.V., a struggling Dutch software maker that has lost money and market value for nearly two years.
+Then in September, Invensys warned that first-half results would fall below those in the period a year earlier, when the company earned $:514 million, or $731.4 million at current exchange rates, on sales of $:3.4 billion, amid shrinking orders from the oil and gas industry, and fewer housing starts in the United States. It said it would face an additional $94 million charge related to the Baan acquisition and planned to eliminate 3,000 jobs.
+The news sent Invensys shares down further and spurred wide speculation that the company would be taken over. Potential suitors mentioned included Tyco International, which bought Lucent Technologies' power systems division last week, United Technologies and Siemens of Germany.
+Invensys, created in 1999 by the merger of Siebe and BTR, issued a statement last month denying that it was in talks with potential suitors.
+Spinning off the power systems division, which is not considered a core business, would allow Invensys to extract revenue from a growing unit. For the year to March, operating profit jumped 58 percent -- to $:198 million, or 281.8 million now -- as the division, based in Raleigh, N.C., benefited from rising demand for power from mobile phones and Internet services.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=British+Concern+Set+to+Spin+Off+Power+Division&title=New+York+Times&issn=03624331&date=2000-11-20&volume=&issue=&spage=C.12&au=Kapner%2C+Suzanne&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 2000","Invensys would try to employ a spinoff, valuing the division at $5 billion to $6 billion, as a way of increasing its stock price. Shares of Invensys have lost half their value this year, easing 0.75 pence on Friday, to $:1.5925. The news sent Invensys shares down further and spurred wide speculation that the company would be taken over. Potential suitors mentioned included Tyco International, which bought Lucent Technologies' power systems division last week, United Technologies and Siemens of Germany.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 2000: C.12.",11/15/17,"New York, N.Y.",,"Kapner, Suzanne",New York Times Company,,Newspapers,431593776,"United States, New York, N.Y.",English,20-Nov-00,Spinoffs; Acquisitions & mergers; Energy industry,New York Times,News,,,,,,,
+AOL Seeks Permission to File Brief in Microsoft Appeal,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/aol-seeks-permission-file-brief-microsoft-appeal/docview/431559890/se-2?accountid=14586,"America Online today asked a federal appeals court for permission to file a supporting brief in the appeal of the Microsoft antitrust case, noting that the plaintiffs in the case -- the federal government and 19 states -- support the idea while Microsoft opposes it.
+An America Online executive testified on behalf of the government during the trial, and Microsoft called him back as a hostile witness during the trial's rebuttal phase.
+In its filing today, the company did not say what its brief might discuss, and an AOL spokesman would not comment, though it is clear that the brief will support the government's argument and a federal judge's rulings against Microsoft.
+In June, Judge Thomas Penfield Jackson of the United States District Court found that Microsoft had violated antitrust laws and ordered it to be broken in two. Last month, the Supreme Court refused to consider a direct appeal of Judge Jackson's rulings and sent the case to the appeals court.
+Today's court filing notes that AOL now owns Netscape, which the judge's rulings described as the primary victim of Microsoft's behavior. And America Online adds that the case raises ''important legal issues, and the resolution of those issues not only will shape the development of antitrust law into the future, but is likely to have a significant impact on the continued development of the Internet as an empowering tool for consumers everywhere.''
+Separately today, both Microsoft and the government filed briefs with the appeals court commenting on the court's decision last week to take a briefing from a technology expert on some of the technical questions underlying the case.
+On Oct. 18, the appeals court invited Michael H. Hites, chief technology officer of the Illinois Institute of Technology, to a briefing session tentatively scheduled for Nov. 14. Representatives of Microsoft and the government are also invited to attend.
+The court said the session would not delve specifically into the issues relating to the case but would instead explore ''basic concepts underlying the fundamentals of automation.''
+In a court filing today, Microsoft said the company ''welcomes the court's interest in the technical subjects underlying this appeal and believes that the background provided by the review session will assist the court in resolving the case.''
+But then the brief questioned Dr. Hites's qualifications.
+''It is not apparent from Dr. Hites's resume what knowledge or experience he has with personal computer operating systems,'' the company wrote, adding that Sun Microsystems, a fierce competitor, once sponsored a piece of research by Dr. Hites.
+The Justice Department offered cautious support of the review session and Dr. Hites. But the government's brief stressed that the review session should not even tangentially address issues in the case.
+The government said it wanted to use one of its trial witnesses as a representative at the session, while Microsoft said trial witnesses should be excluded. So, as with other stages in the case, numerous disagreements remain to be settled before the session can be held.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AOL+Seeks+Permission+to+File+Brief+in+Microsoft+Appeal&title=New+York+Times&issn=03624331&date=2000-10-26&volume=&issue=&spage=C.4&au=Brinkley%2C+Joel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 26, 2000","America Online today asked a federal appeals court for permission to file a supporting brief in the appeal of the Microsoft antitrust case, noting that the plaintiffs in the case -- the federal government and 19 states -- support the idea while Microsoft opposes it. In its filing today, the company did not say what its brief might discuss, and an AOL spokesman would not comment, though it is clear that the brief will support the government's argument and a federal judge's rulings against Microsoft. Today's court filing notes that AOL now owns Netscape, which the judge's rulings described as the primary victim of Microsoft's behavior. And America Online adds that the case raises ''important legal issues, and the resolution of those issues not only will shape the development of antitrust law into the future, but is likely to have a significant impact on the continued development of the Internet as an empowering tool for consumers everywhere.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Oct 2000: C.4.",11/15/17,"New York, N.Y.",,"Brinkley, Joel",New York Times Company,,Newspapers,431559890,"United States, New York, N.Y.",English,26-Oct-00,Antitrust; Trials,New York Times,News,,,,,,,
+Sale of Paper Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sale-paper-unit/docview/431265165/se-2?accountid=14586,"A European private investment fund, Apax Partners & Company, said that it had acquired the Paper Technology Group, a unit of Invensys P.L.C. the largest manufacturer of factory automation equipment in the world, for $810 million. The paper unit was formed in February from the merger of BTR P.L.C. and Siebe P.L.C. This is the second time that Apax has bid for the paper concern; it rescinded its original $1.2 billion bid in September after reviewing the company's finances.Andrew Ross Sorkin",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sale+of+Paper+Unit&title=New+York+Times&issn=03624331&date=1999-10-14&volume=&issue=&spage=C.4&au=Andrew+Ross+Sorkin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 14, 1999",None available.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Oct 1999: 4.",11/15/17,"New York, N.Y.",,Andrew Ross Sorkin,New York Times Company,,,431265165,"United States, New York, N.Y.",English,14-Oct-99,,New York Times,NEWSPAPER,,,,,,,
+F.A.A. Says System Can't Yet Handle Heavy Air Traffic,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-says-system-cant-yet-handle-heavy-air-traffic/docview/431159560/se-2?accountid=14586,"The Federal Aviation Administration said today that a new traffic control system for lower-altitude aircraft, already several months behind schedule, still could not run fast enough to serve in busy environments.
+The agency had hoped to begin using the system in Boston last December. Now, its debut is expected to be in Syracuse late this year, and El Paso is expected to get the system early next year, officials said.
+The agency's existing screens are so old, with spare parts scarce, that it had been trying to rush the new equipment into service in busy radar centers serving New York City, Washington and Dallas-Fort Worth. Those offices were to get half the new system, consisting of new computers at the controllers' desks running off existing computers in the back room. But the F.A.A. said today that instead, those three places would get ''stopgap'' replacements, new screens that will plug into the old computers.
+F.A.A. officials say they are confident that the full $1 billion program, called the Standard Terminal Automation Replacement System, or Stars, will eventually work well, when they have perfected both new back-room computers and the equipment at the controllers' desks. But they are no longer saying when that will happen.
+Peter H. Challan, director of air traffic control systems development, said the agency was ''projecting that we will have a finite answer to that question later this summer.''
+''We've had a few disappointments with the program,'' Mr. Challan said. He said he would not give another firm date, because ''I don't want to set us up that way.''
+Among other problems, when one controller tries to ''hand off'' an airplane to another controller, by clicking on the blip, the computer takes too long to make the transfer.
+The F.A.A. says the program is behind schedule largely because the controllers wanted changes in its operation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=F.A.A.+Says+System+Can%27t+Yet+Handle+Heavy+Air+Traffic&title=New+York+Times&issn=03624331&date=1999-04-27&volume=&issue=&spage=A.19&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05518119&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1999","The agency's existing screens are so old, with spare parts scarce, that it had been trying to rush the new equipment into service in busy radar centers serving New York City, Washington and Dallas-Fort Worth. Those offices were to get half the new system, consisting of new computers at the controllers' desks running off existing computers in the back room. But the F.A.A. said today that instead, those three places would get ''stopgap'' replacements, new screens that will plug into the old computers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1999: 19.",11/15/17,"New York, N.Y.",,"Wald, Matthew L",New York Times Company,,Newspapers,431159560,"United States, New York, N.Y.",English,27-Apr-99,Air traffic control,New York Times,News,,,,,,,
+Europe Power-Plant Venture to Overtake G.E.,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/europe-power-plant-venture-overtake-g-e/docview/431140198/se-2?accountid=14586,"  ABB Asea Brown Boveri, the world's leading electrical-engineering company, and Alstom S.A. of France have agreed to combine their power-plant manufacturing units as recessions in Asia cut profits.
+The joint venture, with $11 billion in annual sales, will leapfrog the General Electric Company of the United States to become the world's biggest maker of generating equipment. Alstom, the world's second-largest maker of energy-distribution equipment, will pay ABB $1.5 billion to set up ABB Alstom Power, and officials said some of the current 54,000 jobs would be eliminated.
+Power-plant makers are combining as demand shrinks in Asia -- once the fastest-growing market -- and other developing economies, dragging down prices and profit. Last year, Siemens of Germany agreed to buy Westinghouse Power Generation from CBS for $1.2 billion.
+''I have no doubt this can be a successful venture because size matters in this business,'' said Michael Krinner, a fund manager at Bank Fuer Handel & Effekten here.
+Alstom, which was owned by Alcatel of France before its 1998 spinoff and share offering, also agreed to sell its heavy-duty gas turbine business to G.E. for $910 million, unwinding a 1989 technology-sharing joint venture. For G.E., the purchase will help it expand in Europe and bolster its business of selling service contracts with equipment, which is lucrative because it locks in revenue over many years.
+ABB, a huge Swiss-Swedish company focused on energy, and Alstom are setting up the power plant unit, to be based in Brussels, as both try to increase earnings by reorganizing. Last year, ABB eliminated 14,000 jobs, or 6.5 percent of its work force, and acquired Elsag Bailey Process Automation N.V. for $2.1 billion to emphasize the profitable business of controls and measuring devices for industries ranging from electric power to drugs. And Alstom is streamlining operations after selling shares to investors last year.
+ABB gets about a fifth of its revenue in Asia. Goeran Lindahl, its chief executive, said in Brussels today that the company planned to use the $1.5 billion payment from Alstom to make acquisitions similar to that of Elsag Bailey.
+The two will own ABB Alstom Power equally, though ABB's power plant business is much larger, with $8 billion in sales, just below G.E.'s $8.5 billion. The joint venture may save $450 million a year by 2002, the companies said. Claude Darmon, the deputy chief executive of Alstom, will be chief executive of the unit, and Mr. Lindahl will be chairman.
+Mr. Lindahl said today that Alstom's sale to G.E. of the turbine business removed concerns about regulatory approval of the joint venture. Approval is required from the European Union and individual governments, which Mr. Lindahl said he expected in three to four months.
+The cost of setting up the new unit will result in a one-time charge of about 600 million euros, or $655 million, for the two companies, Mr. Lindahl said. He added that jobs would be cut at ABB Alstom Power, though he would not say how many.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Europe+Power-Plant+Venture+to+Overtake+G.E.&title=New+York+Times&issn=03624331&date=1999-03-24&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05472283&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 24, 1999","ABB Asea Brown Boveri, the world's leading electrical-engineering company, and Alstom S.A. of France have agreed to combine their power-plant manufacturing units as recessions in Asia cut profits. The joint venture, with $11 billion in annual sales, will leapfrog the General Electric Company of the United States to become the world's biggest maker of generating equipment. Alstom, the world's second-largest maker of energy-distribution equipment, will pay ABB $1.5 billion to set up ABB Alstom Power, and officials said some of the current 54,000 jobs would be eliminated.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Mar 1999: 4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431140198,"United States, New York, N.Y.",English,24-Mar-99,Joint ventures; Engineering firms,New York Times,News,,,,,,,
+"For Cyclists, Easier Shifting","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cyclists-easier-shifting/docview/431141793/se-2?accountid=14586,"WHEN cyclists head out on the road, they often bring a lot of electronics along for the ride, from computers to measure speed, distance and altitude to wireless heart rate monitors.
+But those gadgets don't make a bike go.
+Turning the vital task of gear shifting over to electronics is something different. This year Mavic, the French cycling arm of Adidas Salomon, and Shimano of Japan, the Microsoft of bicycle-part makers, are doing just that.
+Currently even the most sophisticated bicycles used by professional racers rely on fine steel cables linked to a mechanical device, usually a spring-loaded ratchet, to select among the 18 gear ratios increasingly common on racing bicycles.
+The $799 Mavic Mektronic, on the other hand, lets a cyclist change gears by tapping small electronic switches located in three different spots on the handlebars. Those commands travel to a handlebar-mounted computer that sends a signal to the rear derailleur to tell it to shift.
+Steve Driscoll, marketing manager for Mavic USA in Georgetown, Mass., said the new system's increased complexity should make it more reliable than its first system called Zap. The downfall of Zap, he said, was that it dispatched its electronic orders over wires, which failed in wet weather, rather than radio waves. Two European professional teams will shift gears with Mektronic this season.
+While you won't see any pros using the Shimano Nexus Auto D, it does the Mektronic one better by automatically changing gears. But it is based on a four-speed system, which is popular for urban bikes in Europe and Asia but exceptionally unfashionable in North America.
+A central processing unit, sitting in a waterproof box just ahead of the rear wheel, decides when to shift based on speed information from a front-wheel sensor. A small motor, assisted by some old-fashioned pedaling, does the gear changing.
+Steve Boehmke, a spokesman for the Shimano American Corporation in Irvine, Calif., said the automation is intended mostly for people who don't cycle because they are intimidated by gears. He estimated that bicycles with the system would probably sell for $400 to $650.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+Cyclists%2C+Easier+Shifting&title=New+York+Times&issn=03624331&date=1999-03-11&volume=&issue=&spage=G.4&au=Austen%2C+Ian&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05450997&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 11, 1999","WHEN cyclists head out on the road, they often bring a lot of electronics along for the ride, from computers to measure speed, distance and altitude to wireless heart rate monitors. Turning the vital task of gear shifting over to electronics is something different. This year Mavic, the French cycling arm of Adidas Salomon, and Shimano of Japan, the Microsoft of bicycle-part makers, are doing just that. The $799 Mavic Mektronic, on the other hand, lets a cyclist change gears by tapping small electronic switches located in three different spots on the handlebars. Those commands travel to a handlebar-mounted computer that sends a signal to the rear derailleur to tell it to shift.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Mar 1999: 4.",11/15/17,"New York, N.Y.",,"Austen, Ian",New York Times Company,,Newspapers,431141793,"United States, New York, N.Y.",English,11-Mar-99,Bicycles; Electronics,New York Times,News,,,,,,,
+Let There Be Light,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/let-there-be-light/docview/431047943/se-2?accountid=14586,"Every day the widow Kate Walker loaded her two children in a boat and rowed them from Bayome to Staten Island, and back, so they could at tend school.
+Besides being commited to their education, she was also committed to the job she inherited in 1890 when her husband, Jacob, died: tending the Robbin's Reef Lighthouse two miles southwest of the Statue of Liberty. She tended the lighthouse for 33 years and is credited with saving 50 lives in that time.
+The story of ''Katie's Light'' is just one nugget from ''Sentinels of the Shore: A Guide to the Lighthouses and Lightships of New Jersey.'' The book was written by Bill Gately, an Oceanport resident who is a member of the United States Lighthouse society and a director of the New Jersey Lighthouse Society. It is available in hardcover for $12.95 from Down the Shore Publishing (609)978-1233.
+While the era of lighthouse keepers ended in 1988 with the automation of Ambrose Tower at Sandy Hook, the lights and their stories live on in ''Sentinels of the Shore.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Let+There+Be+Light&title=New+York+Times&issn=03624331&date=1998-09-13&volume=&issue=&spage=14NJ.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14NJ,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 1998","Besides being commited to their education, she was also committed to the job she inherited in 1890 when her husband, Jacob, died: tending the Robbin's Reef Lighthouse two miles southwest of the Statue of Liberty. She tended the lighthouse for 33 years and is credited with saving 50 lives in that time.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 1998: 3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431047943,"United States, New York, N.Y.",English,13-Sep-98,,New York Times,NEWSPAPER,,,,,,,
+His Legacy: Trains Run on Time,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/his-legacy-trains-run-on-time/docview/430926518/se-2?accountid=14586,"Donald N. Nelson, the president of the Metro-North Commuter Railroad since 1991, will step down to take a job at the freight carrier Conrail, the Metropolitan Transportation Authority announced yesterday. Mr. Nelson, 62, has been an executive at Metro-North since its inception in 1983 and helped turn the remnants of the old New York Central Railroad into the region's most reliable commuter carrier, with an on-time performance rate of 98.1 percent.
+Mr. Nelson's replacement in the $160,000-a-year post has not been named yet. His job at Conrail, which begins March 5, will be as executive vice president for operations.
+During Mr. Nelson's tenure at Metro-North -- first as vice president for operations and later as president -- the railroad's ridership grew to 63 million passengers a year from 47 million, an increase of 34 percent. Over the same period, the railroad's cost per passenger carried dropped to $7.36 from $12.52 due to automation and higher ridership.
+Union heads and commuter groups alike praised Mr. Nelson as an effective, fair leader yesterday and said his departure would be a loss to the railroad, which serves New York's northern suburbs and Connecticut. Jim Cameron, the vice chairman of the Connecticut Rail Commuter Council, a watchdog group, credited Mr. Nelson with increasing off-peak and reverse-commute service and said that Mr. Nelson was unusually responsive to riders' needs and never dodged a tough question.
+A career railroad man who started as a brakeman in 1954, Mr. Nelson will also be remembered for presiding over Metro-North's embarrassing failure during the 1996 blizzard. The railroad tried to run more electric trains than the battered system could handle and ended up crippling its own service for a week. But even there, Mr. Cameron said, Mr. Nelson was quick to come up with a plan to avoid recurrences and gave regular commuters a week of free rides for their troubles.
+''He makes my life difficult,'' Mr. Cameron said. ''I have to work on looking for stuff to improve or fix because he keeps raising the bar.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=His+Legacy%3A+Trains+Run+on+Time&title=New+York+Times&issn=03624331&date=1998-02-12&volume=&issue=&spage=B.9&au=Newman%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04915447&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 12, 1998","Donald N. Nelson, the president of the Metro-North Commuter Railroad since 1991, will step down to take a job at the freight carrier Conrail, the Metropolitan Transportation Authority announced yesterday. Mr. Nelson, 62, has been an executive at Metro-North since its inception in 1983 and helped turn the remnants of the old New York Central Railroad into the region's most reliable commuter carrier, with an on-time performance rate of 98.1 percent.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Feb 1998: 9.",11/15/17,"New York, N.Y.",,"Newman, Andy",New York Times Company,,Newspapers,430926518,"United States, New York, N.Y.",English,12-Feb-98,Resignations; Railroads; Executives; Appointments & personnel changes,New York Times,News,,,,,,,
+Business Digest:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/430883057/se-2?accountid=14586,"  Amtrak and Union Agree On Outline of Labor AccordTransportation Secretary Rodney E. Strong announced in Washington that Amtrak and a union representing 2,300 of the railroad's workers have reached what he called ''the basic terms of a new labor agreement.'' The terms of the settlement, reached after a 23-hour bargaining session, would be in force through 1999. But both sides were vague about how much the settlement would cost and how Amtrak would pay for it.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Digest%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1997-11-03&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 3, 1997","Amtrak and Union Agree On Outline of Labor AccordTransportation Secretary Rodney E. Strong announced in Washington that Amtrak and a union representing 2,300 of the railroad's workers have reached what he called ''the basic terms of a new labor agreement.'' The terms of the settlement, reached after a 23-hour bargaining session, would be in force through 1999. But both sides were vague about how much the settlement would cost and how Amtrak would pay for it. Attention now turns to the Senate, which must approve authorizing legislation that would release about $2.3 billion that Congress has set aside for Amtrak. [Page A18.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Nov 1997: 1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430883057,"United States, New York, N.Y.",English,3-Nov-97,,New York Times,Summary,,,,,,,
+Pilot's Wrong Keystroke Linked to Fatal Crash,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pilots-wrong-keystroke-linked-fatal-crash/docview/430623993/se-2?accountid=14586,"The captain of an American Airlines plane that crashed in Colombia last December entered an incorrect one-letter computer command that sent the plane into a mountain, killing all but 4 of the 163 people aboard, the airline said today.
+Investigators for the airline concluded that the captain of the Boeing 757 apparently thought he had entered the coordinates for the intended destination, Cali.
+[Reuters reported that the pilot erred by typing only an R. The code names for the beacons at Cali and Bogota both start with R, but by default, typing a single R enters coordinates that take a plane toward Bogota.]
+In the case of the American jet, Bogota was 132 miles in the opposite direction from Cali and a mountain was just ahead.
+Thus, the pilot's code directed the plane toward the mountain, according to a letter by Cecil Ewell, American Airline's chief pilot and vice president for flight.
+An airline spokesman, John Hotard, confirmed today that Mr. Ewell's letter, first reported in The Dallas Morning News, was being delivered this week to all of the airline's pilots to warn them of the coding problem.
+American's conclusion prompted the Federal Aviation Administration to issue a bulletin to all airlines, warning them of inconsistencies between some computer databases and aeronautical charts, The Morning News said.
+The Government of Colombia is investigating the crash and is expected to release its findings by October. Pat Cariseo, a spokesman for the United States National Transportation Safety Board, said Colombian investigators were also examining such factors as flight-crew training and air traffic control.
+The computer mistake was found by investigators for American, which is based in Fort Worth, when they compared data from the 757's navigation computer with information from the wreckage, Mr. Ewell said.
+The data showed that the mistake went undetected for 66 seconds while the crew scrambled to follow an air traffic controller's orders to take a more direct approach to the Cali airport. Three minutes later, while the plane was still descending and the crew was trying to figure out why it had turned, it crashed.
+Mr. Ewell said the crash presented two important lessons for pilots.
+''First of all, no matter how many times you go to South America or any other place -- the Rocky Mountains -- you can never, never, never assume anything,'' he told the newspaper. Second, he said, pilots must understand they cannot let automation take over responsibility for flying the airplane.
+Credit: AP",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pilot%27s+Wrong+Keystroke+Linked+to+Fatal+Crash&title=New+York+Times&issn=03624331&date=1996-08-24&volume=&issue=&spage=1.9&au=Anonymous&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04196398&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 24, 1996","American Airlines said on Aug 23, 1996 that the captain of a plane that crashed in Colombia in Dec 1995 entered an incorrect one-letter computer command that sent the aircraft into a mountain, killing all but four of the 163 people aboard.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Aug 1996: 9.",11/15/17,"New York, N.Y.",Colombia,Anonymous,New York Times Company,,Newspapers,430623993,"United States, New York, N.Y.",English,24-Aug-96,Aircraft accidents & safety,New York Times,News,,,,,,,
+INTERNATIONAL BRIEFS; Daimler Charts Plans To Shut Down AEG:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/international-briefs-daimler-charts-plans-shut/docview/430467128/se-2?accountid=14586,"Daimler-Benz A.G. disclosed plans yesterday to swallow up the remains of its ailing AEG rail and engineering unit, marking the end for AEG, once Germany's biggest industrial company. Subject to shareholder approval, AEG will close out its 113 years next Jan. 1. Union officials said thousands of jobs would be lost.
+Daimler plans to buy the 12.35 percent of AEG's capital it does not now own by offering Daimler stock in exchange for AEG shares at a price to be determined. As planned, AEG, which has 40,000 employees, will sell its plant automation and power transmission units to Alcatel Alsthom of France, while Daimler and its Mercedes-Benz unit will take control of its four remaining units. (Reuters)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INTERNATIONAL+BRIEFS%3B+Daimler+Charts+Plans+To+Shut+Down+AEG%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1996-01-18&volume=&issue=&spage=D.6&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 18, 1996",Daimler plans to buy the 12.35 percent of AEG's capital it does not now own by offering Daimler stock in exchange for AEG shares at a price to be determined.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Jan 1996: D.6.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430467128,"United States, New York, N.Y.",English,18-Jan-96,"LAYOFFS AND JOB REDUCTIONS; SHUTDOWNS (INSTITUTIONAL); MERGERS,ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"Ann M. Rehm, Scott Pulver","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ann-m-rehm-scott-pulver/docview/430318857/se-2?accountid=14586,"Ann Melissa Rehm, a daughter of Mr. and Mrs. Jack Daniel Rehm of Des Moines, was married yesterday to Robert Scott Pulver, the son of Mr. and Mrs. Robert Smith Pulver of Atlanta. The Rev. Gerard C. Reedy, the president of the College of the Holy Cross, performed the ceremony at Our Lady of Sorrows Church in Essex, Conn.
+Mrs. Pulver, 34, is a consultant with Pile & Company, a marketing communications consulting company in Boston. She is a graduate of Hartwick College. Her father is the chairman and chief executive of the Meredith Corporation, the media communications company in Des Moines.
+Mr. Pulver, 30,is known as Scott, is a senior associate broker at Hunneman Commercial Company, a real estate company in Boston. He is a graduate of the University of Massachusetts at Amherst. His father is the director of national accounts for Siemens Industrial Automation Inc., a manufacturer in Atlanta.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ann+M.+Rehm%2C+Scott+Pulver&title=New+York+Times&issn=03624331&date=1995-09-17&volume=&issue=&spage=1.56&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 17, 1995","Ann Melissa Rehm, a daughter of Mr. and Mrs. Jack Daniel Rehm of Des Moines, was married yesterday to Robert Scott Pulver, the son of Mr. and Mrs. Robert Smith Pulver of Atlanta. The Rev. Gerard C.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Sep 1995: 1.56.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430318857,"United States, New York, N.Y.",English,17-Sep-95,WEDDINGS AND ENGAGEMENTS,New York Times,NEWSPAPER,,,,,,,
+Equity Offerings Scheduled for This Week,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/equity-offerings-scheduled-this-week/docview/430218604/se-2?accountid=14586,"The following equity and convertible debt offerings are expected this week:
+Ambassador International Inc., Spokane, Wash., an initial public offering of 2.06 million shares. Montgomery Securities.
+Arcadian Corp., Memphis, an initial public offering of 13.529 million shares. Smith Barney.
+Community Care of America Inc., Naples, Fla., an initial public offering of three million shares. Smith Barney.
+Elsag Bailey Process Automation N. V., Rotterdam, the Netherlands, two million shares. Merrill Lynch.
+Irvine Apartment Communities, Newport Beach, Calif., four million shares. Merrill Lynch. Jayhawk Acceptance Corp., Dallas, an initial public offering of three million shares. Montgomery Securities.
+J P Realty Inc., Salt Lake City, 2.5 million shares. Merrill Lynch.
+Kushi Macrobiotics Corp., Stamford, Conn., 1.1 million shares and 1.4 million warrants. Comprehensive Capital.
+Kyzen Corp., Nashville, an initial public offering of 500,000 units (each representing three shares and two class A warrants). Paulson Investment Co.
+La Quinta Inns Inc., San Antonio, 4.85 million shares, including 3.88 million in the U.S. and Canada. Smith Barney.
+Macromedia Inc., San Francisco, 2.1 million shares. Morgan Stanley.
+National Medical Financial Services, Reno, an initial public offering of two million units (each representing one share and one warrant). H. J. Meyers & Co.
+On Technology Corp., Cambridge, Mass., an initial public offering of 2.8 million shares. Robertson, Stephens. Orion Network Systems Inc., Rockville, Mass., an initial public offering of four million shares. Salomon Brothers.
+Owen Healthcare Inc., Houston, an initial public offering of 6.65 million shares. Smith Barney.
+Pet Practice Inc., King of Prussia, Pa., an initial public offering of 4.3 million shares, including 3.145 million in the U.S. and Canada. Smith Barney.
+Pure Software Inc., Sunnyvale, Calif., 2.75 million shares. Morgan Stanley.
+Redwood Trust Inc., Mill Valley, Calif., an initial public offering of 3.125 million shares. Montgomery Securities.
+Robert Mondavi Corp., Oakville, Calif., 2.7 million shares. Goldman, Sachs.
+SDL Inc., San Jose, Calif., 1.9 million shares. Donaldson, Lufkin & Jenrette.
+Sepracor Inc., Marlborough, Mass., three million shares. Smith Barney.
+Sequana Therapeutics Inc., La Jolla, Calif., an initial public offering of three million shares. Lehman Brothers.
+Smartflex Systems Inc., Tustin, Calif., an initial public offering of 2.8 million shares. Montgomery Securities.
+Thermospectra Corp., Franklin, Mass., an initial public offering of 1.5 million shares. Natwest Securities Corp.
+Trimble Navigation Ltd., Sunnyvale, Calif., two million shares. Smith Barney. Union Acceptance Corp. Indianapolis, an initial public offering of 3.7 million class A shares. Salomon Brothers.
+Victormaxx Technologies Inc., Deerfield, Ill., an initial public offering of 2.5 million shares and 2.5 million warrants. Josephthal Lyon & Ross Inc.
+Source: MCM Corporate Watch.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Equity+Offerings+Scheduled+for+This+Week&title=New+York+Times&issn=03624331&date=1995-07-31&volume=&issue=&spage=D.10&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 31, 1995","Irvine Apartment Communities, Newport Beach, Calif., four million shares. Merrill Lynch. Jayhawk Acceptance Corp., Dallas, an initial public offering of three million shares. Montgomery Securities. On Technology Corp., Cambridge, Mass., an initial public offering of 2.8 million shares. Robertson, Stephens. Orion Network Systems Inc., Rockville, Mass., an initial public offering of four million shares. Salomon Brothers. Trimble Navigation Ltd., Sunnyvale, Calif., two million shares. Smith Barney. Union Acceptance Corp. Indianapolis, an initial public offering of 3.7 million class A shares. Salomon Brothers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 July 1995: D.10.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430218604,"United States, New York, N.Y.",English,31-Jul-95,,New York Times,Schedule,,,,,,,
+COMPANY NEWS; PARKER HANNIFIN ACQUIRES HAUSER ELEKTRONIK,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-parker-hannifin-acquires-hauser/docview/429988756/se-2?accountid=14586,"Bloomberg Business News
+The Parker Hannifin Corporation said yesterday that it had acquired Hauser Elektronik G.m.b.H., a closely held German auto-parts company, for an undisclosed amount of cash. Parker bought Hauser, with 1993 sales of $27 million, ""in part because they have a number of electronics applications for companies that we don't already have,"" said Richard Charlton, a Parker Hannifin spokesman. Mr. Charlton cited air-conditioning tubing and control devices among Hauser's ""better known products."" The company has plants in Offenburg, Germany, and Inman, S.C. Hauser employs 230 workers. Cleveland-based Parker Hannifin had 1994 revenue of $2.58 billion and 27,000 employees. Parker Hannifin is a maker of hydraulic and mechanical parts.
+Correction: December 20, 1994, Tuesday
+A brief report by Bloomberg Business News in the Company News column of Business Day on Saturday about the acquisition of Hauser Elektronik G.m.b.H. by the Parker Hannifin Corporation misstated Hauser's line of business. The company manufactures automation components and systems; it is not an auto-parts maker.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+PARKER+HANNIFIN+ACQUIRES+HAUSER+ELEKTRONIK&title=New+York+Times&issn=03624331&date=1994-12-17&volume=&issue=&spage=1.41&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 17, 1994","The Parker Hannifin Corporation said yesterday that it had acquired Hauser Elektronik G.m.b.H., a closely held German auto-parts company, for an undisclosed amount of cash.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Dec 1994: 1.41.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429988756,"United States, New York, N.Y.",English,17-Dec-94,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Rockwell in Hostile Bid for Reliance Electric,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-rockwell-hostile-bid-reliance/docview/429917214/se-2?accountid=14586,"Special to The New York Times
+The Rockwell International Corporation announced today a hostile $1.5 billion bid for the Reliance Electric Company, topping a $1.4 billion deal that the General Signal Corporation struck with Reliance in late August.
+Both Reliance and General Signal were taken aback by Rockwell's bid. ""It came as a complete surprise,"" said Stephen Van Oss, a Reliance spokesman, who added that the matter was discussed at a regularly scheduled board meeting today. He said the company would have no formal response until Rockwell began the tender offer on Friday.
+General Signal said it would proceed with the merger, which has been approved by the boards of both companies and now awaits regulatory approval, but did not rule out raising the price of its offer. ""We were so close to a mailing to shareholders for a vote, and then this,"" said Nino Fernandez, a spokesman for General Signal, which is based in Stamford, Conn. Both General Signal and Reliance, which is based in Cleveland, make mechanical, electrical and telecommunications equipment, but with little overlap.
+Rockwell's offer is $30 a share in cash, a substantial premium above Reliance's close of $24.50 on Wednesday. Reliance Class A shares jumped $5.125 today, to $29.625, in heavy trading on the New York Stock Exchange.
+The Rockwell offer, which analysts termed ""a full price"" for the $1.7 billion company, is nearly 51 percent above the price at which Reliance was trading the day before the merger with General Signal was announced.
+""It's a higher price, but because ours is for stock, it's a tax-free transaction,"" Mr. Fernandez of General Signal said. ""It's in Reliance's court now."" Indeed, some analysts expect General Signal to increase its bid, to offer a 1-for-1 stock swap rather than the current 0.7 stock to one share of Reliance. A meeting with analysts is scheduled for Wednesday, and the action could come before that.
+For Rockwell, the acquisition would be part of a strategy to move away from the shrinking military business. A number of Rockwell's chief military rivals -- Northrop and Grumman, and Martin Marietta and Lockheed -- have merged this year.
+If Rockwell succeeds in its bid, it would sell Reliance's $1.3 billion telecommunications business and add the remaining motors and drives operation to Allen-Bradley, the automation control equipment company that the company bought in 1985.
+""It's a nice fit, and it continues a shift under which nondefense earnings have grown from 30 percent of earnings a couple of years ago, to 70 percent before this deal, said Cai von Rumohr, an analyst at Cowan & Company in Boston.
+Rockwell's offer follows merger discussions between the two companies as recently as July, according to Donald R. Beall, chairman and chief executive of Rockwell. He wrote in a letter that was sent this morning to H. Virgil Sherrill, Reliance's chairman, and John C. Morley, its president and chief executive, that Rockwell was ""surprised and disappointed that Rockwell was not afforded an opportunity to further pursue those discussions"" before Reliance and General Signal announced a definitive merger agreement.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Rockwell+in+Hostile+Bid+for+Reliance+Electric&title=New+York+Times&issn=03624331&date=1994-10-21&volume=&issue=&spage=D.4&au=Hofmeister%2C+Sallie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 1994","Rockwell's offer follows merger discussions between the two companies as recently as July, according to Donald R. Beall, chairman and chief executive of Rockwell. He wrote in a letter that was sent this morning to H. Virgil Sherrill, Reliance's chairman, and John C. Morley, its president and chief executive, that Rockwell was ""surprised and disappointed that Rockwell was not afforded an opportunity to further pursue those discussions"" before Reliance and General Signal announced a definitive merger agreement. ""It's a higher price, but because ours is for stock, it's a tax-free transaction,"" Mr. [Nino Fernandez] of General Signal said. ""It's in Reliance's court now."" Indeed, some analysts expect General Signal to increase its bid, to offer a 1-for-1 stock swap rather than the current 0.7 stock to one share of Reliance. A meeting with analysts is scheduled for Wednesday, and the action could come before that.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 1994: D.4.",11/15/17,"New York, N.Y.",,"Hofmeister, Sallie",New York Times Company,,Newspapers,429917214,"United States, New York, N.Y.",English,21-Oct-94,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"COMPANY NEWS; BOARD RAISES DIVIDEND 4¦, TO 59¦, AT G.E.","New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-board-raises-dividend-4¦-59¦-at-g-e/docview/428680170/se-2?accountid=14586,"Reuters
+The General Electric Company's board raised its quarterly dividend by 4 cents, to 59 cents, yesterday. The dividend is payable Oct. 26 to share owners as of Sept. 25. The last increase was on Nov. 22, 1991, to 55 cents from 51 cents. G.E. recently posted net earnings of $1.2 billion in the second quarter ended July 15, compared with $1.1 billion in the period a year ago. That translated to $1.42 a share, against $1.30 a share a year ago. Revenues were $15.4 billion, compared with $14.8 billion. G.E., the nation's largest manufacturer of major appliances, is a leader in factory automation, aircraft engines and military contracting.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+BOARD+RAISES+DIVIDEND+4%C2%A6%2C+TO+59%C2%A6%2C+AT+G.E.&title=New+York+Times&issn=03624331&date=1992-09-12&volume=&issue=&spage=1.35&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 12, 1992","The General Electric Company's board raised its quarterly dividend by 4 cents, to 59 cents, yesterday. The dividend is payable Oct. 26 to share owners as of Sept. 25.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Sep 1992: 1.35.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428680170,"United States, New York, N.Y.",English,12-Sep-92,DIVIDENDS; STOCKS (CORPORATE),New York Times,NEWSPAPER,,,,,,,
+Brooklyn Businesses Are Aiding Academy,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/brooklyn-businesses-are-aiding-academy/docview/428381141/se-2?accountid=14586,"While arts organizations throughout the country struggle to find ways to replace revenues lost in government cutbacks, a group of corporations in Brooklyn will announce today the establishment of a fund to contribute a total of $1.5 million over three years to the Brooklyn Academy of Music.
+The announcement of the Metrotech Downtown Fund is to be made by Robert B. Catell, the president of Brooklyn Union Gas, at a lunch attended by Brooklyn community leaders and Mayor David N. Dinkins on the first day of his temporary moving of City Hall to Brooklyn.
+All the corporations in the group are located in Metrotech, a campus-like office center on a 16-acre site adjoining Polytechnic University that is one of the largest such projects in New York. Four office buildings in the complex are now complete, a fifth is in an advanced state of construction and two or three more buildings are planned. Specialness of the Support
+""What is new and different about the fund, and what may set a precedent in arts fund-raising,"" said Karen Brooks Hopkins, executive vice president of the academy, ""is that it combines sponsorship such as you can get on TV, direct philanthropy like extending complimentary tickets to needy children and families in the community, and employee benefits like discount tickets, shuttle bus service, restaurant packages and on-site performances.""
+""Many types of business support for the arts provide one or another of these incentives, but not necessarily all three together,"" she continued.
+Speaking in an interview over the weekend, Mr. Catell said that his company had joined the consortium because the academy ""is good for the quality of life in Brooklyn.""
+""For us,"" he continued, ""it's a matter of enlightened self-interest to help provide the amenities that will attract businesses and people to this community. The payoff of community development is more customers."" Reasons for Involvement
+Asked if he had any regrets about losing the spotlight his company enjoyed when individually sponsoring events at the Brooklyn Academy in previous years, Mr. Catell said he had none. ""Our corporate philosophy has been to have business collaborate on efforts like this,"" he said. ""We try to be a catalyst.""
+Bruce Ratner, president of the Forest City Ratner Company, which developed the project and is also a tenant, said: ""Just as Manhattan has been a magnet for the arts, and that led to its economic development, so goes the economic development of Brooklyn.""
+Sponsors of the Metrotech Downtown Fund also include Chase Manhattan Bank, the Consolidated Edison Company, Morgan Stanley & Company, the New York Telephone Company and the Securities Industries Automation Corporation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Brooklyn+Businesses+Are+Aiding+Academy&title=New+York+Times&issn=03624331&date=1992-02-24&volume=&issue=&spage=C.15&au=Honan%2C+William+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 24, 1992","""What is new and different about the fund, and what may set a precedent in arts fund-raising,"" said Karen Brooks Hopkins, executive vice president of the academy, ""is that it combines sponsorship such as you can get on TV, direct philanthropy like extending complimentary tickets to needy children and families in the community, and employee benefits like discount tickets, shuttle bus service, restaurant packages and on-site performances."" Asked if he had any regrets about losing the spotlight his company enjoyed when individually sponsoring events at the Brooklyn Academy in previous years, Mr. [Robert B. Catell] said he had none. ""Our corporate philosophy has been to have business collaborate on efforts like this,"" he said. ""We try to be a catalyst.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Feb 1992: C.15.",11/15/17,"New York, N.Y.",BROOKLYN (NYC),"Honan, William H",New York Times Company,,Newspapers,428381141,"United States, New York, N.Y.",English,24-Feb-92,PHILANTHROPY; GRANTS (CORPORATE AND FOUNDATION); FINANCES,New York Times,NEWSPAPER,,,,,,,
+Esther S. Hsieh Plans to Marry,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/esther-s-hsieh-plans-marry/docview/428375826/se-2?accountid=14586,"Dr. and Mrs. Jui Sheng Hsieh of Belle Mead, N.J., have announced the engagement of their daughter Esther Szeyu Hsieh to William Min-Way Hou, a son of Dr. and Mrs. Shou L. Hou of Radnor, Pa. An October wedding is planned.
+Miss Hsieh, 27 years old, is an account marketing representative with I.B.M. in New York. She graduated cum laude from Princeton University, from which she also received a master's degree in mechanical and aerospace engineering. Her father is a professor of mechanical engineering at the New Jersey Institute of Technology.
+Mr. Hou, 28, is an area service manager with G.E. Medical Systems in Parsippany, N.J. He also graduated cum laude from Princeton and received a master's in mechanical engineering from the Massachusetts Institute of Technology. His father is the president of the TMC Company of Wayne, Pa., which develops office automation products.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Esther+S.+Hsieh+Plans+to+Marry&title=New+York+Times&issn=03624331&date=1992-02-02&volume=&issue=&spage=A.52&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 2, 1992","Mr. [Shou L. Hou], 28, is an area service manager with G.E. Medical Systems in Parsippany, N.J. He also graduated cum laude from Princeton and received a master's in mechanical engineering from the Massachusetts Institute of Technology.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Feb 1992: A.52.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428375826,"United States, New York, N.Y.",English,2-Feb-92,WEDDINGS AND ENGAGEMENTS,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427866914/se-2?accountid=14586,"* Banco Hispano Americano, Madrid, and Rockefeller & Co., the Rockefeller family investment arm, have formed a new investment company in Spain called Corporacion Borealis S.A. * Boise Cascade Corp., Boise, Idaho, said it expected only to break even in the final three months of 1990. Officials at the wood products company said expansion costs, higher interest rates and a weakening market for paper, pulp and corrugated containers would reduce Boise Cascade's profitability. * B. Manischewitz Co., Jersey City, N.J. has had about 77 percent of its common stock purchased by a unit of Kohlberg & Company, a private merchant banking concern. The unit, the Mano Acquisition Corporation, had purchased 40,603 shares of Manischewitz as of last Wednesday. Mano said it had also received guarantees for an additional 2,372 shares, representing another 4 percent of the shares of the kosher food company. Mano offered $800 a share for Manischewitz's 53,072 shares outstanding, in a deal valued at up to $42.5 million. * Philips N.V., Eindhoven, the Netherlands, said its Philips Display Components Co. unit, has postponed plans for a $116 million picture tube plant in Saline, Mich., citing a sluggish American economy. * Sprouse-Reitz Stores Inc., Portland, Ore., an operator of variety stores, said it would be acquired for $16 a share, or $22.9 million, by a concern formed by Transaction Financial Corp., First San Francisco Holdings Ltd. and individual investors. * Ube Industries, Ube City, Japan, a Japanese maker of chemicals, cement and machinery, established a joint venture in Britain with the Marubeni Corp., Osaka, Japan, to provide plastic composites to European auto makers and producers of office automation equipment. The joint venture, to be called European Technological Composites Ltd., is capitalized at $:2 million, equal to about $3.9 million, with Ube Industries holding a 70 percent stake.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1990-11-27&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 27, 1990","Banco Hispano Americano, Madrid, and Rockefeller & Co., the Rockefeller family investment arm, have formed a new investment company in Spain called Corporacion Borealis S.A. * Boise Cascade Corp., Boise, Idaho, said it expected only to break even in the final three months of 1990. Officials at the wood products company said expansion costs, higher interest rates and a weakening market for paper, pulp and corrugated containers would reduce Boise Cascade's profitability. * B.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Nov 1990: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427866914,"United States, New York, N.Y.",English,27-Nov-90,,New York Times,NEWSPAPER,,,,,,,
+Matsushita and Siemens To Split Computer Work,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://l ogin.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/matsushita-siemens-split-computer-work/docview/427821413/se-2?accountid=14586,"LEAD: The Matsushita Electric Industrial Company said today that it and Siemens A.G. had agreed to divide up the production of the personal computers the companies sell.
+The Matsushita Electric Industrial Company said today that it and Siemens A.G. had agreed to divide up the production of the personal computers the companies sell.
+Matsushita, Japan's largest consumer electronics company, will supply Siemens with notebook-sized computers, compatible with those made by the International Business Machines Corporation, for sale under the Siemens name. Siemens will produce desktop personal computers for Matsushita, which will be sold in Europe under the Panasonic label, Matsushita's leading brand name.
+The agreement comes as Matsushita is negotiating to acquire part or all of MCA Inc., the parent company of Universal Studios, and the owner of Universal Television, Motown Records, and a number of other media properties in the United States. Matsushita's sudden interest in ''video software'' thus appears to be just part of a broader effort to revive the company's relatively slow growth and lagging earnings.
+Racing to Find Partners",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Matsushita+and+Siemens+To+Split+Computer+Work&title=New+York+Times&issn=03624331&date=1990-10-03&volume=&issue=&spage=D.2&au=DAVID+E.+SANGER%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 3, 1990","Matsushita, Japan's largest consumer electronics company, will supply Siemens with notebook-sized computers, compatible with those made by the International Business Machines Corporation, for sale under the Siemens name. Siemens will produce desktop personal computers for Matsushita, which will be sold in Europe under the Panasonic label, Matsushita's leading brand name. The agreement comes as Matsushita is negotiating to acquire part or all of MCA Inc., the parent company of Universal Studios, and the owner of Universal Television, Motown Records, and a number of other media properties in the United States. Matsushita's sudden interest in ''video software'' thus appears to be just part of a broader effort to revive the company's relatively slow growth and lagging earnings.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Oct 1990: D.2.",1/4/21,"New York, N.Y.",,"DAVID E. SANGER, Special to The New York Times",New York Times Company,,Newspapers,427821413,"United States, New York, N.Y.",English,3-Oct-90,DATA PROCESSING (COMPUTERS); JOINT VENTURES AND CONSORTIUMS; Personal computers,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Toyota to Increase Non-Auto Output,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-toyota-increase-non-auto-output/docview/427751758/se-2?accountid=14586,"LEAD: The Toyota Motor Corporation, Japan's largest automobile manufacturer, plans to triple the sales of its non-automotive divisions by 1994, Masami Iwasaki, an executive vice president, said. He also said Toyota's consolidated profit had risen 27.4 percent in its latest fiscal year.
+The Toyota Motor Corporation, Japan's largest automobile manufacturer, plans to triple the sales of its non-automotive divisions by 1994, Masami Iwasaki, an executive vice president, said. He also said Toyota's consolidated profit had risen 27.4 percent in its latest fiscal year.
+Mr. Iwasaki said Toyota would raise the output of its non-automotive divisions to 6 percent of its sales, from about 2 percent. The percentage works out to about 479.9 billion yen, or $3.1 billion, based on the latest annual sales figures. Besides cars, Toyota produces industrial vehicles like forklifts and shovel loaders, builds homes and manufactures factory automation equipment.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Toyota+to+Increase+Non-Auto+Output&title=New+York+Times&issn=03624331&date=1990-08-31&volume=&issue=&spage=D.3&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 31, 1990","The Toyota Motor Corporation, Japan's largest automobile manufacturer, plans to triple the sales of its non-automotive divisions by 1994, [Masami Iwasaki], an executive vice president, said. He also said Toyota's consolidated profit had risen 27.4 percent in its latest fiscal year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Aug 1990: D.3.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,427751758,"United States, New York, N.Y.",English,31-Aug-90,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Pixar Plans Sale Of Computer Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-pixar-plans-sale-computer-unit/docview/427679386/se-2?accountid=14586,"LEAD: Pixar will sell its Image Computer unit to Vicom Systems Inc. Pixar said it was selling the hardware operation to concentrate on its Renderman software, which is used to produce pictures on desktop computers.
+Pixar will sell its Image Computer unit to Vicom Systems Inc. Pixar said it was selling the hardware operation to concentrate on its Renderman software, which is used to produce pictures on desktop computers.
+Vicom, a nine-year-old privately held company based in Fremont, Calif., develops and manufactures image processing systems that are sold to the medical, military, industry-automation and inspection markets. Pixar, formerly the computer graphics division of Lucasfilm Ltd., is an independent company owned by Steven P. Jobs and its employees. It is based in San Rafael, Calif. No terms were announced.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Pixar+Plans+Sale+Of+Computer+Unit&title=New+York+Times&issn=03624331&date=1990-05-01&volume=&issue=&spage=D.5&au=Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 1, 1990","LEAD: Pixar will sell its Image Computer unit to Vicom Systems Inc. Pixar said it was selling the hardware operation to concentrate on its Renderman software, which is used to produce pictures on desktop computers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 May 1990: D.5.",11/15/17,"New York, N.Y.",,Special to The New York Times,New York Times Company,,Newspapers,427679386,"United States, New York, N.Y.",English,1-May-90,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Systems Maker's Net,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/systems-makers-net/docview/427605254/se-2?accountid=14586,"LEAD: After an internal investigation, Network Equipment Technologies Inc. today reported declining earnings for the quarter and year ended March 31.
+After an internal investigation, Network Equipment Technologies Inc. today reported declining earnings for the quarter and year ended March 31.
+The company, based in Redwood City, Calif., makes office automation systems. It said its second- and third-quarter revenues, as well as its net income, had to be restated at lower amounts because of shipments that were made and recorded as revenues because of an order that later proved to be invalid.
+The company's stock fell $6.875 a share today, to $9.25, on the New York Stock Exchange, where its 42.6 percent decline was the day's worst.
+For the fourth quarter, Network's earnings totaled $611,000, or 4 cents a share, down from $4.6 million, or 33 cents a share, in the comparable period a year ago. Its revenues rose 17 percent, to $45.7 million, from $38.8 million in the 1989 quarter.
+For the year, Network had earnings of $13.5 million, or 92 cents a share, down 16 percent from $16 million, or $1.15 a share, in the 1989 fiscal year. Its revenues rose 32 percent, to $181.3 million from $136.8 million.
+The yearly results include a $519,000 decrease in revenues and a 2-cent decrease in earnings per share in the second quarter, and a $5.4 million decrease in revenue, with an 18-cent drop in earnings in the third quarter. The declines were attributed to the restatement.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Systems+Maker%27s+Net&title=New+York+Times&issn=03624331&date=1990-04-26&volume=&issue=&spage=D.11&au=Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 26, 1990","For the fourth quarter, Network's earnings totaled $611,000, or 4 cents a share, down from $4.6 million, or 33 cents a share, in the comparable period a year ago. Its revenues rose 17 percent, to $45.7 million, from $38.8 million in the 1989 quarter.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Apr 1990: D.11.",11/15/17,"New York, N.Y.",,Special to The New York Times,New York Times Company,,Newspapers,427605254,"United States, New York, N.Y.",English,26-Apr-90,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+Ms. James to Wed Kevin J. Abrams,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ms-james-wed-kevin-j-abrams/docview/427623470/se-2?accountid=14586,"LEAD: Dr. and Mrs. David Fred James of Scarsdale, N.Y., have announced May wedding plans for their daughter Wendy Susan James and Kevin Jay Abrams, a son of Eileen Abrams of Riverdale, the Bronx, and Stuart Abrams of Great Neck, L.I.
+Dr. and Mrs. David Fred James of Scarsdale, N.Y., have announced May wedding plans for their daughter Wendy Susan James and Kevin Jay Abrams, a son of Eileen Abrams of Riverdale, the Bronx, and Stuart Abrams of Great Neck, L.I.
+Ms. James, 22 years old, is a graduate of Syracuse University. She is the office manager for Information Automation in White Plains. Her father, an obstetrician and gynecologist in New York, is a senior attending physician at Lenox Hill Hospital and an assistant clinical professor at the New York Hospital-Cornell Medical Center.
+The prospective bridegroom, 25, who expects to receive a medical degree in May from the Syracuse Health Science Center of the State University of New York, is a graduate of SUNY at Stony Brook, L.I. His mother is a legal secretary at the New York law firm of Toren McGeady Associates. His father is a partner in the New York law firm of Finkelstein, Bruckman, Wohl, Most & Rothman.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ms.+James+to+Wed+Kevin+J.+Abrams&title=New+York+Times&issn=03624331&date=1990-04-15&volume=&issue=&spage=A.40&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 15, 1990","LEAD: Dr. and Mrs. David Fred James of Scarsdale, N.Y., have announced May wedding plans for their daughter Wendy Susan James and Kevin Jay Abrams, a son of Eileen Abrams of Riverdale, the Bronx, and Stuart Abrams of Great Neck, L.I.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Apr 1990: A.40.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427623470,"United States, New York, N.Y.",English,15-Apr-90,WEDDINGS AND ENGAGEMENTS,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427519790/se-2?accountid=14586,"LEAD: * Akzo N.V., Arnheim, the Netherlands, a chemical company, said it would discontinue its two joint ventures with Kollmorgen Corp., Simsbury, Conn., and had set up a new joint venture with AMP Inc., Harrisburg, Pa., a maker of electrical and electronic connectors. The new joint venture will acquire the business of Additive Products Co., one of the joint ventures of Akzo and Kollmorgen.
+* Akzo N.V., Arnheim, the Netherlands, a chemical company, said it would discontinue its two joint ventures with Kollmorgen Corp., Simsbury, Conn., and had set up a new joint venture with AMP Inc., Harrisburg, Pa., a maker of electrical and electronic connectors. The new joint venture will acquire the business of Additive Products Co., one of the joint ventures of Akzo and Kollmorgen. Kollmorgen will be paid $50 million for its 50 percent of Additive.
+* Chevron Canada Resources Ltd., Calgary, Alberta, a unit of the Chevron Corp., said it was putting about $100 million worth of oil and gas assets up for sale.
+* Cray Research Inc., Minneapolis, a maker of supercomputers, said it would reorganize its 1,000-member field staff to separate sales and service functions and make prices more uniform,
+* Exchange Bancorp said its shareholders had agreed to a merger with ABN-LaSalle North America. ABN-LaSalle will pay $420 million for all common stock and convertible preferred stock of Exchange.
+* Hasbro Inc., Pawtucket, R.I., a toy company, said it would sell its factory in Lancaster, Pa., to Bulova Systems and Instruments Corp. Terms were not disclosed.
+* L.A. Gear Inc., Los Angeles, a maker of sports footwear and apparel, reached an agreement for Asics Corp. to market and distribute L.A. Gear products in Japan.
+* Honeywell Inc., Minneapolis, signed a letter of intent with VE AHB Industrianlagen Import, an East German-owned trading company, to establish a joint venture in East Germany that would provide industrial automation equipment to the country's petroleum and chemical plants.
+* McCormick & Co., Hunt Valley, Md., a producer of seasonings, sold its interest in Herb Farm Inc., a California grower and marketer of herbs, to Friedman Acquisition Corp., Encinitas, Calif. Terms were not disclosed.
+* Quaker Oats Co., Chicago, the food company, said its food service division would build a plant in Louisville, Ky., to supply ready-made biscuits to the food-service industry.
+* TCBY International, a subsidiary of TCBY Enterprises Inc., Little Rock, Ark., an owner and franchiser of frozen-yogurt stores, entered into a joint venture agreement with Ueshima Coffee Co., a Japanese coffee maker and distributor, and a unit of Osaka Gas Co. to develop TCBY stores and sell its products in Japan.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1990-01-17&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 17, 1990","LEAD: * Akzo N.V., Arnheim, the Netherlands, a chemical company, said it would discontinue its two joint ventures with Kollmorgen Corp., Simsbury, Conn., and had set up a new joint venture with AMP Inc., Harrisburg, Pa., a maker of electrical and electronic connectors. The new joint venture will acquire the business of Additive Products Co., one of the joint ventures of Akzo and Kollmorgen. * Akzo N.V., Arnheim, the Netherlands, a chemical company, said it would discontinue its two joint ventures with Kollmorgen Corp., Simsbury, Conn., and had set up a new joint venture with AMP Inc., Harrisburg, Pa., a maker of electrical and electronic connectors. The new joint venture will acquire the business of Additive Products Co., one of the joint ventures of Akzo and Kollmorgen. Kollmorgen will be paid $50 million for its 50 percent of Additive.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Jan 1990: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427519790,"United States, New York, N.Y.",English,17-Jan-90,,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/427413679/se-2?accountid=14586,"LEAD: * AON Corp., Chicago, an insurance holding company, named Paul R. Davies chairman of its AON Reinsurance Agency subsidiary. Gene Taylor was named vice chairman of the division, and Stephen L. Lunsford was made senior executive vice president and chief operating officer.
+* AON Corp., Chicago, an insurance holding company, named Paul R. Davies chairman of its AON Reinsurance Agency subsidiary. Gene Taylor was named vice chairman of the division, and Stephen L. Lunsford was made senior executive vice president and chief operating officer.
+* Cardinal Distribution Inc., Dublin, Ohio, a wholesale drug distributor, named David Bearman senior vice president and chief financial officer.
+* Chancellor Corp., Boston, a financial services company, appointed Stephen G. Morison vice chairman and chief executive.
+* Chemical Waste Management, Oak Brook, Ill., a waste disposal company, named Don R. McCombs vice president of environmental management.
+* Goulds Pumps Inc., Seneca Falls, N.Y., a maker of pumps and water-treatment equipment, promoted Coleman J. Connell to senior vice president and Walter F. Ware to group vice president of industrial products.
+* Hercules Inc., Wilmington, Del., a diversified concern, named Richard Schwartz president of its Hercules Aerospace Co. subsidiary.
+* Hi-Shear Industries, North Hills, L.I., an aerospace manufacturer, named Robert A. Schell chief operating officer of its space and military operations.
+* Lord, Day & Lord, Barrett Smith, a law firm, said Richard P. Magurno, a former senior vice president and general counsel of Eastern Air Lines, has been named partner.
+* Pathe Communications Corp., Beverly Hills, Calif., a motion picture production company, named Edmund A. Hamburger senior executive vice president and general counsel.
+* Prudential Insurance Co. of America, Newark, named John R. Strangfeld chairman of the European division of its Prudential Investment Corp. subsidiary.
+* Security Pacific Corp., Los Angeles, a bank holding company, named William Hanna senior vice president of its Security Pacific Automation Co. subsidiary.
+* United Jersey Bank/Central N.A., Princeton, N.J., a unit of UJB Financial Corp., named John J. O'Gorman chairman and chief executive.
+* Wordstar International Inc., San Rafael, Calif., a computer software manufacturer, said Kevin Smith had resigned as vice president and chief financial officer in a contract dispute.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1989-10-10&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 10, 1989","LEAD: * AON Corp., Chicago, an insurance holding company, named Paul R. Davies chairman of its AON Reinsurance Agency subsidiary. Gene Taylor was named vice chairman of the division, and Stephen L. Lunsford was made senior executive vice president and chief operating officer. * AON Corp., Chicago, an insurance holding company, named Paul R. Davies chairman of its AON Reinsurance Agency subsidiary. Gene Taylor was named vice chairman of the division, and Stephen L. Lunsford was made senior executive vice president and chief operating officer. * Lord, Day & Lord, Barrett Smith, a law firm, said Richard P. Magurno, a former senior vice president and general counsel of Eastern Air Lines, has been named partner.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Oct 1989: D.4.",4/10/20,"New York, N.Y.",,,New York Times Company,,Newspapers,427413679,"United States, New York, N.Y.",English,10-Oct-89,Appointments and Executive Changes,New York Times,NEWSPAPER,,,,,,,
+Airline Reservation Accord,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/airline-reservation-accord/docview/427344422/se-2?accountid=14586,"LEAD: Delta Air Lines, Northwest Airlines and Trans World Airlines said today that they had have a preliminary agreement to combine their computerized reservation systems into an Atlanta-based worldwide operation.
+Delta Air Lines, Northwest Airlines and Trans World Airlines said today that they had have a preliminary agreement to combine their computerized reservation systems into an Atlanta-based worldwide operation.
+The venture is to operate as an autonomous company with independent management in about four years. Initially, the Atlanta-based Delta will own 40 percent; Northwest, of Eagan, Minn., 33.3 percent, and T.W.A., which is based in New York, 26.7 percent. Other carriers will be able to join. Jim Lundy, a Delta spokesman, said the percentages were based on the relative size of the carriers.
+The planned system would combine the technologically superior Pars reservation system, which was started three years ago by Northwest and T.W.A., with Delta's Datas II system. Delta would also pay $48 million to T.W.A. under the proposal.
+The system must be approved by the airlines' boards and by Federal regulators.
+The Justice Department said an earlier plan to merge Delta's reservation system with the leader, Sabre, owned by the AMR Corporation, would harm competition in the computerized sale of airline tickets. Analysts say the new plan is less likely to draw such opposition because Pars is smaller than Sabre.
+Sabre is used by 12,800 travel agency offices and is the largest of the five United States computerized reservation systems. Mr. Lundy said Pars was the third largest, and Datas II was the fifth.
+Reservation systems make money from fees charged to airlines whenever a flight is booked.
+Cal Rader, vice president for marketing automation at Delta, is to be chief executive of the joint system and new software is to be developed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Airline+Reservation+Accord&title=New+York+Times&issn=03624331&date=1989-09-29&volume=&issue=&spage=D.2&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 29, 1989","The planned system would combine the technologically superior Pars reservation system, which was started three years ago by Northwest and T.W.A., with Delta's Datas II system. Delta would also pay $48 million to T.W.A. under the proposal.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Sep 1989: D.2.",11/15/17,"New York, N.Y.",ATLANTA (GA),AP,New York Times Company,,Newspapers,427344422,"United States, New York, N.Y.",English,29-Sep-89,"AIRLINES AND AIRPLANES; RESERVATIONS (AIRLINES, HOTELS, ETC)",New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/427364848/se-2?accountid=14586,"LEAD: * Alexander & Alexander Services Inc., an insurance brokerage firm, named R. Alan Kershaw vice president and treasurer.
+* Alexander & Alexander Services Inc., an insurance brokerage firm, named R. Alan Kershaw vice president and treasurer.
+* Becton, Dickinson & Co., Franklin Lakes, N.J., a medical equipment supplier, named Geoffrey D. Cheatham vice president and treasurer.
+* Boston Co., Boston, a financial services company and unit of American Express, said John R. Laird had joined the company as senior executive vice president.
+* Century Communications Corp., New Canaan, Conn., a cable television company, named Bernard Gallagher president and chief operating officer.
+* Certainteed Corp., Valley Forge, Pa., a fiberglass-products manufacturer, named Donald S. Huml vice president and chief financial officer.
+* CSX Transportation Inc., Jacksonville, Fla., a subsidiary of the CSX Corp., a transportation holding company, named Glenn P. Michael senior vice president of its CSX Rail Transport Group.
+* Emerson Radio Corp. , North Bergen, N.J., named Jay M. Haft chairman of its executive committee.
+* Gerber Scientific Inc., South Windsor, Conn., which makes factory automation systems, said David J. Logan had resigned as senior vice president. He remains president of Gerber Scientific Products Inc., a subsidiary.
+* Mack Trucks Inc., Allentown, Pa., said its board had named Ralph E. Reins chief executive. Mr. Reins, who also holds the title of president, succeeds John B. Curcio, who continues as chairman.
+* MONY Financial Services named Richard Daddario, Louis J. LaFontaine and Kihong Sung senior vice presidents.
+* Osborn Entertainment Corp., a cable television company, named David L. Smith executive vice president.
+* Prudential Insurance Co. of America, Newark, named E. Michael Caulfield president of its investment services group.
+* Scan-Optics Inc., East Hartford, Conn., an image processing company, appointed Richard I. Tanaka chairman and chief executive.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1989-09-14&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 14, 1989","LEAD: * Alexander & Alexander Services Inc., an insurance brokerage firm, named R. Alan Kershaw vice president and treasurer. * CSX Transportation Inc., Jacksonville, Fla., a subsidiary of the CSX Corp., a transportation holding company, named Glenn P. Michael senior vice president of its CSX Rail Transport Group. * Mack Trucks Inc., Allentown, Pa., said its board had named Ralph E. Reins chief executive. Mr. Reins, who also holds the title of president, succeeds John B. Curcio, who continues as chairman.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Sep 1989: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427364848,"United States, New York, N.Y.",English,14-Sep-89,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+MORE MONEY URGED FOR AIR CONTROL,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/more-money-urged-air-control/docview/427364352/se-2?accountid=14586,"LEAD: The head of the Federal Aviation Administration today called for doubling the agency's spending on equipment to control air traffic.
+The head of the Federal Aviation Administration today called for doubling the agency's spending on equipment to control air traffic.
+The agency is in the middle of a long-range program to buy $15.8 billion worth of equipment like radar sets and communications equipment, and the new proposal would increase spending to as much as $3 billion a year.
+''The original plan, which we're obligated to complete, was underfunded,'' said James B. Busey, the new Administrator of the agency. ''We're going to need substantial increases in the level of capital investment on the nation's air traffic system.''
+Mr. Busey's comments raised the possibility of a political battle as the agency seeks to increase its budget sharply while those of other Federal agencies are shrinking. Expects Bush's Backing
+But Mr. Busey, who is a retired admiral, said he believed President Bush would support his request, and he seemed to suggest that reductions in military spending could help pay for the aviation investment, which Mr. Bush has called a pressing need.
+Stephen Hayes, a spokesman for the Air Transport Association, which represents most of the nation's airlines, said the group supported increased spending by the aviation agency but warned that it would be difficult to persuade Congress to approve the extra money.
+''It is really going to emerge as a real crunch on the Hill,'' Mr. Hayes said. ''You have real downward pressure on the budget.''
+Airline passengers, through a tax on tickets, contribute money to a special trust fund that is set aside to pay for improvements to the air traffic control system. But the money cannot be spent without Congressional approval. Projects Under Way
+Mr. Busey said that most of the increased spending he is recommending would go to projects that have been under way as part of a national air space plan in the Airport and Airway Improvement Act of 1982. For example, he said that a computer automation project costing $4 billion is about to be installed, which will triple spending on the project to $600 million annually by 1991.
+But other projects were not included in the 1982 plan and will cost hundreds of millions of dollars, he said. Among them are new air traffic control stations in the Los Angeles region, equipment at a new airport planned at Denver and improvements at the Dallas-Fort Worth Airport.
+He said that the 1982 plan, which was revised in 1987, ''no longer accurately reflects the realities of capital investment in this era of rapid growth and change.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MORE+MONEY+URGED+FOR+AIR+CONTROL&title=New+York+Times&issn=03624331&date=1989-09-12&volume=&issue=&spage=A.16&au=JOHN+H.+CUSHMAN+Jr.%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 12, 1989","''The original plan, which we're obligated to complete, was underfunded,'' said James B. Busey, the new Administrator of the agency. ''We're going to need substantial increases in the level of capital investment on the nation's air traffic system.'' ''It is really going to emerge as a real crunch on the Hill,'' Mr. [Stephen Hayes] said. ''You have real downward pressure on the budget.'' He said that the 1982 plan, which was revised in 1987, ''no longer accurately reflects the realities of capital investment in this era of rapid growth and change.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Sep 1989: A.16.",11/15/17,"New York, N.Y.",UNITED STATES,"JOHN H. CUSHMAN Jr., Special to The New York Times",New York Times Company,,Newspapers,427364352,"United States, New York, N.Y.",English,12-Sep-89,AIR TRAFFIC CONTROL; FINANCES; BUDGETS AND BUDGETING,New York Times,NEWSPAPER,,,,,,,
+Company Is Teaching The Business of Law,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-is-teaching-business-law/docview/427325852/se-2?accountid=14586,"LEAD: JOSEPH SCUTELLARO, who teaches a seminar in business management, will admit that he sometimes has trouble maintaining a certain level of interest and attention in his classroom.
+JOSEPH SCUTELLARO, who teaches a seminar in business management, will admit that he sometimes has trouble maintaining a certain level of interest and attention in his classroom.
+Mr. Scutellaro, a certified public accountant at Leonard C. Green & Company in Woodbridge, certainly enjoys teaching, but, unlike many of his counterparts, he does not direct his lectures at high school, college or even postgraduate students. His students are lawyers.
+Leonard C. Green & Company, a certified public accounting concern, has developed a program that teaches lawyers, mainly those from small firms, about the business aspects of their profession.
+''It's kind of tough for some lawyers to admit that they can't run their own ships,'' Mr. Scutellaro said. ''But a lot of them realize that sometimes they can use an outside hand to assist in some of the financial background.'' Less Than a Year Old
+The program, which began less than a year ago, is geared toward those law firms comprising one to 25 lawyers. It provides information office automation, staff and partner motivation, accounting and technological services and support services for law firms with litigation requiring financial analysis, as well as taxation expertise.
+''Cocktail parties are fun,'' Mr. Scutellaro said, ''but this is a more constructive way to attract clients.''
+The course, ''Managing a Law Practice,'' is taught in six 90-minute sessions, one a month for six months. The course, however, could be taken over a shorter period, depending on the amount of time a potential client has available.
+Some of the topics include billing practices, setting fees, controlling expenses, recapturing costs and using computers. Publishes a Quarterly Newsletter
+Lawyers in the program receive a quarterly newsletter that runs articles on matters like cash management, personnel practices and a variety of office procedures.
+''It's really a double-edged sword, a public-relations kind of thing,'' said Jim Lisa, a tax lawyer at Leonard C. Green. ''We school them on some of the managerial aspects of their business, and in turn, we hope to get some litigation support work back from them or some other type of business.''
+All four members of Woods & Trembulak, a law firm in Cranford, have taken the course.
+''It was very enjoyable and very informative,'' said Marty Indik, a lawyer with Woods & Trembulak. ''It gave me a better perspective on how to run a legal practice. Sometimes lawyers can get caught up in the day-to-day legal issues, which doesn't leave much time to focus on the business end of things.'' A Matter of Survival
+The cost of the seminar, Mr. Scutellaro said, is roughly $250.
+Economically, that makes a lot of sense to Leonard C. Green, a managing partner in the company, who feels that small law firms will not be able to survive without long-range, strategic planning.
+''They never ask themselves, 'How large do we want to be and in what areas of specialization do we want to concentrate?' '' Mr. Green said. ''Things don't just happen; they must be planned for. There must be 1-year plans, 5-year plans and 10-year plans. Then there must be methods set to monitor the goals and evaluate the achievement. This approach has worked for our firm, and we believe it will make a law firm more profitable.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Company+Is+Teaching+The+Business+of+Law&title=New+York+Times&issn=03624331&date=1989-08-20&volume=&issue=&spage=A.8&au=Mallozzi%2C+Vincent+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 20, 1989","''It's kind of tough for some lawyers to admit that they can't run their own ships,'' Mr. [JOSEPH SCUTELLARO] said. ''But a lot of them realize that sometimes they can use an outside hand to assist in some of the financial background.'' Less Than a Year Old ''It was very enjoyable and very informative,'' said Marty Indik, a lawyer with Woods & Trembulak. ''It gave me a better perspective on how to run a legal practice. Sometimes lawyers can get caught up in the day-to-day legal issues, which doesn't leave much time to focus on the business end of things.'' A Matter of Survival ''They never ask themselves, 'How large do we want to be and in what areas of specialization do we want to concentrate?' '' Mr. Green said. ''Things don't just happen; they must be planned for. There must be 1-year plans, 5-year plans and 10-year plans. Then there must be methods set to monitor the goals and evaluate the achievement. This approach has worked for our firm, and we believe it will make a law firm more profitable.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Aug 1989: A.8.",11/15/17,"New York, N.Y.",,"Mallozzi, Vincent M",New York Times Company,,Newspapers,427325852,"United States, New York, N.Y.",English,20-Aug-89,LEGAL PROFESSION,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427277773/se-2?accountid=14586,"LEAD: * AGS Information Services Inc., Mountainside, N.J., a software design company, said it had acquired Multiple Technologies Corp., Detroit.Terms were not disclosed.
+* AGS Information Services Inc., Mountainside, N.J., a software design company, said it had acquired Multiple Technologies Corp., Detroit.Terms were not disclosed.
+* AT&T Information Systems Inc., Murray Hill, N.J., said it had created a new class of plastics, using silicon as a main ingredient.
+* Citibank said it had bought the remaining outstanding shares of American Mutual Bond Assurance Co. for an undisclosed price.
+* Dayton Hudson Corp., Minneapolis, a retailer, said it had adopted an employee stock ownership plan and would repurchase up to seven million shares for the plan.
+* McDermott Marine Construction, New Orleans, received a $41 million contract for the construction of an oil-drilling unit off Mobile, Ala., from Mobil Exploration and Producing U.S. Inc.
+* McDonnell Douglas Corp., St. Louis, the aerospace company, received a $95 million Navy contract.
+* Neoax Inc., Stamford, Conn., an industrial equipment manufacturer, said it had sold its nuclear automation business for $25 million to Precision Defense Services Inc., a new company formed by the investment firm Oppenheimer & Co.
+* Rochester Telephone Corp., Rochester, said it would acquire Mondovi Telephone Co., Mondovi, Wis. Terms were not disclosed.
+* Tyco Laboratories Inc., Exeter, N.H., said its Simplex Wire and Cable Co. subsidiary had received $75 million in contracts from A.T.&T.
+* Unilab Corp., Norcross, Ga., said its subsidiary, Metwest Inc., would buy the clinical laboratory business of Central Diagnostic Laboratories, Los Angeles, for $85 million.
+* Versar Inc., Springfield, Va., an environmental research company, said it had received four contracts, totaling up to $34 million, from the Environmental Protection Agency.
+* Yokohama Rubber Co. said it would buy Mohawk Rubber Co., Akron, Ohio, which is controlled by Danaher Corp. Terms were not disclosed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1989-07-14&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 14, 1989","LEAD: * AGS Information Services Inc., Mountainside, N.J., a software design company, said it had acquired Multiple Technologies Corp., Detroit.Terms were not disclosed. * AGS Information Services Inc., Mountainside, N.J., a software design company, said it had acquired Multiple Technologies Corp., Detroit.Terms were not disclosed. * Unilab Corp., Norcross, Ga., said its subsidiary, Metwest Inc., would buy the clinical laboratory business of Central Diagnostic Laboratories, Los Angeles, for $85 million.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 July 1989: D.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427277773,"United States, New York, N.Y.",English,14-Jul-89,,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Sun Microsystems Gets New Reseller,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-sun-microsystems-gets-new-reseller/docview/427239895/se-2?accountid=14586,"LEAD: Sun Microsystems Inc. said that Dataphaz Inc., the largest Computerland franchisee, had agreed to become a value-added reseller of Sun's computer work stations. Based in Phoenix, Dataphaz has eight Computerland stores in Arizona and New Mexico.
+Sun Microsystems Inc. said that Dataphaz Inc., the largest Computerland franchisee, had agreed to become a value-added reseller of Sun's computer work stations. Based in Phoenix, Dataphaz has eight Computerland stores in Arizona and New Mexico.
+Sun began its value-added reseller program in November 1987 and now has almost 200 resellers in the United States. These resellers package computers in systems tailored for specific industries and applications. The markets served by Sun's progams include computer-aided design, computer-integrated manufacturing, architecture-engineering-construction, electronic publishing and electronic design automation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Sun+Microsystems+Gets+New+Reseller&title=New+York+Times&issn=03624331&date=1989-06-20&volume=&issue=&spage=D.4&au=Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 20, 1989","Sun Microsystems Inc. said that Dataphaz Inc., the largest Computerland franchisee, had agreed to become a value-added reseller of Sun's computer work stations. Based in Phoenix, Dataphaz has eight Computerland stores in Arizona and New Mexico.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 June 1989: D.4.",11/14/17,"New York, N.Y.",,Special to The New York Times,New York Times Company,,Newspapers,427239895,"United States, New York, N.Y.",English,20-Jun-89,DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427237470/se-2?accountid=14586,"LEAD: * Allied Security Inc., Pittsburgh, a security guard service, received an acquisition bid of $53 a share from a group led by the company's chairman, Neal H. Holmes, and its president, Steven B. Stein.
+* Allied Security Inc., Pittsburgh, a security guard service, received an acquisition bid of $53 a share from a group led by the company's chairman, Neal H. Holmes, and its president, Steven B. Stein.
+* BICC P.L.C., a British cables and construction company, said Andover Controls Corp., Andover, Mass., an electronic building automation concern, had agreed to be acquired for $16 a share, or $44 million.
+* Banner Industries, Cleveland, a mechanical components company, said it now owned about 78 percent of Fairchild Industries, Chantilly, N.C., an aircraft company, after about 11 million shares of Fairchild had been tendered under its $18 million cash tender offer.
+* Borden Inc., a food company, acquired two snack food companies and one food service concern: Moore's Quality Snack Foods, Bristol, Va.; Kuchen-Betz G.m.b.H., Nuremberg, West Germany, and Pitch 'R Pack. Terms were not discloed.
+* Central Capital Corp., Toronto, said it had agreed to buy all of the holdings of Scottish & York Holdings Ltd. for about $60 million in Central Capital preferred shares.
+* Corning Inc., Corning, N.Y., a scientific equipment company, agreed to sell color-television manufacturing equipment to the Ekranas television-tube plant at Panevezy, Lithuania, in the Soviet Union. Terms were not disclosed.
+* Enterprise Oil P.L.C., London, said the British High Court had backed its purchase of the entire share capital of Texas Eastern North Sea Inc. for $:500 million, or about $961 million.
+* Esab Svensk Forsaljning A.B., Sweden, said it had agreed to buy L-TEC, a United States maker of welding products with annual sales of $180 million. Terms were not disclosed.
+* Graphic Scanning Corp., Teaneck, N.J., a telecommunications company, said it had agreed in principle for Hutchinson Telecommunications Ltd. to acquire 80 percent of the stock of the company's Digital Mobile Communications Ltd. unit for about $68 million.
+* High Voltage Engineering Corp., Burlington, Mass., a high-tech electrical supplies concern, said it had extended its $38-a-share cash tender offer for all the outstanding common stock of Universal Foods Corp., Milwaukee, a maker of food ingredients, until June 30.
+* Household Bank F.S.B., Prospect Heights, Ill., a unit of Household International Inc., said it had completed its acquisition of Land of Lincoln Savings and Loan Association, Hoffman Estates, Ill. for $21 a share.
+* UGI Corp., Valley Forge, Pa., said it had completed the sale of the Industrial Gases and Carbon Dioxcide divisions of its Amerigas unit to the Airco Gases division of the BOC Group for $146 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1989-06-20&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 20, 1989","LEAD: * Allied Security Inc., Pittsburgh, a security guard service, received an acquisition bid of $53 a share from a group led by the company's chairman, Neal H. Holmes, and its president, Steven B. Stein. * Allied Security Inc., Pittsburgh, a security guard service, received an acquisition bid of $53 a share from a group led by the company's chairman, Neal H. Holmes, and its president, Steven B. Stein. * Borden Inc., a food company, acquired two snack food companies and one food service concern: Moore's Quality Snack Foods, Bristol, Va.; Kuchen-Betz G.m.b.H., Nuremberg, West Germany, and Pitch 'R Pack. Terms were not discloed.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 June 1989: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427237470,"United States, New York, N.Y.",English,20-Jun-89,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Ultimate Officer Named Chairman and President,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-ultimate-officer-named-chairman/docview/427246429/se-2?accountid=14586,"LEAD: The Ultimate Corporation, which inserts its own operating system into the computers of major manufacturers to create customized services for businesses, announced yesterday that it had named Michael J. O'Donnell as chairman and president.
+The Ultimate Corporation, which inserts its own operating system into the computers of major manufacturers to create customized services for businesses, announced yesterday that it had named Michael J. O'Donnell as chairman and president.
+Mr. O'Donnell, 34, has been executive vice president and chief operating officer since October 1988, when he was rehired by the company's founder, Theodore M. Sabarese, 49, to take over operations and return Ultimate to profitability. Mr. O'Donnell brought in about 15 new managers in a restructuring to refocus the company, which is based in East Hanover, N.J.
+Ultimate, which has annual sales of $200 million, said it had returned to profitability in the second half of its fiscal year, ended April 30, although for the full year it will report a $13 million loss.
+''Frankly,'' Mr. Sabarese said in a statement, ''Mike O'Donnell and the management team have proven their capabilites and that gives me the opportunity to take some time for myself and enjoy this sabbatical from day-to-day operations.'' One of Mr. Sabarese's interests outside the company is owning race horses.
+''Ultimate had a good run for nine years or so,'' Mr. O'Donnell said yesterday from a golf course in Fort Lauderdale, where he was attending a sales conference. ''It was fine when it was $30 million and fine when it was $100 million. but when it got to be $200 million Ted couldn't do it alone.''
+Mr. O'Donnell excused himself to hit a tee shot. ''I missed the green,'' he reported when he returned to the golf cart and the portable telephone.
+Mr. O'Donnell had worked for Ultimate as chief fiancial officer from 1983 to 1986, when he quit to start up a company called Eastek, with a partner. ''It was like two guys in a garage,'' Mr. O'Donnell said. But the ending was unhappy. After the market collapse, in October 1987, the company, in Mr. O'Donnell's words, ''crashed and burned.''
+He lost money in the collapse of Eastek, he said, ''but to tell you the truth that was the best two years of a fairly short career.'' He added: ''I'm an entrepreneur at heart. That's why I get along so well with Ted.''
+He took a job for three months as chief executive of General Automation Inc. in Anaheim, Calif., before returning to Ultimate.
+Mr. O'Donnell was an accountant with Deloitte, Haskin & Sells, with Ultimate as his primary account, before he joined the company for the first time in 1983. He is a graduate of St. Francis College, in Loretto, Pa. He and his wife, Donna, have four children.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Ultimate+Officer+Named+Chairman+and+President&title=New+York+Times&issn=03624331&date=1989-06-14&volume=&issue=&spage=D.4&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 14, 1989","''Frankly,'' Mr. [Theodore M. Sabarese] said in a statement, ''Mike O'[Donnell] and the management team have proven their capabilites and that gives me the opportunity to take some time for myself and enjoy this sabbatical from day-to-day operations.'' One of Mr. Sabarese's interests outside the company is owning race horses. Mr. O'Donnell had worked for Ultimate as chief fiancial officer from 1983 to 1986, when he quit to start up a company called Eastek, with a partner. ''It was like two guys in a garage,'' Mr. O'Donnell said. But the ending was unhappy. After the market collapse, in October 1987, the company, in Mr. O'Donnell's words, ''crashed and burned.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 June 1989: D.4.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,427246429,"United States, New Yor k, N.Y.",English,14-Jun-89,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Big Loss Is Seen by Honeywell,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-big-loss-is-seen-honeywell/docview/427001860/se-2?accountid=14586,"LEAD: Honeywell Inc. said today that it expected to take substantial charges in the fourth quarter that could result in a net loss of more than $400 million for the year.
+Honeywell Inc. said today that it expected to take substantial charges in the fourth quarter that could result in a net loss of more than $400 million for the year.
+The company's board also elected James J. Renier as its new chairman, effective immediately. Mr. Renier, 58 years old, replaces Edson W. Spencer, 62, who will remain as a director.
+Susan M. Eich, a company spokeswoman, said no connection existed between the company's poor financial results and the board's decision to replace Mr. Spencer.
+Honeywell, based in Minneapolis, said the loss resulted from an abnormally high provision for income taxes, charges related to the restructuring of its Solid State Electronics division and operational write-offs.
+''We have a core of profitable businesses whose positive results from operations have been exceeded by a series of unusual charges this year,'' Mr. Ranier said. ''Achieving our long-term goals would have been unacceptably delayed without these aggressive actions to improve operations.''
+Several unusual tax items were the main reason for the loss, Honeywell said. For the first nine months of the year, the company set aside $73.8 million for taxes. In the fourth quarter, it plans to set aside about $226.2 million to cover unexpected tax liabilities.
+The company also plans to take a significant charge in the quarter for restructuring the Solid State division, which was announced in November. The charge, the amount of which Honeywell declined to estimate, will include the write-down of assets to a realizable value, a provision for continuing operating losses and costs to establish a small factory in Plymouth, Minn., to serve Honeywell and several military customers.
+Ms. Eich said the company planned to reduce its work force by about 1,200 people across all of its divisions. She said that about 60 percent of the reductions were expected to occur through early retirement programs and attrition. The reductions have begun, she said.
+Honeywell, which manufactures automation and control systems and supplies military electronics to the Federal Government, has 79,000 employees worldwide. It earned $254 million, on sales of $6.7 billion, in 1987.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Big+Loss+Is+Seen+by+Honeywell&title=New+York+Times&issn=03624331&date=1988-12-21&volume=&issue=&spage=D.4&au=JULIA+FLYNN+SILER%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 21, 1988","Susan M. Eich, a company spokeswoman, said no connection existed between the company's poor financial results and the board's decision to replace Mr. [Edson W. Spencer]. ''We have a core of profitable businesses whose positive results from operations have been exceeded by a series of unusual charges this year,'' Mr. Ranier said. ''Achieving our long-term goals would have been unacceptably delayed without these aggressive actions to improve operations.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Dec 1988: D.4.",11/15/17,"New York, N.Y.",,"JULIA FLYNN SILER, Special to the New York Times",New York Times Company,,Newspapers,427001860,"United States, New York, N.Y.",English,21-Dec-88,COMPANY REPORTS; APPOINTMENTS AND EXECUTIVE CHANGES; BOARDS OF DIRECTORS,New York Times,NEWSPAPER,,,,,,,
+WHAT'S NEW IN COMPUTERIZED CUSTOMER SERVICE; Holiday Shopping By Touching a Screen,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whats-new-computerized-customer-service-holiday/docview/426983184/se-2?accountid=14586,"LEAD: AS this year's holiday shopping season begins, customers at a growing number of stores around the country will find that service with a smile has been replaced by service on a screen.
+AS this year's holiday shopping season begins, customers at a growing number of stores around the country will find that service with a smile has been replaced by service on a screen.
+Computerized systems, most with user-friendly push-button terminals and video screens, are helping customers decide what to buy and where to find it. The information from these automated sales assistants can, at times, be more accurate and thorough than any provided by humans.
+Computers are currently being used in a variety of customer service applications. Store kiosks can direct a shopper to a product, and provide specific information on that item. Computer imaging systems can show a customer on a video screen how he or she will look in a particular outfit, hair style or cosmetic. And automated payment systems can help the customer complete the transaction faster.
+Right now, kiosks appear to be the fastest-growing application. According to the accounting firm of Touche Ross & Co., the number of interactive kiosks in stores, banks and other customer service centers should grow from a current level of 6,000 to about 70,000 in 1992.
+''Electronic marketing systems represent a rapidly emerging industry,'' said Susan Shafton, a Touche Ross consultant. ''These systems can be used in situations involving predictable transactions.''
+According to Ms. Shafton, a decade of exposure to automated bank tellers has yielded a generation of consumers as comfortable with computers as with sales clerks. In some cases, that means stores can reduce staff size by implementing automated systems. But experts say the computers generally do not replace humans - they represent more of an add-on service.
+''The movement toward automation in stores is not so much a labor-saving issue as a customer-service issue,'' said William Jacobs, a retail consulting manager at Management Horizons, based in Columbus, Ohio.
+''Today more than ever,'' he added, ''retailers are looking for any way to gain a competitive edge in customer service - and the new technology is helping them to provide more information and cutting waiting time.''
+W. Wayne Talarzyk, a professor at Ohio State University, who specializes in electronic marketing, said: ''There will always be a need for the high-quality personal service touch at retail. And there may always be a need for low-level sales clerks who process orders. Machines can, however, fill a gap somewhere in the middle.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHAT%27S+NEW+IN+COMPUTERIZED+CUSTOMER+SERVICE%3B+Holiday+Shopping+By+Touching+a+Screen&title=New+York+Times&issn=03624331&date=1988-11-27&volume=&issue=&spage=A.11&au=Berger%2C+Warren%3BWarren+Berger+is+a+New+York-based+freelance+business+writer.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 27, 1988","''Electronic marketing systems represent a rapidly emerging industry,'' said Susan Shafton, a Touche Ross consultant. ''These systems can be used in situations involving predictable transactions.'' ''Today more than ever,'' he added, ''retailers are looking for any way to gain a competitive edge in customer service - and the new technology is helping them to provide more information and cutting waiting time.'' W. Wayne Talarzyk, a professor at Ohio State University, who specializes in electronic marketing, said: ''There will always be a need for the high-quality personal service touch at retail. And there may always be a need for low-level sales clerks who process orders. Machines can, however, fill a gap somewhere in the middle.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Nov 1988: A.11.",11/15/17,"New York, N.Y.",,"Berger, Warren; Warren Berger is a New York-based freelance business writer.",New York Times Company,,Newspapers,426983184,"United States, New York, N.Y.",English,27-Nov-88,RETAIL STORES AND TRADE; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+WHAT'S NEW IN COMPUTERIZED CUSTOMER SERVICE; Automated Cashiers to Cut Waiting and Mistakes,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whats-new-computerized-customer-service-automated/docview/426980597/se-2?accountid=14586,"LEAD: TO the weary customer waiting in line, cashiers at supermarkets, fast-food restaurants and toll booths have one thing in common: they're too slow. Complaints generally don't help, but computers might.
+TO the weary customer waiting in line, cashiers at supermarkets, fast-food restaurants and toll booths have one thing in common: they're too slow. Complaints generally don't help, but computers might.
+Automation at the cashier booth is taking some new twists of late. At a Publix supermarket in Miami, new do-it-yourself technology is speeding up the checkout process. An automated checkout machine, marketed by CheckRobot, of Deerfield Beach, Fla., enables shoppers to do their own bar- code scanning.
+Purchases are passed over the scanner and then placed on a conveyor belt, which electronically ''checks'' the item to make sure it has been scanned. The system also provides the customer with a receipt, which is taken to a cashier's window.
+The Publix store, one of three stores in the country testing the system, has had shorter lines since the experiment was launched a month ago, said Michael Verble, a project manager for the supermarket chain.
+''It has cut down on the waiting time because you never have to shut down the automated lanes,'' said Mr. Verble. ''Customers also like it because they have control of the scanning process and they can make sure there are no mistakes.''
+The system costs more than $20,000 for the hardware, and there is an additional monthly charge for the necessary software. But store owners can recoup at least some of that money in savings on salaries: CheckRobot advises that one cashier can handle two or three automated lanes.
+Meanwhile, a computerized credit-card processing system is said to be speeding up service in some fast-food restaurants. Visa International recently began tests in selected Arby's and Wendy's restaurants using an electronic terminal connected to a laptop computer. Cashiers simply pass the card through the terminal, which instantly checks against a list of stolen cards on the computer.
+Daniel Brigham, spokesman for Visa U.S.A., said the credit-card transaction is ''three times faster than cash,'' and has already reduced lines at the participating stores. If the fast-food test proves successful, Mr. Brigham said, the system may be tried in convenience stores, parking garages and highway toll booths.
+There may, however, be no one at the toll booth to operate the Visa system. In California, the state's Transportation Department last month began testing a computerized, unstaffed toll booth that eliminates the need to toss coins or even to stop. The system reads a tag installed on the dashboard or bottom of cars passing through the toll booth, then sends the information to a computer.
+At that point, one of several things can happen: a prepaid toll account can be credited, or the toll can be charged to the driver's credit card, or the driver can be billed later. Since there's no barrier at the booth, the driver doesn't have to stop, though he or she must slow down enough to allow the computer to read the car's license tag.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHAT%27S+NEW+IN+COMPUTERIZED+CUSTOMER+SERVICE%3B+Automated+Cashiers+to+Cut+Waiting+and+Mistakes&title=New+York+Times&issn=03624331&date=1988-11-27&volume=&issue=&spage=A.11&au=Berger%2C+Warren%3BWarren+Berger+is+a+New+York-based+freelance+business+writer.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 27, 1988","Purchases are passed over the scanner and then placed on a conveyor belt, which electronically ''checks'' the item to make sure it has been scanned. The system also provides the customer with a receipt, which is taken to a cashier's window. ''It has cut down on the waiting time because you never have to shut down the automated lanes,'' said Mr. [Michael Verble]. ''Customers also like it because they have control of the scanning process and they can make sure there are no mistakes.'' At that point, one of several things can happen: a prepaid toll account can be credited, or the toll can be charged to the driver's credit card, or the driver can be billed later. Since there's no barrier at the booth, the driver doesn't have to stop, though he or she must slow down enough to allow the computer to read the car's license tag.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Nov 1988: A.11.",11/15/17,"New York, N.Y.",,"Berger, Warren; Warren Berger is a New York-based freelance business writer.",New York Times Company,,Newspapers,426980597,"United States, New York, N.Y.",English,27-Nov-88,"RETAIL STORES AND TRADE; FOOD; DATA PROCESSING (COMPUTERS); NEW MODELS, DESIGN AND PRODUCTS; GROCERY STORES AND TRADE",New York Times,NEWSPAPER,,,,,,,
+Litton Profits Rise by 23.4%,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/litton-profits-rise-23-4/docview/426947980/se-2?accountid=14586,"LEAD: Litton Industries, a maker of electronics gear, ships and automated factory equipment, said today that its profits rose 23.4 percent in the fourth quarter and 20.9 percent in the fiscal year.
+Litton Industries, a maker of electronics gear, ships and automated factory equipment, said today that its profits rose 23.4 percent in the fourth quarter and 20.9 percent in the fiscal year.
+Litton announced earnings of $43.7 million, or $1.66 a share, in the quarter ended July 31, up from $35.4 million, or $1.33 a share, a year earlier. Sales rose 6.5 percent, to $1.31 billion, from $1.23 billion.
+For its 1988 fiscal year, Litton reported earnings of $167 million, or $6.33 a share, up from $138.1 million, or $5.16 a share, in the previous year. Sales for the year rose 10 percent, to $4.86 billion, from $4.42 billion in 1987.
+Litton reported strong growth in its industrial automation group, based in Florence, Ky., and renewed growth in its satellite oil exploration operations, carried out through the company's share in Western Atlas International of Houston.
+Litton's Ingalls shipbuilding operation in Pascagoula, Miss., reported a decline in sales, which the company attributed to the cyclical nature of military contracts.
+Sales were flat in Litton's biggest division, advanced electronics, which produces high-technology gear for military and civilian markets.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Litton+Profits+Rise+by+23.4%25&title=New+York+Times&issn=03624331&date=1988-09-01&volume=&issue=&spage=D.18&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 1, 1988","LEAD: Litton Industries, a maker of electronics gear, ships and automated factory equipment, said today that its profits rose 23.4 percent in the fourth quarter and 20.9 percent in the fiscal year. Litton Industries, a maker of electronics gear, ships and automated factory equipment, said today that its profits rose 23.4 percent in the fourth quarter and 20.9 percent in the fiscal year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Sep 1988: D.18.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,426947980,"United States, New York, N.Y.",English,1-Sep-88,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; New Chief at Chevron Sees Greater Expansion,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-new-chief-at-chevron-sees-greater/docview/426914043/se-2?accountid=14586,"LEAD: In electing Kenneth T. Derr chairman and chief executive, the Chevron Corporation promoted a vice chairman known for moving rapidly: in his swift management of Chevron's merger with the Gulf Oil Corporation, and in his own climb up the corporate ladder.
+In electing Kenneth T. Derr chairman and chief executive, the Chevron Corporation promoted a vice chairman known for moving rapidly: in his swift management of Chevron's merger with the Gulf Oil Corporation, and in his own climb up the corporate ladder.
+Still, his promotion, which was widely anticipated, is not expected to lead to major changes for the nation's fourth-largest oil company.
+Mr. Derr, who is 52, was elected Friday to succeed George M. Keller, who will take mandatory retirement at 65 on Jan. 1. Mr. Keller has been chairman for seven and a half years, and he began his career with Chevron in 1948.
+Mr. Derr has served as vice chairman since 1985, after spending a year and a half overseeing the integration of Chevron and Gulf Oil after the 1984 acquisition. He has been primarily responsible for domestic operations, while J. Dennis Bonney, 57, Chevron's other vice chairman, has overseen foreign operations.
+At a news conference yesterday at Chevron's headquarters in San Francisco, Mr. Derr repeated themes common to Mr. Keller's past speeches: the need to reduce American dependence on foreign oil and the need to open up offshore exploration.
+''Most of the future reserves are probably offshore, and to have a battle every time a lease is proposed is unfortunate,'' Mr. Derr said. But, in conceding that emotions in California run hot on this issue, he added, ''It is probably best to put it on the shelf during an election year.''
+On the domestic side, Mr. Derr said Chevron would continue its $1 billion effort to upgrade its service stations through increased automation and through more more self-service stations with convenience markets.
+Last year, Chevron bid unsuccessfully for the chemical operations of the Borg-Warner Corporation. Mr. Derr said the company might seek other acquisitions beyond oil and gas. Internationally, he said, the company continues to negotiate with the Soviet Union concerning a possible joint venture there.
+Mr. Derr, who is Chevron's first chairman with an M.B.A. degree, joined the company as a trainee after receiving his business degree from Cornell University in 1960. After moving through several staff positions and supervising the operations for two years of the refinery in El Segundo, Calif., he became assistant to the president in 1969. In 1972, he was elected vice president; in 1979, named president of Chevron U.S.A. and in 1981, elected a director.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+New+Chief+at+Chevron+Sees+Greater+Expansion&title=New+York+Times&issn=03624331&date=1988-08-23&volume=&issue=&spage=D.3&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 23, 1988","Mr. [Kenneth T. Derr] has served as vice chairman since 1985, after spending a year and a half overseeing the integration of Chevron and Gulf Oil after the 1984 acquisition. He has been primarily responsible for domestic operations, while J. Dennis Bonney, 57, Chevron's other vice chairman, has overseen foreign operations. At a news conference yesterday at Chevron's headquarters in San Francisco, Mr. Derr repeated themes common to Mr. [George M. Keller]'s past speeches: the need to reduce American dependence on foreign oil and the need to open up offshore exploration. ''Most of the future reserves are probably offshore, and to have a battle every time a lease is proposed is unfortunate,'' Mr. Derr said. But, in conceding that emotions in California run hot on this issue, he added, ''It is probably best to put it on the shelf during an election year.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Aug 1988: D.3.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,426914043,"United States, New York, N.Y.",English,23-Aug-88,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/426828714/se-2?accountid=14586,"LEAD: * B. Altman's, a division of L. J. Hooker Retail Group, as part of its executive restructuring, named as senior vice presidents: Robin Clairfield-Tolvin, director of stores; Philip Blanco, marketing and sales promotion, and Joseph Giudice, operations.
+* B. Altman's, a division of L. J. Hooker Retail Group, as part of its executive restructuring, named as senior vice presidents: Robin Clairfield-Tolvin, director of stores; Philip Blanco, marketing and sales promotion, and Joseph Giudice, operations.
+* Black & Decker Corp., Towson, Md., a maker of power tools and household products, appointed Gary T. DiCamillo president of U.S. Power Tools and Joseph H. Schmidt president, U.S. Accessory and Fastening Business.
+* Gilliam Joseph & Littlejohn, a merchant banking and investment firm, said Paul S. Levy had become a general partner of the firm. It also said the name of the firm was being changed to Gilliam Joseph Littlejohn & Levy>ei.
+* Hibernia Savings Bank, Quincy, Mass., elected its president and chief executive, Mark A. Osborne, to the post of chairman, replacing J. Joseph Maloney, who is retiring.
+* J. G. Hook Inc., Philadelphia, an apparel company, named Dan E. Silberberg president of Etcetera, its contemporary casual clothing division.
+* Howell Corp., Houston, an energy holding company, elected as a director Jack T. Trotter, a partner in the Washington law firm of McClure & Trotter.
+* Maxtor Corp., San Jose, Calif., said William J. Dobbin had resigned as senior vice president of finance and administration and chief financial officer, effective June 24. A successor is expected to be named before he leaves.
+* Monroe Systems for Business Inc., Morris Plains, N.J., a marketing and service organization for office automation equipment, appointed Brian B. Pemberton president and chief operating officer.
+* New Hampshire Savings Bank Corp., Concord, as part of a reorganization, named Charles J. Stielau senior vice president of loan policy management and Frank J. Murray senior vice president of bank affiliates.
+* Physicians Insurance Co., Pickerington, Ohio, elected D. Ross Irons chairman, succeeding Burton Payne, who retired.
+* SFE Technologies, San Fernando, Calif., named Michael A. Rosenberg president and to the new position of chief operating officer. He succeeds Alan Rubendall as president. Mr. Rubendall remains chairman and chief executive.
+* Systonetics Inc., Fullerton, Calif., a producer of computer software, said Douglas B. Hunt was resigning as president and chief executive, effective immediately. He will, though, continue to serve as a director. Assuming his post on an interim basis is Allena F. Lu, vice president of technical services.
+* Tarmac America Inc. Washington, a unit of Tarmac P.L.C. of England, named Ian McPherson chief executive.
+* Texas Air Corp., Houston, an airline holding company, appointed Mickey P. Foret senior vice president.
+* Tucson Electric Power Co., Tucson, Ariz., elected its president and chief executive, Einar Greve, to the additional post of chairman, succeeding J. Luther Davis.
+* Tymnet, San Jose, Calif., a division of McDonnell Douglas Corp., promoted Warren Prince to the new post of chairman and Al Fenn to senior vice president and general manager.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1988-05-26&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 26, 1988","LEAD: * B. Altman's, a division of L. J. Hooker Retail Group, as part of its executive restructuring, named as senior vice presidents: Robin Clairfield-Tolvin, director of stores; Philip Blanco, marketing and sales promotion, and Joseph Giudice, operations. * B. Altman's, a division of L. J. Hooker Retail Group, as part of its executive restructuring, named as senior vice presidents: Robin Clairfield-Tolvin, director of stores; Philip Blanco, marketing and sales promotion, and Joseph Giudice, operations. * Gilliam Joseph & Littlejohn, a merchant banking and investment firm, said Paul S. Levy had become a general partner of the firm. It also said the name of the firm was being changed to Gilliam Joseph Littlejohn & Levy>ei.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 May 1988: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426828714,"United States, New York, N.Y.",English,26-May-88,Appointments and Executive Changes,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Ex-ITT Official Named Chief of General Signal,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-ex-itt-official-named-chief/docview/426798421/se-2?accountid=14586,"LEAD: Edmund M. Carpenter, who resigned earlier this week as president of the ITT Corporation, yesterday was named the chairman and chief executive of the General Signal Corporation.
+Edmund M. Carpenter, who resigned earlier this week as president of the ITT Corporation, yesterday was named the chairman and chief executive of the General Signal Corporation.
+Mr. Carpenter, 46, left ITT after having been stripped of operating responsibility for some sectors five months ago by Rand V. Araskog, chairman and chief executive.
+At General Signal, based in Stamford, Conn., Mr. Carpenter will succeed David T. Kimball, 60. Mr. Kimball has elected to take early retirement in accordance with longstanding plans and will give up his post on May 1, General Signal said. Mr. Kimball has led the company since 1983.
+General Signal made the announcement yesterday at its annual meeting in Chicago, where Mr. Kimball said that Mr. Carpenter was joining the company ''at a time when it is well positioned to benefit from the recovery in a number of its major markets.'' This week, the company reported a 40 percent gain in first-quarter earnings from the corresponding period a year ago.
+The company makes instruments and controls for semiconductor production, telecommunications, industrial automation, energy management and rail transportation.
+Mr. Carpenter was visiting the University of Michigan yesterday for a committee meeting at the business school, of which he is a graduate. He also holds an undergraduate degree in industrial engineering from the university.
+Reached in Michigan, Mr. Carpenter said that General Signal ''is a fairly high-tech company that in its history has had good growth.''
+Mr. Carpenter said he had no ill feelings about ITT. ''I have terrific friends there and I hold the business executives in the highest regard, and that includes Mr. Araskog,'' he said.
+Mr. Carpenter joined ITT in 1981 and was named president in 1985. Before ITT, he worked for the Fruehauf Corporation, Fruehauf do Brasil and the Kelsey-Hayes Company. Earlier, he was with Touche Ross & Company in its management services division and with the Michigan Bell Telephone Company as a plant manager.
+He and his wife, Mary, have two daughters and a son.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Ex-ITT+Official+Named+Chief+of+General+Signal&title=New+York+Times&issn=03624331&date=1988-04-22&volume=&issue=&spage=D.4&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 22, 1988","General Signal made the announcement yesterday at its annual meeting in Chicago, where Mr. [David T. Kimball] said that Mr. [Edmund M. Carpenter] was joining the company ''at a time when it is well positioned to benefit from the recovery in a number of its major markets.'' This week, the company reported a 40 percent gain in first-quarter earnings from the corresponding period a year ago. Reached in Michigan, Mr. Carpenter said that General Signal ''is a fairly high-tech company that in its history has had good growth.'' Mr. Carpenter said he had no ill feelings about ITT. ''I have terrific friends there and I hold the business executives in the highest regard, and that includes Mr. [Rand V. Araskog],'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Apr 1988: D.4.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,426798421,"United States, New York, N.Y.",English,22-Apr-88,"APPOINTMENTS AND EXECUTIVE CHANGES; SUSPENSIONS, DISMISSALS AND RESIGNATIONS",New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; AGS Founder Is Closer To Billion-Dollar Goal,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-ags-founder-is-closer-billion/docview/426767186/se-2?accountid=14586,"LEAD: The goal of Lawrence J. Schoenberg, chairman and chief executive of AGS Computers Inc., is to make his company a $1 billion enterprise by the beginning of the 1990's.
+The goal of Lawrence J. Schoenberg, chairman and chief executive of AGS Computers Inc., is to make his company a $1 billion enterprise by the beginning of the 1990's.
+''When you first set the goal you don't worry about it, but then you have to start making good on it,'' Mr. Schoenberg said in an interview.
+AGS Computers is not far off the mark. Its sales hit $500 million last year, and they are expected to come close to $700 million this year.
+Much of this growth has resulted from acquisitions. Mr. Schoenberg said AGS had bought 18 companies, all but one of them in 1981. The latest purchase came last week with an agreement to buy C3 Inc., a designer of computer services for the Federal Government, for about $155 million.
+AGS, based in Mountainside, N.J., concentrates on tailor-made computer solutions, including equipment, training and service, which gives it a long relationship with customers and stretches out the stream of revenue. AGS has been able to grow ''without the trauma you often get in high-tech companies,'' Mr. Schoenberg said.
+He said that some 10 years ago he removed himself from operations to think about the industry. In doing so, he realized that ''no one out there was offering a broad and comprehensive solution to customers' problems.''
+For example, he said, the Delaware River and Bay Authority wanted to automate the toll collection on its bridges, and ''we're doing a complete system for that.''
+Mr. Schoenberg, 55, calls himself one of the older executives in the computer industry. He founded the company in 1967 with Joseph Abrams, 51, who is the president and chief operating officer.
+Both attended the University of Pennsylvania but did not meet until later. Mr. Schoenberg went on to the university's Wharton School and Mr. Abrams to New York University's business school.
+Mr. Schoenberg worked for the International Business Machines Corporation for three years before starting a company, Automation Sciences, which did not survive after he left.
+He met Mr. Abrams in the 1960's, when they had neighboring apartments in New Jersey. Mr. Schoenberg is from the Bronx and Mr. Abrams is from Brooklyn.
+Mr. Schoenberg said AGS had no trouble raising the money for its C3 acquisition. ''I gather the banks have a lot of money to lend out,'' he said. ''Maybe they got it back from Brazil and we don't know it.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+AGS+Founder+Is+Closer+To+Billion-Dollar+Goal&title=New+York+Times&issn=03624331&date=1988-03-07&volume=&issue=&spage=D.4&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 7, 1988","''When you first set the goal you don't worry about it, but then you have to start making good on it,'' Mr. [Lawrence J. Schoenberg] said in an interview. AGS, based in Mountainside, N.J., concentrates on tailor-made computer solutions, including equipment, training and service, which gives it a long relationship with customers and stretches out the stream of revenue. AGS has been able to grow ''without the trauma you often get in high-tech companies,'' Mr. Schoenberg said. Mr. Schoenberg said AGS had no trouble raising the money for its C3 acquisition. ''I gather the banks have a lot of money to lend out,'' he said. ''Maybe they got it back from Brazil and we don't know it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Mar 1988: D.4.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,426767186,"United States, New York, N.Y.",English,7-Mar-88,,New York Times,NEWSPAPER,,,,,,,
+Postmaster General Plans to Step Down by Spring,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/postmaster-general-plans-step-down-spring/docview/426733674/se-2?accountid=14586,"LEAD: Postmaster General Preston R. Tisch announced today that he would leave office to return to private business in the next few months.
+Postmaster General Preston R. Tisch announced today that he would leave office to return to private business in the next few months.
+Mr. Tisch said he would remain on the job until the Postal Service's Board of Governors, which directs the agency, selected a successor. But he said he expected to leave ''in the spring.''
+Mr. Tisch, 61 years old, has been Postmaster General for the last 18 months. He said he planned to return to business in New York City and was likely to return to the Loews Corporation, a multibillion-dollar company owned by his family that has interests in hotels, insurance, watches and other products.
+Mr. Tisch was chairman and chief executive officer of Loews when he took the $99,500-a-year post as head of the Postal Service. Comment on Budget Cuts
+Mr. Tisch said he spent the Christmas holiday contemplating the future of the agency and his role in it and decided it was time to announce his departure. While he did not tie his leaving directly to budget cuts forced on the agency by Congress, he called them unnecessary.
+''The U.S. Postal Service is at a point where the next Postmaster General needs to make a three- to five-year commitment to following up on programs,'' Mr. Tisch told reporters.
+As the nation's 68th Postmaster General, Mr. Tisch took over the independent agency in the wake of a purchasing scandal that led to some postal and private business officials going to jail.
+Mr. Tisch tightened the budget of the Postal Service, which did $30 billion in business in 1986. He also renewed an automation program and pushed forward construction and spending for new vehicles. Construction Is Deferred
+But as he departs, many of those moves are stalled by the effort to cut the Federal deficit, which will force the agency to reduce spending by $1.24 billion over the next 21 months.
+''The consequences of that are clear,'' Mr. Tisch said today. ''We have been forced to defer virtually all new facility construction contracts and reduce planned expenditures for new equipment and customer convenience services.''
+These cuts will have the short-term effect of reducing spending, as Congress planned, he said. ''In the longer term however,'' he added, ''they will carry a very high cost,'' increased operating costs.
+He said he hoped the Postal Service could be dropped from the Federal budget and allowed to return to managing its own affairs, as it did before 1985.
+Over all, he said that his service had been a ''great experience'' and that he was proud to have started management and marketing improvements.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Postmaster+General+Plans+to+Step+Down+by+Spring&title=New+York+Times&issn=03624331&date=1988-01-06&volume=&issue=&spage=A.17&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 6, 1988","Mr. [Preston R. Tisch] said he would remain on the job until the Postal Service's Board of Governors, which directs the agency, selected a successor. But he said he expected to leave ''in the spring.'' ''The consequences of that are clear,'' Mr. Tisch said today. ''We have been forced to defer virtually all new facility construction contracts and reduce planned expenditures for new equipment and customer convenience services.'' These cuts will have the short-term effect of reducing spending, as Congress planned, he said. ''In the longer term however,'' he added, ''they will carry a very high cost,'' increased operating costs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Jan 1988: A.17.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,426733674,"United States, New York, N.Y.",English,6-Jan-88,"SUSPENSIONS, DISMISSALS AND RESIGNATIONS",New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Honeywell Names Chief Executive,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-honeywell-names-chief-executive/docview/426638923/se-2?accountid=14586,"LEAD: James J. Renier, Honeywell Inc.'s president, was elected chief executive yesterday in what the company called a continuation of its tradition of orderly management change.
+James J. Renier, Honeywell Inc.'s president, was elected chief executive yesterday in what the company called a continuation of its tradition of orderly management change.
+As chief executive, Mr. Renier, 57 years old, succeeds Edson W. Spencer, 61, who will continue as chairman of the Minneapolis-based company. Mr. Renier will also remain president.
+''Ed Spencer and I have worked very closely together,'' Mr. Renier said, ''and we have gone through the restructuring together. It seemed an opportune time from all points of view to do this.''
+The restructuring that Mr. Renier referred to took place last year, when Honeywell spun off its $2 billion computer business into an independent company with three owners: Honeywell, Bull of France and NEC of Japan.
+Honeywell also bought a $1 billion business, Sperry Aerospace, and restructured its existing businesses of automation and controls manufacturing along with its defense business. Last year Honeywell had annual sales of $5.4 billion. It employs 78,000 worldwide.
+In all, the changes created a $398 million loss for the company last year. But in the first nine months of this year, Honeywell has reported a profit of $167.6 million, or $3.76 a share, on sales of $4.7 billion.
+''The improvements have been very good,'' Mr. Renier said. ''I don't want to call this the new Honeywell at all, but we are continuing on the track that we established.''
+Mr. Renier is in his 32d year with Honeywell, having joined in 1956 as a senior research scientist.
+He was born in Duluth, Minn., and received a degree in chemistry from the College of St. Thomas in St. Paul. He was a research fellow at the Ames Laboratory of the Atomic Energy Commission at Iowa State University and received a doctorate in physical chemistry from Iowa State in 1955.
+Mr. Renier and Mr. Spencer have worked together since 1974, when Mr. Spencer was named chief executive. Mr. Renier has served as top executive for all of Honeywell's major businesses.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Honeywell+Names+Chief+Executive&title=New+York+Times&issn=03624331&date=1987-10-21&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 1987","''Ed Spencer and I have worked very closely together,'' Mr. [James J. Renier] said, ''and we have gone through the restructuring together. It seemed an opportune time from all points of view to do this.'' ''The improvements have been very good,'' Mr. Renier said. ''I don't want to call this the new Honeywell at all, but we are continuing on the track that we established.'' Mr. Renier and Mr. Spencer have worked together since 1974, when Mr. Spencer was named chief executive. Mr. Renier has served as top executive for all of Honeywell's major businesses.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 1987: D.2.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,426638923,"United States, New York, N.Y.",English,21-Oct-87,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+LABOR SHORTAGE IS SEEN,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/labor-shortage-is-seen/docview/426647799/se-2?accountid=14586,"LEAD: In discussing regional market trends, Samuel M. Ehrenhalt, regional commissioner of the United States Bureau of Labor Statistics, said: ''I don't like to hear people in Westchester talking about growth problems. The problems of growth are easier to deal with than the problems of decline. I know many other communities that would love to change places with Westchester.
+In discussing regional market trends, Samuel M. Ehrenhalt, regional commissioner of the United States Bureau of Labor Statistics, said: ''I don't like to hear people in Westchester talking about growth problems. The problems of growth are easier to deal with than the problems of decline. I know many other communities that would love to change places with Westchester.''
+However Mr. Ehrenhalt warned of a labor shortage in the county lasting until the mid-90's. ''Unfortunately you can't create an 18-year-old worker overnight.'' he said. ''It still takes 18 years. What we're facing now is the decline in the birth rate 18 years ago. And every year now until the mid-90's there will be 200,000 fewer workers than there were the year before. This is the era of the middle age.'' The unemployment rate for Westchester in the first seven months of 1987 is 3.2 percent, with the national average 6.6 percent. The Westchester figure reflects the tight labor supply in the county.
+Other labor trends mentioned by Mr. Ehrenhalt involved the large supply of workers now in their 30's and 40's who are beginning to feel the competition for promotion to better jobs; the growth of women in the work force; and the increase of minority workers who will account for more than half of all young workers in the next decade.
+Rosemary Scanlon, chief economist for the Port Authority of New York and New Jersey, reported on a new study showing how local companies were reacting to the growing labor shortage in the New York City area.
+''In the decade from 1970 to 1980, the under-15 population declined by 25 percent. One in every fourth chair was empty.'' Ms. Scanlon said. ''The shortages first appear in entry-level jobs, those traditionally held by teen-agers.'' With fewer workers available, companies will have to become more inventive, Ms. Scanlon said.
+''Companies will have to do more imaginative planning,'' she said, adding that. for example, they might encourage reverse commuting, such as moving workers from the Bronx into Westchester, already being done successfully by some fast-food companies. Other companies are reaching out to the pool of retirees to fill jobs.'' she said, adding:
+''Companies are also making changes in long-term personnel. Jobs are being restructured. Office automation, for instance, means that fewer secretaries will be required in the future and since secretaries are already scarce that will be helpful.''
+She cited the scarcity of housing in the county as a critical factor already contributing to the growing labor shortage. ''We may have to generate a new labor force based on immigration in the New York area, using young people from other countries as guest workers,'' she said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LABOR+SHORTAGE+IS+SEEN&title=New+York+Times&issn=03624331&date=1987-10-11&volume=&issue=&spage=A.20&au=Singer%2C+Penny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 11, 1987","Mr. [Samuel M. Ehrenhalt] warned of a labor shortage in the county lasting until the mid-90's. ''Unfortunately you can't create an 18-year-old worker overnight.'' he said. ''It still takes 18 years. What we're facing now is the decline in the birth rate 18 years ago. And every year now until the mid-90's there will be 200,000 fewer workers than there were the year before. This is the era of the middle age.'' The unemployment rate for Westchester in the first seven months of 1987 is 3.2 percent, with the national average 6.6 percent. The Westchester figure reflects the tight labor supply in the county. ''In the decade from 1970 to 1980, the under-15 population declined by 25 percent. One in every fourth chair was empty.'' Ms. [Rosemary Scanlon] said. ''The shortages first appear in entry-level jobs, those traditionally held by teen-agers.'' With fewer workers available, companies will have to become more inventive, Ms. Scanlon said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Oct 1987: A.20.",5/10/21,"New York, N.Y.",WESTCHESTER COUNTY (NY),"Singer, Penny",New York Times Company,,Newspapers,426647799,"United States, New York, N.Y.",English,11-Oct-87,LABOR; Labor shortages; Shortages,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; TEXAN WILL HEAD RESEARCH ALLIANCE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-texan-will-head-research-alliance/docview/426431457/se-2?accountid=14586,"LEAD: In East Texas, where Grant A. Dove sometimes goes on hunting trips, hunters often come back to camp with tall tales. But not Mr. Dove, even though he ''tends to go off where no one can verify what he claims to have seen or shot at,'' said a longtime friend, Ed Vetter, recently nominated to be chairman of the Texas Economic Development Commission.
+In East Texas, where Grant A. Dove sometimes goes on hunting trips, hunters often come back to camp with tall tales. But not Mr. Dove, even though he ''tends to go off where no one can verify what he claims to have seen or shot at,'' said a longtime friend, Ed Vetter, recently nominated to be chairman of the Texas Economic Development Commission.
+Yesterday Mr. Dove, the 58-year-old executive vice president of Texas Instruments Inc., was elected chairman and chief executive of the Microelectronics and Computer Technology Corporation of Austin, Tex., a research consortium of 20 computer, electronics and military contractors. When he assumes the job in July, he will once again be entering an area where it is difficult to verify claims of what has been seen or shot at.
+The unusual consortium was brought together four years ago by Adm. Bobby R. Inman, a former Deputy Director of Central Intelligence, in response to concern that the United States was falling behind the Japanese in developing crucial technologies.
+Admiral Inman left last year to head Westmark Systems Inc., a technology holding company. In December he was also named chairman of the Federal Reserve Bank of Dallas.
+Joseph Boyd, chairman of the Harris Corporation, will remain the consortium's interim chairman and chief executive until Mr. Dove takes over.
+Several tasks face Mr. Dove. First, he must be a strong manager, holding together a score of companies that are competing among themselves as well as with the Japanese. At the same time, he must evaluate research projects and direct the group toward appropriate goals.
+The membership is evolving, too. Since the consortium was formed, some companies have changed management and several have struggled financially. In the past, some members complained that others were unwilling to share their innovations or best researchers.
+If anyone can handle such diverse chores, his friends say, it is Mr. Dove. An electrical engineering graduate of Virginia Polytechnic Institute, he has worked in such varied fields as radar and avionics, marketing and automation. Besides hunting and fishing, he plays golf, sails, and pilots his own plane.
+''He brings a wonderful blend of business acumen and technical strength to the task,'' said a friend, Robert Crandall, president of American Airlines.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+TEXAN+WILL+HEAD+RESEARCH+ALLIANCE&title=New+York+Times&issn=03624331&date=1987-03-05&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 5, 1987","LEAD: In East Texas, where Grant A. Dove sometimes goes on hunting trips, hunters often come back to camp with tall tales. But not Mr. Dove, even though he ''tends to go off where no one can verify what he claims to have seen or shot at,'' said a longtime friend, Ed Vetter, recently nominated to be chairman of the Texas Economic Development Commission. In East Texas, where Grant A. Dove sometimes goes on hunting trips, hunters often come back to camp with tall tales. But not Mr. Dove, even though he ''tends to go off where no one can verify what he claims to have seen or shot at,'' said a longtime friend, Ed Vetter, recently nominated to be chairman of the Texas Economic Development Commission.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Mar 1987: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426431457,"United States, New York, N.Y.",English,5-Mar-87,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+COMPANY BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-briefs/docview/426366189/se-2?accountid=14586,"* Cutco Industries, Jericho, L.I., said its investment banker, Montgomery Scott Inc., had found the proposed $5-a-share leveraged buyout offer by its chairman, Marvin W. Marcus, and its president, Don Von Liebermann, to be too low.
+* Deere & Company, Moline, Ill., which this week reported its first annual loss in 53 years, has halved the cash dividend on its common stock to 6.25 cents a share, from 12.5 cents.
+* Diamond Shamrock Corp., Dallas, completed the previously announced sale of its South African unit to Tiger Oats Ltd., a South African company.
+* General Motors Corp., Detroit, has signed a joint venture with the Swedish auto maker Volvo A.B. forming new heavy-duty truck companies in the United States and Canada. The agreement, which was announced four months ago, is effective Jan. 1.
+* Gulf Canada Ltd., Toronto, said it had completed the previously announced transactions under which it and Allied-Lyons P.L.C. would own 49 percent and 51 percent, respectively, of the liquor subsidiary of Hiram Walker Resources Ltd.
+* Gulf States Utilities Co., Beaumont, Tex., said it had asked that the full Texas Public Utility Commission hear its request directly for an emergency rate increase.
+* Halliburton Co., Dallas, formed a fluids venture with Dresser Industries to be called M-1 Drilling Fluids Co., with 40 percent owned by Halliburton and 60 percent by Dresser.
+* Hapag-Lloyd A.G., Hamburg, West Germany, ordered three Airbus A310-2005 and six Boeing 737-4005 for about $250 million. It said deliveries would be made within the next four years.
+* International Lease Finance Corp., Beverly Hills, Calif., said it was negotiating with McDonnell Douglas Corp. to buy two MD-11 jets, valued at $150 million.
+* SFN Cos. Glenview, Ill., said it had signed a definitive agreement for the previously announced sale of Scott, Foresman & Co. to Time Inc. for about $520 million.
+* Sun Co., Radnor, Pa., said Sun Energy Partners L.P., the partnership formed last year to hold all of Sun's domestic oil and gas assets, would repay about $1 billion of its $2 billion of long-term debt by year-end.
+* Supermarkets General Corp., Woodbridge, N.J., announced a capital expansion plan of $220 million for the 1987 fiscal year, a 25 percent increase over 1986.
+* Tandon Corp., Chatsworth, Calif., said it had received orders for more than 2,000 microcomputer systems to be used in the Air Force's staff office automation project.
+* F. W. Woolworth Co. said it plans to spend $212 million in its 1987 fiscal year, mostly on expanding its fast-growing specialty stores.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+BRIEFS&title=New+York+Times&issn=03624331&date=1986-12-12&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 12, 1986","* Cutco Industries, Jericho, L.I., said its investment banker, Montgomery Scott Inc., had found the proposed $5-a-share leveraged buyout offer by its chairman, Marvin W. Marcus, and its president, Don Von Liebermann, to be too low. * Halliburton Co., Dallas, formed a fluids venture with Dresser Industries to be called M-1 Drilling Fluids Co., with 40 percent owned by Halliburton and 60 percent by Dresser. * Hapag-Lloyd A.G., Hamburg, West Germany, ordered three Airbus A310-2005 and six Boeing 737-4005 for about $250 million. It said deliveries would be made within the next four years.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Dec 1986: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426366189,"United States, New York, N.Y.",English,12-Dec-86,COMPANY BRIEFS (NYT COLUMN),New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Son of Founder Is Wang President,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-son-founder-is-wang-president/docview/426330882/se-2?accountid=14586,"Wang Laboratories Inc. announced yesterday that Frederick A. Wang, the 36-year-old son of its founder, had been named president of the maker of computers and office automation equipment.
+An Wang, 66, the company's chairman and chief executive, had been serving as president since last year after John F. Cunningham resigned. Mr. Cunningham was said to have left because he felt he had no chance to become chief executive since the younger Mr. Wang was widely viewed as his father's successor, An Wang said yesterday that he had no plans to retire and would continue active participation in the company as chairman and chief executive. His son has been with the company for 14 years, most recently serving as treasurer, a post he will retain, and executive vice president.
+Wang Labs, based in Lowell, Mass., has been under pressure in the hotly competitive computer business. In its last quarter it reported a $30 million loss. In the current quarter, Frederick Wang said, ''we continue to see the quarter as a tight-demand marketplace, but it's a little to early for us to comment on results.'' He added, ''The key thing right now is that we've got our strategy in line and our products in line.''
+The younger Mr. Wang will take responsibility for all principal line functions, including worldwide marketing, sales, service and support operations as well as manufacturing, treasury and research and development, the company said.
+He is a graduate of Brown University and has held a number of management positions with Wang since he joined in 1972. He has been a director since 1981.
+An Wang, in a statement, said of his son that ''he brings to his new responsibilites a broad and comprehensive understanding of Wang's worldwide organization.''
+In its last fiscal year, Wang had revenues of $2.64 billion. But it dreams of becoming a $5 billion company. That ''is certainly not something we have in the bag,'' the younger Mr. Wang said. ''It's something we will have to work at but we have the vision and the strategy to get there.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Son+of+Founder+Is+Wang+President&title=New+York+Times&issn=03624331&date=1986-11-20&volume=&issue=&spage=D.2&au=GREENHOUSE%2C+DANIEL+F.+CUFF+AND+STEVEN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 1986","Wang Labs, based in Lowell, Mass., has been under pressure in the hotly competitive computer business. In its last quarter it reported a $30 million loss. In the current quarter, [Frederick A. Wang] said, ''we continue to see the quarter as a tight-demand marketplace, but it's a little to early for us to comment on results.'' He added, ''The key thing right now is that we've got our strategy in line and our products in line.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 1986: D.2.",11/15/17,"New York, N.Y.",,"GREENHOUSE, DANIEL F. CUFF AND STEVEN",New York Times Company,,Newspapers,426330882,"United States, New York, N.Y.",English,20-Nov-86,APPOINTMENTS AND EXECUTIVE CHANGES; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+HEWLETT SAYS SPECTRUM FACES HALF-YEAR DELAY,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hewlett-says-spectrum-faces-half-year-delay/docview/426278992/se-2?accountid=14586,"The Hewlett-Packard Company said today that software problems would force it to delay shipments of its new Spectrum minicomputer by about half a year.
+The Spectrum machines are considered vital products for Hewlett-Packard's future, and the announcement contributed to a sharp drop in the company's stock on the New York Stock Exchange. It closed at 39 5/8, down 3 7/8, and was the day's most actively traded issue.
+The Spectrum machines were to be the largest and most powerful machines in the HP-3000 line, which are designed mainly for business applications. The new computers will employ a radical computer architecture, known as reduced instruction set computing, or RISC, that will make them very fast and versatile.
+The company said today that the first Spectrum minicomputer, the HP-3000 Series 930, would be shipped in mid-1987, instead of in late 1986.
+The more powerful Series 950 will still be shipped in late 1987, as originally announced, the company said. A new computer designed for engineering and factory automation, the Series 840, which also uses the RISC architecture, will be shipped on schedule this December.
+Roy Verley, a spokesman for the Palo Alto, Calif., company, said Hewlett-Packard had had problems perfecting the input-output software, which controls the flow of data in and out of the machine.
+The delay should not affect Hewlett-Packard's financial results for the current fiscal year, which ends in October, and the company also said it expects only a minimal impact in the following fiscal year. Some May Trade Up
+That is because the company was anticipating limited shipments of the new computer in 1987 anyway. Also, Mr. Verley said, many customers waiting for the Series 930 might instead buy another computer using more conventional technology and trade up to a Spectrum later.
+Peter Schleider, analyst with L. F. Rothschild, Unterberg, Towbin, said the delay would probably cost Hewlett about $70 million in revenues, out of a total of more than $7 billion. Mr. Schleider reduced his estimates for fiscal year 1987 earnings by about 10 cents a share, to $2.40 to $2.60.
+The problem is another setback to Hewlett, which has suffered numerous delays in bringing the Spectrum machines to market. Customers have been frustrated already and some have switched to other vendors, or are considering such a move.
+''This one definitely will cost them some customers, there's no question about it,'' said Ivan Loffler, an information management consultant for the GTE Systems Corporation in Tampa, Fla. He said GTE was leaning toward other vendors for a new computer system that might have gone to Hewlett-Packard in the past.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HEWLETT+SAYS+SPECTRUM+FACES+HALF-YEAR+DELAY&title=New+York+Times&issn=03624331&date=1986-09-26&volume=&issue=&spage=D.1&au=ANDREW+POLLACK%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 1986","The Spectrum machines are considered vital products for Hewlett-Packard's future, and the announcement contributed to a sharp drop in the company's stock on the New York Stock Exchange. It closed at 39 5/8, down 3 7/8, and was the day's most actively traded issue. ''This one definitely will cost them some customers, there's no question about it,'' said Ivan Loffler, an information management consultant for the GTE Systems Corporation in Tampa, Fla. He said GTE was leaning toward other vendors for a new computer system that might have gone to Hewlett-Packard in the past.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1986: D.1.",11/15/17,"New York, N.Y.",,"ANDREW POLLACK, Special to the New York Times",New York Times Company,,Newspapers,426278992,"United States, New York, N.Y.",English,26-Sep-86,"DATA PROCESSING; STOCK PRICES AND TRADING VOLUME; STOCKS AND BONDS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: MONDAY, SEPTEMBER 22, 1986:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-monday-september-22-1986/docview/426293884/se-2?accountid=14586,"International
+The European Community agreed to buttress the dollar against the West German mark, starting today, according to a Reuters report attributed to an unnamed senior official of the 12-nation group. On Friday, the dollar traded below the 2-mark level for the second day in a row, at its lowest point in five years. [ Page D1. ]
+A year after the Plaza accord to lower the dollar's value, many in Japan are against any further appreciation in the yen. [ D6. ] Meanwhile, Europe is also resisting calls from Washington to institute expansionary economic policies. [ D6. ] The dollar's decline may lead to a lower U.S. trade deficit and a cooling of protectionist pressures, the World Bank said in its annual report. [ D7. ]
+The European Community is meeting with Comecon, the Soviet-bloc trade organization, in Geneva to lay the groundwork for high-level talks by early next year. [ D9. ]
+London's role as an international finance center is expanding. And the tradition-bound domestic securities industry is gearing up for deregulation on Oct. 27. [ D1. ] The Economy
+Tax accountants and lawyers have found a few surprises in the final version of the tax revision bill. [ D1. ]
+Federal Reserve officials are widely expected to vote for no change in monetary policy and stable short-term interest rates at tomorrow's meeting of the Federal Open Market Committee. [ D1. ]
+Better quality patents issued more quickly may be the result of a controversial automation project being tested at the Patent and Trademark Office. [ D9. ] Companies
+BSN has become a force in the sporting goods industry through its national mail-order operation, which is taking away institutional accounts from retailers. [ D1. ]
+Efforts have stalled to ease curbs on Bell holding companies because of discord within the telecommunications industry, as well as Congressional ambivalence. [ D3. ] Today's Columns
+Increasing resistance by debtor nations to current payment-levels is seen on the eve of the annual meetings of the I.M.F. and World Bank. Washington Watch. [ D2. ]
+Small investors can still make money in the stock market if they hold shares in well-run companies for the long haul and are selective in their choices. Market Place. [ D4. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+MONDAY%2C+SEPTEMBER+22%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-09-22&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 1986","A year after the Plaza accord to lower the dollar's value, many in Japan are against any further appreciation in the yen. [ D6. ] Meanwhile, Europe is also resisting calls from Washington to institute expansionary economic policies. [ D6. ] The dollar's decline may lead to a lower U.S. trade deficit and a cooling of protectionist pressures, the World Bank said in its annual report. [ D7. ] Federal Reserve officials are widely expected to vote for no change in monetary policy and stable short-term interest rates at tomorrow's meeting of the Federal Open Market Committee. [ D1. ]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 1986: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426293884,"United States, New York, N.Y.",English,22-Sep-86,,New York Times,Summary,,,,,,,
+COMPUTERS KEEP UP WITH ACTION,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-keep-up-with-action/docview/426268172/se-2?accountid=14586,"Because of sophisticated computerization, Wall Street had little difficulty in handling yesterday's record trading volume of 240.5 million shares on the New York Stock Exchange or the 237.6 million shares traded the previous day.
+Although turnover set new highs each day, both the Big Board and its member firms handled the trading without the kinds of problems that plagued the exchange during the ''back office'' crisis of the late 1960's. While the ticker tape that lists each transaction fell behind a number of times during the day - including a 33-minute delay at 11:11 A.M. - the computers and other systems on the trading floor and in member offices were generally able to handle the flow of orders and extra weekend work was not scheduled. $150 Million Investment ''In the last five years, we've invested $150 million in systems and communications to handle all this,'' said John J. Phelan Jr., chairman and chief executive officer of the New York exchange. ''We're anticipating peak volume of 300 million shares a day and sustained volume of 200 million shares a day, and if we could do it with the same lack of problems we had today, we'd be very pleased.''
+As late as 1968, when the average daily trading volume was 13 million shares, the exchange had to close one day a week and at 2 P.M. on other trading days from June to December in order to catch up with the backlogged order flow. The average volume so far this year is about 140 million shares a day, up from 109.2 million in 1985.
+''It was a much heavier retail flow, but everything has been running fine, with the computers doing their thing,'' said Mario J. Nigro, senior vice president for operations and systems at Merrill Lynch & Company. ''Most of the problems in the industry these days tend to be in products like bonds, where there isn't quite the automation.'' A Big First Hour
+Yesterday, the first hour's volume - which frequently sets the pace for the entire session - was the second highest in the exchange's history. The turnover was 67.2 million shares between 9:30 and 10:30 A.M., compared with 82.1 million on April 10, 1986.
+''From a processing point of view, it was just another day,'' said Richard F. Morrison, senior executive vice president of Shearson Lehman Brothers Inc. ''We stress our systems twice a year and we've spent an awful lot of money enhancing our back-office processing.''
+Mr. Phelan noted that the exchange handled yesterday's record volume in the same physical space where a mere 11.6 million shares were being traded on the average day in 1970. ''It's computers and people,'' he added.
+''Our industry has jumped light years ahead in the last four years,'' said Nicholas F. Bonadies, senior vice president-operations of Prudential-Bache Securities. ''We've put computer facilities and procedures in place that have insensitized us to volume.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTERS+KEEP+UP+WITH+ACTION&title=New+York+Times&issn=03624331&date=1986-09-13&volume=&issue=&spage=1.37&au=Sloane%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 1986","Although turnover set new highs each day, both the Big Board and its member firms handled the trading without the kinds of problems that plagued the exchange during the ''back office'' crisis of the late 1960's. While the ticker tape that lists each transaction fell behind a number of times during the day - including a 33-minute delay at 11:11 A.M. - the computers and other systems on the trading floor and in member offices were generally able to handle the flow of orders and extra weekend work was not scheduled. $150 Million Investment ''In the last five years, we've invested $150 million in systems and communications to handle all this,'' said John J. Phelan Jr., chairman and chief executive officer of the New York exchange. ''We're anticipating peak volume of 300 million shares a day and sustained volume of 200 million shares a day, and if we could do it with the same lack of problems we had today, we'd be very pleased.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 1986: 1.37.",11/15/17,"New York, N.Y.",,"Sloane, Leonard",New York Times Company,,Newspapers,426268172,"United States, New York, N.Y.",English,13-Sep-86,STOCKS AND BONDS; DATA PROCESSING; RECORDS AND ACHIEVEMENTS,New York Times,NEWSPAPER,,,,,,,
+INVESTING; PANDICK'S STRANGE SLIDE,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/investing-pandicks-strange-slide/docview/426282201/se-2?accountid=14586,"Pandick Inc., the nation's largest financial printer, usually rides high when a strong stock market bolsters demand for new-issue prospectuses, tender documents, proxies, and other financial paper. But the company's shares, which trade on the New York Stock Exchange, were changing hands last week at around $15, near the 52-week low.
+The stock's high, posted before earnings were reported in July, was $24.75.
+Bad earnings? Well, not really. Revenues for the three months were up, net income was up and share earnings were flat - but only because Pandick sold 1.5 million new shares in April. At the nine-month mark, through May, Pandick had logged $168.7 million in revenue, ahead 39 percent over the fiscal year 1985, and net of $7.8 million, up almost 36 percent. Earnings per share were 90 cents versus 70 cents.
+For the fiscal year that ended in August, analysts look for about $1.15 a share, with fiscal 1987 estimates hovering around $1.40. On that basis, Pandick is selling ''at a much lower multiple than in the last five years,'' said Garry L. Pote, a vice president.
+A diversification into word processing and office automation has helped revenue growth and should begin contributing to earnings in fiscal 1987, Mr. Pote said.
+So why the drop? Well, apparently some analysts expected even higher earnings than Pandick turned in and advised clients to sell. Mr. Pote says that those analysts now like the stock at its current level. After the stock tumbled, Mr. Pote and four other officers - including the treasurer, Raymond McAleer - bought about 8,000 shares. Last week, The Insiders, a widely read newsletter based in Fort Lauderdale, Fla., followed their lead and recommended that its readers buy Pandick, citing the company's pattern of ''strong growth.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INVESTING%3B+PANDICK%27S+STRANGE+SLIDE&title=New+York+Times&issn=03624331&date=1986-09-07&volume=&issue=&spage=A.10&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 7, 1986","So why the drop? Well, apparently some analysts expected even higher earnings than Pandick turned in and advised clients to sell. Mr. [Garry L. Pote] says that those analysts now like the stock at its current level. After the stock tumbled, Mr. Pote and four other officers - including the treasurer, Raymond McAleer - bought about 8,000 shares. Last week, The Insiders, a widely read newsletter based in Fort Lauderdale, Fla., followed their lead and recommended that its readers buy Pandick, citing the company's pattern of ''strong growth.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Sep 1986: A.10.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426282201,"United States, New York, N.Y.",English,7-Sep-86,DIETING; FINANCES,New York Times,NEWSPAPER,,,,,,,
+"DELTA, T.W.A. IN STUDY","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https: //www.proquest.com/newspapers/delta-t-w-study/docview/425794158/se-2?accountid=14586,"Delta Air Lines has discussed the possibility of operating a reservations system with Trans World Airlines in a move that could improve Delta's access to passengers and increase cash for T.W.A., according to industry sources.
+John Such, Delta's director of marketing automation, confirmed that discussions had taken place, but said the talks were not going on now.
+Another source, however, said the two airlines had met within the last two weeks, and that discussions about ''joining forces'' in the reservations area might have been put on hold only because T.W.A. became preoccupied by a strike of flight attendants.
+Mr. Such said yesterday that he was ''not sure whether'' the talks with T.W.A. on the reservation system ''will amount to anything at all.'' Merger Rumor Denied
+Meanwhile, T.W.A.'s chairman, Carl C. Icahn, said his company had not considered a merger with Delta, as rumored on Wall Street yesterday.
+Delta, an Atlanta-based airline that operates mainly on the East Coast, has long been viewed by the investment community as a potential acquirer of another airline. Western Airlines has been most often mentioned as a suitable partner.
+Yesterday, however, speculation began spreading that Delta was holding talks with T.W.A. and that an agreement was near. Mr. Icahn said in a telephone interview that the rumors were inaccurate. ''This company is not for sale,'' he said, but added that ''we've been approached from time to time'' by people wanting to discuss such an acquisition.
+There have been rumors since Mr. Icahn took control of T.W.A. last year that he might consider selling the airline's reservation system, called Pars, to raise money. It is estimated that the system is worth about $75 million. Sources said that Mr. Icahn wanted a ''nominal'' payment from Delta in exchange for any joint reservation agreement.
+Delta already operates a reservation system that reaches 3,000 subscribers, according to the airline. But the system has been struggling to grow.
+Alfred Norling of Kidder, Peabody & Company said Delta's system ''does not have the visibility that even T.W.A.'s has.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DELTA%2C+T.W.A.+IN+STUDY&title=New+York+Times&issn=03624331&date=1986-03-19&volume=&issue=&spage=D.17&au=CRUDELE%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 19, 1986","Mr. Such said yesterday that he was ''not sure whether'' the talks with T.W.A. on the reservation system ''will amount to anything at all.'' Merger Rumor Denied Yesterday, however, speculation began spreading that Delta was holding talks with T.W.A. and that an agreement was near. Mr. [Carl C. Icahn] said in a telephone interview that the rumors were inaccurate. ''This company is not for sale,'' he said, but added that ''we've been approached from time to time'' by people wanting to discuss such an acquisition. Alfred Norling of Kidder, Peabody & Company said Delta's system ''does not have the visibility that even T.W.A.'s has.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Mar 1986: D.17.",11/15/17,"New York, N.Y.",,"CRUDELE, JOHN",New York Times Company,,Newspapers,425794158,"United States, New York, N.Y.",English,19-Mar-86,AIRLINES AND AIRPLANES,New York Times,NEWSPAPER,,,,,,,
+Sequent's $50 Million Contract,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sequents-50-million-contract/docview/425816855/se-2?accountid=14586,"Sequent Computer Systems of Portland, Ore., a startup company whose principals staged a well-publicized exodus from the Intel Corporation two years ago, is expected to announce Monday the sale of more than $50 million worth of components and technology to Siemens A.G., the large West German electronics and electrical company.
+Analysts say the sale is the largest contract ever from a major computer supplier for the new parallel processing technology. Siemens, with $20 billion in sales annually, is basing a complete product line on the Sequent Balance 8000 parallel processor.
+The Siemens product will be used primarily by engineers and in office automation and transaction processing. Parallel processing technology enables a large project to be broken down into smaller tasks that can be performed simultaneously by multiprocessor computers.
+Scott Gibson, Sequent's chief operating officer, said in a telephone interview that the sale ''indicates that parallel processing is the right technology for the future.'' He added, ''Analysts say it is clear that by 1995, all computer architecture will be parallel.'' Other Contracts Anticipated
+Sequent ''is on a roll,'' he said, and will announce another $15 million contract in March and a $20 million deal in April.
+Omni Serlin, the owner of Itom International, a research and consulting company based in Los Altos, Calif., said that ''to become a significant original equipment manufacturer to a company such as Siemens represents a major milestone for Sequent.''
+Mr. Gibson and 16 others left Intel in January 1983 to start their own computer company as the computer industry began entering a severe slump. They were led by Casey Powell, then Intel's manager of microprocessor operations and now Sequent's president and chief executive.
+Mr. Gibson said sales are on target, totaling $5 million in calendar 1985, and the company has 120 employees.
+Sequent systems cost between $50,000 and $500,000. Mr. Gibson said Sequent has become the leading producer of parallel processors priced at less than $500,000. One competitor, the Encore Corporation, has begun placing parallel processors in test sites but the systems have not yet been placed on the market, he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sequent%27s+%2450+Million+Contract&title=New+York+Times&issn=03624331&date=1986-03-03&volume=&issue=&spage=D.4&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 3, 1986","Scott Gibson, Sequent's chief operating officer, said in a telephone interview that the sale ''indicates that parallel processing is the right technology for the future.'' He added, ''Analysts say it is clear that by 1995, all computer architecture will be parallel.'' Other Contracts Anticipated Omni Serlin, the owner of Itom International, a research and consulting company based in Los Altos, Calif., said that ''to become a significant original equipment manufacturer to a company such as Siemens represents a major milestone for Sequent.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Mar 1986: D.4.",11/14/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,425816855,"United States, New York, N.Y.",English,3-Mar-86,DATA PROCESSING; SALES,New York Times,NEWSPAPER,,,,,,,
+G.E.'S INCOME UP 1.2% IN 4TH QUARTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-s-income-up-1-2-4th-quarter/docview/425747281/se-2?accountid=14586,"The General Electric Company reported yesterday that earnings in the fourth quarter edged up 1.2 percent on a 9.4 increase in sales.
+The electrical products and financial services company said net income increased to $660 million, or $1.45 a share, from $652 million, or $1.44 a share, in the 1984 quarter.
+Sales increased to $8.73 billion, from $7.98 billion.
+For the full year, G.E. said net rose 2.6 percent, to $2.34 billion, or $5.13 a share, from $2.28 billion, or $5.03 a share in 1984. Sales rose 1.2 percent, to $28.29 billion, from $27.95 billion.
+''Certain segments of their business have been relatively soft, especially sales in the consumer and power systems,'' said Andrew C. Beveridge, an analyst at the National City Bank of Cleveland. ''For next year, I am looking for earnings of $5.50 a share, with 1987 earnings likely to rise to $6.10.'' RCA Acquisition
+A definitive agreement has been reached for G.E. to acquire the RCA Corporation, the electronics, communications and entertainment company, for $6.28 billion in cash. Analysts believe long-term results should be enhanced by strong management and product leadership at General Electric.
+''The biggest plus is that the companies' technologies complement each other,'' Mr. Beveridge said. ''In the Government sector, for instance, RCA is a big supplier of electronics, radar and services to NASA and the Defense Department. G.E. is a big supplier of aircraft engines to the military.''
+G.E.'s aircraft engine, aerospace and financial services businesses had ''an excellent year in 1985 and our factory automation business had a significant turnaround,'' said John F. Welch Jr., chairman and chief executive of G.E.
+Mr. Welch added, however, that a number of key markets were flat or down in 1985, reflecting sluggishness in the economy. ---- Earnings tables, page D6.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.%27S+INCOME+UP+1.2%25+IN+4TH+QUARTER&title=New+York+Times&issn=03624331&date=1986-01-16&volume=&issue=&spage=D.4&au=Wiggins%2C+Phillip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New Yor k Times Company Jan 16, 1986","''The biggest plus is that the companies' technologies complement each other,'' Mr. [Andrew C. Beveridge] said. ''In the Government sector, for instance, RCA is a big supplier of electronics, radar and services to NASA and the Defense Department. G.E. is a big supplier of aircraft engines to the military.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Jan 1986: D.4.",11/15/17,"New York, N.Y.",,"Wiggins, Phillip H",New York Times Company,,Newspapers,425747281,"United States, New York, N.Y.",English,16-Jan-86,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+MACHINISTS PLAN 'SPOT' PICKETING IN EAST HARTFORD,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/machinists-plan-spot-picketing-east-hartford/docview/425734934/se-2?accountid=14586,"Union machinists, who failed Wednesday for the second time to approve a strike at the main factory of Pratt & Whitney here, said today that their strike would continue at the company's three other plants in Connecticut.
+Leaders of the union, District 91 of the International Association of Machinists and Aerospace Workers, also said they would post ''spot'' picket lines outside the sprawling factory here to try to disrupt the production of jet aircraft engines.
+The Pratt & Whitney Aircraft Group, a division of the United Technologies Corporation, is the largest corporate employer in the state, with 24,700 workers, including 17,000 here.
+The company said today that its three struck plants were continuing to operate with nonunion and supervisory workers.
+Two Votes This Week",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MACHINISTS+PLAN+%27SPOT%27+PICKETING+IN+EAST+HARTFORD&title=New+York+Times&issn=03624331&date=1985-12-06&volume=&issue=&spage=B.16&au=RICHARD+L.+MADDEN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 6, 1985","Union machinists, who failed Wednesday for the second time to approve a strike at the main factory of Pratt & Whitney here, said today that their strike would continue at the company's three other plants in Connecticut. Leaders of the union, District 91 of the International Association of Machinists and Aerospace Workers, also said they would post ''spot'' picket lines outside the sprawling factory here to try to disrupt the production of jet aircraft engines. ''But that doesn't detract from the fact that three locals are on strike,'' Mr. [George A. Almeida] said. ''The lines are holding together. We feel very confident.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Dec 1985: B.16.",11/15/17,"New York, N.Y.",CONNECTICUT,"RICHARD L. MADDEN, Special to the New York Times",New York Times Company,,Newspapers,425734934,"United State s, New York, N.Y.",English,6-Dec-85,STRIKES; LABOR,New York Times,NEWSPAPER,,,,,,,
+WHAT'S NEW IN TELEPHONES; ADDDING OFFICE FRILLS TO THE BASIC HOME MODEL,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whats-new-telephones-addding-office-frills-basic/docview/425535499/se-2?accountid=14586,"A HARRIED bachelor is cooking an elaborate Italian dinner for guests, when the phone rings. He flips on a speaker and talks while he cooks.
+A lawyer needs to hold a business meeting with two associates, but she has the flu. She dials each one sequentially, and sets up a conference call from her bedroom.
+The home market for option-ladened telephones is booming, and there is no end in sight. ITT expects such so-called feature phones to account for 25 percent of its telephone sales in two years, up from no more than 3 percent now. The GTE Corporation says feature phones already make up 15 percent of its telephone sales, ''and we see our greatest growth in feature phones and answering machines,'' said Freeman Robinson, a GTE vice president and general manager.
+The popularity of the feature phones, which range in price from $45 to $250, is a welcome bonanza for the manufacturers. ''Margins are greater on feature phones'' than on basic telephones, said Jeff Wood, an ITT spokesman. Moreover, most of the phones are offshoots of models offered to business customers, and thus require little research and development.
+''Consumer products come from the office automation division, and R.&D. is done at that level,'' said William H. Cobb, Panasonic's assistant general manager for home information systems. ''The products are remarketed and reformulated for the consumer.''
+The manufacturers do take care to find out what home customers want, though. Panasonic uses focus groups and two separate consulting firms to plumb the general taste. And Mr. Robinson says GTE tries to discern ''what people dislike most about using the telephone,'' and then solves those problems with new products.
+''People dislike calling busy numbers again and again, so there's the redial feature,'' he said. ''People don't like to bother dialing all the digits for frequently dialed numbers, so there's memory dialing. This field isn't technology-driven anymore. It's driven by consumer demand.''
+One new feature GTE is now marketing: telephones with a light that goes on when someone is using an extension. That catches eavesdroppers, as well as teen-agers who are on the phone when there is homework to be done.
+ITT, meanwhile, is paying most attention to the home-as-office market. It is pushing telephones with built-in calculators, memo pads, or alarm clocks that time calls. The prices hover around $150 a phone.
+Phone accessories are also starting to appear on the shelves. A.T.&T., for one, is offering a device to keep telephones from waking the baby. The device, for $34.95, hooks into a phone and a lamp: Instead of a ring to indicate an incoming call, the lamp blinks.
+Decorator phones - the ones with fancy or whimsical housings - seem to be the industry's major question mark. A.T.&T.'s research staff expects industry sales of decorator phones to drop from 1.5 million in 1984 to 300,000 this year. But Mr. Cobb of Panasonic insists that fancy phones are poised for a comeback. '' People are interested in European styling, or maybe a character phone,'' he said. ''When they redecorate, it's an inexpensive addition.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHAT%27S+NEW+IN+TELEPHONES%3B+ADDDING+OFFICE+FRILLS+TO+THE+BASIC+HOME+MODEL&title=New+York+Times&issn=03624331&date=1985-10-20&volume=&issue=&spage=A.17&au=Gortdon%2C+Meryl%3BMeryl+Gordon+writes+on+business+and+economics+from+New+York.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyr ight New York Times Company Oct 20, 1985","Decorator phones - the ones with fancy or whimsical housings - seem to be the industry's major question mark. A.T.&T.'s research staff expects industry sales of decorator phones to drop from 1.5 million in 1984 to 300,000 this year. But Mr. [William H. Cobb] of Panasonic insists that fancy phones are poised for a comeback. '' People are interested in European styling, or maybe a character phone,'' he said. ''When they redecorate, it's an inexpensive addition.'' ''People dislike calling busy numbers again and again, so there's the redial feature,'' he said. ''People don't like to bother dialing all the digits for frequently dialed numbers, so there's memory dialing. This field isn't technology-driven anymore. It's driven by consumer demand.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Oct 1985: A.17.",11/15/17,"New York, N.Y.",,"Gortdon, Meryl; Meryl Gordon writes on business and economics from New York.",New York Times Company,,Newspapers,425535499,"United States, New York, N.Y.",English,20-Oct-85,,New York Times,NEWSPAPER,,,,,,,
+FUND SELECTS HEAD FOR STUDY OF PUBLIC POLICY,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fund-selects-head-study-public-policy/docview/425511435/se-2?accountid=14586,"The Lynde and Harry Bradley Foundation of Milwaukee, which recently became one of the wealthiest philanthropies in the country, has selected a new executive director to develop a public policy program in support of conservative causes.
+The new director, Michael S. Joyce, has been director of the John M. Olin Foundation of New York, whose research grants have helped writers and economists widely regarded as influential in Reagan Administration policies.
+The Bradley Foundation was set up in 1967 as a modest philanthropy with $3 million. But its resources soared to nearly $300 million after the sale earlier this year of the Allen-Bradley Company of Milwaukee, a maker of factory automation equipment, to Rockwell International. The family foundation, named for the brothers who founded the company, owned almost 20 per cent of the company stock.
+Rockwell International paid $1.6 billion for the corporation in February and the the Bradley Foundation now ranks among the 20 wealthiest foundations in the United States.
+Half Will Go to Policy Work",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FUND+SELECTS+HEAD+FOR+STUDY+OF+PUBLIC+POLICY&title=New+York+Times&issn=03624331&date=1985-09-26&volume=&issue=&spage=A.18&au=Teltsch%2C+Kathleen&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 1985","''The Bradley Foundation will continue supporting local and national projects aimed at broadening knowledge and strengthening market economics, democratic government and individual ideals that make up the American heritage,'' said I. A. Rader, president of the foundation, in announcing Mr. Joyce's appointment. He said it also intended to remain a major backer of cultural and educational activities, mentioning a new program being developed to assist gifted children. Recently defining his aims in his new post, he said he favored supporting the best scholars to ''de-utopianize political thinking'' and to support thinkers seeking ''new ways to improve the workings of democratic capitalism.'' Mr. [Irving Kristol], who holds a chair in social thought at New York University endowed by the Olin Foundation, welcomed the Bradley Foundation's decision about Mr. [Michael S. Joyce], adding, ''I think it's great after the liberal Ford, Carnegie and Rockefeller foundations, people of a conservative point of view will finally have a large foundation to help them in studies, research, enterprises or whatever.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1985: A.18.",11/14/17,"New York, N.Y.",,"Teltsch, Kathleen",New York Times Company,,Newspapers,425511435,"United States, New York, N.Y.",English,26-Sep-85,APPOINTMENTS AND EXECUTIVE CHANGES; CONSERVATISM (US POLITICS),New York Times,NEWSPAPER,,,,,,,
+700 Commodore Layoffs,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/700-commodore-layoffs/docview/425479578/se-2?accountid=14586,"Commodore International Ltd., the home computer manufacturer, announced yesterday the layoffs of 700 employees worldwide, or 15 percent of its work force, calling the action ''an ongoing streamlining of its business operations.''
+The new layoffs, which will be made in all parts of the company's operations, continue a trend that began in July 1984.
+With the latest furloughs, the number of Commodore workers cut through layoffs, automation or planned attrition will have dropped to 3,800 from a high of 6,700.
+Last week, the company said it expected to report a loss of around $80 million for its fourth fiscal quarter ended June 30, primarily because of $50 million in inventory writedowns. The company also expects ''somewhat'' lower sales, as well as a loss from operations of about $25 million and one of about $5 million from special items. The company, however, has predicted that results will be profitable by the end of 1985.
+During the corresponding period last year, the corporation, which is based in West Chester, Pa., earned $33.1 million, or $1.07 a share, on sales volume of $168.3 million.
+Although Commodore has survived the shakeout in the home computer market, it has now posted two consecutive quarterly losses, following six years of earnings gains. Its deficit was $20.8 million in its third quarter.
+Commodore's optimistic prospects are related largely to its long-awaited Amiga computer, which was introduced in July and is scheduled to begin shipments late next month. The Amiga will have a base price of $1,200, marking a change in strategy for the company that became known to millions for its relatively inexpensive Commodore 64 home computer.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=700+Commodore+Layoffs&title=New+York+Times&issn=03624331&date=1985-08-22&volume=&issue=&spage=D.11&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 22, 1985","Commodore International Ltd., the home computer manufacturer, announced yesterday the layoffs of 700 employees worldwide, or 15 percent of its work force, calling the action ''an ongoing streamlining of its business operations.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Aug 1985: D.11.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425479578,"United States, New York, N.Y.",English,22-Aug-85,DATA PROCESSING; LABOR; LAYOFFS (LABOR); PERSONAL COMPUTERS,New York Times,NEWSPAPER,,,,,,,
+Litton Bids For 35.8% Of Its Stock,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/litton-bids-35-8-stock/docview/425421126/se-2?accountid=14586,"In a move to restructure its capitalization, Litton Industries yesterday offered to exchange debt securities valued at $87.60 a share for 15 million common shares, or 35.8 percent of its outstanding stock. The offer carries a price tag of more than $1.3 billion in securities.
+The restructuring announcement, the latest in a series among major corporations, was preceded by Wall Street rumors that drove the stock up by $2.875 a share on Thursday, to $76.25 - its highest price this year -on the New York Stock Exchange. Yesterday, Litton's stock moved even higher, rising 75 cents, to $77. The announcement of Litton's offer came after the close of trading.
+In announcing the plan, Litton said its common stock was undervalued and that it believed the offer - and an accompanying agreement with Teledyne Inc., which owns 26 percent of Litton's 41.9 million common shares - would benefit both Litton and its 87,800 shareowners.
+Three Areas Stressed",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Litton+Bids+For+35.8%25+Of+Its+Stock&title=New+York+Times&issn=03624331&date=1985-05-25&volume=&issue=&spage=1.31&au=VARTAN%2C+VARTANIG+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 25, 1985","Following completion of the offer and after payment of the July 1 dividend, [Litton] will discontinue the payment of cash dividends on its common, which now yields 2.6 percent. Discontinuing the payment of cash dividends, Fred W. O'Green, Litton's chairman and chief executive officer said, ''will be consistent with the nature of our high-technology-oriented business and our strategic plan.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 May 1985: 1.31.",11/15/17,"New York, N.Y.",,"VARTAN, VARTANIG G",New York Times Company,,Newspapers,425421126,"United States, New York, N.Y.",English,25-May-85,STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/425419354/se-2?accountid=14586,"* Allegheny International Inc. has named William H. Vogt president of Springfield Instrument Co. of Hackensack, N.J., a unit of its North American consumer group.
+* California First Bank, San Francisco, has elected Seishichi Itoh president and chief executive officer.
+* Columbia Pictures Industries has named Patrick M. Williamson executive vice president.
+* Conagra Inc., Omaha, has appointed Thomas J. Smith president of its Armour Processed Meat Co.
+* Del Monte Corp., San Francisco, has appointed Fernando R. Gumucio president of Del Monte USA, a new operating group.
+* Federal National Mortgage Association has named Robert J. Man senior vice president and controller and Fredric G. Gale senior vice president for mortgage administration and quality control, effective June 1. Glenn T. Austin Jr. and Charles W. Harvey Jr. were also elected senior vice presidents.
+* Interco Inc., St. Louis, has appointed Ronald J. Mueller president of Florsheim Shoe Co., a Chicago-based manufacturer and retailer of men's branded footwear.
+* K N Energy Inc. of Lakewood, Colo., has named Thomas Creigh Jr. chairman emeritus. J. Robert Wilson has been elected chairman, president and chief executive officer.
+* Litton Industries, a Beverly Hills, Calif., company that provides electronic and defense systems, industrial automation systems and geophysical services, has elected to its board J. Edward Lundy, a corporate management adviser.
+* Merrill Lynch International announced that Stanislas Yassukovich had been named chairman of Merrill Lynch Europe/Middle East.
+* Philadelphia National Bank has named David Still head of its trust division.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1985-05-24&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 24, 1985","* Conagra Inc., Omaha, has appointed Thomas J. Smith president of its Armour Processed Meat Co. * Interco Inc., St. Louis, has appointed Ronald J. Mueller president of Florsheim Shoe Co., a Chicago-based manufacturer and retailer of men's branded footwear.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 May 1985: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425419354,"United States, New York, N.Y.",English,24-May-85,,New York Times,NEWSPAPER,,,,,,,
+"Olivetti Buys Acorn Stake IVREA, Italy, Feb. 20 (Reuters) - Ing. C. Olivetti & Company, Italy's fast-expanding","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/olivetti-buys-acorn-stake-ivrea-italy-feb-20/docview/425314229/se-2?accountid=14586,"computer and office automation group, stepped in to
+rescue Britain's ailing Acorn
+Computers Ltd. Olivetti said that it would pay
+$11 million to acquire a 49.3
+percent stake in the British
+company.
+Acorn, founded in Cambridge
+six years ago, specializes in
+educational computing and is
+best known for its BBC microcomputer, which is widely used
+in British schools. Olivetti said it would buy into
+Acorn by subscribing to a
+rights issue of shares that
+would leave Acorn's co-
+founders, Hermann Hauser
+and Christopher Curry, with a
+36.5 percent stake compared
+with their present 85.7 percent
+holding. Olivetti has also been
+granted an option to increase
+its stake to 50.1 percent. Acorn has grown rapidly and
+has annual sales of more than
+$100 million, but it reported
+after-tax losses of $12 million in
+the second half of last year. The American Telephone and
+Telegraph Company has owned
+a 25 percent stake in Olivetti
+since December 1983.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Olivetti+Buys+Acorn+Stake+IVREA%2C+Italy%2C+Feb.+20+%28Reuters%29+-+Ing.+C.+Olivetti+%26amp%3B+Company%2C+Italy%27s+fast-expanding&title=New+York+Times&issn=03624331&date=1985-02-21&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 21, 1985",rescue Britain's ailing Acorn would leave Acorn's co- its stake to 50.1 percent. Acorn has grown rapidly and,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Feb 1985: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425314229,"United States, New York, N.Y.",English,21-Feb-85,,New York Times,NEWSPAPER,,,,,,,
+TOSHIBA AND WESTINGHOUSE IN VENTURE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/toshiba-westinghouse-venture/docview/425272127/se-2?accountid=14586,"The Toshiba Corporation and the Westinghouse Electric Corporation will form a venture to produce tubes for computer monitors and color televisions in a plant in New York State, officials said today.
+The $100 million plant will have between 600 and 800 employees, officials said. It will be in Horseheads, N.Y., which is between Elmira and Corning.
+Westinghouse, which at present does not make color display tubes, has been searching for a partner, Roger C. Nichols, president of Westinghouse Japan, said. ''We think Westinghouse's capabilities and Toshiba's technology in the product and its manufacture will make an excellent marriage,'' he said.
+Kinichi Kadono, an executive managing director of Toshiba's electronic parts sector, said the move allowed Toshiba to protect itself against possible trade friction.
+Toshiba officials said that the company had a 15 percent market share worldwide of color display tubes, used for computer monitors and office automation equipment, and color picture tubes, used for color televisions.
+Future Expansion
+Security analysts said that Toshiba's move was an indicator of future expansion by Japanese manufacturers into the rapidly expanding market of parts for computers. ''This is just the tip of the iceberg,'' according to Carole A. Ryavec, an international equity analyst with Merrill Lynch Capital Markets here.
+Peter Wolff, an analyst here with Prudential-Bache Securities Inc., said Japanese companies were increasingly moving production to the United States. ''Using their partners' marketing in the U.S. is a wise move,'' he said.
+Company officials said the venture was subject to approval of the United States Government and the arrangement of financing.
+First East Coast Plant
+The plant is the first East Coast plant for Toshiba, which produces color televisions in Lebanon, Tenn., semiconductors in Sunnyvale, Calif., and motor assemblies in Houston.
+Toshiba and Westinghouse will each contribute $20 million of initial capital for the venture, which is to be known as the Toshiba Westhinghouse Electronics Corporation. By 1986, the company hopes to produce one million tubes a year - about half of them color display tubes for computer monitors and half of them color picture tubes for color televisions. Eventual production should reach 1.6 million units a year.
+Toshiba expects rapidly increasing demand for color display tubes. Demand for color television tubes would probably grow more slowly, the company predicted.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TOSHIBA+AND+WESTINGHOUSE+IN+VENTURE&title=New+York+Times&issn=03624331&date=1984-12-13&volume=&issue=&spage=D.8&au=Chira%2C+Susan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 1984","Westinghouse, which at present does not make color display tubes, has been searching for a partner, Roger C. Nichols, president of Westinghouse Japan, said. ''We think Westinghouse's capabilities and Toshiba's technology in the product and its manufacture will make an excellent marriage,'' he said. Security analysts said that Toshiba's move was an indicator of future expansion by Japanese manufacturers into the rapidly expanding market of parts for computers. ''This is just the tip of the iceberg,'' according to Carole A. Ryavec, an international equity analyst with Merrill Lynch Capital Markets here.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 1984: D.8.",11/15/17,"New York, N.Y.",HORSEHEADS (NY) NEW YORK STATE,"Chira, Susan",New York Times Company,,Newspapers,425272127,"United States, New York, N.Y.",English,13-Dec-84,TELEVISION; FACTORIES AND INDUSTRIAL PLANTS; JOINT VENTURES AND CONSORTIUMS; DATA PROCESSING; COLOR TELEVISION; LABOR; HIRING AND PROMOTION,New York Times,NEWSPAPER,,,,,,,
+JAPAN FOUND AT TOP IN HIGH-TECH CERAMICS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japan-found-at-top-high-tech-ceramics/docview/425250144/se-2?accountid=14586,"A panel of experts assembled by the National Academy of Sciences warned today that Japan was surging toward world leadership in high-technology ceramics, a field of vital importance to a wide range of technical, industrial and medical applications.
+''They've targeted ceramics and are going after it just like they did with motor bikes, video cassette machines and other industries,'' said Albert R. C. Westwood, chairman of the panel, who is research director at the Martin Marietta Corporation. He made the assertion in a statement accompanying the group's 64-page report on Japanese ceramics.
+Ronald A. Morse, another panel member, who is the secretary of the Asia program at the Woodrow Wilson International Center for Scholars here, said: ''Our fear, of course, is that one day we'll wake up and they'll have taken another industry. The big question now with ceramics is whether they'll come up with the technology breakthrough to make an all-ceramic engine first.'' Top Performance Characteristics
+High-technology ceramics include a range of materials with superior performance characteristics that are made from extremely pure artificial materials heated and pressed under highly controlled conditions. Their diamond-like hardness and resistance to wear make them useful for cutting tools or bearings.
+They make excellent insulators for electronics products. They resist heat well in automobile engines, space vehicles and stove fixtures. Their durability is valuable in such medical applications as artificial bones or dental implants.
+A survey of 100 Japanese companies showed that advanced ceramics were considered the fifth most significant technological innovation of the last decade, behind biotechnology and industrial robots but ahead of office automation, supercomputers and space technology.
+The academy's panel included five Americans, mostly from scholarly organizations, and three Japanese. The group made a two-week visit to Japan last year. Its $220,000 study was paid for by six Government agencies and 16 private companies. Wave of 'Ceramics Fever'
+The panel said it had found a wave of ''ceramics fever'' in Japan, even among the general population. More than 75,000 people have bought a popular book on high-technology ceramics and more than 100,000 visited a four- day high-tech ceramics fair. At least 3,000 Japanese scientists and engineers are working in the field.
+The panel found that more than 170 companies had joined a ceramics trade association and that typical industrial laboratories were spending $2 million to $6 million a year on ceramics. The Ministry of Trade and Industry is coordinating the research.
+No radical breakthroughs have yet been reported, the panel said, but the Japanese are making ''significant progress'' through ''incremental improvements.''
+''The Japanese have a committed effort to develop vigorously, and perhaps even to dominate, the field of high-technology ceramics,'' the report warned.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAPAN+FOUND+AT+TOP+IN+HIGH-TECH+CERAMICS&title=New+York+Times&issn=03624331&date=1984-11-07&volume=&issue=&spage=A.13&au=Boffey%2C+Philip+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 7, 1984","''They've targeted ceramics and are going after it just like they did with motor bikes, video cassette machines and other industries,'' said Albert R. C. Westwood, chairman of the panel, who is research director at the Martin Marietta Corporation. He made the assertion in a statement accompanying the group's 64-page report on Japanese ceramics. Ronald A. Morse, another panel member, who is the secretary of the Asia program at the Woodrow Wilson International Center for Scholars here, said: ''Our fear, of course, is that one day we'll wake up and they'll have taken another industry. The big question now with ceramics is whether they'll come up with the technology breakthrough to make an all-ceramic engine first.'' Top Performance Characteristics No radical breakthroughs have yet been reported, the panel said, but the Japanese are making ''significant progress'' through ''incremental improvements.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Nov 1984: A.13.",11/15/17,"New York, N.Y.",UNITED STATES JAPAN,"Boffey, Philip M",New York Times Company,,Newspapers,425250144,"United States, New York, N.Y.",English,7-Nov-84,"CERAMICS AND POTTERY; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+COMPANY BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-briefs/docview/425144757/se-2?accountid=14586,"* American Business Products Inc. , a supplier of business paper products and office supplies based in Atlanta, said it had reached an agreement for an option to acquire all the shares outstanding of Switched Transaction Services Inc., a closely held provider of electronic funds transfer services through automated teller machines.
+* Charming Shoppes Inc., a women's apparel concern based in Bensalem, Pa., said it planned to open 31 more stores during the rest of the year.
+* Damson Oil Corp., an oil and gas exploraton company, said it had completed the acquisition of Dorchester Gas Corp. for $22.50 a common share and $13.75 for each 5 1/2 percent series A preferred share.
+* Dixico Inc., a diversified packaging company based in Dallas, said it had agreed to sell its Richmond division to Richmond Technology Inc., a recently formed California concern, for $8.9 million.
+* Ensource Inc. of Denver said it had acquired the oil and natural gas properties, partnership interest and certain assets of Visa Energy Corp. of Inglewood, Calif.
+* GTE Corp. received a $38 million Army contract, the Defense Department said.
+* McKesson Corp. said it had completed the sale of its Ditz-Crane northern California home building subsidiary to a limited partnership led by Dividend Industries. Terms were not disclosed.
+* NBD Bancorp Inc. , a bank holding company based in Detroit, said it had completed the acquisition of Pontiac State Bank.
+* NCR Corp . , a maker of business information systems based in Dayton, Ohio, said Manufacturers Hanover Corp. had placed orders totaling $7.1 million for branch automation equipment and mainframe computers.
+* E.W. Scripps Co. , a publisher of newspapers, said it plans to make a tender offer for up to 350,000 common shares of Scripps-Howard Broadcasting Co. at a net price of $32 a share.
+* Southern New England Telephone Co. of New Haven said its Sonecor Systems division had been named both a retailer and a value-added dealer for International Business Machines Corp.'s Personal Computer.
+* Student Loan Marketing Association , a financial intermediary based in Washington, D. C., that serves the education credit market, said it planned to establish a student loan servicing facility in Lawrence, Kan., to handle student loans purchased in the Middle West and Southwest.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+BRIEFS&title=New+York+Times&issn=03624331&date=1984-08-29&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 29, 1984","* American Business Products Inc. , a supplier of business paper products and office supplies based in Atlanta, said it had reached an agreement for an option to acquire all the shares outstanding of Switched Transaction Services Inc., a closely held provider of electronic funds transfer services through automated teller machines. * McKesson Corp. said it had completed the sale of its Ditz-Crane northern California home building subsidiary to a limited partnership led by Dividend Industries. Terms were not disclosed. * Southern New England Telephone Co. of New Haven said its Sonecor Systems division had been named both a retailer and a value-added dealer for International Business Machines Corp.'s Personal Computer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Aug 1984: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425144757,"United States, New York, N.Y.",English,29-Aug-84,,New York Times,NEWSPAPER,,,,,,,
+I.T.U.'S LEADER REPORTED DEFEATED IN VOTING,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-t-u-s-leader-reported-defeated-voting/docview/425119320/se-2?accountid=14586,"Members of the International Typographical Union appeared today to have voted their president out of office, and with him a proposal to merge their union with the International Brotherhood of Teamsters.
+Union officials in Colorado Springs, Colo., said Robert S. McMichen, the challenger, ousted Joseph Bingel, the president, in the rerun of a disputed election. Two other officers on Mr. McMichen's anti-teamster slate also won, assuring a majority of opponents to the merger with the teamsters' union on the I.T.U.'s five-member governing board.
+A spokesman for Mr. McMichen said the final count showed 28,167 for Mr. McMichen to 15,296 for Mr. Bingel. Labor Department officials who supervised the balloting were not available to confirm the numbers, but an I.T.U. vice president, Ray Brown, a member of the losing slate, said the figures were accurate.
+Mr. McMichen said tonight his victory ''shows that the overwhelming majority of I.T.U. members have no desire to be absorbed by the teamsters' union.'' He vowed to begin steps toward a merger with the Graphic Communications International Union of the A.F.L.-C.I.O., ''our most logical, natural ally.'' The communications union is an amalgam of technical crafts in the printing industry. Judge Overturned Election
+Mr. Bingel had negotiated a merger with the teamsters and attempted to bring it to a membership vote. A Federal court ruled that the merger could not be considered until the union had resolved its leadership struggle.
+Mr. McMichen won an election over Mr. Bingel last November by about 5,000 votes, but a union canvassing board declared the vote invalid. The Labor Department agreed, ruling that union locals on both sides had illegally used dues-supported newsletters to promote their candidates. The new election was held under Government supervision.
+Mr. McMichen, 58 years old, of Atlanta, made the the merger with the teamsters the central issue in the election. The teamsters, the nation's largest union with 1.7 million members, promised bargaining clout to protect the printers' jobs.
+Mr. McMichen said the huge union would swallow up the I.T.U. and ignore the printers' concerns.
+The I.T.U., which represents printers at newspapers and commercial printing shops, was founded in 1852 and is said to the oldest labor union in continuous existence. Automation has whittled it to about 40,000 employed members, half its peak in 1968.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.T.U.%27S+LEADER+REPORTED+DEFEATED+IN+VOTING&title=New+York+Times&issn=03624331&date=1984-07-27&volume=&issue=&spage=B.11&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 27, 1984","Union officials in Colorado Springs, Colo., said Robert S. McMichen, the challenger, ousted Joseph Bingel, the president, in the rerun of a disputed election. Two other officers on Mr. McMichen's anti-teamster slate also won, assuring a majority of opponents to the merger with the teamsters' union on the I.T.U.'s five-member governing board. Mr. McMichen said tonight his victory ''shows that the overwhelming majority of I.T.U. members have no desire to be absorbed by the teamsters' union.'' He vowed to begin steps toward a merger with the Graphic Communications International Union of the A.F.L.-C.I.O., ''our most logical, natural ally.'' The communications union is an amalgam of technical crafts in the printing industry. Judge Overturned Election","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 July 1984: B.11.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425119320,"United States, New York, N.Y.",English,27-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+JACKSON'S 'GOOD FEELING' SWAYS SOME IN WHITE W. VIRGINIA TOWN,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/jacksons-good-feeling-sways-some-white-w-virginia/docview/425092197/se-2?accountid=14586,"At first, Maggie Rhodes was skeptical as she sat in the gymnasium of Logan High School awaiting a speech today by the Rev. Jesse Jackson.
+As the candidate for the Democratic Presidential nomination spoke of how West Virginia, with its 16 percent unemployment rate and its poverty, was ''close to the heart of his campaign and crusade'' to protect the poor, she was unmoved.
+But then he described the United States as a quilt of many pieces and colors and not a blanket of one color. He declared that ''we're all the same color at the bottom of a coal mine,'' And as he did so, Mrs. Rhodes, an avid quilter and, like almost everyone in this coal-mining region the relative of someone who has worked in the mines, began to smile. Soon she was applauding, and at the end of the speech she stood up to cheer.
+''I was skeptical - very skeptical - because I know he is a true born-again child of God and usually I feel they shouldn't be in politics,'' said Mrs. Rhodes, who is 53 years old and white and who was one of nearly 400 whites and blacks in the gym. ''But I got a feeling of peace about him, hearing him. He's down-to-earth and he's my choice now.'' Area Unfrequented by Blacks In his quest for votes, particularly among whites, Mr. Jackson came to Logan's all-white hollow of Mud Fork Sunday evening, and spent the night in the four-room home of Karnell and Diane Bryant. The area is dotted with small, often rundown clapboard houses, all of them dwarfed by the steep surrounding mountains. It is also a place that blacks generally avoid and an unlikely place for a black candidate to look for votes.
+But in mingling with more than 200 people who gathered at the Bryants' to see him, Mr. Jackson elicited what one blond visitor, Teddy White, 20, termed ''a good feeling, like everybody banded together.'' Mr. White, who had improvised a sandwich board using ''Jackson for President'' posters, beamed as the candidate shook hands with him.
+Mr. Jackson has received positive responses from whites before, but they have seldom translated into significant numbers of votes. In West Virginia, where blacks make up 9 percent of the population and 3.2 percent of the registered voters and where Walter F. Mondale is generally considered to have a stronghold of support, Mr. Jackson faces considerable hurdles in making a good showing in the state's primary election. The voting will take place on June 5.
+Thirty-five of 44 delegates will be at stake in the state, in which the politics hew to the line of traditional party loyalty. Mr. Jackson met with no local elected officials here and got no endorsements from any.
+In his campaigning here Mr. Jackson criticized the Reagan Administration for what he said was fiscal starvation of the program to aid miners suffering from black lung disease. He also criticized the Reagan Administration for cutting disability benefits and failing to come up with programs to re-employ those put out of work by the increasing automation of mining.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JACKSON%27S+%27GOOD+FEELING%27+SWAYS+SOME+IN+WHITE+W.+VIRGINIA+TOWN&title=New+York+Times&issn=03624331&date=1984-05-22&volume=&issue=&spage=A.22&au=Smothers%2C+Ronald&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 22, 1984","''I was skeptical - very skeptical - because I know he is a true born-again child of God and usually I feel they shouldn't be in politics,'' said Mrs. [Maggie Rhodes], who is 53 years old and white and who was one of nearly 400 whites and blacks in the gym. ''But I got a feeling of peace about him, hearing him. He's down-to-earth and he's my choice now.'' Area Unfrequented by Blacks In his quest for votes, particularly among whites, Mr. [Jesse Jackson] came to Logan's all-white hollow of Mud Fork Sunday evening, and spent the night in the four-room home of Karnell and Diane Bryant. The area is dotted with small, often rundown clapboard houses, all of them dwarfed by the steep surrounding mountains. It is also a place that blacks generally avoid and an unlikely place for a black candidate to look for votes.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 May 1984: A.22.",11/15/17,"New York, N.Y.",LOGAN (WEST VIRGINIA) WEST VIRGINIA,"Smothers, Ronald",New York Times Company,,Newspapers,425092197,"United States, New York, N.Y.",English,22-May-84,PRESIDENTIAL ELECTION OF 1984; ELECTION ISSUES; LABOR; UNEMPLOYMENT AND JOB MARKET; ECONOMIC CONDITIONS AND TRENDS; PRIMARIES,New York Times,NEWSPAPER,,,,,,,
+GOOD VIEW GUARANTEED IN LIGHTHOUSE FOR RENT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/good-view-guaranteed-lighthouse-rent/docview/424965192/se-2?accountid=14586,"The United States Coast Guard has received at least 68 applications from civilians who would like to rent its 109-year-old Thomas Point Lighthouse on the Chesapeake Bay. The Coast Guard, which is renovating and automating the facility east of Annapolis, wants to rent it out to reduce expenses and prevent vandalism.
+''The civilian caretakers would have to pay rent and have all the duties of anyone who rents a house,'' said Comdr. Leo Tyo, chief of aids to navigation in the Chesapeake Bay. ''Obviously they wouldn't have to cut the grass.''
+He said some would-be lighthouse- dwellers do not realize that the station, which has a beacon that can be seen 13 miles away, is built on an island two miles offshore.
+Commander Tyo, who did not say how much rent the Coast Guard wants for the lighthouse, said the applicants range in age from young couples to elderly people.
+''We don't have the finer details worked out yet, but the caretakers will need their own boat,'' he said.
+The Coast Guard is looking for someone who can be self-sufficient during the winter months, he said, when rough seas and freezing weather can make the lighthouse inaccessible.
+Officials want the tenants to stay at the lighthouse much of the time but ''we wouldn't want to imprison them out there,'' Commander Tyo said.
+It costs about $60,000 a year to operate the lighthouse, which is currently run by four men. Since it is is equipped with only two small bedrooms, a kitchen and a living room, two men at a time stay overnight.
+The lighthouse, which was included in the National Register of Historic Places in 1975, is powered by an underwater cable running from the Coast Guard station here. In case of a power failure, a generator is automatically activated.
+When the automation project is completed by early next year, a device will change burned-out light bulbs and automatically notify the Coast Guard station on shore. The lighthouse will then be able to operate on its own.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GOOD+VIEW+GUARANTEED+IN+LIGHTHOUSE+FOR+RENT&title=New+York+Times&issn=03624331&date=1984-04-26&volume=&issue=&spage=C.11&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 26, 1984","''The civilian caretakers would have to pay rent and have all the duties of anyone who rents a house,'' said Comdr. Leo Tyo, chief of aids to navigation in the Chesapeake Bay. ''Obviously they wouldn't have to cut the grass.'' ''We don't have the finer details worked out yet, but the caretakers will need their own boat,'' he said. Officials want the tenants to stay at the lighthouse much of the time but ''we wouldn't want to imprison them out there,'' Commander Tyo said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Apr 1984: C.11.",11/14/17,"New York, N.Y.",CHESAPEAKE BAY,AP,New York Times Company,,Newspapers,424965192,"United States, New York, N.Y.",English,26-Apr-84,LIGHTHOUSES; RENTING AND LEASING; HOUSING; VANDALISM,New York Times,NEWSPAPER,,,,,,,
+GAINS AT DIGITAL EQUIPMENT AND PRIME COMPUTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gains-at-digital-equipment-prime-computer/docview/424936993/se-2?accountid=14586,"The Digital Equipment Corporation, recovering somewhat from a sharp earnings decline last year, said yesterday that net income for its fiscal third quarter rose 27.7 percent from a year earlier.
+But analysts said the company's earnings were still under pressure because of industrywide price-cutting on minicomputers and the company's trouble in marketing its Rainbow line of personal computers. Digital is the world's second-largest computer company, after the International Business Machines Corporation.
+The company reported net income in the quarter, ended March 31, of $101.9 million, or $1.77 a share, up from $79.8 million, or $1.40 a share, a year earlier. Revenues rose 31.2 percent, to $1.43 billion, from $1.09 billion.
+''It was basically what we expected,'' said Marc Schulman, a technology analyst at Hambrecht & Quist.
+Revenues, however, were somewhat below analysts' predictions, and some of them cited trade restrictions placed by the Commerce Department two months ago on Digital's shipments to Europe.
+The restrictions, designed to prevent the diversion of Digital's most powerful computers to the Soviet bloc, make the company go through the time-consuming task of obtaining individual export licenses to West Germany, Norway or Austria.
+''It was a factor in the quarter,'' said Mark A. Steinkrauss, a spokesman for the company. Some sales that ordinarily would have been credited to the company's third quarter, he added, will be deferred until the fourth. ''But the Commerce Department has been very decent about it, and they are turning our applications around quickly,'' he said.
+More troublesome were the company's efforts to match price cuts by I.B.M. and Wang Laboratories, which were attempting to grab larger market shares in the minicomputer and office automation areas.
+Also a problem is sales of the Rainbow system. Mr. Schulman said Digital wanted to sell about 200,000 units this year, but at current rates would ship only about 140,000. ''The company won't say, but I suspect the microcomputer business is still losing money,'' he said. ''They are running at about two-thirds of capacity, and in the computer business you don't make money at that rate.''
+Prime ComputerPrime Computer Inc., the Natick, Mass., minicomputer manufacturer that competes directly with Digital, said net income rose 18.8 percent in its first fiscal quarter, to $10.1 million, or 21 cents a share, from $8.5 million, or 18 cents a share, a year earlier. The quarter ended April 1.
+Analysts said the figures were lackluster considering the high demand in the minicomputer area. Prime said its new high-end product, the Prime 9950, and other product introductions ''continue to be well received in the marketplace.''
+Revenues rose 20.8 percent, to $145.6 million, from $120.5 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GAINS+AT+DIGITAL+EQUIPMENT+AND+PRIME+COMPUTER&title=New+York+Times&issn=03624331&date=1984-04-24&volume=&issue=&spage=D.8&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 24, 1984","''It was a factor in the quarter,'' said Mark A. Steinkrauss, a spokesman for the company. Some sales that ordinarily would have been credited to the company's third quarter, he added, will be deferred until the fourth. ''But the Commerce Department has been very decent about it, and they are turning our applications around quickly,'' he said. Also a problem is sales of the Rainbow system. Mr. [Marc Schulman] said Digital wanted to sell about 200,000 units this year, but at current rates would ship only about 140,000. ''The company won't say, but I suspect the microcomputer business is still losing money,'' he said. ''They are running at about two-thirds of capacity, and in the computer business you don't make money at that rate.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Apr 1984: D.8.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424936993,"United States, New York, N.Y.",English,24-Apr-84,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+POST IS PICKETED BY STRIKING GUILD MEMBERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/post-is-picketed-striking-guild-members/docview/425776920/se-2?accountid=14586,"Newspaper Guild picket lines appeared at The New York Post yesterday as 400 editorial, advertising and accounting employees struck the paper in a dispute over a management effort to cut the costs of a three-year contract extension.
+Saturday editions rolled off presses before the walkout, and The Post has no Sunday paper, so readers were not immediately affected. The Post said it would try to publish tomorrow, with supervisors filling in for strikers, but it was unclear whether it would be able to do so.
+A Federal mediator, Hezekiah Brown, said talks that had been broken off shortly before yesterday's 12:01 A.M. walkout would resume at noon today at Automation House, 49 East 68th Street. Prospects for a swift settlement were uncertain.
+''We're either going to get this thing resolved very quickly, or it could be a long strike,'' Mr. Brown said. ''Both sides are dug in very hard.'' First Strike Since 1978
+The walkout was the first at The Post since 1978, when pressmen led a 60-day strike. The Post has 1,200 employees and lists its circulation as 960,000.
+The Post's printers, pressmen, photoengravers, paper-handlers and other craftsmen who belong to the nine- union Allied Printing Trades Council publicly pledged to support the strike by the guild. Its members are reporters, photographers, editors and administrative and clerical workers.
+Truck drivers who deliver The Post were understood to have given informal word of support, but a lack of explicit backing made the strike's success uncertain. Support by the drivers union was considered crucial because it would be impossible for The Post to maintain deliveries even if it managed to publish with management personnel.
+Peter Faris, The Post's editorial manager, said an attempt would be made to publish tomorrow. He called the walkout a ''single issue'' dispute. Concessions at Issue
+''Over the past 18 months, we have negotiated extended contracts with the craft unions and everyone has given The Post contractual cost-saving concessions,'' Mr. Faris said. ''The guild refuses to offer The Post management any meaningful concessions.''
+But guild officials contended that The Post had demanded concessions that had not been given by other unions or in recently concluded contract talks with The New York Times or The Daily News. They said The Post wanted an end to extra pay for work performed in higher salary classifications and cuts in contributions to staff medical benefits.
+The guild has proposed that cost savings be achieved by having the paper ''buy out'' higher-salaried workers with lump-sum severance pay. Wages are not in dispute because a pattern was set in earlier contract settlements with other unions providing $110 a week over a three-year period. The top minimum for reporters and photographers is $711 a week.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=POST+IS+PICKETED+BY+STRIKING+GUILD+MEMBERS&title=New+York+Times&issn=03624331&date=1984-04-01&volume=&issue=&spage=A.39&au=McFADDEN%2C+ROBERT+D&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 1984","''We're either going to get this thing resolved very quickly, or it could be a long strike,'' Mr. [Hezekiah Brown] said. ''Both sides are dug in very hard.'' First Strike Since 1978 Peter Faris, The Post's editorial manager, said an attempt would be made to publish tomorrow. He called the walkout a ''single issue'' dispute. Concessions at Issue ''Over the past 18 months, we have negotiated extended contracts with the craft unions and everyone has given The Post contractual cost-saving concessions,'' Mr. Faris said. ''The guild refuses to offer The Post management any meaningful concessions.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 1984: A.39.",11/15/17,"New York, N.Y.",NEW YORK CITY,"McFADDEN, ROBERT D",New York Times Company,,Newspapers,425776920,"United States, New York, N.Y.",English,1-Apr-84,NEWS AND NEWS MEDIA; STRIKES; LABOR; CONTRACTS; GIVEBACKS (COLLECTIVE BARGAINING),New York Times,NEWSPAPER,,,,,,,
+Marietta Wins Contract,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/marietta-wins-contract/docview/424930535/se-2?accountid=14586,"An industry group led by the Martin Marietta Corporation yesterday was named the winner of a five-year $684 million contract to provide technical and management expertise for the Federal Aviation Administration's $10 billion to $20 billion program to modernize the nation's air traffic control system.
+The contract award was announced by Elizabeth Hanford Dole, the Secretary of Transportation, who said that the choice of a contractor was ''critical to the success of the 10-year National Airspace System Plan.'' It will initially be for five years and includes options for a three-year and a two- year extension.
+Martin Marietta and its six subcontractors were picked for the key management role in competition with a team headed by the Boeing Company and the Lockheed Corporation.
+Martin Marietta, based in Bethesda, Md., produces aerospace hardware and has had experience in supervising complex projects. It has carried out this dual function on Titan intercontinental ballistic missiles, Viking vehicles that landed on Mars, and Pershing missiles.
+Mrs. Dole said the air traffic modernization was the ''largest nonmilitary Government technical program since the Apollo moon-landing project.'' It involves replacing all computers and vacuum equipment for communications and navigation with solid-state technology and vast extensions of automation.
+The six subcontractors to Martin Marietta are Logicon Inc., San Pedro, Calif.; the Arinc Research Corporation, Annapolis, Md.; the Ralph M. Parsons Company, Pasadena, Calif.; Stanford Telecommunications Inc., Santa Clara, Calif.; Systems Control Technology, Palo Alto, Calif., and Engineering and Economics Research Inc., Vienna, Va.
+Thomas G. Pownall, Martin Marietta's chairman, said of the contract award that ''it is another step in our strategy to move the corporation further into selected fields of high technology, where we have experience and resources to manage complex tasks.'' The company was recently picked to operate the Department of Energy's Oak Ridge, Tenn., complex. It has also applied for Federal authority to construct and launch two domestic communications satellites.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Marietta+Wins+Contract&title=New+York+Times&issn=03624331&date=1984-02-01&volume=&issue=&spage=D.4&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 1, 1984","Thomas G. Pownall, Martin Marietta's chairman, said of the contract award that ''it is another step in our strategy to move the corporation further into selected fields of high technology, where we have experience and resources to manage complex tasks.'' The company was recently picked to operate the Department of Energy's Oak Ridge, Tenn., complex. It has also applied for Federal authority to construct and launch two domestic communications satellites.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Feb 1984: D.4.",7/29/20,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,424930535,"United States, New York, N.Y.",English,1-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/424790424/se-2?accountid=14586,"Anta Corp. said its board is considering an offer from Manor Care Inc. to buy the company for $25 a share, or $101 million, and that it expects to advise its shareholders by Dec. 6.
+* BPI Systems Inc., Austin, Tex., said it had agreed in principle to acquire Business & Professional Software Inc., a privately held company in Cambridge, Mass., in exchange for 475,000 BPI common.
+* Crown Zellerbach Canada Ltd. said it still expects to report a ''substantial loss'' for 1983 despite an easing in the recent decline in the demand and price of its products.
+* Eagle Computer Inc. said Computerland Corp. had agreed to distribute the entire line of Eagle 16-bit products compatible with International Business Machines Corp.'s PC Personal Computer.
+* Extendicare Ltd. said that a unit had bought a 35 percent stake in Waterloo Microsystems Inc., and that it would begin an integrated office automation system using I.B.M. personal computers and Waterloo Port software.
+* First National Bancorp of Allentown Inc. said it is holding discussions with third parties about a possible acquisition of the bank holding company.
+* Kaiser Cement Corp. said that it expects to take a charge of $1.8 million against fourth-quarter earnings as a result of a foreign exchange loss, and that China Cement Co. of Hong Kong, in which Kaiser has a 36 percent stake, had terminated its forward foreign exchange contracts.
+* Liberty Fabrics of New York Inc. said a suit had been filed by a shareholder, charging that the proposed leveraged buyout by management and a group of outside investors for $20 a share was too low.
+* Louisville Gas and Electric Co. said it had filed an application with Kentucky regulatory officials for rate increases that would raise its annual revenue by 7.7 percent, or $49.5 million.
+* Restaurant Associates Industries said it had agreed to purchase 877,016 common shares of Acapulco y Los Arcos Restaurantes from the Acapulco's chairman and four other stockholders.
+* Taft Broadcasting Co. said it had signed a letter of intent to buy two radio stations, both in Portland, Ore., from Golden West Broadcasters Group for an undisclosed price.
+* Veta Grande Cos. said it had signed a letter of intent to buy all of the stock outstanding of Ziser Manufacturing, which does business as American Pacific Mint, but no terms were disclosed.
+* Walgreen Co. said it expects capital spending for fiscal 1984 to exceed $70 million, compared with about $71.4 million in 1983.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1983-11-24&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 24, 1983","* Crown Zellerbach Canada Ltd. said it still expects to report a ''substantial loss'' for 1983 despite an easing in the recent decline in the demand and price of its products. * Eagle Computer Inc. said Computerland Corp. had agreed to distribute the entire line of Eagle 16-bit products compatible with International Business Machines Corp.'s PC Personal Computer. * Restaurant Associates Industries said it had agreed to purchase 877,016 common shares of Acapulco y Los Arcos Restaurantes from the Acapulco's chairman and four other stockholders.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Nov 1983: D.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424790424,"United States, New York, N.Y.",English,24-Nov-83,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people/docview/424806207/se-2?accountid=14586,"Ex-G.E. Officer to Head A Unit of John Brown
+Alastair C. Gowan, a former executive at the General Electric Company, has been named president of a major unit of John Brown P.L.C., a British manufacturing and engineering company.
+Mr. Gowan, who is 48 years old, will head the industrial products sector, which is based in Warwick, R.I., and includes the Leesona Corporation, a maker of machinery for plastics and textiles that Brown acquired four years ago.
+The sector has annual sales of $300 million.
+Mr. Gowan succeeds Robert G. Page, 63, who is retiring Jan. 1, the company said yesterday. Mr. Page will become a consultant and remain a director.
+Mr. Gowan joined John Brown in February as the sector's chief operating officer, with responsibility for the unit's plastics and textile machinery, machine tool, automation and electronics operations.
+Mr. Gowan said yesterday that the strategy had been to stress the company's machinery for manufacturing plastics over textile machinery, with the textile industry ''in the doldrums.''
+Mr. Gowan was recruited by John Brown with the understanding that he would be Mr. Page's replacement. He previously worked for General Electric since 1960. He held several posts, many in Europe, and was a corporate vice president and general manager of the metallurgical business division when he left.
+Mr. Gowan, who is from Scotland, is a naturalized United States citizen. He received a bachelor's degree and doctorate in chemistry from the University of Aberdeen in Scotland.
+Mr. Page, who joined John Brown in 1974, plans an active retirement. The company said he would work on a wide variety of special projects as a consultant and would ''seek out more competitive sources for parts and materials, new business opportunities such as joint ventures, new product lines and the development of new markets.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE&title=New+York+Times&issn=03624331&date=1983-11-09&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 9, 1983","Mr. [Alastair C. Gowan] said yesterday that the strategy had been to stress the company's machinery for manufacturing plastics over textile machinery, with the textile industry ''in the doldrums.'' Mr. [Robert G. Page], who joined John Brown in 1974, plans an active retirement. The company said he would work on a wide variety of special projects as a consultant and would ''seek out more competitive sources for parts and materials, new business opportunities such as joint ventures, new product lines and the development of new markets.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Nov 1983: D.2.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,424806207,"United States, New York, N.Y.",English,9-Nov-83,,New York Times,NEWSPAPER,,,,,,,
+BRIEFS; Debt Ratings,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs-debt-ratings/docview/424803390/se-2?accountid=14586,"* Lear Siegler Inc.'s debt rating has been raised by Standard & Poor's to A-, from BBBx. The company's commercial paper rating goes to A-, from A-2, and its preferred stock to A, from A-.
+Common Stock
+* Gibson-Homans Co. filed an offering of 500,000 shares at $13, through Wertheim & Co. and Prescott, Bell & Turben Inc. Of the shares being offered, 152,375 are to be sold by the company and the balance by shareholders.
+* Greater Washington Investors Inc. announced a public offering of one million shares at $7 each, through Thomson McKinnon Securities Inc. and Johnson, Lemon & Co.
+* ITT Corp.'s sale of 20 percent of the ordinary stock of its Norwegian telephone unit, Standard Telefon OG Kabelfabrik, was oversubscribed by almost 100 percent.
+* Jet America Airlines Inc. filed a proposed public offering of one million shares through Rooney, Pace Inc.
+* Metropolitan Radio Telephone Systems Inc. filed an initial public offering of one million shares through Manley, Bennett, McDonald & Co.
+* Northeast Utilities filed a shelf registration for an offering of 3 million shares at $13.25 each, through Prudential-Bache Securities, A.G. Becker Paribas and Lehman Brothers Kuhn Loeb.
+* Sooner Defense, a subsidiary of Florida Inc., filed an initial public offering of one million shares, through First Heritage Corp.
+* Rose's Stores Inc. registered a proposed public offering of 675,000 shares of non-voting class B stock, adjusted for a 3-for-1 stock split, through Donaldson, Lufkin & Jenrette.
+* Roper Corp. announced a public offering of 450,000 shares at $22 each through Dean Witter Reynolds Inc. All of the shares offered are being sold by Sears, Roebuck & Co.
+* Security Tag Systems Inc. filed a proposed offering of one million shares, 500,000 of which are being sold in Britian, through Ladenburg, Thalmann & Co. and Energy Finance and General Trust.
+* Super Rite Foods Inc., a subsidiary of Rite Aid Corp., filed a shelf registration statement for an initial public offering of 2,550,000 shares, through Merrill Lynch Capital Markets.
+* U.S. Industries is offering to purchase all the shares of its common stock held by each holder of 99 or fewer shares, exclusive of shares held in the company's dividend reinvestment and employee ownership plans.
+* Vector Automation Inc. filed an initial public offering of 725,000 units, each consisting of one share of common stock and one seven-year warrant to buy an additional half share of common, through Prescott, Ball & Turbin Inc.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS%3B+Debt+Ratings&title=New+York+Times&issn=03624331&date=1983-10-24&volume=&issue=&spage=D.6&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 24, 1983","* Lear Siegler Inc.'s debt rating has been raised by Standard & Poor's to A-, from BBBx. The company's commercial paper rating goes to A-, from A-2, and its preferred stock to A, from A-. * Gibson-Homans Co. filed an offering of 500,000 shares at $13, through Wertheim & Co. and Prescott, Bell & Turben Inc. Of the shares being offered, 152,375 are to be sold by the company and the balance by shareholders. * ITT Corp.'s sale of 20 percent of the ordinary stock of its Norwegian telephone unit, Standard Telefon OG Kabelfabrik, was oversubscribed by almost 100 percent.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Oct 1983: D.6.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424803390,"United States, New York, N.Y.",English,24-Oct-83,,New York Times,NEWSPAPER,,,,,,,
+ANSWERS TO QUIZ:   [Question ],"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/answers-quiz/docview/424800531/se-2?accountid=14586,"Questions appear on page 9.
+1. Dr. Barbara McClintock won the 1983 Nobel Prize for medicine for her work on corn, done four decades ago, which demonstrated that genes can move from one spot to another on the chromosomes of a plant and change the future generations of plants it produces.
+2. Because of the traffic delay, President Chun Doo Hwan of South Korea narrowly escaped an assassination attempt in Burma, which killed four of his Cabinet and 15 other people.
+3. Christopher (Kip) O'Neill, is a lobbyist in Washington and the son of the House Speaker, Thomas P. (Tip) O'Neill Jr..
+4. Divers reported discovery of the wreck of the steamboat laden with silver that sank in Long Island Sound more than 140 years ago.
+5. Singleton is the Orioles' designated hitter, but this World Series, as in every odd-numbered year, is being played under National League rules, which do not recognize the designated hitter.
+6. Former Prime Minister Kakuei Tanaka of Japan was found guilty of accepting the bribes to arrange the purchase of Lockheed aircraft by Japan's largest domestic airline.
+7. True.
+8. The virtual tie between Mr. King, a black neighborhood organizer, and Mr. Flynn, a self-styled populist, in Boston's mayoral primary reflects the emergence of a more liberal electorate in Boston. The winner would succeed Kevin H. White.
+9. Satellite signals carrying entertainment and news programs intended for cable television viewers in this country.
+10. He was playing down the sale of five advanced jetfighters by France to Iraq.
+11. Mr. Hathaway had run the town's hand-cranked telephone system, the last in the country to switch over to automation.
+12. Kelso and Forego, each of which earned nearly $2 million, are scheduled to be paraded down the stretch to gain support for the Thoroughbred Retirement Fund.
+13. An electronic mail system.
+14. Whether or not the plant is put into operation.
+15. A letter in which four retired Supreme Court justices wrote that, in response to widespread doubts about their impartialtiy, they were resigning from the commission appointed to investigate the assassination of Benigno S. Acquino Jr.
+16. William P. Clark, the national security adviser, whom he named to replace James G. Watt as Secretary of Interior.
+17. Gault is now a wide receiver for the Chicago Bears.
+18. Become harder.
+19. The proposal was that the Israel's currency, the shekel, ultimately be replaced by the American dollar as legal tender. It was made after a week of economic upheaval after the shekel was devalued by 23 percent.
+20. James S. Brady, the White House press secretary, who is recovering from injuries suffered in the attempt to assassinate President Reagan.
+21. Japan.
+22. 2-3. 23. Samuel I. Newhouse.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ANSWERS+TO+QUIZ%3A+%5BQUESTION%5D&title=New+York+Times&issn=03624331&date=1983-10-15&volume=&issue=&spage=1.46&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 15, 1983","3. Christopher (Kip) O'Neill, is a lobbyist in Washington and the son of the House Speaker, Thomas P. (Tip) O'Neill Jr.. 5. Singleton is the Orioles' designated hitter, but this World Series, as in every odd-numbered year, is being played under National League rules, which do not recognize the designated hitter. 8. The virtual tie between Mr. King, a black neighborhood organizer, and Mr. Flynn, a self-styled populist, in Boston's mayoral primary reflects the emergence of a more liberal electorate in Boston. The winner would succeed Kevin H. White.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Oct 1983: 1.46.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424800531,"United States, New York, N.Y.",English,15-Oct-83,,New York Times,Question,,,,,,,
+Carol Donaldson Wed To Adam Scott Zais,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/carol-donaldson-wed-adam-scott-zais/docview/424732498/se-2?accountid=14586,"Carol Donaldson, daughter of Marion Boyd Dietzgen of Cotuit, Mass., and Theodore Donaldson of Evanston, Ill., was married yesterday to Adam Scott Zais, son of Mr. and Mrs. Arnold Monroe Zais of Pleasantville, N.Y. Justice of the Peace Royden C. Richardson performed the ceremony at the Beach Club in Centerville, Mass.
+The bride is the Boston sales representative for the Syva Company, which sells medical instruments and chemicals.
+She graduated from the Boston University School of Nursing. Her father, who is retired, was a stockbroker in Chicago for Thomson, McKinnon Securities.
+Mr. Zais is a market analyst of factory automation systems for the Yankee Group, a market research and consulting concern in Boston. He is an alumnus of Boston University. His father is president of the Ray-Proof, Norwalk, Conn., a division of the Bairnco Corporation. His mother, Bette Zais, is a psychotherapist in New York.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Carol+Donaldson+Wed+To+Adam+Scott+Zais&title=New+York+Times&issn=03624331&date=1983-08-28&volume=&issue=&spage=A.64&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 28, 1983","Carol Donaldson, daughter of Marion Boyd Dietzgen of Cotuit, Mass., and Theodore Donaldson of Evanston, Ill., was married yesterday to Adam Scott Zais, son of Mr. and Mrs. Arnold Monroe Zais of Pleasantville, N.Y. Justice of the Peace Royden C.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Aug 1983: A.64.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424732498,"United States, New York, N.Y.",English,28-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Litton Industries Chief Seeks Balanced Growth,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-litton-industries-chief-seeks/docview/424528705/se-2?accountid=14586,"The recent offer by Litton Industries to acquire the Itek Corporation for $238 million in cash has evoked memories of the takeover binge that made Litton one of the glamour conglomerates in the 1960's - and a major Wall Street disappointment in the early 1970's.
+But Fred W. O'Green, Litton's chairman and chief executive, insists that Litton is not reverting to form. The company, he said, wants its primary growth to come in three areas -defense electronics, seismic exploration services and products, and industrial electronics and automation.
+''We're only going to make acquisitions that fit into that plan, and Itek is a good example,'' he said in a recent interview. Although Litton, with 1982 sales of $4.9 billion, had $1.4 billion in cash at the end of October, it said it might borrow funds to help pay a portion of the bill for Itek.
+Asked about possible divestitures, Mr. O'Green said all of Litton's operations are in sound condition and that ''we don't have any great pressure to dispose of any of our businesses.'' He acknowledged, though, that some businesses were likely to be sold because ''we want to grow in the areas we've chosen.''
+Industry analysts say that Litton is thought to be seeking buyers for its Monroe Business Systems and Sweda cash register units, as well as its office furniture division.
+Mr. O'Green, 62, joined Litton, which is based in Beverly Hills, Calif., in 1962. He succeeded Charles P. Thornton, Litton's founder and longtime chairman and chief executive, late in 1981, shortly before Mr. Thornton's death. Mr. O'Green had been Litton's president since 1972.
+In sharp contrast to Mr. Thornton's tendency to manage Litton's 90 divisions through balance-sheet analysis, Mr. O'Green is regarded a strong hands-on manager who frequently visits Litton outposts and is well versed in its myriad products.
+''He is more on top of operations than any other C.E.O. I have dealt with in a conglomerate,'' said Carol Neves, a Merrill Lynch analyst.
+The O'Green family's original surname, Ogren, was changed when his father came to the United States from Sweden. Raised in Mason City, Iowa, and educated in electrical engineering, Mr. O'Green was technical director of the Lockheed Corporation's space division after the space program got under way in the mid-1950's.
+His first job after graduating from Iowa State University came with the Navy in 1943, as a researcher in its ordnance division. One project was carried out in the forests near Bear Mountain along the Hudson River. Daniel F. Cuff",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Litton+Industries+Chief+Seeks+Balanced+Growth&title=New+York+Times&issn=03624331&date=1983-01-21&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 21, 1983","Asked about possible divestitures, Mr. O'Green said all of Litton's operations are in sound condition and that ''we don't have any great pressure to dispose of any of our businesses.'' He acknowledged, though, that some businesses were likely to be sold because ''we want to grow in the areas we've chosen.'' Mr. O'Green, 62, joined Litton, which is based in Beverly Hills, Calif., in 1962. He succeeded Charles P. Thornton, Litton's founder and longtime chairman and chief executive, late in 1981, shortly before Mr. Thornton's death. Mr. O'Green had been Litton's president since 1972.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Jan 1983: D.2.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,424528705,"United States, New York, N.Y.",English,21-Jan-83,"MERGERS, ACQUISITIONS AND DIVESTITURES; EXECUTIVES AND MANAGEMENT; BIOGRAPHICAL INFORMATION",New York Times,NEWSPAPER,,,,,,,
+EDWARD RICE ENGAGED TO COURTNEY O'CONNELL,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/edward-rice-engaged-courtney-oconnell/docview/424525611/se-2?accountid=14586,"Mr. and Mrs. Daniel O'Connell of Riverside, Conn., have announced the engagement of their daughter, Courtney O'Connell, to Edward Clayton Rice, son of Mr. and Mrs. Alvin C. Rice of San Francisco.The wedding is planned for April 30.
+Miss O'Connell is a trainee with the commercial lending department of the Crocker National Bank in San Francisco. She attended Wellesley College and she and Mr. Rice graduated from Stanford University and is a provisional member of the San Francisco Junior League. Her father is a manager in the finance organization of the paperboards and packaging businesses of the International Paper Company in New York.
+Mr. Rice is an account executive with E. F. Hutton & Company in San Francisco. He is an alumnus of the American School in London. His father is chairman of Imperial Automation Inc., in Los Angeles.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EDWARD+RICE+ENGAGED+TO+COURTNEY+O%27CONNELL&title=New+York+Times&issn=03624331&date=1983-01-16&volume=&issue=&spage=A.53&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 16, 1983","Mr. and Mrs. Daniel O'Connell of Riverside, Conn., have announced the engagement of their daughter, Courtney O'Connell, to Edward Clayton Rice, son of Mr. and Mrs. Alvin C. Rice of San Francisco.The wedding is planned for April 30.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Jan 1983: A.53.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424525611,"United States, New York, N.Y.",English,16-Jan-83,WEDDINGS AND ENGAGEMENTS,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/424444215/se-2?accountid=14586,"* Bergen State Bank of New Jersey said it had agreed to be acquired by Citizens First Bancorp. Shareholders will receive one share of $23 liquidation series A nonvoting preferred of Citizens for each Bergen common share.
+* E.I.L. Instruments Inc. disclosed that it had aquired all of the stock of Conservation and Controls Inc. for 32,725 E.I.L. common shares, plus 12,500 shares based on the future earnings of Conservation.
+* General Electric Co. and C. Itoh & Co. of Japan announced that they had agreed to begin a venture in Tokyo next month to make factory automation equipment.
+* Rubbermaid Inc. announced a two-for-one stock split, to be distributed on Dec.1 to holders of record Nov. 12.
+* Standard Products Co. said it had agreed to acquire certain assets of Harrelson Rubber Co. of Asheboro, N.C. Terms were not disclosed.
+* Suburban Propane Gas Corp. announced that two groups had acquired stakes in the company. First City Financial Corp. of Vancouver, British Columbia, and First City Trust Ltd. jointly acquired a 8.9 percent stake, while a second group of corporations and individuals, including Texas Partners of Dallas, acquired a 5.01 percent stake.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1982-10-27&volume=&issue=&spage=D.8&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 27, 1982","* Suburban Propane Gas Corp. announced that two groups had acquired stakes in the company. First City Financial Corp. of Vancouver, British Columbia, and First City Trust Ltd. jointly acquired a 8.9 percent stake, while a second group of corporations and individuals, including Texas Partners of Dallas, acquired a 5.01 percent stake.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Oct 1982: D.8.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424444215,"United States, New York, N.Y.",English,27-Oct-82,,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/424367377/se-2?accountid=14586,"* Alexander's Inc. has named Bruce Farkas, executive vice president, to the new position of vice chairman; Roger Barrer executive vice president in charge of management; Walter S. Freedman executive vice president in charge of finance, and Robert Geber and Leon Peck senior vice presidents. Alexander S. Farkas will continue as president of the retail chain and as chief executive officer.
+* American Express Co. has named Charles S. Ganoe a senior vice president of the American Express International Banking Corporation, a subsidiary.
+* Convest Energy Corp., Houston, has elected J.R. Bowen president and chief executive officer.
+* E.I. du Pont de Nemours & Co., Wilmington, Del., has named Nicholas Pappas vice president of the Polymer Products Department, succeeding Roger E. Drexel, who is retiring. Also announced was the appointment of John P. McAndrews, president of the Remington Arms Company subsidiary, to vice president of the Fabrics and Finishes Department, of which Remington Arms will be a part.
+* Excel Energy Corp., Denver, has elected James H. Petersen, chief executive, to the additional position of chairman; Richard G. Fortmann has been named president and chief operating officer.
+* Carl Fischer Inc. has appointed John Boerner vice president, publications; William Heese vice president, sales, and David Shair vice president, personnel.
+* General Automation Inc., Anaheim, Calif., has named Donald G. Heitt vice president, marketing, for the company's computer division.
+* W.R. Grace & Co. has elected Robert W. Samuels a corporate senior vice president and deputy group executive of the Industrial Chemicals Group. Also, Elwood S. Wood was elected a corporate vice president and president of the Polyfibron division.
+* Great Northern Nekoosa Corp., Stamford, Conn., has elected to its board Jean C. Lindsey, managing partner of both the Brandon Company and Brandon Petroleum Properties, and president of Brandon Flight Inc., a charter flight service.
+* Kayser-Roth Corp. has appointed Robert Kurtzer president of its International Licensing division.
+* McGraw-Hill Information Systems Co. has appointed Kenneth D. Morgan vice president-development.
+* Pan American World Airways Inc. has named Earl H. Richmond vice president-operations.
+* Pittston Co., Greenwich, Conn., has named John P. Mancini chairman and chief executive officer of its Pittston Coal Export Corporation, a subsidiary.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1982-06-03&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 3, 1982","* Alexander's Inc. has named Bruce Farkas, executive vice president, to the new position of vice chairman; Roger Barrer executive vice president in charge of management; Walter S. Freedman executive vice president in charge of finance, and Robert Geber and Leon Peck senior vice presidents. Alexander S. Farkas will continue as president of the retail chain and as chief executive officer. * E.I. du Pont de Nemours & Co., Wilmington, Del., has named Nicholas Pappas vice president of the Polymer Products Department, succeeding Roger E. Drexel, who is retiring. Also announced was the appointment of John P. McAndrews, president of the Remington Arms Company subsidiary, to vice president of the Fabrics and Finishes Department, of which Remington Arms will be a part.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 June 1982: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424367377,"United States, New York, N.Y.",English,3-Jun-82,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+ROBOTS ENTER THE LIMELIGHT,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/robots-enter-limelight/docview/424318499/se-2?accountid=14586,"Although the International Business Machines Corporation prides itself on leading the way in the computer industry, it is following a path well trodden by others to enter the field of robotics.
+The licensing agreement I.B.M. announced last week to use a robot designed by Sankyo Seiki, one of Japan's least-known and financially weaker robot manufacturers, recalls similar agreements that helped many companies get started in this business before they had a robot on hand.
+Among American robot producers that have relied on agreements with foreign companies are the DeVilbiss Company of Toledo, Ohio, which manufactures a robot created by Trallfa of Norway, and the General Electric Company, which entered the industry with a robot developed by Dea of Italy. Last July G.E. added to its robot line by signing an agreement with Hitachi of Japan.
+Now the trend has accelerated. On Monday of this week, General Electric announced a licensing agreement allowing it to produce and improve on Volkswagen robots. The next morning the Westinghouse Electric Corporation announced agreements to market welding robots made by two Japanese companies - Komatsu Ltd. and the Mitsubishi Electric Corporation.
+Other recent deals include the GCA Corporation's plan to market robots made by Dainichi Kiko of Japan, an agreement for the United Technologies automotive division to manufacture robotic systems developed by Nimak-Machinen Automation of West Germany and a joint venture linking the Yaskawa Electric Manufacturing Company of Japan with the Machine Intelligence Corporation, a specialist in robot vision systems.
+Michael Radeke, head of the robot program at Cincinnati Milacron Inc., said he was not at all surprised by these agreements. ''This is an international market,'' he said. ''No one can afford to be parochial.''
+Illustration photo of a robot Graphs of the robot industry",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ROBOTS+ENTER+THE+LIMELIGHT&title=New+York+Times&issn=03624331&date=1982-03-04&volume=&issue=&spage=D.1&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 4, 1982","Among American robot producers that have relied on agreements with foreign companies are the DeVilbiss Company of Toledo, Ohio, which manufactures a robot created by Trallfa of Norway, and the General Electric Company, which entered the industry with a robot developed by Dea of Italy. Last July G.E. added to its robot line by signing an agreement with Hitachi of Japan. Michael Radeke, head of the robot program at Cincinnati Milacron Inc., said he was not at all surprised by these agreements. ''This is an international market,'' he said. ''No one can afford to be parochial.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Mar 1982: D.1.",11/14/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,424318499,"United States, New York, N.Y.",English,4-Mar-82,FACTORIES AND INDUSTRIAL PLANTS; ELECTRONICS; DATA PROCESSING; MACHINERY AND EQUIPMENT,New York Times,NEWSPAPER,,,,,,,
+COMPUTER MARKERS LIST EARNINGS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computer-markers-list-earnings/docview/424282871/se-2?accountid=14586,"Large gains were reported yesterday in the quarterly earnings of makers of small computer systems, many of them used in homes. But companies making larger computers did not perform as well because the recession and high interest rates dampened business orders.
+Apple Computer, a leading maker of personal computers, reported an 83 percent increase in net income for the first quarter of fiscal 1982, ended Dec. 25. And Wang Laboratories Inc., a leading maker of small business syste ms, said earnings in its second quarter jumped 32percent.
+Prime Computer Inc., however, reported flat earnings for its fourth quarter last year, while the Harris Corporation said earnings for its second quarter had plunged 42 percent. Both companies concentrate on relatively large computers for businesses.
+Apple's gain reflected heavy Christmas buying of the Apple II system, which was heavily promoted late last year as a family computer and contains programs for as video games and budget planning.
+Apple's earnings rose to $13.6 million, or 24 cents a share, on revenues of $133.6 million. In the comparable period last year, Apple reported earnings of $7.4 million, or 14 cents a share, on revenues of $67.6 million.
+Ulric Weil, a principal at Morgan Stanley & Company, argued that earnings would have been higher except for a rise in research and development expenses, which almost doubled from the similar period last year, to reach $7.9 million. ''These expenditures dampen earnings immediately, but they speak well for the future as far as new product announcements,'' he said. ''No one in the personal computer spends as much for research as Apple, and that's a good sign.''
+Second-quarter earnings at Wang rose to $25.2 million, or 41 cents a share, on revenues of $273.4 million. This compares with net income of $19 million, or 33 cents a share, on revenues of $201.7 million for the similar period last year. The increase was attributed to strong sales for office automation systems. Orders for all Wang products increased 34 percent, according to Mr. Weil.
+Harris reported that net income in the quarter ended Dec. 31 dropped to $19.7 million, or 63 cents a share, on revenues of $426.6 million. In the similar period of 1980, net income was $34.2 million, or $1.11 a share, on revenues of $386.4 million.
+William R. Beckleam, a vice president at Kidder Peabody & Company, said the earnings had been hurt by sluggish semiconductor sales, weakened by overcapacity and declining demand. ''The orders are not there,'' said Mr. Beckleam. Sales and earnings in every division other than semiconductors rose.
+Fourth-quarter earnings at Prime Computer increased 4 percent, to $10.5 million, or 35 cents a share, on revenues of $99.6 million. For the similar period of 1980, net income was $10 million, or 33 cents a share, on revenues of $85.4 million.
+For all 1981, Prime reported a 20 percent increase in net income to $37.7 million, or $1.25 a share, on sales of $364.8 million. In the previous year, Prime earned $31.2 million, or $1.07 a share, on revenues of $267.6 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTER+MARKERS+LIST+EARNINGS&title=New+York+Times&issn=03624331&date=1982-01-22&volume=&issue=&spage=D.1&au=Wayne%2C+Leslie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 22, 1982","Ulric Weil, a principal at Morgan Stanley & Company, argued that earnings would have been higher except for a rise in research and development expenses, which almost doubled from the similar period last year, to reach $7.9 million. ''These expenditures dampen earnings immediately, but they speak well for the future as far as new product announcements,'' he said. ''No one in the personal computer spends as much for research as Apple, and that's a good sign.'' William R. Beckleam, a vice president at Kidder Peabody & Company, said the earnings had been hurt by sluggish semiconductor sales, weakened by overcapacity and declining demand. ''The orders are not there,'' said Mr. Beckleam. Sales and earnings in every division other than semiconductors rose.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Jan 1982: D.1.",11/15/17,"New York, N.Y.",,"Wayne, Leslie",New York Times Company,,Newspapers,424282871,"United States, New York, N.Y.",English,22-Jan-82,022-21-92; DATA PROCESSING; COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/424282443/se-2?accountid=14586,"* American Diagnostics Corp., Newport Beach, Calif., has named Ronald H. Coelyn president and chief operating officer. * Bristol-Myers Co. has elected Giulio Vita a vice president.
+* Clevepak Corp., White Plains, announced that Alexander W. Turnbull had joined the company as vice presi dent-finance and Edwin W. Barr as vice president-director of human r esources. D.C. Abbott Jr. has been appointed group executive of the newly formed specialty packaging group.
+* General Automation Inc., Anaheim, Calif., has appointed Richard A. Cortese general manager of the computer division.
+* General Electric Co. has appointed Donald E. Peeples president-GTE Data Services.
+* Louisiana Land and Exploration Co. has elected Richard A. Bachmann to the new position of senior vice president, finance and administration.
+* Mack Trucks Inc. has elected Robert W. Sting executive vice president-international operations.
+* National Grange Mutual Insurance, Keene, N.H., has elected to its board W. Lawrence Gulick, president of St. Lawrence University, Canton, N.Y.
+* Noble Affiliates Inc., Ardmore, Okla., has elected to its board Jack A. Maurer, chairman and president of Mack Oil Co., Duncan, Okla.
+* Phibro Corp. has elected to its board Dwayne O. Andreas, chairman and chief executive officer of Archer-Daniels-Midland Co.
+* Photographic Sciences Corp., Rochester, has named John H. Hickman chairman, succeeding John E. Blackert, founder, chairman and chief executive officer, who becomes president. The post of chief executive officer is being left open.
+* Procter & Gamble Co. has elected to its board Charles Tignor Duncan, a member of the law firm of Peabody, Lambert & Meyers, Washington.
+* Research-Cottrell Inc., Somerville, N.J., has elected to its board Walter E. Massey, director of the Argonne National Laboratory and professor of physics at the University of Chicago.
+* System Development Corp., Santa Monica, Calif., has named William H. Brinkmeyer vice president of the Argentine Airspace Management Program, which will be a nationwide integrated network of advanced radar, communications and computer programs for airspace management and air traffic contr ol.
+* Tosco Corp. has elected Douglas A. Leafstedt senior vice president, information systems and services.
+* Towne, Paulsen & Co., Monrovia, Calif., a division of Sanofi Inc., announced that Joseph M. Vietti had joined the company as president and chief executive officer.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1982-01-14&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 14, 1982","* American Diagnostics Corp., Newport Beach, Calif., has named Ronald H. Coelyn president and chief operating officer. * Bristol-Myers Co. has elected Giulio Vita a vice president. * Clevepak Corp., White Plains, announced that Alexander W. Turnbull had joined the company as vice presi dent-finance and Edwin W. Barr as vice president-director of human r esources. D.C. Abbott Jr. has been appointed group executive of the newly formed specialty packaging group. * Towne, Paulsen & Co., Monrovia, Calif., a division of Sanofi Inc., announced that Joseph M. Vietti had joined the company as president and chief executive officer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Jan 1982: D.2.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424282443,"United States, New York, N.Y.",English,14-Jan-82,014-21-99; APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+ADVERTISING; A Rose Bowl Kickoff For Honeywell Spots,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/advertising-rose-bowl-kickoff-honeywell-spots/docview/424258454/se-2?accountid=14586,"The telecast of the Rose Bowl game Jan. 1 will mark a move into network television by Honeywell, which belives college sports is the vehicle for reaching the kind of business people who make decisions about buying office-automation and computer-system products.
+So, with the help of Quinn & Johnson, Boston-based subsidiary of B.B.D.O. International, it will move from the gridiron and onto the college basketball courts beginning Jan. 9.
+From then till spring, Honeywell spots will be running during 47 games.
+And proving itself an all-round good fellow, Honeywell has started a scholarship program honoring the most valuable player in each game - $1,000 per game, except for the bowl game and championships, when the amount donated to the college's general scholarship fund will be $5,000.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ADVERTISING%3B+A+Rose+Bowl+Kickoff+For+Honeywell+Spots&title=New+York+Times&issn=03624331&date=1981-12-22&volume=&issue=&spage=D.19&au=Dougherty%2C+Philip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 22, 1981","Proving itself an all-round good fellow, Honeywell has started a scholarship program honoring the most valuable player in each game - $1,000 per game, except for the bowl game and championships, when the amount donated to the college's general scholarship fund...","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Dec 1981: D.19.",11/14/17,"New York, N.Y.",,"Dougherty, Philip H",New York Times Company,,Newspapers,424258454,"United States, New York, N.Y.",English,22-Dec-81,ADVERTISING; TELEVISION; TELEVISION PROGRAMS; FOOTBALL; COLLEGE ATHLETICS,New York Times,NEWSPAPER,,,,,,,
+ERRORS CONCEDED IN CONTROLLER SCHOOL GRADES,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/errors-conceded-controller-school-grades/docview/424228033/se-2?accountid=14586,"A review of test grading at the national training school for air traffic controllers has revealed major inadequacies, but no grade-juggling to produce a higher passing rate, the school's director said today.
+''I can promise that I will institute a change in the grading at the academy,'' said Benjamin Demps Jr. ''My goal is a very tight process to preclude as much error as possible.''
+Congressional investigators have been looking into charges that grades at the Federal Aviation Administration Academy were changed. Academy officials said that a mixup, in which some who failed were told they had passed, was a machine error. Automation Said to Be at Fault
+Mr. Demps said that grades are figured by instructors, but that a shift to automated records has been under way since August. ''The scoring system was inadequate in that there was too much latitude for arithmatic error,'' he said.
+At a news conference, Mr. Demps produced revised failure figures. They showed a failure rate of 30.3 percent, or 44 students in a class of 145. Earlier, it had been announced that only 21.7 percent of the class failed.
+He also made public failure figures for a third trainee class, with 18 percent failing the test. Two members of the House Post Office and Civil Service Committee staff, are to arrive at the academy Sunday to investigate the mix-up. Enrollment Raised After Strike
+Enrollment at the academy has been increased to replace some of the 11,500 air traffic controllers dismissed by President Reagan after they struck Aug. 3.
+The Daily Oklahoman here quoted an instructor as saying that he talked to investigators Friday and that they ''will determine whether it was computer error or whether the grades were changed arbitrarily to make the percentage look good.''
+Last week, officials at the academy announced that the failure rate in the second session of classes since the strike began was a belownormal 31 students out of 143 trainees, or 21.7 percent.
+But today, the officials revised the number of trainees to 145. Mr. Demps said that the two extra students had withdrawn before the passfail test. Number of Failures Misstated
+Instructors told the newspaper that the failure rate for the second class of trainees had been about 40 percent. They said instead of 31 failures, as announced, 49 students failed. Seventeen dropped out.
+The instructors said that administrators had not recognized until after announcing the figures that they had miscounted 18 failing scores.
+A spokesman for the academy, Mark Weaver, confirmed that some students who failed were mistakenly given passing grades. ''Apparently we had some problems in machine grading,'' he said.
+Three instructors told The Daily Oklahoman that the Civil Aeronautics Medical Institute was reviewing tests that originally were graded by academy officials.
+Instructors told the newspaper that 16 students whose failing marks had been changed to passing were expected to be dismissed by the academy by Monday. They said eight already had been excused.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ERRORS+CONCEDED+IN+CONTROLLER+SCHOOL+GRADES&title=New+York+Times&issn=03624331&date=1981-11-29&volume=&issue=&spage=A.36&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1981","''I can promise that I will institute a change in the grading at the academy,'' said Benjamin Demps Jr. ''My goal is a very tight process to preclude as much error as possible.'' Mr. Demps said that grades are figured by instructors, but that a shift to automated records has been under way since August. ''The scoring system was inadequate in that there was too much latitude for arithmatic error,'' he said. A spokesman for the academy, Mark Weaver, confirmed that some students who failed were mistakenly given passing grades. ''Apparently we had some problems in machine grading,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1981: A.36.",11/14/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,424228033,"United States, New York, N.Y.",English,29-Nov-81,TESTS AND TESTING; AIR TRAFFIC CONTROL; EDUCATION AND SCHOOLS,New York Times,NEWSPAPER,,,,,,,
+Patents; Data to Aid Unaffiliated Inventors,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/patents-data-aid-unaffiliated-inventors/docview/424223183/se-2?accountid=14586,"WASHINGTON THE Patent and Trademark Office has arranged for the transmission to its 37 depository libraries of information that should be advantageous to independent inventors. A contract was awarded this week to the ABA Corporation, Arlington, Va., to conduct a classification and search support information system.
+Users of the patent collections in 25 states will have direct access to computerized data. The 4.3 million United States patents are classified into more than 100,000 subclasses. The libraries can use computer terminals to learn the classification of any American patent.
+The service will begin early in 1982. The contract, which was awarded under the Small Business Act, provides for a $350,000 fee for the first year. The ABA Corporation, of which Donna M. Choma is president, designs computer-based information systems and office automation.
+Independent inventors do not have access to the staff patent attorneys and information files maintained by corporations. The new service will make trips to Washington unnecessary.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Patents%3B+Data+to+Aid+Unaffiliated+Inventors&title=New+York+Times&issn=03624331&date=1981-10-03&volume=&issue=&spage=2.54&au=Jones%2C+Stacy+V&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 3, 1981","WASHINGTON THE Patent and Trademark Office has arranged for the transmission to its 37 depository libraries of information that should be advantageous to independent inventors. A contract was awarded this week to the ABA Corporation, Arlington, Va., to conduct a classification and search support information system.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Oct 1981: 2.54.",11/14/17,"New York, N.Y.",,"Jones, Stacy V",New York Times Company,,Newspapers,424223183,"United States, New York, N.Y.",English,3-Oct-81,"INVENTIONS AND INVENTORS; NEW MODELS, DESIGN AND PRODUCTS; LIBRARIES AND LIBRARIANS; ELECTRONIC INFORMATION SYSTEMS",New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/424187264/se-2?accountid=14586,"* Arrow Airways, a new Miami-based scheduled and charter cargopassenger airline, has named Albert P. Wells executive vice president and general manager.
+* Bank of New York has elected John B. Mencke senior vice president in charge of real estate lending activities.
+* Baxter Travenol Laboratories Inc., Deerfield, Ill., has elected Raymond D. Oddi chief financial officer, and Grady W. Harris and Steven Lazarus senior vice presidents.
+* Caltex Petroleum Corporation has elected Raymond F. Johnson and Seymour S. Miller senior vice presidents.
+* Chase Manhattan Bank has named James P. Borden, William G. Foulke Jr., William J. Kaufman, Dennis C. Longwell and Edward E. Madden senior vice presidents.
+* Citibank has elected Jean-Pierre Cuoni and Anthony W. Regan senior vice presidents, and Thomas A. Veitch a vice president.
+* Doubleday & Company has elected Richard E. Madigan vice president and treasurer, and Gerald H. Toner vice president and general counsel.
+* Securities Industry Automation Corporation, jointly owned by the New York and American Stock Exchanges, has appointed Charles B. McQuade chief executive officer.
+* Suburban Propane Gas Corporation, Morristown, N.J., has elected to its board W. Sydnor Settle, a partner of Simpson Thacher & Bartlett.
+* Sybron Corporation, Rochester, has elected to its board of directors William F. Andrews, chairman, president, and chief executive officer of Scovill Inc.
+* Toltec Royalty Corporation, Dallas, has elected Donald J. Hammerlindl president.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1981-09-24&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 24, 1981","* Baxter Travenol Laboratories Inc., Deerfield, Ill., has elected Raymond D. Oddi chief financial officer, and Grady W. Harris and Steven Lazarus senior vice presidents. * Chase Manhattan Bank has named James P. Borden, William G. Foulke Jr., William J. Kaufman, Dennis C. Longwell and Edward E. Madden senior vice presidents. * Citibank has elected Jean-Pierre Cuoni and Anthony W. Regan senior vice presidents, and Thomas A. Veitch a vice president.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Sep 1981: D.2.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424187264,"United States, New York, N.Y.",English,24-Sep-81,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; CHIEF TO LEAVE PRIME COMPUTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-chief-leave-prime-computer/docview/424148546/se-2?accountid=14586,"Chief executives tend to bow out when their companies are in trouble, but the opposite has occurred at Prime Computer Inc., a fast-growing manufacturer of mini-computers. Kenneth G. Fisher, 50 years old, announced yesterday that he was resigning as Prime Computer's president and chief executive officer ''to pursue other interests, probably of a nonbusiness nature.''
+In a telephone interview, Mr. Fisher said that he planned to explore a possible career in education, charity or politics, perhaps even running for office. He has had some experience in all three areas, and has lectured graduate business students at Harvard and other schools.
+''I need time to do exploring,'' he said. ''I've been busy helping Prime grow, and now is the right time for me and the company. We've got strong management and strong products, and the company is extremely well positioned.''
+Prime Computer was plagued by losses six years ago, when Mr. Fisher, who had previously worked at Honeywell and General Electric, joined the company. Since then, net income of the company, which is based in Wellesley Hills, Mass., near Boston, has virtually doubled every year, to $31.2 million in 1980 on sales of $267.6 million. Yesterday the company said that its second-quarter results, to be released next week, would show solid growth over the comparable period of 1980.
+In the last year, Mr. Fisher said, the company had introduced major new products and entered two rapidly growing markets, office automation and CAD/CAM, a system of computer-aided design and computer-aided manufacturing.
+His resignation at the age of 50 was not a case of executive burnout, Mr. Fisher insisted. ''On the contrary, it's good to pull out before one gets burnt out and can't do anything else,'' he said.
+John K. Buckner, vice president and chief financial officer, was named acting chief executive officer and president. Mr. Buckner, 44 years old, came to Prime Computer last September from Waters Associates, a scientific instrument manufacturer of which he was chief operating officer.
+Mr. Buckner will be considered along with other candidates to replace Mr. Fisher permanently, said David Dunn, the company's chairman.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+CHIEF+TO+LEAVE+PRIME+COMPUTER&title=New+York+Times&issn=03624331&date=1981-07-07&volume=&issue=&spage=D.2&au=Salmans%2C+Sandra&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 7, 1981","''I need time to do exploring,'' he said. ''I've been busy helping Prime grow, and now is the right time for me and the company. We've got strong management and strong products, and the company is extremely well positioned.'' His resignation at the age of 50 was not a case of executive burnout, Mr. [Kenneth G. Fisher] insisted. ''On the contrary, it's good to pull out before one gets burnt out and can't do anything else,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 July 1981: D.2.",11/15/17,"New York, N.Y.",,"Salmans, Sandra",New York Times Company,,Newspapers,424148546,"United States, New York, N.Y.",English,7-Jul-81,APPOINTMENTS AND EXECUTIVE CHANGES; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+Index; International,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/index-international/docview/424061006/se-2?accountid=14586,"Dutch attempt to block missiles in Europe appears to wither A2 Warsaw Pact forces land on Polish coast during war games A3 Around the World A5 Ford talks with Chinese leaders in Peking A6 Iranian bars truce until Iraqi Government is overthrown A10 Museum hopes to save old U.S. sailing ship in distant port A11 Saudi oil revenues appear to out- strip capacity to use them A12 Saudis reject Peres hint that he would seek peace if elected A12 U.S. says Mrs. Kirkpatrick met South African official A14 Government/Politics Congressional subcommittee told city's water problems B2 Residential construction at record low in New York State B3 State Senate leader wants to delay talks on transit aid B5 Bronx leading in convictions under tough juvenile law B9 Supreme Court Roundup B10 F.T.C. resignation opens way for appointment by Reagan B14 General Around the Nation A16 Three states fear serious damage soon from gypsy moths B1 The Region B2 Connecticut police officials say a Klan rally was mishandled B2 A fugitive former city police officer surrenders in Queens B3 The City B4 Avowed racist gets 2 life sentences in Utah jogger slayings B10 Carol Burnett seeks $1.5 million in punitive damages in libel suit B14 Homeowners can control gypsy moths in several ways B19 Science Times Automation speeds genetic re- search C1 A scientist whose realm is the whole of nature C1 About Education: a new approach to the slow learner C1 Liver cancer is linked to hepatitis C2 Science Watch C3 Science Q&A C3 An interview with Chancellor Macchiarola C4 Industry/Labor Cancer rate among auto assemblers in Detroit to be studied A16 Arts/Entertainment How Thomas's novel ''White Hotel'' grew from a poem C7 ''Glasshouse,'' about apartheid, at St. Peter's Theater C7 Leontyne Price in recital C7 Miss Gamson coordinates modern music and modern dance C7 A word processor poses a Presidential problem C7 New translation of Flaubert's ''St. Antony'' is reviewed C9 Emerson String Quartet plays six Bartok quartets C18 Two public-television programs concerning Israel's West Bank C18 Thousands buy 60- and 30-cent tickets to coming musical C20 Style Fashion Notes B12 Milan opens fall and winter shows B12 Learning the art of makeup B12 Sports Jumbo Elliott left imprint on his Villanova trackmen B14 Floyd wins T.P.C. golf on first hole of 3-way playoff B15 N.I.T. semifinalists take Garden spotlight B15 N.B.A. turns to opinion poll on rules changes B15 Pete Squires is hard to outrun on Sundays B15 Dave Anderson on Frank Howard, baseball's biggest manager B16 Number of right-handers in Yankee sweepstakes dwindles B17 Swan pitches four more innings without pain B17 The making of Landon Turner, key Indiana forward B18 An old friend's advice is a tonic for Macklin of L.S.U. B18 Features/Notes Notes on People B9 Man in the News: Samuel Church Jr., leader of miners union B14 Going Out Guide C6 News Analysis John Darnton assesses the tension in the Polish capital A1 David E. Rosenbaum examines the welfare cuts B11 Editorials/Letters/Op-Ed Editorials A18
+Raking leaves Who should veto whom? The Beaverkill is for trout Peter Passell: dollar diplomacy Letters A18 Alfonse M. D'Amato: don't pick Reagan's package to pieces A19 Dean Chavers: periling education for Indians A19 John Glenn: alternate tax proposals A19 From two 1852 Philadelphia newspaper editorials: who benefits? A19",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Index%3B+International&title=New+York+Times&issn=03624331&date=1981-03-24&volume=&issue=&spage=B.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 24, 1981",Dutch attempt to block missiles in Europe appears to wither A2 Warsaw Pact forces land on Polish coast during war games A3 Around the World A5 Ford talks with Chinese leaders in Peking A6 Iranian bars truce until Iraqi Government is overthrown A10 Museum hopes to save old U.S. sailing ship in distant port A11 Saudi oil revenues appear to out- strip capacity to use them A12 Saudis reject Peres hint that he would seek peace if elected A12 U.S. says Mrs.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Mar 1981: B.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424061006,"United States, New York, N.Y.",English,24-Mar-81,,New York Times,NEWSPAPER,,,,,,,
+Progress On National Market Plan,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/progress-on-national-market-plan/docview/424045055/se-2?accountid=14586,"WASHINGTON ALTHOUGH progress toward the establishment of a national market system has been painfully slow since it was mandated by Congress in 1975, members of the securities industry are beginning to say that the higher trading volumes envisioned for the 1980's will make more automation and a broader trading mechanism almost a necessity.
+But while gradual changes are being cautiously embraced by the New York Stock Exchange and other members of the industry, there appears to have been no diversion from the policy of seeking slow and measured progress.
+For example, Harold M. Williams, the chairman of the Securities and Exchange Commission, sees his agency's role as one of ''facilitating'' the transition, and in his view, the facilitating process should be done ''cautiously and deliberately.''
+And Edward I. O'Brien, the president of the Securities Industry Association, said the S.E.C.'s approach of ''benevolent oversight'' was ''exactly the right thing.''
+Some members of Congress, however, are not that pleased with the slow progress. Last September, the House Subcommittee on Oversight and Investigation released a five-year status report on the national market system that was critical of the S.E.C.'s slowness in removing anticompetitive barriers.
+But the chairman of that subcommittee, Representative Bob Eckhardt, Democrat of Texas, who has taken an active interest in the S.E.C., was defeated in a re-election effort last November and the future interest of that committee in prodding the S.E.C. on a national market is uncertain.
+The aim of a national market system is to assure the best possible price on customers' orders regardless of where they are executed. To work properly, some experts say, the system must electronically link the various stock exchanges, provide adequate disclosure and communications between the participants, and offer sufficient opportunities for off-the-board transactions, whether or not traders are members of the exchange.
+Removing the monopolistic off-board restrictions - such as the New York Stock Exchange Rule 390, which forces member firms to bring their orders to the specialist on the floor - has always been and remains a major hurdle.
+Last June, the commission adopted a rule, 19c-3, that weakens 390 by giving member firms the option of taking orders for some 130 selected stocks to exchange specialists or executing orders within their own firms. But Mr. O'Brien contends that some sort of electronic ''linkage'' is needed in order to assess the effect of 19c-3.
+Such linkage is likely within the next few months, when an automated tie-in is expected between the Intermarket Trading System, or I.T.S., an electronic link of the Big Board with regional exchanges, and the NASDAQ system, which handles the over-the-counter markets.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Progress+On+National+Market+Plan&title=New+York+Times&issn=03624331&date=1981-01-11&volume=&issue=&spage=A.70&au=Gerth%2C+Jeff&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 11, 1981","For example, Harold M. Williams, the chairman of the Securities and Exchange Commission, sees his agency's role as one of ''facilitating'' the transition, and in his view, the facilitating process should be done ''cautiously and deliberately.'' Edward I. O'Brien, the president of the Securities Industry Association, said the S.E.C.'s approach of ''benevolent oversight'' was ''exactly the right thing.'' Last June, the commission adopted a rule, 19c-3, that weakens 390 by giving member firms the option of taking orders for some 130 selected stocks to exchange specialists or executing orders within their own firms. But Mr. O'Brien contends that some sort of electronic ''linkage'' is needed in order to assess the effect of 19c-3.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Jan 1981: A.70.",11/14/17,"New York, N.Y.",,"Gerth, Jeff",New York Times Company,,Newspapers,424045055,"United States, New York, N.Y.",English,11-Jan-81,UNITED STATES ECONOMY; LAW AND LEGISLATION; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Securities Group Leader,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-securities-group-leader/docview/424033344/se-2?accountid=14586,"Peter C. Trent, who was recently elected chairman of the Public Securities Association, expects to have a busy year as head of the trade association for brokers and banks that deal in mu@nicipal and Government bonds. ''It's been a very difficult and hectic market, but it still can be a lucrative business,'' he said.
+One of his concerns, Mr. Trent noted, ''is an ongoing tendency of the Federal Government to get involved with state and local affairs.'' He added, ''We've always taken a position opposed to that.'' Looking ahead to the Reagan administration, he remarked that ''we may be in a climate that may be more favorable along these lines.''
+Another concern, Mr. Trent added, is a lack of adequate automation in the clearing function for municipal bonds. ''It's an archaic form of issuing securities and a cumbersome one,'' he said. ''We're very interested in helping to further improvements in this machinery.''
+Mr. Trent, 47, is an executive vice president of Shearson Loeb Rhoades in charge of municipal bond underwriting, research, sales and trading. He began hi s career in 1955 as an in stitutional salesman at James A. Andrews & Company and later operated his own firm for two years. He joined a predecessor of Shearson in 1970.
+Mr. Trent, who recently completed a term as chairman of the Municipal Securities Rulemaking Board, a self-regulatory organization, said that the Public Securities Assocition ''has come a long way in four years and it's important now to build on this and reach out.''
+Illustration Photo of Peter C. Trent",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Securities+Group+Leader&title=New+York+Times&issn=03624331&date=1980-12-01&volume=&issue=&spage=D.2&au=Sloane%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1980","One of his concerns, Mr. [Peter C. Trent] noted, ''is an ongoing tendency of the Federal Government to get involved with state and local affairs.'' He added, ''We've always taken a position opposed to that.'' Looking ahead to the Reagan administration, he remarked that ''we may be in a climate that may be more favorable along these lines.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1980: D.2.",11/15/17,"New York, N.Y.",,"Sloane, Leonard",New York Times Company,,Newspapers,424033344,"United States, New York, N.Y.",English,1-Dec-80,,New York Times,NEWSPAPER,,,,,,,
+NEW POSTAL UNION PRESIDENT IS FIRM ON KEY ISSUES,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-postal-union-president-is-firm-on-key-issues/docview/424013917/se-2?accountid=14586,"Moe Biller, the leader of the New York Metro Area Postal Union, moves up to the presidency of the American Postal Workers Union this month and promises to inject a new toughness and aggressiveness into dealings with the United States Postal Service and into next year's contract bargaining.
+''I'm not taking office with a chip on my shoulder,'' Mr. Biller said in an interview last week. ''But I don't like the anti-union tactics of the present postal administration and I don't - and my members don't - want a repeat of the 1978 disaster.''
+The ''disaster'' to which Mr. Biller was referring was the initial settlement in 1978 that many postal workers had repudiated as unsatisfactory. Some of them went on strike illegally in New Jersey and California and were subsequently dismissed. Since then, Mr. Biller has had a running battle with the Postal Service and Postmaster General William F. Bolger, in particular, as he has sought reinstatement for those who were dismissed.
+Mr. Biller was elected president of the 250,000-member Postal Union last month in a nationwide vote in which he overwhelmingly defeated the incumbent, Emmet Andrews, and two other candidates. He will take office formally at a ceremony in Washington on Saturday, three days after his 65th birthday.
+Opposes 9-Digit Zip
+Another New Yorker, Vincent R. Sombrotto, has just been re-elected to a second term as president of the 233,000-member National Association of Letter Carriers. Both he and Mr. Biller were leaders in the rebellion against the 1978 postal contract.
+As Mr. Biller prepares to assume the presidency of the Postal Union, he makes no secret of his continuing dispute with Mr. Bolger and says that he is going to oppose strongly any Postal Service policies that he considers inimical to the welfare of workers. He spoke heatedly against Postal Service plans to institute a nine-digit ZIP code, which he fears will result, through computer sorting, in substantial losses of postal jobs.
+Mr. Bolger has forecast savings by 1986 of $500 million a year as a result of automation and has said that he hoped that the postal work force could be reduced in five to 10 years by 60,000 employees, but through attrition rather than layoffs.
+The current contracts covering Postal Service employees do not expire until next July, but Mr. Biller said that negotiations could start in the early spring and that he anticipated intense and difficult bargaining.
+Mr. Biller, an intense, loquacious man, is a native New Yorker who lives at 208 East Broadway, not far from where he was born. He attended Brooklyn College, but left to go to work first as a substitute and then as a distribution clerk in the Knickerbocker Station of the Post Office.
+His first union office was as a guard, or sergeant-at-arms, for the local branch of the National Federation of Post Office Clerks. He was elected president of the Manhattan and Bronx Postal Union, now known as the New York Metro Area Postal Union, in 1959. He has also served as Northeast regional coordinator for the national postal union since 1972.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+POSTAL+UNION+PRESIDENT+IS+FIRM+ON+KEY+ISSUES&title=New+York+Times&issn=03624331&date=1980-11-02&volume=&issue=&spage=A.51&au=Stetson%2C+Damon&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 2, 1980","''I'm not taking office with a chip on my shoulder,'' Mr. [Moe Biller] said in an interview last week. ''But I don't like the anti-union tactics of the present postal administration and I don't - and my members don't - want a repeat of the 1978 disaster.'' The ''disaster'' to which Mr. Biller was referring was the initial settlement in 1978 that many postal workers had repudiated as unsatisfactory. Some of them went on strike illegally in New Jersey and California and were subsequently dismissed. Since then, Mr. Biller has had a running battle with the Postal Service and Postmaster General William F. Bolger, in particular, as he has sought reinstatement for those who were dismissed.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Nov 1980: A.51.",11/15/17,"New York, N.Y.",,"Stetson, Damon",New York Times Company,,Newspapers,424013917,"United States, New York, N.Y.",English,2-Nov-80,LABOR; POSTAL SERVICE; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+2D CHRYSLER SMALL CAR PLANT OPENS,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/2d-chrysler-small-car-plant-open s/docview/423991400/se-2?accountid=14586,"With employees cheering, the chairman of the Chrysler Corporation, Lee A. Iacocca, drove the first ''K''-car station wagon off the assembly line at Newark, Del., yesterday, marking the start of production at a second plant devoted to the small front-wheel-drive model that is charged with carrying the company's future.
+The pearl white Plymouth Reliant was the first of 180,000 ''K'' cars scheduled for production by the end of the year, although Chrysler hopes to produce 600,000 of them before the 1981 model run is over.
+On Aug. 6, the first two- and four-door Reliants and similar versions of their twin, the Dodge Aries, went into production at the Jefferson Avenue assembly plant in Detroit. Automation is a key element at both plants, and Mr. Iacocca said that retooling for manufacture of components and assembly represented an investment of nearly $3 billion.
+Government and union officials, including Douglas A. Fraser, president of the United Automobile Workers, joined company executives at the ceremonial drive-off. Touching on the burst of Japanese car sales in the United States, Mr. Iacocca called his new line ''a counterblast,'' and said that Chrysler would have a fleet economy average that is 2 1/2 miles a gallon better than its nearest competitor.
+Part of that competitive edge, however, results from a Federal downgrading of mileage ratings for the popular General Motors ''X''- body cars, which are the ''K'' bodies' most direct competition. The 1981 ''X'' cars have ratings that are about 2 miles a gallon lower than their 1980 counterparts, a result of tighter emission standards and variation in the expected product ''mix.''
+The station wagon driven by the Chrysler chairman, along with the next seven cars off the line also will undergo strenuous testing, according to a company spokesman, being subjected to the equivalent of six months of normal road use before any cars are shipped from the plant.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=2D+CHRYSLER+SMALL+CAR+PLANT+OPENS&title=New+York+Times&issn=03624331&date=1980-09-04&volume=&issue=&spage=D.4&au=Schuon%2C+Marshall&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 4, 1980","Part of that competitive edge, however, results from a Federal downgrading of mileage ratings for the popular General Motors ''X''- body cars, which are the ''K'' bodies' most direct competition. The 1981 ''X'' cars have ratings that are about 2 miles a gallon lower than their 1980 counterparts, a result of tighter emission standards and variation in the expected product ''mix.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Sep 1980: D.4.",6/12/19,"New York, N.Y.",,"Schuon, Marshall",New York Times Company,,Newspapers,423991400,"United States, New York, N.Y.",English,4-Sep-80,Emission standards,New York Times,NEWSPAPER,,,,,,,
+"For Crafters, the Gift of Automation:   [Personal Tech ]","New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/crafters-gift-automation/docview/434257357/se-2?accountid=14586,"THE easy replication enabled by the digital era is coming to the tactile world, and one of its first stops is the two-dimensional world of paper, felt and vinyl. Computer-driven styluses can cut, burnish and emboss paper and other materials using instructions purchased or swapped on the Web.
+Such automation may seem at odds with the concept of handmade, but there's no doubt the tools allow for bigger and more elaborate projects that might cause cramps if cut manually.
+Jennifer McGuire, an artist in Cincinnati, plans to make 150 Christmas cards using her Silhouette digital cutter to make hundreds of snowflakes in slightly different sizes. Then, she said, she will glue them together in layers, place a family picture in the center and add a loop so the snowflake can hang on a tree.
+""In the past, I've cut some myself by hand,"" she said, ""and that takes way too long.""
+The cutting machines look and manipulate paper like printers for personal computers but have blades instead of ink cartridges. They started appearing more than four years ago, and the earliest versions used patterns from cartridges and digital memory cards. This year, the manufacturers have enabled customers to buy patterns from professional artists and are making it easier for crafters to swap patterns through online networks.
+Besides making cards, crafters use the machines for scrapbook projects, home decor, lettering and artwork. Here are three machines often mentioned by crafters:
+PAZZLES
+Jeremy Vander Woude, the general manager of Pazzles, based in Boise, Idaho, said his company was finishing tests of the Pazzles Craft Room, a Web site that borrows ideas from members of social networks and adapts them to support Pazzles machines. Customers will be able look at the creations of other crafters and download plans to replicate them. Some features will be free, and some sections, like the collection of professionally designed projects, will be available for a fee.
+With the Pazzles cutter, ""you can use any fonts, you can design your own images, you can take public domain clip art, turn it into line drawings that can then be cut,"" Mr. Vander Woude said. ""If they're having a bit of trouble making their project work just right, they can get on the Internet and chat with one of our designers.""
+The machines cost $600 for the basic model and up to $3,000 for professional models intended for heavy use.
+CRICUT
+The Cricut line from Provo Craft in Spanish Fork, Utah, includes machines that can be used with or without a home computer. Jon Lee, brand director for the line, said customers typically liked the simplicity of purchasing and using a collection of cutting patterns on a cartridge without having to understand software or computers.
+In the past, Provo Craft sold patterns on cartridges that might include several hundred designs with a similar theme; it hopes to expand its online offerings and triple the number of cartridges available next year. Designs include a variety of original and licensed outlines, including popular cartoon characters like Batman and SpongeBob SquarePants.
+The basic machine costs $149, and the Cricut Expression, which can handle 12- by 24-inch paper, is $349. The company also makes a hand-held tool called the Gypsy that is used to choose fonts and shapes to be cut. It lists at $300.
+Mr. Lee said Cricut's Internet-based tools might offer individual patterns to customers for a particular project, but he declined to provide details. One small company, Craft Edge, sells a $90 software package that has fonts and outlines that can be cut on the Cricut machine.
+SILHOUETTE
+This line of digital cutters uses the iTunes model to sell individual patterns on the Internet, said Kirk Pead, the vice president for sales and marketing at Silhouette America in Lindon, Utah, adding, ""We started getting third-party artists to give us images, and they'll be paid royalties based on how many times they're downloaded.""
+Once owned by QuicKutz, a company that makes tools for crafters, Silhouette has been spun off on its own. The company recently announced that it was licensing patterns from Hero Arts, a company that makes rubber stamps, and Mr. Pead promised more to come.
+THE Silhouette SD costs $300 and includes a $25 gift card for patterns from its online store. Pattern prices usually start at $1.99, with an unlimited subscription for $30 a month.
+Erin Lincoln, a member of the Silhouette Design Team in Boonsboro, Md., said she had used the machine to cut patterns for etching glass, create spider cutouts for Halloween and make hundreds of stars to decorate her son's wagon for Memorial Day.
+""I like the fact that it looks manufactured,"" she explained. ""I don't like the stuff looking hokey-crafty. I want the stuff to look as professional as possible. I don't want uneven lines or edges.""
+Photograph Machine Art: At Her Cincinnati Home, Jennifer Mcguire, an Artist, Works On a Scrapbook Project Using Her Silhouette Digital Cutter. Above, a Closeup of a Page in One of Her Scrapbooks. (Photographs by Tom Uhlman for the New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+Crafters%2C+the+Gift+of+Automation%3A+%5BPersonal+Tech%5D&title=New+York+Times&issn=03624331&date=2009-12-03&volume=&issue=&spage=F.4&au=Wayner%2C+Peter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 3, 2009","Besides making cards, crafters use the machines for scrapbook projects, home decor, lettering and artwork. Erin Lincoln, a member of the Silhouette Design Team in Boonsboro, Md., said she had used the machine to cut patterns for etching glass, create spider cutouts for Halloween and make hundreds of stars to decorate her son's wagon for Memorial Day.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Dec 2009: F.4.",11/15/17,"New York, N.Y.",,"Wayner, Peter",New York Times Company,,Newspapers,434257357,"United States, New York, N.Y.",English,3-Dec-09,Tools; Digital electronics; Gifts; Handicrafts,New York Times,Feature,,,,,,,
+Baldor Electric Buying Unit of Rockwell,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/baldor-electric-buying-unit-rockwell/docview/433448164/se-2?accountid=14586,"The Baldor Electric Company, which makes electric motors, drives and generators, agreed yesterday to acquire the power systems business of Rockwell Automation for $1.8 billion, mostly in cash.
+Baldor, based in Fort Smith, Ark., said that it would pay $1.75 billion in cash and about $50 million in stock for the unit, which sells its products under the Reliance Electric and Dodge brand names.
+Rockwell Automation said in June that it planned to sell the business, which makes electric motors used to power conveyor belts and similar industrial systems. It also makes the bearings and gears used to transmit mechanical power through factories, mines and oil operations.
+At that time, Rockwell Automation said it would use some of the proceeds for dividends or share buybacks and that it was selling the power systems business, based in Greenville, S.C., because it needed the capital to fuel growth. Rockwell Automation is based in Milwaukee.
+Rockwell shares gained $1.90, to $63.20. Baldor rose $2.24, to $33.25, a gain of more than 7 percent.
+''There was a lot of noise around the company's inability to get the deal done at targeted levels, and today's announcement should put these concerns to rest,'' an analyst at J. P. Morgan, Stephen Tusa, said in a research note. Mr. Tusa also said the value was higher than he had foreseen.
+Credit: By Reuters",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Baldor+Electric+Buying+Unit+of+Rockwell&title=New+York+Times&issn=03624331&date=2006-11-08&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 8, 2006","At that time, Rockwell Automation said it would use some of the proceeds for dividends or share buybacks and that it was selling the power systems business, based in Greenville, S.C., because it needed the capital to fuel growth. Rockwell Automation is based in Milwaukee.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 2006: C.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433448164,"United States, New York, N.Y.",English,8-Nov-06,Acquisitions & mergers; Electric industries,New York Times,News,,,,,,,
+U.S. Expands Its Scrutiny Of Stock Grants,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-expands-scrutiny-stock-grants/docview/433344804/se-2?accountid=14586,"The investigation into executive stock option grants widened, as Juniper Networks, F5 Networks, Brooks Automation and Openwave Systems said they had been contacted by prosecutors or regulators.
+Juniper, the maker of equipment to direct Internet traffic, said the United States attorney in Brooklyn requested information on its stock option grants. F5 Networks, another Internet-traffic equipment company, and Brooks Automation, a maker of software and machines used in computer-chip production, also got subpoenas from the prosecutor.
+Openwave, a supplier of mobile-phone software, said it received a letter of inquiry from the Securities and Exchange Commission. The S.E.C. requested information on F5's stock option grants on Thursday. Brooks Automation got a similar S.E.C. request May 12.
+The Semtech Corporation, a maker of chips for cellphones, also received a letter from the S.E.C. on Thursday, asking it to provide information regarding stock options granted since Jan. 1, 1997. The company will comply with the inquiry, according to a statement yesterday.
+They bring to at least 15 the companies under investigation by the Justice Department, the S.E.C. or both. Regulators are trying to determine whether the companies deliberately moved option grants back to dates when the stock price was lower, helping to ensure the options would make money for the executives.
+''The stock-option game is supposed to confer the potential for profit, but also some risk,'' said John Freeman, a professor of business ethics at the University of South Carolina Law School.
+The federal investigation broadened last week to companies including the UnitedHealth Group, the health insurer, and Affiliated Computer Services, the world's largest processor of student loan payments.
+Quest Software said yesterday its board was forming a committee of independent directors to investigate its options-granting practices.
+Shares of Openwave, based in Redwood City, Calif., fell 69 cents, to $14.68. Juniper, based in Sunnyvale, Calif., rose 43 cents to $15.49. The stock fell 11 percent in four days last week after a May 16 report by the Center for Financial Research and Analysis said it was among 17 companies ''at risk'' of scrutiny for its stock-option practices.
+CNET Networks, another company named in the center's report, said its board formed a special committee to investigate past option grants.
+Juniper said in a statement that it was cooperating with the investigation by the United States attorney for the Eastern District of New York. Openwave said it was cooperating with the S.E.C. F5 and Brooks Automation also said they were cooperating in the investigations.
+At yet another company, shares of the Broadcom Corporation, a maker of semiconductors for the communications industry, were identified by a Merrill Lynch analyst, Joe Osha, as having generated ''excess returns'' within 20 days of the grant of stock options from 1997 to 2002.
+A spokesman for Broadcom, Bill Blanning, said his company was confident in the integrity of its process for granting stock options.
+Credit: By Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Expands+Its+Scrutiny+Of+Stock+Grants&title=New+York+Times&issn=03624331&date=2006-05-23&volume=&issue=&spage=C.7&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 23, 2006","Juniper, the maker of equipment to direct Internet traffic, said the United States attorney in Brooklyn requested information on its stock option grants. F5 Networks, another Internet-traffic equipment company, and Brooks Automation, a maker of software and machines used in computer-chip production, also got subpoenas from the prosecutor. Openwave, a supplier of mobile-phone software, said it received a letter of inquiry from the Securities and Exchange Commission. The S.E.C. requested information on F5's stock option grants on Thursday. Brooks Automation got a similar S.E.C. request May 12. Juniper said in a statement that it was cooperating with the investigation by the United States attorney for the Eastern District of New York. Openwave said it was cooperating with the S.E.C. F5 and Brooks Automation also said they were cooperating in the investigations.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 May 2006: C.7.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433344804,"United States, New York, N.Y.",English,23-May-06,Executive compensation; Investigations; Stock options,New York Times,News,,,,,,,
+Lights. Mood. Video. All at the Touch of a Screen.,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lights-mood-video-all-at-touch-screen/docview/433293371/se-2?accountid=14586,"Vincent Aita, a partner in a Chicago-based hedge fund firm who does considerable work in New York, bought a two-bedroom apartment overlooking the Chelsea section of Manhattan last year. But before he moved in, he commissioned a months-long makeover complete with new floors, a sleek new kitchen and an updated open profile where there were once walls.
+And naturally, he said he thought at the time, he wanted a simple means to control all the consumer electronic goodies he planned to buy to equip his new home.
+These days when he enters his home, a touch on a compact, wall-mounted L.C.D. screen just inside his front door lights up his apartment like a department store. Once inside, another touch on a larger portable screen commands his 61-inch high-definition television and multi-channel sound system to stand by as he readies a favorite DVD.
+Another tap of a screen or a button on what looks like a conventional remote control, and Mr. Aita's living room falls into a cozy twilight, perfect, he said, to enjoy a good film at home -- controlled, of course, with the same fingertip ease as practically everything else in his apartment.
+''The system is mostly intuitive,'' said Mr. Aita, who is 32 years old and has an evident penchant for order. ''I was fortunate that this particular technology was available when I was looking for it.''
+In Mr. Aita's case, the technology comes by way of a system built by Control4, a home automation company based in Salt Lake City. The company aims to produce affordable security products that are easy to use and can be installed after homes are built. Control4 is hardly alone in its attempt to make home automation as much a part of high-tech American homes as flat-panel televisions.
+The promise of a remote control home has buzzed around consumers' ears for decades, but never seemed to materialize for mainstream households. Most Americans have had to behold home automation from afar, featured in magazine spreads on televised tours of the homes of the well-heeled.
+But just as flat-panel television prices have significantly fallen in the last year, so have the costs of putting a home's operations under a fingertip's control, many home automation makers and installers say. Even basic functions -- like central control of all of a home's music, movies and television, with atmospheric lighting -- now cost hundreds rather than thousands of dollars, said Craig Cohen, president of Compushine, the New York company that installed Mr. Aita's system.
+Mr. Cohen said earlier home-automation systems could routinely cost $70,000 to $300,000. Mr. Aita said his Control4 system cost about $10,000.
+One advantage of the newer systems, users note, is that they are modular. As a result, once the central control unit is installed, additional modules -- usually wirelessly linked -- may be added according to the homeowner's needs and budget.
+Mr. Aita said his system's main control unit cost $2,300, the in-wall touch screens $700 each, the hand-held remote controls $100 each and the wireless light switches $100 apiece.
+An integrated controller with CD player, MP3 server, with FM, AM and satellite radio cost about $5,000, he said.
+Not everyone, of course, is a hedge fund partner. But even those on small budgets can take advantage of falling prices. Kurt Scherf, the principal analyst and vice president of Parks Associates, a market research and consulting company based in Dallas, noted that a home starter kit he found at Home Depot, consisting of a controller and enough modules to control at least four lights wirelessly, cost as little as $100.
+''The technologies to allow for low-cost and hassle-free installation and reliability have come a long way since the 1970's, when people first stared talking about the possibility of home control and home management,'' he said.
+Many of the innovations transforming home automation, industry executives and analysts say, are possible because of steady improvements in wireless technologies and home Internet access. Last month at the Consumer Electronics Show, the annual Las Vegas showcase of new high-tech products heading to market, companies like Control4 and Lutron Electronics prominently displayed a new class of affordable home automation systems.
+Most of the new products rely on wireless links that connect the hub of a home security system with various modules, like those that control power outlets and light switches. One of the newest wireless protocols, ZigBee, also called 802.15.4b, is designed specifically for integration with home and office networks.
+ZigBee is capable of two-way communications, an advantage over many earlier systems that were only one-way. With a two-way link, remotely controlling a light in the basement, for example, becomes less of an act of faith; a signal can be sent back to confirm that the light has done what it was commanded to.
+This year, some industry analysts say, ZigBee may become a standard for home automation, further speeding system adoption and overall popularity of the category. Wireless systems offer great utility and convenience compared with conventional wired systems, Mr. Scherf said, because they are easier to install, greatly reducing or eliminating the need to string cables over or through walls to connect the systems.
+A wireless light switch, for instance, can be placed in the wall and be commanded by a wireless remote control or wirelessly linked to a control hub that automatically activates preferred lighting brightness based on the time of day, home-theater use or other factors, Mr. Cohen of Compushine said.
+In fact, he said, a remotely controlled light switch is often what he first shows prospective customers to help them conceptualize what can be accomplished in retro-fitting automation systems into homes.
+''You start with a light switch and people understand that you are bringing something to the home when they can see that they can control the home's lights from the bed, from a couch,'' Mr. Cohen said. ''They go, 'wow.' ''
+Lutron's Maestro IR remote control dimmer, which won an innovation award at the electronics show, can recall a user's preferred lighting level at the touch of a button. It costs $54 at home improvement stores and lighting showrooms.
+While home automation systems have become significantly easier to install and set up, systems like Control4 still require professional installers and are sold through authorized dealers, said Will West, president and chief executive of Control4. But he said the company was testing putting its systems and components in big-box stores like Home Depot to appeal to adept do-it-yourselfers.
+''It is still fairly new, and most people are just becoming familiar with home automation,'' he said.
+But the home automation pioneer X-10 has long been selling its systems to consumers and urging them to take remote control of their homes and offices. X-10, founded in 1978, uses a combination of wireless technologies and a home's existing electrical wiring to communicate with its modules.
+While the company offers some two-way systems, most are offered in one-way mode to keep costs low, said Dave Rye, senior vice president and technology manager of X-10, which is based in Hong Kong.
+X-10 products are sold online (www.x10.com) and under various brands names in retail stores like Radio Shack.
+For years, he said by telephone from the company's office in Seattle, X-10 has been able to retrofit a home with automation for less than $100 requiring only a personal computer to set it up. He said a starter kit costs $50 and each additional wireless module to control a lamp, for instance, costs $10.
+But Mr. Aita, the hedge fund partner, said he did nothave the time or ability to automate his Chelsea apartment. So when he literally bumped into Mr. Cohen of Compushine while playing hockey at Chelsea Piers, everything -- the able installer, a maturing technology and the affordable price -- seemed to click into place.
+Photograph An in-wall L.C.D. screen is just one way to control all the sound, video and lighting functions in Vincent Aita's apartment in New York. Wireless technology has led to more extensive and less expensive systems.; Vincent Aita can control his 61-inch flat-screen TV and other electronic equipment from a hand-held remote. His system cost about $10,000, but basic wireless lighting systems can be bought for less than $100. (Photographs by Andrea Mohin/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Lights.+Mood.+Video.+All+at+the+Touch+of+a+Screen.&title=New+York+Times&issn=03624331&date=2006-02-02&volume=&issue=&spage=C.11&au=Marriott%2C+Michel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 2, 2006","In Mr. [Vincent Aita]'s case, the technology comes by way of a system built by Control4, a home automation company based in Salt Lake City. The company aims to produce affordable security products that are easy to use and can be installed after homes are built. Control4 is hardly alone in its attempt to make home automation as much a part of high-tech American homes as flat-panel televisions. Just as flat-panel television prices have significantly fallen in the last year, so have the costs of putting a home's operations under a fingertip's control, many home automation makers and installers say. Even basic functions -- like central control of all of a home's music, movies and television, with atmospheric lighting -- now cost hundreds rather than thousands of dollars, said Craig Cohen, president of Compushine, the New York company that installed Mr. Aita's system. An in-wall L.C.D. screen is just one way to control all the sound, video and lighting functions in Vincent Aita's apartment in New York. Wireless technology has led to more extensive and less expensive systems.; Vincent Aita can control his 61-inch flat-screen TV and other electronic equipment from a hand-held remote. His system cost about $10,000, but basic wireless lighting systems can be bought for less than $100. (Photographs by Andrea Mohin/The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Feb 2006: C.11.",11/15/17,"New York, N.Y.",,"Marriott, Michel",New York Times Company,,Newspapers,433293371,"United States, New York, N.Y.",English,2-Feb-06,Building automation; Control systems; Consumer electronics; Smart houses,New York Times,Feature,,,,,,,
+Cisco's Balance Of Automation And Workers,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ciscos-balance-automation-workers/docview/433125829/se-2?accountid=14586,"The technology created by Silicon Valley workers may itself be partly responsible for slowing the rate of employment growth here. More and more, companies are automating functions once performed by people.
+Cisco Systems, for instance, uses Internet-based programs to automate certain pieces of its human resources, finance, customer service and support operations. Among other things, this means that when a new employee is hired, the employee enrolls online for benefits rather than meeting with a human resources manager.
+In addition, salespeople can get legal documents and contracts online, with no need to mail, fax or even store information. And an increasing amount of the sales and marketing process is handled electronically, said Susan L. Bostrom, senior vice president for worldwide government affairs at Cisco.
+The company has set a long-term goal of raising productivity to $1 million in sales per employee. That translates to needing fewer workers, as Cisco's hiring pattern has borne out.
+In the first quarter of 2001, it had 44,000 employees, 28 percent of whom were in the Bay Area. At the time, its sales were $5.9 billion and its profit $1.3 billion.
+Today, Cisco has 37,500, with 22 percent in the region. Its sales during the fiscal quarter ended April 30 were $6.2 billion and its profit was $1.4 billion (after plummeting in the comparable quarter of 2001 to sales of $4 billion and profits of $230 million).
+As it has returned to steady growth, Cisco has begun to hire again. In the last four quarters, it added 2,755 workers -- mostly engineers and sales representatives -- with about 36 percent of them in the region.
+This more modest hiring is something that technology should continue to allow, said AnnaLee Saxenian, dean of the School of Information Management and Systems and a professor of city and regional planning at the University of California, Berkeley.
+''Productivity went up through the recession, and it continues to rise,'' she said.
+Credit: By The New York Times",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Cisco%27s+Balance+Of+Automation+And+Workers&title=New+York+Times&issn=03624331&date=2005-07-03&volume=&issue=&spage=1.17&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 3, 2005","In addition, salespeople can get legal documents and contracts online, with no need to mail, fax or even store information. And an increasing amount of the sales and marketing process is handled electronically, said Susan L. Bostrom, senior vice president for worldwide government affairs at Cisco. The company has set a long-term goal of raising productivity to $1 million in sales per employee. That translates to needing fewer workers, as Cisco's hiring pattern has borne out.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 July 2005: 1.17.",11/15/17,"New York, N.Y.",San Jose California,,New York Times Company,,Newspapers,433125829,"United States, New York, N.Y.",English,3-Jul-05,Automation; High tech industries; Employment,New York Times,News,,,,,,,
+Lights Left On? A Virtual Valet Can Check,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lights-left-on-virtual-valet-can-check/docview/432749535/se-2?accountid=14586,"AFTER dropping off his 3-year-old daughter at school, James Sentman can't always remember if he turned off the heat at home. But rather than worrying or driving back to check, Mr. Sentman delegates the issue to his personal assistant: an Internet-connected cellphone.
+With help from some basic home-automation products, Mr. Sentman can use the phone to check the status of lights or room temperature and whether someone has come to the front door.
+''It knows what's going on at home,'' said Mr. Sentman, a 34-year-old freelance programmer in Savannah, Ga.
+Like virtual valets, mobile phones and hand-held organizers are being put to growing use to check, fetch, inform and reassure.
+''Most people don't understand the power they have in their pockets,'' said Rael Dornfest, editor in chief of MobileWhack (mobilewhack.com), a site about mobile devices.
+Mr. Sentman uses the Internet browser that came with his Motorola Timeport P8167 cellphone, for example, to check on the lights, heat switches and various motion detectors that he has connected to his home-automation software -- and if necessary, to make adjustments. Granted, the home-automation part came first, with devices and software that use existing electrical wiring to link appliances.
+Once in place, the system, using a standard called X10, can be monitored and manipulated from a PC. For homeowners whose PC's remain online, programs like SmarthomeLive from Smarthome of Irvine, Calif., can then provide access to the home-automation software through a mobile phone.
+The option to use Internet-enabled mobile phones with home-automation systems is ''getting much more common because of the always-on connections'' to the Internet in the millions of homes that have high-speed access, said Jeff Fisher, president of HomeTech Solutions in Cupertino, Calif.
+In many cases, palmtops and cellphones can act as remotes even without the Internet as intermediary. Ray Liao, a toy designer at Disney in Glendale, Calif., uses software called Salling Clicker on his Sony Ericsson T68i to control his car's sound system. When Mr. Liao got a new Macintosh last year, he put his older laptop in the car and hooked it up to the car's speakers.
+The Salling Clicker software uses Bluetooth remote-control software, built into many Macs, to make his phone act like a remote control. With the phone, Mr. Liao selects tunes from thousands of music files stored on his laptop. And when there is an incoming call, the phone turns down the music volume. ''I like that kind of thing,'' he said. ''It feels high-tech.''
+Those who run Windows or Linux on their PC's -- and who like to tinker with software -- can download a similar open-source application at no charge. Called Wireless Bluetooth Remote, it works best with a Sony Ericsson T68i phone.
+Julie A. Armstrong, a psychologist and registered nurse in Beverly Hills, Calif., uses the same software on her Sony Ericsson T616 when she is teaching nursing students. Ms. Armstrong uses the phone to switch among functions on her computer listing a syllabus on the overhead projector, showing a video or running a screensaver, freeing her to move around the classroom.
+She has also trained the phone to pair ring tones with particular phone numbers, a feature that is standard on many phones. Her mother, who called frequently during the holidays, was announced whenever the phone played ''Deck the Halls.'' Later she changed it to a ring ''just like the old ringer on the phone I had growing up.''
+Other software can help, after a fashion. R.Emory Lundberg, an information-security architect in Providence, R.I., uses a program called Where I Am to identify a variety of phone towers within his habitual sphere of movement (home, office, coffee shop). He then programs the phone to adjust its behavior based on the nearest phone tower it detects.
+''At the office, I use a very soft volume for the ringer and a different ring tone that fits in with the environment,'' said Mr. Lundberg, who carries a Nokia 6600 and a Sony Ericsson P900. When Mr. Lundberg leaves the range of the cell tower nearest his office, his phone switches to a profile called ''car.''
+''The ringers are full blast, vibrate is on, and it's super annoying,'' he said. ''That way I can hear it when the music is on.''
+Such measures are not without their shortcomings, though, like malfunctioning cellphone networks. ''The idea is really great: you don't have to think to turn off your phone when you go to class,'' said Jeannot Kuenzel, a 21-year-old college student in Dallas who uses Where I Am on his Nokia 3650. But sometimes, he said, ''it just doesn't get the cell site right.''
+Mr. Dornfest of MobileWhack acknowledged that a user could always fall back on more conventional strategies, like silencing the ring tone before entering a movie theater. But even when you can remember to do those things, he asked, ''why not let the butler do it for you?''
+In ControlAssign More Tasks To Your Cellphone",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Lights+Left+On%3F+A+Virtual+Valet+Can+Check&title=New+York+Times&issn=03624331&date=2004-05-06&volume=&issue=&spage=G.5&au=Borzo%2C+Jeanette&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 6, 2004","Mr. [James Sentman] uses the Internet browser that came with his Motorola Timeport P8167 cellphone, for example, to check on the lights, heat switches and various motion detectors that he has connected to his home-automation software -- and if necessary, to make adjustments. Granted, the home-automation part came first, with devices and software that use existing electrical wiring to link appliances. In many cases, palmtops and cellphones can act as remotes even without the Internet as intermediary. Ray Liao, a toy designer at Disney in Glendale, Calif., uses software called Salling Clicker on his Sony Ericsson T68i to control his car's sound system. When Mr. Liao got a new Macintosh last year, he put his older laptop in the car and hooked it up to the car's speakers. SMARTHOME LIVE www.smarthome.comHome automation service that lets users of any Internet-capable mobile device control or monitor motion detectors, lighting controls and thermostats networked through a Windows PC. Depending on the level of service, $7.99 or $9.99 monthly or $79.99 or $99.99 annually (home networking devices not included).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 May 2004: G.5.",11/15/17,"New York, N.Y.",,"Borzo, Jeanette",New York Times Company,,Newspapers,432749535,"United States, New York, N.Y.",English,6-May-04,Internet telephony; Cellular telephones; Handheld computers,New York Times,Feature,,,,,,,
+American Airlines Admits Disclosure of Passenger Data,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/american-airlines-admits-disclosure-passenger/docview/432724816/se-2?accountid=14586,"American Airlines became the third United States carrier to acknowledge giving passenger records to the government.
+American, the world's largest airline, said Friday that in June 2002 it shared approximately 1.2 million passenger itineraries with the Transportation Security Administration and, inadvertently, four research companies vying for contracts with the agency.
+The airline, part of the AMR Corporation, said it agreed to provide the T.S.A. with the information ''because of the heightened interest in aviation security at the time and American's desire to ensure its passenger and crew safety'' after the terrorist attacks of Sept. 11, 2001, when two of its planes were hijacked.
+In 2002, American's privacy policy did not expressly prohibit sharing passenger data with the government, according to a spokesman. It now does.
+The passenger data was turned over to the T.S.A. by Airline Automation, a revenue management technology provider hired by American. Then, at the behest of the T.S.A. and without American's consent, Airline Automation shared the passenger data with the four research companies -- HNC Software; Infoglide Software; Ascent Technology; and Lockheed Martin -- John Hotard, an American spokesman, said.
+Mr. Hotard said American only recently became aware of the situation after conducting a review prompted by similar disclosures by JetBlue Airways and Northwest Airlines.
+A nationwide computer system aimed at screening all airline passengers is being developed by the T.S.A. The system will check things like credit reports and compare passenger names with those on government watch lists.
+In September, JetBlue acknowledged that it had violated its own privacy policy by giving five million passenger itineraries to a Defense Department contractor, which used the information as part of a study seeking ways to identify ''high risk'' airline customers.
+Then, in January, Northwest said it had given passenger records covering October to December 2001 to the National Aeronautics and Space Administration for a study on passenger screening.
+NASA kept the records for about two years, returning them to Northwest shortly after JetBlue's disclosure.
+''This underscores the fact that there's now a privacy crisis within the airline industry, largely driven by government demands for passenger data,'' said David Sobel, general counsel with the Electronic Privacy Information Center in Washington.
+The Transportation Department is investigating the Northwest matter and there are class-action lawsuits pending against JetBlue.
+Credit: AP",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=American+Airlines+Admits+Disclosure+of+Passenger+Data&title=New+York+Times&issn=03624331&date=2004-04-10&volume=&issue=&spage=C.6&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodical s--United States,3624331,"Copyright New York Times Company Apr 10, 2004","The airline, part of the AMR Corporation, said it agreed to provide the T.S.A. with the information ''because of the heightened interest in aviation security at the time and American's desire to ensure its passenger and crew safety'' after the terrorist attacks of Sept. 11, 2001, when two of its planes were hijacked. The passenger data was turned over to the T.S.A. by Airline Automation, a revenue management technology provider hired by American. Then, at the behest of the T.S.A. and without American's consent, Airline Automation shared the passenger data with the four research companies -- HNC Software; Infoglide Software; Ascent Technology; and Lockheed Martin -- John Hotard, an American spokesman, said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Apr 2004: C.6.",11/16/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432724816,"United States, New York, N.Y.",English,10-Apr-04,Airline industry; Airline security; Passengers; Privacy; Information sharing,New York Times,News,,,,,,,
+Rockwell Automation Selects a Chief,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rockwell-automation-selects-chief/docview/432628627/se-2?accountid=14586,"Rockwell Automation, the world's largest maker of factory controls, promoted Keith Nosbusch to president and chief executive. Mr. Nosbusch, 52, has run Rockwell's control-systems business, its biggest unit, since 1998. He will succeed Don Davis, who will remain chairman, the company said. The appointment is effective Feb. 4. Mr. Davis, who turns 64 this month, has been chief executive since 1997 and chairman since 1998. His resignation is part of a succession plan the company has been working on for the last year, a spokesman, Steve Smith, said. Rockwell, which is based in Milwaukee, last month hired the treasurer of Honeywell, James Gelly, to succeed Michael Bless as chief financial officer.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Rockwell+Automation+Selects+a+Chief&title=New+York+Times&issn=03624331&date=2003-12-05&volume=&issue=&spage=C.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 5, 2003","Rockwell Automation, the world's largest maker of factory controls, promoted Keith Nosbusch to president and chief executive. Mr. Nosbusch, 52, has run Rockwell's control-systems business, its biggest unit, since 1998.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Dec 2003: C.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432628627,"United States, New York, N.Y.",English,5-Dec-03,Appointments & personnel changes; Chief executive officers; Control systems,New York Times,News,,,,,,,
+"For Future Subway Riders, Automation at the Station","New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/future-subway-riders-automation-at-station/docview/432280327/se-2?accountid=14586,"In the animated television series ''Futurama,'' set in New York City in the 31st century, mass transit has become so seamless that it requires almost no one to run it. Passengers are simply blown headfirst around the city through shiny pneumatic tubes.
+Back in the 21st century, the city's rumbling transit system might seem a far cry from such cold efficiency. But as public hearings begin next week on plans to close nearly a quarter of the city's token booths and automate the entrances near them, the theme will be about much more than just saving money. In fact, the booth closings -- and the demise of the token to follow -- are the most telling signs yet of the more automated future that transit officials hope to bring to subways and buses sooner than many riders realize.
+That future will include not only fewer token clerks, more vending machines and automated ''high wheel'' turnstiles, but more electronic voices and signs, more security cameras and computerized surveillance and, over the next few years, one subway line controlled almost completely by computer.
+In the larger world of mass transit, these plans are not especially revolutionary. In Chicago, token booths have been completely eliminated, and all fare cards are now dispensed by machines. Bay Area Rapid Transit trains in California have been computer-controlled since the early 1970's, and many cities around the world -- Copenhagen, Nuremberg, Singapore, Paris, Kuala Lumpur -- either have automated train lines or are building them.
+But in New York, as growing opposition to the booth closings has shown, there is great suspicion of such changes. While riders have embraced the MetroCard and electronic discounts, many say that the next logical steps into the future -- supplanting token clerks, conductors and even motormen with machines -- will simply not work in a place as chaotic as New York.
+Although humans may be fallible, they say, and may close the doors too soon and make incomprehensible announcements, New York is not like any of those other places, and needs more people.
+''You can't ask the MetroCard vending machines for directions,'' said Gene Russianoff, the staff lawyer for the Straphangers Campaign. ''You can't report a crime to one. If you have a bicycle, the M.V.M. can't let you in.''
+He stressed that his organization, a watchdog group, strongly supported the MetroCard and many other technological advances -- ''We're no Luddites'' -- but added that he and others believed a balance must be struck between efficiency and humanity.
+''Who wants a neutron-bomb subway system?'' he asked. ''I think it's a very basic principle.''
+Of course, that kind of future is still very distant and may never arrive in New York in the way it will elsewhere. But transit officials say that greater automation here is long overdue and inevitable, a natural progression that began with the introduction of the MetroCard in 1994.
+They stress that while lower labor costs are admittedly part of the plan, the larger goal is improving the system: providing discounts and transfers, making announcements reliable, running trains faster and closer together with the help of computers and keeping more entrances open round the clock with automated turnstiles and vending machines.
+Transit officials point out that the vending machines, on average, experience only one problem for every 2,000 transactions, and they say that in the future the machines could free more token agents from their bulletproof booths to help customers in stations, as in Chicago. The officials add that nearly 60 percent of riders now buy their MetroCards from machines and that only 9 percent still use tokens.
+''What we're doing is just what's done almost everywhere else in the world,'' said Lawrence G. Reuter, the president of New York City Transit, who added that when he first came to the agency in the 1980's, it still had a typing pool and no word processors.
+The agency is aggressively trying to shake that antique image. By 2005, after some delays, Mr. Reuter said, it expects to have the entire L line refitted so that its new trains can be operated automatically, by radio signals sent by a distant computer, much like the Meteor driverless subway line in Paris. (For the foreseeable future, a train operator will ride aboard the trains in case of problems. The L line will serve as a kind of pilot project for automating other lines, which are much more complicated.)
+By 2007, if all goes well, many stations will also have electronic signs and voices announcing when trains will arrive, he said. And transit officials are examining surveillance systems in which computers monitor security cameras and look for visual patterns that suggest a crime in progress. In New York, however, computers have had a difficult time distinguishing crime from everyday crowding and general rudeness in the subway stations.
+''We're probably the most complicated environment for that sort of thing,'' Mr. Reuter said. ''We don't think the technology is quite good enough yet.''
+The agency's critics say it is exactly that kind of problem that underlines why automation will never fit New York the way it might smaller, less complicated systems. ''This is not Chicago and this is not Washington, D.C.,'' said Darlyne Lawson, the vice president for stations for Local 100 of the Transport Workers Union. ''It's a 24-hour, seven-day-a-week operation.''
+Even though crime in the subway is lower than it has been in decades, riders still want a fixed human presence in a station in case of danger, she said, especially at night. The high-wheel turnstiles -- sometimes derisively called iron maidens or egg-slicers -- may be safer because fare jumpers cannot get through, she said. But in a city where people with no cars often need to carry large parcels on the trains, the turnstiles' entrances are too small. ''It's a tradeoff they're making,'' Ms. Lawson said, ''and it's not a good one.''
+Transit officials believe that, with time, riders will not only adjust to the changes but will come to find that greater automation means much greater ease in traveling. But they say they know that convincing people will take time.
+In the early 1970's in San Francisco, for example, just after the system began operating, a computerized train derailed when its brakes failed, eroding ridership and confidence in the wonders of transit automation for years. ''This shows that you can't run a train from 30 miles away,'' said one passenger at the time.
+It turned out that, in fact, you could, and many cities have, though it has taken them years to work through the bugs. New York officials say they expect more than their share of bugs, but that in the end a system run more by machines will be a better system.
+''The skeptics are there initially,'' Mr. Reuter said, ''but I think they will be converted.''
+Photograph The token booth at Broadway and 23rd Street in Manhattan is still manned, but signs announce public hearings on its closing and the closing of many other booths. (Michelle V. Agins/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+Future+Subway+Riders%2C+Automation+at+the+Station&title=New+York+Times&issn=03624331&date=2003-01-31&volume=&issue=&spage=B.1&au=Kennedy%2C+Randy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 2003","Back in the 21st century, the city's rumbling transit system might seem a far cry from such cold efficiency. But as public hearings begin next week on plans to close nearly a quarter of the city's token booths and automate the entrances near them, the theme will be about much more than just saving money. In fact, the booth closings -- and the demise of the token to follow -- are the most telling signs yet of the more automated future that transit officials hope to bring to subways and buses sooner than many riders realize. In the larger world of mass transit, these plans are not especially revolutionary. In Chicago, token booths have been completely eliminated, and all fare cards are now dispensed by machines. Bay Area Rapid Transit trains in California have been computer-controlled since the early 1970's, and many cities around the world -- Copenhagen, Nuremberg, Singapore, Paris, Kuala Lumpur -- either have automated train lines or are building them. Transit officials point out that the vending machines, on average, experience only one problem for every 2,000 transactions, and they say that in the future the machines could free more token agents from their bulletproof booths to help customers in stations, as in Chicago. The officials add that nearly 60 percent of riders now buy their MetroCards from machines and that only 9 percent still use tokens.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 2003: B.1.",11/15/17,"New York, N.Y.",New York City New York,"Kennedy, Randy",New York Times Company,,Newspapers,432280327,"United States, New York, N.Y.",English,31-Jan-03,Mass transit; Subways; Automation; Future,New York Times,News,,,,,,,
+Brooks to Buy Pri Automation for $440 Million,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/brooks-buy-pri-automation-440-million/docview/431877686/se-2?accountid=14586,"Brooks Automation Inc., a maker of equipment used in microchip manufacturing, said yesterday that it had agreed to buy a rival, PRI Automation, for about $440 million in stock. Under the terms of the agreement, PRI's shareholders will receive 0.52 shares of Brooks stock for each PRI share held. The deal values PRI's stock at $17.22 a share, a premium of about 35 percent based on Tuesday's closing prices. Brooks said the deal, expected to close in the first quarter of next year, would yield cost savings of more than $20 million as a result of job cuts and facilities consolidation. Brooks will also inherit about $60 million in cash holdings from PRI, which is based in Toronto.
+Credit: Reuters",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Brooks+to+Buy+Pri+Automation+for+%24440+Million&title=New+York+Times&issn=03624331&date=2001-10-25&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 2001","Brooks Automation Inc., a maker of equipment used in microchip manufacturing, said yesterday that it had agreed to buy a rival, PRI Automation, for about $440 million in stock.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 2001: C.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431877686,"United States, New York, N.Y.",English,25-Oct-01,Acquisitions & mergers; Semiconductors,New York Times,News,,,,,,,
+Several kitchen inventions try to save time and space and reduce guesswork with automation.,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/several-kitchen-inventions-try-save-time-space/docview/431726979/se-2?accountid=14586,"THE typical American kitchen hasn't changed much in the last 50 years. A stove, an oven and a refrigerator were appliance mainstays for most of the 20th century; then the dishwasher became commonplace, followed by the microwave oven. Once each of these machines was introduced, it did not change much, except perhaps to become more economical and quieter.
+Now they are often run by computer chips, which are changing the way these universal appliances do their jobs.
+The next time the milk is low in the refrigerator, the grocery store may deliver a new gallon before it is entirely gone. Masahiro Sone, who lives in Raleigh, N.C., has won a patent for a refrigerator with an inventory processing system that keeps track of what is inside and what is about to run out and can ring up the grocery store to order more.
+Mr. Sone thinks convenience stores and the rise of Internet shopping mean people are looking for more ways to trim time from their shopping responsibilities. He hopes his invention will eliminate the need for a person to go to the store or even take the time to place an electronic grocery order.
+The invention also tracks nonperishable items in cupboards. Both the refrigerator and cupboard sections have an array of sensors, an inventory processor with a display, and a telecommunications system. The sensors interpret the quantity or weight of food items.
+For example, the weight of a carton of milk can be used to determine how much is left, and thus when milk should be reordered, Mr. Sone writes in his patent. Other sensors may simply detect an item's presence.
+Mr. Sone says weight sensors work best with items like milk and laundry detergent, which diminish over time, and presence sensors work best with canned goods, which are removed in their entirety.
+As soon as the weight or quantity falls below a particular level, the sensor transmits that information to the processor, where a list of ''desired items'' is compared with the list of ''actual items.'' Anything from the desired list that is missing from the actual inventory goes on the grocery list.
+The telecommunications system uses a modem to place the grocery order directly to a store or through a World Wide Web site.
+The processor can also add food like eggs, butter or milk to the grocery list if the ones in the refrigerator have been there so long that they have spoiled. Users can modify their ''desired list'' at any time or create a list for special orders.
+Mr. Sone won patent 6,204,763 for the Japanese company Jujitsu.
+Hate microwave cooking directions? Two inventions are intended to make microwave ovens smart enough to figure out how to cook food so that users don't have to bother with instructions.
+Ford Bowers, who lives in Zephyrhills, Fla., has won a patent for a microwave that reads bar codes printed on prepared food packages.
+The bar-code reader is set inside the microwave and aimed over the center of its turntable. With a push of a button, the turntable rotates until the bar-code reader detects the symbol.
+''Once the bar code is detected, the microprocessor controller loads preset cooking instructions corresponding to the particular product codes of food items and operates the microwave oven according to those instruction,'' Mr. Bowers writes. The microwave automatically sets the power level and timer. Mr. Bowers won patent 6,124,583.
+Four inventors have been granted a patent for a microwave oven that can detect how much food is inside and cook it appropriately.
+The invention means a person ''does not need to determine the amount of the food by himself,'' or set the cooking time or microwave level.
+''The food is cooked under the exact conditions set by the microwave,'' the inventors write in their patent. Those are determined by starting the machine and then measuring the voltage produced by the magnetron, the energy-generating element in a microwave oven. The voltage produced indicates the volume of food inside the oven, and the processor controlling the cooking conditions adjusts them accordingly.
+Chul Kim, Tae-soo park, Kwang-seok Kang and Won-woo Lee won patent 6,215,112 for the Samsung Electronics Company.
+A sink is not an appliance, but designers at the Maytag Corporation think it could be. They have patented a cooking system that turns a sink into a boiling basin. The patent says it has a ''water inlet and a water outlet'' -- otherwise known as a faucet and drain -- and ''an energy source for heating water introduced into the basin.'' It comes with its own custom colander for holding the food while it cooks.
+The inventors point out that poultry, shrimp, eggs, pasta and vegetables are often cooked in boiling water, sometimes in a microwave, but most often in a pot of water on a stove burner.
+''Obviously, the use of a surface element to perform this operation makes this surface element unavailable for another cooking operation to be performed at the same time,'' they write in perfect patent application language.
+They did not design a dedicated boiler, like a steamer or deep-frying cooker, because that would have created just one more small appliance to store. Instead, they wanted their invention to be ''integrated into a kitchen counter top.''
+The sink is filled with water, and the heating element is switched on. Once the water boils, food in a colander is submerged. When it is cooked, ''the container can simply be lifted out of the basin, with any water dripping from the food items being simply caught in the sink,'' the inventors say.
+Sage Baker, Simon Potter, Jody Goodman, Michael Cattaui, Jeremy Howard, Luke Michas, Michael Lye, Marc Harrison and Jane Langmuir designed the ''boiling sink cooking system'' for Maytag in Newton, Iowa, and won patent 6,192,791.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Several+kitchen+inventions+try+to+save+time+and+space+and+reduce+guesswork+with+automation.&title=New+York+Times&issn=03624331&date=2001-04-16&volume=&issue=&spage=C.2&au=Chartrand%2C+Sabra&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 16, 2001","The next time the milk is low in the refrigerator, the grocery store may deliver a new gallon before it is entirely gone. Masahiro Sone, who lives in Raleigh, N.C., has won a patent for a refrigerator with an inventory processing system that keeps track of what is inside and what is about to run out and can ring up the grocery store to order more. ''Once the bar code is detected, the microprocessor controller loads preset cooking instructions corresponding to the particular product codes of food items and operates the microwave oven according to those instruction,'' Mr. [Ford Bowers] writes. The microwave automatically sets the power level and timer. Mr. Bowers won patent 6,124,583. ''The food is cooked under the exact conditions set by the microwave,'' the inventors write in their patent. Those are determined by starting the machine and then measuring the voltage produced by the magnetron, the energy-generating element in a microwave oven. The voltage produced indicates the volume of food inside the oven, and the processor controlling the cooking conditions adjusts them accordingly.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Apr 2001: C.2.",11/15/17,"New York, N.Y.",,"Chartrand, Sabra",New York Times Company,,Newspapers,431726979,"United States, New York, N.Y.",English,16-Apr-01,Patents; Kitchens; Automation,New York Times,News,,,,,,,
+Agilent Is Selling Automation Software Unit to Verano,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/agilent-is-selling-automation-software-unit/docview/431624632/se-2?accountid=14586,"Agilent Technologies, a testing and measuring equipment maker that was spun off from Hewlett-Packard in June, agreed yesterday to sell its automation software business to Verano, a closely held software company. Most terms were not disclosed, but the companies said Agilent would take an equity position in Verano in partial payment for the automation unit. Agilent is based in Palo Alto, Calif.; Verano, in Sunnyvale, Calif., and the automation unit in Calgary, Alberta. Agilent's shares rose $2.19, to $54.25.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Agilent+Is+Selling+Automation+Software+Unit+to+Verano&title=New+York+Times&issn=03624331&date=2000-12-08&volume=&issue=&spage=C.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 8, 2000","Agilent Technologies, a testing and measuring equipment maker that was spun off from Hewlett-Packard in June, agreed yesterday to sell its automation software business to Verano,...","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Dec 2000: C.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431624632,"United States, New York, N.Y.",English,8-Dec-00,Equipment; Divestiture; Software industry,New York Times,News,,,,,,,
+Departure of Chief at ABB Pushes Shares Sharply Lower,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ departure-chief-at-abb-pushes-shares-sharply/docview/431559652/se-2?accountid=14586,"Describing himself as ''a punch-card type of guy'' in the Internet era, Goran Lindahl, chief executive of Swiss-Swedish technology group ABB Ltd., said today he would step down at the end of the year after four years in which he steered the company into technology-based businesses and away from its 110-year traditions in power generation and heavy engineering.
+The announcement surprised investors and battered ABB stock. ABB said Mr. Lindahl, 55, would be replaced by Jorgen Centerman, 48, a longtime employee of ABB who heads its fast-growing automation business. The changeover came as ABB faced the likelihood of tough new competition from the General Electric Company's $45 billion acquisition of Honeywell International, which will create one of the world's biggest automation concerns.
+ABB, which employs 165,000 people in 100 countries, also said that it was postponing a planned stock listing in New York until early next year because of the volatility of the technology markets.
+The news of Mr. Lindahl's departure overwhelmed ABB's announcement today that nine-month net profit rose 13 percent, in line with analysts' forecasts, to $1.25 billion, despite an 8 percent fall in revenue, to $15.98 billion. In Zurich, its shares fell 7.1 percent, to 154.25 Swiss francs ($85.92), reflecting uncertainties over the management change and concerns about falling demand in the global automation business.
+During his tenure, Mr. Lindahl shed the company's power generation, nuclear and rail divisions and moved it toward technology-driven businesses, particularly with the 1998, $2.1 billion acqusition of Elsag Bayley Process Automation of Italy. ABB completed the $1.2 billion sale of its stake in ABB Alstom Power to Alstom of France earlier this year.
+In a telephone interview from Stockholm today, Mr Lindahl disputed suggestions that he had been forced out. ''I think it's the right time'' to leave the job, he said.
+''The information-technology revolution has come faster than anybody thought a short time ago, and I'm still a punch-card type of guy,'' he said, referring to the technology that once drove computers. ''There are no hard feelings whatsoever.''
+Percy Barnevik, ABB's chairman, said the announcement of Mr. Lindahl's departure had been timed to show that ''we really wanted to illustrate that there's no profit warning, no change of direction.
+''Goran has done a great job leading the company in a new strategic direction,'' he said.
+Photograph Jorgen Centerman is taking over as the chief executive of ABB. (Reuters)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Departure+of+Chief+at+ABB+Pushes+Shares+Sharply+Lower&title=New+York+Times&issn=03624331&date=2000-10-26&volume=&issue=&spage=W.1&au=Cowell%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 26, 2000","The announcement surprised investors and battered ABB stock. ABB said Mr. [Goran Lindahl], 55, would be replaced by Jorgen Centerman, 48, a longtime employee of ABB who heads its fast-growing automation business. The changeover came as ABB faced the likelihood of tough new competition from the General Electric Company's $45 billion acquisition of Honeywell International, which will create one of the world's biggest automation concerns. During his tenure, Mr. Lindahl shed the company's power generation, nuclear and rail divisions and moved it toward technology-driven businesses, particularly with the 1998, $2.1 billion acqusition of Elsag Bayley Process Automation of Italy. ABB completed the $1.2 billion sale of its stake in ABB Alstom Power to Alstom of France earlier this year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Oct 2000: W.1.",11/15/17,"New York, N.Y.",,"Cowell, Alan",New York Times Company,,Newspapers,431559652,"United States, New York, N.Y.",English,26-Oct-00,Chief executive officers; Resignations; Stock prices,New York Times,News,,,,,,,
+Pri Automation Shares Fall Sharply on Profit Warning,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pri-automation-shares-fall-sharply-on-profit/docview/431530341/se-2?accountid=14586,"PRI Automation Inc. shares fell 39 percent yesterday after the company's disclosure that its sales and profit in the most recent quarter will miss forecasts. PRI's stock dropped $16.81, to $25.88 a share. Profit will be slightly above break-even, less than analysts' forecasts of 52 cents a share. PRI blamed manufacturing and supply problems with a new product that helps chip makers move wafers around a plant. The problems will take two quarters to resolve, Mitch Tyson, the chief executive, said Monday. PRI, based in Billerica, Mass., makes automation tools for semiconductor plants.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pri+Automation+Shares+Fall+Sharply+on+Profit+Warning&title=New+York+Times&issn=03624331&date=2000-09-13&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 2000","PRI Automation Inc. shares fell 39 percent yesterday after the company's disclosure that its sales and profit in the most recent quarter will miss forecasts. PRI's stock dropped $16.81, to $25.88 a share....","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 2000: C.4.",11/16/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431530341,"United States, New York, N.Y.",English,13-Sep-00,Earnings forecasting; Stock prices,New York Times,News,,,,,,,
+Company Briefs:   [Business/Financial Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-briefs/docview/431497097/se-2?accountid=14586,"AMERADA HESS CORP., New York, an oil company, agreed to buy an additional 2.1 percent stake in three Caspian Sea oil fields from Ramco Energy P.L.C., a British oil company, for $150 million.
+CONAGRA INC., Omaha, the second-biggest food company in the United States, bought the closely held Lightlife Foods Inc., a leading maker of refrigerated vegetarian food and soy products, for an undisclosed amount.
+RSL COMMUNICATIONS LTD., Hamilton, Bermuda, a telephone and data-communications company, said it planned to divest its operations in Canada, Japan and Hong Kong to focus on its core businesses in the United States and Europe.
+ROCKWELL INTERNATIONAL CORP., Milwaukee, which makes electronic controls and communications products for industrial automation, avionics and communications, agreed with OmronCorp, Tokyo, a maker of control equipment, on an alliance in the factory automation business.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Company+Briefs%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2000-07-18&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 18, 2000","ROCKWELL INTERNATIONAL CORP., Milwaukee, which makes electronic controls and communications products for industrial automation, avionics and communications, agreed with OmronCorp, Tokyo, a maker of control equipment, on an alliance in the factory automation business.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 July 2000: 4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431497097,"United States, New York, N.Y.",English,18-Jul-00,,New York Times,NEWSPAPER,,,,,,,
+Harris to Buy Louth Automation for $85 Million,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/harris-buy-louth-automation-85-million/docview/431329360/se-2?accountid=14586,"The Harris Corporation, which is transforming itself into a communications equipment company, agreed yesterday to buy closely held Louth Automation for about $85 million to enter cable and satellite markets. Louth provides systems and services that allow a broadcaster's list of programs and commercials to run in an automated environment. Harris, based in Melbourne, Fla., began shifting its focus to communications equipment from office equipment in April with its spinoff of Lanier Worldwide. The Louth acquisition gives Harris automated technology to strengthen its position in the international television and radio broadcast markets.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Harris+to+Buy+Louth+Automation+for+%2485+Million&title=New+York+Times&issn=03624331&date=1999-12-01&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1999","Harris Corp, Melbourne FL, agreed on Nov 30, 1999 to buy closely held Louth Automation for about $85 million to enter cable and satellite markets. Louth provides systems and services that allow a broadcaster's list of programs and commercials to run in an automated environment.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1999: C, 4:1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431329360,"United States, New York, N.Y.",English,1-Dec-99,Acquisitions & mergers; Communications equipment,New York Times,News,,,,,,,
+GE Fanuc Agrees to Purchase Total Control Products,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ge-fanuc-agrees-purchase-total-control-products/docview/431075568/se-2?accountid=14586,"GE Fanuc Automation Inc. agreed yesterday to purchase Total Control Products Inc. for $11 a share, a total of about $100 million. It will also assume $20 million in debt. Total Control, a maker of industrial automation products, said the shareholders with about 50 percent of its outstanding stock had already agreed to tender their shares. To succeed, the offer requires the tender of at least two-thirds of the stock outstanding. GE Fanuc, maker of products to operate electrical equipment, is a joint venture of the General Electric Company and Fanuc Ltd., a Japanese industrial-machinery maker. Total Control, based in Melrose Park, Ill., earned $4.1 million on sales of $60.6 million in its latest fiscal year. Its shares rose $1.25 yesterday, to $10.75, in Nasdaq trading.
+Credit: Dow Jones",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GE+Fanuc+Agrees+to+Purchase+Total+Control+Products&title=New+York+Times&issn=03624331&date=1998-11-24&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05299289&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 24, 1998","GE Fanuc Automation on Nov 23, 1998 agreed to purchase Total Control Products Inc for $11 a share, a total of about $100 million, plus the assumption of $20 million in debt. Total Control is a maker of industrial automation products.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Nov 1998: 4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431075568,"United States, New York, N.Y.",English,24-Nov-98,Acquisitions & mergers; Automation,New York Times,News,,,,,,,
+Elsag Bailey Gets $1.5 Billion ABB Bid,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/elsag-bailey-gets-1-5-billion-abb-bid/docview/431059053/se-2?accountid=14586,"The Swiss-Swedish engineering company ABB A.B. is making a $1.5 billion cash tender offer for Elsag Bailey Process Automation N.V., a Dutch industrial automation company.
+Elsag said it would recommend the offer of $39.30 a share to its shareholders. Elsag is based in Amsterdam, but its shares are traded in New York. Elsag's stock soared 90 percent yesterday, gaining $17.375 a share, to $36.625.
+The Italian engineering company Finmeccanica S.p.A. has agreed to tender its holdings in Elsag's common and preferred stock. Finmeccanica owns about 53 percent of Elsag's shares outstanding.
+Elsag Bailey provides automation systems, process instrumentation, analytical measurement products and professional services. The company had 1997 revenue of $1.51 billion.
+ABB, based in Sweden, had pretax profits of 4.72 billion kronor, or $598.9 million, for the nine months ended Sept. 30, 1997.
+Credit: By Dow Jones",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Elsag+Bailey+Gets+%241.5+Billion+ABB+Bid&title=New+York+Times&issn=03624331&date=1998-10-15&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05246774&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 15, 1998","Elsag said it would recommend the offer of $39.30 a share to its shareholders. Elsag is based in Amsterdam, but its shares are traded in New York. Elsag's stock soared 90 percent yesterday, gaining $17.375 a share, to $36.625.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Oct 1998: 4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431059053,"United States, New York, N.Y.",English,15-Oct-98,Tender offers; Target company; Engineering firms; Automation,New York Times,News,,,,,,,
+Asleep in the Cockpit? Automation's Nightmare,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/asleep-cockpit-automations-nightmare/docview/431039630/se-2?accountid=14586,"NEW passenger jets are so automated that two pilots do the work that used to be performed by three, yet they have lighter workloads. The newer planes also make longer trips, across more time zones. While technology has increased airline safety in many ways, it can also make for sleepy pilots.
+''Although today's automated flight systems prevent the sleeping pilot from losing control, the less extreme effects of fatigue can seriously jeopardize flight safety,'' according to a paper presented at a Flight Safety Foundation workshop in Paris last year by two sleep specialists at NASA, David F. Dinges and R. Curtis Graeber.
+The National Transportation Safety Board lists just one aircraft accident involving a large plane as having been caused primarily by a sleepy crew, the crash of a McDonnell Douglas DC-8 freighter belonging to American International Airways at Guantanamo Bay, Cuba, on Aug. 18, 1993. The plane came in on a clear day, on the proper path, but its speed fell too low to keep it aloft and it struck a quarter-mile short of the runway, seriously injuring all three crew members.
+The captain had slept 15 hours out of the previous 65, and just 5 hours in the last 28 1/2, though the report does not say why. On the final approach, he could not spot the strobe light marking the runway even when it was pointed out four times by the first officer and the flight engineer, according to the transcript of the cockpit voice recorder. In the last two minutes of the flight, the flight engineer said seven times that the plane was flying too slowly, but the captain did not pay attention.
+Beyond this incident, a joint experiment by NASA and the Federal Aviation Administration published in 1994 found lapses by sleepy pilots on accident-free flights. The study was published by the NASA Ames Fatigue Countermeasures Program, which calls itself the Z team, with Drs. Graeber and Dinges among the authors. Two NASA researchers accompanied seven three-person Boeing 747 crews on trans-Pacific flights. Four of the crews were allowed to take ''controlled naps,'' each member taking a turn at a 40-minute rest period, followed by a 20-minute recovery period. Three crews were not given scheduled rest.
+On average, pilots or flight engineers fell asleep in less than six minutes, which is generally a sign of ''moderately sleep-deprived individuals,'' the report said. Of the nine members of the three crews who were not given permission to sleep, four fell asleep anyway during the test, one of them twice. They slept for periods of several minutes to more than 10 minutes, the researchers said.
+One way to read this result, said Dr. David Neri, head of the Z team, is that on some challenging routes, naps will either be scheduled and controlled or unscheduled and uncontrolled. They will occur in either case.
+But those who were allowed to nap, performed better. In the test, the NASA researchers counted delayed reactions to stimuli. The 21 who had been allowed to nap had a total of 124 such lapses, but those who had not had scheduled naps had twice as many.
+The authors pointed out that they had not addressed how a study in a three-person cockpit would translate to a two-person cockpit, which is the norm today in airliners. Even the newest Boeing 747's have two-person cockpits, even though with a range of 8,380 nautical miles, pilots can easily spend the maximum allowable daily time at the controls -- eight hours -- on a single flight.
+Since publication of the study, the F.A.A. has tried to draft new rules on how many hours a pilot can work and how many he or she can fly. Pilots are now limited to 16 hours of scheduled work in a day and airlines can schedule a shift to start nine hours after one ends. A loophole also allows pilots to fly empty planes without the hours counting against the limits of 30 hours a week or 100 a month.
+The F.A.A. has proposed a 14-hour daily work limit for pilots, 10 hours between shifts and the end of the empty-plane loophole. But the agency has made little progress, because pilots' unions do not want rules that will cut their members' incomes, and airlines do not want rules that will require them to hire more crews. On some long flights, they already use relief crews -- pilots who take passenger seats and sleep through the first half of a flight, then assume control for the second half.
+Sleep researchers say that Federal limits on how many hours a day or month a pilot can work are important, but that part of the problem is simple jet lag -- pilots' not being able to fall asleep during an assigned rest period, and having trouble staying awake when they are supposed to. The F.A.A. does not allow napping, even though regulators have no doubt it occurs.
+Some foreign airlines allow naps in two-worker cockpits. At Swissair, Erwin Schaerer, a spokesman, said napping had been routine for years, but had to be planned before the flight, and had to conclude 30 minutes before the plane began its descent.
+And Boeing has a safety feature in newer planes: an alarm that puts warning words on a computer screen, then finally beeps loudly, if no one in the cockpit touches any button for a specified interval.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Asleep+in+the+Cockpit%3F+Automation%27s+Nightmare&title=New+York+Times&issn=03624331&date=1998-09-27&volume=&issue=&spage=5.3&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05220140&rft_id=info:doi/,5,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 27, 1998","''Although today's automated flight systems prevent the sleeping pilot from losing control, the less extreme effects of fatigue can seriously jeopardize flight safety,'' according to a paper presented at a Flight Safety Foundation workshop in Paris last year by two sleep specialists at NASA, David F. Dinges and R. Curtis Graeber. The captain had slept 15 hours out of the previous 65, and just 5 hours in the last 28 1/2, though the report does not say why. On the final approach, he could not spot the strobe light marking the runway even when it was pointed out four times by the first officer and the flight engineer, according to the transcript of the cockpit voice recorder. In the last two minutes of the flight, the flight engineer said seven times that the plane was flying too slowly, but the captain did not pay attention. Beyond this incident, a joint experiment by NASA and the Federal Aviation Administration published in 1994 found lapses by sleepy pilots on accident-free flights. The study was published by the NASA Ames Fatigue Countermeasures Program, which calls itself the Z team, with Drs. Graeber and Dinges among the authors. Two NASA researchers accompanied seven three-person Boeing 747 crews on trans-Pacific flights. Four of the crews were allowed to take ''controlled naps,'' each member taking a turn at a 40-minute rest period, followed by a 20-minute recovery period. Three crews were not given scheduled rest.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Sep 1998: 3.",11/15/17,"New York, N.Y.",,"Wald, Matthew L",New York Times Company,,Newspapers,431039630,"United States, New York, N.Y.",English,27-Sep-98,Aircraft accidents & safety; Sleep deprivation; Pilots; Aircraft; Automation,New York Times,News,,,,,,,
+High-Rise Recycling Turns to Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-rise-recycling-turns-automation/docview/430969543/se-2?accountid=14586,"A small but growing number of developers and owners of high-rise apartment buildings in New York City have begun to install automated recycling systems that separate recyclable material from the rest of a tenant's trash at the push of a button.
+The owners say the systems are expensive but provide an efficient way to meet the city's recycling requirements.
+''At the end of the day it saves on labor costs and helps the building operate more efficiently,'' said Kevin P. Singleton, vice president of the Rockrose Development Corporation, a Manhattan developer-owner.
+Mr. Singleton said the company had installed an automated system at its 148-unit rental apartment building at 100 Jane Street at the western edge of Greenwich Village and was considering installing the system in its other buildings.
+Though systems differ, they essentially enable residents to press a button at a disposal chute and direct their garbage to the appropriate receptacle in the basement. In New York City, the buttons are labeled for trash, paper, plastics, glass and metals. The tenant has to separate items before putting them in the chute.
+With some systems, the basement containers sit on a large turntable that rotates when the button is pushed to catch the material in the right storage bin. Other systems are stationary and the material is diverted into separate chutes in the basement and dropped into the appropriate container.
+Getting residents of apartment towers to recycle ''is a big nut to crack,'' said Martha K. Hirst, the Deputy Commissioner for solid waste at the City Department of Sanitation. Anything that makes it easier ''to get recyclables to the curb,'' she said, ''we support.''
+''If proven to work and installed in volume, such systems, over time, would help reduce the city's solid waste stream,'' Ms. Hirst said.
+To encourage the use of automated recycling systems, the city last month added them as an eligible expense under its J-51 tax abatement program, which provides tax breaks for various improvements.
+Manufacturers say the machines provide an alternative to overstuffed refuse closets in common corridors, eliminate the need to use the stairs and elevators to take out recyclable materials, and can save on labor costs and time.
+Edward P. Weinman, executive director of the Mount Vernon, N.Y., office of Hi-Rise Recycling Systems, based in Miami, said that his company had installed systems in 11 New York City buildings, totaling 2,205 apartments, over the last three years. Based on a 10-story, 120-unit building, the cost is $42,000 to $57,000, or $350 to $475 per unit, depending on the type of system. Systems can also be leased.
+Two other companies -- Tower Recycling Systems of Atlantic City and Nu-Recycling Technology, a subsidiary of Kohlman Engineering of Chicago, are also trying to enter the New York market.
+But some building managers say they see drawbacks to installing the systems in existing buildings. Among them is the lack of space in many buildings for accommodating the equipment, said David Kuperberg, president of Cooper Square Realty, which manages 75 buildings in New York City. The time it takes to use the system is also a concern, given the impatience of many New Yorkers, he said.
+Another disincentive is the cost, which co-op and condo buildings pay for through a special assessment applied to residents, an increase in monthly maintenance charges or a dip into reserve funds.
+''It is an intriguing concept and a great techno-toy, but not at that price tag,'' said Eric Kornfell, executive vice president at Heron Management, which manages 55 buildings in New York City. ''The buildings we manage do not see recycling as a problem and feel porters and superintendents are paid to remove the material anyway.''
+Mr. Weinman of Hi-Rise Recycling said the city's tax incentive would help ease the cost concern.
+Other building managers already see the system as a benefit. ''It makes everything cleaner, nicer,'' said Hyman Cohen, who manages Sea Coast Towers, a two-building, 590-unit co-op on the Boardwalk in Brighton Beach, Brooklyn. The total of $184,000 it took to install a system in each building came from the co-op's reserve fund, said Mr. Cohen, who is president of the co-op board. ''It was money well spent,'' he said.
+The developer of the Richmond, a 100-unit condominium converted from the former Morgan warehouse at 80th Street and Third Avenue, also installed a system.
+''We didn't know if it would work, but we looked at it as an amenity,'' said Stuart P. Eichner, vice president of the Continuum Company of Manhattan, which developed the project in partnership with a pension fund. Unit owners pay for the system through an extra $2 a month in maintenance fees. The system is being leased for $1,850 a month.
+''There have been no problems and the system requires minimal maintenance,'' said Lisa Phillips of Penmark Realty Corporation, which manages the 25-story building. ''And most people are using it.''
+Photograph Superintendent George Angeles and the Richmond's automated system. (John Sotomayor/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=High-Rise+Recycling+Turns+to+Automation&title=New+York+Times&issn=03624331&date=1998-04-03&volume=&issue=&spage=B.10&au=Garbarine%2C+Rachelle&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04995293&rft_id=info:doi/,B,General Int erest Periodicals--United States,3624331,"Copyright New York Times Company Apr 3, 1998","A small but growing number of developers and owners of high-rise apartment buildings in New York City have begun to install automated recycling systems that separate recyclable material from the rest of a tenant's trash at the push of a button. Mr. Singleton said the company had installed an automated system at its 148-unit rental apartment building at 100 Jane Street at the western edge of Greenwich Village and was considering installing the system in its other buildings. Though systems differ, they essentially enable residents to press a button at a disposal chute and direct their garbage to the appropriate receptacle in the basement. In New York City, the buttons are labeled for trash, paper, plastics, glass and metals. The tenant has to separate items before putting them in the chute.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Apr 1998: 10.",11/15/17,"New York, N.Y.",New York City New York,"Garbarine, Rachelle",New York Times Company,,Newspapers,430969543,"United States, New York, N.Y.",English,3-Apr-98,Apartment houses; Recycling; Automation; Real estate,New York Times,News,,,,,,,
+"Increasingly, Electronic Cooks Are Being Used to Keep the Soup From Spoiling","New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/increasingly-electronic-cooks-are-being-used-keep/docview/430883583/se-2?accountid=14586,"  Care for a digitally developed doughnut? How about an electronically evolved animal cracker? Go ahead and enjoy your favorite packaged snacks, safe in the knowledge that before processed foods and drinks tantalize your taste buds, they have been sampled by electronic chefs to insure that you will go back to the store for more.
+Of course, it should be no surprise that automation is now standard in food processing. The wonder is that it took until the 1990's to become so. Until this decade, computers and electronics -- integral to the production of manufactured goods from televisions to airplanes -- were conspicuous by their absence from food processing.
+But now, computers are taking hold in the food processing industry. The Nabisco unit of RJR Nabisco, along with Philip Morris's Kraft Foods, Nestle, Pepsico's Frito-Lay, Morgan Foods, Kellogg, Quaker Oats and General Mills are among the large food producers that have recently installed sensors to help make their products, according to equipment vendors, automation consultants and the companies.
+And while Frito-lay, Nestle and Kraft declined to disclose which of their products were manufactured with the help of electronic sensors, vendors of automated equipment said that everything from packaged puddings to cream-filled cookies to potato chips were now prepared with electronic assistance.
+In part, technological improvements have driven the shift. The nettlesome defects that made electronic sensors and other devices unreliable sous-chefs a decade or more ago have largely been corrected.
+Economics was the impetus for change. Early in the 1990's, the makers and sellers of automation systems were eager to find a replacement for cyclical markets like the petroleum industry or shrinking markets like shipbuilding. The food industry's relative stability was attractive, so makers of automation equipment have put more effort into meeting the needs of food producers.
+''After the recession in the oil industry, we started looking at the food business as a market because it's less volatile: No matter what happens, people have got to eat,'' said Robert E. Tarrant, assistant director of sales and marketing at the privately held Nametre Company of Metuchen, N.J., which is majority owned by Tytronics Inc., a manufacturer of automation equipment in Bedford, Mass.
+Nametre makes a viscosity sensor that was originally used to test the consistency of refined oil products but was modified in 1990 to monitor the thickness of frosting, pudding, salad dressing, whipped topping and the like.
+Nametre is one of hundreds of companies that have worked in the last decade to develop more accurate, easily integrated and durable electronic sensing devices that detect everything from the creaminess of sandwich cookie filling to the piquancy of pasta sauce. In Nametre's case, sales have risen to $2.5 million from $752,000 in the last eight years.
+Not that human taste tests are a thing of the past. It is just that much of the food being tried out on focus groups has been tried out on electronic sensors first.
+In part, the trend toward automation was slowed by the conviction that creating things culinary is a craft. Master bakers are still a fixture on some bread production lines, stretching hunks of dough between clenched fists to insure proper elasticity. But their time may be passing.
+''To some extent, processors have become more open to technology lately because those kinds of craftsmen are starting to fade away,'' said Ted Labuza, professor of food engineering at the University of Minnesota. ''No one apprentices anymore to learn that kind of thing.''
+This realization, coupled with a highly competitive marketplace in which profit margins are typically a slim 5 percent to 6 percent, has enouraged ''a movement in the industry away from the art and toward the science of making food,'' said Mike Werlein, director of electrical systems at Kraft.
+Steve Smith, manager of the Computer-Integrated Food Manufacturing Laboratory at Purdue University in West Lafayette, Ind, said, ''Food manufacturers are finally beginning to look to computerized process control instead of human inspection to enhance the quality and safety of their products.''
+The total market for food processing control instrumentation has doubled in the last 10 years to $2.2 billion worldwide, according to McMahon Technology Associates, a consulting firm in Leonia, N.J. Among the companies providing such equipment are Rockwell International's Rockwell Automation, Honeywell Industrial Automation and Control of Phoenix and Emerson Electric's Fisher-Rosemont Inc. of St. Louis.
+The biggest technological advances have come in sensing devices that can help determine and control everything from optimum cooking temperature to product uniformity. And a new generation of sensors can measure more taste-specific variables. For example, Maselli Measurements Inc. of Stockton, Calif., a distributor for Maselli Misure S.P.A. of Italy, sells refractometers, which use light refraction to measure the sweetness of fruit juice, jellies and tomato products like pasta sauce.
+The original market for these sensors -- which detect sugar levels by the degree to which light passing through food bends -- was the pharmaceutical industry, which used them to measure soluble solids.
+In the past, few if any of the sensors used in the pharmaceutical industry were durable enough to withstand the harsh environment of the food processing plant, where cleaning of food preparation equipment requires powerful pressure washes containing caustic chemicals.
+''Now, thanks to better design and materials, sensors can survive that kind of rough treatment,'' said Douglas Burns, business development manager in the food and beverage division of Rockwell Automation.
+Sensors are also far more sensitive and accurate. ''The early versions that came out in the '70's and '80's weren't always reliable,'' said Mr. Smith of Purdue. Temperature variations and flow interruptions would go undetected, sometimes leading to burned or soggy products. However, today's electronic sensing mechanisms set off alarms if the temperature of ovens or ingredients are off by the slightest amount.
+And sensors are now equipped with ''intelligence'' so they can, for example, report when they need to be serviced or make calculations based on values detected.
+Developed for the food processing industry, innovative moisture and color sensors made by private companies like the Dantec Systems Corporation of Waterloo, Ontario, and Key Technology Inc. of Walla Walla, Wash., are finding their way onto production lines.
+For example, in 1995, Austin Quality Foods, a division of the German cookie maker Bablsen, installed a sensor to monitor the moisture of the 130 million pounds of sandwich crackers and cookies made each year by its bakery in Cary, N.C.
+Shi Tien Ting, the engineering manager at Austin Quality Foods, said that before installing the sensor, plant operators ran moisture analyses on just-baked crackers every 15 minutes to make sure they were adequately cooked. The laboratory test takes about 30 minutes to perform, so if the crackers were not right, that meant 30 extra minutes of substandard production before an adjustment could be made.
+By contrast, the sensor makes readings continuously and communicates information to a central process logic controller, which regulates oven temperature. According to Mr. Ting, the system -- which cost $100,000 -- has already paid for itself in the ''reduction of scrap.''
+But humans retain a role. The most advanced sensor has the ability to detect only one or two food attributes; a person's taste buds can pick up the thousands of properties responsible for a single food's flavor and texture. ''No one's come up with a replacement for the human tongue,'' Mr. Werlein said.
+Chart ''Putting an End to the Taste Test''
+Food processing companies have adopted a number of technologies to make the business more efficient.
+SWEETNESS
+Sensors detect the sweetness of juice, for example, using refracted light.
+OLD TEST
+Taste it or submit it to time-consuming laboratory tests.
+NEW TEST
+A sensor measures sugar levels by degree to which light bends passing though juice. Deficiencies as well as excesses are automatically corrected by the addition of more sweetener or water.
+VISCOSITY
+Viscosity sensors determine the consistency of products like pudding using an electric circuit.
+OLD TEST
+Stick a spoon or spatula into a pudding sample.
+NEW TEST
+A sensor maintains a constant vibration that is altered by the thickness of the pudding flowing by. Deviations in the vibration measure the creaminess.
+PORTIONS
+Sensors insure exact measure-ments of ingredients in products like margarine.
+OLD TEST
+A worker holds down a knob for a specified period of time to introduce ingredients. Air pockets and lumps made this method imprecise.
+NEW TEST
+Flow sensors measure the mass of each ingredient, so that every batch is made the same.
+MOISTURE
+Moisture sensors measure how wet foods like cookies are.
+OLD TEST
+Taste it, or submit it to time-consuming laboratory tests.
+NEW TEST
+A moisture sensor bounces radio waves off passing cookies. Moist cookies absorb more waves than crispy ones do, so the sensor is able to identify undercooked batches.
+Illustrations by Scott Menchin for The New York Times",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Increasingly%2C+Electronic+Cooks+Are+Being+Used+to+Keep+the+Soup+From+Spoiling&title=New+York+Times&issn=03624331&date=1997-11-03&volume=&issue=&spage=D.5&au=Murphy%2C+Kate&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04768783&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 3, 1997","Of course, it should be no surprise that automation is now standard in food processing. The wonder is that it took until the 1990's to become so. Until this decade, computers and electronics -- integral to the production of manufactured goods from televisions to airplanes -- were conspicuous by their absence from food processing. But now, computers are taking hold in the food processing industry. The Nabisco unit of RJR Nabisco, along with Philip Morris's Kraft Foods, Nestle, Pepsico's Frito-Lay, Morgan Foods, Kellogg, Quaker Oats and General Mills are among the large food producers that have recently installed sensors to help make their products, according to equipment vendors, automation consultants and the companies. Economics was the impetus for change. Early in the 1990's, the makers and sellers of automation systems were eager to find a replacement for cyclical markets like the petroleum industry or shrinking markets like shipbuilding. The food industry's relative stability was attractive, so makers of automation equipment have put more effort into meeting the needs of food producers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Nov 1997: 5.",11/15/17,"New York, N.Y.",,"Murphy, Kate",New York Times Company,,Newspapers,430883583,"United States, New York, N.Y.",English,3-Nov-97,Automation; Food processing industry; Technology; Sensors; Taste,New York Times,News,,,,,,,
+Pri Automation to Pay $172 Million for Equipe,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pri-automation-pay-172-million-equipe/docview/430854454/se-2?accountid=14586,"PRI Automation Inc. said yesterday that it would acquire the closely held Equipe Technologies Inc. for $172 million, adding robots to its line of semiconductor equipment. PRI will issue 4.4 million shares, valued at $161.7 million based on Friday's closing price, for Equipe. PRI will pay an additional $10.3 million to cover options held by Equipe employees. PRI, based in Billerica, Mass., makes hardware and software used to automate the transfer of silicon wafers between steps in the chip-making process. Equipe, based in Sunnyvale, Calif., makes robots used to handle the wafers within those individual steps. PRI's stock fell $3.25 a share, to $33.50.
+Credit: Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pri+Automation+to+Pay+%24172+Million+for+Equipe&title=New+York+Times&issn=03624331&date=1997-10-28&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04759346&rft_id=info:doi/,D,General Interest Periodicals--Uni ted States,3624331,"Copyright New York Times Company Oct 28, 1997","PRI Automation Inc, a maker of hardware and software used to automate the transfer of silicon wafers between steps in the chip-making process, on Oct 27, 1997 said that it would acquire the closely held Equipe Technologies Inc, a maker of robots used to handle the wafers within those individual steps, for $172 million, adding robots to its line of semiconductor equipment. PRI will pay an additional $10.3 million to cover options held by Equipe employees.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Oct 1997: 4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430854454,"United States, New York, N.Y.",English,28-Oct-97,Acquisitions & mergers; High tech industries,New York Times,News,,,,,,,
+Immigration's Automation Plan Criticized,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/immigrations-automation-plan-criticized/docview/430735569/se-2?accountid=14586,"A $2.2 billion project to automate many of the Immigration and Naturalization Service's most important tasks, including airport inspections and tracking illegal immigrants, is in trouble, the Justice Department's inspector general said today.
+The project has been so poorly managed that it has no internal benchmarks that would allow managers and independent auditors to judge whether it was on schedule or within cost limits, or to otherwise quantify its progress, the inspector general, Michael R. Bromwich, said.
+''Definitive measures for tracking critical milestones over the individual project's life do not exist,'' Mr. Bromwich told the House Appropriations subcommittee on Commerce, Justice, State and Judiciary. The panel controls the immigration service's finances.
+Even without the progress markers, Mr. Bromwich said there was ''general recognition'' that some programs were as much as two years behind schedule.
+The bleak assessment surprised many lawmakers, who had been receiving periodic briefings from senior Justice Department officials, who gave no hint of the scope and severity of the problems Mr. Bromwich outlined today.
+''This is an agency out of control, isn't it?'' Representative Harold Rogers, a Kentucky Republican who heads the panel, asked Mr. Bromwich after he described the troubled project and several other problems at the immigration service.
+''It has serious problems,'' Mr. Bromwich said.
+Senior House aides said Congress has already appropriated $500 million in recent years to upgrade I.N.S. technology, including office computers and motion sensors along the border with Mexico, and the committee is now worried that Congress could be pouring billions more down a hole. ''We're concerned about pumping more money into a system that has no concrete idea where it's going,'' said one aide.
+The immigration service acknowledged the difficulties today, but stressed that the agency is working hard to correct problems that might be traced to growing pains.
+''This organization has grown at an extraordinary rate in a short time, and some of the pieces haven't progressed exactly on schedule,'' said Greg Gagne, an immigration service spokesman, said after the hearing. ''We're addressing everything all at once, and that's a tough order.''
+Indeed, at least one lawmaker requested more details about the problems before accepting Mr. Bromwich's assessment.
+''I'm not willing to throw rocks at people yet,'' Representative Alan B. Mollohan, a West Virginia Democrat on the subcommittee, said in an interview. ''These are very complicated programs. These agencies aren't born with this technological competence.''
+Doris M. Meissner, the Commissioner of Immigration and Naturalization, has taken responsibility for providing modern technology to an agency that for decades has relied on paper documents.
+The new technology is important largely because of the crush of foreigners entering the country legally and illegally. The agency is particularly concerned about the estimated 5 million illegal immigrants already living here, and the 275,000 immigrants a year the agency expects to come in illegally or overstay their visas.
+''They need these systems to do their job,'' Mr. Bromwich said of the agency in a brief interview today. ''The longer it takes to get them working, the longer it'll take for significant improvements.''
+The inspector general said that only in the last six weeks had auditors discovered the scope of the problem.
+''Last year I testified that I was somewhat optimistic about I.N.S.'s huge ongoing automation initiatives,'' Mr. Bromwich said. ''This year I regret to say that I cannot assure you that the project is on the right track.''
+Mr. Bromwich singled out three of the agency's larger technology programs for criticism, including Ident, an automated fingerprint identification system used to track illegal immigrants. The system has been installed at 80 stations along the Southwest border and is working well at individual stations. But Mr. Bromwich said there was no network to allow all the stations to communicate.
+Another program, Enforce, is designed to replace 50 paper forms used to process illegal immigrants with an automated system. Mr. Bromwich said the system, now in prototype, is two years behind schedule.
+Mr. Gagne, the agency spokesman, said the delays could be made up by late 1997.
+A third program, Inspass, allows low-risk, foreign frequent travelers to speed through immigration inspections at high-volume airports and border crossings. Mr. Bromwich said the cost of the program may outweigh its benefits, and that the system, used at Newark International and John F. Kennedy International Airports, as well as at a Toronto airport, is also behind schedule.
+''I'm not saying they won't be able to recover, but they're in a hole now,'' Mr. Bromwich said in an interview.
+But Mr. Gagne insisted the program was on schedule.
+Not all of the agency's new technology is foundering. Mr. Bromwich praised two of the agency's programs: new motion sensors that detect illegal U.S.-Mexico border crossings, and an automated system that tracks refugees.
+Photograph Michael R. Bromwich, right, the Justice Department's inspector general, told a House panel yesterday of delays in modernizing the Immigration and Naturalization Service. Robert Ashbaugh, his deputy, is at left. (Amy Toensing for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Immigration%27s+Automation+Plan+Criticized&title=New+York+Times&issn=03624331&date=1997-02-27&volume=&issue=&spage=A.18&au=Schmitt%2C+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04444598&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 27, 1997","A $2.2 billion project to automate many of the Immigration and Naturalization Service's most important tasks, including airport inspections and tracking illegal immigrants, is in trouble, the Justice Dept's inspector general said today. The project has been so poorly managed that it has no internal benchmarks that would allow managers and independent auditors to judge whether it was on schedule or within cost limits, or to otherwise quantify its progress, the inspector general, Michael R. Bromwich, said. ''Definitive measures for tracking critical milestones over the individual project's life do not exist,'' Mr. Bromwich told the House(Senior House) Appropriations subcommittee on Commerce, Justice, State and Judiciary. The panel controls the immigration service's finances. ''This is an agency out of control, isn't it?'' Representative Harold Rogers, a Kentucky Republican who heads the panel, asked Mr. Bromwich after he described the troubled project and several other problems at the immigration service.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Feb 1997: 18.",11/15/17,"New York, N.Y.",,"Schmitt, Eric",New York Times Company,,Newspapers,430735569,"United States, New York, N.Y.",English,27-Feb-97,Automation; Pilot projects; Immigration policy,New York Times,News,,,,,,,
+Inquiry Into Colombia Jetliner Crash Urges More Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/inquiry-into-colombia-jetliner-crash-urges-more/docview/430687489/se-2?accountid=14586,"The National Transportation Safety Board concluded today that additional cockpit automation might have prevented the crash of an American Airlines jet that hit a mountain near Cali, Colombia, last Dec. 20, killing all but 4 of the 163 passengers and crew members on board.
+The board reached its conclusion even though cockpit automation contributed to the accident, which occurred after the captain of the Boeing 757 entered incorrect data into an onboard computer that put the plane on its fatal course.
+Over the next 100 seconds or so after the incorrect data were entered, the captain and the first officer sensed that the plane was turning in the wrong direction but were not sure why. Twelve seconds before impact, a warning system told them that they were too close to the ground and that they should pull up, but in their haste they did not raise the nose far enough. They also forgot to retract the speed brakes, which are flight control panels on the wings that the pilots deployed as they prepared to land. This reduced the plane's ability to climb.
+In a meeting today, at which the problems of cockpit automation were discussed for about a hour, the board voted to ask the Federal Aviation Administration to consider a system that would automatically retract the speed brakes when the pilots open the throttles fully, as they did near Cali, and another that would tell the pilots just how steeply they should climb in an emergency.
+But the board did not call for the F.A.A. to require automatic systems because in some circumstances, retracting the speed brakes will make a plane dive, and some aviation experts say pilots might overcompensate and yank the nose up too far.
+Dr. Bernard S. Loeb, director of the board's Office of Aviation Safety, said the Cali crash showed both the value and the dangers of automation.
+Robert Francis, vice chairman of the board, said he was not sure additional automation would help. ''I view with some skepticism putting more indicators and dials in the cockpit of an airplane, particularly the ones that are going to be used in times of high stress,'' he said. ''The pilot is being asked to look off to another instrument in a period when I'm not sure he'll do it.''
+According to Colombian investigators of the Cali crash, the captain intended to program the computer to take the plane toward a radio beacon called Rozo, 2.6 miles north of the runway. But he mistakenly entered the code letter for another beacon, Romeo, on the same frequency but 139 miles to the northeast.
+In its report last week on the crash, prepared with the assistance of the safety board, the Colombian Government attributed the crash to pilot error.
+The safety board did not prepare a report of its own, because the accident happened in a foreign country. But in discussing its recommendations today, the board made clear that design problems had helped make the crew error possible.
+These problems included differences between the printed approach chart and the electronic one that appeared on the plane's computer, and the proximity of two navigation beacons on the same frequency, with names similar enough so a pilot could confuse them.
+The board also endorsed a new ''ground proximity warning system,'' now under study by the F.A.A., which gives pilots more warning of a possible crash. Existing systems use an altimeter to sense the plane's distance from the ground, and sound an alarm a few seconds before a crash would occur. They are designed with a narrow margin of safety because pilots ignore them if they go off too often.
+One manufacturer, Allied Signal, has built a new model that uses the plane's navigation system to determine its location, and is then compared to a computerized database of terrain worldwide. Based on the plane's direction and speed, it predicts, with about a minute's notice, when the plane's course will take it into mountains. Because the system has an overview of the local geography, its false alarm rate is expected to be low.
+The Allied Signal system also displays upcoming mountains in bright colors on a cockpit weather radar screen or navigation screen.
+In response to the Cali crash, American Airlines has said it will buy the system for its aircraft.
+The board also called for more training for pilots on emergency climbs after the ground proximity warning system gives its alarm. Such training might have led the pilots in the Cali crash to retract the speed brakes, experts say.
+James E. Hall, the board's chairman, noted that the Boeing Company recommends that the pilot keep a hand by the speed brake lever when they are deployed, but that American Airlines does not.
+John Hotard, a spokesman for the airline, said the problem was that the pilot would have to use the right hand for this task, the same hand he or she would use to enter data into the flight management computer, which can be needed several times on approach.
+Also at today's meeting, the safety board considered extensive recommendations on the rudder control systems of Boeing 737's. The board is still studying the crash of a USAir Boeing 737 on its approach to the Pittsburgh International Airport in September 1994, and still cannot say why the plane suddenly rolled over and plunged to the ground. But the board has said it believes that the rudder, on its own, swung to one side and stayed there.
+The board put off a vote on the recommendations for two weeks because Mr. Francis said he had been too busy with the investigation of the crash of Trans World Airlines Flight 800 last July off Long Island to fully consider the staff's report.
+The consensus among the five-member board was that the F.A.A. should require that Boeing 737's be able to fly even if a rudder makes an uncommanded movement.
+Other recommendations call for installing indicators in the cockpit that will tell pilots what the position of the rudder is and when part of the mechanism has failed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Inquiry+Into+Colombia+Jetliner+Crash+Urges+More+Automation&title=New+York+Times&issn=03624331&date=1996-10-02&volume=&issue=&spage=A.21&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04245839&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 2, 1996","The NTSB concluded on Oct 1, 1996 that additional cockpit automation might have prevented the crash of an American Airlines jet that hit a mountain near Cali Colombia on Dec 20, 1995, killing all but 4 of the 163 passengers and crew on board. The board reached its conclusion even though cockput automation contributed to the accident, which occurred after the captain of the Boeing 757 entered incorrect data into an onboard computer that put the plane on its fatal course.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Oct 1996: 21.",11/15/17,"New York, N.Y.",Cali Colombia,"Wald, Matthew L",New York Times Company,,Newspapers,430687489,"United States, New York, N.Y.",English,2-Oct-96,Automation; Aircraft accidents & safety; Accident investigations,New York Times,News,,,,,,,
+Dt Industries Pays $77 Million for Mid-West Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dt-industries-pays-77-million-mid-west-automation/docview/430605173/se-2?accountid=14586,"DT Industries Inc., based in Springfield, Mo., said yesterday that it had paid $77 million for Mid-West Automation Enterprises Inc., a maker of integrated assembly systems. Shares of DT Industries rose $4, or 22 percent, to $22.25, in Nasdaq trading. Closely held Mid-West, based in Buffalo Grove, Ill., is expected to post $18 million in operating profit on revenue of more than $85 million for the year ended May 26. Its backlog as of June 30 was about $70 million. DT makes automated production equipment and metal components.
+Credit: Bloomberg Business News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Dt+Industries+Pays+%2477+Million+for+Mid-West+Automation&title=New+York+Times&issn=03624331&date=1996-07-23&volume=&issue=&spage=D.4&au=Anonymous&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04143392&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 23, 1996","DT Industries Inc said on Jul 22, 1996 that it had paid $77 million for Mid-West Automation Enterprises Inc, a maker of integrated assembly systems. Shares of DT Industries rose $4, or 22%, to $22.25, in Nasdaq trading.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 July 1996: 4.",11/15/17,"New York, N.Y.",,Anonymous,New York Times Company,,Newspapers,430605173,"United States, New York, N.Y.",English,23-Jul-96,Stock prices; Acquisitions & mergers,New York Times,News,,,,,,,
+Automation Drives a Surge In Currency Trade Volume,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/automation-drives-surge-currency-trade-volume/docview/430308699/se-2?accountid=14586,"Not only does money make the world go round, it is moving faster, major central banks reported yesterday. The banks reported that currency trading had risen sharply in the last three years, as high-speed electronic trading made more transactions possible.
+In the last three years, a period of turmoil in the global currency market, daily turnover is estimated to have grown to the point that it now exceeds $1 trillion, or the value of the gross domestic product of Britain. Three years ago, daily turnover was an estimated $880 billion.
+The dollar plummeted for most of 1994 and 1995 but recovered recently, while in 1992 and 1993 European currencies were roiled by crises in the exchange-rate mechanism designed to combine Europe's currencies into one.
+In April 1995, according to a survey by the Federal Reserve Bank of New York that was released yesterday, daily turnover in the United States foreign-exchange market was $244 billion, up 46 percent from $167 billion in April 1992. The United States market has almost doubled since 1989 and has risen more than tenfold since 1980.
+The New York Fed said high-speed automated trading in the United States had grown from almost nothing in 1992 to 13 percent of market volume. Although no precise data exist, electronic trading in overseas markets has probably grown at parallel rates.
+Because of the speed and complexity of foreign exchange, an exact figure for global transactions may never be determined. One problem is the double counting of transactions. A sale of a German mark, for example, will be reported twice, once by the seller and once by the buyer.
+The problem is magnified in international transactions. While it would be difficult, for example, to identify every American buying an American brand of soup here, it would be even harder to track the transactions if Germans, Belgians and Japanese bought the American product in their countries.
+""It becomes still more difficult when an American buys the soup in London, or a German buys the soup in Zurich or Tokyo,"" said Dino Kos, vice president for foreign exchange at the New York Fed, which conducted the survey of 130 foreign-exchange firms and 17 currency brokers in the United States.
+While the mark and the Japanese yen are used in an increasing number of transactions, the report found that the dollar was still used in 86 percent, or $209 billion, of transactions made in the United States. By contrast, the mark was used in 43 percent of transactions in this country and the yen in 23 percent. The sum exceeds 100 percent because foreign-exchange transactions involve at least two currencies.
+The New York Fed also surveyed activity in trading of derivatives but will report those figures later this year.
+Twenty-five other central banks conduct foreign-exchange surveys every three years in April, following the Fed's lead. The Bank of International Settlements in Switzerland, the central bank of the central banks, combined the data into an overall report.
+London, the largest foreign-exchange market, reported the biggest gain in daily volume, 60 percent, to $464 billion, over the last three years. In Germany, the Bundesbank reported a surge of about 40 percent, to between $80 billion and $85 billion. In Tokyo, the Bank of Japan reported a 34 percent increase, to $161.4 billion.
+Graph ""Foreign Exchange Trading"" tracks average daily volume of currency trading in United States markets in April of 1977, 1980, 1983, 1986, 1989, 1992, and 1995. (Source: Federal Reserve)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Automation+Drives+a+Surge+In+Currency+Trade+Volume&title=New+York+Times&issn=03624331&date=1995-09-20&volume=&issue=&spage=D.3&au=Ramirez%2C+Anthony&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 20, 1995","The problem is magnified in international transactions. While it would be difficult, for example, to identify every American buying an American brand of soup here, it would be even harder to track the transactions if Germans, Belgians and Japanese bought the American product in their countries. ""It becomes still more difficult when an American buys the soup in London, or a German buys the soup in Zurich or Tokyo,"" said Dino Kos, vice president for foreign exchange at the New York Fed, which conducted the survey of 130 foreign-exchange firms and 17 currency brokers in the United States. While the mark and the Japanese yen are used in an increasing number of transactions, the report found that the dollar was still used in 86 percent, or $209 billion, of transactions made in the United States. By contrast, the mark was used in 43 percent of transactions in this country and the yen in 23 percent. The sum exceeds 100 percent because foreign-exchange transactions involve at least two currencies.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Sep 1995: D.3.",11/15/17,"New York, N.Y.",,"Ramirez, Anthony",New York Times Company,,Newspapers,430308699,"United States, New York, N.Y.",English,20-Sep-95,BANKS AND BANKING; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Industrial Robots Make the Grade,"New York Times, Late Edition (East Coast); New York, N.Y.",,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-industrial-robots-make-grade/docview/429886401/se-2?accountid=14586,"In the early 1980's, when Roger B. Smith, then chairman of the General Motors Corporation, described his vision for the auto industry's future, he imagined factory floors where, one by one, workers would be replaced by robots.
+""Every time the cost of labor goes up a dollar an hour,"" Mr. Smith said, ""a thousand more robots become economical.""
+But while hundreds of thousands of jobs were subsequently lost in the American auto industry and other manufacturing businesses, robots had little to do with it. Indeed, the early industrial robots were often expensive, more temperamental than the most recalcitrant worker and in many cases ill suited to the tasks assigned them. By the late 1980's, a steep decline in orders for robotic equipment had driven most American companies -- including G.M. -- out of the business of making industrial robots. Sales Are Booming
+Fortunately for United States manufacturing industries, some small American robot makers stayed the course, as did the big Japanese robotics makers. Today, sales are booming for robots, which are cheaper, stronger, faster and smarter than their predecessors.
+Industrial robots are hard at work in the industrial heartland, spot-welding car bodies on auto assembly lines, placing tiny parts on circuit boards in electronics factories and packing frozen hamburger patties into boxes at food-processing plants. And rather than replacing workers in droves, robots are reserved for tasks that either are ill suited to human hand and eye or are so onerous or strenuous that people don't want to do them.
+""In the early 1980's robots were a fad and expectations were overly high,"" said Takeo Kanade, director of the Robotics Institute at Carnegie Mellon University. ""Now I think views are a little more practical and realistic.""
+In the first half of this year, 4,355 robots with a total value of $383.5 million -- a record both in terms of units and dollars -- were sold in the United States, according to the Robotic Industries Association in Ann Arbor, Mich., the industry's principal trade group. That represented a 25 percent increase in value over the first half of 1993, the previous record.
+And the industry's backlog of unfilled orders stands at $350 million, the highest in nine years, the association reported. The increase in demand is largely fueled by orders from the automobile companies, although other industries are showing renewed interest, officials of the trade group said.
+Lower cost and greater reliability are the keys, said Steven W. Holland, a robotics specialist at General Motors. Prices today are about half what they were 10 years ago for comparable machines and reliability is four times better, he said.
+Among other jobs, G.M. uses robots to lay a bead of urethane sealant around the windshield frames of its vehicles before installing the glass. Labor costs are not even an issue, Mr. Holland said. More importantly, it is a task whose uniformity and repetition would make it difficult for human hands to do.
+""We use robots to put a urethane seal around windshields very precisely, because we don't want any leaks,"" Mr. Holland said. ""We would install them even where the labor rate is like Mexico's.""
+And unlike simpler ""fixed automation"" machinery, designed and built to perform one task and one task only, like a conveyor line, today's robots can be reprogrammed for a new task, while a conventional automated machine would have to be replaced. ""We can replace fixed automation with robots with a similar or lower investment,"" Mr. Holland said. American Giants Pulled Out
+If today's robots are different, so is the lineup of companies making them. No longer in the business are American giants like G.M., Cincinnati Milacron Inc., the General Electric Company, the International Business Machines Corporation and the Westinghouse Electric Corporation, all of which chose to bail out.
+As a result, the robots that American auto makers and other domestic manufacturers are buying to help fend off the likes of the Toyota Motor Corporation, the Nissan Motor Company and the Honda Motor Company are largely machines that themselves are made in Japan. The Fanuc Robotics Corporation, a unit of Fanuc Ltd. of Japan, is the leader in the United States, with robotic sales expected to reach about $260 million this year.
+A unit of the Swedish industrial conglomerate Asea Brown Boveri A.B. is second in the United States robotics market, with sales estimated at $120 million. But after that, the big makers of industrial robots are Japanese: Motoman , the Panasonic Factory Automation Company, Kawasaki Robotics, Sony Component Products and Nachi Robotic Systems, all of which do their manufacturing in Japan.
+The only major American producer to have survived is Adept Technology Inc. of San Jose, Calif., which makes robots for light assembly work on circuit boards and electronic devices and was not tied to the boom and bust cycles of the auto business. Still, it has annual sales of only about $50 million in a $700-million-a-year market. Japan's Heavy Use
+One reason that Japanese companies are so powerful in robotics is that they build a lot of the machines for use in their home market. According to the Robot Industries Association, there are about 300,000 industrial robots in use in Japan, compared with 52,000 in the United States.
+""The Japanese build more robots each year than we have installed in the United States in total,"" said Joseph Engelberger, an American who developed the first commercial robot in the mid-1960's. Although Mr. Engelberger received a great deal of attention from Japan at the time, he eventually sold his company, Unimation, to Westinghouse.
+He said that American industry's focus on short-run profit was what drove robotics offshore. ""I have been to Japan 28 times, and I have never heard a discussion about return on investment"" related to robotics, Mr. Engelberger said. ""Their attitude is that if a robot can do a job better, then use a robot.""
+Mr. Engelberger is now developing mobile robots through his own company, the Transitions Research Company in Danbury, Conn. Like some other small companies, Transitions Research is working to improve ""service"" robots that might serve meals in hospitals or act as watchmen in warehouses. Such applications require finer sensing capabilities and vision systems than most industrial robots now have, which is why the field has yet to take off.
+As for the industrial robots used in manufacturing and assembly work, the current leader, Fanuc Robotics of Japan, was not even in the American robotics market until G.M. brought the company into a joint venture in 1981. The initial plans called for joint development of new models of robots, which would be made in the United States. But G.M. ended up serving largely as a marketing conduit for Japanese-made robots, before selling its interest in the venture in 1992 at the depth of General Motors' financial troubles.
+Dogged determination to grab market share, regardless of immediate profits, is the reason Japanese rather than American companies dominate the robot business in this country, said Vernon L. Mangold Jr., president of Kohol Systems Inc. in Dayton, Ohio. Kohol has survived as a small producer of robots for special applications, like hot, dirty jobs in the steel industry.
+Mr. Mangold said his company had managed to stay alive by seeking out niche markets unattractive to larger producers, which prefer to make standardized machines that can be adapted to work in all sorts of factories. ""We work in nasty environments like foundries that the other guys avoid,"" Mr. Mangold said.
+For Adept Technology, the largest American company still in the field, success has come through adapting their robots to the needs of factory managers. Adept aims to make its robots flexible, able easily to learn new jobs, said Charlie Duncheon, vice president for sales and marketing at Adept. ""There are products in consumer electronics and personal computers that have a life cycle of six to nine months,"" he said. ""Those people need flexible automation that can be changed rapidly for a new product.""
+To make the change-overs as quick and painless as possible, robot makers have applied the lessons of personal computers to the ""user interface."" Instead of having to write new software code to adapt a robot to a new task, for example, users can use a computer mouse, point-and-click commands and successive pull-down menus to make the necessary changes.
+""You no longer need a Ph.D. in computer science to program a robot,"" Mr. Duncheon said.
+Photograph Robotic welding arm on Ford Motor's Wixom, Mich., assembly line.
+Graph ""Renewed Strength in Robotics"" shows net new orders in robots, and in dollars from '84-'94. (Source: Robotic Industries Association, Ann Arbor, Mich.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Industrial+Robots+Make+the+Grade&title=New+York+Times&issn=03624331&date=1994-09-07&volume=&issue=&spage=D.1&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 7, 1994","""We use robots to put a urethane seal around windshields very precisely, because we don't want any leaks,"" Mr. [Steven W. Holland] said. ""We would install them even where the labor rate is like Mexico's."" Unlike simpler ""fixed automation"" machinery, designed and built to perform one task and one task only, like a conveyor line, today's robots can be reprogrammed for a new task, while a conventional automated machine would have to be replaced. ""We can replace fixed automation with robots with a similar or lower investment,"" Mr. Holland said. American Giants Pulled Out For Adept Technology, the largest American company still in the field, success has come through adapting their robots to the needs of factory managers. Adept aims to make its robots flexible, able easily to learn new jobs, said Charlie Duncheon, vice president for sales and marketing at Adept. ""There are products in consumer electronics and personal computers that have a life cycle of six to nine months,"" he said. ""Those people need flexible automation that can be changed rapidly for a new product.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Sep 1994: D.1.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,429886401,"United States, New York, N.Y.",English,7-Sep-94,ROBOTS; SALES; LABOR; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+Mail Carriers to Go Their Own Way in Contract Negoti ations,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mail-carriers-go-their-own-way-contract/docview/429835563/se-2?accountid=14586,"Special to The New York Times
+The bills will still come. The dogs will still bark. But for the first time in 24 years, the nation's 240,000 mail carriers will, by choice, not be negotiating their contract with the rest of the employees of the Postal Service.
+""We're disappointed,"" said Tom Fahey, communications director for the American Postal Workers Union, which had been negotiating contracts jointly with the union representing mail carriers. ""When you split the units up, it creates an environment where management can at least attempt to whipsaw one unit against the other.""
+The jointly negotiated contracts have covered all 546,000 Postal Service employees. But the mail carriers, who are members of the National Association of Letter Carriers, now say that the demands and dangers of their work, from harsh weather to delivering mail in high-crime areas, require special attention during negotiations.
+The carriers say that the members of the American Postal Workers Union have less taxing jobs -- operating letter sorting machines, staffing windows in post offices, repairing the service's nearly 200,000 vehicles.
+""The clerical workers have air conditioning in the summertime and warmth in the wintertime,"" said one letter carrier who has delivered mail in Washington for 27 years.
+Moreover, he said, carriers never have enough time to deliver their mail. Other postal workers, he said, ""have three round-the-clock shifts in the office, and we only have one.""
+The current contract expires in November. The contract up for negotiation would be for four years. Not Worried About Numbers
+In an effort to play down the significance of separate negotiations, Vincent R. Sombretto, president of the National Association of Letter Carriers, said, ""Numbers are not what determines whether you are able to bargain effectively.""
+Mr. Sombretto said the other union insisted on having two tiers of employees: career employees with full benefits and higher wages, and ""transitional employees"" who receive no benefits and lower wages. Letter carriers, he said, want to be able to refuse to hire transitional employees, who are seen as weakening the bargaining power of career workers.
+The American Postal Workers Union is concerned by the prospect of separate negotiations. ""I can't fathom why the mail handlers are not interested in joint handling,"" Mr. Fahey said.
+Postmaster General Marvin T. Runyon, who took over the job from Anthony M. Frank in 1992, inherited an agency that had received national attention for workplace violence. The agency had also been in the news because of letter carriers who had hoarded mail in their homes. Last week a mail carrier who had delayed and stolen a ton of mail from his Chicago office was sentenced to 21 months in prison. Automation and Anger
+Mr. Runyon has continued Mr. Frank's campaign to automate the country's 40,000 post offices, but critics say the automation has produced an impersonal and hostile workplace. Mark R. Saunders, a spokesman for the Postmaster General, said automation had enabled the postal system to serve more customers. ""We're not slowing it down,"" he said.
+Frank P. Brennan Jr., a spokesman for the Postal Service, said that by the end of 1994, 176 billion pieces of mail will have been delivered during the year, with about the same size staff that existed in 1979, when 120 billion pieces were delivered.
+""If it weren't for automation, it would be nearly impossible for us to process that,"" Mr. Brennan said.
+Mr. Sombretto said that as the tasks of postal workers and letter carriers diverged as a result of automation, separate negotiations seemed prudent.
+""If we're more important to them, then why would you think it's so strange that we're going to bargain by ourselves?"" he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Mail+Carriers+to+Go+Their+Own+Way+in+Contract+Negotiations&title=New+York+Times&issn=03624331&date=1994-08-30&volume=&issue=&spage=A.17&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 30, 1994","""We're disappointed,"" said Tom Fahey, communications director for the American Postal Workers Union, which had been negotiating contracts jointly with the union representing mail carriers. ""When you split the units up, it creates an environment where management can at least attempt to whipsaw one unit against the other."" Mr. [Marvin T. Runyon] has continued Mr. Frank's campaign to automate the country's 40,000 post offices, but critics say the automation has produced an impersonal and hostile workplace. Mark R. Saunders, a spokesman for the Postmaster General, said automation had enabled the postal system to serve more customers. ""We're not slowing it down,"" he said. ""If we're more important to them, then why would you think it's so strange that we're going to bargain by ourselves?"" he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Aug 1994: A.17.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429835563,"United States, New York, N.Y.",English,30-Aug-94,POSTAL SERVICE; LABOR UNIONS; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; ELECTROCOM TO BE ACQUIRED BY AEG OF GERMANY,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-electrocom-be-acquired-aeg-germany/docview/429863329/se-2?accountid=14586,"Reuters
+Electrocom Automation Inc., the largest supplier of document processing systems to the United States Postal Service, said yesterday that it had agreed to be acquired by the German conglomerate AEG A.G. AEG, based in Frankfurt, will pay $10 a share in cash for the common stock of Electrocom. The deal has an estimated value of $265 million. Affiliates of Electrocom's founding stockholders have already agreed to sell their 50.1 percent stake of the company. The deal is expected to close in September. Electrocom, based in Arlington, Tex., is a manufacturer of high-speed automated document-processing systems. The company had sales of $414 million last year. Electrocom stock shot up $3.625, to $9.75, on the New York Stock Exchange, where its 59 percent gain was the biggest of the day.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+ELECTROCOM+TO+BE+ACQUIRED+BY+AEG+OF+GERMANY&title=New+York+Times&issn=03624331&date=1994-08-04&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 4, 1994","Electrocom Automation Inc., the largest supplier of document processing systems to the United States Postal Service, said yesterday that it had agreed to be acquired by the German conglomerate AEG A.G.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Aug 1994: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429863329,"United States, New York, N.Y.",English,4-Aug-94,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"In French Factory Town, Culprit Is Automation","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/new spapers/french-factory-town-culprit-is-automation/docview/429748225/se-2?accountid=14586,"Special to The New York Times
+Bibendum, that chubby, famous French mascot also known as the Michelin Man, has long brought good cheer to the people living at the foot of the volcanoes of central France. The more maps and guidebooks he appeared on and the more tires his owners made, the more jobs for the people at the Michelin headquarters at Clermont-Ferrand.
+Three years ago, Michelin became the world's largest maker of tires. But at the factory yards and around the bars here, no one remembers morale being so low. This medieval market town that Michelin transformed into a prosperous industrial center during the last 100 years has been squeezed by the belt-tightening of its biggest business.
+In the last decade jobs at Michelin's main plant here have shrunk from 30,000 to 16,000. Most of the cuts were through attrition and buyouts, but hundreds have been laid off. People whose entire working lives have been spent in the plant, and who thought their jobs secure, have been told that more and more of their work will be done by robots and other devices. The company's cradle-to-grave benefits, as well as its clinics, schools and stores, have been phased out. Unemployment at a High
+In France and across Europe, millions are feeling the sting of industrial cost-cutting and automation. But unemployment in France, now at 12.2 percent, is at its highest since World War II.
+The Michelin case is a stark example of the permanent changes modern technology has brought to the workplace. Its unemployed workers are also victims of the ongoing shift of jobs from high-cost Western economies to developing countries.
+Few cities have been as vulnerable as Clermont-Ferrand. Long dependent on one company, the townspeople have been shaken to discover that a century of paternalism could disappear in a matter of a few years.
+""When things got bad everywhere else, people here said, 'Nothing will happen, not here. Michelin will save its people,' "" said Francois Boisset, a local union leader. ""That's a big part of the problem. We grew up with the idea that we could do nothing without Michelin."" No Longer Manual Labor
+Francois Michelin, the enigmatic family patriarch and company chairman, has presented the shedding of jobs and drive for efficiency as part of a worldwide trend which, if anything, has come late to France. Mr. Michelin, 67, the grandson of the company's founder, has compared the changes to previous great upheavals in the region, like the time earlier in the century when machines replaced horses on the farms and pushed the weavers out of the textile factories in nearby Lyons.
+""Tires will never again be an industry of manual labor,"" he said at a recent but rare public appearance.
+Explanations have done little to lift the spirits, said Bernard Moulin, a 40-year-old union delegate with 22 years as a cutter and molder at the plant. By way of demonstrating the company's local power, he was leading a visitor on a tour of the places that made up his Michelin life.
+There was the maternity clinic, the Nine Suns, where most workers' babies were born, and the Michelin general hospital, where workers were treated or died. There were dentists' offices and even a sanatorium, all now in the hands of the Government, which has taken over the services once provided by the company. He drove by the complex of Michelin schools, which used to hold 6,000 students, now turned over to the state. ""I went there from age 8 to 16,"" Mr. Moulin said. ""I came out a carpenter and went straight to the plant."" Most Services Gone
+His mother always bought food, clothing, furniture, even coal and firewood, at the company stores, where some prices were subsidized. Like his father, who worked at Michelin for 29 years, he has always lived in a Michelin-owned home. When his father died, Michelin made the funeral arrangements.
+Today most such services have gone, except for a few day-care centers. ""We have moved from the good old days of paternalism to a normal, cold capitalist enterprise,"" Mr. Moulin said.
+Yet the past lives on in the edifying names of Michelin-ville, a large neighborhood of company housing. Here Courage Street leads to Willpower Street and to Duty Street. One particularly grim stretch between factory walls and parking lots is called the Road of Charm. ""A triumph of hope over reality,"" Mr. Moulin said.
+The downturn has disheartened many young people who have tried in vain to find work with other local employers, whose plants make components for the aerospace, car and pharmaceutical industries. Many workers' children seem lost.
+Florent, 23, was born in the Nine Suns clinic, grew up in a tiny Michelin apartment and wants his last name withheld to protect his father's job. He lives on a bluff overlooking a Michelin bastion of halls and chimneys, but for him the plant has been as unapproachable as Kafka's castle. Since leaving school he has applied for jobs, was turned down, did his military service and applied again. On lucky days, he gets odd jobs as a cashier, as a nightwatchman, as a car washer. Tallying the Family Budget
+""It gets harder to live with parents, but I can't afford to leave,"" he said, showing a small room which he shares with his two brothers.
+At the kitchen table, he and his mother tallied the family budget: his father, a worker with 25 years at the plant, brings home $1,170 a month. The rent, though subsidized, eats up $265. The remaining $905 are spent quickly on heat, light, food and clothing for five people.
+It makes Florent angry that he spends 20 precious dollars each month on photocopying, envelopes, photographs and stamps, sending in job applications to companies who do not even reply. The last Michelin letter, saying there were no vacancies, came just two months ago.
+""I worry about Florent,"" said his mother. ""He's starting to say he won't get up in the morning. 'What's the point?' he says."" Sales Are Depressed
+Michelin's strategy for job and cost cutting varies widely at the 70 different plants its operates in 15 countries, employing 125,000 people. In France, which has strong labor protection laws, the company plans to eliminate 5,000 more jobs this year, mostly through attrition and voluntary buyouts. At the Clermont-Ferrand plant, where the company has already shed 14,000 jobs in less than a decade, this means cutting 1,500 more places.
+Company executives have said that recessions in the United States and now in Europe have depressed car and truck sales far beyond expections. Further, economists said, Michelin's purchase of America's Uniroyal Goodrich in 1989 plunged it deeper into debt.
+These events may happen far beyond the horizons of this provincial capital, yet they have shaken the Auvergne highland as if its phalanx of extinct volcanoes had come to life. ""This city is the dynamic heart of a large rural region,"" said Jean-Yves Gouttebel, the Deputy Mayor. ""So it inevitably affects the whole area.""
+Clermont-Ferrand had attracted immigrants for years; its population is now shrinking. Its 145,000 inhabitants are 15,000 less than in 1980. Shops and small businesses have closed. Some locals have retreated to family farms and many Portuguese workers have gone back to Portugal.
+Some people bought out by Michelin have used their final payments to start small businesses, but few have succeeded. One of Bernard Moulin's friends who left after 20 years at Michelin used his $25,000 severance payment to open a hardware store. He lost the entire sum in two years. Another co-worker opened a small store in Nice but went broke and is now selling vacuum cleaners. Divided Labor Movement
+At the town hall, Mr. Gouttebel insisted that a bright future still awaits this mountain city. With new highways and a high-speed train route now being built, the town will soon be a crossroads at the heart of France.
+Across France the recession has further debilitated the already weak and divided labor movement. Here, it seems virtually paralyzed. Downtown at the fraying offices of the leftist General Labor Confederation, Francois Boisset said that only about 4 percent of Michelin employees were now unionized.
+""Workers tell us, 'What's the point of being in the union if it can't protect us?' "" said Mr. Boisset. ""The psychological pressure at the plant against the unions is terrible. Employees don't want to be seen talking to us. They are afraid for their jobs.""
+Photograph France's high unemployment and the economic forces causing it are nowhere more evident than in Clermont-Ferrand, home of Michelin. The company's main product was for sale outside the factory walls. (Jean-Marie Huron/Editing, for The New York Times) Map of France showing location of Clermont-Ferrand.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+French+Factory+Town%2C+Culprit+Is+Automation&title=New+York+Times&issn=03624331&date=1994-05-12&volume=&issue=&spage=A.3&au=Simons%2C+Marlise&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 12, 1994","""When things got bad everywhere else, people here said, 'Nothing will happen, not here. Michelin will save its people,' "" said Francois Boisset, a local union leader. ""That's a big part of the problem. We grew up with the idea that we could do nothing without Michelin."" No Longer Manual Labor ""I worry about [Florent],"" said his mother. ""He's starting to say he won't get up in the morning. 'What's the point?' he says."" Sales Are Depressed ""Workers tell us, 'What's the point of being in the union if it can't protect us?' "" said Mr. Boisset. ""The psychological pressure at the plant against the unions is terrible. Employees don't want to be seen talking to us. They are afraid for their jobs.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 May 1994: A.3.",11/15/17,"New York, N.Y.",FRANCE CLERMONT-FERRAND (FRANCE),"Simons, Marlise",New York Times Company,,Newspapers,429748225,"United States, New York, N.Y.",English,12-May-94,UNEMPLOYMENT AND JOB MARKET; LABOR,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; FISCHER & PORTER ACCEPTS ELSAG BAILEY'S BUYOUT BID,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-fischer-porter-accepts-elsag-baileys/docview/429721259/se-2?accountid=14586,"Reuters
+The Fischer & Porter Company, a maker of measurement systems, said yesterday that it had accepted a $157 million takeover offer from Elsag Bailey Process Automation N.V. of the Netherlands after rejecting a lower bid by Moorco International Inc., based in Houston. Elsag Bailey announced a bid of $24.25 a share on Monday for Fischer & Porter, exceeding Moorco's bid of $23.25 a share, which was made in March. Elsag Bailey said the acquisition would be completed quickly, and that it had arranged financing with Chemical Bank. Shares of Fischer & Porter, which is based in Warminster, Pa., fell $1, to $23.625, on the American Stock Exchange yesterday.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+FISCHER+%26amp%3B+PORTER+ACCEPTS+ELSAG+BAILEY%27S+BUYOUT+BID&title=New+York+Times&issn=03624331&date=1994-04-14&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 14, 1994","The Fischer & Porter Company, a maker of measurement systems, said yesterday that it had accepted a $157 million takeover offer from Elsag Bailey Process Automation N.V. of the Netherlands after rejecting a lower bid by Moorco...","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Apr 1994: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429721259,"United States, New York, N.Y.",English,14-Apr-94,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; FISCHER & PORTER GETS AN OFFER FROM ELSAG BAILEY,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-fischer-porter-gets-offer-elsag/docview/429709754/se-2?accountid=14586,"Reuters
+Bidding for the Fischer & Porter Company intensified yesterday when the company said it had received an unsolicited offer valued at more than $150 million from Elsag Bailey Process Automation N.V. of the Netherlands. Fischer & Porter said Elsag Bailey had offered $24.25 a share, which topped last month's bid of $23.25 a share from Moorco International Inc. of Houston. Shares of Fischer & Porter, a maker of measurement systems based in Warminster, Pa., rose $2, to $24.625, on the American Stock Exchange, where its 8 percent gain was among the best of the day. Moorco's stock rose 12.5 cents, to $15.25, on the New York Stock Exchange. Fischer & Porter said it was evaluating the new proposal.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+FISCHER+%26amp%3B+PORTER+GETS+AN+OFFER+FROM+ELSAG+BAILEY&title=New+York+Times&issn=03624331&date=1994-04-12&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 12, 1994",Bidding for the Fischer & Porter Company intensified yesterday when the company said it had received an unsolicited offer valued at more than $150 million from Elsag Bailey Process Automation N.V. of the Netherlands.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Apr 1994: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429709754,"United States, New York, N.Y.",English,12-Apr-94,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; ELECTROCOM AUTOMATION STOCK FALLS NEARLY 18%,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-electrocom-automation-stock-falls/docview/429465078/se-2?accountid=14586,"Bloomberg Business News
+The shares of Electrocom Automation Inc. fell nearly 18 percent yesterday, a day after the company said it had not been chosen to complete the second phase of a contract with the Federal Express Corporation. The company's stock fell $1.25, to $5.75, on the New York Stock Exchange, where its percentage decline was the worst of the day. The contract, estimated to be worth $80 million to $100 million, was awarded to the Westinghouse Electric Corporation, according to Stephen Smith, an analyst at Paine Webber Inc. Electrocom Automation, based in Arlington, Tex., makes high-speed automated document processing systems for the United States Postal Service.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+ELECTROCOM+AUTOMATION+STOCK+FALLS+NEARLY+18%25&title=New+York+Times&issn=03624331&date=1994-03-24&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 24, 1994","The shares of Electrocom Automation Inc. fell nearly 18 percent yesterday, a day after the company said it had not been chosen to complete the second phase of a contract with the Federal Express Corporation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Mar 1994: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429465078,"United States, New York, N.Y.",English,24-Mar-94,CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+Automation Off Course in Denver,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/automation-off-course-denver/docview/429466469/se-2?accountid=14586,"Special to The New York Times
+If all BAE Automated Systems had to do was design a system to whiz luggage around a suburban warehouse here, with a whir and a clicketyclack, its record would be perfect. Or if it had to handle 100 bags a minute, as it does for United Airlines in San Francisco, it would have suffered no embarrassments.
+But in Denver, BAE is now struggling to coax 4,000 automated baggage carts run by 100 computers and a web of motors and radio transponders into carrying 1,400 bags a minute. Several weeks ago, in a test of what will be the nation's largest baggage handling system, bags went flying, tumbling and bursting open, with some sliced in half -- that is, when the system consented to run at all. Fortunately, the bags did not belong to anyone. Airport Opening Delayed
+As a result, the new Denver airport failed last week to meet its planned opening, which had already been delayed from October because of changes in plans among other reasons. Airlines that have financed the $3.2 billion airport estimate their losses in the tens of millions of dollars.
+Now comes the finger pointing, and executives of BAE, based in Carrollton, Tex., a Dallas suburb, are on the hot seat.
+""I've become a media star, much against my wishes,"" said Gene Di Fonso, BAE's president and chief executive, who, though articulate, is no Dan Rather. ""Talk shows, television interviews, you name it.""
+His point is simply that ""it is not BAE's fault that the Denver airport has not opened on March 9."" After all, Denver officials kept changing their plans, left too little time for testing, failed to fix electrical flaws and then turned the whole system over to inexperienced managers -- accusations city officials only partly deny.
+The company readily agrees that its system was not ready but says the airport was not ready either.
+Denver officials said today that they had been ready to open the airport on time. ""The baggage system is the spine of the airport,"" Michael Dino, an assistant to the Denver Mayor, said in a telephone interview. 'If the baggage system had been in place, we would have opened."" He said that BAE and the city shared responsibility for the delays, adding that BAE failed to solve several software and mechanical problems by last week.
+In a brave new world of robots and computers, do gremlins still have dominion? Can a smudged bar code on a baggage tag or worker leaning on the wrong button actually scramble the whole baggage system, as in Denver, delaying flights from coast to coast?
+""The answer is yes,"" said Peter G. Neumann, the founder and manager of Risks Digest, an Internet computer network forum on computer security and reliability. ""You could, in fact, have a dramatic effect on air traffic around the country just by having an accidental screw-up."" Technically speaking, though, Denver appears to be afflicted with glitches, which have known causes, not mysterious gremlins, he said. New Target Date: May 15
+The goal now is to open Denver International Airport on May 15, when the baggage system will be tested and proved, Mr. Di Fonso said, with backup systems and room for error. Tight computer security will prevent any accidental breakdowns and sabotage.
+""The most complex and Draconian commands are permitted to a very, very few individuals, and those are only permitted in the master control center, and only a very, very few people have access,"" Mr. Di Fonso said.
+As in a nuclear power plant? ""Nah, not quite that complicated,"" he said, but the command center would be guarded and locked, behind a heavy steel door.
+His company was known as Boeing Airport Equipment until the Boeing Company sold it in the early 1980's to private investors, who, in turn, sold it in 1985 to BTR P.L.C., the British industrial conglomerate that continues to own it. The $200 million Denver contract, stretching over several years, helped to double BAE's annual sales to $100 million. There are 300 permanent employees, although hundreds more have worked in Denver.
+Most of BAE's baggage systems, in many airports around the country, still rely on conventional conveyor belts, with each major airline at an airport having its own equipment. For United Airlines in San Francisco, BAE installed much faster technology, with carts running on steel tracks. Monitoring Bags Via Computer
+In Denver, agents will still dump bags on conveyor belts. But the conveyors will carry bags to a track, where a fiberglass cart will stop to receive each bag, then tilt upward to hold it. Lasers will identify the bags by reading their bar code tags.
+Through radio transponders, looking much like hockey pucks, mounted on the sides of each cart, the computers will process millions of messages a second, monitoring the locations of the carts and guiding them to the proper gates.
+The Denver system represents a leap in scale, with 14 times the capacity of San Francisco's. It is the first such system to serve an entire airport. It is also the first where the carts will only slow down, not stop, to pick up and drop off bags, the first to be run by a network of desktop computers rather than a mainframe, the first to use radio links and the first with a system for oversized bags, which in Denver tend to be skis. It is even designed to reroute bags for sudden gate changes, or send them to special inspection stations, including one that is bomb-proof.
+And, at 17 miles an hour, it is by far the fastest, about five times as fast as simple conveyor belts. The gates stretch more than a mile from the main terminal, or about two miles as the tracks go. But BAE promises to transport any bag from terminal to gate in 10 minutes, usually before the passengers get there.
+Most of Denver's advanced features are on view at a sprawling warehouse here north of Dallas that BAE shares with the Giltspur Industrial exhibit company and a Fitz & Floyd china distribution center. Telecarts, as BAE calls them, zip around narrow tracks on three levels, sometimes slowing to pick up or dump some battered bags from conveyor belts. After hundreds of cycles, said Jay Bouton, BAE's sales manager, ""They get kind of beaten up."" Draped yellow tape cautions visitors from getting beaten up as well.
+Mr. Bouton explained some of the technology -- the software, the signaling -- but after a while, begged off. ""I'm not an engineer,"" he said. ""But even the electrical engineers don't understand completely what's going on.""
+But Mr. Di Fonso, an aerospace engineer by training, did try to clarify what happened in Denver.
+The Denver project had many counts against it from the start. When BAE began work in mid-1992, other work on the airport was well under way. The company agreed to what Mr. Di Fonso described as a crash schedule, provided that the airport did not tamper with the plans.
+Not only did city officials repeatedly alter the system, he said, but they also rejected BAE's bid to operate and maintain it, saying the cost was too high.
+""The city is leasing the baggage system to the airlines,"" Mr. Di Fonso said, his voice rising with exasperation. ""The airlines are forming a consortium. The consortium then hires the maintenance company. And the maintenance company hires me.""
+In September, BAE noticed another bug. Unexpected power surges were tripping circuits that shut the system's motors down. The city, BAE and United Airlines all hired their own consultants.
+The solution required special filters to maintain an even power supply, which the city delayed ordering, Mr. Di Fonso said. Although the electrical glitches were the main reason given for having to postpone the airport's opening, Mr. Di Fonso said that too little testing had been done to establish the system's reliability. Chaos in Tests
+The tests, to Mr. Di Fonso's discomfort, were open to reporters, photographers and television crews, who saw smashed baggage and airborne underwear. Smudged bar codes in one test meant that about two-thirds of the bags were shunted off to an area for sorting by hand.
+The Denver experience, however, has apparently not caused the company to lose heart, or customers. A few doors down from Mr. Di Fonso's office sat a group of visitors from Heathrow Airport in London, poring over blueprints of a baggage system that will allow faster connections there.
+Mr. Di Fonso, in other words, has few regrets about venturing into Denver. ""Who would turn down a $193 million contract?"" he said. ""You'd expect to have a little trouble for that kind of money.""
+Photograph Gene Di Fonso of BAE Automated Systems stood with a prototype of his company's baggage system at its plant in Carrollton, Tex. (Mark Perlstein for The New York Times); In Denver, the testing goes on. Troy Hamilton, a systems coordinator, operatied a baggage routing system. (R Emmett Jordan for The New York Times) (pg. D1); Dan Pockrus, a software engineer, in the control room for the luggage system of Denver's new airport. Failure of the system that had promised to handle 1,400 bags a minute, but instead sent them tumbling in all directions, delayed the airport opening yet again. (R. Emmett Jordan for The New York Times) (pg. D2)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Automation+Off+Course+in+Denver&title=New+York+Times&issn=03624331&date=1994-03-18&volume=&issue=&spage=D.1&au=Myerson%2C+Allen+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 18, 1994","""I've become a media star, much against my wishes,"" said Gene Di Fonso, BAE's president and chief executive, who, though articulate, is no Dan Rather. ""Talk shows, television interviews, you name it."" Most of Denver's advanced features are on view at a sprawling warehouse here north of Dallas that BAE shares with the Giltspur Industrial exhibit company and a Fitz & Floyd china distribution center. Telecarts, as BAE calls them, zip around narrow tracks on three levels, sometimes slowing to pick up or dump some battered bags from conveyor belts. After hundreds of cycles, said Jay Bouton, BAE's sales manager, ""They get kind of beaten up."" Draped yellow tape cautions visitors from getting beaten up as well. Mr. Bouton explained some of the technology -- the software, the signaling -- but after a while, begged off. ""I'm not an engineer,"" he said. ""But even the electrical engineers don't understand completely what's going on.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Mar 1994: D.1.",11/15/17,"New York, N.Y.",DENVER (COLO),"Myerson, Allen R",New York Times Company,,Newspapers,429466469,"United States, New York, N.Y.",English,18-Mar-94,AIRPORTS; DENVER INTERNATIONAL AIRPORT (COLO); LUGGAGE; DATA PROCESSING (COMPUTERS); AUTOMATION; NYTRAVEL,New York Times,NEWSPAPER,,,,,,,
+Electrocom Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electrocom-automation/docview/429373046/se-2?accountid=14586,"Shares in Electrocom Automation Inc., which manufactures high-speed document processing systems, dropped sharply yesterday in active trading after the company said its 1994 earnings would be flat because the United States Postal Service had delayed awarding its contracts. The stock has sagged since late September.
+Graph ""Electrocom Automation"" shows the dailycloses for Electrocom Automation. (Source: Datastream)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Electrocom+Automation&title=New+York+Times&issn=03624331&date=1993-11-10&volume=&issue=&spage=D.6&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 10, 1993","""Electrocom Automation"" shows the dailycloses for Electrocom Automation. (Source: Datastream)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Nov 1993: D.6.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429373046,"United States, New York, N.Y.",English,10-Nov-93,STOCKS AND BONDS; COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; BETHLEHEM STEEL AUTOMATION WILL CUT 500 JOBS,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-bethlehem-steel-automation-will-cut/docview/429179815/se-2?accountid=14586,"Reuters
+The Bethlehem Steel Corporation said yesterday that it would spend more than $100 million to automate a mill that manufactures structural steel products. The move will result in the termination of 500 jobs and the transfer of 1,000 workers to other Bethlehem units. Bethlehem directors approved the project in its new Bethlehem Structural Products Corporation subsidiary as officials of the company and the United Steelworkers of America met to sign new labor contracts. The agreements were recently negotiated for the plant and for Bethlehem Steel's two other Lehigh Valley manufacturing operations.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+BETHLEHEM+STEEL+AUTOMATION+WILL+CUT+500+JOBS&title=New+York+Times&issn=03624331&date=1993-07-01&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 1, 1993",The Bethlehem Steel Corporation said yesterday that it would spend more than $100 million to automate a mill that manufactures structural steel products.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 July 1993: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429179815,"United States, New York, N.Y.",English,1-Jul-93,STEEL AND IRON; LABOR; LAYOFFS (LABOR); AUTOMATION; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; ELECTROCOM WINS $290 MILLION POSTAL SERVICE CONTRACT,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-electrocom-wins-290-million-postal/docview/428983116/se-2?accountid=14586,"Bloomberg Business News
+Electrocom Automation Inc. of Arlington, Tex., has been awarded the United States Postal Service's largest single contract for automating the sorting of letters. The manufacturer of automated document processing systems said yesterday that it had received a $290 million contract to supply the Postal Service with bar-code sorters. Electrocom shares jumped $3.125 yesterday, to $17.375, on the New York Stock Exchange, where its 21.9 percent gain was one of the best of the session.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+ELECTROCOM+WINS+%24290+MILLION+POSTAL+SERVICE+CONTRACT&title=New+York+Times&issn=03624331&date=1993-03-06&volume=&issue=&spage=1.37&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 6, 1993","Electrocom Automation Inc. of Arlington, Tex., has been awarded the United States Postal Service's largest single contract for automating the sorting of letters.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Mar 1993: 1.37.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428983116,"United States, New York, N.Y.",English,6-Mar-93,POSTAL SERVICE; CONTRACTS; AUTOMATION,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; SUPPLIER OF BROADCAST AUTOMATION EQUIPMENT ACQUIRED,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-supplier-broadcast-automation/docview/428546062/se-2?accountid=14586,"REUTERS
+The Digital Equipment Corporation said it had acquired Basys Automation Systems Inc., a British maker of broadcast automation equipment, as part of an ""aggressive growth strategy"" for the media industry, including the broadcast market. The terms of the purchase, from Independent Television News of Britain, were not disclosed.
+Digital said it and Basys would collaborate on voice recognition, fiber- optic and other technologies. It said the acquisition would provide a way for the company to take part in the growth of high-definition television and ""telecomputing.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+SUPPLIER+OF+BROADCAST+AUTOMATION+EQUIPMENT+ACQUIRED&title=New+York+Times&issn=03624331&date=1992-06-17&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 17, 1992","The Digital Equipment Corporation said it had acquired Basys Automation Systems Inc., a British maker of broadcast automation equipment, as part of an ""aggressive growth strategy"" for the media...","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 June 1992: D.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428546062,"United States, New York, N.Y.",English,17-Jun-92,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+No-Stop Tolls: 3 States Agree To Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/no-stop-tolls-3-states-agree-automation/docview/428034722/se-2?accountid=14586,"In the not too distant future, it will be possible to drive from Albany to Philadelphia -- or anywhere in New York, New Jersey and Pennsylvania -- without stopping to pay any tolls.
+Seven regional transportation agencies announced yesterday that they had agreed to install an automatic toll-collection system that would allow motorists in the three states to whiz through toll booths that would pick up radio signals from tiny electronic fare cards attached to their windshields, deduct the toll from the driver's prepaid account and send the driver a monthly statement.
+The system is expected to reduce congestion considerably at toll crossings because three times as many cars will be able to drive through a booth as can now, transportation officials said.
+The Triborough Bridge and Tunnel Authority is experimenting with an electronic toll system on the Verrazano-Narrows Bridge now and the Port Authority of New York and New Jersey is testing a similar one on the Goethals Bridge. The automatic system is expected to be offered to the general public on New York City's bridges and tunnels starting in 1992.
+Similar systems are being used with great success in Texas, Louisiana and Oklahoma. But some problems must be overcome before the system will work smoothly, transportation officials said.
+The seven transportation agencies, which account for 37 percent of all toll traffic in the United States, have agreed to install compatible equipment that would allow motorists to use their fare cards in all three states.
+The agencies are the New Jersey Highway Authority, the New Jersey Turnpike Authority, the New York State Bridge Authority, the New York State Thruway Authority, the Pennsylvania Turnpike Commission, the Port Authority of New York and New Jersey, and the Triborough Bridge and Tunnel Authority.
+The new multimillion-dollar system will be financed out of capital budgets at no additional cost to motorists, transportation officials said.
+A motorist, for example, traveling from Albany to Philadelphia via Brooklyn -- perhaps planning to see the sights there -- could take the New York State Thruway to the Bronx, cross the Triborough Bridge into Brooklyn, take the Verrazano-Narrows Bridge to Staten Island, the Goethals Bridge to New Jersey, the New Jersey Turnpike to Pennsylvania and the Pennsylvania Turnpike to Philadelphia without stopping for tolls. No Waiting in Long Lines
+Under the new system, a motorist will buy an identification card that attaches to a car window. The card contains a tiny radio transmitter that emits a signal identifying the motorist. As the motorist approaches the toll booth, a computer with highly sensitive antennae detects the radio signal and automatically deducts the toll from the motorist's prepaid account.
+""No longer will motorists have to worry about finding exact change or waiting in long lines at toll booths,"" said Michael C. Ascher, president of the Triborough Bridge and Tunnel Authority. ""This system will radically change the way we do business and the way the public thinks about tolls.""
+Initially, the electronic toll booths will include gates that will open for motorists when the computer verifies that the identification card is valid. But probably by 1995, transportation officials said, they plan to remove the gates, allowing motorists to zip through toll booths. Cars that go through without a card will have their license plates photographed, and will get a bill for the fare -- and a ticket.
+But Mr. Ascher of the Triborough Authority expressed concern that in tests the system sometimes charges motorists the incorrect toll or for tolls they did not incur, and he said that the authority would not install the system until such problems were resolved. ""The last thing we want to do is inconvenience our customers with this new technology,"" he said, ""so we are going to be sure that it works almost perfectly before we offer it to them.""
+While the system being tested is about 99.96 percent reliable, Mr. Ascher said he would like for it to reach 99.99 percent. At the 99.96 percent level, Mr. Ascher said, about 20,000 motorists, or 75 a day, would encounter some problem with the system, assuming that 20 percent of the authority's 50 million customers a year switched to the electronic system. Signals Sometimes Confused
+The major problem with the system is that the antennae at the toll booths sometimes have difficulty detecting the faint radio signal emitted by the card because they confuse the signal with other radio signals.
+On rare occasions, Mr. Ascher said, the system will sometimes confuse a passenger car with a bus or a tractor-trailer, but such situations are rare because the system is designed to count the number of axles on a vehicle and also to send out a sonic wave that reads the vehicle's shape.
+Jerry Shelton, director of administration for the Texas Turnpike Authority, said yesterday that an electronic toll system used in the state for the last two years is about 99.99 percent reliable and that the only major problem the authority encountered was cars speeding through the toll booths so quickly that they caused accidents. He said that the authority had installed speed bumps to slow down motorists.
+Anthony J. Barber, chief operating officer for interstate transportation at the Port Authority of New York and New Jersey, said: ""We are very pleased that all the agencies agreed to use compatible systems because otherwise you have to plaster your car with different cards. One system will allow us to appeal to a greater market.""
+Photograph The fare card which motorists can attach to their windshields to record toll booth fares. The toll will be deducted from the driver's account and the driver will receive a monthly statement.; The antennae at the toll booths which will detect the radio signal emitted by the fare card. (Frank C. Dougherty for The New York Times) (pg. B4)
+Illustration 'Paying Without Stopping' shows how an automated toll booth being tested for future use works. Source: Triborough Bridge and Tunnel Authority. (pg. B4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=No-Stop+Tolls%3A+3+States+Agree+To+Automation&title=New+York+Times&issn=03624331&date=1991-04-04&volume=&issue=&spage=A.1&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 4, 1991","""No longer will motorists have to worry about finding exact change or waiting in long lines at toll booths,"" said Michael C. Ascher, president of the Triborough Bridge and Tunnel Authority. ""This system will radically change the way we do business and the way the public thinks about tolls."" Mr. Ascher of the Triborough Authority expressed concern that in tests the system sometimes charges motorists the incorrect toll or for tolls they did not incur, and he said that the authority would not install the system until such problems were resolved. ""The last thing we want to do is inconvenience our customers with this new technology,"" he said, ""so we are going to be sure that it works almost perfectly before we offer it to them."" The fare card which motorists can attach to their windshields to record toll booth fares. The toll will be deducted from the driver's account and the driver will receive a monthly statement.; The antennae at the toll booths which will detect the radio signal emitted by the fare card. (Frank C. Dougherty for The New York Times) (pg. B4)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Apr 1991: A.1.",11/15/17,"New York, N.Y.",NEW JERSEY NEW YORK STATE PENNSYLVANIA NEW YORK CITY,"Sims, Calvin",New York Times Company,,Newspapers,428034722,"United States, New Yor k, N.Y.",English,4-Apr-91,ROADS AND TRAFFIC; TOLLS; DELAYS (TRANSPORTATION),New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/427884240/se-2?accountid=14586,"* ABB Process Automation Inc., a division of Asea Brown Boveri A.B., Vasteras, Sweden, appointed Donald E. Bogle president and chief executive. * First Cellular Acquisition Corp., Atlanta, appointed Cynthia DeGeorge vice president for marketing and sales and Gene Welsh chief financial officer, vice president for finance and administration and treasurer. * Healthcare Investment Corp., Edison, N.J., named Joseph F. X. McGuirl senior vice president. * Lehrer McGovern Bovis Inc., New York, an international construction management firm that is a subsidiary of Bovis International Ltd., London, named Roger McElfresh president of its transportation division. * Montgomery Ward & Co., Chicago, appointed Daniel H. Levy president, apparel and home. * Partech Holdings Corp., Columbus, Ohio, an equipment leasing concern, named Robert P. Kuntz president and Mark S. Miller vice president and general counsel. * Polygram Label Group, New York, a division of Polygram N.V., London, appointed Rick Dobbis president and chief executive. * Raytheon Co., Lexington, Mass., a diversified electronics company, named Robert A. Skelly a vice president. Raytheon's Caloric Corp. subsidiary, Topton, Pa., a manufacturer of kitchen appliances, named Marvin L. Carney president.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1990-12-24&volume=&issue=&spage=1.30&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 24, 1990","ABB Process Automation Inc., a division of Asea Brown Boveri A.B., Vasteras, Sweden, appointed Donald E. Bogle president and chief executive. * First Cellular Acquisition Corp., Atlanta, appointed Cynthia DeGeorge vice president for marketing and sales and Gene Welsh chief financial officer, vice president for finance and administration and treasurer. * Healthcare Investment Corp., Edison, N.J., named Joseph F.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Dec 1990: 1.30.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427884240,"United States, New York, N.Y.",English,24-Dec-90,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+COMPANY BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-briefs/docview/427853728/se-2?accountid=14586,"LEAD: * Asea Brown Boveri A.B., the Swiss maker of power and automation equipment, said it would sell its Sprout-Bauer unit to Maschinenfabrik Andritz Actiengesellschaft of Austria. Terms were not disclosed.
+* Asea Brown Boveri A.B., the Swiss maker of power and automation equipment, said it would sell its Sprout-Bauer unit to Maschinenfabrik Andritz Actiengesellschaft of Austria. Terms were not disclosed.
+* CPC International Inc., Englewood Cliffs, N.J., an international food company, said it would acquire Milwaukee Seasonings Inc., Germantown, Wis., a processor of custom-formulated food. Terms were not disclosed.
+* Grossman's Inc., Braintree, Mass., a retail lumber and buildings materials chain, said the Shidler-Holman Group, which had been seeking to take control of Grossman's board, had failed to deliver enough consents to get any of its nominees elected.
+* Hadson Corp., Oklahoma City, an oil, gas and electrical power company, completed the sale of its HRB Systems Inc. unit to E-Systems Inc., Dallas, an electronics and aerospace company, for $65 million.
+* Heritage Group will acquire substantially all of the assets of Calumet Industries, Chicago, a lubricating oil, asphalts and petroleum chemicals company, for $21.5 million.
+* International Business Machines Corp., Armonk, N.Y., agreed to pay the Federal Government $798,764 to settle allegations of overcharges for electric typewriters.
+* Leslie Fay Cos., New York, a maker of women's dresses, said its board had authorized the repurchase of up to a million common shares.
+* Manpower P.L.C., London, an employment service, said the scheduled closing tomorrow of the sale of $:106 million, or $209.1 million, of the company's assets to Brook Opportunities Ltd., an investment group, might be delayed because the buyer was having trouble completing financing.
+* Marriott Corp., Bethesda, Md., the hotel and restaurant chain, said it would sell its 29 Chicago-area Wags Restaurants to Lunan Family Restaurants, Chicago. Terms were not disclosed.
+* Rohm & Haas Co., Philadelphia, a chemicals and plastics company, said it would sell its surfactant and alkylphenol business to Union Carbide Corp., Danbury, Conn. Terms were not disclosed.
+* Stoneridge Resources Inc., Bloomfield Hills, Mich., said it had recommended that its 52 percent owned subsidiary Orange-Co Inc. dispose of all its assets and distribute the proceeds to shareholders. Orange-Co owns citrus groves, other real estate and several juice processing and fruit-packing plants.I.B.M.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+BRIEFS&title=New+York+Times&issn=03624331&date=1990-10-11&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 11, 1990","LEAD: * Asea Brown Boveri A.B., the Swiss maker of power and automation equipment, said it would sell its Sprout-Bauer unit to Maschinenfabrik Andritz Actiengesellschaft of Austria. Terms were not disclosed. * Asea Brown Boveri A.B., the Swiss maker of power and automation equipment, said it would sell its Sprout-Bauer unit to Maschinenfabrik Andritz Actiengesellschaft of Austria. Terms were not disclosed. * Grossman's Inc., Braintree, Mass., a retail lumber and buildings materials chain, said the Shidler-Holman Group, which had been seeking to take control of Grossman's board, had failed to deliver enough consents to get any of its nominees elected.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Oct 1990: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427853728,"United States, New York, N.Y.",English,11-Oct-90,,New York Times,NEWSPAPER,,,,,,,
+"All About/Apparel Automation; Factory Tradition, Fashion Imperative and Foreign Competition","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/all-about-apparel-automation-factory-tradition/docview/427806901/se-2?accountid=14586,"LEAD: Some of the most progressive companies in the American apparel industry are moving from bundles to bits, turning to computer-controlled machinery to stem the flow of jobs to low-wage nations. To offset lower costs abroad, American apparel makers aim to improve quality and better keep up with ephemeral fashions.
+Many apparel companies operate today about the way they did at the turn of the century. Rows of workers apply the same stitches, piece after piece, to bundles of partially finished garments. Then they pass the bundles on to others for the next step.
+In other industries, this sort of repetitious handwork has all but given way to automation and robotics. Even the basic textile industry is largely automated.
+But adapting machines to garment making has been notoriously difficult. Fabric is thin and floppy, much harder to handle than rigid materials like steel or aluminum. Some operations involve creating what those in the industry call an artificial dimension. ''In many cases you are trying to make three-dimensional structures from two-dimentional parts,'' said Henry A. Seesselberg, director of advanced apparel manufacturing at the Fashion Institute of Technology in New York. A sleeve, for example, begins as a flat piece of cloth and ends up as a tube.
+Machines are rapidly growing more capable. ''Computers are making a big impact,'' said William O. Mitchell, director of research and development for Oxford Industries, a big apparel maker. ''When they are placed on equipment, they add significantly more flexibility to adapt to style changes.''
+Industry analysts say that Oxford, which produces men's and women's clothing under its own and other labels, has been a leader in automating. Others include Levi Strauss, the maker of blue jeans, and Haggar, best known for slacks.
+Clothing with long production runs and few style changes is best for automation. Production of men's dress shirts, for example, has become heavily mechanized due to high volume and fairly standard designs that require fewer than 20 operations.
+Men's clothing, in fact, is much easier than women's to mass produce, a fact that resulted in the sort of corporate giants that might afford automation. ''Men's suits do not change all that much, so some large companies like Hartmarx have developed,'' said James Parrott, executive assistant to the president of the International Ladies Garment Workers Union. ''But women's clothes are fashion oriented and so diverse that the shops have tended to stay small. The typical one averages about 30 people.'' Small firms can ill afford expensive equipment.
+Men's suits are complicated enough, with 160 to 210 operations, so that only parts of these processes have been automated. Women's fashions change so rapidly that automation has been virtually absent.
+Enter the Computer",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=All+About%2FApparel+Automation%3B+Factory+Tradition%2C+Fashion+Imperative+and+Foreign+Competition&title=New+York+Times&issn=03624331&date=1990-09-09&volume=&issue=&spage=A.4&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 9, 1990","Men's clothing, in fact, is much easier than women's to mass produce, a fact that resulted in the sort of corporate giants that might afford automation. ''Men's suits do not change all that much, so some large companies like Hartmarx have developed,'' said James Parrott, executive assistant to the president of the International Ladies Garment Workers Union. ''But women's clothes are fashion oriented and so diverse that the shops have tended to stay small. The typical one averages about 30 people.'' Small firms can ill afford expensive equipment. An overhead conveyor carries material on hangers from machine to machine, only stopping at stations where work needs to be performed. The system eliminates bundles and greatly speeds an individual order through the factory. ''Work in progress heads toward zero,'' Mr. [Henry A. Seesselberg] said. ''You can finish an order in hours rather than weeks. And you don't have to worry about lost bundles.'' The demonstration center at F.I.T. is one of three (the others are at Clemson and the Georgia Institute of Technology) that were funded by the Department of Defense, which was concerned that the steady shrinkage of the apparel industry might leave America overly dependent on foreign suppliers (see box). As the apparel work force has sagged in the last decade, the combined membership of the two major apparel unions has dropped 46 percent from 615,000 to 333,000. Responding quickly to changing fashions and retailers' demands can give American factories an advantage over suppliers an ocean away. Typically, Mr. Off said, garments linger unfinished in factories for weeks, then sit in warehouses. ''We should be able to get the response time down to one week if the cloth is on hand,'' he said. ''If a store does not have your size, the retailer can promise to have it for you next week.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Sep 1990: A.4.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,427806901,"United States, New York, N.Y.",English,9-Sep-90,APPAREL; LABOR; PRICES; DATA PROCESSING (COMPUTERS); AUTOMATION; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+Hazards At the Keyboard: A special report:Automation: Pain Replaces the Old Drudgery:   [Special Report ],"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hazards-at-keyboard-special-report-automation/docview/427687938/se-2?accountid=14586,"LEAD: For nine years, Paula Tydryszewski has operated a video display terminal in New Jersey's tax collection office. She types numbers and names from tax returns at woodpecker speeds into a keyboard that is tied to a big computer in the center of the room.
+For nine years, Paula Tydryszewski has operated a video display terminal in New Jersey's tax collection office. She types numbers and names from tax returns at woodpecker speeds into a keyboard that is tied to a big computer in the center of the room.
+Ms. Tydryszewski and the 111 other full-time data entry clerks do white-collar work with blue-collar rhythms and discipline. They are tethered to their tasks by machines that let them do vastly more work than they could have done 15 or 20 years ago with paper and ledgers and typewriters.
+Like Ms. Tydryszewski, an increasing number of workers around the country say they are suffering from ailments caused by the repetitive motion of their jobs. These potentially disabling ailments include cysts, inflammation of tendons, nerve damage that can lead to a loss of feeling in the fingers, and arm or shoulder pain.
+Occupational health specialists, labor unions and the Federal Government say tens of millions of workers, like the keyboard operators here, are at risk of these cumulative-trauma or repetitive-motion disorders. The Bureau of Labor Statistics said the disorders accounted for 48 percent of the 240,900 workplace illnesses in private business in 1988, up from 18 percent of 126,100 illnesses in 1981. The problem showed up first in factories and is now spreading through the growing office sector of the economy.
+Shift in Values a Factor",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=unknown&sid=ProQ:ProQ%3Anytimes&atitle=Hazards+At+the+Keyboard%3A+A+special+report%3AAutomation%3A+Pain+Replaces+the+Old+Drudgery%3A+%5BSpecial+Report%5D&title=New+York+Times&issn=03624331&date=1990-06-24&volume=&issue=&spage=A.1&au=PETER+T.+KILBORN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 24, 1990","''We're really asking people to do more,'' said Don Chaffin, director of the University of Michigan's Center for Ergonomics, which studies ways to adapt working conditions to suit workers. ''That has a cost.'' Some state clerks like the work. Robin Sabol, 32 years old, who works in a Labor Department data-entry office, said that her required keystroke rate was 10,000 an hour but that her actual rate was 18,000 to 21,000. ''I like to push myself,'' she said. ''Ten thousand is boring and monotonous.'' As for aches and pains, she said: ''Sometimes it gets to you. But if you like the job, you're going to do your best.'' ''But it's a major health problem,'' he said. ''In the past, workers would tolerate it just so they could get work. Now they're less tolerant of pain and discomfort. Any employer that has large numbers of employees doing these tasks has got to worry about the floodgates.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 June 1990: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"PETER T. KILBORN, Special to The New York Times",New York Times Company,,Newspapers,427687938,"United States, New York, N.Y.",English,24-Jun-90,"INDUSTRIAL AND OCCUPATIONAL HAZARDS; SURVEYS AND SERIES; AUTOMATION; LABOR; DATA PROCESSING (COMPUTERS); HEALTH, PERSONAL",New York Times,Special Report,,,,,,,
+M.T.A. Can Go Ahead With Fare Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/m-t-can-go-ahead-with-fare-automation/docview/427694468/se-2?accountid=14586,"LEAD: Legislative leaders announced an agreement today that will enable the Metropolitan Transportation Authority to install a long-awaited automated fare-collection system on subways and buses.
+Legislative leaders announced an agreement today that will enable the Metropolitan Transportation Authority to install a long-awaited automated fare-collection system on subways and buses.
+The agreement, which was announced by the chairman of the Senate Transportation Committee, Norman J. Levy, Republican of Merrick, L.I., will allow the transportation agency to buy the sophisticated fare equipment through negotiated contracting rather than competitive bidding.
+Agency officials thought they needed to negotiate the contracts to insure quality, but their power to contract by negotiation expired in 1989. The new legislation will extend that power through 1991.
+Under the automated fare system, which is projected to cost $675 million by 1996, passengers would insert plastic cards into electronic scanners in turnstiles and fare boxes. Though tokens would still be available, the system is intended to curtail fare-beating and to reduce lines at token booths. The authority has said that the system could begin operation by the end of 1992.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=M.T.A.+Can+Go+Ahead+With+Fare+Automation&title=New+York+Times&issn=03624331&date=1990-06-23&volume=&issue=&spage=1.27&au=Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 23, 1990","Under the automated fare system, which is projected to cost $675 million by 1996, passengers would insert plastic cards into electronic scanners in turnstiles and fare boxes. Though tokens would still be available, the system is intended to curtail fare-beating and to reduce lines at token booths. The authority has said that the system could begin operation by the end of 1992.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1990: 1.27.",11/15/17,"New York, N.Y.",NEW YORK CITY,Special to The New York Times,New York Times Company,,Newspapers,427694468,"United States, New York, N.Y.",English,23-Jun-90,TRANSIT SYSTEMS; AUTOMATION; FARES; SUBWAYS; BUSES,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; I.B.M. Is Sued On Patent Data,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-i-b-m-is-sued-on-patent-data/docview/427496649/se-2?accountid=14586,"LEAD: The MIU Automation Corporation said today that it had filed a lawsuit contending that the International Business Machines Corporation is illegally using an MIU patent for a personal-computer security system.
+The MIU Automation Corporation said today that it had filed a lawsuit contending that the International Business Machines Corporation is illegally using an MIU patent for a personal-computer security system.
+The suit, filed in Federal court in Los Angeles, says I.B.M. infringed MIU's patent for a computer security system called Intra-Lock and that I.B.M. recently began selling a product using MIU's technology. MIU, a unit of MIU Industries Ltd. of Canada, is seeking a preliminary injunction to block I.B.M. from selling the product and seeks unspecified damages.
+MIU said potential lost sales for the security products over the 17 years of its patent could reach $40 billion. It contends that technical information on Intra-Lock was supplied to I.B.M. in talks about a possible joint venture, but that I.B.M. broke off talks last September and then introduced a rival product using MIU's technology.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+I.B.M.+Is+Sued+On+Patent+Data&title=New+York+Times&issn=03624331&date=1990-01-30&volume=&issue=&spage=D.5&au=Reuters&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 30, 1990","The suit, filed in Federal court in Los Angeles, says I.B.M. infringed MIU's patent for a computer security system called Intra-Lock and that I.B.M. recently began selling a product using MIU's technology. MIU, a unit of MIU Industries Ltd. of Canada, is seeking a preliminary injunction to block I.B.M. from selling the product and seeks unspecified damages.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Jan 1990: D.5.",11/15/17,"New York, N.Y.",,Reuters,New York Times Company,,Newspapers,427496649,"United States, New York, N.Y.",English,30-Jan-90,DATA PROCESSING (COMPUTERS); PERSONAL COMPUTERS; SUITS AND LITIGATION,New York Times,NEWSPAPER,,,,,,,
+Manhattan Fire Halts Stock Exchange Openings,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/manhattan-fire-halts-stock-exchange-openings/docview/427434782/se-2?accountid=14586,"LEAD: The opening of trading at stock exchanges throughout the country was delayed for an hour yesterday because of a fire in the Manhattan building that houses many of the computers that process stock trades.
+The opening of trading at stock exchanges throughout the country was delayed for an hour yesterday because of a fire in the Manhattan building that houses many of the computers that process stock trades.
+Trading in some futures contracts that are based on stock indexes, as well as in options on the secutiries, was also disrupted.
+The two-alarm fire occurred at 55 Water Street, the headquarters of the Securities Industry Automation Corporation, a company that processes data on securities transactions for the exchanges and their member brokerage firms. The company is jointly owned by the New York Stock Exchange and the American Stock Exchange. No Critical Injuries
+Two workers in the building and a firefighter were injured, none of them critically, a spokesman for the Fire Department said.
+The delays, which affected the New York Stock Exchange, the American Stock Exchange and the Chicago Mercantile Exchange, pointed up how easily the nation's financial network can be disrupted by damage to one element of the computerized system.
+Indeed, the exchanges have identified a number of the systems that experienced difficulties yesterday as areas requiring improvement. Such improvements were already planned and are expected to begin taking effect next year.
+Despite the delay, executives with several Wall Street firms reported little change in their business activity. They said they took advantage of the additional time to get in touch with clients or do other work. ''This whole thing just reminds us that systems can fail,'' said Muriel Siebert of Muriel Siebert & Company.
+Even the off-market traders experienced little change in their business. ''We got a lot of calls, but not much additional business,'' said Frank Baxter, president of Jefferies & Company, which trades in the so-called third market, where stocks listed on exchanges are traded after hours as well as during the normal trading day. Automatic Fire Alarm Tripped
+Officials with the Fire Department said an automatic fire alarm was tripped at 8:04 A.M. yesterday. The blaze was burning through a transformer in a room three levels below the ground. By 8:30, the fire was classified as a two-alarm blaze.
+In cooperation with the exchanges, Securities Industry Automation prepared to switch some of its systems from power provided by the Consolidated Edison Company to emergency diesel generators. Shortly after 9, officials from some exchanges were told that the firm expected to be in full operation by the time of the opening bell at 9:30.
+Charles B. McQuade, president and chief executive of the company, said the company was told by Con Ed that there was a stong possibility that power would be shut off during the trading day.
+The company decided to move other systems onto the emergency backup. Those systems, including the New York Stock Exchange's Market Data System, which is critical for the distribution of accurate price quotes throughout the country, and the consolidated tape system, take about 30 minutes to transfer onto the emergency backup.
+As a result of that decision, the exchanges had to announce shortly before 9:30 that they would not open for trading at the usual time. At 9:29, a Fire Department spokesman said, most power from Con Ed for the computer systems was shut off. Technical Error Indicated
+Another glitch occurred while the company was attempting to transfer the two systems onto the diesel power backup. Mr. McQuade said that at about 9:40, the computers that were receiving the transferred data indicated that a technical error had been made. But by shortly after 10 A.M., Securities Industry Automation informed the exchanges that the machines were ready to be used. To give all traders time to prepare for the beginning of trading, the exchanges announced to the member firms that the opening would be at 10:30.
+Throughout the rest of the day, the Securities Industry Automation equipment ran off a combination of power from the backup systems and from Con Ed. Mr. McQuade said that over the weekend, Con Ed would be working to bypass the systems that were destroyed in the fire to restore full power.
+Officials with the New York and American exchanges said the events surrounding yesterday's blaze would be closely studied to determine the causes of the disruption, and whether anything could be done to prevent a recurrence.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Manhattan+Fire+Halts+Stock+Exchange+Openings&title=New+York+Times&issn=03624331&date=1989-11-11&volume=&issue=&spage=1.46&au=Eichenwald%2C+Kurt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 1989","Despite the delay, executives with several Wall Street firms reported little change in their business activity. They said they took advantage of the additional time to get in touch with clients or do other work. ''This whole thing just reminds us that systems can fail,'' said Muriel Siebert of Muriel Siebert & Company. Even the off-market traders experienced little change in their business. ''We got a lot of calls, but not much additional business,'' said Frank Baxter, president of Jefferies & Company, which trades in the so-called third market, where stocks listed on exchanges are traded after hours as well as during the normal trading day. Automatic Fire Alarm Tripped Another glitch occurred while the company was attempting to transfer the two systems onto the diesel power backup. Mr. [Charles B. McQuade] said that at about 9:40, the computers that were receiving the transferred data indicated that a technical error had been made. But by shortly after 10 A.M., Securities Industry Automation informed the exchanges that the machines were ready to be used. To give all traders time to prepare for the beginning of trading, the exchanges announced to the member firms that the opening would be at 10:30.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 1989: 1.46.",11/15/17,"New York, N.Y.",NEW YORK CITY MANHATTAN (NYC),"Eichenwald, Kurt",New York Times Company,,Newspapers,427434782,"United States, New York, N.Y.",English,11-Nov-89,STOCKS AND BONDS; FIRES AND FIREMEN; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Cadence to Buy Gateway Design,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-cadence-buy-gateway-design/docview/427415653/se-2?accountid=14586,"LEAD: Cadence Design Systems Inc. agreed to buy the Gateway Design Automation Corporation of Lowell, Mass., for stock valued at more than $72 million. Cadence, a growing supplier of software for the design of integrated circuits, reported sales of $67.1 million last year.
+Cadence Design Systems Inc. agreed to buy the Gateway Design Automation Corporation of Lowell, Mass., for stock valued at more than $72 million. Cadence, a growing supplier of software for the design of integrated circuits, reported sales of $67.1 million last year.
+Gateway has specialized in software for the simulation of circuits and testing of electronic designs. Cadence, based in San Jose, Calif., had earlier this year entered a cooperative marketing agreement with Gateway and had offered Gateway's simulation software as part of its overall line of products for electronic design. Cadence said Gateway would operate as a division under Prabhu Goel, Gateway's founder, president and chief executive.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Cadence+to+Buy+Gateway+Design&title=New+York+Times&issn=03624331&date=1989-10-05&volume=&issue=&spage=D.5&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 5, 1989","Gateway has specialized in software for the simulation of circuits and testing of electronic designs. Cadence, based in San Jose, Calif., had earlier this year entered a cooperative marketing agreement with Gateway and had offered Gateway's simulation software as part of its overall line of products for electronic design.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Oct 1989: D.5.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,427415653,"United States, New York, N.Y.",English,5-Oct-89,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+I.B.M. Sets Joint Deal in Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-b-m-sets-joint-deal-automation/docview/427345424/se-2?accountid=14586,"LEAD: Two of the nation's most influential makers of machinery and production systems for the global electronics industry, Texas Instruments Inc. and the International Business Machines Corporation, said today that they would seek contracts to automate large factory operations together.
+Two of the nation's most influential makers of machinery and production systems for the global electronics industry, Texas Instruments Inc. and the International Business Machines Corporation, said today that they would seek contracts to automate large factory operations together.
+Officials at the two companies gave few details other than to say they would share leads for new business and explore avenues to work together on the kind of major automation projects for which they previously bid separately. They added that they had not yet competed jointly for a contract.
+Manufacturing specialists said groups of closely associated Japanese and European electronics companies with similar ties had made big strides in competing with and overtaking American companies for several years. They applauded the link between I.B.M. and Texas Instruments as a small but vital step more American companies should take. Example for Industry Seen
+''The assaults that are being made on our industries call for a change in the way we do business,'' said Edward A. Miller, president of the National Center for Manufacturing Sciences, in Ann Arbor, Mich. ''For these two companies to step up as leaders is a profound statement, and an excellent example for the rest of United States industry to follow.''
+Stephen W. Director, head of the electrical and computer engineering department at Carnegie Mellon University, in Pittsburgh, said: ''My guess is that I.B.M. hasn't progressed as fast as it wants. Automated manufacturing is a key to worldwide competitiveness. Moves like this will hopefully address some of these issues.''
+Gary A. Slagel, manager of the automated manufacturing systems group at Texas Instruments, said the two companies expected to bid primarily on projects in the automotive, aerospace and electronics industries. Factory Automation Trends Cited
+He said the agreement reflected trends in factory automation to design and engineer a complete manufacturing process, rather than focusing separately on different technical disciplines like writing computer programs for machining equipment, managing inventory and quality controls.
+I.B.M. is considered one of the world's most advanced companies in designing and manufacturing systems for computers, semiconductors and other electronics equipment. The industrial automation unit at Texas Instruments is regarded as a leader in factory automation systems that combine artificial intelligence, computer-aided software engineering and related specialties.
+Both companies, long noted for their industrial secrecy, have displayed an eagerness in recent years to create alliances with suppliers, customers and even competitors.
+I.B.M. was involved three years ago in the creation of Sematech, the consortium of equipment makers for the computer-chip industry, and of U.S. Memories, a chip-making consortium formed last spring. Texas Instruments has shared designs for a new generation of chips with 16 million characters of memory with a Japanese competitor, Hitachi, for a year to cut research and development costs. 16 Similar Agreements Fred Koenig, manager of I.B.M.'s industrial sector systems integration group, in Boca Raton, Fla., said that his unit had signed 16 agreements similar to the one with Texas Instruments and added that none of them provided for exclusive partnerships with I.B.M.
+''Today, we may joint market with them on an opportunity,'' he said, referring to the new pact with Texas Instruments. ''Tomorrow, we may be competing with them. We're trying to make an impact on plant operations and the manufacturing process environment. We don't have all the answers.''
+Richard C. Walleigh, a partner at Ernst & Young in San Jose, Calif., who heads the accounting firms' consulting practice in computer industry manufacturing, said I.B.M. might have concluded it needed Texas Instruments' experience in designing factory production systems. ''They have tried to push onto the shop floor with some success,'' he said. ''But they don't dominante on the factory floor as they do in the office.''
+Mr. Walleigh said that many other companies were exploring similar ties in a very fragmented field of manufacturing productivity. ''More and more, they are going for alliances in the industry in order to be able to provide services to customers who want one-stop shopping,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.B.M.+Sets+Joint+Deal+in+Automation&title=New+York+Times&issn=03624331&date=1989-09-26&volume=&issue=&spage=D.1&au=THOMAS+C.+HAYES%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodic als--United States,3624331,"Copyright New York Times Company Sep 26, 1989","''The assaults that are being made on our industries call for a change in the way we do business,'' said Edward A. Miller, president of the National Center for Manufacturing Sciences, in Ann Arbor, Mich. ''For these two companies to step up as leaders is a profound statement, and an excellent example for the rest of United States industry to follow.'' ''Today, we may joint market with them on an opportunity,'' he said, referring to the new pact with Texas Instruments. ''Tomorrow, we may be competing with them. We're trying to make an impact on plant operations and the manufacturing process environment. We don't have all the answers.'' Richard C. Walleigh, a partner at Ernst & Young in San Jose, Calif., who heads the accounting firms' consulting practice in computer industry manufacturing, said I.B.M. might have concluded it needed Texas Instruments' experience in designing factory production systems. ''They have tried to push onto the shop floor with some success,'' he said. ''But they don't dominante on the factory floor as they do in the office.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1989: D.1.",11/15/17,"New York, N.Y.",,"THOMAS C. HAYES, Special to The New York Times",New York Times Company,,Newspapers,427345424,"United States, New York, N.Y.",English,26-Sep-89,FACTORIES AND INDUSTRIAL PLANTS; JOINT VENTURES AND CONSORTIUMS; AUTOMATION,New York Times,NEWSPAPER,,,,,,,
+CAMERA; The Pace of Automation Increases,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-pace-automation-increases/docview/427086677/se-2?accountid=14586,"LEAD: WHENEVER camera journalists get together, there's always one wag in the group who remarks, ''Well, the next thing you know, they'll make a camera that automatically composes the picture for you.'' I used to think this was a joke. Welcome, friends, to the brave new world of the ''automatic programmed zoom composing system.
+WHENEVER camera journalists get together, there's always one wag in the group who remarks, ''Well, the next thing you know, they'll make a camera that automatically composes the picture for you.'' I used to think this was a joke. Welcome, friends, to the brave new world of the ''automatic programmed zoom composing system.'' It comes to us, courtesy of Chinon, in the form of the Auto 5001 Handyzoom (hereafter to be referred to as the Handyzoom).
+The pace of automation being what it is, I suppose it was inevitable that someone would try to tackle the last remaining decision-making arena in the picture-taking process. After all, if tyro photographers don't want to worry about exposure, film winding or focusing, why subject them to the anxiety of having to decide how to frame the picture?
+I can imagine the scene in the camera maker's conference room when the idea was hatched: The marketing experts present evidence that consumers would be happier if their cameras could decide when and where to take pictures. The engineering staff reports on the latest electronic devices available for such a task. Technology and consumer needs have neatly meshed once again.
+To be fair to Chinon, the Handyzoom's ability to compose automatically is less than Draconian. The camera doesn't swing around in your hands looking for a suitable subject. It only fires its shutter when a human finger presses the release button. All the Chinon auto-composing system does, in a word, is zoom the lens to a focal length it decides is best for whatever is in front of the camera.
+How does it know what's in front of the camera? It doesn't, really. It only knows how far away the central subject is and, thanks to its three adjacent auto-focusing beams, how wide it is. From this data the camera's microprocessor makes a pre-programmed decision about what the focal length should be. The non-interchangeable, motorized zoom lens has a range from 35 to 70 millimeters.
+Judging from the behavior of the early-production sample I've had for the last week, the Handyzoom's composing system isn't tremendously complex. If it senses something five feet away - a face, a chair, or whatever - it zooms to the 35-millimeter, wide-angle position. If it senses that the subject is 25 feet away, it zooms in to the 70-millimeter, semi-telephoto setting.
+The auto-focusing sensors that control the composing system divide the distance betwen three feet and infinity into 16 zones. Presumably, then, the composing system can provide at least 16 different focal-length settings.
+I suppose some beginning photographers will find the auto-composing feature a bonus. However, those of us used to setting focal lengths by hand are likely to be disconcerted by the system's arbitrary decisions. Besides, when I compose a picture, I start by looking at what's on the edges of the frame, not in the center.
+I guess you could say that the Handyzoom has center-priority automatic composition, and that I'm used to edge-priority manual composition. The difference is significant: snapshooters make pictures by putting their subject in the middle of the frame. Photographers make pictures by using the whole frame, from side to side and top to bottom. This would make the Handyzoom a beginners-only camera, except that Chinon has wisely decided to give us the option of turning off the auto-composing system.
+With the camera's rear-mounted power switch set to ''Power'' instead of ''Auto,'' the Handyzoom functions as a regular zoom-lensed point-and-shoot camera. A clever rocker switch, mounted on the base plate of the ergonomically designed black body, lets you zoom back and forth with a minimum of fuss.
+Like the Pentax IQ Zoom and a half-dozen cameras of more recent vintage, the Handyzoom has programmed exposure automation, a built-in electronic flash, automatic film loading, wind and rewind, and all the other goodies of the point-and-shoot brigade.
+Unlike most of its competitors, however, the Handyzoom has the same three-beam, multi-focus system that Chinon puts in its popular Auto 3001 fixed-focal-length camera. To my taste, it's a huge improvement on older, spot-reading auto-focusing systems.
+Added features include switches for backlight compensation, for flash fill, and for turning the flash off. There is also a button for converting the three-beam auto-focusing system to single-beam mode, allowing central spot readings instead of oblong ones. And yet another button switches on continuous exposure mode, letting you take sequences at a speed of one frame a second.
+The Chinon Auto 5001 Handyzoom has a suggested retail price of $430 and, like most cameras, will sell for considerably less. You should see it on camera-store shelves starting in April.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+The+Pace+of+Automation+Increases&title=New+York+Times&issn=03624331&date=1989-02-12&volume=&issue=&spage=A.75&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 12, 1989","LEAD: WHENEVER camera journalists get together, there's always one wag in the group who remarks, ''Well, the next thing you know, they'll make a camera that automatically composes the picture for you.'' I used to think this was a joke. Welcome, friends, to the brave new world of the ''automatic programmed zoom composing system. WHENEVER camera journalists get together, there's always one wag in the group who remarks, ''Well, the next thing you know, they'll make a camera that automatically composes the picture for you.'' I used to think this was a joke. Welcome, friends, to the brave new world of the ''automatic programmed zoom composing system.'' It comes to us, courtesy of Chinon, in the form of the Auto 5001 Handyzoom (hereafter to be referred to as the Handyzoom). With the camera's rear-mounted power switch set to ''Power'' instead of ''Auto,'' the Handyzoom functions as a regular zoom-lensed point-and-shoot camera. A clever rocker switch, mounted on the base plate of the ergonomically designed black body, lets you zoom back and forth with a minimum of fuss.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Feb 1989: A.75.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,427086677,"United States, New York, N.Y.",English,12-Feb-89,"PHOTOGRAPHY; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+3 CONCERNS RAIDED BY BONN IN INQUIRY,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/3-concerns-raided-bonn-inquiry/docview/427038508/se-2?accountid=14586,"LEAD: West German customs officials today raided 3 companies and 12 private homes in search of evidence that Libya received aid in building what is said to be a poison-gas plant.
+West German customs officials today raided 3 companies and 12 private homes in search of evidence that Libya received aid in building what is said to be a poison-gas plant.
+The investigating prosecutor in the southwestern city of Offenburg, Werner Botz, said that many documents had been seized, but that most had not been examined. He said nothing had been found that could be grounds to for charges.
+The evening television news said the searches lasted up to seven hours, and they showed workers loading green trucks with boxloads of documents. The reports said Jurgen Hippenstiel-Imhausen, director of Imhausen-Chemie, was in his office while it was searched.
+The prosecutor's office would not name any premises searched other than the Lahr headquarters of Imhausen, the company that is under investigation for playing a central role in the construction of the Libyan plant. #3d Company Not Identified But German press reports identified another target as Gesellschaft fur Automation, an Imhausen subsidiary in the city of Bochum that specializes in automation equipment for chemical plants. The company has been named as supplier of such equipment for the Libyan plant.
+The third company was not identified. According to the television reports, the homes that were searched included the apartment of a man known in the German press as ''Dr. C.,'' an Imhausen official who reportedly supervised the Libyan project.
+Libya has acknowledged receiving assistance from companies in West Germany and elsewhere in building a chemical plant, but it says the plant is designed only to make pharmaceuticals. The United States contends that the plant is intended to produce chemical weapons.
+The magazine Stern reported this week that an Imhausen employee had given extensive testimony to the prosecutors detailing the company's work and naming a state-owned engineering company, Salzgitter Industriebau, as the designers of the Libyan plant.
+Spokesmen for Salzgitter have acknowledged working on a project for Imhausen, but have insisted that they believed it was to be a pharmaceutical plant in Hong Kong.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=3+CONCERNS+RAIDED+BY+BONN+IN+INQUIRY&title=New+York+Times&issn=03624331&date=1989-01-26&volume=&issue=&spage=A.8&au=SERGE+SCHMEMANN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 26, 1989","The prosecutor's office would not name any premises searched other than the Lahr headquarters of [Jurgen Hippenstiel-Imhausen], the company that is under investigation for playing a central role in the construction of the Libyan plant. #3d Company Not Identified But German press reports identified another target as Gesellschaft fur Automation, an Imhausen subsidiary in the city of Bochum that specializes in automation equipment for chemical plants. The company has been named as supplier of such equipment for the Libyan plant.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Jan 1989: A.8.",11/15/17,"New York, N.Y.",,"SERGE SCHMEMANN, Special to the New York Times",New York Times Company,,Newspapers,427038508,"United States, New York, N.Y.",English,26-Jan-89,,New York Times,NEWSPAPER,,,,,,,
+CAMERA; The Trade-Offs Of Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-trade-offs-automation/docview/427020914/se-2?accountid=14586,"LEAD: PHOTOGRAPHY is full of win some, lose some relationships. If you want to stop down the lens for more depth of field, for instance, you have to use a slower shutter speed. If you want a faster shutter speed to freeze action, you need to use a bigger lens aperture.
+PHOTOGRAPHY is full of win some, lose some relationships. If you want to stop down the lens for more depth of field, for instance, you have to use a slower shutter speed. If you want a faster shutter speed to freeze action, you need to use a bigger lens aperture.
+So it goes. Higher film speeds mean bigger grain. More powerful flash units mean heavier batteries. There are trade offs in everything, including automation.
+Sometimes I may give the impression that I'm as fond of automatic cameras as Scrooge is of Christmas. But that's not the case. I recognize that for a great many photographers, automation has real benefits. The question is, does what you gain from features like auto exposure and auto focusing add up to more than what you lose?
+Let's take a look at the various automated functions found in today's cameras, and weigh the gains and the losses. I'll start off this week with some of the more simple functions, and examine auto exposure, auto focusing and auto flash in subsequent columns.
+Automatic film loading. Novice photographers have had trouble getting rolls of 35-millimeter film started since the format was invented more than 60 years ago. The film leader curls, it bends, it doesn't want to stay put. For those who have trouble slicing bread, auto loading is a blessing.
+Instead of having to thread the film end into a narrow slot in the takeup spool, you simply drop the leader across the film gate and close the back. The camera's motor drive then picks up the leader and a catch device positions it on the takeup spool. A few cameras, like the new Canon Ace, then wind the film completely onto the takeup reel and rewind as you shoot.
+The advantages here are obvious: No more fussing with the trimmed-down ends of film. Cameras that wind up the entire roll and then rewind it into the cartridge as you shoot have the added advantage of saving your exposures if you or your loved ones open the back in midroll.
+The disadvantages? All camera motor functions are battery powered, and if the batteries die, so does the camera's ability to load film. If the leader is too long, it has to be pushed back into the film cartridge until it is the required length. And, of course, you'll never learn to load film the old-fashioned way.
+Automatic film winding. The pleasures of motor drives, long a staple of the professional SLR users, are now enjoyed by almost everyone. As a result, thumb blisters from cranking the wind lever have become a thing of the past.
+Advantages: With motorized film wind, photographers can concentrate more on the subject and less on the mechanics of the camera. Also, motor wind is faster than manual cranking, permitting tighter sequences of shots. With most SLRs, and some advanced point-and-shoots, the motor drive can be set to fire continuous sequences at rapid intervals.
+Disadvantages: Well, there are those batteries again, which are required to get your film moving. Usually there is more noise, too, a less-than-discreet whirring sound that interrupts the seamless flow of events. Noise is one reason why many specialists in candid photography prefer to use old Leicas, which have traditional wind levers and operate with barely a whisper.
+Automatic rewind. No one ever liked those tiny little fold-out cranks that were the standard rewind method for years. They were hard to hold and tended to spin backwards if you let go at any time. With auto rewind, cranks have disappeared.
+Now, the camera's wind mechanism senses when the film tension increases, indicating the end of the roll. It signals the wind motor to go into reverse, which it does until the takeup spool stops spinning. You simply pop open the back and the rewound film falls out. Advantages: Less fuss and bother, and motorized rewind is usually much faster, too. The danger of accidentally opening the camera back while pulling on the rewind crank is also eliminated.
+Disadvantages: Sometimes the camera's tension-sensing mechanism goes haywire, sending the film into reverse in mid roll. If the camera rewinds the leader completely (some do, some don't, and a few give you a choice), you're plumb out of luck.
+But what I really miss in auto-rewind cameras is that pesky crank. I have always relied on it as a visual indicator that my film was passing through the camera. If the crank arm turned while I advanced the film, I knew all was well. Some auto-wind and rewind cameras give no sign of whether the film is advancing properly after each shot.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+The+Trade-Offs+Of+Automation&title=New+York+Times&issn=03624331&date=1988-12-04&volume=&issue=&spage=A.94&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 4, 1988","Let's take a look at the various automated functions found in today's cameras, and weigh the gains and the losses. I'll start off this week with some of the more simple functions, and examine auto exposure, auto focusing and auto flash in subsequent columns. Instead of having to thread the film end into a narrow slot in the takeup spool, you simply drop the leader across the film gate and close the back. The camera's motor drive then picks up the leader and a catch device positions it on the takeup spool. A few cameras, like the new Canon Ace, then wind the film completely onto the takeup reel and rewind as you shoot. Now, the camera's wind mechanism senses when the film tension increases, indicating the end of the roll. It signals the wind motor to go into reverse, which it does until the takeup spool stops spinning. You simply pop open the back and the rewound film falls out. Advantages: Less fuss and bother, and motorized rewind is usually much faster, too. The danger of accidentally opening the camera back while pulling on the rewind crank is also eliminated.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Dec 1988: A.94.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,427020914,"United States, New York, N.Y.",English,4-Dec-88,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+Computers to Reshape Air Control Job in 90's,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-reshape-air-control-job-90s/docview/426885966/se-2?accountid=14586,"LEAD: Sometime in the early 1990's storm clouds will be displayed in a blue pattern on an air traffic controller's computer screen. Then, with a few keyboard strokes, the controller will punch a new route into the computer, which will change the flight plans for all planes on a particular track so they can skirt the weather.
+Sometime in the early 1990's storm clouds will be displayed in a blue pattern on an air traffic controller's computer screen. Then, with a few keyboard strokes, the controller will punch a new route into the computer, which will change the flight plans for all planes on a particular track so they can skirt the weather.
+The controller will quickly begin radioing the new route to each crew in his airspace and others as they approach.
+Controllers will no longer scribble data, as is done today, on nameplate-size rectangular flight strips stacked in a rack of strips beside their radarscopes. No more will they or their assistants have to radio controllers handling the next sector of airspace to inform them of the changes. $3.6 Billion Contract The computer will automatically update all the electronic displays that controllers might need to consult. The controller will then be able to concentrate on the main business at hand: talking to pilots and making sure that planes are safely separated while the flow of traffic is expedited.
+Ultimately, even sending computerized messages to cockpits will be done automatically under the $3.6 billion system, which will be produced by the International Business Machines Corporation.
+This process of route-altering is a typical example of the manifold improvements that advanced automation will bring to the Federal Aviation Administration's control of air traffic in the 1990's. The agency this week awarded the contract for the new system, the largest one in the company's history. A Major Transition
+The projected modernization of the controller's job - the first to use color-coding on air-traffic displays - is viewed by Government and industry officials as the most radical transition for the work force since the late 1960's and early 1970's. That was when the system switched from identifying plane blips on radarscopes by use of small plastic markers, which were moved by hand atop the blips, to the computer system that is basically still in use.
+Now the computer can automatically track the movements of each plane under control. And it can display alongside the proper blip a ''data block'' with the plane's identification and such other information as speed and altitude. Issue of Safety
+But with the continuing growth of traffic, especially since deregulation in 1978, the ability of the aging system to handle all the demand has been severely taxed. The result has been traffic delays and cancellations and, in the view of numerous experts, a narrowing of safety margins.
+The replacement system that I.B.M. and its subcontractors will deliver incrementally for regular use in the period from 1992 to 1999 is counted on to overcome today's shortcomings.
+As one key F.A.A. official, Frank Yohe, put it, ''The new system will increase safety and bring either higher productivity or a lower workload for controllers.''
+One of the greatest safety advantages of the new system, in the view of those involved, is that it slashes the need for commmunications between controller and plane, and between adjacent controllers. Hazard of Communication Errors
+Mistakes in communications, according to an F.A.A. spokesman, John Leyden, account for 23 percent of the operational errors recorded in the traffic control system. An operational error is defined as a situation in which two aircraft are allowed by the controller to fly closer to each other than the rules allow.
+In 1986, the latest year for which records are available, 281 of the 1,200 operational errors were caused directly or indirectly by communication mistakes.
+The new work station to be provided to controls is called a sector suite. Depending on the congestion of the airspace sector in question, the suite will consist of one to four standardized consoles. Each console will have a main 20-inch-square display that will show the radar positions and data on planes in the sector, and whatever other changing information the controller chooses from a large reservoir of possibilities - weather patterns, for instance.
+It will also have a smaller auxiliary display above it on which the controller can dislay such things things as aeronautical maps, radio frequencies and charts of landing procedures at particular airports.
+To ease the work of the controller in keeping track of air-traffic situations, the new system will make wide use of color coding. This is a big change from the current system, where displays show everything in luminiscent green. System of Color Coding
+What shows up green on tomorrow's displays will indicate that everything is working fine, no problem, explained William D. Carson Jr., director of traffic-control programs at the I.B.M. division involved.
+A white patch will indicate that something has changed and that the controller should acknowledge that he knows. Yellow, Mr. Carson said, ''means action is required immediately and urgently.'' Finally, red will mean ''there is a potential conflict, or some controller action is required immediately or urgently.''
+Weather patterns will be displayed in various shades of blue.
+Blue was chosen, according to Mr. Carson, because it is easiest to see data blocks moving through various shades of blue.
+Although the advanced system will facilitate the handling of planes in the air, the nation still must confront what is deemed the greatest obstacle to the continued healthful growth of aviation. That is the fact that the industry is running out of airport capacity.
+''The advanced automation system will do nothing to help this capacity problem,'' said Michael Perie, deputy manager of the aviation agency's automation service. ''It will do nothing about the limits of concrete.''
+Correction: July 30, 1988, Saturday, Late City Final Edition",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Computers+to+Reshape+Air+Control+Job+in+90%27s&title=New+York+Times&issn=03624331&date=1988-07-29&volume=&issue=&spage=A.1&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 1988","Now the computer can automatically track the movements of each plane under control. And it can display alongside the proper blip a ''data block'' with the plane's identification and such other information as speed and altitude. Issue of Safety A white patch will indicate that something has changed and that the controller should acknowledge that he knows. Yellow, Mr. [William D. Carson Jr.] said, ''means action is required immediately and urgently.'' Finally, red will mean ''there is a potential conflict, or some controller action is required immediately or urgently.'' ''The advanced automation system will do nothing to help this capacity problem,'' said Michael Perie, deputy manager of the aviation agency's automation service. ''It will do nothing about the limits of concrete.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 1988: A.1.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,426885966,"United States, New York, N.Y.",English,29-Jul-88,AIR TRAFFIC CONTROL; DATA PROCESSING (COMPUTERS); CONTRACTS; AIRLINES AND AIRPLANES,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/426877420/se-2?accountid=14586,"LEAD: * Algorex Corp., Hauppauge, L.I., which is engaged in design automation, computer-aided design systems and printed circuit boards, announced that Dr. Robert M. Brill had resigned as president, chief executive and a director to pursue other opportunities. Its chairman, Sheldon O. Newman, will assume Mr.
+* Algorex Corp., Hauppauge, L.I., which is engaged in design automation, computer-aided design systems and printed circuit boards, announced that Dr. Robert M. Brill had resigned as president, chief executive and a director to pursue other opportunities. Its chairman, Sheldon O. Newman, will assume Mr. Brill's duties.
+* American Airlines Inc., Dallas, a subsidiary of the AMR Corp., named Anne H. McNamara senior vice president, administration, and general counsel, succeeding Richard A. Lempert, who has become senior vice president, international.
+* American Home Products Corp., a maker of prescription drugs, medicines and health care, food and household products, said Roger W. Kapp had joined the company as senior vice president and general counsel and Charles F. Hagan had been promoted to senior vice president.
+* Banks of Iowa Inc., Des Moines, the state's largest banking corporation, elected Larry L. Gilb president and chief executive, succeeding Holmes Foster, who has become chairman and chief executive.
+* Credit Suisse, Zurich, an international financial institution, announced the retirement of John F. Rand as senior vice president. He most recently served in the Miami office, where he oversaw the loan recovery program in the United States and certain loans in Latin America.
+* First City Bancorporation of Texas Inc., Houston, a bank holding company, said Michael S. Dafferner had joined the bank as executive vice president and manager of retail banking.
+* Jostens Inc., Minneapolis, a provider of products and services for youth, education, sports award and recognition markets, appointed Gerald A. Haugen chief financial officer.
+* Morse/Diesel Inc., a construction management concern, named William S. Orr senior vice president responsible for the company's projects in the Southern and Mid-Atlantic regions.
+* National City Corp., Cleveland, a bank holding company, named Robert T. Williams senior vice president and general counsel to succeed Theodore W. Jones, who has retired. It also named Thomas F. Harvey senior vice president and chief counsel. He will serve as secretary of the board of the National City Corp.
+* New Jersey Natural Gas Co., Wall, N.J., a subsidiary of New Jersey Resources Corp. , said William F. Eckles had joined the company as senior vice president in charge of operations, engineering and gas supply.
+* Paul R. Ray & Co., an executive search company, promoted Kenneth M. Rich to senior vice president.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1988-07-12&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 12, 1988","LEAD: * Algorex Corp., Hauppauge, L.I., which is engaged in design automation, computer-aided design systems and printed circuit boards, announced that Dr. Robert M. Brill had resigned as president, chief executive and a director to pursue other opportunities. Its chairman, Sheldon O. Newman, will assume Mr. * Algorex Corp., Hauppauge, L.I., which is engaged in design automation, computer-aided design systems and printed circuit boards, announced that Dr. Robert M. Brill had resigned as president, chief executive and a director to pursue other opportunities. Its chairman, Sheldon O. Newman, will assume Mr. Brill's duties. * American Airlines Inc., Dallas, a subsidiary of the AMR Corp., named Anne H. McNamara senior vice president, administration, and general counsel, succeeding Richard A. Lempert, who has become senior vice president, international.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 July 1988: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426877420,"United States, New York, N.Y.",English,12-Jul-88,Appointments and Executive Changes,New York Times,NEWSPAPER,,,,,,,
+Market Place; Outlook in Design Automation Field,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-outlook-design-automation-field/docview/426851806/se-2?accountid=14586,"LEAD: THE pickup in capital spending in the nation's manufacturing sector is expected to help design automation companies, according to several analysts of this growing computer field.
+THE pickup in capital spending in the nation's manufacturing sector is expected to help design automation companies, according to several analysts of this growing computer field.
+Design automation involves the conceptual design, logical design, testing, modification, evaluation, manufacturing and engineering of new products with the aid of a computer. Among analysts, some of the favorite companies are Integrated Computer Graphics Inc., Autodesk Inc., the Macneal-Schwendler Corporation and the Mentor Graphics Corporation.
+''Attaining wide acceptability in the workplace in the mid- to late 1970's, design automation has become an increasingly used tool for industries including automotive, architectural, engineering and construction,'' said David Korus, an analyst with Kidder, Peabody & Company. ''Spurring the growth and widespread use of design automation has been the obvious gains generated in productivity and manufacturing efficiencies.''
+Design automation companies have had their share of difficulties, however. Competitive pricing pressures on hardware systems have often squeezed profit margins, forcing some companies to become software suppliers. According to Mr. Korus, the shift toward software will have a major positive effect on the industry as design automation companies seek to develop other services to offset the decline in hardware prices.
+Several of the companies are expected to benefit from the increasing demand for computer-aided design, computer-aided manufacturing and computer-aided engineering systems.
+One such company is Integrated Computer Graphics, based in Atlanta. It designs, licenses and supports an automated system for the $150 billion wood-frame construction industry, enabling home builders to ''construct'' a house electronically on a computer screen. The system is said to provide users with flexibility in design, greater accuracy in pre-construction cost projections and better control over spending for labor and materials.
+According to Stephanie Haggerty, research director at Marshall & Company, a brokerage firm with headquarters in Atlanta, Integrated's rapid growth is fueled by ''the unlimited marketing opportunities it has with more than 90,000 domestic home builders, many of which currently have little or no computer capability.''
+In its fiscal year ended March 31, Integrated earned 7 cents a share, and Ms. Haggerty believes the figure should approach 20 to 25 cents a share in the present fiscal year. The company's stock closed at $2.125 yesterday in over-the-counter trading, which makes the price/earnings ratio about 9.5, which is relatively low.
+Autodesk, based in Sausalito, Calif., is a favorite of Russell Crabs of the Gartner Securities Corporation in Stamford, Conn. Autodesk has developed a large sales network through independent dealers who sell the low-priced design software AutoCAD - the industry standard in the personal computer CAD market. Mr. Crabs says Autodesk should benefit from the demand for increasingly more powerful desktop design automation software.
+Autodesk earned 89 cents a share in the fiscal year ended Jan. 31. Mr. Crabs expects the figure to jump to $1.35 a share this year and $1.85 a share next year. Autodesk ended at $28.50 in yesterday's over-the-counter trading, for a P/E ratio of 21.1 times this year's estimated earnings - one of the highest ratios in the group.
+MacNeal-Schwendler of Los Angeles is a pick of Timothy R. McCollum, an analyst at Dean Witter Reynolds. MacNeal-Schwendler is the dominant producer of Finite Element Analysis, a specialty software used in mechanical computer-aided engineering applications.
+According to Mr. McCollum, the two main factors in MacNeal-Schwendler's growth are the lack of sizable competition - largely because of the cost of entering this market - and the company's geographic diversity, which provides insurance against a slowdown in any one market.
+MacNeal-Schwendler earned 74 cents a share in the fiscal year ended Jan. 31. Mr. McCollum expects it to earn 85 cents a share in the current year, for a P/E of 15.1, based on yesterday's close of $12.875 on the American Stock Exchange.
+Mentor Graphics, based in Beaverton, Ore., has benefited from its decision to enter new markets, primarily electronic systems design and also engineering documentation. In a further new market thrust, the company recently acquired the computer-aided software business of Tektronix Inc.
+According to Robert Herwick, an analyst at Hambrecht & Quist Inc. in San Francisco, Mentor's nearly 50 percent increase in product development outlays in 1987 will fuel its growth this year. Mentor earned $1.20 a share last year, and Mr. Herwick's estimate of $1.80 a share for 1988 means a projected P/E of 19.7 with yesterday's close of $34.50 in over-the-counter trading.
+The favorite of Kidder Peabody's Mr. Korus in the design automation group is the Daisy Systems Corporation of Mountain View, Calif. He expects its sales and earnings growth to accelerate over the next 12 months with new product introductions.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Outlook+in+Design+Automation+Field&title=New+York+Times&issn=03624331&date=1988-06-22&volume=&issue=&spage=D.14&au=Wiggins%2C+Phillip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 22, 1988","''Attaining wide acceptability in the workplace in the mid- to late 1970's, design automation has become an increasingly used tool for industries including automotive, architectural, engineering and construction,'' said David Korus, an analyst with Kidder, Peabody & Company. ''Spurring the growth and widespread use of design automation has been the obvious gains generated in productivity and manufacturing efficiencies.'' One such company is Integrated Computer Graphics, based in Atlanta. It designs, licenses and supports an automated system for the $150 billion wood-frame construction industry, enabling home builders to ''construct'' a house electronically on a computer screen. The system is said to provide users with flexibility in design, greater accuracy in pre-construction cost projections and better control over spending for labor and materials. According to Stephanie Haggerty, research director at Marshall & Company, a brokerage firm with headquarters in Atlanta, Integrated's rapid growth is fueled by ''the unlimited marketing opportunities it has with more than 90,000 domestic home builders, many of which currently have little or no computer capability.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 June 1988: D.14.",11/15/17,"New York, N.Y.",,"Wiggins, Phillip H",New York Times Company,,Newspapers,426851806,"United States, New York, N.Y.",English,22-Jun-88,AUTOMATION,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; The Drive to Speed Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-drive-speed-automation/docview/426862959/se-2?accountid=14586,"LEAD: The world's leading industrial companies and engineering bodies came to a Baltimore convention center last week to spend a few days making something no one needed - 4,000 desktop holders for business cards and pens.
+The world's leading industrial companies and engineering bodies came to a Baltimore convention center last week to spend a few days making something no one needed - 4,000 desktop holders for business cards and pens.
+What was novel was not the product but how it was made. The computers and machines that produced it were tied together through a painfully negotiated set of rules intended to speed up automation of factories and offices.
+To make this knickknack, the companies had spent the last year and a total of $50 million to fashion a model global enterprise in which every aspect of the business was tied together electronically. More than 50 companies participated, using more than 100 high-technology operations and support systems.
+The mini-factory was aimed at building support for international standards that would allow computers and other equipment to communicate as easily with each other as telephones do, no matter who manufactured them.
+The acceptance of a standard, even a simple one like the size of a long-playing phonograph record, often paves the way for dramatic price cuts in a new technology, and the cuts hasten the technology's spread. The closely related factory and office automation standards that were the focus of the convention, known as the Manufacturing Automation Protocol, or MAP, and Technical and Office Protocol, or TOP, could make it easier to use equipment from different vendors that is too costly to tie together these days. 'A Coming of Age'
+MAP and TOP are still not fully developed, even though they are described in detail in two documents, each of which is more than 2,000 typed pages long. But the MAP/TOP Users Groups says that Enterprise 88, as the convention was called, showed that the standards are now detailed and stable enough to become a platform for a new era of rapid expansion in automation.
+''This is a coming of age,'' said John A. Young, chief executive of the Hewlett-Packard Company, in an address to 120 executives. ''Adulthood is demonstrated this week by producing a real product.''
+The systems in the mini-factory ran the gamut from electronic order entry to computer-controlled final assembly. Visitors could order the plastic card holder by running a bar-coded convention badge through a code reader at the first booth. They could then order changes in the shape of the four-piece puzzle at the third booth. In succeeding booths, they followed the paperless path of the information and materials that went into the souvenir before it came off a General Motors-managed assembly line six booths later.
+The eight major exhibits were linked to both a local MAP and TOP cable network erected in the convention hall and into existing international communications lines capable of carrying orders to remote sites, like a British Aerospace P.L.C. production plant. Some of the souvenirs were made of stainless steel there and flown to Baltimore on the Concorde.
+In addition to pointing out each of the steps in managing design and production of the souvenir, the booths ran equipment from various vendors that showed how the same tasks could be performed on more serious items, like airplane landing gear.
+The goal was to show that computer-integrated manufacturing, or CIM as it is known, could be based on MAP/TOP standards rather than the specially engineered data networks of individual suppliers like the International Business Machines Corporation or the Digital Equipment Corporation.
+In recent years, such proprietary networks have helped companies become more efficient and competitive. However, advocates of MAP/TOP say such proprietary systems are harder to maintain and improve than a standardized system would be because, in every case, only a limited number of companies make equipment that is compatible with them. A Major Drag
+That limitation has become a major drag on automation efforts and is steadily worsening, according to MAP/TOP backers. For example, companies that have equipment capable of quickly designing new products and shifting production rarely take full advantage of it because it is too difficult to transfer the crucial data among designers, manufacturers, sales personnel and accountants.
+''The only way to really justify the flexibility of today's machinery is to have networks that can use it,'' said Thomas L. Nolle, a Haddonfield, N.J., consultant. ''As time goes by, the standardization of networks is going to be as important to industry as the standardization of measures such as weight and volume.''
+Many visitors and even some sponsors of the show questioned the claims that the global enterprise created here demonstrated that MAP and TOP have matured as communication standards. Less than 1 percent of factories in the United States use MAP and even fewer offices use TOP. By traditional accounting methods that do not value such speculative advantages as flexibility in adding future equipment, it is still more expensive to set up companywide MAP and TOP networks than those developed by individual vendors like I.B.M. and Digital. Few Software Packages
+Although the price gap is rapidly closing, only a limited number of software packages to manage MAP and TOP network tasks have been written to date. And visitors noted that many of the products used in the mini-factory would not be available until the end of the year at the earliest.
+''There are not enough applications for me to recommend MAP to my boss,'' said an engineering executive of a leading aerospace company, who asked not to be named. ''Also, to be honest, I'm not sure I understand the whole thing yet.''
+The confusion is understandable. Many industrial users are unprepared for the organizational changes that computer-integrated operations involve. Truly unrestrained flow of information throughout all parts of an organization and to customers and suppliers, which the MAP/TOP standards are intended to encourage, would cut across traditional barriers of rank, function and geography. Automating Cooperation
+It adds up, in Mr. Young's words, to the ''automation of cooperation.'' Corporations could become much more responsive and competitive, but they will also have to wrestle with thorny questions of who should receive information, questions that never arose before because sharing the information was too difficult.
+If so, it will come none too soon for the General Motors Corporation and the Boeing Company, which initiated the MAP standards drive 10 years ago and have shepherded it through a troubled adolescence. G.M. began beating the drums for standards in manufacturing equipment when it became fed up with the inability of its computers and other automation equipment to share information without expensive and inflexible links between them known as interfaces.
+Boeing, one of G.M.'s earliest allies, took the lead in expressing the same concerns on behalf of users of computers for engineering and office work, and created TOP.
+In 1984, G.M. announced the establishment of a MAP users group, which soon linked up with Boeing's TOP group. Today it has 1,500 members from North America, Europe, Japan and Australia. Chinese and Brazilian members are expected to join shortly. A Classic Stalemate
+Few of those members, however, have followed the lead of General Motors and Boeing in investing in installations built to MAP and TOP standards.
+Two major problems slowed product development. First, it has long been apparent that the version of MAP/TOP introduced at Enterprise, known as MAP/TOP 3.0, would depart sharply from earlier versions in certain key areas. Many suppliers were reluctant to invest in new products until the specifications for MAP/ TOP 3.0 were settled, while many prospective users had no interest in MAP/TOP products built to earlier specifications that would soon represent yesterday's leading edge.
+The second problem was that leading computer suppliers like I.B.M. and Digital have been ambivalent supporters of the open systems movement. They said they wanted to serve the MAP market and participated in standards development work, but both companies concentrated greater efforts on expanding the capability of their own proprietary systems so that customers would have less to gain from mixing equipment from different vendors.
+''The attitude was, we can do MAP if you really want it - not here's MAP, come and get it,'' said Michael Kaminski, head of MAP/TOP activities at General Motors.
+G.M. and the other sponsors have banked on the Enterprise show to break such logjams. The debut here of MAP/TOP 3.0, served both to acquaint users and vendors with the new standards and to iron out any ambiguities. To increase interest, the MAP/TOP users group voted last fall to stabilize the potential market by freezing the new standards for six years. From Robots to Mainframes, Speaking the Same Language Companies are seeking standards that would allow computers and manufacturing equipment to communicate, simplifying automation. At a recent convention, they demonstrated two standards known as MAP and TOP by showing how they could link different tasks in manufacturing a souvenir. Each box represents a booth at the convention; the lines represent the communication links between them. Office Systems: Boeing The souvenir was ordered here. MAP/TOP products from 14 companies were connected. Design and Materials Planning: TRW MAP/TOP products from eight companies analyzed changing production requirements as customer demand fluctuated. Advanced Design Systems: Air Force-Industry Coalition Details of the souvenir's design could be changed here, automatically triggering changes in manufacturing operations elsewhere. Twelve companies participated. Manufacturing: Deere Preparation of souvenir parts was simulated and included the use of subcontractors. Remote Production: Communications Network for Manufacturing Applications Stainless steel versions of the souvenir were ordered from a manufacturing plant in Britain, demonstrating remote operations. Thirteen European companies participated. Subcontractors: British Department of Trade and Industry Fifteen independent manufacturing operations were linked to the network as subcontractors. Raw Materials Processing: Process Industries Group Production of plastic was simulated here, tying a raw materials supplier into the network. Sixteen companies were involved. Invoices: Corporation for Open Systems Invoices for the manufacture of the souvenir were generated here. Final Assembly: General Motors The souvenir was assembled by robots and delivered to the customer. Fifteen companies participated.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+The+Drive+to+Speed+Automation&title=New+York+Times&issn=03624331&date=1988-06-15&volume=&issue=&spage=D.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 15, 1988","''This is a coming of age,'' said John A. Young, chief executive of the Hewlett-Packard Company, in an address to 120 executives. ''Adulthood is demonstrated this week by producing a real product.'' ''The only way to really justify the flexibility of today's machinery is to have networks that can use it,'' said Thomas L. Nolle, a Haddonfield, N.J., consultant. ''As time goes by, the standardization of networks is going to be as important to industry as the standardization of measures such as weight and volume.'' ''There are not enough applications for me to recommend MAP to my boss,'' said an engineering executive of a leading aerospace company, who asked not to be named. ''Also, to be honest, I'm not sure I understand the whole thing yet.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 June 1988: D.1.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426862959,"United States, New York, N.Y.",English,15-Jun-88,AUTOMATION; DATA PROCESSING (COMPUTERS); STANDARDS AND STANDARDIZATION,New York Times,NEWSPAPER,,,,,,,
+New I.B.M. PC May Be Cloned,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-i-b-m-pc-may-be-cloned/docview/426810594/se-2?accountid=14586,"LEAD: Two Asian computer makers have taken the first legal steps toward cloning the International Business Machines Corporation's new PS/2 personal computers.
+Two Asian computer makers have taken the first legal steps toward cloning the International Business Machines Corporation's new PS/2 personal computers.
+The actions by Canon Inc. of Japan and a Taiwanese computer manufacturer do not clear the way for producing PS/2 clones because additional licenses may be needed.
+But the moves reflect the eagerness of many computer manufacturers to build the PS/2-compatible machines and tap what could become a considerable market.
+Computer Automation Inc., an Irvine, Calif., computer equipment maker that designed an integral part of the PS/2, said yesterday that it had signed a patent licensing agreement with Canon and the Taiwanese company, which said it did not want to be named. The agreement covers the portion of I.B.M.'s PS/2 design that permits add-on circuit boards to be automatically configured when they are installed in PS/2 computers.
+Six American companies are negotiating for a license of the Computer Automation patent. A lawyer for them said his clients felt the asking price was too high, and he questioned whether the patent claim was enforceable.
+''It may be two or three years before this is important,'' said the lawyer, G. Gervaise Davis 3d of Monterey, Calif. ''It may be possible to build a machine without infringing the patent.'' Alternatively, he said, his clients might decide to take the matter to court. Other Steps Needed
+The permission from Computer Automation, which licensed its design to I.B.M., ''isn't the only step necessary to make a PS/2 clone,'' said Ira Robinson, a Computer Automation executive. He added, ''We cannot speak for I.B.M. on this matter.''
+Industry experts said permission would be required from I.B.M. for the use of some proprietary design contained in the company's personal computers.
+I.B.M. has also clouded the issue on whether the Computer Automation patent is necessary to design a PS/2-compatible computer. I.B.M. calls its proprietary computer architecture Micro Channel. It consists of the main communication lines over which data in the computer are passed. I.B.M. has protected the design of the Micro Channel with a series of patents and copyrights. Legal questions about the Micro Channel patents are the stumbling blocks holding back companies planning to build PS/2-compatible computers.
+To date, a number of companies have designed sets of the chips needed to manufacture a PS/2-compatible, but none have announced formal plans to introduce such a computer, presumably because of questions about patents held by I.B.M. and Computer Automation. Tandy Move Seen
+Industry sources said the Tandy Corporation, which makes personal computers, plans to announce a PS/2-compatible at an April 21 news conference, but the company is reported to be delaying the announcement of a date when the computer would be available.
+Mr. Robinson said Computer Automation had not had discussions with Tandy about licensing its Micro Channel patent.
+Computer Automation said that it was continuing negotiations for similar licenses with a number of American companies but that no license agreements had been signed.
+Meanwhile, I.B.M. said that worldwide shipments of the PS/2, which I.B.M. introduced a year ago, would reach two million units later this month. The company has issued frequent progress reports on PS/2 computer shipments to dealers, analysts say, because of industry skepticism about market acceptance of the new system.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+I.B.M.+PC+May+Be+Cloned&title=New+York+Times&issn=03624331&date=1988-04-05&volume=&issue=&spage=D.6&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 5, 1988","''It may be two or three years before this is important,'' said the lawyer, G. Gervaise Davis 3d of Monterey, Calif. ''It may be possible to build a machine without infringing the patent.'' Alternatively, he said, his clients might decide to take the matter to court. Other Steps Needed The permission from Computer Automation, which licensed its design to I.B.M., ''isn't the only step necessary to make a PS/2 clone,'' said Ira Robinson, a Computer Automation executive. He added, ''We cannot speak for I.B.M. on this matter.'' I.B.M. has also clouded the issue on whether the Computer Automation patent is necessary to design a PS/2-compatible computer. I.B.M. calls its proprietary computer architecture Micro Channel. It consists of the main communication lines over which data in the computer are passed. I.B.M. has protected the design of the Micro Channel with a series of patents and copyrights. Legal questions about the Micro Channel patents are the stumbling blocks holding back companies planning to build PS/2-compatible computers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Apr 1988: D.6.",11/15/17,"New York, N.Y.",JAPAN TAIWAN,"Markoff, John",New York Times Company,,Newspapers,426810594,"United States, New York, N.Y.",English,5-Apr-88,"DATA PROCESSING (COMPUTERS); NEW MODELS, DESIGN AND PRODUCTS; PERSONAL COMPUTERS; LICENSING AGREEMENTS; INVENTIONS AND INVENTORS",New York Times,NEWSPAPER,,,,,,,
+PERSPECTIVES: Metrotech; Lease Gives Impetus to Brooklyn Project,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/perspectives-metrotech-lease-gives-impetus/docview/426814376/se-2?accountid=14586,"LEAD: THE milestones along the route to a construction start in what might be called the megaventures in New York City real-estate development usually pass with barely any public notice, despite their significance. So it was last month when the 4.2 million-square-foot Metrotech office project in downtown Brooklyn took a crucial step toward its groundbreaking - a lease-signing by the Securities Industry Automation Corporation.
+THE milestones along the route to a construction start in what might be called the megaventures in New York City real-estate development usually pass with barely any public notice, despite their significance. So it was last month when the 4.2 million-square-foot Metrotech office project in downtown Brooklyn took a crucial step toward its groundbreaking - a lease-signing by the Securities Industry Automation Corporation.
+The signing of a lease for space in a new building conveys convincingly that the project and downtown Brooklyn itself can succeed in establishing themselves as a home for major computer-related tenants expanding from lower Manhattan. Their main competitors for these tenants at present are developers in New Jersey.
+Securities Industry Automation Corporation is a nonprofit company that provides computer services for the New York and American Stock Exchanges, which jointly own it. Its commitment to Metrotech, the 17-acre office-and-technology center that is being developed near the campus of Polytechnic University in Brooklyn, was made in April 1986. The sponsor of Metrotech is Forest City Metrotech Inc., in which Forest City Enterprises, a national building company based in Cleveland, and the Ratner Group of New York City are the developers in association with the university itself. The Brooklyn Union Gas Company made a commitment for its new headquarters building at Metrotech four months later, and is expected to sign the second Metrotech lease shortly.
+Only after a lease is signed can a land-condemnation action, which the city's Public Development Corporation is handling, begin in court. The first lease also sets in motion the construction of the relocation housing that is expected to accommodate many of the households that will be dislocated by Metrotech. And quite possibly it will generate new interest in still uncommitted sites planned for later phases.
+Bruce Ratner, a managing general partner in Forest City Metrotech, said he considered the project ''100 percent positively competitive with New Jersey.'' Substantial assistance programs have been necessary to make this possible - reduced energy charges by Consolidated Edison to major new users outside Manhattan; sharply reduced property taxes on new construction outside Manhattan for 11 years; elimination of the commercial occupancy tax for new users and a $500-per-employee credit on the city's business profits tax for 12 years.
+Much of the preliminary cost of land acquisition and site preparation has been borne by the city, which is handling condemnation and relocation. No private developer could or would undertake that task. The city will receive a basic land rent.
+About 100 families face relocation eventually, 16 of them soon because they are living on the Securities Industry Automation site. At Forest City's expense, a landmarked firehouse building on Jay Street is to be restored for 16 families, and eight or nine city-owned buildings in the Prospect Heights section have been sold to Forest City to be gut-rehabilited into 43 additional apartments.
+The city's hope is that both commercial and residential tenants will agree to relocation or some other form of compensation. The Legal Aid Society, which is representing 60 of the residential tenants, agreed last week on relocation terms and is dropping its lawsuit, the Public Development Corporation said. An ad hoc group, called Stand Together for Affirmative Neighborhood Development, has been fighting the project on the ground that it will violate Federal clean air standards.
+Some of the commercial tenants may eventually move back into Metrotech, the Public Development Corporation says. Others might take space in rehabilitated city-owned shopping strips.
+THE Koch adminstration's commitment to Metrotech was made in 1982. Before that, Polytechnic University itself, then known as the Polytechnic Institute of New York, was doing the preliminary master plan. The pace picked up after Forest City Enterprises decided to make a commitment to downtown Brooklyn development. Forest City and Mr. Ratner also are the developers of the new Morgan-Stanley computer center office building, far advanced in construction at Pierrepont Street and Cadman Plaza West in downtown Brooklyn.
+The Metrotech site lies between Jay Street and Flatbush Avenue, roughly between Johnson Street and a midblock line north of Willoughby Street. In Phase I, Polytechnic University itself is to get a new building, in which 53,000 square feet will house a new library, the Dibner Library of Technology and Science, and 82,000 square feet will house the New York State Center for Advanced Technology in Telecommunications. The architects are the firms of Davis Brody & Associates, and Prentice & Chan, Ohlausen, both of Manhattan.
+''We have already started doing things with Polytechnic,'' said Burt Barnett, senior vice president of the Securities Industry Automation Corporation, confirming that the interrelationship between the technical staff of the company and the faculty of the university will be cultivated on both sides. That was one of the outcomes that Polytechnic was seeking initially when it advanced the plan for an office-educational complex called Metrotech years ago.
+Securities Industry Automation Corporation has leased 328,000 square feet, with options on additional space in future years, in a building of 516,000 gross square feet on 10 floors, with an underground garage for 175 cars. There are three 15-foot-high computer floors ranging in size from 43,000 to 54,000 square feet. The groundbreaking is due in nine months, soon after the completion of architectural working drawings. The architect is the firm of Haines Lundberg Waehler.
+Brooklyn can expect 800 additional office workers each day when the company arrives, half of them in technical jobs and the rest in administrative and operational slots, Mr. Barnett said. The company has 1,200 employees in all, but it is keeping some of its operations in its Manhattan office at 55 Water Street. ''We're dividing our eggs into two baskets,'' Mr. Barnett said.
+Construction of the Brooklyn Union Gas building is expected to begin six months after the start of the Securities Industry Automation building. It will be a 23-story headquarters building, designed by Swanke Hayden Connell, with 970,000 gross square feet of space, including 25,000 square feet of retail space and underground parking for 270 cars. The gas company will occupy 450,000 square feet, mainly on floors 12 through 23. Available for additional leasing will be 360,000 square feet of space.
+The Phase I construction will bring greatly improved landscaping and open space to the Polytechnic campus. Several street closings, already approved by the Board of Estimate, will make this possible.
+On the question of comparative costs of large blocks of space for an initial tenant in a new building in Brooklyn and New Jersey, figures from builders suggest that there are close parallels.
+The base rent for the building ''shell'' in either location is being negotiated at about $16 to $20 a square foot per year; operating costs, including property taxes, add about $4 to $5 a foot. (In Manhattan, with no property-tax abatement, the building probably would pay at least $9 a square foot in property taxes alone.) To a large computer user, these factors are only part of the story of annual occupancy costs. The cost of the computer installation is borne by the tenant, and will be about the same in either New York City or New Jersey. If, for example, a $45 million installation were built for a user of 300,000 square feet, the cost would be $150 a square foot - not an unusual figure currently, according to real estate specialists.
+On an annual basis this would mean additional costs of $15 to $20 a square foot, depending on whether the installation is financed over 15 or 20 years.
+The terms of the land lease approved by New York City are designed to make it possible for the lessee to compete for tenants with communities outside the city that have lower costs. Thus initial land rents are nominal but over time the city is to be paid back up to the land's appraised value.
+Forest City Metrotech, whose leasing agent is Capalino & Company, is meanwhile looking for major tenants for the Phase II development. The development potential on its four sites is one million square feet, 400,000 square feet, 900,000 square feet and 400,000 square feet.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSPECTIVES%3A+Metrotech%3B+Lease+Gives+Impetus+to+Brooklyn+Project&title=New+York+Times&issn=03624331&date=1988-04-03&volume=&issue=&spage=A.5&au=Oser%2C+Alan+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 3, 1988","Securities Industry Automation Corporation is a nonprofit company that provides computer services for the New York and American Stock Exchanges, which jointly own it. Its commitment to Metrotech, the 17-acre office-and-technology center that is being developed near the campus of Polytechnic University in Brooklyn, was made in April 1986. The sponsor of Metrotech is Forest City Metrotech Inc., in which Forest City Enterprises, a national building company based in Cleveland, and the Ratner Group of New York City are the developers in association with the university itself. The Brooklyn Union Gas Company made a commitment for its new headquarters building at Metrotech four months later, and is expected to sign the second Metrotech lease shortly. Bruce Ratner, a managing general partner in Forest City Metrotech, said he considered the project ''100 percent positively competitive with New Jersey.'' Substantial assistance programs have been necessary to make this possible - reduced energy charges by Consolidated Edison to major new users outside Manhattan; sharply reduced property taxes on new construction outside Manhattan for 11 years; elimination of the commercial occupancy tax for new users and a $500-per-employee credit on the city's business profits tax for 12 years. ''We have already started doing things with Polytechnic,'' said Burt Barnett, senior vice president of the Securities Industry Automation Corporation, confirming that the interrelationship between the technical staff of the company and the faculty of the university will be cultivated on both sides. That was one of the outcomes that Polytechnic was seeking initially when it advanced the plan for an office-educational complex called Metrotech years ago.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Apr 1988: A.5.",11/15/17,"New York, N.Y.",NEW YORK CITY BROOKLYN (NYC) METROTECH (BROOKLYN),"Oser, Alan S",New York Times Company,,Newspapers,426814376,"United States, New York, N.Y.",English,3-Apr-88,ECONOMIC CONDITIONS AND TRENDS; RENTING AND LEASING; AREA PLANNING AND RENEWAL,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; New Big Board Official Versed in Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-new-big-board-official-versed/docview/426777647/se-2?accountid=14586,"LEAD: Richard A. Grasso, a man instrumental in improving the back office operations of the New York Stock Exchange, was named yesterday as the exchange's next president, replacing Robert J. Birnbaum, who is retiring. The appointment becomes effective on June 2.
+Richard A. Grasso, a man instrumental in improving the back office operations of the New York Stock Exchange, was named yesterday as the exchange's next president, replacing Robert J. Birnbaum, who is retiring. The appointment becomes effective on June 2.
+The change comes as the exchange is re-examining its operations in the wake of the Oct. 19 market collapse. Mr. Grasso, who is 41 years old, had been in charge of the exchange's automated trading and communications systems and is working on improvements that would allow the exchange routinely to process 600 million shares a day.
+Mr. Birnbaum, 60, became president and chief operating officer of the Big Board in 1985 after having served in the same post at the American Stock Exchange for eight years. He spent 18 years at the Amex.
+Mr. Birnbaum said he was considering job prospects including offers from three law firms. He is also considering joining two corporate boards.
+Mr. Grasso has spent most of his career at the Big Board. He came to the exchange in 1968 as a corporate listings representative and rose to executive vice president, capital markets, in 1986. He attended Pace Unversity and has completed the advanced management program at Harvard University.
+In his view, the most critical task facing the exchange is improving its capacity to process orders. ''We want to be able to handle a 600-million-share day as routinely as a 200-million-share day,'' he said.
+Announcement of the changes took place in an ornate board room of the exchange with the exchange's chairman, John J. Phelan Jr., expressing hearty words of praise for both men. Mr. Phelan said of Mr. Birnbaum, ''He enjoyed October so much, I don't think we'll pay him for that week.''
+As for Mr. Grasso, Mr. Phelan said, ''Dick's grown up in the ranks of the exchange and I can't think of anyone more qualified.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+New+Big+Board+Official+Versed+in+Automation&title=New+York+Times&issn=03624331&date=1988-03-04&volume=&issue=&spage=D.4&au=Wayne%2C+Leslie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 4, 1988","Announcement of the changes took place in an ornate board room of the exchange with the exchange's chairman, John J. Phelan Jr., expressing hearty words of praise for both men. Mr. Phelan said of Mr. [Robert J. Birnbaum], ''He enjoyed October so much, I don't think we'll pay him for that week.'' As for Mr. [Richard A. Grasso], Mr. Phelan said, ''Dick's grown up in the ranks of the exchange and I can't think of anyone more qualified.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Mar 1988: D.4.",11/15/17,"New York, N.Y.",,"Wayne, Leslie",New York Times Company,,Newspapers,426777647,"United States, New York, N.Y.",English,4-Mar-88,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Whole-House Automation To Raise the I.Q. of the Home,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whole-house-automation-raise-i-q-home/docview/426739501/se-2?accountid=14586,"LEAD: FORGET about waiting in your bathrobe for the tub to fill or padding around at night to lock the doors and turn off the lights.
+FORGET about waiting in your bathrobe for the tub to fill or padding around at night to lock the doors and turn off the lights.
+Think instead about calling up your appliances - the refrigerator, the hot tub, the alarms - from the car phone as you commute home from work. The refrigerator defrosts a pie and tells the oven to start the roast; the range signals the microwave oven to heat the souffle, and 102-degree water fills the bathtub. As you drive under the automatic garage door, the lights switch on, the heat fires up, the security system turns off and Andre Watts plays from a compact disk.
+The house of the not-too-distant future is electronic, and you will be able to play it as you would a fugue. About a dozen companies in the United States, Japan and Europe are now making whole-house automation systems for both new and existing houses. The new levels of convenience, security and time-and-energy savings they provide promise to inspire a vast market and create a whole industry.
+Home automation can be frivolous, practical, even magical, and its appeal is wide: handicapped people, vacation-home owners, people who work at home, people who have large houses, the elderly and the legions of the just plain gadget-happy are all potential customers. As a result, homes - the 80 million existing in the United States and the 1.5 million that are built annually - are becoming arenas of international competition.
+''I don't see a large short-term market, but I see a huge effort with so many people and such large actors that I'd be surprised if home automation doesn't take off in two or three years,'' said Patrick Bord, president of EGIS, a French consulting concern. EGIS monitors Japanese technology, and in doing so has charted the development of home automation.
+''The consumer economy in developed countries will be totally changed when home automation arrives, just as much as with the telephone and automobile and nuclear energy,'' Mr. Bord predicted. ''All the cards, and hundreds of millions of dollars in profits, will be reshuffled.''
+In the United States, where the industry is still in its infancy, home-automation systems are made primarily by small companies. General Electric introduced a system called the Home-Minder in 1985, but withdrew it last year. Industry analysts believe it was incorrectly marketed through home-entertainment dealers.
+Several large Japanese companies are ready to market systems here. Mitsubishi is testing a device that will be marketed later this year, and Fujitsu's Home Automation System is already available. By the end of the year, about a dozen Japanese whole-house automation products will be on the market, Mr. Bord said.
+To meet the threat of foreign competition, a consortium of about 40 American manufacturers of appliances and electronic components has developed the Smart House Project with the National Association of Home Builders.
+A model house sponsored by the project, now under construction in Bowie Park, Md., will be equipped with a revolutionary wiring system that combines electricity and electronics in a single cable. The cable will be compatible with ''smart'' appliances that have microchips; the appliances will be able to ''talk'' to each other and to the house within a fully integrated system.
+A dishwasher will be able to ask the water heater for a supply of water at a certain temperature, and a sensor will be able set off an alarm if a baby has stopped breathing. The result will be a home that thinks, remembers and almost cares, thanks to its conversion from an electro-mechanical to a solid-state system. Already, many office buildings are ''intelligent,'' equipped with built-in electronic systems that regulate the environment, security and lighting.
+''We figure that by 1995, 25 to 30 percent of houses will have some form of automated home control,'' said Martin Haase of Cyberlynx, a Boulder, Colo., company that manufactures a basic system for $600. Peter Lesser, president of X-10
+USA Inc. of Northvale, N.J., said, ''Once you get used to switching off the downstairs lights from upstairs, you'll never go back.'' Some systems monitor motion and switch off lights in unoccupied rooms, which is especially useful for families with forgetful children.
+There are three approaches to home automation: individual products that plug into homes; products that require some new wiring, and the complete rewiring of the house for a fully integrated system.
+Some products can be installed in traditionally wired houses. The least expensive is the basic X-10 system, which costs less than $100. Any electric device with an on-off switch can be plugged into an X-10 module, which in turn is plugged into a normal outlet and controlled by a hand-held cordless device, computer, telephone or timer. The system can be programmed to turn up heat automatically or turn on televisions, stereos and lights while a homeowner is away. Over a million houses in the United States have X-10 modules.
+Mitsubishi's system, which will range from $2,000 to $15,000 depending on options, will use some X-10 products and some wiring built into walls. The system emphasizes security, one of the strongest selling points for home-control systems. Operated by digital key pads, including pushbutton telephones, it has motion sensors, closed-circuit cameras and window and door sensors, all of which can be operated from a single control center.
+With its brick walls, dormers and gabled roof, the prototype Smart House looks deceptively conventional. Almost any appliance can be plugged into its special sockets and activated from any location with, for instance, a phone or television screen.
+Smart House engineers estimate that energy costs could be cut by 20 to 50 percent through the system's automatic management.
+Savings like these, the consortium believes, are a persuasive argument.
+The group estimates that there will be eight million Smart Houses built in the United States by 1998, at which point the installation cost of the new cable will be about the same as conventional wiring.
+The venture is widely regarded as protectionist. Only appliances made by the American manufacturers who have undewritten the Smart House will be able to take full advantage of the two-way cable, which will be widely available in about three years. Japanese appliances and other non- Smart House products will not be able to give or receive commands using this cable, at least until leasing agreements are made later.
+The consortium was the first to be established under the National Cooperative Research Act of 1984. This law eased antitrust restrictions among American companies that are normally competitors, to enable them to work together and compete against foreign companies.
+But the consortium's attempt to turn Japanese products into second-class electronic citizens may backfire. Consumers who already own a Japanese television, VCR or tape deck may see little advantage in buying a system that does not enhance its performance.
+A committee of the Electronic Industries Association, a trade group, is devising an electronic standard for communication between home electronic products. Many manufacturers, both foreign and domestic, eagerly await such a standard.
+''Once a standard is established, probably this year,'' Mr. Haase said, ''a wide variety of products will begin to reach the market in two years.''
+Mr. Bord said that after the standard is established, ''the Japanese will be much more aggressive in entering the U.S. market.''
+The Smart House consortium, however, has not shown an interest in a common standard, said David Butler, an industry consultant in Raleigh, N.C., and a member of the association's committee.
+''A communication network common to all appliances weakens the competitive position of the American companies who support the Smart House,'' he said.
+Ralph Lee Smith, publications editor of the Research Center of the National Association of Home Builders, said that the Smart House companies ''are cautious about participating in a common standard open to everybody that will make it difficult to recoup their investment.'' With one standard for the Smart House and another designed by the Electronic Industries Association, the automation industry may be saddled with two standards, just as the VCR market split into Beta and VHS.
+Overcoming the resistance of buyers intimidated by technology is another challenge. Many companies have designed home-automation devices to be user-friendly.
+''Our system is more like a pet than a computer,'' said Grayson Evans, president of Archinetics, a Portland, Ore., company that manufactures Max, a system with its own voice.
+''We gave the system a personality,'' Mr. Evans said. ''We even calibrated the nature of the voice so that it's slightly dim - not so intelligent that you'll feel Max will take over the house.''
+Systems with dim wits may not be necessary in the future. Barry Berkus, an architect, said the strongest market for smart houses and appliances is the generation, now teen age, that is growing up with computers.
+''They're not intimidated by the electronics, which they understand immediately,'' he said. ''They'll be able to play the house like a cello.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Whole-House+Automation+To+Raise+the+I.Q.+of+the+Home&title=New+York+Times&issn=03624331&date=1988-02-18&volume=&issue=&spage=C.1&au=Giovannini%2C+Joseph&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 18, 1988","A model house sponsored by the project, now under construction in Bowie Park, Md., will be equipped with a revolutionary wiring system that combines electricity and electronics in a single cable. The cable will be compatible with ''smart'' appliances that have microchips; the appliances will be able to ''talk'' to each other and to the house within a fully integrated system. ''We gave the system a personality,'' Mr. [Grayson Evans] said. ''We even calibrated the nature of the voice so that it's slightly dim - not so intelligent that you'll feel Max will take over the house.'' ''They're not intimidated by the electronics, which they understand immediately,'' he said. ''They'll be able to play the house like a cello.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Feb 1988: C.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Giovannini, Joseph",New York Times Company,,Newspapers,426739501,"United States, New York, N.Y.",English,18-Feb-88,HOUSING; AUTOMATION; ELECTRONICS; ELECTRIC APPLIANCES; JOINT VENTURES AND CONSORTIUMS; HOME APPLIANCES,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Unions Offer Labor Help on Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-unions-offer-labor-help-on/docview/426636641/se-2?accountid=14586,"LEAD: DURING the 19th century, English textile workers following the example of Ned Ludd, a Leicestershire mill hand, smashed labor-saving machinery to protest reduced wages and unemployment introduced with the automation of their trade. Today, labor leaders faced with a new wave of industrial automation and computerization are committed to more cooperative tactics than those that failed for the
+DURING the 19th century, English textile workers following the example of Ned Ludd, a Leicestershire mill hand, smashed labor-saving machinery to protest reduced wages and unemployment introduced with the automation of their trade. Today, labor leaders faced with a new wave of industrial automation and computerization are committed to more cooperative tactics than those that failed for the Luddites.
+Their first concern is still to protect jobs and to preserve wages, but the emphasis in most organized unions is on helping workers adapt to new technology rather than blocking its introduction.
+''The issue is not simply are there going to be enough jobs once the technology comes about,'' said Harley Shaiken, a professor who specializes in research on work and technology at the University of California at San Diego. ''More specifically, the issue is what provisions will aid workers in adjusting to an environment that is being rapidly automated.''
+That challenge typically includes a host of questions that the average shop steward is hard put to handle, including understanding the new skills demanded of workers by electronically controlled machinery and the replacement of well-known health hazards with new ones that are not so well understood. There is a continuing debate, for example, on the risks posed by video display screens.
+As a result, many labor unions are treating expertise about new technology as one of the services they need to offer members. They hire economists and other specialists to keep members abreast of developments that may affect their jobs and seek contracts that allow them to become involved in almost every aspect of the integration of new technologies in the work place.
+''Over all, local unions do not have the knowledge to really negotiate effectively with management on new computer-based systems, automated manufacturing technologies and robotics,'' said Peter Unterweger, a 47-year-old economist for the United Automobile Workers who is responsible for monitoring new technology that might affect that union's 1.1 million active members. ''We are concerned that our people will not have the same expertise that the company brings to the table.''
+Union responses to new technology these days include participating in the design of new equipment for the office and factory, sponsorship of and participation in retraining programs, and independent checks on the health effects of the new technology on workers.
+The U.A.W. has reached agreement with most major auto makers and suppliers that the local union and the national committee are to be notified before the companies introduce technologies that could displace workers or change the scope of their jobs. Committees consisting of union members and company management have been established to decide how new technology will be applied.
+Mr. Unterweger tracks new developments by studying technical and industry journals and visiting manufacturing plants to ''experience first-hand'' the impact of the technology. He also meets with engineers of new manufacturing systems and with members of technical societies, both to gain a window on new technologies and to offer the union's view on how such systems should be developed.
+Mr. Unterweger writes articles and pamphlets for union members on the implications of the technology. He also gives them advice on the potential hazards of new equipment in the workplace and on bargaining tools. Much of his work is reprinted in the newsletters of union locals.
+Dick Greenwood, Mr. Unterweger's counterpart for the International Association of Machinists, focuses on three major areas of development that are affecting his members: lasers, computer-integrated manufacturing and materials. Machinists are concerned about the increasing use of lasers in place of manned drilling and metal-cutting machinery.
+Computer-integrated manufacturing ties together many manufacturing operations. The procedure drastically changes the skills involved in some jobs and blurs the distinctions between the work performed by machinists and members of other unions. Changes in materials, including the substitution of plastics for metals and the development of new alloys and composites, are also profoundly affecting machinists' jobs.
+Mr. Greenwood, 53, said that the organization, which has more than 600,000 members, has an education center in Hollywood, Md., where members of locals can get advice on how to respond to new technologies. The center assesses such labor problems as job reclassification and displacement that the new technology might create.
+''Our one major demand in all this is that management share productivity gains with workers,'' Mr. Greenwood said.
+The factory floor is not the only place where unions have sought more influence in the deployment of new technology. Assessing the impact of automation on the office worker is a major goal of the 9 to 5 National Association of Working Women, which represents clerical workers. The organization, based in Cleveland, has 13,000 members.
+Since 1981, when 9 to 5 published its landmark critique of office automation, titled ''Race Against Time: Automation in the Office,'' the group has published studies that are largely critical of the way management has introduced technology.
+''It's not that we consider technology a bad thing, but we think it's a tool that management has used in a negative way,'' said Karen Nussbaum, the association's 37-year-old executive director and president of the local union. She coordinates the agency's research and policy efforts.
+''The great promise of automation is that routine tasks would be eliminated and that workers would learn more skills, providing them with greater productivity and autonomy,'' Ms. Nussbaum, a former office worker, said. But today's office workers still perform unskilled tasks, she said, and to make matters worse these automated offices no longer permit the clerical worker to make a broader and more interesting contribution to the company.
+Ms. Nussbaum spends much of her time looking at health and safety concerns involving the use of video display terminals and other office equipment. She also meets routinely with scientists and engineers who are designing new office equipment to discuss the concerns of the users. Next month, she plans to meet with a group of researchers at Bellcore, the research and development arm of the regional Bell telephone companies.
+''The big question is, 'What is the goal of the technology?' Is it to reduce the skill level of work or of the worker?'' she asked.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Unions+Offer+Labor+Help+on+Automation&title=New+York+Times&issn=03624331&date=1987-10-21&volume=&issue=&spage=D.10&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 1987","''The issue is not simply are there going to be enough jobs once the technology comes about,'' said Harley Shaiken, a professor who specializes in research on work and technology at the University of California at San Diego. ''More specifically, the issue is what provisions will aid workers in adjusting to an environment that is being rapidly automated.'' ''Over all, local unions do not have the knowledge to really negotiate effectively with management on new computer-based systems, automated manufacturing technologies and robotics,'' said Peter Unterweger, a 47-year-old economist for the United Automobile Workers who is responsible for monitoring new technology that might affect that union's 1.1 million active members. ''We are concerned that our people will not have the same expertise that the company brings to the table.'' ''It's not that we consider technology a bad thing, but we think it's a tool that management has used in a negative way,'' said Karen Nussbaum, the association's 37-year-old executive director and president of the local union. She coordinates the agency's research and policy efforts.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 1987: D.10.",11/15/17,"New York, N.Y.",,"Sims, Calvin",New York Times Company,,Newspapers,426636641,"United States, New York, N.Y.",English,21-Oct-87,LABOR; AUTOMATION; LABOR UNIONS; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+G.E.-Fanuc Joint Venture,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-fanuc-joint-venture/docview/426362889/se-2?accountid=14586,"The General Electric Company, the giant electric and television concern, moved further into factory automation today by announcing a $200 million joint venture with Fanuc Ltd. of Japan. The G.E. Fanuc Automation
+Corporation will be based in Charlottesville, with three operating units: G.E. Fanuc Automation Europe S.A. in Luxembourg, Fanuc G.E. Automation Asia Ltd. in Japan and G.E. Fanuc Automation North
+America Inc., Charlottesville.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.-Fanuc+Joint+Venture&title=New+York+Times&issn=03624331&date=1986-12-30&volume=&issue=&spage=D.5&au=Reuters&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New Yo rk Times Company Dec 30, 1986","Corporation will be based in Charlottesville, with three operating units: G.E. Fanuc Automation Europe S.A. in Luxembourg, Fanuc G.E.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Dec 1986: D.5.",11/15/17,"New York, N.Y.",,Reuters,New York Times Company,,Newspapers,426362889,"United States, New York, N.Y.",English,30-Dec-86,JOINT VENTURES AND CONSORTIUMS,New York Times,NEWSPAPER,,,,,,,
+Technology; New Challenge In Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-new-challenge-automation/docview/426291312/se-2?accountid=14586,"AMERICAN manufacturers have long comforted themselves with the knowledge than the United States leads the world in the development of new manufacturing technology. Many of them believe they can use that lead to gain a competitive edge on foreign rivals.
+There has been plenty of anecdotal and statistical evidence, however, that Americans have been just as likely to shoot themselves in the foot with the new technology as to knock off their competitors.
+The best-known example is the industrial robot. Robot technology was born and bred in the United States during the 1950's and 1960's, and Americans are used to seeing photos of robots painting, welding and drilling everything from car bodies to dishwashers. But they also realize that robots have been more successfully and widely deployed in Japan.
+Robots are just one part of the picture. Together with other computer-controlled machines, as well as conveyors, they form flexible manufacturing systems. These systems, when linked by more machinery and larger computers, add up to computer-integrated manufacturing, or CIM.
+A number of manufacturing experts have warned that American manufacturers seem headed toward the same problems with flexible manufacturing systems that they have encountered with robots, but on a larger and more damaging scale. In the November-December issue of the Harvard Business Review, Ramchandran Jaikumar, an associate professor at the Harvard Graduate School of Business Administration, provides strong statistical support for such views.
+He studied 35 flexible manufacturing systems in the United States and 60 in Japan in 1984 - a sample, he says, of more than half the installed systems in both countries. The United States came out of the comparison looking to him like ''a desert of mediocrity.''
+''Rather than narrowing the competitive gap with Japan, the technology of automation is widening it further,'' Professor Jaikumar writes.
+The American manufacturers failed to exploit the flexibility of the systems. The computer-controlled machinery can handle a wide variety of parts and tasks with little human intervention. But the American manufacturers usually programmed the flexible systems to produce large runs of a few products, just as if they were only improved versions of the conventional machinery that has dominated assembly lines since the days of Henry Ford.
+Such automation may produce higher-quality products and improve worker productivity, but it is an expensive way to achieve such ends and it squanders the flexible systems' capabilities. As a result, the average number of parts made by an American flexible manufacturing system in Professor Jaikumar's study was 10, in contrast to the Japanese average of 93. And the Japanese used their systems to handle 22 new parts for every one introduced by the Americans, allowing them to offer a wider variety of products more suited to the demands of individual customers and to make greater use of their machinery.
+Professor Jaikumar estimated that the Japanese have invested more than twice as much as their American peers in automation equipment over the past five years. However, he believes that their greatest advantage is a matter of ''technologocal literacy'' - far more Japanese workers and managers understand what modern manufacturing technology can and should do.
+At the companies Professor Jaikumar studied, more than 40 percent of the work force was made up of college-educated engineers, all of whom had been trained to work with computer-controlled machinery. At the American companies, only 8 percent were engineers and only a quarter of them had been trained to use such machinery. Moreover, the training periods the Japanese devoted to upgrading manufacturing skills were three times as long as those in America.
+The Japanese exploited these skills by assigning small groups of engineers to develop flexible systems and then posting them on the factory floor where they could operate them, sometimes for years. Not surprisingly, the Japanese systems were frequently reprogrammed and improved after they went on line.
+American manufacturers, by contrast, have tended to use fairly large engineering teams with many specialists to design and install systems. The engineers often end up building systems that are far more flexible than their intended use requires. When the engineering group is then disbanded or moved to a new project, the poorly trained and underskilled work force that is often left behind is loath to tamper with the unneccessarily complicated system for fear of gumming it up.
+The fears are not unfounded. The much-modified Japanese systems have far fewer breakdowns. Nearly one-third are set up to run untended straight through the night.
+''The critical ingredient here is nothing more than the competence of a small group of people,'' Professor Jaikumar concluded.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+New+Challenge+In+Automation&title=New+York+Times&issn=03624331&date=1986-10-30&volume=&issue=&spage=D.2&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 30, 1986","''Rather than narrowing the competitive gap with Japan, the technology of automation is widening it further,'' Professor [Ramchandran Jaikumar] writes. Professor Jaikumar estimated that the Japanese have invested more than twice as much as their American peers in automation equipment over the past five years. However, he believes that their greatest advantage is a matter of ''technologocal literacy'' - far more Japanese workers and managers understand what modern manufacturing technology can and should do. ''The critical ingredient here is nothing more than the competence of a small group of people,'' Professor Jaikumar concluded.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Oct 1986: D.2.",11/15/17,"New York, N.Y.",UNITED STATES JAPAN,"Feder, Barnaby J",New York Times Company,,Newspapers,426291312,"United States, New York, N.Y.",English,30-Oct-86,AUTOMATION; ROBOTS,New York Times,NEWSPAPER,,,,,,,
+Technology; Automation That's Flexible,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-automation-thats-flexible/docview/426316498/se-2?accountid=14586,"MORGAN WHITNEY calls it his ''technological sandbox,'' a place for engineers to play. It is the Ford Motor Company's robotics and automation applications consulting center in Dearborn, Mich., where Mr. Whitney is director.
+The work that goes on with a staff of 25 engineers is at the leading edge of a relatively new field known as flexible automation.
+''The term means programmable equipment, as opposed to hard automation,'' Mr. Whitney said. ''It includes robotics, machine-vision systems, computer integrated techniques and artificial intelligence.''
+At the center, 40 robots, half a dozen machine-vision systems and a large computer operation are being used to find ways to make assembly lines quicker, more economical and more flexible.
+The Dearborn center, while not unusual, is certainly rare. The General Motors Corporation has its own robotics subsidiary in conjunction with Fanuc Ltd. of Japan, and the Chrysler Corporation is working in the field, but few companies outside of Detroit have the same sort of capability.
+''I think we as an industry have been driven more because of the intensity of our foreign competition,'' Mr. Whitney said, ''but I'm sure it will come. In our three and a half years, we have enjoyed a lot of success. Out of roughly 300 projects, 80 percent is in production and running, and that has built credibility with our customers.''
+The customers, of course, are Ford's various divisions and component makers, and they call on the center whenever they see a possibility for improvement. ''Our mission is not to invent technology but to apply it,'' Mr. Whitney said, although he admitted that a lot of invention occurs.
+In practice, the center takes a problem and uses the computer to simulate the answer. The second step involves execution of hardware, typically robots and the tools that attach to them. Finally, the finished process is videotaped for assessment by the company's top management.
+The computer system can call up any robot made in the world. It can access Ford's design data base, then add the other elements of the workplace and ''exercise'' the robot through its animation capability. ''We can view it from any angle,'' Mr. Whitney said, ''and we can design a robot that can do the job.''
+As an example, he cited the problem of machine-vision in sorting parts from suppliers' delivery bins and putting them on conveyors for assembly. ''In this,'' he said, ''we are departing slightly from our mandate, which is pure application, because many have tried to apply vision but no one has succeeded.''
+Typically, he said, the sorting has been done manually because vision systems do not sufficiently discern or are not fast enough.
+''Machine-vision is a very new technology,'' he said, ''and it's difficult to make it work in this sort of situation. It requires a lot of effort to locate part characteristics, holes or edges, or what have you. And it's subject to variations in lighting, in color, in depth of the bin, in the orientation of the parts. But we are succeeding, and next spring we will demonstrate our system.''
+Another problem that is being addressed by the center involves mounting wheels and lug nuts on vehicles as they move along the assembly line. ''Some of these things involve reassessing the fundamentals,'' Mr. Whitney said. ''For instance, it would be a lot easier if the line was stopped, so that suggests what may happen in the future. But we are trying to make it work on a moving line, because we are going to have moving lines for another 10 or 15 years. We can't wait until the world comes around to our way of looking at it.''
+In that regard, however, he said the power of flexible automation continues to be demonstrated, particularly in facilitating model changeovers.
+''The changeover effort is just becoming so costly,'' he said. ''The typical changeover under hard automation requires a big investment in inventory, a skilled workforce that knows how to change the line. It requires careful control to check that your quality is where you want it to be. But with flexible automation, you can change over automatically. You can take 'time' out of the equation.'' The gap between ''hard'' and flexible automation is narrowing, he said, and eventually Detroit will be able to do this year's model one day and next year's the next. ''Applications of robots and other elements of flexible automation will continue to grow,'' he said. ''We're in the middle of a fundamental trend here that will be more apparent as the years go by. There will be a few hitches, but that's where were going.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Automation+That%27s+Flexible&title=New+York+Times&issn=03624331&date=1986-10-02&volume=&issue=&spage=D.2&au=Schuon%2C+Marshall&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 2, 1986","''The changeover effort is just becoming so costly,'' he said. ''The typical changeover under hard automation requires a big investment in inventory, a skilled workforce that knows how to change the line. It requires careful control to check that your quality is where you want it to be. But with flexible automation, you can change over automatically. You can take 'time' out of the equation.'' The gap between ''hard'' and flexible automation is narrowing, he said, and eventually Detroit will be able to do this year's model one day and next year's the next. ''Applications of robots and other elements of flexible automation will continue to grow,'' he said. ''We're in the middle of a fundamental trend here that will be more apparent as the years go by. There will be a few hitches, but that's where were going.'' The computer system can call up any robot made in the world. It can access Ford's design data base, then add the other elements of the workplace and ''exercise'' the robot through its animation capability. ''We can view it from any angle,'' Mr. [MORGAN WHITNEY] said, ''and we can design a robot that can do the job.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Oct 1986: D.2.",11/15/17,"New York, N.Y.",DEARBORN (MICH),"Schuon, Marshall",New York Times Company,,Newspapers,426316498,"United States, New York, N.Y.",English,2-Oct-86,AUTOMATION; ASSEMBLY LINES,New York Times,NEWSPAPER,,,,,,,
+PATENT OFFICE AUTOMATION TEST,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/patent-office-automation-test/docview/426287856/se-2?accountid=14586,"With a bevy of critics looking on, a controversial automation project at the Patent and Trademark Office will get its first test starting Oct. 1.
+According to officials at the patent office, the automation project will streamline the process the office uses to screen patent applications and will ultimately result in better-quality patents issued more quickly.
+''We have 27 million documents here,'' said Oscar Mastin, a spokesman for the office. ''As it is, if an examiner misses a single reference, he may go ahead and issue a patent by mistake.''
+Single Computer System
+The new system, Mr. Mastin added, would eliminate that possibility by placing all patent information into a single computer system.
+Under the current system, examiners must check patent applications against paper files, which one official said were stored ''literally in shoeboxes all over the place.'' Mr. Mastin said patent officials estimate that at any given time, 7 to 10 percent of all patent files are overlooked because of the size and complexity of the filing system.
+Critics of the automation system do not question the failings of the current examination process, but they accuse the Patent Office of failing to follow certain Federal regulations in planning the automated system, and they argue that the new system may not prove cost efficient. G.A.O. Report Critical
+A General Accounting Office report released in July reflected those criticisms, and sharply attacked the Patent Office's handling of the automation project. The cost of the new system, according to the G.A.O., could run as high as $448 million over the 18-year length of the contract with the Planning Research Corporation of McLean, Va.
+The Patent Office had originally estimated that it would cost $289 million, but, according to the G.A.O. report, ineffective administration and monitoring of the contract have led to its increased cost.
+Moreover, the report also detailed several examples of what it said was ''inadequate'' planning and oversight of the project. After the G.A.O. released its report, Representative Jack Brooks, a Texas Democrat who chairs the House Committee on Government Operations, said the Patent Office's mistakes had ''resulted in tremendous waste of the taxpayers' money.''
+The Commerce Department, which oversees the Patent Office, agreed with much of the criticism of the project, according to Alan P. Balutis, an official at the department. The department now plans to renegotiate the system's contract and to conduct a full reassessment of the project before going ahead with it. Trial Period
+The test run scheduled to begin Oct. 1, Mr. Balutis added, will provide the department with the data it needs to conduct that reassessment. During the test, one group of patent examiners, who have already been trained on the computerized system, will use the automated process to check and issue patents.
+The test period will run into 1987, Mr. Balutis said, and at the end of that time, a study team from the Commerce Department will compare the efficiency and quality of the test group's work with that of the rest of the office. A final decision on deploying the whole system will not be made until the results of that study are complete, Mr. Balutis added.
+Robert G. Sterne, a Washington attorney and member of the Ad Hoc Automation Advisory Committee to the Patent Office, welcomed the Commerce Department's promise to reassess the system at the end of the trial period.
+''The decision on deployment will be taken away from the Patent Office,'' Mr. Sterne said. While that may come as a ''rude surprise'' to the office, he added: ''We do not believe we should lock ourselves into an automation system until we've had a full opportunity to examine the results at the Commerce Department.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PATENT+OFFICE+AUTOMATION+TEST&title=New+York+Times&issn=03624331&date=1986-09-22&volume=&issue=&spage=D.9&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 1986","''We have 27 million documents here,'' said Oscar Mastin, a spokesman for the office. ''As it is, if an examiner misses a single reference, he may go ahead and issue a patent by mistake.'' Moreover, the report also detailed several examples of what it said was ''inadequate'' planning and oversight of the project. After the G.A.O. released its report, Representative Jack Brooks, a Texas Democrat who chairs the House Committee on Government Operations, said the Patent Office's mistakes had ''resulted in tremendous waste of the taxpayers' money.'' ''The decision on deployment will be taken away from the Patent Office,'' Mr. [Robert G. Sterne] said. While that may come as a ''rude surprise'' to the office, he added: ''We do not believe we should lock ourselves into an automation system until we've had a full opportunity to examine the results at the Commerce Department.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 1986: D.9.",11/15/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,426287856,"United States, New York, N.Y.",English,22-Sep-86,INVENTIONS AND INVENTORS; AUTOMATION,New York Times,NEWSPAPER,,,,,,,
+Automation to Light Montauk Beacon:   [Caption ],"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/automation-light-montauk-beacon/docview/426270357/se-2?accountid=14586,"Part of the audience at a ceremony yesterday honoring Gene Hughes, the officer in charge of the lighthouse, at Montauk, L.I., who is being transferred to Cape May, N.J. As part of a cost-cutting project by the Coast Guard, the lighthouse will be automated in November or December. The grounds will be maintained by the Montauk Historical Society. (NYT/Rameshwar Das)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Automation+to+Light+Montauk+Beacon%3A+%5BCaption%5D&title=New+York+Times&issn=03624331&date=1986-09-13&volume=&issue=&spage=1.29&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 1986","Part of the audience at a ceremony yesterday honoring Gene Hughes, the officer in charge of the lighthouse, at Montauk, L.I.,...","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 1986: 1.29.",11/15/17,"New York, N.Y.",MONTAUK (NY) CAPE MAY (NJ),,New York Times Company,,Newspapers,426270357,"United States, New York, N.Y.",English,13-Sep-86,LIGHTHOUSES; AUTOMATION,New York Times,Caption,,,,,,,
+ADVERTISING; Panasonic Ads On Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/advertising-panasonic-ads-on-automation/docview/426275291/se-2?accountid=14586,"For the first time, the Panasonic Industrial Group will advertise its office automation products on television with a three-month, $10 million campaign beginning Saturday. The blitz, bearing the theme
+''Easier is Better,'' is in support of a consolidation of the company's computer products, electronic typewriters and copier divisions into an office automation group.
+Panasonic's goal is to double the worldwide sales of those products to $3.8 billion in 1988, with much of the revenue coming from the United States.
+Panasonic is the New Jersey-based subsidiary of the Matsushita Electric Industrial Company of Japan. The total 1986 budget is $20 million, with half of it going for continuing prime-time television commercials. All three major networks will be used, as well as the cable networks of CNN, ESPN and WTBS. Print advertising will appear in national business, consumer and other publications.
+A similar schedule appears to be in the works for 1986, with a combined $10 million campaign in the first six months for both print and TV advertising.
+Cunningham & Walsh is the agency.
+Most of the office-automation products will not be sold in Japan but are designed for the United States by engineers working with American users.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ADVERTISING%3B+Panasonic+Ads+On+Automation&title=New+York+Times&issn=03624331&date=1986-09-03&volume=&issue=&spage=D.18&au=Barmash%2C+Isadore&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 3, 1986","''Easier is Better,'' is in support of a consolidation of the company's computer products, electronic typewriters and copier divisions into an office automation group.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Sep 1986: D.18.",11/15/17,"New York, N.Y.",,"Barmash, Isadore",New York Times Company,,Newspapers,426275291,"United States, New York, N.Y.",English,3-Sep-86,DATA PROCESSING; ADVERTISING; OFFICE EQUIPMENT; AUTOMATION,New York Times,NEWSPAPER,,,,,,,
+"CAMERA; WITH AUTOMATION, MORE CAN BE LESS","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-with-automation-more-can-be-less/docview/425956249/se-2?accountid=14586,"ONCE upon a time there were two rings used to set proper exposure on single-lens reflex cameras. One, a dial atop the camera, set the speed of the shutter; the other, a band wrapped around the lens, set the aperture. You turned one or the other until the built-in meter needle lined up with the mark, and a well-exposed image was assured. It was a very simple system - so simple, in fact, that it is still found on most adjustable cameras. But for tyros and technophobes, it wasn't simple enough.
+The camera designers came to the rescue, introducing automatic exposure. This was just the ticket for the novice; now he or she only had to turn one ring. Which ring it was depended on which of the two types of exposure automation the camera offered: aperture-priority, meaning that the user set the aperture and the auto-exposure system set the shutter speed, or shutter-speed priority, meaning the user set the speed and the camera set the aperture.
+Still, some people had trouble remembering to set a fast-enough shutter speed in some situations, and others chose too large an aperture to get all of the proverbial Aunt Harriet in focus. The camera designers again came to the rescue, this time with programmed automatic exposure.
+This program or ''P'' mode is currently all the rage in entry-level SLR's, for it lets the beginner fire away without the slightest clue about how the camera's exposure controls work. True, you still have to turn the dial to ''P'' to get started, but after that the camera effectively manages the selection of shutter speeds and apertures in the same way as less expensive ''point-and-shoot'' cameras.
+In no time at all, the ''P'' mode also found its way even into sophisticated, top-of-the-line SLR cameras. But does programmed exposure automation have any place in the metering repertory of the pro or advanced amateur most likely to buy these cameras? Perhaps. It is a handy setting to have when you are busy with other things but still want to be prepared for the unexpected. No matter if you've just walked from a sunny parking lot into an office building, the camera will give you its best guess of what an appropriate exposure should be. And mostly, it will be right.
+But there is a rub, and it involves sharpness-destroying vibrations collectively known as ''camera shake.'' The more a lens magnifies the subject, the more it magnifies these vibrations, which are inevitable when the camera is hand-held. Therefore, when using ''long'' telephoto lenses, knowledgeable photographers use faster shutter speeds than with ''shorter,'' normal or wide-angle optics. But when the camera is automatically setting the speeds for you, who is going to tell it what lens you have in use?
+One solution would be a choice of program modes, which is precisely what the fanciest of today's cameras have to offer. These multiple modes are keyed to various ranges of lens focal lengths. Besides ''normal'' program for normal lenses, they have ''tele'' and ''wide-angle'' programs built in. The former favor faster shutter speeds; the latter smaller apertures.
+Today, in short, we have progressed from those primitive years when all one had to do was turn two rings and align a needle, to the elegant simplicity of a dial (or a liquid-crystal display, like those found on watches and laptop computers) that lets the tyro select between ''P-N'' (normal), ''P-T,'' (tele), ''P-WA'' (wide angle), ''A'' (plain automatic exposure) and ''M'' (old-style manual). Some cameras make it even more confusing by using other letters to signify the same functions, such as ''P-A'' for action pictures.
+Recognizing that the novice might not understand the choice of programmed exposure modes available to him, some camera designers have gone one step further, developing a program mode that automatically chooses between fast shutter speeds or small lens apertures by figuring out which lens is in use. Using focal-length information that is fed either mechanically or electronically from the lens mount to the exposure control center, the system adjusts the exposure program to suit the lens.
+There now are four program modes to choose from: manually selected normal, telephoto, wide-angle and the camera's own selection based on the lens in use. However, nearly all cameras make due with three, usually melding the wide-angle setting into the normal mode.
+If all this sounds like breeding a six-legged horse in hopes it will run faster, you're not far off. The quest to perfect programmed exposure automation has led to more complex camera controls, not simpler ones. To top it off, the manual settings that started all the redesign in the first place have, for the most part, been retained, since camera-buyers like to assume command of the controls as their skills advance.
+But much has been learned in the effort to perfect programmed exposure in SLRs. It has spurred the development of computer-controlled electronics in what once were purely optical-mechanical beasts. Because of electronics, today's cameras have fewer gear trains, cams, springs and other moving parts that are prone to breakdown through wear and tear. As a result they are less expensive to build, and therefore less expensive to buy. And they are edging closer to compatibility with video.
+Someday we may see an all-electronic camera with truly simplified programmed exposure automation. It may also tell us the time, double as a word processor and allow us to tape our favorite movies off the television set. But even then, consistent exposure metering in the real world most likely will remain a matter of human skill, experience and intuition, not of high technology.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+WITH+AUTOMATION%2C+MORE+CAN+BE+LESS&title=New+York+Times&issn=03624331&date=1986-08-31&volume=&issue=&spage=A.71&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 31, 1986","This program or ''P'' mode is currently all the rage in entry-level SLR's, for it lets the beginner fire away without the slightest clue about how the camera's exposure controls work. True, you still have to turn the dial to ''P'' to get started, but after that the camera effectively manages the selection of shutter speeds and apertures in the same way as less expensive ''point-and-shoot'' cameras. One solution would be a choice of program modes, which is precisely what the fanciest of today's cameras have to offer. These multiple modes are keyed to various ranges of lens focal lengths. Besides ''normal'' program for normal lenses, they have ''tele'' and ''wide-angle'' programs built in. The former favor faster shutter speeds; the latter smaller apertures. Today, in short, we have progressed from those primitive years when all one had to do was turn two rings and align a needle, to the elegant simplicity of a dial (or a liquid-crystal display, like those found on watches and laptop computers) that lets the tyro select between ''P-N'' (normal), ''P-T,'' (tele), ''P-WA'' (wide angle), ''A'' (plain automatic exposure) and ''M'' (old-style manual). Some cameras make it even more confusing by using other letters to signify the same functions, such as ''P-A'' for action pictures.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Aug 1986: A.71.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,425956249,"United States, New York, N.Y.",English,31-Aug-86,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+PERSONAL COMPUTERS; Simplicity and Automation in Dialing for Data,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/personal-computers-simplicity-automation-dialing/docview/425969357/se-2?accountid=14586,"TELECOMMUNICATIONS is a real love-hate experience as far as I'm concerned.
+Once a program is up and running smoothly, I can lean back and admire its more endearing qualities. Entering a few commands and watching the computer zip my story off to this newspaper or a magazine equipped to receive material electronically while I sip a cup of coffee certainly beats the old routine of making carbons, finding envelopes and stamps and dashing to the post office, usually just minutes before it closes, to mail off my purple prose.
+But reaching that effortless stage is something else again.
+Inducing the average telecommunications package to do what I want it to do is usually enough to bring on a good case of hives. So it was with some trepidation that I opened Microphone ($74.95 for the Macintosh from Software Ventures, Berkeley, Calif. 94705, telephone (800) 336-6477). The software had arrived in a snazzy package, but I am no longer swayed by professionalism in mere design. It's a product's usefulness that counts.
+Frankly, I was suspicious even of the program's name. As far as I know, microphone technology is for one-way communication, so the choice of that name for two-way communications was enough to rouse my skepticism. As it turned out, I was pleasantly surprised.
+In a progression typical of the software industry, the product itself had been modified after its manual had been printed. Both a ''read me'' and an electronic bulletin board file discussed in the manual were absent from the disk. It seemed a fairly serious oversight: the bulletin board file was the example for leading the new user through the first call. . On the other hand, it could be argued that Microphone, unlike most telecommunications programs, is generally so easy to use that anyone familiar with the Mac would probably be able to get it running without any examples at all.
+Microphone lets the user create various different communications files, each of which is then represented by an icon on the desktop in the usual Macmanner. The disk I received included, besides Microphone itself and the necessary systems folder, the Apple program Switcher, which allows ready switching among different applications programs; MacWrite, and access files for The Source, Delphi, Dow Jones, MCI, CompuServe and Mac-to-Mac.
+The CompuServe IntroPak accompanying the Microphone program grants the user $15 worth of free access time. More importantly, it includes a signup password that allowed me to use the service right away. CompuServe's new ''hook 'em instantly'' marketing wrinkle is much more enticing than the old system of mailing off a coupon for a password before running up the telephone bills.
+The communication settings provided by Microphone are broad indeed; the speeds of transmitting and receiving data, or baud rates range from 50 to 57,600, for example. In a general communications package, the more choices there are the merrier, so long as making a selection is not hard, and it certainly isn't in the case of Microphone. They're all just a click away.
+For the technically minded, the program also supplies a wide variety of terminal settings, including local echo, auto linefeed and the ability to reconfigure the backspace key into a delete key. Settings for transferring files include X-on/X-off pacing, transmission delays between characters and between lines, adjustable column width for outgoing text and various text formats. The enumeration could go on and on, but let's skip over the rest of the technical jargon. Such electronic richness can be a bit daunting to the beginner, and Microphone's most important contribution to telecommunications is that it has made that venture almost as easy as turning on a radio.
+Assuming that the user has been told what communications parameters need to be used, getting access to a distant computer by telephone is no more difficult than selecting the FM band, turning the tuner to, say, 102.5, flipping FM muting to automatic and sitting back to enjoy the music. Even writing a basic macro, or miniprogram, to perform certain functions is easy, thanks to a feature called Watch Me that can be called up through the Scripts menu. This facility instructs the program to record any keystrokes or commands entered while a specific task is performed. It is thus a very handy tool for automating start-up procedures for future use. For example, if a particular data base service is reached in the Watch Me mode, the program will remember the phone number and password used as well as when and how the computer must respond to the on-line system. CARRYING this automation process one step further is the program's turnkey communications mode, by which an experienced Mac user can very quickly ''write'' a communications session for retrieving electronic mail from any given service. After that, anyone - even someone without the slightest knowledge of telecommunications - can check the mail,by turning on the modem and inserting the turnkey disk in the computer. Everything else is done automatically. With the wait option, it is even possible to designate when the computer is to make its postal rounds. For instance, with ''wait'' set at 7 A.M., you can insert the disk before leaving the office, and the computer will call up at the appointed hour and have all your electronic mail waiting for you in the morning.
+More complex macro facilities are available, and in a corporate setting programmers can use these facilities to automate even more technical aspects of telecommunications for subsequent use by the average individual.
+Microphone is a breakthrough in communications software in that it supplies both simplicity of operation at the basic level and automation at the more complex level. It provides enough advanced features to keep most techies happy, while being accessible to the first-timer. It's not perfect. But compared with many of the other communications packages I've seen and dealt with, it is perfectly wonderful.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSONAL+COMPUTERS%3B+Simplicity+and+Automation+in+Dialing+for+Data&title=New+York+Times&issn=03624331&date=1986-08-19&volume=&issue=&spage=C.4&au=Sandberg-Diment%2C+Erik&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,03624 331,"Copyright New York Times Company Aug 19, 1986","Assuming that the user has been told what communications parameters need to be used, getting access to a distant computer by telephone is no more difficult than selecting the FM band, turning the tuner to, say, 102.5, flipping FM muting to automatic and sitting back to enjoy the music. Even writing a basic macro, or miniprogram, to perform certain functions is easy, thanks to a feature called Watch Me that can be called up through the Scripts menu. This facility instructs the program to record any keystrokes or commands entered while a specific task is performed. It is thus a very handy tool for automating start-up procedures for future use. For example, if a particular data base service is reached in the Watch Me mode, the program will remember the phone number and password used as well as when and how the computer must respond to the on-line system. CARRYING this automation process one step further is the program's turnkey communications mode, by which an experienced Mac user can very quickly ''write'' a communications session for retrieving electronic mail from any given service. After that, anyone - even someone without the slightest knowledge of telecommunications - can check the mail,by turning on the modem and inserting the turnkey disk in the computer. Everything else is done automatically. With the wait option, it is even possible to designate when the computer is to make its postal rounds. For instance, with ''wait'' set at 7 A.M., you can insert the disk before leaving the office, and the computer will call up at the appointed hour and have all your electronic mail waiting for you in the morning.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Aug 1986: C.4.",11/15/17,"New York, N.Y.",,"Sandberg-Diment, Erik",New York Times Company,,Newspapers,425969357,"United States, New York, N.Y.",English,19-Aug-86,DATA PROCESSING; PERSONAL COMPUTERS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Westinghouse Officer Heads Automation Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-westinghouse-officer-heads/docview/425910788/se-2?accountid=14586,"The Westinghouse Electric Corporation's robotics operations have been struggling, just as have those of its competitors in a field that has not lived up to its early promise. Last week, Westinghouse reorganized its unit and put in charge John B. Yasinsky, who has worked a good deal of his time in Westinghouse's nuclear energy activities.
+Mr. Yasinsky, who is vice president and general manager of the advanced industrial systems division, will also take under his wing Westinghouse's newly formed automation division. The unit is a combination of the advanced technology products division, which houses its Unimation robotics unit, and its industrial electronics division.
+Westinghouse bought Unimation, a robotics company, in 1983, as a way to expand into the robotics field, but analysts said that the purchase had not worked out as planned. ''It has lost $100 million to date, and that's as much as they paid for it,'' said Nicholas Heymann of Drexel Burnham Lambert Inc.
+Why Mr. Yasinsky, with his heavy background in energy science, would be named to head the new automation division was not clear. ''You got me,'' Mr. Heymann said, adding that perhaps the reason was Mr. Yasinsky's managerial skill.
+Mr. Heymann said Mr. Yasinsky would not have an easy job turnng around the robotics unit. ''He doesn't have anybody on first base or second, and no one on the bench,'' he added, ''and it's the ninth inning.''
+A company spokesman said that while much of Mr. Yasinsky's background at Westinghouse had been in energy technology, he was tapped for the robotics job for his management talents as well as his technical background. Mr. Yasinsky declined to be interviewed.
+The executive, who is 47 years old, joined Westinghouse in 1963 and has worked on the company's nuclear reactors for submarines and its breeder reactor operations. He has also worked in such areas as coal gasification systems and solar energy, and in 1979 was named president of the Westinghouse Hanford Company, which operates the Hanford Engineering Development Laboratory at Hanford, Wash., for the Department of Energy.
+Before he got his current job in February, he was for two years Westinghouse's president for Europe, Africa and the Middle East.
+Mr. Yasinsky is a graduate of Wheeling College in Wheeling, W. Va., and has a master's degree in physics from the University of Pittsburgh and a doctorate in nuclear science from the Carnegie-Mellon University in Pittsburgh.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Westinghouse+Officer+Heads+Automation+Unit&title=New+York+Times&issn=03624331&date=1986-06-23&volume=&issue=&spage=D.2&au=Phillips%2C+Daniel+F.+Cuff+and+Stephen&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 23, 1986","Why Mr. [John B. Yasinsky], with his heavy background in energy science, would be named to head the new automation division was not clear. ''You got me,'' Mr. [Nicholas Heymann] said, adding that perhaps the reason was Mr. Yasinsky's managerial skill. Mr. Heymann said Mr. Yasinsky would not have an easy job turnng around the robotics unit. ''He doesn't have anybody on first base or second, and no one on the bench,'' he added, ''and it's the ninth inning.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1986: D.2.",11/15/17,"New York, N.Y.",,"Phillips, Daniel F. Cuff and Stephen",New York Times Company,,Newspapers,425 910788,"United States, New York, N.Y.",English,23-Jun-86,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+BROOKLYN GETS WALL ST. DATA GROUP,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/brooklyn-gets-wall-st-data-group/docview/425839239/se-2?accountid=14586,"The company that operates the computer and communications systems for the New York and American Stock Exchanges will move its corporate headquarters from Wall Street to a new complex in downtown Brooklyn, Mayor Koch announced yesterday.
+The company, the Securities Industry Automation Corporation, a data-processing affiliate for both exchanges and for the securities industry, expects to move three years from now to the office complex between Lawrence and Duffield Streets at Willoughby, the Mayor said at a City Hall news conference.
+The complex, known as the Metropolitan Technology Center - or MetroTech - is a $770 million academic, commercial and technology-related office center proposed for downtown Brooklyn. Securities Industry is the largest major commercial tenant for the complex and its move was considered a key to allowing the project to go forward, according to Seymour Scher, president of the MetroTech Corporation, a subsidiary of Polytechnic University that is a a co-developer of the MetroTech project.
+Trend of Leaving Manhattan
+The planned relocation from the city's financial center is the latest in a series of moves major concerns have made to the boroughs outside Manhattan. In one such shift, Morgan Stanley & Company, the investment banking concern, is moving its computer operations to a 600,000 square-foot building now going up on the edge of Brooklyn Heights.
+Securities Industry will relocate about 800 of its 1,100 employees, mostly communications and computer professionals, its president, Charles B. McQuade, said at the news conference. It will also move half of its equipment valued at $20 million to $30 million, he said.
+The company decided to move to Brooklyn from its offices at 55 Water Street because of lower rents and because it wanted to have two operating facilities in New York, Mr. McQuade said in a telephone interview after the news conference. He declined to say how much money the company would save, and said negotiations were continuing on terms of the lease.
+''Other firms are making similar moves to other parts of the city and New Jersey,'' Mr. McQuade said. ''Our move coupled with the moves of other Wall Street firms might make Brooklyn appear to be a more feasible and attractive alternative to Manhattan.'' Variety of Incentives From City
+In recent years, the city, through its Public Development Corporation, has become more aggressive in promoting development outside Manhattan and has offered companies like Securities Industry a variety of incentives. These include a property tax exemption in which taxes on new construction and improvements are forgiven for the first 13 years, then phased in over the next 10 and phased-in reductions of a commercial occupancy tax. Securities Industry will save about $2.6 million a year in property taxes, according to Robert McGrath, spokesman for Deputy Mayor Alair A. Townsend.
+Mr. McQuade said Securities Industry's decision to expand to Brooklyn came after a yearlong negotiating effort with city officials.
+The Securities Industry project is expected to generate $61 million in tax revenues and lease payments over a 20-year period, city officials said.
+The project still must go through a lengthy review process with final approval from the Board of Estimate. If the approvals are forthcoming, construction of the building is expected to begin next year, and employees will move in 1989, Mr. McQuade said.
+The move by Securities Industry is part of the first phase of MetroTech, the academic-industrial research park of 11 buildings and 4.2 million square feet that is expected to create 14,500 new jobs and retain 550 existing jobs, according to the co-developers, the MetroTech Corporation and Forest City MetroTech Associates. Generous Tax Revenues
+The developers expect the completed project to generate about $54 million a year in tax revenues.
+The first phase, which is expected to be completed in 1990, will include a 153,000 square-foot Center for Advanced Technology in Telecommunications and a library, both for Polytechnic University, and an 840,000 square-foot proposed headquarters for Brooklyn Union Gas.
+The second and final phase will include the construction of 1.7 million square feet of commercial office space, 100,000 square feet of retail space, 525,000 square feet of academic and commercial space and a 1,600 car garage. It is expected to be finished in 1995.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BROOKLYN+GETS+WALL+ST.+DATA+GROUP&title=New+York+Times&issn=03624331&date=1986-04-08&volume=&issue=&spage=B.1&au=Nix%2C+Crystal&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 8, 1986","''Other firms are making similar moves to other parts of the city and New Jersey,'' Mr. [Charles B. McQuade] said. ''Our move coupled with the moves of other Wall Street firms might make Brooklyn appear to be a more feasible and attractive alternative to Manhattan.'' Variety of Incentives From City","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Apr 1986: B.1.",11/15/17,"New York, N.Y.",BROOKLYN (NYC),"Nix, Crystal",New York Times Company,,Newspapers,425839239,"United States, New York, N.Y.",English,8-Apr-86,OFFICE BUILDINGS; RELOCATION OF BUSINESS,New York Times,NEWSPAPER,,,,,,,
+Technology; Standardizing Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-standardizing-automation/docview/425767380/se-2?accountid=14586,"THE future of manufacturing is currently undergoing debugging at a General Motors truck assembly in Pontiac, Mich. G.M. Engineers are installing a factory communication system that should allow computers, process controllers, robots and other machines made by competing suppliers to communicate with each other.
+The Pontiac communication system, which will connect 21 types of devices from 13 different vendors, is the most ambitious attempt yet to knit together what manufacturers call the ''islands of automation'' that have popped up wherever they have invested in computers and modern machinery. It also represents the first large-scale test on a factory floor for Manufacturing Automation Protocol, or MAP, a growing collection of rules and standards for electronic communication in the factory.
+Without MAP or something like it, many of the potential benefits of automation are squandered. Manufacturers must customize existing communications systems, which is expensive and only partly effective, or assign human employees to run throughout plants transferring information between machines. That exchange of data could be done faultlessly in seconds if only there were standards for communications between machines from different manufacturers.
+Before General Motors' creation of a group in 1980 to develop MAP, the problem of factory communications had been left to equipment vendors, each offering their own solution. To encourage participation in MAP, G.M. focused on speeding up and incorporating standards work by professional groups such as the Institute of Electrical and Electronics Engineers wherever possible rather than proposing its own solutions.
+Today, more than 300 companies have joined the MAP users group and even vendors with proprietary factory communications systems, such as the Digital Equipment Corporation and Allen-Bradley Inc., are supporters of MAP's development. Between 300 and 400 foreign companies have also joined MAP groups in Canada, Japan, Europe and Australia.
+''U.S. manufacturing is going to benefit both from its head start and because it has the highest labor costs, which makes automation more important,'' said Robert Crowder of Ship Star Associates Inc., a Newark, Del., MAP consultant.
+Interest in MAP reached a new peak last November when G.M. and Boeing Computer Services Inc. mounted a huge demonstration at Autofact, a Detroit automation show. They linked equipment from 21 computer, communications, and machine companies to show that MAP and the Technical Office Protocol (a related communications standard for office and engineering computer systems) could be used to tie together manufacturing operations from the front office to the factory floor.
+The MAP system demonstrated in November and currently being deployed encompasses 12 standards. They range from physical specifications for the type of cable that is to serve as the backbone of the system (it is a coaxial cable similar to that used by cable television companies) to software for various common tasks, such as moving files of information from one computer to another or sending operating instructions from a central computer to a group of robots.
+Although MAP has developed more rapidly than most analysts and participants dreamed possible, it is still primitive and incomplete. For instance, coaxial cable and the radio frequencies it uses are not capable of linking vision systems, controls, and robots in such a way that they can adjust to changes on the manufacturing line as they are occurring. Such ''real-time'' communications problems require local networks using different, faster technology, the standards for which are still being discussed.
+Moreover, everyone expects setbacks in moving MAP from carefully controlled pilot programs and vendor development labs to the rougher environment of working factories. Devices and software programs that appear to meet MAP's technical specifications may nonetheless not communicate well in practice.
+Users are getting help with determining whether products are truly MAP compatible from an independent testing center at the Industrial Technology Institute in Ann Arbor, Mich. However, the reliability of the tests has yet to be established and some experts believe the problem is too large for the resources of groups like the institute and the National Bureau of Standards.
+It now appears that certification of MAP compatibility, the way the Underwriters Laboratories Inc. certifies product safety, may eventually fall to the Corporation for Open Systems, a vendor-sponsored group set up last month at the initiative of the Computer Communications Industry Association.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Standardizing+Automation&title=New+York+Times&issn=03624331&date=1986-02-27&volume=&issue=&spage=D.2&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 27, 1986","The Pontiac communication system, which will connect 21 types of devices from 13 different vendors, is the most ambitious attempt yet to knit together what manufacturers call the ''islands of automation'' that have popped up wherever they have invested in computers and modern machinery. It also represents the first large-scale test on a factory floor for Manufacturing Automation Protocol, or MAP, a growing collection of rules and standards for electronic communication in the factory. ''U.S. manufacturing is going to benefit both from its head start and because it has the highest labor costs, which makes automation more important,'' said Robert Crowder of Ship Star Associates Inc., a Newark, Del., MAP consultant. Although MAP has developed more rapidly than most analysts and participants dreamed possible, it is still primitive and incomplete. For instance, coaxial cable and the radio frequencies it uses are not capable of linking vision systems, controls, and robots in such a way that they can adjust to changes on the manufacturing line as they are occurring. Such ''real-time'' communications problems require local networks using different, faster technology, the standards for which are still being discussed.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Feb 1986: D.2.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,425767380,"United States, New York, N.Y.",English,27-Feb-86,AUTOMATION; TRUCKS AND TRUCKING INDUSTRY; TESTS AND TESTING; STANDARDS AND STANDARDIZATION; MANUFACTURING AUTOMATION PROTOCOL (MAP),New York Times,NEWSPAPER,,,,,,,
+Economic Scene; Automation's Labor Impact,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economic-scene-automations-labor-impact/docview/425755356/se-2?accountid=14586,"THE new automation technology, using computers, robots and artificial intelligence, has reawakened fears that machines will replace human beings and create mass unemployment. Do those fears make any more sense today than they did at the dawn of the Industrial Revolution when the Luddites, textile workers, smashed the machinery they thought would put them out of work?
+Optimistic economists say no. They point to the past two centuries of rising employment and income, and the lack of mass unemployment, except for brief spells during recessions and depressions.
+But at least one leading economist - Wassily W. Leontief, winner of the Nobel Memorial Prize in Economic Science in 1973 and director of the Institute for Economic Analysis of New York University - has been warning that this time the old fear may be warranted, with new technologies to replace not only human muscles but also human skills and minds.
+It is all the more striking, therefore, that a new study by Professor Leontief and Faye Duchin, the institute's associate director, has now concluded that through the rest of the century automation will not cause unemployment to rise. Their study, for the National Science Foundation, has just been published by the Oxford University Press under the title ''The Impact of Automation.''
+The study estimates that by the year 2000 professionals will account for nearly 20 percent of all jobs, compared with 15.6 percent in 1978. The demand for clerical workers will fall to 11.5 percent, from 17.8 percent in 1978, as the computers take over. But the impact of robots on the demand for semiskilled workers and laborers will be more modest. While robots will wipe out about 400,000 semiskilled jobs by 1990 and nearly 2 million by 2000, roughly the same number of jobs will be created to make the necessary capital goods embodying the new technologies.
+The total demand for labor in the private economy, according to the Leontief model, will increase from 88.6 million workers in 1978 to 156.6 million in 2000. But, with the growth in the labor force slowing, the model implies a shortage of labor in the next 15 years rather than higher unemployment.
+The Labor Department, whose figures they use, projects a total labor force of between 132.8 million and 157.4 million in 2000. The upper end of that range would barely exceed the demand for labor forecast for that year by the study, and the lower end would fall 23.4 million short. Labor shortage, rather than rising unemployment, appears to lie ahead, provided the United States can handle its cyclical and foreign trade problems.
+The study finds that, unless the constraints of a slowly growing labor force can be overcome, the average annual growth rate, historically close to 3 percent in the United States, will slacken to a range of 1.1 percent to five-tenths of 1 percent in the 1990's. The United States will require not slower, but faster capital formation, using the new technologies, to keep its economy growing and to prevent its trade problem from worsening.
+In a recent study, ''The Plight of Manufacturing,'' published by the National Academy of Sciences, Richard M. Cyert, president of Carnegie Mellon University, stresses that the substitution of capital for labor will have to be increased if American manufacturing is to survive against Japanese and other foreign competition.
+Mr. Cyert sees a major shift from employment in manufacturing to services resulting from automation. He warns that many workers will suffer declining income as they are forced to move from high-paid jobs in manufacturing to low-paid service jobs, while owners of companies using automation increase their share of the national income. ''The danger then,'' he says, ''is that America will be racked with political struggles over income redistribution.''
+In an interview, Professor Leontief said: ''I myself was surprised with how the study came out. The book does not support my concerns. But I still believe the unemployment problem will arise. We did not bend the results. We let the chips fall where they may.''
+However, the results of the Leontief-Duchin study for the next 15 years may apply to a much longer period than Professor Leontief supposes. For the study suggests that for many years economic growth and the United States' need to recapture and maintain international competitiveness will demand adoption of most efficient technologies and substituting capital for labor.
+It implies that, in the future as in the past, producing the needed capital equipment will create enough jobs to offset those lost. It also means that the labor force can adapt, and will have to adapt, to a new set of skill requirements.
+None of this can be taken for granted. United States policies to facilitate adaptation and growth, and to help business modernize and compete internationally, will be needed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Economic+Scene%3B+Automation%27s+Labor+Impact&title=New+York+Times&issn=03624331&date=1986-01-08&volume=&issue=&spage=D.2&au=Silk%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 8, 1986","It is all the more striking, therefore, that a new study by Professor [Wassily W. Leontief] and Faye Duchin, the institute's associate director, has now concluded that through the rest of the century automation will not cause unemployment to rise. Their study, for the National Science Foundation, has just been published by the Oxford University Press under the title ''The Impact of Automation.'' Mr. [Richard M. Cyert] sees a major shift from employment in manufacturing to services resulting from automation. He warns that many workers will suffer declining income as they are forced to move from high-paid jobs in manufacturing to low-paid service jobs, while owners of companies using automation increase their share of the national income. ''The danger then,'' he says, ''is that America will be racked with political struggles over income redistribution.'' In an interview, Professor Leontief said: ''I myself was surprised with how the study came out. The book does not support my concerns. But I still believe the unemployment problem will arise. We did not bend the results. We let the chips fall where they may.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Jan 1986: D.2.",11/15/17,"New York, N.Y.",UNITED STATES,"Silk, Leonard",New York Times Company,,Newspapers,425755356,"United States, New York, N.Y.",English,8-Jan-86,LABOR; AUTOMATION; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+PATENTS; A CHAIR FOR MAKEUP,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/patents-chair-makeup/docview/425730609/se-2?accountid=14586,"A makeup chair, which enables the occupant to see reflections of hair and clothing in two mirrors, has been patented by Luther G. Simjian, president of Command Automation Inc., Fort Lauderdale, Fla. Rotation of the chair aims one mirror attached to a rod that extends upward from the seat, and a fixed mirror is on the wall.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PATENTS%3B+A+CHAIR+FOR+MAKEUP&title=New+York+Times&issn=03624331&date=1985-12-14&volume=&issue=&spage=1.44&au=Jones%2C+Stacy+V&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 14, 1985","A makeup chair, which enables the occupant to see reflections of hair and clothing in two mirrors, has been patented...","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Dec 1985: 1.44.",11/15/17,"New York, N.Y.",,"Jones, Stacy V",New York Times Company,,Newspapers,425730609,"United States, New York, N.Y.",English,14-Dec-85,COSMETICS; INVENTIONS AND INVENTORS; MIRRORS,New York Times,NEWSPAPER,,,,,,,
+CATERPILLAR PLANS TO INCREASE AUTOMATION AND CUT JOBS BY 20 %,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/caterpillar-plans-increase-automation-cut-jobs-20/docview/425733828/se-2?accountid=14586,"The Caterpillar Tractor Company, the world's largest maker of earth-moving equipment, will install advanced automated machinery in all its plants and reduce its worldwide work force by about 20 percent in the next five years, company officials said yesterday.
+The plan will cost $600 million, they said. The officials indicated that 10,000 jobs would ultimately be affected.
+George A. Schaefer, the company's chairman and chief executive, said the moves were the latest step in Caterpillar's drive to compete more efficiently against foreign manufacturers, espcially Komatsu Ltd., the Japanese company that has taken substantial business away from Caterpillar in recent years.
+Plagued by a soft market for its giant earth-moving equipment and by a strong dollar that made its machines more expensive abroad, Caterpillar has not made an annual profit since 1981. But after major cost-cutting, the company, based in Peoria, Ill., expects to be in the black this year.
+As part of the cost cutting, the company has reduced its total worldwide work force to about 53,000 from about 90,000 in 1979.
+Company officials said yesterday that they expected about 20 percent of the current work force to be eliminated as a result of the program to further automate factories. At current levels, that would amount to about 10,000 workers.
+Retirements a Factor",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CATERPILLAR+PLANS+TO+INCREASE+AUTOMATION+AND+CUT+JOBS+BY+20+%25&title=New+York+Times&issn=03624331&date=1985-12-08&volume=&issue=&spage=A.43&au=Purdum%2C+Todd+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--Uni ted States,3624331,"Copyright New York Times Company Dec 8, 1985","George A. Schaefer, the company's chairman and chief executive, said the moves were the latest step in Caterpillar's drive to compete more efficiently against foreign manufacturers, espcially Komatsu Ltd., the Japanese company that has taken substantial business away from Caterpillar in recent years. ''It has been pretty much known that they would have to do something like this,'' said Charles V. Bromley, an anlayst with Duff & Phelps Inc., in Chicago. ''This may be a slightly sharper reduction in force than expected.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Dec 1985: A.43.",11/15/17,"New York, N.Y.",,"Purdum, Todd S",New York Times Company,,Newspapers,425733828,"United States, New York, N.Y.",English,8-Dec-85,AGRICULTURE; FARM EQUIPMENT; AUTOMATION; LAYOFFS (LABOR),New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Office Automation Rise Cited in 3Com Merger,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-office-automation-rise-cited-3com/docview/425735906/se-2?accountid=14586,"L. William Krause, president of the 3Com Corporation, is an Army brat who grew up with a knowledge and love of military history.
+Mr. Krause still likes to study battle plans, but these days they are more likely to be about the wars that have been fought in the computer industry, and who has survived them.
+It was a sense that the industry was on the brink of yet another historical shift that played an important part in 3Com's decision to merge with Convergent Technologies, another fast-growing computer concern also located in the Silicon Valley.
+''So far there have been two milleniums in the computer business,'' Mr. Krause said. ''The first was in the 1960's, and was the era of batch processing mainframe computers for corporate computing applications. Out of that came six major new companies: I.B.M. and the Bunch.''
+''Then the industry went through a period of transition and restructuring, and in the 1970's time-shared microcomputers for departmental applications arose,'' he continued. ''Out of that millenium, five new major industrial players arose, including Hewlett-Packard and Wang.''
+''Here we are in a new decade and the computer industry is in a period of restructuring again,'' he added. ''We think that this millenium is one of network personal computers and workgroup computing applications. The genesis behind our merger is that we think together we might become a giant specializing in office automation application.''
+Mr. Krause, who is 43, will serve as president and chief operating officer of the merged companies, which together have revenues of about $450 million.
+Paul C. Ely Jr., Convergent's chief executive and Mr. Krause's former boss, will be chairman and chief executive. Mr. Krause worked for Mr. Ely at the Hewlett-Packard Company.
+Mr. Krause has been president of 3Com, a maker of personal computer networks, since 1981. He joined the company after spending 14 years at Hewlett-Packard. When he left, Mr. Krause was general manager of its general systems division.
+Mr. Krause is a graduate of The Citadel with a degree in electrical engineering.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Office+Automation+Rise+Cited+in+3Com+Merger&title=New+York+Times&issn=03624331&date=1985-12-02&volume=&issue=&spage=D.2&au=Purdum%2C+Kenneth+N.+Gilpin+and+Todd+S.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 2, 1985","''So far there have been two milleniums in the computer business,'' Mr. [L. William Krause] said. ''The first was in the 1960's, and was the era of batch processing mainframe computers for corporate computing applications. Out of that came six major new companies: I.B.M. and the Bunch.'' ''Then the industry went through a period of transition and restructuring, and in the 1970's time-shared microcomputers for departmental applications arose,'' he continued. ''Out of that millenium, five new major industrial players arose, including Hewlett-Packard and Wang.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Dec 1985: D.2.",11/15/17,"New York, N.Y.",,"Purdum, Kenneth N. Gilpin and Todd S.",New York Times Company,,Newspapers,425735906,"United States, New York, N.Y.",English,2-Dec-85,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Big Board Union Sets Vote on Offer It Opposes,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-board-union-sets-vote-on-offer-opposes/docview/425445927/se-2?accountid=14586,"The union for workers on the floor of the New York Stock Exchange said yesterday that its leadership opposed a contract proposed by the exchange and that members would vote on Thursday on whether to accept the offer or go on strike.
+The Big Board said it did not intend to sweeten the offer, which it submitted at an all-night bargaining session that began Sunday evening. The offer calls for a 15 percent wage increase spread over three years, but there is no yielding on the central issue of job security.
+The union, Local 153 of the Office and Professional Employees International Union, represents more than 1,000 clerks, secretaries, reporters and runners on and off the floor of the exchange. Automation plans would eliminate about 300 jobs over three years and the union wants the exchange to guarantee that no employee with more than 17 years of experience will be let go.
+Richard Torrenzano, the exchange's chief spokesman, said that only nine employees with that much experience would be affected by automation. But retention of their jobs, he said ''is asking too much.''
+Michael Goodwin, secretary-treasurer of Local 153, however, said the union was seeking a guarantee that 110 of its members who will have 20 years of service or more during the life of the contract would not be let go because of automation. He added that he was unaware of just how many of those 110 were affected by the exchange's current automation plans.
+If a strike or job action is called, stock exchange trading will continue because several hundred nonunion employees have been trained to take over the clerical duties of unionized personnel, Mr. Torrenzano said.
+The union, whose contract expired last November, last struck the exchange in 1948.
+Besides the wage rise, the exchange agreed to a number of union demands in the benefits area, includng a 25 percent increase in severance pay.
+While about 300 positions would be eliminated, there would be ''newly created positions as new automation systems are installed,'' Mr. Torrenzano said. In addition, he stressed, attrition had already reduced the number of employees who would be laid off.
+Most pages and reporters earn an average salary of $560 a week. A floor worker with seven years of experience earns just under $30,000 annually, Mr. Torrenzano said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big+Board+Union+Sets+Vote+on+Offer+It+Opposes&title=New+York+Times&issn=03624331&date=1985-06-04&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1985","Richard Torrenzano, the exchange's chief spokesman, said that only nine employees with that much experience would be affected by automation. But retention of their jobs, he said ''is asking too much.'' While about 300 positions would be eliminated, there would be ''newly created positions as new automation systems are installed,'' Mr. Torrenzano said. In addition, he stressed, attrition had already reduced the number of employees who would be laid off.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1985: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425445927,"United States, New York, N.Y.",English,4-Jun-85,LABOR; WAGES AND SALARIES; STRIKES,New York Times,NEWSPAPER,,,,,,,
+NEW XEROX PUSH IN THE OFFICE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-xerox-push-office/docview/425364837/se-2?accountid=14586,"Special to The New York Times
+A Xerox Corporation executive was asked recently to assess his company's performance in the office-automation market. ''It has been a long, hard road - a real grind,'' he said.
+Automation experts could not agree more. Xerox branched into office automation more than a decade ago, after Japanese companies and a number of big domestic concerns, most notably the Eastman Kodak Company, began eating into Xerox's core photocopier business.
+Only recently, however, has Xerox managed to eke out a profit in products other than copiers. While some of Xerox's office automation products, such as electronic typewriters and high-speed laser printers, have been blockbuster successes, other products, such as disk drives and a personal computer, have been disasters.
+''I'd rate it a 'C' performance,'' said Philip A. Cavalier, a vice president in the Pershing research unit of the Donaldson, Lufkin & Jenrette Securities Corporation.
+Range of New Products
+Now, however, Xerox is making another stab at leadership in the office. The company, which is based here, will rent the Vivian Beaumont Theater at Lincoln Center in New York Tuesday to introduce a range of new office products, including two word processors built by Olivetti of Italy, laser printers that can turn out hundreds of pages a minute, an enhanced version of Xerox's Star personal computer and communications cable and software to link the new gear.
+Automation consultants, who advise big companies on which equipment to buy, say they have been wooed heavily by Xerox in recent weeks. The company, these consultants say, wants badly to make its new equipment a success.
+''It represents a major effort on Xerox's part to try to establish themselves, once and for all, in office automation,'' said Amy D. Wohl, president of Wohl Associates Inc., a Bala-Cynwyd, Pa., consultant.
+For its part, Xerox has declined to give details of its new products. In an interview here today, however, David T. Kearns, Xerox's president and chief executive, said the equipment would be aimed at engineers, print shops inside large corporations, securities analysts and others who write and publish large amounts of written material. Xerox, Mr. Kearns added, will be working hard to show that the new machines can be tied together through Xerox's Ethernet system, a network consisting of cable and computer programs that enable users to exchange documents electronically and to share peripheral devices, such as printers and plotters.
+''These are the kind of applications we are strong in, and that's what we want to home in on,'' Mr. Kearns said.
+It also is certain, automation specialists say, that Xerox has designed its new machines to excel at the ''output'' aspect of office automation - document preparation, storage and printing - as opposed to the ''decision-support'' aspect. The latter term is used by automation specialists to describe machines, such as personal computers, and computer programs, such as spreadsheets, which help managers make decisions and solve complicated business problems.
+Traditional Strength
+Xerox is pursuing the output angle because of its traditional strength as a copier company, analysts say. But they also note that the approach is in sharp contrast to that taken by Xerox's main rivals in office automation - International Business Machines, Wang Laboratories and Digital Equipment - whose automation systems are built around data-processing systems, typically minicomputers. According to analysts, Xerox's hope is to gain a better foothold in the automation market by avoiding a head-on clash with the industry leaders.
+''They are not interested in being a mainframe computer maker or a memory maker,'' said Mr. Cavalier. ''They are interested in the printing area of corporations.''
+Indeed, Xerox learned the hard way not to do too much at once. As its share of the world photocopier market declined - to about 50 percent from more than 80 percent in the late 1960's - it introduced dozens of automation products. Their share of total company revenues has risen steadily. A number of diversification moves, however, have flopped. Unit Nearly Crushed by I.B.M. A foray into mainframe computer manufacturing in the early 1970's, for example, had to be written off in 1975 when the division was nearly crushed by I.B.M.
+Xerox thought it hit pay dirt in 1977, when it acquired Shugart Associates, then a high-flying disk drive maker. But Shugart got caught in a price war last year and also had to be written off. That write-off, in fact, as well as foreign-exchange losses and losses suffered by Xerox's Crum & Forster property-and-casualty insurance unit, resulted in a 42.3 percent drop in earnings last year, to $242.3 million, or $2.53 a share, from $419.6 million, or $4.42 a share, in 1983.
+Xerox hopes its strategy for the office will get earnings back on track. Many analysts think the strategy makes sense, but not everyone is convinced it will work.
+For one thing, critics note, the lack of a central computer could hurt Xerox badly, since many customers will not deal with an office vendor that does not have its own mainframe. Mr. Kearns, the company's president, notes that Ethernet enables customers to hook others' computers to Xerox equipment. But critics say Xerox may still have a hard time wresting customers from the principal competitors, who have long depended on I.B.M., Wang and Digital for data-processing equipment.
+Critics are also concerned about Xerox's new word processors. They are reportedly the same machine, the PC 6300, that Olivetti is supplying to the American Telephone and Telegraph Company. The PC 6300, however, has sold poorly, and many analysts cannot see why Xerox should fare better with it.
+Sales Force Consolidated
+Also, although Xerox recently consolidated its sales force, so that account executives sell all Xerox products - formerly, many sales people sold copiers only - the company has been faulted by analysts for having little experience dealing with management information officers. These are the executives who design a company's strategy for office automation and make large purchasing decisions.
+Analysts say they are not the same people as Xerox's traditional customer, the office manager, whose buying power often peaks with a photocopier.
+''I can't send you to anyone who would say that Xerox has a prayer in making a presence in office automation,'' said Patricia B. Seybold, a Boston-based automation consultant.
+Xerox, however, remains confident. According to Mr. Kearns, Xerox has spent millions teaching its copier sales staff how to market the new office equipment. On Wall Street, some analysts believe the training could well pay off.
+Paul D. Bordwell, for instance, a vice president of the Argus Research Corporation, says that Xerox could earn $5 a share this year, assuming modest success in automation, continued improvements from Crum & Forster and a slight weakening in the dollar. Earnings like that would be Xerox's best since 1981, when it earned $598 million, or $7.08 a share.
+''I think they have a program that will work,'' Mr. Bordwell said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+XEROX+PUSH+IN+THE+OFFICE&title=New+York+Times&issn=03624331&date=1985-04-29&volume=&issue=&spage=D.1&au=Berg%2C+Eric+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 29, 1985","''I'd rate it a 'C' performance,'' said Philip A. Cavalier, a vice president in the Pershing research unit of the Donaldson, Lufkin & Jenrette Securities Corporation. It also is certain, automation specialists say, that Xerox has designed its new machines to excel at the ''output'' aspect of office automation - document preparation, storage and printing - as opposed to the ''decision-support'' aspect. The latter term is used by automation specialists to describe machines, such as personal computers, and computer programs, such as spreadsheets, which help managers make decisions and solve complicated business problems. ''They are not interested in being a mainframe computer maker or a memory maker,'' said Mr. Cavalier. ''They are interested in the printing area of corporations.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Apr 1985: D.1.",11/15/17,"New York, N.Y.",,"Berg, Eric N",New York Times Company,,Newspapers,425364837,"United States, New York, N.Y.",English,29-Apr-85,OFFICE EQUIPMENT; AUTOMATION,New York Times,NEWSPAPER,,,,,,,
+CAMERA; THE EMPHASIS IS ON AUTOMATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-emphasis-is-on-automation/docview/425368468/se-2?accountid=14586,"AUTOFOCUS 35-millimeter cameras are a phenomenon in today's photography. These new compacts are beating out the popular 35-millimeter single lens reflex cameras in sales. Even professional photographers have embraced them enthusiastically.
+''For the first time in my life I like taking personal pictures, and I know the pictures will be good,'' according to Eddie Adams, a Pulitzer Prize-winning photojournalist. He was talking about his pocket-size, automatic-focusing camera, the Yashica TAF.
+Ken Heyman, a professional known for his magazine photojournalism,feels strongly about this new generation of cameras. ''The autofocus camera can be an eye in your hand,'' said Mr. Heyman, who uses a Nikon L35AF.
+Now, a new full-size autofocus camera, the Minolta Maxxum 7000, has captured the attention of both amateur and professional photographers. This single-lens reflex looks and is radically different from any camera now on the market. While many manufacturers have tried to take the back door into autofocus design, redesigning current pieces of equipment, Minolta has created a whole new system that includes 12 matching lenses.
+Maxxum's most eye-catching feature is the liquid crystal display screen on the top of the camera body. This display conveys all the information about how the camera's controls are programmed and lets one know that the Maxxum is, in effect, a computer that takes pictures.
+The keyboard of buttons at the top of the camera offers the photographer both freedom and instant control of the camera's functions, every one of which is automatic. The Maxxum reads coded cartridges and sets the film speed, loads automatically and winds automatically (as fast as two frames per second).
+When the eye looks through the finder, an additional set of readout figures appears at the bottom of the screen, indicating how the camera is set. The Maxxum's design is so sophisticated that the camera locks in a different program to fit whatever lens is chosen.
+When the flash unit is in place, two red light sensors on the unit control automatic flash exposure. If the camera has a drawback, it is in the low-light shooting situation (this is where most autofocus systems fall down). However, the Maxxum reads the lowest light yet in its category and there is always the flash to fall back on.
+How fast can an autofocus lens operate? In most cases, these lenses focus in less than one second - faster than the average photographer can focus manually. Shorter lenses work faster than longer lenses. All in all, Minolta has lapped the field.
+For those who own standard single-lens reflex cameras - Canon, Contax/Yashica, Minolta, Nikon AIS, Olympus and Pentax KA - Vivitar has come up with a 200-millimeter Series 1 Vivitar Autofocus telephoto lens. The lens has a built-in motor powered by three AAA batteries.
+With a turn of the wrist, the lens mounts onto standard cameras, instantly creating an autofocus unit that has continuous focusing for following action, or single-position focusing. The lens design uses the passive system, where part of the entering light is diverted to a sensor inside the lens near the battery compartment. The sensor then commands the motor, moving lens elements for proper focus.
+Nikon's F3-AF camera has part of its autofocus system built into the lens and the rest built into the viewfinder. Referring to it as a ''professional autofocus system,'' the company stresses the ability of the continuous focusing feature to monitor sports and news action, keeping the image sharp throughout. The Nikon TC-16 AF Teleconverter (increasing lens focal length by 1.6) permits other Nikon lenses in the f/2 and faster range to be used with the system.
+Most compact autofocus 35-millilmeter cameras use an active focusing system in which an infrared beam is sent from the camera to the subject and back to a sensor in the camera. This system works well in low light. Small, light and easy to use, these compact cameras give the photographer a sense of complete security in terms of focusing, winding, exposure and lighting. On most, a built-in flash will pop up ready to use if the light level is too low.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+THE+EMPHASIS+IS+ON+AUTOMATION&title=New+York+Times&issn=03624331&date=1985-04-28&volume=&issue=&spage=A.67&au=Durniak%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 28, 1985","''For the first time in my life I like taking personal pictures, and I know the pictures will be good,'' according to Eddie Adams, a Pulitzer Prize-winning photojournalist. He was talking about his pocket-size, automatic-focusing camera, the Yashica TAF. Ken Heyman, a professional known for his magazine photojournalism,feels strongly about this new generation of cameras. ''The autofocus camera can be an eye in your hand,'' said Mr. Heyman, who uses a Nikon L35AF. Nikon's F3-AF camera has part of its autofocus system built into the lens and the rest built into the viewfinder. Referring to it as a ''professional autofocus system,'' the company stresses the ability of the continuous focusing feature to monitor sports and news action, keeping the image sharp throughout. The Nikon TC-16 AF Teleconverter (increasing lens focal length by 1.6) permits other Nikon lenses in the f/2 and faster range to be used with the system.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Apr 1985: A.67.",11/15/17,"New York, N.Y.",,"Durniak, John",New York Times Company,,Newspapers,425368468,"United States, New York, N.Y.",English,28-Apr-85,PHOTOGRAPHY; CAMERAS,New York Times,NEWSPAPER,,,,,,,
+Xerox to Sell Its Publishing Units,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/xerox-sell-publishing-units/docview/425379289/se-2?accountid=14586,"The Xerox Corporation said yesterday that it would sell its educational publishing companies to four buyers for more than $500 million.
+Xerox, which has encountered difficulties in its primary businesses of office systems and financial services in recent years, said it would use the proceeds to reduce debt, which at the end of 1984 was $1.6 billion.
+''These sales also permit tighter focus of Xerox resources on our mainstream businesses,'' said David T. Kearns, president and chief executive of the company, which is based in Stamford, Conn.
+The announcement came about one week before Xerox is scheduled to introduce a line of office automation equipment, and analysts said the divestiture should help underscore the company's commitment to that segment of its business.
+''It's a streamlining operation for them,'' said Philip A. Cavalier, an analyst at Pershing & Company. ''It's better for them to take the $500 million and focus their operations on digital technology and their office-automation systems.''
+Four Buyers Involved",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Xerox+to+Sell+Its+Publishing+Units&title=New+York+Times&issn=03624331&date=1985-04-23&volume=&issue=&spage=D.20&au=Stevenson%2C+Richard+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 23, 1985","''These sales also permit tighter focus of Xerox resources on our mainstream businesses,'' said David T. Kearns, president and chief executive of the company, which is based in Stamford, Conn. ''It's a streamlining operation for them,'' said Philip A. Cavalier, an analyst at Pershing & Company. ''It's better for them to take the $500 million and focus their operations on digital technology and their office-automation systems.'' Analysts said that Xerox has high hopes for the new line of office-automation equipment, including computer communications systems and printers. ''The capital requirements of that technology are enormous,'' Mr. Cavalier said. ''They have to refocus themselves on that.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Apr 1985: D.20.",11/15/17,"New York, N.Y.",,"Stevenson, Richard W",New York Times Company,,Newspapers,425379289,"United States, New York, N.Y.",English,23-Apr-85,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"Founder Quits Computer Unit Computer Automation Inc., a","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/founder-quits-computer-unit-automation-inc/docview/425396608/se-2?accountid=14586,"financially troubled manufacturer of minicomputers and microcomputers, said Friday that
+David H. Methvin, founder,
+president and chief executive
+officer for the last 17 years,
+would resign, effective today. The company said George
+Pratt, 52 years old, a board
+member for the last 14 years,
+would succeed Mr. Methvin.
+Computer Automation has posted losses for its
+last eight quarters, in large part because of intense competition. In a press release, Mr. Methvin said that, ''in view of the operating losses this company
+has suffered over the last two
+years and the need to consider
+major changes in its direction,
+it was felt by the board that I
+am not the best person to preside over such a program, and I
+agree.'' Since 1974, Mr. Pratt has
+worked as a New York-based
+independent consultant and investment adviser. Before that,
+he served as president of the
+Diebold Venture Capital Corporation, a closed-end investment
+company, and Diebold Advisors Inc. In its second quarter ended
+Dec. 31, Computer Automation,
+which is based in Boulder,
+Colo., reported a net loss of $2.4
+million on revenues of $12.7
+million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Founder+Quits+Computer+Unit+Computer+Automation+Inc.%2C+a&title=New+York+Times&issn=03624331&date=1985-04-01&volume=&issue=&spage=D.6&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 1985","would succeed Mr. [David H. Methvin]. last eight quarters, in large part because of intense competition. In a press release, Mr. Methvin said that, ''in view of the operating losses this company agree.'' Since 1974, Mr. [Pratt] has","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 1985: D.6.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425396608,"United States, New York, N.Y.",English,1-Apr-85,,New York Times,NEWSPAPER,,,,,,,
+Futures/Options; Automation In Trading,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/futures-options-automation-trading/docview/425276865/se-2?accountid=14586,"Is the ''electronic outcry'' system of futures trading the answer to the increasing congestion on exchange floors, the costly rise in errors in order executions and the industry's shrinking profitability?
+Of course, say the officers of the first fully automated futures market, Intex, the International Futures Exchange (Bermuda) Ltd., which began operating on Oct. 25. Obviously, officials at the other exchanges think otherwise.
+Futures brokers, the group most affected by the problems at the exchanges, say they would prefer to withhold comment a while longer. But many top futures brokerage houses have bought Intex seats.
+''Everybody in the industry knows that the traditional system of trading futures by open outcry and hand signal is growing increasingly unworkable and that sooner or later the exchanges will have to move into the 20th century or face a complete breakdown,'' said Eugene M. Grummer, Intex's chairman. Basically, the Intex computer system matches the bids and offers for futures and confirms the prices at which they are executed on the screens of participating traders and brokers, who may then obtain a paper copy of the transaction on their office or home printers.
+David W. Graves, executive vice president and chief operating officer of the Bermuda-based exchange, which also has offices in New York, said Intex's system offered brokers and traders several distinct advantages. ''First off,'' Mr. Graves said, ''whether the broker or trader is operating in a major city or in his snowed-in ranch in Montana, he can use his computer to get swift execution and confirmation of his order on Intex. In effect, we are bringing the market to the user.''
+Because Intex's computers ''stack'' all orders, no order can be bypassed or go unfilled. Most important, all parties can see the ''book'' of bids and offers as well as the size of the orders on their screens for each price level.
+''Intex's system locks in the price and time at which every trade was executed,'' Mr. Graves said, ''so we avoid disputes over the sequence of execution. Every order, whether for one contract or a hundred, is executed in order. While stop-loss orders can be entered, our computers do not reveal where the trader's stops have been placed. Finally, our 'electronic outcry' system virtually eliminates the chance for error.''
+Mr. Grummer added that the rising number of errors, which he attributed to both the increase in volume and congestion in the trading pits, often meant the difference between a broker's profit and loss. ''Because we live in an increasingly litigious society,'' he said, ''these out-trades, our industry's euphemism for errors, not only are costly to correct, but in many, many cases involve costly legal expenses as well.''
+But why base Intex in Bermuda?
+''When we began organizing the exchange several years ago,'' Mr. Grummer explained, ''there was a different climate in Washington. Then, the Commodity Futures Trading Commission indicated that it would take many years before they could rule on so innovative a trading system. Bermuda offered us first-rate communications and access to the London commodity markets. We do all our clearing through London's International Commodity Clearing House.''
+Asked to comment on these assertions, David T. Johnston, senior vice president and a director of E.F. Hutton & Company, voiced a view held by many brokers: ''Liquidity will determine whether Intex sinks or swims. Roughly half of an exchange's floor population consists of brokers who stand ready to take positions for their own account, be it for a few minutes or longer. They create the liquidity and, most important today, these brokers are making it possible for the markets to handle the mounting futures business from commercial hedgers. If Intex can develop this market-making liquidity, it will prosper.''
+John J. Conheeney, chairman of Merrill Lynch Futures and a leading advocate of reforming the current exchange system of trading, said: ''While I am a strong advocate of reforming the present system of trading futures, I don't think the 'black box' is the answer to our problem with pit congestion. At best, it is a noble experiment that may teach us a lot. The reason is that the Intex system lacks the vital human element that makes a market work.''
+Mr. Conheeney added that ''pit psychology,'' eye contact and the chemistry between traders, was often as important in determining prices as the market's technical factors and fundamentals of supply and demand. ''How will displaying all bids and offers on a screen affect the behavior of traders and prices?'' he asked rhetorically. ''We will have to wait and see.''
+The wait may be long because Intex now only trades gold futures and it has not decided whether its next electronic market will be in Treasury bonds or ocean freight rates futures.
+At the Commodity Exchange in New York, the leading market in gold futures, one official, who requested anonymity, said: ''Intex's concept and execution system is very good, but thus far they are trading about 300 gold futures a day, while Comex handles about 30,000 contracts. Perhaps it would have been wiser for them to have chosen an entirely new product, rather than try to compete with a well established market. We wish them well nevertheless.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Futures%2FOptions%3B+Automation+In+Trading&title=New+York+Times&issn=03624331&date=1984-12-10&volume=&issue=&spage=D.4&au=Maidenberg%2C+H+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 10, 1984","''Intex's system locks in the price and time at which every trade was executed,'' Mr. [David W. Graves] said, ''so we avoid disputes over the sequence of execution. Every order, whether for one contract or a hundred, is executed in order. While stop-loss orders can be entered, our computers do not reveal where the trader's stops have been placed. Finally, our 'electronic outcry' system virtually eliminates the chance for error.'' Mr. [Eugene M. Grummer] added that the rising number of errors, which he attributed to both the increase in volume and congestion in the trading pits, often meant the difference between a broker's profit and loss. ''Because we live in an increasingly litigious society,'' he said, ''these out-trades, our industry's euphemism for errors, not only are costly to correct, but in many, many cases involve costly legal expenses as well.'' Mr. [John J. Conheeney] added that ''pit psychology,'' eye contact and the chemistry between traders, was often as important in determining prices as the market's technical factors and fundamentals of supply and demand. ''How will displaying all bids and offers on a screen affect the behavior of traders and prices?'' he asked rhetorically. ''We will have to wait and see.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Dec 1984: D.4.",11/14/17,"New York, N.Y.",,"Maidenberg, H J",New York Times Company,,Newspapers,425276865,"United States, New York, N.Y.",English,10-Dec-84,"FUTURES TRADING; DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Esterline Plans,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/esterline-plans/docview/425236165/se-2?accountid=14586,The Esterline Corporation said it had signed an agreement to acquire the assets and business of Hollis Automation Inc. for $17 million plus the assumption of bank debt of about $8 million. Hollis makes automated equipment used in the soldering and cleaning of printed circuit boards and related applications.,http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Esterline+Plans&title=New+York+Times&issn=03624331&date=1984-11-30&volume=&issue=&spage=D.5&au=Reuters&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 30, 1984",The Esterline Corporation said it had signed an agreement to acquire the assets and business of Hollis Automation...,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Nov 1984: D.5.",11/14/17,"New York, N.Y.",,Reuters,New York Times Company,,Newspapers,425236165,"United States, New York, N.Y.",English,30-Nov-84,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Photo of Owen Bieber (page A14); AUTO UNION FACES MIDNIGHT DEADLINE IN TALKS WITH G.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/photo-owen-bieber-page-a14-auto-union-faces/docview/425190327/se-2?accountid=14586,"Negotiators for the General Motors Corporation and the United Automobile Workers worked tonight against a deadline of midnight Friday to reach agreement on a new labor contract to replace the concessions of 1982.
+Both union officials and industry analysts have called the talks the most critical in recent decades and have predicted that the outcome will have an important impact on the future of the American automobile industry.
+The talks continued in a closed meeting, with neither side providing much information on developments. General Motors said it made a wage offer shortly before noon but declined to provide any details.
+Progress Is Termed Slow
+Owen F. Bieber, president of the union, joined a group of pickets from a struck auto parts plant who were demonstrating in front of the General Motors building for a few minutes this afternoon. Asked about the progress of the talks, he replied tersely that the pace was still slow.
+A strike by the 350,000 union workers at the nation's largest manufacturing company could idle hundreds of thousands more at supplier companies and put a drag on the nation's economy.
+More important, according to those who watch the industry closely, a strike would indicate that both sides had been unable to break with their contentious past. The likely result, they say, would be that an increasing share of automobile production would be shifted overseas, as the companies sought low- wage labor to meet import competition.
+On the other hand, a settlement, particularly one that tied wage increases to company profits and provided incentives for workers to take a greater interest in their jobs, could contribute to the long-term survival of auto manufacturing in the United States.
+''The Japanese are stronger than ever and they are the ones who will benefit from a strike,'' said Brian Talbot, a professor at the University of Michigan Business School. ''The workers will not benefit. If they bring G.M. to its knees, it might not get up again.''
+The two key issues in the talks, which began in mid-July, have been job security and money, with job security uppermost on the union agenda.
+General Motors has balked at union demands that it provide guarantees on maintaining the work force at a negotiated level and accepting union-imposed restrictions on purchasing cars and parts from outside sources. Instead, the company appears to be trying to buy its way out of the problem by establishing a large fund to pay workers displaced by automation or decisions to produce elsewhere. The amount, open to negotiattion, would run to hundreds of millions of dollars.
+Details of the General Motors proposal, which was made Monday, have not been officially released, but union officials have confirmed that the cash fund is a key element of the offer. They also say the company has not responded to union demands that forced overtime be restricted so that more of the 60,000 workers still laid off can be called back. Job Security a Top Priority
+Job security became the top priority for the union after the recession of the early 1980's saw as many as 250,000 workers laid off, some of them permanently. The union also fears that General Motors, which already has agreements to import more than 300,000 cars a year from Japan and South Korea, will simply stop making small cars in this country and buy large quantities of parts, now manufactured here, from overseas sources.
+A General Motors planning document, obtained by the union earlier this year, appeared to indicate that the company planned to cut its work force by 80,000 to 100,000 people over the next few years. In response, the union's early demands included requirements for a certain percentage of local content in General Motors cars, prior union approval of decisions to make outside purchases, and guarantees on future investment in new plants in the United States.
+But the General Motors proposals have focused largely on income maintenance for displaced workers and retraining for other jobs.
+''The corporation is not and has not been addressing our concerns about future jobs,'' Mr. Bieber complained Wednesday evening, warning that the possibility of a strike was growing. Installation of Robots
+Reducing the number of workers in its plants appears to be a fundamental part of the General Motors strategy to reduce Japan's $1,500-a-car cost advantage. The plans involve buying low-cost parts overseas, a practice known as ''outsourcing,'' and installing robots and other forms of automation in American factories.
+General Motors now has about 3,000 robots operating, and expects that number to increase to 14,000 by 1990. In recent months, it has purchased interests in four small companies that make vision systems for robots, allowing them to ''see'' and perform tasks that now require human workers.
+Some parts of new General Motors assembly plants, such as areas where car bodies are welded and painted, are almost totally automated already. Vision-equipped robots will be installed elsewhere on assembly lines, company officials say, because they do not tire and thus are usually more accurate than humans.
+''Any attempts to put limits on automation and outsourcing challenges managment's authority,'' said Harley Shaiken, a onetime machine repairman at the Detroit Cadillac plant and now an economist at the Massachusetts Institute of Technology. ''I would expect the companies to really resist any long-term control on outsourcing and the introduction of automation.''
+The acrimony that appears to be building as the current talks head toward the deadline is a marked change from the declarations on both sides that a ''new era of cooperation'' had been forged between the union and the auto companies in the 1982 negotiations.
+With the companies losing billions of dollars and closing plants to cut costs, the auto workers agreed to wage and benefit concessions totaling about $3.5 billion at General Motors and the Ford Motor Company. Ford is also negotiating with the union, but since General Motors was chosen as the strike target, discussions at Ford have recessed.
+Although labor costs of $23 an hour in the United States, compared to about $12 an hour in Japan, are part of the Japanese cost advantage, most studies have said that more effective use of labor, as well as tax and currency advantages, are also important factors.
+Car sales and auto company profits have rebounded sharply since the 1982 contracts were signed, largely because of restraints on imports from Japan. General Motors earned a record $3.7 billion last year and almost equalled that in the first half of this year, with a profit of $3.2 billion.
+Based on those profits, General Motors paid its chairman, Roger B. Smith, close to $1.5 million in salary and bonuses for last year, a move that angered union leaders and raised workers' expectations of raises. The union has not stated explicit wage goals, saying only that workers deserve a ''fair and equitable'' pay increase.
+The Japanese auto companies are the unseen presence at the bargaining table. The import restraints, which are scheduled to expire next March, limit the Japanese to about 23 percent of the American automobile market. But industry analysts estimate that the Japanese, whose cars have a better quality image than made-in-Detroit products, could quickly grab as much as 40 percent without restraints.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Photo+of+Owen+Bieber+%28page+A14%29%3B+AUTO+UNION+FACES+MIDNIGHT+DEADLINE+IN+TALKS+WITH+G.M.&title=New+York+Times&issn=03624331&date=1984-09-14&volume=&issue=&spage=A.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 14, 1984","''The Japanese are stronger than ever and they are the ones who will benefit from a strike,'' said Brian Talbot, a professor at the University of Michigan Business School. ''The workers will not benefit. If they bring G.M. to its knees, it might not get up again.'' Reducing the number of workers in its plants appears to be a fundamental part of the General Motors strategy to reduce Japan's $1,500-a-car cost advantage. The plans involve buying low-cost parts overseas, a practice known as ''outsourcing,'' and installing robots and other forms of automation in American factories. ''Any attempts to put limits on automation and outsourcing challenges managment's authority,'' said Harley Shaiken, a onetime machine repairman at the Detroit Cadillac plant and now an economist at the Massachusetts Institute of Technology. ''I would expect the companies to really resist any long-term control on outsourcing and the introduction of automation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Sep 1984: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,425190327,"United States, New York, N.Y.",English,14-Sep-84,AUTOMOBILES; LABOR; STRIKES; CONTRACTS; GIVEBACKS (COLLECTIVE BARGAINING); COLLECTIVE BARGAINING,New York Times,NEWSPAPER,,,,,,,
+NE W ERA OF PLANT AUTOMATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-era-plant-automation/docview/425125588/se-2?accountid=14586,"In the production room at E.R. Squibb & Sons' new pharmaceutical plant here, three workers clad in white bonnets and gowns glance at computer consoles as they add chemicals to enormous vats. Thirty feet away, supervisors watch from behind glass walls.
+The room, silent, white and almost empty, looks and sounds very little like a typical busy factory floor. For Squibb, in its manufacturing operations, is taking advantage of a new application of advanced computer technology.
+Like scores of other plants around the country, in industries from chemicals to steel to paper, the Squibb facility is being run by a network of microprocessors and minicomputers, rather than a single computer, in what is known as a distributed control system.
+Dozens of microprocessors, sitting atop valves, tanks and motors, monitor every change in a plant and react almost instantaneously. By contrast, a single computer, though it reaches into all corners of a plant, cannot handle all the information it receives at one time. Thus a problem will often have to wait.
+In the case of the Squibb production process, for which sterile conditions are essential, the more people who are in contact with the chemicals, the more chance the product will be contaminated. To avoid that, said Ralph del Campo, a Squibb executive, ''We've taken what an operator would do if he were sitting here 24 hours a day, and tried to put that into the computer software.''
+Sales of distributed control systems will exceed $1.4 billion this year, according to Alan Krigman, a consultant to the instrumentation industry, and the first completely automated plants are beginning operation. About 20 percent of all processing plants - those involved in converting raw materials to finished products, rather than in assembly-line manufacturing - now use some distributed control, he estimates.
+By taking advantage of gains in mi croelectronics - which made computing power smaller, cheaper and easier to use - manufacturers can control their plants much more closely than before. Each component of the plant can be supervised by a microprocessor, often creating a better product and savings on energy, raw materials and maintenance.
+In addition, the new systems enable a company to connect its plant computers to its corporate computers, allowing it to match manufacturing to demand.
+Although assembly-line workers fear that automation will make them obsolete, workers in the processing industries are not likely to be displaced, engineers say, because these industries have never been labor-intensive. ''The idea,'' said David Fraade, a technical consultant at the Burroughs Wellcome Company, a pharmaceutical concern, ''is not to displace people but to make them more effective performers.''
+The Old System
+Engineers call the old control mechanisms, in which one computer controlled an entire plant, cumbersome, costly and slow. That single computer, they say, had to juggle bits of information from all over the plant. It could not carry out complex manufacturing strategies at the same time, and its response in a crisis was dangerously slow.
+Neither was the computer much help, engineers say, when something went wrong. ''The operator had been taking a lot of time to turn knobs and diddle switches,'' said Mr. Fraade, an engineer who has designed plants similar to Squibb's. ''He often had to run out into the plant and see what was going on.''
+In a typical distributed system, the smallest computers, or controllers, have only a single task apiece. Each controller contains just one chip, which regulates one valve, nozzle or pipe. Several controllers report to a larger microcomputer, which controls the operation of a single piece of equipment - a column to distill chemicals, for example, or a boiler that digests wood chips.
+A cable running around the plant, known as a ''data highway,'' links all the microcomputers in the system to one another, to a supervisory minicomputer and to a display console. In many systems, the operator, simply by pushing one of the console's buttons, can survey the entire plant. In a crisis, the console allows him to pinpoint the source of the trouble.
+List of Benefits
+''Controlling a plant,'' said Theodore J. Williams, a researcher at Purdue University, ''takes a wider attention span than any one person could possibly have.'' But with a distributed computer system, Mr. Williams added, ''You can increase profitability, increase productivity, reduce raw materials and reduce emissions, because the computer is watching all those things.''
+A distributed system, those familiar with the technology say, can be used to control just a single manufacturing process, rather than an entire plant. The system is flexible, allowing an operator to rearrange a manufacturing process from his seat at the console. ''If you change your mind,'' said Robert E. Otto, a technical consultant at the Monsanto Company, ''you don't have to rewire, you can just reprogram.''
+And because the system is modular, a manufacturer can install it bit by bit, adding more computing power as it is needed. A major advantage of the system, engineers say, is that no piece is irreplaceable.
+''Because there are microprocessors all over the place,'' Mr. Krigman said, ''they can do calculations without going back to the central computer. Then if something goes wrong with the main control room, your plant is O.K.''
+Leading Companies
+Honeywell Inc., in 1975, was the first company to introduce a complete distributed system for controlling a plant. A few companies, such as Armco Inc., the steel manufacturer, had been creating their own systems by linking computers.
+Today Honeywell and the Foxboro Company dominate the market for distributed control equipment. The two companies have two-thirds of the total sales, according to a report Mr. Krigman wrote for the market research firm of Frost & Sullivan.
+Last year, Honeywell's TDC 2000 system generated about $300 million in revenues, according to Michael J. Geran, vice president of research for E.F. Hutton. Foxboro's Spectrum system brought in $150 million in orders, the company reported. The two companies had additional related earnings from sales of spare parts and software.
+More than 40 other companies, however, have entered the field in the last five years, hoping to reap the benefits of an expanding market. About 1,000 complete systems were sold last year, ranging in price from $20,000, to control a few pieces of equipment, to $20 million, for a new paper mill. Sales will reach $3.5 billion by 1990, Mr. Krigman estimates.
+One reason that the market is growing so rapidly, he said, is that distributed control costs about 10 times as much as the old, single-computer control systems. But those costs, users say, often do not take long to recoup.
+Exxon's Example
+Refitting the Exxon Chemical Company's old ethylene plant in Baytown, Tex., for example, cost about half a million dollars, according to Arden S. Brown, Exxon's head of advanced control system development. The system, by tightly controlling temperatures, pressures and raw material flow in the chemical reactors, will regain the installation costs in about two years, he said.
+And energy savings from distributed control at the James River Corporation of Virginia's paper mill in Green Bay, Wis., could pay for the system in as little as a year, said Larry L. Woolums, manager of process control systems at the plant.
+Both Exxon Chemical, a division of the Exxon Corporation, and Armco, the steel manufacturing concern, have tied the computers that control their plants into their corporate computing systems.
+The hookup allows Armco's Middletown, Ohio, plant to manufacture steel to order, said James Cook, a senior staff engineer. ''We can make the right grades of steel,'' he said, ''in the right quantities at the start.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+ERA+OF+PLANT+AUTOMATION&title=New+York+Times&issn=03624331&date=1984-07-25&volume=&issue=&spage=D.1&au=Simmons%2C+Nicole&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 25, 1984","Neither was the computer much help, engineers say, when something went wrong. ''The operator had been taking a lot of time to turn knobs and diddle switches,'' said Mr. [David Fraade], an engineer who has designed plants similar to Squibb's. ''He often had to run out into the plant and see what was going on.'' ''Controlling a plant,'' said Theodore J. Williams, a researcher at Purdue University, ''takes a wider attention span than any one person could possibly have.'' But with a distributed computer system, Mr. Williams added, ''You can increase profitability, increase productivity, reduce raw materials and reduce emissions, because the computer is watching all those things.'' A distributed system, those familiar with the technology say, can be used to control just a single manufacturing process, rather than an entire plant. The system is flexible, allowing an operator to rearrange a manufacturing process from his seat at the console. ''If you change your mind,'' said Robert E. Otto, a technical consultant at the Monsanto Company, ''you don't have to rewire, you can just reprogram.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 July 1984: D.1.",11/15/17,"New York, N.Y.",,"Simmons, Nicole",New York Times Company,,Newspapers,425125588,"United States, New York, N.Y.",English,25-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+U.S. FACTORIES REACH INTO THE FUTURE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-factories-reach-into-future/docview/424917799/se-2?accountid=14586,"AMERICAN manufacturers are rapidly equipping many of their factories with an array of highly sophisticated and computerized new technologies in a powerful move to reassert a lead eroded by intense international competition.
+Aging plants that once seemed on the brink of extinction are now getting a new lease on life through an infusion of applied science: advanced robots, laser scanners, supersonic welders, ultrasonic probes and a variety of other devices only recently regarded as part of the factory of the future.
+The outmoded smokestacks and industrial practices of America have not entirely disappeared. Steel and heavy manufacturing still have a way to go. But even the once ailing auto industry is now plunging headlong into the technical revolution.
+Moreover, today's industrial pioneers are hooking new technologies into electronic networks, creating ''spinal cords'' and ''central nervous systems'' for factories that can streamline operations in everything from control rooms to assembly lines to shipping docks.
+And experts are sanguine about the general effects of these changes. ''It's going to be a golden age for consumers,'' said Dr. Wickham Skinner, a Harvard specialist in manufacturing systems. ''Products will be better designed and better built.''
+In addition, other benefits of high-tech factories already include reductions in manufacturing costs, in the rate of produce failure and in tedious, grimy work for humans. Workers can now be seen watching over expanses of screens, dials and meters rather than huge, wheezing machines fit for a 19th century sweatshop.
+The trend to automation is clear as companies increasingly put hard cash into the pursuit of technical excellence. Deere & Company paid $1.8 billion to build a futuristic factory in northeast Iowa. Other leaders include such giants as General Electric, Boeing, General Motors, Caterpillar and Allis Chalmers.
+''What we're seeing is a diffusion phenomenon,'' said Dr. Robert T. Lund, a manufacturing engineer at Boston University. ''The leaders are adopting the technology, but it will take a decade or so before it is widely accepted. Everybody will use it eventually, or be forced out of the marketplace.'' Dr. Skinner added, ''In company after company there is a tremendous re-emphasis on production and process engineering.''
+A good example of high-tech integration can be found at General Electric's appliance park in Louisville, Ky., where an infusion of $38 million turned an aging dishwasher factory into a futuristic showpiece. General Electric officials said precision assembly has cut service calls for these dishwashers in half. So successful is the new facility that General Electric recently decided to spend $1 billion to automate and upgrade the rest of its major appliance division.
+''There are lots of examples of lasers and robots at work in isolation,'' said Dr. Skinner of Harvard. ''But the G.E. facility is one of the few that is integrated top to bottom. There are probably less than two dozen of them in the United States.''
+The outside of the dishwasher plant is virtually indistinguishable from hundreds of other factories in America - a sprawling giant of cream-colored brick. But inside are spotless assembly lines, flashing computer lights, smart machine tools, lasers and robots. A warning signal sometimes sounds if a human accidentally wanders too close to a moving piece of automated machinery.
+At one assembly point a supersonic welder focuses beams of high-frequency sound on a dishwasher's plastic water nozzle, the sonic vibrations heating the part by jostling its molecules into a frenzy. The temperature is more precisely controlled than with a flame, allowing the nozzle to be mounted more securely to the dishwasher frame. The whole operation is orchestrated by computer, and, when completed, a computer-controlled device tries to pull the nozzle off. If the weld is bad, the computer notes the flaw for later repair. Lower-powered ultrasound can also be used in final inspection. Just as sonar in a submarine locates hidden objects, sound waves from a factory instrument can penetrate parts of a finished product, the echoes alerting a central computer to hidden defects and flaws.
+In fact, the myriad new technologies at the General Electric dishwasher factory are all tied together by an electronic nervous system. At the top of the hierarchy is the control room computer, monitored by a technician in a second-story booth that overlooks the entire plant, followed by 24 computer lieutenants at critical points on the factory floor.
+This network of computer power allows inventory control, on-the-spot operation and checking of every automated operation in the factory, and the gathering of test and inspection data to insure product quality.
+As a dishwasher with a computer- discovered fault reaches a certain point on the assembly line, for instance, a laser ''eye'' reads a bar code on the side of its carrier, much like the bar codes on products in grocery stores, and the computer routes the unit to a repair station. The laser scanner works by bouncing highly focused beams of laser light off the bar code and sending the reflected light to a computer for analysis. Computers even gather such detailed information as the torque applied to individual screws during assembly.
+Hints of the nervous system are also evident in how the General Electric factory, and other futuristic plants, can rearrange themselves to work on new projects. The main computer brain can reprogram a variety of manufacturing tools and robots, enabling a factory to meet shifting consumer demand more easily. In addition to current models, for example, General Electric is readying its factory to make smaller dishwashers that will fit under kitchen sinks to better meet the trend to smaller housing in America.
+At the very ends of the nervous system are the robots and less sophisticated tools that supply the brute force of the factory. Automated arms and grippers unflinchingly do most of the assembly - 21 steps for the dishwasher tub and 13 for the door.
+''By using machines for repetitive tasks,'' said Roger W. Schipke, a senior vice president of General Electric, ''we eliminate the error from human fatigue.''
+Not everything in the factory is high-technology. Unglamorous but critical innovations are machine tools that feed parts directly into assembly lines rather than stock piles, eliminating inventory that traditionally gathers dust. For example, each time a machine tool stamps out a front angle brace, it is immediately connected to a dishwasher tub.
+Another innovation is the nonsynchronous assembly line, which is a boon to some of the plant's humans, whose jobs in general are to monitor and fix automated machinery, repair products and perform final dishwasher assembly. On traditional lines, a product moves at a continuous pace. At General Electric, however, a unit on the final assembly line does not move along until an employee pulls a green handle. If for any reason the job is not completed or a flaw is discovered, the operator pulls a yellow handle and the computer routes the unit to a repair area.
+One force behind General Electric's rush to automate was the desire to cut production costs by simplifying dishwasher design and automating assembly. In the last decade, General Electric dishwashers have shed more than 400 parts, according to Raymond L. Rissler, who directed the automation of the dishwasher factory. ''One thing we learned from the Japanese is that it doesn't matter how cleverly you set about automating a plant,'' he said. ''You aren't going to optimize business results unless you start with fresh product designs.''
+An example of a part redesigned by computer with automation in mind is the dishwasher tub, which once was a metal goliath to which a variety of struts and braces had to be attached by hand. Tub and struts are now one piece of high-strength plastic, which better resists rust and costs less to manufacture.
+Future innovations in factory automation, according to Mr. Schipke, the senior vice president, will include greater reliance on automated machines that can diagnose their own ills and can lead technicians step-by-step through the process of repair. There will also be a wider use of automated sensors. ''We discovered that in some areas it's important to have a sense of smell,'' he said.
+All of which raises the issue of people and the social costs of automation. A mechanical nose may be able to sniff out fires and overheated machinery cheaply and reliably, but what about human workers?
+Mr. Schipke said that with the dishwasher plant the changes have been by common consent. In the early planning stages of the factory - a point when managers traditionally hold their cards very close - the company brought in union officials, stewards, supervisors and foremen and spelled out the company's view of the issues. The officials talked of competition, market surveys and technological trends.
+''Our main thesis,'' Mr. Schipke said, ''was that without the advances workers would ultimately lose jobs, and that if we did a good job of automating we would gain market share. That's pretty much the way it has worked out. With about the same number of people, we are now producing more product.''
+Indeed, General Electric recently won contracts to supply Tappan and Magic Chef with dishwashers to market under their own labels. In addition, to ease the impact of automation on workers, General Electric throughout the conversion had an extensive program to retrain employees. Union officials said that the factory was not yet up to pre-automation levels of employment, but that they expected it to get there soon if the economy remains strong. ''They've gained market share, plus they've gotten new contracts,'' said Donald Bennett, chief steward in the Louisville local of the Internatioal Union of Electronic, Electrical, Technical, Salaried and Machine workers. ''The automation had to be done, otherwise we would have lost the plant altogether. Some jobs have been lost for the moment, but we had to accept some changes to keep the factory here. We sure as hell didn't want those jobs to go somewhere else.''
+Mr. Schipke said the overall trend to automation is inevitable, and that American industry in general has to gird for the transformation. ''Companies are not going to survive in the marketplace without this kind of equipment,'' he said. ''The future demands it.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+FACTORIES+REACH+INTO+THE+FUTURE&title=New+York+Times&issn=03624331&date=1984-03-13&volume=&issue=&spage=C.1&au=Broad%2C+William+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 13, 1984","''What we're seeing is a diffusion phenomenon,'' said Dr. Robert T. Lund, a manufacturing engineer at Boston University. ''The leaders are adopting the technology, but it will take a decade or so before it is widely accepted. Everybody will use it eventually, or be forced out of the marketplace.'' Dr. [Wickham Skinner] added, ''In company after company there is a tremendous re-emphasis on production and process engineering.'' One force behind General Electric's rush to automate was the desire to cut production costs by simplifying dishwasher design and automating assembly. In the last decade, General Electric dishwashers have shed more than 400 parts, according to Raymond L. Rissler, who directed the automation of the dishwasher factory. ''One thing we learned from the Japanese is that it doesn't matter how cleverly you set about automating a plant,'' he said. ''You aren't going to optimize business results unless you start with fresh product designs.'' Indeed, General Electric recently won contracts to supply Tappan and Magic Chef with dishwashers to market under their own labels. In addition, to ease the impact of automation on workers, General Electric throughout the conversion had an extensive program to retrain employees. Union officials said that the factory was not yet up to pre-automation levels of employment, but that they expected it to get there soon if the economy remains strong. ''They've gained market share, plus they've gotten new contracts,'' said Donald Bennett, chief steward in the Louisville local of the Internatioal Union of Electronic, Electrical, Technical, Salaried and Machine workers. ''The automation had to be done, otherwise we would have lost the plant altogether. Some jobs have been lost for the moment, but we had to accept some changes to keep the factory here. We sure as hell didn't want those jobs to go somewhere else.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Mar 1984: C.1.",11/14/17,"New York, N.Y.",,"Broad, William J",New York Times Company,,Newspapers,424917799,"United States, New York, N.Y.",English,13-Mar-84,,New York Times,NEWSPAPER,,,,,,,
+AUTOMATION SEEN BY EXPERTS AS A JOB-SAVER FOR INDUSTRIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/automation-seen-experts-as-job-saver-industries/docview/424631583/se-2?accountid=14586,"Robots and other automated manufacturing systems, often portrayed as a dire threat to workers in America's depressed manufacturing industries, would actually save more jobs than they destroy, experts from industry, labor and economics told a scientific conference today.
+Although automation would take away the jobs of hundreds of thousands of industrial and office workers, if not more, a failure to automate would almost certainly cause the loss of far more jobs to foreign competition, the panelists concluded.
+And automation would at least partly offset the job losses by creating new jobs in the automation industries themselves and by lowering the prices of goods so that people would buy more and total production would rise, said Frank. P. Stafford, chairman of the economics department at the University of Michigan.
+Indeed, automation might enable the currently depressed automobile and steel industries, often described as ''sunset industries,'' to compete more effectively against foreign competition than can the more ''high technology'' American electronics industry, Professor Stafford said.
+Views of G.M. and Auto Union
+Robert J. Eaton, vice president for advanced product engineering at the General Motors Corporation, defended automation as ''the way to have the greatest work force possible - it will maximize the work force, not minimize it.''
+Peter Unterweger, a research analyst for the United Automobile Workers, asserted, ''The failure to automate more quickly in steel, and to a lesser degree in auto, is responsible for at least some of the current difficulties of these industries. It is an unfortunate paradox that the greatest job losses will most likely occur in industries that fail to automate.''
+But he and Donald F. Ephlin, a vice president of the auto union, called for a major national effort to ''minimize the pain'' that would be experienced by many workers as industry made the transition to automated production. Mr. Ephlin predicted that robots might displace 40,000 automobile workers, or 6 percent of the work force, in seven years and that other automation would displace even more auto workers in the future.
+All four men spoke at the annual meeting of the American Association for the Advancement of Science, which is being held at the Renaissance Center in economically troubled Detroit. Auto Expansion Predicted
+Professor Stafford predicted that the auto and steel industries of the Great Lakes region were ''on the verge of exceptionally rapid technological change as a new generation of industrial capital is put in place.''
+He suggested their location close to consumer markets and near such raw materials as iron ore, water and coal would enable them to compete effectively against foreign imports.
+In contrast, he said, the electronics industry has competitive disadvantages. Electronics goods generally have a high value for their weight, he said, making it economic to ship them long distances to market, and they have few production requirements that would tie them to specific locations.
+''As a result these industries are exceptionally mobile'' and can go where the labor is cheap, he said, adding, ''Their production location in a given country or geographic region may prove ephemeral.''
+Professor Stafford said the recent decision of Atari, the manufacturer of electronics devices and games, to locate production abroad would not be ''a random example.'' He said it was already possible to buy an exact copy of the American Apple II computer in Hong Kong for only $300, far less than the domestic price. Different Solutions Offered
+The panelists differed on the best way to cope with job dislocations. Professor Stafford said the American labor market, except in times of recession, could normally absorb those displaced by technology.
+In a special study, he also found that areas of Japan comparable to Michigan and California lost jobs in manufacturing industries that automated om the 1970's without suffering high unemployement. This was partly because the automation increased output and thus created more jobs among suppliers and partly because companies conducted onthe-job training programs for displaced workers. Resilient Quality Cited
+''The labor market has had a very remarkable capacity, more than I had dreamed, to absorb rapid technological change,'' he said. However, Mr. Unterweger called for programs to mitigate the transition pains and avert potential ''social turmoil'' as new technology was introduced. He suggested that employment and incomes be kept high by shortening the work week and by new Government programs to build transportation and energy systems, restore the environment and improve other public services. He also called for improved unemployment compensation and welfare programs.
+Mr. Ephlin said that the Automobile Workers Union remained ''largely positive'' toward technology but had developed ''skepticism and concern'' over the nation's failure to seek a ''full employment economy.''
+''Talk of retraining is all rather vain unless we are prepared to talk seriously as well about planning for full employment,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTOMATION+SEEN+BY+EXPERTS+AS+A+JOB-SAVER+FOR+INDUSTRIES&title=New+York+Times&issn=03624331&date=1983-05-28&volume=&issue=&spage=1.29&au=PHILIP+M.+BOFFEY%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 28, 1983","Indeed, automation might enable the currently depressed automobile and steel industries, often described as ''sunset industries,'' to compete more effectively against foreign competition than can the more ''high technology'' American electronics industry, Professor Stafford said. ''The labor market has had a very remarkable capacity, more than I had dreamed, to absorb rapid technological change,'' he said. However, Mr. [Peter Unterweger] called for programs to mitigate the transition pains and avert potential ''social turmoil'' as new technology was introduced. He suggested that employment and incomes be kept high by shortening the work week and by new Government programs to build transportation and energy systems, restore the environment and improve other public services. He also called for improved unemployment compensation and welfare programs. Mr. [Donald F. Ephlin] said that the Automobile Workers Union remained ''largely positive'' toward technology but had developed ''skepticism and concern'' over the nation's failure to seek a ''full employment economy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 May 1983: 1.29.",11/15/17,"New York, N.Y.",,"PHILIP M. BOFFEY, Special to the New York Times",New York Times Company,,Newspapers,424631583,"United States, New York, N.Y.",English,28-May-83,ROBOTS; AUTOMATION; LABOR; FINANCES; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+JAPANESE ART OF AUTOMATION:   [Third of five articles appearing periodically on how the Japanese auto industry has earned its reputation for quality ],"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japanese-art-automation/docview/424570331/se-2?accountid=14586,"With an orange light blinking and a tinny speaker blaring a John Philip Sousa march to warn the unwary, a driverless forklift truck goes mindlessly about its business of picking up loads of formed metal sheets, fresh from stamping machines, and carrying them about 50 feet to where they will start becoming Honda cars, vans and light trucks.
+The automatic truck in the Honda Motor Company's sprawling manufacturing complex here does the same things a manned vehicle could do, but it quite possibly does them faster and with more adaptability. It is indicative, though, of this country's attitude toward automation, particularly in the automobile industry. The Japanese auto companies do not just use automation as a tool: They revel in it.
+Engineers at auto plants here beam with pride as they show off engine production lines that process raw castings into finished parts, untouched by human hands. Automatic transfer arms, not people, stand between the machines in stamping lines, smoothly moving body panels hour after hour without faltering.
+2 Areas Highly Automated
+The Japanese companies have all but eliminated manual work in two of the most uncomfortable areas of any auto assembly plant: the body welding area, where sparks fly and smoke billows as metal panels are spot-welded to form the basic structure of the car, and in painting operations, where the air is laced with paint particles and volatile solvents.
+Japan's lead in automation, industry analysts and their American competitors agree, is not so much a matter of outstanding innovation as it is of applying available technology. ''All the studies we've done show that Japan's use of technology is no greater than that of the United States,'' said James K. Bakken, a vice president of the Ford Motor Company. ''But the pervasiveness with which it is used in Japan is substantially greater.''
+While industrial robots were considered interesting toys in the United States during the early 1970's, Japanese auto companies were buying them by the hundreds. In addition to improving productivity by reducing the amount of labor that goes into a car, robot welders improve quality by welding the same spot each time, eliminating the errors that are inevitable when work is done by hand. Moreover, robots do not get tired near the end of a shift and make mistakes. Nor do they not miss work because they are sick.
+Most of the robots in Japanese auto factories are Japaneseproduced, but are based on technology licensed from American companies.
+American auto makers are moving rapidly to add automation, at least in some areas, as they convert their plants to produce new models. At the Chrysler Corporation's older Jefferson Avenue plant in Detroit, 98 percent of all body welds are done by large automatic machines or by individual robot arms, called ''goosenecks'' because of their reaching, twisting movements. The companies have been less adventurous in painting, with workers still applying some of the coats of paint manually. An exception is the General Motors Corporation, which is installing a complex, 11-robot painting system in its new plants as they are built.
+Executives of American auto companies concede there is an automation gap compared with the Japanese. The reasons, they say, have their roots in the short-term financial standards of the domestic industry and the two countries' different ways of treating employees.
+''By our standards the Japanese have overinvested in automation,'' said Jerry L. Mathis, vice president for manufacturing at Chrysler. ''The main difference is in social policy. We flex our production with people: If demand is down, we use fewer people. The Japanese auto companies have 80 percent guaranteed employment. If sales are down, they run the equipment more slowly and keep the people. If sales are up, they speed it up. As a result, they have invested with little regard to return on investment over time.'' Background of Executives
+The Japanese acceptance of new technology may also be a result of the technical background of most top auto company executives here, compared with the financial orientation of many American managers. For example, two of the three senior executives of the Toyota Motor Corporation, Eiji Toyoda, the chairman, and Shoichiro Toyoda, the president, are engineers. Shoichiro Toyoda, in addition, holds a doctorate in engineering. As a result, Japanese executives seem to evaluate new technology in broader terms than immediate financial return.
+John T. Eby, head of Ford's operations in Japan and a director of the Toyo Kogyo Company, which Ford partly owns, observed that the Japanese auto companies tend to disregard whether it is cheaper to use a person or a machine in each individual operation, a major concern in American factories. ''I don't think they do that kind of financial analysis,'' he said. ''They just wanted to get men out of dirty, uncomfortable jobs because they know if they keep a man in a job like that, the quality will be erratic.''
+''If a robot results in a better working environment, we calculate that the robot is a good investment,'' Junichi Yoshikawa, a manager of Toyota's production control department, said.
+Toyota said that one welding robot, costing about $40,000 and depreciated over three years, can do four-fifths the work of one human worker on a cost basis. But the robot can work two shifts, and the company does not have to pay two salaries, so the robot actually is equivalent to 1.6 human workers and is thus cost justified, Toyota said. Cheaper in the Long Run
+Ultimately, the Japanese have found, this heavy investment in automation has produced a production system that is cheaper in the long run, since higher-quality products mean fewer repairs in the factory and less warranty work after the car is sold. The United States Department of Transportation estimates that the Japanese have a $1,000- to $1,500-a-car cost advantage over American manufacturers.
+As useful as they are, robots and other automated equipment are just machines running though a preprogrammed routine. An out-ofadjustment robot will attempt to weld an empty spot in midair all day unless the problem is detected and fixed. To guard against this, Japanese manufacturers have developed machines to inspect other machines' output. ''At Toyota we only use automation followed by a self-check mechanism,'' said Shigenobu Yamamoto, vice chairman of Toyota. ''In the usual case, with human checkers, in the time it takes to decide, the machine makes defective parts. In our case, the defect is fed back automatically and the decision to stop is made automatically.''
+A good example of how such a system works can be observed at the Anjo alternator plant of the Nippondenso Company, a member of the Toyota group. As part of the electrical generating device moves along the assembly line, a tool descends and inserts two electrical contacts. The piece is then shifted a few inches so two probes can check to see if the contacts are in place and will carry current. If not, the piece is rejected. Little Union Resistance
+Because of the tradition of lifetime employment that exists at the top of the Japanese automobile industry (though not at smaller supplier concerns), there has been little resistance from unions to the introduction of labor-saving automation. The Japanese companies have also been aided by their vast expansion (to 11,179,962 cars and trucks in 1981, from 481,551 in 1960), which has made it easy to find other employment for workers displaced by machines.
+However, lately some Japanese union leaders have expressed the fear that with slower growth in sales, increased automation might threaten jobs. Some corporate officials concede that problems may lie in the future, but say they will be limited.
+''As we look ahead, the best long-term prospect we can see is 2 percent growth a year,'' said Teiichi Hara, an executive managing director of the Nissan Motor Company. ''If we put equipment in place to exceed that increase, the problem the union is concerned about might emerge. But as far as we can see, what will happen is a reduced intake of new hirings. That is an inevitable trend associated with the progress of technology innovation,'' he said.
+With much of its operation already automated, the Japanese auto industry is pressing forward to the next level of development: automation flexible enough to produce more than one model of vehicle on the same assembly line, and machines that can be easily reprogrammed for continued use when new models replace existing products.
+At the Suzuka plant, for example, Honda is producing its subcompact front-wheel-drive City car and its rear-wheel-drive vans and small trucks on the same assembly line. In addition, the vehicles are of different lengths and widths. In the United States, front- and rearwheel-drive vehicles cannot now be produced on the same assembly line, and a model change from rear to front drive usually involves retooling an entire plant.
+''We have had this combined production system in use since 1981,'' said Takaya Shimizu, an assistant manager of the plant. ''It gives us flexibility in production: We can change the combination of cars and trucks depending on sales orders.''
+Toyo Kogyo's new plant south of Hiroshima at Hofu was designed to produce three different versions of three separate car lines, or nine different models, although the difference in sizes is less than among American car models. Actually producing that many models may be too complex and drive up costs, Toyo Kogyo officials concede, but they say the system will allow them to install tooling for new models of cars while continuing production of older ones, eliminating costly plant shutdowns. Robots More Adaptable
+Similarly, Japanese auto executives say robots are more useful than the large-scale machines and fixed automation favored by the auto industry in the past. A robot can be adapted to a new task by simply ''teaching'' it a new routine, avoiding the expense of retooling.
+The American auto industry has gotten the message on the benefits of automation. General Motors has even ventured into the robot business, manufacturing them jointly with Fanuc Ltd. of Japan. The Big Three may also be coming to understand the Japanese attitude that production efficiency is a constantly receding goal: that however good a process becomes, there is always a way to improve it.
+Sunao Yokota, manager of the gleaming new Hofu plant, bristling with robots and new machinery, adopts the pose that the plant, despite its newness, is a swamp of waste and inefficiency. ''This is a very crude operation,'' he said. ''There are thousands of ways to rationalize here.'' Wednesday: Labor practices.
+Illustration photo of Nissan auto plant",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAPANESE+ART+OF+AUTOMATION%3A+%5BTHIRD+OF+FIVE+ARTICLES+APPEARING+PERIODICALLY+ON+HOW+THE+JAPANESE+AUTO+INDUSTRY+HAS+EARNED+ITS+REPUTATION+FOR+QUALITY%5D&title=New+York+Times&issn=03624331&date=1983-03-28&volume=&issue=&spage=D.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 28, 1983","Japan's lead in automation, industry analysts and their American competitors agree, is not so much a matter of outstanding innovation as it is of applying available technology. ''All the studies we've done show that Japan's use of technology is no greater than that of the United States,'' said James K. Bakken, a vice president of the Ford Motor Company. ''But the pervasiveness with which it is used in Japan is substantially greater.'' John T. Eby, head of Ford's operations in Japan and a director of the Toyo Kogyo Company, which Ford partly owns, observed that the Japanese auto companies tend to disregard whether it is cheaper to use a person or a machine in each individual operation, a major concern in American factories. ''I don't think they do that kind of financial analysis,'' he said. ''They just wanted to get men out of dirty, uncomfortable jobs because they know if they keep a man in a job like that, the quality will be erratic.'' As useful as they are, robots and other automated equipment are just machines running though a preprogrammed routine. An out-ofadjustment robot will attempt to weld an empty spot in midair all day unless the problem is detected and fixed. To guard against this, Japanese manufacturers have developed machines to inspect other machines' output. ''At Toyota we only use automation followed by a self-check mechanism,'' said Shigenobu Yamamoto, vice chairman of Toyota. ''In the usual case, with human checkers, in the time it takes to decide, the machine makes defective parts. In our case, the defect is fed back automatically and the decision to stop is made automatically.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Mar 1983: D.1.",11/15/17,"New York, N.Y.",JAPAN,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,424570331,"United States, New York, N.Y.",English,,SURVEYS AND SERIES; AUTOMOBILES; AUTOMATION; FACTORIES AND INDUSTRIAL PLANTS; INDUSTRY PROFILES; ROBOTS; EXECUTIVES AND MANAGEMENT; LABOR; LABOR UNIONS,New York Times,Series,,,,,,,
+JOB IMPACT OF ROBOTS DEBATED AT HEARING,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/job-impact-robots-debated-at-hearing/docview/424577002/se-2?accountid=14586,"Senator Lloyd Bentsen told the Congressional Office of Technology Assessment today to stop ''hedging'' and come up with some estimates of the magnitude of the ''convulsion'' that he predicts will disrupt the American work force as robots take over many jobs.
+Citing predictions that robot sales will rise 35 to 50 percent a year, Mr. Bentsen, the ranking Senate Democrat on the Joint Economic Committee, said millions of jobs, conceivably one-quarter of the nation's factory work force, could be lost to robots by 1990.
+The Texas Senator, who presided over a brief hearing on the issue today, called for plans and training programs to cope with ''a revolution taking place in the work force.''
+However, John Andelin, assistant director of the Office of Technology Assessment, a nonpartisan research arm of Congress, testified that the employment impact of robots is ''hard to predict, and we lack confidence in those predictions currently publicized.'' And Robert U. Ayres, professor of engineering and public policy at Carnegie-Mellon University, said the robots would not have a severe impact nationally, but could cause disruptions and unrest in states bordering the Great Lakes. Study Under Way
+The technology office is currently conducting a study of automation and the workplace that will be completed this fall. It issued a technical memorandum today that stressed the difficulties in predicting the impact of robots.
+Mr. Andelin said that robots were still in only ''limited'' use, even though they were introduced into industry two decades ago. He cited reports that fewer than 5,000 robots were used in the United States in 1981, about two-tenths of 1 percent of the 2.6 million machine tools used in a single industry, metalworking. Any major impact lies in the future, he said, and predictions of that impact ''should be received warily.''
+Mr. Andelin did say that automation might change the ''working environment'' by, for example, requiring different tasks from workers and possibly reducing occupational hazards in the metalworking industry. ''We are struck by its importance,'' he said.
+He warned that there was ''little evidence'' that any group was seriously considering the long-range needs for education and retraining to cope with automation. Existing educational efforts, he said, are ''not proceeding in a coordinated fashion.'' Professional and technical workers tend to participate more than other groups, he said, yet older production line workers may be at greatest risk from automation. Only half the companies that use automation have formal training programs for their workers, he said. 'Negligible Impact'
+Mr. Ayres, the only other witness, said that industrial robots have had a ''negligible impact'' on unemployment so far, and in the future would not put large numbers of workers ''at risk.''
+''On an aggregate national level, the problem should not be too severe,'' he said. ''All the evidence at hand suggests that the numbers will not be very large through the 1980's, and that declining net rates of growth of the labor force in the 1980's and 1990's could easily take care of the problem by attrition.''
+But he argued that overall numbers did not tell the whole story, because robots would have a concentrated impact on semiskilled workers in the metalworking and other traditional industries in Michigan, Ohio, Indiana, Illinois and Wisconsin, a region that is ''already economically troubled.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JOB+IMPACT+OF+ROBOTS+DEBATED+AT+HEARING&title=New+York+Times&issn=03624331&date=1983-03-19&volume=&issue=&spage=1.33&au=PHILIP+M.+BOFFEY%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 19, 1983","He warned that there was ''little evidence'' that any group was seriously considering the long-range needs for education and retraining to cope with automation. Existing educational efforts, he said, are ''not proceeding in a coordinated fashion.'' Professional and technical workers tend to participate more than other groups, he said, yet older production line workers may be at greatest risk from automation. Only half the companies that use automation have formal training programs for their workers, he said. 'Negligible Impact' ''On an aggregate national level, the problem should not be too severe,'' he said. ''All the evidence at hand suggests that the numbers will not be very large through the 1980's, and that declining net rates of growth of the labor force in the 1980's and 1990's could easily take care of the problem by attrition.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Mar 1983: 1.33.",11/14/17,"New York, N.Y.",,"PHILIP M. BOFFEY, Special to the New York Times",New York Times Company,,Newspapers,424577002,"United States, New York, N.Y.",English,19-Mar-83,DATA PROCESSING; MACHINERY AND EQUIPMENT; UNITED STATES ECONOMY; LABOR; ROBOTS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Chairman Leaves Bank For Automation Venture,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-chairman-leaves-bank-automation/docview/424522875/se-2?accountid=14586,"Alvin C. Rice has resigned as chairman of the Imperial Bank in Los Angeles. Mr. Rice and a group of investors are buying a subsidiary of the bank, Imperial Automation Inc., which will sell automated systems to financial institutions.
+Bernard G. LeBeau has been named chairman and chief executive of the bank. Mr. LeBeau, 61, had served as vice president and chief operating officer from 1974 until 1979, when he relinquished his duties to Mr. Rice.
+Mr. LeBeau left the bank at that time to pursue personal interests. A spokesman also said that Mr. LeBeau had a heart ailment and had spent time in a recuperation program.
+Mr. Rice spent 23 years with the Bank of America and was its vice chairman when he resigned in 1978 in a controversy over real estate loans to an acquaintance. A grand jury cleared him of any violations of Federal law. He was then associated with Hambrecht & Quist, the investment banking firm, before joining Imperial.
+Last November, Mr. Rice relinquished day-to-day management of Imperial Bank. The move was described as part of a restructuring that included layoffs, the closing of some branch offices and other cutbacks to reduce operating costs. Norman P. Creighton was named president at that time and also acting chief executive officer. Mr. Creighton will remain as president and chief operating officer.
+Mr. Rice said that the investment group, which is headed by Institutional Venture Partners of Menlo Park, Calif,, will inject $7.7 million into Imperial Automation. ''I've been fathering this company for some time,'' he said, adding that the unit had been having difficulties operating under Federal Reserve regulations imposed on bank-holding companies.
+Mr. Rice, who is 59, said he thought it was a good time for a career change, but added that the move from bank head to chairman of an automation company was not so drastic since he has sat on the boards of such technology companies as Tandem, Memorex and Fairchild Camera.
+Imperial Automation has two main products, one a package of hardware and software to completely automate a bank and the other an automated teller system, Mr. Rice said.
+George L. Graziadio, president of the parent Imperial Bancorporation, which has assets of $1.5 billion, said that start-up costs had prevented the subsidiary from contributing to profits. Its sale, he added, would recoup the holding company's full investment and allow it to ''share in the up-side profits'' of Imperial Automation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Chairman+Leaves+Bank+For+Automation+Venture&title=New+York+Times&issn=03624331&date=1983-01-07&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 7, 1983","Mr. [Alvin C. Rice] said that the investment group, which is headed by Institutional Venture Partners of Menlo Park, Calif,, will inject $7.7 million into Imperial Automation. ''I've been fathering this company for some time,'' he said, adding that the unit had been having difficulties operating under Federal Reserve regulations imposed on bank-holding companies. George L. Graziadio, president of the parent Imperial Bancorporation, which has assets of $1.5 billion, said that start-up costs had prevented the subsidiary from contributing to profits. Its sale, he added, would recoup the holding company's full investment and allow it to ''share in the up-side profits'' of Imperial Automation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Jan 1983: D.2.",11/14/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,424522875,"United States, New York, N.Y.",English,7-Jan-83,"SUSPENSIONS, DISMISSALS AND RESIGNATIONS; APPOINTMENTS AND EXECUTIVE CHANGES",New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; A.B. Dick's New Chief Describes His Strategy,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-b-dicks-new-chief-describes-his/docview/424388855/se-2?accountid=14586,"Norman J. Nichol has not wasted any time in setting goals for the A.B. Dick Company, a supplier of information processing systems, office duplicators and printing systems.
+Mr. Nichol, 38, took over as president and chief executive officer of the Chicago-based subsidiary of the General Electric Company of Britain a month ago. He succeeded Geoffrey R. Cross, who resigned in March to pursue personal business ventures. (British G.E. is not connected with the General Electric Company in the United States.)
+Part of Mr. Nichol's strategy is to win ground from AM International, A.B. Dick's crosstown rival, Mr. Nichol said. AM International has filed for protection from its creditors under Federal bankruptcy law.
+''We're not trying to kick AM International while it's down,'' he said, ''but we're going to aggressively pursue the offset printing and office automation markets.''
+A.B. Dick, which was acquired by British G.E. in 1978, recently introduced two offset printers designed to give larger images and better color and it is planning to establish itself in a big way in the office automation business. The company already receives 70 percent of its $500 million in annual sales from offset reproduction equipment, and 15 percent from the sale of office automation equipment, such as word processors.
+''We expect our office automation business to grow 20 percent a year,'' said Mr. Nichol, whose forecasts for the company's other businesses were also optimistic. ''We'll combine increased research and development funding with G.E. resources to nourish these businesses.''
+Mr. Nichol has worked for A.B. Dick since he left Kent State University in 1968 with an undergraduate degree in marketing. He has since served in various management positions, including branch manager, director of international marketing services and general manager of international operations.
+Mr. Nichol plans to revamp the company's network of distributors. He also plans to increase the percentage of A.B. Dick's sales in overseas markets, which now stands at about 30 percent.
+''The magic formula for any multinational should be 50-50,'' he said. ''If we manage well, we'll reach that mix in about five years.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+A.B.+Dick%27s+New+Chief+Describes+His+Strategy&title=New+York+Times&issn=03624331&date=1982-07-05&volume=&issue=&spage=1.32&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 5, 1982","''We're not trying to kick AM International while it's down,'' he said, ''but we're going to aggressively pursue the offset printing and office automation markets.'' ''We expect our office automation business to grow 20 percent a year,'' said Mr. [Norman J. Nichol], whose forecasts for the company's other businesses were also optimistic. ''We'll combine increased research and development funding with G.E. resources to nourish these businesses.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 July 1982: 1.32.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424388855,"United States, New York, N.Y.",English,5-Jul-82,COMPANY AND ORGANIZATION PROFILES; DATA PROCESSING; FINANCES,New York Times,NEWSPAPER,,,,,,,
+G.E. OFFERS DATA LINK TO IMPROVE AUTOMATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-offers-data-link-improve-automation/docview/424305901/se-2?accountid=14586,"The General Electric Company yesterday introduced a data transfer network intended to allow communication between computers and automated factory equipment.
+If the system performs as G.E. expects and is widely adopted, it would represent a major development in the drive to improve manufacturing productivity through automation.
+Sharing information through such a network should increase the productivity of automated equipment. For instance, it would become possible to use data developed when a computer designs a new part to quickly program the machines that will make the part.
+The network was described as a ''spinal cord and central nervous system'' for manufacturing by Donald K. Grierson, senior vice president in charge of G.E.'s industrial electronics group. G.E.officials contended that its introduction made the company the first to offer manufacturers a way to integrate all the major elements of the so-called factory of the future, including such G.E. products as computer-aided design systems, automated machine tools and robots. Consulting Service Planned
+General Electric also announced that it would establish an automation planning service, based in Bridgeport, Conn., to help manufacturers develop modernization programs. This consulting service is expected to lift sales of G.E. equipment, but the company said competing products would be recommended if they seemed better suited to a customer's needs.
+At a news conference, G.E. officials filled their remarks with rhetorical flourishes. James A. Baker, the executive vice president responsible for G.E.'s thrust into factory automation, said the company was ready to ''grab the reins of industrial automation in America.''
+Picking up Mr. Baker's mention of annual sales in automation products reaching $29 billion by 1991 for the industry, Mr. Grierson said, ''Our strategy is not to go for niches in that market but to drive it and lead it.''
+Factory automation products are part of G.E.'s technical systems group, along with aerospace, medical equipment and mobile communications systems. The group provided 14 percent of G.E.'s total sales of $27.24 billion last year and 6 percent of the company's $1.65 billion in net income. Company's Approach Noted
+''I'm impressed by the aggressiveness - I didn't think they would try to put all the pieces together so soon,'' said Howard Mager, an analyst who follows G.E. for L.F. Rothschild, Unterberg, Towbin. ''It looks as if they are telling investors that this is a focal point by which to judge the company's performance during the 1980's.''
+How far the data network and the consulting service will take General Electric toward its goals was hard to assess from yesterday's announcements, analysts said. The network's prospects will be determined partly by how many types of machines can ''talk'' into it. G.E., its customers and other suppliers will have to develop interfaces for machines that do not use certain standard electronic protocols that the network can ''hear.''
+In addition, G.E. officials conceded, a great many questions remain about exactly what information machines need to share to improve efficiency.
+The data network, dubbed GEnet, will be marketed by Intersil Inc., the integrated circuit and electronic memory manufacturer based in Sunnyvale, Calif., that G.E. acquired in 1981. The network is a broadband system capable of carrying voice and video information as well as more basic data about what machines are doing or the design details of new products to which they must adjust.
+Data handling networks have been introduced by companies such as the Xerox Corporation and Wang Laboratories Inc. in the battle to establish a standard for data communications within offices. G.E. said its network was designed primarily for the factory rather than the office.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.+OFFERS+DATA+LINK+TO+IMPROVE+AUTOMATION&title=New+York+Times&issn=03624331&date=1982-03-31&volume=&issue=&spage=D.7&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 31, 1982","''I'm impressed by the aggressiveness - I didn't think they would try to put all the pieces together so soon,'' said Howard Mager, an analyst who follows G.E. for L.F. Rothschild, Unterberg, Towbin. ''It looks as if they are telling investors that this is a focal point by which to judge the company's performance during the 1980's.'' How far the data network and the consulting service will take General Electric toward its goals was hard to assess from yesterday's announcements, analysts said. The network's prospects will be determined partly by how many types of machines can ''talk'' into it. G.E., its customers and other suppliers will have to develop interfaces for machines that do not use certain standard electronic protocols that the network can ''hear.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Mar 1982: D.7.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,424305901,"United States, New York, N.Y.",English,31-Mar-82,"NEW MODELS, DESIGN AND PRODUCTS; DATA PROCESSING; MACHINERY AND EQUIPMENT; FACTORIES AND INDUSTRIAL PLANTS",New York Times,NEWSPAPER,,,,,,,
+A NEW AUTOMATION TO BRING VAST CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-automation-bring-vast-changes/docview/424309425/se-2?accountid=14586,"SOONER or later, many experts think, most of us will have careers that involve high technology. Even those who don't design microcircuits or genetically manipulate bacteria will be working with computers or robots in their offices and factories. For a new type of automation is taking place, one that is expected to change the world employment picture dramatically.
+Some workers will benefit from the new high-technology fields, such as computer science. Others will find their jobs eliminated in what some experts think will be widespread unemployment brought about by automation. There will be extensive retraining for entry into new fields or adapting to computers - which will become as commonplace as telephones. And job responsibilities and relations between employers and employees will shift dramatically as a result of high technology, a nebulous term that roughly includes those technical and scientific fields in which advances are occurring rapidly - such as computers and telecommunications, genetic engineering and the design of new materials.
+According to the Federal Bureau of Labor Statistics, the most rapidly growing demand in the United States in the next decade will be for technicians for computer repair. Using what the bureau called assumptions of low growth in the economy, demand for such mechanics was still expected to increase 147 percent from 1978 to 1990, according to a recent bureau study.
+Also in the top 10 fast-growing occupations are computer-systems analysts, computer operators, office-machine and cash-register servicers and computer programmers, all of which are projected to increase at least 70 percent over that period.
+The demand for engineers, particularly in electronics, is also supposed to experience healthy growth. Alan J. Fechter, head of scientific and technical personnel studies at the National Science Foundation, said engineers would have brighter employment prospects than scientists.
+Engineers are primarily employed by industry, while scientists more often gravitate to the academic sector, which, Mr. Fechter said, is suffering from budgetary woes. However, he added, some science graduates, particularly those in earth sciences, will encounter a healthy demand for their services.
+Finding a job will not necessarily be easy, though, because enrollments in engineering have swelled. The number of bachelor's degrees in electrical engineering and computer science has grown more than 12 percent a year in the last few years.
+The American Electronics Association predicted last year that even that increase in enrollments would fall far short of supplying the needs. But the organization's report has been roundly criticized as overstating the magnitude of the potential shortages.
+''It didn't use scrupulous scientific sampling methods,'' said Robert Larson, president of the Institute for Electrical and Electronic Engineers. He and others noted that at the moment there seemed to be no net shortage of electrical engineers because even typically fast-growing electronics companies have been hit hard by the recession.
+Patricia Hill Hubbard, vice president of the A.E.A., defended the study, however, predicting, ''When the recovery comes, the problem will be as blatant as ever.''
+In recent months there have been layoffs of engineers and other white-collar workers at such high-technology companies as Texas Instruments, Honeywell and Xerox. And any future shortage, they say, depends as much on recovery of the economy as on anything else. Some fear that the engineering job outlook is headed for another oversupply, such as occurred in the early 1970's.
+Even electrical engineers themselves have a gloomy outlook for their profession, according to an informal - and admittedly unscientific - poll taken by The Institute, the engineering organization's newspaper. Some 81 percent of the respondents thought there was no nationwide shortage of engineers in general, and 75 percent said they felt there would not be a shortage.
+In addition, more than 60 percent of the respondents said that engineers were being underutilized, either because their skills had become obsolete or because they spent much of their time on menial chores such as drawing and photocopying, which could be done by others less skilled.
+Thus the outlook for those in the high-technology field is mixed. Many experts, in fact, believe that no matter how fast the new fields grow they will not be able to provide enough jobs to compensate for unemployment caused by automation elsewhere.
+Others disagree. Neal Rosenthal, chief of the occupational outlook division of the Bureau of Labor Statistics, said he thought the idea that automation would ultimately replace people was ''oversold.'' He said that automation had been occurring for years without any noticeable overall effect on unemployment, and cited numerous historical precedents.
+INSERT A GOES HERE
+''The fallacy in all these negative arguments,'' said Vincent E. Giuliano, a senior staff member of Arthur D. Little Inc., a Cambridge, Mass., consulting firm, ''is that there is a limited amount of work to do, and when you automate that work there will be less work to do.'' History shows, he said, that automation, while reducing jobs in some sectors, results in ''whole new cadres of jobs that never existed before.''
+In the past, new fields have always sprung up to replace those affected by automation. Workers moving off the farms found jobs in manufacturing; and as manufacturing became automated, more workers shifted to white-collar and service-industry jobs, such as those in nursing and the restaurant field.
+According to the Bureau of Labor Statistics, roughly 50 percent of all those employed in the United States hold white-collar jobs and 15 percent are in service industries. More than 32 percent are in blue-collar jobs and less than 3 percent are in farming.
+But some experts think that in coming years displaced workers will not find other employment as easily because the new technology, which automates brain work as well as muscle work, is so pervasive. ''I don't see where we can run to this time,'' said Robert T. Lund, assistant director of the Center for Policy Alternatives at the Massachusetts Institute of Technology.
+Robots, for instance, can take over factory jobs that have heretofore defied automation, making possible the so-called workerless factory. And office automation systems, by speeding the flow of documents and transactions, are threatening to stunt employment growth in the service and white-collar sectors, which have so far picked up the slack as employment in other sectors has diminished.
+Those affected so far by office automation have been mainly secretaries - who are still in short supply - and other clerical workers, whose tasks can be speeded by replacing typewriters with electronic word processors and filing cabinets with computerized storage systems. But new office automation systems are affecting management as well, because they give managers the ability to call up information out of the company computers and analyze it themselves, a function that once required a staff of subordinates and middle-level managers.
+Automation is also affecting the work of other professionals.Architects and engineers use computers to design buildings or products. And the field of artificial intelligence is producing sophisticated computer programs that can ''think.''
+These programs can perform such tasks as medical diagnoses or deciding where to explore for oil. Thus the need for doctors, to cite one profession, could theoretically decline because less skilled people, with the help of such computer systems, could do some of the work that physicians now perform.
+Automation can even snap back at its creators - those who work in the electronics industry. A study prepared for the Ontario Manpower Commission notes that computerized equipment contains far fewer parts than the electromechanical parts they replace. The Singer company, for instance, makes a sewing machine in which one microprocessor replaces 350 mechanical parts. The labor required to build it is reduced accordingly. However, the report notes, the increased number of workers involved in development of new products has so far offset that employment trend.
+Similarly, though there is currently a shortage of computer programmers, programs are now being devised that can help write other programs. Similarly, new computer-aided design systems can speed up the design of microelectronic circuits.
+The debate over whether automation will destroy jobs is complicated by other factors, such as a nation's balance of trade. If a country uses automation to lower its product prices, as Japan has done, then the growth in exports can strengthen the economy enough to compensate for losses in employment that automation causes.
+For that reason, many experts expect automation in the United States to proceed quickly, because not to automate might result in an even greater job loss.
+Others point out that changes in employment brought about by advanced technology will be gradual, leaving time to plan to mitigate any adverse effects.
+While European nations have looked at the effects of automation on employment and Canada is starting to do so, critics say the United States has failed to consider the issue adequately. ''We cannot understand why they're not interested,'' said Chris A. Jecchinis, chairman of the economics department at Lakehead University in Ontario, author of the report for the Ontario Manpower Commission.
+In the meantime, the immediate effect of high technology for most workers will be that they work with computers, not be replaced by them. Sometimes, according to John Connell, executive director of the Office Technology Research Group in Pasadena, Calif., when office workers and highly trained professionals are introduced to computerized systems they resist the change - not so much out of fear of losing their jobs as out of having to revise their habits. ''It's the need to go back and become a beginning learner on this new device,'' he said.
+But computerization of the office can eliminate much of the drudgery in jobs and result in more free time for creative tasks. It enables people to work at their own pace at home or away from the office, by connecting portable computer terminals to the office over communications lines. This, for instance, can provide more flexibility for workers.
+On the other hand, the new technology has the potential for tying workers to their machines and transferring more power from workers to employers. Employers can monitor how fast typists are typing on a word processor, which they could not do when secretaries used typewriters. Such loss of control over how fast and when they work, according to Michael J. Smith, chief of motivation and stress research at the National Institute of Occupational Safety and Health, could increase stress on workers.
+Illustration Cartoon",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+NEW+AUTOMATION+TO+BRING+VAST+CHANGES&title=New+York+Times&issn=03624331&date=1982-03-28&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 28, 1982","''It didn't use scrupulous scientific sampling methods,'' said Robert Larson, president of the Institute for Electrical and Electronic Engineers. He and others noted that at the moment there seemed to be no net shortage of electrical engineers because even typically fast-growing electronics companies have been hit hard by the recession. ''The fallacy in all these negative arguments,'' said Vincent E. Giuliano, a senior staff member of Arthur D. Little Inc., a Cambridge, Mass., consulting firm, ''is that there is a limited amount of work to do, and when you automate that work there will be less work to do.'' History shows, he said, that automation, while reducing jobs in some sectors, results in ''whole new cadres of jobs that never existed before.'' While European nations have looked at the effects of automation on employment and Canada is starting to do so, critics say the United States has failed to consider the issue adequately. ''We cannot understand why they're not interested,'' said Chris A. Jecchinis, chairman of the economics department at Lakehead University in Ontario, author of the report for the Ontario Manpower Commission.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Mar 1982: A.1.",11/14/17,"New York, N.Y.",UNITED STATES,"Pollack, Andrew",New York Times Company,,Newspapers,424309425,"United States, New York, N.Y.",English,28-Mar-82,SCIENCE AND TECHNOLOGY; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+"Business People; OPERATIONS SPECIALIST TO PAINE, WEBBER POST","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-operations-specialist-paine/docview/424159994/se-2?accountid=14586,"Leland H. Amaya, a Wall Street operations expert, has been appointed vice chairman of Paine, Webber, Jackson & Curtis, the big securities firm, effective Oct. 1. The post had been vacant.
+The concern had been beset in 1980 by severe operational difficulties that emerged soon after its parent company, Paine Webber Inc., acquired Blyth Eastman Dillon & Company, another investment house. But Mr. Amaya said yesterday, ''They have that behind them.''
+Last month, Donald E. Nickelson was named president and chief executive officer of Paine, Webber, Jackson & Curtis. Donald B. Marron, chairman and chief executive officer of the parent, is also chairman of the subsidiary.
+Mr. Amaya, 56, has been associated with the Securities Industries Automation Corporation, which provides securities clearance and settlement for the New York Stock Exchange and the American Stock Exchange, since 1974. He has been its chairman and chief executive officer for the last three years.
+Previously Mr. Amaya was vice president for data systems management of Pan American World Airways and vice president of Atar Computer Systems. Earlier he spent 17 years in the computer services area at the Lockheed Corporation.
+''You don't use automation for automation's sake,'' Mr. Amaya said. ''Anybody with his head screwed on is certainly going to analyze thoroughly where technology can be applied. That's the theme that I really plan to execute at Paine Webber.'' Leonard Sloane
+Illustration photo of Leland H. Amaya",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+People%3B+OPERATIONS+SPECIALIST+TO+PAINE%2C+WEBBER+POST&title=New+York+Times&issn=03624331&date=1981-08-21&volume=&issue=&spage=D.2&au=Sloane%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 21, 1981","''You don't use automation for automation's sake,'' Mr. [Leland H. Amaya] said. ''Anybody with his head screwed on is certainly going to analyze thoroughly where technology can be applied. That's the theme that I really plan to execute at Paine Webber.'' Leonard Sloane","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Aug 1981: D.2.",11/14/17,"New York, N.Y.",,"Sloane, Leonard",New York Times Company,,Newspapers,424159994,"United States, New York, N.Y.",English,21-Aug-81,APPOINTMENTS AND EXECUTIVE CHANGES; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+Savings Unit Automation,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/savings-unit-automation/docview/424177328/se-2?accountid=14586,"Federal savings and loan associations will be allowed to set up 24-hour automated banking machines anywhere in the country under a regulation approved today.
+In a move to make savings associations more competitive with commercial banks and other financial institutions, the Federal Home Loan Bank Board voted unanimously to eliminate geographic restrictions on the use of automated tellers. The new regulation takes effect immediately.
+Under the old system, the nearly 4,000 Federally chartered savings and loan associations could set up the machines only in their home states or in the general vicinity of their out-of-state branch offices.
+The decision by the board was seen as another move by the Administration to deregulate industries whenever possible.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Savings+Unit+Automation&title=New+York+Times&issn=03624331&date=1981-08-07&volume=&issue=&spage=D.5&au=Reuters&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 7, 1981","In a move to make savings associations more competitive with commercial banks and other financial institutions, the Federal Home Loan Bank Board voted unanimously to eliminate geographic restrictions on the use of automated tellers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Aug 1981: D.5.",11/14/17,"New York, N.Y.",,Reuters,New York Times Company,,Newspapers,424177328,"United States, New York, N.Y.",English,7-Aug-81,SAVINGS AND LOAN ASSOCIATIONS; BANKS AND BANKING; LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+ANALYSTS QUESTION EXECUTIVES OF G.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/analysts-question-executives-g-m/docview/424152277/se-2?accountid=14586,"The senior management of the General Motors Corporation was questioned by analysts yesterday on how the company was responding to the advanced automation and productivity in Japan that have helped that country gain a major foothold in the American automotive industry. The replies drew a mixed reaction.
+''I think we've got a robotics program that is as good as anything anyone else has,'' F. James McDonald, president of General Motors, declared. ''We've got more automation in our 'J' car body than anywhere else. We've got the potential to close the gap on automation. And we certainly aren't sitting here with the idea that the Japanese won't move ahead.''
+Almost 100 analysts representing many of the largest brokerages, insurance companies and pension funds asked questions for an hour and a half, mostly on productivity, automation and costs. A number of them who recently visited Japan and some of its largest auto makers remarked that the Japanese planned to increase their auto making capacity by 6 percent a year. And they registered some concern over G.M.'s ability to obtain cooperation from the United Automobile Workers union in the companny's effort to close the $8-an-hour wage gap between American auto workers and the Japanese.
+Observing that he believed that relations between the company and the auto industry union had changed and matured in the last few years, Mr. McDonald asserted, ''I foresee the only strike possibility in the future coming over an economic issue at the national negotiating level with local issues being adjusted.'' He cited cooperative efforts by workers in some G.M. plants when invited to participate in decision-making where employment problems arose over the ability to compete with imports.
+But Harvey E. Heinbach, an analyst for Merrill Lynch, said after the meeting at the General Motors Building here: ''There is apparently a significant amount of automation under way, and it is an important part of improving U.S. productivity. But I am not sure that the improvements will be fully sufficient to overcome the cost differential. Even if U.S. producers catch up on productivity, there is the cost gap. As G.M. said, the American auto worker makes $19 and hour and the Japanese earns $11 an hour, so that makes for an $8 differential. Assuming that there is 100 man-hours in producing a U.S. subcompact, even if productivity is equal that means a cost difference here of $800 for the car. And the Japanese are putting fewer man-hours into making the car.'' 05'High Level of Confidence'
+Donald F. DeScenza, analyst for Donaldson, Lufkin & Jenrette, said that he was impressed by the G.M. management's remarks. ''They articulated a high level of confidence that they would and could catch up and that there were signs that they would get favorable cooperation from the labor force.''
+However, Maryann Keller, analyst for Paine Webber Mitchell Hutchins, asserted: ''The G.M. executives said nothing substantive that hasn't already been said before. There was an admission that they would do something on labor costs but it wasn't specific.''
+About l.4 million of the G.M.''X'' car, the first American frontwheel car sold at mass volume, have been sold so far, Mr. McDonald told the analysts, ''which is probably the best record attained by any maker.'' He continued: ''But we feel that from a quality standpoint we can always improve on any new car. If not, we haven't done our job as a management group.''
+The G.M. president, as well as Howard H. Kehrl, vice chairman, and F. Alan Smith, executive vice president, said that lower gasoline prices and improved supply would not change the company's product plan through 1984. ''We had two main obstacles to sales in the last few years,'' Mr. McDonald said. ''That was the gas situation and high interest rates. Now one has been alleviated, perhaps only temporarily, but we think there is a huge pent-up demand which will come to fulfillment longer term for us. Right now, though, consumer confidence is not of a level to stimulate the auto industry greatly.''
+Illustration photo of F. James McDonald",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ANALYSTS+QUESTION+EXECUTIVES+OF+G.M.&title=New+York+Times&issn=03624331&date=1981-07-08&volume=&issue=&spage=D.6&au=Barmash%2C+Isadore&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 1981","''I think we've got a robotics program that is as good as anything anyone else has,'' F. James McDonald, president of General Motors, declared. ''We've got more automation in our 'J' car body than anywhere else. We've got the potential to close the gap on automation. And we certainly aren't sitting here with the idea that the Japanese won't move ahead.'' About l.4 million of the G.M.''X'' car, the first American frontwheel car sold at mass volume, have been sold so far, Mr. McDonald told the analysts, ''which is probably the best record attained by any maker.'' He continued: ''But we feel that from a quality standpoint we can always improve on any new car. If not, we haven't done our job as a management group.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 1981: D.6.",11/15/17,"New York, N.Y.",,"Barmash, Isadore",New York Times Company,,Newspapers,424152277,"United States, New York, N.Y.",English,8-Jul-81,AUTOMOBILES; UNITED STATES ECONOMY; INVESTMENT COUNSELORS; LABOR-MANAGEMENT RELATIONS; CAPITAL INVESTMENT,New York Times,NEWSPAPER,,,,,,,
+SURGE IN STOCK TRADING RAISES QUESTION OF BROKER CAPABILITIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/surge-stock-trading-raises-question-broker/docview/424107890/se-2?accountid=14586,"This week's record one-day volume of 84.1 million shares on the New York Stock Exchange raises the question of whether brokerage houses can handle such heavy trading activity on a sustained basis.
+The hectic trading on Wednesday that reflected the Republican election sweep calmed down Thursday, with 48.9 million shares changing hands, and yesterday, with a volume of 40.1 million shares.
+''No single day's volume presents a problem,'' said Sanford I. Weill, chairman of Shearson Loeb Rhoades Inc. ''But if you come to a new level of sustained activity, the situation can change.''
+Warning flags, nonetheless, are flying.
+Interdependency Cited
+''We feel the industry probably could handle a sustained volume of between 70 million and 80 million shares daily, but, beyond that, the capability is not yet in place,'' said Mario J. Nigro, division director of corporate systems for Merrill Lynch, Pierce, Fenner & Smith. His firm accounts for 10 percent or more of total Big Board turnover.
+What makes the situation critical, Mr. Nigro asserted, is that, even if 80 percent of all brokerage firms effectively dealt with continued heavy trading, the 20 percent unable to cope could affect the rest of the industry. ''It's like an infection that spreads,'' he said. ''Despite automation programs undertaken in recent years, firms are still interdependent on each other in their buy and sell transactions.''
+Securities trading remains the profit plum for brokerage firms, despite their expansion in recent years into insurance, real estate, options, money market funds and a host of new products. A forced cutback in trading activity, officials note, would be comparable to setting sales limits for any other business.
+Thus, brokerage-house officials are fond of conjuring up new peaks for trading volume. Only last year, Harry A. Jacobs Jr., chief executive officer of the Bache Group Inc., forecast 100-million-share days for 1980. Sinking in a Sea of Paper
+This year's trading is running ahead of last year's record general trading level by a wide margin. Average daily trading volume through October 1980 ran 43.8 million shares, compared with a daily average of 32.2 million shares for all of 1979, which had been a record. Wednesday's record turnover served as an uncomfortable reminder of the ''paperwork crunch'' that almost scuttled the industry in the late 1960's and caused millions of investors to desert the stock market.
+A dozen years ago, average trading volume was 12.9 million shares a day, but at that time, a much higher proportion of the turnover was accounted for by trades of individual investors and this in turn intensified back-office paperwork problems. In that bleak period, the Big Board curtailed trading hours as back offices, unprepared to handle the order volume, kept sinking in a rising sea of paper. As a result, dozens of firms went out of business or were forced into mergers.
+Many of the surviving firms expanded their capacity to deal with higher volume by installing data processing systems but, ironically, activity on the Big Bord declined during each of the next two years.
+Today, the industry remains so sensitive to the painful events of a dozen years ago that some brokerage executives prefer to use the term operations group instead of the back office.
+There are more recent reminders of the potential vulnerability of brokerage firms to any renewal of severe operational difficulties. Failure to Automate
+In the spring of 1979, Shearson Hayden Stone Inc. announced plans to merge with Loeb Rhoades, Hornblower & Company in the largest consolidation in Wall Street history. One problem at Loeb Rhoades, a venerable privately owned firm, was its failure to automate sufficiently to handle a surge in trading volume.
+Again, earlier this year, operational problems touched off by heavy trading dealt a blow to both the profits and prospects of Paine Webber Inc. following its acquisition of Blyth Eastman Dillon. After showing a loss of more than $10 million in the three months ended March 31, Paine Webber returned to profitability in the following quarter under the guidance of a new management team.
+Any future crisis, industry officials contend, might result not so much from the blizzard of paper such as characterized the late 1960's as from a shortfall in data processing capability. Both the Big Board and its member firms have automated many procedures during the intervening years. The question remains, however, as to whether those steps are sufficient to make the industry invulnerable to sustained heavy trading.
+The cost of preparedness comes high. Merrill Lynch, for example, is in the second year of a five-year, $100 million program to improve its automated services.
+''Automating procedures form an ever-expanding part of our budget,'' Mr. Weill of Shearson Loeb Rhoades said. ''In our current fiscal year, we plan to spend $20 million on automation and data processing equipment.''
+Illustration Photo of Mario J. Nigro Photo of Harry A. Jacobs Jr. Photo of Sanford I. Weill",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SURGE+IN+STOCK+TRADING+RAISES+QUESTION+OF+BROKER+CAPABILITIES&title=New+York+Times&issn=03624331&date=1981-06-30&volume=&issue=&spage=2.32&au=VARTAN%2C+VARTANIG+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 30, 1981","''No single day's volume presents a problem,'' said Sanford I. Weill, chairman of Shearson Loeb Rhoades Inc. ''But if you come to a new level of sustained activity, the situation can change.'' What makes the situation critical, Mr. [Mario J. Nigro] asserted, is that, even if 80 percent of all brokerage firms effectively dealt with continued heavy trading, the 20 percent unable to cope could affect the rest of the industry. ''It's like an infection that spreads,'' he said. ''Despite automation programs undertaken in recent years, firms are still interdependent on each other in their buy and sell transactions.'' ''Automating procedures form an ever-expanding part of our budget,'' Mr. Weill of Shearson Loeb Rhoades said. ''In our current fiscal year, we plan to spend $20 million on automation and data processing equipment.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 June 1981: 2.32.",11/14/17,"New York, N.Y.",STOCKS AND BONDS,"VARTAN, VARTANIG G",New York Times Company,,Newspapers,424107890,"United States, New York, N.Y.",English,30-Jun-81,BROKERS AND BROKERAGE FIRMS,New York Times,NEWSPAPER,,,,,,,
+TECHNOLOGY; NEXT IN OFFICE AUTOMATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-next-office-automation/docview/424073253/se-2?accountid=14586,"THE office has been gradually filling up with sophisticated electronic machinery - word processors, intelligent copiers, printers and computers. The next step is to connect the machines to each other, using a local network. Most of the major office equipment vendors have developed or are believed to be developing their own local networks or are lining up behind the standard bearers in what is shaping up as the next big battle in the office automation industry.
+Local networks can greatly enhance the usefulness of office machinery. Alone, a word processor can be used to type and edit a letter. Attached to a local network, the word processor can transmit that letter to another word processor or computer terminal in the building. Several terminals can share the same printer or electronic filing cabinet. Local networks can also be attached to long-distance transmission networks, so that data can be sent between cities.
+Local networks are expected eventually to alleviate another stumbling block toward office automation, the so-called Babel syndrome. Computers and word processors and other machines made by different companies speak different languages and use different formats. Imagine how the mail would work if some people wrote the address in French and others in German, and some put the address in a spot on the envelope that others use for the return address.
+Ideally, local networks will allow devices made by different vendors to be hooked together. At the moment, however, it is widely perceived that the company that sells the local network will also sell most of the machines that attach to it. That is where the money is to be made. ''It's a cheap way of selling a lot of equipment at one time,'' said Dale Kutnick of the Yankee Group, a Boston-area consulting firm.
+Nevertheless, some smaller companies such as Sytek Inc. and Ungermann-Bass Inc. are peddling only the communications function without having an interest in particular word processors or printers.
+Building a local network basically requires installing wires or cables in a building and devising a way to control the traffic on the cable or wires. While that might sound simple, there are numerous ways of accomplishing it, each with different costs, transmission speed and capabilities. Networks generally cost from $800 to $2,000 per attachment, Mr. Kutnick said.
+One method is the baseband approach, typified by the Xerox Corporation's Ethernet, which uses a coaxial cable that can carry only one packet of data at a time. The various office machines attach to the cable at different points.
+Before putting a message into the cable, a machine listens to make sure that the coast is clear. If it is, the message is sent in a lightning-quick burst. If two machines start sending at once and collide, they both draw back and try again, like two people who start talking to each other at the same time. In Ethernet, the machines themselves control the traffic.
+Because it has only one pathway, baseband cannot carry some types of information, particularly television pictures. Wang's answer is broadband, in which the cable is divided into multiple channels, as in cable television, to increase its carrying capacity.
+The Lowell, Mass., company says its Wangnet, which will be announced formally in the next several months, will have greater capacity for roughly the same price as baseband. The Yankee Group, however, notes that there is an extra cost attached to the device that must assign each message to a given frequency. Xerox believes the ability to transmit television pictures is not needed.
+Still another approach is to have all the messages go through a central switchboard, as in the telephone system. The Datapoint Corporation earlier this month displayed a sophisticated switchboard, or private branch exchange, capable of handling both voice and data. Proponents of that approach say such a system is justified for phone use alone.
+Other approaches arrange the machines in rings. Machines either can be polled in turn by a central controller to see if they have any messages to submit, or a ''token'' can be passed around the ring from machine to machine and each device can send a message when it controls the token.
+Which approach or approaches will prevail is far from clear. The situation is complicated by the fact that more than one approach can be used within the same building. Datapoint, for instance, envisions using its central switchboard to connect various smaller baseband networks. Furthermore, the International Business Machines Corporation, the largest office automation company, has not yet fully played its hand.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TECHNOLOGY%3B+NEXT+IN+OFFICE+AUTOMATION&title=New+York+Times&issn=03624331&date=1981-04-30&volume=&issue=&spage=D.2&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 30, 1981","Local networks can greatly enhance the usefulness of office machinery. Alone, a word processor can be used to type and edit a letter. Attached to a local network, the word processor can transmit that letter to another word processor or computer terminal in the building. Several terminals can share the same printer or electronic filing cabinet. Local networks can also be attached to long-distance transmission networks, so that data can be sent between cities. Ideally, local networks will allow devices made by different vendors to be hooked together. At the moment, however, it is widely perceived that the company that sells the local network will also sell most of the machines that attach to it. That is where the money is to be made. ''It's a cheap way of selling a lot of equipment at one time,'' said Dale Kutnick of the Yankee Group, a Boston-area consulting firm. Other approaches arrange the machines in rings. Machines either can be polled in turn by a central controller to see if they have any messages to submit, or a ''token'' can be passed around the ring from machine to machine and each device can send a message when it controls the token.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Apr 1981: D.2.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424073253,"United States, New York, N.Y.",English,30-Apr-81,DATA PROCESSING; INDUSTRY PROFILES; SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+XEROX'S SIMPLER CO MPUTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/xeroxs-simpler-computer/docview/424074053/se-2?accountid=14586,"The Xerox Corporation yesterday introduced a product intended to overcome a major obstacle in the path toward the automated office - the reluctance of white-collar workers with no computer experience to use electronic terminals.
+The 8010 Star Information System, a video display terminal, can be used without the need for code words and special commands common to other systems, Xerox said. The terminal can be used to create and edit documents, as is done on a word processor, to create graphs and charts, retrieve documents stored in electronic files and send and receive electronic messages.
+Analysts said the product would help make terminals less intimidating in the corporate levels above secretaries. The new work station, they added, was ahead of the field in providing many functions in one terminal and in being simple to use. 'Easier and Easier to Use'
+''That capability will be important to both office automation and to Xerox,'' said Sanford J. Garrett of Paine Webber Mitchell Hutchins. ''The whole trend in office automation for the next 10 years will be to make products easier and easier to use.''
+Rather than having to type commands and code words, as is required on other terminals, the user can move a little pointer on the screen to symbols representing various functions.
+To retrieve a particular file, for instance, the user moves the pointer to a picture of a filing cabinet and presses one key. To print a document the pointer is moved to a little picture of a printer.
+''We're dealing with professionals, people who prefer pointing and selecting to typing explicit commands,'' said David E. Liddle, vice president of Xerox's office products division, at a New York news conference. Managers and top-level executives would need yet simpler terminals, Xerox officials said.
+Xerox has invested about $50 million in developing the work station since 1972, Donald J. Massaro, president of the office products division, said. It will be available starting in the fall for a single unit price of $16,500 with volume discounts available.
+The Star work station would increase the productivity of such professional workers as engineers and analysts, Xerox officials said, by speeding their ability to gather information and to compile it into reports and memos.
+''We've already seen some things that indicate that the professional wants help,'' said Mr. Massaro. He pointed to the growing use of personal computers by engineers and analysts. Vital Gap Filled In
+For Xerox the Star work station also fills in a vital gap in its product line. It is designed to be used with other products introduced by Xerox over the last three years, including an electronic filing system, a printer that can print out what appears on the work station screen, a communications device linking various machines, and Ethernet, a communications network to tie the office machinery together.
+But what Xerox sees as strong points could hinder sales of the Star work station, some analysts believe. Harvey L. Poppel, senior vice president of Booz Allen & Hamilton, a consulting firm, said that productivity of professional and managerial office workers was less well defined and more difficult to measure than it was for typists or factory workers. Unless companies can be convinced of the savings, he added, they will be reluctant to spend the money needed to buy the terminals.
+In addition, the Star work station is really useful only when tied in with the electronic file, the printer and the Ethernet network. Few companies have made commitments so far to buy the whole package, which might retard sales of the work station.
+Illustration 2 photos of new computer",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=XEROX%27S+SIMPLER+COMPUTER&title=New+York+Times&issn=03624331&date=1981-04-28&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 28, 1981","''That capability will be important to both office automation and to Xerox,'' said Sanford J. Garrett of Paine Webber Mitchell Hutchins. ''The whole trend in office automation for the next 10 years will be to make products easier and easier to use.'' ''We're dealing with professionals, people who prefer pointing and selecting to typing explicit commands,'' said David E. Liddle, vice president of Xerox's office products division, at a New York news conference. Managers and top-level executives would need yet simpler terminals, Xerox officials said. ''We've already seen some things that indicate that the professional wants help,'' said Mr. [Donald J. Massaro]. He pointed to the growing use of personal computers by engineers and analysts. Vital Gap Filled In","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Apr 1981: D.1.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424074053,"United States, New York, N.Y.",English,28-Apr-81,"OFFICE EQUIPMENT; NEW MODELS, DESIGN AND PRODUCTS; DATA PROCESSING",New York Times,NEWSPAPER,,,,,,,
+BONN'S COAL INDUSTRY EXPORTS AUTOMATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bonns-coal-industry-exports-automation/docview/424014949/se-2?accountid=14586,"Special to The New York Times
+West Germany's coal equipment industry, facing a saturated domestic market and seeking growth opportunities outside its borders, is moving into an American market thirsty for technological help.
+While America's 438 billion tons of proven coal reserves make it a coal giant, the United States mining industry, in terms of productivity, remains a dwarf. Inefficient and antiquated technology limit production, and the widely used ''room and pillar'' method of mining leaves about as much coal under ground as it brings to the surface.
+But the industry, aided by the Department of Energy, has begun a costly program to modernize, and West Germany's sophisticated mining-equipment makers, responsible for their own national industry's near total mechanization, are poised to cash in on the investments.
+American technology ''leaves about half the coal under ground,'' said Alexander Hemscheidt, whose Wuppertal-based company, Hermann Hemscheidt Maschinenfabrik, is leading the trans-Atlantic invasion. ''In Europe,'' he said, ''we take out about 98 percent.''
+Hemscheidt is one of five coal mining equipment manufacturers that share the West German market. The company registered sales this year of $160 million. Exports accounted for almost 50 percent. More important, exports now produce most of the company's earnings. As a privately held, family-owned company, Hemscheidt releases no profit figures. But Mr. Hemscheidt acknowledges tight competition is depressing profits in Germany, and the company depends increasingly on the flow of revenues from overseas.
+Focus Is on U.S. Market
+Hemscheidt has manufacturing units in Britain and South Africa, and last year set up a distribution subsidiary in Australia. But the United States, whose coal mining ambitions the company expects to help develop, is viewed as the company's principal source of growth.
+Hemscheidt began serving the American market through an Ingersoll-Rand subsidiary in 1972. In 1975, the company set up its own United States unit, the Hemscheidt America Corporation, in Pittsburgh. Its sales in the United States this year totaled $40 million. Early next year, the company will begin building its first American plant at a site near Pittsburgh.
+The company's main product, which accounts for 90 percent of sales, is called a power roof support. It resembles a large hydraulic jack, and is one of the key tools in a mining process known as long-wall mining. Long-wall mining is now employed almost universally in Europe, but is only just being introduced in the United States, where most mines still use the traditional room and pillar method.
+That method involves removing sections of a coal deposit, or seam, to form large underground rooms, while leaving behind heavy pillars of coal to support the rooms' ceiling, or roof. The method's obvious disadvantage is that about half the mine's coal, which forms the pillars, stays underground.
+Germans Automate Process
+In long-wall mining, a row of highly automated machines, sometimes as much as 300 yards long, chews away at a seam of coal, sends it out on conveyor belts, and allows the ground above to drop by as much as the thickness of the underground seam it removes.
+Three types of tools are used. Heavy coal-shearing machines cut the coal from the seam. A heavy-duty conveyor belt carries the coal out of the mine. Behind the shears and conveyor, the power roof supports hold up the tons of earth above the hollow space the shears create after they cut away the coal. As the shears cut, the conveyor and roof supports are moved forward by hydraulic devices to follow the shears. As the supports move forward, like a huge steel earthworm moving sideways, the earth behind them collapses, filling the empty slice of earth that had contained the coal.
+Thanks to such automation, Germany today leads Europe in coal mining productivity, despite difficult geological conditions in German mines. This year, Germany's mines are yielding four times as much coal per man-hour than they did in 1957.
+The first power roof supports were developed in the 1960's, Mr. Hemscheidt said. The real breakthrough came, however, in 1972, when Hemscheidt introduced shield supports, which employ steel sheets to hold the roof in place, assuring greater stability and greater safety for workers underneath.
+Hemscheidt manufactures only the supports, but cooperates with companies like Eickhoff G.m.b.H., in nearby Bochum, that make other equipment, like coal shears.
+Pilot Projects Developed
+Hemscheidt has already installed 20 units in the United States - in New Mexico, Utah, Illinois, West Virginia and elsewhere. The company is working with the Kaiser Steel Corporation in New Mexico, and with Mid-Continent Resources Inc. in Colorado, in developing pilot projects that are partly financed by the Department of Energy.
+Mr. Hemscheidt said the company was developing particularly strong machines for the American market. They will be used relatively close to the surface, at depths of 500 to 1,000 feet. The average coal mines in Germany are more than 3,000 feet deep. At greater depths, he said, much of the overhang is self-supporting, and exerts less pressure on the hydraulic supports.
+A major obstacle to widespread use of the system in the United States, Mr. Hemscheidt said, is the high capital investment necessary to purchase the machines. A line of 10 supports costs about $7 million.
+Charles Bradford, a coal analyst at Merrill Lynch, Pierce, Fenner & Smith Inc., in New York, said: ''Long-wall technology has been offered here for a great number of years, but it is not necessarily the most efficient way to go. It is good under certain difficult mining conditions, but it is very expensive and is not a panacea. It is a direction that the industry tends to be leaning toward, but more and more of our coal is being mined on the surface.''
+Mr. Hemscheidt said that tough American dust-control regulations were another obstacle. But the company is working on the development of electrical and hydraulic remote-control operating systems. As it is, only two operators are needed to care for 100 machines.
+Illustration Photo of A hydraulic roof Drawing coal equipment",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BONN%27S+COAL+INDUSTRY+EXPORTS+AUTOMATION&title=New+York+Times&issn=03624331&date=1980-11-12&volume=&issue=&spage=D.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 12, 1980","While America's 438 billion tons of proven coal reserves make it a coal giant, the United States mining industry, in terms of productivity, remains a dwarf. Inefficient and antiquated technology limit production, and the widely used ''room and pillar'' method of mining leaves about as much coal under ground as it brings to the surface. American technology ''leaves about half the coal under ground,'' said Alexander Hemscheidt, whose Wuppertal-based company, Hermann Hemscheidt Maschinenfabrik, is leading the trans-Atlantic invasion. ''In Europe,'' he said, ''we take out about 98 percent.'' Charles Bradford, a coal analyst at Merrill Lynch, Pierce, Fenner & Smith Inc., in New York, said: ''Long-wall technology has been offered here for a great number of years, but it is not necessarily the most efficient way to go. It is good under certain difficult mining conditions, but it is very expensive and is not a panacea. It is a direction that the industry tends to be leaning toward, but more and more of our coal is being mined on the surface.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Nov 1980: D.1.",11/14/17,"New York, N.Y.",WEST GERMANY,"Tagliabue, John",New York Times Company,,Newspapers,424014949,"United States, New York, N.Y.",English,12-Nov-80,MACHINERY AND EQUIPMENT; COAL; UNITED STATES INTERNATIONAL TRADE; SCIENCE AND TECHNOLOGY; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+IMAGE DOGS PIONEER OF BANK AUTOMATION machines,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/image-dogs-pioneer-bank-automation-machines/docview/423946805/se-2?accountid=14586,"B.J. Meredith, the president of the Dallas-based Docutel Corporation, has something of a Texas-sized problem: ''How do I convince people that we are here to stay?''
+It was a problem that Docutel, which pioneered in the development of automated teller machines for the banking industry, did not foresee in the heady days of the early 1970's, when it had the young market all to itself. Even as late as 1977 Docutel enjoyed a betterthan-80-percent share of the business, but since that time the company has seen its share tumble to around 30 percent, the result of a series of tactical blunders and financial reversals.
+Now, at a time when the market for electronic banking services, particular automated teller machines, is beginning to explode, Docutel finds itself in the unlikely position of having its own viability questioned.
+But while the going may be tough, analysts who follow the company feel that Docutel has in large measure corrected the problems that plagued it in the past, improved its technology and could well prosper in the future.
+Dwarfed by Data Giants
+''They do have the best equipment, and they have a strategy that should work for them,'' commented James A. Hartke, an analyst with John Muir & Company. ''The only question now is how fast are the banks going to buy that equipment in the face of the recession.''
+For most of its existence Docutel, which last year earned $4.2 million on revenues of $34.9 million, has suffered from a kind of dwarfism in a market that includes such giants of automation as International Business Machines, NCR and Burroughs, as well as Diebold, the bank-vault manufacturer.
+''I'll be doing very well if I can just hang on to my existing customer base,'' Mr. Meredith conceded in a voice that is uncannily similar to that of his younger brother, Don, the sports announcer and former quarterback of the Dallas Cowboys.
+Many people incorrectly assume that A.T.M.'s, as they are called, are nothing more than cash machines, something for emergency funds late at night or on weekends. Actually, they are used to perform all the traditional banking functions that would normally be handled by a teller. These include withdrawals, deposits, transferring money between accounts and even paying bills.
+A Tarnished Reputation
+Docutel's troubles date to 1977, when it introduced a new generation of teller machine, the model 2000, in the wake of a postrecession dry period when the banks had stopped buying automated teller machines altogether.
+''Part of the problem was my inability to read the market,'' Mr. Meredith said in hindsight. ''I thought the banks had recovered and were ready for new machines. They weren't.''
+Worse than that, the new machine did not work very well and eventually had to be withdrawn from the market. The experience tarnished the company's reputation within the industry, and the image problem continues to haunt Docutel.
+Other companies, Mr. Meredith pointed out, have withdrawn machines from the market before but without the disastrous consequences that accompanied Docutel's recall. ''When we withdrew that machine, even our loyal customers began to look to other suppliers, a development that accelerated the growth of our competition,'' Mr. Meredith said.
+The company was hit with a second blow when Citibank, for which it had specially tailored one of its models, turned around and developed an automated teller of its own design.
+'To Our Knees'
+The result was that Docutel lost $8.3 million in 1977, and, conceded Mr. Meredith, the kind of momentum that naturally accrues to a market leader.
+''That period brought us to our knees,'' he recalled. While the company worked to replace its ill-fated Model 2,000, Mr. Meredith set about trying to restore the company's financial wellbeing.
+He sold off the company's service division, which had been something of a cash drain, to TRW Inc., and acquired a profitable North Carolina sweater and shirt manufacturer to provide additional cash flow to support the development efforts for the banking machines.
+The moves turned out to be financially sound. Pine State Knitwear, in fact, which Docutel bought for $3.8 million, last year returned $11.7 million in revenues to its parent. Nonetheless, the strategy backfired. Customers interpreted the sale and diversification as signs that Docutel was preparing to withdraw from the automated teller business altogether.
+''To me it was a beautiful strategy for getting back on our feet. But our customers and even some of my friends perceived it an exit strategy,'' Mr. Meredith explained. ''You could say we're lucky to be around now.'' The 'Total Teller'
+But the company did survive. In 1978 Docutel introduced its Total Teller 2300, intended not only to capture new customers but to hold to the ones the company still had. This system includes a microcomputer that allows the teller machine to operate off-line - when a bank's central computer is down or the telephone lines are not working. In addition, the 2300 uses a vacuum feed technology that permits it to dispense single bills instead of presorted packets.
+The strategy relies on the fact that the system comes in two versions, one an all-new machine selling for around $30,000 and the other a retrofit kit that allows customers with older Docutel equipment to upgrade to the 2300 for about half the price, or around $15,000.
+The response has been particularly gratifying. Today, the company has an order backlog of $17 million, according to Mr. Meredith, and is currently shipping about 100 systems a month. And business is picking up in Europe, particularly in Sweden.
+Moreover, the company's financial health appears to be much improved. Earnings rose 63 percent for the first quarter of 1980, ended March 31, to $905,000, on a 92 percent increase in revenues, to $11.5 million. Further, the company has a $14 million line of credit that was untouched last year.
+By all rights then, despite lingering worries about the image of instability, Docutel should be positioned to fully participate in the growth that is now being predicted for the industry.
+docutel glance
+AT A GLANCE Docutel Corporation Three months ended March 3119801979 Revenues$11,524,000$6,026,000 Net income905,000556,000 Earnings per share$0.35$0.22 Year ended Dec. 3119791978 Revenues$34,880,000$33,953,000 Net income4,247,0002,876,000 Earnings per share$1.66$1.12 Main lines of business Percent contribution to 1979 revenues Financial systems 66% Knitwear 34% Total assets, Dec. 31, 1979 $29,447,000 Current assets 24,916,000 Current liabilities 8,052,000 Stock price, June 2, 1980 O-T-C bid close 10 5/8 Stock price, 52-week range 12 3/45 5/8 Headquarters Irving, Texas
+Illustration photo of B.J. Meredith bar graph of U.S. shipments forautomated teller",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IMAGE+DOGS+PIONEER+OF+BANK+AUTOMATION+machines&title=New+York+Times&issn=03624331&date=1980-06-04&volume=&issue=&spage=D.1&au=SCHUYTEN%2C+PETER+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1980","''They do have the best equipment, and they have a strategy that should work for them,'' commented James A. Hartke, an analyst with John Muir & Company. ''The only question now is how fast are the banks going to buy that equipment in the face of the recession.'' ''Part of the problem was my inability to read the market,'' Mr. [Meredith] said in hindsight. ''I thought the banks had recovered and were ready for new machines. They weren't.'' ''To me it was a beautiful strategy for getting back on our feet. But our customers and even some of my friends perceived it an exit strategy,'' Mr. Meredith explained. ''You could say we're lucky to be around now.'' The 'Total Teller'","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1980: D.1.",11/14/17,"New York, N.Y.",,"SCHUYTEN, PETER J",New York Times Company,,Newspapers,423946805,"United States, New York, N.Y.",English,4-Jun-80,,New York Times,NEWSPAPER,,,,,,,
+"As Spain's Economy Falters, Bank Holdups Are on the Rise:   [Business/Financial Desk ]","New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-spains-economy-falters-bank-holdups-are-on/docview/434127784/se-2?accountid=14586,"The 52-year-old contractor was desperate to save his business. Unable to pay his workers and facing bankruptcy, Ausencio C. G., as Spanish police identify him, went to the bank -- but not for a loan.
+Covering his fingertips with surgical tape and wearing a ski mask and a reflective jacket to blur his image on security cameras, the contractor reportedly stole 80,000 euros from four banks before getting caught as he tried his fifth stickup near Barcelona in February.
+That is a total of about $115,000 -- half of which came from his first heist, and was used to pay his workers, according to what he told the police.
+Now in prison awaiting trial, the contractor, who is from Lleida, a town about 150 kilometers west of here, is reported to be part of one group that is busier than ever in this recession-battered country: bank robbers.
+Indeed, with unemployment approaching 20 percent, the highest in Europe, and the overall economy expected to shrink by 4.2 percent this year, bank robberies in 2009 are running 20 percent ahead of 2007's pace, according to the Spanish Banking Association.
+""In recent months, it has become apparent that Spain is suffering from an increase in bank robberies,"" said Francisco Perez Abellan, head of the criminology department at the University of Camilo Jose Cela in Madrid. ""We are seeing people committing offenses through necessity, first-time offenders who can no longer continue to maintain their lifestyle and so turn to crime.""
+In the Barcelona area, only 7 percent of bank robbers were first-time offenders in 2008, according to Jose Luis Trapero, the chief of investigations for the regional police squad. That figure has jumped to 20 percent so far this year.
+Though bank executives argue that there is no proven link between the falling economy and the rise in bank robberies, many Spaniards say they think the trends are more than coincidental -- including the union that represents bank workers. It recently persuaded the Spanish government to classify bank robbery as an occupational hazard.
+""There's unemployment, there's hunger and there's money in the banks, and the three factors combine,"" said Jose Manuel Murcia, head of health in the workplace for the financial sector of one of Spain's largest trade unions, the CC.OO (Confederacion Sindical de Comisiones Obreras). ""Banks are denying credit, so companies are having problems, which creates more unemployment.""
+He added, ""People can't pay their mortgages. So it's more logical to rob a bank than a pharmacy.""
+Despite the increase in novice offenders like the contractor, bank executives play down the spike in robberies, and dispute any comparisons with Depression-era America, when John Dillinger and other criminals captured the public imagination.
+""It's an urban myth,"" said Eduardo Zamora, director of security for Banco Sabadell, Spain's fourth-largest bank. ""It's possible it does have an effect on other parts of society but I'm convinced the economic crisis doesn't have any effect on holdups.""
+Besides, Mr. Zamora added, bank robberies were much more common in the late 1980s and early 1990s. As long as the total number of bank robberies does not exceed 500 a year, Mr. Zamora said, ""it's stable and controlled.""
+All told, there were 165 holdups in the first four months of 2009, according to the Spanish Banking Association.
+But Mr. Murcia said he believed the actual number of bank robberies was higher than the figures disclosed by the banking association.
+In addition, he said his workers were at particular risk because of increasing automation and the proliferation of branches with just one or two employees and time-lock safes that require a 30-minute wait before they can be opened.
+In fact, Ausencio C. G. stuck to banks with only one employee, usually female, and carefully watched his victim's movements as well as the bank's premises before he struck.
+According to his statement to the Spanish police, Ausencio C. G.'s first hit was his most successful, netting 50,000 euros that he used to pay his employees. (Spanish police have not disclosed his full name because he is still awaiting trial.)
+The booty from subsequent heists was earmarked for his suppliers, as well as for family expenses, including his daughter's studies in London, according to the police.
+While the typical bank robber is a Spanish-born male over the age of 35 who acts alone and strikes not far from home, according to Mr. Perez Abellan, the Madrid criminology professor, a new wave of bandits is also emerging.
+These are criminals drawn from among the millions of low-skilled workers who came here from Latin America, Eastern Europe and elsewhere before Spain's long construction boom went bust.
+""A kind of common market has arisen, formed by people from different countries who bring new criminal skills designed to increase the level of violence and the speed of the bank robbery,"" said Mr. Perez Abellan.
+For example, a four-man crew of painters from South America turned to bank robbery in March, kidnapping a bank manager and his family near Barcelona and holding them overnight before forcing the manager to open the bank vault and hand over more than 150,000 euros, nearly $215,000.
+The gang of painters, who had no criminal record in Spain, originally came from Brazil and Argentina.
+They were caught last month, still dressed in their painters' uniforms and carrying a paint bucket along with shotguns, shells and pistols in the back seat of their car as they tried one final robbery before heading back to South America with their loot.
+Because they lack a criminal record, apprehending reported perpetrators like Ausencio C. G. or the South American painters is trickier, Mr. Trapero said.
+In 2007, 87 percent of bank robberies were solved, compared with 72 percent last year. So far in 2009, just under half have resulted in an arrest.
+But Mr. Trapero, an intensely focused 19-year veteran of the force, is patient as he tracks his prey.
+""It often takes months or even years to solve some cases,"" he said. ""There are some very clever robbers out there who take care of almost every detail but they always slip up in the end.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+Spain%27s+Economy+Falters%2C+Bank+Holdups+Are+on+the+Rise%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2009-07-21&volume=&issue=&spage=B.1&au=Schwartz%2C+Nelson+D&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 21, 2009","[...] Ausencio C. G. stuck to banks with only one employee, usually female, and carefully watched his victim's movements as well as the bank's premises before he struck.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 July 2009: B.1.",11/15/17,"New York, N.Y.",Spain,"Schwartz, Nelson D",New York Times Company,,Newspapers,434127784,"United States, New York, N.Y.",English,21-Jul-09,Robbery; Security management; Banking industry; Bank robberies; Economic conditions,New York Times,News,,,,,,,
+The Secret Life of Shade Tobacco,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/secret-life-shade-tobacco/docview/433672388/se-2?accountid=14586,"WINDSOR
+FOR five months a year, from May to September, they work 18 hours a day, seven days a week -- just to see the fruits of their labor go up in smoke.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Secret+Life+of+Shade+Tobacco&title=New+York+Times&issn=03624331&date=2007-09-23&volume=&issue=&spage=14CT.1&au=Cynthia+Wolfe+Boynton&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14CT,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 23, 2007","''Let's face it -- tobacco isn't a politically correct crop,'' Mr. [Rick Macsuga] said. ''So even though Connecticut's shade tobacco is considered one of the most premier cigar wrappers in the world, farmers tend to be quiet about what they do because of the associated health woes. ''That's how it is in this business,'' Ms. [Susan Connor] said. ''As a kid or young adult, you think you don't want anything to do with it. Then you go away to college, or take a 'real job' somewhere else, and realize that the farm is in your blood and you have to come back.'' ''We do what we can to be prepared, but so many things are out of our control,'' she said. ''But to be safe, we don't even mention the 'H words,' as in hail, hurricanes. Every bruise, every imperfection, means a loss of money and our livelihood.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Sep 2007: CT.1.",11/15/17,"New York, N.Y.",Connecticut,Cynthia Wolfe Boynton,New York Times Company,,Newspapers,433672388,"United States, New York, N.Y.",English,23-Sep-07,Farms; Tobacco,New York Times,Feature,,,,,,,
+New Boss Aims to Apply Some 7-Eleven Tactics to Blockbuster,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-boss-aims-apply-some-7-eleven-tactics/docview/433633667/se-2?accountid=14586,"If Blockbuster is a company in desperate need of a script doctor, the man it has chosen for the task -- James W. Keyes, the former chief executive of 7-Eleven -- could perhaps be described as a master of rewrite.
+At 7-Eleven, he built smaller stores at a time when other chains were building bigger ones. While competitors were still letting distributors choose which beer and potato chip varieties they should stock, he moved to an automated system that made such decisions internally and store-by-store.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Boss+Aims+to+Apply+Some+7-Eleven+Tactics+to+Blockbuster&title=New+York+Times&issn=03624331&date=2007-07-17&volume=&issue=&spage=C.3&au=Newman%2C+Andrew+Adam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 17, 2007","''The trend in the convenience-store world was we were building larger and larger stores, but the bigger they were, the less convenient they were,'' Mr. [James W. Keyes] said in a telephone interview from Blockbuster's headquarters in Dallas. ''But we ended up generating more sales from a store that was literally half the size.'' ''The opportunity for Blockbuster is to provide true total access whether in the form of physical stores or mail delivery or digital distribution,'' Mr. Keyes said. ''The goal for Blockbuster would be to be the preferred provider in whatever venue is preferred by the customer.'' ''We're at one of those pivotal points where the consumer is beginning to demand content in different ways,'' Mr. Keyes said. ''It's important to make the transition to the next wave of demand, whether that's digital download to PCs, or downloads to personal video devices, iPhones and new BlackBerrys with video capability.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 July 2007: C.3.",11/15/17,"New York, N.Y .",,"Newman, Andrew Adam",New York Times Company,,Newspapers,433633667,"United States, New York, N.Y.",English,17-Jul-07,Strategic planning; Chain stores; Video stores,New York Times,News,,,,,,,
+Business Briefs:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-briefs/docview/433353297/se-2?accountid=14586,"MISTAKE AT TASER -- Taser International, the maker of stun guns, said yesterday that it had overstated income in several quarters because of mistakes in the way it accounted for certain manufacturing expenses.
+Taser will restate results when it files a delayed first-quarter report with the Securities and Exchange Commission, the company said in a regulatory filing. The restatement is the second in a year and comes as Taser tries to recover from an S.E.C. investigation of its safety claims and four consecutive quarters of sales declines.
+The company used the wrong accounting method for applying ''indirect manufacturing'' costs, like depreciation of tools, to inventory, the chief financial officer, Daniel Behrendt, said. He said he did not know how long it would take the company to file its report with the S.E.C. (BLOOMBERG NEWS)
+$1.2 BILLION DEAL -- Brookdale Senior Living, an operator of assisted-living homes for seniors, agreed yesterday to buy the American Retirement Corporation for $1.2 billion to create the largest company of its kind in the United States. Investors in American Retirement will receive $33 a share in cash, 32 percent more than the company's closing price yesterday, Brookdale said in a statement. The combined company will have 535 facilities in 34 states and be able to serve more than 50,000 residents, Brookdale's vice chairman, William Doniger, said.
+Mark Schulte, the chief executive of Brookdale, and W. E. Sheriff, the chief of Brentwood, will share the position at the combined company. The purchase should be completed in the third quarter, the statement said. (BLOOMBERG NEWS)
+MORE TALKING AT DELPHI -- The federal judge overseeing the Delphi Corporation's request to drop its union contracts and impose pay and benefit cuts urged the sides to keep negotiating yesterday and said thousands of people would be hurt by their failure to do so. ''I would strongly urge you all to continue talking,'' Federal Bankruptcy Judge Robert Drain said at the third day of hearings on Delphi's request to impose the cuts. ''I don't think you want to look in the eye all the people that are affected by this and tell them that you failed.''
+Delphi and the unions are scheduled to meet next week and negotiate during a 12-day break in the hearings before coming back to court on May 24, a Delphi lawyer, John Butler, said. (BLOOMBERG NEWS)
+BREWER'S PROFIT RISES -- InBev, the beer maker, increased profit almost threefold after its expansion in China and Latin America. The shares fell the most in 14 months after the company said a recovery in domestic markets might take years. Net income jumped to 166 million euros ($214.6 million) in the first quarter from 58 million euros a year earlier, the company, which makes Stella Artois and Beck's, said. Revenue rose 23 percent to 2.79 billion euros ($3.6 billion) as volumes gained 5.9 percent. (BLOOMBERG NEWS)
+NARROWER TRADE SURPLUS -- Canada's trade surplus narrowed to a lower-than-expected 5.14 billion Canadian dollars ($4.63 billion) in March, the smallest since last June, as businesses like airlines and mining companies bought more machines and equipment from abroad.
+The surplus narrowed from a revised figure of 5.86 billion Canadian dollars in February, Statistics Canada said. Imports rose 3.6 percent during the month, the fastest increase in 15 months. (BLOOMBERG NEWS)
+S.E.C. INVESTIGATION -- Brooks Automation, which makes software and machines to help automate computer chip production, said that the Securities and Exchange Commission had notified it of an informal inquiry being conducted into its practices in granting stock options.
+Brooks said it was cooperating with the inquiry. The company is restating financial results for 1999 through 2005 because it incorrectly accounted for stock options. It added that it was not sure of the effect on this year. (BLOOMBERG NEWS)
+AIRLINE TALKS HALTED -- Northwest Airlines and its baggage handlers suspended talks on wage and benefit cuts before a bankruptcy court hearing on Monday on the carrier's request to void the current contract and impose reductions. Talks between the International Association of Machinists and the airline had resumed this week.
+Northwest has said it must have $1.4 billion in concessions to exit bankruptcy, and its other unions have approved, or are voting on, new contracts. The baggage handlers have threatened to strike if Northwest wins approval to impose terms. (BLOOMBERG NEWS)
+BANK FILES FOR OFFERING -- The New York investment bank Evercore Partners filed an initial public offering yesterday to sell up to $86.25 million in common stock. The company did not disclose the number of shares to be offered or an estimated price range. Evercore said it intended to use a portion of the proceeds to repay all outstanding loans and the remainder to expand and diversify its advisory and investment management businesses and for general corporate purposes. (DOW JONES)
+DUKE PLANS A MOVE -- Duke Energy said yesterday that it would sell or otherwise dispose of its commercial marketing and trading business to focus on electric utilities and pipelines. Shedding the operations, which include Cinergy Marketing and Trading and Cinergy Canada, should not have a major effect on Duke earnings, the company said. Duke acquired the operations in its $9 billion stock acquisition of the Cinergy Corporation.
+The chief executive, James E. Rogers, above, the former Cinergy head who took over after the acquisition, said the announcement was part of Duke's overall strategy to lower its risk profile. ''It is also consistent with the decision Duke Energy made in September 2005 to wind down the trading associated with its North American wholesale power operations,'' he said. (AP)
+MORE EYE INFECTIONS -- Health officials have confirmed 16 more cases of a rare fungal infection that prompted Bausch & Lomb to halt sales of a product and sent its shares into a nosedive.
+The Centers for Disease Control and Prevention said it had confirmed 122 cases of Fusarium keratitis, an infection of the cornea that can cause blindness and eye loss. That is up from 106 confirmed cases early this week. (REUTERS)
+LABEL REQUEST DENIED -- Federal officials rejected an attempt by Nestle USA to add labeling language to a line of its infant formulas that would have implied they reduced the risk of some food allergy symptoms.
+The Food and Drug Administration, in a letter denying the petition posted to its Web site, said there was no credible evidence to support the company's claim. (AP)
+Illustration Photo
+Graph tracks the daily closing price of Taser shares for the week.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Briefs%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2006-05-13&volume=&issue=&spage=C.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 13, 2006","[TASER] will restate results when it files a delayed first-quarter report with the Securities and Exchange Commission, the company said in a regulatory filing. The restatement is the second in a year and comes as Taser tries to recover from an S.E.C. investigation of its safety claims and four consecutive quarters of sales declines. BREWER'S PROFIT RISES -- InBev, the beer maker, increased profit almost threefold after its expansion in China and Latin America. The shares fell the most in 14 months after the company said a recovery in domestic markets might take years. Net income jumped to 166 million euros ($214.6 million) in the first quarter from 58 million euros a year earlier, the company, which makes Stella Artois and Beck's, said. Revenue rose 23 percent to 2.79 billion euros ($3.6 billion) as volumes gained 5.9 percent. (BLOOMBERG NEWS) Duke Energy said yesterday that it would sell or otherwise dispose of its commercial marketing and trading business to focus on electric utilities and pipelines. Shedding the operations, which include Cinergy Marketing and Trading and Cinergy Canada, should not have a major effect on Duke earnings, the company said. Duke acquired the operations in its $9 billion stock acquisition of the Cinergy Corporation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 May 2006: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433353297,"United States, New York, N.Y.",English,13-May-06,,New York Times,Summary,,,,,,,
+Laptops in Patrol Cars Speed Up the Process,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/laptops-patrol-cars-speed-up-process/docview/433272643/se-2?accountid=14586,"IT was a routine traffic stop. Officer Harold Comastri of the Lynbrook Police Department noticed a woman using a hand-held cellphone while driving on Sunrise Highway late one afternoon this month. He hit the lights, tapped the siren and pulled her over.
+But once he had her license and registration and was back in his patrol car, the story veered away from the old familiar script.
+Instead of radioing in the information, he scanned her documents into a laptop computer. Instead of waiting a while for a call back from headquarters, he learned in seconds that the car had not been reported stolen, that there were no warrants out for the driver and that she had three prior convictions for the same violation.
+Instead of thumbing through a manual to find a code number, he chose the appropriate offense from a pop-up menu. Instead of filling in a citation with a ballpoint pen and perhaps making a slip that could undermine its validity in court, he received a clear, technically unassailable ticket from a small thermal printer under the patrol car's armrest.
+A stop that could have taken 15 or 20 minutes instead lasted only 2.
+The technology Officer Comastri put to use, developed by a Long Island company, has already been adopted by seven other police forces on the Island, along with three in Westchester. More police departments are in talks to join them, or are testing systems from other vendors.
+The police see a host of benefits in the automation -- not just stepped-up productivity and reduced clerical errors, but also faster sharing of information from force to force, making it less likely that someone wanted by one law-enforcement agency will slip through the fingers of another.
+The computer system Lynbrook has adopted, known as Total Enforcement, was designed by Al Perez, a former Garden City police officer, and is made by the Total Computer Group of Melville. The system is meant to link the police departments that use it in real time, through network connections among the departments' individual file servers. No central repository of files has to be created or maintained, Mr. Perez said, in contrast with some older police computer systems.
+Though Total Enforcement is catching on with the Island's smaller police forces, it has not attracted interest from the two largest, the county police departments, which are pursuing systems of their own instead.
+Using a state grant to finance a pilot project, the Nassau County Police Department installed automated ticket-writing equipment in 44 patrol cars last year. Nassau's system, more limited in scope than Total Enforcement, so far handles only information about traffic summonses and accidents, not other kinds of incidents or offenses.
+In an audit of Nassau's Eighth Precinct released in January, the county comptroller, Howard S. Weitzman, was critical of that system, saying it appeared to work poorly in freezing weather, did not keep complete statistics or generate tickets in a format that all courts would accept, and required too much manual data entry, resulting in backlogs and delays. He recommended changing it to enable officers in the field to transmit incident information electronically into the system.
+Detective Lt. Kevin Smith, a spokesman for the Nassau police, said the department was working to improve the system with new capabilities, including those Mr. Weitzman recommended.
+''Our plan is to totally update our communications,'' Lieutenant Smith said, adding that the county had not set a date for completing the project. He would not name the vendor that the county is working with to upgrade its system, and the vendor was not mentioned in Mr. Weitzman's audit report.
+Suffolk County also has a pilot program for a system, developed by Motorola, that uses a dedicated cellular frequency to transmit data to and from officers in the field, according to Sgt. Frederick Webber.
+Several officials said that though the various systems could conceivably be set up to communicate with one another, it was not clear yet whether they would be.
+In addition to Lynbrook, the police forces on Long Island adopting the Total Enforcement system include those of the villages of Lake Success, Centre Island, Freeport, Kings Point, Lake Success and Sands Point, the Town of East Hampton and the City of Long Beach.
+''I think a lot of other agencies in Nassau County will move to the same type of program,'' said Lt. Frank Sharpe of the Long Beach police.
+Total Computer licenses its system to police forces at initial fees ranging from $500 to $2,000 for each user, depending on the size of the department, Mr. Perez said. Equipping a patrol car to use it can cost from $4,000 to $10,000. Once the system is installed, the police force pays an annual maintenance fee in the range of 10 to 20 percent of the initial fee.
+In addition to checking drivers' licenses and printing tickets, the system can perform some administrative tasks. It lets officers input and store information like weather conditions that may not appear on the ticket, for example, and it compiles a running police diary, generates maps and lets officers know about past criminal activity at particular locations. ''Anything that goes on in Lynbrook is in the car,'' Officer Comastri said.
+The sharing of information is an important feature of the system, allowing all police forces that use it to see whatever any one of them recorded about people they stopped. Barbara Bernstein, executive director of the Nassau County Civil Liberties Union, said she saw no cause for concern about that, as long as the officers acted within the law when they pulled people over.
+''If there is probable cause to stop someone, then all of this information being made easier is fine,'' Ms. Bernstein said. ''If they are stopping someone whom they have not reason to stop, then it would be very troubling.''
+Police departments using the system say training can be an issue: some officers get the knack of the technology faster than others. In Freeport, which is preparing to start using Total Enforcement in the next two months, the chief of police, Mike Woodward, said he had to break off some people from their regular duties to load the system with existing data and work with Total Computer to adapt the system to local conditions and needs.
+Even so, Van K. Quick, a former East Hampton police captain who retired recently, said that the benefits of automating traffic stops and police records made the effort worthwhile. ''Especially in a world when we have to share more information among departments,'' he said, ''it makes it so easy.''
+Photograph Officer Harold Comastri of the Lynbrook Police Department, whose car is equipped with a new computer system called Total Enforcement, scanning the registration of a driver pulled over for a taillight infraction. A printer produces any necessary summons. (Photographs by Phil Marino for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Laptops+in+Patrol+Cars+Speed+Up+the+Process&title=New+York+Times&issn=03624331&date=2006-02-26&volume=&issue=&spage=14LI.5&au=Shelly+Feuer+Domash&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 26, 2006","The computer system Lynbrook has adopted, known as Total Enforcement, was designed by Al Perez, a former Garden City police officer, and is made by the Total Computer Group of Melville. The system is meant to link the police departments that use it in real time, through network connections among the departments' individual file servers. No central repository of files has to be created or maintained, Mr. Perez said, in contrast with some older police computer systems. In addition to checking drivers' licenses and printing tickets, the system can perform some administrative tasks. It lets officers input and store information like weather conditions that may not appear on the ticket, for example, and it compiles a running police diary, generates maps and lets officers know about past criminal activity at particular locations. ''Anything that goes on in Lynbrook is in the car,'' Officer [Harold Comastri] said. Officer Harold Comastri of the Lynbrook Police Department, whose car is equipped with a new computer system called Total Enforcement, scanning the registration of a driver pulled over for a taillight infraction. A printer produces any necessary summons. (Photographs by Phil Marino for The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Feb 2006: 5.",11/15/17,"New York, N.Y.",,Shelly Feuer Domash,New York Times Company,,Newspapers,433272643,"United States, New York, N.Y.",English,26-Feb-06,,New York Times,NEWSPAPER,,,,,,,
+Fast-Growing Stocks Led to Rich Returns,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fast-growing-stocks-led-rich-returns/docview/433262785/se-2 ?accountid=14586,"FAST-GROWING companies, from warehouse retailers to technology and Internet businesses, bolstered the returns of some top-performing stock mutual funds in the fourth quarter of 2005. Managers of three of those funds talked about their winning stocks and what they saw ahead for the market.
+All About Growth
+Growth companies with strong competitive positions helped the Morgan Stanley funds secure several places among the quarter's winners. Its success stories included the $371.6 million Morgan Stanley Capital Opportunities fund, up 9.61 percent; the $322.3 million Aggressive Equity, up 9.58 percent; and the $690.8 million Growth fund, up 7.97 percent. All three have minimum initial investments of $1,000 and sales charges of 5.25 percent.
+Two institutional funds from Morgan Stanley also made the list: the $897 million Institutional U.S. Large Cap Growth, up 7.94 percent, and the $64.1 million Institutional Focus Equity, up 7.3 percent.
+Dennis P. Lynch, 35, manages or oversees all these funds as Morgan Stanley's domestic growth equity manager. He says his team of eight investors seeks companies with strong competitive advantages that let them sustain strong growth over at least two to three years.
+Among them is Costco Wholesale, the membership warehouse retailer; its shares rose 14.8 percent in the quarter. It has a loyal customer base, Mr. Lynch said. ''We believe that Costco's business model, which generates strong free cash flow and business visibility, is underappreciated,'' he added.
+Another winner was one of the funds' few foreign holdings, America Movil, based in Mexico City. Its shares rose 11.2 percent. The company is a leading wireless service provider in Latin America, ''where penetration is just beginning to take off,'' Mr. Lynch said. ''When penetration reaches 30 percent levels, subscriber growth tends to accelerate. That's the tipping point.''
+Another holding, Monsanto, was up 24 percent. Monsanto produces herbicide and agricultural products including genetically modified seeds for crops. ''The company is transforming itself from a pesticide company to a genetically modified seed producer,'' Mr. Lynch said. He called that ''a huge growth area.''
+Mr. Lynch would not comment on the overall stock market for the coming year. ''We feel confident making decisions about our companies,'' he said, ''but we have no idea what might happen at the bigger level.''
+Finding Sleepers
+The $68 million Oberweis Micro-Cap fund gained 7.49 percent in the quarter. James W. Oberweis, 31, picks the fund's 90 stocks from among companies with market capitalizations of less than $250 million at the time of purchase. He seeks ''small, very rapidly growing companies that have not yet hit the radar of the mainstream Wall Street community,'' he said. Average annual earnings and revenue growth of the companies exceeds 50 percent a year.
+The fund made money in Bodisen Biotech, an organic fertilizer manufacturer based in China; its stock rose 7.5 percent. Mr. Oberweis says that the company is still undervalued and that he expects earnings growth exceeding 80 percent in 2006 as Chinese farmers increasingly embrace the use of organic fertilizer.
+Another winner was the Hurco Companies, an Indianapolis producer of computerized machine tools for the metal-cutting industry. Its shares rose 89 percent on what Mr. Oberweis called a ''significant number of new orders.''
+Shares of ID Systems in Hackensack, N.J., rose 21 percent. The company produces wireless monitoring and tracking systems for airports, post offices and industrial companies. Mr. Oberweis expects earnings growth of more than 200 percent in 2006. ''Most of their cost is in research and development,'' he said, ''so they can ramp up their earnings much faster than their sales.''
+The two big stock-market questions for 2006, he said, are whether large companies will eclipse smaller ones, and whether growth will eclipse value. ''Most recently, the place to be was in value stocks,'' he said. ''It wouldn't surprise me if that changed'' in 2006. Over all, he calls himself ''optimistic.''
+Father and Son
+The $152 million Pin Oak Aggressive Stock fund returned 6.5 percent in the quarter. James D. Oelschlager, 63, manages the fund with his son, Mark W. Oelschlager, 36. They concentrate on a small number of companies and industry sectors that they expect to do well in the long term, James Oelschlager said. Because the fund holds only about 20 stocks, it can be more volatile than more diversified portfolios.
+Its current focus is the ''the benefits of the Internet, and the changes to the world that the Internet brings,'' Mr. Oelschlager said. The fund's holdings include shares of Google and eBay, each of which accounts for 7 percent of the portfolio.
+Its lesser-known winners include Blue Nile, based in Seattle, an online retailer of diamonds, jewelry and watches. The company's shares rose 27 percent in the fourth quarter, based on ''a gradual realization by the market of the strength of its business model,'' Mr. Oelschlager said. The company signs exclusive distribution agreements with diamond wholesalers, he said, so ''wholesalers get rid of extra product, and consumers get product at lower prices than they would from Tiffany or from a local retailer.''
+The fund also made money in Avid Technology, based in Tewksbury, Mass.; its shares rose 32 percent. The company -- which develops and markets software and hardware for digital media production, management and distribution -- is at the forefront of what Mr. Oelschlager calls a ''sea change'' among newsrooms and broadcasters moving from analog to digital equipment.
+Another winner was Rockwell Automation, up 12 percent. Rockwell, based in Milwaukee, is a big maker of factory controls. ''Global competition is fiercer than it's ever been, and companies have no choice but to become more efficient to remain competitive,'' Mr. Oelschlager said. By installing Rockwell's equipment, he said, companies can improve productivity.
+He calls himself an ''eternal optimist'' about the market over all. ''Market prices haven't kept up with earnings growth,'' he said. While value stocks have outpaced growth stocks recently, ''we think that it's time for that to change again, and growth will outperform value.''
+Photograph James W. Oberweis says that his Oberweis Micro-Cap fund seeks out small, fast-growing companies that are under Wall Street's radar. (Photo by Peter Thompson for The New York Times); The Internet and ''changes to the world that the Internet brings'' are now the focus of the Pin Oak Aggressive Stock fund, said James Oelschlager. (Photo by Barney Taxel for The New York Times); Dennis P. Lynch of Morgan Stanley says his team looks for companies with competitive advantages that allow them to sustain growth. (Photo by Morgan Stanley)
+Chart ''Ahead of the Pack''
+Here is how three of the best-performing stock funds in the last quarter fared against the overall market and their peer groups.
+Graphs track performance of Morgan Stanley Capital Opportunities, Pin Oak Aggressive, Oberweis Micro-Cap and their peer groups for the last quarter.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Fast-Growing+Stocks+Led+to+Rich+Returns&title=New+York+Times&issn=03624331&date=2006-01-08&volume=&issue=&spage=3.27&au=Gould%2C+Carole&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 8, 2006","The fund made money in Bodisen Biotech, an organic fertilizer manufacturer based in China; its stock rose 7.5 percent. Mr. [James W. Oberweis] says that the company is still undervalued and that he expects earnings growth exceeding 80 percent in 2006 as Chinese farmers increasingly embrace the use of organic fertilizer. Its lesser-known winners include Blue Nile, based in Seattle, an online retailer of diamonds, jewelry and watches. The company's shares rose 27 percent in the fourth quarter, based on ''a gradual realization by the market of the strength of its business model,'' Mr. Oelschlager said. The company signs exclusive distribution agreements with diamond wholesalers, he said, so ''wholesalers get rid of extra product, and consumers get product at lower prices than they would from Tiffany or from a local retailer.'' James W. Oberweis says that his Oberweis Micro-Cap fund seeks out small, fast-growing companies that are under Wall Street's radar. (Photo by Peter Thompson for The New York Times); The Internet and ''changes to the world that the Internet brings'' are now the focus of the Pin Oak Aggressive Stock fund, said [James D. Oelschlager]. (Photo by Barney Taxel for The New York Times); [Dennis P. Lynch] of Morgan Stanley says his team looks for companies with competitive advantages that allow them to sustain growth. (Photo by Morgan Stanley)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Jan 2006: 3.27.",11/15/17,"New York, N.Y.",,"Gould, Carole",New York Times Company,,Newspapers,433262785,"United States, New York, N.Y.",English,8-Jan-06,Return on investment; Mutual funds; Growth stocks,New York Times,News,,,,,,,
+Complaints Grow Over Slow Posting of Mileage Credits,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/complaints-grow-over-slow-posting-mileage-credits/docview/432997490/se-2?accountid=14586,"It is not only delays and stopovers that have taught frequent fliers like Mark Kukucka to be patient when they are traveling. Getting mileage credit can also be a character-building experience, especially when it involves airline partners like hotels, car rental businesses or credit card companies. Many travelers are finding that their mileage credit is being awarded at a glacial pace.
+Lately, Mr. Kukucka's patience has been wearing thin. Not only are some of his promised United Airlines miles being added to his account months late, he said, but some have never made it. ''The chances of me actually getting the miles are about 50-50,'' said Mr. Kukucka, a sales manager for Belfort, a manufacturing company in Baltimore. ''It makes me wonder if someone at United isn't saying, 'Hey, let's slow the process down.'''
+Other business travelers share his misgivings. A survey by Innovation Analysis Group, a travel consultant in La Jolla, Calif., indicates widespread suspicion that airlines are dragging their feet in posting miles earned through their affiliates. In its survey, 36 percent of travelers complained that the crediting process had decelerated recently, to the point where some were waiting half a year or longer for their rewards. About half, however, said they had noticed no significant change in the pace of credits being posted to their frequent-flier accounts, though many said the wait was exasperating to begin with.
+United Airlines was singled out as the slowest, followed by Delta Air Lines, US Airways and Northwest Airlines. Among the airline partners, car rental companies were viewed as the tardiest group.
+''The fewer miles you have in your account, the less likely you will be able to cash them in,'' said Addison Schonland, a consultant for the Innovation Analysis Group. He speculates that both the airlines, which face a huge liability in unredeemed miles, and the third parties, which must pay the airline for the miles when they are credited, stand to benefit from delayed posting.
+Airlines deny they are procrastinating. Andrea Arroyo, a spokeswoman for United, said it had not changed the way it handled miles from its partners. She acknowledged that the process for posting frequent-flier miles can be slow. ''It usually takes six to eight weeks,'' she said. ''But we have not heard of any extreme delays.''
+Some passengers are skeptical. David Graham, an accountant in Santa Monica, Calif., said his United miles used to be credited to his account within days. But he said he had to call United three times in the last year to receive credit for miles that did not show up in his account. ''I had to submit a copy of my boarding pass and ticket receipt prior to the flight credit being posted to my account,'' he said.
+Mr. Graham says he does not suspect a scheme by the airlines and their business partners to shortchange consumers -- only, perhaps, ineptness in an industry that is fighting a tide of red ink. ''I consider this just part of doing business with United,'' he said.
+Tim Winship, who publishes the Web site frequentflier.com, is not so sure. ''If anything, these miles should be getting posted faster, because airline partners are getting up to speed, technologically,'' he said. He recalls the days when airlines received mileage credit information on eight-track magnetic tape by mail. ''We've come a long, long way since then,'' he said.
+In fact, he said, with the exception of some smaller hotel and car rental companies, most travel industry companies have the technology to record miles instantly in consumers' accounts.
+Few use it. Mr. Winship blames cutbacks in airline staff, particularly at carriers operating under bankruptcy protection, for the new delays. He also said the partner companies that awarded miles were at fault. ''Remember, those companies don't pay the airlines for the miles until they are credited,'' he said. ''So they get the customer loyalty up front, but they don't actually have to pay for miles until later. So if the customer doesn't get the miles for six months, you got the customer's business in Month 1 but didn't have to pay for it until Month 6. That's a pretty good deal.''
+Even without intentionally slowing their postings, Mr. Winship said airlines had a dismal record of awarding credits. ''It would not surprise me if the average frequent traveler were losing 10 percent of his or her miles every year,'' he said. That happens, he said, in part because airlines do not keep reliable mileage records, and because travelers throw away their ticket stubs and fail to follow up when their credits do not appear in their frequent-flier accounts.
+The system seems to work better when there are fewer outside companies involved. Emery Chang, a resident physician at Tulane University, makes frequent trips from New Orleans to Washington. He participated in a recent promotion called Mile-Zilla, which allowed frequent fliers of Northwest Airlines to earn up to 100,000 miles by booking a vacation package through the airline or using the services of an airline partner. The mileage credits were posted to Dr. Chang's account within 24 hours of his trip. ''I was impressed,'' he said.
+His experience illustrates an important point: a huge number of companies in the travel industry, both large and small, well known and obscure, offer mileage credits for use of their products and services, but their reliability in delivering on their promises is all over the map.
+''When you get into lower-status brands, that's when mileage points misbehave and don't go where they should when they should,'' said James Hayden, a manager of global supply for Avon Products, in Chapel Hill, N.C. Add to that a financially struggling airline, and the chances are good that a customer will never see the promised miles. ''I can't imagine how many of my miles are never credited and lost forever,'' he said.
+Among airline partners, many travelers cited car rental companies as the worst offenders when it comes to delays. ''I've had more difficulty with tardy or missing frequent-flier partner awards with rental car companies than anyone else,'' said Gary Bores, a former school administrator and frequent flier from Boise, Idaho. Mr. Bores said that no miles from his latest four rentals were credited to his mileage account. ''I've had to follow up with each company to ensure I received the additional credits,'' he said.
+The Hertz Corporation credited his missing miles after a phone call, he said. But the Budget Rent A Car System asked him to fax his original rental agreement. And Dollar Rent a Car failed to respond to his e-mail messages and calls until he enlisted the help of a Southwest Airline representative.
+A spokeswoman for Dollar, Emily Gill, said the company recently upgraded some of its automation systems for rentals in Boise, and transactions are now ''processed within days.''
+Mr. Bores said the experience taught him a lesson. ''If you want your miles,'' he said, ''you have to hold their feet to the fire.''
+Photograph Mark Kukucka said his frequent-flier credits were late or never posted. (Photo by Steve Ruark for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Complaints+Grow+Over+Slow+Posting+of+Mileage+Credits&title=New+York+Times&issn=03624331&date=2005-02-22&volume=&issue=&spage=C.10&au=Elliott%2C+Christopher&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 22, 2005","Even without intentionally slowing their postings, Mr. [Tim Winship] said airlines had a dismal record of awarding credits. ''It would not surprise me if the average frequent traveler were losing 10 percent of his or her miles every year,'' he said. That happens, he said, in part because airlines do not keep reliable mileage records, and because travelers throw away their ticket stubs and fail to follow up when their credits do not appear in their frequent-flier accounts. The system seems to work better when there are fewer outside companies involved. Emery Chang, a resident physician at Tulane University, makes frequent trips from New Orleans to Washington. He participated in a recent promotion called Mile-Zilla, which allowed frequent fliers of Northwest Airlines to earn up to 100,000 miles by booking a vacation package through the airline or using the services of an airline partner. The mileage credits were posted to Dr. Chang's account within 24 hours of his trip. ''I was impressed,'' he said. Among airline partners, many travelers cited car rental companies as the worst offenders when it comes to delays. ''I've had more difficulty with tardy or missing frequent-flier partner awards with rental car companies than anyone else,'' said Gary Bores, a former school administrator and frequent flier from Boise, Idaho. Mr. Bores said that no miles from his latest four rentals were credited to his mileage account. ''I've had to follow up with each company to ensure I received the additional credits,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Feb 2005: C.10.",11/16/17,"New York, N.Y.",,"Elliott, Christopher",New York Times Company,,Newspapers,432997490,"United States, New York, N.Y.",English,22-Feb-05,Business travel; Frequent flier programs; Customer relations; Airline industry,New York Times,Feature,,,,,,,
+Robots That Build (But Still Won't Do Windows),"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/robots-that-build-sti ll-wont-do-windows/docview/432712834/se-2?accountid=14586,"IN a laboratory in Los Angeles early this year, a robot armed with a concrete pump built its first wall. Just a small wall, about a yard wide, a foot high and an inch thick, but beautifully formed in a graceful oval sweep.
+The robot would give a professional builder a run for his money -- which is precisely the idea. Its inventor, Dr. Behrokh Khoshnevis, an engineering professor at the University of Southern California, envisions houses and apartment buildings being built entirely by machines, saving time and money and reducing human costs like injuries.
+The first robot workers sprang into existence in the 1970's. Since then they have been making cars, vacuuming living rooms and exploring Mars. But this is the first one to automate the building process.
+It looks nothing like the gleaming humanoids of science fiction. A computer-controlled gantry, the robot builder has a 6-by-6-foot metal frame and a steel cylinder of concrete whose motion is controlled by a laptop computer. It moves back and forth, squeezing out inch-thick layers, building walls from the foundation up.
+In theory the robot's descendants will be able to construct not only right angles but also compound curves, as shapely as those in Frank Gehry's Guggenheim in Bilbao, Spain.
+''Our goal is to completely construct a one-story 2,000-square-foot home on site in one day, without using human hands,'' said Dr. Khoshnevis, the lead scientist on the project, a joint effort by the university's engineering school and its Information Sciences Institute. With a hoped-for budget of about $5 million, it has been financed so far mainly by the National Science Foundation and the Office of Naval Research.
+Although still in an early phase, the technology has caught the eye of the Los Angeles architect Greg Lynn, one of the earliest proponents of computer-driven three-dimensional design, also called blobitecture. Mr. Lynn predicts that such robots could radically alter the way architects work. ''Gaudi would have loved these machines,'' he said, referring to the Art Nouveau surrealist whose curvilinear facades and off-kilter turrets put Barcelona on the architectural map. ''Everything Gaudi did you could do with this technology. I'm convinced this will allow you to make beautiful, innovative and as yet unimagined kinds of houses.''
+Mr. Lynn encountered the robot technology, also known as contour crafting, when it was still in the prototype stage. ''If this was up and running, I'd be using it right now,'' he said last December.
+The project began seven years ago, when Dr. Khoshnevis and his engineering students started testing versions of the robot able to make elegant objects out of clay. Dozens, from a few inches to a foot across, are scattered about their cluttered laboratory. Some call to mind the round-cornered pueblo structures of the Southwest. Others have more complex shapes. There are cones and domes, and curvy flowing structures that seem straight out of a sci-fi fantasy. One piece, seen from above, looks like a cross-section of a stylized flower.
+''These machines lend themselves naturally to organic forms,'' said Mr. Lynn, whose computer-assisted designs include the 1999 Korean Presbyterian Church of New York in Queens (www.glform.com). ''This technology is going to make it a lot harder to make neo-colonial homes.''
+Although the system is robotic, Dr. Khoshnevis is quick to point out that it does not have to churn out cookie-cutter replicas. On the contrary: architects could sell basic designs, which clients could then adapt and customize, using special design software. People could even design their own houses.
+Mr. Lynn has already used the same computer-controlled milling machines used for prototype cars to design installations for exhibitions, including the Italian pavilion at the 2000 Venice Biennale, and he is keen to attempt whole buildings. But he cautions that while seamless flowing walls may be technologically impressive, aesthetically they can be rather severe. ''I don't think most people want to live in an igloo,'' he said, recalling the first computer-designed and engineered automobile, a 1986 Ford Taurus that many find too ''blobby.'' ''Ar chitects will need to invent ways to customize details and so forth,'' he said, adding that they will also have to think about how construction materials influence design.
+For Dr. Khoshnevis, the eureka moment came one afternoon in 1994 while he was repairing cracks in his house in West Los Angeles after an earthquake. If car makers were using automation, he recalls thinking, why couldn't similar techniques be used in construction?
+Now 53, he came to the United States from Iran in 1978 to take up graduate studies. When revolution ripped that country apart, he ended up staying, gradually specializing in a kind of technology known as rapid prototyping, or object printing. He holds patents in a subspecialty called sintering, which uses a computer-controlled chemical process to turn powders into solid shapes. ''There is nothing magical about applying a rapid prototyping philosophy to houses,'' he said. ''The major issue is simply one of scale.''
+He pictures an oversize version of his wall-building robot riding train-track-style rails at the construction site. Moving back and forth, and gradually up, the gantry would lay down lines of concrete. In effect, it would be printing a house.
+Once the robot is perfected, the next challenge will be speeding the time it takes for concrete to dry. Last month, a German materials company, Degussa, agreed to help the lab develop special formulations. Mr. Khoshnevis's goal is a powder that could be mixed with water seconds before extrusion.
+One person who is watching the project closely is Dan Epstein, chief executive of the ConAm Group of San Diego, one of the largest real estate management companies in the United States. A University of Southern California engineering alumnus and a major donor to its industrial engineering department, Mr. Epstein also sponsors low-income housing in Mexico through a charitable organization, Homes for Hope. ''To have a piece of equipment that you could just roll onto the site would be incredibly useful,'' he said.
+Dooil Hwang, a Korean engineering student at the lab who helped figure out how to control the robot's movements, sees a similar public service role for the invention. He says the technology could be modified to work with indigenous materials.
+Mr. Khoshnevis has started tinkering with ways to replace plumbing and electrical subcontractors with automated installation systems. And robots would find painting and wallpaper a breeze: designs could be printed directly onto surfaces.
+But even robots have their limits. Computer-assisted construction would still leave humans with the torturous task of hanging the doors and windows, Dr. Khoshnevis said, and, of course, choosing colors. Automate all that and you would have a real handyman's helper.
+Photograph PIECE OF CAKE -- Dooil Hwang, left, and Behrokh Khoshnevis, at the University of Southern California, with a robot that erects concrete walls in inch-thick layers. Their lab has also experimented with machine-made blobs, left, suggesting that someday a robot could build like Gaudi. (Photographs by Misha Erwitt for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Robots+That+Build+%28But+Still+Won%27t+Do+Windows%29&title=New+York+Times&issn=03624331&date=2004-03-11&volume=&issue=&spage=F.10&au=Wertheim%2C+Margaret&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 11, 2004","Although still in an early phase, the technology has caught the eye of the Los Angeles architect Greg Lynn, one of the earliest proponents of computer-driven three-dimensional design, also called blobitecture. Mr. Lynn predicts that such robots could radically alter the way architects work. ''Gaudi would have loved these machines,'' he said, referring to the Art Nouveau surrealist whose curvilinear facades and off-kilter turrets put Barcelona on the architectural map. ''Everything Gaudi did you could do with this technology. I'm convinced this will allow you to make beautiful, innovative and as yet unimagined kinds of houses.'' The project began seven years ago, when Dr. [Behrokh Khoshnevis] and his engineering students started testing versions of the robot able to make elegant objects out of clay. Dozens, from a few inches to a foot across, are scattered about their cluttered laboratory. Some call to mind the round-cornered pueblo structures of the Southwest. Others have more complex shapes. There are cones and domes, and curvy flowing structures that seem straight out of a sci-fi fantasy. One piece, seen from above, looks like a cross-section of a stylized flower. [Dooil Hwang], left, and Behrokh Khoshnevis, at the University of Southern California, with a robot that erects concrete walls in inch-thick layers. Their lab has also experimented with machine-made blobs, left, suggesting that someday a robot could build like Gaudi. (Photographs by Misha Erwitt for The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Mar 2004: F.10.",11/15/17,"New York, N.Y.",,"Wertheim, Margaret",New York Times Company,,Newspapers,432712834,"United States, New York, N.Y.",English,11-Mar-04,Robots; Building construction; Computer aided design; CAD,New York Times,Feature,,,,,,,
+Developers of Industrial Sites Turn to Brookhaven,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/developers-industrial-sites-turn-brookhaven/docview/432334349/se-2?accountid=14586,"WITH undeveloped land scarce in western Suffolk County, developers of industrial property are shifting their focus eastward, particularly to eastern part of the town of Brookhaven, where there are numerous tax incentives and where large plots of industrially zoned property are not only available but also cheaper, according to commercial realtors.
+''Brookhaven has a strong industrial development program with a 100 percent real estate tax abatement for 10 years as its main attraction,'' said John O'Hara, a broker at the Hauppauge office of Brown Harris Stevens Commercial Services, a real estate services company. ''We're bringing in people from further west. There is not a lot of land left in the Hauppauge and Bohemia areas, and there is a growing population to the east in Manorhaven and Center Moriches where a lot of houses are going up.''
+In industrial areas in Smithtown and Islip, where there are numerous industrial parks, including the 1,400-acre Hauppauge Industrial Park, land is currently selling for $300,000 to $500,000 an acre, while sites in Brookhaven's rapidly growing industrial area can still be purchased for $175,000 to $235,000, Mr. O'Hara said.
+Besides the lower land prices, the 324-square-mile town offers another incentive: 1,273 acres lie within an Empire Zone, an economic development area designated by the state that offers companies there such benefits as tax abatements, reduced utility rates, sales-tax exemptions and tax credits for jobs that are created.
+There are three Empire Zones in Suffolk: Brookhaven, Central Islip and Calverton in Riverhead. State law requires that such a zone must be located near an economically depressed residential area, which in Brookhaven is the community of North Bellport, according to Anthony Aloisio, Brookhaven's director of economic development.
+Another incentive comes from the town's Industrial Development Agency, which offers exemptions from sales and property taxes and assists companies in getting financing, with low interest rates, for up to 100 percent of the cost of the project's purchase, renovation and equipment.
+There are nine major industrial parks, with more than 150 acres each, in Brookhaven, five of them within the Empire Zone. Four of the nine were created within the past three years, Mr. Aloisio said.
+Last year, the town's I.D.A. invested $102 million in 21 new industrial construction projects, which are expected to generate 1,916 new jobs. In 2001, there were 16 new projects approved that are projected to create 1,838 jobs.
+''The town has a really aggressive attitude in attracting manufacturing, and we have a high growth rate in population and work force,'' Mr. Aloisio said. ''We offer a lot of amenities and plenty of space to expand and grow.''
+APPROXIMATELY 1,000 acres in improved industrial lots -- where such features as roads are already in place -- are still available in Brookhaven.
+A town may designate up to 1,280 acres as an Empire Zone, and there are still seven acres outside Brookhaven's zone that can be added, depending on the proposals, Mr. Aloisio said. ''The key attribute is high-tech and manufacturing jobs and how many people a company would employ,'' he added.
+The 200-acre Brookhaven Technology Park in Shirley, which lies just outside the Empire Zone to the east, includes some parcels that have been approved for the zone because they fit the criteria and are near enough to the North Bellport area, he said.
+The park is at Exit 68 of the Long Island Expressway at the southeast corner of the intersection with the William Floyd Parkway, a major north-south road. There is a park entrance convenient to each roadway.
+A 47-acre vacant parcel within the park was purchased in 1999 by the Tritec Real Estate Company of East Setauket. According to Alan Yaffe, a principal at Melville-based United Realty, which is marketing the property, the asking price is $250,000 an acre, with the exception of a one-and-a-half acre parcel at the William Floyd Parkway entrance that is priced at $500,000 an acre.
+Two parcels have been sold, and a new 130,000-square-foot building constructed by Tritec on 12.6 acres has been leased to Anorad, a division of Rockwell Automation.
+Anorad, a leading manufacturer of linear motors, which has more than 300 employees at its new Brookhaven headquarters, qualified for Empire Zone status. It will receive tax benefits from both the state and town that will provide a saving of more than $2.6 million over the term of its initial 10-year lease.
+Under the lease, the company will pay $17 million in rent in the next 10 years, according to Raymond A. Ruiz, senior vice president at the Jericho office of CB Richard Ellis, the brokerage firm that represents Anorad.
+Anorad's operations are in a beige stone building with bright blue accents, designed by Ehasz Giacalone Architects of Farmingdale, which has 20,000 square feet of offices and 110,000 square feet of warehouse and manufacturing space.
+IN moving to Brookhaven, Anorad consolidated operations from four buildings totaling 139,000 square feet at the Hauppauge Industrial Park, where it had been located for 25 years, and a 10,000-square-foot building in Chagrin Falls, Ohio. The company also has locations in England, Israel and the Netherlands.
+''The stars aligned for us in Brookhaven,'' said Jim Smith, Anorad's president. ''We wanted to be in a single facility, and a great number of our employees lived out east and wanted to work locally. Brookhaven clearly wanted us here. They helped us work with Empire State Development to bring us here. Their incentive program and the wealth of technical talent from the defense industries that were once out here were important factors in our decision to move.''
+Another developer at the park, the Jericho-based ABLE Management Group, which owns and manages hotels in New York and Pennsylvania, will be adding a new dimension to the traditional industrial park by building a 120-room Holiday Inn full-service hotel on 6.29 acres that it purchased last year from Tritec.
+Construction will begin this spring on the $12 million six-story building, which will have a restaurant, exercise room and indoor pool.
+The park's proximity to Brookhaven National Laboratory, which employs more than 3,000 and is directly across the Long Island Expressway to the north, ''is a major attraction for science-oriented companies or those affiliated with the laboratories,'' Mr. Yaffe said.
+Location was a factor in the purchase of 6.5 acres at the park last year by Dorf Associates of Deer Park, which specializes in constructing multitenant buildings.
+''A big selling point was that it was right off the expressway,'' said Eric Dorf, a principal.
+Dorf plans to construct two buildings totaling about 50,000 square feet that will be designed by John Grammas and Carlos Cala of Farmingdale. There will be a total of 20 to 25 units of office and factory space ranging from 1,000 to 6,000 square feet. Annual rents would exceed $9 a square foot, Mr. Yaffe said.
+Three miles farther west along the Expressway, at Exit 66, within the town's Empire Zone, are a cluster of industrial parks, including the 118-acre Brookhaven Industrial Park, where the asking price is $235,000 an acre, according to Mr. O'Hara. Currently, nine companies are under contract to buy a total of about 28 acres at that park. The first closing -- on 10.5 acres -- is expected to take place this month, and the buyer, the Omega Moulding Company of Commack, which manufactures picture frames, is planning to build a 130,000 square-foot building, said Mr. O'Hara, who, with his partner Marshall Schutzer, is the broker for the park.
+Farther east in the town of Riverhead, at Epcal, the 492-acre industrial park at the site of the former Grumman plant in Calverton, where military aircraft were manufactured, the asking price is $100,000 an acre, according to Jack O'Connor, executive vice president at the Melville office of Grubb & Ellis, which is marketing the property. He added that of the 250 acres of vacant industrially zoned land that was available, 75 are currently in contract. The new tenants include a food distribution company and a manufacturer of doors and windows.
+Photograph Alan Yaffe, principal at United Realty, at Brookhaven Technology Park. (Ed Betz for The New York Times)
+Map of Suffolk highlighting industrial properties with Empire Zone status.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Developers+of+Industrial+Sites+Turn+to+Brookhaven&title=New+York+Times&issn=03624331&date=2003-02-02&volume=&issue=&spage=11.6&au=Paquette%2C+Carole&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,11,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 2, 2003","In industrial areas in Smithtown and Islip, where there are numerous industrial parks, including the 1,400-acre Hauppauge Industrial Park, land is currently selling for $300,000 to $500,000 an acre, while sites in Brookhaven's rapidly growing industrial area can still be purchased for $175,000 to $235,000, Mr. [John O'Hara] said. There are three Empire Zones in Suffolk: Brookhaven, Central Islip and Calverton in Riverhead. State law requires that such a zone must be located near an economically depressed residential area, which in Brookhaven is the community of North Bellport, according to Anthony Aloisio, Brookhaven's director of economic development. Three miles farther west along the Expressway, at Exit 66, within the town's Empire Zone, are a cluster of industrial parks, including the 118-acre Brookhaven Industrial Park, where the asking price is $235,000 an acre, according to Mr. O'Hara. Currently, nine companies are under contract to buy a total of about 28 acres at that park. The first closing -- on 10.5 acres -- is expected to take place this month, and the buyer, the Omega Moulding Company of Commack, which manufactures picture frames, is planning to build a 130,000 square-foot building, said Mr. O'Hara, who, with his partner Marshall Schutzer, is the broker for the park.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Feb 2003: 11.6.",11/15/17,"New York, N.Y.",Brookhaven New York,"Paquette, Carole",New York Times Company,,Newspapers,432334349,"United States, New York, N.Y.",English,2-Feb-03,Industrial parks; Commercial real estate; Tax abatement,New York Times,Feature,,,,,,,
+"As Big-City Debut Looms, New Air Traffic System Draws Fire","New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/new spapers/as-big-city-debut-looms-new-air-traffic-system/docview/432246023/se-2?accountid=14586,"A week before a new air traffic control system is supposed to be put into service in a highly congested airspace, federal aviation officials have called an unusual high-level meeting to review criticism that the system is not safe and has not been adequately tested.
+The ambitious system, which is late and over budget, is called the Standard Terminal Automation Replacement System, or Stars. It is eventually intended for use in nearly 200 air traffic offices around the country, as well as some military bases, to guide planes near airports. Proponents of the system, who want to begin using it in Philadelphia on Nov. 17, say it will increase safety and reduce flight delays, rein in maintenance costs and establish a platform for future improvements.
+But critics note that when a prototype was installed in El Paso, the controllers there rejected it in favor of the old equipment after Stars sometimes confused passing tractor-trailers on a nearby highway with planes that had landed -- attaching the data tag that shows a plane's identity, altitude and other data to a truck.
+At another early installation, in Syracuse, the technicians refused to certify the system as safe for use, until the Federal Aviation Administration invoked a clause in their contract requiring them to do so. In another early test in Detroit, controllers initially had to cut air traffic back to a level Stars could handle.
+Earlier this year, the Transportation Department's inspector general complained that the new system had not been adequately evaluated.
+F.A.A. officials said that the problems were not unusual for a new system, and that the evaluation the inspector general seeks can only be done after a few weeks of experience. El Paso's problem with the data tags was fixed, they said, and in Syracuse the agency had merely failed to provide its technicians a maintenance manual appropriate to the new equipment. The officials said that the technicians were trying to perform functions that were not necessary or possible on the new equipment.
+Stars is a crucial part of the F.A.A.'s modernization plans. It is supposed to be installed in the terminal radar approach controls, or tracons, to replace equipment designed in the late 1960's and used since the early 1970's.
+The F.A.A. set out to replace that equipment in 1983, but abandoned most of that project in 1994 as unworkable, after spending $2.6 billion. Government auditors later determined that $1.5 billion of that had been wasted.
+The aviation agency started over with Stars in 1996, and was supposed to have the first installation in place by 1998.
+''Stars is a major program for the F.A.A.,'' said Marion Blakey, who became administrator of the agency eight weeks ago. ''It's certainly a key element in the modernizing of our entire system.''
+F.A.A. officials have high hopes for Stars. The system it replaces can rely on only one radar at a time to find a plane's position, but Stars can get data on a single target from several radars and combine the information to produce a much more accurate result, they say.
+Current rules on how close airplanes are allowed to fly near each other -- rules that often set limits on how much traffic an area can handle -- are based on the possibility that a single radar is wrong. With more precise knowledge of where planes are, they could fly closer together, experts say. And the new system is an ''open platform,'' allowing new technologies to be plugged in later; the older system is mostly self-contained.
+According to the Raytheon Company, which is the Stars contractor, the new controller workstations also allow weather to be displayed in six different colors, and can accommodate dividing the airspace into smaller or larger sectors, as traffic conditions warrant. Stars is supposed to be able to take in data from 16 different radars and integrate it, and to track as many as 1,350 airborne aircraft at the same time.
+Philadelphia is the first big metropolitan area to get the new computers and controller workstations, and Ms. Blakey is supposed to tour the installation on Friday with representatives of three groups that have been highly critical of it -- the technicians union, the inspector general and Congress's General Accounting Office -- as well as other officials. Then the system's strongest advocates and its harshest critics will have an opportunity to make their case before the head of the agency.
+Thomas W. Brantley, the vice president of the technician's union, the Professional Airways Systems Specialists, said, ''Because they're so close, they don't want to hear about problems until they've declared victory.'' The technicians say that they have not received enough training to maintain the new system at tracons around the country.
+But Ms. Blakey denied that the agency was pressing to put Stars into service after years of delay. ''The terms 'headlong rush' and 'F.A.A.' don't usually come up in the same sentence,'' she said.
+Ms. Blakey said it was important to get the new system in place in Philadelphia -- where, she said, the age of the existing equipment made it hard to maintain -- and at other places around the country. But, she added, she would not approve Stars before it was safe.
+Moreover, additional delay had a cost of its own, she noted, leaving less reliable old equipment in service around the country.
+Stars was supposed to be clean and simple, using commercially available, ''off the shelf'' technology that was promoted as cheaper and faster than custom-built systems. But the F.A.A.'s air traffic controllers found the work stations hard to use.
+The old equipment uses control knobs, but the initial Stars had trackballs and on-screen windows like those on a personal computer. Controllers who used it said the windows sometimes obscured the blips of planes in flight. Among other problems, the system also initially employed a conventionally styled keyboard, and the controllers were used to keys that were laid out alphabetically.
+The changes pushed the software's costs up sharply. The 1996 plan called for installation in 172 offices by 2005 at a cost of $940 million. In October 1999, the agency revised its projections, saying installation in 188 offices would cost $1.4 billion. In March, the agency cut the price to $1.33 billion, but cut the number of installations to just 74 offices. It stopped saying what installation in the other offices would cost but said it wanted to complete them all by 2008.
+The General Accounting Office, the auditing arm of Congress, said recently that the program had changed so many times it was no longer possible to make meaningful comparisons.
+Citizens Against Government Waste, a nonprofit group based here, recently noted that Star's per-installation price had more than tripled, to $17.5 million from $4.8 million. F.A.A. officials rejected that analysis, saying that the development costs, which are now nearly fully paid, will eventually be spread over far more installations.
+To cope with delays in the new system, the F.A.A. and Raytheon assembled a system of display screens for Stars using back-room computers from the old system. Stars is now in use in Hartford; Memphis; Albany; Detroit; Birmingham, Ala.; Albuquerque; and Providence, R.I. Still, the Philadelphia installation would be the first to use all new equipment in a highly congested air-traffic location.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+Big-City+Debut+Looms%2C+New+Air+Traffic+System+Draws+Fire&title=New+York+Times&issn=03624331&date=2002-11-08&volume=&issue=&spage=A.22&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 8, 2002","F.A.A. officials said that the problems were not unusual for a new system, and that the evaluation the inspector general seeks can only be done after a few weeks of experience. El Paso's problem with the data tags was fixed, they said, and in Syracuse the agency had merely failed to provide its technicians a maintenance manual appropriate to the new equipment. The officials said that the technicians were trying to perform functions that were not necessary or possible on the new equipment. Stars is a crucial part of the F.A.A.'s modernization plans. It is supposed to be installed in the terminal radar approach controls, or tracons, to replace equipment designed in the late 1960's and used since the early 1970's. To cope with delays in the new system, the F.A.A. and Raytheon assembled a system of display screens for Stars using back-room computers from the old system. Stars is now in use in Hartford; Memphis; Albany; Detroit; Birmingham, Ala.; Albuquerque; and Providence, R.I. Still, the Philadelphia installation would be the first to use all new equipment in a highly congested air-traffic location.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 2002: A.22.",11/15/17,"New York, N.Y.",Philadelphia Pennsylvania,"Wald, Matthew L",New York Times Company,,Newspapers,432246023,"United States, New York, N.Y.",English,8-Nov-02,Air traffic control; Aviation; Federal regulation; Urban areas,New York Times,News,,,,,,,
+A Korean City Welcomes G.M.'s Return,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/korean-city-welcomes-g-m-s-return/docview/432248629/se-2?accountid=14586,"For Han Ik Soo, who oversees production of 400 compact cars a day in an antiquated plant in this industrial port city west of Seoul, the recent takeover of the factory by General Motors represents a welcome reunion.
+''General Motors was running the plant when I first went to work here 26 years ago,'' Mr. Han said, showing visitors around the sprawling compound in the city's Bupyung district. ''They built most of the plant. We are glad to see them back.''
+G.M.'s return as the primary partner in a newly formed company called GM Daewoo Auto and Technology marked the end of one of the most protracted struggles in Korea's long economic recovery. It was nearly five years ago, on Dec. 3, 1997, that the government and the International Monetary Fund came to terms on a $58 billion bailout; nearly two years after that, in the summer of 1999, the Daewoo Group, including Daewoo Motor, collapsed under $80 billion in liabilities.
+Now Mr. Han, responsible for the lines that produce the Kalos, developed while Daewoo was in bankruptcy, talks about bringing the plant to the standards of two others built several years ago as part of a $5 billion global expansion by Koo Woo Joong, then Daewoo's chief executive.
+''We've got 96 percent automation here,'' Mr. Han insisted, waving at machinery worn by years of use. ''Our biggest need is quality control. Every employee is trying to make the best-quality cars. The Kalos has very much improved in the last two months.''
+That is the kind of talk that Nick Reilly, the longtime G.M. executive who was named as GM Daewoo's first president and chief executive, likes to hear.
+''No one got everything they wanted,'' he said of the deal in which G.M. pulled together a Japanese and a Chinese partner in a consortium that bought the most viable elements of Daewoo Motor for a bargain $400 million. ''Everyone made significant sacrifices.''
+In just two years, Mr. Reilly predicted, GM Daewoo will be a profitable enterprise with a strong base in South Korea and exports throughout the world. He acknowledges that four and a half years of fitful negotiations, during which Daewoo steadily lost ground to Hyundai Motor and its subsidiary, Kia Motor, were costly.
+''Our Daewoo domestic market share has fallen,'' he said, pointing at a graphic display that showed that Daewoo, which once aspired to catch Hyundai, had only 9.6 percent of vehicle sales in Korea so far this year. ''It isn't the product but rather the uncertainty,'' he said, explaining the drop since 1997, when Daewoo had 26 percent of the market and Kim Woo Choong, the Daewoo Group's founder and chairman, dreamed of a place in the ''global top 10.''
+''The talks went on too long,'' said Kim Chul Whan, international relations manager at the Korea Automobile Manufacturers' Association, as he looked over the statistics. ''We were very concerned about Daewoo's future.''
+After producing 764,257 vehicles in 1997, Daewoo held its own through 2000, when it turned out 624,534, then fell to 387,134 last year. In the first nine months of this year, it manufactured 223,914 vehicles, compared with 1,228,563 for Hyundai and 608,075 for Kia. Now two small rivals, Ssangyong Motor and Renault Samsung, are nipping at Daewoo's heels for third place in the local market.
+Mr. Reilly hopes to make up for lost time with new versions of familiar Daewoo cars and with an entirely new midmarket car. The car will make its debut on Nov. 21 at the Seoul Motor Show under the brand name Lacetti, Latin for ''powerful'' or ''muscular,'' befitting the image Mr. Reilly sees for the company. ''Our customers feel a new Korean spirit,'' he said. ''We will invest in ways to further increase our speed in developing costs and bringing new models to market.''
+But how did Daewoo engineers and designers create new models while the company was in bankruptcy? Alan Perriton, who is in charge of G.M.'s new ventures in Asia, attributes it to ''some of our DNA.''
+He was referring to the legacy of engineering talent that remained with Daewoo Motor after G.M. sold back its 50 percent stake 10 years ago, when it became clear that Kim Woo Choong would not abandon his expansion plans. Mr. Kim nursed his dream until late 1999, when he fled Korea to avoid prosecution on fraud charges while a number of his top executives wound up in jail for issuing misleading statements and diverting funds.
+Under the complex structure pieced together by Mr. Perriton, G.M. owns 42.1 percent of GM Daewoo, while Suzuki Motor of Japan, in which G.M. holds a 20 percent stake, owns 14.9 percent. The Shanghai Automotive Industry Corporation, which assembles G.M. vehicles in China, including the highly successful Buick Regal, was the last to come on board, taking a 10 percent stake. Daewoo Motor creditors, led by the Korea Development Bank, hold the remaining 33 percent in hopes that eventually they will recoup some of the $16 billion in liabilities piled up over the years by Daewoo Motor.
+''It's phenomenal that they've been able to maintain product development,'' said Mr. Perriton, who led G.M. through the enervating process of negotiating with Daewoo and its creditors. ''We have always considered they had excellent products.'' On that basis, he said, ''Our objective is the market share before Daewoo went into decline.''
+On the Kalos assembly line, Mr. Han and his crew were primed to show that the Bupyung plant was as good as the company's two modern plants, one in Kunsan on the west coast, the other in Changwon on the east coast.
+The deal included a motivational factor Mr. Han was acutely aware of. Although G.M. built the complex here in 1972, when the company was named GM Korea, the new consortium was inclined to shut it down. G.M. agreed to lease it for six years after violent strikes in February of last year in which workers seized control of the compound. With the work force already slashed from 20,000 to 8,400, G.M. said the lease would be renewed if the plant proved viable.
+''I am sure within three years, GM Daewoo will want to buy this plant,'' Mr. Han said. ''Our quality level and productivity should increase by four percent every year. Now we produce 50 cars an hour. It should be 60 an hour.''
+The final test would lie not in the speed and efficiency of his assembly line, he recognized, but in sales and marketing. ''They have to sell enough cars for us to work in two shifts,'' said Mr. Han, who recalled that when he was hired, the plant was producing Geminis and Chevettes. ''We will do our best. Only sales is a problem.''
+Photograph A worker helps assemble the Kalos, a new GM Daewoo vehicle, at a plant in Inchon, South Korea. (Chung Sung-Jun/Getty Images)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Korean+City+Welcomes+G.M.%27s+Return&title=New+York+Times&issn=03624331&date=2002-11-07&volume=&issue=&spage=W.1&au=Kirk%2C+Don&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 7, 2002","Under the complex structure pieced together by Mr. [Alan Perriton], G.M. owns 42.1 percent of GM Daewoo, while Suzuki Motor of Japan, in which G.M. holds a 20 percent stake, owns 14.9 percent. The Shanghai Automotive Industry Corporation, which assembles G.M. vehicles in China, including the highly successful Buick Regal, was the last to come on board, taking a 10 percent stake. Daewoo Motor creditors, led by the Korea Development Bank, hold the remaining 33 percent in hopes that eventually they will recoup some of the $16 billion in liabilities piled up over the years by Daewoo Motor. ''It's phenomenal that they've been able to maintain product development,'' said Mr. Perriton, who led G.M. through the enervating process of negotiating with Daewoo and its creditors. ''We have always considered they had excellent products.'' On that basis, he said, ''Our objective is the market share before Daewoo went into decline.'' The deal included a motivational factor Mr. [Han Ik Soo] was acutely aware of. Although G.M. built the complex here in 1972, when the company was named GM Korea, the new consortium was inclined to shut it down. G.M. agreed to lease it for six years after violent strikes in February of last year in which workers seized control of the compound. With the work force already slashed from 20,000 to 8,400, G.M. said the lease would be renewed if the plant proved viable.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Nov 2002: W.1.",11/15/17,"New York, N.Y.",Inchon South Korea,"Kirk, Don",New York Times Company,,Newspapers,432248629,"United States, New York, N.Y.",English,7-Nov-02,Foreign operations of US corporations; Automobile industry; Factories; Partnerships,New York Times,News,,,,,,,
+Industrial Elite Of France Reclaims Helm At Vivendi,"New York Times, Late Edition (East Coast ); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/industrial-elite-france-reclaims-helm-at-vivendi/docview/432144587/se-2?accountid=14586,"With the ouster of Jean-Marie Messier as chairman of Vivendi Universal and the naming of two French industrialists to pivotal positions on its board, France's business elite has reclaimed the company that Mr. Messier sought to transform into a trans-Atlantic empire.
+Vivendi's announcement on Wednesday that Jean-Rene Fourtou, a chemical and pharmaceutical executive, would replace Mr. Messier somewhat calmed the nerves of jittery investors.
+But the news that two captains of French industry, Claude Bebear and Henri Lachmann, will head newly created board committees on finance and strategy is generating a real buzz among shareholders, many of whom think that two men will play decisive roles in shaping Vivendi's future.
+Mr. Bebear is widely regarded as the power behind the throne. Analysts said that Mr. Bebear (pronounced bay-bay-ARE) -- the 66-year-old founder and chairman of the French insurer AXA, who joined the board just a day ago -- will be critical in negotiating with French banks to refinance Vivendi's debt and in winning back the confidence of investors.
+''They're putting in a guy with a lot of gravitas, not only in French industry but in the United States,'' said Adam Bird, head of the media and entertainment practice at the consulting firm Booz Allen Hamilton.
+There are striking parallels between Mr. Bebear and Mr. Messier. Both used a skein of daring acquisitions to turn provincial French companies into global goliaths. Through its takeover in 1991 of the Equitable Companies, AXA became one of the few French businesses to expand successfully into the United States. It now competes with insurance industry titans like the American International Group and Allianz of Germany.
+But along the way, Mr. Bebear developed a reputation as a champion of corporate governance and shareholder interests -- issues that he thought had been given short shrift in Mr. Messier's burgeoning empire.
+When Vivendi's share price buckled, Mr. Bebear emerged as Mr. Messier's nemesis, criticizing him publicly and maneuvering privately to put his close friend, Mr. Foutrou, into his chair. Before he was on the board, Mr. Bebear supported a campaign by the Bronfman family, Vivendi's largest shareholder, to remove Mr. Messier.
+Investors here regard the board appointments as a sign that Vivendi is finally in steadier hands. The company's stock, after losing 42 percent of its value in panicky trading on Tuesday and Wednesday, rallied in Paris today, rising 5.5 percent to close at 14.67 euros, or $14.38. (Vivendi's American depository receipts did not trade, with markets in New York closed for Independence Day.)
+Mr. Foutrou has acknowledged that Vivendi faces a short-term liquidity crisis, and the board has set a two-week deadline to obtain new credit from its banks. Mr. Bird said Vivendi needed to sort out its finances before it could turn to matters like overhauling the company or selling assets.
+When it does debate these bigger issues, Mr. Lachmann, 63, is likely to have an influential voice. Mr. Lachman, the chairman of Schneider Electric, a maker of automation devices and switches, is viewed as a power broker with close ties to President Jacques Chirac -- something Mr. Messier famously did not have.
+That has led some analysts to suggest that Mr. Lachmann will push for a so-called French solution to Vivendi's problems. That could mean splitting off the American entertainment assets, which include the Universal film studio and music company, through a sale, perhaps to Barry Diller, who runs Vivendi's American entertainment operation, or a spinoff to investors.
+Vivendi -- or at the very least, other French companies -- would retain the French assets, which include a 44 percent stake in the mobile phone provider Cegetel; a 42 percent stake in a water company, Vivendi Environnement; and Canal Plus, the leading European pay TV service.
+This strategy, analysts said, would address several competing interests. It could be expected to placate the French establishment, which has grown nervous about abandoning its cultural jewels to Hollywood-style power-brokering.
+France's government has signaled that it will not look kindly on a breakup of Vivendi that would put French assets in foreign hands. Canal Plus is especially sensitive because, by law, it finances a good chunk of French film and television production.
+The culture minister, Jean-Jacques Aillagon, said today, ''I have even written this morning to Jean-Rene Fourtou to tell him of my vigilance, concern and worry over the future of the companies in Vivendi Universal, which are an essential part of the French cultural heritage.''
+A simplified structure, with the French and American parts of the business having separate stock market listings in their respective countries, might also appeal to investors on both sides of the Atlantic.
+Now that representatives from a group of French banks who lent money to Vivendi dominate its board, finding a politically acceptable solution has become even more important. ''A French solution has great appeal because of the increased chances of gaining access to capital from the French banks,'' said Simon Hawkins, an analyst with Dresdner Kleinwort Wasserstein.
+Some critics of Vivendi worry that the banks may exercise too much power in determining the company's future. ''There is a conflict of interest between the banks and the shareholders, said Collette Neuville, a French shareholder representative. ''The banks may try to sell the company's assets at prices that are too low.''
+Ms. Neuville also expressed doubts about Mr. Lachmann's credentials as an agent of change at Vivendi. She noted that he had been on the company's board when Mr. Messier set off on the acquisition binge that turned a plodding water utility into a highflying and debt-ridden media empire.
+''I think the board of directors has a responsibility for what happened,'' Ms. Neuville said. ''Why did it reach this point? Because the board let the situation go on for such a long time.''
+Ms. Neuville has crossed swords with Mr. Lachmann before. Last year, she and other shareholder activists blocked a proposed merger of Schneider and another French company, Legrand, because the deal favored the wealthy families who controlled the company's voting shares.
+Mr. Lachmann revised the deal and got it through, though now he may regret it. Schneider is being forced to sell Legrand by the European Union, which vetoed the merger last fall. The sale price of 3.7 billion euros ($3.63 billion) is two-thirds of what Schneider paid for the company in July 2001.
+Schneider is appealing the ruling, and any sale depends on the decision, expected in the fall. Mr. Lachmann's political muscle was in evidence when he persuaded the French government to join Schneider in contesting the European Union decision.
+Mr. Messier, who delighted in snubbing the French business establishment, sees a personal motive in his ouster. In an interview conducted before his dismissal but published today in the magazine Le Point, Mr. Messier accused Mr. Bebear of trying to drag him down so that he would remain the only French business executive who had succeeded in the United States.
+Neither man was available for further comment.
+Photograph Claude Bebear, head of the insurer AXA, is regarded as a focus of power on the new Vivendi board. (Reuters)(pg. C2)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Industrial+Elite+Of+France+Reclaims+Helm+At+Vivendi&title=New+York+Times&issn=03624331&date=2002-07-05&volume=&issue=&spage=C.1&au=MARK+LANDLER+with+SUZANNE+KAPNER&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 5, 2002","When Vivendi's share price buckled, Mr. [Claude Bebear] emerged as Mr. [Jean-Marie Messier]'s nemesis, criticizing him publicly and maneuvering privately to put his close friend, Mr. Foutrou, into his chair. Before he was on the board, Mr. Bebear supported a campaign by the Bronfman family, Vivendi's largest shareholder, to remove Mr. Messier. Mr. Foutrou has acknowledged that Vivendi faces a short-term liquidity crisis, and the board has set a two-week deadline to obtain new credit from its banks. Mr. [Adam Bird] said [Vivendi] needed to sort out its finances before it could turn to matters like overhauling the company or selling assets. Vivendi -- or at the very least, other French companies -- would retain the French assets, which include a 44 percent stake in the mobile phone provider Cegetel; a 42 percent stake in a water company, Vivendi Environnement; and Canal Plus, the leading European pay TV service.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 July 2002: C.1.",11/14/19,"New York, N.Y.",France,MARK LANDLER with SUZANNE KAPNER,New York Times Company,,Newspapers,432144587,"United States, New York, N.Y.",English,5-Jul-02,Boards of directors; Corporate governance,New York Times,News,,,,,,,
+The Guide:   [Connecticut Weekly Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/guide/docview/432071253/se-2?accountid=14586,"Classic Cars and Boats
+A gala Greenwich Concours d'Elegance is to be held for the seventh year next Saturday and Sunday from 10 to 5 at Roger Sherman Baldwin Park overlooking Greenwich Harbor. The three-part affair focuses Saturday on imported and domestic cars from the 1890's through the mid-1980's. Sunday will be devoted to a Concours Europa, and a vintage and contemporary in-water boat show is included both days in the $20 price of admission for one day, $30 for two days.
+Cars built for celebrities include Greer Garson's Cadillac with a red silk and satin interior, and a 1904 Columbia once owned by the Metropolitan Opera tenor James Melton. Handsomely restored vintage, one-of-a-kind and classic Maseratis, Ferraris, Lamborghinis, Corvettes and original Thunderbirds; Jaguars from the early 30's, when they were called S.S.II's, and Cords with their bold exhaust coils flanking the hood are among the sports cars, touring and competition cars. Maserati, Ferrari and Lincoln are brands that have bridged the decades and are represented by contemporary as well as vintage models.
+Visitors may also visit a gallery of automotive art, workshops and demonstrations, and a 1927 de Havilland DH-71 airplane, designed by Geoffrey de Havilland, Olivia de Havilland's uncle. Children under 13 are admitted free with an adult, and food will be available continuously. The park is just off Exit 3 of I-95 at 100 Arch Street.
+Art of Drawing
+''For some years the fine art of draftsmanship has suffered some eclipse because learning the craft of figure drawing has been only casually addressed and even discredited by some,'' says Deane G. Keller, whose work may be seen in an exhibition called ''Go Figure'' today through next Sunday at the Lyme Art Association's Centennial Exhibition in Old Lyme.
+Professor Keller, who teaches at the Lyme Academy College of Fine Arts in Old Lyme and the Art Students League and the New York Academy of Art in New York City, received his bachelor's degree in art history from Yale, where he studied figure drawing with his father, Deane Keller Sr. He also holds a bachelor of fine arts degree in sculpture and painting from the Herron Art Institute at Indiana University, and he studied anatomy and sculpture at Nera Simi's studio in Florence. He has lectured on draftsmanship in series held at the Yale Center for British Art and the Wadsworth Atheneum.
+The juried exhibition includes works by several additional Lyme Art Association members and invited artists, all of whom exemplify the stated mission of the academy and the association, ''to provide the best education in drawing, painting and sculpture in the figurative tradition from the Renaissance to the first half of the 20th century.''
+Visiting hours at the association, 90 Lyme Street, are Tuesday through Saturday, 10 to 4:30, today and next Sunday, 1 to 4:30. Admission is by suggested donation of $4. Information: (860) 434-7802.
+From Movies to Music
+Billy Bob Thornton's highly praised performance in ''Monster's Ball'' represents only one example of his talents as an Academy Award-winning actor, director and writer. He will return to his musical roots as a singer-songwriter on Wednesday at 8, performing in concert at the Palace Theater, 61 Atlantic Street in Stamford.
+The program will retrace his ''Private Radio'' album of songs written out of his own life experiences and those of people close to him, recorded in his home studio. He comes to Connecticut from a ''Private Radio'' tour of Dublin, Liverpool, Manchester, London, Stockholm, Copenhagen, Brussels, Hamburg and Milan. Tickets are $35. Information: (203) 325-4466.
+A House and a Light
+The official opening of ''Bicentennial Beacon: Faulkner's Island Lighthouse'' is scheduled on Saturday from 10 to 4:30 at the Henry Whitfield State Museum in Guilford. The house -- the oldest in the state, is 163 years older than the 200-year-old lighthouse. The house, built in 1639, is filled with 17th- to 19th-century furnishings and artifacts, and has a visitors' center and gift shop at at 248 Old Whitfield Street.
+The new exhibition tells the history of the lighthouse commissioned by Thomas Jefferson and built on Faulkner's Island, which is three miles off the Guilford coast. Once inhabited by Native Americans, it is a a wildlife refuge operated by the United States Fish and Wildlife Service. Like the Whitfield house, the lighthouse is on the National Register of Historic Places.
+The exhibition covers how the light house was constructed, recently restored and had its light converted to automation, along with details of the lighthouse keepers' lives and families, and of Coast Guard personnel stationed on the island during World War II. Tales of shipwrecks and hands-on activities for children will be offered.
+The light still serves United States Coast Guard vessels and other boats plying Connecticut's offshore waters. Visiting hours through Dec. 14 are Wednesday through Sunday, 10 to 4:30.
+Guilford is a town full of history and on June 8 it will sponsor tours of four houses: Whitfield; Hyland House, circa 1690; Thomas Griswold House, circa 1774; and Dudley Farm, from the turn of the 20th century. Craft demonstrations, local fruits and vegetables for sale, sheep-shearing and other bucolic delights include an invitation to bring a picnic and enjoy it on the grounds. Tours of the four houses will be $10 for adults and free for children 17 and under. Information about both events: (203) 453-2457.
+'Benson' to 'Wasteland'
+Remember James Noble, the sweet, discombobulated governor on Robert Guillaume's hit television series ''Benson''? It was probably the role for which he is best known, but he has been an actor of many parts since his teens on stage, screen and television. Next weekend he will perform his own material at the 20th anniversary of the Theater Artists' Workshop in Norwalk.
+The performance will be one of a series of experimental evenings and Mr. Noble's contribution will be acting out T. S. Eliot's ''The Love Song of J. Alfred Prufrock,'' ''Sweeney Agonistes'' and ''The Wasteland.'' He tried out a preliminary version at a workshop meeting and the response was so positive that he revised and polished it for presentation to the public on Friday and Saturday at 8 and next Sunday at 3.
+The performance is at 5 Gregory Boulevard in the Old Well Masonic Lodge and tickets are $10. Information: (203) 854-6830.
+Historic Wethersfield
+Old Wethersfield, settled in 1634 and home of Connecticut's largest historic district, with 250 houses dating from 1640 to 1900, is holding an American Heritage Festival on Saturday and Sunday from 11 to 5.
+The two-square-mile district is listed on the National Register of Historic Places, and a 40-minute trolley ride will acquaint visitors with sights and structures that they can see up close on walking tours afterward. Costumed docents will lead tours of some of the homes and interpreters in period attire will make paneling, hinges, shingles, and show how bricks and mortar were used and timbers were fastened together.
+Children's activities, a Restoration Arts and Trades Expo, an antiques show, a fair with music, dancing, food and crafts from area communities, and a parade of 25 fife and drum corps round out the agenda. Most events are free and the Keeney Center at 200 Main Street will be the headquarters for maps, programs, tickets, restrooms and tour departures. Information: (860) 721-2975. ELEANOR CHARLES
+Photograph ''Cairo Study'' by Deane G. Keller is one of the pieces on display in the Lyme Art Association's Centennial Exhibition in Old Lyme.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Guide%3A+%5BConnecticut+Weekly+Desk%5D&title=New+York+Times&issn=03624331&date=2002-05-26&volume=&issue=&spage=14CN.10&au=Charles%2C+Eleanor&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14CN,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 26, 2002","Cars built for celebrities include Greer Garson's Cadillac with a red silk and satin interior, and a 1904 Columbia once owned by the Metropolitan Opera tenor James Melton. Handsomely restored vintage, one-of-a-kind and classic Maseratis, Ferraris, Lamborghinis, Corvettes and original Thunderbirds; Jaguars from the early 30's, when they were called S.S.II's, and Cords with their bold exhaust coils flanking the hood are among the sports cars, touring and competition cars. Maserati, Ferrari and Lincoln are brands that have bridged the decades and are represented by contemporary as well as vintage models. ''For some years the fine art of draftsmanship has suffered some eclipse because learning the craft of figure drawing has been only casually addressed and even discredited by some,'' says Deane G. Keller, whose work may be seen in an exhibition called ''Go Figure'' today through next Sunday at the Lyme Art Association's Centennial Exhibition in Old Lyme. Professor Keller, who teaches at the Lyme Academy College of Fine Arts in Old Lyme and the Art Students League and the New York Academy of Art in New York City, received his bachelor's degree in art history from Yale, where he studied figure drawing with his father, Deane Keller Sr. He also holds a bachelor of fine arts degree in sculpture and painting from the Herron Art Institute at Indiana University, and he studied anatomy and sculpture at Nera Simi's studio in Florence. He has lectured on draftsmanship in series held at the Yale Center for British Art and the Wadsworth Atheneum.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 May 2002: 10.",11/15/17,"New York, N.Y.",,"Charles, Eleanor",New York Times Company,,Newspapers,432071253,"United States, New York, N.Y.",English,26-May-02,,New York Times,NEWSPAPER,,,,,,,
+He Knows This Bumpy Hill Well:   [Biography ],"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/he-knows-this-bumpy-hill-well/docview/431936781/se-2?accountid=14586,"JOSEPH M. TUCCI calls himself a car nut. He says the used sports cars he acquires -- a Porsche twin turbo is his current prize -- are treated so lovingly that he can sell them at a profit.
+No wonder Mr. Tucci, the chief executive of EMC, sometimes slips into car-and-driver analogies when discussing the company's remarkable rise to leadership in the data storage industry, its current problems or its plans for regaining momentum. But Mr. Tucci, 54, said those slips made him impatient with himself.
+''I hate car analogies,'' he said, abruptly halting one in a recent interview. They tend to lead to oversimplification, he explained.
+Fair enough, but a snapshot of Mr. Tucci's career might read like this: Energetic, ambitious young executive proves adept at keeping Sperry and Unisys computers from being blown off the technology racetrack by I.B.M. More mature executive pulls the onetime office automation leader Wang out of the bankruptcy ditch, soups it up with new products and gets it running smoothly enough to sell to a European competitor. Seasoned manager is rewarded with the driver's seat in the front-running car on the data storage circuit. Ready to finally experience the thrill of putting the pedal to the metal with everyone else in the rear-view mirror, he has barely tightened his seat belt when . . . kaboom!
+This is going to require more than a minor pit stop.
+Mr. Tucci has had the misfortune of starting his job at one of the worst possible times -- at least when it comes to problems beyond his control. Since his promotion almost a year ago, the country has fallen into recession, and companies have cut technology spending. The cuts have been especially deep for big-ticket products like the multimillion-dollar storage systems built around EMC's flagship, Symmetrix, a refrigerator-size box full of memory disks.
+EMC, which finished 2000 with a burst that lifted its sales to $8.9 billion, aimed to hit $12 billion this year. Analysts now expect sales to slump to about $6.8 billion this year and to decline as much as $1 billion more in 2002.
+EMC was also blindsided by a price war initiated by Hitachi Data Systems, a unit of Hitachi Ltd., the deep-pocketed Japanese company, and joined by I.B.M.'s data storage division.
+Fighting back in a shrinking market destroyed EMC's profits. After earning $1.8 billion last year, EMC, based in Hopkinton, Mass., is expected to lose at least $600 million this year. The loss will reflect about $675 million in restructuring charges that included provisions to cut 4,000 additional jobs, bringing the total to 5,500, or 23 percent of the work force.
+Critics say EMC has problems in addition to uncontrollable market forces. They say that its technology advantages have eroded and that years of aggressive behavior by EMC sales representatives have soured relations with many customers.
+Fortunately for EMC, Mr. Tucci may be even better suited to managing upheaval than the prosperity that the company projected when he joined it nearly two years ago. ''He has made a career out of stewarding transitions,'' said James Berlino, an analyst at Merrill Lynch who has known Mr. Tucci since his days at Unisys. ''He's a hands-on guy who is incredibly direct.''
+Mr. Tucci is already credited with pushing a sales force reorganization on the company that helped it overtake Network Appliance, the early market leader in the fast-growing new segment of smaller storage devices attached to networks instead of mainframe computers. He used a friendship from his days at Wang with Kevin Rollins, president and chief operating officer at Dell Computer, to clear the way for a recently announced alliance in which Dell will market EMC's smaller systems.
+''He seems to know someone everywhere in high tech and in all of the Fortune 1,000,'' said Frank Hauck, an EMC executive vice president. Not that Mr. Tucci is all business: in his office are photographs of him with Pope John Paul II and, reflecting the transition in athletic passions from sandlot baseball and skiing to golf, Jack Nicklaus.
+Mr. Tucci is more of a gregarious team builder than his predecessor, Michael C. Ruettgers, who did much managing through one-on-one discussions. Some who have sat through the everyone-gets-to-speak meetings favored by Mr. Tucci fret that important decisions might be slowed, but the benefits have been clear.
+''Everyone feels like they are a part of the process,'' Mr. Hauck said.
+That includes Mr. Ruettgers, who assumed the title of executive chairman when Mr. Tucci became chief executive. The continuing active presence of Mr. Ruettgers raised questions on Wall Street about who was running EMC. One of the most successful chief executives of his era -- his nine years spanned virtually all of the 1990's, when EMC was the fastest-growing stock on the New York Stock Exchange -- Mr. Ruettgers meets regularly with major customers and speaks for the company at public events.
+''There were a lot of people wondering what was going on,'' said H. Clinton Vaughan, who follows EMC for Salomon Smith Barney.
+It is a delicate relationship, but it works, those involved say. ''He's the boss,'' said Mr. Ruettgers, who turned 59 last week. The two consult on all strategic issues and almost always reach similar conclusions, though by such different routes that they kid each other about it, Mr. Ruettgers said.
+''Employees are more comfortable approaching him,'' said Mr. Ruettgers, adding with a chuckle that there was no overcoming ancestry. ''I'm German and he's Italian.''
+Mr. Tucci's clearest assertion of control occurred two weeks ago, when he announced a reorganization dividing the company into three groups and reducing the role of Moshe Yanai, the longtime champion within the company of Symmetrix. The new organization emphasized Mr. Tucci's strategy of reducing EMC's reliance on hardware sales and software designed specifically for EMC products. The first major product in support of the open systems strategy, a software suite called AutoIS that runs storage hardware from many companies, will roll out next year.
+MR. TUCCI, who was born in the Bronx and spent his early childhood in Brooklyn, entered the computer business with RCA after graduating from Manhattan College. His youthful conviction that he would someday run a major company got a boost when Sperry, his next destination after RCA, financed his studies for an M.B.A. from Columbia University.
+His success in rebuilding Wang caught the eye of Richard Egan, then EMC's chairman, who approached him about joining EMC's board shortly before Getronics, a Dutch company, bought Wang. When it became clear to Mr. Egan and Mr. Ruettgers that Mr. Tucci would soon be a free agent, they switched their pitch to another position they were trying to fill: president, chief operating officer and heir apparent to Mr. Ruettgers.
+Although some of EMC's headiest growth was ahead of it, Mr. Tucci took the job expecting major challenges, said Joseph Kroger, his former boss at Sperry and a longtime mentor. ''He knew the stock price was too high when he went,'' Mr. Kroger said.
+Mr. Tucci's challenge now is to prove that this is no longer true. The stock closed Friday at $15.04, down nearly 85 percent percent from its peak of $102.64 in September 2000 and about 70 percent from where it stood the day he joined the company.
+Photograph Joseph M. Tucci, EMC chief executive, recently announced a reorganization dividing the company into three groups. (G. Paul Burnett/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=He+Knows+This+Bumpy+Hill+Well%3A+%5BBiography%5D&title=New+York+Times&issn=03624331&date=2001-12-16&volume=&issue=&spage=3.2&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 16, 2001","That includes Mr. [Michael C. Ruettgers], who assumed the title of executive chairman when Mr. [JOSEPH M. TUCCI] became chief executive. The continuing active presence of Mr. Ruettgers raised questions on Wall Street about who was running EMC. One of the most successful chief executives of his era -- his nine years spanned virtually all of the 1990's, when EMC was the fastest-growing stock on the New York Stock Exchange -- Mr. Ruettgers meets regularly with major customers and speaks for the company at public events. Mr. Tucci's clearest assertion of control occurred two weeks ago, when he announced a reorganization dividing the company into three groups and reducing the role of Moshe Yanai, the longtime champion within the company of Symmetrix. The new organization emphasized Mr. Tucci's strategy of reducing EMC's reliance on hardware sales and software designed specifically for EMC products. The first major product in support of the open systems strategy, a software suite called AutoIS that runs storage hardware from many companies, will roll out next year. His success in rebuilding [Wang] caught the eye of Richard Egan, then EMC's chairman, who approached him about joining EMC's board shortly before Getronics, a Dutch company, bought Wang. When it became clear to Mr. Egan and Mr. Ruettgers that Mr. Tucci would soon be a free agent, they switched their pitch to another position they were trying to fill: president, chief operating officer and heir apparent to Mr. Ruettgers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Dec 2001: 3.2.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,431936781,"United States, New York, N.Y.",English,16-Dec-01,Chief executive officers; Information storage; Personal profiles; Management styles,New York Times,Feature,,,,,,,
+A Former Boss Tries to Put Honeywell on a New Path,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/former-boss-tries-put-honeywell-on-new-path/docview/431938975/se-2?accountid=14586,"In July, when Lawrence A. Bossidy came out of retirement to once again take the reins at Honeywell International, he was simply floored by the contrast between the company he had left in April 2000 and the one that welcomed him back.
+It seemed as though Honeywell's people, distracted and demoralized by the General Electric Company's ultimately unsuccessful attempt to acquire the company, had spent more of 2001 worrying -- and job hunting -- than they had cutting costs or integrating two disparate cultures. Earnings and the share price had plunged.
+''I left an excited, enthusiastic company, and returned to one that was disappointed and demoralized,'' Mr. Bossidy said. And now? ''I'd say the mood is hopeful.''
+Mr. Bossidy, 66, is racing against a personal clock. His motive is not just financial, although he does hold a sizable number of Honeywell shares. Between now and July, when he insists he will retire again -- this time for good -- he has one last chance to make his legacy the redemption of Honeywell, not its destruction.
+Although Mr. Bossidy seemed surprisingly relaxed during a recent conversation at Honeywell's headquarters in Morris Township, N.J., he knows he is fighting bad odds. The Sept. 11 attacks, combined with the plummeting economy, wreaked havoc with the market for cockpit controls, plane parts and other aerospace-related items, which provide about 40 percent of Honeywell's sales and even more of its profits.
+The company quickly girded for a body blow. By Sept. 21, Honeywell executives had cobbled together a new business plan, one that postulated a 30 percent cut in travel -- and a consequent reduction in sales of parts for new planes and service contracts for old ones.
+Honeywell had planned to reduce its aerospace work force by 3,500 in the fourth quarter. Now that number is up to 5,500, bringing the year's total job cuts to 15,800. Many workers got pink slips months earlier than originally planned.
+''Our fourth and first quarters will be tough, but we'll be in a viable cost position when the economy turns around,'' Mr. Bossidy said.
+Analysts are not so sure. ''All of Honeywell's markets are facing structural problems, and I don't see how Larry can jump-start earnings in seven months,'' warned Robert Friedman of S&P Equity Research.
+Nicholas P. Heymann of Prudential Securities is equally leery. ''It may look like a bowl of cherries, but a bad economy could turn it into a bowl of cherry pits,'' he said.
+Many analysts have lost patience. Soon after Mr. Bossidy's former company, Allied Signal, merged with Honeywell Inc. in 1999 to form Honeywell International, Mr. Bossidy and Michael R. Bonsignore, the former Honeywell chief who got the merged company's top job, jointly promised Wall Street that revenue and earnings would grow at the heady rate of 20 percent a year. Instead, Honeywell treated investors to a barrage of restructuring charges and earnings warnings.
+''We overpromised and underperformed,'' Mr. Bossidy said.
+Investors were unforgiving. Honeywell's stock, which had stayed well above $50 in April and May of 2000, closed at $40.25 on June 19 that year, after the company issued its first earnings alert. The shares have seesawed between the mid-$20's and high $40's since. They closed at $33.70 yesterday, down 25 cents.
+Before they will recommend the stock, analysts want Mr. Bossidy to shed sluggish businesses like truck brakes, consumer automotive products and nylon fibers. They want him to cut more jobs, and beef up Internet use. Most important, they want him to name a successor who shares those priorities.
+Several suggested that Honeywell woo Karl J. Krapek, president of the United Technologies Corporation, which had once tried to acquire Honeywell. Others mentioned David Calhoun, head of GE Aircraft Engines, and John B. Blystone, chairman of the SPX Corporation.
+''Honeywell needs someone who is disciplined, articulate and young enough to run the business for 10 years,'' said Howard A. Rubel, an analyst with Goldman, Sachs. ''If there are people like that inside, we haven't seen them.''
+Mr. Bossidy has no argument with any of Wall Street's demands. He said he was quite ready to shed lackluster businesses, and concentrate on prime growth areas like industrial automation, aerospace services and specialty materials. He is emphasizing Six Sigma, a complex quality control program that Allied Signal had adopted but that never pervaded the merged Honeywell. And he said he was indeed scouring corporate America for a successor.
+''I don't care if he or she is quiet or loud, or comes from finance or marketing or someplace else,'' he said. ''I just want someone with passion for the job, who'll have gas and energy for the next 10 years.''
+For now, he has more pressing problems. Even before the debacle of the would-be G.E. merger -- a merger that Mr. Bossidy says he never favored -- Honeywell was a company divided against itself. Mr. Bossidy, and most analysts, had assumed that the Allied Signal culture, revolving as it did around rigorous quality and financial controls, would permeate the merged entity.
+Mr. Bossidy concedes that the two cultures never mixed well. ''We never really put the Honeywell and Allied organizations together, and then everyone got distracted by the G.E. merger,'' he said. ''Now I've got to stabilize this place.''
+Mr. Bossidy has been handing out new option grants to people throughout Honeywell. He has personally asked many crucial executives to stay, and wooed defectors back to the fold.
+For example, Larry E. Kittelberger, the former chief information officer, who had left for Lucent Technologies in 1999, returned on Aug. 13 to help encourage Honeywell's adoption of Internet technologies.
+''When I left, there was this huge energy in the place,'' he said. ''When I came back the building was almost empty, and a lot of the people still in it seemed beaten up.''
+But Honeywell does have bright spots. For one thing, some employees find the tumult exhilarating.
+''Some people did stay focused on financial planning and other processes despite two years of upheaval, and it was a great learning experience to see that,'' said Mary Kay McGeown, manager of learning and organization development, who joined Honeywell three years ago.
+Honeywell's business jet and military businesses are likely to thrive in the aftermath of Sept. 11, as are specialty materials like Spectra, which is used in bulletproof vests.
+Moreover, Honeywell picked up tips from G.E. when the two companies planned to merge.
+''We had Six Sigma and we were on the digitization path, but G.E. turbocharged both,'' said William T. Hiniker, director of advertising.
+Mr. Kittelberger has promised that by 2004, 90 percent of the company's processes will employ Internet technology. He estimates that this ''digitization,'' combined with Six Sigma projects, will reduce Honeywell's annual costs by at least $500 million. He has promised to deliver the first $150 million in annual savings next year.
+And if he misses that deadline? At the new Honeywell, apparently, that is just not an option. ''Larry Bossidy doesn't pound on a table,'' Mr. Kittelberger said. ''He just says he wants something. Then you do it, or you're out of here.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Former+Boss+Tries+to+Put+Honeywell+on+a+New+Path&title=New+York+Times&issn=03624331&date=2001-12-13&volume=&issue=&spage=C.4&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 2001","Mr. Bossidy, 66, is racing against a personal clock. His motive is not just financial, although he does hold a sizable number of Honeywell shares. Between now and July, when he insists he will retire again -- this time for good -- he has one last chance to make his legacy the redemption of Honeywell, not its destruction. Although Mr. Bossidy seemed surprisingly relaxed during a recent conversation at Honeywell's headquarters in Morris Township, N.J., he knows he is fighting bad odds. The Sept. 11 attacks, combined with the plummeting economy, wreaked havoc with the market for cockpit controls, plane parts and other aerospace-related items, which provide about 40 percent of Honeywell's sales and even more of its profits. Many analysts have lost patience. Soon after Mr. Bossidy's former company, Allied Signal, merged with Honeywell Inc. in 1999 to form Honeywell International, Mr. Bossidy and Michael R. Bonsignore, the former Honeywell chief who got the merged company's top job, jointly promised Wall Street that revenue and earnings would grow at the heady rate of 20 percent a year. Instead, Honeywell treated investors to a barrage of restructuring charges and earnings warnings.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 2001: C.4.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,431938975,"United States, New York, N.Y.",English,13-Dec-01,Acquisitions & mergers; Aerospace industry; Chief executive officers; Turnaround management,New York Times,News,,,,,,,
+Why E-Mail Is Creating Multiple E-Personalities,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/why-e-mail-is-creating-multiple-personalities/docview/431841048/se-2?accountid=14586,"JEFF BEZOS, the chief executive of Amazon.com, has an approach to e-mail that his corporate peers might consider insane. He has made his e-mail address public -- jeff@amazon.com -- and says that he reads every message that appears in his box.
+It's true, insisted Bill Curry, an Amazon spokesman. Of course, ''he doesn't respond personally to everything,'' Mr. Curry said. ''He used to be able to. But his goal now is to read everything and respond where he can.'' When he doesn't send an answer himself, others in his office, who also check his e-mail account, try to do so.
+''He just considers it part of the business,'' Mr. Curry said.
+That does not mean it is a particularly pleasant job. Sometimes messages are from customers who are seething over a shipment problem or a back-ordered book. Mr. Curry said he once heard his boss say: ''There is something about e-mail that turns off the politeness gene in people.''
+So how does Mr. Bezos cut through the clutter, and occasional vitriol, to find and respond to more urgent notes? Does he have private accounts for family correspondence?
+Mr. Curry would not say, perhaps to keep e-mailmongers from figuring out such addresses. But if Mr. Bezos is like the rest of the world, it is likely that he has more than one e-mail address to his name.
+As e-mail messages pour in to in-boxes at uncontrollable rates, recipients are trying to turn the flood into manageable streams by setting up multiple e-mail accounts. In addition to work accounts, people are opening accounts for family and friends, online shopping forms and even as decoys to deflect spam.
+Multiple accounts have become so popular that Microsoft has started to promote its multiple-e-mail feature in advertisements for its new Office XP software. And the latest version of Netscape, Netscape 6.1, has been designed to allow people to check as many accounts as preferable from one window.
+More than 39 percent of employees in a recent survey by Vault, a job-board company that researches employee activities, said that they maintained two accounts, a work address and another address. Of the 901 people polled, 30 percent said they kept three accounts, 19 percent said they kept four accounts and 10 percent led an even more segmented life, maintaining five accounts or more.
+Being a public figure makes it more essential to have multiple accounts, according to several executives. It used to be virtually impossible for a customer off the street to pester a well-known chief executive directly, since mail and calls to the office would filter through a secretary. But today, as long as people have the correct e-mail address, they can send a message that appears instantaneously on an executive's personal computer. Recipients can drum the delete key, but the messages keep coming.
+The subject of e-mail addresses among chief executives is so touchy that when media relations officers were asked whether Jerry Yang, a co-founder of Yahoo, or Meg Whitman, the chief executive of eBay, had multiple e-mail accounts, the answers were ''No comment.'' Microsoft was equally mum about Bill Gates. Try to send e-mail to Mr. Gates at billgates@microsoft.com or even williamhgates@microsoft.com, and a ''return to sender'' message will show up minutes later.
+Robert R. Butterworth, a psychologist who appears often on television talk shows, knows what it is like to be a relatively public figure with an e-mail address that can be found on the Web. During the Elian Gonzalez crisis in April 2000, he appeared on four networks calling for the boy's reunification with his father.
+''Every Cuban in America seemed to be mad at me,'' Dr. Butterworth said. ''They e-mailed me constantly.''
+Dr. Butterworth said it became essential to open two more e-mail accounts to isolate some of the fan and hate mail from the daily mail necessary for his work. In addition to his first e-mail address, robert@drbutter worth.net, he has another address that he is trying to turn into a more serious, and more private, work account.
+MOST public figures and corporate executives have at least one advantage over average e-mail users: their secretaries and assistants can trudge through the e-mail for them. Some secretaries will filter urgent mail into one folder and others will delete and forward inappropriate messages so that when their bosses check the accounts, they contain only critical or private messages.
+Mark Sidle, the chief executive of Swim 'n Sport, a retail swimwear chain based in Miami, said he would be overwhelmed without the filtering abilities of his secretary, Anna Gonzalez.
+''She knows me well enough that she is able, 90 percent of the time, to decipher my personal e-mails by looking at the person who sent them and looking at the subject line,'' he said. ''And she doesn't open them.''
+Caryn Amster, a marketing consultant who started her own company, has been relying on automation to filter her e-mail. Like many small-business owners, she uses a software program that allows her to create multiple e-mail addresses, all of which end with ''marketingcoaches.com,'' the Web site run by her company, Custom Marketing Associates. Incoming messages are automatically filed in folders that correspond to their address.
+Others could follow Sherri Pfefer's method. As a public relations manager for Ultimate Software in Weston, Fla., she has five e-mail accounts that she checks regularly and three inactive Hotmail accounts. She uses an AOL account for correspondence with family, a Yahoo account for e-newsletters, a BellSouth account that came with her broadband Internet service for junk mail, her work account and another AOL account for ''online dating prospects.''
+''People say, 'How can you be organized if you have so many addresses? How do you know what to check?' '' she said. ''But it is habitual. You just check them.''
+''The whole point,'' she said, ''is to avoid opening your e-mail at work, finding you have 50 messages, and finding that only five of those messages are work-related.''
+Another possibility is deciding to cut off all electronic communication channels. A few teenagers, for example, said they became so tired of receiving instant messages that they sometimes logged on under a secret screen name kept from their best friends.
+Steve Talbott, the editor of an e-newsletter called NetFuture, might have taken the most drastic approach yet. At the end of July, his newsletter, which features essays about consequences of technology, contained the announcement that he had ''disconnected from e-mail.'' The endless torrent of messages, he wrote, were keeping him from focusing on his work, and the many hours at the computer were taking a toll on his neck.The newsletter would continue to be sent by e-mail, but he would no longer check his e-mail account. For those who wanted to reach him, he suggested the telephone or the postal service.
+The decision, he added, caused him ''some remaining twinges of discomfort.'' But, he wrote, ''I came to the point where I needed to stand firm within myself and say, in one particular regard, 'Stop!' I am sure you will understand.''
+Given the tactics that people are using to cope with e-mail influx, he just might be right about readers being sympathetic.
+Illustration Drawing (Illustration by Ed Koren)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Why+E-Mail+Is+Creating+Multiple+E-Personalities&title=New+York+Times&issn=03624331&date=2001-09-26&volume=&issue=&spage=H.3&au=Guernsey%2C+Lisa&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,H,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 2001","As e-mail messages pour in to in-boxes at uncontrollable rates, recipients are trying to turn the flood into manageable streams by setting up multiple e-mail accounts. In addition to work accounts, people are opening accounts for family and friends, online shopping forms and even as decoys to deflect spam. More than 39 percent of employees in a recent survey by Vault, a job-board company that researches employee activities, said that they maintained two accounts, a work address and another address. Of the 901 people polled, 30 percent said they kept three accounts, 19 percent said they kept four accounts and 10 percent led an even more segmented life, maintaining five accounts or more. Others could follow Sherri Pfefer's method. As a public relations manager for Ultimate Software in Weston, Fla., she has five e-mail accounts that she checks regularly and three inactive Hotmail accounts. She uses an AOL account for correspondence with family, a Yahoo account for e-newsletters, a BellSouth account that came with her broadband Internet service for junk mail, her work account and another AOL account for ''online dating prospects.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 2001: H.3.",11/15/17,"New York, N.Y.",,"Guernsey, Lisa",New York Times Company,,Newspapers,431841048,"United States, New York, N.Y.",English,26-Sep-01,Electronic mail systems; Chief executive officers; Customer relations; Public figures,New York Times,Feature,,,,,,,
+Insurance Industry Confronts an Internet Future,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/insurance-industry-confronts-internet-future/docview/431500878/se-2?accountid=14586,"WILL the caring, dedicated insurance salesman -- mythologized for decades in television commercials, less frequently spotted in real life -- survive and thrive in a dot-com world?
+The insurance industry by nature is conservative and tradition-bound, preferring to stick with the tried and true and leave the risks and rewards of innovation to others. In recent years, it has managed to hold out against pressure to re-engineer around the demands of an Internet-driven economy. Meanwhile, other financial service industries like the brokerage business have been turned nearly upside down and inside out as customers flocked online.
+As shoppers logged on to buy everything from flowers to books to investments, they experienced a new kind of customer service: it did not always work flawlessly, but there it was, at three in the morning if you wanted it, and often at discounted prices. Customers came to expect information round the clock as part of the package. They adjusted, and in some cases came to prefer well-designed automated systems over human assistance. The approach expanded to other forms of customer service, including telephone-based delivery.
+''The insurance industry has come rather belatedly to the Internet, after a long time functioning as order-takers,'' said Herbert L. Rough, a partner in Comprehensive Planning-Goodman, a Hicksville insurance agency that recently unveiled a new e-commerce site.
+While agency owners and sales personnel have long valued the benefits of automation -- less paper to shuffle, reduced costs of handling business -- digitalization in the insurance business has largely been a back-office process. It is as if the industry has been watching, and believing, its own commercials where agents are lionized as saintly intermediaries, their customers emotionally pledging lifetime devotion.
+It just ain't so. Still, ''insurance agents are not going to disappear,'' Mr. Rough said. ''Somebody is going to have to talk to customers even in the age of e-commerce. It won't all happen automatically.''
+His two partners, Mark D. Levy and Phillip E. Goodman, are less bullish about the agent's future. The agent's traditional gatekeeper role is already being eclipsed on Web sites such as their own, where prospective customers can conduct their own comparative rate searches among such companies as State Life and United States Life, then apply directly to the carriers for coverage.
+''I agree the agents and brokers will survive, but they'll have to find a different place to swim,'' Mr. Levy said. ''They'll have to learn to compete on the Internet.''
+The CPG Web site, www.cpgllc.com, is one place where they can begin. It gives brokers and consumers access to a proprietary database of prices and products from more than 400 life insurance companies.
+''If you're a broker, you can sit at home Sunday night and prepare for the meeting scheduled for Monday morning,'' he said. ''The carriers' offices are closed, but you can log onto our database and find your quotes and print out the forms you need.''
+Brokers can also check the status of their clients' applications throughout the underwriting process, perhaps speeding things up if necessary. ''The real time saver is that if you're a broker you can do this online rather than through phone calls,'' Mr. Levy added.
+Marc Schwartz, a broker/agent with the Stiepelman Group in Rockville Centre, said the CPG Web site provides flexibility and efficiency.
+''I log onto their Web site and I get rates and terms in under 15 minutes,'' he said. ''It used to take me maybe two hours and plenty of phone calls and faxes. And CPG keeps me up to date with all the forms the carriers use that change all the time. Those changes are a pain in the neck, and they've eliminated that for me.''
+But the real cutting edge is a new part of the Web site that permits consumers to search for the lowest prices and apply online if they wish. By entering their own health information and other personal data, they can find the exact rates they will pay. Traditionally, carriers list the rates that are actually offered only to customers in the top age and health categories.
+Mr. Levy and Mr. Goodman expect their Web site to turn some insurance consumers into online shoppers. They said that products that are largely price-driven, like term life, are most transferrable to Web site selling, but that other products like variable life require more complex decision-making, assuring the continuing need for agents.
+Mr. Levy compared the shift to the one that has taken place in the brokerage industry. ''Sure, you can buy and sell stocks in I.B.M. online, just you and your computer,'' he said. ''Obviously many people are doing that. In insurance, I see that happening with a commodity like term life. On the other hand, are you going to buy more sophisticated financial products like hedges without consulting someone in the industry you know and trust? That's the model I think the more sophisticated insurance products will follow.''
+Other types of insurance, including auto, property and casualty, are also moving onto the Internet. In Plainview, Barry Siegel's First Priority Group launched driversshield.com last fall with an eye toward capturing some of the $30 billion-plus collision repair costs that American drivers incur annually in 17 million roadside mishaps. Mr. Siegel markets driversshield.com directly to vehicle insurers as a place where their customers can locate participating repair shops, compare estimates and track repair status.
+''We've just decided to wholesale the technology to other companies so they can offer our Web site-based services under their own brand,'' Mr. Siegel said.
+The Internet's potential for bringing in customers and serving them is wildly overestimated, said Kevin Lang, president of DCAP Insurance of East Meadow, whose 65 offices in the New York metropolitan area make it the largest chain of independent retail insurance stores in the Northeast.
+Mr. Lang has never lost confidence in what the industry calls the eyeball factor: if you want someone's business, you've got to deal face to face.
+''The Internet is not going to wipe out the broker,'' he said. ''You can't simply do away with the personal touch. When you buy a car, you want to call your broker and tell him, 'Hey, I just got a new car, can you get the paperwork together?' The personal touch is what carries the day.''
+Mr. Goodman is not so sure. ''The insurance industry is one of the last businesses in America to go online,'' he said. ''But shoppers are becoming more sophisticated. On the Internet, they can see all the things that are available to them, and it becomes easier to do business with us.
+''The old marketing approach was throw tons of brochures at people, talk to tons of people on the phone, and some of them will buy from you,'' he added. ''Clearly, this is far more efficient.''
+Photograph Mark D. Levy, left, and Phillip E. Goodman are principals of Comprehensive Planning-Goodman, a Hicksville insurance agency that recently started a new e-commerce site. (Vic DeLucia/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Insurance+Industry+Confronts+an+Internet+Future&title=New+York+Times&issn=03624331&date=2000-07-02&volume=&issue=&spage=14LI.6&au=Strugatch%2C+Warren&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 2000","Other types of insurance, including auto, property and casualty, are also moving onto the Internet. In Plainview, Barry Siegel's First Priority Group launched driversshield.com last fall with an eye toward capturing some of the $30 billion-plus collision repair costs that American drivers incur annually in 17 million roadside mishaps. Mr. Siegel markets driversshield.com directly to vehicle insurers as a place where their customers can locate participating repair shops, compare estimates and track repair status. Mark D. Levy, left, and Phillip E. Goodman are principals of Comprehensive Planning-Goodman, a Hicksville insurance agency that recently started a new e-commerce site. (Vic DeLucia/The New York Times) His two partners, Mark D. Levy and Phillip E. Goodman, are less bullish about the agent's future. The agent's traditional gatekeeper role is already being eclipsed on Web sites such as their own, where prospective customers can conduct their own comparative rate searches among such companies as State Life and United States Life, then apply directly to the carriers for coverage.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 2000: 6.",11/15/17,"New York, N.Y.",,"Strugatch, Warren",New York Times Company,,Newspapers,431500878,"United States, New York, N.Y.",English,2-Jul-00,,New York Times,NEWSPAPER,,,,,,,
+High-Tech Boom Near Santa's House,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-tech-boom-near-santas-house/docview/431469102/se-2?accountid=14586,"SITUATED on the jagged coast of Finland nearly 400 miles north of Helsinki, this remote city must rank as one of the world's most improbable technology boomtowns.
+There is no daylight from December through mid-February. Parking lots provide electric warmers to keep car engines from freezing.
+Except for forests and lakes, there isn't much within 100 miles of Oulu. The most notable town to the north is Rovaniemi, which has built its economy on the assertion that it is the true home of Santa Claus. ''It is easy to come to Oulu,'' wrote Ilpo Okkonen, the author of a picture book about the city. ''All you have to do is set out from somewhere else.''
+Yet as unlikely as it may seem, this town of 100,000 people is home to hundreds of electronics companies. Driven in part by Nokia, the Helsinki company that is the world's biggest manufacturer of mobile telephones, Oulu thrives as a center for research on wireless data communications.
+Nokia employs nearly 5,000 people here, most of them working on third-generation mobile services that offer high-speed electronic commerce and even full-color video communications.
+But the city has also become a hotbed for start-ups. There are companies here that make wireless networks for underground mines; wireless tickets for buses and ski lifts; wireless automation systems for factories; and wireless encryption systems to protect data sent over the airwaves.
+No one is quite sure how all this ''mobile commerce'' will develop, but the phenomenal success of ordinary mobile phones has attracted a flood of venture capital. Finnair now makes 15 daily round-trip flights between Oulu and Helsinki, and most are packed with business travelers.
+The city's half-dozen hotels are routinely booked solid, but rarely with tourists. A handful of American technology companies, like Tellabs and Mentor Graphics, have offices here as well.
+''Right now, all of us venture funds are loaded with money,'' said Juha Mikkola, a partner in Eqvitec Partners, a venture capital firm in Helsinki that has invested in several Oulu companies. ''All we need is more good entrepreneurs.''
+Until about 10 years ago, Oulu was best known as a former trading center for black tar. Those days are long gone: the demand for tar, used in waterproofing, collapsed with the demise of big wooden ships in the 19th century. (Local shops still honor the heritage by selling tar liquor and tar candy, which taste about as good as they sound.)
+Much of the city's rebirth stems from its large pool of skilled technical people. The University of Oulu, financed mainly by the Finnish government, draws 13,000 students and has programs in electronics, engineering and information technology. Most of the students come from northern Finland, and about two-thirds stay in the area.
+The government also set up the Technical Research Center, which now employs about 2,900 researchers who work on advanced wireless technologies and optical electronics. About half of the center's revenue comes from work for private companies.
+In the early 1970's, long before the boom in cellular telephones, Nokia set up a small branch here. Then Nokia was a conglomerate that dabbled in a variety of electronics as it searched for new opportunities. Researchers in Oulu provided some of the company's early work in wireless military equipment for the Finnish government, which gave it a base for jumping into mobile telephones in the late 80's.
+Oulu's abundant technical talent has also made it a haven for local entrepreneurs. One was Lauri Kuokkanen, who was posted here by Nokia and then quit in 1976 to start LK Products, a company that made radio-frequency filters.
+A self-described ''serial entrepreneur,'' Mr. Kuokkanen went on to start at least three other companies, including a company called Solitra. The man he recruited to run Solitra, Juha Sipila, recently sold it to an American company called ADC, reaping tens of millions of dollars. Today, he is an investor in at least 15 other local start-ups.
+''People ask how Oulu suddenly became such a big success,'' said Mr. Kuokkanen, who is 68. ''We just did our daily work and it gradually grew bigger and bigger. It's been happening for the last 25 years.''
+Much of that work happens at Technopolis, an industrial park that is home to about 130 companies. Researchers and ideas shuttle between business and academia, much as Stanford University fueled the growth of Silicon Valley.
+''There is quite a strong internal network of people there who all studied in the same area about 20 years ago,'' said Vesa Sadeharju, a partner at SFK Finance, a venture capital firm in Helsinki that has invested in about 10 Oulu start-ups. Last month SFK was bought for an undisclosed amount by one of Europe's biggest venture capital firms, 3i Group, which is based in London.
+Companies based at Technopolis employ more than 10,000 people, but thousands more work off campus at companies like Sonera, Finland's biggest telephone company, and Polar Electro Oy, which makes electronic heart-measurement products.
+MANY are start-ups that rent as little as a single room but obtain access to high-speed phone lines, administrative services and expertise at the university and the Technical Research Center. CCC Oy, for example, a small company started in 1985, developed software under contract for Nokia and then developed its own products. Today, it has about $20 million a year in sales.
+Researchers are digging into more exotic areas as well. At the Wireless Internet Laboratory, part of the Technical Research Center, Petri Mahonen is experimenting with virtual-reality glasses that would allow mobile-phone users to browse the Internet in color.
+His team has also installed miniature wireless-computer servers into devices like coffeepots and toy race cars. ''The main idea is not that people want to run their coffeepots over the Internet,'' Mr. Mahonen said. ''The point here is to think about using the Internet for unusual new purposes and to see how small and how cheap you can produce a wireless Internet server. It turns out they can be quite small and cheap.''
+Compared with Silicon Valley, Oulu remains a rustic outpost. There are few shopping malls or movie complexes, and the streets are filled with creaky old cars. The city's main attraction is bicycle paths and footbridges, which crisscross the waterways and lakes.
+When spring arrives in mid-May, nights gradually disappear into a two-month-long stretch of daylight, and the region becomes a haven for outdoor sports and recreation. One evening early last month, in-line skaters and bicyclists stayed out until 11 while salmon fishermen drifted in the golden rays of the late-night sun. By July, people are playing midnight golf and tennis.
+''The other day, I left work at 3 p.m. and drove about 150 kilometers to go fishing,'' Pertti Huuskanen, the president of Technopolis, said last month.
+''I fished for several hours and I used my mobile telephone to read and answer my e-mail,'' he said. ''I got back by about 11:30, before it was completely dark.''
+Photograph Mikko Saarnivala, right, Janne Riihijarvi and other members of the Wireless Internet Laboratory work with a coffeemaker and toy truck that contain computer servers. (Markuu Routtinen for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=High-Tech+Boom+Near+Santa%27s+House&title=New+York+Times&issn=03624331&date=2000-06-07&volume=&issue=&spage=H.8&au=Andrews%2C+Edmund+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,H,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 2000","In the early 1970's, long before the boom in cellular telephones, Nokia set up a small branch here. Then Nokia was a conglomerate that dabbled in a variety of electronics as it searched for new opportunities. Researchers in Oulu provided some of the company's early work in wireless military equipment for the Finnish government, which gave it a base for jumping into mobile telephones in the late 80's. ''There is quite a strong internal network of people there who all studied in the same area about 20 years ago,'' said Vesa Sadeharju, a partner at SFK Finance, a venture capital firm in Helsinki that has invested in about 10 Oulu start-ups. Last month SFK was bought for an undisclosed amount by one of Europe's biggest venture capital firms, 3i Group, which is based in London. Yet as unlikely as it may seem, this town of 100,000 people is home to hundreds of electronics companies. Driven in part by Nokia, the Helsinki company that is the world's biggest manufacturer of mobile telephones, Oulu thrives as a center for research on wireless data communications.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 2000: H.8.",11/15/17,"New York, N.Y.",Oulu Finland,"Andrews, Edmund L",New York Times Company,,Newspapers,431469102,"United States, New York, N.Y.",English,7-Jun-00,High tech industries; Startups,New York Times,News,,,,,,,
+Ford Offers Its Workers PC's And Internet for $5 a Month,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ford-offers-workers-pcs-internet-5-month/docview/431369234/se-2?accountid=14586,"The Ford Motor Company said today that each of its 350,000 employees worldwide, from factory workers in India to car designers in Michigan, would be offered a high-speed desktop computer, a color printer and unlimited Internet access for just $5 a month.
+Employees' families will be encouraged to use the equipment, made by the Hewlett-Packard Company, and will be given e-mail accounts. The Ford offer, which executives said was intended to promote computer literacy, includes color monitors, speakers, technical support and ample capacity for workers and their families to create their own Web sites.
+Mark Margevicius, a senior research analyst at the Gartner Group, a computer consulting firm, said that Ford was the first big company to try to make home computers available to all its employees. ''I have not even heard of anything like this happening,'' he said.
+Ford executives portrayed today's initiative as an example of corporate munificence and as a way to improve company communications with workers, but auto industry experts said that it could carry several benefits for the company. Ford has had the best labor relations in the domestic auto industry -- its last strike was in 1986 -- but morale has been damaged by its plans to spin off its auto parts division, Visteon Automotive Systems, later this year. Visteon workers will be included in today's program even after the two companies separate, Ford officials said.
+Ford and other automakers have invested heavily in automation and need workers who are comfortable operating computers that control the equipment. Factory jobs like robot repair now require as much as a year of training, some of which could be done online at home.
+Envious of the high stock market valuations of computer and Internet companies, Ford officials have begun a concerted effort in the last year to portray their company not as a stodgy manufacturer but as a maker of consumer products actively involved in electronic commerce. Recent initiatives include using the Internet to procure auto parts, promote new car models and keep track of automotive maintenance records.
+Ford executives have long admired the way the Saturn division of General Motors uses its corporate image to sell cars and have tried for several years to project a more progressive image of their own. As part of this campaign, Ford already advertises that its automobiles tend to score the best on government crash tests, and that its sport utility vehicles and pickup trucks pollute far less than regulations allow.
+Ford also has a history as a ground-breaking employer. Henry Ford, the company's founder and great-grandfather of its current chairman, William C. Ford Jr., infuriated other industrialists in 1913 when he doubled the wage for assembly-line workers to $5 each eight-hour day. But the move reduced training costs at a time when workers were so scarce in Detroit and turnover so high that only one in 10 Ford employees stayed for more than a few months.
+Ford officials said they did not know how many workers would want the computers, but predicted that almost all would take them. Delivery of the Hewlett-Packard computers and ink-jet printers will start in the United States in April, and the price might be set lower than $5 a month for workers in lower-wage countries, said James Yost, Ford's chief information officer.
+Ford will offer Internet home pages in 14 languages for employees and does not plan to pay for the program through online advertising, though there will be home page links to Ford Web sites. UUNet, a division of MCI WorldCom, will be the Internet service provider.
+Nearly 190,000 of Ford's 350,000 employees live outside the United States, as the company builds cars in countries like Poland and India to sell to their growing middle classes.
+Mr. Yost and Ford's vendors declined to estimate the cost of the program. Nick Grouf, the chairman and chief executive of PeoplePC, the company that will manage the program, said that for other clients, PeoplePC has distributed less-powerful personal computers with unlimited Internet access but without printers for $24.95 a month. Given the discount that Ford is offering, this suggests the company could spend close to $100 million a year if most of its employees participate.
+Ford is earning record profits and has $23.6 billion in cash reserves.
+The basic PC in the Ford program, the HP Pavilion, is powerful, with a 500-megahertz Intel Celeron chip. It has a 4.3-gigabyte hard disk, a CD-ROM drive, a 56K modem, speakers, a 15-inch color monitor and Microsoft software including word processing and spreadsheets.
+Employees will be eligible for the computers, printers and Internet access even if they already have them at home. They can lease more-powerful models -- with Pentium III chips, laser printers and even DVD players for movies -- at deep discounts if they are not satisfied with the base model. Prices for upgrades have not been determined.
+Hewlett-Packard expects at least 300,000 orders, which would equal 4 percent of its worldwide PC shipments last year.
+PeoplePC will ship the computers and provide round-the-clock technical support by telephone, including toll-free lines in many countries. Ford will not monitor employees' Internet use or e-mail in any way, Mr. Yost said.
+The program was discussed during Ford's negotiations in the fall with the United Automobile Workers union, and was backed by Jacques Nasser, Ford's chief executive. Ford is committed to the program for at least three years, after which it will review it, Mr. Yost said.
+G.M. and DaimlerChrysler concluded their talks with the U.A.W. before the idea came up. Their spokesmen said today they would study Ford's initiative. Toyota, Nissan and Honda said they had no plans to follow Ford's example.
+Ford factories in the United States already provide free computer training labs for all workers to surf the Internet. Mark Pudelek, a 34-year-old assembler of engine alternators in Rawsonville, Mich., said that he had gone online at the factory but would now get his first home PC for his wife and 5-year-old daughter.
+''I think it's going to be a great learning tool for my daughter, for the ABC's, counting and all,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ford+Offers+Its+Workers+PC%27s+And+Internet+for+%245+a+Month&title=New+York+Times&issn=03624331&date=2000-02-04&volume=&issue=&spage=A.1&au=Bradsher%2C+Keith&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 4, 2000","The Ford Motor Company said today that each of its 350,000 employees worldwide, from factory workers in India to car designers in Michigan, would be offered a high-speed desktop computer, a color printer and unlimited Internet access for just $5 a month. Employees' families will be encouraged to use the equipment, made by the Hewlett-Packard Company, and will be given e-mail accounts. The Ford offer, which executives said was intended to promote computer literacy, includes color monitors, speakers, technical support and ample capacity for workers and their families to create their own Web sites. Ford executives portrayed today's initiative as an example of corporate munificence and as a way to improve company communications with workers, but auto industry experts said that it could carry several benefits for the company. Ford has had the best labor relations in the domestic auto industry -- its last strike was in 1986 -- but morale has been damaged by its plans to spin off its auto parts division, Visteon Automotive Systems, later this year. Visteon workers will be included in today's program even after the two companies separate, Ford officials said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Feb 2000: A.1.",11/15/17,"New York, N.Y.",,"Bradsher, Keith",New York Times Company,,Newspapers,431369234,"United States, New York, N.Y.",English,4-Feb-00,Automobile industry; Personal computers; Employee benefits; Internet access,New York Times,News,,,,,,,
+"In Final Year 2000 Testing, Focus Is on Smallest Flaws","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/final-year-2000-testing-focus-is-on-smallest/docview/431319414/se-2?accountid=14586,"The strings of letters and numbers flashing on his computer screen were unintelligible to Kishore Parwani, but he knew that each was the name of a computer program with hundreds or even thousands of lines of code. He also knew something was wrong because the screen was telling him the code was free of Year 2000 faults, a result as believable as a report that a unicorn had won the Kentucky Derby.
+The programs, sent by one of the nation's largest commercial real estate companies for testing by Data Integrity Inc., had been certified as Year 2000-ready by the large software company that created them. But Data Integrity and other companies that review code to verify software claims typically find scores, even hundreds of serious oversights.
+''Our best clients still have 40 to 50 errors per millions of lines of code,'' said Richard E. Evans, an analyst with Meta Group of Stamford, Conn., a consulting firm that provides information on verification tools and services. ''Half of those could corrupt data or crash systems.''
+That adds up to thousands of potentially serious flaws for banks, insurance companies and others.
+The government and most of corporate America have declared that virtually all of their critical systems will function normally when Jan. 1 arrives. But because only a portion of most computer code is actually tested to make sure the year ''00'' will be correctly interpreted, even the most confident computer managers anticipate at least minor flaws.
+Thus, as the repairs and testing wind up, Year 2000 boils down to one pressing question: Since stamping out every Year 2000 date problem is impossible, has the caseload of miscalculations and crashes been reduced to manageable levels?
+For the real estate company, the mirage of clean code disappeared when Mr. Parwani adjusted his scanning tactics for the obscure code in which the program was written. A three-day review of close to 2.5 million lines of the software vendor's supposedly Year 2000-ready code identified about 250 flaws.
+''We found at least 10 flaws that would have required several days to fix,'' said a programmer for the real estate company, which allowed a reporter to observe the procedure on the condition that it not be identified. ''They would not have stopped business but they might have interfered with things like tracking how long rents are overdue.''
+While true showstoppers rarely turn up in such inspections, the number of flaws uncovered naturally raises questions about whether the government and many corporations are overstating their readiness.
+The prevailing confidence is probably justified as far as the New Year's weekend goes, but the longer-term picture is murkier, according to verification-tool providers like Data Integrity. As with software flaws in general, system crashes are usually less troublesome than malfunctions that generate faults not be immediately apparent.
+''Less than 10 percent of the problems we find would cause something to stop,'' said Scott Hilson, director of technical support for Reasoning Inc., a Palo Alto, Calif.-based rival of Data Integrity. ''This is more like termites than an earthquake.''
+The Year 2000 termites might be more dangerous than normal bugs because they are expected to peak in the first weeks of January, when many computer workers are already stretched thin handling malfunctions that occur as the old year ends and the new one begins.
+''Anywhere from 2 percent to 5 percent of computer jobs normally fail in late December and early January,'' Mr. Evans of Meta Group said. That rate will more than double this year, according to projections by the Gartner Group, a technology consulting firm in Stamford, Conn.
+Unfortunately, thanks to the Year 2000 challenge, even the normal problems are likely to be more common in coming weeks. In addition to the Year 2000 flaws, programmers will be wrestling with other errors inadvertently added to the code during repair efforts. Based on an examination of 30 years of software records, Capers Jones, chairman of Software Productivity Research Inc. in Burlington, Mass., predicts that Year 2000 workers have introduced 7 flaws for every 100 they fixed.
+In addition, many computer users bought new software to retire programs that had date problems. But newly installed software tends to have more bugs than average.
+Nevertheless, vendors like Data Integrity have found contracts harder to come by than analysts had originally projected. Sales for the automated tools the vendors provide have reached about $200 million, the analysts estimate, but more had been expected.
+The tools are generally modified versions of programs that find and repair date flaws. One of their strongest selling points, beyond blazing speed, is that they scan every line in a program. By contrast, although running test programs provides a better window on real-world use, such tests require intricate scripts -- and even complex simulations, like those conducted by Wall Street in March and April, can check only a small percentage of a large user's code.
+Most verification tools start with vast glossaries of all terms that might be used for dates in coding and for operations using them, like tracking how many days a payment is overdue.
+Data Integrity's approach is somewhat different. It looks not for date terms but for coding that indicates a mathematical operation, like ''compare.'' It then tries to filter out commands that could not involve Year 2000 errors. But regardless of approach, users generally pay for verification tools based on the number of lines of code that will be scanned.
+Rates generally run between 4 to 10 cents a line, with a typical contract covering hundreds of thousands of lines at a minimum. ''Price can be a sticking point for some smaller organizations,'' Mr. Burgess said, adding that Data Integrity's contracts have run from $90,000 to more than $2 million.
+Analysts estimate that the big computer users in the United States with comprehensive Year 2000 programs have used either tools or human checks on 40 to 60 percent of their repaired code. ''Once you get outside the U.S. and a few countries, you get down to single digits in how much of the code has been independently verified,'' Mr. Evans said.
+The first generation of automated Year 2000 tools in the mid-1990's was difficult to use. The tools frequently overwhelmed programmers with lists of potential glitches that on closer inspection had nothing to do with dates. Many computer users turned instead to so-called body shops like I.B.M., CAP Gemini and Keane, which relied more heavily on human programmers than automation for verifying code.
+Many of the tools now have better filters, but programmers acquainted with how the code is used must still determine which of the flaws are worth investigating.
+As Data Integrity's contract with the real estate company demonstrated, the independent verification business has not dried up even though January is just around the corner.
+But many prospective clients are suffering from ''Y2K fatigue,'' Mr. Burgess said. ''At the end of October, they started saying it was too late to do anything more.''
+Today, the rooms in Data Integrity's office in a business park near Route 128 outside Boston are mostly empty. But it is not because the company is shriveling as demand for its main product slows. The office is a new one that the company moved into anticipating adding to its staff of 30 next year as its tools, like those of its rivals, are adapted to cleaning up other faults in software. Thanks to Year 2000, they should get at least a chance to make pitches to most of the world's biggest computer users.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Final+Year+2000+Testing%2C+Focus+Is+on+Smallest+Flaws&title=New+York+Times&issn=03624331&date=1999-12-19&volume=&issue=&spage=1.44&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 19, 1999","The strings of letters and numbers flashing on his computer screen were unintelligible to Kishore Parwani, but he knew that each was the name of a computer program with hundreds or even thousands of lines of code. He also knew something was wrong because the screen was telling him the code was free of Year 2000 faults, a result as believable as a report that a unicorn had won the Kentucky Derby. The programs, sent by one of the nation's largest commercial real estate companies for testing by Data Integrity Inc., had been certified as Year 2000-ready by the large software company that created them. But Data Integrity and other companies that review code to verify software claims typically find scores, even hundreds of serious oversights. ''Our best clients still have 40 to 50 errors per millions of lines of code,'' said Richard E. Evans, an analyst with Meta Group of Stamford, Conn., a consulting firm that provides information on verification tools and services. ''Half of those could corrupt data or crash systems.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Dec 1999: 1, 44:5.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,431319414,"United States, New York, N.Y.",English,19-Dec-99,Year 2000; Debugging; Breakdowns,New York Times,News,,,,,,,
+Maintaining A 2d Home From Afar,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/maintaining-2d-home-afar/docview/431225244/se-2?accountid=14586,"THE good thing about a vacation home is that it's always there when you need it. The bad thing is that you're not always there.
+''Any time you leave a property vacant for an extended period of time, you're going to run into problems,'' said Gary Dunn, publisher of The Caretaker Gazette, a bimonthly newsletter for property owners and the people they hire to care for the property.
+In addition to the obvious challenge of maintaining security in a vacant property, Mr. Dunn said, owners of second and third homes need to address more mundane issues like frozen pipes, downed wires, fallen trees and the plants and animals that seek to occupy the property in the owner's absence. And the potential for running into problems, he said, increases with the amount of time the house is left unattended.
+''If you're a vacation-home owner, and you know you're not going to be getting out to your property for the next year or so, how comfortable are you going to feel about leaving it vacant?'' Mr. Dunn said. ''And when you do get back out to it, what are the chances that it's going to be in the exact same condition as when you left it?''
+One solution, Mr. Dunn said, may be to hire a caretaker. ''Caretaker duties can range anywhere from simple house-sitting assignments to full-time estate-management situations,'' he said.
+''We have property owners who have second homes in the Hamptons and some who have apartments in midtown Manhattan,'' Mr. Dunn said. ''And we have subscribers who are looking for anything from 'on-call' assignments to full-time, property-management positions that pay as much as $100,000 a year.''
+Of course, not everyone can afford a full-time caretaker or a live-in manager for their vacation home. But other options are available.
+''Basically, most people with second homes just want someone in the area to watch out for them,'' said David M. Killian, president of Somebody Who Cares, a vacation-home management company in Breckenridge, Colo. ''So we do everything from making sure their hot tub doesn't freeze up to having their security alarms ring to our phone.''
+Mr. Killian said that virtually all his clients are vacation-home owners from other states and other countries who visit their second homes anywhere from once a week to once every few years. And while the primary concern of most property owners is making sure that their second home stays safe and secure, some of Mr. Killian's clients use other services his company -- and others like it in resort areas across the country -- provides.
+''We can turn on the heat, stock the refrigerator, warm up the hot tub and pick up a client or his guests at the airport,'' Mr. Killian said, adding that while most agreements with clients are priced for the services requested, the average charge for basic security, maintenance and guest-preparation services ranges from $100 to $200 a month.
+''Snow removal is usually included,'' he said.
+For property owners who want to keep their second home safe and secure but who can do without having their hot tubs warmed and their vegetables chilled, there is a less personal but more high-tech solution: long-distance electronic monitoring.
+''We make a product about the size of a paperback book that can tell you when something happens in your house, no matter where you or the house happens to be,'' said Cliff Scheller, vice president of Compuquest, an electronic equipment design and manufacturing company in Bartlett, Ill. Since the late 1980's, Mr. Scheller's company has been manufacturing the Pagnow!, a $249 device that performs unattended monitoring of remote locations and delivers a coded message to any standard pager indicating what the problem is and where it has occurred.
+''This is an inexpensive way of keeping track of what's happening at your property when you're not there,'' Mr. Scheller said, explaining that the device, which is connected to the telephone line in the property being monitored, has two input connections and is plugged into a power source in the house. When either input is activated -- or when the power is interrupted by a power failure -- the device, equipped with a backup battery, dials the property owner's pager number and displays a numeric message that indicates what triggered the call.
+So, for example, Mr. Scheller said, if one of the inputs on the Pagnow! is connected to a house's burglar alarm system, and the system is tripped by someone entering a window or door, the owner will be notified immediately by pager and can then call the local police or a neighbor.
+Similarly, he said, if one of the inputs is connected to a float switch or a sump pump in a crawl space, the owner will be promptly notified by pager if unacceptable amounts of water are accumulating beneath the house. And since the device is connected to the main power supply, Mr. Scheller said, a property owner is immediately notified of a power failure and can get in contact with friends or officials in the area.
+''And in cases where a house doesn't have a telephone installed,'' Mr. Scheller said, ''a cell phone can be used to call the pager.''
+Homeowners can also use electronic gadgetry to improve security in their vacation homes by doing some of the same things they do in their primary residence while they're on vacation.
+Charles McGrath, executive director of the Home Automation Association, a trade group in Washington, said that there were scores of remote-activated devices on the market that could be used to control electronic devices in a vacation home, thereby giving the home a lived-in look.
+''Let's say you have a ski house in the mountains,'' Mr. McGrath said. ''Instead of hooking your lights up to timers, you can plug them into X-10-type modules and then turn the lights on and off whenever you want by telephone.'' He explained that the X-10 system and others like it generally consisted of a central unit that controls individual modules attached to electronic appliances like lights, garage door activators, alarms and even thermostats. And when the control panel is connected to the telephone line, Mr. McGrath said, the appliances can be activated remotely by phone.
+''That means you can call the house from anywhere and turn on the heating system,'' he said, adding that the ability to do that could prevent things like water-pipe freeze-ups in severely cold weather. ''It also means that when you're heading up to the ski house, you can call the house two hours ahead of time and turn on the heat so you're not freezing for two hours after you get there.''
+Illustration Drawing. (Tom Bloom)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Maintaining+A+2d+Home+From+Afar&title=New+York+Times&issn=03624331&date=1999-08-08&volume=&issue=&spage=11.5&au=Romano%2C+Jay&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05655226&rft_id=info:doi/,11,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 8, 1999","''Any time you leave a property vacant for an extended period of time, you're going to run into problems,'' said Gary Dunn, publisher of The Caretaker Gazette, a bimonthly newsletter for property owners and the people they hire to care for the property. In addition to the obvious challenge of maintaining security in a vacant property, Mr. Dunn said, owners of second and third homes need to address more mundane issues like frozen pipes, downed wires, fallen trees and the plants and animals that seek to occupy the property in the owner's absence. And the potential for running into problems, he said, increases with the amount of time the house is left unattended. ''If you're a vacation-home owner, and you know you're not going to be getting out to your property for the next year or so, how comfortable are you going to feel about leaving it vacant?'' Mr. Dunn said. ''And when you do get back out to it, what are the chances that it's going to be in the exact same condition as when you left it?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Aug 1999: 5.",11/15/17,"New York, N.Y.",,"Romano, Jay",New York Times Company,,Newspapers,431225244,"United States, New York, N.Y.",English,8-Aug-99,Vacation homes; Property management,New York Times,Feature,,,,,,,
+"Virus Fighters on 24-Hour, Global Guard","New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/virus-fighters-on-24-hour-global-guard/docview/431191091/se-2?accountid=14586,"JUST outside the security door to the Symantec Antivirus Research Center in Santa Monica, Calif., is a wall-length mural depicting engineers like those inside as superhumans and film noir detectives.
+SARC is part of the Symantec Corporation, a computer utilities and antivirus protection company that recently published a promotional comic book called ''Sarcman,'' extending the theme of virus fighters.
+After ''the evil virus vixen'' has threatened the world's computers, Sarcman, in a silver visor and sky-blue cape, flies in, analyzes the vixen's code and then -- Pow! Zap! -- saves the day.
+''Some of them are that easy,'' said Carey Nachenberg, the center's chief researcher.
+In fact, the laboratory could not be further from Metropolis. Inside, rows of personal computers sit on metal racks like cages of puppies in a pet shop. On a recent Saturday, a few people spoke over the hum of computers and the low roar of high-capacity air conditioners.
+This laboratory is the hub of a global collection of smaller Symantec laboratories that study the world's thousands of computer viruses and fashion immunizations against them 24 hours a day, seven days a week.
+Inside the laboratory in Santa Monica, there is hardly an hour when some software engineer is not hunched over a keyboard peering into a computer monitor for clues to understanding and then dispatching a computer virus that just might, if unchecked, disable millions of computers around the world.
+Mr. Nachenberg, 27, is one of those engineers. Chatty and irreverent, he lives and dreams the challenge of beating back the mounting threat of computer viruses.
+''I really enjoy my work,'' he said. ''It's really creative.''
+He has worked at the center since he graduated from the University of California at Los Angeles in 1995. His master's thesis on computer virus detection has yielded a number of antivirus technologies used by Symantec, based in Cupertino.
+He and the 44 other members of the center team have had their share of all-night emergency sessions.
+One of the most notable cases arose last December when he was away on a trip to the San Francisco Bay Area. His cellular phone rang. It was the home office. Computers belonging to a corporate customer were being wrecked by a nasty virus called Remote Explorer.
+''I had to come in Christmas to produce a fix,'' Mr. Nachenberg said. ''We worked around the clock.''
+For virus hunters, this year has been particularly troublesome. There are currently more than 36,500 known computer viruses in the world, an explosive rise since the first viruses were discovered in 1986. And that number continues to mount at a rate of 10 to 15 new viruses every day, said Vincent M. Weafer, director of the center.
+And though some computer viruses are the products of mutating program code and, more rarely, of computer viruses mating, the majority of viruses are the handiwork of people. Studies indicate that most virus writers are young men, 14 to 24 years old. And they come from almost anywhere in the world. Current hot spots for virus writing are India, New Zealand, Australia and the United States, virus experts say.
+The viruses are also becoming more dangerous to computer users. In 1993 only about 10 percent of known viruses were considered destructive, harming files and hard drives. But now about 35 percent are regarded as harmful, according to Symantec.
+The Computer Emergency Response Team at Carnegie Mellon University in Pittsburgh said most viruses were intended to annoy computer users, not to cripple systems. There are, however, viruses that are aimed at deleting files and doing real harm, said Quinn Peyton, technology coordinator for the response team's incident handling group. ''We have not seen many of those, but they do exist,'' Mr. Peyton said.
+Tracking and destroying computer viruses is a laborious and exacting business, antivirus engineers say. At the Symantec offices in Santa Monica, automation is used to weed out the routine viruses. The identifying characteristics of the thousands of viruses and their cures, called definitions, are kept on a database that is shipped to Symantec customers every week, Mr. Weafer said.
+When Symantec customers find suspected viruses in their computers they are encouraged to send the viruses to the center. Tens of thousands of suspect diskettes have flooded the center over the years. Beginning last summer, suspect files began coming in over the Internet, Mr. Weafer said.
+Computers automatically analyze the submissions. If they are among those Symantec has seen before, a remedy is sent back to the user to stop the virus, often in less than 30 minutes.
+But when a file turns up with a new strain of virus, the engineers are called into action. They examine the programming code of the virus, looking at its logic -- its unique sequence of ones and zeros that control its behavior and how it replicates (and all viruses, by definition, replicate) -- and whether it does harm, Mr. Nachenberg said.
+When the virus's method of operation becomes clear, often after infecting one or more of the center's racks of test computers and mock computer networks, engineers establish its characteristics, known as a fingerprint. A software repair is fashioned to remove it from files like some kind of digital wonder drug.
+Today, people like Mr. Nachenberg look at the new strains. In August, SARC is planning to let new computer systems take over much of this work so people can spend their time anticipating virus threats, Mr. Nachenberg said.
+While the antivirus center looks like a well-scrubbed medical laboratory, the tedium of cracking computer viruses is often broken with the sound of classic rock or techno music. Sometimes engineers listen to their personal stereos.
+''Some of the stuff is a little redundant,'' said Sherralee Buzzell, a liaison between Symantec customers and engineers. ''They have to watch files as they load, then wait to see their response times. And they spend a lot of time looking through a file.''
+Mr. Weafer, the director, dressed in the unofficial company uniform of beige cotton slacks, casual shoes and a black knit, open-collar shirt emblazoned with the company's name over his heart, said he held no illusions about the work. ''I don't think we see it as glamorous, as the guys running in with the virus suits,'' he said. ''We do see ourselves as the protector of the customers. If we have a big customer who's got a virus issue, it is very serious for them.''
+But the Chernobyl virus, which caused hundreds of thousands of computer meltdowns around the world in April, was hardly able to get a foothold in the United States, he said, because his team ran across it last year in Taiwan. A former computer engineering student in Taiwan was identified as the author of the virus.
+''The idea of being able to respond really fast has helped,'' Mr. Weafer said.
+Photograph TRACKING AND DESTROYING -- At the Symantec Antivirus Research Center in Santa Monica, Calif., Vincent M. Weafer directs operations and Sarcman saves the day. (Chris Pizzello for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Virus+Fighters+on+24-Hour%2C+Global+Guard&title=New+York+Times&issn=03624331&date=1999-06-10&volume=&issue=&spage=G.7&au=Marriott%2C+Michel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05579364&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 10, 1999","SARC is part of the Symantec Corporation, a computer utilities and antivirus protection company that recently published a promotional comic book called ''Sarcman,'' extending the theme of virus fighters. This laboratory is the hub of a global collection of smaller Symantec laboratories that study the world's thousands of computer viruses and fashion immunizations against them 24 hours a day, seven days a week. Inside the laboratory in Santa Monica, there is hardly an hour when some software engineer is not hunched over a keyboard peering into a computer monitor for clues to understanding and then dispatching a computer virus that just might, if unchecked, disable millions of computers around the world.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 June 1999: 7.",11/15/17,"New York, N.Y.",,"Marriott, Michel",New York Times Company,,Newspapers,431191091,"United States, New York, N.Y.",English,10-Jun-99,Computer viruses; Software utilities,New York Times,News,,,,,,,
+Where Every Worker Is Ruler of the Thermostat,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/where-every-worker-is-ruler-thermostat/docview/430922822/se-2?accountid=14586,"WHEN economists debate how to increase workplace productivity, they discuss many factors: automation, the availability of labor, even the rise or fall of wages. Rarely, though, does anyone mention room temperature.
+Yet, according to 10 years of surveys conducted by the Center for Building Performance and Design, the No. 1 complaint of office workers is that the workplace is too cold. The No. 2 complaint? That it's too hot.
+To Volker Hartkopf, this is more than the punch line of a Dilbert cartoon. Mr. Hartkopf, the center's director, considers it proof of a core principle: that to get more productivity from employees, a comfortable work environment is essential.
+''It has to do with lighting, thermal quality, visual quality, air quality,'' he said, ticking off ingredients of his recipe for a pleasant workplace. ''If a person worries five minutes a day about this, and makes just one phone call to facility management to complain about the temperature, that's 1 percent of their productivity.''
+''The building is only a piece of the whole situation,'' he acknowledged. ''You can have a wonderful building and a terrible boss or an awful organization, and you will be prevented from being productive. But if the building makes you sick or freeze or is acoustically such that you can't concentrate, it keeps you from reaching your potential.''
+In a $4 million, 7,000-square-foot living laboratory on the campus of Carnegie Mellon University in Pittsburgh, Mr. Hartkopf and a team of architects and engineers have created a prototype for what they have called the ''intelligent workplace.''
+Along with a host of other technical improvements, the workplace features raised floors to accommodate air flow and cables that allow work stations to be equipped with individual controls for lighting, acoustics and temperature.
+The environmental controls, which the center's staff developed with engineers from Johnson Controls, are installed on each desk, letting a worker cool or heat his area as needed; when the desk is unoccupied, the system automatically shuts down. The controls also let a worker shift the position of lighting or breathe fresh air through individual vents.
+But the center, of course, is addressing issues beyond heating and ventilation. The workplace also features ''plug and play'' technology that allows computers and telephones to be quickly installed and moved, making it easier to make rooms bigger or smaller, without large-scale interior work.
+Built on top of the campus's Margaret Morrison Carnegie Hall, the workplace, which houses the center's offices, is an odd bit of office architecture, trying to wed new technology to the original structure, which was constructed in 1904. The office exterior, aiming to blend with the hall's Beaux Arts design, is made of bolted recyclable steel, with high, wide windows that are flanked by solar panels.
+Research in the field of construction is unusual, acknowledged Steven Lee, the center's associate director; of the $500 billion spent on capital construction each year, only 1 percent is designated for research. But as increases in productivity slow and as concerns rise about repetitive stress and other workplace injuries, he said, such research reflects a growing interest in ergonomics and efficiency.
+''The economic arguments are becoming more and more compelling,'' he said. ''Improving productivity, the fear of being sued, the push from the facilities side for improvements -- it's slowly happening.''
+The project is backed by a consortium of 18 groups from the public and private sectors. Technology companies like Johnson Controls and Siemens are using the workplace to show off their products and to see them work with one another.
+Other corporations, like BankAmerica, are involved because they are looking for better ways to integrate technology into existing buildings, or are interested in workplace concepts like teaming.
+Energy efficiency remains a government priority, too. Indeed, in his latest budget, President Clinton proposed tax credits for corporations that invest in several energy-efficient devices, including solar panels. Environmental mandates are also helping to fuel the Government's interest.
+''Particularly in view of the Kyoto agreements to reduce energy consumption, this is of interest to the entire world,'' said John Chamberlain, the director of administration for the Environmental Protection Agency, and a member of the center's board. Other Government agencies that are sponsors include the Department of Energy and the National Science Foundation.
+Mr. Chamberlain also said that in the competition for good employees, businesses would likely be forced to give human considerations more weight.
+''Companies who are having to compete for skilled workers are going to have to give those skilled workers nice places to work,'' he said.
+EVEN without a new building, Mr. Hartkopf said, many businesses are shortsighted about integrating new technologies -- spending, on average, $8,000 to $10,000 an employee a year for hardware, software, training, and networks but only a fraction of that on how to accommodate the people who use them.
+''There is this macroeconomic situation where people are apparently willing to spend that much money for these technologies and be cheap on the building,'' Mr. Hartkopf said. ''To save on construction while potentially suffering multiples of that on every year's basis doesn't make sense.''
+Mr. Lee said that a new building designed with efficiency principles might cost 50 to 100 percent more than a conventional counterpart, depending on the builders' expertise. The personal environmental control system, for example, costs from $900 to $1,400 a unit, and that excludes the installation costs. But, he added, an ''efficient'' building could reap as much as 30 percent in energy savings each year.
+Proving that such environments increase productivity is still a challenge. There is no simple formula that can calculate all the benefits of the system -- and thus help convince budget-conscious administrators to adopt it for their companies.
+One study of the personal environment system alone, at West Bend Mutual, an insurance company in Milwaukee, showed a 4 percent productivity increase, Mr. Lee said. The center is trying to consolidate the results of this and other studies to give companies a clearer view of the potential impact.
+Some companies are already using lessons learned at the center. The new headquarters of Owens Corning in Toledo, Ohio, for example, is long and narrow, giving most employees access to natural light. The 400,000-square-foot structure features individual air controls at each work station.
+''There's a constant wash of air from floor to ceiling, which improves air quality,'' said Scott Linville, the company's facilities manager. ''People love having control.''
+Mr. Linville said the plug-and-play feature had proved particularly useful for sharing information.
+''It's never a problem to get a team to meet,'' he said. ''There are more than 80 meeting rooms, and they are all equipped so people can show up with their laptops and plug in.''
+The high-technology center wants to illustrate the benefits of smart design by giving employees from some of its sponsoring companies a chance to use its office space, on a rotating basis.
+For now, 10 center employees work in the space. Else Holter, a staff assistant, likes the control panel on her desk, which allows her to regulate the air flow in her area, and the plug-and-play feature gives her the freedom to set up her computer and phone a number of ways.
+But she raved most about a nontechnological wonder.
+''In some of my previous jobs, I worked in a windowless office, where in the wintertime I would arrive when it was still dark and leave work when it was dark,'' Ms. Holter said. ''Here, I can look out, open my window or the door to get fresh air. Nature is a wonderful think tank.''
+Photograph A pleasant workplace may help productivity, says Volker Hartkopf, outside his office of the future in Pittsburgh. He is director of the Center for Building Performance and Design at Carnegie Mellon University. (Gary Tramontina for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Where+Every+Worker+Is+Ruler+of+the+Thermostat&title=New+York+Times&issn=03624331&date=1998-02-15&volume=&issue=&spage=3.11&au=Napoli%2C+Lisa&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04924755&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 15, 1998","To Volker Hartkopf, this is more than the punch line of a Dilbert cartoon. Mr. Hartkopf, the center's director, considers it proof of a core principle: that to get more productivity from employees, a comfortable work environment is essential. ''It has to do with lighting, thermal quality, visual quality, air quality,'' he said, ticking off ingredients of his recipe for a pleasant workplace. ''If a person worries five minutes a day about this, and makes just one phone call to facility management to complain about the temperature, that's 1 percent of their productivity.'' In a $4 million, 7,000-square-foot living laboratory on the campus of Carnegie Mellon University in Pittsburgh, Mr. Hartkopf and a team of architects and engineers have created a prototype for what they have called the ''intelligent workplace.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Feb 1998: 11.",11/15/17,"New York, N.Y.",,"Napoli, Lisa",New York Times Company,,Newspapers,430922822,"United States, New York, N.Y.",English,15-Feb-98,Work environment; Productivity; Office buildings; Working conditions; Architecture,New York Times,Feature,,,,,,,
+Putting Politics Aside:   [News Analysis ],"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/putting-politics-aside/docview/430860636/se-2?accountid=14586,"By choosing to convene a religious revival meeting of Christian men on Saturday in the nation's political capital, the leaders of the evangelical men's movement called Promise Keepers were forced to spend much of the day forswearing any political motivation.
+The men who attended the event say they committed their lives to Jesus, not to the Republican Party, and they say they should be taken at their word.
+However, this massive mobilization could have political and social repercussions in an era in which conservative evangelical Christians are feeling increasingly vulnerable as the nation becomes more and more religiously and culturally diverse. What will it mean when hundreds of thousands of men go back to their homes, energized by speakers who pumped them up on Saturday to ''take back our country for Christ''?
+Skeptics immediately envision a Christian army marching in lock step. But more likely the impact will be so local as to be felt household-to-household or man-to-man.
+These men tend to steer away from talk of political issues; instead, they talk about ''relationships,'' and that is where the Promise Keepers will try to make their mark.
+Most of the attention to Promise Keepers focused on what the group has to say about relationships between the sexes, but at Saturday's event the leadership clearly signaled that what now tops their agenda is relations between the races.
+At the rally, Bill McCartney, the former University of Colorado football coach who founded Promise Keepers seven years ago, announced what amounted to a deadline for Christian churches to end their own racism. Mr. McCartney, who still goes by the nickname ''Coach,'' told the crowd that his goal was to gather a multiracial rally of Christian men outside every state capitol at noon on Jan. 1, 2000, to pronounce that the church has eradicated racism within its own ranks.
+''That's brave rhetoric,'' said the Rev. Robert M. Franklin, president of the Interdenominational Theological Center in Atlanta, the largest predominantly African-American seminary in the country. Mr. Franklin traveled to Washington on Saturday to observe the Promise Keepers rally, and said he was impressed at the way black and white men intermingled there. In a survey of rally participants, The Washington Post found that 1 of 7 of the men who attended was black.
+''But there's so many problems facing the black church,'' Mr. Franklin said, ''particularly problems related to poverty alleviation and crime that I think the effort at racial reconciliation will only garner support from the black church if it is linked to problem solving in urban poor black communities. If they get that, I think this could be quite a hopeful development.'' But, he added, ''I haven't seen evidence of it yet.''
+Mr. McCartney also directed the men to form closer relationships with their local churches and their ministers. ''Pastors,'' Mr. McCartney said on Saturday, ''you have been working with half a squad. You have been working with mostly women. But that's going to change. These guys are coming back.''
+Churches do tend to be ''predominantly female enclaves,'' said William Dinges, associate professor of religion at the Catholic University of America, in Washington, also attended the rally as an observer. Whereas Promise Keepers' goal of ending racism in the church is ''political naivete, which is probably their Achilles' heel,'' Mr. Dinges said, the goal of infusing male energy in the church is realistic.
+''They are preaching to the converted,'' Mr. Dinges said. Polls show that a majority of the Promise Keepers are already active members of churches. Indeed, many who traveled to the rally did so on chartered buses, planes or trains with other members of their church groups.
+Promise Keepers drew on this church infrastructure to mobilize the numbers it summoned to Washington. Neither Promise Keepers nor government agencies are making any official crowd estimates, but it is safe to say the gathering numbered in the hundreds of thousands.
+Six years ago, Promise Keepers drew 4,200 men for its first event in a basketball arena in Boulder, Colo. Since then, the group has drawn, by its estimate, about 2.6 million men to 61 stadiums in cities around the country. Historians call it one of the fastest-growing religious revivals in American history.
+The Washington Post poll found that 46 percent of Saturday's participants considered themselves Republican, (28 percent said they were independent, and 15 percent Democrat) and 61 percent considered themselves either conservative or very conservative. Eight percent said they were liberal.
+Some conservative groups and members of Congress took advantage of the event to try to marshal support. The Family Research Council, a conservative lobby headed by Gary Bauer, distributed a pamphlet and built its mailing list by fielding workers offering free aerial photographs of the event to those who signed up for it.
+Critics on the political left and in feminist groups warn that Promise Keepers is a ''Trojan Horse'' for the religious right. And certainly many in Promise Keepers oppose abortion and homosexuality.
+But in interviews, Promise Keepers participants characterized themselves as largely apolitical because, they said, they did not believe in political solutions to what they see as spiritual and moral problems. The Washington Post poll found that while 6 in 10 men said they had a favorable impression of the religious right, only 26 percent said they considered themselves members.
+Over coffee on Saturday night, four friends from the Detroit area who drove to the rally together said that for them the Promise Keepers event was a spiritual ''pep talk'' for leading righteous Christian lives.
+''We can't change people through politics,'' said Vito Mazzara, 36, a United Parcel Service driver from North Branch, Mich., who brought his 11-year-old son to the rally. ''Our job is to have a lifestyle of integrity. I do it with my customers on my route, with my bosses. I don't call in sick if I'm not sick. My bosses know that.''
+It is not possible for people or political systems to change things like economic inequality, injustice and prejudice, the four men agreed.
+''It's never going to be fair,'' said Tim Laden, 49, a real estate appraiser from Redford, Mich.
+The only answer, they said, is ''changing hearts'' to persuade people to accept Jesus Christ as their savior. The men said the rally had inspired them to share their faith with non-Christians. But outright proselytizing rarely succeeds, said Darrell A. DuBay, 36, an account executive for a building automation business. ''Before I became a Christian I had people try to force religion on me, and nobody likes that.''
+Much of the media coverage of Promise Keepers highlighted men who were looking to rebound from serious problems, like addictions, divorce or abuse. But the four men from Michigan are probably just as typical in that they are husbands and fathers in what they characterized as intact, traditional families.
+Nevertheless, they said, Promise Keepers served to remind them to be more responsive to the needs of their wives and children.
+''My wife runs a part-time business, and I tend not to give her enough time off,'' said Ignacio Gneco, 36, a carpenter from Redford. ''She dresses all the kids, and I could do that. I don't even know where the clothes are.''
+Photograph Eric Goetz of Dayton, Ohio, among the hundreds of thousands at the Promise Keepers rally. (Associated Press)(pg. A17)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Putting+Politics+Aside%3A+%5BNews+Analysis%5D&title=New+York+Times&issn=03624331&date=1997-10-06&volume=&issue=&spage=A.1&au=Goodstein%2C+Laurie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04729303&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 6, 1997","By choosing to convene a religious revival meeting of Christian men on Saturday in the nation's political capital, the leaders of the evangelical men's movement called Promise Keepers were forced to spend much of the day forswearing any political motivation. At the rally, Bill McCartney, the former University of Colorado football coach who founded Promise Keepers seven years ago, announced what amounted to a deadline for Christian churches to end their own racism. Mr. McCartney, who still goes by the nickname ''Coach,'' told the crowd that his goal was to gather a multiracial rally of Christian men outside every state capitol at noon on Jan. 1, 2000, to pronounce that the church has eradicated racism within its own ranks. ''That's brave rhetoric,'' said the Rev. Robert M. Franklin, president of the Interdenominational Theological Center in Atlanta, the largest predominantly African-American seminary in the country. Mr. Franklin traveled to Washington on Saturday to observe the Promise Keepers rally, and said he was impressed at the way black and white men intermingled there. In a survey of rally participants, The Washington Post found that 1 of 7 of the men who attended was black.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Oct 1997: 1.",11/15/17,"New York, N.Y.",Washington DC,"Goodstein, Laurie",New York Times Company,,Newspapers,430860636,"United States, New York, N.Y.",English,6-Oct-97,Demonstrations & protests; Christianity; Religious right,New York Times,News,,,,,,,
+News Summary:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/430820768/se-2?accountid=14586,"INTERNATIONAL 3-6
+Repairs to Mir Succeed Despite New MishapsThe crew of the Mir carried out the riskiest repairs in the Russian space station's history. While trying to restore electrical cables cut off after a supply ship crashed into the station, a compartment began to leak and an astronaut's glove came loose, but the flight director managed to carry off the repair effort. 1",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1997-08-23&volume=&issue=&spage=1.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 23, 1997","Ambassador Criticizes KenyaKenya's Government, led by President Daniel arap Moi, and the opposition leaders were criticized by the American Ambassador for heading down a path toward more confrontation. The Ambassador, Prudence Bushnell, suggested that Kenya's foreign aid may hang in the balance if peace is not restored. She also said the Government must push through political reforms if it expects the world to deem its next elections free and fair. 6 120 Refugees Killed in RwandaAt least 120 people were massacred at a refugee camp in western Rwanda, the United Nations High Commissioner for Refugees said. The attack on the camp took place near the border with the Congo, an area refugee officials have been describing for months as extremely unsettled and dangerous. Those massacred were thought to be Tutsi who had fled into western Rwanda from the eastern Congo. 6 Albright Sees Bosnia ProgressSecretary of State Madeleine K. Albright said she has seen ''encouraging signs'' of progress in Bosnia in recent weeks. She said the progress was a result of President Clinton's decision in May to enforce the Dayton peace accords more rigorously. Ms. Albright, speaking in Washington at the swearing-in of the new Ambassador to Sarajevo, said the number of refugees returning to the homes they had fled during the Bosnian civil war had increased. 4","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Aug 1997: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430820768,"United States, New York, N.Y.",English,23-Aug-97,,New York Times,Summary,,,,,,,
+Sweeping Inquiry on Airline Is Set After Colombia Crash,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sweeping-inquiry-on-airline-is-set-after-colombia/docview/430420656/se-2?accountid=14586,"Federal regulators said yesterday that they were following the airliner crash in Colombia last week with an investigation into training and operational procedures at American Airlines that will be more thorough than any such review in history.
+The inquiry, which is expected to take several months, will focus on the human factors involved in air safety, ranging from pilot training and cockpit behavior to the way flights are dispatched and procedures are followed.
+The officials said the inquiry would be comprehensive not because they expected to find much wrong, but because the airline was safe and it would be difficult to diagnose what were expected to be nuanced problems.
+""It is quite clear that we are not looking at a couple of days and finding big problems,"" Anthony J. Broderick, associate administrator of the Federal Aviation Administration, said in an interview. ""This is an extraordinarily safe airline and we are going to be looking at subtle, innovative ways to improve a very good safety record.""
+Senior officials of the aviation agency said the inquiry, which will be conducted with the cooperation of American Airlines and its pilots' union, went beyond anything Federal aviation investigators had done at other airlines after accidents. Aviation officials have already met with airline executives at American's headquarters in Fort Worth, and the inquiry will begin early next week.
+Officials of the airline declined to answer questions about the Colombia crash or the aviation agency's investigation. In a statement, the airline said: ""With 16 consecutive years of fatality-free flying, American Airlines has a very high level of confidence in our flight training program and procedures. We are already deeply involved in a review of all the factors that may have contributed to the tragedy and we welcome the involvement of the F.A.A. and our pilots' union.""
+Earlier, the airline's chief pilot, Capt. C. D. Ewell, issued a statement lamenting that human error appeared to have contributed to the crash and noting that aviation was ""terribly unforgiving of any inattention to detail.""
+Because American had not had a fatal crash since May 1979, when 275 people were killed outside Chicago, aviation safety experts said they were startled by the evidence of pilot errors in the crash of the carrier's Boeing 757 on its approach to Cali, Colombia, on Dec. 20.
+The Federal review of American will go well beyond that flight. Officials said that in addition to focusing on training and flight procedures throughout the airline, they would examine an accident near Hartford on Nov. 12 in which an American Airlines jetliner sheared off 15 feet of treetops on a ridge 2.65 miles from the runway before bouncing to a landing. One passenger was slightly injured when the plane was evacuated.
+In both the Hartford and Colombian incidents, American planes were well off assigned flight paths and there were no obvious mechanical failures. Investigators from the National Transportation Safety Board, the independent Federal agency that conducts accident inquiries, are still investigating the Hartford accident, but have found nothing wrong with the aircraft, a McDonnell Douglas Super 80, or its engines.
+Senior officials of the aviation agency said the Hartford accident would be examined as part of the overall inquiry into American's procedures. But they said there were a number of differences between the two flights, like strong winds and a storm in Connecticut as opposed to the clear, calm weather in Colombia.
+Data released by Colombian officials in Bogota on Thursday showed that the flight's ""black box"" recorders indicated that the captain and co-pilot had failed to observe critical procedures during the approach in calm, clear weather.
+There was no evidence that the crew conducted a required briefing as they began their descent or followed a mandatory checklist of procedures before a landing. Instead, the cockpit voice recorder at one point picked up the two-man crew discussing duty times of the flight attendants. They also appeared to misunderstand clearance instructions from the air traffic controller.
+While the evidence is inconclusive, the failures apparently led the aircraft to fly past one of its checkpoints without noticing. When the pilot tried to change course, the plane turned toward a mountain ridge and crashed nine seconds after a cockpit warning went off.
+""They simply didn't know where they were,"" said Rudolf Kapustin, an aviation safety consultant and former Federal accident investigator. ""This was a highly experienced crew and a state-of-the art aircraft. The question is, why did they fly into a mountain?""
+By the time the pilots discovered their mistake, data showed, they had slowed too much and were unable to pull up the airplane to avoid the mountainside. Data indicated that the aircraft could not gain enough speed to avoid the mountainside in part because the flight spoilers, or ""speed brakes,"" had been deployed for landing and the pilots did not retract them as they should have in an emergency climb.
+Federal safety officials said the inquiry into American's training and operations procedures was not expected to cover American Eagle, the commuter airline with the same parent company, AMR Corporation. Two American Eagle aircraft were involved in fatal crashes in 1994 and the transportation safety board concluded that pilot error was a factor in one of them.
+Four out of five fatal crashes involve pilot error, but aviation safety experts said it was rarely a single error. More often, a series of mistakes occur that defeat the safety features built into modern aircraft. Because of this complexity, Federal officials said, the investigation into American's training and procedures will be subtle and time-consuming.
+Officials of the aviation agency said they expected to take several months to understand why proper procedures were apparently not followed by the two experienced pilots of Flight 965, Capt. Nicholas Tafuri, 57, of Marco Island, Fla., and the co-pilot, Don Williams, 39, of New Smyrna Beach, Fla.
+One aspect of the investigation will focus on whether the pilots were lulled into complacency by the automated nature of the 757's cockpit, and whether industrywide steps could be adopted to insure that pilots paid closer attention when a plane was under the control of a computer.
+Mr. Kapustin, who investigated dozens of crashes for the safety board, said relying too heavily on automation could lead pilots to pay less attention to proper procedures.
+Photograph Federal regulators are opening an inquiry into safety practices at American Airlines because one of its jets crashed into a mountain in Colombia on Dec. 20. Two men stood near the wreckage last week. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sweeping+Inquiry+on+Airline+Is+Set+After+Colombia+Crash&title=New+York+Times&issn=03624331&date=1995-12-30&volume=&issue=&spage=A.6&au=Frantz%2C+Douglas&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 30, 1995","""It is quite clear that we are not looking at a couple of days and finding big problems,"" Anthony J. Broderick, associate administrator of the Federal Aviation Administration, said in an interview. ""This is an extraordinarily safe airline and we are going to be looking at subtle, innovative ways to improve a very good safety record."" Officials of the airline declined to answer questions about the Colombia crash or the aviation agency's investigation. In a statement, the airline said: ""With 16 consecutive years of fatality-free flying, American Airlines has a very high level of confidence in our flight training program and procedures. We are already deeply involved in a review of all the factors that may have contributed to the tragedy and we welcome the involvement of the F.A.A. and our pilots' union."" ""They simply didn't know where they were,"" said Rudolf Kapustin, an aviation safety consultant and former Federal accident investigator. ""This was a highly experienced crew and a state-of-the art aircraft. The question is, why did they fly into a mountain?""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Dec 1995: A.6.",11/15/17,"New York, N.Y.",COLOMBIA CALI (COLOMBIA),"Frantz, Douglas",New York Times Company,,Newspapers,430420656,"United States, New York, N.Y.",English,30-Dec-95,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY; PILOTS,New York Times,NEWSPAPER,,,,,,,
+Ousted Labor Chief Has No Regrets,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ousted-labor-chief-has-no-regrets/docview/430427334/se-2?accountid=14586,"Four months have passed since Lane Kirkland was chased from his position atop the nation's labor movement, but his wounds remain raw and his sentiments bitter and defiant.
+Mr. Kirkland, who was president of the A.F.L.-C.I.O. for 16 years, does not have a kind word for John Sweeney, the man who now holds that job. And he admits that he still harbors some ill feelings toward the labor leaders who, he says, plotted behind his back and anonymously skewered him in the news media to help push him from power.
+While almost all commentators agree that the labor movement has been hobbled and humbled, Mr. Kirkland says it is doing fine and remains the ""most successful and effective democratic free trade union movement in the world."" Mr. Kirkland is the only president in the American Federation of Labor's 109-year history to be forced to step down -- his opponents said he lacked the vision and energy to reverse labor's slide. But he said he could not think of one thing he would have done differently.
+""I have no regrets,"" Mr. Kirkland said while sipping cappuccino in the opulent delegates' lounge at the United Nations. ""Je ne regrette rien.""
+At President Clinton's invitation, Mr. Kirkland -- who was often criticized in labor circles for seeming more interested in overseas problems than domestic ones -- is spending three months as a United States delegate to the United Nations General Assembly.
+After his stint at the United Nations, he plans to write a book, not of memoirs, but of reflections. ""I don't believe in memoirs,"" he said in a low, lugubrious voice. ""Memoirs are either lies or treason or both.""
+Asked what was his biggest mistake at the A.F.L.-C.I.O., Mr. Kirkland thought for half a minute and responded, ""I regard as a mistake something that I could have done and I didn't do. I have a hard time finding -- my mind doesn't fly directly to anything in that category.""
+The chief criticism of the labor leaders who forced Mr. Kirkland out was that this remote, often cantankerous intellectual was not a visible and vigorous spokesman for labor and did far too little to energize and organize workers.
+When he took the federation's helm in 1979, 24 percent of American workers belonged to unions, but by the time he stepped down in August, that figure had dropped to 15.5 percent.
+Among the pivotal events leading to Mr. Kirkland's resignation were two visits by Mr. Sweeney to suggest that he not seek a ninth two-year term as head of the house of labor. Mr. Sweeney knew that President Clinton had offered Mr. Kirkland the ambassadorship to Poland, and he hinted that Mr. Kirkland, now 73, accept that job to make way for new leadership in organized labor.
+Mr. Sweeney said Mr. Kirkland responded, ""I don't want to talk about it.""
+To many labor leaders, sending Mr. Kirkland to Warsaw would have been an ideal way to cap off his career and make way for younger blood. During the 1970's and 1980's, Mr. Kirkland fought tirelessly to help the Solidarity movement topple the Communist government, surreptitiously channeling federation money and fax machines to Lech Walesa.
+Sitting at the United Nations, his chin buried in his right hand, Mr. Kirkland now said: ""I had no interest in being an ambassador. I was president of the A.F.L.-C.I.O. My aspirations were entirely fulfilled.""
+All along he was not planning to run for re-election, he insists now, an assertion that some mutineers do not believe. But he makes clear that he was not going to let Mr. Sweeney or other union leaders run him out of office.
+""I did not intend to run anyway,"" he said. ""But I did not want to be hustled into a hasty announcement. I wanted to organize a succession that preserved solidarity.""
+He dug in his heels for a few months, until he realized that the Sweeney forces had enough votes to oust him at the federation's October convention. The auto workers, steelworkers, mine workers, service employees and state, county and municipal employees were all lined up against him. He dug in his heels so long, however, that he gave the rump caucus enough time to rally around Mr. Sweeney, thus ruining the chances of the man he had groomed to succeed him, Thomas R. Donahue.
+Mr. Kirkland bites his lip when asked about Mr. Sweeney's two-month-old stewardship of the A.F.L.-C.I.O. ""He's entitled to his shot,"" he said. ""It's my watch below.""
+Nautical terms slip off Mr. Kirkland's tongue for a simple reason. He studied at the United States Merchant Marine Academy at Kings Point before joining the Merchant Marine during World War II, along with the Masters, Mates and Pilots Union. Mr. Kirkland, moved to Washington and joined the A.F.L.-C.I.O.'s staff in 1948. A talented wordsmith, he was drafted to write speeches for Adlai Stevenson's 1952 Presidential campaign.
+George Meany, the federation's cigar-chomping president, adopted him as his protege, making him his executive assistant in 1960. Mr. Meany elevated him to the federation's No. 2 post in 1969, and, a decade later, Mr. Kirkland took over when his mentor retired.
+Mr. Kirkland much prefers talking about the positive side of his ledger than Mr. Sweeney's. He talks of how he put the first women on the A.F.L.-C.I.O.'s executive board and increased black and Hispanic representation. He also claims credit for setting up an institute to train union organizers, even though he was pushed hard from below to do that.
+His biggest achievement, he said, was to bring the federation ""to the highest level of structural solidarity in its history"" by persuading the auto workers, teamsters, mine workers and a longshoremen's union to rejoin the A.F.L.-C.I.O.
+He is not shy about claiming credit for these achievements, but when he was asked what caused the percentage of unionized workers to drop so precipitously, he points to everything and everyone but himself and the federation. He talks of rapid automation, of massive layoffs caused by imports and of the explosion in hard-to-unionize jobs in the service sector. He omits the charge cited by many critics: that his federation dropped the ball by doing little to organize workers.
+At a time when the labor movement is embattled, when unions lost a devastating 18-month strike against Caterpillar and when wage increases are the lowest in 30 years, Mr. Kirkland says he is satisfied about the state of labor.
+""My view is it's going through a period of adjustment to radical changes, not only in the domestic economy but the world economy, and it's weathering those changes in remarkably good shape considering their dimensions,"" he said.
+For him, low-wage competition from abroad is by far labor's biggest challenge. The best way to deal with that problem, he says, is to have a world trade agreement that makes it an unfair practice for a country to prohibit unions, strikes and collective bargaining.
+From his point of view, there will always be a need for a labor movement.
+""The role of the trade unions is to try to keep big people from kicking around little people without a reaction,"" he said. ""Your capacity to defend yourself is far greater if you're organized, if you do it as a union rather than as an individual.""
+Photograph Lane Kirkland, the former A.F.L.-C.I.O. leader, is a temporarydelegate to the United Nations. (Don Hogan Charles/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ousted+Labor+Chief+Has+No+Regrets&title=New+York+Times&issn=03624331&date=1995-12-17&volume=&issue=&spage=1.26&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 17, 1995","While almost all commentators agree that the labor movement has been hobbled and humbled, Mr. Kirkland says it is doing fine and remains the ""most successful and effective democratic free trade union movement in the world."" Mr. Kirkland is the only president in the American Federation of Labor's 109-year history to be forced to step down -- his opponents said he lacked the vision and energy to reverse labor's slide. But he said he could not think of one thing he would have done differently. ""I have no regrets,"" Mr. Kirkland said while sipping cappuccino in the opulent delegates' lounge at the United Nations. ""Je ne regrette rien."" Mr. Kirkland bites his lip when asked about Mr. Sweeney's two-month-old stewardship of the A.F.L.-C.I.O. ""He's entitled to his shot,"" he said. ""It's my watch below.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Dec 1995: 1.26.",11/15/17,"New York, N.Y.",,"Greenhouse, Steven",New York Times Company,,Newspapers,430427334,"United States, New York, N.Y.",English,17-Dec-95,LABOR,New York Times,NEWSPAPER,,,,,,,
+Law Enforcement and Privacy Interests Clash on Technology:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/law-enforcement-privacy-interests-clash-on/docview/430358748/se-2?accountid=14586,"When the police in West Windsor, N.J., arrested Mauro I. Donis last January, it was not because they observed Mr. Donis violating any laws as he drove along U.S. Route 1, but because a patrol car computer scanner determined that he had a suspended driver's license.
+Now, the scanners have become the focus of a novel lawsuit in which Mr. Donis argues that the police singled him out arbitrarily -- without reasonable suspicion or probable cause, and that the subsequent computer inquiry into his driving and criminal records amounted to an illegal search.
+The case, which is winding its way through the Appellate Division of the New Jersey Superior Court, is the latest of a small but growing number of legal actions challenging police use of computer scanners, or mobile data terminals. It is yet another chapter in the larger debate over just how far high-tech policing can go without trampling over people's constitutional rights.
+Some of these machines could well be props in a James Bond movie: long-range eavesdropping devices that, placed in a briefcase, pick up conversations a football field away, or infrared radar monitors that, mounted on a car, can detect weapons on a person a half-mile away.
+For law enforcement officials, they are new-generation weapons in the war on crime that enable the police to better protect the public, even at the expense of a little privacy.
+But for civil libertarians, they conjure Orwellian images of Big Brother armed with technologies that are subject to abuse and prone to error.
+""As this new technology comes along, it's going to raise all sorts of serious privacy issues,"" said Wayne LaFave, a professor at the University of Illinois College of Law who wrote ""Search and Seizure"" (West Publishing Company), the principal reference work on the subject. ""The availability of modern technology to law enforcement may require some rethinking of the Fourth Amendment rules governing the police.""
+Where the mobile data terminals fit into this debate is just starting to unfold in the courts.
+Last year, the Arizona Supreme Court ruled that a clerk's failure to delete an expired warrant for Isaac Evans -- which led to Mr. Evans's arrest and the subsequent discovery of marijuana in his car -- required the suppression of the marijuana evidence. The Arizona court noted that ""as automation increasingly invades modern life, the potential for Orwellian mischief grows."" In March, the United States Supreme Court reversed that decision in Arizona v. Evans, concluding that computer mistakes should not hamper the good-faith efforts of police. But in July, the Florida Supreme Court ruled in a separate case that a computer error -- made by the police, not a clerk -- necessitated the suppression of evidence.
+In New Jersey, there have been at least three cases in which motorists who were not observed to be violating any laws were nonetheless arrested based on information obtained through computer scanners. In one, State v. Lovenguth, a plea bargain was struck; the other two, State v. Donis and State v. Lewis, are expected to be argued before the state's appellate division in the next month or so.
+""The Fourth Amendment is constructed to protect the citizenry against arbitrary, capricious and unreasonable acts of the government,"" said Roger Martindell, a Princeton, N.J., lawyer who is defending Mr. Donis. ""This is an arbitrary, capricious and unreasonable act.""
+Some scholars disagree. They say that computers, if used properly, merely short-cut existing methods for searching motor vehicle, criminal and other records, and do not constitute unreasonable search or seizure.
+""I can understand how, in some set of circumstances, an objection might be made that the practice is open to question because it is being done arbitrarily,"" Professor LaFave said. ""But since the Supreme Court has held there is no seizure even when an officer is chasing someone with the obvious intention of making a seizure, unquestionably the officer's act in staying in the driver's general proximity until the computer hit pops up on his screen is itself unobjectionable.""
+Law enforcement officials rave about the computers. Instead of communicating via radio with a dispatcher who may be deluged with calls, officers can type license plate numbers into their car computers and gain instant access to the appropriate records. Perhaps only 10 percent of the nation's police departments have the computers, which cost $15,000 each, but more will likely follow as that cost declines.
+But civil libertarians fear the technology is ripe for abuse. They worry that the terminals may contain erroneous information or may be compromised by computer hackers. They fear that police could discriminate against minorities, the poor or those whose appearance they do not like by singling out selected neighborhoods or people.
+""They should not be able to go out willy-nilly to investigate everyone on a whim or a hunch,"" said David Banisar, a policy analyst with the Electronic Privacy Information Center, an advocacy group in Washington. ""I mean, the British in 1776 were saying, 'We're trying to investigate illegal smuggling and you only have to worry about it if you're guilty.' But they were investigating everyone's house.""
+Technology proponents dismiss such talk as neo-Luddite arguments based on the hypothetical rather than the practical. ""You pick a case where it makes a difference -- like the Polly Klaas kidnapping or the arrest of Timothy McVeigh -- and you balance that against 9 million cases where nothing is at stake, and people are worrying that Big Brother is looking down at them?"" said Robert Weisberg, a law professor at Stanford University.
+Mobile data terminals are not the only invasive technology, say privacy advocates. Privacy groups from Europe and the United States convened in Copenhagen last month to discuss ""Advanced Surveillance Technologies,"" which included, for example, highly advanced gun detectors, long-range eavesdropping devices and closed-circuit television.
+The development of some of these technologies is being financed by the National Institute of Justice, the research arm of the Justice Department. The institute's director of science and technology, David G. Boyd, is particularly sensitive to privacy gripes.
+""My general reaction is, if you want to make it impossible for the police to do their job, then you might as well say everything's an invasion of privacy,"" Mr. Boyd said. ""But it doesn't do us any good if we come up with a wonderful piece of technology if the perception is such that it's likely to produce a riot.""
+As a result, the institute meets occasionally with groups such as the American Civil Liberties Union, Handgun Control, the National Rifle Association and the League of Women Voters to review the latest technologies. And it has a Liability Task Group to consider constitutional issues. Mobile data terminals were discussed for the first time at the September meeting, said Mr. Boyd.
+Photograph The legality of mobil data terminals, which put records at thefingertips of officers in their cars, is in question. Sgt. Brian Bantz has a terminal in his patrol car. (Lenore V. Davis for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Law+Enforcement+and+Privacy+Interests+Clash+on+Technology%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1995-10-15&volume=&issue=&spage=1.26&au=Chen%2C+David+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 15, 1995","""As this new technology comes along, it's going to raise all sorts of serious privacy issues,"" said Wayne LaFave, a professor at the University of Illinois College of Law who wrote ""Search and Seizure"" (West Publishing Company), the principal reference work on the subject. ""The availability of modern technology to law enforcement may require some rethinking of the Fourth Amendment rules governing the police."" ""They should not be able to go out willy-nilly to investigate everyone on a whim or a hunch,"" said David Banisar, a policy analyst with the Electronic Privacy Information Center, an advocacy group in Washington. ""I mean, the British in 1776 were saying, 'We're trying to investigate illegal smuggling and you only have to worry about it if you're guilty.' But they were investigating everyone's house."" ""My general reaction is, if you want to make it impossible for the police to do their job, then you might as well say everything's an invasion of privacy,"" Mr. Boyd said. ""But it doesn't do us any good if we come up with a wonderful piece of technology if the perception is such that it's likely to produce a riot.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Oct 1995: 1.26.",11/15/17,"New York, N.Y.",,"Chen, David W",New York Times Company,,Newspapers,430358748,"United States, New York, N.Y.",English,15-Oct-95,"ROADS AND TRAFFIC; PRIVACY, RIGHT OF; SCANNING DEVICES; POLICE; SEARCH AND SEIZURE; SUITS AND CLAIMS AGAINST GOVERNMENT; CRIME AND CRIMINALS; DATA PROCESSING (COMPUTERS)",New York Times,NEWSPAPER,,,,,,,
+Law Enforcement and Privacy Interests Clash on Technology,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/law-enforcement-privacy-interests-clash-on/docview/430355818/se-2?accountid=14586,"When the police in West Windsor, N.J., arrested Mauro I. Donis last January, it was not because they observed Mr. Donis violating any laws as he drove along U.S. Route 1, but because a patrol car computer scanner determined that he had a suspended driver's license.
+Now, the scanners have become the focus of a novel lawsuit in which Mr. Donis argues that the police singled him out arbitrarily -- without reasonable suspicion or probable cause, and that the subsequent computer inquiry into his driving and criminal records amounted to an illegal search.
+The case, which is winding its way through the Appellate Division of the New Jersey Superior Court, is the latest of a small but growing number of legal actions challenging police use of computer scanners, or mobile data terminals. It is yet another chapter in the larger debate over just how far high-tech policing can go without trampling over people's constitutional rights.
+Some of these machines could well be props in a James Bond movie: long-range eavesdropping devices that, placed in a briefcase, pick up conversations a football field away, or infrared radar monitors that, mounted on a car, can detect weapons on a person a half-mile away.
+For law enforcement officials, they are new-generation weapons in the war on crime that enable the police to better protect the public, even at the expense of a little privacy.
+But for civil libertarians, they conjure Orwellian images of Big Brother armed with technologies that are subject to abuse and prone to error.
+""As this new technology comes along, it's going to raise all sorts of serious privacy issues,"" said Wayne LaFave, a professor at the University of Illinois College of Law who wrote ""Search and Seizure"" (West Publishing Company), the principal reference work on the subject. ""The availability of modern technology to law enforcement may require some rethinking of the Fourth Amendment rules governing the police.""
+Where the mobile data terminals fit into this debate is just starting to unfold in the courts.
+Last year, the Arizona Supreme Court ruled that a clerk's failure to delete an expired warrant for Isaac Evans -- which led to Mr. Evans's arrest and the subsequent discovery of marijuana in his car -- required the suppression of the marijuana evidence. The Arizona court noted that ""as automation increasingly invades modern life, the potential for Orwellian mischief grows."" In March, the United States Supreme Court reversed that decision in Arizona v. Evans, concluding that computer mistakes should not hamper the good-faith efforts of police. But in July, the Florida Supreme Court ruled in a separate case that a computer error -- made by the police, not a clerk -- necessitated the suppression of evidence.
+In New Jersey, there have been at least three cases in which motorists who were not observed to be violating any laws were nonetheless arrested based on information obtained through computer scanners. In one, State v. Lovenguth, a plea bargain was struck; the other two, State v. Donis and State v. Lewis, are expected to be argued before the state's appellate division in the next month or so.
+""The Fourth Amendment is constructed to protect the citizenry against arbitrary, capricious and unreasonable acts of the government,"" said Roger Martindell, a Princeton, N.J., lawyer who is defending Mr. Donis. ""This is an arbitrary, capricious and unreasonable act.""
+Some scholars disagree. They say that computers, if used properly, merely short-cut existing methods for searching motor vehicle, criminal and other records, and do not constitute unreasonable search or seizure.
+""I can understand how, in some set of circumstances, an objection might be made that the practice is open to question because it is being done arbitrarily,"" Professor LaFave said. ""But since the Supreme Court has held there is no seizure even when an officer is chasing someone with the obvious intention of making a seizure, unquestionably the officer's act in staying in the driver's general proximity until the computer hit pops up on his screen is itself unobjectionable.""
+Law enforcement officials rave about the computers. Instead of communicating via radio with a dispatcher who may be deluged with calls, officers can type license plate numbers into their car computers and gain instant access to the appropriate records. Perhaps only 10 percent of the nation's police departments have the computers, which cost $15,000 each, but more will likely follow as that cost declines.
+But civil libertarians fear the technology is ripe for abuse. They worry that the terminals may contain erroneous information or may be compromised by computer hackers. They fear that police could discriminate against minorities, the poor or those whose appearance they do not like by singling out selected neighborhoods or people.
+""They should not be able to go out willy-nilly to investigate everyone on a whim or a hunch,"" said David Banisar, a policy analyst with the Electronic Privacy Information Center, an advocacy group in Washington. ""I mean, the British in 1776 were saying, 'We're trying to investigate illegal smuggling and you only have to worry about it if you're guilty.' But they were investigating everyone's house.""
+Technology proponents dismiss such talk as neo-Luddite arguments based on the hypothetical rather than the practical. ""You pick a case where it makes a difference -- like the Polly Klaas kidnapping or the arrest of Timothy McVeigh -- and you balance that against 9 million cases where nothing is at stake, and people are worrying that Big Brother is looking down at them?"" said Robert Weisberg, a law professor at Stanford University.
+Mobile data terminals are not the only invasive technology, say privacy advocates. Privacy groups from Europe and the United States convened in Copenhagen last month to discuss ""Advanced Surveillance Technologies,"" which included, for example, highly advanced gun detectors, long-range eavesdropping devices and closed-circuit television.
+The development of some of these technologies is being financed by the National Institute of Justice, the research arm of the Justice Department. The institute's director of science and technology, David G. Boyd, is particularly sensitive to privacy gripes.
+""My general reaction is, if you want to make it impossible for the police to do their job, then you might as well say everything's an invasion of privacy,"" Mr. Boyd said. ""But it doesn't do us any good if we come up with a wonderful piece of technology if the perception is such that it's likely to produce a riot.""
+As a result, the institute meets occasionally with groups such as the American Civil Liberties Union, Handgun Control, the National Rifle Association and the League of Women Voters to review the latest technologies. And it has a Liability Task Group to consider constitutional issues. Mobile data terminals were discussed for the first time at the September meeting, said Mr. Boyd.
+Photograph The legality of mobil data terminals, which put records at the fingertips of officers in their cars, is in question. Sgt. Brian Bantz has a terminal in his patrol car. (Lenore V. Davis for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Law+Enforcement+and+Privacy+Interests+Clash+on+Technology&title=New+York+Times&issn=03624331&date=1995-10-15&volume=&issue=&spage=1.26&au=Chen%2C+David+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 15, 1995","""As this new technology comes along, it's going to raise all sorts of serious privacy issues,"" said Wayne LaFave, a professor at the University of Illinois College of Law who wrote ""Search and Seizure"" (West Publishing Company), the principal reference work on the subject. ""The availability of modern technology to law enforcement may require some rethinking of the Fourth Amendment rules governing the police."" ""They should not be able to go out willy-nilly to investigate everyone on a whim or a hunch,"" said David Banisar, a policy analyst with the Electronic Privacy Information Center, an advocacy group in Washington. ""I mean, the British in 1776 were saying, 'We're trying to investigate illegal smuggling and you only have to worry about it if you're guilty.' But they were investigating everyone's house."" ""My general reaction is, if you want to make it impossible for the police to do their job, then you might as well say everything's an invasion of privacy,"" Mr. Boyd said. ""But it doesn't do us any good if we come up with a wonderful piece of technology if the perception is such that it's likely to produce a riot.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Oct 1995: 1.26. [Duplicate]",11/15/17,"New York, N.Y.",,"Chen, David W",New York Times Company,,Newspapers,430355818,"United States, New York, N.Y.",English,15-Oct-95,"ROADS AND TRAFFIC; PRIVACY, RIGHT OF; SCANNING DEVICES; POLICE; SEARCH AND SEIZURE; SUITS AND CLAIMS AGAINST GOVERNMENT; CRIME AND CRIMINALS; DATA PROCESSING (COMPUTERS)",New York Times,NEWSPAPER,,,,,,,
+"Amid Midwest Roar, Inflation Sleeps","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/amid-midwest-roar-inflation-sleeps/docview/429943999/se-2?accountid=14586,"Special to The New York Times
+Business is booming all across the major industrial centers of the Midwest. In a region that only a decade ago was dubbed the Rust Belt, companies are running at top speed, hiring temporary workers, demanding overtime of employees and straining to meet deliveries.
+These are some of the signs that worry the Federal Reserve, which raised interest rates last week for the sixth time this year out of fear that a fast-paced economy points to a re-emergence of rising wages and prices. But amid this outbreak of inflation's symptoms in the nation's heartland is a curious phenomenon: so far, there is no disease.
+The main reason that inflation remains benign, business executives and analysts in the region said, is that greater domestic and overseas competition helps keep prices in check. Moreover, now that American industry is again in fighting trim, both business and labor seem to recognize that the United States has a much better chance of seizing a larger share of expanding foreign markets if prices remain attractive.
+""Business is hot and heavy right now,"" said David Carlson, sales vice president for the Adron Tool Corporation, an advanced tool and die shop here. ""But it's truly a world market and we're under the gun constantly to improve productivity. Basically, we can't raise prices or we might not get the job.""
+If inflation is coming, this is the first place it should show up. But in contrast to the inflation rate during many previous periods of surging business, price increases remain quite tame. Consumer prices even fell in the North Central states in October, the only region where this occurred, according to the Government.
+""It's amazing that in the Midwest, where manufacturing activity is leading the nation, that inflation pressures are as well contained as they are,"" said Robert H. Schnorbus, senior economist at the Federal Reserve Bank of Chicago.
+Indeed, it is possible that price pressures are building under the surface so that they will eventually break loose of the Fed's monetary restraint. But it is more likely, to judge by recent interviews with business executives and other analysts in the Midwest, that intensified market forces and new attitudes are reinforcing Fed policy so strongly that inflation should remain restrained.
+Even after more than three and a half years of economic growth, ""one doesn't see any upward pressure at all on labor costs,"" said Norman Robertson, an economic consultant in Pittsburgh. ""The competitive pressures seem to be more intense now than in previous upswings.""
+The Midwest labor market is the tightest in the nation. A sharp rebound in the region's automotive and machine tool industries has driven the unemployment rate down to 5 percent, eight-tenths of a point below the nation as a whole. As recently as May 1993, the Midwest unemployment rate was 6.4 percent.
+If current levels of unemployment persist in the region, said Mark M. Zandi, an analyst at Regional Financial Associates in West Chester, Pa., ""we should begin to see some more pronounced wage pressure."" In contrast to the warmer South or to the Rocky Mountain West, with its wide open spaces and recreational features, the Midwest is not as likely to import many workers from other areas. ""You don't see the big migration flows into the Midwest,"" Mr. Zandi said.
+But that pressure toward higher prices has so far been held in check by forces working in the other direction.
+Jeffery T. Grade, chairman of Harnischfeger Industries, a large company here that produces cranes and other heavy industrial equipment, points to what he calls a new ""self-imposed discipline"" that is creating a partnership among producers, suppliers and customers.
+""If you take unfair advantage,"" Mr. Grade said, ""in the short run you'll be a hero but in the long run you'll wish you were not so stentorian. That, to me, is what's regulating inflation.""
+One important way that American companies are keeping costs under control is by using more temporary workers for blue-collar production. The pattern, which is long established in many clerical and technical jobs, is even spreading to managerial work.
+Workers supplied by Manpower Inc., the largest temporary-help company in the nation, generally cost companies just as much in the short term as full-time workers. But they help keep costs under control by giving management a high degree of flexibility, according to Mitchell S. Fromstein, president of Manpower, which is based in Milwaukee.
+""Strategically, companies face both a need to find people and the fear of adding costs because buyers aren't willing to pay increased prices,"" he said. ""That is a total change in everybody's psychology.""
+Conditions are similar elsewhere in the factory-heavy Midwest. Even in the auto industry, manufacturers and their suppliers are relying on large numbers of temporary workers in Indiana, Michigan and other states.
+""We're opening offices in places I'd never even heard of"" a year ago, said Warren Rosenow, Manpower's regional vice president in Chicago.
+Still, some signs of potential inflation are cropping up here that policy makers in Washington cannot risk ignoring. There was the man who turned up on a radio call-in show the other day complaining that his ""totally burned out"" brother-in-law has had only seven days off since July. Meanwhile, some manufacturers say they can no longer count on prompt delivery from suppliers. That points to production bottlenecks that lay the foundation for prices to be bid higher.
+The Milwaukee Metal Products Company, for instance, used to be able to obtain steel blanks in a week or so, said Betty Jane Parrott, the company's vice president, but now ""they're moving out to two or three weeks.""
+And in Wisconsin's Sheboygan County, where the unemployment rate is 3.6 percent, companies are contracting out work they no longer can get done locally. Many are even putting expansion plans on hold. Finding workers, especially for blue-collar jobs, ""is a huge problem right now,"" acknowledged Barbara N. Lillesand, executive director of the Sheboygan County Chamber of Commerce.
+The squeeze is finally forcing companies to start offering more money to attract new workers. ""We're bumping up against our capacity to be able to fill all the orders,"" said Kenneth Krueger, financial vice president of the Allen-Bradley Company, a Milwaukee-based unit of the Rockwell International Corporation that is a leading producer of automation controls. In early summer, it hired its first new workers since 1978 after exhausting an employee-recall list that once included thousands of names.
+But companies are also gaining flexibility by investing heavily in advanced, highly productive equipment that expands capacity and thereby tends to relieve inflation pressure. Indeed, much of this equipment is produced in the Midwest, a big reason the region's economy is so strong.
+It is possible, of course, that ""we're just sort of waiting for the dam to break,"" said Mr. Schnorbus, the Federal Reserve economist in Chicago. ""But I'm more inclined to believe that we're in a different pricing environment than has existed in the past.""
+Photograph A new spirit of industrial partnership is helping to curb inflation, said Jeffery T. Grade, chairman of Harnischfeger Industries, which makes cranes and other equipment. He stood inside a mining-shovel dipper. (Chris Corsmeier for The New York Times)(pg. D1)
+Graph ""Job Gains but Little Inflation"" shows the unemployment rate and the consumer price index for the U.S. and the Midwest for 1994. (Source: Labor Department)(pg. D4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Amid+Midwest+Roar%2C+Inflation+Sleeps&title=New+York+Times&issn=03624331&date=1994-11-22&volume=&issue=&spage=D.1&au=Jr.%2C%2C+ROBERT+D.+HERSHEY&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 22, 1994","""Business is hot and heavy right now,"" said David Carlson, sales vice president for the Adron Tool Corporation, an advanced tool and die shop here. ""But it's truly a world market and we're under the gun constantly to improve productivity. Basically, we can't raise prices or we might not get the job."" ""If you take unfair advantage,"" Mr. [Jeffery T. Grade] said, ""in the short run you'll be a hero but in the long run you'll wish you were not so stentorian. That, to me, is what's regulating inflation."" It is possible, of course, that ""we're just sort of waiting for the dam to break,"" said Mr. [Robert H. Schnorbus], the Federal Reserve economist in Chicago. ""But I'm more inclined to believe that we're in a different pricing environment than has existed in the past.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Nov 1994: D.1.",11/15/17,"New York, N.Y.",MIDWESTERN STATES (US),"Jr.,, ROBERT D. HERSHEY",New York Times Company,,Newspapers,429943999,"United States, New York, N.Y.",English,22-Nov-94,UNITED STATES ECONOMY; INTEREST RATES,New York Times,NEWSPAPER,,,,,,,
+"Technology; Back From the Brink, RCA Is Forging a Digital Future","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-back-brink-rca-is-forging-digital/docview/429908618/se-2?accountid=14586,"AuthorAffiliation Robert E. Calem writes about technology from New York.
+THE reincarnation cost almost $2 billion and took seven years, but RCA, under the wings of Thomson S.A., is once again alive and well and still living in Indiana.
+In fact, the company that invented color television in 1954 has this year pioneered a digital satellite television receiver that has become one of the best-selling new consumer electronics products ever.
+Now named Thomson Consumer Electronics Americas and including the General Electric brand name for audio, video and telecommunications products, RCA was sold by G. E. in 1987 for $800 million in cash and the medical electronics business of Thomson S.A., which at the time was valued at about $300 million. Since then, Thomson, which is owned by the French Government, has pumped about a billion dollars into the firm. As a result, Thomson Consumer Electronics ranks in the top three in market share in every consumer electronics category in which the company sells a product.
+The company, which sells its products throughout North and South America and is headquartered in Indianapolis, said it will have revenues of $5 billion this year, up from $2 billion in 1987. Although the parent company does not break out profit-and-loss data for Thomson Consumer Electronics, Joseph Clayton, the executive vice president in charge of sales and marketing, claims the company will be profitable this year for the first time since 1986. Last year, the company broke even on revenues of $3.5 billion.
+Some skeptics, such as James I. Magid, a consumer electronics industry analyst at Needham & Company in New York, still wonder about the extent of the company's profitability. ""In real terms, profit margins on TV's and VCR's have eroded from 15 percent in 1977 to negative five in the last 10 years, and they're just getting back to zero. Productivity has been squeezed and prices have eroded,"" Mr. Magid noted. ""So I'm not sure how profitable Thomson is today. But surviving is a great accomplishment.""
+But no one denies that Thomson Consumer Electronics is well positioned. ""This year is a lot better than any of the last five years,"" Mr. Magid conceded, adding, ""I think they're on an upward trajectory.""
+Mr. Magid predicted that Thomson's DSS digital satellite system, which allows users to receive televison channels through an 18-inch satellite dish, will sell well in rural America. He said demand for color televisions is still growing because prices, in real terms, are declining. ""Barring a big recession, next year should be profitable.""
+Thomson's bankers are also upbeat about the recent performance of Thomson's American arm. ""I recently attended a meeting of their bankers, and I'm very impressed with the quality of their management team,"" said Peter H. Koesler, a vice president at Citibank Global Finance in Chicago.
+Before its purchase by General Electric, RCA had pulled back from the consumer electronics market after the failure of its video disk player. Under General Electric, RCA stayed profitable only by cutting costs. ""We reduced headcount by 25 percent between 1986 and 1987, advertising expenditures fell to half what they had been before General Electric bought us in the fourth quarter of 1986, and we closed plants"" instead of investing in new ones, Mr. Clayton recalled. ""From General Electric's standpoint, they didn't pay for RCA for the consumer electronics business. They bought RCA for NBC and to get our defense electronics business.""
+In fact, at the time of the sale to Thomson S.A., John F. Welch, the chairman of G.E., called consumer electronics a ""semi-stepchild in this company.""
+BY contrast, Thomson S.A. saw RCA as an entry ticket to the American consumer electronics market, where it had no presence, and a chance to compete here with Sony, Matsushita, Hitachi and North American Philips, which sells products under the Magnavox label.
+Under Thomson S.A., the renaissance of Thomson Consumer Electronics began almost immediately, with an investment of $500 million to rebuild RCA's infrastructure, including a new color TV assembly plant in Juarez, Mexico. Nearly $100 million went to upgrade a new factory in Marion, Ind., for the production of regular large-screen picture tubes, and another $80 million expanded a factory in Circleville, Ohio, that makes glass for picture tubes.
+About $50 million went toward significantly increasing the automation at the company's Bloomington, Ind., color television assembly plant, where RCA manufactured the world's first color television. Today, the company says the plant is the largest factory of its kind in the world, producing more than 3 million televisions a year.
+In 1992 Thomson Consumer Electronics boosted its ad spending to $17.2 million, up from $13 million in 1987, and, with beefed up production capacity, increased and repositioned its television products. The company unveiled Proscan, a high-end color television that would pit RCA against Sony, Mitsubishi and JVC. The RCA brand was refocused to compete with televisions from Magnavox, Zenith, Panasonic and Toshiba, while the G.E. models would vie with lower-priced Korean and Japanese models from Goldstar, Samsung, Sanyo and Sharp.
+LAST year, Thomson began ""investing in growth"" by boosting research and development of digital technologies, said James E. Meyer, senior vice president of product management. ""Video and communications -- telephones, answering machines, camcorders, VCR's and TV's -- will all eventually go digital,"" he said. DSS, which cost $150 million to develop, is RCA's first entry into the digital video business. Mr. Meyer said it gives Thomson ""the core digital compression technology"" to develop products.
+Digital compression reduces the amount of data needed to send video or audio signals from one place to another. A DSS encoder at the broadcast source compresses the video before it is sent to the viewer's home, where a TV set-top decoder decompresses the signal.
+Although DSS was developed in a joint effort with GM Hughes Electronics' DirecTV unit, Thomson retained ownership of the compression and decompression technologies it uses. Any other company that markets DSS will then have to pay Thomson royalties. Sony will be the first, probably next summer. DirecTV agreed to let Thomson have exclusive rights to market DSS for 18 months or until the first million units were sold. Thomson expects to hit the million mark next year.
+Last month alone, Mr. Clayton said, the company sold more than 100,000 of the new satellite systems. Over 200,000 DSS systems have been sold since its June introduction.
+Eventually, Mr. Clayton said, the company will launch G.E. and Proscan versions of DSS and expand the RCA line into what is now G.E. territory: more powerful cordless phones and digital answering machines. He also plans to increase the presence of Thomson Consumer Electronics in Latin America.
+Clearly, the company will face some hurdles as it grows. For example, Mr. Clayton said, ""Sony moving into DSS is a double-edged sword. They can be a major threat"" because of their marketing prowess. But they can also lend the product a great deal of credibility and boost everyone's sales. Moreover, he said, ""I also wouldn't count cable TV out."" He said that if cable operators ever unite, they could compete with DSS.
+Describing RCA's long struggle back from the brink of extinction, Mr. Clayton seems glad to be able to predict any future for his company. ""Without Thomson,"" he said, ""I'm convinced our business would have died.""
+Photograph Joseph Clayton, a Thomson executive, wipes an RCA television in a San Francisco store. (Jim Wilson/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Back+From+the+Brink%2C+RCA+Is+Forging+a+Digital+Future&title=New+York+Times&issn=03624331&date=1994-10-23&volume=&issue=&spage=A.10&au=CALEM%3B%2C+ROBERT+E.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 23, 1994","Some skeptics, such as James I. Magid, a consumer electronics industry analyst at Needham & Company in New York, still wonder about the extent of the company's profitability. ""In real terms, profit margins on TV's and VCR's have eroded from 15 percent in 1977 to negative five in the last 10 years, and they're just getting back to zero. Productivity has been squeezed and prices have eroded,"" Mr. Magid noted. ""So I'm not sure how profitable Thomson is today. But surviving is a great accomplishment."" Before its purchase by General Electric, RCA had pulled back from the consumer electronics market after the failure of its video disk player. Under General Electric, RCA stayed profitable only by cutting costs. ""We reduced headcount by 25 percent between 1986 and 1987, advertising expenditures fell to half what they had been before General Electric bought us in the fourth quarter of 1986, and we closed plants"" instead of investing in new ones, Mr. [Joseph Clayton] recalled. ""From General Electric's standpoint, they didn't pay for RCA for the consumer electronics business. They bought RCA for NBC and to get our defense electronics business."" LAST year, Thomson began ""investing in growth"" by boosting research and development of digital technologies, said James E. Meyer, senior vice president of product management. ""Video and communications -- telephones, answering machines, camcorders, VCR's and TV's -- will all eventually go digital,"" he said. DSS, which cost $150 million to develop, is RCA's first entry into the digital video business. Mr. Meyer said it gives Thomson ""the core digital compression technology"" to develop products.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Oct 1994: A.10.",11/15/17,"New York, N.Y.",,"CALEM; , ROBERT E.",New York Times Company,,Newspapers,429908618,"United States, New York, N.Y.",English,23-Oct-94,ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+Teachers Learn to Teach Science,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/teachers-learn-teach-science/docview/429819118/se-2?accountid=14586,"GLUING Ping-Pong balls together, may not be everyone's idea of how to spend a summer afternoon, but Barbara Dellon thought it was superb.
+Ms. Dellon, who teaches the fourth grade at the Thomas Jefferson Elementary School in Yorktown Heights, is one of six elementary school teachers taking a three-week ""hands-onworkshop"" at Philips Laboratories in Briarcliff Manor, the research division of Philips Electronics North America, whose corporate headquarters are in Manhattan.
+The program, whose aim is to help teachers gain added confidence and competence in presenting science concepts at the elementary school level, is conducted under the supervision of Philips research scientists.
+As for the Ping-Pong balls, Ms. Dellon said they were used for demonstration purposes in the study of crystals. ""We were learning how to present the concept of crystals in the classroom,"" she said. ""We were gluing the Ping-Pong balls together to build a structure that showed that crystals have a predictable pattern."" The visibility of the structure, she added, makes it easier for children to process the information. Not Enough Scientists
+The science-education workshops, begun five years ago as part of the Philips Science Education Initiative are an attempt to stimulate interest in science among American children, said Dr. J. Peter Bingham, president of Philips Laboratories, in Briarcliff.
+""It's a well-known fact that most students rank math and science as their least favorite subjects,"" Dr. Bingham said. ""And the result is that our country isn't producing enough scientists. There aren't enough students who are interested in careers in science or engineering, instead they favor business and law. As scientists, we felt it was our responsibility to help remedy the situation any way we were able.""
+And one of the ways, is to get teachers so excited about science that they communicate their enthusiasm to their students, said Dr. Michael D. Pashley, the director of the program.
+""What we are doing is showing them how to make science education fun for elementary school children,"" Dr. Pashley said. ""During their three-week stay at the lab, they develop lesson plans that are unique and stimulating to take back to the classroom.""
+William B. Sherwood, director of administration at Philips Laboratories said subjects included such things as properties and measurements, electricity and circuits, atoms and crystals and simple machines, which are taught by research scientists at Philips who have volunteered for the assignment.
+""We have 200 of the world's foremost scientists working here -- we're a veritable United Nations,"" Mr. Sherwood said. ""Scientists come to us from all over the world and 20 of them who are adept at describing a state-of-the-art technology in layman's terms are working with the teachers. This is an extracurricular activity for them. They do it in addition to their other duties, but they all report that they enjoy the assignment.""
+Computer instruction is also part of the program. This year Mr. Sherwood said for the first time the teachers are being introduced to Internet, a worldwide computer network that provides information and services to an estimated 25 million people. They also are given tours of the laboratory, where they can watch Philips scientists at work in their fields -- including projection and high-definition television, the making of prototype computer chips and lasers and the operation of electron microscopes.
+Bruce S. Rennie, a high school teacher in charge of the elementary school teachers, teaches science to ninth and tenth graders at Briarcliff High School. Mr. Rennie, who has been associated with the program since its beginning, acts as the connection between the scientists and the classroom. Hands-On Activities
+""The basic goal is to develop lesson plans for the teachers to take back to their classrooms,"" Mr. Rennie said. ""On a typical day, for instance the elementary school teachers will get information from the scientists in the morning, and in the afternoon we'll figure out together the most effective ways to use the information that they've been given to teach 24 kids, or a group of 6 kids or one child. What we try to do is to tie in the lesson plans to everyday experience. That method has proven to be the most effective way to teach young children.""
+Although American students are well prepared in science, Mr. Rennie said, they are not prepared to go into it as a vocation. ""What we'd like to do, what we're trying to do is to get them enthusiastic early and then expose them to science in the marketplace to show them what a career in science can lead to today,"" he said.
+Robert E. Lent, a fourth-grade teacher at the Church Street Elementary School in White Plains said he was impressed with the way the lesson materials have evolved for classroom use.
+""The course is great,"" Mr. Lent said. ""And working with scientists who are down-to-earth people is a real pleasure. They even let us play with the computers. But what I find most useful, is the hands-on activities for the classroom that have been developed here. What's more they don't require any extensive or elaborate equipment.""
+In the demonstration of the movement of electrons, for instance, Mr. Lent said: ""The only things that are needed are a potato, metal nails and a hand-held meter used to measure electric current. It's a simple experiment for the kids to do. They stick the metal nails into the potato, hook up the meter and see the electrons jump."" Monitoring the reaction of the children to demonstrations in the lab is being done for the first time this year, Dr. Pashley said. ""During two days of the program we're bringing in a small group of elementary students into the lab so that teachers can try out some of their lessons on a prototype audience,"" he said. ""Our concern is that the information and materials we dispense here are received well in the classrooms. Furthermore, we encourage the teachers to share their plans and materials with other teachers in their schools."" A Work Force of 300
+Philips not only provides materials to the teachers but also pays them a stipend for taking the course. The cost to the company, Dr. Pashley estimated, is $20,000 to $25,000, not figuring in the staff participation.
+Philips Laboratories recently marked its 30 years in Briarcliff Manor. ""However we first opened our laboratory in Mount Vernon, with a handful of people in 1946,"" Dr. Bingham said. ""We now have a work force of 300 at the labs, which include scientists and inventors from all over the world who are capable of conducting independent innovative research and exploratory development in a wide range of fields.""
+The research division Dr. Bingham noted, contributed the technology used in the invention of the audio cassette, the laser disk, the compact disk, the digital compact cassette and hundreds of other consumer electronic products, including digital television systems, medical imaging, lighting electronics and energy-consumption reduction and manufacturing automation systems.
+The company, he said, has recovered from a 10 percent across-the-board cutback imposed in 1990 and is now exploring opportunities for growth through developing new businesses with new products. ""And in turn, we expect we will be creating many new jobs,"" Dr. Bingham said.
+The parent of Philips Electronics North America is Philips Electronics N.V. of the Netherlands, one of the largest electronics concerns in the world.
+Photograph Jennifer Glueck, one of six elementary school teachers taking a science workshop at Philips Laboratories, works on a project with Thomas Marshall, member of the research staff. Nails and a meter measuring electric current show that a potato generates about 0.5 volt. (Photographs by Susan Harris for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Teachers+Learn+to+Teach+Science&title=New+York+Times&issn=03624331&date=1994-07-24&volume=&issue=&spage=A.10&au=Singer%2C+Penny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 24, 1994","""It's a well-known fact that most students rank math and science as their least favorite subjects,"" Dr. [J. Peter Bingham] said. ""And the result is that our country isn't producing enough scientists. There aren't enough students who are interested in careers in science or engineering, instead they favor business and law. As scientists, we felt it was our responsibility to help remedy the situation any way we were able."" ""We have 200 of the world's foremost scientists working here -- we're a veritable United Nations,"" Mr. [William B. Sherwood] said. ""Scientists come to us from all over the world and 20 of them who are adept at describing a state-of-the-art technology in layman's terms are working with the teachers. This is an extracurricular activity for them. They do it in addition to their other duties, but they all report that they enjoy the assignment."" In the demonstration of the movement of electrons, for instance, Mr. [Robert E. Lent] said: ""The only things that are needed are a potato, metal nails and a hand-held meter used to measure electric current. It's a simple experiment for the kids to do. They stick the metal nails into the potato, hook up the meter and see the electrons jump."" Monitoring the reaction of the children to demonstrations in the lab is being done for the first time this year, Dr. [Michael D. Pashley] said. ""During two days of the program we're bringing in a small group of elementary students into the lab so that teachers can try out some of their lessons on a prototype audience,"" he said. ""Our concern is that the information and materials we dispense here are received well in the classrooms. Furthermore, we encourage the teachers to share their plans and materials with other teachers in their schools."" A Work Force of 300","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 July 1994: A.10.",11/15/17,"New York, N.Y.",BRIARCLIFF MANOR (NY),"Singer, Penny",New York Times Company,,Newspapers,429819118,"United States, New York, N.Y.",English,24-Jul-94,SCIENCE AND TECHNOLOGY; CHILDREN AND YOUTH; TEACHERS AND SCHOOL EMPLOYEES; EDUCATION AND SCHOOLS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; The Canadian Triangle Where High Tech Reigns,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-canadian-triangle-where-high/docview/429709695/se-2?accountid=14586,"Special to The New York Times
+Thirteen years after starting a company here in Canada's high-tech hub, a Waterloo University professor, J. Wesley Graham, and his 50 backers are some $100 million richer.
+As head of the university's Computer Systems Group, Professor Graham founded the Watcom International Corporation to produce software he developed that makes it easier to learn computer programming. The software has been used by more than one million students worldwide.
+Watcom, which offers a variety of specialized programming tools, was bought by the Powersoft Corporation of Burlington, Mass., early this year. The deal gives the professor and each of his backers, many of them former students who now work for Watcom, bundles of Powersoft shares worth about $2 million (United States). Haven for Entrepreneurs
+Watcom is one of hundreds of fledgling companies that have emerged from Canada's main industrial incubation area, a pocket of college towns in Ontario that has become known as the Canadian Technology Triangle.
+Three highways connecting Waterloo-Kitchener, Guelph and Cambridge form the rough triangle, which is an hour's drive west of Toronto.
+In Waterloo, there is Waterloo University, which has 21,000 students and is strong in engineering and mathematics; Wilfred Laurier University, which has 6,000 students and a graduate business administration program ranked fifth in Canada by one Canadian business magazine survey, and Conestoga College, whose 9,500 students learn a variety of technical and management skills. Only 20 minutes away is the University of Guelph, which is regarded as a heavyweight in biological and agricultural sciences, with 12,000 students.
+Immigrants from Germany and Central Europe settled the area in the 19th century. About half a million people live there today.
+Canada is still largely a natural resource producer, and the long global recession curbed demand for its lumber, metals, and other commodities, contributing heavily to today's double-digit nationwide unemployment rate. But within the 100 square miles of the triangle, where knowledge is the only natural resource, unemployment is 7 percent, lowest in the nation.
+The triangle did not go unscathed during the long recession. Shutdowns of the Labatt brewery, the Uniroyal Goodrich tire factory, the Seagram's distillery, metal-stamping plants and other heavy-duty manufacturing operations added up to a loss of 6,000 manufacturing jobs.
+Yet the region generated 11,000 new jobs, said D. G. McKenzie, director of economic development for the city of Waterloo. Mr. McKenzie was one of those hit by economic change. He had been president of the local subsidiary of the Buffalo Forge Company, a position that he said, smiling at the euphemism, was ""restructured.""
+Now at least 350 high-tech companies give the region its economic lift. Many are start-ups like Watcom, hatched from talk over beers at the pub or around the soft-drink and juice machines in university research labs. Optimistic Outlook
+J. Alex Murray, dean of the school of business and economics at Wilfred Laurier, has been smiling over the region's prospects. His annual survey of regional business conditions found that 52 percent of companies that responded said they were financially better off than a year ago, and 66 percent expected their financial picture to improve in 1994.
+As with Route 128 in Boston or the Research Triangle area of North Carolina, here the lines between industry and academia are often blurred.
+Professor Graham of Watcom never gave up his teaching job. Now that his company has been sold, he is resigning as chairman to teach full time. ""Nobody told me to,"" the 62-year-old academic said, ""but I've arrived at a stage where I just felt it's better to let the younger people carry on.""
+Other entrepreneurs have retained their academic ties. Prof. Savvas G. Chamberlain started Dalsa Inc. 10 years ago to make high-performance image sensors for document scanning and other uses. He still runs the company today while teaching microelectronics at Waterloo's electrical and computer engineering department.
+""Before 1984,"" said the 53-year-old professor, who was born in Cyprus, ""I didn't know the difference between a balance sheet and an income statement, but I learned quickly.""
+Professor Chamberlain originally offered his technology to I.B.M. and then to Northern Telecom. Both companies turned it down because they did not regard the potential market as big enough. Now Dalsa, an acronym of his and a friend's names, employs 70 people and has revenue of more than $10 million a year.
+The smudging of boundaries between office and classroom is enhanced by co-op programs, in which students spend alternate semesters working for local companies, usually in positions closely related to their field of study.
+The programs extend the academic year to 12 months but are popular because the students earn wages, gain work experience and have job prospects upon graduation. The companies gain low-cost consultants and a skilled work force.
+The American software giant the Microsoft Corporation has a close relationship with Waterloo University. Dr. Arthur J. Carty, dean of research at the university, said Microsoft snapped up more graduates from his institution than from any other university.
+A team from Waterloo won the 18th International Collegiate Programming Contest in Phoenix in March, sponsored by the Association for Computer Machinery. Harvard was first last year.
+Waterloo collects $2 million a year in royalties from technology born in its labs, Dean Carty said. The 106 companies it has spun off employ more than 2,130 people. Nurturing Enterprises
+Each of the four institutions in the triangle has spawned entrepreneurs.
+Dan Einwechter worked his way through Wilfred Laurier in the 1970's driving trucks. Now 39, he operates one of the biggest trucking companies in Canada, Challenger Motor Freight Inc. in Cambridge, which employs 700 people in North America.
+Challenger is high-tech trucking. Football-sized satellite dishes are mounted on the top of the truck cabs. The system lets the head office know exactly where the trucks are and how long it takes them to reach their destinations. The drivers send and receive messages on laptop computer keyboards.
+Another company, Langford Laboratories in Guelph, was born in the veterinary school of the University of Guelph. It developed a vaccine for bovine respiratory disease and is now the animal research arm of Cynamid Canada Inc.
+Zepf Technologies Inc., another private company in Waterloo, is prospering as a designer, manufacturer and installer of automation equipment for packaging lines. It is run by a machinist, Larry Zepf, who is a graduate and benefactor of Conestoga College. Fostering Innovation
+Innovation is the key to all the enterprises, said Gordon F. Cummer, who manages the Canadian Industrial Innovation Center. His center, formed in 1976 by Waterloo University, is now independent and assesses hundreds of inventions a year for their commercial potential.
+""We're a very innovative people,"" Mr. Cummer said, alluding to Alexander Graham Bell's telephone, Gideon Soundback's zipper and other inventions by Canadians, like basketball, five-pin bowling, table hockey, the Laser sailboat and Trivial Pursuit.
+""When you have a relatively small country with a large geography,"" Mr. Cummer said, ""it means you're constantly solving problems, whether you're a farmer trying to get grain harvested or a shipper trying to get something to market.""
+Photograph Prof. Savvas G. Chamberlain, who started Dalsa Inc. 10 years ago to make high-performance image sensors for document scanning, still runs the company while teaching microelectronics at Waterloo University's electrical and computer engineering department. (pg. D1); Dan Einwechter, who started out as a driver, now operates one of Canada's biggest trucking companies, based in the nation's Technology Triangle. He works on a laptop computer like those his drivers use. (pg. D5) (Elisavietta Ritchie for The New York Times) Map of Canada showing location of Canadian Technology Triangle. (pg.D5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+The+Canadian+Triangle+Where+High+Tech+Reigns&title=New+York+Times&issn=03624331&date=1994-04-13&volume=&issue=&spage=D.1&au=Farnsworth%2C+Clyde+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 13, 1994","Professor Graham of Watcom never gave up his teaching job. Now that his company has been sold, he is resigning as chairman to teach full time. ""Nobody told me to,"" the 62-year-old academic said, ""but I've arrived at a stage where I just felt it's better to let the younger people carry on."" ""We're a very innovative people,"" Mr. [Gordon F. Cummer] said, alluding to Alexander Graham Bell's telephone, Gideon Soundback's zipper and other inventions by Canadians, like basketball, five-pin bowling, table hockey, the Laser sailboat and Trivial Pursuit. Prof. [Savvas G. Chamberlain], who started Dalsa Inc. 10 years ago to make high-performance image sensors for document scanning, still runs the company while teaching microelectronics at Waterloo University's electrical and computer engineering department. (pg. D1); [Dan Einwechter], who started out as a driver, now operates one of Canada's biggest trucking companies, based in the nation's Technology Triangle. He works on a laptop computer like those his drivers use. (pg. D5) (Elisavietta Ritchie for The New York Times) Map of Canada showing location of Canadian Technology Triangle. (pg.D5)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Apr 1994: D.1.",11/15/17,"New York, N.Y.",WATERLOO (ONTARIO) ONTARIO (CANADA) GUELPH (ONTARIO) CAMBRIDGE (ONTARIO) CANADIAN TECHNOLOGY TRIANGLE,"Farnsworth, Clyde H",New York Times Company,,Newspapers,429709695,"United States, New York, N.Y.",English,13-Apr-94,SCIENCE AND TECHNOLOGY; SMALL BUSINESS; Entrepreneurs; GEOGRAPHIC PROFILES,New York Times,NEWSPAPER,,,,,,,
+Clinton Seeks to Narrow a Growing Wage Gap,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezprox y.lib.umn.edu/login?url=https://www.proquest.com/newspapers/clinton-seeks-narrow-growing-wage-gap/docview/429405200/se-2?accountid=14586,"Special to The New York Times
+Seeking to please liberals as well as blue-collar Reagan Democrats, the Clinton Administration is cobbling together a multibillion-dollar strategy that aims to narrow the growing wage gap between Americans who have gone to college and those who have not.
+Administration officials admit that their efforts, hamstrung by tight budgets, will make only a modest dent in the wage gap, which has grown steadily as the American economy has shifted away from its low-skilled manufacturing base toward areas requiring higher skills. But these officials say it is important that the White House is making a broad effort to reverse a trend that has fueled anxiety among tens of millions of blue-collar Americans.
+This strategy includes a larger job- retraining plan for laid-off workers, a new apprenticeship program to provide special skills for young people not bound for college and a loan program to enable more low-income youths to afford college. Money to Come From Trims
+Administration officials plan to increase spending on education and training by about $25 billion over five years, starting with about $2.5 billion this year. They say they expect to pay for it by trimming in less vital areas.
+In the Administration's view, this strategy, which focuses on lifting the skills of the non-college-educated, is desirable not only because it is good politics, but also because it will reduce income inequality and help make the nation's work force -- and its economy -- more competitive with those in Japan and Europe.
+But many economists say the effort will be able to offset in only a minuscule way the effect of powerful global economic forces. New technological developments, like robots and automated teller machines, are cutting demand for assembly-line workers, bank tellers and other unskilled workers, helping hold down their wages.
+At the same time, the growing demand for highly educated workers, like management consultants and software designers, is pushing up wages for college graduates.
+As a result, workers with college degrees, who in 1979 earned 38 percent more an hour than high school graduates, now earn 57 percent more, according to the Economic Policy Institute, a Washington-based research group. Viewed in another way, the average hourly wage for high school graduates fell 12 percent from 1979 to 1991, after factoring in inflation, remained flat for workers with college degrees and rose by 8 percent for Americans with at least two years of graduate school.
+""A very, very large gap between the well-educated and everybody else,"" said Labor Secretary Robert B. Reich in an interview, ""makes for an unstable society.""
+The average American wage has stagnated in the last two decades because of the slowdown in productivity growth, with wages for those without college degrees squeezed especially hard by automation and the globalization of the world economy.
+""Global integration,"" Mr. Reich said, means the relatively unskilled are ""competing with millions of people willing to work at a fraction"" of their wage. A Gnawing Anxiety
+Clinton aides say American voters feel a gnawing economic anxiety not only because of a pervasive fear of layoffs but also because wages are on a downward escalator for a broad swath of workers.
+Mr. Reich, the principal architect of the Clinton strategy, plans to announce in January a much larger retraining program, aimed especially at workers in declining industries and hard-pressed regions. He has also pushed for more Job Corps money to train urban high school dropouts and for a new plan to set up apprenticeships for the non-college-bound -- people who often flounder before finding their first jobs.
+President Clinton's college loan program aims to enable more youths from moderate-income families to afford college, and the new national service program shares that goal. The Administration's much-advertised Goals 2000 program, which seeks to improve elementary and secondary education, also hopes to better prepare all Americans -- college-bound and non-college bound -- for the 21st-century work force. Vying With Market Forces
+Alan Blinder, a member of the President's Council of Economic Advisers, said: ""Realistically, the underlying forces of the market are vastly stronger than anything the Government can do. Some people say the Government shouldn't try to do anything. But Government action can make a difference, if done well.""
+Even some sympathetic economists wonder whether there is more oratory than substance behind this strategy, not so much because Mr. Clinton's heart is not in it as because his deficit-reduction efforts have left him limited money to fight the battle.
+""I wonder whether they'll end up addressing it mainly with language rather than with resources,"" said Gary Burtless, a labor expert at the Brookings Institution. ""It doesn't seem to me they have in mind spending a lot of money.""
+Lawrence Mishel, research director at the Economic Policy Institute, said: ""It's clear that this Administration is much more attentive than the past few administrations to the needs of workers and providing the ladder to upward mobility. All the policies are aimed in the right direction, but the question is whether they will be large enough to make a difference.""
+Some economists say that to narrow the wage gap substantially would require hundreds of billions in spending on education and training.
+""Given political realities and budget constraints, we're doing the best we can,"" Mr. Reich said.
+Clinton aides defend the more aggressive Federal role, saying that public schools and the private sector have not done enough to upgrade the skills of the non-college-bound.
+The strategy aims to remedy several problems that Mr. Clinton's advisers and their friends in the labor movement have long worried about. Studies have found that America's non-college-educated workers have fewer skills than their counterparts in Germany, Japan and other industrial countries, although America's college-educated compare favorably.
+The wage gap strategy involves more than training and education. Mr. Reich plans to push to raise the $4.25-an-hour minimum wage after Congress considers the President's health plan. Another effort to narrow the gap is the earned-income tax credit, which provides tax cuts or refunds for about 15 million low-income American households.
+Even some conservative economists express broad sympathy with the Administration's efforts. A 'Good Place to Begin'
+""Dealing with the education and training system is a good place to begin to deal with this problem,"" said John Taylor, a Stanford economist who was an economic adviser to President George Bush. But he said too much emphasis was being put on spending more and not enough on improving education through better management and offering families more choice in selecting schools.
+Several Clinton aides seek to score political points by arguing that this strategy seeks to reverse the income inequality that widened in the Reagan-Bush years. But Republican economists note that as a result of potent economic forces, this gap also grew even in left-leaning European countries like France.
+Some Administration officials worry that the strategy may backfire politically if it is viewed as favoring the non-college-educated over the college-educated. To dispel this perception, one official described the plan as an effort to improve the skills of all Americans, college-educated or not.
+Graph ""A Lesson in Wages"" shows the changes in wages from 1979-1991 of men and women with various phases of education, and 1991 average hourly wages. (Source: Economic Policy Institute analysis by Lawrence Mishei and Jared bernstein of data from the Bureau of Labor Statistics.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Clinton+Seeks+to+Narrow+a+Growing+Wage+Gap&title=New+York+Times&issn=03624331&date=1993-12-13&volume=&issue=&spage=D.1&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 1993","""A very, very large gap between the well-educated and everybody else,"" said Labor Secretary Robert B. Reich in an interview, ""makes for an unstable society."" ""Global integration,"" Mr. Reich said, means the relatively unskilled are ""competing with millions of people willing to work at a fraction"" of their wage. A Gnawing Anxiety ""I wonder whether they'll end up addressing it mainly with language rather than with resources,"" said Gary Burtless, a labor expert at the Brookings Institution. ""It doesn't seem to me they have in mind spending a lot of money.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 1993: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Greenhouse, Steven",New York Times Company,,Newspapers,429405200,"United States, New York, N.Y.",English,13-Dec-93,LABOR; LAYOFFS (LABOR),New York Times,NEWSPAPER,,,,,,,
+THE NATION; The Hopeful Future That Never Arrives,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nation-hopeful-future-that-never-arrives/docview/429335756/se-2?accountid=14586,"OVER the last several months, economic forecasters have arrived en masse at a somber conclusion: the American economy, with its daily reminders of hard times, won't show a noticeable improvement until next summer, at the very earliest, and perhaps much later.
+Only last January, the economy seemed to be shaking off its funk. ""It seemed to many of us to have a nice rosy glow of health about it,"" said Lyle Gramley, chief economist at the Mortgage Bankers Association. ""And all of a sudden that nice rosy glow was gone, and I don't know why.""
+But as the forecasters are scaling back their optimism, they leave two issues unsettled.
+One is this: Is it so bad for the economy to grow slowly? After all, slow growth avoids inflation. And even slow growth can gradually create jobs. Eventually, enough jobs might appear to make Americans feel comfortable again. But not before 1995 or 1996.
+Marvin Kosters, director of economic policy studies at the American Enterprise Institute, states the second issue. ""The real question,"" he says, ""is not whether the present situation is good or bad; the real question is, if we are unhappy with our situation, what price are we willing to pay to make it better?""
+More to the point, if Americans don't like the current economic growth rate, which is less than 3 percent a year, what can they do about it? Apparently very little. One solution would be to pour money into Government spending, mainly for public works and other tangible items that require hiring a lot of workers. But the Clinton budget for the fiscal year that just began, with its emphasis on deficit reduction, forecloses that avenue.
+With Government sidelined, consumers could strengthen the economy by borrowing and spending vigorously. But with raises and job security hard to come by, millions of Americans decline to take this road, although consumer spending has risen somewhat recently.
+Another avenue for stronger economic growth is selling to foreigners. Rising exports, in fact, were billed last winter as the tactic that would lift the economy. But the Japanese and the Western Europeans, big buyers of American merchandise, have been having their own hard times -- and because of this, American exports have fallen, not risen.
+Low interest rates -- the lowest in years -- have encouraged people to buy cars and appliances on credit and to build or buy homes. But as Mr. Gramley notes, the rise in home construction, of key importance for economic growth, has not been enough. ""If you had asked last winter what would happen if rates dropped as much as they have, I would have predicted a boom in housing; that has not happened,"" Mr. Gramley said. ""The only explanation that I can give you is that people are very worried about the future.""
+Just one of the nation's economic pillars, business spending for machinery and equipment, particularly computers, has been strong. But much of this spending results in automation that eliminates jobs.
+The forecasters, in sum, see no wind on the horizon that will blow away the hard times. Or, as Robert D. Reischauer, director of the Congressional Budget Office, puts it, with exasperation: ""We live in this world in which the current quarter never seems to pan out as well as people thought it would, and then they say the upturn will be in the next quarter. And it is like waiting for Godot.""
+That is evident in the forecasts. The Blue Chip Economic Indicators, a monthly newsletter that polls 51 forecasters for each issue, shows them scaling back their forecasts a little each month since April. Then they said the gross domestic product would grow this year at an annual rate of 3.3 percent and next year at 3.1 percent. That means that the value of all the new goods and services produced in a particular year would rise by these percentages. Private Pessimism
+Now the Blue Chip forecasters have reduced their estimates to 2.6 percent this year and 2.7 percent next year. Mr. Reischauer's office has taken a similar action, and so has President Clinton's Council of Economic Advisers. Neither, however, is quite as pessimistic as the private forecasters, although everyone seems to agree that the economy is somewhat stronger than it was in the dismal first half of the year.
+Still, only Mr. Clinton's economists expect the economy to manage a 3 percent growth rate in 1994. More than the others, the Administration is counting on the low interest rates to get people borrowing and spending, although Alan Blinder, a member of the Clinton Council, acknowledges that nervous Americans are not responding to low rates as they have in the past.
+""It is one thing to say that the unemployment rate is only 6.7 percent and another to say how many Americans are suffering from job insecurity,"" Mr. Blinder said. ""We have no measure of that.""
+A 3 percent annual growth rate is a sound barrier of sorts, most economists agree. The thinking goes this way. The economy has to grow at least by enough to create jobs for the people entering the work force, most of them young. Then additional growth is needed to create jobs and even new industries for all the people who are laid off at companies that manage to become just as productive with, say, 5 employees instead of 10.
+The minimum annual growth in the G.D.P. to accommodate these two groups is thought to be 2.2 percent, roughly the 1992 growth rate. But no one really knows. If there are too many layoffs, the economy might have to grow by 2.5 percent to create enough jobs for everyone who wants one. Whatever the exact number, the gray area between 2.5 percent and 3 percent, the new range for the scaled back forecasts, is considered just enough to create jobs slowly, too slowly for most Americans to notice.
+Only when the economy is growing at 3 percent or more for at least a year, an achievement last experienced in 1988, do labor shortages begin to develop, prompting employers to hold onto their workers, which improves their mood. ""Until we get over 3 percent,"" said Peter L. Bernstein, an economic consultant, ""there will be very little dent in the unemployment rate.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+NATION%3B+The+Hopeful+Future+That+Never+Arrives&title=New+York+Times&issn=03624331&date=1993-10-03&volume=&issue=&spage=A.4&au=UCHITELLE%2C+LOUIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 3, 1993","Only last January, the economy seemed to be shaking off its funk. ""It seemed to many of us to have a nice rosy glow of health about it,"" said Lyle Gramley, chief economist at the Mortgage Bankers Association. ""And all of a sudden that nice rosy glow was gone, and I don't know why."" Low interest rates -- the lowest in years -- have encouraged people to buy cars and appliances on credit and to build or buy homes. But as Mr. Gramley notes, the rise in home construction, of key importance for economic growth, has not been enough. ""If you had asked last winter what would happen if rates dropped as much as they have, I would have predicted a boom in housing; that has not happened,"" Mr. Gramley said. ""The only explanation that I can give you is that people are very worried about the future."" Only when the economy is growing at 3 percent or more for at least a year, an achievement last experienced in 1988, do labor shortages begin to develop, prompting employers to hold onto their workers, which improves their mood. ""Until we get over 3 percent,"" said Peter L. Bernstein, an economic consultant, ""there will be very little dent in the unemployment rate.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Oct 1993: A.4.",11/15/17,"New York, N.Y.",,"UCHITELLE, LOUIS",New York Times Company,,Newspapers,429335756,"United States, New York, N.Y.",English,3-Oct-93,UNITED STATES ECONOMY; FORECASTS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Managing the Technological Frontiers,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-managing-technological/docview/428879106/se-2?accountid=14586,"For a hog breeder in Minnesota, it's using new ultrasound equipment to measure exactly how lean a hog is in a few seconds with a minimum of hassle to man and beast. To a metal processor in Cleveland, it's figuring out how to wield laser light like a blacksmith's hammer to pound extra strength into steel. To a company that tracks the popularity of radio and television programs, it's a device that automatically records any broadcast someone is listening to or watching, no matter where they are, without their touching a button.
+No enterprise is without its technological frontiers. Command of those frontiers has long been recognized as a key to competitive success, but the globalization of national economies has stepped up pressures on business leaders and policy makers alike to manage the invention and use of new technology more effectively.
+""The sea level of competency has been rising in many industries,"" said Richard N. Foster, a partner at McKinsey & Company who has written and consulted on innovation tactics and policy.
+Spending by both business and government on research and development continued to grow through the recession, according to the annual surveys of the Battelle Memorial Research Institute in Columbus, Ohio.
+Outlays are projected to edge up again this year to $70 billion by government and $83 billion by industry. It will not be known for years, though, whether the spending increases are supporting more innovators or better results per innovator.
+The diversity of the technological frontiers is probably the biggest hurdle facing would-be technology managers and policy makers as they grapple with where to spend money and what tax policies and other rules should influence those decisions.
+""There are always going to be fundamentally new developments but the real basis of innovation these days is finding what already exists and combining it in new ways to address a particular problem,"" said Patrick Nunally, partner in Intellisys Automation Inc., a new-technology development company in Rancho Cucamonga, Calif., created by former employees of General Dynamics. Adopting Military Systems
+Mr. Nunally's company has been working with the Arbitron Company to adapt signal-processing technology used in military systems like missile guidance to audience sampling. Currently, audience sampling depends on devices attached to particular television sets and hand-written diaries.
+Arbitron plans to introduce a pocket-sized device next year that would automatically recognize any broadcast in the vicinity of the person wearing it from a slight alteration in the broadcast signal.
+The fundamental breakthrough underlying the Arbitron device is also behind developments as diverse as smart bombs and lights that go on when someone in the room claps. It is the mathematical work nearly two centuries ago of Jean Baptiste Fourier, whose equations made it possible to separate out the sound or light waves of different frequencies and amplitudes that make up complex sounds and visual images.
+Developments in microelectronics, sensors and high-performance materials continuously open up new applications of Fourier's work by allowing more precise signal analysis -- and adjustment -- at lower prices.
+In the case of the Arbitron device, Intellisys cuts out snippets of inaudible sound waves that are part of a broadcast sound. Around 99.99975 percent of the signal is unaffected, Mr. Nunally said, but the changes are detectable for the recording device.
+""The tricky part is making sure that the frequency you can't hear is still in the range that can get through the cheap speakers on the average TV or radio,"" he said.
+Sophisticated tinkering is also the basis for a metal-pounding laser being developed by Battelle for Wagner Laser Technologies, a Decatur, Ill., subsidiary of the Wagner Casting Co. of Cleveland. The device is based on a high-powered laser Battelle acquired in the late 1970's for government-financed research on fusion energy. During the early 1980's, Battelle figured out how to use the pulses to vaporize paint on the surface of a part and create a small explosion.
+By simply covering the surface with water, the explosive forces are channeled into the metal so that photons, as light particles are known, end up compressing the metal just as a blacksmith does when he pounds it.
+The concept was useless economically until Battelle shrank the laser, which filled two rooms, and shortened the charging time between pulses from eight minutes to about a second.
+New materials developed by fusion researchers at the Lawrence Livermore National Laboratory and electronic controls developed for other applications in recent years have resulted in the prototype of the table-top device that Wagner believes it can turn into a valuable business tool.
+""It's still too expensive to use on cheap parts for the auto industry like gears and brackets, but it will be useful for increasing the life of aircraft components,"" said John R. Koucky, the Wagner executive overseeing the development. Battelle is currently building the first commercial device.
+In Chokio, Minn., Bruce Zierke is using ultrasonic images to figure out which of the hogs on his breeding farm are good candidates to help the booming pork industry toward its goal of leaner products. The devices send a sound wave into the animal that is reflected differently by bone, muscle and fat, allowing a receiver to form an image of the animal's insides.
+The first device Mr. Zierke bought in 1988 cost $600 and could penetrate only far enough to give him a rough idea of how much back fat the hog had. Last summer, he spent $24,000 for new equipment and software that not only clearly details the back fat but also provides other useful data.
+The new device is similar to those used by obstetricians to examine developing babies inside the wombs. But it represents decades of independent work, said James Stouffer, a former Cornell University animal scientist who recently became president of Animal Ultrasound Services.
+""We went into a lot of blind alleys trying to overcome all the obstacles in an economic way,"" Dr. Stouffer said.
+While a human will lie still in an ideal setting for capturing a good image, he said, pigs squirm and live in barns where dust, humidity or temperature variations are tough on machinery. Innovation in Small Steps
+All three cases show how most innovation takes place in small steps that are built on years of work and, in most cases, by advances in other sectors driven by considerations over which the pioneers have no control. Experts point out that even if the pioneers could see a way to move farther faster, those they depend on for resources have a lot of incentives to be cautious.
+""When you run a factory, for example, you are interested in technologies for everything from assembly to telecommunications to shipping to sweeping the floor, but you are probably only an expert in 2 percent of the technologies on which you are dependent,"" said George H. Kuper, president of the Industrial Technology Institute in Ann Arbor, Mich. ""For the rest, you'll look for incremental opportunities that others bring to you and you won't buy any technological solution until you are confident that there is somebody to call at 3 A.M. if it doesn't work.""
+Photograph Grozio Blevins, an independent ultrasound technician in Appleton, Minn., conducting an ultrasound test on a pig at a client's farm. Ultrasonic images are used to figure out which hogs on breeding farms are good candidates to help the booming pork industry toward its goal of leaner products. (Real-Time Ultrasound Services) (pg. D1)
+Graph ""Gradual Growth in the Labs"" shows estimates of total spending on research and development (Sources: National Science Foundation; Battelle Institute) (pg. D2)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Managing+the+Technological+Frontiers&title=New+York+Times&issn=03624331&date=1993-01-13&volume=&issue=&spage=D.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 13, 1993","For a hog breeder in Minnesota, it's using new ultrasound equipment to measure exactly how lean a hog is in a few seconds with a minimum of hassle to man and beast. To a metal processor in Cleveland, it's figuring out how to wield laser light like a blacksmith's hammer to pound extra strength into steel. To a company that tracks the popularity of radio and television programs, it's a device that automatically records any broadcast someone is listening to or watching, no matter where they are, without their touching a button. Sophisticated tinkering is also the basis for a metal-pounding laser being developed by Battelle for Wagner Laser Technologies, a Decatur, Ill., subsidiary of the Wagner Casting Co. of Cleveland. The device is based on a high-powered laser Battelle acquired in the late 1970's for government-financed research on fusion energy. During the early 1980's, Battelle figured out how to use the pulses to vaporize paint on the surface of a part and create a small explosion. ""When you run a factory, for example, you are interested in technologies for everything from assembly to telecommunications to shipping to sweeping the floor, but you are probably only an expert in 2 percent of the technologies on which you are dependent,"" said George H. Kuper, president of the Industrial Technology Institute in Ann Arbor, Mich. ""For the rest, you'll look for incremental opportunities that others bring to you and you won't buy any technological solution until you are confident that there is somebody to call at 3 A.M. if it doesn't work.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Jan 1993: D.1.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,428879106,"United States, New York, N.Y.",English,13-Jan-93,SCIENCE AND TECHNOLOGY; RESEARCH; RECESSION AND DEPRESSION; UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+Out of the Kitchen and Into the Bakery:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/out-kitchen-into-bakery/docview/428797444/se-2?accountid=14586,"THE naysayers who claim career women don't bake cookies should meet Jo-ann Schoenfeld. What began as recreational baking for family and friends in her home kitchen has evolved into Plaza Sweets, a commercial bakery here that supplies delectable cakes and cookies to specialty shops, restaurants, country clubs, hotels and mail-order companies.
+""One of my most vivid memories is of my mother teaching me how to roll out cookie dough when I was 6 or 7,"" Mrs. Schoenfeld said during a recent interview at the bakery. ""She loved to cook and she was adventurous in the kitchen. I absorbed her enthusiasm for good food and entertaining.""
+Years later, Mrs. Schoenfeld, who was then a housewife and young mother living in Hastings-on-Hudson, had established such a local reputation for her bake sale contributions and her dinner parties that one day she got a call from someone who mistook her for a caterer. First Try: A Party for 75
+""I guess that's when my career in food began, purely by accident,"" she said. ""I explained to the woman that, no, I wasn't a caterer but she was persistent and she begged me to cater a 50th birthday party for 75 people. I thought, why not? And I decided to take a chance.""
+But everything about that party that could go wrong, Mrs. Schoenfeld recalled, did go wrong.
+""Even the electricity went off,"" she said. ""The stove was much too small. But somehow I managed and the food was a success, and I got several calls from the guests who were at the party to do catering for them,"" she said. ""That experience encouraged me to start other home-based businesses. I gave cooking lessons and food demonstrations, and eventually I began working with food editors and photographers as a food stylist and a food consultant, writing food articles and doing a cookbook as a premium for a cookie-press manufacturer."" Four Desserts at a Time
+But by 1981, with her two children in college, Mrs. Schoenfeld said, ""I had more blocks of time available so I decided to go into the food business seriously, full time. I started researching the commercial market and looked at various options.""
+She said she finally decided to produce desserts. ""The market research was fun,"" she said. ""Whenever we went out to dinner, which was often, my husband and I would order four desserts in order to sample them. And invariably we were struck by the poor quality of most of them, even at the finest restaurants. I thought, here was a niche I could fill. If I could make a top-quality dessert that tasted homemade, here was a market. I spent the next two years developing recipes and looking at equipment and getting prices.""
+But a home-based cottage industry starting small was not what she had in mind. ""I figured I'd take a big plunge,"" she said. ""I was thinking big. A commercial bakery that turned out handmade desserts was what I had envisioned. I knew it would require a large investment so I took a deep breath, and I used savings for the start-up costs. And to rent a place in White Plains. I also bought equipment and hired five workers.""
+In 1984, Plaza Sweets opened as a combined retail-wholesale bakery on Fulton Street in White Plains.
+""I knew if I was going to be successful I'd need more than creative baking skills,"" Mrs. Schoenfeld said, ""so I asked my husband, who's a business executive, to set up a financial plan and the books for us.""
+Mrs. Schoenfeld was her own sales staff. She began making rounds of country clubs and specialty food shops, inviting managers to sample Plaza Sweets' creations. ""The chocolate velvet boule, a dome-shaped cake shell filled with chocolate mousse and chocolate glaze, which is crowned with a rose and silver ribbon, was so well received that we made that our signature dessert,"" she recalled. ""The cognac pumpkin cheesecake and the Linzer torte made with butternut pastry and raspberry preserves were also favorites.""
+Neiman Marcus in White Plains was the bakery's first account. ""Other retail outlets followed, such as Village Market in Chappaqua, William Nichols in Katonah, Custom Cuisine in Tarrytown, and then country club accounts were opened by my friend Nina Dorset,"" Mrs. Schoenfeld said. ""Nina did me a favor when I landed in the hospital briefly, and she started selling part time for us. She's now our marketing manager.""
+Buoyed by the success of Plaza Sweets' first offerings, Mrs. Schoenfeld said she began developing new products. Three Contest Awards
+""We now have assorted cookies, sweet breads, pies, tarts, layer cakes, bundt cakes -- about 40 different items that are all made for the freezer. Our bakery items are sold all over the country through national distributors and mail-order companies,"" she added. ""This is our busiest season now, which lasts from Thanksgiving through the New Year.""
+Word-of-mouth endorsements plus three major awards in food competitions helped the business grow.
+""When we were bulging out of our quarters in White Plains, I knew it was time to move on to bigger quarters,"" she said. ""But it was a tricky time to expand. I had to ask myself, with the country in recession and people more diet conscious than ever, could a rich dessert line make it?""
+Yet, despite the economy and a calorie-counting public, Mrs. Schoenfeld said the business has prospered since its move in 1990 to 3,000 square feet of space in a former warehouse in Mamaroneck where the work force has grown to 37 and employees come from more than half a dozen different countries. Every day they bake everything from scratch, using 700 pounds of sweet butter and 1,700 pounds of chocolate a week.
+A tour of the bakery revealed a surprising lack of automation. Workers prepare everything by hand. Even heart-shaped cookies are cut individually.
+""It's the only way we give all our products a true home-baked quality,"" Mrs. Schoenfeld said. ""We're in a very competitive business, but I honestly feel when you take our whole line into account, no one is like us."" Customers at Home and Abroad
+All Plaza Sweets' products -- pies, tarts, sweet breads, cookies and cakes, ranging from dense dark chocolate confections like Chocolate Grand Marnier cake and light mousse cakes are available in sizes ranging from 6 to 10 inches. After they are baked, they are placed in huge freezer rooms before being packed in special boxes, which are shrink wrapped for delivery across the country and overseas.
+""Airlines are our new customers, and they are offering our desserts to passengers in business class and first class,"" Mrs. Schoenfeld said. ""I'm always looking for new marketing opportunities. Now we're making wedding and anniversary cakes, which we decorate with flowers that look live. Growth takes persistence and hard work. We managed to grow 10 percent this year even though times are hard.""
+Added participation in fancy food shows is another way to get new customers, Mrs. Schoenfeld said.
+""Although it's very expensive to go to the shows and set up the equipment and the booths, we have been doing a lot of shows this year because it is a sure-fire way for us to expand our customer base,"" she said. ""When people taste our wares, most of them become customers.""
+Photograph Baker at Plaza Sweets in Mamaroneck cutting heart-shaped cookies; Jo-ann Schoenfeld, the owner of Plaza Sweets. (Photographs by Alan Zale for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Out+of+the+Kitchen+and+Into+the+Bakery%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1992-12-27&volume=&issue=&spage=A.8&au=Singer%2C+Penny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 27, 1992","""Even the electricity went off,"" she said. ""The stove was much too small. But somehow I managed and the food was a success, and I got several calls from the guests who were at the party to do catering for them,"" she said. ""That experience encouraged me to start other home-based businesses. I gave cooking lessons and food demonstrations, and eventually I began working with food editors and photographers as a food stylist and a food consultant, writing food articles and doing a cookbook as a premium for a cookie-press manufacturer."" Four Desserts at a Time Mrs. [Jo-ann Schoenfeld] was her own sales staff. She began making rounds of country clubs and specialty food shops, inviting managers to sample Plaza Sweets' creations. ""The chocolate velvet boule, a dome-shaped cake shell filled with chocolate mousse and chocolate glaze, which is crowned with a rose and silver ribbon, was so well received that we made that our signature dessert,"" she recalled. ""The cognac pumpkin cheesecake and the Linzer torte made with butternut pastry and raspberry preserves were also favorites."" Neiman Marcus in White Plains was the bakery's first account. ""Other retail outlets followed, such as Village Market in Chappaqua, William Nichols in Katonah, Custom Cuisine in Tarrytown, and then country club accounts were opened by my friend Nina Dorset,"" Mrs. Schoenfeld said. ""Nina did me a favor when I landed in the hospital briefly, and she started selling part time for us. She's now our marketing manager.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1992: A.8.",11/15/17,"New York, N.Y.",,"Singer, Penny",New York Times Company,,Newspapers,428797444,"United States, New York, N.Y.",English,27-Dec-92,BAKERIES AND BAKED PRODUCTS; COOKIES; CATERING,New York Times,NEWSPAPER,,,,,,,
+Out of the Kitchen and Into the Bakery,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/out-kitchen-into-bakery/docview/428796364/se-2?accountid=14586,"THE naysayers who claim career women don't bake cookies should meet Jo-ann Schoenfeld. What began as recreational baking for family and friends in her home kitchen has evolved into Plaza Sweets, a commercial bakery here that supplies delectable cakes and cookies to specialty shops, restaurants, country clubs, hotels and mail-order companies.
+""One of my most vivid memories is of my mother teaching me how to roll out cookie dough when I was 6 or 7,"" Mrs. Schoenfeld said during a recent interview at the bakery. ""She loved to cook and she was adventurous in the kitchen. I absorbed her enthusiasm for good food and entertaining.""
+Years later, Mrs. Schoenfeld, who was then a housewife and young mother living in Hastings-on-Hudson, had established such a local reputation for her bake sale contributions and her dinner parties that one day she got a call from someone who mistook her for a caterer. First Try: A Party for 75
+""I guess that's when my career in food began, purely by accident,"" she said. ""I explained to the woman that, no, I wasn't a caterer but she was persistent and she begged me to cater a 50th birthday party for 75 people. I thought, why not? And I decided to take a chance.""
+But everything about that party that could go wrong, Mrs. Schoenfeld recalled, did go wrong.
+""Even the electricity went off,"" she said. ""The stove was much too small. But somehow I managed and the food was a success, and I got several calls from the guests who were at the party to do catering for them,"" she said. ""That experience encouraged me to start other home-based businesses. I gave cooking lessons and food demonstrations, and eventually I began working with food editors and photographers as a food stylist and a food consultant, writing food articles and doing a cookbook as a premium for a cookie-press manufacturer."" Four Desserts at a Time
+But by 1981, with her two children in college, Mrs. Schoenfeld said, ""I had more blocks of time available so I decided to go into the food business seriously, full time. I started researching the commercial market and looked at various options.""
+She said she finally decided to produce desserts. ""The market research was fun,"" she said. ""Whenever we went out to dinner, which was often, my husband and I would order four desserts in order to sample them. And invariably we were struck by the poor quality of most of them, even at the finest restaurants. I thought, here was a niche I could fill. If I could make a top-quality dessert that tasted homemade, here was a market. I spent the next two years developing recipes and looking at equipment and getting prices.""
+But a home-based cottage industry starting small was not what she had in mind. ""I figured I'd take a big plunge,"" she said. ""I was thinking big. A commercial bakery that turned out handmade desserts was what I had envisioned. I knew it would require a large investment so I took a deep breath, and I used savings for the start-up costs. And to rent a place in White Plains. I also bought equipment and hired five workers.""
+In 1984, Plaza Sweets opened as a combined retail-wholesale bakery on Fulton Street in White Plains.
+""I knew if I was going to be successful I'd need more than creative baking skills,"" Mrs. Schoenfeld said, ""so I asked my husband, who's a business executive, to set up a financial plan and the books for us.""
+Mrs. Schoenfeld was her own sales staff. She began making rounds of country clubs and specialty food shops, inviting managers to sample Plaza Sweets' creations. ""The chocolate velvet boule, a dome-shaped cake shell filled with chocolate mousse and chocolate glaze, which is crowned with a rose and silver ribbon, was so well received that we made that our signature dessert,"" she recalled. ""The cognac pumpkin cheesecake and the Linzer torte made with butternut pastry and raspberry preserves were also favorites.""
+Neiman Marcus in White Plains was the bakery's first account. ""Other retail outlets followed, such as Village Market in Chappaqua, William Nichols in Katonah, Custom Cuisine in Tarrytown, and then country club accounts were opened by my friend Nina Dorset,"" Mrs. Schoenfeld said. ""Nina did me a favor when I landed in the hospital briefly, and she started selling part time for us. She's now our marketing manager.""
+Buoyed by the success of Plaza Sweets' first offerings, Mrs. Schoenfeld said she began developing new products. Three Contest Awards
+""We now have assorted cookies, sweet breads, pies, tarts, layer cakes, bundt cakes -- about 40 different items that are all made for the freezer. Our bakery items are sold all over the country through national distributors and mail-order companies,"" she added. ""This is our busiest season now, which lasts from Thanksgiving through the New Year.""
+Word-of-mouth endorsements plus three major awards in food competitions helped the business grow.
+""When we were bulging out of our quarters in White Plains, I knew it was time to move on to bigger quarters,"" she said. ""But it was a tricky time to expand. I had to ask myself, with the country in recession and people more diet conscious than ever, could a rich dessert line make it?""
+Yet, despite the economy and a calorie-counting public, Mrs. Schoenfeld said the business has prospered since its move in 1990 to 3,000 square feet of space in a former warehouse in Mamaroneck where the work force has grown to 37 and employees come from more than half a dozen different countries. Every day they bake everything from scratch, using 700 pounds of sweet butter and 1,700 pounds of chocolate a week.
+A tour of the bakery revealed a surprising lack of automation. Workers prepare everything by hand. Even heart-shaped cookies are cut individually.
+""It's the only way we give all our products a true home-baked quality,"" Mrs. Schoenfeld said. ""We're in a very competitive business, but I honestly feel when you take our whole line into account, no one is like us."" Customers at Home and Abroad
+All Plaza Sweets' products -- pies, tarts, sweet breads, cookies and cakes, ranging from dense dark chocolate confections like Chocolate Grand Marnier cake and light mousse cakes are available in sizes ranging from 6 to 10 inches. After they are baked, they are placed in huge freezer rooms before being packed in special boxes, which are shrink wrapped for delivery across the country and overseas.
+""Airlines are our new customers, and they are offering our desserts to passengers in business class and first class,"" Mrs. Schoenfeld said. ""I'm always looking for new marketing opportunities. Now we're making wedding and anniversary cakes, which we decorate with flowers that look live. Growth takes persistence and hard work. We managed to grow 10 percent this year even though times are hard.""
+Added participation in fancy food shows is another way to get new customers, Mrs. Schoenfeld said.
+""Although it's very expensive to go to the shows and set up the equipment and the booths, we have been doing a lot of shows this year because it is a sure-fire way for us to expand our customer base,"" she said. ""When people taste our wares, most of them become customers.""
+Photograph Baker at Plaza Sweets in Mamaroneck cutting heart-shaped cookies; Jo-ann Schoenfeld, the owner of Plaza Sweets. (Photographs by Alan Zale for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Out+of+the+Kitchen+and+Into+the+Bakery&title=New+York+Times&issn=03624331&date=1992-12-27&volume=&issue=&spage=A.8&au=Singer%2C+Penny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 27, 1992","""Even the electricity went off,"" she said. ""The stove was much too small. But somehow I managed and the food was a success, and I got several calls from the guests who were at the party to do catering for them,"" she said. ""That experience encouraged me to start other home-based businesses. I gave cooking lessons and food demonstrations, and eventually I began working with food editors and photographers as a food stylist and a food consultant, writing food articles and doing a cookbook as a premium for a cookie-press manufacturer."" Four Desserts at a Time Mrs. [Jo-ann Schoenfeld] was her own sales staff. She began making rounds of country clubs and specialty food shops, inviting managers to sample Plaza Sweets' creations. ""The chocolate velvet boule, a dome-shaped cake shell filled with chocolate mousse and chocolate glaze, which is crowned with a rose and silver ribbon, was so well received that we made that our signature dessert,"" she recalled. ""The cognac pumpkin cheesecake and the Linzer torte made with butternut pastry and raspberry preserves were also favorites."" Neiman Marcus in White Plains was the bakery's first account. ""Other retail outlets followed, such as Village Market in Chappaqua, William Nichols in Katonah, Custom Cuisine in Tarrytown, and then country club accounts were opened by my friend Nina Dorset,"" Mrs. Schoenfeld said. ""Nina did me a favor when I landed in the hospital briefly, and she started selling part time for us. She's now our marketing manager.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1992: A.8. [Duplicate]",11/15/17,"New York, N.Y.",,"Singer, Penny",New York Times Company,,Newspapers,428796364,"United States, New York, N.Y.",English,27-Dec-92,BAKERIES AND BAKED PRODUCTS; COOKIES; CATERING,New York Times,NEWSPAPER,,,,,,,
+Japan Plans to Spend $86 Billion To Stimulate Its Lagging Economy,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japan-plans-spend-86-billion-stimulate-lagging/docview/428616043/se-2?accountid=14586,"Special to The New York Times
+Saying the economy here is in severe straits, Japan's Government tonight announced the largest economic rescue package in the nation's history to try to stimulate growth and strengthen a banking system that has been jeopardized by falling land and stock prices.
+The centerpiece of the plan, aimed at jolting the economy, consists of a one-time increase in Government spending of 10.7 trillion yen, or about $86 billion. That money would be used to more than double public works spending for the current fiscal year, which ends next March 31, and to provide new incentives to encourage business investment. U.S. Seeks a Bigger Market
+A second part consists of measures to stabilize banks and other financial institutions by making it easier for them to dispose of bad loans and by propping up land and stock prices.
+The announcement is giving an immediate psychological lift to business confidence and the stock market. The Nikkei index, after soaring more than 1,000 points on Thursday in anticipation of the plan, rose 415 more points today to close at 17,970.
+The United States has been pushing Japan to adopt measures to stimulate growth, in part because it believes a growing Japanese economy will provide a larger market for American exports. Because Japan imports so few products, its politically nettlesome trade surplus with the rest of the world is expected to reach a record of at least $120 billion this year.
+The value of the measures is more than 50 percent higher than the amount contemplated two months ago and appears to have been increased by more than 1 trillion yen, or $8 billion, just in the last day.
+The rapid increase reflects the growing concern of policy makers here as Japan's mighty electronics and automobile manufacturers begin to report losses, the country's weakened banks become reluctant to make loans for corporate investment and the unemployment rate of 2.2 percent, though relatively low compared with other countries, threatens to begin climbing.
+""The Ministry of Finance and other Government agencies have finally accepted the view that the Japanese economy is very weak,"" said Yoshihisa Kitai, senior economist with the Long Term Credit Bank of Japan.
+Government officials estimated that the measures, representing 2.3 percent of last year's gross national product, would increase economic growth by 2.4 percentage points in the next 12 months. In other words, if the G.N.P. would have grown 2 percent in that period, it should now grow 4.4 percent.
+Other economists said that such a large package would indeed spur growth, but that the effect would be gradual. Japan's Parliament is not expected to meet until October to approve a supplementary budget to cover the increased public spending. After that, it will take several months for the money to actually be spent.
+""Its real effect is only going to be on 1993,"" said Kenneth S. Courtis, strategist for Deutsche Bank in Asia, adding that Japan will not achieve its growth target of 3.5 percent for this fiscal year. Nevertheless, he said: ""We've never seen a supplemental budget as big as this before. These are very big numbers.""
+Some business leaders said they were disappointed that the measures did not include tax cuts for individuals. Despite assertions by Japan that it wants to encourage consumer spending, the economic system here is heavily oriented toward helping manufacturers. Purchase of Foreign Goods
+Japanese officials said they could not yet estimate how much imports would increase over all because of the economic package. But they said the Government itself would buy $250 million of foreign goods, mostly scientific and medical equipment, in connection with the extra public works spending this year. In addition to relying on general economic growth to spur imports, the plan announced today includes some special incentives, like low-interest loans for companies that want to sell foreign products in Japan.
+The heart of the plan calls for increased public spending of 8.6 trillion yen, or $69 billion. Most of that will be used by both national and local governments to build roads, sewers, schools and other public works.
+The remainder will be used to help the sluggish real estate market. That includes an additional 800 billion yen, or $6.4 billion, for housing assistance and 1.55 trillion yen, or $12.4 billion, to buy land for use in future public projects.
+In addition to increased public spending, there will be loans and tax incentives valued at 2.1 trillion yen, or $17 billion, to help small businesses and to encourage companies to invest in energy-saving equipment and automation.
+Government officials said Japan would probably be able to handle the increased spending without running a budget deficit or spurring inflation.
+A second set of measures is aimed at shoring up the financial system and the stock market. Some of these were announced earlier this month, while some are new.
+The economic downturn has hobbled banks with huge amounts of bad loans. And the fall in stock prices by almost 60 percent from the peak at the end of 1989 has made it difficult for banks to meet international requirements for their capital levels.
+The Government said today that it would provide tax breaks to help banks write off bad loans. It also said that by the end of the year it would come up with concrete proposals to relieve banks of some of the land they have seized when borrowers failed to meet loan payments.
+Analysts have likened this idea to the Resolution Trust Corporation in the United States, which was set up to help resolve the savings and loan crisis. But Japanese officials say that unlike in the United States, they do not want to use taxpayer money in this effort.
+As for the stock market, the Government said it would make changes that would allow more money in public pension funds and savings programs to be invested in stocks. It will also postpone plans to sell stock in former Government monopolies including Nippon Telegraph and Telephone and Japan Tobacco. And it will reduce the minimum number of shares that must be bought or sold at one time to make it easier for individuals to buy stocks.
+This 10.7 trillion yen rescue effort, equal to 2.3 percent of the G.N.P., is the biggest ever in Japan not only in absolute amount but also relative to the size of the economy. The last big pump-priming effort, announced in May 1987, amounted to 6 trillion yen and 1.8 percent of G.N.P.
+To be sure, what seems like a weak economy here might be envied elsewhere. The gross national product is expected to grow by 2 percent or so this year while in other recession-bound nations it shrinks. And, officially at least, there is still a labor shortage, although it is about to evaporate.
+According to figures released by the Labor Ministry today, there were 104 jobs being offered for each 100 people seeking jobs. But that figure has dropped from 147 jobs for each 100 job seekers in March 1991. Moreover, many large corporations have announced that they will trim their work forces by thousands of people over the next few years and reduce hiring of new college graduates. That could lead to a rise in the unemployment rate.
+Chart ""A Multibillion-Dollar Jolt"" lays out the economic package recommeded by the Japanese Government. (Source: Ministerial Meeting on Economic Measures) (pg. 34)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Japan+Plans+to+Spend+%2486+Billion+To+Stimulate+Its+Lagging+Economy&title=New+York+Times&issn=03624331&date=1992-08-29&volume=&issue=&spage=1.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 29, 1992","The rapid increase reflects the growing concern of policy makers here as Japan's mighty electronics and automobile manufacturers begin to report losses, the country's weakened banks become reluctant to make loans for corporate investment and the unemployment rate of 2.2 percent, though relatively low compared with other countries, threatens to begin climbing. ""Its real effect is only going to be on 1993,"" said Kenneth S. Courtis, strategist for Deutsche Bank in Asia, adding that Japan will not achieve its growth target of 3.5 percent for this fiscal year. Nevertheless, he said: ""We've never seen a supplemental budget as big as this before. These are very big numbers."" This 10.7 trillion yen rescue effort, equal to 2.3 percent of the G.N.P., is the biggest ever in Japan not only in absolute amount but also relative to the size of the economy. The last big pump-priming effort, announced in May 1987, amounted to 6 trillion yen and 1.8 percent of G.N.P.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Aug 1992: 1.1.",11/15/17,"New York, N.Y.",JAPAN,"Pollack, Andrew",New York Times Company,,Newspapers,428616043,"United States, New York, N.Y.",English,29-Aug-92,ECONOMIC CONDITIONS AND TRENDS; BANKS AND BANKING; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+"The Executive Computer; For Finances Past the Checkbook, a Small-Business Helper","New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-computer-finances-past-checkbook-small/docview/428523173/se-2?accountid=14586,"Small businesses and home offices have the same goal as larger businesses -- financial soundness -- but they often lack the same resources. The boss of a small office usually wears several hats, including chief financial officer and paymaster.
+For people whose financial mastery extends as far as the checkbook but whose business bookkeeping requirements run to invoicing, receivables and reports, Intuit Inc. has created Quickbooks. The $139.95 program is for DOS personal computers with 640 kilobytes of system memory and at least 2 megabytes of free space on a hard disk drive.
+Intuit, based in Menlo Park, Calif., is the company that makes Quicken, the most popular personal finance program. People use Quicken to keep track of checking accounts, expense categories and investments and to pay bills -- either electronically or by creating and printing checks on the computer's printer.
+Intuit was founded in 1983 by Scott D. Cook, its president, and Tom Proulx, vice president for engineering, and it has grown from a very modest operation to a company with $40 million in annual sales and 200 employees. They say they found that more than half the copies of Quicken are used to handle the books of small businesses, even though Quicken is not particularly well-suited to managing a company's finances unless the business is run almost exclusively on a cash basis.
+Yet Quicken's appeal to small businesses is not surprising. With pull-down menus, pop-up boxes and extensive tutorial and help features, Quicken is far simpler than conventional accounting programs and cheaper than most of them. While Quicken does not have all the features of competing personal finance programs, like MECA's Managing Your Money, it is easier to use.
+Ease of use, more than features, is clearly the appeal. Two million customers, voting with their own checkbooks, have bought Quicken. And that popularity helped inspire Quickbooks.
+With Quickbooks, Intuit has retained Quicken's ease of use while adding double-entry accounting conventions and the sort of reporting that small businesses need. The words debit and credit, along with a lot of accounting jargon, are shunned in favor of a system of familiar fill-in-the-blank forms. A feature called Quick Trainer pops up to help the user if any procedure is unclear.
+As with any other software that manages a company's finances, Quickbooks works best as a support tool, not a replacement, for human accountants. Instead of handing the accountant a shoebox stuffed with miscellaneous financial effluvia, a manager using Quickbooks can deliver an organized report. This saves time and money.
+""I use it day in and day out, and I swear by it,"" said Brian J. Blanchette, owner of Designs N' Type Inc., a printing and typesetting company in Sunrise, Fla. ""We have an accountant, and at the end of the year a tax accountant, but we maintain our own books.""
+Quickbooks also helps by allowing the manager to look up information -- from old invoices to the newest cash flow forecast -- at the touch of a button or two.
+""I really like it,"" said Valerie Lindow, owner of Valerie Lindow Accounting Services of Los Alamitos, Calif. ""Quickbooks is made for people who aren't accountants.""
+Several other programs make this claim, with varying degrees of believability. Pacioli 2000, DAC Easy, AccPac and several other DOS accounting programs are indeed easier to use than most accounting programs. Quickbooks is easier still: Financial information is entered by filling out familiar forms, like invoices, checks and check registers. Quickbooks does most of the work in making sure the right numbers get to the right places.
+Of course, there are tradeoffs. Accountants might balk at some features Intuit has added or subtracted in the spirit of ease of use.
+""Some accountants find it scary, because it's not like other accounting programs,"" said Mrs. Lindow, who has been handling the books of small businesses in Orange County for a decade. ""Accountants have to change their way of thinking.""
+For example, Mrs. Lindow said, most true accounting programs break a company's finances into discrete periods and then close the periods after reconciliation. A small business typically has monthly reporting periods, and the books are locked at month-end.
+Quickbooks allows a bookkeeper to go back and modify periods after they are closed out, a prospect that, however scary to accountants, is reassuring to a novice manager who wants the flexibility to clean up honest mistakes without fighting the program. (Should it be needed in some offices, Quickbooks offers password protection to protect the books from modification.)
+As might be expected of a highly simplified program, Quickbooks does not have all the features found on mainline accounting packages like Businessworks or Peachtree. For example, there are three different invoice formats -- service, product and professional -- and they are not customizable. There is no tracking of inventory or back orders.
+But to the shoebox set, these shortcomings are far outnumbered by the many features Quickbooks offers painlessly. To start, Quickbooks has more than 20 prefabricated templates for different types of businesses. One set of common expense and income statements has been created for accountants, another for consulting firms, another for a wholesale business and so on. Chances are good that the user will not have to build such statements from scratch.
+And with a keystroke or two the manager can call up the name of every customer with an overdue account, sorted by the length of time it is past due, and the name and phone number of the deadbeat.
+Mr. Blanchette said he relied on Quickbooks most frequently for handling receivables, but also used it for paying bills twice a month. The program has ""memorized"" his most frequently repeated tasks and can perform them semiautomatically, by storing frequently needed information in lists that can be retrieved with a keystroke or two.
+Quickbooks can determine which list corresponds to the proper area of the form being filled in.
+To fill in a customer's name and address on an invoice, for example, the user places the cursor in that field and presses the function key. The list pops up, the user points to the correct customer, and the computer fills in all the appropriate blanks. Typing errors are eliminated. Other parts of the invoice are filled in in similar fashion.
+Quickbooks can also perform calculations on line items, so it will automatically determine the total for 10 widgets at $24.95 plus and 15 gizmos at $7.50, adding the appropriate sales taxes and factoring in any discount. Large businesses are accustomed to such automation; smaller businesses are usually amazed at the amount of time it saves.
+Quickbooks also allows managers to perform cash flow analysis, study project and job costs, print mailing labels, and generate sales and profit statements.
+With an optional Quickpay program and a special diskette that must be obtained from Intuit, Quickbooks can keep track of payroll records. Quickpay ($59.95) keeps lists of employee information: salaries, commissions, hourly wages, deductions and exemptions. It calculates Federal, state and local withholding taxes, union dues, Social Security and Medicare deductions, and other deductions defined by the user. Quickpay prints checks and, although it won't print W-2, 1099 or other pay forms, it will keep track of the information needed to fill them out.
+Intuit has a reputation for superior technical support. Quickbooks and Quickpay customers have unlimited telephone support from 5:00 A.M. to 5:00 P.M. Pacific time. The calls are not toll-free, but in several test calls I never had to wait more than a minute for human help.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Executive+Computer%3B+For+Finances+Past+the+Checkbook%2C+a+Small-Business+Helper&title=New+York+Times&issn=03624331&date=1992-05-03&volume=&issue=&spage=A.12&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 3, 1992","With Quickbooks, Intuit has retained Quicken's ease of use while adding double-entry accounting conventions and the sort of reporting that small businesses need. The words debit and credit, along with a lot of accounting jargon, are shunned in favor of a system of familiar fill-in-the-blank forms. A feature called Quick Trainer pops up to help the user if any procedure is unclear. ""I really like it,"" said Valerie Lindow, owner of Valerie Lindow Accounting Services of Los Alamitos, Calif. ""Quickbooks is made for people who aren't accountants."" With an optional Quickpay program and a special diskette that must be obtained from Intuit, Quickbooks can keep track of payroll records. Quickpay ($59.95) keeps lists of employee information: salaries, commissions, hourly wages, deductions and exemptions. It calculates Federal, state and local withholding taxes, union dues, Social Security and Medicare deductions, and other deductions defined by the user. Quickpay prints checks and, although it won't print W-2, 1099 or other pay forms, it will keep track of the information needed to fill them out.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 May 1992: A.12.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,428523173,"United States, New York, N.Y.",English,3-May-92,DATA PROCESSING (COMPUTERS); SOFTWARE PRODUCTS; SMALL BUSINESS; ACCOUNTING AND ACCOUNTANTS; RATINGS AND RATING SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+Bringing It Home,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bringing-home/docview/428479368/se-2?accountid=14586,"AuthorAffiliation Stephen C. Miller writes the ""Networking"" column for the Sunday Business section of The Times.
+WORKING AT HOME HAS become a favorite fantasy: no commute, no dress code, no office politics, no pressure. The reality is less romantic, but that has not stopped millions of Americans from deserting the 9-to-5, while millions more bring work home after hours. Even George Bush, the ultimate home-office worker, is touting the advantages of telecommuting to save time and gasoline, avoid traffic jams and reduce air pollution.
+Whether you are running a country or a business out of your house, or just catching up on work from the office, you are likely to need some combination of the same basic equipment: a telephone, telephone answering machine, fax machine, computer and modem.
+""Communications is the most important part of working at home,"" says Nick Sullivan, who writes the ""Workstyles"" column for Home-Office Computing magazine from a converted barn in rural Massachusetts. The most common mistake in setting up a home office is to skimp on telephone equipment. ""Saving a few dollars in the beginning can cost you big money in the long run,"" Sullivan warns.
+A good home office phone would have two lines with hold buttons and in-use lights for both, a conference function for three-way conversations, speed dial and automatic redial, a mute button, a built-in answering machine and a capacity for leaving personalized messages for callers. The A.T. & T. Answering Machine 1532, at $160 (prices given in this article are suggested list, but many of these products are available at discount), is included in the A.T. & T. Sourcebook, a 115-page catalog from A.T. & T.'s Home Office Network, (800) 446-6311, ext. 1000. If a speakerphone is important to you, the A.T. & T. Remote Answering System Speakerphone 1527 ($170) is an alternative. Panasonic, BellSouth and Southwestern Bell also make a variety of feature-rich phones with consistent quality, starting at about $70.
+If you prefer an external answering machine, the Panasonic Easa-Phone KX-T1740 ($169.95) provides for separate messages on each of two phone lines and includes a coded voice-mail box for special customers or family and a beeperless remote for checking messages from any touch-tone phone.
+No business, of whatever size, can afford to be without access to a facsimile machine. ""Fax machines are like phones: People expect you to have one,"" says Jill Nelson, a New York City writer.
+If you can't dedicate one phone line exclusively to fax transmission, the alternative is a machine with a built-in telephone that automatically switches to fax or phone, depending on the nature of the incoming call. For sending or receiving just a few faxes a day, most of them no more than two or three pages, a bare-bones unit is adequate. Murata/Muratec leads in lower-priced models; the M700 and M750 are $599. For sending a lot of faxes, especially longer documents, a machine with a multi-sheet feeder is more efficient. The Sharp UX-102 ($645) comes with a 10-page document feeder. Panasonic's KX-F50 model ($649.95) offers that, plus an answering machine.
+A memory option lets you load a long document into the device's electronic holding pen for automatic transmission at a later time. For sending copies of the same document to several locations, broadcasting is a useful feature; a polling function allows you to electronically request a response. If you expect to receive a large number of faxes, a paper cutter is a must. The Sharp UX-192 fax ($1,400) has a paper cutter, 13-page memory and 10-page document feeder. The Brother FAX-500M ($1,399) has a 14-page memory, 20-page feeder and an anti-curl device that keeps the pages flat.
+The personal computer is the great leveler, allowing small, home-based businesses to compete on a nearly equal footing with much larger firms. ""I can crank out reports, charts, graphs and statistics just as fast as anybody,"" says Mel Corbett, who runs a property management company out of his Brooklyn, N.Y., apartment.
+Which PC to buy depends on the kind of business being conducted and the kind of software needed. Most business applications are run with MS-DOS -- I.B.M.-compatible -- software. Macintosh computers, however, still have the edge for design and graphics, although for MS-DOS, Microsoft Windows is fast closing the gap.
+A good basic computer will have enough memory to run word-processing programs, spreadsheets and any other desktop publishing, graphics programs and databases necessary for your business. The recommended minimum requirements are: a 386 DX with an 80 megabyte hard drive; both a 3 1/2-inch (1.44 megabyte) and a 5 1/4-inch floppy disk drive; a VGA, high-resolution color monitor, and a minimum of 4 megabytes of Random Access Memory (RAM) for software that takes a lot of memory to run, such as Microsoft Windows programs.
+Don't be afraid to buy mail order. Companies such as Zeos International (800-423-5891), based in St. Paul, and Dell Computer (800-426-5150), in Austin, Tex., not only sell a superior product but provide such services as 12-to-24-hour hotlines and overnight delivery of replacement parts in the event of a breakdown. For $2,395, Zeos currently offers our suggested package with a 130MB hard drive, a mouse and software: Microsoft Windows, Lotus Ami Pro (for word processing) and Lotus 1-2-3 for Windows.
+Other top mail-order firms include Gateway 2000 (800-523-2000) and CompuAdd (800-925-4301), which also has retail stores around the country.
+If you are uncomfortable about buying mail order, check out local computer dealers, but be sure to find out about their service policies. Radio Shack is a good place for hand-holding: A full line of Tandy Computers, plus service, is available through the 6,800 Radio Shack stores worldwide. Prices are higher than some comparable models, but the peace of mind is worth it.
+No computer is complete without a printer. The laser printer remains the favorite for formal communications and graphic images. Hewlett-Packard's LaserJet IIIP ($1,595) is geared to the home office. Okidata, Lexmark and Texas Instruments offer excellent alternatives. Okidata's LED Page Printer OL400 ($999) is a good choice if most of your printing is correspondence. Laser printers will not print multipart forms; for that, a dot-matrix printer, such as the Panasonic KX-P1124i or Epson FX-850 ($500 each), is required.
+The Global Village is no longer a theory. With a modem hooked up to your computer, you can connect your home office to the world. A serviceable internal 2,400 b.p.s. (bits per second) modem costs under $150, though most are in the $180 to $250 range. Hayes Microcomputer set the standard for PC modems, but those by U.S. Robotics, Microcom, Practical Peripherals and Intel are also sound. For heavy use, a modem that operates at 9,600 b.p.s. will be more efficient; the cost is in the $400 to $600 range.
+Even in a high-tech home office, one piece of low-tech communications equipment still has a place: a typewriter. Useful for addressing envelopes, filling out forms and typing on file cards, it is also a sentimental favorite among technophobes. Which may be why vintage I.B.M. Selectrics, victims of office automation, are being scooped up by mavericks setting up offices at home.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Bringing+It+Home&title=New+York+Times&issn=03624331&date=1992-04-05&volume=&issue=&spage=A.32&au=Miller%3B%2C+Stephen+C.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 5, 1992","""Communications is the most important part of working at home,"" says Nick Sullivan, who writes the ""Workstyles"" column for Home-Office Computing magazine from a converted barn in rural Massachusetts. The most common mistake in setting up a home office is to skimp on telephone equipment. ""Saving a few dollars in the beginning can cost you big money in the long run,"" Sullivan warns. A good home office phone would have two lines with hold buttons and in-use lights for both, a conference function for three-way conversations, speed dial and automatic redial, a mute button, a built-in answering machine and a capacity for leaving personalized messages for callers. The A.T. & T. Answering Machine 1532, at $160 (prices given in this article are suggested list, but many of these products are available at discount), is included in the A.T. & T. Sourcebook, a 115-page catalog from A.T. & T.'s Home Office Network, (800) 446-6311, ext. 1000. If a speakerphone is important to you, the A.T. & T. Remote Answering System Speakerphone 1527 ($170) is an alternative. Panasonic, BellSouth and Southwestern Bell also make a variety of feature-rich phones with consistent quality, starting at about $70. If you can't dedicate one phone line exclusively to fax transmission, the alternative is a machine with a built-in telephone that automatically switches to fax or phone, depending on the nature of the incoming call. For sending or receiving just a few faxes a day, most of them no more than two or three pages, a bare-bones unit is adequate. Murata/Muratec leads in lower-priced models; the M700 and M750 are $599. For sending a lot of faxes, especially longer documents, a machine with a multi-sheet feeder is more efficient. The Sharp UX-102 ($645) comes with a 10-page document feeder. Panasonic's KX-F50 model ($649.95) offers that, plus an answering machine.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Apr 1992: A.32.",11/15/17,"New York, N.Y.",,"Miller; , Stephen C.",New York Times Company,,Newspapers,428479368,"United States, New York, N.Y.",English,5-Apr-92,OFFICES; WORKING AT HOME; TELEPHONES; FACSIMILE SYSTEMS; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+Industrial Revolution,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/industrial-revolution/docview/428475487/se-2?accountid=14586,"SOMETIMES, in a town-gown relationship, the gown can remake the town and become more stylish itself. Ask George Bugliarello.
+In his 18 years as president of what is now Polytechnic University in downtown Brooklyn, Mr. Bugliarello has shepherded the institution and the neighborhood through a $1 billion-plus construction program called Metrotech -- a 16-acre, university-corporate park that has risen in what was once a rundown neighborhood.
+The development, one of several projects that herald the rebirth of downtown Brooklyn as a business and commercial district, is considered by many people in academia, real estate and government to be a prime example of how a university can improve its environment, and by doing so enhance its own image.
+Metrotech includes four new commercial buildings with 2.9 million square feet of office space. The Brooklyn campus of Polytechnic, which consisted largely of a converted and modernized 150-year-old razor-blade factory, has a new, $42 million library that includes the New York State Center for Advanced Technology in Telecommunications.
+Plans call for more commercial buildings, a total of five million square feet of office space, the bringing of 16,000 jobs to the area and the continued renovation and expansion of the university, which is generally rated in the top 5 percent academically of all United States colleges and universities.
+""The Metrotech complex has really provided a wonderful foundation for the redevelopment of downtown Brooklyn,"" said Robert B. Catell, president and chief executive officer of the Brooklyn Union Gas Company, a participant in the complex. ""It has brought together the business community and the education community and offered a wonderful alternative for firms that are thinking of leaving the city.""
+The genesis of Metrotech can be traced to the early 1970's, when Mr. Bugliarello was dean of the College of Engineering at the University of Illinois at Chicago Circle. He and the college received a National Science Foundation grant to study the role of engineering schools in the community.
+""We came to the conclusion that indeed the engineering schools were potentially a good resource for the community,"" Mr. Bugliarello said.
+In 1973, before the report was finished, he became president of Polytechnic. There he found that before he could act on the report's conclusions he would have to help Polytechnic emerge from ""a very difficult time.""
+Founded in 1854 as the Brooklyn Collegiate and Polytechnic Institute, the university had been known as Polytechnic Institute of Brooklyn and was renowned for its distinguished faculty. Budget problems surfaced in the late 1960's, the result of cuts in Federal support and a decline in engineering enrollment nationally.
+In 1973, just as Mr. Bugliarello was taking over the reins, Polytechnic was forced to merge with New York University's School of Engineering and Science in the Bronx. He and his staff began an intensive student recruitment program, initiated large-scale fund-raising and started an undergraduate engineering program at Polytechnic's Long Island campus in Farmingdale.
+In 1975 Mr. Bugliarello proposed to the board of trustees creating a university-industry park in the university's Brooklyn neighborhood, which at the time was a rundown area. ""It was difficult to attract students,"" he said. ""It was costing us faculty. Crime has never been too high here, but it was more the perception of a lack of safety than the actual lack of safety.""
+At the board's behest, he said, ""we then started looking for what kind of industry made sense to us.""
+New York had a powerful industry, but it was not a traditional one -- the use of information and telecommunications in the financial sector, and more generally in the service sector. City Began to Move in Early 80's
+Mr. Bugliarello assembled a team for the project. Providing political savvy was Seymour Scher, former Deputy Comptroller of New York City; he became a senior vice president of the university and president of the Metrotech Corporation, a Polytechnic affiliate.
+In early talks with New York City and New York State, Mr. Bugliarello said, ""we got very little attention."" But in the early 1980's, the city decided to stem what was becoming a major outflow of jobs, primarily to New Jersey, and to create more jobs in the outer boroughs. The city told Polytechnic that if it could find interested companies, discussions could begin about developing the area.
+Mr. Catell of Brooklyn Union, who was on the university's board, was interested because the company's building was too constraining. Brooklyn Union gave Mr. Bugliarello a letter of intent saying it would move if other companies came. The Securities Industry Automation Corporation, a subsidiary of the New York and American Stock Exchanges that processes financial transactions, also gave a letter of intent.
+It was 1982, and after seeing the letters the city gave the university the go-ahead, ""provided we build 350,000 square feet of commercial space, put up an additional academic facility and find a commercial co-developer,"" Mr. Bugliarello said.
+No one in New York was interested. ""So we looked at a developer in Cleveland, Forest City Ratner Companies, which had worked on a large industrial park at M.I.T,"" he said. Forest City is owned by the family of a former New York City Consumer Affairs Commissioner, Bruce C. Ratner. The company agreed.
+Meanwhile, New York State was anxious to build regional centers for advanced technology at universities statewide. In 1983, it designated Polytechnic home of the Center for Advanced Technology in Telecommunications and threw in its financial weight -- a long-term, interest-free $16.5 million loan.
+In June 1987, after a three-year study, the New York City Board of Estimate approved Metrotech, which is between the access ramps to the Brooklyn and Manhattan Bridges. To make the complex more attractive, the city has provided $325 million in subsidies, including site improvements; a 13-year exemption from real estate taxes on new buildings; a 12-year elimination of the commercial rent tax, and a 12-year corporate tax credit of $500 a year for every employee moved to Brooklyn.
+As with many redevelopment projects, there were protests. All, however, were settled.
+In November 1988, the Chase Manhattan Corporation agreed to shift what is now 6,000 employees to two Metrotech buildings, which are to be completed this spring. With last October's announcement by Bear, Stearns & Company, the financial concern, that it was moving 1,500 employees to Metrotech, the first two buildings have been fully leased. Polytechnic's Bern Dibner Library of Science and Technology was completed in February. In the middle of it all is a 3.3-acre, tree-lined commons, the center of a quadrangle that is two sides university, two sides business.
+""The creation of Metrotech has given us a campus,"" Mr. Bugliarello said. ""There is no longer that sense of depression, that perception of fear. And it shows that a university can help its community, and at the same time help itself.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Industrial+Revolution&title=New+York+Times&issn=03624331&date=1992-04-05&volume=&issue=&spage=A.20&au=Rothstein%2C+Mervyn&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 5, 1992","""The Metrotech complex has really provided a wonderful foundation for the redevelopment of downtown Brooklyn,"" said Robert B. Catell, president and chief executive officer of the Brooklyn Union Gas Company, a participant in the complex. ""It has brought together the business community and the education community and offered a wonderful alternative for firms that are thinking of leaving the city."" In 1975 Mr. [George Bugliarello] proposed to the board of trustees creating a university-industry park in the university's Brooklyn neighborhood, which at the time was a rundown area. ""It was difficult to attract students,"" he said. ""It was costing us faculty. Crime has never been too high here, but it was more the perception of a lack of safety than the actual lack of safety."" ""The creation of Metrotech has given us a campus,"" Mr. Bugliarello said. ""There is no longer that sense of depression, that perception of fear. And it shows that a university can help its community, and at the same time help itself.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Apr 1992: A.20.",11/15/17,"New York, N.Y.",METROTECH (POLYTECHNIC UNIVERSITY) BROOKLYN (NYC),"Rothstein, Mervyn",New York Times Company,,Newspapers,428475487,"United States, New York, N.Y.",English,5-Apr-92,AREA PLANNING AND RENEWAL,New York Times,NEWSPAPER,,,,,,,
+Technology; When Analog Meets Digital on a Single Chip,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-when-analog-meets-digital-on-single/docview/428248732/se-2?accountid=14586,"Computers are digital; the world is analog. But increasingly, the twain do meet, and more and more they meet on a single chip.
+The 1's and 0's of digital computing are fine for crunching numbers, but they fall down when the machine must cope with real-world data like sound, light, temperature and pressure, in which values can fall anywhere on a continuum. Representing the highs, lows and in-betweens of such elements requires the continuous fluctuation of an analog device rather than a digital switch.
+Traditionally, analog and digital functions were handled by separate chips, but as computers shrink and as telecommunications and consumer electronics products grow more sophisticated, a market has blossomed for mixed-signal integrated circuits. And new design and manufacturing technologies are making it possible to integrate disparate digital and analog functions on single pieces of silicon.
+Combining digital and analog features allows mixed-signal chips to ""think"" like a computer but also do real-world work, like reading sensors, controlling motor speed or producing sound. A single mixed-signal chip replaces many analog and digital chips, thus reducing cost, complexity and size while increasing reliability.
+""The combination of enabling technologies and the advent of high-volume applications is moving mixed-signal I.C.'s up the price-performance curve,"" said Millard Phelps, a semiconductor analyst with Hambrecht & Quist in San Francisco. ""Once predominantly used in the niche-oriented military and industrial markets, mixed-signal I.C.'s are now being used in the high-volume computer, communications, automotive and consumer markets.""
+This great increase in potential uses means sales of mixed-signal chips could more than double by 1994 to more than $10 billion a year. Companies with the largest sales include National Semiconductor, Texas Instruments, Analog Devices and Motorola. While the market is dominated by the largest semiconductor makers, many smaller companies have found highly profitable niches.
+Analog chips have primarily been made using bipolar technology, the main advantages of which are high speed and greater signal strength. But bipolar chips consume lots of power and generate lots of heat, which makes them less desirable for densely packed circuits or battery-powered portable devices.
+Complementary metal oxide semiconductors, or CMOS, offer lower power consumption and heat generation and are commonly used for much of the digital circuitry in the latest laptop and notebook computers. But semiconductor engineers have found it difficult to design analog circuits using CMOS.
+A recently developed hybrid material, called BiCMOS, merges the high speed and signal strength of bipolar chips with the low power requirement and high density capability of CMOS chips. BiCMOS processes make many mixed-signal devices possible for the first time.
+""The real big thing that will accelerate this is BiCMOS processes,"" said Charles Gopen, vice president for marketing at the Micro Linear Corporation, which recently broke ground in San Jose on a new fabrication plant for mixed-signal chips.
+Another factor accelerating the development of mixed-signal chips has been the miniaturization of digital circuitry. As such circuits shrink toward one micron in width -- about one-seventieth the diameter of a human hair -- many more circuits can be packed on a chip. This allows the conversion into digital of some tasks traditionally performed in analog, which in turn allows some mixed-signal chips to be made entirely in CMOS.
+One hindrance to mixed-signal chips has been the lack of adequate design tools, which are software programs used to simulate and test circuits on a computer screen. While electronic design automation companies like Cadence Design Systems and Mentor Graphics have mixed-signal programs under development, mixed-signal producers say that analog tools have always lagged behind digital tools in capability and that mixing the two is still more difficult.
+Design tools ""have really addressed the problem of digital design and are starting to make inroads in analog,"" but for mixed signals they are ""quite primitive,"" said James Bixby, chairman and chief executive of the Brooktree Corporation, a mixed-signal chip producer in San Diego.
+Because digital circuits tend to be complex collections of relatively simple devices and analog circuits are just the opposite, combining the two design disciplines in a single software program is a problem, he said. One way around it is to implement as much as possible of the chip in digital circuitry. ""The ultimate model would be an analog-to-digital converter, a bunch of digital processing, and then a digital-to-analog converter,"" Mr. Bixby said.
+For companies that can master the design and manufacturing technologies, there is a ready market. VLSI Research Inc., a San Jose-based market research firm, estimates that the mixed-signal market will total $5.07 billion this year, up 11.6 percent from 1990, and will reach $10.32 billion by 1994. VLSI projects important markets in telecommunications; automotive applications; image compression, which is used for storing and transmitting images digitally, and consumer electronics.
+Indeed, the first heavy use of mixed-signal chips was in compact disk players, which must convert music stored in a digital format back to analog for playback. As CD players shrank in size and became portable, digital-to-analog conversion and surrounding circuitry have been integrated on a single chip.
+More recently, the new generation of notebook and palmtop personal computers has created demand for ever-more-integrated mixed analog and digital chips. Such chips make possible the tiny hard disk drives in notebook computers, which use digital circuitry to retrieve data, but analog circuitry to drive the magnetic head across the disk. Separate analog and digital circuits would make such a drive too large and power hungry.
+""The small size, weight and low power requirements are forcing things traditionally done in analog to be done in digital and on a single chip,"" said Michael L. Hackworth, president and chief executive of Cirrus Logic Inc. in Fremont, Calif.
+Perhaps most enticing are new applications that will be made possible by mixed-signal chips. These include digital television, digital cellular telephones and truly user-friendly computing.
+Specialized graphics and the mouse pointing device, popularized on Apple Computer's Macintosh, have already increased the mixed-signal content of computers; pen and voice input will add still more. Virtual reality, which allows users wearing special electronic headgear and gloves to interact with computers and experience a three-dimensional simulated environment, will be a heavy consumer of mixed-signal devices.
+""The big problem with computers has always been the interface to the real world,"" said G. Dan Hutcheson, president of VLSI Research. ""Because mixed-signal is analog and the real world is analog, mixed-signal frees you from that digital constraint,"" he said, noting that virtual reality is possible only with mixed-signal chips. ""This is really a revolution in electronics that we're going to see in the next decade.""
+Illustration ""The Best of Both Technologies,"" demonstrates how mixed-signal intergrated circuits combine analog and digital functions on single chips for use in such technologies as mobile radio transceiver systems in cellular telephones. (Source: Hambrecht & Quist Inc., National Semiconductor Corp.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+When+Analog+Meets+Digital+on+a+Single+Chip&title=New+York+Times&issn=03624331&date=1991-10-13&volume=&issue=&spage=A.11&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 13, 1991","Combining digital and analog features allows mixed-signal chips to ""think"" like a computer but also do real-world work, like reading sensors, controlling motor speed or producing sound. A single mixed-signal chip replaces many analog and digital chips, thus reducing cost, complexity and size while increasing reliability. Because digital circuits tend to be complex collections of relatively simple devices and analog circuits are just the opposite, combining the two design disciplines in a single software program is a problem, he said. One way around it is to implement as much as possible of the chip in digital circuitry. ""The ultimate model would be an analog-to-digital converter, a bunch of digital processing, and then a digital-to-analog converter,"" Mr. [James Bixby] said. ""The big problem with computers has always been the interface to the real world,"" said G. Dan Hutcheson, president of VLSI Research. ""Because mixed-signal is analog and the real world is analog, mixed-signal frees you from that digital constraint,"" he said, noting that virtual reality is possible only with mixed-signal chips. ""This is really a revolution in electronics that we're going to see in the next decade.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Oct 1991: A.11.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,428248732,"United States, New York, N.Y.",English,13-Oct-91,"DATA PROCESSING (COMPUTERS); NEW MODELS, DESIGN AND PRODUCTS; DESIGN; SEMICONDUCTORS",New York Times,NEWSPAPER,,,,,,,
+Recession Grew Worse in Quarter As Economy Shrank at 2.8% Rate,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/recession-grew-worse-quarter-as-economy-shrank-at/docview/428053259/se-2?accountid=14586,"Special to The New York Times
+The economy contracted more rapidly in the first three months of the year than it did at the end of 1990, as national output recorded its first consecutive quarters of decline since the recession of 1981-82, the Commerce Department reported today.
+Most analysts had come to expect in recent weeks that the decline would exceed the fourth quarter's 1.6 percent annual pace, and today's report, which showed a 2.8 percent rate of decline in the January-March period, was not seen as significantly worsening prospects for pulling out of recession. Some analysts still say recovery will begin by midyear. Officially in Recession
+The data on the output of goods and services were accompanied by what appeared to be worrisome figures on inflation -- various gauges rising to annual rates above 5 percent -- but close examination suggested that these were aberrations related to imported oil.
+Still, the decline in the gross national product reflected broad weakness in the economy, which is now officially in recession, and there are few signs of recovery other than in residential real estate.
+""It's not clear you're yet approaching the trough,"" observed M. Kathryn Eickhoff, a New York consultant and former economist for the Office of Management and Budget. She said it was difficult to see how G.N.P. could expand in the current quarter.
+But the Bush Administration clung to its forecast of a spring upturn, with Michael R. Darby, Under Secretary of Commerce for Economic Affairs, declaring that ""a small positive number is certainly within the realm of probability.""
+But Mr. Darby cautioned, ""We are moving into a transition stage, so expect crosscurrents in various aspects of economic activity for several months yet.""
+The contraction was officially designated a recession on Thursday by the National Bureau of Economic Research, which said July was the starting point even though G.N.P. advanced at a 1.4 percent rate in the third quarter. Today's report of a second straight quarterly decline in gross national product fulfills the popular definition of a recession.
+Nearly every sector contributed to the first-quarter decline. Spending on personal consumption, which accounts for 65 percent of the economy, fell at an annual rate of $9.5 billion, or 1.4 percent, after a 3.4 percent rate of decline in the fourth quarter. This was the first time since the first half of 1989 that consumer spending fell for two straight quarters.
+An even bigger drag was an annualized drop of $19.8 billion, or 14.4 percent, in business investment, mainly reflecting cutbacks in orders for durable equipment. Mr. Darby said this might reflect temporary deferrals during the Persian Gulf war, and he cited more recent reports showing that investment intentions had steadied.
+But the National Association of Manufacturers said business investment, which had been relatively buoyant because of increases for computers and other office automation equipment, was now ""following its normal cyclical pattern of falling sharply during recessions."" Government Spending Down
+Purchases of goods and services by all levels of government also fell, an infrequent occurrence. Despite the war, Federal spending was $3.1 billion lower, with $500 million of that accounted for by the military.
+Department officials said that the war had only a negligible effect on the economy and that they could not even tell whether the effect was to raise or lower G.N.P. The war was largely fought from inventories, specialists have noted, providing no gain to gross national product until the stockpiles are replenished.
+Businesses continued to liquidate stocks of automobiles and other goods at a rapid rate of $20.7 billion in the quarter, the report also showed. This had the effect of raising G.N.P. somewhat since the drawdown, at $26.4 billion, was even higher in the October-December quarter.
+Inventories are now so lean, said Edward Guay, an economist for the Cigna Corporation, that even a small amount of fresh demand would force factories to raise production almost immediately. He said a surge of inventory rebuilding could push second-quarter G.N.P. growth to a rate of perhaps 2.5 percent.
+Mr. Darby said the department estimated that inventories fell sharply in March but for purposes of calculating the G.N.P. this was roughly offset by an improvement in the trade deficit. Concerns Over Exports
+For the quarter, exports fell at a $700 million pace, following a sharp fourth-quarter increase, a development that raised concern among some analysts that export growth might not be strong enough to be an important engine of recovery.
+Real final sales fell at a 3.3 percent pace in the first quarter, in contrast to a 1.4 percent increase in the fourth, the report also showed.
+As for inflation, the fixed-weighted price index climbed to 5.1 percent, from 4.7 percent in the fourth quarter, while the implicit price deflator jumped to 5.5 percent, from 2.8 percent.
+This, several analysts said, was mainly a result of a decline in the price of imported oil, which in a statistical quirk produces a temporary increase in the reported inflation rate that is subsequently reversed. Another Gauge of Prices
+The inflation rate for gross domestic purchases, Mr. Darby noted, slowed to 3.6 percent in the first quarter, from 6.3 percent in the fourth quarter, and was only 3.1 percent when a Federal pay increase is excluded.
+The first-quarter price data included increases in excise taxes and in postal rates.
+Today's report also showed that the nation's savings rate -- personal savings as a percentage of disposable personal income -- edged down to 4.1 percent from 4.2 percent.
+G.N.P. measured in current dollars instead of in constant 1982 dollars rose at a rate of $35 billion, or 2.6 percent, in the first quarter, after rising $12.7 billion, or nine-tenths of 1 percent, in the fourth quarter.
+In a revision of some fourth-quarter data, the department said corporate profits from current production were weaker than initially reported for that period, falling $11.8 billion, instead of the $5 billion calculated a month ago.
+Real G.N.P. ran at a rate of $4.12 trillion in the first quarter, down from a $4.15 trillion pace in the fourth quarter. Current-dollar G.N.P. totaled $5.56 trillion.
+Data included in the preliminary estimate of gross national product for the first quarter of 1991 follow, with all dollar amounts in billions at seasonally adjusted annual rates. Percentage changes are from the previous quarter at seasonally adjusted annual rates:
+ 
+ ",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Recession+Grew+Worse+in+Quarter+As+Economy+Shrank+at+2.8%25+Rate&title=New+York+Times&issn=03624331&date=1991-04-27&volume=&issue=&spage=1.1&au=Jr.%2C%2C+ROBERT+D.+HERSHEY&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1991","""It's not clear you're yet approaching the trough,"" observed M. Kathryn Eickhoff, a New York consultant and former economist for the Office of Management and Budget. She said it was difficult to see how G.N.P. could expand in the current quarter. The contraction was officially designated a recession on Thursday by the National Bureau of Economic Research, which said July was the starting point even though G.N.P. advanced at a 1.4 percent rate in the third quarter. Today's report of a second straight quarterly decline in gross national product fulfills the popular definition of a recession. Real G.N.P. ran at a rate of $4.12 trillion in the first quarter, down from a $4.15 trillion pace in the fourth quarter. Current-dollar G.N.P. totaled $5.56 trillion.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1991: 1.1.",11/15/17,"New York, N.Y.",,"Jr.,, ROBERT D. HERSHEY",New York Times Company,,Newspapers,428053259,"United States, New York, N.Y.",English,27-Apr-91,UNITED STATES ECONOMY; GROSS NATIONAL PRODUCT (GNP); RECESSION AND DEPRESSION,New York Times,NEWSPAPER,,,,,,,
+News Summary:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/428050026/se-2?accountid=14586,"International 2-5
+American military forces will feed 700,000 Iraqi Kurds a day and set up temporary refugee settlements in northern Iraq, as part of a plan to take control of the struggling international relief effort. Page 1
+The first wave of refugees to Turkey arrived after Iraqi troops attacked Kurdish villages with weapons said to include poison gas. Three years later, the Kurds remain in a camp outside a southeastern Turkish city. 4
+The river of refugees flowing to Iran seems frozen in place -- by weather, shortages and stiff security at the border. As Iran struggles to feed and shelter the refugees, thousands more are waiting to enter from Iraq. 1
+Iran accuses Iraq and the West of creating a regional disaster 4
+News analysis: The U.N. cease-fire has done little to bring to an end the conflict between the United States and President Hussein. The Bush Administration seems to be adjusting its policy almost daily. 5 Iraqi refugees hold a rally, urging Amercan troops to stay5
+Secretary of State Baker's visit to the Middle East ended with an apparent consensus for an Arab-Israeli conference, with Jordan and Syria saying that they would attend. What would be discussed remains unresolved. 5
+Israel bombs southern Lebanon, killing four Palestinians 5
+The pressure for democracy in Africa is building. Autocratic leaders, whose power once seemed absolute, face greater challenges than ever. Last month, Benin's president became the first to be voted out of office. 1
+President Gorbachev issued a decree ordering the Soviet republics to stop withholding the delivery of goods to other parts of the country. He warned that the fall in output threatened economic chaos. 3
+Nemuro Journal: Japanese hope Gorbachev will return islands 2
+Militants in Kashmir threaten to kill two abducted Swedes 3 National 6-10
+The Education Secretary has delayed reauthorizing a major regional accrediting association until he can review its new emphasis on cultural diversity as a criterion for evaluating colleges and universities. 1
+Texas will shift money from rich school districts to poor ones 10
+The Secretary of Defense announced his recommendations to close 31 military installations, setting off an expected protest in Congress. The closings would wipe out an estimated 70,000 jobs in 20 states by 1997. 1
+Fort Dix faces the loss of 4,000 civilian employees 7
+Closing bases can be time-consuming and can benefit towns 8
+Cnsumer prices dropped in March, for the first monthly decline since early 1986, the Government reported. It was the second report in two days to provide a reassurance that inflation was being kept in check. 37
+Stung by declining sales, I.B.M.'s earnings plunge 48.7 percent 37
+The slide in tobacco sales begins to wear on RJR Nabisco 37
+Consortium moves to acquire insurer seized in California 37
+The conduct of private detectives hired by the Kennedy family to check the background of a woman who said she was raped at the Kennedy estate is being debated by lawyers for the accuser and the accused. 6
+Editors raise new questions on indentifying rape victims 6
+Washington Talk: A grassroots effort to reject a nomination 6
+Two police officers in Los Angeles involved in the beating of a motorist have submitted workers' compensation claims, seeking early retirement and disability pensions because of ""acute anxiety and stress."" 7
+Who is most likely to cheat on taxes? A new study has found that when filling out tax returns, the people who have to make a lump-sum payment are three times as likely to cheat as those who spread out payments. 6 Regional 25-28
+Sales-tax collections declined sharply in New York City over the winter, raising new alarms about the economy and forcing city officials to scramble to close a new gap of several hundred million in the budget. 1
+Mayor Dinkins releases copies of his 1990 tax returns 27
+Signs of frustration appear in Albany over the late budget 26
+New Jersey's Education Department began legal proceedings to seize control of schools in Paterson. The Education Commissioner, John Ellis, said the district's leaders are too divided to reform the system. 25
+The Government took over the union that represents 22,000 workers in Atlantic City's casinos, hotels and restaurants after the union's leadership accepted voluntary ""banishment"" from office. 26
+The building of low-income housing began in Yonkers, a decade after the Justice Department sued the city. The first moves to desegregate Yonkers's white neighborhoods went unheralded by city officials. 25
+The lighthouse on Coney Island is the last one in the country run by a civilian lighthouse keeper. As automation has come to lighthouses, lighthouse keepers have generally left. Frank P. Schubert remains a beacon. 25
+The landmarks law in New York City is once again at the center of a debate -- this time between preservationists and churches and charities that contend their status as landmarks can interfere with their mission. 27
+Judge finds a building guilty of whistles and orders it silenced 26
+The Census Bureau counted 56,728 homeless people in all of New York, New Jersey and Connecticut. Though the bureau disclaimed any intent to provide an accurate total, advocates and officials scoffed at the count. 26 BUSINESS DIGEST 37 Arts/Entertainment John le Carre and Joseph Wambaugh denied they had ever heard of a novel called ""Just Killing Time."" Simon & Schuster had announced that it had paid $920,000 for the book in part because of their endorsements. 1
+Turning theology into a sexy novel 13
+Memphis puts on art exhibition 16
+Theater: ""Betsey Brown"" 14
+Film: ""Out for Justice"" 12
+Music in Review16
+Jarvi conducts Philharmonic 13
+""Frida"" as musical theater 13
+Four songwriters from Canada 15
+Dance: Message From the Sphinx 15
+American Ballroom Theater 17 Consumer's World 50
+More restaurants say no to American Express
+Testing products without using animals
+Coping with taxicabs
+Sunscreens that won't wash away
+Guidepost Obituaries 11
+James Schuyler, poet
+Fredson Bowers, a specialist in bibliography and manuscripts
+G. Russell Clark, oversaw banking under Rockefeller
+David Scribner, a lawyer
+Natalie Schafer, actress Sports
+Baseball: Strawberry hitless in home opener 32
+Yanks' troubles follow to Kansas City 33
+Mets expire in 11th 31
+Basketball: Knicks top Pacers 34
+Nets edge Cavaliers on Coleman's foul shot 34
+Column: Berkow on Justice Douglas 31
+Golf: Watson seizes Masters lead at midway 31
+Nicklaus still in hunt 31
+Hockey: Ranger rookies offer silver lining 33
+Terreri sparkles in goal 33
+Horse Racing: Fly So Free favored in Blue Grass 33
+Sports Leisure 35
+Running: New follower of Kenyan tradition 34
+Sports People 34 Editorials/Letters/Op-Ed
+Editorials 22
+Pay welfare for work?
+It's time to close more bases
+Giving schools a voice
+Letters 22
+Russell Baker: Home team blues 23
+Tom Wicker: A time to move 23
+Orrin G. Hatch: Safe havens aren't enough 23
+Dave Lindorff: Literacy day? Read Cuomo's lips 23
+Charles E. Schumer: Better criminal justice for less! 23",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1991-04-13&volume=&issue=&spage=1.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 13, 1991","Two police officers in Los Angeles involved in the beating of a motorist have submitted workers' compensation claims, seeking early retirement and disability pensions because of ""acute anxiety and stress."" 7 The Government took over the union that represents 22,000 workers in Atlantic City's casinos, hotels and restaurants after the union's leadership accepted voluntary ""banishment"" from office. 26 The Census Bureau counted 56,728 homeless people in all of New York, New Jersey and Connecticut. Though the bureau disclaimed any intent to provide an accurate total, advocates and officials scoffed at the count. 26 BUSINESS DIGEST 37 Arts/Entertainment John le Carre and Joseph Wambaugh denied they had ever heard of a novel called ""Just Killing Time."" Simon & Schuster had announced that it had paid $920,000 for the book in part because of their endorsements. 1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Apr 1991: 1.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428050026,"United States, New York, N.Y.",English,13-Apr-91,,New York Times,Summary,,,,,,,
+The T-Shirt Industry Sweats It Out,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/t-shirt-industry-sweats-out/docview/427907614/se-2?accountid=14586,"Their appeal transcends income, education and taste. While other fashions have come and gone, the lowly T-shirt keeps selling. But even this garment's sales may be vulnerable to a recession. Indeed, a surge in domestic capacity and the flow of imports have made T-shirt marketing a sweaty contact sport. Analysts are expecting cutbacks in domestic T-shirt output to continue in 1991.
+""The T-shirt market this year is soft due to too much capacity and the erosion in general economic conditions,"" said Robert Blanchard, president of the National Knitwear Manufacturers Association, of Morristown, N.J. ""Retailers knew that they can always get the supply they need and are controlling their inventories.""
+Because T-shirts are relatively cheap and readily available in a wide range of styles and designs, they appeal to many different people. For example, wearing a T-shirt is a way to assert one's identity or or back up a boast, whether it be about surviving the New York Marathon, visiting Dolly Parton's Dollywood in Tennessee or proclaiming an allegiance to Calvin Klein. ""Over the last five years, demand for T-shirts has been very strong,"" said Deborah Bronston, apparel analyst for Prudential-Bache Securities Inc., in New York City.
+Meeting the demand can yield stunning profit margins. Start with a simple white cotton or cotton-polyester shirt, dye it in the factory or run it through a screen or thermal printing machine. With little added expense, a basic $3-wholesale shirt can emerge as a garment that sells for several times more.
+This year, about a billion T-shirts have been made for the United States market, or four for every back. Domestic mills produced about 609 million outerwear-style T- shirts and produced another 300 million meant to be worn as underwear. About 108 million shirts have been imported.
+T-shirts are the only clothing sold not just in stores, but also on the street, in gasoline stations, bowling alleys, movie theaters and zoos. A single shirt can fetch as little as $5 or as much as $150 when sold in boutiques. Even better, in Manhattan's Times Square, three shirts can sell for as low as $10.
+Large makers like Fruit of the Loom Inc. and the Hanes division of Sara Lee Corporation, together account for more than 50 percent of the domestic outerwear T-shirt market, with Fruit of the Loom having a somewhat higher share than Hanes. But retailers buy only about 15 percent of their shirts directly from the manufacturers. The rest filter through wholesalers who either print T-shirts themselves or sell to independent, entrepreneurial style printers.
+Some executives and analysts forecast continuing strong sales. Millions of young and older Americans constantly add to their T-shirt wardrobes -- attesting to the enduring American passion for the casual. ""T-shirts and jeans naturally go together, since each seems to be just right for the other,"" observed Richard Ruster, the president of the Tee Corporation of America, a producer and importer in New York City. ""They're the leisure wear for the 1990's.""
+Few fashions are so adaptable. What began as outerwear for the fitness craze has become an all-purpose garment for the home and many work places. Indeed, the greatest growth in T-shirt sales has been in outerwear. Jack Hershlag, executive director of the National Association of Men's Sportswear Buyers, speaks of ""the two worlds of T-shirts.""
+One, he said, is the world of fashion T-shirts, proprietary creations marketed by companies or designers, usually as part of coordinated wardrobes. The other includes the blank shirts that are printed with cartoon characters, team names, product logos, special events, political slogans and jokes. ""Bart Simpson is probably outselling any other cartoon character,"" Mr. Hershlag said. ""It's a case of the product creating its own market, and the more bright ideas there are, the bigger the market will be.""
+Some analysts say that fashion and novelty will continue to fill T-shirts and T-shirt demand. ""Even though some see an oversupply, I see a continuing, solid trend because of the tie-ins with popular movies or television shows,"" said Arthur Britten, a New York retailing and apparel consultant. ""The 'Dick Tracy' and now 'The Simpsons' shirts have had sales in the millions.""
+As demand grew in the late 1980's, factories expanded more than 10 percent a year but still ran at capacity. Domestic outerwear production boomed from 382 million shirts in 1986 to 648 million in 1989. Output fell closer to 600 million this year as the manufacturers, fearing oversupply, cut back.
+Importers have had to retreat as well. The biggest source of imported T-shirts is Pakistan, followed by China, Hong Kong and the Philippines. While the foreign flow increased from 14.9 percent of the outerwear market in 1986 to 18.2 percent in 1989, it has slowed this year, dropping an estimated 6 to 8 percent through June, Mr. Blanchard said.
+Domestic T-shirt makers have depended on automation to fend off the imports that have inundated many other types of apparel companies. T-shirts are made from knit jersey, either an all-cotton or polyester blend, by high-speed knitting machines that, in a plant with 500 employees, turn out 17 million shirts a year. But lower fiber costs help keep the price of imported shirts a dollar or two below the cost of domestic products.
+Some American companies are trying to compete by shifting their production overseas. Mr. Ruster said that imports are more likely to thrive in 1991 than domestic production. His three-year-old T-shirt company produces all its garments from abroad. Foreign makers often pay more for import rights -- which, under national quotas, can be bought and traded -- than for actual shirt production. In Mr. Ruster's view, ""That shows the demand still exists for the import.""
+For manufacturers like Mr. Ruster, T-shirts will never go out of style. ""It's still a very hot business,"" he said. ""The T-shirt business is at its peak and everyone still wants to be in it."" DESIGNER T-SHIRTS' TRUE WORTH
+Nobody would price a Claude Monet painting by totaling the value of its canvas, pigment, frame and labor, as well as the retail markup. Likewise, the Monets of the fashion world insist that standard accounting fails to capture their creations' true worth. Far from treating T-shirts as designer doodlings, clever retailers promote them as essential elements in wardrobes.
+Earlier this year, at the Claude Montana boutique in Beverly Hills, Calif., $150 bought a white T-shirt with a big M on the front. However, the French designer will no longer produce these shirts, because, as the boutique manager said, ""We do not renew last season's styles.""
+Those in the business stress that the finished masterpiece justifies a shirt's high price. ""The designer who decides to do a T-shirt will design it totally, from the fabric, construction, shape and trim,"" said Jack Hershlag, of the National Association of Men's Sportswear Buyers. ""Basic T-shirts are mass-produced and chopped out in standard shapes. But the designer might want his creation longer, shorter, fuller or deeper, or with a higher neck.""
+Not that this effort is always evident. ""You are paying for the designer's name, which is usually on it, and for the pleasure of the reaction you get,"" Mr. Hershlag said. ""It's a matter of fashion appeal and probably snob appeal. Is it better made? Yes, but probably not much more than the best-made, moderate-priced T-shirt.""
+Mr. Hershlag said that consumers will never tire of letting designers advertise on their chests. ""Not one bit,"" he said. ""People want that name on their jeans or their T-shirts. Manufacturers are falling all over themselves to get the permission of designers to use their names on the products they make.""
+Photograph Richard Ruster, a T-shirt maker. (Sara Krulwich/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+T-Shirt+Industry+Sweats+It+Out&title=New+York+Times&issn=03624331&date=1990-12-30&volume=&issue=&spage=A.6&au=Barmash%2C+Isadore&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 30, 1990","Some executives and analysts forecast continuing strong sales. Millions of young and older Americans constantly add to their T-shirt wardrobes -- attesting to the enduring American passion for the casual. ""T-shirts and jeans naturally go together, since each seems to be just right for the other,"" observed Richard Ruster, the president of the Tee Corporation of America, a producer and importer in New York City. ""They're the leisure wear for the 1990's."" Some analysts say that fashion and novelty will continue to fill T-shirts and T-shirt demand. ""Even though some see an oversupply, I see a continuing, solid trend because of the tie-ins with popular movies or television shows,"" said Arthur Britten, a New York retailing and apparel consultant. ""The 'Dick Tracy' and now 'The Simpsons' shirts have had sales in the millions."" Those in the business stress that the finished masterpiece justifies a shirt's high price. ""The designer who decides to do a T-shirt will design it totally, from the fabric, construction, shape and trim,"" said [Jack Hershlag], of the National Association of Men's Sportswear Buyers. ""Basic T-shirts are mass-produced and chopped out in standard shapes. But the designer might want his creation longer, shorter, fuller or deeper, or with a higher neck.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Dec 1990: A.6.",11/15/17,"New York, N.Y.",UNITED STATES,"Barmash, Isadore",New York Times Company,,Newspapers,427907614,"United States, New York, N.Y.",English,30-Dec-90,APPAREL; PRODUCTION; INTERNATIONAL TRADE AND WORLD MARKET; FORECASTS,New York Times,NEWSPAPER,,,,,,,
+ELECTRONICS NOTEBOOK; Remotes: On Fast Forward,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electronics-notebook-remotes-on-fast-forward/docview/427847716/se-2?accountid=14586,"LEAD: THERE is something peculiar about the latest generation of audio and video equipment: the more it is used, the less it is touched. The buttons and knobs are still there, but they are vestigial. Nearly everything is operated using remote controls.
+THERE is something peculiar about the latest generation of audio and video equipment: the more it is used, the less it is touched. The buttons and knobs are still there, but they are vestigial. Nearly everything is operated using remote controls.
+The remote used to be an accessory to a television or audio system - its satellite, not its center. Now the reverse is true. The remote is often the only part of the equipment that is ever touched. It can seem far more powerful than the object it controls.
+Furthermore, so seductive is the remote control that it has even become an object of play in itself, as if the equipment, with all its sights and sounds, were nearly irrelevant.
+Yet as design objects, remote controls have been a failure: they are increasingly cluttered, awkward and incompatible with other manufacturers' equipment. ''The whole industry knows the problem,'' said John Bocko, director of industrial design at Philips Consumer Electronics.
+Nearly every major company is engaged in radically redesigning its remote controls. One approach is to eliminate the profusion of buttons and return to the television remotes of two decades ago. Sony has developed a $19.95 minimalist remote for its televisions that is the size of a slightly thick credit card. Its buttons are tiny bumps, offering only the most basic controls, which are all most people need.
+This summer Mitsubishi won an award from the Industrial Designers Society of America for a more radically designed television remote. The $49.99 PRM-1, containing only buttons for power, channel and volume, is a pen-shaped electronic wand. It is also being packaged with Mitsubishi's more expensive televisions as a second, alternative remote.
+Not all design ideas are minimalist. RCA has produced a television remote with color-coded buttons of different shapes and sizes to make the remote easier to decipher and use. It is also planning to release a three-button remote that uses a television menu to make selections.
+The clutter of incompatible remotes is being addressed by programmable remotes, which replace others by learning their signals and combining them in a single hand-held unit. Many companies, including Philips, Mitsubishi, Onkyo and Proton, now package programmable remotes with their more expensive systems, offering the opportunity to control other manufacturers' equipment.
+While programmable remotes can be effective, the older generation generally proved awkward to use: they are not designed for any particular piece of equipment.
+Their designs, however, are improving. Mitsubishi has an appealing approach to the programmable remote in the $150 M-X254i. It keeps the most-used buttons easily available but hides the more exotic ones behind a sliding door.
+But programming still requires fussing with these objects of supposed convenience: lining them up, head to head and pressing one button at a time. New preprogrammed units by Harmon Kardon and Proton already contain coded within them the information to control thousands of pieces of electronic equipment made by dozens of manufacturers; the user need tell the remote only once what equipment is to be controlled.
+But the most efficient remotes are those designed by a company for its own audio and video systems. Bose recently introduced the Lifestyle Music System, whose remote works through walls and around corners because it does not use infrared signals, as do all others, but rather radio frequencies. The remote of this unusual system can control multiple speakers throughout a house, each capable of offering different selections - compact disk, video, tuner - from within the same system.
+The Danish company Bang & Olufsen has created the $1,000 Beolink 7000, which is due out in January. The ''terminal,'' as it is called, is a miniature computer for controlling B & O systems, all aluminum and black glass, with no visible buttons.
+When touched, it moves, angling forward with an internal motor. A display lights in pale blue, presenting touch-sensitive commands precisely suited to the equipment being played. Other commands shine in red out of the black glass. The screen changes as the selection changes. The goal is to completely hide the operation of the system from the user, and make its control seem like magic.
+Indeed, the power of the remote is the power of classical magic. Jay Leno tells a joke about his father keeping his remote control in a drawer so that no terrible accident - like an explosion or fire - will take place. Remotes do indeed resemble detonators: press a button, and without obvious connection, something dramatic happens across the room.
+That something is getting more dramatic all the time. The B & O remote can control lighting systems. Some programmable remotes can control appliances. Still others control car alarms, garage doors, alarm systems and heating systems.
+Remotes are the objects upon which the hopes of home automation are concentrated, promising a utopia of gadgets held in the palm of the hand. The only problem is that their power often exists despite their design rather than because of it.
+An Array of Choices and Challenges",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ELECTRONICS+NOTEBOOK%3B+Remotes%3A+On+Fast+Forward&title=New+York+Times&issn=03624331&date=1990-10-11&volume=&issue=&spage=C.1&au=Rothstein%2C+Edward&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 11, 1990","Yet as design objects, remote controls have been a failure: they are increasingly cluttered, awkward and incompatible with other manufacturers' equipment. ''The whole industry knows the problem,'' said John Bocko, director of industrial design at Philips Consumer Electronics. The Danish company Bang & Olufsen has created the $1,000 Beolink 7000, which is due out in January. The ''terminal,'' as it is called, is a miniature computer for controlling B & O systems, all aluminum and black glass, with no visible buttons. New designs for remote controls include, from left, an RCA unit that varies size, shape and color of buttons; the pen-shaped PRM-1 by Mitsubishi; the Beolink 7000, which angles forward when touched, and Sony's credit-card-size RM-K1T. (Bill Aller/The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Oct 1990: C.1.",11/15/17,"New York, N.Y.",,"Rothstein, Edward",New York Times Company,,Newspapers,427847716,"United States, New York, N.Y.",English,11-Oct-90,"ELECTRONICS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"Evolution in Europe; Warily, East Germany Stores Itself Away","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/evolution-europe-warily-east-germany-stores/docview/427682010/se-2?accountid=14586,"LEAD: The current task of Teterow's biggest employer is to work itself out of a job. But then that's what most of East Germany is doing these days.
+The current task of Teterow's biggest employer is to work itself out of a job. But then that's what most of East Germany is doing these days.
+Workers at the biggest local enterprise, which used to fix military vehicles, spend most of their time these days dismantling and discarding armored personnel carriers under the new Government's disarmament program.
+Not surprisingly, an employee arriving for the evening shift with a sack of beers slung from his bicycle seems bemused by a question about his ''prospects.''
+'We Will All Be Sacked'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Evolution+in+Europe%3B+Warily%2C+East+Germany+Stores+Itself+Away&title=New+York+Times&issn=03624331&date=1990-06-27&volume=&issue=&spage=A.1&au=SERGE+SCHMEMANN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 27, 1990","''Many people wanted change, and now we have to put up with the things that come with it,'' said Hermann Gorg, a 50-year-old worker at a local company that builds assembly lines and other means of improving production. ''There's nobody here who can say his job is secure. Me, I'm skeptical about how things will go after July 1. But we have to say that after 40 years, things have to become better.'' ''Maybe they will sack us all and take us back two months later,'' he said. ''Who knows? Maybe we will be unemployed for only a year. Maybe they'll keep 200 people. But they have to do something, it's a big factory for Teterow.'' ''Basically, we're like the spreading blades of a scissors, our desire for a market economy on the one side, and our desire to keep our people alive on the other,'' he said. ''My opportunities to change anything here are slim, because unemployment will be the central problem not only here, but in the whole of the republic. We are more or less hanging in a vacuum.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 June 1990: A.1.",11/15/17,"New York, N.Y.",EAST GERMANY WEST GERMANY,"SERGE SCHMEMANN, Special to The New York Times",New York Times Company,,Newspapers,427682010,"United States, New York, N.Y.",English,27-Jun-90,"GERMANY, REUNIFICATION OF; ECONOMIC CONDITIONS AND TRENDS",New York Times,NEWSPAPER,,,,,,,
+NEWS SUMMARY:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/427617706/se-2?accountid=14586,"LEAD:
+International A3-15",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+SUMMARY%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1990-04-12&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 12, 1990","Lech Walesa took back his statement that he would run for President of Poland. The leader of the Solidarity trade union said his remarks had merely been a ''metaphor'' aimed at speeding the pace of reforms. A11 Fraud in savings institutions seized by regulators is ''pervasive,'' and pursuing the hundreds of cases will be a costly effort stretching out over several years, the director of the F.B.I. told a Congressional panel. A1 Randy Shilts: Is ''outing'' gays ethical? A23","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Apr 1990: A.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427617706,"United States, New York, N.Y.",English,12-Apr-90,,New York Times,Summary,,,,,,,
+"On the Waterfront, a Scared Silence","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-waterfront-scared-silence/docview/427543537/se-2?accountid=14586,"LEAD: As always, the men who work the docks have little to say about what goes on in their foggy frontier by the river.
+As always, the men who work the docks have little to say about what goes on in their foggy frontier by the river.
+''They'll all tell you the same thing, 'I don't know nothing about it,' one tall longshoreman said outside the gate of the Red Hook Container Terminal in Brooklyn just after daybreak yesterday, two days after a new Federal suit said the mob still calls the shots in vast stretches of the Port of New York.
+Even as he spoke, someone behind the wire fence growled ''R-r-r-rat!'' and the man, who would not give his name, stalked off.
+The waterfront, a borderland shrouded in the threat of danger, has always had the power to frighten. That power was revived this week as the Justice Department sued six locals of the International Longshoremen's Association and 44 officials under the racketeering laws, charging that, despite 40 years of investigations, organized crime and dishonest union officials continue to dominate the surviving parts of the port.
+'Synonym for Organized Crime'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=On+the+Waterfront%2C+a+Scared+Silence&title=New+York+Times&issn=03624331&date=1990-02-17&volume=&issue=&spage=1.29&au=DePALMA%2C+ANTHONY&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 17, 1990","''The Government has had extraordinary prosecutions in the late 1970's and in the 1980's that put a dent in organized crime's overt control of the waterfront,'' said Chad A. Vignola, the assistant United States attorney who led the Government effort. ''Now we're taking one more step to wrest complete control from them.'' Even Nick DiRosa drives, though he lives close by on President Street. ''I got no trouble,'' said Mr. DiRosa, one of the last longshoremen to enter the union 11 years ago. ''I support my family, I got four kids. It's good work.'' Another longshoreman came through the gate, staring suspiciously, withholding his name. ''What do you want me to say?'' he replied when asked whether he thought a government-appointed trustee would straighten out his local. ''Nothing changes. You just live every day as if it's your last.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Feb 1990: 1.29.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW YORK HARBOR,"DePALMA, ANTHONY",New York Times Company,,Newspapers,427543537,"United States, New York, N.Y.",English,17-Feb-90,STEVEDORING; RACKETEERING AND RACKETEERS; ORGANIZED CRIME; SUITS AND LITIGATION,New York Times,NEWSPAPER,,,,,,,
+Overseas Tool Sales Are Pushed,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/overseas-tool-sales-are-pushed/docview/427492704/se-2?accountid=14586,"LEAD: Troubled by the slump in the auto industry and competition from the Japanese, makers of machine tools have been looking to new businesses and markets overseas, particularly in Western and Eastern Europe.
+Troubled by the slump in the auto industry and competition from the Japanese, makers of machine tools have been looking to new businesses and markets overseas, particularly in Western and Eastern Europe.
+Analysts and executives say it is too early to tell how successful the manufacturers have been, and some of them say the efforts will never be able to offset the downturn in automotive orders. But there have been notable accomplishments, they say.
+Litton Industries' machinery unit, for example, has been winning contracts with manufacturers in Europe and has a nearly $200 million backlog for machine tools used in making engines, transmissions and brake systems for Ford Motor in Britain. Cincinnati Milacron Inc. has been seeking business from the aerospace industry. And Giddings & Lewis Inc. has become more aggressive in its sales efforts overseas, looking to drum up business in Eastern Europe and the Soviet Union.
+Growth Abroad Is Stronger",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Overseas+Tool+Sales+Are+Pushed&title=New+York+Times&issn=03624331&date=1990-01-30&volume=&issue=&spage=D.1&au=Hicks%2C+Jonathan+P&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 30, 1990","''The Japanese machine tool companies are making headway here,'' said James J. Paper, an analyst at Kirkpatrick, Pettis, Smith, Polian of Omaha. ''They are here to serve the Japanese auto companies that have operations in the United States and there is a great deal of loyalty on the part of Japanese auto companies toward Japanese machine tool companies.'' Some analysts consider attitudes like Mr. [James A. Egbert]'s overly optimistic. ''I know that the general expectation is that the automotive industry will probably resume new orders by the second half of the year,'' said Mr. [Walter F. Carter] of DRI/McGraw Hill. ''But automobile companies change their plans very abruptly.'' ''These cycles are intrinsic in the nature of the business we're in,'' Mr. [E. Kidder Meade] said. ''If you're going to survive in this business, you can do a lot of things. But you basically have to have flexibility in your production. You have to control costs and operate as lean an operation as possible.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Jan 1990: D.1.",11/15/17,"New York, N.Y.",UNITED STATES EUROPE,"Hicks, Jonathan P",New York Times Company,,Newspapers,427492704,"United States, New York, N.Y.",English,30-Jan-90,MACHINE TOOLS AND DIES; INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+UPHEAVAL IN THE EAST; Lutheran Church Gets a Bigger Role,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/upheaval-east-lutheran-church-gets-bigger-role/docview/427481561/se-2?accountid=14586,"LEAD: With the virtual collapse of the East German Communist Party, the leading moral authority in this part of Germany is once again what it has been for most of the time since the Reformation, the Lutheran Church.
+With the virtual collapse of the East German Communist Party, the leading moral authority in this part of Germany is once again what it has been for most of the time since the Reformation, the Lutheran Church.
+So it is that the Lutheran Bishop of Berlin-Brandenburg, Dr. Gottfried Forck, will hold the chair when round-table talks among all the political forces in East Germany sit down on Thursday to try to find a way out of the political crisis - with the Communist Party, the leading social force in the country only a month ago, now just one among many, struggling for its very existence.
+The Protestant church in East Germany provided shelter, working space and moral authority to the protest groups that gave birth to the popular revolution that swept the country in September and October. Hundreds of thousands of people, taking to the streets, and fleeing the country by road through neighboring Hungary and Czechoslovakia, forced the Communist rulers to oust the leader who built the Berlin wall, Erich Honecker, and finally to declare the wall and all the country's borders open on Nov. 9.
+According to some leading members of the clergy, the church had no political program of its own. Now, they say, its role will be simply to get all parties talking to one another, and let them decide what they will.
+''The new Government has expressly encouraged the churches to play an independent role, and recognized the role they played earlier in the process of renewal,'' said one of the key figures, the Rev. Bernd Albani, one of the three ministers of Gethsemane Church in East Berlin's Prenzlauer Berg neighborhood. In that church members of New Forum, Democratic Awakening and other unofficial political groups gathered daily at the height of the revolutionary movement this fall.
+The church became a focal point of the growing popular demand for change, with daily protest meetings, vigils and candles burning outside the iron front gate to symbolize support for political prisoners. The Nikolaikirchein Leipzig and the Kreuzkirche in Dresden played similar roles as magnets there.
+''Our secret services kept telling us that the churches here, like Solidarity in Poland, were a tool of Western intelligence,'' an East German party official said. ''That was nonsense. The church didn't create the protest movement. It made itself available to them, gave them meeting places and encouragement.''
+One leading churchman, the Rev. Werner Kratschell, superintendent of the Lutheran Church's Berlin-Pankow district, traced the origins of the movement to the East-West tensions of 1982, when the United States and the Soviet Union were stationing medium-range missiles in Europe. State Infiltrated Meetings
+''We had a peace group here that met every Friday,'' Pastor Kratschell said, sitting in his vicarage across from the brick parish church in Pankow, ''and the state always sent about 20 young people in, to pose as participants.''
+''Their tactic was to try to sabotage the meetings by asking provocative questions,'' he said. ''So the movement had to learn how to exercise control, and self-control, with the 'enemy' right in the room with them. This training bore fruit in the big demonstrations in Berlin, Leipzig and Dresden in October and November - the first peaceful revolution on German soil.''
+Nor did the East German church lack experience in dealing with the ''enemy.'' The Rev. Werner Widrat, pastor of Gethsemane Church, was a member of the Communist Party himself until 1974.
+''As I wasn't married at the time,'' he said. ''It was relatively easy to make the decision. I didn't have to worry about anybody else. There were, of course, some discussions at work and in the party - they were looking for the class enemy, the influence from abroad - that had made me turn.''
+But, Pastor Widrat said, the cause lay within himself.
+''My work in automation and computer technology involved armed police units,'' he said. ''I thought about what I saw. I did not want to force people to accept happiness that the party had thought up for them.''
+Asked to explain why the church became the rallying point for so much of the opposition to Mr. Honecker's regime, Pastor Widrat said: ''There was no other social force in the country that had independence both from the state and the party. And we had an understanding of the Christian Gospel as a message with a political content.''
+The liberation theology of the Latin American church was an influence, he said, as was Dietrich Bonhoeffer, the Protestant minister who bore witness against Nazism.
+Pastor Kratschell said he was now counseling a career Communist Party official who was in despair in contemplating what he called the wreckage of his life's work. Tide of Demands 'No Surprise'
+''For someone who's been living here all these years, the tremendous momentum of demands for change in recent weeks is no surprise,'' Pastor Kratschell said.
+He sees echoes of scripture in the events that are changing East Germany now day by day.
+''He hath scattered the proud in the imagination of their hearts,'' he said. ''He hath put down the mighty from their seats, and exalted them of low degree. He hath filled the hungry with good things; and the rich he hath sent empty away.'' Those lines from the Magnificat in Luke 1:51-53, he said, could describe what has happened since Mr. Honecker and his cohorts were thrown out of office, deprived of their luxury villas in Wandlitz and disgraced.
+When Mikhail S. Gorbachev came to Berlin in early October, the motorcade passed through Pankow, and Pastor Kratschell's young son was in the crowd.
+''All I could think of then, as the crowd cheered him, was Christ's entry into Jerusalem,'' he said.
+Though this thought has also impelled the Roman Catholic Church to play an active social role in other countries like Poland and those in South America, it remained relatively in the background here, according to clergymen and diplomats. There are estimated to be only one million Catholics in East Germany, who took part in the last year in an ecumenical movement for ''peace, justice and preservation of the creation'' that has since found an echo in a patriotic appeal signed by the Communist Party leader, Egon Krenz, in a last desperate effort to hold onto power before he was forced to resign on Sunday.
+''In this land,'' Pastor Kratschell said, ''there are precious, tender, delicate values - of social solidarity, deep friendship, caring - that could perish in a moment. It would be a shame if they did, but the people of this country right now see only the golden face of capitalism. We've become a city of plastic bags from Western department stores since the wall went down.''
+''Erich Honecker had begun to see the churches as repositories of cultural strength and continuity that went back hundreds of years,'' he said. ''Now that their power has collapsed, they will perhaps also notice that history did not begin with them, but Goethe, Luther, J. S. Bach and Hegel also all left their imprint on this land, on this part of Germany, which is where they lived and worked.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=UPHEAVAL+IN+THE+EAST%3B+Lutheran+Church+Gets+a+Bigger+Role&title=New+York+Times&issn=03624331&date=1989-12-07&volume=&issue=&spage=A.20&au=CRAIG+R.+WHITNEY%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 7, 1989","''Their tactic was to try to sabotage the meetings by asking provocative questions,'' he said. ''So the movement had to learn how to exercise control, and self-control, with the 'enemy' right in the room with them. This training bore fruit in the big demonstrations in Berlin, Leipzig and Dresden in October and November - the first peaceful revolution on German soil.'' ''As I wasn't married at the time,'' he said. ''It was relatively easy to make the decision. I didn't have to worry about anybody else. There were, of course, some discussions at work and in the party - they were looking for the class enemy, the influence from abroad - that had made me turn.'' ''In this land,'' Pastor Kratschell said, ''there are precious, tender, delicate values - of social solidarity, deep friendship, caring - that could perish in a moment. It would be a shame if they did, but the people of this country right now see only the golden face of capitalism. We've become a city of plastic bags from Western department stores since the wall went down.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Dec 1989: A.20.",11/15/17,"New York, N.Y.",EAST GERMANY,"CRAIG R. WHITNEY, Special to The New York Times",New York Times Company,,Newspapers,427481561,"United States, New York, N.Y.",English,7-Dec-89,POLITICS AND GOVERNMENT; LUTHERAN CHURCHES,New York Times,NEWSPAPER,,,,,,,
+Sheffield Knife Maker Beats the Odds,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sheffield-knife-maker-beats-odds/docview/427174307/se-2?accountid=14586,"LEAD: The squat brick headquarters building of Richardson Sheffield Ltd. looks like a warehouse. But its humble appearance is deceptive, for it houses one of Britain's most surprising stories of industrial success and international competitiveness.
+The squat brick headquarters building of Richardson Sheffield Ltd. looks like a warehouse. But its humble appearance is deceptive, for it houses one of Britain's most surprising stories of industrial success and international competitiveness.
+Richardson Sheffield has thrived in the face of seemingly insurmountable odds, becoming a world-leading producer of kitchen knives at a time when falling sales and bankruptcy have been the order of the day for much of the Sheffield cutlery industry. Richardson Sheffield has more than held its own against efficient rivals from the Far East, and today even Japan is a fast-growing market for the company's knives.
+Yet Richardson Sheffield has not met the Far East challenge with the customary Western tactic of focusing on more expensive specialty goods. Instead, its formula has been to be more efficient than the Asian producers, competing head-to-head in lower-priced lines of knives as well as in the more expensive ones, with its knives selling in more than 70 countries.
+''Richardson Sheffield has defied the economic laws of gravity,'' said Charles Baden Fuller, a professor of strategic management at Bath University. ''It shows that you can make money out of a declining industry.'' Profits Spurt
+Since 1980, Richardson Sheffield has increased its sales and pretax profits nearly eightfold, to a projected $3.4 million in profits on sales of $31.5 million in the year ending June 1989.
+Lately, the company's unlikely success has attracted considerable attention among British management experts. Richardson Sheffield has been the subject of a popular case study at the London Business School, Britain's leading business school, whose use of case-study research is patterned after the Harvard Business School's. So now, business school students and management scholars are poring over the Richardson Sheffield case to glean the wisdom to be learned from Bryan Upton, the company's chairman, who dropped out of school at age 13.
+Mr. Baden Fuller, who is also a research fellow at the London Business School and co-author of the study on Richardson Sheffield, believes there are broader lessons in the Sheffield company's experience for corporate managements and government policy makers.
+In dealing with so-called mature industries, corporate executives and government officials typically assume that the technology is known and the markets are developed, making it only a matter of time before those industries are lost to newly industrialized countries that have lower labor costs, Mr. Baden Fuller said.
+The assumptions may be wrong, but they tend to be self-fulfilling, Mr. Baden Fuller believes. The result is often a downward spiral of underinvestment, missed opportunities, declining profitability and protectionism. At Richardson Sheffield, however, there was no such cycle of decline because Mr. Upton relentlessly pushed for improvements on three fronts: manufacturing efficiency, product development, and customer service and marketing. 'Decline Was Not Inevitable'
+''Upton saw that much of the problem with the industry was management and that decline was not inevitable,'' Mr. Baden Fuller said.
+For his part, Mr. Upton, a blunt, affable 56-year-old, who began in the cutlery business more than four decades ago by cutting die patterns, describes Richardson Sheffield's progress mainly from a factory-floor perspective. After seven years with the company, Mr. Upton was named acting managing director in 1966. He was immediately concerned by what he considered the complacency of the Sheffield cutlery industry, where even today many producers use production methods and patterns little changed from the 19th century.
+The Japanese had not yet begun shipping knives to Europe, but their reputation as efficient cutlery makers had preceded their exports. ''I figured that if we didn't automate our manufacturing and become more efficient, we would be dead in 10 years,'' Mr. Upton recalled.
+Today, Richardson Sheffield's long drive to automate knife-blade production is evident at every turn during a tour of its factory. For example, Mr. Upton points to a cluster of blade-grinding machines, which are about 10 years old. Each automatically grinds 6,000 blades a day, with one person overseeing six machines. Before the company designed the machines, the task was done by a worker sitting astride a grinding wheel, turning out 700 blades a day. Razor-Blade Machine Modified
+Some of the company's machinery is new, but much of it is not. Virtually all of it was made or designed in-house. Mr. Upton points with pride to machines that are 25 years old. To supply a West German company that wanted cheap paring-knife blades, Mr. Upton bought an old razor-blade making machine from a nearby scrap heap for $120, renovated and modified it. The machine now turns out 25,000 paring-knife blades a day, which Richardson Sheffield sells for less than 5 cents a blade, and still makes a profit.
+And for executives who complain that Japanese companies have freely borrowed Western methods and product designs for decades in a tactic known as ''reverse engineering,'' which often occupies a gray area of business ethics, Mr. Upton provides one answer. He points to a pair of machines that polish 50,000 blades a day. ''I saw machines like these in Japan 10 years ago,'' he said. ''Then I came back and built them better. All you need is the idea, after all.''
+In all, the automation campaign at Richardson Sheffield has increased its total knife blade production fivefold since the mid-1960's, to more than one million a week, while reducing its production work force.
+Roughly half of the company's production is sold to other manufacturers. Thus other producers, like Hoffritz and J. A. Henckels of West Germany, which specialize in costly kitchen knives, may be better known than the Sheffield company. But Richarson Sheffield is believed to be the highest-volume producer of kitchen knives and blades in the world.
+Mr. Upton credits Jerome S. Hahn, an American who formerly owned Richardson Sheffield and Regent Sheffield, an associate company in Farmingdale, L.I., with shaping many of his management ideas. Mr. Hahn also pushed Richardson Sheffield to develop its breakthrough product, the Laser kitchen knife, promoted as a knife that never needs sharpening. It is backed by a 25-year guarantee in most markets and a 30-year guarantee in the United States.
+The idea for the Laser knife, Mr. Hahn recalled, began in a Chicago bar, when he was having drinks with a buyer from Sears, Roebuck & Company. The best knife in the world, the Sears buyer said, would start sharp, stay sharp and never need sharpening - and be competitively priced. At the time, in 1979, laser technology was much in the news. To Mr. Hahn, a former advertising man, the word laser conveyed to the public the notion of futuristic technology. ''So I told Bryan Upton, 'I've got the name and all you've got to do is come up with the product,' '' Mr. Hahn recalled.
+A year later, Richardson Sheffield introduced its first Laser knives, and they proved to be a breakthough product. There have been three other Laser series products, all sold as six-piece sets of kitchen knives with a distinctive pattern of almost microscopic ridges, which helps maintain sharpness.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sheffield+Knife+Maker+Beats+the+Odds&title=New+York+Times&issn=03624331&date=1989-04-15&volume=&issue=&spage=1.35&au=STEVE+LOHR%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 15, 1989","''Richardson Sheffield has defied the economic laws of gravity,'' said Charles Baden Fuller, a professor of strategic management at Bath University. ''It shows that you can make money out of a declining industry.'' Profits Spurt For executives who complain that Japanese companies have freely borrowed Western methods and product designs for decades in a tactic known as ''reverse engineering,'' which often occupies a gray area of business ethics, Mr. [Bryan Upton] provides one answer. He points to a pair of machines that polish 50,000 blades a day. ''I saw machines like these in Japan 10 years ago,'' he said. ''Then I came back and built them better. All you need is the idea, after all.'' The idea for the Laser knife, Mr. [Jerome S. Hahn] recalled, began in a Chicago bar, when he was having drinks with a buyer from Sears, Roebuck & Company. The best knife in the world, the Sears buyer said, would start sharp, stay sharp and never need sharpening - and be competitively priced. At the time, in 1979, laser technology was much in the news. To Mr. Hahn, a former advertising man, the word laser conveyed to the public the notion of futuristic technology. ''So I told Bryan Upton, 'I've got the name and all you've got to do is come up with the product,' '' Mr. Hahn recalled.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Apr 1989: 1.35.",11/15/17,"New York, N.Y .",,"STEVE LOHR, Special to the New York Times",New York Times Company,,Newspapers,427174307,"United States, New York, N.Y.",English,15-Apr-89,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+An Improved Outlook For Manufacturing,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/improved-outlook-manufacturing/docview/426966850/se-2?accountid=14586,"LEAD: When William C. Johnson left his job in 1984 to sell cars after 23 years on the assembly line at the Warner & Swasey Company's Cleveland plant, the downturn in the fortunes of the machine tool manufacturer seemed irreversible. While major customers in the auto, defense and energy industries were in a slump, Japanese competitors had grabbed a large share of the market.
+When William C. Johnson left his job in 1984 to sell cars after 23 years on the assembly line at the Warner & Swasey Company's Cleveland plant, the downturn in the fortunes of the machine tool manufacturer seemed irreversible. While major customers in the auto, defense and energy industries were in a slump, Japanese competitors had grabbed a large share of the market. Total plant employment had fallen below 300, from a high that reached 1,900 in the late 1970's.
+Today, at age 45, Mr. Johnson is back -and so is the 107-year-old Warner & Swasey. Under new ownership, the Detroit-based Cross & Trecker Company, and with a $4 million, two-and-a-half-year investment in research and development, Warner & Swasey began late last year to ship a new line of metal-cutting machines. Incorporating computer controls and robotic components, the new machines are being marketed to companies in the United States and overseas. Orders are running 40 percent better than a year ago and to meet demand, a second shift was added last year at the plant, which has since been relocated to Solon, a Cleveland suburb; total employment there has risen to 450. At Caterpillar Inc., for the first time in several years, employees are being recalled and college campuses are being scoured for new recruits. Employment at the industry giant, based in Peoria, Ill., is up to 40,360 nationwide, compared with 36,938 at the end of 1987. Recruiters are seeking skilled employees in engineering, sales and marketing.
+Nationwide, the manufacturing story is much the same. Aided by the lowered value of the dollar and widespread corporate restructuring that has included extensive production modernization, the country's basic industries - including such hard-hit enterprises as textiles, furniture and steel - are making a comeback on the world market.
+''There is no question that the dollar's drop has helped exports tremendously,'' said Zachariah C. Dameron Jr., president of the Virginia Manufacturers' Association, a group of more than 500 of the state's businesses. ''While we did see a loss in manufacturing jobs during the early 1980's, we have regained them all.''
+Indeed, manufacturing employment's steep slide, which meant a nationwide loss of over two million jobs between 1979 and 1986, has been at least temporarily halted. True, over the long term the Federal Bureau of Labor Statistics projects manufacturing jobs to decline, with the manufacturing share of civilian employment expected to account for only 15.2 percent by the year 2000, down from 26.1 percent in 1972.
+But economists concede that they underestimated the current increase in exports and the strength of the sector's recovery. In fact, last year total manufacturing employment reversed the downward trend and grew by 100,000, to over 19 million, according to the bureau.
+Still, what is emerging, according to labor economists, is a radically different manufacturing employment picture. With corporate downsizing and production automation has come a steadily shrinking number of actual jobs, and those that remain are increasingly highly skilled and involve high technology. The upheaval is taking place in plants across the country through recruitment, labor negotiations and retraining programs.
+''We won't see jobs which continue to demand the same skill over a long period of time,'' said Robert Holland, president of the Committee for Economic Development, a business supported research group based in Washington. ''You may not change jobs, but jobs will change you.''
+Human-resources managers say that most current opportunities are for those with specific technical skills - white-collar positions such as chemical engineers, electrical engineers and computer scientists. Spot shortages of skilled blue-collar craftsman, machinists and electricians, for example, have surfaced. Opportunities are few, however, even at the entry level, for unskilled applicants.
+''It doesn't take very many people for actual hands-on assembly of any manufactured goods anymore,'' said Audrey Freedman, a labor economist at the Conference Board in New York, a business-research organization. ''It does take more people to design them, test them and arrange for acquisition of required production materials and financing.''
+One of the most dramatic examples of the impact of production modernization on the job outlook can be seen in the steel industry. Industrywide, the signs are good: operating costs are down and labor productivity is up. Job opportunities however, continue to be limited.
+At Inland Steel Industries Inc., for instance, which reported record income in the first half of this year, the emphasis continues to be on increased productivity. At the company's Indiana Harbor Works plant at East Chicago, Ind., which has been operating at more than 90 percent of capacity all this year, only 14,600 employees are needed, compared with nearly 23,000 in 1981.
+And, when I/N Tek, a $400 million automated steel-manufacturing plant under construction in a joint venture with Nippon Steel Corporation of Japan, opens outside South Bend in December 1989, it will operate with only 200 employees.
+According to Michael Hoban, manager of employee development and training at Inland, new technology has had a dramatic impact on job definition. Positions at the Harbor Works, for instance, have been broadened to include minor maintenance responsibilities along with equipment operation. This emphasis on flexibility will be even more apparent at I/N Tek, he said, where employees will be trained in multiple skills and work as part of a team.
+''In years past,'' said Mr. Hoban, ''we tended to hire warm bodies. Jobs were designed so that you could learn them in two hours; you didn't have to use your head. But we are not in the business to hire warm bodies anymore, we can no longer afford to hire the functionally illiterate. The worker must be comfortable with technology.''
+The upheaval in manufacturing has also brought with it more subtle changes in the sector's job picture. It is increasingly difficult, for instance, to stay with one manufacturer, starting out with few skills and steadily moving up within the company. For decades that was a common choice for blue-collar workers, but these days such a path requires diverse technical skills and nearly constant training to keep pace with changing technology.
+''In the 1960's and 70's we were so secure or complacent we settled into a job and got comfortable,'' said Ed Schwarze, training supervisor at Caterpillar. ''You can't be just an expert in one field anymore. You have to have minors.''
+This past spring, employees on each of the three shifts at the company's diesel engine manufacturing plant in Lafayette, Ind., took time away from their jobs to attend classes in electronics, robotics and basic computer terminology. As a part of the company's much-touted ''Plant With a Future'' factory-modernization program, virtually everyone at Caterpillar is being trained for basic technological literacy. Each employee will also follow a development plan outlining a training path to keep his or her skills current and add new ones.
+Slower to emerge have been changes in labor relations as a result of employment shifts. Increasingly, employers and labor unions are negotiating contracts that require multiple skills and include broadened job descriptions with pay levels tied to skill levels rather than seniority. ''And it's not just production workers who are affected, but managers, too,'' Ms. Freedman said. ''Management has been forced to change its practices because of international competition.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=An+Improved+Outlook+For+Manufacturing&title=New+York+Times&issn=03624331&date=1988-10-16&volume=&issue=&spage=A.25&au=Stoffel%2C+Jennifer&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 16, 1988","''There is no question that the dollar's drop has helped exports tremendously,'' said Zachariah C. Dameron Jr., president of the Virginia Manufacturers' Association, a group of more than 500 of the state's businesses. ''While we did see a loss in manufacturing jobs during the early 1980's, we have regained them all.'' ''In years past,'' said Mr. [Michael Hoban], ''we tended to hire warm bodies. Jobs were designed so that you could learn them in two hours; you didn't have to use your head. But we are not in the business to hire warm bodies anymore, we can no longer afford to hire the functionally illiterate. The worker must be comfortable with technology.'' ''In the 1960's and 70's we were so secure or complacent we settled into a job and got comfortable,'' said Ed Schwarze, training supervisor at Caterpillar. ''You can't be just an expert in one field anymore. You have to have minors.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Oct 1988: A.25.",11/15/17,"New York, N.Y.",,"Stoffel, Jennifer",New York Times Company,,Newspapers,426966850,"United States, New York, N.Y.",English,16-Oct-88,UNITED STATES ECONOMY; LABOR; INTERNATIONAL TRADE AND WORLD MARKET; CURRENCY; INTERNATIONAL MONETARY SYSTEM; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+Helping Detroit Take Care of Niches,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/helping-detroit-take-care-niches/docview/426948368/se-2?accountid=14586,"LEAD: A new Ford Mustang convertible rolls off the assembly line here every few minutes, ready to be shipped to a Ford dealer for sale to someone who thinks the sunshine and wind in their hair is worth an extra $4,000.
+A new Ford Mustang convertible rolls off the assembly line here every few minutes, ready to be shipped to a Ford dealer for sale to someone who thinks the sunshine and wind in their hair is worth an extra $4,000.
+But this is not a factory of the Ford Motor Company. Along an adjacent line, cars and minivans produced by the Chrysler Corporation are being modified for shipment to Europe. And in another shop, floor pans are being fabricated for the limited line of four-wheel-drive Pontiac 6000's.
+The factory is operated by C&C Inc., formerly known as Cars & Concepts. The Brighton-based company, and several others, though small by Detroit's gargantuan standards, now occupy an important place in the Big Three's approach to niche markets. By using outside companies to convert basic models into such eye-catching variations as convertibles, the larger companies can offer low-volume models without burdening their factories with additional complexity and cost.
+''When we decided to re-enter the convertible market, it just made sense to outsource it, due to the low volume,'' said David Krupp, a Ford spokesman. ''It simplifies the manufacturing process to do it outside.''
+The other major company is ASC Inc., the former American Sunroof Company. The companies make the convertibles sold by the General Motors Corporation and Ford, as well as manufacture other specialty vehicles.
+Neither company reports its financial results: ASC is a private company, and C&C is a subsidiary of Masco Industries, which is based in Taylor, Mich., a Detroit suburb. Both say their annual revenues are in the range of $100 million to $200 million, and most of their growth has been over the last eight years.
+The companies - others are expected to enter the field shortly - are well on their way to re-creating an industry that disappeared in the 1920's as the Big Three absorbed their suppliers: custom coachbuilding.
+Indeed, some models that survive to this day, like the Cadillac Fleetwood and the Chrysler LeBaron, were derived from once-independent suppliers of car bodies. One of the best-known labels in the industry, the ''Body by Fisher'' designation that appears on most G.M. cars, comes from the former Fisher Body Company, which had established a reputation for outstanding quality in the formative years of the industry.
+Coachbuilders have survived in Europe, though, and are an integral part of the automobile industry there. Companies like Pininfarina and Bertone in Italy and Wilhelm Karmann G.m.b.H. in West Germany design, engineer and manufacture specialty models for the major companies.
+The Volkswagen Rabbit convertible, which is produced by Wilhelm Karmann, is one example. And when G.M.'s Cadillac division wanted some Continental charm for a high-priced two-seater, it turned to Pininfarina to help design and manufacture the body for its Allante model. An American Industry
+But the current trend toward model proliferation and the consequent declining sales volumes for each have created a need for an American coachbuilding industry.
+For the big automobile makers, ''the trick is how to make money at lower volumes,'' said David Cole, the director of the Office for the Study of Automotive Transportation at the University of Michigan in Ann Arbor. ''It's awfully tough at 5,000 or 10,000 a year, but the manufacturers know they need specialty products in their showrooms.''
+But as Gerald M. Jusco, the vice president for business development at ASC, noted, producing cars in small volume is not the forte of the automobile giants. ''G.M. thinks in modules of 250,000 cars at a time,'' he said. ''They need big plants and economies of scale to make cars in those numbers at a reasonable price. But when you start talking niche vehicles in the 500-to-20,000-a-year range, they don't have the flexibility to respond quickly to the market.''
+Unlike the major automobile companies, which invest heavily in automation to reduce labor costs, the conversion companies have very little advanced equipment and rely mostly on hand labor to make alterations. This means that most of their costs are variable, not fixed, and can be adjusted quickly as production levels vary. Since most specialty models, like the convertibles, carry high prices, the cost of the additional labor is covered.
+Besides the convertibles, ASC and C&C have participated in many programs with the Big Three. ASC, which is based in Southgate, Mich., another suburb of Detroit, designed and produced the Buick Regal GNX, a special high-performance model that marked the end of rear-wheel-drive production for the G.M. division. C&C made the Oldsmobile Indianapolis 500 pace cars and is scheduled to install a Ford engine and drive train in the Laforza, an Italian off-the-road vehicle that is similar to the British-made Range Rover truck.
+Since their names are on the converted vehicles, the automobile giants have inspectors at the plants to keep an eye on quality. Humble Beginnings
+Both ASC and C&C have grown from humble origins. Heinz C. Prechter, the chairman and principal owner of ASC, started out by personally installing sunroofs, which are common in his native West Germany, in American cars in the late 1960's. C&C's initial product was the T-roof, a semi-convertible car that allows motorists to lift out roof panels in good weather.
+The companies have now developed broader design and engineering capabilities and say they are ready to take the final step toward becoming true coachbuilders - assembling an automobile.
+''We have discussions going on right now, and I'm confident it will happen within the next three years,'' said David L. Draper, the president of C&C. ''The car manufacturers have to get over the hurdle of their early 1990's model changeovers, and then they will be looking at how to modify them into specialty vehicles.''
+But while they are eager to become car builders, neither company has any ambition to strike out on its own. ''We are a service industry to the original-equipment manufacturers,'' said Mr. Jusco, the ASC vice president. ''We will not try to become manufacturers; the O.E.M.'s have the distribution and sales networks locked up.''
+The relationship between the automobile manufacturers and the companies that modify their products is complex, because they are collaborators and competitors, depending upon the circumstances. C&C, for example, suggested that Chrysler revive its dormant convertible models in the early 1980's with its K-cars. When the cars, the Dodge Aries and Plymouth Reliant, became a success, Chrysler took over the production at its factories.
+''We simply have to stay ahead of our clients in developing new concepts,'' Mr. Draper said. ''If they take something in-house, we have to take that as an opportunity to move on to another project.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Helping+Detroit+Take+Care+of+Niches&title=New+York+Times&issn=03624331&date=1988-09-06&volume=&issue=&spage=D.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1988","As Gerald M. Jusco, the vice president for business development at ASC, noted, producing cars in small volume is not the forte of the automobile giants. ''G.M. thinks in modules of 250,000 cars at a time,'' he said. ''They need big plants and economies of scale to make cars in those numbers at a reasonable price. But when you start talking niche vehicles in the 500-to-20,000-a-year range, they don't have the flexibility to respond quickly to the market.'' ''We have discussions going on right now, and I'm confident it will happen within the next three years,'' said David L. Draper, the president of C&C. ''The car manufacturers have to get over the hurdle of their early 1990's model changeovers, and then they will be looking at how to modify them into specialty vehicles.'' while they are eager to become car builders, neither company has any ambition to strike out on its own. ''We are a service industry to the original-equipment manufacturers,'' said Mr. Jusco, the ASC vice president. ''We will not try to become manufacturers; the O.E.M.'s have the distribution and sales networks locked up.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1988: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,426948368,"United States, New York, N.Y.",English,6-Sep-88,AUTOMOBILES; COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+Owl Upsets Logging Plan for Ancient Forests,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/owl-upsets-logging-plan-ancient-forests/docview/426918598/se-2?accountid=14586,"LEAD: The northern spotted owl, a seldom seen creature of the night that nests in very old trees, has thwarted a Reagan Administration plan to accelerate logging on some of the Pacific Northwest's last remaining big stands of original forests.
+The northern spotted owl, a seldom seen creature of the night that nests in very old trees, has thwarted a Reagan Administration plan to accelerate logging on some of the Pacific Northwest's last remaining big stands of original forests.
+To preserve the habitat of the owl, the National Forest Service has decided to withdraw from timber production vast reaches of ancient forests, leaving less and less available for cutting each year into the next century.
+F. Dale Robertson, chief of the forest service, said in an interview Monday that he expected to sign the logging plan early next month. A Shift in Policy
+Environmentalists and timber industry officials said the new plan reflected a historic national shift in the management of public forests. In the past the forest service, which is part of the Department of Agriculture, has treated national forests as a resource to be farmed, but the emphasis is now tilting toward increased wildlife and recreational use.
+''We need to think about building a strong, diversified economy in the small towns next to the national forests so that their future is not just dependent on the question of whether the mill is running or not,'' Mr. Robertson said.
+By contrast, four years ago, as part of a national plan on how to manage public woodlands into the next century, Government officials were recommending that a record amount of timber be cut from the 19 national forests of Oregon and Washington. Legal Challenge Over Owl
+But then came a legal challenge by environmentalists in behalf of the spotted owl, which will nest only in trees that for the most part are older than the United States. After a three-year study of the owl, Mr. Robertson said, the forest service has done an about-face.
+The shift represents the diminishing influence of conservatives like James G. Watt, who as Secretary of the Interior dominated Administration natural resources policy in the early 1980's, along with a growing sensitivity in the forest service to the needs of wildlife.
+''We hardly even knew anything about the spotted owl 15 years ago,'' Mr. Robertson said. The new plan applies only to 13 million acres of national forest land in Washington and Oregon, the two top timber-producing states in the country. Timber industry officials say the plan would reduce current levels of logging in the two states by up to 20 percent, but the forest service says the cutback would be far less.
+If plans now under consideration for all 156 national forests are approved early next year, as expected, timber cutting would be reduced by as much as one-fifth of current record levels, according to industry figures.
+But even with the change in plans, environmental groups say the old trees of the Northwest, which represent a part of the country that has changed little since the time of the first Europeans explorers, are fast disappearing and need more protection than currently proposed. 'A Prescription for Disaster'
+''This is not a balanced approach at all but a prescription for disaster,'' said Jean Durning, Northwest director of the Wilderness Society.
+Officials in the timber industry say the new forest service plan would sacrifice several small towns and more than 3,300 jobs on the altar of the spotted owl, a contention disputed by Government figures that estimate a loss of about 400 to 900 jobs.
+The timber industry, long accustomed to boom and bust cycles, is in the midst of a record year. Logging companies expect to equal last year's all-time highest cut of just under five billion board feet from the national forests of Washington and Oregon, which produce up to half the timber taken from the nation's public forest lands.
+Conservationists argue that the job loss would be more than offset by growing recreational activity on the national forests. Loss of Ancient Trees
+According to the forest service's report on the spotted owl, which was released this month, only a third of the original 15 million acres of ancient trees are left in the Northwest. A study by the Wilderness Society concluded that less than one-tenth of the original forest is left. They say the trees are being cut at rate of 170 acres a day, or 62,000 acres a year.
+''They are devastating the forest at a rate that will leave virtually no ancient trees intact on these lands,'' said Ms. Durning.
+Draped with moss and topped with thick, shaggy canopies, the ancient conifers grow mainly along the wet coastal forest zone that runs from Northern California through Washington. The cedar, Douglas fir, hemlock and spruce trees are anywhere from 200 to 1,200 years old, with trunks that can be eight feet in diameter. The trees are prized by timber companies because of their fine grain.
+Spotted owls, which nest in pairs and sleep in the day, are among more than 200 species that live in the old trees. Several environmental groups say the owl is endangered, but the Federal Fish and Wildlife Service says they are not. There are about 1,600 pairs of spotted owls national forests of the Northwest, according to the Forest Service report.
+To accommodate the owl, the forest service plan would set aside up to 2,700 acres of old-growth forest per pair. With that acreage out of reach to timber companies, logging would be cut back by 165 million board-feet a year out of a current yearly average of 4.5 billion. In general, there are about 30,000 board-feet of standing timber per acre.
+The plan, which has the force of law and is not subject to Congressional oversight, could be modified by the forest service only after undertaking detailed new environmental studies and timber projections. Anger in Timber Industry
+Even though the cutbacks would not threaten wood supply to the national economy, timber groups like the Northwest Forest Association say the spotted owl plan is ''completely irresponsible.'' They say that once the spotted owl calculations are put into forest service management plans, they will lose three times the amount now estimated.
+''There is no justification for setting aside such a large amount of acreage for the owl when only 40 percent of the national forest is available for timber management as it is,'' said Mike Sullivan, a spokesman for the forest group, which represents 68 logging companies. ''We're having a record year. Why shouldn't we be able to continue to operate at that level?''
+In some parts of southern Oregon, where many communities are dependent on the timber industry for their economic survival, automobiles sport bumper stickers with the slogan: ''Save a logger - kill the spotted owl.''
+Even though the industry is in a boom cycle, fewer people are employed in forest products jobs than in previous years because the companies have increased automation and streamlined their operations. Many of the timber towns have unemployment figures that rank among the highest in the nation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Owl+Upsets+Logging+Plan+for+Ancient+Forests&title=New+York+Times&issn=03624331&date=1988-08-17&volume=&issue=&spage=A.1&au=TIMOTHY+EGAN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 17, 1988","''We hardly even knew anything about the spotted owl 15 years ago,'' Mr. [F. Dale Robertson] said. The new plan applies only to 13 million acres of national forest land in Washington and Oregon, the two top timber-producing states in the country. Timber industry officials say the plan would reduce current levels of logging in the two states by up to 20 percent, but the forest service says the cutback would be far less. Even though the cutbacks would not threaten wood supply to the national economy, timber groups like the Northwest Forest Association say the spotted owl plan is ''completely irresponsible.'' They say that once the spotted owl calculations are put into forest service management plans, they will lose three times the amount now estimated. ''There is no justification for setting aside such a large amount of acreage for the owl when only 40 percent of the national forest is available for timber management as it is,'' said Mike Sullivan, a spokesman for the forest group, which represents 68 logging companies. ''We're having a record year. Why shouldn't we be able to continue to operate at that level?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Aug 1988: A.1.",9/30/19,"New York, N.Y.",PACIFIC NORTHWESTERN STATES (US) United States--US,"TIMOTHY EGAN, Special to the New York Times",New York Times Company,,Newspapers,426918598,"United States, New York, N.Y.",English,17-Aug-88,FORESTS AND FORESTRY; Owls,New York Times,NEWSPAPER,,,,,,,
+COMMERCIAL PROPERTY: Back-Office Tenants; Financial-Service Concerns Stay Put in Manhattan,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/commercial-property-back-office-tenants-financial/docview/426905429/se-2?accountid=14586,"LEAD: Nearly 10 months after the stock market took its plunge, the financial-services industry still remains wary of committing major amounts of capital to moving back-office facilities from downtown Manhattan to cheaper office districts.
+Nearly 10 months after the stock market took its plunge, the financial-services industry still remains wary of committing major amounts of capital to moving back-office facilities from downtown Manhattan to cheaper office districts.
+The relocations, which had grown common before the Oct. 19 crash, provide enormous savings for companies over the long term. ''But the very severe initial costs are difficult for companies to handle when they're coming off a year of bad luck,'' said Joseph Hilton, president of a Manhattan realty company that bears his name.
+''Over 10 or 20 years, a company can save megabucks by moving operations from Manhattan to the Jersey waterfront or Brooklyn,'' he said. ''But until they get over the shock of Oct. 19, companies aren't going to make any commitments that require big capital costs upfront.''
+A case in point is Dean Witter Reynolds. For nearly two years it had studied sites in Brooklyn and New Jersey for data-processing and other back-office divisions now housed in the World Trade Center. The financial-services giant intended to move about 2,000 employees into cheaper space outside Manhattan when its lease expired in 1991. That would have reduced its annual occupancy costs by more than $5 million a year.
+But now Dean Witter intends to stay put. It is negotiating an early lease renewal for about 325,000 square feet of space at the World Trade Center. While taxes and rent will be much higher than across the Hudson River in New Jersey, the current oversupply of Manhattan office space has given the company leverage in negotiations with its landlord, the Port Authority of New York and New Jersey.
+Even owners acknowledge that downtown Manhattan is awash with empty office space - and they are feeling the pressure to be more accommodating.
+''That's the flip side of the crash coin,'' said Alair A. Townsend, New York City's Deputy Mayor for Finance and Economic Development. ''The real estate market has softened a bit, particularly downtown, so now some firms are finding that they can remain in Manhattan and pay a lower rent than they had expected. Of course, ideally, they might prefer to pay even less, but it is comfortable and convenient to stay in Manhattan, and they avoid the disruption of a move and the potential loss of good employees.''
+Right now, the downtown vacancy rate stands at nearly 16 percent, and vacancies will probably continue to increase through the end of the year as banks, securities firms and insurance companies continue to restructure their operations, noted a recent report by Huberth & Peters, a realty company in Manhattan. The additional vacant space will cause asking rents, now averaging $34.50 a square foot, to continue their descent, the report said.
+Downtown Manhattan still will be no bargain, however, compared to the New Jersey waterfront directly west of Manhattan. Not surprisingly, New Jersey snared the largest back-office deal that has been signed so far this year.
+A Japanese data-processing company, after negotiating a base rent of less than $15 a foot, leased all 14 floors of the first office building at Newport, a new 600-acre community in Jersey City.
+The company, Recruit U.S.A., intends to build a computer and communications center within the 455,000-square-foot building, which is easily visible from downtown Manhattan, to service banks and brokerage houses.
+But Recruit U.S.A. did not defect from Manhattan. Rather, the company is making its first major foray into the United States, following a year in a modest 17,000-square-foot facility at the Staten Island Teleport, a complex of office buildings and satellite dish antennae.
+''Basically, computer centers are factories and we have the proper facilities for them - high ceilings, heavy floor loads, tremendous electrical capacity and access to the Teleport by fiber optics,'' said Robert LeFrak, president of the Lefrak Organization, developers of Newport.
+''The excessive vacancies in lower Manhattan aren't relevant to a company like Recruit U.S.A. because almost none of those buildings are capable of handling the factory-like requirements of a computer center,'' he said. ''That office stock is outmoded for companies gearing up to operate in the 21st century.''
+Confident of attracting more companies, Mr. LeFrak plans to begin construction of a second office building later this year, without any committed tenants. It will have 700,000 square feet of space, about as much as Trump Tower, and will be designed for a back-office tenant similar to Recruit U.S.A.
+''Recruit was looking for a location that would be efficient, economical and convenient,'' said Paul A. Chester of Joseph Hilton & Associates, which negotiated the lease. ''They also wanted a prominent site that customers would find appealing. They never seriously considered Staten Island or Brooklyn.''
+But other companies are being drawn toward Brooklyn, which has a grab bag of tax and energy incentives to bring costs closer to those available in New Jersey.
+Earlier this year the Securities Industry Automation Corporation signed a lease for 328,000 square feet at Metrotech, a $1 billion project a few months away from the start of construction, between Jay Street and Flatbush Avenue Extension, north of Willoughby Street.
+The corporation, a joint venture that provides computer services to the New York and American Stock Exchanges, was already deep into negotiations to move from Manhattan when the stock market crashed last year.
+More recently, a Manhattan insurance company that needs back-office space for up to 2,000 employees decided to focus its attention on Renaissance Plaza, a hotel and office tower still on the drawing boards for downtown Brooklyn.
+The company, American International Group, signed a ''letter of intent'' several weeks ago to take about 200,000 square feet of space -and eventually expand into 500,000 square feet, about 80 percent of the office space within the proposed 30-story project. The company employs about 5,000 people in Manhattan and occupies about 1.5 million feet of office space.
+But many issues must be resolved before the letter of intent edges closer to a lease agreement with the developer, Muss Development Company.
+''What's at stake is enormous,'' said Ms. Townsend, the Deputy Mayor. ''We're taking about space for 2,000 jobs - and we very much want to keep those jobs in New York City. It will be quite a feather in our collective hat if we're able to persuade A.I.G. to take space in downtown Brooklyn.
+''The pyschological barrier that prevented companies from moving to Brooklyn has broken down tremendously,'' Ms. Townsend added. ''It's very exciting time - we're really building momentum in the boroughs.''
+But as New York City continues to view New Jersey as the enemy plundering its office tenants, New Jersey developers contend that city officials are suffering from myopia by failing to realize that more distant office centers are the real enemy.
+''Apart from a small impact on taxes, the regional economy remains strong regardless of whether a company decides to locate in New Jersey or New York City,'' Mr. LeFrak said. ''But when an employer moves out of the region, to some place like Houston or Topeka, then we all suffer.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMMERCIAL+PROPERTY%3A+Back-Office+Tenants%3B+Financial-Service+Concerns+Stay+Put+in+Manhattan&title=New+York+Times&issn=03624331&date=1988-08-07&volume=&issue=&spage=A.19&au=McCAIN%2C+MARK&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 7, 1988","''That's the flip side of the crash coin,'' said Alair A. Townsend, New York City's Deputy Mayor for Finance and Economic Development. ''The real estate market has softened a bit, particularly downtown, so now some firms are finding that they can remain in Manhattan and pay a lower rent than they had expected. Of course, ideally, they might prefer to pay even less, but it is comfortable and convenient to stay in Manhattan, and they avoid the disruption of a move and the potential loss of good employees.'' ''The excessive vacancies in lower Manhattan aren't relevant to a company like Recruit U.S.A. because almost none of those buildings are capable of handling the factory-like requirements of a computer center,'' he said. ''That office stock is outmoded for companies gearing up to operate in the 21st century.'' ''The pyschological barrier that prevented companies from moving to Brooklyn has broken down tremendously,'' Ms. Townsend added. ''It's very exciting time - we're really building momentum in the boroughs.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Aug 1988: A.19.",11/15/17,"New York, N.Y.",WORLD TRADE CENTER (NYC) NEW YORK CITY MANHATTAN (NYC),"McCAIN, MARK",New York Times Company,,Newspapers,426905429,"United States, New York, N.Y.",English,7-Aug-88,OFFICE BUILDINGS; RENTING AND LEASING,New York Times,NEWSPAPER,,,,,,,
+Cabinet Approves Effort to Widen Trade With Soviet in 5 Categories,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cabinet-approves-effort-widen-trade-with-soviet-5/docview/426807828/se-2?accountid=14586,"LEAD: On the eve of a visit to Moscow, Commerce Secretary C. William Verity Jr. has won Cabinet approval of an initiative to stimulate trade with the Soviet Union, Administration officials said today.
+On the eve of a visit to Moscow, Commerce Secretary C. William Verity Jr. has won Cabinet approval of an initiative to stimulate trade with the Soviet Union, Administration officials said today.
+The plan calls for the United States and the Soviet Union, at meetings in Moscow next week, to form high-level working groups to spur exchanges in five areas - food processing, energy, construction equipment, medical products and the services sector, which includes such activities as insurance.
+Mr. Verity won approval of his initiative after two months of Cabinet discussion. The Treasury and State Departments gave him strong support, one official said, and only the Pentagon voiced reservations, fearing that an improved Soviet economy would mean a stronger adversary.
+With Frank C. Carlucci as Defense Secretary, the Pentagon has eased its stand on East-West trade issues. Mr. Carlucci's predecessor, Caspar W. Weinberger, vigorously opposed increasing trade with Moscow.
+Some agreements to establish joint ventures between American companies and the Soviet Union will be signed next week. Last year the United States and the Soviet Union had trade totaling $2 billion, down from $4.5 billion in 1979. Most of it consisted of sales of grain to the Russians.
+Mr. Verity said in a recent interview that he hoped bilateral trade would reach $5 billion to $10 billion annually.
+Many analysts believe that, as trade increases, political pressure to eliminate American barriers to Soviet trade could increase as well. Washington levies higher tariffs on imports from the Soviet Union than on those from most other countries, and it bars Soviet buyers from receiving American trade and commodity credits.
+Arrangements for the working groups are to be made next week when Mr. Verity and 500 American business executives meet in Moscow with Soviet officials, including the Soviet leader, Mikhail S. Gorbachev, according to American trade officials.
+American officials are trying to keep next week's meetings low-keyed. One reason is that many business leaders are still wary of the reaction of stockholders, unions, human rights groups and others to full-fledged commercial relations with Moscow and want clearer signals of a thaw in political relations.
+Strong critics of the Soviet Union have opposed the new initiative. ''The formation of high-profile sectoral working groups is unwarranted, given the limited room for expanded trade and the constraints of our political relationship,'' said Roger W. Robinson Jr., a former senior director for international economic affairs at the National Security Council.
+One dispute over the Verity trip involves who will accompany him from the Pentagon. Hard-liners want David G. Wigg, Deputy Assistant Secretary for policy analysis, the department's staunchest opponent of economic relaxation toward Moscow. Commerce aides are fighting to keep Mr. Wigg out of the group, an Administration official said.
+The meetings next week will come six weeks before President Reagan travels to Moscow for his fourth summit conference with Mr. Gorbachev. It will be the first trip to Moscow by an American President since Richard M. Nixon met with Leonid I. Brezhnev in 1974.
+American business executives interested in trading with the Soviet Union would welcome clearer guidelines on what is acceptable. Many corporations lost money in the last decade when their Soviet investments, made during a period of detente in the Nixon and Ford Administrations, were hurt by a series of embargoes during the Carter Administration and early Reagan years.
+Still, a few companies are going forward with joint ventures, some of which are to be signed next week. One is an operation between Honeywell Inc. and a Soviet enterprise to make automation equipment for the Soviet chemical fertilizer industry, Honeywell executives said.
+Other projects already announced are an operation by Combustion Engineering Inc. to develop automated control systems for oil refining and petrochemical plants and a project by the Occidental Petroleum Corporation, linked with Montedison and Enichem of Italy and Marubeni of Japan, to produce sulfur, polypropylene and polyethylene from oil and gas fields in the Caspian Sea.
+Pizza parlors in Moscow and elsewhere are tentatively planned by other American entrepreneurs, including Pizza Huts, a division of Pepsico Inc.
+The talks in Moscow involve the U.S.-U.S.S.R. Trade and Economic Council, which consists of some American corporations and Soviet foreign trade enterprises. It was formed in 1973.
+Mr. Verity is going to Moscow as co-chairman of the Joint Commercial Commission, a body formed in 1973 that brings trade agencies of the two Governments together. It, too, will meet next week.
+In Moscow the American Trade Consortium, under its president, James H. Giffen, is expected to announce major projects and areas of negotiation for joint ventures. Working groups of the two Governments would then expedite the projects.
+''Companies do not want to get into major commitments that are unduly risky,'' said John P. Hardt, a senior specialist on the Soviet economy for the Congressional Research Service. ''They will be seeking some degree of assurance from the Government not to declare new embargoes, to offer sanctity to long-term contracts the way we do now for grain.''
+Among the companies participating in the talks, the Chevron Corporation will discuss oil exploration and development; the Archer-Daniels-Midland Company, a major food processor, seeks market opportunities, and the American Express Company hopes to negotiate an expansion of its services.
+In a recent interview, Mr. Verity said of the Moscow talks, ''I look at this as a meeting where the Soviets will have the opportunity to tell 500 American businessmen what they mean by joint ventures, how it's going to work and start the process and maybe start making some trade happen between our two countries.''
+Mr. Verity said, ''Gorbachev feels that the only way they can make a world-class product is to have Germans or Japanese or Americans come in and bring management know-how and technology and help the Soviets make something, show how to put in the quality, the structure, the work force, the management.''
+He said the Russians ''would like to join the market economy,'' adding: ''They would like to be competitive. They cannot do it by themselves.'' But there are major benefits for the United States as well, Mr. Verity said. ''The Soviets have the second-biggest market in the world,'' he said. ''There's an awful lot of opportunity there.''
+The Soviet Union chiefly exports energy and raw materials.
+Last year the United States imported $470 million of goods from the Soviet Union and exported $1.5 billion worth. Three-quarters of the American exports were agricultural products; one-quarter were such industrial items as machinery.
+Mr. Verity said: ''The U.S. is going to have to get used to the idea that the Soviets are good trading partners. Right now we don't have that feeling. A lot of people feel it's a lousy idea. It's going to take time to prove that this is beneficial to both sides.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Cabinet+Approves+Effort+to+Widen+Trade+With+Soviet+in+5+Categories&title=New+York+Times&issn=03624331&date=1988-04-07&volume=&issue=&spage=A.1&au=CLYDE+H.+FARNSWORTH%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 7, 1988","''Companies do not want to get into major commitments that are unduly risky,'' said John P. Hardt, a senior specialist on the Soviet economy for the Congressional Research Service. ''They will be seeking some degree of assurance from the Government not to declare new embargoes, to offer sanctity to long-term contracts the way we do now for grain.'' He said the Russians ''would like to join the market economy,'' adding: ''They would like to be competitive. They cannot do it by themselves.'' But there are major benefits for the United States as well, Mr. [C. William Verity Jr.] said. ''The Soviets have the second-biggest market in the world,'' he said. ''There's an awful lot of opportunity there.'' Mr. Verity said: ''The U.S. is going to have to get used to the idea that the Soviets are good trading partners. Right now we don't have that feeling. A lot of people feel it's a lousy idea. It's going to take time to prove that this is beneficial to both sides.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Apr 1988: A.1.",11/15/17,"New York, N.Y.",UNITED STATES UNION OF SOVIET SOCIALIST REPUBLICS,"CLYDE H. FARNSWORTH, Special to the New York Times",New York Times Company,,Newspapers,426807828,"United States, New York, N.Y.",English,7-Apr-88,INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+"EDUCATION; For Workers, More Paths to Degree","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/education-workers-more-paths-degree/docview/426760779/se-2?accountid=14586,"LEAD: In classrooms from lower Manhattan to Los Angeles, automobile assemblers and prison guards, taxi drivers and postal carriers are taking such college courses as ''The Latin American Novel,'' and ''The Abnormal Personality,'' all with the encouragement of their unions.
+In classrooms from lower Manhattan to Los Angeles, automobile assemblers and prison guards, taxi drivers and postal carriers are taking such college courses as ''The Latin American Novel,'' and ''The Abnormal Personality,'' all with the encouragement of their unions.
+While adult education courses have long been available, unions like the International Brotherhood of Teamsters and the United Automobile Workers are increasingly collaborating with colleges to make classes more convenient and affordable for union members. In fact, the U.A.W. and the Communications Workers of America have negotiated multimillion-dollar tuition aid packages with employers.
+The unions are bolstering their efforts to educate their members because they are faced with ailing or increasingly automated industries that are often losing battles to foreign competition. With membership declining in some cases, the unions have come to feel that their future lies in a more enlightened work force, one that can move easily into higher-paid occupations or management. 'Taken Seriously by Unions'
+''It's liberal arts for workers,'' said Joseph McDermott, education director for Local 237 of the teamsters, one of a dozen unions promoting such programs in New York City. ''It's taken seriously by the unions who know that if they've got somebody who's smart, even if they leave the job, they're going to be supporting what unions are all about.''
+The unions are trying to reach workers who never went to college or who had to cut short their college education to raise a family or earn a living. Some unions simply want to develop a leadership that can skillfully negotiate contracts or handle grievances.
+The schools that have set up special programs principally for union members include City College of New York, Queens College, Wayne State University in Michigan, Los Angeles Community College, Penn State, Cornell, Minneapolis Community College, Hofstra, Empire State College, and the University of Missouri.
+Dorothy Shields, director of education for the American Federation of Labor and Congress of Industrial Organizations, estimates that more than 10,000 members are in union-encouraged college degree programs. Colleges Eager Participants
+The colleges are active participants because, at a time of concern about lagging enrollments, workers become students whose tuition can be partly paid for by employers or the unions. Public colleges can also count on the unions' political strength to help the schools obtain increased funds from state legislatures.
+''Our students are not just bettering themselves economically, they're fulfilling their conception of what a human being should be - something more than going to work 9 to 5,'' said Leonard Kriegel, an English professor who directs the Center for Worker Education at City College.
+The ideal of worker education programs is perhaps best exemplified by someone like Aaron Robinson, a security guard at P.S. 152 in Washington Heights and member of teamster Local 237, who is graduating this June from City College's program with a B.A. in psychology and education. Mr. Robinson has talked to P.S. 152's principal about teaching in the school whose halls he now patrols. On his way to his degree, he studied Hemingway novels and the films of Ingmar Bergman, and stayed up until 3 o'clock in the morning writing papers on Malcolm X and Gandhi.
+''Sometimes I thought I wasn't going to make it,'' he said. ''I asked myself why am I hitting my head against the wall, but I said I'm going to be 50 anyway, so I might as well be 50 with a degree as without one.'' Center Where Students Work
+The City College center, which offers 56 courses a semester, has 660 students in classes at an office buildings in Tribeca and on a floor rented from Local 237 in Chelsea. The program, which costs $47 a credit, is intentionally located near the lower Manhattan government offices where the majority of students work.
+The City College program has grown fivefold since it was started in 1981 by Joseph S. Murphy, Chancellor of City University. The program has awarded degrees to 200 workers, and is turning out 70 to 80 graduates a year. The average age of students is 40, though at least one is in her 80's.
+''We're not turning out Einsteins or Kafkas,'' said Professor Kreigel. ''But people are at the center because they want to be there, not because their mothers or fathers want them to be there. Like so many Americans, they have a sense that one is made authentic through education.''
+Beyond those yearning for degrees, the program draws people searching for the intellectual effervescence of a course like Edward Rivera's on the Latin American novel. Last Thursday night, Mr. Rivera, a graying, bespectacled scholar, led a discussion of Mario Vargas Llosa's ''The Real Life of Alejandro Mayta.'' Philosophical Questions
+Twenty-two students, many eager for the philosophical questions they did not grapple with that day on their jobs, argued about the nature of proletarian revolutions, the integrity of revolutionaries and the lessons for American democracy.
+At one point, Mr. Rivera asked whether a strong constitution would produce greater stability in Latin American countries that have experienced perpetual upheaval.
+''I don't understand how it would make a difference for them when it hadn't made a difference for us,'' said Vivian James, a sergeant for the Human Resources Administration security force. ''You can bring a person to court but if you don't have the money for a lawyer as good as his, you lose.''
+''Do you think Americans ended discrimination because of good will?'' Mr. Rivera gently replied. ''No, it was a set of laws.''
+Wayne State's Labor School, which has 250 students, was started 21 years ago in Detroit with the encouragement of union leaders who came out of a socialist tradition that cherished the ideal of the educated worker. Broader Vision of Labor
+According to Hal Stack, director of Wayne's Labor Studies Center, the Labor School was designed to give union leaders and active members a broader vision of labor in society. It offers courses in American history, economics and the impact of science and technology on industry.
+Short courses are available in labor law, contract negotiation and grievances. About a quarter of the students elect to go on for degrees at Wayne State's adult undergraduate program, with auto workers receiving up to $1,500 in union-negotiated tuition assistance from their employers.
+While many workers eventually leave the unions after getting their degrees, Mr. McDermott says the unions have no choice but to support educational programs, given the drain of jobs through foreign competition, automation and a growing service economy. ''The forces of change are so strong that we can't impede them or defeat them,'' he said. ''We have to prepare our members to participate in the change.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EDUCATION%3B+For+Workers%2C+More+Paths+to+Degree&title=New+York+Times&issn=03624331&date=1988-03-30&volume=&issue=&spage=B.4&au=Berger%2C+Joseph&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 30, 1988","''It's liberal arts for workers,'' said Joseph McDermott, education director for Local 237 of the teamsters, one of a dozen unions promoting such programs in New York City. ''It's taken seriously by the unions who know that if they've got somebody who's smart, even if they leave the job, they're going to be supporting what unions are all about.'' ''Sometimes I thought I wasn't going to make it,'' he said. ''I asked myself why am I hitting my head against the wall, but I said I'm going to be 50 anyway, so I might as well be 50 with a degree as without one.'' Center Where Students Work ''I don't understand how it would make a difference for them when it hadn't made a difference for us,'' said Vivian James, a sergeant for the Human Resources Administration security force. ''You can bring a person to court but if you don't have the money for a lawyer as good as his, you lose.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Mar 1988: B.4.",11/15/17,"New York, N.Y.",UNITED STATES,"Berger, Joseph",New York Times Company,,Newspapers,426760779,"United States, New York, N.Y.",English,30-Mar-88,COLLEGES AND UNIVERSITIES; LABOR UNIONS; CONTRACTS; ADULT EDUCATION; LABOR; TUITION,New York Times,NEWSPAPER,,,,,,,
+F.A.A. SAYS DELTA HAD POOR POLICIES ON CREW TRAINING,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-says-delta-had-poor-policies-on-crew-training/docview/426610414/se-2?accountid=14586,"LEAD: The Federal Aviation Administration yesterday severely criticized Delta Air Lines, whose planes were involved in a series of hazardous incidents this summer.
+The Federal Aviation Administration yesterday severely criticized Delta Air Lines, whose planes were involved in a series of hazardous incidents this summer.
+The report by an agency safety team, one of the harshest F.A.A. criticisms of a major airline's flight operations, charged that Delta lacked clear management policies on crew training and coordination.
+The team, which checked crew performance on dozens of flights, said it had ''observed instances of a breakdown of communications, a lack of crew coordination and lapses of discipline in Delta's cockpits.'' Lack of Crew Coordination
+''There is no evidence that Delta's crews are (on the whole) either unprofessional or purposefully negligent,'' the report said. ''Rather, it was observed that crew members are frequently acting as individuals rather than as members of a smoothly functioning team.''
+The report called for numerous changes, including upgrading training and proficiency checks, tougher monitoring of crew coordination and mandatory use of headsets instead of relying on loudspeakers.
+Delta issued a statement yesterday noting that the F.A.A. inspection team had found the airline ''in general compliance with the Federal air regulations'' and had levied no fines. Delta Welcomes Report
+The company's chairman, R. W. Allen, said, ''We welcomed the F.A.A. team's visit, and consider their report to be a conscientious and professional effort, and will use this resource to fine-tune and further strengthen our operation.''
+The criticism was released in a period of widespread public unease over flight safety. The concerns have been generated by months of increasing reports of near misses, controller errors, and pilot mistakes. These fears reached a climax with the crash of a Northwest Airlines MD-80 jet in Detroit last month in which 156 people were killed.
+The aviation agency's new chief, T. Allan McArtor, has been holding meetings with industry executives, including the chief pilots of all airlines, stressing the need for a re-emphasis on crew professionalism to curb safety hazards and reassure airline travelers.
+The five most harrowing of the incidents involving Delta flights this summer occurred over the North Atlantic on July 8 when a Delta L-1011 jumbo jet strayed 60 miles off course and came within 30 to 100 feet of colliding with a Continental Airlines Boeing 747. Both aircraft were westbound from London to the United States and carried a total of almost 600 peoeple. Hazardous Airline Incidents
+In the other incidents, a Boeing 767 dropped to 500 feet over the the Pacific Ocean after a pilot inadvertently shut down both engines, a plane landed at the wrong airport in Kentucky, another landed on the wrong runway in Boston and the pilot of another had to abort a takeoff in Nashville when he mistakenly thought the tower had cleared him. A Southwest Airlines jet, taking off in the opposite direction from the same runway, passed safely overhead.
+''Some elements of the F.A.A. review essentially paralleled the earlier findings of our own detailed internal investigation,'' Mr. Allen said. ''We believe the widely publicized incidents of two months ago were totally out of Delta's character and were aberrations coincident only in time.''
+Anthony J. Broderick, associate administrator of the F.A.A. for aviation standards, said Delta would submit a comprehensive response to the agency early next month.
+''Obviously, they are making major changes to their training program and flight operations organization,'' he said. ''And we'll work with them to make sure they bring them up to a level they want them to be and we expect of them.'' Suspension of 11 Pilots
+All of the 11 pilots involved in the five incidents were initially suspended from flying by the airline. The license of the captain in the engine-shutdown incident was later revoked by the F.A.A. while his co-pilot has been exonerated and returned to flying status.
+Bill Berry, a Delta spokesman, said some of the other suspensions had expired and that some of the pilots had indicated they would retire.
+The leader of the 10-member F.A.A. inspection team was Marion B. Dittman, an experienced Boeing 727 pilot.
+The report emphasized the need for Delta to improve the guidelines, procedures, and training whereby two- and three-member cockpit crews would most effectively integrate their work.
+The individualistic pilot behavior found on numerous flights, the report said, ''is primarily due to a lack of clear-cut, definitive guidance from those responsible for developing and standardizing cockpit procedures. Analysis of Management
+''Delta's management,'' it added, ''has maintained a policy of delegating the maximum degree of responsibility and discretion to its crew members. The team speculates that this policy has been functional in the past. Delta has enjoyed an excellent reputation in the industry. However, in an increasingly complex and stressful environment, the limit of this policy appears to have been reached.''
+This was an apparent reference to several aspects of the phenomenal growth of air travel after deregulation of the airlines nine years ago. Among them are: the increase in congestion in the air and on the airports, the growing shortage of experienced pilots, the proliferation of different types of airliners, and the increased computerization and automation that pilots have to master.
+The report said that the inspectors had monitored Delta crew performances on 116 flights and that the majority of the criticisms involved crew coordination.
+As examples it cited nonstandard division of labor between the pilot and co-pilot in raising or extending landing gear or flaps. Focus on Cockpit Operations
+''Except for unusual circumstances,'' it said, ''efficient cockpit management dictates'' that the pilot not guiding the plane should operate gear and flaps and adjust various dashboard instruments. Another criticism was that the flight engineer on three-pilot crews was often relegated to performing ''nonessential functions during criticial phases of flight.''
+The safety team recommended that Delta ''study, develop, and publish specific crew duties for each crew member.''
+On almost every inspection flight, the team member noted ''distractions in the cockpit precipitated by use of speakers.'' Sometimes, it said, this led the pilots to miss radio calls dealing with air traffic.
+The report recommended that the airline direct its pilots to use headsets rather than relying on cockpit speakers that everyone can listen to at once but that are vulnerable to interference from engine or other noise.
+On the subject of periodic flight checks given to pilots, the report noted numerous instances where ''in no case was any individual item graded unsatisfactory nor was an overall grade of unsatisfactory entered on the check ride report.''
+The team recommended that Delta's management ''give serious consideration to the implications of tolerating minimum standards in training and on proficiency checks.''
+Finally, the report spotlighted the failure of some crews on international flights to plot their navigation progress on special charts. Earlier such a failure had been noted by the National Transportation Safety Board in its investigation of the near-collision of a Delta jet with another airliner over the North Atlantic.
+The report said the inspectors made no effort to determine whether the practices they criticized were unique to Delta or typical in the industry.
+The F.A.A. team recommended designating special check pilots to monitor the proficiency of crews flying international trips.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=F.A.A.+SAYS+DELTA+HAD+POOR+POLICIES+ON+CREW+TRAINING&title=New+York+Times&issn=03624331&date=1987-09-19&volume=&issue=&spage=1.1&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 1987","''Some elements of the F.A.A. review essentially paralleled the earlier findings of our own detailed internal investigation,'' Mr. [R. W. Allen] said. ''We believe the widely publicized incidents of two months ago were totally out of Delta's character and were aberrations coincident only in time.'' ''Delta's management,'' it added, ''has maintained a policy of delegating the maximum degree of responsibility and discretion to its crew members. The team speculates that this policy has been functional in the past. Delta has enjoyed an excellent reputation in the industry. However, in an increasingly complex and stressful environment, the limit of this policy appears to have been reached.'' ''Except for unusual circumstances,'' it said, ''efficient cockpit management dictates'' that the pilot not guiding the plane should operate gear and flaps and adjust various dashboard instruments. Another criticism was that the flight engineer on three-pilot crews was often relegated to performing ''nonessential functions during criticial phases of flight.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 1987: 1.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Witkin, Richard",New York Times Company,,Newspapers,426610414,"United States, New York, N.Y.",English,19-Sep-87,AIRLINES AND AIRPLANES; PILOTS; ACCIDENTS AND SAFETY,New York Times,NEWSPAPER,,,,,,,
+"IN ELECTRONICS, HIGH TECH, HIGH STYLE","New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electronics-high-tech-style/docview/426536345/se-2?accountid=14586,"LEAD: The Consumer Electronics Show this week offered a glimpse of the latest generation of digital tape recorders, sleek videocassette recorders, jet-black compact-disk players with video capabilties, flat-screen televisions with sharper pictures and mountains of other electronic gadgets for the home.
+The Consumer Electronics Show this week offered a glimpse of the latest generation of digital tape recorders, sleek videocassette recorders, jet-black compact-disk players with video capabilties, flat-screen televisions with sharper pictures and mountains of other electronic gadgets for the home.
+At the three-day show, which closed today at the McCormick Place convention center, merchandise that will be on store shelves this fall and on customers' Christmas shopping lists was displayed by more than 150,000 manufacturers, retailers and distributors.
+Technical innovation is the bread and butter of consumer electronics, but style and design also play an important role. Last year ''boom boxes'' - large portable radios - and portable televisions were in strong pastel colors. This year they are in more muted shades like blue, violet and gray. The sharp corners on many smaller gadgets also were gone in favor of more rounded edges and fewer knobs. ''We're moving into the next generation where things are looking, well, more European,'' said Daniel J. Infanti, corporate marketing manager of the Sharp Electronics Corporation. ''The look is cleaner.''
+To be sure, color is still an important selling feature, manufacturers said. Sharp's new 13-inch and 19-inch television will come in six colors. For the first time, videocassette tape casings will come in sherbet colors. Officials of the Keystone Video Corporation said they are counting on consumers wanting to organize their tape collections by color.
+While televisions are becoming pocket size and video playback machines can now fit neatly on desk tops, several companies are counting on consumer pride to showcase their home-entertainment equipment. The Marantz Company, for example, plans to introduce what it calls the LX130 audio-video system. It comes with a 26-inch television screen, a compact disk player and a stereo and will retail for about $5900. It is 4 feet tall and 8 feet wide, and it comes in black lacquer or oak veneer. It will be available in October.
+''The industry is becoming fashion conscious as well as technology conscious,'' said Jim Twerdahl, president of the Marantz Company. He said he believed home entertainment systems had come full circle in the last 30 years. ''In the 1950's, they were in cabinets,'' he said. ''In the 60's, stereos were on bricks and boards; in the 70's they were in chrome and glass; in the 80's, it's real furniture.''
+Although there was no single blockbuster this year, there were some creative innovations on existing technologies that stirred up much enthusiasm.
+Compact disks with video - known as CD-V - are being emphasized by several companies, particularly N.V. Philips of the Netherlands, which markets domestically under the Magnavox label. For now, the CD-V is aimed at music video watchers, mostly teen-agers, who will be able to watch and listen to their favorite rock singers. The five-inch CD-V disk is the same size as existing compact disks but will allow up to 5 minutes of video programming, along with the traditional 20 minutes of audio programming on each side.
+The CD-V players by Magnavox, Sony, Pioneer and others are also designed to play 8- and 12-inch disks. The larger disks will be able to hold programming like full-length movies, making CD-V potentially more attractive to adults. Magnavox plans to make available its CD-V model 474 in July for an average retail price of $800.
+What will likely make CD-V successful - and, more important, available as early as next month - is its support from the recording industry. So far major recording labels like Polygram Records, Capitol Records and Atlantic have said they will offer CD-V disks for less than $10 as early as September.
+Everyone seemed to agree that the most exciting breakthrough this year, and the most controversial, is digital audio tape recorders, better known as D.A.T. Designed to record digitized audio information, like that on compact disks, instead of the analog recording that is the current standard, they offer the most advanced tape-recording technology, according to industry officials.
+While many owners of copyrighted movies and music have petitioned Congress to prevent the machines from being used for home taping, the groundswell may be too strong. Already, the Chicago-based Dynascan Corporation has unveiled its D.A.T. model DT 84, which will sell for $2,000 and will be available in October. Dynascan's D.A.T. is already available on the gray market, a term used for the market for products made and sold abroad, then shipped to the United States for resale.
+Other Japanese manufacturers like Sharp and Onkyo are expected to follow suit soon. Most of the larger manufacturers, including Onkyo and JVC, had D.A.T. wares on display. ''Digital sound is a hot buzzword for consumers,'' said Wood Lotz, owner of Absolute Sound, a retailing chain based in Royal Oak, Mich.
+If you want to hear your VCR sound as if you were underneath Tom Cruise's thundering Phantom jet fighter or in the middle of a fire fight in ''Platoon,'' H.T.S., or home theater sound, makes it possible. To re-create the sound of the movies in your media room, you will need an electronic decoder and an extra set of loudspeakers.
+The H.T.S. decoder is wired to a stereo VCR and restores the sound to the three or four channels the movie was recorded in. Prices range from $150 to $800. A Shure Brothers version costs about $750.
+What good would an upgrade in sound be if it were not accompanied by a sharper picture? The Victor Company of Japan, NEC and JVC all unveiled VCR's with enhanced pictures that have been dubbed Super VHS. The better picture is achieved with more horizontal lines, 440 to be exact, nearly twice as many as on current televisions. A Super VHS will cost about $1,500. There is, however, a drawback: It requires specially made video cassettes that are not currently available, but which will be soon after the Super VHS is available.
+A word about pricing: In consumer electronics, nothing is cast in stone or in yen. Cutthroat pricing in 1985 and 1986 allowed many listed items to be sold at a discount. However, the weaker dollar against the yen and the Government's attempt to protect prices against imports could result in substanially higher prices this fall.
+Finally, with so many home electronic devices being stuffed into homes these days, manufacturers are banking on the consumer's desire to keep them protected. Home security is just one of the tasks performed by Mitsubishi's Home Automation System. Available this summer at around $1,200, the system needs just one remote control to activate everything from lights to thermostats and home entertainment equipment.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IN+ELECTRONICS%2C+HIGH+TECH%2C+HIGH+STYLE&title=New+York+Times&issn=03624331&date=1987-06-04&volume=&issue=&spage=C.8&au=STEPHEN+PHILLIPS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1987","Technical innovation is the bread and butter of consumer electronics, but style and design also play an important role. Last year ''boom boxes'' - large portable radios - and portable televisions were in strong pastel colors. This year they are in more muted shades like blue, violet and gray. The sharp corners on many smaller gadgets also were gone in favor of more rounded edges and fewer knobs. ''We're moving into the next generation where things are looking, well, more European,'' said Daniel J. Infanti, corporate marketing manager of the Sharp Electronics Corporation. ''The look is cleaner.'' ''The industry is becoming fashion conscious as well as technology conscious,'' said Jim Twerdahl, president of the Marantz Company. He said he believed home entertainment systems had come full circle in the last 30 years. ''In the 1950's, they were in cabinets,'' he said. ''In the 60's, stereos were on bricks and boards; in the 70's they were in chrome and glass; in the 80's, it's real furniture.'' If you want to hear your VCR sound as if you were underneath Tom Cruise's thundering Phantom jet fighter or in the middle of a fire fight in ''Platoon,'' H.T.S., or home theater sound, makes it possible. To re-create the sound of the movies in your media room, you will need an electronic decoder and an extra set of loudspeakers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1987: C.8.",11/14/17,"New York, N.Y.",CHICAGO (ILL),"STEPHEN PHILLIPS, Special to the New York Times",New York Times Company,,Newspapers,426536345,"United States, New York, N.Y.",English,4-Jun-87,ELECTRONICS; CONSUMERS AND CONSUMPTION; SHOWS (EXHIBITS),New York Times,NEWSPAPER,,,,,,,
+FINANCIAL CRISIS DASHES HOPES IN WEST VIRGINIA,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/financial-crisis-dashes-hopes-west-virginia/docview/426494522/se-2?accountid=14586,"LEAD: In an optimistic State of the State Address last January, Gov. Arch A. Moore, who has made a career of finding silver linings in dark clouds, proclaimed 1987 ''the year of education,'' the spearhead of a multifaceted program to lure new industry.
+In an optimistic State of the State Address last January, Gov. Arch A. Moore, who has made a career of finding silver linings in dark clouds, proclaimed 1987 ''the year of education,'' the spearhead of a multifaceted program to lure new industry.
+But January's hopes evaporated, in part because of a $65 million revenue shortage. After months of hestitation, the Governor was forced to order state agencies to slash spending, leading the Board of Regents to vote to close West Virginia's 16 state colleges for a week and to cancel summer sessions. So the ''year of education,'' in which the state was to have poured money into schools from the elementary to the college level, had to be shelved.
+The decision to close the colleges, later reversed under pressure from Mr. Moore, underscored the fact that a decade-long effort to diversify West Virginia's economy, long dependent on manufacturing and mining, has made only limited progress. Although there are a few areas of growth, the state is an island of depression.
+''Virtually every type of fiscal crisis is boiling over at the same time,'' said Robert Chambers, the Speaker of the West Virginia House of Representatives. ''We have an economy that is not that strong in the best of times, and we in state government have made it worse.'' Impact of Fiscal Crisis
+The crisis has forced some state agencies to finance operations from capital accounts and to postpone purchases. It has frustrated efforts to improve the state's education system, a prerequiste if West Virginia is to succeed in its efforts to attract high-technology industries. And it has slowed the payment of bills and state income tax refunds.
+The crisis has also set off a battle between the Democratic-controlled Legislature and the Republican Governor, blocking next year's budget.
+''What we've had in the last year is cat and dog government - everybody's fighting like cats and dogs instead of pushing together,'' said Representative Bob Wise, a Democrat who represents West Virginia's Third Congressional District and is a frequent critic of Mr. Moore.
+''West Virginia is going through the shakeout that's affected manufacturing industries nationwide,'' Mr. Wise added. ''The difference is that we've not diversified like the others.''
+The crisis has wilted the optimism that sprouted in the spring of 1986, when for the first time in four years the state's unemployment rate was not the highest in the nation. Dome Project Is on Hold
+To celebrate what was then widely viewed as a sign of an economic renaissance, Governor Moore ordered the regilding of the dilapidated dome on the State Capitol, the crown of Charleston's skyline. But, like so many other hopes and plans that were conceived at that time, the project is now on hold.
+The Governor and legislative leaders have fought over a number of proposals to close the budget gap. They include raising the sales tax on food from to 5 percent from 3 percent, selling the state-owned liquor stores and wooing companies to dispose of nuclear waste and East Coast garbage.
+Mr. Moore, who has been blamed by many for not heading off the fiscal crisis, points out that West Virginia's problems are by no means unique. The National Governors Association reported in March that 23 states besides West Virginia had been forced to cut spending and that a record number of legislatures were considering tax increases. Decline in Coal Prices
+But West Virginia has been harder hit than other states in the region. Experts say that is because in many ways it is much more akin to the depressed oil states in the Southwest than the surging high-technology areas in the Northeast.
+Like the Southwest, West Virginia is suffering from an energy surplus. In addition to a sharp drop in oil prices, the surplus last year precipitated a $12-a-ton decline in coal prices, and coal is an essential product here.
+The situation has been exacerbated by a rising concern about acid rain, which is primarily caused by emissions from factories and power plants that burn coal. Many big industrial users, which switched to coal after the oil shortages of the mid-1970's, are now switching back to oil, at a time when automation makes coal mining more efficient than ever.
+''The irony is that we're mining more coal than ever before, just with less people,'' Congressman Wise said. Capping a 20-year decline, interrupted only by the energy crisis, the number of coal miners has dropped to 34,300, 46 percent below the level of 1976, when there were 64,100 miners, according to the West Virginia Department of Employment Security. Flight From Coal Counties
+In the coal counties, that has caused a depression and another wave of people leaving the state. The population of Lincoln County, which is heavily dependent on mining, dropped to 21,200 in July 1985 from 23,675 in April 1980, said Dr. Tom S. Witt, executive director of the Bureau of Business Research.
+Despite the gloomy economic picture, there have been a few rays of hope. Tax receipts in April were $22 million above the estimated amount, and comprehensive tax revision is scheduled to go into effect in July. Officials hope the tax revision will lure new companies to the state, and cite a recent state-financed study showing that the cost of doing business in West Virginia for such industries as banking, insurance and brokerage is significantly lower than elsewhere in the region.
+An increase in the number of such service industries has already led to a mini-renaissance around Charleston, and the economic boom in Pittsburgh and Virginia is spilling over into neighboring areas of West Virginia. Two weeks ago, for example, Software Valley Inc., a high-technology development company, opened its headquarters in Morgantown, a coal-mining center in northern West Virginia.
+The state, which is strategically located between the country's largest markets and the Sun Belt, attracted more than $1 billion in new investment last year. And the tourist industry remains strong. ''It's going to get better,'' said Mr. Chambers, the House Speaker. ''But the transition has put us in rough waters.'' A Paradigm of Poverty
+Much of the state remains a paradigm for Appalachian poverty. It is among the nation's leaders in virtually every category used to measure poverty. It is 49th in per capita income, third in the percentage of houses without complete plumbing facilities and 50th in the percentage of residents who have at least 16 years of education.
+Many officials note that last year's growth was offset by the sharp drop in coal prices. They also note that, while 1987 is supposed to be ''the year of education,'' the state has one of the lowest literacy rates in the nation.
+''Mountains are nice and we have plenty of them,'' one official said. ''But we don't have good schools.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FINANCIAL+CRISIS+DASHES+HOPES+IN+WEST+VIRGINIA&title=New+York+Times&issn=03624331&date=1987-05-19&volume=&issue=&spage=A.20&au=LINDSEY+GRUSON%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 19, 1987","''West Virginia is going through the shakeout that's affected manufacturing industries nationwide,'' Mr. [Bob Wise] added. ''The difference is that we've not diversified like the others.'' The state, which is strategically located between the country's largest markets and the Sun Belt, attracted more than $1 billion in new investment last year. And the tourist industry remains strong. ''It's going to get better,'' said Mr. [Robert Chambers], the House Speaker. ''But the transition has put us in rough waters.'' A Paradigm of Poverty ''Mountains are nice and we have plenty of them,'' one official said. ''But we don't have good schools.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 May 1987: A.20.",11/15/17,"New York, N.Y.",WEST VIRGINIA,"LINDSEY GRUSON, Special to the New York Times",New York Times Company,,Newspapers,426494522,"United States, New York, N.Y.",English,19-May-87,FINANCES; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+COMMERCIAL PROPERTY: BACK OFFICES; Why Suburbs Beat the Boroughs in Gaining Tenants,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/commercial-property-back-offices-why-suburbs-beat/docview/426448146/se-2?accountid=14586,"LEAD: DESPITE a smorgasbord of subsidies, the boroughs outside of Manhattan rarely beat the New Jersey competition for back-office tenants, dollar for dollar.
+DESPITE a smorgasbord of subsidies, the boroughs outside of Manhattan rarely beat the New Jersey competition for back-office tenants, dollar for dollar.
+That is the one reason why - four years into an aggressive campaign by New York City officials - so few companies are moving operations to Brooklyn, Queens, Staten Island and the Bronx.
+Critics say the city should promote less-expensive areas in Manhattan to stem the flow of data-processing and other ''back-office'' operations to New Jersey. Most recently, the Real Estate Board of New York, a trade group, advanced a proposal for two back-office ''development areas'' in Manhattan.
+''New York City's magnet for back-office users is Manhattan, not Brooklyn,'' agreed Mitchell L. Moss, a professor of planning and public administration at New York University. ''That doesn't mean that occasionally a firm won't locate in Brooklyn, but it will never be a magnet.
+''Brooklyn's comparative advantage is that it's a residential community in close proximity to lower Manhattan. For an office user, it offers neither the reduced costs of New Jersey nor the central location and support services of Manhattan.''
+Numerous factors come into play when a company decides to move back-office operations out of Manhattan, but rental rates are high on the list. ''In business today,'' noted Raymond T. O'Keefe, New York regional director of Cushman & Wakefield, a realty brokerage, ''many executives are compensated on the company's bottom line.''
+As a very rough average, a new back-office facility in Brooklyn is 15 percent more expensive than a nearby New Jersey alternative, real-estate brokers and developers say. That can mean $5 million a year for a million-square-foot complex.
+Such large space needs are not unusual for major financial-services companies. Paine Webber, for instance, is moving scattered operations into a million square feet of space in Weehawken, N.J.
+''We've just scratched the surface of demand for back offices,'' said Joseph A. Hilton, the Manhattan broker who arranged Paine Webber's lease. ''A great number of businesses are out looking for anywhere from 100,000 to a million feet of space.'' As the years progress, a tenant in New Jersey will likely see greater savings than the initial percentage because New York City depends on electricity, gas and tax subsidies to even approach New Jersey's rents. Those financial sweeteners begin to phase out in the 8th to 13th years.
+Without them, space in the boroughs outside of Manhattan would be nearly 25 percent more expensive from the start.
+On the New Jersey riverfront, subsidies trim barely a dollar off the average square-foot cost at the start of a lease. Nevertheless, New Jersey has a strong competitive edge because all the basic elements, from land to electricity, cost less.
+Tenants and landlords guard the details of the deals they sign, but on average, a brand-new operations and data center, all ready for computers and employees, costs $4 to $6 more per square foot in Brooklyn than New Jersey, based on first-year costs of about $29 to $33 a square foot in Brooklyn.
+The base rent is about $22, including the amortized cost of enhancing the space for computer facilities. The operating expenses - including insurance and cleaning - are about $5, the gas and electricity about $3.50, the property tax about 50 cents, and the city's commercial-rent tax about 75 cents.
+''New York is trying as hard as it can,'' Mr. Hilton said, ''and it's doing a good job.''
+But not quite good enough: On the New Jersey riverfront, similar space can be rented for $25 to $27 a square foot. The base rent is about $18, operating expenses about $3.50, utilities about $3.50, and property tax about $1.50.
+There is no commercial-rent tax, also known as occupancy tax, in New Jersey.
+But a simple cost comparison begs the real issues in the back-office competition, New York City officials say.
+''When I made a complete swing through the northern New Jersey suburbs a month ago, I saw projects literally stuck in the middle of nowhere,'' said Alair A. Townsend, the Deputy Mayor for Finance and Economic Development.
+''Some firms are finding that turnover is much higher than anticipated because people simply can't get there from here. That creates enormous costs in finding new employees and training them.''
+By comparison, she said, the 600,000-square-foot building under construction in Brooklyn for Morgan Stanley & Company ''sits astride major transportation hubs.''
+Nevertheless, only three other major companies are moving back offices to the boroughs outside Manhattan. The Security Industry Automation Corporation and Citicorp have major plans on the drawing boards, and Drexel Burnham Lambert opened a 100,000-square-foot operation in Brooklyn's Fulton Landing last year.
+Yet, Ms. Townsend said, considering that Brooklyn was almost devoid of commercial construction from 1975 to 1984, the borough has come a long way fast. ''Two or three years ago, we had nothing to show,'' she said, ''while our competition had buildings with green grass and tulips. Now it's different. We have projects that are real. We have buildings going up.''
+For the most part, to help bring down occupancy costs further than tax and utility subsidies allow, the city is an equity partner in the projects. ''But those participations aren't gifts,'' Ms. Townsend noted. ''As the projects thrive and throw off profits, we will share in the profits.''
+CRITICS doubt whether the city will ever recoup a fraction of the money it is pouring into back offices, both directly and through subsidies. The projects, asserted Mr. Moss of New York University, are fueled by politics, not economics.
+''Rather than determine where a natural synergy exists, the city has tried to scatter back offices through the outer boroughs like buckshot,'' he said. ''But even with very deep subsidies, the city has little to show for enormous effort. Meanwhile, many firms have quietly expanded into New Jersey.''
+The Real Estate Board of New York echoed that sentiment in its proposal for the Manhattan back-office districts. One would cover a half-mile swath between the Hudson River and Avenue of the Americas, extending north from Chambers Street up 22 blocks to Barrow Street. The other would run from 23d to 42d Streets, west of Seventh Avenue.
+The two districts, as proposed by the board, would offer back-office sweeteners similar to those available in the boroughs outside Manhattan. Currently, a tenant looking for new back-office space in Manhattan must be prepared to pay annual costs of $40 to $50 a square foot, including rent, utilities, taxes and operating expenses.
+That is too expensive for the typical back-office operation, which is why they are moving out of Manhattan. A fraction of the flow ''has been successfully diverted to Brooklyn and Queens,'' the board noted, ''but the primary effect of the paucity of modern, moderately priced Manhattan office space has been to cede this market to New Jersey.''
+Other observers agree with that assessment. ''There's movement of back offices to the outer boroughs, but not enough to stem the outflow from New York City,'' said Samuel M. Ehrenhalt, regional commissioner of the Bureau of Labor Statistics. ''The problem is still very much with us.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMMERCIAL+PROPERTY%3A+BACK+OFFICES%3B+Why+Suburbs+Beat+the+Boroughs+in+Gaining+Tenants&title=New+York+Times&issn=03624331&date=1987-03-15&volume=&issue=&spage=A.47&au=McCAIN%2C+MARK&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 15, 1987","''New York City's magnet for back-office users is Manhattan, not Brooklyn,'' agreed Mitchell L. Moss, a professor of planning and public administration at New York University. ''That doesn't mean that occasionally a firm won't locate in Brooklyn, but it will never be a magnet. Numerous factors come into play when a company decides to move back-office operations out of Manhattan, but rental rates are high on the list. ''In business today,'' noted Raymond T. O'Keefe, New York regional director of Cushman & Wakefield, a realty brokerage, ''many executives are compensated on the company's bottom line.'' ''We've just scratched the surface of demand for back offices,'' said Joseph A. Hilton, the Manhattan broker who arranged Paine Webber's lease. ''A great number of businesses are out looking for anywhere from 100,000 to a million feet of space.'' As the years progress, a tenant in New Jersey will likely see greater savings than the initial percentage because New York City depends on electricity, gas and tax subsidies to even approach New Jersey's rents. Those financial sweeteners begin to phase out in the 8th to 13th years.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Mar 1987: A.47.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW JERSEY MANHATTAN (NYC) BROOKLYN (NYC) QUEENS (NYC) BRONX (NYC) STATEN ISLAND (NYC),"McCAIN, MARK",New York Times Company,,Newspapers,426448146,"United States, New York, N.Y.",English,15-Mar-87,OFFICE BUILDINGS; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+ON LANGUAGE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-language/docview/426388283/se-2?accountid=14586,"LEAD: DON'T CROWD ME; I'm distancing myself from the hottest cliche in Scandalville.
+DON'T CROWD ME; I'm distancing myself from the hottest cliche in Scandalville.
+''The distancing of himself from Administration actions,'' wrote Helen Thomas of United Press International, ''puts in question the role of Secretary of State George Shultz. . . .''
+Robert Craig, a political scientist at the University of New Hampshire, said Vice President Bush ''wants to distance himself from the Administration but he can't do that,'' U.P.I. reported.
+A New York Times report concerning White House Chief of Staff Donald T. Regan read: ''The National Security Council 'does not report to me,' Mr. Regan declared Nov. 26 in an apparent effort to distance himself from the scandal.''
+Although the verb phrase keep one's distance from, as well as the more loyal go the distance, is in most dictionaries, and distance as a transitive verb is listed as meaning ''to place at some distance,'' lexicographers neglect the reflexive verb form, which is outdistancing every other use of the word in the general lifting of skirts and tiptoeing-away.
+Even the sports pages have adopted the vogue usage: George Raveling tried his best, wrote The Los Angeles Times about the basketball star, ''to distance himself from all the emotions of coming back to Pullman and coaching against his former team.''
+That takes distancing oneself too far; the transitive deny or suppress would work better on emotions, though if you're determined to be intransitive, you could separate yourself from them.
+Leave the self-distancing to people worried about the taint of scandal. ''H. R. Haldeman,'' wrote Peter Goldman in Newsweek in 1975, ''professed continuing loyalty to Nixon and yet seemed at moments almost eager to distance himself from him.''
+A related phrase is out of the loop, which is the condition you are in when all your colleagues have distanced themselves from you. ''A lot of the people he cut out of the loop are gunning for him,'' a White House aide was quoted as saying about Donald Regan. The loop was a term in electrical circuitry that was adopted by automation theorists to describe operations in which a closed loop provided the machine the feedback to control itself. Now to be in the loop is to be in the circle of power, and to be out of the loop is not to have to worry about a special prosecutor coming after you.
+The long self-distancing runners of today find their patron in the prophet Isaiah, who coined a memorable phrase in quoting the non-kosher incense-burners who distanced themselves from him: ''Stand by thyself, come not near to me; for I am holier than thou.'' Contra-Temps WE CANNOT DISTANCE ourselves from solecism. Under the relentless pressure of penetrating interrogation, or sweating in the hallways outside Senate hearing rooms, public figures sometimes crack; to those of us in the language dodge, this manifests itself in the form of mixed metaphors, poorly chosen modifiers or unconscious allusions.
+''It will be a cold day in Washington,'' said Senator David (Call Me Dave) Durenberger, Republican of Minnesota, ''before any more money goes into Nicaragua.'' The expression is usually a cold day in hell, a metaphor of unlikelihood; in Washington, there are some fairly cold days and heavy snowfalls. On the other hand, if the Senator meant to suggest that Washington, or political life, was hellish, then he is not in error, but merely in the wrong line of work.
+Donald Regan, asked if the sending of arms to Iran was the crux of the problem, was quoted in The Wall Street Journal answering: ''Yes, and the way they were delivered, and the whole seven yards.'' There goes his credibility with me; it is the whole nine yards, from the cubic content of a fully-loaded cement truck.
+Robert C. McFarlane, the former national security adviser who denies going to Teheran on an Irish passport carrying a cake shaped like a key and signed copy of the Bible, testified that President Reagan's concern for the hostages ''was a very leading underpinning of this whole initiative.'' Underpinning is a good choice of a word here -''a supporting structure'' -but leading strikes the wrong note as a modifier. Basic or fundamental, maybe; concrete or solid; but leading is at the front of, and not underneath. The McFarlane patois is often slightly askew; in life, geostrategy and Weltanschauungs, not every try is an initiative.
+Even though he had distanced himself from the Iranian dealings, George Shultz used the phrase, shocking to some, in testimony to a House committee on negotiations with the Soviet Union, in this manner: ''Clearly, the negotiations were coming toward the short strokes, and the Soviets were beginning to adjust their position. . . .'' Howard J. Lewis of Bethesda, Md., is among the horrified readers who writes: ''Is short strokes one of those figures of speech with explicitly sexual origins that have inserted themselves into polite conversation?''
+Yes. In Francis Grose's 1785 Classical Dictionary of the Vulgar Tongue, the word stroke is used as the noun object of the infinitive in the archaic expression to take a stroke, which he defined as ''to take a bout with a woman,'' which the Oxford English Dictionary supplement explains is ''an act of copulation.''
+Not every sense of stroke (from strike) is sexual, of course: the Standard English word covers a single movement in basket-making, similar to a sewing stitch; a strike of the hand or blow delivered by a golf club, and the blow to the gong that is the striking of a clock (''stroke of midnight''). In Eric Berne's 1964 ''Games People Play,'' the social psychiatrist wrote: ''stroking may be employed colloquially to denote any act implying recognition of another's presence''; in transactional analysis, an exchange of strokes constitutes a transaction, the unit of social intercourse.
+This friendly-gesture sense of stroke surfaced in a motto of toleration: The Houston Chronicle's Texas Magazine reported in 1973 that the popular saying in a drug-abuse program was ''different strokes for different folks,'' the beginning of which became the basis for the title of the television series, ''Diff'rent Strokes.''
+Another innocent use of stroke is the movement of a hand with a brush: in oil painting, the short strokes are meant for close detail, contrasted with the broad brush sort of pointing done by artists and strategists concerned with the big picture.
+The slang meaning of short strokes, unaccountably, is not defined in the latest slang dictionaries. Nor is its obvious climactic etymon, away from which I avert my eyes in shyness. The phrase is in frequent use and has come to mean ''details'' or ''finishing touches.''
+George Shultz has a natural linguistic innocence; a few years ago, he blinked in wonderment at the snickering that followed his assertion, of ''use it or lose it,'' the etymology of which was duly recorded in this space. (I'm constantly picking up after the Secretary.) The origin of that rhyming advice is not in academia or the construction industry, nor is toward the short strokes. But overt usage purifies, and common usage cleanses; the frequent occurrence of short strokes in everyday colloquial speech, in print and on the air, has all but obliterated the origin and made the phrase acceptable in polite company. As Dean Acheson never said about Alger Hiss, I will not distance myself from George Shultz.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ON+LANGUAGE&title=New+York+Times&issn=03624331&date=1987-01-11&volume=&issue=&spage=A.9&au=SAFIRE%2C+WILLIAM%3BLet+Us+Distance+Ourselves&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 11, 1987","Robert C. McFarlane, the former national security adviser who denies going to Teheran on an Irish passport carrying a cake shaped like a key and signed copy of the Bible, testified that President Reagan's concern for the hostages ''was a very leading underpinning of this whole initiative.'' Underpinning is a good choice of a word here -''a supporting structure'' -but leading strikes the wrong note as a modifier. Basic or fundamental, maybe; concrete or solid; but leading is at the front of, and not underneath. The McFarlane patois is often slightly askew; in life, geostrategy and Weltanschauungs, not every try is an initiative. Not every sense of stroke (from strike) is sexual, of course: the Standard English word covers a single movement in basket-making, similar to a sewing stitch; a strike of the hand or blow delivered by a golf club, and the blow to the gong that is the striking of a clock (''stroke of midnight''). In Eric Berne's 1964 ''Games People Play,'' the social psychiatrist wrote: ''stroking may be employed colloquially to denote any act implying recognition of another's presence''; in transactional analysis, an exchange of strokes constitutes a transaction, the unit of social intercourse. This friendly-gesture sense of stroke surfaced in a motto of toleration: The Houston Chronicle's Texas Magazine reported in 1973 that the popular saying in a drug-abuse program was ''different strokes for different folks,'' the beginning of which became the basis for the title of the television series, ''Diff'rent Strokes.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Jan 1987: A.9.",11/15/17,"New York, N.Y.",,"SAFIRE, WILLIAM; Let Us Distance Ourselves",New York Times Company,,Newspapers,426388283,"United States, New York, N.Y.",English,11-Jan-87,ENGLISH LANGUAGE,New York Times,NEWSPAPER,,,,,,,
+E.D.S.'S PROSPECTS IN THE AFTERMATH,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/e-d-s-prospects-aftermath/docview/426369962/se-2?accountid=14586,"When the General Motors Corporation purchased the Electronic Data Systems Corporation two years ago for $2.5 billion, it gave E.D.S. perhaps the most challenging project ever to face a computer company: unify G.M.'s huge but badly fragmented data-processing operations, from the showroom floor to the design laboratories to a sprawling network of auto-parts suppliers.
+Now, just as that effort to streamline and stitch begins to take shape, E.D.S. is losing its strong-willed founder and its charmed role as a distinct entity in the G.M. empire with a direct pipeline to the board room. The question, already being asked in the company's hallways and on Wall Street yesterday, was: Would E.D.S. still be able to fulfill its mission, or would it be swallowed up by the bureaucracy it was supposed to tame? The Talent Problem
+''There's a chance, a good chance,'' said one former E.D.S. executive yesterday, ''that General Motors will have spent billions of dollars for some talent that's going to seek employment someplace else.''
+That talent, both analysts and E.D.S. officials say, is the chief asset of a company that has not made its name making computer systems, but making them work. And yesterday few seemed to doubt that even if G.M. manages to hold on to the unit's upper echelons, the battle between H. Ross Perot, E.D.S.'s founder, and Roger Smith, G.M.'s chairman, imperils the plan of using electronics and software to overhaul the world's largest industrial company.
+Indeed, even under the new structure set up by Mr. Smith yesterday -in which E.D.S. will be grouped with Hughes Aircraft, Delco Electronics and G.M.'s military operations - the major sticking points between the computer subsidiary and the auto giant remain unresolved. Many Unresolved Issues
+More than two years after the acquisition, for example, G.M. has yet to enter into the long-term contracts it promised E.D.S., contracts that would make E.D.S.'s revenue stream and potential profitability far easier to predict. Nor has G.M. clearly indicated how committed it is to overhauling its factory floors and engineering centers with entirely new automated systems. Or what kind of profits it intends to let E.D.S. reap when it sells G.M. everything from personal computers to high-speed switching systems. (The question of revenues and profits is critical because E.D.S.'s earnings pay for the dividend on the class E stock G.M. issued in acquiring the company.) ''All these issues have to be revisited now, with the new E.D.S. management,'' said Osman Eralp, the senior technology analyst at Hambrecht & Quist Inc., who follows E.D.S. closely. So far, he said, G.M. has given the idea of truly streamlining the company ''unbridled lip service, as opposed to unbridled support.'' Top Officers Highly Respected
+Whether those issues get worked out is largely a question of how well the new E.D.S. staff works within G.M. The two remaining top officers, Lester M. Alberthal and Gary J. Fernandes, are highly respected. ''The world might see Ross Perot,'' one major E.D.S. customer said yesterday. ''For the past few years, we've seen Les Alberthal.''
+But in addition to Mr. Perot, E.D.S. is also losing Morton H. Meyerson, J. Thomas Walter Jr. and William K. Gayden, strategic planners who command the personal loyalty of many employees.
+At their heart, the issues facing Mr. Alberthal and Mr. Fernandes concern E.D.S.'s independence and its clout within G.M. ''These are people who want to make it work,'' Mr. Eralp said of the remaining E.D.S. executives. ''But they have maybe three to six months'' before continued troubles could lead to damaging top-level defections. A Tough Fit From the Start
+To many in the computer industry, the split between G.M. and Mr. Perot's intensely loyal corps of followers is not surprising. From the start, it was clear that the two companies would not be an easy fit.
+No sooner had E.D.S. officials settled into their new Detroit offices, for example, than disputes broke out with some of the 7,000 G.M. data-processing employees transferred to E.D.S. The employees lost many of the most generous G.M. benefits, including a pension plan that allowed them to retire after 30 years' service.
+Even when those tensions had subsided, there was still some question over whether E.D.S. was well suited for the task at hand.
+Ever since the company was founded in the early 1960's, it has specialized in automating the processing of paperwork. Its early successes were in the health care field, and every three or four years it would tackle a new market, first insurance, then banking, and more recently the Federal Government. Key Tasks Were New to E.D.S. What E.D.S. never before attempted, though, was designing systems for the factory floor or telecommunications, two key tasks at G.M. ''They ran into a lot more sophisticated demands, particularly in plant automation, than anyone expected,'' said Stephen T. McClellan, a vice president and technology analyst at Merrill Lynch.
+The first of the large E.D.S. projects at G.M. appears to be a success: an effort to connect more than 200,000 terminals, computers and computer peripherals to a $700 million network that will carry voice, data and video images. Much of the telecommunications work is being done in conjunction with American Telephone and Telegraph Company - a partnership that may have led to the discussions in recent months about a merger with E.D.S. Those discussions reportedly fell through when G.M. named an extraordinarily high price for surrendering E.D.S. Projects in Infant Stages
+But other projects are just in their infant stages. G.M. hopes to have a system in place soon that will automatically order the right parts from suppliers as soon as dealers place orders for pickup trucks. One of the early factories to make use of the new techniques, the Detroit-Hamtramck plant, ran into a host of problems that has slowed similar efforts at other assembly operations.
+Meanwhile, E.D.S.'s growth is slowing down, especially its outside business. The company is bidding selectively on major Government and commercial projects, surrendering a number of potentially lucrative contracts to the International Business Machines Corporation and Automatic Data Processing Inc., among others. Growth in non-G.M. business has slowed from 25 percent a year before the acquisition to about 12 percent a year, and could slow further if outside customers grow nervous.
+And that slowdown has created some restlessness at E.D.S. itself. ''I think everybody there is looking for some new opportunities,'' Mr. Bosak said. ''The question is whether G.M. is about to let them pursue those.''
+Correction: December 3, 1986, Wednesday, Late City Final Edition
+Because of an editing error, an article in Business Day yesterday about the Electronic Data Systems Corporation identified a computer industry analyst incompletely. He is Barry F. Bosak of Eberstadt Fleming Inc.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=E.D.S.%27S+PROSPECTS+IN+THE+AFTERMATH&title=New+York+Times&issn=03624331&date=1986-12-02&volume=&issue=&spage=D.5&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 2, 1986","More than two years after the acquisition, for example, G.M. has yet to enter into the long-term contracts it promised E.D.S., contracts that would make E.D.S.'s revenue stream and potential profitability far easier to predict. Nor has G.M. clearly indicated how committed it is to overhauling its factory floors and engineering centers with entirely new automated systems. Or what kind of profits it intends to let E.D.S. reap when it sells G.M. everything from personal computers to high-speed switching systems. (The question of revenues and profits is critical because E.D.S.'s earnings pay for the dividend on the class E stock G.M. issued in acquiring the company.) ''All these issues have to be revisited now, with the new E.D.S. management,'' said Osman Eralp, the senior technology analyst at Hambrecht & Quist Inc., who follows E.D.S. closely. So far, he said, G.M. has given the idea of truly streamlining the company ''unbridled lip service, as opposed to unbridled support.'' Top Officers Highly Respected Whether those issues get worked out is largely a question of how well the new E.D.S. staff works within G.M. The two remaining top officers, Lester M. Alberthal and Gary J. Fernandes, are highly respected. ''The world might see [H. Ross Perot],'' one major E.D.S. customer said yesterday. ''For the past few years, we've seen Les Alberthal.'' At their heart, the issues facing Mr. Alberthal and Mr. Fernandes concern E.D.S.'s independence and its clout within G.M. ''These are people who want to make it work,'' Mr. Eralp said of the remaining E.D.S. executives. ''But they have maybe three to six months'' before continued troubles could lead to damaging top-level defections. A Tough Fit From the Start","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Dec 1986: D.5.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,426369962,"United States, New York, N.Y.",English,2-Dec-86,"MERGERS, ACQUISITIONS AND DIVESTITURES; Boards of directors",New York Times,NEWSPAPER,,,,,,,
+NEWS OF LAYOFFS DULLS G.E. CENTENNIAL IN SCHENECTADY,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-layoffs-dulls-g-e-centennial-schenectady/docview/426324993/se-2?accountid=14586,"It was in 1886 that Thomas Alva Edison set up the Edison Machine Works here, giving birth to the General Electric Company and making Schenectady one of the country's most important manufacturing centers. But as the company's centennial year, 1986 is a flop.
+General Electric, still the city's largest employer, has been cutting thousands of jobs here. In a virtual torrent of bad news, it said in June that it would move a gas turbine manufacturing division to South Carolina and announced this month that a large motor manufacturing plant here would close.
+Along the way, General Electric has been reducing its work force in a city whose identity is rooted in the design and assembly of the company's products. Schenectady, as its residents boast, is ''the city that lights the world.''
+''It's a stressful time,'' said Russell Noll Jr., vice president of General Electric's Schenectady operations. ''The city will survive, but it won't be able to rely so heavily on G.E.''
+For Schenectady, the cutbacks are a painful reminder of the changes occurring in the nation's industrial economy. Workers here, like those in Buffalo; Gary, Ind., and Detroit, are losing there jobs because of factory automation, intense foreign competition and slow growth in the United States economy.
+So far, this city has showed resiliency. Dozens of small manufacturers have moved here in recent years, keeping the city's unemployment rate below 5 percent, while providing jobs for some of those who were laid off at General Electric.
+And while scores of jobs have been cut in turbine and motor manufacturing, General Electric maintains other, far healthier operations here. The company, with more than 15,000 employees in Schenectady and its neighboring towns, operates large research laboratories, a plant that makes nuclear power equipment for submarines, a service company that repairs power plants and dozens of corporate offices in the area. Losing a Family Tradition
+But many Schenectady workers feel betrayed. In all, the reductions announced this year by the company will mean the loss of about 3,350 jobs by the end of 1987.
+''G.E. is where our fathers and grandfathers worked,'' said Pete Pallescki, a machine operator at the company's steam turbine manufacturing plant, where hundreds of workers will be released. ''The company has always been a big part of Schenectady, and we didn't expect them to let us down so badly.''
+Mr. Pallescki has been temporarily reassigned as a ''peer counselor'' at an employment assistance center that was set up in September by the company and the union that represents its workers. The center provides career counseling, job referrals, technical training and adult education courses. A Growing Problem
+Counselors there have tried to help 300 workers so far. Mr. Pallescki said nearly half of those have found new jobs, and most are making $10 an hour or more, close to what a new employee earned at General Electric.
+But the problem is expected to grow worse over the next 18 months as hundreds of more workers, who have already received notice, leave General Electric.
+''It's an impossible situation,'' said Louis Valenti, business manager of the union, Local 301 of the International Union of Elec-trical Radio and Machine Workers. ''Too many of these people are going to end up as security guards or hamburger cooks.''
+Schenectady residents have grown accustomed to the layoffs. Since 1974 General Electric, which once employed 29,000 people in and around the city, has reduced an average of 1,300 jobs each year through attrition, retirements and lay offs.
+''You would have had to be a hermit not to know more was coming,'' said Mr. Noll.
+In some ways Schenectady reached its peak as an industrial center long before the 1970's. In the decades after Edison arrived, his Machine Works had grown into a city within a city, covering a square mile of downtown with streets, factory buildings, warehouses, a hospital and its own police and fire services.
+General Electric, based in suburban Fairfield, Conn., which is far removed from its manufacturing plants around the world, employed more than 40,000 people in Schenectady in World War II. Caught in a Cross Current
+For more than a decade General Electric and Schenectady have been caught in the cross currents of an industrial economy where there is little room for old products, old factories or old job skills. General Electric, with a global array of businesses, ranging from locomotive manufacturing to financial services, has closed dozens of plants around the world.
+In other announcements this month, the company said it would close its transformer division in Pittsfield Mass, 40 miles east of here, and layoff 790 workers from a television picture tube plant in Syracuse.
+''Excess production'' and ''depressed markets,'' terms used repeatedly by company executives, have become part of the lexicon of Schenectady's workers, government officials and school children alike. This year, the terms were used to explain why the company closed its Phoenix-line motor division and moved its gas turbine operations to Greenville, S.C.
+General Electric exectutives say there is no chance the company would leave Schenectady altogether, but more job cuts here are likely. ''Five years from now, I am certain there will be fewer G.E. workers here,'' said Mr. Noll, who declined to speculate on how many more jobs would be eliminated.
+Meanwhile, Schenectady area officials say General Electric's problems have come at a time when the other parts of the local economy are growing. A Problem of 'Perception'
+''The problem is one of perception,'' the Schenectedy County Manager, Robert McEvoy, said. ''We've known for more than a decade that this is no longer a one company town, but outsiders make the mistake of thinking G.E. is all we have.''
+City officials and business executives have been scrambling to attract new businesses. And there are many successes to report: In recent months, a picture frame manufacturer has moved to Schenectady, a local beverage company has expanded and a toilet paper manufacturing concern opened here.
+''This is a diverse economy,'' said George Robertson, president of the Schenectady Area Economic Development Corporation, a group trying to attract new business. ''We are picking up 20 jobs here, 30 jobs there, and it keeps growing.''
+Business people say another reason for optimism is the large number of scientists and engineers here, many of whom work at General Electric's laboratories. A recent survey by the American Science Foundation showed that the Schenectady area ranked ninth among the nation's cities as a center of research, based on the percentage of residents who hold doctorate degrees.
+But despite some positive signs, General Electric's latest round of cutbacks have been hard to swallow.
+''Everybody knew there would be layoffs,'' said Herbert Schiff, who retired as a General Electric engineer this year after 38 years with the company. ''But the cuts have been so large, and come so fast, it looks to the world like they are abandoning this city.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+OF+LAYOFFS+DULLS+G.E.+CENTENNIAL+IN+SCHENECTADY&title=New+York+Times&issn=03624331&date=1986-11-26&volume=&issue=&spage=B.1&au=THOMAS+J.+LUECK%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 26, 1986","''It's a stressful time,'' said Russell Noll Jr., vice president of General Electric's Schenectady operations. ''The city will survive, but it won't be able to rely so heavily on G.E.'' ''G.E. is where our fathers and grandfathers worked,'' said Pete Pallescki, a machine operator at the company's steam turbine manufacturing plant, where hundreds of workers will be released. ''The company has always been a big part of Schenectady, and we didn't expect them to let us down so badly.'' ''Excess production'' and ''depressed markets,'' terms used repeatedly by company executives, have become part of the lexicon of Schenectady's workers, government officials and school children alike. This year, the terms were used to explain why the company closed its Phoenix-line motor division and moved its gas turbine operations to Greenville, S.C.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Nov 1986: B.1.",11/15/17,"New York, N.Y.",SCHENECTADY (NY),"THOMAS J. LUECK, Special to the New York Times",New York Times Company,,Newspapers,426324993,"United States, New York, N.Y.",English,26-Nov-86,LAYOFFS (LABOR); RELOCATION OF PERSONNEL; RELOCATION OF BUSINESS; SHUTDOWNS (INSTITUTIONAL); FACTORIES AND INDUSTRIAL PLANTS; ECONOMIC CONDITIONS AND TRENDS; LABOR,New York Times,NEWSPAPER,,,,,,,
+G.M.'S JOBLESS NET: HOW SAFE?,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-m-s-jobless-net-how-safe/docview/426346691/se-2?accountid=14586,"When General Motors announced last week that it would close 11 plants employing 29,000 workers, many labor experts predicted that the innovations in the auto workers' contract might make their fate different from that of most jobless factory workers.
+Protections contained in the United Automobile Workers' pact with G.M. include transfer rights for openings at other G.M. plants, supplementary unemployment benefits, a guaranteed income stream for many of the jobless workers and a $1 billion job opportunity bank.
+Notwithstanding these provisions, workers at the affected plants in Illinois, Michigan, Missouri and Ohio were worried that these benefits were better in theory than in practice. While some of these workers would have the right to fill openings G.M. may have elsewhere, for example, some doubted that there would be room for everyone, particularly since G.M. has said that other plant closings are likely to follow. Some workers speculated that less than one-sixth of the 29,000 affected G.M. employees would receive transfer offers in the next two years.
+''One thing I know is that G.M. doesn't have 29,000 openings elsewhere in the company for all these people to be transferred into,'' said Gary Furkin, a 10-year veteran of G.M. who works at its plant in Willow Springs, Ill., a dozen miles southwest of Chicago. ''I hear that, to transfer into one of the openings that G.M. has, you'll need something like 20 or 25 years' seniority.''
+''The transfer provision would be more realistic if this were the only round of closures to take place,'' Harley Shaiken, professor of labor studies at the University of California in San Diego, added. ''But it looks like this is just the tip of the iceberg.''
+The auto company has not yet indicated how many openings there might be. John F. Mueller, a G.M. spokesman, said the company was conferring with the union on what openings existed and who qualified for them.
+For the moment, many have found the uncertainty difficult to live with. ''The situation's real hard,'' said David Lewis, a 29-year-old apprentice welder at Willow Springs, which was opened in 1953 as a Buick jet engine plant for the Korean War. ''You don't know nothing.''
+Many workers fear that, because their only work experience is in manufacturing, they will have problems finding new jobs. The Middle West's manufacturing sector is shrinking and the workers fell uneasy about taking a job in the fast-growing, but often low-paying, service sector. ''If history is any guide, a significant portion of the G.M. people will exhaust their 26 weeks of jobless benefits and stay jobless a long time after that,'' said Greg LeRoy, research director at the Midwest Labor Research Center. ''Even those who find new jobs usually see a significant drop in personal income.'' Cushioning the Shock
+There are some comforts, however. Certainly, G.M.'s supplemental unemployment benefits, or SUB, will cushion the shock, even for employees who cannot find jobs within a year. For laid-off workers with 20 or more years of seniority, the program, which factors in government jobless benefits, provides 95 percent of take-home pay for two years. Workers with less than 20 years receive SUB for a year of perhaps even just a few months. Under the new tax law, state-paid jobless benefits are taxable, while the company-paid SUB supplements have always been taxable.
+Then there is the guaranteed income stream, which kicks in when SUB benefits end. For workers with 10 or more years' seniority who are at plants that close permanently, this program guarantees 50 to 75 percent of take-home pay, depending on seniority, until age 62. The income stream stops, however, if the unemployed worker turns down other job opportunities at G.M. or at the local job office.
+But while these programs are more generous than most in American industry, workers say they are no panacea. ''We don't want benefits, we want jobs,'' said Phillip Ward, an 18-year G.M. veteran who works at the Norwood, Ohio, assembly plant, which is to be closed. Unusual Transfer Provisions
+Workers such as Mr. Ward are heartened, however, by the unusual transfer provisions in the G.M. contract. Laid-off G.M. workers generally receive priority for openings at other G.M. plants. The contract also states that, if a plant is closed and a worker's production line - for example, the conveyor, tools and dies used to stamp out doors - is moved to another plant, then that worker has the right to transfer to the other plant.
+But even workers who might qualify for transfers are ambivalent. ''They say that when the jobs move out of here, one can move with the job,'' said Rodney Choate, a conveyor attendant at Willow Springs and a 13-year G.M. veteran. ''But a lot of us don't want the company dictating to us where we live.'' Mr. Choate said he and his wife decided that a move would be too disruptive for their five children.
+Mr. Lewis, the apprentice welder, who has worked for G.M. for nine and a half years, sees things differently. ''I'll go anywhere they tell me to,'' he said. ''I only know cars.'' He said if he lost his job he and his wife might have to pull their two daughters out of Catholic school because they could not afford the $100 a month in tuition.
+For the workers who are not offered a transfer, the contract holds out one other alluring option. That is the job opportunity bank, a program in which G.M. retrains or finds temporary work elsewhere for employees who lose their jobs because of new technology; components obtained from sources outside the company; negotiated productivity improvements, and certain consolidations of work.
+The job bank does not provide slots, however, for workers who are laid off because of market conditions or changes in consumer preference. G.M. has agreed to spend $1 billion in six years to finance the job bank, which currently has 4,600 workers in the program. The job bank aims in part to alleviate the union's concerns about automation and other efficiency moves. It also ties in with the G.M.-U.A.W. Human Resources Center, a program that provides for retraining and pays for college courses. Many Look to Job Bank
+Many workers hope to be saved by the job bank. But, again, the company has not said how many slots will go to the 29,000 people facing layoffs. And since the job bank financing cannot handle much more than 4,500 workers at once, several labor experts expected it to absorb only a fraction of the 29,000 facing layoffs.
+Despite all the uncertainties hanging over the workers, outsiders still regard the G.M. program as one of the best in a tough situation.
+''All things considered, the auto workers are in reasonably good shape compared with most other laid-off employees,'' said David Cole, director of the University of Michigan's Office for the Study of Automotive Transportation. ''But I believe the major social issue we face is, as our companies contract in terms of employment to increase productivity and become world-class competitors, what kind of political and social dislocations will result and what are we going to do about it?''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.M.%27S+JOBLESS+NET%3A+HOW+SAFE%3F&title=New+York+Times&issn=03624331&date=1986-11-12&volume=&issue=&spage=D.1&au=STEVEN+GREENHOUSE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 12, 1986","''One thing I know is that G.M. doesn't have 29,000 openings elsewhere in the company for all these people to be transferred into,'' said Gary Furkin, a 10-year veteran of G.M. who works at its plant in Willow Springs, Ill., a dozen miles southwest of Chicago. ''I hear that, to transfer into one of the openings that G.M. has, you'll need something like 20 or 25 years' seniority.'' For the moment, many have found the uncertainty difficult to live with. ''The situation's real hard,'' said David Lewis, a 29-year-old apprentice welder at Willow Springs, which was opened in 1953 as a Buick jet engine plant for the Korean War. ''You don't know nothing.'' Many workers fear that, because their only work experience is in manufacturing, they will have problems finding new jobs. The Middle West's manufacturing sector is shrinking and the workers fell uneasy about taking a job in the fast-growing, but often low-paying, service sector. ''If history is any guide, a significant portion of the G.M. people will exhaust their 26 weeks of jobless benefits and stay jobless a long time after that,'' said Greg LeRoy, research director at the Midwest Labor Research Center. ''Even those who find new jobs usually see a significant drop in personal income.'' Cushioning the Shock","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Nov 1986: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"STEVEN GREENHOUSE, Special to the New York Times",New York Times Company,,Newspapers,426346691,"United States, New York, N.Y.",English,12-Nov-86,AUTOMOBILES; LABOR; LAYOFFS (LABOR); UNEMPLOYMENT AND JOB MARKET; SHUTDOWNS (INSTITUTIONAL); FACTORIES AND INDUSTRIAL PLANTS; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+"BANKAMERICA RECALLING CLAUSEN, GONE 5 YEARS, AS CHIEF EXECUTIVE","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bankamerica-recalling-clausen-gone-5-years-as/docview/426309105/se-2?accountid=14586,"The board of directors of the troubled BankAmerica Corporation, in a special meeting today, named A. W. Clausen, former president of the World Bank, to resume the helm of the banking company he once led.
+Mr. Clausen, who is 63 years old, was chief executive officer of BankAmerica from 1970 until 1981, when he left to join the World Bank. He returns as chairman and chief executive officer of both the bank holding company and its subsidiary, the Bank of America.
+He will face the task of restoring the giant California bank to health after a long period of huge losses from bad loans, management turmoil and high costs.
+The action of the board follows the resignation Friday of Samuel H. Armacost, 47, as president and chief executive officer of the BankAmerica Corporation and chairman and chief executive of its bank. He had presided over the bank since 1981, as its fortunes steadily diminished.
+The board today also announced that Leland S. Prussia, the chairman of the board of the BankAmerica Corporation, would take early retirement and that Thomas A. Cooper, the No. 2 man at the Bank of America behind Mr. Armacost, would be given additional responsibilities.
+The choice of Mr. Clausen, which had been suspected since Friday, has already become controversial.
+Mr. Clausen, who is also known as Tom, led the bank during a decade of uninterrupted growth, as the bank rose to international prominence. Nevertheless, many analysts and bank officials say that the policies he put in place then were responsible for many of the problems that affected the bank after he left.
+Still, the appointment is expected to end at least some uncertainty that had long permeated the bank because of rumors that Mr. Armacost was on the way out.
+John R. Beckett, the chairman of the executive committee of the board of directors, said the board reached its decision reluctantly and took ac-tion because of the volatile atmosphere surrounding the bank and the concerns of the bank's ''constituencies,'' which could mean customers, employees, shareholders and Federal regulators.
+''There are few executives of Tom Clausen's demonstrated capabilities or world stature,'' Mr. Beckett said in a statement issued by the bank. ''He will bring the authoritative and calming management direction that is necessary to the bank's success.''
+Mr. Beckett, the former chairman of the Transamerica Corporation, also said Mr. Clausen would try to restore the bank to profitability and restore shareholder dividends as soon as possible. Mr. Beckett also praised Mr. Armacost for showing ''remarkable grace and class under fire'' and for ''total dedication to the job.'' 'Eager to Get at the Job'
+Mr. Clausen said he was proud to have been chosen. ''I am eager to get at the job,'' he said in a statement. ''I don't intend to waste time looking back.''
+Mr. Clausen's first task will be to respond to the proposal from the rival First Interstate Bancorp of Los Angeles that it buy BankAmerica in a stock transaction.
+BankAmerica declined today to comment on what its response to the offer would be. First Interstate valued the offer at nearly $2.8 billion.
+BankAmerica's board is believed to favor keeping the bank independent. Mr. Clausen's appointment is expected to help in that regard because it will indicate to shareholders that the board, by dismissing Mr. Armacost, is taking actions to restore the bank to health.
+At the very least, Mr. Clausen will be able to stave off the offer briefly, arguing that he needs time, as the new head of the bank, to study it.
+There is speculation that Mr. Clausen will be a temporary leader chosen as a familiar face by a board of directors seeking a quick replacement for Mr. Armacost. Under this scenario, Mr. Clausen would stay only until the company is sold or until a new leader is found. Caretaker's Role Doubted
+Sources close to the board, however, said Mr. Clausen was not being brought in only temporarily. ''I can't imagine Tom Clausen would come back to be a caretaker; it's not his style,'' said another BankAmerica executive who knows him.
+Mr. Clausen will turn 65 in February 1988. At that age, the board can ask executives to retire, although retirement is not mandatory, a bank spokesman said.
+Mr. Clausen will be paid $575,000 a year, the same salary Mr. Aramcost received. The board of directors gave Mr. Armacost a severance package equal to about three times his salary, or a total of $1.7 million, and Mr. Prussia a severance of two times his $420,000 compensation, or $840,000. Both payments could be partly offset by payments from new jobs they may find. Mr. Armacost's package restricts him in certain ways from competing with BankAmerica.
+The payment for Mr. Armacost appears to be similar to a golden parachute the directors approved in August for top executives in the event of a hostile takeover. The disclosure of the contracts, at a time the bank was losing money and laying off employees, proved embarrassing to the bank and outraged some employees. Meeting With Managers
+Mr. Clausen, who left the World Bank in June, was given the title of chairman of the board and chief executive officer of both the BankAmerica Corporation, the parent company, and of the Bank of America itself. Mr. Clausen, who started to work immediately, met with some of the company's managers today.
+Mr. Cooper, 49, who became president and chief operating officer of the Bank of America earlier this year, was also named president of the parent company and a director of the corporation.
+Mr. Cooper, a former president of the Girard Bank in Philadelphia, has received high marks from bank officials and outsiders for rapidly taking actions to cut costs.
+It is unclear whether Mr. Cooper, who was himself viewed as a candidate for the top job, will be able to work well with Mr. Clausen, who has a reputation as an autocratic manager. The two men, who had dinner together Saturday night, hardly know each other, according to banking sources.
+Mr. Clausen is also likely to find that the bank's management, as well as the banking industry, is far different these days. The Way Things Are Done
+Under Mr. Armacost, bank managers have been encouraged to make more of their own decisions, while the banking industry has become deregulated and highly competitive. The result could be a clash of culture, leading to more turmoil.
+BankAmerica's performance steadily deteriorated under Mr. Armacost, who was considered a ''boy wonder'' when he took over the helm of the bank in 1981 at the age of 41. The problems are attributed both to Mr. Armacost and Mr. Clausen, his predecessor.
+The bank's main problem has been poor loans, many of them made in the 1970's, when the bank was trying to grow rapidly. Many of these loans to foreign nations and to companies in agriculture, real estate, energy production and shipping, have gone sour, leading to huge losses for BankAmerica, including a $640 million loss in the second quarter of 1986. Moreover, BankAmerica was slow to cut costs and to adopt automation.
+Officials of the bank say that the situation is finally under control. By the middle of next year, they add, the bank should be making a profit.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BANKAMERICA+RECALLING+CLAUSEN%2C+GONE+5+YEARS%2C+AS+CHIEF+EXECUTIVE&title=New+York+Times&issn=03624331&date=1986-10-13&volume=&issue=&spage=A.1&au=ANDREW+POLLACK%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 13, 1986","''There are few executives of Tom Clausen's demonstrated capabilities or world stature,'' Mr. [John R. Beckett] said in a statement issued by the bank. ''He will bring the authoritative and calming management direction that is necessary to the bank's success.'' Mr. Beckett, the former chairman of the Transamerica Corporation, also said Mr. Clausen would try to restore the bank to profitability and restore shareholder dividends as soon as possible. Mr. Beckett also praised Mr. [Samuel H. Armacost] for showing ''remarkable grace and class under fire'' and for ''total dedication to the job.'' 'Eager to Get at the Job' Mr. Clausen said he was proud to have been chosen. ''I am eager to get at the job,'' he said in a statement. ''I don't intend to waste time looking back.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Oct 1986: A.1.",11/14/17,"New York, N.Y.",,"ANDREW POLLACK, Special to the New York Times",New York Times Company,,Newspapers,426309105,"United States, New York, N.Y.",English,13-Oct-86,"BIOGRAPHICAL INFORMATION; APPOINTMENTS AND EXECUTIVE CHANGES; SUSPENSIONS, DISMISSALS AND RESIGNATIONS; BANKS AND BANKING",New York Times,NEWSPAPER,,,,,,,
+HIGH TECHNOLOGY; INDUSTRY'S M.I.S. ROMANCE:   [SPECIAL SECTION ],"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-technology-industrys-m-i-s-romance/docview/425818412/se-2?accountid=14586,"WHEN Barry Miller began as a data programmer at Western Electric, the manufacturing division of the American Telephone and Telegraph Company, few opportunities existed for a computer specialist to make strategic decisions. But now as a management information systems director at Hapag Lloyd of America, a subsidiary of the German shipping company, he coordinates development and operations of all the company's information systems.
+As computer-service divisions have moved from the back offices to a central role in the planning and managing of companies, employees with computer skills and an understanding of internal data management have become a valuable commodity.
+The field is management information systems, popularly known as M.I.S., and it is one of the fastest-growing of all. The Federal Bureau of Labor Statistics reports that the number of systems analysts, a mid-level M.I.S. position, increased from 205,000 in 1980 to 359,000 in 1985 and is expected to grow to 520,000 in the next decade. Additionally, many businesses have made M.I.S. directors vice presidents, which in many cases has tripled the number of employees reporting to them. ''There is a big demand for individuals trained in M.I.S.,'' said Jack Ahlin, director of management department information systems and administration for the International Business Machines Corporation.
+M.I.S. professionals are concerned with developing systems to translate raw data into information that managers need to operate. ''M.I.S. professionals understand the link between information systems and strategy,'' said Patrick Marfisi, an electronics industry consultant at the Los Angeles office of McKinsey & Company. And David R. Kneifel, a consultant at Deloitte, Haskins & Sells, added, ''Firms realized that information is a valuable asset that needs to be managed.''
+Mr. Miller of Hapag Lloyd, for example, manages four divisions. He oversees the development, maintenance and operations of the company's systems. He is also responsible for making sure that systems match the users' needs. In addition he is part of a management steering committee formed to identify what information systems are needed.
+The idea of integrated management information systems, which was conceived and developed in the academic world, has become especially important as companies have streamlined operation, in part by moving computers directly into the hands of revenue sources. For instance, the American Hospital Supply Corporation, which makes medical equipment, has issued computer terminals to its purchasers to enable direct communication between buyers, sellers and distributors.
+Industry experts add that companies have begun to build up their M.I.S. divisions as management has realized that systems developed by their own employees are more likely to fit their needs than systems purchased from industry vendors. ''As communications becomes more critical to corporate strategy,'' Mr. Marfisi said, ''companies are less willing to rely on outside vendors.''
+At most companies, building M.I.S. divisions has meant consolidating the data processing, office automation and communication divisions, thereby putting those who design and write programs together with those who use them. Companies merged these operations as it became apparent that an inte- grated office would increase productivity and be more cost-efficient.
+As a result, new hierarchies of career progression have evolved in many businesses. Most M.I.S. professionals begin as programmers, writing programs based on specifications of program or systems analysts. According to Source EDP, a large recruiting concern for the computer profession, most opportunities exist for workers with several years of programming experience in COBOL, the most popular commercial computer language. While a degree in business, management information systems or accounting is valuable, industry sources say that type and depth of experience are more important.
+From there, programmers move up to the decision-making level in the company. Although still a nonmanagement position, the program analyst is responsible for assisting in system specification, testing and data input. Responsible for putting the system into practice, he works closely with computer users to verify that it fits their needs. Similarly, the systems analyst is the central figure in the development process. He determines the concept of the system, designing the software and evaluating its applications. ''You are out of the forest and looking at it instead of being in the trees,'' said Mr. Miller of Hapag Lloyd.
+In light of the growth of office use of personal computers, industry sources say that the greatest demand will be for individuals with experience in linking personal computers to mainframe systems and local-area networking, as well as knowledge of systems integrating data and voice communications.
+Salaries for nonmanagement positions depend largely upon length of experience, according to Source EDP, which estimates that this year the median annual compensation for programmers and programmer/analysts with one to two years of experience is $27,100, and for those with two to five years of experience, $31,200.
+Management positions range from project leaders to M.I.S. directors, which at some companies, such as the First National Bank of Chicago, is a senior position. Project leaders develop new systems for the company, such as payroll or accountingcoordinating user specifications with the computing resources.
+M.I.S. directors, sometimes called M.I.S. executives, oversee all information systems and data-processing efforts, and as senior management are responsible for determining how information systems can build a more profitable and efficient company. In many cases the M.I.S. director reports directly to the chief executive officer of the company and is responsible for large budgets. Salaries at medium-sized companies range from $55,000 to $75,000. ONE AREA with an especially high demand for M.I.S. directors is hospitals, which are hiring M.I.S. professionals to develop and institute systems to meet new Federal data requirements. Many hospitals are building data systems to allow all departments, ranging from radiology to pharmacology, to have access to and update patient records.
+Besides specific applications, opportunities exist for M.I.S. professionals as consultants. In this capacity their primary role is to advise companies on what equipment or software is needed to solve certain communication or information systems problems. For instance, virtually all the ''big eight'' accounting firms have M.I.S. divisions to assist companies through the transition to efficient information systems. Industry experts predict that the demand for consultants will increase as businesses continue to spawn M.I.S. divisions.
+Academia has been at the forefront of the development of management information systems. ''M.I.S. was traditionally looked at as a computer-science discipline,'' said Benjamin Mittman, professor of information management at the Kellogg Graduate School of Management in Evanston, Ill. But now with the proliferation of personal computers, business-school graduates need a certain degree of computer literacy and an understanding of how computers can be used strategically, he said. Today, there exist many schools that specialize in M.I.S. training, while most business schools offer several M.I.S. courses.
+Industry experts agree that one of the toughest hurdles facing M.I.S. professionals is how they will design systems that allow users access to all data resources. Since databases have evolved with a departamental focus, there are few systems available that provide for communication between these databases. Integrated data resources, as the systems are called, is a considerable undertaking in that many of today's large companies are extremely departmentalized. Citicorp, for example, has 21 separate data networks.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH+TECHNOLOGY%3B+INDUSTRY%27S+M.I.S.+ROMANCE%3A+%5BSPECIAL+SECTION%5D&title=New+York+Times&issn=03624331&date=1986-03-23&volume=&issue=&spage=A.34&au=GRUMHAUS%2C+AUDREY+D&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 23, 1986","M.I.S. professionals are concerned with developing systems to translate raw data into information that managers need to operate. ''M.I.S. professionals understand the link between information systems and strategy,'' said Patrick Marfisi, an electronics industry consultant at the Los Angeles office of McKinsey & Company. And David R. Kneifel, a consultant at Deloitte, Haskins & Sells, added, ''Firms realized that information is a valuable asset that needs to be managed.'' Industry experts add that companies have begun to build up their M.I.S. divisions as management has realized that systems developed by their own employees are more likely to fit their needs than systems purchased from industry vendors. ''As communications becomes more critical to corporate strategy,'' Mr. Marfisi said, ''companies are less willing to rely on outside vendors.'' Besides specific applications, opportunities exist for M.I.S. professionals as consultants. In this capacity their primary role is to advise companies on what equipment or software is needed to solve certain communication or information systems problems. For instance, virtually all the ''big eight'' accounting firms have M.I.S. divisions to assist companies through the transition to efficient information systems. Industry experts predict that the demand for consultants will increase as businesses continue to spawn M.I.S. divisions.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Mar 1986: A.34.",11/15/17,"New York, N.Y.",,"GRUMHAUS, AUDREY D",New York Times Company,,Newspapers,425818412,"United States, New York, N.Y.",English,23-Mar-86,DATA PROCESSING; EXECUTIVES AND MANAGEMENT,New York Times,SPECIAL SECTION,,,,,,,
+HIGH TECHNOLOGY; THE FUTURE MAY AGAIN BE IN PLASTICS:   [SPECIAL SECTION ],"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-technology-future-may-again-be-plastics/docview/425817333/se-2?accountid=14586,"TWO DECADES AGO, Dustin Hoffman, playing the title role in the movie ''The Graduate,'' was pulled aside by one of his parents' friends at a party and told that the future could be summarized in one word - ''plastics.'' At that time, at least to the movie's audience, ''plastics'' stood for low-quality consumer items like plastic forks whose prongs broke off in Jell-O and ink pens that burst in a pocket. Mr. Hoffman's character shrugged off the advice.
+Looking back now, perhaps he should have taken it. Plastics has emerged as one of the fastest-growing high-technology industries in the nation's manufacturing sector, and it is replacing steel, glass and wood in everything from car bumpers to baking pans to roofing.
+Plastic surpassed steel as the nation's most widely used material in 1976, according to an industry trade group in Washington, the Society of the Plastics Industry. The nation now uses more plastic, by volume, than steel, copper and aluminum combined, according to Howard Kibbel, a spokesman for the society. Mr. Kibbel said that last year the American plastics industry produced $18.7 billion in sales of plastic resin, the raw material of all plastic products, an amount that has grown at an annual rate of 12.7 percent since 1972, when it produced $4.5 billion.
+Plastic is used these days to make shoes, bottles, car bumpers, pans that survive 450-degree oven heat, tennis rackets, long johns, kayaks, entire buildings, bicycle wheels, work gloves, flak jackets, fishing rods and reels, headlights, artificial human organs, watches, shoes and even caskets. In Tokyo's harbor there is an island made almost entirely of plastic.
+On the drawing boards of plastics designers and engineers are automobile engines made entirely of plastic, plastic bodies of jet fighters, and transparent plastic stereo speakers. About the only thing plastics cannot do is biodegrade, its proponents say, and now researchers are working on making biodegradable plastic. ''Plastics pervade our entire society,'' Mr. Kibbel said. ''There is virtually no market where plastics do not have some involvement. They have become an essential part and indeed the material of choice. The era of the cheap substitute is over.''
+Chemical compounds developed several years ago by the industry are now beginning to be used in new ways. Plastics called polymers being used in layers to achieve certain benefits, and other substances are being added to the polymers - carbon or graphite in tennis rackets, for example - to enhance their strength or elasticity.
+Many plastics-industry experts say the era of discovering new materials, although continuing, has been surpassed by the need for engineers and designers who will discover new uses for plastics and ways to adapt them. ''There is a need now,'' said James Giggey, vice president of polymer products for Du Pont, ''for people who will be able to take the basic properties of polymers and develop the fabrication techniques to make the final parts that are going to be needed in all industries to capitalize on the benefits that polymers can bring to these industries.''
+Du Pont has identified four markets for growth in plastics: the automotive, packaging and electronics industries, and separation systems, which use plastic membranes to separate, for example, the salt from brine or water from orange juice, by osmosis. ''In the automotive industry, this is going to require a whole new technology or areas of technology in the manufacturing field,'' said Mr. Giggey, ''and we think it will create a lot of career opportunities. In packaging, there a revolution going on to replace glass and metal with plastics. Again, there is going to be a need for engineers and packaging de-signers who are well grounded in plastics and sophisticated plastics too.''
+Plastics have earned their place among high-technology industries by their ability to perform functions that were not imaginable for plastic 20 years ago. ''What we do has nothing to do with egg cups,'' said Uwe Wascher, a vice president at General Electric and general manager of marketing for the company's plastics groups. ''We produce high-performance materials,'' he said.
+No material displays its high-performance qualities better than Xenoy, a polymer now being used by Ford for the bumpers on its Sable automobile. By the 1990's, Mr. Wascher predicted, most American cars will have plastic bumpers made out of Xenoy or another thermoplastic, which can withstand very high heat, as will all vertical panels on a car's exterior. Xenoy can withstand the high temperatures used to bake on paint, Mr. Wascher said. It does not corrode, and the bumpers are strong enough so that when struck they bend and return to their original shape.
+They also do not look like plastic. ''On your I.B.M. computer,'' Mr. Wascher said, ''the housing and the keyboard always look like a plastic part. With the bumpers, at first sight you don't know they're made of plastic. Headlights on some cars are plastic, a Lexan polycarbonate, but you would swear it's glass.''
+Mr. Wascher said now that high-technology plastics had been developed, what was needed were marketing people with technical training and what he called ''commercially minded engineers.'' ''The key to success,'' he said, is ''linking technology to the market. That is what plastics is doing.''
+A second part of the plastics industry, one that is not considered high technology, is called commodity plastics. Commodity plastics differ from the high-technology ''engineering plastics'' in performance. They are less able, for example, to withstand high temperatures or the impact of an automobile crash.
+At Amoco, which besides its petroleum products is one of the largest plastic producers in the nation, Paul Descoteaux manages commodity plastics products. Mr. Descoteaux said the industry's growth now was in commodity plastics, where plastics are replacing glass in plastic packaging or textiles. He said that what was needed in commodity plastics were people who combine a technical knowledge of plastics and the business acumen to market them. ''The difficulty,'' he said, ''is what is this new world of thermoplastic going to look like in an era when oil prices are falling? Few of us have ever seen these kinds of price drops and their repercussions. By and large we think the drop will have a beneficial impact on the United States industry in commodity plastics.'' LIKE other industries, sectors of the plastics industry have shifted to other countries, according to Dr. Luigi Pollara, president of the Polymer Processing Institute in Hoboken, N.J. Dr. Pollara said raw materials, the processing of petroleum and natural gas into resin, were now being produced where the oil is drilled, and much of the mold-making and design is now done in Portugal. ''The profit from making resin,'' he said, ''is very small, and the only value is added-on value.''
+Dr. Pollara said there was a great deal of research being done in the design of machines for fabricating plastics in this country, machines that are energy-efficient and that cut labor costs by increasing automation. ''There is a move that's visible in the country to go into services,'' he said. ''I don't agree with it. I think we should stay in large part with manufacturing, especially the manufacturing of plastics.''
+Those interested in careers in the industry may write for information to the Society of Plastics Engineers, 14 Fairfield Drive, Brookfield Center, Conn. 06805, or call 203-775-0471.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH+TECHNOLOGY%3B+THE+FUTURE+MAY+AGAIN+BE+IN+PLASTICS%3A+%5BSPECIAL+SECTION%5D&title=New+York+Times&issn=03624331&date=1986-03-23&volume=&issue=&spage=A.25&au=Greer%2C+William+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 23, 1986","TWO DECADES AGO, Dustin Hoffman, playing the title role in the movie ''The Graduate,'' was pulled aside by one of his parents' friends at a party and told that the future could be summarized in one word - ''plastics.'' At that time, at least to the movie's audience, ''plastics'' stood for low-quality consumer items like plastic forks whose prongs broke off in Jell-O and ink pens that burst in a pocket. Mr. Hoffman's character shrugged off the advice. Mr. [Uwe Wascher] said now that high-technology plastics had been developed, what was needed were marketing people with technical training and what he called ''commercially minded engineers.'' ''The key to success,'' he said, is ''linking technology to the market. That is what plastics is doing.'' At Amoco, which besides its petroleum products is one of the largest plastic producers in the nation, Paul Descoteaux manages commodity plastics products. Mr. Descoteaux said the industry's growth now was in commodity plastics, where plastics are replacing glass in plastic packaging or textiles. He said that what was needed in commodity plastics were people who combine a technical knowledge of plastics and the business acumen to market them. ''The difficulty,'' he said, ''is what is this new world of thermoplastic going to look like in an era when oil prices are falling? Few of us have ever seen these kinds of price drops and their repercussions. By and large we think the drop will have a beneficial impact on the United States industry in commodity plastics.'' LIKE other industries, sectors of the plastics industry have shifted to other countries, according to Dr. Luigi Pollara, president of the Polymer Processing Institute in Hoboken, N.J. Dr. Pollara said raw materials, the processing of petroleum and natural gas into resin, were now being produced where the oil is drilled, and much of the mold-making and design is now done in Portugal. ''The profit from making resin,'' he said, ''is very small, and the only value is added-on value.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Mar 1986: A.25.",11/14/17,"New York, N.Y.",,"Greer, William R",New York Times Company,,Newspapers,425817333,"United States, New York, N.Y.",English,23-Mar-86,PLASTICS; LABOR,New York Times,SPECIAL SECTION,,,,,,,
+"HIGH TECHNOLOGY: NEW JERSEY; JERSEY'S ROUTE 1 STORY: SLOW GAINS, HIGH HOPES:   [SPECIAL SECTION ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-technology-new-jersey-jerseys-route-1-story/docview/425815670/se-2?accountid=14586,"NEW JERSEY officials envision a new ''Silicon Valley'' blooming in the central part of the state, a critical mass of high-technology talent anchored by two top-flight research universities and spawning promising new enterprises at the cutting edge.
+That vision, alas, is still largely a glint in their eyes, despite the burgeoning growth along Route 1 in Middlesex and Mercer Counties. Much of the new office space houses exactly that - offices, not laboratories or advanced computer centers. Back offices and business services predominate. ''There are a few other companies in the area, but not anything like the Boston area or the San Francisco area,'' said Marc Ostro, president of the Liposome Company Inc., a biotechnology concern in Plainsboro.
+The glint is still there, however, and it is growing stronger and clearer. A new permanent state Commission on Science and Technology endeavors to attract high-technology companies to New Jersey, offering the combined brain power of the state's institutions of higher education as its primary lure. ''There is a great deal happening,'' said Edward Cohen, the commission's executive director, ''and we are taking ac-tions which we feel will somewhat accelerate that kind of attraction.''
+The existing Center for Ceramics Research at Rutgers University, a cooperative effort between industry and academia, serves as a model for the state's plans. Six other high-technology centers are planned for the state, four of them in the Route 1 corridor. Those four will deal with biotechnology and medicine, computer aid to industrial productivity, food technology and advanced scientific computing. The centerpiece of the last will be a $125 million supercomputer project aided by a grant from the National Science Foundation.
+It is not that the so-called Route 1 corridor, which stretches along that highway from New Brunswick to Trenton, is technologically laggard. The RCA Corporation has three divisions in the immediate vicinity: American Communications, Astro Electronics and the Sarnoff Research Center. Mobil Research and Development Corporation has a major technical center in nearby Hopewell. E.R. Squibb & Sons is headquartered in Lawrenceville, with research laboratories in Franklin Township. Johnson & Johnson dominates New Brunswick.
+And development along Route 1 is indeed burgeoning. A current observation about the corridor is that if there isn't already a building on a plot of land in the area, there is a ''sold'' sign. A total of over 10 million square feet of office space is projected for 1992, more than currently exists in Milwaukee. There are already 77,000 jobs in the corridor, and according to a projection last year by the state Department of Transportation, 160,000 more will be created there in the next 20 years.
+''Route 1 is booming with new small-business ventures,'' said Ellen Hodges of the Princeton Area Chamber of Commerce. And Minerva Reed, the director of career services at Princeton University, agrees. ''We're getting more in the way of job notices from organizations in the area,'' she said. The old standbys, like RCA and the Mobil Oil Corporation, are still recruiting, but small specialized companies have cropped up and are looking for talent.
+But much of the growth evident along Route 1 is not, strictly speaking, high technology. Roger Steinhardt, the director of marketing and leasing for the Carnegie Center in West Windsor, reels off names like the International Business Machines Corporation, Wang Laboratories Inc. and RCA among the tenants in that 1.2 million-square-foot project. But their offices here house marketing and sales staffs, not engineers and laboratories. ''I think the high-tech image is interesting, but I don't know how real it is,'' he said.
+An exception is Geostar Corporation, which was founded three years ago by Gerard K. O'Neill, then a physics professor at Princeton. The company, which specializes in satellite communications, now has a staff of 20 and expects to grow to 200 or 300 within five or six years, according to Blaine Vincent Jr., the director of market development.
+The dearth of new high-technology companies among the office parks that have sprung up along Route 1 is surprising, given the way the development boom got its start there. Princeton University itself began the first new complex in 1975, the Princeton Forrestal Center in Plainsboro. Princeton recognized that development in the corridor was inevitable, says Robert Wolfe, Forrestal's general manager, and it wanted to steer that development toward technology enterprises. In part, the university hoped to increase the contacts between private industry and its engineering school and science departments. THE FORRESTAL strategy has been only partly successful. A major tenant at the four-million-square-foot center is Merrill Lynch, which has relocated its marketing and administrative services, training center and some money managers here from Wall Street. The brokerage firm takes advantage of a highly advanced office-automation system, but it is not involved in the development of new technology.
+More in line with Forrestal's mission is the Liposome Company, which was named after the microscopic fat bubbles that it uses to administer medicine more safely and effectively. Mr. Ostro, the president, said that the company, which is five years old, expects to grow from its current 65 employees, 40 of whom are scientists.
+Although it is now located in the center of New Jersey's pharmaceutical industry, which it serves, Liposome landed in Princeton quite by accident, Mr. Ostro said. A board member had an affiliation with the Institute for Advanced Study, and the company thought it could get laboratory space there. By the time the deal fell through, the company was already committed to the area, and wound up at Forrestal.
+Companies like Liposome and Geostar set up shop in the Princeton area because of the affiliations of their founders, and no one knows how many more new enterprises are incubating in professors' garages. But state officials, as demonstrated by the creation of the Commission on Science and Technology, have decided to rely more on the magnet of industry-university partnerships to nurture a new high-technology region.
+One such partnership, the Center for Ceramics Research, was launched in 1982 and now has 30 corporate members paying $35,000 a year for the privilege of directing research and getting the first look at the results. A new subprogram in fiber optics could bring in two dozen more companies, according to Mr. Cohen. The other centers in the corridor, which were inspired by the commission, will have their physical plants provided by a 1984 state bond issue.
+Will these centers attract industry and jobs? The National Science Foundation began developing advanced technology centers around the nation in 1972. Many of the early attempts failed, but there have been some successes more recently. So far, even the four-year-old ceramics center has spurred little business activity locally, Mr. Cohen concedes. Its corporate members are scattered around the country. Still, he reports feelers from a few companies interested in relocating or opening an office in New Jersey because of the proximity of the ceramics center or the supercomputer project.
+The state commission is also seeking ways to bring the benefits of the technology centers to companies too small or too new to invest $35,000 or $50,000 in generic research. Less expensive ''associate memberships'' and free incubation space are under consideration.
+It is possible the draw will be more subtle than that. Thanks to telematics, the use of computer applications to telecommunications, the resources of the supercomputer will be available to anyone anywhere, Mr. Wolfe said. He sees that computer as an advertisement in itself: ''It'll say to people, 'That decision was made to come here. Maybe we should come here too.' ''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH+TECHNOLOGY%3A+NEW+JERSEY%3B+JERSEY%27S+ROUTE+1+STORY%3A+SLOW+GAINS%2C+HIGH+HOPES%3A+%5BSPECIAL+SECTION%5D&title=New+York+Times&issn=03624331&date=1986-03-23&volume=&issue=&spage=A.47&au=Narus%2C+Bob%3BBob+Narus+contributes+to+The+New+York+Times+from+Princeton.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 23, 1986","The glint is still there, however, and it is growing stronger and clearer. A new permanent state Commission on Science and Technology endeavors to attract high-technology companies to New Jersey, offering the combined brain power of the state's institutions of higher education as its primary lure. ''There is a great deal happening,'' said Edward Cohen, the commission's executive director, ''and we are taking ac-tions which we feel will somewhat accelerate that kind of attraction.'' ''Route 1 is booming with new small-business ventures,'' said Ellen Hodges of the Princeton Area Chamber of Commerce. And Minerva Reed, the director of career services at Princeton University, agrees. ''We're getting more in the way of job notices from organizations in the area,'' she said. The old standbys, like RCA and the Mobil Oil Corporation, are still recruiting, but small specialized companies have cropped up and are looking for talent. It is possible the draw will be more subtle than that. Thanks to telematics, the use of computer applications to telecommunications, the resources of the supercomputer will be available to anyone anywhere, Mr. [Robert Wolfe] said. He sees that computer as an advertisement in itself: ''It'll say to people, 'That decision was made to come here. Maybe we should come here too.' ''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Mar 1986: A.47.",11/15/17,"New York, N.Y.",NEW JERSEY MIDDLESEX COUNTY (NJ) MERCER COUNTY (NJ),"Narus, Bob; Bob Narus contributes to The New York Times from Princeton.",New York Times Company,,Newspapers,425815670,"United States, New York, N.Y.",English,23-Mar-86,SCIENCE AND TECHNOLOGY; ECONOMIC CONDITIONS AND TRENDS; RELOCATION OF BUSINESS,New York Times,SPECIAL SECTION,,,,,,,
+REPORTER'S NOTEBOOK: CHEERS AND BARBS IN RUSSIA,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login? url=https://www.proquest.com/newspapers/reporters-notebook-cheers-barbs-russia/docview/425805158/se-2?accountid=14586,"There is something awesome about the volume of words generated at a Soviet Communist Party congress.
+Over nine days, with a day off on Sunday, the 5,000 delegates to the 27th party congress sat stoically in their assigned rows in the cavernous Palace of Congresses through some 100 speeches, as well as 31 by foreign Communist leaders.
+Each speech was printed in pages of solid type in the party newspaper Pravda and the Government newspaper Izvestia, with ''applause,'' ''prolonged applause'' and sometimes ''tumultuous, prolonged applause'' marked in at appropriate spots.
+The only other interruptions at the congress, which ended Thursday, have been for ''votes,'' all unanimous, to adopt the party program, the economic guidelines, resolutions and other reports.
+Signals From the Podium
+But if Mikhail S. Gorbachev and his lieutenants meant the congress to set the Soviet land on a new course, then the signals from the podium were often confused and contradictory.
+Virtually every speaker pledged himself to join in the bold turn toward greater initiative, dynamism and candor demanded by Mr. Gorbachev. Each dutifully criticized his own work as well as outdated ways, bureaucratism, corruption and all the other ''negative phenomena'' attacked at length in the leader's five-and-a-half-hour keynote speech.
+Yet beyond the ritualized unanimity, few speakers seemed prepared to test the limits of candor or to match their leader in sharpness, and those Muscovites who bothered to follow the endless speeches found them less provocative than the letters and articles in the press that had preceded the congress.
+''I was totally disappointed by the level of discussion,'' Roy A. Medvedev, the dissident Marxist historian, said. ''None were a match for Gorbachev's report. The Politburo members were cautious, and the delegates were often talking as they would at a normal meeting, complaining about the lack of some machine or tool.'' A Fiery Critique
+The one exception was Boris N. Yeltsin, the new Moscow party chief, who followed a fiery critique of the party's Central Committee by admitting that he had hardly been so bold at the last party congress, when criticism was not so popular. This was, he said, because ''I apparently lacked the courage and political experience.''
+The speech made Mr. Yeltsin something of an instant celebrity.
+Yet many other speakers, far from following Mr. Yeltsin's lead, voiced distinct displeasure at the lengths to which openness had gone. Yegor K. Ligachev, the chief ideologist in the Politburo, accused Pravda of ''allowing mistakes'' in publishing overly critical letters.
+To these was added the voice of President Andrei A. Gromyko: ''Criticism as a mighty and effective weapon of the party, and running down honest Communists - these are not one and the same thing.''
+There seemed to be a sense among these delegates that too much public criticism would undermine the authority of the party from within. Many older Russians remain uncomfortable with the memory of the impact of Nikita S. Khrushchev's denunciation of Stalinism at the 20th party congress 30 years ago.
+For others, like Mr. Gromyko, it was the thought of Westerners hearing all the criticism that seemed particularly galling. Nobody reading the internal criticism, he declared, ''should rush to conclusions about cracks in our party, our society.''
+Perhaps because of the thought that the outside world was watching, the K.G.B. seemed to remain immune to criticism. The speech by Viktor M. Chebrikov, head of the intelligence and internal security organization, was full of praise for the ''chekists,'' as the K.G.B. likes to style its agents, after the organization's first acronym, Cheka. But the speech focused criticism only on the implacable imperialist ''special services'' that the K.G.B. has to contend with.
+To drive home his point, Mr. Chebrikov disclosed that the K.G.B. had recently uncovered ''agents of imperialist intelligence services'' in several ministries and agencies who had sold ''important professional secrets to foreign organizations.''
+He gave no further details of the dragnet.
+The K.G.B. chief said another problem that demanded attention was video recorders. These recorders, he said, were being used by some to spread ''ideas alien to us, a cult of cruelty and violence and amorality.''
+It was a problem likely to expand. On the day before Mr. Chebrikov spoke, Mr. Ligachev had announced that ''measures have been formulated to start large-scale production of video technology.''
+One delegate who did not address the congress, but who seemed nonetheless a major presence at the proceedings, was Abel G. Aganbegyan, the economist whose reformist ideas seem to have become the policy of the land under Mr. Gorbachev.
+In talking of new methods of management, economic levers, financial incentives, more local autonomy, rapid introduction of computers and in general most his modernizing ideas, Mr. Gorbachev has been drawing on ideas long advocated by Mr. Aganbegyan and his former colleagues at the Siberian branch of the Academy of Sciences in Novosibirsk. Since Mr. Gorbachev came to power, Mr. Aganbegyan has been in Moscow as head of the Commission to Study Production Forces.
+Not surprisingly, Mr. Aganbegyan was possibly the most sought-after official at the congress. Mr. Aganbegyan, a large man of impressive girth with the jet-black hair of his Armenian ancestry and the conservative suit of a successful executive, finally made an appearance Wednesday with a group of Western reporters.
+Mr. Aganbegyan seemed refreshingly untroubled about how the West would view the problems, prospects and statistics that he freely shared. He seemed to speak with the confidence of a man who has often fielded the same questions before. Glimpses of the Future
+Mr. Aganbegyan gave some intriguing glimpses into future plans.
+He said a commission was working on measures to permit some limited private enterprise in services like repair shops, auto garages or household renovation. One idea was to let entrepreneurs keep a fixed percentage of their gross income. Another was to have them pay a fixed sum to the state, keeping everything above it.
+Mr. Aganbegyan openly hailed the limited private enterprise permitted in East Germany, Bulgaria and Hungary. ''It's a healthy practice,'' he said. ''My personal idea is that we need to develop it.''
+He explained that the Soviet Union required ''radical reforms'' at this juncture of its development because it could no longer count on endlessly tapping new resources, and because of the projected sharp drop-off of new entrants into the labor force.
+The result, he said, is the drastic need for more labor productivity and automation, two of the cardinal points of Mr. Gorbachev's program.
+Mr. Aganbegyan also described some of the problems in changing an economy as complex as the Soviet Union's. ''We'd need several years to put any reform in practice,'' he said. ''It won't happen tomorrow.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=REPORTER%27S+NOTEBOOK%3A+CHEERS+AND+BARBS+IN+RUSSIA&title=New+York+Times&issn=03624331&date=1986-03-08&volume=&issue=&spage=1.2&au=SERGE+SCHMEMANN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 8, 1986","Each speech was printed in pages of solid type in the party newspaper Pravda and the Government newspaper Izvestia, with ''applause,'' ''prolonged applause'' and sometimes ''tumultuous, prolonged applause'' marked in at appropriate spots. Perhaps because of the thought that the outside world was watching, the K.G.B. seemed to remain immune to criticism. The speech by Viktor M. Chebrikov, head of the intelligence and internal security organization, was full of praise for the ''chekists,'' as the K.G.B. likes to style its agents, after the organization's first acronym, Cheka. But the speech focused criticism only on the implacable imperialist ''special services'' that the K.G.B. has to contend with. Mr. [Abel G. Aganbegyan] also described some of the problems in changing an economy as complex as the Soviet Union's. ''We'd need several years to put any reform in practice,'' he said. ''It won't happen tomorrow.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Mar 1986: 1.2.",6/6/19,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS Russia,"SERGE SCHMEMANN, Special to the New York Times",New York Times Company,,Newspapers,425805158,"United States, New York, N.Y.",English,8-Mar-86,POLITICS AND GOVERNMENT (1983); SPEECHES AND STATEMENTS,New York Times,NEWSPAPER,,,,,,,
+TRADE ISSUE HITS HOME IN A QUEENS COMMUNITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/trade-issue-hits-home-queens-community/docview/425740995/se-2?accountid=14586,"On weekday mornings, Eddie Barbour leaves his home on 60th Place in Ridgewood, Queens, and heads for work in the ACD Knitting Mill eight blocks away.
+About the same time, Vittoria Torrillo shuts the door of her house on Ridgewood's 69th Avenue and walks to her job at the Fritz Knitting Mill, four blocks from her house.
+The 32-year-old Mr. Barbour, who was born and raised in Ridgewood, and the 47-year-old Mrs. Torrillo, a 20-year resident of the neighborhood, are not unusual in their short commutes to work in the knitting mills of Ridgewood.
+Residents of the community - between Maspeth and Glendale on the Queens-Brooklyn border - make up the great majority of the 5,000 to 6,000 employees of these mills. It is one of the largest concentrations of knitting factories in the United States, industry officials say.
+Nor are Mr. Barbour and Mrs. Torrillo unusual among Ridgewood people in their conviction that the mills, long a key part of their blue-collar neighborhood, are being eroded by foreign forces - the wave of apparel and textile imports from low-wage countries, most of them in Asia.
+Imports 'Not Helping Anybody'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TRADE+ISSUE+HITS+HOME+IN+A+QUEENS+COMMUNITY&title=New+York+Times&issn=03624331&date=1985-12-01&volume=&issue=&spage=A.51&au=Fried%2C+Joseph+P&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1985","''We don't like the imports at all -that's the reason we're losing jobs,'' said Mrs. [Vittoria Torrillo] as she worked a sewing machine in putting the finishing touches on a skirt at the company that employs her. ''It's very hard when you have two children in college,'' she added, pointing out that her earnings were needed to supplement those of her husband, a maintenance man in Manhattan. Because of the large concentration of knitting mills in Ridgewood and the sizable role they play in that area's economy, Ridgewood is among the neighborhoods that would be most hurt by continued reverses in the apparel industry, Mr. [Si Lippa] said. Neighborhood leaders estimate that about 15 percent of Ridgewood's employed residents work in the local mills. Others agree on the problem. ''The Ridgewood area is one knitting mill on top of another, and when there's a slump, they hurt,'' said Seth M. Bodner, executive director of the National Knitwear and Sportswear Association. ''I don't have electronic machines -the problem is that the orders have gone down,'' Louise Fritz, owner of the Fritz Knitting Mill, said in her establishment on Catalpa Avenue in Ridgewood. ''When we opened here 30 years ago, we had 26 employees. Now, I'm down to 12.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1985: A.51.",11/14/17,"New York, N.Y.",NEW YORK CITY RIDGEWOOD (NYC) QUEENS (NYC),"Fried, Joseph P",New York Times Company,,Newspapers,425740995,"United States, New York, N.Y.",English,1-Dec-85,TEXTILES; FACTORIES AND INDUSTRIAL PLANTS; INTERNATIONAL TRADE AND WORLD MARKET; PRICES; ECONOMIC CONDITIONS AND TRENDS; LABOR,New York Times,NEWSPAPER,,,,,,,
+"AS THR COMPUTER SPREADS, CONSULTANTS SURE TO FOLLOW:   [SPECIAL SECTION ]","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-thr-computer-spreads-consultants-sure-follow/docview/425545303/se-2?accountid=14586,"ANDREW ANDRETA wanted to make more money than the $25,000 a year he earned as a senior systems analyst at the American Can Company. After evaluating his skills and marketability, he made the difficult decision to give up the security of his staff job and pursue a career as an independent computer consultant. The decision turned out to be a profitable one for Mr. Andreta. ''In my first year as an independent consultant,'' he said, ''I doubled my salary.''
+Mr. Andreta is one of a growing number of independent consultants who sell their computer expertise to businesses on a contractual or retainer basis. In the 1960's and 70's most computer consultants were part of the staff of consulting firms. Today, more and more computer consultants are going independent, becoming part of the increasing number of self-employed people in the United States, a number that has been rising steadily since the mid-1970's, according to Susan Schank, a spokesman for the Federal Bureau of Labor Statistics.
+''I had often thought about making the move,'' Mr. Andreta said, ''but I was apprehensive about living with the uncertainty of not having a staff job. The straw that broke the camel's back was when I began training independent consultants hired by American Can. I realized I was teaching people who were being paid three times as much as I was making.''
+As the computer field expanded, consultants who understood computers, could teach others how to use them and were willing to work on a contractual basis were in great demand. According to Catherine Kazienko, owner of Mellinger & Associates, a firm that matches independent consultants to clients: ''Ten years ago, 90 percent of all consultants in the technical field were on the staff of a consulting firm. They were salaried employees. Now more than 70 percent of computer consultants have incorporated and function as independents, negotiating their own fees with the placement company or middleman, or directly with the client.''
+Many consultants cite the challenge of performing a variety of tasks in a range of settings as one of the reasons for choosing the consulting route. One consultant may be asked by a hospital to set up a record-keeping system for patients, and in his next job may be advising the owner of a small business on what equipment to purchase.
+Still other consultants sell specialized knowledge, such as data security, data communications or factory automation, to corporations and government agencies.
+It Can Be Cheaper",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AS+THR+COMPUTER+SPREADS%2C+CONSULTANTS+SURE+TO+FOLLOW%3A+%5BSPECIAL+SECTION%5D&title=New+York+Times&issn=03624331&date=1985-10-13&volume=&issue=&spage=A.34&au=Elder%2C+Janet&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Compa ny Oct 13, 1985","''I had often thought about making the move,'' Mr. [ANDREW ANDRETA] said, ''but I was apprehensive about living with the uncertainty of not having a staff job. The straw that broke the camel's back was when I began training independent consultants hired by American Can. I realized I was teaching people who were being paid three times as much as I was making.'' Mr. [Joseph Rigo] developed a client pool by sending blind letters to the technical services departments of major corporations. He also ran advertisements in computer publications. ''It's like running the corner candy store,'' he said. ''You build up a regular group of customers and then your name starts to get around.'' While some consultants cite the higher fees they are commanding as a reason for leaving staff jobs, others simply wanted to be their own boss. Charles Robbins, former director of communication services for the International Data Corporation, a consulting and market-research firm in Framingham, Mass., left his position despite offers of increased pay and job scope in order to freelance. ''I am happiest and most comfortable developing something new,'' he said. ''I wanted the stimulation of constant challenge. When you work for yourself, you're willing to put in 80 hours a week.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Oct 1985: A.34.",11/15/17,"New York, N.Y.",,"Elder, Janet",New York Times Company,,Newspapers,425545303,"United States, New York, N.Y.",English,13-Oct-85,DATA PROCESSING; UNEMPLOYMENT AND JOB MARKET,New York Times,SPECIAL SECTION,,,,,,,
+"THE TALK OF BAFFIN ISLAND; ESKIMOS VIEW RADAR STATIONS AS BLOTS, NOT BLIPS","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/talk-baffin-island-eskimos-view-radar-stations-as/docview/425475885/se-2?accountid=14586,"When the United States and Canada announced plans last spring to overhaul the North American air-defense system, the news evoked little enthusiasm from the people who live in the region.
+The Baffin Islanders, who inhabit the barren, mostly Arctic island between the Canadian mainland and Greenland, felt as if they had seen it all before.
+The radar stations of the original Distant Early Warning line, or DEW line, were built in the 1950's to give advance notice of Soviet bomber attack. Although the system changed the face of the Arctic, creating new communities in the Baffin region like Hall Beach, it did not usher in the prosperity and jobs expected by the Inuit, as Canada's Eskimos are called. Technicians imported from the south have done most of the work.
+''It's going to create some short-term employment, for sure, but as far as long-term employment is concerned, I doubt it very much,'' said Louis Tapardjuk, the president of the Baffin Regional Inuit Association, as he discussed the new system.
+Automation Replaces Workers",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+TALK+OF+BAFFIN+ISLAND%3B+ESKIMOS+VIEW+RADAR+STATIONS+AS+BLOTS%2C+NOT+BLIPS&title=New+York+Times&issn=03624331&date=1985-08-17&volume=&issue=&spage=1.2&au=CHRISTOPHER+S.+WREN+FROBISHER+BAY%2C+Northwest+Territories+-%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 17, 1985","''Frobisher Bay wouldn't be here if the Americans didn't need it,'' said John Rizzotto, the town manager. The Americans pulled out in the early 1960's, but a couple of junkyards are still called the ''American dumps.'' To enhance the region's Eskimo character, the town council voted last year to change the name of Frobisher Bay to Iqualuit, an Eskimo word that means ''fish.'' The Federal Government is still studying the idea. ''They understood it,'' Mr. Nookiguaq said. ''They understood the starvation and hunger.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Aug 1985: 1.2.",11/14/17,"New York, N.Y.",BAFFIN ISLAND CANADA,"CHRISTOPHER S. WREN FROBISHER BAY, Northwest Territories -, Special to the New York Times",New York Times Company,,Newspapers,425475885,"United States, New York, N.Y.",English,17-Aug-85,"UNITED STATES ARMAMENT AND DEFENSE; ESKIMOS; RADAR; DISTANT EARLY WARNING (DEW) LINE; MILITARY STRATEGY AND TACTICS; NEW MODELS, DESIGN AND PRODUCTS; LABOR",New York Times,NEWSPAPER,,,,,,,
+"LABOR PEACE REIGNS IN JAPAN, AND UNIONS WITHER","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/labor-peace-reigns-japan-unions-wither/docview/425441190/se-2?accountid=14586,"The Labor Ministry issued a little-noted report the other day, saying that strikes had cost the average Japanese employee only 15 minutes and 50 seconds of work time in each of the last three years.
+By way of comparison, the ministry might have noted that office workers in crowded Tokyo buildings often lose that much time each day just waiting for elevators. Instead, the agency observed dryly that the average United States employee had given up three hours to labor disputes and even his hard-laboring West German counterpart had lost nearly two hours.
+The report drew little public attention because labor tranquillity and job dedication have long been accepted facts of Japanese life. There has not been a major walkout lasting as long as a week since public workers went out for eight days in 1975, demanding, in vain, the same right to strike that private employees enjoy but rarely exercise.
+Over the years, unions have had great success in guaranteeing job security and setting company work rules. Indeed, said Takuhiko Nakamura, president of the steel workers' federation, ''protecting jobs is the most important function that unions have to play.''
+Membership Rate Declines",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LABOR+PEACE+REIGNS+IN+JAPAN%2C+AND+UNIONS+WITHER&title=New+York+Times&issn=03624331&date=1985-06-07&volume=&issue=&spage=A.2&au=CLYDE+HABERMAN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 1985","Akira Yamagishi, one of Japan's more influential union officials, said that organized labor had managed surprisingly well right after World War II to develop ''union consciousness.'' But that consciousness is fading and labor has grown complacent, said Mr. Yamagishi, who heads a 280,000-member union representing telecommunications workers. ''Japanese employees,'' he said, ''are more likely these days to think less like workers and more like company managers.'' ''The system is not natural and inherent to Japanese culture, the way many people think,'' said an American labor analyst living in Tokyo. ''It would disappear if the unions were not there to keep management in line.'' Some labor leaders describe the gap between big companies and small as widening, and they worry about their inability to deal with it. ''Labor has been understanding management's position for too long,'' Mr. Yamagishi said. ''The period of harmony may be reaching a turning point.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 1985: A.2.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES WEST GERMANY,"CLYDE HABERMAN, Special to the New York Times",New York Times Company,,Newspapers,425441190,"United States, New York, N.Y.",English,7-Jun-85,LABOR; STRIKES,New York Times,NEWSPAPER,,,,,,,
+PITTSBURGH BEMUSED AT NO. 1 RANKING,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy. lib.umn.edu/login?url=https://www.proquest.com/newspapers/pittsburgh-bemused-at-no-1-ranking/docview/425365081/se-2?accountid=14586,"Anyone who knows the Pittsburgh of the 1980's knows that this mountainous city of the Three Rivers is not what it once was.
+With its breathtaking skyline, its scenic waterfront, its cozily vibrant downtown, its rich mixture of cultural and intellectual amenities, its warm neighborhoods and its scrubbed-clean skies, it is no longer the smoky, smelly, gritty milltown of yesteryear.
+But stereotypes are astonishingly hardy, and in any case Pittsburgh is still not New York, say, or San Francisco. So it is perhaps unsurprising that when the 1985 edition of Rand McNally & Company's ''Places Rated Almanac'' named Pittsburgh the best place to live among all 329 of America's metropolitian areas, a lot of people, including many Pittsburghers, said, ''Huh?''
+Pittsburgh? The hard-muscled city that worships the football Steelers and likes to order up an an ''Imp 'n' Arn'' (Imperial whisky and Iron City beer) at its blue-collar bars? A quintessential part of faltering smokestack America? The city of 10 percent unemployment that is about to lose the headquarters of the Gulf Corporation and perhaps the Pittsburgh Pirates as well? That Pittsburgh?
+Numerical Rankings Assigned",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PITTSBURGH+BEMUSED+AT+NO.+1+RANKING&title=New+York+Times&issn=03624331&date=1985-03-31&volume=&issue=&spage=A.22&au=Stevens%2C+William+K&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 31, 1985","Stereotypes are astonishingly hardy, and in any case Pittsburgh is still not New York, say, or San Francisco. So it is perhaps unsurprising that when the 1985 edition of Rand McNally & Company's ''Places Rated Almanac'' named Pittsburgh the best place to live among all 329 of America's metropolitian areas, a lot of people, including many Pittsburghers, said, ''Huh?'' ''On behalf of Pittsburgh, I demand a recount,'' wrote Peter Leo, a columnist for The Pittsburgh Post-Gazette. ''It's not that we don't deserve to be No. 1. It's just that we're simply not used to being on top in anything that doesn't involve football. Now we have every reason to fear a Yuppie invasion. As you know, Yuppies take lists and ratings very seriously. We don't have enough jogging shoes to go around here.'' Older Pittsburghers are ''very proud'' of the city's ranking, said Mr. O'Dell. But to many younger residents, he said, the rating is absurd: ''To compare Pittsburgh to Boston or San Francisco? There's no comparison.'' Entertainment in Pittsburgh, he said, is ''somewhat primitive.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Mar 1985: A.22.",11/15/17,"New York, N.Y.",PITTSBURGH (PA),"Stevens, William K",New York Times Company,,Newspapers,425365081,"United States, New York, N.Y.",English,31-Mar-85,LIFE STYLES; SOCIAL CONDITIONS AND TRENDS; URBAN AREAS; RATINGS AND RATING SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+U.S. FACES BOMBER CHOICE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-faces-bomber-choice/docview/425334614/se-2?accountid=14586,"The fate of one of the Air Force's most cherished weapons, the manned strategic bomber, has reached a pivotal point: Congress must decide this year whether to extend production of the B-1 bomber or forge ahead with a radically new design dubbed the Stealth bomber.
+The choice involves some of the nation's most tightly guarded military secrets, namely how to build aircraft that can evade Soviet radar. Pitted against this technology's promise is perhaps the most tenacious political network in Pentagon history, one that enabled the B-1 program to survive a decade of controversy, including cancellation by President Carter in 1977.
+The choice will affect, moreover, the long-term future of two of the largest American defense contractors - the Rockwell International Corporation and the Northrop Corporation - which together have billions of dollars at stake in strategic bomber programs at their southern California plants.
+Funds for Final 48 Planes
+In the Pentagon's budget for the fiscal year 1986, President Reagan has requested B-1 financing of the final 48 bombers in a planned fleet of 100. The first production-model B-1, valued at more than $200 million, rolled off the Rockwell assembly line at Palmdale, Calif., last September.
+But the Administration has told Senator Pete Wilson, Republican of California, that no money will be sought in preparation for building more than 100 of the B-1's. ''I don't see any evidence for going beyond 100,'' Mr. Wilson said in a recent interview.
+During testimony before the Senate Armed Services Committee last week, Air Force Secretary Verne Orr said there were ''no internal plans whatsoever to buy the 101st B-1.''
+With no allocation this year or next of ''long-lead'' funds for a 101st B-1, production work is scheduled to end at Rockwell in mid-1988 after a Government expenditure of $20.5 billion for the whole program (measured in 1981 dollars). At that point a new bomber must be in the final stages of preparation if it is to meet the Air Force's objective of readiness for the early 1990's.
+Same Goal for Both Craft
+Both the B-1 and the Stealth have the same combat objective: to race through Soviet air defenses and drop nuclear bombs. There has been intense debate for years about how well the B-1 could perform this mission, relying on low-level flight and electronic jamming to evade enemy radar. It was the Carter Administration's opinion that the B-1, whose development started in 1970, was not worth producing. Nuclear-tipped cruise missiles launched from outside Soviet borders were judged to be formidable enough.
+In 1980 the Carter Administration disclosed that the Pentagon was nonetheless seeking a successor to B-1. Known officially as the Advanced Technology Bomber, or ATB, the Stealth has been one of the most secretive military research and development programs since the Manhattan Project created the first nuclear weapons 40 years ago.
+Neither the Air Force nor Northrop, which was chosen as prime development contractor in 1981, would discuss the project, other than to acknowledge its existence.
+Senator Wilson Comments
+''Stealth is healthy and will be available,'' said Senator Wilson, who has visited Stealth flight test operations at Edwards Air Force Base in California's Mojave desert. He declined to describe what he had seen there, but Air Force and Defense Department officials have said the Stealth bomber is not a ''paper airplane,'' implying that at least components of a flyable aircraft are on hand.
+Secretary Orr told the Senate Armed Services Committee last week that although the new bomber was on schedule, ''we haven't built the first one yet.'' Senator Wilson replied, ''I'm well aware of that.''
+From a strictly economic perspective, there is a consensus among Wall Street analysts that Northrop is far along the path toward full-scale development of the Stealth bomber. Work orders ''are apparently going through the roof,'' said Paul Nisbet, an analyst who follows Northrop for Prudential-Bache Securities. Mr. Nisbet estimated that the company's revenues from Stealth work exceeded $1 billion last year. In 1983, by comparison, the total value of all prime military contracts at Northrop was just $846.6 million.
+Subcontracting Is Similar
+''It is interesting to note,'' Mr. Nisbet added, ''that the Stealth subcontractor network is very similar to that of the B-1.'' He said, ''Economic dislocations that might be caused by a transition from the B-1 to the Stealth are being minimized.''
+For example, the General Electric Company will supply the Stealth bomber's jet engines, as it does for the B-1, and the Boeing Company will provide electronic equipment. The Vought division of the LTV Corporation, which builds the B-1's fuselage, is believed to be studying the use of radar-absorbent structural materials for the Stealth.
+One respected Northrop watcher on Wall Street has assessed the chances of Stealth's ultimate debut as extremely low, however. Gary Reich of Wertheim & Company said that because ''the final B-1 in all probability will be electronically identical to any projected ATB, there will be growing sentiment in Congress to continue building B-1's and to cancel the ATB.''
+Consensus of the Experts
+In fact, there are legions of experts throughout Congress and the military establishment who find it hard to believe that Rockwell will simply go ''cold turkey'' on B-1 in 1988.
+From an engineering perspective, there is an even stronger consensus among experts that the Stealth bomber is a radical departure from existing warplanes.
+''To maximize the advantage of Stealth technology, one has to begin with a new aircraft design,'' wrote the Air Force recently in a rare reply to questions about the program submitted by Senator Carl Levin, a Democrat from Michigan. ''By taking a more conventionally designed airplane like the B-1, fundamental limitations exist as to how much you can do to reduce the radar signature.
+The Air Force added that ''the geometry of existing designs simply does not provide the optimum'' Stealth characteristics.
+A Design to Minimize Radar
+Starting from scratch with radar evasion as a primary design goal would result in an airplane consisting almost entirely of horizontal wings, with no fuselage or vertical tail or sharp edges that would reflect radar waves strongly, according to David Caughey, a Cornell aeronautical engineering professor.
+As viewed from forward Soviet radar stations, such ''flying wings'' would look like a mere sliver compared with the B-1's chunkier airframes. Northrop built and successfully flew just such an aircraft, the YB-49, in the late 1940's. With today's computer-aided flight controls, Professor Caughey said, the stability problems that plagued flying wings in the past would be trivial.
+Rockwell officials are loathe to reveal their corporate strategy as they face an inevitable decline of B-1 revenues, even if Congress approves a few more than 100 planes. According to Mr. Nisbet, the company is now using some of its B-1 cash to buy nonmilitary businesses that will keep its profits steady - such as the recent $1.6 billion acquisition of the Allen-Bradley Company, an industrial automation concern in Milwaukee.
+Other Rockwell Projects
+''Rockwell has a lot more going for it than B-1,'' said Donald R. Beall, the company's president, in a recent interview. In the aerospace field, Mr. Beall noted substantial Rockwell activity on the space shuttle and proposed space station, as well as military satellite systems. He said his company also has a ''major effort under way'' to compete for a new Air Force warplane called the Advanced Tactical Fighter.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+FACES+BOMBER+CHOICE&title=New+York+Times&issn=03624331&date=1985-02-11&volume=&issue=&spage=D.1&au=Biddle%2C+Wayne&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 11, 1985","''Stealth is healthy and will be available,'' said Senator Wilson, who has visited Stealth flight test operations at Edwards Air Force Base in California's Mojave desert. He declined to describe what he had seen there, but Air Force and Defense Department officials have said the Stealth bomber is not a ''paper airplane,'' implying that at least components of a flyable aircraft are on hand. Secretary [Verne Orr] told the Senate Armed Services Committee last week that although the new bomber was on schedule, ''we haven't built the first one yet.'' Senator Wilson replied, ''I'm well aware of that.'' ''It is interesting to note,'' Mr. [Paul Nisbet] added, ''that the Stealth subcontractor network is very similar to that of the B-1.'' He said, ''Economic dislocations that might be caused by a transition from the B-1 to the Stealth are being minimized.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Feb 1985: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Biddle, Wayne",New York Times Company,,Newspapers,425334614,"United States, New York, N.Y.",English,11-Feb-85,AIRLINES AND AIRPLANES; B-1 AIRPLANE; STEALTH AIRCRAFT; PRODUCTION; AIRFORCES; UNITED STATES ARMAMENT AND DEFENSE; DESIGN,New York Times,NEWSPAPER,,,,,,,
+TRYING TO RECONCILE SECRECY AND COMPUTER USE IN RUSSIA,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/trying-reconcile-secrecy-computer-use-russia/docview/425267992/se-2?accountid=14586,"For anyone feeling threatened by the spread of little computers into businesses, schools and homes, there is still a sanctuary in the developed world where the abacus is king and floppy disks are badly manufactured phonograph records.
+No young Russians sit glued to video screens chasing invaders from outer space, and none of their older brothers are busy at their personal computers finding ways to break into private mainframes.
+The situation is one that may give comfort to the guardians of secrecy in the Kremlin. But it is one that is alarming members of the scientific and academic elite, who are saying that unless something is done to raise computer consciousness in the Soviet Union, the East-West gap in electronic technology will become unbridgeable.
+Anatoly P. Aleksandrov, president of the Academy of Sciences, said last January in Izvestia that training in computers had to become a national priority.
+''We must build a program somewhat like the one we developed to eliminate illiteracy after the October Revolution, a program that is probably no less important in today's world,'' he said.
+Action has been slow and cautious. Part of the reason is that popularizing the computer would make it difficult to continue tight controls on information.
+So far, pilot programs have been set up at two schools, in Moscow and in Novosibirsk, with 20 personal computers each. Officials say 150 schools are expected to have programs by 1986.
+The focus of the training is a table- top model named Agat, for which the Apple II served as a prototype. Some Soviet wags have suggested that the Agat could more properly be called ''yabloko,'' Russian for apple.
+Production of the Agat computers has been slow. Yevgeny P. Velikhov, a vice president of the Academy of Sciences who heads the Department of Information Science, Computer Technology and Automation, said in a recent issue of the academy's journal Vestnik that production was is still of the order of ''tens a year'' and that quality was a problem.
+The designer of the computer, A. F. Ioffe of the Ministry of the Radio Industry, wrote recently:
+''Mass production of this machine demands a solution to the problem of reliability of all its components. And this requires huge expenditures and even a certain change in the psychology of the workers, who are still oriented toward gross production.'' Allusion to Poor Quality
+The allusion was to an aspect of economic planning that still stresses the overall fulfillment of ''gross production'' plans expressed in rubles, instead of meeting the demand for a specific range of high-quality goods.
+Though large computers have long become a fixture in Government agencies, large industrial plants and in the military, the debate over the spread of personal computers has revealed an anxiety that unless Soviet society can be made ''computer friendly,'' computers will remain an exotic tool.
+Dr. Aleksandrov wrote, ''We are not making sufficiently effective use of even the comparatively few computers being manufactured for industry and for design and research agencies.''
+The problem, he said, is a lack of trained personnel and the fact that managers are ''not sufficiently aware of the potential of computers.'' His urgency seemed to stem from what the embargo imposed by the United States on the export of electronic technology to the Soviet Union. Soviet Hoped for Imports
+In the 1970's, Soviet leaders hoped to keep abreast of the West through imports of high technology. But the embargo imposed by President Carter after Soviet forces joined the fighting in Afghanistan drove home to the Russians that they would have to develop their own electronic expertise. The result has been a concerted effort within the Soviet bloc to develop its own computer industry, and an effort by Soviet agents to tap Western technology by whatever means possible.
+The longer-term solution is to get computers into schools.
+''The coming of computers to the schools is inevitable,'' Andrei P. Yershov, a computer expert in the Siberian Division of the Academy of Sciences, wrote. ''It is an indispensable factor in the spread of information. Schools must assimilate the computer as a subject and as a tool of study. Programming must become a second literacy.''
+But while Soviet scientists cite slow production, shoddy computers, lack of consumer interest and similar factors, Western experts believe a far greater obstacle stands in the way - the inherent wariness of the state about any technology whose grist is information. Communication Is at Issue
+Prof. Loren Graham of the Massachusetts Institute of Technology, who is a specialist in Soviet science policy, wrote recently that the access to data inherent in computer use runs counter to basic principles of Soviet control.
+''The Soviet Union has a tradition of barring individual control over communications,'' he wrote. ''It controls information zealously and is the most secretive industrialized power.''
+If the movie ''Wargames'' frightened Americans with the notion of a young ''hacker'' plugging into a military computer and nearly touching off a nuclear exchange, the very notion of anyone rummaging through a government data bank is inimical to Soviet thinking.
+This is a system where not only statistics for most metals, but the provincial output of such seemingly innocuous goods as cotton fabrics is now secret, not to speak of infant mortality, grain production or crime rates.
+Then there is the specter of dissidents armed with high-speed printers, churning out copies of ''Gulag Archipelago'' from floppy disks smuggled in by foreign tourists. At Soviet offices, common office copiers are kept under strict control and are locked away at night. Personal Use Seems Ruled Out
+Such considerations effectively rule out the possibility that private citizens will be able to buy personal computers anytime soon, and officials usually talk about supplying them to schools, offices and research facilities.
+The problem the Soviet Union thus faces is how to join in the information revolution without giving away information. The traditional approach has been to give access on a need-to-know basis. Academic researchers working on the United States, for example, are allowed to consult the closely guarded files of American periodicals.
+But the proponents of computerization say that computer literacy must be spread broadly if the Soviet Union is to learn how to apply the new technology.
+''One of the most important tasks before us is to develop an interest in personal computers among consumers,'' Dr. Velikhov of the Academy of Sciences wrote. ''So far only tens are being produced per year, and there has been little interest beyond a small group of biologists, chemists and other specialists.
+''This leads to a vicious circle: Consumers do not see any need for personal computers, which is essential, and producers do not produce them.'' Mass Production Is No Answer
+Dr. Velikhov did not see the solution in saturating the land with personal computers. Planners must not forget what happened to electronic calculators, he said.
+Calculators have been gathering dust on store shelves for much the same reason digital watches do: They are subject to breakdowns, no one knows how to fix them, and batteries are rarely available.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TRYING+TO+RECONCILE+SECRECY+AND+COMPUTER+USE+IN+RUSSIA&title=New+York+Times&issn=03624331&date=1984-12-28&volume=&issue=&spage=A.1&au=SERGE+SCHMEMANN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1984","''The coming of computers to the schools is inevitable,'' Andrei P. Yershov, a computer expert in the Siberian Division of the Academy of Sciences, wrote. ''It is an indispensable factor in the spread of information. Schools must assimilate the computer as a subject and as a tool of study. Programming must become a second literacy.'' ''The Soviet Union has a tradition of barring individual control over communications,'' he wrote. ''It controls information zealously and is the most secretive industrialized power.'' If the movie ''Wargames'' frightened Americans with the notion of a young ''hacker'' plugging into a military computer and nearly touching off a nuclear exchange, the very notion of anyone rummaging through a government data bank is inimical to Soviet thinking.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1984: A.1.",6/6/19,"New York, N.Y.",Russia,"SERGE SCHMEMANN, Special to the New York Times",New York Times Company,,Newspapers,425267992,"United States, New York, N.Y.",English,28-Dec-84,,New York Times,NEWSPAPER,,,,,,,
+SAFETY CONCERN AFTER AIR CRASHES,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/safety-concern-after-air-crashes/docview/425261300/se-2?accountid=14586,"After four consecutive years of dramatic improvement in the safety record of commuter airlines, several accidents have brought a surge of questions about the adequacy of Government monitoring of these carriers.
+The concern arose not only from the increase this year in the number of accidents but also from the discovery of slipshod and fraudulent practices that led to the grounding of a number of lines.
+One airline, Provincetown-Boston, was temporarily grounded in November for a variety of safety violations. Then one of its planes crashed when a section of the tail broke off, killing all 13 on board. The inquiry into the crash has so far found no connection with the violations that led to the grounding.
+Questions From Safety Experts
+Why did inspectors from the Federal Aviation Administration fail to spot the violations at Provincetown-Boston, including what the agency called ''fraudulent'' actions in qualifying pilots, until they were alerted by a pilot who had been dismissed by the airline months before? Could a larger force of inspectors have weeded out pilots throughout the industry before they became involved in crashes in which planes ran out of fuel or in which other fundamental safety rules were flouted? How much of the problem can be attributed to the rapid growth in the ranks of airlines since deregulation in 1978?
+These and other questions about the adequacy of Government monitoring come from officials of the National Transportation Safety Board, from other safety experts and from inside the F.A.A., which makes the safety rules and assigns the inspectors.
+Safety experts stressed that the total number of accidents this year is still much lower than the accident figures on commuter operations before 1980. They say the problems in 1984, after four years of steady improvement, could be a one- year aberration. But these experts said it is vital to act now to remedy any weaknesses in the system before they can lead to an even greater increase in the accident tolls.
+A senior official at the aviation agency agreed last week with the agency's assertions that there probably were enough inspectors. But he said shifts had to be made in their geographical distribution. ''In some places, we have plenty of people,'' he said, ''and in some places we're woefully short- handed.'' For example, Miami was cited as one area where there was a temporary shortage because of a recent rehiring of furloughed airline pilots who had been serving as inspectors.
+There are different definitions of the term ''commuter airline'' and statistics on the safety of those airlines are therefore often imprecise. Commuter airlines are commonly referred to as those that fly short distances to smaller communities, many of which were abandoned by big carriers after deregulation. Size is Key Factor
+But safety board statistics make an arbitrary distinction based on the size of planes that are used. Commuter operations, according to the safety board, are those using only planes with fewer than 30 seats. Safety statistics list commuter airlines that operate with larger planes together with major airlines and with carriers operating small fleets of planes with more than 30 seats.
+According to the safety board, there have been 21 accidents this year involving scheduled commuter flights. Five were fatal, with a total of 41 deaths.
+In 1983, the best year ever for commuter lines, there were 17 accidents. Two were fatal and the death toll reached 11. The 1983 figures would be worse, however, if they included the crash of a 44-passenger plane operated by Air Illinois, commonly referred to as a commuter line but listed by the safety board with the larger carriers. The plane carried 10 people, all of whom were killed when it went down in Pinckneyville, Ill. Comparing Accident Rates
+The 1984 figures for the larger commercial airlines as well as commuter lines using large planes show 13 accidents. The only fatalities came in the crash of a four-engine cargo plane that killed four people.
+The 1983 figures showed 20 large- plane accidents, four of them fatal, and a death toll of 15.
+The raw accident numbers for big planes and small planes are similar, but the small planes have significantly larger accident rates because many more flights are made by large planes. The last time one of the nation's major airlines had a fatal crash was almost two and a half years ago.
+Vice Adm. Donald D. Engen, Administrator of the aviation agency, acknowledges that his inspector force was ''overburdened'' in the special inspection of all the nation's airlines carried out last spring. But he notes that, after being cut from 638 workers in 1981 to 534 in 1983, the number of inspectors is now back above the 1981 figure.
+He said that the inspectors have increased productivity through an increased use of automation, including the use of computers to track incidents and spot dangerous trends, and by delegating much of the pilot-proficiency checks to specially designated personnel from the airlines. Safety Board Criticism
+Other officials are much less sanguine. When the transportation safety board met this month to consider a draft report on the Air Illinois accident, which occurred on Oct. 11, 1983, the F.A.A. inspection program was heavily criticised.
+James E. Burnett Jr., chairman of the safety board, said that if there had been vigorous surveillance, ''one contributing factor to the accident would have been removed.''
+Mr. Burnett said in an interview with The Associated Press that, while the F.A.A. had stepped up its inspection program over the past year, ''we have some indications that there are still problems.''
+''In fact,'' Mr. Burnett concluded, ''I think we have a long way to go.''
+Defenders of the F.A.A. have repeatedly contended that it would take an inspection force so large as to be impractical to make sure that no airlines were falsifying records on pilot training and maintenance. The supporters of the agency said the Government had to assume a certain level of honesty. The nation's excellent safety record, they said, shows that the system is basically sound. View From Congress
+A different view comes from Representative Norman Y. Mineta, Democrat of California, chairman of the aviation subcommittee of the House Public Works and Transportation Committee. The subcommittee held a hearing last year on the large reductions that had been made in the inspector force in the previous two years, when the F.A.A. was headed by J. Lynn Helms.
+Two weeks ago Mr. Mineta wrote to Mr. Engen, who took over the F.A.A. in April, saying that more could be done to monitor airline safety.
+''Though the earlier cuts in the air carrier inspection staff have for the most part been restored,'' Mr. Mineta wrote, ''I remain concerned that not enough resources are being devoted to this important F.A.A. activity. My concerns are heightened by recent certification revocations of Provincetown- Boston Airline and American Central Air Lines.
+''In both of these cases,'' Mr. Mineta said, ''F.A.A. discovered there were deliberate fraudulent activities on the airlines' part with regard to flight checks and training. I recognize that if someone is committing fraud, that will be difficult to detect in routine surveillance and inspection. However, in both Emergency Orders of Revocation, the F.A.A. cites numerous examples where apparently there was no fraud and the airlines' records on their face'' would indicate violations.
+The aviation agency recently grounded American Central, citing numerous safety violations. Engen Asked to Respond
+The Congressman said his immediate reaction was that the aviation agency ''simply lacks the resources to assure detection of substandard airline practices even where those practices are routine, longstanding and unconcealed.''
+Mr. Mineta concluded by asking Mr. Engen for a detailed reckoning by the end of January on whether the F.A.A. was still ''stretched too thin.''
+The aviation agency has said it would continue its efforts to win legislation to increasethe fine it can impose for a safety violation. For decades, the figure has stood at $1,000 a violation.
+''You can fine someone thousands of dollars for killing a bald eagle,'' said a former aviation agency official, ''but only $1,000 for something that could kill a planeload of passengers.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SAFETY+CONCERN+AFTER+AIR+CRASHES&title=New+York+Times&issn=03624331&date=1984-12-26&volume=&issue=&spage=A.1&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 26, 1984","A senior official at the aviation agency agreed last week with the agency's assertions that there probably were enough inspectors. But he said shifts had to be made in their geographical distribution. ''In some places, we have plenty of people,'' he said, ''and in some places we're woefully short- handed.'' For example, Miami was cited as one area where there was a temporary shortage because of a recent rehiring of furloughed airline pilots who had been serving as inspectors. ''In both of these cases,'' Mr. [Norman Y. Mineta] said, ''F.A.A. discovered there were deliberate fraudulent activities on the airlines' part with regard to flight checks and training. I recognize that if someone is committing fraud, that will be difficult to detect in routine surveillance and inspection. However, in both Emergency Orders of Revocation, the F.A.A. cites numerous examples where apparently there was no fraud and the airlines' records on their face'' would indicate violations. ''You can fine someone thousands of dollars for killing a bald eagle,'' said a former aviation agency official, ''but only $1,000 for something that could kill a planeload of passengers.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Dec 1984: A.1.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,425261300,"United States, New York, N.Y.",English,26-Dec-84,,New York Times,NEWSPAPER,,,,,,,
+TYPEWRITERS OF ELECTRONIC ERA,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/typewriters-electronic-era/docview/425238523/se-2?accountid=14586,"The International Business Machines Corporation, which used to dominate the market for office typewriters with its ubiquitous Selectric line, has found itself losing ground since the arrival of electronic models.
+Electronic typewriters come equipped with circuit boards, which contain a host of semiconductor chips, eliminating much of the machinery that drives manual and electric typewriters and providing advanced features such as memory capacity. Because electronic devices have fewer moving parts, they are generally considered more reliable than their electric counterparts.
+After electronic typewriters were introduced in 1978, sales of electric models began to decline rapidly. At the peak of their popularity six years ago, 10 million electric machines were chattering away in American offices, according to Dataquest Inc., a San Jose, Calif., research concern. By the end of this year, the number of electric typewriters is expected to be down to seven million, with I.B.M. accounting for 70 percent of that.
+In the electronic sector, I.B.M.'s market share is tumbling. In 1978 the company accounted for 94 percent of electronic typewriter sales, but by 1982 its share had fallen to 25 percent. Analysts estimate that I.B.M. now holds 17 percent, sharing first place with the Xerox Corporation.
+''But it's not merely a two-way race,'' said an I.B.M. spokesman. ''The challenge is not that narrow. A lot of people are getting into the business.''
+H. Edward White, associate director of Dataquest's office automation service, estimates that 26 companies, most of them based in Europe or Japan, are fighting for a place in this country's electronic typewriter industry. In 1980 there were only four.
+Based on 1983 sales of electronic typewriters with a list price of at least $795, Dataquest says Adler Royal Business Machines, a division of Triumph-Adler A.G. of West Germany, is the No. 3 company in the American market with a 14 percent market share, followed by Canon U.S.A., 11 percent; Olympia U.S.A., 10 percent; Brother International, 8 percent, and Ing. C. Olivetti, 7 percent.
+According to Dataquest, 510,000 electronic typewriters were shipped last year. This total is expected to increase to 700,000 machines, worth about $600 million, in 1984 and to one million by 1987. At the end of this year an estimated 1.9 million electronic typewriters will be found in offices across the country.
+How the Market Is Divided
+I.B.M. and Xerox, Mr. White projected, are each selling between 115,000 and 200,000 of them this year; European companies 250,000, representing 38 percent of the market, and Japanese companies just over 200,000, for 26 percent.
+Last year approximately 540,000 electric typewriters were shipped in the United States, but Dataquest estimates that only 400,000, worth about $600 million, will be shipped this year and that by 1987 the figure will be below 100,000.
+''There are still some residual replacement sales out there, but it'll all be over for the electric typewriter in two years,'' said William Lubrano, vice president, marketing, at Olympia U.S.A.
+But I.B.M., long known as a tough competitor, is expected to pull ahead in electronic typewriter sales next year, analysts said, thanks largely to a family of new models, the Selectric System 2000, introduced in October. Mr. White said the company is likely to see its shipments grow 50 percent in 1985, and Xerox's sales are expected to increase 30 percent.
+Outlook for Competition
+''Those three letters make a big difference - the name is associated with quality,'' said Peter Hammer, a senior representative for the Ajax Business Machine Corporation, an office equipment supplier based in Manhattan. ''With these new products from I.B.M.,'' he said, ''all those other guys just aren't going to be able to hold on.''
+I.B.M.'s older electronic models - the Electronic 65, 85 and 95 - run from $1,495 to $2,395 and are designed for heavy use in typing lengthy documents and substantial revisions. The Selectric System 2000 group, designed for lower volume, is meant to appeal to a broader range of users. There are three models, priced from $795 to $1,295. The high-end machine, the Quietwriter 7, uses a printing technique that reduces noise.
+As with other electronic products, intense competition has brought prices down, although the technology is becoming more advanced. Often an electronic is available for less than an electric. The latest version of I.B.M.'s Selectric, a series that began 23 years ago, retails for $945.
+Options or Standard Items
+Two options are available with I.B.M.'s newest electronic models: a removable one-line screen that displays what is about to be typed, which is priced near $165, and a ''spelling checker,'' a 50,000-word dictionary for use in finding errors, which costs $150.
+The viewing screen is standard with many other brands of electronic typewriters, and several makes also come with such features as disk drive data storage. But most of those rival products are higher-priced than I.B.M.'s.
+For example, Xerox's Memorywriter 630, which retails for $3,700, has a 20-line display plus an internal disk drive, giving it virtually unlimited memory. Olympia's Disque, priced at $2,499, has a 256-character correction memory, a 16,000-word internal storage capacity and removable 8,000-word diskettes, which provide unlimited external memory.
+Although the electronic typewriter has surged past the electric typewriter in sales, the newcomer's desk- top reign in America may be brief.
+Commingling of Equipment
+By the end of the 1980's, according to industry analysts, the electronic machine will have converged with other kinds of office equipment. It will be hard to tell a typewriter from a word processor, which allows the user to write and revise documents and make multiple printouts. And it will be hard to tell a word processor from a personal computer, which can function as a word processor, a calculator or a game machine whenever appropriate software, or programming, is installed.
+A secretary of the future will sit at the keyboard of a piece of ''hardware,'' with its function to be determined by the choice of software, analysts say.
+Mr. White of Dataquest predicted that electronic sales would peak in 1987. From that point on, he said, the office world will turn more and more to hybrid, multifunction devices - what he described as ''secretary's computers.'' Such companies as Olympia and Canon are already beginning to produce such machines.
+Doing Those Basic Chores
+Word processors and personal computers still have difficulty handling some basic business tasks - addressing envelopes or filling out forms, for instance - but improved software is expected to overcome these problems eventually as well as to make the equipment easier for less-skilled office workers to use.
+Nevertheless, the basic typewriter will always have a niche in the business world because not all offices need sophisticated devices, according to Ann Laynor of Arthur D. Little Inc., the research concern in Cambridge, Mass.
+''Don't expect the typewriter to ever completely disappear,'' agreed Hal Fair, national product coordinator for the Brother International Corporation, a subsidiary of Japan's Brother Industries Ltd. ''But there is going to be a point where the line begins to blur between a high-end typewriter and a word processor, and you're going to see products that combine both.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TYPEWRITERS+OF+ELECTRONIC+ERA&title=New+York+Times&issn=03624331&date=1984-11-23&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 23, 1984","''But it's not merely a two-way race,'' said an I.B.M. spokesman. ''The challenge is not that narrow. A lot of people are getting into the business.'' ''Those three letters make a big difference - the name is associated with quality,'' said Peter Hammer, a senior representative for the Ajax Business Machine Corporation, an office equipment supplier based in Manhattan. ''With these new products from I.B.M.,'' he said, ''all those other guys just aren't going to be able to hold on.'' ''Don't expect the typewriter to ever completely disappear,'' agreed Hal Fair, national product coordinator for the Brother International Corporation, a subsidiary of Japan's Brother Industries Ltd. ''But there is going to be a point where the line begins to blur between a high-end typewriter and a word processor, and you're going to see products that combine both.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Nov 1984: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,,New York Times Company,,Newspapers,425238523,"United States, New York, N.Y.",English,23-Nov-84,TYPEWRITERS AND TYPEWRITING; INDUSTRY PROFILES; ELECTRONICS; SALES,New York Times,NEWSPAPER,,,,,,,
+GROWING JOB PROBLEM: FINDING PEOPLE TO WORK,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/growing-job-problem-finding-people-work/docview/425211191/se-2?accountid=14586,"There are help-wanted signs in the windows of shops and restaurants throughout this fast-growing Atlanta suburb, and the managers of a new shopping mall here have begun soliciting local churches in an effort to find workers.
+While unemployment continues to hover around 7.4 percent nationally, and is much higher among inner-city youths and members of minorities, the biggest challenge facing employers in the booming suburbs northeast of Atlanta is finding people to fill jobs.
+Like other pockets of prosperity around the country, from New York City and the suburbs of Washington to Dallas and Phoenix, job openings here for sales people, clerks, secretaries and counter workers in fast-food restaurants are going begging this fall. Many merchants fear the situation may worsen in the Christmas season.
+Many economists and others agree that the difficulties some employers face in filling these jobs also underscore the wide local and regional disparities in the economy.
+On the one hand, more than 8.5 million workers remain unemployed despite 22 months of economic recovery. Many manufacturing industries have had to cut their payrolls because of automation and retrenchment in the face of foreign competition. Growth in Service Jobs
+On the other hand, even in communities where there are still large pools of unemployed workers, other jobs are being produced at a rate faster than they can be filled. This is especially true in the service sector of the economy, where growth has been strongest.
+In New York City, labor officials complain of shortages of clerical workers and sales people. On Long Island, where unemployment last month dropped to a 10-year low of 4.9 percent, fast-food, sales and office jobs are going begging. The situation in the New York area became apparent in the summer, when, experts said, the economy in the suburbs was spinning off so many jobs that some employers could not find enough seasonal workers.
+The largest number of jobs going unfilled are unskilled or semiskilled jobs and entry-level positions, which pay at or just above the Federal minimum wage of $3.35 an hour. An undetermined number are part-time jobs. Growth in Suburbs
+Labor analysts say the current market for these jobs reflects a variety of factors, not the least of which is the geography of most urban areas. Much of the new growth and prosperity is taking place in suburban areas; new jobs are being carried farther and farther away from those economically disadvantaged core-city residents who continue to swell unemployment rolls.
+Unemployment among blacks nationally is already twice that of whites, and nearly half of all black teen-agers are without work.
+''It isn't economically reasonable for a person who is going to work for the minimum wage on a job that is not full time to drive 15 to 20 miles each way to get to the job,'' said Dan Anderson, of the Arizona Department of Economic Security in Phoenix, where unemployment has dropped to 3.2 percent. ''And a lot of people who potentially are candidates for these types of jobs don't have transporation.''
+Janet L. Norwood, commissioner of the United States Bureau of Labor Statistics, said many jobs going unfilled were the kinds that ''a lot of people just don't want to take.''
+Part of the problem is a structural change that occurred in the labor markets as a result of the recession, which claimed its greatest toll among jobs in the manufacturing sector. While more jobs are opening in service areas such as restaurants and retail stores, a laid-off worker who made $10 or $12 an hour making shoes or apparel will probably have little interest in a fast-food job that pays less than half that. Transportation a Factor
+Employment officials in several cities complained that their situation was worsened by inadequate public transportation to carry workers to jobs.
+''The biggest problem we face is finding ways for economically disadvantaged people from the core city to get to the suburbs, where the openings are,'' said Wynn Montgomery, head of Atlanta's Private Industry Council. ''We are actually able to develop more jobs than we can fill.''
+Gwinnett County, where Atlanta area employers are having the most difficulty filling jobs, is not more than 20 miles from downtown. City bus lines do not travel there.
+In California, analysts from the state's Employment Development Department said fast-food outlets and some retail merchants were having some problems filling jobs in Orange County, where the unemployment rate is 4.5 percent.
+Economists and labor analysts say another factor is demographics. In the 1970's, 300,000 teen-agers entered the work force each year. Last year only 150,000 teen-agers, the group most likely to take entry-level jobs, entered the labor market, a reflection of falling birth rates.
+The drive to find employees to fill jobs has been most aggressive in those cities where the jobless rate is already low. In Atlanta, for example, it is under 5 percent, and it is just over 3 percent in Dallas, Phoenix and Raleigh, N.C. In those areas, competition for labor has driven wage rates up and resulted in employers' taking innovative approaches to recruit workers. Bonus for New Workers
+Wendy's restaurant here in Gwinnett County, where the population has grown 131 percent from 1970 to 1980, is offering employees a $50 cash bonus for every worker they recruit who stays on the job more than 30 days.
+In Framingham, Mass., one of the state's fastest-growing urban areas, employers and state labor officials are sponsoring a free bus service to bring in workers from Athol, an economically depressed mill town 70 miles to the northeast.
+Retail merchants in Framingham, which has an unemployment rate of 2.3 percent, went to the state for help when they could not find 1,000 workers they needed for November and December.
+The situation facing employers looking for laborers is ''horrendous,'' said Douglas A. Bryant, president of a hotel and restaurant chain in Raleigh. ''I could use 45 to 60 new people tomorrow,'' he said.
+One related phenomenom noted by labor analysts is the growth of companies that supply part-time workers. As of July, more than 636,000 people were employed as temporaries, 32 percent more than the previous year. More Temporary Workers Hired
+Harvey Hamel, an analyst with the Bureau of Labor Statistics, said the increase in the temporary market reflected in part the fact that businesses were having more difficulty finding steady, full-time employees.
+William B. Guillion, manager of Gwinnett Place, a new shopping mall northeast of Atlanta, agrees, saying he must use temporary employment services to fill out his cleaning crew.
+Among other things, Mr. Guillon said he had approached Atlanta area religious agencies that provide resettlement assistance for Asian immigrants in an attempt to find workers.
+Mr. Guillon said the shortages of workers in the Atlanta suburbs were forcing employers to become more aggressive and innovative in the way they look for labor.
+In the area around Raleigh and Durham, where the emergence of high-technology industries and rapid growth have cut unemployment rates to nearly 3 percent, local fast-food restaruants are running help-wanted advertisments on the radio and offering starting wages 30 cents an hour above the Federal minimum wage.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GROWING+JOB+PROBLEM%3A+FINDING+PEOPLE+TO+WORK&title=New+York+Times&issn=03624331&date=1984-10-28&volume=&issue=&spage=A.26&au=Schmidt%2C+William+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 28, 1984","''It isn't economically reasonable for a person who is going to work for the minimum wage on a job that is not full time to drive 15 to 20 miles each way to get to the job,'' said Dan Anderson, of the Arizona Department of Economic Security in Phoenix, where unemployment has dropped to 3.2 percent. ''And a lot of people who potentially are candidates for these types of jobs don't have transporation.'' ''The biggest problem we face is finding ways for economically disadvantaged people from the core city to get to the suburbs, where the openings are,'' said Wynn Montgomery, head of Atlanta's Private Industry Council. ''We are actually able to develop more jobs than we can fill.'' The situation facing employers looking for laborers is ''horrendous,'' said Douglas A. Bryant, president of a hotel and restaurant chain in Raleigh. ''I could use 45 to 60 new people tomorrow,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Oct 1984: A.26.",11/15/17,"New York, N.Y.",UNITED STATES,"Schmidt, William E",New York Times Company,,Newspapers,425211191,"United States, New York, N.Y.",English,28-Oct-84,LABOR; UNEMPLOYMENT AND JOB MARKET; UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+THE MIXED BLESSING OF A STRONG DOLLAR,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mixed-blessing-strong-dollar/docview/425202164/se-2?accountid=14586,"The stubbornly strong dollar has created a new watchword for the industrial Middle West. In the export-producing plants, the credo has become: Automate or emigrate.
+For more than a year, the Caterpillar Tractor Company has been hanging on, waiting for the dollar to break and begin its slide.
+In the meantime, Caterpillar has allowed its profit margins on exports to become razor thin and, what may be worse, it has swallowed losses in an effort to maintain its overseas market share. Its thinking has been that once the dollar dropped and Caterpillar products became relatively cheaper overseas, export sales - and margins - would swell.
+But the dollar refuses to fall. Now Caterpillar executives are beginning to ask whether the super-strong dollar is here to stay. If so, the next question is whether Caterpillar's price-cutting approach, intended to hold on to its market share, will ever work.
+Profit Kept Low
+''We've sacrificed profit to maintain market share, but you can't keep that up forever,'' said Donald V. Fites, a Caterpillar vice president in charge of forecasting, pricing and product sourcing. As evidence that the Peoria, Ill., company cannot keep up its overseas price-cutting forever, Mr. Fites noted that Caterpillar has lost money in seven of the last eight quarters, in large part because of the strong dollar.
+Indeed, Caterpillar reported this week that its losses could extend to the end of the year, and its stock was battered by rumors that the board would vote next week to cut the company's 37 1/2 cent quarterly dividend.
+The dollar's steep rise against Europe's leading currencies in the last two months - and in particular its resilience in the face of efforts by the West German central bank to rein it in - is driving home to more and more executives the realization that the dollar's strength may be a fixture that must be taken into account in long-range planning.
+As a result, companies such as Cater pillar are seeking new ways of becoming more competitive with foreign manufacturers, which many American companies say have gained a 35 percent cost advantage by the dollar's rise. And the American companies are finding that the best ways are to become more efficient at home or to buy or produce their products overseas.
+''Our manufacturing people keep saying, 'We have to automate or emigrate,' '' said Mr. Fites of Caterpillar. In many instances, the answer has been to emigrate.
+Production Transferred Overseas
+For instance, Mr. Fites said. Caterpillar had transferred production of its D4 tractor from Aurora, Ill., to a joint venture in Japan. In addition, just as the General Motors Corporation has turned to Daewoo of South Korea to manufacture subcompact automobiles more cheaply, Caterpillar is now marketing lift trucks made by Daewoo.
+''We have to source from Europe for the Africa and Middle East market,'' Mr. Fites said. ''We can no longer sell competitively in those areas models made in the United States.''
+He said Caterpillar has just 16,000 employees in jobs directly tied to exports, down from 31,000 three years ago. In addition, exports have dropped from nearly half of Caterpillar's sales three years ago to barely a third last year.
+Taking an approach that parallels that of Caterpillar, the Monsanto Company, the St. Louis-based chemical manufacturer, has recently approved construction of a silicon wafer plant north of London.
+Francis J. Mootz, controller of Monsanto International, said, ''It's almost impossible to introduce efficiencies here that can offset the run- up of the dollar.''
+Job Loss Cited
+Economists at the Washington- based Institute for International Economics estimate that the competitive disadvantages created by the strong dollar have resulted in a loss of three million jobs in export-oriented American industries and in American industries that compete with imports.
+''Each 1 percent of appreciation of the dollar causes a decline of $2 billion to $2.5 billion in exports annually,'' said William R. Cline, a senior fellow at the institute.
+Indeed, according to the Department of Commerce, total exports dropped 7.2 percent in August, to $18.02 billion, from $19.44 billion in July.
+According to Lynn O. Michaelis, the chief economist for the Weyerhaeuser Company, the dollar's recent run-up has caused linerboard export volume to be flat in tonnage terms and pushed it down in dollar terms.
+''We've had to drop our prices overseas to keep up with our competitors,'' he said. ''It's certainly hurting our margins. We've spent a great deal of time in the 1970's developing a market in Japan, and we don't want to abandon that market lightly.''
+Nevertheless, Mr. Michaelis said, Weyerhaeuser has been forced to rethink some its ''cling-to-our-markets'' strategy as the dollar remains strong. Mr. Michaelis, who estimated that the dollar is 35 percent to 40 percent overvalued against European currencies, predicted that the dollar would remain strong as long as the Federal budget deficit and real interest rates remain high.
+Some Dangers Involved
+But relying too much on emigration has its dangers, too. In addition to injuring American companies that rely on exports, the strong dollar also hurts American corporations that have foreign plants and hefty overseas sales of those foreign-made products. An American company that makes money on sales from its plants in Europe will see its profits diminished when it converts them to American currency.
+For instance, the Upjohn Company, a pharmaceutical concern based in Kalamazoo, Mich., took a $3.6 million foreign exchange loss in the second quarter as a result of the strong dollar. Thirty-five percent of its sales are overseas, and the bulk of that comes from merchandise manufactured abroad.
+''We expect the strong dollar to continue to have a negative impact,'' said Robert D. LaRue, Upjohn's manager of financial communications.
+Export-oriented executives differ with those economists who maintain that the strong dollar will help American industry in the long run by putting pressure on it to become more competitive vis- a-vis foreign producers. The idea is that once the dollar slides, the leaner, more efficient American companies will overwhelm the competition.
+''Yes, the dollar forces you to sharpen competitively,'' said Richard E. Burket, vice president and assistant to the chairman of the Archer-Daniels-Midland Company, a grain processor based in Decatur, Ill. ''But the downside is it holds an umbrella up for the competition. It helps them establish themselves in markets that were once ours.''
+Once foreign competition supplants American industry in an overseas market, Mr. Burket explained, it might prove hard and perhaps impossible to recapture that market. He said it would be difficult, for example, to root Brazil and Argentina from the soybean market they captured in Japan when they took advantage of the strong dollar and the repeated American grain embargoes.
+And even if automation or emigration is successful, there is no guarantee that such steps will improve a company's prospects.
+''One glass manufacturer told me he is making glass as efficiently as any Japanese producer,'' said William C. Freund, chief economist at the New York Stock Exchange. ''He said he couldn't offset the rise in the dollar by becoming more technically proficient. We ought not to fix the competitiveness of American industry by policies that don't address the basic ailment: the deficits and high interest rates'' that he said are keeping the dollar high.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MIXED+BLESSING+OF+A+STRONG+DOLLAR&title=New+York+Times&issn=03624331&date=1984-10-06&volume=&issue=&spage=1.1&au=STEVEN+GREENHOUSE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 6, 1984","''We've had to drop our prices overseas to keep up with our competitors,'' he said. ''It's certainly hurting our margins. We've spent a great deal of time in the 1970's developing a market in Japan, and we don't want to abandon that market lightly.'' ''Yes, the dollar forces you to sharpen competitively,'' said Richard E. Burket, vice president and assistant to the chairman of the Archer-Daniels-Midland Company, a grain processor based in Decatur, Ill. ''But the downside is it holds an umbrella up for the competition. It helps them establish themselves in markets that were once ours.'' ''One glass manufacturer told me he is making glass as efficiently as any Japanese producer,'' said William C. Freund, chief economist at the New York Stock Exchange. ''He said he couldn't offset the rise in the dollar by becoming more technically proficient. We ought not to fix the competitiveness of American industry by policies that don't address the basic ailment: the deficits and high interest rates'' that he said are keeping the dollar high.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Oct 1984: 1.1.",11/15/17,"New York, N.Y.",,"STEVEN GREENHOUSE, Special to the New York Times",New York Times Company,,Newspapers,425202164,"United States, New York, N.Y.",English,6-Oct-84,,New York Times,NEWSPAPER,,,,,,,
+GENERAL MOTORS AND UNION REACH TENTATIVE ACCORD,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/general-motors-union-reach-tentative-accord/docview/425186575/se-2?accountid=14586,"The United Automobile Workers and the General Motors Corporation reached agreement early today on a tentative three-year contract providing wage increases, added pension benefits and job security.
+In another major settlement that includes new provisions to protect the jobs of workers threatened by layoffs, the United Mine Workers and the Bituminous Coal Operators Association agreed today on a 40-month contract. (Page 10.)
+The General Motors settlement, at the end of a 16-hour bargaining session, came six days after the union began selective strikes that shut down over half of the manufacturer's car and truck production, idling about 110,000 workers. The pact covers 350,000 workers.
+Each Side Silent on Details
+Neither the company nor the union would release details of the settlement, but sources here said it included a first-year pay raise averaging about about 2.5 percent, with lump-sum payments of about 2.5 percent in the following two years.
+The job security program, which the union made its No. 1 priority this year, provides a new $1 billion fund to pay workers displaced from their jobs until other jobs are found for them or, in some cases, they are retrained. The company also extended certain ''commitments'' to continue production in this country.
+''We view the agreement as an excellent settlement,'' said Owen F. Bieber, the president of the union, at an early- morning news conference. ''I believe it is indeed an historic settlement.''
+G.M. Official Is 'Delighted'
+Alfred S. Warren Jr., the company's vice president for industrial relations, said he was ''delighted'' with the contract. ''We come out of these negotiations in a better competitive position than we went in,'' he said. Wall Street analysts generally said that at least the contract would not put the company at any greater disadvantage in the worldwide market. (Page 10.)
+Although union leaders have said the settlement at General Motors sets a pattern for the automobile industry, Peter J. Pestillo, the Ford Motor Company's vice president for labor relations, has said his company will not ''walk in lockstep'' with G.M. Negotiations at Ford are not expected to begin until the General Motors contract is ratified. The Chrysler Corporation's contract does not expire until a year from now.
+Profit-Sharing to Be RetainedThe profit-sharing provisions of the previous contract, which will yield each General Motors worker about $1,000 this year, were said to have been retained, along with the cost of living adjustments that protect workers against inflation. Pension payments would increase to $1,205 a month by the third year of the contract, from the current maximum of $935.
+The scope of the contract represents a return to normal for the union, which gave $3.5 billion in wage and benefit concessions to General Motors and Ford in the industry's slump in 1982.
+With the pact in hand, the union immediately directed its locals to end their strikes at 17 G.M. facilities. Although the picket signs went down quickly, a company spokesman said normal operations could not be resumed until Monday, at the earliest.
+The effects of the strikes at 15 assembly plants had rippled into the company's parts-producing operations. The company spokesman said it might be days before normal production resumed.
+The agreement is expected to be approved by the union's 26-member international executive board Tuesday and will be submitted to the 300-member G.M. council meeting in St. Louis Wednesday. If approved there, the contract will be submitted to the workers for ratification. A 'Ballpark' Settlement
+''This is an expensive settlement, but not a record-setting one,'' said an industry executive familiar with labor negotiations. ''It is sort of a ballpark automotive settlement, maybe a little less.''
+Union officals predicted ratification, but said they would have to work hard to sell the package to workers.
+''I think it's going to be fairly tough,'' said Stanley Marshall, director of the union's Region 1C in Flint. He said the staggered pay increase in the first year, under which skilled tradesmen are to receive raises of 41 cents an hour, or 3.5 percent, as against 9 cents an hour, or 1 percent, for floor sweepers and other lower-ranking workers, could cause resentment.
+''We also have to see about this job security program,'' he added. ''A billion sounds like a lot of money, but spread over six years, will it be enough?''
+The fund was General Motors's response to the union's insistence on a way to secure the jobs of its members, 250,000 of whom were laid off from the three major American automobile makers in the depths of the sales slump in the early 1980's. Keeping or Dropping Workers
+The provisions of the contract indicate that G.M. declined to keep people working whose places had been taken by automation or by shifts of production to other sources, but provided the equivalent in income maintenance. According to sources close to the matter, workers being paid from the fund will have to accept whatever work is available, regardless of their classification.
+The U.A.W. has negotiated income maintenance plans in the past, but for workers idled by the up-and-down nature of the industry, not for those displaced by changes sweeping the industry. The company apparently yielded little to union efforts to limit purchases from outside sources, providing money, instead, for workers affected by such actions.
+The selective local strikes also represented a new tactic that avoided the criticism and cost that a nationwide strike would have aroused and permitted an end to the walkout before the new contract was ratified.
+Mr. Warren said no single matter had delayed the bargainers for six days after the strike deadline. ''It was a very involved negotiation, very complicated in terms of tryingto grant security and still remain competitive,'' he said. Hostile Reaction in Jersey
+LINDEN, N.J., Sept. 21 (AP) - Nearly 1,000 automobile workers hissed and booed today after they were ordered at a rally to return to work Monday at the General Motors assembly plant here.
+Members of Local 595 of the United Automobile Workers walked out at midnight Sept. 14 over local contract issues, and many said they were disappointed now. ''We got the short end of the stick,'' said Ron Bigelow, an executive board member of Local 595.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GENERAL+MOTORS+AND+UNION+REACH+TENTATIVE+ACCORD&title=New+York+Times&issn=03624331&date=1984-09-22&volume=&issue=&spage=1.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 1984","''We view the agreement as an excellent settlement,'' said Owen F. Bieber, the president of the union, at an early- morning news conference. ''I believe it is indeed an historic settlement.'' Alfred S. Warren Jr., the company's vice president for industrial relations, said he was ''delighted'' with the contract. ''We come out of these negotiations in a better competitive position than we went in,'' he said. Wall Street analysts generally said that at least the contract would not put the company at any greater disadvantage in the worldwide market. (Page 10.) ''This is an expensive settlement, but not a record-setting one,'' said an industry executive familiar with labor negotiations. ''It is sort of a ballpark automotive settlement, maybe a little less.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 1984: 1.1.",11/14/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,425186575,"United States, New York, N.Y.",English,22-Sep-84,AUTOMOBILES; LABOR; CONTRACTS; WAGES AND SALARIES; PENSIONS,New York Times,NEWSPAPER,,,,,,,
+THE PHONE-COMPUTER FUSION,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/phone-computer-fusion/docview/425188996/se-2?accountid=14586,"One of the next big pushes in office automation, telecommunications experts say, will be voice-data work stations - desktop machines for managers that combine a personal computer and an advanced telephone in a single, compact unit.
+Although the market for these machines is small now, experts say the business could grow to $1 billion by 1990.
+The giant telecommunications companies are already moving to insure that they have a part of that market. Today Wang Laboratories Inc. plans to introduce its voice-data work station at a San Diego trade show. Wang says that not only will the device have a personal computer that capitalizes on Wang's experience building word processors, but it will also be possible to link the work station to a mainframe computer using the station's built-in telephone.
+Last week, the Rolm Corporation, the big maker of telephone-switching equipment, showed its sales staff its first voice-data work station, according to several industry sources. Code- named ''Mesquite,'' the Rolm device is said to combine a microcomputer patterned on the International Business Machines Corporation's Personal Computer and a telephone with such advanced features as voice recognition and a screen to display phone messages.
+Neither Rolm nor I.B.M., which has a 23 percent stake in Rolm, would confirm that they have been working on a product, but large numbers of I.B.M. engineers have been seen visiting Rolm's Santa Clara, Calif., headquarters in recent weeks, and I.B.M. has said it wants to work on products with Rolm.
+And in the next six months, the American Telephone and Telegraph Company and Northern Telecom Ltd., as well as dozens of smaller companies backed by considerable venture capital, are expected to introduce their own voice-data work stations. All aim to gain brand recognition and market share early on in what is expected to be a fiercely competitive industry.
+Pinpointing a Market
+''Everybody is saying that voice and data will come together and that they will do so at the desktop,'' said Kenneth J. Zita, a senior analyst at Northern Business Information Inc., a New York telecommunications research firm. ''It's just a question of whether the giants come in with voice-data work stations in the next three months or six months. After that, every computer maker and every maker of phone switching equipment will follow.'' Mr. Zita estimates that at least 20 companies are working on voice-data work stations.
+Some experts argue that a voice- data work station is nothing more than a nifty managerial toy that may make life easier but offers little that is new technologically.
+''There are a lot of companies betting millions of dollars that managers want these things, but I'm not sure they do,'' said Paul C. Travis, managing editor of Communicationsweek, an industry trade journal.
+The new work stations could also pose major marketing problems. Since the machines are neither phones nor computers but a blend of the two, it is unclear whether selling efforts should be directed at communications managers or data processing officers. ''Right now, it's a big challenge to figure out what our distribution channel should be,'' said Thomas J. Mercer, a spokesman for Wang.
+A Meshing of Technologies
+The impetus behind the rush to build a voice-data work station for managers, its proponents say, is a growing belief that telephones and computers have become so meshed that important advantages could be achieved by marrying the two. In particular, with the advent of electronic mail, data transmission and on-line news-retrieval services - all involving words or records flowing between computers over phone lines - many computer professionals maintain that managers could save time, desk space and money if they had one machine that could be used for both talking on the phone and sending and receiving data.
+At present, for example, a manager wanting stock quotations from a news service such as The Source needs a personal computer, a telephone and modem to link the two. But rigging this gear and signing on to a news service can be complicated, and can also lead to a jungle of wires on managers' desks.
+With a voice-data work station, proponents argue, equipment would be integrated in a box about the size of a 4-inch-thick legal pad. The use of fewer, more compact parts would translate into lower manufacturing costs and possibly lower communications costs for consumers. Moreover, all ''log on'' procedures would be pre- programmed into the machine so that managers could simply press a button and wait for quotes.
+Voice-data work stations might also make it easier for managers in different offices to exchange pictures and graphs while discussing the material. The stations could be used to send telephone messages to an executive's desk rather than to a secretary; indeed A.T.& T.'s new System 75 already does this. And marketing officials might find the machines a less- expensive alternative to mainframe computers currently being used to dial up customers listed in a data base.
+''Basically, they enable people to share information more easily and simply than in the past,'' said Eugene B. Lotochinski, a vice president at Northern Telecom.
+All Eyes on Rolm
+Telecommunications companies are apparently convinced there is a market. Already, according to Mr. Zita, the industry analyst, giants such as Ottawa-based Northern Telecom and start-ups such as Houston-based Zaisan Inc. have successfully marketed an integrated telephone and ''dumb'' terminal that sends and receives data but cannot do much computing. Sydis Inc., a two-year-old company in San Jose, Calif., has a similar phone-terminal that it markets with a minicomputer. Now, Mr. Zita said, manufacturers are trying to give work stations large amounts of their own computing power.
+Of the efforts under way, Rolm's is being watched most closely. Partly, this reflects the company's reputation as an innovator in telephone equipment, but the main reason is I.B.M.'s involvement.
+According to securities analysts and telecommunications consultants, Mesquite is essentially an I.B.M. Personal Computer with a telephone handset and Touch-Tone dial. The machine weighs about 25 pounds and is expected to retail for about $3,500. It has a pop-up, light-emitting diode screen, disk-drive memory, modem and the ability to run many top-selling business programs, such as Lotus 1-2-3 and Multiplan, that run on the I.B.M. machine. Although the station will at first be built and marketed by Rolm with technology from I.B.M., there is the possibility that in the future I.B.M. could supply Rolm with finished Personal Computers.
+The telephone portion, according to these sources, memorizes and dials numbers, sets up conference calls, tracks the length and destination of calls, and displays messages. The machine is also expected to recognize voices to prevent telephone abuse and to keep unauthorized users out of the computer part. Mesquite could be on the market by Jan. 1.
+Many experts agree that the work station could have an important place in the corporate strategy of both Rolm and I.B.M.
+For Rolm, they say, the machine offers the opportunity to diversify from the company's core business of providing advanced telephone switching equipment called private branch exchanges, or PBX's. This business has been hurt recently by steep price-cutting and slow growth in unit sales.
+And by delivering finished Personal Computers to Rolm, I.B.M. could move a bit closer to its goal of having its Personal Computer on every manager's desk.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+PHONE-COMPUTER+FUSION&title=New+York+Times&issn=03624331&date=1984-09-18&volume=&issue=&spage=D.1&au=Berg%2C+Eric+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 18, 1984","Last week, the Rolm Corporation, the big maker of telephone-switching equipment, showed its sales staff its first voice-data work station, according to several industry sources. Code- named ''Mesquite,'' the Rolm device is said to combine a microcomputer patterned on the International Business Machines Corporation's Personal Computer and a telephone with such advanced features as voice recognition and a screen to display phone messages. ''Everybody is saying that voice and data will come together and that they will do so at the desktop,'' said Kenneth J. Zita, a senior analyst at Northern Business Information Inc., a New York telecommunications research firm. ''It's just a question of whether the giants come in with voice-data work stations in the next three months or six months. After that, every computer maker and every maker of phone switching equipment will follow.'' Mr. Zita estimates that at least 20 companies are working on voice-data work stations. The new work stations could also pose major marketing problems. Since the machines are neither phones nor computers but a blend of the two, it is unclear whether selling efforts should be directed at communications managers or data processing officers. ''Right now, it's a big challenge to figure out what our distribution channel should be,'' said Thomas J. Mercer, a spokesman for Wang.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Sep 1984: D.1.",11/15/17,"New York, N.Y.",,"Berg, Eric N",New York Times Company,,Newspapers,425188996,"United States, New York, N.Y.",English,18-Sep-84,"TELEPHONES; DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+AUDITS CATCHING MORE ERRORS IN HOSPITAL BILLS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/audits-catching-more-errors-hospital-bills/docview/425153145/se-2?accountid=14586,"A patient in a Virginia hospital last year was given one unit of albumin intravenously. But somewhere in the accounting procedure a computer key stuck, and the patient's insurance company was billed for 111 units at $56 each.
+A psychiatric patient in Kansas City, Mo., was allowed to go home occasionally on passes, but the hospital charged him $1,500 for room, food and other inpatient services during the time he was at home.
+A California man decided to drive his wife home from the hospital rather than use an ambulance the hospital offered, but his insurance company was billed $600 for the ambulance anyway.
+Each of those errors was caught and corrected by rigorous private audits of the patients' hospital bills. A few years ago, according to experts, the mistakes would have gone unnoticed, and the overcharges would have been paid. But concern over rising health costs has made business executives increasingly aware of incorrect billing, and nearly every commercial insurance company and large corporation in the nation has begun hiring auditors to examine big hospital bills.
+Five years ago only two or three companies in the country specialized in auditing hospital bills. Now there are several dozen, and they report their business is more than doubling every year. They say that more than 90 percent of the large hospital bills they examine contain overcharges and that they are saving their clients at least $3 for every $1 spent on the audits.
+Samuel Kaplan, president of U.S. Administrators, a California company that administers employee benefits for more than 100 large corporations, said his auditors found mistakes in every one of several thousand hospital bills they audited last year and saved 15.2 percent of the charge on the average. Other auditing companies reported more modest results but said they found overcharges of 5 to 10 percent in a typical bill.
+The auditors do not question whether the proper medical procedures were ordered. Nor do they challenge how much hospitals charge for services that were performed. They are only looking for mistakes, such as errors in arithmetic, bills for services that were not provided and charges for drugs that were not administered.
+''It's like when you go with a lot of people to a restaurant,'' said Dr. Robert C. Bonhag, executive director of a coalition of businesses in Kansas City that has recently employed an auditing service. ''If somebody decides to add up the bill, there may or may not be a mistake. But if there is one you can bet it will be in the restaurant's favor.'' Matter of Incompetence
+None of the experts in the field say they believe hospitals intentionally cheat patients and insurers. ''What you have in hospitals is incompetence, utter statistical incompetence,'' said Willis Goldbeck, president of the Washington Business Group, an organization of 200 of the nation's largest corporations.
+''The whole system of hospital billing is overly complex for what it accomplishes, and it desperately needs to be repaired,'' said Arthur Piper Jr., executive director for finance at the University of Pennsylvania Hospital, which has a reputation for unusually accurate accounting practices.
+Steven Kukla, manager of hospital finance at the American Hospital Association, said he did not believe there was a serious problem with errors in hospital bills.
+''In general, it is my position that hospital accounting practices are good and that most hospitals have accurate billing systems,'' Mr. Kukla said. He added that the increase in auditing in recent years had put ''somewhat of a burden'' on hospital staffs and might have caused some to raise their rates.
+However, many hospital administrators around the country disagreed with Mr. Kukla and said the situation was both a problem and an embarrassment. 'Crazy' Billing
+Irwin Birnbaum, vice president for finance at Montefiore Medical Center in the Bronx, said that hospitals' accounting practices were probably ''sloppier'' than those of other businesses, and Mr. Piper called the way hospital bills are compiled ''crazy.''
+In the entire realm of mushrooming hospital costs, the problem of errors in billing is little more than a speck. ''Some money is sure to be saved by auditing,'' said Harry Spring, a corporate benefits specialist at Coopers & Lybrand, the accounting firm, ''but huge savings don't exist.''
+Aetna Life and Casualty Company, for example, estimates it found $1.5 million in overcharges last year while paying $6 billion in health insurance claims. The saving would have been much larger, according to Gary Schade, an Aetna claims specialist, if all bills had been audited, but Aetna routinely audits only bills of more than $50,000. Hospitals must accommodate and cooperate with the auditors, he said, and it would be demanding too much of the hospitals to audit every bill.
+He said that Aetna, one of the nation's largest commercial health insurance carriers, began having bills audited only two and a half years ago. ''We just weren't aware of the amount of errors,'' Mr. Schade said. A Share for Employees
+Still, the experts estimate hospital overcharges nationwide amount to more than $50 million annually. And although the insurance companies and corporations that pay insurance premiums for their employees may not reap great savings from the audits, executives say they are important for two reasons. First, according to Walter B. Maher, director of employee benefits and health services for the Chrysler Corporation, ''every little bit helps,'' and, second, the audits add ammunition to the arsenal of evidence being collected that the nation's health care system is inefficient.
+Some companies, in addition to employing auditing services, have begun to pay bounties to employees who detect errors in their own hospital bills. Chrysler, for example, splits the savings with any employee who notifies the insurance company of an overcharge.
+By and large, the Federal Government is not affected by errors in hospital bills. Medicare payments are made according to fixed rates based on patients' particular injuries or illnesses. Hospitals are compensated for Medicaid patients under complicated formulas that involve the total number of patients and hospitals' costs.
+Hospitals developed lax accounting practices over the years, according to Mr. Spring of Coopers & Lybrand, because ''there was no competitive force in the marketplace to make them efficient, to encourage them to be less than lax.'' Slow Shift to Computers
+Many hospitals were slow to computerize their billngs, according to the experts, and even now they are well behind banks, brokerage houses and other businesses in automation.
+Furthermore, errors creep into bills, administrators say, because so many different people on different shifts are involved with each patient. ''The more hands you have in the pot, the more chance for error,'' said Wally Scherer, product manager for life and health claims at Equifax, the largest of the private auditing services.
+Richard Mandel, president of Republic Service Bureau, another nationwide auditing service, said that most errors involved computer keypunch mistakes, charges for services that were ordered but not performed and items placed on the bill of the wrong patient.
+''You'd be amazed how many times the decimal point is put in the wrong place,'' Mr. Mandel said. ''The remarkable thing is that it is always too far to the right.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUDITS+CATCHING+MORE+ERRORS+IN+HOSPITAL+BILLS&title=New+York+Times&issn=03624331&date=1984-07-08&volume=&issue=&spage=A.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 1984","''It's like when you go with a lot of people to a restaurant,'' said Dr. Robert C. Bonhag, executive director of a coalition of businesses in Kansas City that has recently employed an auditing service. ''If somebody decides to add up the bill, there may or may not be a mistake. But if there is one you can bet it will be in the restaurant's favor.'' Matter of Incompetence Irwin Birnbaum, vice president for finance at Montefiore Medical Center in the Bronx, said that hospitals' accounting practices were probably ''sloppier'' than those of other businesses, and Mr. [Arthur Piper Jr.] called the way hospital bills are compiled ''crazy.'' In the entire realm of mushrooming hospital costs, the problem of errors in billing is little more than a speck. ''Some money is sure to be saved by auditing,'' said Harry Spring, a corporate benefits specialist at Coopers & Lybrand, the accounting firm, ''but huge savings don't exist.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 1984: A.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425153145,"United States, New York, N.Y.",English,8-Jul-84,MEDICINE AND HEALTH; ACCOUNTING AND ACCOUNTANTS; HOSPITALS,New York Times,NEWSPAPER,,,,,,,
+ARMS SUPPLIERS PUSHED ON COSTS AND QUALITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/arms-suppliers-pushed-on-costs-quality/docview/425108330/se-2?accountid=14586,"The push by American industry to produce better goods at lower cost appears to be working its way slowly onto the factory floors of many of the Pentagon's major contractors.
+Prodded by a new toughness in the Pentagon and Congress against cost overruns and poor quality of military hardware, the major arms contractors are installing new production systems and controls to keep costs down and quality up. In turn, the big primary contractors are putting pressure on their suppliers to shape up.
+''These companies had a free license to spend and there was a lot of looseness,'' said Representative Joseph Patrick Addabbo, the Queens Democrat who is head of the House Subcommitee on Defense Procurement. ''Now, most contractors realize that the pressure is on to reduce costs. I think they are going to stay with it.''
+'It Could Save Billions'
+Cost savings so far have been minimal, but Mr. Addabbo and other sources say that the effort should eventually improve the reliability of military equipment in the field as well as save billions in defense spending annually.
+''This is a much more important issue than abuses on spare parts, like $1,000 spent for a hammer,'' said Jacques S. Gansler, a deputy assistant secretary at the Pentagon during the Ford Administration and author of a 1980 book on the arms industry. ''If the performance is significantly improved, it could save billions.''
+Military spending is the largest item in the Federal budget. Congress has so far pared President Reagan's initial call for $305 billion for arms in 1985 to about $291 billion.
+Military suppliers have been slower than others to adopt production efficiencies popularized by Japanese companies, such as factory automation and worker participation.
+This is partly because the smaller manufacturers have been less vulnerable to Japanese competition than, say, the auto, electronics and semiconductor industries; often 50 percent or more of their total volume is from a military contractor. Moreover, the Defense Department rarely penalized companies for providing substandard equipment.
+The Adage of 'Good Enough'
+''The old adage was 'good enough,' '' said Mingo Logothetis, president of the Ellanef Manufacturing Corporation, in Corona, L.I. ''But the Japanese woke us up on reliability and quality. Now, it has to be as perfect as possible at the start.''
+The attitude of most contractors toward suppliers has been like that of a sergeant with a new platoon of raw recruits, said Gordon W. Shultz, president of the Shultz Steel Company, a forging and metalworking company in South Gate, Calif.
+''It was, 'Yours is not to reason why, but to do or die,' '' he said. ''If you didn't understand or disagreed, it was just too bad.''
+Nearly 70 percent of all military hardware is produced by small machining and manufacturing businesses, many of which have resisted heavy investments in modern equipment because they must be prepared to adapt to annual changes in Government contracts.
+''You have to blame Congress for that, not Defense,'' said Mr. Gansler, who is now vice president of the Analytic Sciences Corporation in Roslyn, Va. ''In the commercial world, you can make five-year commitments to suppliers.''
+Suppliers' Higher Costs
+For several reasons, Mr. Gansler said, military suppliers will always face higher unit costs than consumer goods producers. These include short- term contracts, the need for tight security, heavy paperwork demands, limited production runs and the need to experiment with advanced, often unproven technology.
+Many small suppliers single out the Northrop Corporation, which makes the F-5 series of tactical fighters, the T-38, and the fuselage of the F-18 for McDonnell-Douglas, as the most active contractor in pushing for cost and quality reforms over the years.
+''I think Northrop keeps in touch with their supplier base better than all the other companies put together,'' Mr. Logothetis said. ''Grumman and Boeing are on the bandwagon. McDonnell is coming along, too.''
+Mr. Addabbo agreed. ''Most of the companies have just started, but Northrop has gone in depth on it,'' the Congressman said.
+Savings of $11 Million
+For its part, Northrop says it spent about $400,000 on programs to train and work with suppliers last year, including a series of regional seminars. It saved $11 million as a result, according to Marvin Elkin, vice president-material for Northrop's aircraft division.
+He attributed the saving to more efficient test and assembly procedures by both Northrop and its suppliers.
+As a result, the company says that the rejection rate for suppliers' parts fell to 2 percent from 3 percent in 1982. The company received 64 million parts from more than 400 suppliers last year.
+Mr. Elkin said the company dropped eight suppliers last year because of poor quality, and sliced orders to $1.5 million from $8 million at one machining company for the same reason. ''The supplier base was so significant, and growing, that I had to give more attention to it,'' he said.
+Northrop now monitors quality records of all suppliers. It books more orders with the companies that it considers to be more reliable, which typically have invested in better equipment, reduced costs and consistently delivered high quality parts, he said.
+For instance, Shultz Steel, which spent $14 million to install a four- story, 28,000-ton impression forging press this spring, recently won a new Northrop contract to make a large aircraft part.
+Press Ordered in 1981
+Mr. Shultz said the Air Force encouraged him in 1981 to order the press, one of the country's biggest. Knowing Northrop's order plans helped persuade him there would be enough work to justify the high price tag, he said. ''We knew that there was a need, so it wasn't taking too much of a gamble,'' Mr. Shultz said.
+Shultz Steel also installed a sophisticated VAX 11/780 computer system, made by the Digital Equipment Corporation, for computer-aided design and computer-aided manufacturing. The combination of the new press and computer has helped Shultz win business from military contractors besides Northrop.
+Although orders from commercial aircraft companies are weak, Mr. Shultz said, he anticipates adding 100 employees to the 180 now on the payroll in the next few years as sales, at $34 million last year, increase.
+''I think we're taking market share,'' he said. ''We're using less weight in the forgings, with less stock to be removed and less labor cost. We've been told that our bids are anywhere from 10 to 22 percent less than companies using older technologies.''
+Another Northrop supplier, the Acromil Corporation, has also picked up new business from other military contractors since it installed a computer-controlled testing system to improve its production quality.
+The machining company, based in City of Industry, Calif., spent $3 million on the system, although its sales are only $7 million.
+''It's put us in a different market with fewer competitors, but a lot of people don't want to commit to that kind of investment,'' said Victor H. Bowman, Acromil's owner.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ARMS+SUPPLIERS+PUSHED+ON+COSTS+AND+QUALITY&title=New+York+Times&issn=03624331&date=1984-06-11&volume=&issue=&spage=D.1&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 11, 1984","''The old adage was 'good enough,' '' said Mingo Logothetis, president of the Ellanef Manufacturing Corporation, in Corona, L.I. ''But the Japanese woke us up on reliability and quality. Now, it has to be as perfect as possible at the start.'' ''It was, 'Yours is not to reason why, but to do or die,' '' he said. ''If you didn't understand or disagreed, it was just too bad.'' ''I think we're taking market share,'' he said. ''We're using less weight in the forgings, with less stock to be removed and less labor cost. We've been told that our bids are anywhere from 10 to 22 percent less than companies using older technologies.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 June 1984: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Hayes, Thomas C",New York Times Company,,Newspapers,425108330,"United States, New York, N.Y.",English,11-Jun-84,UNITED STATES ARMAMENT AND DEFENSE; DEFENSE CONTRACTS; PRICES; FINANCES; BUDGETS AND BUDGETING,New York Times,NEWSPAPER,,,,,,,
+COMPUTERS PRINT OUT A BRAND NEW INDUSTRY:   [Series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-print-out-brand-new-industry/docview/424917662/se-2?accountid=14586,"STRANGE as it seems, one of the areas least touched by the computer revolution has been the engineering and design of the very silicon chips and integrated circuits that are the motor force of the revolution. The design and testing of these circuits have traditionally been done only by mechanical means, almost by hand, with only partial help from mainframe computers.
+Now, however, an entire sub-industry is evolving to provide electronic engineers with computerized ''work stations'' that enable them to do everything from working out the original schematic design of an integrated circuit to testing it on a computer screen, with tremendous advantages in productivity. As such, this sub-industry is growing even faster than the computer industry as a whole, opening vast new career opportunities.
+The field is called computer-aided engineering, or C.A.E. in the argot of ''Silicon Valley.'' It is difficult to predict with precision what the C.A.E. job prospects will be, but by most accounts they are bright indeed. The three leaders in the industry employ a total of only about 600 people today, but they are growing so fast that some estimate that tens of thousands will be working in the industry within five years. The companies, unable to find enough qualified help, are vigorously recruiting engineering students, offering stock options to sweeten their already very competitive salary offers.
+Companies in aerospace, computer design, semiconductors, telecommunications and consumer goods are all beginning to use and buy the new systems, which save a great amount of time and give a substantial competitive edge in industries where innovation is so rapid that even a few weeks' lead time can make the difference between success and failure.
+''The field is red hot,'' said Jared Anderson, 46-year-old president of one of the three leaders of the C.A.E. industry, Valid Logic Systems of Mountain View. ''It will change everything. Nobody will ever do things the old way again. ''
+Logic has grown to 220 employees from 26 in just one year. The staff at another of the three leaders, Mentor Graphics of Beaverton, Ore., has swelled to nearly 200 from 50 over the same period, although some came by way of a merger. Daisy Systems of Sunnyvale, Calif., the third of this big three, has grown to 390 from about a dozen in three and a half years and expects to hire 100 to 150 more before year's end.
+All three companies became profitable last year and all went public in recent months. Sales at Daisy, for example, were $17 million for fiscal 1983; for the first quarter of 1984 they were $13 million. The industry expects even better results over the next few years.
+There is much room for growth. Michael Bosworth, spokesman for Mentor, said the three leaders had sold only about 2,000 systems in a potential market of 400,000. Other companies are expected to enter the fray soon.
+Though these companies sell complete systems, consisting of both hardware (the machines) and software (the instructions to run them), it is the software that is their specialty. Thus they are looking, above all, for engineers well grounded in software. Once the stepchild of the computer industry, software is quickly coming of age as the driving force in C.A.E. and other aspects of the industry. ''There is likely to be a greater premium on software people,'' Mr. Bosworth said.
+Representatives of all three companies said they were looking for good general training in electrical engineering and computer science rather than for any special skills in C.A.E. when hiring ''NCG's,'' jargon for new college graduates.
+Thomas H. Schaeffer, staffing manager at Daisy, said his company was recruiting at such schools as the University of Michigan, Rensselaer Polytechnic Institute in Troy, N.Y., California Institute of Technology, Stanford and Massachusetts Institute of Technology, seeking graduates ranging from B.A.'s to Ph.D.'s. The recruiters also consider physics and mathematics majors, who have proved useful in the ''simulation'' aspect of the business, in which certain arithmetical procedures and equations are essential to verifying the adequacy of designs. He said Ph.D.s were often hired for the graphics, a specialty in which universities have been particularly strong.
+At Mentor Graphics, Mr. Bosworth said the company was recruiting hardware designers in two areas: development engineers to design products, and applications engineers to counsel customers on how to use them. The applications area generally requires more experience, but the company looks mostly for general education in electrical engineering, perhaps with specialization in data communication. But the those people who are hardest to find and most prized by Mentor are those with experience in both hardware and software. ''We are moving toward recruiting masters in computer science or bachelors with some experience in hardware design,'' said Mr. Bosworth.
+SIMILARLY, Mr. Anderson at Valid said that his company sought a ''broad background'' in computer science, ''good programmers with a demonstrated breadth of knowledge in both software and hardware problems.''
+These companies pay salaries slightly above average for the computer industry. Mentor pays $25,000 to $35,000 for new graduates, and $30,000 to $40,000 for more experienced applications engineers. Valid starts new graduates at about $27,000. Daisy pays the same for inexperienced graduates, and $29,000 to $30,000 for those with master's degrees; remuneration for Ph.D.'s varies widely according to specialty and experience.
+In addition, for now at least, all three offer stock options that can mean great wealth if the company prospers. At Valid, for example, a new engineer is given options to buy stock worth $50,000 to $100,000 at current market value. He cannot exercise the options until he has worked for the company at least six months, then invests gradually over three years. If the stock goes up over the years, he stands to realize profits that can far exceed salary.
+C.A.E. systems provide a single means to design and test integrated circuits from concept of the logic to final test of the prototype. Usually, the system links a dozen or more engineers working on the same project in a ''network'' that ties them all into one data base. Circuits are becoming so complex that they are usually designed by large teams. The buyers of these systems include Digital Equipment, Rolm, Hewlett-Packard, I.T.T. and I.B.M.
+Recruiters for C.A.E. companies visit major engineering schools regularly. They also send representatives to the annual Design Automation Conference, to be held this year in Albuquerque in June.
+Further information can be obtained from the companies: Daisy Systems, 139 Kifer Court, Sunnyvale, Calif. 94086; Mentor Graphics, 8500 S.W. Creekside Place, Beaverton, Ore. 97005, and Valid Logic Systems, 1395 Charleston Road, Mountain View, Calif. 94043.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTERS+PRINT+OUT+A+BRAND+NEW+INDUSTRY%3A+%5BSERIES%5D&title=New+York+Times&issn=03624331&date=1984-03-25&volume=&issue=&spage=A.66&au=Reinhold%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1984","''The field is red hot,'' said Jared Anderson, 46-year-old president of one of the three leaders of the C.A.E. industry, Valid Logic Systems of Mountain View. ''It will change everything. Nobody will ever do things the old way again. '' Thomas H. Schaeffer, staffing manager at Daisy, said his company was recruiting at such schools as the University of Michigan, Rensselaer Polytechnic Institute in Troy, N.Y., California Institute of Technology, Stanford and Massachusetts Institute of Technology, seeking graduates ranging from B.A.'s to Ph.D.'s. The recruiters also consider physics and mathematics majors, who have proved useful in the ''simulation'' aspect of the business, in which certain arithmetical procedures and equations are essential to verifying the adequacy of designs. He said Ph.D.s were often hired for the graphics, a specialty in which universities have been particularly strong. SIMILARLY, Mr. Anderson at Valid said that his company sought a ''broad background'' in computer science, ''good programmers with a demonstrated breadth of knowledge in both software and hardware problems.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1984: A.66.",11/15/17,"New York, N.Y.",,"Reinhold, Robert",New York Times Company,,Newspapers,424917662,"United States, New York, N.Y.",English,25-Mar-84,"DATA PROCESSING; LABOR; NEW MODELS, DESIGN AND PRODUCTS; RESEARCH",New York Times,Series,,,,,,,
+STRONG SALES SEEN IN '84 FOR APPLE'S MACINTOSH,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/strong-sales-seen-84-apples-macintosh/docview/424874349/se-2?accountid=14586,"More than 600 business computer buyers put Apple Computer Inc.'s new Macintosh through its paces at a trade show here this week.
+After 40 minutes on the machine, Robert Dieter, an executive of the Home Federal Savings and Loan Association of San Diego, was still not sure which microcomputer maker would get the big order he expects to place for Home Federal's 160 branches. But, he said, ''Whatever it is has to be easy to use, and this is easy to use.'' And he added, ''I'm impressed.''
+Some Complaints, Too
+Many industry analysts, however, say the jury is still out on the Macintosh. Some accuse Apple of arrogance in not making the Macintosh and its three sisters in the Lisa series compatible with the International Business Machines Corporation's personal computer.
+Apple may yet pay for that arrogance, analysts warn. Although more than 150 companies are writing software for the Macintosh, few programs are available now. And until they are developed, the product's success will remain in doubt.
+Nonetheless, one month after Apple's chairman, Steven P. Jobs, introduced the machine before a cheering crowd of 2,600 at the company's annual meeting, it is clear to many that the Macintosh appears to be on its way, at least, to a very big first year.
+James McCamant, co-editor of the California Technology Stock Letter, estimates that Apple could sell as many as 500,000 Macintoshes by the end of September, the close of its fiscal year, if the company can make them that fast. He expects Apple's sales to climb to about $1.5 billion, or more than 50 percent above last year's $982.8 million.
+Apple, however, is far more conservative about its prospects. A spokesman, Barbara Krause, declined to give production figures for Macintosh, but estimated that the company would sell 200,000 to 250,000 units by the end of the calendar year. Apple last week added a second shift to its highly automated production plant in Fremont, Calif., pushing its daily potential output to more than 2,000 units.
+Added Momentum
+The enthusiasm building for the Macintosh has helped Apple recapture a bit of the momentum it lost to I.B.M. last year, according to Infocorp, a research concern in San Jose, Calif. It forecasts that Apple will finish 1984 with 25 percent of the market for desktop computers in the price range between $1,000 and $10,000. The Macintosh is priced at $2,495.
+Apple's 25 percent market share would compare, Infocorp said, with 27 percent for I.B.M. At the end of last year, I.B.M.'s share was 24 percent and Apple's 25 percent.
+One thing in Apple's favor, analysts say, is the fact that sales of I.B.M.'s PCjr, which was introduced last Nov. 1, have disappointed some dealers. Many report excess inventories and are cautious about future orders.
+Perhaps most surprising are the strong endorsements of the Macintosh by large dealers in business computers and dozens of consultants to major corporations, many of whom attended the Office Automation Conference here this week. ''It's poised for a stunning success,'' said Don Tapscott, a computer systems consultant for the Systems Group, which is based in Toronto.
+But many analysts read Apple's emphasis on small and medium- size businesses and the education market as a lack of will to do battle with I.B.M. among the billion-dollar corporations. That decision could have been a reaction, at least in part, to Apple's disappointment with its Lisa system last year, according to Stephen A. Caswell, editor of an industry newsletter.
+The Macintosh does present problems for business users, he added. Its memory, at 128,000 characters, is too small to run multifunction programs such as the Lotus 1-2-3. Additionally, it does not include among its type fonts the 10-point style favored for business correspondence.
+Waiting for Software
+However, several companies are working on software improvements that promise to make the Macintosh highly appealing to businesses in about six to nine months, Mr. Caswell says. There will be programs to manage several functions at once, including dialing telephone calls, connecting with existing computer systems and recalling and adding information from a variety of computer files, he said.
+Many companies, after looking at the Macintosh, have concluded that the more powerful Lisa 2, with its greater memory and speed, is better than the Macintosh. ''The Lisa's are really a better buy for large companies,'' he said. ''They are really 'Big Mac's,' the 'Mac' for big business,'' said Seymour Merrin, president of Computerworks Inc. in Westport, Conn. The most expensive Lisa, the 2/10, carries a price tag of $5,500.
+Potential Success
+Still, the Macintosh has the potential to succeed with big business as well as home users.
+''The information system directors at the Fortune 500 companies who are looking comparatively at technology will be hard-pressed to recommend the I.B.M. PC for future purchases over the Macintosh and Lisa series if they haven't already adopted I.B.M. as a standard,'' said Dr. James H. Carlisle, president of Office of the Future Inc. in Guttenberg, N.J. He is a consultant to the First Boston Corporation, the Chase Manhattan Bank and the Xerox Corporation.
+''If Apple can build an industry around it and develop a way for companies to tie it into their existing systems, the Macintosh will not only parallel the success of the I.B.M. PC but by far surpass it,'' said Mr. Tapscott, the consultant. ''Right now, though, it is not a very useful machine because of the limited software.''
+He added that as more programs become available, many employees will buy a Macintosh for use at home. This trend, he said, will put pressure on corporate managers to find a place for the Macintosh as they plan information processing strategies for the future.
+Richard L. Bradley, an executive with National Training Systems, a company in Santa Maria, Calif., that trains people to use computers, said the Macintosh may prove difficult for people already accustomed to computers because it requires a more intuitive approach than the sequential, logical operations of existing computers. He added, however, that this will make the Macintosh more accessible for people encountering computers for the first time.
+For now, Apple says its biggest problem is keeping up with demand. Dealers report delays of five weeks or more in filling orders. ''I'd love to have product,'' said Neal Riemer, sales manager for Love Computers Inc. in Glendale, Calif., one of the largest of 130 Apple dealers in southern California. ''It's driving me up the wall.''
+Correction: February 29, 1984, Wednesday, Late City Final Edition",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STRONG+SALES+SEEN+IN+%2784+FOR+APPLE%27S+MACINTOSH&title=New+York+Times&issn=03624331&date=1984-02-25&volume=&issue=&spage=1.29&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 25, 1984","After 40 minutes on the machine, Robert Dieter, an executive of the Home Federal Savings and Loan Association of San Diego, was still not sure which microcomputer maker would get the big order he expects to place for Home Federal's 160 branches. But, he said, ''Whatever it is has to be easy to use, and this is easy to use.'' And he added, ''I'm impressed.'' Many companies, after looking at the Macintosh, have concluded that the more powerful Lisa 2, with its greater memory and speed, is better than the Macintosh. ''The [Lisa]'s are really a better buy for large companies,'' he said. ''They are really 'Big Mac's,' the 'Mac' for big business,'' said Seymour Merrin, president of Computerworks Inc. in Westport, Conn. The most expensive Lisa, the 2/10, carries a price tag of $5,500. For now, Apple says its biggest problem is keeping up with demand. Dealers report delays of five weeks or more in filling orders. ''I'd love to have product,'' said Neal Riemer, sales manager for Love Computers Inc. in Glendale, Calif., one of the largest of 130 Apple dealers in southern California. ''It's driving me up the wall.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Feb 1984: 1.29.",11/15/17,"New York, N.Y.",,"Hayes, Thomas C",New York Times Company,,Newspapers,424874349,"United States, New York, N.Y.",English,25-Feb-84,"DATA PROCESSING; INDUSTRY PROFILES; NEW MODELS, DESIGN AND PRODUCTS; PERSONAL COMPUTERS",New York Times,NEWSPAPER,,,,,,,
+ROBOTS AS PRODUCTS OF IMAGINATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/robots-as-products-imagination/docview/424873145/se-2?accountid=14586,"R OBOTS would seem to be quintessential products of an age of automation and high technology, and so a hand-crafted robot is almost a contradiction in terms.
+But Robert Profeta of Vineland, a 21-year-old student at Cumberland County College who has built ''DC- Prober,'' is not a craftsman in the ordinary sense.
+DC-Prober is an amiable robot with many useful skills, in addition to eye appeal. His credibility as a personal sentry is reinforced by hefty shoulders and a suit of Air Force blue. Sometimes, his eyes light up in your presence, but if you shouldn't be there, he can send out an alarm.
+In creating DC-Prober, Mr. Profeta had to call upon traditional building talents and be mindful of design. Moreover, like others who have designed prototypes for experimental robots, he had to concern himself with what now is recognized as ''the esthetics of organization.''
+Usually, DC (it means just what it ought to: ''direct current'') sits in a bedroom of the apartment that the young inventor shares with Michael Profeta, his father. However, he is currently ''on the town'' with dozens of his kind at ''The Robot Exhibit'' at the American Craft Museum II in Manhattan. (Robots are genderless: the masculine pronoun is used instinctively.)
+The exhibition, which will run through May 11, is the first comprehensive museum show on the subject in the United States. Considered from the viewpoints of history, fantasy and reality, it emphasizes that human beings have been fascinated with the idea of automatons for thousands of years, at least since Homer wrote about a crew of ''golden maidens'' who assisted Vulcan at his forge.
+Robert Malone, author of ''The Robot Book'' and guest curator of the show, records in his catalogue essay many of the ways that this fascination has been expressed over the centuries. He cites such examples as ritual objects with moving parts, Javanese shadow puppets with articulated limbs and 19th-century dolls that swim and play the piano.
+All of those are on display, along with early science-fiction publications and reproductions of futuristic paintings with faceless human beings moving like machines.
+At first, one might ask why the American Craft Museum, rather than a science-oriented institution, should sponsor this type of exhibition. However, the show reveals that, before current technology made robots a practical reality, the concept of independently moving mechanized figures was kept alive by artistic imagination.
+The word ''robot'' itself was derived from Karel Capek's satirical play, ''R.U.R.,'' first produced in Prague in 1921. In Czech, the word ''robata'' means ''forced labor.''
+Even now, ''the design and development of robots represent the highest level of creativity and invention,'' Paul Smith, director of the museum, explained at the opening of the show last month.
+Beyond acknowledging that aspect of robots, the show represents an effort to dispel apprehension in regard to the anticipated ''robot boom.'' Although there are examples of impersonal, no-nonsense metal arms that repeat the same task endlessly in factories, many of the robots shown are, like DC-Prober, ''personal robots'' with charming domestic talents, such as carrying glasses of water.
+One, like a family cat, creeps into a resting place to recharge its energy. Another will tirelessly play games with children.
+Still, one might wonder whether it would be more appropriate for the museum to focus on activities for all those human hands freed from repetitious chores.
+''There always are simplified conclusions about new technologies replacing human beings,'' Mr. Smith said. ''But the human being can develop his own creativity. For instance, designing with a computer, a person has a range of choices not otherwise possible.''
+Besides, Mr. Smith noted, ''the emphasis here is to extend the meaning of craft as it relates to the 20th century.''
+Pointing to Tots. a jaunty-looking, multilingual robot, Mr. Smith said, ''Its brain is like a piece of intricate jewelry.''
+Several pieces in the show are ''interpretive robots,'' which are art works that make expressive application of some aspect of the genre. For example, there are two ceramic robots in which high-gloss colors and luster glazes take flamboyant liberties with the normal ''high-tech'' image. (This may or may not speak of a male-dominated world of automatons, but those nonfunctioning pieces by Toby Buonagurio are the only robots by a woman in the show.)
+Like most other personal robots, DC-Prober has humanoid proportions and parts analagous to a head, arms and body. Actually, he represents the culmination of skills that Mr. Profeta began developing when he made his first robot for a ninth-grade science project.
+That earned an ''A,'' although it did nothing but imitate the outward appearance of R2D2 from the movie ''Star Wars.'' DC-Prober, which Mr. Profeta made when he was 17 - before college took all his attention - was the fourth robot assembled in his kitchen.
+Like most other home robot- makers, Mr. Profeta picked up his technology in smatterings from books and his apparatus from mail-order catalogues and the surplus warehouse of a company dealing in scientific equipment.
+Creative adaptation of things designed for other purposes was a necessity. For example, DC-Prober's dome-shaped head was made from a clear plastic terrarium painted on the inside to retain its sheen on the surface.
+Originally, his cylindrical body was a lard can. Sleeves of clothes-dryer hose cover metal arms ending in claws which, when Mr. Profeta pushes a button on a small control box, rather crudely pick up objects from the floor. When the robot is placed on one side of a doorway, he can be programmed so that his electric eye will activate lights and a buzzer if an intruder approaches.
+More esoteric is DC-Prober's ability to detect infrared light.
+''You have to be technically minded to appreciate that,'' Mr. Profeta said. ''That is just in case you are on another planet where there is a source of infrared light.'' He admitted that ''at age 17 you just keep putting things in to make it more interesting.''
+Prior to his New York appearance, DC-Prober has had other outings. He was exhibited in a toy and hobby show at the Civic Center in Philadelphia and, also in that city, at a personal computer convention.
+Through that show, Mr. Profeta was invited by Interface Age magazine to write an article describing how he built his robot.
+''I think the museum found me through that article,'' he said.
+Apparently unruffled by the appearance of his work in a museum where thousands of American craftsmen covet space, Mr. Profeta appraised this distinction.
+''There weren't too many surprises for me in the show,'' he said, ''but I found a few good ideas for next time.''
+However, those may have to wait until he finishes the engineering program he will enter next fall at Widener College in Chester, Pa.
+The American Craft Museum II is at 77 West 45th Street, in the International Paper Plaza. It is open Monday through Saturday from 10 A.M. to 5 P.M. Admission is $1.50 for adults and 75 cents for children, students and the elderly.
+Events Calendar Saturday through March 24 - Interiors at America House Gallery, 24 Washington Street, Tenafly. Furniture and home accessories by 16 artists. Artist's reception: Saturday, 1 to 4 P.M.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ROBOTS+AS+PRODUCTS+OF+IMAGINATION&title=New+York+Times&issn=03624331&date=1984-02-19&volume=&issue=&spage=A.22&au=Malarcher%2C+Patricia&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 19, 1984","Usually, DC (it means just what it ought to: ''direct current'') sits in a bedroom of the apartment that the young inventor shares with Michael Profeta, his father. However, he is currently ''on the town'' with dozens of his kind at ''The Robot Exhibit'' at the American Craft Museum II in Manhattan. (Robots are genderless: the masculine pronoun is used instinctively.) The word ''robot'' itself was derived from Karel Capek's satirical play, ''R.U.R.,'' first produced in Prague in 1921. In Czech, the word ''robata'' means ''forced labor.'' ''You have to be technically minded to appreciate that,'' Mr. Profeta said. ''That is just in case you are on another planet where there is a source of infrared light.'' He admitted that ''at age 17 you just keep putting things in to make it more interesting.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Feb 1984: A.22.",11/14/17,"New York, N.Y.",,"Malarcher, Patricia",New York Times Company,,Newspapers,424873145,"United States, New York, N.Y.",English,19-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+INTEL COPES WITH A SHORTAGE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/intel-copes-with-shortage/docview/424848863/se-2?accountid=14586,"Seven months ago, with orders for its microprocessor chips pouring in, executives at the Intel Corporation began discouraging business from new customers.
+Demand has been so great, Intel officials say, that at least one desperate customer offered a bribe to guarantee delivery. Others took their business to other manufacturers, even placing multiple orders in hopes that at least one would come through. But Intel said it would give priority to its established customers, although even those customers sometimes did not get all they ordered.
+Intel, like other manufacturers of microprocessors, was caught off guard by the huge surge in demand. The Silicon Valley company, which was not sure a year ago whether it would make money in its first quarter, discovered that the economic recovery, combined with an increase in the use of microprocessors in many segments of manufacturing, turned a semiconductor surplus into a shortage. Its production capacity was strained. It could not fill all the orders it had for its most popular products, so it imposed the new restrictions.
+Concession to I.B.M.
+Intel's policy of filling orders primarily from established customers could be read in some circles as a concession to its biggest shareholder, and biggest customer, the International Business Machines Corporation. I.B.M. accounted for about 10 percent of Intel's $1.1 billion in sales last year, much of it for the 16-bit 8088 microprocessor that powers its enormously successful Personal Computer. It has been Intel's largest shareholder since it acquired 12.5 percent of the company in December 1982 for $250 million, a stake that has since been raised to 17 percent.
+In addition, nearly every manufacturer of computers that are compatible with the I.B.M. PC also uses the key microprocessor, a situation that has only aggravated the supply problem. And analysts and those in the industry say the shortage could continue for another 18 months, until new production capacity has been completed.
+Yet industry analysts and executives with some Intel customers, like the Tandy Corporation, Compaq Computer, Convergent Technologies and the Ford Motor Company, say Intel's system for allocating its chips appears to be even-handed. Most, however, do say they would be happier with bigger shipments.
+Keeping 'Nose Clean'
+''Intel has to keep its nose clean, because of its relationship with I.B.M., and my perception is that they have managed it quite well,'' said Daniel L. Klesken, an analyst with Montgomery Securities in San Francisco.
+''Right now we aren't having any problems,'' said Kenneth Price, director of corporate communication at Compaq Computer Inc., of Houston.
+''No problems'' is not quite the word, though, from Convergent Technologies. The computer company has a new product that uses a chip manufactured only by Intel, and is having trouble with supplies. ''What was committed is being delivered reliably,'' said Allen H. Michels, Convergent's president. ''But we could sure use a lot more,'' he said.
+William H. Davidow, Intel's senior vice president for marketing and sales, acknowledged that most of Intel's customers would be happier with bigger shipments.
+''If you give everybody 80 percent of what they need, it makes people uncomfortable,'' he said. But if Intel accepted more customers, it would mean ''giving everybody 30 percent.''
+Demand is Great
+More than a score of companies are making small computers to run the rapidly growing universe of programs designed specifically for the I.B.M. PC. Mr. Davidow estimated that the Intel-designed 8088 is part of about 75 percent of all personal computers being made today.
+More than a million units, with Intel's 8088 architecture, were shipped in 1983, according to Mel Thomson, a microprocessor analyst with Dataquest Inc. in San Jose, from such manufacturers as Hewlett-Packard, Eagle, Compaq and Hyperion.
+The 8088 microprocessor is made by at least a half-dozen other companies in addition to Intel, including Advanced Micro Devices Inc., Fujitsu and the Nippon Electric Company. Japanese microprocessor producers are also flush with orders and have not been able to gain much, if any, increased share of the United States market during this economic rebound.
+Turnaround in Year A year ago, orders sagged so much that Intel faced the prospect of a quarterly loss, recalled Andrew S. Grove, Intel's president. The company had all employees on an extended workweek without a pay increase.
+But for the last quarter of 1983, Intel reported a $47.1 million profit, up more than six times from the 1982 quarter.
+''This recovery, especially in the new product area, has been substantially stronger than anything we've had before,'' Mr. Grove said. ''We couldn't see this day coming.''
+Mr. Grove, considered a tough manager by Silicon Valley standards, termed the plan one of Intel's ''achievements of the year,'' although he admitted it was painful for the company to do. He said it sharply reduced shipment delays that inevitably would have cropped up, angering customers, if Intel had kept the door open for new customers.
+Still, some purchasing managers won't take no for an answer. One Japanese company, which Mr. Davidow declined to identify, offered what amounted to an ''extreme'' bribe to place an order with Intel, but was turned away, he said.
+Matching Orders
+Others who succeeded in getting onto Intel's order book placed matching orders with Intel competitors. If a competitor's shipments arrived first, the Intel order was canceled. Mr. Grove said this is a less of a problem now.
+While much of the attention about chip shortages has been focused on computers, they are only one of several important markets for Intel microprocessors. Office automation, including copying machines, and the telecommunications industry also are big users.
+But the automobile industry is the largest user of microprocessors. Ford, for instance, uses a close relative of the 8088, the 8086, to control the fuel ratio, spark and other engine functions in two-thirds of its 1984 models. It ordered 1.3 million from Intel for this year, plus another 700,000 from the Toshiba Corporation.
+Mr. Davidow said, however, that the customers who developed products over the last few years that are designed around Intel microprocessors and memories are getting most of what they need today to build them.
+He stressed that Intel's established customers indirectly paid for the research that created the 8088. It is only fair, he concluded, that they were given favored treatment as supplies tightened
+Deals for Largest Customer
+''I.B.M. is getting the deal our largest customer should get,'' said Mr. Grove. ''The fact that they are our largest shareholder is irrelevant.''
+Intel is spending $350 million this year, or 20 percent of sales, on new plants and equipment, plus another $200 million on research. A plant opening in March, in Albuquerque, N.M., for instance, will expand Intel's manufacturing capacity up to 40 percent over the next few years.
+The company has also announced it is talking with two companies which Intel would like to license to manufacture another of its popular chips, the 80186. The chip, is used in new personal computers coming onto the market, and is considered faster than the 8088. Intel has not identified the companies, but Mr. Grove said he expects agreements to be reached later this year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INTEL+COPES+WITH+A+SHORTAGE&title=New+York+Times&issn=03624331&date=1984-01-30&volume=&issue=&spage=D.1&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 30, 1984","''No problems'' is not quite the word, though, from Convergent Technologies. The computer company has a new product that uses a chip manufactured only by Intel, and is having trouble with supplies. ''What was committed is being delivered reliably,'' said Allen H. Michels, Convergent's president. ''But we could sure use a lot more,'' he said. ''If you give everybody 80 percent of what they need, it makes people uncomfortable,'' he said. But if Intel accepted more customers, it would mean ''giving everybody 30 percent.'' ''This recovery, especially in the new product area, has been substantially stronger than anything we've had before,'' Mr. [Andrew S. Grove] said. ''We couldn't see this day coming.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Jan 1984: D.1.",11/14/17,"New York, N.Y.",,"Hayes, Thomas C",New York Times Company,,Newspapers,424848863,"United States, New York, N.Y.",English,30-Jan-84,DATA PROCESSING; PERSONAL COMPUTERS; SHORTAGES,New York Times,NEWSPAPER,,,,,,,
+"BREZHNEV SOUVENIR: VAST, LIMPING TRUCK FACTORY","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/brezhnev-souvenir-vast-limping-truck-factory/docview/424561280/se-2?accountid=14586,"There is an element of irony in the choice of this place to perpetuate the memory of Leonid I. Brezhnev. It could as easily serve as a memorial to his hopes for detente and the pitfalls of planning on a giant scale.
+Thirteen years ago, at the peak of Mr. Brezhnev's power, Moscow decreed that the world's largest truck plant and a futuristic city for its workers should arise on a stretch of windswept plain along the bank of the Kama River, a place then poetically named Naberezhnye Chelny - dugouts on the bank.
+It was a grand and ambitious proclamation, somewhat in the style of Peter the Great's decreeing that St. Petersburg be thrown up on the marshy banks of the Neva, and it followed the hallowed Soviet tradition of huge crash-projects, like Magnitogorsk, a city built atop an iron lode, or the Bratsk Dam or the Baikal-Amur Mainline, the railroad across Siberia.
+It was also to be a monument to Mr. Brezhnev's pursuit of detente - the grafting of Western, preferably American, automation onto the Communist state's capacity for mobilizing workers and resources at one site. 'All Will Proudly Recall'
+Mr. Brezhnev's faith in the project is fixed in a giant billboard alongside one of the broad highways intersecting the ranks of highrise apartment blocks. Beside his portrait, replete with all five gold stars, are his words: ''Years will pass, but all Soviet people will proudly recall the feat of labor on the Kama.''
+But 13 years after the Government adopted a resolution ''on immediate measures for construction of the Kama plant,'' the enormous factory is far from producing the 150,000 trucks and 250,000 diesel engines that original plans envisioned by 1980. Officials said 85,000 trucks were built last year and talked of achieving full output ''by the end of the five-year plan'' - by the end of 1985.
+It is difficult to determine the reasons for the delay from Soviet sources. The press has paid little heed to the Kama plant since the rhapsodies of the early years. There is little doubt among Western experts that the whole project was far too ambitious to begin with, even if the original hopes of having Ford or Mack Truck act as general contractors had been allowed by Washington.
+What Moscow wanted was nothing less than turning a grain field and a green labor force into a city for 400,000 and a factory turning raw ore into more trucks than any other plant on earth. An Instant City
+It is impressive. The stands of high-rise blocks appear suddenly from the snow-covered plain, an instant city in the middle of nowhere. Divided highways serve as streets, cutting immensely broad swaths through the ''micro-regions'' of 30,000 each, intersecting in clover-leaf junctions. A mile-wide ''green belt,'' still brown for now, separates the city from the factory.
+''We planned the city in the period of mature socialism and so could incorporate all the ideas of Soviet urban planning,'' Renat S. Nasyrov, Deputy Mayor and chief architect, said proudly while rummaging among mock-ups of statues, parks, a theater and a small cluster of original log cabins to be preserved for contrast.
+In the city and during a drive through the 40-square-mile factory grounds, the emphasis is on the grand scale and tempo of the project: 100,000 workers at an average age of 28, 23,500 units of equipment, 185 miles of conveyors. A total of 400,000 people now live where 15,000 lived a decade earlier and several hundred a decade before that.
+It is an intoxicating image. But reality, as so often happens in the mammoth Soviet projects, does not necessarily follow the blueprints worked out in distant Moscow or Kazan. The city was supposed to reach a full complement of 400,000 residents in 25 years, but reached it in 10 - with all the accompanying shortages of food, schools, kindergartens and apartments.
+The Kama factory was originally conceived as a sequel to the succesful automobile plant built at Togliatti on the Volga River by Fiat of Italy, which now produces more than 700,000 Zhiguli, Lada and Niva sedans a year. From its central location near the Urals industrial regions, the Kama plant was to shift Soviet trucking from gasoline to diesel and to take pressure off the overloaded railroad system.
+In retrospect it is evident that neither Soviet roads nor service facilities were up to the proposed influx of heavy trucks. But the project ran into problems of a different sort from the outset when, despite the detente then in bloom, the Nixon Administration declined to let Ford or Mack Truck act as general contractor, heeding the Pentagon's arguments that the factory would produce trucks for military use. A Soviet Preference
+West European companies failed to take over the job, and the Russians decided to assume the imposing task of coordinating the project themselves. Even without Ford or Mack in charge, the Russians showed a preference for American companies. The Swindell-Dressler division of Pullman was signed on to design the build the giant foundry, I.B.M. was to provide a computer and other contracts went to Westinghouse, Ingersoll Rand and scores of other concerns - 250 contracts in all, worth $430 million.
+Then the blows began to fall. ''We've had a hell of a time keeping track of all your sanctions,'' said Yakov S. Pessin, a Kama official involved with foreign contacts and contracts. The Pentagon charged in 1980 that Kama trucks were in Afghanistan with the Soviet Army, and soon supplier after supplier in the United States fell away 'If You Make Buttons'
+On the contention that Kama trucks were being used in Afghanistan, Mr. Pessin was contemptuous. ''Who knows, maybe we sent trucks to them as aid and then they were used when our soldiers arrived,'' he said. ''In any case, if you make buttons and then the buttons are used on a military uniform, is that making military supplies?''
+But beyond any problems with sanctions, Western experts say they believe the project will eventually cost Moscow several times the originally projected $1.4 billion, and questions have been raised whether the Russians ever needed a truck plant that badly. More generally, questions are being raised whether the huge projects on which Soviet planners thrive are the model for the future.
+The party newspaper Pravda recently gave prominent display to an article by a little-known Leningrad economist, G. Kulagin, who argued that Moscow should end its reliance on huge industrial projects and shift to small, highly specialized plants that would be more flexible than the muscle-bound industrial giants in developing new technology.
+But in a system built on the myth of proletarian rule, the epic projects serve as dramatic symbols of achievement and progress. On the eve of the Communist Party congress in 1981, Mr. Brezhnev sent a telegram to Kama workers that ranked their project with the vanguard of heroic Soviet achievements.
+''Like Magnitogorsk and Dneproges, Uralmash and Bratsk and the plowing of the virgin lands, Kama by right will enter the annals of the outstanding achievements of Soviet people.'' he said, like a general listing great battles, conscious more of their scope and grandeur than their ultimate utility or cost.
+Illustration photo of a truck from Kama",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BREZHNEV+SOUVENIR%3A+VAST%2C+LIMPING+TRUCK+FACTORY&title=New+York+Times&issn=03624331&date=1983-02-04&volume=&issue=&spage=A.2&au=SERGE+SCHMEMANN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United Sta tes,3624331,"Copyright New York Times Company Feb 4, 1983","13 years after the Government adopted a resolution ''on immediate measures for construction of the Kama plant,'' the enormous factory is far from producing the 150,000 trucks and 250,000 diesel engines that original plans envisioned by 1980. Officials said 85,000 trucks were built last year and talked of achieving full output ''by the end of the five-year plan'' - by the end of 1985. It is impressive. The stands of high-rise blocks appear suddenly from the snow-covered plain, an instant city in the middle of nowhere. Divided highways serve as streets, cutting immensely broad swaths through the ''micro-regions'' of 30,000 each, intersecting in clover-leaf junctions. A mile-wide ''green belt,'' still brown for now, separates the city from the factory. On the contention that Kama trucks were being used in Afghanistan, Mr. [Yakov S. Pessin] was contemptuous. ''Who knows, maybe we sent trucks to them as aid and then they were used when our soldiers arrived,'' he said. ''In any case, if you make buttons and then the buttons are used on a military uniform, is that making military supplies?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Feb 1983: A.2.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS,"SERGE SCHMEMANN, Special to the New York Times",New York Times Company,,Newspapers,424561280,"United States, New York, N.Y.",English,4-Feb-83,BREZHNEV (USSR),New York Times,NEWSPAPER,,,,,,,
+HISTORIANS EXPLORE THE WATERBURY AREA'S BRASS INDUSTRY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/historians-explore-waterbury-areas-brass-industry/docview/424427786/se-2?accountid=14586,"For a century and a half the Naugatuck Valley, an area of wooded hills and sharp defiles from Torrington 40 miles south to Ansonia and Derby, was one of the premier industrial areas in the United States.
+The valley, with Waterbury the hub, was the center of the American brass industry and a capital, too, of general manufacturing for daring entrepreneurs and skilled workmen who combined to turn out a broad range of brass and related products: buttons, pins, screws, rivets, wire, coins, tokens, fasteners, hinges, kettles, watches, clocks, tableware, ammunition casings.
+Waterbury became ''the Brass City,'' the Naugatuck Valley ''the Brass Valley.'' After World War II, the economy of Waterbury and the rest of the Naugatuck Valley began to decline. Plastics eliminated markets; operations were shuttered; single-purpose industrial companies were transformed into multinational corporations in which brass products constituted only a small part of product lines. Once brass employment in the valley numbered 50,000 people; today it is less than 5,000.
+Telling the Valley's Story
+Now the area has come to the attention of historians, who say Waterbury and the Naugatuck Valley's story should be told for two reasons. First, they argue, the history of industry and of workingclass people is generally ignored or recorded simplistically or incorrectly. second, they say, the rise and fall of the area illustrates the difficulties that other industrial communites, in the Northeast and Middle West, may face as they undergo industrial change.
+A permanent exhibition, ''Metal, Mines and Machines,'' a history of Waterbury's industrial growth and the area's industrial captains and laboring people, has been opened at the Mattatuck Museum. Ann Y. Smith, the director, said the museum ''wanted industrialists to see what workers had done and workers to see what their forebears and industrialists had done.''
+In October, a book, ''Brass Valley: The Story of Working People's Lives and Struggles in an American Industrial Region,'' is to be published by Temple University Press. The book, an interpretation of the valley and an oral history of its people, is the work of Jeremy Brecher, a labor historian and writer, and Jerry Lombardi and Jan Stackhouse, who produce documentaries on social questions.
+The three are the nucleus of the Brass Workers History Project, which covers workers and their families, ethnic groups, companies and unions. Mr. Brecher has begun a second book, supported by the National Endowment for the Humanities, on the history of Waterbury's working class since World War I. Miss Stackhouse and Mr. Lombardi, also assisted by the National Endowment, are making a 90-minute documentary on the industry's workers. Pleased by the Attention
+Stephen Brier, director of the American Working Class History Project at the Graduate School of the City University of New York, is pleased that the area is drawing attention.
+He says historians usually concentrate on ''inventors and technology and capital and markets'' and ignore workers' history. The oversight, he says, means that ''workers are written out of history'' and regard themselves as unimportant in building the country and unimportant in the country today.
+Mr. Brecher, like Mr. Brier, says the valley's history illustrates what may happen to other industrial areas of the country as they face decline. Cities in such areas often stagnate, and new businesses - if and when they arrive - are non-union and smaller, and they pay far less in wages.
+Industry came to the Naugatuck Valley in the early 1800's. Craftsmen had manufactured metal buttons and clocks and soon shop owners turned to the manufacture of brass. Braziers bought scrap brass, bronze, copper and zinc and made their own metal in crude mills. The industry grew rapidly. Yankee peddlers carried many items across the Appalachian Mountains and into the new country beyond the Ohio River. Some items - copper wire, gas and kerosene lamps - altered the way Americans lived.
+By the Civil War, the Naugatuck Valley was the nation's major center of brass manufacturing. Industrialism marched up and down the valley. Nearby Naugatuck became the center of American rubber manufacturing. Three Companies Evolve
+Three major brass companies evolved - the American Brass Company, the Scovill Manufacturing Company and the Chase Brass and Copper Company.
+Laboring people were always at the center of the area's growth. The success of the brass and other manufacturing companies attracted immigrants from England, Ireland, Poland, Sweden, Italy, Russia and Lithuania. Their working-class homes, particularly three-story homes known as triple deckers, combined with the plants to give the valley the industrial character that is still obvious today.
+But over the years, the structure of the brass industry changed. The world wars brought good times, but through the 1950's and 1960's, the brass industry fell into depression. Automation eliminated jobs. Plants became antiquated. Investments were made elsewhere.
+Each downswing of the business cycle, Mr. Brecher says, brought greater contraction. By the end of the 1970's, little was left of the big brass operations in the valley. Companies Undergo Change
+American Brass still makes brass in Ansonia and manufactures brass goods in Waterbury. Scovill has diversified and become a large multinational concern, but has gone out of the brass business. In 1975, it sold its operations to a new company, Century Brass, the only large mill remaining in Waterbury. Chase has a few small operations in Waterbury.
+Today, Mayor Edward D. Bergin Jr. of Waterbury says the city, despite its difficult times, is doing fairly well. He says population has stablilized, at 103,266, according to the 1980 census, down from 108,033 in 1970, or 4.4 percent. Unemployment has ranged over 10 percent.
+The community is getting spillover growth from Danbury and Fairfield County, he says. Unimation Inc., the robot manufacturer, is opening a plant in Waterbury.
+Many vestiges of the old days remain - working class neighborhoods with frame houses packed tightly together; old, huge churches, like St. Anne's, known as ''the French church,'' that hark of central Europe; closed factories and the ruins of others; old names, such as Mill Street and Silver Street. Worker Cites Mitigating Factors
+Fred Smith of Beacon Falls, who has worked in the brass industry for half of his 40 years, says the lack of plant modernization, foreign competition and the recession hurt the industry. He says his plant, American Brass, at Ansonia, now part of the Atlantic Richfield Company, will survive if the economy turns around. But he believes other plants may go under.
+''The only ones that are going to survive are the ones that have the bucks behind them,'' he says. To Mr. Brecher, the area represents many of the successes of American industry - high levels of production, high numbers of jobs, good pay. He says that here workers reached rather high importance. Ansonia, for example, twice elected workers as mayor.
+But the decline, Mr. Brecher says, has brought immense change - unemployment; an eroding of the family life so treasured by the many immigrant families who populated it; a reduction in the qualify of life in the valley.
+''Small industrial enterprises and small service occupations are becoming the principal way people have of making a living,'' he says. The goal of many people, he says, ''is to get out of Waterbury, get out of the valley.''
+Illustration map of Connecticut photo of Century Bass Products plant photo of Jerry Lombardi",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HISTORIANS+EXPLORE+THE+WATERBURY+AREA%27S+BRASS+INDUSTRY&title=New+York+Times&issn=03624331&date=1982-09-10&volume=&issue=&spage=B.2&au=WILLIAM+SERRIN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 10, 1982","Waterbury became ''the Brass City,'' the Naugatuck Valley ''the Brass Valley.'' After World War II, the economy of Waterbury and the rest of the Naugatuck Valley began to decline. Plastics eliminated markets; operations were shuttered; single-purpose industrial companies were transformed into multinational corporations in which brass products constituted only a small part of product lines. Once brass employment in the valley numbered 50,000 people; today it is less than 5,000. A permanent exhibition, ''Metal, Mines and Machines,'' a history of Waterbury's industrial growth and the area's industrial captains and laboring people, has been opened at the Mattatuck Museum. Ann Y. Smith, the director, said the museum ''wanted industrialists to see what workers had done and workers to see what their forebears and industrialists had done.'' He says historians usually concentrate on ''inventors and technology and capital and markets'' and ignore workers' history. The oversight, he says, means that ''workers are written out of history'' and regard themselves as unimportant in building the country and unimportant in the country today.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Sep 1982: B.2.",11/15/17,"New York, N.Y.",WATERBURY (CONN),"WILLIAM SERRIN, Special to the New York Times",New York Times Company,,Newspapers,424427786,"United States, New York, N.Y.",English,10-Sep-82,"HISTORY; COPPER, BRASS AND BRONZE; SOCIAL CONDITIONS AND TRENDS; ECONOMIC CONDITIONS AND TRENDS",New York Times,NEWSPAPER,,,,,,,
+"FOR SECRETARIES, NOW IT'S WORD PROCESSORS","New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/secretaries-now-word-processors/docview/424403784/se-2?accountid=14586,"As every business executive knows, there are secretaries and there are secretaries. Some answer the telephone, file, take dictation and type letters. Others do all those things and more, handling a certain amount of correspondence themselves, organizing their bosses' appointments and business trips, not to mention vacation, and dealing with many problems before they reach the executive desk. Sometimes they even run the office when the boss is gone.
+Now, many secretaries are being asked to learn a new skill: how to operate a word processor. Some balk because they consider the work beneath them. Just as secretaries who prided themselves on their stenographic skills had to learn to work with dictating machines, so secretaries proud of their typing ability are having to learn to use word processors. The computer has become a part of the day-to-day relationship between secretary and boss.
+While some secretaries approach learning the new skill with understandable caution, most find that life in the office is easier once they have mastered the basic technique.
+''I've had experience with a word processor,'' said Juanita Larimore, who is secretary to a financial consultant and president of the New York City chapter of Professional Secretaries International. ''It's just another tool for the secretary to use. But once you've used a machine you're spoiled for life. You never want to go back to an electric typewriter. The machines might be a threat to lowerlevel secretaries, the ones who are really typists or clerk-typists, but my feeling is the machine is only going to enhance the secretary's role. As long as you have businessmen there's got to be someone behind the scenes.''
+Rosemary Duggan, head of the Wood Secretarial School, commented: ''Word processors will be part of everyday secretarial duties, just as when dictating machines were introduced. I foresee a time when every executive secretary will have such a machine on her desk.''
+There are already 2.5 million electronic work stations in offices, according to an estimate by S.R.I. International, a research concern, which also predicts that the number will grow to 17.5 million by 1990.
+''We just had a word-processing chip put in our I.B.M. Data Master,'' said Barbara Eisenberg, a secretary at Wolf & Wolf, an accounting firm. ''I typed my first letter on it yesterday, and it was fun. We have a standard letter that we send to a lot of people, changing a word or two. With the machine, instead of retyping the whole letter you just make the changes you want and the machine goes zap! But I don't know if I'd want to spend the whole day at it.''
+Miss Eisenberg said she learned to operate the equipment by studying booklets supplied by I.B.M. On the other hand, Mary Lyons, an executive secretary at Hill Management and Croyden Management, took an intensive course every night for a week that cost her employer $325.
+''This is a small office,'' she said, ''but we expect to expand when the market turns around and we'll put in a machine then, so my boss said, 'Why not learn to use it?' I don't think the technology will adversely affect secretaries. The basic skills will still be needed. And someone still has to put data into the machines. Also, it's a great way to earn extra money at night. The banks pay up to $22 an hour for word processors.'' Similarly, Ruth Clark, head of Clark Unlimited Personnel, said she encouraged people to learn word processing because it is a high-paying skill. ''A temporary can make as much as $600 a week,'' she said.
+''In the early 70's,'' she went on, ''many secretaries were against word processors. Now, once they learn the skill, they don't want to be secretaries anymore. But I believe you can't replace a good secretary. At the higher level there will always be a need for executive or administrative secretaries. But at the lower level the technology will affect the number of secretaries hired.
+''This is the first time in many years that I've seen secretaries being laid off. It's partly the economy and partly that with word processors they're using one person to do the work of four or five.''
+As far as Eleanor Vreeland, president of Katharine Gibbs Secretarial Schools, is concerned, ''the only thing this technology will do is increase the secretary's efficiency and productivity, giving her more time to help her boss in other ways.''
+Gibbs, the Wood School and the Berkeley School have added instruction on the use of word-processing machines to their executive secretarial courses.
+''We have been teaching word processing as part of our basic program for three years,'' said Miss Duggan of the Wood School. ''At this point we're putting in a complete room with a unit for each girl. We don't have every type of word processor made, but every corporation has in-house training.''
+''We started teaching word processing in September of 1981,'' Mrs. Vreeland said. ''Right now we're testing and evaluating personal computers. We're also studying electronic mail and message forwarding. But we'll still teach the basics. It's the total secretary we're looking at. She must have skills, confidence, an ability to comport herself even in the way she dresses. She represents the executive behind her and the company she's working for.''
+''I keep saying 'she' '' Mrs. Vreeland added, ''because, although there are male secretaries, less than 5 percent of our students are men.''
+Margaret Slocum, dean of Berkeley, said that its placement service had found that employers prefer people who can take some shorthand and work with data-processing equipment. Nonetheless, the school stresses English and communication abilities. ''Someone with good English skills is more valuable to her employer than someone who knows machines and is deficient in English,'' the dean explained.
+Learning word processing in school does not guarantee a job, according to employment agencies, nor is the skill always necessary to get a secretarial position.
+Lorraine Hutton, a counselor in the temporaries department at the Enwood Agency, said that more and more requests in her area were for secretaries with some skill on word processors. ''People who don't have the training are seeking it,'' she said, ''but employers are reluctant to hire someone trained in school. They want someone with experience. It's a Catch-22 situation.''
+''Applicants may have technical training in school,'' said Wayne Olson, permanent employment counselor at Enwood, ''but the company also wants practical experience - a minimum of six months. I'd say 99 percent request work experience. But companies are not asking for processor skills that much. A lot of companies don't have word processors yet or are just getting them in. When a company gets the equipment in, they'll train an experienced secretary to operate it. I think that eventually companies will demand that secretaries have processing ability, but not yet.''
+Esmund Lyons of S.R.I., which recently did a research project involving users of office automation products, predicted: ''The developing concept of the administrative assistant as opposed to the 'secretary' will continue. More clerical-type activities are expected to diminish. The secretary won't have to run to the file cabinet. The manager will recall the file from the data base. Compiling reports and developing plans can be done on a terminal with much less clerical function. Routine things will be diminished. Creative time will increase.''
+Illustration photo of Kathleen Frain and other students training on word processors",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FOR+SECRETARIES%2C+NOW+IT%27S+WORD+PROCESSORS&title=New+York+Times&issn=03624331&date=1982-08-16&volume=&issue=&spage=B.12&au=Schiro%2C+Anne-Marie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 16, 1982","''I've had experience with a word processor,'' said Juanita Larimore, who is secretary to a financial consultant and president of the New York City chapter of Professional Secretaries International. ''It's just another tool for the secretary to use. But once you've used a machine you're spoiled for life. You never want to go back to an electric typewriter. The machines might be a threat to lowerlevel secretaries, the ones who are really typists or clerk-typists, but my feeling is the machine is only going to enhance the secretary's role. As long as you have businessmen there's got to be someone behind the scenes.'' ''This is a small office,'' she said, ''but we expect to expand when the market turns around and we'll put in a machine then, so my boss said, 'Why not learn to use it?' I don't think the technology will adversely affect secretaries. The basic skills will still be needed. And someone still has to put data into the machines. Also, it's a great way to earn extra money at night. The banks pay up to $22 an hour for word processors.'' Similarly, Ruth Clark, head of Clark Unlimited Personnel, said she encouraged people to learn word processing because it is a high-paying skill. ''A temporary can make as much as $600 a week,'' she said. ''We started teaching word processing in September of 1981,'' Mrs. [Eleanor Vreeland] said. ''Right now we're testing and evaluating personal computers. We're also studying electronic mail and message forwarding. But we'll still teach the basics. It's the total secretary we're looking at. She must have skills, confidence, an ability to comport herself even in the way she dresses. She represents the executive behind her and the company she's working for.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Aug 1982: B.12.",11/15/17,"New York, N.Y.",,"Schiro, Anne-Marie",New York Times Company,,Newspapers,424403784,"United States, New York, N.Y.",English,16-Aug-82,"SECRETARIES, STENOGRAPHERS AND TYPISTS; WORD PROCESSING",New York Times,NEWSPAPER,,,,,,,
+"SEEKING TECHNOLOGICAL GAINS, THE FRENCH SOCIALIZE SCIENCE","New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/seeking-technological-gains-french-socialize/docview/424401011/se-2?accountid=14586,"In a bid to make France Europe's technological leader and cope with a deep crisis that the country's Socialist leaders believe must inevitably affect all industrialized nations, the Government has mapped an ambitious program of reform and large-scale increases in research funding. It has recently announced that it will be spending the equivalent of hundreds of millions of dollars annually by middecade to develop biotechnologies and electronics. Other areas slated for special attention include robotics, renewable energy sources, energy conservation, improved employment and working conditions. Supporters and skeptics alike believe the goals can be achieved only by radical changes in research practices and the educational system.
+The plan, according to Jean-Pierre Chevenement, the man responsible for its execution, is to raise France during the next decade ''to the rank of third scientific power in the world'' - outranked only by the United States and Japan. Mr. Chevenement is the Minister of Science, Technology and Industry. His already extensive lordship was recently expanded to include France's industrial establishment.
+A law spelling out the goals was passed by the National Assembly on June 30. Funding of non-military research and development over the next five years is to increase annually at 17.8 percent in constant francs (taking inflation into account). Recruitment is to enlarge the research work force by 4.5 percent yearly. In the United States, Federal support of non-military R & D is currently decreasing in constant dollars.
+Support for basic research would rise 13 percent annually, avoiding sudden fluctuations in funding such as those that have left some research projects in the United States high and dry. By 1985 total public and private support for all research and development would increase from 1.8 to 2.5 percent of the gross national product. Such a leap would bring France up from behind. In recent years comparable percentages in other countries have been 2.4 for the United States, 2.2 for Britain and West Germany, 2.0 for Japan and 0.8 for Italy. The American percentage has dropped considerably from 3.1 in 1964. Role for Social Sciences
+In contrast to the United States, where Government support for the social and behavioral sciences is shrinking, the French program produces new emphasis. The Assembly called for the humanities and social sciences to play a role ''in restoring the dialogue between science and society.'' In the view of Jacques Attali, special adviser to President Francois Mitterrand, industrial countries such as Japan and the United States will face intense economic and sociological problems as new technologies, such as those based on computers, robots and satellite communications, come into general use. Urban life, he says, will have to be reorganized.
+According to Jacques Robin, who heads the Center for Studies of Systems and Advanced Technologies set up by the Government this year to conduct technological forecasting, the use of robots and other forms of automation will lead to unemployment far greater than that of today, resulting in deep social unrest. He hopes France can devise the technological, educational and socio-political means to minimize the impact of such a crisis.
+All agree that fulfillment of the Socialist program will be difficult. The plan calls for 10 percent annual rises in funding of research and development by nationalized industry as well as 8 percent rises in the private sector. The Government, however, can only promote the latter with economic incentives.
+As pointed out by Pierre Aigrain, minister of science under the previous Government, a number of large, Government-controlled industries are already making big investments in research. He is director of research at Thomson CSF, a conglomerate that controls enterprises as diverse as those of the Hughes Aircraft Company in the United States. The Government owns a small percentage of Thomson stock and many more shares are held by banks that have now been nationalized. Thomson, he says, yearly invests more than 4.5 billion francs in research and development. That is close to a billion dollars and almost double the figure for American Telephone and Telegraph.
+A striking feature of the new government policy is its resemblance to that of Charles de Gaulle, whose political viewpoint was near the opposite end of the spectrum. In his wish to restore the ''glory'' of France, de Gaulle was relatively generous toward science - particularly regarding ''show'' projects such as the world's most powerful electron microscope in Toulouse and a giant solar furnace at Odeille. Between 1958 and his resignation in 1969, allocations for research and development leaped from 2.5 to 6.2 percent of the national budget.
+After Georges Pompidou succeeded de Gaulle the research budget sagged. When Valery Giscard d'Estaing became president in 1974, it rose slightly. Finally, in the 1980's, Mr. Aigrain persuaded the Government that France's future economic development depended on high technology. That, in turn, required intensive research. Democratization of Science
+Of Mr. Chevenement's extension of this policy, Mr. Aigrain says: ''To some extent he was my student.'' But he concedes - as do others - that Mr. Chevenement has a better chance of success: ''He carries much more political weight than I do. I belong to no political party.'' Mr. Chevenement leads the left wing of the Socialist Party and, before his present assignment, was rapporteur of the parliamentary committee concerned with science and technolgy. Aged 43, he is considered a potential prime minister or president. His domain includes virtually all agencies dealing with science and technology, such as atomic energy, medicine, space and oceanography.
+Despite resemblances of his program to that of de Gaulle there are basic differences. For example, it emphasizes ''democratization'' of scientific enterprises, with representatives of various elements of society, including labor, to be added to their administrative councils. It seeks ''regionalization'' - dispersal of research efforts now heavily concentrated in the Paris area.
+At present, research in France tends to be compartmentalized in specialized institutes. An effort is being made to move closer to American practice, where researchers shuttle more freely between academic, industrial and government laboratories and innovative enterprises spring up more readily.
+Another feature of the program is its demand that scientists return to the use of French. This led, in part, to the resignation of Charles Thiebault as director of the National Center for Scientific Research. The center, with a staff of 23,000, conducts 80 percent of France's basic research. A century ago French and German were largely the languages of science, but they have been replaced by English. Mr. Chevenement believes that in France this creates a barrier between science and the populace whereas Mr. Thiebault fears that a return to French would increase isolation from the mainstream of science.
+France's educational system is a major impediment, it is widely agreed. At about the age of 14 students begin training for one of the baccalaureat exams that will determine their academic careers. Those admitted to the mathematics-science curriculum may try for admission to one of the ''grandes ecoles'' that produce France's scientific and technological elite. Others may enter universities, where emphasis is on the humanities. Since the output of bettertrained specialists from the grandes ecoles is meager, the result is a severe shortage of high quality researchers.
+The oft-stated goal of President Mitterrand is ''To put science at the heart of democracy, to use change to invent the future.'' Before his Government's goals can be achieved, a number of deeply entrenched ways of doing things will have to be altered.
+Illustration Photo of Jean-Pierre Chevenement, France's Minister of Science Graph of France's research priorities",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SEEKING+TECHNOLOGICAL+GAINS%2C+THE+FRENCH+SOCIALIZE+SCIENCE&title=New+York+Times&issn=03624331&date=1982-08-15&volume=&issue=&spage=A.8&au=Sullivan%2C+Walter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 15, 1982","A striking feature of the new government policy is its resemblance to that of Charles de Gaulle, whose political viewpoint was near the opposite end of the spectrum. In his wish to restore the ''glory'' of France, de Gaulle was relatively generous toward science - particularly regarding ''show'' projects such as the world's most powerful electron microscope in Toulouse and a giant solar furnace at Odeille. Between 1958 and his resignation in 1969, allocations for research and development leaped from 2.5 to 6.2 percent of the national budget. Of Mr. [Jean-Pierre Chevenement]'s extension of this policy, Mr. [Aigrain] says: ''To some extent he was my student.'' But he concedes - as do others - that Mr. Chevenement has a better chance of success: ''He carries much more political weight than I do. I belong to no political party.'' Mr. Chevenement leads the left wing of the Socialist Party and, before his present assignment, was rapporteur of the parliamentary committee concerned with science and technolgy. Aged 43, he is considered a potential prime minister or president. His domain includes virtually all agencies dealing with science and technology, such as atomic energy, medicine, space and oceanography. Despite resemblances of his program to that of de Gaulle there are basic differences. For example, it emphasizes ''democratization'' of scientific enterprises, with representatives of various elements of society, including labor, to be added to their administrative councils. It seeks ''regionalization'' - dispersal of research efforts now heavily concentrated in the Paris area.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Aug 1982: A.8.",11/15/17,"New York, N.Y.",FRANCE,"Sullivan, Walter",New York Times Company,,Newspapers,424401011,"United States, New York, N.Y.",English,15-Aug-82,GOVERNMENT SPENDING; RESEARCH; SCIENCE AND TECHNOLOGY; ELECTRONICS; ENERGY AND POWER; UNEMPLOYMENT AND JOB MARKET; LABOR; POLITICS AND GOVERNMENT; EDUCATION AND SCHOOLS,New York Times,NEWSPAPER,,,,,,,
+COMPUTERS STEER 'CUSTOM' CAR ASSEMBLY,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-steer-custom-car-assembly/docview/424209609/se-2?accountid=14586,"year-old chemist from Paterson came in looking for the car of her dreams.
+She did not find it among the cars on the lot. As she envisioned it - a fawn-colored four-door hatchback with matching interior, automatic transmission, power brakes, power steering and rear-window defroster - it had yet to be built.
+Twenty days later, at 3:48 P.M., a fawn-colored Escort L with matching interior came off the assembly line at Ford's plant in Edison, N.J., the final product of a computerized system that guides the gestation of automobiles.
+Because of high interest rates, dealers can no longer afford to run supermarket show rooms, where row upon row of autos in every hue and model beckon the prospective buyer. Today, 50 percent of those buying new cars do not choose from among those on the sales lot, but instead tell the salesmen what options and colors they want.
+''It's a nerve-wracking time,'' said Kevin Higgins, a new car manager at the Hackensack dealership. He was nervous because if the order went to the plant with an error, he would be stuck with a car that would have to be put into inventory - and the dealership would have to borrow money to pay for it until it could be sold.
+For that reason, Mr. Higgins said, orders are checked and rechecked before being delivered by hand to Ford's district processing center in Teterboro, N.J., where they are transmitted to the automaker's master computer in Dearborn, Mich.
+After the master computer decided that the car should be built at the Edison plant, the young chemist's car began existence as a packet of papers. The papers, generated by the plant's Honeywell computer, would end up hanging in a plastic envelope from the rear-view mirror as the car rolled off the assembly line. In the packet were the carto-be's certificate of origin, dealer's invoice and window sticker.
+In addition the computer assigned a vehicle identification number by which the little Escort would be known for the rest of its life; after the body and engine were assembled, it ordered specifications, called the manifest, for how the car should be equipped.
+Charles Browning, the plant controller, said the car was built in Edison largely because of geography. The Ford computer in Dearborn takes this into account, as well as the plant's capacity for building certain kinds of cars and the availability of material, and passes on its information to the computer in Edison.
+None of the components assembled in Edison are made there; engines, windshields, body parts and other equipment are shipped from different Ford plants; other items are supplied by outside manufacturers.
+Order No. 142530, the fawn-colored car ordered from Hackensack Ford, began as a front end from Ford's Buffalo stamping plant. Hung from a large hook, the piece of metal with two headlight holes rose noiselessly like a skier on a lift to the next station, an automated welding operation.
+Suddenly a moving metal welding frame enveloped the front end and it acquired a panel on which bumpers would be attached. Rewelding the joints for added strength was done a few yards down the line by robots trailing long hoses. Moving abruptly but with grace from one spot to another, the robots finished the job by creating final welds of extraordinarily precise tolerances.
+As the robots did their duty, halfway across the vast plant the car's engine traveled on a hook to a gantlet of workers who put on the transaxle, exhaust system, belt drive and alternator.
+This readied the engine for its rendezvous with the newly painted body an hour later on a vehicle called the moon buggy (it looks like the vehicle astronauts used to explore the lunar surface). Propeled from below by a platform, the engine rose in one smooth motion and was pressed into the engine compartment. The unit began to assume its official identity when the manifest was taped to it.
+''A manifest is the controlling document that determines the final appearance of the car,'' Mr. Browning said. ''It is religiously followed - there have been times when the manifest was wrong and workers built a car with a Lynx body and Escort equipment.''
+Mr. Browning recalled early years at Ford, when running an assembly line did not lead to such pitfalls. ''In those days people chose either a Ford, Mercury or Lincoln and they could have them in two versions: deluxe or super deluxe. Today we are dealing with 100 options. We could never do it without the computer.''
+Schedulers review the manifests 45 minutes before cars move into the trim line, the final stages of assembly, and arrange for supplies to be stacked next to the line in the order that the cars will appear. Red carpeting is ready for red cars, blue seats wait for blue ones.
+The impersonal touch of the robots provides the high-quality welding that plant official say is to quality. They maintain that the human contribution has not diminished.
+''Not one worker here has been displaced by the robots,'' said Charles Albricht, a Ford spokesman. ''There are exactly the same number of men working in this plant today as there were in 1948.''
+But several workers encountered off shift at Local 980 of the United Auto Workers Union said they felt that workers had been displaced by automation because 55 rather than 40 cars an hour are being built at Edison with the same number of people.
+''They are capable of getting an even better product,'' was the opinion of a man who said he worked in paint repair, ''but they need more men to do it.''
+Plant officials express satisfaction with the present quality of Escort production, stressing at every opportunity that it is a great improvement over the past efforts.
+''There is no comparison between the quality of the cars we're building in this plant today and two years ago,'' said Philip Staley, Edison plant manager, referring to when the plant produced Pintos and Bobcats.
+Mr. Staley ascribes some of the improvement to the kind of quality control checks being given to Order 142530 as it glided toward the end of the line.
+Inspectors looked at the front disc brakes, examined the finish and trim and pulled at wires on the engine, then stood by as a worker hopped inside and turned the key.
+There was a little stickiness at first as the engine failed to fire. But at 3:48 P.M., 14 hours later, the little fawn-colored Escort started up, soon to be on its way to Hackensack.
+Illustration photo of interior of Ford's assembly plant in Edison, NJ",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPUTERS+STEER+%27CUSTOM%27+CAR+ASSEMBLY&title=New+York+Times&issn=03624331&date=1981-10-25&volume=&issue=&spage=A.18&au=Hoopes%2C+Judith&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 1981","''A manifest is the controlling document that determines the final appearance of the car,'' Mr. [Charles Browning] said. ''It is religiously followed - there have been times when the manifest was wrong and workers built a car with a Lynx body and Escort equipment.'' ''Not one worker here has been displaced by the robots,'' said Charles Albricht, a Ford spokesman. ''There are exactly the same number of men working in this plant today as there were in 1948.'' ''They are capable of getting an even better product,'' was the opinion of a man who said he worked in paint repair, ''but they need more men to do it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 1981: A.18.",11/14/17,"New York, N.Y.",,"Hoopes, Judith",New York Times Company,,Newspapers,424209609,"United States, New York, N.Y.",English,25-Oct-81,AUTOMOBILES; DATA PROCESSING; INVENTORIES (ECONOMIC INDICATOR),New York Times,NEWSPAPER,,,,,,,
+HOW INDUSTRY LEADERS VIEW THE CRITICAL ISSUES,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/how-industry-leaders-view-critical-issues/docview/424214219/se-2?accountid=14586,"O NE benefit of the economic problems of the 1980's, for job hunters at least, is that they offer several clues to where positions might be found. The energy crisis, the growing emphasis on military might and the developing shortages of skilled technicians, among other issues, can apply in the most personal way to those seeking a new career or a change.
+Leaders of industry in various parts of the nation were asked recently what they considered critical issues affecting the world of work and how these applied to their own companies and to the nation as a whole. High on their lists were the state of the economy, productivity, the energy problem and the pressing shortages of engineers and technically trained workers.
+Those who responded included Walter A. Fallon, chairman of Eastman Kodak; Lewis M. Branscomb, vice president and chief scientist for International Business Machines; E. Bradley Jones, Republic Steel Corporation's president and chief operating officer; Rand V. Araskog, chairman and chief executive of International Telephone and Telegraph Corporation; William F. Andrews, chairman and president of Scovill Inc., and Fletcher L. Byrom, chairman of the Koppers Company.
+Mr. Fallon of Eastman Kodak, for example, spoke of meeting the ''burgeoning demand for technological expertise,'' which he called one of the major challenges of the l980's and the growing impact of women and minorities in the workplace.
+''We anticipate an increasing need for mechanical, chemical, electrical and industrial engineers, along with expertise in computer science,'' Mr. Fallon said, adding that ''the percentage of the population seeking these careers falls far short of the demand.''
+Citing ''the private sector's obligation to recruit and train greater numbers of minorities and women,'' Mr. Fallon said: ''The situation is improving somewhat for women in that today, more than 20 percent of all engineers are female, as opposed to less than 1 percent 15 years ago.'' He said he saw the same trend among minorities, ''and this is positive for their future and for ours.'' Mr. Branscomb of I.B.M. expanded on the the me of the growing need for technological expertise, turning it to th e computer industry. ''The information industry,'' he said, ''will continue its strong growth through the 1980's and will offer many new and challenging opportunities. As information systems provide more capability at ever-decreasing cost they must be made easier for more people to use. Because computer use now extends beyond the experts to all sortsof nonprofessionals, the challenge is to make computers and other information systems into more responsive pers onal assistance to average citizens at home as well as at work.' '
+Heading the list of issues for Mr. Jones, the Republic Steel president, was what he calls the emergence of ''geo-economics.'' This, he said, is ''a way of saying that the trading nations of the world are stepping up their intermingling of resources, manpower, technology and capital.''
+With the blurring of national boundaries, two elements in particular, capital and information, have been crisscrossing international boundaries ''with growing ease and speed,'' he said. As an example, he cited Ford's new Escort, which is assembled in three countries f ro m parts made in nine countries. As a result of this interaction, Mr. Jones believes that companies will have broader supply option s. Such a trend, he said, could ''provide alternatives to increased costs, inadequate quality and sluggish productivity.''
+Mr. Jones also noted the shift in the work-force trend from factory labor to skilled services, which will be hastened by the growing use of robots on assembly lines. ''Automation experts believe that robots could displace as much as 65 to 75 percent of today's factory work force,'' he said. General Motors now expects to have 14,000 robots by 1990, and General Electric plans eventually to replace half its 37,000 workers by robots, Mr. Jones said.
+''We anticipate a shortage of skilled office workers,'' he said, but ''unskilled factory labor will be on decline.'' At present, he asserted, shortages of skilled workers were already so severe in computer, cable TV and nontraditional telephone industries that the Communications Workers of America has begun its first apprenticeship program for technical workers.
+In 1950, Mr. Jones said, industrial occupations rose to a peak of 65 percent of the work force. But today, he noted, ''The United States is moving rapidly to a society of services and information workers. He said the trend now was to banking, insurance, medicalcare and computer-science jobs, along with those for technicians, repairmen, geologists, biologists and oceanographers.
+For the long term, Mr. Araskog of I.T.T. cited ''the need to launch a new era of exciting inventions.'' He pointed out that the electric light, the automobile and the telephone had transformed life at the turn of the century. ''New dramatic inventions must be made to transform society at the turn of the 2lst century,'' he warned, ''or mankind will surely enter an extended period of decline. The youth of today soberly face a future not only not better, but not as good as that of their parents in Western societies.''
+Mr. Andrews of Scovill Inc. put a stress on the nature of the economy, citing as the critical issues of the l980's ''the need to provide growth with moderate inflation'' and the importance of ''maintaining a strong military posture to protect national interests and to secure peace.''
+He stressed the need to increase productivity, spur research and development for higher-technology products and increase capital investment, which must come from additional savings. He also emphasized that energy output would have to be increased to the point of attaining national self-sufficiency.
+For his own company, Mr. Andrews cited a need for engineers and physicists, skilled machinists, tool and die makers and other trades involved in the company's industrial manufacturing operations. Scovill, a diversified manufacturer, makes such items as garage-door openers, Yale locks, home appliances and small motors.
+Mr. Byrom of the Koppers Company, a diversified manufacturer of road materials and metal and forest products, also deplored the decline in productivity, noting that every major sector except agriculture had shown a drop in recent year.
+''We are devoting a smaller share of gross national product to capital investment, savings, research and development than our competitors. We are losing markets to foreign competitors,'' he said, adding:
+''A crisis is coming unless the trend line is changed,'' he continued. ''To presume that this nation can proceed to be a competitive contributor to the well-being of world society without any understanding of what it is trying to do is sheer nonsense.''
+The nation desperately needs more predictable policies affecting the economy, he said, noting in particular environmental regulations, fiscal responsibility and antitrust policy. ''Right now,'' Mr. Byrom continued, ''antit rust policy, a consumption-oriented fiscal policy and the pr esumption that you can distribute wealth before you have created it are liquidating the capital base of the United States economy.''
+He insisted that ''what we need are actions that encourage capital formation, for without such actions there is no hope of turning around this country's habit of spending and consuming into a habit of productive growth and saving.'' He added his hope that ''given sufficient time, namely one to two years, the Reagan Administration will introduce those changes.''
+Illustration photo of Walter Fallon photo of E. Bradley Jones",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HOW+INDUSTRY+LEADERS+VIEW+THE+CRITICAL+ISSUES&title=New+York+Times&issn=03624331&date=1981-10-11&volume=&issue=&spage=A.5&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 11, 1981","Citing ''the private sector's obligation to recruit and train greater numbers of minorities and women,'' Mr. [Walter A. Fallon] said: ''The situation is improving somewhat for women in that today, more than 20 percent of all engineers are female, as opposed to less than 1 percent 15 years ago.'' He said he saw the same trend among minorities, ''and this is positive for their future and for ours.'' Mr. [Lewis M. Branscomb] of I.B.M. expanded on the the me of the growing need for technological expertise, turning it to th e computer industry. ''The information industry,'' he said, ''will continue its strong growth through the 1980's and will offer many new and challenging opportunities. As information systems provide more capability at ever-decreasing cost they must be made easier for more people to use. Because computer use now extends beyond the experts to all sortsof nonprofessionals, the challenge is to make computers and other information systems into more responsive pers onal assistance to average citizens at home as well as at work.' ' With the blurring of national boundaries, two elements in particular, capital and information, have been crisscrossing international boundaries ''with growing ease and speed,'' he said. As an example, he cited Ford's new Escort, which is assembled in three countries f ro m parts made in nine countries. As a result of this interaction, Mr. [E. Bradley Jones] believes that companies will have broader supply option s. Such a trend, he said, could ''provide alternatives to increased costs, inadequate quality and sluggish productivity.'' For the long term, Mr. [Rand V. Araskog] of I.T.T. cited ''the need to launch a new era of exciting inventions.'' He pointed out that the electric light, the automobile and the telephone had transformed life at the turn of the century. ''New dramatic inventions must be made to transform society at the turn of the 2lst century,'' he warned, ''or mankind will surely enter an extended period of decline. The youth of today soberly face a future not only not better, but not as good as that of their parents in Western societies.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Oct 1981: A.5.",11/14/17,"New York, N.Y.",UNITED STATES,"Fowler, Elizabeth M",New York Times Company,,Newspapers,424214219,"United States, New Yo rk, N.Y.",English,11-Oct-81,LABOR; UNEMPLOYMENT AND JOB MARKET; SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+MIXED CAPITAL SPENDING PLANS,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mixed-capital-spending-plans/docview/424187786/se-2?accountid=14586,"When the Champion International Corporation broke ground last May on a new $483 million pulp mill in Quinnesec, Mich., the goal was to get the mill operating by September 1984.
+That is now in question. Construction plans were squeezed by a 10 percent cut this month in Champion's 1982 capital spending budget, a cut that stemmed largely from the persistently high interest rates that threaten to hurt the economy in 1982.
+''If the situation does not improve, a second cut could delay the plant for as much as another year,'' Gerald J. Beiser, Champion's senior vice president for finance, said yesterday. ''We'll have to decide that in a couple of months, based on general business conditions. We're watching the situation very closely.''
+Champion's capital spending cuts are precisely the opposite of the boom in capital investment that the Reagan Administration expected as a result of the budget reductions and the sweeping tax cut bill so favorable to business that were enacted by Congress this summer. But while many executives said in telephone interviews that they shared Mr. Beiser's uncertainty about the economy, their spending plans have not been sharply altered. Many Not Shifting Plans
+Unlike Champion, many companies are keeping their 1982 spending plans on target. Some, like Rockwell International and Gould Inc., have plenty of cash to finance expansion without borrowing. Others, like Anheuser-Busch, are proceeding aggressively without regard to steep interest charges. And still others, such as the Dana Corporation and Rexnord Inc., are moving cautiously in anticipation of a pickup in demand late next year.
+The Commerce Department said last week that it expects capital spending to rise 8.8 percent in 1982, or about equal to the inflation rate. But Thomas Barger, a director of industry forecasting at Chase Econometrics, said companies will gradually scale back investments, as Champion International has, if interest rates stay high, despite the Administration's contention that spending by business is essential to economic recovery.
+''It has not shown up yet, but more and more, companies are trimming spending plans wherever possible,'' Mr. Barger said. Despite the high rates and a budget deficit that is nearing an inflationary $60 billion or more next year, many executives voiced strong support of the President's economic program. As one said, the situation will improve ''once we get to the other side of the valley.''
+''The investment will pick up once the orders start to flow,'' said Stanley W. Gustafson, president of Dana. ''That's when the Reagan plan will really help. Nobody is going to borrow and invest just because of a change in Federal policy.''
+In Dana's case, this has been a ''maintenance'' year, Mr. Gustafson said. The maker of parts for trucks and automobiles has been a casualty of high interest rates. Dana will spend about $50 million by year-end, half of its 1979 capital budget, mainly for replacing outdated equipment.
+The process of budgeting capital expenses, which many companies are bringing to a close for 1982 projects, includes many elements. Among them are the amount of cash in the company treasury, the level of debt, the likely cost of new debt, opportunities for expansion or new investment to meet existing or anticipated customer demand, and each company's varied strategies for its products.
+Perhaps most important, many companies judge spending proposals with a measuring stick known as the ''hurdle rate,'' a minimum rate of profit that must be earned on cash invested in a project. It is the high cost of borrowed money, which many executives blame on fears of a mounting budget deficit, that has driven up ''hurdle rates'' this year. Many projects have been delayed that otherwise would have been approved. 'More Risk-Taking' If Rates Fall
+''If rates are lower, you'll have more people taking risks'' because they will be able to price products lower and still earn a profit, Mr. Gustafson said. ''But as long as the Government continues to subsidize interest rates by borrowing, it will automatically create higher risk for risk-takers.''
+Interest rates are not a problem, however, for companies that have plenty of their own cash to finance their best projects. Rockwell International, for instance, expects to spend about $350 million of its $1 billion in cash on hand on new plants and equipment next year, including $100 million on an axle plant in Asheville, N.C., and $25 million on another axle plant in York, S.C. And the com pany is aggressively adding computer-based equipment to its manufactu rin g facilities, according to Robert A. De Pa lma, vice president of finance. If the President chooses to build th e B-1 bomber, which President Carter ruled out four years ago, R ockwell will add at least another $300 million to its 1982 capital budget.
+In general, Mr. De Palma defended the President's economic program, but he faulted Mr. Reagan for not achieving all the necessary cuts in the 1982 Federal budget before his tax-cut package was approved last month. The Administration has said that at least an additional $15 billion to $20 billion must be trimmed from 1982 expenditures to achieve Mr. Reagan's pledge of a balanced budget by 1984. 'He's Going to Get There'
+''Wall Street called it last March: Postpone the tax cut until the budget is set,'' Mr. De Palma said. President Reagan ''has come at it the wrong way, and lost a lot of confidence among investors, but he's going to get there. The President is not going to blow a $100 billion deficit.''
+Anheuser-Busch expects to reduce its taxes by about $100 million through 1984 as a result of the accelerated-depreciation legislation authorized last month. The depreciation windfall would come as a result of plans to invest more than $2 billion through 1984.
+''The tax-cut program was a factor in the degree of our aggressiveness,'' said Jerry E. Ritter, vice president for finance. He added that Anheuser-Busch is moving ahead, despite its substantial borrowing needs, to carry through its expansion.
+''We can't let high interest rates influence our long-term plans,'' he added. ''We can try to be smart about timing, but we'll borrow when we have to.''
+Gould avoided the interest rate problem, in part, by raising $375 million in cash by selling its industrial products group. The company is using that money to expand manufacturing capacity for factory automation products, computer-aided laboratory instruments and computer systems.
+''We fully expect that our customers will increase their investment in these areas as a result of the new incentives and in research and development,'' Charles M. Brennan, senior vice president and chief financial officer, said. The new tax law allows companies a 25 cent tax credit for each dollar they invest research and development.
+Despite his optimism, Mr. Brennan said he does not expect demand to pick up sharply until at least 1983. Many of the executives agreed, but they cautioned that this does not mean they are do not pleased by Mr. Reagan's economic program.
+''This is a new way of looking at the industrial world,'' said Donald Taylor, president of Rexnord, a diversified industrial manufacturer. ''It's going to take some time to bite. I expect the next four quarters to be fairly slow.''
+''Unfortunately, the American mentality tends to be one of instant gratification,'' he added. ''But once we are over this period, we are going to have a very steady boom period in the capital goods market. We don't intend to pull in our horns too much.''
+Illustration Table of where six companies stand on capital spending",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MIXED+CAPITAL+SPENDING+PLANS&title=New+York+Times&issn=03624331&date=1981-09-18&volume=&issue=&spage=D.1&au=Hayes%2C+Thomas+C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 18, 1981","''If the situation does not improve, a second cut could delay the plant for as much as another year,'' Gerald J. Beiser, Champion's senior vice president for finance, said yesterday. ''We'll have to decide that in a couple of months, based on general business conditions. We're watching the situation very closely.'' Perhaps most important, many companies judge spending proposals with a measuring stick known as the ''hurdle rate,'' a minimum rate of profit that must be earned on cash invested in a project. It is the high cost of borrowed money, which many executives blame on fears of a mounting budget deficit, that has driven up ''hurdle rates'' this year. Many projects have been delayed that otherwise would have been approved. 'More Risk-Taking' If Rates Fall ''We can't let high interest rates influence our long-term plans,'' he added. ''We can try to be smart about timing, but we'll borrow when we have to.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Sep 1981: D.1.",7/31/20,"New York, N.Y.",United States--US,"Hayes, Thomas C",New York Times Company,,Newspapers,424187786,"United States, New York, N.Y.",English,18-Sep-81,FINANCES; CAPITAL INVESTMENT; INTEREST (MONEY); Credit,New York Times,NEWSPAPER,,,,,,,
+FORD'S INVESTMENT IN SMALL CARS Ford Escort/Lynx:   [series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fords-investment-small-cars-ford-escort-lynx/docview/423962750/se-2?accountid=14586,"A walk down the underbody assembly lines at Ford Motor Company's plant here conveys a vivid impression of just how complicated an automobile is - and how much planning and investment goes into a factory capable of producing new cars at the rate of almost one a minute.
+The underbody line, which welds together the floorpan and engine compartment platform on which the rest of the car is built, is the showpiece of Ford's $65 million conversion of its Metuchen plant from producing Pinto and Bobcat models to the soon-to-be introduced Ford Escort and Mercury Lynx subcompacts.
+That investment here is dwarfed, however, by the $1 billion that Ford has spent to develop and tool up to produce
+Another of an occasional series on the conversion of Ford Motor's Metuchen plant. a new engine and transmission for the series, which is intended to compete with imported cars. In all, Ford estimates that it is investing $3 billion in its Escort/Lynx program, which is key to its plan to regain sales lost to more fuel-efficient Japanese imports. The cars are considered critical to the company's future.
+The underbody line at Metuchen is not running yet, but the plant is already full of activity as engineers and workmen hurry to complete the last details of the change-over that involved refurbishing about 20 percent of the plant. Next week partly assembled cars will be placed at positions along the line in preparation for production, which begins Sept. 2.
+An automobile assembly plant makes almost nothing but the cars themselves. At Metuchen, engines from Dearborn, transaxles from Batavia, Ill., stampings from Buffalo and carpeting from Pennsylvania are brought together to make a vehicle. In all, there are 3,000 individual parts on an Escort, most of them small. ''Cars go together like a kid's erector set,'' observes Al Dryden, an engineering supervisor here.
+The process begins at a 10-foot-tall, 40-foot-long automated welding machine, built by Weldmation Inc. of Madison Heights, Mich., a privately owned company with about 250 employees and one of approximately a dozen companies that supply custom tooling to the automobile industry.
+A Single Structure
+Most small cars made today are of unibody construction, with the chassis and body a single structure of formed sheet metal, stitched together with hundreds of spot welds. An Escort begins to take shape as two workmen clamp together four metal panels that will be the basis for the engine compartment at a work station in front of the Weldmation machine.
+An overhead conveyor, known in the plant as a ''crab,'' comes down, picks up the assembly and drops it into the first stage of the sixstage machine. Automatic clamps slam down, holding the panels in place. An operator welds the pieces together and adds a panel that will support the dashboard of the completed car. Then the automatic welding guns lance downward, fusing the metal together in a shower of sparks at 18 different spots.
+After the guns retract, the ''crab'' descends and moves the piece to the next welding station and so on down the line, with the entire underbody assembly requiring only 34 workers. A control panel at each station indicates what functions have - or have not - been performed.
+''Everything feeds back to the control panels,'' says Edward Gotta, a production engineer. ''The next stage won't fire unless the sequence is satisfied.''
+The sequence the machine will follow was determined almost two years ago. Once the company's top management had approved a clay model of what was then known as the ''Erika,'' engineers began to design the structural components and the tooling needed to make it. Specifications for the machines, which can cost more than $1 million each, were written and put out for bid. Orders were placed about 17 months ago.
+Size a Problem
+According to Joseph McNerny, a Ford tooling specialist in Dearborn, the subcompact size of the Escort/Lynx made his job more difficult. ''The smaller the car, the harder it is to build, because you don't have the access, '' Mr. McNerny said. ''It's harder to get welding guns in, for example.''
+The decision to automate the underbody assembly line was made to insure uniform quality and hold down costs. ''The body shop is one of the few places you can automate,'' said David Epply, facilities planning manager for Ford. Despite the added automation, employment at the plant is expected to stay steady at about 3,200, as manpower is shifted to other operations.
+The new line includes seven Unimate welders, robot machines with long arms that put 44 welds in the passing structures. While automobile plants have been accused of forcing workers to act like robots, at Metuchen the robots are becoming more like people.
+Mr. Gotta explains: ''The machines are capable of remembering eight different programs and we've arranged it so they work as partners. If one goes down, we push some buttons on the one next to it, and switch it into a mode where it does the work of both machines.''
+An automatic gauge at the middle of the line checks the location of 24 critical surfaces and holes on the front structure of the car. Since the Escort/ Lynx is a front-wheel-drive car, the Ford men note, deviations here could mean misalignment of the engine or front wheels. If any of the 24 tests show a violation of tolerance limits (about 40/ 1000 of an inch) a buzzer sounds, red lights flash and the line shuts down until the offending piece is removed.
+First Used in Fairmonts
+The gauge is made by the Sheffield Autometrology unit of the Bendix Corporation and was first used by Ford for its Fairmont models.
+''Before 1976, the automobile industry didn't think this kind of checking was necessary,'' said Charles Nobis, an official at Sheffield. Since then, Japanese imports have heightened domestic manufacturers' attention to quality.
+Some 234 welds after the first clamp-up, the completed underbody comes off the line and goes onto an overhead conveyor. The conveyor carries it to an area where the remaining body panels, roof and doors are attached to form a recognizable shell of a car.
+The car assumes an identity at this point as it is tagged with a listing of the purchaser, destination and the color scheme and options ordered.
+From there it goes for priming and painting, then to the trim shop where the instrument panel, steering wheel, windows and lights are fitted.
+Because the Escort/Lynx is a front-wheel-drive car, with the engine, transmission and final drive in one unit, the power plant is attached to the car from the underside, unlike previous models, where engines and transmissions were dropped through open hoods.
+To do this, Ford uses a hydraulic lift that line workers have dubbed the ''moon buggy.'' The assembled engine and transaxle are placed on a lift and when the buggy moves under a car body on an overhead conveyor, the two-man crew lifts the whole assembly into place and bolts it securely. It is a tight fit, with little more than a half-inch clearance on either side.
+With the engine in place, the almost-complete vehicle goes to the final assembly line. At the end, a worker gets into the driver's seat, turns the key and - usually - drives away. ''We have surprisingly few no-starts,'' Mr. Dryden says.
+Illustration photo of Ford assembly line (page D4) drawing of stages of production of",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FORD%27S+INVESTMENT+IN+SMALL+CARS+Ford+Escort%2FLynx%3A+%5Bseries%5D&title=New+York+Times&issn=03624331&date=1980-08-22&volume=&issue=&spage=D.1&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 22, 1980","''Everything feeds back to the control panels,'' says Edward Gotta, a production engineer. ''The next stage won't fire unless the sequence is satisfied.'' According to Joseph McNerny, a Ford tooling specialist in Dearborn, the subcompact size of the Escort/Lynx made his job more difficult. ''The smaller the car, the harder it is to build, because you don't have the access, '' Mr. McNerny said. ''It's harder to get welding guns in, for example.'' ''Before 1976, the automobile industry didn't think this kind of checking was necessary,'' said Charles Nobis, an official at Sheffield. Since then, Japanese imports have heightened domestic manufacturers' attention to quality.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Aug 1980: D.1.",11/14/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,423962750,"United States, New York, N.Y.",English,22-Aug-80,,New York Times,series,,,,,,,
+BANK CARDS AT C ROSSROADS,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bank-cards-at-c-rossroads/docview/423969574/se-2?accountid=14586,"WHAT makes Fargo, S.D., more attractive than the Island? Unlike the Island and New York State in general, Fargo and South Dakota have no usury laws limiting bank interest rates or preventing fees for use of credit cards.
+For some of New York's biggest bankers, that would be like nirvana, judging by the howls they raised recently when the State Legislature failed to act on a plan to ease banking restrictions. So irate are those bankers that at least three of New York's biggest banks, with many branches in Nassau and Suffolk Counties, are investigating the possibilities of moving all or some of their credit card operations to Fargo or to states with statutes that are more advantageous to banks.
+At two such facilities on the Island, the effect would apparently be greatest on several thousand employees who staff the huge credit card facilities. They all might be displaced from office buildings maintained by Citibank in Melville, Chase Manhattan in Lake Success and New Hyde Park and Chemical Bank in Lake Success and Farmingdale.
+But executives who supervise those operations are quick to insist that most of the employees could be absorbed in other, continuing operations that the banks maintain in the New York area. Paul G. Tongue, senior vice president in charge of Chase Manhattan's credit card plant in the Lake Success Shopping Center, said, ''Nothing definite has really been decided.''
+Largely unseen and unknown by most Long Islanders except as voices responding on the telephone when queries or complaints are made on credit cards, the three facilities are large, crisply operated, highly computerized complexes. The biggest of the banks' credit card plants in terms of employment is Citibank's in Melville, where about 1,800 people work in three buildings. Payment-processing operations for both Visa and MasterCard are carried on there, while credit card collections are handled in three other locations in Chicago, Atlanta and San Mateo, Calif.
+''Our hope is that no one will lose their jobs here,'' said Richard Kane, vice president in charge of Citibank's credit card activities. ''If our move becomes necessary, however, we expect that about 400 employees will be moved, while what happens to the other 1,400 will depend on how much of our operations will stay here or on how many of them we can absorb in other Citibank facilities in this area.''
+But just to play safe, Citibank designated one of its executives a few weeks ago to supervise the South Dakota credit card operations. Bankers here are annoyed by New York State's usury laws, which impose especially stringent limits on the credit card business. Banks may not charge fees for use of credit cards, and are limited to charging 18 percent interest on the first $500 of credit purchased and 12 percent on any balances above $500. Cash loans obtained through a credit card, sometimes called ''credit lines'' or ''overdrafts,'' are subject to the 12 percent ceiling even if the amount is under $500. Yet many other states, particularly in the Midwest, South and Southwest, allow banks and retailers to charge as much as 21.6 percent interest for loans or credit purchases.
+The Chase Manhattan facility in Lake Success, which in 1970 replaced a former Britt's department store, is one of two such structures maintained by the bank within a few blocks of each other. The one in the Lake Success Shopping Center employs about 600 specializing in marketing, credit approval and collections, while the other, at 2000 Marcus Avenue in New Hyde Park, the operations center, also has 600 employees involved in computer operations supporting the consumer-lending business and the branch-automation system. The atmosphere is active but not frantic, with many employees busy at computer terminals, microfilm facilities and automated filing.
+Mr. Tongue, who is in charge of the Lake Success facility, said, ''If we have to move, we have no intention of abandoning this building. We already have a space problem here, but we have deferred obtaining more space because of the uncertain situation.
+''We would probably move a cadre of 10 people or less to the new facility if such a decision were made. We would figure that 300 to 400 people would be needed there and they would be hired locally as clericals. As for those at Lake Success, we would hope to integrate as many as possible into other functions, or in other bank branches.''
+None of the three banks have surveyed employees on whether they would like to move to such states as South Dakota or Delaware, since the situation remains in flux. Other states, particularly Delaware, are wooing the banks as sites for relocation.
+But, Mr. Tongue added, even with the absorption of employees, the move would create a substantial loss of ''future job opportunity'' for full-time and temporary workers with Chase Manhattan's plans to build up its credit card facility. The bank's two buildings are also substantial users of local post offices, which, he said, might also have to be cut back if Chase's operations are reduced.
+The Chase facility on Marcus Avenue has highly advanced telecommunications services. In the manner of those who work with the newer generation of telecommunications equipment, executives and operators of the equipment tend to talk about them in computer terminology.
+''The electronic cash registers in the merchant's store interface with the automatic authorization and avoid the need for phone calls and chargebacks,'' explained William W. Shine, senior vice president of Chase's facility on Marcus Avenue. The operators who listened smiled in agreement.
+The building also contains an abstract, or summary, of 2.4 million cardholder accounts, against which telephoned complaints are checked. The abstract lists each cardholder's sales transactions, so that a complaint about billing is easily checked as the account is called up.
+The Chase site on Marcus Avenue is actually the focal point of a communications network, with some 6,000 merchants plugged into it. Fortunoff's in Westbury has 140 terminals tied into the network. As many as 20,000 calls authorizing purchases are recorded daily between the authorization service and the merchants, but in the peak shopping season of the year, between Thanksgiving Day and Dec. 24, that number swells to 100,000 a day.
+At Chemical Bank's credit card center at 2 Ohio Drive in Lake Success, 400 employees are engaged in a full variety of services, and there are 60 more people employed at the Melville building and 70 in the Farmingdale plant. One of the unusual features of the Lake Success plant is its use of optical scanners, which automatically read account numbers so that they do not have to be entered by the employee.
+Noel F. Sherwood, Chemical Bank's vice president for personal credit center operations, estimated that about 90 percent of the bank's 530 employees in the three credit card buildings live on the Island.
+In addition to servicing the regular bank cards, the Chemical Bank operation also services the American Express Gold Card and is the country's largest issuer of that particular card.
+Although credit sales have dropped since mid-March, when credit controls were put into effect, they are picking up across the country, especially with those Federal controls being phased out.
+The burden of that renewed trend will fall on facilities such as those on the Island and on the thousands of employees who work here.
+Illustration photo of the computer center at Chemical Bank",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BANK+CARDS+AT+C+ROSSROADS&title=New+York+Times&issn=03624331&date=1980-08-03&volume=&issue=&spage=&au=Barmash%2C+Isadore&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1980","''Our hope is that no one will lose their jobs here,'' said Richard Kane, vice president in charge of Citibank's credit card activities. ''If our move becomes necessary, however, we expect that about 400 employees will be moved, while what happens to the other 1,400 will depend on how much of our operations will stay here or on how many of them we can absorb in other Citibank facilities in this area.'' Just to play safe, Citibank designated one of its executives a few weeks ago to supervise the South Dakota credit card operations. Bankers here are annoyed by New York State's usury laws, which impose especially stringent limits on the credit card business. Banks may not charge fees for use of credit cards, and are limited to charging 18 percent interest on the first $500 of credit purchased and 12 percent on any balances above $500. Cash loans obtained through a credit card, sometimes called ''credit lines'' or ''overdrafts,'' are subject to the 12 percent ceiling even if the amount is under $500. Yet many other states, particularly in the Midwest, South and Southwest, allow banks and retailers to charge as much as 21.6 percent interest for loans or credit purchases. Mr. [Paul G. Tongue] added, even with the absorption of employees, the move would create a substantial loss of ''future job opportunity'' for full-time and temporary workers with Chase Manhattan's plans to build up its credit card facility. The bank's two buildings are also substantial users of local post offices, which, he said, might also have to be cut back if Chase's operations are reduced.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1980: n/a.",11/15/17,"New York, N.Y.",,"Barmash, Isadore",New York Times Company,,Newspapers,423969574,"United States, New York, N.Y.",English,3-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+"New York, Needing Cash, Pursuing Tax Delinquents:   [Metropolitan Desk ]","New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-york-needing-cash-pursuing-tax-delinquents/docview/434227697/se-2?accountid=14586,"Desperate for cash amid the worst fiscal crisis in years, New York State is pursuing tax debtors more aggressively than ever before, doubling the number of cases it is investigating and seeking to collect from delinquents ranging from JPMorgan Chase to an out-of-business convenience store on the Bowery.
+Since the start of 2008, the state has filed more than 340,000 tax ""warrants,"" public notices of delinquency that can make it harder to get loans or sell property and can lead to garnished wages or even forfeiture proceedings. By the end of this year the state's Department of Taxation and Finance will have filed the largest number of warrants ever in a single year and settled about a million open cases, the most in state history.
+States across the country, strapped by plummeting revenues, are undertaking similar efforts, backed by improved disclosure laws and new technologies that allow them to more easily find delinquents. In Illinois, officials have started a pilot program using Internal Revenue Service databases to uncover sophisticated tax-avoidance schemes that use trusts and partnerships to hide income. In Minnesota and Georgia, enforcement officials have stepped up so-called residency audits, combing property and voting records to find people who live in the state but claim residence elsewhere to avoid state taxes.
+New York, experts say, has been at the forefront of such efforts, with over 1.2 million active tax cases, almost twice the average caseload it had in years past. Thanks to the crackdown, New York officials say, overall revenue from enforcement actions is up by 40 percent during the past six months, bringing in an extra $185 million.
+""There are a lot of states interested in what New York is doing, and they have some envy,"" said Verenda Smith, an analyst at the Federation of Tax Administrators, a trade group.
+The crackdown has ensnared not only thousands of ordinary New Yorkers, but titans of finance, some major corporations and familiar names. The financier Marc S. Dreier, currently serving a 20-year prison sentence for fraud, has an outstanding warrant for $1.26 million in unpaid income tax. Officials demanded $3.3 million in corporate taxes from the Walt Disney Corporation -- the company paid in July -- and $883,931 in withholding taxes from JPMorgan Chase, which gave out hundreds of millions in bonuses in the last year.
+Tax officials have also sought $336,992 in unpaid income taxes from Andrew Stein, the former City Council president. Warrants for unpaid sales taxes have been issued to Bouley Bakery, an outpost of the chef David Bouley's culinary empire ($367,522); the BCBG Max Azria Group, makers of luxury apparel ($1.25 million); and the retail chain Steve & Barry's ($3.3 million), which declared bankruptcy last summer.
+They have even gone after tax delinquents who are behind bars. Last year, warrants for $2.4 million in unpaid sales taxes were issued to Kun Fuk Cheng, a former co-owner of a string of Albany-area Chinese restaurants. The address listed was the federal prison in Morgantown, W.Va., where Mr. Cheng is serving a 57-month sentence for income-tax evasion and other charges.
+And like scores of other businesses whose workers get paid mostly in cash, Ten's Cabaret, a Manhattan strip club, is on the hook for unpaid sales and withholding taxes ($538,113).
+""In every economic stratum, you're going to find some level of underreporting and cheating,"" said William J. Comiskey, the state's top tax enforcement official. ""It's true for the super-wealthy as well as those who are just making ends meet. I've been here two and a half years, and I'm still constantly surprised.""
+As Gov. David A. Paterson and state lawmakers battle over how to close a $3 billion budget gap for the current fiscal year, some want to take an even harder line.
+State Senator Jeffrey D. Klein and Assemblyman William Colton have proposed legislation that would use a Web site to make public the name of any tax delinquent who owes the state more than $5,000. Another bill would give state agencies the right to deny renewals of professional licenses -- from medical licenses to cosmetology licenses -- to people and businesses that ignore warrants.
+""We should always be vigilant about enforcing our tax laws, but it becomes even more important when we are in tough fiscal times, when millions of law-abiding people are paying their taxes the way they are supposed to,"" Mr. Klein said.
+Mr. Klein and Mr. Paterson have also proposed tax amnesty programs that would forgive some part of the penalties and interest tax delinquents owe in exchange for quickly paying the underlying tax bill. Such programs in other states have produced hundreds of millions of dollars in extra revenue. Budget officials estimate that Mr. Paterson's plan, which is aimed at those with older, larger tax bills, would reap about $250 million.
+""We want to get to them sooner,"" said Robert L. Megna, the state budget director. ""A pizza shop, if he falls behind in his sales taxes a month or two, he ends up owing you a quarter of his receipts, plus penalties and interest. He can't pay you. So you need to find that guy before he gets too much in arrears. If you find him a year later, he's going to owe you his whole business.""
+The stepped-up enforcement is possible in part through better automation, more efficient use of third-party data and tougher disclosure laws. Using sales data from liquor wholesalers, for example, the state can identify bars and restaurants that may be underreporting how many drinks they sell.
+Tax officials now routinely exchange data with banks to identify accounts owned by those with outstanding warrants. And under a new state law, any franchised company in the world that operates in New York State is required to submit an annual report of the sales activities of its franchisees.
+""Every state I'm familiar with is interested in increasing voluntarily compliance through technological innovations that tell taxpayers they have to pay their taxes because they will be caught if they don't,"" Mr. Comiskey said.
+About half of all outstanding tax bills are collected by the state before a warrant is issued. And large companies with big, complex tax bills face rolling audits that can take years to resolve.
+Though such negotiations normally take place in private, bankruptcy proceedings and other court action can provide an occasional glimpse into the sums at stake. According to claims filed in federal court in September that are still pending, the bankrupt financial giant Lehman Brothers owes New York State $1.2 billion in corporate, sales and withholding taxes dating back to 1994. (New York City has filed a separate claim totaling $627 million.)
+Tax officials say such negotiations help avoid more costly and time-consuming litigation. But some lawmakers question whether the state has been tough enough with bigger tax bills.
+""Large corporations should not be treated any differently than the beer distributor in my district, who is juggling paying his rent and his payroll and his taxes,"" said State Senator Ruben Diaz Sr., a Bronx Democrat.
+A spokeswoman for JPMorgan Chase said that the company was in the process of satisfying both of the warrants the state had issued against it.
+""As soon we learned of this from the government, we reached out to the state to correct the matter,"" said the spokeswoman, Jennifer Zuccarelli.
+Mr. Stein said he, too, was paying down his tax debt. Bouley Bakery, according to a restaurant spokesman, has paid its back taxes and interest and is seeking relief on some penalties. BCBG Max Azria and Steve & Barry's have also moved to satisfy outstanding warrants but are waiting for the state to formalize the paperwork for some of them, according to company spokesmen.
+And that Bowery convenience store? After racking up almost a quarter of a million dollars in unpaid corporate taxes in recent years, according to state records, the store closed. A high-end women's boutique now occupies the address, selling $1,400 dresses rather than candy bars and coffee.
+Not everyone is in a rush to get right with the tax man. Gerald L. Shargel, a lawyer for Mr. Dreier, said that his client had other things to worry about.
+""When he puts his head on the prison pillow tonight,"" Mr. Shargel said, ""the unpaid taxes won't cause him to lose any sleep.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+York%2C+Needing+Cash%2C+Pursuing+Tax+Delinquents%3A+%5BMetropolitan+Desk%5D&title=New+York+Times&issn=03624331&date=2009-11-10&volume=&issue=&spage=A.32&au=Confessore%2C+Nicholas&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 10, 2009","Desperate for cash amid the worst fiscal crisis in years, New York State is pursuing tax debtors more aggressively than ever before, doubling the number of cases it is investigating and seeking to collect from delinquents ranging from JPMorgan Chase to an out-of-business convenience store on the Bowery. Since the start of 2008, the state has filed more than 340,000 tax ""warrants,"" public notices of delinquency that can make it harder to get loans or sell property and can lead to garnished wages or even forfeiture proceedings.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Nov 2009: A.32.",11/15/17,"New York, N.Y.",New York,"Confessore, Nicholas",New York Times Company,,Newspapers,434227697,"United States, New York, N.Y.",English,10-Nov-09,Delinquency; Warrants; Tax revenues; State taxes; Tax collections,New York Times,News,,,,,,,
+"Pounding Keys, Not Gavels, to Sell India's Tea:   [Business/Financial Desk ]","New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pounding-keys-not-gavels-sell-indias-tea/docview/433829569/se-2?accountid=14586,"Traders crowd around wooden desks in a huge dusty auditorium, poring over thick catalogs describing chests of tea. A broker seated at the front of the room calls out prices in a quick, rolling cadence as the traders shout and gesture, signaling their bids.
+A sharp rap of the gavel closes each sale, and the process starts over -- under the market's rules, the auctioneer must sell at least three lots in a minute.
+The scene repeats itself every Tuesday and Wednesday morning here at the Tea Auction Center in the state of Assam, heart of India's famed tea country, wedged among Bhutan, Bangladesh, Myanmar and China.
+Tea has been traded this way in India since 1861.
+But this year, the cacophony of the public tea auctions will give way to the gentle tapping of keyboards: India's tea markets are going digital.
+Just as electronic trading rocked the floors of the New York Stock Exchange and the Chicago Mercantile Exchange, the move to computerized auctions promises to turn the tradition-bound world of tea traders upside down. While tea growers and large multinationals have welcomed the promise of computerized trading, many small tea brokers fear an electronic exchange will mean the end of their livelihoods.
+The government body that sets the rules for tea sales in India, the Indian Tea Board, sees electronic trading as a way to help planters who have been hit hard by low tea prices for much of the last decade. Electronic trading is supposed to result in fairer prices and lower transaction costs.
+Studies in other commodity markets around the world have shown even modest reductions in costs through automation can produce large increases in trading volume. The Tea Board's effort is just one of several experiments in India in which computerized spot trading is being promoted as a way to improve the prices impoverished farmers receive for their crops.
+The main advantage of the computerized system, according to the Tea Board, is that buyers can bid from anywhere, without having to be physically in the trading hall -- or even in the same city where the tea is warehoused. ""That means buyer participation will be more, competition will be more,"" said H. N. Dwibedi, a consultant who has been advising the Tea Board on computerized trading. ""Greater competition ensures that the true price is discovered.""
+Mr. Dwibedi also said an electronic system should help automate the compilation of tea catalogs and eliminate the paperwork involved in settling sales, saving brokers time and money.
+India, the world's largest tea producer, is also the third-largest exporter, after Sri Lanka and Kenya. Today, nine auction centers like the one here in Guwahati operate throughout the country, handling about 55 percent of the one million tons of Indian tea sold each year. (The rest is sold from plantations directly to tea companies or consumers.)
+Getting tea to auction now can be time-consuming and expensive: planters harvest green leaves then process them into black tea or sell them to be processed. After processing, a broker takes a consignment of tea, warehouses it, assesses its quality, sends out samples to potential buyers for tasting, and produces a catalog listing the teas for sale -- a process that can take weeks.
+The broker then goes to an exchange and auctions off the consignment. He ensures that the winning buyer pays the agreed price and takes delivery, and in return, receives a commission, usually 1 percent of the selling price, plus warehousing charges and other fees.
+An electronic system is particularly attractive to large tea companies, like Tata, the Indian conglomerate that owns Tetley brand tea, and Hindustan Unilever, the Indian arm of the international consumer products company Unilever, which owns the brand PG Tips.
+Collectively, these two companies control about 45 percent of the market. They have been pushing for the electronic auctions.
+Tata hopes the computerized system will allow it to better coordinate its purchasing efforts nationwide and save on labor costs, according to Kevin Paul, a senior manager in the exports division of Tata Tea. The auction system may also give an advantage to large purchasers by making it more difficult to split lots, a practice in which several small buyers team up to jointly purchase a single large batch of tea.
+For that and other reasons, many smaller buyers are fearful -- especially those who act as bidding agents for distant tea companies. ""If their principals are in a position to bid from hometowns anywhere in India their role would be minimized,"" said Jayanta Kakati, the secretary of the Guwahati Tea Auction Center.
+Eventually, the nine separate auction centers might be consolidated, perhaps resulting in a single national spot market.
+Brokers are concerned, too. Some say that an electronic exchange will allow planters and factories to bypass them and sell directly to the market, although they are quick to point out that tea, unlike many other agricultural goods, is not a true commodity.
+Each batch of tea is unique and buyers must sample it to know the quality of what they are buying, making tea more akin to fine wine -- where the vineyard, the soil and the weather all play vital roles -- than it is to winter wheat or pork bellies.
+""We will have to change but there will always be a requirement for someone to assess the quality of the tea, make proper cataloging of tea,"" said Bikram Barua, director of Contemporary Brokers, one of north India's largest tea traders. ""For that, I don't see that the broker will disappear.""
+But India's tea brokers are right to worry, said Benn Steil, a senior fellow at the Council on Foreign Relations in New York. ""It is very hard for firms and individuals specialized in floor trading to adapt to electronic markets,"" Mr. Steil said, noting the difficulties that many specialist firms trading on the New York Stock Exchange have encountered since electronic trading was introduced last year.
+Even some buyers who support the electronic market say they have concerns about its design. For instance, they worry that entire tea catalogs may be offered for sale simultaneously. Some tea buyers say they prefer a serial auction, where lots are offered one at a time, because this allows them to adjust their bids to obtain enough of the right kinds of tea to maintain a consistent taste in their tea blends.
+This is India's second major attempt at electronic tea trading. In 2005, the Tea Board mandated that all tea auctions be conducted electronically, but the trading platform the board purchased from I.B.M. was plagued by software failures and within a year the entire system was abandoned. I.B.M. did not return calls seeking comment over several weeks.
+An Internet start-up called teauction.com also tried to offer online auctions earlier this decade, but it never gained much trading volume and shut down.
+Indian authorities say this time will be different. The latest exchange is being designed by NSE-IT, a branch of India's national stock exchange that specializes in designing trading platforms. The Tea Board plans to roll out the system in Calcutta, where the first Indian tea auctions began, by December, with the software being introduced to other auction centers over the following three months.
+At first, although the trading will be conducted by computer, buyers and brokers will still have to be present at the exchange. But if the system performs well, according to Mr. Kakati, it will be opened up for remote trading over the Internet.
+Older tea traders, many of whom are not computer literate, already speak wistfully of the auction floor, as if it were already gone.
+""We could walk into a trading floor and get the pulse of the market within 5 to 10 minutes -- who is buying from which country and why,"" said Ulhas Saraf, the head of the Saraf Trading Corporation, a tea company in the southern Indian city of Kochi.
+Still, Mr. Saraf, who began trading tea in the 1950s, said he could not stand in the way of progress. ""The new generation feels the computer is better,"" he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pounding+Keys%2C+Not+Gavels%2C+to+Sell+India%27s+Tea%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2008-04-22&volume=&issue=&spage=C.1&au=Kahn%2C+Jeremy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 22, 2008","Mr. Dwibedi also said an electronic system should help automate the compilation of tea catalogs and eliminate the paperwork involved in settling sales, saving brokers time and money.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Apr 2008: C.1.",11/15/17,"New York, N.Y.",India,"Kahn, Jeremy",New York Times Company,,Newspapers,433829569,"United States, New York, N.Y.",English,22-Apr-08,Tea; Prices; Commodity markets; Brokers,New York Times,News,,,,,,,
+Taking Delivery at the Plant To See Their Babies Born,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/taking-delivery-at-plant-see-their-babies-born/docview/433403454/se-2?accountid=14586,"COLOR was the simplest decision James Rasche had to make when he ordered his 2007 Chevrolet Corvette: no question it would be white with a black convertible top and a red interior, to match his cherished '57 'Vette.
+For someone who describes himself as ''a Corvette nut,'' the anticipation of owning a pair of color-matched convertibles built 50 years apart was enormous. To savor every step of the experience, Mr. Rasche, a 58-year-old building contractor in Fort Lauderdale, Fla., took advantage of an opportunity available at only a few plants in the United States: watching his baby being born.
+Today's hyperefficient assembly plants are not welcoming environments for a strolling visitor, and several million square feet of stamping presses and robot welders are not much of a tourist attraction in any case. But a few factories, including some that build cars with followings of devoted enthusiasts, let buyers witness the entire creation process, from a roll of flat steel to a vehicle ready to roll down the road.
+The attraction of watching his new car take shape drew Mr. Rasche to Bowling Green, Ky., last month, to the plant where Corvettes have been made since 1981.
+''Chevrolet told me a couple of weeks ahead of time when they would be building my car,'' Mr. Rasche said.
+The experience proved to be interactive. Noticing Mr. Rasche intently watching each part going into place, an assembly line worker asked, ''Is this your car?''
+The next thing he knew, Mr. Rasche was holding tools and fasteners. ''I screwed on some stuff,'' he said, recalling the unexpected bonus. ''I had a blast.''
+The tour was arranged through the National Corvette Museum, across the street from the plant but independent from General Motors. Museum delivery is a $490 option when ordering a car.
+As icing, Chevrolet accommodated Mr. Rasche's request that the vehicle identification number of his new car carry the same final six digits as that of the 1957 Corvette he had painstakingly restored. Using the abbreviation for the identification number, Mr. Rasche calls his pair ''the VIN twins.'' Fellow Corvette fanatics understand.
+Mr. Rasche marveled at the cleanliness of the modern plant and the mix of high-tech automation and handwork in the final assembly process. That was very different from his visit, as an 11-year-old in Cincinnati, to a nearby Chevrolet factory with his father. In his memory, that place was dingy, and when parts didn't fit right workers smacked them into place with mallets.
+For Mr. Rasche, the favorite part of the Bowling Green plant tour was the moment when the car's assembled powertrain and chassis were pushed up into the sleek composite body from below -- a step the auto industry calls the marriage point -- and attached by a squad of workers.
+''What a thrill to see your own Corvette being built in that plant,'' he said. ''It was like heaven.''
+Being in the construction business, Mr. Rasche was also fascinated by the complex choreography ensuring that all the parts were delivered to the right locations at the right time. ''It's a masterpiece of material handling,'' he said. ''In my business, moving materials is 80 percent of the labor cost, so this aspect of carmaking really interests me.''
+At the end of the assembly line, he whipped out a paint pen and induced a few dozen workers to autograph the engine's valve covers.
+Mr. Rasche has only driven his new Corvette a few miles so far, believe it or not. It's on display, along with its '57 VIN twin, at the Corvette Museum until Oct. 16.
+BMW customers can also watch their Z4 sports car or an X5 sport utility being built at that company's assembly plant in Spartanburg, S. C. (Buyers of BMW models made in Germany can take delivery of their cars at the plant and tour the facility.)
+One customer who went to Spartanburg was John Karas, a McDonald's restaurant owner-operator in Marion, N. C., who picked up a Sapphire Black Z4 roadster. Mr. Karas, 59, still recalls a day long ago when his father took him to the Studebaker assembly line where he worked, in South Bend, Ind.
+''I was impressed with how organized and clean the BMW plant is,'' he said. ''They run on just-in-time delivery, and there's no stuff laying around like I recall years ago up at Studebaker.''
+While in Spartanburg to pick up his new car, Mr. Karas also spent a few hours at the nearby BMW Performance Center, where instructors take customers through a safety-training course in cars like their own. ''You go out on the track and do things I would never normally do -- like spinning your car,'' he said. ''You leave there knowing what your car can and can't do, and how to really drive it.''
+Would he repeat the visit? ''When it comes time to hang up my spatula and retire, I think I'll trade in my other cars and go back there and pick up a new 7 Series.''
+Some people get to see their cars being born under special circumstances. A year ago, Robert Heard, 16, of Erie, Pa., was told that he had a type of cancer that doctors said was best fought with a rigorous 55-week treatment protocol.
+''One of the things the doctors told us was that people with a positive attitude respond better to treatment,'' said his father, David, who runs a propane and heating oil business.
+Driving home from the hospital between treatments, the father-and-son car guys stopped by some dealerships to kick tires. Robert confessed that a vista-blue Mustang with white stripes was much on his mind, and his father secretly decided that he would have one. ''There's nothing more morale-building for a teenager than a cool vehicle,'' the father reasoned.
+When the Ford dealer told him that a Mustang with a manual transmission would have to be ordered from the factory, Mr. Heard asked if his son might be able to go to the plant to watch it being built. The dealer did not have an answer, but asked Ford representatives.
+Two weeks later, the Heards received a call from Ford officials, inviting them to the joint-venture plant in Flat Rock, Mich., where Mustangs and Mazda sedans are assembled. The factory does not normally offer tours, but an invitation was extended to the family and a few of the son's friends.
+Walking through the busy plant ''was beyond belief,'' Robert said.
+''You go in and see the rolls of steel at one end that turn into cars at the other end,'' he said. ''It's amazing to me that all those parts come together, and the car fires up like it's supposed to.''
+The plant's operations manager kept checking his watch during the walk-around, and the reason soon became apparent. The tour group arrived at the end of the assembly line right at noon, and there was Robert's freshly completed blue Mustang garnished with a big red bow. It was lunch break at the plant, and about 200 workers wandered over to witness the presentation of the car to the teenager.
+''I was going crazy from all the smiling,'' Robert said.
+Recent medical tests have indicated that Robert's treatments are working, so he and his wrench-handy father are preparing to bolt a dual-exhaust system onto the shiny V-6 Mustang. ''He's in that car as much as he's in the house,'' Mr. Heard said.
+Photograph Car plants offering tours include BMW factory in South Carolina, above, and Corvette plant in Kentucky, above right. At right, a Ford Mustang at the ''marriage point'' in Flat Rock, Mich.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Taking+Delivery+at+the+Plant+To+See+Their+Babies+Born&title=New+York+Times&issn=03624331&date=2006-09-24&volume=&issue=&spage=12.2&au=Brown%2C+Stuart+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,12,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 24, 2006","For someone who describes himself as ''a Corvette nut,'' the anticipation of owning a pair of color-matched convertibles built 50 years apart was enormous. To savor every step of the experience, Mr. [James Rasche], a 58-year-old building contractor in Fort Lauderdale, Fla., took advantage of an opportunity available at only a few plants in the United States: watching his baby being born. As icing, Chevrolet accommodated Mr. Rasche's request that the vehicle identification number of his new car carry the same final six digits as that of the 1957 Corvette he had painstakingly restored. Using the abbreviation for the identification number, Mr. Rasche calls his pair ''the VIN twins.'' Fellow Corvette fanatics understand. Mr. Rasche has only driven his new Corvette a few miles so far, believe it or not. It's on display, along with its '57 VIN twin, at the Corvette Museum until Oct. 16.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Sep 2006: 12.2.",11/15/17,"New York, N.Y.",,"Brown, Stuart F",New York Times Company,,Newspapers,433403454,"United States, New York, N.Y.",English,24-Sep-06,Factories; Customer relations; Automobiles,New York Times,Feature,,,,,,,
+An Italian Rivalry Born Of Expertise in Glass,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/italian-rivalry-born-expertise-glass/docview/433299925/se-2?accountid=14586,"This town, with a population of 4,500, resembles many other alpine villages in this remote northeastern corner of Italy. But Agordo stands more for eyewear than skiing or snowboarding.
+It is at the heart of a region that houses both Luxottica Group and Safilo Group, the world's largest manufacturers of eyeglass frames.
+The companies are here because for centuries the deep mountain valleys around it have been home to craftsmen who specialized in eyeglasses. Indeed, some say spectacles may have been invented in the late Middle Ages by craftsmen from the nearby Venetian lagoon, where the island of Murano is still noted for its elegant glass products.
+Many of Italy's manufacturers of commodity industrial goods lost their markets in recent years to low-cost rivals in places like China or Singapore. But Luxottica and Safilo, borrowing a chapter from the playbook of Gucci or Dior, transformed eyeglasses from a commodity health care product into a costly fashion accessory. A limited fur-covered edition by Safilo for Armani a few years back, for instance, retailed for 600 euros ($720) a pair. They captured markets in more than 120 countries and, by expanding into retailing, rose to positions of world leadership in eyewear.
+Still family-controlled, Luxottica and Safilo have added sunglasses and goggles for skiing, surfing and motorcycle racing to their product lines in the last 10 years. Luxottica has acquired optical laboratories and corporate eye care programs in the United States. Americans who visit LensCrafters, Pearle Vision, Sunglass Hut or Solstice Sunglass Stores are shopping in stores owned by the two companies.
+As the companies evolved, they have grown, making management a challenge. The opening of new markets, like India and China, means that they will have to replicate on other continents the well-oiled wholesale and retail operations they have built in Europe and the United States, where consumers are more attuned to Gucci or Louis Vuitton.
+Moreover, Luxottica and Safilo are moving in several directions at once. Luxottica has added two factories in China to the six it has in Italy. Safilo added a factory in Slovenia to the four it has around Padua when it bought the Austrian maker of sports goggles, Carrera. For the bulk of their products, however, the ''Made in Italy'' stamp is essential, both companies say.
+Each company has a stable of about 20 or more luxury brands, including Versace, Prada and Donna Karan at Luxottica, and Armani, Dior and Gucci at Safilo.
+''They progressively brought eyewear into the fashion sector,'' said Stefania Saviolo, director of the master's program in fashion at the Bocconi University Business School in Milan. ''They also took on corresponding burdens: with designer names, with seasonal collections, with large-scale stylistic research.''
+Andrea Guerra, Luxottica's chief executive, said that Luxottica was ''certainly the company that guided that entire transformation,'' starting with its acquisition in 1988 of the Armani brand, now the property of Safilo. Mr. Guerra, 40, joined Luxottica two years ago after running the Merloni home appliances group for a decade.
+Eyewear, he said in a conversation at Luxottica's headquarters in Milan, has especially attractive characteristics as a fashion accessory, ''It's visible all day long,'' he said. ''It's not a perfume; it's not a billfold. That's the great beauty of the industry.''
+As the basket of available brands dwindles and brand owners see their value inflate, a game of musical brands has set in. In January, Ralph Lauren deserted Safilo for Luxottica only months after Burberry did likewise; earlier, Armani, with its Emporio Armani and Giorgio Armani brands, took the opposite route, to Safilo. In October, Hugo Boss chose to go with Safilo.
+''More than ever, the gloves are truly off,'' wrote Flavio Cereda, who follows Luxottica and Safilo at Merrill Lynch, in a recent report. Luxottica's acquisition of the Ralph Lauren bundle of brands, he said, would afford it the clout to confront Safilo on the North American market of independent eyeglass shops. Mr. Cereda upheld a buy recommendation for Luxottica, and downgraded Safilo to neutral. ''Safilo was unable to match Luxottica's muscle,'' he said.
+The battle for brands reveals much about the companies. While Safilo's management is in Padua, not far from its factories, Luxottica's senior management is in Milan, the Italian financial capital. Moreover, Luxottica, with revenue last year of 4.4 billion euros ($5.17 billion), is four times as big as Safilo, which has revenue of 1.1 billion euros. While both companies are listed on the stock exchange, Leonardo Del Vecchio, Luxottica's founder, retains a 67 percent controlling stake, while Vittorio Tabacchi, whose grandfather founded Safilo, owns 37 percent of that company's stock.
+Luxottica bagged Ralph Lauren mainly by meeting a Ralph Lauren demand for advance royalties of $200 million to cover a 10-year period. In January, Luxottica flexed its financial muscle again, pledging advance royalties of 60 million euros ($72 million) to Dolce & Gabbana for five years.
+The loss of Ralph Lauren was a serious blow to Safilo, depriving it of 10 percent of its annual revenue.
+Safilo's chief executive, Roberto Vedovotto, says Safilo refuses to play Luxottica's upfront royalty game. ''I don't think Safilo needs to do that,'' he said, ''we never did it in the past; and we'll never do it in the future.''
+Safilo, said Mr. Vedovotto, 40, a former investment banker for Morgan Stanley, will make up part of the loss of Lauren through the deal with Hugo Boss. ''What makes Safilo really unique,'' he said in a conversation at Safilo's corporate headquarters in Padua, ''is that in terms of design and product development, we are No. 1.'' Safilo, he added, turns out 2,500 designs a year, compared with 1,000 at Luxottica. ''That's why Armani wanted to switch,'' he said.
+Luxottica was founded in 1961 by Mr. Del Vecchio, now 70 and one of Italy's wealthiest men. (Forbes magazine estimates his assets at $10 billion.) But its big breakthrough came in 1995 when it acquired the Lens-Crafters chain of optical shops in the United States. Successive acquisitions added Sunglass Hut and Pearle Vision stores. The move into retail upset many of Luxottica's retail clients, who saw a supplier become a competitor too.
+''Luxottica made a great bet,'' said Enrico Cavatorta, Luxottica's chief financial officer. ''It had to convince the others that they were not competitors, not on price, but through the brand.'' The result is that Luxottica generates 68 percent of its revenue in the United States.
+Safilo operates a chain of 55 Solstice Sunglass stores in the United States, and Mr. Vedovotto says he wants to go to 150. But Safilo has no ambition to ape Luxottica, he added. ''We don't want to integrate vertically, as Luxottica has done,'' he said.
+To maintain as much of their production in Italy as possible, both companies are investing heavily in automation. Their factories use robots to replace female workers in welding on tiny hinges, setting rhinestones or affixing tiny logos to eyeglass earpieces. Luxottica still does 80 percent of its production in Italy.
+In many ways, both companies face similar challenges, though for Safilo, the toughest challenge may be Luxottica.
+''With so many brands, it takes a lot internally to make sure you give those brands, and their designers, their own distinct look and market place,'' said Marge Axelrad, editorial director of 20/20 and Vision Monday, eyewear trade publications. ''There is intense competition. They are a very compelling market force.''
+Photograph The color studio at Safilo. Its design department turns out 2,500 designs a year compared with 1,000 designs by Luxottica, its chief executive says.; Wire eyeglass frames are cut from metal sheets during production in the Luxottica factory in Agordo, Italy. When they are finished, an inspector looks for scratches, blemishes or other defects before shipping. (Photographs by Dave Yoder/Polaris for the New York Times)
+Map of Italy highlighting Agordo: Agordo is the heart of an area that is home to two eyewear makers.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=An+Italian+Rivalry+Born+Of+Expertise+in+Glass&title=New+York+Times&issn=03624331&date=2006-03-24&volume=&issue=&spage=C.5&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 24, 2006",None available.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Mar 2006: C.5.",11/15/17,"New York, N.Y.",Agordo Italy,"Tagliabue, John",New York Times Company,,Newspapers,433299925,"United States, New York, N.Y.",English,24-Mar-06,Corporate profiles; Eyeglasses,New York Times,Feature,,,,,,,
+U.S. Growth May Hinge On Businesses,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-growth-may-hinge-on-businesses/docview/433222969/se-2?accountid=14586,"The housing market is gradually fading as a prop for the economy, eroding a source of increased wealth that allowed consumers to borrow and spend avidly in recent years.
+Meanwhile, the bond market, where short-term interest rates are now slightly above long-term rates in what is known as an inverted yield curve, suggests that the economy is headed for a sharp slowdown, perhaps even a recession. The stock market rally earlier this year has petered out.
+So why do most forecasters predict that economic growth will remain relatively strong next year? Perhaps because they are counting on other sectors that have been relatively weak -- particularly stepped-up business investment -- to help sustain the robust expansion of the last 30 months.
+''I think the surprise will be that housing prices and housing sales will decelerate, but the economy will do just fine,'' said Richard Berner, chief domestic economist for Morgan Stanley.
+Mr. Berner is not alone in his optimism. Despite some worrisome indicators, only a handful of the 53 economists surveyed by Blue Chip Economic Indicators predict that the growth rate in 2006 will drop much below the 3.7 percent average so far this year.
+That outlook also assumes that consumer spending, deprived of the lift from rising home prices and mortgage refinancing, will not drop very much.
+Despite high debt levels, it is still safe to say that Americans will somehow continue to buy on credit, and with energy prices falling, wages now diverted to gasoline purchases should be freed up to spend on the array of goods and services that drives the economy.
+''One of the big stories today is that people are so happy with $2 gas,'' said Richard T. Curtin, director of the Surveys of Consumers at the University of Michigan, explaining a big jump in consumer confidence this month. ''There is nothing better than a relative price decrease.''
+Forecasters are notorious for missing major turning points in the economy. Still, as home construction and home sales subside and consumer spending eases off, most experts see a different powerhouse kicking in to keep the economy on its upward path. The prime candidate is capital investment -- the spending by business on all the equipment and facilities needed for production.
+Business contributed powerfully to the boom of the late 1990's by investing generously in high-tech machinery and computers, but then cut back sharply in the dot-com bust, helping to weaken the economy. Now an upturn in this spending in the spring and summer months has raised expectations that corporate America has finally begun to replace aging and outdated equipment, drawing on record profits to do so.
+''Business has tons and tons of capability to spend,'' said James W. Paulsen, chief investment strategist at Wells Capital Management in Minneapolis. ''The longer the recovery keeps going and stock prices go up, the more and more confident business is going to become and the more it will spend on its operations.''
+The anecdotal evidence is mixed on this score. Verizon, for example, invested $15 billion this year to expand its wireless system and start building a fiber optic network that will allow it to compete more directly with cable television providers. The same hefty sum is to be spent in 2006. But that is not enough. For the economy as a whole, matching last year's outlay, no matter how hefty, adds nothing to economic growth.
+There must be more investment, and a new survey of chief financial officers, sponsored by Baruch College and Financial Executives International, suggests that there will be. Two-thirds said their companies planned to increase capital spending in 2006 by 8 or 9 percent, a rise reminiscent of the late 1990's.
+But Haas Automation in Oxnard, Calif., a big manufacturer of the machine tools installed in factories to cut and shape metal, expects sales to be only marginally better next year. ''Our customers are inhibited by the high cost of energy and steel,'' said John Roth, Haas's director of customer service, explaining the restraint he is seeing in capital spending. ''They are concerned that the prices they are forced to charge make them less competitive.''
+Apart from capital spending, many forecasters expect contributions to growth from other sources. Exports should rise, partly in response to a weakening dollar against the euro, the British pound and the Japanese yen, and partly because Boeing is selling so many aircraft abroad.
+Rapid inventory depletion since July should prompt retailers and wholesalers to restock their shelves and warehouses, increasing production with their orders. At the state level, budget surpluses, or smaller deficits -- unexpected a year ago -- have already resulted in more public spending.
+''We can sustain the expansion,'' said Lee Price, director of research at the labor-oriented Economic Policy Institute, who is usually more pessimistic than his colleagues in forecasting. ''Come January and February,'' he said, ''people are going to get hammered with huge heating bills. But once they get past that, they'll be O.K. I have no beef with a forecast of 3.5 percent G.D.P. growth next year.''
+Forecasters tend to see the economic glass as half full rather than half empty, and they have reason for that optimism. The economy has grown -- expanding its output of goods and services -- every year but one since 1990.
+Even in 2001, a year in which a recession occurred, there was enough growth to offset the contraction in two of the quarters. Moreover, consumers kept spending at an ever-greater rate right through the relatively brief downturn.
+Given this history, nothing in the current array of statistics, short of a crash in housing prices, suggests that a recession is in the offing. To the contrary, the consensus forecast is that the gross domestic product will grow by a respectable 3.4 percent in 2006, Blue Chip reports.
+The beef for Mr. Price and for others is that robust expansion is not making the nation's workers better off. The current expansion, unlike the one in the late 1990's, has failed to lift real incomes.
+Wages and salaries have risen, but often by less than inflation. Real hourly earnings -- that is, wages adjusted for inflation -- fell this year for 80 percent of all workers, according to new data from the Bureau of Labor Statistics.
+Not since the early to mid-1990's has the wage loss been so broad. So far, however, this backsliding has not inhibited consumer spending. For most of this decade, Americans have spent beyond their incomes, borrowing the difference to keep consumption rising.
+The steady rise in home prices helped them to do this, providing the wherewithal through mortgage refinancing, home equity loans and other forms of credit. Falling interest rates encouraged the process.
+With home prices leveling off and the Federal Reserve pushing up interest rates, that big source of consumer credit may be on the verge of shrinking sharply. For now, holiday spending suggests that it is still fairly robust. Consumer outlays are likely to erode next year, however, as the enthusiasm from falling gasoline prices wears off and borrowing against one's home becomes more difficult, Mr. Curtin says.
+But Nigel Gault of Global Insight, a forecasting and data gathering firm, said there was not cause for much worry. While he is expecting a slowdown in growth next year, he is not looking for the economy to plummet.
+''It is very unlikely that business spending can do so much that it can keep the growth rate of the overall economy from falling,'' he said. ''But it can prevent a rapid plunge and hopefully it will.''
+Chart ''Growing Stronger''
+Fueled by several years of healthy profits, business assets have swelled by hundreds of billions of dollars.
+AFTER-TAX CORPORATE PROFITS
+Seasonally adjusted annual rate
+LIQUID CORPORATE ASSETS
+Nonfarm nonfinancial businesses
+All figures in 2000 chain-weighted dollars
+Graph tracks after-tax corporate profits and liquid corporate assets since 1995.
+(Source by Moody's Economy.com)(pg. C12)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Growth+May+Hinge+On+Businesses&title=New+York+Times&issn=03624331&date=2005-12-30&volume=&issue=&spage=C.1&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 30, 2005","Business contributed powerfully to the boom of the late 1990's by investing generously in high-tech machinery and computers, but then cut back sharply in the dot-com bust, helping to weaken the economy. Now an upturn in this spending in the spring and summer months has raised expectations that corporate America has finally begun to replace aging and outdated equipment, drawing on record profits to do so. The anecdotal evidence is mixed on this score. Verizon, for example, invested $15 billion this year to expand its wireless system and start building a fiber optic network that will allow it to compete more directly with cable television providers. The same hefty sum is to be spent in 2006. But that is not enough. For the economy as a whole, matching last year's outlay, no matter how hefty, adds nothing to economic growth. With home prices leveling off and the Federal Reserve pushing up interest rates, that big source of consumer credit may be on the verge of shrinking sharply. For now, holiday spending suggests that it is still fairly robust. Consumer outlays are likely to erode next year, however, as the enthusiasm from falling gasoline prices wears off and borrowing against one's home becomes more difficult, Mr. [Richard T. Curtin] says.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Dec 2005: C.1.",11/15/17,"New York, N.Y.",United States US,"Uchitelle, Louis",New York Times Company,,Newspapers,433222969,"United States, New York, N.Y.",English,30-Dec-05,Capital investments; Economic forecasting; Economic growth,New York Times,News,,,,,,,
+"Big Board Is Going Public, and Nasdaq Says Bring It On","New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-board-is-going-public-nasdaq-says -bring-on/docview/433244176/se-2?accountid=14586,"On Tuesday, the 1,366 owners of the New York Stock Exchange are likely to end an era and begin a new one by voting to convert the 213-year-old nonprofit public utility into a for-profit publicly traded company. The deal will give the Big Board a verve it has lacked: it will have the currency to acquire other exchanges, the freedom to make swift decisions without waiting for a consensus among its members and the ability to act like an entrepreneur and pursue sources of faster-growing revenue.
+Oddly enough, Nasdaq could not be more pleased. The all-electronic exchange, the Big Board's traditional rival, has gone through its own makeover. It has substantially improved its financial condition and acquired Instinet, one of its top rivals. Soon Nasdaq is expected to win the right to call itself an exchange, allowing it to separate from its regulator by year-end. Combined with the Big Board's project to further automate its trading, the competition -- which has always made the Yankees-Red Sox rivalry look polite -- is set to explode.
+''We have the superior market model,'' said Robert Greifeld, president and chief executive of Nasdaq. ''They have to imitate what we have been doing for 30 years.''
+The chief executive of the Big Board, John A. Thain, counters: ''It's not an all-electronic world. Today we traded 1.8 billion shares. It is, in fact, more of a hybrid world and the way stocks trade depend on how liquid the stock is and what the dollar price is.''
+While each exchange professes to be the better positioned for the competition, the two are employing vastly different strategies.
+Nasdaq, which so far has barely made a dent in trading stocks listed on the Big Board, sees a unique opportunity to seize market share while the exchange is in flux. Richard Repetto, an analyst at Sandler O'Neill, said, ''This is a once-in-a-lifetime opportunity to take listed market share and Bob is, as he says, 'maniacally' focused on it.''
+The Big Board, on the other hand, is focused on completing its merger, cutting costs and determining how to compete globally. Mr. Thain sees his biggest competitors as Euronext, the cross-border stock and options exchange (it is the combination of exchanges in Brussels, Amsterdam and Paris) and Deutsche Borse, the Frankfurt-based exchange. ''I think there needs to be more consolidation in the U.S. marketplace and we will be a public company with a public currency and a big marketplace,'' he said.
+In the last year, each exchange has undergone a transformation. Nasdaq bought Instinet, an all-electronic trading network, and became the uncontested rival in trading its own stocks; the Big Board announced that it not only would become a for-profit exchange, but would introduce more electronic trading.
+The changes at the Big Board have been well received by traders, who had for years clamored, with few results, for increased automation. ''The N.Y.S.E. is finally acknowledging that buy-side traders have a need for speed and certainty of execution,'' said John Wheeler, director of United States stock trading at American Century and a former Big Board critic. ''They are working to provide that. The big question is, Did they go far enough and how quickly will the rivals react and seize more market share from New York?''
+Already, the exchange's market share has deteriorated. In October, it traded 75 percent of its own stocks, down from 80 percent in January. Nasdaq reported trades of 18.5 percent of Big Board shares. (It only trades a small portion of that, but reports trades by others and does not break out the difference.)
+Mr. Thain attributes the loss to more electronic trading and a decrease in block trades, or large trades by major Wall Street firms. Mr. Greifeld attributes it to traders acknowledging that it is easier to trade exchange stocks elsewhere than at the Big Board.
+No one doubts that a loss of market share would damage the Big Board. ''By having a high market share like we have today, we offer the most liquidity and the best prices,'' Mr. Thain said.
+Liquidity refers to the ability to trade shares without large price swings because of a critical mass of trading interest centered at one location. ''If that were to dramatically fragment, you lose the liquidity and the pricing,'' Mr. Thain said.
+He did not hesitate to point out that Nasdaq already went through such a loss: ''Once it fragments, it's very difficult to get it back. Look at Nasdaq.'' (Before the merger with Instinet, Nasdaq traded a third to a quarter of its own stocks.)
+But while Nasdaq can try to seize market share from the exchange, the Big Board will also be emboldened by its deal with Archipelago. The merger has been greeted with enthusiasm: The price of a seat on the Big Board, which was less than $1 million in January, was $4 million at the most recent sale. Archipelago's stock price has increased 201 percent, to $58.20, making the overall deal worth about $9.4 billion.
+(A small group of seat owners have contested the deal, arguing that the terms were unfair and the process rife with conflicts.)
+With Archipelago, the Big Board will be able to trade options, Nasdaq stocks and exchange-traded funds, which resemble mutual funds except that they trade like stocks. It will also have ammunition in the epic battle to attract listings, in which companies choose where they will exclusively list their shares.
+In 2005, the exchange said it won 94 percent of all Big-Board-eligible initial public offerings. But because the exchange has much stricter listing standards, it cannot compete with Nasdaq for smaller companies. Now, with Archipelago under the exchange umbrella, it will be able to go after those companies as well.
+Mr. Greifeld is not fazed. ''The competition is certainly very intense and we are prepared for it to be even more intense,'' he said.
+Mr. Thain, however, anticipates competition of a different sort. ''Who do I worry about over the next three to five years? It's Euronext and Deutsche Borse, and the reason is, they have a broader mix of products, many of which are growing faster than the cash equity products. I worry more about them because the global marketplace is consolidating, and I want to make sure I am in a competitive place.''
+Nasdaq also has its ammunition lined up. In February, the marketplace completed a secondary offering and moved its listing from the bulletin board, an alternative exchange for smaller stocks, to Nasdaq. Since then, its stock has soared from about $9 to more than $40.
+In addition, the Securities and Exchange Commission is expected finally to award Nasdaq formal exchange status. Until now, its designation was as an inter-dealer market, in which investors bought and sold from Nasdaq intermediaries rather than the market itself.
+Nasdaq also does not have the right to act as a self-regulator. Now, as an exchange, Nasdaq will be able to free itself from NASD, its regulator, a fact that Mr. Greifeld will hold over the New York Stock Exchange.
+Few expect the competition between them to ever wane, a fact investors are likely to welcome if costs decline and trading convenience improves. ''They should be comforted by the fact that there are two markets in the throes of intense competition,'' Mr. Greifeld said.
+Illustration Photos (Photo by Matt Stroshane/Bloomberg News); (Photo by Daniel Acker/Bloomberg News)
+Chart NASDAQ",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big+Board+Is+Going+Public%2C+and+Nasdaq+Says+Bring+It+On&title=New+York+Times&issn=03624331&date=2005-12-02&volume=&issue=&spage=C.1&au=Anderson%2C+Jenny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 2, 2005","Oddly enough, Nasdaq could not be more pleased. The all-electronic exchange, the Big Board's traditional rival, has gone through its own makeover. It has substantially improved its financial condition and acquired Instinet, one of its top rivals. Soon Nasdaq is expected to win the right to call itself an exchange, allowing it to separate from its regulator by year-end. Combined with the Big Board's project to further automate its trading, the competition -- which has always made the Yankees-Red Sox rivalry look polite -- is set to explode. He did not hesitate to point out that Nasdaq already went through such a loss: ''Once it fragments, it's very difficult to get it back. Look at Nasdaq.'' (Before the merger with Instinet, Nasdaq traded a third to a quarter of its own stocks.) Nasdaq also does not have the right to act as a self-regulator. Now, as an exchange, Nasdaq will be able to free itself from NASD, its regulator, a fact that Mr. [Robert Greifeld] will hold over the New York Stock Exchange.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Dec 2005: C.1.",11/15/17,"New York, N.Y.",,"Anderson, Jenny",New York Times Company,,Newspapers,433244176,"United States, New York, N.Y.",English,2-Dec-05,Going public; Stock exchanges; Competition,New York Times,News,,,,,,,
+New Hope for the Un handy,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-hope-unhandy/docview/432952333/se-2?accountid=14586,"ON Wednesday afternoon Mike Bukach, a 24-year-old who works in marketing in Manhattan, walked into the Home Depot on West 23rd Street in Chelsea with an odd assignment. His boss was organizing a large publicity event that evening, and he needed 13 fire extinguishers.
+''Where else am I going to get bulk fire extinguishers?'' Mr. Bukach asked, posing a question that must sound like music to a Home Depot executive's ears.
+Mr. Bukach, who was reared in Twinsburg, Ohio, in a family of band-saw wielding do-it-yourself men, found his fire extinguishers, but as he walked through the store, he said, something felt a little off. He had been to Home Depots back home, giant warehouses dingy with sawdust and chalky clouds of dry cement mix. This place had a doorman. No shop vacuums shrieked. The table saws sat silent. Worse, it was kind of pretty.
+''You think of Caterpillar tractors and work boots and do-it-yourself lumberyard-type deals, and then you get this,'' he said, gesturing to the air. ''Oriental rugs and glass lamps. You instantly think fragile.''
+Much has been written lately about cultural divides in this country. Red and blue states, two Americas, the secular versus the religious. But there is another ideological split that receives less attention but is every bit as acute and rife with misunderstanding: the chasm between do-it-yourself America and do-it-for-me America. If the heartland, with its crane rentals, pickups with built-in toolboxes and self-service lumberyards, is home to do-it-yourself, then Manhattan -- with doormen, 24-hour locksmiths, messengers and delivery men galore -- is certainly the headquarters of do-it-for-me.
+Home Depot, a symbol of the do-it-yourself ethic, designed the Chelsea store, its first in Manhattan, to bridge the gap between the self-reliant and the shamelessly reliant on others.
+At its most basic level it is just a big hardware and home fixtures store, but viewed another way it is a lot more than that. It stands as a monument to the strange mixture of ingenuity, vanity, entitlement and helplessness that characterize the Manhattan psyche and is also a kind of looking glass that reveals how the rest of America -- those do-it-your-selfers -- sees us.
+Executives at Home Depot left little to chance in trying to figure out New Yorkers. Joe Faranda, the chain's vice president for strategic market intelligence and a Queens native who now lives in Atlanta, said it conducted hundreds of studies of Manhattanites as well as hundreds of focus groups.
+The store was then designed accordingly, which, he said, is the reason it looks so different from Home Depots beyond the Hudson River.
+Mr. Faranda said he and his team were struck by one particular finding in their research: while much of America puts a premium on being normal, New Yorkers expressed a strong need to feel unique.
+''Where the Manhattanites were different is that they thought they were different,'' Mr. Faranda said. ''They said we want you to demonstrate that you know that.''
+At first glance some of the differences between the Home Depot in Chelsea and other Home Depots are obvious. This store is in a renovated cast iron building. Besides those doormen, its centerpiece is a help counter that bears a resemblance to the concierge desk of an expensive hotel, reassurance for New Yorkers who get jittery beyond the reach of the service economy.
+Unlike the average Home Depot, with its mall-style sprawling buildings and utilitarian floors and displays, the three-level Chelsea store has polished floors and orderly appointments.
+The clientele looks different, too, with a much higher iPod-to-customer ratio than the average Home Depot, more gay couples strolling the aisles hand in hand and fewer work boots.
+''You don't see a lot of Uggs at a typical Home Depot,'' said Adrianna Giuliani, a spokeswoman for the company.
+The store is also pet-friendly. Tiny dogs that could easily be sent flying by leaf blowers at a Home Depot in the Southeast stroll around as casually as Eloise's pug at the Plaza.
+Elizabeth Fried, a hair and makeup artist from Chelsea who took advantage of the pet-friendly policy, was sauntering in flip-flops through the store with her Chihuahua, Romeo. Since the store opened, she said, she has bought a light fixture, faucets and a toilet seat, none of which she installed herself.
+''We're city people,'' she said. ''Most of the stuff, we don't do ourselves. I can do very little myself. Except spend the money.''
+Home Depot's slogan, ''You can do it -- we can help,'' speaks to the dilemma executives faced in opening a do-it-yourself store in the do-it-for-me capital of the world. The burning question was, how much help exactly did New Yorkers need?
+''Everybody has some degree of ability in home improvement, and everybody could use a certain degree of help,'' Mr. Faranda said diplomatically. ''Some more than others.''
+At the Chelsea store, smiling, orange-clad employees mill about, offering assistance stigma-free.
+While many Home Depots give classes on home improvement, the store in Chelsea has built a curriculum with local residents in mind. Besides basics like how to install a toilet, there are classes titled Hide Your Television, Apartment Plumbing 101 and Don't Lift a Finger: Automation.
+Perhaps with an eye toward competing with the many other entertainment options New Yorkers have each night, the classes are taught on a snazzy set that looks suspiciously like an infomercial soundstage, complete with three glimmering flat-panel televisions.
+''New Yorkers told us they would do projects if they knew how,'' Ms. Giuliani said. ''The more you know, the more you're going to want to do.''
+Even the merchandise speaks to an effete and slightly hypochondriacal Northeastern customer base. There are, for instance, a wine refrigerator and cleaning solutions with names suggesting aromatherapy, including a melon chutney bathroom cleaner you will not find at a Home Depot in Arkansas.
+There are plenty of bacteria-slurping air purifiers -- New Yorkers hate their microbes -- along with humidifiers for locals with tetchy sinuses.
+The store also offers space-saving items of the sort Middle America has little use for, including a contraption called a gym in a box, a wardrobe that opens to disclose a dumbbell set and a fold-down treadmill.
+Shopping at a megachain bent on commodifying the trappings of domestic life would seem to run counter to the compulsive need of Manhattanites to be different. And indeed some customers shopping at the store last week expressed ambivalence about being there.
+''It's like Starbucks,'' said Troy Hixson, a model looking at orchids in the garden section. ''You don't want to go there, but then you do.''
+As it is, with no lawns or home exteriors to mold into expressions of their uniqueness, New Yorkers instead turn to interior paint. Home Depot in Chelsea offers 3,200 hues: hundreds more than other stores do, Ms. Giuliani said, including many colors so bright that they would have no place in southern Ohio. They are the red states, after all, not the matte rose petal vermilion states.
+There are actual manly power tools tucked away on the lower level: gas-powered snow blowers, table saws, nail guns and the like. Mr. Faranda said that the store also expects to serve small contractors and do-it-yourself commuters, who might need to pick up, say, a chain saw on the way home.
+But if the store is to bridge the gap between the self-sufficient and the helpless, it may take some time. Bill McDermott, a transplant from South Dakota who stopped by to pick up supplies for a plastering job in his apartment, took a look around at the power tool section.
+''New Yorkers don't know anything about this stuff,'' he said.
+Photograph NOT IN KANSAS -- The Home Depot in Chelsea has a doorman. (Photo by Nicole Bengiveno/The New York Times)(pg. 1); PET-FRIENDLY -- Shoppers take their dogs to the new Home Depot. Above, Elizabeth Fried, a hair and makeup artist, and her Chihuahua, Romeo. (Photographs by Nicole Bengiveno/The New York Times)(pg. 16)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Hope+for+the+Unhandy&title=New+York+Times&issn=03624331&date=2004-12-05&volume=&issue=&spage=9.1&au=Warren+St.+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 5, 2004","At first glance some of the differences between the Home Depot in Chelsea and other Home Depots are obvious. This store is in a renovated cast iron building. Besides those doormen, its centerpiece is a help counter that bears a resemblance to the concierge desk of an expensive hotel, reassurance for New Yorkers who get jittery beyond the reach of the service economy. As it is, with no lawns or home exteriors to mold into expressions of their uniqueness, New Yorkers instead turn to interior paint. Home Depot in Chelsea offers 3,200 hues: hundreds more than other stores do, Ms. [Adrianna Giuliani] said, including many colors so bright that they would have no place in southern Ohio. They are the red states, after all, not the matte rose petal vermilion states. The Home Depot in Chelsea has a doorman. (Photo by Nicole Bengiveno/The New York Times)(pg. 1); PET-FRIENDLY -- Shoppers take their dogs to the new Home Depot. Above, [Elizabeth Fried], a hair and makeup artist, and her Chihuahua, Romeo. (Photographs by Nicole Bengiveno/The New York Times)(pg. 16)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Dec 2004: 9.1.",11/15/17,"New York, N.Y.",Chelsea-New York City NY,Warren St. John,New York Times Company,,Newspapers,432952333,"United States, New York, N.Y.",English,5-Dec-04,Hardware stores; Do it yourself; DIY; Customer services,New York Times,Feature,,,,,,,
+Voice of Amtrak Computer Works on Frayed Nerves,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/voice-amtrak-computer-works-on-frayed-nerves/docview/432907725/se-2?accountid=14586,"Amid long lines and frayed nerves typical during the long Thanksgiving holiday weekend, roughly 600,000 rail travelers nationwide will squeeze on and off trains, with one-third passing through Pennsylvania Station.
+Through it all Julie will remain unshakably courteous and tirelessly chipper.
+Julie is the computerized'' voice of Amtrak'' who helps callers navigate the railroad's electronic answering system. But Julie is more than just an automated ticket agent. She offers a sympathetic ear and reassuring guidance. And during what is Amtrak's busiest time of year, she goes a long way in helping the railroad quell the impatient masses.
+With her spunky personality, Julie is also a trendsetter among a new breed of customer service software programs meant to be a kinder and gentler replacement to the touch-tone mazes that for years left callers aimlessly pressing ''one'' for this or ''two'' for that.
+''Hi, this is Amtrak. I'm Julie,'' she says in a perky tone . ''O.K., let's get started.'' She is casual: ''You'll want a pen and paper handy.'' She is exacting: ''I think you said you want a 5 o'clock Acela to New York, am I right?'' She is reassuring, interjecting ''Got it!'' after each of the caller's answers. Occasionally, she is even apologetic: ''I'm sorry, I didn't get that.''
+Since her debut in April 2001, Julie has earned high marks from callers, who have given her an approval rating of more than 90 percent, according to surveys done by Amtrak and by a company hired by the railroad. Many riders say that she sounds and acts so lifelike that they did not immediately realize that she was just a computer program. In handling roughly five million calls, or about a quarter of Amtrak's annual call volume Julie has saved the perennially strained railroad more than $13 million that it would have cost for humans to handle calls. Amtrak officials would not say how much Julie cost.
+Her personality is a big reason for her success, said Matthew F. Hardison, chief of sales distribution and customer service for Amtrak. ''She is efficient but also really personable,'' he said, adding that it was counterintuitive for the rail company to create a laid-back customer service representative personality. But the company decided on Julie, he said, because research done by other companies showed that callers preferred live operators to be formal and automated operators to be informal.
+''Her personality seems to ease the overall tension level for a lot of callers,'' Mr. Hardison said.
+But Julie's affable telephone persona would not be possible without a real live Julie. And, in this case, it is Julie Stinneford, 41, who provides the voice for Amtrak's answering system.
+Ms. Stinneford did not come by her role by accident. She is a professional voice talent, as they are known in the business, and was chosen by Amtrak after it listened to her demonstration tape and those of other people who applied for the part.
+Ms. Stinneford said that her two adolescent sons, 11 and 6, were unimpressed with the popularity being Amtrak's voice had brought her. ''They would rather an action hero,'' said Ms Stinneford, who lives near Boston.
+But friends who know of her role for Amtrak often pester her to recite Julie's lines. ''It's weird,'' said Ms. Stinneford, who said she could not disclose how much she was paid by Amtrak. ''But they seem to really like the idea that a computer would say: 'O.K., let's get started' and 'got it'.''
+Julie has become such a hit that on Valentine's Day last year, National Public Radio set her up on a computerized date with Tom, an equally hip computer personality that provides customer service for United Airlines. Unfortunately, the programmed conversation between the two computers over candlelit dinner quickly descended into bickering when the human voices behind the computer personalities argued over whether rail or air travel was better.
+Julie, and other customer service programs using similar voice recognition software, is part of a cost-cutting trend in business that emphasizes ''self-service'' and has led to A.T.M.'s, self-checkout aisles in supermarkets and gas station pumps that accept credit and debit cards.
+Many companies using the software, including most major airlines for reservations and most telephone companies for directory assistance, have turned to hipper and more casual scripts in hopes of injecting a little charm into otherwise-impersonal automation. But some companies have taken it even further, opening a new frontier in branding by imbuing these programs with a memorable persona that has a name.
+Bruce Balentine, the vice president of Enterprise Integration Group, a consulting firm in San Ramon, Calif., that specializes in speech recognition, said demand for the technology had tapered off recently. But in a survey the firm conducted in 2002 of Fortune 250 companies, about 85 percent showed an interest in using speech recognition software for customer service and more than 40 percent were considering programs that had names and casual scripts.
+''They used to design these systems so that you would forget the recording but remember the information,'' said Judith Markowitz, associate editor of Speech Technology Magazine. ''Now these companies spend a lot of money and attention designing them so that in remembering the persona the customer also remembers the product.''
+In 2002, Yahoo hired Nuance Communications, a software company in California, to design a convincing and attractive computerized persona who would read e-mail messages over the phone to customers who use Yahoo for their e-mail. The result: Jenni McDermott, who came with a photo and a four-page biography describing how she graduated from Berkeley in 2001 with an art history degree, was unable to find work in a gallery and so settled for a job as a bartender at a local cafe.
+''The bio was so detailed that I felt like I knew her personally,'' said Deborah Ben-Eliezer, 35, a voice talent from San Francisco who is the voice for Jenni. ''Mostly, we just focused on making Jenni the type of girl that sets people at ease and the type of person that a stranger would want to walk up and meet.''
+What that meant was upbeat tone, peppy cadence, impeccable diction, informal quips like ''Got it!'' and ''cool'' and a sprinkling of flattery: ''Wow, you're popular!'' she says to callers with crowded in boxes.
+Some computer personas turn out to be less popular, Mr. Balentine said. Sprint PCS, for example, designed a persona named Claire who ''ended up being very nice but entirely incompetent,'' Mr. Balentine said. Claire could not recover when callers mispronounced words, he said, and she was unable to sift out background noises.
+''Too many companies make the mistake of thinking that if they design an attractive guide, they don't need to design a navigable maze,'' he said, adding that Sprint no longer used Claire. Sprint did not return or respond to several calls and e-mail messages seeking comment about Claire.
+Setting the right tone for computer personas can also be a challenge. Mercedes-Benz had to change the on-board software in some of its cars after male customers complained that they did not like taking driving directions from a female voice.
+But even when the automated persona strikes the right balance, there are risks. ''If the voice talent behind Julie walked away from Amtrak tomorrow, they might find themselves in a real bind,'' Ms. Markowitz said, since companies constantly need to update their program with new recorded parts and having to introduce a new voice could produce jolting inconsistencies. ''Julie is very popular now, but companies have to be careful when they wed themselves to these characters because relationships change.''
+For now, Amtrak and Julie are planning to stick together. ''We're extremely pleased with how things have worked out,'' Mr. Hardison said. ''Julie has really done a lot for us.''
+Photograph Julie Stinneford, top, who is behind Amtrak's voice, and Deborah Ben-Eliezer, behind Yahoo's Jenni. (Photo by Jodi Hilton for The New York Times); (Photo by Peter DaSilva for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Voice+of+Amtrak+Computer+Works+on+Frayed+Nerves&title=New+York+Times&issn=03624331&date=2004-11-24&volume=&issue=&spage=B.1&au=Urbina%2C+Ian&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 24, 2004","[Julie Stinneford] is the computerized'' voice of Amtrak'' who helps callers navigate the railroad's electronic answering system. But Julie is more than just an automated ticket agent. She offers a sympathetic ear and reassuring guidance. And during what is Amtrak's busiest time of year, she goes a long way in helping the railroad quell the impatient masses. Since her debut in April 2001, Julie has earned high marks from callers, who have given her an approval rating of more than 90 percent, according to surveys done by Amtrak and by a company hired by the railroad. Many riders say that she sounds and acts so lifelike that they did not immediately realize that she was just a computer program. In handling roughly five million calls, or about a quarter of Amtrak's annual call volume Julie has saved the perennially strained railroad more than $13 million that it would have cost for humans to handle calls. Amtrak officials would not say how much Julie cost. Friends who know of her role for Amtrak often pester her to recite Julie's lines. ''It's weird,'' said Ms. Stinneford, who said she could not disclose how much she was paid by Amtrak. ''But they seem to really like the idea that a computer would say: 'O.K., let's get started' and 'got it'.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Nov 2004: B.1.",11/15/17,"New York, N.Y.",,"Urbina, Ian",New York Times Company,,Newspapers,432907725,"United States, New York, N.Y.",English,24-Nov-04,Public service advertising; Actors; Voice response technology; Customer services; Interactive computer systems; Self service,Ne w York Times,News,,,,,,,
+Financial Firms Hasten Their Move to Outsourcing,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/financial-firms-hasten-their-move-outsourcing/docview/432825926/se-2?accountid=14586,"  Last February, when the online lending company E-Loan wanted to provide its customers faster and more affordable loans, it began a program in India. Since then, 87 percent of E-Loan's customers have chosen to have their loans financed two days faster by having their applications processed in India.
+''Offshoring is not just a fad, but the reality of doing business today,'' said Chris Larsen, chairman and chief executive of E-Loan, ''and this is really just the beginning.''
+Indeed, seemingly a myriad of financial institutions including banks, mutual funds, insurance companies, investment firms and credit-card companies are sending work to overseas locations, at a scorching speed.
+From 2003 to 2004, Deloitte Research found in a survey of 43 financial institutions in 7 countries, including 13 of the top 25 by market capitalization, financial institutions in North America and Europe increased jobs offshore to an average of 1,500 each from an average of 300. The Deloitte study said that about 80 percent of this went to India.
+Deloitte said the unexpectedly rapid growth rate for offshore outsourcing showed no signs of abating, despite negative publicity about job losses. Although information technology remains the dominant service, financial firms are expanding into other areas like insurance claims processing, mortgage applications, equity research and accounting.
+''Offshoring has created a truly global operating model for financial services, unleashing a new and potent competitive dynamic that is changing the rules of the game for the entire industry,'' the report said.
+Michael Haney, a senior analyst at research firm, Celent Communications, said: ''With its vast English-speaking, technically well-trained labor pool and its low-cost advantages, India is one of the few countries that can handle the level of offshoring that U.S. financial companies want to scale to.'' .
+In a recent report ''Offshoring, A Detour Along the Automation Highway,'' Mr. Haney estimated that potentially 2.3 million American jobs in the banking and securities industries could be lost to outsourcing abroad.
+Girish S. Paranjpe, president for financial solutions at Wipro, a large outsourcing company in India, said, ''Pent-up demand, recent regulatory changes and technology upgrade requirements are all making global financial institutions increase their outsourcing budgets.'' His company's customers include J.P. Morgan Chase, for which it is building systems for measuring operational risk, and Aviva and Prudential, the British insurers.
+Several recent studies concur that there has been an unexpected and large shift of work since the outsourcing pioneer Citigroup set up a company in India two decades ago. They cite cost advantages as the primary reason. According to Celent, in 2003 the average M.B.A. working in the financial services industry in India, where the cost of living is about 30 percent less than in the United States, earned 14 percent of his American counterpart's wages. Information technology professionals earned 13 percent, while call center workers who provide customer support and telemarketing services earned 7 percent of their American counterparts' salaries.
+Experts say that with China, India, the former Soviet Union and other nations embracing free trade and capitalism, there is a population 10 times that of the United States with average wage advantages of 85 percent to 95 percent.
+''There has never been an economic discontinuity of this magnitude in the history of the world,'' said Mark Gottfredson, co-head of the consulting firm Bain & Company's global capability sourcing practice. ''These powerful forces are allowing companies to rethink their sourcing strategies across the entire value chain.''
+A study by India's software industry trade body, the National Association of Software and Services Companies, or Nasscom, estimated that United States banks, financial services and insurance companies have saved $6 billion in the last four years by offshoring to India.
+But cheap labor is not the only reason for outsourcing. Global financial institutions are moving work overseas to spread risks and to offer their customers service 24 hours a day.
+''Financial institutions are achieving accelerated speed to market, and quality and productivity gains in outsourcing to India,'' said Anil Kumar, senior vice president for banking and financial services at Satyam Computer Services, a software and services firm. Satyam works with 10 of the top global capital markets firms on Wall Street.
+Mastek, an outsourcing company based in Mumbai, is another example. Two years ago, Mastek turned from doing diverse types of offshore work to specializing in financial services. The results are already showing. In the year ended in June, 42 percent of Mastek's revenues, $89.28 million, came from offering software and back-office services to financial services firms, up from 22 percent last June.
+Fidelity Investments, the world's largest mutual fund manager, started outsourcing to Mastek 18 months ago and is now among the top five clients in its roster.
+Sudhakar Ram, chief executive of Mastek, said, ''It is rare that within a year a new customer turns a top customer; this illustrates the momentum in the market.''
+Another Mastek customer, the CUNA Mutual Group, which is based in Madison, Wis., and is part of the Credit Union National Association, started a project billed at less than $100,000 two years ago. Now the applications that Mastek is building for CUNA, to handle disability claims, amount to a multimillion-dollar deal.
+In the transaction-intensive financial services industry, offshoring of high-labor back-office tasks is becoming the norm.
+ICICI OneSource, based in Mumbai, has added 2,100 employees in six months and signed on four new financial services clients, including the London-based bank Lloyd's TSB, for which it provides customer service.
+In one year from March 2003 to March 2004, ICICI OneSource grew to $42 million in revenues from $17 million. Today, more than 70 percent of its revenues come from the financial services industry, up from 40 percent two years ago.
+For India's outsourcing firms, growth has not been without hiccups. Earlier this year, Capital One canceled a telemarketing contract with India's biggest call center company, Spectramind, owned by Wipro, after some workers were charged with enticing the credit-card company's customers with unauthorized free gifts. Weeks earlier, the investment bank Lehman Brothers canceled a contract with Wipro saying it was dissatisfied with its workers' training.
+In response, outsourcing companies are improving their offerings. Leading companies are investing in privacy and security due diligence as they handle sensitive customer data, doing reference checks on employees, providing secure physical environments with cameras, and banning employees from using cellphones and other gadgetry on the work floor.
+Deloitte forecasts that by the year 2010, the 100 largest global financial institutions will move $400 billion of their work offshore for $150 billion in annual savings. Its survey forecasts that more than 20 percent of the financial industry's global cost base will have gone offshore in that period.
+With competence levels rising, Indian companies are tackling more complex tasks. DSL Software, a joint venture of Deutsche Bank and HCL Technologies, a software company, is handling intricate jobs for the securities processing industry. ''Indian firms are taking offshoring to the next level; in the banking industry for instance, they are getting into wholesale banking, trade finance and larger loan processing type tasks,'' said Mr. Haney, the analyst from Celent.
+But the relentless demand for skilled workers is putting pressure on wage rates, narrowing the wage gap with the United States and other Western economies. Simultaneously, companies are plagued by higher attrition rates that may lead to quality and deadline pressures.
+For the moment, however, there is no indication the industry cannot cope with the unflagging demand to send work offshore. ''If India can continuously pull less paid, less educated people into the labor pool,'' Mr. Haney said, ''a substantial wage gap will continue to exist.''
+Photograph Workers attend to customer calls from overseas at a center in India. Companies rely on India's English-speaking labor pool for the centers. (Photo by Bhargava/Corbis, for The New York Times )(pg. W1); Programmers on a Bangalore campus of Wipro, a large outsourcing company in India. More kinds of work are moving overseas. (Photo by Namas Bhojani for The New York Times)(pg. W7)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Financial+Firms+Hasten+Their+Move+to+Outsourcing&title=New+York+Times&issn=03624331&date=2004-08-18&volume=&issue=&spage=W.1&au=Rai%2C+Saritha&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 18, 2004","Several recent studies concur that there has been an unexpected and large shift of work since the outsourcing pioneer Citigroup set up a company in India two decades ago. They cite cost advantages as the primary reason. According to Celent, in 2003 the average M.B.A. working in the financial services industry in India, where the cost of living is about 30 percent less than in the United States, earned 14 percent of his American counterpart's wages. Information technology professionals earned 13 percent, while call center workers who provide customer support and telemarketing services earned 7 percent of their American counterparts' salaries. For India's outsourcing firms, growth has not been without hiccups. Earlier this year, Capital One canceled a telemarketing contract with India's biggest call center company, Spectramind, owned by Wipro, after some workers were charged with enticing the credit-card company's customers with unauthorized free gifts. Weeks earlier, the investment bank Lehman Brothers canceled a contract with Wipro saying it was dissatisfied with its workers' training. Workers attend to customer calls from overseas at a center in India. Companies rely on India's English-speaking labor pool for the centers. (Photo by Bhargava/Corbis, for The New York Times )(pg. W1); Programmers on a Bangalore campus of Wipro, a large outsourcing company in India. More kinds of work are moving overseas. (Photo by Namas Bhojani for The New York Times)(pg. W7)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Aug 2004: W.1.",11/15/17,"New York, N.Y.",,"Rai, Saritha",New York Times Company,,Newspapers,432825926,"United States, New York, N.Y.",English,18-Aug-04,Outsourcing; Financial services; Call centers; Economic trends,New York Times,News,,,,,,,
+Computers Chase the Checkered Flag,"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-chase-checkered-flag/docview/432785500/se-2?accountid=14586,"The buttons, knobs and levers on Michael Schumacher's steering wheel offer stark evidence of the way computing has transformed Grand Prix auto racing.
+The wheel, about half the size of those in most passenger cars, is essentially a computer, with electronic controls governing hundreds of elements of the car's performance and a display giving Schumacher an instant reading on his status, from his lap speed to his location on a course map.
+And Schumacher, who won the Canadian Grand Prix here on Sunday, personifies a new breed of racers whose success hinges as much on his mastery of computerized systems as on his driving skill.
+Before each race, he said, ''I sit with the engineers and combine the feeling I have as a driver with what they are seeing in the data'' -- data allowing simulations of all manner of situations that Schumacher might face.
+Once in the driver's seat, he sits alone. But as he races, his Ferrari team can track even the most minute aspect of the competition, capturing data in multi-megabyte wireless bursts each time the team's cars flash past the pits, often in excess of 200 miles an hour.
+The data is transmitted to a computer center in the team's garage on the pit lane, where it is analyzed by more than a dozen technicians. It is simultaneously sent over the Internet to a larger data center in Maranello, Italy, where more complex analysis is done to help the team boss, Jean Todt, plot strategy from his seat in front of a computer screen on the pit wall and talk by radio with the drivers.
+Technology, of course, is reshaping the preparation and tactics for many sports. But in Formula One racing, it is at the center of the sport, a test of the ability to perfect the synergy between man and machine. And the result has been to create a cyborg -- a blend of man and machine in every sense of the word.
+The emphasis on technology in Formula One racing is a striking contrast to the Indy-car circuit, which has less powerful cars and more strictly limits computerized technologies.
+Even so, the high-tech push has created tensions in the Formula One world -- particularly over the remarkable spending war among the 10 teams that compete each year for the championship.
+The numbers are not public, but according to Paul Stoddart, owner of the Minardi racing team, the teams will spend $2.8 billion during this year's circuit, which continues over the coming weekend with the sole American event on the tour, the United States Grand Prix in Indianapolis.
+''You can run a small country on $2.8 billion and still get change,'' he said.
+He said the Ferrari, Toyota, McLaren-Mercedes and Williams-BMW teams had spent more than $400 million this year, while Minardi, which has yet to notch any points this season, has a budget of $40 million.
+Minardi is at a disadvantage because advanced computer technologies -- and the money that pays for them -- play a significant role in the success of Scuderia Ferrari, the team that has dominated Formula One for the last five years and has won seven of the first eight races this year -- with Schumacher, a 35-year-old German, as its marquee name and Rubens Barrichello as its No.2 driver.
+The technological advances are also testing the International Automobile Federation, the sport's international regulatory body. The federation is at the center of a debate over the ability of the wealthiest teams to arm themselves with invincible advantages, almost entirely centering on computing controls in the cars and computer simulation in design.
+The seesaw battle around the role of computing in Formula One began in earnest in 1992 when the federation eliminated turbocharged engines in an effort to control race car speeds. As a result, car designers turned to computerized systems, including two-way telemetry, a relay of data that enables the pit crew to control the car.
+The federation, seeking to keep the sport more competitive, responded by banning two-way telemetry, and several other automation features in shifting and other controls. Still, the teams continue to look for a technological edge, as do sponsors eager to showcase the potential of their technologies.
+AMD, the Silicon Valley computer chip maker, sponsors Ferrari in part because it sees the company's history as paralleling its own, said Hector Ruiz, AMD's chief executive. The Italian car company was once an underdog like AMD, he said. Now he hopes AMD computers will be instrumental in sustaining Ferrari's leadership. ''This is not your grandfather's Formula One car,'' he said. ''We're trying to make this a partnership that goes beyond advertising.''
+Indeed, AMD, the Avis of the PC business to Intel's Hertz, is trying to turn the tables in Formula One racing. On Thursday, the company is expected to announce its second Formula One racing partnership, under which it will supply a supercomputer roughly as fast as the world's 10th most powerful machine to the Swiss-based Sauber Petronas racing team.
+The machine, to be used for aerodynamic simulation, highlights another issue for the sport's authorities: the amount of track testing permitted for the cars, testing that costs about $750 per mile and badly handicaps the less wealthy teams.
+The federation is considering a limit on testing, but that might well touch off an even more expensive competition in which teams increasingly replace road-track testing with computer simulation.
+Computer simulation is already integral to the sport. The Ferrari team's wireless data system provides data on more than 500 aspects of performance -- readings that can enable the pit crew to tell the driver whether he is handling the car correctly through the corners, to gauge whether parts are about to fail and take preventive action, or to plot strategy based on tire wear.
+The data and analysis tools came into play crucially for Schumacher in his victory at the Spanish Grand Prix in Barcelona on May 9. Midway through the race, the team noticed a fracture in the car's exhaust system, clearly visible in pressure readings from many places in the engine. Moreover, the technicians were able to watch the effect of the exhaust leak by constantly monitoring heat sensors sending back data from points around the engine.
+Ferrari's technical director, Ross Brawn, said he recalled a similar incident several years ago that had led to a suspension failure from leaking heat.
+''We could clearly understand the failure from watching the data,'' said Luca Baldisseri, Ferrari's manager of race strategy. ''We knew immediately there was no safety problem.''
+But the team continued to monitor the heat of the suspension and alerted Schumacher to slow his pace to limit the risk of further damage.
+The blend of man and machine coming to the fore in racing evokes the ''spam in the can'' debate on manned space flight, described by Tom Wolfe in ''The Right Stuff.''
+In the face of blindingly fast computer technology, the United States military has long debated the question of the ''man in the loop,'' a reference to how much control should be given to aircraft pilots.
+Now that same debate is recurring in Formula One racing as response times fall to milliseconds. The drivers themselves generally seem to believe that the racing will be more exciting if technology is limited.
+In an interview in the pit area next to the Montreal race course, the Circuit Gilles Villeneuve, Mark Webber, a 27-year-old Australian who drives for Jaguar-Cosworth, acknowledged that the line between computer technologies and driver skill is an extremely fine one and constantly under pressure.
+''I'm a big fan of having as much load on the driver as possible in terms of making the car go faster,'' he said.
+Photograph MAN AND MACHINE -- Rubens Barrichello of the Ferrari team, right, inside his Formula One car at the Canadian Grand Prix in Montreal. A steering wheel, with its screen and controls, is essentially a computer itself. (Photographs from Ferrari)(pg. G1); IN TANDEM -- The Formula One racer Michael Schumacher on the track in Montreal, above left. Above, Massimo Pancini of Ferrari and a team of technicians analyze data at a computer center during a qualifier. (Photographs from Ferrari)(pg. G7)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Computers+Chase+the+Checkered+Flag&title=New+York+Times&issn=03624331&date=2004-06-17&volume=&issue=&spage=G.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 17, 2004","AMD, the Silicon Valley computer chip maker, sponsors Ferrari in part because it sees the company's history as paralleling its own, said Hector Ruiz, AMD's chief executive. The Italian car company was once an underdog like AMD, he said. Now he hopes AMD computers will be instrumental in sustaining Ferrari's leadership. ''This is not your grandfather's Formula One car,'' he said. ''We're trying to make this a partnership that goes beyond advertising.'' Indeed, AMD, the Avis of the PC business to Intel's Hertz, is trying to turn the tables in Formula One racing. On Thursday, the company is expected to announce its second Formula One racing partnership, under which it will supply a supercomputer roughly as fast as the world's 10th most powerful machine to the Swiss-based Sauber Petronas racing team. Rubens Barrichello of the Ferrari team, right, inside his Formula One car at the Canadian Grand Prix in Montreal. A steering wheel, with its screen and controls, is essentially a computer itself. (Photographs from Ferrari)(pg. G1); IN TANDEM -- The Formula One racer [Michael Schumacher] on the track in Montreal, above left. Above, Massimo Pancini of Ferrari and a team of technicians analyze data at a computer center during a qualifier. (Photographs from Ferrari)(pg. G7)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 June 2004: G.1.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,432785500,"United States, New York, N.Y.",English,17-Jun-04,Automobile racing; Computer simulation; Sports rules; Data collection,New York Times,News,,,,,,,
+"Yonder in Farmingdale, the Wild Blue","New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/yonder-farmingdale-wild-blue/docview/432736510/se-2?accountid=14586,"AuthorAffiliation E-mail: lijournal@nytimes.com
+TO start her flying lesson, Lindsay Arnott did a preflight check. Scanning gauges, altimeters and air-speed indicators, she flipped switches and ticked off a list of checks and rechecks with Steve Campbell, her instructor. Then Ms. Arnott revved up the engines, started the fuel pumps on the twin-engine Piper Seminole and taxied to the runway at Republic Airport in Farmingdale. Pushing the throttle forward, she pulled back on the stick and took off on wobbly wings to practice figure eights at 1,600 feet in the skies over Long Island.
+Ms. Arnott, 23, is a professional pilot-aeronautical science major working on a bachelor's degree at Farmingdale State University. Besides her academic classes, she flies three times a week. As an undergraduate, she has accrued about 325 flight hours, earned a private pilot's license and instrument flying rating and is working on her commercial ticket. By the time she graduates in May, Ms. Arnott plans to be certified as a flight instructor, at which point she is guaranteed work at Farmingdale State University's flight school. A job at the school after graduation is a recently implemented perk, said Capt. Edward Tanza, director of training operations at the aviation center. Of the 20 certified flight instructors at Farmingdale, 6 are graduates of the program.
+But Ms. Arnott has larger ambitions. Once she has 1,500 flying hours, she hopes to land a job as a commercial pilot, perhaps with a regional airline. ''I want to fly the big jets,'' she said. ''I want to travel the world.'' Until recently, the aviation program at Farmingdale State, founded in 1948, emphasized maintenance, aviation administration and avionics, not flying. But with the delivery of a $2.7 million fleet of 13 new single- and twin-engine Piper aircraft last fall, a revamping of the flight program and recent changes in top personnel, Farmingdale has zipped to the top tier of pilot programs in the Northeast.
+''It's one of the great untold stories of public aviation,'' said Lou Howard, a State University of New York trustee and former state assemblyman who got Farmingdale's course off the ground with three planes in 1969. It was a two-year program then.
+Mr. Tanza, a retired airline captain, has flown DC-8's, DC-10's and 727's all over the globe. When Mr. Tanza, 59, took over Farmingdale's aviation center a year and a half ago, he set up a schedule for students that mimicked commercial airlines.
+''When they leave here, they have already been exposed to that type,'' Mr. Tanza said. ''Other schools really don't prepare them for the next step.'' Flying out of the fourth-busiest airport in the state, they also experience a complex airspace system, he said.
+Additionally, pilots-in-training are required to have 35 hours of ground school, one-on-one with the instructor, to meet the rating, Mr. Tanza said. As part of a standardized program with an extensive syllabus, they spend hours in simulators familiarizing themselves with the instrumentation and take courses in aviation history, aviation law, advanced avionics and cockpit automation as well as English, economics and meteorology.
+When Mr. Campbell arrived at Farmingdale seven years ago, he was the only flight instructor. The school, which opened its aviation education center and flight facility, with hangar, classrooms and a simulator laboratory at Republic in 1995, had no mechanic and a high student attrition rate. Students flew a handful of aging single-engine Cessnas and slow-flying, poorly equipped Diamond Katanas that were limited to being flown in good weather under visual flight rules.
+''Within the last two years, it's really changed dramatically,'' Mr. Campbell said. Jonathan C. Gibralter, Farmingdale's president, said the aviation school's only competition on the Island was Dowling College, a private school in Oakdale.
+''They can't touch us on tuition,'' Dr. Gibralter said.
+Tuition at Farmingdale runs $4,350 a year plus an additional $6,000 flight fee a semester, from which hourly flying fees are deducted. Fifteen of the 100 students in the professional pilot program are expected to graduate from the program in May; another 100 students are enrolled in an aviation administration program. Next fall, 150 students will be flying, a record number.
+Dan Ciccone, 22, of Dix Hills, a senior, opted for Farmingdale because of the lower state tuition and the up-and-coming program.
+''They built it up from when I came here,'' said Mr. Ciccone, who coordinates flights as a dispatcher at the school as part of an extensive work-study program. ''It's a completely different program than it was originally. You've got the new planes, new scheduling policies, everything fits. Our aircraft are better than anyone else's aircraft around.''
+'Honoring Her Honor'
+When the Suffolk County League of Women Voters decided to hold an ''Honoring Her Honor'' luncheon for female judges recently, the tally from the bench was 31.
+''We were staggered by the statistics,'' said Jacqui Lofaro, president of the league.
+In the 30 years since Anne F. Mead was appointed district court judge, the first woman to be appointed or elected to a court of record in Suffolk, the number of female judges has increased 3,000 percent.
+''Still only around 28 percent of all judges in the county, it represents lasting change,'' Ms. Lofaro said.
+Judge Mead, 79 and now retired, joined 200 guests at a buffet at Villa Lombardi in Holbrook. Judge Mead said that when she graduated from law school in 1961, there were only five female lawyers in Suffolk. Finding a job was difficult.
+''People were not used to going to a woman lawyer,'' she recalled. After going to nearly every law firm in Suffolk, she landed a job doing title closings. Later, she was appointed to the Public Service Commission and started her own practice before becoming a judge.
+Judge Mead said she considered herself a trailblazer in the judiciary.
+''They weren't used to a woman on the bench at all,'' she said, though women served as justices of the peace on the East End. ''At first, the male attorneys weren't too happy with it, but as time wore on it worked out fine.''
+When Marion T. McNulty, an acting Supreme Court justice and supervising judge of the matrimonial part in Suffolk, came onto the bench in 1988, she was the first woman elected to countywide judicial office.
+''Suffolk was nearly 300 years old at that point in time,'' Justice McNulty said. ''It was a long time coming in this county.''
+What was once a challenge, she said, is now an accepted fact.
+''Attorneys accept women judges,'' she said. ''Other judges accept women judges. The political parties accept women as judicial candidates. I think that we have made our mark.''
+One of the newest town justices, Lisa Rana, started work at the East Hampton Town Justice Court in January. She seemed surprised by all the fuss. Judge Rana said integrity, discipline and personality were the important qualifications. ''Now there are more women judges because people are seeing it as less of a gender issue,'' she said.
+Justice Gail Prudenti, who grew up in Blue Point, said that when she graduated from law school in 1978, she didn't think judicial opportunities were available for women.
+That has clearly changed. Justice Prudenti, 51, started her judicial career in 1991 when she was elected to the State Supreme Court. In 2002, she became the first woman from Suffolk to serve as associate justice. Now she is presiding justice of the Appellate Division for the Second Judicial Department.
+Statewide, Justice Prudenti said, the number of female judges has increased to 27 percent from 11 percent and on the appellate level to 21 percent from 2 percent.
+''By diversifying the judiciary with the inclusion of women, a brand of justice is delivered which is more representative of the values and principles held dear in our society as a whole,'' Justice Prudenti said in her keynote address. But she didn't criticize the pre-female judiciary.
+''The woman judges in this room would not be here if it were not for the support of visionary men,'' Justice Prudenti said.
+Photograph Lindsay Arnott is one of 100 students in the professional pilots' program at Farmingdale State University. (Photo by Phil Marino for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Yonder+in+Farmingdale%2C+the+Wild+Blue&title=New+York+Times&issn=03624331&date=2004-04-18&volume=&issue=&spage=14LI.4&au=Fischler%2C+Marcelle+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 18, 2004","TO start her flying lesson, Lindsay Arnott did a preflight check. Scanning gauges, altimeters and air-speed indicators, she flipped switches and ticked off a list of checks and rechecks with Steve Campbell, her instructor. Then Ms. Arnott revved up the engines, started the fuel pumps on the twin-engine Piper Seminole and taxied to the runway at Republic Airport in Farmingdale. Pushing the throttle forward, she pulled back on the stick and took off on wobbly wings to practice figure eights at 1,600 feet in the skies over Long Island. Ms. Arnott, 23, is a professional pilot-aeronautical science major working on a bachelor's degree at Farmingdale State University. Besides her academic classes, she flies three times a week. As an undergraduate, she has accrued about 325 flight hours, earned a private pilot's license and instrument flying rating and is working on her commercial ticket. By the time she graduates in May, Ms. Arnott plans to be certified as a flight instructor, at which point she is guaranteed work at Farmingdale State University's flight school. A job at the school after graduation is a recently implemented perk, said Capt. Edward Tanza, director of training operations at the aviation center. Of the 20 certified flight instructors at Farmingdale, 6 are graduates of the program. Ms. Arnott has larger ambitions. Once she has 1,500 flying hours, she hopes to land a job as a commercial pilot, perhaps with a regional airline. ''I want to fly the big jets,'' she said. ''I want to travel the world.'' Until recently, the aviation program at Farmingdale State, founded in 1948, emphasized maintenance, aviation administration and avionics, not flying. But with the delivery of a $2.7 million fleet of 13 new single- and twin-engine Piper aircraft last fall, a revamping of the flight program and recent changes in top personnel, Farmingdale has zipped to the top tier of pilot programs in the Northeast.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Apr 2004: 4.",11/15/17,"New York, N.Y.",,"Fischler, Marcelle S",New York Times Company,,Newspapers,432736510,"United States, New York, N.Y.",English,18-Apr-04,,New York Times,NEWSPAPER,,,,,,,
+Spare Revival of 'Town' Could Be a Long Shot,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/spare-revival-town-could-be-long-shot/docview/432580409/se-2?accountid=14586,"On the face of it, the new staging of ''Wonderful Town'' that is about to open on Broadway does not look like much of a risk.
+The original show -- chronicling the adventures of two Ohio sisters discovering New York in the 1930's -- won the Tony Award for best musical in 1953, with Rosalind Russell. Based on the play ''My Sister Eileen,'' the musical has a score by Leonard Bernstein and lyrics by Betty Comden and Adolph Green. And the current revival has a bona fide leading lady in Donna Murphy, who received rave reviews in an Encores! concert version in 2000.
+But in transferring a bare-bones rendition of a 50-year-old musical to a Broadway stage, the producers are indeed gambling that today's audiences will flock to an old-fashioned show with simple sets and an orchestra onstage and feel as if they got their money's worth. ''Chicago,'' the only other Encores! revival to transfer is similarly spare but with a high sex quotient more likely to appeal to contemporary audiences, as did the successful recent movie version.
+The importance of Ms. Murphy also has its risks. The producers waited to transfer the show because of her schedule. They canceled the last five preview performances when Ms. Murphy got the flu and her understudy was not ready to go on, with less than two weeks to go before the scheduled Nov. 23 opening at the Al Hirschfeld Theater. (Ms. Murphy is expected to perform tomorrow night; an understudy will go on tonight.)
+The show is also meaningful for the husband-and-wife producing team of Barry and Fran Weissler, who after the success of the ''Chicago'' revival, which they also produced, now count an aborted ''Miracle Worker'' and a postponed ''Sweet Charity'' among their most recent efforts. And the choreographer Kathleen Marshall is making her Broadway debut as a director.
+Ticket sales so far are lackluster, the producers say, and the show has a modest advance of $1.5 million. (By comparison, the new Broadway musical ''The Boy From Oz,'' starring Hugh Jackman, has an advance of $10 million.) With a cast of 26, ''Wonderful Town'' cost $5 million and has a weekly running expense of $400,000.
+But Mr. Weissler said he was not concerned. ''It's nothing out of the ordinary,'' he said. ''It's the same pressure with opening any show on Broadway -- getting it right.''
+The Weisslers, along with their co-producer, Roger Berlind, have been trying to bring the show to Broadway since they first saw it three years ago and were dazzled by Ms. Murphy. First Ms. Murphy was committed to a television series and later a suitable Broadway theater was not open until the Hirschfeld was vacated by ''Man of La Mancha'' in August.
+Ms. Marshall said she believed the show could transcend its period setting through the 21st-century sensibility that Ms. Murphy, and the other cast members, bring to their roles.
+''Just by nature of who they are, they give it the necessary edge,'' Ms. Marshall said. ''You wouldn't have seen performances like this in 1953.''
+That is not to say that the producers knew they had a surefire hit on their hands. ''I was concerned that maybe audiences of 2003 wouldn't take to it,'' Mr. Weissler said.
+To be sure, there could be the temptation to reconceive the show for modern times. Encores! productions are chestnuts that are mounted quickly; actors hold their scripts and chorus members gather around microphones. The audiences are savvy theater fans who tend to forgive the rough edges and sometimes dated material.
+But Ms. Marshall said she ultimately decided to trust her original instincts. (She has choreographed several shows on Broadway, including ''Kiss Me, Kate!'' and the recent ''Little Shop of Horrors,'' and directed ''Saturday Night,'' an early Sondheim work, off Broadway in Feb. 2000.) ''I know we did it quickly at Encores! but I also know that something worked,'' Ms. Marshall said. ''So let's see if we can do it again.''
+The songs, story and actors will speak for themselves, Ms. Marshall said. ''Maybe we don't have a lot of automation and things coming out of the floor,'' she said, ''but hopefully that carries the day.''
+She added: ''If you send them home happy, they don't leave saying, 'Gee, I wish there were more furniture on stage,' or 'Gee, I wish she wore one more dress.'''
+The Weisslers have a reputation for scrupulously watching the bottom line, but Mr. Weissler said that the sets were not made simple to save money. ''I think people are tired of overdesigned shows of gimmicks, of tricks,'' he said. When he was first doing ''Chicago,'' people were skeptical, Mr. Weissler said. ''Everyone said you'll never make it and it will be a concert -- get sets, get costumes, get more people onstage,'' Mr. Weissler said. ''We didn't do any of that. And the rest is history.''
+John Lee Beatty, who designed the sets for both ''Chicago'' and ''Wonderful Town,'' said the look of this Broadway production -- with scenic elements that float in and out to suggest different rooms -- felt right to him. ''I really wasn't interested in seeing 'Wonderful Town' done with box sets of different scenes rolling on and off stage,'' he said.
+Mr. Berlind said the show has thickened out considerably since Encores! ''It's a Broadway show, a complete Broadway show,'' he said.
+The costumes may be the most visible sign of how the show has evolved; they're not flashy, but they look complete. ''In Encores!, they get the shorthand -- a boater says a sporty guy, a hamburg and a tie means a business man,'' said Martin Pakledinaz the costume designer. ''Here, it helps to fill out a little more.''
+If the show is light on sets, the band may compensate. At a time when producers have been protesting the musicians union's mandated minimums in orchestra pits -- an issue that shut down Broadway theater with a strike last spring -- ''Wonderful Town'' bucks the trend with 24 pieces plus a conductor and no electronic enhancement.
+The show's music director, Rob Fisher, said it was important that the show remained true to Don Walker's original orchestrations. So there are four trumpets, a number almost unheard of on Broadway these days, and an ample string section.
+''The sound is part of the conception of the show,'' Mr. Fisher said. ''Because Bernstein thought orchestrally, it can't be a little band. It means a string section. You could do it with a synthesizer, but that would not be in the spirit of the intention.''
+The minimum number of musicians required at the Al Hirschfeld theater is 14, and Mr. Weissler was one of the producers who argued against such requirements last spring. But he said ''Wonderful Town'' was a case that called for more.
+''We want a full-fledged orchestra playing a full Leonard Bernstein score,'' Mr. Weissler said.
+And because the orchestra is so central to the production, it sits in its entirety onstage. This made the design something of a challenge for Mr. Beatty. ''Deciding to put everyone together onstage requires a divvying up,'' he said.
+''Chicago,'' too, features the orchestra onstage, but Mr. Beatty said the two shows cannot be compared. That Kander and Ebb musical is Broadway's longest-running revival enters its eighth year on Friday and -- with several touring productions -- has grossed more than $550,000,000 worldwide.
+'''Chicago,' is some sort of amazing, charmed show,'' Mr. Beatty said. ''I wouldn't be surprised if 'Wonderful Town' was successful. But it will find its own way.''
+Photograph Jennifer Westfeldt, foreground left, and Donna Murphy, right, in ''Wonderful Town,'' now in previews. (Photo by Sara Krulwich/The New York Times)(pg. E1); Rob Fisher, music director of ''Wonderful Town,'' scheduled to open on Nov. 23 at the Hirschfeld. (Photo by Sara Krulwich/The New York Times)(pg. E5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Spare+Revival+of+%27Town%27+Could+Be+a+Long+Shot&title=New+York+Times&issn=03624331&date=2003-11-11&volume=&issue=&spage=E.1&au=Pogrebin%2C+Robin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,E,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 2003","The Weisslers, along with their co-producer, Roger Berlind, have been trying to bring the show to Broadway since they first saw it three years ago and were dazzled by Ms. [Donna Murphy]. First Ms. Murphy was committed to a television series and later a suitable Broadway theater was not open until the [Al Hirschfeld] was vacated by ''Man of La Mancha'' in August. Ms. [Kathleen Marshall] said she ultimately decided to trust her original instincts. (She has choreographed several shows on Broadway, including ''Kiss Me, Kate!'' and the recent ''Little Shop of Horrors,'' and directed ''Saturday Night,'' an early Sondheim work, off Broadway in Feb. 2000.) ''I know we did it quickly at Encores! but I also know that something worked,'' Ms. Marshall said. ''So let's see if we can do it again.'' The Weisslers have a reputation for scrupulously watching the bottom line, but Mr. [Fran Weissler] said that the sets were not made simple to save money. ''I think people are tired of overdesigned shows of gimmicks, of tricks,'' he said. When he was first doing ''Chicago,'' people were skeptical, Mr. Weissler said. ''Everyone said you'll never make it and it will be a concert -- get sets, get costumes, get more people onstage,'' Mr. Weissler said. ''We didn't do any of that. And the rest is history.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 2003: E.1.",11/15/17,"New York, N.Y.",,"Pogrebin, Robin",New York Times Company,,Newspapers,432580409,"United States, New York, N.Y.",English,11-Nov-03,Musical theater,New York Times,Feature,,,,,,,
+A Big Threat to Asia's Export-Driven Economies,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-threat-asias-export-driven-economies/docview/432345568/se-2?accountid=14586,"  Asia did not have to wait for hostilities to start. The region, which was expected to be a major driver of global economic growth this year, has been feeling the ill effects of the crisis in Iraq for months.
+The run-up in oil prices since last fall has raised the cost of producing goods and getting them to market. The slide in the dollar's value has hurt those goods' competitiveness abroad. And the global climate of uncertainty has eroded demand.
+The harm is not deep or lasting yet, economists, government officials and business leaders here say, and if the war is over as soon as they expect, the region should quickly rebound. The sharp retreat in oil prices in the last week suggests that the market expects the war to last a few weeks at most.
+But if it drags on for months, big trouble looms for Asia. New peaks in oil prices and a trough in demand in the United States could combine to erase the chances for growth.
+''The war could lead to declining exports in Asia,'' said Dr. Somjai Phagaphasvivat, a professor of political economy at Thammasat University in Bangkok. ''And most of Asia is dependent on exports.''
+Asia should be enjoying a year of robust growth. The region is now the world's biggest factory floor, the global center for manufacturing everything from textiles and toys to sneakers and electronic gadgets like VCR's, cameras, televisions, computers and mobile phones.
+Though Japan has flagged in recent years, China's rapidly evolving economy is still roaring ahead, and the old ''tiger'' economies like Malaysia and Thailand have been posting strong export growth. The International Monetary Fund forecast solid growth for the region as a whole in 2003.
+But in an increasingly global marketplace, Asia's export-driven economies depend heavily on continued buying by consumers in the United States and Europe. Any shock to consumer confidence there could seriously harm Asia's exports, economists say. And officials of the monetary fund say the region already faced a slowdown because of the war.
+''The U.S. is a locomotive for global growth, so much of what happens here depends on consumer attitudes in the U.S.,'' said David Cohen, a Singapore-based economist with MMS International, an investment research company.
+Asia's financial markets suggest that investors remain uncertain about growth this year. Though most of Asia's major stock indexes have rallied in recent days, many are still down sharply over the last year, some by more than 30 percent.
+One worry is the high cost of energy. Even after retreating nearly $10 a barrel from the peak last week, crude oil prices remain well above the average over the last 10 years. And the high prices have already begun to drive up production and transportation costs in Asia.
+Higher oil prices also mean higher costs for other materials, like the oil-based plastics that are one of the modern economy's basic components, used in everything from furniture to electronics to appliances.
+Countries like South Korea, Thailand, Singapore and Taiwan are strongly affected by rising oil prices because they import much of their oil. China's oil imports are small relative to its economy, but energy costs are soaring there, too, as the country builds more cars and modern highways.
+Some economists in Asia say oil prices could double or triple, to a range of $60 to $80 a barrel, if the war lasts more than a few months, and that would have dire economic consequences.
+''Higher fuel costs will increase production costs all over Asia,'' said Christopher Bruton, a consultant at Dataconsult in Bangkok.
+Higher production costs could touch off inflationary pressures in some Asian countries, altering the domestic market for goods and services and raising the price of many exports to the West.
+Economists are also watching the global currency markets. The dollar has weakened in recent months against the Japanese yen, the Thai baht and other Asian currencies, a trend that has slightly eased the impact of energy prices, which are set worldwide in dollars. But the weakening dollar makes Asian goods more expensive when they reach their most important market, the United States, which may damp demand for them.
+Tourism in Asia is also expected to suffer from the war in Iraq and from renewed fears about terrorism. Travel to the region has already been depressed by last October's terrorist bombing in Bali and by a pneumonia outbreak that has killed nine people and hospitalized hundreds more in China, Vietnam, Singapore and even Canada and Europe in recent weeks.
+Now, airlines like JAL in Japan and Thai Airways are bracing for further contraction.
+Tourism officials in Thailand, a leading destination for foreign travel in Asia, say business has already slowed in recent weeks, and may soon grow worse, though there is some hope that growing regional traffic from places like China could provide some cushion.
+''We're prepared for the impact of the war,'' said Walailak Noypayak, director of research and statistics at the Tourism Authority of Thailand. ''If it's not a long war, we think tourism could be normal in two or three months. But we do expect decreasing numbers from European countries and the U.S.''
+Australia is also expecting a weaker tourist season. Qantas Airways said recently that because it expects a 20 percent fall in international travel, it was eliminating about 1,000 jobs.
+Economists caution, however, that the nature and severity of the war's economic fallout could vary widely from country to country in the Asia-Pacific region. It is an area, after all, that stretches from India to Japan and accounts for about two-thirds of the world's population.
+For example, Malaysia and Indonesia are net oil exporters who benefit from higher oil prices, but could be hurt if nonoil exports dry up because of a weaker global economy. By contrast, Japan, the world's second-largest economy, depends on a lifeline of imported oil, mostly from the Middle East, and could be among the countries most vulnerable to the effects of the war.
+''The strikes on Iraq by the U.S. and the U.K. would give a considerable blow to the Japanese economy,'' said Yoshio Tateisi, president of the Omron Corporation, an automation equipment maker. ''Even if the war ends after a short period, it is possible some factors may impede an early economic recovery in Japan, such as terrorist attacks or aid for Iraq's reconstruction.''
+India also faces serious problems if the war lasts long, though with 30 to 40 days' supply of oil in reserve, it could ride out a short war. It has less to fear from slumping trade than many other Asian nations because exports account for a small percentage of gross domestic product, but it needs tourism, foreign investment and foreign customers who feel comfortable with its software and business-services industries.
+''There may be a perception that India falls within the so-called seismic zone, even though it does not, and that may make foreign investors cautious,'' said Ajit Ranade, an economist at ABN Amro.
+Thailand, which has been enjoying strong export demand for its electronics, seafood and rubber, had been expecting growth of as much as 6 percent this year. But the war has led some economists to trim their projections to 3 or 4 percent, despite the government's efforts to keep gasoline prices here stable.
+The hope, economists here say, is that government spending and robust markets for cars and real estate may cushion the blow.
+''If this is not a protracted war, I think Thailand will be fine,'' said Dr. Phagaphasvivat at Thammasat University. ''But if the war goes on for months, I think the economy could be seriously hurt.''
+Photograph Traders at the Hong Kong Stock Exchange worried yesterday that a long gulf war would take a nasty financial toll. Many analysts are especially concerned that energy prices could move higher. (Reuters)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Big+Threat+to+Asia%27s+Export-Driven+Economies&title=New+York+Times&issn=03624331&date=2003-03-21&volume=&issue=&spage=W.1&au=Barboza%2C+David&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 21, 2003","''The war could lead to declining exports in Asia,'' said Dr. Somjai Phagaphasvivat, a professor of political economy at Thammasat University in Bangkok. ''And most of Asia is dependent on exports.'' In an increasingly global marketplace, Asia's export-driven economies depend heavily on continued buying by consumers in the United States and Europe. Any shock to consumer confidence there could seriously harm Asia's exports, economists say. And officials of the monetary fund say the region already faced a slowdown because of the war. Asia's financial markets suggest that investors remain uncertain about growth this year. Though most of Asia's major stock indexes have rallied in recent days, many are still down sharply over the last year, some by more than 30 percent.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Mar 2003: W.1.",11/15/17,"New York, N.Y.",Asia Iraq,"Barboza, David",New York Times Company,,Newspapers,432345568,"United States, New York, N.Y.",English,21-Mar-03,Iraq War-2003; Economic impact; International trade; Exports,New York Times,News,,,,,,,
+Flawed Snowfall Data Jeopardize Climate-Change Research,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/flawed-snowfall-data-jeopardize-climate-change/docview/432328345/se-2?accountid=14586,"When it comes to snowfall, even a flurry is likely to provoke a blizzard of reporting.
+''People love hearing about snow,'' said Nolan Doesken, a meteorologist at Colorado State University. But too often, he and other experts say, the nonstop coverage of winter weather masks a troubling decline in reliable snowfall statistics.
+''The loss of snowfall data globally is a major concern,'' said Dr. Barry Goodison, a climatologist in Toronto. As chairman of a scientific steering group in the World Climate Research Program, Dr. Goodison depends on snowfall figures to help predict climate change. But too often, he said, the information he needs does not exist.
+In Russia, social and economic shifts have undermined data collection across that vast and snowy country, Dr. Goodison said. In the United States, after the National Weather Service closed many of its weather stations in the 1990's, snowfall measurements were left in the hands of untrained workers.
+And training is critical, meteorologists say. ''Of the basic weather parameters, snowfall is the most difficult to measure,'' said Mr. Doesken, the author of a book and a videotape used to teach measuring techniques.
+The basic method -- sticking a ruler in the snow -- has not changed much in hundreds of years. But decisions have to be made about where and when to measure.
+''If one person's measuring on the roof of his car and another on a snowboard,'' Mr. Doesken said, referring to a surface that is cleared of snow at regular intervals, ''you've got a problem,'' Mr. Doesken said.
+Snow reaching the ground can melt, turn to vapor or compress snow that fell before it. If two people measure the same snowfall, one every hour and the other at the end of the storm, they ''would come up with different numbers,'' he added.
+Even the precise location matters. Dr. David J. Nolan, a meteorologist at the University of Miami, said: ''Drifting has to be accounted for. And think about walking around in the backyard with a ruler. You can get large variations just from the effects of a tree.''
+For much of the 20th century, the Weather Service operated hundreds of stations where meteorologists used established measurement techniques. In the 1990's, the service closed nearly half of its 300 stations, including offices in Stratford, Conn.; Newark; and Wilmington, Del.
+''When you look at the historical weather records,'' said Michael Schlacter, chief meteorologist at Weather 2000, a forecasting company in New York, ''you see this beautiful tally of snowfall going back 40 years or more. And then in 1997 or '98, the data just stop.''
+Some Weather Service offices were consolidated. The station at the Brookhaven National Laboratory in Upton, N.Y., on Long Island, now controls data collection for the entire New York metropolitan region, which once had six stations. The meteorologist in charge of the office, Michael E. Wyllie, conceded that the approach left ''gaps in snowfall measurement.''
+At the major airports, he said, Federal Aviation Administration employees have continued to take readings, ''although they're not required to.''
+In Central Park, zookeepers, not meteorologists, take the measurements, according to Mr. Wyllie, who said he had fought to keep the lone weather station in Manhattan open.
+Mr. Schlacter said the last 12 measurements Central Park that totaled at least three inches ended in ''point zero'' or ''point five.''
+''It makes you very suspicious that they're just rounding,'' he said.
+''We're working with them,'' Mr. Wyllie said about the zookeepers. ''We're doing the best we can.''
+At airports, meteorologists said, F.A.A. employees may not take measurements unless airport operations are affected. As a result, small snowfalls are reported as ''traces'' rather than actual amounts. Heavier snow may not be measured until it stops falling, meaning that there is no information about the progress of a storm.
+''And that isn't much use if you're trying to compare a snowfall of 1889 with a snowfall of 2003,'' Mr. Doesken. ''The numbers you hear on the news are typically from helpful spotters, who love to call in their reports. The media have learned to tap into these people. But they aren't the kind of measurements that can go into the official record.''
+Paul Knight, who is the state climatologist for Pennsylvania and a meteorologist at Penn State University, which has provided weather information to The New York Times for 17 years, agreed. ''The quality of snow reports has certainly diminished,'' he said. ''The Weather Service can't go sending out their personnel to Ronkonkoma and Passaic to see if the volunteers are measuring the snow correctly.''
+The loss of information has real-world effects on fields like insurance and litigation. Mark Kramer, a meteorologist who often appears as an expert witness, said he testified in a slip-and-fall case in which the amount of snow on the ground was an issue. Mr. Kramer said he could not find snowfall figures for Manhattan for several weeks before the accident. ''The judge,'' he said, ''was stunned.''
+The Weather Service moved heavily into automation in the 90's, replacing many staffed stations with electronic devices. ''For most weather variables, that's a story with a happy ending,'' Mr. Schlacter said. ''When it comes to temperature and humidity, readings were no longer impacted by human error. And you could get the information on the Web in real time.''
+But that is not true of snowfall. ''As easy as it seems,'' Mr. Doesken said, ''science is not producing a quick answer to the question of snowfall measurement.''
+In Canada, where vast amounts of snow collect in remote areas, hundreds of electronic measurement devices are used. Typically, a device sends an ultrasonic pulse from the top of a pole to the ground. The time it takes for the pulse to return, adjusted according to temperature, indicates snow depth.
+''I have one of them right here,'' Mr. Doesken said. ''It works once the snowfall has stopped and the snow on the ground has a firm, solid surface. If snow is still fluttering down or if the surface is fluffy, it's almost useless.''
+Dr. Goodison works for the Meteorological Service of Canada, where he helped develop the device. Although it is imperfect, he said, it fills a need in a country where snow often falls in remote areas. Over time, he said, scientists will develop formulas that will allow them to come up with accurate snowfall numbers from imperfect readings.
+For an automated approach to work, in Mr. Schlacter's view, it will have to simulate the actions of a human measurer. Such a device, he said, could take decades to develop. In the meantime, scientists hope to rely on more trained measurers, including volunteers.
+In places like Stratford, where the Weather Service closed its office in the 90's, ''volunteers have kept the snowfall records going,'' Mr. Wyllie said.
+''We've been lucky in the New York City area,'' he said, ''to have good people who have continued to take the measurements for us.''
+Photograph Dr. Barry Goodison, a Toronto climatologist, with an automatic snow-depth sensor. It fills a gap when no one is available to measure the snow. (Steve Payne for The New York Times)
+Chart/Diagram: ''A New Way To Measure Snow''
+Consolidation of six National Weather Service offices in the 90's into one office at Brookhaven National Laboratory has led to incomplete snowfall records for the New York area.
+Concerned that a lack of snow measurements will harm study of the world's climate, scientists are employing electronic devices like the SR50 sensor. It measures snowfall by sending down an ultrasonic pulse that is reflected back by the snow's surface. The length of the pulse indicates the snows depth.
+Diagram of a SR50 Sensor a electronic device used to measure snow.
+Items Listed on the Diagram of SR50 Sensor:
+ADJUSTABLE CROSSARM
+SR50
+DATA-CARRYING CABLE
+MOUNTING TOWER
+Map of Tri-State Area highlighting Brookhaven National Laboratory.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Flawed+Snowfall+Data+Jeopardize+Climate-Change+Research&title=New+York+Times&issn=03624331&date=2003-02-11&volume=&issue=&spage=F.3&au=Bernstein%2C+Fred&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 11, 2003","''The loss of snowfall data globally is a major concern,'' said Dr. Barry Goodison, a climatologist in Toronto. As chairman of a scientific steering group in the World Climate Research Program, Dr. Goodison depends on snowfall figures to help predict climate change. But too often, he said, the information he needs does not exist. ''I have one of them right here,'' Mr. [Nolan Doesken] said. ''It works once the snowfall has stopped and the snow on the ground has a firm, solid surface. If snow is still fluttering down or if the surface is fluffy, it's almost useless.'' Concerned that a lack of snow measurements will harm study of the world's climate, scientists are employing electronic devices like the SR50 sensor. It measures snowfall by sending down an ultrasonic pulse that is reflected back by the snow's surface. The length of the pulse indicates the snows depth.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Feb 2003: F.3.",11/15/17,"New York, N.Y.",,"Bernstein, Fred",New York Times Company,,Newspapers,432328345,"United States, New York, N.Y.",English,11-Feb-03,Snow; Meteorology; Data collection; Climate change; Measurement,New York Times,Feature,,,,,,,
+A Questioning Voice at ABB:   [Biography ],"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/questioning-voice-at-abb/docview/432268899/se-2?accountid=14586,"JURGEN DORMANN flops about in his gray leather chair like a 2-year-old at the symphony. He is clearly not comfortable with idle chatter.
+Speed is important to Mr. Dormann, chairman and chief executive of the ABB Group, Europe's largest, and probably most financially unstable, engineering company. Because $5.5 billion of its debt is maturing this month, his first priority is to put the balance sheet and financial structure in order, fast.
+''It is always a question of timing and value,'' he said in a recent interview at his office here. ''Right now, we accentuate the timing; that's pretty clear.''
+Mr. Dormann, a German, describes himself as a reluctant rescuer. But he appears to enjoy the challenge of saving ABB, a Swiss-Swedish company once considered the General Electric of Europe but now mired in huge debts and dysfunction from a hodgepodge of recent acquisitions.
+He stepped in as chief executive in early October when his predecessor, Jorgen Centerman, quit under pressure after eight months for failing to move quickly enough to slim down ABB. Mr. Dormann, 62, who was chairman of ABB, was asked by fellow directors to run the company.
+Mr. Dorman, the former chief executive of Aventis, the large pharmaceuticals maker, has always been an impatient manager. But he speaks slowly and prefers to converse in a question-and-answer style to make a point.
+''Why did my colleagues ask me to become C.E.O.? Why did I accept? Well, that is my way, how I am educated, how I behave, how I take responsibility,'' Mr. Dormann said. ''I was chairman of the board. I took my role seriously.''
+Not many others at ABB seemed to take Mr. Dormann seriously at first. He has spent most of his life working in the chemicals and pharmaceuticals industry and knows little about, say, ABB's FlexPicker robot that makes Pepperidge Farm's Milano cookies, or its turbines and power plants. Or the circuit switchers that are used to keep New York's power supply flowing.
+One Monday morning early in his tenure as chief executive, Mr. Dormann asked a colleague if ABB really had to build windmills.
+''Why?,'' the colleague asked.
+Because, Mr. Dormann answered jokingly, they ruined his view on his weekend hike in the mountains. (He is not selling the windmill business.)
+Mr. Dormann started his career at Hoechst, a large German chemicals company, right after graduating from the University of Heidelberg in 1963 with a master's degree in economics. He worked his way up to chief executive 30 years later. The colleagues who once cheered his ascent -- he was named manager of the year in 1995 by Manager, a German magazine -- began to change their view of him when he merged Hoechst with Rhone-Poulenc, a large French pharmaceuticals maker, to create Aventis in 1997. Many Hoechst employees resented that Mr. Dormann had fused their famous German company with a French partner.
+That cross-border deal occurred eight years after one of the biggest such fusions: the merger of Asea of Sweden with Brown Boveri of Switzerland to create ABB. But unlike Aventis, ABB, the house built by Percy Barnevik, the former Asea president who was the main promoter of the merger and ABB's longtime chairman, is now crumbling.
+Mr. Dormann, who acknowledges that he had a stunning lack of knowledge of ABB even though he had been on the board since 1998, made embarrassing gaffes. When he took the chief executive's job, he boldly reassured investors that the company would meet its profit target. A few weeks later, he retracted that promise. In fact, ABB had a $183 million loss in the third quarter.
+With his reputation at stake, Mr. Dormann had to face the bankers.
+''They were a hair away from bankruptcy, and he didn't flinch,'' said Andres Gujan, an analyst at Bank Vontobel of Zurich. ''The banks were ready to liquidate if they didn't have more confidence in the next leader.''
+Within weeks of entering office, Mr. Dormann devised a plan for how to turn around a company that had a junk-bond credit rating and a stock that by Halloween traded at 1.60 Swiss francs ($1.08) -- less than the price of a bottle of Swiss milk. The shares have tripled since then, closing Friday at 4.85 Swiss francs.
+He executed his plan, he said, largely by deferring to his team.
+''He asked them: 'What is possible? What can you achieve?' '' said Urs Diethelm, who follows ABB for Bank Sal. Oppenheim, a Swiss private investment bank in Zurich. ''Then he said: 'O.K., I'll hold you to that. If people commit themselves, they have to deliver or they're out.' ''
+It is no surprise that some of his employees might find him intimidating. One ABB employee privately called him steely.
+To keep the company afloat, Mr. Dormann, like Mr. Centerman, has been forced to sell profitable divisions in quick succession.
+In the latest sale, part of ABB's structured financing unit was bought by General Electric for $2.3 billion. ABB will use the proceeds to help pay the loans due this month. Mr. Dormann said that should tide ABB over until it completes the expected sale of its oil, gas and petrochemicals division next year. At least three companies are making offers.
+Mr. Dormann's next goal is to insulate ABB from the asbestos-related lawsuits filed against its American subsidiary, Combustion Engineering. Mr. Dormann promised that it would be done in the first half of next year by throwing the subsidiary into Chapter 11 bankruptcy protection.
+In the long run, Mr. Dormann wants to shrink ABB, a far-flung conglomerate of 140,000 employees, to 100,000 employees in two businesses, power technologies and automation, that will focus on ABB's engineering strengths.
+Twenty percent of ABB's business -- it expects $22 billion in revenue this year -- is in the United States, most of it unseen by the public. ABB built five 145,000-volt circuit switchers that helped Consolidated Edison rebuild the part of New York's power transmission system destroyed by the World Trade Center attack.
+Mr. Dormann is a voracious reader of newspapers, in several languages, and philosophers. He said he reads the works of Max Weber, the founder of sociology, for pleasure.
+In conversations with employees, Mr. Dormann prefers to ask the questions. He excels in provoking discussion just to make his employees squirm. He stirred things up at headquarters in this quiet Zurich suburb when he suggested to a local reporter that he was considering moving the company back to its roots in Baden, a Swiss city famous for its thermal baths.
+He turned heads when he told Neue Zurcher Zeitung, a newspaper, that he might sell one of the two remaining divisions if it meant keeping ABB profitable.
+During the interview in his office, Mr. Dormann had a twinkle in his eye when he suggested that he would not rule out a merger if this latest restructuring plan moved too slowly.
+''This is a timing issue,'' he said. ''If you have sufficient time, if you put sufficient resources behind those two businesses to let them, will they grow? Will they grow alone or with someone else? We will see.''
+He is a corporate chief executive who displays some seemingly contradictory behaviors. He exchanged the company Mercedes for a more modest model and once surprised his colleagues in London by arriving in a taxi rather than the customary limousine. On the other hand, he keeps his own wine cellar and has a penchant for 1982 Bordeaux.
+In his spare time, he said, he listens to opera and hikes to keep fit. On weekends, he and his wife, Lisbeth, often make the three-hour trip to Heidelberg to visit their four grown children and seven grandchildren.
+Mr. Dormann said he likes meeting employees by roaming the halls at ABB headquarters. But one manager tells of a dinner last spring where Mr. Dormann, then still chairman, spoke only to one employee he already knew.
+''He didn't introduce himself to us and he left early,'' the manager said. ''I got the impression he was kind of shy.''
+Photograph Jurgen Dormann, who has a background in pharmaceuticals and chemicals, has taken on the task of turning around Europe's largest engineering company, ABB. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Questioning+Voice+at+ABB%3A+%5BBiography%5D&title=New+York+Times&issn=03624331&date=2002-12-15&volume=&issue=&spage=3.2&au=Langley%2C+Alison&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 15, 2002","Not many others at ABB seemed to take Mr. [JURGEN DORMANN] seriously at first. He has spent most of his life working in the chemicals and pharmaceuticals industry and knows little about, say, ABB's FlexPicker robot that makes Pepperidge Farm's Milano cookies, or its turbines and power plants. Or the circuit switchers that are used to keep New York's power supply flowing. That cross-border deal occurred eight years after one of the biggest such fusions: the merger of Asea of Sweden with Brown Boveri of Switzerland to create ABB. But unlike Aventis, ABB, the house built by Percy Barnevik, the former Asea president who was the main promoter of the merger and ABB's longtime chairman, is now crumbling. In the latest sale, part of ABB's structured financing unit was bought by General Electric for $2.3 billion. ABB will use the proceeds to help pay the loans due this month. Mr. Dormann said that should tide ABB over until it completes the expected sale of its oil, gas and petrochemicals division next year. At least three companies are making offers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Dec 2002: 3.2.",11/15/17,"New York, N.Y.",,"Langley, Alison",New York Times Company,,Newspapers,432268899,"United States, New York, N.Y.",English,15-Dec-02,Chief executive officers; Chairman of the board; Turnaround management; Engineering firms,New York Times,News,,,,,,,
+"Attention, Cows: Please Speak Into the Microphone","New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/attention-cows-please-speak-into-microphone/docview/432204176/se-2?accountid=14586,"IT is marketed as a toy: a dog collar equipped with a wireless microphone that records a pet's barks, interprets them as emotions and transmits them as text messages like ''I'm bored, let's play.''
+The $139 device, the Bowlingual, ''comes a step closer to realizing everyone's childhood dream of conversing with their pet,'' its Japanese manufacturer says.
+Though it all sounds very Dr. Dolittle, animal researchers have in fact been using voice-recognition technology for decades. The Bowlingual's developer says its technology is based on 2,000 voiceprints from roughly a thousand dogs. And it turns out that the utterances of many species can be analyzed and identified using many of the same techniques that have allowed human voice recognition to make the leap from high-tech novelty to valuable application.
+In Braunschweig, Germany, for example, researchers at the Institute of Technology and Biosystems Engineering have recently been able to decipher, with about 90 percent accuracy, what cows mean when they moo: hunger, thirst, need for milking and so on.
+Dr. Gerhard Jahns, a control engineer who helped devise the project, said that about 700 ''vocalizations'' were recorded from about 20 cows, a process he described as ''extremely time-consuming.'' Cows can go for hours without making a sound, Dr. Jahns said, ''and it's hard to get them to speak into the microphone.''
+The system records the moos and scans them for specific tonal frequencies or aberrations: a cough at a certain pitch, for example, might indicate that Bessie is coming down with the flu. Dr. Jahns stressed, however, that the goal was ''information, and not diagnosis'' of the animals; it is ultimately up to the farmer to decide what to do.
+Wojtek Kowalczyk, a professor at the Free University in Amsterdam who helped develop the project's software, said there was a big demand for such a system, although he estimated that wide-scale deployment was still three to five years away. Surprisingly, he said, the system's most commercially attractive feature is its ability to recognize estrus, or the period when the animal is in heat, which may last only a few hours. ''If the cow is not inseminated during this period, a lot of money -- a few thousand dollars per cow -- is lost,'' he said. Conventional methods, which rely on analyzing milk, are less accurate, he said.
+To make any such system practical, it has to be able to recognize unfamiliar voices. So-called ''speaker independent'' recognition is difficult for any voice application, as anyone who has tussled with a voice-based telephone directory knows too well. Professor Kowalczyk said that theoretically, this should be much easier to achieve with animals. Most of their vocabularies, or ''repertoires,'' are smaller; the cow system, for example, recognizes about a dozen vocalizations.
+But in practice the situation is quite different, he said, because the meaning of the source material ultimately remains elusive: ''How can we know what a cow wanted to say?'' Animal physiologists try to deduce the answer by imposing specific conditions: not milking a cow for a long period, for example, will increase the likelihood that a moo emitted under those circumstances means ''I want to be milked.'' As the database of vocalizations expands, the results will improve.
+An important advantage of the system developed in Germany is its emphasis on simple hardware. In the interest of accessibility, it is based on consumer-grade PC's using generic sound cards and microphones.
+Indeed, that computers have become so fast and cheap has been pivotal to this kind of research. ''None of my current work could have existed even 18 months ago,'' said Jim Nollman, founder of a nonprofit organization called Interspecies Communication, who has worked on voice recognition for whales. ''It's ironic and self-defeating that the study of whale sounds has been developing for 20 years using equipment that only records one-tenth of the frequency spectrum some of these species use.''
+That is partly a result of the limited hearing range of human beings: human ears peak out at frequencies of around 22 kilohertz. Many animals, however, communicate at levels well above this (or below it, in the case of elephants, for example). Recording just one second of 100-kilohertz sound, a common frequency among marine mammals, takes a megabyte; an all-day field recording, then, requires serious drive space.
+These ultra-hi-fi recordings have helped reveal that the meaning of animal language is often generated not by the sounds themselves but rather by the way those sounds are modulated. A second of whale song, for example, contains thousands of Morse-code-like beats that whales use to communicate. And many birds seem to have a vocabulary of basically one call, which takes on different meanings based on its frequency or volume. ''It's not syntax per se, but sequence,'' said Brenda McCowan, an assistant professor at the Veterinary Medicine Teaching and Research Center at the University of California at Davis.
+Dan Weary, a professor of animal welfare at the University of British Columbia, has used this knowledge of context to interpret pig calls. The pitch of a piglet's squeal, for instance, has been correlated with pain when it crosses the one-kilohertz threshold. This knowledge might allow farmers to prevent outbursts of tail-biting, in which frenzied piglets can wind up killing each other. If the software detects a certain number of piglets emitting very high-pitched squeals at the same time, it can automatically send the farmer a warning.
+Other applications include call-recognition programs that count bird, bat and other populations. A recent study in Australia actually used solar-powered PC's to monitor the rapid proliferation of the cane toad.
+Not all voices are so sanguine about this burgeoning field. ''An electronic ear can never replace the human ears,'' said Colin Johnson, a livestock specialist at Iowa State University. He doubts similar systems will find widespread acceptance in American agribusiness, especially in the current economic climate. ''Producers aren't looking to invest in unproven technology,'' he said.
+The Bowlingual has put off its American debut, mainly because of legal obstacles rather than economic ones, said Katsuhisa Oda, a spokesman for the Index Corporation, which developed the device with the Takara toy company.
+The device could, after all, misinterpret a menacing mood. ''If the dog tries to bite a kid,'' Mr. Oda said, ''then that could be difficult'' as a liability issue in the United States -- a consideration absent in Japan's less litigious culture.
+If the Bowlingual does catch on, could meow-activated cat doors or drug-sniffing police dogs whose barks can be decoded be far behind? ''If you can classify the morphology of the signal, it can be synthesized,'' said Marc Hauser, a professor of psychology and neurosciences at Harvard University who imagined a system that would let pet owners track down runaway dogs. Playing aloud recorded samples of Rover's bark while canvassing the neighborhood would elicit responses from nearby dogs, whose voiceprints could then be analyzed instantly for a match. If this sounds far-fetched, remember that Americans spent $30 billion on their pets last year, more than twice as much as in 1994.
+On the other hand, these techniques could also lead to further automation of agriculture, with ''Matrix''-style systems robotically tending to endless rows of cattle or kennel puppies. Professor Weary regards such a vision as far from utopian, commenting, ''I don't think the way to make the world a better place is to put more computers in pens.''
+Photograph BARNYARD TALK -- Dr. Gerhard Jahns, above, worked on a German project that analyzed what cows mean when they moo. The same technology was used to develop the Bowlingual toy, left, which its maker says interprets dogs' barks and displays them as text. (Agence-France Presse)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Attention%2C+Cows%3A+Please+Speak+Into+the+Microphone&title=New+York+Times&issn=03624331&date=2002-10-31&volume=&issue=&spage=G.5&au=By+DOUGLAS+HEINGARTNER&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 31, 2002","Though it all sounds very Dr. Dolittle, animal researchers have in fact been using voice-recognition technology for decades. The Bowlingual's developer says its technology is based on 2,000 voiceprints from roughly a thousand dogs. And it turns out that the utterances of many species can be analyzed and identified using many of the same techniques that have allowed human voice recognition to make the leap from high-tech novelty to valuable application. If the Bowlingual does catch on, could meow-activated cat doors or drug-sniffing police dogs whose barks can be decoded be far behind? ''If you can classify the morphology of the signal, it can be synthesized,'' said Marc Hauser, a professor of psychology and neurosciences at Harvard University who imagined a system that would let pet owners track down runaway dogs. Playing aloud recorded samples of Rover's bark while canvassing the neighborhood would elicit responses from nearby dogs, whose voiceprints could then be analyzed instantly for a match. If this sounds far-fetched, remember that Americans spent $30 billion on their pets last year, more than twice as much as in 1994. Dr. [Gerhard Jahns], above, worked on a German project that analyzed what cows mean when they moo. The same technology was used to develop the Bowlingual toy, left, which its maker says interprets dogs' barks and displays them as text. (Agence-France Presse)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Oct 2002: G.5.",11/15/17,"New York, N.Y.",,By DOUGLAS HEINGARTNER,New York Times Company,,Newspapers,432204176,"United States, New York, N.Y.",English,31-Oct-02,Voice recognition; Animal communication; Technology; Research & development; R & D,New York Times,Feature,,,,,,,
+Fiat Reluctantly Wonders if It Has to Make Cars,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fiat-reluctantly-wonders-if-has-make-cars/docview/432118051/se-2?accountid=14586,"Paolo Fresco likes being No. 1 or No. 2.
+To explain why, he quotes, as he often does, his former boss John F. Welch Jr. ''If you're No. 1 or No. 2,'' Mr. Fresco said today, picking at fish in a Fiat corporate dining room, ''when you get a cold, No. 5 and No. 6 get pneumonia.''
+Since Fiat's car division was far from being No. 1, he linked it two years ago with the industry leader, General Motors. Now, taking a chapter from Mr. Welch's manual on conglomerates, he intends to use Fiat's profitable businesses, like financial services and electrical power, to nurse Fiat Auto back to health.
+Mr. Fresco put in four decades at General Electric, climbing the corporate ladder to be vice chairman under Mr. Welch before joining Fiat as chairman three years ago. He realizes that as a conglomerate built around an auto business, Fiat is an anomaly; the only other such company is Mitsubishi of Japan. Asked about the corporate logic, he replied, ''From the point of view of a conglomerate, none.''
+But the company started 103 years ago as a carmaker, he said, ''so first and foremost it was a car business, and then a conglomerate.'' The car unit delivers 45 percent of Fiat's revenue, he said. ''But is it necessary? Obviously not.''
+Whether Fiat and its principal shareholders, the Agnelli clan, will ultimately exit the car business is the subject of intense speculation these days. By Mr. Welch's rules, Mr. Fresco, who assumed the additional role of Fiat's chief executive on Monday after Paolo Cantarella resigned, should have dumped Fiat Auto long ago. It turns out fewer than three million cars a year, well behind first-tier players like G.M., Ford Motor and Toyota, and it has not reported a profit since 1997; a loss of 429 million euros ($407 million) in the first quarter underscored its weakness.
+Clearly, the Agnelli family wants to keep it anyway if they can. ''I see a unified front,'' Mr. Fresco said of the family, ''nobody rowing in a different direction.'' He described Gianni Agnelli, 81, the family patriarch, as Fiat's ''point of reference, our spiritual leader.''
+If Fiat Auto is neither No. 1 nor No. 2 on its own, he said, the alternatives is either to exit the industry or to ''find a way to participate in market leadership.'' Together with the Agnellis, he said, he decided that by joining a ''confederation of automakers'' around G.M. -- including Suzuki, Isuzu and now Daewoo -- ''maybe we could get the best of both worlds.
+''We believe it gave us the benefits of global leadership,'' he said, ''and our independence.''
+Under the agreement signed in March 2000, G.M. exchanged a 5.7 percent stake in itself for a 20 percent stake in Fiat Auto and gave Fiat a put option that can require G.M. to buy the remaining 80 percent of Fiat Auto after 2004.
+Leaving its signature industry would be no simple matter for Fiat. Jobs, and hence politics, in Italy would weigh heavily. Even now, the Italian Parliament is holding hearings on Fiat's future. Bruno Tabacci, a deputy who is chairman of the hearings, estimated in a recent interview that in the last 10 years, Fiat received $5 billion in government subsidies and research and development aid.
+There are other intangibles, like the Agnellis' attachment to tradition. In one sense, the family is already moving out of the car business; in recent years, Umberto Agnelli, Gianni Agnelli's younger brother, has diversified the family's investments outside Fiat and Italy, most notably in France. Ten years ago, Fiat accounted for 80 percent of the Agnellis' holdings; now it is less than half, and Fiat Auto is one-quarter.
+Asked about the differences in doing business in America and Italy, Mr. Fresco reflected for a moment. In America, he said, ''business is based on simplification.''
+''Forget the details, go to the nuts and bolts of it. If you have an issue, you do your homework, you go to the issue, you do it.''
+And in Italy? He smiled. ''I made my statement.''
+Last month, Fiat Auto's chief executive, Giancarlo Boschetti, outlined turnaround plans involving cost cuts and cooperation with G.M. But the core of the strategy by Mr. Boschetti, a marketing expert, is an overhaul of the way Fiat sells cars, including a three year plan to spend 450 million euros to strengthen the sales effort in 50 major European cities.
+Asked if this was Fiat Auto's last chance, Mr. Fresco hesitated, then replied with characteristic diplomacy, ''It's fair to say it's an important moment to see whether we can survive independently.''
+In his presentation, Mr. Boschetti stressed the alliance with G.M. The companies are combining their engine and transmission businesses in Europe, buying parts and supplies jointly in Europe and Latin America, designing shared basic car components and chassis, and trying to merge their consumer finance arms.
+But when asked about recent reports suggesting that G.M. may want Fiat to exercise the put option early, Mr. Fresco replied, ''I'm not getting the same signal.''
+Indeed, G.M.'s own European business is having a tough time; it lost $767 million in 2001, and G.M. took a charge in the first quarter for the cost of turning it around. For the moment, said John Lawson of Schroder Salomon Smith Barney, G.M.'s message to Fiat appears to be ''you do what you feel you have to do to fix this business.''
+To make Fiat's other divisions leading players, Mr. Fresco went on an early acquisition rush, buying new businesses for Fiat's Comau factory automation unit and Teksid foundry business. In 1999, he paid $4.3 billion for the Case Corporation, the heavy equipment manufacturer, and combined it with Fiat's New Holland farm machinery company.
+Some of Fiat's, and Mr. Fresco's, challenge stems from luckless timing. After the Case acquisition, the global market for construction equipment collapsed. Adding to Fiat Auto's internal weakness, important markets in Brazil, Poland and Turkey went sour at the same time that sales were withering in its home market, where it does 60 percent of its European business.
+''You were dealt a bad hand,'' Mr. Fresco was recently told by Mr. Welch, who is now on Fiat's board and speaks regularly by phone with Mr. Fresco. ''And when you picked up your new cards, they looked worse.''
+A recent review of Fiat's finances by major credit-rating agencies prompted the company to negotiate a $2.8 billion financial reorganization with its most important creditor banks. Mr. Fresco said the review by the rating agencies was prompted not so much by a deterioration of Fiat's financial position as by the greater attention being paid to possible off-balance-sheet debts after the Enron debacle.
+Under the terms of the bank deal, Mr. Fresco pledged to cut in half Fiat's net debt of 6.6 billion euros over the next year. A planned sale of shares in the Ferrari sports car business and a sale of a 14 percent stake in a utility owned with Electricite de France will make good about two-thirds of the pledge, he said; achieving the rest is a ''reasonable target'' that Fiat could reach ''without any problem.''
+The company's biggest challenge, Mr. Fresco said, is to accelerate operating cash flow. ''This is, and continues to be, our Priority No. 1,'' he said.
+As Fiat streamlines and Mr. Fresco fills both its top jobs, the chief executives of Fiat's operating companies will be the ones most responsible for meeting that challenge.
+''Either they do it,'' Mr. Fresco said, with an un-Italian bluntness to rival Mr. Welch, ''or they're not doing their jobs.''
+Photograph The challenge for Paolo Fresco will be whether he can bring to bear the lessons he learned at General Electric on the corporate culture of Fiat. (Gughi Fassino/Grazia Neri, for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Fiat+Reluctantly+Wonders+if+It+Has+to+Make+Cars&title=New+York+Times&issn=03624331&date=2002-06-12&volume=&issue=&spage=W.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 12, 2002","Whether Fiat and its principal shareholders, the Agnelli clan, will ultimately exit the car business is the subject of intense speculation these days. By Mr. [John F. Welch Jr.]'s rules, Mr. [Paolo Fresco], who assumed the additional role of Fiat's chief executive on Monday after Paolo Cantarella resigned, should have dumped Fiat Auto long ago. It turns out fewer than three million cars a year, well behind first-tier players like G.M., Ford Motor and Toyota, and it has not reported a profit since 1997; a loss of 429 million euros ($407 million) in the first quarter underscored its weakness. Under the agreement signed in March 2000, G.M. exchanged a 5.7 percent stake in itself for a 20 percent stake in Fiat Auto and gave Fiat a put option that can require G.M. to buy the remaining 80 percent of Fiat Auto after 2004. There are other intangibles, like the Agnellis' attachment to tradition. In one sense, the family is already moving out of the car business; in recent years, Umberto Agnelli, [Gianni Agnelli]'s younger brother, has diversified the family's investments outside Fiat and Italy, most notably in France. Ten years ago, Fiat accounted for 80 percent of the Agnellis' holdings; now it is less than half, and Fiat Auto is one-quarter.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 June 2002: W.1.",11/15/17,"New York, N.Y.",,"Tagliabue, John",New York Times Company,,Newspapers,432118051,"United States, New York, N.Y.",English,12-Jun-02,Automobile industry; Strategic planning; Chairman of the board; Corporate profiles,New York Times,News,,,,,,,
+"After Sept. 11, Department Stores Rethink Holiday Displays","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/after-sept-11-department-stores-rethink-holiday/docview/431900932/se-2?accountid=14586,"Last spring when Simon Doonan, the creative director of Barneys New York, was musing about what to put into the store's holiday windows, he kept thinking of Rudy.
+New York's larger-than-life mayor, Rudolph W. Giuliani, was making headlines with his divorce battle and -- love him or hate him -- he seemed the man of the hour. Colleagues were lukewarm on the idea. So Mr. Doonan demurred.
+Then came Sept. 11 and Mr. Giuliani's most shining hour. As a purveyor of cutting-edge fashion, Barneys strives to show it is in touch with the city's vibes in its windows. So Rudy is back in. His face will appear on an enormous reindeer head with the title ''Rudolf: the Right-On Reindeer.'' On his golden antlers will be etched the words: ''We've never been braver. We've never been stronger.''
+In New York, where stores, offices and residences are near one another, retailers have a constant dialogue with passers-by in the form of window displays. Whether the displays are piled with chocolate bonbons or empty but for two mannequins draped suggestively in gauzy blouses, the message is always the same: buy here.
+The interesting part of the art of display is in explaining the why. Finding the emotional wavelength that connects with consumers is crucial to success.
+The cataclysmic events of Sept. 11 have made that, like everything else, more difficult, particularly as stores plan that evocative holiday experience, the full-blown Christmas window display, at a time when the changes wrought by the World Trade Center attack are still evident everywhere.
+Most of the large department stores plan months in advance what they will showcase in the precious window real estate, often tying merchandise to store promotions. If Ralph Lauren is introducing a new scent in December, it is a sure bet that the Macy's glass on the Avenue of the Americas was locked in last May. So no, when Lord & Taylor switched from Bill Blass evening gowns to somber suits the week of Sept. 17, Lord & Taylor representatives say, it was not a political statement.
+But despite such logistical problems, in the days after the World Trade Center attack, most stores reflected the profound shift in the city's mood by draping the American flag in their windows or even going all black, the way Saks Fifth Avenue did in its Manhattan store, which sits next to St. Patrick's Cathedral.
+Now, as the all-critical Christmas season builds to its climax, most retailers have returned the items they expect to be best sellers to their windows. Still, behind the piles of cashmere sweaters, concessions -- some large and most small -- to post-catastrophe New York are being made.
+''We completely readjusted,'' said Linda Fargo, vice president for visual design at Bergdorf Goodman. ''We were quite stunned for the first couple of weeks and we couldn't think what was really appropriate.''
+After a couple of weeks of reflection, the store devised a new plan for its Fifth Avenue displays, tossing out an idea to do an homage to the arts as too esoteric. ''We wanted something with a heartfelt direction to it,'' Ms. Fargo said.
+Bergdorf's solution was to make each window on the Fifth Avenue side of the store an illustrated tableau of a different value or virtue, like mirth, hope, wisdom and grace. In the displays, which will be unveiled at Thanksgiving, real antiques and rich woven fabrics, instead of mere design-room simulations, will be used in the backdrops to convey a sense of continuity and tradition. The store avoided irony in the scenes, Ms. Fargo said, and tried instead to layer each image with a dash of spirituality.
+The window depicting hope, for example, will show a woman standing over a cradle -- a hand-carved 17th-century wooden cradle to be precise -- releasing doves amid a sea of candles. ''The doves symbolize rebirth,'' Ms. Fargo said, ''and I got the idea of the candles equaling hope from watching the news and seeing all the memorials. They were like a sea of candles.''
+At Macy's Herald Square, the window director, Sam C. Joseph, tapped archival photos of the store's displays during World War II to find appropriate patriotic material for the holidays. One window, on the theme of how to support the country in a time of crisis, will carry vintage posters, borrowed from the United States Treasury, about buying bonds. The festive holiday greenery that drapes the building above the windows will be decorated with little American eagles, as it was during the war years.
+''Macy's is such a New York institution,'' said Mr. Joseph, recounting the store's decision not to hold its Thanksgiving Day Parade in the war years to save helium that might be needed in the fight against Germany. ''We've always tried to do the right thing.''
+For the designer Ralph Lauren, the patriotic sentiment that swelled in the weeks after the attack was tailor-made to the all-American image he has long cultivated. So he dealt with the Sept. 11 crisis head-on. The windows of his retail stores on Madison Avenue and in SoHo are still unapologetically draped with the American flag, and carry an unabashedly gooey message from the designer himself.
+''I have always been inspired by America and it heroes -- the cowboy, the soldier and now the firefighters, police officers and rescue workers,'' the message says. ''There is one common thread in every hero. They are ordinary Americans, they come from nowhere, make their mark, get knocked down, and rise up again. America has been stunned. We have been knocked down.
+''America is going to stand together and be stronger than ever.''
+The designer Donna Karan, in keeping with her attempt to establish a somewhat mystical and urban-savvy brand, approached the tragedy through a more interpretive display. The resort wear collection in her new SoHo showplace is sharing the windows with enormous photographs of Yogi Berra and George Whipple III, the society reporter for NY1 News, among others. The photos are from ''New York Characters,'' a new book by Gillian Zoe Segal that celebrates the eccentric and electric individuals that give the city its verve.
+''Because the book is a tribute to the personalities that made New York a great city, it is a perfect fit for a time when people are feeling emotional about the city,'' said Patti Cohen, a spokeswoman for Ms. Karan.
+Although few other shopkeepers have addressed these anxious times as directly as the designers and high-fashion department stores, many have made at least subtle concessions.
+''The products featured in the window have changed,'' said Wendy Liebmann, who is constantly perusing the stores for WSL Strategic Retail, a consulting firm. ''Now it tends to be cozy clothes like cashmere and woolly knitted coats. The message seemed to be about wrapping yourself up and protecting yourself from the catastrophe.''
+Oddly, the Christmas windows New Yorkers visit most -- the mechanized tales that draw huge crowds at Saks Fifth Avenue and Lord & Taylor -- will be the least affected by the tragedy. Because the automation of those displays is so intricate and takes almost a year to build, the stores could not have changed them, even if they had wanted to.
+This complete lack of reference to recent events is refreshing to some.
+''Christmas is Christmas,'' insists Sheryll Bellman, author of ''Through the Shopping Glass: A Century of Christmas Windows in New York'' (Rizzoli, 2000). ''And Christmastime in New York is magic. Windows try and bring people back to a simpler time so for a few minutes you can stand there and look at something totally not relevant, escape to an imaginary place and see something that is not depressing.''
+Photograph Flags, like this one at Saks Fifth Avenue, have been abundant in store window displays since Sept. 11. (Bill Cunningham/The New York Times); A depiction of Mayor Rudolph W. Giuliani, adorned with antlers, is the centerpiece of a window display at Barneys New York, Madison Avenue and 61st Street. (Michelle V. Agins/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=After+Sept.+11%2C+Department+Stores+Rethink+Holiday+Displays&title=New+York+Times&issn=03624331&date=2001-11-15&volume=&issue=&spage=D.1&au=Kaufman%2C+Leslie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 15, 2001","Bergdorf's solution was to make each window on the Fifth Avenue side of the store an illustrated tableau of a different value or virtue, like mirth, hope, wisdom and grace. In the displays, which will be unveiled at Thanksgiving, real antiques and rich woven fabrics, instead of mere design-room simulations, will be used in the backdrops to convey a sense of continuity and tradition. The store avoided irony in the scenes, Ms. [Linda Fargo] said, and tried instead to layer each image with a dash of spirituality. The window depicting hope, for example, will show a woman standing over a cradle -- a hand-carved 17th-century wooden cradle to be precise -- releasing doves amid a sea of candles. ''The doves symbolize rebirth,'' Ms. Fargo said, ''and I got the idea of the candles equaling hope from watching the news and seeing all the memorials. They were like a sea of candles.'' Flags, like this one at Saks Fifth Avenue, have been abundant in store window displays since Sept. 11. (Bill Cunningham/The New York Times); A depiction of Mayor [Rudolph W. Giuliani], adorned with antlers, is the centerpiece of a window display at Barneys New York, Madison Avenue and 61st Street. (Michelle V. Agins/The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Nov 2001: D.1.",11/15/17,"New York, N.Y.",New York City New York,"Kaufman, Leslie",New York Times Company,,Newspapers,431900932,"United States, New York, N.Y.",English,15-Nov-01,Department stores; Terrorism; Displays; Christmas,New York Times,News,,,,,,,
+Gadget Tries to Lengthen Young Attention Spans,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gadget-tries-lengthen-young-attention-spans/docview/431677936/se-2?accountid=14586,"CRITICS have often argued that children who spend too much time playing computer games have trouble staying focused on tasks when they are away from the computer and in the classroom. But a new computer game system is designed to teach children to improve their ability to pay attention.
+Called the Attention Trainer, the game system uses the principles of neurofeedback, a therapy that involves teaching a user to modify brain waves to achieve a desired result, like stress reduction, relaxation and, in the case of the new game, concentration. It costs $899. Tom Blue, senior vice president and co-founder of East3 Ltd., the company that developed the device, said it ''will teach kids what it feels like to concentrate -- the technology will act as a mirror to accelerate learning.''
+The game system includes a bicycle-style helmet equipped with sensors that monitor brain wave activity. The child wears the helmet while playing the game, and brain-activity data is transmitted wirelessly to a base station hooked up to a computer. Software completes the package, providing games and a system for keeping track of a child's progress. When brain waves indicate that the child is paying attention, the child is more successful at the game. The developers of Attention Trainer say they are the first to harness the mechanics of neurofeedback outside a clinical setting for home use.
+Neurofeedback, a kind of biofeedback, has been lauded anecdotally for its effectiveness in helping people with attention problems recognize when they are focused. But some experts say a concentration drill using a book or a puzzle may be as effective in modifying behavior as a similar drill run by a fancy, expensive machine.
+One child who has used Attention Trainer is Zac Blackwell, an 8-year-old second grader in Midlothian, Va., who was involved in a pilot program that East3 began last summer. His mother, Moe Blackwell, a guidance counselor at a Virginia middle school, said she had signed him up because she believed that her son might have some problems with attention. The boy had trouble behaving in the hallways and the cafeteria at school, she said.
+Suspecting attention deficit disorder, even though her pediatrician told her that Zac was too young for his behavior to merit such a diagnosis, Mrs. Blackwell hoped that the device might help her son. During the summer, Zac played with the Attention Trainer twice weekly with the help of a technician at the East3 office in Richmond.
+''There was a marked change in his ability to be able to maintain himself within social situations and with unstructured time,'' said Mrs. Blackwell, who got a free machine from the company. Now Zac plays the game at home three to four times per week, Mrs. Blackwell said. ''It's given Zac a way to modify his behavior in a way that he feels in control,'' she said, ''but he also knows that he has control over it.''
+Neurofeedback has been used by astronauts, athletes and others as a way to improve concentration. It has also been used to treat a wide variety of ailments, especially attention deficit disorder and attention deficit hyperactivity disorder.
+''A.D.D. is the single largest application of neurofeedback, not the only one,'' said Dr. Joel Lubar, a psychology professor at the University of Tennessee in Knoxville who has studied neurofeedback since 1970 and is now a consultant with East3. The National Institute of Mental Health says that at least 800,000 school-age children have attention disorders and that about many of them also have hyperactivity. The usual treatment for A.D.D. and A.D.H.D. includes behavior modification strategies used at school and at home and, for A.D.H.D., sometimes drugs like Ritalin, Dexedrine and Cylert.
+In a clinic, neurofeedback involves hooking the subject up to an electroencephalograph, or EEG, a device that monitors electrical activity in the brain, The EEG is in turn usually connected to a computer. The patient sits and concentrates on a simple task on the computer screen, like making a cartoon face smile. When the patient achieves the desired state of brain activity, the software completes the task. Neurofeedback treatment often includes 30 to 50 sessions, which cost $50 to $100 each.
+Dr. Lubar says neurofeedback delivers long-term results. ''If they learn it properly and use the techniques in home and school settings,'' he said, ''they tend to do very well by themselves.''
+But neurofeedback's effectiveness has not been proved through the usual double-blind scientific studies. And while the Attention Trainer device is not being marketed as a cure for children with attention disorders (it cannot be because it has not gone through the necessary federal approvals process), the product's Web site (www.attention.com) is laden with articles on A.D.H.D. and A.D.D.
+The Attention Trainer uses computer games, and it uses the special helmet in place of the electrodes for a laboratory-style EEG. Among the games included with the device is Breakaway Racer, in which a child can make a bicycle rider speed up by concentrating. Attention Trainer also includes a three-dimensional version of the old Pong game by Hasbro. In the 3-D version, the paddle grows bigger as the player concentrates. Pong merges eye-hand coordination with neurofeedback, and the company hopes that it will keep the children who use the device engaged. East3 has a licensing agreement with Hasbro and more games are under development, Mr. Blue said.
+The games were developed using technology originally produced at the National Aeronautics and Space Administration for flight simulators. ''We connected the brain waves to the automation systems in the flight deck,'' said Dr. Alan Pope, a research scientist at NASA's Langley Research Center in Hampton, Va., ''so that when our subjects became bored, the task would become less boring and pull them in. We realized -- we didn't prove this -- that if they were given enough time to practice, they could probably learn to deliberately control their brain waves.''
+To ensure that children stay motivated and that parents get their money's worth, parents who purchase the product are encouraged to join an online community at the product's Web site. Parental involvement in the learning process is integral to the success of the device, the company's vice president for marketing, Kathryn Gray, said in an e-mail interview.
+Parents who make such a hefty investment may be eager to hook up their children and have them start playing so they can start seeing results, but there are skeptics who attribute any positive results to the fact that the device pulls children and their parents together to work toward a goal -- not to the device.
+One such skeptic is Dr. Stephen Novella, an assistant professor of neurology at Yale University who uses EEG's in his research and is president of the New England Skeptical Society, which promotes science and reason. ''Teaching kids how to pay attention by spending time trying to focus on a task, and getting feedback encouraging them to perform better, that's basic psychology,'' Dr. Novella said. ''But is wearing this expensive helmet any better than sitting with a book in front of a task that you are encouraged to attend to? The burden of proof would be on them to prove that it is better. It's not that the feedback would not be helpful -- is the specific equipment adding anything to the treatment?''
+Mrs. Blackwell says that for her son, Zac, the answer is yes. For one week last month, Zac's Attention Trainer did not work, Mrs. Blackwell said, and his behavior became more ''extreme.''
+''There appears to be a certain place in his mind where he has to go in order to make the Attention Trainer work,'' she said. ''It gives him some sense of calm that then translates into the rest of his day.''
+Photograph HARD AT PLAY -- Zac Blackwell, 8, wears a helmet that monitors his attention level. (Timothy Wright for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Gadget+Tries+to+Lengthen+Young+Attention+Spans&title=New+York+Times&issn=03624331&date=2001-02-08&volume=&issue=&spage=G.8&au=Bonnie+Rothman+Morris&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 8, 2001","Suspecting attention deficit disorder, even though her pediatrician told her that [Zac Blackwell] was too young for his behavior to merit such a diagnosis, Mrs. Blackwell hoped that the device might help her son. During the summer, Zac played with the Attention Trainer twice weekly with the help of a technician at the East3 office in Richmond. ''A.D.D. is the single largest application of neurofeedback, not the only one,'' said Dr. Joel Lubar, a psychology professor at the University of Tennessee in Knoxville who has studied neurofeedback since 1970 and is now a consultant with East3. The National Institute of Mental Health says that at least 800,000 school-age children have attention disorders and that about many of them also have hyperactivity. The usual treatment for A.D.D. and A.D.H.D. includes behavior modification strategies used at school and at home and, for A.D.H.D., sometimes drugs like Ritalin, Dexedrine and Cylert. The Attention Trainer uses computer games, and it uses the special helmet in place of the electrodes for a laboratory-style EEG. Among the games included with the device is Breakaway Racer, in which a child can make a bicycle rider speed up by concentrating. Attention Trainer also includes a three-dimensional version of the old Pong game by Hasbro. In the 3-D version, the paddle grows bigger as the player concentrates. Pong merges eye-hand coordination with neurofeedback, and the company hopes that it will keep the children who use the device engaged. East3 has a licensing agreement with Hasbro and more games are under development, Mr. Blue said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Feb 2001: G.8.",12/6/19,"New York, N.Y.",,Bonnie Rothman Morris,New York Times Company,,Newspapers,431677936,"United States, New York, N.Y.",English,,Computer & video games; Children & youth; Biofeedback; Attention Deficit Hyperactivity Disorder,New York Times,Feature,,,,,,,
+Job Forecast: Internet's Still Hot,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/job-forecast-internets-still-hot/docview/431655682/se-2?accountid=14586,"IT'S the Internet, stupid.
+In 1995, the Bureau of Labor Statistics predicted that 5 of the 10 fastest-growing occupations over the coming decade -- including 2 of the top 3 -- would be in health care.
+The bureau recently revised those projections for the years 1998 to 2008, and health care has dropped out of the top five. Now every one of the five fastest-growing jobs will be computer-related, the bureau says, from computer engineers (No. 1) to desktop publishing specialists (No. 5).
+Mike Pilot, an economist in the bureau's Office of Employment Projections, says the explosive growth of the Internet, which was barely a blip on the employment radar screen back in the mid-90's, was a significant factor in reshaping the top 10. Part of the change has to do with the increasing number of computer-related job classifications, another consequence of the growth of the industry. For example, computer support specialists and database administrators, No. 2 and No. 4, respectively, were not tracked separately in 1994.
+Health care will remain a growth industry, especially as baby boomers start reaching their 60's near the end of the decade. Retail service occupations like sales clerks and cashiers, already among the largest job categories, will also grow strongly.
+And then there is the bad-news end of the spectrum: the jobs that the bureau expects to decline. Sewing machine operators, for example, are being hurt by a combination of increasing automation and growing global competition, Mr. Pilot said. Typists and word processors and bookkeepers and accounting clerks are being squeezed by technology that replaces their functions. Farming jobs are falling victim to productivity increases and the ever-rising costs of running a small farm.
+The list holds at least one oddity: child care workers in the home are expected to decline 31 percent, even as child care workers in day care centers rise by 26 percent. But the projection applies only to legally documented workers -- not those who may be paid off the books, and it is consistent with an expected overall decline in other household workers like cooks, housekeepers and butlers.
+These projections, like the earlier ones, will surely change as reality replaces expectation. The recent misfortunes of Internet companies may have a lasting impact, making the current projections seem too optimistic -- though every sector of the economy, not just the Internet, is growing more and more dependent on computer technology.
+But if they hold true, the projections reflect an economic trend that is both new and encouraging. In the past, menial and unskilled occupations were usually the ones predicted to grow the fastest. Now the growing importance of technology means that the fastest-growing jobs are also among the highest-paying.
+Illustration Drawings (Dylan Loeb McClain/The New York Times: illustration by Randall Enos)
+Chart Occupations
+GROWING FASTEST
+Computer engineers
+AVG.1999 WAGES: $65,780
+PROJ.JOB CHANGE 1998-2008: +108%
+Computer support specialists
+AVG.1999 WAGES: 39,410
+PROJ.JOB CHANGE 1998-2008: +102
+Systems analysts
+AVG.1999 WAGES: 57,920
+PROJ.JOB CHANGE 1998-2008: +94
+Database administrators
+AVG.1999 WAGES: 52,550
+PROJ.JOB CHANGE 1998-2008: +77
+Desktop publishing specialists
+AVG.1999 WAGES: 31,170
+PROJ.JOB CHANGE 1998-2008: +73
+Paralegals and legal assistants
+AVG.1999 WAGES: 36,550
+PROJ.JOB CHANGE 1998-2008: +62
+Personal care and home health aides
+AVG.1999 WAGES: 16,060
+PROJ.JOB CHANGE 1998-2008: +58
+Medical assistants
+AVG.1999 WAGES: 22,650
+PROJ.JOB CHANGE 1998-2008: +58
+Social and human service assistants
+AVG.1999 WAGES: 22,760
+PROJ.JOB CHANGE 1998-2008: +53
+Physician assistants
+AVG.1999 WAGES: 50,650
+PROJ.JOB CHANGE 1998-2008: +48
+DECLINING FASTEST
+Private child care workers
+AVG.1999 WAGES: $15,430
+PROJ.JOB CHANGE 1998-2008: -32%
+Sewing machine operators, garment
+AVG.1999 WAGES: 16,750
+PROJ.JOB CHANGE 1998-2008: -30
+Textile machine operators
+AVG.1999 WAGES: 21,320
+PROJ.JOB CHANGE 1998-2008: -26
+Computer operators, except peripheral equipment
+AVG.1999 WAGES: 28,170
+PROJ.JOB CHANGE 1998-2008: -24
+Typists,including word processors
+AVG.1999 WAGES: 24,270
+PROJ.JOB CHANGE 1998-2008: -20
+GAINING THE MOST WORKERS
+Systems analysts
+AVG.1999 WAGES: $57,920
+PROJ.JOB CHANGE 1998-2008(THOUSANDS): +577
+Retail salespeople
+AVG.1999 WAGES: 19,210
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +563
+Cashiers
+AVG.1999 WAGES: 15,290
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +556
+General managers and top executives
+AVG.1999 WAGES: 65,910
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +551
+Truck drivers
+AVG.1999 WAGES: 31,900
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +493
+Office clerks
+AVG.1999 WAGES: 21,450
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +463
+Registered nurses
+AVG.1999 WAGES: 44,470
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +451
+Computer support specialists
+AVG.1999 WAGES: 39,410
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +439
+Personal care and home health aides
+AVG.1999 WAGES: 16,060
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +433
+Teacher assistants
+AVG.1999 WAGES: 17,400
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +375
+LOSING THE MOST WORKERS
+Farmers
+AVG.1999 WAGES: N.A.
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): -173
+Sewing machine operators,garment
+AVG.1999 WAGES: $16,750
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): -112
+Private child care workers
+AVG.1999 WAGES: 15,430
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): -97
+Typists,including word processors
+AVG.1999 WAGES: 24,270
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): -93
+Bookkeepers, accountants and auditing clerks
+AVG.1999 WAGES: 25,250
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): -81
+Wage figures are for *applications engineers,tractor-trailer and heavy truck drivers, all child care workers and **all computer operators.
+Industries
+GROWING FASTEST
+Computer and data processing services
+PROJ.JOB CHANGE 1998-2008: +117
+Home health care services
+PROJ.JOB CHANGE 1998-2008: +81
+Miscellaneous health services
+PROJ.JOB CHANGE 1998-2008: +65
+Automotive services,except repair
+PROJ.JOB CHANGE 1998-2008: +60
+Residential care
+PROJ.JOB CHANGE 1998-2008: +57
+Security and commodity exchanges and services
+PROJ.JOB CHANGE 1998-2008: +55
+Nonstore retailers
+PROJ.JOB CHANGE 1998-2008: +55
+Management and public relations
+PROJ.JOB CHANGE 1998-2008: +45
+Local and suburban transportation
+PROJ.JOB CHANGE 1998-2008: +45
+Personnel supply services
+PROJ.JOB CHANGE 1998-2008: +43
+DECLINING FASTEST
+Crude petroleum,natural gas, gas liquids
+PROJ.JOB CHANGE 1998-2008: -46
+Apparel
+PROJ.JOB CHANGE 1998-2008: -36
+Coal mining
+PROJ.JOB CHANGE 1998-2008: -35
+Footwear, except rubber and plastic
+PROJ.JOB CHANGE 1998-2008: -34
+Metal cans and shipping containers
+PROJ.JOB CHANGE 1998-2008: -32
+GAINING THE MOST WORKERS
+Computer and data processing services
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,872
+Education
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,710
+Personnel supply services
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,393
+Food establishments
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,321
+Physicians' offices
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +764
+Miscellaneous business services
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +751
+Self-employed workers
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +750
+Local government, excluding education and hospitals
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +593
+Home health care services
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +541
+Management and public relations
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +466
+LOSING THE MOST WORKERS
+Private households
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): 203
+Apparel
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): 197
+Federal government
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): 165
+Agricultural production
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): 148
+Weaving, finishing, yarn and thread mills
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): 69
+States
+GROWING FASTEST
+Nevada: Securities and financial services workers
+PROJ.JOB CHANGE 1998-2008: +54
+Arizona: Computer engineers
+PROJ.JOB CHANGE 1998-2008: +37
+Colorado: Database administrators,
+PROJ.JOB CHANGE 1998-2008: +32
+Utah: computer support, specialists and other
+PROJ.JOB CHANGE 1998-2008: +30
+Idaho: computer scientists
+PROJ.JOB CHANGE 1998-2008: +27
+GAINING THE MOST WORKERS
+California: Cashiers
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +3,129
+Texas: Cashiers
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,917
+Florida: Cashiers
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,543
+Georgia: General managers and top executives
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,035
+Illinois: General managers and top executives
+PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +903
+(Source: Bureau of Labor Statistics)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Job+Forecast%3A+Internet%27s+Still+Hot&title=New+York+Times&issn=03624331&date=2001-01-30&volume=&issue=&spage=G.9&au=DYLAN+LOEB+McCLAIN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 30, 2001","PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,872 PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,917 PROJ.JOB CHANGE 1998-2008 (THOUSANDS): +1,035","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Jan 2001: G.9.",11/15/17,"New York, N.Y.",United States US,DYLAN LOEB McCLAIN,New York Times Company,,Newspapers,431655682,"United States, New York, N.Y.",English,30-Jan-01,Occupations; Statistics; Labor market; Economic trends; High tech industries,New York Times,Feature,,,,,,,
+News Summary:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/431589360/se-2?accountid=14586,"INTERNATIONAL A3-12
+Peru's President Is Ready To Step Down, Aides SayTwo top officials in Peru announced that President Alberto K. Fujimori would resign by Tuesday, ending a decade in power in which he battled terrorists, drug traffickers and hyperinflation before succumbing to a series of scandals. There was no immediate word from Mr. Fujimori, who is visiting Japan. A1",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2000-11-20&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 2000","Peru's President Is Ready To Step Down, Aides SayTwo top officials in Peru announced that President Alberto K. Fujimori would resign by Tuesday, ending a decade in power in which he battled terrorists, drug traffickers and hyperinflation before succumbing to a series of scandals. There was no immediate word from Mr. Fujimori, who is visiting Japan. A1 Clintons End Vietnam VisitPresident Clinton ended an emotional three-day visit to Vietnam as he began it, pressing America's former foe -- gently but insistently -- to set aside its fears and join the global marketplace of trade and ideas. Mr. Clinton's remarks came four months after the two nations signed a trade agreement that, if carried out, would break down many of the protective walls Vietnam has erected around its economy and society. A1 Emotional Loss for SelesTears sneaked up on Monica Seles after her loss to Martina Hingis in a riveting match at Madison Square Garden that marked the end of the nearly 30-year run of the Chase Championship tournament in New York. ''I was just very emotional,'' said the usually composed Seles. For the next three years the event will be in Germany, where Seles was stabbed in 1993 and will not play. D7","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 2000: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431589360,"United States, New York, N.Y.",English,20-Nov-00,,New York Times,Summary,,,,,,,
+Canadian Scientists Glower as U.S. Scientists Play in Frozen North,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/canadian-scientists-glower-as-u-s-play-frozen/docview/431558218/se-2?accountid=14586,"As Canadian soldiers hoist duffel bags from troop transports at a gravel airstrip here, a large red maple leaf signboard greets the new arrivals with the words, in English and French, ''Proudly Canadian.''
+But even this military post in the Canadian Arctic, 2,700 miles north of the American border, cannot escape the southern neighbor's shadow. On maps, Canada's northernmost outpost is sandwiched between the Lincoln Sea and the United States Range, named by an American Navy mission in 1871. And even though Alert serves as a base for Canadian research into greenhouse gases and Arctic bird migrations, financing of science by the Canadian government is lagging in the rest of the Arctic, helping Americans to dominate northern scientific research at the top of the world.
+''Canadian scientists are starting to resent what appears to be an American takeover of the Far North,'' Ed Struzik, a veteran reporter on the Arctic, warned last summer in The Edmonton Journal. He listed a series of American projects: fossil forest research on Axel Heiberg Island by a University of Pennsylvania team; a NASA project replicating Mars conditions in an asteroid crater on Devon Island; and the passage through Arctic waters this summer of a new United States Coast Guard cutter, the Healy.
+A multidisciplinary panel of Canadian university professors sounded a similar theme this fall in their report, ''A Crisis in Northern Research.'' To help Canada catch up, the professors called on Ottawa to finance 24 research chairs, 80 research fellowships and 70 new research projects dedicated to the Canadian Arctic.
+But for some, Canada's latest interest is reactive, and half-hearted.
+''Canada has always had a reactive interest in the Arctic -- this is the latest spasm,'' said Jerry Kobalenko, a visitor here who is writing a book on Ellesmere Island, Canada's last stop before the North Pole.
+Ninety percent of Canadians live along their southern border. ''Even though the Canadian public pretends it likes being an Arctic country, it is looking entirely southward,'' said Dr. Rob Huebert, associate director of the Center for Military and Strategic Studies at the University of Calgary.
+Richard Weber, a polar skier who runs a travel business, Canadian Arctic Holidays, said: ''Canadians live in a cold country, so they think, 'why go to the Arctic?' The average Canadian does not know a lot about the Arctic.''
+But just as predominantly coastal Brazilians tend to ignore the Amazon until someone else turns up there, Canadians focus on their vast backyard when outsiders seem to be interfering: proposing ''internationalization'' of the Arctic, proposing United Nations supervision of Native populations, or sending well-financed foreign scientific expeditions.
+This summer, some Canadians groaned at the return of a University of Pennsylvania research team to an island west of here, where the previous summer they had taken samples from a mummified forest. Noting that the American team's budget was 100 times that of a rival Canadian team, the Edmonton newspaper published a photograph of a man lugging a huge chunk of wood from a hole, with the caption, ''An American scientist removes a 45-million-year-old piece of wood last year from a fossil forest on Canada's Axel Heiberg Island.''
+Turning to the Arctic waters of the Northwest Passage, a maritime route claimed by Canada, James P. Delgado, executive director of the Vancouver Maritime Museum, wrote in Toronto's Globe and Mail newspaper, ''Our northern frontier is ours thanks to the blood sacrifice the Arctic exacted from our explorers.''
+But, with warmer weather increasingly making commercial and scientific ship traffic a summer reality in the Arctic, some Canadian officials are taking less nationalistic stands. In an interview before stepping down as foreign minister in mid-October, Lloyd Axworthy, a Liberal member of Parliament, called for moving beyond the ''standoff between the United States and Canada'' over shipping rules in the Arctic. He called for a multilateral government group, like the Arctic Council, to set universal rules for safe shipping in all Arctic regions, whether in Russian, American, Canadian, Greenlandic or Norwegian waters.
+Despite calls from Canadian professors and journalists, Ottawa has not chosen to increase research financing or to block outsiders from studying the Canadian Arctic. For the moment, Canadian Arctic research seems to be a matter of the ability to pay.
+''You have to pay to play,'' said Dr. Kirk R. Johnson, curator of paleontology at the Denver Museum of Nature and Science, who has participated in American projects at the fossil forest and the crater site. ''Science is full of people who have sour grapes, who didn't get the funds. If you do the research, if you publish the papers, you get the funding.''
+Stressing that most American polar research is in the Antarctic, Dr. Johnson conceded that Canada, with an economy less than one-tenth that of the United States, would always have a hard time matching American Arctic science budgets.
+Here at Alert, a combined military and weather base, budget cuts and technological modernization have led Canadian forces to cut staffing by two-thirds over the last decade, to 69 men and women this winter. But even though this station needs 180 cargo flights of food and fuel to get through the long winter, Canadians are determined to keep the maple leaf flying on their northernmost tip.
+''Physical occupation of land is the most important element of sovereignty -- you have to be there,'' said Col. Pierre LeBlanc, who stepped down in July as northern commander of the Canadian forces.
+Early in the 20th century, Ottawa was stirred to explore the Arctic only after foreign intrusions. Americans mounted discovery missions. A Norwegian explorer tried to claim some islands for Norway. A Danish trader undiplomatically described this massive island, unpopulated at the time, as ''no man's land.''
+In this century, new technology may bring a boom in Arctic mining and production of oil and gas. If the climate continues to grow warmer, the Northwest Passage could become a regular shortcut for freighters going from Europe to Asia.
+Unfortunately for Canadian researchers, though, Canada pays $20 million a year to keep this base going for reasons more military than scientific. Ideal for intercepting Russian radio communications, this base, 507 miles south of the North Pole, is closer to Moscow than to Ottawa. Mr. Huebert described this polar station, bristling with antennas and far from urban radio pollution, as ''a very clear listening point, like going to the top of a hill.''
+But in the 1990's, through automation and improved technology, the United States and Canada closed most of the staffed radar stations that once were strung across the Arctic. With half the staff and radar sites, military leaders say they now have better early warning capability than ever if Russian missiles ever come over the pole.
+With Alert's power generators burning 60 gallons of airlifted diesel an hour, it is unclear how long Canada will keep so many people at a post that descends into five months of polar night every October.
+As privatization spreads in Canada, some people wonder whether scientists and tourists could supplement soldiers in asserting modern sovereignty. At this base, the northernmost human settlement in the world, there are housing wings where bedrooms gather dust because their military occupants pulled out years ago.
+With scientists increasingly interested in climate change and affluent tourists attracted by Ellesmere Island National Park, only 25 miles southwest of Alert, this base could defray costs by taking in nonmilitary visitors. The flow of scientists here is only a trickle, compared with what it could be.
+''There clearly is a huge interest among the Canadian scientific community,'' Rick Boychuk, editor of Canadian Geographic magazine, said on a visit here. ''I am sure there are entrepreneurs who would see great potential here, giving logistical support for scientists, as well the chance for tourists to take a very unique and original peak at the Arctic.''
+But Alert's soldiers, instilled with half a century of pride as the ''frozen chosen,'' blanch at such a change in mission. Referring to the Department of National Defense, one major visiting here from Ottawa rolled her eyes and said: ''D.N.D. is not in the business of running bed and breakfasts.''
+Photograph Canadian scientists are urging more research in the nation's far north, where conditions are difficult. Above, supply officers unload fuel for the station at Alert; below, wreckage of a plane that crashed there years ago. (Photographs by Kevin Moloney for The New York Times)
+Map of the Canadian Arctic highlighting Alert, Nunavut.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Canadian+Scientists+Glower+as+U.S.+Scientists+Play+in+Frozen+North&title=New+York+Times&issn=03624331&date=2000-10-31&volume=&issue=&spage=F.6&au=Brooke%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 31, 2000","Even this military post in the Canadian Arctic, 2,700 miles north of the American border, cannot escape the southern neighbor's shadow. On maps, Canada's northernmost outpost is sandwiched between the Lincoln Sea and the United States Range, named by an American Navy mission in 1871. And even though Alert serves as a base for Canadian research into greenhouse gases and Arctic bird migrations, financing of science by the Canadian government is lagging in the rest of the Arctic, helping Americans to dominate northern scientific research at the top of the world. ''Canadian scientists are starting to resent what appears to be an American takeover of the Far North,'' Ed Struzik, a veteran reporter on the Arctic, warned last summer in The Edmonton Journal. He listed a series of American projects: fossil forest research on Axel Heiberg Island by a University of Pennsylvania team; a NASA project replicating Mars conditions in an asteroid crater on Devon Island; and the passage through Arctic waters this summer of a new United States Coast Guard cutter, the Healy. with warmer weather increasingly making commercial and scientific ship traffic a summer reality in the Arctic, some Canadian officials are taking less nationalistic stands. In an interview before stepping down as foreign minister in mid-October, Lloyd Axworthy, a Liberal member of Parliament, called for moving beyond the ''standoff between the United States and Canada'' over shipping rules in the Arctic. He called for a multilateral government group, like the Arctic Council, to set universal rules for safe shipping in all Arctic regions, whether in Russian, American, Canadian, Greenlandic or Norwegian waters.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Oct 2000: F.6.",11/15/17,"New York, N.Y.",Canada Arctic region,"Brooke, James",New York Times Company,,Newspapers,431558218,"United States, New York, N.Y.",English,31-Oct-00,Research; International relations-US,New York Times,Feature,,,,,,,
+Sales? The Internet Will Handle That. Let's Talk Solutions.,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sales-internet-will-handle-that-lets-talk/docview/431468333/se-2?accountid=14586,"CALL them ''vendors'' at your peril. Even references to working in ''product sales'' are met with tight-lipped grins.
+Try relationship managers, account specialists, value-added consultants, solution providers, orchestra leaders or quarterbacks.
+And what exactly do these born-again sales representatives do? Opportunity identification, client development and service delivery, or as one executive put it, in a phrase echoed by others, ''They leverage our intellectual capital so that we and our customers win.''
+Take that, Willy Loman.
+No longer are business-to-business sales simply a matter of closing the deal. Over the last two years, customers have been learning to do it themselves -- track product availability, price and deliveries -- using well-crafted Web sites and a few quick clicks. Such self-sufficiency frees up the 40 percent of a sales representative's day that was consumed with these mundane tasks, according to several executives who did time and management studies.
+Managers in many industries expect their sales forces to use those hours creatively by harnessing the Internet to redefine and expand their roles and turn stop-and-shop customers into long-term business partners.
+''I don't simply sell chemicals anymore; I sell the full range of Eastman's services,'' said Kathy M. Wachala, a principal account supervisor at the Eastman Chemical Company in Kingsport, Tenn., an international manufacturer of plastics, chemicals and fibers with $4.6 billion in sales last year. ''I identify Eastman's capabilities and those of our customers. Then I look for partnering opportunities -- a manufacturing process we could help simplify, a new product we could help improve.''
+Ms. Wachala has worked for the company, an international manufacturer of plastics, chemicals and fibers with $4.6 billion in sales last year, for 10 years. Her job these days, she said, is to lead a ''consultative team'' culled from each department; her goal is to nurture relationships by making customers ''more loyal, more profitable, more reliant on us.''
+Sound like the death of a salesman? How about the resurrection and rebirth? But not without labor pains.
+Listen, for example, to the description of the perfect sales representative, according to Christian Nivoix, the global general manager, distribution sector, for I.B.M.: ''The best sales people must be curious enough to learn all they can about each customer; smart enough to embrace the Web as a valuable tool in that regard; flexible enough to engage in 'co-opetition,' '' or joining forces in one area today with a customer you'll compete against tomorrow. They also must be intimate enough with I.B.M. to ''weave together integrated solutions'' to new business needs.
+''Some people are willing and capable of this fluidity,'' Mr. Nivoix said. ''Others are not.''
+Roger K. Mowen Jr., vice president for Eastman's CustomerFirst initiative and chief information officer, agrees. ''We've given our sales people every opportunity to 'skill up,' '' he said. ''But we hold them responsible for keeping up as we change our company's culture from product-based to customer-centric, from transactional to problem solving.''
+And if they don't? ''We try to find other options for them within the organization. But for some, this may not be the place.''
+The sales ranks, he noted, have already thinned. ''Mostly new hires form the core now,'' he said. ''The rest were worked out of the system.''
+At the heart of the current sales force transformation are extranets -- secure sites or connections with limited access to, in this case, a business customer. Databased transactions, like ordering from catalogs, checking prices and product availability, and tracking deliveries, are ripe for this Web-style automation.
+''As the low-hanging fruit -- the common transactions -- migrate to the Web, what's left requires more intellectual input from sales reps, who we call associates,'' said Joe McCrone, area sales director in e-solutions at Ingram Micro Inc., the world's largest wholesale distributor of technology products. Customers, for example, may not have the equipment to perform certain tasks, or with only $100,000 of equity, they want to know whether they can complete a $4 million deal. ''Associates are now in the business of providing solutions, which makes them -- and this company -- value added,'' Mr. McCrone said.
+Many members of Ingram Micro's sales force welcomed the Web as a tool to improve customer satisfaction, thus strengthening loyalty to the company and the sales staff, whose members are now free to trouble-shoot. But as at other transaction-rich enterprises, some members of the telephone sales staff at Ingram Micro, which had $28 billion in revenue last year, feared that the Net would lead to lost sales.
+''They argued that if we made Web use too easy, customers were less likely to call, which gave them fewer opportunities to fine-tune orders or interest customers in other purchases,'' said Guy Abramo, a senior vice president and chief information officer. It was a concern among management, too.
+One response has been to provide incentives to customers who close deals on the phone: the possibility of negotiating lower prices. Other companies are ensuring that sales representatives receive a financial piece of any of their customers' transactions, whether they are conducted in person, by phone, fax or on the Web.
+''It encourages account managers to nurture personal relationships with customers,'' said Harry J. Harczak Jr., the chief financial officer of CDW Computer Centers Inc., a direct marketer of brand-name computer products. ''And it's those relationships that make it difficult -- and costly -- for customers to switch suppliers.''
+Web-literate sales representatives have learned to use extranets to assemble customer sales histories. By analyzing the data, they can augment their own sales potential.
+Lynn Brubaker, the vice president and general manager of the commercial market, aerospace, at Honeywell, said that by compiling and sharing data, her sales force was spotting trends and identifying opportunities for growth -- opportunities that customers sometimes knew nothing about.
+''You wouldn't necessarily think that this would require our sales people to become strategic marketing people,'' she said. But it has.
+I.B.M. sales representatives have used extranets to identify clients they might otherwise have missed. The process can start, said David J. White, I.B.M.'s director of solution sales and business partners for the public sector, when sales representatives go to large state meetings and get the word out to small municipalities that I.B.M. can serve their needs. When customers log on to the appropriate Web site, Mr. White and his colleagues take the initiative.
+''I can see which products and services they're interested in,'' he said, ''and begin to anticipate their needs.''
+In suburban Chicago, CDW Computer Centers uses the extranet to help its telephone sales force project that ''personal touch'' once reserved for face-to-face encounters. The 17-year-old company, which had just more than $2.5 billion in revenue last year, has 820 account managers. None of them venture into the field.
+They do post their photographs online, however, as well as those of their backups, so that their customers can see the people behind the voices. Thanks to a special hookup, customers can even see whether their account manager is in the office.
+''It saves time when you're trying to track someone down,'' Mr. Harczak said, which makes it a natural enhancement to customer satisfaction. ''Besides, it's a great way to bond.''
+And, who knows, it could be the beginning of a beautiful friendship.
+Illustration Drawing (Wesley Bedrosian)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sales%3F+The+Internet+Will+Handle+That.+Let%27s+Talk+Solutions.&title=New+York+Times&issn=03624331&date=2000-06-07&volume=&issue=&spage=H.20&au=Slade%2C+Margot&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,H,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 2000","I.B.M. sales representatives have used extranets to identify clients they might otherwise have missed. The process can start, said David J. White, I.B.M.'s director of solution sales and business partners for the public sector, when sales representatives go to large state meetings and get the word out to small municipalities that I.B.M. can serve their needs. When customers log on to the appropriate Web site, Mr. White and his colleagues take the initiative. ''I don't simply sell chemicals anymore; I sell the full range of Eastman's services,'' said Kathy M. Wachala, a principal account supervisor at the Eastman Chemical Company in Kingsport, Tenn., an international manufacturer of plastics, chemicals and fibers with $4.6 billion in sales last year. ''I identify Eastman's capabilities and those of our customers. Then I look for partnering opportunities -- a manufacturing process we could help simplify, a new product we could help improve.'' Listen, for example, to the description of the perfect sales representative, according to Christian Nivoix, the global general manager, distribution sector, for I.B.M.: ''The best sales people must be curious enough to learn all they can about each customer; smart enough to embrace the Web as a valuable tool in that regard; flexible enough to engage in 'co-opetition,' '' or joining forces in one area today with a customer you'll compete against tomorrow. They also must be intimate enough with I.B.M. to ''weave together integrated solutions'' to new business needs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 2000: H.20.",11/15/17,"New York, N.Y.",United States US,"Slade, Margot",New York Times Company,,Newspapers,431468333,"United States, New York, N.Y.",English,7-Jun-00,Vendor supplier relations; Business to business commerce; Salespeople; Electronic commerce,New York Times,News,,,,,,,
+The Garment District Tries on Some New Togs,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/garment-district-tries-on-some-new-togs/docview/431220908/se-2?accountid=14586,"THERE is a battle under way for the soul of the garment district, that famously congested segment of Manhattan between Times Square and Penn Station, Fifth and Eighth Avenues.
+With office space scarce and expensive elsewhere and with garment manufacturing having largely moved to low-wage countries, buildings in the area are looking attractive to developers eager to refurbish them and rent at much higher rates to office tenants.
+The Bates USA advertising agency created a stir in 1997 when it decided to abandon the Chrysler Building to take 200,000 square feet at 498 Seventh Avenue, between 36th and 37th Streets. And while the Skadden Arps Slate Meagher & Flom law firm will occupy about half of the new Conde Nast building at 42d Street and Broadway, much of the firm's back-office operations will be in a former garment building at 1460 Broadway, about a block to the south.
+''Midtown South is full, so there is tremendous demand in the garment district to convert to office,'' said Bernard Weitzman, a director of Insignia/ESG, the real estate service company. ''There are a few buildings in the area that will not entertain any non-garment tenants, but from Fifth to Eighth Avenue in the 30's, it's changing.''
+Real estate executives note the convenience of transportation in the district, with rail and subway stations nearby and the newly burnished image of Times Square, once considered a headquarters of grime and crime.
+''Some people are calling the garment district Times Square South these days,'' Mr. Weitzman said.
+But others say that even if the garment district is shrinking and changing somewhat in character, its essential nature survives. There is an efficiency in grouping designers and their showrooms in one geographic area, they say, to make it easier for buyers to sample the next season's offerings without having to travel all over the city.
+''It makes sense to have the designers clustered together,'' said Barbara Randall, executive director of the Fashion Center Business Improvement District 'A buyer can shop trade shows, but they only see a fraction of a designer's line. People always want to shop the showrooms.''
+And the designers like showrooms, because it gives them the ability to display their goods the way they want them presented. ''The showroom is a stage,'' Ms. Randall said. ''It is their opportunity to present their products the way they want them to be perceived.''
+To assist out-of-town buyers, Ms. Randall noted, the BID maintains an information center at Seventh Avenue and 39th Street. ''Buyers can go in there and say they are interested in career ware in a moderate-price range and we can hand them a list of people with those products,'' she said.
+The shrinkage of the district, which once sprawled south of Penn Station into the teens, is something of an advantage, said Stan Herman, who operates his own apparel design company and is president of the Council of Fashion Designers of America. ''Europeans love coming here because everything is concentrated on one area,'' he said. ''In Europe, everything is spread out ball over the place.''
+In an effort to maintain manufacturing employment, the city has enacted zoning rules for the garment district that require that if an owner rents a certain amount of space to an office tenant, and equal amount must be allocated to a garment tenants.
+However, because the assembly of clothing has stubbornly resisted automation and is still a labor-intensive operation, manufacturing has steadily moved to areas in Asia and Central America where labor is cheap. Ms. Randall said the number of garment industry jobs is down from 200,000 a decade ago to about 80,000 now, with many of them in Chinatown and the boroughs outside of Manhattan.
+Many real estate executives say the only real effect of the special zoning rules has been to hold down property values in the garment district due to the inability of owners to convert their buildings to office use.
+Some manufacturing will remain in the garment district, Ms. Randall said, if only to serve the designers. ''Designers want access to pattern makers and the ability to select things like buttons,'' she said.
+But some real estate executives say office tenants are pushing rents on Broadway and Seventh Avenues, from the mid-$20's per square foot annually to the high $30's in some locations. That, they said, is driving some designers to side streets, where rents are still in the mid-teens to low $20's, depending on the condition of the building.
+A good example, said David Winoker, the executive vice president of Winoker Realty, is the building at 141 West 36th Street, which is being renovated to attract designers who need showrooms, office space and only minimal sewing capability.
+LIKE most buildings in the garment district which were formerly highly specialized by one type of clothing, 141 West 36th Street was once occupied with showrooms displaying women's blouses.
+''In the 1970's all of these buildings were oriented toward one part of the market,'' Mr. Winoker said. But in the last 25 years the American market for apparel has changed and such specialization no longer makes sense. In addition, he said, many of the older showrooms can only be reached from blank, featureless corridors that do little to encourage impulse shopping.
+So the building is being upgraded, so that showrooms have glass facades, which let buyers see the goods being offered as soon as the elevator doors open. ''This way, if a buyer is headed to a floor high up in the building and the door opens at a lower floor, he might see something that will make him come back and make a visit,'' said Ira Fishman, a senior vice president of Winoker Realty.
+A sample floor has been built in the building, which has 6,000-square-foot floorplates. In addition to the use of glass, the showrooms have wooden floors and spotlights nestled among the sprinkler pipes near the ceiling.
+One designer, Iliana Wolf, who specializes in evening wear, has taken 3,000 square feet for a showroom and offices. ''Iliana Wolf extended the wood floor to make a reception area, with the offices in the back,'' Mr. Winoker said.
+Just as some building owners are willing to finish space for shaky new media companies, because a new tenant can be fitted in with almost no new work, showrooms in the garment district are almost ''generic space,'' Mr. Winoker said. ''If a tenant moves out, you can replace him with a minimum of work,'' he said.
+And, unlike the Internet-based companies, with their requirements for high electrical and telecommunications capacity, clothing designers can fit into existing infrastructures, he said.
+''THE garment district is shrinking because many of the textile companies have gone away,'' said Marc Kritzer, the president of Fashion Realty Group. But, he said, design talent flourishes in a concentrated geographic area.
+''Fruit of the Loom is back in New York after about a year and a half away,'' he said of the company that recently leased 22,000 square feet of showroom and office space at 525 Seventh Avenue at 38th Street. ''They found that there was not enough talent in Bowling Green, Ky.''
+He said that companies such as Danskin, Ocean Pacific, Jordache and Monarch Luggage had recently signed leases for space in the garment district. ''Key buildings, like 1407 and 1411 Broadway will not take any non-apparel tenants,'' he said.
+Mr. Herman said the work of the business improvement district had helped deal with security and sanitation problems in the area and said the renewal of Bryant Park on the district's northern edge had permitted fashion shows, presented in elaborate tents in the park, that helped re-establish the area as a design center. ''Those shows put the stamp of approval on the area,'' he said.
+He said the improvement at both the northern and southern ends of the district and the growth of tourism in the city were helping retailers in the district as well as improving the general ambiance.
+''People are not rushing from Times Square to Penn Station anymore,'' he said. ''They are taking time to walk through the garment district and shop at the stores here.''
+Photograph Ira Fishman, left, and David Winoker of Winoker Realty, leasing agent for 141 West 36th Street. Building is being renovated for showrooms and office space.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Garment+District+Tries+on+Some+New+Togs&title=New+York+Times&issn=03624331&date=1999-08-01&volume=&issue=&spage=11.9&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05650058&rft_id=info:doi/,11,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 1, 1999","THERE is a battle under way for the soul of the garment district, that famously congested segment of Manhattan between Times Square and Penn Station, Fifth and Eighth Avenues. The Bates USA advertising agency created a stir in 1997 when it decided to abandon the Chrysler Building to take 200,000 square feet at 498 Seventh Avenue, between 36th and 37th Streets. And while the Skadden Arps Slate Meagher & Flom law firm will occupy about half of the new Conde Nast building at 42d Street and Broadway, much of the firm's back-office operations will be in a former garment building at 1460 Broadway, about a block to the south. ''Midtown South is full, so there is tremendous demand in the garment district to convert to office,'' said Bernard Weitzman, a director of Insignia/ESG, the real estate service company. ''There are a few buildings in the area that will not entertain any non-garment tenants, but from Fifth to Eighth Avenue in the 30's, it's changing.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Aug 1999: 9.",11/15/17,"New York, N.Y.",New York City New York,"Holusha, John",New York Times Company,,Newspapers,431220908,"United States, New York, N.Y.",English,1-Aug-99,Commercial real estate; Clothing industry; Manufacturers; Designers; Fashion,New York Times,News,,,,,,,
+Learning to Live With a Technology Correction,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/learning-live-with-technology-correction/docview/431014721/se-2?accountid=14586,"Corrections are never fun, but they can provide a kind of clarity that is in short supply during sustained bull markets. For buyers of technology stocks, which shared disproportionately in both the long bull run and last week's market rout, now is a time to reassess portfolios and adjust as necessary.
+''When the market corrects, the important issue is not what you owned going into the correction, but what your portfolio looks like when it's over,'' said Roger B. McNamee, a principal in Integral Capital Partners, a fund specializing in technology stocks. ''As painful as it is to sell things when they're down, corrections like this are the last opportunity to get the next up cycle right.''
+Technology stocks are not homogenous, of course, and there are different reasons for buying or selling different sectors.
+Some technology companies, notably chip makers and makers of equipment for making chips like the LSI Logic Corporation and Applied Materials Inc, but also some software companies like Adobe Systems Inc. and disk-drive producers like Seagate Technology Inc., have reported weakening of their fundamentals from the Asia crisis, and they had significant declines in their stock prices before the broader correction. They may not see earnings growth for some time to come, and growth is what usually fuels technology investments. But analysts say the correction has made some of these companies so cheap that they are good values.
+One theory of technology investing holds that the dominant players in any field will never look cheap by conventional measures but will, over the long term, so far outperform competitors that they are a compelling investment at nearly any price. Under that theory, at Friday's closing prices, buyers can now buy stock in the Microsoft Corporation at $105.25, a 12 percent discount to its 52-week high; the Intel Corporation at $77, or 22 percent off the 52-week high, or the Dell Computer Corporation at $118.75, an 8 percent discount.
+The Internet stocks, whose sky-high multiples of price to often nonexistent earnings make Microsoft look cheap, are still expensive by any conventional measure. But major names like Yahoo Inc., which closed Friday at $83.0625, down nearly 20 percent from its 52-week high, and Amazon.com Inc., at $105.8906, down 27 percent, are at least cheaper than they were before. Many technology investors want to own them, although many would also like to see a little more price correction in the group.
+''Everybody wants to own Internet stocks and would really like to own them at one-third the price,'' Mr. McNamee said.
+He has instead been buying shares in companies that make software for corporate operations, selling underperformers to buy market leaders like Peoplesoft Inc., at $27.25, less than half its 52-week high; Siebel Systems Inc., now more than a third off at $22.50; I2 Technologies Inc., at $16, down 62 percent, and Citrix Systems Inc., at $63.50, off 16 percent. ''This is an environment where the premium you pay for owning the best companies has narrowed dramatically,'' Mr. McNamee said.
+James Davidson, a managing director at Hambrecht & Quist, said the correction could serve to separate momentum investors, who trade stocks based solely on market movement, from long-term investors, who buy based on fundamentals. Last week's selloff presents an opportunity to buy established franchise holders and potential growth leaders at substantial discounts, if investors are prepared to wait for a return, he said.
+''I don't think you can go wrong buying Microsoft, Cisco, Solectron or Dell,'' he said. Among newer market leaders, he likes Siebel Systems, which makes sales-force automation software; Rambus Inc., a producer of fast memory chips, and Advanced Risc Machines Inc., which makes chips for portable computing devices. ''Are you going to make money in the next few days? Maybe not. But over the next three to six months, no question,'' he said. ''It's not a question of whether these companies are good buys, just when.''
+Although Wall Street continued bidding up technology stocks through July 20, when the technology-heavy Nasdaq composite index peaked, many companies had started to foretell earnings shortfalls earlier this year when they began to recognize the scale of the Asian economic crisis and its impact on sales. Now, though, so many companies have cautioned investors about diminished expectations, and enough analysts have reduced estimates going forward, that some technology buyers suspect they may see earnings surprises on the upside in the third and fourth quarters.
+Michael Murphy, editor of the California Technology Stock Letter, said he spent last Thursday and Friday buying stocks among fallen semiconductor and software companies, including Applied Materials, LSI Logic and Adobe, which were all down significantly from their 52-week highs. ''You just don't get prices like that on these quality companies that often,'' he said. ''Fundamental unit demand for technology products is still double-digit, and I just don't see that anywhere else in the economy.''
+Nevertheless, Mr. Murphy said many technology stocks that trade at high multiples to earnings or revenues have not dropped far enough to signal the end of the correction. ''Before this is over in the technology sector you've got to take down Microsoft and Dell,'' he said. ''The Internet stocks still have a long way to go. That's the purpose of a correction, to flush this stuff out.''
+John T. Rossi, a managing director with BancAmerica Robertson Stephens, said that the trading system on Nasdaq, where most technology stocks are listed, has tended to accelerate falling prices for the group. In Nasdaq trading, a transaction does not occur until a seller's asking price finds a matching bid by a buyer. ''In times of selloffs, bids tend to disappear,'' Mr. Rossi said. ''It's almost impossible to sell without a huge discount. Everyone gets skittish at the same time so nobody knows how bad it is in a particular stock.''
+In anticipation of a recovery in the personal computer industry next year, when Microsoft ships the new version of its Windows NT software for the corporate-network market, Mr. Rossi said it could be prudent now to buy stocks in the makers of semiconductors, disk drives and software, naming Intel, Seagate, Micron Technology Inc., Autodesk Inc. and Adobe. Recalling that Microsoft shares lost half their value in the crash of October 1987, he said, ''buying some of these technology stocks now, when it's nearly impossible to make the body and soul do it, is not a bad policy.''
+Graph ''Hitting the Skids''
+Since hitting its high on July 20, the technology-heavy Nasdaq Composite index has fallen 18.4 percent. Graph tracks the index since July. (Source: Bloomberg Financial Markets)(pg. D1)
+Chart ''Bargain Hunting''
+The silver lining to the recent slump in the markets is that some technology stocks now look like much better buys. Here are a few.
+LOOK LIKE BARGAINS
+Stock Peak Peak Friday's Price to
+symbol close price close earnings
+this year
+Adobe Systems ADBE April 24 $50.75 $27.188 12.54
+Autodesk ADSK Feb. 26 49.875 25.75 13.70
+Applied Materials AMAT May 13 39.50 26.625 16.54
+LSI Logic LSI April 22 29.00 12.813 12.94",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Learning+to+Live+With+a+Technology+Correction&title=New+York+Times&issn=03624331&date=1998-08-31&volume=&issue=&spage=D.1&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05187524&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 31, 1998","''When the market corrects, the important issue is not what you owned going into the correction, but what your portfolio looks like when it's over,'' said Roger B. McNamee, a principal in Integral Capital Partners, a fund specializing in technology stocks. ''As painful as it is to sell things when they're down, corrections like this are the last opportunity to get the next up cycle right.'' Some technology companies, notably chip makers and makers of equipment for making chips like the LSI Logic Corporation and Applied Materials Inc, but also some software companies like Adobe Systems Inc. and disk-drive producers like Seagate Technology Inc., have reported weakening of their fundamentals from the Asia crisis, and they had significant declines in their stock prices before the broader correction. They may not see earnings growth for some time to come, and growth is what usually fuels technology investments. But analysts say the correction has made some of these companies so cheap that they are good values. The Internet stocks, whose sky-high multiples of price to often nonexistent earnings make Microsoft look cheap, are still expensive by any conventional measure. But major names like Yahoo Inc., which closed Friday at $83.0625, down nearly 20 percent from its 52-week high, and Amazon.com Inc., at $105.8906, down 27 percent, are at least cheaper than they were before. Many technology investors want to own them, although many would also like to see a little more price correction in the group.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Aug 1998: 1.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,431014721,"United States, New York, N.Y.",English,31-Aug-98,Securities markets; High tech industries; Stock prices,New York Times,News,,,,,,,
+Jersey City Weighs Private Management of Libraries,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/jersey-city-weighs-private-management-libraries/docview/430989032/se-2?accountid=14586,"At the dawn of its second century, Jersey City's public library is fighting a plan by Mayor Bret Schundler to let a private company run it, a move that could reverberate throughout the nation's libraries, especially those facing budget squeezes.
+Mr. Schundler wants to turn over management of the library's daily affairs to a Maryland company, Library Systems and Services. Last July, Library Systems was hired to take over the operations of the Riverside County, Calif., library system, which experts say is the first large public system in the United States to be turned over to private management.
+The Mayor and the library's trustees, all Schundler appointees, are talking with Library Systems about a less sweeping takeover in which the company would manage the main library, the 11 neighborhood branches and the system's $6.3 million budget, and oversee putting the card catalogue system on computer. But critics worry that the move could help erode the tradition of the hometown public library directing its own affairs for the intellectual benefit of its community.
+One critic, the state librarian, John Livingstone, says he is alarmed about the notion of a private company running a public library.
+''This is completely new to New Jersey,'' said Mr. Livingstone, who runs the state library in Trenton. ''Once you privatize it, I guess, it's a private library open to the public. How will they make a profit unless they start charging for things?''
+He said most free public library systems in the state were created through popular referendum, including Jersey City's at the turn of the century. Because of that vote, he asked, can a private for-profit company be given control of a library system and the taxpayer dollars financing it? And, he asked, can a library run by a private company still qualify for state aid?
+He said he would ask the state's Attorney General to explore the issue if the turnover occurs.
+Connecticut's acting state librarian, Patricia Owens, also seemed cautious. ''It's not a normal situation,'' she said. ''They need to look at it very closely.''
+Others seem more open-minded. Janet Welsch, New York's state librarian, said outside managers could bring fresh ideas to an old library system. ''It's probably good to get some good advice,'' Ms. Welsch said.
+Ginnie Cooper, president of the Public Library Association and the library director in Portland, Ore., said the hiring of private contractors dates to the last century, when libraries in the West used private book vendors to provide start-up collections, a practice that continues today.
+Ms. Cooper also said public libraries routinely hire private contractors to provide janitorial and security services, buy some books, conduct story-hour programs and prepare books for shelving.
+She said she did not know all the details of Mayor Schundler's plans. But, in general, she said, ''There's nothing on the face of this that says it's absolutely wrong.''
+The American Library Association, which represents about 125,000 librarians from public, academic and government libraries, has taken no position on the issue as it awaits recommendations from a panel studying how to respond to the use of outside contractors. The recommendations are to be submitted next winter.
+But one national critic, Ronald J. Baker, director of the public library in Monmouth, Ore., says he fears that the growing use of outside contractors will threaten the ''essence and ethics'' of public libraries.
+''The very nature of public libraries is such that outsourcing is a violation of the concept of public libraries,'' he said.
+The practice, he said, may be suitable for maintenance and automation of card catalogues. But there is danger, he went on, in using contractors for what librarians call ''core competencies,'' including running the reference desk, selecting books and other materials and designing specialized programs for a library's communities.
+''All of these are very much community related,'' Mr. Baker said. ''They're customized to a particular community after careful analysis. Can it be done in an outsourced environment?''
+Mayor Schundler says his chief aim in turning over management of Jersey City's library system is to make it more efficient. The move, he said, is similar to his decision earlier in his administration turn over management of the water department to a private company.
+''Our real focus here is a way to improve the service,'' Mayor Schundler said. ''We're not doing this to try to crank down costs.''
+Greg Corrado, a library trustee who is also the city's assistant business administrator, said that trustees hope that private managers will be able to expand library hours and to buy more books. The ordering of books, he said, has been delayed because of disputes among staff members.
+The Mayor and his aides also question the ability of library officials to oversee a planned two-year, $1.5 million project to computerize the card catalog and connect all the branches by computer.
+But the library's director, Dennis Hayes, calls the Mayor and the trustees meddlers. ''The common denominator here is interference from City Hall because the members of our board are mostly city employees,'' Mr. Hayes said.
+As the trustees negotiate with Library Systems, many of the library's 125 staff members are worrying that their jobs may be at stake. About three dozen of them appeared at a City Council meeting Wednesday night to ask members to join their fight against the plan.
+The Council does not have the right to vote on any contract with Library Systems, said the Council president, Tom DeGise, though he said the library's services needed improvement and some privatizing was worthwhile.
+But, he added, the jobs of staff members must be protected. ''The workers are all civil servants and they should stay that way,'' Mr. DeGise said.
+Mr. Corrado says no one will be dismissed and civil service rules protecting workers will be honored.
+Before it was hired last summer to run Riverside County's 25-branch system, which serves one million patrons, Library Systems specialized in managing corporate and Federal libraries, including the Department of Energy's. It receives no fee for managing the Riverside system, but gets to keep any savings it squeezes from the budget, said a company vice president, Robert E. Windrow. A similar arrangement is contemplated in Jersey City, Mr. Corrado said.
+Mr. Windrow said that by introducing efficiencies, Library Systems was able to expand operating hours by 34 percent in the Riverside system, increase full-time staff positions to 118 from 80, and double spending on books and on-line access to journals. He declined to say if the company had made any money on the Riverside contract.
+Some Jersey City librarians say they are also uneasy because Library Services is a subsidiary of the Follett Corporation, which operates college bookstores. That means, they say, that Follett would have an edge in selling books to a system run by Library Services.
+Mr. Windrow said his company had not bought any books from Follett for Riverside.
+''We have an arm's length relationship with them,'' he said, adding that Follett must submit bids just as other private book vendors do.
+Mr. Corrado said the city was studying other areas in which library service could be improved through the hiring of private contractors. He said the library paid too much -- $9 per book -- to unpack new arrived books, place them in plastic jackets, apply bar codes and Dewey numbers to their spines, and get them on shelves. He said City Hall is thinking of hiring another private company, Baker & Taylor, to take over that work. Baker & Taylor, he said, would charge only 75 cents a book for getting new books on the shelves.
+Baker & Taylor, a major book wholesaler based in Charlotte, N.C., is at the heart of what has been the biggest furor over library privatization. In 1996, Hawaii's state library system, faced with budget cuts, granted Baker & Taylor an $11 million contract to select, buy and catalogue its new books.
+Book selection is the cherished domain of public librarians, who say they best know the tastes and needs of their patrons. Hawaii's librarians revolted, accusing Baker & Taylor of sending them too many duplicate books, too many cheap paperbacks and not enough books dealing with Hawaiian culture.
+Last summer, Hawaii ended the contract, prompting a lawsuit by Baker & Taylor, and the Legislature passed a law banning selection of books by private outside vendors.
+Because of the turmoil in Hawaii, Mr. Corrado said, book selection in Jersey City will remain the province of its librarians.
+Photograph Jersey City is negotiating with a private company to run the main library, above, and its 11 branches, an idea that has angered librarians. (Dith Pran/The New York Times)(pg. B6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Jersey+City+Weighs+Private+Management+of+Libraries&title=New+York+Times&issn=03624331&date=1998-06-29&volume=&issue=&spage=B.1&au=ROBERT+HANLEY+with+STEVE+STRUNSKY&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 29, 1998","At the dawn of its second century, Jersey City's public library is fighting a plan by Mayor Bret Schundler to let a private company run it, a move that could reverberate throughout the nation's libraries, especially those facing budget squeezes. Mr. Schundler wants to turn over management of the library's daily affairs to a Maryland company, Library Systems and Services. Last July, Library Systems was hired to take over the operations of the Riverside County, Calif., library system, which experts say is the first large public system in the United States to be turned over to private management. The Mayor and the library's trustees, all Schundler appointees, are talking with Library Systems about a less sweeping takeover in which the company would manage the main library, the 11 neighborhood branches and the system's $6.3 million budget, and oversee putting the card catalogue system on computer. But critics worry that the move could help erode the tradition of the hometown public library directing its own affairs for the intellectual benefit of its community.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 June 1998: 1.",11/15/17,"New York, N.Y.",,ROBERT HANLEY with STEVE STRUNSKY,New York Times Company,,Newspapers,430989032,"United States, New York, N.Y.",English,29-Jun-98,,New York Times,NEWSPAPER,,,,,,,
+Meals for the Elderly: A Growing Need,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/meals-elderly-growing-need/docview/430937273/se-2?accountid=14586,"THE setting was the Pawcatuck Neighborhood Center, and the stuffed cabbage, mashed potatoes and carrots were served in plastic-covered containers. But for the 57 elderly from the Stonington area, gathered for lunch and bingo, the event was reminiscent of a family get-together.
+Bill and Hilda Harrison, who are in their 70's, mingled with old friends and met new people, too. Bingo keeps their minds agile, the Harrisons said. ''It's good therapy,'' Ms. Harrison said. ''We're doing things while we're still able to get out.''
+The Harrisons also like the meal plan. ''When we're home, we're apt to eat more than we need,'' said Ms. Harrison. ''This way, we have a balanced meal, which is good at our age.''
+For Edith Garretson of Stonington, who recently celebrated her 98th birthday, the attraction at the Pawcatuck center isn't the food or bingo. ''I come because of the people,'' said Ms. Garretson, who moves around with the aid of a walker or a cane. ''I don't get out very much. This is the one time I can socialize.''
+The Pawcatuck Neighborhood Center, like other community groups nationwide, participates in the government-funded Elderly Nutrition Program for people 60 and older. The meals, offered at senior centers and delivered to people who are homebound, serve as not only a social device but also as a way to introduce the elderly in need to health services like blood pressure screening.
+But financial support for the meal program has failed to keep pace with need. State spending has been flat for the past five years. A modest increase in Federal funds for the current year -- the first since 1994 -- was not enough to offset the growing number of older people and the increase in costs due to inflation. And budget proposals for the 1999 fiscal year do not increase funding for nutrition, said Christine Lewis, manager of the elderly services division of the state's Department of Social Services.
+In Connecticut, 13 regional meal programs serve more than 12,500 meals daily at 200 locations. The number of participants has remained the same for several years. ''There is a larger population that could make use of these meals. But directors of some programs hesitate to reach out and find more people, because they know they can't expand and stay within their budgets,'' Ms. Lewis said.
+Federal funds, including some money from the Department of Agriculture, pay only about one-third of the cost of home-delivered meals, Ms. Lewis said. The larger share is covered with state, local and private contributions. Elderly participants are encouraged to make a donation at each meal.
+The changing health care system is another factor affecting the meal programs. As elderly patients are discharged from hospitals and nursing homes more quickly, community agencies are expected to assume the job of caring for them. As a result, meal programs are relied on to provide food to a larger number of sicker and functionally impaired older people.
+A decade ago, 60 percent of the elderly participants in the Thames Valley Elderly Nutrition Project, which serves 39 towns in the Norwich area, had their meals at senior centers. Forty percent received meals at home. But the picture is reversed now, said the director of the project, Mary Lou Underwood.
+The trend is nationwide. Since 1980 the number of meals served annually has risen to 240 million from 168 million. Home-delivered meals now account for 49 percent of the total, according to the Federal Administration on Aging. By contrast, the Federal budget for the meal program, frozen at $470 million for four years, went up to just $486 million for the 1998 fiscal year.
+''Programs across the nation are searching for answers. I'm not sure they understand how common their situation is,'' said Jean Lloyd, a nutritionist with the Administration on Aging. ''I don't think we've come to grips as a society that we've grown older.''
+The Federal Older Americans Act, the source of support for the meal program, has not been reauthorized since 1995. Social service workers say the law should be updated so that it reflects changing demographics and health care trends. A Congressional committee has begun work on reauthorization legislation, and a bipartisan bill is expected this year, said a spokesperson for Representative Rosa L. DeLauro, a Democrat of New Haven.
+''Congress needs to set policy for the next century,'' said Ms. Lewis of the state's Department of Social Services. ''Reauthorization establishes policy for the program. If the act is reauthorized, you'll see stronger commitment, which usually means more money.''
+Meal programs rely heavily on fund-raising events and donations to defray expenses. Stephanie Belding, director of the meal program operated by the Community Renewal Team of Greater Hartford Inc., said she and other meal providers have also used automation to reduce labor costs and that they work hand in hand with volunteers -- many of whom are themselves elderly -- in order to save money.
+''I think we're meeting the needs of the people we have in the program now,'' said Ms. Belding. ''Are there others out there with needs to be met? Yes. Are there communities in which we don't provide the service? Yes.''
+The meal programs were intended to be grass-roots operations, dependent on staffing and money from local communities. Government funding was never expected to cover all expenses, noted Ms. Lloyd.
+The Thames Valley Elderly Nutrition Project raises $500,000 annually from meal donations, contributions from municipalities and fund-raising events. Without that money, Ms. Underwood said, she would serve 500 fewer meals daily.
+Still, Ms. Underwood had to cut her staff last year when support was reduced by approximately $70,000. She and the remaining staff worked in the kitchen and drove delivery trucks in addition to their regular duties, she said.
+''We ended up burning the staff out,'' she said. On the other hand, ''It's hard to tell people wanting home-delivered meals that there's a waiting list.''
+Home-delivered meals involve much more than food. They are a vital part of an elderly person's plan of care, said Mary Ellen Girard, a planner with the Eastern Connecticut Area Agency on Aging.
+Delivery drivers are instructed to check on the person receiving the meal and notify the meal project immediately if no one answers the door. Drivers also watch for signs that the person is confused, hasn't been eating or is ill and alone.
+Ms. Girard said that ''the only daily visit for thousands of elderly people occurs through the person who delivers the meal. Many times it's the driver who finds the person on the floor or so ill they call an ambulance.''
+Greater challenges lie ahead. The number the elderly, especially those 85 and older, is expected to double by 2030. Many meal programs, locally and nationally, have waiting lists. There are 25 people on a waiting list in New London, Ms. Underwood said. A study published in 1996 found that 41 percent of home-delivered meal programs nationwide had waiting lists.
+Ms. Belding perceives the problem as part of a larger issue.
+''How are we going to care for these people, who want to stay in their own homes? To do that, we need to bring in the home health aide to clean and prepare meals. I see that need growing within the whole area of long-term care.''
+Ms. Belding said she and other meal providers are looking forward to a time when managed care will cover meal costs.
+''We all have to realize the Federal Government can't pay for everything,'' she said. But, citing the benefits of home care, she added ''it's a lot less expensive than nursing homes.''
+Photograph Susan Lord is among guests at the Pawcatuck Neighborhood Center. (Carla Cataldi for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Meals+for+the+Elderly%3A+A+Growing+Need&title=New+York+Times&issn=03624331&date=1998-03-22&volume=&issue=&spage=14CN.1&au=Miller%2C+Julie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04974135&rft_id=info:doi/,14CN,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 22, 1998","The Harrisons also like the meal plan. ''When we're home, we're apt to eat more than we need,'' said Ms. Harrison. ''This way, we have a balanced meal, which is good at our age.'' But financial support for the meal program has failed to keep pace with need. State spending has been flat for the past five years. A modest increase in Federal funds for the current year -- the first since 1994 -- was not enough to offset the growing number of older people and the increase in costs due to inflation. And budget proposals for the 1999 fiscal year do not increase funding for nutrition, said Christine Lewis, manager of the elderly services division of the state's Department of Social Services. In Connecticut, 13 regional meal programs serve more than 12,500 meals daily at 200 locations. The number of participants has remained the same for several years. ''There is a larger population that could make use of these meals. But directors of some programs hesitate to reach out and find more people, because they know they can't expand and stay within their budgets,'' Ms. Lewis said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Mar 1998: 1.",11/15/17,"New York, N.Y.",Connecticut,"Miller, Julie",New York Times Company,,Newspapers,430937273,"United States, New York, N.Y.",English,22-Mar-98,Food programs; Older people; Social services; Trends,New York Times,News,,,,,,,
+Pitfalls Loom in Possible Merger of Two Exchanges,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pitfalls-loom-possible-merger-two-exchanges/docview/430940331/se-2?accountid=14586,"The announcement of the prospective merger of the American Stock Exchange and the Nasdaq stock market makes it sound so alluring.
+The deal will ''combine the best features of the Amex's auction market and N.A.S.D.'s electronic market,'' an Amex statement said. Proponents tick off myriad benefits: The smaller American exchange would gain technological expertise and cost efficiency. And the National Association of Securities Dealers, Nasdaq's parent, could build share in the lucrative options market.
+But on closer examination the two exchanges are so different, and so entrenched in their ways, that many of these benefits will be very difficult to achieve without substantial risk to both of their existing markets.
+With the computer systems at the American Exchange so intertwined with the New York Stock Exchange, experts say, there would be few benefits and many potential pitfalls were Nasdaq to try to switch the Amex to its own computer system. And the prospect of tinkering with either market mechanism is potentially fraught with peril.
+Indeed, the London Stock Exchange recently has been switching from a system modeled on Nasdaq to one more like the Amex, and the early results have been very disappointing to many investors.
+It is still not exactly clear what impact the merger, which has still not been formally agreed to, will have on the existing exchanges. At first both the Amex, which operates from a trading floor in lower Manhattan, and the Nasdaq, which trades through a computer network and telephone lines, will stay separate. But over time, the markets may be linked more closely or even merged in some form.
+The trend around the world, after all, is for stock exchanges to close their traditional trading floors and to move to fully computerized systems. The Toronto Stock Exchange turned the lights off on its floor last May. In other countries, like Germany, various regional exchanges are merging into bigger entities.
+''We have too many markets,'' said Wayne H. Wagner, president of the Plexus Group, a consulting firm that helps big investors lower their trading costs. ''We will see more markets close their floors and more markets close their doors.''
+To compete with electronic markets, the New York Stock Exchange is giving traders on its floors all manner of hand-held computer and communication devices. ''The typical broker on the floor is starting to look like a space cadet,'' said Greg Kipnis, a pioneer in electronic trading now running Invictus Partners, an investment fund. ''The N.Y.S.E. is doing a great job to increase the capacity of their human system.''
+Trading experts say that Nasdaq may choose to close Amex's stock trading floor rather than keeping up with that space race. (It may have to invest in more technology for the options trading floor to compete with the Chicago Board Options Exchange, which has won business with its high-technology trading pits.)
+In any case, the potential savings from combining the Amex and the Nasdaq is one of the principal motivations for the deal. ''What everyone is focused on is the huge amount of costs involved in running these marketplaces,'' said Bernard L. Madoff, the founder of a brokerage firm that bears his name.
+Yet such savings may be much harder to realize than the Nasdaq hopes, trading experts say. Most of the core computers that run the Amex are part of the Securities Industry Automation Corporation, an organization owned two-thirds by the New York exchange and one-third by the American.
+While fights between the two Wall Street neighbors over the years have resulted in increasingly separate systems, with the equivalent of red lines being drawn down the middle of the computer room, many parts of S.I.A.C. are still shared. The exchanges are in fact bound together by a shared data network.
+Moving the operations of the Amex to Nasdaq's computers, in Trumbull, Conn., would involve complex negotiations with the Big Board, cost a lot of money, and force brokerage firms to reprogram their computers to change the way Amex orders are handled.
+''There are not a lot of obvious cost savings if the Amex moves to the Nasdaq system,'' said Brad M. Friedlander, a principal with Arthur D. Little, who has provided consulting services to the New York exchange and to S.I.A.C.
+An even more difficult problem, perhaps, is the potential that the trading approaches of the two exchanges would be merged. Traditionally, markets that used an auction system, like both the New York and American exchanges, have been seen as diametric opposites to collections of dealers like Nasdaq.
+In auction markets, all the orders to trade in a given stock meet in one location on its trading floor. Often a buy order from one customer is matched directly with a sell order from another. A trader known as a specialist trades with a customer only if there is no ready other side for a trade.
+On Nasdaq, all trades are sent to one of several dealers, who buy and sell out of their inventory. A computerized bulletin board system enables comparison shopping by posting the prices of all the competing dealers.
+In theory, the auction markets have been seen as better for customers because they often eliminate the middleman and concentrate all the shares for sale in one spot. In practice, the lines between the two trading systems have been blurring for years. In particular, the Securities and Exchange Commission has forced Nasdaq to create systems for limit orders -- those which specify a price -- that let customers buy and sell from each other without trading with dealers.
+''The auction market, even New York, has a lot more dealer involvement than it did, and Nasdaq has a lot more auction aspects,'' Mr. Madoff said. ''The market of the future will be a hybrid.''
+Yet London's attempt to create such a hybrid has resulted in a system that has alienated many British investors. In the so-called Big Bang in 1986, London closed its trading floor and moved to a system modeled after Nasdaq, in which investors were required to buy and sell from dealers. In an attempt to create fairer prices for all investors, the London exchange last fall introduced a system in which orders are entered into a computerized auction so investors who want to buy and sell can have their trades matched up.
+Yet the rules allowed brokerage firms to ignore the auction if they wanted to. So a big dealer could sell a stock to a client, say at $:3, even when someone had entered a limit order into the computer to sell the same company's shares at $:2.95. As a result, investors have found that orders using the computerized system make them pay too much for shares they want to buy and receive too little when they sell. Now 70 percent of the trading is bypassing the new auction system.
+''London has designed perhaps the worst limit order book in the world,'' said Eric K. Clemons, a professor at the Wharton School of the University of Pennsylvania, who has provided consulting services to the London exchange. The reason it works so badly, he said, is that it is meant to preserve the profits of the large firms that deal in stocks rather than those of the customers. That is exactly the criticism that has been leveled over the years at Nasdaq.
+As the Nasdaq now debates whether to complete this merger and then how to carry it out, seemingly minor rules, like those adopted in London, will have a great effect on how well any combination of an auction and a dealer market will serve all customers rather than just a handful of dealers.
+''Some of these things,'' Mr. Madoff said, ''could gore a little bit of everybody's ox.''
+Photograph Trading experts say Nasdaq may choose to close the Amex's stock-trading floor in lower Manhattan, once the proposed merger is completed. (Frances Roberts for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pitfalls+Loom+in+Possible+Merger+of+Two+Exchanges&title=New+York+Times&issn=03624331&date=1998-03-16&volume=&issue=&spage=D.5&au=Hansell%2C+Saul&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04960330&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 16, 1998","The deal will ''combine the best features of the Amex's auction market and N.A.S.D.'s electronic market,'' an Amex statement said. Proponents tick off myriad benefits: The smaller American exchange would gain technological expertise and cost efficiency. And the National Association of Securities Dealers, Nasdaq's parent, could build share in the lucrative options market. With the computer systems at the American Exchange so intertwined with the New York Stock Exchange, experts say, there would be few benefits and many potential pitfalls were Nasdaq to try to switch the Amex to its own computer system. And the prospect of tinkering with either market mechanism is potentially fraught with peril. It is still not exactly clear what impact the merger, which has still not been formally agreed to, will have on the existing exchanges. At first both the Amex, which operates from a trading floor in lower Manhattan, and the Nasdaq, which trades through a computer network and telephone lines, will stay separate. But over time, the markets may be linked more closely or even merged in some form.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Mar 1998: 5.",11/15/17,"New York, N.Y.",,"Hansell, Saul",New York Times Company,,Newspapers,430940331,"Unit ed States, New York, N.Y.",English,16-Mar-98,Acquisitions & mergers; Securities trading; Computer networks; Stock exchanges,New York Times,News,,,,,,,
+A Shopping Mecca Expands by Almost Half,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shopping-mecca-expands-almost-half/docview/430924941/se-2?accountid=14586,"IN an expansion that testifies to the fact that large numbers of people are willing to drive 50 miles in search of a bargain, the Woodbury Common outlet mall is adding almost half again the number of stores and square feet of shopping space as it now has.
+The mall is adding 70 new stores and 270,000 square feet of space to the 150 stores and 570,000 square feet of space that was already in operation in Central Valley, N.Y.
+Woodbury Common is the glamorization of the old-fashioned factory outlet store, where surplus and defective goods were sold in bare-bones surroundings from cardboard boxes and unadorned tables. The stores are designed to resemble a colonial village, complete with brick walkways. Inside, the stores feature plush trimmings and displays that would not be out of place on Madison Avenue.
+Some of the stores in the new section, which started opening last week and will continue through May, include names not usually associated with discount, including Neiman Marcus, Giorgio Armani and North Face. They will join such designers as Donna Karan, Tommy Hilfiger, Versace and Calvin Klein and high-priced stores like J. Crew and Mark Cross.
+In addition to the expansion, some of the older parts of the mall, which has been in operation since 1985 at Exit 16 of the New York State Thruway, are getting a facelift with more signage and places to eat.
+''We have to develop a reason for people who had been here before to come back and to attract people who had never been here before,'' said David C. Bloom, the chairman of Chelsea GCA Realty, the Roseland, N.J., real estate investment trust that owns and operates Woodbury Common. He said the mall attracted 10 million shoppers a year, including tour groups from Japan, South America and Europe.
+Woodbury officials say that some Japanese visitors have told them that the mall is their third destination in the New York area -- after the Statue of Liberty and the Empire State Building. In turn, the mall employs a Japanese concierge to greet the groups and to explain how American-style shopping works. Many signs greeting visitors and giving directions are printed in multiple languages.
+Unlike the early days of factory outlets, Mr. Bloom said, very little of the merchandise sold at the mall today is defective or off color. Some companies use the outlet stores to sell clothing that is a little behind the full-price stores in fashion or that is of a style or size that unexpectedly did not sell out. But he said that other companies, with long supply lines to Asia, use the outlets as an alternative distribution channel so they can keep shipping the hottest new merchandise to their higher-profile city stores.
+Part of the reason for the growth of outlet stores is the unusual nature of apparel manufacturing. Unlike many other consumer goods, apparel, and particularly fast-changing women's fashions, has not been subject to automation. Clothing is still largely hand made, usually by women sitting at sewing machines.
+TO keep prices down, manufacturers shift production to low-wage areas of the world. But that leaves them with a lot of inventory in transit, and the outlets are a way of selling goods that arrive but do not quite fit the mix to be displayed in the mainstream stores.
+Mr. Bloom said that some manufacturers and designers are producing goods strictly for sale in outlet stores as a way of reaching customers who might not come to their downtown locations. ''This is another channel of distribution,'' he said. ''It is a profit center.''
+For some retailers, opening a store in Orange County is the equivalent of trying out a play in Boston or Washington before bringing it to Broadway; they can sample the audience without being too conspicuous.
+''I know tenants who backed out of leases in the city and decided to try Woodbury Common first,'' said Faith H. Consolo, a senior managing director of Garrick-Aug Associates, retail specialists. Ms. Consolo said bargains can be found, but are not guaranteed.
+''The last time I was there, I saw a Dior sweater priced at $79 that would be $400 in a city boutique,'' she said. ''But sometimes you will go and find nothing.''
+Outlet stores are a good way for image-conscious designers and retailers to move products that are going out of season, without having to do something so common as hold a sale in their flagship stores. ''Rather than have a sale in the full-price store, you just do it at the outlet,'' said Benjamin Fox, a partner in New Spectrum Realty Services, another retail specialist.
+He said that having outlet stores helps spread brand names and provides an opportunity to introduce designer brands to shoppers not likely to visit what they see as intimidating stores on Fifth and Madison Avenues.
+Chelsea officials describe Woodbury Common as the flagship of the 20 outlet malls it owns, which also include Liberty Village in Flemington, N.J., Clinton Crossing in Clinton, Conn., and nine in California. Michele Rothstein, vice president of marketing for Chelsea, said that annual sales per square foot in the company's malls was $345, which compares with the outlet-industry average of $215 a square foot. The company was formed by a merger in 1993 of what was then the Chelsea Group and Ginsburg Craig Associates, another outlet developer. The company sold stock to the public that same year.
+At some malls the strategy is to mix entertainment, such as movie theaters and theme restaurants, with retailing in an effort to attract whole families and keep them on the property as long as possible, Mr. Bloom said. The Woodbury Common approach, in contrast, is to stress brand names. And the mall does not include the traditional ''big box'' and department stores that traditionally anchor shopping centers.
+''We are emphasizing brands, not stores,'' he said.
+Shelly Mandel, a West Orange, N.J., resident who describes herself as an ardent shopper, agreed that many fashion brands are available at the mall, including some not mentioned in promotions. ''You have to know what is there,'' she said. ''They don't advertise Yves St. Laurent, but you can find it.''
+The single-story stores all open to the outside, which is a change from the completely enclosed spaces commonly used in suburban shopping centers and by competitors like the Mills Corporation. This approach provides a shopping experience different from an enclosed mall, Chelsea officials say, but also cuts crowds in bad weather.
+NOT having to heat and cool all the space in an enclosed mall also reduces the common-area charges to tenants, they note.
+The mall sprawls over 143 acres that once belonged to the Harriman family, and an elaborate color-coding system is used to remind shoppers what section they are in and -- probably more importantly -- how to find their cars.
+Over the recent holidays Woodbury Common provided a different kind of parking experience, with the expansion taking over parking lots familiar to shoppers and leading to long lines of cars backed up on roads leading to the center. Mr. Bloom is somewhat defensive on the issue, insisting ''there was never less parking; as we ripped out some areas, we added it elsewhere.'' He did concede, though, that the added parking was in areas remote from the operating stores and unfamiliar to shoppers.
+He said the company was paying to build two more toll booths on the Thruway to ease traffic congestion. In addition, company officials said that 2,000 more parking spaces are being added to the 3,800 previously available.
+One advantage of being 50 miles from New York City and its large population is that if customers make the trip, they are likely to stay awhile. ''Shopping is a form of recreation,'' Mr. Bloom said. ''People come a longer distance and they spend more money.''
+Illustration Photo/Layout: David C. Bloom of Chelsea GCA Realty, owner of Woodbury Common. Map shows the new expansion in black. (Susan Farley for The New York Times)
+Map showing the location of Woodbury Common near Harriman, N.Y.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Shopping+Mecca+Expands+by+Almost+Half&title=New+York+Times&issn=03624331&date=1998-02-15&volume=&issue=&spage=11.7&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04926650&rft_id=info:doi/,11,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 15, 1998","IN an expansion that testifies to the fact that large numbers of people are willing to drive 50 miles in search of a bargain, the Woodbury Common outlet mall is adding almost half again the number of stores and square feet of shopping space as it now has. Woodbury Common is the glamorization of the old-fashioned factory outlet store, where surplus and defective goods were sold in bare-bones surroundings from cardboard boxes and unadorned tables. The stores are designed to resemble a colonial village, complete with brick walkways. Inside, the stores feature plush trimmings and displays that would not be out of place on Madison Avenue. Unlike the early days of factory outlets, Mr. Bloom said, very little of the merchandise sold at the mall today is defective or off color. Some companies use the outlet stores to sell clothing that is a little behind the full-price stores in fashion or that is of a style or size that unexpectedly did not sell out. But he said that other companies, with long supply lines to Asia, use the outlets as an alternative distribution channel so they can keep shipping the hottest new merchandise to their higher-profile city stores.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Feb 1998: 7.",11/15/17,"New York, N.Y.",Central Valley New York,"Holusha, John",New York Times Company,,Newspapers,430924941,"United States, New York, N.Y.",English,15-Feb-98,Shopping centers; Factory outlets; Expansion,New York Times,News,,,,,,,
+Wall St. Plans For Trading By the Billions,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/wall-st-plans-trading-billions/docview/430882561/se-2?accountid=14586,"Like the four-minute mile, the billion-share trading day was an achievement that had been long anticipated but not fully expected -- until Tuesday, when the previous record of 750 million shares traded was shattered as volume exceeded 1.2 billion shares.
+And now, the events of the last two weeks are causing Wall Street executives to accelerate their plans to increase the capacity of their computer systems.
+''If you asked me before last week, I would have said that three years out we will need capacity to handle three and a half, maybe four and a quarter billion shares,'' said Richard A. Grasso, chairman and chief executive of the New York Stock Exchange. ''Now I think it's closer to five or five and a half billion.''
+''We want the capacity to handle five times our average daily volume,'' he said. ''If you assume that we will be averaging a billion shares a day in three years, and that may be a little aggressive, we need to be able to handle five billion shares.'' This year, average daily volume has been 520 million shares.
+Preparing to trade a billion shares without a hitch had become somewhat of a rallying cry on Wall Street ever since Oct. 20, 1987 -- the day after the crash -- when 600 million were traded, swamping the New York Stock Exchange.
+The same day that 1.2 billion shares changed hands on the Big Board, 1.375 billion more whizzed through the computers at Nasdaq, as stocks recovered sharply from the previous day's big selloff.
+In many ways, the exchanges were ready for the volume, though there were a handful of problems, particularly at Nasdaq. Many brokerage firms, however, found that they had not kept up with the exchanges and had systems that bogged down under the volume.
+''As much as we prepared for the billion-share day, despite some skeptics who said it would never happen, what occurred was still remarkable,'' said Charles McQuade, president of the Securities Industry Automation Corporation, which runs the New York and American Stock Exchange computer systems. ''Volume exceeded the previous record by 500 million shares,'' he said.
+Unlike 1987, when volume was one-third more than what the exchange figured was its maximum capacity, the volume last Tuesday was well under the Big Board's stated maximum of 2.5 billion shares a day. Nasdaq was strained more. It figures that its capacity is 1.5 to 2 billion shares.
+Actually, the way the New York Stock Exchange measures the real limits on its capacity -- how many electronic messages its computers process in a second -- Tuesday was not even a record. In the peak period at 10:20 A.M., the New York Stock Exchange processed 270 transactions a second. But earlier, on June 20, when there was a lot of trading related to the expiration of options contracts, the exchange hit 285 transactions a second. The Big Board says its current maximum is 500 messages a second.
+Over all, Wall Street is paying less attention to finding the weak links in its systems than it did in the months after the 1987 crash. Then the industry, led by the stock exchanges, ran a series of stress tests on weekends in which all the brokers would send simulated trades to the exchanges in very high volumes. Now the exchanges run such tests without the participation of the brokers.
+For all the planning over the last decade, some of the most disruptive slip-ups last week were exactly the sort that Wall Street faced 10 years earlier. For example, in 1987 a key computer at the New York Stock Exchange ground to a halt after reaching its maximum limit of four million messages a day. Last week, the trade-reporting system at Nasdaq similarly froze after reaching its maximum of 999,999 trades in a day.
+As a result, Nasdaq stopped updating its stock quotes at 3:17 P.M. on Tuesday and did not send confirmations to brokers of trades it had executed. Indeed, the final trade confirmations were not sent until 8 A.M. Wednesday. Normally, such confirmations are available by midnight.
+Nonetheless, Wall Street was able to complete its record-keeping for Tuesday by noon Wednesday, and there were remarkably few trades in which buyer and seller could not be paired up. At the discount broker Charles Schwab & Company, for example, only 81 of the 186,000 trades Tuesday could not be completed because the records of the buyer and seller were not in sync, a far lower error rate than 10 years ago.
+Still, brokerage firm executives complained that Nasdaq had put them in the awkward position of not being able to tell some customers whether their trades had been executed.
+''The equity markets are highly interdependent and only as strong as their weakest link,'' said Timothy McCarthy, president of Schwab's brokerage division. ''The over-the-counter side has more work to do,'' he said, referring to Nasdaq.
+John Hickey, the executive vice president of Nasdaq, said that most of the delays that brokerage firms experienced were because of limitations in their own systems for receiving confirmations from the market.
+Many firms suffered from a variety of problems of their own making. Stockbrokers at A. G. Edwards & Company, a St. Louis firm, waited for minutes after entering trades, watching only the hour-glass on the screen of their personal computers.
+''We were prepared for more than twice our peak volume, but we had three times more volume than we ever experienced before,'' said Allan Kalb, chief information officer for A. G. Edwards. It was much easier to bail out of the problem this year than 10 years ago, he said. The brokerage firm simply ''cloned'' its order-processing computer program and had two copies running simultaneously by Wednesday.
+One significant improvement over 1987 is that Wall Street's various computer systems are connected electronically. Ten years ago, a trader could track markets on a computer screen, but would write out an order on a paper ticket. A clerk would tap the order into a computer system, which would print out a paper card on the floor of the exchange, which would be handed to the specialist, the person who is the auctioneer for each stock.
+This Rube Goldberg system created the opportunity for glitches in October 1987. One of the biggest delays was that printers on the floor of the exchange were so swamped that orders waited half an hour before the card could be printed.
+Today, 80 percent of orders flow smoothly from the broker's computer to the exchange and back again. On the floor, specialists still look after the auctioning of shares, but now they tap on touch-sensitive computer screens. The remaining 20 percent of orders are for big blocks of stock that are telephoned to floor brokers to trade at their discretion. The exchange is working on automating these orders as well.
+To be sure, automated systems have their own bottlenecks. Nasdaq communicates with brokerage firms through telephone links that move data at 56,000 bits a second. At many firms these links were overwhelmed Tuesday, causing trades to be delayed. Nasdaq is now planning to triple the capacity.
+In theory, another problem that could cause backups is the rise of on-line trading systems for individual investors, which could allow hundreds of thousands of people to simultaneously push the buy or sell button, overwhelming the exchanges.
+But on Tuesday, this was hardly a problem for the markets, because many of the Internet trading systems had technical problems.
+Right now more problems for Wall Street are being caused by institutional traders who use very active computer-driven strategies. Many of these systems send a barrage of orders into the exchange, only to cancel them and send in a new wave, at different prices, the second that the market ticks up or down by a fraction of a point. These strategies tax the exchange in ways that are not reflected in the volume of trades actually completed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Wall+St.+Plans+For+Trading+By+the+Billions&title=New+York+Times&issn=03624331&date=1997-11-03&volume=&issue=&spage=D.1&au=Hansell%2C+Saul&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04768776&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 3, 1997","Like the four-minute mile, the billion-share trading day was an achievement that had been long anticipated but not fully expected -- until Tuesday, when the previous record of 750 million shares traded was shattered as volume exceeded 1.2 billion shares. ''If you asked me before last week, I would have said that three years out we will need capacity to handle three and a half, maybe four and a quarter billion shares,'' said Richard A. Grasso, chairman and chief executive of the New York Stock Exchange. ''Now I think it's closer to five or five and a half billion.'' ''We want the capacity to handle five times our average daily volume,'' he said. ''If you assume that we will be averaging a billion shares a day in three years, and that may be a little aggressive, we need to be able to handle five billion shares.'' This year, average daily volume has been 520 million shares.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Nov 1997: 1.",11/15/17,"New York, N.Y.",,"Hansell, Saul",New York Times Company,,Newspapers,430882561,"United States, New York, N.Y.",English,3-Nov-97,Securities trading; Electronic trading; Securities markets; Stock exchanges,New York Times,News,,,,,,,
+A Computer Gap Is Likely to Slow Welfare Changes,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computer-gap-is-likely-slow-welfare-changes/docview/430668204/se-2?accountid=14586,"It sounds simple. The Federal Government will impose a five-year lifetime limit on welfare payments to any family, starting no later than next July. But state and Federal officials say it will be months, probably years, before they have the computer capability to enforce such restrictions throughout the country.
+That is just one example of the immense practical problems that officials have discovered as they study the bill overhauling welfare that was signed by President Clinton on Aug. 22. To comply with the new rules, they must create national computer systems to collect information from every state on welfare recipients, on people who owe child support and on all newly hired employees.
+In Congressional debates, lawmakers almost never mentioned the practical problems of enforcing the five-year limit, for which there was strong bipartisan support, or other aspects of the new law. In their zeal to reduce the Federal role, members of Congress paid little attention to the need for uniform national standards and interstate cooperation on some issues.
+Federal officials say their power to enforce the law is extremely limited. At the same time, lawyers and advocates for the poor are finding that the rights of welfare recipients have been drastically curtailed by the new law, which eliminates a 60-year-old Federal guarantee of cash assistance for the nation's poorest children.
+The states will have to make big changes in their computer systems to capture the necessary data. Many states say they have not kept track of how long people receive welfare because they had no need for such information.
+Iowa's welfare director, Douglas E. Howard, said: ''We don't track lifetime time limits now. We'll need the capacity to track people for the rest of their lives.''
+The success of that effort will depend, in part, on the development of a national data base to keep track of welfare recipients moving across state lines, Mr. Howard said. If, for example, a person receives welfare for one year in New York and one year in Ohio before moving to Chicago, those payments count against the lifetime limit, which must be enforced by officials in Illinois. But states now have no way of exchanging data.
+James M. Hmurovich, the welfare director in Indiana, said, ''There is no national public assistance computer network.''
+Even states like Wyoming that have adopted their own time limits have no way to get information from other states. ''There's not a connected national system,'' said Marianne Lee, the Wyoming welfare director.
+Pheon E. Beal, a top welfare official in North Carolina, said this deficiency was significant because of ''the episodic nature of cash assistance: people often leave the rolls for some time and then come back.''
+In some states, like California, welfare programs are operated mainly by local government agencies, and counties cannot readily exchange information.
+Lee Hanna, the welfare eligibility manager for Mariposa County, Calif., near Yosemite National Park, said the county's welfare and food stamp records were kept in paper files, not in computers.
+''Everything we do is done by hand with calculators and pen and pencil,'' Ms. Hanna said. ''We may be the biggest state in the Union, but in this county we have lots of people pushing paper instead of computers.''
+Ms. Hanna said Mariposa could obtain some information from a state computer file, but ''it gives us only a 13-month history'' of public assistance paid in other California counties.
+Mariposa plans to automate its welfare records in the next year or two, but Ms. Hanna said: ''Without a national automated system, it's difficult to see how we can carry out the five-year limit.''
+A state that fails to comply with the five-year limit stands to lose 5 percent of its Federal welfare money under the new law. States can impose their own penalties on people who violate the new restrictions.
+States' performance under the last major welfare law, the Family Support Act of 1988, does not inspire confidence in their ability to carry out the bigger technical challenges of the new law in a timely way.
+The 1988 law set detailed standards for automation of child support operations, including the collection and payment of money owed to millions of children by missing fathers. Only one state met the deadline last October for compliance with that law. Today, only 10 states have been certified as being in full compliance.
+State officials say they hope that with eight years' experience since passage of the Family Support Act, and with advances in computer technology, they can avoid the mistakes of the past. The 1996 law requires states to collect and report huge amounts of detailed information.
+Each state must establish a data bank of all child-support orders and a separate data bank showing the name, address and employer of every person hired in the state after Oct. 1, 1997, regardless of whether the person owes child support. Information from the two directories will be compared in an effort to locate people who owe child support.
+States must share their data with the Federal Government, which will establish a national register of child-support orders and a national directory of all newly hired employees. The Federal Government will notify states whenever it finds a match between the two files.
+Confronted with these challenges, some states have hired private, profit-making companies to run parts of their welfare, food stamp and other social service programs.
+Holli Ploog, senior vice president of Lockheed Martin IMS, the information management subsidiary of the Lockheed Martin Corporation, which has contracts with 33 states, said, ''States will have a lot of difficulties keeping track of time limits and myriad other things the law requires.''
+The law imposes strict new work requirements on food stamp recipients, allowing childless adults to get coupons for only three months in any three-year period without working. Many states say they do not know how they will enforce that rule.
+Irma C. Bermea, deputy commissioner of the Texas Department of Human Services, which issues food stamps to more than 2.3 million people a month, said the state might have to keep manual records on cases affected by the new work rules.
+In the absence of any computer system to keep track of those cases, she said, state officials may re-examine childless adults every month to determine if they are still eligible for food stamps.
+Luann H. DeWitt, a spokeswoman for the Alameda County Department of Social Services in California, said that to enforce the new rule for food stamp recipients would require a computer capability that does not now exist. ''And I don't see it in the near future,'' she said.
+To comply with this requirement, Ms. DeWitt said, it is not enough for a state to know whether a person was receiving food stamps in a particular month. It must also know if the person was working so that it can decide whether the month counts against the three-month limit.
+State officials are pleading with the Federal Government for guidance and technical assistance. But Federal officials are reluctant to step in because the new law says, ''No officer or employee of the Federal Government may regulate the conduct of states'' or enforce any provision of the law, except where explicitly allowed by Congress.
+To receive Federal money under the new welfare law, each state must submit a state plan to the Secretary of Health and Human Services, but the plan is not subject to Federal approval.
+Under the old law, anyone who met Federal and state eligibility criteria was entitled to assistance and could sue to enforce that right. But the new law says, ''Effective Oct. 1, 1996, no individual or family shall be entitled to any benefits or services under any state plan.''
+The Federal Government may impose financial penalties on states that violate selected provisions of the new law. But it is unclear whether people seeking or receiving cash assistance can sue to make a state comply with either the Federal law or its own state plan.
+In a 1970 ruling, the Supreme Court said a poor person had a constitutional right to a hearing before a state could cut off welfare benefits. Under the 14th Amendment, a state may not ''deprive any person of life, liberty or property without due process of law,'' and the Court reasoned that welfare recipients had a property interest in their benefits.
+Martha A. Matthews, director of the family advocacy program at Stanford University Law School, said welfare recipients would have more difficulty asserting such claims now.
+''If you say that the state deprived you of a property interest without due process of law, the first question is, 'What property interest?' '' she said. ''But if you don't have a property interest, the state can say, 'You were not entitled to this in the first place; we don't have to give you a hearing before we take it away.' ''
+Under the new law, states are supposed to have ''objective criteria for the delivery of benefits and the determination of eligibility,'' and must provide some opportunity for welfare recipients -- not applicants -- to be heard in ''a state administrative or appeal process'' if they are hurt by state actions. But the law does not say whether they can sue.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Computer+Gap+Is+Likely+to+Slow+Welfare+Changes&title=New+York+Times&issn=03624331&date=1996-09-02&volume=&issue=&spage=1.1&au=Pear%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04205199&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 2, 1996","State and federal officials warned on Sep 1, 1996 that it will be months, probably years, before they have the computer capability to enforce nationwide the five-year limit on welfare payments. To comply with the new welfare restrictions, officials must create national computer systems to collect data to enforce such restrictions.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Sep 1996: 1.",3/20/20,"New York, N.Y.",,"Pear, Robert",New York Times Company,,Newspapers,430668204,"United States, New York, N.Y.",English,2-Sep-96,Welfare reform; Federal state relations; Computers; Databases,New York Times,News,,,,,,,
+Factory Is Set to Process Dangerous Nuclear Waste,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/factory-is-set-process-dangerous-nuclear-waste/docview/430527468/se-2?accountid=14586,"For the first time since the beginning of the atomic age, the United States has opened a factory to package the worst waste from nuclear weapons production in a form that is intended to be safe for the long term.
+In a ceremony here today, Energy Secretary Hazel R. O'Leary opened the Defense Waste Processing Facility, where liquid waste that has been stored in deteriorating steel tanks will be solidified into high-strength, radiation-absorbing glass.
+The newly repackaged radioactive waste will have to be stored for thousands of years, and Government officials still do not have a permanent site for it. But for the foreseeable future, they say, the poisonous waste will no longer be able to leak into the soil. And once it is mixed with the glass, there is no chance of a chemical explosion. Waste from similar nuclear processes exploded in the Soviet Union in the late 1950's.
+The processing plant is at the Savannah River site, the Government complex outside Aiken that was a major production site for weapons materials. Workers at the plant will mix deadly radioactive goo with molten glass, pour it into stainless-steel cylindrical logs 10 feet high and 2 feet in diameter, and seal the cylinders with a huge jolt of electricity.
+Mrs. O'Leary started the operation by pushing a button in the control room that sent steam to heat a tank of waste, triggering the chemical reactions to prepare it for mixing with glass.
+Mrs. O'Leary said that the plant would ""create a new legacy from the cold war,"" a legacy of environmentally responsible handling of dangerous materials. She said the new plant, which has cost $2.4 billion to date, was ""the largest waste-processing facility in the world.""
+The waste will be just as deadly locked into glass it was as a liquid, but it will be much easier to handle. ""What we have now is more like a cup of water -- if you spill it, it'll be all over the place,"" said Robert M. Hoeppel, a control room supervisor. ""When we're finished, it will be like ice -- you can pick it right back up.""
+The plant, with a staff of 750, will cost about $200 million a year to run and produce about one log per day, if all goes as planned. Based on the cost of designing and building the plant and training the workers, each of the glass logs produced over the life of the plant will cost $1.4 million.
+The plant will process the waste at the rate of a quart or two a minute, so officials estimate that it will take 25 years to lock the 36 million gallons of waste at the site into glass. The waste, held in 51 underground tanks, will be somewhat concentrated by chemical means. Some of the less dangerous liquid will be pumped off and immobilized by using it to make huge concrete storage blocks.
+It has taken more than a decade to move the waste-processing plant from the planning stage to operation. Begun in 1983, the factory was dedicated in 1990, but it has faced problems large and small since then.
+For example, the control room was built with 13,000 separate alarms, but outside safety analysts said having so many alarms would simply overwhelm the operators. The plant now has about 400.
+The analysts, from the Defense Nuclear Facilities Safety Board, an independent agency created by Congress to look over the Energy Department's shoulder, also found that the emergency lights could fail in an earthquake; now plant workers wear little flashlights on strings around their necks. Earthquakes are a worry here because much of Charleston was damaged by one in 1886.
+Major problems have already been overcome. The tanks, some holding over one million gallons, were not designed to be emptied, so it takes high-pressure water jets and mixing pumps, at a cost of $18 million per tank, to loosen the contents and get them flowing in a pipeline three-quarters of a mile long.
+But other problems await. The tanks are covered at the bottom with a thick, brown sludge, which engineers say they can handle. But above that is a combination of salt and liquid that they want to concentrate before sending to the factory, and the chemicals they want to use for the job have produced unexpectedly large quantities of hydrogen, benzene and ammonium nitrate, chemicals that can explode or burn. Engineers have had to re-design systems for handling them.
+There is at least three years of work ahead handling the sludge. But for the liquid above the sludge, the engineers ""may have to find a different approach"" because of the danger of chemical explosions or fires, said Virgil Conway, the chairman of the safety board, after a public hearing here on Monday night to discuss safety issues.
+But leaving the waste in place could be far worse. Waste similar to that here exploded in the Ural Mountains in the late 1950's, rendering thousands of acres uninhabitable for years to come. Here at Savannah River, one tank has leaked and others are cracking.
+If the factory here works well, the Government will build a similar plant at its Hanford site, in western Washington State. It is already working on a similar plant in West Valley, N.Y., near Buffalo, for waste left over from a poorly conceived civilian nuclear project. ""Somebody needs to push the button at West Valley this year,"" Mrs. O'Leary said today.
+But outside experts say there is still much that could go wrong. No one is sure how long the glass-melting machine will last, for example, and engineers here chose to build a single big machine, rather than two or three smaller ones, so all operations will cease when it is worn out. The Energy Department says the machine is designed to last three years, but the department hopes that it will last five years and that it can be replaced in six months.
+Any work here is cumbersome. The factory is designed as a marvel of automation, and it had better be, if it is to continue working, because within about three weeks, most working parts will be contaminated beyond what humans can come into contact with.
+When the cylinders are filled, so much radiation will penetrate the steel that a person next to one would accumulate a lethal dose in minutes. So all repairs in the factory will have to be done by remote control.
+Clint Oglesby, sitting at a control panel with 10 joysticks for manipulating cranes and cameras, said an operator would see what was going on only through television cameras, ""and he'll only see nine inches at a time."" The work, he said, will be a bit like building a ship in a bottle.
+But for all the expense and difficulty, the factory could do more than protect the environment if it works well; it could also be a tool for disposing of surplus plutonium from weapons, experts say.
+The grand plan is to bury the cylindrical logs in a national nuclear-waste repository planned for Yucca Mountain, northwest of Las Vegas, Nev. But because of scientific problems and political opposition, it is far from clear whether that repository will ever open. In the meantime, the cylinders will be stored here.
+To maximize the chance that they will stay intact for thousands of years, the stainless steel is handled only by machines or by gloved hands. At the ceremony today, rows of empty casks were labeled with warnings not to touch; chemists say that even the salt in a sweaty palm could begin corroding the stainless steel, which is three-eighths of an inch thick.
+Photograph At the Government's Savannah River complex, near Aiken, S.C.,stainless-steel cylinders stand ready to encase deadly waste from nuclear weapons work. The waste will be mixed with molten glass and poured in. (Alan S. Weiner for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Factory+Is+Set+to+Process+Dangerous+Nuclear+Waste&title=New+York+Times&issn=03624331&date=1996-03-13&volume=&issue=&spage=A.16&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 13, 1996","Mrs. O'Leary said that the plant would ""create a new legacy from the cold war,"" a legacy of environmentally responsible handling of dangerous materials. She said the new plant, which has cost $2.4 billion to date, was ""the largest waste-processing facility in the world."" The waste will be just as deadly locked into glass it was as a liquid, but it will be much easier to handle. ""What we have now is more like a cup of water -- if you spill it, it'll be all over the place,"" said Robert M. Hoeppel, a control room supervisor. ""When we're finished, it will be like ice -- you can pick it right back up."" If the factory here works well, the Government will build a similar plant at its Hanford site, in western Washington State. It is already working on a similar plant in West Valley, N.Y., near Buffalo, for waste left over from a poorly conceived civilian nuclear project. ""Somebody needs to push the button at West Valley this year,"" Mrs. O'Leary said today.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Mar 1996: A.16.",11/15/17,"New York, N.Y.",AIKEN (SC),"Wald, Matthew L",New York Times Company,,Newspapers,430527468,"United States, New York, N.Y.",English,13-Mar-96,ATOMIC WEAPONS; NUCLEAR WASTES,New York Times,NEWSPAPER,,,,,,,
+Job Trainees Support Whitman on Welfare,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/job-trainees-support-whitman-on-welfare/docview/430497904/se-2?accountid=14586,"Kathy Scott is a single mother of three who has been getting by on public assistance for more than a decade. Under Gov. Christine Todd Whitman's proposal to overhaul New Jersey's welfare system, Ms. Scott risks losing the only source of income she has known since the bridal shop where she worked shut down.
+Yet Ms. Scott, 35, and several other aid recipients interviewed at a job training center here say they think Mrs. Whitman has the right idea.
+I think five years is enough to get your act together,"" Ms. Scott said. ""I don't think I would have been on it as long as I was. It makes you dependent on a system that is not really working for you.""
+A five-year limit on benefits was just one of several proposals to revamp welfare that Mrs. Whitman presented to the Legislature, a package intended to enourage more welfare recipients to get jobs. Her first step to build support was to tour three job training sites, where she heard encouragement from beneficiaries, including Ms. Scott.
+Of course, Ms. Scott has concerns. She lives in Camden, where the unemployment rate is 16 percent. More than two-thirds of the city's 87,400 residents depend on welfare as their main source of income.
+She has heard that the state's economy is worsening and that Governor Whitman plans to eliminate 1,200 state jobs.
+But Ms. Scott said she was hopeful that she would find a job, since she has completed eight months of training in medical billing at Future Works, a new program near her home that offers courses based on the local job market's needs. Ms. Scott has been making cold calls to prospective employers for a month and has some promising leads. ""It can get a little discouraging,"" she said. ""But I know I'm going to make it.""
+Mrs. Whitman proposed shifting the emphasis from education and job training that would permanently raise recipients' income levels to moving people quickly into entry-level jobs. Benefits would be limited to five years. Welfare recipients would be required to cooperate with efforts to collect child support. And teen-age mothers must finish their education and live with an adult to qualify for welfare payments.
+In exchange for what Mrs. Whitman calls ""personal responsibility,"" she promises incentives that will persuade beneficiaries to take the lower-paying jobs, including allowing them to keep 50 percent of their income while maintaining benefits, up to $850 a month.
+She also said that she would double the state's investment to provide a ""support system"" to keep recipients employed by expanding child care, offering transportation and continuing a program that extends Medicaid for two years after a welfare recipient moves off the rolls.
+""The change on emphasis is work,"" Mrs. Whitman said after touring Future Works. ""You have to start somewhere. We want to move people off welfare.""
+But Mrs. Whitman, whose proposal must be approved by the Legislature and Federal Government, has not persuaded many advocates for welfare beneficiaries that minimum-wage jobs are the answer. ""You need education,"" said Felicia Sallie, a case manager at the Anna M. Sample Family Shelter in Camden. ""You need the skills to get the kinds of jobs that will allow you to support yourself. No one can live on $5.05 an hour.""
+Mrs. Whitman defended her plan, saying that previous state programs to wean beneficiaries off welfare ""have failed."" She also noted that a new Federal flexibility had presented more opportunity to the states.
+""We need to keep trying,"" Mrs. Whitman said. ""There is a revolution going on in Washington. I went to my Commissioner of Human Services and said, 'Design me the ideal welfare program if we had block grants.""
+There are now 35 states with Federal waivers for 50 demonstration programs around the country. Of them, 17 states have imposed some kind of limit on benefits. In Connecticut, Gov. John G. Rowland began imposing a 21-month limit last year. Fourteen states now require welfare recipients to cooperate in identifying parents who neglect to pay child support. Twenty states have parental responsibility programs, from requiring teen-age mothers to stay in school or risk losing benefits to demanding that parents make sure their children attend school.
+The New Jersey Commissioner of Human Services, William Waldman, said that he had taken some ideas from other states and dismissed others. Unlike New York State, New Jersey is not seeking to reduce benefits for single men after 60 days. ""Sometimes the people on general assistance may be family connected,"" Mr. Waldman said. ""They may be fathers. You can't just ignore them.""
+The Whitman administration's goal is for 15 percent of recipients to move off the welfare rolls within five years. But Mrs. Whitman also said that she had not included any more money to pay for these expanded support programs in her new proposed $16 billion budget. She said the money for these programs would come from savings elsewhere in the state's $1 billion welfare system. She cited, as an example, consolidating welfare offices and slashing administrative costs. Counties now administer benefits that average $424 a month to 117,000 families; municipalities distribute benefits that average $140 a month to 35,021 single adults and childless couples. The administration estimates the state could save $25 million by shutting municipal welfare offices and turning that responsibility over to the counties.
+Exactly what these changes mean for a training program like Future Works and its 118 participants is unclear. The year-old program has helped 41 of 44 people who completed training find jobs, with an average hourly wage of $8.05, but no one can say how many of those will return to welfare. It cost about $7,000 to train each person.
+Unlike many training programs, Future Works designs its courses based on the needs of local businesses. So, when a local hospital recently laid off 31 billing clerks, the program dropped medical billing and offered medical office administration and customer service training.
+Maryann Amore, vice president of the Work Group, the nonprofit organization that runs Future Works, said the group's $1.7 million budget was recently cut by $330,000. While she said Mrs. Whitman spoke favorably about the program, Ms. Amore said she worried about the state's commitment to offer the level of training that welfare recipients need to get that first job. ""It is a concern because people need so many skills,"" she said. ""If there were entry-level jobs for everyone, this would be less of a problem.""
+Elena Roman, 21, was sitting across the room from Ms. Scott, using the yellow pages to call businesses for a job as a receptionist. She had just completed an office automation and administration training course and her instructors said she was one of their best students. Ms. Roman has been receiving public assistance since giving birth three years ago. She said that she was able to participate in the program because of state-financed day care for her son. ""He is learning there and this has been good for me,"" Ms. Roman said. ""I have upgraded my skills. I believe there is going to be a job for me.""
+She worries, however, that a minimum-wage position, even with some benefits continuing, would not allow her to provide for her son. ""I want to be able to afford to pay my bills, so I don't have to fall back into the system.""
+Of the more than 50,000 new jobs created in New Jersey last year, only 2,000 were in Camden County. This year, the Whitman administration is projecting that 10,000 fewer jobs will be created statewide.
+Several women at Future Works who were interviewed after the Governor left said they agreed with limiting benefits, as long as decent-paying jobs -- and training to qualify for them -- were available.
+""I am going to make it,"" Ms. Scott said. ""I have fears and sorrows for those people who don't have the chance or who won't take advantage of the opportunities for training or for getting a job.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Job+Trainees+Support+Whitman+on+Welfare&title=New+York+Times&issn=03624331&date=1996-02-06&volume=&issue=&spage=B.6&au=Preston%2C+Jennifer&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 6, 1996","Mrs. Whitman, whose proposal must be approved by the Legislature and Federal Government, has not persuaded many advocates for welfare beneficiaries that minimum-wage jobs are the answer. ""You need education,"" said Felicia Sallie, a case manager at the Anna M. Sample Family Shelter in Camden. ""You need the skills to get the kinds of jobs that will allow you to support yourself. No one can live on $5.05 an hour."" ""We need to keep trying,"" Mrs. Whitman said. ""There is a revolution going on in Washington. I went to my Commissioner of Human Services and said, 'Design me the ideal welfare program if we had block grants."" Maryann Amore, vice president of the Work Group, the nonprofit organization that runs Future Works, said the group's $1.7 million budget was recently cut by $330,000. While she said Mrs. Whitman spoke favorably about the program, Ms. Amore said she worried about the state's commitment to offer the level of training that welfare recipients need to get that first job. ""It is a concern because people need so many skills,"" she said. ""If there were entry-level jobs for everyone, this would be less of a problem.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Feb 1996: B.6.",11/15/17,"New York, N.Y.",NEW JERSEY PENNSAUKEN (NJ),"Preston, Jennifer",New York Times Company,,Newspapers,430497904,"United States, New York, N.Y.",English,6-Feb-96,"WELFARE (US); REFORM AND REORGANIZATION; WELFARE RECIPIENTS, EMPLOYMENTOF",New York Times,NEWSPAPER,,,,,,,
+"JOB CUTS AT AT & T WILL TOTAL 40,000, 13% OF ITS STAFF","New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/job-cuts-at-t-will-total-40-000-13-staff/docview/430496556/se-2?accountid=14586,"The AT&T Corporation announced the biggest single job cut in the history of the telephone business yesterday, and one of the largest corporate work-force reductions ever, as the company braces for a new wave of competition in the communications industry.
+AT&T said it would eliminate 40,000 of its 300,000 jobs over the next three years and take a $6 billion charge against earnings, all in preparation for splitting itself into three companies by the end of this year. Up to 7,000 of the cuts will occur in New Jersey, where AT&T has its headquarters at Basking Ridge. With 48,000 employees statewide, AT&T is New Jersey's largest employer.
+Although substantial job cuts had been expected, the number was bigger and the action will come sooner than many employees and analysts had expected. Some 70 percent of the cuts will occur before the end of the year.
+AT&T had set the stage for yesterday's announcement nearly two months ago, when it offered voluntary buyouts to half of the 150,000 employees in its management ranks. About 6,500 people accepted the offer, which expired on Friday; about 30,000 others are expected to be laid off involuntarily, with most of those cuts coming from management. Another 4,000 people work for AT&T subsidiaries that will be sold over the next year.
+AT&T had gradually eliminated nearly 100,000 jobs in the last dozen years, but yesterday's announcement that it would eliminate about 13 percent of its work force was one of the biggest cutbacks ever in any industry in a single stroke. General Motors set the record in December 1991, announcing plans to reduce its work force by 70,000 people. The second largest was the International Business Machines Corporation's announcement in July 1993 that it would eliminate 63,000 jobs.
+But in sharp contrast to the moves by G.M. and I.B.M., which made deep cuts after sustaining heavy damage from nimbler competitors, AT&T's decision comes when the company is healthy and when almost all segments of its business are profitable and growing.
+AT&T's move is part of a broader reorganization announced in September that will split the company into three separately owned concerns engaged in communications services, telecommunications equipment and computers.
+That broader plan, and yesterday's cutbacks, are both responses to changes that are expected to rock the communications industry over the next few years -- in particular as AT&T and other long-distance carriers prepare for the regional Bell telephone companies to attack the $80 billion long-distance market.
+Intense competition is a certain outcome of the telecommunications legislation now pending in Washington. And most industry executives expect technology and market forces soon to force open the local and long-distance communications markets even if Congress cannot overcome its current impasse over the legislation.
+""The easy thing as we see the changes taking place in our industry is to rest on our laurels and say we are going pretty well,"" Robert E. Allen, AT&T's chairman and chief executive, said yesterday.
+Mr. Allen acknowledged ""how wrenching it will be for employees and their families,"" but defended the company's decision to cut quickly and deeply. ""The initiative we took is to get ahead of the game a little bit and focus on what the markets would look like two to three years hence,"" he said.
+While Wall Street cheered AT&T's action -- the company's shares rose $2.625 each, to close at $67.375 on the New York Stock Exchange -- many AT&T workers were caught by surprise, even though they had been bracing for layoffs. And union officials angrily denounced the cutbacks as a betrayal.
+""This is yet another case of the kind of mindless job destruction that has terrorized working Americans in recent years as corporate executives play to Wall Street,"" said Morton Bahr, president of the Communication Workers of America, which represents 80,000 AT&T workers.
+Besides forcing AT&T and other long-distance carriers to gird for a fight, the prospect of new competition has forced them to begin their own counterattack on the markets for local telephone service dominated by the so-called Baby Bells.
+For AT&T, that means investing billions of dollars on its network so that it can offer a full range of local, long-distance and wireless communication services. It will probably spend more than $2 billion to complete its nationwide network for wireless telephones and computers, having already spent $10 billion to acquire McCaw Cellular Communications and large sums $1.7 billion to buy up licenses for new wireless ""personal communication services.""
+AT&T may also have to spend many billions more to build its own local telephone networks if it truly wants to attack the Bell companies on their own territory.
+Yesterday's announcement was probably a harbinger of more cutbacks in the telephone industry, particularly at local telephone companies. The seven Bell companies have cut tens of thousands of workers in recent years, as automation and new forms of pricing regulation have given them incentives to operate more leanly. But as the local phone companies move from being regulated monopolies to players in a competitive market, many analysts believe there is plenty of room for additional cutting.
+For AT&T, yesterday's announcement heralds the second big wave of layoffs since the breakup of the old Bell System in 1984. From that year until 1991, when the company grew substantially through the acquisition of the NCR Corporation, AT&T had thinned its ranks by nearly 100,000 to compete with long-distance carriers like MCI Communications and equipment rivals like Northern Telecom of Canada.
+This time, AT&T said that 23,000 jobs would be eliminated in the communications equipment business, which is scheduled to be spun off as a separate company. An additional 17,000 cuts will come from the long-distance company, which will form the core of the corporation that will retain the AT&T name.
+The actual total cutback will be almost 50,000 workers, because the plans announced yesterday do not include 8,500 jobs that AT&T had already said it would eliminate from its struggling computer company, Global Information Solutions, the former NCR, which will be one of the three new companies.
+On the financial side, AT&T said it would take a $6 billion charge against earnings, which will reduce its after-tax earnings for the fourth quarter of 1995 by $4 billion. AT&T earned $2.82 billion in the first nine months of the year, and it may squeeze out a tiny profit for all of 1995 even after the huge write-off.
+But several analysts warned that the cutbacks will show up as only modest improvements for AT&T's overall profits this year -- perhaps less than 10 cents a share, or $100 million.
+Some analysts also said that the biggest question remained unanswered: How much does the company plan to spend in the next few years to meet its strategic need to offer both local and long-distance service?
+Daniel P. Reingold of Merrill Lynch said AT&T was more vulnerable than either MCI or Sprint to attack from the Bell companies, in part because the Bells are more likely to lease lines from MCI or Sprint for their own entry into long-distance than they are to pay AT&T for such network connections.
+""We're still waiting for the punchline,"" Mr. Reingold said of AT&T. ""How are they going to get into the local market, how are they going to make money in it and how are they going to avoid the costs and construction delays associated with building local networks?""
+Photograph AT&T's sweeping job cuts are necessary to make its plannedspinoffs ""successful competitors in their respective industries,"" Richard W. Miller, the company's chief financial officer, said. (Jim Estrin/The New York Times) (pg. D2)
+Graph: ""Job Losses in Telecommunications""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JOB+CUTS+AT+AT%26amp%3BT+WILL+TOTAL+40%2C000%2C+13%25+OF+ITS+STAFF&title=New+York+Times&issn=03624331&date=1996-01-03&volume=&issue=&spage=A.1&au=Andrews%2C+Edmund+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 3, 1996","AT&T said it would eliminate 40,000 of its 300,000 jobs over the next three years and take a $6 billion charge against earnings, all in preparation for splitting itself into three companies by the end of this year. Up to 7,000 of the cuts will occur in New Jersey, where AT&T has its headquarters at Basking Ridge. With 48,000 employees statewide, AT&T is New Jersey's largest employer. AT&T had set the stage for yesterday's announcement nearly two months ago, when it offered voluntary buyouts to half of the 150,000 employees in its management ranks. About 6,500 people accepted the offer, which expired on Friday; about 30,000 others are expected to be laid off involuntarily, with most of those cuts coming from management. Another 4,000 people work for AT&T subsidiaries that will be sold over the next year. AT&T had gradually eliminated nearly 100,000 jobs in the last dozen years, but yesterday's announcement that it would eliminate about 13 percent of its work force was one of the biggest cutbacks ever in any industry in a single stroke. General Motors set the record in December 1991, announcing plans to reduce its work force by 70,000 people. The second largest was the International Business Machines Corporation's announcement in July 1993 that it would eliminate 63,000 jobs.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Jan 1996: A.1.",11/15/17,"New York, N.Y.",,"Andrews, Edmund L",New York Times Company,,Newspapers,430496556,"United States, New York, N.Y.",English,3-Jan-96,TELEPHONES AND TELECOMMUNICATIONS; REFORM AND REORGANIZATION; LAYOFFSAND JOB REDUCTIONS; LABOR,New York Times,NEWSPAPER,,,,,,,
+Big-Ticket Sales Take a Pounding; Industries Supplying the Home Say a Slowdown Has Arrived,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-ticket-sales-take-pounding-industries/docview/430205503/se-2?accountid=14586,"It may not look like a recession on Wall Street, where the markets have been booming, or to some inside the Federal Reserve, but for those selling big-ticket goods to homeowners, the downturn is here.
+A combination of flagging home sales, weak income gains and growing fears of job losses have hammered demand for furniture, appliances and building materials. These industries were counting on families feathering new nests to sustain what until recently had been one of the few hot categories of consumer spending.
+Even as business continues to pour money into becoming more efficient, consumers have been hunkering down for months. Workers' wages, adjusted for inflation, actually fell a record 2.3 percent in the 12 months through March. [ Page D4 ]
+Though unemployment remains relatively low, job losses are mounting again. This week, Home Depot, Whirlpool and Sunbeam, both appliance makers, and the furniture seller Ethan Allen Interiors all warned that business was considerably slower than they had expected. Maytag, another maker of home appliances, said that it had been forced to lay off hundreds of workers because of production cutbacks.
+Over all, furniture orders were down nearly 12 percent in April from a year earlier, according to the industry's trade group. Maytag estimates that shipments of major appliances will be off 3.5 percent even though it predicts that sales should pick up toward the end of the year.
+Although home mortgage rates have been falling all year, new home construction continues to languish. Single-family housing starts fell 4.4 percent in May, the fourth decline in five months and the lowest level in more than two years.
+Roger Brinner, chief economist at Data Resources/McGraw-Hill in Lexington, Mass., sees a growing split between the booming market for advanced technology and the slowdown in demand for consumer products, with home-oriented goods now joining apparel makers in a slump.
+""When people ask, 'Are we in a recession or headed for one?' I say, 'It all depends on your industry.' ""
+You might call it the Regular-Joe recession. Business optimism and investment continue to expand even as average consumers grow more fearful. Commercial construction has strengthened even as home building has slackened. Corporations continue to invest at record rates in more advanced equipment, especially personal computers and other high-tech tools to trim labor costs. Yet retail sales have been flat for eight straight months and consumer spending at this stage of the business cycle is the weakest on record.
+""Businesses are much more confident than their workers are,"" said Neal M. Soss of the Soss & Cotton economic consulting firm in New York. ""They are investing to make the workers less secure.""
+Some of the most jittery workers might be at the furniture plants concentrated in North Carolina, the appliance factories in Tennessee and the carpet mills of Georgia. Cutbacks in industries related to housing have turned the South, which paced the nation's recovery from the last recession, into a region now growing as sluggishly as the rest of the nation. ""We're slowing down more than the nation, to the nation's level,"" said Donald Ratajczak, director of the economic forecasting center at Georgia State University in Atlanta.
+Throughout the nation, the Government reported today, the number of Americans seeking jobless benefits for the first time climbed last week to the highest level in 17 months. More and more analysts are predicting that the Federal Reserve is leaning toward cutting short-term interest rates to help brake the slide.
+Furniture and appliance makers throughout the nation are counting on recent declines in long-term interest rates to help revive the housing market and renew demand for their own products by the end of the year. In the meantime, they are trying to control costs by smarter management of production and inventories.
+That's not much consolation right now, though. Roger Schipke, chief executive of the Sunbeam Corporation, of Providence, R.I., has seen consumers buying replacement parts for gas barbecue grills -- $30 burners and the like -- rather than plunging for new grills themselves, which average $150.
+The lower demand for gas and charcoal grills, along with declines in sales of outdoor furniture, has caused Sunbeam to cut production at several factories around the nation. ""A lot of people lost hours,"" Mr. Schipke said. ""Those people won't be buying much.""
+Sunbeam said that its second-quarter earnings would be only half what the company had anticipated, and predicted that earnings for the year would fall far below those of 1994.
+Sunbeam's sales of its small appliances like blenders, toasters and irons have remained healthy, but these don't depend on consumer willingness to commit to major purchases.
+Appliance industry executives saw signs of their own downturn as early as March, when dealers started cutting back on orders as unsold goods piled up. The Maytag Corporation was one of several appliance makers that responded with layoffs. It sent home 100 people, or 20 percent of the work force, at its dishwasher plant in Jackson, Tenn., and laid off 130 workers at a washer and dryer plant in Newton, Iowa, where Maytag is based.
+Home-oriented retailers are also feeling the pinch. Earlier this year, executives at Home Depot thought their do-it-yourself customers were holding back because of a stormy spring. But in recent days, as the sunshine returned, their shoppers did not.
+""Home Depot is not experiencing an expected pickup in the tone of business,"" the company reluctantly said in a press release this week, acknowledging that its earnings were likely to fall at the low end of analysts' expectations.
+Persuading customers to buy at Ethan Allen Interiors Inc., which makes and sells its own furniture, requires more patience and finesse than carving the finials on Chippendale highboys. When Farooq Kathwari, the chief executive, dropped into a store near the company's Danbury, Conn., headquarters this week, he heard sales people tell of wary customers who bought only after round after round of comparison shopping.
+""They've got to work harder,"" Mr. Kathwari said of his sales help. ""People are just cautious and careful about what they want to buy, especially for a major purchase like home furnishings.""
+The company said this week that a sales slowdown was likely to result in much lower profits during this quarter. The usual one-week summer shutdown at its 20 plants and 3 sawmills will be stretched to two weeks, Mr. Kathwari said.
+Not every furniture company has seen a downturn. The La-Z-Boy Chair Company reported steady demand for its amply upholstered products, propelled by strong sales of home electronics. The Hooker Furniture Corporation, an industry pacesetter, expects growth of 10 to 12 percent this year, but the company grew more than twice as rapidly last year.
+Even Hooker itself acknowledged that it was an exception. The Federal Reserve, in its region-by-region survey released this week, found that businesses were buying more eagerly than consumers. A maker of automation equipment for industry had a ""backlog of Biblical proportions,"" the Fed said, while carpet, furniture and bedding makers, especially in the Southeast, were cutting back.
+Not all economists see a long-term shift in consumers' habits. Mr. Brinner said their current parsimony, prompted by the rise in interest rates all last year, is part of a normal economic cycle. Lower rates, he said, should turn the cycle around by the end of this year, once consumers resume buying homes and decorating them.
+But other economists hear the clank and grind of expectations being ratcheted down. Andrew C. Krikelas, an economist at the Federal Reserve Bank of Atlanta, suspects that slow sales of housing and related goods derive from the same anxiety about job security that causes workers to be grateful even for cost of living increases. ""People are happy with the fact that they have a job and are not going to push it,"" he said.
+Even if it means having to push the old grill, sofa or refrigerator to last one more year.
+Photograph Whirlpool and other makers of big-ticket goods for homeowners have recently warned that business is much slower than expected. A worker inspected dishwashers at the Whirlpool's plant in Findlay, Ohio. (Associated Press) (pg. D4) Graphs: ""Big-Ticket Sales Take a Pounding"" shows amount that consumer's spend on durable goods, and the number of houses started from Jan. '94-April '95, and number of furniture orders from 1991-1995. (Sources: Bureau of Economic Analysis; American Furniture Manufacturers Association)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big-Ticket+Sales+Take+a+Pounding%3B+Industries+Supplying+the+Home+Say+a+Slowdown+Has+Arrived&title=New+York+Times&issn=03624331&date=1995-06-23&volume=&issue=&spage=D.1&au=Myerson%2C+Allen+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 23, 1995","Some of the most jittery workers might be at the furniture plants concentrated in North Carolina, the appliance factories in Tennessee and the carpet mills of Georgia. Cutbacks in industries related to housing have turned the South, which paced the nation's recovery from the last recession, into a region now growing as sluggishly as the rest of the nation. ""We're slowing down more than the nation, to the nation's level,"" said Donald Ratajczak, director of the economic forecasting center at Georgia State University in Atlanta. The lower demand for gas and charcoal grills, along with declines in sales of outdoor furniture, has caused Sunbeam to cut production at several factories around the nation. ""A lot of people lost hours,"" Mr. Schipke said. ""Those people won't be buying much."" Whirlpool and other makers of big-ticket goods for homeowners have recently warned that business is much slower than expected. A worker inspected dishwashers at the Whirlpool's plant in Findlay, Ohio. (Associated Press) (pg. D4) Graphs: ""Big-Ticket Sales Take a Pounding"" shows amount that consumer's spend on durable goods, and the number of houses started from Jan. '94-April '95, and number of furniture orders from 1991-1995. (Sources: Bureau of Economic Analysis; American Furniture Manufacturers Association)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1995: D.1.",11/15/17,"New York, N.Y.",,"Myerson, Allen R",New York Times Company,,Newspapers,430205503,"United States, New York, N.Y.",English,23-Jun-95,UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+BASEBALL; Tougher Adversaries Might Face the Union,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/baseball-tougher-adversaries-might-face-union/docview/430103155/se-2?accountid=14586,"Special to The New York Times
+Like a parent raising the specter of a bogeyman to a disobedient child, the owners have threatened the players with Jerry Reinsdorf and Robert Ballow.
+If ya don't like what we've offered ya, they told the players, wait till ya see what ya get with Jerry and Ballow.
+For the negotiating moment, Reinsdorf said he had no plans to step in and the owners don't plan to unleash this terrible trauma on the players, but if they don't come around soon, well, they'll have only themselves to blame.
+Jerry Reinsdorf is the owner of the Chicago White Sox, the man viewed by the players' side and even some members of management as the Evil Emperor. Robert Ballow (pronounced Ballou, as in Cat) is a Nashville lawyer, who is notorious for his work in emasculating newspaper unions, among others.
+Jerry McMorris of the Colorado Rockies, who recently has been the owners' chief negotiator, raised the suggestion with reporters on Thursday that it might be time to bring in Reinsdorf as the lead negotiator and Ballow as the chief lawyer at the table.
+Later that same day, Bud Selig, in an angry address to the players' negotiating committee, brought the threat closer to them. Explaining that he had appointed moderates like McMorris and John Harrington to conduct the negotiations, the acting commissioner said he could turn the talks over to Reinsdorf and Ballow and ""let them blow the whole thing up.""
+""If, as Bud suggested yesterday, they want to bring somebody else in to beat up on the players from Tennessee, they'll bring somebody else in,"" Donald Fehr, the union leader, said when asked about the threat.
+Chuck O'Connor, who has served as management's chief labor lawyer for five years, was asked how he would feel about being replaced.
+""If you can't get the job done, at a certain point in time, people have a right to say they want to switch tacks,"" he said. But he added, ""I don't know how much of that was hyperbole and how much of that was real.""
+If Reinsdorf were to lead the bargaining, O'Connor said, the owners probably would be wise to bring in Ballow, too.
+""With Reinsdorf, that probably would be the right combination,"" said O'Connor, who is with Morgan, Lewis & Bockius in Washington. ""Ballow and he are friendly. I have a lot of respect for Bob Ballow. His practice is a lot different than ours. That doesn't mean he's any better or worse. He represents a different mode of labor-management relations. It's not one that I have practiced.""
+Fehr has called Ballow ""the Tribune union-buster,"" referring to his work for the Tribune Company, owner of the Chicago Cubs and The Chicago Tribune and former owner of The New York Daily News. Ballow is the Tribune lawyer who set labor strategy for those two papers.
+""Bob's had an aggressive practice in the newspaper industry where he had to deal with entrenched unions in terms of automation,"" O'Connor said. ""That's where he's really made his reputation. He's done an extraordinary job in terms of keeping employers running with replacement workers. Those, almost in the main, have been television, radio and newspapers. Those really have been what his practice has been. He's very good at it.
+""But that is a sort of a different style than my firm has been noted for in terms of labor-management relations. We have been regarded as more friendly to organized labor and as people who negotiate for long periods of time for a lot of different parties with some very difficult unions.
+""But we try and approach it from the standpoint of trying to put yourself in the other fellow's shoes and trying to figure out how to make a deal that he can live with. That's how we were all brought up in our firm. Bob, in fairness, has been confronted with unions that simply said, 'We don't want the automatic typesetters' -- or whatever these machines are -- 'and if you're going to get us out of here, you're going to have to blow us out of here.' He's responded to that challenge.""
+Ballow has not responded to telephone calls from reporters to discuss his involvement in baseball. As Tribune counsel, he has had input in the bargaining strategy, as have a few other club lawyers, O'Connor said.
+""Bob has been more involved through Jerry and the Tribune Company,"" O'Connor related. ""He's been one of the group of lawyers we've talked to about the N.L.R.B. cases, about where we are in negotiations, etc.""
+Union officials suspect that Ballow was behind the alterations the clubs made in the old work rules after they withdrew their salary cap and supposedly restored the status quo. The changes became the subject of the union's third unfair labor practice charge, which is expected to produce a complaint from the National Labor Relations Board soon.
+""I can't tag Bob with responsibility for that,"" O'Connor said. ""I mean the legal question. He concurred in it, but he wasn't the origin. I was, or we were. We had to bring back to the Player Relations Committee the ability to negotiate or otherwise forfeit the '95 economics in the context of an overall agreement. That was ours, not his.""
+O'Connor said he was compatible with Selig and McMorris in their approach to getting an agreement. ""We're not looking for a fight,"" he said.
+""I think Jerry Reinsdorf wants an agreement,"" the lawyer added. ""The guy gets a bad rap in a sense that he wants an agreement perhaps on more aggressive terms.""
+Despite claims to the contrary, Selig insists that Reinsdorf does not dictate strategy as a back-room Machiavelli or Svengali. Reinsdorf scoffs at the idea, too.
+""The union has invoked my name for the last five years as the bogeyman,"" Reinsdorf said. ""I understand the strategy. When you have a large group of people you're trying to rally behind you, the best way of doing it is to have a common enemy. They chose five years ago to make me the common enemy. I wish they hadn't chosen me, but that's a reasonable strategy.""
+Reinsdorf said he ""would love to wield the power they say I do,"" adding: ""The only one who has power in baseball is Selig. He has the power to say 'I'll deliver X number of votes.' I can't deliver anyone's vote but my own. If I make persuasive arguments in meetings, I'd like to think some people would agree with me.""
+A high-ranking person on management's side recently said he had heard that Reinsdorf was claiming to have nine owners prepared to block any settlement they didn't like. Ratification of an agreement requires 21 votes from the 28 clubs.
+""Of course not,"" he said when asked if he had made that claim or if it were true. ""If the negotiators come back with a proposal I think is a bad deal,"" he added, ""I'll certainly vote against it and lobby against it. But if Bud Selig is lobbying on the other side, I'll lose.""
+Reinsdorf, who serves on the owners' 12-person negotiating committee but not with the team that goes to the table, said that despite being waved over the players' heads in tandem with Ballow, he has no plans to enter the talks. ""I doubt very much I will,"" he said.
+Speaking before it was disclosed that movement had erupted in the talks Friday, Reinsdorf said he didn't want to join the talks because he didn't want to waste his time waiting for Fehr to want to make a deal.
+""Don Fehr has done something that no one in baseball history has been able to do -- unify the owners,"" Reinsdorf said. ""We put on our negotiating team mild-mannered, reasonable people who weren't looking for a whole loaf, who always have been able to make deals, and they have just thrown up their hands in frustration.""
+And thrown out the names of Reinsdorf and Ballow.
+Photograph The White Sox's owner, Jerry Reinsdorf, left, and the Brewers' Bud Selig on Thursday in Scottsdale, Ariz. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BASEBALL%3B+Tougher+Adversaries+Might+Face+the+Union&title=New+York+Times&issn=03624331&date=1995-03-05&volume=&issue=&spage=8.2&au=MURRAY+CHASS%2C&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,8,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 5, 1995","""With Reinsdorf, that probably would be the right combination,"" said O'Connor, who is with Morgan, Lewis & Bockius in Washington. ""Ballow and he are friendly. I have a lot of respect for Bob Ballow. His practice is a lot different than ours. That doesn't mean he's any better or worse. He represents a different mode of labor-management relations. It's not one that I have practiced."" ""But we try and approach it from the standpoint of trying to put yourself in the other fellow's shoes and trying to figure out how to make a deal that he can live with. That's how we were all brought up in our firm. Bob, in fairness, has been confronted with unions that simply said, 'We don't want the automatic typesetters' -- or whatever these machines are -- 'and if you're going to get us out of here, you're going to have to blow us out of here.' He's responded to that challenge."" Reinsdorf said he ""would love to wield the power they say I do,"" adding: ""The only one who has power in baseball is Selig. He has the power to say 'I'll deliver X number of votes.' I can't deliver anyone's vote but my own. If I make persuasive arguments in meetings, I'd like to think some people would agree with me.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Mar 1995: 8.2.",11/15/17,"New York, N.Y.",,"MURRAY CHASS,",New York Times Company,,Newspapers,430103155,"United States, New York, N.Y.",English,5-Mar-95,BASEBALL; STRIKES; LABOR; WAGES AND SALARIES,New York Times,NEWSPAPER,,,,,,,
+China's Hidden Army of Workers Strives to Adapt,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chinas-hidden-army-workers-strives-adapt/docview/429987217/se-2?accountid=14586,"Special to The New York Times
+Fearing nuclear attack from either the United States or the Soviet Union, China in the mid-1960's undertook what was perhaps the largest industrial relocation in history to protect its strategic factories.
+Now, more than 20 years after World War III failed to occur as Mao Zedong had predicted, some of the country's top scientists and engineers are still trickling down from production lines in remote mountains and caves to gleaming cities like this one in south-central China.
+They are designing television sets, fax machines, satellite receivers and, perhaps, the battery system for the next electric car. Here, they are setting up new factories and sending delegations to New York seeking investment capital for high-technology ventures, They hope to find a market for the talent and the skills they mortgaged for so long to Mao's apocalyptic vision under a policy that relocated hundreds of important industries in the 1960's and 1970's to remote canyons and caves in northwestern and southwestern China.
+""You know, there are many things in common with the manufacture of bombs and in the manufacture of automobiles,"" said Zhu Senyuan, 48, a computer automation specialist at a military institute now helping 600 factories across China convert armaments lines to commercial production.
+But many of the strategic factories are old or redundant and, despite their relocation to cities on the plains, they are far from potential markets at a time when China is trying to reform its economy.
+The cost of the top-secret program was staggering. Barry Naughton, an economist at the University of California at San Diego, has estimated that during the peak years China was spending 40 to 50 percent of its national investment resources under the so-called Third Line policy, and that it had sent hundreds of thousands of workers to the mountains where they functioned as ""human wave"" construction brigades to chisel caverns, tunnel for railroads, transport machinery and build assembly lines in remote and forbidding landscapes.
+""It very substantially slowed down China's economic growth and on some levels contributed to the collapse of central planning,"" said Mr. Naughton, a specialist on China's economy who has conducted one of the few studies on the Third Line and its impact.
+Beijing's central planners ""got so tangled up in directing resources to these remote sites that they never could complete these projects or make them economically viable,"" he said during a recent visit to China.
+By the time the Third Line was completed, Mao had died and it stood as another monument to his willpower over the Chinese.
+""The decision by Mao to build the Third Line was a big mistake,"" said Hua Di, a rocket scientist who spent months living in Third Line bases testing China's first strategic nuclear missiles and who now lives in California. ""We have wasted a lot of money by building this Third Line,"" which, he added, gave China little additional security.
+""If you have a rocket program and a bomb or missile falls on just one of the many component factories, then you have no program,"" Mr. Hua said. ""But the leaders were ignorant of this aspect of modern technology.""
+In its heyday, planners of the Third Line ordered steel mills, nuclear weapons plants and huge truck assembly lines, first built in coastal provinces or near borders with the Soviet Union, disassembled and transported over treacherous mountain roads or paths to what Mao thought would be an impregnable ""rear base,"" or ""third line of defense"" to sustain a Chinese war effort. The ""first"" line was China's coastal defenses and the ""second"" line was a fall-back position on the central China plain.
+To build the Third Line, railways were ripped up in some populous provinces to build new links through unpopulated hinterlands.
+The consequences of the program are still radiating into the present because the construction was so large in scale and took so long, 15 years in some cases, leaving China with an uneconomical and inefficient industrial architecture. Today, the plants are still being dismantled, abandoned or turned to other uses.
+""There is a major investment in this region,"" said Chen Zhixiang, deputy director of the Mianyang economic and planning commission, ""but the problem is that the investment is spread out through canyons some distance from the city. Our production and research bases are located in the mountains and accessible only over very difficult roads.""
+Even Mianyang is difficult to reach. It can take four hours to travel the 60 miles of winding two-lane road from Chengdu, the provincial capital.
+Somewhere amid the peaks and crags that are visible from these clean streets is China's largest wind tunnel. It is too big to relocate, so aerodynamic engineers from all over the country must come here with their aircraft or rocket models to carry out large-scale tests.
+One canyon holds a nuclear reactor for making plutonium for nuclear weapons, another an electron accelerator for high-energy physics experiments and yet another a large radar works. To the east is a rocket body factory and the entire spectrum of electronics industries, many of which have transferred part of their production here.
+Today, much of the burden of finding employment for the Third Line work force has fallen on the governments of inland provinces, whose economies are not as strong as those in China's coastal belt. There have been some successes, especially in the electronics industry, but these may not be assured over the long term if China lowers its trade barriers as a member of the World Trade Organization.
+""They have moved hundreds of factories down to the nearest cities such as Chongqing and Chengdu,"" Mr. Naughton said, ""and they also gave to these factories the privilege to move into new and lucrative product areas.""
+But as China's market has developed, Mr. Naughton said, most of these privileged military enterprises are facing competition that in the long run threatens to undermine them.
+One example is the Long Rainbow radar factory, which first leaped into the television business two decades ago. Its parent factory is still in the mountains, making aviation radars for the Chinese Air Force.
+""It can be said that the radar factory is also engaged in civilian production,"" said Li Yalian, whose title is chief of propaganda, ""because they are making the remote controls for the television sets.""
+Long Rainbow's 60 to 70 percent market share for domestic television sales has begun to slip as Chinese consumers show a preference for foreign brands. Wang Junmai, the assistant general manager of the Mianyang plant, said top managers had been scouring Tokyo, New York and Los Angeles for investors willing to finance a broader range of products with an updated production line to keep the giant enterprise and its 6,000 employees viable. But so far foreign investors have been reluctant to put their money into a military enterprise.
+""We want to expand into cellular phones, audiovisual and telecommunications,"" Mr. Wang said, imploring a visitor to ""please tell the world about our potential and our advantages.""
+Governor Xiao Yang of Sichuan Province said that while the prospects for the best of the Third Line factories were good, nothing seemed certain about the bulk of the rest.
+""The state of the Third Line industries is that one-third of them are doing very well,"" he said in an interview, ""but another third are just breaking even and the last third are in very bad shape.""
+With two-thirds of these industries at break-even levels or worse, their future very much depends on sustained high growth in China's economy.
+Local governments throughout inland China will be saddled with Third Line problems for many years to come, Mr. Xiao said. For the workers, it means adapting without a system that provided job security and social programs regardless of productivity.
+""It's really hard,"" he said. ""The workers have been living out of the so-called iron rice bowl for so long.""
+Photograph Strategic factories set up in remote mountains and caves in the 1960's when China feared a nuclear attack are struggling to find new roles. The Jialing Motorcycle Factory in Chongqing, the biggest producer of motorcycles in the country, began business as an ammunition manufacturer for the military. (Mark Leong for The New York Times) Map shows the Third-Line region of China.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=China%27s+Hidden+Army+of+Workers+Strives+to+Adapt&title=New+York+Times&issn=03624331&date=1994-12-11&volume=&issue=&spage=A.3&au=Tyler%2C+Patrick+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 11, 1994","""The decision by [Mao Zedong] to build the Third Line was a big mistake,"" said Hua Di, a rocket scientist who spent months living in Third Line bases testing China's first strategic nuclear missiles and who now lives in California. ""We have wasted a lot of money by building this Third Line,"" which, he added, gave China little additional security. In its heyday, planners of the Third Line ordered steel mills, nuclear weapons plants and huge truck assembly lines, first built in coastal provinces or near borders with the Soviet Union, disassembled and transported over treacherous mountain roads or paths to what Mao thought would be an impregnable ""rear base,"" or ""third line of defense"" to sustain a Chinese war effort. The ""first"" line was China's coastal defenses and the ""second"" line was a fall-back position on the central China plain. ""They have moved hundreds of factories down to the nearest cities such as Chongqing and Chengdu,"" Mr. [Barry Naughton] said, ""and they also gave to these factories the privilege to move into new and lucrative product areas.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Dec 1994: A.3.",11/15/17,"New York, N.Y.",CHINA,"Tyler, Patrick E",New York Times Company,,Newspapers,429987217,"United States, New York, N.Y.",English,11-Dec-94,ECONOMIC CONDITIONS AND TRENDS; RELOCATION OF BUSINESS; REFORM AND REORGANIZATION; FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+Waiting Out Japan's Trade Surplus,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/waiting-out-japans-trade-surplus/docview/429926188/se-2?accountid=14586,"Special to The New York Times
+Even as the United States struggles to reach new market-opening agreements with Japan, some foreign and Japanese economists believe that natural forces could eliminate Japan's huge trade surplus within the next decade or two.
+""The trade surplus will disappear toward the end of the decade,"" Robert Alan Feldman, the chief of economic research for Salomon Brothers in Tokyo, predicted. Edward J. Lincoln, an economic adviser to the United States Embassy in Tokyo, said, ""Certainly in the first decade of the 21st century it will disappear.""
+According to some economic theories, what will make the trade surplus disappear is the aging of Japan's population, which will bring about an economic and social transformation of the nation that could liquidate its current account surplus -- essentially the trade surplus adjusted for some other flows, such as foreign aid, gifts to relatives in foreign countries and earnings from foreign investments. This surplus measured $131.4 billion last year.
+By the year 2020, about one in four Japanese is expected to be at least 65 years old, compared with about one in seven now, in large part because of a low birth rate. That could give Japan, which celebrates a national holiday every September called Respect-for-the-Aged Day, the oldest population in the world.
+Older people tend to draw down their savings to support themselves. So as Japan's population ages, the nation's currently high private savings rate should decline.
+Economists say that Japan's current account surplus is a byproduct of the fact that Japan saves more than it invests at home. That difference is what it invests overseas -- and by definition it equals the current account surplus. So if saving is replaced by consumption, and if there is not an equal drop in investment within Japan, the inevitable result will be a drop in the current account surplus.
+Japanese households save about 14 percent of their disposable income compared with about 4 percent for Americans. This is partly because many Japanese remember the deprivation after World War II. They must also save for a long time for home down payments, which are extraordinarily large compared with those in America, both because housing is expensive and because mortgage lenders demand large equity cushions.
+But Charles Horioka, a professor at Osaka University, predicts that Japan's savings rate will ""decline very sharply, possibly approaching zero or even negative by 2010 or 2020."" The rate has already dropped from a peak of 23 percent in 1974.
+The Japanese Government has been citing such an argument to its trading partners out of self-interest. Tokyo has urged other countries to take a long-term view of its perennial trade surplus, because the problem will go away as Japan's working- age population shrinks. In the short term, some Japanese say, the trade surplus is needed so the nation must keep saving to prepare for the burden of caring for more and more elderly citizens.
+""There is an aspect of preparing for the aging society in Japan's current account surplus,"" Motoshige Itoh, a professor at the University of Tokyo, wrote in ""Misunderstandings about the Trade Surplus,"" a book published this year by the research institute of Japan's Ministry of International Trade and Industry.
+Washington ran into this argument recently when it urged Tokyo to cut taxes to stimulate its economy, which would in turn increase imports. When the Japanese Government recently cut income taxes, it also decided to offset this by raising the sales tax, partly on the ground that it was worried about affording care for the aging population.
+Even if Japan's trade surplus with the rest of the world falls away, it might not mean better trade relations with the United States, since the surplus with America could continue.
+While the trade imbalance between the United States and Japan of roughly $60 billion a year has come to symbolize the larger trade problems between the two nations, pressure to correct it comes from American companies that have trouble selling in Japan.
+""It's not just an issue of macroeconomics, it's also an issue of fairness,"" Ambassador Walter F. Mondale of the United States said at a news conference last week.
+Even if Japan's trade surplus were to disappear, Western economic analysts say, there could still be complaints that Japanese markets are closed, just as there are complaints from other countries about trading practices of the United States, which runs a large trade deficit.
+In fact, relying on theories alone is chancy, because Japan's trade surplus has defied other predictions and proved remarkably resilient. In the last two years, the surplus has soared to new records, partly because Japan's recession reduced domestic demand for imported goods.
+Kenneth Courtis, an economic strategist at the Deutsche Bank in Tokyo, points out, moreover, that in the future Japan will have a huge stream of income from the investments it is now making overseas with its surplus savings. That income, he argued, will largely offset the decline in the current account surplus caused by an aging population.
+Even those who expect the surplus to diminish say it may not take place soon. Yukio Noguchi, a professor of economics at Hitotsubashi University, has analyzed this question, and thinks the surplus will turn negative for Japan, but not until the year 2025 or so.
+Clinton Administration officials agree that the recent agreements opening Japan's insurance, government procurement and flat glass markets will not shrink Japan's trade surplus very much by themselves. An agreement on automobiles and auto parts, which accounts for the largest part of the American trade deficit with Japan, could have far more effect, but over the long run.
+Far more effective in reducing Japan's surplus, some economists say, has been the increase by roughly 25 percent of the yen against the dollar in the last two years. That makes Japan's exports less competitive abroad and the country's imports more attractive at home.
+The rising yen, coupled with a resumption of economic growth in Japan, should reduce the nation's current account surplus to below 2 percent of economic output in a few years. This is one of the goals of the trade framework agreement signed by the United States and Japan last year. The International Monetary Fund predicted last week that Japan's surplus would fall to 2.9 percent of gross domestic product this year and 2.6 percent next year, compared with 3.1 percent last year.
+But complete elimination of the deficit might have to wait until Japan grows older. The nation has the world's highest average life expectancy, with women likely to live for 82.51 years and men for 76.25 years. The Government reported last month that 5,593 Japanese were now at least 100 years old in a population of 125 million, up by 791 from last year.
+Kazumasa Iwata, a professor of social and international relations at the University of Tokyo, said that a reduction in savings by the Government would go far toward eliminating the trade imbalance.
+Japan has slipped into a national budget deficit, although it still has a surplus in its social security account. But as people get old and start drawing their social security payments, that surplus, too, will turn into a deficit.
+The effect of demographic change on investment in the domestic economy remains unclear. With the labor force shrinking, some economists say, investment in new factories might decline. Or it might rise, as more automation is stimulated by the scarcity of labor.
+""We do not know what will happen to investment,"" Professor Noguchi said.
+Photograph Saving habits of Japan's elderly may be key to the nation's trade surplus. Older women exercised in Tokyo. (The New York Times)
+Graph ""View of a Less Rosy Future"" shows the percent of population over 65 in 1990 and 2010, and Japan's household savings rate from '77-'92. (Source: Ministry of Health and Welfare, Japan)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Waiting+Out+Japan%27s+Trade+Surplus&title=New+York+Times&issn=03624331&date=1994-10-07&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--Uni ted States,3624331,"Copyright New York Times Company Oct 7, 1994","""The trade surplus will disappear toward the end of the decade,"" Robert Alan Feldman, the chief of economic research for Salomon Brothers in Tokyo, predicted. Edward J. Lincoln, an economic adviser to the United States Embassy in Tokyo, said, ""Certainly in the first decade of the 21st century it will disappear."" ""There is an aspect of preparing for the aging society in Japan's current account surplus,"" Motoshige Itoh, a professor at the University of Tokyo, wrote in ""Misunderstandings about the Trade Surplus,"" a book published this year by the research institute of Japan's Ministry of International Trade and Industry. ""View of a Less Rosy Future"" shows the percent of population over 65 in 1990 and 2010, and Japan's household savings rate from '77-'92. (Source: Ministry of Health and Welfare, Japan)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Oct 1994: D.1.",11/15/17,"New York, N.Y.",JAPAN,"Pollack, Andrew",New York Times Company,,Newspapers,429926188,"United States, New York, N.Y.",English,7-Oct-94,INTERNATIONAL TRADE AND WORLD MARKET; ECONOMIC CONDITIONS AND TRENDS; AGED,New York Times,NEWSPAPER,,,,,,,
+The Executive Computer; From Lotus Predator to Lotus Partner in Just 72 Hours,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-computer-lotus-predator-partner-just-72/docview/429932213/se-2?accountid=14586,"YOU can't have it both ways, except maybe in the computer business. One day recently, the Oracle Corporation's publicist called, with an invitation to view Documents, the company's purported ""Notes killer"" software. Three days later, Oracle and the Lotus Development Corporation announced a joint development agreement to link Notes, a Lotus product, with Oracle Media Server, the multimedia version of Oracle's industry-leading data base program.
+Kill it. Marry it. Spread it on a cracker. The possibilities are infinite in the software game.
+In the first years after Notes' introduction in 1990, no rivals were putting out contracts on its life; the program wasn't popular enough to bother. But now that Notes has more than a million users and has become synonymous with ""workgroup computing,"" the program has become an attractive target.
+Besides Oracle Documents, which is scheduled to ship in the first half of 1995, there is Exchange Server, which has been demonstrated by Microsoft and is another program with Notes in its sights. Microsoft has not said when Exchange Server might reach the market.
+Developing a Notes competitor, let alone a Notes predator, has proven a difficult task. Notes is a deceptively simple program, one that combines electronic messaging and scheduling, while enabling many workers to collaborate on shared documents.
+But Notes contains two features that set it apart from other workgroup products: ""replication,"" which automatically synchronizes the various changes that users, make to a document; and a development tool so easy to use that even nonprogrammers can create their own Notes applications.
+""There are many, many subtle things that make Notes what it is,"" said Sheldon Laube, national director of information and technology for the accounting firm Price Waterhouse, which bought the first 10,000 copies of the product in 1990.
+With replication, ""you can have islands of users and just use phone lines to keep them connected; you don't need a dedicated network,"" Mr. Laube said. ""Also, Notes has an easy-to-use interface for writing programs.""
+But Notes does have its limitations. That programming tool frustrates professional programmers, who would like to write more sophisticated applications. And the ability to create lots of far-flung data bases on users' desktops strikes fear in the hearts of information systems managers. And because Notes was developed as a workgroup product, running on local area networks, or LAN's, it's difficult to take systems in which tens of users are handling thousands of documents and expand into networks with thousands of users and millions of documents.
+Enter Oracle. If to a hammer, everything looks like a nail, to the world's leading provider of relational data base software, every computing task looks like a job for a relational data base solution. (Relational data bases are big storehouses of information, like a bank's A.T.M. system, in which the software provides extensive cross-indexing between thousands or millions of individual pieces of data.)
+Lotus Notes simply runs on top of a network operating system, like Novell's Netware or I.B.M.'s OS/2. But Oracle Documents runs atop Oracle 7, a powerful relational data base management program, which in turn runs atop various operating systems. Oracle executives say this data base layer makes their program more robust than Notes.
+In Notes, ""really, all you've got working for you is your network operating system,"" said Larry Stevens, Oracle's vice president for document automation. ""You need security, you need scalability,"" as well as other services only provided by an industrial-strength data base.
+Until a company can safeguard all its documents as securely as its accounting data, ""you're not ready to take the next step,"" Mr. Stevens said. ""Notes can't do that.""
+The next step, in Oracle's vision, is for each corporation to create its own version of the information highway, with large stores of data in multiple media residing on huge servers throughout the organization. These servers -- computers designed for serving multiple users or ""clients"" over a network -- could deliver traditional structured data, like accounting records; unstructured data, like text, and so-called streaming data, like video. Tying it all together would be Oracle Media Server, software that the company had heretofore pitched primarily to telecommunications and cable companies for delivering interactive TV.
+In any text-retrieval system, the hardest task is often simply finding the desired document. Oracle brings a powerful new technology to this task, which it calls Context, and which will be included in its Documents software.
+Context identifies the important pieces of information in a document and organizes them into a table, similar to a book's index. With such indexes, it can search unstructured data bases by looking for the themes and concepts that identified as important in each document.
+""Text today is treated as a blob of stuff, a bunch of words in a row,"" Mr. Stevens said. ""Our text server can go in and pull out key themes, actually understand what is in a document.""
+""Lotus Notes is more LAN-based, whereas we were looking for a more enterprisewide mail and document-management product,"" said Pamela MacKinnon, supervisor of customer systems and enabling technology for Detroit Edison, which has been testing an advance copy of Documents. With Documents, ""we don't have to worry about putting software on every LAN,"" she said. ""It can all be done at the data base level.""
+Pricing for Oracle Documents has not been set, but Mr. Stevens said it would be competitive with Notes. Notes has a list price of $495 for each user but more commonly sells for about $325. Lotus recently introduced an Express version for $95, which includes E-mail and scheduling software and three other Notes applications but no development tools. Oracle Documents would include a limited license to run Oracle 7 for those customers not already doing so.
+Lotus executives say they believe the two products will be more complimentary than competitive. ""They are focused much more on the check-in and check-out of documents in a document-management context,"" said John Landry, Lotus's senior vice president and chief technology officer. ""We are focused more on groupware,"" he said, ""with the document as the environment for collaborative work.""
+Mr. Landry said the agreement between Lotus and Oracle, which was signed in the three days that elapsed between the publicist's Notes-killer call and the announcement of the companies' Notes-hugging alliance, is aimed at improving links between Notes and Oracle 7. The audience is customers who like the Lotus workgroup program but would like to make it work more effectively with Oracle's relational data base software. With such a link, for example, something like an executive's request for a new desk chair, which the corporate procurement department might now handle on paper through the step of entering it in an Oracle data base as a transaction, could be processed from start to finish as a Notes document.
+Just how strong a Notes competitor Documents will turn out to be is hard to predict. At a recent demonstration for a reporter, conducted in response to the publicist's phone call, the program crashed repeatedly, making it impossible to judge. And yet, it was impressive to behold when one of Apple Computer's much maligned Newton devices was connected to an Oracle Media Server via cellular phone and scheduling data was down loaded into the Newton's own datebook. (No one can accuse Oracle of ignoring the less popular platforms.)
+In gunning for Notes, Oracle is aiming at a moving target -- and a competitor with a huge following. ""Notes is too firmly established,"" said Ronni T. Marshak, editor of the Workgroup Computing Report. ""The thing to remember is that Notes will continue to get better.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Executive+Computer%3B+From+Lotus+Predator+to+Lotus+Partner+in+Just+72+Hours&title=New+York+Times&issn=03624331&date=1994-10-02&volume=&issue=&spage=A.8&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 2, 1994","YOU can't have it both ways, except maybe in the computer business. One day recently, the Oracle Corporation's publicist called, with an invitation to view Documents, the company's purported ""Notes killer"" software. Three days later, Oracle and the Lotus Development Corporation announced a joint development agreement to link Notes, a Lotus product, with Oracle Media Server, the multimedia version of Oracle's industry-leading data base program. ""Lotus Notes is more LAN-based, whereas we were looking for a more enterprisewide mail and document-management product,"" said Pamela MacKinnon, supervisor of customer systems and enabling technology for Detroit Edison, which has been testing an advance copy of Documents. With Documents, ""we don't have to worry about putting software on every LAN,"" she said. ""It can all be done at the data base level."" Lotus executives say they believe the two products will be more complimentary than competitive. ""They are focused much more on the check-in and check-out of documents in a document-management context,"" said John Landry, Lotus's senior vice president and chief technology officer. ""We are focused more on groupware,"" he said, ""with the document as the environment for collaborative work.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Oct 1994: A.8.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,429932213,"United States, New York, N.Y.",English,2-Oct-94,"DATA PROCESSING (COMPUTERS); NEW MODELS, DESIGN AND PRODUCTS; SOFTWARE PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Government Rejected Sensor System On Nation's Railroad Bridges in 1981,"New York Ti mes, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/government-rejected-sensor-system-on-nations/docview/429244941/se-2?accountid=14586,"Special to The New York Times
+The Federal Railroad Administration more than a decade ago decided against installing sensors on railroad bridges that could have detected the damage that apparently resulted in the Amtrak crash that killed at least 47 people here on Wednesday.
+After a 1979 freight train derailment on a damaged bridge in Devils Slide, Utah, the railroad agency considered placing detection devices on the nation's 85,000 railroad bridges.
+""The projected costs far outweigh the benefits,"" the agency said in a 1981 report that calculated the system would cost $850 million to install and $85 million a year to maintain. But in the wake of the most deadly train wreck in Amtrak's history, an Amtrak spokesman said today that he was certain the issue would be reviewed.
+""When you have a catastrophe like this that kills more than 40 people, it demonstrates the subject should be revisited,"" said the spokesman, Cliff Black, although he added that the company had no position on the feasibility of such a system. 3 Bodies Recovered
+The death toll rose to 47 this afternoon when salvage workers recovered the bodies of the three crewmen who were trapped in the lead locomotive of the Sunset Limited when it hurtled from the railroad bridge near Mobile and burrowed into the muddy banks of Big Bayou Canot. Officials said they believed all the bodies had now been retrieved.
+In another development, Andrew Harris, the general manager of Warrior and Gulf Navigation, the owner of the barge and the towboat that investigators believe struck and damaged the railroad bridge, said the towboat pilot had deliberately pulled into the bayou early Wednesday ""to tie off and await the clearing of the fog"" that apparently was hampering its progress up the Mobile River to Tuscaloosa.
+""While they were there, there was an explosion and our crew responded to help,"" said Mr. Harris, refusing to give any other details of what may have happened before the accident.
+Mr. Harris's statement that the towboat, the MV Mauvilla, intentionally pulled into the bayou contradicts earlier accounts from investigators and Coast Guard transcripts indicating that the pilot, Andrew Stabler, was lost in the fog and mistakenly wandered up the bayou.
+At a news conference tonight, the National Transportation Safety Board member who is leading the inquiry into the crash said investigators had been unable to talk to members of the towboat crew because their lawyers had not responded to requests for interviews. ""We are just in the first 70 hours of an investigation that could last a year,"" said the board member, John Hammerschmidt.
+He called on people in the area who were listening to non-emergency marine channels the night of the crash to contact the board, in the hope that they could help investigators reconstruct events before the derailment. Two Engines Remain
+In the salvage operations today, Capt. Mike Perkins, commander of the Coast Guard Marine Safety Office in Mobile, said that workers had also pulled out the four passenger cars that were submerged in the bayou. It remained for them to remove two other locomotives, he said, and to retrieve recording devices from the locomotives with information about the train's speed and braking at the time of the crash. Mr. Hammerschmidt said tonight that one of the three devices had been found, and was intact.
+Some experts say the railroad administration's decision not to install sensors on all railroad bridges reflects the low priority given to the rail system and its safety.
+""The technology is available; we just have to make the commitment,"" said a former Federal Railroad Administrator, Gil Carmichael.
+The single-track, steel and timber 498-foot-long bridge where the train derailed has electrical circuitry in the rails that warn approaching trains -- and dispatchers at an operations center in Jacksonville, Fla. -- of any break in the track. Such warning systems are common on major rail systems, though not legally required.
+But the system is activated only when the rails come apart. It does not warn trains when the track is out of alignment or the structure damaged. How Safe?
+The issue of sensors was only one of the safety issues likely to be raised by the crash, which comes as the railroad agency this week commemorated 100 years of Federal rail safety programs.
+Industry officials say automation and stricter standards mean that railroads today are safer than ever. Preliminary figures show the industry recorded 2,358 accidents in 1992, the lowest number since the Government started compiling figures.
+""The nation's railroads are the safest thing going,"" said Ed English, director of the Office of Safety Enforcement for the railroad administration. Last year ""was the safest year in virtually every category that the nation's railroads have had,"" he added.
+But others say many accidents are not reported, and the crash this week and other accidents in recent years reflect a continued deterioration in the quality of the rail system.
+""We've had 12 years of F.R.A. neglect under Reagan and Bush,"" said Art Sadin, a Houston lawyer who specializes in railroad litigation. ""No attention has been paid to rail safety. The rail system is under-regulated, under-enforced and under-inspected.""
+The most intensive scrutiny of sensing devices came more than 10 years ago when a Union Pacific freight train derailed on a damaged bridge in Utah. Five locomotives, 56 cars and parts of the bridge were damaged or destroyed.
+The National Transportation Safety Board recommended that the railroad administration study installing sensors to warn trains of structural danger.
+But the railroad agency concluded that of 41,627 railroad accidents during the previous four years, only 20 were caused by displaced bridges or bridges that failed to support the trains' load. It also concluded the damage in only 4 of the 20 accidents could conceivably have been detected by the signal system. Those four resulted in no casualties.
+It is not clear whether advances in technology would make such a system more cost-effective today.
+""The concept is good, but we'll have to see if it could be effective, reliable and truly useful,"" said Mr. Black, the Amtrak spokesman.
+Also of concern in the Sunset Limited derailment was the lack of structures called fenders, which protect the bridge from boats. Bridges in navigable waters generally have structures such as wooden poles or rubber-coated concrete pillars protecting them. The damaged bridge, seven feet above a murky bayou closed to navigation, has no such protection.
+The railroad bridge, built in 1909, also has no warning lights.
+""We may have to look real closely at the way marine operations interface with rail operations,"" Mr. Black said.
+In making their cases, industry critics and advocates present sometimes contrasting statistics.
+According to the Association of American Railroads, train accidents have declined significantly, by 51 percent since 1981. The groups said highway rail grade crossing accidents are at an all-time low and railroads have a fatality rate less than one third that of the trucking industry, their main competitors for freight hauling.
+""Amtrak handled 37 million passengers last year -- not a fatality, not one,"" Mr. English said. ""Only 48 passenger fatalities, up to the accident we had the other day, in all of Amtrak's history."" On the highways, he said, that many people probably die in an hour.
+But on the day of the crash a congressional panel released a critical report on Amtrak safety. The report, compiled by the General Accounting Office for the Government Operations Subcommittee on Information, Justice, Transportation and Agriculture, cited lax maintenance and safety procedures and said ""passenger cars that transport over 300 million passengers annually are not regulated.""
+Photograph The search for victims continued yesterday in a bayou near Mobile, Ala., where a train crash killed at least 47 people on Wednesday. The lead locomoive of the Sunset Limited, where the bodies of three crew members were found, lay on its side on a barge after it was pulled from the water. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Government+Rejected+Sensor+System+On+Nation%27s+Railroad+Bridges+in+1981&title=New+York+Times&issn=03624331&date=1993-09-25&volume=&issue=&spage=1.6&au=APPLEBOME%2C+PETER&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 25, 1993","""The nation's railroads are the safest thing going,"" said Ed English, director of the Office of Safety Enforcement for the railroad administration. Last year ""was the safest year in virtually every category that the nation's railroads have had,"" he added. ""We've had 12 years of F.R.A. neglect under Reagan and Bush,"" said Art Sadin, a Houston lawyer who specializes in railroad litigation. ""No attention has been paid to rail safety. The rail system is under-regulated, under-enforced and under-inspected."" ""Amtrak handled 37 million passengers last year -- not a fatality, not one,"" Mr. English said. ""Only 48 passenger fatalities, up to the accident we had the other day, in all of Amtrak's history."" On the highways, he said, that many people probably die in an hour.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Sep 1993: 1.6.",11/15/17,"New York, N.Y.",MOBILE (ALA),"APPLEBOME, PETER",New York Times Company,,Newspapers,429244941,"United States, New York, N.Y.",English,25-Sep-93,RAILROADS; ACCIDENTS AND SAFETY; SALVAGE; BRIDGES AND TUNNELS,New York Times,NEWSPAPER,,,,,,,
+Tiny Industry Fears Nafta's Reach,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tiny-industry-fears-naftas-reach/docview/429246819/se-2?accountid=14586,"Special to The New York Times
+At the France Broom Company on the outskirts of this small agricultural town in eastern Illinois, brooms made of corn straw are flying out the door as fast as the 22 broom makers can assemble them. Sheds behind the factory, which normally hold four weeks' worth of inventory, are nearly empty.
+A truer indicator of France Broom's health is the sign outside the plant that reads: ""Fr nce Broom o.""
+Niceties like maintaining signs went by the wayside after years of fighting for survival as Mexican broom makers seized more and more of the market.
+Now, France Broom and other American corn-broom makers fear that passage of the North American Free Trade Agreement will wipe them out. The broom makers, unlike most segments of American industry, are now partly protected from low-wage Mexican competition by quotas and sizable tariffs. No Apparent Benefits
+The companies see little opportunity to sell American brooms in the more prosperous Mexico that has been promised under the agreement. By contrast, there is obvious danger in the scheduled demise of the 32 percent tariff that currently helps them keep a chunk of the United States market for high-quality brooms out of Mexican hands. Nafta would eliminate 30 percent of that tariff immediately, another 20 percent after five years and the rest after 11 years.
+Others who stand to lose valuable competitive shields on this side of the border if the agreement is enacted include makers of clothespins, ceramic plates, glassware and acrylic sweaters as well as growers of a number of specialty crops like peanuts, sugar and tomatoes.
+Like France Broom, most of the enterprises that see nothing but woe in the agreement are small, family-owned and deeply worried that they have few powerful allies in their quest to have the accord drastically altered or scrapped.
+France Broom's privately held parent, O-Cedar Vining Industries of Springfield, Ohio, which was formed last month by the merger of two of the largest ""stick goods"" makers, has just $100 million in sales, including brushes and mops. In all, the $100 million corn broom industry employs about 500 workers in Illinois and another 1,000 in other states. Industry executives say plastic-bristled brooms account for another $50 million.
+Businesses with far more influence, including neighbors in Illinois like Caterpillar Inc., the Peoria-based construction equipment maker, the banks and insurance companies of Chicago and the state's feed corn and soybean farmers, believe they will benefit from the treaty. Many other businesses are neutral, figuring the risks offset the benefits.
+""The broom industry has had to fight this by itself,"" said Stan Koschnick, general manager of France Broom. ""The brush and mop people seem to think it won't affect them.""
+That perception is wrong, the broom makers say. ""The Mexicans already have most of the broom market,"" said Harry Leventhal, whose family founded the parent company's forerunner. ""Now that they are making mops and brushes, they want the whole retail shelf, and this will help them get it.""
+Moreover, broom makers argue, the treaty contains provisions that are dangerous for all industries. ""Once the transition period is over, the United States Government cannot do anything to protect American industry hit by a surge of imports without Mexico's permission,"" said William Libman, president of the Libman Broom Company in Arcola, Ill. ""It's so complicated it's unbelievable, but we don't have enough money to fight it.""
+The industry's customers are not rushing to lobby on its behalf. Retailers have not said much individually about Nafta, but most retail trade associations support it. Broom buyers for companies like Target, the Dayton Hudson discount chain, say that the treaty does not appear to threaten supplies in any way and that American companies can remain competitive by offering better-quality merchandise at reasonable prices and quick responses to orders. One More Burden
+A closer look at France Broom's predicament underscores how Nafta adds to burdens that have already shrunk some old-world industries, including heavy dependence on labor, competition from new materials and scarce financing.
+The century-old company, which moved here from Chicago in 1938, has itself absorbed six companies in the last three decades as the industry continously consolidated.
+""Small firms have gone out of business because they cannot purchase supplies efficiently and cannot themselves supply the big accounts that dominate the retail business,"" Mr. Koschnick said. ""And there were a lot that disappeared when the children didn't want to take over.""
+The crunch hit in the 1960's and 1970's, as Illinois farmers stopped growing the kind of low-value corn that goes into brooms, leaving Mexican growers to fill the void. The labor-intensive work of preparing the corn for binding into brooms soon moved south to the Mexican corn-growing regions.
+Unable to afford the automation that might have saved some of the processing jobs, France Broom and others had to resort to layoffs. And, with Mexican factory wages running at 10 to 15 percent of those paid to American broom makers, Mexican manufacturers also quickly captured much of the final assembly market.
+At the same time, plastic brooms, primarily from Italy, roared into the market. Corn-broom makers, most of which also now make plastic brooms, say the corn brooms, though harder to make, are higher quality because they grab dust better.
+Broom makers are paid on a piece-work basis, with the most efficient earning as much as $14 an hour. Labor accounts for between 40 and 50 percent of production costs -- higher than most sectors of American industry. ""Our only advantages are better shipping and quicker turnaround,"" Mr. Koschnick said. Similar Situations
+The details differ, but executives at many other small companies face similar challenges. In Star City, W. Va., for example, the Davis Lynch Glass Company employs 65 people, down from 330 in 1975. It survives by selling products like decorated glassware to lamp makers in quantities too small for Mexican competitors to bother with.
+""I don't know how much more the imports can take, although I'm sure it's going to have some effect,"" said Bob Lynch, Davis Lynch's president, when asked about the loss of tariff protection for his industry under Nafta.
+Clearly, Nafta's architects attempted to cushion the blow for such companies by allowing them to appeal to the International Trade Commission for relief if they can prove that their industries are being badly hurt by tariff reductions.
+The commission will be able to restore current tariff levels for up to four years for especially vulnerable sectors, like the broom makers. But critics like Mr. Libman say relief is likely to be too costly and time-consuming to obtain and too short lived. And they are upset that Nafta requires the United States to pay Mexico for the value of the relief granted.
+Mr. Koschnick said that his company had already begun studying possible production locations in Texas and Mexico in case a move is necessary to stay in business. His only advice to the 80 employees here and 80 others who work for France Broom in Humboldt, Ill., and two nearby contract plants is to keep up quality and hope for the best.
+""I'm sure I'm biased,"" he said, ""but I think Nafta's a bad deal.""
+Photograph Business is brisk at France Broom Company in Paxton, Ill., where Linda Kurtz sews corn straws together. But the company fears that passage of the North American Free Trade Act will wipe it out. (pg. D1); ""The broom industry has had to fight this by itself,"" said Stanley Koschnick, right, general manager of France Broom, who sees Nafta as a threat. He and Lattrel Cordelm examined corn straws. (pg. D2) (Barnaby J. Feder/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Tiny+Industry+Fears+Nafta%27s+Reach&title=New+York+Times&issn=03624331&date=1993-09-24&volume=&issue=&spage=D.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 24, 1993","That perception is wrong, the broom makers say. ""The Mexicans already have most of the broom market,"" said Harry Leventhal, whose family founded the parent company's forerunner. ""Now that they are making mops and brushes, they want the whole retail shelf, and this will help them get it."" Moreover, broom makers argue, the treaty contains provisions that are dangerous for all industries. ""Once the transition period is over, the United States Government cannot do anything to protect American industry hit by a surge of imports without Mexico's permission,"" said William Libman, president of the Libman Broom Company in Arcola, Ill. ""It's so complicated it's unbelievable, but we don't have enough money to fight it."" ""I'm sure I'm biased,"" he said, ""but I think Nafta's a bad deal.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Sep 1993: D.1.",11/15/17,"New York, N.Y.",MEXICO UNITED STATES,"Feder, Barnaby J",New York Times Company,,Newspapers,429246819,"United States, New York, N.Y.",English,24-Sep-93,INTERNATIONAL TRADE AND WORLD MARKET; INDUSTRY PROFILES; NORTH AMERICAN FREE TRADE AGREEMENT; IMPORT QUOTAS; SMALL BUSINESS; BROOMS,New York Times,NEWSPAPER,,,,,,,
+Commercial Property: The Electronic Revolution; Behind the Fast Decisions and Designs -- Computers,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/commercial-property-electronic-revolution-behind/docview/429198790/se-2?accountid=14586,"WHEN Anthony E. Malkin, president of W & M Properties, negotiates a lease in a W & M-managed building, he doesn't talk about net present value or internal rate of return or cash flow.
+He barely discusses how the cost of commissions or of customizing space affected his asking rent. He just quotes a rent for move-in-ready space, and a couple of escalations.
+But you can bet that, before he agrees to a lower rent for a tenant that does its own work, or before he installs energy-efficient lighting, he has figured out the most economical combination of rent concessions and escalations and maintenance.
+""Before we computerized, we could never have budgeted our properties or negotiated rents the way we do now,"" Mr. Malkin said.
+Scratch a good deal, or a canny relocation, or even a spiffy office design, and you'll find a computer whirring behind the scenes. Brokers use them to jazz up presentations and to match client needs with available space. Landlords and building managers use them to keep track of leases and maintenance schedules.
+Architects use them to design interiors and to gauge how much space a company needs. And corporate real estate executives use them to figure out how to most efficiently house their company's people.
+""Automation represents the most significant recent change in how the commercial real estate industry is run,"" said James D. Matteoni, CB Commercial's senior vice president in charge of information technology.
+Already, computers have changed the balance of power between the industry's players. Small brokers and architects now have access to the same fingertip data as large ones. And landlords and tenants face each other with equal financial acumen.
+""We no longer must guess whether 30 cents less in rent is better than a different base year for taxes,"" said Martin Turchin, Edward S. Gordon's vice chairman.
+Gordon and other brokerage firms are using their computer acumen to glean assignments that go far beyond finding space.
+""Many corporate real estate departments have to do more with less, and we get asked about systems that can close that gap,"" said Michael Colacino, managing director of Julien J. Studley, which helps clients set up computerized asset-management systems.
+Cushman & Wakefield, meanwhile, has been gathering statistics around the country on such things as average educational level and average household income because, said David P. Solomon, Cushman & Wakefield's director of office technology, ""when a company is considering several areas for a new plant, it needs to know if the right employees and customers live nearby.""
+It also needs to fully understand the cost of a move. Austrian Roth & Partners, New York relocation consultants, has a computer model that compares locations in terms of the cost of placement services and severance for employees who won't move, as well as relocation costs for those who will.
+Often, the model shows that any savings garnered by moving from, say, Manhattan, to a less expensive city can be negated by the costs of the move.
+""The computer model lets us view future savings in terms of the upfront investment required to get from here to there,"" said Charles Shapiro, an Austrian Roth partner.
+Architects, too, have jumped into the fray.
+After Chemical Bank and Manufactuers Hanover Trust merged, Skidmore, Owings & Merrill persuaded Chemical to let it analyze how to best consolidate the merged bank's employees across some 25 buildings. The architects fed the department heads' ""wish lists"" for space into a computer, which came up with the most economical scenario for meeting those needs in the space available.
+""Computer expertise is enabling us to move into management roles,"" said Yangwei Yee, a Skidmore, Owings associate.
+SCR Design Organization has a similar goal. It already uses its computers to show clients how their occupancy costs compare to those of their competitors. And it maintains electronic files that include not only salient facts about a client's properties, but also schematics of where every employee sits.
+""WE'VE computerized property management from soup to nuts, and that helps clients in ways that affect their bottom lines,"" said Matthew Cusumano, an SCR partner.
+He gets no argument from Gary W. Fontana, the executive responsible for facilities and support services for Philip Morris Companies' New York area facilities. Philip Morris, which acquired the General Foods Corporation in 1985, has turned the 575,000-square-foot General Foods headquarters building in Rye Brook, N.Y., into a multidivisional center, housing some 1,150 employees from about half a dozen subsidiaries.
+Mr. Fontana and SCR together combined some spreadsheet and computer-aided design programs with building schematics and employee-location data. Now the computer tells Mr. Fontana how much space people in each division occupy -- and thus how much of the building's overhead they should be charged for. The same system alerts Mr. Fontana's staff when a piece of building equipment is due for servicing.
+Like the architects, brokers are finding ways to make more use of the data they gather while doing their jobs.
+CB Commercial is developing CB GeoGraphics, which would let CB brokers show clients floor plans, facades, pictures of the lobby, even maps showing where a specific building sits in relation to local landmarks, bus stops or competitors' offices.
+Some brokers are giving key clients free limited access to the brokers' files. Studley, for one, has set up an electronic bulletin board that clients can use for market information. Cushman & Wakefield has hooked some clients into its electronic mail system and is letting one client tap into Cushman's computers to check on the status of its space searches. CB Commercial has half of its 80 offices and about 25 of its clients linked together electronically and hopes to have all of its offices hooked in soon.
+""If a client's boss asks what's available in California, he can ask the computer without calling his broker,"" Mr. Matteoni said.
+But if he does want to call his broker -- at CB or elsewhere -- the answer can come with mind-boggling speed. ""We have reduced the time it takes to obtain property information from two days to five minutes,"" said Mr. Matteoni, who says that CB's computer system can translate to as much as $500,000 in added annual income to a branch office.
+Of course, a good part of those savings can be eaten up by the sheer cost of collecting and updating data. In a utopian world, brokers themselves, being the people who spend the most time in the field, would do the updating. In the real world, brokers tend to jealously guard information about newly available space so they can get first crack at the commission that goes with filling it.
+AT Cushman & Wakefield, the first broker to alert branch managers about space gets a piece of the deal if another Cushman broker fills that space. But even so, Cushman has more than 100 market research people gathering data on available space. CB has 200.
+Smaller brokerage firms can't afford such staffs. But many of them are buying the data, along with the software to manipulate it, from companies like Manhattan's RELocate, which sells continually updated computer disks listing physical, financial and occupancy data about buildings in Manhattan, Westchester and Fairfield Counties, and Boston.
+Joseph G. Genovesi, a partner in D.G. Hart, a small New York brokerage, is pretty sure that his RELocate programs were key to his being able to nab a recent space search for KLS Professional Advisors Group. Mr. Genovesi felt that the 10,000 feet available at 641 Lexington Avenue was perfect for KLS -- except that the rentwas higher than what KLS was willing to pay.
+""The rest of the deal was so good that the higher price didn't matter,"" Mr. Genovesi recalled. ""But without computers, I couldn't have crunched the numbers in time.""
+Mr. Genovesi, like many of his colleagues at larger firms, is now using the computer to help him generate new business through so-called contact-management programs.
+""I can use the RELocate data base to spit out available spaces for, say, a law firm, and then use another program to send letters to any law firms that might use that space,"" he said. ""Computers are letting us do what only the largest firms could do before.""
+Photograph Gary W. Fontana and Nadine Palombo of Philip Morris working with computer schematics. (Chris Maynard for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Commercial+Property%3A+The+Electronic+Revolution%3B+Behind+the+Fast+Decisions+and+Designs+--+Computers&title=New+York+Times&issn=03624331&date=1993-08-22&volume=&issue=&spage=A.13&au=Deutsch%2C+Claudia+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 22, 1993","After Chemical Bank and Manufactuers Hanover Trust merged, Skidmore, Owings & Merrill persuaded Chemical to let it analyze how to best consolidate the merged bank's employees across some 25 buildings. The architects fed the department heads' ""wish lists"" for space into a computer, which came up with the most economical scenario for meeting those needs in the space available. ""The rest of the deal was so good that the higher price didn't matter,"" Mr. [Joseph G. Genovesi] recalled. ""But without computers, I couldn't have crunched the numbers in time."" ""I can use the RELocate data base to spit out available spaces for, say, a law firm, and then use another program to send letters to any law firms that might use that space,"" he said. ""Computers are letting us do what only the largest firms could do before.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Aug 1993: A.13.",11/15/17,"New York, N.Y.",,"Deutsch, Claudia H",New York Times Company,,Newspapers,429198790,"United States, New York, N.Y.",English,22-Aug-93,OFFICE BUILDINGS; DATA PROCESSING (COMPUTERS); RENTING AND LEASING,New York Times,NEWSPAPER,,,,,,,
+Where the Humble Pickle Finally Earns a Place of Honor,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/where-humble-pickle-finally-earns-place-honor/docview/429066900/se-2?accountid=14586,"IT was a good week for pickles. Not only did a pickle star in a new movie, but for the first time ever, the people who make pickles held a formal pickle tasting. The movie, ""The Pickle,"" went for laughs but the tasting was as serious as it would be for a rare Bordeaux.
+But one whiff of the second floor of the Union League Club in Manhattan, where the tasting was held, and there was no mistaking this for a wine tasting. The aroma suggested a pickle barrel on Essex Street, not a distinguished business club.
+Still, it was an occasion of great significance, the 100th anniversary of Pickle Packers International, the association of commercial picklers. And for the 40 or so food writers and pickle devotees who showed up, there was a dress code requiring ""proper attire"": jacket and tie for men, dress or tailored pants suit for women.
+Some of the pickle makers went even further, wearing neckties decorated with insignias of tiny pickles. Gherkins for sure, not French cornichons. ""Cornichons don't do very well down south,"" said Bill Bryan, president of the Mount Olive Pickle Company in Mount Olive, N.C. The women in the pickle business wore green; one, Phyllis Levy, the business director of Vlasic Foods Inc., had plastic pickle chips dangling from her ears.
+Michael Mitchell, the product manager for H. J. Heinz, had a tiny green pickle-shaped pin in his lapel to go with his pickle-patterned tie. He was also celebrating the 100th anniversary since the first million of those pins were distributed by Henry Heinz at the World's Fair in Chicago in 1893.
+The pickle tasters took their places at tables set with stemmed glasses, each holding a different pickle. Tap water and crackers were provided to clear the palate. There were silver pickle forks, most of which went unused. Pens in the shape of you-know-what were provided for making notes on tasting sheets.
+The dozens of varieties of pickles and pickled peppers at the tasting, provided by a number of producers, included genuine dills, refrigerated dills, kosher dills, half sours, sweet gherkins, bread-and-butter pickles, no-salt sweet chips, sweet-hot chips, sweet cherry peppers, hot banana pepper chunks, pepperoncinis and jalapeno rings -- all nonvintage.
+No formal consensus was taken on preferences. But it was clear that a number of people liked the peppers, the hotter the better. Stephen Garmey, a clergyman and self-described pickle maniac, confessed to scarfing down pickled peppers by the jar the way some people go at pints of Haagen-Dazs in the dead of night. ""I love hot food,"" he said.
+His wife, Jane Garmey, the author of several books about English cooking, gave him an indulgent look. ""It's a reaction against his childhood,"" she said. ""His mother was one of the greatest believers in bland food.""
+She was surprised that the pickle people served wine with the lunch that followed, which consisted of 14 dishes made with pickles. ""Beer would have been more logical,"" she said.
+None of the pickles came close to the taste to a true New York pickle.. Lyn Stallworth, the author of ""The Brooklyn Cookbook"" (Alfred A. Knopf, 1991), said she prefers the fresh sour or half-sour pickles that are dispensed from the barrels of vendors like Guss's, now called Essex Street Pickles, on the Lower East Side, or that are piled in bowls on the table at places like the Carnegie Deli.
+The pickle called a half sour in the tasting seemed to have had only fleeting contact with brine and was too close to its raw cucumber state to qualify as a bona fide New York pickle.
+Pickling glorifies the cucumber the way cheese ennobles milk, adding weeks, months or years to its life while endowing it with a range of appetizing flavors and textures. The pickle packers like to cite historical, even biblical references to pickles.
+The first and sometimes the only step in making pickles is immersing the cucumbers in a solution of salt and water. This brining gives the pickle its crunch by drawing the excess water out of the cucumber or other vegetable and by halting enzymatic action that could soften the pickle. Alum, a sulphate compound that is sold in pharmacies, is sometimes used to make pickles crisp, as is slaked lime or calcium hydroxide. Pickle recipes in old cookbooks often specify these chemicals.
+The vegetables may then be processed in a vinegar solution, usually with herbs and spices and sometimes sweeteners. The acid in the vinegar is the preservative.
+New York deli pickles are made by immersing cucumbers and green tomatoes in brine for days or weeks. The longer the pickle is brined, the more sour it will become. The proper brine solution will prevent the growth of bacteria that cause spoilage but also promote the development of bacteria that produce lactic acid through fermentation. Enough of this acidity results in a product that will not spoil and have an appealing flavor. Sauerkraut is made the same way. These days, this kind of pickle is often sold refrigerated, to slow the continuing fermentation.
+Even though pickles are made by processing vegetables so they will not spoil, the pickles on grocery store shelves may also contain preservatives like sodium benzoate and polysorbate 80.
+""Packing pickles is a seasonal business done only in June and July and September and October,"" said Gerry Lales, the plant manager for Claussen Pickle in Woodstock, Ill. That is when the cucumbers are ready for picking. ""We sometimes have to add minute quantities of preservatives to extend the shelf life. The sodium benzoate also stabilizes the brine so it is absorbed at a fixed rate.""
+Yellow dye No. 5 is added to some pickles, Mr. Lales said, to keep the pickles from turning gray.
+Today, pickle makers say they hope to benefit because pickles are fat free. And they are addressing concerns about salt by, in some cases, replacing about half the salt with calcium.
+But despite all the research and automation in the pickle industry, the pickle producers remain dedicated to a tradition of handcrafting. The last pickle in the jar is usually squeezed in by hand because no one has devised a machine that can make it fit. A Little Oomph In a Cucumber
+In America, most pickles are made from cucumbers and range in size from tiny to about six inches long. They are made in two styles, sour and sweet.
+GENUINE DILL Made by slow fermentation. Dillweed is added before the pickles are packed in jars and processed with heat.
+KOSHER DILL Similar to dill pickles, but made with a lot of garlic.
+REFRIGERATOR DILL Pickles that are soaked in brine, a salt solution, but not fermented. They are crisp and fairly fresh-tasting.
+HALF SOUR OR SOUR The longer a pickle ferments, the more sour it becomes. Half-sour pickles are removed from brine earlier.
+SOUR GHERKIN Tiny vinegar pickles flavored with dill.
+CORNICHON Tiny French vinegar pickles usually seasoned with tarragon.
+POLISH DILL Spicier than genuine dills but less garlicky than kosher dills.
+BREAD AND BUTTER Sweet, sliced pickles with a tangy taste.
+SWEET MIXED Chunks of sweet pickled cucumbers combined with other vegetables.
+GHERKIN Whole sweet tiny pickles.
+CANDIED PICKLE Whole or cut pickles packed in extra-sweet syrup.
+SWEET HOT A new type of sweet pickle that has hot spice added to the seasoning.
+Pickled cucumbers make up most of the pickle market. But various kinds of pickled peppers now account for 12 percent of the market and are growing in popularity. They are made in mild and hot styles.
+Photograph Experts at work during a tasting at the Union League Club in New York. This is the centennial of Pickle Packers International, the association of commercial picklers. (Photographs by Marilynn K. Yee/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Where+the+Humble+Pickle+Finally+Earns+a+Place+of+Honor&title=New+York+Times&issn=03624331&date=1993-05-05&volume=&issue=&spage=C.3&au=Fabricant%2C+Florence&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 5, 1993","IT was a good week for pickles. Not only did a pickle star in a new movie, but for the first time ever, the people who make pickles held a formal pickle tasting. The movie, ""The Pickle,"" went for laughs but the tasting was as serious as it would be for a rare Bordeaux. Some of the pickle makers went even further, wearing neckties decorated with insignias of tiny pickles. Gherkins for sure, not French cornichons. ""Cornichons don't do very well down south,"" said Bill Bryan, president of the Mount Olive Pickle Company in Mount Olive, N.C. The women in the pickle business wore green; one, Phyllis Levy, the business director of Vlasic Foods Inc., had plastic pickle chips dangling from her ears. None of the pickles came close to the taste to a true New York pickle.. Lyn Stallworth, the author of ""The Brooklyn Cookbook"" (Alfred A. Knopf, 1991), said she prefers the fresh sour or half-sour pickles that are dispensed from the barrels of vendors like Guss's, now called Essex Street Pickles, on the Lower East Side, or that are piled in bowls on the table at places like the Carnegie Deli.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 May 1993: C.3.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Fabricant, Florence",New York Times Company,,Newspapers,429066900,"United States, New York, N.Y.",English,5-May-93,PICKLES AND RELISHES,New York Times,NEWSPAPER,,,,,,,
+I.B.M. Vacancies Add to Westchester Glut,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-b-m-vacancies-add-westchester-glut/docview/429025009/se-2?accountid=14586,"A RECENT announcement by I.B.M. that it would vacate 845,000 square feet of office space in two Westchester County buildings has sent the already beleaguered office market in the county reeling.
+For one thing, it caused this year's first-quarter office vacancy rate to shoot up 4 points, to 26.4 percent, from three months ago, according to Rostenberg Doern, a Stamford, Conn., brokerage firm that specializes in commercial real estate.
+The hardest hit area is downtown White Plains, with a record vacancy rate of 35.8 percent, up from 28.9 percent at the end of last year, according to Rostenberg Doern.
+This was caused, in large part, by I.B.M.'s decision to vacate 373,000 square feet in Westchester One, the largest building in White Plains, where the company leases 820,540 square feet. And the company is likely to continue reducing its office space, according to an I.B.M. spokesman, Ken Sayers.
+""Our strategy is to gradually move out of leased space as contracts expire and into I.B.M.-owned space,"" Mr. Sayers said. ""Regrettably, the company finds it also needs less company-owned space.""
+As a result, I.B.M. has placed one of its premiere properties on the market: The 472,639-square-foot, I. M. Pei-designed building at 2000 Purchase Street. Employees will begin vacating the building in May and move to company-owned headquarters in Armonk and to a company-owned property in White Plains.
+""Just by shutting the building down we can cut our costs by 50 percent,"" Mr. Sayers said.
+The property was designed as a single-tenant building and will probably be bought by a major corporation.
+""It's a true corporate building,"" said John Rostenberg, a principal at Rostenberg Doern. ""Architecturally, I think it's the finest building in Westchester. It will take time and effort, but it will sell.""
+The Purchase building is now one of three buildings on the market with over 250,000 square feet. ""Unfortunately, there are also fewer companies looking for that much space,"" said Michael Siegel, executive director of the Westchester/Fairfield office of the Edward S. Gordon Company, a real-estate brokerage firm.
+I.B.M. now leases over 2 million square feet of office space in Westchester and owns an additional 3.5 million, according to Mr. Sayers. At one time, it occupied as much as 7 million square feet, which it began vacating in the late 1980's.
+""Most of the space growth took place in the 1970's and the early 80's,"" said Michael Dailey, executive director for Cushman & Wakefield, which is marketing vacant space in Westchester One. ""The company provided the underpinning for the growth and prosperity of the county, so naturally the negative effect is going to be equally as noteworthy.""
+I.B.M. is not the county's only problem. In the past, Westchester had been an attractive location for expanding companies from New York City, but that no longer seems to be so.
+""In part, it's the economy, in that companies are no longer looking for a place to expand,"" Mr. Dailey said. ""And maybe the ones that wanted to go have already gone. And some may have decided there's an advantage to being in New York City.""
+MASTERCARD INTERNATIONAL was recently considering leaving Manhattan and moving to White Plains. But the company decided to stay put when the city offered it a $2 million tax incentive package.
+In the last few years, Westchester has also lost companies to Connecticut, which has a variety of state incentive packages to help businesses expand or relocate.
+Last year, the Purdue Frederick Company, an international pharmaceutical concern, announced plans to move its research and development division from Yonkers to a 156,000-square-foot building in Norwalk, Conn. Connecticut and Norwalk offered the company an incentive package worth more than $2 million, including $1 million in relocation costs.
+In contrast, Westchester has no official incentive program. Yet it has developed a good record in retaining businesses.
+Last year, 52 percent of all leasing activity was from intracounty relocations, according to the Gordon company. Some 33 percent was from company expansions in their current locations and the rest by companies from outside the county.
+LAST year, when J.W.P., a multinational technology company based in Purchase, was offered $3 million to move to Connecticut, the county Office of Commerce and Economic Development contacted Alfred B. DelBello, former Lieutenant Governor and Westchester County Executive, who worked for a time as an unpaid ""development czar"" for the county.
+When Mr. DelBello could find no state program that would induce the company to stay, he improvised a deal that involved a reduction in property taxes for an office building in Rye Brook and provided relocation assistance for the company's employees.
+A similar deal was struck for TransAmerica Leasing Inc., which just signed a long-term lease for 120,000 square feet at a building owned by the Nestle Foods Corporation.
+Some brokers are beginning to wonder if all the time and effort to keep companies would be better spent elsewhere.
+Scott H. Benson, president of Benson Commercial Realty in Tarrytown, maintains that ""continued lateral movement, which in most cases represents a decrease in gross absorption, continues to erode the marketplace.""
+He cites the case of TransAmerica, where the company's move from one building to another represented a total net absorption of less than 4,000 square feet.
+At a recent talk before a group of real estate executives, Mr. DelBello called for an end to the ""cannibalistic"" regional competition for large companies. More effort should be expended, he said, in trying to attract and nurture small entrepreneurial companies that can grow in the county.
+""Last year, 80 small companies moved into the county, and the same level should be reached this year,"" said Noreen Preston, an economic development specialist for the county.
+As a result of the space glut, rents have been steadily decreasing, allowing small companies to expand in more prestigious locations. The Gordon company reports average rents at $19.61 a square foot, down from $20.21 three months ago.
+TWO high-technology companies were recently able to relocate from tertiary to class A space. Securities Applications Inc., which develops computerized security systems, moved from Hawthorne to 4,000 square feet at the Summit of Westchester, in Mount Pleasant. And Reference Systems Inc., which provides integrated business, factory and office automation systems, left White Plains for 6,000 square feet at the Sutton Park Building, also in Mount Pleasant.
+""We are witnessing an ever-increasing number of small to mid-size privately held firms taking advantage of the current soft market to upgrade their image,"" said Edward Stutz, director of commercial leasing for Benson Commercial Realty.
+The vast majority of leasing deals in the county are for under 5,000 feet, said Mr. Siegel of the Gordon company, adding: ""We're no longer seeing activity in large blocks of square footage.""
+To help companies grow, the county's development office ran a seminar for small business in January, offering technical assistance, financing and help with legal problems. ""It was an incredible success,"" Ms. Preston said. ""We had to turn people away.""
+Brokers are reporting other positive signs in the marketplace.
+""Consolidations, like I.B.M.'s, are starting to abate,"" said Mr. Dailey of Cushman & Wakefield. ""Lately there's been a groundswell of tenants asking for surveys so they can expand. I think we're going to see a turnaround. It might not happen soon. But the signs are out there that it will happen.""
+Photograph I.B.M. seeks to sell 2000 Purchase Street building, above, and will vacate space in Westchester One office building in White Plains. (Susan Harris for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.B.M.+Vacancies+Add+to+Westchester+Glut&title=New+York+Times&issn=03624331&date=1993-04-11&volume=&issue=&spage=A.3&au=Vizard%2C+Mary&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 11, 1993","""It's a true corporate building,"" said John Rostenberg, a principal at Rostenberg Doern. ""Architecturally, I think it's the finest building in Westchester. It will take time and effort, but it will sell."" ""Most of the space growth took place in the 1970's and the early 80's,"" said Michael Dailey, executive director for Cushman & Wakefield, which is marketing vacant space in Westchester One. ""The company provided the underpinning for the growth and prosperity of the county, so naturally the negative effect is going to be equally as noteworthy."" ""Consolidations, like I.B.M.'s, are starting to abate,"" said Mr. Dailey of Cushman & Wakefield. ""Lately there's been a groundswell of tenants asking for surveys so they can expand. I think we're going to see a turnaround. It might not happen soon. But the signs are out there that it will happen.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Apr 1993: A.3.",11/15/17,"New York, N.Y.",WESTCHESTER COUNTY (NY),"Vizard, Mary",New York Times Company,,Newspapers,429025009,"United States, New Yo rk, N.Y.",English,11-Apr-93,OFFICE BUILDINGS; RENTING AND LEASING,New York Times,NEWSPAPER,,,,,,,
+Child Care Makes a Mark in Office Parks,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/child-care-makes-mark-office-parks/docview/428840963/se-2?accountid=14586,"IN 1989, when Sandra Beetner was looking to relocate her computer graphics company, she had a 5-month old girl. As a result, she viewed child care as an important amenity, not only for herself but for her employees, many of whom were also young parents.
+""We were moving from Manhattan, and were used to lots of conveniences and services, like pick-up and delivery and printing services,"" she said. ""I can't say that child care was the top priority, but its availablily unquestionably influenced my decision.""
+Genigraphics, the company of which Ms. Beetner is president, eventually leased 16,000 square feet at Enterprise Corporate Towers, in Shelton, Conn., one of the first corporate parks in the metropolitan area to have a child-care center. The 104-child center was built in 1988.
+Since then, several other developers have decided that, to be competitive, they, too, will have to provide child care.
+""About four years ago, we started questioning our tenants and our own employees, and we found out they had a real problem finding good child care,"" said Michael Grossman, vice president of leasing for the Robert Martin Company, the first developer in Westchester County to build on-site child-care centers at its corporate parks. The company now has four centers.
+The first, opened in February 1990, is in the Cross Westchester Executive Park, in Elmsford. It now has others in the Mid Westchester Executive Park in Hawthorne and in the South Westchester Executive Park in Yonkers. Recently, it opened a second one in the Elmsford park at the request of medical companies in the area, since the park was already zoned for child care.
+""It seems whether we like it or not, we're in the child-care business,"" Mr. Grossman said. ""We plan to eventually have centers at every one of our properties."" In addition to its three executive parks, the company owns two office buildings in Tarrytown and just under a million square feet of office space in downtown White Plains.
+When Ms. Beetner was planning to relocate, she looked at some of Robert Martin's properties. ""I remember she mentioned she had a baby,"" Mr. Grossman said. ""That's about the time we decided that day care was a competitive necessity for us. I mean, when the president of the company has a baby, it's pretty clear that child care is going to be important to that firm.""
+The best evidence of the success of Robert Martin's strategy, according to Mr. Grossman, is that two of its centers now have waiting lists and the first one the company built, at the Elmhsford site, is now considering adding a kindergarten.
+John Chapman, a vice president for customer services at Basys Automation Systems, has two children at the South Westchester center. ""It really simplfies my life,"" he said. ""The kids love it. It's a creative environment for them. And instead of traveling around, dropping them off and picking them up, they're in the building next door to me. It easily saves me a half hour each day.""
+ONE of the latest developers to take the plunge into child care is the Rockefeller Center Development Corporation, which is building a 7,000-square-foot, free-standing building at its International Trade Center, a 6.7 million square foot corporate park in Mount Olive, N.J. The 105-child center is scheduled to open in August.
+More than 2,000 employees are expected to move into the park by next year. BASF, an international chemical company, is now completing construction of a 675,000-square-foot building, and eventually plans to build a total of 1.7 million square feet of office space.
+The construction is part of a major consolidation of the company's northeast operations. ""At total capacity, we could have 5,000 people at the site,"" said George Neumann, BASF's site director for the project.
+Eugene A. Preston, director of marketing for the International Trade Center, said that having a child-care facility ""is almost a necessity in marketing a big park nowadays, in order to attract the kinds of businesses that we want.""
+The developer is also considering adding a child care facility at its flagship property, Rockefeller Center in Manhattan. ""To date, centers have been harder to do in an urban setting with space limitations and other restrictions,"" Mr. Preston said. He also explained the logistical difficulty of having parents commuting into the city by mass transit with a child in tow.
+Few developers own or operate the centers they build. They usually hire outside companies specializing in child care, like Bright Horizons, which operates 52 corporate child-care centers on the East Coast.
+Michael Day, development manager for Bright Horizons, said he's now negotiating with several other developers who are also planning child-care centers in corporate parks.
+He attributed the flurry of activity in the metropolitan area to the current economic climate. ""On the one hand, it's difficult to justify the expense, but on the other, developers are more competitive with each other,"" Mr. Daly said. ""A lot of times, it's simply a matter of the tenants going to the existing landlord and making a request.""
+The child-care operator is often very involved in the design of the facility. For instance, for its free-standing structure, Rockefeller Development hired its architectectural firm, D.W. Arthur Associates Architects of Boston.
+BUILDING a child-care facility is fraught with complications and expense. The building codes vary by state, but typically there are strict requirements, such as having at least 35 square feet of activity space per child, an outdoor play area and ""lots of plumbing with miniature fixtures,"" Mr. Grossman said. ""They're cute, but expensive."" They must also have kitchens with commercial equipment, special air-conditioning and heating systems and indoor areas that are exposed to natural light.
+After building a center, the developer then essentially subsidizes it by renting at a drastically reduced rate or, in some cases, without charge.
+""I was more interested in getting the best quality people to run the center than getting the highest rent,"" said Robert D. Scinto, developer of Enterprise Corporate Towers.
+For the Robert Martin Company, the effort has been worthwhile. ""It's now a part of our package,"" said Mr. Grossman. ""It's what differentiates us from the competition, and helps us maintain our high occupancy levels.""
+According to Mr. Grossman, all of Robert Martin's three parks with day-care facilities are now more than 95 percent occupied.
+The developers who have entered the child-care business seem prepared to stay. ""With two-income families the norm now, the need will continue to grow,"" said Mr. Preston. ""I don't see that changing any time soon.""
+When his company first moved to Enterprise Towers a year and a half ago, Richard Schwartz wasn't sure how many employees would make use of the on-site center. ""We have 150 people and almost 80 percent are female,"" said Mr. Schwartz, president of the northeast region of Prudential Relocation Management, which relocates corporate employees. ""About eight people use it now,"" he said.
+""But that number is increasing as people get used to the facility. And several of our newer employees have had babies since we moved.""
+For some developers, the pay-off in having child care is often more a matter of image than substance. ""No one came here because of a day-care center,"" said Mr. Scinto. ""But it's an important part of our image. It says we're family oriented and helps us be more than just a group of office buildings.""
+One of Mr. Scinto's tenants, Ms. Beetner, believes that having children around adds a human touch. Her office is adjacent to the center, connected by a walkway. ""The kids come by trick-or-treating,"" she said. ""They're not intrusive. It's just nice to see them.""
+She also believes it's helped her business as well. When her administrative assistant recently had a baby and ""she was having trouble weaning herself from her baby,"" Ms. Beetner said, ""the process was made so much easier by having the center nearby. I think it made the difference in her being able to come back at all.""
+Photograph Brad Sagendorf and daughter, Nora, left, arriving at child-care center at Enterprise Corporate Towers, Shelton, Conn.; Ashley and her father, Gary Davis, at center. (Photographs by David Labianca for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Child+Care+Makes+a+Mark+in+Office+Parks&title=New+York+Times&issn=03624331&date=1993-01-31&volume=&issue=&spage=A.6&au=VIZARD%2C+MARY+McALEER&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 1993","When Ms. [Sandra Beetner] was planning to relocate, she looked at some of Robert Martin's properties. ""I remember she mentioned she had a baby,"" Mr. [Michael Grossman] said. ""That's about the time we decided that day care was a competitive necessity for us. I mean, when the president of the company has a baby, it's pretty clear that child care is going to be important to that firm."" For some developers, the pay-off in having child care is often more a matter of image than substance. ""No one came here because of a day-care center,"" said Mr. [Robert D. Scinto]. ""But it's an important part of our image. It says we're family oriented and helps us be more than just a group of office buildings."" One of Mr. Scinto's tenants, Ms. Beetner, believes that having children around adds a human touch. Her office is adjacent to the center, connected by a walkway. ""The kids come by trick-or-treating,"" she said. ""They're not intrusive. It's just nice to see them.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 1993: A.6.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW YORK CITY METROPOLITAN AREA ROCKEFELLER CENTER (NYC) SHELTON (CONN),"VIZARD, MARY McALEER",New York Times Company,,Newspapers,428840963,"United States, New York, N.Y.",English,31-Jan-93,DAY CARE CENTERS; CHILD CARE; RELOCATION OF BUSINESS; CORPORATIONS; LABOR; RELOCATION OF PERSONNEL; CHILDREN AND YOUTH,New York Times,NEWSPAPER,,,,,,,
+U.S. Output Per Worker Is Growing,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-output-per-worker-is-growing/docview/428791948/se-2?accountid=14586,"The nation's productivity has seen a much-needed growth spurt over the last 18 months, a compelling sign that the economic recovery is likely to endure.
+After slipping for two years, productivity of American workers has been rising at a solid 2.6 percent annual rate. Indeed, since the economy is believed to have grown during the summer at a faster rate than previously thought, productivity probably surged more than 3.5 percent in the third quarter.
+Higher productivity means that the average American worker -- still the most efficient in the world -- now turns out more than $28 worth of goods and services an hour. The figure, adjusted for inflation, is the highest ever and nearly $1 above the level in the spring of 1991 when the recession finally hit bottom. Done Without Adding Jobs
+The productivity rebound has been so strong that it means all the additional output of the United States economy in the recovery so far has been achieved without adding any jobs or work hours. Since the spring of 1991, annual output has grown by $150 billion.
+The fact that businesses can produce more with the same or fewer people is painful for those who are unemployed, and it poses a challenge for the new Clinton Administration, which has promised to create more jobs. But it is also a crucial sign of improving economic health.
+Whether the recent rebound in output per worker hour signals a permanent turnaround in the nation's long-run productivity prospects remains to be seen. In the meantime, though, the pickup to date is a compelling sign that the economic expansion is developing staying power. A 'Classic' Signal
+Productivity typically spurts early in recoveries, as companies better utilize employees who, because of soft sales, were not laid off but who were also not working flat out. It is also during this period that companies typically are too cautious to hire new help.
+""It's a classic recovery signal,"" said Lawrence H. Kudlow, an economist at Bear, Stearns & Company.
+Productivity gains are holding down the price of services to consumers and businesses. They are also keeping labor costs flat, making businesses more competitive. And most significantly, rising productivity has pushed up corporate profits, despite so-so sales; that means companies will eventually be able to hire more workers and investment in new equipment.
+The gains in productivity appear to be far more widespread than during the early part of the 1980's expansion. A rough calculation using published Government data suggests that the services sector of the economy -- broadly defined to include construction as well as banking, fast-food restaurants and retail stores -- may have contributed as much as two-thirds of the rise in productivity in the last 18 months.
+Throughout the 1980's, by contrast, productivity did not grow at all for the service sector, considered as a whole.
+""I see tremendous changes taking place in some service industries,"" said Martin N. Baily, a productivity expert at the University of Maryland, citing a wave of restructuring in industries like banking, retailing and railroads.
+The big question is whether productivity will continue to increase or will slacken when the economy fully recovers from the recession.
+""We see a lot of layoffs going on, a lot of restructuring,"" said Robert Z. Lawrence, an economist at the Kennedy School at Harvard and the author of several books on productivity. ""Maybe this is the kick-in-the-pants productivity needs, and this is a sustainable. Or maybe companies are just very pessimistic about the recovery.""
+Productivity's contribution to long-term economic well-being would be hard to exaggerate. Over a matter of decades, productivity growth determines how fast living standards can rise and how quickly the economy as a whole can expand.
+Workers, ultimately, can only consume as much as they produce. That's why increasing the sluggish growth of productivity -- on average, less than 1 percent a year in the last two decades -- was at the heart of the economic programs put forth by Ronald Reagan's supply-side theorists and now by President-elect Bill Clinton's public-investment gurus.
+Thanks to the power of compounding, seemingly small differences in productivity growth rates, if they persist long enough, have dramatic consequences for long-term growth in living standards.
+The difference between 0.8 percent, the trend in the past 20 years, and the average rate for the past century, 1.7 percent, is huge. If productivity is growing close to 2 percent, living standards double every 35 years. If growth is closer to 1 percent, it takes 70 years.
+Stephen S. Roach, an economist at Morgan Stanley & Company, is among those predicting a permanent shift toward faster productivity growth. ""On the basis of the striking improvement in productivity growth in the last year, I'd say we're heading back toward a long-term productivity growth trend of 1.7 or 1.8 percent,"" he said.
+Productivity optimists like Mr. Roach argue that as inflation is gradually squeezed out of the economy, service companies are finding it harder to pass on cost increases to customers.
+Foreign competition is also affecting services, both directly and indirectly -- as more and more companies from abroad enter the American market and, probably more importantly, as American manufacturers insist on higher quality at lower cost. Moreover, the greater competition created by deregulation is forcing consolidation and automation in everything from airlines to banking.
+""A lot of the downsizing we're seeing will endure,"" Mr. Roach said.
+But productivity pessimists take the opposite view, arguing that nothing fundamental, like the pace of technological innovation, has changed. All that is happening, they contend, is that companies are correcting the excesses -- overoptimistic hiring and sloppy management -- that crop up when times are good for a long time, as they were in the 1980's.
+The recent productivity growth ""is nothing to cheer about,"" said Robert H. Gordon, an economist at Northwestern University. ""It's going to grow faster than normal because it has a lot of catching up to do."" What Both Sides Want
+Most economists remain on the fence, pointing out that only time can settle this debate. ""Based on my long experience watching these numbers,"" said Mr. Dean at the Bureau of Labor Statistics, ""I hesitate to say that a trend that's lasted five or six quarters will last even one or two more.""
+Regardless of their views, the optimists and pessimists alike want the incoming administration to press ahead with growth-oriented policies aimed at improving the skills of the work force and boosting both public and private investment in everything from roads to research and development.
+""We shouldn't rest on our laurels,"" said Stanley Fischer, a Massachusetts Institute of Technology economist. ""Productivity is growing very fast. But a revival in living standards really depends on some revival of investment.""
+Graph ""Rising Productivity"" tracks percent change in hourly output of all persons employed at private businesses excluding farms, by quarter, since the second quarter of 1989. (Source: Bureau of Labor Statistics) (pg. D13)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Output+Per+Worker+Is+Growing&title=New+York+Times&issn=03624331&date=1992-11-27&volume=&issue=&spage=D.9&au=Nasar%2C+Sylvia&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 27, 1992","""We see a lot of layoffs going on, a lot of restructuring,"" said Robert Z. Lawrence, an economist at the Kennedy School at Harvard and the author of several books on productivity. ""Maybe this is the kick-in-the-pants productivity needs, and this is a sustainable. Or maybe companies are just very pessimistic about the recovery."" Stephen S. Roach, an economist at Morgan Stanley & Company, is among those predicting a permanent shift toward faster productivity growth. ""On the basis of the striking improvement in productivity growth in the last year, I'd say we're heading back toward a long-term productivity growth trend of 1.7 or 1.8 percent,"" he said. The recent productivity growth ""is nothing to cheer about,"" said Robert H. Gordon, an economist at Northwestern University. ""It's going to grow faster than normal because it has a lot of catching up to do."" What Both Sides Want","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Nov 1992: D.9.",11/15/17,"New York, N.Y.",,"Nasar, Sylvia",New York Times Company,,Newspapers,428791948,"United States, New York, N.Y.",English,27-Nov-92,LABOR; PRODUCTIVITY; UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+Rising Yen: Japan's Mixed Blessing,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rising-yen-japans-mixed-blessing/docview/428667702/se-2?accountid=14586,"Special to The New York Times
+Amid the commotion in the European foreign exchange markets, the Japanese yen has staged a rally and is emerging as perhaps the strongest major currency right now, a development that could hurt Japan's already weakened automobile and electronics giants.
+The yen closed here on Thursday at 120.25 yen to the dollar, a high for Tokyo after rising as high as 119.83 earlier in the day. Today the yen weakened a bit, closing at 120.85, Just last week the yen was as low as 125 against the dollar and at the beginning of August was down to 128.
+[ In New York trading Friday the dollar was quoted at 120.75 yen, up from 120.55 yen late Thursday. On Wednesday, the dollar plunged as low as 119.55 yen before recovering a bit. ]
+The yen has been gaining in the last few weeks even against the German mark, whose strength has caused a crisis for the British pound, the French franc and other European currencies. At the beginning of the month, the mark was worth 89 yen; now it is worth 80. 'Full-Court Press'
+""It's full-court-press, yen strength against all currencies,"" said Paul A. Summerville, senior economist for Jardine Fleming Securities in Tokyo.
+The strength of its currency is likely to prove a mixed blessing for Japan. It could alleviate some of the pressure on Japan's beleaguered banks and make it less expensive for Japan to import the oil and other raw materials it depends on. Politically, a strong yen could help mitigate a soaring trade surplus by making Japanese exports seem more expensive to the world and foreign products cheaper to the Japanese.
+But for automobile and electronics companies that depend heavily on exports, the high yen could deal another blow at a time when the companies are already suffering heavily from a slump in Japan's domestic market. The net overall impact of a higher yen could be to prolong the nation's recession, some economists say, even in the face of the Government's $86 billion stimulative spending plan.
+Prime Minister Kiichi Miyazawa and other top officials have said in the last two days that the Government would consider intervening in the market if the yen experiences too sharp a rise, but that this did not appear to be the case yet. The prospect of intervention has helped keep the yen from rising further, analysts said. Gradual Change Sought
+But Japanese officials actually appear to be more interested in making sure exchange rate changes are gradual, not in keeping the yen from rising. Indeed officials of the Finance Ministry and Bank of Japan have generally been in favor of a rise in the yen and Yasushi Mieno, governor of the Bank of Japan, reiterated Thursday that he still favored a firming of the yen over the long term, according to press reports here.
+Still, investors in the Tokyo stock market interpreted the developments favorably. The Nikkei index of 225 stocks rose 327.23 points on Thursday but then fell back by 215.19 today to close at 18,394.76.
+With Japan's own economy in a steep slump and interest rates low, the yen hardly appears to be a candidate for a strong rally. Many executives and economists think the yen looks good only by default, as investors seek to escape the turmoil in Europe and because prospects for the American economy are uncertain.
+""The main reason for the sharp rise of the yen doesn't exist in the yen itself,"" said Akira Satate, deputy general manager of foreign exchange at the Bank of Tokyo. Strength Seen Fleeting
+Some executives said the current strength of the yen would be only transitory. But others say the same factors that have brought the yen to its current position will drive it even higher. In addition, some people are hoping the economy here will recover because of the Government's stimulatory package announced last month.
+""The yen is now a safe-haven currency,"" said Robert Alan Feldman, director of economics and market analysis for Salomon Brothers Asia Ltd., who thinks the yen will rise to 115 to the dollar or even higher. Despite its poor economy and its political scandals, Japan has a more certain political and economic outlook than the United States and many European countries, he said. Japan's strong trade and current account surpluses are also helping keep the yen strong, he said.
+The prospect of a higher yen is sending chills through the board rooms of Japan's electronics and automobile companies, which are already facing periods of extremely low profits or even losses.
+Takashi Matsuda, managing director and chief financial officer of the Honda Motor Company, said in a statement that if the yen stayed at its current level or gained strength it would have unfavorable effects both on Honda's export profits and on the Japanese economy. The company, which gets nearly half its revenues from sales in North America, has been basing its financial projections on the assumption of 130 yen to the dollar.
+In part because of the gradual strengthening of the yen since last year, Japanese auto makers have already been raising auto prices in the United States more than their American competitors, and have lost some market share.
+""The move in the currency right now is the best thing that's happened to Detroit in a long time,"" said Stephen Usher, an analyst with Kleinwort Benson International in Tokyo.
+For Casio, the Japanese manufacturer of calculators, watches and other electronic gadgets, each 1-yen rise in the exchange rate translates into a reduction in pretax profit of 1 billion yen, or more than $8 million, said Toshio Isobe, a spokesman for the company. But raising prices right now would be difficult, he said, given the weak economies throughout the world.
+Japanese banks could also get a break in meeting new requirements for the capital they must have relative to their assets. The sharp fall in stock prices in the last two and a half years has already put some banks in danger of not being able to meet those requirements because some gains on stocks are counted in the capital calculations.
+Mr. Summerville of Jardine Fleming said that about 25 percent of the asset of the major Japanese banks were in dollars, such as loans for real estate in the United States. With the yen strengthening, less capital, as measured in yen, is needed to cover those assets. ""This is good for Japan because it gives the banks more breathing room,"" he said.
+Japan has managed to adjust to a much bigger gain in the yen that was caused by the 1985 Plaza Accord, in which major nations agreed to strengthen the yen in an attempt to slow Japan's export machine. By early 1988 the yen had risen to almost 120 to the dollar -- a record passed only this week -- from about 250 yen to the dollar in 1985.
+The sharp change in the currency caused an economic slump here, but one from which Japan recovered with dazzling speed.
+To make up for tougher export markets, Japan stimulated its own economy with fiscal measures, leading to a domestic boom. Manufacturing companies invested heavily in automation to improve efficiency and moved some operations offshore so they could remain competitive in world markets. And with its currency strong, Japanese companies became major buyers of downtown skyscrapers, Hollywood studios, oceanside golf courses and other American property.
+The Japanese will not be able to rely on the domestic market for help this time. However, with banks nursing bad loans and companies in weak condition, the new strength of the yen is not expected to set off a new shopping spree for foreign properties.
+Photograph Money dealers bid at the Tokyo Foreign Exchange Market yesterday. The dollar fell Thursday in Tokyo to its lowest point against the yen. (Associated Press)
+Graph ""Introducing the Yen, a New Safe Harbor"" shows the number of yen one dollar will buy. Daily closes, September 1-25, 1992. (Source: Datastream)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Rising+Yen%3A+Japan%27s+Mixed+Blessing&title=New+York+Times&issn=03624331&date=1992-09-26&volume=&issue=&spage=1.33&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 1992","The yen closed here on Thursday at 120.25 yen to the dollar, a high for Tokyo after rising as high as 119.83 earlier in the day. Today the yen weakened a bit, closing at 120.85, Just last week the yen was as low as 125 against the dollar and at the beginning of August was down to 128. ""The yen is now a safe-haven currency,"" said Robert Alan Feldman, director of economics and market analysis for Salomon Brothers Asia Ltd., who thinks the yen will rise to 115 to the dollar or even higher. Despite its poor economy and its political scandals, Japan has a more certain political and economic outlook than the United States and many European countries, he said. Japan's strong trade and current account surpluses are also helping keep the yen strong, he said. Japan has managed to adjust to a much bigger gain in the yen that was caused by the 1985 Plaza Accord, in which major nations agreed to strengthen the yen in an attempt to slow Japan's export machine. By early 1988 the yen had risen to almost 120 to the dollar -- a record passed only this week -- from about 250 yen to the dollar in 1985.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1992: 1.33.",11/15/17,"New York, N.Y.",JAPAN EUROPE,"Pollack, Andrew",New York Times Company,,Newspapers,428667702,"United States, New York, N.Y.",English,26-Sep-92,CURRENCY; ECONOMIC CONDITIONS AND TRENDS; AUTOMOBILES; ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; 'Smart' Plans for Clogged Roads,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-smart-plans-clogged-roads/docview/428273940/se-2?accountid=14586,"Special to The New York Times
+Each day on the nation's streets, roads and highways, some 135 million cars -- one for every 1.8 people in the country -- are vying for the American right to freedom of movement. But during peak periods, two-thirds of the cars on interstate highways are moving at less than 35 miles an hour. And around cities like New York, Los Angeles and San Francisco, many are barely moving at all.
+Seeking relief from the congestion, government, academic and industry researchers have for more than two decades experimented with automated highway and driver-information systems to route cars around bottlenecks or prevent tie-ups in the first place. But so far, the work and the financing have been intermittent.
+Now, however, at a time when Congress is setting aside more money for highway-automation research, the Massachusetts Institute of Technology is gearing up a broad-based partnership with private industry to put the traffic-management theories where the rubber meets the road. 'More Than Just an Annoyance'
+""Traffic is more than just an annoyance; it has direct economic costs,"" said Moshe Ben-Akiva, a professor of civil engineering at M.I.T. and director of the project. ""Highway networks are directly related to productivity in this country.""
+Enlisting participation and money from auto makers, electronics manufacturers, transportation companies and other businesses, M.I.T. intends to weave together various threads of research to bring forth national proposals and standards for what are known as ""intelligent vehicle/highway systems."" Professor Ben-Akiva said M.I.T. was ""in a unique position to bring together technical, engineering and policy-making know-how in an institutional setting,""
+The goal: to make real a long-envisioned system of dashboard computers with electronic links to roadways and to highway control centers. Such a network could provide instant and accurate traffic information, indicate the best available routes, enhance urban traffic management and support accident-avoidance systems.
+Already, Motorola Inc. and Sumitomo of Japan have signed up for the M.I.T. project. And Professor Ben-Akiva estimated that as many as 20 other companies would each make commitments to provide $75,000 annually for at least three years to support the research. The work is expected to begin bearing technological fruit -- initially in cars, eventually in highways -- over the next decade. Delays Long, and Increasing
+The Federal Department of Transportation, which supports most of the intelligent-highway research around the nation, estimates that every year traffic congestion causes more than two billion vehicle hours of delays; the department estimates that those delays will increase fourfold by the year 2000. And a study of 39 large cities by the Texas Transportation Institute at Texas A & M University estimates that productivity lost to traffic is already costing the United States more than $40 billion a year.
+Congress, in an effort to stimulate solutions, appropriated $20 million for intelligent-highway research last year, and this year has approved more than seven times that amount -- $150 million -- as a provision of the Surface Transportation Authorization Act of 1991. The legislation, which has been passed by both the House and Senate, is expected to become law, perhaps before Thanksgiving.
+M.I.T. is likely to receive part of the Congressional money, as are other universities in the field, including the University of Michigan and the University of California at Berkeley.
+Joseph Sussman, an M.I.T. civil engineering professor on leave to work on the Transportation Department's smart-highways effort, predicts that the technology ""will become the anchor for transportation for the next 30 years, just as the interstate highway system was over the last 40.""
+At M.I.T., which currently has about $1 million a year in research money for its intelligent-highways work, Professor Ben-Akiva's team will pull together the efforts of various departments within the university. The disparate groups include the Center for Transportation Studies; the Center for Technology, Policy and Industrial Development; the Intelligent Engineering Systems Lab; the Lincoln Laboratory electronics research center, and the Man-Machine Systems Laboratory. Professor Ben-Akiva also expects the M.I.T. Media Lab and the Sloan Automotive Lab to participate eventually.
+The advanced systems aim to give drivers more timely and precise information than setups like the current network of overhead electronic signs on the Long Island Expressway -- which, when it works, often provides little more help than a message like ""Delays Ahead"" to the motorist already mired in traffic molasses.
+Professor Ben-Akiva said that future approaches, ideally, would provide individual drivers accurate information about the best available route before they became stuck. The systems would also allow for sophisticated management of overall traffic.
+Professor Ben-Akiva noted that today most people depend on low-tech alternatives like the intermittent traffic updates on local radio stations. These advisories, unfortunately, rely largely on anecdotal and highly subjective observations.
+Professor Ben-Akiva has discovered, for instance, that four traffic reporters working for four Boston-area radio stations fly together every day in a single helicopter provided by Metro Traffic Control Inc. After recording and analyzing the four stations' morning drive-time programming for a week, he concluded that the motoring public was often receiving conflicting advice.
+""All the reports were different in what they emphasized and the traffic picture they painted,"" he said, ""despite the fact that the four reporters were sitting right next to each other."" 2-Way Communications
+Various technological approaches are on the drawing board, and in some cases, already on the roadways. M.I.T.'s program is intended to pursue several intelligent vehicle-highway system concepts.
+One concept is the Advanced Traveler Information System and Advanced Traffic-Management System. Such a system would offer two-way communications between drivers and highway operations centers. Computer networks would monitor the highways, and drivers would have access through dashboard computer screens to information on immediate road conditions, traffic snags and alternative routes.
+In Minneapolis, a percursor to such a system employs highway video cameras, electronic road signs and orchestrated traffic lights. Motorists receive traffic updates from a special radio station. The experiment has helped to raise average speeds by 35 percent and to reduce accidents by 27 percent on a three-mile stretch of Interstate 394.
+In Seattle, a conceptually similar experiment, involving electronic surveillance of highway entrance ramps and the synchronized timing of traffic lights on the ramps, has reduced average travel time to 11.5 minutes, from 22 minutes, on a 6.9-mile stretch of interstate highway.
+A second research category at M.I.T. involves automated vehicle-control systems. Such systems would automate functions now performed by drivers, sensing objects around the vehicle, warning of impending collisions and braking to avoid collision. A sophisticated cruise-control function would keep the vehicle centered in its lane and detect slower vehicles ahead.
+Commercial vehicle operations are a third category. These systems would provide specialized functions for commercial vehicles, like fleet monitoring, truck weighing and toll paying, while allowing highway officials to ascertain whether traveling vehicles meet weight limits and other regulatory guidelines.
+Thomas D. Larson, the head of the Federal Highway Administration, said he was excited about the M.I.T. project because of the history of cooperation between M.I.T. and industrial partners, in fields as diverse as military technology and personal computing. He also pointed out that the cross-disciplinary cooperation between technology departments and policy-making centers made M.I.T.'s efforts a key to the long-range success of intelligent-highway research. ""M.I.T. probably has as complete a program as you can find anywhere,"" Mr. Larson said.
+Such efforts are crucial, Mr. Larson said, because the national highway system has reached its capacity. Limited space and the resistance of landowners mean that the historical remedy -- building more roads -- is no longer an option.
+What is more, he said, the public's patience has been pushed beyond capacity, too: ""Red-light running is becoming epidemic, because people are just so frustrated. We have to turn to technology. We simply must find relief.""
+Photograph A Massachusetts Institute of Technology project seeks to put traffic-management theories into use. Moshe Ben-Akiva, director of the M.I.T. project, stood amid the traffic of Times Square during a visit to New York. (Jack Manning/The New York Times) (pg. D9)
+Illustration ""A Future Traffic-Management System""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+%27Smart%27+Plans+for+Clogged+Roads&title=New+York+Times&issn=03624331&date=1991-11-20&volume=&issue=&spage=D.1&au=Rifkin%2C+Glenn&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 1991","""Traffic is more than just an annoyance; it has direct economic costs,"" said Moshe Ben-Akiva, a professor of civil engineering at M.I.T. and director of the project. ""Highway networks are directly related to productivity in this country."" Enlisting participation and money from auto makers, electronics manufacturers, transportation companies and other businesses, M.I.T. intends to weave together various threads of research to bring forth national proposals and standards for what are known as ""intelligent vehicle/highway systems."" Professor Ben-Akiva said M.I.T. was ""in a unique position to bring together technical, engineering and policy-making know-how in an institutional setting,"" Thomas D. Larson, the head of the Federal Highway Administration, said he was excited about the M.I.T. project because of the history of cooperation between M.I.T. and industrial partners, in fields as diverse as military technology and personal computing. He also pointed out that the cross-disciplinary cooperation between technology departments and policy-making centers made M.I.T.'s efforts a key to the long-range success of intelligent-highway research. ""M.I.T. probably has as complete a program as you can find anywhere,"" Mr. Larson said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 1991: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Rifkin, Glenn",New York Times Company,,Newspapers,428273940,"United States, New York, N.Y.",English,20-Nov-91,ROADS AND TRAFFIC; JOINT VENTURES AND CONSORTIUMS; RESEARCH; DATA PROCESSING (COMPUTERS); ACCIDENTS AND SAFETY,New York Times,NEWSPAPER,,,,,,,
+A Twist in Fair-Trade Case: Japanese Charge U.S. Rival,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/twist-fair-trade-case-japanese-charge-u-s-rival/docview/428167692/se-2?accountid=14586,"Special to The New York Times
+In an aging factory near the airport here, hundreds of young women from Singapore and neighboring Malaysia are assembling an American classic known to generations of students: the portable Smith Corona typewriter. Across the globe in Bartlett, Tenn., 400 American workers in a similar factory are building competing typewriters for a Japanese company, Brother Industries Ltd.
+From those simple facts arises one of the strangest and most politically charged trade disputes in recent times.
+In the minds of many, the dispute raises the question of whether American trade laws are wildly out of touch with the politics and economics of contemporary manufacturing. Turning the Tables
+The Smith Corona Corporation has battled Brother and other Japanese rivals for years, saying they were ""dumping"" foreign-made typewriters in the United States -- that is, selling them below the fair-market value in an attempt to seize market share from competitors. A few months ago, turning the tables, Brother became the first Japanese company to make the same charge against a competitor based in the United States.
+Pointing to the fact that it makes its typewriters in a Tennessee plant with American workers, Brother claimed that it, not Smith Corona, was the true representative of the American industry. And it said the Singapore plant was being used to dump typewriters in the United States -- damaging Brother's American subsidiary and threatening the jobs of hard-working Tennesseans.
+Brother's bold strategy has sent a ripple through Japanese industry. In Tokyo, executives of Japanese companies that have become increasingly impatient with American trade complaints -- from electronics producers to auto makers -- say that if Brother's counteroffensive works, they may follow suit.
+No matter how the case is resolved, it points up questions that American trade policy is now only beginning to sort out: Should the United States try to protect American companies, no matter where they manufacture? Or should it try to protect American jobs and workers, even if that means bolstering the profits and business of a Japanese company?
+""Regardless of which side wins,"" Robert Reich, the Harvard economist, wrote recently in The New Republic, ""it seems appropriate to pause and ask why we have an anti-dumping law at all, now that the American economy has gone global.""
+Referring to the Nissan Motor Company's American manufacturing and sales operation, Yutaka Kume, the company's president, said recently that ""we view our company as purely American, and I can't rule out the possibility that one day we could"" follow Brother's lead. Like Brother, Nissan has a plant in Tennessee.
+Smith Corona is outraged by Brother's claim to represent the American industry. ""They are flouting U.S. trade laws,"" said G. Lee Thompson, the company's chairman and a survivor of many trade wars with Japan. ""All that Brother does in Tennessee is insert some imported parts in a board and solder it.""
+Smith Corona has won several dumping decisions against Brother and other Japanese rivals, most recently on Thursday, when the International Trade Commission ordered steep duties on Japanese-made word processors, including Brother's.
+But at the same time that the commission, an independent Federal agency that investigates the effects of trade, is issuing rulings against Brother, it is taking Brother's complaint seriously enough that it has approved an investigation of the Japanese company's charges.
+Determining whether a product is being dumped is enormously difficult: it involves assessing whether the product is being sold below its manufacturing costs or below its price in its home market. Because so few typewriters are sold in Singapore, in this case the investigation will focus on prices in Europe.
+Furthermore, Commerce Department officials have begun examining the Smith Corona plant in Singapore to assess its manufacturing costs. They are doing much the same at Brother's headquarters in Nagoya, Japan, and at its American subsidiary. It will be months before there is an answer.
+For American manufacturers who have moved production offshore or entered a web of alliances to cut manufacturing costs, the dumping laws have become something of an international minefield.
+The Chrysler Corporation, for example, led the drive a few months ago for Detroit's auto makers to file a major dumping complaint, charging that Japanese companies are selling mini-vans in the United States at prices that are far too low. The trade commission concluded recently that an investigation was warranted, and the Commerce Department is expected to rule by the fall.
+But Chrysler, it turns out, may have filed the complaint against itself. One of the vehicles the American makers want to stop is the Expo LRV, a sort of station wagon made by the Mitsubishi Motors Corporation that by some definitions may be classified as a mini-van. Mitsubishi makes the Expo for Chrysler, which plans to sell it under its own names: Eagle Summit and Colt Vista.
+Now, Chrysler and Mitsubishi are both scrambling to have the Federal definition of a mini-van changed so that the Expo is not part of the dumping case.
+Because a growing number of American autos are actually renamed versions of Japanese models, other car companies may find themselves in similarly awkward positions, as may companies that supply chemicals, drugs, laptop computers and video cameras from overseas. A 12-Year Battle
+Smith Corona's battles against Brother began 12 years ago, when the manufacturing scene was much simpler than it is now. All of Brother's typewriters came from plants in Japan. Smith Corona dominated the market then -- it still holds a share of more than 50 percent -- and it built its machines in the United States and in England.
+In 1979, concerned that Brother and a host of other Japanese makers were dumping their typewriters to seize a larger share of the American market, Smith Corona filed its first complaint. One of the first actions defined typewriters as machines with no calculating functions. Brother added a calculator.
+But Smith Corona was also going through traumatic changes as it was bought by Hanson P.L.C., a British group that still owns 48 percent of the company. Smith Corona greatly reduced its work force in Cortland, N.Y., where it is based. Smith Corona's Labor Costs
+As Japanese competition drove down prices -- the average retail price of a portable electric typewriter is now about $150 or less -- Smith Corona moved the production of all of its low-end machines to Singapore. Now, labor in Singapore has become more expensive, so the company is doing much of its subassembly operations on a nearby island belonging to Indonesia, where labor rates are two-thirds lower.
+Yet, Smith Corona argues that its typewriters are essentially American-bred, if not American-born. The research and development was done in Cortland, the company says, and the tools were designed there.
+It is hard to define where value is added to any product, especially if it is a mix of intellectual property and parts and labor. At Smith Corona's factory in Singapore, boxes of parts are marked from Japan, South Korea and Malaysia. Moreover, the plant has precious little automation; most operations appear to be done by hand. In short, the company appears to have eliminated American jobs in favor of jobs in Singapore and Indonesia.
+""They are hollowing out the industrial core of the United States,"" a lawyer for Brother, H. William Tanaka, said recently, ""while we are nurturing it.""
+How much Brother is nurturing American industry, though, is also questionable. The company admits that it moved to Tennessee chiefly to avoid dumping charges. None of Brother's more sophisticated equipment, which is not the subject of dumping charges, is being produced outside Japan.
+Photograph A Smith Corona typewriter plant in Singapore. Smith Corona has been charged with ""dumping"" typewriters in the United States by Brother, a Japanese company that builds typewriters in the U.S. (David E. Sanger/The New York Times) (pg. D5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Twist+in+Fair-Trade+Case%3A+Japanese+Charge+U.S.+Rival&title=New+York+Times&issn=03624331&date=1991-08-12&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1991","Referring to the Nissan Motor Company's American manufacturing and sales operation, Yutaka Kume, the company's president, said recently that ""we view our company as purely American, and I can't rule out the possibility that one day we could"" follow Brother's lead. Like Brother, Nissan has a plant in Tennessee. Smith Corona is outraged by Brother's claim to represent the American industry. ""They are flouting U.S. trade laws,"" said G. Lee Thompson, the company's chairman and a survivor of many trade wars with Japan. ""All that Brother does in Tennessee is insert some imported parts in a board and solder it."" A Smith Corona typewriter plant in Singapore. Smith Corona has been charged with ""dumping"" typewriters in the United States by Brother, a Japanese company that builds typewriters in the U.S. (David E. Sanger/The New York Times) (pg. D5)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1991: D.1.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES MALAYSIA SINGAPORE BARTLETT (TENN),"Sanger, David E",New York Times Company,,Newspapers,428167692,"United States, New York, N.Y.",English,12-Aug-91,TYPEWRITERS AND TYPEWRITING; DUMPING (TRADE TERM),New York Times,NEWSPAPER,,,,,,,
+"10001-9998 Journal; Postal Scanners Can Parry Commas' Blows, After All","New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/10001-9998-journal-postal-scanners-can-parry/docview/428100409/se-2?accountid=14586,"In the eighth century an English monk named Alcuin, backed by an edict from Charlemagne, established the laws of grammar for scribes across the Holy Roman Empire. ""Let them distinguish the proper sense by colons and commas,"" he wrote, ""and let them see the points each one in its due place, and let not him who reads the words to them either read falsely or pause suddenly.""
+Alcuin's laws survived for 12 centuries, but this year they were superseded by an edict from the United States Postal Service. The new instructions to the public appear on books of stamps currently on sale across the country: ""Help speed mail delivery. Please use all capital letters with no punctuation in addresses.""
+The instructions are puzzling in several ways. Does the Postal Service, having already banished the elegant symmetry of ""New York, New York"" and invented states like NE and MN, now really need to go after English syntax? Should all Americans unlearn habits and revise mailing lists for the benefit of a few computerized letter-sorting machines? And, most puzzling of all, why are these computers too stupid to read commas or periods?
+To answer these questions, a reporter conducted one of the most extensive inquiries in the history of journalism into postal-address standards and technology. The results would probably please Alcuin, because it turns out that the new addressing guidelines are unnecessary, according to the Postal Service's own experts.
+The first hint that something was awry appeared on a visit to an address-reading machine at 341 NINTH AVE FL 3 NEW YORK NY 10001-9998. There on the third floor of New York's postal hub, the Morgan General Mail Facility, which occupies the block from 29th to 30th Street, a conveyor belt was sweeping 12 envelopes past the machine's camera lens each second.
+If the machine couldn't make out the address, typically because it was handwritten, the envelope was routed off to be sorted by human eyes and hands. These unreadables are an unpopular caste at the Postal Service, because it costs from 1.5 to 3.5 cents to sort each one, the service says, whereas automatic sorting costs only a third of a penny.
+But the machine could read about 75 percent of the envelopes. It scanned the last three lines, double-checking the ZIP code against the city and state, examining the street address to figure out the full nine-digit ZIP code. Then it printed bar codes on the envelopes and sorted them into bins for their destinations.
+It was in these bins that the telltale evidence was piling up: envelopes that had been read despite flagrant uses of punctuation, lowercase letters and -- perhaps most startling -- state names with more than two letters.
+The machine had correctly sorted ""Roselle, Ill."" and ""Plymouth, Michigan"" and ""FT. BELVOIR, VA"" and an address along ""Wilshire Boulevard, Suite 600, Los Angeles, California."" It had handled a neatly hand-printed ""New York, NY"" and a scrawled ""N.Y.C. N.Y."" that was practically illegible to the human eye.
+Could be it be that neither periods, nor commas, nor capital letters, nor unofficial state abbreviations would stay these computers from the swift completion of their appointed scans?
+Harry Stone, the general supervisor at the Morgan center, explained that the computer was programmed to ignore punctuation and that it could recognize most lowercase letters and variants of a state name. Only occasionally, he said, did the machine get confused because the ink was smudged, or the lowercase letters were in an unusual type font, or a period was touching a letter, or an oversized comma looked like a ""1"" or ""7"" to the machine.
+""That's why our address readability specialists give ideal specifications to clean up the address hygiene,"" Mr. Stone said. ""Every time you put in a dot or a comma, you're giving the machine something else to think about.""
+But does this possible inconvenience to the machine justify giving millions of people something else to think about? James Bovard, an associate policy analyst at the Cato Institute in Washington who has studied the Postal Service, thinks the new guidelines are a classic example of what's wrong with a postal monopoly.
+""The idea that everyone should change their addresses is so typical of the Postal Service attitude,"" Mr. Bovard said. ""They want the customer to bend over backwards to make their job a little easier, and mail service still keeps getting slower anyway.""
+At Manhattan's oldest stationery engravers, there was never any thought of following the new guidelines -- or for that matter, the old guidelines. Ann Patron, the director of Dempsey & Carroll at 110 East 57th Street, said she never stopped advising people to engrave ""New York, New York"" on envelopes. She considers ""New York, N.Y."" an acceptable, if inferior, alternative, but she has no intention of sacrificing lowercase letters, periods or commas.
+""I don't think the post office has the right to alter the English language,"" Miss Patron said.
+Postal Service officials often complain that they are unfairly criticized because they are such easy targets, and some people think they may deserve a little sympathy in some cases. There was public outrage over nine-digit ZIP codes, for instance, yet even the most Luddistic Americans seem to have quietly accepted nine-digit Federal Express numbers and 10-digit telephone numbers.
+But in this case, even the Postal Service's own experts at the National Address Information Center, the Automation and Mechanization Systems Branch, and the Engineering and Development Center said the new addressing guidelines were not really necessary.
+The experts explained that the guidelines about capital letters and punctuation were drawn up years ago when the computers were less sophisticated at reading addresses. Even then the guidelines were intended only for mass mailers (who got discounts when they followed the rules).
+""The machines are much more forgiving now,"" said Al Nestor, manager of the marketing program at Postal Service headquarters in Washington. ""We no longer request that customers eliminate all punctuation. That's old information being circulated on the stamp books.""
+The experts said that they still preferred all capital letters but that it usually made no difference to the new machines. ""We've kind of backed away from that requirement,"" said Michael Murphy, manager of the National Address Information Center. ""Lowercase is fine as long you don't get into exotic typefaces and the printing is clear.""
+The Postal Service expects problems to diminish further when smarter machines are introduced in 1997, and there will be one especially intriguing innovation in this new generation of machines. It was explained by Sargur N. Srihari, the director of the Center for Document Analysis and Recognition at the State University of New York at Buffalo, where computer scientists are developing the new machines.
+Dr. Srihair said today's machines were slowed a little when they encountered a line like ""New Rochelle, New York."" Because the machine is programmed to ignore the comma, it must consider several word combinations -- ""New,"" ""New Rochelle"" and ""New Rochelle New"" -- in looking for a name that matches a city in the computer's memory.
+""Our new system will be able to do this faster,"" Dr. Srihari said, ""because the computer will cut down on the number of searches.""
+How will this technological leap be accomplished?
+""By utilizing the comma as a separator,"" he said.
+Alcuin could not be reached for comment.
+Photograph The United States Postal Service is asking that addresses be written on envelopes in all-capital letters, with the punctuation omitted, so automatic sorters can function at top speed. After investigation, however, it was found that this multi-line optical-character reader at the Morgan General Mail Facility can easily read the addresses on 12 envelopes each second, commas, caps and periods notwithstanding. (Marilynn K. Yee/The New York Times) (pg. B6)
+Map Map of New York showing location of Morgan General Mail Facility. (pg. B6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=10001-9998+Journal%3B+Postal+Scanners+Can+Parry+Commas%27+Blows%2C+After+All&title=New+York+Times&issn=03624331&date=1991-06-10&volume=&issue=&spage=A.1&au=Tierney%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 10, 1991","The machine had correctly sorted ""Roselle, Ill."" and ""Plymouth, Michigan"" and ""FT. BELVOIR, VA"" and an address along ""Wilshire Boulevard, Suite 600, Los Angeles, California."" It had handled a neatly hand-printed ""New York, NY"" and a scrawled ""N.Y.C. N.Y."" that was practically illegible to the human eye. At Manhattan's oldest stationery engravers, there was never any thought of following the new guidelines -- or for that matter, the old guidelines. Ann Patron, the director of Dempsey & Carroll at 110 East 57th Street, said she never stopped advising people to engrave ""New York, New York"" on envelopes. She considers ""New York, N.Y."" an acceptable, if inferior, alternative, but she has no intention of sacrificing lowercase letters, periods or commas. Dr. Srihair said today's machines were slowed a little when they encountered a line like ""New Rochelle, New York."" Because the machine is programmed to ignore the comma, it must consider several word combinations -- ""New,"" ""New Rochelle"" and ""New Rochelle New"" -- in looking for a name that matches a city in the computer's memory.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 June 1991: A.1.",11/15/17,"New York, N.Y.",,"Tierney, John",New York Times Company,,Newspapers,428100409,"United States, New York, N.Y.",English,10-Jun-91,POSTAL SERVICE,New York Times,NEWSPAPER,,,,,,,
+"As a Guide For Ships, the Last of a Breed","New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-guide-ships-last-breed/docview/428043376/se-2?accountid=14586,"In a city seething with change, Frank P. Schubert is a beacon. For 31 years, the part of New York that sailors saw first, and the last bit they glimpsed over the horizon long after they shipped out, has been the red flash of Mr. Schubert's lighthouse blinking at the tip of Coney Island.
+This is no ordinary lighthouse; Mr. Schubert no ordinary lighthouse keeper. Coney Island Light, a homely 85-foot-high cone of cast iron, is the last lighthouse in the country run by a civilian lighthouse keeper.
+It is also the only lighthouse where the keeper, by regulation, is always on duty, except for Monday nights, when he goes bowling and leaves his 37-year-old son, Kenneth, in charge. And, because it is tucked behind houses on Beach 47th Street, a dead end in the old city resort of Sea Gate, it is most likely the only one to get a newspaper delivered, or have pizza brought to the door.
+As automation came to lighthouses, lighthouse keepers, generally, left. Six other lighthouses in New York Harbor are run by timers. Coney Island is, too, and Mr. Schubert acknowledges that he has little left to do these days. 'Fine and Heroic Tradition'
+Five years ago, 34 lighthouses in United States waters were still operated by the Coast Guard. Now only one, in Boston Harbor, has Coast Guard officers stationed there, and that was a result of a bill that Senator Edward M. Kennedy sponsored largely, the Coast Guard says, for sentimental reasons.
+Mr. Schubert, a salty 75, was honored earlier this year by the Coast Guard and the Commerce Department as the lone survivor of the old Lighthouse Service, whose civilian members, according to a plaque Mr. Shubert received, ""upheld the fine and heroic tradition of lightkeepers by serving as the first line of assistance when disaster strikes and maintaining a guiding beacon for those marines returning home from sea.""
+""Sounds great, don't it,"" Mr. Schubert said with a shade of admiration one recent afternoon.
+After 31 years at Coney Island Light, witnessing awesome sunsets and an unimaginable armada of ships, Mr. Schubert has reached an understanding with life that doesn't leave much room for superlatives beyond ""absolutely,"" a word he often substitutes for conversation. Good job? Absolutely. Cold? Absolutely. Regrets? None. Absolutely.
+He has been there so long, guided so many sea-legged pilots, felt the fog roll off the Atlantic so often, that there is almost nothing he hasn't seen, no question he hasn't already answered.
+""The kids counted 87 steps, so don't bother,"" he said right off, opening the heavy iron doors at the base of the 1890 lighthouse. A single five-pointed star is embossed above the doorframe, the only embellishment on the light's stark white surface, a bit of whimsy in the deadly business of keeping the sea from wrecking ships and stealing men's lives.
+The stairs twist around a central pole in the same manner as those inside the Statue of Liberty. It takes a minute, no more, for Mr. Schubert to make it to the top, a climb that tests the stamina of much younger men. He explains, without being asked, that the light has six sides. It can be seen for 14 miles. Flashes three-tenths of a second every five seconds. Makes two full revolutions per minute. Used to burn kerosene and float in a pool of liquid mercury. Changed to electric about 30 years ago. Now it's just a 150-watt bulb the size of your pinky.
+No, he said, he doesn't daydream about far-off places, nor does he hear the sirens of the sea during the long, lonely hours of his watch. ""I used to love to come up, but not so much anymore,"" Mr. Schubert admitted before blowing his nose. ""It's like anything else.""
+Inside the tiny perch atop the lighthouse, above the shingled roofs of Sea Gate, it is easy to picture a far different city, one with a harbor that was a rush-hour highway of boats and freighters, bringing goods, famous people and bits of overseas news that made New York tingle for days. Now, peering through Mr. Schubert's Navy-issue Bausch & Lomb binoculars, the water is an empty ache, a wonder at where all the ships have gone, how things could have changed so much, so fast.
+And yet there are people like Mr. Schubert for whom the currents of change have been only minor eddys. By rough count, he has climbed the lighthouse stairs, all 87 of them, at least 10,950 times since he took over in 1960, although he says ""it seems like a hell of a lot more than that."" Not Much to Do Now
+Now that the light is automated, there isn't much left for him to do anymore, but that's just as well. He's alway busy with Cub Scouts and Brownies and neighborhood kids wanting to see the light. In the quiet of night he still dabbles in marquetry, making intricate wood artworks of cutters and barques.
+If Mr. Schubert doesn't fit the romantic notion of a lightkeeper, he doesn't carry the mantle of loneliness either. In a trim Victorian cottage next to the light, he and his wife, Marie, raised three children: Francine, Thomas and Kenneth, who said he would have gladly become a lightkeeper instead of a stock analyst if he could.
+In February, Coast Guard officials took some big brass down to the lighthouse to meet Mr. Schubert, who they admit has been kept on more for sentiment than efficiency. ""Frank represents a fine tradition,"" said Richard M. Larrabee, Coast Guard Captain of the Port of New York and Mr. Schubert's boss.
+Captain Larrabee said there are no specific plans for what to do when Mr. Schubert decides he's had enough of Coney Island. ""Maybe we all wish it could just go on forever,"" he said.
+Mr. Schubert says he'll keep on going ""until they tell me to get out."" Much of what he says, when he says anything, comes out in the same self-deprecating way. It's the young sailor in him who can't quite believe he's been lucky enough to have kept on doing what he always wanted to do in a storybook lighthouse on the shore of New York.
+""Do I like it here? You figure it out,"" he said. ""Private beaches, lot of open space. It's beautiful in summer. The kids had a ball.""
+So did he. Absolutely.
+Photograph Coney Island Light, above, on Beach 47th Street in Sea Gate, is the last lighthouse in the country run by a civilian lighthouse keeper, Frank P. Schubert, right. He has been the lighthouse keeper since 1960 (Photographs by Keith Meyers/The New York Times) (pg. 25); ""I used to love to come up, but not so much anymore,"" Frank P. Shubert said on top of the Coney Island Light. ""It's like anything else."" (Keith Meyers/The New York Times) (pg. 26)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+a+Guide+For+Ships%2C+the+Last+of+a+Breed&title=New+York+Times&issn=03624331&date=1991-04-13&volume=&issue=&spage=1.25&au=DePALMA%2C+ANTHONY&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 13, 1991","No, he said, he doesn't daydream about far-off places, nor does he hear the sirens of the sea during the long, lonely hours of his watch. ""I used to love to come up, but not so much anymore,"" Mr. [Frank P. Schubert] admitted before blowing his nose. ""It's like anything else."" Mr. Schubert says he'll keep on going ""until they tell me to get out."" Much of what he says, when he says anything, comes out in the same self-deprecating way. It's the young sailor in him who can't quite believe he's been lucky enough to have kept on doing what he always wanted to do in a storybook lighthouse on the shore of New York. Coney Island Light, above, on Beach 47th Street in Sea Gate, is the last lighthouse in the country run by a civilian lighthouse keeper, Frank P. Schubert, right. He has been the lighthouse keeper since 1960 (Photographs by Keith Meyers/The New York Times) (pg. 25); ""I used to love to come up, but not so much anymore,"" Frank P. Shubert said on top of the Coney Island Light. ""It's like anything else."" (Keith Meyers/The New York Times) (pg. 26)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Apr 1991: 1.25.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW YORK HARBOR CONEY ISLAND LIGHT SEA GATE (NYC),"DePALMA, ANTHONY",New York Times Company,,Newspapers,428043376,"United States, New York, N.Y.",English,13-Apr-91,LIGHTHOUSES AND LIGHTSHIPS; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+The Nation: U.S. Wages; Not Getting Ahead? Better Get Used to It,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nation-u-s-wages-not-getting-ahead-better-get/docview/427899179/se-2?accountid=14586,"FOR a brief moment in the mid-1980's, it looked as if Americans would again know how it feels to get ahead. Wages and family incomes seemed to be rising by just enough to promise more prosperous lives. Some economists even warned that inflated wage costs would price American products out of the world market. But whatever the promise of higher incomes in the mid-80's, it is gone now.
+Instead of continuing to rise, real incomes -- that is, wages and salaries adjusted for inflation -- have declined over the last three years, with the decline becoming particularly noticeable this fall, as the national economy slowed. The upshot is that most Americans are entering the 1990's worse off than they were in the early 1970's. Only those Americans whose incomes are in the top 20 percent have escaped this stagnation; their incomes have grown significantly.
+The last time that most Americans could track tangible improvements in their incomes was in the late 1960's and early 1970's. The decade between the 1973 Arab oil embargo and the 1982 recession was one in which incomes did not rise nearly as rapidly as inflation. Then, after 1982, with inflation very low, there seemed to be some gaining ground again. But hopes of more to come were dashed in the last 18 months, so that today the pay of many individuals and the pooled weekly wages of millions of families buy less than in 1973.
+""We're talking pennies when we talk of the improvements in the mid-1980's,"" said Lawrence Mishel, chief economist at the Economic Policy Institute, a Washington research group. ""Wages did not rise very much; inflation fell, giving an illusion of real wage gains.""
+The early 1990's are likely to be years of no progress, many economists believe. The Persian Gulf crisis is clearly a setback, with its high oil prices driving the inflation rate well above the norm for recent years. But even when the crisis ends and oil prices drop, wage increases are likely to lag behind inflation. The nation is apparently entering a recession, unemployment is rising and, as a result, the wages of most Americans are not rising by enough to overtake even mild inflation.
+All told, the United States is approaching 20 years of lost income growth, notes Richard Freeman, a Harvard labor economist. ""That does not make for a very happy society,"" he said.
+The fallout from Mr. Freeman's lost income growth shows up as angry anti-tax protests, and as a drag on the national economy. The tax revolts in many communities lately have been aimed at local governments that tried to raise property taxes. In effect, they asked for ever bigger portions of a homeowner's stagnant income.
+""In the 1960's, government also took more in taxes, but then real wages were going up 1 or 2 percent a year, and taxes were taking only one-third of this extra income and it wasn't so noticeable because people still improved their living standards,"" said Gary Burtless, a senior fellow at the Brookings Institution.
+Similarly, sales of consumer goods are difficult to sustain when the price of a car or a suit rises from one year to the next by a greater amount than the buyer's income. Partly for this reason, Christmas retail sales are taking a beating, helping to push the economy into recession.
+Finally, national savings suffer when Americans spend more and more of their incomes to maintain their living standards. Savings, in turn, supply the money that is borrowed to finance new factories, machinery, highways, airports, schools and the other investments that generate a nation's wealth. As a percent of Americans' income, personal savings are only half what they were in the early 1970's. A blip upward in the late 1980's, coinciding with a brief rise in real incomes, is disappearing.
+""It is very hard to save in a world in which your income is falling,"" said Barry Bosworth, a senior fellow at the Brookings Institution.
+The fall and rise and fall again of wages and incomes show up clearly in several Government statistics. The real median hourly pay for 93 million workers, for instance, see-sawed from $8.52 in 1973 to $7.66 in 1982, then up to $7.83 in 1988 and down to $7.46 today. The median weekly pay of full-time workers followed a similar pattern.
+Families did better, given the increase in the number of households with two or more incomes in the 1980's. But here, too, the down-up-down pattern was the same. Median weekly family earnings from wages and salaries, adjusted for inflation, went from $516 in 1979 down to $471 in 1981, up to $537 in 1988 and then fell precipitously, to $501 today, according to the Labor Department.
+Only the 20 percent of American families at the top of the income scale have prospered in recent years. They did so in part because stock dividends and interest from bonds often supplemented salaries. And some jobs -- in medicine, engineering, corporate management, law and on Wall Street, for example -- paid extremely well. Lucky Them
+The real median income of these lucky families rose year after year to $92,663 from $73,764 in 1981. Such gains in the 1980's were two or three times greater than those of less wealthy families, and alone among Americans the top 20 percent finished the decade with real incomes well above their earnings in 1973.
+Economists offer many explanations for the income stagnation that has plagued the nation. The decline in union power is high on the list. As factories have been modernized and jobs lost, millions of assembly line workers have taken lower-paying jobs in the service sector. Many companies, in addition, have chosen to shift production overseas rather than raise wages at home. And the pressure on employers to raise wages is disappearing as a recession develops and unemployment rises. For many workers, keeping a job has priority over getting a raise.
+Perhaps more important, the once widely accepted concept of raising wages to offset inflation is fading. Instead, workers' wages are tied increasingly to their employers' fortunes. Instead of cost-of-living raises, thousands of companies now give their workers a share of profits or bonuses tied to profits. Under this system, when profits shrink in hard times, like now, income can stagnate or decline, regardless of inflation. Productivity Problems
+Beyond these trends in labor-management relations, a more ingrained problem holds down pay, many economists argue. Neither wages nor profits can rise very much if productivity fails to go up; that is, if workers fail to produce more goods or turn out more work in a given day or week, thus failing to generate the extra revenue to pay for wage increases and also to fatten profits.
+Overall productivity is indeed rising much more slowly than in the 1960's, helping to explain wage stagnation. But the huge manufacturing sector is a glaring exception. Largely through automation and new production practices, productivity in manufacturing rose by 4 percent or more a year through most of the 1980's. At the same time, median wages declined in real terms for millions of factory workers, falling to $8 an hour from $8.65 in 1985.
+What happened to the extra money that, in theory, should have resulted from the much higher productivity? Very little wound up in the profit column, suggesting to Mr. Bosworth at Brookings that the productivity gains never fully materialized. The ever more efficient production of small computers, he says, accounts for most of the productivity improvement in manufacturing. But when companies try to use the computers to increase the efficiency of car manufacturing or operating an office, they make little headway.
+Whatever the merits of this argument, wages and incomes are not growing. The liveliest economic expansion since the 1920's failed to step up Americans' income. As Mr. Bosworth puts it, ""We are wiping out the income gains of the mid-80's at virtually all levels of society, except the very top.""
+Graph ""Real Income Is Falling Again"" shows median weekly earnings of families from 1979 to 1990. (Source: Bureau of Labor Statistics)(pg. 1); ""For Many, Less"" shows average hourly earnings in October. (Source: Bureau of Labor Statistics)(pg. 6); ""For Some, More"" shows median annual family income. (Source: Census Bureau)(pg. 6) Drawings",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Nation%3A+U.S.+Wages%3B+Not+Getting+Ahead%3F+Better+Get+Used+to+It&title=New+York+Times&issn=03624331&date=1990-12-16&volume=&issue=&spage=A.1&au=UCHITELLE%2C+LOUIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 16, 1990","""We're talking pennies when we talk of the improvements in the mid-1980's,"" said Lawrence Mishel, chief economist at the Economic Policy Institute, a Washington research group. ""Wages did not rise very much; inflation fell, giving an illusion of real wage gains."" Finally, national savings suffer when Americans spend more and more of their incomes to maintain their living standards. Savings, in turn, supply the money that is borrowed to finance new factories, machinery, highways, airports, schools and the other investments that generate a nation's wealth. As a percent of Americans' income, personal savings are only half what they were in the early 1970's. A blip upward in the late 1980's, coinciding with a brief rise in real incomes, is disappearing. Whatever the merits of this argument, wages and incomes are not growing. The liveliest economic expansion since the 1920's failed to step up Americans' income. As Mr. [Barry Bosworth] puts it, ""We are wiping out the income gains of the mid-80's at virtually all levels of society, except the very top.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Dec 1990: A.1.",11/15/17,"New York, N.Y.",,"UCHITELLE, LOUIS",New York Times Company,,Newspapers,427899179,"United States, New York, N.Y.",English,16-Dec-90,UNITED STATES ECONOMY; INCOME; TAXATION,New York Times,NEWSPAPER,,,,,,,
+1 in 7 U.S. Cities and Counties Challenging Count in Census,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn. edu/login?url=https://www.proquest.com/newspapers/1-7-u-s-cities-counties-challenging-count-census/docview/427791525/se-2?accountid=14586,"LEAD: One-seventh of the towns, counties and cities in the country, and all of its 51 largest cities, have challenged the Census Bureau's counts of their housing units in the hope of increasing their population figures.
+One-seventh of the towns, counties and cities in the country, and all of its 51 largest cities, have challenged the Census Bureau's counts of their housing units in the hope of increasing their population figures.
+Given this last opportunity to review and challenge the bureau's preliminary figures before the housing and population counts become final on Dec. 31, more than 6,000 jurisdictions have filed objections.
+As many as 500,000 housing units, half of them in New York City, may have been overlooked, according to figures provided by the 15 largest cities. The Census Bureau said it could not yet provide a total for the number of missing units claimed by the thousands of communities filing objections.
+It is estimated that the combined claims of just the 15 largest cities represent about 1.2 million people, which would make a big difference to some cities but would have a slight impact on the nation's overall population figure. If all those 15 challenges are accepted, something planning experts say is unlikely, that would increase the preliminary population count of 245.8 million people by about one half of 1 percent.
+The stakes in this round of the census remain high. The finishing touches are soon to be put on the population counts that will determine each jurisdiction's share of political power in the next Congress. In addition, billions of dollars of Federal and state aid are apportioned based on population through more than 400 programs for transportation, health, education, housing and community development projects.
+There are other things at stake, too. If Detroit's preliminary population count of 970,000 fails to rise above one million, the city will lose, at least temporarily, some of its taxing authority. The city claims that 5.1 percent of its housing units went uncounted, and if half of the city's claims are upheld, the population count is likely to rise above one million.
+New York City's claim of a quarter- million missed dwellings, 8 percent of the housing stock listed by the census, was the biggest challenge. But, unlike most other major cities, New York did not differentiate between units missed and units counted but placed in the wrong neighborhoods. Relocating a misplaced unit will improve the accuracy of the census but not increase population totals.
+Big Challenge by Chicago, Too",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=1+in+7+U.S.+Cities+and+Counties+Challenging+Count+in+Census&title=New+York+Times&issn=03624331&date=1990-09-24&volume=&issue=&spage=A.1&au=FELICITY+BARRINGER%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 24, 1990","Other officials were even complimentary. ''I'm pretty convinced they did a good job here in San Diego,'' said a planner, Joey Perry. ''The housing unit count is fairly accurate.'' ''What I see looking across the state of Colorado is that the unevenness of coverage goes well-beyond the well-documented and frequently covered issue of cities and minorities,'' said Reed Reynolds, the state demographer. ''Certainly in terms of numeric differences it was the large places that had the biggest problems. In terms of percentage differences, it was some rural communities as well.'' In Boston, which contends that 6.7 percent of its housing units were uncounted, officials also complained about the vacancy rate assigned the city. Allen Stern, Boston's Director of Management Information Services, said that the vacancy rate was as much a concern as the estimated 16,800 housing units the city believes were missed, based on tax and housing records. ''This city has never had a 10 percent vacancy rate,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Sep 1990: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY UNITED STATES,"FELICITY BARRINGER, Special to The New York Times",New York Times Company,,Newspapers,427791525,"United States, New York, N.Y.",English,24-Sep-90,POPULATION; CENSUS; URBAN AREAS,New York Times,NEWSPAPER,,,,,,,
+U.S. DECLARES OWL TO BE THREATENED BY HEAVY LOGGING,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-declares-owl-be-threatened-heavy-logging/docview/427684364/se-2?accountid=14586,"LEAD: The northern spotted owl was formally declared a threatened species today, clearing the way for protection of the ancient forests in which the owls live and setting in motion a plan that could bring further economic trouble to timber towns in the Pacific Northwest.
+The northern spotted owl was formally declared a threatened species today, clearing the way for protection of the ancient forests in which the owls live and setting in motion a plan that could bring further economic trouble to timber towns in the Pacific Northwest.
+The decision, announced by the United States Fish and Wildlife Service, would make it illegal to harm the owls or destroy their critical habitat, most of which lies in national forests.
+The move, which had been expected, has broad political support, although some in Congress criticized Federal officials today for delaying an announcement on how the owls, of which there are about 3,000 known pairs, will be protected. Federal officials said today that they would announce their plan for protecting the owls' habitat, including how much forest will be set aside and how much logging will be allowed there, on Tuesday.
+Bitter Ecological Battle",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+DECLARES+OWL+TO+BE+THREATENED+BY+HEAVY+LOGGING&title=New+York+Times&issn=03624331&date=1990-06-23&volume=&issue=&spage=1.1&au=TIMOTHY+EGAN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 23, 1990","The decision to list the owl as threatened shows that ''the Administration recognizes the mistakes of the past which allowed massive clear-cutting of our last remaining ancient forests,'' said Senator Patrick J. Leahy, a Democrat from Vermont who is chairman of a Senate committee overseeing forestry. But he accused the Bush Administration of ''delaying the tough news until later.'' ''We think the listing will be a catalyst for positive changes in the timber industry and the management of our national forests,'' said Bill Arthur of the Sierra Club. ''At the current rates of logging, the remaining stands of old growth will be gone in the next 20 years.'' ''We do not feel the science is there to warrant taking such drastic action,'' said Chris West, the vice president of the Northwest Forestry Association, an industry group based in Portland, Ore. ''We don't believe the owl is threatened, we think environmentalists are trying to put us out of business.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1990: 1.1.",9/30/19,"New York, N.Y.",PACIFIC NORTHWESTERN STATES (US),"TIMOTHY EGAN, Special to The New York Times",New York Times Company,,Newspapers,427684364,"United States, New York, N.Y.",English,23-Jun-90,FORESTS AND FORESTRY; ENDANGERED AND EXTINCT SPECIES; WOOD AND WOOD PRODUCTS; ECONOMIC CONDITIONS AND TRENDS; FEDERAL AID (US); LABOR; FIR TREES; REDWOOD TREES; CEDAR TREES; UNEMPLOYMENT AND JOB MARKET; Birds; Owls,New York Times,NEWSPAPER,,,,,,,
+Electronics: It's Not Home Without It,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electronics-not-home-without/docview/427595972/se-2?accountid=14586,"LEAD: FOR generations of Americans, setting up a home meant buying furniture, bedspreads, china and cutlery. But to a generation raised on omnipresent audio and video gadgets, the hope chest is electronic.
+FOR generations of Americans, setting up a home meant buying furniture, bedspreads, china and cutlery. But to a generation raised on omnipresent audio and video gadgets, the hope chest is electronic.
+Videocassette recorders, compact disk players, cordless telephones and other electronic equipment represent an increasing chunk of the budget, a good indicator of the priorities of the American family today.
+Since 1980, personal spending on electronics has grown by 45 percent, from 1.1 percent annually to 1.6 percent, said Clint McCully, chief of the consumption branch of the Bureau of Economic Analysis in the Commerce Department. In 1989, spending on electronics amounted to $54.6 billion. By comparison, spending on furniture did not change at all during the 80's; it remains at 5 percent of annual personal consumption.
+The money for electronics could be coming from a number of places. The percentage of the budget devoted to clothing and shoes has dropped from 6.3 percent to 5.7 percent; to food, from 20.2 percent to 17.1 percent; and to gasoline, from 4.8 percent to 2.4 percent.
+Personal spending for entertainment outside the home - on movies, plays, concerts and spectator sports - also dropped during the decade, from four-tenths of 1 percent to three-tenths of 1 percent. Personal consumption data include all expenditures except taxes, interest payments and savings.
+The last 10 years have brought a revolution in the relationship between Americans and home electronics. Much of what many Americans have come to regard as standard equipment for the home was virtually unavailable 10 years ago: the portable cassette player, the videocassette recorder, the telephone answering machine, the home computer, cordless phones, CD players. This was, after all, the decade that made the LP obsolete.
+Witold Rybczynski, an architecture professor at McGill University in Montreal who wrote ''Home: A Short History of an Idea,'' said in an interview that electronics has taken over roles servants used to play. He cited the answering machine as an example. And electronic devices ''seem almost foolproof,'' he added.
+''They almost never break down. It's a painless kind of ownership, compared to, say, a lawn mower.''
+Whether they are passionate consumers who study the newest products or indifferent ones who buy only the basics, people no longer view electronic devices as luxuries. The equipment has become so familiar in just a decade that it has become unremarkable, like a stove or a refrigerator. Percy Quartey, who lives in Brooklyn in a two-bedroom apartment with his wife and two children, has two televisions, a VCR, two telephones, a stereo system with a tape deck and CD player, and an answering machine. ''This is like a necessity,'' he said.
+Mitchell Blank, a 29-year-old New Yorker, lives with his wife in a one-bedroom apartment where they have two color television sets, two CD players, a tape recorder, three telephones and two VCR's. When it comes to more traditional home furnishings, though, he has ''just a couple of couches and a bedroom set.'' Even if he had a sudden windfall, he said he would not go out and buy furniture. ''It totally has to do with my value system,'' he said.
+Mr. Blank, who went to law school and worked in commercial real estate before turning to selling baseball cards, said most consumers are looking for psychological benefits when they buy electronic equipment. ''People identify the technology with being up, being current with social change,'' he said.
+Some, though, seem to have accumulated the equipment in spite of themselves. Alan Zweibel, a TV producer who lives in Los Angeles with his wife and three children, admitted, with chagrin, that they have five televisions, three VCR's and nine telephones. ''I don't know why,'' he said. ''I had a very happy childhood, and we never had a phone in the garage.''
+Many people don't seem aware of how much equipment they have. Hughes Torres, who was shopping for computer software in New York earlier this week, at first said he did not have much electronic equipment. But on questioning, it turned out that he owned two TV sets, two VCR's, a video camera, a stereo and a computerized watch.
+Gerry Gerrard, who was buying a second VCR for business reasons, said he did not have a lot of equipment in his home, just a VCR, two televisions and ''the usual CD and cassette.'' He and his wife, Olga, who run their business from their living room, don't even have a sofa.
+''We sit on office chairs or on cushions on the floor,'' he said. Despite that, he thinks that the electronic devices make the quality of home entertainment so much better that ''we're more likely to stay home.''
+Barbra Green, who lives in a studio apartment in New York, said she has a television, VCR, answering machine and stereo, but considers them her least important household possessions. But she said she uses the VCR every day to tape ''Days of Our Lives.'' By bringing work and entertainment into the home, the profusion of electronic devices has made the entire concept of home more fluid: it is a terminal, and a surprisingly mobile one. Danny Louie said that when he and his wife go out, their three children can reach them through his pager. Mr. Louie, who lives in Cranford, N.J., said he plans to buy a high-definition TV set when it becomes available.
+The technology, he said, ''only gets better.'' When he updates, he puts the old equipment in the basement. ''After it's rusting,'' he said, ''you throw it out.''
+The industry happily obliges such hunger. Indeed, the newer products experience the fastest rate of increase: sales of cellular telephones are expected to grow 37 percent this year, and those of compact disk players 15 percent.
+Although richer households obviously spend more on electronics, this is not a yuppie phenomenon: even people who don't have projection TV's in their homes are buying a lot of electronic equipment. Sales of color TV's were a record 22 million sets last year, according to the Electronic Industries Association, a trade group based in Washington.
+Many of those sets were the second and third in a household. More than 75 percent of color TV sets are still in use after 10 years, according to a 1985 study by Market Facts, a Chicago-based market research company that surveyed more than 12,000 households.
+A Gallup Organization study in June 1988 for the Electronic Industries Association found that the presence of children in a household is the most likely indicator that electronic equipment will be purchased. ''Even households with income under $20,000 are buying camcorders,'' said Tom Lauterback, a spokesman for the association.
+''People are willing to forego some of the other things to capture the baby's first steps on video.''
+The products don't cost much more than they did 10 years ago, and in some cases less, so the dollars spent don't reflect their increasing importance. More telling are the numbers, which show that once-unusual devices are now common. For instance, 17 percent of households had VCR's in 1985, but now 68 percent do, the Electronic Industries Association says.
+The American house has yet to catch up with the changes. Cords snake under rugs and along walls, getting tangled in one another. Remote control devices pile up on the coffee table.
+With no startling new products in sight that promise to become mandatory in every household, the industry is focusing on ways to make existing products more useful. By the end of this year, the Electronic Industries Association expects to develop standards for manufacturers to make equipment that will tie together all the electronic devices in a household.
+''I think the 90's is going to be the home automation decade,'' Mr. Lauterback said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Electronics%3A+It%27s+Not+Home+Without+It&title=New+York+Times&issn=03624331&date=1990-03-29&volume=&issue=&spage=C.1&au=Hall%2C+Trish&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 29, 1990","Mitchell Blank, a 29-year-old New Yorker, lives with his wife in a one-bedroom apartment where they have two color television sets, two CD players, a tape recorder, three telephones and two VCR's. When it comes to more traditional home furnishings, though, he has ''just a couple of couches and a bedroom set.'' Even if he had a sudden windfall, he said he would not go out and buy furniture. ''It totally has to do with my value system,'' he said. Some, though, seem to have accumulated the equipment in spite of themselves. Alan Zweibel, a TV producer who lives in Los Angeles with his wife and three children, admitted, with chagrin, that they have five televisions, three VCR's and nine telephones. ''I don't know why,'' he said. ''I had a very happy childhood, and we never had a phone in the garage.'' The technology, he said, ''only gets better.'' When he updates, he puts the old equipment in the basement. ''After it's rusting,'' he said, ''you throw it out.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Mar 1990: C.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Hall, Trish",New York Times Company,,Newspapers,427595972,"United States, New York, N.Y.",English,29-Mar-90,ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+Costly Pitfalls in Worker Retraining,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/costly-pitfalls-worker-retraining/docview/427560145/se-2?accountid=14586,"LEAD: The best way to deal with workers who lose their jobs when industry shrinks, Washington has thought for years, is to teach them to do something else. But retraining is more talked about than done, and in this blue-collar city on the Arkansas-Oklahoma border, it is off to an uncommonly rocky start.
+The best way to deal with workers who lose their jobs when industry shrinks, Washington has thought for years, is to teach them to do something else. But retraining is more talked about than done, and in this blue-collar city on the Arkansas-Oklahoma border, it is off to an uncommonly rocky start.
+A critical problem with retraining in Fort Smith, one that is almost uniquely American, is the way employers juggle their labor forces, laying people off when business dips and calling them back when it brightens.
+While the juggling has reached an extreme here, it has been going on for decades in some industries, especially in automobile manufacturing and defense contracting. And industrial experts say it could worsen in today's slow economy.
+Cutting Costs to Bone",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Costly+Pitfalls+in+Worker+Retraining&title=New+York+Times&issn=03624331&date=1990-02-05&volume=&issue=&spage=A.14&au=PETER+T.+KILBORN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 5, 1990","One person who could be recalled is 25-year-old Kathy Fox, who started at Whirlpool in October 1986. ''I was laid off in May last year,'' she said. ''Three weeks later I was called back. Then I was laid off in July, and I haven't been called back since.'' ''You'll get a lot of autoworkers who go on layoff and live in the hope they'll be recalled,'' said Jerome M. Rosow, president of the Work in America Institute in Scarsdale, N.Y., a not-for-profit research organization. ''They'll scrimp and wait two years or more.'' ''What we're trying to do is work with the people to get them to understand we have to do things differently so we can be here another 25 years,'' he said. ''We think we can be successful in Fort Smith, Arkansas - at the wage rates we're currently paying. Fifty-eight cents, is that take it or leave it? No. But net, net, bottom line, that's where we've got to be.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Feb 1990: A.14.",11/15/17,"New York, N.Y.",FORT SMITH (ARK) UNITED STATES,"PETER T. KILBORN, Special to The New York Times",New York Times Company,,Newspapers,427560145,"United States, New York, N.Y.",English,5-Feb-90,LABOR; LAYOFFS (LABOR); VOCATIONAL TRAINING,New York Times,NEWSPAPER,,,,,,,
+PERSPECTIVES: Downtown Brooklyn; Creating a Critical Mass at Metrotech,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/perspectives-downtown-brooklyn-creating-critical/docview/427525257/se-2?accountid=14586,"LEAD: BY a curious quirk of timing in the mid-70's, Citibank found itself building the imposing Citicorp Center project at Lexington Avenue and East 53d Street when new office construction generally in Manhattan was tomb silent.
+BY a curious quirk of timing in the mid-70's, Citibank found itself building the imposing Citicorp Center project at Lexington Avenue and East 53d Street when new office construction generally in Manhattan was tomb silent.
+Entering the 1990's, the market generally is far healthier than it was then. But with much newly built space still unspoken for and with financial and other service firms leery about plunging into expensive building programs, the forecast is for a winding down in new office-construction starts in Manhattan this year and next.
+And that may leave downtown Brooklyn in the countercyclical position that in the end benefited Citicorp Center in the 70's. For that neighborhood, in the cliche of the business, is in the process of ''taking off'' in new office construction. The bulk of the space in the buildings was spoken for before construction began, so this is not a case of speculative miscalculation. And the largest project of all, the Chase Financial Center, with 1.5 million square feet in two buildings, will be fully occupied by Chase itself.
+But the total effect, contrasted with the relative quiescence in Manhattan, will be to make Brooklyn the center of office construction in New York City in the early 90's. With excavation for the Chase buildings still about a month away, it may still be a year before the full impact of this concentration of new construction is apparent. By then, additional projects may be committed.
+It is too early to say whether the leasing market will respond by taking new space in Brooklyn - at prices that are perhaps a third lower than Manhattan's. What is clear is that for the first time New York City is developing new space to compete for back-office operations of banks and financial firms with comparable space in northern New Jersey.
+As Merrill Lynch & Company demonstrated last June in its decision to move 2,600 jobs to a new building on the site of the former Colgate-Palmolive soap factory in Jersey City, the Brooklyn alternative will not capture every major back-office tenant for New York City. But it has made the city more competitive.
+On financial grounds, according to Michael P. Esposito, chief financial officer of Chase, the bank was ''cost neutral'' between New Jersey and New York City by the time it finished the negotiations that led it to choose Brooklyn. He also said that 40 percent of Chase's clerical staff already lives in Brooklyn.
+The Brooklyn construction is all part of Metrotech, conceived ultimately as a 4.7-million-square-foot commercial, academic and high-technology office complex on a 10-block, 16-acre site. The tract lies between Jay Street and Flatbush Avenues on the west and east, and Tech Place and Willoughby Street on the north and south.
+The office development is linked with the renovation and expansion of Polytechnic University, which is a partner of the developer, Forest City Ratner Companies. A major element in the university's building program, construction of a new library, is to begin in March. Lehrer McGovern Bovis Inc., is the Metrotech construction manager.
+Forest City's 500,000-square-foot, 10-story, red-brick building for the Securities Industries Automation Corporation is about 60 percent complete. The tenant is leasing 350,000 square feet. Of the rest of the space, 80,000 square feet has been spoken for by a bank and a computer user, said Bruce Ratner, president of Forest City Ratner, although leases have not been concluded.
+Foundation work has started next door on an 850,000-square-foot, 23-story headquarters building for the Brooklyn Union Gas Company. There, 400,000 square feet will be available for other tenants.
+BROOKLYN enthusiasts have long contended that the borough's basic problem in attracting office tenants has been the lack of a ''critical mass'' of new construction. Now the mass is being created. But will it be enough?
+Forest City believes that upgraded retail space is also required. Accordingly, it has contracted to buy the 10-year old Albee Square Mall, about three blocks from Metrotech on the Fulton Street Mall, to bring ''upscale retail'' operators into it, Mr. Ratner said. The mall has 155,000 square feet of space, of which all but 6,000 square feet is leased.
+Lacking the critical mass, downtown Brooklyn has floundered. An example of that is the long postponed Renaissance Plaza, Alexander Muss & Company's name for the mixed-use hotel and office building it has tried for two years to start building on the site of a former municipal garage between Jay and Adams Streets.
+Hilton Hotel is prepared to operate a 360-room hotel in the building, which William Tabler designed. But a major tenant for perhaps 250,000 square feet in the 600,000-square-foot office component is needed before construction can start. Two tenants came close to signing on - most recently the American Insurance Group - but then bowed out. ''I was like a bride left at the altar,'' said Joshua Muss, principal in Alexander Muss.
+Now, with so much work proceeding on Metrotech, there is new interest, he said. ''I'm talking to 19 users who need 100,000 square feet or more,'' he said.
+ALSO talking is Mr. Ratner, who was given a 50,000-square-foot city-owned site on Jay Street when Forest City yielded the Metrotech land that Chase bought, using favorable financing, for its operations center. On the Jay Street site, still occupied by city offices, Forest City is offering to build someone a one-million-square foot office building with 31 floors of 25,000 to 48,000 square feet. David Childs of Skidmore Owings & Merrill is the senior design partner.
+Beyond that Metrotech has approved sites for an additional 1.4 million square feet of space.
+If all this succeeds, no small debt will be owed to the Chase decision to come to Brooklyn. To bring it about, the city provided incentives of two types, as-of-right, or those that are available to any employer who decides to move from Manhattan to one of the other boroughs, and discretionary, or negotiated specifically for this move. The city estimated the total value of the incentive package over 25 years at $230 million.
+The incentives include an as-of-right, 13-year total exemption on real estate taxes, phasing in to full taxes over the subsequent 10 years; a $10.9 million as-of-right savings on energy costs over 12 years; an as-of-right corporate-tax credit of $500 for each relocating employee; an exemption from sales taxes on the purchase of some equipment, for which Chase qualified because it is using industrial revenue bond financing, and a $15 million capital-budget contribution for site improvements. There also is a savings on energy through the Power Authority of the State of New York, estimated at $25 million.
+CHASE is buying the land through the city's Industrial Development Agency, which will mean annual payments of $750,000 and a $7.5 million balloon payment in the 25th year, when Chase will acquire title.
+New York City estimated the value of the as-of-right savings in these incentives at $137 million over 25 years, and of the additional state and city incentives at $68 million in the same period. The savings on energy through the Power Authority of the State of New York were estimated at $25 million.
+The true benefits of building a new downtown office hub in Brooklyn are calculated not merely in dollars or even jobs, but also, it might be said, spiritually. Growth in an older, economically stagnant urban center redeems the aspirations and efforts of its community for a better future. Nevertheless, the city estimates that the Chase move will generate about $3.8 billion in economic activity over the 25-year period.
+Photograph Model of the new Chase Financial Center, two white buildings, planned at the Metrotech office project in Brooklyn.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSPECTIVES%3A+Downtown+Brooklyn%3B+Creating+a+Critical+Mass+at+Metrotech&title=New+York+Times&issn=03624331&date=1990-01-14&volume=&issue=&spage=A.5&au=Oser%2C+Alan+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 14, 1990","That may leave downtown Brooklyn in the countercyclical position that in the end benefited Citicorp Center in the 70's. For that neighborhood, in the cliche of the business, is in the process of ''taking off'' in new office construction. The bulk of the space in the buildings was spoken for before construction began, so this is not a case of speculative miscalculation. And the largest project of all, the Chase Financial Center, with 1.5 million square feet in two buildings, will be fully occupied by Chase itself. On financial grounds, according to Michael P. Esposito, chief financial officer of Chase, the bank was ''cost neutral'' between New Jersey and New York City by the time it finished the negotiations that led it to choose Brooklyn. He also said that 40 percent of Chase's clerical staff already lives in Brooklyn. Now, with so much work proceeding on Metrotech, there is new interest, he said. ''I'm talking to 19 users who need 100,000 square feet or more,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Jan 1990: A.5.",11/15/17,"New York, N.Y.",BROOKLYN (NYC) NEW YORK CITY MANHATTAN (NYC),"Oser, Alan S",New York Times Company,,Newspapers,427525257,"United States, New Y ork, N.Y.",English,14-Jan-90,"OFFICE BUILDINGS; CHASE FINANCIAL CENTER (BKLYN, NY); RENTING AND LEASING",New York Times,NEWSPAPER,,,,,,,
+Innovative Steel Mill Is Off to a Slow Start,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/innovative-steel-mill-is-off-slow-start/docview/427484822/se-2?accountid=14586,"LEAD: These should have been heady days for F. Kenneth Iverson, chairman of the Nucor Corporation and a man celebrated for teaching Big Steel a thing or two about operating mills more efficiently.
+These should have been heady days for F. Kenneth Iverson, chairman of the Nucor Corporation and a man celebrated for teaching Big Steel a thing or two about operating mills more efficiently.
+Three months ago in Indiana, Nucor opened the first mill to apply the most significant technological development in the industry in 20 years - the low-cost production of very thin sheets of flat-rolled steel that can ultimately be used in the hotly competitive automobile and appliance industry. By now the plant, the latest of the mini-mills pioneered by Nucor, was to have been well on its way to threatening the nation's large steel producers.
+Instead, Mr. Iverson is wrestling with a host of unexpected start-up problems that have pushed back for at least two quarters, until the end of next year, the date when the mill is scheduled to reach capacity production. Mechanical and technical difficulties have sent planners back to the drawing board more than once to revise the process. Meanwhile, losses at the plant have mounted, to about $1 million each week, and the figure of $30 million in projected start-up costs for the mill this year has already climbed to nearly $48 million. And the company's stock, which traded in the mid- to upper 60's in September, has retreated. The stock rose $1.25 yesterday in trading on the New York Stock Exchange, to $60.50.
+There are more than a few doubters. ''This thing has never been done,'' said the chairman of a major steel company who asked not to be named. ''It's not clear if the process will be able to produce the quality that customers will want or if it can operate with consistency.''
+Many in the industry point to the plant's initial problems as evidence that the mill will not have much effect on the steel industry anytime soon. Moreover, bigger steel producers say that their costs have plunged over the last five years to a point at which they will remain competitive in quality and cost. ''At first it seemed like Nucor would have a real cost advantage over us,'' the steel company chairman said. ''But if that happens at all, it will still be some time from now.''
+But most in the steel industry still expect the Nucor plant to succeed ultimately, although they say it will be several years before any products made in the Crawfordsville, Ind., mill will be competitive. ''To make their product fully competitive in the marketplace will surely take 5 to 10 years,'' said Roger P. Penny, senior vice president of the Bethlehem Steel Corporation, the nation's third-largest steel producer. ''There will be a longer learning curve than they expected.''
+From the outset the new Nucor plant, built in a rural stretch about 35 miles northwest of Indianapolis, has been a bold gamble for a company noted for going against the grain of established operating practices of American steel companies. While the large steel mills were expanding in the 1970's, Mr. Iverson churned out strong profits through small mills that make steel from scrap metal, using nonunion employees who work under rules considered extremely flexible by American steel industry standards.
+''Did things turn out to be more difficult than we expected?'' Mr. Iverson asked in a recent interview on the Indiana mill. ''Well, I think one's expectations of a situation are always higher than what occurs.'' Assault on Big Steel
+Nucor, based in Charlotte, N.C., is already the nation's largest mini-mill, a category that describes the second-tier steel companies known for making low-grade products for the construction industry. The plant in Indiana represents an assault on the mainstay of the big steel producers, the flat-rolled steel business, a $13 billion market that amounts to nearly two-thirds of Big Steel's revenues.
+The thin-slab technology has been the talk of the industry ever since Nucor announced three years ago that it would be the first to produce steel under that method. It is still the only American company to use the method; other companies have waited to see how Nucor fares.
+Developed by SMS Schlomann of West Germany, the process is designed to use less expensive scrap steel, as opposed to the ingots used by other steelmakers, to form molten steel into slabs much thinner than conventional casters produce. The slabs will be two inches thick, compared with the 10 inches from casters operated by large, integrated mills. Much Thinner Slabs
+The slabs are flattened into steel sheets one-tenth of an inch thick. Because Nucor's slabs are so much thinner than other companies', the flattening of the sheets to their final thickness requires much less energy, manpower and wasted material. Nucor says five workers will be able to do what it takes more than 30 to do at most steel companies.
+But skeptics question whether the final product from the Nucor process will be as durable as products from the existing process, and whether the process is reliable enough to avoid costly interruptions. Mr. Iverson expected to have answered the naysayers by now by having more of the thin-slab caster's products in the hands of steel customers. But the Crawfordsville plant produced just 6,000 tons of steel in September and October, about half of what Mr. Iverson expected. He hopes to produce 12,000 tons of sheet steel in December, still less than half the mill's break-even rate.
+An important reason for the disappointing output is a number of mechanical and electrical problems at a plant that must operate with 96 percent reliability to be effective. An initial difficulty was controling the temperature of the molten steel, a problem that was ultimately solved by injecting argon through the heating ladle. There have also been problems with the nozzle that guides the molten steel into the mold having to be changed after every 250 tons of production, half the expected life span. Devastating Problems
+Ordinarily, such problems would not be particularly devastating. But the Nucor caster operates as a single unit, unlike the series of stations in a typical large steel mill. As a result, the entire production line must shut down if any one function fails.
+Nonetheless, Mr. Iverson remains confident that the difficulties are temporary and that the casting technology will be perfected by the end of next year. He said none of the mill's problems have ''indicated that the concept is at all unrealistic.''
+''Actually, it hasn't been more difficult than what you'd expect with a new process of this type,'' Mr. Iverson said. ''Most of what we've gone through is nothing more than the normal array of start-up problems. But the difference is that our situation is exacerbated by the fact that this is a completely new process.'' In the Long Run
+Many in the industry agree. ''They are having a number of problems but it's going to work out in the long run,'' said John Jacobson, an economist with AUS Consultants in Philadelphia.
+Since pulling the company from near bankruptcy 23 years ago, Mr. Iverson has carved a profitable niche in the steel market. Last year Nucor reported net income of $70.9 million on sales of $1.06 billion, although it reported a 19 percent decline in earnings for the first nine months of this year because of the new operations.
+Mr. Iverson, who is now 63 years old, is passionate about keeping operating expenses low. He works out of a small office in a Charlotte shopping center, with fewer than 24 people on the corporate staff. He has relied heavily on automation and robotics while giving management and rank-and-file workers financial incentives tied to productivity.
+Mr. Iverson said products from the Crawfordsville mill would initially go to lower-grade uses like decks, joists and siding for buildings. But he said there were also short-term automotive uses, like clamps that hold down starters and batteries.
+Within a few years, he said, the mill should be making higher-quality sheets for automobile hoods and appliances. ''There is nothing we can see,'' he said, ''that won't allow us to provide a high-quality flat-rolled product that's as good as anything in the market today.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Innovative+Steel+Mill+Is+Off+to+a+Slow+Start&title=New+York+Times&issn=03624331&date=1989-12-02&volume=&issue=&spage=1.33&au=Hicks%2C+Jonathan+P&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 2, 1989","Many in the industry point to the plant's initial problems as evidence that the mill will not have much effect on the steel industry anytime soon. Moreover, bigger steel producers say that their costs have plunged over the last five years to a point at which they will remain competitive in quality and cost. ''At first it seemed like Nucor would have a real cost advantage over us,'' the steel company chairman said. ''But if that happens at all, it will still be some time from now.'' ''Actually, it hasn't been more difficult than what you'd expect with a new process of this type,'' Mr. [F. Kenneth Iverson] said. ''Most of what we've gone through is nothing more than the normal array of start-up problems. But the difference is that our situation is exacerbated by the fact that this is a completely new process.'' In the Long Run Within a few years, he said, the mill should be making higher-quality sheets for automobile hoods and appliances. ''There is nothing we can see,'' he said, ''that won't allow us to provide a high-quality flat-rolled product that's as good as anything in the market today.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Dec 1989: 1.33.",11/15/17,"New York, N.Y.",UNITED STATES INDIANA CRAWFORDSVILLE (IND),"Hicks, Jonathan P",New York Times Company,,Newspapers,427484822,"United States, New York, N.Y.",English,2-Dec-89,STEEL AND IRON,New York Times,NEWSPAPER,,,,,,,
+ABOUT NEW JERSEY,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-new-jersey/docview/427388047/se-2?accountid=14586,"LEAD: ON a rocky spit at the river's edge just a few miles below the George Washington Bridge, 32 brand new town-house condominiums sit empty and fading, reminders that although the wild, lawless waterfront has drastically changed, part of it, for better or worse, endures.
+ON a rocky spit at the river's edge just a few miles below the George Washington Bridge, 32 brand new town-house condominiums sit empty and fading, reminders that although the wild, lawless waterfront has drastically changed, part of it, for better or worse, endures.
+The town houses belong to the Shelter Bay luxury condominium project and the United States Justice Department has proved they were built with mob money by people who thought the old ways of the waterfront could continue even if the old waterfront itself was gone.
+Acting on tips and a lengthy investigation, the Federal Bureau of Investigation tapped the construction trailer at Shelter Bay and recorded conversations in which the people who called themselves ''developers'' talked about paying off the Mayor of Edgewater for his help in planning and zoning matters.
+They also discussed how Anthony (Fat Tony) Salerno, the former boss of the Genovese crime family, would be called in to put the muscle on other developers who had the nerve to consider building a shopping center a few miles away on waterfront land the Shelter Bay group had eyed.
+Last month, Mr. Salerno was sentenced to five years in jail for his role in the scheme to, in effect, take over Edgewater. The town's former Mayor, Thomas Tansey, has pleaded guilty to taking about $20,000 in payoffs - mostly $500 in cash every month for three years.
+This is not the type of waterfront story that most people think of nowadays, nor has it drastically changed many perceptions about what is going on there. Herman Volk, director of the Governor's Office of Waterfront Development, said real-estate appraisers did not even blink when the story was reported.
+''When you mention the word waterfront today, people are enamored with the possibilities,'' he said. ''Something like Shelter Bay is seen more as a dinosaur, a vestige of the way things were in the past.''
+But there are other people who see what happened in Edgewater as underlining a basic truth about urban places on the edge, neither fully water nor fully land.
+''With the new development on the waterfront, the effect has not been reduced criminal activity but maybe increased criminal activity,'' said Kevin E. McCarthy, an assistant United States Attorney who handled the Government's case in Edgewater. ''For the first time in years, there's new money coming in and there are new profits to be made.''
+It is said of rivers that while they constantly flow and change, they remain essentially unchanged. The same appears to be true of the water's edge near a city. Always something of a frontier, it is a place that turns its back on the rest of society.
+There, as in other places, like railroad tracks and meadow lanes, scorned by society, the normal rules have not always applied. Business labored unbound, and thugs often had free rein. For years, cities dumped on the waterfront the unsavory parts of their commerce - the factories, the junkyards and predominately the piers, which were worked by rough men who defined job security in terms of their fists.
+Now in city after city the piers have been swept away by automation. Dazzling new projects are being built, and people are cautiously making their way back to the waterfront. Just last week three sleek new ferryboats resumed crossing the river, 22 years after the ferry Binghamton last swept away from Hoboken Terminal on its trip across the Hudson. The Binghamton is now docked in Edgewater, turned into a fancy floating restaurant.
+Mr. McCarthy of the Justice Department believes that in spite of the physical transformation, some traces of the past hang over the waterfront. ''Somehow the waterfront is an area that is more conducive to crime than other areas, I suppose because because traditionally it has always been so,'' he said.
+Beneath the luster cast by the new condominiums and fancy restaurants, there's been a largely hidden but nontheless disturbing string of reminders of the waterfront's pedigree. Last summer, a man who lives in the Admiral's Walk condominium project in Edgewater, near Shelter Bay, was caught dumping contaminated hypodermic needles into the river just below the complex, Edgewater officials said. A few years ago the Bergen County police found a stolen automobile graveyard in the muddy waters off the end of the old Seatrain pier, also in Edgewater.
+These unsavory incidents are not restricted to Edgewater. When Hartz Mountain opened its new waterfront restaurant in Weehawken a while back, members from the International Longshoremen's Association and a restaurant workers' union showed up to protest Hartz's refusal to hire union labor. To get their point across, they got into a small boat and floated beneath the large windows of the restaurant, holding up to diners a dead river rat.
+In Hoboken, a local businessman who purchased the bankrupt Bethlehem Steel Shipyard decided to tear down some of the old buildings even though they were filled with asbestos that clouded the air when the walls tumbled, city officials said. He had not obtained permits to do the work; it seems he did not think he had to.
+And in Bayonne it was less than two years ago that the second highest- ranking official of the longshoremen's union was convicted in Federal Court of shaking down a terminal operator. A Bayonne mobster, John DeGilio, was part of the scheme but was acquitted. A few months later his body was found in the Hackensack River, five bullet holes in his head.
+For all that violence and graft, the waterfront remains a frontier in the classic sense of bearing broad opportunity. Because in large part the land along the Hudson River is wide open and filled only with possibilities, it allows urban frontiersmen like Arthur Imperatore to come down and dream.
+Mr. Imperatore, a tough trucking executive who knows how to instill order, says he is carving a new vision of the future out of the burned piers and rusted railroad tracks of some 300 acres of waterfront land he owns in Weehawken and West New York. He also is a part of the joint venture that brought back the ferries.
+Farther south in Jersey City, Samuel J. LeFrak, one of New York City's biggest developers, and Daniel K. Ludwig, one of the world's richest men, are taking risks and plowing ahead with big waterfront projects that bear the mark of their own concept of what a city should be.
+What the waterfront will be like in 1992, when the 500th anniversary of Columbus's landing is celebrated around the Port of New York, is uncertain, though it's obvious the river's edge will look far different from the way it looks today.
+As the communities along the river's edge reach for that vision of the future, they invariably will drag some of the past with them. Bryan Christiansen, the new Mayor of Edgewater, who had nothing to do with the Shelter Bay scheming, thinks that sad episode hurt his town's effort to bounce back. ''We had a black eye for a bit about it,'' he said.
+But Mr. Christiansen is confident that image will change. He believes the most important way to guarantee that the old days become just bad memories is to move quickly to open up the waterfront to all kinds of people who have never been there before.
+''Crime happens in areas that are rundown because people, normal people, shy away from those areas,'' Mr. Christiansen said. ''As the waterfront cleans up and people enjoy it, you'll see that go away.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABOUT+NEW+JERSEY&title=New+York+Times&issn=03624331&date=1989-10-22&volume=&issue=&spage=A.27&au=DePalma%2C+Anthony&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Period icals--United States,3624331,"Copyright New York Times Company Oct 22, 1989","''When you mention the word waterfront today, people are enamored with the possibilities,'' he said. ''Something like Shelter Bay is seen more as a dinosaur, a vestige of the way things were in the past.'' ''With the new development on the waterfront, the effect has not been reduced criminal activity but maybe increased criminal activity,'' said Kevin E. McCarthy, an assistant United States Attorney who handled the Government's case in Edgewater. ''For the first time in years, there's new money coming in and there are new profits to be made.'' ''Crime happens in areas that are rundown because people, normal people, shy away from those areas,'' Mr. [Bryan Christiansen] said. ''As the waterfront cleans up and people enjoy it, you'll see that go away.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Oct 1989: A.27.",11/15/17,"New York, N.Y.",NEW JERSEY SHELTER BAY (NEW JERSEY DEVELOPMENT),"DePalma, Anthony",New York Times Company,,Newspapers,427388047,"United States, New York, N.Y.",English,22-Oct-89,HOUSING; CONDOMINIUMS; ORGANIZED CRIME,New York Times,NEWSPAPER,,,,,,,
+U.S. FORESEES RUSH IN SOVIET EMIGRES,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-foresees-rush-soviet-emigres/docview/427280129/se-2?accountid=14586,"LEAD: American diplomats here are bracing for an explosive increase in Soviet emigration to the United States under a law now being drafted that would lift long-standing restrictions on who can leave the country.
+American diplomats here are bracing for an explosive increase in Soviet emigration to the United States under a law now being drafted that would lift long-standing restrictions on who can leave the country.
+Western diplomats said the new law could increase last year's flood of emigres to the United States manyfold, and prompt a wrenching re-examination of America's open-door policy toward Soviet immigration.
+In the past, many applicants have been blocked by a Soviet requirement that emigres must have an invitation from a close relative living abroad. But Western diplomats say a draft law shown to them here would allow Soviet citizens to leave at the invitation of virtually any foreign business, organization or individual. #100,000 Requests Expected The United States Consul, Max Robinson, said he expected about 100,000 immigration requests this year, as Soviet officials relax their restrictions in anticipation of the new law, and ''in 1990, we could see as many as a quarter of a million Soviets seeking to immigrate.''
+The United States Embassy here gave out 13,000 immigration visas in 1988.
+The draft law, if adopted, would probably increase support in the United States for proposals to remove some of the trade and tariff barriers imposed on the Soviet Union in the last 15 years. Some American Jewish groups have already suggested a temporary lifting of restrictions in the Jackson-Vanik Amendment, which says that Communist countries may not receive favorable tariff treatment or credits from the United States unless they permit free emigration.
+Mr. Robinson said the vast majority of applicants can expect to qualify for American visas. 'All to Be Offered Opportunity'
+''At this point,'' he said, ''U.S. policy is that all citizens of the Soviet Union who want to go to the United States will be offered the opportunity to go under one of our immigration programs.''
+Western diplomats say the proposal would also ease some restrictions that have long thwarted Jewish emigration - including limiting the Government's right to deny emigration because of knowledge of state secrets, and dropping an exit tax on emigres to Israel of 500 rubles, or about $800.
+The proposed law would also make it easier for Soviet Jews to apply for immigration directly to the United States. Under current practice, most Jews receive visas to Israel. But once they leave the Soviet Union, about 95 percent move to the United States instead. Last year, about 23,000 Jewish emigres received United States visas through this route.
+Fyodor M. Burlatsky, chairman of the Soviet Human Rights Commission, said the proposed changes had been approved by the Government and are likely to be presented to the Supreme Soviet, the revamped national legislature, later this year. Dramatic Change Likely
+The law could dramatically change the profile of Soviet emigration from a limited number of people joining families or fleeing political or religious persecution, to a widespread exodus in search of better opportunities.
+It could also transform the issue of Soviet emigration from one of the West's major human rights complaints into a giant headache for the United States, the only Western democracy that offers an almost unconditional welcome to Soviet emigres.
+The demand for United States visas is compounded by the far more stringent policies of American allies. Many Western governments criticize restrictive Soviet emigration practices, but only take in those who can show family ties to their countries.
+''We would be swamped if we just opened our doors,'' said a consular official at one Western embassy, who asked not to be identified. Sometimes, said the official, disappointed Soviet citizens who do not qualify are told, ''Well, you might try the Americans.'' Applicants Waiting
+Tens of thousands of applicants waiting for United States immigration interviews here will first be considered for refugee status. In the summer of 1988 the United States Embassy in Moscow was inundated with applications from Soviet Armenians and Jews and temporarily stopped issuing refugee visas to Soviet citizens, provoking an outcry from members of Congress and some Jewish organizations in the United States.
+Those who cannot show a well-founded fear of persecution - the legal standard for refugees - are offered the opportunity to immigrate as public interest parolees.
+The parole program, introduced late last year to break up the logjam in Armenian emigration, does not entitle immigrants to welfare and other refugee benefits. To qualify for parole, an immigrant must have an American sponsor who guarantees financial support.
+Technically, the Soviet Government still requires the sponsor to be a close relative. But American officials say they believe this policy has already been relaxed, in anticipation of the new emigration law. As a result, thousands of new applicants - from all walks of life, and all parts of the Soviet Union -are lining up to request interviews.
+''I have relatives in Australia, but Australia doesn't take emigres,'' said Sergei G. Kovalyov, a Russian tailor from the city of Kuibishev, explaining why he was waiting outside the United States Embassy recently to submit an application. Mr. Kovalyov said he sought greater economic security in America, with his wife and infant daughter. Few Speak English
+Nearby, an Armenian nurse said she applied to emigrate because she is unable to return to her home in Sumgait, the scene of deadly ethnic riots last year. A Georgian botanist said he wanted to emigrate because his career in the Soviet Union is stifled by lack of up-to-date scientific information.
+Few in these crowds speak English, and many have no ties to the United States.
+''I don't have relatives there,'' said Veniamin B. Svetlov, a 31-year-old Leningrad carpenter waiting for news about his immigration request.
+''But I really want to leave. I want to work and receive a real salary for my work. I don't need this socialist system. Capitalism is a natural system. It's not artificial, like socialism.''
+Like many in line, Mr. Svetlov knows he is unlikely to qualify as a refugee, and he has no sponsor who will sign an affidavit to give him parole status. But he hopes that by the time Immigration and Naturalization Service officials interview him - perhaps a year from now, given the backlog - an American employer may step forward. Many Look to U.S. Groups
+Many applicants believe that once the Soviet law is changed, American organizations will step forward to sponsor their immigration.
+One applicant stopped a correspondent, to ask for help in finding an American pen pal. ''Maybe they will want to be a sponsor,'' he said.
+The huge demand has created a crushing workload in the United States Consulate. Mr. Robinson said plans for additional personnel and automation should enable the embassy to interview 6,000 applicants a month this fall - up from about 2,400 a month right now.
+But the avalanche of requests keeps growing, raising difficult policy questions about America's ability to absorb masses of Soviet immigrants. Backlash in West Germany
+In West Germany, a public backlash is already questioning the Government's policy of accepting all ethnic Germans who want to emigrate from the Soviet Union.
+German emigration totaled just a few hundred a year in the mid-1980's, but in the first half of 1989, 42,000 visas have been issued, according to a West German diplomat. About two million ethnic Germans remain in the Soviet Union, but the embassy believes most want to emigrate.
+Immigrants to the United States could eventually face a similar backlash, said Mr. Robinson, particularly if the image of Soviet human rights policies continues to improve. A Debate in the Fall
+The draft emigration law was scheduled to take effect as a Government decree in May. But Western and Soviet sources say officials decided instead to offer it for debate this fall in the Supreme Soviet.
+The law would also drop a requirement that Soviet citizens obtain an invitation from abroad for private visits. Private travel has already grown dramatically. Mr. Robinson said the United States Embassy expects to issue about 70,000 visas for private visits this year - more than double the level last year.
+''The day of the Soviet tourist going to Disneyland or driving down Highway 1 on the West Coast is still a long way away,'' Mr. Robinson said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+FORESEES+RUSH+IN+SOVIET+EMIGRES&title=New+York+Times&issn=03624331&date=1989-07-13&volume=&issue=&spage=A.1&au=ANN+COOPER%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 13, 1989","In the past, many applicants have been blocked by a Soviet requirement that emigres must have an invitation from a close relative living abroad. But Western diplomats say a draft law shown to them here would allow Soviet citizens to leave at the invitation of virtually any foreign business, organization or individual. #100,000 Requests Expected The United States Consul, Max Robinson, said he expected about 100,000 immigration requests this year, as Soviet officials relax their restrictions in anticipation of the new law, and ''in 1990, we could see as many as a quarter of a million Soviets seeking to immigrate.'' ''At this point,'' he said, ''U.S. policy is that all citizens of the Soviet Union who want to go to the United States will be offered the opportunity to go under one of our immigration programs.'' ''We would be swamped if we just opened our doors,'' said a consular official at one Western embassy, who asked not to be identified. Sometimes, said the official, disappointed Soviet citizens who do not qualify are told, ''Well, you might try the Americans.'' Applicants Waiting","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 July 1989: A.1.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS (USSR),"ANN COOPER, Special to The New York Times",New York Times Company,,Newspapers,427280129,"United States, New York, N.Y.",English,13-Jul-89,UNITED STATES INTERNATIONAL RELATIONS; IMMIGRATION AND EMIGRATION; LAW AND LEGISLATION; FREEDOM AND HUMAN RIGHTS,New York Times,NEWSPAPER,,,,,,,
+"As Farms Falter, Rural Homelessness Grows","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-farms-falter-rural-homelessness-grows/docview/427195482/se-2?accountid=14586,"LEAD: In a steady stream driven by bleak economics in America's farm country, a new class of homeless people is emerging from rural areas: farm families and others who are out of work because farms are faltering.
+In a steady stream driven by bleak economics in America's farm country, a new class of homeless people is emerging from rural areas: farm families and others who are out of work because farms are faltering.
+Some crowd into big-city shelters in Minneapolis, Chicago, Des Moines and Omaha, where they can find two things they value: job leads and anonymity. Others make their way to country hamlets that are little more than detours off a dirt road, where church basements and other makeshift shelters fill up as quickly as they open.
+''Rural homelessness is growing faster than we can keep track of it,'' said Bill Faith, who heads the Ohio Coalition for the Homeless. ''People are living in railroad cars and tar-paper shacks. Shelters in tiny towns we've never heard of are operating at or above capacity and are turning people away.''
+While there are few definitive statistics on how many people are homeless outside metropolitan areas, the Housing Assistance Council, a rural advocacy group in Washington, found that rural people accounted for a fourth of all stays at homeless shelters in 2,200 rural and urban counties it surveyed across the country last year. The problem is even more acute in heavily agricultural states like South Dakota, where rural people account for close to 90 percent of the state's 4,000 homeless, said Ruth Henneman, who runs the state's community assistance program.
+''They try to keep it secret as long as they can,'' said Margaretann Sweet, a psychologist who counsels homeless people in Charlotte, Mich. ''Some are ashamed to tell their friends they've lost their farm. Owning land and working hard to keep it is central to self esteem here.''
+The same spirit of independence and self-reliance that attracts people to farming has kept many rural people from seeking help until their circumstances become desperate. One farmer, ashamed to use food stamps in his rural hometown, drove his family seven hours from Minnesota to South Dakota in the middle of the night to get food at a 24-hour convenience store. Some Have Tried Suicide
+''Some of them have attempted suicide before coming into the city because, for them, coming to the city means failure,'' said Sue Watlov Phillips, who heads the Minnesota Coalition for the Homeless and is regional vice president for the National Coalition for the Homeless.
+While drug use or mental illness propel many of the urban homeless into the streets, in rural areas the cause of homelessness is more likely to be downturns in farming and related businesses.
+''Rural homelessness is a more clearly economically caused homelessness,'' said Dr. Fredric Solomon, director of the Division of Mental Health and Behavioral Medicine of the Institute of Medicine in the National Academy of Sciences in Washington, where a study of the problem was conducted last fall.
+The study defined the rural homeless as farm families, the working poor, migrants and others who are without shelter or who are living in temporary quarters. Many experts on rural life also count the thousands of families that have lost their farms but remain as caretakers, facing eviction when all the legal dealings are finished.
+That is what happened to Donald and Marilyn Bahlof, farmers in their early 60's who lost their 280-acre place near Denison, Iowa, in January and are now staying in a friend's house with their combine and tractor outside. The farm had been in the family for nearly 100 years.
+''You don't want to go to town, you don't want to see people,'' Mrs. Bahlof said. Husband Can't Find Enough Work
+Among the hardest hit are low-paid workers in secondary businesses that depend on farming.
+Wanda Belling, a 33-year-old mother of three from the tiny town of Erie, N.D., took her family to a homeless shelter in Fargo last March, after her husband's tree-trimming business failed because few of his farmer customers could afford the service. ''He wasn't able to find enough work to get us through the winter,'' Mrs. Belling said. ''Business has been bad ever since the drought last year. Sometimes we haven't been able to afford toilet paper. I left because I was worried about the children.''
+Often rural people show up penniless at city shelters, having exhausted their savings trying to survive on their own. ''They prefer that they never be connected with the system,'' said Ms. Philips. ''They'll stay out there as long as they can. They'll use up all their resources before asking for help. That makes it harder for us to help them get re-established.''
+Maureen French, a 31-year-old woman from Fargo, did not know where to turn when she lost her clerical job at a construction company that had been hurt by downturns in oil and agriculture.
+Too proud to admit she was homeless, she went by day to a part-time job at a nursing home and, by night, she slept in cars that people had left unlocked. Friends Were Astonished
+With her father dead, her mother retired to Wisconsin, no relatives nearby, estranged from her former husband and unable to pay her rent, she thought she had few alternatives. Friends were astonished and uncomfortable with her homelessness, she said. ''It was as if I had a social disease,'' she said. ''They acted as if it might be contagious.''
+In late March, Ms. French worked up the ''courage and humility,'' she said, to ask for shelter. She is now staying at a women's shelter in Fargo, and seeking a job that will pay enough for her to afford an apartment.
+Unlike cities that have developed extensive shelter systems, many rural states are just now beginning to assess the severity of their homelessness and are finding it difficult to help the homeless people who are isolated in the countryside.
+Advocates for the homeless say that because services for the homeless are scarce in rural areas, and because there is a stigma attached both to those who seek and those who provide such help, it is difficult to know just how big the problem is.
+One barrier is the reluctance of some financially strapped towns and counties to help outsiders. ''These communities are saying, 'We'll take care of our own, but we don't want any transients,' '' said Mr. Faith of the Ohio Coalition for the Homeless. ''They'll say, 'We'll put you up for a night or two but then you've got to get on down the road.' ''
+In Hawley, Minn., homeless advocates have housed out-of-work farm workers, displaced by automation, in a shelter on a farm. There, on a 54-acre plot of land, homeless men grow tomatoes, squash, pumpkins and sweet corn, some to eat and some to sell to pay the for electricity. Cannot Afford to Start
+Clarence Schuenke tends the three cows. Mr. Schuenke is a 59-year-old former farmer and hired hand. He said he would like to raise cattle himself, but cannot afford to get started.
+Mr. Schuenke lived on the streets of nearby towns and in shelters until he was referred to the farm shelter a year and a half ago. ''This is like home,'' Mr. Schuenke said. ''I go out and give the cows a bail of hay. They're awful glad to see me.''
+Currently, there are three other homeless men living at the farm in Hawley. ''They talk about leaving all the time,'' said Barb Martens, who runs the shelter. ''For some of them coming here is giving up. They don't want to see themselves as desperate homeless people. But that's good because that means they have enough faith in themselves to feel they can make it on their own.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+Farms+Falter%2C+Rural+Homelessness+Grows&title=New+York+Times&issn=03624331&date=1989-05-02&volume=&issue=&spage=A.1&au=Wilkerson%2C+Isabel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 2, 1989","Wanda Belling, a 33-year-old mother of three from the tiny town of Erie, N.D., took her family to a homeless shelter in Fargo last March, after her husband's tree-trimming business failed because few of his farmer customers could afford the service. ''He wasn't able to find enough work to get us through the winter,'' Mrs. Belling said. ''Business has been bad ever since the drought last year. Sometimes we haven't been able to afford toilet paper. I left because I was worried about the children.'' One barrier is the reluctance of some financially strapped towns and counties to help outsiders. ''These communities are saying, 'We'll take care of our own, but we don't want any transients,' '' said Mr. [Bill Faith] of the Ohio Coalition for the Homeless. ''They'll say, 'We'll put you up for a night or two but then you've got to get on down the road.' '' Currently, there are three other homeless men living at the farm in Hawley. ''They talk about leaving all the time,'' said Barb Martens, who runs the shelter. ''For some of them coming here is giving up. They don't want to see themselves as desperate homeless people. But that's good because that means they have enough faith in themselves to feel they can make it on their own.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 May 1989: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Wilkerson, Isabel",New York Times Company,,Newspapers,427195482,"United States, New York, N.Y.",English,2-May-89,HOMELESS PERSONS; RURAL AREAS; AGRICULTURE,New York Times,NEWSPAPER,,,,,,,
+"Life on a Tanker: More Salad, Less Grog","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/life-on-tanker-more-salad-less-grog/docview/427185685/se-2?accountid=14586,"LEAD: Many of the rigors of life at sea are easing. This ship, for instance, has a salad bar and each night many of the sailors call their wives on cellular phones.
+Many of the rigors of life at sea are easing. This ship, for instance, has a salad bar and each night many of the sailors call their wives on cellular phones.
+But while some maritime traditions are also eroding, the essentials of the seaman's life remain as they were when Joseph Conrad wrote of them. There is the solitude, the monotony, the burdens of command, and there are still problems with drink.
+On this vessel, as on all United States flag ships, a list of maritime regulations issued by the Coast Guard is displayed that spells out ''no grog'' permitted on the ship. Unlike some ships on the open sea that are permitted to serve wine and beer with meals, ships in United States waters are supposed to be dry.
+But some people at sea drink when they should not. That point will be crucial to the case of Capt. Joseph J. Hazelwood, who was charged with operating a vessel under the influence of alcohol after his tanker, the Exxon Valdez, hit a reef in Alaska. How much alcohol crew members consume, and how often, is hard to say. But conversations with maritime officials and seafarers, including the crew of this ship during a 36-hour voyage, indicate that the case of Captain Hazelwood is not an exception.
+Indeed, since 1984 the Coast Guard has revoked the seaman's licenses of five deck officers, including a captain, for drunkenness while several dozen other officers and seamen were suspended or put on probation. In all, of 1,301 accidents or cases of misconduct aboard merchant vessels investigated by the Coast Guard in the last six years, 76 involved alcohol use.
+But as the crew of the Colorado made clear, such violations represent a fraction of the problem. Most cases that the Coast Guard prosecuted were brought to its attention either after an accident or by a captain citing a sailor for missing a watch or coming aboard drunk. The seamen said that before such steps were taken most captains would try to deal with drinking problems through counseling programs that companies like the Chevron Corporation have established.
+By next year the Coast Guard will require all captains to stock kits to test for alcohol use after accidents or close calls. But for now, drinking is dealt with at the discretion of the captain. And in the absence of a Coast Guard official on the ship, there is no one aboard to test the captain.
+Under Coast Guard regulations, no sailor is supposed to drink alcohol on land within the four hours before he is to stand watch at sea and no sailor on any vessel in United States waters is permitted to have more than .04 percent alcohol in his blood, an amount that can be registered after a glass of beer.
+''As master, I still have the right to put anyone in leg irons or put them on bread and water if they willfully disobey a lawful order,'' said Christopher B. Lane, the captain of the Colorado. ''In fact, whenever there are problems, we are supposed to talk and counsel. At the academy I never took a course in psychology, just navigation, but maybe I should have.'' No Problems for This Captain
+But Captain Lane said he had had no problems with this 16-man crew. He pointed to a sign noting there had not been an accident that hindered work aboard his vessel for 400 days.
+As his ship carried its cargo of gasoline and jet fuel from Pascagoula, Miss., to Fort Lauderdale and Jacksonville, he and his crew periodically turned their conversation to the Exxon Valdez accident that had fouled sea and shore with crude oil. All of the men had sailed tankers in Valdez Harbor. They were horrified by the damage they had seen on television, but they were also angered by what they felt was an unseemly rush to judgment by people who had no idea of the pressures at sea.
+''None of us know exactly what happened, but all of us know the underlying causes - stress, tension, long hours of work, monotony,'' said Monte E. Goodrum, a 36-year-old chief engineer.
+Captain Lane, 47, offered an observation on the context in which accidents and drinking take place. ''Life at sea, it's years of boredom to prepare you for seconds of terror,'' he said. ''You have to keep fighting constantly against being lulled into complacency. And all the time you are aware of your responsibilities.'' Long Stretches, Short Breaks
+Captain Lane bears such burdens without a break for three months at a stretch, shedding them when he returns to spend two and a half months with his wife and daughters in California. Then he is back guiding the 651-foot Colorado on its continuous round of nine-day trips to and from the Mississippi refinery.
+Mike Walker, a river pilot who boarded the Colorado as she entered the St. John's River for her Jacksonville run, spoke immediately about the Valdez. ''It's getting to the point where they won't let you on a ship until you've tapped your kidney in a test tube,'' he said. ''Do you remember those old captains who always took their courage in a bottle?''
+''More than one of them couldn't tell you how they got to where they were,'' said Jeffrey Lambert, the first mate, who welcomed the pilot to the bridge.
+Captain Lane said he felt drinking had become less of a problem in his 25 years at sea. As automation reduced the size of most crews by half, he said, the shipping companies became more selective in hiring.
+''A lot of the old characters, the storytellers and the boozers are disappearing,'' he said. As the tankers grew in size, the work became more sophisticated and the turnaround time between trips shortened from days to hours, factors that he said have discouraged mere adventurers and have encouraged family men who were essentially interested in good pay and job security.
+Seamen are paid a base of $1,600 a month, a figure that is at least doubled with routine overtime of about four hours a day, seven days a week.
+And the captain, who is responsible for the $72 million ship, the $12 million cargo and the safety of the crew, earns $82,000 a year. Small Changes, Too, at Sea
+Smaller changes, as well, have altered life at sea. Each day, Elliot Bryant, the steward, sets out carrots, celery, mushrooms, cottage cheese and asparagus stalks to supplement the meals. There is an exercise bicycle set up near the radio room for crewmen. Time is kept conventionally, not by bells sounded every half hour. The terms left and right are used interchangeably with port and starboard, and no one was heard to say ''aye.''
+An I.B.M. computer prints out maintenance schedules and tracks overtime. Captain Lane showed only the slightest trace of sarcasm when he said, ''I don't know how we got along until we had a copier.''
+All the engineers and mates aboard the Colorado were graduates of four-year merchant marine academies. There are state-run academies in California, Texas, New York and Maine, and there is the United States Merchant Marine Academy at Kings Point on Long Island. Not all graduates get jobs at sea, but of those who do, most end up either on tankers or on cruise ships.
+When the ship tied up at Port Everglades, the crew hooked up the hoses and unloaded the cargo. The process took about 12 hours. Only Bradley Casey, the newest crewman, bothered to go into nearby Fort Lauderdale.
+''There are people who think that we travel from one fascinating place to another, eat all the food we want and spend half our time on vacation,'' said Richard Ziemba, a Navy veteran aboard the Colorado who is the delegate of the Seamans Union of the Pacific. ''In fact we work day and night, visit the same uninteresting places and don't even have enough turnaround time to visit them.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Life+on+a+Tanker%3A+More+Salad%2C+Less+Grog&title=New+York+Times&issn=03624331&date=1989-04-29&volume=&issue=&spage=1.1&au=MICHAEL+T.+KAUFMAN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 29, 1989","Captain Lane, 47, offered an observation on the context in which accidents and drinking take place. ''Life at sea, it's years of boredom to prepare you for seconds of terror,'' he said. ''You have to keep fighting constantly against being lulled into complacency. And all the time you are aware of your responsibilities.'' Long Stretches, Short Breaks Mike Walker, a river pilot who boarded the Colorado as she entered the St. John's River for her Jacksonville run, spoke immediately about the Valdez. ''It's getting to the point where they won't let you on a ship until you've tapped your kidney in a test tube,'' he said. ''Do you remember those old captains who always took their courage in a bottle?'' ''There are people who think that we travel from one fascinating place to another, eat all the food we want and spend half our time on vacation,'' said Richard Ziemba, a Navy veteran aboard the Colorado who is the delegate of the Seamans Union of the Pacific. ''In fact we work day and night, visit the same uninteresting places and don't even have enough turnaround time to visit them.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Apr 1989: 1.1.",11/15/17,"New York, N.Y.",UNITED STATES,"MICHAEL T. KAUFMAN, Special to The New York Times",New York Times Company,,Newspapers,427185685,"United States, New York, N.Y.",English,29-Apr-89,"SHIPS AND SHIPPING; TANKERS; ALCOHOL; ACCIDENTS AND SAFETY; WATER POLLUTION; EXXON VALDEZ (TANKER); SUSPENSIONS, DISMISSALS AND RESIGNATIONS",New York Times,NEWSPAPER,,,,,,,
+Where Chocolate Bunnies Come From,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/where-chocolate-bunnies-come/docview/427131297/se-2?accountid=14586,"LEAD: CONSIDER the chocolate Easter bunny.
+CONSIDER the chocolate Easter bunny.
+Time was when all it had to do was sit there, a self-sacrificing confection, usually hollow, perhaps with a ribbon around its neck, waiting for some child to come along and bite off an ear. No more. Today's Easter bunny is under tremendous pressure to play a musical instrument, pitch a baseball game, be accomplished at tennis, dance like Fred Astaire, read books, fly into outer space, jog. And as if that weren't enough, it may be filled with peanut butter, have orange skin or wear pink foil that glows in the dark.
+Easter, after all, with projected sales this year of $815 million, is the second-largest candy season in the United States after Christmas, surpassing Valentine's Day, Mother's Day and even Halloween. No wonder the competition among rabbits has never been more intense. ''There was a time when a rabbit could just sit or stand,'' said Alan H. Kline, executive vice president of the Frankford Candy and Chocolate Company in Philadelphia, one of the largest producers of chocolate rabbits in the United States. ''Now a rabbit has to do more.''
+Frankford supplies stores like F. W. Woolworth, K Mart, Rite Aid and Caldor with more than 100 types of rabbits that sell for 39 cents to $6.99. For them, Frankford makes a rabbit called Dunkin' Don that comes with a candy basketball; a Bunny Appleseed with a red candy apple; a Prima Bunnerina wearing toe shoes; a Huckle Bunny with a yellow candy fish, and Bunny Starhopper, an astronaut bunny accompanied by two miniature spacemen. A trio of bunnies, Country Cousins, is among the company's biggest sellers.
+''Basically we're looking for something different,'' said Frank Salvatore, a candy buyer for the F. W. Woolworth Company, which stocks hundreds of thousands of rabbits at Easter time and, like other national chains, is a powerful influence in the chocolate rabbit business.
+''Everyone is trying to be novel,'' said Brian Susslin, director of marketing for C. J. Van Houten & and Zoon Inc. in St. Albans, Vt., which manufactures about 80 different types of bunnies. This year, he said, bunnies of white chocolate are ''hot.'' They are about 5 percent of Van Houten's market, Mr. Susslin said, and as much as 15 percent for some other companies. Chocolate-flavored products made without cocoa butter have crept into the market, but bunnies made of pure milk chocolate are the biggest sellers.
+The chocolate bunny has its origins in medieval Europe, where the hare became a symbol of Easter, in large part because of its fecundity. German legend had it that after a long winter's sleep the Easter bunny would lay bright-colored eggs in the grass for good children to find. The practice of giving decorated eggs at Easter dates to the Middle Ages. But it was not until sometime around World War II, as automation took over the mass-market chocolate business, that the practice of presenting chocolate rabbits to children took this country by storm.
+The Bortz Chocolate Company in Reading, Pa., founded in 1916, was among the earliest to make chocolate rabbits on a large scale. It was also among the first to introduce bunny personalities, coming out in 1934 with a rabbit playing the accordion and another driving a car. But in recent years the company has returned to a more classical bunny.
+''There are bunnies today that ski, go to the beach and play video games,'' said Wayne Stottmeister, vice president of sales and marketing for Bortz. ''But the traditional rabbit is here to stay.''
+Hollow bunnies give most Americans their first bite of chocolate, said Lisbeth Echeandia, publisher of The Confectioner Magazine, a trade publication in Orlando, Fla. ''Think about it,'' she said. ''You don't give a small child a Hershey bar.''
+But the bunny might also be the child's first taste of deception. Who doesn't remember biting into a chocolate rabbit and, instead of a solid chunk of chocolate, getting a mouthful of air.
+''All that anticipation and then there was nothing inside,'' said Meredith Manni, who works for an executive search company in New York and who spent her childhood Easters on Cape Cod. Of course, that was the sales pitch: a big, showy product for a fraction of what it would cost to buy an equally big solid bunny. But these days a number of manufacturers have also begun to produce solid rabbits. The solid models are less intricately designed, less expensive to make and less fragile to transport. Often they are so primitively formed that they might as well be fish. But they are a better value: a one-pound solid bunny, for example, might retail for $2.59, where a hollow one of the same weight could cost as much as $7.99.
+Still, the hollow rabbits, usually clad in ornate pastel foil, festooned with sugar-candy props and branded with an astonishing diversity of names, are going strong.
+''It seems mom and dad want that hollow centerpiece in the Easter basket,'' said Onno Prinsen, assistant national sales manager for the R. M. Palmer Company in Reading, Pa., another large producer of chocolate rabbits. ''It makes a heck of an impression.''
+Besides Dapper Dan with his top hat of pink candy, Willie Wacket with his green candy tennis ball, and Indy Al and his Indianapolis-style race car, Palmer also makes colored animals that come in lemon, grape and strawberry flavors.
+''It's a little ducky, bunny and a chick,'' Mr. Prinsen said. ''Three items in one case. It is one of the hottest things we've ever had. It is a pastel, flavored 80's type of theme. We call it a party animal.'' The company declines to say how many have been sold.
+Many of the larger candy companies make pastel-colored items at Easter time. M & M's are available this time of year in light greens and pinks; Brach expects to sell 21 million pounds of its egg-shaped jellybeans this year. But what every child really expects, it seems, is a rabbit. Well, where do rabbits come from?
+The facts of rabbit life were all there the other day at the Frankford plant in Philadelphia, as lines of workers in white coats and hairnets attended the latest rabbit progeny. Vats of tepid chocolate whirred in the distance as row after row of opened plastic molds moved into a chocolate feeding station where one side of each mold was filled. The molds were snapped shut and the newly forming rabbits were rotated slowly until the chocolate covered all the mold's surfaces.
+These embryonic rabbits don't have it easy. They are jiggled, shaken, tilted and turned upside down to eliminate air bubbles. They are pushed without warning from a balmy chamber into a chilly tunnel, then jolted out of their molds with a sharp smack.
+''See that knocker?'' Mr. Kline asked, pointing to a heavy metal block above a platoon of rabbits just about to hatch. ''It will turn the molds over and bang them out.''
+Then each rabbit (in this case, Frankie, a perky, wide-eyed bunny) was given a pair of sugar eyes and a matching bow tie (glued on with a bit of chocolate), and was ready for an Easter basket - and the inevitable human teeth.
+Of course in these savvy days of preschool sex information, children might be expected to know that it makes no sense whatsoever to say that the Easter bunny lays eggs. But the story goes on, and so does the practice of biting off the ears - preferred as a first bite by 97 percent of the eating public, according to a poll by Fanny Farmer Candy Shops Inc. last month of 480 people 4 to 80 years old on the streets of Chicago.
+''I always saved the head for last,'' Fran Kaufman, a vice president at the Children's Television Workshop, was saying the other day. ''I don't know what it means.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Where+Chocolate+Bunnies+Come+From&title=New+York+Times&issn=03624331&date=1989-03-22&volume=&issue=&spage=C.1&au=Kleiman%2C+Dena&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 22, 1989","Easter, after all, with projected sales this year of $815 million, is the second-largest candy season in the United States after Christmas, surpassing Valentine's Day, Mother's Day and even Halloween. No wonder the competition among rabbits has never been more intense. ''There was a time when a rabbit could just sit or stand,'' said Alan H. Kline, executive vice president of the Frankford Candy and Chocolate Company in Philadelphia, one of the largest producers of chocolate rabbits in the United States. ''Now a rabbit has to do more.'' ''It's a little ducky, bunny and a chick,'' Mr. [Onno Prinsen] said. ''Three items in one case. It is one of the hottest things we've ever had. It is a pastel, flavored 80's type of theme. We call it a party animal.'' The company declines to say how many have been sold. ''I always saved the head for last,'' Fran Kaufman, a vice president at the Children's Television Workshop, was saying the other day. ''I don't know what it means.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Mar 1989: C.1.",11/15/17,"New York, N.Y.",,"Kleiman, Dena",New York Times Company,,Newspapers,427131297,"United States, New York, N.Y.",English,22-Mar-89,CANDY; CHOCOLATE; EASTER; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+New Airliners Make Experts Ask: How Advanced Is Too Advanced?,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-airliners-make-experts-ask-how-advanced-is/docview/427014427/se-2?accountid=14586,"LEAD: A new European airliner, soon to be certified for service in the United States, uses advanced automatic systems so extensively that pilots can almost become observers if they choose, watching computers fly the airplane more than flying it themselves.
+A new European airliner, soon to be certified for service in the United States, uses advanced automatic systems so extensively that pilots can almost become observers if they choose, watching computers fly the airplane more than flying it themselves.
+Pilots generally welcome the new technology, which lessens their workload and reduces the possibility of errors. But many aviation experts worry that people flying such craft may become so mentally disengaged from the controls that they will be unprepared to react with the lightning speed so important in an emergency.
+The computers in the European plane, the Airbus A320, have been programmed to prevent pilots from flying in ways that might lead to an accident. But this feature, the envelope protection system, also makes it impossible to take many of the extreme and heroic actions that have prevented accidents and become a staple of aviation lore. Glowing Descriptions
+No one is suggesting that the airplane is unsafe, and pilots who have flown the A320 describe its cockpit and controls in glowing terms. When an Airbus crashed at an air show in France in June, the new technology was immediately suspected, but it was later exonerated and indeed given credit for preventing a more serious crash.
+The Federal Aviation Administration is expected to certify the A320 this month, clearing the way for service in the United States by the middle of 1989. Northwest Airlines is among the carriers awaiting delivery of A320's. The plane, which carries 150 to 160 passengers, is designed mainly for domestic service.
+A team of engineers from the A320's manufacturer, Airbus Industrie of Toulouse, France, and a group of French Government aviation officials are expected to begin a round of meetings with F.A.A. officials in Seattle today to iron out final technical questions before certification is granted.
+But the appearance of the A320, along with an advanced generation of the Boeing Company's 747 jumbo jet that can be programmed to fly from California to Tokyo with virtually no effort from the pilot, has given a new urgency to questions about the design of airliner cockpits and the changing role of pilots. Minds and Systems
+Dr. Clay Fouschee, a researcher on the relationship of pilots and airplanes, said there was concern that over time pilots might not have the same grasp of the airplane's systems as in more traditional craft.
+''If something goes wrong,'' asked Dr. Fouschee, who is based at the National Aeronautics and Space Administration's Ames Research Center in Mountain View, Calif., ''will the pilot be in the same position to intervene as he would be in a more conventional airplane where his brain is more connected to the system?''
+Such questions have been building for several years, spawned by the evolution of what pilots call the ''glass cockpit,'' in which computers and their screens have replaced many of the traditional dials and gauges.
+In airplanes like the Boeing 767 and 757 and the McDonnell Douglas Corporation's MD-88, computers monitor aircraft systems, reporting on their status only if something is wrong or the pilot makes an inquiry. In older planes, the pilot had to scan dozens of gauges constantly to check the status of engines and hydraulic and electrical systems.
+In the glass cockpit, computers plan flights and guide the airplane from one navigation station to another, automatically keeping the plane on course. Computer Monitors
+Information like airspeed, compass heading, altitude and position are monitored by a computer and displayed on a screen. In older aircraft, they were read from individual instruments. To avoid cluttering the screens, the computer is often programmed not to show certain information at times when pilots do not generally need it.
+Airlines are unlikely to permit pilots to sit back and let computers do all their work. And the pilots can turn parts of the system on and off, flying the airplane as much or as little as they want. Many choose to be involved, not wanting to abrogate authority to the computers.
+But these options, which did not exist in commercial aircraft just a few years ago, are raising hard and particularly subtle questions. For example, if a pilot in an older cockpit wants the airplane to fly along a compass heading of, say, 30 degrees, the pilot not only knows what the heading is, but must actually fly the airplane along that course, constantly maneuvering the plane to maintain it. Freeing the Pilot
+In the high-technology cockpit of the Airbus and other planes, the computer has been programmed to know the heading in many cases and to fly along it far more precisely than any human could. The pilot is freed to do other things: talk to air traffic controllers, scan the skies for other planes. As cockpits have grown more sophisticated, some airlines are reducing crews from three to two. But the pilot is now less engaged in navigating the airplane. He or she runs the risk of not knowing what heading the plane should be flying and of assuming that the computer is flying the correct heading.
+In older cockpits, the pilot who is climbing to 20,000 feet must constantly monitor the altimeter and manipulate the controls, stopping the climb and leveling off when the altitude is reached. It is a critical maneuver, since flying beyond the assigned altitude could lead to a midair collision.
+In the modern cockpits, the computers perform the climb and monitor the altitude, automatically leveling the airplane so smoothly that not a drop of coffee is spilled in the passenger cabin. The pilots are again freed for other duties, but they may not be paying close attention to the airplane's current altitude. 'What if There Were a Problem?'
+''The system should level the airplane off at 20,000 feet,''said Dr. Everett Palmer, another human factors specialist at the Ames Research Center. ''It probably will level off at 20,000 feet. But what if there were a problem and it didn't?
+''Automation requires more discipline in monitoring the machine, making sure the task is performed. There is a need to be aware of what is going on and forcing yourself to be involved.''
+The experts' concerns about cockpit design have particular significance for the Airbus A320. For the first time, an airliner will be controlled without the steel cables and hydraulic devices that the pilot manipulates from the control wheel in the cockpit. Flying by Wire
+This new control scheme, known as fly-by-wire, is widely used in military aircraft but has never been used in commercial airliners. This is the technology that makes possible the envelope protection system, under which the computer controls are programmed to prevent pilots from making certain maneuvers that would normally be unsafe but might be necessary in an emergency.
+The A320's fly-by-wire system and its computers were immediately suspect last June after one of the planes crashed at an air show in France, killing three people and injuring 50. But officials in both France and the United States now believe that pilot error rather than computer problems caused the crash. Bernard Ziegler, senior vice president of engineering at Airbus Industrie, said it was the computer that kept the wings level after the plane hit the trees, preventing a more serious crash and saving many lives.
+The A320's envelope protection system will not allow a pilot to stall. This is a desirable feature on the whole, but many experts question an absolute prohibition.
+''I disagree with the inability to stall the airplane,'' said Arthur Toroisian, a longtime test pilot and director of performance and control at the Douglas Aircraft Company division of McDonnell Douglas. ''I disagree with that totally. In a last-ditch maneuver, the pilot should be able to go beyond that margin.''
+Dr. Joseph P. Tymczyszyn, manager of flight deck research at Boeing Commercial Airplanes, said a number of Boeing airplanes have been prevented from crashing when pilots resorted to extreme maneuvers that an envelope protection system would prevent. But he added, ''Obviously there have been accidents in which the pilot flew out of the envelope and got himself into big trouble.''
+''It is hard to say now whether envelope protection is a big success or a big failure,'' Dr. Tymczyszyn said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Airliners+Make+Experts+Ask%3A+How+Advanced+Is+Too+Advanced%3F&title=New+York+Times&issn=03624331&date=1988-12-12&volume=&issue=&spage=A.1&au=Stockton%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 12, 1988","''If something goes wrong,'' asked Dr. [Clay Fouschee], who is based at the National Aeronautics and Space Administration's Ames Research Center in Mountain View, Calif., ''will the pilot be in the same position to intervene as he would be in a more conventional airplane where his brain is more connected to the system?'' ''The system should level the airplane off at 20,000 feet,''said Dr. Everett Palmer, another human factors specialist at the Ames Research Center. ''It probably will level off at 20,000 feet. But what if there were a problem and it didn't? ''I disagree with the inability to stall the airplane,'' said Arthur Toroisian, a longtime test pilot and director of performance and control at the Douglas Aircraft Company division of McDonnell Douglas. ''I disagree with that totally. In a last-ditch maneuver, the pilot should be able to go beyond that margin.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Dec 1988: A.1.",11/15/17,"New York, N.Y.",,"Stockton, William",New York Times Company,,Newspapers,427014427,"United States, New York, N.Y.",English,12-Dec-88,"AIRLINES AND AIRPLANES; NEW MODELS, DESIGN AND PRODUCTS; ACCIDENTS AND SAFETY; DATA PROCESSING (COMPUTERS)",New York Times,NEWSPAPER,,,,,,,
+Police Add Computer To Arsenal,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/police-add-computer-arsenal/docview/426968513/se-2?accountid=14586,"LEAD: The 67th Precinct station house in Brooklyn could have been conjured up by a Hollywood director, from the telephones ringing off the hook to the gruff but kindly sergeant presiding over the hubbub from behind his high-altitude wooden desk. Below him, uniformed officers, some herding handcuffed suspects, thread their way past bewildered-looking complainants.
+The 67th Precinct station house in Brooklyn could have been conjured up by a Hollywood director, from the telephones ringing off the hook to the gruff but kindly sergeant presiding over the hubbub from behind his high-altitude wooden desk. Below him, uniformed officers, some herding handcuffed suspects, thread their way past bewildered-looking complainants. Somewhere a radio is playing country music.
+Only one classic scene is missing: the one with the exasperated detectives hunched over ancient typewriters, hunt-and-pecking their way through the mountains of color-coded complaint report forms. In the ''six-seven,'' as the precinct is known in police parlance, all of that goes into the computer now. New Meaning for 'PC'
+As a result, with virtually instant access to information about crime within the six-seven - a three-square mile, porkchop-shaped area that takes in parts of Brownsville, Crown Heights, Canarsie, Flatlands and Kensington Park - senior officers at the precinct can now discern crime patterns, deploy manpower and speed investigations with an efficiency undreamed of less than a decade ago. No other precinct has that capability.
+''I don't really understand how it works,'' Deputy Inspector Charles Maguire said of the experimental computer system, ''but we're very satisfied with what it can do.''
+It is all part of an evolution in technology at the Police Department, set back by the fiscal crisis of the 1970's, but lately revived by mind-boggling leaps in computer science. Gradually but inexorably, the Police Department - a vast bureacracy where ''PC'' still means the Police Commissioner, not a piece of high-tech equipment - is catching up with the electronic age. But it still has some distance to go, especially on the precinct level.
+Since the mid-1960's, the New York City Police Department has been using the most sophisticated 911 system in the nation, a computer-based system that uses a modified software program originally developed to help the airline industry keep track of reservations. It has been continously upgraded over the years.
+In addition, the department uses big computers in a centralized system for booking suspects, maintaining files on its own personnel, issuing checks and conducting long-term crime analysis.
+It also routinely collects information on stolen cars and other property - not to mention fingerprints - by plugging into the computers of the Federal Bureau of Investigation and of state police agencies nationwide. Some radio cars have laptop computers that can check license plates. And on Election Day, the department even uses its computers to help transmit election returns for the city.
+But some police and civilian employees at Police Headquarters complain privately that the department's long-range computer development program seems disorganized. Others note that routine requests for information can sometimes take days - a problem that some officials blame partly on built-in security measures, which put data out of reach of many Police Department employees.
+On the precinct level, the use of computers, especially for crime analysis, has been especially limited. The most recent widespread application has been the introduction of computerized roll calls at about 40 precincts, officials say.
+The $32,000 computer system in the 67th Precinct, which officially went ''on line'' to one of the five big computers in Police Headquarters in January, is the only one of its kind among the city's 75 precincts. Only one other precinct - the 13th in the Gramercy Park section of Manhattan - has anything resembling it, and that system, officials say, has lately been beset by training and software problems.
+Both are part of an experiment that began in January to test the feasibility and usefulness of a crime analysis system in each station house. Decisions Remain
+''It's a prototype,'' said Andrew Chiasera, who, as director of the Department's management information systems division, has played a key role in devising ways to expand the use of computers at the precinct level. ''We wanted to see how it would work in one of the busier precincts, and so far, it's worked very well.''
+But Mr. Chiasera said that the department's data processing policy review board still had to make many decisions on cost and equipment before it ordered computers for the other precincts.
+Asked when a final decision might be made, Mr. Chiasera said, ''I just don't know.'' But he noted that the department was moving ahead with a program to begin installing two mini-computers in each precinct, a step he said would be financed through a $1.7 million office automation effort. So far, Mr. Chiasera said, the city has given the Police Department virtually everything it had ever requested for computer development.
+''We're conducting a survey from around the country of 50 other police departments, and I don't get the sense that anybody is really that far ahead of us in computer technology,'' said Philip G. McGuire, a civilian who heads the Department's crime analysis section. ''A few smaller departments have started to put in sophisticated systems, but they're able to move faster because in many cases they don't need to spend millions of dollars on computers, but thousands.'' Overcoming Fiscal Crisis
+Jack M. Meth, the computer center director of John Jay College of Criminal Justice, said, ''In terms of computing, they have very good procedures for doing crime analysis and an excellent telecommunications system.''
+Mr. McGuire and others blame the fiscal crisis of the mid-1970's for derailing the Department's best-laid plans, adding that the speed with which new computer technologies developed in the 1980's made the catch-up process more difficult.
+Another factor, officials say, has been difficulty attracting high-priced talent at Civil Service salaries.
+At the 67th Precinct, ''we get approximately 20,000 complaint reports per year,'' said Police Officer William A. Aronston, the six-seven's station manager and resident computer expert, noting that the crime level placed the precinct among the city's five busiest. ''That's a lot of digging to do when we need to find something. With the computerized system, we just punch it up.'' Plucking the Pin Maps
+At less fortunate precincts, monthly crime reports, with detailed breakdowns, must be compiled by hand, a process that can take days. ''Pin maps,'' showing crime street-by-street using colored pins, have to be redrawn by hand for presentation to senior officials at Police Headquarters.
+''Well, we don't use pin maps anymore,'' said Capt. William J. Sullivan, the commander of the 67th Precinct, as a civilian secretary, Samella Robertson, typed in a command to her computer terminal, which proceeded to draw a detailed, four-color map showing the location of each of the 235 burglaries that occurred in the six-seven last month.
+Under the system at the six-seven, few police officers other than Officer Aronston actually lay hands on a computer terminal, or are likely to under present plans. Most of the actual computer work is done by civilians working from handwritten forms filled in by officers at a crime scene. Paper printouts are kept as a backup. ''What's happening in the six-seven is definitely the future,'' Mr. McGuire said. ''It may not look like that five years from now, but that's the thrust of it.''
+Correction: October 13, 1988, Thursday, Late City Final Edition
+An article yesterday about the New York City Police Department's use of computers misidentified the commander of the 67th Precinct in Brooklyn. He is Capt. John J. Sullivan. A picture with the article was published in error. It showed the computer room at Police Headquarters, into which the precinct's computer is connected.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Police+Add+Computer+To+Arsenal&title=New+York+Times&issn=03624331&date=1988-10-12&volume=&issue=&spage=B.1&au=Pitt%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 12, 1988","''It's a prototype,'' said Andrew Chiasera, who, as director of the Department's management information systems division, has played a key role in devising ways to expand the use of computers at the precinct level. ''We wanted to see how it would work in one of the busier precincts, and so far, it's worked very well.'' ''We're conducting a survey from around the country of 50 other police departments, and I don't get the sense that anybody is really that far ahead of us in computer technology,'' said Philip G. McGuire, a civilian who heads the Department's crime analysis section. ''A few smaller departments have started to put in sophisticated systems, but they're able to move faster because in many cases they don't need to spend millions of dollars on computers, but thousands.'' Overcoming Fiscal Crisis At the 67th Precinct, ''we get approximately 20,000 complaint reports per year,'' said Police Officer William A. Aronston, the six-seven's station manager and resident computer expert, noting that the crime level placed the precinct among the city's five busiest. ''That's a lot of digging to do when we need to find something. With the computerized system, we just punch it up.'' Plucking the Pin Maps","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Oct 1988: B.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Pitt, David E",New York Times Company,,Newspapers,426968513,"United States, New York, N.Y.",English,12-Oct-88,POLICE; DATA PROCESSING (COMPUTERS); CRIME AND CRIMINALS,New York Times,NEWSPAPER,,,,,,,
+About Books; Honk if You Love Lighthouses,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-books-honk-if-you-love-lighthouses/docview/426945678/se-2?accountid=14586,"LEAD: A couple of weeks ago I read in the newspaper that the 11 lighthouses in the United States that are still tended by keepers will be automated by the fall of 1989. Well, I thought, there goes the last symbol. There'll be no more ''To the Lighthouse,'' just as there'll be no more Don Quixote, because the windmills too are gone.
+A couple of weeks ago I read in the newspaper that the 11 lighthouses in the United States that are still tended by keepers will be automated by the fall of 1989. Well, I thought, there goes the last symbol. There'll be no more ''To the Lighthouse,'' just as there'll be no more Don Quixote, because the windmills too are gone. No more ''Moby Dick,'' now that the whaling ships are automated. Can someone write a lyrical novel called ''To the Computer''?
+The Coast Guard estimates that since the automation of America's 445 lighthouses was begun in 1968, it has saved $25 million. But what is $25 million compared with the value of a symbol? Certainly we have more millions than symbols. With one hand our country gives hundreds of millions to the arts, and with the other hand it takes our symbols away to save a paltry sum. But is it really to save money that they're removing the keepers? Is anything ever done now for the sake of economy? Or is it that the modern mind simply mistrusts symbols? It's too picturesque, isn't it, to think of people in stone towers on lonely spits of land gazing out over the ocean?
+Mrs. Ramsay, the heroine of ''To the Lighthouse,'' would have to think of something else to do. She'd have to send her children on an Outward Bound course. A mother of eight, Mrs. Ramsay saw the lighthouse as an outpost of her maternal surveillance, a night light in the nursery of the world. Her 6-year-old son James had ''a passion'' for going to the lighthouse. She planned to take him, but his father, the philosopher, the logical man, predicted that the weather would not permit it - just as the weather of our time will not permit people to live in lighthouses.
+In his heart Mr. Ramsay may have been jealous of the lighthouse, just as science is jealous of the human element. He believed that he was the lighthouse, he kept watch over the world. Yet he had a terrible insufficiency, a great need for the human touch. Mrs. Ramsay was the keeper of his light, and without her it would surely have dimmed. He was always turning to her, in a most unscientific way, for support. Take this sentence, for example: ''Mrs. Ramsay, who had been sitting loosely, folding her son in her arms, braced herself, and, half turning, seemed to raise herself with an effort, and at once to pour erect into the air a rain of energy, a column of spray, looking at the same time animated and alive as if all her energies were being fused into force, burning and illuminating (quietly though she sat, taking up her stocking again), and into this delicious fecundity, this fountain and spray of life, the fatal sterility of the male plunged itself, like a beak of brass, barren and bare.''
+A sentence like that is worth $25 million any day. And Mrs. Ramsay -how can we estimate her value?
+If the commander of the Coast Guard had read ''To the Lighthouse,'' would he have kept the keepers? The new plan is for the vacated houses to be made into bed-and-breakfast inns or museums. In the contemporary world, everything turns into something else, it's all a masquerade.
+I have a suggestion: I think the Coast Guard should make one of those buildings into a Virginia Woolf museum and then put a copy of ''To the Lighthouse'' on a table beside the beds in all the inns.
+Now, with Pierre Petitfils' definitive biography of Rimbaud we know all about the poet who said, ''I is somebody else,'' who said, ''A language must be found,'' and ''One must be absolutely modern.'' We have all the retrievable facts about the man - or boy, for he was only a teen-ager at the time - who proposed an ''alchemy of words'' and colors for the vowels, who called the poet a ''thief of fire.''
+Yet, as W. S. Merwin pointed out in his review of Mr. Petitfils' book in these pages, the poet escapes the facts. We have to imagine him, to invent him for ourselves on the basis of the poems and the letters. We have to look for him between the lines of the anecdotes.
+In the famous painting by Fantin-Latour of the Vilains Bonshommes, the bad boys of poetry, Rimbaud looks seductive and willful. He is beautiful and talented and, like a revolutionary poet, he uses his beauty and his talent aggressively, remorselessly. Perhaps the only crack in the hard surface of his modernity is his love affair with Paul Verlaine, whose work is just as good, but less spectacular, more conventional. Verlaine too is in the Fantin-Latour painting, but he looks sad. Though he is only 10 years older than Rimbaud he appears worn. His remarkably bulgy forehead is swollen with the effort of poetry.
+The seduction of the modern, of ''the systematized disorganization of all the senses,'' as Rimbaud put it, is all too familiar. Yet it's hard to live with, as we know from Rimbaud's relations with other people. He and Verlaine, the two greatest poets of their age, spent more time quarreling than loving. Even in poetry, a steady diet of rebellion grates on the nerves.
+Verlaine wrote careful, musical poems and Rimbaud must sometimes have tried his patience. I can imagine them in a Paris cafe, where they used to drink absinthe. Rimbaud is repeating something he has already said in a letter to a friend: ''This language will be of the soul, for the soul, and will include everything.''
+Verlaine makes a little grimace. It is not clear whether it is the absinthe or Rimbaud's pronunciamento that causes it. ''One can't include everything. Everything is already there.
+''Enormity becoming norm,'' Rimbaud says. ''Let us ask the poet for something new.'' ''By all means, dear boy,'' Verlaine says, ''ask away.'' Rimbaud begins to chant the colors of the vowels: ''Black A, white E, red I, green U, blue O. . . .''
+''Please,'' Verlaine says, ''not your A B C's again.'' He pauses, debates with himself, comes to a decision. ''You know, Rimb, it's all right for you to say these things, they have a certain chic, but you mustn't believe them.''
+He tousles Rimbaud's hair, but the younger man pulls away. ''After all the declarations,'' Verlaine says, ''after all the revolutions, we have to pull down the barricades and put the cobblestones back in the streets. We must return to the normal, allow traffic to flow, life to go on.
+''You see, dear boy,'' Verlaine says, ''when all is said and done, poetry is not so much a thief of fire or a disorganization of the senses as it is a matter of hard work, of intelligence, taste, observation of the world and suffering - don't forget suffering.
+''Of course it's fun to disorganize the senses - it's like getting drunk, or making love - but then you have to reorganize them again. There's the pain of coming back, like the wearing off of the anesthesia after an operation.''
+Verlaine shot Rimbaud with a pistol after one of their quarrels, inflicting a superficial wound on his wrist, a slap on the wrist, so to speak, for which he served a prison sentence. While it's generally supposed that Verlaine did this out of sexual jealousy and possessiveness, I like to think he shot Rimbaud for the sake of poetry. He shot him to show that poetry is serious, that, as Wallace Stevens said, it can kill a man.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=About+Books%3B+Honk+if+You+Love+Lighthouses&title=New+York+Times&issn=03624331&date=1988-09-11&volume=&issue=&spage=A.11&au=BROYARD%2C+ANATOLE%3BAnatole+Broyard+is+an+editor+of+The+Book+Review.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 11, 1988","Now, with Pierre Petitfils' definitive biography of Rimbaud we know all about the poet who said, ''I is somebody else,'' who said, ''A language must be found,'' and ''One must be absolutely modern.'' We have all the retrievable facts about the man - or boy, for he was only a teen-ager at the time - who proposed an ''alchemy of words'' and colors for the vowels, who called the poet a ''thief of fire.'' ''Enormity becoming norm,'' [Rimbaud] says. ''Let us ask the poet for something new.'' ''By all means, dear boy,'' [Paul Verlaine] says, ''ask away.'' Rimbaud begins to chant the colors of the vowels: ''Black A, white E, red I, green U, blue O. . . .'' ''Please,'' Verlaine says, ''not your A B C's again.'' He pauses, debates with himself, comes to a decision. ''You know, Rimb, it's all right for you to say these things, they have a certain chic, but you mustn't believe them.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Sep 1988: A.11.",4/15/20,"New York, N.Y.",,"BROYARD, ANATOLE; Anatole Broyard is an editor of The Book Review.",New York Times Company,,Newspapers,426945678,"United States, New York, N.Y.",English,11-Sep-88,BOOKS AND LITERATURE; LIGHTHOUSES AND LIGHTSHIPS,New York Times,NEWSPAPER,,,,,,,
+Patent Suit Angers Toolmakers,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/patent-suit-angers-toolmakers/docview/426900077/se-2?accountid=14586,"LEAD: Quirks in the United States patent laws and the persistence of a Maryland lawyer could create a bonanza of royalties for an obscure British equipment maker if it wins an important patent infringement lawsuit.
+Quirks in the United States patent laws and the persistence of a Maryland lawyer could create a bonanza of royalties for an obscure British equipment maker if it wins an important patent infringement lawsuit.
+The royalties, which could be tens of millions of dollars, are another threat to the struggling American machine tool industry because they could provide foreign competitors with an extra edge. Under the vagaries of international patent law, American machine tool manufacturers would have to pay the royalties into the next century, while most of their foreign competitors would not.
+The royalties would be owed to Molins P.L.C. by users and suppliers of computer-controlled manufacturing equipment in the United States unless the British company's patents are overturned in a group of lawsuits now before the Federal District Court in Delaware.
+The patent, issued in 1983 and extended to include new claims in 1986, has infuriated American machine tool makers. They say they had no inkling of the potential for such claims during the 18 years the application was tied up in the United States Patent Office.
+During that time they have built a growing market for increasingly sophisticated clusters of computer-controlled machinery known as flexible manufacturing systems. Such systems have become a basic building block of automation.
+A handful of companies have chosen to negotiate licenses with Molins rather than see the litigation through to its bitter end. They include the General Motors Corporation, the Caterpillar Corporation and the General Electric Company.
+Most companies, however, appear determined to await the outcome of the Delaware litigation. The cases are in the discovery phase on the issue of infringement. The deadline is next April. No trial date has been set.
+The patent in dispute that was finally issued two years ago could cost machine tool makers and their customers tens of millions of dollars if Molins wins the case. Molins asserts that at least 200 companies are infringing its patent.
+The patent can be read to cover all computer-controlled machines working with materials handling and storage equipment in a manner that gives them flexibility in the order in which they perform processing tasks like drilling or cutting. According to Molins's lawyers, earlier computer-controlled systems could perform several tasks but only in a given order that limited their efficiency.
+The battle against the Molins patents is led by the Kearney & Trecker Corporation, a Milwaukee-based subsidiary of the Cross & Trecker Corporation and the nation's leading builder of large flexible manufacturing systems. Cincinnati Milacron Inc., another major machine tool manufacturer, and a group of West German tool makers and their American subsidiaries are also in the case. Different Situation in 1965
+''This patent application was filed in 1965 at a time when computer-controlled clusters of machines was just an idea, and it did not disclose how you would do it,'' said Willem Schuurman, a lawyer with Arnold Durkee & White, the firm representing most of the American machine tool companies in the Delaware litigation.
+''Molins was saved by the fact that the technology caught up with the application as it slumbered,'' he said.
+Molins maintains that it is simply seeking its just reward for an invention that was ahead of its time because of the crudeness of contemporary computers. The claims stem from the work of H. A. Williamson, then the director of research at Molins. He was a pioneering advocate of using computers to make drills, lathes, conveyors and other manufacturing equipment work together in a flexible fashion so they can easily switch from one job to another.
+His experiments were promising enough to persuade Molins to apply for patents in several industrial countries during the mid-1960's. However, the company's effort to develop and market computer-controlled manufacturing systems failed because earlier computers could not coordinate the machines reliably.
+Molins went back to its traditional business for the next decade, dropping its patent applications everywhere except in the United States, which was the only major industrial country that did not require payments to keep the claims alive. Several Years of Disputes
+By 1979 Molins was ready to abandon its United States claims, too, after 14 years of disputes and modifications had kept its application tied up in the Patent Office. But John C. Smith Jr., Molins's American patent attorney, offered to pursue the case in return for a half interest.
+The toolmakers say the case is economically important because this country's 17-year patent period - unlike in most other countries - starts when a patent is granted, now when the application is filed.
+As a result, Molins now stands to collect royalties beyond the end of the century. If the patent had been issued in 1965 or even 1970 (when the Patent Office initially expressed willingness to do so but Molins decided to seek modifications) the patent would have run out by now.
+''Long delays can mean that an invention that was non-obvious doesn't start the period of patent protection until many years later, when it is obvious and widely used,'' said Raymond J. Eifler, general patent counsel for Cross & Trecker.
+The cost of flexible manufacturing systems today range from several hundred thousand dollars to $50 million or more. They have become essential in manufacturing practices.
+''It's starting to enter a growth phase,'' said Paul R. Haas, general manager of Kearney's flexible systems division. ''The ultimate market is the replacement of every machine tool out there.'' Problems Frustrated I.B.M. Analysts who follow Molins for London brokerage houses said they have no way to value the claims. Molins reported pretax earnings last year of $:10.2 million on sales of $:100 million, including $:1.9 million of royalty income. Analysts expect royalty income to climb to $:2.5 million (about $4.3 million) this year.
+Molins built just one unit that embodied its flexible manufacturing concept. The customer was the International Business Machines Corporation, for its plant in Rochester, Minn. The system operated only briefly in the early 1970's because the two companies could not solve computer control problems efficiently with the technology then available.
+''I poured a lot of discretionary money I had under my control into that program,'' said Samuel B. Korin, then division manager of manufacturing engineering in I.B.M.'s Systems Manufacturing division. ''They couldn't get it so that things got to the right place at the right time.''
+He blamed a lack of computing power and difficulty in communications between various machines. Now such problems have been solved.
+Opponents of the patent claims have seized upon these troubles to argue that the patent should never have been granted. A Long, Drawn-Out Dispute
+The patent application's long period of ''slumber'' resulted partly from a dispute within the Patent Office between Molins and two American companies, Cincinnati Milacron and White & Sundstrand.
+The dispute centered on whose invention came first, and it also involved actions by Molins to modify and expand its patent claims. It was settled in 1978 by cross-licenses.
+Milacron, a defendant in the litigation, contends that the licenses protect it from claims under the modified patent later granted to Molins. A PATENT DISPUTE: FLEXIBLE MANUFACTURING
+The diagram shows a highly flexible automated manufacturing system at Textron's Avco Lycoming aircraft engine plant in Williamsport, Pa. Computer-controlled carts travel along a cable path taking parts from the loading and unloading zone to one of various work stations where the parts are machined. The parts then go back to the loading zone for shipment or are sent back through the system for further machining. Unlike traditional assembly lines, where parts must be machined in a pre-set sequence, the flexible system allows any part to be sent to or taken from any work station in any sequence. The Avco system, which machines engine crank cases, is the test case in the Molins patent litigation.
+Correction: July 7, 1988, Thursday, Late City Final Edition
+An article in Business Day yesterday about a patent dispute involving a British company misidentified the former director of research at Molins P.L.C. He is David T. N. Williamson.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Patent+Suit+Angers+Toolmakers&title=New+York+Times&issn=03624331&date=1988-07-06&volume=&issue=&spage=D.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 6, 1988","''It's starting to enter a growth phase,'' said Paul R. Haas, general manager of Kearney's flexible systems division. ''The ultimate market is the replacement of every machine tool out there.'' Problems Frustrated I.B.M. Analysts who follow Molins for London brokerage houses said they have no way to value the claims. Molins reported pretax earnings last year of $:10.2 million on sales of $:100 million, including $:1.9 million of royalty income. Analysts expect royalty income to climb to $:2.5 million (about $4.3 million) this year. ''I poured a lot of discretionary money I had under my control into that program,'' said Samuel B. Korin, then division manager of manufacturing engineering in I.B.M.'s Systems Manufacturing division. ''They couldn't get it so that things got to the right place at the right time.'' The patent application's long period of ''slumber'' resulted partly from a dispute within the Patent Office between Molins and two American companies, Cincinnati Milacron and White & Sundstrand.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 July 1988: D.1.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426900077,"United States, New York, N.Y.",English,6-Jul-88,MACHINE TOOLS AND DIES; SUITS AND LITIGATION; DATA PROCESSING (COMPUTERS); INVENTIONS AND INVENTORS; ROYALTIES,New York Times,NEWSPAPER,,,,,,,
+Use of Temporary Profesionals is Rising,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/use-temporary-profesionals-is-rising/docview/426817202/se-2?accountid=14586,"LEAD: A COMPANY in White Plains in the throes of reorganization recently needed a controller. Rather than spend several weeks interviewing for the position, which pays a salary of $60,000 to $80,000 plus benefits, the company hired a temporary employee.
+A COMPANY in White Plains in the throes of reorganization recently needed a controller. Rather than spend several weeks interviewing for the position, which pays a salary of $60,000 to $80,000 plus benefits, the company hired a temporary employee.
+''It is expensive to hire and rehire,'' said Deborah D. Downs, general manager of the White Plains office of Accountemps, the temporary-services division of the Robert Haft organization, a worldwide accounting, financial and data-processing personnel service. ''The company was going through an interim period and it was not ready to make a commitment but it wanted to test the waters, so it called us for a controller.''
+According to Ms. Downs, increasing numbers of companies, anxious to avoid unnecessary costs and the onus of layoffs, are making greater use of temporary professionals such as accountants, software programmers, financial analysts and project consultants.
+''We've just come off a peak time; the demand for temporary tax accountants was stronger than ever this year,'' Ms. Downs said. ''And many companies are finding that they have cut back too far, have become too lean. When their business starts to pick up they don't have adequate staff. For example, one client of ours recently needed experienced software programmers to work on a contract it had just won. We immediately sent people for the special project, which may last a couple of months.''
+Such senior data programmers earn $50 to $75 an hour, or about 50 to 100 percent higher wages than do permanent workers. Even after figuring in the cost of benefits for a permanent employee, a temporary professional costs a company about 20 percent more than a permanent worker, Ms. Downs acknowledged.
+''However,'' she added, ''it's worth more than that to companies that immediately require the services of high-caliber professionals who are experienced and pretested. That's cost-effective.''
+While there are temporary-help services that specialize exclusively in providing doctors, lawyers or chief executive officers for short-term employment, most temporary services in the county concentrate on office/ clerical or blue-collar help.
+CoverTemp Companies in White Plains - started 19 years ago by Dorothy Swegel, its president - is the largest Westchester organization in the temporary-help industry.
+''Companies with more than 100 employees are using more temporary workers on an ongoing basis,'' said Gourdin Sirles, executive vice president of CoverTemp. ''We've seen a dramatic increase in demand for temporaries and the labor shortage in Westchester has reached the critical stage.''
+Wages have risen to $6 an hour for an unskilled clerk and $15 an hour for a temporary word processor, according to Mr. Sirles, who said that CoverTemp had placed more than 5,000 temps last year.
+He suggested that few industries were growing as fast as the temporary-help industry is. ''Last year the 'temporary' payroll in the United States reached nearly $8.6 billion, up 17 percent from the year before,'' he said. ''And Department of Labor studies show that our industry can expect even faster growth to the end of the century. The hardest part is finding people with computer skills to fill all the job orders.''
+To assure itself of an adequate labor supply, CoverTemp made a large capital investment to set up its own school, the PC/Wordpro Center in its White Plains headquarters. ''We have 20 pieces of the most-often-used word processing equipment on which we train 1,700 people a year,'' Mr. Sirles said. ''About 30 percent are people who work for us: secretaries who want to upgrade their skills or housewives returning to the job market. They get the course free. Charges to others, either individuals who want to learn word processing or employees of other companies sent to us for training, range from $300 to $450 for the course,'' which is 15 hours.
+CoverTemp has 1,000 clients. General Foods is one of them. Dorothy Servello, a personnel specialist at General Foods in White Plains who is in charge of hiring both temporary and permanent secretarial and clerical employees, emphasized that although General Foods spent more than $1 million a year for temporary help, temporary workers were not replacing permanent employees at General Foods.
+''We believe that a real job should be filled by a permanent employee,'' Ms. Servello said. ''The bulk of our temporary workers are hired to fill in for vacations, sickness or for use on special projects. When we need additional workers short-term, we will call on one of the five or six temporary agencies we deal with, with the assurance that we'll be getting prescreened, qualified experienced people who can do the job.
+''That's the big advantage of temporaries,'' she said. ''We're not saving money. Even when you factor in our benefits costs for permanent employees, which run about 26 percent of annual salary, the cost for both sets of employees works out the same.''
+Every year about a dozen CoverTemp people make the switch from temporary to permanent jobs at General Foods. ''A lot of people become temporaries to test the job market,'' Ms. Servello pointed out. ''Some like us so much that they want to stay on. In such cases we pay Covertemps a liquidation fee for supplying us with a permanent employee.''
+CoverTemp, Mr. Sirles said, loses about 5 percent of its temporary employees to various companies every year. ''Two hundred and fifty 'defected' last year and ended up working for the company we sent them to,'' he said.
+''However,'' Mr. Sirles said, ''we don't see it as a disadvantage, but as an advantage. Our temps have risen through the ranks at several companies and have ended up in positions where they are ordering temps. And they are very loyal to us.''
+Covertemps also has a blue-collar division for industrial workers. Little work experience is required for many of these jobs, Mr. Sirles said, and the demand for such workers is both seasonal and cyclical. ''Many people take a temporary blue-collar assignment as a stepping stone into the job market,'' he said. ''A 26-year-old immigrant from Jamaica, who started working as a temp in a warehouse, then became apprenticed and now has taken a permanent job with a printing company.''
+Still, those in the temporary industry believe that future job growth is expected to be the strongest for highly skilled workers who can operate the latest office equipment.
+''For the first 45 years, the temporary-service business was basically the same. But since 1981 it has changed dramatically,'' said Phyllis Pugliese, area manager at Kelly Services in White Plains. ''Office automation has changed how people work and the work they do. We now must test, train and support our temporary employees for work in automated offices.''
+Kelly, Ms. Pugliese said, ranks first in volume among the nation's temporary-help services. ''We annually place more than 570,000 people, aged 18 to 85, for short-term assignments that average two to three weeks,'' she said. ''We serve more than 170,000 customers and the most difficult part of the job is getting people: especially in the Eastern corridor, from Boston to Washington, where it is hard to recruit not only word processors, but lowest-skilled entry-level file clerks as well.''
+Kelly's training program is an effective recruiting tool, according to Ms. Pugliese. ''We have a proprietary system, the Kelly/PCPRO system, that trains and tests temporary employees in every one of our offices. We also give our temps support on the job with reference guides and the use of a hot line for immediate assistance.''
+A week's paid vacation after 1,500 hours of work is an added recruitment incentive, Ms. Pugliese added.
+Kelly is also actively recruiting people 55 and older through its Encore program, which Ms. Pugliese said was the first mature-workers recruitment program to be instituted by a major temporary-service company in the nation.
+''With Encore, we are tapping into a lode of seasoned workers,'' she said. ''The flexible scheduling of temporary assignments should be extremely appealing to people who want to get back into the mainstream and earn some extra money through part-time employment.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Use+of+Temporary+Profesionals+is+Rising&title=New+York+Times&issn=03624331&date=1988-05-08&volume=&issue=&spage=A.12&au=Singer%2C+Penny&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 8, 1988","''We've just come off a peak time; the demand for temporary tax accountants was stronger than ever this year,'' Ms. [Deborah D. Downs] said. ''And many companies are finding that they have cut back too far, have become too lean. When their business starts to pick up they don't have adequate staff. For example, one client of ours recently needed experienced software programmers to work on a contract it had just won. We immediately sent people for the special project, which may last a couple of months.'' He suggested that few industries were growing as fast as the temporary-help industry is. ''Last year the 'temporary' payroll in the United States reached nearly $8.6 billion, up 17 percent from the year before,'' he said. ''And Department of Labor studies show that our industry can expect even faster growth to the end of the century. The hardest part is finding people with computer skills to fill all the job orders.'' ''That's the big advantage of temporaries,'' she said. ''We're not saving money. Even when you factor in our benefits costs for permanent employees, which run about 26 percent of annual salary, the cost for both sets of employees works out the same.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 May 1988: A.12.",11/15/17,"New York, N.Y.",WESTCHESTER COUNTY (NY),"Singer, Penny",New York Times Company,,Newspapers,426817202,"United States, New York, N.Y.",English,8-May-88,LABOR; TEMPORARY EMPLOYMENT; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+THE MARKET TURMOIL: A NEW ORDER OF TRADING; Limits Set on Program Trades,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-turmoil-new-order-trading-limits-set-on/docview/426639222/se-2?accountid=14586,"LEAD: The New York Stock Exchange placed sharp restrictions on program trading yesterday, in the first major regulatory effort to curb the explosion in computer-assisted buying and selling that many believe accelerated the market's drop on Monday.
+The New York Stock Exchange placed sharp restrictions on program trading yesterday, in the first major regulatory effort to curb the explosion in computer-assisted buying and selling that many believe accelerated the market's drop on Monday.
+Stock market officials insisted that they acted solely to avoid overloading the exchange's swamped computer system, which was stretched to the limit again yesterday by a trading volume of 608.1 million shares, topping Monday's record of 604.8 million.
+But many Wall Street professionals speculated that the exchange's motives were as much political as practical and that the move was intended to quell the market's volatility and restore investor confidence. Some predicted that it was a prelude to a total ban on the practice. Temporary Halt in Chicago
+Separately, the Chicago Mercantile Exchange yesterday temporarily halted trading of Standard & Poor's 500 stock index options and futures, key elements in most program trading strategies that use stock-index arbitrage. The New York Futures Exchange also briefly halted trading.
+New York Stock Exchange officials said that they initiated the decision to place restrictions on program trading but did not act before checkingwith the staff of the Securities and Exchange Commission. They also said that the restrictions on program trading would not become permanent.
+''It's possible that they will be eliminated tomorrow, or possibly in two days,'' Robert J. Birnbaum, the exchange's president, said at midday.
+But after the market closed, John J. Phelan Jr., the chairman, predicted that ''we are going to continue to get volatility for some time to come,'' a comment many interpreted as meaning the restrictions may be prolonged. Most Techniques Allowed
+Mr. Phelan stressed that brokerage firms are free to continue to use most program-trading techniques, which typically involve taking advantage of discrepancies in prices between stock-index futures and the underlying stocks.
+But they are barred from automatically executing those trades through the high-speed computer-to-computer links that connect brokerage houses to the floor of the exchange. As a practical matter, the speed and efficiency of those links are essential to making stock-index arbitrage work on a large scale. Thus a ban on executing the trades through the exchange's computer system forced many program traders to stand down yesterday.
+''It didn't really harm us, it just eliminated some opportunites to make money,'' said Elliot K. Wolk, managing director and head of index arbitrage at Bear, Stearns & Company. ''But it's worth leaving a few dollars on the table if the exchange believes that will help the market.'' Charge of Political Expediency
+Other traders, however, charged that the exchange and the S.E.C. were seeking a convenient explanation for Monday's decline and found it in program trading.
+''It wraps everything up in a nice package, and it's politically expedient,'' said Robert N. Gordon, president of the Twenty-First Securities Corporation, which has executed about $50 million in program trades this year. Disagreement on Effect
+Those who believe that program trading accelerates market volatility - by automatically sensing opportunities in the price discrepancies between the Chicago and New York markets - said that Monday's collapse was a prime example. While any kind of large trading can move stock prices, they say, programs that ''kicked in'' during the deluge worsened the situation because they involved large baskets of stocks, worth hundreds of millions of dollars. As each sell program was tripped, it triggered two or three additional programs.
+On the other hand, some experts argued that program trading had little to do with the plunge. Accurate market data ran so far behind actual trading, they said, that the programs were basically useless.
+''I believe that there was very little index arbitrage activity on Monday,'' said William Brodsky, the chairman of the Chicago Mercantile Exchange. Spreads between bid and ask prices on some blue-chip stocks became so wide, he said, ''that it was virtually impossible to do arbitrage. Anyway, the decline was predictable way before the opening of the New York Stock Exchange'' because of the Persian Gulf tension, drops in foreign markets, and Friday's decline in the New York exchange. Trading in Futures Index
+Nonetheless, there was active trading yesterday in the Standard & Poor's 500 stock futures index, which program traders frequently buy or sell while taking an opposite position in the actual stocks on which the index is based. At one point in the late morning, trading in the index was suspended for 50 minutes because many of the underlying stocks were not trading in New York as a result of order imbalances.
+If the exchange intended yesterday to relieve the burden on its overworked computer system - never intended to handle the magnitude of trading seen over the last two days -it largely failed in that effort.
+On Monday, with no program trading restrictions in effect, the system handled about 600,000 transactions, nearly three times its proven limit. Richard E. Leyh, executive vice president of the Securities Industry Automation Corporation, said that yesterday ''we did another 100,000 or so,'' bringing the total number of transactions - each involving from one to thousands of shares - to 700,000. Fewer Problems Than on Monday
+Despite the increased load, computer operators ran into far fewer problems than they did as the market fell on Monday.
+''We were able to pace ourselves better,'' Mr. Leyh said, noting that orders were not sent to the floor so fast that they overwhelmed the card printers that send instructions to specialists and traders. Still, the computer that stores limit orders - to buy or sell a stock at a specific price - ran out of memory and stopped taking new orders at 3:30 P.M., a half-hour before the market closed.
+''Tandem is wheeling some additional disk drives in here tonight,'' Mr. Leyh said, referring to the company that manufacturers the exchange's 200 ''fault-tolerant'' computers. ''We should have them up and running by the opening.'' How Program Trading Works Program trading, also known as stock index arbitrage, involves the relationship between the price of stocks and financial futures contracts - obligations to buy contracts at a set price by a specified future date. The most popular futures index, traded in Chicago, reflects movements in the Standard and Poor's index, a list of 500 stocks chosen as most representative of the broad market by the Standard & Poor's Corporation. How it starts On a computer screen, the trader monitors the difference, or ''spread,'' between the value of the 500 Standard & Poor's stocks themselves and the futures index, keyed to the average of those stocks. In theory, the index futures should always move as the underlying stocks move. But in practice, there are often temporary gaps between the two. While the gaps exist, traders sell the more expensive and buy the cheaper. If Futures Become Cheaper Traders would sell the stocks that make up the index - or a smaller number that mimic the index's performance -and would buy futures. This must be done quickly at just the right moment. Conversely, if stocks were cheaper than futures, traders would sell futures and buy stocks. Result The trader would most likely lock in a profit at no risk. There is no risk because on the date of expiration, the futures index will be worth whatever the stocks are selling for at that moment. The trader must at least break even. More likely, he will sell either the stock or the index before the expiration date because the ''spread'' will make selling worthwhile. These program trades can accelerate movements in the market, but seldom are the main, original cause for a rally or a sharp sell-off. Program trades almost always generate huge volume because large amounts of stock that are generally involved.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MARKET+TURMOIL%3A+A+NEW+ORDER+OF+TRADING%3B+Limits+Set+on+Program+Trades&title=New+York+Times&issn=03624331&date=1987-10-21&volume=&issue=&spage=D.21&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 21, 1987","''It didn't really harm us, it just eliminated some opportunites to make money,'' said Elliot K. Wolk, managing director and head of index arbitrage at Bear, Stearns & Company. ''But it's worth leaving a few dollars on the table if the exchange believes that will help the market.'' Charge of Political Expediency ''Tandem is wheeling some additional disk drives in here tonight,'' Mr. [Richard E. Leyh] said, referring to the company that manufacturers the exchange's 200 ''fault-tolerant'' computers. ''We should have them up and running by the opening.'' How Program Trading Works Program trading, also known as stock index arbitrage, involves the relationship between the price of stocks and financial futures contracts - obligations to buy contracts at a set price by a specified future date. The most popular futures index, traded in Chicago, reflects movements in the Standard and Poor's index, a list of 500 stocks chosen as most representative of the broad market by the Standard & Poor's Corporation. How it starts On a computer screen, the trader monitors the difference, or ''spread,'' between the value of the 500 Standard & Poor's stocks themselves and the futures index, keyed to the average of those stocks. In theory, the index futures should always move as the underlying stocks move. But in practice, there are often temporary gaps between the two. While the gaps exist, traders sell the more expensive and buy the cheaper. If Futures Become Cheaper Traders would sell the stocks that make up the index - or a smaller number that mimic the index's performance -and would buy futures. This must be done quickly at just the right moment. Conversely, if stocks were cheaper than futures, traders would sell futures and buy stocks. Result The trader would most likely lock in a profit at no risk. There is no risk because on the date of expiration, the futures index will be worth whatever the stocks are selling for at that moment. The trader must at least break even. More likely, he will sell either the stock or the index before the expiration date because the ''spread'' will make selling worthwhile. These program trades can accelerate movements in the market, but seldom are the main, original cause for a rally or a sharp sell-off. Program trades almost always generate huge volume because large amounts of stock that are generally involved.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Oct 1987: D.21.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,426639222,"United States, New York, N.Y.",English,21-Oct-87,STOCKS AND BONDS; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; An Electronics Pioneer Hunts for Profits,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login? url=https://www.proquest.com/newspapers/business-technology-electronics-pioneer-hunts/docview/426550742/se-2?accountid=14586,"LEAD: STANFORD R. OVSHINSKY'S moment of truth as a business man is at hand. It has been almost 20 years since he startled physicists by making an electronic switch out of a glass-like amorphous material, thus drawing worldwide attention to his claim that such materials had valuable energy-handling properties they had overlooked during the crystal-based electronics revolution.
+STANFORD R. OVSHINSKY'S moment of truth as a business man is at hand. It has been almost 20 years since he startled physicists by making an electronic switch out of a glass-like amorphous material, thus drawing worldwide attention to his claim that such materials had valuable energy-handling properties they had overlooked during the crystal-based electronics revolution.
+Today, amorphous materials, in which atoms are grouped in disordered formations, are recognized as semiconductors alongside the more familiar, unvarying formations of crystals, and the study of them has been named ovonics, after the largely self-educated native of Akron, Ohio.
+But overcoming the doubts of the physicists has proved easier than challenging conventional attitudes about how to build a business based on new technology. Mr. Ovshinsky and his wife, Iris, founded Energy Conversion Devices Inc. in 1964 to create, process and exploit amorphous materials, which are generally easier to modify and manufacture than crystals. The company has spent more than $200 million, much of it supplied by multinational companies interested in its technology, without generating operating profits.
+Now, with investors weary of the roller-coaster performance of the company's shares and the prospects for commercial breakthroughs looming on several fronts, Mr. Ovshinsky's drive to convert science into financial success - on his terms - is in a crucial phase. A refinancing last year put the Ovshinskys' voting control into the hands of outside directors. They currently support him but, for the first time, investors have the power to change the board and company policy if they are dissatisfied.
+Mr. Ovshinsky has shunned the strategy most widely adopted by entrepreneurs and the venture capitalists that finance them: pick a product or two that can get the new technology into the market and build it up until revenues support further developments. Instead, Mr. Ovshinsky pursued a mind-boggling array of developments, hoping to stake out an unassailable and lucrative fortress of patents covering the design, uses, and production of amorphous materials.
+''People think we have been going off in all directions but what we have really been doing is using every part of the pig, including the whistle,'' said Mr. Ovshinsky, bridling at the suggestion that the company has lacked focus. ''Our assets do not appear on the balance sheet, except as the cost for patents.''
+Over the years, Energy Conversion Devices has worked on solar photovoltaic cells to generate power for everything from pocket calculators to public utilities, batteries, magnets, power systems that turn heat to electricity, high-performance coatings for copier drums and tools, memory systems for computers, electronic ''whiteboards'' that print out text and drawings scrawled on them, high-resolution displays for computers, erasable microfilm and sophisticated mirrors for scientific instruments -among other things.
+The company has also developed potentially valuable patents on amorphous materials and the means of processing them. It has, for instance, developed a multimillion-dollar machine for making solar photovoltaic cells from continuous rolls of amorphous material as if it were paper, the only such process in any semiconductor-based industry.
+For all of this, only mirrors, which are built into X-ray equipment by European and Japanese instrument makers, are making a profit.
+Pressures to concentrate on the more commercially attractive prospects intensified this spring when the company lost financial support from the Standard Oil Company, which had spent $86.2 million since 1981 working on Energy Conversion's photovoltaic technology to convert sunlight to electricity. Standard Oil pulled out of the program when British Petroleum P.L.C. acquired it.
+Even before that, Energy Conversion had laid off more than a third of its work force, cut executive salaries, and put several development projects, such as high-density computer memories, on the back burner. By May, when the company reported it had a loss of $21.3 million on revenues of $16 million in the nine months ended March 31, the monthly outflow of cash had been cut from about $3 million, to $1 million.
+Now income is beginning to pick up. Energy Conversion recently signed a contract to provide its rechargeable batteries to the Compaq Computer Corporation for use in its portable computers. It also has signed licensing agreements with Canon Inc. of Japan, which will use amorphous materials in its copier systems and in developing its photovoltaic technology. The agreements gave Canon a 7 percent stake in the company and a seat on the board.
+But most promising are the plans of Matsushita of Japan and I.B.M. to use Energy Conversion's optical disk technology for information storage in new products, including I.B.M.'s newest personal computer line.
+Analysts believe that the announcements presage a commitment by these two companies, the two largest information storage concerns in the world, to use Energy's technology in the next generation of optical disks, which will be erasable and are expected to develop into a multibillion-dollar market.
+Optical disks, which use lasers to write and read information like current compact disks, can store 1,000 times more data than the floppy magnetic disks currently used by computers, 50 times more data than hard disks, and are far more durable.
+''Suffice it to say that the payoff could be immense,'' said Roger W. Redmond, an analyst who has followed Energy Conversion for Piper, Jaffray & Hopwood Inc., a Minneapolis-based stock broker that makes a market in the company's shares. Optical disks alone could provide more than $50 million annually in royalties during the 1990's if other companies accept the Matsushita-I.B.M. standard.
+Moreover, rising oil prices are fueling new interest in its photovoltaic cells, which convert sunlight to electric power.
+This is not the first time that Energy Conversion's ship looked ready to come in. Investors have been excited in the past by the news of the 3M Company's interest in Energy Conversion's erasable microfilm and Sharp's use of solar power cells in consumer products such as pocket calculators, both of which failed to establish major markets.
+Backers have also been sobered by the setbacks suffered when prominent partners withdrew from programs, as Standard Oil did in April and American Natural Resources did in 1985 after spending $23.2 million over three years on Energy Conversion's battery technology.
+Energy Conversion's share price, which has often gyrated wildly, tripled this spring, to more than $37 in over-the-counter trading, but had dropped to $24.50 by yesterday.
+''It's the ultimate prove-it-to-me company,'' conceded Mr. Redmond. ''The history is wrought with inflated expectations.'' THE BAD NEWS TRAVELED SLOWLY
+Stanford R. Ovshinsky yesterday announced the appointment of E. Alexander Goldstein as Energy Conversion Devices' chief operating officer, thus closing the books on one of the most embarrassing experiences in the company's drive to put a better commercial foot forward.
+Mr. Goldstein, 36 years old, replaces Y. Len Gustafsson, who was named to the position July 7 and dismissed last Thursday. Mr. Gustafsson had been recruited for the company by a major executive recruitment firm that Energy Conversion declined to name. According to Mr. Ovshinsky, neither the search firm, Mr. Gustafsson nor any of his references disclosed that ORS Automation Inc., the machine vision company that Mr. Gustafsson had run before his recruitment, had filed for bankruptcy.
+Mr. Goldstein was the Standard Oil Company's director of acquisitions and divestitures. In the last 13 years with Standard Oil and its Carborundum subsidiary, he has held a variety of planning, marketing and operations management positions.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+An+Electronics+Pioneer+Hunts+for+Profits&title=New+York+Times&issn=03624331&date=1987-07-22&volume=&issue=&spage=D.6&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 22, 1987","''People think we have been going off in all directions but what we have really been doing is using every part of the pig, including the whistle,'' said Mr. [STANFORD R. OVSHINSKY], bridling at the suggestion that the company has lacked focus. ''Our assets do not appear on the balance sheet, except as the cost for patents.'' ''Suffice it to say that the payoff could be immense,'' said Roger W. Redmond, an analyst who has followed Energy Conversion for Piper, Jaffray & Hopwood Inc., a Minneapolis-based stock broker that makes a market in the company's shares. Optical disks alone could provide more than $50 million annually in royalties during the 1990's if other companies accept the Matsushita-I.B.M. standard. ''It's the ultimate prove-it-to-me company,'' conceded Mr. Redmond. ''The history is wrought with inflated expectations.'' THE BAD NEWS TRAVELED SLOWLY","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 July 1987: D.6.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426550742,"United States, New York, N.Y.",English,22-Jul-87,FINANCES; COMPANY REPORTS; ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; I.B.M. COMPATIBILITY IS AT A CROSSROADS BIG BLUE VS. THE BULGARIAN MEGABITE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-i-b-m-compatibility-is-at/docview/426450859/se-2?accountid=14586,"LEAD: EVER since I.B.M. introduced the PC six years ago, people who use personal computers have needed to know only one thing about I.B.M. compatibility: Either they had it or they didn't. Those who did could share software with other compatibles in the office or at home; those who didn't, couldn't.
+EVER since I.B.M. introduced the PC six years ago, people who use personal computers have needed to know only one thing about I.B.M. compatibility: Either they had it or they didn't. Those who did could share software with other compatibles in the office or at home; those who didn't, couldn't.
+Within two years, however, it appears there will be at least two standards of I.B.M. compatibility, both endorsed by the International Business Machines Corporation. And the two will be - well, mostly incompatible.
+''Let's face it, life's been simple,'' said William Gates, chairman of the Microsoft Corporation, which created the disk operating system (MS-DOS) that is the main determinant of I.B.M. compatibility. ''We're about to make it a lot more complicated for everyone.''
+The problem, Mr. Gates said at a recent computer conference in Phoenix, is that MS-DOS has run out of steam.
+In a world where applications software is getting more powerful and complex - advanced spreadsheets, data bases, word processing and scientific programs, for example -MS-DOS is limited to working with programs and data in chunks of 640 kilobytes or less. Some rival operating systems are already capable of dealing with several times that much data at once, allowing programs to do more, more quickly and with less effort on the part of the user.
+More important, MS-DOS was designed with individual computer users in mind, not groups of users sharing computer resources on a network. In other words, it is fairly useless for true office automation.
+Nor was MS-DOS built for an age when PC's must share information with computers many times their size, picking up some processing tasks themselves and farming out others to the minicomputers and mainframes in what programmers call a distributed computing environment.
+So at Microsoft's offices in Bellevue, Wash., programmers are busily at work on ''New DOS,'' scheduled for delivery in early 1989. And Mr. Gates, the company's founder and chief executive, made no effort to paper over the seriousness of the change for PC users.
+Computer makers ''will have to make a choice,'' said Mr. Gates, the 31-year-old programmer who made an estimated $350 million when Microsoft went public a year ago. ''They will have to decide whether to use existing DOS, or the New DOS. And many of the applications for the New DOS will not run on the old.''
+The impetus for all this is not just a growing frustration with MS-DOS. It is also the imminent introduction of the first I.B.M. machines based on the Intel 80386, a much faster, more flexible microprocessor that the company hopes will breathe life into an aging family of PC's.
+The 80386 computers, expected to be announced by I.B.M. next month, will run on the current versions of DOS. But the old DOS cannot exploit most of the chip's best features.
+One Microsoft programmer, disgust rising in his voice, likened running a new PC on the current operating system to ''putting Orville Wright in the cockpit of an F-111.''
+As described by Mr. Gates, New DOS will not run in personal computers using the Intel 8088 or 80286 chips - in other words, every I.B.M.-compatible personal computer in existence except for early 80386 entries from Compaq and a few other companies. Nor will it run on machines that do not have a high-capacity hard disk drive, for storing data, or on any machine with less than 1,024 kilobytes (one megabyte) of internal memory.
+But New DOS will pave the way for a new generation of programs, and already software houses are lining up.
+At Ashton-Tate, for example, there are two development teams at work. One is laboring to improve dBase III, the top-selling data base manager, and another is starting from scratch, developing an entirely new program.
+Lotus is also reportedly at work on programs designed specifically for the new generation.
+Whether all this is a good thing depends on how one uses a computer. ''Power users'' who are pushing the limits of the existing technology will likely welcome the arrival of far more powerful programs, capable of making more use of artificial intelligence techniques and of being linked to bigger machines. The difference in operating systems will be an inconvenience, but worth the price.
+On the other hand, most normal users of PC's may never realize any benefits from the new operating system. And they will work in offices where the distinctions in operating systems, murky and confusing even now, are nothing but trouble. ''It has the potential of stifling innovation,'' said Jerry Kaplan, the chief technologist at Lotus, ''because more and more people spend time worrying about compatibility than about really interesting new programs.''
+Even as the operating systems get more complicated, I.B.M. insists it is moving toward the high ground of simplicity. Over the last few weeks, bit by bit, it has made known its plans for a set of guidelines and protocols called Systems Application Architecture, which will make it possible for a single program to run on every I.B.M. machine from a personal computer to a mainframe.
+The idea is patterned after I.B.M.'s Systems Network Architecture in the 1970's. That was a set of communications standards involving both hardware and software, to which all I.B.M. offerings are supposed to adhere. (The original PC, increasingly the out-of-step duckling, does not use S.N.A., but the new models reportedly will.) Systems Applications Architecture will use a uniform set of ''user interfaces,'' keyboard commands and the organization of data on the screen, to make a user feel at home no matter what machine is being used. The question is whether I.B.M. can impose the discipline, on itself and on the hundreds of outside software companies that write programs for its machines, to really make life any easier.
+For years the Federal Government and the Soviet bloc have played a cat-and-mouse game with computer technology. With elaborate export control lists, the United States attempts to insure that nothing more powerful than an Apple II slips through to Eastern Europe. Meanwhile, the Defense Department and intelligence agencies go to some lengths to assess Soviet bloc equipment.
+Those countries are usually eager for the United States to see their home-grown handiwork, hoping that if they can show that they already understand the technology, the American export controls may be relaxed. Such was apparently the case a year ago when American officials got their hands on a Bulgarian-made 200-megabyte disk drive.
+''We didn't have the expertise to evaluate it, so we shipped the thing to a large company we do a lot of business with,'' said one senior Government official, warming to his story. The company, others familiar with the tale quickly volunteered, was the Federal systems division of the International Business Machines Corporation.
+For weeks I.B.M.'s engineers tinkered and toyed, but even the technological firepower of the world's largest computer company could not make the Bulgarian disk drive go whir and click. Finally I.B.M. did what any of its customers would do: It called for service.
+''A few weeks later these two Bulgarians show up,'' the official, who insisted on anonymity, continued. ''One of them is a woman, a rather large woman actually, who had very few tools. But she started taking the drive apart, pulling out wires with her bare hands.''
+And as astonished I.B.M. technicians looked on, ''she started stripping the wires with her teeth,'' he said.
+By the end of the day, the disk drive that I.B.M. could not fix was up and humming. As the strong-toothed Bulgarian packed up to go, the I.B.M. engineers presented her with a parting gift: a pair of wire strippers. - DAVID E. SANGER",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+I.B.M.+COMPATIBILITY+IS+AT+A+CROSSROADS+BIG+BLUE+VS.+THE+BULGARIAN+MEGABITE&title=New+York+Times&issn=03624331&date=1987-03-11&volume=&issue=&spage=D.8&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 11, 1987","''Let's face it, life's been simple,'' said William Gates, chairman of the Microsoft Corporation, which created the disk operating system (MS-DOS) that is the main determinant of I.B.M. compatibility. ''We're about to make it a lot more complicated for everyone.'' On the other hand, most normal users of PC's may never realize any benefits from the new operating system. And they will work in offices where the distinctions in operating systems, murky and confusing even now, are nothing but trouble. ''It has the potential of stifling innovation,'' said Jerry Kaplan, the chief technologist at Lotus, ''because more and more people spend time worrying about compatibility than about really interesting new programs.'' The idea is patterned after I.B.M.'s Systems Network Architecture in the 1970's. That was a set of communications standards involving both hardware and software, to which all I.B.M. offerings are supposed to adhere. (The original PC, increasingly the out-of-step duckling, does not use S.N.A., but the new models reportedly will.) Systems Applications Architecture will use a uniform set of ''user interfaces,'' keyboard commands and the organization of data on the screen, to make a user feel at home no matter what machine is being used. The question is whether I.B.M. can impose the discipline, on itself and on the hundreds of outside software companies that write programs for its machines, to really make life any easier.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Mar 1987: D.8.",1/4/21,"New York, N.Y.",,"Sanger, Da vid E",New York Times Company,,Newspapers,426450859,"United States, New York, N.Y.",English,11-Mar-87,"NEW MODELS, DESIGN AND PRODUCTS; Personal computers",New York Times,NEWSPAPER,,,,,,,
+A LUXURY LINE FALTERS AT G.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/luxury-line-falters-at-g-m/docview/426407193/se-2?accountid=14586,"LEAD: Rob Mancuso said his heart sank when the General Motors Corporation first displayed its new, downsized Cadillac Seville and Eldorado models to dealers in Las Vegas about a year ago. ''The guy next to me and I looked at each other and we said the same thing: 'They're not going to sell.' ''
+Rob Mancuso said his heart sank when the General Motors Corporation first displayed its new, downsized Cadillac Seville and Eldorado models to dealers in Las Vegas about a year ago. ''The guy next to me and I looked at each other and we said the same thing: 'They're not going to sell.' ''
+Unfortunately for himself and for G.M., Mr. Mancuso, a Cadillac and Honda dealer in the Chicago suburb of Barrington, Ill., was right. The two Cadillacs and their companion models, the Buick Riviera and Oldsmobile Toronado, are G.M.'s biggest automotive sales flop of 1986. And because these high-priced cars (the Seville has a base sticker price of $26,326) are also among G.M.'s most profitable, their sickly sales have contributed to the company's woes.
+G.M.'s problems include a falling market share and a $338.5 million operating loss in the third quarter of 1986, but the four luxury models are ''the single biggest product fiasco'' in recent G.M. history, said Maryann N. Keller, an auto industry analyst with Furman Selz Mager Dietz & Birney in New York. Sales Fall 51 Percent
+All four models are built on what G.M. calls its ''E/K platform.'' In 1985, the E/K's predecessors had combined sales of 161,437 in the January through November period. The total in the comparable period of 1986 slipped to 78,941, a 51 percent decline. Since the estimated profit on these models is more than $5,000 a car, industry analysts figure the slump in E/K sales will reduce G.M.'s earnings by some $500 million this year.
+One primary problem seems to be the belief of many drivers that they no longer need to drive smaller cars and conserve gasoline. Just as soaring gasoline prices caught G.M. and Detroit with big, gas-guzzling cars twice in the 1970's, now G.M. is trying to sell cars designed for fuel scarcity at a time when gasoline is plentiful and big cars are back in favor. When these cars were being designed, G.M. forecasters were predicting prices of $2 a gallon for gasoline; it is currently selling for closer to $1. Decline in Owner Loyalty
+G.M. executives acknowledge that previous buyers of Eldorados, Rivieras, Sevilles and Toronados do not like the new versions, which are smaller, lighter and less powerful -but more expensive - than those they replaced. In addition, the new models strongly resemble some of the company's lower-priced cars - a serious problem in the luxury-car market, where buyers seek distinction as much as comfort.
+''Almost every Eldorado or Seville sale now has to be a 'conquest sale,' '' commented William E. Hoglund, the head of G.M.'s Buick-Oldsmobile-Cadillac Group. A conquest sale, in Detroit parlance, is one in which the buyer previously drove a competing make. ''In the past,'' Mr. Hoglund added, ''in those product lines, we relied heavily on owner loyalty.''
+Meanwhile, G.M.'s competitors report strong sales of their traditional, rear-wheel-drive luxury cars. Production of Ford's Lincoln Town Car was increased during the year, and the Chrysler Corporation has arranged to use American Motors' production facilities so it could continue to build the Chrysler Fifth Avenue, a model that had been scheduled for elimination. 'Elrivado' Styling Criticized
+Auto industry watchers say sales of the E/K models have slumped, in part, because they share the problem of ''lookalike'' styling that has plagued other G.M. lines in recent years.
+Car and Driver magazine, in a review of the Buick Riviera, said it looks like a Somerset Regal - a smaller, less expensive model -''with a case of terminal swayback.'' The magazine added that for a car that is supposed to be an expression of the owner's personality, ''The new Riv is so low-key as to be invisible in a parking lot full of contemporary G.M. models.''
+Other assessments were similarly unflattering. Road & Track magazine called the cars, collectively, the ''Elrivado.'' The models were so much alike, it said, it did not make sense to review them separately.
+Irvin W. Rybicki, who recently retired as G.M.'s vice president for design, said model lines that lacked styling distinction resulted from fears about another energy crisis, as well as G.M.'s huge conversion from rear-wheel to front-wheel drive and the pressure from management to hold down development budgets.
+''With all the investments that were being made in plants and engineering, there wasn't a lot of money left for sheet metal,'' Mr. Rybicki said. Designers ''had to play the corporate game'' and accept fewer styling touches than they would have liked. Not Impressive Enough
+G.M. also erred, some outside analysts said, in introducing the E/K luxury cars soon after the similarly styled - but smaller and lower-priced - ''N'' platform cars: the Buick Somerset Regal, Oldsmobile Calais and Pontiac Grand Am. Traditionally, G.M. established styling trends with its more expensive cars and in later years incorporated those themes in cheaper models.
+Mr. Mancuso, the Illinois G.M. dealer, said prospective buyers of the Seville and Eldorado had told him the cars simply did not look impressive enough. ''They don't want them sitting in their driveway,'' he said.
+There has been criticism of the cars' interiors, as well. In its quest to be technically sophisticated, Buick installed a cathode-ray tube with a touch-sensitive screen in the Riviera. It monitors engine functions and controls the heating and cooling systems, the radio and cassette player and a trip computer, but it is in the middle of the instrument panel, out of the driver's line of vision.
+A driver who wants to change radio stations or adjust the temperature must take his eyes off the road and touch the screen one or more times to pull up the right computer ''menu'' and make the adjustment. Noting that Buick says the screen replaces 92 switches, Road & Track commented, ''After driving the Riviera for a while, even the prospect of driving a car with 92 switches was more appealing.''
+Dealers and analysts add that young, technically sophisticated buyers - those who might find touch-screen controls appealing - are unlikely to shop for a Riviera because of its history as a large car with an older target audience. Larger Versions Planned
+Stretched versions of the E/K cars are on G.M.'s drawing boards, but because of the long lead times in the auto industry they will not be available until late 1988 as 1989 models.
+In the meantime, in a move to balance supply with sales, G.M. is cutting production from two shifts to one at its showplace assembly plant on the border of Detroit and Hamtramck. By cutting production, G.M. may be able to avoid the costly incentives it would need to sell an oversupply of the models - but it also means the overhead of the $1 billion, automation-packed plant will be spread over fewer cars, squeezing G.M.'s profit margin.
+G.M. executives are also trying different marketing strategies to sell the cars available now. Cadillac cut the price of 1987 Sevilles and Eldorados by about 6 percent, and added equipment to the Buick and Oldsmoble models while holding the price line. Buick also added a travel incentive, promising Riviera buyers two airline tickets to any destination served by Trans World Airlines until Feb. 28.
+Mr. Hoglund said that until the 1989 models arrive, G.M.'s basic strategy is to use special marketing programs to induce sales prospects to take test drives. Once inside the cars, the hope is that customers will think less about the size and styling and be impressed by the ride, handling and appointments. ''If somebody has a better solution, I'd like to hear it,'' Mr. Hoglund said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+LUXURY+LINE+FALTERS+AT+G.M.&title=New+York+Times&issn=03624331&date=1987-01-01&volume=&issue=&spage=1.41&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 1, 1987","''Almost every Eldorado or Seville sale now has to be a 'conquest sale,' '' commented William E. Hoglund, the head of G.M.'s Buick-Oldsmobile-Cadillac Group. A conquest sale, in Detroit parlance, is one in which the buyer previously drove a competing make. ''In the past,'' Mr. Hoglund added, ''in those product lines, we relied heavily on owner loyalty.'' Car and Driver magazine, in a review of the Buick Riviera, said it looks like a Somerset Regal - a smaller, less expensive model -''with a case of terminal swayback.'' The magazine added that for a car that is supposed to be an expression of the owner's personality, ''The new Riv is so low-key as to be invisible in a parking lot full of contemporary G.M. models.'' ''With all the investments that were being made in plants and engineering, there wasn't a lot of money left for sheet metal,'' Mr. [Irvin W. Rybicki] said. Designers ''had to play the corporate game'' and accept fewer styling touches than they would have liked. Not Impressive Enough","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Jan 1987: 1.41.",11/15/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,,426407193,"United States, New York, N.Y.",English,1-Jan-87,"AUTOMOBILES; COMPANY REPORTS; FINANCES; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; BLOW TO MICHIGAN'S RECOVERY,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-blow-michigans-recovery/docview/426347030/se-2?accountid=14586,"The closing of seven General Motors Corporation plants in Michigan and the impending layoff of thousands of auto workers may severely set back the state's economic recovery, economists and officials here said today.
+Industry analysts, however, hailed the action as an inevitable part of the giant auto maker's retrenchment efforts and a potentially positive step for the company in the long run. Indeed, some said the auto maker would have to cut back even further to remain competitive.
+For now, nearly 15,000 auto workers in cities across the southeastern part of the state will lose their jobs by the end of next year, the auto maker said, and city and state officials were trying to figure out how they would make up for the loss. G.M.'s plans may also weaken related industries clustered in the same region. Largest Employer in Flint
+In Flint, 60 miles north of Detroit, where G.M. is the largest single employer, more than 7,000 people - just over one of every 10 G.M. workers -will be laid off.
+''We're getting clobbered,'' said Robert Collier, the city administrator there. ''We've been working like mad to see what we can do. This affirmed the rumors about the plant closings, but it still came very, very suddenly.''
+Some economists said the action was an indicator of shrinkage for the entire industry. ''G.M. never really had to face up to the problems of excess capacity, obsolete plants, an over-intensive work force,'' said Eugene Jennings, a professor of business administration at Michigan State University. ''I believe there will be other shoes dropping.''
+Unlike previous layoffs and cutbacks prompted by quarterly losses or model retooling, these plant closings will be permanent, economists said.
+''Michigan is going to have to swallow hard the fact that most of these jobs will never reappear,'' Dr. Jennings said, ''and I don't know how the economy is going to absorb them.''
+Economists usually expect two to three additional jobs to be lost for every layoff in auto manufacturing in a region so dependent on the auto industry. ''Those who live off incomes that others earn will lose jobs at everything from fast-food restaurants to grocery stores,'' said Donald R. Grimes, an economics researcher at the University of Michigan.
+Economists predicted that Michigan unemployment, which currently stands at just under 9 percent, would creep back to the double digits that plagued the state just a few years ago. Some predicted a rise in unemployment of three to four percentage points across the state, and a return to up to 16 to 18 percent joblessness in the cities hardest hit by the layoffs -Flint, Detroit and Pontiac. 'We're in Trouble'
+''The state is going to have to figure out some way to attract new industry,'' Mr. Grimes said. ''If this is not offset some way, we're in trouble.''
+State officials said they were attempting to bring additional industries to Michigan, but would not specify any companies that might take over the G.M. plants. Michigan's Governor, James J. Blanchard, said in a prepared statement today that the state would help displaced workers find new jobs, but he did not indicate where those jobs would be.
+''All the workers knew their plants were in jeopardy,'' said Douglas Ross, director of the Michigan Department of Commerce. ''But I'm sure they were hoping ways would be found to extend their lives somehow.''
+State officials also noted that, while G.M. would be shutting down its marginally productive plants, it has helped offset the closings by opening two new assembly plants in Michigan in the last three years, one in Detroit and another in Orion. Economists, however, said the state would still suffer a net job loss because newer plants are more reliant on automation and employ fewer people. OTHER STATES ALSO HURT
+CHICAGO, Nov. 6 (Special to The New York Times) - In Illinois, Ohio and Missouri, state and local officials said G.M.'s plans to close plants in their states could severely hurt the surrounding small communities.
+In Butler County, Ohio, for example, where G.M. has a stamping plant, county officials predicted that almost $80 million in annual payroll revenues would be lost because of the closing of the Hamilton-Fairfield plant.
+The plant, which employs 2,500, is the county's fourth-largest employer. Its largest employer is Armco, the steelmaker that has the Hamilton plant as a major customer. However, officials at Armco, the nation's fifth-largest steel company, said the closing would not have a major effect.
+In Willow Springs, Ill., just southwest of Chicago, G.M. will close a stamping plant. ''For the individuals involved, for 2,900 families, the effect will be devastating,'' said Jay Hedges, the Illinois Commissioner of Commerce and Community Affairs.
+G.M. said it would also close its Norwood plant, near Cincinnati, which makes Camaros and Firebirds. Thomas J. Kern, executive vice president of the Greater Cincinnati Chamber of Commerce, said the plant employs 4,800 people, or just under 1 percent of the area's payroll, and pays $30 million for services from some 900 companies in the Cincinnati area.
+At G.M.'s light truck plant in North St. Louis, today's announcement did not come as a surprise. ''G.M. has threatened one or two times before to close the plant,'' which employs 2,200, said Kenneth Karraro, an economist with the Federal Reserve Board of St. Louis. G.M.'S CUTBACK: THE PLANTS BEING CLOSED Among General Motors' 30 U.S. facilities for final assembly of cars and trucks are six plants that the company plans to close. Five other facilities also will be closed. As of mid-1986, including assembly operations, the company had 129 facilities in 90 U.S. cities in 26 states, and 10 facilities, including four final assembly locations, in Canada. Detroit (2) 1. Fleetwood/Clark plant closing date: End of 1987 Workers affected: 6,600 The large rear-drive cars now built here - the Cadillac Fleetwood Brougham, Chevrolet Caprice and Oldsmobile 88 - will be transferred to the Arlington, Tex., plant. 2. Conner stamping plant Closing date: Gradual phase-out starting 1987 Workers affected: 700 future production, as needed, will be done in other stamping plants. Pontiac, Mich. (2) 1. Auto assembly plant and companion body plant in Flint Closing date: End of 1987 Workers affected: 4,500 These two plants produce rear-drive, mid-sized cars - the Buick Regal and the Oldsmobile Cutlass Supreme - being replaced by a new family of front-drive cars. 2. Bus and heavy-duty truck Central Plant Closing date: By August 1988, depending on market demand Workers affected: 2,200 GM said in August it had agreed to a joint venture with Volvo of Sweden for a heavy-duty truck project. Its rapid transit bus business is up for sale. Flint, Mich. Truck and bus No. 1 Plant Closing date: By next August Workers affected: 3,450 The full-size pickup trucks built on the No. 1 assembly line will be replaced by a new line of trucks built at other plants. A second production line here is not involved. Norwood, Ohio Auto assembly plant Closing date: Mid-1988 Workers affected: 4,000 Sporty cars built here - the Chevrolet Camaro and Pontiac Firebird - are also built at the plant in Van Nuys, Calif. St. Louis Truck and bus plant Closing date: Mid-1987 Workers affected: 2,200 The crew-cab and cab-chassis units made here will be transferred to the plant at Janesville, Wis. Willow Springs, Ill. Metal stamping plant Closing date: Gradual phase-out Workers affected: 2,900 G.M. said that body panels now made there will be phased out or moved to other stamping plants ''over a period of time.'' Hamilton, Ohio Metal stamping plant Closing date: Indefinite Workers affected: 2,500 G.M. said that ''needed production will be moved to other plants.'' Remaining Assembly Plants
+Arlington, Tex.
+Atlanta, Ga.
+Baltimore
+Bowling Green, Ky.
+Detroit (2)
+Doraville, Georgia
+Flint, Mich. (2)
+Framingham, Mass.
+Janesville, Wis.
+Kansas City, Kan.
+Kansas City, Mo.
+Lansing, Mich.
+Linden, N.J.
+Lordstown, Ohio
+Moraine, Ohio
+North Tarrytown,
+N.Y.
+Norwood, Ohio
+Oklahoma City, Okla.
+Orion Township,
+Mich.
+Pontiac, Mich. (3)
+St. Louis
+Shreveport, La.
+Van Nuys, Calif.
+Wentzville, Mo.
+Wilmington, Del.
+Ypsilanti, Mich.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+BLOW+TO+MICHIGAN%27S+RECOVERY&title=New+York+Times&issn=03624331&date=1986-11-07&volume=&issue=&spage=D.10&au=ISABEL+WILKERSON%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 7, 1986","At G.M.'s light truck plant in North St. Louis, today's announcement did not come as a surprise. ''G.M. has threatened one or two times before to close the plant,'' which employs 2,200, said Kenneth Karraro, an economist with the Federal Reserve Board of St. Louis. G.M.'S CUTBACK: THE PLANTS BEING CLOSED Among General Motors' 30 U.S. facilities for final assembly of cars and trucks are six plants that the company plans to close. Five other facilities also will be closed. As of mid-1986, including assembly operations, the company had 129 facilities in 90 U.S. cities in 26 states, and 10 facilities, including four final assembly locations, in Canada. Detroit (2) 1. Fleetwood/Clark plant closing date: End of 1987 Workers affected: 6,600 The large rear-drive cars now built here - the Cadillac Fleetwood Brougham, Chevrolet Caprice and Oldsmobile 88 - will be transferred to the Arlington, Tex., plant. 2. Conner stamping plant Closing date: Gradual phase-out starting 1987 Workers affected: 700 future production, as needed, will be done in other stamping plants. Pontiac, Mich. (2) 1. Auto assembly plant and companion body plant in Flint Closing date: End of 1987 Workers affected: 4,500 These two plants produce rear-drive, mid-sized cars - the Buick Regal and the Oldsmobile Cutlass Supreme - being replaced by a new family of front-drive cars. 2. Bus and heavy-duty truck Central Plant Closing date: By August 1988, depending on market demand Workers affected: 2,200 GM said in August it had agreed to a joint venture with Volvo of Sweden for a heavy-duty truck project. Its rapid transit bus business is up for sale. Flint, Mich. Truck and bus No. 1 Plant Closing date: By next August Workers affected: 3,450 The full-size pickup trucks built on the No. 1 assembly line will be replaced by a new line of trucks built at other plants. A second production line here is not involved. Norwood, Ohio Auto assembly plant Closing date: Mid-1988 Workers affected: 4,000 Sporty cars built here - the Chevrolet Camaro and Pontiac Firebird - are also built at the plant in Van Nuys, Calif. St. Louis Truck and bus plant Closing date: Mid-1987 Workers affected: 2,200 The crew-cab and cab-chassis units made here will be transferred to the plant at Janesville, Wis. Willow Springs, Ill. Metal stamping plant Closing date: Gradual phase-out Workers affected: 2,900 G.M. said that body panels now made there will be phased out or moved to other stamping plants ''over a period of time.'' Hamilton, Ohio Metal stamping plant Closing date: Indefinite Workers affected: 2,500 G.M. said that ''needed production will be moved to other plants.'' Remaining Assembly Plants","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Nov 1986: D.10.",11/15/17,"New York, N.Y.",UNITED STATES MICHIGAN,"ISABEL WILKERSON, Special to the New York Times",New York Times Company,,Newspapers,426347030,"United States, New York, N.Y.",English,7-Nov-86,AUTOMOBILES; SHUTDOWNS (INSTITUTIONAL); LABOR; LAYOFFS (LABOR); ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+DEMOCRATS' IDEAS ON ECONOMY SHIFT,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/democrats-ideas-on-economy-shift/docview/425973158/se-2?accountid=14586,"Many leading Democrats, including some Presidential aspirants, are reaching for new themes in economic and industrial policy that depart sharply from those the party has stressed for decades.
+These Democrats would tell business and organized labor not to rely on the Government to help them survive and compete with foreigners.
+They say wages and salaries should be tied to a company's performance, not fixed for years by collective bargaining. They hold that management should pay less attention to short-term gains and that the pensions of retired executives ought to be cut if the companies run into trouble after the executives leave. 'Reach Out to New Voters'
+''They're stressing the theme of competitiveness,'' said Steven S. Smith, a political scientist at the Brookings Institution. ''It's a theme that many Democrats are trying on for size. It says that many of the features that make capitalism work are being neglected, like taking risks. It lets the Democrats reach out to new voters without losing their old voters.''
+Most of the effort is concentrated within the Democratic Leadership Council, an organization of 140 elected Democratic officeholders.
+The council was formed early last year after the failure of some Democrats in their competition for leadership and ideas with the Democratic National Committee and traditional party leaders such as Senator Edward M. Kennedy and House Speaker Thomas P. O'Neill Jr. of Massachusetts.
+Both groups say their relations are civil now. The council has adopted more conservative positions on military spending and foreign policy than the national committee, but on economic issues, which the two consider the dominant arena, they have been moving in roughly the same direction.
+The council's members include Charles S. Robb, the former Governor of Virginia, who is the chairman; Gov. Bruce Babbitt of Arizona; Representative Richard A. Gephardt of Missouri; Senator Sam Nunn of Georgia, and Senator Joseph R. Biden of Delaware, all of whom have shown interest in the Presidency. Another Presidential aspirant, Senator Gary Hart of Colorado, has said that he endorses the group's objectives but has not joined it. Cuomo Not a Member
+One other often-mentioned potential Presidential aspirant, Governor Cuomo of New York, is not associated with the group. A spokesman for the Governor said Mr. Cuomo had no comment on the council or its ideas.
+Other council members include Senator Lawton Chiles of Florida; Senator Albert Gore Jr. of Tennessee; Senator Lloyd Bentsen of Texas; Representative William H. Gray 3d of Philadelphia, who is the chairman of the House Budget Committee; Jim Wright of Texas, the House majority leader, and Mayor Tom Bradley of Los Angeles.
+While the council Democrats are often critical of the Reagan Administration on general fiscal and economic policy, many of them are taking stances that resemble traditional Republican positions.
+That is particularly true in regard to the relations between the Government and business. For example, they generally look favorably on deregulation, and support the easing of antitrust laws, especially in those industries facing stiff foreign competition.
+The council Democrats call themselves centrists, and say they want to move the party to the right with the shift of the mainstream of the electorate. At the same time, members of the council want to recapture the party's historical commitment to change, growth and opportunity that they say Walter F. Mondale ceded to President Reagan during the 1984 campaign.
+They say the party has become identified with attempts to redistribute income from the rich to the poor within a static economy. ''That got us into trouble,'' Senator Chiles said. ''Franklin Roosevelt talked about building a bigger pie, and we should, too.'' And they add that, under both Democratic and Republican Administrations, the economy has lost much of its ability to adjust to changing circumstances, such as the sharp growth of the nation's foreign trade deficit. 'Fair' Trade Supported
+They support the Republican notion of ''fair'' trade - penalizing other countries for predatory trade practices - and like the Administration, they oppose conventional protectionism imposed solely to save jobs and failing industries.
+The economy's growth has been slow, these Democrats contend, partly because the President violated his promises of growth in letting the national debt double to $2 trillion. But growth has been slow, too, they add, because of the failings of corporate management and organized labor.
+''It's a pretty blunt message,'' Mr. Robb said in an interview. ''We're talking about fundamental change. We're talking about telling those industries and those segments of our society that can't compete in today's market that it's time to change.''
+Above all, the Democratic Leadership Council wants to wipe away the image of the party as one tied to a waning consensus of New Deal special interests, especially organized labor.
+The council members attribute Mr. Mondale's 49-state loss to President Reagan two years ago in part to the policy concessions Mr. Mondale made to secure the support of the American Federation of Labor and Congress of Industrial Organizations. Debt Policies Criticized
+At the same time, however, such Democrats depart from Republicans in criticizing the policies that produced the budget deficits, which led to high interest rates, a high foreign-exchange rate for the dollar and slow growth.
+Even though both the dollar and interest rates have declined sharply from their peaks, they are still unusually high in relative terms, these Democrats maintain, in part because of the burden the Federal debt imposes on the economy.
+And, although Mr. Mondale was burned by his proposals to raise taxes to reduce the deficits, these Democrats, unlike President Reagan, would do the same.
+Also unlike the Reagan Administration, the leadership council eschews the notion that relatively high unemployment, of 6 percent or more, is unavoidable in today's economy. High employment can be achieved if business positions itself better to compete in world markets, argues Pat Choate, an economist and director of policy at TRW Inc., who is one of the council's advisers.
+In challenging corporate management, these Democrats invoke an often-heard criticism, that business focuses too much on quarterly profit increases, deflecting management's attention from long-term performance. They also fault the powerful players in the stock market, such as the pension funds and other big investors, that force business to concentrate on short-term results.
+They say management and labor could promote long-term growth by linking salaries and wages to a company's performance. The pensions of retired executives should be similarly linked, they say, to assure that management lays the foundation for industry's long-term growth. Portable Pensions Backed
+The pensions of workers should be portable to permit employees to change jobs and grow with growing companies and flee those that are failing. The leadership council also raises the possibility of allowing tax-free bonuses for workers and management when companies do unusually well.
+These Democrats reject worker appeals for job protection when automation invades the workplace to enhance a company's efficiency.
+Some of the ideas that have emerged as major themes for the party centrists came to the surface during the last Presidential campaign, with Senator Hart's ''new ideas'' and the party establishment's calls for a new ''industrial policy.''
+Mr. Robb said the council had pulled some of the Hart ideas together with others to construct the council's competitiveness theme.
+But they have rejected the principal feature of the industrial policy proposal: a Government development bank that would separate ''winners'' from ''losers'' in dispensing aid to growth-oriented industry.
+''The Democrats really got clobbered on that one,'' said a Congressional economist involved with the council who did not want to be identified. ''No one's thinking along those lines. We want a market economy. But that doesn't mean it can't be improved upon.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DEMOCRATS%27+IDEAS+ON+ECONOMY+SHIFT&title=New+York+Times&issn=03624331&date=1986-08-12&volume=&issue=&spage=A.1&au=PETER+T.+KILBORN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1986","They say the party has become identified with attempts to redistribute income from the rich to the poor within a static economy. ''That got us into trouble,'' Senator [Lawton Chiles] said. ''Franklin Roosevelt talked about building a bigger pie, and we should, too.'' And they add that, under both Democratic and Republican Administrations, the economy has lost much of its ability to adjust to changing circumstances, such as the sharp growth of the nation's foreign trade deficit. 'Fair' Trade Supported ''It's a pretty blunt message,'' Mr. [Charles S. Robb] said in an interview. ''We're talking about fundamental change. We're talking about telling those industries and those segments of our society that can't compete in today's market that it's time to change.'' ''The Democrats really got clobbered on that one,'' said a Congressional economist involved with the council who did not want to be identified. ''No one's thinking along those lines. We want a market economy. But that doesn't mean it can't be improved upon.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1986: A.1.",11/15/17,"New York, N.Y.",,"PETER T. KILBORN, Special to the New York Times",New York Times Company,,Newspapers,425973158,"United States, New York, N.Y.",English,12-Aug-86,UNITED STATES ECONOMY; ELECTION ISSUES; LABOR; CORPORATIONS; INTERNATIONAL TRADE AND WORLD MARKET; WAGES AND SALARIES; COLLECTIVE BARGAINING; PENSIONS; LABOR-MANAGEMENT RELATIONS; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+"SWEDEN'S CUSTOM, PREFAB 'HUS' IS GAINING A FOOTHOLD","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/swedens-custom-prefab-hus- is-gaining-foothold/docview/425718354/se-2?accountid=14586,"THE spot, deep in the Hamptons, looked like any other building site. Torn earth and mud surrounded the appealing two-story wood house, which did not appear unusual or out of place.
+But several yards away, barely two feet off the ground and nearly hidden by bushes, a sign announced the presence of a ''hus from Sweden.''
+The 2,000-square-foot building, with a cathedral ceiling and dramatic exposed pine beams, is indeed a house from Sweden. Its pieces, tightly packed in several large containers, had been shipped across the Atlantic only three months earlier by Swedish Wooden House Inc.
+When the containers reached the site at Townline Road in Wainscott, the builder, Eurocraft Inc., used a crane to extract wall panels - complete with insulation, windows and doors. Winding stairs, precut framing and wood siding all emerged from the containers, along with kitchen cabinets and gutters and drain pipes.
+By the end of the second day of construction, the crane was sent home. A weather-tight frame for the house stood, completed in about one-fiftieth the time needed to erect a comparable stick-built house.
+''I was fully prepared to cancel the project after this house,'' said Frederic McLaughlin, president of Eurocraft. But Mr. McLaughlin said he now plans to use customized Swedish houses for the 50 lots in his subdivision - and he hopes to sell each house for about $110 a square foot, or $220,000. ''It takes a year to build a house like this out here - and then it wouldn't turn out like this,'' he said.
+Attracted by a high-quality product, speed of construction and generally competitive costs, a number of builders in the metropolitan area are experimenting with prefabricated Swedish homes. Many in the housing industry believe that, even if they are more expensive than their American counterparts, they can claim a slice of the upperscale housing market - just as Saab and Volvo have taken part of the automotive market.
+About 100 of the customized Swedish houses are already standing or being built in the Northeast, with some projections for triple that number in the next year.
+In Morris County, N.J., for example, a development called Smokerise in Kinnelon is the site for a 4,900-square-foot house that is 75 percent complete. The builder, Colonial Realty, owns a total of 40 acres at Smokerise, and Douglas H. Romaine, the company's vice president, said ''11 to 15 more lots'' may soon have Swedish houses. A 7,200-square-foot house went up two years ago in Greenwich, Conn., and is now for sale, priced at about $1.5 million.
+The Lexington Development Corporation, parent of Swedish Wooden House, is preparing to build a 10-house subdivision and 42 town houses in two Westchester County sites. Swedish Wooden House is also negotiating with builders in Dobbs Ferry, Peekskill and New Windsor, N.Y., and in Princeton, N.J.
+Swedish Wooden House does not advertise to consumers. Instead, it is developing a network of builder-dealers and architects, focused primarily in the Northeast.
+In addition to Swedish Wooden House, which has headquarters at 635 Madison Avenue, about 10 other importers around the country are actively seeking a market for Swedish homes, said Toby Lander, market consultant for the Swedish Trade Council in Chicago.
+Denmark and Finland have also started efforts, which are still largely exploratory. A house constructed by Hosby Haus, one of Denmark's largest home builders, stands at the Brookhaven National Laboratory in Upton, L.I., as part of an energy-efficiency experiment. IN Sweden, the percentage of factory-built houses has grown steadily in the last two decades. Last year, only 10 percent of all new homes were stick-built, industry experts said, compared with about 55 percent in this country.
+''The Swedes have basically taken the building craftsman and given him a lot of high-technology equipment,'' said Henry C. Kelly, senior associate in the Office of Technological Assessment, a Congressional agency. ''Essentially, they are hand-building a house, but doing it with high technology in a factory so they can do it quickly.
+''There is no question about the quality,'' said Mr. Kelly, who has traveled to Sweden to study the factories. ''They've made real improvements in the basic structural design and the basic approach to production. Both are very sophisticated.''
+Structurally, much of what differentiates Swedish homes - which are delivered in panels rather than modules - was developed in response to the country's harsh climate and need to conserve energy.
+Those concerns have led to triple-glazed windows that seal, with a pop, using refrigerator-style gaskets. A typical cross-section of a wall includes eight layers gypsum board, chipboard, vapor barrier, stud, mineral wool, chipboard, wood wool slab and the exterior finishing material. The wall-panel design, with the vapor barrier, virtually eliminates most thermal bridging.
+The Swedes also keep stricter control over materials, using lumber that is kiln-dried to 8 percent water content - about twice as strict as the United States standard for lumber.
+Putting aside the advantages in Swedish houses, several problems, such as exterior doors that swing out, had to be architecturally smoothed before the houses could be marketed successfully in the United States.
+''American designs are based on large living spaces, especially in kitchens, living rooms, bedrooms and bathrooms,'' said Ric L. Guilbert, general manager of Swedish Wooden House. ''The Swedish people are very conservative in the design and use of space.''
+The consortium of 10 factories that Swedish Wooden House uses to construct the houses can work with almost any design, Mr. Guilbert said. ''We have difficulty providing clients with the eastern Long Island ultramodern contemporary look,'' he explained. ''But for the most part, our system is fairly adaptable to most any design.'' DEPENDING on design and specifications, the cost of a single-family home package from Swedish Wooden House ranges from $30 to $35 a square foot, which includes shipping, freight and import duties, said Steven A. Beaudoin, the company's vice president of sales. Finishing costs - including the purchase and installation of mechanicals, such as heating, plumbing, and electrical systems - usually doubles the package price, Mr. Beaudoin said.
+In the Smokerise development in New Jersey, the builder, Colonial Realty, plans to ask for $117 a square foot or about $575,000, said Edward G. Hofman, co-owner of Snug Homes Inc., which sold the house to Colonial. ''The current feeling is the market can absorb $110 a square foot,'' he said. ''It's an interesting little test to see if the additional $7 a square foot will go over.'' A stick-built house constructed by Colonial sold for $94 a square foot, ''but the market has risen at this point,'' Mr. Hofman said. ''There will be a niche market for Swedish houses,'' said Mr. Kelly of the Office of Technological Assessment. Mr. Beaudoin agreed. ''Our houses are an upper-end product that will not sell everywhere,'' he said.
+Steven Winter, president of Steven Winteru Associates, a New York architectural and engineering firm with extensive experience with foreign manufactured homes, said: ''In global terms, Swedish imports into this country represent a drop in the bucket. But they are aggressively seeking markets - and they are finding them.''
+For more than a decade, the Swedes have exported prefabricated homes to other European countries and the Middle East. But with those areas and the Swedish home market getting increasingly saturated, the need to find additional markets has taken on additional urgency.
+This has caused a tremor of concern in the manufactured-home industry in the United States. ''There is a beginning of realization that we may be entering an era of new technologies,'' said James R. Birdsong, executive director of the Home Manufacturers Councils. ''We've seen some new focuses on more automation, improved quality techniques and the moving away from on-site production.''
+''I think we will see a growth in imports from Sweden, but you have to see it in context,'' said Paul F. Kando, a building technology consultant in Washington. ''If the Swedes captured just 2 percent of our market it would tax their capacity.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SWEDEN%27S+CUSTOM%2C+PREFAB+%27HUS%27+IS+GAINING+A+FOOTHOLD&title=New+York+Times&issn=03624331&date=1985-12-29&volume=&issue=&spage=A.6&au=GUTIS%2C+PHILIP+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 29, 1985","''I was fully prepared to cancel the project after this house,'' said Frederic McLaughlin, president of Eurocraft. But Mr. McLaughlin said he now plans to use customized Swedish houses for the 50 lots in his subdivision - and he hopes to sell each house for about $110 a square foot, or $220,000. ''It takes a year to build a house like this out here - and then it wouldn't turn out like this,'' he said. The consortium of 10 factories that Swedish Wooden House uses to construct the houses can work with almost any design, Mr. [Ric L. Guilbert] said. ''We have difficulty providing clients with the eastern Long Island ultramodern contemporary look,'' he explained. ''But for the most part, our system is fairly adaptable to most any design.'' DEPENDING on design and specifications, the cost of a single-family home package from Swedish Wooden House ranges from $30 to $35 a square foot, which includes shipping, freight and import duties, said Steven A. Beaudoin, the company's vice president of sales. Finishing costs - including the purchase and installation of mechanicals, such as heating, plumbing, and electrical systems - usually doubles the package price, Mr. Beaudoin said. In the Smokerise development in New Jersey, the builder, Colonial Realty, plans to ask for $117 a square foot or about $575,000, said Edward G. Hofman, co-owner of Snug Homes Inc., which sold the house to Colonial. ''The current feeling is the market can absorb $110 a square foot,'' he said. ''It's an interesting little test to see if the additional $7 a square foot will go over.'' A stick-built house constructed by Colonial sold for $94 a square foot, ''but the market has risen at this point,'' Mr. Hofman said. ''There will be a niche market for Swedish houses,'' said Mr. [Henry C. Kelly] of the Office of Technological Assessment. Mr. Beaudoin agreed. ''Our houses are an upper-end product that will not sell everywhere,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Dec 1985: A.6.",11/15/17,"New York, N.Y.",NEW YORK CITY METROPOLITAN AREA SWEDEN UNITED STATES,"GUTIS, PHILIP S",New York Times Company,,Newspapers,425718354,"United States, New York, N.Y.",English,29-Dec-85,HOUSING; PRICES; PREFABRICATED BUILDINGS,New York Times,NEWSPAPER,,,,,,,
+INVESTING; A NEW ALLURE FOR FOREIGN STOCKS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/investing-new-allure-foreign-stocks/docview/425364672/se-2?accountid=14586,"After taking a drubbing in the currency markets last week the dollar now has some experts predicting that it finally has reached the top of its five-year climb. The American currency's value has risen almost 80 percent vis- a-vis other major currencies since 1980 and, according to some analysts, the only direction from here is down.
+''The dollar will decline, take my word for it,'' said Nicholas Bratt, portfolio manager of the $210 million Scudder International mutual fund.
+Andre Sharon, partner in a newly formed international investment firm, Simms Capital Management, based in New York, agreed: ''Whether the dollar declines today, tomorrow, next month or next year, it's close to a peak. There's very little currency play left.''
+The experts, of course, have been mistaken before about major currency moves. ''I have been spectacularly wrong on the dollar for the past two years,'' concedes Mr. Sharon.
+But if he and others are right this time around, prospects could brighten markedly for stocks listed on foreign exchanges, particularly on the bourses in European countries where the outlook calls for a moderate rise in economic activity this year and a slowing of inflation. Such conditions - along with a gradual drop in the dollar - could make European stocks ''exceptionally attractive,'' said Mr. Sharon.
+When the dollar falls, foreign currencies increase in value, and so, in theory, should the value of stocks selling on various international exchanges. But the rise in the market will depend to a large degree on how fast the dollar falls and how far. ''That's the $64,000 question,'' said Mr. Bratt.
+The most bullish drop in the dollar for markets both here and abroad, said Mr. Bratt, would be a slow, gradual ''erosion'' of the American currency's value. This could produce a situation that Mr. Bratt described as ''ideal'' for American investors in international securities.
+On the other hand, should the dollar ''crack'' and then drop sharply, stock markets both in the United States and abroad would suffer, he said, because that would lead to a rise in interest rates.
+Some analysts worry that with prices on bourses in West Germany, France and Britain already touching record highs, even a decline in the dollar would not salvage investments if share prices should drop precipitously from a sudden crack in the dollar.
+Assuming the more bullish turn of events, where should American investors look abroad for the best opportunities? Many professionals say that today they prefer stocks of companies in Europe rather than the Far East. ''You do get the feeling that the Japanese market is not as undervalued as in Europe,'' said Peter S. Lynch, fund manager of the $2 billion Fidelity Magellan mutual fund, which has almost $300 million invested in international stocks. Because of the rampant cost-cutting in so many European countries, he noted, thousands of workers have lost their jobs and are extremely pessimistic about their own country's prospects.
+He likens the situation to the one faced a few years ago by the Chrysler Corporation, which, after severe cutbacks, began its stunning turnaround. ''They'll shake down like Chrysler shook down,'' he said of the European economies. ''I think people will be feeling better about their countries'' in a few years, he said.
+Because many European countries have not rebounded as quickly as the United States and Japan from the recession of the early 1980's, the European stock markets stand to benefit more from any dollar decline and subsequent decline in their own interest rates. The markets in Europe ''stand to do the best,'' said Karl Van Horn, chairman of American Express Asset Management in London. Mr. Sharon pointed out that while the prices on many European stock markets have increased over the past few years, their price- earnings multiples have not risen at the same rate, making many European stocks cheap in relation to other markets.
+He describes France as the single most attractive place to invest in Europe now. Mr. Van Horn finds Italy the most interesting because of what he sees as that country's emphasis on privatization of state-run companies, encouragement of private investment and increasing control over the public deficit. Fidelity's Mr. Lynch also likes Italy because of its high savings rate and its bargain prices.
+Analysts at Drexel Burnham Lambert recently described the Amsterdam stock market as one of the most attractive. Among the reasons they cited were an average 30 percent increase in corporate profits last year, a relatively low average P/E multiple of eight (against ten in the United States), continued wage restraint and lower tax rates.
+PROFESSIONALS caution that investors should avoid international companies that have prospered in recent years because of booming exports. They may be particularly vulnerable to a sagging dollar. Such companies as Mercedes, Jaguar and Canon, for example, have benefited from their exports to the United States, but once a cheaper dollar makes their products more costly, they may not be able to match earlier sales and profits.
+And, because some of the world's stock markets are at or near record highs, professionals suggest that individual stock selection rather than country selection is one of the most important factors in investing today. American Express's Mr. Van Horn likes companies that will benefit from financial deregulation such as Union Bank of Switzerland. Companies that are involved in providing business automation products, such as Friedrich Deckle in West Germany and CAE Industries in Canada are also on his favored list.
+Scudder's Mr. Bratt has focused on banks and insurance companies as well as retailers and utilities. ''Those are the sectors that stand to benefit the most'' from rising stock prices and an increase in local currency value, he said. Among the stocks he likes are Deutsche Bank, Commerzbank, the Swiss Bank Corporation, and Winterthur Insurance.
+Like other investors, Simms Capital's Mr. Sharon is avoiding those companies that are heavy exporters and concentrating on those concerns that stand to benefit the most from an upturn in their own economies. Among the stocks his firm likes are Hachette, Darty, Chargeurs and Telemecanique Electrique in France, and Deutsche Bank, Siemens, Lufthansa and Kaufhof in West Germany.
+Many investors also are cool to the markets in the Far East. Some of these stock markets, like those of Japan and Hong Kong, appear to the professionals to be overvalued. American Express portfolios are ''neutral'' on Japan, said Mr. Van Horn. Mr. Sharon said of Japan: ''We feel that the market is extremely expensive, speculative and vulnerable.'' His firm also believes that ''the easy money has been made'' in Hong Kong.
+Investors in the United States have two basic options when investing in the stocks of foreign companies. First, they might buy American Depositary Receipts for companies through most brokers. A.D.R.'s trade on United States stock exchanges and represent a specified number of the underlying foreign shares. Investors can also choose a mutual fund specializing in foreign stocks. One advantage of the funds is greater diversity, which cushions a portfolio against a decline in just one or two issues.
+For investors willing to stomach much more risk than provided by the stock market, there is another way to bet on a decline in the dollar: They can buy futures contracts in foreign currencies and bet on the drop. They may, however, see their highly leveraged original investment - and more - wiped out by some of the sudden and sharp price moves that have become commonplace in the futures pits in recent years.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INVESTING%3B+A+NEW+ALLURE+FOR+FOREIGN+STOCKS&title=New+York+Times&issn=03624331&date=1985-03-31&volume=&issue=&spage=A.10&au=Wallace%2C+Anise+C%3BAnise+C.+Wallace+writes+on+finance+from+New+York.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 31, 1985","The most bullish drop in the dollar for markets both here and abroad, said Mr. [Nicholas Bratt], would be a slow, gradual ''erosion'' of the American currency's value. This could produce a situation that Mr. Bratt described as ''ideal'' for American investors in international securities. He likens the situation to the one faced a few years ago by the Chrysler Corporation, which, after severe cutbacks, began its stunning turnaround. ''They'll shake down like Chrysler shook down,'' he said of the European economies. ''I think people will be feeling better about their countries'' in a few years, he said. Many investors also are cool to the markets in the Far East. Some of these stock markets, like those of Japan and Hong Kong, appear to the professionals to be overvalued. American Express portfolios are ''neutral'' on Japan, said Mr. [Karl Van Horn]. Mr. [Andre Sharon] said of Japan: ''We feel that the market is extremely expensive, speculative and vulnerable.'' His firm also believes that ''the easy money has been made'' in Hong Kong.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Mar 1985: A.10.",11/15/17,"New York, N.Y.","UNITED STATES EUROPE, WEST","Wallace, Anise C; Anise C. Wallace writes on finance from New York.",New York Times Company,,Newspapers,425364672,"United States, New York, N.Y.",English,31-Mar-85,STOCKS AND BONDS; FOREIGN INVESTMENTS,New York Times,NEWSPAPER,,,,,,,
+A STRUGGLING SPERRY'S ALLURE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/struggling-sperrys-allure/docview/425357212/se-2?accountid=14586,"Just outside the 43d-floor office window of Gerald G. Probst, the chairman of the Sperry Corporation, looms the Chippendale-topped headquarters of A.T.&T. and the reflective-glass tower of the new I.B.M. building.
+''We keep the curtains closed,'' the 61-year old Mr. Probst said the other day, barely cracking a smile, ''so they can't peer in.''
+Lots of people seem to be looking hard at Sperry these days, most with an eye toward acquisition. One of them is the ITT Corporation, which made an abortive first effort to merge with the company a week ago. That sent Sperry's stock up sharply. Yesterday, the stock closed at $51.25.
+Since those merger talks fell through, however, Wall Street has abounded with rumors about other possible partners for the company, including American Telephone and Telegraph, General Motors, Ford and GTE, among others. Industry experts say a merger is extremely likely. And Sperry officers are not doing anything to discourage the possibility.
+In Better Shape",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+STRUGGLING+SPERRY%27S+ALLURE&title=New+York+Times&issn=03624331&date=1985-03-12&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 12, 1985","''I think everyone agrees that at this point there's no hope that Sperry will make it alone,'' said Robert T. Fertig, a computer industry analyst who left a strategic planning post at Sperry a decade ago. ''It's a big ship, and it will take time to sink - but it's already listing.'' ''We missed some rings,'' acknowledged Joseph J. Kroger, the enthusiastic salesman who now heads Sperry's Information Systems Group, and the man often mentioned as the most likely successor to Mr. [Gerald G. Probst]. ''Our customers were buying their minicomputers, and then their micros, from the outside, because we were not in a position to supply them. Now, that's all changing.'' ''It has been a tremendous culture change,'' said Mr. Kroger, who has turned over almost the entire leadership of the computer division. ''We had an N.I.H. culture here,'' he said, using the shorthand term for one of the chief afflictions of large computer makers - ''Not Invented Here.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Mar 1985: D.1.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,425357212,"United States, New York, N.Y.",English,12-Mar-85,"COMPANY AND ORGANIZATION PROFILES; STOCKS AND BONDS; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+13 G.M. FACTORIES STRUCK BY LOCALS; TALKS IN RECESS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/13-g-m-factories-struck-locals-talks-recess/docview/425192959/se-2?accountid=14586,"The assembly lines at the huge Buick complex in Flint were silent today and pickets waved placards as the United Automobile Workers began selected local strikes at 13 General Motors plants.
+The union called the strikes, which are ostensibly over local issues, at plants in nine states shortly before midnight Friday, as the deadline for a national strike approached and negotiations remained stalled. Talks resumed at 11 this morning and continued until about 7:30 P.M.
+The union issued a statement saying, ''We have continued to bargain with the corporation today on the full range of issues, and we have made progress in some areas. Many differences remain, however.''
+Union Pledges to Continue Talks The statement added, ''Our view is that it is best for both sides to break off until tomorrow morning. We shall resume early Sunday, and continue to work for as long as necessary.'' As has been the case the case since Monday, there was no comment from General Motors.
+Although it could have begun a nationwide strike of all 350,000 General Motors plant workers once the deadline passed, the union chose the tactic of partial strikes, which could idle 62,700 workers starting Monday morning.
+Only the Flint plants, which were scheduled to work on Saturday, were immediately affected. However, wildcat actions by rank-and-file workers caused work stoppages at some locations other than the 13 selected sites, including an assembly plant at Lordstown, Ohio.
+15-Hour Strike Near Syracuse
+The president of the union local at a General Motors plant in De Witt, N.Y., a suburb of Syracuse, ordered a strike shortly after midnight without permission of the U.A.W. international. The Associated Press reported that national union leaders ordered an end to the strike today and workers returned to their jobs at 3 P.M.
+Owen F. Bieber, president of the union, said talks would continue indefinitely at General Motors headquarters here. Coatless and tieless, he met with reporters at about 2 o'clock this morning and said: ''The talks have not broken down completely at this point, but there have been some bumps along the way. Both sides need to get a few hours of sleep and then come back and go back at it again.''
+Union's New Tactic
+Mr. Bieber said the hurdles that remained involved the two main issues, job security and wages. The union has been seeking its once-customary annual percentage increase in pay and assurances that current employment levels will be maintained. The company has been offering lump-sum payments that would not become part of basic wages, and income maintenance and retraining for workers displaced by purchases of parts from other countries and by automation. The use of selective strikes is a new tactic for the union and apparently reflects the union's reluctance to bear the cost and public relations damage associated with a nationwide walkout.
+''Throughout these negotiations, we have bargained to avoid a strike,'' the union said in a statement late Friday. ''Tonight, by reserving action on a national work stoppage, we have again demonstrated our good faith commitment to settle our differences with General Motors.''
+By depicting the selected strikes as disputes over local issues, the union's leadership gains more flexibility than if it had simply ordered the workers off their jobs. When a strike is called over national issues, it cannot be ended until an agreement is reached and ratified by the rank and file. This process can take as long as two weeks after a tentative contract is signed.
+Two Agreements for Each Plant
+However, workers often return to their jobs immediately after a tentative accord is reached on local issues, union officials said. Each plant is covered by two agreements, the national contract, which deals with money and national issues, and a local contract, which specifies such things as working conditions.
+Local unions routinely request permission to strike from the national leadership while negotiations are under way, but it is rarely granted while the national talks continue.
+Mr. Bieber and Donald F. Ephlin, the union vice president in charge of General Motors activities, smiled broadly early this morning as they denied that the local strikes were part of a national strategy.
+''Many times we've had national settlements and then had local strikes,'' Mr. Ephlin said with a grin. ''Seeing as we couldn't get a settlement, we let them go first this time.''
+The choice of the 13 locations to be struck was made by Mr. Bieber from among the 80 that have not concluded local negotiations. Of the 147 General Motors locals, 67 have signed tentative local contracts. New Jersey Plant Struck
+The 13 plants include those producing General Motor's most popular models, such as the Pontiac Fiero and Chevrolet Corvette sports cars, as well as those making highly profitable luxury cars. The Linden, N.J., assembly plant, which makes Buick Riviera, Oldsmobile Toronado and Cadillac Eldorado and Seville models, was among those chosen.
+The choices also include plants that have the most vocally militant local leaders. The only strike location that is not an assembly plant is the General Motors Technical Center in Warren, Mich., whose local president, Peter Kelly, is a longtime critic of the union's leadership.
+''I think this is a pretty obvious strategy to close down the plants where the money is,'' said Michael M. Luckey, an auto industry analyst with Merrill Lynch Ecnomics. ''It also give the workers in those plants the opportunity to blow off a little steam.''
+The wildcat walkouts aside, one advantage of the union's strategy is that it postpones the full effect of the walkout until the first shift on Monday, except at Flint. This gives company bargainers time to revise their positions before sustaining losses, which could run as high as $200 million a week if the entire company is closed down.
+That could happen rather quickly, according to analysts, as a result of the auto industry's new policy of maintaining low inventories. General Motors, the analysts say, is unlikely to keep operating its components plants if there are not enough cars being made to use them. ''The impact on the components plants will come more quickly than in the past,'' Mr. Luckey observed. ''It could all come to a halt by Wednesday or Thursday.'' Pickets at Jersey Plant
+LINDEN, N.J., Sept. 15 - Only scattered clusters of workers on volunteer shifts showed up today to set up picket lines in the rain at the General Motors assembly plant here. Those who did, citing job security as their main concern, voiced strong support for the strike and denounced the negotiating tactics of General Motors.
+''If we had taken a harder line against G.M. when they asked for all these concessions, we wouldn't be in the position we are now,'' said Ron Mudzik, a worker at the plant for 20 years, as he stood outside one of the gates picketing with a dozen other workers. ''I feel we threw G.M. a piece of steak and they're giving us peanuts back.''
+Union officials were preparing to set up regular strike shifts at the plant, which employs 5,000 union members. Tony Fernandez, president of Local 595 for the past four years, said many local issues remained unresolved with management.
+Among the most important issues, Mr. Fernandez said, is a management plan to lay off some 400 relief workers, who substitute for other workers on the assembly line. He said the company also plans to end a 10-minute coffee break that workers take three hours after they begin their shifts, a practice that has existed for more than 30 years. Other issues including working conditions and salary disputes remain unresolved, Mr. Fernandez said.
+''If the national strike is settled today,'' Mr. Fernandez said, ''we're on strike on local issues.''
+Striking workers picketing today said they supported the union's fight on local issues but that their overriding concern was job security.
+''We want to be able to have a job this year, next year and the year after,'' said James Burgess, who has worked on the plant assembly line for the past nine years. ''The way it looks now, the future looks very slim.''
+''The money is good, the benefits is good but we need a job in order to survive,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=13+G.M.+FACTORIES+STRUCK+BY+LOCALS%3B+TALKS+IN+RECESS&title=New+York+Times&issn=03624331&date=1984-09-16&volume=&issue=&spage=A.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 16, 1984","''Many times we've had national settlements and then had local strikes,'' Mr. [Donald F. Ephlin] said with a grin. ''Seeing as we couldn't get a settlement, we let them go first this time.'' That could happen rather quickly, according to analysts, as a result of the auto industry's new policy of maintaining low inventories. General Motors, the analysts say, is unlikely to keep operating its components plants if there are not enough cars being made to use them. ''The impact on the components plants will come more quickly than in the past,'' Mr. [Michael M. Luckey] observed. ''It could all come to a halt by Wednesday or Thursday.'' Pickets at Jersey Plant ''If we had taken a harder line against G.M. when they asked for all these concessions, we wouldn't be in the position we are now,'' said Ron Mudzik, a worker at the plant for 20 years, as he stood outside one of the gates picketing with a dozen other workers. ''I feel we threw G.M. a piece of steak and they're giving us peanuts back.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Sep 1984: A.1.",11/14/17,"New York, N.Y.",UNITED STATES,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,425192959,"United States, New York, N.Y.",English,16-Sep-84,AUTOMOBILES; LABOR; WAGES AND SALARIES; STRIKES,New York Times,NEWSPAPER,,,,,,,
+WHERE NEXT FOR ELECTRONICS?:   [Series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/where-next-electronics/docview/425148388/se-2?accountid=14586,"When employees of the Victor Company of Japan make valuable suggestions, they are often rewarded with little statues of a dog, the company mascot.
+It is the same dog that once listened to his master's voice in advertisements for Victrolas. But JVC, as the company is known, has remained true to its mascot, while the RCA Corporation, the American descendant of the Victor Talking Machine Company, discarded it for a time as the company moved into high technology.
+Such devotion to its consumer electronics roots runs deep at the company that made Japan's first television set in 1939 and which, in 1976, developed the VHS format video cassette recorder that surpassed Sony's Betamax for the dominant share in the world market.
+But now JVC faces a challenge. Can it develop a product as successful as its television and video cassette recorder?
+'No Great Growth Product'
+The challenge confronts all of Japan's consumer electronics companies, but is likely to be greatest for the most specialized companies, such as JVC. ''With the exception of the VCR, there's no great growth product left,'' said Darrel E. Whitten, an analyst with Prudential-Bache Securities in Tokyo.
+Indeed, some of Japan's famous consumer electronics companies have already concluded that the industry, which began its spree with Sony's transistor radio in 1955, has passed its prime. These companies are dashing into other fields, such as office automation equipment and semiconductors.
+''One single category of business can last about 30 years,'' said Toshihiko Yamashita, president of the Matsushita Electric Industrial Company, the world's largest consumer electronics concern, which sells under the brand names of Panasonic, Quasar, National and Technics. The consumer electronics industry, which grew more than 20 percent a year during the 1960's and 1970's, can expect to grow only 4 to 5 percent a year from now on, he said.
+The industry has been carried in the past few years by the video cassette recorder, which in 1981 surged ahead of tape recorders and color televisions to become its biggest product.
+Video cassette recorders accounted for almost 40 percent of the 1983 Japanese audio and video production of $16.7 billion, and probably an even bigger share of profits. The Japanese companies hold a virtual monopoly on the product.
+Slowdown in VCR's
+But sales of video cassette recorders will inevitably start to level off. While some analysts and industry officials do not think this will happen for two more years, some already see the signs.
+''The slowdown is happening now, quickly,'' said Michael F. J. Connors, a consumer electronics analyst with Jardine Fleming Securities Ltd. in Tokyo. Part of the slowdown comes from a near-saturation of the market in some countries.
+Consumer electronics companies have responded by diversifying into more business-oriented electronics products, such as telecommunications, computers and semiconductors. Audio makers, such as the TEAC Corporation, the Akai Electric Company and the Sansui Electric Company, with the slowest-growing market, are rushing into the floppy disk drive business.
+''Conventional consumer and electronics goods will end up as commodities,'' said Masahiko Morizono, deputy president of Sony.
+Sony's Direction
+Sony hopes to get 50 percent of its sales from nonconsumer products by 1990, in contrast to 20 percent now, according to Mr. Morizono. Sony is selling components, such as semiconductor chips and video tubes, to other companies instead of merely selling complete products to consumers.
+Matsushita has initiated a plan to diversify by 1986. It is spending heavily on semiconductor research and has joined the Fifth Generation project, a Government-industry effort to develop computers with artificial intelligence.
+Computers are a natural area for consumer electronics companies. The technology is similar, so the companies are pursuing development of home computers.
+And if the home computer works out, it makes sense to try the industrial and business markets as well. Certainly the office computer companies are moving into the home market and it is getting difficult to distinguish between consumer electronics and industrial electronics. Still, the new markets represent no safe ground; competition is fierce.
+Hesitation at JVC
+JVC, for example, which is half owned by Matsushita, recognizes the risk it is taking by trying to move into data storage peripherals and terminals.
+''JVC does not have experience with telecommunications or computers,'' said Ichiro Shinji, its president. Moreover, there is a feeling within the company that overly aggressive attempts to diversify will weaken it in its area of strength.
+As a result, JVC will stick mostly to consumer electronics.
+JVC is banking on the videodisk, which can play recorded movies and music videos, much like video cassette recorders. But it can also store huge amounts of information and allow any piece of that information to be recalled rapidly. Video recorders cannot do that because winding the tape takes too long.
+JVC thinks the videodisks will be used for home entertainment, shopping catalogues and for computer video games, as they are used in Japan. Nevertheless, the disk future is still far from secure; RCA has already abandoned its videodisk system.
+Even if JVC is on the right track, some analysts say, it is backing the wrong horse. It has developed the VHD videodisk system, which can be made easily. But many say the future lies with the laser disk system, championed by Pioneer Electronics.
+Some 80,000 VHD disk players were sold in the latest fiscal year, the first year the product was on the market and JVC expects that sales of 170,000 this year. Pioneer, on the other hand, expects about 250,000 of its system to be sold worldwide this year.
+Other Potential Markets
+Another potential market is the home computer. Sales of home computers are growing rapidly in Japan, but there is still a question as to the ultimate usefulness of such machines. Closely connected is the area of new media, which includes cable television and electronic information services.
+There are also digital audio disk systems, which went on sale late in 1982. The sales are below industry expectations. That is partly because the digital disk system is perceived as a higher quality replacement for the conventional phonograph, but not as something that offers truly new functions, as the video recorder did. Also, the systems are expensive and disks are in scarce supply.
+Many products under development at JVC and its competitors are not truly new. Rather, JVC and other companies hope to get extra mileage out of existing products by digitizing them, miniaturizing them and combining them.
+Exotic Improvements
+Some of the improvements are truly exotic. At one point a visitor to JVC's laboratory is asked to sit down and close his eyes. A mosquito starts buzzing so close to his head that he wants swat it. Then a woman starts walking toward him, speaking all the while, until she is whispering in his ear. But both mosquito and woman are merely sounds coming from speakers 20 feet away, recorded with a technology called biphonic sound.
+All these improvements can help spur sales. But they are all ''variations on a theme,'' said Mr. Whitten of Prudential-Bache, who thinks that major growth will come only from a truly new product.
+But JVC is not deterred by those who exhort it to diversify.
+''They don't have enough passion toward what kind of role the videotape recorder will play,'' said Shizuo Takano, senior managing director of video research and development. He noted that it was two relatively specialized companies, Sony and JVC, that came up with the video recorders, not diversified companies such as Hitachi and Matsushita.
+Mr. Takano, known within the company as ''Mr. VHS'' for his work in developing the video recorder, compares development of video technology to his hobby of growing and shaping miniature trees, known as bonsai. Both take almost unwavering commitment for years before they bear fruit.
+Many think he is right. ''There's still fun to be had,'' said Mr. Connors of Jardine Fleming. ''Anyone who says consumer electronics has no future has no imagination.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHERE+NEXT+FOR+ELECTRONICS%3F%3A+%5BSERIES%5D&title=New+York+Times&issn=03624331&date=1984-08-27&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 27, 1984","The challenge confronts all of Japan's consumer electronics companies, but is likely to be greatest for the most specialized companies, such as JVC. ''With the exception of the VCR, there's no great growth product left,'' said Darrel E. Whitten, an analyst with Prudential-Bache Securities in Tokyo. ''One single category of business can last about 30 years,'' said Toshihiko Yamashita, president of the Matsushita Electric Industrial Company, the world's largest consumer electronics concern, which sells under the brand names of Panasonic, Quasar, National and Technics. The consumer electronics industry, which grew more than 20 percent a year during the 1960's and 1970's, can expect to grow only 4 to 5 percent a year from now on, he said. Many think he is right. ''There's still fun to be had,'' said Mr. [Michael F. J. Connors] of Jardine Fleming. ''Anyone who says consumer electronics has no future has no imagination.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Aug 1984: D.1.",11/15/17,"New York, N.Y.",JAPAN,"Pollack, Andrew",New York Times Company,,Newspapers,425148388,"United States, New York, N.Y.",English,27-Aug-84,ELECTRONICS; TELEVISION; VIDEO RECORDERS; SALES; SURVEYS AND SERIES; DIVERSIFICATION OF BUSINESS; CASSETTES; SCIENCE AND TECHNOLOGY,New York Times,Se ries,,,,,,,
+Reasoning Ability of Experts Is Codified for Computer Use,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reasoning-ability-experts-is-codified-computer/docview/424906610/se-2?accountid=14586,"Almost no college teaches it, but a new kind of engineering has burst on the American scene. Many people believe it may ultimately exert as profound an influence on the workplace as factory automation did decades ago.
+It is called ''knowledge engineering,'' and its task is to interview leading experts in science, medicine, business and other endeavors to find out how they make judgments that are the core of their expertise. The next step is to codify that knowledge so computers can make similar decisions by emulating human inferential reasoning.
+The knowledge engineer does this by reducing the expert's wisdom to a series of interconnected generalized rules called the ''knowledge base.'' A separate computer program called an ''inferential engine'' is then used to search the knowledge base and draw judgments when confronted with evidence from a particular case, much the way an expert applies past knowledge to a new problem.
+''In every organization there is usually one person who is really good, who everybody calls for advice,'' said Sheldon Breiner, chairman of Syntelligence in Menlo Park, which is attempting to build a system to make underwriting decisions for a major New York casualty insurance company that he would not name. ''He is usually promoted, so that he does not use his expertise anymore. We are trying to protect that expertise if that person quits, dies or retires and to disseminate it to a lot of other people.''
+While knowledge engineering is still a primitive art, it has already been used with some success in prospecting for minerals, diagnosing disease, analyzing chemicals, selecting antiobiotics and configuring computers. These programs are called ''expert systems.''
+And such is their promise that hundreds of American companies have begun to look into the possibility of using expert systems to perform such diverse tasks as evaluating casualty insurance risks, making commercial credit decisions and controlling oil-well drilling, tasks that are extremely difficult and often done well only by a relatively small number of experts.
+While industry has used computer scoring systems analytically to advise executives making decisions, designers of the new systems hope eventually to duplicate judgments by human experts. For that reason, the potential commercial exploitation of expert systems has become one of the hottest new ''games'' here in California's region of silicon-based electronics concerns and other centers of American high technology. Numerous small firms, like Syntelligence, have been set up in recent months by the engineer-entrepreneurs here in Silicon Valley.
+Experts Are Interviewed
+Their knowledge engineers are now interviewing experts in such fields as military technology, investment banking and genetic engineering. In addition, some major companies, including Xerox and Lockheed have set up their own knowledge engineering groups.
+The expert systems concept is a branch of ''artificial intelligence,'' a broad term encompassing a variety of university research efforts in recent years to simulate human symbolic and subjective reasoning. Powerful computers have made it possible to solve problems not only algorithmically, or by numbers, but also by processing the words and symbols used in most specialized fields of expertise.
+Some critics view knowledge engineering as a threat, as the vanguard of an Orwellian future in which thinking machines take control. But the knowledge engineers do not see it that way.
+''We are trying to demystify it,'' Mr. Breiner said. ''The systems are really not that exotic or powerful today. The expectations are too high about what they can do. These are advisory systems only.'' He added that the ''domain expert'' on whose expertise the knowledge base is built will always have more skill than the system and will still be needed to calibrate it.
+Nonetheless, many say the possibility of aggregating the knowledge and insights of several experts in the same field opens the prospect of computer- aided decisions based on more wisdom than any one person can contain.
+Still, there are skeptics. Last April, Roger C. Schank, director of the Artificial Intelligence Project at Yale, told a group of scholars that expert systems were flawed in that they could not perform a key function of the human brain: learning from experience. All the intelligence in the system, he said, comes from the mind of the knowledge engineer. ''We don't have programs that are truly creative, or truly inventive, or can understand the complexities of somebody's reasoning,'' he said.
+But Mr. Breiner said he believed it was theoretically possible for a machine to learn; that is, to build on the questions it is asked daily by users to add to its information base.
+A major limitation of expert systems thus far is that they work best in cases in which knowledge lends itself to classification of facts into neat categories, against which new evidence can be weighed and balanced. Medical diagnosis or chemical analysis are good examples of this. Much more difficult, the knowledge engineers say, is simulating the more creative, or ''synthetic,'' kind of expertise that goes into designing a circuit, proving a mathematical theorem or writing a story. Origin of Systems
+The first expert systems were used for scientific and medical purposes. Among the pioneers was Dendral, a program developed by Joshua Lederberg and Edward Feigenbaum at Stanford University to identify organic molecules, which has proved faster and more more accurate than human experts. Another was Internist, later renamed Caduceus, developed at the University of Pittsburgh, which has proved highly effective in diagnosing problems of internal medicine.
+The new flurry of activity, however, is based on the growing perception that expert systems can be sold in the far more lucrative commercial markets. Among the new entrants are Applied Expert Systems of Cambridge, Mass., working on personal financial planning; Brattle Research of Boston, looking into investment portfolio management; Inference Corporation of Los Angeles, working on banking applications; Teknowledge of Palo Alto, Calif., doing various technical applications, and Intelligenetics of Menlo Park, involved in genetic engineering.
+Syntelligence is as typical as any. Mr. Breiner, its 47-year-old chairman, was trained as a geophysicist at Stanford. He applied magnetometers to such diverse uses as uncovering hidden archeological sites, finding avalanche victims and discovering mineral deposits. He built a large fortune as founder of Geometrics in Sunnyvale, Calif., makers of instruments for oil and mineral exploration. Now he is off on knowledge engineering.
+Syntelligence engineers are interviewing a dozen of the New York insurance company's top underwriters. They try to establish and refine rules and connections that underly decisions. Typically, the engineers say, the experts bridle a bit, saying their knowledge cannot be so neatly encoded, that they go often by hunch and instinct.
+''But if you press further, a lot of gut feeling is really very systematic, is not pure hunch,'' said Mr. Breiner.
+The process usually involves reducing the expertise to several hundred rules stated in ''if-then'' terms. That is, if certain conditions exist, then certain conclusions are likely to be drawn. Thus, for example, a fire insurance underwriter evaluating a restaurant might say if the building construction is good, fire protection is nearby and there are no unusual hazards in the neighborhood, then the company will issue insurance.
+This process goes on until a complex web of rules is spun. As a practical matter, the elements are not all equally important; so numerical weights are given to each statement. It is all knitted together into a set of ''inference rules'' characterizing the relationships between all the evidence available and the logical conclusions that can be derived from the information. Human reasoning is then emulated by ''chaining'' forward and backward through the rules. That is, the computer either reasons forward from a set of facts toward a solution or backward by first setting up a hypothetical solution and then looking for the evidence to support it.
+The ''inference engine'' is crucial to the system. It is designed to work on any knowledge base, to be detached and hooked in wherever needed, like a train locomotive. The engine asks the user the appropriate questions needed to answer the problem. It then sifts through the chains of rules set up in the knowledge base, discounting the significance of each piece of evidence presented to it according to the strength of each rule in the base.
+A major problem confronting the knowledge engineer is what to do when the experts being interviewed disagree. The choice is either to pick one and go with that expert or to do separate runs and let the user decide which to go with. Ultimately, in all cases, Mr. Hart said, ''The human user retains responsibility for the decision.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Reasoning+Ability+of+Experts+Is+Codified+for+Computer+Use&title=New+York+Times&issn=03624331&date=1984-03-29&volume=&issue=&spage=A.1&au=ROBERT+REINHOLD%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 29, 1984","The knowledge engineer does this by reducing the expert's wisdom to a series of interconnected generalized rules called the ''knowledge base.'' A separate computer program called an ''inferential engine'' is then used to search the knowledge base and draw judgments when confronted with evidence from a particular case, much the way an expert applies past knowledge to a new problem. ''In every organization there is usually one person who is really good, who everybody calls for advice,'' said Sheldon Breiner, chairman of Syntelligence in Menlo Park, which is attempting to build a system to make underwriting decisions for a major New York casualty insurance company that he would not name. ''He is usually promoted, so that he does not use his expertise anymore. We are trying to protect that expertise if that person quits, dies or retires and to disseminate it to a lot of other people.'' ''We are trying to demystify it,'' Mr. Breiner said. ''The systems are really not that exotic or powerful today. The expectations are too high about what they can do. These are advisory systems only.'' He added that the ''domain expert'' on whose expertise the knowledge base is built will always have more skill than the system and will still be needed to calibrate it.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Mar 1984: A.1.",11/15/17,"New York, N.Y.",,"ROBERT REINHOLD, Special to the New York Times",New York Times Company,,Newspapers,424906610,"United States, New York, N.Y.",English,29-Mar-84,DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+FRAMEWORK OF NEW U.S. JOB PROGRAM IS IN PLACE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/framework-new-u-s-job-program-is-place/docview/424799445/se-2?accountid=14586,"The new Job Training Partnership Act, which replaces the Comprehensive Education and Training Act, went into effect today, and the Labor Department says the machinery for paying for the program is in place in all 50 states and seven territories, as well as in most large cities.
+The new structure, which President Reagan hailed today as a ''historic and bold program,'' is designed to train thousands of disadvantaged youths in marketable skills and retrain hundreds of experienced adult workers who have permanently lost their jobs in the recession. More than $3.5 billion is to be distributed to state manpower and training offices and then on to newly formed local advisory councils controlled by private industry, the department said. Economy 'Turned the Corner'
+Mr. Reagan, in his weekly radio address, said the act ''demonstrates that we're not only correcting the mistakes of the past'' but that ''the outlook for America is good and getting better.''
+He said the economy had ''turned the corner toward long-term recovery,'' and said that since December 1982 economic growth had added 2.5 million jobs and reduced the number of unemployed by 1.3 million. ''But we must not rest until every American who wants a job finds a job,'' he said.
+The Labor Department said this month that 10.6 million Americans were out of work in August, for an unemployment rate of 9.4 percent, in contrast to 12 million jobless when the rate was 10.8 percent in December. Smaller Budget and Bigger Goals
+The goals of the new act, the only major piece of longterm labor legislation to be embraced by the Reagan Administration, are similar to those of the Comprehensive Education and Training Act, but there are several significant differences in the programs.
+The budget of the new job act is barely half that of the old program and will be spread much thinner. The money will have to pass through state manpower training offices, a layer of administration CETA did not have.
+The new program does not provide money to state or municipal governments for public works jobs. Nor is there any money in the new plan for living expenses of trainees.
+Most of the money in the new program, $2.2 billion, is designated for the vocational and on-the-job training of poor youths. Reflecting the apparent shift of jobs from heavy manufacturing to the service industries, this training will concentrate on health care, clerical and office machine operation, food services, automobile mechanics, construction trades and computer sciences.
+A much smaller portion of this year's funds, $215 million, is available for retraining workers who lost their jobs in heavy industry because of the recession and automation of their factories. Money for Special Groups
+The act will also provide money to continue the Job Corps, the Federal program that is training 42,000 poor youths at residential centers. And some money is available for training special groups, including Indian tribes.
+The money became available today, said Albert Angrisani, an Assistant Labor Secretary in charge of the program.
+''We've done everything necessary from the Washington end,'' he said. ''The funds are available. State offices for employment and training have been created in each state that didn't already have one. And more than 500 new private industry councils have been organized and approved. It's up to them now to see that the training begins and that there are prospects of jobs for the trainees when they're finished.''
+The first trainees will begin classes as soon as the private industry councils' training plans are approved and contracts are signed with the private concerns or schools that will provide the training. In some areas, classes will begin immediately. In others, training will not start for several months. Trainees who are still completing courses started earlier this year under the Comprehensive Education and Training Act will be assured support under the new program to finish these courses, the department said. 'Service Delivery Areas'
+The new plan also differs from CETA in that state governments are now responsible for dividing their states into ''service delivery areas'' where the new industry councils will determine the type of training programs created and contract with local educational groups to provide the training.
+Unlike CETA, where the industry councils were often controlled by municipal officials and local educators, the councils under the new act will be headed by local businessmen and corporation officials, though they will continue to include union and municipal officials and educators. In theory, these private businessmen will make certain that the training is realistic, in fields in which they know jobs are available, Mr. Angrisani said.
+A recent check by The New York Times of many states and cities where unemployment rates are high found most of them with state training offices and local industry councils in place. New York Funds Reduced
+In New York, the state will have $195 million in training funds to distribute among the industry councils in 34 training areas. The executive director of the State Job Training Partnership Council, Peter Manella, said he expected training courses to begin late this month, and that in the next nine months between 48,000 and 50,000 people would be trained.
+The private industry council in New York City has completed plans to train more than 15,000 people and to provide special assistance for 5,000 others through the city's Testing, Assessment and Placement program. Courses are planned in clerical, building, food, and hotel services, in dental and health care and in television repair.
+The city's share of the training funds has been set at $54 million. Last year it had $101 million for CETA programs, including $34 million for summer youth employment. Ron Gault, head of the city's Department of Employment, said his department expected to finance 90 to 100 training programs, in contrast to 140 last year.
+State training officials in New Jersey expect to pass $82 million on to the councils in 19 areas. Among these, the council for Jersey City and Hudson County is asking local industrial leaders for assistance in establishing high- technology training courses and to teach youths construction skills with the aim of employing them on the development of the Hudson River waterfront.
+Two major exceptions to these examples of readiness are the Buffalo-Lackawanna area in New York, where unemployment is more than 11 percent, and in the Bangor district of Maine. In both, local CETA training programs had been vigorous.
+But the addition of a state administrative level has led to jurisdictional disputes among the localities, the Governor and the state labor offices. The parties have asked the courts to decide these disputes, and this is certain to delay their new programs for many months.
+Another serious concern of many state employment directors and local private industry council directors was the prospect of budget cuts.
+One training center in Pittsburgh was expecting a cut of 24 percent to 33 percent. Employment training officials in Chicago described the new programs as ''a new form of CETA, with less money and without the added incentive of public service jobs.'' Lack of Living Expenses
+There was also concern among many state and local training directors about the lack of money to pay living expenses and other incidental costs of the trainees. Money for transportation, day care for children or lunches for the participants will have to be provided by the local private industry council from its administration allowance. Seventy percent of the Federal funds must be spent on training, with a maximum of 30 percent allowed for administration costs.
+In New York City, Mr. Gault said the limits on payments of stipends and other support money were ''an egregious wrong.''
+''They are a built-in brake on a person's enthusiasm to getting involved in the training programs,'' he said.
+Many of the state, local, and private industry officials involved with the new program applauded the higher level of private business and industry control over job progams. They said they expected this to result in more realistic skill training and greater chances of jobs for the trainees.
+''A big problem with that earlier training was that it often didn't lead directly to jobs,'' said Stephen W. Mahon, a Westinghouse official in Pittsburgh. ''We hope we can correct that.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FRAMEWORK+OF+NEW+U.S.+JOB+PROGRAM+IS+IN+PLACE&title=New+York+Times&issn=03624331&date=1983-10-02&volume=&issue=&spage=A.22&au=King%2C+Seth+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 2, 1983","Mr. [Reagan], in his weekly radio address, said the act ''demonstrates that we're not only correcting the mistakes of the past'' but that ''the outlook for America is good and getting better.'' ''We've done everything necessary from the Washington end,'' he said. ''The funds are available. State offices for employment and training have been created in each state that didn't already have one. And more than 500 new private industry councils have been organized and approved. It's up to them now to see that the training begins and that there are prospects of jobs for the trainees when they're finished.'' ''A big problem with that earlier training was that it often didn't lead directly to jobs,'' said Stephen W. Mahon, a Westinghouse official in Pittsburgh. ''We hope we can correct that.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Oct 1983: A.22.",11/14/17,"New York, N.Y.",UNITED STATES (1983 PART 1),"King, Seth S",New York Times Company,,Newspapers,424799445,"United States, New York, N.Y.",English,2-Oct-83,LABOR; JOB TAINING PARTNERSHIP ACT; COMPREHENSIVE EDUCATION AND TRAINING ACT; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+ELECTRONIC COMFORT IN 'HOUSE OF FUTURE',"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/electronic-comfort-house-future/docview/424744036/se-2?accountid=14586,"IT'S called Xanadu and maybe
+it's a pleasure dome. Kublai
+Khan had nothing to do with it.
+This one is located, appropriately, at the approach to Walt Disney World near Orlando, Fla., and when it opens to the public today, the new Xanadu will give visitors a glimpse of what its designer envisions as ''the home of the future.''
+The structure was conceived by the architect Roy E. Mason as a showcase for the emergent technology that Mr. Mason believes will transform American home life during the brief remainder of this century. According to Mr. Mason, Xanadu represents ''advanced technology as the determinant of home design.''
+True to his vision, Mr. Mason has packed the house with more electronic devices than a command station in ''Star Trek,'' and he likes to use the term ''archetronics'' for this interlacing of electronics with home design. Mr. Mason, who graduated from Yale University's School of Architecture, has built more than 50 houses and specializes in ''energy efficient'' structures. He regards himself as a futurist making a prophetic statement. If the statement remains somewhat ambiguous, Xanadu certainly offers an eye-catching display of state-of-the-art electronic gadgetry. In its outer aspect, Xanadu is - to say the least - a radical departure from established norms. A congeries of bulbous shapes, it suggests a cross between a bunch of outsize onions and a lopsided circus tent. The multiple domes derive from the method of construction.
+The house wasn't really ''built'' in the customary sense of the word. Rather, it was sprayed as a plastic foam onto big balloons. After the plastic had hardened, the balloons were deflated and pulled out from underneath. What remains is a series of cavelike interior spaces that Mr. Mason regards as ''organic forms, more attuned to the human sense of shelter than the usual rectangular shapes.''
+The polyurethane foam is certainly a good insulator, making Xanadu an energy conserving building, and the cost of construction is said to be up to 20 percent cheaper per unit space than conventional building methods.
+The 6,000-square-foot, two-story structure, containing the equivalent of 15 separate rooms in its mostly open interconnected spaces, was built for $300,000. But Mr. Mason is confident that a 2,000-square-foot version would be ''affordable'' at $80,000. Xanadu has been constructed with the backing of Robert Masters, a businessman who invests in model ''energy-efficient'' houses and who financed a previous project of this kind at Wisconsin Dells, Wis., also designed by Mr. Mason.
+''Test-drive the future!'' the Robutler - a small robot programmable to do domestic chores - welcomes the visitor to Xanadu in a flat, synthesized voice. When adequate software is developed for this ''creature,'' the Robutler will serve drinks, fetch things, hang up clothes and vacuum the floor. He looks like something from ''Star Wars'' and may be a partial solution to the household help problem. Anyway, he's cute.
+More important is the automation integral to the house. A central computer monitors and controls the temperature in each room, senses and adjusts light levels, raises and lowers blinds according to the sun's position and the weather, turns appliances on and off, reports on energy consumption and suggests alternative patterns of energy use to save money.
+Computer terminals and display screens appear in almost every room, some prominent, some discreetly tucked away. The terminal on the kitchen counter acts as a dietitian. Tell it your actual and ideal weight, your food allergies (if any), your favorite dishes and what you can't stand - and the computer dreams up appropriate menus for the week and presents you with the recipe for each dish. It keeps an inventory of your larder, along with a shopping list.
+When two-way video cable comes to Florida, the computer will order the groceries all by itself, pay the bill by way of electronic banking and keep track of your household budget.
+If it's an Italian dinner, the video screen in the sunken dining nook will take you down the Amalfi drive (via videotape). Wiener schnitzel is aptly accompanied by the vistas of Vienna, and so on ad geographic infinitum.
+After dinner, relax in the Sensorium. Once upon a time, this was called the drawing room and was equipped with brandy and cigars. This one will be equipped with biofeedback sensors that tally up your pulse rate from your tactile contact with the sofa. From this, the computer guesses your mood - or at least your relative state of agitation or repose - and selects suitable music for the stereo system. The choice can be programmed either to support your mood or to alter it.
+The computer also selects appropriate works of art for display on the video projection screen, supplied from a videodisk storing great paintings from Giotto to Jackson Pollock. Or, the computer could try its own ''hand'' at it and entertain the occupants with computer graphics.
+The home office is important because Mr. Mason doesn't expect you to go to work. Prospective Xanadu dwellers will telecommute. They'll do their jobs by long-distance, without ever leaving home.
+No books are to be seen. Presumably you don't need them if your terminals are tied in to central data bases like the Library of Congress. Once that's all hooked up, it will tell you everything you need to know with instant updates.
+Of course you can still read for pleasure, if you like, but you may not have the time for it, what with more than 60 television channels coming from the satellite dish and just about every movie of the past 50 years available on tape.
+In the bathroom the outsize Jacuzzi has a serving table in the middle in case you want champagne - or anything else - in the tub. The video screen above the tub can show any program you want, but normally it features a great rushing waterfall.
+After the bath you enclose yourself in the environmental chamber that provides any climatic condition of your choice from steamy sauna to dry heat. And when you come out, an electronic exerciser tones up your muscles without your moving a muscle.
+Meanwhile the kids are in the Learning Alcove, where interactive computer programs presumably develop their minds. And when you're tired from all this, retire to the circular bed surrounded by electronic gadgetry that allows you to monitor any aspect of the house from a supine position and maintains security through devices that sense the approach of intruders, automatically turn on the lights and call the cops. The bedside phone wards off inopportune callers with a built-in device that screens incoming calls and delivers alternate messages.
+For all its high-tech aspects, Xanadu is almost cozy. The credit for this goes mostly to the Orlando interior designer Marcia Farrar Girdley, who softened the starkness of the plastic wall with cushy furniture - mostly large sectional pieces - upholstered in pastels. When seen late last month, the project was still incomplete, many of its electronic features were not yet in place and computer programs had not yet been worked out.
+With all its diverse technical options, the house of the future, as envisioned by Mr. Mason, can enormously enrich the domestic routine of its occupants.
+But like any other architectural design, it also imposes a certain discipline, and not everyone may feel sufficiently intimate with computers to share a house with them. It may be largely a question of temperament whether one feels in control of the gadgetry or vice versa.
+Although the project makes no bones about being a commercial venture intended to attract curious passers-by, the visitor who pays the $4.50 admission price is somehow left to wonder just how to react. Is it an expression of an earnest architectural creed or merely a sideshow and a public entertainment, located symbolically as well as actually between Disney World and an alligator farm?
+Something of a hodgepodge of offbeat architecture and advanced electronics, Xanadu offers many ideas - not all of them original - about domesticity in a high-tech era.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ELECTRONIC+COMFORT+IN+%27HOUSE+OF+FUTURE%27&title=New+York+Times&issn=03624331&date=1983-08-25&volume=&issue=&spage=C.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 25, 1983","True to his vision, Mr. [Roy E. Mason] has packed the house with more electronic devices than a command station in ''Star Trek,'' and he likes to use the term ''archetronics'' for this interlacing of electronics with home design. Mr. Mason, who graduated from Yale University's School of Architecture, has built more than 50 houses and specializes in ''energy efficient'' structures. He regards himself as a futurist making a prophetic statement. If the statement remains somewhat ambiguous, Xanadu certainly offers an eye-catching display of state-of-the-art electronic gadgetry. In its outer aspect, Xanadu is - to say the least - a radical departure from established norms. A congeries of bulbous shapes, it suggests a cross between a bunch of outsize onions and a lopsided circus tent. The multiple domes derive from the method of construction. The house wasn't really ''built'' in the customary sense of the word. Rather, it was sprayed as a plastic foam onto big balloons. After the plastic had hardened, the balloons were deflated and pulled out from underneath. What remains is a series of cavelike interior spaces that Mr. Mason regards as ''organic forms, more attuned to the human sense of shelter than the usual rectangular shapes.'' ''Test-drive the future!'' the Robutler - a small robot programmable to do domestic chores - welcomes the visitor to Xanadu in a flat, synthesized voice. When adequate software is developed for this ''creature,'' the Robutler will serve drinks, fetch things, hang up clothes and vacuum the floor. He looks like something from ''Star Wars'' and may be a partial solution to the household help problem. Anyway, he's cute.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Aug 1983: C.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424744036,"United States, New York, N.Y.",English,25-Aug-83,HOUSING; DATA PROCESSING; PLASTICS; XANADU (FUTURISTIC HOME),New York Times,NEWSPAPER,,,,,,,
+G.M.'S 'LAST-WORD' AUTO PLANT,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-m-s-last-word-auto-plant/docview/424659290/se-2?accountid=14586,"If the American auto industry has an answer to the quality and cost advantages enjoyed by Japanese producers, part of it is to be found here at the General Motors Corporation's newest assembly plant, which is due to start producing Cadillacs and Oldsmobiles later this year.
+The new plant, described by G.M. as the last word in automation, sophisticated manufacturing systems and enlightened labor relations, is one of three the auto maker is building at a cost of $500 million each. They are all scheduled to be turning out new models by 1985.
+The plant is big - 72 acres under one roof - and filled to the walls with robots and other automated equipment. Eighty-five percent of all the welding on the new cars will be done by machine, and all the painting.
+Components will be delivered to the plant in trucks with sides that open like gull-wing doors, a design that will permit faster unloading. Once inside, the parts will be delivered to where they are needed on the assembly line by computerized, unmanned forklift trucks. 'Unusual for G.M.'
+''The plant is new, the concept is new and the product is new,'' said Ralph Donaldson, director of plant engineering at the facility. ''We finally got all the parts of the company working together as a unit on this, which is unusual for G.M.''
+Indeed, a lot of things that were once unusual have become commonplace as the nation's Big Three auto companies have been jarred out of long-established patterns by the success of imported cars. Without restraints on the Japanese, some industry analysts say, imports could capture as much as 40 percent of the American car market, instead of the current 26 percent.
+Nevertheless, some academic specialists and others who follow the American auto industry closely are cautiously optimistic that Detroit's changed way of doing business will sharpen its competitive edge, although they say the results may not be immediately obvious.
+''It's like when a person neglects their health and gets sick,'' said Prof. David Cole, director of automotive research at the University of Michigan. ''It takes a while for the medicine to work. Well, the auto industry has taken its medicine and we should start seeing the effects soon.'' Shifting Consumer Tastes
+Detroit has certainly seemed sickly enough over the past four years. The oil shortage in 1979 switched consumer demand from large to small cars almost overnight, and the subsequent recession produced losses in the billions as the industry was forced into its most extensive retooling since the end of World War II.
+Even now, an apparently fickle public has shifted back toward larger cars, giving planners fits. The shock of 1979 notwithstanding, the Big Three auto makers find themselves having to offer incentives to sell fuel-efficient small cars while running their big car factories on overtime to meet increased demand.
+There are other trouble spots as well. Although the auto companies trumpet their dedication to quality in public statements and advertising, the steady stream of recalls does little to substantiate the claims. A survey by the American Society for Quality Control in 1981 found only 17.6 percent of Americans considered domestic cars to be high-quality products. Labor Cost Outlook
+Labor costs, which were trimmed somewhat by union concessions in 1982, may surge again as members of the United Automobile Workers union demand wage increases to make up lost ground, worsening Detroit's cost disadvantage with the Japanese.
+The Orion plant is part of Detroit's strong medicine. G.M. resisted the temptation to save money by adapting an existing factory to a new line of cars, as it had often done in the past. Instead, it is closing two old plants in the nearby city of Pontiac and shifting the operations to the new location.
+''In an existing facility, you're entrenched,'' said Leslie D. Richards, the plant manager. ''You can't take a clean sheet of paper and maximize the environment for quality and for people. In a new plant, you can provide the right lighting and air-conditioning and put the product at the right height for the person to work. You can restructure the work force. Here we could just throw away the book in terms of organization.''
+G.M., of course, is not the only auto company refurbishing its facilities, although its financial muscle allows it to do more than its smaller competitors. The Ford Motor Company and the Chrysler Corporation have both poured billions of dollars into retooling, and Chrysler is buying an unfinished assembly plant from Volkswagen of America to add capacity. New Models Praised
+Meanwhile, some of Detroit's new car models have drawn praise from former critics.
+''If we had been building cars like the Topaz for the last 10 years, the Japanese would have never gotten past 14 percent of the market,'' said David E. Davis Jr., editor of Car & Driver magazine, a trade publication that has been critical of American cars. The Topaz is the Mercury version of Ford's new line of compact cars.
+The major remaining problem for the American auto industry, Mr. Davis and others say, is to make subcompact cars as well as the Japanese. This is a particular problem for G.M., Mr. Davis observed.
+''It doesn't give them much credibility when they say they have to go to Japan for small cars,'' he said, referring to G.M.'s plans to import some Japanese-made cars and jointly manufacture one model with the Toyota Motor Corporation. Credit for Adapting
+Michael Driggs, the United States Deputy Assistant Secretary of Commerce for Automotive Affairs, said the industry had not been given credit for the rapid progress it has made in adapting to current conditions.
+''You can't fault Detroit for not anticipating a sudden and drastic shift in the market,'' he said. ''And their investment as a percentage of sales has been 15 percent over the past few years, which is more than twice what U.S. industry in general has been able to make.''
+Other experts, including Prof. William Abernathy of the Harvard Business School, say that the industry's change of emphasis is as important as the dollars it is investing.
+Detroit's obsession with financial goals and marketing gimmicks is being replaced by greater attention to innovative engineering and production techniques that emphasize doing things right the first time, he said.
+At Cadillac's 60-year-old Clark Avenue plant on Detroit's west side, for example, nearly the final third of the assembly line is devoted to repairing mistakes made earlier. The repair areas at Orion are small and few. Changing Approach to Design
+There is also a ferment under way in American car design, a degree of change not seen in the industry since the introduction of automatic transmissions and the high compression V-8 engine in the early 1950's.
+For example, most new models of American cars have switched from rear-wheel to front-wheel drive for more efficient use of interior space. The convertible has been revived. New small vans will be introduced this fall as an alternative to conventional station wagons. Electronic engine controls have largely replaced cruder mechanical devices, and more electronic marvels are on the way.
+This period of technological change presents an opportunity for Detroit to leapfrog the Japanese car companies, Professor Abernathy maintains, since the Japanese are best at very careful utilization of standard technology.
+And Professor Cole, who may have a special insight into the workings of the auto industry as a son of Edward N. Cole, a former president of G.M., said: ''It is hard to find something that is not being changed today. I see movement everywhere. That's what gives me confidence they are on the right course.''
+Illustration Table with information on G.M. plant in Orion township (Page D4) photos of G.M. plant",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.M.%27S+%27LAST-WORD%27+AUTO+PLANT&title=New+York+Times&issn=03624331&date=1983-06-06&volume=&issue=&spage=D.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 6, 1983","''It's like when a person neglects their health and gets sick,'' said Prof. David Cole, director of automotive research at the University of Michigan. ''It takes a while for the medicine to work. Well, the auto industry has taken its medicine and we should start seeing the effects soon.'' Shifting Consumer Tastes ''In an existing facility, you're entrenched,'' said Leslie D. Richards, the plant manager. ''You can't take a clean sheet of paper and maximize the environment for quality and for people. In a new plant, you can provide the right lighting and air-conditioning and put the product at the right height for the person to work. You can restructure the work force. Here we could just throw away the book in terms of organization.'' ''You can't fault Detroit for not anticipating a sudden and drastic shift in the market,'' he said. ''And their investment as a percentage of sales has been 15 percent over the past few years, which is more than twice what U.S. industry in general has been able to make.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 June 1983: D.1.",11/15/17,"New York, N.Y.",ORION TOWNSHIP (MICH),"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,424659290,"United States, New York, N.Y.",English,6-Jun-83,AUTOMOBILES; FACTORIES AND INDUSTRIAL PLANTS; REFORM AND REORGANIZATION; LABOR; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+HIGHER EDUCATION; COLLEGES JOIN THE UNEMPLOYMENT BATTLE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/higher-education-colleges-join-unemployment/docview/424598678/se-2?accountid=14586,"COLLEGES and universities used to be structurally unemployed in the nation's unemployment problems, confining their interest to studies in the classroom. But no more. Prompted by record unemployment rates of 30 percent or more in some parts of the nation, an increasing number of them are providing tuition for the jobless, retraining for the hard-core unemployed and aid to governmental agencies, civic groups, and unions in finding new positions for blue-collar workers as well as professionals.
+''More colleges are attacking the problem of unemployment today because they realize that there is no job security anymore,'' said Vilma Allen, director of continuing education at Fairfield University in Connecticut, which set up one of the first programs in the nation to help the unemployed. ''Assembly-line workers in auto plants as well as executives of multinational corporations are losing their jobs because so many industries and occupations are being changed or eliminated.''
+Recent studies by the Federal Bureau of Labor Statistics support Mrs. Allen's observation. In 1981, 23.4 million Americans, or about one of five workers, were unemployed at some time or other during the year. Last year more than one of every three skilled workers had been laid off.
+Social statisticians, such as Dr. Marcus Felson of the University of Illinois, say changes in enrollment have made schools more aware of the problems of the jobless.
+''Colleges and universities are becoming increasingly dependent upon adults rather than 18- to 22-year-olds to fill their classrooms because the baby boom is over,'' he said. ''Higher education also recognizes that it has to do something to alleviate unemployment because its future depends upon it. If people don't have jobs, then they aren't going to be able to support colleges and universities.''
+The experience of Fairfield University is typical of the approach adopted by many schools in aiding the jobless. Fairfield, which has long offered its students and graduates help in finding summer or permanent jobs, decided in 1981 to offer a special workshop in career development for unemployed teachers in its area.
+Besides demonstrating to the teachers how to find new positions through professional groups, how to write resumes and how to answer difficult questions at interviews, the counselors show them how the skills they had acquired in education could qualify them for jobs in advertising, data processing and other white-collar fields..
+''One of the biggest problems in working with the unemployed is overcoming their tendency to restrict themselves to looking for the same kinds of jobs they had before,'' said Mrs. Allen. ''By getting them to analyze their interest, needs, and priorities, we encourge them to start thinking about jobs and occupations they never considered before.
+Other colleges are offering programs for persons who have a long history of unemployment and little formal education. Many of these programs include remedial education in English and mathematics, as well as instruction in a trade in which there is a shortage of qualified workers.
+New York City Technical College, for example, trains about 180 men and women each year to pass a ninth-grade qualifying test in English for clerical positions. The college, which is part of the City University of New York, also has training programs for men and women who want to work as personal-care assistants for the elderly or shutins and a training program for women who want to enter nontraditional jobs in building maintenance or the repair of heating and airconditioning systems.
+Massachusetts is addressing the problem of unemployment by offering free tuition at its 24 publicly supported colleges and universities. About 1,000 people have taken advantage of the plan that allows them to take up to 15 credits each semester if they have exhausted their unemployment benefits or 11 if they are still receiving funds. The Board of Regents allocated $1 million this spring and expects to continue the program next year.
+The typical student, according to Gary D. Sullivan, special assistant to the Massachusetts Chancellor of Higher Education, is a ''35-year-old who enrolls in a community college to study computer technology or a business course that will have an immediate payoff in a job.'' Few students, he said, have enrolled in liberal-arts courses at the state university.
+Other colleges and universities are starting to follow Massachusetts's example. Passaic County Community College, in Paterson, N.J., will waive tuition for the jobless this summer. Under its plan, unemployed residents will be able to take six credits of course work per semester. The waiver is not expected to mean additional costs for the college because the jobless students will enroll in courses that already have 12 paying students.
+Some schools, especially those in the industrial Middle West, have formed partnerships with private groups and unions to counsel and train the unemployed. ''The problem is so monumental that it is difficult for one group working alone to make progress,'' said Bob Heineman, a labor educational specialist for the Labor Education Program at the University of Illinois. The program has been working with the South Shore Development Commission, a cooperative group of business and labor to help unemployed steelworkers.
+''In South Chicago,'' Mr. Heineman said, ''the unemployment rate is 38 percent, and 20,000 people have lost their jobs, so we need all the sources of help we can get.''
+Hal Stack, the labor studies coordinator at Wayne State University in Detroit, believes one of the most important services universities can provide the jobless is to advise them about appropriate training.
+''The funds of the unemployed are often limited, and they can soon be depleted if they use them to finance retraining programs that don't lead anywhere,'' said Mr. Stack, who has been working with unemployed members of the United Auto Workers in Detroit.
+Pennsylvania, which has been hard hit by the loss of jobs in the coal and steel industry, is trying another approach: It gave $1 million in grants this year to universities to establish ''Ben Franklin High Tech Centers.'' The University of Pittsburgh, Carnegie-Mellon, and other universities will do research in biotechnology, robotics and other emerging industries.
+Preliminary reports from Erie Community College in the Buffalo area and other colleges and from employers indicate that the programs have been useful.
+''Courses have been valuable because they have given the workers a new lease on life,'' said Dr. John Birkholz, president of Erie, which has been training former auto workers and others in the Buffalo area for new jobs in word processing, hotel management and microcomputers. ''It is very difficult for people who have worked for 20 years in one field to retrain themselves and to go out and land a job in a field that may pay them half as much, but these people are doing it.''
+''Many of the graduates of our training program for clerical workers have moved up the job ladder,'' said Fannie Eisenstein, dean of continuing education of New York City Technical College. ''They hold top positions in data processing or as executive assistants.'' THERE are indications that the more education a person has, the lessl ikely he is to be unemployed. According to the Bureau of Labor S tatistics, only 3.9 percent of the 25- to 34-year-olds who had four o r more years of college were unemployed in March 1982, compared with1 9 percent of those who had not completed high school.
+Charles A. Burns, director of Community College Education Services of the State University of New York, predicts that more colleges and universities will offer programs for the unemployed, thanks to the Federal Job Training Partnership Act. Signed by President Reagan last Oct. 18, the act requires each state to supervise local programs as well as to provide matching funds for the retraining of skilled workers who have lost their jobs through automation or factory closings.
+''In the past,'' he said, ''colleges and univerities couldn't offer all the programs that the unemployed required because the equipment was so expensive and many of those who would have liked to enroll quit because of severe financial problems. Today, however, there is more recognition that higher education can be important to older people who have lost their jobs as well as young ones who are preparing for their first positions.''
+Illustration drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGHER+EDUCATION%3B+COLLEGES+JOIN+THE+UNEMPLOYMENT+BATTLE&title=New+York+Times&issn=03624331&date=1983-04-24&volume=&issue=&spage=A.15&au=Johnson%2C+Sharon&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 24, 1983","''Colleges and universities are becoming increasingly dependent upon adults rather than 18- to 22-year-olds to fill their classrooms because the baby boom is over,'' he said. ''Higher education also recognizes that it has to do something to alleviate unemployment because its future depends upon it. If people don't have jobs, then they aren't going to be able to support colleges and universities.'' ''Many of the graduates of our training program for clerical workers have moved up the job ladder,'' said Fannie Eisenstein, dean of continuing education of New York City Technical College. ''They hold top positions in data processing or as executive assistants.'' THERE are indications that the more education a person has, the lessl ikely he is to be unemployed. According to the Bureau of Labor S tatistics, only 3.9 percent of the 25- to 34-year-olds who had four o r more years of college were unemployed in March 1982, compared with1 9 percent of those who had not completed high school. ''In the past,'' he said, ''colleges and univerities couldn't offer all the programs that the unemployed required because the equipment was so expensive and many of those who would have liked to enroll quit because of severe financial problems. Today, however, there is more recognition that higher education can be important to older people who have lost their jobs as well as young ones who are preparing for their first positions.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Apr 1983: A.15.",11/15/17,"New York, N.Y.",,"Johnson, Sharon",New York Times Company,,Newspapers,424598678,"United States, New York, N.Y.",English,24-Apr-83,COLLEGES AND UNIVERSITIES; UNEMPLOYMENT AND JOB MARKET; TUITION; EDUCATION AND SCHOOLS,New York Times,NEWSPAPER,,,,,,,
+A FIELD WITH SOMETHING FOR EVERY BODY,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/field-with-something-every-body/docview/424571559/se-2?accountid=14586,"THE sight of Lee Majors performing superhuman feats as ''The Six M illion Dollar Man'' on television every week for several years p robably stretched people's expectations of medical technology to u nrealistic levels. A ''bionic man'' is not yet on the drawing board.
+But there is no doubt that replacement parts for the human body are becoming big business, for their makers as well as for distributors. Artificial legs, joints, arms, kidneys and larynxes, along with pacemakers, heart valves, intraocular lenses and other medical developments have passed through the test stage into commercial distribution.
+A survey of the industries that produce implantable medical devices, conducted by Creative Strategies International, of San Jose, Calif., found that total revenues for seven of the top-selling implantable items topped $1.5 billion in 1982, and projected a compound annual growth rate for the next five years of 22.9 percent.
+What this means for the prospective technician in the field of prosthetic and other artificial parts for the human body is that this line of work is assured of a steady and in fact increasing market as technology in constructing such devices improves. And though the technology involved is often intricate and highly complex, the workers who put together these replacement parts often need no more than a high school diploma, good aptitude and steady hands. It is, however, a relatively small field, with only a total of a few thousand employees in all the companies that develop and produce artificial body parts.
+In the field of cardiac pacemakers, which is expanding technologically as well as commercially, Medtronics Corp. of Minneapolis will probably double its work force in the next five years, according to Syl Jones, a Medtronics spokesman. Mr. Jones estimated that the company, whose main production facilities are situated in Phoenix, would go from 600 to 1,200 employees by 1987. In 1982 nearly 300,000 pacemakers were built, ''mostly by semi-skilled and unskilled workers,'' according to Mr. Jones.
+Dennis McClintock, a spokesman for Intermedics Inc., of Freeport, Tex., described the manufacture of pacemakers as ''more or less an assembly line, basically.'' Intermedics is the chief competitor of Medtronics in the pacemaker field, and Mr. McClintock outlined the production method as ''nothing more than putting together several circuit boards, attaching them to the microchips and dropping it into a titanium can.'' COMING technology in pacemakers will provide for dual-chambered r ather than single-chambered ''pacers,'' pacemakers to offset t achycardia, or rapid heartbeat, programmable pacemakers and even t hose that can program themselves.
+Mr. McClintock said his company's assembly-line workers were overwhelmingly female. ''They have much steadier hands, our studies have shown,'' he explained. Intermedics workers, he said, must have a high school diploma or show high aptitude for the jobs involved. Intermedics also has a large in-house training facility, which he said teaches ''everything from soldering to computerized testing and parts analysis.''
+Intermedics is also the leading manufacturer of intraocular lenses, which are implanted in the eyes of people who have had cataract surgery. The lenses are mass-produced on lathes, also by Intermedics-trained workers. Dr. Marlene Haffner, associate director of the Food and Drug Administration's Bureau of Medical Devices, estimated that about 200,000 lenses were sold each year.
+Projections by the Creative Strategies survey, which take into account the eventual introduction of the new technology, estimate that the pacemaker industry alone will bring in more than $1 billion by 1986. ''It is definitely a growth market,'' Mr. McClintock said.
+But Intermedics is also trying to branch out into a potentially larger area - implantable infusion pumps, whose most promising application appears to be as a kind of artificial pancreas, supplying insulin to a diabetic patient. ''That market could be bigger than the pacers,'' Mr. McClintock said. Infusion pumps, which automatically provide medication to the bloodstream, could ideally act as a pancreas, monitoring the body's various needs and responding with the proper amount of insulin. The infusion pump may also be used to administer other medications, for example chemotherapeutic substances for cancer treatments. An estimated 10 million diabetics in the United States represent a huge potential market for private industry.
+Bradley Enegren, vice president of sales and marketing for INFUSAID, the Norwood, Mass., concern that has been granted approval to sell the implantable infusion pump, said the pump could treat a vast number of cancer patients by chemotherapy, ''allowing them to go back to a somewhat normal life.'' The company sold 3,000 of the handassembled pumps last year, and as the device's capacity to treat diabetics draws near, Mr. Enegren said, ''we're growing at a phenomenal rate.'' INFUSAID employs about 100 people, he said, and expects to hire more as it expands. Construction of the pumps, he said, is done mainly by hand, essentially in an assembly-line fashion.
+With many medical devices, however, such as artificial limbs and kidneys, a market that is relatively static is not affected by the fluctuations of the general economy. ''In most cases, these are necessary medical procedures,'' said Dr. Haffner of the Food and Drug Administration. ''I don't think they are subject to the ups and downs of the economy.''
+Kidney-dialysis machines, which perform the filtering functions of kidneys, have been on the market for several years, and according to Dr. Carl Kjellstrand, president of the American Society for Artificial Internal Organs, 70,000 people must undergo dialysis on a regular basis. For them the machines are not simply an option: ''It is life or death if they don't get dialyzed,'' he said.
+More than five million filters for the dialysis machines are sold each year in this country, at $20 apiece. Many are made by Gambro A.B., a Swedish company with production facilities in the United States that leads the world in the production of the dialysis machines. It employs 300 workers at its plant in Newport News, Va., according to David Bateman, the American product manager. The production of the disposable filters, however, has gone from an allfemale production line to ''total automation,'' he said, with humans used only for inspection and quality-control purposes. The plant produced 1.2 million filters last year.
+Gambro also manufactures more than 5,000 dialysis machines yearly, and they are built entirely by hand, Mr. Bateman said. ''You have to have a thorough knowledge of electronics and microprocessors,'' he said, even though it is ''a mass-production process.'' THE demand for artificial limbs, however, does not fluctuate so d ramatically and thus has not inspired many technological advances. A s a result, according to Dan Edwards, sales director for U.S. M anufacturing Company, of Pasadena, Calif., the skill of a wood c arver is still important in shaping the artificial limbs, and the c ompany employs about 120 people to carry out that task. U.S. M anufacturing, the leading producer of such devices in the country, a lso manufactures hydraulic joints and other prosthetic components, a nd works with individual doctors to form-fit artificial limbs, whicha re then covered with plastic.
+But because of the ''low-volume business and low production involved,'' said Mr. Edwards, the technology of the business has not advanced measurably. Mr. Edwards recalled seeing a wooden artificial leg several years ago that had been made in 1901, and, he said, ''it was as good as the ones being made today.''
+Illustration drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+FIELD+WITH+SOMETHING+FOR+EVERY+BODY&title=New+York+Times&issn=03624331&date=1983-03-27&volume=&issue=&spage=A.36&au=Jackman%2C+Tom&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 27, 1983","Dennis McClintock, a spokesman for Intermedics Inc., of Freeport, Tex., described the manufacture of pacemakers as ''more or less an assembly line, basically.'' Intermedics is the chief competitor of Medtronics in the pacemaker field, and Mr. McClintock outlined the production method as ''nothing more than putting together several circuit boards, attaching them to the microchips and dropping it into a titanium can.'' COMING technology in pacemakers will provide for dual-chambered r ather than single-chambered ''pacers,'' pacemakers to offset t achycardia, or rapid heartbeat, programmable pacemakers and even t hose that can program themselves. Mr. McClintock said his company's assembly-line workers were overwhelmingly female. ''They have much steadier hands, our studies have shown,'' he explained. Intermedics workers, he said, must have a high school diploma or show high aptitude for the jobs involved. Intermedics also has a large in-house training facility, which he said teaches ''everything from soldering to computerized testing and parts analysis.'' Bradley Enegren, vice president of sales and marketing for INFUSAID, the Norwood, Mass., concern that has been granted approval to sell the implantable infusion pump, said the pump could treat a vast number of cancer patients by chemotherapy, ''allowing them to go back to a somewhat normal life.'' The company sold 3,000 of the handassembled pumps last year, and as the device's capacity to treat diabetics draws near, Mr. Enegren said, ''we're growing at a phenomenal rate.'' INFUSAID employs about 100 people, he said, and expects to hire more as it expands. Construction of the pumps, he said, is done mainly by hand, essentially in an assembly-line fashion.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Mar 1983: A.36.",11/14/17,"New York, N.Y.",,"Jackman, Tom",New York Times Company,,Newspapers,424571559,"United States, New York, N.Y.",English,27-Mar-83,PROFESSIONS; ANATOMY AND PHYSIOLOGY; TRANSPLANTS; MEDICINE AND HEALTH,New York Times,NEWSPAPER,,,,,,,
+'LYRICS' SERIES FOCUSES ON TIN PAN ALLEY GLORY,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lyrics-series-focuses-on-tin-pan-alley-glory/docview/424537095/se-2?accountid=14586,"After 12 seasons during which ''Lyrics and Lyricists'' has presented 60 programs built around the men and women who write the words to popular songs, the series will change its focus. This year, in performances over the next five months, it will go from the individuals who wrote the songs to ''The Glory Days of Tin Pan Alley,'' an overview of 50 years of song from 1880 to 1930.
+''Does this mean that we have run out of lyricists?'' Maurice Levine, artistic director of the series at the 92d Street Y, asked rhetorically the other day as he prepared for his 13th season, which starts Sunday with a program (repeated Monday) on the emergence of the concept of Tin Pan Alley. ''No. There are still lyricists. But they are not writing the way they used to, and the nature of the business is different. It's very difficult for any songwriter today to build a body of hits enough for a full evening's program.''
+When the series was started in December 1970 at the urging of Arthur Cantor of the Billy Rose Foundation, which has given the program a grant every season, ''Lyrics and Lyricists'' concentrated on lyricists who wrote for the Broadway theater. Its early direction was determined by Mr. Levine's background.
+''When I was asked to do the series,'' he explained, ''my experience was conducting symphonies and Broadway musicals. I had never been an agent or an artists-and-repertory man who dealt with pop singers. So the first few seasons were theatrically oriented, and it turned out to be blue-chip stuff. But I never thought I would limit myself to theater lyricists.'' Explored Other Directions
+By the third season, the series was so popular that theater lyricists were waiting to be invited. When Mr. Levine phoned Jerry Herman, who wrote ''Hello, Dolly!'' and ''Mame,'' to ask him to do an evening, Mr. Herman told him, ''I thought you'd never call.'' None of the lyricists have been paid for appearing, and those who came from the West Coast paid their own expenses. As the years went by, Mr. Levine made exploratory moves in other directions (appearances, for example, of the country songwriters Felice and Boudleaux Bryant and such representatives of pop song as Randy Newman and Harry Chapin). In last year's series he used lyricists who write for the movies..
+''But today we don't have great movie musicals as we did in the 1930's and 40's,'' Mr. Levine said. ''And in the last 15 years, what hit songs have come out of Broadway? 'Send In the Clowns' and possibly one or two others. This year I decided we must do something different or stop doing the series.''
+But the series had built an audience that would not let him stop. ''What do you do when people send in checks in April for the next year to make sure that they get the same seats, when they don't know or care what the program is?'' he asked. ''All they know is that it will be a good show. They want to come and spend an evening with songs.''
+Last summer, with tickets already sold for a 13th season, he had to come up with a way of continuing the series. His solution was to change from individual lyricists to a period of American history that began in 1880, when the concept emerged that was given the name ''Tin Pan Alley'' and which ended in 1930. The end of Tin Pan Alley, as Mr. Levine sees it, was brought about ''by the greatest automation revolution in musical history - talking pictures - when the whole gang of songwriters left New York for Hollywood.'' 'Alley' Was 28th Street
+Tin Pan Alley was given its name just after the turn of the century when New York's music publishers were all clustered on 28th Street between Fifth Avenue and Broadway. According to David Ewen in his book ''The Life and Death of Tin Pan Alley,'' the block was called Tin Pan Alley either by Monroe Rosenfeld, a journalist who was writing some articles about American popular music for The New York Herald, or by Harry Von Tilzer, a songwriter whose office Rosenfeld visited to gather material. Listening to the raspy tone of Von Tilzer's ancient piano, which sounded to Rosenfeld like tin pans being beaten together, Rosenfeld was supposed to have remarked,''Tin pan music.'' As he thought about the phrase, he added,''Why,this whole street is a Tin Pan Alley!'' ''Tin Pan Alley'' was the title that appeared over Rosenfeld's articles, although Von Tilzer said that it was he who thought up the name.
+The essential characteristics of Tin Pan Alley - writing songs to order and then searching for a market -were developed by Charles K. Harris, a Milwaukee banjo player. He wrote ''After the Ball'' in 1892, according to Mr. Levine, on commission from his tailor, who wanted a song to sing at a convention of the Wheelman's Club. The performance was a disaster when the tailor forgot the lyrics. Mr. Harris tried to interest other singers in his song, but they rejected it as too sad and sentimental. Finally, he managed to have it interpolated in a traveling show called ''A Trip to Chinatown,'' where it became such a success that he published the song himself and even became his own printer. In his lifetime (he died in 1930), Mr. Harris was said to have made $10 million from this one song.
+''Tin Pan Alley developed as a manufacturing and selling operation,'' Mr. Levine said. ''Bright young salesmen, who had been on the road selling corsets and dresses and ties and shirts, realized that there could be a lot more money selling music. In a day when there were no piano rolls, no recordings, no radio and no television, all they had to sell was a sheet of paper. They made a success of the mass marketing of songs, and they trained a generation of writers to know what people like in a song.''
+The first program will take the Tin Pan Alley concept through its first quarter-century. Sammy Cahn, the songwriter who is president of the Songwriters Hall of Fame, will serve as host and narrator. Tiger Haynes will sing Bert Williams's songs and early blues. Gordon Ramsey will sing ''A Bird in a Gilded Cage'' with a whistling routine that Mr. Levine heard him do at a party.
+There will also be slides of illustrtions that were used to plug songs at the turn of the century, from the collection of Dan McCall, who sings and plays banjo along with them. The Golden Chordsmen, a barbershop quartet from Queens, will perform the close harmony that was popular at the time. Judith McCauley will sing ''After the Ball.'' There will be vaudeville songs by Lynnie Godfrey and Patti Perkins. And the pianist Dick Hyman will do a program of ragtime, which brought syncopation into popular music. Dance Music in March
+In the second program, Feb. 6 and 7, Tin Pan Alley will be followed uptown from Union Square to West 28th Street, with the disk jockey Jim Lowe as host, the singers Margaret Whiting, Candice Earley and Julius LaRosa, and Mike Renzi on piano. March 6 and 7, the first dance program in the ''Lyrics and Lyricists'' series will focus on the dance craze that followed the popularization of ballroom dancing by Vernon and Irene Castle. Gwen Verdon will be host and narrator.
+The fourth program, April 24 and 25, will deal with composers who got their training as song pluggers and song demonstrators - Irving Berlin, Jerome Kern, George Gershwin and others. The final program, May 8 and 9, will cover the end of Tin Pan Alley, with Larry Kert as Al Jolson and Charles Repole as Eddie Cantor, as well as the singers Fran Warren and Maureen McGovern.
+Performances are at the 92d Street Y, 1395 Lexington Avenue, Sundays and Mondays at 8 P.M. Ticket information: 427-4410. Still available are Monday subscriptions, five concerts for $50, and single seats for Mondays at $11. Standing room, at $8, is available for both Sundays and Mondays.
+Illustration photo of a magazine cover",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=%27LYRICS%27+SERIES+FOCUSES+ON+TIN+PAN+ALLEY+GLORY&title=New+York+Times&issn=03624331&date=1983-01-06&volume=&issue=&spage=C.18&au=Wilson%2C+John+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 6, 1983","By the third season, the series was so popular that theater lyricists were waiting to be invited. When Mr. [Maurice Levine] phoned Jerry Herman, who wrote ''Hello, Dolly!'' and ''Mame,'' to ask him to do an evening, Mr. Herman told him, ''I thought you'd never call.'' None of the lyricists have been paid for appearing, and those who came from the West Coast paid their own expenses. As the years went by, Mr. Levine made exploratory moves in other directions (appearances, for example, of the country songwriters Felice and Boudleaux Bryant and such representatives of pop song as Randy Newman and Harry Chapin). In last year's series he used lyricists who write for the movies.. ''But today we don't have great movie musicals as we did in the 1930's and 40's,'' Mr. Levine said. ''And in the last 15 years, what hit songs have come out of Broadway? 'Send In the Clowns' and possibly one or two others. This year I decided we must do something different or stop doing the series.'' Tin Pan Alley was given its name just after the turn of the century when New York's music publishers were all clustered on 28th Street between Fifth Avenue and Broadway. According to David Ewen in his book ''The Life and Death of Tin Pan Alley,'' the block was called Tin Pan Alley either by Monroe Rosenfeld, a journalist who was writing some articles about American popular music for The New York Herald, or by Harry Von Tilzer, a songwriter whose office Rosenfeld visited to gather material. Listening to the raspy tone of Von Tilzer's ancient piano, which sounded to Rosenfeld like tin pans being beaten together, Rosenfeld was supposed to have remarked,''Tin pan music.'' As he thought about the phrase, he added,''Why,this whole street is a Tin Pan Alley!'' ''Tin Pan Alley'' was the title that appeared over Rosenfeld's articles, although Von Tilzer said that it was he who thought up the name.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Jan 1983: C.18.",11/14/17,"New York, N.Y.",,"Wilson, John S",New York Times Company,,Newspapers,424537095,"United States, New York, N.Y.",English,6-Jan-83,MUSIC; CONTESTS AND PRIZES; CONCERTS AND RECITALS,New York Times,NEWSPAPER,,,,,,,
+GRAND DEBUT OF AMERICAN BELL,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/grand-debut-american-bell/docview/424543183/se-2?accountid=14586,"High-technology companies often start with a few people working in a garage. American Bell Inc. will open for business today with 28,000 employees working in 700 buildings.
+Such a grand beginning is appropriate for a company that is opening a new era of competition in the telephone business. American Bell, a subsidiary of the American Telephone and Telegraph Company, was established to market telephone equipment and computerized services at unregulated prices. It is expected to bring a vast array of products to market, from office computers to computerized department store systems, able to handle such tasks as bridal registry.
+Starting today, consumers wanting telephones and other phone equipment will buy them from either American Bell or one of its competitors. The local telephone companies, such as New York Telephone and New Jersey Bell, will no longer provide equipment for lease under state regulation, once their current inventories run out.
+Competitors Have Doubts
+For the new company's competitors, the birth of American Bell, once known as Baby Bell, is also momentous. American Bell, because of its large size and the backing of its giant parent, will be a potent market force.
+But there are risks for the company, too. Indeed, as ribbon-cutting time drew near, an industry that at first had feared the coming of Baby Bell was expressing some doubt that the new subsidiary would be successful.
+Precisely because of its huge size, American Bell must do extremely well to become profitable. It is also unclear whether an offshoot of a regulated monopoly will be agile enough to compete in the open market.
+''It's like trying to turn around a 500-pound marshmallow,'' said one A.T.& T. marketing official who recently left the company. Harry Newton, president of the Telecom Library, a publisher of telecommunications information, agreed: ''I think it's the greatest gamble in American history. I think there's a very serious question about whether they will make it.'' Moving Into a New Field
+American Bell's formation is the result of a 1980 order of the Federal Communications Commission. The decision allowed A.T.& T. to enter the data-processing industry and to sell telephone equipment and computers if it set up a separate, arms-length subsidiary to insure that the business would not be subsidized by local phone service, which continues to be a regulated monopoly.
+That decision is not related to the settlement of the Federal antitrust suit, announced last January, that will cause A.T.& T. to divest itself of its local operating companies by Jan.1, 1984.
+The need for a separate subsidiary meant that the new company had to be started from scratch. Some 700 office sites had to be found for the company, since American Bell employees could not share buildings with the rest of A.T.& T. Separate computer systems to handle billing and payroll had to be established, and new phones ordered for everyone.
+Such a huge task met with some unexpected difficulties. For example, the New England Telephone Company demanded a deposit before beginning phone service for American Bell, despite the fact that both companies are part of A.T.& T. Headquarters in New Jersey
+Because of its quick formation, American Bell could not find one building big enough for the head offices of the company and its divisions. So the company's headquarters will be in Morris Township, N.J.; the consumer products division, which will handle sales to residences and small businesses, will be in nearby Parsippany, and the advanced information systems division, handling sales to larger businesses, will be in Morristown, N.J.
+To complicate matters further, about six weeks ago officials of Morris Township changed the name of the street where the headquarters will be located. Fortunately, the company had not yet printed a lot of stationery, said Robert E. McNulty, vice president of corporate planning and operations for American Bell.
+American Bell officials, however, say the organizing is just about finished. ''I certainly think we're ready, absolutely without question,'' said Randall L. Tobias, president of the consumer products division. The company was apparently ready enough that Charles Marshall, chief executive of American Bell, and Archie J. McGill, president of the advanced information systems division, were taking vacations last week. Deficits at First
+Whether the company is ready to compete is another question. With 28,000 employees and no customers, it is certain to start out losing large sums of money. Ivan L. Wolff, who follows A.T.& T. for Donaldson, Lufkin & Jenrette, estimates that losses in the first year might reach $500 million.
+But the company will have great resources to draw on. Baby Bell officials hope it will reach about $2 billion annual revenues in either its first or second year. Its capital expenditures between 1983 and 1985 will be $5.1 billion, with most of that coming from its parent. And A.T.& T., which is expected to report 1982 revenues of about $65 billion and profits of more than $7 billion, is able to absorb the losses and investments without too much pain.
+American Bell would be helped greatly if the F.C.C. agreed to A.T.& T.'s request to transfer the equipment now being leased to customers by the local Bell operating companies to American Bell. That would give American Bell a huge customer base and source of revenues. The F.C.C. is expected to act on the request in the next few months.
+American Bell will be relying on the vast research expertise of Bell Laboratories and the manufacturing capability of the Western Electric Company, which are other subsidiaries of A.T.& T.
+One new service offered by American Bell is a sophisticated datacommunications network called Net 1000. If successful, it will cut sharply into the International Business Machines Corporation's grip on corporate data processing. But the network had been announced several years ago, only to be withdrawn when Bell could not get it to work. Even if it is successful this time, it will not be a significant contributor to profits for years, according to Harry Edelson, an analyst with First Boston Corporation. Fighting for PBX Sales
+More crucial will be the market for business switchboards, or PBX's. American Bell has already started to test its new computerized PBX, the Antelope, in the field. The model will be able to handle data as well as voices. The company's current product, the Dimension, has been steadily losing market share to aggressive companies such as Rolm, Northern Telecom and Mitel.
+American Bell also has developed a super-minicomputer that could put the company into competition with manufacturers such as Digital Equipment. It is not clear in what form the product will be marketed, however. The company also is looking at office work stations - desktop machines that are combinations of computers and telephones and are able to handle such tasks as electronic mail and word processing. American Bell officials have made it clear that they will lean toward marketing complete automation and communications systems for offices.
+On the residential side, the company will inherit 461 of A.T.& T.'s 1,500 Phonecenter stores. It has also arranged to sell phones through Sears, Roebuck. In the next two weeks, American Bell will announce other retailing arrangements and a new line of sophisticated electronic telephones. The Marketing Challenge
+Despite the companies' vast resources, some analysts question the ability of American Bell, Bell Labs and Western Electric to get products to market fast enough.
+''They research things to death,'' said George M. Pfister, a former A.T.& T. marketing official who is now president of Perspective Telecommunications Group, a Paramus, N.J., consulting firm. ''It is an incredible place to get a decision made.''
+There are already areas where A.T.& T. has had to look outside for products, analysts say. The Bell operating companies have been ordering central office switches, the machines which route telephone calls, from Northern Telecom because they got tired of waiting for Western Electric's own new switch. And American Bell announced it would sell a voice mail system -which allows voice messages to be stored in a computer and transmitted at a later time - made by I.B.M., which is expected to be its biggest rival.
+Illustration photo of Bell sign",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GRAND+DEBUT+OF+AMERICAN+BELL&title=New+York+Times&issn=03624331&date=1983-01-03&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,0362 4331,"Copyright New York Times Company Jan 3, 1983","''It's like trying to turn around a 500-pound marshmallow,'' said one A.T.& T. marketing official who recently left the company. Harry Newton, president of the Telecom Library, a publisher of telecommunications information, agreed: ''I think it's the greatest gamble in American history. I think there's a very serious question about whether they will make it.'' Moving Into a New Field American Bell officials, however, say the organizing is just about finished. ''I certainly think we're ready, absolutely without question,'' said Randall L. Tobias, president of the consumer products division. The company was apparently ready enough that Charles Marshall, chief executive of American Bell, and Archie J. McGill, president of the advanced information systems division, were taking vacations last week. Deficits at First ''They research things to death,'' said George M. Pfister, a former A.T.& T. marketing official who is now president of Perspective Telecommunications Group, a Paramus, N.J., consulting firm. ''It is an incredible place to get a decision made.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Jan 1983: D.1.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424543183,"United States, New York, N.Y.",English,3-Jan-83,"COMPANY AND ORGANIZATION PROFILES; TELEPHONES; DATA PROCESSING; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+SEMICONDUCTOR HOPES REVIVE,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/semiconductor-hopes-revive/docview/424431586/se-2?accountid=14586,"Last spring a surge of orders lifted hopes in the semiconductor industry that its two-year recession was over. Summer has dashed those hopes. Orders dried up again, and layoffs spread through Silicon Valley. Now executives and analysts alike say that if things don't look up in September it will be well into next year before the industry resumes growing.
+''We're looking to September as a bellwether month,'' said Gordon E. Moore, chairman and chief executive officer of the Intel Corporation, based in Santa Clara.
+August is typically a period of weak semiconductor demand - especially among Europeans, who are important customers - and an autumn recovery is anticipated. ''September has usually turned out to be a very strong month,'' said Tom Hinkelman, executive director of the Semiconductor Industry Association. ''If September is off, that could be a very important signal.''
+Several strong crosscurrents are at work within the industry, according to James I. Magid, technology analyst with the brokerage house of L.F. Rothschild, Unterberg, Towbin. The boom in videogames, which has benefited the National Semiconductor Corporation and other companies, is expected to peak soon, while the advent of the personal computer is opening a spectacular new market for makers of computer chips. Examining Business Outlook
+''With the general economy where it is, earnings estimates predicated on better business are too high,'' said Mr. Magid, alluding to the optimism of some Wall Street analysts. ''This is the time of year for concerns to become fears amid hope that the business is there in September.''
+Mr. Hinkelman and others observed that a sustained decline in interest rates is what semiconductor companies need to approach their dazzling earnings growth of the late 1970's or, in a few cases, simply to return to profitability.
+Even if August's steep drop in interest rates proves lasting, and orders do pick up, it could be well into 1983 before the orders turn into profit growth for chip producers.
+The reason is that they are increasingly linked to the capital goods sector of the economy. About two-thirds of semiconductor production today goes into such items as machine tools and office automation equipment, compared with less than half of the output seven years ago. By comparison, in the 1974-75 recession about half of production went into consumer items -such as television - and military goods. Suppliers to capital goods manufacturers have always been among the last to recover from a business downturn. Upturn Expected to Be Slow
+Mr. Hinkelman of the Semiconductor Industry Association noted that this was the first recession in which chip makers might lag behind other companies in the economic rebound. He added: ''I don't see any sharp upturn. The climb out of the present levels of business is going to be very moderate.''
+The industry's ratio of new orders to revenues from shipments declined in July to 1.03 from 1.16 in June. These figures reflect activity over the prior three-month period.
+Robert Conrads, a partner at McKinsey & Company, the consulting concern, said many electronic companies were ''flat cutting back'' on their capital budgets in trying to repay some of their debt and thus shrink interest costs. ''But if interest rates stay down, this may change,'' he added.
+Adam F. Cuhney, a technology analyst at Salomon Brothers, the investment house, sees a selective rebound already taking shape. He said major semiconductor buyers such as the Hewlett-Packard Company and the Digital Equipment Corporation had stepped up their ordering.
+A big inventory buildup by semiconductor distributors - who wrongly anticipated a summer business revival - is what fed last spring's transitory recovery, Mr. Cuhney said. The distributors then stopped ordering as their inventories became overstocked, a stage that major computer manufacturers had already reached. Traditional Signs of Recovery
+''For the first time in months, these large customers are coming in and placing 13-to 26-week orders,'' Mr. Cuhney said. The semiconductor industry shows signs of being in the early stages of recovery, he added, ''when the original equipment manufacturer takes a more aggressive, inventory accumulation strategy.''
+Many analysts cautioned against drawing conclusions about individual semiconductor companies from the general industry picture. Semiconductor manufacturers produce different categories of computer chips, with linear and metal-oxide semiconductors the most widely used.
+Linear chips are typically used in consumer products such as videogames, stereo amplifiers and smoke detectors, while metal-oxide applications are found in computer memories and microprocessors.
+The biggest semiconductor companies, Texas Instruments Inc., and Motorola Inc., make products in all categories. Texas Instruments has a major position in the high-volume linear chips, but these have become less profitable in a market of increasing specialization, and the company has laid off 7,000 workers in the last 15 months.
+National Semiconductor and the Signetics Corporation also are concentrated in the linear-chip market. Profits there have been decimated by deep price-cutting by Japanese competitors such as the Nippon Electric Corporation and Hitachi Ltd. and by the slowdown in consumer spending. Preparing for Months Ahead
+However, both Intel and Advanced Micro Devices Inc. have concentrated on metal-oxide memory chips and are expected by most analysts to outpace the rest of the industry in the months ahead. The other day Intel got a major push with the announcement that the International Business Machines Corporation had chosen it to provide design and process technology for I.B.M.'s 64-K RAM (random access memory) chip.
+''The industry is going to be quite fragmented in the next three months,'' Mr. Cuhney said. ''Intel, Advanced Micro Devices and, to a lesser extent, Motorola will be enjoying the best unit volume and price. The end users have designed their new microrprocessors and new microchips into their new products.''
+Intel will derive about 60 percent of its revenues in this year's final quarter from products introduced in either 1981 or 1982, according to Mr. Moore, Intel's chirman. Intel also has regained much of the momentum it lost to Japanese competitors in the battle for the rapidly growing 64-K RAM market.
+The 64-K RAM is a chip with 65,536 microscopic cells. Last year's sales of this component, the most widely used, totaled $140 million. The Japanese share of the market, once as high as 69 percent, is now closer to 50 percent. The stakes are huge; worldwide sales are expected to reach $2 billion by 1985. Reliance on Newer Products
+''You never get well on old products out of a recession,'' Mr. Moore of Intel said. ''It's the new products that carry you.''
+Likewise, Advanced Micro Devices, with the industry's highest ratio of spending for research and development - 16.6 percent - for the year ended June 30, is counting on new products created for telecommunications customers.
+''We have as much concern about the intermediate future as anybody,'' acknowledged Richard Previte, A.M.D.'s senior vice president for finance. ''A decline in interest rates certainly would help. September will be a very pivotal month.''
+Like others, he pointed out that the setback in profits this year came from sharp price-cutting and excess capacity. Meanwhile, the volume of chips produced has continued to rise sharply.
+Prices have stabilized modestly through the summer. For instance the 64-K RAM now sells for about $6, compared with $5 early this year. A year ago it was as high as $20. There is optimism that the Japanese assault has abated for now and that high profit margins on a flurry of new products will burnish the industry's tarnished luster.
+Michael J. Krasko, a technology analyst with Merrill Lynch, Pierce, Fenner & Smith, noted that many chip makers plan to start new production early next year. And that, he added, will introduce ''a new element of uncertainty into what is already a very mixed picture.''
+Illustration graph on semiconductor growth photo of assembly plant",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SEMICONDUCTOR+HOPES+REVIVE&title=New+York+Times&issn=03624331&date=1982-09-06&volume=&issue=&spage=1.33&au=THOMAS+C.+HAYES%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1982","''The industry is going to be quite fragmented in the next three months,'' Mr. [Adam F. Cuhney] said. ''Intel, Advanced Micro Devices and, to a lesser extent, Motorola will be enjoying the best unit volume and price. The end users have designed their new microrprocessors and new microchips into their new products.'' ''You never get well on old products out of a recession,'' Mr. [Gordon E. Moore] of Intel said. ''It's the new products that carry you.'' ''We have as much concern about the intermediate future as anybody,'' acknowledged Richard Previte, A.M.D.'s senior vice president for finance. ''A decline in interest rates certainly would help. September will be a very pivotal month.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1982: 1.33.",11/15/17,"New York, N.Y.",,"THOMAS C. HAYES, Special t o the New York Times",New York Times Company,,Newspapers,424431586,"United States, New York, N.Y.",English,6-Sep-82,INDUSTRY PROFILES; RECESSION AND DEPRESSION; SALES; CONTRACTS; UNITED STATES ECONOMY; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+EDUCATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/education/docview/424279374/se-2?accountid=14586,"TROY, N.Y. RESPONDING in part to the dramatic successes of Japanese industry, American engineering schools are making substantial changes in their curriculums and research activities in an effort to promote increased productivity and quality control.
+Manufacturing engineering, traditionally viewed as a dumping ground for less able students, is now a central topic of research and teaching, and robots are now a familiar sight as students grapple with issues of productivity and quality control. Product design by computer graphics is being strongly emphasized, and engineering deans are building new alliances with industry and Government agencies.
+''We try to show students that, when all is said and done, they have to deliver a product,'' said John McDonald, who heads the computer hardware design program at Rensselaer Polytechnic Institute, which is a leader in the new direction. ''For many of them this is a shock.''
+Most engineering educators trace their current curriculum problems to World War II, when research on topics such as radar caught the imagination of the engineering community, and to the launching of Sputnik in 1957 by the Soviet Union, which intensified the attraction of advanced scientific problems rather than ''hands on'' issues of production and economics.
+''American engineering developed a love affair with science,'' said Geo rge Ansell , dean of engineering at Rensselaer. ''That's where the investment we nt, and so did the best students.''
+The most conspicuous sign of the current effort to bring American engineering education ''back to earth'' is the growing emphasis on manufacturing. According to the Engineering Manpower Commission of the American Association of Engineering Societies, there were only 88 full-time and 11 part-time undergraduates majoring in manufacturing engineering in the United States in the fall of 1980, but serious efforts are under way to correct the situation.
+Carnegie-Mellon University in Pittsburgh now offers what it terms a ''manufacturing option'' within its mechanical engineering program, and next fall the industrial engineering department at the University of Miami in Florida will begin requiring all majors to take a new course in productivity engineering. The number of undergraduates in industrial engineering at Miami has more than tripled in the last five years, to 187 from 50.
+Much of the new emphasis on manufacturing takes the form of research and teaching in the area of productivity. Believing that the best way to introduce students to the challenges manufacturing is to involve them in actual industrial problems, Rensselaer has set up a new Center for Manufacturing Productivity and Technology Transfer.
+Although the center is part of the engineering school, it has a full-time sta ff of project engineers and tech nicians who are not faculty members. They bid on real contracts w ith local companies and then assemble teams that include faculty memb ers, graduate students and undergraduates to carry them out. An Uncommon Expertise
+''I come from industry, and I know how much trouble we had finding people with an understanding of technology and manufacturing,'' said Leo E. Hanifin, a former executive at the Chrysler Corporation and in the aerospace industry, who directs the program. ''Changing this is the most important thing I can think of to do for American industry.''
+As part of the new concern with productivity, robots are becoming an increasingly common sight at American engineering schools. Carnegie-Mellon, for example, has established a new Robotics Institute with the support of the Navy and a number of large corporations. The goal, according to Daniel Berg, the provost, is to develop a ''third generation'' of robots that make use of various ''senses,'' such as vision, sensitivity to heat and even the human voice.
+''The first robots represented automation of constant repetitive acts,'' he explained, ''and this is an area in which the Japanese have done the best job of anyone. The second generation were programmable, and here, too, the Japanese are ahead of us. The third generation - the ones we are trying to develop - will be able to collect sensory information, analyze it and make decisions on a course of action.''
+Texas A & M's College of Engineering, the largest in the nation with 11,500 students, is making a large investment in robotics. Eight faculty members and five graduate students are already at work in the field, and five new robotics laboratories are scheduled for completion by next January.
+Another academic theme being rediscovered in American engineering schools is design - design not only for elegance but also for ease of manufacture. Central to that effort is the field of ''computeraided design,'' or the process of designing and refining, for example, the shape of an airplane wing on a computer rather than with pencil and paper. The companion field is ''computer-aided manufacturing,'' in which a computer program operates a machine that manufactures a particular part.
+Not long ago, for example, students and faculty members at Rensselaer, backed by funds from the National Aeronautics and Space Administration, set out to build a lightweight glider. They used a computer to develop what seemed like the most efficient wing shape, then conducted a series of experiments with ''composite materials'' - layers of carbon, glass and other fibers that, when bonded by epoxy resin, become sturdy enough to support considerable weight. After some setbacks, the day finally came when a test pilot successfully flew the experimental aircraft. Largest Center in Nation
+Rensselaer offers instruction to all its students in computer graphics at its four-year old Center for Interactive Computer Graphics, which boasts $4 million in equipment given by the International Business Machines Corporation and other companies, and is the largest such center in the country.
+Washington University in St. Louis has a microcomputer program for teaching-oriented computer graphics, and the University of Pittsburgh has begun working with the Westinghouse Corporation to develop a new course in computer-aided manufacturing, to be jointly staffed by university faculty members and Westinghouse engineers.
+Finally, America n engineering schools are coming to recognize that even the most sophisticated research and engineering skills cannot be translated into efficient production without adequate managerial skills.
+''It's not clear that all our problems are solvable at the engineering education front,'' said Bruce Arden, chairman of electrical engineering and computer science at Princeton University. ''The Japanese seem to be doing a much better job of long-range planning.''
+As a result, engineering educators are looking for ways to increase the managerial skills of their students. In California, the University of Santa Clara now offers engineers already on the job a program of ''engineering management.'' In New York State, Clarkson College of Technology has designed new courses with titles such as ''management of technology.''
+Parallel efforts are under way to introduce management students to the world of technology. Richard Cyert, the president of Carnegie-Mellon, said, ''We are developing courses in our business school that will produce executives as well as engineers who know what manufacturing is all about.''
+Underlying almost all the current efforts in the fields of manufacturing, design and management are new ties between engineering schools and industry. Corporate support is crucial to equipping programs such as Rensselaers's computer graphics center, but engineering educators are quick to emphas ize that the flow of resources runs both ways.
+Chris Le Maistre, who directs the composite materials program at Rensselaer, pointed out that many of the 40 students who worked on the glider program ended up working in aeronautics. ''They're not only learning about composites,'' he said. ''They're learning about a career option.''
+Illustration Photo of Tom Michael at R.P.I. (Page C5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EDUCATION&title=New+York+Times&issn=03624331&date=1982-01-26&volume=&issue=&spage=C.1&au=Fiske%2C+Edward+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 26, 1982","''American engineering developed a love affair with science,'' said Geo rge Ansell , dean of engineering at Rensselaer. ''That's where the investment we nt, and so did the best students.'' ''It's not clear that all our problems are solvable at the engineering education front,'' said Bruce Arden, chairman of electrical engineering and computer science at Princeton University. ''The Japanese seem to be doing a much better job of long-range planning.'' Chris Le Maistre, who directs the composite materials program at Rensselaer, pointed out that many of the 40 students who worked on the glider program ended up working in aeronautics. ''They're not only learning about composites,'' he said. ''They're learning about a career option.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Jan 1982: C.1.",11/14/17,"New York, N.Y.",,"Fiske, Edward B",New York Times Company,,Newspapers,424279374,"United States, New York, N.Y.",English,26-Jan-82,026-21-05; EDUCATION AND SCHOOLS; SCIENCE AND TECHNOLOGY; ENGINEERING AND ENGINEERS; COLLEGES AND UNIVERSITIES,New York Times,NEWSPAPER,,,,,,,
+NERVOUS BANKS START STRIKING BACK,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nervous-banks-start-striking-back/docview/424283794/se-2?accountid=14586,"BANKS are getting nervouser and nervouser. They see the financial world rapidly changing around them while they remain locked into a legal and regulatory structure developed decades before automation and low-cost, high-speed communications made geographic and productline boundaries obsolete.
+Many nonbank companies have been barging into areas that once had been the domain of commercial banks. And often these outsiders, free from restraints on banks, have more flexibility to offer traditional banking services.
+''The solution is not to rid ourselves of the invaders on our turf,'' said Thomas G. Labrecque, president of the Chase Manhattan Bank, sounding a frequent refrain. ''Rather, we've got to be allowed to compete more fully in the marketplace.''
+Banks are now beginning to take bold initiatives, and those efforts are certain to continue and intensify this year. The war will be fought in the courts, in Congress and in the marketplace, and the only thing that remains clear is that great uncertainty will continue.
+The initiatives take different forms. The financial world was stunned late in 1981 when the BankAmerica Corporation announced plans to buy Charles Schwab & Company, one of the nation's largest discount brokerage firms. With that purchase, BankAmerica indirectly would have a seat on the New York Stock Exchange.
+Was this a violation of the Glass-Steagall Act of 1933, which prohibits commercial banks from engaging in many investment banking activities? Most bankers, after the initial shock, agreed that merely accepting buy and sell orders would not violate Glass-Steagall, and that banks have had that ability for some time. But it was not clear whether regulators would agree. And it was considered likely that at least some members of the securities industry would challenge BankAmerica's move, perhaps in court. BankAmerica is the parent holding company of the Bank of America, the nation's largest bank.
+A day after BankAmerica's announcement, the Security Pacific National Bank, the nation's ninth largest, sent another tremor through the financial community: It said it would actively buy and sell stocks for its customers - not through a subsidiary, but through its own branches. And it is so confident that its program is legal that it does not plan to seek regulatory approval. It said that its program, made possible through an arrangement with Fidelity Brokerage Services, the nation's largest discount broker, would start in February. Fidelity will execute the actual trades for Security Pacific so that the California bank will not need a seat of its own.
+Banks have been barging into other investment banking areas as well, but most of the moves are on the corporate, not the consumer, side of their business. Although Glass-Steagall bars banks from underwriting public issues of corporate securities, the major New York banks have become increasingly active in privately placing corporate debt, which is allowed by law.
+The two California banks are not alone in their initiatives. Other major American banks have begun to challenge the restrictions and to strike back. In the past year attempts by such banks as the Manufacturers Hanover Trust Company and the Bank of California were made to provide services comparable to money market mutual funds. Some were shot down by bank regulators, and others failed to spark the fancy of consumers.
+Although many banks are taking a more aggressive role, the industry is deeply worried about its future. The nation's thrift industry, made up of savings banks and savings and loan associations, is facing collapse as a result of high interest rates. Reports come out regularly of the demise of one large savings institution or another. The collapse of many small banks goes practically unnoticed. And Federal deposit insurance agencies have been busier than they have been since the Depression of the 1930's in keeping these institutions from bankruptcy.
+The securities industry is also worried. Many securities firms have been moving into fields that traditionally belonged to banks, but there is widespread fear that most will not be able to survive as independent o rganizations.
+For all financial institutions, the ability to compete in today's revolutionary environment depends heavily on the availability of capital - the money that belongs to a firm's or bank's shareholders, not money that is borrowed. And most securities firms, even the biggest, have relatively little capital. That is a main reason behind some of the dramatic mergers announced last year: the Bache Group into Prudential Insurance; Shearson Loeb Rhoades into the American Express; Dean Witter into Sears Roebuck, and Salomon Brothers into Phibro, the big commodities trading concern. These mergers make the banking industry increasingly edgy.
+The big banks believe their hands are tied by what they consider archaic laws. Such companies as American Express and Sears have entered almost every area of commercial banking, but without the legal and regulatory constraints that banks face, bankers say.
+''We cannot be complacent about the impact on our industry from forces completely outside our industry and totally free from the constraints under which we must operate,'' said John F. McGillicuddy, chairman of Manufacturers Hanover. He, like most other leading bankers, wants banks to be able to maintain deposit-taking activities throughout the country and to provide a full range of financial services to all customers.
+To most banks the most irksome competitors are money market mutual funds, which may offer high interest rates to consumers, while Federal regulations severely restrict the rates that banks may pay. The money funds have attracted about $180 billion out of banks and savings institutions in the last few years. And many money funds provide checks, a service that until the last few years was the exclusive domain of commercial banks. The money funds also may operate anywhere in the United States, while the banks' deposit-taking authority is limited to their home states. And banks may not engage in many types of real estate and insurance activities, while such firms as Merrill Lynch, the nation's largest securities firm, engage in all these practices.
+Banks say that even when they are allowed to function in a particular field, they often face obstacles. For example, Merrill Lynch said last month that it would buy the Advance Mortgage Company, the nation's second-largest mortgage-servicing company, from Oppenheimer & Company, another securities firm, for about $42.3 million. Only two years earlier Oppenheimer paid Citibank about $20 million for Advance after Citibank was told by the Federal Reserve Board that, on antitrust grounds, it had to divest Advance. Now, Advance has been sold at twice the price to Merrill Lynch, which Citicorp considers its arch rival. Unlike Citicorp, Merrill Lynch needed no government approval to buy Advance.
+''It is ironic how one of the most aggressive, fastest-growing financial service institutions can respond to market demands and acquire in an instant the same company that the Fed, after years of agonizing, decided a bank holding company could not retain,'' said Susan Weeks, a Citibank assistant vice president.
+Small banks, which represent about 12,500 of the nation's 14,000 banks, are also worried - but about somewhat different problems. Protected for decades by Federally imposed interest-rate ceilings, they now find they must compete with money funds for deposits and that their costs are rising rapidly. And they also worry about the possibility of interstate banking and fear they might have to compete head-on in local markets with huge, out-of-state banking institutions.
+Many analysts believe that the future for medium-sized banks is even less certain than it is for smaller banks, which may become financial ''boutiques,'' specializing in home improvement loans or more personalized service for depositors. The medium-sized banks cannot as easily do that or cut back operations, and they do not have the capital to ''be all things to all people,'' like the Merrill Lynches or Citicorps.
+Thus, many banks, like securities firms, have been searching for merger partners. Analysts estimate there were more banks mergers in 1981 than at any other time since the 1930's, when the number of American banks was halved, from 30,000 to its present level, about 15,000.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NERVOUS+BANKS+START+STRIKING+BACK&title=New+York+Times&issn=03624331&date=1982-01-10&volume=&issue=&spage=A.55&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 10, 1982","''The solution is not to rid ourselves of the invaders on our turf,'' said Thomas G. Labrecque, president of the Chase Manhattan Bank, sounding a frequent refrain. ''Rather, we've got to be allowed to compete more fully in the marketplace.'' ''It is ironic how one of the most aggressive, fastest-growing financial service institutions can respond to market demands and acquire in an instant the same company that the Fed, after years of agonizing, decided a bank holding company could not retain,'' said Susan Weeks, a Citibank assistant vice president. Many analysts believe that the future for medium-sized banks is even less certain than it is for smaller banks, which may become financial ''boutiques,'' specializing in home improvement loans or more personalized service for depositors. The medium-sized banks cannot as easily do that or cut back operations, and they do not have the capital to ''be all things to all people,'' like the Merrill Lynches or Citicorps.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Jan 1982: A.55.",11/14/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,424283794,"United States, New York, N.Y.",English,10-Jan-82,010-27-27; BANKS AND BANKING; REGULATION AND DEREGULATION OF INDUSTRY,New York Times,NEWSPAPER,,,,,,,
+A SHARP TURNAROUND AT FIAT,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sharp-turnaround-at-fiat/docview/424294276/se-2?accountid=14586,"A little over a year ago, people in this Piedmontese city would have taken bets that Fiat, Italy's biggest auto maker and the country's largest private company, was on the verge of disaster.
+The company's sprawling plants in and around Turin were shut by strikes, the recession had Europe's auto market in shambles and what was left of it was falling into the hands of the Japanese. Word had it, too, that the Agnellis, the family that founded Fiat 82 years ago, were getting out.
+Today, though it may be too early for a final verdict, Fiat seems to have radically altered its fortunes. In 1981, the company made a modest profit, ending a three-year money-losing streak. And the huge auto division, which generates more than half of Fiat's revenues, broke even after losses of nearly $84 million in 1980.
+''Nobody can say Fiat is a giant with clay feet,'' said Cesare Romiti, the company's chief executive officer, in a mood that reflected the turn in the company's fortunes. A Victory in Strike
+What had happened was that, first, Fiat emerged victorious in October 1980 from a five-week strike, the company's most dramatic labor conflict, with a contract allowing it to drop 23,000 jobs at heavily overstaffed plants. The company's work force had totaled 238,000.
+And second, a multibillion-dollar program to modernize its plants and introduce new models, delayed by the strike, had begun to take hold.
+Now, buoyed by its new prosperity, Fiat is in the midst of negotiations aimed at weaving a network of cooperative agreements with Italian state-owned industries in two key sectors, automobiles and telecommunications. It hopes the accords will strengthen its own fortunes and help Italy's faltering economy by injecting private management principles into several important sectors of the country's money-losing state-owned industries.
+With the first oil price squeeze in 1973-74, Fiat executives, still led principally by the Agnelli family, decided to pay less attention to the auto division and diversify into what was viewed as more promising and profitable businesses, like machinery and rail systems.
+Thus, while competition from Europe and Japan flooded the European market with small, fuel-efficient models in the late 1970's, Fiat was caught sleeping. The company's market share slipped sharply, and the auto division, once the major money maker, suffered three years of mounting losses until 1981.
+''That decision penalized us,'' said Francesco Paolo Mattioli, Fiat's chief financial officer, in a recent conversation in his office at Fiat headquarters. ''The Panda and the Ritmo both reached the market late.''
+Fiat's Panda model, at the bottom of the line, came out in mid-1980, and the new Ritmo model, a medium-sized car, fo llowed shortly after ward. Since then, Fiat has been introducing a new model every two mon ths, and the results have been impressive.
+In December, Mr. Romiti announced that Fiat had raised its share of the European market in 1981 to 13.6 percent, from 12.8 percent the year before, the result largely of the new-model sales.
+Despite the progress, Fiat officials say that much remains to be done. According to Mr. Mattioli, Fiat plans to invest nearly $5 billion in the next three years on automation and modernization.
+Fiat's job cuts, he said, coupled with a sharp reduction in absenteeism - to 3 to 5 percent at various plants, from 14 to 18 percent before the 1980 strike -raised productivity by 20 percent in 1981. Further investments, it is hoped, will lift it to the level of Fiat's major European competitors, such as Germany's Volkswagen and France's Renault.
+Mr. Mattioli, 42 years old, a former executive at Alitalia, the Italian airline, is typical of the young generation of executives who took over at Fiat in the mid-1970's. An economist who studied at the University of Rome and at the Harvard School of Business Administration, he was among the men who engineered broad structural and operational changes at Fiat, carving up the company's cluttered industrial empire into 11 independent profit centers, each with extensive autonomy.
+Analyst s credit these broad changes with gi ving the company new vitality. With the arrival of the new executi ves, the Agnelli family,represented by Giovanni Agnelli and Umberto A gnelli, left the company's day-to-day operations.
+Giovanni Agnelli, whose grandfather founded Fiat 82 years ago, now heads the company's policy-making board. Umberto stepped down last year as managing director of the auto division to become vice president of Istituto Finanziario Industriale, or I.S.I., the family holding company. Family Holds 30% of Assets
+Through I.S.I., the Agnelli family owns 30 percent of Fiat's assets. About 10 percent is held by the Libyan-Arab foreign bank, and the rest by banks and corporations, like the Banco di Roma and the Pirelli Tire Company, generally considered friendly to Fiat, and by some 90,000 private shareholders.
+In addition to automobiles, Fiat's $17.4 billion in revenues principally come from machinery, construction equipment, aircraft engines and La Stampa, the Turin daily newspaper.
+According to Fiat officials, the next major steps in corporate strategy involve automobiles, steel and telecommunications. Essentially, the company is looking for Government help with Teksid, Fiat's steelmaking unit, that would take the ailing company off Fiat's hands. Teksid lost some $200 million in 1980.
+Fiat's part of the deal, according to bankers in Rome and Milan, would be to help Alfa Romeo, Italy's state-owned No.2 auto maker. In the steel industry, Fiat wants to merge the cold-rolled steel operations at Teksid, near Turin, with those of the state-owned steelmaker, Italsider, and its flat-rolled steel production with that of Terninoss, another Government-owned steelmaker. Alfa Expects $67 Million Loss
+Alfa, which produces about 280,000 cars a year, mainly in the sports and luxury category, expects to lose as much as $67 million in 1981. Fiat's plan is to cut costs by jointly producing axles, transmissions and electrical equipment with Alfa.
+While each company would continue its own line, Alfa would be expected to produce high-powered large cars, its specialty, in southern Italy, and Fiat would concentrate on small and medium-sized family-type cars at plants in the north.
+In the field of telecommunications, Fiat is seeking increased cooperation between its Elettra division - which produces switching equipment - and Italtel, the state-owned company whose main strength is in communications transmissions.
+Fiat also wants cooperation in developing the digital telephone exchanges that Italy will need in the 1980's, to prevent lucrative contracts from going abroad. 'A Concentration of Forces'
+''The idea is a concentration of forces,'' Mr. Mattioli said. ''The main thing will be to present ourselves jointly on foreign markets, too, to have the scale to compete with big international companies.''
+Problems remain. Fiat and the Government of Prime Minister Giovanni Spadolini must still decide how to share profits and losses at Teksid, and the legislative procedure leading to enabl ing laws is expected to b e long and difficult.
+Labor is also a question. Fiat's unions have passed from initial resignation to growing restiveness following the 1980 strike defeat. Labor leaders doubt that ties between Fiat and Alfa can work, because Fiat is private and Alfa state-owned. ''In fact, we just don't agree with the plans,'' said Tom Dealessandri, a union leader at F.L.N., the metal workers union. ''The steel plan will only penalize Italy's steel industry.''
+But the greatest fear at union headquarters, and one that could cause Fiat the greatest trouble, is that the company's modernization will cost additional jobs.
+According to the agreement that ended the strike, the 23,000 workers laid off are to be rehired by mid-1983. ''Not only will they not take them back, they're letting others go,'' Mr. Dealessandri said. ''Our major complaint is that we're moving toward plant closures. Fiat is clearly cutting back at its weakest points.''
+Illustration photo of Giovanni Agnelli photo of Fiat's first automated car making plant in Turin",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+SHARP+TURNAROUND+AT+FIAT&title=New+York+Times&issn=03624331&date=1982-01-08&volume=&issue=&spage=D.1&au=JOHN+TAGLIABUE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Times Company Jan 8, 1982","''That decision penalized us,'' said Francesco Paolo Mattioli, Fiat's chief financial officer, in a recent conversation in his office at Fiat headquarters. ''The Panda and the Ritmo both reached the market late.'' Labor is also a question. Fiat's unions have passed from initial resignation to growing restiveness following the 1980 strike defeat. Labor leaders doubt that ties between Fiat and Alfa can work, because Fiat is private and Alfa state-owned. ''In fact, we just don't agree with the plans,'' said Tom Dealessandri, a union leader at F.L.N., the metal workers union. ''The steel plan will only penalize Italy's steel industry.'' According to the agreement that ended the strike, the 23,000 workers laid off are to be rehired by mid-1983. ''Not only will they not take them back, they're letting others go,'' Mr. Dealessandri said. ''Our major complaint is that we're moving toward plant closures. Fiat is clearly cutting back at its weakest points.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Jan 1982: D.1.",11/15/17,"New York, N.Y.",,"JOHN TAGLIABUE, Special to the New York Times",New York Times Company,,Newspapers,424294276,"United States, New York, N.Y.",English,8-Jan-82,008-21-97; AUTOMOBILES; FINANCES,New York Times,NEWSPAPER,,,,,,,
+"POPE CALLS UNIONS 'INDISPENSABLE' IN THE 'STRUGGLE FOR SOCIAL JUSTICE'; Excerpts from encyclical, page D26.","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pope-calls-unions-indispensable-struggle-social/docview/424193323/se-2?accountid=14586,"Pope John Paul II declared today, in the third encyclical of his pontificate, that labor unions were ''an indispensable element'' of modern industrialized society and a vehicle ''for the struggle for social justice.''
+He warned, however, that they must ''not be subjected to the decision of political parties or have close links with them.'' Otherwise, he said, they could ''easily lose contact with their specific role, which is to secure the just rights of workers within the framework of the common good of the whole of society.''
+The encyclical, or circular letter to Roman Catholic bishops, runs to 30,000 words and is entitled ''Laborem Exercens.'' It has been given the English title ''On Human Work'' by the Vatican.
+The document is couched in general terms without mention of current events in the Pontiff's native Poland or other countries. Publication Delayed by Shooting
+But the Pope's endorsement of unions and his statement that they should be independent of political organizations are made at a time when the Polish union Solidarity is involved in a struggle with the Communist Government. The encyclical also is issued at a time when a debate about the future role of labor unions is going on in the United States.
+The Pope wrote that he had worked on the document with the initial intention of publishing it on May 15, the 90th anniversary of Pope Leo XIII's social encyclical ''Rerum Novarum'' (''Of New Things''). But Pope John Paul was shot in St. Peter's Square on May 13, and, he said, ''it is only after my stay in the hospital that I have been able to revise it definitively.'' The Pontiff is still recuperating at his summer residence at Castel Gandolfo.
+His document frequently cites and affirms Pope Leo's encyclical of 1891, which is considered the basic document of Roman Catholic social doctrine. It defended private property against socialism but asserted the dignity of the worker and said that the state had a right to intervene to curb the exploitation of labor. Encyclical by Pius XI Cited
+Pope John Paul similarly cited the 1931 social encyclical of Pope Pius XI, ''Quadragesimo Anno'' (''Fortieth Year''). Issued on the 40th anniversary of Pope Leo's encyclical, it condemned the concentration of economic power.
+Catholic social teaching holds, Pope John Paul said today, that unions are no t just a reflection of the class structure of society but ''advocat es for the struggle for social justice.''
+He noted also that the social doctrine of the church recognized the right to private property but stipulated that this right must ''be subordinated to the right to common use'' and that ''goods are meant for everyone.'' Thus, he said, the church doctrine is fundamentally different from both Marxist materialism and ''rigid'' capitalism.
+Discussing the rights of all workers, the Pope wrote that women - and especially mothers - should be given suitable working conditions. ''They should be able to fulfill their tasks in accordance with their own nature without being discriminated against and without being excluded from jobs for which they are capable, but also without lack of respect for their family aspirations,'' the Pontiff declared.
+''The true advancement of women,'' he said, ''requires that labor should be structured in such a way that women do not have to pay for their advancement by abandoning what is specific to them'' in their irreplaceable role as mothers.
+At the same time, the Pope declared that wages for workers should be high enough to support the family and permit mothers to stay at home and take care of their children. First Encyclical in 1979
+His emphasis on the independence of labor unions and stress on ''suitable working conditions'' for women were among the few points on which the encyclical went beyond previous statements of Catholic social doctrine.
+John Paul's first encyclical was ''The Redeemer of Man,'' which warned in 1979 that the ''moral disorder'' of modern life was reflected in military buildups, inflation and unemployment. His second, ''Riches of Mercy,'' issued last year, warned against increasing materialism and unchecked technological growth. The latest encyclical constitutes the Pope' s re-examination and reaffirmation of the basic social doctrine of the church in light of the technological revolution of recent years.
+The Pope wrote the original in Polish. It was then translated into Latin and from Latin into seven languages that are each spoken by substantial numbers of Catholics - English, French, Spanish, German, Italian, Portuguese and Polish.
+Emphasizing that there must be respect for ''the dignity and the rights of those who work,'' a theme that he has repeatedly stressed in speeches around the world, John Paul said that the church condemned situations in which such recent technological accomplishments as automation and miniaturization had led to a violation of the human rights of workers instead of insuring ''authentic progress by man and society.'' Importance of Unions Stressed
+In stressing the ''importance of unions,'' he called them ''associations for the purpose of defending the vital interests of those employed in the various professions.'' He said unions had the right to strike, but he also warned against ''abuse of the strike weapon.''
+''The experience of history teaches that organizations of this type are an indispensible element of social life, especially in modern industrialized societies,'' he wrote.
+''Catholic social teaching does not hold that unions are no more than a reflection of the class structure of society and that they are agents for a class struggle which inevitably governs social life. They are indeed advocates for the struggle for social justice, for the just rights of working people in accordance with their individual professions.''
+The Pope added that union activities should not be turned into a kind of group or class ''egoism'' but should aim at the common good of the whole of society.
+Pointing out that social life was a system of ''connected vessels,'' he said that union activity ''undoubtedly enters the field of politics'' in the widest sense. Political Links Opposed
+But he warned against politicizing the unions. ''Unions,'' he wrote, ''do not have the character of political parties struggling for power; they should not be subjected to the decision of political parties or have too close links with them.
+''In fact, in such a situation they easily lose contact with their specific role, which is to secure the just rights of workers within the framework of the common good of the whole of society; instead they become an instrument used for other purposes.''
+Declaring that union activity includes many possibilities to ''instruct and educ ate the workers and foster their self-education,''he praised ef forts to set up ''workers' or peoples' universities.''
+He said the Roman Catholic Church had always taught the principle of ''the priority of human labor over what in the course of time we have grown accustomed to calling capital.'' He said that the church maintained this concept in the face of the latest technological developments in factories and laboratories. In Conflict With Collectivism
+He recalled that the church recognized ''the right to private property even when it is a question of the means of production'' and that in doing so it has all along been in conflict with the ''collectivism proclaimed by Marxism.'' He cited Pope Leo's ''Rerum Novarum'' to this effect, and said that the position of the church had not changed.
+But, he added, the church also differs with capitalism about ''the way the right to ownership or property is understood.'' He said that Christian tradition had never upheld the right to ownership or property ''as absolute and untouchable.'' ''On the contrary,'' he declared, ''it has always understood this right within the broader context of the right common to all to use the goods of the whole of creation: the right to private property is subordinated to the right to common use, to the fact that goods are meant for everyone.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=POPE+CALLS+UNIONS+%27INDISPENSABLE%27+IN+THE+%27STRUGGLE+FOR+SOCIAL+JUSTICE%27%3B+Excerpts+from+encyclical%2C+page+D26.&title=New+York+Times&issn=03624331&date=1981-09-16&volume=&issue=&spage=A.1&au=HENRY+TANNER%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 16, 1981","The Pope wrote that he had worked on the document with the initial intention of publishing it on May 15, the 90th anniversary of Pope Leo XIII's social encyclical ''Rerum Novarum'' (''Of New Things''). But Pope [John Paul I] was shot in St. Peter's Square on May 13, and, he said, ''it is only after my stay in the hospital that I have been able to revise it definitively.'' The Pontiff is still recuperating at his summer residence at Castel Gandolfo. John Paul's first encyclical was ''The Redeemer of Man,'' which warned in 1979 that the ''moral disorder'' of modern life was reflected in military buildups, inflation and unemployment. His second, ''Riches of Mercy,'' issued last year, warned against increasing materialism and unchecked technological growth. The latest encyclical constitutes the Pope' s re-examination and reaffirmation of the basic social doctrine of the church in light of the technological revolution of recent years. He added, the church also differs with capitalism about ''the way the right to ownership or property is understood.'' He said that Christian tradition had never upheld the right to ownership or property ''as absolute and untouchable.'' ''On the contrary,'' he declared, ''it has always understood this right within the broader context of the right common to all to use the goods of the whole of creation: the right to private property is subordinated to the right to common use, to the fact that goods are meant for everyone.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Sep 1981: A.1.",1/30/20,"New York, N.Y.",ROME (ITALY),"HENRY TANNER, Special to the New York Times",New York Times Company,,Newspapers,424193323,"United States, New York, N.Y.",English,16-Sep-81,RELIGION AND CHURCHES; ROMAN CATHOLIC CHURCH; Social justice; Labor unions,New York Times,NEWSPAPER,,,,,,,
+DETROIT DESPAIRS OF REGAINING JOBS,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/detroit-despairs-regaining-jobs/docview/424080947/se-2?accountid=14586,"Time and the money have run out for Steve Ristoski and for tens of thousands of other jobless automobile workers here.
+The generous unemployment benefits paid out by the state, the auto companies and the Federal Government were not designed for two years of depressed car making and widespread layoffs.
+Men and women who had learned patience from the cycles of the industry are learning that, this time, the jobs may never come back to the Detroit area. Automation and the shrinking size of cars mean that far fewer workers than before are needed to make each vehicle. And the growing dispersal of the auto industry to the Sun Belt and overseas has already left this city the ''Motor City'' in name only.
+At last, union officials, social welfare experts and even politicians are beginning to talk openly about a subject that the auto makers have known about for some time: the likelihood that more than half of the 200,000 jobs on layoff status, most of them in the Detroit region, will never reopen, and that the best advice to the displaced workers is to give up, leave town and try to find work in some other city.
+For Mr. Ristoski and others like him, however, that advice is already too late. ''Sure, I would move if I could find a job, but with what?'' he asked as he shuffled a litter of overdue bills and the smudged receipts for unemployment payments, the last one dated Feb. 9, 1981.
+''Where are we going to go with no money?'' he asked. ''You want to sell your home to go someplace else, you can't sell it because nobody's got a job, nobody's got the money.'' With no money for gasoline, he said, ''I can't even leave the house to look for work.''
+Mr. Ristoski, who is 42 years old, started work at Chrysler's Mack Avenue plant on May 14, 1973, a date that comes to his lips instantly, as though he recalls it daily. But he has to fumble a bit to remember Oct. 8, 1979, the day he was put on indefinite layoff as the auto slump, now beginning its third year, bit into the ranks of the working.
+His wife, Angelina, who worked for a small parts manufacturer, has not worked since last spring. The Ristoskis and their two sons were able to get by on the extensive unemployment benefits available to auto workers: unemployment compensation, and then extended benefits, then Trade Readjustment Assistance from the Federal Government, a recompense for jobs lost to imports, then supplemental unemployment benefits from Chrysler, as provided for in the United Automobile Workers contract, when regular unemployment ran out. Nobody Thought It Would Last
+In all, Mr. Ristoski alone drew more than $14,000 in unemployment compensation from various sources. Like many others, he expected the upturn to come soon. But it did not.
+''The problem is that nobody thought it would last,'' said Richard F. Heugli, executive vice president of Detroit's United Community Services, an umbrella civic group that is active in helping the destitute.
+''When some plants laid off,'' Mr. Heugli said, ''they offered jobs in other parts of the country and people said, 'Well, I'll be getting 85 percent of my pay and I'll be getting my S.U.B. and my T.R.A., I'll stick around and take my chances on something turning up, because things always got better in the past.
+''But this time it isn't going to be the same, and there aren't going to be those other jobs.'' In 1980 and the first two months of 1981, those benefits ran out for more than 152,000 workers and their families in the Detroit area alone. If past trends hold, that number is increasing by more than 10,000 a month.
+According to Mayor Coleman A. Young, 60 percent of the 1.2 million people in Detroit receive some kind of public aid, including Social Security. Enrollments in welfare programs in the Detroit region have grown by 64,000 people in the last year, all of them seeking the benefits of social aid programs that face sharp reductions by the Reagan Administration.
+''What we are dealing with here are the new poor,'' said Berkely Watterson, who operates the auto union's Community Services Department, ''people who were once productive, middle-class people who have been out of work for so long they're no longer even statistics.'' One Who Has Learned
+Paul Robinson, 37 years old, a Ford trim plant worker for 12 years before he was laid off 18 months ago, is a statistic on the welfare rolls, and it hurts him.
+''I'm one of those guys who was gonna die before I put my family on welfare, right?'' he said with a try at a smile. ''Well, I learned some things since those days, like you don't give a shoot what you got to do when you wake up some morning and the kids are hungry and you can't even buy a loaf of bread.''
+Jacqueline Scherer, a sociology professor at Oakland University in Pontiac, has followed the experiences of laid-off auto workers and heard their words of shock.
+''I find an incredible ignorance about the way the welfare system works,'' she said. ''We've built up all these myths about welfare cheaters and people on welfare living high on the hog, and when these workers go to qualify for welfare themselves they really hit the stark reality of how strict the rules for qualification are. They find out they're not eligible until they really get down on their knees.''
+Even then things can go wrong, as they did for Mrs. Ristoski when she applied for welfare. The welfare department declared that the old house the Ristoskis once occupied in Detroit, and which they have repeatedly tried to sell since moving to a new home outside the city, was an asset that disqualified the family for aid, although the house has been empty for five months, since the last renter moved out. 'Am I Supposed to Eat My House?'
+''They say, 'You got two houses, you don't need nothing,' '' Mrs. Ristoski said, her voice rich with indignation and the tones of her native Slovenian. ''Am I supposed to eat my house?''
+Now all $2,400 the Ristoskis had saved is gone, the $60 gas bill and $17 for the telephone are overdue, and Mr. Ristoski owes his sister $500 he borrowed to make the April house payment. In their spotless suburban home they live on pancakes.
+''Why should this happen to me?'' Mr. Ristoski exclaimed. ''I work seven and a half years in one place, never late, never a complaint. The boss wants overtime, I work it - 10, 12 hours, I don't care, I like to work. People who want to work should have a job.''
+Asked why he waited so long to look for other work, Mr. Ristoski replied, ''I thought they would call me back.'' In fact, when he was laid off for several months in the auto slump of 1974 and 1975, he was duly called back.
+Union officials concede that the hard facts have not been put clearly to their rank and file, but time and the running out of the money are forcing a reluctant change.
+''Who's going to admit that the jobs will never be there again?'' Mr. Watterson said. ''It goes against all the images of growth and recovery that the Mayor and everyone wants to project. They're so used to those cycles in the auto industry, and when we tell them they're not going back, it's like committing political suicide.''
+Illustration Photo of Steve Ristoski and his family",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DETROIT+DESPAIRS+OF+REGAINING+JOBS&title=New+York+Times&issn=03624331&date=1981-04-27&volume=&issue=&spage=A.1&au=IVER+PETERSON%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1981","''Where are we going to go with no money?'' he asked. ''You want to sell your home to go someplace else, you can't sell it because nobody's got a job, nobody's got the money.'' With no money for gasoline, he said, ''I can't even leave the house to look for work.'' ''They say, 'You got two houses, you don't need nothing,' '' Mrs. [Steve Ristoski] said, her voice rich with indignation and the tones of her native Slovenian. ''Am I supposed to eat my house?'' ''Who's going to admit that the jobs will never be there again?'' Mr. [Berkely Watterson] said. ''It goes against all the images of growth and recovery that the Mayor and everyone wants to project. They're so used to those cycles in the auto industry, and when we tell them they're not going back, it's like committing political suicide.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1981: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"IVER PETERSON, Special to the New York Times",New York Times Company,,Newspapers,424080947,"United States, New York, N.Y.",English,27-Apr-81,FACTORIES AND INDUSTRIAL PLANTS; SHUTDOWNS (INSTITUTIONAL); UNEMPLOYMENT AND JOB MARKET; LABOR,New York Times,NEWSPAPER,,,,,,,
+"HIGH POINT, N.C.: THE FURNITURE MAKERS ARE COMING UNGLUED","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-point-n-c-furniture-makers-are-coming/docview/424065644/se-2?accountid=14586,"sized maker of high-quality wood and upholstered furniture that is sold in stores like W.& J. Sloane, Abraham & Straus and Bamberger's. It uses machines for such tasks as cutting, boring and shaping its wooden frames, but that's pretty much the extent of automation at Carson's.
+''You can lose some of the beauty of the product if you automate the upholstery end too much,'' says Tom Stout, the company's president. It is faster, of course, to have one worker cover a cushion with cloth, another the arm, and another the back. But by doing it that way, ''you sacrifice the individuality of the piece and some of the quality,'' says Mr. Stout.
+At Carson's, then, a single craftsman still covers the entirety of each piece, a method that insures that cloth patterns are properly fitted and coordinated.
+So it is through much of the $9 billion home furniture business, one of the few that still resists many of the contemporaty forces that have captured most other industries. It's a highly fragmented business still, made up of 1,200 producers with each doing an estimated average of $8 million to $10 million of business a year, according to the Southern Furniture Manufacturers Institute in High Point.
+Many of the companies are situated around small cities in the South, like High Point. Many are also family owned, and organized labor has barely made a dent in the 300,000-member work force, 80,000 of which is in North Carolina.
+It's a worried industry, one that always gets walloped when the home-building market recedes, as it did last year. And now it is reeling from the run-up in interest rates, which have slowed credit buying by both consumers - some 60 percent of all furniture sales are on credit - and retailers. Industry sales dropped an estimated 5.6 percent, to $8.7 billion, last year, from $9.2 billion the year before, and when inflation is counted in, the drop was well over double that.
+The immediate outlook for furniture is for more of the same. ''If there's any improvement, it will be in the second half of the year,'' says Douglas Brackett, vice president of the Southern Furniture Manufacturers Association, an industry group. Still, Wheat First Securities Inc., a Richmond-based firm that tracks the industry closely, expects roughly 10 percent sales gains in each of the next couple of years.
+And slowly, some things are changing. To cope with rising costs, the companies are trying to devise new ways to automate their production. Labor organizers, encouraged by their efforts at J.P. Stevens in the Carolinas and Alabama have begun deploying their troops through North Carolina, Tennessee and other cheap-labor Southern states. And some of the small companies are being swallowed up by giant conglomerates that see immense opportunity for growth in the business, given an infusion of modern management.
+Nevertheless, the typical company remains something like Carson's. Begun in a garage in 1944, Carson's now occupies a three-building complex in High Point, a central North Carolina manufacturing city. It was founded by Tom Stout's father, the late Carson Stout who began his career as a production worker for another concern. In the early years, Carson Stout made, sold and delivered furniture himself. ''He talked about the times he had to hustle out and sell some furniture himself in order to make payroll,'' recalls his son.
+Indeed, the furniture families ''have tended to be very generous and very personal with their people,'' said Jerry Etterson, a vice president and analyst with Wheat First Securities. ''There's a closeness there. I know of one (North Carolina) plant that closes when the turnip crop comes in because a lot of their employees have turnip crops.''
+''Most of our employees are long-time employees,'' added Mr. Stout, who said there had never been an attempt to organize Carson's. ''There's a relationship that develops over the years. They are like family.''
+Such arrangements conflict with standard union practices. ''The first thing that unions tend to do is put in a very structured relationship between the company and employees,'' Mr. Etterson says.
+With that sort of practice prevalent, organized labor has captured only 10 to 15 percent of the work force, despite relatively low pay scales. Furniture workers average nearly $2 an hour less than the December national average of $7.70 an hour for production workers. In North Carolina, with more than a quarter of the nation's furniture workers, the pay is even lower, $5.15 an hour.
+Union shops average $6.50 an hour, and have better fringe benefits than nonunion plants, says Carl Scarbrough, president of the United Furniture Workers of America.
+THE union is concentrating organizing efforts in Southern states such as North Carolina and Tennessee, where the industry is growing. As part of this strategy, the union moved its headquarters from New York City to Nashville in 1978.
+Mr. Scarbrough claims a high success rate in recent organizing battles. He says the union has won 73 percent of its 195 campaigns in the four-year period ending last Dec. 31. The National Labor Relations Board says the average for all unions during that period was under 50 percent.
+One event that may have increased the furniture workers organizing prospects was last October's settlement between J.P. Stevens & Company and the Amalgamated Clothing and Textile Workers Union. Labor leaders hailed the Stevens settlement, albeit covering only 10 plants, as a boost to their efforts to crack the traditionally nonunion South.
+''If one of the biggest and richest employers couldn't win the battle, I believe it will discourage others (from fighting),'' Mr. Scarbrough remarked at the time.
+While the union has been making inroads in the industry, conglomerates have been doing the same. Mr. Etterson, the analyst, estimates that only 10 percent of furniture companies are publicly held, but they now account for 48 percent of the industry's sales volume. In 1960, he figures no more than 2 percent of the companies were publicly held, and they accounted for no more than 50 percent of the sales.
+The acquisition trend began in the late 1970's, when conglomerates saw a potential market for furniture in the postwar baby boom generation. More recently, the acquirers have been encouraged by the theory that consumers will spend more on their homes because rising costs and a bad economy are curtailing travel and other luxuries.
+Buyers are also encouraged by the industry's fragmentation and the absense of dominant companies. ''That means that they could get in and establish their niche,'' says Mr. Etterson.
+Last year, Interco became the largest furniture maker when it bought out two well-known names, Ethan Allen Inc. and Broyhill Furniture Industries. Even so, Interco holds only an estimated 5 to 6 percent of the market.
+As is typical of other buyers, Interco, a St. Louis company known best for its shoemaking, added furniture to much larger, established lines of business. The Mohaco Corporation, once the Mohawk Carpet Company, is No. 2 in home furniture now.
+Others with major furniture operations include Sperry & Hutchinson, noted for Green Stamps; Armstrong World Inc., formerly Armstrong Cork; Singer; General Mills, and Beatrice Foods.
+Despite the trend toward buyouts by big public companies, the industry remains one in which ambitious newcomers can break in relatively freely. ''The average guy can't work in a steel mill and go out and open up a steel mill,'' as Mr. Stout put it. But there are many who can still start as his father did in 1944, with a few dollars and long hours of work.
+The End Up Furniture Company of Raleigh, N.C., for example, was set up just six years ago by Randall Ward and Stephen Robertson with little more than $13, and the labor of its cofounders. Today the manufacturer of pine wood furniture has 90 production workers, and another 150 employees in its system of retail stores.
+For these entrepreneurs, the corporate buy-out is often an unappealing end. At Carson's, for example, ''We get a letter a week from brokers, which we dutifully ignore,'' said Mr. Stout. ''I have no desire to be put out to pasture.'' --------------------------------------------------------------------- Doug McInnis covers business for The News and Observer in Raleigh, N.C.
+Illustration graph of furniture sales photo",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH+POINT%2C+N.C.%3A+THE+FURNITURE+MAKERS+ARE+COMING+UNGLUED&title=New+York+Times&issn=03624331&date=1981-03-15&volume=&issue=&spage=A.4&au=McINNIS%2C+DOUG&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 15, 1981","Indeed, the furniture families ''have tended to be very generous and very personal with their people,'' said Jerry Etterson, a vice president and analyst with Wheat First Securities. ''There's a closeness there. I know of one (North Carolina) plant that closes when the turnip crop comes in because a lot of their employees have turnip crops.'' ''Most of our employees are long-time employees,'' added Mr. Stout, who said there had never been an attempt to organize [Carson Stout]'s. ''There's a relationship that develops over the years. They are like family.'' For these entrepreneurs, the corporate buy-out is often an unappealing end. At Carson's, for example, ''We get a letter a week from brokers, which we dutifully ignore,'' said Mr. Stout. ''I have no desire to be put out to pasture.'' --------------------------------------------------------------------- Doug McInnis covers business for The News and Observer in Raleigh, N.C.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Mar 1981: A.4.",11/14/17,"New York, N.Y.",,"McINNIS, DOUG",New York Times Company,,Newspapers,424065644,"United States, New York, N.Y.",English,15-Mar-81,"DIVERSIFICATION OF BUSINESS; FURNITURE; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+CHRYSLER'S FIGHT FOR SURVIVAL:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chryslers-fight-survival/docview/424040189/se-2?accountid=14586,"813 By WILLIAM SERRIN
+The financially troubled Chrysler Corporation, by gaining formal approval yesterday of an additional $400 million in Federal loan guarantees, appears to have won another round in its protracted struggle to stay alive.
+But if the automobile manufacturer survives - an outcome that is not assured, even with the new, still provisional guarantees - it will be a company dramatically different from the premier industrial concern that it used to be, automotive analysts agree.
+Chrysler will, they say, have a permanently reduced work force and a limited product line, specializing in its down-sized ''K'' cars and Omni-Horizon models, which will depend heavily on imported or subcontracted components. The company seems likely, if it survives, to function not as an integrated automotive enterprise but essentially as an assembly operation, the analysts say.
+The tactics that the company is using in its attempt to survive - heavy dependence on automation, an extensive pruning of its operations and major reliance on foreign or American subcontractors - implies that the company's work force is not likely to rise above its present level of about 80,000 and could drop as low as 60,000, said Harley Shaiken, a Detroit-based technology and labor analyst now at the Massachusetts Institute of Technology. Performing Work Elsewhere
+Even a merger with a foreign company, which some analysts say seems necessary if the company is to achieve long-term viability, could mean reduced employment because certain operations, such as design, could be performed abroad, Mr. Shaiken said.
+David Healy, an analyst with Drexel Burnham Lambert Inc. of New York, said he believes the company, with the additional $400 million of loan guarantees, will survive, at least for a while.
+''I don't think it is likely that they will shut the doors and use the buildings to grow mushrooms,'' he said. Like other analysts, however, he contends that Chrysler must associate itself with another company, perhaps a foreign company, if it is to be able to offer competitive models by the mid-1980's.
+Mr. Healy said that Chrysler, in effect, was undergoing bankruptcy but with Government assistance forestalling a shutdown. ''It's sort of like the old New York City thing,'' he says, referring to New York's grave financial problems of the mid-1970's. ''It's bankruptcy, but you don't call it that.''
+When the new agreement with the Government's Chrysler Loan Guarantee Board was worked out, Lee A. Iacocca, Chrysler's chairman, said the survival plan would remove about $1 billion of the company's bank debt and help it find a merger partner. Outlook for 1981 Operations
+If this year's automobile sales in the United States total 9.6 million units, Chrysler expects its share to be 860,000, or 9 percent of the market. If that occurs, the company says, it will break even or show a small profit for 1981. Some analysts, such as Mr. Shaiken, say Chrysler's sales could fall as low as 500,000.
+Chrysler's peak United States employment of recent years was 152,560 in 1973, the company says. At the beginning of 1981, it had 78,900 employees, about 54,300 of them hourly workers. Approximately 45,500 more were on indefinite layoff.
+In 1973 Chrysler ranked fourth on Fortune magazine's list of the 500 biggest American companies. In 1979 it ranked 17th, and it surely will be far below that when the list for 1980 comes out.
+Last year Chrysler had 7.4 percent of the United States auto market. The company's biggest domestic market penetration in recent years, it says, was 15.4 percent in 1971.
+At present, Chrysler operates 40 manufacturing and assembly plants in the United States, including 21 in Michigan. It operates six assembly plants in the United States.
+The auto maker says the loan board would not have agreed to the additional loan guarantees unless it believes the company will become viable. Bigger Loss Than Expected
+The company has been unable to predict its finances accurately. For example, it had expected a loss of $550 million to $650 million for 1980, but apparently its deficit actually totaled at least $1.7 billion, the largest ever for a United States corporation.
+Arvid Jouppi, a Detroit-based automotive analyst with John Muir & Company, says he believes the company will survive. ''There will be a Chrysler Corporation or cars with the Chrysler namplate,'' he declared. Mr. Jouppi said the company, in more or less its present form, could get as much as 10 percent of the United States market. Therefore, even with its problems, he suggested, Chrysler might be attractive to a foreign company. Even with the most diligent effort, he explained, a foreign company could not by itself win 10 percent of American sales, so it would have an incentive for association with Chrysler.
+If Chrysler fails, analysts say, only certain assets would have much value. Mr. Jouppi said the company's operations would be valuable only if they could be sold as integrated units. ''They have value because they are dynamic - not if they are static,' he said. ''You can't sell a factory like you can sell a car.''
+After the Studebaker Corporation ended United States car production in 1964, he recalled, its excellent South Bend, Ind., stamping plant, which had been built for $45 million, was sold for $1 million. Assets That Might Be Sold
+Analysts agree that major Chrysler assets, likely to be sold in event of bankruptcy, would include its defense group, which manufactures the Army's new tank, the turbine-powered XM-1; its Huntsville division, specializing in electronic components for Chrysler and other manufacturers, and its facilities for making the compact ''K'' cars and subcompact Omni-Horizon cars. Also attractive would be Chrysler's gear plant in Syracuse; its engine plant in Trenton, Mich., and its transmission plant in Kokomo, Ind.
+The company's highly automated plant at Newark, Del., and its remodeled Jefferson Avenue plant in Detroit, which Chrysler and United Automobile Workers officials have said is as advanced as any car plant in the world, would also be attractive to other companies, analysts say. The company also has significant Mexican operations that could prove valuable to others.
+''You could have an auction and call everybody and see who wants what,'' Mr. Healy said of a possible bankruptcy. But he, like other analysts, cautioned that book values would be essentially irrelevant under such circumstances. A New York analyst, who asked not to be quoted by name, said, ''Even if you were able to sell all the attractive stuff, I don't think you would get enough to pay off all the debt holders, let alone the equity holders.''
+David E. Cole, director of the University of Michigan's Office for the Study of Automotive Transportation, said a bankrupticy could present more attractive possibilities to other companies than a merger. ''If there is a fire sale, you might be able to pick up operations you want instead of the whole package,'' he said.
+Illustration Graph of Chrysler's declining employment Photo of a Chrysler assembly line",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CHRYSLER%27S+FIGHT+FOR+SURVIVAL%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1981-01-20&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 20, 1981","Mr. [David Healy] said that Chrysler, in effect, was undergoing bankruptcy but with Government assistance forestalling a shutdown. ''It's sort of like the old New York City thing,'' he says, referring to New York's grave financial problems of the mid-1970's. ''It's bankruptcy, but you don't call it that.'' If Chrysler fails, analysts say, only certain assets would have much value. Mr. [Arvid Jouppi] said the company's operations would be valuable only if they could be sold as integrated units. ''They have value because they are dynamic - not if they are static,' he said. ''You can't sell a factory like you can sell a car.'' ''You could have an auction and call everybody and see who wants what,'' Mr. Healy said of a possible bankruptcy. But he, like other analysts, cautioned that book values would be essentially irrelevant under such circumstances. A New York analyst, who asked not to be quoted by name, said, ''Even if you were able to sell all the attractive stuff, I don't think you would get enough to pay off all the debt holders, let alone the equity holders.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Jan 1981: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424040189,"United States, New York, N.Y.",English,20-Jan-81,AUTOMOBILES; FINANCES,New York Times,NEWSPAPER,,,,,,,
+"DIGITAL TECHNOLOGY, BY (AND FOR) DESIGN","New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/digital-technology-design/docview/424021528/se-2?accountid=14586,"AuthorAffiliation Stanley Klein, based in Sudbury, Mass., will to begin publication of a computer graphics magazine in the spring.
+ABOUT once every two months, Efraim Arazi flies from Tel Aviv to the United States, where one unfailing destination is Harvard University, and in particular, John Kotter, associate professor of organizational behavior at the Business School. ''He is my guru, and I study at his feet,'' Mr. Arazi said, explaining how he, a dyed-in-the-wool engineer, is acquiring management skills.
+''He loads me up with fine reading, lots of gossip, case studies, clippings, files and books,'' Mr. Arazi adds, but he would not divulge what he paid for this one-on-one business education. He did admit that Harvard professors got between $500 and $1,000 a day as a consulting fee. ''And for $500,'' Mr. Arazi continued, ''you get a very skinny professor.''
+Mr. Arazi is the founder and president of an up-and-coming enterprise that is shaking up other industries, and he intends to build his Israel-based Scitex Ltd., now publicly traded over the counter in the United States, to its full potential. Thus the business education.
+Scitex's forte is applying exotic technology - computers, lasers, electronics and ''all that jazz,'' as Mr. Arazi puts it - to otherwise low-technology industries. The company's basic product is a so-called imaging system that enables a trained operator, using a stylus to draw on a display screen and with the touch of button, to create and modify the composition, color and position of pictures.
+That same system will generate a computer tape that, plugged into a knitting machine, for example, will dictate a textile pattern or the design on a piece of fabric. With this sophisticated offering, Scitex sales, until recently mainly to the textile industry, have more than doubled over the last three years, to an estimated $22 million this year, from $10 million in 1978.
+In addition, Scitex has thoroughly outdone its competitors, which have included both computer companies and textile machinery makers, capturing as much as 80 percent of the market niches it targeted. ''Technological superiority is at the heart of the company's strategy,'' said Richard S. Rosenbloom, David Sarnoff Professor of Business Administration at the Harvard Business School ''It's too early to tell, but Arazi could have a global company eventually.'' Professor Rosenbloom has written two case studies on Scitex for the Harvard Business School. ''The company was an obvious candidate,'' he said.
+Just recently, however, Scitex began an assault on a segment of the printing-publishing-packaging field, which represents one of the world's 10 largest industries. Here, an advanced imaging system is used to automate the very costly steps, now done manually, that precede the actual making of plates used to print pages in full color.
+''A technological tour de force'' is the way Britain's prestigious Penrose International Review of the Graphic Arts described the system this year after seeing it demonstrated in May 1979 at the Milan Industry Fair.
+But this kind of advanced performance does not come cheap, as prices begin at $500,000 for a Scitex system. Yet, such companies as Armstrong World Industries and R.R. Donnelley & Sons have justified the expense. Donnelley, the nation's largest commercial printer, based in Lancaster, Pa., recently bought a $750,000 system. And Gutenberghus of Denmark, one of the largest commercial printing companies in Scandinavia, just ordered a $3.5 million system.
+''When we saw it, it seemed to answer a lot of the things that we have problems with, as does the rest of the industry,'' said Edward F. Lane, vice president of Potomac Graphic Industries of New York, which owns a $750,000 Scitex system. ''This promises to be an answer to the scarcity of craftsmen in the industry today.''
+Put simply, Scitex is bringing digital technology to traditional photographic techniques. And, Mr. Arazi predicts, ''the printingpublishing industry will never be the same.'' ENTRANCE into this so-called prepress market raises the size of the business to as much as $500 million, according John Westergaard, an analyst who wrote about Scitex in a recent report published by his Equity Research Associates in New York.
+That remains to be seen. But investors have already bid up the price of the stock. Since the company went public last May at $11 a share, the stock's price has nearly quadrupled, with a recent 2-for-1 split, giving it a price-earnings ratio of about 40, based on earnings of 50 cents a share for this year, as projected by Mr. Westergaard.
+Risk is inherent, however. ''Scitex has to surmount the next age of more impersonal growth,'' Professor Rosenbloom said. ''The company also has to put into place a large manufacturing operation.''
+Of perhaps even more concern, competition, which was virtually nonexistent at the time Scitex went public, has begun to surface. Scitex is in the midst of a 650,000 offering of common stock, and the current prospectus calls attention to another ''computer-based system displayed at a trade show in September 1980, with performance characteristics roughly similar, and at a price comparable,'' to that of the Scitex system.
+The rivals are Dr-Ing Rudolph Hell, a subsidiary of Siemens, the West German conglomerate, and the Crosfield Electronics subsidiary of the De La Rue Group in Britain. But it is too early to determine what the impact will be on Scitex. ''We are at least two years ahead,'' Mr. Arazi said.
+Having learned electronics in the Israeli military reserves, Mr. Arazi came to the United States in the early 1960's at 21 and enrolled at the Massachusetts Institute of Technology, where he broke ground in the new field of image processing. After graduating, Mr. Arazi went to work for the Itek Corporation, on Route 128 in Boston, the high-technology beltway, a company heavily involved in imaging technology.
+Mr. Arazi had decided that he ''would not stay in the United States forever,'' and when, after five years, he told Itek of his intention to return to Israel, the company paid him the ultimate compliment.It first tried to persuade him to stay but then offered to put up $400,000, or half, of the capital for him to begin a new company.
+The first years were not easy, as the company's initial projects, though technically successful, failed to lead to commercial products. Mr. Arazi had undertaken projects, not to answer an industrial or commercial need, but to meet a customer's engineering specifications, a way of doing business that he had learned at Itek.
+For example, the company accepted an assignment to employ satellite reconnaissance to detect the Vietcong by means of the pyjamas they wore. ''That was pure specmanship,'' Mr. Arazi said. ''I didn't know what a pair of Vietcong pyjamas looked like. Now we have changed our life style. We roll up our sleeves and study a market application in depth. It's equivalent to us, having flushed out the Vietcong personally, to see their pajamas first-hand and to smell them.''
+Scitex made the transition to industrial problem solving just in time, since the company was on the way to becoming insolvent. A meeting with a number of textile executives had alerted Mr. Arazi to an automation opportunity in double-knit fabric manufacturing.
+New financing was secured from the Discount Bank group in Israel and CLAL, a private Israeli venture-capital firm. CLAL also saw to it that an experienced businessman, Canadian-born Arthur Low, joined Scitex as its executive vice president, an appointment not to be regretted.
+Mr. Low abandoned the military business, insisted on an upfront deposit from initial customers and instituted a formal business plan, which he updated frequently. ''Low brought a profit-oriented perspective to Scitex,'' Professor Rosenbloom said, ''something that Arazi did not have at that time.''
+Being based in Israel also helped because almost 60 percent of its research and development expenditures are subsidized by the Israeli Government. In addition, the Government provides liberal credit guarantees to overseas customers, which, in Scitex's case, comes to all its sales.
+And while Scitex is situated in the unstable Middle East, it is also in a country that boasts ''a ready supply of well-educated millionaires, scientists and executives of all kinds,'' Mr. Arazi said. Labor costs are also half those in Europe and the United States. ''In Israel, you don't find the pressure-cooker chase for technical talent that you do in the United States,'' he said.
+Illustration Photo of Efraim Arazi",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DIGITAL+TECHNOLOGY%2C+BY+%28AND+FOR%29+DESIGN&title=New+York+Times&issn=03624331&date=1980-12-28&volume=&issue=&spage=A.7&au=Klein%2C+Stanley&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1980","''He loads me up with fine reading, lots of gossip, case studies, clippings, files and books,'' Mr. [Efraim Arazi] adds, but he would not divulge what he paid for this one-on-one business education. He did admit that Harvard professors got between $500 and $1,000 a day as a consulting fee. ''And for $500,'' Mr. Arazi continued, ''you get a very skinny professor.'' In addition, Scitex has thoroughly outdone its competitors, which have included both computer companies and textile machinery makers, capturing as much as 80 percent of the market niches it targeted. ''Technological superiority is at the heart of the company's strategy,'' said Richard S. Rosenbloom, David Sarnoff Professor of Business Administration at the Harvard Business School ''It's too early to tell, but Arazi could have a global company eventually.'' Professor Rosenbloom has written two case studies on Scitex for the Harvard Business School. ''The company was an obvious candidate,'' he said. For example, the company accepted an assignment to employ satellite reconnaissance to detect the Vietcong by means of the pyjamas they wore. ''That was pure specmanship,'' Mr. Arazi said. ''I didn't know what a pair of Vietcong pyjamas looked like. Now we have changed our life style. We roll up our sleeves and study a market application in depth. It's equivalent to us, having flushed out the Vietcong personally, to see their pajamas first-hand and to smell them.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1980: A.7.",11/14/17,"New York, N.Y.",,"Klein, Stanley",New York Times Company,,Newspapers,424021528,"United States, New York, N.Y.",English,28-Dec-80,,New York Times,NEWSPAPER,,,,,,,
+"HARD TIMES IN INSURANCE; WEST HARTFORD, Conn.","New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hard-times-insurance-west-hartford-conn/docview/424015009/se-2?accountid=14586,"H IS storefront office is as much a fixture on Main Street as the barber shop and the bank. He's an officer of the Rotary Club, a competent golfer and a confidant of his clients. He is the neighborhood insurance man, and like Main Street itself, he may be a fixture of the past.
+For 40 years, the independent insurance agent, the fellow who deals with a score of insurance companies in meeting the disparate insurance needs of the community, has been losing business to the socalled direct writers of the big insurance companies - agents who represent only one company.
+Now things are getting even tougher for the independents, especially in their property and casualty lines. Some of the biggest companies they work with, including the Aetna Life and Casualty Company and the Travelers Corporation, are trying to bring more efficiency to the business by computerizing their agents' operations and eliminating marginal outlets.
+The struggle is for the $90 billion in annual permiums on property and casualty insurance. On the one side is the American Agency System, comprising property-casualty insurers, such as Aetna, and their independent representatives. On the other side are the direct writers, such as the State Farm Group and the Allstate Insurance Company, a subsidiary of Sears, Roebuck & Company, which sell through exclusive agents, employees or by mail. Competition from direct writers began just before World War II when State Farm and Allstate were organized. Their share of premiums, 28.5 percent in 1967, reached 36.4 percent last year, according to the A.M. Best Company, the industry's statistical service.
+The effects have been felt most in the $29.4 billion private passenger automobile market, where direct writers captured 60.2 percent of the premiums in 1979. State Farm and Allstate alone wrote more of this business than all of the Agency System companies combined, including Aetna and Travelers. And with their market share in homeowners' coverage growing by 2 percentage points a year, the direct writers seem headed for the lion's share of that market, too.
+Their dominance in the personal insurance lines has propelled the direct writers to the top of the property-casualty industry. For example, Aetna had 1979 revenues of $11.4 billion, including property and casualty premiums of $3.6 billion, 61 percent from commercial accounts and 39 percent in personal lines. Both State Farm and Allstate dwarfted this performance recording property and casualty premiums of $7.2 billion and $4.6 billion, respectively, almost entirely in auto and home- owners insurance policy sales. And while they have not penetrated the huge market for large commercial risks, the direct writers are beginning to target small, standard commercial accounts, further alarming the agency system companies. State Farm ranked seventh in this market last year with premiums of $274 million.
+The direct writers are also promoting life insurance sales, but in this market their competition also includes such giant mutuals as the Prudential Insurance Company of America, the Metropolitan Life Insurance Company and the John Hancock Mutual Life Insurance Company.
+Though they might wish, Aetna and Traveler cannot just abandon their present distribution system. A 1904 court ruling gave the independent agents right of access to a customer, and the big insurers are prohibited from going around the agent and contacting the policy holder. Thus, a company that announces it is replacing independent agents with its own sales forc e i n effect starts businessthe next day with no customers.
+I NSTEAD, the insurers are exploring ways to bring to the nation's 65,000 independent agencies more efficient operating methods. ''We've got to do something about the costs associated with this system of ours,'' said John J. Martin, vice president for corporate communications at Aetna. ''When we get a handle on that we can produce a prod uct that is more competitively priced.''
+''Parochialism has caused us to lose the market share we've lost,'' said Tom C. Johnson, executive vice president of the Florida Association of Insurance Agents. Independent agents, in the name of choosing the best carrier for each client, ''get all tied up with the rules and rates and forms of 19 different companies,'' he said, at enormous cost.
+While independent agents stress the service they offer, Mr. Johnson said, ''the American Agency System does not possess any unusual qualities of price, product, service or sales ability preferred by the public.'' Indeed, Consumers Union reported in September that its members found ''no difference at all'' in the homeowners' service offered by the rival distribution systems.
+While independent agents stress the service they offer, Mr. Johnson said, the American Agency System does not possess any unusual qualities of price, product, service or sales ability preferred by the public.'' Indeed, Consumers Union reported in September that it found ''no difference at all'' in the homeowners' service offered by the rival distribution systems.
+''Is it more expensive for us to do business?'' asked Mr. Martin of Aetna. ''The obvious answer is yes.'' He pointed to the Best Company figures on the 1979 private automobile business of Aetna and State Farm, the largest Agency System and direct writer company in that market. On auto premiums of $910.7 million, Aetna recorded administrative and selling expenses of $252.3 million, or 27.7 percent. For State Farm, with more than $5 billion in premiums, the comparable figure was 17 percent.
+Major emphasis is being placed on automating both agent offices and the connection between agents and companies, a labored process now done by mail and phone. Two large agent associations and 19 companies are backing efforts by the Insurance Institute for Research in White Plains, N.Y., to promote the move to computers.
+In September, the Institute began a pilot project to link agent computers to company computers. Not all companies are waiting for the institute. In August, Travelers introduced its own system from which agents can determine the status of customer files and submit applications for overnight approval and policy issuance the next day in their own offices.
+Aetna is following the Travelers move, but taking it a step further, and developing its own package of software and I.B.M. hardware for sale directly to its agents.
+But the direct writing companies have come up with their own computer systems. State Farm placed its first custom-designed I.B.M. minicomputers and company software in agent offices late last month. Because the systems have to accommodate only one company and its agents, Norman L. Vincent, State Farm's vice president for data processing, said he hoped to have 3,000 to 5,000 systems on line by 1983, reaching as much as one-third of the agent force, a penetration much greater than the independent agency system companies anticipate.
+Agents and companies agree that automation will alter the independent agency system. As it invests in such new programs, Mr. Kemp said, Travelers is interested in ''giving more of that resource to those agents who are willing to give more of their time and energies to Travelers' production.''
+The result may be forced consolidation in pursuit of efficiency, with fewer agents each representing fewer companies. ''We think the system will survive, but not necessarily with its present players,'' Mr. Martin said.
+From the agents' perspective, these changes seem inevitable and, perhaps grudgingly, even welcome. ''We're going to be forced into doing business with the companies that provide this kind of service,'' said Robert J. Gerardi, president of the Desaulniers-Gerardi Agency in Putnam, Conn. ''The insurance agent is going to go with the company that is easiest to operate with and has the price to sell.'' --------------------------------------------------------------------- John S. Rosenberg writes on financial topics from Connecticut.
+Illustration photo of Tom C. Johnson of F.A.I.A. graph of top teninsurance companies",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HARD+TIMES+IN+INSURANCE%3B+WEST+HARTFORD%2C+Conn.&title=New+York+Times&issn=03624331&date=1980-11-16&volume=&issue=&spage=A.8&au=Rosenberg%2C+John+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 16, 1980","I NSTEAD, the insurers are exploring ways to bring to the nation's 65,000 independent agencies more efficient operating methods. ''We've got to do something about the costs associated with this system of ours,'' said John J. Martin, vice president for corporate communications at Aetna. ''When we get a handle on that we can produce a prod uct that is more competitively priced.'' While independent agents stress the service they offer, Mr. [Tom C. Johnson] said, ''the American Agency System does not possess any unusual qualities of price, product, service or sales ability preferred by the public.'' Indeed, Consumers Union reported in September that its members found ''no difference at all'' in the homeowners' service offered by the rival distribution systems. From the agents' perspective, these changes seem inevitable and, perhaps grudgingly, even welcome. ''We're going to be forced into doing business with the companies that provide this kind of service,'' said Robert J. Gerardi, president of the Desaulniers-Gerardi Agency in Putnam, Conn. ''The insurance agent is going to go with the company that is easiest to operate with and has the price to sell.'' --------------------------------------------------------------------- John S. Rosenberg writes on financial topics from Connecticut.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Nov 1980: A.8.",11/15/17,"New York, N.Y.",,"Rosenberg, John S",New York Times Company,,Newspapers,424015009,"United States, New York, N.Y.",English,16-Nov-80,INSURANCE; SALESMEN,New York Times,NEWSPAPER,,,,,,,
+EXXON SAID TO LAG IN OFFICE MACHINES:BUT COMPANY CALLS PROBLEMSGROWING,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/exxon-said-lag-office-machines-company-calls/docview/423965331/se-2?accountid=14586,"PAINS
+By STEVE LOHR
+The Exxon Corporation's celebrated bid for the automated officeequipment market - the so-called office of the future - is floundering, according to industry analysts and competitors.
+As evidence, these observers point to a number of factors, including a series of recent management changes that they assert may hurt Exxon's ability to keep up with the rapid pace of technological change in this budding field. In the main, critics say that entrepreneurial, high-technology experts have been replaced with more conventional corporate managers.
+Already, the outsiders add, Exxon has relinquished its early lead in key product areas, such as the electronic typewriter. As a result, it has lost market share in some lines to such aggressive competitors as International Business Machines, Lanier and Wang.
+In automated text-editing equipment, for example, Exxon now holds just a 4 percent market share, down from 7 percent in 1978, according to the Quantum Science Corporation, a market research concern. And text-editing reportedly accounts for nearly half of Exxon's $200 million office equipment business.
+For its part, Exxon executives reply that its difficulties are little more than the expected ''growing pains'' of a start-fromscratch business squaring off against such established powers in the information processing arena as I.B.M. And even Exxon's detractors concede that, given the big oil company's vast financial resources, it may eventually pull out of this rough period in fine shape. In the past, some Exxon enthusiasts have predicted that its automated office equipment business could amount to as much as $15 billion by the end of this decade.
+Less than two weeks ago, Exxon Enterprises, the oil company's affiliate for office equipment and other new ventures, sent a top staff executive from its New York office to take over the top slot at Qyx, a unit producing electronic typewriters.
+The man who was replaced, Dan Matthias, had been the entrepreneurial power behind Qyx, the first concern to launch typewriters with electronic memories. He was moved to a staff job in New York, as a planning executive, while John H. Mahar, from Exxon Enterprises, became president of Qyx.
+Mr. Matthias, 36 years old, is generally viewed in the industry as a new-products expert, a combination of scientist, engineer and entrepreneur that is characteristic of the information-processing industry. By contrast, Mr. Mahar, 46, is perceived much more as a professional manager. ''Mahar will be a lot more bottom-line-oriented,'' one industry executive said.
+The change is only the most recent sign of the management turmoil within Exxon's information systems business, which is composed of more than a dozen fledgling ventures started or acquired during the last decade.
+In this campaign, Exxon has reportedly spent more than half a billion dollars, and it is a key part of the corporation's long-term strategy of gradually diversifying away from the nonrenewable resource of oil.
+That effort is apparently encountering troubles. ''The recent management shifts are indicative of the problems Exxon is having,'' said Sanford J. Garrett, senior office equipment analyst at Paine Webber Mitchell Hutchins Inc. ''Knowingly or not, they've driven out many of the brilliant high-technology people.''
+Several founders and other top executives have departed from Exxon's office equipment ventures in the last year or so. At the same time, outsiders assert that some office-product lines nurtured by the big oil company had at first been ahead of the rest of the industry, only to fall behind later on.
+''This is a fast-changing industry,'' one competitor explained. ''To succeed, a company must keep pace with all the twists and turns in the technology. That will be difficult for Exxon with many of the brilliant high-technology people gone.''
+In response, Exxon executives say that whatever problems it is experiencing are only the ones natural for high-growth ventures making the tricky transition from being strictly entrepreneurial operations to being ''more basic commercial enterprises.''
+''The growth rate at Qyx has been phenomenal,'' said Mr. Mahar, who declined to provide a specific figure. ''It's encountered some growing pains, but any operation expanding that fast would.''
+Mr. Mahar said that more management changes were in the offing at Exxon Enterprises, but he stressed that these would simply be part of the long-range plan.
+Another part of the plan, according to Exxon executives, will be the soon-to-be-announced formation of a joint sales and service force, handling products from several of the subsidiaries. One of several managers recruited recently, Robert A. Contino, a former I.B.M. divisional vice president, will head that effort.
+Nonetheless, outside observers are critical of Exxon's handling of its office equipment business. In particular, they point to its two entries in the word processing field - Qyx and Vydec, which makes large-memory text-editing consoles equipped with video screens - as the most pronounced examples of Exxon's problems in office automation equipment.
+The corporation's plunge into the office-of-the-future market is being executed by 15 Exxon Enterprise units in all, though reportedly only eight have as yet brought out products. Along with the word processing lines, Qyx and Vydec, the effort spans a broader category of information processing. Yet Qyx and Vydec accounted for nearly 70 percent of the $200 million in revenues last year from the corporation's entire office equipment business, according to industry estimates.
+Of Qyx, Melody M. Johnson, director of office and computer studies for Quantum Science, observed: ''At the start, it had no competition at all. But today, Qyx has lost its edge. It's no longer in a competitive position and the industry had expected more new products by now.'' As for Vydec, she said that, ''if anything, it is in worse shape than Qyx.''
+Competition Grows
+Some product developments came earlier, but 1979 was the first full year of sales competition in the fast-growing electronic typewriter market. I.B.M., which trailed Qyx in entering the business, accounted for roughly 70 percent of the 92,000 units sold in 1979, according to Arthur S. Miller, a consultant for the International Data Corporation, a market research concern. Qyx got about 17 percent and the Olivetti Corporation, 10.1 percent. Olivetti will have two new models by year-end.
+Qyx lost about $30 million last year, according to industry estimates, but Exxon executives say the deficit was not out of line and they regard it as an investment.
+By 1984, the electronic typewriter market is expected to reach $1.2 billion. And that kind of growth rate, about 25 percent yearly, is attracting more and more competition. It is widely rumored, for instance, that the Xerox Corporation will soon test this market.
+Vydec apparently has had its share of difficulties as well. In 1975, it introduced the first text-editing machine with a full-page video screen. ''But they've lost ground terribly since then,'' said Michael D. Zisman, president of Integrated Technologies Inc., a consulting concern that advises corporate users of office equipment. ''They've had a lot of difficulty getting new products out.''
+Illustration drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXXON+SAID+TO+LAG+IN+OFFICE+MACHINES%3ABUT+COMPANY+CALLS+PROBLEMSGROWING&title=New+York+Times&issn=03624331&date=1980-08-12&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1980","''The growth rate at Qyx has been phenomenal,'' said Mr. [John H. Mahar], who declined to provide a specific figure. ''It's encountered some growing pains, but any operation expanding that fast would.'' Of Qyx, Melody M. Johnson, director of office and computer studies for Quantum Science, observed: ''At the start, it had no competition at all. But today, Qyx has lost its edge. It's no longer in a competitive position and the industry had expected more new products by now.'' As for Vydec, she said that, ''if anything, it is in worse shape than Qyx.'' Vydec apparently has had its share of difficulties as well. In 1975, it introduced the first text-editing machine with a full-page video screen. ''But they've lost ground terribly since then,'' said Michael D. Zisman, president of Integrated Technologies Inc., a consulting concern that advises corporate users of office equipment. ''They've had a lot of difficulty getting new products out.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1980: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423965331,"United States, New York, N.Y.",English,12-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+SSH! LIBRARIANS NOW IN SESSION,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ssh-librarians-now-session/docview/423955469/se-2?accountid=14586,"Marian the Librarian is now Marian (or Marion) the media/information specialist as bookworms metamorphose into microficheworms. The card catalogue, like the pencil with the checkout rubber stamp on the back, is achieving quaintness as both functions are taken over by computers.
+And, at the 99th annual American Library Association conference that has been meeting around midtown this week, even a redefinition of ''literacy in an age of technology'' was a major theme.
+The conference, which attracted 15,000 librarians and related professionals, is a combination of trade show, job market, classroom, scholarly deliberation, economic roundtable, Big Apple outing and old home week. With its headquarters at the Sheraton Centre, the June 28-July 4 conference has included 2,000 meetings and workshops there and at the New York Hilton and other hotels.
+E.L. Doctorow, Joyce Carol Oates, Gay Talese, Tom Wolfe, Judy Blume, Barbara Cooney, Joan Blos and Theodor S. Geisel (Dr. Seuss) were among the array of authors and illustrators that appeared at receptions, award luncheons and autographing sessions.
+Tour groups were luncheon guests of more than 70 book publishing and wholesaling operations in the city, Westchester County, Long Island and New Jersey.
+At the Coliseum, 800 booths offered displays by book publishers and a chance to try out the latest in electronic equipment. ''Libraries had a big leap to make into automation - we were late getting started,'' said Barbara Wittkopf, formerly of Port Washington, L.I., and now a reference librarian at the University of Florida in Gainesville.
+''Now we're in a decade of technology,'' said Martin Faigel, director of collections at the University of Alabama library. ''Ever since the 50's it was always going to happen 'tomorrow.' Now it's tomorrow. It's an expensive investment - but consider that keeping up a card catalogue, for instance, is all manual labor.''
+''When they talk about 'literacy,' you have to make sure whether they're referring to reading or to the vocabulary of the new media techniques,'' observed David Legel of the University of Rochester.
+Citing the concept of ''the new illiterates,'' a recurring theme at the conference, Donald F. Sigler of the University of Wisconsin, an officer of the Library and Information Technology Association within the A.L.A., said, ''I talk about the importance of audiovisual literacy - understanding film as language, for instance, or how to use the new equipment. A library is more than books. It's information in any form.''
+''But the literate people who go to libraries will, in time, very easily catch up with the technology,'' predicted Virginia Parr of the University of Oregon library.
+Despite the technological hardware and terminology that preoccupied the gathering, it was the visiting authors -not the computer programmers - who held celebrity status. Of the making of books, according to general agreement, there would be no foreseeable end.
+''It's still a book that people want to curl up with,'' noted Murray Howder, president of the District of Columbia Library Association. Said Doris A. Hicks, director of learning resources for the Rochester city school district, ''You'll see kids - all with earphones - looking at films, filmstrips and slides or playing records but they still like books. They are growing up with the technology but it will complement books, not supplant them.
+''If you became a librarian because you liked books, that was the wrong reason. You have to like to see people interact with information.''
+Although the American Library Association conference badges could be spotted around the hotel bars from time to time, as well as in restaurants at various price-levels, the nearest thing to a swingingsingles scene was the New York Hilton hospitality suite of the Junior Members Round Table (''under-35, roughly''), which also put out a lively daily newsletter.
+Wine and cheese were supplied by state chapters and the group sponsored ''A Night of Music and Passion at the Copa'' (''Mostly music,'' muttered Marty O'Neil, the tall, dark director of adult services at the Framingham, Mass., public library.).
+The suite was also the scene of a reunion of the ''A.L.A. Players,'' or ''The Immortal Eleven,'' who had organized and named themselves at Chicago's Palmer House bar, where they sat out a snowstorm that closed the airport following a winter library conference in 1978.
+According to John Pritchard of the Catawba County Library in Newton, N.C., the Eleven - ''now grown to 20 in number'' - live by two by-laws: offices are ''held for life'' (including those of president-elect and immediate past president) and ''no two members can meet without a fifth.''
+Librarians are not to be judged by their covers, coming as they do in all styles, thicknesses, ages and bindings. The conference badge, however, did look arresting on the tank shirt of a huge, bearded man in running shoes and shorts who was entering the Sheraton Centre.
+He turned out to be James Scheu, 6 feet 3 inches tall and weighing 235 pounds, who was returning with his wife, Jean, from a bicycle jaunt to SoHo and the Strand Book Store near Union Square. In fact, the couple -married 33 years and both elementary school librarians in Minneapolis suburbs - had bicycled all the way to New York, taking 17 days.
+''To me the sessions on intellectual freedom were the best, but then that's where my personal interest is,'' Mrs. Scheu said. ''I went to a wonderful one on censorship - most felt the child should have access to everything, with no limited circulation.''
+Noting that ''it's not the new books'' that agitate some parents, she said, ''It's the old ones - like 'The Catcher in the Rye' and 'Go Ask Alice' - that some people have only just heard about.''
+Kenneth Miller of the Detroit Public Library recalled that it had had a ''closed-shelf section'' even 20 years ago. '' 'Anatomy of a Murder' was in it - and current best-sellers like Judy Blume's 'Wifey' and Judith Krantz's 'Scruples' would certainly have been,'' Mr. Miller said. ''Now everything is out from under the counter.''
+At the job-interview center, the 1184 applicants far outnumbered the 450 jobs listed. ''There's a demand for the better qualified but there aren't all that many entry-level jobs,'' a staff member said. Although in the 1960's and early 1970's, double masters' degrees - including one in library science -were the norm, a probable majority of academic or managerial librarians now also have Ph.D. degrees in other fields.
+Although New York City's libraries were widely regarded as ''probably the single largest casualty in budget cuts,'' budgets and salaries were on many minds.
+At the job-interview center, the 1,184 applicants far outnumbered the 450 jobs listed. ''There's a demand for the better qualified but there aren't all that many entry-level jobs,'' a staff member said.
+Interviewing for a reference coordinator, Vasyl Luchkiu, director of library services at Rockland Community College in Suffern, said he was prepared to pay $12,500 for an entry-level salary, had hoped to ''find three to five years' experience'' at $15,500 and might go as high as $17,800 for ''two good degrees.'' Of 14 applicants, he regarded two as ''good prospects,'' one with no experience.
+There are relatively more men librarians than in the past but also far more women at higher levels. ''Men could assume 20 or even 10 years ago that they had a greased skid to the top,'' said Ruth Roden, head of cataloguing at the University of California, Irvine. ''It's still a little too much that way, some of us think.''
+Interviewing for science cataloguers, she found that ''the supply is almost nil.'' ''Science majors don't seem to take advanced library degrees,'' she said. ''And I tell these library professionals, 'Why don't you go get some science?' They could have a job the rest of their lives.''
+Illustration photos of vistors to publishers' display at New YorkColiseum",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SSH%21+LIBRARIANS+NOW+IN+SESSION&title=New+York+Times&issn=03624331&date=1980-07-04&volume=&issue=&spage=2.1&au=Johnston%2C+Laurie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 4, 1980","''Now we're in a decade of technology,'' said Martin Faigel, director of collections at the University of Alabama library. ''Ever since the 50's it was always going to happen 'tomorrow.' Now it's tomorrow. It's an expensive investment - but consider that keeping up a card catalogue, for instance, is all manual labor.'' Kenneth Miller of the Detroit Public Library recalled that it had had a ''closed-shelf section'' even 20 years ago. '' 'Anatomy of a Murder' was in it - and current best-sellers like [Judy Blume]'s 'Wifey' and Judith Krantz's 'Scruples' would certainly have been,'' Mr. Miller said. ''Now everything is out from under the counter.'' Interviewing for science cataloguers, she found that ''the supply is almost nil.'' ''Science majors don't seem to take advanced library degrees,'' she said. ''And I tell these library professionals, 'Why don't you go get some science?' They could have a job the rest of their lives.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 July 1980: 2.1.",11/15/17,"New York, N.Y.",,"Johnston, Laurie",New York Times Company,,Newspapers,423955469,"United States, New York, N.Y.",English,4-Jul-80,,New York Times,NEWSPAPER,,,,,,,
+"FOR THE FARMER, EGGS YIELD MORE PROTEIN THAN PROFITS","New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/farmer-eggs-yield-more-protein-than-profits/docview/423946325/se-2?accountid=14586,"813
+By CHARLOTTE EVANS
+WOODBOURNE, N.Y. - If others are clucking over the recent National Academy of Sciences report on cholesterol, the 240,000 white leghorns at Mountain Pride Farms here don't seem to have heard. Their eggs - 1.26 million of them a week - just keep rolling along.
+Mountain Pride is one of about 75 poultry farms in Sullivan County that produce an estimated 725 million eggs a year, making it the No. 1 egg-producing county in the state and among the top dozen or so in the country.
+Sullivan is better known as the Borscht Belt, but agriculture runs second to tourism in its economic importance to the county's 55,000 residents. Poultry farming here is a $50-million-a-year business, according to Earl Wilde, the county cooperative extension agent.
+But it is a business in trouble, according to Norman Hecht, a member of the industry's Egg Board, as well as other officials and farmers.
+Losses Despite Automation
+No matter that the Food and Nutrition Board of the National Academy of Sciences says there is no reason for the average healthy American to reduce the intake of cholesterol and fat. No matter if some others disagree.
+Nationally, Mr. Hecht said, egg farmers have lost about $100 million so far this year and it will be about six months before they begin to break even.
+This, in spite of an automated process that sends the egg from the hen to the carton virtually untouched by human hands: out of the hen, onto the slanted floor of her wire cage, down to a narrow conveyor belt that runs the length of one of six 500-foot-long coops, and out to one of three wider belts that run perpendicularly into the plant.
+As the eggs converge on one big belt there is enough jiggling and jockeying for a marathon. The first milestone is the washer, which, in the manner of a car wash, emits a fine but firm spray of detergent and water that sends up steam giving the white shells an irridescent cast.
+Weeding Out the Leakers
+The eggs go under a black curtain and onto a series of green spools lighted from below. Two women work on either side of the big belt, with the curtain drawn around them so the light will illuminate the eggs. In a process called candling, the women weed out the leakers, which is what cracked eggs are called, and those with double yolks or with blood in them - all those that can't be sold as Grade A or AA, as certified by the United States Department of Agriculture, which are the only grades that Mountain Pride sells.
+The remaining eggs move onto a scale, where they are weighed automatically and diverted into five lanes according to size. Then they go downhill, again on separate belts, to a forklike contraption that lifts six eggs at a time, then lowers them nearly two feet to set them in pastel nests of plastic or cardboard marked Grand Union, Pathmark, Shop Rite or one of 17 other names and bound for New York City.
+One reason for the industry's problems, Mr. Hecht said, is that Americans eat far fewer eggs than they used to, about 283 a year per capita. That includes hidden eggs - those in cakes and mayonnaise, for example - as well as those fried, scrambled and Benedict. Although the average is up from a couple of years ago, it is a far cry from the 1940's, when per capita consumption was about 420 eggs a year.
+The egg business has always been cyclical, Mr. Hecht said, and is currently in one of its recessions. When there is a big crop of laying hens, more eggs come onto the market and the price to the farmer drops. To counteract that, hatcheries incubate fewer fertilized eggs, thus producing a smaller crop of laying hens. That, in turn, produces fewer eggs, and the price to the farmer goes up.
+'Can't Stand Prosperity'
+But when it does, according to Mr. Hecht, the industry - whose production is unregulated by the state or Federal governments - goes right back to hatching more hens.
+Why? ''Because of the inalienable right of the American egg producer to produce himself into the poorhouse,'' Mr. Hecht said. ''One of the things egg producers can't stand is prosperity.''
+Mr. Wilde, the county agent, observed that ''if you're used to eating two eggs at breakfast, for example, you don't start eating four if the price falls by half.''
+Seymour Zuckrow, the farm manager for Mountain Pride, said the market price for large eggs now was about 56 cents a dozen. A good price, he said, would be 65 cents ''minimum.''
+Meyer Kaplan, who runs a farm in nearby Woodridge, said his farm produces 1,000 cases of eggs and loses $4,500 every week. If he hadn't diversified into fast-food stores, he said, he couldn't afford to stay in the egg business. Eggs and Sunshine
+''I eat eggs every day, thank God,'' said Mr. Kaplan, who says he doesn't worry about cholesterol. ''A day without eggs is like a day without sunshine.''
+The yolk of one large egg has 250 milligrams of cholesterol, according to the American Heart Association; the recommended daily intake is a maximum of 300 milligrams, and the average American consumes 450.
+As far as the Egg Board (sponsor of the ''incredible, edible egg'' commercials) is concerned, said Mr. Hecht, eggs are, for normal people, ''a very fine source of economical nutrition, loaded with protein, vitamins and minerals.'' He added that he thought the ''cholesterol scare'' was ''grossly overblown.''
+Based on a tour of Mountain Pride conducted by Mr. Zuckrow, this is what life is like for a laying hen: She would be about 20 weeks old when she arrived from the hatchery and would share a wire cage with three to seven other hens with even less space per occupant than a ''junior one-bedroom'' apartment in Manhattan. A cage for five measures roughly 12 inches wide by 18 inches long by 14 inches deep.
+The Pecking Order
+At first, the hens would tangle to establish a pecking order to see who got to eat and drink first, second, third and so on. They wouldn't literally peck each other, however, because their beaks would have been clipped.
+On any given day, the hen would begin to stir at about 3:30 A.M., knowing that the first of the day's three or four meals (depending on her age) was coming soon.
+At 4, row after row of bare lightbulbs would come on automatically and a smooth mixture of corn, soybeans, oats and barley would course into the metal gutter outside the cage from pipes connected to two 24-ton bins outside.
+The hen would eat about two pounds a week, and would be likely to lose many feathers around her neck by rubbing it between the cage wires. She would learn to get water by hitting a little white lever inside a little red cup attached to the cage.
+Lights Out at 8
+Wastes would end up in a water-filled oxidation ditch about eight feet below in which the water would be circulated constantly to keep down the odor. (In addition to eggs, Mountain Pride produces about 200 tons of fertilizer a week).
+At 8 P.M. it's lights out. The typical hen would not be unhappy with these living conditions because if she were, she wouldn't lay eggs. But she does. When she is young she will lay one egg a day about 90 percent of the time, less than 1 percent of which will break on the way to the carton.
+After about a year, though, the hen will lay one egg a day only about 60 percent of the time. It is then that she will probably be sold to the soup makers.
+Illustration Photo of egg on conveyor",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FOR+THE+FARMER%2C+EGGS+YIELD+MORE+PROTEIN+THAN+PROFITS&title=New+York+Times&issn=03624331&date=1980-06-12&volume=&issue=&spage=B.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 12, 1980","Why? ''Because of the inalienable right of the American egg producer to produce himself into the poorhouse,'' Mr. [Norman Hecht] said. ''One of the things egg producers can't stand is prosperity.'' ''I eat eggs every day, thank God,'' said Mr. [Meyer Kaplan], who says he doesn't worry about cholesterol. ''A day without eggs is like a day without sunshine.'' As far as the Egg Board (sponsor of the ''incredible, edible egg'' commercials) is concerned, said Mr. Hecht, eggs are, for normal people, ''a very fine source of economical nutrition, loaded with protein, vitamins and minerals.'' He added that he thought the ''cholesterol scare'' was ''grossly overblown.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 June 1980: B.2.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423946325,"United States, New York, N.Y.",English,12-Jun-80,,New York Times,NEWSPAPER,,,,,,,
+A Place Where Sponsors Sign Athletes:   [Business/Financial Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/place-where-sponsors-sign-athletes/docview/434210626/se-2?accountid=14586,"MARKETERS have been playing a new, more cautious game when it comes to signing athletes as endorsers, winnowing their rosters of jocks peddling products to proven performers with national -- or international -- profiles like LeBron James, Tiger Woods, Peyton Manning, Serena Williams and Derek Jeter.
+The rising costs of signing athletic talent to build brands -- not to mention deals gone sour because of shortcomings in the professional or personal arena -- have made advertisers wary of rookies, single-game sensations, one-season stars or even talents with local appeal.
+So what is a player like Drew Brees, the quarterback of the New Orleans Saints, to do? He is no slacker, to be sure, but neither is his surname Manning.
+Mr. Brees and his representative, Chris Stuart of Encore Sports and Entertainment, have signed with a company called Brand Affinity Technologies, which offers a Web site (brandaffinity.net) as a one-stop-shopping opportunity for advertisers seeking star power in more efficient, and affordable, forms.
+""It ends up benefiting all the partners in a short amount of time,"" Mr. Brees said in a telephone interview after the Saints defeated the New York Jets this month, adding that a deal was ""in the works"" for him to endorse the Ford brand sold by Ford Motor, ""which would start off regional and potentially go national.""
+Brand Affinity's goal is to automate the process by which marketers offer contracts to athletes, along with the process by which ads featuring those endorsers are created and produced. The Web site promises that those transactions will take no more than 96 hours.
+It provides ""a quick turnaround for something that would normally take months,"" Mr. Brees said. ""A company can contact a player, come to an agreement and the next day the ads could be up.""
+That fast pace, said Brian Bos, senior vice president and convergence director at Team Detroit -- the alliance of WPP agencies that work for Ford Motor -- ""reduces risk and provides flexibility, because you're not tied into long-term deals.""
+""We can change out the talent very quickly,"" he added, citing a campaign in the Detroit market for the Ford Fusion that was created in the spring to feature a Brand Affinity athlete, Nicklas Lidstrom of the Detroit Red Wings, as that hockey team played in the Stanley Cup finals.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Place+Where+Sponsors+Sign+Athletes%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2009-10-19&volume=&issue=&spage=B.9&au=Elliott%2C+Stuart&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 19, 2009","The rising costs of signing athletic talent to build brands -- not to mention deals gone sour because of shortcomings in the professional or personal arena -- have made advertisers wary of rookies, single-game sensations, one-season stars or even talents with local appeal.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Oct 2009: B.9.",11/15/17,"New York, N.Y.",,"Elliott, Stuart",New York Times Company,,Newspapers,434210626,"United States, New York, N.Y.",English,19-Oct-09,Web sites; Human capital; Talent agents & managers; Athletes; Endorsements,New York Times,News,,,,,,,
+Inside the Times:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/inside-times/docview/434190632/se-2?accountid=14586,"International
+SOUTH AFRICA'S POOR DEMAND BASIC SERVICES
+The protests in Siyathemba, South Africa, for such things as water, electricity and jobs reflect the community's deep frustration with local officials. Still, the protests are also a measure of the nation's progress over the last 15 years. PAGE A4
+CANDIDATE KILLED IN MEXICO
+Armed men killed a state legislative candidate, Jose Francisco Fuentes Esperon, his wife and their two children in their home in Villahermosa. Authorities described it as a probable hit by drug traffickers. PAGE A5
+CALL FOR BIGGER AFGHAN ROLE
+The leaders of France, Germany and Britain called for an international conference to plan how to shift responsibility for security in Afghanistan to the Afghan government. PAGE A6
+EX-PRESIDENT CRITICIZES IRAN
+Mohammad Khatami accused Iran's leaders of trying to smear their enemies and purge them from public life. PAGE A6
+Pope Remembers WWII A5 National
+WHITE HOUSE TRIES TO ALLAY
+Labor Leaders' Worries
+Labor leaders are expressing frustration and unease with the Obama White House, which some say has not delivered as much as they expected. In response, President Obama is renewing his courtship of the labor movement, whose members worked as foot soldiers in his campaign and defended his health plan at Congressional town meetings. PAGE A9
+BLAGOJEVICH PLUGS MEMOIR
+Rod R. Blagojevich, the ousted governor of Illinois who is under indictment, is promoting his new memoir. The book seems to have a specific message for the public ahead of his federal trial next year: He did nothing corrupt, even under Chicago's gritty political rules. PAGE A10
+New York
+PREACHING PEACE
+With a Convert's Zeal
+The Rev. Vernon Williams, an ex-convict and former heroin dealer, has become a familiar figure on Harlem's streets, talking in soothing and respectful tones to teenagers, counseling nonviolence and defusing potentially violent situations. PAGE A14
+Conflicts on Ethics Board A15
+Business
+CABLE PROVIDERS EXPLORE
+Must-Have Applications
+DirecTV and the FiOS service from Verizon Communications have recently announced stores modeled directly on Apple's venture. The few applications that have shown up so far suggest that people may not be content to sit back while watching television and might prefer to interact with and customize their sets. PAGE B1
+DEBATING NATURAL GAS
+The difference of opinion in Washington about the role of natural gas in an energy bill under discussion is about more than what is best for the environment, of course. Industry profits are riding on the outcome of the discussion -- a rich mix of politics, environment, science and business. PAGE B1
+IVILLAGE GETS A FACE-LIFT
+The women-focused Web site iVillage is getting another makeover, and executives at NBC Universal say they have finally found the right look for it since the company paid $600 million for it three years ago. PAGE B5
+EYEING EACH OTHER'S TURF
+As the cellphone becomes more like a computer and the computer more like a cellphone, it was inevitable that Intel, the chip maker, and Qualcomm, one of the largest suppliers of chips for wireless phones, would clash. PAGE B4
+Sports
+AS TEAM FALTERS,
+A Legend Is Tarnished
+As soccer-crazed fans in Argentina wrestle with the country's dimming prospects of making next year's World Cup in South Africa, Diego Maradona's struggles as the team's coach are beginning to sully his legend as perhaps the world's best-ever player. PAGE D1
+PATRIOTS TRADE A STANDOUT
+The New England Patriots traded the star defensive lineman Richard Seymour to the Oakland Raiders -- a surprising move that indicates several things about how the Patriots view the N.F.L. PAGE D2
+A SUPERSTITIOUS RITUAL
+Whether there is truly an appreciable difference is debatable, but the act of choosing a tennis ball -- a process built at least as much in superstition as in science -- offers glimpses into the psyche of the top players. PAGE D2
+Tennis's Upstart Sports Agent D2
+Arts
+CHECKING IN
+On Hades's Happenings
+Janet Maslin writes that Robert Olen Butler's ""Hell,"" about a deceased television anchor who interviews the dead, is maddeningly uneven, bouncing between passable wit and sophomoric giggles. PAGE C1
+NOIR FROM UP NORTH
+Any lingering illusion that Canada is a milder, blander version of the United States is dispelled by ""Durham County,"" a Canadian-made crime series that begins on Monday on the Ion network. Review by Alessandra Stanley. PAGE C1
+FINDING HIS VOICE
+In the graphic memoir ""Stitches,"" David Small recounts his troubled youth, which he pushed through silently after a surgery to treat throat cancer left him without a voice. PAGE C1
+Obituaries
+ROBERT J. SPINRAD, 77
+A computer designer who carried out pioneering work in scientific automation at Brookhaven National Laboratory, he was later the director of Xerox's Palo Alto Research Center while the personal computing technology invented there in the 1970s was commercialized. PAGE A18",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Inside+the+Times%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2009-09-07&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 7, 2009","PAGE A10 New York PREACHING PEACE With a Convert's Zeal The Rev. Vernon Williams, an ex-convict and former heroin dealer, has become a familiar figure on Harlem's streets, talking in soothing and respectful tones to teenagers, counseling nonviolence and defusing potentially violent situations.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Sep 2009: A.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,434190632,"United States, New York, N.Y.",English,7-Sep-09,Professional football; Politics,New York Times,Summary,,,,,,,
+I.B.M. to Offer Office Software Free In Challenge to Microsoft's Line,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-b-m-offer-office-software-free-challenge/docview/433679434/se-2?accountid=14586,"I.B.M. plans to mount its most ambitious challenge in years to Microsoft's dominance of personal computer software, by offering free programs for word processing, spreadsheets and presentations.
+The company is announcing the desktop software, called I.B.M. Lotus Symphony, at an event today in New York. The programs will be available as free downloads from the I.B.M. Web site.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.B.M.+to+Offer+Office+Software+Free+In+Challenge+to+Microsoft%27s+Line&title=New+York+Times&issn=03624331&date=2007-09-18&volume=&issue=&spage=C.6&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 18, 2007","''I.B.M. is jumping in with products that are backed by I.B.M., with the I.B.M. brand and I.B.M. service,'' said Melissa Webster, an analyst for IDC, a research firm. ''This is a major boost for open source on the desktop.'' I.B.M. clearly regards its open-source desktop offerings as a strategic move in the document format battle. ''There is nothing that advances a standard like a product that uses it,'' said Steven A. Mills, senior vice president of I.B.M.'s software group. Any inroads I.B.M. and its allies make against Microsoft, analysts say, will not come easily. ''Three major players -- I.B.M., Google and Sun -- are now solidly behind a potential competing standard to Office,'' said Rob Koplowitz, an analyst at Forrester Research. ''But it's a tough road. Office is very entrenched.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Sep 2007: C.6.",11/15/17,"New York, N.Y.",,"Lohr, Steve",New York Times Company,,Newspapers,433679434,"United States, New York, N.Y.",English,18-Sep-07,Open source software; Operating systems; Product introduction,New York Times,News,,,,,,,
+A Soviet Agricultural Success: Vast Greenhouse Complex,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/soviet-agricultural-success-vast-greenhouse/docview/433483876/se-2?accountid=14586,"In a city starved for winter light, little could seem more out of a place than this: on a day dimmed to gray by a canopy of clouds, Russian workers in short sleeves picking green lettuce and fresh herbs, all while illuminated by brilliant light.
+This is the strange late-January scene at Agrikombinat Moskovsky, a maze of greenhouses at Moscow's southwestern edge conceived by the Communist Party under Leonid I. Brezhnev in 1969.
+Warmed by gas and lighted by almost uncountable electric lights, the sprawling complex once fed the party elite, keeping the Kremlin stocked with mushrooms and greens no matter the winters swirling outside.
+Now, nearly four decades on, it has survived the turbulence of post-Soviet transition to undercut common perceptions of Russian agriculture and life and to become a measure, in its way, of Russia's change.
+Much of the country's agricultural infrastructure is in disrepair, and across many rural regions farm production and labor are in disarray. The government has made reviving the agricultural sector one of its so-called national projects, a target for investment and recovery.
+But the sights in Agrikombinat Moskovsky show that such problems are not universal. The business, now privatized, claims to have registered more than $75 million in sales in 2006. Its managers point to the crowded produce shelves in Moscow's supermarkets and dare an unlikely boast.
+''People remember when it was hard to find greens in Moscow, but today you can find them in every single decent supermarket,'' said Yevgeny G. Sidorov, the general director. ''Moscow has the freshest green plants in the world.''
+That last claim, unverifiable, is nonetheless no longer absurd.
+Moscow's food stores, formerly famed for bare shelves and long lines, are now kept stocked with fresh champignons and greens -- even in the freeze a year ago that almost paralyzed much of the capital, with temperatures from 6 below zero to 22 below for more than a week.
+One reason can be seen here in the nearly 300 acres under glass, a midwinter microclimate where workers roam semiautomated greenhouses, surrounded by a continuous spring.
+As many as 1,700 people work in the business, from delivery truck drivers to those who breed and raise the predacious insects that are released, instead of pesticides, to keep the plant-eating insect population in check. The sights and smells that surround them seem far out of place.
+In several greenhouses small pots with lettuce seedlings are arranged on long plastic trays and then placed atop a moving frame that looks like an elevated and elongated soccer field. The holders are packed tight and move slowly by automation to the greenhouse's far end, watered along the way.
+When the full-grown plants reach the opposite end they are plucked from the pots, bagged by hand and wheeled off on carts, bound for any of the 800 Moscow markets that the complex supplies. Under the company's rules, all of the produce that does not sell within three days is retrieved and thrown away.
+Behind the freshly picked greens, more are coming, an assembly line that continues past the seedlings to an automated seeding machine where the process begins.
+The oyster mushroom rooms are even stranger: huge, cold, silent chambers where the spores are cultivated in thigh-high bags of wheat straw mixed with water and chicken manure. Mushrooms sprout through slots in the bags, and the workers cut them away by hand, harvesting repeated crops over the course of several months.
+Cultivating mushrooms this far north comes with inviolable local requirements, including that the temperature never falls below 43 degrees, the warmth required to melt snow quickly. ''Otherwise the roof could collapse,'' said Aleksandr V. Zimenko, a sales director and specialist in mushroom cultivation.
+Agricultural resourcefulness aside, the complex now also serves as a marker of the evolution of business and Moscow's landscape since Soviet times.
+It was established by the Central Committee of the Communist Party, and with the intensity that often accompanied Soviet mandates, it was swiftly created on idle land, reaching nearly half its current size within two years. About 150 acres were added in the 1980s, when the party ordered an expansion.
+With the greenhouses came the accompaniments of Soviet life: blocks of housing for the workers and schools for their children. It was an agri-city on the capital's edge, demonstrating Soviet science and progress.
+Its longtime workers look back on the achievement fondly; here was an investment that worked. ''One has to pay tribute to the leadership of the country,'' said Mr. Sidorov, who began here in 1983 as an engineer working on the boilers.
+Today the complex sits beside the expanding Vnukovo Airport, where more flights come and go than could have been imagined back then. Travelers flying into Vnukovo in the evening see the complex's brightness, which often sets a swath of the cloud deck aglow on the approach.
+The Kievskoye Highway, which passes by the greenhouses, is crowded with foreign cars, which have replaced most of the Zhigulis and Volgas.
+The grounds themselves have also changed. The company invested $30 million in new greenhouses that opened last fall for the city's expanded flower market. The plants are tended in part by a robot that rides through the complex on rails.
+Beside those new glass buildings, the large single-family homes of Moscow's expanding upper middle class have crept to the boundaries of the property, just as long ago happened in the farmland outside New York.
+As his black Mercedes waited outside, Mr. Sidorov shook his head at the change in a city rapidly remaking itself and spreading beyond its old footprint. ''All of this was once bare field,'' he said. ''There was nothing there.''
+Photograph Agrikombinat Moskovsky, a maze of greenhouses on the edge of Moscow, top, aglow in the evening. Above, a worker in January picking oyster mushrooms, which grow naturally in Russia in early spring. (Photographs by Joseph Sywenkyj for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Soviet+Agricultural+Success%3A+Vast+Greenhouse+Complex&title=New+York+Times&issn=03624331&date=2007-01-31&volume=&issue=&spage=A.4&au=Chivers%2C+C+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 2007","The sights in Agrikombinat Moskovsky show that such problems are not universal. The business, now privatized, claims to have registered more than $75 million in sales in 2006. Its managers point to the crowded produce shelves in Moscow's supermarkets and dare an unlikely boast. ''People remember when it was hard to find greens in Moscow, but today you can find them in every single decent supermarket,'' said Yevgeny G. Sidorov, the general director. ''Moscow has the freshest green plants in the world.'' Agrikombinat Moskovsky, a maze of greenhouses on the edge of Moscow, top, aglow in the evening. Above, a worker in January picking oyster mushrooms, which grow naturally in Russia in early spring. (Photographs by Joseph Sywenkyj for The New York Times)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 2007: A.4.",11/15/17,"New York, N.Y.",Moscow Russia Russia,"Chivers, C J",New York Times Company,,Newspapers,433483876,"United States, New York, N.Y.",English,31-Jan-07,Greenhouses; Agriculture; Privatization,New York Times,News,,,,,,,
+News Summary:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/433161962/se-2?accountid=14586,"INTERNATIONAL A3-13
+Gazans Revel as They Scavenge Ex-SettlementsIsrael's final withdrawal from the Gaza Strip ushered in a carnival of celebration, political grandstanding and widespread scavenging for a Palestinian population whose occupiers vanished overnight. A1",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2005-09-13&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 2005","45 Bodies Found in HospitalThe bodies of 45 people have been found in a flooded uptown hospital in New Orleans, sharply increasing the death toll from Hurricane Katrina and raising new questions about the breakdown of the evacuation system as the disaster unfolded. A1 Future of Louisiana FilmsThe Louisiana film industry faces a daunting challenge to convince Hollywood producers, who were lured to the state in recent years by generous tax incentives, to continue bringing productions there in the wake of Hurricane Katrina. Two big-budget movies set to film in Louisiana have already moved out of state, and others may follow. E1 Hotels Rough It After StormA small number of hotels in New Orleans have managed to stay open, with limited amenities and shorthanded staffs, since Hurricane Katrina hit. Their guests include a revolving door of assorted government officials and the media. C1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 2005: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433161962,"United States, New York, N.Y.",English,13-Sep-05,,New York Times,Summary,,,,,,,
+News Summary:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/433134097/se-2?accountid=14586,"INTERNATIONAL A2-7
+Iraqi Constitution Ready Despite Sunni ObjectionsShiite and Kurdish leaders drafting a new Iraqi constitution abandoned negotiations with a group of Sunni representatives, deciding to take the disputed charter directly to the Iraqi people. Shiite and Kurdish leaders said they had run out of patience with the Sunni negotiators and sought to play down the importance of leaving them out, saying that with their Baathist links, they had never truly spoken for the broader Sunni community. A1",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2005-08-27&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 27, 2005","Iraqi Constitution Ready Despite Sunni ObjectionsShiite and Kurdish leaders drafting a new Iraqi constitution abandoned negotiations with a group of Sunni representatives, deciding to take the disputed charter directly to the Iraqi people. Shiite and Kurdish leaders said they had run out of patience with the Sunni negotiators and sought to play down the importance of leaving them out, saying that with their Baathist links, they had never truly spoken for the broader Sunni community. A1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Aug 2005: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433134097,"United States, New York, N.Y.",English,27-Aug-05,,New York Times,Summary,,,,,,,
+Picking Up A Broadway Tab,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/picking-up-broadway-tab/docview/432994374/se-2?accountid=14586,"IT'S just like your regular old grocery bill. That is, of course, if your grocery bill included items like hair care, makeup and Teamsters. These are the expenses, large and small, paid by producers on Broadway, where running a big, splashy musical like ''Wicked'' can cost up to $600,000 a week. The precise breakdown of spending is usually shrouded in secrecy, especially for a show that's still running. ''Caroline, or Change,'' the civil rights-themed musical by Jeanine Tesori and Tony Kushner, closed Aug. 29, and its weekly budget was significantly lower than most musicals. But a look at its itemized expenses shows some of the ways costs can start to pile up. Between cleaning costumes and paying accountants, housing the star and keeping the lights on, ''Caroline'' needed more than $350,000 to run every week.
+Where did the money go? The production's preliminary operating budget, provided by one of its producers, shows a raft of weekly expenses, from the backstage tutor for the cast's children to the stagehands -- more than a dozen -- required to man the light and sound equipment and maneuver the props and sets.
+While some costs could vary depending on, say, how many advertisements are bought in a given week, many of the expenses listed on the ''Caroline'' receipt are the same for every Broadway show, including most of the salaries for actors, musicians and stage managers. All of which demonstrates how Broadway productions can sell thousands of tickets a week and still lose money. About 8 in 10 shows on Broadway flop, and ''Caroline'' was no exception, closing after four months and at a loss of $5 million. JESSE McKINLEY
+RENT: On Broadway rent can be a fixed number, a percentage of the gross weekly sales, or a combination of the two. Because Jujamcyn Theaters owns the Eugene O'Neill, where ''Caroline'' played, and had a stake in it, the production was given a good deal. But it still paid rent based on percentage, a figure that hovered between $15,000 to $20,000 on good weeks. Theater owners also generally charge a fixed overhead fee, regardless of sales.
+ADVERTISING: It's one of the biggest expenditures on any Broadway show and often the most contentious. Producers gripe that newspapers and other media outlets are greedy when it comes to ad rates, especially The New York Times, which can charge more than $100,000 for a full-page ad on Sundays. The Times says that its rates are fair. Regardless, ''Caroline'' earmarked nearly a fifth of its weekly budget to try to lure potential ticket buyers.
+THE STAR: Tonya Pinkins, who received a Tony Award nomination for her work in ''Caroline,'' was considered vital to the production, but initially wanted more money than producers were willing to pay. A compromise was reached: in addition to her weekly salary, she received a stipend for housing, a per diem and a weekly sum for child care, an important part of the deal because Ms. Pinkins had recently endured a bitter custody battle.
+THE CAST: Without actors, it's tough to do a show. On ''Caroline,'' most of the 17-member cast worked for a little more than union minimum ($1,354 at the time, with additional benefits). Actors agreed to those fees because the production, which had fair to good reviews during its initial run at the Public Theater, was not considered a box office slam-dunk on Broadway. The major exception was Ms. Pinkins, who earned $2,500 a week, plus perks (see ''The Star'').
+HAIR: Set in the 1960's, ''Caroline'' was a wig-heavy show. (No one onstage sported their own hair.) To help outfit the actors, two stylists were used, both of whom showed up hours before curtain to help rebob the bobs, clean the curls and buoy those bouffants.
+TUTORING: You would think doing a Broadway show would be a decent way of avoiding homework, but no. With two school-age actors (Harrison Chad and Leon G. Thomas III) and their understudies, the producers turned to On Location Education, a private tutoring service, to help the kids bone up on algebra and the like during rehearsals and on matinee days.
+STAGEHANDS: Another common peeve of producers is labor costs on Broadway. Stagehands, with their powerful union -- Local One of the International Alliance of Theatrical Stage Employees -- don't come cheap. On ''Caroline,'' the producers budgeted nearly $40,000 a week for stagehands, who handled everything from the sound board to the show's minimal automation to the props.
+UTILITIES: Every drop of water in the bathroom, every amp of electricity in the footlights and every scrap of paper used in the box-office printer must be paid for by producers. These costs, of course, are passed on to ticket buyers. Orchestra seats for ''Caroline'' went for $101, but toward the end of its run the show usually fell short of breaking even.
+Illustration Photos",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Picking+Up+A+Broadway+Tab&title=New+York+Times&issn=03624331&date=2005-02-27&volume=&issue=&spage=2.6&au=McKINLEY%2C+JESSE&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 27, 2005","IT'S just like your regular old grocery bill. That is, of course, if your grocery bill included items like hair care, makeup and Teamsters. These are the expenses, large and small, paid by producers on Broadway, where running a big, splashy musical like ''Wicked'' can cost up to $600,000 a week. The precise breakdown of spending is usually shrouded in secrecy, especially for a show that's still running. ''Caroline, or Change,'' the civil rights-themed musical by Jeanine Tesori and Tony Kushner, closed Aug. 29, and its weekly budget was significantly lower than most musicals. But a look at its itemized expenses shows some of the ways costs can start to pile up. Between cleaning costumes and paying accountants, housing the star and keeping the lights on, ''Caroline'' needed more than $350,000 to run every week. While some costs could vary depending on, say, how many advertisements are bought in a given week, many of the expenses listed on the ''Caroline'' receipt are the same for every Broadway show, including most of the salaries for actors, musicians and stage managers. All of which demonstrates how Broadway productions can sell thousands of tickets a week and still lose money. About 8 in 10 shows on Broadway flop, and ''Caroline'' was no exception, closing after four months and at a loss of $5 million. JESSE McKINLEY","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Feb 2005: 2.6.",11/15/17,"New York, N.Y.",,"McKINLEY, JESSE",New York Times Company,,Newspapers,432994374,"United States, New York, N.Y.",English,27-Feb-05,Theater; Production costs; Theater directors & producers,New York Times,Feature,,,,,,,
+"From Disneyland to Brooklyn, via Broadway","New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/disneyland-brooklyn-via-broadway/docview/432846674/se-2?accountid=14586,"Some might expect Eden Espinosa to play down that her road to Broadway lay through Los Angeles theme parks. At Disneyland, she portrayed Pocahontas and the Little Mermaid in stage shows. At Universal Studios Hollywood, she was featured in ''Spiderman Rocks,'' not to mention the memorable ''Beetlejuice's Rockin' Graveyard Revue.''
+But Ms. Espinosa, who is starring in ''Brooklyn, the Musical'' (now in previews), makes no apologies for her Mickey past.
+''Disney was great for me,'' she said in a recent interview. ''It kind of was my college.'' Ms. Espinosa never took any voice or acting lessons, but doing five or six half-hour stage shows -- sometimes outdoors in cold, rainy weather -- provided a kind of boot camp vocal training. ''It's made me who I am,'' she said.
+John McDaniel, music supervisor for ''Brooklyn,'' said Ms. Espinosa's voice was unusually versatile. ''She can growl notes way up high and she can float notes way up high,'' he said. ''She sings with great soul.''
+He's not the only one who is impressed by what he's heard. When ''Brooklyn'' had its out-of-town tryout at the Denver Civic Theater last spring, Penny Parker of The Rocky Mountain News said that Ms. Espinosa had ''perhaps the finest voice I've ever heard in musical theater.'' John Moore in The Denver Post wrote: ''The youngster's future as a Broadway star is about as inevitable as stars on a clear spring night.''
+Ms. Espinosa got the part of Brooklyn -- a Paris street singer who goes to New York City to find her father -- after being called by a casting director to audition for the show's workshop at the Signature Theater in September 2002. ''She opened her mouth, and I think she probably got the part in about five notes,'' Mr. McDaniel said. ''With her particular innocence and clarity of voice and honesty, she became 'Brooklyn' right then and there.''
+But she started out as Anaheim. The granddaughter of Mexican immigrants, Ms. Espinosa, now 26, was a childhood ham, enlisting her little brother for her living room performances and directing her relatives when to applaud.
+She sang in the large nondenominational church where her father, Eddie, was a pastor and wrote religious songs. Her grandmother, who has always spoken to Ms. Espinosa in Spanish (although Ms. Espinosa replies in English), took her to dinner theaters, opera and the Los Angeles ''Nutcracker'' every Christmas.
+Her uncle was a Kid of the Kingdom in Disneyland's variety shows and would take Ms. Espinosa backstage when she was a child. (Her second cousin played Mickey Mouse and Minnie there.) Ms. Espinosa's first job, at 17, was as a Christmas caroler in a Disney parade called Christmas Fantasy. ''It was a very big deal to me,'' she said.
+But she had set her sights on New York City. ''I've always just had a goal -- this is what I want and that's what I'm going to get,'' Ms. Espinosa said. ''When friends of mine are getting married or having kid No. 2, I sometimes wonder, 'Am I missing out on something?' But I always come back to the same place. No, I wouldn't have it any other way.''
+She arrived in 2002, facing the usual bumps: the smiles she had to force as a restaurant hostess, the rude shoppers she had to tolerate as a Gap saleswoman. She fled her first apartment in Astoria, Queens, after less than a week because of food-throwing neighbors and a sizeable resident insect, living next in a Midtown Manhattan apartment with four other people.
+But the ''Brooklyn'' workshop began to open doors. After that, Mr. McDaniel (also the former music director for ''The Rosie O'Donnell Show'') featured Ms. Espinosa in a program of songs at Joe's Pub, at the Public Theater, in February 2003. That spring he included Ms. Espinosa in ''The Maury Yeston Songbook'' CD, along with established performers like Betty Buckley, Alice Ripley and Sutton Foster.
+Ms. Espinosa made her Broadway debut as the standby for Elphaba, the Wicked Witch of the West in the Broadway show ''Wicked,'' performing the role for three weeks straight last summer when Idina Menzel took a leave to make a movie.
+Given Ms. Espinosa's background in theme parks and church choirs, ''Brooklyn'' was unfamiliar territory. The musical, in which five street-corner performers tell a fairy tale, was written by Mark Schoenfeld, himself once a homeless street singer, and Barri McPherson, who discovered Mr. Schoenfeld performing in the subway and took him in.
+''There is so much of New York in it,'' Ms. Espinosa said. ''Some things needed to be explained to me.''
+Ms. Espinosa's inexperience made her just right for the part, Mr. McDaniel observed. ''You just want to take care of her,'' he said.
+Having been part of the musical since its inception, Ms. Espinosa helped create the role and feels partly responsible for how the show is received. ''It's not going to be everyone's cup of tea,'' she said. ''It's very balletic, it doesn't stop. There is no blackout into transition, no intermission. There's no automation, no dragon, no bells and whistles. It takes a lot of imagination. It's a fairy tale.''
+Ms. Espinosa is also aware of her own fairy tale experience. ''I like who I've become here,'' she said. ''And I see who I've become when I go back home. I feel like I go back. I see where I would be if I never came. I'd still be at Disney, singing with a cover band and doing industrials and singing background tracks for friends who are pursuing recording careers.''
+Photograph Eden Espinosa makes her Broadway debut in ''Brooklyn, the Musical.'' (Photo by Sara Krulwich/The New York Times)(pg. E1); Eden Espinosa as the lead in ''Brooklyn, the Musical,'' in which she plays a street singer, flanked by Kevin Anderson and Ramona Keller. (Photo by Sara Krulwich/The New York Times)(pg. E5)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=From+Disneyland+to+Brooklyn%2C+via+Broadway&title=New+York+Times&issn=03624331&date=2004-09-29&volume=&issue=&spage=E.1&au=Pogrebin%2C+Robin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,E,General Interest Periodicals--United States,3624331,"Copyright New York Times Com pany Sep 29, 2004","Ms. [Espinosa] got the part of Brooklyn -- a Paris street singer who goes to New York City to find her father -- after being called by a casting director to audition for the show's workshop at the Signature Theater in September 2002. ''She opened her mouth, and I think she probably got the part in about five notes,'' Mr. [John McDaniel] said. ''With her particular innocence and clarity of voice and honesty, she became 'Brooklyn' right then and there.'' The ''Brooklyn'' workshop began to open doors. After that, Mr. McDaniel (also the former music director for ''The Rosie O'Donnell Show'') featured Ms. Espinosa in a program of songs at Joe's Pub, at the Public Theater, in February 2003. That spring he included Ms. Espinosa in ''The Maury Yeston Songbook'' CD, along with established performers like Betty Buckley, Alice Ripley and Sutton Foster. Eden Espinosa makes her Broadway debut in ''Brooklyn, the Musical.'' (Photo by Sara Krulwich/The New York Times)(pg. E1); Eden Espinosa as the lead in ''Brooklyn, the Musical,'' in which she plays a street singer, flanked by Kevin Anderson and Ramona Keller. (Photo by Sara Krulwich/The New York Times)(pg. E5)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Sep 2004: E.1.",11/15/17,"New York, N.Y.",,"Pogrebin, Robin",New York Times Company,,Newspapers,432846674,"United States, New York, N.Y.",English,29-Sep-04,Musical theater; Actors; Personal profiles,New York Times,Feature,,,,,,,
+"After a Long Road of Planning, a Few Companies Await Payoff","New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proq uest.com/newspapers/after-long-road-planning-few-companies-await/docview/432569368/se-2?accountid=14586,"No one knows for sure which wireless carriers will thrive and which may suffer now that consumers can switch their cellphone numbers from one service to another. But no matter the outcome, several companies are poised to profit by playing integral behind-the-scenes roles.
+Working with the carriers, these businesses have helped to design and build a complex net of computer systems and software programs that make the ''porting'' of wireless numbers possible. Only today, as those systems get a real-time workout for the first time, will it be possible to tell if that net works.
+''We're either going to look like really neat guys, or we'll have the whole world hating us,'' said G. Edward Evans, the chief executive of TSI Telecommunication Services Inc., a privately held company based in Tampa, Fla., that will handle order processing for five of the six major wireless providers. Though testing among the systems has been under way for more than two months, Mr. Evans likens what is happening today to ''turning on 6,000 new software upgrades at one time.''
+Creating the architecture for a system allowing the various providers to communicate about and transfer cellphone numbers has been a $1.2 billion task. The industry stalled on it as long as possible, not only because it opens them up to further competition but because the procedure is enormously complicated. Wireless porting, however, was inevitable -- it was mandated by the Telecommunications Act of 1996 -- and preparations have been under way for years.
+''The hardest part is just the number of operating systems and network elements,'' Mr. Evans said. ''Literally, every part of a wireless carrier's network is affected by porting.''
+After an employee at a wireless store begins the porting transaction, the process is intended to be automated. A data conversation is begun between the old carrier and new to verify who the customer is, and to permit and register the transfer. Virtually every porting transaction will at some point in the process travel through TSI's network center in Tampa.
+TSI has hired an additional 200 customer-service people who will help with what the industry refers to as fallout transactions. Under ideal circumstances, Mr. Evans said, the automation technology can handle 14 to 15 port requests a second.
+TSI stands to make $3 to $5 a transfer, depending on the facets of the transaction they have been contracted to handle, which vary from carrier to carrier.
+Mr. Evans predicted that wireless porting would contribute $35 million to $45 million to the company's 2004 revenue. The company expects total revenue this year to be about $230 million, most of it from providing other networking services that route calls and enable cellular companies to communicate with one another.
+''I'm not smart enough to say I saw the number porting issue specifically'' as potential big business, said Mr. Evans, who along with partners took the company private in 2002, buying it for $800 million from Verizon Communications, which had inherited TSI as part of the acquisition of GTE. ''What I saw was a company that was pretty critical to the wireless industry in the U.S., almost monopolistic.''
+Almost, but not entirely. Another important player in the porting game is Evolving Systems Inc., an Englewood, Colo., company that won the porting contract for AT&T Wireless Services Inc. Evolving Systems, which trades on the Nasdaq, established itself by porting numbers in 1998, when wired telephone customers were able for the first time to keep their phone numbers when they changed local telephone companies.
+The chief executive of Evolving Systems, George A. Hallenbeck, compares today to the computer industry's Y2K moment on Jan. 1, 2000, when systems had to be able to recognize four-digit year dates in order to distinguish dates in the 1900's from those in the 2000's.
+''You have an event that's going to occur at a certain time and date,'' Mr. Hallenbeck said. ''We have duty rosters, officers in charge, different levels of preparedness.''
+NeuStar Inc., a private company in Sterling, Va., also has its roots in porting numbers for the wired telephone industry. Neu-Star operates as a neutral third party, under government contract, overseeing the telecommunications industry's master databases, known as the Number Portability Administration Center. (The company also administers the Internet domains .biz and .us.)
+Once a phone number transfer of any kind occurs, a record of that transfer is sent to NeuStar's systems. The information, in turn, is sent to all the carriers, which allows for calls to be routed properly.
+''Virtually all telephone calls in the United States are routed using our database,'' said Greg Roberts, NeuStar's vice president for numbering services. ''We make sure the right telephone number is associated with the right service provider.''
+And though the company has been administering the database since the landline portability rules were enacted six years ago, the company has spent $20 million expanding its computer systems and adding staff to ensure the smooth flow of operations as wireless phone numbers become portable.
+Until today, none of the vendors have been able to truly test their state of readiness. ''In one day we're going to change the way every phone call is processed; it's a huge day for our industry,'' Mr. Evans of TSI said. ''I sure hope it works.''
+Photograph Kim Ford trains new employees at TSI Telecommunication Services. It has added 200 to its customer service staff. (Photo by David Kadlubowski for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=After+a+Long+Road+of+Planning%2C+a+Few+Companies+Await+Payoff&title=New+York+Times&issn=03624331&date=2003-11-24&volume=&issue=&spage=C.4&au=Napoli%2C+Lisa&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 24, 2003","After an employee at a wireless store begins the porting transaction, the process is intended to be automated. A data conversation is begun between the old carrier and new to verify who the customer is, and to permit and register the transfer. Virtually every porting transaction will at some point in the process travel through TSI's network center in Tampa. ''I'm not smart enough to say I saw the number porting issue specifically'' as potential big business, said Mr. [G. Edward Evans], who along with partners took the company private in 2002, buying it for $800 million from Verizon Communications, which had inherited TSI as part of the acquisition of GTE. ''What I saw was a company that was pretty critical to the wireless industry in the U.S., almost monopolistic.'' Almost, but not entirely. Another important player in the porting game is Evolving Systems Inc., an Englewood, Colo., company that won the porting contract for AT&T Wireless Services Inc. Evolving Systems, which trades on the Nasdaq, established itself by porting numbers in 1998, when wired telephone customers were able for the first time to keep their phone numbers when they changed local telephone companies.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Nov 2003: C.4.",11/15/17,"New York, N.Y.",,"Napoli, Lisa",New York Times Company,,Newspapers,432569368,"United States, New York, N.Y.",English,24-Nov-03,Telephone number portability; Wireless carriers; Telecommunications industry; Software; Order processing; Call centers,New York Times,News,,,,,,,
+Internet Chat Seen as Tool To Teach Theft Of Credit Cards,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/internet-chat-seen-as-tool-teach-theft-credit/docview/432461558/se-2?accountid=14586,"  On Tuesday morning, one Internet chat group called #ccpower was bustling. A user there was selling credit card numbers, obtained illegally online, for 50 cents to $1 each, another was accusing other sellers of stolen credit card numbers of cheating, and yet another user wanted lessons on cracking into online sites containing credit card information.
+Internet chat groups, particularly those using a format called Internet relay chat, or I.R.C., now play an important and growing role in online credit card fraud, according to a report released last week by a group of Internet security experts who form the Honeynet Project. The project sets up computer systems called honeynets that are intended to be easy to infiltrate in order to monitor and record how hackers work.
+Online credit card fraud has generally been carried out by hackers operating on their own, without much organization or automation of their fraud schemes, the group says. But that appears to be changing.
+Chat channels can make it possible for large groups of people to share tactics for criminal activity. The channels also allow access to programs users have placed there that automate the tasks of credit card fraud like checking a stolen card number's validity or systematically searching for Web sites that have card credit information and are vulnerable to attacks.
+I.R.C channels are online meeting grounds that any person can visit if he knows the location and has installed one of several readily available programs for using the channel. Once a part of the channel, a user can send messages to all other users of the group or to a specific user who has logged in.
+Many chat channels are used for legitimate purposes and can be found through Google or other search sites.
+To get onto the #ccpower group that has discussions of credit card fraud, however, a user would have to know the specific server where the channel is based in addition to the channel name. That information spreads quickly among illicit hackers who appear quite eager to assist newcomers. In fact, users give each other tips, much the way people in online gardening groups exchange advice on growing rot-resistant roses.
+One user of chat channels that frequently hold discussions of credit card fraud, who identified himself in an e-mail exchange as Walter Robson from Canada, said that many members of Internet relay channels who trade techniques and software on credit card fraud do so to gain the recognition and respect of peers. Mr. Robson, who said he visited the channels only to browse, added that hackers involved with the credit card fraud know who has written the cleverest programs and that ''fame is power down here.''
+Bill McCarty, the principal author of the Honeynet Project's report, said that these I.R.C. channels and affiliated Web sites have made engaging in online credit card fraud easier than it has ever been.
+Mr. McCarty, a professor at Azusa Pacific University, said he noticed the underground chat groups when attackers used his computer to log into chat channels specializing in credit card fraud. ''We didn't go after them,'' he said. ''They came to us.''
+The total amount of online credit card fraud last year was more than $850 million, according to Celent Communications, a Boston consulting firm.
+Dan Clements, chief executive of a credit card fraud prevention organization called CardCops, said that the most professional and dangerous thieves stay out of chat groups. But Avivah Litan, a vice president at Gartner Research, estimates that about half of online fraud derives from chat channels and other underground Internet-based communication methods.
+The Federal Bureau of Investigation now has several undercover operations in place to detect and disrupt credit card fraud originating from Internet chat channels, said Bill Murray, a spokesman for the agency.
+But tracking users of these groups can be difficult. Many are based in foreign countries and almost all conceal their names and locations, in part by connecting to the chat channels through remote, unrelated computers they have hacked into -- a fairly easy tactic for even moderately experienced computer programmers. To complicate detection further, the servers on which #ccpower is based are registered in Azerbaijan. (The person who registered the servers did not respond to an e-mail message.)
+Users of underground chat channels frequently shift locations when they suspect that they are being monitored by government authorities or if the owners of the servers being used shut down the channels. But new channels can spring up overnight, even as security experts attack the problem with more fervor.
+''People around the community come from all over the world,'' Mr. Robson wrote in an e-mail message. ''Many are looking for other people to provide things they can't find or get in their countries. When a spot is closed, another gets opened and everybody just moves out.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Internet+Chat+Seen+as+Tool+To+Teach+Theft+Of+Credit+Cards&title=New+York+Times&issn=03624331&date=2003-07-14&volume=&issue=&spage=C.4&au=Thompson%2C+Nicholas&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 14, 2003","One user of chat channels that frequently hold discussions of credit card fraud, who identified himself in an e-mail exchange as Walter Robson from Canada, said that many members of Internet relay channels who trade techniques and software on credit card fraud do so to gain the recognition and respect of peers. Mr. Robson, who said he visited the channels only to browse, added that hackers involved with the credit card fraud know who has written the cleverest programs and that ''fame is power down here.'' Dan Clements, chief executive of a credit card fraud prevention organization called CardCops, said that the most professional and dangerous thieves stay out of chat groups. But Avivah Litan, a vice president at Gartner Research, estimates that about half of online fraud derives from chat channels and other underground Internet-based communication methods. Users of underground chat channels frequently shift locations when they suspect that they are being monitored by government authorities or if the owners of the servers being used shut down the channels. But new channels can spring up overnight, even as security experts attack the problem with more fervor.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 July 2003: C.4.",11/15/17,"New York, N.Y.",,"Thompson, Nicholas",New York Times Company,,Newspapers,432461558,"United States, New York, N.Y.",English,14-Jul-03,Credit card fraud; Chat rooms,New York Times,News,,,,,,,
+A Nation Challenged:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nation-challenged/docview/431947551/se-2?accountid=14586,"A Stronghold Collapses
+SURRENDERING KANDAHAR -- Surrounded by opposition forces and harried by weeks of American bombing, the Taliban agreed to surrender the southern city of Kandahar, their last stronghold and the birthplace of their radical Islamic movement. A1
+NO AMNESTY -- The Bush administration is determined that senior Taliban leaders, especially Mullah Muhammad Omar, the commander of the Taliban and the fallen ruler of Afghanistan, do not escape justice. A1
+A LEADER'S VISION -- Muhammad Omar came to believe a decade ago that he had been called by God to purge Afghanistan of sin and violence, to make it a pure Islamic state. B3
+Afghan Demands
+DISSENT -- The military commander whose forces dominate much of northern Afghanistan, Gen. Abdul Rashid Dostum, vowed to boycott the newly announced interim government, and a major Pashtun political leader, Sayed Ahmad Gailani, complained that ''injustices have been committed.'' B2
+DISARMING THE TALIBAN -- Over the last two days, Northern Alliance units in the northern city of Kunduz and nearby villages have disarmed hundreds, if not thousands, of Taliban soldiers. B2
+Two Americans at War
+CURIOUS ENCOUNTER -- Just hours before he was slain in Afghanistan, Johnny Spann of the C.I.A. interrogated John Walker Lindh, the American who joined the Taliban, and discussed with a colleague whether Mr. Walker wanted to live or die, Newsweek reported. B4
+VOICES -- If John Walker Lindh's fate were in the hands of the people of Longmont, Colo. -- a conservative community of 71,000 -- he might well be headed for execution, life in prison or any other penalty suffered by turncoats. B4
+The War on Terror Abroad
+COLE ATTACK -- A Yemeni official charges that evidence linking Osama bin Laden and Al Qaeda to the bombing of the destroyer Cole -- including a letter believed to have been written by Mr. bin Laden and found in the house of one of the suspected plotters -- has not been turned over to the F.B.I. A1
+TRACING THE MONEY -- A Bush administration delegation left for Riyadh to work with Saudi Arabia to improve its oversight of charities that American officials said might be channeling money to terrorist groups. B4
+IN BRUSSELS -- The creation of a European Union-wide arrest warrant was set back when Italy balked at a list of 32 crimes agreed to by the other 14 member nations, including terrorism, hijacking, child abuse, fraud and corruption. B4
+SAUDI UNEASE -- Many Saudi students who returned home after the terror attacks are hesitant about returning to their American colleges, fearful that they will not be welcome. B5
+IN BEIJING -- An American antiterrorism official wound up two days of talks by praising the Chinese for their cooperation in fighting Al Qaeda. B5
+Ashcroft's Testimony
+THE SENATE -- In forceful and unyielding testimony, Attorney General John Ashcroft defended the administration's array of antiterrorism proposals and charged that some of the program's critics were aiding terrorists by providing ''ammunition to America's enemies.'' A1
+DEMOCRATS' DILEMMA -- John Ashcroft's appearance before the Senate Judiciary Committee crystallized the debate over protecting civil liberties in times of war -- and underscored how hard it is for Democrats to press these issues. B7
+Domestic Security
+A TOUGH JOB -- Much of Washington expects Tom Ridge to fail as the director of homeland security, despite his sterling resume, the confidence of President Bush and having spent only two months on the job. B2
+STATE AID -- Tom Ridge promised that President Bush's budget proposal next year would contain ''substantial down payments'' to the states for new security measures. B7
+IN CONGRESS -- Republicans won two early skirmishes in their effort to block $7.5 billion in additional spending for homeland security and $7.5 billion in aid to New York. B7
+SECRET TRIALS -- Under a rule imposed without public announcement on Sept. 21, immigration courts have been conducting scores of hearings in secret, with court officials forbidden even to confirm that the cases exist. B7
+WATCH LIST -- The nation's second-largest public charity, Fidelity Investments' Charitable Gift Fund, and two smaller funds are blocking donations to several Islamic relief groups in the United States, citing concern that the groups might be linked to terrorism. Spokesmen for the groups deny any connection to terrorism and say they are the targets of innuendo and anti-Muslim bias. B8
+IN NEW JERSEY -- To some residents of Paterson, a raid this week on a foundation that promises to help the poor and homeless of the Middle East only heightened the sense that many Americans have become too quick to believe the worst about Muslims since Sept. 11. B8
+Grim Faces at a U.S. Base
+IN KENTUCKY -- Soldiers running errands outside Fort Campbell, home of the Fifth Special Forces, looked ashen as they talked about three soldiers from the unit who were killed by a stray bomb in Afghanistan. B1
+Anthrax and Radiation
+POSTAL SYSTEM -- The investigators looking into the anthrax deaths of two women, from Connecticut and the Bronx, have been able to track contaminated letters using the rapidly increasing automation of the postal system. B1
+PROTECTION SOUGHT -- Concerned that Middle Eastern terrorists may have procured radioactive weapons, the Defense Department is pressing for approval of a novel drug that may protect people from radiation. B8
+TAINTED LETTERS -- A batch of mail delivered to the Federal Reserve on Wednesday tested positive for anthrax, the central bank said, raising further concern about cross-contamination among letters in the postal system or the possibility of new anthrax letters. B9
+Trade Center Disaster
+ENCOURAGING SIGN -- A surge in recovering remains over the last 10 days has confirmed what many at ground zero have believed for weeks -- that the deeper they got, the greater the chance that additional remains would be found. B1
+BACKUP PLAN -- The New York Stock Exchange said it had an alternative trading floor ready to go at an undisclosed site in the city should terrorists render its building unusable. B10
+Portraits of Grief B11",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Nation+Challenged%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2001-12-07&volume=&issue=&spage=B.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 7, 2001","The Bush administration is determined that senior Taliban leaders, especially Mullah Muhammad Omar, the commander of the Taliban and the fallen ruler of Afghanistan, do not escape justice. A1 CURIOUS ENCOUNTER -- Just hours before he was slain in Afghanistan, Johnny Spann of the C.I.A. interrogated John Walker Lindh, the American who joined the Taliban, and discussed with a colleague whether Mr. Walker wanted to live or die, Newsweek reported. B4 COLE ATTACK -- A Yemeni official charges that evidence linking Osama bin Laden and Al Qaeda to the bombing of the destroyer Cole -- including a letter believed to have been written by Mr. bin Laden and found in the house of one of the suspected plotters -- has not been turned over to the F.B.I. A1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Dec 2001: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431947551,"United States, New York, N.Y.",English,7-Dec-01,,New York Times,Summary,,,,,,,
+"Rover's Just a Robot, but a Great Pal for All That","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rovers-just-robot-great-pal-all-that/docview/431908230/se-2?accountid=14586,"While several other children whipped up a commotion in a hospital playroom here, one lone boy lingered in the entrance, too shy or too frightened to take off his shoes and enter the fray.
+That is until a hospital volunteer, a student from a nearby university, beseeched one of several puppies playing on the wooden floor to raise its paw: ''Paw, Aibo. Paw.'' The dog raised a foot, and with that the boy's shoes were off and he quickly lost himself in play.
+Boys and dogs go back too far to reckon. But Aibo is no ordinary package of flesh, fur and saliva. He is a robot, made instead of plastic, metal and computer circuitry, and capable of deftly simulating emotions, of a wide range of doglike behaviors -- minus the growling and snapping -- and of keeping a roomful of children (and adults) absolutely rapt.
+''Being hospitalized can be very stressful for children, and we are trying to put them more at ease by using techniques like these,'' said Dr. Akimitsu Yokoyama, a psychiatrist who runs the robot therapy program at Yamato Municipal Hospital, one of several in Japan. ''Children who are repeatedly hospitalized must constantly make new friends. But for them to know that the same Aibo they had befriended during their last visit will be there is very comforting.''
+Few, if any, countries have adapted notions like automation and virtual reality so widely or embraced them so fully as Japan, where animated films, for example, are consistently the biggest hits.
+People here have long taken artificial companionship for granted. From the virtual care and feeding of digital toys like the egg-shaped Tamagotchi to the computerized maps in cars that speak driving instructions and announce landmarks, few Japanese are ever completely alone.
+In fact, for those grown tired of the dating game, in one of the latest fads spawned by the ever-present mobile phone, many men nowadays maintain ''relationships'' with virtual girlfriends via cellular e-mail.
+With the development of the Aibo, Sony, the maker of the $1,600 robot, is merely pursuing a theme it first developed in 1979 with the first Walkman: portable, mood-enhancing companionship. Just two years after the first Aibo models went on sale, Sony, along with several Japanese competitors, is predicting a future in which man's best friends will be mostly man-made.
+''When we started we had no idea how many of these we could sell,'' said Satoshi Amagai, president of Sony Entertainment Robot Company. ''Most of all, we never imagined how many people would have wanted this as a substitute pet. We test marketed the first Aibo with only 5,000 units, imagining it as something that would interest gadget and technology fans, but we ended up inventing the first hi-touch category product line instead.''
+Mr. Amagai said that hi-touch meant ''hi-tech things that provide a sense of emotional attachment.''
+The Aibo has taken off in Japan, where the overwhelming majority of the 120,000 models has been sold, but tellingly has not sold well overseas.
+Moreover, while most fancy new gadgets tend to be embraced first by the young, the Aibo is most popular among lonely elderly people, a category that abounds in Japan. Even for the gadgets' designers, these disparities suggest basic differences in the willingness of Japanese versus Western consumers to embrace technological companionship.
+For Sony, though, this just means trying harder. Mr. Amagai said that future Aibos would understand far more than the 75 words it can grasp at present, be able to recognize people's faces and respond in kind, and relate to other mechanical pets through wireless communication.
+Sony's most prominent competitor in the race to develop robotic companions is the automaker Honda. At a convention center in Yokohama the other day, Honda's Asimo, the first production model of a new humanoid robot, held a large audience in thrall, leading them through a nursery school rhymelike pantomime.
+After its performance, the robot, which looks like a diminutive astronaut in a space suit, found its own way to the stage exit with the jerky gait of a tipsy salaryman, and turned around to bow and wave goodbye.
+Honda eschews its rival's emotional approach, focusing on functionality. For now, the Asimo, which roughly means two-legged mobility, is not sold, but rather rented to companies to be used as a greeter at industrial shows and other meetings. Company officials envision a day when household companions will be sold that can fetch a beer or the newspaper, or even cook a meal.
+''You don't need to physically move around for information anymore in the age of the Internet,'' said Masato Hirose, the 45-year-old father of the Honda robot. ''But if you want to move objects physically, machines like Asimo will be necessary.''
+But for now there is Aibo, whose part in Dr. Yokoyama's therapy sessions represents the achievement of a robot-maker's dreams, and perhaps Japan's as well. Is there any other country where a doctor would say, with the slightly startling giggle of a tinkering scientist, ''I know that real animals are even better than robots, but by introducing Aibo into the hospital environment, I hope to discover why.''
+Photograph A young hospital patient in Yamato played with an Aibo dog, watched by a volunteer. In Japan, artificial companionship is taken for granted. (Stuart Isett/Gamma, for The New York Times)
+Map of Japan highlighting Yamato: Robot puppies help to put hospitalized children at ease in Yamato.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Rover%27s+Just+a+Robot%2C+but+a+Great+Pal+for+All+That&title=New+York+Times&issn=03624331&date=2001-11-22&volume=&issue=&spage=A.4&au=French%2C+Howard+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 22, 2001","''Being hospitalized can be very stressful for children, and we are trying to put them more at ease by using techniques like these,'' said Dr. Akimitsu Yokoyama, a psychiatrist who runs the robot therapy program at Yamato Municipal Hospital, one of several in Japan. ''Children who are repeatedly hospitalized must constantly make new friends. But for them to know that the same Aibo they had befriended during their last visit will be there is very comforting.'' With the development of the Aibo, Sony, the maker of the $1,600 robot, is merely pursuing a theme it first developed in 1979 with the first Walkman: portable, mood-enhancing companionship. Just two years after the first Aibo models went on sale, Sony, along with several Japanese competitors, is predicting a future in which man's best friends will be mostly man-made. For now there is Aibo, whose part in Dr. Yokoyama's therapy sessions represents the achievement of a robot-maker's dreams, and perhaps Japan's as well. Is there any other country where a doctor would say, with the slightly startling giggle of a tinkering scientist, ''I know that real animals are even better than robots, but by introducing Aibo into the hospital environment, I hope to discover why.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Nov 2001: A.4.",11/15/17,"New York, N.Y.",Yamato Japan,"French, Howard W",New York Times Company,,Newspapers,431908230,"United States, New York, N.Y.",English,22-Nov-01,Robots; Culture; Hospitals,New York Times,News,,,,,,,
+"While Seattle Shook, The Airport Scrambled","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/while-seattle-shook-airport-scrambled/docview/431707432/se-2?accountid=14586,"SUPPOSE that thousands of lives depend upon a complex system of electronic equipment, and one day an act of nature -- an earthquake, perhaps -- requires that the system be moved immediately without compromising safety. What to do?
+That was the situation facing workers for the Federal Aviation Administration at Seattle-Tacoma International Airport after an earthquake on Feb. 28 knocked out the control tower and the air traffic control, or A.T.C., system.
+''We did a lot of really serious scrambling,'' said Vic Owen, manager of the airport's Radar Automation Field Office. When the control tower was knocked out, controllers were out of business, Mr. Owen said, but ''we have a contingency plan for when we go to A.T.C. zero.''
+While evacuating the top floor of the control tower, which suffered structural damage, F.A.A. workers set up three portable transceivers inside a hangar on the other side of the airport and tuned them to the radio frequencies for ground control and the tower.
+Two hours after the earthquake, the airport reopened and controllers were handling a limited number of takeoffs and landings from their location in the hangar. An airport approach control room, which handled flights several miles from the airport, continued operating in the lower part of the damaged tower.
+With no radar, and no overhead view of the airport (being at ground level), the controllers had to rely on the pilots to tell them when they had cleared a runway or a taxiway.
+''The controllers basically had those three radios on a table and that was it,'' Mr. Owen said. ''It was enough to talk to the aircraft and get them spaced out a lot further so safety was never compromised.''
+A mobile backup tower that would put the controllers about 15 feet above ground level -- far less than the permanent tower's 100 feet -- was brought in from 20 miles away. Primarily used for directing aircraft at forest fires and air shows, the mobile tower contained only rudimentary equipment. So radar display equipment was removed from the damaged tower and installed in the temporary tower.
+Even with the mobile tower, controllers faced a hurdle: how to transmit radar signals to the mobile tower from the radar control unit 1,000 feet away. Ground radar, known as Airport Surface Detection Equipment, was crucial, since the controllers had little visibility.
+Fortunately, a ring of fiber optic cable had been installed around the airport last year as part of an F.A.A. project to replace copper wire that had been used since the late 1940's. The loop had nodes that the radar system could be connected to. A spool of cable was flown in from San Francisco along with special fiber optic modems from Portland, Ore., and Salt Lake City that convert electronic radar signals to optical signals and back again.
+''The most technically difficult part,'' Mr. Owen said, ''was getting the fiber strung and connected from the radar sites to the tower.''
+The cable was run and modem interfaces built in time for the mobile tower to go into operation on the evening of Feb. 28, less than 12 hours after the earthquake.
+''Having the fiber optic loop,'' Mr. Owen said, ''allowed us to restore our radar services in the mobile tower much more quickly than we could have otherwise.''
+The next step was to move the mobile tower to a higher location. Officials with the Port of Seattle, which operates the airport, hired a construction company to build an embankment on the west side of the airport about 20 feet above the runways. To provide additional height, two ocean shipping containers were brought in and welded together, and a frame was built on top to support the mobile tower. Additional cable was run from the closest radar site in preparation.
+Early Saturday morning, the controllers returned to using portable radios while the mobile tower was disconnected and moved to the embankment site and then lifted onto the containers. Other workers set up antennas, connected more cable and fine-tuned the equipment.
+By noon Saturday, the new location was up and running, putting controllers about 40 feet above the runway and allowing the airport to run at 90 percent of capacity. The mobile tower is expected to be in operation for at least two months while the permanent tower is repaired.
+While fiber optic technology proved invaluable, other technology fell short.
+The cellular telephones that controllers had come to rely on were useless after the earthquake, and land lines were jammed. The walkie-talkies they had kept after converting to cell phones were few and old.
+''We discovered that reverting back to basic two-way radios was what we really needed,'' Mr. Owen said. ''If there is a next time, we'll have better two-way radio communications.''
+Photograph The temporary control tower in Seattle sits on two shipping containers. (Vic Owen)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=While+Seattle+Shook%2C+The+Airport+Scrambled&title=New+York+Times&issn=03624331&date=2001-03-08&volume=&issue=&spage=G.3&au=Berck%2C+Judith&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 8, 2001","A mobile backup tower that would put the controllers about 15 feet above ground level -- far less than the permanent tower's 100 feet -- was brought in from 20 miles away. Primarily used for directing aircraft at forest fires and air shows, the mobile tower contained only rudimentary equipment. So radar display equipment was removed from the damaged tower and installed in the temporary tower. Even with the mobile tower, controllers faced a hurdle: how to transmit radar signals to the mobile tower from the radar control unit 1,000 feet away. Ground radar, known as Airport Surface Detection Equipment, was crucial, since the controllers had little visibility. The next step was to move the mobile tower to a higher location. Officials with the Port of Seattle, which operates the airport, hired a construction company to build an embankment on the west side of the airport about 20 feet above the runways. To provide additional height, two ocean shipping containers were brought in and welded together, and a frame was built on top to support the mobile tower. Additional cable was run from the closest radar site in preparation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Mar 2001: G.3.",11/15/17,"New York, N.Y.",Seattle Washington,"Berck, Judith",New York Times Company,,Newspapers,431707432,"United States, New York, N.Y.",English,8-Mar-01,Airports; Earthquakes; Air traffic control,New York Times,News,,,,,,,
+"Rise, Fall and Rise of Glassmaking","New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rise-fall-glassmaking/docview/431548261/se-2?accountid=14586,"WITH automation, the World Wars, the Great Depression and the rise of plastics, the 20th century was almost the worst of times for glassmaking. However, over the past few decades, glass has enjoyed a renaissance. Now it seems like the best of times. Gay LeCleire Taylor, the curator of the Museum of American Glass at Wheaton Village here, has organized an exhibit surveying American glass since 1900
+The exhibit illustrates the most significant developments that have affected glass during the 20th century. Ms. Taylor stated that over the past 100 years glassmaking ''has undergone dramatic changes in style and production methods.'' This thoughtful tribute to American ingenuity and creativity weaves together technology, aesthetics and economics.
+Star treatment is awarded to a ''Blue Daffodil'' leaded glass and bronze table lamp made around 1900 by Tiffany Studios and a ''Venetian Series'' vase, which was designed by Dale Chihuly and made by Lino Tagliapietra at Wheaton Village in 1991. Louis Comfort Tiffany and Mr. Chihuly are, indeed, the most recognized names in American glass.
+Since Tiffany opens the 20th century and Mr. Chihuly closes it, these pieces are the exhibition's benchmarks, each presented in its own free-standing showcase. The other pieces are arranged chronologically by decades.
+In spite of the years that separate Tiffany and Mr. Chihuly, they make an interesting and complementary pair. Both artists have been inspired directly by nature. Tiffany was a designer, not a glassblower. Assistants executed his decorative concepts. Since a car accident in the 1970's, Mr. Chihuly no longer blows glass; he directs others to bring his expressive drawings to fruition.
+When Michael Owens invented the bottle-blowing machine in 1903, it was a critical turning point for the glass industry, especially in South Jersey. The machine could make 16 bottles per minute. This eliminated the need for skilled glassblowers and the opportunity for workers to make end-of-workday decorative glass as a personal diversion. The industry went into a slump.
+But then Pyrex was patented on May 27, 1919. This heat-resistant glass dramatically changed the way Americans cooked. One of the earliest dishes made of Pyrex by the Corning Glass Company is displayed. An iron with a Pyrex body that dates from the early 1940's looks like a handsome ice sculpture. Offered for sale in a choice of three shades, this red iron was the most popular. Ms. Taylor admitted that she could not resist plugging it in to see if it heated up. It did.
+During the 1930's and 40's, the glass industry continued to struggle, but some manufacturers used innovative modernist designs to attract consumers. The decanter from the Ruba Rombic line, which was designed by Reuben Haley, epitomizes the spirit of Art Deco. This faceted and angular yellow (marketed as ''sunshine'') glass bottle with its elaborate stopper looks like something from a Cubist still life. Representing a different modernist aesthetic, the ivory-colored cremation urn is fashioned from Carrara Glass, which was developed as a building material. Its stark geometry, smooth surface and lack of ornamentation suggest a strong Bauhaus influence. These memorial urns were advertised as ''everlastingly beautiful.''
+Studio glass artists began to emerge in the late 50's and early 60's. Frances and Michael Higgins created stylish accessories, like the ''Barbaric Jewels Ashtray.'' It is easy to imagine this object sitting on an amoeba-shaped coffee table in a living room with pleated, fiberglass drapes. Harvey Littleton, a former ceramist, helped to inaugurate the studio glass movement with the creation of his expressionist-likevases that could be made in the newly engineered furnaces fit in an artist's studio.
+By the early 1970's, a few pioneering dealers, like Sally Hansen, Ferdinand Hampson and Douglas Heller, began to sell contemporary art glass to an emergent group of collectors, affirming that glass had become an artist's medium.
+At the same time, glass entered the museum world. The first public institution dedicated to glass is the Corning Museum of Glass, established in 1951. The museum houses the world's most comprehensive collection of glass objects, dating back to ancient Egypt. In 1973, the Museum of American Glass at Wheaton Village was founded. With approximately 12,000 works of industrial and studio art glass, it is the largest museum devoted to American glass in the country.
+One of the most recent objects on display is the ''Millennium Champagne Flute,'' a production piece made by Durand International in Millville. With its molded stem that is a vertical arrangement of ''2000,'' this commemorative item became an immediate commercial success and brought a flurry of manufacturing activity back to the sputtering local glass industry.
+There have certainly been major changes in the world of glass since 1904, when Carl Sandburg wrote: ''Down in southern New Jersey, they make glass. By day and by night, the fires burn on in Millville.'' This exhibition demonstrates that ''glass continues to enrich and enhance our everyday lives.''
+AMERICAN GLASS:1990-2000
+Museum of American Glass, 1501 Glasstown Road, Millville.
+Through Oct. 22. Hours: daily, 10 a.m. to 5 p.m.
+(800) 998-4552",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Rise%2C+Fall+and+Rise+of+Glassmaking&title=New+York+Times&issn=03624331&date=2000-09-10&volume=&issue=&spage=14NJ.16&au=Adelson%2C+Fred+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14NJ,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 10, 2000","Star treatment is awarded to a ''Blue Daffodil'' leaded glass and bronze table lamp made around 1900 by Tiffany Studios and a ''Venetian Series'' vase, which was designed by Dale Chihuly and made by Lino Tagliapietra at Wheaton Village in 1991. Louis Comfort Tiffany and Mr. Chihuly are, indeed, the most recognized names in American glass. During the 1930's and 40's, the glass industry continued to struggle, but some manufacturers used innovative modernist designs to attract consumers. The decanter from the Ruba Rombic line, which was designed by Reuben Haley, epitomizes the spirit of Art Deco. This faceted and angular yellow (marketed as ''sunshine'') glass bottle with its elaborate stopper looks like something from a Cubist still life. Representing a different modernist aesthetic, the ivory-colored cremation urn is fashioned from Carrara Glass, which was developed as a building material. Its stark geometry, smooth surface and lack of ornamentation suggest a strong Bauhaus influence. These memorial urns were advertised as ''everlastingly beautiful.'' At the same time, glass entered the museum world. The first public institution dedicated to glass is the Corning Museum of Glass, established in 1951. The museum houses the world's most comprehensive collection of glass objects, dating back to ancient Egypt. In 1973, the Museum of American Glass at Wheaton Village was founded. With approximately 12,000 works of industrial and studio art glass, it is the largest museum devoted to American glass in the country.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Sep 2000: 16.",11/15/17,"New York, N.Y.",,"Adelson, Fred B",New York Times Company,,Newspapers,431548261,"United States, New York, N.Y.",English,10-Sep-00,,New York Times,NEWSPAPER,,,,,,,
+Thornburg Value Fund,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/thornburg-value-fund/docview/431144848/se-2?accountid=14586,"THE idea, as always, is to buy low and sell high -- but that doesn't mean that William V. Fries looks only at stocks with tiny price-to-earnings ratios.
+A low ratio can sway him, of course, but Mr. Fries, who runs the $297.4 million Thornburg Value fund, has a more elastic definition of ''value'' than many of his peers. And investors tend to take notice: Thornburg Value had an annual average return of 29.7 percent in the three years through March 5, compared with 28.5 percent for the Standard & Poor's 500-stock index, placing it in the top 2 percent of mid-cap value funds, according to Morningstar Inc., the financial publisher in Chicago. The fund returned 14.2 percent in the 12 months through March 5, below the 22.6 percent of the S.& P. but still in the top 4 percent of its peer group.
+Thornburg Value has achieved such performance in part by thinking small -- in portfolio size. The fund holds just 42 stocks, compared with 111 in the average value fund, according to Morningstar.
+Mr. Fries, who is 60, favors three broad categories of stocks: the basic-value companies that are the bread and butter of his trade, but also what he calls ''consistent growers'' and ''emerging franchises.''
+He chooses basic-value stocks -- which account for 56 percent of the fund's assets -- by using traditional yardsticks like low price-to-earnings and price-to-book ratios and high dividend yields. For these stocks, which tend to be clustered in the financial services, energy and telecommunications industries, he aims to pay no more than two-thirds of the market multiple -- the average price-to-earnings ratio of all S.& P. 500 stocks -- or about 22, lately.
+The consistent growers, including pharmaceutical and consumer products companies, are 20 percent of the fund. ''Typically these companies will be less cyclical or have more reliable top-line earnings growth,'' said Mr. Fries, who is willing to pay the market multiple for them.
+He is willing to pay a premium, however, for his emerging franchises -- generally fast-growing companies that are not yet well-established in new or changing industries. ''These stocks are a lot more risky and tend to grow much faster,'' he said in a phone interview from his office in Santa Fe, N.M. For these companies in the portfolio, he projects average earnings growth of at least 15 to 20 percent. (Emerging franchises account for 17 percent of the fund; most of the remainder is in cash.)
+Mr. Fries sets a target selling price for each stock in his portfolio and veers from it only if the outlook for the company shifts significantly. For example, he has raised his target price for Charles Schwab & Company -- he won't specify how much -- because it has become a big force in Internet stock trading.
+Most value-fund managers favor stocks with P/E ratios in the single or low double digits, but Mr. Fries can scour for bargains at much higher elevations. ''We have a couple of positions in companies that haven't produced much in the way of earnings, like semiconductor manufacturers, and that drives up the P/E,'' he said.
+Technology stocks account for more than 20 percent of the portfolio -- unusually high for a value fund. But he said prices were so cheap for some of these stocks last summer that he couldn't resist buying shares of Intel, Brooks Automation and Lam Research.
+ONE of his favorite basic-value stocks is El Paso Energy, a natural-gas company. Because of the company's extensive holdings overseas, the stock weakened last fall, when Mr. Fries began buying shares at $25 each. It closed on Friday at $35.75, or 17 times his 1999 earnings estimate of $2.10 a share. He predicted a three-year earnings growth rate of 10 percent.
+Mr. Fries also sees big potential in American Home Products, a pharmaceutical company in which some other investors see mostly a dearth of blockbuster drugs. ''It's been very good at making acquisitions, taking the costs out and boosting the revenues of acquired products,'' he said. He began buying the stock at $49 last June and projects a three-year earnings growth rate of 12 to 15 percent. It now trades at $65.375, about 33 times his 1999 earnings estimate of $2.
+In the emerging-franchise category, Mr. Fries likes Advent Software, which produces software used by investment advisers to track, report and reconcile stock trades. In his view, Advent's software is the most popular and economical on the market. Given the aging of America and all those retirement nest eggs to be managed, he projects that Advent's earnings will climb 20 to 30 percent a year, on average, over three years.
+He began buying Advent shares in November 1997 at $24 and recently added to his holdings. The stock now is at $48.875, or 31.5 times his 1999 earnings estimate of $1.55.
+Photograph ''Value'' stocks come in many flavors for William V. Fries, a fund manager in Santa Fe, N.M. He stood at the city's Museum of Fine Arts. (Steve Northup for The New York Times)
+Graph ''Thornburg Value A''
+Category -- Mid-cap value
+Net assets -- $297.4 million
+Inception -- October 1995
+Manager -- William V. Fries since October 1995
+Minimum purchase -- $5,000 ($2,000 I.R.A.)
+Portfolio turnover -- 100%
+3-year annualized return through March -- 529.7%
+Category average -- 13.8%
+Sector breakdown:
+Services -- 19.4%
+Energy -- 7.6%
+Health -- 7.3%
+Other -- 8.7%
+Financials -- 36.7%
+Technology -- 20.3%
+Fees:
+Front-end load -- 4.50%
+Deferred load -- none
+12b-1 fee -- 0.25%
+Expense ratio -- 1.61%
+(Sources: Morningstar Inc.; company reports)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Thornburg+Value+Fund&title=New+York+Times&issn=03624331&date=1999-03-14&volume=&issue=&spage=3.9&au=Gould%2C+Carole&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/00709510&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 14, 1999","THE idea, as always, is to buy low and sell high -- but that doesn't mean that William V. Fries looks only at stocks with tiny price-to-earnings ratios. A low ratio can sway him, of course, but Mr. Fries, who runs the $297.4 million Thornburg Value fund, has a more elastic definition of ''value'' than many of his peers. And investors tend to take notice: Thornburg Value had an annual average return of 29.7 percent in the three years through March 5, compared with 28.5 percent for the Standard & Poor's 500-stock index, placing it in the top 2 percent of mid-cap value funds, according to Morningstar Inc., the financial publisher in Chicago. The fund returned 14.2 percent in the 12 months through March 5, below the 22.6 percent of the S.& P. but still in the top 4 percent of its peer group. He chooses basic-value stocks -- which account for 56 percent of the fund's assets -- by using traditional yardsticks like low price-to-earnings and price-to-book ratios and high dividend yields. For these stocks, which tend to be clustered in the financial services, energy and telecommunications industries, he aims to pay no more than two-thirds of the market multiple -- the average price-to-earnings ratio of all S.& P. 500 stocks -- or about 22, lately.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Mar 1999: 9.",11/15/17,"New York, N.Y.",US,"Gould, Carole",New York Times Company,,Newspapers,431144848,"United States, New York, N.Y.",English,14-Mar-99,Portfolio management,New York Times,Feature,,,,,,,
+Mentor Makes A Hostile Bid For Quickturn,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mentor-makes-hostile-bid-quickturn/docview/431027300/se-2?accountid=14586,"If you can't beat them, acquire them. That appears to be the Mentor Graphics Corporation's latest strategy.
+The company, which primarily makes work station software, said today that it had made an unsolicited tender offer for Quickturn Design Systems Inc.
+Hostile acquisitions are rare in Silicon Valley because technology rapidly becomes obsolete and the real assets of the acquired company, the engineers, can walk out the door. Rarer still is this offer because Mentor and Quickturn, rivals in systems that automate chip design, are locked in patent litigation that has blocked a key Mentor product from the United States market.
+Mentor's offer of $12.125 a share in cash represents a 50 percent premium to Quickturn's closing price of $8 on Tuesday. Mentor, based in Wilsonville, Ore., has already acquired 3 percent of Quickturn, which is based in San Jose, Calif., on the open market. Mentor would pay $209.5 million for the 97 percent of Quickturn it does not already own.
+Raymond K. Ostby, Quickturn's chief financial officer, said that the company could not comment on the offer until it had reviewed all the terms. He said Quickturn's board was meeting today to review the proposal and formulate a response.
+Walden C. Rhines, Mentor's president and chief executive, said in a telephone interview that while eliminating the patent battle between the companies would result in savings of $12 million in legal fees, the deal made sense independent of the litigation. Although Mentor and Quickturn have discussed merging in the past, they could never reach an agreement, he said.
+''We think this is something that is just plain good for the shareholders and the companies,'' Mr. Rhines said. ''I think the joining of the two companies would have tremendous benefits in eliminating customer uncertainty,'' he said.
+Quickturn shares gained 38 percent on the news, closing up $3.03125, to $11.03125, in Nasdaq trading. Mentor shares closed up 12.5 cents, to $9.375, also on Nasdaq. Both companies' shares have been weak in recent months, Quickturn because it is in the midst of a product transition cycle, Mentor because its growth rate has lagged behind the market leaders Cadence Design Systems Inc. and Synopsys Inc.
+Although Mentor and Quickturn both sell products used to design chips, they are in different parts of the business. Mentor primarily sells software that typically runs on work stations from Sun Microsystems Inc. or the Hewlett-Packard Company, whose engineers use it to design new chips. Quickturn sells specialized computers that can emulate a new chip before it exists in silicon, allowing engineers to test new designs and write software before a part enters production.
+Complicating any deal, of course, is the patent litigation. Mentor acquired a small French company with a product similar to Quickturn's last year but cannot market the product in the United States. The International Trade Commission ruled that Mentor was infringing a series of Quickturn patents, and the Court of Appeals for the Federal Circuit rejected Mentor's appeal. Gary Smith, an analyst with Dataquest, said the proposed acquisition made sense because Mentor would gain a strong entry in the fast-growing market for simultaneous hardware and software design.
+''Mentor really needs to do this,'' Mr. Smith said, noting that the company has been growing at 5 percent a year in a market growing at a 15 percent annually rate. ''Buying Quickturn just makes all sorts of sense, and peripherally, it gets rid of the lawsuit,'' he said.
+But the deal would present a management challenge because the business models for software and hardware are so different. Analysts note that Synopsis, the No. 2 electronic design automation company, acquired an emulation product similar to that of Quickturn's over a year ago but subsequently divested itself of it. Cadence has remained a pure software company.
+''This is another curious attempt by Mentor to try to revive some sort of strategy,'' said Mike Sottak, a Cadence spokesman. ''It doesn't make a lot of sense to us, particularly since Mentor already owns technology in that space. Mentor has been kind of wallowing along here, desperately grasping at straws to make something happen from a strategy or an excitement standpoint.''
+In the mid-1980's, Mentor grabbed the lead position in electronic automated design by offering its software on the then-popular Apollo work station at a time when competitors sold only specialized single-purpose computers. But the company was slow to shift to selling software separately from hardware and slow to move to Sun's work stations, which gave Cadence and others a chance to move ahead.
+But a hostile bid is a risky way to regain momentum. Of the 11 unsolicited technology deals attempted in the last year and a half -- including the $9.8 billion attempt by Computer Associates to take over the Computer Sciences Corporation -- seven of them were withdrawn within two months of being announced, according to the Securities Data Company. In fact, I.B.M.'s takeover of the Lotus Development Corporation in 1995 was one of the few successful takeovers.
+Nevertheless, more companies are attempting to shield themselves from such unsolicited overtures. Stock prices of some companies are off their highs, making them more attractive targets. Steven Spurlock, a lawyer at Gunderson Dettmer in Menlo Park, Calif., which represents emerging growth companies, said that 60 percent of the companies his firm talked to these days were taking defensive measures. ''Certainly the level of concern has increased,'' he said. ''As the industry matures this is a likely outcome.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Mentor+Makes+A+Hostile+Bid+For+Quickturn&title=New+York+Times&issn=03624331&date=1998-08-13&volume=&issue=&spage=D.1&au=LAWRENCE+M.+FISHER+and+LAURA+M.+HOLSON&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05158759&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 13, 1998","Hostile acquisitions are rare in Silicon Valley because technology rapidly becomes obsolete and the real assets of the acquired company, the engineers, can walk out the door. Rarer still is this offer because Mentor and Quickturn, rivals in systems that automate chip design, are locked in patent litigation that has blocked a key Mentor product from the United States market. Mentor's offer of $12.125 a share in cash represents a 50 percent premium to Quickturn's closing price of $8 on Tuesday. Mentor, based in Wilsonville, Ore., has already acquired 3 percent of Quickturn, which is based in San Jose, Calif., on the open market. Mentor would pay $209.5 million for the 97 percent of Quickturn it does not already own. Walden C. Rhines, Mentor's president and chief executive, said in a telephone interview that while eliminating the patent battle between the companies would result in savings of $12 million in legal fees, the deal made sense independent of the litigation. Although Mentor and Quickturn have discussed merging in the past, they could never reach an agreement, he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Aug 1998: 1.",11/15/17,"New York, N.Y.",,LAWRENCE M. FISHER and LAURA M. HOLSON,New York Times Company,,Newspapers,431027300,"United States, New York, N.Y.",English,13-Aug-98,Acquisitions & mergers; Tender offers; Target company; Software industry,New York Times,News,,,,,,,
+Big Year Allows Port to Cut Fees and Challenge Rivals,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-year-allows-port-cut-fees-challenge-rivals/docview/430887694/se-2?accountid=14586,"Sometimes good news begets more good news. Business in the Port of New York and New Jersey has been very, very good this year -- container traffic rose 13 percent through September compared with the same period in 1996. And that, in turn, has helped shippers in the port continue to tackle the high labor costs that for years hobbled the port's attempts to compete with others.
+The New York Shipping Association, with the approval of the longshoremen's union, made a deep round of cuts last week in the shipping fees that pay for longshoremen's fringe benefits. The cuts, which take effect Jan. 1, could decrease the total cost of shipping a container through the port to inland cities by about $20, or more than 2 percent, an industry analyst said, without taking money out of the longshoremen's pockets. The cuts are expected to provide a powerful weapon in the port's effort to woo business away from other East Coast ports. Fees for containers -- which can hold anything from VCR's to toys to beer -- bound for local destinations will be cut even more.
+''These are whopping cuts,'' said Randy Brown, a transportation economist at Paul F. Richardson Associates, a consulting firm based in Holmdel, N.J. ''In this business, people die for two or three dollars. If you can come up with a $20 reduction in this industry, that's huge.''
+The cuts were made possible by three factors. One is that increased volume means fewer idle longshoremen, who, according to their contract, must be paid when they do not work from a kitty financed by the shipping fees. Now, with more work, that kitty can be reduced. Another is a simple economy of scale: more tons of goods mean that the fee per ton can be decreased. The last is that the total number of longshoremen, which has been dropping steadily since the advent of containerized shipping in the 1960's, when there were about 20,000, is continuing to decline -- there are now about 2,700. This has led to lower health care and pension costs, which are also paid out of the fringe benefits fund.
+''For the first time in three decades, the supply and demand of labor are in equilibrium,'' said Ed Harrison, manager of port marketing and labor for the Port Authority of New York and New Jersey. ''For three decades, there was a snowball effect that drove cargo out of here,'' he said, referring to the cost of paying thousands of idle dockworkers. ''The snowball is now going in reverse.''
+James A. McNamara, the spokesman for the International Longshoremen's Association, said the union had no problem with the cuts. ''It's not a question of concessions by the union,'' he said. ''It's that expenses are getting lower.''
+Combined with other moves expected to make the port more competitive -- progress on dredging channels to accommodate larger, modern ships, better rail connections, increases in longshoremen's productivity due to automation and the imminent breakup of Conrail's rail monopoly in and out of the Ports of Newark and Elizabeth -- port officials say the fee cuts should help continue the port's turnaround after decades of decline.
+Already this year, the port's share of container cargo bound for the Midwest has increased to 17 percent among East Coast ports, from 12 percent, said Mr. Brown's boss, Paul F. Richardson. In all, the port moved more than 1.28 million container units, which are 20-foot truck containers or their equivalent, during the first nine months of 1997, up from 1.14 million units through the same period last year.
+The fee cuts include a decrease in the assessment charged to containers being imported to or exported from American cities more than 260 miles from New York, to 50 cents a ton from $1 a ton; a reduction in the fee charged on cargo starting from or going to cities within 260 miles, to $2.50 a ton from $2.90 a ton; a drop in the assessment on cars to $2 per vehicle from $3; and a 63 percent cut in the charge for moving empty containers, to $15 per container from $40.
+The shipping association, which represents 70 waterfront employers, has been chipping away at the fees for a decade. In 1987, the fee on shipments to inland cities, for which competition between ports is fierce, was $5.85 per ton. It has fallen 91 percent since then.
+Mr. Brown said that with the current round of cuts, the port and overland cost for moving a 40-foot container bound for Europe from Kansas City onto a ship in New York Harbor has dropped to $1,016, from $1,033. The same shipment through one of its chief East Coast competitor, Norfolk, Va., would cost $1,030, Mr. Brown said. He added that the difference between the shipping costs from either East Coast port to Europe was negligible.
+Conrad Everhard, the chairman of Cho Yang America, one of the biggest ocean carriers in New York Harbor and a major presence in Norfolk also, said the cuts would tempt him to move more containers through the company's dock in Bayonne, N.J. ''This was a very smart move for the port,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big+Year+Allows+Port+to+Cut+Fees+and+Challenge+Rivals&title=New+York+Times&issn=03624331&date=1997-12-25&volume=&issue=&spage=B.4&au=Newman%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04850739&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 25, 1997","Sometimes good news begets more good news. Business in the Port of New York and New Jersey has been very, very good this year -- container traffic rose 13 percent through September compared with the same period in 1996. And that, in turn, has helped shippers in the port continue to tackle the high labor costs that for years hobbled the port's attempts to compete with others. The New York Shipping Association, with the approval of the longshoremen's union, made a deep round of cuts last week in the shipping fees that pay for longshoremen's fringe benefits. The cuts, which take effect Jan. 1, could decrease the total cost of shipping a container through the port to inland cities by about $20, or more than 2 percent, an industry analyst said, without taking money out of the longshoremen's pockets. The cuts are expected to provide a powerful weapon in the port's effort to woo business away from other East Coast ports. Fees for containers -- which can hold anything from VCR's to toys to beer -- bound for local destinations will be cut even more.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Dec 1997: 4.",11/15/17,"New York, N.Y.",,"Newman, Andy",New York Times Company,,Newspapers,430887694,"United States, New York, N.Y.",English,25-Dec-97,Ports; Fees & charges; Shipping industry,New York Times,News,,,,,,,
+Technology Evens Fields of Snow,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-evens-fields-snow/docview/430706618/se-2?accountid=14586,"When Rob Bryer talks about having a lot of ground to cover, he means it. Known by the staff at Okemo Mountain in Vermont as the Snow Wizard, Bryer cares for Okemo's 88 trails with the diligence of a shepherd tending his flock.
+''I know exactly where to make snow,'' said Bryer, who is director of snow-making. ''All I have to do is look at it. I can tell. I know the trails here like the back of my hand. I know where the knobs are, and where the streams cross.''
+Bryer's familiarity has helped Okemo earn kudos for its snow-making ability. With the ski industry in the throes of a stagnant market, any marketing tactic is an advantage. Okemo, a moderately sized area tucked away in the hills of Ludlow, Vt., received Snow Country magazine's No. 2 ranking this year for overall snow quality in the East.
+Only Sunday River in Maine, a bigger area with 121 trails managed by the American Skiing Company, outdid the privately owned Okemo.
+The push for artificial snow as good as natural snow has become a race within a race each winter. It is East against West; groomed versus powder; man-made versus natural. While Western resorts usually end their season with deep levels of natural snow, the East increasingly brags about its superb man-made snow. ''We get a lot of complaints when it snows,'' Bryer said. ''We're able to provide consistent skiing. You know what you're going to get.
+''I don't think we're trying to compete with that,'' Bryer added about tales of the West's powder skiing. ''I don't think most of the skiers here would like that.''
+But the West has not turned its back on artificial flakes, either. At Keystone, Colo., man-made snow extends the length of the season, and assures the mountain that it will be among the first to open each year. With a $23 million investment in snow-making equipment at Keystone over the last decade, the resort works hard to earn that reputation.
+By beginning operations Oct. 21 this season, Keystone was the first in Colorado. But Keystone was pre-empted by Killington, Vt., and Sunday River, which opened on Oct. 4.
+In 1991, Keystone became the first Colorado resort to install a $6 million automated snow-making system. With 35 geodesic-shaped sensors spread like birdhouses over the landscape, the mountain controls its snow-making electronically.
+Where Bryer rubs his fingers in the snow, technicians at Keystone work indoors from a laptop computer. Keystone has invested so much in automation, it hasn't installed snow towers yet, Jim Felton, a spokesman for the ski area, said.
+Does new technology in snow-making mean that natural snow will go the way of real turf on many football and baseball fields?
+Most definitely not, Felton said. Keystone's takeover this season by Vail still needs Federal approval.
+The light and fluffy ''champagne powder'' on which Colorado prides itself is unlikely to be matched by snow guns spewing out a mixture of water and air, Felton said.
+''It's a claim that Colorado has seized upon,'' he added. ''It is empirically provable that the water content in snow is lower in Colorado than anywhere else in the United States. That's why we have a saying here that 'there are no friends on a powder day.' '' Eager to be the first in fresh powder, regulars seldom want to wait for anyone.
+Bryer, however, is not very likely to be impressed by such Western boasts. With an armada of snow-making equipment at his disposal, the Snow Wizard says he has the power to produce dry, silky snow. ''The conditions have to be right,'' he conceded, ''but it's doable, and it's really good.''
+Gone are the days when trails groomed with man-made snow meant skiing through heavy white sludge. Forty-foot towers enable technicians to spray snow over wider areas in finer layers these days.
+With $1.2 million -- about 33 percent of Okemo's operating budget last year -- given to snow-making, the mountain now has 200 towers and 400 ground-level snow guns.
+The success of any snow-making operation depends on a measurement called the wet bulb. It is the relationship between temperature and relative humidity. A reading of 28 degrees on a wet bulb is optimal for making snow, Bryer said.
+Eighty-percent humidity with a temperature of 30 degrees Fahrenheit is one of the combinations that equates to 28 degrees wet bulb.
+Environmental questions have hounded ski resorts as they search for water reserves to feed all their new equipment. Okemo resolved much of its problem by installing a 70-million-gallon pond at the mountain, which it fills during spring runoff in the nearby Black River.
+Ski areas with skimpier water supplies face stream depletion that could affect trout populations or community watersheds. Regulatory agencies such as the United States Forest Service and state agencies increasingly are involved with monitoring the situation.
+New technology is making snow-making more energy-efficient. But it still takes water and air to make a snowflake. ''We can only enhance Mother Nature,'' Bryer said. ''We can't fight her. We have to work with her.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology+Evens+Fields+of+Snow&title=New+York+Times&issn=03624331&date=1996-12-26&volume=&issue=&spage=B.13&au=Lloyd%2C+Barbara&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 26, 1996",None available.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Dec 1996: 13.",11/15/17,"New York, N.Y.",,"Lloyd, Barbara",New York Times Company,,Newspapers,430706618,"United States, New York, N.Y.",English,26-Dec-96,,New York Times,NEWSPAPER,,,,,,,
+"After 6 Months, Schools Know Their Enrollments","New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/after-6-months-schools-know-their-enrollments/docview/430540264/se-2?accountid=14586,"Of all the descriptions that capture the vastness of the New York City public school system, perhaps none is as telling as this: It took officials until noon yesterday, a full six months after the opening of school, to complete the count of every student enrolled for the year. It is 1,056,251, an increase of 23,109 over the previous school year.
+That the Board of Education spends so much time on the tally -- much of it double- and triple-checking the number -- shows its critical importance: the enrollment number helps determine how much money the school system gets from the city and state. At a high school with 2,000 students, an undercount of just 25 could mean a loss of $45,000 in aid -- enough to pay a teacher for the year.
+The official enrollment number is actually a snapshot of how many students were in school last Oct. 31. Officials say that is the date school attendance is at its peak (and, therefore, yields the most aid). Some students begin dropping out in November and others graduate in January. Every year on Oct. 31, the system's 1,100 schools play a huge game of musical chairs, stopping the turntable and counting the students in classrooms at that moment.
+""It would be much easier counting clutch plates at the General Motors plant in Tarrytown,"" said Wayne Trigg, the board official who oversees the census. ""It's not just inventory control. We're tallying real people. And real life is complicated.""
+This year, for the first time, most schools are linked to computers tracking attendance. But instead of speeding up the count, the new technology slowed it down, as attendance secretaries, long accustomed to compiling records in old-fashioned, red roll books, struggled to learn the new electronic system.
+And because of the temptation for schools to add phantom names to computer rolls to receive more money, as occasionally happens, board officials also compared those rolls to the individual, handwritten counts made and signed by all teachers on Oct. 31. As in the past, those tallies took a month or more to reach the board's fact checkers, pushing the counting into early December.
+By then, officials at the board's headquarters in downtown Brooklyn had an estimated enrollment -- which, as it turned out, was within 251 students of the final total. Then came spot audits for a quarter of the city's schools, some chosen at random and others because of discrepancies in their records. With a day's warning, the schools were visited by monitors who audited the hand-written attendance books and computer records with the sobriety of the Internal Revenue Service.
+For Beverly Alexander, the principal of Public School 29 in Cobble Hill, Brooklyn, the day of reckoning came on a bone-cold morning in late January when Daniel Carponcy, the chief auditor in the board's monitoring office, arrived with an armload of reports under his arm. ""Maureen,"" the principal bellowed to her attendance secretary, Maureen Monaco. ""Could you come through the door, and prepare to be boiled in oil!""
+Over the next six hours, without a break, Mr. Carponcy and his assistant, Lucille Attianese, retired to a fourth-floor office with attendance records from all 33 classes. ""Twenty-seven for 304,"" Ms. Attianese said, reading from a record that showed 27 pupils in a third-grade class.
+""Great,"" Mr. Carponcy said. ""Grade 3 is on the money!""
+As in other schools, the population of P.S. 29 can be difficult to pin down. Many of the students, the principal said, are immigrants from the Middle East and Central America, and their parents sometimes register them in advance for the fall semester, take them back to their home country over the summer and return in midwinter, if at all.
+In the end at P.S. 29, Mr. Carponcy determined that the school had accurately counted its enrollment: 780 students, two more than last year. But there was a problem with the computer records.
+The enrollment number includes long-term absentees -- registered students who had not, as of Oct. 31, attended a day of school. These students are supposed to be highlighted so that the district does not receive financial aid for them. Mr. Carponcy discovered that the P.S. 29 computer records had not designated 10 of those students, which if not caught would have meant extra money for the school.
+But the paper copy of the report was correct, so Mr. Carponcy attributed the omission not to greed but to an innocent clerical error.
+For Ms. Alexander, the principal, the discrepancy raises a point. For all the automation the computers bring, she told Mr. Carponcy, ""we're drowning in paper.""
+Jean Del Buono, a second-grade teacher, estimated that she spent an hour each week and an hour at the end of the month filling out three types of attendance sheets. ""I think it's absurd it takes so long,"" she said.
+While sympathetic, Mr. Carponcy emphasized that the exercise was vital. ""What we would like to do is get the burden down but have the reliability remain,"" he said.
+By the middle of this month, those figures will have dollar values. Some districts, with fewer students than estimated, will be asked to return about $1,800 for each student who did not materialize. Others will benefit from higher numbers.
+""We have to be like the umpires in a game, calling it like we see it,"" Mr. Carponcy said of his role in all this. ""It's money. We treat it very seriously. We can't be wrong.""
+Chart ""KEEPING TRACK"" Enrollment On the Rebound shows the studentpopulation in New York City (in the hundred thousands) from 1970 through 1995. (Board of Education)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=After+6+Months%2C+Schools+Know+Their+Enrollments&title=New+York+Times&issn=03624331&date=1996-03-02&volume=&issue=&spage=A.23&au=Steinberg%2C+Jacques&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 2, 1996","""It would be much easier counting clutch plates at the General Motors plant in Tarrytown,"" said Wayne Trigg, the board official who oversees the census. ""It's not just inventory control. We're tallying real people. And real life is complicated."" For Beverly Alexander, the principal of Public School 29 in Cobble Hill, Brooklyn, the day of reckoning came on a bone-cold morning in late January when Daniel Carponcy, the chief auditor in the board's monitoring office, arrived with an armload of reports under his arm. ""Maureen,"" the principal bellowed to her attendance secretary, Maureen Monaco. ""Could you come through the door, and prepare to be boiled in oil!"" ""We have to be like the umpires in a game, calling it like we see it,"" Mr. Carponcy said of his role in all this. ""It's money. We treat it very seriously. We can't be wrong.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Mar 1996: A.23.",11/15/17,"New York, N.Y.","NEW YORK CITY NEW YORK, NY, USA","Steinberg, Jacques",New York Times Company,,Newspapers,430540264,"United States, New York, N.Y.",English,2-Mar-96,EDUCATION AND SCHOOLS; ENROLLMENT,New York Times,NEWSPAPER,,,,,,,
+"EARNING IT; Job Advice for 2005: Don't Be a Farmer, Play One on TV","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/earning-job-advice-2005-dont-be-farmer-play-one/docview/430313953/se-2?accountid=14586,"THE next decade looks good for travel agents, private detectives and subway operators. But don't even think about becoming a butcher, watchmaker or ship fitter.
+So says the Federal Bureau of Labor Statistics, which periodically borrows a standard commercial computer model of the economy, massages the numbers a bit and then grinds out predictions of where the jobs will be. The 25 fastest-growing job categories to the year 2005, along with the 25 fastest-shrinking ones, are displayed here for your edification.
+As a soothsayer, the bureau is distinctly fallible: too much, after all, turns on imponderables like the rate of military spending and the Federal Reserve's ability to keep the economy out of recession. Still, Uncle Sam's educated guesses offer some striking insights into the ways business is trying to squeeze more value from fewer dollars paid to labor.
+As might be expected, virtually every unskilled or semiskilled job linked to manufacturing is a loser. Manufacturing output will continue to grow, said Ronald Kutscher, associate commissioner of the Bureau of Labor Statistics. But productivity is rising more rapidly than demand, undermining employment in several categories, from tire makers to printers to a catch-all called ""packing and filling machine operators.""
+By the same token, jobs most vulnerable to imports -- those requiring a lot of semiskilled labor to add value -- will likely be a drag on the market. It wasn't much fun being an American shoe or apparel worker in competition with Asian and Latin workers over the last decade, and it will probably be even less fun in the next.
+But other predicted changes catch subtler trends. The number of child care workers, over all, is expected to rise by more than 60 percent by the year 2005, as more mothers with young children go back to work sooner.
+The number of legal child care workers in private households, however, is expected to decline, as servants become an ever-less-affordable luxury. This seemingly paradoxical trend is mirrored in other personal services: private cooks and maids are apparently an endangered species, as demand shifts to restaurant cooks, bakers, manicurists, bellhops and laundry and dry-cleaning workers.
+Technology and changing tastes produce a host of similar double plays. The number of farmers will continue to decline as agricultural productivity grows relentlessly, while the number of nursery-farm workers will increase with the demand for garden plants and specialized farm crops. The entertainment industry is booming, opening jobs for producers, directors, actors and amusement park attendants. Meanwhile, film projectionists are succumbing to the automation of multiplex theaters.
+The aging of the population -- more specifically, the explosive growth in the number of Americans over the age of 80 -- is driving demand for home care aides, as well as the demand for most categories of health care workers. But the pattern of job growth will be powerfully influenced by efforts to contain medical costs: physical therapists, dental hygienists, medical secretaries, registered nurses, psychologists -- in short, anyone who can reduce the work load on high-priced physicians -- will be in demand.
+What works for health care apparently works for the other expensive service that Americans cannot seem to do without but do not wish to pay for: legal representation. Legal secretaries and paralegals (lawyers' assistants) are both in the Top 25 job categories, but lawyers are conspicuously absent.
+Perhaps most striking is the shuffle of jobs in industries dependent on electronics.
+Hundreds of thousands of jobs will disappear in telecommunications and office work, as microprocessors and radio transmitters replace humans in directory assistance, switchboard operations, switching equipment maintenance, telephone and cable television wiring, bill posting, word processing and data entry.
+Bank tellers might be on this list, as the efficiency-driven merger of the Chase and Chemical banks last week suggests. They probably escape the bottom 25 only because the shift toward automated teller machines has already decimated their ranks. On the other hand, lots of new jobs will be created to aid in computer design and repair, software innovation and computerized page layout for magazines and newspapers.
+A caveat for those who would interpret the list as a guide to the best jobs: while rapid growth in openings means it will be relatively easy to find work in the top 25, many of these jobs will be anything but nifty.
+After all, one reason so many are expected to be employed in service jobs like restaurant and home care is that the going wage rates will be low. Those with the talent, ambition and training will still be better off fighting for the prizes in the highly paid professions.
+Graphs showing the biggest predicted job gains and declines heading into the next century.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EARNING+IT%3B+Job+Advice+for+2005%3A+Don%27t+Be+a+Farmer%2C+Play+One+on+TV&title=New+York+Times&issn=03624331&date=1995-09-03&volume=&issue=&spage=3.9&au=Passell%2C+Peter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 3, 1995","As a soothsayer, the bureau is distinctly fallible: too much, after all, turns on imponderables like the rate of military spending and the Federal Reserve's ability to keep the economy out of recession. Still, Uncle Sam's educated guesses offer some striking insights into the ways business is trying to squeeze more value from fewer dollars paid to labor. As might be expected, virtually every unskilled or semiskilled job linked to manufacturing is a loser. Manufacturing output will continue to grow, said Ronald Kutscher, associate commissioner of the Bureau of Labor Statistics. But productivity is rising more rapidly than demand, undermining employment in several categories, from tire makers to printers to a catch-all called ""packing and filling machine operators."" By the same token, jobs most vulnerable to imports -- those requiring a lot of semiskilled labor to add value -- will likely be a drag on the market. It wasn't much fun being an American shoe or apparel worker in competition with Asian and Latin workers over the last decade, and it will probably be even less fun in the next.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Sep 1995: 3.9.",11/15/17,"New York, N.Y.",,"Passell, Peter",New York Times Company,,Newspapers,430313953,"United States, New York, N.Y.",English,3-Sep-95,LABOR; UNEMPLOYMENT AND JOB MARKET; FORECASTS; MEDICINE AND HEALTH; HOME HEALTH CARE,New York Times,NEWSPAPER,,,,,,,
+INTERNATIONAL BUSINESS; Brazil Looks North From Trade Zone in Amazon,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/international-business-brazil-looks-north-trade/docview/430290232/se-2?accountid=14586,"Years ago, the black-and-white photograph undoubtedly drew chuckles from business executives in Brazil's industrial south. Gathered under a banner hailing the Amazon's new duty-free industrial zone, perspiring men stood solemnly in a freshly bulldozed jungle clearing in front of a thatched hut.
+Today, no one is laughing.
+Last year, 300 factories in the Manaus Free Zone manufactured a record $10 billion in products and the area has become South America's largest producer of products like motorcycles, television sets and videocassette recorders. The Honda Motor Company's motorcycle plant here is the company's largest, helping make the zone the biggest industrial complex between Caracas and Sao Paulo.
+Brazil is moving north aggressively, taking advantage of a reluctance in the United States to broadly expand the North American Free Trade Agreement.
+With Brazilian diplomats working overtime to negotiate trade pacts with its northern neighbors, Manaus is expected to emerge as an export platform for Brazil's conquest of markets in Venezuela, Colombia, Ecuador, Peru and Central America.
+Seeing the export potential, the Samsung Group of South Korea plans to start producing television sets and audio equipment here in September, its first foray into Brazil. Another huge Korean corporation, Daewoo, is studying a plan to build television tubes, a project that could involve an investment as great as $250 million. And Sony is expanding its production here of consumer electronics.
+Although recent high interest rates have reduced Brazilian consumer spending, Manaus benefited from the Government's successful move against inflation a year ago. Breaking records last year, factories here produced half a million microwave ovens, a million tape players, and five million color television sets. In the first automotive venture, Mitsubishi Motors has started to assemble pickup trucks.
+Already, Manaus has Brazil's second-busiest air cargo terminal, after Sao Paulo, the nation's largest city. Strengthening air links with the Andes will be easy. Manaus is closer to Caracas, Bogota, Quito and Lima than to Sao Paulo, near the Atlantic coast. And to further promote regional trade, work is starting here on what is to be South America's largest customs warehouse -- a 237,000-square-foot enclosure and showroom.
+The free-trade zone, which had been protected by Brazil's import barriers, went through a severe crisis when tariffs began falling radically five years ago. About 80 factories closed here, including subsidiary operations of Bosch, Ericsson, Westinghouse and Thomson. Employment dropped in half in 1992. Duty-free tourism collapsed as shoppers from southern Brazil either stayed home or flew to Miami.
+But many corporations remained and sought to raise productivity levels to world standards. They invested in automation, cut payrolls and adopted more efficient manufacturing techniques.
+Productivity gains have translated into price cuts. Over the last five years, average prices of videocassette recorders have fallen to $300 from $1,000, color television sets to $380 from $780, faxes to $360 from $2,500, and 18-speed bicycles to $180 from $500.
+""In 1992 we almost closed. Today we are producing twice as much with less than half the number of employees,"" said Cristovao Marques Pinto, resident director of BASF da Amazonia S.A, a subsidiary of the big German chemical and pharmaceutical group. In the last year, BASF has closed tape factories in Germany and the United States. It now exports tapes from here to Europe, Latin America and the United States.
+To open the way to international trucking, state governments are paving a 375-mile gap in a road that will link the landlocked Brazilian states of Amazonas and Roraima with Venezuela. Rains now often render this long gravel stretch impassable for weeks.
+Once that bottleneck in this 1,100-mile international highway is paved, probably at the end of next year, Manaus will be a four-day trip by truck from Venezuela's Caribbean ports. Long cut off from the outside world by hundreds of miles of rain forest, the efficient industrial complex here will be within striking range of Andean, Caribbean and Central American markets.
+""The highway is going to open the Caribbean market to products from the Free Zone,"" Amazonino Mendes, the state governor of Amazonas, said in an interview. ""It will be the economic redemption of Amazonas.""
+For the moment, about 98 percent of the zone's production is sold in Brazil. Manaus, traditionally isolated from its neighbors, exported twice as much to Singapore last year as to Venezuela.
+""We are going to save a lot of time,"" said Nelson Azevedo dos Santos, director of Moto Honda da Amazonia. ""We already export to the Caribbean, but we are forced to go through Santos,"" he said, referring to Sao Paulo's port, now 10 days from here by truck and boat. It costs more to ship a ton of cargo from Manaus to Santos than from Japan.
+With assembly lines here paying wages on a level with Mexican plants on the Texas border, executives believe that the paved road will make the industrial zone a strong player in regional trade.
+Otto Fleck, executive director of a local industry association, said of the state governor's promise to pave the road, ""If Amazonino does not come through on this, he will not be elected to anything again.""
+Photograph A Mitsubishi worker in the Brazilian Amazon secures a part on a pickup truck. Vehicles and consumer electronics are among products rolling in quantity off assembly lines in the free-trade zone of Manaus, making the region a competitive industrial force in Latin America. (John Maier Jr. for The New York Times) Map shows the location of Manaus, Brazil.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INTERNATIONAL+BUSINESS%3B+Brazil+Looks+North+From+Trade+Zone+in+Amazon&title=New+York+Times&issn=03624331&date=1995-08-09&volume=&issue=&spage=D.3&au=Brooke%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 9, 1995","Last year, 300 factories in the Manaus Free Zone manufactured a record $10 billion in products and the area has become South America's largest producer of products like motorcycles, television sets and videocassette recorders. The Honda Motor Company's motorcycle plant here is the company's largest, helping make the zone the biggest industrial complex between Caracas and Sao Paulo. Already, Manaus has Brazil's second-busiest air cargo terminal, after Sao Paulo, the nation's largest city. Strengthening air links with the Andes will be easy. Manaus is closer to Caracas, Bogota, Quito and Lima than to Sao Paulo, near the Atlantic coast. And to further promote regional trade, work is starting here on what is to be South America's largest customs warehouse -- a 237,000-square-foot enclosure and showroom. ""We are going to save a lot of time,"" said Nelson Azevedo dos Santos, director of Moto Honda da Amazonia. ""We already export to the Caribbean, but we are forced to go through Santos,"" he said, referring to Sao Paulo's port, now 10 days from here by truck and boat. It costs more to ship a ton of cargo from Manaus to Santos than from Japan.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Aug 1995: D.3.",11/15/17,"New York, N.Y.",BRAZIL MANAUS (BRAZIL) LATIN AMERICA,"Brooke, James",New York Times Company,,Newspapers,430290232,"United States, New York, N.Y.",English,9-Aug-95,FREE PORTS AND TRADING ZONES; INTERNATIONAL TRADE AND WORLD MARKET; FOREIGN INVESTMENTS; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+"In Jersey Journal Labor Fight, Publishing Giant Has All the Cards","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/jersey-journal-labor-fight-publishing-giant-has/docview/430260477/se-2?accountid=14586,"In many ways, the story seems to have all the elements of a major drama: a family business with deep roots in the community, locked in a contract dispute with a labor union.
+But when the family business is a $13 billion publishing empire and the union is one of New Jersey's two remaining, and increasingly irrelevant, newsroom unions, the story assumes a grim familiarity.
+The paper is The Jersey Journal, Hudson County's only daily, published by the Newhouse family, owners of Vanity Fair and The New Yorker and Random House, the mammoth Star-Ledger of Newark and two dozen other papers around the country. The contract held by the Journal's 60 reporters, photographers and union editors expired three years ago last month, and there is still no settlement in sight.
+The main sticking point, according to officials of Local 42 of the Newspaper Guild, is that management wants to be able to employ freelance and part-time reporters and photographers without restriction.
+Such a concession, the guild says, would be the death knell for the 61-year-old local. The guild also claims that the real victims of an increased reliance on inexperienced part-timers would be readers, who need all the help they can get sorting out Hudson County's Byzantine political landscape.
+The long-term outlook would seem to favor the owners.
+""These kinds of disputes involving use of freelancers are relatively common at guild papers,"" said John Morton, a newspaper analyst in Washington who writes a column for American Journalism Review. ""Usually, management wins."" The Journal and The News Tribune of Woodbridge are now the only two union newsrooms in the state, down from at least eight in the 1950's.
+The main, if indirect, cause of the unions' decline is technology. Especially at a smaller paper -- The Journal, with a circulation of 55,000, is the state's ninth largest -- aspiring journalists who will cross a picket line are easy to come by. So newsroom unions have traditionally depended on the support of the trade unions -- the men and women who put pages together, run the presses and drive the distribution trucks -- to provide leverage.
+But the automation of typesetting and page composition have slashed the trade-union ranks and made it so that even executives could do their jobs in a pinch. And the contract of The Journal's nine-member pressman's union has a no-strike clause.
+According to the guild, management's stance hardened in 1991, when the Newhouses' Advance Publications bought Hudson County's other daily, The Hudson Dispatch, and immediately closed it.
+""When you're worried about sending your person out to cover a story and the other paper is sending someone too, that brings out some competitive juices,"" said Greg Wilson, a busines reporter who is the union's president. ""But ever since the purchase of The Dispatch, they've taken a whole new tack in terms of competition and negotiation with us.""
+The Journal's editor in chief, Steven Newhouse, whose grandfather S. I. Newhouse broke into publishing at The Bayonne Times in 1919 and bought The Journal in 1950, declined to be interviewed for this article, as did other Journal executives.
+Mr. Wilson said the paper's pool of stringers were typically paid $25 or $30 to cover a meeting, compared to a starting reporter's salary of $88 a day.
+Union officials say negotiations have been slowed by the fact that no one from management attends the sessions, working instead through a lawyer who can only relay messages and requests. On July 20, the two sides are to meet with a mediator from the National Labor Relations Board.
+Saying a walkout is out of the question because the paper would simply hire replacements, the union has settled for more muted job actions. Reporters picketed outside a community awards dinner sponsored by The Journal in May. And on the third anniversary of the contract's expiration, they sent a present to Mr. Newhouse: a bouquets of black carnations.
+Photograph The Newspaper Guild local at The Jersey Journal is fighting an uphill contract battle. Greg Wilson, at left, presided over a meeting. (Lenore Victoria Davis for The New York Times) Chart: ""CLOSE-UP: Extra!"" Only two New Jersey newsrooms are unionized: The Jersey Journal and The News Tribune. Here are Monday-through-Saturday circulation figures for the 14 largest, as of March 31. THE STAR-LEDGER (Newark) 450,316 Statewide THE RECORD (Hackensack) 161,991 Bergen, Passaic, parts of Hudson and Essex ASBURY PARK PRESS (Neptune) 159,576 Monmouth and Ocean Counties, part of Middlesex THE COURIER-POST (Cherry Hill) 89,690 Camden County, parts of Burlington and Gloucester THE TIMES (Trenton) 86,772 Mercer County, part of Burlington THE PRESS OF ATLANTIC CITY (Pleasantville) 75,848 Atlantic, Cape May, Cumberland and southern Ocean Counties THE TRENTONIAN (Trenton) 73,352 Mercer County, part of Burlington THE DAILY RECORD (Parsippany) 56,225 Morris County THE JERSEY JOURNAL (Jersey City) 55,033 Hudson County, southeast Bergen County NORTH JERSEY HERALD AND NEWS (Passaic) 54,420 Parts of Passaic, Morris, Bergen and Essex Counties THE NEWS TRIBUNE (Woodbridge) 53,084 Middlesex, northern Monmouth, eastern Union Counties THE COURIER-NEWS (Bridgewater) 50,899 Somerset, Middlesex, Union, Hunterdon Counties BURLINGTON COUNTY TIMES (Willingboro) 43,080 Burlington County THE HOME NEWS (East Brunswick) 42,188 Middlesex and Somerset Counties",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Jersey+Journal+Labor+Fight%2C+Publishing+Giant+Has+All+the+Cards&title=New+York+Times&issn=03624331&date=1995-07-02&volume=&issue=&spage=13NJ.7&au=Newman%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,13NJ,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 1995","""When you're worried about sending your person out to cover a story and the other paper is sending someone too, that brings out some competitive juices,"" said Greg Wilson, a busines reporter who is the union's president. ""But ever since the purchase of The Dispatch, they've taken a whole new tack in terms of competition and negotiation with us."" The Newspaper Guild local at The Jersey Journal is fighting an uphill contract battle. Greg Wilson, at left, presided over a meeting. (Lenore Victoria Davis for The New York Times) Chart: ""CLOSE-UP: Extra!"" Only two New Jersey newsrooms are unionized: The Jersey Journal and The News Tribune. Here are Monday-through-Saturday circulation figures for the 14 largest, as of March 31. THE STAR-LEDGER (Newark) 450,316 Statewide THE RECORD (Hackensack) 161,991 Bergen, Passaic, parts of Hudson and Essex ASBURY PARK PRESS (Neptune) 159,576 Monmouth and Ocean Counties, part of Middlesex THE COURIER-POST (Cherry Hill) 89,690 Camden County, parts of Burlington and Gloucester THE TIMES (Trenton) 86,772 Mercer County, part of Burlington THE PRESS OF ATLANTIC CITY (Pleasantville) 75,848 Atlantic, Cape May, Cumberland and southern Ocean Counties THE TRENTONIAN (Trenton) 73,352 Mercer County, part of Burlington THE DAILY RECORD (Parsippany) 56,225 Morris County THE JERSEY JOURNAL (Jersey City) 55,033 Hudson County, southeast Bergen County NORTH JERSEY HERALD AND NEWS (Passaic) 54,420 Parts of Passaic, Morris, Bergen and Essex Counties THE NEWS TRIBUNE (Woodbridge) 53,084 Middlesex, northern Monmouth, eastern Union Counties THE COURIER-NEWS (Bridgewater) 50,899 Somerset, Middlesex, Union, Hunterdon Counties BURLINGTON COUNTY TIMES (Willingboro) 43,080 Burlington County THE HOME NEWS (East Brunswick) 42,188 Middlesex and Somerset Counties","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 1995: 13NJ.7.",11/15/17,"New York, N .Y.",NEW JERSEY,"Newman, Andy",New York Times Company,,Newspapers,430260477,"United States, New York, N.Y.",English,2-Jul-95,NEWSPAPERS; LABOR; CONTRACTS; UNIONIZATION; COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+"The Nation; Productivity Is All, But It Doesn't Pay Well","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nation-productivity-is-all-doesnt-pay-well/docview/430191098/se-2?accountid=14586,"IT is a principle as old as capitalism and the antithesis of Marxism: workers should reap according to their labors. Yet over the last six years, compensation for American workers seems to have stagnated even as they have worked ever more efficiently and produced ever more goods.
+The trend is especially striking because it breaks one of the most enduring patterns in American economic history. Workers have fairly consistently collected about two-thirds of the nation's economic output in the form of wages, salaries and benefits. Owners of capital, like stocks or bonds or small businesses, have collected the other third, in the form of dividends, profits and investment gains.
+""It is remarkable how constant labor's share has been over the last 150 years,"" said Lawrence Katz, a former chief economist at the Labor Department. ""This is one of the strongest regularities of advanced economies.""
+Wages and salaries and benefits actually climbed slightly faster than productivity for a while in the late 1960's and early 1970's. Productivity moved ahead a little faster than compensation during the late 1970's and through much of the 1980's. But it seems that the real gap opened after that.
+The strongest evidence so far that workers are receiving less of the fruits of their labors came last week, when the Labor Department revised its estimates of wage and compensation growth. After adjusting for inflation, average wages and salaries apparently fell 2.3 percent over the 12-month period that ended in March. Productivity rose 2.1 percent during the same period.
+Include fringe benefits, and the current numbers look even worse for the wage-earners. Overall compensation fell 3 percent in the 12-month period through March, as companies and state and local governments provided fewer health care benefits.
+The drop has provoked a profusion of historical comparisons. ""A high-capital income society is no longer a middle-income society but something reminiscent of the Gilded Age,"" said Bradford DeLong, a former deputy assistant secretary of the Treasury for policy analysis in the Clinton Administration.
+Conservative economists question whether the new pattern will persist. People will tend to leave companies that consistently pay them less than the value of their work, they contend, so companies will have to increase pay as their workers produce more.
+Wages may be falling because many of the workers now entering the labor force are poorly educated and therefore have less value to employers, said John C. Weicher, a senior fellow at the Hudson Institute, a conservative research group here. The declining value of young American workers reflects the decline of the nation's educational system, he said, adding that during the late 19th century, the arrival of millions of poorly educated immigrants also held down wages.
+Paychecks vs. Dividend Checks
+The Labor Department's new figures are particularly striking because they suggest that wage problems in the work force do not just reflect a widening gap between high-paid workers and low-paid workers. People who rely on paychecks also appear to be losing ground to people with dividends and investment gains.
+The Labor Department figures are not the only word; data from the Commerce Department show a relatively modest erosion of labor's overall share of the nation's goods and services. But those figures are scheduled for a broad recalculation at the end of this year, and Professor Paul Krugman at Stanford University, who has argued that inequality among workers is more of a problem than an overall shrinkage of employment compensation, said that he would not change his mind until discrepancies among the two departments' figures are addressed.
+No matter how the numbers are calculated, workers with few skills seem to be losing out in the struggle for prosperity in America, Mr. Krugman noted. ""We're only asking whether it goes to highly skilled professions or to capital,"" he said.
+Experts offer many explanations for falling pay. They include the increasing automation of workplaces, more competition from foreign countries and the declining power of labor unions.
+But there are fewer arguments about the effects on American society if the trend continues for many years.
+""If we lose our middle class and become a two-tiered society, we not only risk the nation's future prosperity but also its social coherence and stability,"" said Labor Secretary Robert Reich. ""As the economy grows, people who work the machines and clean the offices and provide the basic goods and services are supposed to share in the gains, but that hasn't been happening.""
+Photograph For decades, those who labored collected two-thirds of the nation's income. That share is shrinking now. (Archive Photos) Graph: ""Less for Their Labor"" Productivity and worker compensation per hour, as an index where 1987 equals 100. (Source: Labor Department)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Nation%3B+Productivity+Is+All%2C+But+It+Doesn%27t+Pay+Well&title=New+York+Times&issn=03624331&date=1995-06-25&volume=&issue=&spage=4.4&au=Bradsher%2C+Keith&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,4,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 25, 1995","Wages and salaries and benefits actually climbed slightly faster than productivity for a while in the late 1960's and early 1970's. Productivity moved ahead a little faster than compensation during the late 1970's and through much of the 1980's. But it seems that the real gap opened after that. The Labor Department figures are not the only word; data from the Commerce Department show a relatively modest erosion of labor's overall share of the nation's goods and services. But those figures are scheduled for a broad recalculation at the end of this year, and Professor Paul Krugman at Stanford University, who has argued that inequality among workers is more of a problem than an overall shrinkage of employment compensation, said that he would not change his mind until discrepancies among the two departments' figures are addressed. ""If we lose our middle class and become a two-tiered society, we not only risk the nation's future prosperity but also its social coherence and stability,"" said Labor Secretary Robert Reich. ""As the economy grows, people who work the machines and clean the offices and provide the basic goods and services are supposed to share in the gains, but that hasn't been happening.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 June 1995: 4.4.",11/15/17,"New York, N.Y.",,"Bradsher, Keith",New York Times Company,,Newspapers,430191098,"United States, New York, N.Y.",English,25-Jun-95,LABOR; WAGES AND SALARIES; PRODUCTIVITY,New York Times,NEWSPAPER,,,,,,,
+The Executive Life; Stage Fright Is Nothing Compared With This,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-life-stage-fright-is-nothing-compared/docview/429949505/se-2?accountid=14586,"AuthorAffiliation Michael S. Malone writes about technology from Los Altos, Calif.
+""IT'S a combination of quantum mechanics, Murphy's Law and karma,"" Andrew J. Shinnick said. ""The more technologically complicated you make your presentation, the greater the chances of it going south on you.""
+Mr. Shinnick was talking about an experience common to anyone who makes or attends business presentations these days: the expensive, high-technology speech that lapses into embarrassed silence when some vital piece of hardware or software crashes.
+As the president of Dagaz Communications in San Francisco, Mr. Shinnick helps corporate clients prepare electronic materials for speeches and other public presentations. He has seen the transformation of the standard business news conference or trade show keynote speech from simple presentations aided by a few overhead slides to multi-media extravaganzas that may include videos, laser disks, projection televisions and computers.
+In the process, Mr. Shinnick has also seen just about everything that can go wrong. ""Usually, it's the simplest things that kill you, like the VCR with the loose power cable or hidden on-off switch,"" he said. ""Next thing you know, you're standing alone in front of an angry audience suffering a thousand deaths.""
+Ronald Oklewicz, president and chief executive of the Telepad Corporation, a maker of handheld data entry systems in Reston, Va., knows whereof Mr. Shinnick speaks. As a speaker at a recent conference, Mr. Oklewicz could not put his computer presentation on the video projection system because of mismatched cables. And then he watched a fellow speaker vamp for five minutes, waiting for a VCR to work.
+""It's usually not the failure of the technology itself,"" he said, ""but of the interface between the people and the technology.""
+After spending $200,000 on a sophisticated video for an industry convention, a large law firm that is now a client of Dagaz had a similar nightmare. ""The tape started, and there was no audio,"" Mr. Shinnick said. ""A thousand people in the audience just sat there, ready to laugh. Luckily, the speaker had the presence to just start ad-libbing subtitles. Most people would have fainted.""
+Many executives prefer to talk about the horrors they have seen rather than the fiascos of which they have been a part. Michael Sears, general manager of Sunsoft Inc., a subsidiary of Sun Microsystems in Mountain View, Calif., recalls one impressive disaster during an expensive multi-media presentation he attended at a hotel in Singapore, for which Japanese and Chinese journalists had been flown in.
+""Unfortunately, the room got warm from all the people, and the air-conditioner went on,"" he said. ""That in turn blew open the curtains, which let in this brilliant light that completely washed out the screen. Finally, two vice presidents went over and held the curtains closed for the rest of the presentation.""
+But by then, Mr. Sears said, no one was watching the show. ""Instead,"" he recalled, ""they were watching two guys who make a quarter million dollars a year working as curtain closers.""
+William Reichert, vice president of the Academic Systems Corporation, a maker of interactive multi-media instructional software for colleges also based in Mountain View, recalled a recent conference at which there were presentations about four new technology products. ""Not a single presentation worked,"" he said. ""It was not exactly the message those companies wanted to make. It was also a sad commentary on the state of the art.""
+So why use all this technology? Audience expectations, for one thing. For sheer incongruity, Mr. Reichert said, few things match the executive of a multi-media company giving a speech using acetate overheads.
+Technology also takes on a life of its own. ""The propeller heads live for this stuff,"" Mr. Shinnick said, using a popular term for computer specialists. ""So they always try to push the envelope. And they convince their bosses it will work.""
+Some executives have only themselves to blame. Mr. Reichert recently returned from a disaster at a national community college. There, he said, the presenter, obviously obsessed with the new technology, appeared ""to be using every single feature of the presentational software. Message windows were flying back and forth across the screen until everybody was dizzy.""
+What do these executives recommend to those facing multi-media Waterloos?
+""When you can, do your own setup and use the best people you've got,"" said Thomas M. Siebel, chief executive of Siebel Systems Inc., a developer of sales automation software in Menlo Park, Calif. His staff watched in horror recently as Mr. Siebel, in the course of a speech, leaned against the television projector, thus threatening to turn the screen image to mud. But their job of reinforcing the projector lived up to Mr. Siebel's expectations, and it held steady.
+Mr. Reichert, who gives dozens of presentations a year, has minimized his equipment requirements by putting all the data onto a computer disk drive that he carries with him to each client.
+And Mr. Shinnick urges many clients to ""commit everything to videotape, carry a backup copy and take your own VCR with you."" Stay away from fancy new equipment, he said, and check out the site in advance.
+""You can spend tens of thousands of dollars on a presentation,"" he said, ""only to have it shot down by a 1950's sound system, an incompatible video system or a guy in the control room moonlighting from the local Ace TV repair service.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Executive+Life%3B+Stage+Fright+Is+Nothing+Compared+With+This&title=New+York+Times&issn=03624331&date=1994-11-20&volume=&issue=&spage=A.25&au=Malone%3B%2C+Michael+S.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 1994","""IT'S a combination of quantum mechanics, Murphy's Law and karma,"" Andrew J. Shinnick said. ""The more technologically complicated you make your presentation, the greater the chances of it going south on you."" In the process, Mr. Shinnick has also seen just about everything that can go wrong. ""Usually, it's the simplest things that kill you, like the VCR with the loose power cable or hidden on-off switch,"" he said. ""Next thing you know, you're standing alone in front of an angry audience suffering a thousand deaths."" After spending $200,000 on a sophisticated video for an industry convention, a large law firm that is now a client of Dagaz had a similar nightmare. ""The tape started, and there was no audio,"" Mr. Shinnick said. ""A thousand people in the audience just sat there, ready to laugh. Luckily, the speaker had the presence to just start ad-libbing subtitles. Most people would have fainted.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 1994: A.25.",11/15/17,"New York, N.Y.",,"Malone; , Michael S.",New York Times Company,,Newspapers,429949505,"United States, New York, N.Y.",English,20-Nov-94,EXECUTIVES AND MANAGEMENT; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+O.E.C.D. Suggests Ways to Fight Unemployment,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/o-e-c-d-suggests-ways-fight-unemployment/docview/429791352/se-2?accountid=14586,"Special to The New York Times
+Confident that the industrialized world is pulling out of recession, the Organization for Economic Cooperation and Development today urged that advanced nations introduce new flexibility to their labor markets to combat stubbornly high levels of unemployment.
+In doing so, the organization, based in Paris, identified the most politically explosive question facing many Western European governments: how to reduce ""structural"" unemployment without eroding living standards and slashing welfare and other social benefits?
+A report to the opening session of the organization's annual ministerial meeting said that with 35 million people now out of work in its 25 member countries, unemployment ""is probably the most widely feared phenomenon of our times."" And it warned, ""It brings with it unraveling of the social fabric, including a loss of authority of the democratic system."" Low Pay, but More Jobs
+The report, which is based on a two-year study, noted that the crisis was most severe in the 12 nations of the European Union, where unemployment now averages 11.7 percent, in part because of the high cost of creating jobs. In contrast, it said, the United States has far lower unemployment -- now 6 percent -- but many more low-skill jobs paying low wages.
+Attending the meeting, Robert B. Reich, the United States Secretary of Labor, said the United States had been a ""job machine,"" creating three million new jobs in the last 16 months.
+""The problem is that most are low-wage jobs,"" Mr. Reich told reporters after today's session. ""The long-term trend is toward a widening gap between the top and the bottom of the income ladder.""
+The O.E.C.D., which monitors economic trends and policy for the wealthier industrialized countries, said the problem of joblessness would not be eliminated simply through an economic recovery. Rather, it noted, additional measures would be needed to attack structural unemployment.
+As distinct from cyclical unemployment, which rises and falls with economic activity, structural unemployment reflects an economy's failure to adjust to automation, other new technologies, and changes in the global economy, including intensified competition. Labor Policies Addressed
+Some of the organization's recommendations are fairly general, such as urging governments to seek sustainable growth, to promote new technology, to improve job training programs and to help the creation of new businesses.
+But other recommendations deal directly with the labor market and are certain to be controversial. These include: adopting flexible working times, such as part-time work or early retirement; discouraging minimum wages or at least linking them to age and region; permitting job-creation programs at below-average wage levels; making it easier for employers to dismiss staff, and linking unemployment benefits to a continued search for work.
+This afternoon, ministers endorsed ""the main conclusions"" of the report, but with a caveat. They agreed to enact its recommendations ""within the context of their particular economic circumstances,"" a clear sign that some governments are fearful of tampering with social rights.
+""A further cut in benefits or assistance cannot be considered a political option in my opinion,"" Austria's Labor Minister, Josef Hesoun, told the meeting. Belgium's Finance Minister, Philippe Maystadt, said some of the O.E.C.D.'s recommendations risked ""provoking social breakdown.""
+But Hans Christopherson, the European Union's economics commissioner, suggested that European governments had little choice. Asked if they had the courage to slash benefits, he retorted, ""Do they have the guts to live with 12, 15, 18 percent unemployment?"" 'A Third Way'
+Mr. Reich said developed nations appeared to face the choice between creating new jobs and preserving a social safety net, but he argued that the Clinton Administration believed there was ""a third way"" that would both increase the number of new jobs and raise wage levels.
+The Labor Secretary said this approach was based on three principles: improving the quality of the work force through education and training; adapting the labor market to economic changes by, for example, aiding the movement of workers between industries, and moving from social safety nets to ""springboards to employment.""
+""The longer people are out of work, the harder it is to find a job,"" he said.
+The United States Treasury Secretary, Lloyd Bentsen, who is also attending the meeting, focused his attention on the need to bolster new growth in the global economy. ""Japan and Europe must strengthen their recoveries,"" he said. ""And it will take more than interest cuts or fiscal support for recovery. It will require structural reforms.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=O.E.C.D.+Suggests+Ways+to+Fight+Unemployment&title=New+York+Times&issn=03624331&date=1994-06-08&volume=&issue=&spage=D.2&au=Riding%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 8, 1994","A report to the opening session of the organization's annual ministerial meeting said that with 35 million people now out of work in its 25 member countries, unemployment ""is probably the most widely feared phenomenon of our times."" And it warned, ""It brings with it unraveling of the social fabric, including a loss of authority of the democratic system."" Low Pay, but More Jobs ""The problem is that most are low-wage jobs,"" Mr. [Robert B. Reich] told reporters after today's session. ""The long-term trend is toward a widening gap between the top and the bottom of the income ladder."" ""A further cut in benefits or assistance cannot be considered a political option in my opinion,"" Austria's Labor Minister, Josef Hesoun, told the meeting. Belgium's Finance Minister, Philippe Maystadt, said some of the O.E.C.D.'s recommendations risked ""provoking social breakdown.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 June 1994: D.2.",11/15/17,"New York, N.Y.",PARIS (FRANCE),"Riding, Alan",New York Times Company,,Newspapers,429791352,"United States, New York, N.Y.",English,8-Jun-94,LABOR; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+Redirecting Technology to Travelers From Troops,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/redirecting-technology-travelers-troops/docview/429452699/se-2?accountid=14586,"Special to The New York Times
+A steel net used on aircraft carriers to stop jet fighters from plunging into the sea is being tested at Illinois railroad crossings to stop cars from driving into the path of oncoming trains. Materials involved in the production of Stealth bombers are being used in the construction of a San Diego bridge, and a technology developed to simulate tank battles is being tested for the study of automobile traffic in urban areas.
+The beating of swords into plowshares is booming in the world of transportation, where military technology is being applied to an array of new projects. Technology was the big winner in President Clinton's budget, and the Transportation Department proposed $692 million for research and development, a 14 percent increase over current spending. Of this amount, $425 million was for projects designed to enhance commercial applications of defense-related technology.
+""We think transportation technologies are the most ripe for defense conversion,"" Transportation Secretary Federico F. Pena said in a recent interview. Replacement for Radar
+Transportation researchers are developing civilian uses for the Global Positioning System, a $10 billion network of 24 satellites that provides navigation information to American troops. The researchers hope to make this technology available to aircraft pilots, motorists, transit systems and ships.
+The researchers also hope to use satellites to track civilian aircraft all over the world, replacing radar. They are steadily improving their ability to amass weather and flight information instantaneously, and give air traffic controllers a better sense of when and where to reroute aircraft.
+""We're constantly refining the system and improving the quality of information,"" said Richard Wright, chief of automation applications at the Transporation Department's premier technology research center, the Volpe National Transportation Systems Center, in Cambridge, Mass.
+Military technology involving sensors and computer information systems is also being used in the development of so-called ""smart cars,"" whose sensors and computers exchange information with similarly equipped highways, enabling motorists to avoid traffic jams by using alternate routes. The new budget earmarks $289 million for this project.
+Transportation researchers also hope to use lightweight, high strength material developed by the military to develop the first generation of ""clean cars"" with high gas mileage and low emissions, high-tech safety devices and super sophisticated air traffic controls. They are conducting studies on alternative fuels, lightweight buses and magnetic levitation trains.
+But Mr. Pena stressed that the Administration was also committed to deployment and commercialization. He noted that many technologies developed in the United States were later commercialized abroad, including railroad technologies like magnetic levitation and the tilt trains.
+""We're now trying to buy them from the Swedes and the Spaniards,"" Mr. Pena said of the two train technologies. ""Let's not make that mistake again.""
+The Secretary noted that the Federal Government had a history of financing transportation programs, including the transcontinental railroad, the highway system and aerospace programs. ""Investment in technology and in transportation systems has been critical to developing the vast continental economy of the United States ever since Colonial times,"" he said.
+In addition to the Transportation Department's research programs, civilian transportation projects make up half the $475 million awarded last year for Technology Reinvestment Project programs overseen by the Pentagon's Advanced Research Projects Agency. These programs are matched by private sponsors on a 50-50 basis.
+""Industry has to perceive that there is a market,"" said Noah Rifkin, the Transportation Department's director of technology deployment. ""It helps us validate the importance of the technology, and therefore represents true defense conversion and dual-use capability.""
+The Technology Reinvestment Project received 2,800 applications last year requesting a total of more than $9 billion in grants. Last October, the President announced the first round of selections, 41 projects involving 272 industrial sponsors.
+Transportation projects also get a large share of the research money awarded the National Institute of Science and Technology, whose budget will rise from $200 million this year to $750 million in 1997. 'Technology Secretary'
+In the broadest sense, the Federal Government this year budgeted $2.7 billion for transportation research and development, including projects in the Departments of Defense, Energy and Transportation, as well as National Aeronautics and Space Administration. Of this amount, $1.9 billion involved aviation, $585 million was for motor vehicles, $80 million was for railroad projects and $55 million for waterways.
+The Volpe Center, the heart of the Transportation Department's technology programs, conducts and oversees $225 million in research projects annually. Twenty percent of this money is spent at the center, whose 550 researchers hold 250 advanced degrees including 65 Ph.D.'s. The remaining 80 percent of the money is awarded to consulting firms.
+Dr. Richard R. John, the center's director, said that in recent years, ""Transportation has not been a major constituent of the research and development community,"" adding, ""It's been primarily a regulatory and grant-making agency.""
+But all that has changed, Dr. John said, because ""Pena wants to be the 'technology secretary.' ""
+The center has no budget of its own. Each project is financed by a Federal agency, and the center's researchers speak of meeting their sponsors' goals. Dr. John said the center's mission was to ""anticipate and create awareness of national, state, local and international transportation issues.""
+Mr. Pena noted that transportation accounted for 21 percent of the nation's economy, 50 percent of its petroleum consumption and 51 percent of ambient air pollution.
+""We can't simply buy, build or invest our way out of these problems,"" Mr. Pena said. ""We must turn to technology for solutions.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Redirecting+Technology+to+Travelers+From+Troops&title=New+York+Times&issn=03624331&date=1994-02-14&volume=&issue=&spage=A.10&au=Tolchin%2C+Martin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 14, 1994","""We're now trying to buy them from the Swedes and the Spaniards,"" Mr. [Federico F. Pena] said of the two train technologies. ""Let's not make that mistake again."" ""Industry has to perceive that there is a market,"" said Noah Rifkin, the Transportation Department's director of technology deployment. ""It helps us validate the importance of the technology, and therefore represents true defense conversion and dual-use capability."" Dr. Richard R. John, the center's director, said that in recent years, ""Transportation has not been a major constituent of the research and development community,"" adding, ""It's been primarily a regulatory and grant-making agency.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Feb 1994: A.10.",11/15/17,"New York, N.Y.",UNITED STATES,"Tolchin, Martin",New York Times Company,,Newspapers,429452699,"United States, New York, N.Y.",English,14-Feb-94,TRANSPORTATION; SCIENCE AND TECHNOLOGY; UNITED STATES ARMAMENT AND DEFENSE; FINANCES; BUDGETS AND BUDGETING,New York Times,NEWSPAPER,,,,,,,
+Fewer Electronics Products Are Being Produced in Japan,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fewer-electronics-products-are-being-produced/docview/429400572/se-2?accountid=14586,"Special to The New York Times
+Japan's production and exports of consumer electronics products are shrinking rapidly, a trade association reported Friday.
+The new figures show that the nation is having difficulty retaining its manufacturing base for color televisions, compact disk players, videocassette recorders and other products for which Japan's industry is famous. Even if giants like Sony and Panasonic continue to lead the world in such products, the ""made in Japan"" label is becoming harder to find as manufacturing shifts to countries with lower wages.
+Production in Japan of audio and video equipment fell an estimated 12.7 percent in 1993, the second consecutive year of a double-digit decline, the Electronics Industry Association of Japan said.
+The 1993 output of 3.28 trillion yen, or about $30 billion, is the lowest since the early 1980's and only two-thirds the level of 1991. And consumer electronics exports, which fell 23.5 percent in the first nine months of the year, are now less than half of what they were at their peak in 1985.
+In its annual report on the state of Japan's electronics industry, the trade association painted a dismal picture of companies battered by the economic slump at home, market saturation for leading products, the rise of the yen and competition from abroad.
+While consumer electronics suffered the sharpest decline, production of computers, copiers, calculators and components also fell in 1993. Over all, it is estimated, Japanese output of electronics equipment and components dropped 5.9 percent in 1993, the second consecutive decline, to 20.94 trillion yen, or about $190 billion. The preliminary figures are often revised later.
+About the only bright spots were increases in production of liquid-crystal display screens and computer chips to feed a boom in personal computer sales in the United States.
+The industry association projected that total electronic output would inch up by seven-tenths of a percent in 1994. But even that estimate may be optimistic. The association had predicted gains in output in the last two years. Sharply Lower Earnings
+The fall in electronics production has led to sharply lower earnings, or losses, at virtually all Japanese electronics companies. Most of those are cutting their payrolls by thousands of employees, though they are trying to avoid outright layoffs. Some factories have been closed.
+Some of the problems plaguing industry, like the strong yen and a lack of standout products, will continue even after the economy recovers.
+The rise of the yen this year against the dollar and other leading currencies accelerated the shift to offshore production. In 1993, for the first time, Japan imported more color television sets, mostly from Japanese-owned factories in Southeast Asia, than it exported.
+In Japan itself, videocassette-recorder production fell 11.6 percent in 1993, to 20.6 million units, and television output fell 9.5 percent, to 12.9 million sets. Video camera output fell 7.1 percent, to 7.8 million units, and digital audio disk player production fell 8 percent, to 10.5 million units. One Product Did Better
+The only audio-video product that showed any substantial growth was the video disk player, for which output rose 31.7 percent, to 2.3 million units. Newer products like wide-screen televisions, the mini disk and the digital compact cassette show promise, but sales are still too small to have much of an impact, the association said.
+While the association said the worst of the declines might be over, consumer electronics production is expected to drop 3.3 percent in 1994.
+Although consumer electronics is the part of the electronics industry for which Japan is most famous, it is becoming a smaller and smaller part of overall production as Japan shifts to industrial electronic products and components. Consumer products accounted for only 15.7 percent of Japan's electronic output in 1993, way down from 28.8 percent in 1983.
+Production of industrial electronic equipment fell an estimated 6.9 percent in 1993, to 9.8 trillion yen, or $89 billion, and is expected to remain roughly the same in 1994.
+Output of computers, the most important product in this category, fell 11.4 percent, to 4.8 trillion yen, or $44 billion, as Japanese companies sharply curtailed spending on automation or shifted from large, expensive computers to smaller, less expensive ones.
+While sales of personal computers have grown sharply in the United States, Japan's personal computer market has remained stymied by a lack of standards, software and networks and by difficulties in typing Japanese characters. And Japanese personal computer makers for the most part have not been able to capitalize on the growth in the American market because they have been outpaced by American and Taiwanese manufacturers.
+Graph ""Japan's Shifting Production"" shows the breakdown of Japan's electronics production from '83-'94 (projected) (Source: Electronic Industries Association of Japan) (pg. D4)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Fewer+Electronics+Products+Are+Being+Produced+in+Japan&title=New+York+Times&issn=03624331&date=1993-12-27&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 27, 1993","The new figures show that the nation is having difficulty retaining its manufacturing base for color televisions, compact disk players, videocassette recorders and other products for which Japan's industry is famous. Even if giants like Sony and Panasonic continue to lead the world in such products, the ""made in Japan"" label is becoming harder to find as manufacturing shifts to countries with lower wages. While consumer electronics suffered the sharpest decline, production of computers, copiers, calculators and components also fell in 1993. Over all, it is estimated, Japanese output of electronics equipment and components dropped 5.9 percent in 1993, the second consecutive decline, to 20.94 trillion yen, or about $190 billion. The preliminary figures are often revised later. ""Japan's Shifting Production"" shows the breakdown of Japan's electronics production from '83-'94 (projected) (Source: Electronic Industries Association of Japan) (pg. D4)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1993: D.1.",11/15/17,"New York, N.Y.",JAPAN,"Pollack, Andrew",New York Times Company,,Newspapers,429400572,"United States, New York, N.Y .",English,27-Dec-93,ELECTRONICS; INTERNATIONAL TRADE AND WORLD MARKET; PRODUCTION,New York Times,NEWSPAPER,,,,,,,
+Equity Issues This Week:   [Schedule ],"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/equity-issues-this-week/docview/429359068/se-2?accountid=14586,"The following equity and convertible debt offerings are expected this week:
+Advanced Technology Material Inc., Danbury, Conn., an initial public offering of two million shares. Needham & Co.
+Allied Life Financial Corp., Des Moines, an initial public offering of 2.65 million shares. Alex. Brown & Sons.
+Alpha-Beta Technology, Worcester, Mass., 1.3 million shares. Alex. Brown & Sons.
+Argus Pharmaceuticals Inc., Woodlands, Tex., 2.5 million shares. S. G. Warburg.
+Arris Pharmaceutical Corp., San Francisco, an initial public offering of 2.5 million shares. Montgomery Securities.
+Asia Tigers Fund Inc., an initial public offering of 2.7 million shares. Oppenheimer & Co.
+Atlantic Beverage Co., Baltimore, an initial public offering of one million shares. Hamilton & Co.
+Bollinger Industries, Irving, Tex., an initial public offering of 1.4 million shares. William Blair.
+Cable Design Technologies Corp., Pittsburgh, an initial public offering of 3.4 million shares. Smith Barney Shearson.
+Castle Energy Corp., Blue Bell, Pa., 11.3 million shares, nine million in the United States and Canada. Kidder, Peabody & Co.
+Cell Genesys Inc., Foster City, Calif., two million shares. CS First Boston.
+Centerpoint Properties Corp., Chicago, an initial public offering of 4.95 million shares. Natwest.
+Chateau Properties Inc., Detroit, an initial public offering of 5.5 million shares. Merrill Lynch.
+Chico Fas Inc., Fort Myers, Fla., 1.05 million shares. Robert W. Baird & Son.
+Coflexip, France, an initial public offering of 6.74 million American depository shares, representing 3.37 million shares, with 5.055 million in the United States. CS First Boston.
+Corporacion Bancaria de Espana S.A., Madrid, an initial public offering of one million American depository shares, each representing a half share. Morgan Stanley & Co.
+Damark International Inc., Minneapolis, two million shares. Wessels, Arnold & Henderson.
+Elsag Bailey Process Automation N.V., the Netherlands, an initial public offering of 8.12 million shares, 6.5 million in the United States. Merrill Lynch.
+FSI International Inc., Chaska, Minn., 1.25 million shares. Needham & Co.
+FTP Software Inc., North Andover, Mass., an initial public offering of four million shares. Montgomery Securities.
+Fulcrum Technologies Inc., Ottawa, an initial public offering of 1.75 million shares. Pacific Growth Equities.
+Genetic Therapy Inc., Gaithersburg, Md., 2.5 million shares. Smith Barney Shearson.
+Harmon International Industries Inc., Washington, 2.85 million shares. Montgomery Securities.
+Hospitality Franchise Systems Inc., Parsippany, N.J., 5.6 million shares, 4.2 million in the United States. Merrill Lynch.
+HS Resources Inc., San Francisco, 1.7 million shares, 1.36 million in the United States and Canada. Lehman Brothers. Also, $75 million of senior subordinated notes due in 2003.
+Intelligent Surgical Lasers Inc., San Diego, three million units, each representing one share, one class A warrant and one class B warrant. D. Blech & Co.
+Jacor Communications Inc., Cincinnati, 4.75 million shares. Donaldson, Lufkin & Jenrette.
+JP Realty Inc., Salt Lake City, an initial public offering of 9.55 million shares. Merrill Lynch.
+Landair Services Inc., Greenville, Tenn., an initial public offering of two million shares. Alex. Brown & Sons.
+Lawyers Title Corp., Richmond, 1.3 million shares. Wheat, First Securities.
+Leggoons Inc., Vandalia, Mo., an initial public offering of 900,000 units, each consisting of one share and one class A warrant. RAF Financial Corp.
+Macerich Co., Santa Monica, Calif., an initial public offering of 12.9 million shares. Lehman Brothers.
+Med/Waste Inc., Opa-Locka, Fla., an initial public offering of 910,000 shares. Comprehensive Capital Corp.
+Mid-America Apartment Communities Inc., Memphis, an initial public offering of four million shares. M. Keegan.
+Network Imaging Corp., Reston, Va., 1.4 million shares of $25 cumulative convertible preferred. RAS Securities.
+Of Counsel Enterprises Inc., Houston, an initial public offering of one million units, each unit consisting of one share and one warrant. J. W. Charles.
+Olympic Financial Ltd., Minneapolis, one million shares of $25 cumulative convertible exchangeable preferred. Piper Jaffray.
+Portland General Corp., Portland, Ore., five million shares. Merrill Lynch.
+Positron Corp., Houston, an initial public offering of two million shares. Josepthal Lyon & Ross.
+Putnam Investment Grade Municipal Trust III, Boston, an initial public offering of four million shares. Smith Barney Shearson.
+Quaker Fabric Corp., Fall River, Mass., an initial public offering of 2.1 million shares. Smith Barney Shearson.
+Roberds Inc., Carrollton, Ohio, an initial public offering of 2.7 million shares. Kidder, Peabody & Co.
+Safeskin Corp., Boca Raton, Fla., an initial public offering of 2.9 million shares. Smith Barney Shearson.
+Sanmina Corp., San Jose, Calif., 2.15 million shares. Montgomery Securities.
+Schnitzer Steel Industries Inc., Portland, Ore., an initial public offering of 2.75 million shares, 2.51 million in the United States and Canada. Goldman, Sachs & Co.
+Seventh Generation Inc., Colchester, Vt., an initial public offering of 1.2 million shares and 1.2 million redeemable warrants. GKN Securities.
+Shoe Carnival, Evansville, Ind., 2.62 million shares. McDonald & Co.
+Splizman Industries, Charlotte, N.C., 1.4 million shares. Interstate/Johnson Lane.
+Sunglass Hut International Inc., Miami, 2.2 million shares. Montgomery Securities.
+Talbots Inc., Hingham, Mass., an initial public offering of 11 million shares, 8.8 million in the United States. Merrill Lynch.
+Thornburg Mortgage Asset Corp., Santa Fe, N.M., three million shares. Kidder, Peabody.
+TN Energy Services Acquisitions Corp., Delaware, Pa., an initial public offering of 1.5 million units, each consisting of one share and two warrants. GKN Securities.
+Torch Energy Royalty Trust, Wilmington, Del., an initial public offering of 7.85 million units. Smith Barney Shearson.
+Tower Air Inc., New York, an initial public offering of 3.75 million shares. Goldman, Sachs.
+Uniphase Corp., San Jose, Calif., an initial public offering of 2.1 million shares. Unterberg Harris.
+United Video Satellite Group Inc., Tulsa, Okla., an initial public offering of 3.28 million shares, 2.46 million in the United States. Paine Webber.
+Source: MCM CorporateWatch.
+Ratings: Moody's/ Standard & Poor's.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Equity+Issues+This+Week%3A+%5BSchedule%5D&title=New+York+Times&issn=03624331&date=1993-11-15&volume=&issue=&spage=D.8&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 15, 1993","Putnam Investment Grade Municipal Trust III, Boston, an initial public offering of four million shares. Smith Barney Shearson. Safeskin Corp., Boca Raton, Fla., an initial public offering of 2.9 million shares. Smith Barney Shearson. Torch Energy Royalty Trust, Wilmington, Del., an initial public offering of 7.85 million units. Smith Barney Shearson.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Nov 1993: D.8.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,429359068,"United States, New York, N.Y.",English,15-Nov-93,STOCKS AND BONDS,New York Times,Schedule,,,,,,,
+Jobless Rate Flat For April,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/jobless-rate-flat-april/docview/429061950/se-2?accountid=14586,"The nation's unemployment rate remained stuck at 7 percent in April for the third consecutive month, the Government said yesterday. The report provided new evidence that the economic expansion is still sluggish and that the job market is recovering at a painfully slow pace.
+Indeed, the job market deteriorated in some states. In New Jersey, the jobless rate jumped from 8.3 percent in March to 9.1 percent -- higher than that of California or any other large state.
+Unemployment edged up in two other large states, Michigan and Massachusetts, as well. In New York, however, unemployment slipped to 7 percent, the lowest level in two years, from 7.3 percent. 119,000 New Jobs
+Across the nation, businesses added a modest 119,000 jobs to their payrolls last month -- about the same pace, on average, as during the last seven months -- after shedding 9,000 in March. Employees worked more hours as well, a sign of gradual improvement in the job market.
+Still, the total number of jobs in the economy remains more than a million shy of the pre-recession peak of 110 million. The recent job gains have merely kept up with population growth, too anemic to pull discouraged workers back into the work force or reduce the number of part-time workers who want full-time jobs. Last month, 8.9 million Americans were out of work, the same as in the previous two months.
+""Businesses are hesitating to make commitments to permanent employees because of all the uncertainties in the economic and political outlook,"" said Mitchell S. Fromstein, chief executive of Manpower Inc., the nation's largest temporary help concern. ""From what we see, this situation isn't likely to change substantially in the next several months."" 'Bad News' for Clinton
+While the Labor Department report eased fears that the economy was slipping back into recession, the absence of signs of more robust job growth keeps pressure on the Clinton Administration to make good on its campaign promise to create jobs. ""It's bad news for the White House,"" said Ted Van Dyck, a longtime adviser to the Democrats. ""President Clinton is exactly in the same position that George Bush was a year ago: that is, with a flat current economy, for which he's blamed, but pointing to improvement in months ahead, for which he can't yet take credit.""
+The Administration's top economist, Laura D'Andrea Tyson, who heads the President's Council of Economic Advisers, called the unemployment report ""neutral to positive.""
+""We've created more jobs between the end of December and the end of April -- 561,000 -- than was created in the previous 20 months,"" she said, adding that she did not expect job growth to pick up enough to bring the jobless rate down in the next quarter.
+The Senate Republican leader, Bob Dole of Kansas, blamed the President's budget proposals for ""chilling effects"" on job creation.
+""If President Clinton wants to do something dramatic about unemployment,"" Mr. Dole said in a statement, ""he should make a major policy speech announcing that he's junking his massive tax-and-spend agenda.""
+The sprawling service sector, which employs four out of five workers, created 198,000 jobs last month. Expansion came in business services (about a third of business service employment consists of temporary workers), health care, entertainment and financial services. Fewer Government Jobs
+But Civil Service jobs shrank, bringing the decline in Federal Government jobs to 60,000 for the year. And construction jobs -- which were hit hard by blizzards and floods in March -- dropped another 10,000 as April rains delayed many projects.
+Worse, factories shed 65,000 workers in April after a loss of 24,000 in March. The widespread decline more or less wiped out gains last fall and winter. The transportation equipment, processed food, lumber and clothing sectors were hit hardest.
+""The 65,000 jobs lost in manufacturing reflects further downsizing due to weak first-quarter profits, sluggish exports, and fear of higher taxes and health-care costs,"" said Jerry Jasinowksi, president of the National Association of Manufacturers. With uncertainty about how the Clinton economic program will affect business costs, he said, a common refrain among manufacturers has become, ""I'm not cutting back on capital spending, but I'm sure as heck not going to hire anyone.""
+There were a couple of bright spots that hinted that the job losses will not be repeated next month. The number of factory hours worked rebounded from a sharp drop in March that was probably a result of bad weather, and overtime reached a new high. Indeed, despite the drop in the number of jobs, factory employees worked more total hours in April than in March. Effect of Automation
+But the reluctance to add new hands in manufacturing likely runs deeper than caution over the foot-dragging expansion and fears about the Clinton Administration's economic program.
+Take the case of the Western lumber business, which accounted for some of April's job losses.
+""We've bought tens of millions of dollars of automated state-of-the-art sawmill technology in the last 18 months,"" said John Purcell, a vice president of the Weyerhaeuser Company who is in charge of its Western lumber business, explaining how the industry was responding to a shrinking supply of logs from Federal lands. ""The equipment gets more lumber out of each log, but the byproduct is that automating the process requires fewer workers.""
+Two years ago, he said, Weyerhaeuser had nine Western mills, with 200 or 250 workers each, that turned out 1.1 billion feet of lumber. The company can now produce 1.1 billion feet with seven mills.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Jobless+Rate+Flat+For+April&title=New+York+Times&issn=03624331&date=1993-05-08&volume=&issue=&spage=1.37&au=Nasar%2C+Sylvia&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 8, 1993","""Businesses are hesitating to make commitments to permanent employees because of all the uncertainties in the economic and political outlook,"" said Mitchell S. Fromstein, chief executive of Manpower Inc., the nation's largest temporary help concern. ""From what we see, this situation isn't likely to change substantially in the next several months."" 'Bad News' for [Clinton] While the Labor Department report eased fears that the economy was slipping back into recession, the absence of signs of more robust job growth keeps pressure on the Clinton Administration to make good on its campaign promise to create jobs. ""It's bad news for the White House,"" said Ted Van Dyck, a longtime adviser to the Democrats. ""President Clinton is exactly in the same position that George Bush was a year ago: that is, with a flat current economy, for which he's blamed, but pointing to improvement in months ahead, for which he can't yet take credit."" ""The 65,000 jobs lost in manufacturing reflects further downsizing due to weak first-quarter profits, sluggish exports, and fear of higher taxes and health-care costs,"" said Jerry Jasinowksi, president of the National Association of Manufacturers. With uncertainty about how the Clinton economic program will affect business costs, he said, a common refrain among manufacturers has become, ""I'm not cutting back on capital spending, but I'm sure as heck not going to hire anyone.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 May 1993: 1.37.",11/15/17,"New York, N.Y.",NEW YORK STATE NEW JERSEY,"Nasar, Sylvia",New York Times Company,,Newspapers,429061950,"United States, New York, N.Y.",English,8-May-93,LABOR; UNEMPLOYMENT AND JOB MARKET; UNITED STATES ECONOMY; LEADING ECONOMIC INDICATORS; RECESSION AND DEPRESSION,New York Times,NEWSPAPER,,,,,,,
+Nassau Sees Mortgage-Recording Tax as Solution to Its Money Problem,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nassau-sees-mortgage-recording-tax-as-solution/docview/428571760/se-2?accountid=14586,"Special to The New York Times
+After treading softly for months out of a fear of an anti-tax backlash, county legislators from both parties are coming together on a Nassau County financial bailout plan that includes as its centerpiece a $40 million annual tax increase.
+""The time has come to put political posturing aside,"" said Joseph N. Mondello, the presiding supervisor from the Town of Hempstead and the Republican county chairman, as he announced his support for a county mortgage-recording tax that would be one of the highest in the state.
+Within hours, several Democrats signaled that they, too, could support at least some portion of the tax if it was part of a package that also cut into county spending on consultants and managers, which Democrats consider patronage, and the outlines of deal began to take shape.
+But the shift in priorities appeared to reflect less the ebbing of anti-tax fervor than bipartisan frustration over a budget-cutting exercise that for a time almost halted the delivery of some services in the county without solving its financial problems.
+Now both Democrats and Republicans are betting that the new tax will be more palatable to voters, especially those who do not have to pay it, than allowing the county's political stalemate and fiscal disarray to continue.
+They are also betting that County Clerk Harold W. McConnell, who would be responsible for collecting the tax, will have cleared up continuing problems in his office by the time the new tax takes effect. Earlier this year, it was reported that the office was months behind in recording deeds and mortgages and that millions of dollars in taxes and fees collected by the office were stashed in envelopes awaiting processing.
+After the disclosure, Mr. McConnell, an elected Republican, said he would speed up the automation of his office.
+The new tax plan avoids raising the unpopular property tax, which affects most residents, in favor of raising the mortgage-recording tax -- imposed on real estate developers, home buyers and homeowners who refinance their mortgages. Currently, the state imposes a 1 percent tax in Nassau County; the county plan would add another 1 percent county tax. The increase requires the approval of the State Legislature.
+The new tax would raise the tax on most mortgages to the highest level in the state. Only New York City has higher rates, and those apply only to mortgages of $500,000 or more.
+""The situation is so desperate that I am willing to go along with that,"" said Benjamin Zwirn, a Democratic supervisor from North Hempstead, ""because the tax doesn't affect everyone in the county.""
+But real-estate agents and developers worry that it would increase the cost of many mortgage refinancings, at a time when low interest rates encourage refinancing, and dampen a real estate industry already in the throes of bankruptcies and faltering property values.
+""This is an unbelievably callous disregard of economic realities,"" said Stephen Hess, president of the Association for a Better Long Island. ""They are not only going to kill the golden goose, they are going to render it.""
+After watching several incumbents swept from office last November by voters enraged over soaring property taxes, Republicans on the Board of Supervisors rewrote the budget prepared by the Republican County Executive, Thomas S. Gulotta, to reduce the county work force by one-fourth.
+But after more than 2,600 full-time workers were pared from the payroll, many through layoffs, the layoff program was called to a halt as officials began to fear that services in one of the wealthiest and most heavily taxed counties in the country would crumble. The county was left with a $129 million deficit this year.
+Under a plan put forward by Republican supervisors, the gap would be closed over the next 18 months by a series of steps: $53 million through the mortgage-recording tax, a $15 million cut in consulting contracts, $8 million through attrition. The balance would be made up by up to $75 million in general obligation bonds. County Executive's Role
+Republican supervisors put the plan together, after months of stalled talks with Democrats, in a legislative body with a complicated weighted voting system in which neither party has a working majority.
+Last week, Mr. Gulotta, the County Executive, held separate meetings with Democratic and Republican supervisors, but to the frustration of supervisors was unwilling to put forward any plan of his own to solve the county's fiscal mess.
+Members of both parties said they believed that Mr. Gulotta wanted to ask the Legislature for the authority to borrow up to $125 million in bonds to close the county deficit, produce a surplus and cut county taxes next year, before he faces re-election.
+In the end the Republican plan included many ideas originally proposed by Democrats, including deeper cuts in consultants, and the establishment of a bipartisan spending review panel.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Nassau+Sees+Mortgage-Recording+Tax+as+Solution+to+Its+Money+Problem&title=New+York+Times&issn=03624331&date=1992-06-02&volume=&issue=&spage=B.4&au=Barbanel%2C+Josh&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 2, 1992","""The time has come to put political posturing aside,"" said Joseph N. Mondello, the presiding supervisor from the Town of Hempstead and the Republican county chairman, as he announced his support for a county mortgage-recording tax that would be one of the highest in the state. ""The situation is so desperate that I am willing to go along with that,"" said Benjamin Zwirn, a Democratic supervisor from North Hempstead, ""because the tax doesn't affect everyone in the county."" ""This is an unbelievably callous disregard of economic realities,"" said Stephen Hess, president of the Association for a Better Long Island. ""They are not only going to kill the golden goose, they are going to render it.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 June 1992: B.4.",11/15/17,"New York, N.Y.",NASSAU COUNTY (NY),"Barbanel, Josh",New York Times Company,,Newspapers,428571760,"United States, New York, N.Y.",English,2-Jun-92,FINANCES; BUDGETS AND BUDGETING; TAXATION; PROPERTY TAXES; MORTGAGES; LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+World Markets; Software Star on a Roller Coaster,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/world-markets-software-star-on-roller-coaster/docview/428184971/se-2?accountid=14586,"Alias Research Inc., a young software company here, hit the big money almost by accident, but analysts were soon predicting a dazzling future. Lately, however, its stock has been battered by problems of too rapid growth, but some backers remain convinced it is destined to become the world powerhouse of design automation.
+Operating in a former chocolate factory in downtown Toronto, the company created the software that the animators of ""Terminator 2: Judgment Day"" used to create the homicidal cyborg T-1000, which assumes the shape of anything it touches and does battle with Arnold Schwarzenegger.
+Alias's computer animation technology also has sired other film special effects, including the underwater creature in ""The Abyss,"" but the company's big money derives less from Hollywood studios than industrial companies using its graphics to design new products, from Reebok shoes to Honda Accords to Hino trucks from South Korea.
+Stephen R. B. Bingham -- a movie buff with no technical training (he holds a master's degree in Canadian studies from Carleton University in Ottawa) -- started Alias as a computer animation house, tapping mathematics and computer science wizards from universities in the area.
+It was in 1985, two years after the company's birth, Mr. Bingham said, that he stumbled on the industrial application. He was in Detroit trying to sell animation software for General Motors commercials. No one at the time thought the entertainment tools could have other uses. But during his visit, an impromptu meeting with G.M. design engineers was set up, and after he showed them his realistic computer images, he came away not with the animation business but with nearly $1 million of orders for automotive design software.
+Alias's three-dimensional, mathematically accurate images give engineers the ability to simulate future products and work out bugs more quickly than by the traditional manual methods. Instead of having to construct a new mock-up, a design engineer corrects an error with a few clicks of a computer mouse.
+Acknowledged as the world leader in computer-aided industrial-design software, Alias, which employs 325 persons, envisages a multibillion-dollar market for such software by the end of the decade.
+The 42-year-old Mr. Bingham expects his company -- which had sales in the year ended last Jan. 31 of $23 million, up from $12 million 1989 and $7.2 million in 1988 -- to grow into a $1 billion-a-year company in the same period. Although it is a Canadian company, it keeps its accounts in American dollars.
+Many analysts have been bullish on Alias. ""This company stands a good chance of being a household name in 10 years,"" said Charles H. Finnie, an analyst for the San Franciso investment banking house of Volpe, Welty & Company. Joseph R. Hills, a broker who follows the stock for Midland Walwyn Capital Inc. of Toronto, said its product is ""first class"" and the Alias customer list ""reads like the Fortune 500."" Cathy I. Becker of Adams, Harkness & Hill Inc. of Boston said in a report on the company dated last Feb. 28: ""Conceptually, Alias has the earmarks of a winner. The company is situated in a new niche in a rapidly growing market.""
+Yet the stock, which is traded over-the-counter in the Nasdaq National Market system and not on the Toronto Stock Exchange, has been a favorite of short sellers, after hitting a high of around $29 in late winter. The stock closed Friday at $8, after hitting an all-time low of $6.50 during the day. In the last two weeks the shares have fallen $5.
+Friday's plunge in the stock price came after Alias issued a statement late Thursday indicating the company would incur a loss for its third quarter. ""We've experienced fast growth and fast expansion,"" the statement said. ""We are now taking steps to slow the pace and to manage our growth, including sales and receivables, more effectively.""
+William J. McClintock, the chief financial officer, said in an interview, ""We used more cash than originally anticipated in operations and our receivables were higher than forecast."" But, he added, the company expects to be profitable again in the fourth quarter.
+Even before the announcement, the stock had been on a downward path because earnings for the second quarter that ended on July 31 came in a little below expectations.
+Investors who have been negative about the stock cite a second problem for the company: the fast growth of accounts receivable, a red flag in the software industry indicating restricted cash flow. The company has now sharply increased its reserves against doubtful accounts.
+In the wake of this week's bad news, Mr. Finnie said that in the near term the company faces ""quite a few problems."" He noted that the company faced an unusually steep $1 million of expenses this quarter, resulting in part from its participation in five important trade shows.
+Nevertheless, he said: ""For people with some tolerance of risk, there is a potential for substantial gains over the next 18 months. This is a high-risk, high-reward stock. History tells us that the time to buy stock is when everyone is hitting them and the blood is flowing in the streets.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=World+Markets%3B+Software+Star+on+a+Roller+Coaster&title=New+York+Times&issn=03624331&date=1991-09-29&volume=&issue=&spage=A.15&au=Farnsworth%2C+Clyde+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 29, 1991","Alias's computer animation technology also has sired other film special effects, including the underwater creature in ""The Abyss,"" but the company's big money derives less from Hollywood studios than industrial companies using its graphics to design new products, from Reebok shoes to Honda Accords to Hino trucks from South Korea. Many analysts have been bullish on Alias. ""This company stands a good chance of being a household name in 10 years,"" said Charles H. Finnie, an analyst for the San Franciso investment banking house of Volpe, Welty & Company. Joseph R. Hills, a broker who follows the stock for Midland Walwyn Capital Inc. of Toronto, said its product is ""first class"" and the Alias customer list ""reads like the Fortune 500."" Cathy I. Becker of Adams, Harkness & Hill Inc. of Boston said in a report on the company dated last Feb. 28: ""Conceptually, Alias has the earmarks of a winner. The company is situated in a new niche in a rapidly growing market."" Friday's plunge in the stock price came after Alias issued a statement late Thursday indicating the company would incur a loss for its third quarter. ""We've experienced fast growth and fast expansion,"" the statement said. ""We are now taking steps to slow the pace and to manage our growth, including sales and receivables, more effectively.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Sep 1991: A.15.",11/15/17,"New York, N.Y.",,"Farnsworth, Clyde H",New York Times Company,,Newspapers,428184971,"United States, New York, N.Y.",English,29-Sep-91,COMPANY AND ORGANIZATION PROFILES; DATA PROCESSING (COMPUTERS); SOFTWARE PRODUCTS; INVESTMENT STRATEGIES; STOCKS (CORPORATE); STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+Walesa Foe Touching Sensitive Polish Nerves,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/walesa-foe-touching-sensitive-polish-nerves/docview/427924495/se-2?accountid=14586,"Stanislaw Tyminski, the wealthy emigre businessman who has turned Poland's presidential race upside down, has drawn on a personal philosophy in his campaigning that mixes Amazonian mysticism with economic theorizing from seemingly contradictory schools of thought.
+Mr. Tyminski, a member of the far-right Libertarian Party of Canada, a tiny fringe group, favors sharp reductions in the role of Government. Nonetheless, as he has appealed to Polish workers fearful of losing jobs and position, he has called for the maintenance of Poland's subsidized social programs.
+In this overwhelmingly Catholic country, he has stressed his Catholic faith but his associates say his spiritual awakening took place after he suffered business losses in Peru and journeyed through the jungle with local Indian tribes. He has written mystically of his own rise to ""a fourth dimension"" of existence through the practice of ""self observation.""
+On the campaign trail and in his book, ""Sacred Dogs,"" which he published here as he entered the Presidential race, Mr. Tyminski extols the virtues of rugged entrepeneurship, tax cuts and small-business success. Emigrant Status Garners Respect
+His message, coupled with his self-declared status as a millionaire, seems to have touched many sensitive nerves in this country where successful emigrants are viewed with great respect. ""Tyminski plays with myths, with frustrations, with our Polish complexes,"" said Czeslaw Bielecki, a writer and architect who was a clandestine activist in the Solidarity movement.
+As he describes his view of Poland's economic future in both his book and his speeches, Mr. Tyminski plays on Polish memories and fears of conquest and dismemberment, claiming that the country once again stands defenseless against an onslaught by Western capitalists. The message he tries to convey is that only a man who has succeeded overseas can outsmart them and avert a future in which Poles become, as Mr. Tyminski puts it, ""white slaves"" providing cheap labor for the West.
+Along the way he stresses that Poland's poverty is the fault of the tax system, the Communists or the current economic reform program, not any shortcoming among Poles.
+""Look at the Poles who emigrate to the United States or Canada,"" he said in a recent interview. ""They have neither savings nor disposable income. They work so hard, day and night, three or four jobs some of them. They rise very quickly, average three years, to the level of some security for themselves and their families."" Walesa Ahead in Poll
+The first public opinion poll published since Mr. Tyminski reached the presidential runoff put his rival, Lech Walesa, into the lead with 58 percent to 30 percent for Mr. Tyminski. Mr. Walesa finished first in last Sunday's ballot with 40 percent while Mr. Tyminski garnered 23 percent.
+Today, Poland's bishops released a letter that hinted at support for Mr. Walesa, the Solidarity chairman. It did not mention him by name but called on voters to turn out for the Dec. 9 ballot because ""we realize that it is a great effort that the nation united by the idea of Solidarity has been making to throw off the burden of the totalitarian system.""
+In his book, Mr. Tyminski describes his own spiritual beliefs. It is a subject he alludes to only elliptically in his campaign appearances.
+According to Mr. Tyminski, human beings can normally comprehend only three states of being: the body, the intellect and the emotions. But he writes that through a process of ""self observation"" he has reached the fourth, or ""spirit,"" dimension. 'Man of the Fourth Dimension'
+He argues that this has permitted him to recognize a crucially important third force in physics which is neither action nor reaction. He writes: ""A good leader can only be a man who will act on the higher level with full understanding of the laws of nature. It must be a man of the fourth dimension.""
+Addressing this country's historic fears of its neighbors, Mr. Tyminski writes on page 220 of his book that Poland should develop a force of ""intelligent rockets of middle range that have a nuclear warhead of one megaton."" Mr. Tyminski, who does not welcome extensive interviews, has repeatedly denied at news conferences ever making such a proposal, and has challenged reporters to cite the place and time of his alleged remarks.
+Mr. Tyminski repeatedly praises the idea of expanding trade with the Soviet Union. He noted at a recent news conference that he had visited Moscow in September to sign a contract between his Canadian computer concern, Transduction, and a Soviet company involved with industrial automation. Poland, he said, should accelerate its exports of pigs and other food items to the Soviet Union, which he insists has dollars, crude oil and natural gas available for payment. Wants Tax System Changed
+On the stump, Mr. Tyminski calls for scrapping the current tax system, which has been set up to choke off soaring inflation. Under the economic reform plan, state enterprises must now pay punitive taxes if they raise their wages above certain ceilings.
+At the same time, some of Mr. Tyminski's thinking resembles the unpopular policies that brought down the Government of Prime Minister Tadeusz Mazowiecki. For example, in his book he wrote that enterprises unable to support themselves ""should be allowed to die a natural death.""
+In his campaign, however, he has seldom mentioned this idea.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Walesa+Foe+Touching+Sensitive+Polish+Nerves&title=New+York+Times&issn=03624331&date=1990-12-01&volume=&issue=&spage=1.9&au=STEPHEN+ENGELBERG%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1990","As he describes his view of Poland's economic future in both his book and his speeches, Mr. [Stanislaw Tyminski] plays on Polish memories and fears of conquest and dismemberment, claiming that the country once again stands defenseless against an onslaught by Western capitalists. The message he tries to convey is that only a man who has succeeded overseas can outsmart them and avert a future in which Poles become, as Mr. Tyminski puts it, ""white slaves"" providing cheap labor for the West. According to Mr. Tyminski, human beings can normally comprehend only three states of being: the body, the intellect and the emotions. But he writes that through a process of ""self observation"" he has reached the fourth, or ""spirit,"" dimension. 'Man of the Fourth Dimension' Addressing this country's historic fears of its neighbors, Mr. Tyminski writes on page 220 of his book that Poland should develop a force of ""intelligent rockets of middle range that have a nuclear warhead of one megaton."" Mr. Tyminski, who does not welcome extensive interviews, has repeatedly denied at news conferences ever making such a proposal, and has challenged reporters to cite the place and time of his alleged remarks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1990: 1.9.",11/15/17,"New York, N.Y.",POLAND,"STEPHEN ENGELBERG, Special to The New York Times",New York Times Company,,Newspapers,427924495,"United States, New York, N.Y.",English,1-Dec-90,POLITICS AND GOVERNMENT; ELECTIONS; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+THE MEDIA BUSINESS; Direct-Mail Plan Upsets Newspapers,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/media-business-direct-mail-plan-upsets-newspapers/docview/427871440/se-2?accountid=14586,"The newspaper industry is up in arms about a proposal by the United States Postal Service to create a new third-class mail category that could potentially cost newspapers millions of dollars in lost business.
+The proposal would give a 20 percent discount to direct-mail companies that use the mail to saturate an area with advertising circulars -- in direct competition with newspapers.
+""This is the first time the Post Office has proposed anything as blatantly discriminatory,"" said W. Terry Maguire, senior vice president of the American Newspaper Publishers Association.
+The association's chairman, Lloyd G. Schermer, who heads Lee Enterprises Inc., an Iowa newspaper chain, has sent an urgent appeal to fellow publishers to write postal authorities in hopes of defeating the proposal. ""Do not delay!"" his letter urged.
+The Direct Marketing Association, which includes direct mailers, and the Postal Service defend the discount as fair and sensible.
+""It's an automation discount,"" said Chester G. Dalzell, a spokesman for the association.
+The proposal, if approved in January by the Postal Rate Commission, would reduce the cost of mailing each advertising circular by 20 percent if the circulars were mailed to a minimum of 75 percent of the stops on a delivery route and arrived at the post office in the order in which they were to be delivered.
+Direct-mail companies like Advo System Inc. usually want their advertising circulars to reach every household on a route and they would generally meet the 75 percent threshold.
+With many advertisers wanting their circulars to reach every household in an area, newspapers have increasingly been offering total market coverage by distributing circulars in their papers and mailing circulars to nonsubscribers. Normally, nonsubscribers would account for about 25 percent to 60 percent of the residences on a given mail route, but would rarely reach 75 percent. Therefore, under the proposal, the newspapers would pay the higher postage rate. $168 Million Loss Is Possible
+Because cost of delivery is a main factor in the fierce competition between direct mailers and newspapers for advertising circulars, the Newspaper Advertising Bureau estimates that newspapers stand to lose as much as $168 million in lost circular delivery business.
+Indeed, the bureau estimates that half of the 59 billion advertising circulars that are delivered by newspapers could be at risk if advertisers shifted to direct mailers to get the postal discount.
+The fundamental objection of newspapers, Mr. Maguire said, is that the new rates are a calculated effort to favor mailers over newspapers because the Postal Service wants to attract more revenue. But, he argued, since the Postal Service is owned by the Government and is not a private enterprise, it is obliged to set rates that are nondiscriminatory.
+Thomas P. Shipe, principal economist for the Postal Service, said the discount was justified because so-called saturation mail was a very cost-efficient method of delivery. Seeking 95 Percent
+Most saturation mailers aim for 95 percent or more of the 500 deliveries that comprise a typical mail route. Mr. Shipe said he conducted tests that demonstrated such near-total saturation was far less costly on a per-piece basis than 25 percent saturation because the saturation mail was easier to merge with other mail.
+Newspaper executives have argued that there is no proof that 75 percent saturation is more cost-efficient for the Postal Service to deliver than, for instance, 40 percent saturation, which is a standard most newspapers might be able to reach.
+With newspaper advertising in a deep trough in most areas, the prospect of the Postal Service giving an advantage to mailers is particularly threatening to newspapers.
+Vincent Giuliano, vice president for government relations at Advo System, argues that newspapers have a ""blended rate"" for advertising circulars that is based on a mixture of carrier delivery and mail. This blended rate, he said, would keep newspapers competitive with direct mailers, even with the 20 percent mail discount. An Issue of Fairness
+But Phillip J. Meek, president of the publishing group for Capital Cities/ ABC Inc., said the main issue was fairness, not the cost structure of newspaper advertising.
+Mr. Meek sees advantages on both sides of the question because he oversees both Capital Cities's 10 newspapers and also its saturation mailing operation, which covers 1.7 million households in California. But he opposes the discount proposal.
+""Just philosophically, I think for a Government-mandated monopoly like the Postal Service to discriminate against any particular party because it thinks it can generate added revenues for itself through differential pricing is just unfair,"" he said.
+The Postal Rate Commission, an independent body, must make its recommendation on the proposal and other proposed postage rate increases by Jan. 6. The Postal Service's board of governors will then set new rates, which are expected to take effect in February.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MEDIA+BUSINESS%3B+Direct-Mail+Plan+Upsets+Newspapers&title=New+York+Times&issn=03624331&date=1990-11-26&volume=&issue=&spage=D.1&au=Jones%2C+Alex+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 26, 1990","With many advertisers wanting their circulars to reach every household in an area, newspapers have increasingly been offering total market coverage by distributing circulars in their papers and mailing circulars to nonsubscribers. Normally, nonsubscribers would account for about 25 percent to 60 percent of the residences on a given mail route, but would rarely reach 75 percent. Therefore, under the proposal, the newspapers would pay the higher postage rate. $168 Million Loss Is Possible The fundamental objection of newspapers, Mr. [W. Terry Maguire] said, is that the new rates are a calculated effort to favor mailers over newspapers because the Postal Service wants to attract more revenue. But, he argued, since the Postal Service is owned by the Government and is not a private enterprise, it is obliged to set rates that are nondiscriminatory. Vincent Giuliano, vice president for government relations at Advo System, argues that newspapers have a ""blended rate"" for advertising circulars that is based on a mixture of carrier delivery and mail. This blended rate, he said, would keep newspapers competitive with direct mailers, even with the 20 percent mail discount. An Issue of Fairness","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Nov 1990: D.1.",8/18/20,"New York, N.Y.",United States--US,"Jones, Alex S",New York Times Company,,Newspapers,427871440,"United States, New York, N.Y.",English,26-Nov-90,NEWS AND NEWS MEDIA; Direct mail advertising; Advertising; Newspapers; Postal & delivery services; Rates,New York Times,NEWSPAPER,,,,,,,
+Pastimes; Camera:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pastimes-camera/docview/427845726/se-2?accountid=14586,"LEAD: Photokina, the every-other-year trade show in Cologne, Germany, took place at the beginning of this month, which helps explain why practically every camera and film maker has introduced at least one new product this fall. As usual, the major news was revealed prior to the event. What follows is a summary of the latest and newest culled from a multitude of press briefings and releases.
+Photokina, the every-other-year trade show in Cologne, Germany, took place at the beginning of this month, which helps explain why practically every camera and film maker has introduced at least one new product this fall. As usual, the major news was revealed prior to the event. What follows is a summary of the latest and newest culled from a multitude of press briefings and releases.
+In Cameraland, the newest models are aimed directly at the market's midsection. Nikon, for example, announced the addition of two single-lens reflexes, dubbed the Nikon 6006 and 6000. These state-of-the-art, auto-focusing models fall numerically in between the established Nikon 4004 and 8008 lines, making them good choices for serious or intending-to-be serious amateurs.
+In terms of features, the 6006 and 6000 are closer to the 8008 than the 4004, sharing the 8008's auto-focus module and its ability to bracket exposures on demand. They also incorporate a program that keys shutter speeds to the focal length of the lens. What distinguishes the 6006 from the 6000? The 6006 has a built-in, pop-up flash unit nested in its pentaprism housing.
+Lower down the market ladder, the Nikon Zoom-Touch 400 represents the latest iteration of the company's point-and-shoot line. The camera squeezes such features as multiple-sensor auto focusing and red-eye reduction into a relatively compact package, which includes a 35-to-70-millimeter lens.
+Canon's latest addition to the expanding EOS line is the Rebel, a lightweight, beginner's SLR. Like a lot of entry-level cameras these days, it offers a choice of four pre-programmed exposure modes that are meant to provide ideal settings for specific subjects - namely portraits, landscapes, action and close-ups.
+Leica, one of the most prestigious names in the business, has introduced its own beginner's SLR model, the Leica R-E. It looks like the advanced (and high priced) R5 model, but offers only aperture-priority automation plus manual control. To separate it from the pack, Leica allows the photographer to pick either full-frame or selective-area metering. List price for this bargain: $1,935, body only, which raises an interesting question: Does R-E stand for real easy, or relatively expensive?
+As noted previously here, Olympus has a new ''hybrid'' model in the IS-1, a production sample of which has just arrived on my desk. Yashica has added a new model to its Contax line of SLRs. So who's missing from the list of major SLR makers with new cameras? Minolta, most notably. It's still promising to produce a professional version of its wildly successful Maxxum ''i'' line, but the expected model hasn't arrived yet. For now, the pros will have to keep waiting.
+Yearning for a made-in-the-U.S.A. camera? Besides Kodak, which builds some of its point-and-shoots in Rochester, the only other U.S. manufacturer is Keystone, which has introduced the Easy Shot 700, a dual-lens (35 and 70 millimeters) model that me-too's many of the features found on Japanese cameras.
+Fuji, Japan's largest photographic company, offers a new line of ''Discovery'' point-and-shoot cameras, topped off by the Discovery 3000 Zoom Date. Its weird, flattened body looks like a cross between an underwater camera and a 110 Instamatic. In other respects it is an ordinary, respectable multi-beam, 38-to-115-millimeter camera with the option of a clip-on accessory flash unit.
+Fuji's best news, however, was its announcement that it will begin packaging all its films sold in the United States in paper instead of in plastic containers. Besides eliminating some of the more than 600 million plastic cartridges and caps that now get thrown into the garbage every year, Fuji will use recycled paper for its new, moisture-proof containers.
+Will Kodak soon see the light on this environmentally sensitive issue? (Both companies, to their credit, have started to recycle parts of their ''single use'' cameras, which makes using them much less of a guilt trip.) Fuji and Kodak were relatively quiet on the film front, having knocked themselves out in the last two years with new color-negative and transparency films. Fuji announced Fujicolor Professional HG, a film with an ISO of 400 that is intended for wedding and portrait pros, and expanded its Neopan 400 black-and-white film into 120 format. Kodak introduced two ''Type K'' duplicating films, which are meant to solve the problems associated with making copies of Kodachrome slides.
+The ''other guys'' in Filmland picked up the slack. Agfa's Triad system of variable-saturation films was mentioned in this space a week ago. Konica weighed in with its own series of three new 35-millimeter films, Konica Super SR 100, 200 and 400. These are, of course, said to be ''breakthrough'' films, featuring what Konica calls Clean Multi-Structure Crystal technology. Increased exposure latitude and smaller grain size are reportedly the major benefits.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pastimes%3B+Camera%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1990-10-14&volume=&issue=&spage=A.56&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 14, 1990","As noted previously here, Olympus has a new ''hybrid'' model in the IS-1, a production sample of which has just arrived on my desk. Yashica has added a new model to its Contax line of SLRs. So who's missing from the list of major SLR makers with new cameras? Minolta, most notably. It's still promising to produce a professional version of its wildly successful Maxxum ''i'' line, but the expected model hasn't arrived yet. For now, the pros will have to keep waiting. Will Kodak soon see the light on this environmentally sensitive issue? (Both companies, to their credit, have started to recycle parts of their ''single use'' cameras, which makes using them much less of a guilt trip.) Fuji and Kodak were relatively quiet on the film front, having knocked themselves out in the last two years with new color-negative and transparency films. Fuji announced Fujicolor Professional HG, a film with an ISO of 400 that is intended for wedding and portrait pros, and expanded its Neopan 400 black-and-white film into 120 format. Kodak introduced two ''Type K'' duplicating films, which are meant to solve the problems associated with making copies of Kodachrome slides. The ''other guys'' in Filmland picked up the slack. Agfa's Triad system of variable-saturation films was mentioned in this space a week ago. Konica weighed in with its own series of three new 35-millimeter films, Konica Super SR 100, 200 and 400. These are, of course, said to be ''breakthrough'' films, featuring what Konica calls Clean Multi-Structure Crystal technology. Increased exposure latitude and smaller grain size are reportedly the major benefits.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Oct 1990: A.56.",11/15/17,"New York, N.Y.",COLOGNE (GERMANY),"Grundberg, Andy",New York Times Company,,Newspapers,427845726,"United States, New York, N.Y.",English,14-Oct-90,"PHOTOGRAPHY; EXPOSITIONS AND FAIRS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Market Place; Some Lessons In Power Outage,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-some-lessons-power-outage/docview/427768324/se-2?accountid=14586,"LEAD: The fire at a Consolidated Edison plant yesterday showed just how fragile - and resilient -the nation's trading systems are.
+The fire at a Consolidated Edison plant yesterday showed just how fragile - and resilient -the nation's trading systems are.
+It also showed a side benefit from the Securities and Exchange Commission's decision more than a decade ago to promote competition in the financial markets by allowing more than one exchange to trade a given product. That meant that trading could continue in securities that are listed on more than one exchange, even when the primary exchange was not functioning.
+While some trading was halted yesterday, the effects were less severe than they might have been. The automation of trading - in which one machine is linked to another - is still at an early stage. Conceivably, an important power outage in a few years could have a greater impact than yesterday's had.
+The outage yesterday affected the financial markets in three ways. First, several exchanges, although not the New York Stock Exchange, lost power, and were unable to trade. Second, a number of major banks and brokerage houses were in the affected area - west of Broadway in the financial district - and lost power at some of their faciliities. Finally, some data sources relied on by traders, particularly Telerate and for a period the Dow Jones News Service, were out of action either nationally or in New York City.
+In the nation's stock exchanges, the back-up systems for a power failure are not designed to keep trading going, and at the American Stock Exchange yesterday they did not. Instead, they are designed to allow for an organized shut-down of the exchange, to keep the computers from losing records of trades, and they appear to have performed that job. Those systems, called uninterrupted power supply, rely on batteries that are kept charged at all times. When the power fails, the computers automatically switch over to the batteries.
+But there are no back-up generators to keep the trading floors in operation. ''It's such an expensive item that it is really not cost effective,'' James R. Jones, the chairman of the American Stock Exchange, said yesterday.
+Trading at the Amex halted at 1:13 P.M., and there was no trading on its floor thereafter. Trading could continue at unaffected exchanges for fewer than 200 of the Amex's 1,063 stocks, and perhaps a dozen of the 175 stock options traded on the Amex, which are dually listed.
+Similarly, while the New York futures exchanges were closed, some competitive contracts were traded in Chicago. But there seems to have been little extra volume there, in part because traders often rely on principal exchanges for price guidance and are reluctant to take large positions in their absence.
+The New York Stock Exchange was not directly affected by the power outage, but Richard A. Grasso, the exchange's president, said that it would have been forced to close had it been. While it has back-up generators and batteries to support many of its operations, ''to prevent any large change in power from corrupting our data,'' Mr. Grasso said, there is no system to keep the trading floor in operation.
+''We are looking to that with an eye as to how we can do it safely and effectively,'' he said.
+Exchanges have in the past tried to cooperate with each other in similar circumstances. The Pacific Stock Exchange moved trading to the New York and American Exchange floors last fall after an earthquake put the Pacific's San Francisco operations out of service.
+Yesterday, the New York Stock Exchange offered help to the Amex, and Mr. Jones said the offer would have been taken today had power not been restored by late yesterday afternoon. ''We could, by a combination of back-up generators and physically moving some of the business to New York, have been in business'' today, he said.
+A trend in financial markets has been to move to electronic trading systems, where the trade is made via a computer terminal, rather than between people at a stock, options or commodity exchange. But most of the proposed systems are still being developed. An exception is the Reuters currency trading system, which claims a market share of about 40 percent in the spot foreign exchange market, with the rest conducted by telephone.
+The Reuters system stayed in operation yesterday, but some of its customers lost power and were disconnected for varying periods. A Reuters spokesman said he did not know whether any trades were disrupted, but added that if there had been a question, the trader could have used the phone to call the other side of the trade, assuming the phones still worked.
+As more and more systems go electronic, the possibility of either the central computer, or a terminal at one end of the trade, failing in a power outage increases. In such a case, it is conceivable that one party to a trade would think it had been completed and the other would not. Avoiding this will clearly be a necessity as the new systems are put into operation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Some+Lessons+In+Power+Outage&title=New+York+Times&issn=03624331&date=1990-08-14&volume=&issue=&spage=D.10&au=Norris%2C+Floyd&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 1990","There are no back-up generators to keep the trading floors in operation. ''It's such an expensive item that it is really not cost effective,'' James R. Jones, the chairman of the American Stock Exchange, said yesterday. The New York Stock Exchange was not directly affected by the power outage, but Richard A. Grasso, the exchange's president, said that it would have been forced to close had it been. While it has back-up generators and batteries to support many of its operations, ''to prevent any large change in power from corrupting our data,'' Mr. Grasso said, there is no system to keep the trading floor in operation. Yesterday, the New York Stock Exchange offered help to the Amex, and Mr. Jones said the offer would have been taken today had power not been restored by late yesterday afternoon. ''We could, by a combination of back-up generators and physically moving some of the business to New York, have been in business'' today, he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 1990: D.10.",11/15/17,"New York, N.Y.",,"Norris, Floyd",New York Times Company,,Newspapers,427768324,"United States, New York, N.Y.",English,14-Aug-90,ELECTRIC LIGHT AND POWER; FIRES AND FIREMEN; STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+NEWS SUMMARY:   [SUMMARY ],"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/427748111/se-2?accountid=14586,"LEAD:
+International",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+SUMMARY%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1990-07-01&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 1, 1990","Helmut Kohl's brush with history, as the Chancellor of West Germany on the eve of reunification, illustrates that those who see him as a bumbling politician misjudge his political acumen and even his luck. 1 An outline for Peru's economy has been agreed to by the country's President-elect and development agencies. The plan has Peru resume debt payments as it is accepted into the international banking system. 1 Political Memo: Democrats' spirits have improved in light of President Bush's reversal on tax increases. Some in the Party talk of mounting a serious challenge against, in their view, a vulnerable President. 1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 July 1990: A.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427748111,"United States, New York, N.Y.",English,1-Jul-90,,New York Times,SUMMARY,,,,,,,
+"SUMMIT IN WASHINGTON; Gorbachev, in U.S. Heartland, Dangles Visions of Fortunes in Soviet Trade","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/summit-washington-gorbachev-u-s-heartland-dangles/docview/427705397/se-2?accountid=14586,"LEAD: Mikhail S. Gorbachev told America's business and agricultural leaders today that they need not fear investing in the Soviet Union while that country undergoes economic reform.
+Mikhail S. Gorbachev told America's business and agricultural leaders today that they need not fear investing in the Soviet Union while that country undergoes economic reform.
+In a speech to executives and heads of farm groups from across the country, Mr. Gorbachev acknowledged that perestroika, his program of economic liberalization, had produced difficulties.
+But the Soviet leader seemed to suggest that these problems were only a short-term result of the liberalization process and that American companies would be wise not to wait to invest in the Soviet Union.
+He provided a checklist of business sectors in which he said the Soviet Union hoped to receive United States investment - in everything from auto making to computer design to railroad modernization.
+''Those who are with us now have a good chance - have good prospects -of participating in our great country,'' Mr. Gorbachev said. Those companies that remain on the sidelines, he said, ''will remain observers for years to come - we will see to it.''
+'We Are Just Beginning'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SUMMIT+IN+WASHINGTON%3B+Gorbachev%2C+in+U.S.+Heartland%2C+Dangles+Visions+of+Fortunes+in+Soviet+Trade&title=New+York+Times&issn=03624331&date=1990-06-04&volume=&issue=&spage=A.12&au=ERIC+N.+BERG%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1990","''Those who are with us now have a good chance - have good prospects -of participating in our great country,'' Mr. [Mikhail S. Gorbachev] said. Those companies that remain on the sidelines, he said, ''will remain observers for years to come - we will see to it.'' Mr. Gorbachev urged his audience to be patient while the Soviets developed financial and legal systems, and added that the Soviet Union hoped to develop stock exchanges and a modern banking system. ''When you pass judgment on us, please understand that certain things you have had for decades - centuries perhaps - are new for us,'' Mr. Gorbachev said. ''We are just beginning.'' 'We received many, many requests from individual companies,'' said Ray Bohn, Governor [Rudy Perpich]'s press secretary. ''And various business groups forwarded invitation lists.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1990: A.12.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS (USSR) MINNESOTA,"ERIC N. BERG, Special to The New York Times",New York Times Company,,Newspapers,427705397,"United States, New York, N.Y.",English,4-Jun-90,FOREIGN INVESTMENTS; ECONOMIC CONDITIONS AND TRENDS; UNITED STATES INTERNATIONAL RELATIONS; US-INTERNATIONAL RELATIONS-USSR,New York Times,NEWSPAPER,,,,,,,
+"Latin Drug Cartels, Squeezed, Are Turning to Ecuador","New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/latin-drug-cartels-squeezed-are-turning-ecuador/docview/427569142/se-2?accountid=14586,"LEAD: As other Latin American countries clamp down on illicit narcotics, Ecuador is emerging as an important shipment point both for importing chemicals needed to produce cocaine and for exporting the drug itself to the United States, Federal officials say.
+As other Latin American countries clamp down on illicit narcotics, Ecuador is emerging as an important shipment point both for importing chemicals needed to produce cocaine and for exporting the drug itself to the United States, Federal officials say.
+Wedged between the two major cocaine exporting countries, Colombia to the north and Peru to the south, Ecuador has not traditionally been considered an important link in the international narcotics trade. And unlike its neighbors, it has not recently received significant increases in United States aid to battle drugs.
+But authorities on drug trafficking and American intelligence reports indicate that as Colombia and Peru become more aggressive in fighting traffickers, the Colombian drug cartels are increasingly turning to Ecuador. Ecuador is a natural alternative because of its accessible seaports, good inland transportation routes, proximity to drug-producing countries and relatively loose drug laws.
+American officials have also expressed concern that Ecuador could become a money-laundering center because of its bank secrecy laws.
+'New Target of Opportunity'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Latin+Drug+Cartels%2C+Squeezed%2C+Are+Turning+to+Ecuador&title=New+York+Times&issn=03624331&date=1990-03-25&volume=&issue=&spage=A.22&au=RICHARD+L.+BERKE%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1990","''It was always assumed that once we developed a new choke point there would be a means for a new port of entry,'' Senator Richard H. Bryan, a Nevada Democrat who has pushed for tighter export control of drug-related chemical, said in an interview. ''And Ecuador seems to be a new target of opportunity.'' The Administration's concerns about Ecuador are underscored in a recent American intelligence report. ''Record-setting seizures in Europe and the United States of cocaine shipments in Ecuadorean commercial vessels with origin in Ecuador establish beyond any doubt that Ecuador is an important transit country for illegal narcotics,'' the report said. ''Ecuador is also a transit country for large quantities of precursor chemicals used to process cocaine in Colombia.'' ''We don't have the problem of drug use,'' the spokesman said. ''We don't have to deal with the problems of other countries.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1990: A.22.",11/15/17,"New York, N.Y.",ECUADOR UNITED STATES COLOMBIA PERU,"RICHARD L. BERKE, Special to The New York Times",New York Times Company,,Newspapers,427569142,"United States, New York, N.Y.",English,25-Mar-90,DRUG ABUSE AND TRAFFIC; FOREIGN AID; COCAINE; LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+PERSONAL COMPUTERS; Ease Comes at Expense of Speed,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/personal-computers-ease-comes-at-expense-speed/docview/427559762/se-2?accountid=14586,"LEAD: MICROPHONE II version 3.0, an updated communication software package for Apple Macintosh computers, is a lot like the Stealth bomber. It was designed to be extremely powerful and practically invisible. The user can press a single button to put the software on automatic pilot, turning it loose to perform a variety of defined tasks.
+MICROPHONE II version 3.0, an updated communication software package for Apple Macintosh computers, is a lot like the Stealth bomber. It was designed to be extremely powerful and practically invisible. The user can press a single button to put the software on automatic pilot, turning it loose to perform a variety of defined tasks.
+For example, at the click of one button the software can look up a telephone number for our main electronic mail service, dial the telephone, enter the user's identification and password information, navigate through the system's menus to get to the mailbox, gather all incoming messages for perusal later, send any messages the user has placed in the ''out'' box as either a fax, a Telex or instant electronic mail, and then sign off and hang up the phone.
+Moreover, if the Mac is set up to run Multifinder, the Macintosh utility that allows the user to switch from one application to another very quickly, Microphone II can operate invisibly in the background while the ''pilot'' is working with another program.
+Also like the Stealth bomber, Microphone II 3.0 is strikingly handsome, with stylized graphical displays that give three-dimensional effects.
+And the user sure has lots of time to admire the program's redesigned screens, menus, buttons, color icons and list boxes.
+That is because Microphone II 3.0, again like the Stealth bomber, is a subsonic performer in a world that has come to expect supersonic speed. The powerful features and automation weigh the program down so much that users accustomed to the quick responses of other packages, even earlier versions of Microphone II, may be frustrated.
+Still, the automated power of Microphone II 3.0 ($295 from theSoftware Ventures Corporation of Berkeley, Calif., 415-644-3232) may be attractive enough to offset the lack of speed, making it a good choice for advanced users and beginners alike.
+More than any other program we have used, on either the Macintosh or the PC, Microphone II 3.0 shields the user from the complexity of computer communications. As noted in the example above, the program can be trained to take over complex, repetitive tasks and execute them with a click or two of the mouse.
+Microphone comes with ''canned'' command sequences, called scripts, that automate the operation of such popular electronic information services as Compuserve, MCI Mail, Delphi, Genie, BIX, Easylink, Dow Jones and the Well. There is even a predefined script for people who need to connect their Macs to I.B.M. 3270 mainframe computers. The user fills in the necessary information once and Microphone remembers it forever.
+A ''Watch Me'' feature allows users to create custom scripts, even if they have no programming experience. The user commands Microphone to watch and record each exchange and then to ''play back'' the sequence whenever it is needed. For users who are comfortable with programming, or who need to fine-tune a ''watch me'' script, Microphone has a full-featured language, too. There is even a special utility program for designing custom on-screen instruction boxes to go with custom scripts.
+Scripts can be long or short. Even simple commands can be hidden behind a non-threatening button that can be activated by a mouse click. For example, when we want to quit a session on MCI Mail, we have to type ''EXIT.'' When we want to quit CompuServe, we type ''BYE.'' When we quit Dow Jones/News Retrieval Service, we type ''DISC,'' for discontinue. When we quit another service, we type ''OFF,'' and so on. The command syntax is different but the action is always the same. Using Microphone 3.0's ''magic icon'' feature, we can create a standard symbol to replace the differing sign-off codes. Then, instead of typing ''off bye quit exit disc'' and so on until we get the right one, we point at our custom ''adios'' button and shoot.
+The new version of Microphone almost requires a hard disk. For example, the file that controls an automated connection to Compuserve takes up 124 kilobytes of disk space in version 3.0; in version 2.0, the corresponding file took up just 15 kilobytes. The Microphone application file itself is 568 kilobytes in version 3.0, as against less than half that, 273 kilobytes, in the earlier version.
+Software Ventures needs to strap some rockets to Microphone II version 3.0 or put it on a diet, or both. On balance, though, the upgrade sets a new standard for power and ease of use, and many users might learn to forgive it the extra seconds of time it burns in their service.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSONAL+COMPUTERS%3B+Ease+Comes+at+Expense+of+Speed&title=New+York+Times&issn=03624331&date=1990-02-06&volume=&issue=&spage=C.8&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 6, 1990","A ''Watch Me'' feature allows users to create custom scripts, even if they have no programming experience. The user commands Microphone to watch and record each exchange and then to ''play back'' the sequence whenever it is needed. For users who are comfortable with programming, or who need to fine-tune a ''watch me'' script, Microphone has a full-featured language, too. There is even a special utility program for designing custom on-screen instruction boxes to go with custom scripts. Scripts can be long or short. Even simple commands can be hidden behind a non-threatening button that can be activated by a mouse click. For example, when we want to quit a session on MCI Mail, we have to type ''EXIT.'' When we want to quit CompuServe, we type ''BYE.'' When we quit Dow Jones/News Retrieval Service, we type ''DISC,'' for discontinue. When we quit another service, we type ''OFF,'' and so on. The command syntax is different but the action is always the same. Using Microphone 3.0's ''magic icon'' feature, we can create a standard symbol to replace the differing sign-off codes. Then, instead of typing ''off bye quit exit disc'' and so on until we get the right one, we point at our custom ''adios'' button and shoot.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Feb 1990: C.8.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,427559762,"United States, New York, N.Y.",English,6-Feb-90,"DATA PROCESSING (COMPUTERS); SOFTWARE PRODUCTS; PERSONAL COMPUTERS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Market Place; Industry Attack On Market Study,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-industry-attack-on-study/docview/427526718/se-2?accountid=14586,"LEAD: EXECUTIVES in the securities and futures industry have mounted an intense lobbying campaign to change the conclusions of a draft report by an independent Congressional agency that questions some fundamental aspects of the nation's financial system.
+EXECUTIVES in the securities and futures industry have mounted an intense lobbying campaign to change the conclusions of a draft report by an independent Congressional agency that questions some fundamental aspects of the nation's financial system.
+The report, by the Office of Technology Assessment, attacks some of the most sacred cows in the two industries, including the specialist system at the New York Stock Exchange, the open-outcry system at the futures exchanges, the technological capabilities of the exchanges and the need for combining the responsibilities of the two Federal regulators for the industries, the Securities and Exchange Commission and the Commodity Futures Trading Commission.
+''The fur is really going to fly on this one,'' one person who has worked on the report said earlier this week. The report, this person said, ''attacked everything that's held dear in the business.''
+For example, the report questions one of the basic justifications of the industry for its existence: that the markets are the best way to provide the capital that creates further wealth.
+''Most industrial capital is not generated, even indirectly, by securities markets,'' the draft report states, ''and there is little empirical evidence of a close tie between market behavior and the performance of the economy at large.
+''Public policy makers should take with a grain of salt the recurring and usually self-serving threat that any intervention in securities market operations or financial returns will greatly damage the national economy.'' The language of the draft report is unequivocal. In its criticisms of the stock exchange, the report says that ''the specialist system is faltering in its efforts to cope with today's high-volume, highly volatile, fast-paced markets.''
+The report adds that rapid changes in the marketplace, including growing trading volume and large block trades, ''may make the specialist system obsolete in the foreseeable future.'' The report also says that markets have chosen to design their new computerized trading systems ''to preserve the lucrative professional intermediation roles, such as that of the specialist.'' Specialists are granted a franchise in a stock in exchange for using their own capital to make market movements orderly, purchasing shares when there are few buyers and selling them when no one else wants to.
+Regardless of how the final product looks, the draft report is expected to have some impact on members of Congress who are examining the structure of the nation's financial system. The report was requested by the House Committee on Government Operations in March 1988. Yesterday, members of the staff of Representative John D. Dingell, Democrat of Michigan, were briefed on it. And aides to Representative Doug Barnard Jr., the Democrat of Georgia who requested the report, have already been briefed.
+The futures exchanges are also taken to task in the draft. ''Futures markets may not be able to accommodate the pressures of increasing volume and foreign competition without further automation,'' the draft says. ''They already have demonstrated the difficulty of controlling fraud and consumer abuse in their present manual trading procedures.''
+The draft says that index arbitrage and other forms of computerized program trading are necessary to meet the needs of institutional investors. The report says, however, that the volatility produced by such trading is not likely to be addressed because of the divisions between the two Federal regulatory agencies. The draft also says the cooperation between the S.E.C. and the C.F.T.C. could break down in periods of market stress.
+The report will be the focus of a meeting on Monday of members of an advisory panel to the project. At that meeting, members of the panel, who include some of the most prominent officials in the securities and futures industries, will express their objections to the report. There have been a number of efforts by the industries to change the report before it reaches the stage where it would be subject to public comment, staff members at the agency said.
+''I've never seen anything like the reaction to this one,'' said James Curlin, the agency project manager in charge of the report. ''The problem we have in this situation is that we are being exposed to the pressure of lobbyists, and they are asking us for private consideration of their arguments. When we ask for their criticism of facts in writing, they generally don't show up.''
+Mr. Curlin said the agency would consider objections regarding any factual errors. ''The conclusions are up for grabs if there are specific factual errors,'' he said. ''But merely because those facts are seen differently by an industry insider does not necessarily mean we are going to change the report. We have to stand or fall on our own feet.''
+Officials in the industry declined yesterday to comment on the report.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Industry+Attack+On+Market+Study&title=New+York+Times&issn=03624331&date=1990-01-19&volume=&issue=&spage=D.6&au=Eichenwald%2C+Kurt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 19, 1990","''The fur is really going to fly on this one,'' one person who has worked on the report said earlier this week. The report, this person said, ''attacked everything that's held dear in the business.'' ''Public policy makers should take with a grain of salt the recurring and usually self-serving threat that any intervention in securities market operations or financial returns will greatly damage the national economy.'' The language of the draft report is unequivocal. In its criticisms of the stock exchange, the report says that ''the specialist system is faltering in its efforts to cope with today's high-volume, highly volatile, fast-paced markets.'' ''I've never seen anything like the reaction to this one,'' said James Curlin, the agency project manager in charge of the report. ''The problem we have in this situation is that we are being exposed to the pressure of lobbyists, and they are asking us for private consideration of their arguments. When we ask for their criticism of facts in writing, they generally don't show up.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Jan 1990: D.6.",11/15/17,"New York, N.Y.",,"Eichenwald, Kurt",New York Times Company,,Newspapers,427526718,"United States, New York, N.Y.",English,19-Jan-90,STOCKS AND BONDS; FUTURES TRADING,New York Times,NEWSPAPER,,,,,,,
+"McGraw-Hill to Cut 1,000 Jobs","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mcgraw-hill-cut-1-000-jobs/docview/427483784/se-2?accountid=14586,"LEAD: McGraw-Hill Inc., the publishing and information services company, said yesterday that it would eliminate more than 1,000 jobs, revamp its organizational structure and take other streamlining steps that will result in a $220 million pretax charge to earnings.
+McGraw-Hill Inc., the publishing and information services company, said yesterday that it would eliminate more than 1,000 jobs, revamp its organizational structure and take other streamlining steps that will result in a $220 million pretax charge to earnings.
+Without giving any figures, McGraw-Hill, frequently mentioned as a takeover target, said the special fourth-quarter charge would cut profits this year but ''improve the 1990 outlook.'' Earnings for the first nine months were up 12 percent, to $146.1 million, while sales rose nearly 7 percent, to $1.27 billion.
+The latest cost-cutting moves, which had been rumored, come a little more than a year after a reorganization that remade the company from five operating units into three: Publishing, Financial Services and Information Services. With the elimination of that structure, the company's units will report to just two executives. A Step Up for 2 Men
+The new structure gives Harold W. McGraw 3d, who is 41 years old, and Walter D. Serwatka, 52, a strong push into the company's upper reaches. Both men were named as corporate executive vice presidents, reporting to Joseph L. Dionne, the 56-year-old chairman and chief executive.
+Mr. McGraw, who has been president of McGraw-Hill Financial Services, will have overall responsibility for Business Week, McGraw-Hill's highly profitable flagship publication, and its prestigious financial services unit, including the Standard & Poor's credit rating company. He is the son of Harold W. McGraw Jr., 71, chairman emeritus, and the great-grandson of James H. McGraw, founder of the 101-year-old company.
+Mr. McGraw will also be responsible for McGraw-Hill's aerospace and defense publications, which had been on Mr. Serwatka's list, and the company's four television stations.
+As president of McGraw-Hill Information Services, Mr. Serwatka, who has been watching over operations in construction, computers and communications and the law, now takes on educational and professional publishing activities.
+In a memorandum to employees, the company said that John G. Wrede, 57, president of the McGraw-Hill Publishing Company, would take early retirement, and that Richard B. Miller, 63, executive vice president and a member of the office of the chairman, would also retire.
+Mr. Dionne said the charges, which will amount to $152 million after taxes, ''will obviously lower full-year earnings in 1989,'' but he said he felt ''confident'' that earnings in 1990 would be $3.50 to $4 a share.
+Yesterday's announcement, which followed a regularly scheduled meeting of the company's board, got a cool reception on Wall Street. McGraw-Hill shares slid $2, to $61.50, on the New York Stock Exchange.
+McGraw-Hill said that $75 million of the special charge would go into a reserve to pay severance costs and other expenses. Some 525 of the 1,000 job cuts will be made by the middle of next year as a result of increased automation at the company's F. W. Dodge unit, which provides construction information, the company said. The rest of the cuts, to be made by March, will come at the Manhattan headquarters.
+McGraw-Hill said that $145 million of the special charge provided largely for closing down the company's general book unit, which publishes consumer books, and write-offs associated with the Data Resources economic forecasting division. Book Unit Did Not Fit Plans
+The general book unit's books last year included ''Child Star,'' an autobiography by Shirley Temple Black, which made the best-seller list. Earlier this year McGraw-Hill announced that it would close the book unit because it did not fit into the company's long-term plans. Betsy Russo, a spokeswoman, said the unit was a ''very small part of the company's business.''
+As part of a general weeding out of the magazines it regarded as poor performers, McGraw-Hill in the last few years has disposed of a number of publications, including Chemical Week, Engineering and Mining Journal, Textile World and Coal Age. In addition to Business Week, its stable of 25 publications today includes Aviation Week, Byte magazine and the Architectural Record. 'Business Week Is Not for Sale'
+Asked to comment on speculation that Business Week or some of the company's trade magazines might be sold, Ms. Russo said, ''Business Week is not for sale.'' She refused to speculate on other possible sales.
+The 1,000 jobs to be cut represent 7.3 percent of the company's work force of 13,700.
+Since the American Express Company made a hostile, unsuccessful takeover attack against the company several years ago, McGraw-Hill has cropped up from time to time as a takeover target, most recently last summer. In October the company announced that it would strengthen a ''poison pill'' that it had already adopted, supposedly making a hostile takeover even more expensive than originally envisioned.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=McGraw-Hill+to+Cut+1%2C000+Jobs&title=New+York+Times&issn=03624331&date=1989-12-07&volume=&issue=&spage=D.1&au=Cole%2C+Robert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 7, 1989","Mr. [Joseph L. Dionne] said the charges, which will amount to $152 million after taxes, ''will obviously lower full-year earnings in 1989,'' but he said he felt ''confident'' that earnings in 1990 would be $3.50 to $4 a share. The general book unit's books last year included ''Child Star,'' an autobiography by Shirley Temple Black, which made the best-seller list. Earlier this year McGraw-Hill announced that it would close the book unit because it did not fit into the company's long-term plans. Betsy Russo, a spokeswoman, said the unit was a ''very small part of the company's business.'' Asked to comment on speculation that Business Week or some of the company's trade magazines might be sold, Ms. Russo said, ''Business Week is not for sale.'' She refused to speculate on other possible sales.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Dec 1989: D.1.",11/15/17,"New York, N.Y.",,"Cole, Robert J",New York Times Company,,Newspapers,427483784,"United States, New York, N.Y.",English,7-Dec-89,LAYOFFS (LABOR); APPOINTMENTS AND EXECUTIVE CHANGES; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+Real Estate; Business Aid For Districts In 5 Boroughs,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/real-estate-business-aid-districts-5-boroughs/docview/427443956/se-2?accountid=14586,"LEAD: EIGHTEEN New York City neighborhoods have formed Business Improvement Districts, in which assessments paid by commercial properties and businesses support a variety of services and programs. Ten such districts, called BID's, are being developed and 18 others in all five boroughs are considering forming such local civic groups.
+EIGHTEEN New York City neighborhoods have formed Business Improvement Districts, in which assessments paid by commercial properties and businesses support a variety of services and programs. Ten such districts, called BID's, are being developed and 18 others in all five boroughs are considering forming such local civic groups.
+This year the existing districts have raised more than $10 million to support street sweeping and security services, beyond those provided by the Sanitation and Police Departments, as well as other programs. The amounts collected and the programs are increasing in volume and sophistication.
+From midtown Manhattan north to Washington Heights and east to Jamaica, Queens, and Flatbush in Brooklyn, BID's are raising funds from their assessments and from government and private grants. In the Grand Central BID in Manhattan, for example, $8 million raised by local assessments is being spent to restore the viaduct that carries Park Avenue traffic around Grand Central Terminal.
+In this district, the agreed-upon annual assessment is 10 cents a square foot on commercial properties. The district is also developing programs to help the homeless in the area.
+''BID's are incredibly positive neighborhood programs and the proliferation of their number in the last several years demonstrates their proven value,'' said Commissioner Gary Kesner, who heads the city's Office of Business Development. The agency assists in the creation of BID's. Mr. Kesner noted that since legislation allowing them was passed in 1982, their number and influence have grown steadily.
+One embryo BID embraces the Metrotech area in downtown Brooklyn, where three large colleges and commuter and communications companies are seeking to broaden the concept.
+''We are looking forward to the time when the Metrotech BID will play a major role in offering day care to workers in our area, as well as programs that would help train people to both operate and maintain such equipment as word processors and computers,'' said Bob Ohlerking, the acting director of the Metrotech BID.
+One company involved in Metrotech is the Securities Industries Automation Corporation, which is to provide computer services for the New York and American Stock Exchanges and employ 800 workers when its 500,000-square-foot building at Myrtle Avenue and Lawrence Street opens about a year from now.
+Mr. Ohlerking also noted that Nynex has two large buildings within the Metrotech BID boundaries, at 360 Bridge Street and 101 Willoughby Street, that are scheduled to be used to train 40,000 management and technical workers a year in the 1990's.
+In addition, it is hoped that the Metrotech BID will provide extra street and sidewalk cleaning, put up holiday lighting and other seasonal promotions, and provide assistance to merchants on signs and window displays.
+Mr. Ohlerking said he expected that the budget of the Metrotech BID would be about $2.2 million in its first full year, which might be as early as 1991. It takes an average of three years to create a BID, according to officials of the city's Office of Economic Development.
+Jack Rainey, the city official in charge of fostering the BID's, noted that under local law a plan for a BID requires about a year to educate merchants and property owners on the value of the concept and how the assessments would be used. Legally, 51 percent of the property owners and merchants in a proposed BID must agree to join before the district can be established. In practice, however, the founders seek 90 percent agreement.
+Once the BID is created, the assessments take on the legal force of taxes on all property owners and businesses in the area. The assessments are based either on the value of commercial buildings or on the business generated by their tenants. Yearly assessments average $350.
+The next step is at least a year of approval processes, during which public hearings are held and the proposal is reviewed by the City Planning Commission, the Board of Estimate, the State Comptroller and the City Council. Then it takes about a year to carry out the plan agreed upon by the property owners, often with a small amount of start-up funds from the city.
+Mr. Rainey said that at times there had been local opposition to the creation of a BID, in some cases by residents who believed erroneously that such municipal services as street cleaning would be reduced if an improvement district was created.
+''What we're trying to do is supplement services, not reduce them,'' Mr. Rainey said. He added that in the 1960's and 70's there had been a decline in interest in community improvement almost citywide, in part because of changes in neighborhood social patterns, and that this had undermined local interest in improvements. But with a resurgence of such interest, support for BID's has grown.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Real+Estate%3B+Business+Aid+For+Districts+In+5+Boroughs&title=New+York+Times&issn=03624331&date=1989-11-08&volume=&issue=&spage=D.20&au=Lyons%2C+Richard+D&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodic als--United States,3624331,"Copyright New York Times Company Nov 8, 1989","''BID's are incredibly positive neighborhood programs and the proliferation of their number in the last several years demonstrates their proven value,'' said Commissioner Gary Kesner, who heads the city's Office of Business Development. The agency assists in the creation of BID's. Mr. Kesner noted that since legislation allowing them was passed in 1982, their number and influence have grown steadily. ''We are looking forward to the time when the Metrotech BID will play a major role in offering day care to workers in our area, as well as programs that would help train people to both operate and maintain such equipment as word processors and computers,'' said Bob Ohlerking, the acting director of the Metrotech BID. ''What we're trying to do is supplement services, not reduce them,'' Mr. [Jack Rainey] said. He added that in the 1960's and 70's there had been a decline in interest in community improvement almost citywide, in part because of changes in neighborhood social patterns, and that this had undermined local interest in improvements. But with a resurgence of such interest, support for BID's has grown.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 1989: D.20.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Lyons, Richard D",New York Times Company,,Newspapers,427443956,"United States, New York, N.Y.",English,8-Nov-89,OFFICE BUILDINGS; RETAIL STORES AND TRADE,New York Times,NEWSPAPER,,,,,,,
+Economic Scene; What Crisis In Productivity?,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economic-scene-what-crisis-productivity/docview/427454017/se-2?accountid=14586,"LEAD: SHAKEN by the latest jeremiads from economists? Wait a while; they are bound to change their minds. The latest target for revisionism is the productivity crisis, the declining rate of growth in output per worker that, some argue, is transforming America into a nation of poorly paid burger flippers and
+SHAKEN by the latest jeremiads from economists? Wait a while; they are bound to change their minds. The latest target for revisionism is the productivity crisis, the declining rate of growth in output per worker that, some argue, is transforming America into a nation of poorly paid burger flippers and Toyota salesmen.
+''Productivity and American Leadership'' (M.I.T. Press, $29.95), a reassessment by William Baumol and Sue Anne Batey Blackman of Princeton University and Edward Wolff of New York University, musters impressive evidence suggesting that the lag in productivity is temporary and that Japan's challenge to American supremacy will run out of steam.
+The depressing numbers are real enough. Productivity growth has indeed slumped since the mid-1960's. But the authors say the figures have been bouncing around a trend of about 2.2 percent annual growth for the last century. And a half-dozen previous slumps were deeper, if not longer. It is thus plausible, though not provable, that this latest bad patch is a rebound from a productivity boom after World War II.
+The downturn in productivity would probably not have drawn so much attention if it had not been accompanied by more direct signs of economic senescence - the rusting of the steel belt, the rise of low-wage service industries, the invasion of high-technology markets by the Japanese. But here, too, the three economists assert, there is less to worry about than meets the eye.
+Sectors of the economy that had traditionally led in productivity are still leading, and still doing well. Paradoxically, it is the spectacular growth in output per worker in manufacturing in the 1980's that generated the sense of malaise.
+Pressed by foreign competition, American industry plowed tens of billions of dollars into new machinery and technology. Manufacturing employment fell as companies automated, but total output rose. Manufacturing productivity actually gained more in America between 1979 to 1986 than it did in West Germany.
+What, then, explains the huge shift of jobs into service industries, or the loss of world market share in high technology? Unlike manufacturing, productivity gains in services come slowly, or not at all. As the authors point out, it takes as much labor today to play a Scarlatti sonata on the harpsichord as it did in the 18th century.
+Thus, while the share of services in total output has not changed, the service sector has absorbed almost all the growth in labor supply since World War II. Japan's parallel shift toward service jobs started later. But between 1965 and 1980 the proportion of the work force in services rose by 30 percent - three times the rate in the United States.
+Japan, the authors concede, has done spectacularly well in increasing its world market share of technology-based exports from 7 percent in 1965 to 20 percent in 1984. But most of Japan's gains did not come at America's expense. The United States slipped from 27 to 25 percent, while the combined share of West Germany, Britain and France fell from 35 to 29 percent.
+The most soothing argument offered by the three authors is the convergence theory. It is only natural, they claim, that once-poor economies are catching up with America. They are in the best position to exploit technology invented elsewhere. Moreover, their citizens have far more pressing reasons for thrift, creating the pool of cheap capital needed to use the imported technology. Once these countries achieve affluence, it is argued, the worm will turn.
+What the three economists do not say is that the economic pessimism that has infected Americans has little to do with productivity statistics and a lot to do with their own experiences. And here, one suspects, much of the personal malaise comes from the failure to protect the losers from the consequences of rapid economic change.
+The drop in manufacturing employment may, for example, be a healthy consequence of overdue automation. But that is no consolation to a rubber worker who ends up driving a delivery van at half the pay. The return to technical training may have gone up. But that is no consolation to a 19-year-old who lacks the money - and perhaps the intelligence - to become an engineer.
+Does America have a productivity problem? As the three economists convincingly argue, no one really knows. But many Americans certainly do have a problem making ends meet, and they are only too willing to look for scapegoats.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Economic+Scene%3B+What+Crisis+In+Productivity%3F&title=New+York+Times&issn=03624331&date=1989-11-01&volume=&issue=&spage=D.2&au=Passell%2C+Peter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 1, 1989","LEAD: SHAKEN by the latest jeremiads from economists? Wait a while; they are bound to change their minds. The latest target for revisionism is the productivity crisis, the declining rate of growth in output per worker that, some argue, is transforming America into a nation of poorly paid burger flippers and SHAKEN by the latest jeremiads from economists? Wait a while; they are bound to change their minds. The latest target for revisionism is the productivity crisis, the declining rate of growth in output per worker that, some argue, is transforming America into a nation of poorly paid burger flippers and Toyota salesmen. ''Productivity and American Leadership'' (M.I.T. Press, $29.95), a reassessment by William Baumol and Sue Anne Batey Blackman of Princeton University and Edward Wolff of New York University, musters impressive evidence suggesting that the lag in productivity is temporary and that Japan's challenge to American supremacy will run out of steam.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Nov 1989: D.2.",11/15/17,"New York, N.Y.",,"Passell, Peter",New York Times Company,,Newspapers,427454017,"United States, New York, N.Y.",English,1-Nov-89,UNITED STATES ECONOMY; PRODUCTIVITY,New York Times,NEWSPAPER,,,,,,,
+CAMERA,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera/docview/427369598/se-2?accountid=14586,"LEAD: I'm old enough to remember when Nikon replaced the original Nikon F camera with the Nikon F2. Pros screamed, yelled and vowed never to change their equipment. Needless to say, within a couple of years every photographer who could afford one was toting an F2.
+I'm old enough to remember when Nikon replaced the original Nikon F camera with the Nikon F2. Pros screamed, yelled and vowed never to change their equipment. Needless to say, within a couple of years every photographer who could afford one was toting an F2.
+Now Nikon has replaced the F3 with the all new F4, and the Doubting Thomases are once again taking a wait-and-see approach. While the F3 added automatic exposure to the pro's working vocabulary, the F4 introduces another level of automation: auto focusing. To some pros, this sounds terrible, but it isn't.
+In the last three weeks I've had an opportunity to take pictures with a production model F4, and there are three obvious things to say about it: it's expensive, it's heavy, it's terrific.
+Those with a spare $2,500 or so you don't need to worry about the first item on my list. Besides, for that price you get not only the body, but also a finder with multiple exposure modes and a motor that zips the film through the gate at a rate of up to 5.7 frames a second. (A lens, sorry to say, costs extra.) And compared to the competition - Canon's new EOS-1, for one - the price tag isn't exorbitant.
+Nikon lists the camera's weight at 45.1 ounces, body and motor drive only, but take my word for it: fully loaded with six AA batteries and an auto-focus Nikkor lens, the F4 is as big a handful as any camera I've ever held. (The EOS-1 feels and is lighter; its manufacturer-specified weight is a tad over 30 ounces.) With too narrow a strap, it can leave a ridge in the back of your neck.
+In use, however, the F4 feels surprisingly comfortable. It hugs the chest even with a telephoto-range zoom lens mounted on its front and its well-balanced behavior keeps it from banging into walls and fence posts. I carried it around for a whole day of horse racing at Saratoga. By the ninth race I had forgotten it was there.
+Another good thing about the F4 is the way its controls fall naturally to hand. This makes it a fairly instinctive camera to use. True, the first thing I did when I set out with the camera was to rewind the roll of film I had just loaded, but that was before I'd fully digested the instruction book. (The auto wind works so quickly and silently, I thought it hadn't grabbed the film leader. Obviously it had.) Nikon's designers are virtually alone in their ability to maintain the feel of traditional, mechanical cameras while adding the latest electronic gizmos. The F4's shutter-speed dial is right where a pro would expect it and the shutter release on the hand grip is right where the right index finger wants it to be. The auxiliary release for vertical shots is equally convenient - so much so that I accidentally fired off a few frames before I learned to switch it off when I didn't need it.
+The F4 lacks some of the bells and whistles of the Canon EOS-1, such as built-in auto bracketing and a rear thumbwheel for adjusting exposure. But it has plenty of features pros and other advanced photographers should appreciate. First and foremost, it's easy to lock in the auto-focus and auto-exposure readings, separately or together. This allows you to recompose without the camera instantly resetting itself. Even better, for my money, it's just as easy to switch to manual focus. Nikon has designed its AF Nikkor lenses with standard-size focusing collars, so manual focusing doesn't feel like an afterthought.
+The Multi-Meter finder that comes as standard equipment has a side-mounted dial that let me switch between multi-pattern, center-weighted and spot metering. The multi-pattern system worked well, but I did manage to get it to underexpose my subjects in strong backlight. Pros, of course, know enough to switch to a spot reading in such situations.
+A collar around the shutter release sets the motor drive. Besides single-shot and continuous high-speed modes, there are options for a low-speed continuous advance and something new: a low-noise mode for continuous shooting in churches and courtrooms. I liked using the slower continuous modes, since my reflexes were often too slow for the high-speed one.
+What didn't I like about the F4? The tiny little locks on the exposure-compensation and motor-control dials drove me batty, as did the two-step rewind operation. Also, I sometimes had trouble seeing the exposure information in the bottom of the finder, depending on the position of my eye. But these are paltry quibbles with a camera of this quality.
+There are plenty of other features to elaborate on, but it should be clear by now that Nikon's new F model is no slouch. Last week someone handed me a vintage Nikon F, and it looked unbelievably primitive by comparison. The F4 looks like it was cut from a single mold, not cobbled together like the original F. If it lasts as long as its predecessor - and Nikon expects it to - I might have to admit that progress isn't always for the worse.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA&title=New+York+Times&issn=03624331&date=1989-09-10&volume=&issue=&spage=A.72&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 10, 1989","Another good thing about the F4 is the way its controls fall naturally to hand. This makes it a fairly instinctive camera to use. True, the first thing I did when I set out with the camera was to rewind the roll of film I had just loaded, but that was before I'd fully digested the instruction book. (The auto wind works so quickly and silently, I thought it hadn't grabbed the film leader. Obviously it had.) Nikon's designers are virtually alone in their ability to maintain the feel of traditional, mechanical cameras while adding the latest electronic gizmos. The F4's shutter-speed dial is right where a pro would expect it and the shutter release on the hand grip is right where the right index finger wants it to be. The auxiliary release for vertical shots is equally convenient - so much so that I accidentally fired off a few frames before I learned to switch it off when I didn't need it. The F4 lacks some of the bells and whistles of the Canon EOS-1, such as built-in auto bracketing and a rear thumbwheel for adjusting exposure. But it has plenty of features pros and other advanced photographers should appreciate. First and foremost, it's easy to lock in the auto-focus and auto-exposure readings, separately or together. This allows you to recompose without the camera instantly resetting itself. Even better, for my money, it's just as easy to switch to manual focus. Nikon has designed its AF Nikkor lenses with standard-size focusing collars, so manual focusing doesn't feel like an afterthought.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Sep 1989: A.72.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,427369598,"United States, New York, N.Y.",English,10-Sep-89,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+Guiding Small Factories Into a Future,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/guiding-small-factories-into-future/docview/427066429/se-2?accountid=14586,"LEAD: Just as county agriculture agents gave free advice to generations of Middle Western farmers about new tools and new markets, modern Michigan is advising its small factories about modern technology and production.
+Just as county agriculture agents gave free advice to generations of Middle Western farmers about new tools and new markets, modern Michigan is advising its small factories about modern technology and production.
+Inspired by the recession of the early 1980's, which cost Michigan 25 percent of its manufacturing jobs, the Michigan Modernization Service is offering advice to more than 6,000 small tool-and-die plants, machinery shops and metal fabricators scattered around the state.
+Bradhart Products employs 36 people here in this central Michigan town to make bronze industrial fittings for aircraft and oil drilling equipment. A team of state consultants recently suggested that the company get new computer software to help clear up a backlog of orders.
+The team also recommended a $22,000 state grant to retrain workers in operating computerized machinery. The consultants even changed the layout of the equipment on the shop floor to speed production. Focusing on Making Things
+''I had just spent a half-million dollars on new equipment and computers and it wasn't working,'' said Terry Brady, the company's president. He said that with the state's help he was able to reduce waste and improve quality and production.
+Michigan is not the only state in which the early 80's recession set in motion public strategies to help private business. But while other states sought to recruit new industries, officials here focused instead on what Michigan had always done best: making things.
+Central to the state strategy for the small businesses is using automation and computer-aided designs and manufacturing to make those things faster, better and more precisely. The stakes riding on this strategy are high for Michigan, where the recession was especially severe, with statewide unemployment topping 17 percent in December 1982.
+In 1979, when Michigan's manufacturing economy was at its peak, 1.2 million people were working in its factories. By 1983 that number had declined to 850,000 as plants laid off workers or shut down in the face of competition from abroad and advances in industrial technology. A State on the Rebound
+Over the last five years Michigan's economy, like the nation's, has rebounded. According to the Census Bureau, Michigan regained 59,000 high-paying factory jobs in the past six years, more than did any other state. Service jobs have increased sharply as well, resulting in overall employment of 4.2 million people last year. Unemployment was 7.6 percent for the year, the lowest in a decade.
+But economists and some state officials concede that the progress remains fragile, pinned in part to a lower dollar in international currency markets that makes Michigan's industrial exports more attractive overseas.
+Because that situation might change, John Cleveland, director of the Michigan Modernization Service, says the state must act quickly to help small manufacturers stay competitive with foreign manufacturers. An Echo of the Twenties
+The service, begun two years ago, works like the Agricultural Extension Service the Federal Government created in the 1920's to give small farmers advice on modern agricultural and conservation techniques.
+Last year a cadre of industrial consultants, many of whom had been executives for Michigan's major manufacturers, visited 179 companies around the state, offering counsel on new technology, low-interest state loans and help in training workers.
+For example, U.S. Graphite. a small company in Saginaw that makes graphite seals and other parts for automotive and aerospace products, asked for help in improving production. Among other things, the consultants recommended putting in sensors that would more accurately control the temperatures of graphite-heating furnaces and installing computer-aided equipment to fashion molds for new parts. Finding Skilled Workers
+The state's first client was H. R. Krueger, a machine tool builder near Detroit that was having a problem keeping highly skilled operators to operate its new computer-based manufacturing equipment. The modernization service worked out an arrangement with a nearby community college, and the company was provided with a steady flow of skilled workers.
+Michigan has allocated $2.8 million to run the modernization service this year, plus another $1.3 million in grants made to two research institutions that work with the service. The service also helps factories get money from other state loan and grant programs.
+Keeping the smaller manufacturers healthy and competitive is important to the state's economy. Companies with fewer than 500 workers employ more than half a million people and have a combined annual payroll of $10 billion. Small manufacturers now make up more than 44 percent of Michigan's manufacturing employment base, as against 37 percent in 1979.
+As part of a broader strategy, Michigan also simplifed its securities laws to make it easier for companies to issue stock. It also joined with labor, industry and private foundations to establish the Industrial Technology Institute, a $67 million center in Ann Arbor that helps to test and develop new industrial technology.
+Last month a company that supplies one of the Big Three automobile makers was working with technicians at that center, experimenting with highly advanced, computer-aided equipment to shape molds for automotive parts.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Guiding+Small+Factories+Into+a+Future&title=New+York+Times&issn=03624331&date=1989-02-17&volume=&issue=&spage=A.14&au=WILLIAM+E.+SCHMIDT%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 17, 1989","''I had just spent a half-million dollars on new equipment and computers and it wasn't working,'' said Terry Brady, the company's president. He said that with the state's help he was able to reduce waste and improve quality and production. Keeping the smaller manufacturers healthy and competitive is important to the state's economy. Companies with fewer than 500 workers employ more than half a million people and have a combined annual payroll of $10 billion. Small manufacturers now make up more than 44 percent of Michigan's manufacturing employment base, as against 37 percent in 1979.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Feb 1989: A.14.",11/15/17,"New York, N.Y.",MICHIGAN,"WILLIAM E. SCHMIDT, Special to the New York Times",New York Times Company,,Newspapers,427066429,"United States, New York, N.Y.",English,17-Feb-89,MACHINE TOOLS AND DIES,New York Times,NEWSPAPER,,,,,,,
+CAMERA; The Year's Innovations A Review of the Year's Innovations Innovations in Film and Related Equipment,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-years-innovations-review-film-related/docview/427029748/se-2?accountid=14586,"LEAD: NOW that 1988 is history, it's time to recap what transpired in the world of cameras, film and related equipment in the 12 months past. Though much in photography remained essentially the same, a handful of innovative new products offered at least the promise of better pictures in the new year.
+NOW that 1988 is history, it's time to recap what transpired in the world of cameras, film and related equipment in the 12 months past. Though much in photography remained essentially the same, a handful of innovative new products offered at least the promise of better pictures in the new year.
+In terms of cameras, 1988 will be remembered as the year of the new shape. Previously, 35-millimeter cameras all looked pretty much like Cracker Jacks boxes with lenses stuck in their middles. Now they come in sinuous, anatomically rounded forms that resemble video camcorders as much as still cameras.
+These new look, ''new concept'' cameras have more than distinctive silhouettes. They are designed to combine the ease of use of point-and-shoot cameras with a modicum of the capabilities of single-lens reflexes. Entrants, in order of their appearance in 1988, include the Samurai (from Yashica, not Suzuki), the Olympus Infinity Super Zoom 300, the Chinon Genesis and the Ricoh Mirai. All feature built-in zoom lenses, auto exposure, auto focus and integral flash units.
+Is this the wave of the future in camera design? Maybe. But my experience with them suggests that they may also be caught between a rock and a hard place. They are too big to stow in a pocket, as many point-and-shoots are, and they are too limited in function to compete with full-fledged SLRs. Cute they may well be, but camera users will ultimately decide their fate on performance, not looks.
+For dyed-in-the-wool camera fanatics the biggest splash was the announcement of the Nikon F4, a long-awaited, auto-focusing update of Nikon's professional SLR system. The F4 does just about everything any other camera on the market can do, as well as a few tricks of its own (like dial-in auto fill-flash ratios). With the F4, total automation is finally available in a form palatable to pros.
+But not every pro wants an auto-everything SLR. For them, E. Leitz of Wetzlar, West Germany, introduced a new version of its ''R'' series of SLRs that eschews modern electronics all the way down to its mechanically governed shutter. Except for its built-in meter, the Leica R6 represents the anti-auto sentiment at its most elaborate and expensive. Both it and the Nikon F4 sell for better than $2,000, body only.
+Other standout SLRs introduced in 1988 include the Minolta Maxxum 7000i, an improved, ''second generation'' version of the original Maxxum 7000, which was the camera that started the SLR auto-focusing frenzy. From Canon came the latest in its auto-focusing EOS line, the 750 and 850. Unlike the Maxxum 7000i, which sports a number of jazzy features unavailable on existing Maxxum models, the Canon EOS 750 and 850 are pared-down, budget models. Both lack some of the capabilities of the EOS 650 and the EOS 620. (Canon, unlike other camera makers, saves its lowest numbers for its fancier models.) At the low end of the camera market, 35-millimeter disposables became the latest fad, with Kodak's Fling 35 and Fuji's Quicksnap Flash offering consolation if you forget to bring your everyday camera along on a trip. And 1988 was the year that real 35-millimeter camera production returned to Rochester, in the form of the Kodak S900 Tele, a genuine made-in-the-U.S.A. point and shoot.
+The best news of the year, though, had to do with the variety of new, improved films available to all photographers. Kodak's Ektar 25 is my nominee for print film of the year (and perhaps the decade). Its fine-grain, ultra-sharp formulation lets 35-millimeter users blow their pictures up to exhibition sizes without significant image degradation.
+Ektar 25's sibling, Ektar 1000, is probably the best high-speed print film now available in terms of results, although it isn't the speed champ. Meanwhile, both Kodak and Fuji worked to perfect their lines of amateur-level print films in the ISO 100, 200 and 400 range. Agfa introduced an improved version of its Agfacolor 100 and 200 emulsions.
+Just as color-print photographers now have their pick of excellent films, color-slide users are being treated to new levels of color fidelity, saturation, sharpness and lack of grain. Kodak's Ektachrome HC 100 is the new amateur version of the pros' Ektachrome 100 Plus, just as Kodachrome 200 is the amateur alternative to Kodachrome Pro 200. Together with Fuji's fantastic Fujichrome 50 and 100 films (both pro and non-pro), and Agfa's new Agfachrome 100, Kodak's latest Ektachrome generation gives slide shooters plenty to choose from.
+In the black-and-white arena, now a specialty market, ultra-high-speed films grabbed all the attention. Kodak won the speed sweepstakes with T-Max Professional 3200, a film for taking pictures by moonlight. But Fuji's Neopan 1600 is rated one stop less speedy, but early word is that the major difference between them is more a matter of taste than speed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+The+Year%27s+Innovations+A+Review+of+the+Year%27s+Innovations+Innovations+in+Film+and+Related+Equipment&title=New+York+Times&issn=03624331&date=1989-01-01&volume=&issue=&spage=A.43&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 1, 1989","Just as color-print photographers now have their pick of excellent films, color-slide users are being treated to new levels of color fidelity, saturation, sharpness and lack of grain. Kodak's Ektachrome HC 100 is the new amateur version of the pros' Ektachrome 100 Plus, just as Kodachrome 200 is the amateur alternative to Kodachrome Pro 200. Together with Fuji's fantastic Fujichrome 50 and 100 films (both pro and non-pro), and Agfa's new Agfachrome 100, Kodak's latest Ektachrome generation gives slide shooters plenty to choose from. Other standout SLRs introduced in 1988 include the Minolta Maxxum 7000i, an improved, ''second generation'' version of the original Maxxum 7000, which was the camera that started the SLR auto-focusing frenzy. From Canon came the latest in its auto-focusing EOS line, the 750 and 850. Unlike the Maxxum 7000i, which sports a number of jazzy features unavailable on existing Maxxum models, the Canon EOS 750 and 850 are pared-down, budget models. Both lack some of the capabilities of the EOS 650 and the EOS 620. (Canon, unlike other camera makers, saves its lowest numbers for its fancier models.) At the low end of the camera market, 35-millimeter disposables became the latest fad, with Kodak's Fling 35 and Fuji's Quicksnap Flash offering consolation if you forget to bring your everyday camera along on a trip. And 1988 was the year that real 35-millimeter camera production returned to Rochester, in the form of the Kodak S900 Tele, a genuine made-in-the-U.S.A. point and shoot.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Jan 1989: A.43.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,427029748,"United States, New York, N.Y.",English,1-Jan-89,"PHOTOGRAPHY; NEW MODELS, DESIGN AND PRODUCTS; NINETEEN HUNDRED EIGHTY-EIGHT",New York Times,NEWSPAPER,,,,,,,
+NEWS SUMMARY:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/427008565/se-2?accountid=14586,"LEAD: INTERNATIONAL A3-14 The grievances of Soviet Armenians burst out anew with protesters clashing with army troops in the midst of an international rescue effort. Mikhail Gorbachev lashed out at protest leaders. Page A1
+INTERNATIONAL A3-14 The grievances of Soviet Armenians burst out anew with protesters clashing with army troops in the midst of an international rescue effort. Mikhail Gorbachev lashed out at protest leaders. Page A1
+Catastrophe at one Armenian city, Leninakan, is on a staggering scale: destruction everywhere, coffins in the streets, a smell of death and countless personal tragedies. A1
+News analysis: Mikhail Gorbachev captivated American audiences last week as few figures have done. The Armenian earthquake showed him as a politician, with instincts and problems Americans understand. A10
+A Soviet military plane crashed on a rescue mission to the earthquake-devastated region of Armenia, adding 78 deaths to the casualty list, the official press agency Tass reported. A8
+Labor and Likud parties began talks to form an Israeli coalition government. Among Labor's demands is a revision of the electoral system so that the negotiations of the last few weeks will not be repeated. A3
+Hong Kong is exporting its gangs, other countries fear. The gangs, who prey on the poor, are suspected of moving along with the stream of Chinese leaving Hong Kong to avoid the Communist takeover in 1997. A14
+Mexico will fortify anti-drug efforts and will ''make life miserable for drug traffickers,'' Mexico's new President promised a group of United States congressmen. A5
+A settlement in Namibia is expected to be sought by Angola, Cuba, South Africa and the United States today in renewed efforts to conclude a long-awaited political agreement. A12
+News analysis: A trade conference held in Montreal last week by the 96-nation General Agreement on Tariffs and Trade has set off global bargaining that could mean more open markets in future years. D1
+733 United Nations soldiers who died on peace-keeping missions in troubled areas of the world were remembered in a ceremony in Oslo, Norway's capital. A13
+New pride for Palestinian-Americans A3
+Afghan peace could herald war of sexes A7
+NATIONAL A16-17, B9-12, B16 Japan is pulling ahead of the United States in development of a crucial new technology that will be used to manufacture computer chips beginning in the mid-1990's, scientists warn. A1
+Billions spent on energy projects over the last 20 years failed to achieve success as promised, undermining the Energy Department's credibility. A1
+Airliners that use automation more extensively than ever are about to go into service in the United States. Some experts worry that they may be too advanced, allowing pilots to rely too heavily on machines. A1
+George Bush will inherit a military that is better educated and trained than when Ronald Reagan was elected in 1980. But many of the old problems remain. A1
+The Bush family is adjusting to fame with some embarrassment and some humor. They are elated, of course, but are also apprehensive about living under a national microscope. A1
+Scientists who combine knowledge about the tiniest particles of matter and energy with theories on the universe outlined an international strategy for answering the major questions about the cosmos. B9
+Cocaine and crack in the workplace have created a rapidly growing phenomenon that compounds the effects of drug and alcohol abuse, which cost business more than $100 billion a year, experts say. D1
+Failure has not changed the Bakkers after their loss of the PTL ministry. Nearly a week after Jim Bakker was indicted for fraud, Jim and Tammy were holding services, though in less opulent surroundings. A16
+Flaws in the way the Pentagon buys weapons have been repeatedly identified by panels of business leaders, but few officials have done anything about it, the House Armed Services Committee reported. B14
+Blacks are twice as likely as whites to be suspended from school, physically punished or labeled retarded, a new study finds. It said blacks were also underrepresented in programs for the gifted. A16
+Teachers say they need more support from parents and suffer from a feeling of ''powerlessness in teaching,'' a survey said. A16
+Entitlements for wealthy retirees are becoming an important target in the debate over how to reduce the Federal budget deficit. Consumption taxes on gasoline, alcohol and tobacco are also gaining favor. B11
+School's dance of the century 'was a blast' A17
+WASHINGTON TALK B10
+U.S. and Soviet environment groups joining REGIONAL B1-8 Confusion over subway changes affected riders on the first day of a service expansion in New York City. New maps were scarce, and unintelligible station announcements were of little help. B1
+Staten Island without New York City is on the minds of borough residents. Renewed talk of secession has been prompted by a Supreme Court hearing on whether the Board of Estimate is constitutional. B1
+South Jamaica has become a symbol of the ravages of the crack-based drug culture in New York City. That hurts the Jamaica business district's efforts to reverse a decline that had set in by the 1960's. B1
+Inmate populations continue to soar beyond the capacities of prison systems in the metropolitan area, and officials say drug sweeps and longer sentences for drug offenders are the cause. B1
+Disintegration of Mafia families in the New York metropolitan region was signaled by the assassination of the Gambino organized crime boss, Paul Castellano, on a Manhattan street three years ago Friday. B3
+When journalists telling the news also make it B1
+3 lawsuits question permits to New York sewer plants B3
+One found slain after man, 70, frees 3 hostages and surrenders B3
+The N.H.L. dreads him but Harlem loves him B4
+Neediest Cases B7",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+SUMMARY%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1988-12-12&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 12, 1988","Mexico will fortify anti-drug efforts and will ''make life miserable for drug traffickers,'' Mexico's new President promised a group of United States congressmen. A5 Teachers say they need more support from parents and suffer from a feeling of ''powerlessness in teaching,'' a survey said. A16 South Jamaica has become a symbol of the ravages of the crack-based drug culture in New York City. That hurts the Jamaica business district's efforts to reverse a decline that had set in by the 1960's. B1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Dec 1988: A.2.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427008565,"United States, New York, N.Y.",English,12-Dec-88,,New York Times,Summary,,,,,,,
+Fiat Auto Chief Leaving in Shake-Up,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fiat-auto-chief-leaving-shake-up/docview/426986664/se-2?accountid=14586,"LEAD: Vittorio Ghidella, who guided the Fiat Auto division of the Fiat Group from near-collapse to the top of the European market, has resigned and will leave by the end of the year, the company said today.
+Vittorio Ghidella, who guided the Fiat Auto division of the Fiat Group from near-collapse to the top of the European market, has resigned and will leave by the end of the year, the company said today.
+In a terse statement from its headquarters in Turin, Fiat said Cesare Romiti, the group's chief executive, who himself played a decisive role in the financial turnaround of the last decade, would be nominated to replace Mr. Ghidella while retaining his present position.
+The shake-up came as no surprise, for there have been persistent news reports in recent months about serious personal differences between Mr. Romiti and Mr. Ghidella. Nevertheless, the announcement was major news across Italy, where the slightest sneeze from Fiat, one of the country's largest employers, produces worries that the entire nation may be on the verge of catching a cold. Speculation About Ghidella
+Senior politicians in Rome commented publicly on the Turin developments throughout the day, with some expressing hope that Mr. Ghidella, 57 years old, might be persuaded to manage a state-run enterprise of some sort. There was also intense speculation that he might join the European operations of the Ford Motor Company or the General Motors Corporation.
+In Milan, Italy's financial capital, the stock market seemed to take the announcement in stride. The price of Fiat shares fell by 90 lire, or about 7 cents, representing 1 percent of their value at the close of trading today.
+Financial analysts agreed that Fiat would be hurt by the departure of Mr. Ghidella, an engineer described by several people as ''a car man through and through.'' But the extent of the damage was in dispute. Some argued that Fiat Auto was so big and so successful that the change was unlikely to alter its basic direction. Romiti's Blunt Style
+Besides, they said, the new chief, Mr. Romiti, is a man of proven skills, even though his management style may be different. He is said to be much blunter than the reserved Mr. Ghidella and is known in the Italian press as ''Il Duro,'' or ''The Hard One.''
+''The resignation will be a big loss for Fiat,'' one Italian bank analyst said. ''But of course I don't think that Fiat will die because of this. It is very strong these days.''
+Fiat's official statement praised Mr. Ghidella's work but said that he and other executives differed on ''several essential aspects'' of strategy for the 1990's. Much of the company's attention is now devoted to preserving its strong position beyond 1992, when the European Community plans to drop all internal trade barriers. That change could greatly affect Fiat Auto's dependence on the well-protected Italian market, which accounts for more than half its sales. Remarks by Fiat's Chief
+At a meeting of his senior managers in Turin, Giovanni Agnelli, the strong-willed head of the Fiat Group, said, ''I found myself faced with a conflict over the interpretation of Fiat Auto's role within the group.''
+''For Ghidella, an auto-centered vision prevails,'' company spokesmen quoted Mr. Agnelli as saying. ''For me, Fiat is an industrial holding, and management of all activities of the group must remain in the same holding. Two Fiats do not exist, but only one large group engaged in a difficult international challenge.''
+Although these remarks stressed differences in corporate outlook, a foreign securities analyst said that personal conflicts remained the heart of the matter. In the end, he said, Mr. Agnelli sided with Mr. Romiti. Auto Division's Central Role
+Fiat is a diversified group with interests in telecommunications, aerospace, automation equipment, publishing and bio-engineering. But Fiat Auto is the engine that drives the rest. Its sales of $10.5 billion in the first half of this year accounted for nearly 60 percent of the entire group's total of $17.8 billion.
+In addition, the auto company led in European car sales, with 15.8 percent of the market. The numbers were skewed, however, by the fact that Fiat controls 60 percent of the Italian market.
+It does not do nearly as well in other European countries, and it has not sold any cars in the United States since 1983, when its reputation for poor reliability drove it out of the market. Turnaround Since 1978
+A running joke when Mr. Ghidella took over in 1978 was that Fiat was an acronym for ''Fix it again, Tony.'' The company was also plagued by strikes, terrorists, oil crises and aging equipment. But under Mr. Ghidella - and thanks in large part to huge layoffs and the great success of the small Uno model, Europe's car of the year in 1983 - it posted steady gains. Earnings last year totaled $1.9 billion, a rise of nearly 10 percent from 1986.
+In February, Fiat introduced a new model, the Tipo, which it hopes will carve out a share of the market for midsize cars in Europe.
+Fiat holds a 90 percent stake in the auto manufacturer Ferrari, having increased its holdings from 50 percent after the death last summer of the company founder, Enzo Ferrari.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Fiat+Auto+Chief+Leaving+in+Shake-Up&title=New+York+Times&issn=03624331&date=1988-11-26&volume=&issue=&spage=1.33&au=CLYDE+HABERMAN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Int erest Periodicals--United States,3624331,"Copyright New York Times Company Nov 26, 1988","''The resignation will be a big loss for Fiat,'' one Italian bank analyst said. ''But of course I don't think that Fiat will die because of this. It is very strong these days.'' Fiat's official statement praised Mr. [Vittorio Ghidella]'s work but said that he and other executives differed on ''several essential aspects'' of strategy for the 1990's. Much of the company's attention is now devoted to preserving its strong position beyond 1992, when the European Community plans to drop all internal trade barriers. That change could greatly affect Fiat Auto's dependence on the well-protected Italian market, which accounts for more than half its sales. Remarks by Fiat's Chief ''For Ghidella, an auto-centered vision prevails,'' company spokesmen quoted Mr. Agnelli as saying. ''For me, Fiat is an industrial holding, and management of all activities of the group must remain in the same holding. Two Fiats do not exist, but only one large group engaged in a difficult international challenge.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Nov 1988: 1.33.",11/15/17,"New York, N.Y.",,"CLYDE HABERMAN, Special to the New York Times",New York Times Company,,Newspapers,426986664,"United States, New York, N.Y.",English,26-Nov-88,,New York Times,NEWSPAPER,,,,,,,
+Chase Move Lifts Spirits in Downtown Brooklyn,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chase-move-lifts-spirits-downtown-brooklyn/docview/426983022/se-2?accountid=14586,"LEAD: The Chase Manhattan Corporation announcement that it would shift 5,000 employees to downtown Brooklyn moves the Metrotech office and academic complex beyond the halfway mark in lease commitments and is another indication that the rebirth of the area as the city's third largest business and commercial district is firmly under way.
+The Chase Manhattan Corporation announcement that it would shift 5,000 employees to downtown Brooklyn moves the Metrotech office and academic complex beyond the halfway mark in lease commitments and is another indication that the rebirth of the area as the city's third largest business and commercial district is firmly under way.
+The Deputy Mayor for Finance and Economic Development, Alair A. Townsend, said yesterday that the Chase commitment spurred Metrotech faster than officials had imagined and meant that 62 percent of the space in the complex was committed.
+''It's creating a lot of excitement in Brooklyn and it's creating a lot of excitement in Manhattan,'' she said.
+''Chase has sent a strong signal that they have faith in the economy and the people of Brooklyn,'' Borough President Howard Golden said. ''They made a wise choice. We may have lost the Brooklyn Dodgers, but we got Chase. That's not a bad trade.'' Metrotech, planned to be a 4.7-million-square-foot complex, is being built on a 16-acre wedge of land between the approaches to the Brooklyn and Manhattan Bridges, an area bounded by Tillary Street on the north, Willoughby Street on the south, Jay Street on the west and Flatbush Avenue on the east. Ground-Breaking and Other Plans
+The complex is a partnership of Forest City Enterprises Inc. of Cleveland, Polytechnic University, the city's Public Development Corporation and other agencies.
+The Brooklyn Union Gas Company, which is to move its headquarters to Metrotech, and the Securities Industry Automation Corporation, have signed leases for Metrotech.
+The 11-building complex, which includes a commons, a Center for Advanced Technology and a library for Polytechnic, is expected to cost more than $770 million when it is completed in 1993.
+Metrotech is the biggest development planned for the area. The others are Atlantic Center, an office and residential complex at Flatbush and Atlantic Avenues; Renaissance Plaza, a hotel and office complex on Jay Street; 1 Pierrepont Plaza, an office building on Cadman Plaza West, and Livingston Plaza, an office complex at Livingston and Smith Streets. Negotiations With Hilton
+Metrotech and Renaissance Plaza are much further along than the others. Miss Townsend said the city hoped to announce the first major tenant for Renaissance Plaza, the American Insurance Group, soon. If that deal goes through, more than 50 percent of the space in the five projects will be committed, officials said.
+Officials have been negotiating with the Hilton Hotels Corporation to run the Renaissance Plaza hotel. There are no major hotels in the area now.
+Civic groups have generally supported the rebirth. But many people are concerned about congestion and the loss of low- to moderate-income housing accompanying the changes.
+The chairman of Community Board 2 in the area, Jerry Renzini, said the community backed the projects and hoped improvements of Atlantic and Flatbush Avenues would ease congestion. Effect of 1983 Study
+About $20 million in subway improvements are planned for nearby stations, and each development will include work to improve traffic, the president of the development corporation, James P. Stuckey, said.
+Together, the five projects, which will cost an estimated $2 billion, are expected to attract 37,000 jobs and stimulate the surrounding neighborhoods.
+''Chase's coming to Brooklyn means it reaffirms the original plan for downtown Brooklyn, which the Borough President commissioned from the Regional Plannning Association,'' Mr. Golden's executive assistant, Marilyn Gelber, said. ''The study, completed in June 1983, confirmed that downtown Brooklyn was the third major business district, after Wall Street and midtown Manhattan, and that it had major development sites available.''
+The development momentum picked up speed this year with the opening of 1 Pierrepont Plaza, at Clinton and Pierrepont Streets. Its major tenant, Morgan Stanley, the Wall Street concern, moved 800 computer and back-office workers from Wall Street.
+Another investment concern, Goldman Sachs & Company, then announced that it would also move some computer operations to the new building at the edge of Brooklyn Heights.
+The announcements are expected to lead to more expensive store leases in the Fulton Mall area and to fancier stores there.
+The appeal of the area as a retail corridor, as well as an office center, was confirmed on a recent visit by Robert Campeau, head of the Campeau Corporation, which owns the Abraham & Straus department store and large parcels in the Fulton Street area. Mr. Campeau walked around downtown and said he liked the pedestrian traffic and the promise of new offices, a senior vice president of A. & S., Francesco Cantarella, said.
+''He's aware of what's brewing,'' Mr. Cantarella said. ''His instinct is that this would be an ideal place to put up at least an eight-million-square-foot renovation project that would involve two million square feet of residential space, two million square feet of commercial space and four million square feet of office space.''
+The news of the Chase plan has generated the most excitement among executives. ''Brooklyn likes to win,'' Mr. Cantarella said. ''We've gotten a strong reaction from our customers and employees, who are proud that we won against New Jersey. There is a tremendous spirit that another major financial institution has crossed the river into Brooklyn. That has a lot of symbolism.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chase+Move+Lifts+Spirits+in+Downtown+Brooklyn&title=New+York+Times&issn=03624331&date=1988-11-11&volume=&issue=&spage=B.4&au=Morgan%2C+Thomas&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 1988","''Chase has sent a strong signal that they have faith in the economy and the people of Brooklyn,'' Borough President Howard Golden said. ''They made a wise choice. We may have lost the Brooklyn Dodgers, but we got Chase. That's not a bad trade.'' Metrotech, planned to be a 4.7-million-square-foot complex, is being built on a 16-acre wedge of land between the approaches to the Brooklyn and Manhattan Bridges, an area bounded by Tillary Street on the north, Willoughby Street on the south, Jay Street on the west and Flatbush Avenue on the east. Ground-Breaking and Other Plans ''Chase's coming to Brooklyn means it reaffirms the original plan for downtown Brooklyn, which the Borough President commissioned from the Regional Plannning Association,'' Mr. Golden's executive assistant, Marilyn Gelber, said. ''The study, completed in June 1983, confirmed that downtown Brooklyn was the third major business district, after Wall Street and midtown Manhattan, and that it had major development sites available.'' ''He's aware of what's brewing,'' Mr. [Francesco Cantarella] said. ''His instinct is that this would be an ideal place to put up at least an eight-million-square-foot renovation project that would involve two million square feet of residential space, two million square feet of commercial space and four million square feet of office space.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 1988: B.4.",11/15/17,"New York, N.Y.",NEW YORK CITY BROOKLYN (NYC),"Morgan, Thomas",New York Times Company,,Newspapers,426983022,"United States, New York, N.Y.",English,11-Nov-88,ECONOMIC CONDITIONS AND TRENDS; AREA PLANNING AND RENEWAL; RELOCATION OF BUSINESS; RENTING AND LEASING,New York Times,NEWSPAPER,,,,,,,
+Commerce Dept. Is Sued to Force Adjustment of 1990 Census Plan,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/commerce-dept-is-sued-force-adjustment-1990/docview/426993376/se-2?accountid=14586,"LEAD: A group of civic organizations, states and cities, including New York, Los Angeles and Chicago, filed a lawsuit in Federal District Court in Brooklyn yesterday seeking to force the Commerce Department to adjust the results of the census to be taken in 1990 to account for people inadvertently missed.
+A group of civic organizations, states and cities, including New York, Los Angeles and Chicago, filed a lawsuit in Federal District Court in Brooklyn yesterday seeking to force the Commerce Department to adjust the results of the census to be taken in 1990 to account for people inadvertently missed.
+In a case that could have major implications for allocating Federal aid and reapportioning Congressional districts, the cities contend that the Census Bureau was prepared to make statistical adjustments to compensate for undercounting, especially of minority groups, but that it was overruled last year by the Commerce Department, its parent body.
+''This is one of the most important civil rights issues in the country today,'' said Peter L. Zimroth, the chief lawyer for New York City, the lead plaintiff in the suit. ''To the extent that minorities, blacks and Hispanics in the inner cities are undercounted, their vote is diluted.'' Democrats Favor Adjustment
+Democrats in Congress have supported adjusting the count, but Republican leaders have opposed the idea. The census figures will be used to reapportion Congressional seats within several months of the census, and an adjustment would probably benefit the Democrats in big cities, where Democrats outnumber Republicans.
+Mayor Koch of New York called the undercounting ''a form of statistical grand larceny'' and said, ''We're not going to take it anymore.'' Federal aid for programs from education to housing is dispensed to localities according to population, and lawyers for the cities said millions of dollars were at stake.
+The Census Bureau has long acknowledged that it undercounts the population, although the best estimates suggest that only about 1 percent of the total was missed in the last census, in 1980. But the bureau estimates that the undercounting of blacks is 5 or 6 percentage points higher, since it is hard to reach the inner-city neighborhoods where many share addresses, fail to answer questionnaires and distrust government.
+Officials of the Commerce Department last year rejected any adjustment, saying it would be technically troublesome and would create more problems than it would solve. Such groups as the National Academy of Sciences and the American Statistical Association have urged the department to reverse its decision.
+The suit filed yesterday was joined New York State, California, Dade County in Florida, the United States Conference of Mayors, the National League of Cities, the National Association for the Advancement of Colored People, and other individuals and groups. The case has been assigned to Judge Joseph M. McLaughin, but no date has been set for a hearing.
+The Commerce Department referred calls seeking comment to the Justice Department. A spokeswoman there, Amy Brown, said the department had not yet received copies of the suit and could not comment. Statistician Reverses Stand
+The lawsuit includes an affidavit from Barbara Bailar, who resigned as the top statistician in the Census Bureau last year in protest against the decision not to make the adjustment. Her affidavit asserts that the Commerce Department kept its decision secret for several months and that the decision was ''arbitrary'' and ''substantively flawed.''
+Ms. Bailar opposed making adjustments to the last census on the ground that there was then no adequate means available, and she was the chief government witness in an earlier unsuccessful suit by New York City over the 1980 results. But she changed her position after years of research on the question, and told a Congressional committee last year that the decision not to make an adjustment ''should raise serious suspicions in the public mind about the fairness and objectivity of the census.''
+Legislation to require the bureau to make the adjustments has been pending in Congress since last year, but Mr. Zimroth said yesterday that it was ''going nowhere.'' He said the cities had decided to sue now because making the adjustment would require substantial advance planning.
+On its own, the Census Bureau has been moving for the last several years to reduce its undercounting, especially of minorities. Hoping to head off criticism, it is conducting dry runs across the country, increasing automation to speed publication of results and planning more intensive follow-up canvassing of neighborhoods.
+The bureau is also planning a public relations campaign urging all Americans to participate. Local officials have been urged to spread the word about the importance of the census.
+Lawyers said the suit was filed in Brooklyn because it was an area in which undercounting was believed to be especially severe.
+The plan originally devised by the Census Bureau to adjust the figures would involve a random sample survey of 300,000 households, the largest ever made, to be conducted in July 1990 after the regular April census of every household. The bureau would use computers to match the names of those counted in July against those counted in April, a job some statisticians have argued would be more difficult that its supporters believe.
+The Government could then determine how many people in the sample were counted both in April and July, and how many in only one month or the other. By assuming that the random July survey counted the same proportion of those counted or missed in April, it could theoretically calculate the actual population in a given area.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Commerce+Dept.+Is+Sued+to+Force+Adjustment+of+1990+Census+Plan&title=New+York+Times&issn=03624331&date=1988-11-04&volume=&issue=&spage=A.1&au=Purdum%2C+Todd+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 4, 1988","''This is one of the most important civil rights issues in the country today,'' said Peter L. Zimroth, the chief lawyer for New York City, the lead plaintiff in the suit. ''To the extent that minorities, blacks and Hispanics in the inner cities are undercounted, their vote is diluted.'' Democrats Favor Adjustment Mayor Koch of New York called the undercounting ''a form of statistical grand larceny'' and said, ''We're not going to take it anymore.'' Federal aid for programs from education to housing is dispensed to localities according to population, and lawyers for the cities said millions of dollars were at stake. The lawsuit includes an affidavit from Barbara Bailar, who resigned as the top statistician in the Census Bureau last year in protest against the decision not to make the adjustment. Her affidavit asserts that the Commerce Department kept its decision secret for several months and that the decision was ''arbitrary'' and ''substantively flawed.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Nov 1988: A.1.",11/15/17,"New York, N.Y.",,"Purdum, Todd S",New York Times Company,,Newspapers,426993376,"United States, New York, N.Y.",English,4-Nov-88,"POPULATION; CENSUS; SUITS AND CLAIMS AGAINST GOVERNMENT; MINORITIES (ETHNIC, RACIAL, RELIGIOUS); BLACKS (IN US); SPANISH-SPEAKING GROUPS (US); FEDERAL AID (US); REAPPORTIONMENT",New York Times,NEWSPAPER,,,,,,,
+VIDEO; AWARDS FOR VIDEO GER,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/video-awards-ger/docview/426961334/se-2?accountid=14586,"LEAD: The familiar proverb notwithstanding, the recognition of better mousetraps is by no means automatic. It is difficult for the more casual customers to spot superior designs in the competitive whirl. Somebody has to point them out. That is the intended purpose of the newly instituted Grand Prix for outstanding designs in video equipment.
+The familiar proverb notwithstanding, the recognition of better mousetraps is by no means automatic. It is difficult for the more casual customers to spot superior designs in the competitive whirl. Somebody has to point them out. That is the intended purpose of the newly instituted Grand Prix for outstanding designs in video equipment. Recently awarded for the first time by Audio-Video International, a prominent trade publication, the honorific prize represents the choice of an independent committee of technical experts. A previous column reported on the winners among television sets.
+Today the spotlight shifts to VCR's and camcorders that were singled out for special recognition. Many budget-minded viewers willingly forgo certain refinements in a VCR for the sake of lower prices. This accounts for the continued popularity of so-called basic models, which dispense with high-fidelity and stereo sound. However, the award winners in this group are by no means minimalist bare-bones models. Even low-priced VCR's nowadays offer a variety of features beyond the basic functions of recording and playback.
+For example, Mitsubishi's HS-359UR ($399) has an index search system allowing viewers to locate quickly the start of up to 19 different programs on a tape. Other useful features include variable-speed slow-motion, scanning of preselected channels, and a two-week timer.
+Another cited model - the NEC N926U ($529) also boasts a long list of useful features, including search for the start of various recorded programs and variable speed for slow motion. The timer can be set three weeks in advance. The third winner in the basic low-cost group, RCA's VTP390 ($429), was noted by the selecting jury for its jitter-free still-frame display, slow-motion and single-frame advance. All three winners in this group are equipped with remote control. Next to be critically winnowed by the awards committee were VCR's with high-fidelity stereo sound. In this group, JVC's HR-S8000U was the only winning model with image-enhancing Super-VHS. This feature almost doubles the usual horizontal resolution to 400 lines. As a result, it is capable of far greater image detail than models without Super-VHS. It is also the only one in this group employing digital circuitry for special effects.
+This accounts for still-frame and slow-motion display equal in steadiness and detail to what is seen during the regular tape-run. All this, along with a long list of elaborate refinements, hikes the price of the JVC HR-8000U to a hefty $1,599, making it the most expensive model in the group.
+NEC's DX-5000U ($1,349) won honors for its advanced use of digital techniques. Unlike all the others, this model employs digital circuits not only for special effects but also to reduce the grainy character of the picture from poorly recorded tapes. This is particularly useful when viewing tapes that are copies of other tapes, because such copies naturally tend to be very grainy in texture.
+Viewers who want stereo high-fidelity in a VCR at relatively low cost may find that the third winner - Mitsubishi's HS-413 ($629) - fills their needs. It offers a fine picture, splendid sound and no frills.
+Among camcorders, the three winners included two models operating in the 8-millimeter format - Sony's CCD-V9 ($1,800) and the Canon VM-E70 ($1,599). In Sony's case, the reasons given for the selection included the high-resolution solid-state image sensor and the uncommonly precise color separation into the red, green and blue components. Jointly, these accomplishments account for detailed and accurately colored video recordings that lend themselves readily to the making of high-quality copies. This is an important consideration in the 8-millimeter format where footage shot afield is often dubbed onto VHS cassettes for ready insertion into home VCR's.
+Other decisive considerations for the award were a high-speed shutter that catches even the fastest action without a blur. The award also cited the exceptionally good light sensitivity (5 lux), which permits shooting under almost any prevailing light conditions, and the inclusion of delete and insert functions that make this camcorder a useful editing device.
+The Canon VM-E70 was cited for outstanding simplicity of operation, owing to extensive automation. Like all 8-millimeter camcorders, the Canon boasts high-fidelity sound (mono only), and its exceptionally light weight - a mere 2.4 pounds - also influenced the selection of this winner.
+It is not surprising that JVC's GR-S55U ($2,195) captured its share of glory. As one of the few camcorders designed for Super-VHS, it delivers pictures of splendid sharpness (400 lines of horizontal resolution), which are fully compatible with standard VHS playback equipment. The small VHS-C cassette has to be mounted in a special adapter and a Super-VHS monitor screen is required for bringing out all the pictorial finesse of tapes taken with this camcorder. It boasts a plethora of useful operating features combined with admirable simplicity of operation.
+Of course, there were many runners-up in this contest, and the committee admits that in many instances the prizes were awarded by very narrow margins. Canny shoppers may therefore want to compare the mentioned models with close competitors before making their own choice.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=VIDEO%3B+AWARDS+FOR+VIDEO+GER&title=New+York+Times&issn=03624331&date=1988-10-23&volume=&issue=&spage=A.16&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 23, 1988","Another cited model - the NEC N926U ($529) also boasts a long list of useful features, including search for the start of various recorded programs and variable speed for slow motion. The timer can be set three weeks in advance. The third winner in the basic low-cost group, RCA's VTP390 ($429), was noted by the selecting jury for its jitter-free still-frame display, slow-motion and single-frame advance. All three winners in this group are equipped with remote control. Next to be critically winnowed by the awards committee were VCR's with high-fidelity stereo sound. In this group, JVC's HR-S8000U was the only winning model with image-enhancing Super-VHS. This feature almost doubles the usual horizontal resolution to 400 lines. As a result, it is capable of far greater image detail than models without Super-VHS. It is also the only one in this group employing digital circuitry for special effects. Among camcorders, the three winners included two models operating in the 8-millimeter format - Sony's CCD-V9 ($1,800) and the Canon VM-E70 ($1,599). In Sony's case, the reasons given for the selection included the high-resolution solid-state image sensor and the uncommonly precise color separation into the red, green and blue components. Jointly, these accomplishments account for detailed and accurately colored video recordings that lend themselves readily to the making of high-quality copies. This is an important consideration in the 8-millimeter format where footage shot afield is often dubbed onto VHS cassettes for ready insertion into home VCR's.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Oct 1988: A.16.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,426961334,"United States, New York, N.Y.",English,23-Oct-88,"RECORDING EQUIPMENT; AWARDS, DECORATIONS AND HONORS",New York Times,NEWSPAPER,,,,,,,
+Economic Scene; User-Friendly Technical Fixes,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economic-scene-user-friendly-technical-fixes/docview/426857000/se-2?accountid=14586,"LEAD: WITH prices stable, the trade deficit improving and the Reagan boom perking into its sixth year, the performance of the American economy is confounding the doomsayers. Well, not quite all the doomsayers. Productivity growth, the most important measure of the economy's ability to sustain prosperity in the long run, has been drifting south for two decades.
+WITH prices stable, the trade deficit improving and the Reagan boom perking into its sixth year, the performance of the American economy is confounding the doomsayers. Well, not quite all the doomsayers. Productivity growth, the most important measure of the economy's ability to sustain prosperity in the long run, has been drifting south for two decades. Unless the trend is soon reversed, it will be felt in stagnating incomes and increasingly bitter divisions over Government priorities.
+Actually, the latest figures show that output per hour of work rose a cheery 3.6 percent in the first quarter. But few analysts are in a mood to break out the Taittinger on the strength of one good quarter after years of results that hardly merited a toast in Calvin Cooler. Annual gains in productivity have averaged just 1.4 percent since 1981, down from 2.7 percent between 1947 and 1968.
+Why the leveling off and why now? Snippets of evidence support every theory from the high cost of pollution abatement to deterioration in workers' skills. But most studies suggest that a slowdown in technological change explains much of the decline.
+Identifying the culprit as technology only answers one riddle with another. Scientific advance hardly seems to be slowing. Why isn't this rapid, even accelerating, progress showing up in productivity gains?
+Martin Neil Bailey and Alok K. Chakrabarti, authors of the Brookings Institution's new study, ''Innovation and the Productivity Crisis,'' provide the most satisfying answer to date. The key problem, they argue, lies in the increasing difficulty in adapting new techniques to the workplace. Their conclusion, based on a series of industry studies, offers a boost to the unfashionable view that more Government intervention rather than less is needed to keep the growth machine moving.
+The obvious link between science and productivity is research and development. Industry-financed R.&D. grew at about 6 percent annually, but the rate of growth tailed off in the 1970's. Could that explain the crisis?
+Not really. Output growth slowed almost as much as R.&D. spending during the 1970's, keeping the ratio between the two nearly constant. At most, the failure of corporations to maintain the rapid growth in research outlays accounted for 10 to 20 percent of the decline in productivity growth. The more important slippage, the Brookings analysts maintain, came elsewhere.
+America has long been the leader in computer technology. But the United States machine tool industry fell far behind European and Japanese rivals in computerization. America is ahead in developing the software for office automation, but the technology has yet to make a dent in white-collar productivity. Similarly, commanding leads in materials science, electricity generation and bio-engineering have been left unexploited.
+The temptation is to pin the blame on all those newly minted M.B.A.'s who know everything there is to know about Eurodollar swaps, but cannot tell the difference between a RAM and a ROM. Messrs. Bailey and Chakrabarti do not see it that way. They believe managers are slower to innovate because new technologies are inherently riskier to put into use than the less exotic advances of the 1950's and 1960's.
+How to convince them to press on? Economic advisers to both Michael Dukakis and George Bush favor renewal of the expiring tax credit for private research. That would certainly make sense since all the evidence suggests that the social return to R.&D. is very high. But it is a holding action at best, and one that fails to address the key issue of smoothing the bumpy path from laboratory to production line. Here, the Brookings researchers' fixes are bound to be controversial.
+Everyone sees the value of publicly financed basic research and private development of end-user technology. The Brookings analysts focus on ''middle-ground'' research. Such projects typically have immediate commercial potential, they argue, but the results are so easily appropriable by competitors that corporations have little incentive to pursue them. To get the job done, they say, the Government must sweeten the effort with cash.
+The catch is that someone must pick the potential winners, and Washington's record in applied research is far from encouraging. Multibillion-dollar investments in synthetic fuels and nuclear breeder technology were wasted. And the Sematech consortium's research in manufacturing technology for memory chips has already been dismissed by some critics as a boondoggle.
+The best case for risking the money is that the stakes are unimaginably high. An increase in productivity growth of just one-tenth of 1 percent would add $50 billion to G.N.P. in a decade. And with hundreds of billions of dollars at stake, even long shots can look interesting.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Economic+Scene%3B+User-Friendly+Technical+Fixes&title=New+York+Times&issn=03624331&date=1988-06-15&volume=&issue=&spage=D.2&au=Passell%2C+Peter&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 15, 1988","Martin Neil Bailey and Alok K. Chakrabarti, authors of the Brookings Institution's new study, ''Innovation and the Productivity Crisis,'' provide the most satisfying answer to date. The key problem, they argue, lies in the increasing difficulty in adapting new techniques to the workplace. Their conclusion, based on a series of industry studies, offers a boost to the unfashionable view that more Government intervention rather than less is needed to keep the growth machine moving. The temptation is to pin the blame on all those newly minted M.B.A.'s who know everything there is to know about Eurodollar swaps, but cannot tell the difference between a RAM and a ROM. Messrs. Bailey and Chakrabarti do not see it that way. They believe managers are slower to innovate because new technologies are inherently riskier to put into use than the less exotic advances of the 1950's and 1960's. Everyone sees the value of publicly financed basic research and private development of end-user technology. The Brookings analysts focus on ''middle-ground'' research. Such projects typically have immediate commercial potential, they argue, but the results are so easily appropriable by competitors that corporations have little incentive to pursue them. To get the job done, they say, the Government must sweeten the effort with cash.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 June 1988: D.2.",11/15/17,"New York, N.Y.",,"Passell, Peter",New York Times Company,,,426857000,"United States, New York, N.Y.",English,15-Jun-88,UNITED STATES ECONOMY; PRODUCTIVITY,New York Times,NEWSPAPER,,,,,,,
+EDUCATION; Technology: A Call for Integration in New Wave of Reform,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/education-technology-call-integration-new-wave/docview/426690102/se-2?accountid=14586,"LEAD: A recent report by the National School Boards Association in Alexandria, Va., says a lack of progress in integrating technology into the nation's public schools puts most students at risk of remaining technologically backward while a privileged few gain from high-technology education. Following are excerpts from the report, ''Technology and Transformation of Schools,'' which was written by Dr.
+A recent report by the National School Boards Association in Alexandria, Va., says a lack of progress in integrating technology into the nation's public schools puts most students at risk of remaining technologically backward while a privileged few gain from high-technology education. Following are excerpts from the report, ''Technology and Transformation of Schools,'' which was written by Dr. Lewis J. Perelman, a consultant on education policy and management.
+Technology has an essential, but not independent, role to play in meeting the demand for a vastly more productive education system. Technology must be viewed broadly, embracing all the components of an education system, not just as an ''add-on'' to an established educational infrastructure. Meaningful technological change of schools will depend on a comprehensive . . . process, integrating technical systems, human resources, management and organization.
+The exploding opportunity for cost-effective learning offered by the rapid advance of information technologies and cognitive science, in contrast with the historic high costs and slow pace of improvement of schools, is fomenting the ''third wave'' of education reform since World War II. the first wave was concerned with access to equal opportunity. The second wave was concerned with raising the standards of educational achievement, or what is now fashionable to call excellence.
+The emerging third wave of education reform is concerned mainly with productivity. The goal of previous reform ''waves'' was to achieve more by investing more resources in education. But further improvement of American education in most cases will require finding ways to use available resources with ever-greater efficiency and effectiveness.
+An important lesson for schools from extensive experience in factories and offices is that changes in organization, management and human resources account for about 80 percent of the potential productivity gains from automation. Hardware and software alone are a relatively small part of the story.
+Another lesson that's crucial . . . is that there must be room for serendipity. Discovering the new, unexpected possibilities a technology offers is at least as important as demonstrating and promoting its obvious applications.
+In general, public education's structure of barriers and incentives is unfavorable to innovation. . . .
+The mass of educational research and experimentation actually may obstruct innovation. Experimental ''failures'' provide ammunition to innovation's opponents. And, while experiments proceed, mainstream changes are deferred.
+These problems are compounded by the ''add-on'' syndrome: relying on ''soft,'' grant money from outside sources to finance attempted innovations that are simply added on to the established system, leaving the core unaltered.
+Reforms aimed at ''fixing the schools'' for children are not going to do much to make the American work force more productive or competitive for at least a generation, if ever. Over three-quarters of the people who will comprise the American work force in 2002 are adults today. Twenty to 40 percent of the current adult population is functionally or at least marginally illiterate. Roughly half the work force needs substantial retraining or re-education every five to seven years either to remain competent in fast-changing jobs or to make career shifts.
+What all this means is that, if we could wave a magic wand and create perfect elementary and secondary schools tomorrow, the result would not have a major impact on the U.S. work force for 20 to 30 years.
+Transforming education does not require (and cannot wait for) building a consensus but rather demands building a constituency - a coalition - sufficiently powerful to overcome bureaucratic inertia. That constituency resides for the most part outside the education system. Constituents need to be told what needs to be done, why, how it will benefit them, and what they must do to make the desired change happen.
+If the output of the district's strategizing effort is just a ''Chinese menu'' of ad hoc projects, programs and policies for ''fixing'' the schools, it will not have broken the cycle of futile reformism. Transformation requires a systems approach. A bunch is not a system. . . . No one idea or innovation can be considered ''good'' or ''bad'' or as a solution in itself. Any important change, any true innovation, will both demand and precipitate changes elsewhere in the education system.
+We can never do merely one thing. Useful innovations in instructional technology alter the power relationships between student and teacher, among school personnel, and between the school and its environment. Real compensation increases can be justified economically only by the improved productivity that new technical systems may help achieve. Choice and competition provide the payoff for innovation and productivity that a bureaucratic organizational structure lacks.
+Technological transformation and social transformation are one. The system is the solution. PAYING THE PROFESSORS College faculty salaries in the U.S.
+ 
+ 
+Average
+Public,
+State
+Private
+Private",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EDUCATION%3B+Technology%3A+A+Call+for+Integration+in+New+Wave+of+Reform&title=New+York+Times&issn=03624331&date=1987-12-23&volume=&issue=&spage=B.10&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 23, 1987","A recent report by the National School Boards Association in Alexandria, Va., says a lack of progress in integrating technology into the nation's public schools puts most students at risk of remaining technologically backward while a privileged few gain from high-technology education. Following are excerpts from the report, ''Technology and Transformation of Schools,'' which was written by Dr. Lewis J. Perelman, a consultant on education policy and management. These problems are compounded by the ''add-on'' syndrome: relying on ''soft,'' grant money from outside sources to finance attempted innovations that are simply added on to the established system, leaving the core unaltered. If the output of the district's strategizing effort is just a ''Chinese menu'' of ad hoc projects, programs and policies for ''fixing'' the schools, it will not have broken the cycle of futile reformism. Transformation requires a systems approach. A bunch is not a system. . . . No one idea or innovation can be considered ''good'' or ''bad'' or as a solution in itself. Any important change, any true innovation, will both demand and precipitate changes elsewhere in the education system.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Dec 1987: B.10.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426690102,"United States, New York, N.Y.",English,23-Dec-87,EDUCATION AND SCHOOLS; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+U.S. Bureau for Water Projects Shifts Focus to Conservation,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-bureau-water-projects-shifts-focus/docview/426622829/se-2?accountid=14586,"LEAD: The Interior Department's Bureau of Reclamation, which for 85 years built the dams and water projects that spurred the development of the American West, today announced a radical change in its mission.
+The Interior Department's Bureau of Reclamation, which for 85 years built the dams and water projects that spurred the development of the American West, today announced a radical change in its mission.
+Instead of constructing big water and power projects, the Federal agency will concentrate on managing the existing projects, conserving water and assuring good water quality and environmental protection.
+The bureau will be completely reorganized and its 8,000-member staff will be cut by as much as 50 percent over the next decade. Both the staff reduction and a move of its headquarters from Washington to Denver will begin early next year.
+In large measure, the reorganization is a recognition of political and economic realities over which the bureau has no control. Congress has already cut down drastically on spending for water projects, and the budget proposed by President Reagan this year provides no money to plan for any new projects. Interior Secretary Donald P. Hodel said earlier this year that the era of the big dam was over. Some Projects Would Continue
+The reorganization would not affect big water projects already authorized by Congress, including the Central Arizona and Central Utah irrigation and water supply projects.
+James W. Ziglar, Assistant Interior Secretary for Water and Science, called the reorganization ''a new beginning for the Bureau of Reclamation.''
+''The bureau largely has accomplished the job for which Congress created it in 1902, namely, to reclaim the arid West,'' Mr. Ziglar said at a news conference at the Interior Department today. But now, he said, the bureau that created such engineering wonders as the Hoover and Grand Coulee dams would change ''from a construction company to a resource management organization.''
+Environmentalists, who had frequently attacked bureau projects as environmentally destructive and wasteful, welcomed today's announcement but said that the reorganization was belated and did not go far enough.
+Edward R. Osann, director of the National Wildlife Federation's water resources program, said, ''It is gratifying that the Department of the Interior is belatedly recognizing that the original mission of the agency is largely accomplished.'' But he complained that the reorganization seemed ''to be placing a great premium on agency survival and shielding the big projects that remain to be built.'' Bureau Projects Attacked
+He said that both the construction and operation of many of the bureau's projects ''have brought about enormous environmental damage,'' including ''destroying natural rivers, depleting stream flows and contaminating surface and groundwater with salts and pesticides from irrigation projects.''
+Brent Blackwelder, vice president of the Environmental Policy Institute, another Washington-based environmental organization, said it was good news that the Government would no longer finance ''incredible boondoggles'' and suggested that there may no longer be a reason for the Bureau of Reclamation to exist at all. He contended its remaining tasks could be handled by the Army's Corps of Engineers.
+Marcus G. Faust, a lawyer for the Central Utah Water Conservancy, which is sponsoring the Central Utah Project, said the reorganization would be worthwhile if it increased efficiency at the bureau, thereby cutting costs on construction projects.
+Representative George Miller, the California Democrat who is chairman of the House Interior Committee's Water and Power Resources Subcommittee, said that the action today was no more than a recognition by the bureau ''that its glory days of pouring concrete are over.''
+''I continue to be troubled by the massive subsidies to rich farms at taxpayer expense,'' he said, referring to the bureau's subsidized water programs. Mr. Miller said the reorganization did not address this issue. A Change in 'Public Values'
+At the news conference today, Mr. Ziglar of the Interior Department said that the reorganization was dictated by a number of factors in addition to the completion of the bureau's original mission. He cited large Federal deficits that required cuts in Federal spending, a change in the agricultural economy that has lowered the demand for irrigation water, and a change in ''public values'' that now place more emphasis on protecting the environment and on recreation.
+While the agency's construction activities will continue until authorized projects are completed, they will be given lower priority than environmental protection. Other high priority tasks include water conservation, ground water management, which Mr. Ziglar called ''one of the hottest issues,'' improving the power production at existing hydroelectric projects and increasing the automation of major projects.
+In addition to moving its headquarters to Denver, the bureau intends to close its Southwest regional office in Amarillo, Tex.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Bureau+for+Water+Projects+Shifts+Focus+to+Conservation&title=New+York+Times&issn=03624331&date=1987-10-02&volume=&issue=&spage=A.11&au=PHILIP+SHABECOFF%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 2, 1987","''The bureau largely has accomplished the job for which Congress created it in 1902, namely, to reclaim the arid West,'' Mr. [James W. Ziglar] said at a news conference at the Interior Department today. But now, he said, the bureau that created such engineering wonders as the Hoover and Grand Coulee dams would change ''from a construction company to a resource management organization.'' Edward R. Osann, director of the National Wildlife Federation's water resources program, said, ''It is gratifying that the Department of the Interior is belatedly recognizing that the original mission of the agency is largely accomplished.'' But he complained that the reorganization seemed ''to be placing a great premium on agency survival and shielding the big projects that remain to be built.'' Bureau Projects Attacked He said that both the construction and operation of many of the bureau's projects ''have brought about enormous environmental damage,'' including ''destroying natural rivers, depleting stream flows and contaminating surface and groundwater with salts and pesticides from irrigation projects.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Oct 1987: A.11.",11/15/17,"New York, N.Y.",,"PHILIP SHABECOFF, Special to the New York Times",New York Times Company,,Newspapers,426622829,"United States, New York, N.Y.",English,2-Oct-87,WATER,New York Times,NEWSPAPER,,,,,,,
+VIDEO; THE THREE FCES OF CAMCORDERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/video-three-fces-camcorders/docview/426521310/se-2?accountid=14586,"LEAD: THE BEGINNING OF THE vacation season has sent sales of camcorders soaring. These handy camera/ recorder combinations have captured the imagination of Americans much as home movies did a few decades ago. Or, to draw earlier parallels, you might say that the camcorder is today what diary and sketchpad were to
+THE BEGINNING OF THE vacation season has sent sales of camcorders soaring. These handy camera/ recorder combinations have captured the imagination of Americans much as home movies did a few decades ago. Or, to draw earlier parallels, you might say that the camcorder is today what diary and sketchpad were to Victorian travelers.
+If rosy predictions prove true, nearly four million of these clever devices will be sold this year in the United States alone. Among all these buyers, three distinct groups are emerging. The largest consists of those who do their videotaping in a fairly casual manner - much like taking snapshots - and willingly forgo a small margin of image quality for the sake of convenience. These buyers opt for camcorders working in the VHS-C format, which combines compactness with the ability to play the tapes in any VHS home recorder, although a special adapter is required for each cassette.
+The second group, more quality-conscious, tends to choose 8-millimeter camcorders, which, in general, yield somewhat sharper pictures with clearer colors. Compared to VHS-C, the difference is slight, but to some buyers it seems decisive. Typically, they are experienced photographers who already own a good camera and have become sensitive to such minor increments in picture quality.
+As a rule, 8-millimeter camcorders serve as their own playback devices. Since their cassettes do not fit into ordinary home VCR's, the camcorder itself is connected to the TV set for playback. For some video fans, the superior sound attainable in the 8-millimeter format also influences their choice.
+A third, far smaller, group opts for so-called full-size camcorders, which are bulkier and heavier but use regular VHS or Beta cassettes. They yield the best picture now available in any home video recording format and offer the most elaborate array of operating controls. Their main appeal is to serious videophiles with semi-professional aspirations.
+Among the popular VHS-C models, the JVC GR-C7U and the Zenith VM-6200 are virtually identical, and both are priced at $1,500. It is essentially the same model sold by different companies under different brand names. Either way, it's a winner.
+Its light weight (2.9 pounds) and small dimensions (7x5x9 inches) make it easy to hold in the hand, and the controls are so thoughtfully arranged that shooting becomes virtually automatic after a few tries. Much of it is, in fact, automatic - focus, exposure and color balance - so even novice videographers stand a good chance at getting pleasing results.
+Both cameras come equipped with an electronically driven zoom lens and a solid-state image sensor. Like all VHS-C models, they can record continuously for 20 minutes in the high-quality SP mode or one hour in the extended play (EP) mode, with the longer recording time being gained at the expense of picture quality. The only weakness in this otherwise excellent design is that the relatively low light sensitivity of these camcorders makes it hard to shoot footage at dusk or in dark corners. Under normal light conditions, however, there should be no problem.
+When it comes to 8-millimeter camcorders, Sony and Canon lead the field. Since its introduction a few months ago, the Canon VM-E2 ($1,699) has gained an enviable reputation for color accuracy among the serious aficionados as well as for the swiftness and precision of its automatic focus. It is also remarkable for its exceptional light sensitivity, which enables it to differentiate subleties of shading even in shaded areas. It also has what is called a flying erase head, which makes smooth, glitch-free transitions between successive takes. One can even fade in or fade out any given shot. Although equipped with abundant operating features and refinements, the Canon VM-E2 keeps its weight down to 3 1/2 pounds and its dimensions to 6x6x11 inches.
+As the originator of 8-millimeter technology, Sony certainly earned its place in the front ranks and maintains it with the new Model CCD-V110. This design is an engineering tour de force aimed at creating a full-featured camcorder in the miniature format. To accomplish this, the unit had to be a little heavier than most other 8-millimeter designs, weighing 5 1/4 pounds, but it includes such semi-professional features as a device to mark the date and time of each take as well as several aids to mark the start and end of a sequence for subsequent editing. There are even provisions for time-lapse recording - helpful to those who want to tape phenomena taking place over long time spans, such as the unfolding of a flower.
+While the CCD-V110 has a full complement of automatic functions, it also allows the user to override all this automation to create special effects. In short, this $1,699 item is intended for serious videophiles wanting maximum flexibility.
+Finally, there is at least one significant innovation among full-size camcorders. Zenith has introduced the first VHS camcorder capable of high-fidelity sound.This model, the Zenith VM7100, weighs 3 1/4 pounds, measures 8x6x13 inches and sells for $1,795.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=VIDEO%3B+THE+THREE+FCES+OF+CAMCORDERS&title=New+York+Times&issn=03624331&date=1987-06-21&volume=&issue=&spage=A.29&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 21, 1987","If rosy predictions prove true, nearly four million of these clever devices will be sold this year in the United States alone. Among all these buyers, three distinct groups are emerging. The largest consists of those who do their videotaping in a fairly casual manner - much like taking snapshots - and willingly forgo a small margin of image quality for the sake of convenience. These buyers opt for camcorders working in the VHS-C format, which combines compactness with the ability to play the tapes in any VHS home recorder, although a special adapter is required for each cassette. When it comes to 8-millimeter camcorders, Sony and Canon lead the field. Since its introduction a few months ago, the Canon VM-E2 ($1,699) has gained an enviable reputation for color accuracy among the serious aficionados as well as for the swiftness and precision of its automatic focus. It is also remarkable for its exceptional light sensitivity, which enables it to differentiate subleties of shading even in shaded areas. It also has what is called a flying erase head, which makes smooth, glitch-free transitions between successive takes. One can even fade in or fade out any given shot. Although equipped with abundant operating features and refinements, the Canon VM-E2 keeps its weight down to 3 1/2 pounds and its dimensions to 6x6x11 inches.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 June 1987: A.29.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,426521310,"United States, New York, N.Y.",English,21-Jun-87,RECORDING EQUIPMENT,New York Times,NEWSPAPER,,,,,,,
+BUSINESS FORUM: CAN SERVICES SURVIVE WITHOUT MANUFACTORING?; THE MYTH OF A POST-INDUSTRIAL ECONOMY,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-forum-can-services-survive-without/docview/426502211/se-2?accountid=14586,"LEAD: IN THE 1960's, when Americans still looked to the future with unbounded optimism, analysts such as Daniel Bell and, later on, popularizers such as Alvin Toffler, confidently predicted an imminent and historic transition from a dirty and dank industrial era to a lean, clean information age - the post-industrial economy.
+IN THE 1960's, when Americans still looked to the future with unbounded optimism, analysts such as Daniel Bell and, later on, popularizers such as Alvin Toffler, confidently predicted an imminent and historic transition from a dirty and dank industrial era to a lean, clean information age - the post-industrial economy. Today, that vision has become the accepted wisdom that guides policy. But it is guiding policy the wrong way.
+The fact is, manufacturing matters mightily to the wealth and power of the United States and to our ability to sustain an open society. If we want to stay on top - or even high up - we cannot shift out of manufacturing and into a service-based post-industrial economy.
+We must reorganize production, not abandon it; automate, not emigrate. The difference is decisive for both American companies and society. Companies will not long be able to control what they cannot produce competitively. Society cannot lose mastery and control of manufacturing and expect to develop the high-wage service jobs that define post-industrialism.
+The reason is clear and simple, involving what we call direct linkages: A substantial core of service employment is tightly tied to manufacturing. It is a complement, not a substitute or successor, to manufacturing. Lose manufacturing and we will lose - not develop - high-wage service jobs.
+In such countries as Japan, France, Sweden, West Germany and Brazil, this view guides national policy and corporate strategy. But in America, the dominant view in academic, Government and corporate thinking is different. It celebrates the advent of the post-industrial economy and prepares lists of sunset industries to be written off.
+The New York Stock Exchange put it clearly in a study of competitiveness: ''A strong manufacturing sector is not a requisite for a prosperous economy.'' Forbes Magazine advises that ''instead of ringing in the decline of our economic power, a service-driven economy signals the most advanced stage of development.''
+President Reagan made the same point in explaining away what many take to be the troubling performance of American industry: ''The move from an industrial society toward a 'post-industrial' service economy has been one of the greatest changes to affect the developed world since the Industrial Revolution. The progression of an economy such as America's from agriculture to manufacturing to services is a natural change.''
+This view of economic history as a process of shifting from sector to sector in order to shift to higher and higher levels of productivity is familiar and reassuring. But it is also misleading. It leads us to confuse two separate transitions: a shift out of agricultural production (something parallel to curtailing manufacturing or taking it offshore) and a shift of labor out of agricultural production (the equivalent of increasing labor productivity through automation). Only, in agriculture, the first never occurred. American agricultural production did not go offshore or shrivel up. It was automated.
+THE conventional figure for agricultural employment in the United States is about three million. But the conventional employment categories are seriously flawed, presenting a grossly distorted picture of reality. To arrive at a figure of three million for agricultural employment the Government uses a system that, to tabulate industrial employment, would count only people in the factory.
+Crop dusters are service workers. But if there were no domestic agricultural production, there would be no crop dusters; no large animal vets either. These service jobs are ''tightly linked'' to agricultural production. Similarly, the winery must be near the vineyard, the ketchup factory near the tomato patch. If you try to calculate agricultural employment to include such tightly linked jobs, numbers more like six or eight million provide a better estimate of the overall impact.
+Similar tight linkages tie service jobs to industrial production, but on an employment base of 21 million rather than three million. Not very long ago, it took about $50 million to develop electromechanical central switches for the telephone system, and about 2,000 workers to produce them. Now it takes about 50 workers to produce the new digital switches, but about $1.5 billion to develop one. Most of that development money goes to employ systems engineers and programmers; many of them count as service workers.
+Some 25 percent of G.N.P. consists of services purchased by American manufacturers. Lose manufacturing and we would lose not just millions of direct production jobs but also a good hunk of those service jobs. Because the wealth and power of the United States is at stake, the post-industrial-economy view is a radical and terribly risky policy guide.
+Of course, things have changed. Production work has changed. People go home cleaner; more and more of them leave offices rather than factories. Service activities have proliferated. The division of labor has become infinitely more elaborate. But the key generator of wealth for this vastly expanded and differentiated division of labor remains mastery and control of production. We are not experiencing a transition to a post-industrial society, but from one kind of industrial society to another.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+FORUM%3A+CAN+SERVICES+SURVIVE+WITHOUT+MANUFACTORING%3F%3B+THE+MYTH+OF+A+POST-INDUSTRIAL+ECONOMY&title=New+York+Times&issn=03624331&date=1987-05-17&volume=&issue=&spage=A.2&au=STEPHEN+S.+COHEN+and+JOHN+ZYSMAN%3BStephen+S.+Cohen+and+John+Zysman%2C+directors+of+the+Berkeley+Roundtable+on+the+International+Economy%2C+are+co-authors+of+%22Manufacturing+Matters.%22&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 17, 1987","The New York Stock Exchange put it clearly in a study of competitiveness: ''A strong manufacturing sector is not a requisite for a prosperous economy.'' Forbes Magazine advises that ''instead of ringing in the decline of our economic power, a service-driven economy signals the most advanced stage of development.'' President Reagan made the same point in explaining away what many take to be the troubling performance of American industry: ''The move from an industrial society toward a 'post-industrial' service economy has been one of the greatest changes to affect the developed world since the Industrial Revolution. The progression of an economy such as America's from agriculture to manufacturing to services is a natural change.'' Crop dusters are service workers. But if there were no domestic agricultural production, there would be no crop dusters; no large animal vets either. These service jobs are ''tightly linked'' to agricultural production. Similarly, the winery must be near the vineyard, the ketchup factory near the tomato patch. If you try to calculate agricultural employment to include such tightly linked jobs, numbers more like six or eight million provide a better estimate of the overall impact.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 May 1987: A.2.",11/15/17,"New York, N.Y.",,"STEPHEN S. COHEN and JOHN ZYSMAN; Stephen S. Cohen and John Zysman, directors of the Berkeley Roundtable on the International Economy, are co-authors of ""Manufacturing Matters.""",New York Times Company,,Newspapers,426502211,"United States, New York, N.Y.",English,17-May-87,UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+MARKET PLACE; FINDING GEMS IN THE RUST BELT,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-finding-gems-rust-belt/docview/426451024/se-2?accountid=14586,"LEAD: Shares of the Chemlawn Corporation, which provides lawn care services, jumped $11.875, to $29.625, last Thursday, in response to a cash tender offer of $27 a share from Waste Management Inc., the world's largest waste disposal concern. In Cleveland, Elliott Schlang, a senior vice president with the brokerage firm of Prescott, Ball & Turben, found himself ''pleasantly shocked'' by the news.
+Shares of the Chemlawn Corporation, which provides lawn care services, jumped $11.875, to $29.625, last Thursday, in response to a cash tender offer of $27 a share from Waste Management Inc., the world's largest waste disposal concern. In Cleveland, Elliott Schlang, a senior vice president with the brokerage firm of Prescott, Ball & Turben, found himself ''pleasantly shocked'' by the news.
+Just nine days earlier, when Chemlawn's stock was languishing at $16.25 in the over-the-counter market, Mr. Schlang had recommended its purchase in his Great Lakes Review, an unusual stock-picking service. ''The Dow Jones industrials had soared, and Chemlawn, which has positive cash flow despite an earnings decline, was still at the starting gate,'' he explained.
+On Friday, Chemlawn dipped 12.5 cents, to $29.50, with the fate of the Columbus, Ohio-based company still uncertain; traders were figuring that Waste Management might raise its offer or that another party might come in with a higher bid. As for the 52-year-old Mr. Schlang, he was busy hunting for new stocks to uncover.
+''We look for the good guys in a much maligned geographical area,'' he said. ''We search west to east, from Chicago to Pittsburgh, and north to south, from Kalamazoo, Mich., to Cincinnati. People think of the steel industry and machine tools when they think of this area. They don't realize the vitality of many new companies created over the past decade.''
+Since its inception in 1981, the review has issued 52 buy recommendations by digging, as one observer noted, ''gold out of the Rust Belt.'' It has closed out 34 of these situations, and so far the scoreboard reads: 26 up, five down, three even. The average recommended stock was held for two years, and it rose 105 percent in price.
+Within the past three months, no less than three of the publication's picks have either been acquired or gone the leveraged buyout route - all at higher prices. Departing from the fold were Liebert Corporation, which makes environmental control equipment for computer centers; Carrols Corporation, a franchisee of Burger King restaurants, and Accuray Corporation, a producer of automation systems.
+But like every stock picker, Mr. Schlang has endured his share of mistakes. The biggest loser was International Clinical Laboratories, a medical testing laboratory whose price fell 48 percent from recommendation to removal in the review; company earnings plummeted after the Federal Government imposed restrictions on health-care reimbursements.
+In fact, the first recommendation - Moog Inc. on March 17, 1981, at a price of $19 - also turned out to be a loser. Moog, a producer of electrohydraulic control systems, was sold out on Nov. 19, 1982, at $14. ''The soaring dollar clobbered the company's earnings,'' recalled the brokerage executive. ''But I learned something. Since that time I have avoided recommending companies with significant foreign operations.''
+On this score, however, he has made one exception - A. Schulman Inc., a manufacturer of plastic compounds and an international merchant of plastic resins - and that choice has turned out happily. Adjusted for several stock splits, Schulman first appeared in the review 18 months ago at a price of $14. ''The stock now sells at $34, and we still like it,'' said Mr. Schlang. ''The tip-off with Schulman was that, even with the domestic economy in recession and with the dollar climbing, earnings were going up.''
+Earnings form a critical part of the stock selection process. The idea is to seek out issues selling at a price-earnings multiple of no more than two-thirds of a company's projected growth rate in earnings per share. Thus, if a company's annual projected growth rate is 20 percent, it would call for paying no more than 15 times estimated earnings.
+Mr. Schlang also searches for ''niche'' companies that offer a special product or service generating substantial above-average returns on equity. Another requirement is that only a small number of institutions own the stock.
+When a company's sales grow to more than $500 million a year, the stock is removed from the recommended list, since the concept centers on small or medium-size companies. Some big winners that have ''graduated'' in the past include The Limited, Rubbermaid and Hillenbrand Industries.
+Among stocks currently carried by the review that Mr. Schlang considers to be ''attractively priced'' are Thor Industries, a manufacturer of travel trailers and motor homes; Juno Lighting, which produces recessed track lighting, and J. P. Industries, which makes plumbing products and transportation components.
+In early February, Oil-Dri Corporation, which has developed numerous products made from absorbent mineral clays, was recommended and, only last Wednesday, AAR Corporation, a leading supplier of parts and services for the aviation industry, appeared as the newest stock pick. ''In AAR,'' said Mr. Schlang, ''you have a beneficiary of airline traffic growth without the price volatility of an airline stock.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MARKET+PLACE%3B+FINDING+GEMS+IN+THE+RUST+BELT&title=New+York+Times&issn=03624331&date=1987-03-02&volume=&issue=&spage=D.6&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 2, 1987","''We look for the good guys in a much maligned geographical area,'' he said. ''We search west to east, from Chicago to Pittsburgh, and north to south, from Kalamazoo, Mich., to Cincinnati. People think of the steel industry and machine tools when they think of this area. They don't realize the vitality of many new companies created over the past decade.'' In fact, the first recommendation - Moog Inc. on March 17, 1981, at a price of $19 - also turned out to be a loser. Moog, a producer of electrohydraulic control systems, was sold out on Nov. 19, 1982, at $14. ''The soaring dollar clobbered the company's earnings,'' recalled the brokerage executive. ''But I learned something. Since that time I have avoided recommending companies with significant foreign operations.'' On this score, however, he has made one exception - A. Schulman Inc., a manufacturer of plastic compounds and an international merchant of plastic resins - and that choice has turned out happily. Adjusted for several stock splits, Schulman first appeared in the review 18 months ago at a price of $14. ''The stock now sells at $34, and we still like it,'' said Mr. [Elliott Schlang]. ''The tip-off with Schulman was that, even with the domestic economy in recession and with the dollar climbing, earnings were going up.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Mar 1987: D.6.",11/15/17,"New York, N.Y.",MIDDLE WESTERN STATES (US),"Vartan, Vartanig G",New York Times Company,,Newspapers,426451024,"United States, New York, N.Y.",English,2-Mar-87,STOCKS AND BONDS; INVESTMENT STRATEGIES,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; NEW PRESSES SPUR DETROIT PRODUCTIVITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-new-presses-spur-detroit/docview/426413879/se-2?accountid=14586,"LEAD: ABOUT half-a-dozen men stand around anxiously eyeing their watches as three enormous sets of stamping dies slide out of the press line and another group of dies advances on a conveyor to take their place. As a problem with automated transfer arms causes the minutes to tick on, brows knit in frustration.
+ABOUT half-a-dozen men stand around anxiously eyeing their watches as three enormous sets of stamping dies slide out of the press line and another group of dies advances on a conveyor to take their place. As a problem with automated transfer arms causes the minutes to tick on, brows knit in frustration. High-speed die changes are essential to achieving the productivity improvements the automobile industry needs to meet competition from overseas.
+Finally, everything is right and the machine goes back into operation, spitting out door panels for Chevrolet Corsica cars at the rate of 480 an hour. ''That took 7 minutes instead of 4 minutes and 30 seconds, which is our best time,'' said Robert Enskat, manager of the General Motors Corporation's sprawling stamping plant here. ''On the other hand it used to take us 8 to 12 hours to change dies, so it's not too bad.''
+Manufacturing companies like G.M. are paying a lot more attention to such things as die change times and high-speed automated transfer lines these days as they try to match the productivity that Japanese companies have gained with new technology. Some of the catching up involves multimillion-dollar investments in new machines, like the huge Ishikawajima-Harima Heavy Industries transfer press. But others are simply applications of common sense, such as methods of handling steel panels that can save thousands of dollars by reducing scrappage.
+Although new plastic and other lightweight materials are gaining in the auto industry, cars and light trucks are still built largely from parts stamped out of coils of sheet steel. So the efficiency of stamping operations is basic to the efforts of the Big Three to close the cost gap with foreign auto makers.
+Not long ago domestic stamping plants were symbolic of Detroit's failure to invest in new technology and to streamline production. Rolls of steel for weeks of production were piled on floors like cordwood, with those on the bottom gradually squeezed into ovals, making them balky when finally loaded into the presses. Workers tended machines like robots, monotonously inserting a steel panel, pressing buttons to activate the ram, and then tossing the formed piece into a bin where it would wait - and very likely suffer damage - until being moved to the next step.
+Dies weighing as much as 25,000 pounds were changed by dragging them in and out of the presses with chains, disrupting alignments. ''We were slam-dunking those dies,'' said Gary Glick, a skilled trades worker at the plant. ''It would take hours after a die change before we got decent production out of a machine.''
+Just how far American operations fell behind foreign auto makers was underscored in a recent talk by F. James McDonald, the president of G.M. ''In 1981, our stamping presses were operating at about 30 to 40 percent efficiency,'' Mr. McDonald said, ''while some foreign competitors were 80 percent efficient.''
+Mr. McDonald said a thorough refurbishing of its stamping plants has been an important part of the $41.5 billion the company has invested in new plants and processes over the last decade. Indeed, all of the American auto makers are making similar improvements.
+As they studied the Japanese companies, American engineers realized that the ability to change dies quickly was an enormous advantage. For one thing, changing dies in minutes rather than hours meant vastly greater utilization of the stamping machines. ''A typical American plant would run a machine 7.5 hours a day on two shifts because of the time it took to change dies, while the Japanese would be running over 15 hours a day,'' said James Harbour, an independent manufacturing consultant who formerly worked for the Chrysler Corporation.
+Changing dies quickly also made shorter production runs possible, cutting inventory and manpower. In an industry obsessed with matching the Japanese in just-in-time production, this was no small consideration.
+Modern stamping presses are equipped with sliding platforms known as ''rolling bolsters,'' which are designed to speed die changes. The I.H.I. machine is equipped with a spare set of these platforms off to one side. When the dies are to be changed, they are automatically uncoupled from the lifting mechanism and moved away as the alternate set of platforms moves into place. Cranes lift the dies from the unused platforms and replace them with other sets while the presses continue production. ''Die changes are casual events today,'' said Louis B. Campbell, manufacturing manager for G.M.'s Chevrolet-Pontiac-Canada group, which operates the Mansfield plant.
+The new stamping presses also operate faster than their predecessors and come in groups complete with automation that moves partly finished parts from machine to machine in a continuous flow. These transfer presses are providing Detroit with major increases in productivity.
+''Older presses worked at 5 to 6 hits a minute, or average production of about 300 pieces an hour,'' Mr. Harbour said. ''These new ones have a minimum rate of 8 a minute and can go up to 12 to 20 a minute. Now you are talking 720 to 1,200 pieces an hour, which is a massive improvement.''
+There are also indications at Mansfield that the Japanese lessons of lean inventories, reduced waste and attention to detail have been taken to heart. Inventories of steel coils have been cut to a 5-day supply from 30, and nothing is piled on the floor.
+To minimize damage, new pallets are being built to hold the stacks of panels, known as ''lifts'' of ''blanks,'' that are cut from the long rolls of steel. Past practice was to wrap the stacks with steel bands until they were ready for the press. ''You might have to scrap two or three pieces from a lift that way,'' Mr. Enskat said. ''That could add up to $100,000 over a year's time.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+NEW+PRESSES+SPUR+DETROIT+PRODUCTIVITY&title=New+York+Times&issn=03624331&date=1987-02-25&volume=&issue=&spage=D.8&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 25, 1987","Finally, everything is right and the machine goes back into operation, spitting out door panels for Chevrolet Corsica cars at the rate of 480 an hour. ''That took 7 minutes instead of 4 minutes and 30 seconds, which is our best time,'' said Robert Enskat, manager of the General Motors Corporation's sprawling stamping plant here. ''On the other hand it used to take us 8 to 12 hours to change dies, so it's not too bad.'' Modern stamping presses are equipped with sliding platforms known as ''rolling bolsters,'' which are designed to speed die changes. The I.H.I. machine is equipped with a spare set of these platforms off to one side. When the dies are to be changed, they are automatically uncoupled from the lifting mechanism and moved away as the alternate set of platforms moves into place. Cranes lift the dies from the unused platforms and replace them with other sets while the presses continue production. ''Die changes are casual events today,'' said Louis B. Campbell, manufacturing manager for G.M.'s Chevrolet-Pontiac-Canada group, which operates the Mansfield plant. To minimize damage, new pallets are being built to hold the stacks of panels, known as ''lifts'' of ''blanks,'' that are cut from the long rolls of steel. Past practice was to wrap the stacks with steel bands until they were ready for the press. ''You might have to scrap two or three pieces from a lift that way,'' Mr. Enskat said. ''That could add up to $100,000 over a year's time.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Feb 1987: D.8.",11/15/17,"New York, N.Y.",UNITED STATES,"HOLUSHA, JOHN",New York Times Company,,Newspapers,426413879,"United States, New York, N.Y.",English,25-Feb-87,AUTOMOBILES; PRODUCTIVITY,New York Times,NEWSPAPER,,,,,,,
+G.M.'S BRIEF FLING WITH PEROT:   [Analysis ],"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-m-s-brief-fling-with-perot/docview/426370808/se-2?accountid=14586,"When Roger B. Smith announced that the General Motors Corporation would buy the Electronic Data Systems Corporation in 1984, he made it clear that he wanted to acquire H. Ross Perot's entrepreneurial spirit as well as the assets of the company.
+Mr. Smith, easily the most maverick chairman in G.M.'s long history, seemed to sense a kindred soul who could understand the vision he harbored for transforming the staid industrial giant.
+Mr. Smith said he wanted G.M. to become more like E.D.S., rather than overshadowing the lean, results-oriented computer systems company with its vast size. In fact, Mr. Smith said in a light moment, Mr. Perot had his personal permission to shoot anyone from G.M. who showed up at E.D.S. headquarters with a G.M. procedures manual.
+It turns out, however, that the manual overwhelmed the mandate. After a bruising clash of management styles, G.M.'s directors Monday approved the repurchase of Mr. Perot's substantial stake and, with it, his departure from their ranks.
+That the effort should have failed so quickly is hardly surprising, students of organizational behavior agreed today.
+While Mr. Smith was widely praised for his willingness to take a chance with someone as cantankerous and outspoken as Mr. Perot, these experts said, the odds were clearly against his succeeding in using E.D.S. as a means of infusing the auto maker with a newcorporate elan.
+''Examples of where strong, wealthy entrepreneurs have found comfortable roles in large complex organizations are very difficult to find,'' said Joseph L. Bower, a professor at the Harvard Graduate School of Business Administration. ''G.M. has an approach to management that goes back to Sloan,'' he added, a reference to Alfred P. Sloan, who ran the company from 1923 until the mid-1950's. ''I'm sure their perception of an acceptable pace of change was quite different than Mr. Perot's.'' Increasingly Strident and Public
+Although Mr. Perot's critical comments were welcomed at first by Mr. Smith as useful, his criticisms grew increasingly strident and, even more disconcerting, increasingly public. Mr. Perot went from chastising G.M. for slow progress in cutting costs and developing new car models to personal attacks on the perquisites of top G.M. managers and barbed comments on their isolation from car buyers and factory workers.
+''Going public with that sort of criticism is like walking into the board room without any shoes on,'' said Edward H. Bowman, a professor at the Wharton School of the University of Pennsylvania. ''That sort of behavior is simply unacceptable.''
+Indeed, some auto industry analysts think that Mr. Perot used the public attacks as a means of forcing G.M. to buy out his stock holdings once he became disillusioned with the company's speed in responding to the changes in the automobile business.
+Mr. Smith's gamble with Mr. Perot was not his only unorthodox action. Nor is the rupture the only setback he has suffered this year. Problems With High Technology
+He was an ardent advocate of high technology early in his tenure as chief executive, saying that advanced electronics, robots and factory automation would allow G.M. to leapfrog lower-cost Japanese car makers.
+But problems in making automated systems work properly in high-speed production and cool consumer response to new models laden with electronics have forced cutbacks in high-tech spending. Some technical specialists in the auto industry said Mr. Smith's background in finance left him ill equipped to evaluate critically the claims of those advocating spending on unproven new systems.
+Similarly, Mr. Smith unveiled the Saturn project with a flourish, saying that by the end of the decade the new subsidiary would produce 500,000 small cars a year that would be ''cost competitive with the lowest-priced imports.'' G.M. has since decided to cut the initial production target to 250,000 cars a year and has admitted that they will have to be priced in the $8,000 to $11,000 range - well above the lowest-priced imports. Maintaining Market Share
+Mr. Smith's conviction that G.M. should try to hold on to its historic share of the domestic car market even if it meant using incentives to sell the required number of cars has been changed by the operating loss posted in the third quarter of this year. G.M. officials now say the company will manufacture only as many cars as the market demands, regardless of share.
+The lesson of the Perot episode and these other disappointments, the experts say, is that there are no easy answers for the eager and impatient Mr. Smith. To be sure, no one contends that it is impossible for G.M. to change - even dramatically - but, in change, as in most other things, the giant auto company has its own way of operating.
+''The question is how many new things do you try to do at once,'' Professor Bowman said. ''Mr. Smith took on E.D.S., Hughes, Saturn and N.U.M.M.I.'' - the New United Motor Manufacturing Inc. venture between G.M. and the Toyota Motor Corporation. ''That's a lot to put on one organization. I think he's finding it difficult to make much of a difference in a short time.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.M.%27S+BRIEF+FLING+WITH+PEROT%3A+%5BANALYSIS%5D&title=New+York+Times&issn=03624331&date=1986-12-03&volume=&issue=&spage=D.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 3, 1986","''Examples of where strong, wealthy entrepreneurs have found comfortable roles in large complex organizations are very difficult to find,'' said Joseph L. Bower, a professor at the Harvard Graduate School of Business Administration. ''G.M. has an approach to management that goes back to Sloan,'' he added, a reference to Alfred P. Sloan, who ran the company from 1923 until the mid-1950's. ''I'm sure their perception of an acceptable pace of change was quite different than Mr. [H. Ross Perot]'s.'' Increasingly Strident and Public ''Going public with that sort of criticism is like walking into the board room without any shoes on,'' said Edward H. Bowman, a professor at the Wharton School of the University of Pennsylvania. ''That sort of behavior is simply unacceptable.'' ''The question is how many new things do you try to do at once,'' Professor Bowman said. ''Mr. [Roger B. Smith] took on E.D.S., Hughes, Saturn and N.U.M.M.I.'' - the New United Motor Manufacturing Inc. venture between G.M. and the Toyota Motor Corporation. ''That's a lot to put on one organization. I think he's finding it difficult to make much of a difference in a short time.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Dec 1986: D.1.",11/15/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,426370808,"United States, New York, N.Y.",English,3-Dec-86,"BOARDS OF DIRECTORS; SUSPENSIONS, DISMISSALS AND RESIGNATIONS",New York Times,Analysis,,,,,,,
+HOME VIDEO; Scaling Down VHS Camcorders,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/home-video-scaling-down-vhs-camcorders/docview/426312654/se-2?accountid=14586,"If trade statistics are to be trusted, making your own video tape recordings is the fastest-growing hobby. It is estimated that this year more than a million camera-recorder combinations - commonly known as camcorders - will be sold in the United States alone, a 100 percent increase over the preceding year.
+This sudden growth unquestionably stems from the introduction of the new eight-millimeter video format, which for the first time permitted portable video equipment to be made sufficiently light and small for casual use.
+Yet because most home VCR's operate in the VHS format, video fans roaming about with those new eight-millimeter camcorders often dub their footage onto standard VHS cassettes after returning home from their video safaris. In the transfer, they could edit their tapes, selecting the good scenes in preferred sequence and skipping segments that didn't turn out so well.
+However, any tape copying involves a slight but perceptible loss of image quality. That is why many videophiles hoped for VHS camcorders comparable in weight and size to what had been achieved in the eight-millimeter format. Such models, they felt, would enable them to shoot their tapes directly in VHS, eliminate the need for dubbing, yet at the same time offer the convenience of radical miniaturization.
+Their wishes are now being met by several companies offering light and small camcorders using half-inch video cassettes that can - with the aid of an adapter - be played directly on any VCR operating in the popular VHS format.
+Two outstanding camcorders of this kind are JVC's Model GR-C7 and the Zenith Model VM6200, both priced at $1,495, both based on the same design and similar in all but minor details. Weighing only three and a half pounds and measuring 6 1/2x4 1/2x10 1/2 inches, these exquisite examples of miniaturization are too small to accommodate an ordinary VHS cassette, which, after all, is rather bulky in itself. Instead, these camcorders employ a scaled-down version of the VHS cassettes called VHS-C. When placed in an adapter - which is furnished with the camcorder - these small cassettes can be played on any regular VHS machine.
+Of course, the smaller VHS-C cassette entails limitation in playing time, and at the regular SP (standard play) speed, it can record or play for only 20 minutes. Yet in the EP (extended play) mode, these camcorders can record up to one hour on a single cassette.
+Normally, the extension of playing time in the EP mode entails a corresponding decline of picture quality. On these camcorders, however, the loss is kept minimal by the use of something called HQ image enhancement circuits, which sharpen image detail. The effect is also apparent at the standard speed.
+This viewer's experience with the Zenith model left him convinced of the effectiveness of this arrangement. The picture turned out to be excellent at standard speed and very good even at the slower tape speed. However, the sound, which does not benefit from HQ enhancement, suffered perceptible loss of crispness and clarity in the one-hour mode, and there was also an increase of background hiss at the slower speed. This alone would indicate that, if important and memorable occasions are to be taped, it may be preferable to use the 20-minute mode (SP) with its better all-around performance.
+What distinguishes both the JVC and Zenith models is that - in terms of refinements - almost nothing has been sacrificed to miniaturization. Despite the small size, all the operating features anyone could wish for are readily available. Those who like to just press the button and shoot will find that focus, exposure and color balance adjust themselves automatically. The zoom lens responds smoothly to the touch of a finger on its conveniently located control, and all essential information is displayed in the electronic viewfinder, which also permits instant playback.
+Yet sophisticated videophiles may choose to override all this automation with manual controls in order to achieve certain artistic effects. In addition, they may avail themselves of such features as backlight compensation and a fader to augment their creative repertory.
+Like most camcorders, the JVC GR-7U and Zenith VM6200 have output connectors allowing them to be hooked up directly to a television monitor to play the tapes recorded on these machines. This makes it unnecessary to slip the cassettes into an adapter for playback on a regular VCR. The rechargeable battery furnished with the camcorders will run for an hour, and a visual warning appears in the viewfinder when battery power is getting low. Batteries with longer operating spans are optionally available.
+These camcorders will appeal mainly to video fans who already have a VHS recorder at home and want to supplement it with portable camera equipment. They have been promoted as the VHS ''answer'' to the eight-millimeter format. This is a curious claim. It assumes that the eight-millimeter format requires an answer. It also presupposes that these fine examples of thoughtful video engineering need any justification other than their own merit.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HOME+VIDEO%3B+Scaling+Down+VHS+Camcorders&title=New+York+Times&issn=03624331&date=1986-10-19&volume=&issue=&spage=A.30&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 19, 1986","Yet because most home VCR's operate in the VHS format, video fans roaming about with those new eight-millimeter camcorders often dub their footage onto standard VHS cassettes after returning home from their video safaris. In the transfer, they could edit their tapes, selecting the good scenes in preferred sequence and skipping segments that didn't turn out so well. Two outstanding camcorders of this kind are JVC's Model GR-C7 and the Zenith Model VM6200, both priced at $1,495, both based on the same design and similar in all but minor details. Weighing only three and a half pounds and measuring 6 1/2x4 1/2x10 1/2 inches, these exquisite examples of miniaturization are too small to accommodate an ordinary VHS cassette, which, after all, is rather bulky in itself. Instead, these camcorders employ a scaled-down version of the VHS cassettes called VHS-C. When placed in an adapter - which is furnished with the camcorder - these small cassettes can be played on any regular VHS machine. These camcorders will appeal mainly to video fans who already have a VHS recorder at home and want to supplement it with portable camera equipment. They have been promoted as the VHS ''answer'' to the eight-millimeter format. This is a curious claim. It assumes that the eight-millimeter format requires an answer. It also presupposes that these fine examples of thoughtful video engineering need any justification other than their own merit.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Oct 1986: A.30.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,426312654,"United States, New York, N.Y.",English,19-Oct-86,"RECORDING EQUIPMENT; NEW MODELS, DESIGN AND PRODUCTS; RECORDINGS (VIDEO)",New York Times,NEWSPAPER,,,,,,,
+WASHINGTON TALK; Admiral Hopper's Farewell,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/washington-talk-admiral-hoppers-farewell/docview/425972556/se-2?accountid=14586,"If Rear Adm. Grace Hopper could have her way, the clock on her office wall would be frozen at one minute to midnight tonight and her date of retirement from the Navy would never come.
+As they must, the clock's hands will continue their inexorable sweep -counterclockwise, in keeping with the 79-year-old admiral's contrary ways. On Thursday she will report to Boston Harbor for a farewell ceremony aboard the U.S.S. Constitution, ending her tenure as the nation's oldest active duty officer.
+The clock, its numerals in reverse order, is a gimmick to remind visitors that Admiral Hopper's mission is, in her words, ''trying to change people's minds.''
+''People have an enormous tendency to resist change,'' the computer specialist said recently. ''They love to say, 'We've always done it this way.' I try to fight that. That's why I have that clock on the wall.'' Amazing Grace
+Admiral Hopper's Navy career dates to the era of the world's first digital computer. She retired once before but was recalled to active duty in 1967 and won a special Presidential appointment to flag rank as an admiral in 1983.
+Her assignment was one of a kind, and she is unlikely to be replaced.
+''What am I?'' she asked in mock confusion. ''Special adviser to the Naval Data Automation Command, or something. I bug 'em.''
+Admiral Hopper (Amazing Grace, her subordinates call her) roams the educational lecture circuit, stands watch over the seagoing service's struggle to maintain uniformity in computer languages and baits the rest of the Navy with a steady chum of aphorism.
+''I tell everybody, 'Go ahead and do it. You can always apologize later,' '' she said. It is advice she repeats especially to the young, a set of people she defines as ''anybody who is less than half my age.''
+By that rule of thumb, Grace Hopper had nearly left her youth behind when, a month after D-Day, as a 37-year-old reservist, she reported to active Navy duty in the basement of the Cruft Laboratory at Harvard University. A mathematician with a doctorate from Yale and a decade of experience teaching at Vassar, she was met by her new boss, the computer pioneer Howard Hathaway Aiken.
+''He waved his hand and said, 'That's a computing engine,' '' Admiral Hopper recalled. ''I said, 'Yes, sir.' ''
+The Allies were fighting in Normandy; the mathematicians were coding the Automatic Sequence Controlled Calculator, to figure ordnance calculations.
+When the shells stopped falling, she was discharged. Her husband had died in the war, and she never remarried. But her career went on.
+''They would not transfer me to the regular Navy because I was too old -that was the first time I was too old for something,'' she said drily as another unfiltered cigarette found its way to her lips.
+But her work with computers was just beginning. She stayed at Harvard for a few years, then joined the concern that became Sperry Univac. There she swam against the tides of convention for two decades.
+''Compiling in '51, nobody believed that,'' she said of her early work on teaching computers to write their own programs. ''I had a running compiler and nobody would touch it, because, they carefully told me, computers could only do arithmetic, they could not write programs. It was a selling job to get people to try it.
+''I think with any new idea, because people are allergic to change, you have to get out and sell the idea,'' she mused.
+''You have to have a certain number of people who make themselves obnoxious.''
+By 1955 she was working on an idea that would blossom into Cobol, an early computer ''language'' that helped shove the machines from the realm of mathematics into the world of business. 'So We Went Ahead and Did It'
+''I discovered there were a lot of people who do not like symbols,'' said the mathematician. So she decided to teach computers to read words instead.
+''Everybody said I could not do that, for about four months. So we went ahead and did it.''
+In 1967, when she was recalled to active duty, the Navy had a big job for the diminutive, silver-haired officer: to impose discipline on a Babel of computer languages. Cobol's siblings were coming of age. There are Fortran, Pascal and Basic, and the Pentagon today is still striving to impose a universal standard computer language known as Ada.
+But Admiral Hopper today says the adaptation to computers is just beginning.
+''We have the Model T - we're just beginning,'' she said of the ready availability of computers. ''We're just at the stage where people are starting to own them.''
+Thus her favorite naval computer is the desktop model made by Zenith for the Federal Government. A megabyte of temporary memory, a capacious hard disk for permanent storage and a list price of about $1,600 make her eyes gleam behind cat glasses that appear to predate the electric typewriter.
+Admiral Hopper has found another job, working in Washington for a computer company. She is not ready for leisure. ''I'd be bored stiff. Wouldn't you?''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WASHINGTON+TALK%3B+Admiral+Hopper%27s+Farewell&title=New+York+Times&issn=03624331&date=1986-08-14&volume=&issue=&spage=B.6&au=CUSHMAN%2C+JOHN+H%2C+Jr&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 1986","''People have an enormous tendency to resist change,'' the computer specialist said recently. ''They love to say, 'We've always done it this way.' I try to fight that. That's why I have that clock on the wall.'' Amazing Grace ''I tell everybody, 'Go ahead and do it. You can always apologize later,' '' she said. It is advice she repeats especially to the young, a set of people she defines as ''anybody who is less than half my age.'' ''He waved his hand and said, 'That's a computing engine,' '' Admiral [Grace Hopper] recalled. ''I said, 'Yes, sir.' ''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 1986: B.6.",11/15/17,"New York, N.Y.",,"CUSHMAN, JOHN H, Jr",New York Times Company,,Newspapers,425972556,"United States, New York, N.Y.",English,14-Aug-86,"UNITED STATES ARMAMENT AND DEFENSE; NAVIES; AGE, CHRONOLOGICAL; RECORDS AND ACHIEVEMENTS",New York Times,NEWSPAPER,,,,,,,
+ANTIQUES; A TASTE FOR PICTURESQUE SALT-AND-PEPPER SHAKERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/antiques-taste-picturesque-salt-pepper-shakers/docview/425987466/se-2?accountid=14586,"Novelty salt-and-pepper shakers, produced mostly from the 1920's through the 1960's, may be viewed as the ultimate in trivia, as souvenirs of travel or as trendy collectibles. Gideon Bosker sees them as all these things, as well as ''another vehicle for looking at American 20th-century culture,'' he said recently.
+Dr. Bosker, a 35-year-old physician specializing in emergency medicine at Good Samaritan Hospital, Portland, Ore., began collecting period shakers three years ago. He owns about 150 sets made between the 1920's and the 1960's. These and hundreds of other such vessels are illustrated and analyzed in ''Great Shakes: Salt and Pepper for All Tastes,'' published by Abbeville Press ($19.95), with text and some photographs by Dr. Bosker and other photographs by Miriam Seegar.
+''I can't think of anything designed for the home in which the form so blatantly ignores the function,'' Dr. Bosker said during a recent visit to New York, adding that this is one reason why he finds these collectibles so appealing. ''The extent to which some manufacturers would go to create some zany effect in the form of salt-and-pepper shakers became mind boggling,'' he said. Two such offbeat figural sets include a mailman with a mail box and an organ grinder with his monkey.
+Then there are shakers that document the changing popularity of movie stars, clothing fashions, food fads, resorts, sports, comic strips, celebrities, politicians, humor, transportation and home appliances. Sources for subject matter are as wide ranging as the public's imagination and include Alice in Wonderland paired with the Mad Hatter, President Kennedy paired with a rocking chair, the Campbell Soup Kids and Little Orphan Annie with Sandy, her faithful mutt.
+Dr. Bosker said that some of the ceramic and plastic versions he has studied ''reflect design at its finest -the Art Deco ones, for example.'' One of the best of these, he said, is the orange-and-blue shaker set in the form of the Trylon and Perisphere from the 1939 World's Fair.
+Others record, sometimes ingeniously, ''the automation of the domestic landscape.'' Salt-and-pepper shakers appear as parts of pop-up toasters, frying pans, laundry equipment, steam irons, light bulbs, refrigerators, gas ranges, blenders, electric mixers, coffee makers, ice cream sodas and television sets. Pairs of potbellied stoves and sewing machines reveal their contents by their colors - one is invariably white, the other black. A power lawn mower has twin pistons that move up and down, and you can tell which is which by the number of holes in their tops.
+Dr. Bosker reports that these post-World War II collectibles, many stamped ''Made in Occupied Japan,'' became so popular that a dollhouse could be almost fully furnished with shakers.
+Since many of the places where these shakers were found and purchased were fast-food shops and restaurants, designers appear to have outdone themselves in devising food-related condiment dispensers. There are hamburgers and hot dogs, pairs of fish, fried eggs and sausages, pie a la mode and two bottles of beer.
+The transportation-related shakers - gas pumps, Greyhound buses, rockets, streamlined trailers, a flat tire and an air pump, ships, trains and tricycles - were in some cases commissioned by the transportation companies themselves. Greyhound, for example, began in the 1930's selling a much-prized six-wheeled single-decker bus to travelers at tourist outposts. Much later, they had Greyhound's more luxurious Scenicruisers miniaturized; now these buses are so rare, they command premium prices of about $60, Dr. Bosker said.
+''Each shaker or group of shakers tells a story,'' he remarked, adding that this is what makes them irresistible to collectors who develop thematic collections.
+Salt-and-pepper shakers have been mass produced for more than a century, Dr. Bosker said, noting that the first commercial shakers were manufactured in England in the 1860's. The earliest patents for novelty shakers were issued almost 50 years later. The figural and novelty sets he reviews in his book were manufactured mostly since the 1920's in Japan, the United States and Europe. They include ceramic, plastic, glass, metal and chalk selections that range in size from one inch to several feet.
+Most of the salt-and-pepper shakers extant appear to have been modeled on images that would have been very much at home in Walt Disney cartoons; indeed, some are borrowed from Disney's stable of comic characters. Invariably, the animals and people are cloyingly adorable; the fruits and vegetables, the knives and forks are fitted with arms and legs and seem to be dancing.
+What Dr. Bosker calls ''wacky ware'' includes shakers in the shape of two feet, a pair of peanuts, the moon and the earth, and a Martian with a flying saucer. There are pairs of boxers, two rowers, two tennis players, two bowling balls and a matador with a bull.
+Who collects shakers? Dr. Bosker explained that there are thousands of collectors and that they range in age from those who began when the shakers first appeared to very young collectors. ''I find the kids really respond to them,'' he said.
+Collectors who pursue shakers with the same seriousness as others do stamps, coins or palace-quality French furnishings end up owning hundreds of examples, he said. Some aim to acquire one of every kind ever made. Others specialize and will keep their purchases to whatever narrow category strikes their fancy.
+The prices for these shakers range from a few dollars to about $40 or $65 for a set, he said. Sets in the shape of Niagara Falls are about $60; a plastic lawn mower with bobbing pistons sells for about $55.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ANTIQUES%3B+A+TASTE+FOR+PICTURESQUE+SALT-AND-PEPPER+SHAKERS&title=New+York+Times&issn=03624331&date=1986-08-03&volume=&issue=&spage=A.28&au=Reif%2C+Rita&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1986","Novelty salt-and-pepper shakers, produced mostly from the 1920's through the 1960's, may be viewed as the ultimate in trivia, as souvenirs of travel or as trendy collectibles. Gideon Bosker sees them as all these things, as well as ''another vehicle for looking at American 20th-century culture,'' he said recently. Dr. Bosker, a 35-year-old physician specializing in emergency medicine at Good Samaritan Hospital, Portland, Ore., began collecting period shakers three years ago. He owns about 150 sets made between the 1920's and the 1960's. These and hundreds of other such vessels are illustrated and analyzed in ''Great Shakes: Salt and Pepper for All Tastes,'' published by Abbeville Press ($19.95), with text and some photographs by Dr. Bosker and other photographs by Miriam Seegar. ''I can't think of anything designed for the home in which the form so blatantly ignores the function,'' Dr. Bosker said during a recent visit to New York, adding that this is one reason why he finds these collectibles so appealing. ''The extent to which some manufacturers would go to create some zany effect in the form of salt-and-pepper shakers became mind boggling,'' he said. Two such offbeat figural sets include a mailman with a mail box and an organ grinder with his monkey.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1986: A.28.",11/15/17,"New York, N.Y.",,"Reif, Rita",New York Times Company,,Newspapers,425987466,"United States, New York, N.Y.",English,3-Aug-86,TABLEWARE,New York Times,NEWSPAPER,,,,,,,
+PERIPHERALS; Clone War Escalates,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/peripherals-clone-war-escalates/docview/425895430/se-2?accountid=14586,"FOR years the Tandy Corporation of Texas held fast to the Lone Star philosophy of independence, making computers that ran only Tandy software and little else. If a customer bought a Tandy/Radio Shack computer, he or she was locked into buying from Radio Shack stores. Even after International Business Machines entered the market and established the closest thing to a universal standard, Tandy seemed to ignore it.
+Tandy, like Texas, eventually decided to join the union, in this case the I.B.M. standard. But the company still loves a good scrap and still subscribes to the Texas creed that bigger is better. It was in this spirit that Tandy recently introduced a 35-megabyte hard disk version of the Model 3000-HD ($4,499 from Tandy, 1800 One Tandy Center, Fort Worth, Tex. 76102, telephone (817) 390-3011).
+The 35-megabyte Tandy now has five megabytes more capacity for information storage than the biggest I.B.M. PC-AT, at a price about $800 lower. It comes with 640K of random access memory and a 1.2-megabyte floppy disk drive.
+In a round of head-to-head hardware performance tests conducted by Software Digest, the Tandy 3000 without a hard disk drive was judged to be just as nimble as the AT, with no major compatibility problems. Send In the Clones
+The Tandy machine is but one of many new ''clones'' of the PC-AT to be introduced in the last year. I.B.M. responded to the challenge recently by aggressively cutting prices on its full line of personal computers. The rivals, in turn, counterattacked by cutting prices even more, in an attempt to maintain the price spread. A price war appears to be flaring, and how long the fighting will continue is anyone's guess right now. Among the price-cutting combatants, besides Tandy, are Compaq, I.T.&T., Hewlett-Packard, A.T.&T., NCR and Televideo.
+The falling prices can be expected to bring AT-level computers down into the middle range, clearing the way for the new generation of much more powerful, and much more expensive, machines based on the new 80326 Intel super-microchip. Machines using this powerful new chip are expected to be on the market late this year or early next, but they will be of most interest to engineers and rocket scientists.
+Meanwhile, Apple is warring with a low-cost rival to its Apple II computer. The company has sued Video Technology Computer Ltd. of Hong Kong, maker of the Laser 128 computer. The Laser, Apple contends, has strayed across the wrong side of the line between flattering imitation and damaging counterfeiting. The Laser sells primarily by mail order for less than $400, in contrast to more than $900 for the Apple II. Enhanced AT
+It is not R.I.P. for I.B.M., of course. The company's new version of the AT, introduced last month, is a third faster than the earlier models. This souped-up model has an 8-megahertz microprocessor, replacing the slower 6MHz chip, which simply brings the AT up to speed with its rivals.
+The new AT and three new versions of the XT come with a new, improved keyboard. For years, keyboards have been among the weakest aspects of the I.B.M. family of computers, but the company has now seems to have put its finger on the problem.
+The enhanced keyboard has a bigger typing area, a separate calculator keypad that is separate from the cursor and screen control keys, and function keys arrayed across the top of the board instead of the left-hand quadrant.
+Unfortunately, the company says the new keyboard is not compatible with previous models, which means most owners are still out of luck. Robot Systems
+I.B.M. is using computers to build its new portable computer, the Convertible. The Automated Logistics and Production System, developed in Austin, Tex., by the company's Automation Application Engineering group, uses computer-controlled robots and sensors from the time the parts reach the plant to the time the finished computers go out the shipping chute.
+The robots, using optical sensors to ''see'' and tactile sensors to ''touch,'' have taken over all normal manufacturing steps at the plant, from parts inventory to assembly to testing and even to boxing and packaging.
+Parts come into the plant in special shipping containers, allowing the robots to grab components from the same place each time. If the parts get slightly out of line, the robots can adjust. But if something gets really fouled up, the robot has to call a human to straighten it out.
+One wonders if, at the end of a grueling 21-hour workshift, the Texas robots hanker to head down to the local saloon to gripe about the humans over a few pitchers of 30-weight.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERIPHERALS%3B+Clone+War+Escalates&title=New+York+Times&issn=03624331&date=1986-05-06&volume=&issue=&spage=C.8&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 6, 1986","Tandy, like Texas, eventually decided to join the union, in this case the I.B.M. standard. But the company still loves a good scrap and still subscribes to the Texas creed that bigger is better. It was in this spirit that Tandy recently introduced a 35-megabyte hard disk version of the Model 3000-HD ($4,499 from Tandy, 1800 One Tandy Center, Fort Worth, Tex. 76102, telephone (817) 390-3011). The Tandy machine is but one of many new ''clones'' of the PC-AT to be introduced in the last year. I.B.M. responded to the challenge recently by aggressively cutting prices on its full line of personal computers. The rivals, in turn, counterattacked by cutting prices even more, in an attempt to maintain the price spread. A price war appears to be flaring, and how long the fighting will continue is anyone's guess right now. Among the price-cutting combatants, besides Tandy, are Compaq, I.T.&T., Hewlett-Packard, A.T.&T., NCR and Televideo. The robots, using optical sensors to ''see'' and tactile sensors to ''touch,'' have taken over all normal manufacturing steps at the plant, from parts inventory to assembly to testing and even to boxing and packaging.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 May 1986: C.8.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,425895430,"United States, New York, N.Y.",English,6-May-86,"PERSONAL COMPUTERS; DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+AMERICAN EXPRESS POSTS FLAT EARNINGS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/l ogin?url=https://www.proquest.com/newspapers/american-express-posts-flat-earnings/docview/425457077/se-2?accountid=14586,"The American Express Company yesterday reported flat second-quarter earnings, principally because of continued heavy losses at its Fireman's Fund insurance operations.
+It also named a new chief executive for the Fireman's Fund Insurance Corporation, the holding company for the insurance operation: John J. Byrne, an acknowledged turnaround artist in the insurance business who is currently chairman and chief executive at the Geico Corporation. Mr. Byrne will be succeeded at Geico by William B. Snyder. [Page D2.] American Express said it earned $140.2 million in the three months ended June 30, up slightly from $138.7 million in the 1984 period. On a per-share basis, earnings fell to 61 cents, from 64 cents, since there were more shares outstanding this year than last. Revenues rose to $3.8 billion from $3.2 billion.
+The stagnant earnings reflected, almost entirely, mounting losses at Fireman's Fund. American Express's travel business and Shearson Lehman Brothers Inc. brokerage operation both had record profits.
+Travel-related services, which include the American Express card and traveler's checks operations, reported net income of $127 million, up 21 percent from the $105 million earned in the second quarter of 1984.
+Investment services, composed primarily of Shearson Lehman Brothers, saw its net income rise to $55 million, from $18 million, helped by increased participation of individual investors in the stock market.
+An Increase in Claims",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AMERICAN+EXPRESS+POSTS+FLAT+EARNINGS&title=New+York+Times&issn=03624331&date=1985-07-24&volume=&issue=&spage=D.1&au=Berg%2C+Eric+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 24, 1985","''What they have done is clean up the balance sheet before the sale of stock,'' said June I. Hoffer, the American Express analyst at Prudential-Bache Securities Inc. ''This should enable them to get a higher price for the stock.'' At Fireman's Fund, by comparison, Mr. Byrne faces a much less dire situation. Despite its losses, for instance, A. M. Best & Company, an insurance rating agency, gives Fireman's Fund an ''A,'' meaning excellent. ''They are going to have terrific results whether Jack Byrne is here or not,'' Mr. Byrne said in a phone interview yesterday. ''It's a shame to sell this beauty to the public.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 July 1985: D.1.",11/15/17,"New York, N.Y.",,"Berg, Eric N",New York Times Company,,Newspapers,425457077,"United States, New York, N.Y.",English,24-Jul-85,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+BIG STRIKES FOUND ON DECLINE IN U.S.,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/lo gin?url=https://www.proquest.com/newspapers/big-strikes-found-on-decline-u-s/docview/425468388/se-2?accountid=14586,"Faced with tougher business attitudes, high unemployment and new technology, workers have become increasingly wary of resorting to the strike, union officials and labor experts say.
+There have been only 18 major strikes so far this year, involving 83,500 workers, the Bureau of Labor Statistics reports. That is the lowest level in the nearly 40 years the Government has kept track of such information. By contrast, in 1952, a peak year, there were 470 major strikes involving 2.7 million workers.
+Experts say labor's increasing reluctance reflects sweeping changes in the business and industry environment and resulting changes in labor's attitudes.
+''For a lot of unions, this has been a very difficult period,'' said Howard Samuel, president of the Industrial Union Department of the A.F.L.-C.I.O., ''and we've been looking for other ways, where humanly possible, to settle our conflicts with management.''
+Factors Are Examined",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BIG+STRIKES+FOUND+ON+DECLINE+IN+U.S.&title=New+York+Times&issn=03624331&date=1985-07-12&volume=&issue=&spage=A.13&au=KENNETH+B.+NOBLE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 12, 1985","''For a lot of unions, this has been a very difficult period,'' said Howard Samuel, president of the Industrial Union Department of the A.F.L.-C.I.O., ''and we've been looking for other ways, where humanly possible, to settle our conflicts with management.'' ''The expected costs to a union of waging a strike are exceedingly high today,'' said James L. Medoff, a labor economist at Harvard University. ''In many instances, management will use the opportunity to attempt to bust the union.'' Mr. Samuel said the strike was ''still the ultimate tool.'' ''But with antagonisms from the Administration,'' he said, ''we're in the process of developing a bundle of others.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 July 1985: A.13.",11/15/17,"New York, N.Y.",UNITED STATES,"KENNETH B. NOBLE, Special to the New York Times",New York Times Company,,Newspapers,425468388,"United States, New York, N.Y.",English,12-Jul-85,LABOR; STRIKES; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+G.M. RETOOLS ITS OUTLOOK AND ITS ASSEMBLY LINES,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-m-retools-outlook-assembly-lines/docview/425442132/se-2?accountid=14 586,"A research engineer at General Motors' Technical Center once grumbled to a visitor that the specifications for the first practical industrial robot were developed there in the early 1960's, but nothing had come of it. At that time, the company was rich and complacent and not interested in something as seemingly risky as high-technology robotics. ''The attitude then was, 'We make cars, not tools,' '' he said.
+How much this attitude has changed was clear last week, when G.M. took a $5 billion gamble it hopes will enable it to compete with the formidable automakers of Japan. G.M. beat Ford Motor Company and the Boeing Company in a bidding contest for Hughes Aircraft Company, thus gaining access to high technology in aerodynamics, electronics and advanced materials, and an estimated $250 million a year in nonautomotive profits.
+The deal was, in G.M. chairman Roger B. Smith's terms, ''a lulu,'' apparently the largest merger in the nation's history not involving an oil company. What it said about the state of the American automobile industry may have been more important. The once sluggish, conservative, inward-looking car companies are now aggressively reaching out for new ideas.
+Mr. Smith made it clear that G.M., which is often looked to as a pace setter for much of American heavy industry, sees technology as the key to overcoming the advantages the Japanese and other Far Eastern nations have developed in manufacturing complex devices.
+''Industry must succeed in developing highly efficient new forms of manufacturing and management,'' he said. ''We intend to accomplish this by the extensive application of technology to our plants and by integrating our information systems on a worldwide scale.''
+Recent actions by G.M., which last year paid $2.5 billion to acquire Electronic Data Systems Corporation, represent a third stage in the Big Three auto companies' efforts to come to grips with the erosion of their control of the American car market.
+The first stage, lasting most of the 1970's, was dominated by denials that imports were a serious problem. ''Small cars, small profits'' was the dictum in Detroit, which was confident that after a flirtation with foreign economy cars, customers would come back to ''real'' automobiles. Then, after two oil shocks sent sales of fuel-efficient, less troublesome Japanese cars soaring, the prevailing notion was that the Japanese were both lucky and somehow cheating. There was a lot of talk about ''cultural differences'' between Japanese and American workers.
+Today, Detroit's top executives have largely accepted the realization that they have been out-managed in many areas by the Japanese. The Japanese tenet that quality equates with productivity has taken hold, and American managers are rushing to adopt efficient low-inventory production systems and other Japanese methods.
+There has been a fear, particularly among unionized workers, that Detroit's response to the Japanese $2,000-per-car cost advantage would simply be to shift more and more production to low-wage areas overseas. G.M.'s arrangements to import cars from two Japanese companies, Isuzu and Suzuki, lent credibility to those anxieties. But G.M. says that the imports are stop gaps until its Saturn car and other advanced models are ready for market.
+Those who have studied the auto industries in both countries say the Japanese just took the American production system and honed it to a higher level of productivity. G.M.'s response has been to find a way to fundamentally alter the system, and the Hughes purchase appears to be part of that strategy.
+Mr. Smith talked last week about the ''computer-integrated industrial enterprise'' he sees the corporation becoming. Hughes, which has extensive experience in building and operating complex military systems, would seem to have quite a bit to contribute, as will Electronic Data Systems, a specialist in computer networks.
+An indication of how a ''computer-integrated'' enterprise will operate may be gleaned from plans the three leading auto companies are developing to change the way cars are ordered.
+Instead of filling out a form, within a few years showroom salesmen will punch all the particulars about a new car into a small computer terminal linked to the parent company. The order will be analyzed by another computer which will assign it to a factory and send orders for all the parts needed to assemble it to the proper suppliers.
+The three auto companies and many other manufacturing industries facing competition from overseas are aware that their battle for survival is being waged on the factory floor, not in the advertising, marketing or accounting departments. G.M. has made investments in a number of small companies developing artificial intelligence and machine vision as part of its effort to upgrade a mass production system that has not changed in concept since Henry Ford developed the moving assembly line before World War I. Unlike the consumer electronics industry in this country, which largely wilted before the onslaught from the Far East, the automobile companies seem determined to preserve a large part of their manufacturing base here.
+G.M. has built three new assembly plants in the last few years, with the latest in automation and management techniques. Linking up with Hughes adds another dimension to the company's continuing transformation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.M.+RETOOLS+ITS+OUTLOOK+AND+ITS+ASSEMBLY+LINES&title=New+York+Times&issn=03624331&date=1985-06-09&volume=&issue=&spage=A.5&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 9, 1985","A research engineer at General Motors' Technical Center once grumbled to a visitor that the specifications for the first practical industrial robot were developed there in the early 1960's, but nothing had come of it. At that time, the company was rich and complacent and not interested in something as seemingly risky as high-technology robotics. ''The attitude then was, 'We make cars, not tools,' '' he said. ''Industry must succeed in developing highly efficient new forms of manufacturing and management,'' he said. ''We intend to accomplish this by the extensive application of technology to our plants and by integrating our information systems on a worldwide scale.'' The first stage, lasting most of the 1970's, was dominated by denials that imports were a serious problem. ''Small cars, small profits'' was the dictum in Detroit, which was confident that after a flirtation with foreign economy cars, customers would come back to ''real'' automobiles. Then, after two oil shocks sent sales of fuel-efficient, less troublesome Japanese cars soaring, the prevailing notion was that the Japanese were both lucky and somehow cheating. There was a lot of talk about ''cultural differences'' between Japanese and American workers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 June 1985: A.5.",11/15/17,"New York, N.Y.","JAPAN FAR EAST, SOUTH AND SOUTHEAST ASIA AND PACIFIC AREAS","HOLUSHA, JOHN",New York Times Company,,Newspapers,425442132,"United States, New York, N.Y.",English,9-Jun-85,"MERGERS, ACQUISITIONS AND DIVESTITURES; AUTOMOBILES",New York Times,NEWSPAPER,,,,,,,
+THE LEARNING SOCIETY; WHERE XEROX HONES SKILLS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/learning-society-where-xerox-hones-skills/docview/425384963/se-2?accountid=14586,"LEESBURG, Va.
+THERE may be no prouder example of the growing commitment by corporations to educate employees than this startlingly modern campus. From the outside, the two terraced main buildings of the Xerox International Center for Training and Management look like a very well-endowed academic university. There are 100 classrooms and about 40 laboratories. When not in class, the ''students'' may enjoy the outdoor pool, jogging paths, squash, tennis and basketball courts and the dance floor; there is even a beauty parlor and a spacious lounge area with bar.
+But despite its academic trappings it is a corporate training center, and ''the students don't have time to luxuriate,'' said Robert Sohl, the center's director. ''We didn't build it from that standpoint. It's a very functional place.''
+''We're in a very tough competitive market,'' he added, ''and we use this facility to gain an edge.''
+Nonetheless, Xerox's attention to detail, inside and outside the classroom, appears much appreciated by its students. Said Gail Wright, a Xerox service representative based in San Diego and a former instructor at Leesburg, ''It's almost like a vacation actually. It's a real break.'' She added quickly, ''It's not easy, though, because you have to work eight hours a day and study. But it's a nice learning environment.''
+Companies have always done some internal training of employees to orient them to corporate policies and procedures, strengthen their abilities and get them ready for new job assignments. For the last decade or so, however, a growing number of companies have added courses not unlike those at schools and colleges, according to the Carnegie Foundation for the Advancement of Teaching. In a recent study, ''Corporation Classrooms: The Learning Business,'' the foundation said that educational programs run by business and industry had burgeoned to the point that they now constituted an alternative to colleges and universities.
+Some enterprises like the Arthur D. Little Company, a management-consulting firm, and Wang Laboratories, which manufactures word processors, both in Massachusetts, have even won the right through subsidiaries to grant graduate business degrees. These have the same status with the Massachusetts Board of Higher Education as those given by traditional educational institutions such as Harvard and Northeastern.
+About 12,000 students per year come to the Xerox training center, and altogether, more than 130,000 have completed various training programs, which range from one to three weeks or so. Xerox's 2,265-acre complex, according to Mr. Sohl, is ''a total living environment, and the largest industrial training center in the world.'' The center focuses almost exclusively on ''practical'' skills needed by the company's managers, service representatives and sales people.
+For example, they are taught to repair and maintain the whole line of Xerox office automation products, which include word processors, sophisticated work stations, printers and other electronic gear. Recently, however, Xerox has also begun to bring customers to Leesburg to learn how to service their own machines. ''We are very Xerox- specific here,'' Mr. Sohl said. Mrs. Wright, the service representative, added, ''there is some theory taught, but the objective is really how to keep these machines running.''
+On the other hand, some intangible ingredients also slip into the classroom. ''You're sort of foolish,'' Mr. Sohl said, ''if you get a large group of people from all over the U.S. and Canada and you don't take the opportunity to do a little cheerleading.''
+Several students stressed, however, that Xerox wielded a gentle hand and that there was little formal pressure. According to Susan Schmidberger, an account manager in the Woodbury, L.I., Xerox branch office, who was attending her fourth course at the facility: ''They definitely try to form a team spirit, a team camaraderie. It makes you feel that you're part of one big company, but they don't push it on you. It's not brainwashing; it just happens.''
+''After you leave Leesburg,'' she added, ''you feel that nobody can compete with Xerox, you have such a good feeling about the company.'' And Mrs. Wright added, ''It develops a lot of company loyalty.''
+In a way, that is what Xerox was searching for when it committed more than $70 million to build the center. Xerox officials said they wanted a site that was isolated from day-to-day pressures but that offered easy access to its employees in this country and abroad.
+The wooded Loudoun Country tract seemed to fill the bill. It is located on U.S. Route 7, two miles east of Leesburg and 30 miles northwest of downtown Washington D.C. Washington's Dulles International Airport is nearby. Xerox started construction on the site in January 1972, and the center opened in June 1974. In the decade since then, the institution has evolved from an exclusively Xerox facility to one that is used by a broad range of public and private employers. The United States Marine Corps, the Small Business Administration and the Departments of State, Labor, Justice and Defense have used the center, as well as such companies as the Mobil Corporation, the General Electric Company and E.I. du Pont de Nemours & Company. The non-Xerox students, Mr. Sohl stressed, are ''just renting the facility. We don't conduct their training for them.''
+The character and composition of the training center have undergone notable changes since it opened. For one thing, the number of service people being trained there has steadily decreased, in part because Xerox has since decentralized much of its short-term training for service representatives. ''Generally,'' Mr. Sohl said, ''anything less than a week is done in the field, and over a week is done in Leesburg.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+LEARNING+SOCIETY%3B+WHERE+XEROX+HONES+SKILLS&title=New+York+Times&issn=03624331&date=1985-04-14&volume=&issue=&spage=A.49&au=Noble%2C+Kenneth+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 14, 1985","Despite its academic trappings it is a corporate training center, and ''the students don't have time to luxuriate,'' said Robert Sohl, the center's director. ''We didn't build it from that standpoint. It's a very functional place.'' Nonetheless, Xerox's attention to detail, inside and outside the classroom, appears much appreciated by its students. Said Gail Wright, a Xerox service representative based in San Diego and a former instructor at Leesburg, ''It's almost like a vacation actually. It's a real break.'' She added quickly, ''It's not easy, though, because you have to work eight hours a day and study. But it's a nice learning environment.'' ''After you leave Leesburg,'' she added, ''you feel that nobody can compete with Xerox, you have such a good feeling about the company.'' And Mrs. Wright added, ''It develops a lot of company loyalty.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Apr 1985: A.49.",11/15/17,"New York, N.Y.",,"Noble, Kenneth B",New York Times Company,,Newspapers,425384963,"United States, New York, N.Y.",English,14-Apr-85,,New York Times,NEWSPAPER,,,,,,,
+HOME IMPROVEMENT,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/home-improvement/docview/425345110/se-2?accountid=14586,"FOR years it was common practice to change the thermostat setting on the home heating or central air-conditioning system manually, as comfort needs dictated. Raising and lowering the thermostat became an issue 10 or 12 years ago when energy costs were soaring. People began to install clock- controlled thermostats that adjusted automatically each day on a predetermined schedule. In theory a clock- controlled thermostat will not save any more energy than manual changes, but it eliminates human error - it won't forget.
+Such automation can also be a drawback. Suppose the family doesn't retire each night at the same hour? Or suppose you want temperatures changed more than once each 24 hours?
+Several companies are now marketing computerized thermostats controlled by microprocessors, which can be programmed for maximum energy savings. Most will work with air-conditioning systems as well as heating systems. And since all have solid-state circuitry that eliminates mechanical contacts, they are much less prone to problems caused by dusty or corroded metal contacts and are less affected by jarring.
+Many of these new programmable thermostats are designed for easy do- it-yourself installation. No rewiring is required; you connect the new one to existing low-voltage wiring.
+All of them permit extensive programming of several different temperature settings. They can be set for one temperature at night, another in the morning, still another when everyone leaves for the day, and perhaps still another in the evening. Turning the thermostat down by 10 degrees for two eight-hour periods each day can reduce heating costs by up to 30 percent. And raising air- conditioner settings by the same amount each day during the summer can lower cooling costs by as much as 25 percent.
+This flexibility is only part of what some of these ''smart'' thermostats can do. Some will switch automatically from heating to cooling as needed - in the spring or fall one may need heat in the early morning and cooling in the afternoon. Companies say that energy savings will more than equal the cost of one of these thermostats ($45 to $100) in less than a year.
+For example, the Weather Wizard (made by Quad Six Inc., 3753 Plaza Drive, Ann Arbor, Mich. 48104) allows for up to six different temperature settings a day and can be programmed for a different setting each day of the week. It has computerized chips that enable it to ''anticipate'' when the furnace needs to start up (or the air-conditioner needs to come on).
+The Weather Wizard, which sells for under $100, will switch automatically from heating to cooling. It also has a built-in battery backup that prevents a loss of the memory in the event of a power failure.
+Another computerized thermostat that is widely sold to do-it-yourselfers is the Energy Manager (made by the Robertshaw Controls Company, 100 West Victoria Street, Long Beach, Calif. 90805). This one comes in two models, a deluxe (Model T60) and a standard (Model T50). The T60, which sells for between $60 and $90, depending on model, can be programmed in advance for a different program for each day of the week, with up to four different settings each day. The T50, which sells for between $50 and $70, cannot be programmed in advance; it allows for two different settings each day, but the same program will run every day unless changed.
+The deluxe model will automatically switch from heating to cooling when needed; the standard model must be switched manually. A ''hold'' feature is included with each to allow setting a minimum (or maximum) temperature while on vacation without changing or losing the original program. Both models include battery backup in case of power failure.
+All of these programmable thermostats come with installation instructions that a reasonably competent do- it-yourselfer should have no trouble in following. The terminals on the new thermostat are usually marked or color coded to simplify hookup. They work on low voltage (usually around 24 volts), so there is no danger of shock. However, make certain the new thermostat will be compatible with the old wiring; if in doubt take the old one to the dealer. (Make sure you mark the wires with masking tape to indicate which wire went to which terminal.)
+If in doubt as to the voltage supplied to the old one, check the plate on the furnace or thermostat. A few old ones will be hooked up to 110-volt wiring; for these a transformer and new wiring will be needed, a job that requires an electrician.
+One programmable thermostat that takes an entirely different approach to installation is the First Alert Autostat (made by the Pittway Corporation, 780 McClure Avenue, Aurora, Ill. 60504). Selling for under $50, it requires no wiring at all. It is installed on the wall over the existing manual thermostat and is entirely battery operated. A mechanical ''arm'' or link moves the lever to the desired settings.
+The Autostat comes in two models, one round and one rectangular. The microprocessor can be programmed to change temperature settings up to four times in one day.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HOME+IMPROVEMENT&title=New+York+Times&issn=03624331&date=1985-03-21&volume=&issue=&spage=C.4&au=Gladstone%2C+Bernard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 21, 1985","For example, the Weather Wizard (made by Quad Six Inc., 3753 Plaza Drive, Ann Arbor, Mich. 48104) allows for up to six different temperature settings a day and can be programmed for a different setting each day of the week. It has computerized chips that enable it to ''anticipate'' when the furnace needs to start up (or the air-conditioner needs to come on). The deluxe model will automatically switch from heating to cooling when needed; the standard model must be switched manually. A ''hold'' feature is included with each to allow setting a minimum (or maximum) temperature while on vacation without changing or losing the original program. Both models include battery backup in case of power failure. One programmable thermostat that takes an entirely different approach to installation is the First Alert Autostat (made by the Pittway Corporation, 780 McClure Avenue, Aurora, Ill. 60504). Selling for under $50, it requires no wiring at all. It is installed on the wall over the existing manual thermostat and is entirely battery operated. A mechanical ''arm'' or link moves the lever to the desired settings.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Mar 1985: C.4.",11/15/17,"New York, N.Y.",,"Gladstone, Bernard",New York Times Company,,Newspapers,425345110,"United States, New York, N.Y.",English,21-Mar-85,,New York Times,,,,,,,,
+CANADIAN U.A.W. LEADERS REJECT PACT OFFERED BY GENERAL MOTORS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/canadian-u-w-leaders-reject-pact-offered-general/docview/425205064/se-2?accountid=14586,"Leaders of the Canadian branch of the United Automobile Workers today rejected a General Motors contract offer similar to one accepted by the union in the United States.
+''This offer does not address the issues that we as a union in Canada have found are important to our membership and it is absolutely not ratifiable here,'' said Robert White, the head of the union's Canadian section.
+According to Mr. White and other union officials, the offer, which was the first the company had made since bargaining began in early July, contained an average 2.25 percent pay increase in the first year and 2.25 percent lump- sum payments in each of the remaining two years of the proposed three-year contract.
+Rod Andrew, an official of General Motors of Canada, said the offer would be worth more than $10,000 for the average Canadian worker over the three years.
+There was no provision on job security, a major feature of the contract in the United States, because the Canadian union's objectives were higher wages and more paid time off. 'Rubber Stamp on U.S. Proposal'
+''This is a rubber stamp on the U.S. proposal,'' Mr. White said.
+Unless there is a fundamental change in direction, it will be almost impossible to avoid a strike at General Motors on Oct. 17.''
+The Canadian union has chosen General Motors as its strike target, despite the settlement reached with the company in the United States. The Canadians struck the Chrysler Corporation in 1982 even though workers in the United States had voted to stay on the job.
+The Canadian branch of the union has been drifting away from the United States union since 1982, when the Canadians resisted for a while the concessions sought by the auto companies and granted in the United States.
+The Canadian unions have been seeking a return to the once traditional 3 percent-a-year wage increase, more paid time off and improved pension benefits.
+The tentative contract reached between the union and General Motors in the United States has as its centerpiece a $1 billion fund to maintain the incomes of workers displaced by automation or decisions to buy cars or parts from sources outside the company.
+''The recession did not cut as deeply here in Canada as it did in the U.S.,'' said Mr. White in an interview. ''Job security just doesn't have the visibility here it does over there.''
+Mr. White said the different political climates in the two countries and the different social programs were the principal reasons for the divergent bargaining goals. Canada's National Health Insurance and lower hospitalization costs, for example, represent a savings of $1.50 an hour for the worker in Canada compared with the United States employee, he said.
+Over all, Mr. White says, labor costs in Canada are about $7.50 an hour less than in the United States because of Canadian social programs and the weakness of the Canadian dollar. Nicholas Hall, a spokesman for General Motors of Canada, did not dispute the figure.
+Although it was their association with the much larger U.A.W. in the United States that raised the wages of the 37,000 employees of General Motors of Canada to parity with those of the United States workers, Mr. White said he hoped American union members would understand if the Canadians ended up with a larger pay increase this year. 'Income Security' Sought
+''Canadian workers think that job losses due to outsourcing need to be dealt with on a political basis,'' he said, speaking of autos and parts manufactured outside the company. ''We are trying to achieve income security. We are saying that if an employee has five years' seniority, the company has a commitment to that employee for the life of the contract.''
+The union's other major goal, he said, was the return of the nine paid days off a year the Canadian union members surrendered in 1982 under pressure from the company.
+The Canadian operations of G.M. are closely integrated with those in the United States so it ''wouldn't take very long,'' according to Mr. Hall, for a strike in Canada to begin shutting down plants in the United States.
+Bieber Expresses Concern
+DETROIT, Oct. 5 (UPI) - Owen F. Bieber, president of the United Automobile Workers, warned today that a nationwide strike would take place if a tentative settlement with the General Motors Corporation was rejected by union members.
+Mr. Bieber said he was confident that workers would approve the agreement when they understood it. But he acknowledged he was uneasy about the ratification.
+His comments came in the wake of rejection of the pact by four major union locals. Turning down the agreement this week were three large units in Michigan, Saginaw, Lansing and Kalamazoo, and one in Lakewood, Ga.
+Workers in Van Nuys, Calif., approved the agreement.
+A spokesman at Local 488, representing 3,000 workers at the Fisher Body plant in Kalamazoo, said the pact was rejected today, 59 to 41 percent.
+''I suppose I would be less than honest if I didn't say I was always concerned during the waiting period for these things,'' Mr. Bieber said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CANADIAN+U.A.W.+LEADERS+REJECT+PACT+OFFERED+BY+GENERAL+MOTORS&title=New+York+Times&issn=03624331&date=1984-10-06&volume=&issue=&spage=1.11&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 6, 1984","''The recession did not cut as deeply here in Canada as it did in the U.S.,'' said Mr. [Robert White] in an interview. ''Job security just doesn't have the visibility here it does over there.'' ''Canadian workers think that job losses due to outsourcing need to be dealt with on a political basis,'' he said, speaking of autos and parts manufactured outside the company. ''We are trying to achieve income security. We are saying that if an employee has five years' seniority, the company has a commitment to that employee for the life of the contract.'' ''I suppose I would be less than honest if I didn't say I was always concerned during the waiting period for these things,'' Mr. [Owen F. Bieber] said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Oct 1984: 1.11.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425205064,"United States, New York, N.Y.",English,6-Oct-84,,New York Times,NEWSPAPER,,,,,,,
+NEW RULES FOR LETTERS OF CREDIT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-rules-letters-credit/docview/425207703/se-2?accountid=14586,"New rules take effect today intended to streamline the process of writing commercial letters of credit, the principal means of payment in international trade.
+The new rules are a recognition of the increasing use of modern data transmission systems and office automation equipment. However, some experts fear that in making the writing of letters of credit simpler, the new rules could also open the door to more abuses.
+There is general agreement, though, that the first overhaul of standards in a decade was needed to update a system that has fostered trade for more than a thousand years.
+''These changes take us into the 20th century, they bring us up to date,'' said Richard F. Purcell, a former banker and now general counsel with Connell Rice and Sugar Company, a large rice exporter. ''But when you streamline, you make it easier for everyone. You're probably going to find an increase in the number of scroundrels in the system.''
+Lifeblood of Trade
+Commercial letters of credit are the lifeblood of the international trade system. They are so widely accepted that they have been used for ransom payments in addition to their function in trade. The rules governing their use are written by the International Chamber of Commerce as the Uniform Customs and Practice for Documentary Credits. The new set of rules has been adopted as UCP 400.
+In long-distance trade, a buyer may be reluctant to pay for goods that have not been received or inspected, and a seller may not wish to ship the goods before receiving payment. The letter of credit uses banks as intermediaries to reconcile the interests of both parties.
+The LC, as it is called, is a binding agreement specifying precisely what is to be shipped, how much is to be paid and when, and other conditions of the transaction. It also guarantees the exporter that the money to pay for the shipment is available.
+Usually, two banks are involved. The first issues the letter for the importer. The second, or advising bank, confirms that the terms have been met and often receives the payment for the exporter.
+Lucrative Business for Banks
+A fee ranging from about one- eighth percent to one-fourth percent of the face value of the LC is charged by the issuing bank. Additional fees are charged for processing the documents, confirming their terms and amending the letter if necessary. Writing letters of credit is a low-risk but lucrative ''bread-and-butter'' business for banks.
+Vincent M. Maulella, a vice president at the Manufacturers Hanover Trust Company, said that the changes in UCP 400 ''simply formalize practices that many of us are already doing. They recognize the changes caused by the new technologies.''
+For example, while the old rules required that the original copies of documents be sent to the advising bank, fascimile transmissions or other forms of electronic transfer are now permissible. Also, photocopies of original documents can be used.
+Other changes allow some exporters to be paid for goods before they are shipped; increase the insurance required for certain shipments 10 points, to 110 percent of their value, and increase the allowable variance in the specified quantity of certain kinds of shipments to 5 percent, from 3 percent. The rules also apply now to standby letters of credit, a slightly different instrument used in other kinds of financial transactions as a guarantee based on performance.
+Fears About Misuse
+Citibank was among those contending that allowing photocopies and electronic transmission would make it easier to cheat.
+''I suppose that is a genuine concern, but we had fraud in the past, too,'' said William Blanc, a Chemical Bank vice president. ''I would not expect a rash of new fraud now.''
+Mr. Purcell called the changes ''a form of bank deregulation'' that give banks ''less of a duty than they have now to read things carefully.'' However, while seeing problems, he agreed that some of the difficulties may appear only on the fringes of the business.
+Several bankers said that problems might be largely confined to those who do not routinely use letters of credit.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+RULES+FOR+LETTERS+OF+CREDIT&title=New+York+Times&issn=03624331&date=1984-10-01&volume=&issue=&spage=D.1&au=Sterngold%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 1, 1984","''These changes take us into the 20th century, they bring us up to date,'' said Richard F. Purcell, a former banker and now general counsel with Connell Rice and Sugar Company, a large rice exporter. ''But when you streamline, you make it easier for everyone. You're probably going to find an increase in the number of scroundrels in the system.'' ''I suppose that is a genuine concern, but we had fraud in the past, too,'' said William Blanc, a Chemical Bank vice president. ''I would not expect a rash of new fraud now.'' Mr. Purcell called the changes ''a form of bank deregulation'' that give banks ''less of a duty than they have now to read things carefully.'' However, while seeing problems, he agreed that some of the difficulties may appear only on the fringes of the business.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Oct 1984: D.1.",6/12/19,"New York, N.Y.",,"Sterngold, James",New York Times Company,,Newspapers,425207703,"United States, New York, N.Y.",English,1-Oct-84,INTERNATIONAL TRADE AND WORLD MARKET; Credit; Deregulation,New York Times,NEWSPAPER,,,,,,,
+MAMARONECK LIBRARY DRIVE ADVANCES,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mamaroneck-library-drive-advances/docview/425193179/se-2?accountid=14586,"THE Mamaroneck Library and Theater Center, now more than one-quarter of the way toward raising $852,000 for an ambitious expansion program, plans to break ground for its new facilities later this year, library officials announced last week.
+The building campaign is described by its directors as an unusual community venture. It will physically join the existing library to the 280-seat Emelin Theater and provide a lobby and reception area, rehearsal and storage space, a 100-seat meeting room, added reading and reference areas, more restrooms and access for the handicapped.
+The new addition will be built on land contributed by an anonymous donor and when completed will qualify Mamaroneck as the only village in lower Westchester to have its own arts center, the officials said.
+The fund drive is unusual, Sally Poundstone, the library director, said, in that the campaign is seeking to enlist the help of all of the village's residents by asking each one for a contribution. It is also seeking help outside the municipality and from corporations because of the theater's drawing area throughout Westchester and beyond. ''If every one of our 6,000 families contributed something, our goal would soon be reached,'' Mrs. Poundstone said, explaining that campaign requests for funds were being scaled according to the prospective donors' own finances.
+According to Mrs. Poundstone, the Mamaroneck Library is a free library, which means that capital projects cannot be financed by government bonds. The first building was constructed in 1927, a children's wing and reading and reference room (also financed by voluntary contributions) was built in 1966, and the Emelin Theater, a gift of Arthur Emelin was built when in 1973.
+''Now,'' said Ina Gordon, the development director, ''the 75 foot by 50 foot parcel of donated land will bring all our facilities together beautifully, allowing us continued growth until the end of the century.''
+The library, which has more than 110,000 books, is used by more than 16,000 adult and children borrowers, and has circulated more than 2,603,000 volumes since 1966, officials said. The Emelin Theater attracts more than 35,000 theatergoers each year to more than 200 events, including films, plays, concerts and children's shows.
+Emily Grant, the campaign director, explained that donations were being sought in a number of categories: founder, $50,000 and more; sustainer, $49,000 to $25,000; patron, $24,000 to $10,000; benefactor, $9,000 to $1,000; sponsor, $900 to $500; and in totals of $500, $400, $300, $200, $100 and $50.
+''Thus far, large contributions have included $30,000 for the director's new office, one for $50,000, one for $15,000 and a $10,000 donation from the Gannett newspaper chain,'' Mrs. Gordon said. The other donors asked to remain anonymous.
+''The rest have been smaller gifts,'' Mrs. Poundstone added, saying that pledges could be spread out over three to four years. In addition, she added, the National Endowment for the Humanities has been approached for a matching grant toward the building fund.
+''It becomes easier the more money is raised,'' she said, ''as contributors seek to match other donors.''
+Discussing the new addition, Mrs. Poundstone said, the present courtyard will be enclosed, creating the lobby that will link the theater and library. The lobby's design will retain the present buildings' stone walls and have a glass entrance and skylight.
+The new meeting room with 100 seats, which will be included in a new addition at the side of the existing library, will also serve as rehearsal space and as additional dressing- room facility. This room, placed in the addition diagonally, can be sealed off from the library itself, making it directly accessible to the Emelin Theater but at the same time closed during nonlibrary hours.
+''All this will help ease the crowded shelf situation at the library,'' Mrs. Poundstone said, ''and provide more reader desks and seating, more space for meetings and a lobby where patrons can circulate freely and enjoy our bar between acts.'' The new arrangement, she said, will avoid cramped corridors and also provide larger exhibition spaces, she said.
+In addition, the library director said, the expansion will provide a headquarters for the Mamaroneck Historical Society and a new home for the library's local historical collection. The library is also making plans to acquire electronic equipment, ''which must be available for all libraries of the future.'' Mrs. Poundstone was recently appointed to head a new advisory committee on regional library automation and resources sharing for libraries in the county and New York City. She also recently headed a committee to plan for countywide purchase and circulation of video tapes in libraries.
+Among presentations, speakers and performers planned for the 1984- 85 season of the Emelin Theater are the writer Isaac Bashevis Singer, the musicians Stan Getz and Gerry Mulligan, the Orpheus Chamber Orchestra, the pianist Jeffrey Kahane, the dancer Eleo Pomare, the writer Arthur Schlesinger Jr., the pianist Oxana Yablonskaya, the writer Kate Millet, the Negro Ensemble Company, the pianist Stephen Hough, Muir String Quartet, the auther Letty Cotting Pogrebin, the Tokyo String Quartet, the Paper Bag Players, the White Plains Symphony, the conductor David Amram, the dancer Rachel Harms, the Trio del Bravo, the Rogerio Trio, the Berkshire Ballet and Theaterworks U.S.A.
+A series of seven Friday night films, including ''La Nuit de Varennes'' and ''The Night of the Shooting Stars,'' and a number of children's programs, including ''Pinocchio'' and ''Rapunzel,'' are also scheduled.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MAMARONECK+LIBRARY+DRIVE+ADVANCES&title=New+York+Times&issn=03624331&date=1984-09-16&volume=&issue=&spage=A.21&au=Macauley%2C+Ian+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 16, 1984","''Now,'' said Ina Gordon, the development director, ''the 75 foot by 50 foot parcel of donated land will bring all our facilities together beautifully, allowing us continued growth until the end of the century.'' ''All this will help ease the crowded shelf situation at the library,'' Mrs. [Sally Poundstone] said, ''and provide more reader desks and seating, more space for meetings and a lobby where patrons can circulate freely and enjoy our bar between acts.'' The new arrangement, she said, will avoid cramped corridors and also provide larger exhibition spaces, she said. A series of seven Friday night films, including ''La Nuit de Varennes'' and ''The Night of the Shooting Stars,'' and a number of children's programs, including ''Pinocchio'' and ''Rapunzel,'' are also scheduled.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Sep 1984: A.21.",11/14/17,"New York, N.Y.",,"Macauley, Ian T",New York Times Company,,Newspapers,425193179,"United States, New York, N.Y.",English,16-Sep-84,LIBRARIES AND LIBRARIANS; FINANCES,New York Times,NEWSPAPER,,,,,,,
+AUTOMATED TRANSLATIONN IS NOW SOME SENSE MAKING,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/automated-translationn-is-now-some-sense-making/docview/425122365/se-2?accountid=14586,"When computers started proliferating on college campuses and in corporate offices in the 1950's, they held the promise of providing the quick translation of letters, documents, perhaps even literature from one language to another. It was not yet to be. Even the translation of a simple note from English into French proved to be too inaccurate, too slow and, when computer memory space and processing power were at a premium, too expensive.
+''People worked and worked on it,'' said Aravind Joshi, chairman of the University of Pennsylvania' computer science department, ''and the results were just not that impressive.''
+Now, universities and corporations are tackling the problem again - encouraged primarily by the emergence of low-cost mini- and microcomputers that can handle the complex work. ''Only recently has the computer power become cheap enough to make that first, rough-cut translation worthwhile,'' said Robert C. Berwick, an assistant professor of computer science at the Massachusetts Institute of Technology.
+Only recently, too, has solving the problems of machine translation gained urgency among computer companies. American experts say Japan has established as a top priority the translation of materials needed to operate its high-technology products. It is a crucial step before those products can invade foreign markets. Japan could also open a market in office automation equipment - computers and software with which a company could quickly send a memo to foreign subsidiaries in their native languages. So it is that European computer manufacturers are redoubling their efforts, while American companies are shifting into high gear. Wang Laboratories of Lowell, Mass., is reportedly negotiating with one of the half-dozen or so upstart computer translation corporations, with joint venture or acquisition in mind. Challenge Systems Inc. of Richardson, Tex., has already unveiled a desktop translation system priced at $25,000. ''It gives you a good first draft, which is all you can ask for with the current state of technology,'' said Jerry L. Setliff, company president.
+The obstacles to designing automatic translation devices are daunting. ''They don't deal well in symbols,'' said Winfred P. Lehmann, directory of the linguistics research center at the University of Texas in Austin, a leader in the field. ''And it is symbols, not streams of binary digits, that most readily adapt to the subtleties of the written word.''
+Most computer translation systems start with an electronic dictionary of the 3,000 to 4,000 words used most often in writing. They also store a specialized ''sublanguage dictionary'' containing the distinctive lingo of the document being translated, such as electronics terms. The computer first compares the document to the dictionary, so that it can assure itself that it recognizes every term and can find the foreign language equivalent.
+The Power to Parse
+It then diagrams sentences, relying on language patterns. In English sentences, for example, the subject frequently comes before the verb, the object after. In German, the subject generally comes first, then the object, then the verb. Thus, in the sentence ''The cow jumped over the moon'' the computer would identify ''cow'' as a noun and categorize it as the subject. It would then choose the German word for ''cow'' and place it in the correct position for the subject in the translation.
+Unfortunately, computers handle exceptions poorly, and language is filled with exceptions. Even in technical texts, about one sentence in five will not fit given patterns, or will include words with several definitions or implied meanings. Idiomatic phrases have been known to drive computers into frenzies of literal translation. In one computer system, the aphorism ''Out of sight, out of mind'' became ''blind maniac'' in Russian.
+The customers for machine translation technology, such as Berlitz Translation Services, use it to aid human translators, with the computers doing the rough drafts and the humans correcting the copy. ''When you have eight to 10 people working on a project, keeping terminology consistent (always using house, for example, instead of home) is impossible,'' said Irene Agnew, who founded a computerized translation service in the mid- 1970's and sold it to Berlitz, a subsidiary of Macmillan Inc. ''The computer does that for you.''
+What may give translation technology a shove is research on artificial intelligence, whose aim is to have machines replicate people's thought processes - including the manipulation of concepts and symbols. The fruits of research are already evident. By next year, Siemens, West Germany's largest computer manufacturer, is expected to market a sophisticated translation system for about $200,000. Hitachi is thought to be close behind.
+But these advances may not suffice. Said Professor Joshi: ''It is not enough to understand text and reword it. Translation means not only content, but presenting it the way it was presented in the original language.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTOMATED+TRANSLATIONN+IS+NOW+SOME+SENSE+MAKING&title=New+York+Times&issn=03624331&date=1984-07-29&volume=&issue=&spage=A.24&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 1984","The obstacles to designing automatic translation devices are daunting. ''They don't deal well in symbols,'' said Winfred P. Lehmann, directory of the linguistics research center at the University of Texas in Austin, a leader in the field. ''And it is symbols, not streams of binary digits, that most readily adapt to the subtleties of the written word.'' It then diagrams sentences, relying on language patterns. In English sentences, for example, the subject frequently comes before the verb, the object after. In German, the subject generally comes first, then the object, then the verb. Thus, in the sentence ''The cow jumped over the moon'' the computer would identify ''cow'' as a noun and categorize it as the subject. It would then choose the German word for ''cow'' and place it in the correct position for the subject in the translation. The customers for machine translation technology, such as Berlitz Translation Services, use it to aid human translators, with the computers doing the rough drafts and the humans correcting the copy. ''When you have eight to 10 people working on a project, keeping terminology consistent (always using house, for example, instead of home) is impossible,'' said Irene Agnew, who founded a computerized translation service in the mid- 1970's and sold it to Berlitz, a subsidiary of Macmillan Inc. ''The computer does that for you.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 1984: A.24.",11/14/17,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,425122365,"United States, New York, N.Y.",English,29-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+CAREERS; Intensive M.B.A. Programs,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-intensive-m-b-programs/docview/425141115/se-2?accountid=14586,"INTENSIVE programs for master
+of business administration degrees are becoming increasingly popular. Generally, students are selected and financed by major corporations with the idea that the graduates will climb higher on the management ladder.
+One unusual accelerated program has been started recently by the General Electric Company with Purdue University's Krannert graduate school of management.
+Explaining how candidates are picked, Roger W. Hessenius, manager of G.E.'s professional development programs in its corporate information systems operation, said: ''We get managers involved. We have asked for high-performance individuals.''
+A few are middle managers, while others are what Mr. Hessenius calls ''individual contributors,'' such as systems designers and project leaders who work independently under the supervision of a manager.
+Knowledge of computers is one ability the students share, according to Mr. Hessenius. ''Those selected all have been working with computers, some in heavy manufacturing, some in engineering, some in the management information systems area,'' he said. ''We are trying to draw from all functions.''
+The reason for the program is that G.E. wants its technical people to develop a business perspective along with the ability to communicate more effectively with general management.
+''We have found that the changing technology has forced our people to become more business-oriented,'' Mr. Hessenius said. ''The program gives them a broader perspective of business and allows them to compete with other business managers on a functional basis. The students will become more integrated into the business function.''
+Like other accelerated programs for managers at business schools at the University of Pennsylvania and Columbia University, the Purdue- G.E. program requires outside study plus class attendance for short, intensive periods.
+For example, the first G.E. class consists of 24 students who began a year ago. They started with a 10-week period in the spring of 1983, when they received books, reading lists and assignments. While working at their jobs, they were expected to do homework at nights or weekends and transmit it by computer to Purdue professors.
+The program required two weeks of intensive study on campus at West Lafayette, Ind., early in the summer and another two weeks a month later. On campus, the students attended classes six hours a day for six days a week and had four hours or so of homework at night.
+''In many courses the case method is used and students often work in teams,'' Mr. Hessenius said.
+When back on the job in the fall, the students again underwent a period of additional reading for six weeks and homework assignments sent to Purdue by computer. Then they were free until this spring, when the routine was repeated.
+The class that began in the spring of 1983 will complete the program next summer, after the third round of summer work, or a total of 12 weeks of intensive on-campus work, plus the periods of homework. Then they will receive master of science degrees in industrial administration, which is Purdue's equivalent of the master of business administration degree elsewhere. A second class of 23 students began this spring.
+The background of the students and the intensive use of computers for homework makes the G.E. program a little different from most other M.B.A. management programs.
+Most of the G.E. students have undergraduate degrees in business, engineering, computer science or liberal arts, with computer science as a minor, but a few have not completed requirements for a bachelor's degree. They, too, will receive a master's degree once they complete the program.
+The students range in age from 27 to 45 years, with an average age of 37 in the first class. In the second class, one person is 50 years old, according to Mr. Hessenius.
+''The basic management information systems course is too elementary for this group,'' he said. So Purdue designed a special advanced program of lectures focusing on such subjects as artificial intelligence, office automation and telecommunications, as well as on such social issues as job displacement because of computers.
+What does G.E. hope to get out of the program? ''I hope that they are getting a little mind-stretching,'' Mr. Hessenius said. ''Technology is so pervasive that we need technical people with a business perspective.''
+He hopes, too, that G.E. can ultimately get more general managers out of this area - managers who combine technical knowledge of information systems with management ability. He said that was ''something we have not been so successful in doing in the past.''
+Dr. Dan E. Schendel, who heads the program at Purdue, said that such an executive program was also available for other companies, small as well as large. He said the other program had 21 students enrolled from companies such as TRW, Dow Chemical, Hewlett-Packard, Ford, Eli Lilly and Honeywell. The Coast Guard is also represented.
+Stressing the importance of the electronic linkage, he said, ''We try to monitor the work the students are doing by using the computer.'' Students are selected on the basis of college marks, Graduate Management Aptitude Test scores of 550-600 or better, and job experience.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAREERS%3B+Intensive+M.B.A.+Programs&title=New+York+Times&issn=03624331&date=1984-07-18&volume=&issue=&spage=D.23&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 18, 1984","Knowledge of computers is one ability the students share, according to Mr. [Roger W. Hessenius]. ''Those selected all have been working with computers, some in heavy manufacturing, some in engineering, some in the management information systems area,'' he said. ''We are trying to draw from all functions.'' ''We have found that the changing technology has forced our people to become more business-oriented,'' Mr. Hessenius said. ''The program gives them a broader perspective of business and allows them to compete with other business managers on a functional basis. The students will become more integrated into the business function.'' What does G.E. hope to get out of the program? ''I hope that they are getting a little mind-stretching,'' Mr. Hessenius said. ''Technology is so pervasive that we need technical people with a business perspective.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 July 1984: D.23.",11/14/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,425141115,"United States, New York, N.Y.",English,18-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+A BITTER AND PUZZLING GERMAN STRIKE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bitter-puzzling-german-strike/docview/425097271/se-2?accountid=14586,"When Chancellor Helmut Kohl of West Germany reached London for the recent economic summit meeting, the question he was asked most often had little to do with East-West ties, the world debt situation or the future of American interest rates.
+What puzzled his colleagues, the conservative Christian Democrat told reporters on his return last week, was why the Germans, millions of whom have been unable to find work, are locked in a six-week strike for the right to work less.
+The bitter dispute over labor's demand to cut the workweek from 40 hours, to 35, has become Germany's most protracted strike since 1957. About 444,000 workers have been turned out in the big printing and metalworking industries, including such powerful sectors as automobile and machine manufacturing.
+A Threat to Recovery
+Government officials, including Mr. Kohl, have warned that if it continues, the strike might crush the economy's still-tender recovery from nearly two years of recession. Karl-Otto P""ohl, the Bundesbank president appointed by former Chancellor Helmut Schmidt, warned this week that a continued strike would mean a decline in industrial output of 2 percent in May and an additional 2 percent in June. Germany, he said, would probably not meet its modest goal of 3 percent to 3.5 percent growth of gross national product this year, if the strike persists.
+Rank-and-file exhaustion with the strike may have been reflected in the crushing defeats suffered by the Social Democrats, labor's traditional ally, in last week's European parliament elections. But despite the defeats and the uproar, labor leaders seem determined to persist in their demand for a five-hour cut in the workweek without a cut in pay.
+Reaction to Policies
+In part, analysts agree, the strike reflects a reaction among union leaders to a rightward drift in the Bonn Government. As union leaders see it, part of Mr. Kohl's revival strategy for the economy involves putting a cap on labor costs, which have depressed corporate profits and dampened business investment.
+''Sure, they want to prevent the 35- hour week,'' said Richard Heller, a 50-year-old shop steward who is running the strike at Opel, the big German unit of the General Motors Corporation. ''But the main goal is to break the unions.''
+Labor leaders like Mr. Heller stress, however, that the main target of their strike is the nation's stubbornly high unemployment rate. Despite the recovery, joblessness has dropped only to 9.1 percent, from a postwar high of 10.2 percent last winter.
+The militant printers' and metalworkers' unions, which are leading the drive for the 35-hour week, want to distribute the available jobs among more workers by shortening the workweek for each individual, while leaving the total number of hours worked the same. In other words, they maintain, productivity would not decline - it would just by shared by a larger number of workers.
+A Question of Wages
+Government and management reply that even though the total hours worked would, in theory, remain constant, the extra workers would have to be paid at the same scale, raising industry's wage bill. By increasing already high labor costs, they contend, shorter hours would bolster industry's incentive to invest in automation, further reducing the number of jobs.
+Throughout Europe, labor leaders and Government officials are eagerly awaiting the outcome of the dispute. In France, the Government of President Franc,ois Mitterrand recently revived the issue of a shorter week as an antidote to unemployment. In the Netherlands, Dutch labor leaders recently announced their goal of reducing the workweek to 32 hours by 1990.
+Indeed, the idea of producing more jobs by sharing the work finds sympathy even among European business leaders and economists. Bayerische Motorenwerke, the German auto maker known as BMW, has proposed a plan to satisfy unions by cracking the 40- hour taboo, while offering an incentive to industry to accept a shorter workweek. Under the BMW plan, the workweek would be cut to 38 hours, in return for management's right to run extra shifts.
+The cost of the shorter hours, BMW's chairman, Eberhard von Kuenheim, argued, would be offset by permitting increased use of capital- intensive machinery, such as presses and assembly robots.
+Early-Retirement Plan
+Despite vigorous Government criticism of the 35-hour week proposal, Mr. Kohl himself, under prodding from Labor Minister Norbert Bl""um of the Christian Democrats' left wing, last month backed legislation enabling workers to retire at age 58 instead of 65 (or 63 for women). Under the law, the Government pays a bonus to workers who choose early retirement, provided their employers hire new people to replace them. Germany's big building trades union, less militant than the printers and metalworkers, accepted the plan, plus a 3.3 percent wage increase.
+''Freedom of choice, plus more jobs, plus a better utilization of existing capacities may be the recipe,'' conceded Dieter Wermuth, chief economist at Citibank in Frankfurt.
+Kurt Biedenkopf, a Christian Democratic leader and one of the party's mavericks in economic affairs, is mediating the printers' strike. He has proposed a compromise that foresees a five-day cut in the work year, in stages, by 1988. To finance the shorter year, Mr. Biedenkopf proposed, labor should accept pay increases of no more than the rate of inflation.
+Analysts said a compromise solution, if it comes, would probably resemble these plans.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+BITTER+AND+PUZZLING+GERMAN+STRIKE&title=New+York+Times&issn=03624331&date=1984-06-21&volume=&issue=&spage=D.1&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 21, 1984","''Sure, they want to prevent the 35- hour week,'' said Richard Heller, a 50-year-old shop steward who is running the strike at Opel, the big German unit of the General Motors Corporation. ''But the main goal is to break the unions.'' Despite vigorous Government criticism of the 35-hour week proposal, Mr. [Helmut Kohl] himself, under prodding from Labor Minister Norbert Bl""um of the Christian Democrats' left wing, last month backed legislation enabling workers to retire at age 58 instead of 65 (or 63 for women). Under the law, the Government pays a bonus to workers who choose early retirement, provided their employers hire new people to replace them. Germany's big building trades union, less militant than the printers and metalworkers, accepted the plan, plus a 3.3 percent wage increase. ''Freedom of choice, plus more jobs, plus a better utilization of existing capacities may be the recipe,'' conceded Dieter Wermuth, chief economist at Citibank in Frankfurt.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 June 1984: D.1.",11/15/17,"New York, N.Y.",WEST GERMANY,"Tagliabue, John",New York Times Company,,Newspapers,425097271,"United States, New York, N.Y.",English,21-Jun-84,METALS AND MINERALS; WAGES AND SALARIES; LABOR; STRIKES; ECONOMIC CONDITIONS AND TRENDS; UNEMPLOYMENT AND JOB MARKET; RECESSION AND DEPRESSION; WORKING HOURS,New York Times,NEWSPAPER,,,,,,,
+DETROIT IS IN FOR SOME ROUGH GOING,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/detroit-is-some-rough-going/docview/425071517/se-2?accountid=14586,"Prosperity has returned - at least temporarily - to Detroit. Big option-laden cars are in demand once again, auto sales in general are rising and competition from the Japanese is fettered by import restraints.
+Combined profits for the Big Three car makers are expected to exceed $10 billion this year, easily eclipsing the record $6.15 billion reported in 1983. The Chrysler Corporation, which teetered on the edge of bankruptcy just three years ago, earned $706 million in the first quarter of 1984, more than in any full year in its 60-year history.
+However, the industry is not exactly the picture of health that might be conjured from these numbers. The figures were aided on one hand by years of decreased Japanese competition prompted by pressure from Washington, and on the other hand by years of union concessions.
+Government officials have begun to hint that the import protection may not be renewed when it expires next spring, and leaders of the United Auto Workers have made it plain that they hope to recoup in contract talks beginning this summer some of what they gave up in the lean years. And while the industry may be amenable to some lessening of import quotas - the Japanese are, after all, increasingly becoming Detroit's partners through a variety of joint ventures - the U.A.W. has also said it intends to strongly oppose the increasing transfer of jobs offshore.
+Owen F. Bieber, the U.A.W. president, notes that while auto industry profits have returned, many former autoworkers have not. The union estimates that employment in the industry is still 200,000 below the peak in 1978. And with increased automation and overseas deals, that peak may never be reached again.
+Much of the industry's recent criticism from Government and labor was prompted when auto executives publicly congratulated themselves for their record year and then paid themselves some eye-popping record bonuses. Roger B. Smith, the chairman of the General Motors Corporation, was paid $1,490,490 in salary and cash and stock bonuses plus an undisclosed additional amount in long-term compensation. Philip Caldwell, the chairman of Ford Motor Company, collected $1,420,534 in salary and bonus plus $5,892,024 in profits from accumulated stock options. In a storm of protest, officials in Washington and Solidarity House said the auto industry, despite a record year behind it and apparently another one ahead of it, simply wasn't healthy enough yet to justify such payouts. William Brock, the Special Trade Representative who negotiated an additional year of import limitations, said he felt ''had,'' and recommended dropping the limitations on Japanese imports when they expire next March. He said the industry had spent too much on bonuses and too little on modernization. However, Vice President George Bush said no decision had been made on the matter, and some Japanese leaders said they favored continued restraints. But Martin S. Feldstein, who recently announced his resignation as chairman of the Council of Economic Advisers, apparently differed. ''I believe if you had to bet money'' he said last week, ''the quotas will come off next year.''
+The threat to import restraints brought an immediate response from the U.A.W., which faces the tricky task of drafting a contract lucrative enough to be ratified by a membership, but not so rich as to endanger the industry's comeback. Lifting the restrictions would permit ''a great influx of Japanese cars,'' Mr. Bieber said. He berated executives for sending ''the message that the industry is back to the good old days.''
+Doubtful Investors
+''I don't happen to believe that's true,'' he said. ''There are short-term and long-term problems.''
+Nor do investors have much faith in the strength of the turnaround, says Maryann N. Keller, an investment adviser at Vilas-Fischer Associates. The relatively low price of G.M. stock means that ''everybody has realized that these profits are a flash in the pan,'' she said.
+A recent joint American-Japanese study at the University of Michigan concluded that the Japanese have an advantage of about $1,500 a car, due to lower labor and material costs and more efficient production methods.
+The American auto industry has responded by buying small cars and components abroad rather than manufacturing them here. G.M. has plans to import 300,000 small cars a year from Isuzu and Suzuki in Japan, once restrictions end, and will jointly assemble 250,000 more with Toyota in California, using Japanese engines and transmissions. Ford is building a plant in Mexico to produce small cars for the American market.
+While opposing such arrangements, the U.A.W. is also expected to seek significant wage gains this year. But if the union does win a big pay increase, automakers say the industry will have to rely even more heavily on imports. A hefty wage increase ''would start to move mid- size cars offshore and by the year 2000 move everything off if we don't keep things in balance,'' said Lee Iacocca, the Chrysler chairman.
+''What we have here is an oasis,'' said Michael Driggs, the deputy assistant secretary of Commerce for automotive affairs. ''The 1983-84 period is probably the easiest the industry is going to have it for the decade. The problems are far from over.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DETROIT+IS+IN+FOR+SOME+ROUGH+GOING&title=New+York+Times&issn=03624331&date=1984-05-13&volume=&issue=&spage=A.2&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 13, 1984","Much of the industry's recent criticism from Government and labor was prompted when auto executives publicly congratulated themselves for their record year and then paid themselves some eye-popping record bonuses. Roger B. Smith, the chairman of the General Motors Corporation, was paid $1,490,490 in salary and cash and stock bonuses plus an undisclosed additional amount in long-term compensation. Philip Caldwell, the chairman of Ford Motor Company, collected $1,420,534 in salary and bonus plus $5,892,024 in profits from accumulated stock options. In a storm of protest, officials in Washington and Solidarity House said the auto industry, despite a record year behind it and apparently another one ahead of it, simply wasn't healthy enough yet to justify such payouts. William Brock, the Special Trade Representative who negotiated an additional year of import limitations, said he felt ''had,'' and recommended dropping the limitations on Japanese imports when they expire next March. He said the industry had spent too much on bonuses and too little on modernization. However, Vice President George Bush said no decision had been made on the matter, and some Japanese leaders said they favored continued restraints. But Martin S. Feldstein, who recently announced his resignation as chairman of the Council of Economic Advisers, apparently differed. ''I believe if you had to bet money'' he said last week, ''the quotas will come off next year.'' ''I don't happen to believe that's true,'' he said. ''There are short-term and long-term problems.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 May 1984: A.2.",11/15/17,"New York, N.Y.",JAPAN,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425071517,"United States, New York, N.Y.",English,13-May-84,AUTOMOBILES; INTERNATIONAL TRADE AND WORLD MARKET; LABOR; GIVEBACKS (COLLECTIVE BARGAINING); CONTRACTS; IMPORT QUOTAS,New York Times,NEWSPAPER,,,,,,,
+AUTO-INDUSTRY PROFITS COULD MAKE CONTRACT TALKS COSTLY,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/auto-industry-profits-could-make-contract-talks/docview/424940708/se-2?accountid=14586,"On a sunny afternoon last fall a group of about 30 rank and file members of the United Automobile Workers staged a small but angry demonstration in front of Ford Motor Company's world headquarters here.
+With shouts and placards, they protested what they said was the company's increasing practice of ''outsourcing,'' shifting work from American plants to those owned by Ford and its foreign affiliates overseas. It is likely to be the thorniest of several difficult issues the U.A.W. plans to press in contract negotiations with Ford and the General Motors Corporation beginning in mid- July. Industry insiders say the new contract - the present one expires Sept. 14 - will reveal much about the future of automobile manufacturing in America.
+The talks will be the first in five years to take place under what were once considered normal conditions in the industry: the automobile companies are profitable and the union is looking to make gains. Gone, at least for now, are the deep losses that induced the union to give $4 billion in wage and benefit concessions in early 1982. When the concessions were made, both sides said that a new, more cooperative relationship had been forged in hardship. Now the companies and the union seem to be going back to labor relations as usual. The 2,500 U.A.W. members who gathered in Detroit last week to plan bargaining strategy were clearly looking to make up for lost ground. Union leaders said they would demand immediate pay raises, a shorter workweek and a more lucrative profit-sharing plan. Owen F. Bieber, the U.A.W. president, rattled the strike sword, declaring ''if the power of persuasion doesn't work, we will use the persuasion of power if that is what is necessary.'' He was particularly critical of the six-figure executive bonuses Ford and G.M. plan to pay out of their combined 1983 profits of $5.6 billion. G.M.'s bargaining strategy, as revealed in a company document that fell into union hands, calls for limiting wage increases by linking them to profits. The company also laid out plans to trim its blue collar payroll of about 375,000 by as many as 100,000 by late 1986, evidently through the use of automation and outside purchases. Such plans seem to echo the caution of industry analysts, who say the automakers' return to prosperity is at least partly artificial. The analysts note that the industry is flourishing in a market protected from Japanese competition. The 1.8 million-unit limit on Japanese sales in the United States this year has enabled the automobile companies to end their rebate programs, effectively increasing car prices by hundreds of dollars.
+''The import quotas were critical,'' said Maryann N. Keller, an automobile industry analyst and investment manager at Vilas-Fischer Associates. ''Without the quotas there would not be record earnings because the Japanese would be pursuing their usual volume-based strategy and holding down prices.''
+''The recovery is fragile in some respects,'' said Michael Driggs, the deputy assisitant secretary of Commerce for automotive industry affairs. ''The danger they face is when quotas come off, and that will probably be sooner rather than later.''
+Detroit's chief vulnerability is in the small car field. Auto executives say higher American labor costs force them to look abroad. ''If you have to pay a guy the same $22 an hour to hang glass on a little $5,000 unit as a $13,000 New Yorker, you're never going to make any money,'' said Lee A. Iacocca, chairman of Chrysler Corporation.
+G.M. has already made arrangements to import 300,000 small cars a year from its Japanese affiliates, Isuzu and Suzuki, as soon as quotas are lifted. Last week, G.M. signed an agreement with a Korean company, Daewoo Motor Company for production of 167,000 cars a year starting in 1987, half them available for export to the U.S. Mr. Bieber said his union would try to limit such moves by seeking restrictions on outside purchases and advance notice on investment decisions. Earlier, arguing the need for an automobile ''domestic content'' law, he said that trying to force a multinational car company to employ American labor ''is like trying to catch a greased pig.'' Mr. Bieber may be running against the tide of history in his efforts to put a wall around G.M. and Ford's American plants and bargain the way Walter Reuther did in the 1950's and 1960's. With the imports, even under restraint, accounting for 27 percent of sales, the Big Three do not control the market as they did in the Reuther era. And the U.A.W. no longer has a monopoly on labor. Both Nissan and Honda operate American assembly plants that the union has been unable to organize. ''This labor contract is key'' to the future of G.M. and Ford's American automotive operations, Mr. Driggs said. ''It will be a symbol for suppliers who are lining up for increases, for white collar employees and dealers of whether austerity is over. It is absolutely critical.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTO-INDUSTRY+PROFITS+COULD+MAKE+CONTRACT+TALKS+COSTLY&title=New+York+Times&issn=03624331&date=1984-03-11&volume=&issue=&spage=A.3&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 11, 1984","G.M. has already made arrangements to import 300,000 small cars a year from its Japanese affiliates, Isuzu and Suzuki, as soon as quotas are lifted. Last week, G.M. signed an agreement with a Korean company, Daewoo Motor Company for production of 167,000 cars a year starting in 1987, half them available for export to the U.S. Mr. [Owen F. Bieber] said his union would try to limit such moves by seeking restrictions on outside purchases and advance notice on investment decisions. Earlier, arguing the need for an automobile ''domestic content'' law, he said that trying to force a multinational car company to employ American labor ''is like trying to catch a greased pig.'' Mr. Bieber may be running against the tide of history in his efforts to put a wall around G.M. and Ford's American plants and bargain the way Walter Reuther did in the 1950's and 1960's. With the imports, even under restraint, accounting for 27 percent of sales, the Big Three do not control the market as they did in the Reuther era. And the U.A.W. no longer has a monopoly on labor. Both Nissan and Honda operate American assembly plants that the union has been unable to organize. ''This labor contract is key'' to the future of G.M. and Ford's American automotive operations, Mr. [Michael Driggs] said. ''It will be a symbol for suppliers who are lining up for increases, for white collar employees and dealers of whether austerity is over. It is absolutely critical.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Mar 1984: A.3.",11/15/17,"New York, N.Y.",UNITED STATES,"HOLUSHA, JOHN",New York Times Company,,Newspapers,424940708,"United States, New York, N.Y.",English,11-Mar-84,AUTOMOBILES; LABOR; CONTRACTS; WAGES AND SALARIES,New York Times,NEWSPAPER,,,,,,,
+NEW JOB PROGRAM TO MARK BIG SHIFT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-job-program-mark-big-shift/docview/424852307/se-2?accountid=14586,"A major reduction in Federal funds for the states for job training and employment will take effect in July under a Reagan Administration program that replaces the Comprehensive Employment and Training Act.
+The new program, called the Job Training Partnership Act, reflects a departure from the job-creating programs of the past, which the Administration has argued were too costly and ineffective. Instead, the Administration is providing funds for training and is relying on the private sector to provide employment.
+The Administration will provide $2.8 billion to state and territorial governments to finance job training for more than a million people beginning this July. That amount contrasts sharply with the $5.8 billion that was provided under the former program in the last year of the Carter Administration.
+The reductions will mean that New York, whose jurisdictions received $555.3 million in the fiscal year 1981 under the old program, will now receive $184.6 million beginning in July. Similarly, New Jersey's $214.6 million under the old program will decline to $75.7 million, while Connecticut's $62.2 million will shrink to $26.5 million. Reliance on Private Sector
+Labor Secretary Raymond J. Donovan said the new program, by relying more on the private sector than did the previous one, would result in the creation of permanent jobs. Several components of the old program involved temporary public service employment financed by the Federal Government.
+''The performance standards we are establishing for these programs and the efficient use of these funds will enable more jobless Americans than ever before to get the help they need to obtain worthwhile, permanent jobs,'' Mr. Donovan said.
+''Economically disadvantaged adults and youths, including those on welfare, and workers displaced by automation and technological changes are the target groups in the programs planned locally by Private Industry Councils in cooperation with local governments,'' he said.
+But critics attack the approach as providing inadequate financing for training and as providing no assurance that jobs will be available once the training is complete. Moreover, they say the old program provided trainees with ''income support'' stipends, which they argue served as an incentive.
+''Not paying any income support guarantees that people who get training have to have other resources to support themselves,'' said Susan Grayson McQuire, staff director of the House Education and Labor Subcommittee on Employment Opportunites. Minneapolis Mayor's Criticism
+Mayor Donald Fraser of Minneapolis, a Democrat, said the Administration's approach, which will provide Minnesota with only half the $73.2 million it received in 1981 under the old program, was underfinanced. He also criticized the program as not providing people receiving the training the ability to learn the ins and outs of holding a job.
+The Administration's approach calls for $1.8 billion to go for private industry training programs, with 40 percent of the funds used for those 16 to 21 years old. About $223 million more will be used to provide retraining and new job skills to 100,000 ''dislocated'' workers.
+While two of the sections under the old program provided training funds, two others provided funds for public service jobs. Those sections, and the grants they provided, were esssentially ended in President Reagan's first budget proposal.
+The most significant feature of the Administration's approach is the private sector involvement, to be undertaken through private industry councils, which worked with local governments in designing training programs. Financing for the training first goes to the state, with the bulk of the money then allocated under a formula to areas where the training programs are jointly operated by local officials and the industry councils. The grants are actually provided to the councils. Lack of Control Over Funds
+John J. Gunther, director of the United States Conference of Mayors, said the relationship with councils was a source of concern among some of the local officials. In effect, local officials would be responsible for the program in their area, although they will not be receiving the money, he said.
+But Patrick J. O'Keefe, a Labor Department official who worked on the program, said the private sector role was what would make the program more effective than the old program, which at its peak in 1977 provided 750,000 public service jobs.
+Mr. O'Keefe said the Administration was banking on employers recognizing it made ''good economic sense'' for them to be involved in a training program in their area that produced quality workers and reduced the ''drain on welfare and unemployment compensation,'' for which they pay taxes.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+JOB+PROGRAM+TO+MARK+BIG+SHIFT&title=New+York+Times&issn=03624331&date=1984-01-15&volume=&issue=&spage=A.19&au=Boyd%2C+Gerald+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 15, 1984","''Not paying any income support guarantees that people who get training have to have other resources to support themselves,'' said Susan Grayson McQuire, staff director of the House Education and Labor Subcommittee on Employment Opportunites. Minneapolis Mayor's Criticism The Administration's approach calls for $1.8 billion to go for private industry training programs, with 40 percent of the funds used for those 16 to 21 years old. About $223 million more will be used to provide retraining and new job skills to 100,000 ''dislocated'' workers. Mr. O'[Keefe] said the Administration was banking on employers recognizing it made ''good economic sense'' for them to be involved in a training program in their area that produced quality workers and reduced the ''drain on welfare and unemployment compensation,'' for which they pay taxes.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Jan 1984: A.19.",11/15/17,"New York, N.Y.",,"Boyd, Gerald M",New York Times Company,,Newspapers,424852307,"United States, New York, N.Y.",English,15-Jan-84,LABOR; FEDERAL AID (US); UNEMPLOYMENT AND JOB MARKET; JOB TRAINING PARTNERSHIP ACT; COMPREHENSIVE EMPLOYMENT AND TRAINING ACT,New York Times,NEWSPAPER,,,,,,,
+COST RISE AND CORRUPTION CHARGES SNAG MODEL HEALTH CARE PROGRAM,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cost-rise-corruption-charges-snag-model-health/docview/424859538/se-2?accountid=14586,"An innovative program of medical care for the poor that the Reagan Administration hoped would serve as a model for the nation has been dogged by large excess costs and charges of corruption and mismanagement.
+The cost of administering the program, which seeks to cut the price of health care by stimulating competition among doctors and hospitals, is over four times what was predicted, according to Arizona legislators who opposed the proposal.
+The Federal Bureau of Investigation and the Arizona Attorney General's office are investigating accusations of graft and possible involvement of organized crime. Some doctors and patients are complaining that the program is crippled by bureaucratic inefficiency.
+But many physicians in Arizona say they believe some of its innovations offer hope for reducing health care costs not only for the poor but also for the affluent.
+''From the start there have been problems administratively,'' said Dr. Neopito L. Robles, a Tucson surgeon who is president of the Arizona Medical Association. ''But if they can get the bugs out, I think it may be a good thing.''
+To put the plan into effect, Arizona sought and was granted a number of exemptions by the Federal Department of Health and Human Services. In granting the request, the department said the proposal for turning to compe- tition in the medical marketplace could serve as a model for states trying to cope with rising Medicaid bills.
+Although other states and the Government have initiated pilot programs to test whether competition or other concepts can help arrest the rising cost of medical care, Arizona's was the first statewide experiment and the first new program for the poor designed from the ground up since Medicaid was conceived in the 1960's.
+For years conservative Arizona legislators and much of organized medicine resisted any system of state or federally financed medical care for the poor. When the Arizona Health Care Cost Containment System was instituted Oct. 1, 1982, only Arizona had no Medicaid program. Medicaid pays virtually all medical costs of the indigent through Federal, state and county money. Arizona's indigent patients had been the responsibility of its 14 counties.
+In 1974 the Legislature voted to permit a Medicaid program here, but conservative legislators refused to appropriate funds. In 1981 their resistance collapsed after the counties said they could no longer shoulder the cost.
+Arizona officials persuaded the Reagan Administration to allow them to eliminate many elements of conventional Medicaid programs, such as freedom of choice of physicians and doctors' and hospitals' rights to bill the state for any services.
+Arizona was granted the exemption to experiment for 40 months: Doctors, hospitals and other health care providers would compete to provide all-inclusive medical care to the poor for a fixed, prepaid monthly fee.
+The organizations that agree to care for patients at the lowest per-capita cost are awarded contracts; in communities with more than one program, they compete for patients. The program's cost is $180 million a year. The Federal Government pays $66 million, the state and counties the balance.
+Currently, 150,000 of Arizona's 2,860,000 residents are enrolled in 19 plans that are paid an average monthly fee of $82 for each member for all medical care, routine examinations to complex surgery.
+Thirteen plans are operated by groups of physicians and other entrepreneurs. Two are operated by counties, three by hospitals and one by a university. About 15 percent of the state's more than 5,000 doctors have enrolled in the program.
+Participants pay 50 cents a service. They must have income below a certain level, belong to families that receive state aid for dependent children, be seriously handicapped or receive Supplemental Security Income. The program is administered by the McDonnell Douglas Automation Company of New York City, a subsidary of the McDonnell Douglas Corporation, the airplane builder, which manages New York State's big Medicaid program.
+In 1981 the company was selected to manage the program for 40 months, processing applications, making payments to health care providers, overseeing quality of care and otherwise administering daily operation. It had submitted a bid for $8.2 million for the 40 months; since then, the company has raised its fee to $35 million, saying extra functions were added. It has drawn criticism. Some patients say it took months to enroll. Many physicians say they have not been paid.
+It was disclosed that an Arizona legislator instrumental in starting the program was on the payroll of the largest health care contractor. A Phoenix newspaper reported that the same contractor retained a Chicago area company accused of ties to organized crime to manage part of its services. The F.B.I. is said to be looking into the role of this company and others in medical aid management.
+Donald Mathis, Arizona's Director of Health Services, ascribed administrative confusion largely to a decision to begin the program only nine months after the Legislature approved it. He predicted the problems would be solved soon.
+He conceded that in paying a flat fee to health care providers, no matter how many services they provided, there was a risk that some might cut corners. But he said he expected physicians' integrity and fear of malpractice suits to keep standards high.
+In an Arizona Medical Association survey, 7 percent of the state's doctors said they were enthusiastic about the system; 42 percent said they thought it had major potential if the administrative problems were solved.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COST+RISE+AND+CORRUPTION+CHARGES+SNAG+MODEL+HEALTH+CARE+PROGRAM&title=New+York+Times&issn=03624331&date=1984-01-06&volume=&issue=&spage=A.1&au=ROBERT+LINDSEY%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 6, 1984","''From the start there have been problems administratively,'' said Dr. Neopito L. Robles, a Tucson surgeon who is president of the Arizona Medical Association. ''But if they can get the bugs out, I think it may be a good thing.'' For years conservative Arizona legislators and much of organized medicine resisted any system of state or federally financed medical care for the poor. When the Arizona Health Care Cost Containment System was instituted Oct. 1, 1982, only Arizona had no Medicaid program. Medicaid pays virtually all medical costs of the indigent through Federal, state and county money. Arizona's indigent patients had been the responsibility of its 14 counties. Arizona officials persuaded the Reagan Administration to allow them to eliminate many elements of conventional Medicaid programs, such as freedom of choice of physicians and doctors' and hospitals' rights to bill the state for any services.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Jan 1984: A.1.",11/15/17,"New York, N.Y.",ARIZONA,"ROBERT LINDSEY, Special to the New York Times",New York Times Company,,Newspapers,424859538,"United States, New York, N.Y.",English,6-Jan-84,"MEDICINE AND HEALTH; FINANCES; ORGANIZED CRIME; DOCTORS; HOSPITALS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+TELEVISION WEEK:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/television-week/docview/424748528/se-2?accountid=14586,"''Firing Line,'' William Buckley's weekly discussion series, will offer ''Was Gandhi for Real?'' Sunday at 5:30 P.M. on Channel 13. And a ''Firing Line'' is just what it is this week. One participant, Richard Grenier, author of ''The Gandhi Nobody Knows,'' can be counted on to blast away at Mohandas K. Gandhi, the Indian leader who was assassinated in 1948. Mr. Grenier says Gandhi was a person of ''autocratic temperament but compared to the other autocrats of the period, Stalin and Hitler, he was a pretty nice guy.'' Mr. Grenier considers ''Gandhi,'' David Attenborough's Academy Award- winning film, an agitprop, pacifism-promoting movie. And, he adds, ''People who like Gandhi seem to be highly emotional.''
+Lloyd I. Rudolph, a historian who wrote, ''Gandhi: The Traditional Roots of Charisma,'' will present opposing arguments. Mr. Rudolph, currently in India, was unavailable for comment about the previously recorded program. Humor Makes the Difference
+Carroll Newman is the producer of ''Two Marriages,'' a dramatic series about two families. One is traditional in the television sense: surgeon husband, home-making wife, one daughter, one son. The other family, according to Miss Newman, is ''a 1983 family.'' It's the second marriage for each spouse. The wife is older. There are three children: the couple's son, the wife's son by her earlier marriage and the husband's daughter, described by in a press release as the husband's ''half-Vietnamese daughter by his first marriage.'' The lives of all these individuals are woven together in ''Two Marriages,'' a 90-minute television movie that will be shown on ABC Tuesday at 9:30 P.M. The following week, on Wednesday, Aug. 31, the series gets underway. The cast of both productions includes Tom Mason, Karen Carlson, John McLiam and Tiffany Toyoshima.
+Miss Toyoshima is a 12-year-old Japanese child and her presence as a series regular underscored the point, Miss Newman says, that this is ''a very modern, up-to- date kind of series.'' Miss Toyoshima was not added to the cast to fill some sort of minority quota, Miss Newman says. ''It was never done with that kind of pressure. We said, 'Look at the times we're in, what can we add that's new and different?' ''
+Miss Newman, who describes herself as an advocate of traditional family values, balances her modern approach with a eagerness to ''show families in the traditional sense even though in modern times.'' Yet, no matter how they are sliced, aren't most TV family dramas little more than soap operas? ''I don't look at these family dramas as soap operas,'' Miss Newman replied. ''My feeling is that in a soap opera there are not a lot of laughs. There is a lot of humor in 'Two Marriages.' '' Dim Prospects
+NBC Reports has prepared a documentary exploring unemployment, worker re- training and high-technology industries. It has the doomsday title of ''Marvelous Machines . . . Expendable People'' and will be broadcast Thursday at 10 P.M. Edwin Newman reports. The producer, James Gannon, said last week in a telephone interview that during the past three months NBC crews visited an Inland Steel Company plant outside on Chicago and U.S. Steel Corporation facilities around Pittsburgh. They talked to the heads of both the steelworkers union and steel-making companies and in McKeesport, Pa., interviewed unemployed steelworkers. Their conclusion? There is bad news for blue-collar workers. Mr. Gannon said that research and these interviews led him to believe that unemployed steelworkers who are re-trained for high-tech industries will get smaller pay checks than they received when they were steelworkers.
+Mr. Gannon explained that ''manufacturing workers in high tech tend to be low paid and their jobs tend to be dead end. They also tend to be threatened by automation and the possibility of factories being picked up and moved off shore.'' He added: ''In service industries, the fastest- growing sector of the economy, jobs are mostly low paying. The unemployed steelworker does not have very bright prospects.''
+Extraordinary Views
+Last February, in the 10-day period following Channel 13's broadcast of ''The Miracle of Life,'' a segment in the ''Nova'' series on the human reproductive process, the station received 392 calls about the program. The documentary provided extraordinary cinematic views produced by Lennart Nilsson, the Swedish photographer who has made a career of taking pictures of the interior of the human body. Using a variety of miniature cameras and lights, Mr. Nilsson has taken still and motion pictures in color of a variety of human organs. In 'The Miracle of Life,'' he shows the release of the ovum from the ovary, the development of the sperm, its voyage to the ovum, how one cell becomes an embryo and how the human being emerges. The film can be seen in a rebroadcast Tuesday at 8 P.M.
+Roz Boyle, a spokesperson for Channel 13, said last week the station ordinarily receives, ''at most,'' 13 to 20 calls about a broadcast, ''unless it's a very, very, popular show.'' However, after ''The Miracle of Life'' was seen, she said that medical students called asking to see it again, people wanted transcripts and parents wanted children to have another look.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TELEVISION+WEEK%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1983-08-21&volume=&issue=&spage=A.3&au=Reexamined%2C+C.+Gerald+Fraser+Gandhi&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 21, 1983","''Firing Line,'' William Buckley's weekly discussion series, will offer ''Was Gandhi for Real?'' Sunday at 5:30 P.M. on Channel 13. And a ''Firing Line'' is just what it is this week. One participant, Richard Grenier, author of ''The Gandhi Nobody Knows,'' can be counted on to blast away at Mohandas K. Gandhi, the Indian leader who was assassinated in 1948. Mr. Grenier says Gandhi was a person of ''autocratic temperament but compared to the other autocrats of the period, Stalin and Hitler, he was a pretty nice guy.'' Mr. Grenier considers ''Gandhi,'' David Attenborough's Academy Award- winning film, an agitprop, pacifism-promoting movie. And, he adds, ''People who like Gandhi seem to be highly emotional.'' Carroll Newman is the producer of ''Two Marriages,'' a dramatic series about two families. One is traditional in the television sense: surgeon husband, home-making wife, one daughter, one son. The other family, according to Miss Newman, is ''a 1983 family.'' It's the second marriage for each spouse. The wife is older. There are three children: the couple's son, the wife's son by her earlier marriage and the husband's daughter, described by in a press release as the husband's ''half-Vietnamese daughter by his first marriage.'' The lives of all these individuals are woven together in ''Two Marriages,'' a 90-minute television movie that will be shown on ABC Tuesday at 9:30 P.M. The following week, on Wednesday, Aug. 31, the series gets underway. The cast of both productions includes Tom Mason, Karen Carlson, John McLiam and Tiffany Toyoshima.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Aug 1983: A.3.",11/15/17,"New York, N.Y.",,"Reexamined, C. Gerald Fraser Gandhi",New York Times Company,,Newspapers,424748528,"United States, New York, N.Y.",English,21-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+TELEVISION WEEK,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/television-week/docview/424740841/se-2?accountid=14586,"''Firing Line,'' William Buckley's weekly discussion series, will offer ''Was Gandhi for Real?'' Sunday at 5:30 P.M. on Channel 13. And a ''Firing Line'' is just what it is this week. One participant, Richard Grenier, author of ''The Gandhi Nobody Knows,'' can be counted on to blast away at Mohandas K. Gandhi, the Indian leader who was assassinated in 1948. Mr. Grenier says Gandhi was a person of ''autocratic temperament but compared to the other autocrats of the period, Stalin and Hitler, he was a pretty nice guy.'' Mr. Grenier considers ''Gandhi,'' David Attenborough's Academy Award- winning film, an agitprop, pacifism-promoting movie. And, he adds, ''People who like Gandhi seem to be highly emotional.''
+Lloyd I. Rudolph, a historian who wrote, ''Gandhi: The Traditional Roots of Charisma,'' will present opposing arguments. Mr. Rudolph, currently in India, was unavailable for comment about the previously recorded program. Humor Makes the Difference
+Carroll Newman is the producer of ''Two Marriages,'' a dramatic series about two families. One is traditional in the television sense: surgeon husband, home-making wife, one daughter, one son. The other family, according to Miss Newman, is ''a 1983 family.'' It's the second marriage for each spouse. The wife is older. There are three children: the couple's son, the wife's son by her earlier marriage and the husband's daughter, described by in a press release as the husband's ''half-Vietnamese daughter by his first marriage.'' The lives of all these individuals are woven together in ''Two Marriages,'' a 90-minute television movie that will be shown on ABC Tuesday at 9:30 P.M. The following week, on Wednesday, Aug. 31, the series gets underway. The cast of both productions includes Tom Mason, Karen Carlson, John McLiam and Tiffany Toyoshima.
+Miss Toyoshima is a 12-year-old Japanese child and her presence as a series regular underscored the point, Miss Newman says, that this is ''a very modern, up-to- date kind of series.'' Miss Toyoshima was not added to the cast to fill some sort of minority quota, Miss Newman says. ''It was never done with that kind of pressure. We said, 'Look at the times we're in, what can we add that's new and different?' ''
+Miss Newman, who describes herself as an advocate of traditional family values, balances her modern approach with a eagerness to ''show families in the traditional sense even though in modern times.'' Yet, no matter how they are sliced, aren't most TV family dramas little more than soap operas? ''I don't look at these family dramas as soap operas,'' Miss Newman replied. ''My feeling is that in a soap opera there are not a lot of laughs. There is a lot of humor in 'Two Marriages.' '' Dim Prospects
+NBC Reports has prepared a documentary exploring unemployment, worker re- training and high-technology industries. It has the doomsday title of ''Marvelous Machines . . . Expendable People'' and will be broadcast Thursday at 10 P.M. Edwin Newman reports. The producer, James Gannon, said last week in a telephone interview that during the past three months NBC crews visited an Inland Steel Company plant outside on Chicago and U.S. Steel Corporation facilities around Pittsburgh. They talked to the heads of both the steelworkers union and steel-making companies and in McKeesport, Pa., interviewed unemployed steelworkers. Their conclusion? There is bad news for blue-collar workers. Mr. Gannon said that research and these interviews led him to believe that unemployed steelworkers who are re-trained for high-tech industries will get smaller pay checks than they received when they were steelworkers.
+Mr. Gannon explained that ''manufacturing workers in high tech tend to be low paid and their jobs tend to be dead end. They also tend to be threatened by automation and the possibility of factories being picked up and moved off shore.'' He added: ''In service industries, the fastest- growing sector of the economy, jobs are mostly low paying. The unemployed steelworker does not have very bright prospects.''
+Extraordinary Views
+Last February, in the 10-day period following Channel 13's broadcast of ''The Miracle of Life,'' a segment in the ''Nova'' series on the human reproductive process, the station received 392 calls about the program. The documentary provided extraordinary cinematic views produced by Lennart Nilsson, the Swedish photographer who has made a career of taking pictures of the interior of the human body. Using a variety of miniature cameras and lights, Mr. Nilsson has taken still and motion pictures in color of a variety of human organs. In 'The Miracle of Life,'' he shows the release of the ovum from the ovary, the development of the sperm, its voyage to the ovum, how one cell becomes an embryo and how the human being emerges. The film can be seen in a rebroadcast Tuesday at 8 P.M.
+Roz Boyle, a spokesperson for Channel 13, said last week the station ordinarily receives, ''at most,'' 13 to 20 calls about a broadcast, ''unless it's a very, very, popular show.'' However, after ''The Miracle of Life'' was seen, she said that medical students called asking to see it again, people wanted transcripts and parents wanted children to have another look.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TELEVISION+WEEK&title=New+York+Times&issn=03624331&date=1983-08-21&volume=&issue=&spage=A.3&au=Reexamined%2C+C.+Gerald+Fraser+Gandhi&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 21, 1983","''Firing Line,'' William Buckley's weekly discussion series, will offer ''Was Gandhi for Real?'' Sunday at 5:30 P.M. on Channel 13. And a ''Firing Line'' is just what it is this week. One participant, Richard Grenier, author of ''The Gandhi Nobody Knows,'' can be counted on to blast away at Mohandas K. Gandhi, the Indian leader who was assassinated in 1948. Mr. Grenier says Gandhi was a person of ''autocratic temperament but compared to the other autocrats of the period, Stalin and Hitler, he was a pretty nice guy.'' Mr. Grenier considers ''Gandhi,'' David Attenborough's Academy Award- winning film, an agitprop, pacifism-promoting movie. And, he adds, ''People who like Gandhi seem to be highly emotional.'' Carroll Newman is the producer of ''Two Marriages,'' a dramatic series about two families. One is traditional in the television sense: surgeon husband, home-making wife, one daughter, one son. The other family, according to Miss Newman, is ''a 1983 family.'' It's the second marriage for each spouse. The wife is older. There are three children: the couple's son, the wife's son by her earlier marriage and the husband's daughter, described by in a press release as the husband's ''half-Vietnamese daughter by his first marriage.'' The lives of all these individuals are woven together in ''Two Marriages,'' a 90-minute television movie that will be shown on ABC Tuesday at 9:30 P.M. The following week, on Wednesday, Aug. 31, the series gets underway. The cast of both productions includes Tom Mason, Karen Carlson, John McLiam and Tiffany Toyoshima.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Aug 1983: A.3. [Duplicate]",11/15/17,"New York, N.Y.",,"Reexamined, C. Gerald Fraser Gandhi",New York Times Company,,Newspapers,424740841,"United States, New York, N.Y.",English,21-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+ORGANIZED LABOR UPDATES ITS LEGISLATIVE PRIORITIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/organized-labor-updates-legislative-priorities/docvie w/424751894/se-2?accountid=14586,"Among the first things the A.F.L.- C.I.O.'s executive council did during its annual summer meeting here last week was to call for the formation of a national industrial policy. Such a plan, council members said, should be designed to revitalize basic industries and develop technologically advanced industries that could absorb the thousands of workers who face permanent exclusion from the job market because of automation or stagnation.
+Creation of a national advisory board that would include representatives of business, labor and the Government has become the new long- range goal of organized labor. It is a concept that unions and their hired thinkers will study and debate for months to come. It is also one which, because of its implied increased Federal involvement, is the antithesis of Reagan policy.
+The 14-million-member labor federation is not alone in its quest to stir industrial policy debate. While its executive council awaits publication this fall of a special study by its Industrial Union Department, Lane Kirkland, the organization's president, has joined Felix Rohaytn, the Manhattan financier, and Irving Shapiro, former chairman of the DuPont company, in preparing a series of reports on the question. Senate Democrats, with an eye to 1984, have created another task force, headed by Edward M. Kennedy, to consider industrial policy legislation.The labor leaders consider these moves to be for the longer term - after, they hope, President Reagan has been replaced with a Democrat who would support some form of national industrial planning. For the near term, the 35-member executive council, which shapes economic and legislative policies for the federation's 96 member unions, plans to resume its fight in Congress for a package of jobs and unemployment support bills, trade protection legislation, and measures aimed at lowering interest rates.
+Both near- and far-term goals reflect labor's mounting concern over persistent unemployment. A report by a special committee of union presidents said that unless old-line industries are revived, there will be between 4 and 6 million people permanently unemployed through the 1980's and there won't be enough ''high tech'' jobs to replace those lost in the smokestack industries. It also noted that following each of the last few recoveries, unemployment remained higher than pre-recession levels.
+Still, the labor leaders formed only the broadest consensus on what a national industrial policy should do, and none at all on what powers an advisory board should have. Howard Samuel, president of the semi-autonomous Industrial Union Department, a group of 58 unions with more than 5 million members in heavy industries, said an industrial policy should have two basic purposes:
+* It should include actions that would soon lower the Federal deficit, hold down interest rates, and make the dollar less dominant in world currency markets.
+* It should help individual industries. For example, it might offer special tax incentives to auto parts companies that are unable to finance their own modernization; or amend antitrust regulations to permit industries that were slipping in international competition to enter joint enterprises to thwart that competition; or provide special investment funds to companies seeking to expand but unable to raise capital to do so.
+''I see no reason why the mind of man can't be more rational and systematic in determining industrial growth than the free market, which is very irrational,'' Mr. Samuel said.
+Lloyd McBride, president of the 800,000-member Steelworkers union, says an industrial policy advisory group should identify problems when they first appear on the horizon and make plans to solve them. ''The shock and trauma of plant closings could be lessened,'' he said, ''if there was planning for retraining those workers and finding jobs for them elsewhere.''
+If this country, like Japan and West Germany, had an industrial policy, he said, it probably would have blocked the United States Steel Company's plan to import unfinished British steel for final processing in American mills, a move Mr. McBride has said would cost hundreds of jobs.
+When Congress returns after Labor Day, the A.F.L.-C.I.O. will resume its lobbying for a jobs package, parts of which have either cleared House committees or been passed by the Democratic-controlled House and sent to a dubious fate in the Republican-controlled Senate.
+The labor federation is pursuing a bill that would create public service jobs for the hardcore unemployed and one that would increase jobs in Federal works projects. But perhaps highest among its immediate priorities is the extension of Federal unemployment benefits, which go to the longterm unemployed after their state benefits run out. Without Congressional action, the Federal benefits will expire Sept. 30.
+The organization also plans another effort to win approval of the ''domestic content'' bill, which would require imported automobiles to include certain basic parts manufactured in the United States. This measure would create more than 800,000 auto industry jobs, according to the labor federation.
+Ray Deniso, the A.F.L.-C.I.O.'s chief lobbyist, says the group's efforts to pass the jobs package have been complicated by the Administration's claim that with recovery well under way and unemployment dropping, there is no need for stimulating measures.
+''We have to keep reminding Congress that when the unemployment rate falls from the mountain top to the ledge just below it, you're still way up that mountain,'' he said. ''With the rate down to 9.5 percent from last December's 10.8 percent, we still have more than 18 million people jobless or working only part time.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ORGANIZED+LABOR+UPDATES+ITS+LEGISLATIVE+PRIORITIES&title=New+York+Times&issn=03624331&date=1983-08-14&volume=&issue=&spage=A.4&au=King%2C+Seth+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 1983","Both near- and far-term goals reflect labor's mounting concern over persistent unemployment. A report by a special committee of union presidents said that unless old-line industries are revived, there will be between 4 and 6 million people permanently unemployed through the 1980's and there won't be enough ''high tech'' jobs to replace those lost in the smokestack industries. It also noted that following each of the last few recoveries, unemployment remained higher than pre-recession levels. Lloyd McBride, president of the 800,000-member Steelworkers union, says an industrial policy advisory group should identify problems when they first appear on the horizon and make plans to solve them. ''The shock and trauma of plant closings could be lessened,'' he said, ''if there was planning for retraining those workers and finding jobs for them elsewhere.'' ''We have to keep reminding Congress that when the unemployment rate falls from the mountain top to the ledge just below it, you're still way up that mountain,'' he said. ''With the rate down to 9.5 percent from last December's 10.8 percent, we still have more than 18 million people jobless or working only part time.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 1983: A.4.",11/14/17,"New York, N.Y.",UNITED STATES (1983 PART 1),"King, Seth S",New York Times Company,,Newspapers,424751894,"United States, New York, N.Y.",English,14-Aug-83,LABOR; REFORM AND REORGANIZATION; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+Recovery Displays A Growing Vigor,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/recovery-displays-growing-vigor/docview/424657838/se-2?accountid=14586,"Rosy statistics underscored an economy growing more vigorous. The index of leading economic indicators, designed to foretell economic activity, rose a substantial 1.1 percent in April - the 10th consecutive monthly increase. Economists hailed the rise.There was more good news. Unemployment for the nation's civilians edged down to 10.1 percent in May - the third consecutive monthly decline. According to the Government, some 99,000 people found jobs in an improving labor market. May's jobless rate was just one-tenth of a percentage point below the April level but was the best monthly showing since a 9.9 percent unemployment rate last August. By December, joblessness had reached 10.8 percent and more than 12 million people were out of work.
+The nation's improving job market may have helped loosen consumer purse strings. Major retail chains reported stronger sales in May, continuing a trend that began in January. K Mart sales gained 10.3 percent, Sears's sales were up 6.3 percent and Dayton Hudson's up a whopping 24 percent.
+At the factory, business also has improved. New orders in April gained a healthy 2.1 percent. The Commerce Department's chief economist, Robert Ortner, said the rise indicated continuing industrial strength and more jobs ahead.
+Car sales picked up as well. In the last 10 days of May, the five major domestic manufacturers - General Motors, Ford, Chrysler, American Motors and Volkswagen - reported that sales were up 19.4 percent from a year ago. For the entire month, sales were up 7.3 percent. And the industry last week took steps to spur its recovery even further, as G.M. and Ford announced new incentives for small-car buyers.
+As the economic summit talks ended at Williamsburg, leaders of the industrial democracies agreed to greater ''convergence'' on economic policies and more consultations. They also called for an attack on trade barriers and moves to continue lowering inflation and interest rates. But, as is common at suchcould almost ignore this year was oil prices, which are stabilizing. And several economists said they believed the OPEC agreement would hold for at least a year. The Organization of Petroleum Exporting Countries cut prices by $5 a barrel, to $29, 10 weeks ago. Further cuts and even a plummeting of the price were expected in some quarters. Iraq and Iran, however, were said to be breaking the cartel rules and discounting.
+At home, a four-week surge in the money supply created fears that the Federal Reserve would become more restrictive, forcing interest rates up and thwarting the recovery. But when the Fed released its figures for the latest reporting week, ended Wednesday, they showed a $400 million drop. Preston Martin, the Fed's vice chairman, said that the central bank's policy was to try to ''accommodate'' the current recovery without creating a new round of inflation.
+The stock market seemed divided between optimism over all the signs of recovery and wariness over the direction of interest rates. At week's end, the Dow Jones industrial average closed at 1,213.04, down 3.10 points on the week. Auto stocks were strong Friday after the improved sales reports.
+Management Maneuvers: Warner Communications restructured its troubled Atari subsidiary. The home video game and home computer divisions were combined. Raymond Kassar, the unit's chairman and chief executive, retains his post but was expected to have less responsibility. Warner's chairman, Steven Ross, said the company expects to report a second-quarter loss larger than the firstquarter deficit of $18.9 million. Reason: Atari's problems in the hotly competitive video games market.
+At Xerox, William F. Glavin, executive vice president, assumed the operating responsibilites for much of the company's traditional business. The new insurance subsidiary and credit operation will remain under the jurisdiction of David T. Kearns, 52, president and chief executive. Mr. Glavin, 51, joined a newly formed corporate office with Mr. Kearns and C. Peter McColough, 60, chairman. Mr. Glavin, who has had charge of copier and duplictor operations worldwide, now also takes on the lagging office automation business.
+Natomas finally agreed to a merger with Diamond Shamrock after hesitating for several days. The proposal is now amicable and involves a stock swap valued at $1.3 billion. Natomas, primarily an oil concern, would spin off to its shareholders its shipping and real estate businesses. Diamond Shamrock's original tender offer was for the entire company. Now it will get just Natomas's petroleum operations for about the same amount.
+In another chase, Renault has lifted its stake in Mack Trucks to 45 percent from 20 percent and will assume operating control of Mack, a subsidiary of the Signal Companies. The deal will cost Renault $100 million for the money-losing operation, which it believmmer's World's Fair in Knoxville.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Recovery+Displays+A+Growing+Vigor&title=New+York+Times&issn=03624331&date=1983-06-05&volume=&issue=&spage=A.14&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 1983","As the economic summit talks ended at Williamsburg, leaders of the industrial democracies agreed to greater ''convergence'' on economic policies and more consultations. They also called for an attack on trade barriers and moves to continue lowering inflation and interest rates. But, as is common at suchcould almost ignore this year was oil prices, which are stabilizing. And several economists said they believed the OPEC agreement would hold for at least a year. The Organization of Petroleum Exporting Countries cut prices by $5 a barrel, to $29, 10 weeks ago. Further cuts and even a plummeting of the price were expected in some quarters. Iraq and Iran, however, were said to be breaking the cartel rules and discounting. At home, a four-week surge in the money supply created fears that the Federal Reserve would become more restrictive, forcing interest rates up and thwarting the recovery. But when the Fed released its figures for the latest reporting week, ended Wednesday, they showed a $400 million drop. Preston Martin, the Fed's vice chairman, said that the central bank's policy was to try to ''accommodate'' the current recovery without creating a new round of inflation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 1983: A.14.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424657838,"United States, New York, N.Y.",English,5-Jun-83,LEADING ECONOMIC INDICATORS; UNITED STATES ECONOMY; STATISTICS,New York Times,NEWSPAPER,,,,,,,
+TOYOTA ON G.M. DEAL: GIVING AID TO OPPONENT,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/toyota-on-g-m-deal-giving-aid-opponent/docview/424574197/se-2?accountid=14586,"The proposed joint venture between the General Motors Corporation and the Toyota Motor Corporation to produce small cars in California by 1984 is a way of helping out an opponent in the Japanese tradition, according to a high Toyota official.
+''We understand that G.M. is facing hardship from the prolonged recession that has resulted in poor sales,'' said the official, Shigenobu Yamamoto, vice chairman of the board of Toyota.
+''We understand that what we are doing with G.M. is giving the medicine to stop the sneezing they are now suffering,'' he continued. ''We are helping revitalize them in a limited area.'' Mr. Yamamoto was interviewed at Toyota headquarters, which are in the middle of a city so dominated by the auto company that it adopted the Toyota name. Toyota City is about 160 miles west of Tokyo.
+G.M. approached Toyota because it needed assistance in two areas, small-car design and low-cost production techniques, Mr. Yamamoto said. ''For a long time G.M. has sent staff to visit our manufacturing facilities, and I think G.M. has come to understand theoretically'' Toyota's heavy use of automation and its low inventory production process, known as kanban, he said.
+''Through the joint venture, G.M. can observe everything related to this kind of manufacturing and materialize what they have learned theoretically,'' Mr. Yamamoto said. 'Salt to Our Enemy'
+Mr. Yamamoto likened the venture with G.M. to situations in medieval Japan when warlords would give essential supplies to peasants on the opposing side, despite the existence of hostilities. ''We have a saying that we 'offer salt to our enemy,' '' Mr. Yamamoto said. ''That is the feeling we have now.''
+The Toyota official's remarks, contrasted with some made recently by G.M. executives, indicate that the two companies are bringing different attitudes to the project, which could result in friction once operations begin. Where Toyota is confident, some G.M. officials seem skeptical.
+''It's an interesting experiment,'' Robert Stempel, the vice president for the Chevrolet division, said recently. ''It appears as though they can build two Toyotas in the time it takes me to build one Chevette. But can the joint venture do it in the same time in the American culture? And if we find that they can't do as well, it poses some interesting questions.''
+Under the terms of the agreement, Toyota is to name the president and chief executive of the joint company. Toyota has chosen Tatsuro Toyoda as head of Toyota's advance planning group for the project. Industry sources here say he will be named president once the United States Federal Trade Commission rules on antitrust issues.
+Mr. Toyoda, a grandson of the company's founder, is a nephew of Eiji Toyoda, the chairman of Toyota, and a younger brother of Shoichiro Toyoda, the company's president.
+Mr. Yamamoto said Toyota viewed the project with G.M. as a good way to establish manufacturing operations in the United States at a minimum cost, and as an opportunity ''to learn from closer access to corporate management and closer contact with parts suppliers in the United States.'' Views on Labor
+He appeared to take a more conciliatory attitude toward the United Automobile Workers union, and American labor in general, than had earlier statements from Toyota.
+''My personal view is that the U.A.W. is a very influential labor organization, and in my opinion it would not be a good thing to try to get away from the U.A.W. members,'' Mr. Yamamoto said. When G.M. and Toyota signed the agreement for the joint project on Feb. 17, Eiji Toyoda said the new company had no obligation to the U.A.W. or to union members laid off at the closed plant in Fremont, Calif.
+Noting that Douglas A. Fraser, the president of the U.A.W., had sent a letter to Toyota concerning the plant, Mr. Yamamoto said, ''My feeling is that at a proper stage in the joint venture we will hold talks with Mr. Fraser.''
+Mr. Yamamoto described successful labor relations as ''the key issue in the venture,'' but made it clear that Toyota was prepared for bargaining that may be outside the boundaries of usual American labor negotiations. ''We understand that the most important objective is to come out with cars that are competitive in terms of cost and quality,'' Mr. Yamamoto said. ''We cannot forget that when we deal with labor matters.''
+On the increasingly sensitive issue of the imbalance of trade between Japan and the United States, Mr. Yamamoto acknowledged that the open American market for imported cars had contributed substantially to Toyota's growth and success. However, he said the side effects of that success, such as unemployment in auto producing areas of the United States, imposed no obligation on Japanese companies to restrain their imports.
+''The United States has taken leadership under the slogan of free trade,'' Mr. Yamamoto said. ''We show deepest respect for its role as the leader, and we hope the United States will continue with this role in the future.'' ---- Chief Reported Named
+DETROIT, March 21 (AP) -Toyota has informally named Tatsuro Toyoda, its 53-year-old managing director, as president and chief executive officer of the joint venture with General Motors, according to a report published today in the Japan Economic Journal.
+Illustration photo of Shigenobu Yamamoto",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TOYOTA+ON+G.M.+DEAL%3A+GIVING+AID+TO+OPPONENT&title=New+York+Times&issn=03624331&date=1983-03-22&volume=&issue=&spage=D.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Intere st Periodicals--United States,3624331,"Copyright New York Times Company Mar 22, 1983","Mr. [Shigenobu Yamamoto] likened the venture with G.M. to situations in medieval Japan when warlords would give essential supplies to peasants on the opposing side, despite the existence of hostilities. ''We have a saying that we 'offer salt to our enemy,' '' Mr. Yamamoto said. ''That is the feeling we have now.'' ''It's an interesting experiment,'' Robert Stempel, the vice president for the Chevrolet division, said recently. ''It appears as though they can build two Toyotas in the time it takes me to build one Chevette. But can the joint venture do it in the same time in the American culture? And if we find that they can't do as well, it poses some interesting questions.'' Mr. Yamamoto described successful labor relations as ''the key issue in the venture,'' but made it clear that Toyota was prepared for bargaining that may be outside the boundaries of usual American labor negotiations. ''We understand that the most important objective is to come out with cars that are competitive in terms of cost and quality,'' Mr. Yamamoto said. ''We cannot forget that when we deal with labor matters.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Mar 1983: D.1.",11/15/17,"New York, N.Y.",JAPAN,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,424574197,"United States, New York, N.Y.",English,22-Mar-83,AUTOMOBILES; FOREIGN INVESTMENTS IN US; APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+THE WEST GERMANS VOTE THEIR HOPES,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/west-germans-vote-their-hopes/docview/424582343/se-2?accountid=14586,"West Germany's Christian Democrats have always liked to think of themselves as a ''Volkspartei,'' or people's party, a broad coalition of businessmen, blue-collar workers and farmers that speaks for the entire country. In last Sunday's milestone general election, the Christian Democrats took a giant step toward translating aspiration to reality - and thus assumed a heavy burden of hope.
+In a seismic shift, two million habitual Social Democrats, many of them factory workers, deserted their party and crossed over to Chancellor Helmut Kohl's Christian Democrats. West Germans hold stolidly to their political allegiances, so the Christian Democrats' growth to 48.8 percent of the popular vote, from 44.5 percent in 1980, was considered a landslide. And the Social Democrats' fall to 38.2 per cent, from 42.9 percent under Chancellor Helmut Schmidt, was a stinging reversal.
+A foreign policy debate over American missiles influenced the outcome. But Chancellor Kohl put a personal optimistic imprimatur on Sunday's triumph by selling the hope that a turnaround in the economy was in sight. Two days before the election, the Economics Ministry reported industrial orders up 6.5 percent in December. Taken with other indicators - the balance of payments moved into surplus in 1982 for the first time in three years, inflation was down to 3.7 percent in February and metal workers agreed to a low, 4 percent wage hike - the figures suggested that a timid recovery had indeed begun.
+But economists cautioned that special factors such as a Government investment premium that expired on Dec. 31 may explain the encouraging blip in industrial orders. Production is still down and capital investment is flat.
+In political terms, the most volatile issue is record 10.4 percent unemployment. Though the Government contends that unemployment has slowed, most economists believe joblessness will continue to grow, even if a genuine recovery takes hold. They argue that a first sprint will only take up slack and in the long run, automation will mean fewer jobs.
+Accustoming the nation to high unemployment will take a tremendous Government selling effort. It will be complicated as the renewed coalition of Christian Democrats and Free Democrats tries to trim pension, unemployment and other transfer payments that account for a staggering 31 percent of the gross national product. At the same time, Government, business and unions will be exploring ways to shorten work hours to save jobs and -in the other direction - reduce wage costs that have dulled the competitive edge of West German electrical products, steel and ships.
+Squaring some of these circles will test Mr. Kohl's summons in the campaign to a new spirit of sacrifice. If national distemper should supplant postelection euphoria, Mr. Kohl will have a full agenda. In mid-December, barring a breakthrough in Geneva at the Soviet-American arms talks, Bonn will begin deployment of Pershing 2 nuclear missiles to counter Soviet SS-20's aimed at Western Europe.
+From their newly gained forum in Parliament, the far-left, antinuclear Greens have already promised to organize a civil disobedience campaign against the American missiles. And, unless the fragmented Social Democrats check their leftward slide, they too may come out against deployment. Senior officials are predicting street violence. Serious clashes could puncture Mr. Kohl's carefully nurtured mood of magnanimous optimism and good humor for his Volkspartei, which is known as the C.D.U.
+Social Democratic Mistakes
+''The C.D.U. has broadened and the working class has grown into the C.D.U.,'' said Kurt Biedenkopf, the Christian Democratic leader in North Rhine Westphalia, the steel and heavy industry center. ''It's a rapprochement.'' The loss of worker votes by the Social Democrats last weekend appears to have had many causes. Union-connected party figures were eclipsed during the campaign by left-wing theoreticians who thought a ''new majority'' could be fashioned by reaching out to countercultural groups, the so-called peace movement and disaffected young people.
+One architect of the strategy was Willy Brandt, the 69-year-old party chairman, who reckoned that by a leftward shift, the Social Democrats could steal the Greens' ideological clothes and their votes. The Brandt strategy spectacularly misfired. Young voters put the Greens into Parliament for the first time, with 5.6 percent of the vote, while many workers heeded Chancellor Kohl's insistence that only Christian Democrats could consolidate incipient economic recovery and guarantee their jobs. Also, the perception that the Social Democrats had embarked on a risky foreign policy course that could lead to international isolation and the loss of Bonn's vital American connection appears to have strengthened the inclination to play it safe and vote for the reassuring Mr. Kohl.
+The Christian Democrats' hold now reaches deep into the second tier of West Germany's federal system. Last Sunday, as the nation elected the new Bundestag, the conservatives won an absolute majority in the regional legislature in the southern state of Rhineland Palatinate. (The victor in this separate election was Bernhard Vogel, the popular state minister-president and brother of the Social Democrats' defeated national leader, Hans-Jochen Vogel.)
+Christian Democrats now control seven of the 11 states, including West Berlin, with important patronage resources and grooming opportunities for younger politicians.
+In voting today, they hope to retain control of the northern state of Schleswig-Holstein. The results will be closely watched to see if the reeling Social Democrats have begun to regroup after last week's rout.
+Illustration photo of worker in a West German steel plant",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+WEST+GERMANS+VOTE+THEIR+HOPES&title=New+York+Times&issn=03624331&date=1983-03-13&volume=&issue=&spage=A.5&au=Markham%2C+James+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 13, 1983","West Germany's Christian Democrats have always liked to think of themselves as a ''Volkspartei,'' or people's party, a broad coalition of businessmen, blue-collar workers and farmers that speaks for the entire country. In last Sunday's milestone general election, the Christian Democrats took a giant step toward translating aspiration to reality - and thus assumed a heavy burden of hope. ''The C.D.U. has broadened and the working class has grown into the C.D.U.,'' said Kurt Biedenkopf, the Christian Democratic leader in North Rhine Westphalia, the steel and heavy industry center. ''It's a rapprochement.'' The loss of worker votes by the Social Democrats last weekend appears to have had many causes. Union-connected party figures were eclipsed during the campaign by left-wing theoreticians who thought a ''new majority'' could be fashioned by reaching out to countercultural groups, the so-called peace movement and disaffected young people. One architect of the strategy was Willy Brandt, the 69-year-old party chairman, who reckoned that by a leftward shift, the Social Democrats could steal the Greens' ideological clothes and their votes. The Brandt strategy spectacularly misfired. Young voters put the Greens into Parliament for the first time, with 5.6 percent of the vote, while many workers heeded Chancellor [Helmut Kohl]'s insistence that only Christian Democrats could consolidate incipient economic recovery and guarantee their jobs. Also, the perception that the Social Democrats had embarked on a risky foreign policy course that could lead to international isolation and the loss of Bonn's vital American connection appears to have strengthened the inclination to play it safe and vote for the reassuring Mr. Kohl.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Mar 1983: A.5.",11/15/17,"New York, N.Y.",WEST GERMANY,"Markham, James M",New York Times Company,,Newspapers,424582343,"United States, New York, N.Y.",English,13-Mar-83,POLITICS AND GOVERNMENT; ELECTIONS; ELECTION RESULTS,New York Times,NEWSPAPER,,,,,,,
+DEBUT OF TOKENS IS MARKED BY MIXUP,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/debut-tokens-is-marked-mixup/docview/424478872/se-2?accountid=14586,"CONNECTICUT officials expected few troubles, if any, last week with the start of the new token system for tolls along the Connecticut Turnpike, and very few they got.
+Until Wednesday, when officials of the New York Transit Authority confirmed that the tokens had been turning up in city subway turnstiles since Nov. 9. The new turnpike tokens are practically the same size as the current subway token - but far less in value. The Connecticut token costs motorists 17 1/2 cents each; the fare on New York subways is 75 cents.
+With both sides passing the blame for the mix-up, Connecticut officials said last week that they had no plans to stop selling the 10 million gold-colored tokens that had been minted for the program. More than one million of the tokens are already in circulation.
+William E. Keish Jr., director of communications for the State Transportation Department said Thursday that if New York officials declared the token problem a major one - which he emphasized they had not - then Connecticut might consider recalling their turnpike tokens for possible recoating to make them unacceptable in the city subway system. The process, if implemented, might take three to four weeks, Mr. Keish said.
+While there was some speculation that toll plazas near the state border might see a rush of New York buyers trying to take advantage of the mishap, Mr. Keish said that they would continue to sell only one $7 roll of 40 tokens at a time.
+In general, however, officials at the Department of Transportation characterized the transition from commuter tickets to tokens as very smooth.
+''It's going really well, we're very happy with it,'' William Scholl, assistant manager of toll operations for the state agency, said Tuesday. ''At all of our stations, nobody reported more than the normal backup in traffic. And between now and Jan. 13, when the last of the tickets from the old system expire, it's going to get nothing but better and faster.''
+On Monday morning, commuters began dropping the first of the tokens into the 42 new automatic toll-machines that have been installed at the turnpike's eight toll plazas.
+The first-day delays at some of the busiest toll plazas, such as Greenwich, Norwalk and Branford, were attributed to the extra time involved in the sale of rolls of the tokens to those commuters who had not previously purchased them.
+The tokens were first offered for sale on Oct. 18, and by midnight last Sunday, more than 30,000 rolls had been sold. Officials estimated that nearly 10,000 additional rolls of tokens were sold on Monday.
+A second problem developed because of the state's stipulation that the tokens could be used only at the exact-change lanes and could not be handed to an attendant. Only at the time of purchase of a roll of tokens can a token be handed to an attendant, according to the state. The only other exception will be during periods of heavy traffic when toll attendants are stationed at auxiliary lanes at Norwalk, Branford, Madison and Montville.
+Joseph Pennella, supervisor on duty at the Greenwich toll plaza on Tuesday, said the only complaint he had received was about the department's ruling that the commuter could hand an attendant a token only when purchasing a roll.
+The greatest effect was on commuter traffic between the hours of 6 and 9:30 A.M., and 3:30 to 7 P.M., and there had been little change noted during the rest of the day, said Mr. Pennella.
+Don Cameron, superintendent of the Norwalk toll plaza, said that there had been some congestion but that that was normal for the second busiest plaza on the turnpike.
+''There was some confusion, as with anything new,'' he said. ''It's just a matter of getting used to it.'' He added that once the last of the tickets expire in January, commuters would be able to utilize more of the 10 automatic toll booths installed for the program.
+''It was a bit of a problem using two systems at the same time,'' said Mr. Pennella. ''But, it's going to be better than the ticket program.''
+Directed primarily at morning and evening rush-hour commuters, the new system replaces the commuter-ticket system deemed too costly and cumbersome by the Transportation Department. In addition to having no expiration date, the tokens can be used at all tolls on the turnpike, not just the three specified under the ticket system.
+David Odell, director of tolls and concessions, said that even though the new system cuts the fare in half for commuters who use it, by eliminating the manual effort needed to audit and control the ticket system, the state would achieve significant savings both in cost and in manpower.
+While declining to specify the savings expected, Mr. Odell said the increased automation allowed by the use of the token system would result in instant accountability in the counting of tokens and would reduce the ranks of turnpike toll collectors, through attrition, once the system was fully operational.
+Illustration Photo of Joyce Stivey selling tokens",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DEBUT+OF+TOKENS+IS+MARKED+BY+MIXUP&title=New+York+Times&issn=03624331&date=1982-11-21&volume=&issue=&spage=A.10&au=O%27Mahoney%2C+John+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 21, 1982","''It's going really well, we're very happy with it,'' William Scholl, assistant manager of toll operations for the state agency, said Tuesday. ''At all of our stations, nobody reported more than the normal backup in traffic. And between now and Jan. 13, when the last of the tickets from the old system expire, it's going to get nothing but better and faster.'' ''There was some confusion, as with anything new,'' he said. ''It's just a matter of getting used to it.'' He added that once the last of the tickets expire in January, commuters would be able to utilize more of the 10 automatic toll booths installed for the program. ''It was a bit of a problem using two systems at the same time,'' said Mr. [Joseph Pennella]. ''But, it's going to be better than the ticket program.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Nov 1982: A.10.",11/14/17,"New York, N.Y.",CONNECTICUT,"O'Mahoney, John B",New York Times Company,,Newspapers,424478872,"United States, New York, N.Y.",English,21-Nov-82,ROADS AND TRAFFIC; FARES; TOLLS,New York Times,NEWSPAPER,,,,,,,
+DELAYS IN JOB TRAINING FEARED,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/delays-job-training-feared/docview/424465885/se-2?accountid=14586,"A training center recently established by the Urban League on a vacant floor of a printing company in downtown Baltimore looks much more like a small, modern business office than a classroom.
+This is exactly what officials of the International Business Machines Corporation wanted. They provided the equipment for the center and delegated an executive to manage it. Instructors on loan from I.B.M. are teaching the first class of 40 disadvantaged women and men how to dress, comport themselves, operate the latest models of word processors and apply for the jobs Baltimore businesses have promised to offer them.
+The training center is the newest of this city's efforts to continue the training phase of the Federal Government's old Comprehensive Employment and Training Act within the framework and financing requirements of the new Jobs Training Partnership Act. Have Doubts About Program
+Officials of the Mayor's Office of Manpower Resources, who had been directing the CETA programs, are now, like their counterparts in most major cities, trying to dispel their doubts about what the new program will accomplish, particularly if the Reagan Administration forces them to work strictly within the financing requirements.
+The new job training act, passed shortly before Congress adjourned for the election campaign, requires each state to supervise local programs as well as to provide matching funds for the retraining of skilled workers who have lost their jobs through automation or factory closings.
+The Baltimore officials now fear that these requirements may force them to delay for a year or more the retraining of the unemployed skilled workers, who did not qualify for help under CETA.
+It could take weeks for governors to develop a way to supervise the retraining programs and more weeks for their legislatures to provide the matching funds, said Marion Pines, director of the manpower office.
+''If we can't manage to use some of the leftover CETA money at least to plan for retraining, then we'll have to wait for funds from the state,'' she said. ''And it could well be next October before we get them. We simply can't wait that long to start retraining programs.''
+With the imminent closing of another Baltimore shipyard, there will soon be 1,500 additional skilled workers who will have to be retrained, Mrs. Pines said. The unemployment rate in Baltimore is now 11.4 percent, higher than the national average of 10.4 percent, she added.
+Last week Labor Secretary Raymond J. Donovan said that final regulations for administering and financing programs under the new act would not be published until January. He also said he expected to have the new act completely in operation by September. A $2.8 Billion Allocation
+At the same time, he announced the allocation of $2.8 billion to continue CETA training programs that are authorized by the new act. This money may also be used to plan for the new agencies and programs provided in the new act.
+The Baltimore metropolitan area gets $19.5 million of this money. New York City will receive $101 million, and communities in the rest of the state are to get $110 million. Connecticut will get $31 million and New Jersey $87 million.
+Here in Baltimore, the Office of Manpower Resources is continuing 23 job training programs besides the Urban League-I.B.M. center. Over all, about 1,000 disadvantaged people are being taught in special classes or, through on-the-job training. Compensated for Training
+Trainees in these programs, like the 40 participants at the word processor center, range in age from 20 to 40. All either receive allowances of about $30 a week or are paid hourly wages by the employer providing the training. The employer is reimbursed for half of these wage costs, with job training funds.
+The new act requires that 70 percent of the money it provides be used for actual training, including paying part of the wages for onthe-job training. The remaining 30 percent must cover the allowances to those taking part in other training programs and all administrative costs. The act also requires that 40 percent of the training funds must be used to train disadvantaged youths under 22 years of age.
+Mrs. Pines, a veteran of the battles her agency fought over CETA, said today that she was not sure how the age and fund use requirements in the new act would affect her agency's current training groups.
+Concern over possible delays in starting retraining programs was reflected in an announcement Wednesday by Senator Dan Quayle, Republican of Indiana. Mr. Quayle, who is a co-author of the bipartisan Job Training Partnership Act, said he would he would urge the special session of Congress convening Nov. 29 to appropriate $50 million immediately to be used to ''rev up the retraining program.'' And Friday, using a 37-city video conference hookup, President Reagan and Labor Department officials will attempt to explain the new act to state and local job training officials.
+Illustration photo of Urban League center in Baltimore",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DELAYS+IN+JOB+TRAINING+FEARED&title=New+York+Times&issn=03624331&date=1982-11-19&volume=&issue=&spage=A.18&au=SETH+S.+KING%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 19, 1982","''If we can't manage to use some of the leftover CETA money at least to plan for retraining, then we'll have to wait for funds from the state,'' she said. ''And it could well be next October before we get them. We simply can't wait that long to start retraining programs.'' Concern over possible delays in starting retraining programs was reflected in an announcement Wednesday by Senator Dan Quayle, Republican of Indiana. Mr. Quayle, who is a co-author of the bipartisan Job Training Partnership Act, said he would he would urge the special session of Congress convening Nov. 29 to appropriate $50 million immediately to be used to ''rev up the retraining program.'' And Friday, using a 37-city video conference hookup, President Reagan and Labor Department officials will attempt to explain the new act to state and local job training officials.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Nov 1982: A.18.",11/15/17,"New York, N.Y.",UNITED STATES,"SETH S. KING, Special to the New York Times",New York Times Company,,Newspapers,424465885,"United States, New York, N.Y.",English,19-Nov-82,EDUCATION AND SCHOOLS; LAW AND LEGISLATION; UNEMPLOYMENT AND JOB MARKET,New York Times,NEWSPAPER,,,,,,,
+GENERAL FOODS WRAPS UP A WINNER,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/general-foods-wraps-up-winner/docview/424455235/se-2?accountid=14586,"When the General Foods Corporation announced this week that it was buying Entenmann's, the fast-growing national bakery concern, some analysts wondered how well the bakery's founding family would mesh with the new corporate parent.
+The answer seems to be well. Two grandsons of the German baker who founded Entenmann's 84 years ago, Robert and William Entenmann, have run the company for the last 30 years and will continue to do so under General Foods. They say they are counting on the huge packaged food company to provide the financial and marketing strength to continue Entenmann's recent growth.
+General Foods agreed to buy Entenmann's from Warner-Lambert, the pharmaceutical manufacturer, for about $315 million in cash. Warner-Lambert, which bought the bakery in 1978 for $233 million, is attempting to narrow its holdings. A Doubling of Sales
+Under Warner-Lambert, Entenmann's doubled its sales, to $333 million last year from $168 million the year the pharmaceuticals concern bought in. But the company has remained essentially a regional operation. It has baking plants in Miami and another in Chicago, as well as here, but its products are not sold west of the Rocky Mountains.
+Analysts have been skeptical about the previous acquisitions by General Foods, but this time they say the company chose wisely. William Leach of the Donaldson, Lufkin & Jenrette Securities Corporation called the purchase ''a sign that General Foods is serious about improving the company's lackluster record. Entenmann's is one of the few companies in the food industry with any significant potential.''
+The last major acquisition by General Foods was Oscar Mayer & Company, a Wisconsin meat producer, which it bought for $464.6 million last year. Some analysts criticized the deal because, they said, General Foods was already weighted down with cyclical, commodity-sensitive businesses.
+''I've been really negative on General Foods, but Entenmann's changes my mind,'' said David Goldman, a food industry analyst with Smith Barney, Harris Upham & Company. An Expanding Reach
+General Foods' purchasing power will help lower Entenmann's production costs, he said, and its existing delivery and distribution network could speed Entenmann's expansion. At present, Entenmann's reaches supermarkets in 36 percent of the country. General Foods wants to raise the figure to at least 60 percent.
+Entenmann's, which bakes 130 varieties of cakes, cookies and doughnuts, has been family-run since it was founded in 1898 by William Entenmann Sr. It is so much a family operation that the company's old stock certificates bear the picture of Martha Entenmann - ''Mrs. E,'' to everyone at the plant - who married the founder's son and is the mother of the brothers who now run the company.
+Now 75 years old, Mrs. Entenmann retired from an active role in the company only a couple of years ago. Until 1979, the executive suite in the company's headquarters here was a single room containing four big Chippendale desks - one for each of her sons and the fourth for George Rosenthal, the company's labor expert.
+One of the sons, Charles Entenmann, now 53 years old, retired not long after Warner-Lambert bought the company. He had a flair for engineering and administration, and presided over the automation of the cake lines. He also oversaw the design of a computer-controlled system that carries basic ingredients from huge silos to the mixing vats.
+The other two sons remained with the company. Robert, 54, is the chairman and, since 1978, has been a vice president of Warner-Lambert. He is the salesman in the family, and will relinquish the Warner-Lambert title. It has not been decided whether he will be named to a similar post by General Foods.
+The third son, William, is 52 and the vice chairman. He is the baker of the three and his responsibilities include sampling the products every day. The fourth member of the original executive suite, George Rosenthal, retired from an active role in the company this summer. Strategy by Majority Vote
+The brothers charted the company's course by majority vote, and there were a lot of acrimonious 2-to-1 decisions, according to Robert Rosenthal, George Rosenthal's 33-year-old son, who is the company's executive vice president. ''They had rock-'em, sock-'em sessions, but this business was healthier for it,'' he said. ''But when the ultimate debate was over, the result was a good strategy.''
+But there were some anxious moments. When the grandsons decided to eliminate bread from their product line in the 1950's, Robert Entenmann recalled, ''Grandfather thought it would be the end of the business. He said, 'How can you not make bread in a bakery?' I told him we didn't have room and cake was selling better.''
+With expansion, family concerns sometimes encounter difficulties as they move from informal management methods to professional systems. But so far, Entenmann's seems to have made the shift smoothly. ''We haven't had time to argue,'' William Entenmann said. ''We've been too busy.''
+Illustration photo of William Entenmann and Robert Entenmann",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GENERAL+FOODS+WRAPS+UP+A+WINNER&title=New+York+Times&issn=03624331&date=1982-10-13&volume=&issue=&spage=D.4&au=JAMES+BARRON%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 13, 1982","The brothers charted the company's course by majority vote, and there were a lot of acrimonious 2-to-1 decisions, according to Robert Rosenthal, [George Rosenthal]'s 33-year-old son, who is the company's executive vice president. ''They had rock-'em, sock-'em sessions, but this business was healthier for it,'' he said. ''But when the ultimate debate was over, the result was a good strategy.'' There were some anxious moments. When the grandsons decided to eliminate bread from their product line in the 1950's, Robert Entenmann recalled, ''Grandfather thought it would be the end of the business. He said, 'How can you not make bread in a bakery?' I told him we didn't have room and cake was selling better.'' With expansion, family concerns sometimes encounter difficulties as they move from informal management methods to professional systems. But so far, Entenmann's seems to have made the shift smoothly. ''We haven't had time to argue,'' [William Entenmann Sr.] said. ''We've been too busy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Oct 1982: D.4.",11/14/17,"New York, N.Y.",,"JAMES BARRON, Special to the New York Times",New York Times Company,,Newspapers,424455235,"United States, New York, N.Y.",English,13-Oct-82,"BAKERIES AND BAKED PRODUCTS; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+GOING OUT GUIDE,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/going-out-guide/docview/424390242/se-2?accountid=14586,"BRANCH OFFICE
+In Midtown Manhattan, almost every foreign government seems to have a bureau extolling its national virtues for tourists and others. Brooklyn is not nearly so far as alien lands, but it is often more overlooked by other New Yorkers than distant climes. Now Brooklyn, specifically the Brooklyn Museum, has opened an outlet in mid-Manhattan, in the new arcade of Citicorp, along the 53d Street side between Lexington and Third Avenues (308-1667).
+This tiny enclave functions as a gift shop, an offshoot of the larger one in the museum itself on Eastern Parkway. It is stocked with the usual -and unusual - replicas and artifacts of museum gift shops, and perhaps it will attract downtowners to a journey to this wonderful institution across the river.
+In noting the Brooklyn presence within its confines, Citicorp has been presenting a series of performances that have reference to the museum's current exhibition, ''Black Folk Art in America: 1930-80.'' This show contains all sorts of depictions and constructions of a folk nature. In performance at Citicorp, the shows also reach down to roots. At 6 P.M. today, the entertainers are John Cephas of Bowling Green, Va., who plays finger-picking blues on guitar, and Phil Wiggins of Washington, who does blues on harmonica.
+On Saturday at 11 A.M., the series winds up with ''Some Can Sing,'' a puppet play with music, something for the children as well as for grown-ups. Admission to these shows is free. Information: 559-4259. STRONG FACES
+The newspaper photographer never has the time that the studio artist commands to set up his short-order artistry. His subjects are on the move, often intent on more than having their pictures taken, although they manage to turn on a smile for the flash and then turn it off, in hopes of projecting the right image to go with the headline. It is all the more impressive, for this reason, that so often the news photographer catches just the right picture, one that summarizes the character of the person in the lens.
+Morris Warman, who was a photographer for many years with The New York Herald Tribune, had this talent during his years of rushing about to make deadlines. Mr. Warman, who is a freelancer these days, gives striking evidence of what the newsman can do in an exhibition of 35 portraits, many made while he was at the Trib, at Automation House, 49 East 68th Street (794-3260).
+It is a portrait gallery that drops names: Winston Churchill, Dwight D. Eisenhower, a young and vibrant Ingrid Bergman, a boyish Arthur Miller, people caught either in their prime or at their peak. William Faulkner and Robert Frost manifest a strength of character that matches that of statesmen such as David Ben-Gurion, Golda Meir or a younger and energetic Fiorello H. La Guardia.
+Open free from 9 A.M. to 6 P.M. Mondays through Fridays through September. OPENING
+''R.S.V.P.,'' a new musical revue that takes off on that evertopical theme for satirists, living in New York, opens tonight at 8 o'clock at Theater East, 211 East 60th Street (838-0177).
+The show has a book, music and lyrics by Rick Crum, who is musical director for the improvisational revue group Chicago City Limits (Glen Kelly is musical director of ''R.S.V.P.'' and appears in it as accompanist and performer in the company of six). The directors are Word Baker, who directed the longrunning ''The Fantasticks,'' and Rod Rogers. Carleton Varney, interior decorator, has done the sets. In the cast are Christopher Durham, John Fucillo, Lianne Johnson, Julie Sheppard and John Wyatt.
+Performances at 8 P.M. Tuesdays through Fridays, at 7 and 10 P.M. Saturdays, at 3 and 7:30 Sundays. Admission: $10, $12, $14. AT THE KEYBOARD
+The vacation fill-in for Steve Ross these days in the Algonquin Hotel's Oak Room, 59 West 44th Street (840-6800), is Richard Rodney Bennett, a pianist-singer who is also a composer.
+Mr. Bennett, who in performance runs to jazz, has written, among other things, more than 50 film scores (''Nicholas and Alexandra,'' 4'Murder on the Orient Express''), two symphonies, eight concerts and three full-length operas and has had works commissioned by the New York Philharmonic, the National Symphony of Washington, and major British orchestras.
+He's on from 9 P.M. to 1 A.M. Wednesdays through Saturdays and from 5:30 P.M. Sundays, through Sept. 5. A $3.50 cover plus a $9 minimum, except Sundays, when there is neither. Main courses, $7.75 to $12.95. Drinks, $2.50 up.
+Thursday Sports is on page B18. Richard F. Shepard
+Illustration Caricature of William Faulkner",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GOING+OUT+GUIDE&title=New+York+Times&issn=03624331&date=1982-08-26&volume=&issue=&spage=C.17&au=Shepard%2C+Richard+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 26, 1982","In noting the Brooklyn presence within its confines, Citicorp has been presenting a series of performances that have reference to the museum's current exhibition, ''Black Folk Art in America: 1930-80.'' This show contains all sorts of depictions and constructions of a folk nature. In performance at Citicorp, the shows also reach down to roots. At 6 P.M. today, the entertainers are John Cephas of Bowling Green, Va., who plays finger-picking blues on guitar, and Phil Wiggins of Washington, who does blues on harmonica. The show has a book, music and lyrics by Rick Crum, who is musical director for the improvisational revue group Chicago City Limits (Glen Kelly is musical director of ''R.S.V.P.'' and appears in it as accompanist and performer in the company of six). The directors are Word Baker, who directed the longrunning ''The Fantasticks,'' and Rod Rogers. Carleton Varney, interior decorator, has done the sets. In the cast are Christopher Durham, John Fucillo, Lianne Johnson, Julie Sheppard and John Wyatt. Mr. [Richard Rodney Bennett], who in performance runs to jazz, has written, among other things, more than 50 film scores (''Nicholas and Alexandra,'' 4'Murder on the Orient Express''), two symphonies, eight concerts and three full-length operas and has had works commissioned by the New York Philharmonic, the National Symphony of Washington, and major British orchestras.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Aug 1982: C.17.",11/14/17,"New York, N.Y.",,"Shepard, Richard F",New York Times Company,,Newspapers,424390242,"United States, New York, N.Y.",English,26-Aug-82,,New York Times,NEWSPAPER,,,,,,,
+2-YEAR SCHOOLS GET A HIGH ON TECHNOLOGY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/2-year-schools-get-high-on-technology/docview/424392954/se-2?accountid=14586,"assisted drafting and design technology.
+In the two-year community colleges, like Delaware County's, high technology has become the rallying cry. ''The slogan of the 1960's was 'Going to poverty, that's where the money is,' '' said Dale Parnell, the president of the American Association of Community and Junior Colleges in Washington. ''The slogan of the 1980's is 'Going to the technologies, that's where the money is.' ''
+At least half of the nation's 1,219 two-year colleges are moving ''with vigor'' into high technology, Dr. Parnell said, and he believes the rest will soon follow.
+Delaware County is a modern brick-and-cinderblock college 10 miles from Philadelphia that like many of today's community colleges opened in the late 1960's and began to prosper in the early 70's. Since the late 70's the college's enrollment has grown about 10 percent a year.
+Educators here say they have not led the country in their shift to high-technology courses, but now they are moving as quickly as the high cost of these new programs permits. ''We've added some programs already,'' said the college's president, Richard D. DeCosmo. ''And we're going to add more every year in the next three years.'' Among the programs the college is working on are robotics, corrosion technology and the use of computers in heating and cooling.
+''At Delaware County in the last two years the Engineering and Technologies Department has really taken off,'' said Carol G. Bronk, the director of program development for technology. Dr. Bronk cited enrollment increases of over 30 percent in courses such as electronics technology, data processing, mechanical technology, and drafting and design technology between 1981 and 1982.
+Course-enrollment changes at Delaware County Community College, as with other colleges nationwide, have resulted from changes in the nature of the student body. Students today are older than the traditional 18- to 21-year-old college student. More attend part time and more enroll in vocational programs. For the first time last fall, Dr. DeCosmo said, ''We had more occupational students than transfer students.'' Students enroll in courses that will enable them to continue their education at four-year colleges.
+The average age of students has risen at Delaware County and today is higher than it was five years ago, Dr. Decosmo said. ''As the teen-age population declines you would think you would have a declining enrollment,'' he added. ''But in fact it has gone the other way. The student population is shifting to the fields that have a future, to the technologies and data processing.''
+With the increase in automation in industry and the effect of the current recession on the unemployment rate, the question for many students is not how to earn more, but how to find and keep a job. Richard E. Priear, a machinist who graduated from Delaware County in May 1981 after having taken courses at night for six years, was laid off from General Electric and Gulf. He returned to Delaware County to take more high-technology courses and to help the college set up some of its new technological equipment. ''It's a chance to develop some skills I never had the time or money for,'' he said.
+To cushion the cost of high-technology courses, Delaware County has strengthened its ties with the business community in the last two years, as have many of the nation's community colleges. Dr. DeCosmo said that the college created a fund-raising foundation last year to seek donations from private companies, and the college hired Dr. Bronk to act as liaison between the business community and the college.
+With the amount of Federal money available to education diminishing and with Delaware County residents already saddled with a heavy tax burden, Dr. DeCosmo believes the liaison will become closer.
+Dr. Parnell emphasized that the link between private industry and community colleges is ''just a natural marriage,'' and predicted that ''this partnership with business and labor will be expanding and booming in the years ahead.''
+Last spring the Westinghouse Corporation gave Delaware County Community College a computer-assisted design and drafting system, which more and more construction and architecture concerns are using. In this system, a designer feeds his design into the computer and programs the computer to reproduce it. Then he can change any portion of the program to manipulate the design.
+''In a couple of hours you could do what it would take a week to do,'' said Gerald E. Brown, an assistant professor at the school. On the other hand, Dr. Parnell and educators at Delaware are wary of losing the comprehensiveness of community-college education with the new emphasis on vocationalism. ''We've just become the workhorse of higher education,'' Dr. Parnell said. ''But I have no intention of focusing only on technology.''
+Dr. DeCosmo stressed that the college must find a way to teach high-technology skills so that the students will be able to keep their jobs when today's technology becomes yesterday's. ''The hightechnology fields are changing so rapidly that they will be obsolete in a few years,'' he said. ''One of the things we try to teach our students is the importance of lifelong learning.''
+Illustration photo of Prof. Reuben R. Arnovitz working on computer w. Tony Marcinkewicz, student",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=2-YEAR+SCHOOLS+GET+A+HIGH+ON+TECHNOLOGY&title=New+York+Times&issn=03624331&date=1982-08-22&volume=&issue=&spage=A.35&au=Greer%2C+William+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 22, 1982","In the two-year community colleges, like Delaware County's, high technology has become the rallying cry. ''The slogan of the 1960's was 'Going to poverty, that's where the money is,' '' said Dale Parnell, the president of the American Association of Community and Junior Colleges in Washington. ''The slogan of the 1980's is 'Going to the technologies, that's where the money is.' '' Educators here say they have not led the country in their shift to high-technology courses, but now they are moving as quickly as the high cost of these new programs permits. ''We've added some programs already,'' said the college's president, Richard D. DeCosmo. ''And we're going to add more every year in the next three years.'' Among the programs the college is working on are robotics, corrosion technology and the use of computers in heating and cooling. ''In a couple of hours you could do what it would take a week to do,'' said Gerald E. Brown, an assistant professor at the school. On the other hand, Dr. Parnell and educators at Delaware are wary of losing the comprehensiveness of community-college education with the new emphasis on vocationalism. ''We've just become the workhorse of higher education,'' Dr. Parnell said. ''But I have no intention of focusing only on technology.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Aug 1982: A.35.",11/15/17,"New York, N.Y.",MEDIA (PA),"Greer, William R",New York Times Company,,Newspapers,424392954,"United States, New York, N.Y.",English,22-Aug-82,COLLEGES AND UNIVERSITIES; EDUCATION AND SCHOOLS; SCIENCE AND TECHNOLOGY; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+A GIDDINGS TAKEOVER LIKELY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/giddings-takeover-likely/docview/424374635/se-2?accountid=14586,"Fjr several months now, reports have circulated that Giddings & Lewis, a lucrative but modest-sized machine tool company that sprouted here 23 years ago, soon would disappear into some big-city conglomerate.
+The probability of that happening increased, analysts said, when the directors of Giddings & Lewis met for several hours today to consider a takeover proposal from the American subsidiary of AMCA International Ltd. of Montreal. The offer was made early in the week.
+The board did not issue a statement after its meeting, but Giddings promised one soon. And Wall Street analysts said that could mean either that the company has found another company more to its liking to bid for it or that Giddings had come to terms with AMCA on a sweetened offer.
+A Thing of the Past
+In either case, the strategy of Giddings of slow and careful diversification by acquisition would be a thing of the past. And the ranks of independent machine tool companies would lose one of its most lustrous names.
+Frank Prozelski, an analyst for Shearson/American Express, said he did not think Giddings had a chance of defending itself against an offer. ''They're a good clean, little company and if they get a price that's right, they'll make a deal,'' he added. ''It's one of the few companies that practice what it preaches about doing what's best for the stockholder.''
+Robert Gardner, an analyst for Robert Baird & Company, a brokerage house in Milwaukee, said, ''It would be very hard for them to reject this offer without having something better in hand.'' AMCA is offering $25 for each of Giddings's 10.4 million shares outstanding, or a total of $260 million.
+A takeover of Giddings would be the second purchase of a major machine tool company in the last few years. In 1980, the Bendix Corporation acquired Warner & Swasey, which AMCA had sought to buy.With the purchase, Bendix joined Textron Inc. and Litton Industries as conglomerates with major stakes in the machine tool business. Hard Times for Industry
+The bid for Giddings, whose sales of $393.2 million made it the fifth-largest company in the industry in 1981, comes at a time when the industry is hurting badly. Orders for metal-cutting machinery have dried up. Even the oil-drilling industry has joined the automobile and aerospace industries in scaling back. Industry backlogs have plunged to $2.3 billion from $4.8 billion a year ago.
+Giddings, though it has generally outperformed the industry, has shared in the latest troubles. First-quarter profits slumped 15 percent from the corresponding quarter of 1981, to $7.7 million, while sales dropped 13 percent, to $90.3 million. About 10 percent of the company's workers have been laid off. And the order backlog of Giddings is down to $210 million from about $290 million last year.
+''We know that the near term can be difficult,'' George J. Becker, chairman of Giddings, told securities analysts in New York last spring. ''The economic outlook is not positive, and we're looking for a slow order pattern well into the year.'' He added, however, that Giddings was ''uniquely positioned for future growth.'' The growth of Giddings has been impressive in the past. Return on stockholders' equity has been well above 20 percent since 1978 and reached 32 percent in 1979. Net income of $35.5 million for 1981 was more than four times the $8 million reported for 1977. A Cash Hoard
+Giddings has $27 million in cash, almost twice as much as its $14 million of long-term debt. But the attraction of that cash has helped make the conservative company ripe for a takeover, analysts said.
+The company achieved its growth by offering one of the broadest product lines in the industry. It is a supermarket for lathe, boring, drilling and milling machines. Workers at the main plant here belong to no union, They were represented by the International Association of Machinists until 1976, but that ended after a 13-month strike. The company has more flexible work rules than the unionized plants with which it competes.
+Despite hard times, Giddings is investing heavily in capital projects and research and development programs. Last year, it acquired another machine tool company, Detroit-based Snyder, to help it compete in the factory automation and robotics markets.
+''The tax legislation that Congress passed last year and the determination to rebuild American industry have got to be good for the machine tool industry,'' said Robert G. Chamberlain, executive vice president of Giddings. ''All that has to occur, but just when and in what pattern is the major question.'' Slow Diversification
+Some machine tool makers hoped that an emphasis on capital investment in American industry would end their cyclicality. But Giddings decided several years ago that, rather than wait for an end to the cycles, it would diversify. It said its goal was to get 50 percent of its revenues from activities outside the machine tool industry.
+But diversification has proved slow; in 1981, industrial products - such as buffing compounds, printed circuit boards, high-pressure containers -accounted for 32 percent of sales and only 16 percent of profits. In 1981, no diversification moves were made.
+Analysts said that, if the company had moved more swiftly and had spent cash or gone into debt, it would have been less attractive as a takeover candidate. Now, they added, the conservatism of Giddings may cost it its independence.
+Illustration photos of worker and G.J. Becker, chairman of Giddings table of Giddings financial data",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+GIDDINGS+TAKEOVER+LIKELY&title=New+York+Times&issn=03624331&date=1982-07-12&volume=&issue=&spage=D.1&au=WINSTON+WILLIAMS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 12, 1982","Frank Prozelski, an analyst for Shearson/American Express, said he did not think Giddings had a chance of defending itself against an offer. ''They're a good clean, little company and if they get a price that's right, they'll make a deal,'' he added. ''It's one of the few companies that practice what it preaches about doing what's best for the stockholder.'' ''We know that the near term can be difficult,'' George J. Becker, chairman of Giddings, told securities analysts in New York last spring. ''The economic outlook is not positive, and we're looking for a slow order pattern well into the year.'' He added, however, that Giddings was ''uniquely positioned for future growth.'' The growth of Giddings has been impressive in the past. Return on stockholders' equity has been well above 20 percent since 1978 and reached 32 percent in 1979. Net income of $35.5 million for 1981 was more than four times the $8 million reported for 1977. A Cash Hoard ''The tax legislation that Congress passed last year and the determination to rebuild American industry have got to be good for the machine tool industry,'' said Robert G. Chamberlain, executive vice president of Giddings. ''All that has to occur, but just when and in what pattern is the major question.'' Slow Diversification","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 July 1982: D.1.",11/14/17,"New York, N.Y.",,"WINSTON WILLIAMS, Special to the New York Times",New York Times Company,,Newspapers,424374635,"United States, New York, N.Y.",English,12-Jul-82,"MACHINERY AND EQUIPMENT; MERGERS, ACQUISITIONS AND DIVESTITURES; COMPANY AND ORGANIZATION PROFILES; FINANCES",New York Times,NEWSPAPER,,,,,,,
+Sound; AN AUDIO SUBSPECIES ARISES: DECK RECEIVERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-audio-subspecies-arises-deck-receivers/docview/424366990/se-2?accountid=14586,"The button, when invented in Germany circa 1250, was considered a foppish ornament unfit for respectable wearers of proper cassocks. Only after it had been widely observed that buttoning up helps to keep warm, did buttons and their matching holes attain a popularity lasting to this day.
+In the history of successful inventions, that's about par. It is quite usual for a new technology to encounter such changes in attitude as its merits are proven, cassette recording being a more recent case in point. Not long ago, a cassette deck was considered a mere adjunct to a stereo system - an optional extra for hardbitten hobbyists. Now even novices are unwilling to forgo the (possibly unlawful) joys of taping radio programs or copying their friends' records. The deck has become basic and indispensable.
+This shift has prompted the rise of a new subspecies of sound equipment: the deck receiver. As its name implies, a deck receiver combines a stereo receiver (i.e., tuner and amplifier) with a cassette deck, all wrapped up neatly in a single unit. This approach is likely to attract listeners eager for a tape recorder but unwilling to clutter their living space with an additional component. At any rate, the design emphasis in this new field is on compactness and simplicity, usually attained at the sacrifice of the more elaborate operating features found on separate cassette decks. The assumption is that the technically less adroit listeners, for whom such equipment is mainly intended, will welcome rather than object to these simplifications.
+Yet the line between simple and Spartan is sometimes hard to draw and the border is in dispute. For example, all deck receivers have automatic level control (ALC), a feature eagerly welcomed by some and coldly disdained by others. Both factions have their reasons.
+The ALC automatically adjusts the recording level to the strength of the incoming signal, preventing loud passages from overloading the tape or soft sounds from sinking into inaudibility. This automatic action obviates the need for setting recording levels according to meter readings - a task some novices may find intimidating. With ALC, they don't have to bother. In fact, these decks don't even have any meters to monitor the signal - another reassurance for the technically timid. So far so good.
+Yet there are drawbacks. For all its transistorized cleverness, the ALC lacks the musical judgment that informs the eye and hand of a practiced tape fan in setting the controls. Automation therefore entails a slight restriction of dynamic range - the span between the loudest and softest passages. To the perfectionist this is anathema; and attentive listeners may notice a curtailment of crescendos, a lowering of loudness peaks, or a raising of pianissimi. More casual listeners, however, may hardly be aware of these slight alterations in the musical dynamics and consider them a small price to pay for the convenience of automatic level adjustment. Each listener must decide for himself whether this kind of trade-off makes any sense.
+As a group, these novice-oriented deck receivers represent an effort by the audio industry to cope with the recession by broadening the market. Everything has been done in these designs to make that initial plunge into audio less forbidding, both technically and fiscally. For example, on Sansui's nicely engineered CR-M7, it is unnecessary to switch between radio and tape. Just drop in the cassette and push the play button. A ''smart'' chip promptly surmises your intentions and automatically does the necessary switching, turning the tuner off and the cassette on. What's more, intelligent gadgets also locate by number any particular selection on the tape and will find and play it for you on command.
+With flutter and wow specifications of 0.05 percent and frequency response to 15,000 Hz, this recorder pleads no contest in comparison with expensive decks, yet its musical quality is pleasing and only the most exigent ears will discern any marginal lack. The digital tuner section of the CR-M7 provides instant and accurate push-button tuning for up to 10 stations (selectable according to your preference) in addition to manual tuning, and the amplifier delivers 25 watts per channel (wpc) at no more than 0.1 percent harmonic distortion. These figures bespeak respectable performance of reasoned adequacy rather than costly perfection. At $550, Sansui's CR-M7 provides an easy first step toward the pleasures of good sound.
+Similar in concept and performance is Sony's XO-7 (28 wpc at 0.8 percent harmonic distortion), priced at $600. One feature it shares with more expensive tape recorders is a real-time tape counter, which indicates exactly how many minutes and seconds of tape have been used. That way, the recording time remaining on a partly used cassette is instantly apparent.
+Listeners willing to forgo digital radio tuning in favor of the conventional dial and tuning indicators have a choice of less expensive deck receivers in Sony's XO-5 ($400, 20 wpc, 0.8 percent harmonic distortion) and the more conservatively rated Sansui CR-M5 ($450, 15 wpc, 0.2 percent harmonic distortion). Particularly attractive in its understated elegance is Onkyo's CX-70 ($400, 20 wpc, 0.3 percent harmonic distortion) which owes its fetchingly slim contour to horizontal insertion of the cassette.
+Nobody pretends that any new heights of achievement are being scaled here. The mission of these cassette receivers is simply to open doors for newcomers who might otherwise be barred from musical pleasure by their diffidence about hardware.
+I regret to have picked up and passed on a piece of misinformation. On May 16 this column said that Beethoven's metronome markings indicated slower tempos than those customary today. Exactly the opposite istrue.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sound%3B+AN+AUDIO+SUBSPECIES+ARISES%3A+DECK+RECEIVERS&title=New+York+Times&issn=03624331&date=1982-06-06&volume=&issue=&spage=A.25&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 6, 1982","As a group, these novice-oriented deck receivers represent an effort by the audio industry to cope with the recession by broadening the market. Everything has been done in these designs to make that initial plunge into audio less forbidding, both technically and fiscally. For example, on Sansui's nicely engineered CR-M7, it is unnecessary to switch between radio and tape. Just drop in the cassette and push the play button. A ''smart'' chip promptly surmises your intentions and automatically does the necessary switching, turning the tuner off and the cassette on. What's more, intelligent gadgets also locate by number any particular selection on the tape and will find and play it for you on command. Listeners willing to forgo digital radio tuning in favor of the conventional dial and tuning indicators have a choice of less expensive deck receivers in Sony's XO-5 ($400, 20 wpc, 0.8 percent harmonic distortion) and the more conservatively rated Sansui CR-M5 ($450, 15 wpc, 0.2 percent harmonic distortion). Particularly attractive in its understated elegance is Onkyo's CX-70 ($400, 20 wpc, 0.3 percent harmonic distortion) which owes its fetchingly slim contour to horizontal insertion of the cassette.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 June 1982: A.25.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,424366990,"United States, New York, N.Y.",English,6-Jun-82,RECORDINGS AND RECORDING EQUIPMENT,New York Times,NEWSPAPER,,,,,,,
+UNIONS AT NEWS HOLD FIRST TALKS WITH ALLBRITTON,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/unions-at-news-hold-first-talks-with-allbritton/docview/424335652/se-2?accountid=14586,"Joe L. Allbritton, the Texas financier, met yesterday morning with representatives of the unions at The Daily News for ''initial discussions'' on his negotiations to acquire ownership of the newspaper.
+After the two-hour meeting in Mr. Allbritton's apartment at the Carlyle Hotel, on Madison Avenue at 76th Street, the union representatives, George E. McDonald and Theodore W. Kheel, said formal negotiations would begin soon, possibly Monday.
+They stressed that there had been no ''substantive'' discussion of the kinds of concessions Mr. Allbritton is expected to seek to restore the profitability of the paper, the nation's largest-selling general-interest daily.
+On Thursday, Mr. Allbritton, the chairman of Allbritton Communications Company, which operates eight small daily newspapers and three television stations and which formerly owned The Washington Star, signed a letter of intent with the Tribune Company of Chicago to take over The News. The acquisition is contingent on his reaching agreements with the unions within 30 days.
+Allbritton Issues Statement
+Mr. Allbritton was not available yesterday to discuss his plans, but he issued a statement. It said: ''Many of the questions raised by the letter of intent which we signed this week with Tribune Company regarding our interest in acquiring The New York Daily News cannot be answered at this time. Some answers will emerge in the days ahead, as negotiations proceed with the 11 unions representing new employees.
+''On television Thursday night, I noted that Mr. Kheel said in repsonse to a question, 'There will be no negotiations on television.'
+''I subscribe fully to Mr. Kheel's responsible position, and I will not comment at this time on questions concerning that vital subject area.
+''For it is the vital area. Reaching agreements to control costs that will permit us to continue publication on a sound business basis is the dominant factor that will determine the future of The Daily News.
+''There is a critical distinction to be made in that regard between The Daily News and other daily newspapers that are threatened with economic extinction or that already have expired.
+''The typical 'dying' newspaper these days seems to fit an almost classic mold. It is an afternoon publication, No. 2 in its market, suffering a continuing downward spiral of circulation and advertising defections, struggling to maintain an editorial identity.
+''The Daily News is not plagued with any of those familiar ailments. Already positioned favorably as a morning paper, growing in circulation and sound in advertising, with a strong Sunday edition, The Daily News is firmly entrenched as the No. 1 paper of the people of New York. Its strength is its dedication to the city itself, to the needs, the interests and the concerns of the people who live and work here.
+''Our intention is that the hard-hitting, people-oriented news and feature coverage which developed that position of leadership will continue and grow even stronger.
+''I have entered this business transaction with an absolute conviction that this proud journalistic tradition can also be made to flourish in an environment of essential economic viability.
+''Facing this challenge requires determined effort. But it is an effort worth making because the demise of a great paper - The Daily News - is simply unacceptable as an alternative.
+''One further thought: To my mind the trend toward newspaper monopoly in our major cities is a far greater threat to the First Amendment and to a free press than any threats of governmental restraint.
+''In partnership with employees of the News and their representatives, I firmly believe that threat need not reach calamitous proportions in the nation's largest city.'' 'Very Pleasant Talk'
+Mr. McDonald, president of the mailers' union and of the Allied Printing Trades Council, a union coordinating group, invited Mr. Allbritton to meet with the unions at 10 A.M. Monday at Automation House on East 56th street to set a schedule for the talks.
+Mr. Kheel, the labor mediator who serves as an adviser to the unions, called yesterday's meeting ''a very pleasant two-hour talk.'' ''He wanted us to know that he was not a hit-and-run operator,'' Mr. Kheel said. The unions fear that Mr. Allbritton might close The News after they agreed to cuts at The New York Times and The New York Post as well as at The News. The Post, which like The News has been losing money, has said it will demand whatever concessions The News gets.
+Leonard R. Harris, a spokesman for The Times, said yesterday: ''With respect to any concessions that the unions may grant at The News, we do not intend to allow ourselves to be put at a competitive disadvantage. At this point we will not speculate on the various possibilities.''
+Illustration photo of Joe L. Allbritton shaking hands with George E. McDonald",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=UNIONS+AT+NEWS+HOLD+FIRST+TALKS+WITH+ALLBRITTON&title=New+York+Times&issn=03624331&date=1982-04-03&volume=&issue=&spage=2.29&au=Friendly%2C+Jonathan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 3, 1982","They stressed that there had been no ''substantive'' discussion of the kinds of concessions Mr. [Joe L. Allbritton] is expected to seek to restore the profitability of the paper, the nation's largest-selling general-interest daily. ''In partnership with employees of the News and their representatives, I firmly believe that threat need not reach calamitous proportions in the nation's largest city.'' 'Very Pleasant Talk' Mr. [Theodore W. Kheel], the labor mediator who serves as an adviser to the unions, called yesterday's meeting ''a very pleasant two-hour talk.'' ''He wanted us to know that he was not a hit-and-run operator,'' Mr. Kheel said. The unions fear that Mr. Allbritton might close The News after they agreed to cuts at The New York Times and The New York Post as well as at The News. The Post, which like The News has been losing money, has said it will demand whatever concessions The News gets.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Apr 1982: 2.29.",11/14/17,"New York, N.Y.",NEW YORK CITY,"Friendly, Jonathan",New York Times Company,,Newspapers,424335652,"United States, New York, N.Y.",English,3-Apr-82,"LABOR UNIONS; NEWSPAPERS; NEWS AND NEWS MEDIA; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+The Debate On Quotas for Fibers,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/debate-on-quotas-fibers/docview/424257373/se-2?accountid=14586,"American apparel and textile manufacturers call it ""the right to participate in our own market."" American retailers say it is nothing more than protectionism.
+The center of the dispute is the Multifiber Arrangement, a 50-nation treaty establishing quotas for trade in apparel and textiles. The quotas, in turn, affect everything from the revenues of developing nations to jobs and the prices that consumers pay for clothing in the United States.
+Delegates from the United States, Europe and the developing nations are currently meeting in Geneva to renew the pact, which expires Dec. 31. But the negotiators are as sharply divided as the Washington lobbyists. Variety of Views
+The United States hopes basically to hold the line on the quotas, Europe wants to cut them back sharply and the developing nations - dominated by Hong Kong, Taiwan and South Korea - would like to phase out restraints altogether. American officials say they do not expect an agreement before early next year.
+No one expects an outbreak of free trade, however. ""Without a Multifiber Arrangement, there would be disorderly trade, rather than orderly regulation,"" said Robert D. Hormats, Assistant Secretary of State for Economic and Business Affairs, in an interview. ""It simply won't happen.""
+Import restraints on apparel and textiles have been employed in some form since 1956 and were introduced worldwide through the first fibers arrangement in 1974. In addition, there are many bilateral trade agreements, scheduled to expire during the next 12 months, that must be separately negotiated.
+In this country, whether such restraints are desirable evidently depends on the particular interest group to which one belongs.
+The American Apparel Manufacturers Association and the American Textile Manufacturers Institute, the organizations that, along with the unions, are lobbying hardest for restrictions, note that textile and apparel imports have grown at 8 percent annually in the past decade, while the domestic market has grown only 1 1/2 percent a year. They blame the import boom for the steep decline in jobs in their industries: down 13 percent since 1973, to 2.1 million last year.
+""It doesn't take an economist to see that, if that's allowed to continue, it's just a matter of time until there is no domestic industry,"" said Robert Coleman, who is president and chairman of the Riegel Textile Corporation.
+Some categories of products have already been particularly hard-hit. Apparel manufacturers note that more than half of all sweaters and almost a third of knit shirts and blouses sold in the United States are imported.
+The manufacturers have suggested that imports should be allowed to grow only as fast as the domestic market, projected at a modest 1 1/2 percent annually. If they are given breathing time by the Multifiber Arrangement, they assert, they can improve machinery, raise productivity and become more competitive.
+The American Retail Federation argues from a different set of statistics to advance its view that restrictions should be abolished. It cites a World Bank survey's findings that quotas and tariffs have cost consumers about 10 percent of the value of their apparel purchases. It quotes a Brookings Institution study's conclusion that imported goods cost consumers 11 percent less at retail than comparable domestically made goods.
+The manufacturers insist they are lobbying only for more balanced trade. ""We're willing to share the market as it grows,"" said David Shirey, chairman of the apparel makers' group and chief executive of the Shirey Company, a Texas manufacturer of children's apparel. The associations also assert that fierce competitiveness has helped hold prices down.
+While jobs are one of their selling points for renewing the agreement, American manufacturers seem less than committed to full employment. Particularly in textiles, industry analysts note, leading companies have been investing heavily in automation and have been slashing payrolls.
+Furthermore, the cost to consumers under the Miltifiber Arrangement may be even higher than it appears, according to Donald Keesing, an an economist with the World Bank who has studied textiles quotas. 'Quota Farmers' in Hong Kong
+""Quotas are an open invitation to developing countries to raise prices to what the market will bear,"" he said, noting that quotas were being bought and sold at auction in Taiwan by eager manufacturers. Hong Kong has ""quota farmers,"" who no longer manufacture apparel but live off the sale of their quotas from previous years' production.
+But his personal view, he said, was that ""in the long run, it would be best for the economies of developed countries to phase out of apparel over time and get into more dynamic, technology-intensive industries.""
+In Geneva, the Reagan Administration has come down squarely on the side of the textile and apparel manufacturers, seeking to curb sharply the growth of exports by the three big Asia producers, which made 62 percent of the garments imported by the United States last year. At the same time, they are proposing to open the door a bit wider to small, new suppliers, such as some of the Caribbean naitons. Previously, all exports have been allowed to increase 6 percent a year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Debate+On+Quotas+for+Fibers&title=New+York+Times&issn=03624331&date=1981-12-21&volume=&issue=&spage=D.1&au=Salmans%2C+Sandra&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 21, 1981","No one expects an outbreak of free trade, however. ""Without a Multifiber Arrangement, there would be disorderly trade, rather than orderly regulation,"" said Robert D. Hormats, Assistant Secretary of State for Economic and Business Affairs, in an interview. ""It simply won't happen."" The manufacturers insist they are lobbying only for more balanced trade. ""We're willing to share the market as it grows,"" said David Shirey, chairman of the apparel makers' group and chief executive of the Shirey Company, a Texas manufacturer of children's apparel. The associations also assert that fierce competitiveness has helped hold prices down. ""Quotas are an open invitation to developing countries to raise prices to what the market will bear,"" he said, noting that quotas were being bought and sold at auction in Taiwan by eager manufacturers. Hong Kong has ""quota farmers,"" who no longer manufacture apparel but live off the sale of their quotas from previous years' production.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Dec 1981: D.1.",11/15/17,"New York, N.Y.",,"Salmans, Sandra",New York Times Company,,Newspapers,424257373,"United States, New York, N.Y.",English,21-Dec-81,CONVENTIONS AND CONFERENCES; INTERNATIONAL TRADE AND WORLD MARKET; UNITED STATES INTERNATIONAL TRADE; APPAREL; TEXTILES; QUOTAS; PRICES,New York Times,NEWSPAPER,,,,,,,
+Technology; Computerized Filing Systems,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-computerized-filing-systems/docview/424226954/se-2?accountid=14586,"COMPUTER systems can store vast amounts of data. But, as with records kept on paper, merely putting something into a file cabinet is not enough. There must be some way to retrieve the information again when it is needed.
+That task is increasingly falling to special computer programs called data base management systems. Like any good file clerk, a data base management system sets up the electronic data bank files with necessary cross-references, stores the data and retrieves it when requested.
+In addition to increased speed of retrieval over paper storage, an electronic data base makes it easier to keep information up to date. With paper storage, a company might have the same information in several places. A customer's address might be on a master mailing list and on the billing department's list of overdue accounts. If the customer moves, the address must be changed in several places. With electronic storage systems, a customer's address can be stored once and shared by everyone. The data base management system must see to it that people retrieve only the data they are allowed to see.
+Such systems, sold for several years by computer companies and independent software companies, are growing in popularity. ''When we started offering data base systems in 1974 and 1975, we had to justify why customers wanted them,'' said Robert N. Goldman, senior vice president of Cullinane Database Systems Inc., which sells data management programs to run on I.B.M. computers. ''Today people accept that they need them.'' Once used only on the largest computers, such systems are also being sold to run on minicomputers and even desk-top microcomputers.
+Data base management systems are also expected to be a central feature of the automated office of the future. An important use of the computer terminals that are landing on more and more desks is to allow office workers who need data to get it directly from the computer rather than ask a programmer to write a program to get it. A marketing analyst for instance, might request sales totals for different cities. Some office automation companies, like Wang Laboratories and the Data General Corporation, have recently announced systems with such capabilities.
+One development that will help allow such retrieval of information is the so-called relational data base concept. Every company has grappled at some time with how best to organize its records. But in the case of electronic record-keeping, the study of that problem has become a mathematical science and the subject of a somewhat abstruse debate.
+Most existing data base management systems organize data in a hierarchy resembling a family tree. A university data base, for instance, might be broken down into schools, with each school further broken down into departments and each department then broken down into faculty members.
+The main drawback of most such systems, according to Jeffrey D. Ullman, a professor of computer science at Stanford University, and other experts, is that to get the information, the user must tell the computer not what he wants, such as a list of the faculty members in the civil engineering department, but where in the tree to go. That means he must be familiar with the tree.
+The relational structure was conceived in 1970 by an I.B.M. scientist, E.F. Codd, but commercial products, including one introduced by I.B.M. in January, are only now starting to appear. In a relational system, the data is stored in cross-referenced tables. The university data base might have one table listing schools and their departments and another table for faculty members, listing their departments and other characteristics.
+With that kind of system, the user does not have to know how the data are stored. He can merely ask for the information in a language resembling English and the computer will find the columns in the tables. Because of that ease of use, many experts see relational data bases as the wave of the future.
+One drawback, however, is that to gain such ease of use the relational systems have tended to be slower than hierarchical ones.
+The answer to that might be to build machines that would specialize in filing and retrieving. The machines would attach to the main computer. Britton-Lee Inc. of Los Gatos, Calif., and the Storage Technology Corporation introduced such machines this year. Creative Strategies International, a San Jose, Calif., market research concern, expects the market for such data base computers to grow at about 100 percent a year to more than $1 billion by 1985.
+Progress is being made in other areas as well. With all the data being stored in a computer, there is a need simply to catalogue what data are in storage. Such data about the data base are being stored in computers in what are called ''data dictionaries.'' Progress is also being made in letting computers in different locations split the storage task but share files.
+''In data processing we have paid much more attention to the processing side than to the data side until a few years ago,'' said Robert M. Curtice, head of the data management unit at Arthur D. Little Inc., a Cambridge, Mass., consulting firm. The new developments, he said, reflect the growing recognition that ''the data has value in itself.''
+Illustration drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Computerized+Filing+Systems&title=New+York+Times&issn=03624331&date=1981-11-26&volume=&issue=&spage=D.2&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 26, 1981","Such systems, sold for several years by computer companies and independent software companies, are growing in popularity. ''When we started offering data base systems in 1974 and 1975, we had to justify why customers wanted them,'' said Robert N. Goldman, senior vice president of Cullinane Database Systems Inc., which sells data management programs to run on I.B.M. computers. ''Today people accept that they need them.'' Once used only on the largest computers, such systems are also being sold to run on minicomputers and even desk-top microcomputers. Progress is being made in other areas as well. With all the data being stored in a computer, there is a need simply to catalogue what data are in storage. Such data about the data base are being stored in computers in what are called ''data dictionaries.'' Progress is also being made in letting computers in different locations split the storage task but share files. ''In data processing we have paid much more attention to the processing side than to the data side until a few years ago,'' said Robert M. Curtice, head of the data management unit at Arthur D. Little Inc., a Cambridge, Mass., consulting firm. The new developments, he said, reflect the growing recognition that ''the data has value in itself.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Nov 1981: D.2.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424226954,"United States, New York, N.Y.",English,26-Nov-81,DATA PROCESSING; ELECTRONIC INFORMATION SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+"LABOR, AUTO INDUSTRY DEBATE REACTION TO ADVERSITY","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/labor-auto-industry-debate-reaction-adversity/docview/424222354/se-2?accountid=14586,"Thirty-six years ago today, the United Automobile Workers began a bitter 113-day strike against the General Motors Corporation. It was the first of the great postwar industrial strikes and the experience so unnerved the automobile company that when a new round of contract talks began in 1948, G.M. avoided the wage issue by relating pay increases to productivity gains, with adjustments for cost-of-living increases.
+That formula has been followed since and enabled automobile workers to share in the tremendous prosperity of the industry in the decades that followed. Automobile workers, many of them unskilled laborers doing repetitive tasks on assembly lines, are a blue-collar elite, earning close to $12 an hour with generous fringe benefits that raise total compensation to nearly $20 an hour.
+But the formula may be challenged and the good times for auto workers may be coming to an end. The American automobile industry is in an unprecedented slump, with total losses last year of more than $4 billion. The manufacturers say that lower labor costs are essential if they are to compete with rivals overseas, particularly in Japan.
+General Motors and Ford have been pressing the union to re-open the current contract, which extends to next Sept. 15. The union has resisted, but Douglas A. Fraser, the U.A.W. president, says the 1982 talks ''will be the most difficult in our history.'' Chrysler Workers' Concessions
+The union has given some ground. Under pressure from the Government, and with bankruptcy in sight, workers at Chrysler Corporation agreed to give up cost-of-living raises and some benefits. The concessions saved the company more than $1 billion.
+Last week, American Motors Corporation, after discussions with U.A.W. leaders, said it would ask its workers to give up future pay and benefit increases equal to 10 percent of their income. Local union officials will decide whether to begin bargaining on the proposal next month.
+Although they probably will not meet at the negotiating table until some time next summer, talks between the union and G.M. and Ford have been under way since early this year. Auto company executives have missed few opportunities to bemoan what they call their $1,000 to $1,500 per car labor cost disadvantage compared to Japanese manufacturers and to seek concessions. Roger B. Smith, the chairman of General Motors, has been particularly biting in comments. Of the union leaders, he has said, ''They've stampeded this herd of buffalo by telling them they're underpaid. Now they've got to tell them they're overpaid in relation to the competition.''
+In a departure, the companies have said they would tie wage concessions to a form of profit-sharing. Reopening Bid Refused
+However, earlier this year the U.A.W. Ford and General Motors councils, composed of officials of locals, overwhelmingly refused to reopen the contract.
+''Pattern bargaining is dead,'' said Edward L. Cushman, a labor affairs specialist at Wayne State University and the former head of labor relations for American Motors. ''The U.A.W. strategy of selecting one company as a strike target, negotiating an agreement with that company, and enforcing it as an industry-wide pattern has been the victim of the distinctly different economic circumstances of each of the five domestic producers.''
+Since the union refusal to reopen the contract, G.M. and Ford have been threatening to shift more work from their factories to outside suppliers, who pay less and can produce less costly components.
+Ford has been particularly aggressive. It told workers at two transmission plants that if they did not agree to modify work rules, it would buy transmissions for a new model from its Japanese affiliate, Toyo Kogyo. Employees at the company' aluminum casting plant in Sheffield, Ala., were told that their jobs were in danger if they failed to reduce wages and benefits 50 percent. Threats Called Foolhardy
+Mr. Fraser concedes that the threat to shift production away from U.A.W.-organized plants ''is obviously a pressure point.'' But he calls the tactic ''foolhardy.''
+Despite layoffs that have reduced the union's membership from 1.5 million to 1.2 million since 1979, the organization remains a formidable opponent. Its strike fund is $369 million, a record. And, despite automation, it still takes 120 to 125 man-hours of labor to build an automobile.
+In addition, the 1982 schedule appears to favor the union, which may explain the companies's eagerness to begin negotiations early. Automobile sales are expected to improve sharply in the summer, as negotiations begin. The companies would then face a choice of reducing pressure on the union or accepting a strike as fortunes improve.
+Mr. Fraser said that he expects G.M. to break the postwar pattern and propose a wage freeze in addition to cuts in fringe benefits. Union Demands May Change
+Without flatly saying such a demand would trigger a strike, Mr. Fraser said it would be self-defeating for workers to attempt to compete with Japan by reducing wages, since the foreign manufacturers could respond by moving production to areas with even lower labor costs. Nevertheless, he has taken a conciliatory position, saying that the ''economic climate'' will shape union strategy. Demands that have been made recently, such as the four-day workweek, are not expected to be raised.
+The pressure on both sides will be intense, Professor Cushman observes. ''The automobile industry has become worldwide from both a sales and production viewpoint,' he has written. ''Most analysts agree that the number of manufacturers will be reduced to between eight and twelve within a decade. The decisions made in the upcoming auto labor negotiations may very well determine which companies and which jobs will survive.''
+Illustration Photo of Douglas A. Fraser",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LABOR%2C+AUTO+INDUSTRY+DEBATE+REACTION+TO+ADVERSITY&title=New+York+Times&issn=03624331&date=1981-11-16&volume=&issue=&spage=B.13&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 16, 1981","Although they probably will not meet at the negotiating table until some time next summer, talks between the union and G.M. and Ford have been under way since early this year. Auto company executives have missed few opportunities to bemoan what they call their $1,000 to $1,500 per car labor cost disadvantage compared to Japanese manufacturers and to seek concessions. Roger B. Smith, the chairman of General Motors, has been particularly biting in comments. Of the union leaders, he has said, ''They've stampeded this herd of buffalo by telling them they're underpaid. Now they've got to tell them they're overpaid in relation to the competition.'' ''Pattern bargaining is dead,'' said Edward L. Cushman, a labor affairs specialist at Wayne State University and the former head of labor relations for American Motors. ''The U.A.W. strategy of selecting one company as a strike target, negotiating an agreement with that company, and enforcing it as an industry-wide pattern has been the victim of the distinctly different economic circumstances of each of the five domestic producers.'' Mr. [Douglas A. Fraser] concedes that the threat to shift production away from U.A.W.-organized plants ''is obviously a pressure point.'' But he calls the tactic ''foolhardy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Nov 1981: B.13.",11/14/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,424222354,"United States, New York, N.Y.",English,16-Nov-81,AUTOMOBILES; LABOR; CONTRACTS; LABOR-MANAGEMENT RELATIONS; WAGES AND SALARIES,New York Times,NEWSPAPER,,,,,,,
+Technology; USING WATER IN FINE CUTTING,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-using-water-fine-cutting/docview/424179700/se-2?accountid=14586,"PEERING into the Grand Canyon or simply surveying the damage a wave inflicts on a sand-castle wall, you may be impressed by the corrosive power of water, but you are unlikely to think of it as a finely honed scapel. Nevertheless, the rapidly growing use of water jets for cutting, trimming, and drilling suggests that the step from eroding natural or man-made structures to deftly carving them up is not a large one.
+The basic challenge in building a water jet is to concentrate the force in a stream of water on a very small space and to increase it by utilizing high pressures. The pumps, piping, nozzles and pressure intesifiers to do just that have been around for decades.
+Unfortunately, the same hydraulic force that slices through wood, textiles, plastics and so forth also attacks the water jet's components. Until relatively recently, the destruction of crucial seals, valves and cylinders in high-pressure water jets was so rapid that the devices were impractical as industrial cutting tools.
+That problem has been yielding in the past decade to advances in materials science and controls, and improved understanding of how water behaves under high pressure. When Flow Industries Inc., a privately held Kent, Wash., company, began marketing systems in 1974, they usually required maintenance every 40 to 50 hours, according to John Chung, president of the company's technology development subsidiary. Today, the most frequent maintenance operation - seal replacement - occurs every 500 hours.
+Such engineering progress has allowed manufacturers to focus on the real barrier to widespread use of water jet cutters, the lack of supporting systems to effectively adapt them to a variety of tasks. A cutting device, like any other machine tool, is useless to a manufacturer if it can't be integrated into the assembly line and conveniently and reliably controlled.
+There are currently perhaps 500 water jet cutting installations in the United States, Japan and Western Europe. Significantly, the two leading producers, Flow and the McCartney Manufacturing Company, a Baxter Springs, Kan., subsidiary of Ingersoll-Rand, say that sales of systems, which cost anywhere form $50,000 to $500,000 or more, have been strong in the past two years despite the economic slowdown in the United States and Europe. In fact, McCartney, which is credited with marketing the first commercial water jet cutters in 1971, said that sales doubled last year, although it declined to say what the totals were.
+Moreover, they say that the number of devices sold to date is less important than the variety of uses to which they are being put.Products as diverse as cakes, diapers, corrugated board, fiberglass insulation, brake linings, aircraft components and dashboards are all being cut with water jets, they say.
+""We are not really sure how fast this market can grow,"" said John Hannon, marketing manager for McCartney. ""The potential is there to impact on a large crosssection of industry - everything except metal.""
+The key component in both Flow and McCartney's devices is the intensifier. The intensifier is built around a piston that is driven back and forth by oil injected into the chamber by an electric pump. Plungers are attached to both sides of the piston. They are driven into chambers on either side of the piston chamber, displacing water. The pressure of the oil on the surface of the piston is thus concentrated and the water is pushed out the small openings on either side.
+As a result, water emerges at a pressure 20 times that of the oil, or up to 60,000 pounds per square inch. An accumulator is added to provide an even flow out of the nozzle, which would be impossible if the water came straight from its confrontation with the reciprocating piston. The nozzle, usually sapphire-tipped, further concentrates the stream.
+The water is traveling at speeds up to twice the speed of sound when it hits the cutting surface. The stream is so concentrated, however, that a typical system's consumption is about one gallon per minute per intensifier, according to Mr. Hannon.
+While the basic arrangement of the device and its components is relatively straightforward, the engineering problems are formidable. Those in the field expect it to remain the domain of specialists. ""There's not very many people who know much about really high pressures,"" Mr. Hannon said.
+One outgrowth of this is that the water jet producers have to design and build the support systems that will make the device attractive to potential users. Or they have to find another machine tool company willing to work with them.
+The latter course is probably the key to the economic future of water jets. The current wave of industrial automation is weighted heavily toward sophisticated computer-based control systems and devices like robots. Both Flow and McCartney say that they will be unable to ride that wave by, for instance, equipping robots with water cutters, without help from other manufacturers.
+The selling card they will offer other machine tool companies is a technology that has a number of special attractions. Water jets cut smoother edges on many materials than traditional cutting devices, are dust free, are faster in some applications and have no cutting surface to wear out on abrasive materials such as sandpaper.
+Illustration diagram of cutter that uses water",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+USING+WATER+IN+FINE+CUTTING&title=New+York+Times&issn=03624331&date=1981-08-06&volume=&issue=&spage=D.2&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 6, 1981","There are currently perhaps 500 water jet cutting installations in the United States, Japan and Western Europe. Significantly, the two leading producers, Flow and the McCartney Manufacturing Company, a Baxter Springs, Kan., subsidiary of Ingersoll-Rand, say that sales of systems, which cost anywhere form $50,000 to $500,000 or more, have been strong in the past two years despite the economic slowdown in the United States and Europe. In fact, McCartney, which is credited with marketing the first commercial water jet cutters in 1971, said that sales doubled last year, although it declined to say what the totals were. ""We are not really sure how fast this market can grow,"" said John Hannon, marketing manager for McCartney. ""The potential is there to impact on a large crosssection of industry - everything except metal."" The key component in both Flow and McCartney's devices is the intensifier. The intensifier is built around a piston that is driven back and forth by oil injected into the chamber by an electric pump. Plungers are attached to both sides of the piston. They are driven into chambers on either side of the piston chamber, displacing water. The pressure of the oil on the surface of the piston is thus concentrated and the water is pushed out the small openings on either side.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Aug 1981: D.2.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,424179700,"United States, New York, N.Y.",English,6-Aug-81,"WATER; MACHINERY AND EQUIPMENT; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"FOR FRENCH 'ECOLOGIST' VOTERS, A PIVOTAL RUNOFF ROLE","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/french-ecologist-voters-pivotal-runoff-role/docview/424107656/se-2?accountid=14586,"Lounging in his dingy office in an unheated building in the Rue Chateau d'Eau, a few blocks south of the Gare de l'Est, Brice Lalonde reflected on the ironies of politics.
+Mr. Lalonde, the presidential candidate of the Ecological Movement, lost out in the first round of voting two weeks ago, coming in fifth after Valery Giscard d'Estaing, the incumbent; Francois Mitterrand, the Socialist; Mayor Jacques Chirac of Paris, the Gaullist, and Georges Marchais, the Communist.
+''We were dismissed as inconsequential for most of the campaign,'' Mr. Lalonde said. ''Now we are being courted ardently.'' With good reason. Mr. Lalonde received 4 percent of the vote in the first-round election on April 26, or just over 1.1 million votes. Those votes, or even a good part of them, could make the difference between victory and defeat in Sunday's runoff election between Mr. Giscard d'Estaing and Mr. Mitterrand.
+Mr. Lalonde ran decisively ahead of the five other minority candidates. All of them, as well as Mr. Chirac, who ran third, have declared for one or the other of the two survivors in Sunday's election. But Mr. Lalonde has not, nor does he intend to. Candidates Found to Differ Little
+As far as the Ecologists are concerned, there is very little difference between Mr. Giscard d'Estaing and Mr. Mitterrand. ''The Ecologist voters,'' he wrote to both candidates last week, ''will decide for themsleves how to vote, based on your past performances, your programs for the future and, particularly, on your responses to 12 propositions we consider crucial.''
+Of those 12 propositions, Mr. Lalonde said, three are more crucial than the others: halting the nuclear energy industry in France and conserving energy; establishing proportional voting in local elections, and holding popular referendums on important questions at all levels of government.
+Both candidates refused to advocate a halt to the French nuclear energy program, probably the most ambitious in the world. Both said they would study the two other ideas. 'The Trend Is Unavoidable'
+''We did have a good showing,'' Mr. Lalonde said of the 1.1 million votes he received. ''The trend is unavoidable.'' He noted that his movement polled 350,000 votes in the presidential election of 1974, 450,000 in local elections in 1977, 600,000 in legislative elections in 1978 and 850,000 in local elections in 1979.
+''Around the year 2000,'' he said wryly, ''we will win the presidency.'' ''We get rediscovered after every election,'' Mr. Lalonde said. ''That's because most journalists who cover elections are obsessed with politics and we really are not very political. We are not particularly concerned with traditional concepts of left and right.''
+Mr. Lalonde describes himself as an unemployed science writer. He asked for a leave from his magazine, the Nouvel Observateur, to run for the presidency and was dismissed instead. A Gallic Woody Allen
+He is 35 years old and looks much younger. Slight, with thinning hair, dressed in old corduroys and sneakers, he might be a Gallic Woody Allen. There is the same low-key intensity, if not the selfdeprecatory wit.
+Mr. Lalonde studied Greek, Latin, archeology and law at the Sorbonne, where, in 1968, at the time of the French student riots, he was president of the student body.
+''I got into politics because I was a cyclist,'' he said. ''Georges Pompidou, the late President, wanted highways; I wanted places to ride a bike. That was my introduction.''
+With their new-found strength, the Ecologists must decide if they wish to remain a ''movement'' or become a full-fledged political party.
+''We know if we become professional, we will lose some of our appeal,'' Mr. Lalonde said. A Strong Appeal to Women
+In the current election, that appeal was mostly to women, people under 30 and the elderly. Three times more women voted for Mr. Lalonde than did men. ''They are the people who have always been excluded from the workings of the industrial society,'' Mr. Lalonde said.
+He believes that as more and more people find themselves on the outside looking in, thanks to automation and continued economic malaise for much of the industrial world, many of them will place their faith in the Ecological Movement.
+It is, he emphasizes, a far wider-ranging philosophical umbrella than it was. It deplores the killing of baby seals but is fundamentally concerned with improving the quality of life all over the planet.
+Mr. Lalonde brushes aside accepted political canons. ''There is no left or right in the nuclear contest,'' he said. ''It is a fight between the technocrats, the people with the power, and us. The trouble is, we don't know exactly who we are.''
+The Ecologists hope to have a better idea who they are within the year. They plan to run a large number of candidates in local municipal elections around France.
+For Brice Lalonde and his generation, not-so-youthful men and women who fought in the streets of the Latin Quarter in 1968, most of the old battles have been won.
+''We are working for a new kind of civil rights,'' he said. ''The fight for political rights goes on, but the outcome is clear. Social and economic rights have been won, too. Now, we need another kind of civil rights - a right to more information, a right to more leisure time, a right to a better, more meaningful life.''
+Mr. Lalonde's first step toward such a life for himself will probably involve finding a job. One writer here described him - accurately - as the only presidential candidate who would be on welfare when the campaign ended.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FOR+FRENCH+%27ECOLOGIST%27+VOTERS%2C+A+PIVOTAL+RUNOFF+ROLE&title=New+York+Times&issn=03624331&date=1981-05-09&volume=&issue=&spage=1.4&au=FRANK+J.+PRIAL%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 9, 1981","''We were dismissed as inconsequential for most of the campaign,'' Mr. [Brice Lalonde] said. ''Now we are being courted ardently.'' With good reason. Mr. Lalonde received 4 percent of the vote in the first-round election on April 26, or just over 1.1 million votes. Those votes, or even a good part of them, could make the difference between victory and defeat in Sunday's runoff election between Mr. [Valery Giscard] d'Estaing and Mr. [Francois Mitterrand]. ''Around the year 2000,'' he said wryly, ''we will win the presidency.'' ''We get rediscovered after every election,'' Mr. Lalonde said. ''That's because most journalists who cover elections are obsessed with politics and we really are not very political. We are not particularly concerned with traditional concepts of left and right.'' Mr. Lalonde brushes aside accepted political canons. ''There is no left or right in the nuclear contest,'' he said. ''It is a fight between the technocrats, the people with the power, and us. The trouble is, we don't know exactly who we are.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 May 1981: 1.4.",11/15/17,"New York, N.Y.",FRANCE,"FRANK J. PRIAL, Special to the New York Times",New York Times Company,,Newspapers,424107656,"United States, New York, N.Y.",English,9-May-81,POLITICS AND GOVERNMENT; PRESIDENTIAL ELECTIONS; ELECTION RESULTS; ENVIRONMENT,New York Times,NEWSPAPER,,,,,,,
+MACHINE TOOLS: MADE IN U.S.A.,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/machine-tools-made-u-s/docview/424055251/se-2?accountid=14586,"When Governor Carey came here recently to encourage Japanese companies to invest in New York State, one of the few plant tours he took was at Okuma Machinery Works.
+Okuma already has a wholly owned subsidiary, mainly a sales and distribution office, in Farmingdale, N.Y., the first United States operation for the Nagoya-based machine tool maker.
+Like some other Japanese machine tool companies, Okuma started its American operation to help head off possible trade friction, similar to that now faced by Japanese auto makers over exports to the United States.
+Machine tools, simply put, are machines that make the parts for other machines. They comprise a multibillion dollar market in the United States, and models range from hand-operated devices that shape and plane metal to sophisticated computer-linked systems that build robots.
+Among the half-dozen machine tool makers that have opened plants in the United States is Ikegai Iron Works, one of Japan's most advanced. Ikegai opened its first American facility, a pilot plant in Long Beach, Calif., early last year, where it shares production with the Strasmann Machinery Corporation.
+The plant now assembles five models of Ikegai's FX20 CNC machine each month, a widely used numerically controlled lathe. (Nearly 75 percent of new Japanese production incorporates numerical control devices in machine tools, which allow automation by various electronic systems.) High Quality
+Customers of Japanese machine tool products credit the manufacturers with turning out machines of high quality and reliability. One advantage they seem to have over United States competitors is that their delivery time is shorter - seven months, compared with 18 months by many United States makers, according to one estimate.
+And as Toshio Asano, president of the Ikegai American Corporation, the United States subsidiary, said: ''We have had no problems in the U.S. Sometimes the problem is that the machine is completed too quickly.''
+Roughly 40 percent of Japanese machine-tool production is shipped abroad each year, and the United States is by far the largest overseas market for Japanese products. Besides direct investment by Japanese companies, the Japanese Government hopes to prevent trade troubles by authorizing a machine tool cartel that will maintain minimum export prices for two main categories of machine tools.
+The agreement, which also applies to the European Community, is ''to avoid excessive competition in export prices of these two product lines and to avoid unfair trade, such as dumping,'' explained Ikusaburo Kashima of the Ministry of International Trade and Industry, the Government agency responsible for enforcing the cartel's provisions. Detroit a Steady Customer
+Growth in this sector has been stimulated by robust demand from the aircraft and electronics industries worldwide, and from the Japanese automobile industry, which enjoyed a record year of production and sales in 1980. Detroit auto makers, which are expected to spend up to $80 billion during the decade retooling to make smaller, fuel-efficient cars, will also remain a steady customer for machine tools.
+According to the Japan Machine Tool Builders Association, there are 350 to 400 companies that make machine tools. Only 68 of them, however, accounted for three-fourths of all production last year, said Hirotoshi Hakojima, manager of the association.
+Official Japanese Government figures show machine tool production for the first 10 months of 1980 were valued at the current equivalent of $2.7 billion, with $1.1 billion of that exported. Just under 40 percent of all exports went to the United States. Preliminary estimates for the full year indicate a value of $3.3 billion, up from 1979's previous record total of $2.4 billion.
+''We have a very good, a very manageable situation,'' said Mr. Hakojima. ''At their peak period, Japanese machine tool makers had an order backlog of two years. Last November it was still a 14-month backlog, compared with six or seven months in the U.S.'' New Orders
+The association officially estimated that new orders booked by Japanese companies last year totaled about $4 billion. In Japan about 30 percent of production goes to the auto industry, 30 percent to the general machinery industry and the rest is exported, mainly to the United States, Western Europe, South Korea and southeast Asia.
+At Ikegai's Kawasaki plant outside Tokyo, workers repeatedly test new machines to insure as much accuracy as possible in their performance. Machine-tool buyers, dressed in white lab coats, are invited to the plant to observe and participate in the testing.
+''Our customers' demands cover a wide range,'' said Akio Kira, manager of the plant, ''so our factory's target is to make the machines as accurate as possible.''
+One khaki-clad worker tested a numerically controlled lathe, monitoring on a cloudy green screen how truly it was shaving a metal rod to be used in an escalator. The screen flashed a series of red numbers that showed the machine had honed the rod to within six microns of its specifications. A micron is one millionth of a meter.
+That kind of accuracy will be essential in the newest generation of machine tools, which will be used primarily in such hightechnology fields as industrial robotics, aerospace, nuclear instrumentation and ocean exploration. Software - the programming of machines for such advanced tasks -will become increasingly important, industry experts say.
+Illustration Graph of Japanese tool exports Photo of Frank Mangano",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MACHINE+TOOLS%3A+MADE+IN+U.S.A.&title=New+York+Times&issn=03624331&date=1981-02-16&volume=&issue=&spage=D.1&au=MIKE+THARP%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 16, 1981","The agreement, which also applies to the European Community, is ''to avoid excessive competition in export prices of these two product lines and to avoid unfair trade, such as dumping,'' explained Ikusaburo Kashima of the Ministry of International Trade and Industry, the Government agency responsible for enforcing the cartel's provisions. Detroit a Steady Customer ''We have a very good, a very manageable situation,'' said Mr. Hakojima. ''At their peak period, Japanese machine tool makers had an order backlog of two years. Last November it was still a 14-month backlog, compared with six or seven months in the U.S.'' New Orders ''Our customers' demands cover a wide range,'' said Akio Kira, manager of the plant, ''so our factory's target is to make the machines as accurate as possible.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Feb 1981: D.1.",11/15/17,"New York, N.Y.",JAPAN,"MIKE THARP, Special to the New York Times",New York Times Company,,Newspapers,424055251,"United States, New York, N.Y.",English,16-Feb-81,UNITED STATES INTERNATIONAL TRADE; FOREIGN INVESTMENTS IN US; MACHINERY AND EQUIPMENT; PRODUCTION; FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+KOCH FOES JOIN TO OPPOSE BID TO 'FORECLOSE' ELECTION,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/koch-foes-join-oppose-bid-foreclose-election/docview/424066685/se-2?accountid =14586,"Political opponents of Mayor Koch -including two of his former Deputy Mayors and his 1977 campaign treasurer - protested yesterday that he was ''trying to foreclose the 1981 mayoralty election before it begins.''
+In a statement read by Arthur M. Schlesinger Jr., the historian, they charged that city services had collapsed and that the Mayor had ''polarized'' the city racially. Sitting in a room in Automation House at 49 East 68th Street, they also argued among themselves.
+Mr. Koch is a ''bully'' who ''panders'' to racial prejudice, said Kenneth B. Clark, the sociologist. Stanley Lowell, a Deputy Mayor under Robert F. Wagner, demurred. Mr. Koch, he said, shows a ''lack of sensitivity'' in racial matters.
+''He certainly has made racism fashionable,'' said Bernard Rome, former head of the Offtrack Betting Corporation and the 1977 Koch campaign treasurer. 'Wisecracks and Circuses'
+Former Representative Bella S. Abzug said the Mayor had substituted ''wisecracks and circuses'' for performance. Raymond B. Harding, the Liberal Party leader, had brought the group together to broaden the challenge to Mr. Koch, who has been seeking to win the Democratic, Republican and Conservative nominations.
+In his City Hall office later, Mayor Koch said that when an opposition candidate turned up, he would debate the opponent. ''Apparently,'' he said, ''they don't have anyone with the courage to run.''
+Theodore W. Kheel, the lawyer, said Mr. Koch was ''trying to foreclose an election, in concert with the Republican and Conservative bosses.''
+Two signers of the statement, Herman Badillo and Robert J. Milano, served under Mr. Koch as Deputy Mayors. ---- Text of Statement
+Following is the text of the statement entitled ''A Call for a Serious Mayoralty Election in 1981,'' read by Mr. Schlesinger: Mayor Koch is trying to foreclose the 1981 mayoralty election before it begins. The point of elections is to hold our leaders accountable and to debate issues, priorities and remedies. To avoid a serious contest for Mayor this November is to escape the test of accountability. For this purpose he is seeking to line up the endorsement of three parties and to shift the primary from September to June.
+We the undersigned declare our firm conviction that the salvation of New York City demands a clear and responsible choice in the 1981 mayoralty election.
+Mayor Koch claims in his budget message that ''New York City is a better place now than it was a few years ago - a better place in which to work, to raise a family, to visit and to spend leisure time.'' We think this premise is at least debatable - and that it contradicts the daily experience of all New Yorkers.
+His use of scapegoats, his resort to alibis and his manipulation of the media mask the collapse of essential services. Crime rates - murder and violent felonies - have increased. Subways and buses are approaching the point of virtual inoperability. Streets are dirtier than ever; potholes multiply and deepen. Schools are less safe and more segregated.
+Worse still, the Mayor has polarized the city. Despite his recent extraordinary statement that race relations ''have never been better,'' minority leaders in and out of politics say that they have not lived here under such a hostile administration in City Hall. No Serious Authority
+He has given nonwhites virtually no serious authority in the city administration. He can only visit minority neighborhoods under contrived circumstances.
+He retains in office an ineffective chairman of the Health and Hospitals Corporation who has gratuitously insulted a large portion of our community.
+What we do in New York matters for the whole country. Governor Carey's leadership in the financial stabilization of our town has set a national example. We do not know whom we intend to support for Mayor.
+Under Mayor Koch the business climate in central Manhattan has improved; so, perhaps, have our relations with Congress. Yet business defection, racial antagonism, crime, filth, mistrust, fear, despair continue to grow in our city, while the structures of employment, justice and civic order rot away.
+The Mayor is still in search of answers to the problems that now threaten to overwhelm him and us. Our troubles proliferate partly because the problems themselves are inherently difficult and the solutions obscure but also because City Hall's response has been more public relations than substance.
+Since none of us knows all the answers, our supreme need is for a searching and candid discussion of the questions - and a serious canvass of remedies. Such a discussion would be of inestimable service to the next Mayor, whoever he or she may be, to the city and to the nation. Debate, moreover, is the best road to agreement. To stifle debate hurts us all.
+The coming mayoralty election must be a contest, not a coronation.
+Illustration Photo of political leaders opposed to Mayor Koch's",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=KOCH+FOES+JOIN+TO+OPPOSE+BID+TO+%27FORECLOSE%27+ELECTION&title=New+York+Times&issn=03624331&date=1981-02-04&volume=&issue=&spage=B.4&au=Carroll%2C+Maurice&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 4, 1981","Mr. Koch is a ''bully'' who ''panders'' to racial prejudice, said Kenneth B. Clark, the sociologist. Stanley Lowell, a Deputy Mayor under Robert F. Wagner, demurred. Mr. Koch, he said, shows a ''lack of sensitivity'' in racial matters. ''He certainly has made racism fashionable,'' said Bernard Rome, former head of the Offtrack Betting Corporation and the 1977 Koch campaign treasurer. 'Wisecracks and Circuses' In his City Hall office later, Mayor Koch said that when an opposition candidate turned up, he would debate the opponent. ''Apparently,'' he said, ''they don't have anyone with the courage to run.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Feb 1981: B.4.",3/26/20,"New York, N.Y.",New York City New York,"Carroll, Maurice",New York Times Company,,Newspapers,424066685,"United States, New York, N.Y.",English,4-Feb-81,POLITICS AND GOVERNMENT; Elections,New York Times,NEWSPAPER,,,,,,,
+SOUND; Sound ^ Hans Fantel,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-hans-fantel/docview/423990413/se-2?accountid=14586,"TALKING objects used to exist only in fairy tales. So did objects that would obey commands, such as mountains that would open, brooms that would sweep, or tables that would serve you dinner if you said the right thing.
+This in no longer so. Thanks to recent advances in audio technology, inanimate talkers and intelligent furniture are now moving from fairyland into everyday life. For example, there is now a stereo system you can talk to. You say ''On,'' and it switches itself on. When told, it will change stations, turn the volume up or down, start a record or a tape, and do any number of other tricks except sit up and beg or roll over. It also plays music quite nicely. But in view of its other accomplishments, that would seem incidental.
+The trend toward machines that talk and listen is not confined to audio alone. Speech recognition and voice response modules can also be built into other kinds of equipment. An oven that discoursed with the cook about the condition of the roast performed to enthusiastic applause at an electronics trade show, and the mind boggles at the further possibilities of such chatty man/machine interaction. Maybe it will revive the art of conversation.
+Articulate machines, now in a stage of frenzied development both in this country and Japan, resemble human beings in that talking is easier for them than listening. To talk, the machine merely has to arrange words in its recorded memory (originally spoken by a human) in various programmed sequences. Just what the machine says under certain conditions - or in response to certain questions - is part of the program. Computer-type logic modules make sure the machine says something appropriate.
+Listening is harder. Recognizing the sound pattern of certain spoken words or phrases is itself not beyond the ken of ''intelligent'' circuits. The principle is similar to that used in sonar detection, where smart gismos can tell the difference between a dolphin and a submarine. Differences between words of any language can be electronically analyzed and identified in the same way.
+The problem for home use is that the machine should recognize the same word as the same word whether it is spoken with a Yankee twang or a Texas drawl - a task that confounds even humans. As one Japanese working in this field recently observed, ''The English language sounds not at all alike in Aberdeen, Scotland, and in Plains, Georgia.'' Plains, it seems, was the only locality in Georgia of which he was cognizant, and so far, he concedes, his gadget remains flummoxed by different voices and accents. What's more, a listening machine should respond to people who lisp and mumble, to males as well as females, and it must be able to sort out human utterances from the hodgepodge of varied background noises made by other machines that populate the modern environment.
+Because of these difficulties, the voice-command stereo system recently shown by Toshiba responds only to one voice - that of the person who programmed it in the first place. But, as any fox terrier will tell you, responding only to Its Master's Voice is quite proper for a phonograph.
+Once it has recognized such phrases as ''fast forward,'' ''volume up,'' etc., Toshiba's little robot is quite adept at carrying out instructions. It takes this gismo a mere half second to respond to an order, even though its brain - a microprocessor chip smaller than a postage stamp - has to perform thousands of operations in that time.
+The Toshiba Acoustic Remote Control System (ARCS), now in advanced prototype, may soon make its commercial debut. Its vocabulary is limited. It registers only 15 words - in any language you choose - but that's enough to cover most of the normal stereo control functions. Just about the only thing it won't do is reach into your record cabinet, pull out the record you want, dust it off and put it on. For that, you'll still have to get out of your chair.
+The question remains whether all this makes sense. Or, putting it another way, should a stereo system, like a well-trained dog, be able to obey spoken orders? Whatever the convenience so attained, there is certainly a discrepancy between ends and means. Since the circuitry needed to do all these tricks is quite expensive, the discrepancy lies between high costs and trivial benefits.
+This is not to impugn the idea of remote control as such. But it can be accomplished just as well and much more cheaply by pushing buttons. Is it, after all, so much more strenuous to push a button than to say a word?
+Pushbutton remote control is now available for several stereo systems made by Kenwood, Fisher, JVC, Bang & Olufsen, Sony, SAE, Aiwa, Akai, and others. They vary in capability, but essentially they allow the listener to adjust volume, select inputs, control tape decks and turntables and select radio stations on an FM tuner from a distance without ever having to leave his chair.
+Most of these control devices operate by sending out a coded sequence of infrared-light flashes from the hand-held control unit, which are ''seen'' and interpreted by a special control receiver. This device, in turn, is connected to the various stereo components and instructs them by means of electric pulses to carry out the coded commands.
+Components steerable from afar typically run about $200 to $300 more than equivalent sound gear without such automation. How one reacts to these enticements depends on one's priorities and agility. Sportive listeners of Spartan inclinations will probably skip such frills and put the extra money into better sound. To others, the option of remaining seated or supine may be irresistible.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUND%3B+Sound+%5E+Hans+Fantel&title=New+York+Times&issn=03624331&date=1980-09-04&volume=&issue=&spage=C.9&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 4, 1980","This in no longer so. Thanks to recent advances in audio technology, inanimate talkers and intelligent furniture are now moving from fairyland into everyday life. For example, there is now a stereo system you can talk to. You say ''On,'' and it switches itself on. When told, it will change stations, turn the volume up or down, start a record or a tape, and do any number of other tricks except sit up and beg or roll over. It also plays music quite nicely. But in view of its other accomplishments, that would seem incidental. The problem for home use is that the machine should recognize the same word as the same word whether it is spoken with a Yankee twang or a Texas drawl - a task that confounds even humans. As one Japanese working in this field recently observed, ''The English language sounds not at all alike in Aberdeen, Scotland, and in Plains, Georgia.'' Plains, it seems, was the only locality in Georgia of which he was cognizant, and so far, he concedes, his gadget remains flummoxed by different voices and accents. What's more, a listening machine should respond to people who lisp and mumble, to males as well as females, and it must be able to sort out human utterances from the hodgepodge of varied background noises made by other machines that populate the modern environment. Once it has recognized such phrases as ''fast forward,'' ''volume up,'' etc., Toshiba's little robot is quite adept at carrying out instructions. It takes this gismo a mere half second to respond to an order, even though its brain - a microprocessor chip smaller than a postage stamp - has to perform thousands of operations in that time.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Sep 1980: C.9.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423990413,"United States, New York, N.Y.",English,4-Sep-80,,New York Times,NEWSPAPER,,,,,,,
+Ford Scraps Plans for New Assembly Plant,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ford-scraps-plans-new-assembly-plant/docview/433721648/se-2?accountid=14586,"The car factory of the future is becoming a thing of the past.
+The Ford Motor Company said Thursday that it scrapped plans to build one such factory, a ''low cost'' assembly plant that it had promised to put somewhere in North America.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Ford+Scraps+Plans+for+New+Assembly+Plant&title=New+York+Times&issn=03624331&date=2007-11-16&volume=&issue=&spage=C.4&au=Bunkley%2C+Nick&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 16, 2007","''A lot of the flexibility that you would achieve in a greenfield site is pretty much available to them under the terms of the new U.A.W. contract,'' said Greg Gardner, an analyst with Harbour Consulting in Troy, Mich; ''greenfield site'' is an industry term for a new plant. Ford had promoted the plant, which it called ''a new low-cost manufacturing site for the future,'' as part of its strategy to become ''America's car company,'' as William Clay Ford Jr., then its chief executive and now executive chairman, said when he announced the company's revamping plan in January 2006. (The restructuring plan, known as the Way Forward, was expanded later that year.) Ford's vice president for labor affairs, Martin J. Mulloy, said the contract comes ''very close'' to eliminating what Ford had said was a $30-per-hour labor cost gap between itself and nonunion foreign-based competitors but does not go ''all the way'' toward doing so. The company expects to save $1.2 billion a year in cash from the deal, which shifts $23.7 billion in retiree health care liabilities to an independent trust.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Nov 2007: C.4.",11/15/17,"New York, N.Y.",,"Bunkley, Nick",New York Times Company,,Newspapers,433721648,"United States, New York, N.Y.",English,16-Nov-07,Automobile production; Factories; Feasibility studies; Automobile industry,New York Times,News,,,,,,,
+Oracle Profit Flat in First Quarter; Database Business Slowed,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/oracle-profit-flat-first-quarter-database/docview/433154694/se-2?accountid=14586,"The Oracle Corporation, the software maker, said Thursday that its first quarter profit was flat because of sluggish growth in the company's database business.
+Sales rose 25 percent, to $2.77 billion, but fell short of the company's forecast despite a spate of recent acquisitions and an increase in customers. The company reported net income of $519 million, or 10 cents a share, during the quarter, up from $509 million, also 10 cents a share, a year earlier.
+Excluding acquisition expenses and other charges, the company's earnings were 14 cents a share, an increase of 38 percent over last year's first quarter and in line with the forecast of analysts surveyed by Thomson First Call.
+Oracle released its earnings report after the close of regular trading. Shares in Oracle rose 23 cents to close at $13.52, then declined about 4 percent in after-hours trading as investors appeared to show their disappointment in the company's meager growth in databases.
+Revenue used by Wall Street analysts, which excludes certain one-time items and does not comply with generally accepted accounting principles, rose 31 percent, to $2.91 billion. That figure fell short of analysts' forecast of $2.94 billion and was below Oracle's own forecast of $2.92 billion to $2.98 billion.
+License revenue from Oracle's flagship database and middleware rose only 1 percent, to $502 million, from $492 million, with growth in the middleware unit offset by the sluggishness in databases. License revenue at Oracle's enterprise application business, which includes the business Oracle acquired through its takeover of PeopleSoft last year, increased 84 percent to $127 million.
+''This quarter delivered exceptionally strong applications performance driven by the successful integration of PeopleSoft,'' said Gregory Maffei, Oracle's chief financial officer.
+The chief executive, Lawrence J. Ellison, cautioned that the meager growth in Oracle's database business during the first quarter should not be interpreted as a sign of trouble, considering that the 20 percent growth rate the company had last year made for a tough comparison. Investors should look at the average of the quarters rather than each quarter individually.
+''It's going to be very, very difficult for us to sustain that the following year,'' he said. Mr. Ellison said the company hoped to maintain an average of 10 percent growth in its database business.
+Mr. Maffei said that some large deals it expected to close during the quarter were delayed.
+Brendan Barnicle, an analyst with Pacific Crest Securities, said that Oracle's database numbers had been strong in recent quarters, leading him to see the first quarter's sluggish growth as an anomaly. ''You got disappointing numbers there, but I do believe it's seasonality,'' he said. ''We're going to monitor it closely, but overall I've heard there's strong demand'' from customers.
+Oracle, based in Redwood City, Calif., announced last week it would pay $5.85 billion to acquire a longtime rival, Siebel Systems, its largest competitor in the market for sales automation software. Mr. Maffei told analysts the company expects the acquisition to contribute two to three cents a share in the first year. ''Based on our PeopleSoft acquisition we should be able to integrate without much disruption,'' he said.
+The acquisition of Siebel, based in San Mateo, Calif., comes less than a year after Oracle concluded a hostile takeover of PeopleSoft for $10.3 billion after a battle that had dragged on for nearly 18 months. In March, Oracle won a bidding war with a competitor SAP, the Germany software company, to acquire the Retek Corporation for $631 million. Retek, which had sales of $174.2 million last year, makes software for retail chains.
+Mr. Ellison told reporters on Wednesday that Oracle would not be making any more large acquisitions for at least a year while it completes the integration of Siebel. After that, the company's goal is to roughly double its annual revenue to $30 billion through a combination of acquisitions and organic growth, Mr. Ellison said. Oracle hopes eventually to overtake SAP as the world's largest maker of business applications software.
+Mr. Ellison provided no details about what kind of companies Oracle might acquire next, but he revealed that he was no longer interested in buying BEA Systems, a competitor in the applications business based in San Jose, Calif.
+Looking ahead, the company said it expected to post earnings of 19 cents a share in the second quarter on revenue of $3.37 billion to $3.46 billion. The earnings figure was in line with analysts' forecast, but below analysts' average revenue estimate of $3.47 billion. The company reaffirmed its earnings forecast of 78 cents to 81 cents for the full fiscal year, which ends next May.
+Photograph Lawrence Ellison, Oracle's chief, said it was difficult to sustain last year's database business growth. (Photo by Paul Sakuma/Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Oracle+Profit+Flat+in+First+Quarter%3B+Database+Business+Slowed&title=New+York+Times&issn=03624331&date=2005-09-23&volume=&issue=&spage=C.3&au=Flynn%2C+Laurie+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 23, 2005","License revenue from Oracle's flagship database and middleware rose only 1 percent, to $502 million, from $492 million, with growth in the middleware unit offset by the sluggishness in databases. License revenue at Oracle's enterprise application business, which includes the business Oracle acquired through its takeover of PeopleSoft last year, increased 84 percent to $127 million. The acquisition of Siebel, based in San Mateo, Calif., comes less than a year after Oracle concluded a hostile takeover of PeopleSoft for $10.3 billion after a battle that had dragged on for nearly 18 months. In March, Oracle won a bidding war with a competitor SAP, the Germany software company, to acquire the Retek Corporation for $631 million. Retek, which had sales of $174.2 million last year, makes software for retail chains. Mr. [Lawrence J. Ellison] told reporters on Wednesday that Oracle would not be making any more large acquisitions for at least a year while it completes the integration of Siebel. After that, the company's goal is to roughly double its annual revenue to $30 billion through a combination of acquisitions and organic growth, Mr. Ellison said. Oracle hopes eventually to overtake SAP as the world's largest maker of business applications software.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Sep 2005: C.3.",11/15/17,"New York, N.Y.",,"Flynn, Laurie J",New York Times Company,,Newspapers,433154694,"United States, New York, N.Y.",English,23-Sep-05,Company reports; Financial performance; Software industry,New York Times,News,,,,,,,
+"Muffins, Good for You? These Will Never Tell","New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/muffins-good-you-these-will-never-tell/docview/433139784/se-2?accountid=14586,"THE women think of themselves as ladies living in a monkey environment, yet they don't have much interest in primates.
+They are Lisa Coates and Robin Rarrick, both of Nyack, who are the energetic owners of Monkey Muffins, a company that sells packs of four half-ounce muffins at more than 200 stores on the East Coast, including Balducci's, Mrs. Green's Natural Markets and the Food Emporium.
+The name Monkey Muffins was inspired by Mrs. Coates's mother, who uses monkey as a term of endearment. Their logo, drawn by an artist in Nyack, is a picture of a smiling monkey that shows two front teeth, wears a baseball cap and has a long, curly tail.
+Mrs. Coates, 36, and Mrs. Rarrick, 43, founded the company in 2001, and, after perfecting their recipes for three muffin flavors and getting the required approval from the New York State Agriculture Department, sold their first muffin packs, stamped with monkey logos, at a suggested retail price of $1.29 in September 2003. The price has not changed.
+Now the company is about to take a big leap forward, evolving from a local handmade-muffin business to a fully automated baking operation with national distribution.
+''Considering that my initial vision was that we would be selling muffins to health food stores in Nyack,'' Mrs. Coates said, ''I'm amazed by what we've accomplished.''
+Their business began as a subterfuge to get their children to eat well.
+''We were always looking for sneaky ways to get vegetables into our kids,'' Mrs. Coates said. Thus, the first ingredient in each bite-size muffin is either a fruit or a vegetable: zucchini, for example, in the chocolate-chocolate chip muffins; and then there are pumpkin muffins and banana muffins. A fourth muffin flavor, apple-cinnamon, is planned for this fall.
+Mrs. Coates's children are 10 and 6 years old, and Mrs. Rarrick's 9 and 6.
+Their success with their own children led them to decide to sell the muffins to other parents of picky eaters.
+''Women come up to me and say, 'Do you know that your muffin is the only vegetable my child will eat?''' Mrs. Coates said with some pride.
+For the last two years, the women have mixed the batter, hand-piped it into trays, and baked, cooled, packaged and frozen hundreds of thousands of muffins. The muffins are shipped frozen, then thawed by the retailers.
+The women recently moved the business to the top floor of Neri's Bakery in Port Chester, where they mix 46 pounds of flour, 46 pounds of pureed zucchini, 26 pounds of pressed canola oil, 11 pounds of chocolate chips and 11 pounds of yogurt, among other ingredients, for each gigantic bowl of chocolate-chocolate chip muffin batter. (Makes 25,000 muffins.)
+They drag the bowl to a six-foot-tall Hobart mixer, then scoop the mixture into pitchers and pour it into pastry bags, which they squeeze into oven-ready plastic trays for baking.
+''It's a long process, and your hand hurts when you are done,'' Mrs. Coates said.
+Currently, Mrs. Coates said, they bake about 25,000 muffins a week. On baking days, the women hire six temporary workers to help.
+This month, they ended some of the hand work, switching to a machine that drops batter for precisely 288 little muffins each minute.
+Not only will the automation prevent arthritis, but it will also allow the women to produce far more muffins, or for the time being, slightly more than 41,000 a week, ''which is where we need to be to start making money,'' Mrs. Rarrick said.
+And their distribution will expand westward. A childhood friend of Mrs. Rarrick's opened a Monkey Muffins satellite office in Los Gatos, Calif, and the muffins will be available at a few small West Coast supermarkets and high-end grocery stores, starting next month.
+The women also sell Monkey Muffins, as well as T-shirts and pencils with their logo, on a Web site, www.monkeymuffins.com. ''People order from Oregon, Mississippi, and Idaho,'' Mrs. Coates said, although she expects the Internet sales to drop once the muffins are sold nationally.
+What sets Monkey Muffins apart are their size and their all-natural kosher ingredients, Mrs. Coates said. They have a shelf life of five to seven days, and must be refrozen if they are to be kept longer, Mrs. Rarrick said. The business has consumed both women to the point that they think of muffins in their sleep, they say.
+''If I'm not working on it, I'm thinking about it or I'm dreaming about it,'' Mrs. Rarrick said.
+Just don't call their products cupcakes.
+''I find it insulting,'' Mrs. Coates said. ''We're not a cupcake, we're a muffin.''
+Photograph Lisa Coates, far right, and Robin Rarrick have been turning out 25,000 muffins a week, by hand. A new machine will vastly increase their output. (Photographs by Susan Farley for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Muffins%2C+Good+for+You%3F+These+Will+Never+Tell&title=New+York+Times&issn=03624331&date=2005-08-14&volume=&issue=&spage=14WC.5&au=Rubenstein%2C+Carin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14WC,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 2005","They are Lisa Coates and Robin Rarrick, both of Nyack, who are the energetic owners of Monkey Muffins, a company that sells packs of four half-ounce muffins at more than 200 stores on the East Coast, including Balducci's, Mrs. Green's Natural Markets and the Food Emporium. ''We were always looking for sneaky ways to get vegetables into our kids,'' Mrs. Coates said. Thus, the first ingredient in each bite-size muffin is either a fruit or a vegetable: zucchini, for example, in the chocolate-chocolate chip muffins; and then there are pumpkin muffins and banana muffins. A fourth muffin flavor, apple-cinnamon, is planned for this fall. What sets Monkey Muffins apart are their size and their all-natural kosher ingredients, Mrs. Coates said. They have a shelf life of five to seven days, and must be refrozen if they are to be kept longer, Mrs. Rarrick said. The business has consumed both women to the point that they think of muffins in their sleep, they say.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 2005: 5.",11/15/17,"New York, N.Y.",,"Rubenstein, Carin",New York Times Company,,Newspapers,433139784,"United States, New York, N.Y.",English,14-Aug-05,,New York Times,NEWSPAPER,,,,,,,
+Take Along the Music In All Its Many Formats:   [Question ],"New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/take-along-music-all-many-formats/docview/432867671/se-2?accountid=14586,"Q. Are there digital audio players that support not only MP3, WAV and Apple Lossless file formats, but also SHN and FLAC files?
+A. Digital audio file formats abound on the Internet, and two types that are becoming more common as a result of legal online sharing of concert recordings are Shorten, or SHN, and Free Lossless Audio Codec, FLAC. While you can usually find a software program to play the files on your desktop computer, finding a portable audio player that can understand some of the lesser-known formats can still be a bit of a challenge.
+Both SHN and FLAC are lossless formats, meaning that they do not discard audio data while reducing a file's size, as do so-called lossy compression formats like MP3. Sites like the Live Music Archive (www.archive.org/audio/etree.php, where there are more than 16,000 live concerts available to download) tend to use lossless formats to preserve as much of the original sound as possible.
+The Apple Lossless format was created by Apple for use on the iPod only, which can also play MP3, WAV, AIFF and AAC files. Although it cannot play Windows Media Audio (WMA) files itself, Apple's iTunes program can convert unprotected WMA files to AAC.
+At least one player, the 20-gigabyte Rio Karma, plays FLAC files as well as MP3, WMA and files in the open-source format Ogg Vorbis.
+If you are not particular about the sound quality of a file and simply want to be able to play it on your portable device, you may want to consider getting a program to convert files from incompatible formats.
+The dbPowerAmp Music Converter for Windows and Linux can convert a number of formats and has a clearly written guide to working with digital audio at www.dbpoweramp.com. Information about using different audio formats with Windows, Macintosh and Linux systems can also be found at www.etree.org.
+Q. How can I turn off the Microsoft Error Reporting message that appears in Windows XP whenever a program crashes?
+A. Both Windows XP Home and Windows XP Professional Edition have an error-reporting feature that can send a small bit of anonymous information over the Internet to Microsoft whenever a program crashes. Apple Computer has a similar feature for its Mac OS X.
+The feature is supposed to help the company fix problems with Windows and its programs by providing crash-specific details. The latest version can even provide troubleshooting steps for known problems.
+The error-reporting feature is turned on by default in Windows, but you can disable it if you find the messages annoying. Go to the Start menu and right-click on the My Computer icon. Select Properties, click on the Advanced tab and click on Error Reporting.
+Click on ''Disable error reporting'' to turn off the message. You can choose to have Windows notify you of system errors without prompting you to send a report by checking the box next to ''But notify me when critical errors occur.''
+You can also choose to have Windows prompt you to report errors when Windows itself crashes. Click on ''Enable error reporting'' and check the box next to ''Windows operating system.'' Click on the Choose Programs button to select other programs for which you would like to send error reports to Microsoft. Then click on O.K.
+Q. How does ZigBee, the new wireless standard, differ from Wi-Fi?
+A. Wireless Fidelity technology, which includes the 802.11a, 802.11b and 802.11g standards, has become common over the past few years for home and office wireless computer networks. But while Wi-Fi was designed for linking computers and home entertainment devices like a wireless media center, ZigBee technology's focus is remote control and home automation tasks.
+With ZigBee (www.zigbee.org), home and business owners can set up inexpensive wireless networks to control security systems, smoke alarms, heating systems and sprinklers. J.D. BIERSDORFER",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Take+Along+the+Music+In+All+Its+Many+Formats%3A+%5BQuestion%5D&title=New+York+Times&issn=03624331&date=2004-09-16&volume=&issue=&spage=G.4&au=J.D.+Biersdorfer&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 16, 2004","A. Digital audio file formats abound on the Internet, and two types that are becoming more common as a result of legal online sharing of concert recordings are Shorten, or SHN, and Free Lossless Audio Codec, FLAC. While you can usually find a software program to play the files on your desktop computer, finding a portable audio player that can understand some of the lesser-known formats can still be a bit of a challenge. Both SHN and FLAC are lossless formats, meaning that they do not discard audio data while reducing a file's size, as do so-called lossy compression formats like MP3. Sites like the Live Music Archive (www.archive.org/audio/etree.php, where there are more than 16,000 live concerts available to download) tend to use lossless formats to preserve as much of the original sound as possible. The Apple Lossless format was created by Apple for use on the iPod only, which can also play MP3, WAV, AIFF and AAC files. Although it cannot play Windows Media Audio (WMA) files itself, Apple's iTunes program can convert unprotected WMA files to AAC.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Sep 2004: 4.",11/15/17,"New York, N.Y.",,J.D. Biersdorfer,New York Times Company,,Newspapers,432867671,"United States, New York, N.Y.",English,16-Sep-04,,New York Times,Question,,,,,,,
+ABB Proposes a Settlement For All Asbestos Lawsuits,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/abb-proposes-settlement-all-asbestos-lawsuits/docview/432254699/se-2?accountid=14586,"Seeking to put behind it the swelling asbestos-liability problems that have pummeled its stock price, the Swiss heavy-machinery maker ABB said today that it was negotiating with claimants over a settlement that would pay them up to $1.1 billion.
+Most of the money would come from an American subsidiary, Combustion Engineering, which would file a prepackaged Chapter 11 bankruptcy reorganization plan that has been approved by most creditors in advance.
+ABB sold the operations of Combustion Engineering in 2000 but retained liability for the asbestos that the unit used in boiler-building long before ABB bought it in 1990.
+All of Combustion Engineering's remaining assets, which are estimated to be about $812 million, would be used to pay the 111,000 claims pending and any future claims; so would a contribution of up to about $300 million from the parent company.
+Lawyers for ABB said that a provision of United States bankruptcy law known as Section 524-G would immunize ABB from any further liability in the cases.
+If the plan succeeds, it would be a first step back toward financial health for a company that has many more problems than just asbestos. The core businesses of ABB -- building and equipping operations like factories, refineries and power plants -- have suffered in the global economic slowdown.
+ABB has heavy debts, and has been embarrassed by revelations about hugely generous retirement payments to former top executives. Once hailed as Europe's answer to General Electric, ABB has had to sell assets this year to raise cash, and its stock price has fallen by 96 percent since January 2001.
+Peter Voser, ABB's chief financial officer, said today that because the prepackaged Chapter 11 filing would need approval from at least 75 percent of the asbestos plaintiffs, it ''can therefore provide a relatively swift reorganization, potentially reducing costs and consequently generating more money for the settlements.''
+The total payout of about $1.1 billion is toward the low end of analysts' expectations about what it would cost to rid ABB of its asbestos problems.
+Before the settlement proposal was announced this evening in Switzerland, the credit-rating agency Moody's Investors Service downgraded ABB's $8.4 billion in bond debt to Ba2, two notches below investment grade.
+Moody's said putting Combustion Engineering into Chapter 11 carried ''significant uncertainties and execution risk.''
+''There is still considerable uncertainty as to the ability of ABB to obtain a settlement and at what cost,'' the agency said in a statement.
+''In a scenario where a settlement would not be reached, ABB is likely to face attempts to pierce its corporate veil with execution into the group's U.S. and perhaps international assets,'' the agency said.
+But David M. Bernick of Kirkland & Ellis, the Chicago law firm representing ABB in the asbestos litigation, said in a telephone interview that the parent company would be safe from such claims.
+''The only company with asbestos liabilities is C.E.,'' not the parent, Mr. Bernick said. ''This arrangement gives all assets of Combustion Engineering plus some more. The additional $300 million would provide the company with total closure.''
+From 1990 to the end of 2001, Combustion Engineering settled a total of 204,326 asbestos cases, paying a total of $865 million. Some of the cases were settled with no payment.
+More claims keep coming in: the total outstanding rose by 5 percent in the third quarter of 2002. Last month, ABB said that the cost of settling them all on the kinds of terms it had been following so far would probably exceed Combustion Engineering's remaining assets.
+Mr. Bernick said that he was in talks with lawyers representing more than 75 percent of the asbestos claimants -- mainly people who installed, repaired or worked around Combustion Engineering boilers but were not employees of the company, who would be covered by workers' compensation.
+He said he expected to secure an agreement with them by the end of the year.
+Mr. Voser estimated that it would take four to six months to complete the prepackaged Chapter 11 filing.
+ABB reported last week that it had lost $183 million in the third quarter, and that new orders had fallen 13 percent from the comparable period a year earlier.
+Its new chief executive, Jurgen Dormann, is trying to turn its fortunes around with a restructuring plan that would eliminate thousands of jobs, reduce costs by $800 million and reshuffle the company into two main businesses -- power systems and industrial automation.
+The oil, gas and petrochemical services businesses of ABB would be sold.
+Photograph ABB, based in Zurich, reported last week that it had lost $183 million in the third quarter and that it had started a revamping plan that includes eliminating thousands of jobs and reducing costs by $800 million. (Bloomberg News)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABB+Proposes+a+Settlement+For+All+Asbestos+Lawsuits&title=New+York+Times&issn=03624331&date=2002-11-02&volume=&issue=&spage=C.2&au=Langley%2C+Alison&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 2, 2002","ABB sold the operations of Combustion Engineering in 2000 but retained liability for the asbestos that the unit used in boiler-building long before ABB bought it in 1990. Lawyers for ABB said that a provision of United States bankruptcy law known as Section 524-G would immunize ABB from any further liability in the cases. ABB has heavy debts, and has been embarrassed by revelations about hugely generous retirement payments to former top executives. Once hailed as Europe's answer to General Electric, ABB has had to sell assets this year to raise cash, and its stock price has fallen by 96 percent since January 2001.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Nov 2002: C.2.",11/15/17,"New York, N.Y.",,"Langley, Alison",New York Times Company,,Newspapers,432254699,"United States, New York, N.Y.",English,2-Nov-02,Settlements & damages; Asbestos; Bankruptcy reorganization; Layoffs,New York Times,News,,,,,,,
+Picket Lines Swell and Telephone Disruptions Spread in Strike,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/picket-lines-swell-telephone-disruptions-spread/docview/431533397/se-2?accountid=14586,"A strike by more than 86,000 workers of the nation's biggest telecommunications employer intensified yesterday as problems with local consumer telephone service -- some of it a result of vandalism -- began to spread and picket lines swelled in a 13-state region stretching from Maine to Virginia.
+Chances of a quick resolution to the strike, which began on Sunday, appeared to grow more distant as negotiators hit a snag on several issues, according to people close to the negotiations taking place at the L'Enfant Plaza Hotel in Washington.
+Members of the Communications Workers of America and the International Brotherhood of Electrical Workers are striking against Verizon Communications, the company which was formed by the recent merger of Bell Atlantic and GTE Communications.
+On the walkout's second day, about 14,500 union members were picketing outside 550 telephone company buildings in the region. That was more than than five times the number of workers walking picket lines on Sunday.
+While business customers appeared to be relatively unaffected by the strike yesterday, residential service in scattered parts of New York and other Eastern cities was knocked out by incidents of vandalism, which police officials said might have been strike related. In New York alone, the police department reported more than 70 such incidents.
+Emergency services continued to function normally, along with other parts of Verizon's network that are automated. But delays in repairs and installations seemed inevitable even as Verizon (pronounced va-RISE-en) dispatched some 30,000 managers to fill in for striking employees. Workers remain on the job at the company's nonunion Verizon Wireless unit, the nation's largest cellular telephone company.
+Strikers seemed determined to stay on the picket lines as negotiators in Washington continued discussing a range of issues that include forced overtime and the loss of jobs from mergers. One issue, extending union representation to workers in the company's fast-growing wireless and Internet access businesses, could potentially alter organized labor's role in high-tech industries that are fueling the economy's expansion.
+''We're going to be here till we get what we want,'' Ella Simmons, a striking telephone operator, said as she picketed outside a call center in Washington yesterday.
+The C.W.A., which represents 72,000 of the striking employees, said that the biggest gap between labor and management involved the union's effort to limit the number of jobs that can be shifted from one region to another as a result of Bell Atlantic's takeover of GTE.
+''My family doesn't want to get uprooted any more than yours does, but this company doesn't care about that possibility,'' said Richard Leath, 50, who works as a line splicer for Verizon in Brooklyn.
+Verizon has amended an earlier proposal that had called for 6 percent of its work force to potentially be forced to move or lose their jobs as a result of the Bell Atlantic-GTE merger. The latest offer from the company would set that figure at 4 percent.
+But the union is seeking a figure closer to the half of a percentage point it was guaranteed after Bell Atlantic acquired Nynex in 1997.
+Among other issues, the two sides have yet to reach an agreement over how to make it easier for the union to organize workers at Verizon Wireless, which has 32,000 employees and is seen as the fast-growing part of the company and the area where the best jobs may be found in the future.
+The union filed a complaint last month with the National Labor Relations Board over an incident the C.W.A. contends took place at a Verizon Wireless call center in Woburn, Mass.
+According to the complaint, management representatives, in what would be a violation of the law, told employees they could not distribute union literature or discuss unionization anywhere on the premises of the center, which has about 300 employees.
+The National Labor Relations Board is reviewing the complaint, a process that could take months or even years. ''I'd be very surprised to find out we acted illegally'' said Eric Rabe, a spokesman for Verizon.
+Efforts to organize Verizon's wireless division are being closely watched elsewhere, because so far the nation's wireless industry has had few union workers.
+As negotiators continued with talks that were expected to last late into the evening, the relative lack of network disruptions reflects the high degree of automation in modern telecommunications networks.
+More than 98 percent of the calls that the 25 million business and residential customers in the strike region place on the Verizon network take place with no human assistance.
+Any disruptions yesterday were ''nothing big, nothing more than normal,'' said Rob Wilson, a spokesman for the Massachusetts Department of Telecommunications and Energy, the state's utilities regulator, which fields complaints about telephone service from consumers.
+Photograph Communications Workers of America members picketed at Verizon headquarters in New York yesterday. Picket lines went up against Verizon in a 13-state region stretching from Maine to Virginia. (Frances Roberts for The New York Times)(pg. C9)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Picket+Lines+Swell+and+Telephone+Disruptions+Spread+in+Strike&title=New+York+Times&issn=03624331&date=2000-08-08&volume=&issue=&spage=C.1&au=Romero%2C+Simon&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 8, 2000","Emergency services continued to function normally, along with other parts of Verizon's network that are automated. But delays in repairs and installations seemed inevitable even as Verizon (pronounced va-RISE-en) dispatched some 30,000 managers to fill in for striking employees. Workers remain on the job at the company's nonunion Verizon Wireless unit, the nation's largest cellular telephone company. Verizon has amended an earlier proposal that had called for 6 percent of its work force to potentially be forced to move or lose their jobs as a result of the Bell Atlantic-GTE merger. The latest offer from the company would set that figure at 4 percent. Communications Workers of America members picketed at Verizon headquarters in New York yesterday. Picket lines went up against Verizon in a 13-state region stretching from Maine to Virginia. (Frances Roberts for The New York Times)(pg. C9)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Aug 2000: C.1.",11/15/17,"New York, N.Y.",United States US,"Romero, Simon",New York Times Company,,Newspapers,431533397,"United States, New York, N.Y.",English,8-Aug-00,Strikes; Telecommunications industry,New York Times,News,,,,,,,
+E-Mail Becomes Snail Mail,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/e-mail-becomes-snail/docview/431172708/se-2?accountid=14586,"COMPATIBILITY. That's a big word in computers, especially to novices who forever find themselves, hexagonal peg in hand, steam emanating from ears, staring at an octagonal hole, and who, in having the effrontery to think they can download with the big boys and girls, continually get messages like ''You just made a type x2z46tf error, you numskull!''
+Well, here's the ultimate compatibility challenge: How do you, pardon the expression, interface with someone who doesn't even have a computer? Now that you have forgotten what envelopes look like, how do you communicate with those lost souls who don't ''do'' E-mail?
+Yes, you could just delete them, scornfully, from your electronic pocket organizer. But you might retain a soft spot for them. They might be, say, your parents.
+Now, short of doing something truly desperate like putting a letter in an envelope, there's a way. Go to Letterpost.com, type a letter (don't get nervous; it seems just like E-mail), and the kind folks at the other end will print it out, put it in an envelope and plop it in a mailbox. Simple.
+The idea was dreamed up by Donal O'Mahony, a computer scientist on sabbatical from Trinity College in Dublin who is now a visiting scholar at Stanford University.
+''I came over here and was exposed to the whole Silicon Valley thing, with 75 to 80 percent of people with Internet access,'' Dr. O'Mahony said. ''In other parts of the U.S. and in lots of European and Asian countries, this would be more like 20 percent. A substantial number of people, like my parents' generation, will never get E-mail.''
+His solution was Letterpost, which he developed with Patrick Hung, a Stanford doctoral candidate. Their project is a finalist in the Stanford Entrepreneur's Challenge (www.stanford.edu/group/bases /challenge99), a contest for developing business ideas and building new ventures. (The winner is to be announced today.)
+Letterpost (www.letterpost.com) was born in February and was redesigned a few weeks ago with an eye to greater glory. As at any self-respecting Internet start-up, though, red ink is a given, at least for now.
+Here is how it works: first you buy, on line, a $9.99 ''stamp token,'' good for 10 letters. (To charge a credit card anything less, the site says, would be unworkable. Dr. O'Mahony should know: he is co-author of a book called ''Electronic Payment Systems.'') To send a letter, you type in your ''stamp code'' and the recipient's address.
+Verbosity won't do; the letter must fit in a box that holds no more than a typed page.
+What about privacy? The site does say, ''We do not read the contents of your letter,'' but you might want to keep intimate secrets off line.
+When you finish, click on Post It and the letter is sent, depending on destination, to either San Francisco or Dublin, where it is printed and mailed. Dr. O'Mahony, 38, has a vision of ''handling millions of letters per year at multiple centers around the world.''
+The business is low-tech now, with envelopes stuffed by hand. But automation is part of the grand plan..
+Is the service just for those too technologically absorbed to put paper to envelope? Not at all. ''For expatriates, or those who mail abroad frequently,'' Dr. O'Mahony noted, ''there is an additional problem in that international mail either costs an arm and a leg or it takes forever. We get it into the destination postal system the next day.''
+Dr. O'Mahony said he had no true rivals. ''At least three sites are offering free letters to India,'' he said. Aside from that, he said, he knows of none with the same ''global reach.''
+So now that you never have to lick a stamp again -- except, perhaps, to pay bills -- are you totally off the hook? No. You still have to call your parents now and then.
+Photograph A new Internet service allows users to create letters online and send them as ''snail mail,'' sorted by postal workers like Jay Spatarella in Manhattan. (John Sotomayor/The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=E-Mail+Becomes+Snail+Mail&title=New+York+Times&issn=03624331&date=1999-05-27&volume=&issue=&spage=G.8&au=Herring%2C+Hubert+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05560588&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 27, 1999","COMPATIBILITY. That's a big word in computers, especially to novices who forever find themselves, hexagonal peg in hand, steam emanating from ears, staring at an octagonal hole, and who, in having the effrontery to think they can download with the big boys and girls, continually get messages like ''You just made a type x2z46tf error, you numskull!'' Now, short of doing something truly desperate like putting a letter in an envelope, there's a way. Go to Letterpost.com, type a letter (don't get nervous; it seems just like E-mail), and the kind folks at the other end will print it out, put it in an envelope and plop it in a mailbox. Simple. ''I came over here and was exposed to the whole Silicon Valley thing, with 75 to 80 percent of people with Internet access,'' Dr. O'Mahony said. ''In other parts of the U.S. and in lots of European and Asian countries, this would be more like 20 percent. A substantial number of people, like my parents' generation, will never get E-mail.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 May 1999: 8.",11/15/17,"New York, N.Y.",,"Herring, Hubert B",New York Times Company,,Newspapers,431172708,"United States, New York, N.Y.",English,27-May-99,Letters; Web sites; Electronic mail systems; Postal & delivery services,New York Times,News,,,,,,,
+Patients Got Blood That Failed Tests,"New York Times, Late Edition (East Coast); New York, N.Y.",1999,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/patients-got-blood-that-failed-tests/docview/431147082/se-2?accountid=14586,"A breach in the blood safety procedures at Memorial Sloan-Kettering Cancer Center last December resulted in three patients' receiving blood that had twice tested positive for hepatitis C and should have been discarded, hospital officials said. The hospital fired two blood bank technicians on Jan. 11 and disciplined a supervisor.
+A subsequent hospital investigation found that the blood, which was given to the patients on Dec. 19, was not tainted, a hospital spokeswoman said. But the blood was used in the transfusions before further tests ultimately revealed it was negative for hepatitis C. On Tuesday, inspectors for the Food and Drug Administration, the Federal agency that oversees blood safety, arrived unannounced at the blood bank and began an inspection because of the lapse.
+The error occurred six weeks after the hospital introduced a new system for testing blood. A senior technician was training a junior technician in the new system as they read test results and entered them into the computer. In the process, they overlooked blood from one donor that had twice tested positive for hepatitis C. They entered the results as negative, and the blood was released for transfusion. A supervisor overseeing their work also missed the error.
+After the mistake was spotted on Jan. 4, the donor underwent repeated tests with inconclusive results. On Feb. 22, his blood ultimately proved negative for the disease, which can be fatal.
+Release of blood that fails two rounds of tests is extremely rare in the controlled and increasingly automated system of blood testing and distribution. The F.D.A. would not comment on its findings or potential action, an agency spokesman said.
+A Sloan-Kettering spokeswoman, Avice Meehan, said that even though the patients were unharmed, they would be notified of the incident and offered follow-up testing in three months. ''This is an error that we take extremely seriously,'' she said. ''We require a level of excellence and attention to detail by all our staff. It's why we had a triple check, and when we discovered that the triple check didn't work, we took the steps we did.''
+In response to the recent error, she said, all blood bank personnel were briefed again on procedures.
+The dismissed technicians said, however, that they had complained to managers that the blood bank's new testing system was unsafe because it required them to reformat test results and enter data manually into a computer. They also said it was dangerous to learn a new system while testing blood for patients.
+After being dismissed on Jan. 11, the senior technician, Catherine Dougherty Marples, who had 19 years' experience, wrote a grievance letter to hospital officials that said, ''the procedure for transcribing donor test results is intrinsically flawed, extremely dangerous and needs immediate revision.''
+But Ms. Meehan said that the staff members involved were licensed blood technicians accustomed to complex work and that their training was simply to ''familiarize or acclimate'' them to a minimally different system. Nonetheless, she said, ''Each person was paired with a lead technologist so they did nothing alone and nothing unsupervised.''
+Such errors are rare. In 1997, testing and clerical errors led to the release of only 15 units of blood that were hepatitis C positive, out of 12 million units donated nationwide, according to a study by Dr. Michael Busch, vice president for research services at Blood Centers of the Pacific in San Francisco, and financed by the National Heart, Lung and Blood Institute.
+''During the past decade, there has been a strong move to centralized testing and the use of highly automated equipment directly linked to computers,'' said Dr. Jeffrey McCullough, editor of Transfusion, an international journal on blood transfusion. ''This process has virtually eliminated testing and human error, including clerical mistakes.''.
+The error is not the first problem at the Sloan-Kettering blood bank. In 1997, after a six-week inspection, the F.D.A. issued a warning noting five violations, particularly a failure to maintain complete and accurate testing records. The hospital responded with a detailed correction plan.
+Until last October, Sloan-Kettering tested its own blood. On Oct. 26, the hospital began sending samples of donated blood to a centralized American Red Cross laboratory in Philadelphia, which performs the tests and sends the hospital the results by fax.
+The new system heightened the potential for error, the dismissed technicians said, because they had to reformat the Red Cross results before entering them manually into Sloan-Kettering's computer.
+''Before, the information in front of our eyes was exactly what was on the computer, but now, nothing coincides,'' said the junior technician who was dismissed, who spoke on the condition of anonymity.
+Ms. Meehan said that while full automation is a goal at Sloan-Kettering, the new system is not ''causing chaos for anyone in the blood bank.''
+''Our systems at present don't wholly interface,'' Ms. Meehan said. ''We do rely on a paper record for them, but the essence of blood bank work, whether the process is automated or not, is attention to detail.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Patients+Got+Blood+That+Failed+Tests&title=New+York+Times&issn=03624331&date=1999-03-06&volume=&issue=&spage=B.3&au=Finkelstein%2C+Katherine+e&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05448244&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 6, 1999","A breach in the blood safety procedures at Memorial Sloan-Kettering Cancer Center last December resulted in three patients' receiving blood that had twice tested positive for hepatitis C and should have been discarded, hospital officials said. The hospital fired two blood bank technicians on Jan. 11 and disciplined a supervisor. A subsequent hospital investigation found that the blood, which was given to the patients on Dec. 19, was not tainted, a hospital spokeswoman said. But the blood was used in the transfusions before further tests ultimately revealed it was negative for hepatitis C. On Tuesday, inspectors for the Food and Drug Administration, the Federal agency that oversees blood safety, arrived unannounced at the blood bank and began an inspection because of the lapse. The error occurred six weeks after the hospital introduced a new system for testing blood. A senior technician was training a junior technician in the new system as they read test results and entered them into the computer. In the process, they overlooked blood from one donor that had twice tested positive for hepatitis C. They entered the results as negative, and the blood was released for transfusion. A supervisor overseeing their work also missed the error.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Mar 1999: 3.",11/15/17,"New York, N.Y.",New York City New York,"Finkelstein, Katherine e",New York Times Company,,Newspapers,431147082,"United States, New York, N.Y.",English,6-Mar-99,Medical screening; Hepatitis; Blood transfusions; Human error; Firings; Hospitals,New York Times,News,,,,,,,
+Union Says Air Control System Will Be Unsafe,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/union-says-air-control-system-will-be-unsafe/docview/430969554/se-2?accountid=14586,"A billion-dollar air traffic control system that is scheduled to start service next spring will jeopardize air safety, the union representing the technicians who will maintain it says, because it lacks alarms and monitoring systems to give warning when it is beginning to fail.
+In addition, the Federal Aviation Administration is not sure that the new software, which will not enter service until 1999 at the earliest, will function properly after the calendar rolls over to 2000.
+The union, the Professional Airways Systems Specialists, is seeking a delay in the phase-in, which is scheduled to begin in March 1999 at Washington National Airport.
+The electronics technicians say that if a processing glitch makes the air traffic system briefly lose track of an airplane in flight, the equipment currently in use will sound a shrill alarm and flash lights indicating the source of the problem. In the new system, if a controller were not watching that blip at that moment, the failure could go undetected until a problem became ''catastrophic,'' which would mean an accident or a computer collapse, the union says.
+Officials at the aviation agency belatedly agree that a better alarm system would be desirable, but they say it is important to put new equipment in the field because the existing technology is falling apart. The new equipment can be deployed safely as it is now designed at the terminal radar approach control, or tracon, for Washington, the officials say. Installations at New York and Dallas/Fort Worth may follow.
+Because those three regions are among the nation's busiest tracons, they are poor places to try out a new system, said the president of the union, Mike Fanfalone. ''Pocatello, Idaho, where there is not much traffic, doesn't deserve this system either,'' he said in an interview today.
+But the acting deputy administrator of the F.A.A., Monte R. Belger, said that the new equipment, called the Standard Terminal Automation Replacement System, or Stars, which will eventually go into about 250 tracons, would be ''safe and efficient.'' The F.A.A. will continue negotiations with the technicians, Mr. Belger said, but not all the problems they have raised will be addressed by March.
+A consultant, John J. Fearnsides, who was brought in at the urging of Congress last fall to help mediate technology issues involving the unions and the agency, said that he hoped for a reconciliation before March but that ''there clearly will be a problem if the maintenance people don't feel it's a safe system.''
+Mr. Fearnsides said the F.A.A. had a difficult history in consulting with its employees. A huge software modernization project collapsed early in the 90's, wasting about $1 billion, partly because controllers were invited into the development process but had difficulty agreeing on what they wanted, he said.
+''Mike Fanfalone is a reasonable fellow, and I think he felt driven to this,'' said Mr. Fearnsides, referring to the technicians' union president.
+At the National Air Traffic Controllers Association, the president, Michael P. McNally, said that if the technicians and their union could not be convinced that the system was safe, then it could not legally be put into service. The controllers had also sought to delay the new system until they negotiated a schedule of improvements with the F.A.A.
+Mr. Fearnsides said he was trying to help the F.A.A. and the union craft a system for consulting each other in a timely manner in developing new software because much of the existing equipment was more than 25 years old and difficult to maintain. Mr. Fanfalone said the F.A.A. wanted to have Stars in service before it went back to Capitol Hill for budget hearings next spring.
+Even before next March, the Air Force plans to put Stars to use at Eglin Air Force Base, in the Florida Panhandle. Neil R. Planzer, the Air Force liaison to the F.A.A., said testing would start this summer. The Air Force will rely on the F.A.A. to certify that the hardware and software are safe, he said.
+The version of Stars going into Washington will involve replacing the controllers' screens and some other equipment but continuing to use old computers to process data; when more software has been written, those computers will also be replaced.
+Another problem, though, is that Stars has not been tested for the year 2000 bug, a problem prevalent in old computers in which years are recorded in two digits only and assumed to be preceded by the digits 19. The F.A.A. is trying to identify computers with such problems and has already found several glitches that might shut down parts of the air traffic control system if left uncorrected.
+The manufacturer of Stars, Raytheon, has told the F.A.A. that the system has no ''Y2K problem,'' as it is known in the industry, but that proving so will require tests costing $2.6 million. F.A.A. officials say that when they placed the order two and a half years ago, they neglected to specify that the system had to work properly in 2000.
+The F.A.A. has told Raytheon to spend up to $500,000 to design a test program.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Union+Says+Air+Control+System+Will+Be+Unsafe&title=New+York+Times&issn=03624331&date=1998-05-23&volume=&issue=&spage=A.8&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05062907&rft_id=info:doi/,A,,3624331,"Copyright New York Times Company May 23, 1998","A billion-dollar air traffic control system that is scheduled to start service next spring will jeopardize air safety, the union representing the technicians who will maintain it says, because it lacks alarms and monitoring systems to give warning when it is beginning to fail. The electronics technicians say that if a processing glitch makes the air traffic system briefly lose track of an airplane in flight, the equipment currently in use will sound a shrill alarm and flash lights indicating the source of the problem. In the new system, if a controller were not watching that blip at that moment, the failure could go undetected until a problem became ''catastrophic,'' which would mean an accident or a computer collapse, the union says. Officials at the aviation agency belatedly agree that a better alarm system would be desirable, but they say it is important to put new equipment in the field because the existing technology is falling apart. The new equipment can be deployed safely as it is now designed at the terminal radar approach control, or tracon, for Washington, the officials say. Installations at New York and Dallas/Fort Worth may follow.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 May 1998: 8.",11/15/17,"New York, N.Y.",Washington DC,"Wald, Matthew L",New York Times Company,,Newspapers,430969554,"United States, New York, N.Y.",English,23-May-98,Air traffic control; Safety; Software,New York Times,News,,,,,,,
+Voters Are Seeing a 3-in-1 Campaign,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/voters-are-seeing-3-1-campaign/docview/430657722/se-2?accountid=14586,"Vice President Al Gore campaigned today in his home state of Tennessee for the ninth time this year, another dutiful call to help reverse the Democratic fortunes of 1994, when the party lost both Senate seats, two House seats and the governor's office to Republicans.
+But even as Mr. Gore makes his pitch here for Democrats hoping to go to Congress, the stakes are even higher for him than the local candidates. If he has serious ambitions for the Presidency, he must prove his political mettle in his home state, and his appearances here and, indeed, across the nation, are giving him the opportunity to nurture his own relationship with voters, as they measure him for the role of President in four years.
+Speaking at a small aerospace manufacturing plant in Tullahoma to highlight the need for continued jobs creation and investment in technology, Mr. Gore was joined by two local candidates: Mark Stewart, a lawyer who is challenging Representative Van Hilleary, a Republican freshman from the Fourth Congressional District in the southernmost part of the state, and Houston Gordon, who is opposing Senator Fred Thompson.
+On Mr. Gore's last trip to Tennessee, 10 days ago in Oak Ridge, he appeared with Mr. Gordon and Chuck Jolly, the Democrat who is challenging another freshman Republican in Congress, Zach Wamp, in the Third District, which includes Chattanooga.
+Any appearance Mr. Gore makes in these countdown weeks until the election is helpful in generating support for President Clinton and local Democratic office seekers, especially in a border state like Tennessee. As a native son, the Vice President is being heavily counted on to help win Tennessee's 11 electoral votes for the Clinton-Gore ticket.
+But almost everywhere Mr. Gore has campaigned since the Democratic convention last month, supporters bark out, ''12 more years,'' and ''Gore in 2000.'' Here, Larry Graviss, an engineering consultant from Winchester, Tenn., responded, ''absolutely,'' when asked if he viewed Mr. Gore as a Presidential candidate for 2000 as well as a Vice-Presidential candidate this year.
+Mr. Gore, 48, routinely dismisses such long-range visions, insisting that he is taking one campaign at a time, as he said in an interview last week: ''I'm really doing my dead-level best to focus completely and totally on the 1996 election.''
+Nonetheless, voters have begun looking at Mr. Gore as a potential leader, and many of them are impressed with his role as the Administration's point man on issues like education, the environment, technology and Government reform. He also played a major role in pushing for passage of legislation to raise the minimum wage and for changes in welfare, although he favors adjustments in the law that would ease the impact on poor children.
+In some campaign appearances, Mr. Gore introduces local people to the crowd, congratulates them for some personal triumph, and then places their success in the context of how a Clinton Administration policy was helpful and a proposal by Mr. Clinton's Republican challenger, Bob Dole, would have made matters worse. It has been an effective device that enables him to draw support for Clinton Administration programs that would presumably expand in a Gore Administration.
+Listening to Mr. Gore last week in a Philadelphia neighborhood recently improved through the Administration's program of urban empowerment zones in which which businesses get tax breaks for investing, the Rev. Henry T. Wells said he appreciated the Vice President's efforts on behalf of inner-city communities, adding: ''Usually, a Vice President is laid back and you don't know who he is. Gore's the only one who ever did any work.''
+Jan Veinot, a business director at the Southern Maine Technical College in South Portland, Me., where Mr. Gore led an education round-table last week, said: ''He does a good job of speaking as a supporter of Clinton, and that's the best way to get where he's going, show support for the President now until his time comes.''
+Standing here with 150 aerospace workers and executives, Robert M. Pap, president of the Accurate Automation Corporation in Chattanooga, said: ''He can move the country forward, especially in aviation, science, technology and the environment.''
+Some voters said Mr. Gore's lack of controversy, compared with the steady stream of problems that have shadowed Mr. Clinton, not only added to the Vice President's appeal, but also helped the ticket in 1996 by smoothing out any of Mr. Clinton's perceived rough edges.
+''He softens the image'' of Mr. Clinton, said Lorie Carroll, a nurse in Scranton, Pa., who had listened to Mr. Gore speak there at the Lackawanna Junior College.
+One of the latest popularity polls in Tennessee, taken in late July, showed Mr. Clinton leading Mr. Dole by about 10 percentage points.
+Mr. Stewart, Mr. Jolly and Mr. Gordon are all trailing, but some people in the crowd said that Mr. Gore could make a difference. ''A Republican tidal wave came in last time,'' Coy Noblitt, the Mayor of nearby Manchester, said after listing to Mr. Gore speak. ''I hope it has eased out, and I believe it has.''
+Photograph In his ninth campaign appearance in his home state this year in an effort to reverse the Democratic losses there in 1994, Vice President Al Gore greeted workers yesterday at an aerospace plant in Tullahoma. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Voters+Are+Seeing+a+3-in-1+Campaign&title=New+York+Times&issn=03624331&date=1996-09-17&volume=&issue=&spage=A.19&au=Janofsky%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04225716&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 17, 1996","Vice President Al Gore campaigned on Sep 16, 1996 in his home state of Tennessee for the ninth time during the year, another dutiful call to help reverse the Democratic fortunes of 1994, when the party lost both Senate seats, two House seats and the governor's office to Republicans. But as Gore makes his pitch for Democrats hoping to go to Congress, he must also prove his political mettle in his home state if he has any serious ambitions for the presidency.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Sep 1996: 19.",11/15/17,"New York, N.Y.",Tennessee,"Janofsky, Michael",New York Times Company,,Newspapers,430657722,"United States, New York, N.Y.",English,17-Sep-96,Presidential elections; Political campaigns; Endorsements; Congressional elections,New York Times,News,,,,,,,
+"As Arid August Bites the Dust, Dry-Weather Records Topple","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/as-arid-august-bites-dust-dry-weather-records/docview/430314587/se-2?accountid=14586,"There was electricity in the air at the National Weather Service office in Rockefeller Center yesterday as forecasters waited to see if the bone-dry August that had set one record would capture another before it expired.
+As Ignatius Camporeale and Kevin Flynn studied their data, they were secure in the knowledge that through Wednesday there had been 24 consecutive days without measurable rain at Central Park, a stretch that easily surpassed the old August mark for prolonged dryness, set in 1938.
+But as the meteorologists monitored their instruments and Mr. Camporeale sneaked an unscientific glance out the window and up at the cloud-laced sky, they had higher hopes for August 1995, hopes that were dashed when it rained briefly last night.
+By mid-afternoon yesterday, they noted, only 16 one-hundredths of an inch of rain had fallen in Central Park for the month. So even if it rained up to seven one-hundredths of an inch last night, August 1995 would still go down as the driest ever, eclipsing the 24 one-hundredths of an inch during August 1964. Normal rainfall for August is 4 inches.
+""We might actually get some,"" Mr. Camporeale said in a voice that seemed to hold more foreboding than optimism. At 3 P.M., he said, it was 88 degrees in Central Park, with 48 percent humidity and a barometer at 29.88 and falling.
+But if rain did not come soon, he said, dry weather would probably continue well into next week.
+""Right, right!"" Mr. Flynn agreed, not even bothering to hide his enthusiasm.
+Alas, it did rain during the night, with one one-hundredth of an inch measured as of 12 A.M., for an estimated total of 17 one-hundredths of an inch for the month. Gone are the chances of tying the even longer dry streaks in New York history: two streaks of 25 dry days, set in 1939 and 1968, the 26-day dry spell of October 1973, the 27-day rainless stretches of 1884 and 1910, the 28-day spell of September and October 1941 and that Holy Grail of aridity, the 36 rainless days from mid-October to mid-November 1924.
+Hours before it rained, Mr. Camporeale was not sure he would welcome it. ""Anything can help,"" he said, seeming to root for the system of cooler, dryer air that was approaching from the Northwest and ultimately spawned showers when it mixed with the muggy heat around New York City.
+""I'm not a sadist,"" Mr. Flynn said. ""I don't want to see people shrivel up. But to put your name down for a record -- that's sort of a pleasure.""
+Mr. Flynn, whose hopes drowned with the rain, would be the first to acknowledge that the dry weather caused hardships much worse than those borne by him and his wife, Robin, who have labored mightily to keep the flowers around their home in Ronkonkoma, L.I., from wilting.
+The severity of the drought conditions was underscored yesterday, when smoking was banned on all New York City watershed property by the Commissioner of Environmental Protection, Marilyn Gelber. The order affects the city's 18 reservoirs.
+In Connecticut, state officials said dry conditions pose an extreme fire danger, and they urged caution in activities including woodland hiking and backyard barbecuing.
+Northeastern New Jersey remained under a drought warning, with water-use restrictions, for a third day.
+On Long Island, there was cheering news. No flare-ups have been reported since Monday in the aftermath of the Westhampton fire that consumed 5,050 acres of pine barrens.
+The Suffolk County Executive, Robert J. Gaffney, and the Mayor of Westhampton Beach, John Petit, said there would be a parade and picnic on Oct. 1 for the thousands of volunteer firefighters and others who fought the blaze.
+At Rockefeller Center, Mr. Flynn and Mr. Camporeale continued to follow the weather, and not just outdoors. A portable heater was running to offset a hyperactive air-conditioner.
+Mr. Flynn, 37, joined the Weather Service a year ago after 15 years of forecasting for the Department of Defense. Mr. Camporeale, who is 28 and lives in Hoboken, has been with the service since 1990.
+As for the familiar Central Park weather data, they said it has been two decades since human beings checked the readings there every hour of every day. Automation and computers play an ever-larger role, and the office in Rockefeller Center, which once had about 40 people and is down to 5, may soon close altogether. More and more of its functions are being taken over by the regional forecasting office in Brookhaven, L.I.
+If the instruments at Rockefeller Center prove unreliable, there is the dart board on the wall, with labels for just about everything from sunshine to thunderstorms. ""We still use it once in a while,"" Mr. Camporeale said, dryly.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=As+Arid+August+Bites+the+Dust%2C+Dry-Weather+Records+Topple&title=New+York+Times&issn=03624331&date=1995-09-01&volume=&issue=&spage=B.1&au=Stout%2C+David&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 1, 1995","Hours before it rained, Mr. Camporeale was not sure he would welcome it. ""Anything can help,"" he said, seeming to root for the system of cooler, dryer air that was approaching from the Northwest and ultimately spawned showers when it mixed with the muggy heat around New York City. ""I'm not a sadist,"" Mr. Flynn said. ""I don't want to see people shrivel up. But to put your name down for a record -- that's sort of a pleasure."" If the instruments at Rockefeller Center prove unreliable, there is the dart board on the wall, with labels for just about everything from sunshine to thunderstorms. ""We still use it once in a while,"" Mr. Camporeale said, dryly.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Sep 1995: B.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Stout, David",New York Times Company,,Newspapers,430314587,"United States, New York, N.Y.",English,1-Sep-95,WEATHER; RECORDS AND ACHIEVEMENTS; RAIN,New York Times,NEWSPAPER,,,,,,,
+"Increasingly, a Call to 411 Rings a Computer","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/increasingly-call-411-rings-computer/docview/430176262/se-2?accountid=14586,"By The New York Times
+For people who like to talk to machines, life is getting easier and easier. Directory assistance, that realm of impersonal but still-human interaction, is being handed over to computers.
+The Bell Atlantic Corporation last month rolled out an automated directory assistance system that uses computers to answer directory assistance calls and take initial information, including the city and the listing, from customers before forwarding the information to a human operator.
+The equipment uses speech compression technology to shave two seconds off the average time an operator spends on each call.
+The computer in effect screens the request for the operator. It answers the phone call, asks the customer first for the city and then for the listing and records the information. The computer then automatically deletes any pauses the caller makes, including ""Uhhs"" and ""Umms,"" before forwarding the condensed version to an operator who listens to the information and then looks up the listing. Calls are handed over to operators if the customer pauses longer than the computer is programmed to wait, or if an answer is too vague.
+The new equipment has cut the average directory assistance call to 22 seconds from 24 seconds.
+""Our new system eliminates the most repetitive part of the operator's job while allowing the operator to be more efficient,"" said Marsha Lawerence, vice president of Bell Atlantic's Public and Operator Services.
+Bell Atlantic's 4,500 operators currently take 850 million directory assistance requests a year, more than 2 million a day. And while Bell Atlantic would not comment on how many more calls operators were taking a day with the new equipment, the automated system is good for business, Ms. Lawerence said.
+""Anything that improves productivity is a move toward helping our profit margin, she said. ""We believe this system will take us there.""
+But while the new technology may improve operator efficiency, union officials say it threatens the jobs of operators and may prove unpopular with callers. Jeff Miller, a spokesman for the Communication Workers of America, said he had heard from operators who said they were receiving complaints that the new system took longer and that callers would rather talk to a human being.
+""It's not a boon to consumers,"" Mr. Miller said. ""While it cuts down on the time that an operator is engaged with a customer, it actually lengthens the time spent on the phone for the caller.""
+Ms. Lawerence said that while the calls may be ""slightly"" longer for callers, they do have an old-fashioned alternative. ""If at any time during the call a person wants to speak to a human operator, all they have to do is press zero,"" she said.
+Mr. Miller said that operators also worried about the long-term implications of the new system. ""The goal of the telephone company is the elimination of the telephone operator,"" he said. ""This is just one more step in the automation process.""
+Bell Atlantic has no plans to use the new system to replace operators at this time, Ms. Lawerence said, because the equipment is not sophisticated enough. But the company is not ruling out the possibility that machines will one day take over the job of handling directory assistance calls.
+""We are certainly exploring all avenues, but we are still pretty far away from finding a reasonable alterative to operators,"" she said.
+As cellular phone companies, cable companies and the long-distance carriers all jockey for local phone business, Bell Atlantic is joining other Baby Bell companies around the nation in an effort to slim down to keep their competitive edge. The implementation of this new system is one part of Bell Atlantic's overall strategy to cut costs in anticipation of this increasing competition in almost every aspect of their business -- a plan that includes 4,500 layoffs over the next three years.
+""Many competitors want to get into our sandbox,"" said Michel Daley, a spokesman for Bell Atlantic. ""If we are going to survive, we need to introduce better technology, steamline efforts to become more efficient, and frankly, to cut expenses. We recognize this and are trying to do something about it.""
+Bell Atlantic is not alone.
+Nynex, which supplies service to New York State and the rest of New England, began a trial of the same type of system this week in parts of the Bronx, and Westchester, Putnam and and Rockland counties. And Bell South, which tested the system in Georgia in 1993, implemented it in Georgia in 1994 and Florida this year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Increasingly%2C+a+Call+to+411+Rings+a+Computer&title=New+York+Times&issn=03624331&date=1995-05-07&volume=&issue=&spage=1.30&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 7, 1995","The computer in effect screens the request for the operator. It answers the phone call, asks the customer first for the city and then for the listing and records the information. The computer then automatically deletes any pauses the caller makes, including ""Uhhs"" and ""Umms,"" before forwarding the condensed version to an operator who listens to the information and then looks up the listing. Calls are handed over to operators if the customer pauses longer than the computer is programmed to wait, or if an answer is too vague. Ms. Lawerence said that while the calls may be ""slightly"" longer for callers, they do have an old-fashioned alternative. ""If at any time during the call a person wants to speak to a human operator, all they have to do is press zero,"" she said. ""Many competitors want to get into our sandbox,"" said Michel Daley, a spokesman for Bell Atlantic. ""If we are going to survive, we need to introduce better technology, steamline efforts to become more efficient, and frankly, to cut expenses. We recognize this and are trying to do something about it.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 May 1995: 1.30.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430176262,"United States, New York, N.Y.",English,7-May-95,TELEPHONES AND TELECOMMUNICATIONS; LABOR; DATA PROCESSING (COMPUTERS); LAYOFFS AND JOB REDUCTIONS,New York Times,NEWSPAPER,,,,,,,
+"Market Place; For CCH, a business law and tax publisher, times could be better, even in April.","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-cch-business-law-tax-publisher-times/docview/430129136/se-2?accountid=14586,"AS Americans hustle to beat today's income-tax filing deadline, this should be the best of times for CCH Inc., the venerable business law and tax publishing corporation. But the company, known until Jan. 1 as Commerce Clearing House, is still engaged in an expensive restructuring program and absorbing heavy costs from the development of new products.
+Securities analysts who follow CCH, of Riverwoods, Ill., generally rate the stock as a hold. They are likely to maintain that neutral rating, moreover, for some time.
+""They are remaking the company from top to bottom,"" said Rita Spitz, an analyst for William Blair & Company in Chicago. ""We expect that it will be several years before CCH exhibits the revenue growth and operating margin profile that it intended to have.""
+Susan Decker, an analyst for Donaldson, Lufkin & Jenrette, said, ""Considering possible cannibalization from CD-ROM growth and an increasing amount of information freely available on the Internet, even when the restructuring process is complete, CCH may face difficult operating conditions. At current prices, we feel that the stock discounts much of the near-term recovery.""
+CCH's class A shares closed on Friday at $17.25, unchanged in Nasdaq trading, about midway between the 52-week high of $19.75 and low of $15. The stock sold for as much as $35.50 in August 1987 before the stock market crashed two months later.
+The company's principal customers are accounting firms, law firms and corporations, which use its data to keep abreast of changes in the tax law. It sells about 300 products in the United States, many of which, like its Standard Federal Tax Reporter and State Tax Guide, are updated daily, weekly, monthly or annually. While most of these items are loose-leaf current news reports and newsletters sold on a subscription basis and devoted to a specific field -- like income taxes, state taxes, trade regulation or labor law -- CCH is moving rapidly into new electronic products.
+""I look at CCH as a long-time growth vehicle,"" said J. Kendrick Noble of Noble Consultants in Bronxville, N.Y. ""It has had a series of problems, as more and more accountants apparently shifted to using their own computers and new competition arose in the legal field.""
+In 1994, CCH's profits soared to $18.9 million, or 55 cents a share, compared with $6.4 million, or 19 cents a share, in the previous year. The 1993 net income, though, would have increased another $11.7 million, or 34 cents a share, if not for extraordinary charges. The average of analysts' earnings estimates is 84 cents a share in 1995 and $1.22 a share in 1996, according to First Call, which tabulates this data.
+Two of the three primary CCH business segments turned profitable last year after losses in the previous year, as the automation of many systems were completed. The computer processing services unit, which sells software and tax services, benefited from major cost reductions. The legal information services unit, which helps companies comply with Federal and state legal requirements, are approaching the high levels reached in the late 1980's.
+But the publishing unit -- which represents two-thirds of the company's sales base and about 10 percent of the nation's total legal and regulatory information market -- continued to operate in the red. Revenue for the unit eased 2 percent last year, largely because of spending on new technologies. Though CCH said three years ago that it would start to revamp, spending on this revamping did not begin until 1994 and will last through 1998.
+""Their business is collecting the tax code and republishing it,"" said Ms. Decker of Donaldson, Lufkin. ""Since the visibility regarding the impact of some of the longer-term risks is still quite limited, we prefer to stay on the sidelines.""
+Mr. Noble said, ""I'm not as confident now as I was five years ago. But I continue looking for some change for the better.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+For+CCH%2C+a+business+law+and+tax+publisher%2C+times+could+be+better%2C+even+in+April.&title=New+York+Times&issn=03624331&date=1995-04-17&volume=&issue=&spage=D.2&au=Sloane%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 17, 1995","""They are remaking the company from top to bottom,"" said Rita Spitz, an analyst for William Blair & Company in Chicago. ""We expect that it will be several years before CCH exhibits the revenue growth and operating margin profile that it intended to have."" ""I look at CCH as a long-time growth vehicle,"" said J. Kendrick Noble of Noble Consultants in Bronxville, N.Y. ""It has had a series of problems, as more and more accountants apparently shifted to using their own computers and new competition arose in the legal field."" ""Their business is collecting the tax code and republishing it,"" said Ms. [Susan Decker] of Donaldson, Lufkin. ""Since the visibility regarding the impact of some of the longer-term risks is still quite limited, we prefer to stay on the sidelines.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Apr 1995: D.2.",11/15/17,"New York, N.Y.",,"Sloane, Leonard",New York Times Company,,Newspapers,430129136,"United States, New York, N.Y.",English,17-Apr-95,REFORM AND REORGANIZATION; PUBLICATIONS,New York Times,NEWSPAPER,,,,,,,
+Calpers Chooses a Less Adversarial Voice,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/calpers-chooses-less-adversarial-voice/docview/429882152/se-2?accountid=14586,"Special to The New York Times
+The huge California pension agency, which has been a prime force putting pressure on corporations in recent years to improve their financial performance, appears likely to become less active on that front.
+Today the California Public Employees' Retirement System, also known as Calpers, named a new chief executive, James E. Burton, a top aide to several former California politicians. In an interview, Mr. Burton said the fund's role as corporate governance watchdog would become a less adversarial, less public one in keeping with the strategy adopted by the fund and his predecessor of the last two years.
+""We've matured; we've found a more effective way to handle communications,"" he said.
+With $80 billion in assets, Calpers is the nation's largest pension fund. It has been a leading voice for restive shareholders unhappy with management decisions that held down company stock prices, and in recent years has helped force leadership changes at Westinghouse Electric, I.B.M. and General Motors.
+Mr. Burton, the sixth chief executive in the system's 63-year history, made clear that he intended to be a less strident voice for change. That stance also reflects a shift within the shareholder-rights movement.
+His appointment to the Calpers post, which pays $110,000 a year, is effective Oct. 1, when he will succeed Richard H. Koppes, the fund's general counsel. Mr. Koppes has served as interim chief executive since the July 11 resignation of Dale Hanson.
+Mr. Hanson, who is 51, served for seven years, became a leading shareholder-rights advocate and gained a voice in managing some poorly performing companies whose shares are held by the fund. He left to start his own venture capital fund.
+While thoroughly familiar with the corporate governance issues that Mr. Hanson championed, Mr. Burton, who is 43, said, ""My intent is to stay focused a little closer to home.""
+His immediate goal is better service for the fund's one million beneficiaries by improving the use of automation and telecommunications. Planning for future fiscal constraints and a lower interest rate environment is another priority, he said. Another aim is more investment in the state's laggard economy, along the lines of the $1 billion invested in home building the fund made in the last two years.
+""His really big job is how to harmonize the state's needs and that of the retirees' legitimate entitlements,"" said Robert A. G. Monks, a founder of the shareholder-rights movement and now head of the Lens investment fund.
+The vast resources of Calpers will be an alluring source of reinvestment capital for politicians eager to replace the military contracting industry, and will force Mr. Burton to walk a political tightrope. ""He's in a position to wield a tremendous amount of power,"" Mr. Monks said, adding that Mr. Burton was particularly well qualified for the task. ""My prophecy is he will make as large a contribution to the corporate-governance movement as Dale Hanson.""
+Since 1992, Mr. Burton had served as the fund's assistant executive officer for investments. Previously he had served on its board as a deputy for the state treasurer and controller. His wife, Suzanne, was appointed in 1991 by Gov. Pete Wilson as the state's deputy director of finance.
+Shareholder advocacy has evolved as proponents now frequently win victories and gain a voice in how companies are managed, Harry DeAngelo, a finance professor at the University of Southern California, said, citing the defeat by shareholders of Kmart's plan to spin off part of its specialty-store units. ""It's a different world,"" he said.
+The ability of Calpers to influence management is tempered by its keeping half its assets in index funds, A. Michael Lipper, president of Lipper Analytical Services, said. Without the latitude to sell shares, which a typical dissatisfied shareholder can exercise, ""that ties their hands in relation to what they don't like,"" he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Calpers+Chooses+a+Less+Adversarial+Voice&title=New+York+Times&issn=03624331&date=1994-09-17&volume=&issue=&spage=1.37&au=Adelson%2C+Andrea&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 17, 1994","""His really big job is how to harmonize the state's needs and that of the retirees' legitimate entitlements,"" said Robert A. G. Monks, a founder of the shareholder-rights movement and now head of the Lens investment fund. The vast resources of Calpers will be an alluring source of reinvestment capital for politicians eager to replace the military contracting industry, and will force Mr. [James E. Burton] to walk a political tightrope. ""He's in a position to wield a tremendous amount of power,"" Mr. Monks said, adding that Mr. Burton was particularly well qualified for the task. ""My prophecy is he will make as large a contribution to the corporate-governance movement as [Dale Hanson]."" Shareholder advocacy has evolved as proponents now frequently win victories and gain a voice in how companies are managed, Harry DeAngelo, a finance professor at the University of Southern California, said, citing the defeat by shareholders of Kmart's plan to spin off part of its specialty-store units. ""It's a different world,"" he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Sep 1994: 1.37.",11/15/17,"New York, N.Y.",,"Adelson, Andrea",New York Times Company,,Newspapers,429882152,"United States, New York, N.Y.",English,17-Sep-94,APPOINTMENTS AND EXECUTIVE CHANGES; GOVERNMENT EMPLOYEES; CORPORATIONS; COMPANY AND ORGANIZATION PROFILES; PENSIONS AND RETIREMENT PLANS,New York Times,NEWSPAPER,,,,,,,
+"INVESTING; Small Caps, Big Hopes, Iffy Market","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/investing-small-caps-big-hopes-iffy-market/docview/429731282/se-2?accountid=14586,"RICK RUVKUN has seen the future: two-way paging. Today's pagers only receive messages, he said, despite a ""huge, latent need"" for sending, too. And Mr. Ruvkun, a fund manager at Bessemer Trust, says he knows who will help fill the gap -- a modest company with the major-league name of Mobile Telecommunications Technologies.
+Small ventures with big hopes: Even in this iffy stock market, these volatile companies may pay off. Historically, ""they do better than large caps by 2 percent a year,"" said Robert Natale, a research director at Standard & Poor's. And the 1994 stock drops may make them a bargain. The $407 million PBHG Growth Fund is ""down 16 percent from our March peak,"" said Gary Pilgrim, who led it to a 46.6 percent return in 1993.
+History may also side with these companies, which have maximum market capitalizations of $500 million to $1 billion. Large and small enterprises take turns outperforming each other, often for periods of several years. Small caps, which underperformed large caps from mid-1983 to late 1990, have outdone them since November 1990.
+Some say the party is not over. The ""up"" cycles of small companies can go five to seven years, while the current run is only three and a half years. And while past cycles ended when the average price-earnings ratio of small companies was about twice that of the S.& P. 500, the former now stands only one-third higher.
+Some managers see three or four years of continued outperformance. Mr. Natale is more judicious. ""I think small caps will continue to outperform,"" he said. ""But we're approaching a crossroads.""
+Of course, an ""up"" cycle for small caps is no proof against a bear market. And small-cap investors must have the stomach for volatility and the patience to hold long term. But, for those who do, experts have many prospects.
+Crime is a key to profit for Michael Dzialo, research director at Olde Discount Stockbrokers. He likes Lojack, a maker of anti-theft tracking systems, priced at $8.25. Pinning its hopes on rising stolen car rates, the company installs free tracking equipment at police stations and then peddles small homing devices to motorists. Lojack hides the device in the car -- ""even the driver doesn't know where,"" Mr. Dzialo said.
+Lojack has made big outlays on police equipment, largely in the Northeast. But ""in a year or two they'll reap the benefits,"" Mr. Dzialo said.
+Mr. Pilgrim hopes to cash in on a less depressing trend: the boom in golf. ""Golfers are always looking to take three or four strokes off their game,"" he said, and Cobra Golf sells innovative golf clubs. The company, which went public last fall, has nearly doubled its profits, to 48 cents, this year. It closed yesterday at $31.
+Another small company, Johnstown America, touts plain old efficiency. It makes aluminum rail cars to carry coal that weigh 10 percent to 15 percent less than steel ones. The advantage is bankable because ""rail beds can take only so much weight,"" said Barbara Friedman, who holds Johnstown stock in her $80 million Loomis Sayles Small Cap fund.
+Lighter cars can carry more coal -- and save money. Johnstown has no long-term debt, she added, and a 40 percent share of an industry with only six manufacturers. It closed yesterday at $20.875.
+Other companies seek profit by helping others seek profit -- ""carrying picks and shovels to the gold rush,"" Mr. Ruvkun said. John Laporte, who runs the $1.6 billion T. Rowe Price New Horizons fund, likes Synopsys, which sells design automation software to the booming semiconductor business. Sales are up 50 percent this year, and the stock is priced at $38.50.
+Spotting social trends is another route to profit, and Alan Folkman, whose $817 million Columbia Special Fund earned 21.55 percent last year, cites substantial research that ""people think things are out of control and want religious values."" He thus likes what he sees in Thomas Nelson Inc., ""the world's largest publisher of Bibles"" and other religious books. Its earnings are up 39 percent this year, and its stock is $20.75
+Of course, managers back up these selections with hard-headed research. In part, Mr. Ruvkun likes Mobile Telecom, which closed yesterday at $17.375, because Federal regulators have given it an airwaves advantage. And Ms. Friedman likes Johnstown's 75 percent insider ownership and the 6,000 rail cars it has ordered.
+Investors who dislike deep research, and who worry about the greater risks single stocks entail, should leave it to the experts and invest in funds. Two with five-star Morningstar ratings are AIM Aggressive Growth and PBHG Growth.
+But small-cap funds vary by company size, number of holdings and P/ E ratios, and these differences allow investors to customize.
+For instance, those with market jitters can try ""defensive"" small company funds. The $45 million Robertson Stephens Value Plus Fund focuses on proven small caps with relatively low P/E ratios. While small company funds are down 5.1 percent this year, Value Plus is up 4.6 percent.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INVESTING%3B+Small+Caps%2C+Big+Hopes%2C+Iffy+Market&title=New+York+Times&issn=03624331&date=1994-05-28&volume=&issue=&spage=1.33&au=Flaherty%2C+Francis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 28, 1994","Small ventures with big hopes: Even in this iffy stock market, these volatile companies may pay off. Historically, ""they do better than large caps by 2 percent a year,"" said Robert Natale, a research director at Standard & Poor's. And the 1994 stock drops may make them a bargain. The $407 million PBHG Growth Fund is ""down 16 percent from our March peak,"" said Gary Pilgrim, who led it to a 46.6 percent return in 1993. Some managers see three or four years of continued outperformance. Mr. Natale is more judicious. ""I think small caps will continue to outperform,"" he said. ""But we're approaching a crossroads."" Spotting social trends is another route to profit, and Alan Folkman, whose $817 million Columbia Special Fund earned 21.55 percent last year, cites substantial research that ""people think things are out of control and want religious values."" He thus likes what he sees in Thomas Nelson Inc., ""the world's largest publisher of Bibles"" and other religious books. Its earnings are up 39 percent this year, and its stock is $20.75","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 May 1994: 1.33.",11/15/17,"New York, N.Y.",,"Flaherty, Francis",New York Times Company,,Newspapers,429731282,"United States, New York, N.Y.",English,28-May-94,STOCKS AND BONDS; INVESTMENT STRATEGIES; CORPORATIONS,New York Times,NEWSPAPER,,,,,,,
+World Markets; Lisbon Marches to Its Own Drummer,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/world-markets-lisbon-marches-own-drummer/docview/429705263/se-2?accountid=14586,"INVESTORS in Lisbon's small but booming stock market were barely ruffled when rising American interest rates sent most European markets into a turmoil last month. Never mind the bears on Wall Street, forget the wild swings in neighboring Madrid. Portugal is on its own cycle.
+Foreign investment and falling local interest rates have been fueling a strong rally that began more than a year ago and is likely to continue, albeit at a slower pace. Lisbon's widely followed BVL index had already soared 53 percent in 1993, reaching a high of 848.54 on the last day of the year. Defying all predictions, the index continued to climb at an even dizzier pace throughout the first two months of this year, zooming up to 999.46 on Feb. 18, just short of the psychologically important 1,000 mark, which was last surpassed in October 1989.
+While other European markets confronted post-Easter plunges, Lisbon has remained an island of relative calm. The BVL index slid slowly down in April to the 970's, which experts consider a long overdue technical correction. It may now ease upward again. On Friday, the index closed at 973.77.
+""The Lisbon bourse is less influenced by outside events and will probably continue to have a sustained increase, though not as strong as last year's surge,"" said Jose Cardoso de Matos, marketing director of the Lisbon exchange.
+Though the Lisbon exchange, which some international funds classify as ""emerging,"" is small and narrow by European standards, money has been pouring in. Over the last year, the volume of local currency trading has shot up 186.4 percent, to 56.05 trillion escudos ($320.6 million) last month.
+""The amount of money coming in is really tremendous,"" said Francisco D'Orey, a trader at Mello Valores, a Lisbon brokerage firm. In three years, he said, the daily trading volume has jumped tenfold, to more than 3 billion escudos. In dollar terms, daily trading has jumped to $15 million to $20 million, from $5 million to $10 million in the first half of last year.
+Most analysts agree that reforms in late 1991 gave Portugal's market international credibility. Insider trading was outlawed and automation increased liquidity. The market, now 90 percent computerized with continuous trading, has become more inviting to outsiders. By late 1992, foreign fund managers began to take notice.
+""They all tell me that Lisbon is still cheap compared with overvalued European stocks,"" Mr. Cardoso de Matos said.
+Brokers agree that the first six months of 1993 were driven by frenzied foreign investment, especially American investment. But as interest rates began to crash, falling from 14 percent last year to just under 9 percent in March, local institutional investors jumped in to join the rally.
+""With risk-free high returns on T-bonds, mutual funds had no time for equity portfolios,"" said Eduardo Stock da Cunha of Banco Santander de Negocios, a Spanish merchant bank in Lisbon. Now, he said, ""funds managed by our asset management company went up by 200 percent in 1993 and we set up two stock market funds in six months.""
+Prime Minister Anibal Carvaci Silva forecast in March that rates could be shaved another 2 points by year's end. Inflation, currently 6.1 percent, is expected to slide to between 4.5 and 5.5 percent by the end of 1994.
+Portugal's Finance Ministry is determined to continue to push its privatization program. Four companies -- two cement makers, Secil and Cimpor, and two paper pulp companies, Portucel and Celbi -- will be on the market by summer. Electricidade de Portugal (E.D.P.), Portugal Telecom and Petrogal are scheduled for 1995. The Finance Ministry predicts that these three giants alone will increase market capitalization by 5 percent.
+Limits on foreign investment are to be waived and some companies may be floated on international exchanges. ""This Government is more favorable to capital markets,"" said Jose Freyre, a market analyst at Banco Espirito Santo.
+While practically any stock did well last year, experts are now urging more caution and selectivity. Blue chip banks such as Banco Comercial Portugues, Banco Espirito Santo, Banco Totta e Acores and Banco Portugues do Atlantico are still favored by traders. Shrinking profit margins caused by falling interest rates are being offset by service commissions that banks have started charging.
+Despite spectacular gains in 1993, traders continue to recommend the star performers in the retail and distribution sector, which is widely viewed as underdeveloped. Sonae's Modelo/Continente, whose share price rose 320 percent last year, is considered a good buy, along with Jeronimo Martins, which has expanded with an acquisitions policy.
+""There are smallish companies that gained over 50 percent last year and still stand to gain more,"" said Pedro Assuncao, an analyst at Central de Investimentos, a brokerage company. He likes Sumolis, a soft drink company. Traders also recommend the beer brewers Unicer and Centralcer.
+Graca Carvalho, of Totta Dealer, a brokerage firm, warns that many companies are already overvalued and attention must be paid to results. She recommends Corticeira Amorim, the largest cork company in the world, which just posted a profit increase of 38 percent.
+Mr. D'Orey of Mello Valores went further, recommending ""anything in cork, as people around the world will unpop more corked bottles as the economy picks up.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=World+Markets%3B+Lisbon+Marches+to+Its+Own+Drummer&title=New+York+Times&issn=03624331&date=1994-04-17&volume=&issue=&spage=A.15&au=Westley%2C+Ana&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 17, 1994","""The Lisbon bourse is less influenced by outside events and will probably continue to have a sustained increase, though not as strong as last year's surge,"" said Jose Cardoso de Matos, marketing director of the Lisbon exchange. ""The amount of money coming in is really tremendous,"" said Francisco D'Orey, a trader at Mello Valores, a Lisbon brokerage firm. In three years, he said, the daily trading volume has jumped tenfold, to more than 3 billion escudos. In dollar terms, daily trading has jumped to $15 million to $20 million, from $5 million to $10 million in the first half of last year. ""With risk-free high returns on T-bonds, mutual funds had no time for equity portfolios,"" said Eduardo Stock da Cunha of Banco Santander de Negocios, a Spanish merchant bank in Lisbon. Now, he said, ""funds managed by our asset management company went up by 200 percent in 1993 and we set up two stock market funds in six months.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Apr 1994: A.15.",11/15/17,"New York, N.Y.",PORTUGAL,"Westley, Ana",New York Times Company,,Newspapers,429705263,"United States, New York, N.Y.",English,17-Apr-94,STOCKS AND BONDS; FOREIGN INVESTMENTS,New York Times,NEWSPAPER,,,,,,,
+"After Fed Moves, the Quarter Ends Badly for Many Stocks","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/after-fed-moves-quarter-ends-badly-many-stocks/docview/429722326/se-2? accountid=14586,"After playing host at a three-year party for the stock market, the Federal Reserve Board in the first quarter did what its former chairman, William McChesney Martin, once said the central bank inevitably had to do: It took away the punch bowl.
+Not surprisingly, stocks were not ready for the music to stop when the Fed on Feb. 4 nudged up short-term interest rates, making it more expensive to borrow money. A second move by the Fed to raise short-term rates on March 22 only made it worse.
+The message was not the sort that stock investors wanted to hear, especially after they piled money into shares as the Fed sharply lowered interest rates over the first three years of the decade. As such, the first three months of 1994 ended on a decidedly more discordant note for the stock market than they began.
+""It was a gut-wrenching quarter,"" said Laszlo Birinyi, who heads Birinyi Associates, a Wall Street research firm.
+The steep rise in interest rates that occurred in the first quarter took a toll on a wide range of stocks, many included in the closely watched market indexes. But the quarter was a good one for a large number of stocks, especially those whose fortunes are tied to a healthy economy.
+Of the nearly 6,000 issues tracked by Media General Financial Services, more than 3,700 declined in value during the first quarter, while almost 2,100 moved higher. Just 163 emerged unchanged.
+The brunt of the damage was done on the New York Stock Exchange, where declining issues outnumbered gainers by a ratio of more than 2 to 1. Losers also outnumbered winners on both the American Stock Exchange and the Nasdaq over-the-counter market, but by a much smaller order of magnitude.
+That weakness dragged down the Big Board's important averages: the blue-chip Dow index fell 3.15 percent, the Standard & Poor's 500 index dropped 4.43 percent and the New York Stock Exchange composite index fell 4.29 percent.
+More important, according to David Shulman, chief equity strategist at Salomon Brothers, was the year-over-year change in the S.& P. 500 index. For the first time since 1990, he said, the index ended a quarter lower than it had been a year earlier. Climbing With the Economy
+Among industry groups, the quarter's best performers were generally those closely tied to upswings in the economy, a group that included engineering and construction companies, semiconductor manufacturers and trucking companies. Interest-sensitive stocks like savings and loans had a miserable three months, as did airlines, oil and gas drillers and houseware manufacturers.
+Rising auto sales, a clear sign of healthier economic times, worked wonders for Breed Technologies, the Big Board's best performer during the quarter. Breed, an air bag manufacturer, saw its share price rise nearly 114 percent in the quarter.
+Many investors in emerging markets got roughed up, thanks to rising interest rates and political uncertainty. But people who had invested in two Hungarian telephone ventures were all smiles. Hungarian Teleconstruction was the best-performing stock in Nasdaq trading last quarter, rising by more than 240 percent. Shares of Hungarian Telephone, the other company, rose 88 percent.
+In a quarter littered with losers, there were nevertheless some spectacular declines. On the Big Board, Pharmaceutical Resources saw its shares lose nearly half their value after price cuts hurt sales of its generic drugs. Two companies that lost big postal contracts in the first quarter, Electrocom Automation and U.S. Banknote, fared almost as badly.
+Harvard International Technologies, a maker of french-fry vending machines, was the worst performer on the American Stock Exchange. The company, which said during the quarter that it might seek court protection from creditors, saw its shares fall by 66.7 percent.
+Analysts are now nervous about the stock market's outlook for the second quarter, following yesterday's selloff in the Treasury market, which pushed the yield on the 30-year bond to a 14-month high of 7.26 percent.
+Bond prices fell in response to an unexpectedly strong report on employment conditions in March. Trading was very thin, indicating that the selloff was exaggerated. The stock market had no reaction; it was closed in observance of Good Friday.
+The March employment figures were the strongest since those for October 1987, the month of the stock market crash.
+""The bond market was reacting to the fact that credit demand is alive and well,"" Mr. Shulman of Salomon Brothers said. For the stock market, he said, ""that means Monday is not going to be a pretty day.""
+Chart ""Big Board's Gainers and Losers,"" Common stocks with the largest gains and declines in the first quarter of 1994, as calculated by Media General. Source: Media General Financial Services (left); ""Nasdaq Gainers and Losers,"" right); ""Amex Gainers and Losers,"" Common stocks with the largest gains and declines in the first quarter of 1994, as calculated by Media General. Source: Media General Financial Services (below).",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=After+Fed+Moves%2C+the+Quarter+Ends+Badly+for+Many+Stocks&title=New+York+Times&issn=03624331&date=1994-04-02&volume=&issue=&spage=1.38&au=Gilpin%2C+Kenneth+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 2, 1994","""The bond market was reacting to the fact that credit demand is alive and well,"" Mr. [David Shulman] of Salomon Brothers said. For the stock market, he said, ""that means Monday is not going to be a pretty day."" ""Big Board's Gainers and Losers,"" Common stocks with the largest gains and declines in the first quarter of 1994, as calculated by Media General. Source: Media General Financial Services (left); ""Nasdaq Gainers and Losers,"" right); ""Amex Gainers and Losers,"" Common stocks with the largest gains and declines in the first quarter of 1994, as calculated by Media General. Source: Media General Financial Services (below).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Apr 1994: 1.38.",11/15/17,"New York, N.Y.",,"Gilpin, Kenneth N",New York Times Company,,Newspapers,429722326,"United States, New York, N.Y.",English,2-Apr-94,STOCKS AND BONDS; INTEREST RATES; CREDIT; GOVERNMENT BONDS,New York Times,NEWSPAPER,,,,,,,
+"When Caller Is Put on Hold, Company Fills Void","New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/when-caller-is-put-on-hold-company-fills-void/docview/429401988/se-2?accountid=14586,"PERHAPS the only thing worse than wading through the layers of the voice-mail menu during a telephone call is listening to complete silence while waiting on hold for several minutes.
+But for Louis Jammer 3d, owner of Captive Concepts International in Trenton, being put on hold when he calls a customer sounds very sweet. That's because his company produces taped messages, personalized to fit each business, that fill the void.
+""Traditionally, only large companies could afford to use on-hold message tapes,"" Mr. Jammer said. His company markets to small and medium-sized businesses.
+The way he sees it, be it a little pizza shop on the corner or a family-owned garage on the hill, everybody has something to brag about. Music and Innovative Scripts
+The tapes aim to entertain, inform and sell the business's wares. They also give some companies a more professional image over the telephone, Mr. Jammer said, and keep potential customers from hanging up as quickly and taking their business elsewhere.
+Since taped messages are fairly common, Mr. Jammer's company tries make the ones it sells stand out by using music and innovative scripts. ""We took it to a new level,"" he said, by using an approach that people might find more appealing.
+For example, a tape for a Bahamian bank may feature the sounds of a tropical kettledrum in the background. One for a restaurant with a 1940's roadhouse motif could have swing music that takes callers ""back in time.""
+Mr. Jammer's business operations are similar to those of a commercial recording studio, with script writers, people who provide adults' and children's voices and two musicians who compose their own music. Scripts can be produced in English, Spanish or Italian.
+The company's library of about 50,000 sound effects includes whale noises, slamming car doors and karate yells. A customer can also choose from 92,000 pieces of music that include holiday themes, easy-listening numbers and big-band and country-western music.
+The company produces 35 message tapes a day for clients, including food service companies, retail merchants and doctors' or dentists' officess. Captive Concepts says it makes message tapes for about 900 clients nationwide and says they include divisions of such large companies as Marriott Hotels, Kraft General Foods and Modern Food Service.
+Mr. Jammer, 33, said his company began in April 1987 as a fluke. He was handling marketing and advertising for his father's garage door company, the Louis A. Jammer Company, also in Trenton. After the ads ran on radio and in newspapers, the Jammer switchboard would get a lot of calls that had to be put on hold.
+""People got fed up with listening to silence and hung up,"" he said.
+Mr. Jammer decided to try giving customers a version of the advertisement itself on tape. But when he tried to have a tape produced in New York, he found it would cost $1,800 for one tape. He decided to produce one of his own.
+Captive Concepts charges a wide range of fees. A program for a small company that doesn't plan to change messages very often could cost $325. One for a larger company that updates messages every two months is $1,200.
+Once the script is final, the copy is transferred to a studio waiting bin where, by a new automation process, the production is put together in eight minutes. The client can receive and use the message as soon as seven minutes after the recording session.
+Photograph Louis Jammer 3d, center, owner of Captive Concepts International, holding a script as Gary Pietruch and Cheryl Jones made an on-hold telephone message for a client. (Laura Pedrick for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=When+Caller+Is+Put+on+Hold%2C+Company+Fills+Void&title=New+York+Times&issn=03624331&date=1993-12-26&volume=&issue=&spage=A.14&au=Samuels%2C+Anita+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 26, 1993","Since taped messages are fairly common, Mr. [Jammer]'s company tries make the ones it sells stand out by using music and innovative scripts. ""We took it to a new level,"" he said, by using an approach that people might find more appealing. Mr. Jammer's business operations are similar to those of a commercial recording studio, with script writers, people who provide adults' and children's voices and two musicians who compose their own music. Scripts can be produced in English, Spanish or Italian. Mr. Jammer, 33, said his company began in April 1987 as a fluke. He was handling marketing and advertising for his father's garage door company, the Louis A. Jammer Company, also in Trenton. After the ads ran on radio and in newspapers, the Jammer switchboard would get a lot of calls that had to be put on hold.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Dec 1993: A.14.",11/15/17,"New York, N.Y.",,"Samuels, Anita M",New York Times Company,,Newspapers,429401988,"United States, New York, N.Y.",English,26-Dec-93,TELEPHONES AND TELECOMMUNICATIONS,New York Times,NEWSPAPER,,,,,,,
+Citicorp's New Cost-Cutter Has Less Room to Wield Ax,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/citicorps-new-cost-cutter-has-less-room-wield-ax/docview/429041593/se-2?accountid=14586,"Citicorp's hiring of Christopher J. Steffen, a cost-cutting virtuoso who abruptly quit Eastman Kodak three weeks ago, brought applause but no ovation from Wall Street yesterday.
+Mr. Steffen will bring greater discipline and efficiency to the nation's largest banking company, analysts said. But as one of six management committee members, they added, his power will be too limited to attempt the sort of vast changes he had planned at Kodak.
+Citicorp shares rose 50 cents yesterday, to $28.75, in heavy trading on the news of Mr. Steffen's hiring, as the broader market also surged higher. In contrast, when Kodak announced its hiring of Mr. Steffen as chief financial officer in January, it gained billions of dollars in market value. The stock lost almost as much when he left in April.
+Mr. Steffen, 51, will join Citicorp and its board in June as a senior vice president responsible for productivity programs and financial controls.
+""He brings some heavy horsepower in management talent and experience that Citicorp could badly use,"" said George Salem, a banking analyst at Prudential Securities. But Mr. Steffen will have a narrower domain than he did at Kodak and before that, at Honeywell, Mr. Salem said, and he joins a company that has already trimmed back.
+Intense competition and automation have made banks' efficiency campaigns perpetual, increasingly turning banking into a contest of speed and economy in handling deposits, checks, loans and computer operations.
+""We've come through a two-year program in which we reduced costs by $1.3 billion,"" said John M. Morris, a Citicorp spokesman. ""We are now poised to make what had been a crash diet a way of life."" Citicorp has suffered as much from sloppiness as inefficiency. Last August, Federal regulators forced the company to cut its stated second-quarter earnings. They attacked its home-mortgage operations for taking excessive risks, overcharging customers and keeping poor records. Just several weeks ago, the company admitted that it had failed to accurately account for the retirement savings of many of its own employees.
+""They want to make sure they don't have any more embarrassments,"" said Ronald I. Mandle, an analyst at Sanford C. Bernstein & Company.
+Mr. Steffen has never been a banker. But John S. Reed, Citicorp's chairman and chief executive, has long spoken of the banking company's need to adopt industrial management skills. Mr. Reed tried to hire Mr. Steffen before he joined Kodak, then resumed trying this spring, Mr. Morris of Citicorp said.
+Another executive at Citicorp suggested that the company's board, which met on Tuesday, had also urged the hiring of Mr. Steffen. The Citicorp board includes Colby H. Chandler, a former Kodak chief executive who has remained a Kodak director.
+Citicorp also took the opportunity yesterday to announce plans for selling 10 million shares of preferred stock, which would add $250 million to the company's capital. Known for Abrasiveness
+Mr. Steffen's record in corporate salvage operations includes a substantial, but not primary, role in the Chrysler turnaround of the early 1980's. He is known for his abrasiveness as well as for his gift in attracting attention to his labors.
+By the time he reached Kodak, he sought to impose asset sales and cutbacks of such scale and suddenness that Kay R. Whitmore, the company's chairman and chief executive, felt obliged to insist publicly that he was still in charge. Mr. Steffen, frustrated at being held back, resigned on April 27.
+It now remains to be seen how well Citicorp's management circle and Mr. Steffen can accommodate each other. Yesterday, his schedule included a meeting with the 15 Citicorp executives directly in charge of the company's businesses. He could not be reached for comment. Recovery in Stock Price
+Citicorp's cutbacks and its progress in dealing with sour real estate loans and loans to underdeveloped nations have helped the company recover from sharp losses in recent years. From a low of $8.50 in December 1991, its stock has recovered handsomely but remains below its all-time high of $35.375 in October 1989.
+Mr. Salem of Prudential Securities said the company's major challenges were to continue cutting losses in real estate and to preserve the profitability of credit-card operations -- tasks largely beyond Mr. Steffen's turf.
+Photograph Christopher J. Steffen will join Citicorp as a senior vice president. (Reuters) (D16)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Citicorp%27s+New+Cost-Cutter+Has+Less+Room+to+Wield+Ax&title=New+York+Times&issn=03624331&date=1993-05-21&volume=&issue=&spage=D.1&au=Myerson%2C+Allen+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 21, 1993","""We've come through a two-year program in which we reduced costs by $1.3 billion,"" said John M. Morris, a Citicorp spokesman. ""We are now poised to make what had been a crash diet a way of life."" Citicorp has suffered as much from sloppiness as inefficiency. Last August, Federal regulators forced the company to cut its stated second-quarter earnings. They attacked its home-mortgage operations for taking excessive risks, overcharging customers and keeping poor records. Just several weeks ago, the company admitted that it had failed to accurately account for the retirement savings of many of its own employees. Mr. [Christopher J. Steffen] has never been a banker. But John S. Reed, Citicorp's chairman and chief executive, has long spoken of the banking company's need to adopt industrial management skills. Mr. Reed tried to hire Mr. Steffen before he joined Kodak, then resumed trying this spring, Mr. Morris of Citicorp said. Another executive at Citicorp suggested that the company's board, which met on Tuesday, had also urged the hiring of Mr. Steffen. The Citicorp board includes Colby H. Chandler, a former Kodak chief executive who has remained a Kodak director.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 May 1993: D.1.",11/15/17,"New York, N.Y.",,"Myerson, Allen R",New York Times Company,,Newspapers,429041593,"United States, New York, N.Y.",English,21-May-93,BIOGRAPHICAL INFORMATION; APPOINTMENTS AND EXECUTIVE CHANGES; FINANCES,New York Times,NEWSPAPER,,,,,,,
+CAMERA; Big Features In Small Packages,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-big-features-small-packages/docview/429050738/se-2?accountid=14586,"AuthorAffiliation John Durniak is a freelance writer, editor and consultant on photography.
+OLYMPUS AMERICA INC. (that's the new name for the former Olympus Corporation) has been successful at putting little cameras into photographers' pockets for years.
+Remember the 1959 Olympus Pen camera? It started the half-frame boom in Japan, allowing people to take twice as many pictures per roll while using a smaller-than-normal camera. And how about the pocket-size Olympus XA, which came out in 1979?
+Now Olympus America has two more bulk-free cameras on the market: the compact Infinity Stylus Zoom and the Autofocus Olympus IS-2 Zoom.
+The Infinity Stylus Zoom weighs about half a pound and is 4.9 inches long, 2.5 inches high and 1.8 inches deep. The list price is $325. Much of the versatility in the new Stylus comes from the design of the lens and the electronic flash. The lens zooms from 35 millimeters to 70 millimeters (f/4.5 to f/6.9) and focuses from two feet to infinity. When the lens is fully extended and the flash is popped up, the camera looks twice as big as when closed.
+The zoom lens has a 200-step system that insures sharp focusing from 35 millimeters to 135 millimeters. The camera's flash automation gives the photographer added confidence about getting a well-exposed picture every time.
+There are four ways to vary the flash light: with direct flash; with flash fill-in, which eliminates unwanted shadows; with night-scene flash, which captures lights in the background, and with a flash that can be adjusted manually.
+When you use a 400 ISO film with the lens in wide-angle position, the flash covers from 2 feet to 27.6 feet. When you use the telephoto position, it covers 2 feet to 18.4 feet.
+For a lighting situation with strong back light, turn on the camera's spot mode. Focus on the subject, press the shutter release halfway, recompose the picture, and then press the shutter release all the way down to get an appropriate reading for the subject.
+The camera also has weather proofing that protects it from splashes coming from any direction. The lens barrel has a waterproof repellent that pushes water drops away as the lens moves back and forth. With all its features, the Infinity Stylus Zoom is still the lightest camera in its class.
+The Olympus IS-2 camera, with a list price is $800, is 4.6 inches wide, 3.6 inches high, and 6.1 inches deep, from the front of the lens to the back of the camera. It has the styling of equipment that belongs in the hands of an astronaut. All controls are at the photographer's finger tips for a quick response to any picture situation. An accessory called a grip strap will hold the camera extra steady.
+When some manufacturers use the term ""ergonomic body design,"" it may mean the shutter-release button was pushed over an inch. But this camera is ergonomically delightful. Controls have been positioned around the lens axis, and it is a pleasure to hold.
+It is also a pleasure to look at. Viewed from the top down, it appears that one side of the camera has been cut off, leaving the right side intact for a right-handed grip. A grip strap can be put in for a left-handed hold. With both hands on the camera, one's grip becomes quite secure.
+There is a large panel on the back of the camera that reports on how 27 different controls are functioning, and there are 10 more monitors in the viewfinder.
+Although the camera has a built-in, pop-up flash, an additional high-powered flash unit can be added to the camera. Also available are adapters for photographers who wear eyeglasses.
+Olympus claims to have reduced the time it takes to focus accurately, because the autofocusing and zooming are both handled by a single mechanism. The on-off switch and the zooming device are controlled by the left hand, while the right hand powers the shutter-release button.
+Before you buy a new summer camera, it may be worth examining these two. With either, you can travel light, and maybe foil street thieves looking for more obvious pickings.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+Big+Features+In+Small+Packages&title=New+York+Times&issn=03624331&date=1993-05-16&volume=&issue=&spage=A.19&au=Durniak%3B%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 16, 1993","The Infinity Stylus Zoom weighs about half a pound and is 4.9 inches long, 2.5 inches high and 1.8 inches deep. The list price is $325. Much of the versatility in the new Stylus comes from the design of the lens and the electronic flash. The lens zooms from 35 millimeters to 70 millimeters (f/4.5 to f/6.9) and focuses from two feet to infinity. When the lens is fully extended and the flash is popped up, the camera looks twice as big as when closed. The camera also has weather proofing that protects it from splashes coming from any direction. The lens barrel has a waterproof repellent that pushes water drops away as the lens moves back and forth. With all its features, the Infinity Stylus Zoom is still the lightest camera in its class. The Olympus IS-2 camera, with a list price is $800, is 4.6 inches wide, 3.6 inches high, and 6.1 inches deep, from the front of the lens to the back of the camera. It has the styling of equipment that belongs in the hands of an astronaut. All controls are at the photographer's finger tips for a quick response to any picture situation. An accessory called a grip strap will hold the camera extra steady.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 May 1993: A.19.",11/15/17,"New York, N.Y.",,"Durniak; , John",New York Times Company,,Newspapers,429050738,"United States, New York, N.Y.",English,16-May-93,"PHOTOGRAPHY; CAMERAS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+The Brew-It-Yourself Cappuccino,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/brew-yourself-cappuccino/docview/428665287/se-2?accountid=14586,"With the increased availability of espresso and cappuccino in restaurants and with the proliferation of coffee bars, the taste for strong, Italian-style coffee is bound to become so compelling that more and more people will want to make good espresso at home. It takes special equipment.
+A wide variety of espresso-making equipment is on the market, from a small, old-fashioned stove-top pot for about $20 to a commercial-quality electric import at about $1,000. The choices have to do not only with budget but with ease of operation, degree of automation and quality and consistency of the coffee.
+The dark-roasted, finely ground coffee beans used for espresso actually have less caffeine than regular coffee beans because the dark roasting burns off some of the volatile caffeine.
+Real espresso is made by extracting the essence of ground coffee under steam pressure, producing a cup of coffee topped with a layer of dense beige foam or ""crema."" The richly concentrated, slightly bitter flavor of the espresso should have a haunting suggestion of sweetness in the aftertaste.
+Cappuccino is espresso topped with milk that has been foamed by steam to a dense froth. A Lack of Steam
+Most of the smaller espresso makers do not have steam pressure.
+Stove-top espresso makers are in that category. They also take coarser ground coffee than electric espresso machines, so the flavor of the espresso they produce is less concentrated. But they are the cheapest kind of espresso maker to buy. Most of them lack a steaming spigot for frothing milk for cappuccino.
+As for electric espresso machines, the least expensive are those that operate more or less like stove-top coffee makers with boilers to produce the steam. Most of the newer electric machines now have settings to switch the function from brewing coffee to steaming milk. They cost $60 to $100. Small and constructed mostly of plastic, they are light in weight, making it a little more difficult to fasten the basket of ground coffee tightly to the machine.
+These electric machines have the advantage of being able to make up to four cups at a time, and they usually come equipped with a small carafe. But after the espresso is made, a knob on the water chamber must be turned to release excess steam, and more water usually cannot be added to make additional espresso until any water in the chamber has cooled down.
+The small machines make decently strong espresso, but the coffee lacks full concentration and does not have that distinctive layer of crema.
+Braun, Gaggia, Krups, Maxim and Salton all produce these mini-espresso machines.
+Other models more closely resemble commercial espresso makers because they have a pump system to force the steam through the ground coffee. A disadvantage of these machines is that they cannot make espresso in quantity; one or two one-and-a-half-to-two-ounce singles or a three-to-four-ounce double is the maximum capacity for each basket of ground coffee. But, because of the pump, the product is concentrated and topped with crema. Buttons or Levers
+Some pump-system machines have a lever handle that must be moved up and down several times to extract the coffee. These take practice to use but are generally a little less expensive than the newer automatic pump machines that are operated simply by pushing buttons.
+The lever-operated machines have steamers for making cappuccino, are usually imported from Italy (brands include Cremina, Gaggia and Olympia) and generally cost $300 to $400. These machines are heavy, made mostly of metal.
+Push-button machines made by Braun and Krups, among others, are priced at $375 and up. The Italian ones are around $500. These machines are easy to fill with water, have effective steaming nozzles for milk and take less skill to operate than a lever pump.
+Newer models coming on the market are even more automated, with microchip technology that takes the guesswork out of brewing by stopping the flow of coffee when a cup is made. These often have additional features like a warming tray for the cups and built-in tamper to press the ground coffee into the basket. They run $500 to $600, and up to $1,000 for some Italian models. Elminating the Mess
+Krups has also introduced a pump machine that takes prepacked capsules of ground coffee, so the little basket does not have to be filled with loose ground coffee each time. This machine is more convenient and much less messy to use. And it eliminates the problem of having coffee that is unevenly ground, too finely ground or tamped too tightly. The price is more than $400 and the capsules cost around 40 cents a cup. The machine also makes regular coffee.
+As for steaming milk for cappuccino, it takes a little practice with all the machines. Equipment with a steaming nozzle that swivels is somewhat more convenient to use.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Brew-It-Yourself+Cappuccino&title=New+York+Times&issn=03624331&date=1992-09-26&volume=&issue=&spage=1.46&au=Fabricant%2C+Florence&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 1992","Stove-top espresso makers are in that category. They also take coarser ground coffee than electric espresso machines, so the flavor of the espresso they produce is less concentrated. But they are the cheapest kind of espresso maker to buy. Most of them lack a steaming spigot for frothing milk for cappuccino. As for electric espresso machines, the least expensive are those that operate more or less like stove-top coffee makers with boilers to produce the steam. Most of the newer electric machines now have settings to switch the function from brewing coffee to steaming milk. They cost $60 to $100. Small and constructed mostly of plastic, they are light in weight, making it a little more difficult to fasten the basket of ground coffee tightly to the machine. Other models more closely resemble commercial espresso makers because they have a pump system to force the steam through the ground coffee. A disadvantage of these machines is that they cannot make espresso in quantity; one or two one-and-a-half-to-two-ounce singles or a three-to-four-ounce double is the maximum capacity for each basket of ground coffee. But, because of the pump, the product is concentrated and topped with crema. Buttons or Levers","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1992: 1.46.",11/15/17,"New York, N.Y.",,"Fabricant, Florence",New York Times Company,,Newspapers,428665287,"United States, New York, N.Y.",English,26-Sep-92,COFFEE,New York Times,NEWSPAPER,,,,,,,
+Market Place; Designing Tools For the Designers,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-designing-tools-designers/docview/428545185/se-2?accountid=14586,"IN the $1.63 billion market for mechanical computer-aided design software, the Parametric Technology Corporation, with just under $50 million in 1991 revenues, barely makes the top 10 vendor list.
+But in the four years since Parametric shipped its innovative Pro/Engineer product, the company has helped rewrite the rules in the critical high-tech arena known as CAD/CAM, or computer-aided design/computer-aided manufacturing. During the same period, it experienced explosive growth in revenues and profits.
+Such analysts as Harvey C. Allison of Alex, Brown & Sons and Laura Conigliaro of Prudential Securities, say that the market leaders, I.B.M. and Prime Computer's Computervision unit have stagnated in this software niche and are now struggling to keep pace with Parametric.
+""For the last two years, no one has introduced a new mechanical-design product without making the assertion that it would hurt Parametric,"" Mr. Allison said. ""But no one is catching them. They are having an easier time winning benchmark tests, not harder.""
+Mechanical-design automation software, a subset of CAD/CAM, is used extensively by design and manufacturing engineers in building everything from telephones to airplanes. CAD/CAM, introduced nearly 20 years ago, allows designers to simulate a prototype of a product on the computer. But the computer models are difficult to change, and often a designer must create a completely new prototype if significant revisions are desired -- a time-consuming and costly process.
+Parametric's software, conceived in 1985 by an emigre Russian mathematician named Samuel P. Geisberg, the company's chairman, was designed to accommodate changes and give engineers the flexibility to do ""what if"" overhauls of designs, much as users of an electronic spreadsheet can easily revise financial data. Parametric customers are frequently able to halve their mechanical design time, analysts say.
+Motorola Inc., for example, recently used Parametric software to design its Micro Tac personal cellular telephone in 9 months instead of the usual 18, creating a phone half the size of Motorola's previous models.
+Unlike its competitors, which sell software specifically for their own computers, Parametric has based its software on the industry's Unix standard, allowing it to run on a variety of popular, high-powered work stations.
+Analysts say Parametric's software is easier to use than its competitors' products, offers more features and is priced significantly below competing brands. A typical Parametric software setup sells for about $20,000.
+""That's a pretty good combination, particularly coming at a time when its main competitors are not doing very well,"" said Gisella Wilson, a consultant with the International Data Corporation in Framingham, Mass.
+Parametrics has grown 75 to 80 percent annually since 1988 with revenues climbing from $3 million to an estimated $80 million in fiscal 1992, which ends in September. For the second quarter, ended March 28, net income was $4.7 million, nearly double the $2.4 million earned in the year-earlier period. The company's expanding customer list includes Harley Davidson, Texas Instruments, Motorola, Digital Equipment and Hughes Aircraft.
+Since Parametrics went public in 1989, earnings have more than doubled every year, and its stock price leaped more than eight-fold from an original offering price of $4, adjusted for two stock splits, to yesterday's close of $35.25 in over-the-counter trading. Parametric, moreover, is beginning to expand into lucrative markets in Europe and Japan, where analysts see strong growth potential.
+Ms. Conigliaro expects revenues to jump to more than $175 million by the end of fiscal 1994 from $44.7 million in fiscal 1991. ""Their earnings numbers keep surprising us on the upside,"" she said.
+Steven C. Walske, president and chief executive, acknowledges that Parametric's revenues represent a tiny percentage of the overall CAD/CAM market, but he says that the company is currently third in annual number of units shipped and expects to be first within a year.
+Ms. Wilson cautioned that Parametric's competitors -- including Prime's Computervision, the current industry leader, and others like the Intergraph Corporation -- are planning product offerings aimed squarely at Parametric. ""Their competitors have been in the market for a long time and have the customer base to build on,"" she said.
+Prime, in an effort to extricate itself from a debt crisis, initiated a public offering of Computervision last week that is intended to let the company compete once again as a CAD/CAM software vendor, free of the troubled hardware side of the business. The move is expected to allow Computervision to regain some of its technical momentum. With $366 million in revenues, according to International Data, Computervision remains the market leader.
+Mr. Walske said Parametric's most pressing concern was becoming enamored of its own press notices. ""Hubris can kill us,"" he said, ""as it has done to other start-ups."" He said he did not fear an acquisition attempt because the company's market valuation of $1 billion was too high.
+Mr. Walske said he expected Parametric to go it alone and grow to $500 million in annual sales within five years. ""The opportunity is there,"" he said. ""We just have to continue to execute.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Designing+Tools+For+the+Designers&title=New+York+Times&issn=03624331&date=1992-06-18&volume=&issue=&spage=D.10&au=Rifkin%2C+Glenn&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 18, 1992","Parametric's software, conceived in 1985 by an emigre Russian mathematician named Samuel P. Geisberg, the company's chairman, was designed to accommodate changes and give engineers the flexibility to do ""what if"" overhauls of designs, much as users of an electronic spreadsheet can easily revise financial data. Parametric customers are frequently able to halve their mechanical design time, analysts say. Ms. [Gisella Wilson] cautioned that Parametric's competitors -- including Prime's Computervision, the current industry leader, and others like the Intergraph Corporation -- are planning product offerings aimed squarely at Parametric. ""Their competitors have been in the market for a long time and have the customer base to build on,"" she said. Mr. [Steven C. Walske] said Parametric's most pressing concern was becoming enamored of its own press notices. ""Hubris can kill us,"" he said, ""as it has done to other start-ups."" He said he did not fear an acquisition attempt because the company's market valuation of $1 billion was too high.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 June 1992: D.10.",11/15/17,"New York, N.Y.",,"Rifkin, Glenn",New York Times Company,,Newspapers,428545185,"United States, New York, N.Y.",English,18-Jun-92,,New York Times,NEWSPAPER,,,,,,,
+I.B.M. and American Air in Aeroflot Deal,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-b-m-american-air-aeroflot-deal/docview/428456076/se-2?accountid=14586,"I.B.M. and American Airlines, which teamed up 25 years ago to create the airline industry's dominant computer reservation system, are working together again on a deal to build such a system for Aeroflot, the world's largest airline.
+For I.B.M. and American, the Aeroflot contract could eventually translate into more than $100 million in revenues and a big foothold for American's Sabre system in the highly competitive international computer reservations business.
+Sabre, an advanced computerized system for handling reservations, tracking passengers and issuing tickets and boarding passes, changed the face of air travel in the United States and now handles more than 40 percent of computer reservations.
+For five months, teams of business analysts and engineers from Aeroflot, most of which is based in Russia, have been receiving training at American's Fort Worth headquarters on using Sabre. And 18 Russian engineers are at American studying English and software programming. A third group of Aeroflot officials is scheduled to arrive next week. For its part, American has already committed 100 employees to the project.
+When it is installed in many former Soviet republics, Sabre is expected to radically improve the nightmarish air travel system for an estimated 150 million passengers a year.
+""It will bring Aeroflot from the Stone Age to the 20th century,"" said Boris Glasser, a Russian emigre and American's director of European business.
+Mr. Glasser, who spent the first 22 years of his life in St. Petersburg before coming to the United States, described Russian air travel as a morass of endless lines, lost reservations and canceled flights. ""Nothing works,"" he said. ""The computer is always down. I once waited for three days at the airport. Aeroflot is the reason I left the Soviet Union."" No Way to Track Seats
+In 1990, Aeroflot reportedly had to turn away 30 percent of its ticketed passengers because there were no seats. The airline simply had no way to track the seats it sold. Tickets are not sold at the airport, only at downtown locations in Moscow and other cities. The ticket, according to George Van Derven, president of transportation automation services, a division of American's information services company, simply allows a traveler to stand on line at the airport where seats are given first to V.I.P.'s and foreigners and then provided first come, first serve to everyone else.
+The concepts of advance reservations, seat assignments and boarding passes are simply nonexistent. And conditions since the breakup of the Soviet Union have only worsened, Mr. Van Derven said. ""Sometimes there is no fuel, flights are canceled,"" he said.
+The project, which began 18 months ago when I.B.M. won the contract from Aeroflot, is being hampered by political and economic uncertainty and confusion on exchange rates. But an I.B.M. spokesman said the company, which had already poured ""significant money"" into the project, is committed to making it work and is optimistic that the financing will be made available. The project is being coordinated by I.B.M.'s trade development office in Vienna.
+""Getting Sabre into Russia is a big plus for American,"" said Daniel Kasper, director of transportation practice at Harbridge House, a Boston-based management consulting firm. ""By getting Aeroflot, they are getting a whole virgin market."" Easier Travel Seen
+For United States travelers, the system will eventually make it far easier to make air travel arrangements within the former Soviet Union. Travelers, for example, will be able to book flights on Aeroflot through travel agents here.
+While I.B.M. is pressing to solve the financial problems, American, acting as a subcontractor, is moving ahead on schedule. If the economic obstacles can be overcome, the project would take up to two years to complete, although the I.B.M. spokesman said computer hardware for the initial phase could be installed in a matter of months.
+Mr. Van Derven, who has been American's catalyst on the project, said he had convinced Robert Crandall, American's chairman, of the value of the project by explaining that such a venture would give American access to a market with 300 million people and one-fifth of the world's land mass. He has shuttled back and forth to Moscow and the republics establishing ties to key Aeroflot personnel to make the project move ahead.
+From a technical standpoint, the transfer of Sabre to Aeroflot is moving smoothly, Mr. Van Derven said, adding that the Russian programmers were ""superintellectuals"" who were quickly picking up the nuances of the complex system. American is intent on making the Russians self-sufficient in running the system and the engineers training in Texas will remain in the United States to work as members of actual American Airlines technical crews in Fort Worth or Tulsa, Okla.
+Photograph American Airlines and I.B.M. are working to integrate Aeroflot, the world's largest airline, into American's Sabre computerized reservations system. Aeroflot employees received training yesterday at American's Fort Worth headquarters on Sabre operations. (Jarold Cabluck for The New York Times) (pg. D6)
+Graph ""The Reservation Pie"" shows the percentage of U.S travel agents that use the four airline reservation systems and the owners of those systems. (Source: American Airlines) (pg. D6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.B.M.+and+American+Air+in+Aeroflot+Deal&title=New+York+Times&issn=03624331&date=1992-04-23&volume=&issue=&spage=D.1&au=Rifkin%2C+Glenn&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 23, 1992","The project, which began 18 months ago when I.B.M. won the contract from Aeroflot, is being hampered by political and economic uncertainty and confusion on exchange rates. But an I.B.M. spokesman said the company, which had already poured ""significant money"" into the project, is committed to making it work and is optimistic that the financing will be made available. The project is being coordinated by I.B.M.'s trade development office in Vienna. ""Getting Sabre into Russia is a big plus for American,"" said Daniel Kasper, director of transportation practice at Harbridge House, a Boston-based management consulting firm. ""By getting Aeroflot, they are getting a whole virgin market."" Easier Travel Seen American Airlines and I.B.M. are working to integrate Aeroflot, the world's largest airline, into American's Sabre computerized reservations system. Aeroflot employees received training yesterday at American's Fort Worth headquarters on Sabre operations. (Jarold Cabluck for The New York Times) (pg. D6)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Apr 1992: D.1.",11/15/17,"New York, N.Y.",RUSSIA,"Rifkin, Glenn",New York Times Company,,Newspapers,428456076,"United States, New York, N.Y.",English,23-Apr-92,"AIRLINES AND AIRPLANES; RESERVATIONS (AIRLINES, HOTELS, ETC); CONTRACTS; DATA PROCESSING (COMPUTERS); JOINT VENTURES AND CONSORTIUMS",New York Times,NEWSPAPER,,,,,,,
+IDEAS & TRENDS; Customers Feeling Less Than Friendly To Friendly Bankers,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ideas-trends-customers-feeling-less-than-friendly/docview/428390900/se-2?accountid=14586,"Several weeks ago, with a record number of homeowners seeking new mortgages to take advantage of low interest rates, Bank of America imposed a hefty new fee on refinancing applications in California. To the San Francisco-based bank, which was struggling to keep up with the immense demand for refinancing, the fee was a reasonable way to discourage all but serious customers from applying, especially since the fee would be applied to the transaction's closing costs or refunded if the loan was rejected.
+But to many consumers, the fee -- 1.5 percent of the loan amount, up to a maximum of $3,000 -- was yet another example of arrogance and high-handedness at financial institutions. ""It's outrageous,"" said Ken McEldowney, executive director of Consumer Action, a consumer advocacy group in San Francisco. ""In the eyes of the consumer, the bank is saying, 'We're so big that you don't have a choice, and if you want to do business with us, you'll have to toe the line.' ""
+Indeed, despite some overall success by banks in improving their service, the relationship between customers and financial institutions often seems more tenuous, and sometimes more hostile, than ever before.
+Consumers have plenty to gripe about. Their local savings and loan may well have failed, and they are paying with tax dollars for the $300 billion bailout of the industry. Their bank may well have merged with another, often forcing them to do business with a company they did not choose, or cope with a local branch closing.
+People pay $20 or more in some cases for bouncing a check. Many are still paying a 20 percent interest rate on their credit-card balances, even though general interest rates, and the rates paid on savings accounts, are the lowest in decades. And if they have tried to refinance a mortgage recently, as hundreds of thousands of homeowners have, they probably found the process slow and expensive. ""There is no question that there is anger on the part of consumers towards financial services companies,"" Mr. McEldowney said.
+The growing resentment comes at a time when banks need customers more than ever. ""Service quality is very much on the minds of most of the bankers I talk to,"" said Joe Belew, president of the Consumer Bankers Association, a trade group in Washington. ""Banks are trying to serve their customers better because there is more competition out there. Detroit makes auto loans and the phone company offers a credit card. Consumers have more choices than ever before.""
+Banks have also been motivated to treat customers better because retail banking -- selling savings and checking accounts, credit cards and loans to consumers -- is a far more attractive business right now than most other aspects of banking. That has remained true even though many banks, including Citibank, have recently been troubled by recession-inspired problems with consumer loans. Loans to real-estate developers have proven to be a disaster in recent years. Big corporations have increasingly eschewed bank loans, opting instead to raise money on Wall Street or by issuing their own paper. And banks in this country learned that loans to foreign countries were too risky. Customers vs. Cutbacks
+The drive for customer service, however, has often run head on into the push by banks to reduce their costs by closing branches, laying off workers and encouraging sometimes reluctant consumers to use teller machines instead of tellers. A number of years ago Citibank barred all customers in New York with balances of under $5,000 from using human tellers, relegating them to the cold if perhaps more efficient and cost-saving world of automation. The move infuriated customers, and Citibank was forced to reopen its teller lines to everyone.
+A survey done last year for The American Banker newspaper by the Gallup Organization found that 66 percent of those surveyed were ""very satisfied"" with their financial institutions. The results suggested that customer satisfaction was increasing after having declined several years earlier.
+Richard Beebe, a spokesman for Bank of America, said the bank now gives bonuses to branch employees based in part on service quality. Training procedures now stress the importance of calling customers by name, knowing the banks' services and being courteous.
+So why did Bank of America slap new fees on refinanced mortgages? To improve service, Mr. Beebe said. The bank has been overwhelmed with applications, he said, and much of the work going into processing them is for naught when customers choose to go somewhere else for a loan, or to wait a little longer to see if rates drop further.
+""People expect when they go into any kind of home-loan transaction that it will take some time. But when the system gets as full as it is now, it takes longer and longer, and people get frustrated,"" Mr. Beebe said. ""We want to direct our resources to customers who are most serious about refinancing with us so we can provide them the highest level of service.""
+Consumer advocates say that many other banks have set much more moderate fees for the same purpose. They also wonder about how the bank will treat its customers during and after its pending $4 billion merger with the Security Pacific Corporation of Los Angeles, the largest banking merger to date. Bank of America has not provided any details yet, but the merger is expected to involve large-scale branch closings and the layoff of thousands of employees from the combined companies.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IDEAS+%26amp%3B+TRENDS%3B+Customers+Feeling+Less+Than+Friendly+To+Friendly+Bankers&title=New+York+Times&issn=03624331&date=1992-02-16&volume=&issue=&spage=A.6&au=Stevenson%2C+Richard+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 16, 1992","To many consumers, the fee -- 1.5 percent of the loan amount, up to a maximum of $3,000 -- was yet another example of arrogance and high-handedness at financial institutions. ""It's outrageous,"" said Ken McEldowney, executive director of Consumer Action, a consumer advocacy group in San Francisco. ""In the eyes of the consumer, the bank is saying, 'We're so big that you don't have a choice, and if you want to do business with us, you'll have to toe the line.' "" The growing resentment comes at a time when banks need customers more than ever. ""Service quality is very much on the minds of most of the bankers I talk to,"" said Joe Belew, president of the Consumer Bankers Association, a trade group in Washington. ""Banks are trying to serve their customers better because there is more competition out there. Detroit makes auto loans and the phone company offers a credit card. Consumers have more choices than ever before."" ""People expect when they go into any kind of home-loan transaction that it will take some time. But when the system gets as full as it is now, it takes longer and longer, and people get frustrated,"" Mr. [Richard Beebe] said. ""We want to direct our resources to customers who are most serious about refinancing with us so we can provide them the highest level of service.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Feb 1992: A.6.",11/15/17,"New York, N.Y.",,"Stevenson, Richard W",New York Times Company,,Newspapers,428390900,"United States, New York, N.Y.",English,16-Feb-92,BANKS AND BANKING; FINANCES,New York Times,NEWSPAPER,,,,,,,
+Camera,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera/docview/428265718/se-2?accountid=14586,"AuthorAffiliation John Durniak is a freelance writer, editor and consultant on photography.
+To avoid failing in the marketplace, most new cameras have to offer something for everybody. Manufacturers hope to do the virtually impossible: appeal to both the beginner and the expert. The ideal product would be easy to use for the amateur with absolutely no knowledge of photography, and a challenge for the expert who knows it all.
+With these concerns in mind, Leica, Konica and Nikon have each introduced a new camera recently. Together, they demonstrate that as technology advances the art of camera design, cameras become harder to choose but easier to use.
+The new Leica Mini, which follows the fully automatic Leica AF-C1, is a second step toward a new market of amateurs, as well as professionals who want a small but good, easy-to-carry camera. It is smaller and simpler than the AF-C1, which was introduced a year and a half ago.
+Over the past 50 years, professionals have used Leicas to produce the best in photographic fine art and journalism. Here's how the manufacturer describes its newest model: ""Fully automatic, super compact mini-camera with Leica Lens Elmar f/3.5/35 mm. For photographic notes and superb snapshots. The ideal Leica for the whole family.""
+For the expert, that means a camera with a Leica body and an Elmar lens. The Leica design comes from Germany, but the camera is manufactured in Japan. Another plus for this camera is that Leica has an strong reputation for quality control.
+The Leica package comes with an impressive portfolio, including a detailed instruction book. The list price for the Leica Mini is $415 ($450 with a data back feature, which prints the shooting date on the picture).
+Konica felt so strongly about its new line -- featuring the Aiborg 35-millimeter compact ($510) -- that it rented the Meadowlands Stadium in New Jersey in September to announce it. Konica describes the design as ""futuristic, black, ellipsoidal."" Most people do a double take on seeing the Aiborg for the first time, since it looks like something out of Darth Vader's world.
+This is a pocket-sized camera (6 by 3 1/2 by 3 inches) with autofocusing. Its zoom lens is packed with new features. It is billed as the first camera to include a ""moving-frame auto-focusing system."" By using the zoom/focus field button to manipulate the image in the viewfinder, the photographer can determine which area of the picture should receive focus priority.
+Another compelling feature is that it has automatic parallax compensation for close-up work. As the camera closes in on the subject, an auto-focus frame changes electronically to show what the camera is seeing.
+It is hard to believe that a camera this small has a built-in zoom lens that runs from 35 to 105 millimeters and 19 preprogrammed settings for different kinds of photography -- night scenes, portraits, shooting from a television screen, one-push multiple exposure, spot metering, montage backlighted subject, contrast control, montage, long exposure control and time lapse -- and seven flash controls. The built-in flash recharges in about four seconds.
+In terms of what the Nikon 5005 has to do -- compete against the best-selling 35-millimeter camera, the Canon Rebel -- it should be named ""the Rebel fighter.""
+Nikon is marketing the 5005 for the same audience as the Rebel: ""beginners who want simple operation, yet are ready for the superior results of a single lens reflex camera with high-quality interchangeable lenses . . . advanced automation and creative control."" The list price is $485. These are among its features:
+*An auto-exposure lock button. By pointing the camera at a scene and then pressing this button, automatic exposure is locked in. The photographer can compose the picture and shoot when ready.
+*An auto-multiprogram, which enables the photographer to use the 5005 like a point-and-shoot camera.
+*A dial for the shutter speed and another for the aperture. These are set conveniently on top of the camera.
+*Built-in, pop-up flash. When light is low, the camera will recommend that you use it. The flash does not pop up automatically.
+*A focus selector. A small knob to the right of the lens enables the photographer to switch back and forth from manual to automatic focus.
+*An automatically activated focus tracking system, which works continuously while a subject is moving.
+The 5005 takes just about every Nikkor AF lens and most non-auto-focusing Nikkor lenses.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Camera&title=New+York+Times&issn=03624331&date=1991-11-24&volume=&issue=&spage=A.72&au=Durniak%3B%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 24, 1991","Over the past 50 years, professionals have used Leicas to produce the best in photographic fine art and journalism. Here's how the manufacturer describes its newest model: ""Fully automatic, super compact mini-camera with Leica Lens Elmar f/3.5/35 mm. For photographic notes and superb snapshots. The ideal Leica for the whole family."" For the expert, that means a camera with a Leica body and an Elmar lens. The Leica design comes from Germany, but the camera is manufactured in Japan. Another plus for this camera is that Leica has an strong reputation for quality control. This is a pocket-sized camera (6 by 3 1/2 by 3 inches) with autofocusing. Its zoom lens is packed with new features. It is billed as the first camera to include a ""moving-frame auto-focusing system."" By using the zoom/focus field button to manipulate the image in the viewfinder, the photographer can determine which area of the picture should receive focus priority.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Nov 1991: A.72.",11/15/17,"New York, N.Y.",,"Durniak; , John",New York Times Company,,Newspapers,428265718,"United States, New York, N.Y.",English,24-Nov-91,PHOTOGRAPHY; CAMERAS,New York Times,NEWSPAPER,,,,,,,
+Business Scene; The Case Against Lower Inflation,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-scene-case-against-lower-inflation/docview/428156378/se-2?accountid=14586,"FOR the first time since the late 1980's, inflation is clearly in decline. The most popular inflation measure, the Consumer Price Index, has fallen by more than a percentage point, to an annual rate of less than 3 percent, in the first seven months of 1991. Various other measures also show inflation to be edging down. And that raises the question, should the Government use its powers to push the inflation rate even lower? The consensus, for the moment, is no.
+Economists offer three main reasons. First, trying to reduce inflation from its already relatively low level would come at a high cost in more unemployment and recession. Second, inflation is not a problem as long as prices rise each year by the same predictable percentage. When the inflation rate jumps around, the uncertainty about what prices will do next is disruptive. Or, as William Niskanen, chairman of the Cato Institute, put it: ""A stable 4 percent inflation rate is better than an unstable zero rate that might soon rise.""
+Finally, pushing down the average inflation rate would be much harder on manufacturers than on service companies. Medical care fees, for example, are still rising at an 8.6 percent annual rate, but the General Electric Company could not make a recent price increase stick for its appliances and backtracked as sales fell. If the Government were to succeed in reducing the average inflation rate in this situation, doctors would probably still raise their fees, although not by as much as before, but manufacturers would have to cut prices. For them, the Government's strategy would be deflationary.
+""You kill off profits when you do this, and with profits, new investment also goes, and that reduces potential economic growth,"" said Peter L. Bernstein, an economic consultant. ""You never get the economy out of the woods.""
+The inflation-fighting process explains why manufacturers bear the brunt. The Government's main agent in fighting inflation is the Federal Reserve, which tries to keep interest rates high enough so that people will be discouraged from financing new refrigerators, cars or homes. The recession that began last July, with its weak demand and falling production, was a byproduct of this anti-inflation effort. But the impact is always uneven.
+The demand for refrigerators, cars or houses, and therefore their prices, is much more affected by interest rates on loans than are medical fees or the prices of other services. Whatever the cost of borrowing, medical fees tend to get paid, although they rise. Health insurance, Medicaid and Medicare sustain the demand.
+Some inflation, then, ""greases the wheels of the economy"" for manufacturers, and also for wage earners, said Alan Blinder, a Princeton University economist. Rising prices for gasoline or haircuts means that a $400-a-week wage can lose purchasing power without having to be cut from $400. With zero inflation, the same loss in purchasing power requires a wage cut and ""people scream about cuts in their nominal wages,"" Professor Blinder noted.
+Still, the case for pushing down the inflation rate to zero, or nearly zero, attracts many followers. They acknowledge, for example, that a 4 percent inflation rate would be no more damaging to the economy than a 1 percent annual rise -- if the 4 percent rate remained steady and predictable. But 4 percent inflation is, by definition, hard to maintain, they say, and is therefore unpredictable. For that reason, the anti-inflationists prefer to aim for zero inflation, which they say is easier to maintain than 4 percent. ""Price-level stability, popularly called zero inflation, is superior to inflation-rate stability,"" W. Lee Hoskins, president of the Federal Reserve Bank of Cleveland, wrote recently.
+Those who invest in Treasury securities and corporate bonds also tend to favor zero inflation, because inflation reduces the purchasing power of the money they have tied up in these securities. And then there is the argument that downward pressure on inflation forces companies to be more efficient and productive. If General Electric cannot raise refrigerator prices, it tries to preserve profit margins in the face of rising labor costs through automation, layoffs and new procedures.
+Manufacturers generally respond more quickly than service companies to the anti-inflation prod, but lately the service sector, too, seems to be pushing for efficiencies, mostly through layoffs, as obtaining price increases becomes more difficult.
+It is this behavior that demonstrates the problem in pushing inflation down too hard: Falling employment levels can prolong a recession or make a recovery very weak. ""To achieve zero inflation,"" Paul R. Krugman, an economist at the Massachusetts Institute of Technology, said in a recent article, ""the Fed would probably have to engineer a recession that would keep the average rate of unemployment at 7.5 percent for the next five years.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Scene%3B+The+Case+Against+Lower+Inflation&title=New+York+Times&issn=03624331&date=1991-08-27&volume=&issue=&spage=D.2&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 27, 1991","Some inflation, then, ""greases the wheels of the economy"" for manufacturers, and also for wage earners, said Alan Blinder, a Princeton University economist. Rising prices for gasoline or haircuts means that a $400-a-week wage can lose purchasing power without having to be cut from $400. With zero inflation, the same loss in purchasing power requires a wage cut and ""people scream about cuts in their nominal wages,"" Professor Blinder noted. Still, the case for pushing down the inflation rate to zero, or nearly zero, attracts many followers. They acknowledge, for example, that a 4 percent inflation rate would be no more damaging to the economy than a 1 percent annual rise -- if the 4 percent rate remained steady and predictable. But 4 percent inflation is, by definition, hard to maintain, they say, and is therefore unpredictable. For that reason, the anti-inflationists prefer to aim for zero inflation, which they say is easier to maintain than 4 percent. ""Price-level stability, popularly called zero inflation, is superior to inflation-rate stability,"" W. Lee Hoskins, president of the Federal Reserve Bank of Cleveland, wrote recently. It is this behavior that demonstrates the problem in pushing inflation down too hard: Falling employment levels can prolong a recession or make a recovery very weak. ""To achieve zero inflation,"" Paul R. Krugman, an economist at the Massachusetts Institute of Technology, said in a recent article, ""the Fed would probably have to engineer a recession that would keep the average rate of unemployment at 7.5 percent for the next five years.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Aug 1991: D.2.",11/15/17,"New York, N.Y.",,"Uchitelle, Louis",New York Times Company,,,428156378,"United States, New York, N.Y.",English,27-Aug-91,UNITED STATES ECONOMY; PRICES,New York Times,NEWSPAPER,,,,,,,
+Stamps,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/stamps/docview/427925989/se-2?accountid=14586,"The rise in postal rates on Feb. 3 offers an offbeat opportunity to put together a mini-collection of commercial envelopes with what are known as false frankings. Such frankings occur when the amount of postage shown is inappropriate or outdated. The United States Postal Service permits such false frankings to allow bulk mailers to use up their supplies of older stamps and to reduce somewhat the demand for new stamps for the higher rates.
+This is the way it works:
+A bulk mailer's fees depend on how much of the Postal Service's work the mailer has done. Bulk mail got its name because fees are calculated by the pound rather than by the piece. The per-pound price permits each piece to weigh over 3 ounces. Usually at least 200 pieces must be mailed in one batch.
+Discounts are available if a lot of the mail is going to one post office, or if the mailer has already sorted the mail by ZIP code. Further discounts are available if the mail is sorted by carrier routes within ZIP codes.
+All these rates are lower still if the mailer is a nonprofit organization. For example, the current rate for a commercial organization that sorts its mail by ZIP code comes to 13.2 cents a piece.
+The new rate is to be 16.5 cents, one of more than 100 new bulk-mail rates for which no current stamps exist.
+Nor is there likely to be a 16.5-cent stamp for at least two months. Thus the mailer may simply use the 13.2- cent stamps in stock and pay the postmaster the difference at the time of mailing. (A higher denomination stamp could also be used -- there is a 16.7-cent stamp -- and the postmaster would refund the difference.)
+Before the boom in bulk mail, postmasters would often mark the envelopes bearing the ""wrong"" stamps to note that the added postage had been paid or a refund made.
+There is a great variety of these handstamps and they are eagerly sought by collectors, since many such third-class envelopes were discarded by recipients.
+The volumes now do not permit such markings so the dating of the covers becomes crucial. Bulk mail is not routinely run through a canceling machine, so the covers usually will not bear dates to show that a 13.2-cent stamp, for example, was used after Feb. 3.
+Without any such official confirmation that the stamp used was inappropriate, the collector must save the contents of the envelope and these must be dated. Such dates might be found on covering letters; some advertisements carry sales dates.
+If a collector is seeking absolute confirmation about a false franking, in preparing a display for exhibition, for example, the postmaster of the post office where the mailing was made can provide further details.
+For collectors seeking older false frankings, the best list is probably that in ""Linn's Plate Number Coil Handbook,"" by Ken Lawrence, published by Linn's Stamp News, Box 29, Sidney, Ohio 45365. Even in his abridged listing of coil stamps and when they were used, he notes 36 rates over the years for which no stamp was ever printed. (The Postal Service needs at least $3 million in sales to make stamp production worthwhile.)
+For example, the rate on third- class nonprofit bulk mail, with both the ZIP+4 code and the printed bar code at the bottom of the envelope, and sorted by ZIP code, has cost 6.6 cents a piece since April 3, 1988, but the Postal Service has never printed a 6.6-cent stamp.
+Few dealers bother to sort and price false-franked covers, so the best place to look is in the bargain box -- Any Cover in Here/25¦ -- with patience.
+Putting together a collection of false frankings raises another question. Why do bulk mailers even bother with stamps? Surely in this day of automation, it would be cheaper to use printed indicia showing postage paid at the mailer's post office.
+But with the rapid increase in bulk mail -- an increase that has led the public to derogate this material as ""junk mail"" -- mailers have found that recipients are much more likely to open mail with a stamp on it than mail with such printed legends. A goodly number of such recipients in the months to come are likely to be stamp collectors. To reach like-minded collectors, the Modern Postal History Society publishes a newsletter. Membership information: Terence Hinds, Box 629, Chappaqua, N.Y. 10512.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Stamps&title=New+York+Times&issn=03624331&date=1991-01-27&volume=&issue=&spage=A.45&au=Healey%2C+Barth&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 27, 1991","The rise in postal rates on Feb. 3 offers an offbeat opportunity to put together a mini-collection of commercial envelopes with what are known as false frankings. Such frankings occur when the amount of postage shown is inappropriate or outdated. The United States Postal Service permits such false frankings to allow bulk mailers to use up their supplies of older stamps and to reduce somewhat the demand for new stamps for the higher rates. For collectors seeking older false frankings, the best list is probably that in ""Linn's Plate Number Coil Handbook,"" by Ken Lawrence, published by Linn's Stamp News, Box 29, Sidney, Ohio 45365. Even in his abridged listing of coil stamps and when they were used, he notes 36 rates over the years for which no stamp was ever printed. (The Postal Service needs at least $3 million in sales to make stamp production worthwhile.) With the rapid increase in bulk mail -- an increase that has led the public to derogate this material as ""junk mail"" -- mailers have found that recipients are much more likely to open mail with a stamp on it than mail with such printed legends. A goodly number of such recipients in the months to come are likely to be stamp collectors. To reach like-minded collectors, the Modern Postal History Society publishes a newsletter. Membership information: Terence Hinds, Box 629, Chappaqua, N.Y. 10512.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Jan 1991: A.45.",11/15/17,"New York, N.Y.",,"Healey, Barth",New York Times Company,,Newspapers,427925989,"United States, New York, N.Y.",English,27-Jan-91,STAMPS (POSTAL),New York Times,NEWSPAPER,,,,,,,
+Profits Down at Digital and Apple,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/profits-down-at-digital-apple/docview/427841722/se-2?accountid=14586,"LEAD: The Digital Equipment Corporation and Apple Computer Inc. reported yesterday that their earnings had fallen in the latest quarter. Digital's earnings plunged nearly 83 percent, while Apple's were down just under 39 percent.
+The Digital Equipment Corporation and Apple Computer Inc. reported yesterday that their earnings had fallen in the latest quarter. Digital's earnings plunged nearly 83 percent, while Apple's were down just under 39 percent.
+Digital's results were at the high end of Wall Street expectations. Some analysts had predicted it would break even or have a loss. Apple's decline was anticipated as the company slowed production of older models to prepare for the introduction of new lower-priced Macintoshes on Monday.
+Following are details of the companies' results:
+Digital",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Profits+Down+at+Digital+and+Apple&title=New+York+Times&issn=03624331&date=1990-10-19&volume=&issue=&spage=D.19&au=Shapiro%2C+Eben&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 19, 1990","Digital said that the results were ''not satisfactory'' and that the company would continue to cut expenses. For the fiscal year ended June 30, Digital took $550 million in charges to pay for voluntary severance packages. Last year, the company reduced its work force by 1,800. It said yesterday that it was still seeking to reduce its work force of 123,500 by as many as 6,000 employees before next July. Digital had long resisted layoffs, but Mark Steinkrauss, a Digital spokesman, said, ''We can't rule out any line of thinking'' if too few employees accept voluntary severance. ''While we experienced significant revenue and unit growth in our Apple Macintosh computer modular products during fiscal 1990, sales of some of our more established product declined,'' John Sculley, Apple's chairman and chief executive, said in a statement. However, ''gross margins improved dramatically from the prior year due to lower cost components and the favorable effect of a shift in our product mix to higher-margined products.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Oct 1990: D.19.",11/15/17,"New York, N.Y.",,"Shapiro, Eben",New York Times Company,,Newspapers,427841722,"United States, New York, N.Y.",English,19-Oct-90,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+Pastimes; Camera,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pastimes-camera/docview/427844330/se-2?accountid=14586,"LEAD: Photokina, the every-other-year trade show in Cologne, Germany, took place at the beginning of this month, which helps explain why practically every camera and film maker has introduced at least one new product this fall. As usual, the major news was revealed prior to the event. What follows is a summary of the latest and newest culled from a multitude of press briefings and releases.
+Photokina, the every-other-year trade show in Cologne, Germany, took place at the beginning of this month, which helps explain why practically every camera and film maker has introduced at least one new product this fall. As usual, the major news was revealed prior to the event. What follows is a summary of the latest and newest culled from a multitude of press briefings and releases.
+In Cameraland, the newest models are aimed directly at the market's midsection. Nikon, for example, announced the addition of two single-lens reflexes, dubbed the Nikon 6006 and 6000. These state-of-the-art, auto-focusing models fall numerically in between the established Nikon 4004 and 8008 lines, making them good choices for serious or intending-to-be serious amateurs.
+In terms of features, the 6006 and 6000 are closer to the 8008 than the 4004, sharing the 8008's auto-focus module and its ability to bracket exposures on demand. They also incorporate a program that keys shutter speeds to the focal length of the lens. What distinguishes the 6006 from the 6000? The 6006 has a built-in, pop-up flash unit nested in its pentaprism housing.
+Lower down the market ladder, the Nikon Zoom-Touch 400 represents the latest iteration of the company's point-and-shoot line. The camera squeezes such features as multiple-sensor auto focusing and red-eye reduction into a relatively compact package, which includes a 35-to-70-millimeter lens.
+Canon's latest addition to the expanding EOS line is the Rebel, a lightweight, beginner's SLR. Like a lot of entry-level cameras these days, it offers a choice of four pre-programmed exposure modes that are meant to provide ideal settings for specific subjects - namely portraits, landscapes, action and close-ups.
+Leica, one of the most prestigious names in the business, has introduced its own beginner's SLR model, the Leica R-E. It looks like the advanced (and high priced) R5 model, but offers only aperture-priority automation plus manual control. To separate it from the pack, Leica allows the photographer to pick either full-frame or selective-area metering. List price for this bargain: $1,935, body only, which raises an interesting question: Does R-E stand for real easy, or relatively expensive?
+As noted previously here, Olympus has a new ''hybrid'' model in the IS-1, a production sample of which has just arrived on my desk. Yashica has added a new model to its Contax line of SLRs. So who's missing from the list of major SLR makers with new cameras? Minolta, most notably. It's still promising to produce a professional version of its wildly successful Maxxum ''i'' line, but the expected model hasn't arrived yet. For now, the pros will have to keep waiting.
+Yearning for a made-in-the-U.S.A. camera? Besides Kodak, which builds some of its point-and-shoots in Rochester, the only other U.S. manufacturer is Keystone, which has introduced the Easy Shot 700, a dual-lens (35 and 70 millimeters) model that me-too's many of the features found on Japanese cameras.
+Fuji, Japan's largest photographic company, offers a new line of ''Discovery'' point-and-shoot cameras, topped off by the Discovery 3000 Zoom Date. Its weird, flattened body looks like a cross between an underwater camera and a 110 Instamatic. In other respects it is an ordinary, respectable multi-beam, 38-to-115-millimeter camera with the option of a clip-on accessory flash unit.
+Fuji's best news, however, was its announcement that it will begin packaging all its films sold in the United States in paper instead of in plastic containers. Besides eliminating some of the more than 600 million plastic cartridges and caps that now get thrown into the garbage every year, Fuji will use recycled paper for its new, moisture-proof containers.
+Will Kodak soon see the light on this environmentally sensitive issue? (Both companies, to their credit, have started to recycle parts of their ''single use'' cameras, which makes using them much less of a guilt trip.) Fuji and Kodak were relatively quiet on the film front, having knocked themselves out in the last two years with new color-negative and transparency films. Fuji announced Fujicolor Professional HG, a film with an ISO of 400 that is intended for wedding and portrait pros, and expanded its Neopan 400 black-and-white film into 120 format. Kodak introduced two ''Type K'' duplicating films, which are meant to solve the problems associated with making copies of Kodachrome slides.
+The ''other guys'' in Filmland picked up the slack. Agfa's Triad system of variable-saturation films was mentioned in this space a week ago. Konica weighed in with its own series of three new 35-millimeter films, Konica Super SR 100, 200 and 400. These are, of course, said to be ''breakthrough'' films, featuring what Konica calls Clean Multi-Structure Crystal technology. Increased exposure latitude and smaller grain size are reportedly the major benefits.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pastimes%3B+Camera&title=New+York+Times&issn=03624331&date=1990-10-14&volume=&issue=&spage=A.56&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 14, 1990","As noted previously here, Olympus has a new ''hybrid'' model in the IS-1, a production sample of which has just arrived on my desk. Yashica has added a new model to its Contax line of SLRs. So who's missing from the list of major SLR makers with new cameras? Minolta, most notably. It's still promising to produce a professional version of its wildly successful Maxxum ''i'' line, but the expected model hasn't arrived yet. For now, the pros will have to keep waiting. Will Kodak soon see the light on this environmentally sensitive issue? (Both companies, to their credit, have started to recycle parts of their ''single use'' cameras, which makes using them much less of a guilt trip.) Fuji and Kodak were relatively quiet on the film front, having knocked themselves out in the last two years with new color-negative and transparency films. Fuji announced Fujicolor Professional HG, a film with an ISO of 400 that is intended for wedding and portrait pros, and expanded its Neopan 400 black-and-white film into 120 format. Kodak introduced two ''Type K'' duplicating films, which are meant to solve the problems associated with making copies of Kodachrome slides. The ''other guys'' in Filmland picked up the slack. Agfa's Triad system of variable-saturation films was mentioned in this space a week ago. Konica weighed in with its own series of three new 35-millimeter films, Konica Super SR 100, 200 and 400. These are, of course, said to be ''breakthrough'' films, featuring what Konica calls Clean Multi-Structure Crystal technology. Increased exposure latitude and smaller grain size are reportedly the major benefits.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Oct 1990: A.56.",11/15/17,"New York, N.Y.",COLOGNE (GERMANY),"Grundberg, Andy",New York Times Company,,Newspapers,427844330,"United States, New York, N.Y.",English,14-Oct-90,"PHOTOGRAPHY; EXPOSITIONS AND FAIRS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Coal Accord in Doubt as Fines Stand,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/coal-accord-doubt-as-fines-stand/docview/427549043/se-2?accountid=14586,"LEAD: A judge in Virginia refused last night to suspend $64 million in strike fines levied against the United Mine Workers of America, raising doubts that the long, costly and sometime violent walkout against the Pittston Coal Company would end soon.
+A judge in Virginia refused last night to suspend $64 million in strike fines levied against the United Mine Workers of America, raising doubts that the long, costly and sometime violent walkout against the Pittston Coal Company would end soon.
+The union has said that until the fines are lifted it will not ask its membership to vote on a tentative contract agreement reached with Pittston during round-the-clock negotiating sessions Dec. 31.
+But the union's general counsel, Robert Stropp, said in Lebanon, Va., that union leaders would reassess that decision, The Associated Press reported.
+Community Service Proposed",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Coal+Accord+in+Doubt+as+Fines+Stand&title=New+York+Times&issn=03624331&date=1990-02-13&volume=&issue=&spage=A.18&au=AYRES%2C+B+DRUMMOND%2C+Jr&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 13, 1990","Pittston joined the union in court yesterday, reversing its earlier hard line against strikers and arguing that suspension of the fines was justified because of the labor peace that would follow. Some coal industry officials said Pittston was reacting not only to economic pressure but to the union's promise to obey strike laws. The judge, Donald McGlothlin Jr. of Russell County Circuit Court in Lebanon, Va., was unmoved by the union and company arguments, saying they were ''an affront'' to justice and would set a bad precedent for breaking the law in future labor disputes. The company's decision to reverse its stance on union lawbreaking was ''incredible irony,'' he added.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Feb 1990: A.18.",11/15/17,"New York, N.Y.",,"AYRES, B DRUMMOND, Jr",New York Times Company,,Newspapers,427549043,"United States, New York, N.Y.",English,13-Feb-90,COAL; LABOR; STRIKES; FINES (PENALTIES),New York Times,NEWSPAPER,,,,,,,
+Westchester Weekly Desk,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/westchester-weekly-desk/docview/427504891/se-2?accountid=14586,"LEAD: THE Westchester Library System has requested a special appropriation of $175,000 from the county delegation to the State Legislature. Maurice J. Freedman, director of the library system, which is based here, said this amount would offset an expected deficit of $135,000 and also help in some ''under-budgeted'' areas.
+THE Westchester Library System has requested a special appropriation of $175,000 from the county delegation to the State Legislature. Maurice J. Freedman, director of the library system, which is based here, said this amount would offset an expected deficit of $135,000 and also help in some ''under-budgeted'' areas.
+In turning to the state delegation for help, Mr. Freedman said: ''We're a state agency and the county can't bail us out anymore. We're counting on the state to do right by us.''
+A Look at the Financing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Westchester+Weekly+Desk&title=New+York+Times&issn=03624331&date=1990-01-28&volume=&issue=&spage=A.12&au=Hershenson%2C+Roberta&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 28, 1990","Robert J. Trudell, director the Greenburgh Public Library, said that if support for ''the wonderful services'' of the library system did not increase, county libraries would eventually be ''back to the 19th century - cut off from each other.'' And, he added, the library system was not ''crying wolf.'' Mr. Trudell, who is vice president and president-elect of the New York State Library Association, particularly emphasized the importance of centralized book acquisitions to all the libraries in the county. ''If the community libraries had to buy books on their own, the costs would probably increase 1,000 percent,'' he said. Such ''precise and comprehensive'' attention to subject matter - which might he jeopardized by inadequate financing - is ''the essence of a library,'' Mr. Trudell stressed. ''Without that you would just have a pile of books.'' ''You won't see as many books, magazines or circulation of videos,'' Mrs. [Diggett Laurenson] observed. ''There will be bad consequences for all of us if the system doesn't get more money. There are many things clamoring for more funds, but the individual on the street uses the library system.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Jan 1990: A.12.",11/15/17,"New York, N.Y.",WESTCHESTER COUNTY (NY),"Hershenson, Roberta",New York Times Company,,Newspapers,427504891,"United States, New York, N.Y.",English,28-Jan-90,LIBRARIES AND LIBRARIANS; FINANCES,New York Times,NEWSPAPER,,,,,,,
+Metrotech Agrees to Pay $2 Million to Aid Tenants,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/metrotech-agrees-pay-2-million-aid-tenants/docview/427350200/se-2?accountid=14586,"LEAD: In a settlement that keeps one of New York City's largest real-estate projects on schedule, developers of the Metrotech project in downtown Brooklyn said yesterday that they had agreed to pay $2 million in benefits to a group of tenants who are being displaced.
+In a settlement that keeps one of New York City's largest real-estate projects on schedule, developers of the Metrotech project in downtown Brooklyn said yesterday that they had agreed to pay $2 million in benefits to a group of tenants who are being displaced.
+The group, Survive, is the third tenant organization to receive special benefits, with the total believed to be worth more than $6 million. Unlike the other groups, Survive had not filed suit but had negotiated directly with the developer, Forest City Metrotech Associates.
+Metrotech, an office and research complex that is to include eight new buildings on 16 acres, has been the cornerstone of the Koch administration's ''other boroughs'' strategy, an effort to draw commercial development above 96th Street in Manhattan and to the other boroughs.
+Several other commercial projects are planned in downtown Brooklyn, but they are being delayed by litigation and a surplus of new office space in New York City. Other Possible Compensation
+And while the settlement yesterday keeps Metrotech on track, some experts wondered if it would set a precedent in the way that developers deal with displacement and gentrification and whether it would provide new tactics for neighborhood groups that have been growing more powerful and sophisticated across the city.
+The Survive group includes 42 residential and commercial tenants and property owners. The $2 million in benefits is to be paid on top of whatever else its members receive through condemnation of their property or other programs offered by the city and developer, including help in finding new homes and the payment of their moving costs. Through a spokesman, the group declined yesterday to say how its members would divide the $2 million.
+The ground breaking for Atlantic Center, another large project in downtown Brooklyn that would include office towers, retail space, theaters and moderate-income housing, has been blocked since December by a temporary restraining order. Four lawsuits have been filed against the project, one of them charging that it would improperly displace poor residents living nearby.
+Neighborhood groups on the Upper West Side of Manhattan have threatened to sue on similar grounds if Donald Trump is allowed to proceed with Trump City, a project he plans along the Hudson River between 57th and 72d Streets that would include a 150-story condominium and other mammoth structures. Atlantic Center Project
+The principal developer of Metrotech, Bruce Ratner, said the agreement with Survive and the other tenant groups sets a precedent.
+''At the outset of the Metrotech project we pledged to develop a comprehensive relocation program,'' he added. The other groups of displaced tenants received a combination of cash and new apartments renovated by the developer in a former downtown Brooklyn firehouse and a schoolhouse in Prospect Heights.
+Russel Engler, a lawyer with South Brooklyn Legal Services who has filed suit against the developer of the Atlantic Center project, said yesterday that his case involved the threat of displacement of people living near the project site, but not on it.
+''The projects are very much related in that they create the specter of displacing poor people throughout the neighborhood,'' he said. Nonetheless, he added that the intent of his suit, instead of negotiating cash benefits, was to have the size of the Atlantic Center project reduced or require the developer to build more low-income housing nearby.
+Michele de Milly, a spokeswoman for the Metrotech developer, said yesterday that the settlement with Survive cleared the last hurdle for the construction of the largest four buildings in Metrotech. They are to house the headquarters of the Brooklyn Union Gas Company, a major computer and office installation of the Chase Manhattan Bank, the headquarters of the Securities Industry Automation Corporation, which controls data processing for the stock exchanges, and classroom and laboratory space for Polytechnic University.
+Work on the first of the buildings, to house the data processing company, began in March and is to be complete by mid-1990.
+City officials said they expected work to begin this year on Livingston Plaza, another new office building in downtown Brooklyn. The New York City Transit Authority has said it plans to rent part of the 12-story project.
+But a bigger project planned nearby, Rennaissance Plaza, which is to include a hotel and 30-story office tower, suffered a setback in September, when American International Group, a Manhattan insurance concern that had planned sign on as a major tenant, said it had changed its mind.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Metrotech+Agrees+to+Pay+%242+Million+to+Aid+Tenants&title=New+York+Times&issn=03624331&date=1989-09-30&volume=&issue=&spage=1.27&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 30, 1989","Metrotech, an office and research complex that is to include eight new buildings on 16 acres, has been the cornerstone of the Koch administration's ''other boroughs'' strategy, an effort to draw commercial development above 96th Street in Manhattan and to the other boroughs. ''At the outset of the Metrotech project we pledged to develop a comprehensive relocation program,'' he added. The other groups of displaced tenants received a combination of cash and new apartments renovated by the developer in a former downtown Brooklyn firehouse and a schoolhouse in Prospect Heights. ''The projects are very much related in that they create the specter of displacing poor people throughout the neighborhood,'' he said. Nonetheless, he added that the intent of his suit, instead of negotiating cash benefits, was to have the size of the Atlantic Center project reduced or require the developer to build more low-income housing nearby.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Sep 1989: 1.27.",11/15/17,"New York, N.Y.",BROOKLYN (NYC),"Lueck, Thomas J",New York Times Company,,Newspapers,427350200,"United States, New York, N.Y.",English,30-Sep-89,HOUSING,New York Times,NEWSPAPER,,,,,,,
+The Bagel's New York Accent Is Fading,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bagels-new-york-accent-is-fading/docview/427368703/se-2?accountid=14586,"LEAD: THE clash between old and new, tradition and progress, father and son that befell Bell Bagels in the Canarsie section of Brooklyn started when J. J. Bell wanted to experiment with an oven that both steams and bakes bagels, eliminating the step of boiling them before baking. His father, Marty Bell, himself the son of a bagel baker from
+THE clash between old and new, tradition and progress, father and son that befell Bell Bagels in the Canarsie section of Brooklyn started when J. J. Bell wanted to experiment with an oven that both steams and bakes bagels, eliminating the step of boiling them before baking. His father, Marty Bell, himself the son of a bagel baker from Poland, was opposed.
+''It's not the way to make a bagel,'' Marty Bell said, speaking from more than 40 years' baking experience.
+His son said he pleaded, once even on his knees, telling his father, ''You've got to move with the times.''
+The younger generation, prevailing as J. J. Bell ultimately did, is adapting the beloved bagel for a rapidly expanding market. Ridiculed in the past as a concrete doughnut, it is becoming softer and lighter. The hole, its hallmark, is shrinking and could even be extinct soon after the year two-bagel-bagel-bagel.
+The assimilated bagel was designed to appeal to an American public accustomed to soft breads.
+''They're used to hamburger rolls, hot-dog buns and white bread,'' said Broney Gadman, president of Bakery Machinery Distributors of Bohemia, L.I., the company that introduced bagel-steaming equipment in 1982. ''They prefer a less crusty, less chewy, less tough product. As the market expands, bagels will change from a mouth-feel point of view.''
+Mr. Gadman designed the new machinery primarily to simplify the baking process. The original method was time-consuming and required skilled labor. First, the dough was cut into strips and shaped by hand. Then, after being left to rise for two hours, the bagels were thrown into a kettle of boiling water. When they rose to the surface they were removed, laid out on long wooden boards, put in the oven and turned once during baking.
+Now automation can elimate most of those steps. Bakery Machinery Distributors manufactures a machine that shapes the bagels and a rack oven that uses steam to simulate the boiling. In addition, the oven can be used for parbaking, a process similar to parboiling in which bagels are baked until three-quarters done, then frozen and shipped to supermarkets and food service outlets around the country. There they can be heated in an oven on demand and served hot.
+''Parbaking brings fresh, high-quality, New York-style bagels to the customer in Wichita,'' Mr. Gadman said. Bell's new Canarsie plant, for example, ships 17 kinds of parbaked bagels to 32 supermarket chains.
+Purists might object to Mr. Gadman's definition of a New York-style bagel. Many bakers in the metropolitan region are resisting the steam machine. And a few, including Abe Moskowitz of Bagel Oasis at 183-12 Horace Harding Expressway in Flushing, Queens, still shape the bagels by hand.
+''A real bagel has to be handmade,'' said Mr. Moskowitz, 69, a third-generation baker. ''The machine pulverizes the dough. It seems to change the makeup of the bagel. When rubbing the dough by hand, you can't apply that much pressure. If it's soft, it's not a bagel. If you want a soft bagel, buy a roll.''
+Still, Mr. Moskowitz concedes that the old-fashioned bagel disappeared 30 years ago along with coal-fired brick ovens, the kind used by his grandfather in Rumania and later by his father and him.
+Bagels baked in those ovens had the distinctive taste and aroma that coal imparts to bread, and were even tougher and crustier than the ones Mr. Moskowitz bakes today. ''You needed good teeth for those,'' said Mike Edelstein, Mr. Moskowitz's partner.
+Experts like Mr. Edelstein, who worked in the bagel business in Los Angeles, and Mr. Gadman say hard bagels are popular only in places like New York, where there is a strong Eastern European heritage.
+''We chose the steaming process because we felt most new bagel customers would appreciate the mouth appeal of the softer bagel,'' said Lance Rembar, the chief executive officer of Big Apple Baking Company in the Sunset Park section of Brooklyn, which distributes its parbaked bagels to supermarkets in 30 states. ''They are not familiar with it as a traditional, ethnic product centered in New York.''
+The new-found versatility of bagels as a bread product has contributed to another change: the shrinking of the bagel hole. Customers want an unbroken schmear surface. If they order a pizza bagel they do not want the tomato sauce dripping through the hole onto their laps. Restaurants and food service outlets are requesting bagels with little holes or no holes at all.
+Again, purists like Mr. Moskowitz kvetch. ''A bagel comes with a hole,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Bagel%27s+New+York+Accent+Is+Fading&title=New+York+Times&issn=03624331&date=1989-09-06&volume=&issue=&spage=C.13&au=Young%2C+Daniel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Int erest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1989","''They're used to hamburger rolls, hot-dog buns and white bread,'' said Broney Gadman, president of Bakery Machinery Distributors of Bohemia, L.I., the company that introduced bagel-steaming equipment in 1982. ''They prefer a less crusty, less chewy, less tough product. As the market expands, bagels will change from a mouth-feel point of view.'' ''A real bagel has to be handmade,'' said Mr. [Abe Moskowitz], 69, a third-generation baker. ''The machine pulverizes the dough. It seems to change the makeup of the bagel. When rubbing the dough by hand, you can't apply that much pressure. If it's soft, it's not a bagel. If you want a soft bagel, buy a roll.'' ''We chose the steaming process because we felt most new bagel customers would appreciate the mouth appeal of the softer bagel,'' said Lance Rembar, the chief executive officer of Big Apple Baking Company in the Sunset Park section of Brooklyn, which distributes its parbaked bagels to supermarkets in 30 states. ''They are not familiar with it as a traditional, ethnic product centered in New York.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1989: C.13.",11/15/17,"New York, N.Y.",,"Young, Daniel",New York Times Company,,Newspapers,427368703,"United States, New York, N.Y.",English,6-Sep-89,BAKERIES AND BAKED PRODUCTS; MARKETING AND MERCHANDISING,New York Times,NEWSPAPER,,,,,,,
+6 Contractors Say Navy Favors I.B.M. in Bidding,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/6-contractors-say-navy-favors-i-b-m-bidding/docview/427020334/se-2?accountid=14586,"LEAD: Six major computer service companies have accused the Navy of unfair bidding procedures that result in the award of almost every large-scale data processing contract to the same manufacturer - the International Business Machines Corporation.
+Six major computer service companies have accused the Navy of unfair bidding procedures that result in the award of almost every large-scale data processing contract to the same manufacturer - the International Business Machines Corporation.
+The computer companies said the Navy had wasted hundreds of millions of dollars in the last five years by using biased procurement practices, like writing contract specifications, to prevent any real competition with I.B.M. and manipulating the bidding process to guarantee an award to I.B.M.
+The accusations, made in a letter last month to Defense Secretary Frank C. Carlucci, came from the companies' senior executives who are responsible for business with the Government. Their letter specifies examples in which the Navy, in the companies' view, abused the contracting process by not conducting open competition. Procurement Investigation
+The accusations raise new questions about the Pentagon's procurement practices, which are already the subject of a broad investigation by the Justice Department.
+That inquiry, which started last spring, centers on allegations that private military consultants influenced the awarding of billions of dollars in Defense Department contracts by obtaining confidential information from Pentagon officials.
+The complaint by the computer companies also indicates the fierce competition that exists in the Government marketplace: I.B.M. architecture is the standard for general-purpose computing, but companies that make I.B.M.-compatible products, or clones, find it difficult to compete.
+The computer service companies that signed the letter are the Amdahl Corporation, the Memorex Telex Corporation, PacificCorp Capital Inc., the VION Corporation, the Storage Technology Corporation, and NCR Comten. The companies said that together they employ more than 100,000 people. Big Contract Is Suspended
+The companies' complaint comes at a time when the Navy has been soliciting bids for a major contract to modernize the computer equipment in its regional data automation facilities. The contract, valued at $150 million, has been suspended because of a protest by potential bidders on the ground that the contract specifications unfairly favor I.B.M.
+The six computer companies manufacture mainframe computers and related equipment that are compatible with I.B.M.'s System 370 architecture. Many of the companies are system integrators, which means that they assemble the computer hardware, software and services - which often includes some I.B.M. products - for a customer's specific needs. The companies assert that their customers save 20 to 25 percent, compared with what I.B.M. charges.
+''In the commercial marketplace if the customer doesn't want to see you he can slam the door in your face, but the Government is supposed to take away that selling edge and look only for the best value, which the Navy seems uninterested in getting,'' said Sidney M. Wilson, PacificCorp vice president. Navy Preparing Response
+Lieut. Brian Cullin, a spokesman for the Navy, said Friday that it was reviewing the letter addressed to Mr. Carlucci and would respond to it soon. He said that although I.B.M. architecture is used throughout the Navy, it is by no means dominant. Because of time constraints on Friday, the Navy could not say how many data processing contracts it had awarded to I.B.M.
+Representative James J. Florio, a New Jersey Democrat, asked Navy Secretary William L. Ball 3d, in a separate letter last week, to respond to the accusations. Mr. Florio, who is chairman of the House subcommittee on commerce, consumer protection and competitiveness, wrote that he was concerned that discouraging competition among computer service companies would ultimately result in an unhealthy domestic computer industry.
+Mr. Florio's press secretary, John Shure, said Friday that the subcommittee could investigate the matter but that such an inquiry would depend on the Navy's response. ''We are interested in this because it looks as if the Navy, by not casting a wide enough net for suppliers, is not guaranteeing the taxpayer the best price,'' he said. Statement From I.B.M. Mark Holcomb, a spokesman for I.B.M., stated: ''We believe that the contracts referenced in the letter were awarded based on fair and open competition. It would be inappropriate to comment on specific contracts, and we will leave that to the Navy.''
+In their letter to Mr. Carlucci, the computer companies cited a $25 million Navy civilian payroll contract, awarded to a small systems integrator that based its bid on the use of I.B.M. equipment. ''The request for proposals was structured so that only systems integrators bidding all I.B.M. products had any reasonable chance of winning,'' the companies said.
+And the companies said that when a small minority-owned concern, which was supplying the Navy Military Personnel Center with computer equipment, did not recommend I.B.M., the Navy ''ordered the firm to change its recommendation and purchase I.B.M. even though the I.B.M. equipment was priced substantially higher.''
+The companies also gave other examples of what they termed abuses.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=6+Contractors+Say+Navy+Favors+I.B.M.+in+Bidding&title=New+York+Times&issn=03624331&date=1988-12-05&volume=&issue=&spage=B.8&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 5, 1988","Mr. [James J. Florio]'s press secretary, John Shure, said Friday that the subcommittee could investigate the matter but that such an inquiry would depend on the Navy's response. ''We are interested in this because it looks as if the Navy, by not casting a wide enough net for suppliers, is not guaranteeing the taxpayer the best price,'' he said. Statement From I.B.M. Mark Holcomb, a spokesman for I.B.M., stated: ''We believe that the contracts referenced in the letter were awarded based on fair and open competition. It would be inappropriate to comment on specific contracts, and we will leave that to the Navy.'' In their letter to Mr. [Frank C. Carlucci], the computer companies cited a $25 million Navy civilian payroll contract, awarded to a small systems integrator that based its bid on the use of I.B.M. equipment. ''The request for proposals was structured so that only systems integrators bidding all I.B.M. products had any reasonable chance of winning,'' the companies said. The companies said that when a small minority-owned concern, which was supplying the Navy Military Personnel Center with computer equipment, did not recommend I.B.M., the Navy ''ordered the firm to change its recommendation and purchase I.B.M. even though the I.B.M. equipment was priced substantially higher.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Dec 1988: B.8.",11/15/17,"New York, N.Y.",,"Sims, Calvin",New York Times Company,,Newspapers,427020334,"United States, New York, N.Y.",English,5-Dec-88,DATA PROCESSING (COMPUTERS); DEFENSE CONTRACTS; NAVIES,New York Times,NEWSPAPER,,,,,,,
+"Chase, With $235 Million Incentive Package, Picks Brooklyn","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chase-with-235-million-incentive-package-picks/docview/426986408/se-2?accountid=14586,"LEAD: The Chase Manhattan Corporation, backed by far more valuable government incentives than had ever been offered to a New York City company, said yesterday that it would move 5,000 workers from lower Manhattan to downtown Brooklyn.
+The Chase Manhattan Corporation, backed by far more valuable government incentives than had ever been offered to a New York City company, said yesterday that it would move 5,000 workers from lower Manhattan to downtown Brooklyn.
+The decision, involving $235 million in tax breaks and energy subsidies, ends months of intense negotiations aimed at persuading Chase not to move its workers to Jersey City, as it said it was considering. At stake was the most significant relocation by a New York City company in more than a decade, both in the number of jobs and the corporate prestige involved.
+The deal to keep Chase, while described as a victory for New York City, carries huge costs. The bank is receiving incentives worth more than double the value those ever given a company in New York City. 'Our Home for 200 Years'
+The incentives are $135 million more valuable than the previously highest amount -those granted to NBC, which had threatened to move its studios and 4,000 workers to the Meadowlands area of New Jersey but instead agreed in 1986 to renovate its studios at Rockefeller Center in Manhattan.
+''New York City has been our home for 200 years and I trust it will be for 200 more,'' said Willard C. Butcher, Chase's chairman, who announced the decision at a news conference in Brooklyn attended by Governor Cuomo, Mayor Koch and other officials.
+The company, with 15,000 New York City workers, plans to move computers, clerical workers and support personnel to Metrotech, a development planned on 16 acres near the Manhattan Bridge in downtown Brooklyn. Chase also announced yesterday that it had acquired a building across from One Chase Plaza, its headquarters in lower Manhattan, to be used by 1,500 workers.
+The Securities Industry Automation Corporation and the Brooklyn Union Gas Company are planning to move to Metrotech. Developers of nearby projects hope Chase's decision will prompt others to follow.
+But the incentives offered Chase seem certain to stir controversy. Some fear that the city and state are being forced to give up too much every time a large, well-known company threatens to leave Manhattan.
+By one measure, the amount of incentives per job saved, the Chase agreement is far more costly to the city and state than its incentives to NBC. In the NBC case the incentive package was worth $25,000 per employee and in the Chase case, $47,000.
+''By responding to Chase's demand to 'pay me or I'll leave,' the city has set itself up for a never-ending series of NBC reruns,'' said State Senator Franz S. Leichter of Manhattan. 'Not a Charity Enterprise'
+But Alair A. Townsend, the Deputy Mayor for Finance and Economic Development, said, ''This is not a charity enterprise.''
+Chase will receive discounts on its electricity worth $35 million through city subsidies and the use of power from a state-owned nuclear plant. The power can be used at its offices in Manhattan and at Metrotech.
+The city and the state agreed to contribute $26 million to pay for lighting, road work and other improvements at the Brooklyn complex. The bank will see its city real-estate taxes reduced by $108 million over 22 years and its sales taxes on purchases of construction materials and computer equipment cut by $49.3 million.
+Through a city program for any company moving above 96th Street in Manhattan or to the other boroughs, Chase will receive tax credits of $500 for each employee it moves, or a total of $16.9 million, city officials said. Deal with Development Concern
+Although Chase's offices will be in the Metrotech complex at Willoughby Street and Flatbush Avenue Extension, the agreement allows the bank to buy the land and build its office complex itself. The development concern for the rest of the Metrotech project, Forest City Metrotech Associates, agreed to relinquish rights to Chase's land in exchange for a pledge from the city that it would be able to buy a nearby parcel.
+Miss Townsend said Forest City had agreed to bright outdoor lighting and other security measures to satisfy concerns about the security of the bank's employees, many of whom would be working late hours.
+Chase had considered moving its workers to Newport, a complex of offices and apartment buildings along the Jersey City riverfront. Jersey City officials said they had offered incentives of their own to Chase. ''We broke new ground in terms of marketing office locations at every stage of negotiations with Chase,'' said Mayor Anthony R. Cucci.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chase%2C+With+%24235+Million+Incentive+Package%2C+Picks+Brooklyn&title=New+York+Times&issn=03624331&date=1988-11-10&volume=&issue=&spage=B.17&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 10, 1988","''New York City has been our home for 200 years and I trust it will be for 200 more,'' said Willard C. Butcher, Chase's chairman, who announced the decision at a news conference in Brooklyn attended by Governor Cuomo, Mayor Koch and other officials. ''By responding to Chase's demand to 'pay me or I'll leave,' the city has set itself up for a never-ending series of NBC reruns,'' said State Senator Franz S. Leichter of Manhattan. 'Not a Charity Enterprise' Chase had considered moving its workers to Newport, a complex of offices and apartment buildings along the Jersey City riverfront. Jersey City officials said they had offered incentives of their own to Chase. ''We broke new ground in terms of marketing office locations at every stage of negotiations with Chase,'' said Mayor Anthony R. Cucci.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Nov 1988: B.17.",11/15/17,"New York, N.Y.",NEW YORK CITY JERSEY CITY (NJ),"Lueck, Thomas J",New York Times Company,,Newspapers,426986408,"United States, New York, N.Y.",English,10-Nov-88,RELOCATION OF PERSONNEL; ECONOMIC CONDITIONS AND TRENDS; RELOCATION OF BUSINESS,New York Times,NEWSPAPER,,,,,,,
+Second Rude Surprise at Honeywell,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/second-rude-surprise-at-honeywell/docview/426939322/se-2?accountid=14586,"LEAD: For the second time in three months, Honeywell Inc. has surprised investors with news of substantial write-offs. With Tuesday's announcement, the Minneapolis-based manufacturer conceded that its earnings for the year would decline as a result.
+For the second time in three months, Honeywell Inc. has surprised investors with news of substantial write-offs. With Tuesday's announcement, the Minneapolis-based manufacturer conceded that its earnings for the year would decline as a result.
+That marks an abrupt change in what had looked like increasingly bright prospects for the company. As recently as June, Honeywell had declared that it was on track for a ''double digit'' earnings gain this year.
+The main source of the setbacks is a division that manufactures military flight control equipment - a business Honeywell acquired two years ago with its $1.03 billion purchase of the former Sperry aerospace operations of the Unisys Corporation.
+The division was largely responsible for a $27 million second-quarter write-off announced in June because of costs connected with fixed-price contracts for two military projects -test equipment for electronics aboard the F-15 fighter and flight control systems for the B-52 bomber.
+The company's second surprise came this week when it announced that it would be taking yet another write-off. It refused to disclose the amount but said that it expected third-quarter earnings to ''decline substantially'' as a result.
+Honeywell officials said this second write-off was mainly an accounting matter - making provisions for losses from cost overruns that should have been put into the company books earlier.
+Honeywell officials made it clear that all the problems were related to business booked by the Sperry division before it was acquired.
+Earlier this year, Honeywell's stock was rising steadily, reaching into the $70 range last spring. But since its June disclosure, the stock has been on a slide. It closed at $60.75 today. 10% Profit Fall Seen Indeed, analysts who initially had been predicting as much as a 15 percent rise in Honeywell profits this year now expect company earnings to fall 10 percent from last year's level. In 1987, the company earned $254 million on $6.7 billion in sales.
+The setback will no doubt turn up the heat on Honeywell management, especially James J. Renier, the company's 58-year-old chief executive. For most of the 1980's, Honeywell has failed to reach financial objectives it set for itself, leaving investors impatient. Now Mr. Renier may be forced to renege on his promise of returning 16 percent on equity by 1989 or 1990.
+Despite these setbacks, analysts remain optimistic. Jeremy Tennenbaum, an analyst with Salomon Brothers, said, ''I don't think these are systemic problems.'' He noted that the write-offs had resulted from scrutiny begun by William W. George, a highly regarded 46-year-old Honeywell executive who in January was put in charge of the sector that includes the troubled military avionics unit.
+''Some people are going to tie a tin can to George's tail because of this,'' he said. ''But his efforts will eventually get deeper problems resolved.''
+Mr. George is given credit for putting Honeywell's industrial automation businesses on track. And Mr. Tennenbaum thinks his tough-minded approach may result in similar gains for the company's space and aviation businesses.
+Under Mr. George's direction, the company announced earlier this month that it would sell four military businesses - three of them profitable - that it said no longer fitted its strategy of being a leader in the markets in which it participates.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Second+Rude+Surprise+at+Honeywell&title=New+York+Times&issn=03624331&date=1988-09-23&volume=&issue=&spage=D.9&au=PATRICK+HOUSTON%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 23, 1988","The company's second surprise came this week when it announced that it would be taking yet another write-off. It refused to disclose the amount but said that it expected third-quarter earnings to ''decline substantially'' as a result. Despite these setbacks, analysts remain optimistic. Jeremy Tennenbaum, an analyst with Salomon Brothers, said, ''I don't think these are systemic problems.'' He noted that the write-offs had resulted from scrutiny begun by William W. George, a highly regarded 46-year-old Honeywell executive who in January was put in charge of the sector that includes the troubled military avionics unit. ''Some people are going to tie a tin can to George's tail because of this,'' he said. ''But his efforts will eventually get deeper problems resolved.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Sep 1988: D.9.",11/15/17,"New York, N.Y.",,"PATRICK HOUSTON, Special to the New York Times",New York Times Company,,Newspapers,426939322,"United States, New York, N.Y.",English,23-Sep-88,FINANCES; COMPANY REPORTS; FORECASTS,New York Times,NEWSPAPER,,,,,,,
+Political Notes; Mine Fields Await Democratic Party Chairman in the Bronx,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/political-notes-mine-fields-await-democratic/docview/426904818/se-2?accountid=14586,"LEAD: Assemblyman George Friedman, the Bronx Democratic chairman, has had to deal with more political scandals and walk through more mine fields in the 18 months he has been Bronx leader than most politicians encounter in a lifetime. And, there is more to come.
+Assemblyman George Friedman, the Bronx Democratic chairman, has had to deal with more political scandals and walk through more mine fields in the 18 months he has been Bronx leader than most politicians encounter in a lifetime. And, there is more to come.
+This weekend, he and his election law experts are wrestling with the mechanics of trying to get the former Representative, Mario Biaggi, off the ballot long after the normal period for such a move so that they can replace him with another candidate, probably City Councilman Jerry L. Crispino. That will undoubtedly touch off widespread criticism as well as a possible lawsuit in an effort to stop the move. If the replacement of Mr. Biaggi is successful, Mr. Crispino or some other candidate chosen by Mr. Friedman will have only five weeks before the primary on Sept. 15 to mount a campaign against two candidates already in the field, Assemblyman Eliot L. Engel and Vincent Marchiselli, a former assemblyman.
+The primary will hardly be finished when Mr. Friedman will face two more tests - his re-election as county leader by Bronx Democratic district leaders elected in the primary and the selection of three Supreme Court nominees by judicial district delegates who were also elected in the primary. Last year, Mr. Friedman was embarrassed when he lost control of the judicial district convention, one of the last preserves of the political parties. These two events will take place near the end of September.
+Since February 1987 when he succeeded Stanley Friedman, who was convicted of racketeering in the parking meter scandal, George Friedman has had to deal with a series of setbacks for the Democratic Party in the Bronx. Stanley Simon resigned as Borough President and was convicted Thursday in the Wedtech case; A surrogate, Bertram R. Gelfand, was removed from office by the State Commission on Judicial Conduct, for misconduct; a District Attorney, Mario Merola, died, triggering near burlesque maneuverings involving his interim successor, Paul T. Gentile, whom Mr. Friedman first opposed, then supported and finally opposed.
+Now, four candidates are competing in the primary for the district attorney nomination and if Mr. Friedman's choice, Robert Johnson, a former Criminal Court judge, loses, the county leader will be in the unenviable position of having an unfriendly prosecutor in a borough that has become synonymous with political corruption and scandal. New Elections Board Posts
+The city's Board of Elections has quietly created and appointed four new executives with salaries totaling about $175,000 as part of its an automation and modernization program.
+One thing that has not changed is that all four were selected by Democratic and Republican Party leaders who have always controlled the board and its personnel.
+The new officials are Aaron Maslow, a Brooklyn Democrat, counsel, although the board already has two part-time politically appointed counsels; Nancy Reifsnider, a Manhattan Republican, coordinator of voter registration; Rosemary A. Millus, a Brooklyn Republican who resigned as an elections commissioner Friday to take the post of coordinator of Election Day operations, and Jon R. Del Giorno, a Staten Island Democrat, director of public affairs and communications. A 'Loan' for Own Campaign
+John B. Levitt, a lawyer and Manhattan Democratic district leader, has ''loaned'' $91,942 of his own money, as of June 30, to his admittedly uphill campaign to unseat Representative Bill Green in the East Side 15th District in the November election.
+Actually, Mr. Levitt cannot be sure that he will be Mr. Green's Democratic opponent because three other Democrats are seeking the dubious distinction of opposing Mr. Green. That will be settled in the Democratic primary on Sept. 15.
+Among Mr. Levitt's expenditures of about $83,321 so far are $32,000 to Larry Douglas, the political consultant who ran Senator Albert Gore's disastrous Presidential primary campaign in the state; $14,500 for a Richard Morris poll and $12,500 to Henry Sheinkopf for radio advertisements and consulting.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Political+Notes%3B+Mine+Fields+Await+Democratic+Party+Chairman+in+the+Bronx&title=New+York+Times&issn=03624331&date=1988-08-07&volume=&issue=&spage=A.34&au=Lynn%2C+Frank&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 7, 1988","Since February 1987 when he succeeded Stanley Friedman, who was convicted of racketeering in the parking meter scandal, [George Friedman] has had to deal with a series of setbacks for the Democratic Party in the Bronx. Stanley Simon resigned as Borough President and was convicted Thursday in the Wedtech case; A surrogate, Bertram R. Gelfand, was removed from office by the State Commission on Judicial Conduct, for misconduct; a District Attorney, Mario Merola, died, triggering near burlesque maneuverings involving his interim successor, Paul T. Gentile, whom Mr. Friedman first opposed, then supported and finally opposed. The new officials are Aaron Maslow, a Brooklyn Democrat, counsel, although the board already has two part-time politically appointed counsels; Nancy Reifsnider, a Manhattan Republican, coordinator of voter registration; Rosemary A. Millus, a Brooklyn Republican who resigned as an elections commissioner Friday to take the post of coordinator of Election Day operations, and Jon R. Del Giorno, a Staten Island Democrat, director of public affairs and communications. A 'Loan' for Own Campaign John B. Levitt, a lawyer and Manhattan Democratic district leader, has ''loaned'' $91,942 of his own money, as of June 30, to his admittedly uphill campaign to unseat Representative Bill Green in the East Side 15th District in the November election.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Aug 1988: A.34.",7/24/20,"New York, N.Y.",BRONX (NYC) New York,"Lynn, Frank",New York Times Company,,Newspapers,426904818,"United States, New York, N.Y.",English,7-Aug-88,Elections,New York Times,NEWSPAPER,,,,,,,
+NEWS SUMMARY:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/426865065/se-2?accountid=14586,"LEAD: INTERNATIONAL A2-11 The U.S. failure in Panama to oust Gen. Manuel Antonio Noriega has left a sinking economy that is further undermining a cowed political opposition while the general is increasingly self-confident and assured. Page A1
+INTERNATIONAL A2-11 The U.S. failure in Panama to oust Gen. Manuel Antonio Noriega has left a sinking economy that is further undermining a cowed political opposition while the general is increasingly self-confident and assured. Page A1
+The summit talks were a success because they continued to stabilize ties between Moscow and Washington even though they produced ''peanuts'' in the way of agreements, White House officials said. A1
+News analysis: the Soviet leader used President Reagan at the summit talks in Moscow this week to further his own foreign and domestic interests. A1
+Moscow has withdrawn 10,000 troops from Afghanistan since the pullout began May 15 and shows no sign of slowing the pace of withdrawal despite threats to do so, according to United Nations monitors. A2
+2,000 Palestinians are imprisoned in tents in the sweltering Negev becauseof the Palestinian uprising. They have not been charged with a crime, given a hearing or even told what offense they committed. A1
+91 Korean companies were disrupted by labor disputes. Two senior Hyundai executives were charged with having ordered gangsters to kidnap a labor organizer to deter him from forming a union. A3
+Standards for Japan nuclear pact set A3
+No survivors in German mine blast A8
+Brazilian President gets 5-year term A9
+NATIONAL A12-32 A White House split over AIDS emerged as the chief of President Reagan's AIDS commission urged strong new laws and directives to prevent discrimination against people who carry the AIDS virus. A1
+A small protein fragment that blocks the AIDS virus from destroying cells in laboratory experiments has been identified and synthesized by American scientists. A16
+Eastern Airlines is operating safely now, the Government said after an inspection. However, it added that labor-managment discord has increased the risk that safe operations could later be jeopardized. A1
+Suzuki's Samurai was found in a test to tend to roll over when making a sharp turn, Consumers Union said. It rated the utility vehicle ''not acceptable'' and urged the Government to recall the Samurai from American roads. A1
+Old patients would be protected from catastrophic medical expenses under a House-Senate agreement approved in the House by a vote of 328 to 72. The Senate is expected to approve the measure next week. A32
+Mechanization in sugar cane fields and automation in sugar mills have thrown thousands of southern Louisianans out of work. A12
+Indianapolis journal: routing the prostitutes A12
+Dispute over maternity leave in Justice Department A12
+Warning issued on combining cocaine and sex A32
+POLITICS A14-15 Conservatives in Orange County, Calif., don't plan to bolt the Republican national ticket, but they are lukewarm about Vice President Bush, variously calling him inferior and not a take-charge leader. A14
+A budget deficit in California has all but eliminated any chance that Gov. George Deukmejian would be chosen as the Republican Vice Presidential candidate and perhaps hurt the party's chances there. A14
+Wife facing surgery, Dukakis slows campaign A14
+Oliver North hits campaign trail in California A14
+Ex-G.I. is a bridge between Jackson and Dukakis A15
+Jackson and Watts gang leader engage in dialogue A15
+WASHINGTON TALK A18
+A career in ruins in wake of Iran-Contra affair REGIONAL B1-5 A new Columbus Circle plan featuring shorter, thinner towers was unveiled by Mayor Koch and a developer. The proposal provides less office space and more residential space than an earlier plan. B1
+An Appraisal: New building planned for Coliseum site B4
+The new Columbia Journalism School dean will be Joan W. Konner, a broadcast journalist who has worked extensively with Bill Moyers. The post has been vacant since the resignation of Osborn Elliott in 1986. C32
+Four men accused of killing a woman as she stood in her Queens kitchen were seeking vengeance against one of the woman's sons and were involved in two earlier skirmishes with him, a senior police official said. B3
+Mario Biaggi demanded $5 million worth of Wedtech stock in 1983 in exchange for his help in securing business for the Bronx military contractor, a former president of Wedtech, Anthony Guariglia, testified. B3 Daniel P. Moynihan was nominated for a third term, by acclamation, at the New York Democratic Convention. The Senator pledged to make health insurance for the aged a priority if he is re-elected. B2
+Moynihan's challenger sees himself as David against Goliath B1
+Caribbean people are a new force in the economic, cultural, social and political life of New York City. There are 6,000 Caribbean businesses in the city, and more are in Brooklyn than any other borough. B1
+Defectors from the Sullivanian cult on Manhattan's Upper West Side say its leaders control the members' lives. Paul Sprecher, a former Sullivanian, is seeking to gain custody of his 5-year-old son from his former wife, Julia Agee, who is still in the group. B1
+Our Towns: A scientist envisions carrying coals to Shoreham B1
+U.S. says financier failed to produce records B3",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+SUMMARY%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1988-06-03&volume=&issue=&spage=A.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 3, 1988","The summit talks were a success because they continued to stabilize ties between Moscow and Washington even though they produced ''peanuts'' in the way of agreements, White House officials said. A1 Suzuki's Samurai was found in a test to tend to roll over when making a sharp turn, Consumers Union said. It rated the utility vehicle ''not acceptable'' and urged the Government to recall the Samurai from American roads. A1 Defectors from the Sullivanian cult on Manhattan's Upper West Side say its leaders control the members' lives. Paul Sprecher, a former Sullivanian, is seeking to gain custody of his 5-year-old son from his former wife, Julia Agee, who is still in the group. B1","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 June 1988: A.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426865065,"United States, New York, N.Y.",English,3-Jun-88,,New York Times,Summary,,,,,,,
+New Perot Company in Postal Deal,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-perot-company-postal-deal/docview/426875757/se-2?accountid=14586,"LEAD: H. Ross Perot is starting a company whose first contract will be with the United States Postal Service and whose first employees will be former colleagues from the Electronic Data Systems Corporation, the company he sold to the General Motors Corporation.
+H. Ross Perot is starting a company whose first contract will be with the United States Postal Service and whose first employees will be former colleagues from the Electronic Data Systems Corporation, the company he sold to the General Motors Corporation.
+What Mr. Perot will do for the Postal Service and how much the contract is worth are not clear, and he declined to provide any details yesterday. The Postal Service has been investing in high technology to improve the processing and sorting of the nation's mail, and Mr. Perot's company might provide computerization or management expertise.
+Details of the contract are to be announced at a news conference in Washington today by Mr. Perot and Postmaster General Anthony M. Frank. Discussions on Efficiency
+A Postal Service spokesman said the contract had evolved from discussions on how to reduce costs and make the system more efficient -talks that Mr. Frank and Mr. Perot began in April.
+People familiar with Mr. Perot's plans for his company, which has not yet been named, said the capital was coming from a partnership called H.W.G.A., for ''Here We Go Again.''
+The new company will employ a half-dozen dozen E.D.S. managers, Bill Wright, an Electronic Data spokesman, said yesterday. He characterized them as ''not senior management.''
+Mr. Perot, a Dallas billionaire, founded Electronic Data in 1962 and resigned as chairman 18 months ago after a caustic relationship with G.M., which bought the company in 1984 for $2.5 billion. Concern About G.M. Defections
+G.M. bought out Mr. Perot and his top associates on Dec. 1, 1986, for $742.8 million. Under the agreement, Mr. Perot was precluded from entering into any activity competitive with Electronic Data's until yesterday. The buyout agreement permits Mr. Perot to hire Electronic Data workers. The prospect of this happening has caused some concern among Wall Street analysts who follow G.M.'s class E stock, which entitles shareholders to a dividend in the G.M. subsidiary. Class E shareholders do not have an equity interest.
+''The concern is if Perot hires talented E.D.S. leaders and managers,'' said Stephen T. McClellan, a data services and software analyst for Merrill Lynch & Company. ''Obviously, that has a detrimental effect on E.D.S.'s operations and future prospects. It depends who they are and at what level they're hired.''
+Mr. Wright, the Electronic Data spokesman, said yesterday, ''We're disappointed he's hired E.D.S. people, but we're deep and wide.''
+Company executives have been telling analysts for several months that the company has plenty of talent among its 48,000 workers and that they are not overly concerned by competition from Mr. Perot.
+The G.M. buyout agreement specified that Mr. Perot could not engage in for-profit competition with Electronic Data within three years of the buyout date. Therefore, Mr. Perot's new company will presumably be set up as a nonprofit venture, at least until December 1989. No Details From Perot
+Mr. Perot declined to provide any details in advance of today's news conference or to disclose whom he had asked to join him. Sources at Electronic Data said none of the company's top executives were leaving to join Mr. Perot. Morton H. Meyerson, Electronic Data's former president, said he had prior commitments to civic projects in Texas.
+Mr. Frank, the Postmaster General, left the office of chief executive of the First Nationwide Financial Corporation, a San Francisco-based savings and loan subsidiary of the Ford Motor Company, earlier in the year. After accepting the Postal Service post he asked Mr. Perot to advise him on computerization and automation.
+Electronic Data Systems, which Mr. Perot started with $1,000, was a pioneer in designing and managing data processing operations in the 1960's, first for manufacturing concerns and then for state health care agencies, banks, savings and loan institutions and Federal agencies, including the Defense Department. By 1984 Electronic Data's annual sales had topped $700 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Perot+Company+in+Postal+Deal&title=New+York+Times&issn=03624331&date=1988-06-02&volume=&issue=&spage=D.1&au=Levin%2C+Doron+P&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 2, 1988","People familiar with Mr. [H. Ross Perot]'s plans for his company, which has not yet been named, said the capital was coming from a partnership called H.W.G.A., for ''Here We Go Again.'' ''The concern is if Perot hires talented E.D.S. leaders and managers,'' said Stephen T. McClellan, a data services and software analyst for Merrill Lynch & Company. ''Obviously, that has a detrimental effect on E.D.S.'s operations and future prospects. It depends who they are and at what level they're hired.'' Mr. [Bill Wright], the Electronic Data spokesman, said yesterday, ''We're disappointed he's hired E.D.S. people, but we're deep and wide.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 June 1988: D.1.",11/15/17,"New York, N.Y.",,"Levin, Doron P",New York Times Company,,Newspapers,426875757,"United States, New York, N.Y.",English,2-Jun-88,POSTAL SERVICE,New York Times,NEWSPAPER,,,,,,,
+CAMERA; Some Things Are New,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-some-things-are-new/docview/426710094/se-2?accountid=14586,"LEAD: OLYMPUS, the Japanese camera maker, which featured off-the-film flash metering and compact single-lens-reflex design, has announced a handful of new products. They range from a budget-priced point-and-shoot camera to a Super-VHS format video camcorder.
+OLYMPUS, the Japanese camera maker, which featured off-the-film flash metering and compact single-lens-reflex design, has announced a handful of new products. They range from a budget-priced point-and-shoot camera to a Super-VHS format video camcorder.
+For those who track the fortunes of the still-camera market, the most interesting new models were the Olympus OM-88, a low-cost SLR with ''power focus'' and the Olympus Quick Shooter Zoom, a high-end contender in the point-and-shoot ranks. Both cameras seek the same goal -utter simplicity - starting from opposite ends of the design spectrum.
+The OM-88, which has a list price of $380 with a 50-millimeter f/2 lens, is not an auto-focusing SLR like its stablemate, the more advanced (and expensive) OM-77AF. But it does have a motor that spares the onerous task of having to turn the lens barrel. A partly shrouded dial on the rear right-hand side of the camera sets the motor running in a direction determined by the direction the dial is turned. The ergonomic, ''aero'' style of the camera body encourages photographers to use their right thumbs to turn the dial.
+Does electronic power focusing have any advantages over auto focusing? Obviously, it's less elaborate and thus less expensive to produce. But its practical appeal may be that it lets grumps like me determine for themselves where the focus should be. In effect, it serves as a kind of bridge between modern-day electronic controls and those of us who are stuck in old-fashioned ways.
+On the other hand, the OM-88's focusing system won't help people who have trouble deciding for themselves when the image is in focus. In this category are those with eyes that no longer adjust to the close distance of the viewfinder image and those who hate microprism spots and tiny rangefinder semi-circles. With this camera, no lights come on or bells chime when focus is achieved; you're on your own.
+In other respects, the OM-88 is pretty much a standard-issue, automated SLR. Among its features are programmed exposure control, motorized film winding and rewinding, auto DX film-speed setting, and off-the-film flash measurement.
+To power focus, the camera must be fitted with the same Olympus AF lenses used by the auto-focusing OM-77AF or else the new 50mm PF lens designed specifically for the camera. Otherwise, one has to perform that most dreaded of all photographic acts: turning the focusing ring on the lens by hand.
+The Olympus Quick Shooter Zoom is a clone of the enormously popular Pentax IQ Zoom. Its fixed-mount, 35-70mm zoom lens focuses automatically via an active, infrared system from two feet (in macro mode) to infinity. Focal lengths are controlled by a wheel on the camera back that is similar in concept to the OM-88's focusing wheel. Push the wheel one way or the other, and a motor moves the lens from moderately wide angle to moderately telephoto. This may seem more natural to some users than the sliding switch on the back of Pentax's IQ Zoom, but basically it performs the same function.
+Other features of the Quick Shooter Zoom, which has a list price of $420, include a built-in flash with provision for specialized flash modes such as fill and slow-shutter synchronization, plus seven - count 'em - shooting modes. These are listed as follows: single-frame, continuous shooting, macro, multiple-exposure, backlight-compensation, self-timer and ''filter.'' The last means that you can use extra-cost, special-effects filters without confusing the exposure system.
+Now it's time for this week's readers quiz: What is the most unusual feature of the two cameras I've just described? Give up? Am I the only one who noticed that the list price of the ''beginner'' point-and-shoot Quick Shooter Zoom is higher than the list price of the ''advanced amateur'' SLR? What we have here is the latest manifestation of the grail-like quest to find the perfect ''bridge'' camera, one that has all the simplicity of point-and-shoot cameras (a.k.a. ''lens-shutter cameras'') and all the features and flexibility of single lens reflexes. If this means that the once-regal SLR becomes less expensive than the once-lowly fixed-lens design, as it does in Olympus's case, then that's simply the price of progress.
+Clearly camera design is at a crossroads. There are not enough professional users to keep camera makers in business, so the bulk of the engineering innovation goes into making cameras that are unintimidating to use. This, at least, is the conventional explanation for the shift to electronic controls, LCD information panels and wholesale automation of erstwhile manual functions, such as focusing. The irony is that as cameras get simpler, their instruction books get longer and more inscrutable.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+Some+Things+Are+New&title=New+York+Times&issn=03624331&date=1988-01-24&volume=&issue=&spage=A.55&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 24, 1988","Now it's time for this week's readers quiz: What is the most unusual feature of the two cameras I've just described? Give up? Am I the only one who noticed that the list price of the ''beginner'' point-and-shoot Quick Shooter Zoom is higher than the list price of the ''advanced amateur'' SLR? What we have here is the latest manifestation of the grail-like quest to find the perfect ''bridge'' camera, one that has all the simplicity of point-and-shoot cameras (a.k.a. ''lens-shutter cameras'') and all the features and flexibility of single lens reflexes. If this means that the once-regal SLR becomes less expensive than the once-lowly fixed-lens design, as it does in Olympus's case, then that's simply the price of progress. The OM-88, which has a list price of $380 with a 50-millimeter f/2 lens, is not an auto-focusing SLR like its stablemate, the more advanced (and expensive) OM-77AF. But it does have a motor that spares the onerous task of having to turn the lens barrel. A partly shrouded dial on the rear right-hand side of the camera sets the motor running in a direction determined by the direction the dial is turned. The ergonomic, ''aero'' style of the camera body encourages photographers to use their right thumbs to turn the dial.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Jan 1988: A.55.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,426710094,"United States, New York, N.Y.",English,24-Jan-88,"PHOTOGRAPHY; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS FORUM: Factories, Services and Speed; Simplify the Shop Floor","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-forum-factories-services-speed-simplify/docview/426719364/se-2?accountid=14586,"LEAD: RECOGNIZING that they were losing their ability to compete in domestic and world markets, many American manufacturers have been engaged in years of globe-trotting, seeking cheap offshore labor to bring their manufacturing costs down. Now, a handful of companies, including I.B.M., Emerson Electric and Swank, are returning production to our home shores.
+RECOGNIZING that they were losing their ability to compete in domestic and world markets, many American manufacturers have been engaged in years of globe-trotting, seeking cheap offshore labor to bring their manufacturing costs down. Now, a handful of companies, including I.B.M., Emerson Electric and Swank, are returning production to our home shores. They have realized that lower wage scales alone will not enable them to regain a competitive edge. Rather, if American companies are to return to their position as a driving market force, they must make serious changes that include their approach to manufacturing.
+Unfortunately, a recent survey which our company conducted of hundreds of senior manufacturing executives and workers from the nation's largest industrial corporations indicated that these fundamental corporate changes are not yet happening. A large majority of companies have no clear plan for addressing the basic issues behind their inability to manufacture products that can compete at home and abroad. Yet, according to our survey, these companies are optimistic about the future of their industries.
+Our research indicates that it has been the Japanese who have shown these executives that manufacturing in the United States can work. American executives realize that if Sony, Mitsubishi and Honda can open factories in the parts of the country that our own manufacturers have just abandoned, then why can't they?
+American companies must go back to the fundamentals of the manufacturing process. There is a lot of wasted labor in ourfactories that hinders our competitiveness. American labor is costly, but it is not only the hourly wage that exacts a high price. In the average manufacturing plant, 20 to 25 percent of the overall cost of goods sold is spent on finding and correcting errors. And many of the workers do not actually produce anything - they just correct mistakes. This indicates that the problem with manufacturing competitiveness in America is not simply a function of wages, but also of the management of resources.
+American workers must be used to their best advantage. For example, the drive and energy of the Japanese worker is given much of the credit for the success of Japan's manufacturing operations. Japanese workers are encouraged to take greater responsiblity in their work and to provide suggestions for change. Despite the growing belief among managers that American workers are lazy and apathetic, our recent surveys of hundreds of workers who labor on the plant floors gives evidence to the contrary. We found those workers surveyed understand the problems in their companies and are willing to contribute toward improving them. We have found that, when asked to act constructively, these workers do.
+BY adopting the basic Japanese approach - eliminating anything in the process that doesn't add value - such American manufacturers as A.T.&T. and the U.S. Repeating Arms Company, the manufacturer of Winchester firearms, have enjoyed windfalls in production efficiencies and profits. Time and costs are kept to a minimum by such measures as redesigning and speeding up production flow, keeping storage requirements down and streamlining the assembly line. Millions of unproductive dollars spent on correcting mistakes are saved by making it right the first time.
+Used correctly, we found, automation is best applied selectively - only on value-adding operations - and never for its own sake. Winchester replaced several rooms full of expensive automated equipment with a single person who could complete the tasks at hand far faster, more efficiently and at much lower costs than the machines. By such restructuring, we also observed how one A.T.& T. plant cut unit production costs for business telephones by approximately one-third.
+America will not be able to return to a strong, competitive marketing position merely by mimicking the Japanese model. Factors external to production - the economic environment, currency value and demand, for example - are dynamic and must also be considered. Lessons about the powerful and damaging impact of foreign competition that should have been learned from the auto, steel and machine tool industries seem to have been lost on the majority of the management our company surveyed. In our research the majority of respondents said that while they perceive growing competition from abroad, they still see the main competition coming from other American companies. This means that rather than taking a global view, these executives think and plan domestically.
+Limited solutions, such as sending manufacturing offshore to save on labor, are simply a postponement of the intensive re-evaluation that is necessary. More companies must follow the example of A.T.& T. and the U.S. Repeating Arms Company and others, which had the wisdom and foresight to confront and simplify their manufacturing problems. But to do this management must be both forward-looking and global.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+FORUM%3A+Factories%2C+Services+and+Speed%3B+Simplify+the+Shop+Floor&title=New+York+Times&issn=03624331&date=1988-01-17&volume=&issue=&spage=A.2&au=Johansson%2C+Henry+J%3BHenry+J.+Johansson+heads+the+manufacturing+practice+at+Coopers+%26amp%3B+Lybrand%2C+an+accounting+and+management+consulting+firm.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 17, 1988","LEAD: RECOGNIZING that they were losing their ability to compete in domestic and world markets, many American manufacturers have been engaged in years of globe-trotting, seeking cheap offshore labor to bring their manufacturing costs down. Now, a handful of companies, including I.B.M., Emerson Electric and Swank, are returning production to our home shores. RECOGNIZING that they were losing their ability to compete in domestic and world markets, many American manufacturers have been engaged in years of globe-trotting, seeking cheap offshore labor to bring their manufacturing costs down. Now, a handful of companies, including I.B.M., Emerson Electric and Swank, are returning production to our home shores. They have realized that lower wage scales alone will not enable them to regain a competitive edge. Rather, if American companies are to return to their position as a driving market force, they must make serious changes that include their approach to manufacturing. BY adopting the basic Japanese approach - eliminating anything in the process that doesn't add value - such American manufacturers as A.T.&T. and the U.S. Repeating Arms Company, the manufacturer of Winchester firearms, have enjoyed windfalls in production efficiencies and profits. Time and costs are kept to a minimum by such measures as redesigning and speeding up production flow, keeping storage requirements down and streamlining the assembly line. Millions of unproductive dollars spent on correcting mistakes are saved by making it right the first time.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Jan 1988: A.2.",11/15/17,"New York, N.Y.",,"Johansson, Henry J; Henry J. Johansson heads the manufacturing practice at Coopers & Lybrand, an accounting and management consulting firm.",New York Times Company,,Newspapers,426719364,"United States, New York, N.Y.",English,17-Jan-88,UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+CAMERA; FOR THE LAST-MINUTE SHOPPERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-last-minute-shoppers/docview/426686730/se-2?accountid=14586,"LEAD: HERE'S some advice for last-minute shoppers: If you're planning to buy a camera for your favorite photo buff, don't.
+HERE'S some advice for last-minute shoppers: If you're planning to buy a camera for your favorite photo buff, don't.
+I'm not trying to save anyone money, just aggravation. Photographers are very picky and opinionated people. What you or I think is the ideal camera is not necessarily someone else's ideal. Some of us like dials instead of buttons; some like LCD displays; some want lenses that are easy to focus manually and automatically. There are so many designs and features to choose from, emotions take over. Often the deciding factor is how a camera feels in the hands.
+It's better to buy a gift certificate than to impinge on someone's freedom of camera choice. Of course, the truly clever camera-needy photographers among us have already scouted the camera stores, found the machine of their heart's desire and left notes throughout the house revealing its name, location and price. If you have a spouse or significant other, then by all means go ahead and make him or her happy.
+It's also safe to buy a camera for someone who has absolutely no experience in photography. This advice is based on the theory that something is better than nothing. Beginners can't be choosers. The question here is whether to buy one of the widely popular point-and-shoot cameras or to go whole hog with an auto-focus SLR. Most folks are buying point-and-shoots these days, because they are compact and less expensive and because their limitations aren't obvious to neophytes.
+Still, if I were buying a camera for a college student with an interest in the visual arts, or for anyone with a real yen to take photography seriously, one of the entry-level, auto-focusing SLRs would be what I would look at. The advantage of being able to see through the lens is one reason. Another is the provision for more advanced control, such as manual focusing and aperture-priority exposure automation. In short, these cameras have more growing room built in.
+Some prospective Santas try to please their SLR camera friends with gifts of new lenses. Here again, one runs the risk of giving exactly what someone doesn't want. Wide-angle or tele? Zoom or single focal length? A brand name the same as the camera's, or an independent make? Maximum aperture of f/2 or f/2.8? New or used? Obviously, buying a lens for a friend is as fraught as collecting wasp nests at noon.
+Lacking a specific want list, you might do better sticking to accessories. They're less expensive, and everyone needs them. Here are some of the potential stocking stuffers I spied this week at my favorite photo store:
+A cable release. Plenty of photographers have expensive tripods, but few have releases of equal quality. I've found that the ones with metal-wrapped cables last longer than the fabric-wrapped variety. They also cost a bit more, but it's Christmastime.
+A lens-cap strap. The ''Cap Keeper'' is a simple little plastic gizmo that keeps the lens cap connected to the lens, even went you take the lens cap off. Since lens caps are the first thing every photographer loses, it's not a bad idea.
+A lens wrap. While designed to cushion view-camera lenses, exposure meters and the like, the Domke company's lens wraps are great for travel storage of most anything, including SLR bodies and lenses. They come in different sizes and can be Velco-sealed to snugly accommodate a variety of equipment.
+A gray card. Readers of this column should know by now that all exposures are based on 18 percent gray, but how many own a sample of this shade? A photographic gray card gives you instantaneous, precise exposure readings in reflected light.
+A ball head. Yes, Virginia, tripods do have accessories, and a ball head is one of the most handy. It has a single lock for most camera movements, instead of two or three separate handles, which makes it better for action shooting. Other tripod add-ons include soft travel cases and shoulder straps.
+A lens cleaning kit. The technology of lens tissue keeps changing, as does the advice about how to clean a lens. Chamois hide is one of the best wipers around, provided it's photo grade. Non-woven fabrics and plain-old papers also are sold and do the job, usually in the company of a drop of lens-cleaning fluid.
+A roll of film. This may sound mundane, but who wouldn't be happy to have a roll of Konica's 3200-speed color-negative film to try out? Or how about some Fujichrome 50 Professional, a slide film that has gotten rave notices lately? Or, for black-and-white adherents, a batch of one of Kodak's new T-Max films is sure to be tempting. Remember, the holiday season is one of the peak times for picture taking, so chances are your gifts will be put to immediate use.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+FOR+THE+LAST-MINUTE+SHOPPERS&title=New+York+Times&issn=03624331&date=1987-12-20&volume=&issue=&spage=A.86&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 20, 1987","It's better to buy a gift certificate than to impinge on someone's freedom of camera choice. Of course, the truly clever camera-needy photographers among us have already scouted the camera stores, found the machine of their heart's desire and left notes throughout the house revealing its name, location and price. If you have a spouse or significant other, then by all means go ahead and make him or her happy. It's also safe to buy a camera for someone who has absolutely no experience in photography. This advice is based on the theory that something is better than nothing. Beginners can't be choosers. The question here is whether to buy one of the widely popular point-and-shoot cameras or to go whole hog with an auto-focus SLR. Most folks are buying point-and-shoots these days, because they are compact and less expensive and because their limitations aren't obvious to neophytes. A lens-cap strap. The ''Cap Keeper'' is a simple little plastic gizmo that keeps the lens cap connected to the lens, even went you take the lens cap off. Since lens caps are the first thing every photographer loses, it's not a bad idea.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Dec 1987: A.86.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,426686730,"United States, New York, N.Y.",English,20-Dec-87,PHOTOGRAPHY; GIFTS,New York Times,NEWSPAPER,,,,,,,
+"NEW YORKERS, ETC.","New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-yorkers-etc/docview/426667885/se-2?accountid=14586,"LEAD: WHY would a man like Larry Leeds have scores of letters and numbers, like PACETLDTOOC and 3714326598, imprinted on his memory so indelibly that they're still there after more than 30 years? Especially since Mr. Leeds is a man who hasn't a clue about the numbers on his license plate, his safe-deposit box or his Social
+WHY would a man like Larry Leeds have scores of letters and numbers, like PACETLDTOOC and 3714326598, imprinted on his memory so indelibly that they're still there after more than 30 years? Especially since Mr. Leeds is a man who hasn't a clue about the numbers on his license plate, his safe-deposit box or his Social Security card.
+Why not, would be more to the point, considering what Mr. Leeds went through.
+It all began during the Korean War when Mr. Leeds, now chairman of a conglomerate called Manhattan Industries Inc., was desperate to get into the Navy's Officer Candidate School. Unfortunately, the school did not feel the same way. It wasn't desperate, or even willing, to have him, because Mr. Leeds's eyesight fell below the standards. So every few weeks, rotating among centers in Boston, New York, Washington and Philadelphia, he would take the eye test. In five months, he took it 12 times, and he failed 12 times.
+He passed the 13th time around; it doesn't require an educated guess to know why. Mr. Leeds had finally memorized, horizontally and vertically, the 10-line test chart. He recalled the result in a happy tone, still triumphant.
+''I went into the school at Newport and in four months, they made me an officer and a gentleman,'' he said. ''PACETLDTOOC.'' According to people like Bob Shanks and James Earl Jones, it doesn't matter a whit whether one has a good memory - there's always at least one number that's so important that it can be reeled off without thinking. For veterans, they say, it's usually a serial number.
+''It's branded into my brain -01930081,'' said Mr. Jones, star of the current Broadway play ''Fences.'' ''And it's the only number I remember.''
+''You might not remember ZIP codes and telephone numbers, but you never forget your Army number,'' said Mr. Shanks, who wrote and co-produced ''Dropout Mother,'' a television movie recently completed for CBS. ''That's why a lot of guys use it for their plastic bank cards.''
+As for bank cards, Angela Kramer, the jewelry designer, had seven of them ''eaten up'' by automatic teller machines because she repeatedly forgot her code number. What to do? The eighth time she applied for a card, she used the telephone number of her boyfriend. It works like a charm.
+Mention numbers to Jerry Tishman and 779 flashes before him; that used to be his New York Stock Exchange identification. Mr. Tishman is an individual member of the exchange and, until automation was established there about a decade ago, his number would flash on an immense board at one end of the room to signal him.
+''Our eyes were constantly on that board, watching for our numbers,'' he said. ''Now, we're buzzed.'' He still uses 779, however, on things like his car license.
+She's made at least 50 single records and 16 or 17 albums, but Sylvia Syms can't tell you the number on any of them (yes, they have numbers) - except one. There isn't a pause as she recites ''9237241'' and immediately identifies the album ''Syms by Sinatra.''
+Ms. Syms, who is perhaps best remembered for her recording of ''I Could Have Danced All Night,'' said she considered it ''a very great privilege'' to have had Frank Sinatra conduct for her 1983 album, something he rarely does. She now considers the number special, and when she needs to choose, say, lottery configurations, she often uses it. The number hasn't come through yet, she said, but ''some day it will.''
+Judith Price, the president of Avenue magazine, has been married 19 years and doesn't remember her wedding anniversary unless her mother-in-law reminds her. But ZIP codes are another matter.
+One night she was sitting next to a French aristocrat who was living, for the moment, in New Jersey. When a New Yorker inquired about the man, Ms. Price replied, ''I don't know whether you'd know him - he's an 07450.''
+People meeting her for the first time are sometimes surprised, since she's apt to say, depending on what part of the country she's in at the moment, ''I'll bet you're a 10021 (or a 90210 or 75219).''
+Garson Kanin, who wrote ''Born Yesterday'' as well as scores of other stage and film successes that he also directed, has a lot of living crowded into his memory. But nothing has erased ''1292,'' a number conferred on him when he was 17 years old.
+''It was my Western Union number when I was a messenger,'' he recalled. ''My father objected to the leather puttees we had to wear because they looked military, and he was a pacifist. But it was the beginning of the Depression and you were lucky to get any job.''
+He also remembers the penny and a half he got for delivering each message. ''I used to weigh whether the 10 cents for a hot dog and a Coke was worth six or seven message deliveries,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+YORKERS%2C+ETC.&title=New+York+Times&issn=03624331&date=1987-11-15&volume=&issue=&spage=A.73&au=Nemy%2C+Enid&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 15, 1987","''It's branded into my brain -01930081,'' said Mr. [James Earl Jones], star of the current Broadway play ''Fences.'' ''And it's the only number I remember.'' ''You might not remember ZIP codes and telephone numbers, but you never forget your Army number,'' said Mr. [Bob Shanks], who wrote and co-produced ''Dropout Mother,'' a television movie recently completed for CBS. ''That's why a lot of guys use it for their plastic bank cards.'' Ms. [Sylvia Syms], who is perhaps best remembered for her recording of ''I Could Have Danced All Night,'' said she considered it ''a very great privilege'' to have had Frank Sinatra conduct for her 1983 album, something he rarely does. She now considers the number special, and when she needs to choose, say, lottery configurations, she often uses it. The number hasn't come through yet, she said, but ''some day it will.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Nov 1987: A.73.",11/15/17,"New York, N.Y.",,"Nemy, Enid",New York Times Company,,Newspapers,426667885,"United States, New York, N.Y.",English,15-Nov-87,NUMBERS,New York Times,NEWSPAPER,,,,,,,
+SUNDAY OBSERVER; Bottom-Line Days,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sunday-observer-bottom-line-days/docview/426592649/se-2?accountid=14586,"LEAD: WE DON'T HAVE passion anymore.
+WE DON'T HAVE passion anymore.
+We have sexual enlightenment, healthy relationships and well-adjusted people interrelating in self-fulfilling ways. What's worse, nobody is even disgusted by well-adjusted people interrelating in self-fulfilling ways. Disgust requires passion. Jealousy also requires passion, and plenty of it, and so is in bad repute. Jealousy leads to unhealthy relationships. Jealousy is sexually unenlightened.
+Oh, yes, the papers occasionally tell of jealous lovers - usually recent immigrants from lands where passion still survives - committing deeds of newsworthy violence. To the investing classes and cool youth, however, jealousy is bad form or, worse, boring.
+In politics, instead of passion we have resignation. Although the public condition is dreadful and our government is terrible, hardly anybody gets sore about it, except the nuts.
+If you state what everybody knows - public condition dreadful, government terrible - people say, Aren't you being a little shrill? And anyhow, nothing can be done about it.
+The favorite protest against the shabbiness of the public condition is to sulk ostentatiously and then quietly not vote, which requires no passion whatever. That'll show them.
+In business, instead of passion we have the bottom line. This means that bookkeepers, accountants, lawyers and tax experts replace entrepreneurs. That's bad enough, but not as bad as having to listen to these footnote analysts and bean counters constantly thumping themselves on the chest about being ''bottom-line guys.''
+You'd think they'd be ashamed of it. Lorenzo de' Medici was skillful with money too, but he would have taken it as a mortal insult if somebody had praised him as a great ''bottom-line guy.''
+Organized labor's case is even sadder. Labor is so drained of passion that people born in the past quarter century may be astounded to learn that Labor Day was once a time when unions celebrated their power to make and break governments and transform American life. In Presidential-election years, it was the time when Democratic candidates acknowledged the party's debt to unionism by opening their campaigns with speeches to vast labor rallies.
+What a change a generation can bring. Nowadays Democratic candidates are still happy to get the money that comes with labor's endorsement, but would be ecstatic if labor didn't tell everybody about it.
+The only people still passionate about labor are the business world's bottom-line guys. A bottom-line guy wouldn't be a bottom-line guy if his mouth didn't water at the prospect of knocking 10 cents an hour off the help's salary.
+To be sure, automation, the decline of the manufacturing industry, the easy plenitude of sweated Asian labor and a reactionary government in Washington have all helped the bottom-line guys steamroller the unions. Still, without the death of passion within the unions, it wouldn't have been such an easy win for the bad guys.
+When the President, by personally breaking the air traffic controllers' union, gave the bottom-line guys the signal to reach for their ax handles, no impassioned cries of rage rent the American air. The public either cheered or yawned. Pretty soon any executive who hadn't whaled the tar out of his unions was ashamed to show his face at the Bottom Line Country Club.
+But the unions themselves let the passion die. Too many unionized crooks turned up in the newspapers wearing handcuffs. Too often it seemed that if union leaders weren't featherbedding, they were feathering their own nests.
+And the new college-type people coming into the work force, discontented white children of the well-heeled -they were too uptown to feel comfortable with the kind of blue-collar talk the unions still spoke. And also . . .
+Well, the passion was draining out of everything. Maybe it was inevitable that the passion drain would impoverish the unions, just as it was impoverishing people's emotions, and the public condition, and the government, and enterprise.
+Wherefore, in memory of better times, let us disturb the bottom-line dispassion of this once-famous weekend to sing an old union song crying defiance of ''goons and ginks and company finks and deputy sheriffs that made the raids.'' The tune is ''Redwing.'' Ready?
+''There once was a union maid . . . ''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SUNDAY+OBSERVER%3B+Bottom-Line+Days&title=New+York+Times&issn=03624331&date=1987-09-06&volume=&issue=&spage=A.14&au=Baker%2C+Russell&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1987","In business, instead of passion we have the bottom line. This means that bookkeepers, accountants, lawyers and tax experts replace entrepreneurs. That's bad enough, but not as bad as having to listen to these footnote analysts and bean counters constantly thumping themselves on the chest about being ''bottom-line guys.'' You'd think they'd be ashamed of it. Lorenzo de' Medici was skillful with money too, but he would have taken it as a mortal insult if somebody had praised him as a great ''bottom-line guy.'' Wherefore, in memory of better times, let us disturb the bottom-line dispassion of this once-famous weekend to sing an old union song crying defiance of ''goons and ginks and company finks and deputy sheriffs that made the raids.'' The tune is ''Redwing.'' Ready?","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1987: A.14.",11/15/17,"New York, N.Y.",,"Baker, Russell",New York Times Company,,Newspapers,426592649,"United States, New York, N.Y.",English,6-Sep-87,EMOTIONS; LABOR; LABOR UNIONS; LABOR DAY,New York Times,NEWSPAPER,,,,,,,
+Post Office Takes a Tip From Dale Carnegie,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/post-office-takes-tip-dale-carnegie/docview/426578113/se-2?accountid=14586,"LEAD: The letter that arrives late or the check that never comes are easy sources of humor for comedians and cartoonists, and the United States Postal Service, aware that an impending rate increase may further diminish its popularity, is moving to improve its image.
+The letter that arrives late or the check that never comes are easy sources of humor for comedians and cartoonists, and the United States Postal Service, aware that an impending rate increase may further diminish its popularity, is moving to improve its image.
+The campaign includes postal workers, especially those directly involved with the public: counter clerks and letter carriers.
+In New York, window clerks, telephone operators and consumer specialists are taking Dale Carnegie courses to help them work more effectively with the public. The Postal Service is also remodeling post office lobbies, buying more efficient trucks and selling stamps by mail and from mobile vans. Hours at many post offices have also been expanded.
+''I believe each and every contact we have with our customers is crucial to their perception of us,'' Postmaster General Preston R. Tisch said in the summer issue of Postal Life, the agency's magazine.
+In an interview, Frank S. Johnson Jr., the Assistant Postmaster General for Communications, said, ''You can't buy or manufacture a good reputation - it has to be earned.'' The move toward stressing improved service began at least a year ago but is receiving more attention now. ''No challenge facing us is more important than this one,'' Mr. Tisch said. Contrast on Magazine Cover
+The cover of Postal Life bears mirror-image headlines saying, ''The Postal Service Stinks'' and ''The Postal Service Is Great.'' The article discusses the public's perception of the Postal Service and how that perception is affected by a pleasant clerk or a sloppy uniform.
+According to Mr. Johnson, perceptions of letter carriers and window clerks appear to differ.
+Letter carriers are generally appreciated more because they perform a welcome function, Mr. Johnson said. But to meet a window clerk, a customer has probably driven through traffic, struggled to find a parking space and waited in line - and is ready to be angry, he said.
+A proposal to increase postal rates next year may further affect the Postal Service's image. The agency is seeking approval to increase the price of first-class postage to 25 cents from 22 cents. Other rates would also rise. Fighting Back ''That can mean some difficult times ahead for the postal reputation,'' the Postal Life article said. ''Editorials about the inefficiency of the Postal Service will pop up all over the country, and customers will complain loudly that the Postal Service isn't worth the 22 cents they now pay.
+''To counter these charges, the Postal Service needs to fight back,'' the article concluded.
+This will involve experimental training programs for new Postal Service employees, automation and extended hours at post offices. The training programs are scheduled to begin in January in New York, Chicago, northern Illinois, St. Louis, Washington, Atlanta, Dallas and Los Angeles.
+''We want our customers to come away from their every contact with us feeling they have had a pleasant, rewarding and professional encounter,'' Mr. Tisch said. The Postal Service has installed computer-operated terminals at post offices nationwide. The computers speed window transactions by displaying the weight and postage needed for items being mailed. The time-consuming task of looking up rates and other information in large reference books is avoided, Mr. Johnson said.
+About 3,800 post offices have extended their hours, with some now open 24 hours.
+''This is one of the world's largest businesses, but people don't percieve it as a business,'' Mr. Johnson said.
+He added that the public rated the Postal Service more favorably than it did other Government agencies. But to some extent, he said, that means people consider it ''the least bad of a bad lot.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Post+Office+Takes+a+Tip+From+Dale+Carnegie&title=New+York+Times&issn=03624331&date=1987-08-27&volume=&issue=&spage=A.14&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 27, 1987","In an interview, Frank S. Johnson Jr., the Assistant Postmaster General for Communications, said, ''You can't buy or manufacture a good reputation - it has to be earned.'' The move toward stressing improved service began at least a year ago but is receiving more attention now. ''No challenge facing us is more important than this one,'' Mr. [Preston R. Tisch] said. Contrast on Magazine Cover The cover of Postal Life bears mirror-image headlines saying, ''The Postal Service Stinks'' and ''The Postal Service Is Great.'' The article discusses the public's perception of the Postal Service and how that perception is affected by a pleasant clerk or a sloppy uniform. A proposal to increase postal rates next year may further affect the Postal Service's image. The agency is seeking approval to increase the price of first-class postage to 25 cents from 22 cents. Other rates would also rise. Fighting Back ''That can mean some difficult times ahead for the postal reputation,'' the Postal Life article said. ''Editorials about the inefficiency of the Postal Service will pop up all over the country, and customers will complain loudly that the Postal Service isn't worth the 22 cents they now pay.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Aug 1987: A.14.",8/18/20,"New York, N.Y.",New York City New York,AP,New York Times Company,,Newspapers,426578113,"United States, New York, N.Y.",English,27-Aug-87,Postal & delivery services,New York Times,NEWSPAPER,,,,,,,
+HIGH-TECH BROOKLYN COMPLEX APPROVED,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-tech-brooklyn-complex-approved/docview/426560577/se-2?accountid=14586,"LEAD: Metrotech, a $770 million development of commercial offices and technology research proposed for 17 acres in downtown Brooklyn, was approved yesterday morning at the close of a Board of Estimate meeting that lasted nearly 24 hours.
+Metrotech, a $770 million development of commercial offices and technology research proposed for 17 acres in downtown Brooklyn, was approved yesterday morning at the close of a Board of Estimate meeting that lasted nearly 24 hours.
+The complex of 4.2 million square feet has been billed by the Koch administration as the largest element so far in the city's effort to stimulate commercial redevelopment outside Manhattan.
+About 250 residents of row houses and loft buildings and 100 business owners are to be displaced in the Metrotech site, a 10-block area bounded by the Flatbush Avenue Extension and Jay, Tillary and Willoughby Streets.
+Originally, no housing was to be built under the plan. But the Brooklyn Borough President, Howard Golden, in a series of predawn meetings with the developer, city officials and some residents, forged an agreement to provide 64 new housing units, some in the 10-block urban renewal area, for low-income and elderly residents. Taking Fight to Court
+Nevertheless, a group of residents and business owners opposing the plan and called STAND, for Stand Together for Affirmative Neighborhood Development, said it planned to take the fight against Metrotech to Federal District Court, charging that the project violates the Federal Clean Air Act.
+By about 10 A.M. yesterday, exhausted Board of Estimate members, who had waded through 567 items in a 741-page calendar on which they had begun public deliberations at 10:30 A.M. Tuesday, voted unanimously to approve Metrotech. Their action was booed by a dozen opponents who had remained after a spirited five-hour public hearing Tuesday afternoon, at which about 80 people, many of them residents and business owners in the area, spoke against the measure, and 40 spoke for it.
+The board, which often meets late into the night, was forced to take the unusual step of continuing until 10:20 A.M., almost 24 hours after the start of the meeting, to complete business that had to be resolved by the beginning of the new fiscal year, which was yesterday.
+As part of a revitalization for downtown Brooklyn, the Board of Estimate approved two other major projects last year. One is Renaissance Plaza Hotel, a $163 million tower with 356 rooms and 450,000 square feet of office space to be built on a city-owned site at Jay Street and Myrtle Avenue. The other is the Atlantic Terminal urban-renewal project, a $530 million development at Flatbush and Atlantic Avenues featuring two Art Deco-influenced office towers, 260 brick town houses and a movie theater and retail complex. Renewal of University Buildings
+In addition, a 19-story, 650,000-square-foot building is under construction at Pierrepont and Cadman Plaza West and will serve as the operations center of Morgan Stanley & Company.
+In the Metrotech project, three buildings on the Polytechnic University campus would be renovated to include a library and Center for Advanced Technology in Communications, and eight new buildings ranging from 5 to 25 stories would be erected. A three-acre plaza, which would block several streets, would be built in the center of the project area. The start of construction is scheduled for May 1988, according to James P. Stuckey, president of the Public Development Corporation.
+This quasi-governmental agecny, which is the city's economic development arm, estimates that 14,500 jobs will be created by business tenants, a claim that opponents dispute.
+The developer, Forest City Enterprises of Cleveland, has two anchor tenants for Metrotech, the Brooklyn Union Gas Company and the Securities Industry Automation Corporation, a Wall Street concern. Offer of Subsidized Housing
+The city had proposed a list of options for moving the residents to different parts of Brooklyn, a plan that the neighborhood group opposing the plan has said is not specific.
+Under the arrangement worked out by Mr. Golden, low-income and elderly residents will be offered 18 units of subsidized rental housing to be constructed in what is now a firehouse on Jay Street in the Metrotech project area. An additional 46 units would be provided in a building under construction by Forest City in the Prospect Heights section, which the Metrotech developer had planned to offer as condominiums on the open market.
+Mitchell Pratt, a Legal Aid Society attorney who is representing low-income and elderly residents of the area, described the plan as ''a fair settlement of their claims,'' but added that the decision on whether to accept the offer was up to the residents.
+In other action, the Board of Estimate approved Mayor Koch's proposal to require private social service agencies that contract with the city to hire welfare recipients.
+It also renewed a contract with the Public Development Corporation for economic development. The board defeated an amendment offered by the Manhattan Borough President, David N. Dinkins, that would have required the development agency to submit to the board any contract for $100,000 or more for development of waterfront projects in Manhattan.
+City Council President Andrew J. Stein, who cast the deciding vote, said the proposal would have added to what he considers an already cumbersome review process, thereby driving more businesses from New York.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH-TECH+BROOKLYN+COMPLEX+APPROVED&title=New+York+Times&issn=03624331&date=1987-07-02&volume=&issue=&spage=B.3&au=James%2C+George&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 2, 1987","By about 10 A.M. yesterday, exhausted Board of Estimate members, who had waded through 567 items in a 741-page calendar on which they had begun public deliberations at 10:30 A.M. Tuesday, voted unanimously to approve Metrotech. Their action was booed by a dozen opponents who had remained after a spirited five-hour public hearing Tuesday afternoon, at which about 80 people, many of them residents and business owners in the area, spoke against the measure, and 40 spoke for it. As part of a revitalization for downtown Brooklyn, the Board of Estimate approved two other major projects last year. One is Renaissance Plaza Hotel, a $163 million tower with 356 rooms and 450,000 square feet of office space to be built on a city-owned site at Jay Street and Myrtle Avenue. The other is the Atlantic Terminal urban-renewal project, a $530 million development at Flatbush and Atlantic Avenues featuring two Art Deco-influenced office towers, 260 brick town houses and a movie theater and retail complex. Renewal of University Buildings Under the arrangement worked out by Mr. [Howard Golden], low-income and elderly residents will be offered 18 units of subsidized rental housing to be constructed in what is now a firehouse on Jay Street in the Metrotech project area. An additional 46 units would be provided in a building under construction by Forest City in the Prospect Heights section, which the Metrotech developer had planned to offer as condominiums on the open market.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 July 1987: B.3.",11/15/17,"New York, N.Y.",NEW YORK CITY METROTECH (BROOKLYN) BROOKLYN (NYC),"James, George",New York Times Company,,Newspapers,426560577,"United States, New York, N.Y.",English,2-Jul-87,OFFICE BUILDINGS; AREA PLANNING AND RENEWAL; SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+CAMERA; IF IN DOUBT WHILE SHOPPING ...,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-if-doubt-while-shopping/docview/426513201/se-2?accountid=14586,"LEAD: SHOPPING for a refrigerator has nothing to do with photography. But last week I found myself thinking about the latter while doing the former.
+SHOPPING for a refrigerator has nothing to do with photography. But last week I found myself thinking about the latter while doing the former.
+In the abstract, all refrigerators are the same. They keep food cold. Okay, maybe some have freezer compartments on top and some have them to the side, but the basic idea is the same. At least that's what I thought before I got to the store and confronted three long rows of appliances. Each model had a list of features different from any other, and each had a different price tag. There were refrigerators with split shelves, divided crispers, porcelain interiors, wine racks and ice-water dispensers in the doors.
+So it is with cameras. Cameras are all designed to take pictures, right? But some offer five kinds of exposure automation, two kinds of automatic focusing, built-in flash units, motorized film advance, and on and on. Without any idea about what kinds of pictures we want to take, the same kind of enervating consumerist panic can take over when looking at refrigerators.
+Choosing a camera can be a simple matter if one first decides on the kind of picture-taking one wants to do. That's the hard part. When we look through a camera, we have even more choices than a shopper in a home-appliance department. The whole world is our oyster, but it's not so easily digested.
+What do we want to take pictures of? What interests us? Is it the faces of our friends and family? The sights we see on trips to far-away places? The way nature remakes the world every season? The play of light on city streets?
+Choosing one's subject is no inconsequential decision. Once we've decided what to take a picture of, we have to decide how to take the picture. Do we want to use a wide-angle lens or a telephoto lens? A fast shutter speed or a slow one? A 35-millimeter or a large-format camera? Color or black-and-white film?
+The choices of what to photograph and how to photograph it are endless. This has a positive side, inasmuch as it allows for every individual to express something of him or herself by making individual choices. At the same time choice can lead to a kind of paralysis. Rather than face all the decisions inherent in taking pictures, many would-be photographers simply shelve their shiny new cameras after the first couple of rolls.
+Perhaps this is why so much emphasis has been placed on the idea that all-automatic cameras can make the choices for you. Camera advertisements in magazines and on television speak of decision-free photography, of electronics that free you from worrying if the picture will turn out. The cameras themselves have anxiety-lessening names like ''Freedom'' and ''One-Touch'' and ''Snappy.''
+Of course the claim is made that such fuss-free marvels enhance, rather than inhibit, your chances to be creative. Without the bother of having to turn any focusing or aperture rings, the argument goes, you can be much more attentive to the subject in front of the lens. But if we step back and examine how these automatic cameras are designed, it's clear that the freedom they provide is equivalent to the freedom one finds in a benevolent dicatorship.
+Today's sophisticated automatic exposure and focusing systems are based on computer models of what the ''average'' photograph is. For example, amateurs tend to take pictures either in the 8-to-12 foot range or at infinity, either in bright sunlight or indoors in dim light. So cameras aimed at amateurs are optimized for these conditions. Up-market auto-focusing SLRs are designed to meet more complex picture-taking situations, but by adjusting themselves to what the average user would consider pleasing.
+In short, any automatic feature on any camera is making a decision for you, based on what it thinks you want it to do. This is true even of automatic film advance. Suppose you want to make a double exposure? Admittedly it's comforting to know that everything is taken care of, in picture-taking as in life. But the down side is that your pictures will largely reflect the conventions of seeing that have been built into the camera.
+To make really individual pictures, we all have to overcome the panic that can come with facing a plethora of decisions. At the same time, we have to reconsider what the camera is doing for us. Do we really want every picture to be exposed according to an average gray tone? Do we really want the focus of the picture to be on whatever is in the center of the viewfinder? If these conventions (and others like them) aren't satisfying, it's time to turn from automatic mode and take back the controls.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+IF+IN+DOUBT+WHILE+SHOPPING+...&title=New+York+Times&issn=03624331&date=1987-06-21&volume=&issue=&spage=A.55&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 21, 1987","Perhaps this is why so much emphasis has been placed on the idea that all-automatic cameras can make the choices for you. Camera advertisements in magazines and on television speak of decision-free photography, of electronics that free you from worrying if the picture will turn out. The cameras themselves have anxiety-lessening names like ''Freedom'' and ''One-Touch'' and ''Snappy.'' Today's sophisticated automatic exposure and focusing systems are based on computer models of what the ''average'' photograph is. For example, amateurs tend to take pictures either in the 8-to-12 foot range or at infinity, either in bright sunlight or indoors in dim light. So cameras aimed at amateurs are optimized for these conditions. Up-market auto-focusing SLRs are designed to meet more complex picture-taking situations, but by adjusting themselves to what the average user would consider pleasing. To make really individual pictures, we all have to overcome the panic that can come with facing a plethora of decisions. At the same time, we have to reconsider what the camera is doing for us. Do we really want every picture to be exposed according to an average gray tone? Do we really want the focus of the picture to be on whatever is in the center of the viewfinder? If these conventions (and others like them) aren't satisfying, it's time to turn from automatic mode and take back the controls.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 June 1987: A.55.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,426513201,"United States, New York, N.Y.",English,21-Jun-87,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+PERIPHERALS; Typing Class of a Sort,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/peripherals-typing-class-sort/docview/426411211/se-2?accountid=14586,"LEAD: There is a 29-story office building directly across a small plaza from this hotel window, and through its floor-to-ceiling windows one can see acres of desks and cubicles. On practically every desk, at least on the five or six floors visible from this lowly vantage point, sits a personal computer.
+There is a 29-story office building directly across a small plaza from this hotel window, and through its floor-to-ceiling windows one can see acres of desks and cubicles. On practically every desk, at least on the five or six floors visible from this lowly vantage point, sits a personal computer.
+With typewriters, at least, a secretary who knew how to type could sit down at almost any typewriter and begin work immediately. Then, not too many years ago in the twilight zone between typewriters and personal computers, many companies installed dedicated word-processing systems; that is, a computer and software combination that did just one task: putting words on paper. There were a handful of different dedicated systems from companies like I.B.M. and Wang. A secretary would spend days or weeks learning to operate such a system and would in turn become dedicated to that system, virtually helpless on any other.
+Then came the personal computer, which, being more versatile and less expensive than a dedicated system, quickly proliferated in offices like the one now blocking the view of Lake Michigan. But although the hardware has been largely standardized, the software now comes in a baffling variety ranging from Applewriter to XyWrite. And if the building that is the subject of this voyeurism is anything like others, it is likely that several different brands of word processing software are being used in the same office. The secretary is still required to learn a system but is now more likely to be dedicated to the software than to the hardware.
+Kelly Services of Troy, Mich., whose Kelly Girl division sends thousands of temporary workers into offices every day, is keenly aware of the decline of the dedicated system. Kelly temporaries cannot take a week to learn how to use a piece of word-processing software.
+So, Kelly recently began using a special training system that rapidly and efficiently teaches a worker how to use any of the 11 word-processing programs that are most entrenched in corporations: Displaywrite, EasyWriter II, Microsoft Word, Multimate, PC Writer, pfs: Write, Samna, Spellbinder, WordPerfect, WordStar and Volkswriter Deluxe.
+April Porvin, program development manager for Kelly's office automation department, learned all 11 programs so thoroughly that she was able to write, for each one, a brochure-sized instruction sheet that tells temporary workers almost everything they need to know to begin using the program right away. (She refuses to reveal which of the programs is her personal favorite.) If a temporary worker is still stumped, there is a toll-free number that connects directly to an expert on each program.
+The point is, why can't the software companies do that?
+It's almost worth becoming a Kelly Boy just to avoid having to read an old WordStar manual. Compaq's New Portable
+Compaq, which made its fortune by making the portable computer that I.B.M. should have made, is about to do it again. The company has scheduled a news conference this morning to announce a new product, and it is widely expected that it will be an expensive portable that is lighter, sleeker and more powerful than its predecessors.
+Although Compaq officials refused to discuss the product, industry insiders said it would be a 20-pound portable that includes an Intel 80286 engine (the same chip used in I.B.M.'s top-of-the-line AT desktop computer) running at up to 12 megahertz, which is as fast as any desktop in full production today. It will come with lots of user-available memory and a 20-megabyte (20-million-character) hard disk, with 30 megabytes and 40 megabytes as options. The fold-down display will use gas-plasma technology, which is far superior to the liquid crystal displays used by most light-weight portables. In something of a surprise, it will come with a 5 1/4-inch disk drive, with a 3 1/2-inch drive as an option. A built-in, Hayes-compatible 1,200-baud modem may be an option. The standard keyboard will be detachable.
+If the advance speculation is accurate, it ought to come with seat belts, too. It all adds up to power and performance unrivaled by any portable except, perhaps, Toshiba's T-3100. And the price is reportedly competitive with the T-3100, which means in the $4,000 range.
+With all those weighty features, the new Compaq would be a lapcrusher, not a laptop. And unless Compaq has discovered a breakthrough in battery power - hard disk drives and gas-plasma displays are voracious power suckers - the new portable would not be able to stray more than an extension cord length beyond a wall socket.
+But for anyone who craves speed and power and likes to make quick getaways, the new Compaq will demand a look.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERIPHERALS%3B+Typing+Class+of+a+Sort&title=New+York+Times&issn=03624331&date=1987-02-17&volume=&issue=&spage=C.7&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 17, 1987","Although Compaq officials refused to discuss the product, industry insiders said it would be a 20-pound portable that includes an Intel 80286 engine (the same chip used in I.B.M.'s top-of-the-line AT desktop computer) running at up to 12 megahertz, which is as fast as any desktop in full production today. It will come with lots of user-available memory and a 20-megabyte (20-million-character) hard disk, with 30 megabytes and 40 megabytes as options. The fold-down display will use gas-plasma technology, which is far superior to the liquid crystal displays used by most light-weight portables. In something of a surprise, it will come with a 5 1/4-inch disk drive, with a 3 1/2-inch drive as an option. A built-in, Hayes-compatible 1,200-baud modem may be an option. The standard keyboard will be detachable. With all those weighty features, the new Compaq would be a lapcrusher, not a laptop. And unless Compaq has discovered a breakthrough in battery power - hard disk drives and gas-plasma displays are voracious power suckers - the new portable would not be able to stray more than an extension cord length beyond a wall socket.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Feb 1987: C.7.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,426411211,"United States, New York, N.Y.",English,17-Feb-87,DATA PROCESSING; WORD PROCESSING; SOFTWARE PRODUCTS; TEMPORARY EMPLOYMENT,New York Times,NEWSPAPER,,,,,,,
+CHICAGO DOES ITS JOB-HUNTING AT HOME,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chicago-does-job-hunting-at-home/docview/426323734/se-2?accountid=14586,"GUERNSEY Dell, a manufacturer of chocolate chips and other ice cream flavorings, will never rival General Motors' Saturn project in size. Nevertheless, when Chicago officials learned that the family-owned company might move to Georgia or New Mexico because it needed a larger facility, they leaped into action.
+The city provided industrial revenue bonds, a $190,000 grant to reduce land costs, a $1.5 million low-interest loan and a host of consultants to advise the company on the best way to finance its expansion. Ultimately, Guernsey Dell moved its 140 employees to an 8.5-acre site where Chicago's slaughterhouses once stood. ''The last thing New Mexico and some other states wanted to hear was that we had concluded that we're better off staying in Chicago,'' said Barry Horne, the company president.
+It is no longer Hog Butcher to the World, but the City of Broad Shoulders still has 6,200 manufacturers, and officials are working hard to make them feel good about staying. That is far more sensible, the officials say, than chasing after giants like Saturn, which, after being wooed by 40 states, chose to put its thousands of jobs in Tennessee.
+''Governors and mayors like nothing more than to cut a ribbon at a new plant,'' said Robert Mier, Chicago's Commissioner of Economic Development. ''But most professionals in the field recognize that you can get greater payoffs from retention than attraction.''
+Indeed, more and more Rust Belt cities are striving to preserve and nurture the industry they have. An increasing number of economic development experts are questioning the tens of millions of dollars cities and states spend in efforts to attract big new plants.
+''I get the sense that many places don't get much of a payoff compared with the amount of incentive money that they've put up to attract these large plants,'' said James E. Peterson, an economic development expert at Northwestern University.
+In recent years, recessions, a strong dollar and low-wage competition abroad have severely damaged manufacturing across the nation. In the Chicago area, United States Steel has closed most of its huge South Works, and Schwinn has shuttered a bicycle plant. General Motors is to shut a plant in Willow Springs, a Chicago suburb; elsewhere in the Middle West the giant auto maker is to close 10 plants, affecting a total of 29,000 workers. Throughout the industry, the United Auto Workers union estimates, automation will cost 120,000 jobs in the next five years.
+Some critics, citing such figures, say factory employment is shrinking inexorably and Chicago should worry more about increasing the number of service sector jobs. Mr. Mier responds that keeping factory jobs is important not only because wages are high, but also because manufactured products are sold elsewhere and bring money into a city. Many service industries, on the other hand, involve money that is simply handed around among residents of one area.
+''The death of manufacturing is a myth we're running against,'' said Mr. Mier. ''If we write off our manufacturing, that means we may lose it faster. We're working to flatten the decline.''
+The same thing is being said throughout the Middle West. When Alumax was thinking of moving its aluminum fabrication plant from St. Louis to Iowa, St. Louis came up with a package of incentives to keep it. These included a 25-year tax-abatement scheme, a $2 million low-interest loan and an $8 million industrial revenue bond.
+''I've been involved in this field for 25 years,'' said Robert Renard of the St. Louis Office of Business Development. ''For a long time I was going after the glamour deals, but you might land just 1 in 100. Meanwhile you're turning your back on the local guy who has been paying the taxes and providing the jobs for maybe 30 or 50 years. We've concluded you can make a lot more progress by concentrating on local business and helping them expand.''
+This help often means taking an individualized approach. To keep its 200,000 metal fabricating jobs, most of them on the South Side, Chicago is working to improve trucking facilities there. Recognizing that its huge Merchandise Mart attracts apparel buyers from department stores around the nation, Chicago officials are trying to strengthen the ties between local apparel makers and the fashion industry.
+''The wisdom nowadays is that the principal area of job creation is in new and small businesses,'' said Lawrence Howe, executive director of the Civic Committee of the Commercial Club of Chicago, a business organization working with the city to bolster the economy.
+Acting on that idea, St. Paul has a city-owned ''industrial incubator'' building, in which companies that are getting off the ground enjoy low rents and benefit from subsidized job training. St. Paul officials hope this help will enable small companies to expand faster and move to new, larger quarters.
+''Instead of spending a lot of time and effort in the very competitive business of trying to lure Saturns to St. Paul,'' said James Bellus, St Paul's director of economic development, ''we think it's better to put our limited resources into working with home-grown companies like 3M.''
+That international giant started above a grocery store 84 years ago.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CHICAGO+DOES+ITS+JOB-HUNTING+AT+HOME&title=New+York+Times&issn=03624331&date=1986-11-30&volume=&issue=&spage=A.4&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 30, 1986","''The death of manufacturing is a myth we're running against,'' said Mr. [Robert Mier]. ''If we write off our manufacturing, that means we may lose it faster. We're working to flatten the decline.'' ''I've been involved in this field for 25 years,'' said Robert Renard of the St. Louis Office of Business Development. ''For a long time I was going after the glamour deals, but you might land just 1 in 100. Meanwhile you're turning your back on the local guy who has been paying the taxes and providing the jobs for maybe 30 or 50 years. We've concluded you can make a lot more progress by concentrating on local business and helping them expand.'' ''Instead of spending a lot of time and effort in the very competitive business of trying to lure Saturns to St. Paul,'' said James Bellus, St Paul's director of economic development, ''we think it's better to put our limited resources into working with home-grown companies like 3M.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Nov 1986: A.4.",11/15/17,"New York, N.Y.",CHICAGO (ILL),"Greenhouse, Steven",New York Times Company,,Newspapers,426323734,"United States, New York, N.Y.",English,30-Nov-86,RELOCATION OF BUSINESS; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+Market Place; Analysts Split On Caterpillar,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-analysts-split-on-caterpillar/docview/426338267/se-2?accountid=14586,"THE standing of Caterpillar Inc. on Wall Street and the price of its shares hinge to an important degree on the company's ability to cut costs.
+Caterpillar's strategy, cited in its 1985 annual report, aims at ''further permanent cost reductions averaging at least 5 percent for each of the next three years.'' But management's admission that it will fall short of this goal for 1986 caused some analysts to pare their earnings forecasts.
+''After I saw that Caterpillar's cost-reduction program is running behind schedule, the stock was removed from our recommended list,'' said Karen A. Ubelhart of Oppenheimer & Company. '' I lowered our estimate for 1986 earnings to between $2 and $2.50 a share from an earlier range of $3.50 to $4. Next year's estimate was cut to between $3.25 and $3.75 a share, down from $5 to $6.''
+The stock of Caterpillar, the world's largest manufacturer of earth-moving machinery and equipment, has moved this year from a high of $55.625 in March to as low as $36.625. In yesterday's trading, it slipped by 37.5 cents, to $38.75.
+Caterpillar, which changed its name this spring from Caterpillar Tractor, has said its ''overriding objective for 1985'' was a return to profitability and, thanks partly to cost-cutting, that goal has been achieved. Aided by $209 million of pretax credits, the company last year showed a profit of $2.02 a share on sales of $6.7 billion.
+After a string of profitable years when its revenue pattern was consistent with strong inflation, Caterpillar showed heavy losses in 1982, 1983 and 1984. In addition to shrinking markets overseas and stiff industrywide competition, it suffered from the negative impact of a strong dollar. Now, however, its biggest competitor, Komatsu Ltd. of Japan, faces a currency disadvantage, thanks to the much weaker dollar against the yen.
+Although Caterpillar has reduced its work force, closed plants and strengthened its balance sheet since the early 1980's, its business prospects and its stock draw mixed reviews on Wall Street.
+Ms. Ubelhart, for example, expects the shares to be average market performers over the next six to 12 months. She is more optimistic about the company's long-term prospects, citing the potential of a $1 billion, five-year factory automation program now under way.
+''The company has substantially improved its ability to compete profitably in the worldwide construction machinery market,'' said John J. Mackin of Morgan Stanley & Company. Over coming months, he also expects the stock to perform in line with the market. ''We continue to believe, however, that the shares offer good intermediate to long-term value at current prices,'' he added.
+The company's strong showing in the first half of 1986 reflected hedge-buying demand against a strike that did not materialize. Partly because of this, Caterpillar reported a loss of $26 million in the third quarter as dealers tried to cut inventories.
+Mr. Mackin projects earnings for all of 1986 at around $2.45 a share, ''principally because of larger-than-expected currency profits.'' His estimate for 1987 calls for earnings of $3 a share.
+Two other analysts differ sharply on the company's prospects.
+Although David G. Sutliff of Salomon Brothers estimates earnings of about $2.25 a share for this year and between $2.50 and $3 for next year, he continues to recommend sale of the stock. Mr. Sutliff believes that prospects for profit improvement beyond 1987 are limited. ''The basic demand for earth-moving machines worldwide is not growing, while competition remains extremely keen,'' he said. ''Moreover, Caterpillar needs to bite the bullet more in order to bring its costs down.''
+In late October, Caterpillar raised its prices by an average of 3 percent, although this increase does not apply to all products and to every country where it operates. An estimated 45 percent of revenues is derived from abroad.
+''Continued fierce competition could force the price increase to be rescinded or offset by the company,'' Mr. Sutliff said. ''For example, Komatsu has raised its list prices in the United States by about 18 percent over the past year to compensate for the rise in the Japanese yen. Actual dealer transaction prices have not changed, however, reflecting strenuous competition for machine sales in the United States.''
+But Alexander Blanton of Merrill Lynch remains bullish on the stock, rating it a ''buy.'' His earnings estimate for 1986 - between $2.25 and $2.50 a share - is in line with that of most other analysts.
+For 1987, Mr. Blanton believes that Caterpillar has the potential to earn between $5 and $6 a share. He said this jump in profits could result from a combination of higher prices and lower costs, along with a volume increase of perhaps 10 percent. ''Over the next few years,'' he summed up, ''we expect a significant pickup in the need to replace aging equipment.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Analysts+Split+On+Caterpillar&title=New+York+Times&issn=03624331&date=1986-11-11&volume=&issue=&spage=D.8&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 1986","''After I saw that Caterpillar's cost-reduction program is running behind schedule, the stock was removed from our recommended list,'' said Karen A. Ubelhart of Oppenheimer & Company. '' I lowered our estimate for 1986 earnings to between $2 and $2.50 a share from an earlier range of $3.50 to $4. Next year's estimate was cut to between $3.25 and $3.75 a share, down from $5 to $6.'' Although David G. Sutliff of Salomon Brothers estimates earnings of about $2.25 a share for this year and between $2.50 and $3 for next year, he continues to recommend sale of the stock. Mr. Sutliff believes that prospects for profit improvement beyond 1987 are limited. ''The basic demand for earth-moving machines worldwide is not growing, while competition remains extremely keen,'' he said. ''Moreover, Caterpillar needs to bite the bullet more in order to bring its costs down.'' For 1987, Mr. [Alexander Blanton] believes that Caterpillar has the potential to earn between $5 and $6 a share. He said this jump in profits could result from a combination of higher prices and lower costs, along with a volume increase of perhaps 10 percent. ''Over the next few years,'' he summed up, ''we expect a significant pickup in the need to replace aging equipment.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 1986: D.8.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,426338267,"United States, New York, N.Y.",English,11-Nov-86,,New York Times,NEWSPAPER,,,,,,,
+WASHINGTON TALK; Fishing for Japan's Technology Data,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/washington-talk-fishing-japans-technology-data/docview/426273876/se-2?accountid=14586,"Want to know the latest developments in Japanese high-performance ceramics? How does Japanese labor react to introduction of automation in Japanese offices? What is the accident rate in Tokyo from robots gone berserk?
+Deep in the Washington suburbs, at 5285 Port Royal Road, Springfield, Va., is a cluster of two- and three-story government-gray buildings with answers to these and many other questions about Japan's economic miracle.
+Part of the Commerce Department conglomerate, it is the National Technical Information Service. It sells to the public its reports not only on Japanese but also other foreign research as well as United States-sponsored research.
+It Sells Six Million a Year
+The clients are chiefly corporate research centers and universities, which pay up to $40.95 for a particularly long and detailed work larded with formulas and quadratic equations, or $60 for an annual subscription to weekly abstracts on biomedical technology and human factors engineering. It sells more than six million documents a year.
+''We're trying to collect more Japanese information,'' said David B. Shonyo, director of international affairs for the agency. ''We want documents that give an overview of Japanese technology.''
+For years Japan and other countries mined United States technology for ideas and techniques. Now some of those countries, particularly Japan, have taken their place in the top ranks of technological innovators and the United States is picking their brains.
+Soon, Mr. Shonyo disclosed, there may well be someone at the United States Embassy in Tokyo whose sole repsonsibility is sifting new Japanese technology reports and forwarding the most interesting to Springfield. Baucus and Reagan Want It
+The agency's new focus on Japan is being directed from the highest levels of this Government. President Reagan has just signed a bill earmarking $1 million in the next fiscal year, beginning Oct. 1, to beef up efforts to translate and disseminate Japanese scientific and engineering literature.
+''Clearly, Japan is producing many technological innovations that Americans can learn from,'' said Senator Max Baucus, Democrat of Montana, chief sponsor of the bill, the Japanese Technical Literature Act.
+Today Japan ranks third in scientific research, just behind the United States and the Soviet Union. Japanese semiconductors, telecommunmications, fiber optics, biotechnology and robotics technology compete directly with the United States.
+Japan's ability to capitalize on American technology, often more quickly than Americans themselves, is one generally accepted reason for Japan's economic surge. Japanese Doing It Since '57
+Since 1957 the Information Center of Science and Technology in Japan has been gathering, abstracting and translating information from the United States and elsewhere and making it available to Japanese researchers.
+All Japanese high school students study English and thousands of Japanese students come to the United State to study. Many Japanese scientists and engineers can review American journals directly.
+But according to a study by North Carolina State's Japan Center, ''There are probably no more than 400 scientific and technical specialists in training who receive Japanese language instruction in the U.S.''
+Now that the Japanese have become innovators, Washington is recognizing that there are lessons to be learned from the Japanese research institutes and the 10,000 technical journals published there. Military Help, Too
+Even the American military sometimes leans on Japanese technology. Under the three-year-old United States-Japan Joint Military Technology Commission, for example, Japan recently agreed to provide the United States with technology for a homing device for a portable surface-to-air missile.
+''This country can no longer afford the arrogance of indifference to scientific and technical developments in other nations,'' said Anthony Polsky, president of Cathay Counselors, a consulting concern in Portland, Ore., and Tokyo.
+Mr. Shonyo said the new legislation should result in ''a more rational and better collection'' of Japanese data. But he and other experts noted the high cost of translating Japanese technical material into English. Cost of One: $10,000
+It means that the $1 million earmarked from the Baucus bill will not go very far. Because there are so few qualified translators of Japanese, it costs $10,000 to get a 100-page Japanese technical document into English.
+American companies and trade associations already monitor some of the Japanese material, along with other Federal agencies. But the efforts are not coordinated, and according to Senator Baucus's research cover only 20 percent of the material.
+The new law calls on the information service to issue an annual directory of all Japanese technical information and to coordinate Government translation efforts with those of private companies.
+Established in 1964 as the cornerstone of the technological publishing structure in the United States, the National Technical Information Service now has in stock nearly two million reports. But these include many reports still in Japanese waiting for translation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WASHINGTON+TALK%3B+Fishing+for+Japan%27s+Technology+Data&title=New+York+Times&issn=03624331&date=1986-09-06&volume=&issue=&spage=1.10&au=CLYDE+H.+FARNSWORTH%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1986","''We're trying to collect more Japanese information,'' said David B. Shonyo, director of international affairs for the agency. ''We want documents that give an overview of Japanese technology.'' According to a study by North Carolina State's Japan Center, ''There are probably no more than 400 scientific and technical specialists in training who receive Japanese language instruction in the U.S.'' ''This country can no longer afford the arrogance of indifference to scientific and technical developments in other nations,'' said Anthony Polsky, president of Cathay Counselors, a consulting concern in Portland, Ore., and Tokyo.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1986: 1.10.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES,"CLYDE H. FARNSWORTH, Special to the New York Times",New York Times Company,,Newspapers,426273876,"United States, New York, N.Y.",English,6-Sep-86,SCIENCE AND TECHNOLOGY; COMPANY AND ORGANIZATION PROFILES; RESEARCH; FINANCES; BUDGETS AND BUDGETING; LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+GOULD TO SELL MILITARY BUSINESS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gould-sell-military-business/docview/425961089/se-2?accountid=14586,"In a move that sparked new talk of a possible takeover, Gould Inc. announced today that it planned to find a buyer for its military systems business, which accounts for about one-quarter of the company's $1.4 billion in revenues.
+In making the announcement, Gould said that the sale would allow it to concentrate on its diversified electronics operations in the civilian sector. The company, based in Rolling Meadows, Ill., makes high-speed mini-computers, factory automation systems and semiconductors.
+But the decision surprised industry officials and analysts, who noted that the company's new chief executive, James F. McDonald, recently consolidated Gould into four business groups, including military systems.
+Siemens Deal Speculated
+Analysts speculated that the proposed sale was designed to facilitate a possible acquisition of Gould by Siemens A.G., the West German electronics giant. Last October, after a flurry of rumors, an American spokesman for Siemens acknowledged that the two companies had held informal talks.
+But a key hurdle that was thought to stymie a merger then was the sensitive nature of Gould's military contracts to produce torpedoes, other underwater warfare equipment and aerospace instrumentation. The sale of an important military contractor to a foreign company would most likely be challenged by Washington, analysts said.
+A spokesman for Gould declined to comment on the latest rumors and calls to Siemens headquarters in Munich late today were not returned. However, Martin Weitzner, a spokesman for the Siemens Capital Corporation, a United States subsidiary, said, ''We don't know of any ongoing discussions, but I would not be surprised.''
+Investors responded favorably to the proposed sale of the military business, sending Gould's stock up $1.25 a share on the New York Stock Exchange, to $21.25.
+The sale would also help relieve the company's debt burden, noted Edward C. White Jr., an analyst with E. F. Hutton Group. Gould has about $355 million in long-term debt and $52 million in short-term debt.
+Mr. White and other analysts said Gould could receive as much as $400 million for its military operations. Gould said that the sale of the unit -together with several other businesses that were recently sold or were earlier put on the block, including its real estate holdings - would generate $550 million to $625 million.
+Mr. McDonald said that the decision announced today was based on the company's strategy to ''concentrate its financial, people and marketing resources on those areas of commercial electronics that offer the greatest growth opportunities.''
+Mr. McDonald, who joined the company as president in 1984 after a long career at the International Business Machines Corporation, became chief executive last April, succeeding William T. Ylvisaker, who remains chairman. Since taking over, Mr. McDonald, 46 years old, has been reorganizing Gould, which had experienced a hectic period of acquisitions during the previous six years that had transformed the company from a maker of industrial products into a high-tech electronics concern.
+Until this year, Gould's military business had provided a steady stream of earnings. In 1985, the sector reported revenues of $400.3 million and pretax earnings of $37.3 million.
+But shortly after Mr. McDonald took over, the company uncovered potentially enormous cost overruns on fixed-price contracts at its Navcom Systems division. Gould was forced to restate its results for this year's first quarter, taking a one-time charge of $130 million. Instead of reporting a profit of $13.4 million for the period, the company reported a net loss of $115.1 million.
+Much of Gould's problems have been blamed on its transition to a high-tech manufacturer. The majority of the acquisitions initiated by Mr. Ylvisaker during the transition have not provided the returns the company expected. In 1985, when the semiconductor industry went into a severe slump, Gould took a $159.2 million charge. Other charges contributed to a net loss of $175.5 million that year. In 1984, losses from discontinued operations slashed net earnings by $71.5 million, to $17.8 million.
+If Gould is not planning to be acquired, then today's announcement makes ''strategic'' sense, Mr. White said. ''It's a smart move,'' he added. ''Gould has had a lot of problems turning things around, and Mr. McDonald wanted a smaller package to manage.'' THE MILITARY SEGMENT'S CONTRIBUTION TO GOULD Revenues Breakdown of 1985 net revenues totaling $1.4 billion for four segments of Gould Inc.
+ 
+Electronic systems
+35%",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GOULD+TO+SELL+MILITARY+BUSINESS&title=New+York+Times&issn=03624331&date=1986-08-27&volume=&issue=&spage=D.1&au=STEPHEN+PHILLIPS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 27, 1986","A spokesman for [Gould] declined to comment on the latest rumors and calls to Siemens headquarters in Munich late today were not returned. However, Martin Weitzner, a spokesman for the Siemens Capital Corporation, a United States subsidiary, said, ''We don't know of any ongoing discussions, but I would not be surprised.'' If Gould is not planning to be acquired, then today's announcement makes ''strategic'' sense, Mr. [Edward C. White Jr.] said. ''It's a smart move,'' he added. ''Gould has had a lot of problems turning things around, and Mr. [James F. McDonald] wanted a smaller package to manage.'' THE MILITARY SEGMENT'S CONTRIBUTION TO GOULD Revenues Breakdown of 1985 net revenues totaling $1.4 billion for four segments of Gould Inc.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Aug 1986: D.1.",11/15/17,"New York, N.Y.",,"STEPHEN PHILLIPS, Special to the New York Times",New York Times Company,,Newspapers,425961089,"United States, New York, N.Y.",English,27-Aug-86,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS SUMMARY: THURSDAY, AUGUST 14, 1986:   [Summary ]","New York Times, Late Edition (East Coas t); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-summary-thursday-august-14-1986/docview/425971970/se-2?accountid=14586,"The Economy The heads of the Senate and House tax delegations neared an agreement on the main elements of a tax overhaul bill. Representative Rostenkowski said that he and Senator Packwood might have a completed package ready to present to the other conferees by noon today. If so, the conference committee should be able to reach a basic accord by the end of the week, when Congress begins a three-week recess, although formal approval cannot come until after Labor Day. [ Page D1. ] Retail sales inched up 0.1 percent in July. The rise would have been more, but a big drop in auto sales held the total down. Many economists are optimistic about consumer buying in the months ahead. [ D1. ] Sales of new American-made cars rose 7.4 percent in the Aug. 1-10 period, compared with the period last year. [ D6. ] A bill to help deal with failures of financial institutions was approved by the Senate Banking Committee. The bill would provide $15 billion over three years to the fund that insures thrift institution deposits, and it would give Federal regulators emergency powers to arrange bank takeovers. [ D15. ] The House Budget panel is seeking ways to cut $10 billion in Federal spending. [ A24. ] Companies Charles R. Schwab resigned from the BankAmerica board. Mr. Schwab had become known as the dissident among the ailing bank's directors. He joined the board in 1983 after selling his Charles Schwab & Company discount brokerage to the bank in a deal that made him BankAmerica's largest shareholder, but he has since sold most of his stock. Mr. Schwab said last night that he was leaving the board to give full attention to the brokerage.
+[ D1. ] Analysts said that Mr. Schwab's resignation may be a first step in a new effort to buy back his brokerage or even to start a new one. [ D15. ] Lotus will sell software directly to large corporate customers and will also allow such customers to remove copy-protection devices from the software. [ D4. ] I.B.M. will sponsor an artificial intelligence project with Carnegie-Mellon University. The company said the three-year effort was ''a major new I.B.M. initiative'' in advanced software. [ D4. ] Convergent Technologies will lay off 500 of its 1,900 employees and cut executive salaries by 10 percent. [ D4. ] International Two more Swiss banks will join in making a loan to Mexico. Resolving the snag over the temporary $500 million loan apparently insures the success of a $12 billion financial rescue package being put together for that country. [ D8. ] Markets The stock market continued its march upward, with the broader market outshining the blue chips. The Dow Jones industrial average added 9 points, to 1,844.49, on top of a two-day gain that totaled more than 50 points. Rising issues outnumbered decliners by better than two-to-one, and the volume, at 156.4 million shares, was one of the heaviest of the summer. [ D1. ] The credit markets had a strong rally based largely on technical factors but bolstered by hopes of a new round of internationally coordinated interest rate cuts. The price of the 30-year Treasury bond rose nearly a point. [ D17. ] Yields on certificates of deposit, bank money market accounts and money market funds fell. [ D21. ] Prices of energy futures rose amid signs that the oversupply of oil may be gradually coming under control. [ D14. ] Gold and the dollar both had slight declines. Gold was off $1.50, to $384.25, in late New York trading. [ D14. ] Today's Columns The next wave in automation on Wall Street will involve artificial intelligence systems that could do some rudimentary reasoning about investment choices. Technology. [ D2. ] Transamerica's renewed focus on insurance is being praised by analysts, but they remain divided on the stock. The conglomerate is selling Budget Rent a Car, one of its nonfinancial units, but divesting two other divisions - an airline and a manufacturer - may prove harder. Market Place. [ D8. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+SUMMARY%3A+THURSDAY%2C+AUGUST+14%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-08-14&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 1986","D1. ] Analysts said that Mr. [Charles R. Schwab]'s resignation may be a first step in a new effort to buy back his brokerage or even to start a new one. [ D15. ] Lotus will sell software directly to large corporate customers and will also allow such customers to remove copy-protection devices from the software. [ D4. ] I.B.M. will sponsor an artificial intelligence project with Carnegie-Mellon University. The company said the three-year effort was ''a major new I.B.M. initiative'' in advanced software. [ D4. ] Convergent Technologies will lay off 500 of its 1,900 employees and cut executive salaries by 10 percent. [ D4. ] International Two more Swiss banks will join in making a loan to Mexico. Resolving the snag over the temporary $500 million loan apparently insures the success of a $12 billion financial rescue package being put together for that country. [ D8. ] Markets The stock market continued its march upward, with the broader market outshining the blue chips. The Dow Jones industrial average added 9 points, to 1,844.49, on top of a two-day gain that totaled more than 50 points.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 1986: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425971970,"United States, New York, N.Y.",English,14-Aug-86,,New York Times,Summary,,,,,,,
+Market Place; Tool Makers' Prospects,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-tool-makers-prospects/docview/425934234/se-2?accountid=14586,"MANUFACTURERS of machine tools have been beset by declining orders, excess capacity, foreign competition and shrinking profits - not to mention the uncertainty as to how their fortunes will fare under the new tax bill.
+Stock prices, too, have tumbled for some companies. A case in point is the Cross & Trecker Corporation, a leading producer of factory automation systems, numerically controlled machine tools and materials-handling equipment.
+Its stock, after selling as high as $23 in June, sank as low as $14.125 last week in over-the-counter trading. The company recently reported a loss of more than $1.1 million for the latest three months, compared with a profit a year earlier of nearly $2.6 million, or 21 cents a share.
+Nonetheless, John E. McGinty of the First Boston Corporation carries a strong ''buy'' recommendation on the shares, which closed yesterday at $16.50, up 12.5 cents. ''At present prices,'' the analyst pointed out, ''Cross & Trecker is selling at just about its book value of $17 a share.''
+For the fiscal year ended Sept. 30, 1985, the company reported a profit of 95 cents a share. In its latest nine-month period, Cross & Trecker earned 4 cents a share and Mr. McGinty expects the company to show only break-even results for the current fiscal year. ''But in fiscal 1987, it could earn $1 a share or more,'' he said.
+Cross & Trecker is also recommended for purchase by Thomas G. Burns Jr., the machinery analyst at Goldman, Sachs & Company. He recently lowered his estimate for the 1986 fiscal year to break-even, down from an earlier earnings projection of 75 cents a share. ''Order activity remains flat,'' he said, ''but costs are being reduced.''
+''My case for the stock is an ultimate recovery in the United States economy,'' Mr. Burns said. ''I anticipate that the next move in the economy will be a strengthening, although the timetable for this recovery is being stretched out.''
+In a slow-growth economy, he expects Cross & Trecker would earn between 50 and 75 cents a share for the 1987 fiscal year. If the economy were to show a sharper recovery - which Mr. Burns regards as a far less likely prospect - he said that profits for the 1987 fiscal year conceivably could reach between $1.50 and $1.85 a share.
+First Boston's Mr. McGinty also follows Cincinnati Milacron, one of the nation's largest manufacturers of machine tools and also a producer of plastics processing machinery and industrial robots. In 1985, the company restructured certain operations and took a one-time, pretax charge of $74.4 million. This resulted in a net loss of nearly $44.8 million for the year.
+Mr. McGinty projects the company's profits at $1 a share for this year. ''For 1987,'' he said, ''we estimate earnings of $2 per share and see earnings potential of between $3 and $3.50 a share by 1989, with only modest improvement in machine tools.''
+''The stock is cheap if 1987 materializes,'' he added, ''but is unlikely to perform until machine tool orders rebound.'' His investment recommendation on the stock calls for a near-term ''hold'' and a long-term ''buy.''
+In yesterday's trading on the New York Stock Exchange, Cincinnati Milacron rose 50 cents, to $21. Over the last 52 weeks, its price has ranged between $26 and $15.125.
+In 1981, when profits for both companies were robust, shares of Cross & Trecker reached a record price of $41.75, while Cincinnati Milacron brought $46.75, also a record.
+Some analysts remain cautious on prospects of machine tool companies. In her latest appraisal of the industry, for example, Christine Chien of Prudential-Bache Securities begins with this admonition: ''Avoid machine tool stocks during this cycle.'' She takes a generally negative view of the shares of both Cross & Trecker and Cincinnati Milacron over the next six months, at a minimum.
+''Recent events have underscored our pessimistic outlook on the machine tool industry for this cycle and reaffirmed our continued cautionary stance,'' Ms. Chien said. She noted that General Motors, a major user of machine tools, had indicated plans to scale back its capital spending program for several years. ''Capital spending plans have been further reduced throughout the rest of the manufacturing sector as well,'' the analyst added. ''Elsewhere, economic forecasts reflect lowered expectations for the gross national product for at least the second half of 1986.''
+While Cross & Trecker and Cincinnati Milacron are large companies with substantial capitalizations, the machine tool industry also includes smaller entities. One of these, Monarch Machine Tool, is rated by Mr. McGinty of First Boston as a ''buy'' in the special situation category.
+''Monarch has a book value of about $19 a share and no long-term debt,'' he said. ''There are only some 3.6 million shares outstanding in the company, which represents perhaps the purest play in machine tools.''
+In 1985, Monarch earned 71 cents a share. Mr. McGinty estimates this year's profits as flat to down, possibly as low as 50 cents a share. ''In 1987,'' he said, ''the company could earn between $1 and $1.50.'' On the Big Board, Monarch's stock closed unchanged yesterday at $15.625.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Tool+Makers%27+Prospects&title=New+York+Times&issn=03624331&date=1986-07-30&volume=&issue=&spage=D.6&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 30, 1986","Nonetheless, John E. McGinty of the First Boston Corporation carries a strong ''buy'' recommendation on the shares, which closed yesterday at $16.50, up 12.5 cents. ''At present prices,'' the analyst pointed out, ''Cross & Trecker is selling at just about its book value of $17 a share.'' ''The stock is cheap if 1987 materializes,'' he added, ''but is unlikely to perform until machine tool orders rebound.'' His investment recommendation on the stock calls for a near-term ''hold'' and a long-term ''buy.'' ''Recent events have underscored our pessimistic outlook on the machine tool industry for this cycle and reaffirmed our continued cautionary stance,'' Ms. [Christine Chien] said. She noted that General Motors, a major user of machine tools, had indicated plans to scale back its capital spending program for several years. ''Capital spending plans have been further reduced throughout the rest of the manufacturing sector as well,'' the analyst added. ''Elsewhere, economic forecasts reflect lowered expectations for the gross national product for at least the second half of 1986.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 July 1986: D.6.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,425934234,"United States, New York, N.Y.",English,30-Jul-86,MACHINE TOOLS AND DIES,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: SATURDAY, JULY 26, 1986:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-saturday-july-26-1986/docview/425945215/se-2?accountid=14586,"Companies
+Bankers Trust is lining up a multibillion-dollar loan among other banks to finance a client's takeover of Safeway Stores, banking sources said. The sources identified the client as Kohlberg, Kravis, Roberts, a specialist in leveraged buyouts. Meanwhile, it was also said that Safeway's directors met to consider an offer from Kohlberg, Kravis to head a leveraged buyout of the supermarket chain, which already has a bid from Dart Group. [ Page 33. ]
+Mobil agreed to sell its packaging division, the Container Corporation of America, to a joint venture of Jefferson Smurfit and a Morgan Stanley limited partnership in a deal valued at almost $1.2 billion. Mobil acquired the company in 1976. [ 33. ]
+Charter has reached an agreement on reorganization with representatives of its creditors and equity security holders that would enable it to emerge from Chapter 11. [ 36. ]
+Aetna Life and Casualty's operating earnings rose 58.5 percent in the second quarter, while its net income almost quadrupled. [ 35. ]
+Texas Instruments posted its first profit, $12.3 million, since early last year, helped by its military electronics business. [ 35. ] The Economy
+The price of medical care is still surging despite efforts to contain costs. The rises are attributed to weaknesses in the cost-control system, expensive advances in medical technology and the growing needs of elderly and low-income Americans, but another important factor is that many physicians and hospitals are finding ways to get around the cost-control system, economists say. [ 1. ]
+Livestock and crop losses from the drought could exceed $2 billion, state agricultural officials said. The loss would represent nearly 15 percent of the $15 billion of gross earnings last year by farmers in eight parched Middle Atlantic and Southern states. [ 1. ]
+Mortgage and other long-term rates will decline still further, predicted Manuel H. Johnson, who is awaiting Senate confirmation as the Fed's vice chairman. The prediction assumes that the central bank will continue to pursue stable prices. [ 33. ]
+House and Senate conferees reached a preliminary agreement to set a top tax rate of 27 percent for individuals and 33 percent for corporations as the starting point for their negotiations. But the lawmakers cautioned that the rates might have to be raised. [ 35. ]
+The Defense Contract Audit Agency is facing a backlog of unaudited military-contractor bills that is expected to reach $111 billion by next year. A growing number of critics say the agency is so overworked and understaffed that its audits are at best cursory. [ 35. ] Markets
+The Dow rose by 18.42 points, sending it above the 1800 level for the first time in two weeks. Stocks, which closed at 1,810.04, were helped by an optimistic forecast on the economy from the Administration. Volume, however, slipped to 132 million shares. [ 37. ]
+Bond prices fell abruptly late in the day after the Treasury said it would not postpone its $30 billion August refunding. [ 36. ]
+Cattle futures advanced in anticipation of livestock reports. The Government reports, released after the market closed, showed that the number of cattle placed on feedlots in June was the lowest in 12 years and indicated that prices could go much higher. [ 41. ]
+The dollar rose against most other currencies, as traders noted that the economy might not be as sluggish as previously thought. Gold was down $1.15 an ounce, at $347.50, in New York. [ 41. ] International
+U.S. and Japan semiconductor makers are pessimistic that an agreement can be reached on trade differences. Meanwhile, three of the largest chip makers have charged Japanese manufacturers with accelerating the dumping of their chips. [ 33. ] Today's Columns
+Customers usually get first crack at buying shares when savings banks convert from a mutual to a stock form of ownership. But experts advise considering a number of key points about the particular institution before purchasing shares. Your Money. [ 34. ]
+Funding should be halted on a Patent Office automation project until further assessments of it are made, the General Accounting Office recommended. Patents. [ 34. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+SATURDAY%2C+JULY+26%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-07-26&volume=&issue=&spage=1.33&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 26, 1986","Bankers Trust is lining up a multibillion-dollar loan among other banks to finance a client's takeover of Safeway Stores, banking sources said. The sources identified the client as Kohlberg, Kravis, Roberts, a specialist in leveraged buyouts. Meanwhile, it was also said that Safeway's directors met to consider an offer from Kohlberg, Kravis to head a leveraged buyout of the supermarket chain, which already has a bid from Dart Group. [ Page 33. ] Mortgage and other long-term rates will decline still further, predicted Manuel H. Johnson, who is awaiting Senate confirmation as the Fed's vice chairman. The prediction assumes that the central bank will continue to pursue stable prices. [ 33. ] U.S. and Japan semiconductor makers are pessimistic that an agreement can be reached on trade differences. Meanwhile, three of the largest chip makers have charged Japanese manufacturers with accelerating the dumping of their chips. [ 33. ] Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 July 1986: 1.33.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425945215,"United States, New York, N.Y.",English,26-Jul-86,NEWS AND NEWS MEDIA,New York Times,Summary,,,,,,,
+A TOP POSTAL AIDE ADMITS TO FRAUD,"New York Times, Late Edition (East Coast); New York, N. Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/top-postal-aide-admits-fraud/docview/425930213/se-2?accountid=14586,"The vice chairman of the United States Postal Service's Board of Governors pleaded guilty today to taking illegal payoffs in exchange for trying to steer a $250 million postal contract to a Dallas company.
+The executive, Peter Voss, also pleaded guilty in Federal District Court to embezzling money from the Postal Service. Prosecutors said he was reimbursed for first-class airline tickets when he actually traveled in coach class. He Resigns From Board
+Mr. Voss immediately resigned from the eight-member board, which is expected to award the $250 million postal contract later this year.
+The first public word of the case came today when a felony information containing the charges was unsealed in court. By pleading guilty to the three counts, Mr. Voss avoided a grand jury investigation that could have led to the filing of additional counts against him.
+Mr. Voss was allowed to plead guilty to two counts of accepting illegal gratuities totaling $2,500 and one count of embezzling $1,180 in the airline ticket matter.
+He faces up to seven years in prison and $21,000 in fines. He is to be sentenced July 24 by Judge George H. Revercomb.
+Mr. Voss, in a telephone interview this afternoon, said: ''I'm going to stand up as straight as I can. It's a new beginning. I'll be starting all over.'' He said Federal prosecutors had asked him not to discuss the case.
+Mr. Voss, a businessman who was co-chairman in 1980 of President Reagan's election campaign in Ohio, was appointed to the Board of Governors by Mr. Reagan in 1982. He was elected vice chairman in January.
+According to United States Attorney Joseph E. DiGenova and Assistant United States Attorney E. Lawrence Barcella Jr., Mr. Voss took $20,000 to $25,000 in payoffs in cash and free airline tickets in a fee-splitting arrangement with a public relations concern hired by the Dallas company, Recognition Equipment Inc., to help it win the contract for high-speed address-reading machinery.
+The public relations concern, John Gnau Associates of Bloomfield Hills, Mich., was engaged on Mr. Voss's recommendation, according to the prosecutors. The concern has a Washington office.
+Mr. Voss also arranged with Gnau Associates, operated by a Michigan businessman, John R. Gnau Jr., to receive up to $1.2 million if the Texas company got the contract, the prosecutors said. Mr. Voss has known Mr. Gnau for nearly a decade, the prosecutors said. Mr. Gnau was chairman of Mr. Reagan's 1980 Presidential campaign in Michigan.
+''It was a complex scheme designed ultimately to steer the contract to R.E.I.,'' Mr. DiGenova said in an interview.
+Mr. Gnau was not charged, but Mr. DiGenova said the investigation initiated by the postal Inspection Service was continuing and that Mr. Voss was cooperating with the Government. 'It's Hard to Believe'
+Mr. Gnau's lawyer, David DuMouchel, said his client ''didn't know about'' any illegal payments to Mr. Voss and that ''it's hard to believe Peter Voss'' would be involved in anything illegal.
+Prosecutors said Mr. Voss would make restitution to the Government for the air fares. They said the final amount had not been determined.
+Mr. Voss charged the Postal Service for first-class fare while flying on coach fares on 81 occasions since 1982, Mr. DiGenova and Mr. Barcella said in documents filed with the court.
+The prosecutors said Mr. Voss charged the Government more than $70,000 for the 81 trips, which actually cost $26,200. Mr. Voss charged first-class tickets on his credit card, photocopied them and then turned them in for coach-class tickets, Mr. Barcella told the court. 'Arms-Length Relationship'
+Federal prosecutors and the court documents did not specifically mention Recognition Equipment, but the company's chairman and chief executive officer, William G. Moore Jr., acknowledged in an interview that his company was the one involved.
+Mr. Moore said Recognition Equipment had nothing to do with payments to Mr. Voss. Mr. Moore said, ''We cannot see where we were involved, other than in an arms-length relationship with a consultant,'' Gnau Associates. Mr. Moore said any fee-splitting arrangements between Gnau Associates and Mr. Voss ''would specifically violate and contravene the contract that we had with our consultant.''
+Recognition is competing with another Texas concern, ElectroCom Automation Inc. of Arlington, for the contract.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+TOP+POSTAL+AIDE+ADMITS+TO+FRAUD&title=New+York+Times&issn=03624331&date=1986-05-31&volume=&issue=&spage=1.1&au=Associated+Press&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 31, 1986","Mr. [Peter Voss], in a telephone interview this afternoon, said: ''I'm going to stand up as straight as I can. It's a new beginning. I'll be starting all over.'' He said Federal prosecutors had asked him not to discuss the case. Mr. [John R. Gnau Jr.]'s lawyer, David DuMouchel, said his client ''didn't know about'' any illegal payments to Mr. Voss and that ''it's hard to believe Peter Voss'' would be involved in anything illegal. Mr. [William G. Moore Jr.] said Recognition Equipment had nothing to do with payments to Mr. Voss. Mr. Moore said, ''We cannot see where we were involved, other than in an arms-length relationship with a consultant,'' Gnau Associates. Mr. Moore said any fee-splitting arrangements between Gnau Associates and Mr. Voss ''would specifically violate and contravene the contract that we had with our consultant.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 May 1986: 1.1.",11/15/17,"New York, N.Y.",OHIO,Associated Press,New York Times Company,,Newspapers,425930213,"United States, New York, N.Y.",English,31-May-86,"POSTAL SERVICE; ETHICS; SUSPENSIONS, DISMISSALS AND RESIGNATIONS; CONTRACTS; EMBEZZLEMENT; FRAUDS AND SWINDLING; PRESIDENTIAL ELECTION OF 1980",New York Times,NEWSPAPER,,,,,,,
+Economic Scene; Stimulating Global Growth,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economic-scene-stimulating-global-growth/docview/425876952/se-2?accountid=14586,"DESPITE the disintegrative political forces, ranging from terrorism to the dangers of conventional or nuclear war, the more closely integrated world economy is forcing a re-examination of the bases of national economic policies.
+Peter F. Drucker, professor of social science and management at the Claremont Graduate School in California, argues that the world economy is not ''changing,'' but rather that it has already changed in its foundations and structure. Writing in the spring issue of Foreign Affairs, Mr. Drucker stresses three critical changes of the last decade.
+First, he says, ''The primary-products economy has come 'uncoupled' from the industrial economy.'' Developing countries once could count on exporting their primary materials - farm and forest products, minerals and metals - to pay for the capital goods of the industrially advanced countries. But the contracting world market for primary materials, in large measure due to changing technology, makes the old premises for economic development highly dubious. Declining world commodity prices have jeopardized the economic development of the third world - and can lead to political as well as economic dangers.
+Second, ''In the industrial economy itself, production has come 'uncoupled' from employment.'' Despite much talk about de-industrialization in the United States, Mr. Drucker notes that manufacturing production has risen steadily in absolute volume and has remained unchanged as a percentage of the total economy, holding steady at 23 percent to 24 percent of gross national product for the last three decades.
+But the big difference is that blue-collar jobs in manufacturing are shrinking as jobs expand in the information and knowledge industries, in small and medium-sized entrepreneurial companies and in industries producing automation equipment. Indeed, if a country is to hold its own in a world of intensified industrial competition, it must substitute machines and knowledge for high-priced labor. But that need not mean mass unemployment; greater unemployment would result from a failure to grow in world markets. Efforts to protect the home market are far more likely to cost jobs.
+In the third change, he says: ''Capital movements rather than trade (in both goods and services) have become the driving force of the world economy. The two have not quite come uncoupled, but the link between them has become loose and, worse, unpredictable.'' An exhilaration of financial markets has taken place while the ''real'' economy drags along. This third major change, Mr. Drucker says, represents the emergence of the ''symbol'' economy - capital movements, exchange rates and credit flows - as the flywheel of the world economy, in place of the ''real'' economy, or the flow of goods and services. The two economies are operating increasingly independent of each other. He calls this ''the most visible and the least understood of the changes.''
+What do these changes in the world economy imply for economic policy? The greatest change appears to be that the unit for policy thinking needs to become the world rather than the national economy, although this obviously flies in the face of domestic political pressures and traditions.
+Does it require a new economy theory? Mr. Drucker contends that prevailing economic theory, whether Keynesian, monetarist or supply-side, has considered the national economy the focus of ''macroeconomic'' analysis and policy. But he maintains that the two major subscribers to this doctrine, Britain and the United States, have done least well economically in the last 30 years, while West Germany and Japan, whose governments never accepted it, have done best.
+However, they may have done best by disregarding the interests of other countries or those of the community as a whole.
+Mr. Drucker stresses that those businesses that have been most successful - such as Toyota and Nissan in Japan, Mercedes and BMW in West Germany and the International Business Machines Corporation and Citibank in the United States, as well as a host of medium-sized specialists - have based their plans on exploiting the changes in the world economy. But national economic policies and business programs for coping with the changed world economy may involve somewhat different issues. A business aims fundamentally at increasing profits, while a government is compelled by political pressures to worry about real output and jobs. In effect, a business lives in the symbolic economy and a government in the real economy.
+If each government cannot solve its production and employment problems by macroeconomic policies aimed at increasing demand, lest it inflate and its industries lose ground in world markets, it must seek to join with others to promote international economic growth.
+The Tokyo economic summit conference earlier this month marked a major effort by the United States to advance that doctrine for the ''real'' international economy. At the same time, it urged joint efforts to bring greater stability to the ''symbolic'' economy of exchange rates and capital flows. The other major industrial countries are showing signs that they have got the message: that international cooperation for stability and growth is more in their own fundamental self-interest than the current versions of beggar-my-neighborism.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Economic+Scene%3B+Stimulating+Global+Growth&title=New+York+Times&issn=03624331&date=1986-05-16&volume=&issue=&spage=D.2&au=Silk%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 16, 1986","The Tokyo economic summit conference earlier this month marked a major effort by the United States to advance that doctrine for the ''real'' international economy. At the same time, it urged joint efforts to bring greater stability to the ''symbolic'' economy of exchange rates and capital flows. The other major industrial countries are showing signs that they have got the message: that international cooperation for stability and growth is more in their own fundamental self-interest than the current versions of beggar-my-neighborism. In the third change, he says: ''Capital movements rather than trade (in both goods and services) have become the driving force of the world economy. The two have not quite come uncoupled, but the link between them has become loose and, worse, unpredictable.'' An exhilaration of financial markets has taken place while the ''real'' economy drags along. This third major change, Mr. [Peter F. Drucker] says, represents the emergence of the ''symbol'' economy - capital movements, exchange rates and credit flows - as the flywheel of the world economy, in place of the ''real'' economy, or the flow of goods and services. The two economies are operating increasingly independent of each other. He calls this ''the most visible and the least understood of the changes.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 May 1986: D.2.",11/15/17,"New York, N.Y.",,"Silk, Leonard",New York Times Company,,Newspapers,425876952,"United States, New York, N.Y.",English,16-May-86,ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+PERSONAL COMPUTERS; GRAPHICS SOFTWARE: FASTER THAN A COLOR PEN,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/personal-computers-graphics-software-faster-than/docview/425877375/se-2?accountid=14586,"THE visual world of the video generation is fast expanding far beyond entertainment to the printed word. Scientific reports, corporate takeover proposals, school assignments and what was once simply text accompanied by tabular data are now adorned with flashy histograms and pie charts. More and more, too, color is adding vividness to these displays.
+Ostensibly, the graphics are there to make the interpretation of data easier and quicker. More realistically, I suspect, their sweeping use is a product of the very paper explosion the personal computer was expected to vanquish. I would guess that a vast majority of the reports passing through people's hands are but hastily scanned on their way to the circular file. However, an attractive chart can catch the eye for a moment, thereby imparting at least the impression that the gist of the information has been absorbed.
+Whatever the reason for the growing use of graphics, having at least one graphics package on hand has become more or less de rigueur among devoted computerists.
+Chart-Master ($375 for the I.B.M. PC and compatibles from Decision Resources, South Westport, Conn. 06880 (203) 222-1974) was one of the earliest entrants in the field, and over the years it has expanded its family by adding Diagram-Master ($345), Sign-Master ($245) and, most recently, Map-Master ($395).
+These separate programs are all related in their operating style, so by choosing Chart-Master for your graphics software you have a leg up on expanding your pictorial horizons without the prospect of needing to conquer yet another program from scratch.
+Over all, the Decision Resources programs are easy to use, reliable and reasonably versatile, although they are not particularly elegant. Fast food for the art department, they replace the T-square, dry transfers, color pens and similar tools requiring human manipulation. And they add a degree of speed, even though they run rather slowly by computer standards, as well as automation that can save considerable time in the preparation of illustrative material.
+The results are adequate, if hardly expert, in the quality of their draftsmanship, a shortcoming brought about as much by the still-limited graphics technology of the machines themselves as by the design of the software. THE flagship of the group, Chart-Master, creates line and scatter graphs (although the latter not from two continuous variables), bar charts, pie charts and area charts. The available methods of analysis include linear, exponential, logarithmic and traveling average.
+For those in need of a broader charting base, Diagram-Master provides a handy canned setup for creating Gantt charts, used for scheduling, that covers up to 25 activities, not a large number as such charts go. But the program does include a drawing board module supplying a variety of curves, arrows and other symbols that can be made larger or smaller and refined through pixel-by-pixel, or dot-by-dot, polishing of the lines, using the program's zoom feature.
+No freehand drawing capabilities are provided. Your options are limited to the lines, symbols, people, cars, boats - about 100 objects altogether - and alphanumeric characters furnished by the software. While all these elements can be altered in size and relocated on the screen with relative ease, the fact that the program confines itself to canned art does create a certain sameness in the output. ''Over 12 billion drawn,'' and all that.
+Sign-Master is for constructing word charts or putting lines around columns of text to create tables, checklists and the like. It is probably the least fruitful of the four programs in the group.
+Map-Master draws maps for you, then, using data transferred from your spreadsheets or databases, colors or shades them to highlight such features as population density, key ZIP code areas, regional distribution points and so on.
+What is somewhat surprising about these programs is that they cannot really work with each other. You cannot transfer the illustrations of one to another, for instance, nor can you export or import graphics files to or from the programs.
+On the other hand, the output of these various programs can be sent to a number of different printers and plotters, and even to the Polaroid Palette if transparencies are needed for presentation slides. Your artistic endeavors can also be saved on disk for future retrieval or editing.
+Each picture is stored as a separate file, and the programs create a disk directory of them for each floppy used. Incidentally, however, you cannot use DOS, the computer's disk operating system, to delete these files from disk without courting the possibility of introducing mayhem among them.
+Nonetheless, on the whole, not much goes awry in the course of using these programs. Because they are relatively easy to learn and use, and because they produce serviceable if not particularly exciting results that, once transferred to a plotter or an image camera, appear much better than they do on screen, they should save substantial time for those needing illustrative material of the sort that they provide.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PERSONAL+COMPUTERS%3B+GRAPHICS+SOFTWARE%3A+FASTER+THAN+A+COLOR+PEN&title=New+York+Times&issn=03624331&date=1986-05-13&volume=&issue=&spage=C.6&au=Sandberg-Diment%2C+Erik&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 13, 1986","The results are adequate, if hardly expert, in the quality of their draftsmanship, a shortcoming brought about as much by the still-limited graphics technology of the machines themselves as by the design of the software. THE flagship of the group, Chart-Master, creates line and scatter graphs (although the latter not from two continuous variables), bar charts, pie charts and area charts. The available methods of analysis include linear, exponential, logarithmic and traveling average. For those in need of a broader charting base, Diagram-Master provides a handy canned setup for creating Gantt charts, used for scheduling, that covers up to 25 activities, not a large number as such charts go. But the program does include a drawing board module supplying a variety of curves, arrows and other symbols that can be made larger or smaller and refined through pixel-by-pixel, or dot-by-dot, polishing of the lines, using the program's zoom feature. No freehand drawing capabilities are provided. Your options are limited to the lines, symbols, people, cars, boats - about 100 objects altogether - and alphanumeric characters furnished by the software. While all these elements can be altered in size and relocated on the screen with relative ease, the fact that the program confines itself to canned art does create a certain sameness in the output. ''Over 12 billion drawn,'' and all that.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 May 1986: C.6.",11/14/17,"New York, N.Y.",,"Sandberg-Diment, Erik",New York Times Company,,Newspapers,425877375,"United States, New York, N.Y.",English,13-May-86,DATA PROCESSING; PERSONAL COMPUTERS,New York Times,NEWSPAPER,,,,,,,
+Technology; A System Aids Use of Robots,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-system-aids-use-robots/docview/425915069/se-2?accountid=14586,"A TECHNICIAN confronted a cranky ASEA robot that was refusing to start. Once again, he went through the starting routine, pressing the buttons on the front of the robot's free-standing control cabinet in the correct sequence. Still a warning light glowed red and the big orange robot arm refused to budge.
+Then the technician put a floppy disk in a Texas Instruments portable computer and tapped a few keys. Within seconds a menu of questions was displayed, essentially asking what was wrong. A few more key strokes and the display changed to a pictorial representation of a panel inside the cabinet. How many of the array of five lights are lit? it asked. When the response was three, the display told the technician to make sure all the safety switches, including the one tucked in an out-of-the-way location, were in the ''on'' position. That done, the robot hummed smoothly into operation.
+This particular man-machine interaction was a demonstration put on at the Ford Motor Company's Robotics and Automation Operations Consulting Center here. The situation it simulated, though, is taking place more and more on factory floors as increasing numbers of industrial robots are going into use across the country. These complex machines are placing new demands on plant maintenance and trouble-shooting staffs, many of whom are not accustomed to dealing with computer-controlled equipment.
+According to Tore Lindgren, president of ASEA Robotics Inc., the company has had to fly its robotics specialists to plants across the country to show local electricians, who were thoroughly intimidated by 1,000-page service manuals, how to deal with things as simple as safety switches.
+The program that the Ford technician, Glenn Jimmerson, used to ''solve'' the safety switch problem contained an expert system, a form of artificial intelligence. An expert system does not simply execute a predetermined set of instructions, as with conventional programs. Instead, it interrogates the operator and uses the responses to decide where the problem lies. Ford calls its system a Maintenance Assistant.
+Fundamental to any expert system is the expertise of one or more human experts that forms the knowledge base of the program. The knowledge is written as a series of ''if, then'' rules. If something is true, then one or more other things must be true as well. By a process of elimination the most likely trouble spots can be pinpointed.
+The first expert systems were developed to assist doctors in diagnosing exotic diseases that they may not have encountered before. The approach is applicable to other forms of diagnostics, as well. In the Ford case, Mr. Jimmerson, a veteran robot engineer, provided most of the knowledge. ''We poured Glenn into the computer,'' said Morgan M. Whitney, the director of the center.
+The system asks questions the way a human expert would and then matches the answers with the rules in the knowledge base. To make things easier for the operator, the system uses extensive graphics to depict the robot in various modes of operation to help prompt answers to questions.
+The system can also deal with a degree of uncertainty. If operators answer a series of questions but then get to a point where they are confused, they can simply answer ''unknown'' to the last inquiry. The system will then use the information gathered up to that point and suggest a diagnosis. Typically, it will suggest several possible answers with a percentage probability attached to each.
+The system will also explain, if asked, why it is following a particular line of questioning and will display the rules it used to reach a particular conclusion, which could help educate a plant's maintenance staff as well as speed repairs.
+Mr. Whitney said Ford would make the program available to robot manufacturers free of charge. And it will demonstrate it next week at the Robots 10 conference in Chicago along with a direct message to robot makers. ''We are going to tell suppliers that this is a feature that we, as a major user, want,'' he said. ''We want to get new equipment up and running as quickly as possible and reduce the number of house calls they have to make for de-bugging.''
+Since each robot has its own peculiarities, the Ford system is directly applicable only to the ASEA robots. But Mr. Whitney said the framework softwear was commercially available and each robot company has its own experts to provide the necessary knowledge base.
+Since expert systems have the capacity to ''learn'' as more experience is accumulated and more rules are entered in the knowledge base, Mr. Whitney said he envisioned suppliers of robots and other computer-controlled automated equipment sending out regular updates of their diagnostic softwear, just as service manuals are revised.
+The prototype Ford system is about 30 percent complete, company officials said, but capable of handling 65 percent to 70 percent of the problems likely to be encountered in routine operations.
+''What we are talking about here is an intelligent service manual,'' Mr. Whitney said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+A+System+Aids+Use+of+Robots&title=New+York+Times&issn=03624331&date=1986-04-17&volume=&issue=&spage=D.2&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 17, 1986","The program that the Ford technician, Glenn Jimmerson, used to ''solve'' the safety switch problem contained an expert system, a form of artificial intelligence. An expert system does not simply execute a predetermined set of instructions, as with conventional programs. Instead, it interrogates the operator and uses the responses to decide where the problem lies. Ford calls its system a Maintenance Assistant. The first expert systems were developed to assist doctors in diagnosing exotic diseases that they may not have encountered before. The approach is applicable to other forms of diagnostics, as well. In the Ford case, Mr. Jimmerson, a veteran robot engineer, provided most of the knowledge. ''We poured Glenn into the computer,'' said Morgan M. Whitney, the director of the center. Mr. Whitney said Ford would make the program available to robot manufacturers free of charge. And it will demonstrate it next week at the Robots 10 conference in Chicago along with a direct message to robot makers. ''We are going to tell suppliers that this is a feature that we, as a major user, want,'' he said. ''We want to get new equipment up and running as quickly as possible and reduce the number of house calls they have to make for de-bugging.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Apr 1986: D.2.",11/15/17,"New York, N.Y.",,"Holusha, John",New York Times Company,,Newspapers,425915069,"United States, New York, N.Y.",English,17-Apr-86,ROBOTS; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+NOT ALL OF THE SOUTH IS IN THE SUNBELT,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/not-all-south-is-sunbelt/docview/425747799/se-2?accountid=14586,"Since 1981, Georgia has recorded the nation's second-fastest rate of growth in per capita income, and that prosperity is reflected in Atlanta and its suburbs. Not only has this city's population grown by nearly 15 percent over the last five years, to more than two million, but three-quarters of all the new jobs created in the state are here as well.
+Increasingly, however, economists in the region are warning that the bullish reports coming out of Atlanta and other Southern cities are masking larger difficulties, particularly the continuing decline of the rural South.
+At a meeting last week in Birmingham, Ala., panelists assembled by the Southern Growth Policies Board, which studies economic development trends on behalf of a dozen Southern states and Puerto Rico, argued that changing rural employment patterns represent one of the most critical problems facing the region.
+Historically, the rural South has been the nation's poorest region. Even now, per-capita income in the nonmetropolitan South is less than three-quarters of that in urban areas, while unemployment is 37 percent higher. But even as new jobs come to the South they are being added in the region's metroplitan areas nearly twice as fast as in small towns and rural areas.
+Part of the problem afflicting the rural South, like other areas, is the depressing combination of low agriclutural prices and growing debt among farmers. But that situation has been worsened by a parallel decline in the traditional manufacturing base, as reflected most dramatically in the record layoffs and plant closings in the textile industry. More than 95,000 textile jobs have been lost in the region since 1980, most of them in small towns.
+The evidence suggests what some economists have described as a fundamental restructuring of the region's economy. For years, the South has depended, in large part, on what Stuart A. Rosenfeld, an economist with the Southern Growth Policies Board, has called ''smokestack-chasing,'' or recruiting unskilled manufacturing jobs to rural areas by selling an appealing combination of cheap land, low wages and low taxes.
+But it has been these kinds of industries - food processing, apparel, shoe manufacturing - that have proven most vulnerable in recent years to foreign competition and automation.
+Meanwhile, Mr. Rosenfeld said, rural areas that were once so attractive as plant sites are not nearly as desirable to the service and high-technology industries that are now creating most of the new jobs in the region. These companies tend to settle in or near metropolitan areas.
+The growing disparities between urban and rural areas was similarly underscored this month in a report to Governor Joe Frank Harris of Georgia. The study, sponsored by the University of Georgia Extension Service, predicted that of the two million newcomers who will be drawn to Georgia over the next 15 years 70 percent will probably locate in the Atlanta area. Dramatic Implications
+''I've heard that if you take Atlanta out of Georgia, we're not doing as well as Mississippi,'' said Representative Larry Walker of rural Perry, Ga., who chaired the committee of 50 state leaders that produced the report. Representative Pete Phillips put it another way: ''We live in two Georgias. We live in an urban Georgia that is booming, prospering, creating new jobs and opportunities; we live in a rural Georgia that is on the decline and losing jobs, people and confidence.''
+While manufacturing employment in Atlanta grew 17 percent over the last five years, he said, it declined 3.3 percent elsewhere in the state. ''About 20,000 textile jobs have been lost in Georgia since 1978, mostly in rural and small-town Georgia,'' Mr. Phillips said.
+All of this will have dramatic implications for the region, experts say. The vast numbers of migrants into the mushrooming metropolitan areas will not only increase pressure on land and water resources, but probably will accelerate what the report referred to as the ''McDonaldization of the South,'' resulting in marked changes in community relationships and even language.
+But the toughest challenge facing policymakers will be in marshaling the resources to create new jobs in the rural South. Gov. Harris has said that he intends to funnel some of the state's 1986 surplus of $387 million into job training, road building and water and sewer programs for rural areas. Even more essential to the South's ability to attract new industry have been the adoption by Georgia and other states of costly programs to improve the quality of public education in a region that historically has ranked near the bottom in pupil performance and financial support.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NOT+ALL+OF+THE+SOUTH+IS+IN+THE+SUNBELT&title=New+York+Times&issn=03624331&date=1986-01-19&volume=&issue=&spage=A.4&au=Schmidt%2C+William+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 19, 1986","The evidence suggests what some economists have described as a fundamental restructuring of the region's economy. For years, the South has depended, in large part, on what Stuart A. Rosenfeld, an economist with the Southern Growth Policies Board, has called ''smokestack-chasing,'' or recruiting unskilled manufacturing jobs to rural areas by selling an appealing combination of cheap land, low wages and low taxes. ''I've heard that if you take Atlanta out of Georgia, we're not doing as well as Mississippi,'' said Representative Larry Walker of rural Perry, Ga., who chaired the committee of 50 state leaders that produced the report. Representative Pete Phillips put it another way: ''We live in two Georgias. We live in an urban Georgia that is booming, prospering, creating new jobs and opportunities; we live in a rural Georgia that is on the decline and losing jobs, people and confidence.'' While manufacturing employment in Atlanta grew 17 percent over the last five years, he said, it declined 3.3 percent elsewhere in the state. ''About 20,000 textile jobs have been lost in Georgia since 1978, mostly in rural and small-town Georgia,'' Mr. Phillips said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Jan 1986: A.4.",11/15/17,"New York, N.Y.",SOUTHERN STATES (US),"Schmidt, William E",New York Times Company,,Newspapers,425747799,"United States, New York, N.Y.",English,19-Jan-86,RURAL AREAS; URBAN AREAS,New York Times,NEWSPAPER,,,,,,,
+"JOBLESSNESS, IN THEORY NO ISSUE FOR SOVIET, IS SUDDENLY DEBATED","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/joblessness-theory-no-issue-soviet-is-suddenly/docview/425756494/se-2?accountid=14586,"The Soviet Union has introduced a form of unemployment benefits and begun an unusual public discussion about joblessness as a result of the economic policies instituted by Mikhail S. Gorbachev.
+A Soviet Government economist has suggested that the modernization of the economy advocated by the Soviet leader could put millions of people temporarily out of work.
+Western diplomats said the developments challenge a fundamental precept of the Soviet system, that full employment is guaranteed.
+The Government has not acknowledged the existence of unemployment since 1930, when it declared that the problem had been eliminated. Soviet law requires people of working age, with rare exceptions, to be employed. Moscow frequently cites joblessness in the West as evidence of the failure and cruelty of capitalism.
+Any significant loss of jobs could have political and social ramifications, the diplomats said.
+Since employment in a particular community is the primary criterion for residence, Soviet citizens risk losing the highly-valued privilege of living in Moscow or other major urban areas if they lose their jobs there. Full Pay for Three Months The Government economist, Vladimir G. Kostakov, said Saturday in an article in the newspaper Sovetskaya Kultura that officials thrown out of work in a recent reorganization of agricultural management had been promised full pay for three months if they were unable to find jobs.
+Diplomats said the extended pay was the first form of Soviet unemployment insurance they could recall.
+Mr. Kostakov, who is a deputy director of the State Planning Committee's Institute of Economic Research, said the economic modernization program could force anywhere from 13 million to 19 million people in the industrial sector temporarily out of work.
+He called for ''uncustomary measures'' to soften the blow.
+''We regard it as natural and necessary that if, for objective reasons, a job position is eliminated, the worker must immediately be given another job. Now, however, one will have to get used to the thought that finding a job will require a certain period of time.''
+Mr. Kostakov added that the Government would have to improve and expand retraining programs for unemployed workers and adopt the kind of transition benefits made available to officials ousted in the recent shuffle.
+In November, five ministries and a state committee dealing with agriculture were abolished and their responsibilities merged in a new superagency.
+A Russian familiar with the reorganization said more than 3,000 employees had lost their jobs.
+Mr. Gorbachev has hinted that there will be similar reorganizations consolidating related Government agencies in such sectors as transportation and machine-building.
+In addition, he has called for revitalizing the sluggish economy, in part, through more automation and the introduction of computers and advanced technologies.
+Mr. Gorbachev has also emphasized the need to improve the quality and availability of services, including health care and education.
+These changes, Mr. Kostakov said, mean that the percentage of the work force in the production of material goods will begin to decline more rapidly, forcing people out of jobs.
+Mr. Kostakov said the problem would be partly alleviated by the smaller number of people entering the work force because of low birth rates in the 1960's and 1970's.
+Some who lose jobs will soon find employment in modernized factories and developing areas of the economy, including the service sector, he said.
+The official absence of unemployment is a bedrock principle of Soviet socialism. Unemployment in West Faulted The Great Soviet Encyclopedia'' defines unemployment as ''a phenomenon characteristic of the capitalist social system.''
+It adds, ''For workers, unemployment is nothing but material, physical and moral suffering and deprivation, early old age.''
+Western economists say that, compared to the West, there is relatively little involuntary unemployment in the Soviet Union. No exact figures are available, but these economists say it is less than 3 or 4 percent of the work force.
+Many Russians take jobs for which they are overqualified, according to the economists, partly because of the link between work and residence.
+''To keep apartments in Moscow, many people accept make-work jobs,'' one diplomat said.
+To limit unemployment, the Government also often hires more people than necessary for some jobs. It is not uncommon, for example, to find a dozen workers clearing the leaves or snow off the paths in a small park.
+A Russian who works in the automobile industry recently said that five workers were assigned to jobs designed for one or two at an assembly plant built by Fiat.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JOBLESSNESS%2C+IN+THEORY+NO+ISSUE+FOR+SOVIET%2C+IS+SUDDENLY+DEBATED&title=New+York+Times&issn=03624331&date=1986-01-09&volume=&issue=&spage=A.1&au=PHILIP+TAUBMAN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 9, 1986","The official absence of unemployment is a bedrock principle of Soviet socialism. Unemployment in West Faulted The Great Soviet Encyclopedia'' defines unemployment as ''a phenomenon characteristic of the capitalist social system.'' It adds, ''For workers, unemployment is nothing but material, physical and moral suffering and deprivation, early old age.'' ''To keep apartments in Moscow, many people accept make-work jobs,'' one diplomat said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Jan 1986: A.1.",11/15/17,"New York, N. Y.",UNION OF SOVIET SOCIALIST REPUBLICS,"PHILIP TAUBMAN, Special to the New York Times",New York Times Company,,Newspapers,425756494,"United States, New York, N.Y.",English,9-Jan-86,ECONOMIC CONDITIONS AND TRENDS; REFORM AND REORGANIZATION; UNEMPLOYMENT AND JOB MARKET; LABOR,New York Times,NEWSPAPER,,,,,,,
+TEXTILE CURBS WIN IN SENATE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/textile-curbs-win-senate/docview/425710409/se-2?accountid=14586,"The Senate tonight defied threats of a Presidential veto and approved legislation that would place stringent quotas on textile imports from 12 countries, most of them in Asia.
+The vote was 60 to 39. A similar version was passed last month by the House, and now a conference will have to reconcile the two measures.
+Senator Daniel J. Evans, a Washington Republican who led the fight against the bill, said he was ''absolutely convinced'' that President Reagan would veto whatever bill comes out of the conference and that Congress will sustain the veto. A two-thirds vote is needed to override a veto, and supporters of the bill failed to get that much in either chamber.
+'Fruitless' Debate Is Seen",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TEXTILE+CURBS+WIN+IN+SENATE&title=New+York+Times&issn=03624331&date=1985-11-14&volume=&issue=&spage=D.1&au=STEVEN+V.+ROBERTS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 14, 1985","''The debate has been interesting, worthwhile and useful,'' Mr. [Daniel J. Evans] told reporters, ''but it will turn out to be fruitless.'' ''The textile industry in this country is in crisis,'' argued Senator Strom Thurmond, a South Carolina Republican. ''Unless something is done to stop these massive imports, we won't have a textile industry in a few years.'' ''Families are being deprived of a living,'' Mr. Thurmond said. ''We've got to turn it around.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Nov 1985: D.1.",11/15/17,"New York, N.Y.","FAR EAST, SOUTH AND SOUTHEAST ASIA AND PACIFIC AREAS UNITED STATES","STEVEN V. ROBERTS, Special to the New York Times",New York Times Company,,Newspapers,425710409,"United Stat es, New York, N.Y.",English,14-Nov-85,TEXTILES; IMPORT QUOTAS; VETOES (US); LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+Technology; Talking With A Computer,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proqu est.com/newspapers/technology-talking-with-computer/docview/425709855/se-2?accountid=14586,"COMPUTERS are very good at processing information once it has been entered into their memories. The problem is getting it there. This is a particular problem in industrial applications, where timely reporting on inventory levels and quality control is often slowed by delays in data entry.
+''In a typical inspection situation, you have a person with a clipboard making notes on defects and problems as production comes off the line,'' said Daniel F. Fink, an executive with the Intel Corporation's Integrated Systems Operation. ''Then it goes to key punch at night and the responsible executive gets a report in the morning. Meanwhile, a whole day's production has gone out with mistakes.''
+For that reason, voice entry systems - whereby people talk directly to a computer - have been viewed for at least a decade as a potentially attractive means of quickly getting information into a computer system. Then it would be available for immediate analysis and could be used to fine-tune production processes. In addition, a worker wearing a microphone attached to a headset has eyes and hands free and can concentrate on reporting events without having to constantly look away to write or use a keyboard That vision seems much closer to reality today, with two new voice control systems introduced recently and with more reportedly to follow soon.
+In spite of its potential advantages, voice data entry has been slow to come to the factory floor. Many early attempts at practical applications required users to develop expensive custom softwear for each individual application. With some it was difficult to sort out spoken commands from the noisy background of many shops. Others were so complicated that workers balked at using them.
+Now, several companies, including Westinghouse and Intel, have developed voice entry systems that they say have solved these problems and are ready for industrial use. Both demonstrated their products this month at the Autofact 85 factory automation conference in Detroit. Each system is in limited commercial application now, including one used for quality control in an auto factory.
+Speech recognition systems operate by attempting to match the frequency pattern of each incoming word with ones already stored in the memory. The difficulty is that the computer memory required increases with the size of the vocabulary. And people say the same words in such dissimilar ways that no pattern can be used for a given word.
+Both the Westinghouse and Intel systems overcome these difficulties by having each user ''train'' the machine to recognize a limited number of words in the user's speech pattern. Each person speaks the words he or she will be using several times to establish an individual ''voice template.''
+With the Intel system, users have a bubble memory cartridge containing their template that is inserted at the work station before operations begin. Westinghouse stores all the templates on a central hard disk, and users identify themselves by entering a numeric code on a keyboard.
+The number of words the systems will recognize is limited - 160 for Westinghouse, 200 for Intel -but since each word represents a code, a substantial amount of information can be entered using this small vocabulary.
+Both companies have gone to some length to make their systems user-friendly, so they will be accepted by workers. By simply saying ''relax,'' workers can make the systems pause, so they can talk to a fellow worker without putting in false data. Saying ''speak to me'' brings the Intel system back to attention with a cheerful ''I'm back.''
+Another friendly feature is a self-adjusting mechanism, in case a person's way of saying a word changes over time. If unsure of a word, the systems will ask questions. ''Did you say 'speak to me?' '' If the answer is ''yes'' the system adjusts the template for that word to the new pattern.
+There are about two dozen of these systems in use in industrial facilities, according to Stanley Goldstein, publisher of Speech Technology magazine. But he said the number should increase sharply over the next few years because of advances in speech recognition technology and because vendors are now offering complete packages that require very little adaptation by end users.
+The systems available commercially today are primitive compared with the ones being developed. ''On a scale of 1 to 10, the current systems are at about 3,'' said Prof. Raj Reddy of Carnegie-Mellon University. The goal, he said, is for people to be able to converse with computers in normal conversation and without advance ''training'' of the machine. Mr. Goldstein describes this as ''talking to Hal,'' a reference to the computer in the film ''2001.''
+But since such a system would require a machine to be able to recognize different speakers who do not pause between each word, Professor Reddy estimates that fully conversational systems are at least 10 years off.
+In the meantime, he said, researchers are hoping that the limited speech recognition products that are available will be accepted for industrial and commercial applications. ''We need to see what works and what is not feasible,'' he said. ''The technology is moving ahead. We have to see how it matches the market.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Talking+With+A+Computer&title=New+York+Times&issn=03624331&date=1985-11-14&volume=&issue=&spage=D.2&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 14, 1985","Both companies have gone to some length to make their systems user-friendly, so they will be accepted by workers. By simply saying ''relax,'' workers can make the systems pause, so they can talk to a fellow worker without putting in false data. Saying ''speak to me'' brings the Intel system back to attention with a cheerful ''I'm back.'' Another friendly feature is a self-adjusting mechanism, in case a person's way of saying a word changes over time. If unsure of a word, the systems will ask questions. ''Did you say 'speak to me?' '' If the answer is ''yes'' the system adjusts the template for that word to the new pattern. The systems available commercially today are primitive compared with the ones being developed. ''On a scale of 1 to 10, the current systems are at about 3,'' said Prof. Raj Reddy of Carnegie-Mellon University. The goal, he said, is for people to be able to converse with computers in normal conversation and without advance ''training'' of the machine. Mr. [Stanley Goldstein] describes this as ''talking to Hal,'' a reference to the computer in the film ''2001.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Nov 1985: D.2.",11/15/17,"New York, N.Y.",,"Holusha, John",New York Times Company,,Newspapers,425709855,"United States, New York, N.Y.",English,14-Nov-85,"DATA PROCESSING; VOICE; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"HAPPY BIRTHDAY , XEROX 914","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/happy-birthday-xerox-914/docview/425488750/se-2?accountid=14586,"When this baby came into the world 25 years ago, it weighed 648 pounds and measured 48 inches to the top of the control panel. The father, the inventor Chester Carlson, and the mother, the Haloid Xerox Corporation, named it the Xerox 914 Copier.
+What it did was reproduce, in a matter of seconds, a copy of a letter or a memorandum, tasks that took typists anywhere from 10 minutes to 10 hours to complete. What it caused was a worldwide revolution in the production, flow and distribution of information.
+Some people in the offices of the 1960's complained that the machine didn't work. They thought it was something to heat the coffee on. That is what it looked like.
+Now, two million machines later, the function is a good deal more familiar here and abroad. The sound of the Xerox, or one of its competitors, pumping away every day, every hour, every minute, probably every second in some office somewhere, is, in many ways, the pulsebeat of the industrialized world.
+Appropriately enough, the original 914 is headed for what may be the copying capital of the world. It is being donated to the hall of fame of great American inventions, the Smithsonian Institution, where it will join Thomas Alva Edison's first light bulb, Christopher Latham Sholes's first practical commercial typewriter, the first dial telephone, the first cash register and other prototype products that have sown industrial and post-industrial revolution.
+The Smithsonian's National Museum of American History in the Mall area of the capital will get the 914 from the Xerox company in a formal presentation Aug. 20.
+The museum has early duplicating equipment in its collection, including a device invented by James Watt, of steam engine fame. From this century it has an early mimeograph machine, distributed by the A.B. Dick Company. Mimeographing developed from an invention by Edison.
+Before Xerox (the word comes from ''xero'' meaning ''dry'' in Greek), copies of letters and documents were reproduced by secretaries or through a cumbersome process involving wet chemicals.
+The 914 was the first fully automatic machine that copied on untreated paper. It made seven copies a minute. Some 200,000 of these machines had been built when the company stopped production in 1976.
+The newest copying machines, produced by a number of companies now, make 100 or more copies a minute and do a dozen other things such as sorting, stapling, collating, binding, enlarging and reducing.
+Mr. Carlson, a patent lawyer who accrued a $50 million fortune from royalties and stock, initially had a hard time marketing his dry-copying invention.
+After a small Rochester-based company, the Haloid Company, bought the invention, its chief executive, Joseph C. Wilson, hocked everything he owned to finance the production costs and bring the machine to market. It was first shown to the public in March 1960.
+The company, then known as Haloid Xerox, had $37 million of revenues and 3,000 employees. Today it is known as the Xerox Corporation, has revenues of $9 billion, employs 100,000 and has branched out into office automation equipment and financial services.
+Peter Enderlin, Xerox analyst at the brokerage house of Smith Barney, says $1,000 invested in Haloid Xerox in 1960 would be worth $26,000 today.
+When the 914 came to the market in March 1960, no one envisaged the revolution it would cause. ''We anticipated that people would be making copies of original documents, but not copying copies to pass on information more quickly,'' a Xerox spokesman said. ''That element was what everyone missed.''
+Original projections were that each machine would make 10,000 copies a month. The volume actually turned out to be 100,000 copies a month, with most of these being copies of copies and not copies of original documents.
+The 1960 machine was so simple to operate, the company said in its early commercials, that even a monkey could do it. The commercials showed a monkey operating the machine. But the commercials were soon eliminated, after the company received a lot of angry letters from secretaries.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HAPPY+BIRTHDAY+%2C+XEROX+914&title=New+York+Times&issn=03624331&date=1985-08-09&volume=&issue=&spage=A.12&au=CLYDE+H.+FARNSWORTH%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 9, 1985","Appropriately enough, the original 914 is headed for what may be the copying capital of the world. It is being donated to the hall of fame of great American inventions, the Smithsonian Institution, where it will join Thomas Alva Edison's first light bulb, Christopher Latham Sholes's first practical commercial typewriter, the first dial telephone, the first cash register and other prototype products that have sown industrial and post-industrial revolution. Before Xerox (the word comes from ''xero'' meaning ''dry'' in Greek), copies of letters and documents were reproduced by secretaries or through a cumbersome process involving wet chemicals. When the 914 came to the market in March 1960, no one envisaged the revolution it would cause. ''We anticipated that people would be making copies of original documents, but not copying copies to pass on information more quickly,'' a Xerox spokesman said. ''That element was what everyone missed.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Aug 1985: A.12.",11/15/17,"New York, N.Y.",,"CLYDE H. FARNSWORTH, Special to the New York Times",New York Times Company,,Newspapers,425488750,"United States, New York, N .Y.",English,9-Aug-85,"COPYING MACHINES; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+SATURN DIVISION FINDS A HOME IN THE HEARTLAND,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/saturn-division-finds-home-heartland/docview/425490157/se-2?accountid=14586,"In the seven months after General Motors Corporation announced its plan to create a subsidiary to build cars in a new way, 25 state governors came courting to the northern suburbs of Detroit. Each hoped to return home with a promise from G.M. to build the new Saturn Corporation's $3.5 billion manufacturing complex in their state.
+Saturn found a home last week in Spring Hill, Tenn., 45 miles south of Nashville, in the center of a state that is roughly in the center of the country's population. Gov. Lamar Alexander, who had refrained from making the trip to Detroit, said the choice confirmed Tennessee's desirability as a home for new industries. G.M. said the location would minimize the shipping costs when the cars go on sale.
+What's good for Tennessee is also good for General Motors, or so the company hopes. The world's largest industrial corporation expects Saturn to make it number one again in image as well as helping it to hold on as number one in size. By using new technology, new labor-management relations and a new operating style, the company seeks to overcome the cost advantage of $2,000 or more per vehicle that Japanese companies hold in the production of small cars. G.M. already imports some small cars from Japan and makes others in California in a joint venture with Toyota Motor Corporation.
+William E. Hoglund, formerly manager of G.M.'s Pontiac Division and now president of Saturn, said last week that the new company intends to break with the past. ''Saturn is not a car, and it is not a manufacturing process,'' he declared. ''It is a new way of doing business with everybody.''
+In a way, though, Saturn will take General Motors back to the roots of the automoble industry. Rather than simply assembling automobiles from parts shipped in from elsewhere, the five or six factories in the Saturn complex will make the engines, transmissions, metal stampings and plastic parts to be fed, under computer control, to the final assembly line.
+The Saturn plan calls for a degree of manufacturing integration not attempted in the United States since Henry Ford created the River Rouge facility near Detroit, with a vision of pouring iron ore in one end and driving Model T's out the other. Auto executives have said the industry later spread its plants around the country to limit the power of any one local union.
+Saturn represents a different attitude of the company toward labor. The United Auto Workers Union has been part of the Saturn planning group almost from the beginning. The new company has signed an agreement with the union that changes the status of assembly line workers from hourly laborers to salaried employees. The watchwords at Saturn are ''participation'' and ''consensus decision-making.'' The officers of Saturn gather around a conference table every weekday morning at G.M.'s headquarters in Troy, Mich. ''The meeting is open to anyone from Saturn who wants to join in,'' said James L. Lewandowski, the vice president for human resources. ''The emphasis is on letting people participate.''
+Private offices are available for confidential discussions, but most business is conducted out in the open. ''We're going to operate from the conference table,'' Mr. Lewandowski said.
+Much of the Saturn style appears to have been borrowed from the Japanese, and in particular from New United Motor Manufacturing, the joint venture between G.M. and Toyota in Fremont, Calif. Japanese managers typically try to get subordinates committed to a course of action before actually issuing orders.
+''In a traditional setting I can make a decision very quickly, but the people who work for me may not believe in it and may not carry it out quickly,'' Mr. Lewandowski said. ''But if you invest the time up front, the implementation phase can be very short.''
+Having union workers involved in what were formerly solely management prerogatives will require changes in attitudes, executives and union officials agree. ''Under consensus, everybody in a group has to buy into a decision,'' said Donald F. Ephlin, a union vice president and principal author of the Saturn agreement. ''You have to look for solutions everybody can live with.''
+Saturn is attempting to link improved human relations with advanced technology to improve efficiency. Roger B. Smith, the chairman of G.M., has described Saturn as a ''paperless'' operation. A customer will order a car on a computer that keeps track of the parts needed to put it together and schedules it for assembly within days rather than weeks. G.M.'s history suggests that technology will be less of a problem than human relations. The company's last major effort to improve small car productivity produced the upheavals at Lordstown, Ohio, where young workers rebelled against higher assemblyline speeds during attempts at automation in the early 1970's. The Saturn approach is designed to avoid those pitfalls, but some wonder whether attitudes can be changed as quickly as tools.
+''The people managing Saturn rose to where they are in the company by operating under the old rules,'' observed Alan G. Merton, associate dean of the University of Michigan's Business School. ''What happens when push comes to shove and they have to get something done? Will they revert to the way they have been managing for 20 years?''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SATURN+DIVISION+FINDS+A+HOME+IN+THE+HEARTLAND&title=New+York+Times&issn=03624331&date=1985-08-04&volume=&issue=&spage=A.5&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New Yor k Times Company Aug 4, 1985","William E. Hoglund, formerly manager of G.M.'s Pontiac Division and now president of Saturn, said last week that the new company intends to break with the past. ''Saturn is not a car, and it is not a manufacturing process,'' he declared. ''It is a new way of doing business with everybody.'' Saturn represents a different attitude of the company toward labor. The United Auto Workers Union has been part of the Saturn planning group almost from the beginning. The new company has signed an agreement with the union that changes the status of assembly line workers from hourly laborers to salaried employees. The watchwords at Saturn are ''participation'' and ''consensus decision-making.'' The officers of Saturn gather around a conference table every weekday morning at G.M.'s headquarters in Troy, Mich. ''The meeting is open to anyone from Saturn who wants to join in,'' said James L. Lewandowski, the vice president for human resources. ''The emphasis is on letting people participate.'' ''The people managing Saturn rose to where they are in the company by operating under the old rules,'' observed Alan G. Merton, associate dean of the University of Michigan's Business School. ''What happens when push comes to shove and they have to get something done? Will they revert to the way they have been managing for 20 years?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Aug 1985: A.5.",11/15/17,"New York, N.Y.",SPRING HILL (TENN),"HOLUSHA, JOHN",New York Times Company,,Newspapers,425490157,"United States, New York, N.Y.",English,4-Aug-85,"AUTOMOBILES; FACTORIES AND INDUSTRIAL PLANTS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+NEW WAYS OF ASSESSING JOBLESS RATE:   [ANALYSIS ],"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-ways-assessing-jobless-rate/docview/425393963/se-2?accountid=14586,"Without any great debate or political recriminations, the Administration and Congress have apparently come to accept 7 percent unemployment as the norm for the economy of the 1980's. In the process, the Government is retreating from a historic goal, dating to the days after World War II, when 4 percent was widely accepted as the objective for unemployment in a growing economy.
+Since the start of the 1980's, the annual rate of unemployment has never dipped below 7 percent. Today's employment report showed a 7.2 percent rate in March, representing more than eight million Americans who are willing to work but cannot find jobs. A decade ago, a 7.2 percent unemployment rate would have drawn protests and calls for Government action from union leaders and many politicians.
+Phasing Out Job Program",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+WAYS+OF+ASSESSING+JOBLESS+RATE%3A+%5BANALYSIS%5D&title=New+York+Times&issn=03624331&date=1985-04-06&volume=&issue=&spage=1.24&au=Kilborn%2C+Peter+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 6, 1985","The job statistics have been confused by enormous demographic changes, especially the ''baby-boomers'' who flooded the labor force in the 1970's and the increasing numbers of working women. Because some of those women are married to unemployed men, unemployment for some Americans does not necessarily mean income ends. Nearly eight million jobs have been created since the recession ended. But the Government has become less preoccupied with the lot of groups within the work force, particularly blacks, than it was in the 1960's and 1970's. No significant programs have been started to bring down unemployment among blacks, which for decades has been twice the overall unemployment rate. In March, the figure was 15.2 percent. ''The unemployment rate is a proxy for pain,'' said Joel Popkin, an employment consultant here. ''But it is not a precise measure. We might need a more finely tuned policy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Apr 1985: 1.24.",11/15/17,"New York, N.Y.",UNITED STATES,"Kilborn, Peter T",New York Times Company,,Newspapers,425393963,"United States, New York, N.Y.",English,6-Apr-85,LABOR; UNITED STATES ECONOMY; UNEMPLOYMENT AND JOB MARKET,New York Times,ANALYSIS,,,,,,,
+GORBACHEV PUSHES CORRUPTION DRIVE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gorbachev-pushes-corruption-drive/docview/425341896/se-2?accountid=14586,"Today it was the Coal Ministry that came under attack in Pravda, and the head of the Bratsk city party committee who was dismissed.
+On Sunday, an outspoken economist, Abel G. Aganbegyan, said in Izvestia that it was time to start training young managers in Western-style business schools instead of relying on workers promoted from factory ranks.
+Before that the Minister of Electric Power and the Kirov provincial party chief were dismissed, and Izvestia, the Government daily, published letters from readers urging less restriction on public information.
+Two weeks after coming to power, Mikhail S. Gorbachev seems intent on confirming his advance image as a young man on the move, eager to resume the fight his mentor, Yuri V. Andropov, had begun against corruption, sloth and inefficiency.
+Signs of Change in Moscow",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GORBACHEV+PUSHES+CORRUPTION+DRIVE&title=New+York+Times&issn=03624331&date=1985-03-26&volume=&issue=&spage=A.13&au=SCHMEMANN%2C+SERGE&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 26, 1985","Mr. [Mikhail S. Gorbachev] had given the signal in his first speech to the Central Committee on March 11, calling for a ''decisive breakthrough'' in production, for ''resolute measures'' against corruption, and for more public information. In Ufa, according to Pravda, ''officials who have committed serious misdeeds were being protected.'' The report identified local officials who had been dismissed or reprimanded. In Volgograd, officials were accused, among other things, of being ''more concerned with building homes for themselves'' than with public housing. ''If the capitalists don't skimp on means for training businessmen through active methods,'' Mr. [Abel G. Aganbegyan] said, ''why should we think that we can get away with lectures alone?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Mar 1985: A.13.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS,"SCHMEMANN, SERGE",New York Times Company,,Newspapers,425341896,"United States, New York, N.Y.",English,26-Mar-85,REFORM AND REORGANIZATION; GOVERNMENT EMPLOYEES; SOCIAL CONDITIONS AND TRENDS; ECONOMIC CONDITIONS AND TRENDS; ETHICS; BUREAUCRATIC RED TAPE,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST FRIDAY, JANUARY 18, 1985:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-friday-january-18-1985/docview/425296059/se-2?accountid=14586,"Markets
+Secretary Regan suggested that the U.S. may intervene more readily in currency markets. In the past the Administration said it would try to influence currency levels only when markets were ''disorderly,'' but after meeting with a group of finance ministers, Mr. Regan said a second guideline is to be ''helpful.'' A joint statement from the meeting reaffirmed that the leading industrial nations would ''undertake coordinated intervention in the markets as necessary.'' Treasury officials said this was more a warning that they would intervene if speculation continues than a threat of imminent action. (Page A1.) The dollar fell modestly before the statement was issued, on conjecture that the ministers would act to restrain its record-breaking climb. Gold rose $3.35, to $307.15, in late trading in New York. (D11.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST+FRIDAY%2C+JANUARY+18%2C+1985%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1985-01-18&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 18, 1985","Secretary Regan suggested that the U.S. may intervene more readily in currency markets. In the past the Administration said it would try to influence currency levels only when markets were ''disorderly,'' but after meeting with a group of finance ministers, Mr. Regan said a second guideline is to be ''helpful.'' A joint statement from the meeting reaffirmed that the leading industrial nations would ''undertake coordinated intervention in the markets as necessary.'' Treasury officials said this was more a warning that they would intervene if speculation continues than a threat of imminent action. (Page A1.) The dollar fell modestly before the statement was issued, on conjecture that the ministers would act to restrain its record-breaking climb. Gold rose $3.35, to $307.15, in late trading in New York. (D11.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Jan 1985: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425296059,"United States, New York, N.Y.",English,18-Jan-85,,New York Times,Summary,,,,,,,
+BLACK-JEWISH 'AGENDA' OFFERED; KOCH SEES 'CABAL',"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/black-jewish-agenda-offered-koch-sees-cabal/docview/425273537/se-2?accountid=14586,"After a year of meetings, a coalition of black and Jewish leaders in New York City outlined its ''common human agenda'' yesterday. Mayor Koch immediately said the coalition's members were ''being used'' by ''a cabal'' whose primary mission was to opppose his re-election.
+''These people are not being up-front and honest,'' the Mayor said in an interview, singling out several of the coalition's founders, including Rabbi Balfour Brickner of the Stephen Wise Free Synagogue, Stanley H. Lowell, a lawyer and former Deputy Mayor, and Wilbert Tatum, the chairman and editor in chief of The New York Amsterdam News, a black weekly. ''I think their major effort is to replace me,'' Mr. Koch said earlier during a City Hall news conference.
+The coalition - which issued a list of 100 members prominent in law, education, labor and philanthropic work - announced yesterday that it would sponsor public forums on education as a first step toward a ''climate in which responsible black and Jewish leaders can speak out for our common human agenda - a compassionate, economically viable, humane city, state and nation.''
+Seeking ''to revitalize the historic relationship between blacks and Jews,'' the coalition also disavowed divisive rhetoric and said its members ''refuse to let anyone manipulate us for political gain.'' Responding to questions at a news conference, representatives of the coalition said repeatedly that while its individual members might engage in partisan politics, the coalition, collectively, would not. None of the participants yesterday mentioned opposition to Mr. Koch, although many have done so previously. ''There's no question,'' Mr. Koch said, ''that for many of them, this is a camouflage operation intended to put together a group against me. Some of them have expressed that directly - Bill Tatum, Balfour Brickner, others. Those are people who on the record, publicly, have said that they believe I'm a bad Mayor and ought to be replaced.
+'They Create Strife' ''Now what is troublesome about what they say is the following: They cloak it in terms of seeking to end strife, but they create strife, because, instead of seeking to end it, they say, 'Let's get rid of the Mayor.' ''
+Mr. Koch went on to say: ''I believe that some are there because they want to create better relationships and I applaud that. But I believe that some, and I have named some, use it simply as a cover and camouflage.''
+The Mayor said later that he had not yet read the coalition's statement or seen its list of members. Mr. Koch said, however, that he was particularly upset by an appeal by the author Irving Howe to progressive blacks and Jews to unite behind a challenger in next year's mayoral race. Mr. Howe is not a member of the coalition.
+But several of the people who organized the coalition a year ago harbored a personal grudge against him, the Mayor said, and those of them who are black do not reflect the sentiments of their constituents. ''Whenever I think of Bill Tatum I think of a three-dollar bill,'' the Mayor said.
+Mr. Tatum replied later yesterday that he was ''personally saddened'' by the Mayor's response. Mr. Tatum said that the coalition's members included David R. Jones, the executive director of the City Youth Bureau, and Gordon Davis, Mr. Koch's former Parks Commissioner, and that Kenneth Lipper, one of Mr. Koch's Deputy Mayors, had agreed to join.
+''He did invite me and I indicated that after I finish my service as Deputy Mayor I would be happy to do so,'' said Mr. Lipper, who has said he might run for City Council president.
+Rabbi Brickner said the coalition would begin by addressing three issues: relations between South Africa and other countries, affirmative-action programs to employ members of minority groups and public education in New York City. Forums on educational issues are to be held by the coalition early next year.
+Speakers at the news conference called by the coalition at Automation House, 49 East 68th Street, also coupled an appeal for cooperation from the press with criticism of news coverage. ''You are doing a job to tear us asunder,'' said Basil A. Paterson, a former New York Secretary of State and Deputy Mayor.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BLACK-JEWISH+%27AGENDA%27+OFFERED%3B+KOCH+SEES+%27CABAL%27&title=New+York+Times&issn=03624331&date=1984-12-13&volume=&issue=&spage=A.1&au=Roberts%2C+Sam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 1984","After a year of meetings, a coalition of black and Jewish leaders in New York City outlined its ''common human agenda'' yesterday. Mayor Koch immediately said the coalition's members were ''being used'' by ''a cabal'' whose primary mission was to opppose his re-election. Seeking ''to revitalize the historic relationship between blacks and Jews,'' the coalition also disavowed divisive rhetoric and said its members ''refuse to let anyone manipulate us for political gain.'' Responding to questions at a news conference, representatives of the coalition said repeatedly that while its individual members might engage in partisan politics, the coalition, collectively, would not. None of the participants yesterday mentioned opposition to Mr. Koch, although many have done so previously. ''There's no question,'' Mr. Koch said, ''that for many of them, this is a camouflage operation intended to put together a group against me. Some of them have expressed that directly - Bill Tatum, [Balfour Brickner], others. Those are people who on the record, publicly, have said that they believe I'm a bad Mayor and ought to be replaced.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 1984: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Roberts, Sam",New York Times Company,,Newspapers,425273537,"United States, New York, N.Y.",English,13-Dec-84,BLACKS (IN US); JEWS; ELECTIONS; MAYORS,New York Times,NEWSPAPER,,,,,,,
+CONGRESS; FRESHMEN TAKE A COURSE IN REALITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/congress-freshmen-take-course-reality/docview/425286706/se-2?accountid=14586,"They literally have no place to hang their hats, the 45 newly elected members of the House of Representatives discovered not long after they arrived in town this week for a round of orientatiion activities.
+What they are calling home for the moment, since their permanent office space will not be assigned for another two weeks, is the Rayburn Office Building lounge where a bust of Sam Rayburn surveys a series of six-foot- square cubicles partitioned off by gold screens.
+Here the newcomers may retire to dictate a letter, make their phone calls and pick up their mail. Some Were Seeking Jobs
+This morning the Service Center, as it is called, was populated with more job-seekers than freshmen in Congress.
+Most of the freshmen were in a morning-long session in the House chamber, where they were being introduced to the intricacies of floor procedures and the duties of the House Parlimentarian.
+As the job-seekers, many of them veterans of Capital Hill who became unemployed as the result of the Nov. 6 election, stopped by the Rayburn lounge in a continuous stream to drop off their resumes, members of the House Administration Committee and several volunteers answered the ringing telephones and sorted the incoming mail. Good Exposure, Volunteer Says
+But the volunteers were also looking for temporary jobs in the Service Center.
+''I'm 'in search of,' too,'' said Barbara Noel as she tucked a message into one of the mail slots. ''This is good exposure.''
+At a desk in one cubicle Darrell Glascock, administrative assistant to Representative-elect Tommy Robinson, an Arkansas Democrat, was preparing for a luncheon with representatives of the National Broadcasting Company. He said they were planning a television segment about his boss.
+Over in the Capitol a contingent of men in dark suits, each man laden with several weighty looking tomes and wearing newly minted red-and- gold lapel pins, a symbol of their newly acquired status, wandered about looking for Room H-122, the Speaker's Dining Room.
+Yes, they admitted with broad grins, they were representatives- elect. Rules Books to Be Learned
+''These are two books of rules we must know,'' one said, pointing to the hefty volumes.
+''They're working us hard, from 8 in the morning until 11 at night, and that includes meals,'' added Jamie Fuster, who will be taking his seat as a Democratic legislator from Puerto Rico.
+''It's a lot more intense than I had expected, I guess they want to show you that time management is really important around here.''
+Representative-elect James A. Traficant Jr. of Youngstown, Ohio, was seeing Washington for the first time. ''I had a meeting with the Speaker Tuesday evening and it took me a half-hour to find his office, but he waited for me,'' he said.
+''The place is just laden with tradition - it's evident everywhere,'' Mr. Traficant went on, looking about the muraled, marbled corridor. ''The whole orientation has been very thorough. I interpret it to mean that they want you take the job seriously even if you don't take yourself seriously.''
+The five-day orientation of panels, seminars and lectures that began Wednesday and will wind up Tuesday focuses on matters ranging from Congressional ethics and office automation to the use of the Congressional frank and advice on seeking committee assignments and setting up a Congressional office. Lessons From the Leaders
+On Thursday there was a session on ''Customs, Decorum and Unwritten Rules of the House,'' conducted by Jim Wright of Texas, the House majority Leader, and Robert H. Michel of Illinois, the minority leader.
+Another session was a briefing on members' benefits and services such as health care plans, the use of the House photographer, the House recording studio and the House printing service. And then there are the lunches and dinners and receptions held in such historic places as Statuary Hall and the Library of Congress.
+The 13 new Democratic members and the 32 new Republican members meet together for many of the bipartisan sessions.
+''But in the partisan areas, we deal with the leadership,'' said Representative-elect Albert G. Bustamante of Texas. He pointed out that the Republicans and Democrats go their separate ways for meetings and dinners with such groups as the Democratic Congressional Campaign Committee or the Republican Caucus. Next, a Harvard Seminar
+Next Wednesday the freshmen head for Harvard University where they will spend another week in an issues seminar at the Institute of Politics at the John F. Kennedy School of Government.
+''I think the whole orientation program is fantastic,'' said Thomas J. Manton, the Democrat who has been elected to replace Representative Geraldine A. Ferraro in Queens's Ninth Congressional District.
+''It probably borders on overload,'' Mr. Manton went on. ''They haven't spared us anything, but the senior members of the House tell me they envy us: They got virtually no information when they first arrived on the scene.''
+Mr. Manton has been busy on other fronts. He has found an apartment.
+''I've rented a place in Old Town Alexandria for $380 a month,'' he said. ''That's a bonzanza compared to New York.''
+All this, and they are still not on the payroll. The paychecks start coming after their swearing-in Jan. 3",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CONGRESS%3B+FRESHMEN+TAKE+A+COURSE+IN+REALITY&title=New+York+Times&issn=03624331&date=1984-12-01&volume=&issue=&spage=1.10&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1984","''I'm 'in search of,' too,'' said Barbara Noel as she tucked a message into one of the mail slots. ''This is good exposure.'' ''The place is just laden with tradition - it's evident everywhere,'' Mr. [James A. Traficant Jr.] went on, looking about the muraled, marbled corridor. ''The whole orientation has been very thorough. I interpret it to mean that they want you take the job seriously even if you don't take yourself seriously.'' ''I've rented a place in Old Town Alexandria for $380 a month,'' he said. ''That's a bonzanza compared to New York.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1984: 1.10.",11/15/17,"New York, N.Y.",UNITED STATES,,New York Times Company,,Newspapers,425286706,"United States, New York, N.Y.",English,1-Dec-84,,New York Times,NEWSPAPER,,,,,,,
+A.T. & .T. PALNS TO BLEND COMPUTERS AND PHONES,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/t-palns-blend-computers-phones/docview/425253231/se-2?accountid=14586,"The American Telephone and Telegraph Company is planning to introduce two products that will combine personal computers and telephones in a thrust into the office automation market.
+One product, the 7300, will be a powerful computer that will compete with the International Business Machines Corporation's latest model, the PC-AT.
+A.T.&T. is also planning to introduce a less expensive machine combining computers and telephones, to be aimed at executives who are not heavy users of personal computers.
+The machine would have a touch- sensitive screen with an optional keyboard. It would be intended for executives who want to do basic calculations and keep their phone list on the computer. When the executive points at a name on the screen, the computer would dial the number automatically.
+Both machines are being made for A.T.&T. by Convergent Technologies Inc. of Santa Clara, Calif., and are expected to be introduced early next year. Details of the 7300, which analysts consider the more important machine, came to light in a filing that A.T.&T. was required to make with the Federal Communications Commission because the computers might connect with the phone system.
+According to the filings, and to analysts, the 7300 will incorporate 512,000 bytes, or characters of internal memory, one floppy disk and a hard disk capable of storing 10 million bytes.
+The computer would also have a built-in modem, a device that converts digital computer signals into the analog waves that can be carried by the phone lines. The modem will transmit at 1200 baud, or about 120 letters per second.
+The 7300 will use a powerful microprocessor made by the Motorola Corporation, the 68010, and will operate on A.T.&T.'s Unix operating system. It will be capable of displaying monochrome graphics with slightly higher resolution than Apple Computer's Macintosh. It could also display different tasks in separate areas, or ''windows,'' on the screen.
+The price is expected to range from $4,000 to $7,000 depending on the configuration, according to analysts.
+An A.T.&T. spokesman said the filings represented ''a picture at one point in time of these products, but they may be changed.''
+Computer-Telephone Combination
+Analysts said the 7300 could be a strong contender in the office because of its combination of a powerful computer with a telephone. That segment is expected to become a large product area. The Rolm Corporation, which I.B.M. has agreed to acquire, last week introduced two computer- phones that can run software designed for the I.B.M. PC.
+''It's not a complete me-too product,'' George F. Colony, president of Forrester Research Inc. in Cambridge, Mass., said of the coming A.T.&T. computer. A.T.&T's first personal computer, the 6300, was widely criticized as being merely another computer compatible with the I.B.M. PC.
+One drawback is that there is not as much software available for the Unix operating system as for the MS-DOS system used in the I.B.M. line, including the PC-AT.
+''The key is software availability,'' said Stephen P. Cohen of the Gartner Group in Stamford, Conn. ''You're certainly not going to have the 10,000 program library you're going to have with the AT.''
+Daniel Rosenbaum, an analyst with the Yankee Group in Boston, said he expects A.T.&T. to sell a multifunction software product with the machine capable of such tasks as spreadsheet analysis, word processing, data storage and phone dialing and management. He also said A.T.&T. would offer an optional board that would allow the 7300 to use MS-DOS software.
+Another apparent weakness is the 10 megabyte hard drive, which is somewhat limited for a computer of that power. The I.B.M. AT uses a hard-disk drive that can store twice as much information.
+Marketing Weakness
+A.T.&T.'s ultimate problem is not the technology, but marketing, an area in which it has been weak because of its history as a regulated monopoly. It is expected that A.T.&T. will sell the products through its own sales force for connection to its PBX's, or electronic switchboards, as well as through computer stores. Sources said the company has just signed a $39 million agreement with a computer distributor.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A.T.%26amp%3B+.T.+PALNS+TO+BLEND+COMPUTERS+AND+PHONES&title=New+York+Times&issn=03624331&date=1984-11-10&volume=&issue=&spage=1.31&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 10, 1984","The 7300 will use a powerful microprocessor made by the Motorola Corporation, the 68010, and will operate on A.T.&T.'s Unix operating system. It will be capable of displaying monochrome graphics with slightly higher resolution than Apple Computer's Macintosh. It could also display different tasks in separate areas, or ''windows,'' on the screen. ''It's not a complete me-too product,'' George F. Colony, president of Forrester Research Inc. in Cambridge, Mass., said of the coming A.T.&T. computer. A.T.&T's first personal computer, the 6300, was widely criticized as being merely another computer compatible with the I.B.M. PC. ''The key is software availability,'' said Stephen P. Cohen of the Gartner Group in Stamford, Conn. ''You're certainly not going to have the 10,000 program library you're going to have with the AT.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Nov 1984: 1.31.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425253231,"United States, New York, N.Y.",English,10-Nov-84,,New York Times,NEWSPAPER,,,,,,,
+LEADERS OF AUTO UNION LOCALS ENDORSE GENERAL MOTORS PACT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/leaders-auto-union-locals-endorse-general-motors/docview/425177484/se-2?accountid=14586,"The tentative contract between the United Automobile Workers and the General Motors Corporation was approved today by about 300 local leaders of the union.
+The approval by the union's G.M. council, which leaders said was by an overwhelming margin, is the third step toward ratification. The contract has been approved by the bargaining committee and executive board and must now be voted on by the rank and file. Officials said they expected to complete that voting by Oct. 14.
+Many of those leaving the six-hour council meeting with the union's top leaders today seemed unenthusiastic about the settlement, but persuaded that the gains in job security, the union's principal goal this year, more than offset a modest wage package.
+''I suppose it's as much as we're going to get,'' said Manuel Villarres, an official of Local 653 in Pontiac, Mich. ''You always want more, but this is O.K.'' Member Approval Predicted
+Fred Meyers of Local 599 in Flint, Mich., a leader of the union's militant ''Restore and More in '84'' faction, predicted ratification by the rank and file. ''It's going to be a lot better than 1982,'' he said. The 1982 contract was ratified by a 52-to-48 margin, one of the smallest in the union's history.
+Under the job security plan, workers with more than one year's seniority are protected against income loss if they are displaced by new technology or the shift of production overseas.
+Owen F. Bieber, the president of the union, said he intended to use the General Motors settlement as a pattern in upcoming talks with the Ford Motor Company. Mr. Bieber also restated his intention to reopen contract talks with the Chrysler Corporation, even though that contract does not expire until September 1985. Mr. Bieber has said one of his goals is to restore the pattern of similar contracts with all the Big Three automakers that prevailed before Chrysler's financial crisis in 1979. Graduated Wage Increase
+Details of the tentative contract, which were released for the first time by the union today, generally confirmed those obtained previously from labor and industry sources.
+If the pact is approved, the 350,000 U.A.W. members at General Motors will receive immediate wage increases of from 9 cents an hour, a 1 percent raise, to 50 cents an hour, slightly over 3.5 percent, depending on the individual's skill level. In addition, workers would get an estimated $1,000 in profit- sharing for 1984, continued cost-of-living adjustments and a $180 bonus payment upon ratification.
+Workers would also get lump-sum payments averaging $700 in the second year of the three-year contract and $725 in the third year, about 2.25 percent of annual wages.
+Although these pay increases fall below the 3 percent annual raise that had been customary in U.A.W. contracts before it first granted concessions in 1982, union leaders argue that the continuation of profit sharing and the improved job security program offset the loss. Moves for Displaced Workers
+The centerpiece of the job security plan is a $1 billion fund to maintain the salary and benefits of workers who lose their jobs because of automation, the purchase of cars or components from outside suppliers, or increased production efficiency. The company has also pledged up to $100 million to establish new lines of business, or new companies, to employ displaced workers.
+In this respect, as in many others, the contract more resembles proposals first advanced by General Motors, rather than union demands that the company's freedom to introduce new technology and buy from outside sources be sharply curtailed.
+Despite the union's insistence before the bargaining that strict limits be placed on outside purchases, known in the industry as ''outsourcing,'' the only language in the contract on the subject is relatively mild. The company simply pledges ''to use its best effort to replace jobs which may be lost by outsourcing action, and to create, where feasible, new prospects for growth.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LEADERS+OF+AUTO+UNION+LOCALS+ENDORSE+GENERAL+MOTORS+PACT&title=New+York+Times&issn=03624331&date=1984-09-27&volume=&issue=&spage=A.16&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 27, 1984","''I suppose it's as much as we're going to get,'' said Manuel Villarres, an official of Local 653 in Pontiac, Mich. ''You always want more, but this is O.K.'' Member Approval Predicted Fred Meyers of Local 599 in Flint, Mich., a leader of the union's militant ''Restore and More in '84'' faction, predicted ratification by the rank and file. ''It's going to be a lot better than 1982,'' he said. The 1982 contract was ratified by a 52-to-48 margin, one of the smallest in the union's history. Despite the union's insistence before the bargaining that strict limits be placed on outside purchases, known in the industry as ''outsourcing,'' the only language in the contract on the subject is relatively mild. The company simply pledges ''to use its best effort to replace jobs which may be lost by outsourcing action, and to create, where feasible, new prospects for growth.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Sep 1984: A.16.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425177484,"United States, New York, N.Y.",English,27-Sep-84,,New York Times,NEWSPAPER,,,,,,,
+PACT IN AUTO AND COAL INDUSTRIES VIEWED AS A BLOW TO INFLATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pact-auto-coal-industries-viewed-as-blow/docview/425177767/se-2?accountid=14586,"Economists and labor experts said today that automobile workers and coal miners appeared to have struck the year's most effective blow against high inflation in the tentative contracts they had just reached.
+Initial reports of the separate agreements the unions reached Friday with the General Motors Corporation and the Bituminous Coal Operators Association indicate that both the United Automobile Workers and the United Mine Workers accepted wage increases averaging no more than 3 percent annually for three years. No details of the pacts were given when they were announced.
+If the contracts are ratified by the rank and file, that would be less than the inflation of 4.2 percent of the past 12 months, and far less than the contract increases, sometimes above 10 percent, that unions and companies routinely agreed upon in the 1970's. In the 1981-82 recession, with its soaring unemployment, workers in many industries accepted reductions in wages.
+Reagan Camp Watched Detroit
+''One of the strongest unions in the country is making a noninflationary settlement,'' said Sar A. Levitan, a labor economist at George Washington University here who is a labor policy adviser to Democratic administrations, said of the tentative accord between the General Motors Corporation and the United Automobile Workers. ''It will encourage all other unions to stay within the terms of the settlement.''
+The talks in Detroit, particularly, had worried the Reagan re-election campaign. Administration economists have been saying they feared two hazards to the campaign: a prolonged strike that would halt the economic recovery or a new burst of inflation. President Reagan sees the steep decline of inflation since 1981 as one of his Administration's principal economic achievements.
+''We're pleased,'' said Robert Sims, a White House spokesman, said today of the outcome of the talks, but he said he had no specific comment to offer so far yet on the consequences for inflation. Climate Called Unfriendly
+''The unions are bargaining in a very unfriendly political climate,'' said Mr. Levitan. Large wage increases, he said, might have made things more difficult for Walter F. Mondale, the Democratic Presidential nominee, in suggesting that his supporters in the labor movement endorsed higher inflation.
+Both the U.M.W. and the U.A.W. agreements must be approved by the memberships next week. Some economists say they suspect that when more details of the settlements are disclosed, they might turn out to be higher than they now appear.
+The analysts say they are particularly concerned about the G.M. pact's cost-of-living-adjustments, clauses that allow wage increases on top of those in the contract to protect workers against inflation. The expired contract granted workers 1 cent more an hour for each 0.26 rise in the Consumer Price Index, a leading measure of inflation. A cost-of-living clause remains in the proposed contract, but its terms may have been altered.
+Economists also want to see how much the automobile manufacturer's new $1 billion job-security fund, to continue paying workers who lose their jobs until they find new work, and how much changes in fringe benefits add to the company's costs. Those factors could raise the company's labor costs 7 percent or more annually, an amount that would be widely considered inflationary, said Roger E. Brinner, chief econoimist at Data Resources in Cambridge, Mass. Straight Increases Stressed
+But most experts read special significance into the straight wage increases, of 10 percent over 40 months in the agreement between the United Mine Workers and the soft coal industry, or 3 percent a year, and annual increases that work out to about 2.5 percent to 3 percent over each of the next three years for the General Motors employees, according to initial reports.
+''Those are the numbers that go up the flagpole to other unions,'' said Robert F. Wescott, economist at Wharton Econometrics in Philadelphia. ''It's a big story. My feeling was that we were going to see something in the 4-5- 6-percent range. This reinforces the view that inflation in the 1980's is going to be more like the low inflation of the 1960's.''
+Joel Popkin, a labor consultant in Washington, added that even if the living costs clause in the General Motors contract remained unchanged, prospects for accelerated wage inflation now appear dim. He said that the industry's current trend of productivity improvements, the rising production that results from automation, would reduce to 4 percent the 7 percent combination of 4 percent inflation and cost-of-living increases of perhaps 3 percent.
+''So I don't think it will cause prices to rise any faster than the rate of inflation we have now,'' Mr. Popkin said. Renewal of a Cycle Feared
+All year, with the stream of monthly reports that inflation was holding at 4 percent in spite of the economy's powerful recovery, economists had warned that two unknowns, prospects for the strong dollar and the outcome of this month's negotiations this month in Detroit, could rewaken the wage-price cycle that plagued the economy of the 1970's through the start of the 1980's when collective bargaining settlements and price increases often exceeded 10 percent.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PACT+IN+AUTO+AND+COAL+INDUSTRIES+VIEWED+AS+A+BLOW+TO+INFLATION&title=New+York+Times&issn=03624331&date=1984-09-23&volume=&issue=&spage=A.26&au=Kilborn%2C+Peter+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,03 624331,"Copyright New York Times Company Sep 23, 1984","''One of the strongest unions in the country is making a noninflationary settlement,'' said Sar A. Levitan, a labor economist at George Washington University here who is a labor policy adviser to Democratic administrations, said of the tentative accord between the General Motors Corporation and the United Automobile Workers. ''It will encourage all other unions to stay within the terms of the settlement.'' ''Those are the numbers that go up the flagpole to other unions,'' said Robert F. Wescott, economist at Wharton Econometrics in Philadelphia. ''It's a big story. My feeling was that we were going to see something in the 4-5- 6-percent range. This reinforces the view that inflation in the 1980's is going to be more like the low inflation of the 1960's.'' ''So I don't think it will cause prices to rise any faster than the rate of inflation we have now,'' Mr. [Joel Popkin] said. Renewal of a Cycle Feared","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Sep 1984: A.26.",11/15/17,"New York, N.Y.",,"Kilborn, Peter T",New York Times Company,,Newspapers,425177767,"United States, New York, N.Y.",English,23-Sep-84,UNITED STATES ECONOMY; AUTOMOBILES; LABOR; CONTRACTS; COAL; PRICES; WAGES AND SALARIES,New York Times,NEWSPAPER,,,,,,,
+ONLY 'TRIAD INSIDERS' WILL SUCCEED,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/only-triad-insiders-will-succeed/docview/425185358/se-2?accountid=14586,"IT is a rare businessman who still
+questions the need to operate on
+an international scale. But many executives do not yet recognize the importance of speed and selectivity in their approach to global competition.
+Companies that try for a market presence in every country of the world are going to find their resources depleted very quickly. And companies that take a leisurely approach to worldwide expansion - testing products or processes domestically with an eye toward branching out much later - will find themselves closed out of some essential markets.
+To compete effectively in today's global business arena, multinational corporations must become true ''insiders'' in what I call the Triad - Europe, Japan and the United States. They must become real members of the business communities in each of those areas, with major investments in research and development, in production, and in marketing and sales.
+The reasons for insider status are multifold. For one thing, technology is advancing so rapidly these days that life cycles for some high-tech products have been squeezed to a matter of months. Competing for sales of these products means shooting at a constantly moving target. Semiconductor manufacturers had better understand what is going on in Kyushu - Japan's ''Silicon Island'' - as well as what is happening in California's Silicon Valley. Consumer applicance makers had better know the changing tastes of the triad markets. The only way to prevent foreign competitors from making lethal preemptive technology or pricing strikes is to develop super-sensitive control-tower functions - and for those to be effective, you must have physical proximity.
+Political considerations also dictate onsite facilities in the Triad countries. Only ''insiders'' have any immunity to protectionist measures. When the United States clamped down on the flood of Japanese color televisions hitting its shores, Sony, which has a large plant in San Diego, was virtually untouched by quotas and surcharges.
+There also are some straight economic reasons for seeking quick and deep penetration into each of the Triad markets. Domestic markets, even the huge ones in Japan and the United States, are still too small to absorb the output of the world-class automated plants needed for economies of scale in many product areas. Thus, the combined buying force of the Triad is needed to make most of today's high-tech products economically viable.
+I am not suggesting that markets in other sections of the world are not lucrative. But the buying power of the 600 million ''triadians'' is incredibly concentrated. France, West Germany, Japan, Britain and the United States account for nearly 85 percent of the world's demand for consumer electronic goods, and are expected to consume 85 percent of the computers and 70 percent of the machine tools produced in the world by 1985. And while tastes do vary among the different countries - fast-food devotees in Japan prefer leaner hamburgers and less cinnamon on donuts, for example - the fact is that Gucci bags, Sony Walkmans and McDonald hamburgers, not to mention ketchup, jeans and guitars, are all bestsellers in each of the Triad countries.
+Being an ''insider'' in the Triad does not necessarily mean having to go it alone, however. Practically speaking, only a handful of multinational corporations have a ''sprinkler'' distribution method that floods key markets simultaneously after the opening of the product or technology valve. And even fewer have product lines that are complete enough to virtually sew up any one market.
+The best path to insider status is one that takes advantage of the distribution, marketing and even research expertise of another company that already is comfortable in a chosen foreign market. Joint ventures are probably the most common way of pooling resources, but they are not necessarily the most effective. Differences in corporate cultures of the venture partners too often scuttle the operation from the beginning.
+International consortia are probably the most effective vehicle. These are loose alliances that are based on the premise that some markets - computers and communications, for instance - are so huge and multifaceted that no single company can hope to control all critical technological elements. Thus, consortia allow traditional competitors to share distribution resources and even swap products without really stepping on each other's toes in the marketplace.
+Several such consortia already exist. Burroughs has included Fujitsu's high speed facsimiles in its package of office automation products, and is manufacturing Nippon Electric's optical character reading techniques under license. Toshiba's high speed fascimiles are being distributed in the United States by Telautograph and Pitney Bowes, and in Europe by International Telephone and Telegraph.
+If destructive trade wars are to be avoided, more such alliances must be formed. In fact, the global competition of tomorrow may be a battle among the most powerful consortia, not just among the most powerful companies.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ONLY+%27TRIAD+INSIDERS%27+WILL+SUCCEED&title=New+York+Times&issn=03624331&date=1984-09-02&volume=&issue=&spage=A.2&au=Ohmae%2C+Kenichi&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 2, 1984","The reasons for insider status are multifold. For one thing, technology is advancing so rapidly these days that life cycles for some high-tech products have been squeezed to a matter of months. Competing for sales of these products means shooting at a constantly moving target. Semiconductor manufacturers had better understand what is going on in Kyushu - Japan's ''Silicon Island'' - as well as what is happening in California's Silicon Valley. Consumer applicance makers had better know the changing tastes of the triad markets. The only way to prevent foreign competitors from making lethal preemptive technology or pricing strikes is to develop super-sensitive control-tower functions - and for those to be effective, you must have physical proximity. Being an ''insider'' in the Triad does not necessarily mean having to go it alone, however. Practically speaking, only a handful of multinational corporations have a ''sprinkler'' distribution method that floods key markets simultaneously after the opening of the product or technology valve. And even fewer have product lines that are complete enough to virtually sew up any one market.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Sep 1984: A.2.",11/15/17,"New York, N.Y.",,"Ohmae, Kenichi",New York Times Company,,Newspapers,425185358,"United States, New York, N.Y.",English,2-Sep-84,,New York Times,NEWSPAPER,,,,,,,
+A SMALL COMPANY GETS BIG I.B.M. LIFT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/small-company-gets-big-i-b-m-lift/docview/425162062/se-2?accountid=14586,"While 1,500 dealers from the International Business Machines Corporation were being entertained on a grand scale in Dallas last Monday, as the company prepared to introduce some new computer equipment, another party was taking shape 2,000 miles away.
+It was much smaller and less lavish, but to the guests, the employees of Sytek Inc., it was far more memorable. For Sytek, based in Mountain View, Calif., has been chosen by I.B.M. to be a primary supplier of its ''local area network.''
+The new I.B.M. network consists of computer hardware, programming, and connecting wire that will be used to link I.B.M. personal computers with one another for the first time so that the desktop machines can exchange data and share other computer equipment such as printers and memory devices.
+Although terms of the I.B.M.-Sytek agreement were not released, industry analysts said the giant computer maker will buy at least 5,000 network packages from Sytek by the end of the year.
+Accord Has Broad Impact
+That would double Sytek's annual sales, to more than $60 million, analysts say, and would mean a sizable increase in its current staff of 350. More important, the analysts say, it would convert Sytek from a little- known manufacturer of data communications equipment into an influential maker of computer networking systems with wide influence.
+Analysts say that Sytek won I.B.M.'s business because the small company has excelled in a computer network technology, akin to cable television, known as broadband. Under this method, companies can transmit conventional computer data, voices and pictures.
+Computer networks, still a young technique, are expected to have $1.5 billion in revenues in 1985 and more than $3 billion by 1988. A growing number of companies are installing networks because they speed both data processing and computer communication.
+''It really is exciting; I have to admit that it is good to be a part of all this,'' Michael S. Pliner, Sytek's 38- year-old president and chief executive, said in a telephone interview yesterday.
+Other Small Companies
+As it happens, this is not the first time that I.B.M. has tapped a small, relatively unknown supplier to provide a vital component in one of its emerging office automation systems. On the contrary, channeling business to dark horses seems to have become a habit for the company.
+In 1981, I.B.M. announced it had chosen the Microsoft Corporation, then a fledgling software concern in Bellevue, Wash., to write the operating system, or command program, for its Personal Computer. Many subassemblies for the P.C., moreover, are built by SCI Systems Inc., a little-known Huntsville, Ala., electronics company.
+I.B.M.'s orders from Microsoft and S.C.I. lifted the fortunes of these companies virtually overnight, in many cases making instant millionaires out of the companies' top managers. Today these I.B.M. suppliers remain leaders in their fields.
+Now, analysts say, Sytek will likely surge ahead, too. But the Silicon Valley company has the advantage of five years of experience in telecommunications.
+Founded in 1979
+Sytek was founded in a warehouse in 1979 by Mr. Pliner and four others as a consulting concern providing advice on data transmission to the Government and industry. When billings rose sharply, Sytek plowed the profits into research and, in 1981, began producing its first local area network, which it called Local Net/20.
+Sytek is owned 50.5 percent by the General Instruments Corporation, with the remainder of the stock in the hands of the founders and by a small group of wealthy outside investors.
+Mr. Pliner would not disclose precisely which parts Sytek will be supplying for I.B.M.'s local-area network, which will permit users to link up to 72 I.B.M. machines. But industry experts say Sytek will be providing two critical parts - a circuit board that links each computer to the network, and a so-called ''network translator unit'' that directs data around the network.
+While I.B.M. said through a spokesman yesterday that it had chosen Sytek from a number of bidders because of ''its technology and its reputation in the broadband business,'' a number of analysts questioned whether the Sytek system is best for the office market that I.B.M. is trying to reach.
+In particular, despite the system's advantage of being able to carry many types of transmissions, some analysts say, Sytek's broadband technology is more costly and slower than a rival method known as baseband.
+''It's definitely more expensive; what I.B.M. opted for is a higher-cost, higher performance system,'' Dixon R. Doll, president of the DMW Group, an Ann Arbor, Mich., computer research firm, said in reference to the network's many uses.
+I.B.M.insisted yesterday, however, that its charge of $695 per computer in the network and $595 for the translator unit would be competitive.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+SMALL+COMPANY+GETS+BIG+I.B.M.+LIFT&title=New+York+Times&issn=03624331&date=1984-08-16&volume=&issue=&spage=D.5&au=Berg%2C+Eric+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General In terest Periodicals--United States,3624331,"Copyright New York Times Company Aug 16, 1984","Mr. [Michael S. Pliner] would not disclose precisely which parts Sytek will be supplying for I.B.M.'s local-area network, which will permit users to link up to 72 I.B.M. machines. But industry experts say Sytek will be providing two critical parts - a circuit board that links each computer to the network, and a so-called ''network translator unit'' that directs data around the network. While I.B.M. said through a spokesman yesterday that it had chosen Sytek from a number of bidders because of ''its technology and its reputation in the broadband business,'' a number of analysts questioned whether the Sytek system is best for the office market that I.B.M. is trying to reach. ''It's definitely more expensive; what I.B.M. opted for is a higher-cost, higher performance system,'' Dixon R. Doll, president of the DMW Group, an Ann Arbor, Mich., computer research firm, said in reference to the network's many uses.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Aug 1984: D.5.",11/15/17,"New York, N.Y.",,"Berg, Eric N",New York Times Company,,Newspapers,425162062,"United States, New York, N.Y.",English,16-Aug-84,DATA PROCESSING; PERSONAL COMPUTERS,New York Times,NEWSPAPER,,,,,,,
+TV REVIEWS; ALVIN TOFFLER'S 'THIRD WAVE' LOOKS AT THE FUTURE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tv-reviews-alvin-tofflers-third-wave-looks-at/docview/425063437/se-2?accountid=14586,"TWO cheers for the future, and let's get on with it as quickly as we can. In Alvin Toffler's ''Third Wave,'' once a best- selling book, now adapted for television, the future shimmers. In fact, ''The Third Wave'' is really more appropriate for television than print. Electronic technology and the bluebird of happiness, it says, are both the same thing. The 90-minute program, with Mr. Toffler as host, will be seen on Channel 13 at 9 o'clock tonight.
+Mr. Toffler's message is beguiling, and because he offers it with so much authority, he makes it sound compelling. Agriculture dominated the first wave of history; the Industrial Revolution dominated the second. The third wave will be the triumph of high-tech. ''We are creating a new civilization,'' Mr. Toffler says, ''and killing an old one.''
+And the best thing about this new civilization will be its respect for, and promotion of, diversity. ''The old machines made us uniform,'' Mr. Toffler says. ''The new machines can make us more individual, more human.''
+There's nothing pernicious in much of this. Music swells; we see a sunset or an ocean. It's rather as if we were watching a commercial for General Electric, say, or A.T.& T. It's pleasant to think of a future without burdens, and if you like gurus, Mr. Toffler might just be your man. The ambitious film, a co-production of American, Canadian and Japanese companies, shows him in a number of attractive locations.
+On the other hand, there's a vacuity at work here: the future will have lots of leisure time; humanity and individuality will be found on the tennis court, golf course and ski slope. ''Silicon Valley'' in California is the new Fertile Crescent, and one day we can all wear blue jeans and sandals to work.
+Clearly, Mr. Toffler, who also wrote ''Future Shock,'' is not so much an analyst as an apostle and a cheerleader. He tolerates no bad news, or even negative thinking. He allows that automation and computerization will throw millions out of work, but he says we shouldn't worry. ''Nothing could be more dangerous or foolish than despair,'' he says. We see a sunset then; a chorus sings, and organ music comes over and out.
+What is required for Mr. Toffler's unemployment theory is really a leap of faith. What technology rends asunder, technology will make right. As evidence, we see a young man, once a dishwasher, who now works happily with computers. We see another young man, alone in an isolated cottage in Oregon, designing computer programs. ''Creative people are the biggest asset of all,'' Mr. Toffler says firmly. ''That's the secret of the new civilization.'' To emphasize the humanity of the new civilization, he bounces a tennis ball.
+Again and again, Mr. Toffler says the new society will individualize us. Mostly he bases his case on media bombardment. Cable, pay and network television, film, disks and cassettes will compete for our attention, showering us with different images. This is supposed to make us more human.
+In fact, Mr. Toffler is describing a condition that will not so much diversify as deaden us. Multplicities of images cancel themselves out. They have no meaning. They may shout for our attention, but increasingly they'll have trouble claiming it. Movie violence, for example, grows more graphic because a bullet wound no longer means much. Now we must see a severed head.
+Meanwhile, Mr. Toffler extrapolates large lessons from his findings, each one building on the other. Out of the notion that the media will individualize us comes the notion that mass society is dead. Out of this comes the notion that society will be made up of many minorities. Each of us, in fact, will be his own minority. And out of this comes Mr. Toffler's ideas about government. Governments, he says, are dead.
+''The coming of the third wave forces us to question all of our deepest assumptions about democracy,'' he says. ''What is the meaning of majority rule in a demassified society?''
+Mr. Toffler's answer is unclear, although it seems to have something to do with machines. Mr. Toffler says the problem with democracy isn't people; it's the system. Electronic tools and new ideas are needed to make it work.
+Mr. Toffler sounds a little chilling here, and if he didn't seem so amiable it would be enough to make you uncomfortable. Earlier in the film, he had said that second-wave schools failed hopelessly, and that we had to reinvent the idea of literacy. He also warned us then about ''people who would like the schools to go backward.'' He didn't say who they were, but it was clear they were up to no good.
+On government, however, Mr. Toffler is a little more specific. ''Our ancestors,'' he says, ''created the bureaucracies we use today,'' and he implies they should all be ashamed of themselves. It is his final thought in the film, and it comes not a moment too soon. We have the feeling that somewhere a barefoot computer genius is whiling his time away on a tennis court, waiting to inherit the Earth.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TV+REVIEWS%3B+ALVIN+TOFFLER%27S+%27THIRD+WAVE%27+LOOKS+AT+THE+FUTURE&title=New+York+Times&issn=03624331&date=1984-05-23&volume=&issue=&spage=C.25&au=Corry%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 23, 1984","TWO cheers for the future, and let's get on with it as quickly as we can. In Alvin Toffler's ''Third Wave,'' once a best- selling book, now adapted for television, the future shimmers. In fact, ''The Third Wave'' is really more appropriate for television than print. Electronic technology and the bluebird of happiness, it says, are both the same thing. The 90-minute program, with Mr. Toffler as host, will be seen on Channel 13 at 9 o'clock tonight. Mr. Toffler's message is beguiling, and because he offers it with so much authority, he makes it sound compelling. Agriculture dominated the first wave of history; the Industrial Revolution dominated the second. The third wave will be the triumph of high-tech. ''We are creating a new civilization,'' Mr. Toffler says, ''and killing an old one.'' What is required for Mr. Toffler's unemployment theory is really a leap of faith. What technology rends asunder, technology will make right. As evidence, we see a young man, once a dishwasher, who now works happily with computers. We see another young man, alone in an isolated cottage in Oregon, designing computer programs. ''Creative people are the biggest asset of all,'' Mr. Toffler says firmly. ''That's the secret of the new civilization.'' To emphasize the humanity of the new civilization, he bounces a tennis ball.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 May 1984: C.25.",11/15/17,"New York, N.Y.",,"Corry, John",New York Times Company,,Newspapers,425063437,"United States, New York, N.Y.",English,23-May-84,,New York Times,NEWSPAPER,,,,,,,
+Advertising; The ITT Computer Campaign,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/advertising-itt-computer-campaign/docview/425064834/se-2?accountid=14586,"IT is hard enough these days for a
+personal computer manufacturer
+to be heard above the din.
+But it is especially difficult for members of a growing segment of the business - the ''I.B.M. compatibles'' - whose products bear a remarkable resemblance to the International Business Machines Corporation's Personal Computer.
+These computer makers must convince an increasingly computer-literate public that their machines are at once unique and standard, technologically superior to I.B.M.'s design and yet not so advanced that they are unable to run the thousands of programs available for the PC.
+What makes the effort particularly tough is the fact that relatively few of the I.B.M. compatible machines are really very different from the model they are imitating. With the top off, they all look alike.
+The latest company to try to break out from the pack is ITT, the telecommunications giant, whose new Information Systems division this week began shipping the Xtra, its first personal computer.
+Perhaps because its computer, and its price, differs little from I.B.M.'s - except for some relatively minor technical improvements and a sleeker design - ITT is promoting its image for reliability and stability. Its slogan is : ''Work Smart America, With ITT.'' And the print ads tout the machine as ''the best personal computer next to the human mind.''
+''Our first effort is to establish the name of ITT in the computer market,'' said Richard Grove, director of marketing communication, who worked on the $15 million, three- month campaign with Adresources Inc. At a time when some I.B.M.- compatible manufacturers seem threatened, and a few are on the brink of extinction, Mr. Grove says it is crucial to establish first ''that we are in this to stay.'' It helps, he says, that the Xtra will be sold through Computerland, one of the largest business- oriented computer chains.
+That message will be conveyed primarily through local television spots, which account for 60 percent of the advertising campaign budget. The remainder is reserved for print advertisements in major newspapers, business magazines and trade publications such as Datamation and Electronic News.
+But starting this summer, ITT plans to expand its effort, differentiating among several new products, and stressing the relationship between ITT's new personal computer business and its historic strength: telecommunications.
+''People are just beginning to become aware that a marriage is developing between personal computers and communications,'' said Thomas N. Payne, who worked for I.B.M. before joining ITT to bolster its first computer entries, and now serves as president of its Information Systems division.
+ITT plans to present its computers as a package, advertising them alongside some of its digital PBX systems, which connect computer and voice communications over an office telephone line.
+And while ITT officials will say little about it, the company is also expected to promote a system for linking microcomputers to mainframes, another area of hot competition in the office automation field. The system will probably be announced next week at Comdex, the personal computer industry trade show.
+Still, there is the problem of being different.
+''It's easy to differentiate yourself when you have a technology that makes you incompatible with the industry standard,'' said Stan Jasinski, vice president of sales for ITT Information Systems. ''And we considered that when we designed the machine. But we decided in the end that for a company without a history in the computer business, it was important to have that tremendous library of programs available to you instantly,'' - the thousands of pieces of software available to I.B.M.
+And the ITT executives say they are not concerned about the possiblity that they look like a late entry into a business that has already been cooking along for about five years. That weighed heavily on another I.B.M. competitor, the Sperry Corporation, which brought its first personal computer to market several months ago under the slogan ''When you're late to the dance, you'd better have a very good reason.''
+Mr. Payne, however, says he is not late, and adds: ''I'm not concerned that we will be regarded as just another I.B.M.-compatible. We're not.'' Whether ITT can break into the computer market, however, may depend on his ability to convince thousands of companies and other computer buyers of just that point.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Advertising%3B+The+ITT+Computer+Campaign&title=New+York+Times&issn=03624331&date=1984-05-18&volume=&issue=&spage=D.16&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 18, 1984","Perhaps because its computer, and its price, differs little from I.B.M.'s - except for some relatively minor technical improvements and a sleeker design - ITT is promoting its image for reliability and stability. Its slogan is : ''Work Smart America, With ITT.'' And the print ads tout the machine as ''the best personal computer next to the human mind.'' ''Our first effort is to establish the name of ITT in the computer market,'' said Richard Grove, director of marketing communication, who worked on the $15 million, three- month campaign with Adresources Inc. At a time when some I.B.M.- compatible manufacturers seem threatened, and a few are on the brink of extinction, Mr. Grove says it is crucial to establish first ''that we are in this to stay.'' It helps, he says, that the Xtra will be sold through Computerland, one of the largest business- oriented computer chains. ''It's easy to differentiate yourself when you have a technology that makes you incompatible with the industry standard,'' said Stan Jasinski, vice president of sales for ITT Information Systems. ''And we considered that when we designed the machine. But we decided in the end that for a company without a history in the computer business, it was important to have that tremendous library of programs available to you instantly,'' - the thousands of pieces of software available to I.B.M.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 May 1984: D.16.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,425064834,"United States, New York, N.Y.",English,18-May-84,ADVERTISING (TIMES COLUMN); Data processing; Advertising; Personal computers,New York Times,NEWSPAPER,,,,,,,
+GOING OUT GUIDE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/going-out-guide/docview/425072344/se-2?accountid=14586,"LYRICAL Dorothy Fields, the prolific lyricist, died 10 years ago, but her music, represented by more than 400 songs, including those in 19 Broadway shows and 25 motion pictures, lives on. The music that Miss Fields wrote with such composers as Jerome Kern, Fritz Kreisler, Harold Arlen, Arthur Schwartz, Sigmund Romberg and Cy Coleman, will be on tap from 10 o'clock tonight through Saturday at Rachel's, the restaurant-club in TriBeCa at 25 Hudson Street, (334- 8155).
+The occasion is a show called ''I Can't Give You Anything but Dorothy Fields,'' done by a pair of singers, Judy Kreston and Harvey Granat, accompanied on piano by David Lahm, who is not only its musical director but is also the son of Miss Fields. Among the songs, covering nearly half a century of writing, are ''I'm in the Mood for Love,'' ''On the Sunny Side of the Street,'' ''The Way You Look Tonight'' and a special five-song medley from the musical ''A Tree Grows in Brooklyn.''
+There is an $8 cover plus a two- drink minimum. Drinks, $3 to $5. Main courses, $10.95 to $14.95. FROM THE IRISH William Butler Yeats was a prolific Irish writer who wrote 26 plays over a period of many decades. Three of these will be performed under the rubric ''Yeats!'', opening tonight at the Quaigh Theater, 110 West 43d Street (221-9088).
+This trio of plays, each about a person making decisions at a moment of crisis, is directed by Sam McCready, former artistic director of Belfast's Lyric Theater, a man who has either performed or directed every play that Yeats ever wrote.
+The plays are ''At the Hawk's Well,'' written in 1915; ''The Dreaming of the Bones'' (1921), and ''The King of the Great Clock Tower'' (1934), in its New York premiere at the Quaigh, which is presenting the bill along with Bernard Gavzer.
+Through June 10, at 8 P.M. Wednesdays through Saturdays and at 3 P.M. Sundays. Admission: $8. BIRTHDAY The Transport Workers Union is 50 years old this year, and it is marking this milestone with an exhibition of photographs and other memorabilia, through this month at Automation House, 49 East 68th Street.
+Riders may have mixed emotions as they view pictures of strikes past, but there is much else here that old strap-hangers may resonate with. On show are a ticket chopper of 1904 vintage and an old subway turnstile of 1931 (looks remarkably like some 1984 turnstiles). Pictures recall the 1920 BMT strike, the days when change clerks were mostly women, views of conductors, track workers, bus drivers and, most dramatic of all, a shot of grim-faced Michael Quill, then the union's articulate leader, and John L. Lewis, head of the C.I.O. leaving a crisis meeting with Mayor Fiorello H. LaGuardia, walking with a sternly funereal demeanor that seemed to indicate that New Yorkers might soon be walking the same way if somebody's position did not budge.
+The other day, a pensioner, Edward Kennelly, a charter union member, came down as a volunteer to speak with visitors who might be interested. Mr. Kennelly, who was in the IRT's structural department, contrasted the way tracks were kept in the old days with today's methods. Things, he indicated, are not what they were.
+Open free, through May 25, from 10 A.M. to 6 P.M. Mondays through Fridays, from 10 to 4 Saturdays and from 10 to 5 Sundays. Information: 794- 3260. FESTIVAL Voices of Zion'' is a festival through noon Friday at the Carnegie Hall Cinema, 883 Seventh Avenue, at 57th Street, sponsored by the World Zionist Council.
+Each day, feature films are being shown in the movie house itself. Today: ''The Diary of Anne Frank'' at 9 A.M., ''The Chosen'' at 1:30 P.M., ''The Shop on Main Street' at 5 P.M. and ''Last Metro'' at 8:30 P.M. Tomorrow, on a similar schedule: ''Fiddler on the Roof,'' ''David,'' ''Border Street'' and ''The Pawnbroker.'' Friday at 9 A.M., ''Judgment at Nuremberg.'' Admission to the films is $5.
+In the art gallery of the cinema, which may be entered free of charge, a video screen will show three television presentations: ''Golda'' (with Ingrid Bergman), ''Masada'' and ''Golden Apples,'' a 1983 taped program aboaut Israel's history. They will run continuously all day, following one after the other with about a three-hour headway.
+Also in the gallery are three exhibitions, two of them dealing with Soviet Jews in photographs, ''Prisoners of Conscience'' and ''Drawings in a Moscow Kindergarten.'' ''In My Heart, Jerusalem'' consists of 53 photographs of the city by Peri Ferag.
+Entertainment Events is on page C21. Wednesday Sports is on page B10.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GOING+OUT+GUIDE%3B&title=New+York+Times&issn=03624331&date=1984-05-16&volume=&issue=&spage=C.17&au=Shepard%2C+Richard+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 16, 1984","The occasion is a show called ''I Can't Give You Anything but [Dorothy Fields],'' done by a pair of singers, Judy Kreston and Harvey Granat, accompanied on piano by David Lahm, who is not only its musical director but is also the son of Miss Fields. Among the songs, covering nearly half a century of writing, are ''I'm in the Mood for Love,'' ''On the Sunny Side of the Street,'' ''The Way You Look Tonight'' and a special five-song medley from the musical ''A Tree Grows in Brooklyn.'' Each day, feature films are being shown in the movie house itself. Today: ''The Diary of Anne Frank'' at 9 A.M., ''The Chosen'' at 1:30 P.M., ''The Shop on Main Street' at 5 P.M. and ''Last Metro'' at 8:30 P.M. Tomorrow, on a similar schedule: ''Fiddler on the Roof,'' ''David,'' ''Border Street'' and ''The Pawnbroker.'' Friday at 9 A.M., ''Judgment at Nuremberg.'' Admission to the films is $5. In the art gallery of the cinema, which may be entered free of charge, a video screen will show three television presentations: ''Golda'' (with Ingrid Bergman), ''Masada'' and ''Golden Apples,'' a 1983 taped program aboaut Israel's history. They will run continuously all day, following one after the other with about a three-hour headway.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 May 1984: C.17.",11/15/17,"New York, N.Y.",,"Shepard, Richard F",New York Times Company,,Newspapers,425072344,"United States, New York, N.Y.",English,16-May-84,,New York Times,NEWSPAPER,,,,,,,
+VICE CHAIRMAN OF FED IS CRITICAL OF TIGHT REIN,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/vice-chairman-fed-is-critical-tight-rein/docview/425083324/se-2?accountid=14586,"Preston Martin, the vice chairman of the Federal Reserve System, took strong exception today to policies of his colleagues, including the chairman, Paul A. Volcker, that assume that the pace of the economy's growth could reignite inflation.
+His criticism of Mr. Volcker's policies, the most extensive he has voiced publicly, was similar to criticism that has come from the Treasury and the White House, where officials fear that the Fed's concern over inflation may drive up interest rates and hurt the President's chances of re-election.
+Mr. Martin, who is 60 years old, is the only Federal Reserve Board member appointed by President Reagan. He is also a candidate to succeed Mr. Volcker, who has said he might leave the Fed sometime next year.
+''There's undue pessimism with regard to a return of inflation,'' Mr. Martin said in an interview. ''I want to disassociate growth from inflation in this expansion.'' He added that ''we should be more concerned with the slowing of growth than with a slight increase in inflation.''
+It is rare for a senior Federal Reserve policy maker to speak publicly against the policy of the central bank. Dissent is normally voiced at the closed meetings of the Federal Open Market Committee, with disclosure limited to a brief mention in the summary of the panel's deliberations six or seven weeks later.
+The 12-member committee, the senior policy body, is made up of the Fed's seven governors, including Mr. Martin, and five of the presidents of the 12 Federal Reserve Banks.
+Lately, the Administration has been concerned that a tough anti-inflation policy at the Fed could push the economy toward a recession in the final days of a Presidential election campaign. The Fed is widely believed to be keeping a relatively tight rein on the economy and letting interest rates rise slightly for fear that the exceptional 8.3 percent annual growth rate in the first quarter was excessive and potentially inflationary.
+Last February, in another unusual move, Mr. Martin sent notices to the press calling attention to his dissent at a meeting in December. Following Fed policy, he refused today to discuss his position at the open market committee's last meeting, in March, until the minutes are released late this month.
+Last month, however, the president of the Boston Federal Reserve Bank, Frank Morris, disclosed in a speech that the Fed decided in March to tighten restraints, confirming what the financial markets had already discerned. Just days before the meeting, the Commerce Department estimated that the gross national product was growing at an annual rate of 7.2 percent, which was later revised to 8.3 percent.
+Close Link Is Seen
+Most Federal Reserve officials, like most orthodox economists, contend that inflation and growth are closely linked. If the economy expands at a rate exceeding 4 or 5 percent after the first year of recovery, it is assumed that it is ''overheating,'' and that this will foster a rise in the inflation rate.
+Under Mr. Volcker particularly, the Fed has intervened to cool overheating, taking actions that slow the growth of the money supply and cause interest rates to rise. Higher interest rates tend to depress business and consumer borrowing and thus the overall economy.
+Historically, Mr. Martin said, a fast-growing economy has indeed fomented rising inflation. However, he added, that did not appear to be the case now. Inflation is a little above 4 percent currently, just a bit higher than its level in the depths of the last recession. ''I believe the inevitable chain has been broken by this expansion,'' Mr. Martin said.
+Record Trade Deficit Cited
+The relationship has changed, he added, in part because of the nation's record trade deficit, currently estimated at $110 billion for 1984. The influx of imports competing with American goods, he said, puts pressure on business management to restrain price increases, and on labor to hold down wage demands. ''Look at lumber in Oregon,'' he said. ''For various reasons, Canadian lumber is coming in at lower prices than those of our lumber companies. So now you have lumber prices falling in a boom.''
+Productivity is another help, Mr. Martin said. With automation, computers and improved efficiency, companies are increasing production without corresponding increases in costs, which helps ease inflationary pressures, he added.
+Productivity gains in manufacturing, Mr. Martin said, have lagged a bit behind the pace in previous recoveries, but, he added, there have been substantial gains in the services - banks, insurance companies, restaurants, and the like.
+''As long as inflation is not increasing very much,'' Mr. Martin said, ''and as long as the leading indicators of inflation are so modest and cost pressures are so mixed, we should be more conerned with growth than with inflation.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=VICE+CHAIRMAN+OF+FED+IS+CRITICAL+OF+TIGHT+REIN&title=New+York+Times&issn=03624331&date=1984-05-05&volume=&issue=&spage=1.31&au=Kilborn%2C+Peter+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 5, 1984","''There's undue pessimism with regard to a return of inflation,'' Mr. [Preston Martin] said in an interview. ''I want to disassociate growth from inflation in this expansion.'' He added that ''we should be more concerned with the slowing of growth than with a slight increase in inflation.'' The relationship has changed, he added, in part because of the nation's record trade deficit, currently estimated at $110 billion for 1984. The influx of imports competing with American goods, he said, puts pressure on business management to restrain price increases, and on labor to hold down wage demands. ''Look at lumber in Oregon,'' he said. ''For various reasons, Canadian lumber is coming in at lower prices than those of our lumber companies. So now you have lumber prices falling in a boom.'' ''As long as inflation is not increasing very much,'' Mr. Martin said, ''and as long as the leading indicators of inflation are so modest and cost pressures are so mixed, we should be more conerned with growth than with inflation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 May 1984: 1.31.",11/15/17,"New York, N.Y.",,"Kilborn, Peter T",New York Times Company,,Newspapers,425083324,"United States, New York, N.Y.",English,5-May-84,CREDIT; UNITED STATES ECONOMY; PRICES,New York Times,NEWSPAPER,,,,,,,
+FARM WORKERS ON COAST CHALLENGE UNIVERSITY'S AGRICULTURE RESEARCH,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/farm-workers-on-coast-challenge-universitys/docview/425767803/se-2?accountid=14586,"The right of a public university to spend tax dollars to develop labor-saving machinery used by private farmers will be challenged in an unusual trial scheduled to begin here Monday.
+The trial will focus specifically on agricultural research at the University of California. However, it also is expected to examine larger issues: The propriety of research being conducted by public universities that may benefit private interests and the social consequences of such research when it leads to the elimination of jobs through automation.
+The trial, opposing lawyers say, is one of the first in the nation's history in which the freedom of a university to choose the direction and character of its academic research will face a court challenge.
+19 Farm Hands Are Plaintiffs
+The case will be tried in Alameda County Superior Court by Judge Spurgeon Avakian. The plaintiffs are 19 Hispanic farm workers and a land-reform group called the California Agrarian Action Project. They are being represented by California Rural Legal Assistance, a federally subsidized public interest law firm.
+On one side of the dispute are land reformers who contend that mechanical harvesting devices are rapidly taking the jobs of farm workers, causing farms to grow larger and larger, and forever eliminating the chance of many field hands to own their own farms.
+On the other side is a university research team that for decades has received international praise for expanding farmers' productivity. Its scientists compare the legal effort to limit their work to the early 19th-century Luddite revolt in England to stop the use of labor-saving machines, the original monkey-wrench-in-the-works protests.
+''It is rather ironic,'' said Donald Reidhaar, general counsel of the university, ''that the claim of mismanagement of agricultural research is made, because the record over the decades is one of remarkable achievement.'' A $15 Billion-a-Year Industry
+Agriculture in California, a $15 billion a year industry that is the largest in the nation, ''has been a tremendous success in terms of productivity, and in large part that is due to the work of the university,'' he said.
+Ralph Abascal, general counsel for California Rural Legal Assistance, argues that such research has been an unlawful subsidy of private business. He also said there was deplorable absence of provisions for retraining displaced workers, and disputes the comparison of the lawsuit to the Luddites of the industrial revolution.
+''Our response to the 'Luddite' comparison,'' he said, ''is that Congress intended the system of public-supported agricultural research to help the little person, the person most in need, not mechanization research for large industries.'' Limits on Research Sought
+The suit seeks to impose broad limitations on the University of California's right to conduct research on mechanical harvesting systems and other innovations that reduce the need for hand labor. And it seeks to prohibit large farmers and corporations to have a voice in setting research policies for the university.
+The plaintiffs say research conducted at public expense at the Davis campus of the university has led to the elimination of thousands of jobs over the last 20 years. The research, they argue, has benefited a relatively small number of large farmers and corporations and constitutes an illegal gift of public funds to the big farmers.
+University officials concede that the machines have eliminated the need for many field hands but they say that if the machines had not been developed, there would have been a shortage of farm labor and much of the state's agricultural business would have moved to Mexico.
+University officials say that the major impetus behind the drive to mechanize California fields came with the suspension in 1964 of a program that brought Mexican workers known as braceros into this country temporarily to work at low wages. Labor Costs Are Cited
+Another key factor, some officials acknowledge, has been the rising cost of farm labor since Cesar Chavez, founder of the United Farm Workers, began to unionize workers 20 years ago.
+With hourly wages for farm workers in California now averaging more than $5.25, the highest in the nation, and with some workers receiving more than $15 an hour at piece rates, farmers say that it has become increasingly attractive to invest in mechanical harvesting systems. Mr. Chavez, who has assailed the growing fleet of such machines around the state as ''monsters,'' is not a direct party to the suit. However, he has close ties to the Agrarian Action Project and his union has much to gain if it wins.
+According to the State Depatment of Employment, the number of workers employed during the peak harvest season in California declined by almost one third, to about 206,000, from 1950 to 1983, despite a substantial increase in land under cultivation.
+University researchers admitted in pretrial depositions that they had routinely consulted in the past with farm industry leaders before setting their research objectives. But they called this a rational way of determining the problems of working farmers and what needed to be done to improve productivity.
+Lawyers for the plaintiffs, however, have said they would produce evidence showing much closer ties, including, in some cases, illegal conflicts of interest, between university researchers and big farmers. The trial is expected to last about three months.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FARM+WORKERS+ON+COAST+CHALLENGE+UNIVERSITY%27S+AGRICULTURE+RESEARCH&title=New+York+Times&issn=03624331&date=1984-03-12&volume=&issue=&spage=B.7&au=Lindsey%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 12, 1984","''It is rather ironic,'' said Donald Reidhaar, general counsel of the university, ''that the claim of mismanagement of agricultural research is made, because the record over the decades is one of remarkable achievement.'' A $15 Billion-a-Year Industry ''Our response to the 'Luddite' comparison,'' he said, ''is that Congress intended the system of public-supported agricultural research to help the little person, the person most in need, not mechanization research for large industries.'' Limits on Research Sought With hourly wages for farm workers in California now averaging more than $5.25, the highest in the nation, and with some workers receiving more than $15 an hour at piece rates, farmers say that it has become increasingly attractive to invest in mechanical harvesting systems. Mr. [Cesar Chavez], who has assailed the growing fleet of such machines around the state as ''monsters,'' is not a direct party to the suit. However, he has close ties to the Agrarian Action Project and his union has much to gain if it wins.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Mar 1984: B.7.",11/15/17,"New York, N.Y.",,"Lindsey, Robert",New York Times Company,,Newspapers,425767803,"United States, New York, N.Y.",English,12-Mar-84,,New York Times,NEWSPAPER,,,,,,,
+Market Place; Sci/Tech's Rough Start,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-sci-techs-rough-start/docview/424874947/se-2?accountid=14586,"FOR a new mutual fund, attracting shareholder dollars sometimes is easier than making money in the stock market. On a grand scale, one current example of this phenomenon is Sci/Tech Holdings Inc., the largest single mutual fund ever marketed.
+Last spring investors in the United States and Canada placed $550 million in the original offering of the fund that was set up to invest in science and technology stocks on a global scale. Part of the problem for the fund was that it did not begin operations until April 1, 1983 - on Good Friday - or shortly before the bull market in this country began to falter.
+''A difficult market for stocks in our industry sectors prevailed during the final quarter of 1983,'' the fund's officers stated in the quarterly report now being mailed to shareowners. ''Although there was little change in the popular market averages, this relative stability masked the dramatic correction experienced by many U.S. high-technology stocks.''
+Co-managers of Sci/Tech Holdings are Merrill Lynch Asset Management Inc. in New York, Nomura Capital Management Inc. in Tokyo and Lombard Odier International Portfolio Management Ltd. of London. A companion mutual fund, Sci/ Tech S.A., began with $283 million in net assets and is restricted to investors in countries other than the United States and Canada.
+In the domestic stock market, health care and medical technology issues also came under pressure during the latest quarter. In addition, the larger multinational companies based in this country were affected adversely by the strength of the dollar against other major currencies.
+During the fourth quarter, the net asset value of Sci/Tech Holdings dipped from $9.79 a share to $9.56. However, the general decline in stock prices accelerated after the opening week of 1984. Last week alone, the fund's net asset value fell 41 cents, to $9.07 a share. Its range since the offering is a high of $10.20 a share and a low of $9.01. The original purchase price was $10 a share.
+The fourth-quarter performance underscores the portfolio mix, since 42.3 percent was invested at year-end in stocks and convertible securities of the United States.
+On the other hand, Sci/Tech Holdings, in common with other mutual funds investing overseas, fared far better in its foreign commitments. The Japanese stock market, for example, set new highs during the quarter. Japanese securities accounted for 37 percent of all security holdings at the close of December.
+Referring to Japanese stocks, the report to shareholders said: ''The market again favored smaller-sized growth companies rather than stocks of larger companies, and technology-oriented companies in the electrical/electronics, precision and industrial machinery sectors continued to post handsome gains. In view of the outlook for steady economic growth, lower inflation and better corporate earnings prospects for 1984, this portion of the portfolio continued to be nearly fully invested.''
+The Japanese portion of the portfolio remained relatively concentrated in semiconductors, along with computers, communications, factory automation and new materials.
+At year-end, the 10 largest positions of Sci/Tech Holdings were entirely in United States and Japanese securities. The three largest domestic investments were Data General, Hewlett-Packard and Teradyne. In Japan, the three biggest investments were Tokyo Electron Ltd., Matsushita Electric Industrial Company and NEC Corporation.
+In Western Europe, too, the stock market climate remained generally favorable during the final quarter. The report to shareowners said this was particularly true in Continental Europe, ''where the economic recovery is in an earlier stage than in the United Kingdom or the United States.''
+Despite the accelerating decline in equity prices in the United States, the portfolio of Sci/Tech Holdings held its own with the performance of the domestic stock market. Its net asset value per share fell 5.02 percent between the start of 1984 and the market close last Thursday, Lipper Analytical Services said. This compared with a 5.08 percent drop in Standard & Poor's 500-stock index.
+So far this year, another fund in the ''global'' category, First Investors International, rose 9.69 percent to place first among all 637 funds monitored by Lipper.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Sci%2FTech%27s+Rough+Start&title=New+York+Times&issn=03624331&date=1984-02-14&volume=&issue=&spage=D.8&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 14, 1984","''A difficult market for stocks in our industry sectors prevailed during the final quarter of 1983,'' the fund's officers stated in the quarterly report now being mailed to shareowners. ''Although there was little change in the popular market averages, this relative stability masked the dramatic correction experienced by many U.S. high-technology stocks.'' Referring to Japanese stocks, the report to shareholders said: ''The market again favored smaller-sized growth companies rather than stocks of larger companies, and technology-oriented companies in the electrical/electronics, precision and industrial machinery sectors continued to post handsome gains. In view of the outlook for steady economic growth, lower inflation and better corporate earnings prospects for 1984, this portion of the portfolio continued to be nearly fully invested.'' In Western Europe, too, the stock market climate remained generally favorable during the final quarter. The report to shareowners said this was particularly true in Continental Europe, ''where the economic recovery is in an earlier stage than in the United Kingdom or the United States.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Feb 1984: D.8.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,424874947,"United States, New York, N.Y.",English,14-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+MAN IN THE NEWS; ENFORCER MOVES UP,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/man-news-enforcer-moves-up/docview/425757973/se-2?accountid=14586,"Robert Esnard was spoiling for a fight. On a bright October morning last year, the Buildings Commissioner walked briskly down Whitehall Street - surrounded by a dozen policemen - to stop the illegal gutting of the old Army Building and, he hoped, to arrest those responsible. By the time he got there, the workers were already gone. But Mr. point. ''In the Buildings Department, you've got to be tough-minded,'' Mr. Esnard said yesterday, shortly after being named Deputy Mayor for Policy and Physical Development.
+Announcing this at City Hall, Mayor Koch said that one thing that impressed him was that within weeks of being named Buildings Commissioner in February 1983, Mr. Esnard ordered the arrest of 28 landlords for violating the building code.
+Exits for Queens Concert
+The Mayor also recalled a pop music concert last summer at a stadium in Queens where the promoters had not built enough exits to satisfy the fire code.
+As Mr. Esnard remembered it: ''The concert was supposed to go on that night. At lunchtime, I told them, 'If you don't build enough egresses now, we'll stop you from building the stage and arrest anyone who picks up a hammer.' In 15 minutes, they had the egresses.''
+''The department was sleepy when I got to it,'' Mr. Esnard said. ''I saw my job as an enforcement job and the Mayor agreed 100 percent. A lot of people in the department had to learn to think differently. If they didn't, I'd do something. I'd move them out.''
+There are those who say that the 45- year-old Bronx native played more parts than that of an enforcer. ''He's a good conciliator,'' Deputy Mayor Nathan Leventhal said. ''He can be tough, aggressive and firm without irritating people.''
+''He operates like a mini-deputy mayor,'' Mr. Leventhal said. He contrasted Mr. Esnard with commissioners who say, ''Here's the right thing to do but if it gets thorny in the community, you handle it.''
+Richard M. Rosan, president of the Real Estate Board of New York and a 15-year acquaintance of Mr. Esnard, said: ''He has been extraordinarily responsive to the industry's concerns. He has really attempted to solve problems and he's always ready to be around.''
+''The perfect compromise is where everybody is slightly unhappy,'' Mr. Esnard said as he paused from a morning full of congratulatory backslapping and handshaking to discuss briefly what he faces when he takes his new $88,500-a-year job on March 9.
+''I'm going to try to be a man for all agencies,'' he said. These will include Buildings, Housing Preservation and Development, Environmental Protection, the Housing Authority and - because he is an opera buff - Cultural Affairs.
+Robert Anthony Esnard was born in the Bronx on Sept. 5, 1938, and has spent most of his life in that borough. His parents met and married in New York City. His father, a housepainter, came from the Cuban city of Santiago and his mother from San Juan, P.R.
+The oldest of two sons, Mr. Esnard attended DeWitt Clinton High School in the Bronx, earned a bachelor's degree in science from City College and, from Pratt Institute, a bachelor's degree in architecture and master's degree in city planning. Headed Bronx Planning Office
+Mr. Esnard joined the City Planning Department in January 1968 and was director of its Bronx office when he left in September 1977.
+He was deputy borough president of the Bronx from October 1977 to February 1979 and was named a vice president of the state's Urban Development Corporation in March 1979.
+Mr. Esnard was picked by Mayor Koch to head the Buildings Department on Feb. 24, 1983. The Commissioner, who said yesterday that he was only now getting used to being called that, cited his major achievements as the passage of stricter building-safety laws and the proposal for a revision in the fire-safety code.
+That proposal, which was introduced at the City Council 10 days ago, expands requirements for alarm and sprinkler systems in retail stores, hotels and nightclubs. What he is leaving unfinished, he said, is the automation of department records.
+Mr. Esnard lives in the Norwood section of the Bronx with his wife, Natly, whom he met at City College. Mrs. Esnard teaches third graders in a Bronx public school. They have two sons, Roy, 20 years old, who is at Cornell University, and Roger, 18, who is at Trinity College in Hartford.
+When the three men are together, Mrs. Esnard said, they are either skiing or making music. The father plays the trumpet and other brass. Roger plays the piano and Roy the guitar.
+''I'm the audience,'' Mrs. Esnard said, with a patient smile. ''There are a lot of parents in the Bronx who are glad we live in a house with a basement because there is music coming out all the time.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MAN+IN+THE+NEWS%3B+ENFORCER+MOVES+UP&title=New+York+Times&issn=03624331&date=1984-02-10&volume=&issue=&spage=B.3&au=Dunlap%2C+David+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 10, 1984","''The department was sleepy when I got to it,'' Mr. [Robert Anthony Esnard] said. ''I saw my job as an enforcement job and the Mayor agreed 100 percent. A lot of people in the department had to learn to think differently. If they didn't, I'd do something. I'd move them out.'' There are those who say that the 45- year-old Bronx native played more parts than that of an enforcer. ''He's a good conciliator,'' Deputy Mayor Nathan Leventhal said. ''He can be tough, aggressive and firm without irritating people.'' ''I'm the audience,'' Mrs. Esnard said, with a patient smile. ''There are a lot of parents in the Bronx who are glad we live in a house with a basement because there is music coming out all the time.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Feb 1984: B.3.",11/15/17,"New York, N.Y.",,"Dunlap, David W",New York Times Company,,Newspapers,425757973,"United States, New York, N.Y.",English,10-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+PROSPECTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prospects/docview/424902624/se-2?accountid=14586,"Explaining the Stock Slide
+What's been pushing the stock market down in recent weeks? Of all the reasons market analysts offer for why investors are building their cash positions elsewhere, perhaps none is as pertinent as the fact that returns on Treasury bills and bonds remain greater than the average income from stock dividends.
+Until recently, the market's strong advance had overshadowed the high yields on financial instruments. But now, investors appear to be comparing stock dividends with yields on competitive investments. ''With increasing signs that the market and general economy may be a bit tired, professional portfolio managers are once again shopping for yields,'' said Raymond T. Dalio, president of Bridgewater Associates, an economic consultanting firm in Wilton, Conn. Last week, short-term investors found that rates on Treasury bills were 4.7 percent above the average stock dividend yield, Mr. Dalio says, while long-term investors found that Treasury bond yields were 3.7 percent higher.
+''Unless the economy starts moving at a stronger pace or interest rates start declining, Treasury and other money market investments will continue to absorb outflows from the stock market,'' he adds.
+The Paperless Office
+Automating office work as a means of achieving the paperless society has been costly and unnerving for many companies. Systems tend to become outmoded as soon as they are installed, and adapting newer technologies to existing machines isn't always possible.
+The confusion ''will intensify as I.B.M. moves deeper into telecommunications and American Telephone becomes a more aggressive factor in automated office systems, with everyone else seeking trying to find a position between the two,'' says Howard S. Schachter, director of technical research at Donaldson, Lufkin & Jenrette.
+Given this situation, he believes the next stage of office automation will be a strong effort by the computer industry to standardize its equipment and technology.
+''We will continue to see mind-boggling developments in electronic mail systems, the merging of data processing with telecommunications, and other advances,'' he says. ''But unless the business users of the new technology can communicate with each other in the same language, as it were, many won't be able to benefit from the new generations of computer-based office systems.''
+Drinks and Drivers
+The profit outlook for the alcoholic beverage industry this year is not a bright one. According to one analyst that prospect can be traced to the growing legal and social pressure to eliminate drunken drivers from the nation's highways.
+Arthur S. Kirsch, a vice president at Drexel Burnham Lambert Inc., says that tougher laws, public advertising campaigns and peer pressure have combined to weaken profits industrywide. While it is too early to trace precisely how the push has depressed sales, Mr. Kirsch expects the industry to move from bad to worse next year.
+''Domestic sales of distilled spirits,'' he says, ''will fall 3 to 4 percent,'' after a flat 1983 with sales at $14 billion.'' Beer sales, which had been rising 2 percent a year, he adds, rose only half of 1 percent last year and ''may actually decline somewhat in 1984'' from that $16 billion level.
+While sales in the $4 billion domestic wine business have been somewhat better than the rest of the industry - and Mr. Kirsch expects them to continue a slow rise in 1984 - profits will be mediocre at best. ''Price competition in the wine trade will also grow and profits will soften further.'' Burning the Midnight Disk
+The electronic library is on the way. Bookworms and students who have struggled long and hard against addiction to the tube will start reading and studying books imprinted on laser disks later this year. The disks, used with home computers, would project pages or parts of pages on an ordinary family television screen.
+Lee S. Isgur, vice president and technology specialist at Paine Webber Mitchell Hutchins, explains:
+''Basically, the laser disks will save library space because they will have 100 times the capacity of today's floppy disks. The entire Encyclopaedia Britannica could be put on one or two disks. So could Gray's Anatomy, with illustrations.''
+One side of each disk will have the capacity to store as many as 54,000 frames, or pages, in color or black and white. The reader's computer could be programmed so that a particular passage or page could be summoned to the screen, in a ''search'' much like those in word processor software.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PROSPECTS&title=New+York+Times&issn=03624331&date=1984-02-05&volume=&issue=&spage=A.1&au=Maidenberg%2C+H+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 5, 1984","''We will continue to see mind-boggling developments in electronic mail systems, the merging of data processing with telecommunications, and other advances,'' he says. ''But unless the business users of the new technology can communicate with each other in the same language, as it were, many won't be able to benefit from the new generations of computer-based office systems.'' ''Domestic sales of distilled spirits,'' he says, ''will fall 3 to 4 percent,'' after a flat 1983 with sales at $14 billion.'' Beer sales, which had been rising 2 percent a year, he adds, rose only half of 1 percent last year and ''may actually decline somewhat in 1984'' from that $16 billion level. ''Basically, the laser disks will save library space because they will have 100 times the capacity of today's floppy disks. The entire Encyclopaedia Britannica could be put on one or two disks. So could Gray's Anatomy, with illustrations.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Feb 1984: A.1.",11/15/17,"New York, N.Y.",,"Maidenberg, H J",New York Times Company,,Newspapers,424902624,"United States, New York, N.Y.",English,5-Feb-84,,New York Times,NEWSPAPER,,,,,,,
+"NEWS SUMMARY; SATURDAY, DECEMBER 24, 1983; International:   [summary ]",,1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary-saturday-december-24-1983/docview/424838932/se-2?accountid=14586,"The U.S. withdrawal from Unesco in 1985 has been recommended by the State Department if the United Nations agency does not curtail what the Administration regards as questionable political activities. The recommendation has been sent to the White House in anticipation of a formal deadline of Dec. 31 by which President Reagan will have to decide whether to file notice of withdrawal. (Page 1, Column 6.) The Pentagon withdrew a report on the truck bombing of the Marine compound in Beirut 30 minutes before it was to have been given to reporters. A spokesman said Secretary of Defense Caspar W. Weinberger needed more time to review it and prepare recommendations for President Reagan. There were indications that the Administration is divided over how to deal with it. (1:4.)
+A pullout of Italy's Beirut forces was proposed by President Sandro Pertini. He told reporters at a traditonal year-end gathering at the Quirinal Palace in Rome that the danger of a direct clash between the Palestinians and the Israelis in Lebanon ''gave clear meaning to our presence,'' but with the evacutation Tuesday of Yasir Arafat's troops, ''Italy risks involvement in a war that does not concern it.'' (4:1.) A Jewish alliance criticized the Reagan Administration's endorsement of the meeting Thursday in Cairo of Yasir Arafat and President Hosni Mubarak. A letter to President Reagan from Julius Berman, chairman of the Conference of Presidents of Major American Jewish Organizations, expressed ''shock and dismay'' at what he called the ''the apparent reversal of your Administration's policy toward the P.L.O. terrorist, Yasir Arafat.'' (5:1.) A United States-born bishop, reported by Nicaragua to have been killed, arrived in Tegucigalpa, Honduras. Msgr. Salvator Schlaefer, 63 years old, crossed the border accompanied by about 1,300 Indian refugees. Nicaragua said he had been killed by rebels. (1:6.) National The resignation of J. Lynn Helms as administrator of the Federal Aviation Administration was submitted to President Reagan. Mr. Helms said he wished to resume his business consulting work. Mr. Reagan had accepted the resignation with regret. There was no mention of the various investigations being made into Mr. Helms's own business dealings. (1:5.) Christmas is not a time of depression and despair for most people, according to mental health researchers who have studied the holiday's psychological impact. After years of hand- wringing over the ''holiday blues,'' a form of depression once thought to afflict many Americans, mental health experts are now stressing that Christmas actually intensifies most of the major emotions, both joyous and sad, of everyday life. (1:1.) The Ku Klux Klan's civil rights were defended by a black lawyer, in Chickasaw, Ala., where the Klan had been forbidden to march Jan. 7 by local officials. C. Christopher Clanton, a black lawyer pleaded the Klan's case before the Chickasaw City Council, and is taking it to the Federal District Court. (8:1.) The St. Louis Globe-Democrat is being sold to a magazine publisher and his wife. The buyer, Jeffrey M. Gluck of Columbia, Mo., and his wife, Debra, said they had signed a con- tract to purchase the newspaper, which was to have been shut down after Jan. 1 because of financial losses. (9:1.)
+Metropolitan The worst year of mail service since 1980 has been experienced in New York City, according to United States Postal Service figures. ''We had some slippage,'' George F. Shuman, the postmaster of New York, said, though he said it had abated in time for improved Christmas mail delivery. He said the decline in next-day delivery was caused by automation problems, route realignments, and a 10 percent growth in mail volume. (1:3.)
+A layoff of 78 Newark firefighters and the closing of six stations were ordered by the city's Fire Director, John P. Caufield, because of the lack of funds. The orders were issued despite assurances from the President of the State Senate that money would be coming. (26:1.)
+HOLIDAY WEEKEND
+cleaning. Federal, state and municipal offices
+- Closed. Post offices - Closed; special delivery and express-mail delivery only. Banks - Closed. Stock and commodity markets -
+Closed. Transportation - Tomorrow and
+Monday, subways and buses on
+Sunday schedules and Metro-North
+and N.J. Transit on holiday schedules. Tomorrow , Long Island Rail
+Road on holiday schedules; Monday, on regular weekday schedules. Libraries - Closed tomorrow and
+Monday. Schools - Closed through Jan. 2.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEWS+SUMMARY%3B+SATURDAY%2C+DECEMBER+24%2C+1983%3B+International%3A+%5Bsummary%5D&title=New+York+Times&issn=03624331&date=1983-12-24&volume=&issue=&spage=1.25&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 24, 1983","A pullout of Italy's Beirut forces was proposed by President Sandro Pertini. He told reporters at a traditonal year-end gathering at the Quirinal Palace in Rome that the danger of a direct clash between the Palestinians and the Israelis in Lebanon ''gave clear meaning to our presence,'' but with the evacutation Tuesday of Yasir Arafat's troops, ''Italy risks involvement in a war that does not concern it.'' (4:1.) A Jewish alliance criticized the Reagan Administration's endorsement of the meeting Thursday in Cairo of Yasir Arafat and President Hosni Mubarak. A letter to President [Reagan] from Julius Berman, chairman of the Conference of Presidents of Major American Jewish Organizations, expressed ''shock and dismay'' at what he called the ''the apparent reversal of your Administration's policy toward the P.L.O. terrorist, Yasir Arafat.'' (5:1.) A United States-born bishop, reported by Nicaragua to have been killed, arrived in Tegucigalpa, Honduras. Msgr. Salvator Schlaefer, 63 years old, crossed the border accompanied by about 1,300 Indian refugees. Nicaragua said he had been killed by rebels. (1:6.) National The resignation of J. Lynn Helms as administrator of the Federal Aviation Administration was submitted to President Reagan. Mr. Helms said he wished to resume his business consulting work. Mr. Reagan had accepted the resignation with regret. There was no mention of the various investigations being made into Mr.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Dec 1983: 1.25.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424838932,"United States, New York, N.Y.",English,24-Dec-83,,New York Times,summary,,,,,,,
+SUMMER LETUP ON WALL STREET,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/summer-letup-on-wall-street/docview/424784789/se-2?accountid=14586,"On Wall Street these days, everybody seems to be on vacation, the weather is sticky and Labor Day, which normally signals revival, is three days away.
+But at the tables down at Harry's on Hanover Square, there is plenty of activity.
+''It's a funny thing,'' Harry Poulakakos, the popular Wall Street restaurateur, remarked. ''Last year at this time, the market was going crazy and my luncheon business was quiet. Now, when the market's quiet, my business is good.''
+''Too slow,'' countered George Papaspyrou, a former seaman who has sold hot dogs outside the front door of the New York Stock Exchange for the last six years. Pointing over his shoulder with a two-pronged frankfurter fork, he said, ''When they're slow, I don't make business.''
+A slow day on Wall Street, however, is not what it once was. In the late 1960's, trading of 12 million shares a day was enough to swamp the exchange. Far more individual investors were in the market then and automation was rare.
+August of last year, however, is fondly remembered because trading activity reached 100 million shares for the first time. And even though the brokers cheered and clapped the day that barrier broke, the market, which had been computerized long before, handled the trading avalanche with aplomb.
+Volume Is Not Off Much
+Actually, trading activity last month slipped only slightly, to an average 73.9 million shares traded daily, from 76 million in the 1982 month. Volume exceeded 100 million shares five times last month, which is few by recent standards, and trading slowed to a low for the year last Monday, 53 million shares.
+There was some excitement Wednesday, when the Dow Jones industrial index jumped 20.12 points in the heaviest trading in almost two weeks. But yesterday, it gave up 9.35 points, to 1,206.81, and volume receded to 76.1 million shares.
+''We're busy but not as busy as we'd like,'' said Mary McDermott, spokesman for Shearson/American Express. Still, she said, ''We're sort of enjoying the quiet.''
+Several years ago, during the zanier days on the stock exchange, someone broke the boredom of a slow day by rolling a bowling ball down the broad expanse of the trading floor, making a hole in the wall and history of sorts.
+These days, Mary McCue, a spokesman for the First Boston Corporation, said with a smile, ''It's so quiet around here our traders have time to talk in complete sentences.''
+Signals and Cryptic Terms
+During more hectic days, visitors might have a tough time understanding what goes on in a brokerage firm's trading room. Traders shake their fingers at each other, shouting cryptic terms that often signal transactions in which millions of dollars change hands. As usual, one of the better spots to check on the pace of trading is the Stock Exchange Luncheon Club. ''It's a very, very slow time for us,'' said Whitney Travis, the club's general manager. ''They're all on vacation and we're off 200 lunches from our busy season.''
+The pace was also evident at the usually buzzing Wall Street heliport, slightly north of the ferry to Governors Island. Normally, 130 to 150 helicopters fly in and out every day, each carrying up to eight executives to and from the financial district. August traffic, however, was down 10 to 12 percent.
+No Waiting for Helicopters
+Mary Lee Skaff, an attorney with the Aetna Life and Casualty Company in Hartford who flies in at least once a month, said the other day that she had come in to talk business with Merrill Lynch, Pierce, Fenner & Smith.
+''There's usually a half-dozen people waiting for helicopters,'' she said, ''but today there's just me.''
+Still, there are always those like David Bauman, a 27-year-old account executive at Thomson McKinnon Securities, another leading brokerage house. Asked how business was, he replied, ''Business is great.''
+His formula seemed simple enough: ''When the market slows down, you try to generate business by selling something else - tax shelters, financial planning, insurance, annuities, mutual funds.'' He would have gone on, he said, but he was on his way to see a client.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SUMMER+LETUP+ON+WALL+STREET&title=New+York+Times&issn=03624331&date=1983-09-02&volume=&issue=&spage=D.1&au=Cole%2C+Robert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 2, 1983","''Too slow,'' countered George Papaspyrou, a former seaman who has sold hot dogs outside the front door of the New York Stock Exchange for the last six years. Pointing over his shoulder with a two-pronged frankfurter fork, he said, ''When they're slow, I don't make business.'' ''We're busy but not as busy as we'd like,'' said Mary McDermott, spokesman for Shearson/American Express. Still, she said, ''We're sort of enjoying the quiet.'' During more hectic days, visitors might have a tough time understanding what goes on in a brokerage firm's trading room. Traders shake their fingers at each other, shouting cryptic terms that often signal transactions in which millions of dollars change hands. As usual, one of the better spots to check on the pace of trading is the Stock Exchange Luncheon Club. ''It's a very, very slow time for us,'' said Whitney Travis, the club's general manager. ''They're all on vacation and we're off 200 lunches from our busy season.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Sep 1983: D.1.",11/14/17,"New York, N.Y.",WALL STREET (NYC),"Cole, Robert J",New York Times Company,,Newspapers,424784789,"United States, New York, N.Y.",English,2-Sep-83,STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+A.F.L.-C.I.O. COUNCIL URGES NEW IDUSTRIAL POLICY FOR NATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-l-c-i-o-council-urges-new-idustrial-policy/docview/424756101/se-2?accountid=14586,"The A.F.L.- C.I.O.'s executive council today called for a national industrial policy in which labor would join business and government in modernizing older basic industries and developing technologically advanced new industries.
+At its summer meeting here, the 35- member policymaking body of the American Federation of Labor and Congress of Industrial Organizations also renewed its demand for more Government public works projects as well as another extension of Federal unemployment insurance benefits.
+The council welcomed the decline in unemployment recorded in July. But it said that 18 million people were still jobless or on part-time work and that the number of Americans now at the official poverty levels had risen to 34 million, nearly 15 percent of this country's total population.
+At its opening session this morning, the executive council met for nearly an hour with Senator Edward M. Kennedy, Democrat of Massasachusetts, concerning the work of a special panel of Senate Democrats created to recommend legislation establishing a unified national industrial policy. Plan by Senate Democrats
+Afterward, Senator Kennedy said he had told the council the Democrats hoped to have such a plan ready for introduction in Congress by late fall.
+He said that Lane Kirkland, president of the labor federation, had joined the New York financier Felix Rohatyn and Irving Shapiro, former chairman of the Du Pont Company, in preparing the outlines of a similar policy.
+''With more than 11 million people still out of work and many of them without much hope of getting their former jobs back, it's obvious that we need to develop an industrial policy to change the current direction of the industrial economy,'' Mr. Kennedy said.
+The Senator insisted that the council had not talked politics with him today. There had been no discussion, he said, of the federation's plan to endorse a Democratic Presidential candidate well before the primaries begin. Decision on Endorsement
+The council expects to decide Tuesday whether to move up this endorsement process to the first week in October, when the 15-million-member federation holds its annual convention, or whether to adhere to its original plan for an endorsement at a special meeting in December.
+The executive council said the decline in unemployment should neither deter Congress from creating more public works jobs this fall nor keep it from extending special supplemental unemployment insurance payments, which are scheduled to expire Sept. 30.
+In a news conference later, Mr. Kirkland said that the decline in the civilian jobless rate, to 9.5 percent from 10 percent of the labor force, should be applauded. But he said it was comparable to being hit in the head with a hammer, though the blow was softened a bit.
+''I suppose it feels a little less painful,'' he said, ''But it doesn't make us feel any better nor any better disposed toward the hitter.''
+He again blamed anti-inflation policies of high interest rates and a huge deficit in the Reagan Administration for causing the highest level of unemployment since 1941. Report on Work Patterns
+The council also received a report from a federation study group on the developing changes in work patterns.
+The report predicted that because of the decline of heavy industry in the United States and the increasing use of automation, the current labor surplus of between four and six million workers would continue through the 1980's.
+It said there was a danger that there would not be enough new high technology jobs to replace the jobs lost in declining industries.
+For example, it said, jobs in occupations related to computers would probably increase by 45 percent in the rest of this decade.
+But, it said, this would represent a gain of only 600,000 jobs, bringing the total employed in the computer industries to only 1.5 percent of the 1990 labor force.
+More former blue-collar workers would have to be trained or retrained for jobs in the service industries, the group said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A.F.L.-C.I.O.+COUNCIL+URGES+NEW+IDUSTRIAL+POLICY+FOR+NATION&title=New+York+Times&issn=03624331&date=1983-08-09&volume=&issue=&spage=A.13&au=King%2C+Seth+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 9, 1983","''With more than 11 million people still out of work and many of them without much hope of getting their former jobs back, it's obvious that we need to develop an industrial policy to change the current direction of the industrial economy,'' Mr. [Edward M. Kennedy] said. ''I suppose it feels a little less painful,'' he said, ''But it doesn't make us feel any better nor any better disposed toward the hitter.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Aug 1983: A.13.",11/15/17,"New York, N.Y.",,"King, Seth S",New York Times Company,,Newspapers,424756101,"United States, New York, N.Y.",English,9-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+Market Place; A High Return From Abroad,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-high-return-abroad/docview/424755862/se-2?accountid=14586,"AT the end of last year, the Scudder International Fund held no positions in companies based in France, Spain or Italy. But since then, the mutual fund has made investments in all three countries.
+''Today, there are two broad themes in investing abroad,'' said Nicholas Bratt, the portfolio manager. ''In the Far East, you're essentially investing in growth, since Japan and other nations in this area enjoy high secular growth rates. In Europe, comeback opportunities exist, inasmuch as you've had economic stagnation virtually for the past 10 years, mainly because of the huge increase in oil prices.''
+This no-load mutual fund managed by Scudder, Stevens & Clark, the nation's largest investment counseling firm, invests all its assets outside the United States. These assets, after nearly doubling in the past year, total around $110 million.
+Since the start of 1983, the Scudder International Fund shows a total return - market appreciation plus dividends - of 21.75 percent, compared with 16 percent for the Dow Jones industrial average, according to Lipper Analytical Services.
+''Some mutual funds that invest abroad have started to pull ahead of the Dow industrials this year, reflecting the strength of individual markets in foreign countries,'' said A. Michael Lipper, head of the company that measures fund performance.
+''But a critical determinant for all internationally oriented funds is the strength of the U.S. dollar,'' he added. ''By and large, a strong dollar has a negative impact on corporations in nations with weaker currencies.''
+In global investing, this is called currency risk. It functions in addition to the ever-present market risk in stocks.
+Propelled by rising interest rates, which attract capital to the U.S., the dollar has displayed exceptional strength, rising to a nine-year high against the West German mark and to record levels against the French franc.
+Mr. Bratt is quick to acknowledge the role of the dollar in foreign stock portfolios, but he stated: ''Our view is that interest rates in the United States will decline over the next 12 months and, initially, this will lead to a weaker dollar. Secondly, such a development would tend to lower interest rates abroad and, in turn, serve to stimulate economic activity in foreign countries.''
+In France, Scudder International Fund concentrated purchases in companies benefiting from overseas earnings. This factor, the portfolio manager said, provides some protection against the weakness of the French franc. The fund bought Mo""et-Hennessy, a producer of champagne, cognac, perfume and beauty products; L'Oreal, which makes hair-care products and cosmetics, and Telemecanique, which makes automation systems.
+For the first time, the fund invested in Italy with a purchase in Farmitalia Carlo Erba, a major pharmaceutical company. In Spain it picked up shares in Asland, a cement company; Banco Hispano Americano, a bank, and Dragados y Construcciones, an international construction company.
+''After a 15-year bull market, Spanish stocks entered a prolonged decline in 1974, as a result of rising oil prices and a rigid political structure,'' Mr. Bratt said. ''We think the Spanish market is forming a bottom, thanks in part to a much more pragmatic government elected last year. In recent months, we purchased other stocks in Spain, as well as in Italy.''
+As of mid-1982, the fund had no investments in Britain, but then it began adding stocks. By mid- 1983, 8 percent of the equity portfolio was in British issues. New commitments this year included the Rank Organization and Imperial Chemical.
+Japan continued to have Scudder's heaviest investment in the middle of this year, accounting for 30 percent of the equity portfolio, down from 34 percent a year earlier. Among transactions this year, the fund sold Nippon Seiko, Hitachi Electronics and Kansai Electric Power, while increasing holdings in Sharp (electronics and office equipment) and Matsushita Electric Industrial (consumer electronic products). It also made initial purchases in Danto, a producer of housing tile, and Minebea, a maker of precision ball bearings.
+During the past 18 months, Scudder International Fund also has built up its position in Hong Kong, where stock prices peaked two years ago and then fell sharply because of real estate speculation and a decline in world trade.
+The fund's heaviest equity commitments, next to Japan, are in the Netherlands and West Germany, representing 13 percent and 10 percent, respectively, of its portfolio.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+A+High+Return+From+Abroad&title=New+York+Times&issn=03624331&date=1983-08-09&volume=&issue=&spage=D.10&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 9, 1983","''Today, there are two broad themes in investing abroad,'' said Nicholas Bratt, the portfolio manager. ''In the Far East, you're essentially investing in growth, since Japan and other nations in this area enjoy high secular growth rates. In Europe, comeback opportunities exist, inasmuch as you've had economic stagnation virtually for the past 10 years, mainly because of the huge increase in oil prices.'' ''But a critical determinant for all internationally oriented funds is the strength of the U.S. dollar,'' he added. ''By and large, a strong dollar has a negative impact on corporations in nations with weaker currencies.'' ''After a 15-year bull market, Spanish stocks entered a prolonged decline in 1974, as a result of rising oil prices and a rigid political structure,'' Mr. Bratt said. ''We think the Spanish market is forming a bottom, thanks in part to a much more pragmatic government elected last year. In recent months, we purchased other stocks in Spain, as well as in Italy.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Aug 1983: D.10.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,424755862,"United States, New York, N.Y.",English,9-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TRAVEL: AMENITIES CURBED,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-travel-amenities-curbed/docview/424653780/se-2?accountid=14586,"The chairman of the Xerox Corporation now flies coach class on domestic business trips. The Digital Equipment Corporation will not pick up the tab for drinks employees order with a meal while on the road. And the General Motors Corporation has started to monitor by computer all corporate travel.
+The costs of business travel, for more and more corporations, are beginning to seriously stretch budgets. Accordingly, they are tightening up on travel spending, negotiating corporate discounts and using automation to keep track of travel expenses.
+Last year, American companies spent more than $70 billion on business travel, not including associated administrative and accounting expenses, according to the American Express Company. This represents the third-largest controllable cost of doing business after salaries and the cost of computers and other data-processing equipment. Furthermore, the cost - up 13 percent in 1980, 18 percent in 1981 and nearly 20 percent in 1982 -has been rising faster than the rate of inflation. Amenities Reduced
+One way companies have responded has been to cut back on the amenities and flexibility of air travel. Requiring employees to fly coach or the intermediate business class, rather than first class, is only the most obvious example of belt tightening. Some companies are also asking employees to fly on discount air tickets, which usually require booking at least seven days in advance, but can cost as little as half the regular coach fare.
+''Most companies are not in a reactive, fire-drill mode,'' said Richard Van Gemert, manager of travel services at Xerox. ''You can plan business travel in advance, if the consciousness is there to save.'' Xerox now requires employees to fly at the lowest discount air fare, unless this adds two or more hours to the flight.
+Some companies are also limiting a business traveler's discretion in choosing a hotel or rental car, requiring certain price ranges. ''In the early 1970's, there were not a lot of companies who were willing to tell their travelers what car to rent,'' said Frank A. Olson, chairman and chief executive officer of the Hertz Corporation. Now, many companies do not hesitate to do so, unless there is a specific reason to rent a larger car. Eighty percent of Digital Equipment travelers now rent compacts, according to Dave Hamilton, corporate travel manager. Seeking Corporate Discounts
+But a more significant limit on employee discretion occurs when companies give all their business to one car rental company or one hotel in a particular city, allowing them to receive corporate discounts.
+''By taking the business split between car companies and applying it all to one, companies are realizing significant savings,'' Mr. Olson said. The savings may be up to 20 percent, depending on the amount of business.
+Some companies remain relatively liberal in their approach to employee travel. For example, Apple Computer employees are eligible to fly first class at company expense when the flight is longer than three hours, and they are not limited in car rentals. But even those companies, in some instances, are pulling in the reins by putting their travel policies in writing.
+Indeed, without formal, written guidelines to follow, experts agree, employees tend to travel as comfortably as they can, thereby undercutting management's cost-cutting goals. ''A written travel policy is the cornerstone of controlling travel and expense costs,'' said Jeanie M. Thompson-Smith, president of Topaz Enterprises Inc., a travel management consulting firm based in Washington.
+Many companies still lack such written guidelines, however. An American Express study of the travel policies of 10,000 American companies found that 43 percent of those responding did not have a travel policy manual. One-quarter of the companies that indicated concern that their employees comply with travel policy did not have a written program. Using Computers
+But the most effective brake on rising travel costs may be applied in the home office, not on the road, as companies computerize travel planning.
+''At every downturn in the economy, corporations become more sophisticated,'' Mr. Olson said. Reports generated by a computer can tell a company, by department, the savings by requiring an employee to fly at the lowest fare, whether the employee took advantage of it, and if not, why not.
+''It is very important to communicate travel policies to employees,'' said David K. Hillman, a vice president at Thomas Cook Travel, ''and it is just as important to monitor compliance with the policies.''
+A computer can also help a company document its business with a particular company or hotel, providing leverage in negotiations for corporate discounts. ''Companies should be building a history of their corporate spending if they want to achieve savings in the future,'' Mrs. Thompson-Smith said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TRAVEL%3A+AMENITIES+CURBED&title=New+York+Times&issn=03624331&date=1983-06-15&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 15, 1983","''Most companies are not in a reactive, fire-drill mode,'' said Richard Van Gemert, manager of travel services at Xerox. ''You can plan business travel in advance, if the consciousness is there to save.'' Xerox now requires employees to fly at the lowest discount air fare, unless this adds two or more hours to the flight. Some companies are also limiting a business traveler's discretion in choosing a hotel or rental car, requiring certain price ranges. ''In the early 1970's, there were not a lot of companies who were willing to tell their travelers what car to rent,'' said Frank A. Olson, chairman and chief executive officer of the Hertz Corporation. Now, many companies do not hesitate to do so, unless there is a specific reason to rent a larger car. Eighty percent of Digital Equipment travelers now rent compacts, according to Dave Hamilton, corporate travel manager. Seeking Corporate Discounts ''It is very important to communicate travel policies to employees,'' said David K. Hillman, a vice president at Thomas Cook Travel, ''and it is just as important to monitor compliance with the policies.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 June 1983: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424653780,"United States, New York, N.Y.",English,"Jun 1 5, 1983",CORPORATIONS; EXECUTIVES AND MANAGEMENT; TRAVEL AND VACATIONS,New York Times,NEWSPAPER,,,,,,,
+"News Summary; SATURDAY, MAY 28, 1983:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary-saturday-may-28-1983/docview/424628340/se-2?accountid=14586,"International The United States cautioned Syria that its latest military buildup in Lebanon and along the Syrian-Lebanese border was threatening ''the uneasy peace'' in the area. The statement followed several days of diplomatic messages between the United States, Israel and Syria. (Page 1, Column 6.) Israel would resist a war with Syria, Defense Minister Moshe Arens said in a speech in Tel Aviv. In a pledge of firm restraint, Mr. Arens said, ''We cannot be provoked.'' (5:1.)
+Thomas O. Enders is being replaced by the White House as the State Department's senior official for Latin America. Langhorne A. Motley, Ambassador to Brazil, will be nominated to succeed Mr. Enders. The change was announced by Secretary of State George P. Shultz. (1:4.) More terrorism in Central America is planned by Cubans, Nicaraguans and Salvadoran guerrillas, the Reagan Administration said in a background document on Central America made public by the State and Defense Departments. Cuba was accused of expanding its ''politicalmilitary activisim'' in the region. (3:1.) President Reagan insisted that his strategy for dealing with continuing high domestic budget deficits would not aggravate world economic problems. Before departing for Williamsburg, Va., for the economic summit conference, he predicted that there would be no ''confrontational'' incidents at the three days of meetings despite differences of opinion. (1:2.) Moscow warned again that the scheduled deployment of new American missiles in Europe would bring inevitable countermeasures, possibly including the stationing of nuclear weapons in Eastern Europe. The warning appeared to be directed at the meeting in Virginia. (1:1.) A West German confessed he wrote the Hitler diaries. The man, a Stuttgart dealer in Nazi memorabilia, reportedly gave information that suggested that Gerd Heidemann, a reporter, who was also arrested, knew that the diaries were forged before he sold them to Stern magazine. (1:4.) National Rita M. Lavelle was indicted for contempt of Congress by a Federal grand jury. The indictment charged Miss Lavelle, the former head of the Environmental Protection Agency's toxic waste cleanup program, with ''wilfully'' refusing to testify before a House subcommittee. (1:3.) Armed U.S marshals are guarding jets again as a result of three recent hijackings. The Federal Aviation Administration had previously assigned marshals to planes in the early 1970's because of hijackings. (1:5.) Two Massachusetts police officers received life sentences for for second-degee murder in the death of a man in a motel brawl. Officers John McLeod and Richard Aiello, both of the Everett police department, got life sentences. Officer John Macauda was given a sixto 10-year sentence on his conviction of manslaughter. (6:1.) A slain civil rights worker's children lost a lawsuit against the Federal Bureau of Investigation charging that its negligence led to the murder of Viola Gregg Liuzzo by Klansmen in Alabama in 1965. (6:2.) A wide-open race for Mayor of Boston is expected to follow Mayor Kevin H. White's decision not to run for a fifth term in November. Four or five candidates could win, political experts believe. (14:1.) Walter Polovchak's parents may take him into custody if they come to the United States to get him, the Supreme Court of Illinois ruled. The 15-year-old boy ran away from home in 1980 rather than go back to the Soviet Union with his parents. (14:1.) More jobs will be saved by robots and other automated systems than they will take from people, according to labor, industrial and economic experts, who spoke at a conference on how to deal with job dislocations as automation increases. (29:1.) Metropolitan An F.A.L.N. bomb expert was recaptured in Mexico by Mexican Federal police who then fought a gun battle with a band of the terrorist's would-be rescuers. The wanted man, William Morales, had been sought since 1979, when he escaped from a Bellevue Hospital prison ward. (1:1.) A jury foreman was arrested in Brooklyn on charges of attempting to extort more than $6,000 from witnesses before the panel. Authorities said that Norman Baronoff, foreman of a 23-member Federal grand jury, was arrested after $300 was paid by one of the witnesses in front of the United States Courthouse in downtown Brooklyn. (25:1.) A suit to void Connecticut's ban against double-trailer trucks on state highways has been filed by the Government in Federal District Court in Hartford on the ground that the ban is unconstitutional. (26:1.) Proposed City Charter revisions would abolish New York City's 10 atlarge Council seats and would establish an independent commission to redraw the Council's election districts, Michael I. Sovern, chairman of the Charter Revision Commission, announced. The ruling that limits community board districts to areas with a minimum population of 100,000 would also be dropped. (27:5.)
+Business Digest, Page Page 35",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3B+SATURDAY%2C+MAY+28%2C+1983%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1983-05-28&volume=&issue=&spage=1.25&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 28, 1983","Thomas O. Enders is being replaced by the White House as the State Department's senior official for Latin America. Langhorne A. Motley, Ambassador to Brazil, will be nominated to succeed Mr. Enders. The change was announced by Secretary of State George P. Shultz. (1:4.) More terrorism in Central America is planned by Cubans, Nicaraguans and Salvadoran guerrillas, the Reagan Administration said in a background document on Central America made public by the State and Defense Departments. Cuba was accused of expanding its ''politicalmilitary activisim'' in the region. (3:1.) President Reagan insisted that his strategy for dealing with continuing high domestic budget deficits would not aggravate world economic problems. Before departing for Williamsburg, Va., for the economic summit conference, he predicted that there would be no ''confrontational'' incidents at the three days of meetings despite differences of opinion. (1:2.) Moscow warned again that the scheduled deployment of new American missiles in Europe would bring inevitable countermeasures, possibly including the stationing of nuclear weapons in Eastern Europe. The warning appeared to be directed at the meeting in Virginia. (1:1.) A West German confessed he wrote the Hitler diaries. The man, a Stuttgart dealer in Nazi memorabilia, reportedly gave information that suggested that Gerd Heidemann, a reporter, who was also arrested, knew that the diaries were forged before he sold them to Stern magazine. (1:4.) National Rita M. Lavelle was indicted for contempt of Congress by a Federal grand jury.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 May 1983: 1.25.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424628340,"United States, New York, N.Y.",English,28-May-83,,New York Times,Summary,,,,,,,
+Market Place; Home Appliance Issues: Earnings Progress Seen,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-home-appliance-issues-earnings/docview/424635272/se-2?accountid=14586,"HOME appliance stocks typically move inversely to interest rates. And since rates have been falling, appliance stocks have been rising. Moreover, appliance makers have been automating their operations, thus keeping labor costs down so that, after a certain point, small increases in sales mean large increases in profits.
+''Almost all appliance companies will enjoy good earnings gains,'' according to a recent review by Value Line, the investment survey, but ''the stocks most likely to outperform the market are Magic Chef, Roper, Toro and Whirlpool.''
+Toro, which was just over 8 on the New York Stock Exchange six months ago, closed at 11 3/4 yesterday, while Whirlpool was 42 then and 51 1/8 now. Magic Chef was 20 then and 29 1/2 now. Yesterday, Magic Chef slipped 2 5/8 after it announced it was planning a public offering of 1.9 million shares.
+Roper, at 15 six months ago, is 36 now, making it the strongest gainer among the four.
+Errol M. Rudman of Rudman Associates, an investment management firm that for several years has held a ''significant'' amount of Roper stock for clients, applauded the company the other day for its ''very smart management.''
+Roper, Mr. Rudman maintained, ''has done all the right things; it has made some of the smartest decisions of the appliance industry.'' He said, for one, that the company had moved its plants from the North to the Southeast, ''consolidating operations from union to nonunion in some instances, thus reducing labor costs.''
+This, in turn, he said, has insulated Roper against foreign competition because it has become a low-cost producer of lawn mowers and ovens.
+Roper, which has 10 factories, said it had plants that are unionized in Baltimore and Columbia, Md.; Chattanooga, Tenn., and Williamsburg, Ky.
+In what he regarded as another smart move, Mr. Rudman said that in earlier years, when business was bad and stock prices were low, Roper bought back its own stock, reducing the number of shares to less than 3.2 million from around 5.5 million. This, in turn, ''significantly improved'' Roper's earnings per share, he said.
+Harry G. Tsoukanelis, research director for Buckingham Research of New York, said that he had been recommending Roper since last December. ''Roper has excellent products,'' he said, ''does 75 percent of its business with Sears, and is a spectacular performer right now.'' (Sears, Roebuck & Company owns 41 percent of Roper and sells its product line under the Craftsman and Kenmore label.)
+Roper reported on May 17 that sales for the third fiscal quarter ended April 30 rose 13 percent, to $189 million, while earnings soared 72 percent, to $8.7 million. Showing the substantial impact of a small sales gain on profits, Roper sales for the first nine months rose 10 percent, to $360 million, but earnings climbed almost fourfold, to $7 million, from $1.76 million.
+In a hint of why Roper is performing so well, C.M. Hoover, chairman, said, ''We are beginning to realize the significant benefits from the company's lower fixed-cost structure which has resulted from the nearly completed consolidation of our manufacturing facilities.''
+Explaining what Mr. Hoover meant, Mr. Tsoukanelis of Buckingham Research said that, ''once you go over the level of fixed costs, each percentage point of sales gain above break-even becomes several percentage points in earnings.''
+This, Mr. Tsoukanelis said, also helps explain why most of the appliance companies are showing favorable earnings increases despite weak sales. Automation, moreover, has reduced labor costs as a factor, he said, and, together with good quality controls, has made it extremely difficult for Japanese producers to penetrate the American appliance market.
+''The stock's done pretty well in the last six months,'' said Robert E. Cook, Roper's president. ''We're doing better than even the optimists thought. The stock market's also done well.'' He said Roper had closed two outdated plants in Illinois, retired or laid off ''several hundred'' workers and consolidated operations in Lafayette, Ga., and Orangeburg, S.C.
+Illustration graph of Roper Corporation",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Home+Appliance+Issues%3A+Earnings+Progress+Seen&title=New+York+Times&issn=03624331&date=1983-05-20&volume=&issue=&spage=D.6&au=Cole%2C+Robert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 1983","''Almost all appliance companies will enjoy good earnings gains,'' according to a recent review by Value Line, the investment survey, but ''the stocks most likely to outperform the market are Magic Chef, Roper, Toro and Whirlpool.'' Harry G. Tsoukanelis, research director for Buckingham Research of New York, said that he had been recommending Roper since last December. ''Roper has excellent products,'' he said, ''does 75 percent of its business with Sears, and is a spectacular performer right now.'' (Sears, Roebuck & Company owns 41 percent of Roper and sells its product line under the Craftsman and Kenmore label.) ''The stock's done pretty well in the last six months,'' said Robert E. Cook, Roper's president. ''We're doing better than even the optimists thought. The stock market's also done well.'' He said Roper had closed two outdated plants in Illinois, retired or laid off ''several hundred'' workers and consolidated operations in Lafayette, Ga., and Orangeburg, S.C.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 1983: D.6.",11/14/17,"New York, N.Y.",STOCKS AND BONDS,"Cole, Robert J",New York Times Company,,Newspapers,424635272,"United States, New York, N.Y.",English,20-May-83,STOCKS AND BONDS; ELECTRIC APPLIANCES,New York Times,NEWSPAPER,,,,,,,
+"News Summary; WEDNESDAY, MARCH 23, 1983:   [summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary-wednesday-march-23-1983/docview/424574760/se-2?accountid=14586,"International
+An interim arms control proposal by President Reagan is likely, according to Administration officials and diplomats. They said that Mr. Reagan had made a preliminary decision to propose to Moscow an agreement limiting but not eliminating medium-range nuclear missiles in Europe. Under the interim plan, they said, each side would be limited to 100 missile launchers with a total of 300 warheads. (Page A1, Column 6.)
+The MX missile would be based in improved Minuteman missile silos under an interim plan that a Presidential panel is leaning toward, according to Congressional leaders of both parties. They said this would amount to the first phase of a new land-based program to be followed by deployment of a mobile missile. (A1:5-6.)
+New data in the plot to kill the Pope in 1981 have been received by the Western European authorities. The information supports testimony by a convicted Turkish assassin, Mehmet Ali Agca, that he was acting at the behest of Bulgarian intelligence agents. The evidence, though not conclusive, includes information from a Bulgarian official who defected in France two months after the assassination attempt against John Paul II. (A1:1-2.)
+Menachem Begin was rebuffed by the Israeli Parliament. Voting 61 to 57, the legislators elected Chaim Herzog of the opposition Labor Party as Israel's next President, defeating the Prime Minister's candidate, Supreme Court Justice Menachem Elon. The setback for Mr. Begin seemed unlikely to have major repercussions. (A1:4-5.)
+A warning to Salvadoran leaders was given by Secretary of State George P. Shultz. He told a Senate panel the Salvadorans had been told that unless they ''clean up'' their record of human rights abuses they would lose all United States support. (A1:3.)
+Japanese auto-making techniques, viewed at the newest assembly plant, show how Japan's engineers are challenging long-established industry practices elsewhere. They are increasing automation, using labor more efficiently and smoothing the flow of materials to the assembly line by reducing inventories. In the process, they are producing cars that cost less to build and set quality standards for their competitiors. (A1:2-4.) National
+A plan to aid Social Security advanced in the Senate as the legislators refused to consider a proposed amendment to put off a scheduled withholding tax on interest and dividend income. The action came after President Reagan assailed the banking industry as ''a selfish special interest'' that, he said, had tried to make the plan to provide financial stability to Social Security ''a legislative hostage.'' (A1:1.)
+James G. Watt predicted that William D. Ruckelshaus, Administratordesignate of the E.P.A., would have more freedom of action and more access to President Reagan than did his predecessor, Anne McGill Burford. Interior Secretary Watt said that Mr. Ruckelshaus had freedom to appoint his aides, a freedom, he disclosed, that was denied Mrs. Burford. (A22:5-6.)
+A study of the Midland, Mich., plant of the Dow Chemical Company has been set by Federal and Michigan environmental officials. They plan to determine whether the plant and surrounding area are so contaminated with dioxin that they should be designated for a cleanup under the Federal program for toxic dumps. (A22:5-6.)
+A payment-in-kind farm program has prompted grain and cotton farmers to agree not to plant more than 81 percent of the land they normally use for those crops, the Agriculture Department announced. In return, the farmers will receive certain amounts of grain and cotton now in Government storage in addition to subsidies and price support loans. (A1:1.)
+A document on arms cost control made public by the Pentagon sought to show that the lifetime cost of major weapon programs had declined for the first time in a decade. But a dispute followed when it became known that much of the ''savings'' arose from accounting methods that symbolically -but not actually - scuttled some advanced programs. (A23:1-4.)
+The two major mayoral candidates in Chicago traded accusations over their legislative and income tax records. Representative Harold Washington, the Democratic candidate, and Bernard E. Epton, the Republican, criticized each other's records in a public debate. (A14:1-2.) Metropolitan
+William J. Stern was confirmed by the New York State Senate as chief of the Urban Development Corporation. The nomination of Mr. Stern, who was Governor Cuomo's chief campaign fund-raiser, was approved by voice vote and without dissent. (B1:5-6.)
+No indictment of Vitas Gerulaitis, the tennis star, will be issued. A Federal grand jury investigated him because a narcotics defendant had mentioned him in the context of a plot to buy $20,000 worth of cocaine. The grand jury voted not to indict Mr. Gerulaitis, and United States Attorney John S. Martin Jr. said the inquiry was officially closed. (A18:3-4.)
+The indictment of a former mayor of Weehawken, N.J., Wally P. Lindsley, was announced by United States Attorney W. Hunt Dumont. Mr. Lindsley was charged with conspiracy, attempted extortion and obstruction of justice in a development project for the township's riverfront. (A19:1-4.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3B+WEDNESDAY%2C+MARCH+23%2C+1983%3A+%5Bsummary%5D&title=New+York+Times&issn=03624331&date=1983-03-23&volume=&issue=&spage=B.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 23, 1983","A warning to Salvadoran leaders was given by Secretary of State George P. Shultz. He told a Senate panel the Salvadorans had been told that unless they ''clean up'' their record of human rights abuses they would lose all United States support. (A1:3.) A plan to aid Social Security advanced in the Senate as the legislators refused to consider a proposed amendment to put off a scheduled withholding tax on interest and dividend income. The action came after President [Reagan] assailed the banking industry as ''a selfish special interest'' that, he said, had tried to make the plan to provide financial stability to Social Security ''a legislative hostage.'' (A1:1.) A document on arms cost control made public by the Pentagon sought to show that the lifetime cost of major weapon programs had declined for the first time in a decade. But a dispute followed when it became known that much of the ''savings'' arose from accounting methods that symbolically -but not actually - scuttled some advanced programs. (A23:1-4.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Mar 1983: B.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424574760,"United States, New York, N.Y.",English,23-Mar-83,,New York Times,summary,,,,,,,
+LONG ISLAND OPINION; FROM THE DESK,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/long-island-opinion-desk/docview/424524786/se-2?accountid=14586,"By Marjorie Wolfe
+Tomorrow is National Clean-Off-Your-Desk day, and any secretary will agree that man's biggest problem is not outer space, but desk space. The office desk has been described as "" a trash basket with drawers."" The purpose of this holiday is to provide one day early each year for every desk worker to see the top of the desk and prepare for the following year's paper work, and it is observed on the third Monday in January.
+Here's how I'm going to celebrate:
+1. Hang 16-by-20 inch poster: ""Order is Heaven's First Law.""
+2. Develop a ""do-it-now"" attitude. Turn up the Muzak. Remove the office calculator from the desk (Michael Korda says it's a sign of weakness and overattention to detail) and get to it.
+3. Empty the in/out box. Examine each of the following pieces of paper just once and make extensive use of the circular file:
+The 1968 employment agency ad for Mantle Men and Namath Girls.
+Newspaper advertisement: ""Bookkeeper and Typist, thoroughly experienced, prefer one with silk underwear: Experienced TRI-Knit, 31 East 32d.""
+A GE Watt-Miser II fluorescent light bulb.
+Advertisement promising to ""Put your copying costs on a diet.""
+Folder containing 87 responses to blind ad for a Person Friday placed on National Secretaries Day, 1980.
+Letter from our San Diego branch manager instructing us not to refer to him as an ""ex-ex-New Yorker"" (someone who has moved to the West Coast not only physically, but spiritually as well).
+A public-service advertisement that asks, ""Can we interest your employees in van pooling?"" Attached is a note from Stuart in R&D:
+""Good idea. Statistics show that in 1940 each car on the road had an average of 2.2 persons. In 1950 it was 1.4. At this rate, by 1985 every third car on the road should be empty.""
+Seventeen-page handwritten report on zero-base budgeting. P.S. from word-processing supervisor says: ""This budget reminds me of a girdle: you take care of the bulge in one place and it pots up in another.""
+A 300-page book, ""How to take the Awe out of Automation.""
+Contents from the suggestion box. Our own E.T. (Extra-Terrific) secretary suggested (on 8/1/82) that we replace the jelly beans with Reese's Pieces. Ed, from Reprographic Services, suggests holding a monthly meeting to share his concerns about duplicating over a brown bag lunch.
+Bulletin board sign from 1980 Christmas party: ""I will if Yule.""
+Letter from the Postal Service saying that it is pleased to inform us that there were over 104 billion pieces of mail handled last year, that the number is rising, and that our new nine-digit zip code is 10036-4439.
+Letter from a collection agency. Its computer fired off a note that said ""Pay what you owe, or we'll tell your other creditors that you did.""
+Telephone message pad with a notation that the bank called to say that I was overdrawn and it would like me to give back the 1983 bank calendar.
+FYI (For Your Inromation) memo discussing ""Deciphering the Boss's Hidden Messages.""
+A take-out menu from the executive dining room.
+Advertisement from the Standard Duplicating Machines Corporation offering a free demonstration of its two new shredders: Jaws I and Jaws II.
+Anonymous note from someone in the typing pool that said ""and don't forget that the 3 R's = (the)Royal Road to Romance.""
+Hundred-page report from the University of Kansas showing that clutter in the office gives the impression of a hurried, rushed atmosphere and makes a strong negative impression on visitors. (Plants, fish and wall decorations help create a friendly atmosphere.)
+Thank-you note for appearing as a guest speaker at the Long Island Sons of Bosses Inc. (LISOB), an organization for all those employed by a relative.
+An interoffice memo dated April 21, 1982 - Secretaries Day: To: All Secretaries
+Subject: Chicken Soup From: Personnel
+Secretaries should come to the office despite a bad cold, should drink chicken soup during their ""coffee break."" In a strictly scientific study, chicken soup was found to clear mucous from the nasal passages at the rate of 9.2 millimeters per minute, compared with 8.4 for hot water and 4.5 for cold water. Since the therapeutic effects of chicken soup wear off rather quickly, be sure to down a bowl every half hour.
+Letter from an industrial psychologist, Dr. Arthur Witkin, saying, ""If a man's desk is too clean, too antiseptic, too empty, it could mean he has nothing to do.""
+Illustration Cartoon",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LONG+ISLAND+OPINION%3B+FROM+THE+DESK&title=New+York+Times&issn=03624331&date=1983-01-16&volume=&issue=&spage=A.22&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 16, 1983","Tomorrow is National Clean-Off-Your-Desk day, and any secretary will agree that man's biggest problem is not outer space, but desk space. The office desk has been described as "" a trash basket with drawers."" The purpose of this holiday is to provide one day early each year for every desk worker to see the top of the desk and prepare for the following year's paper work, and it is observed on the third Monday in January. 2. Develop a ""do-it-now"" attitude. Turn up the Muzak. Remove the office calculator from the desk (Michael Korda says it's a sign of weakness and overattention to detail) and get to it. Anonymous note from someone in the typing pool that said ""and don't forget that the 3 R's = (the)Royal Road to Romance.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Jan 1983: A.22.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424524786,"United States, New York, N.Y.",English,16-Jan-83,,New York Times,NEWSPAPER,,,,,,,
+Market Place; Seeking Plays In Productivity,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-seeking-plays-productivity/docview/424513799/se-2?accountid=14586,"or nonexistent - growth in productivity was viewed as an important factor in the American economic malaise of the 1970's. As the United States economy emerges from the current recession, attention is likely to turn once again to ways for business to increase productivity. Some analysts say this could provide good investment opportunities, even in a slow growth economy.
+''We believe that times have changed fundamentally and that in an environment of little growth, the emphasis should be on refurbishing productive capacity,'' said Steven C. Carhart, editor of Productivity Investor, an investment newsletter produced by Carhart Associates Inc. in Arlington, Va. ''Many industries will be unlikely to see much growth in sales in the next few years,'' he added, ''so the only way they can improve their profits is to improve their efficiency.''
+Companies that help others improve productivity are not a traditional segment of the market, and therefore not as easy to identify as, say, transportation or oil companies. In fact, as Carhart Associates has found, these companies are in many different industries, from vehicle fleet managers and personnel relocation services to automation services.
+Carhart Associates tries to select companies by looking at how goods and services are physically produced. It might study engine technologies or how steel flows from the furnace to the distribution center. But the firm's emphasis is not so much on new technology as on existing technologies that are not yet widely used, but which appear ''newly appropriate.''
+''Philosophically, we're skeptical about real high-tech stuff, unless it has a proven economic value,'' Mr. Carhart said. ''We're not recommending lasers or the latest microchips, although we follow them. We think the idea is to look for companies that improve the way things work, and to look at the investment possibilities.''
+One company Mr. Carhart likes, for example, is Bandag Inc., which has a process for retreading bus and truck tires. This, in turn, allows transportation companies to get more miles for each dollar they spend on tires.
+''The process has been around for a while, but it is becoming increasingly important because of the growth in radial tires,'' Mr. Carhart said. He describes Bandag's performance in recent years as ''quiet,'' but predicts that growth in earnings will double in the next three to five years from a current growth rate of about 11 percent.
+Another area Mr. Carhart finds attractive is companies that make process-control equipment, which allows manufacturers to improve production through computer-monitoring techniques.
+''This equipment is useful when manufacturers are not necessarily looking to expand their capacity, but to increase the efficiency of the capacity they have,'' Mr. Carhart noted.
+He favors the Foxboro Company, the largest independent manufacturer of this type of equipment. ''Other companies, such as Honeywell, also make this kind of equipment,'' he said, ''but it is a very small piece of their business, and is not a pure investment play.''
+The health-care field is also laden with opportunities for improving productivity, Mr. Carhart said. Among his favorites are the Angelica Corporation, which provides centralized laundry services to hospitals, and Shared Medical Systems, a company that offers computer software systems to hospitals and medical groups.
+How well this investing strategy will fare remains to be seen. Productivity Investor is still relatively new, and does not yet have a track record. But Wall Street is showing interest in its recommendations, and some money managers are beginning to track its suggestions seriously.
+''Steve is farsighted, and is working with the fundamental truisms of what is going to drive the stock market in the 1980's,'' commented Donald Swan, chairman of American Asset Management Company, one of the professional money managers acquainted with the Carhart work. ''It's a very viable concept, and I think it will prove out.''
+And Norman Noble, director of research at Fahnestock & Company, adds, ''This strategy impresses me greatly. It's more than a harebrained scheme.''
+Roger Copland, a vice president at the Washington Analysis Corporation, a subsidiary of Prudential-Bache Securities Inc., is another fan of the Carhart approach. ''Most people think of productivity as increasing the number of units that can be produced for a given cost,'' he said.
+''But Steve's going about it from a slightly different angle, looking at all the elements of cost,'' he added. ''Other investment strategies require a stronger recovery to benefit. All Steve needs is a mild recovery to get the money spent in the companies he's focusing on.'' FOLLOWING IS PLACE CUTIN.
+Carhart picks investment opportunities by looking at how goods are produced, and then finding companies that can improve efficiency.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Seeking+Plays+In+Productivity&title=New+York+Times&issn=03624331&date=1982-12-27&volume=&issue=&spage=D.5&au=Arenson%2C+Karen+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United Stat es,3624331,"Copyright New York Times Company Dec 27, 1982","''We believe that times have changed fundamentally and that in an environment of little growth, the emphasis should be on refurbishing productive capacity,'' said Steven C. Carhart, editor of Productivity Investor, an investment newsletter produced by Carhart Associates Inc. in Arlington, Va. ''Many industries will be unlikely to see much growth in sales in the next few years,'' he added, ''so the only way they can improve their profits is to improve their efficiency.'' ''Philosophically, we're skeptical about real high-tech stuff, unless it has a proven economic value,'' Mr. Carhart said. ''We're not recommending lasers or the latest microchips, although we follow them. We think the idea is to look for companies that improve the way things work, and to look at the investment possibilities.'' ''Steve is farsighted, and is working with the fundamental truisms of what is going to drive the stock market in the 1980's,'' commented Donald Swan, chairman of American Asset Management Company, one of the professional money managers acquainted with the Carhart work. ''It's a very viable concept, and I think it will prove out.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1982: D.5.",11/15/17,"New York, N.Y.",,"Arenson, Karen W",New York Times Company,,Newspapers,424513799,"United States, New York, N.Y.",English,27-Dec-82,PRODUCTIVITY; UNITED STATES ECONOMY; FINANCES,New York Times,NEWSPAPER,,,,,,,
+AUTO UNION'S LEADERS BACK CHIEF AT G.M. FOR TOP POST,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/auto-unions-leaders-back-chief-at-g-m-top-post/docview/424480081/se-2?accountid=14586,"The leadership of the United Automobile Workers nominated Owen Bieber, the vice president in charge of the union's General Motors department, to succeed Douglas A. Fraser as president of the 1.2 million member union.
+Mr. Bieber, who is 52 years old, was one of three candidates for the position. The others were Raymond Majerus, the union's secretary-treasurer, and Donald Ephlin, vice president in charge of the union's Ford department.
+The new president will be chosen at a convention next May, but in the past the choice of the leadership has prevailed, usually over token opposition. Both Mr. Majerus and Mr. Ephlin said they would support Mr Bieber. ''We were prepared to accept the decision of our colleagues and we did,'' Mr. Ephlin said.
+Wins After Three Ballots
+The 65-year-old Mr. Fraser, who is retiring as president of the union, said three ballots were taken by the 26-member executive board. Union sources said Mr. Ephlin withdrew first and then Mr. Bieber outpolled Mr. Majerus by 15 to 11. The final vote was taken to make the decision unanimous, a tradition of the union.
+The union's steering committee, made up of 346 leaders of the union's locals, endorsed the selection of Mr. Bieber. Meeting later with reporters, Mr. Bieber indicated that the union intended to concentrate on electing a Presidential candidate in 1984 suitable to labor. Mr. Bieber called himself a ''staunch Democrat.'' In 1980, union officials were startled when many members of the union voted for Ronald Reagan, despite the union's official support of President Carter. Talks to Begin in 1984
+Mr. Bieber declined to describe the approach the union would take in its contract talks with the General Motors Corporation and the Ford Motor Company, beginning in September 1984. Earlier this year, the union made wage and benefit concessions to the financially troubled automobile makers. ''If you could tell me what the economy will be like in September 1984, I supposed I could answer that better,'' Mr. Bieber said.
+Mr. Majerus was chosen by the leadership to retain his post as secretary-treasurer and Mr. Ephlin to remain a vice president. Mr. Bieber says that job security and retraining for workers displaced by technology will be the key issues at the industry's bargaining table for the foreseeable future.
+This reflects the trauma of a union that has 300,000 members on layoff with no prospect of returning to work. It is also implicit recognition that the big wage and benefit gains of the past are not likely in the future. Father Feared Another Depression
+''My dad never quit talking about the depression of the 30's,'' Mr. Bieber said in an interview this week. ''He always feared we'd find ourselves back in the same mess and, to a degree, he's been proved right.''
+A few years ago, five years of seniority was enough to protect most auto workers from the periodic layoffs endemic in a cyclical industry. ''Now you've got people with 10, 15, 20 years seniority laid off,'' Mr. Bieber said, ''so job security will be the main item of the next negotiations'' with the three major auto makers.
+He said the union was eager to expand on the ''lifetime employment'' concept that was first won at Ford earlier this year and expanded in subsequent talks at General Motors. This provides job guarantees for most workers at a limited number of plants as an experiment.
+Mr. Bieber acknowledges that if companies are to commit themselves to assuring continuing jobs for large numbers of workers despite economic ups and downs, the union will have to cooperate. ''We recognize that there will have to be a lot of flexibility,'' he said. ''It may well be that some people may not even continue working in their plant. We could put people out to work at city hall on the G.M. payroll.''
+He also said that any worker displaced by robots or other forms of automation would have to be retrained in the new technologies. Trend Toward Cooperation
+Mr. Bieber said the trend in the industry was more toward cooperation than confrontation. ''Quality of work life does not infringe on the collective bargaining process,'' Mr. Bieber said. ''It is a vehicle for the worker to have an input into his job and to improve the quality of the product.''
+Mr. Bieber argues that workers have been falsely blamed for some of the quality problems of Detroit's automobiles: ''I have never heard anyone in a plant say, 'I'm deliberately going to screw up this piece.' Nobody likes making junk.''
+Mr. Bieber said he was committed to keeping the union as active on social issues as it was under Walter P. Reuther and his successors. ''It is morally right for the union to be actively involved,'' Mr. Bieber said, ''and we will continue to be.''
+Illustration photo of Owen Bieber",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTO+UNION%27S+LEADERS+BACK+CHIEF+AT+G.M.+FOR+TOP+POST&title=New+York+Times&issn=03624331&date=1982-11-13&volume=&issue=&spage=1.8&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 13, 1982","''My dad never quit talking about the depression of the 30's,'' Mr. [Owen Bieber] said in an interview this week. ''He always feared we'd find ourselves back in the same mess and, to a degree, he's been proved right.'' A few years ago, five years of seniority was enough to protect most auto workers from the periodic layoffs endemic in a cyclical industry. ''Now you've got people with 10, 15, 20 years seniority laid off,'' Mr. Bieber said, ''so job security will be the main item of the next negotiations'' with the three major auto makers. Mr. Bieber said the trend in the industry was more toward cooperation than confrontation. ''Quality of work life does not infringe on the collective bargaining process,'' Mr. Bieber said. ''It is a vehicle for the worker to have an input into his job and to improve the quality of the product.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Nov 1982: 1.8.",11/15/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,424480081,"United States, New York, N.Y.",English,13-Nov-82,AUTOMOBILES; LABOR; APPOINTMENTS AND EXECUTIVE CHANGES; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+UNITED PRESS INTERNATIONAL: REPUTATION OF ALWAYS BEING A VERY LIVELY NO. 2,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/united-press-international-reputation-always/docview/424367557/se-2?accountid=14586,"The news service that was to become United Press International began life as an underdog and an upstart in 1907, and in many ways continued to be characterized in such a manner.
+Always second, in number of clients, bureaus and personnel, U.P.I., while often turning out first-rate reporting by top-notch correspondents, never got over its reputation of being ''No. 2'' to the bigger, better-financed Associated Press.
+But along the way, the news service and its seemingly constantly changing staff of young correspondents earned a reputation for making the wires crackle with snappily written dispatches.
+Walter Cronkite, Howard K. Smith, Raymond Clapper, David Brinkley, Wallace Carroll, H. Allen Smith, Merriman Smith - these were but a few of the journalists who got their start as United Press correspondents. Helen Thomas, the White House reporter whose seniority in the post entitles her to close news conferences by saying ''Thank you, Mr. President,'' has spent her professional career at United Press.
+The birth of United Press resulted from necessity. Edward Wyllis Scripps was building a far-reaching chain of newspapers, and he resented the clubbiness he thought he saw in the established Associated Press, a cooperative whose members, at that time, had the right to blackball prospective new members and competitors.
+Scripps incorporated United Press with three other newspapermen, including 24-year-old Roy W. Howard, who was to become United Press's energetic and inventive news manager and later a major partner in the Scripps-Howard newspaper chain.
+But at the time he signed on, Mr. Howard owned one share of United Press stock worth $10. Beginning its new service Jan. 21, 1907, the new agency said it would provide 10,000 words of daily copy via Morse telegraph to 369 subscribers in the United States.
+''Write it for the Kansas City milkman,'' Mr. Howard is said to have admonished bright newcomers he hired for the fledgling news service. ''Make the man in the street understand the story you've got to tell. Don't use big words because he won't understand them. And don't be afraid to put in some dramatic detail.''
+In the years that followed, ''Unipressers,'' as staff correspondents called themselves, liked to say that United Press was built on the backs of strong young people willing to work for nothing, or less than nothing.
+The organization's reputation for parsimony, even in such minor matters as pencils and paper clips, was legendary. Several times a year bureaus across the nation and around the world, after being advised that expenses were getting out of hand, were warned in penny-saving cable language: ''Downhold!''
+The term became so famous among the legions of Unipressers who passed a few years there and then went on to better-paying jobs that there exists today a loosely organized alumni association that occasionally holds a ''Downhold Reunion.''
+In the 1930's, United Press was able to build a solid network of bureaus and newspaper and radio clients in South and Central America. It was also expanding steadily in the Far East, but was weakest in its coverage in Europe, partly, perhaps, as a result of having circulated a false report of an armistice in World War I.
+As the years passed, United Press remained ''second banana'' to The Associated Press, despite the fact that in the 1950's it was a money-making business.
+In 1958, United Press International was formed through a merger of United Press with the faltering International News Service, which was owned by the Hearst Corporation. In fact, I.N.S. ceased to exist; most of its employees were dismissed, while all of U.P.'s were retained for the new organization.
+The merger gave Hearst 5 percent of U.P.I. stock not owned by the Scripps interests. As automation and advanced technology radically changed the newsgathering and distribution industry, U.P.I., in the past decade, invested more than $21 million in computers, video terminals, news picture receivers, and other modern technology.
+It has also branched out into the home computer business, through Telecomputing Corporation of America, and the distribution of prepared braodcast news tapes to radio stations.
+Three years ago, when U.P.I. found itself in a precarious financial plight, the news agency had more than 5,880 newspaper, broadcast and news service subscribers worldwide. Of its 1,725 employees, 1,265 worked in the United States. News was gathered from more than 100 bureaus and there were 40 picture bureaus.
+Still, despite its seeming prosperity, U.P.I. lost some major clients. The Daily News in New York, in one of its recent crises, said it would drop the service. The News had been one of the first newspapers to carry U.P. dispatches, and its building in New York was the headquarters of the news service.
+And, in order to keep its client list long and active and its bureaus working and competitive, U.P.I. was forced to offer some newspapers and radio stations its service at cut-rate prices.
+Illustration photo of Walter Cronkite 1944",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=UNITED+PRESS+INTERNATIONAL%3A+REPUTATION+OF+ALWAYS+BEING+A+VERY+LIVELY+NO.+2&title=New+York+Times&issn=03624331&date=1982-06-03&volume=&issue=&spage=D.17&au=Krebs%2C+Albin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 3, 1982","''Write it for the Kansas City milkman,'' Mr. Howard is said to have admonished bright newcomers he hired for the fledgling news service. ''Make the man in the street understand the story you've got to tell. Don't use big words because he won't understand them. And don't be afraid to put in some dramatic detail.'' The organization's reputation for parsimony, even in such minor matters as pencils and paper clips, was legendary. Several times a year bureaus across the nation and around the world, after being advised that expenses were getting out of hand, were warned in penny-saving cable language: ''Downhold!'' As the years passed, United Press remained ''second banana'' to The Associated Press, despite the fact that in the 1950's it was a money-making business.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 June 1982: D.17.",11/15/17,"New York, N.Y.",,"Krebs, Albin",New York Times Company,,Newspapers,424367557,"United States, New York, N.Y.",English,3-Jun-82,NEWS AND NEWS MEDIA,New York Times,NEWSPAPER,,,,,,,
+"Business Digest; WEDNESDAY, DECEMBER 2, 1981; The Economy","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-wednesday-december-2-1981-economy/docview/424275633/se-2?accountid=14586,"The Supreme Court ruled unanimously that the Federal Government is not legally required to make it easier for small oil companies to compete for offshore leases, reversing an appeals court decision. Nearly all such leases are currently won by the major companies, which have the capital available to make the initial cash payments required under the bidding system in use now. In another ruling, the Justices held that Missouri taxpayers could not challenge local property assessments in a Federal court. (D1.)
+A new floating rate on savings bonds will be proposed to Congress, Treasury Secretary Donald T. Regan said. Under the plan, aimed at making the bonds more attractive in a time of high interest rates, bondholders would be guaranteed a fixed interest rate, but could earn a higher return if market interest rates rose above the fixed rate. (D1.)
+The financial strength of the auto industry has been sharply eroded and it is questionable whether it can restore its long-term competitiveness, a Commerce Department report warned. The study said that the working capital of the four major domestic auto makers could be exhausted by the end of the year. (D1.)
+Spending for new construction plunged 1.6 percent in October, to the lowest level in a year, the Commerce Department reported. The value of new construction during the first 10 months of l981 was 4.3 percent below the level for the same period in l980. (D11.) Markets
+Short- and long-term interest rates fluctuated widely but closed little changed as traders concluded - based on a higher rate for Federal funds and a larger-than-expected rise in the money supply - that the Federal Reserve Board is unlikely to push rates down as fast as had been surmised. (D12.)
+Most major banks lowered their prime lending rates a quarter of a point, to 15 3/4 percent, the lowest general level for the basic lending rate in more than a year. (D13.)
+The Dow Jones industrial average edged 1.24 points higher, to 890.22, as volume expanded. But declines on the New York Stock Exchange outnumbered advances by 4 to 3. (D8) The dollar rallied against other currencies while gold fell. (D14) Financial futures slipped again; corn and other grains rose amid heavy buying. (D14.) Companies
+General Motors might lay off 7 percent, or 13,000, of its 190,000 white-collar employees worldwide. Officials said that the auto company might pursue the cutback because of sharp reductions in the company's near-term production plans. (D4.)
+The Pennzoil Company is shutting down mining operations in copper and molybdenum for three months because of depressed metals prices. About 2,000 of the 3,000 employees in the mining division will be laid off starting Dec. 14. (D4.)
+The Exxon Office Systems Company dismissed about a fifth of its work force, or 1,100 employees, and closed a manufacturing plant as part of an effort to streamline operations. The new cutback was the latest step in what has so far been an unsuccessful attempt to make Exxon's ailing office automation business profitable. (D5.)
+Santa Fe International's shareholders approved overwhelmingly the $2.5 billion sale of the company to the Kuwait Petroleum Corporation. The transaction still needs clearance by the Justice and Energy departments and the Securities and Exchange Commission. (D4.)
+Mobil's troubles in gaining antitrust clearance to buy Marathon Oil sharpened investor sentiment that the interest in oil company takeovers may be subsiding, triggering a decline in the stock prices of 11 oil companies. Pennzoil fell 3 7/8, to 48 1/2; Cities Service 3 3/8, to 48 3/4, and Marathon 5, to 100. (D1.)
+I.B.M. has named Jacques G. Maisonrouge, head of its Paris-based EMEA subsidiary, to its corporate office, consisting of the company's top executives, at its Armonk, N.Y., headquarters. (D2.) Today's Columns
+President Reagan will meet with Lane Kirkland, president of the A.F.L.-C.I.O., in a session that could be difficult for both men. Labor is attacking the new economic program, while the Administration has indicated that it will seek to hold down wage increases. Leonard Silk. Economic Scene. (D2.)
+Selected municipal bonds still offer near-record yields, having failed so far to take part in the bond market rally. Market Place.(D8.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Digest%3B+WEDNESDAY%2C+DECEMBER+2%2C+1981%3B+The+Economy&title=New+York+Times&issn=03624331&date=1981-12-02&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 2, 1981","General Motors might lay off 7 percent, or 13,000, of its 190,000 white-collar employees worldwide. Officials said that the auto company might pursue the cutback because of sharp reductions in the company's near-term production plans. (D4.) Mobil's troubles in gaining antitrust clearance to buy Marathon Oil sharpened investor sentiment that the interest in oil company takeovers may be subsiding, triggering a decline in the stock prices of 11 oil companies. Pennzoil fell 3 7/8, to 48 1/2; Cities Service 3 3/8, to 48 3/4, and Marathon 5, to 100. (D1.) I.B.M. has named Jacques G. Maisonrouge, head of its Paris-based EMEA subsidiary, to its corporate office, consisting of the company's top executives, at its Armonk, N.Y., headquarters. (D2.) Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Dec 1981: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424275633,"United States, New York, N.Y.",English,2-Dec-81,,New York Times,NEWSPAPER,,,,,,,
+Market Place; Group Focus And Robotics,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-group-focus-robotics/docview/424241828/se-2?accountid=14586,"IF Unimation's initial public offering later this month parallels that of Genentech a year ago, the robot maker's debut may popularize other robotics shares as investors focus on the favored group.
+Investors tend to favor an entire group when one company in it generates unusual excitement. Thus, when MCA released its hit movie, ''Jaws,'' investors first bought shares of MCA, then shares of other movie companies.
+Group focus can lead to even more important market gains when a company in a burgeoning field goes public and offers too few shares to satisfy latent demand.
+Genentech, one of the best-known genetic engineering companies, disappointed many would-be subscribers of its initial shares. The overflow favored Flow General, a manufacturer of interferon, which has been used in cancer treatment. Although Flow General didn't match Genentech's rocketing market rise - Genentech was offered at 35 and opened in the after-market at 89 - its shares scored large gains.
+One portfolio manager bought Flow General shares at 31 before the Genentech offering and sold them at 48 the day Genentech opened for trading, thus pocketing a 50 percent profit in two weeks.
+In succeeding months, Flow General shares fell to less than 31, following Genentech's steady decline to below 50, as investors came to regard the prices of both stocks as excessive.
+The same kind of increases could occur in robot company shares when Unimation reaches the market later this month. Wall Street sources say that investors are likely to gobble up the 975,000 Unimation shares being offered by Unimation's parent company, the Condec Corporation.
+Some say this could happen even if the offering price is revised above the upper limit of the indi-cated range - 19 to 23 a share. Unimation's industrial robots are widely used in the automobile industry, and its growth rate has been impressive. More important, from an investor's point of view, Unimation is a so-called pure play. It makes its money by manufacturing only robots.
+Like Genentech, Unimation, which has annual sales of $56 million, is regarded as a leading company in the field. Not just incidentally, robotics and genetic engineering are widely considered two of the most promising growth areas for the rest of the century.
+But Unimation may be the only pure play large enough to justify major institutional interest. Prab Robots, recently 14 5/8 bid, 14 7/8 asked, and the Mobot Corporation, 3 1/2 bid, 3 3/4 asked, are so new and small they both receive brief mention in standard financial works. Still, their shares may be active before Unimation's public offering.
+Cincinnati Milicron and Cross & Trecker are major producers of automated equipment but are not pure plays. Milicron, for example, has sales of $1 billion, of which only $50 million is from automation devices.
+Given a strong group focus, the best gains are likely to come in the shares of Prab and Mobot, but the big companies would be safer speculations.
+Investors who buy Unimation in the after-market, and any who might buy shares of similar companies, should be aware that any positive group action that develops probably won't last forever. There is no guarantee that similar companies will benefit at all.
+Consider this occurrence: The portfolio manager who bought Flow General to capitalize on the Genentech action also purchased shares of Enzo Biochem in the over-the-counter market and ended up with losses, albeit small ones. The issue was simply too tangential to benefit from the group focus.
+There is another fact of stock market life that could keep Unimation shares in the spotlight. Fund managers are eager to prove to shareholders that they are alert to hot trends. Thus, in the aftermath of the Genentech offering, hundreds of aggressive institutional investors listed Genentech among holdings reported on their quarterly statements.
+With public interest in robotics so high, many money managers are likely to feel the same way about Unimation. Unimation is perhaps the only pure play robotics company large enough to justify institutional interest.
+Not only are aggressive growth portfolios likely to buy these shares - the fundamentals are attractive - many will feel they must hold them for the long term. If this scenario does work out, then those who buy Unimation after the public offering may still do well with them.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Group+Focus+And+Robotics&title=New+York+Times&issn=03624331&date=1981-11-09&volume=&issue=&spage=D.6&au=Metz%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 9, 1981","Genentech, one of the best-known genetic engineering companies, disappointed many would-be subscribers of its initial shares. The overflow favored Flow General, a manufacturer of interferon, which has been used in cancer treatment. Although Flow General didn't match Genentech's rocketing market rise - Genentech was offered at 35 and opened in the after-market at 89 - its shares scored large gains. The same kind of increases could occur in robot company shares when Unimation reaches the market later this month. Wall Street sources say that investors are likely to gobble up the 975,000 Unimation shares being offered by Unimation's parent company, the Condec Corporation. Some say this could happen even if the offering price is revised above the upper limit of the indi-cated range - 19 to 23 a share. Unimation's industrial robots are widely used in the automobile industry, and its growth rate has been impressive. More important, from an investor's point of view, Unimation is a so-called pure play. It makes its money by manufacturing only robots.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Nov 1981: D.6.",11/15/17,"New York, N.Y.",,"Metz, Robert",New York Times Company,,Newspapers,424241828,"United States, New York, N.Y.",English,9-Nov-81,INVESTMENT STRATEGIES; MACHINERY AND EQUIPMENT; STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+SCHOOLS OPEN AMID UNCERTAINTY OF RISING COSTS AND AID CUTS; Suffolk County,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/schools-open-amid-uncertainty-rising-costs-aid/docview/424191084/se-2?accountid=14586,"SUFFOLK COUNTY'S 72 school districts will open the school year this week with a decrease in enrollment of about 5 percent, but with a 10- to 15-p ercent increase in budgetary expenditures compared with last year, ac cording to Michael Pick, president of the Nassau-SuffolkSchool Board Association.
+''It's the inflationary factor that has caused the increase in costs,'' Mr. Pick said. ''You can't close school buildings as fast as you lose students.''
+School administrators in Suffolk said the emphasis in education in the county this year would be on economy rather than on innovation. Because of stricter state standards set last year for reading, writing and math competency tests, which all students are required to pass before they can graduate, the county schools will offer more remedial programs in the three R's.
+About 90 percent of the county's school districts have approved their budgets for the 1981-82 school year. Because of cuts in Federal aid to schools, Suffolk school officials said they expected some educational programs to suffer.
+''The farther away you move from the three R's, the more financial difficulty you will have with the program,'' said Bruce Raynor, associate superintendent for Boces II, a branch of the Board of Cooperative Educational Services. Boces II supervises the 27 districts in the Towns of Brookhaven and Islip.
+''Cultural and performing-arts programs in our schools will probably be affected by cuts,'' Mr. Raynor added. ''Remedial programs are in a more favored spot.''
+But, despite Federal cuts in aid to education, Nettie Ptaszek, district director of the 5,200-member Suffolk County Parent-Teacher Association, said that educational excellence and innovation should remain priorities with school administrators.
+''I see the priorities of school boards changing,'' Mrs. Ptaszek said. ''They are more concerned with fiscal responsibilities than educational responsibilities. It shouldn't be that way.''
+The Suffolk County P.T.A., according to Mrs. Ptaszek, is currently lobbying for several major goals: banning of corporal punishment in schools statewide; maintaining the free-lunch program, in Suffolk County in particular, and fostering a new emphasis on nutrition as part of the school curriculum.
+John Ahern, assistant superintendent of Boces III, said his supervisory branch, which includes 18 school districts in the Towns of Huntington, Smithtown and Babylon, would lose 4,000 to 5,000 pupils this year, which would probably necessitate more school closings. For the first time, this year Boces III will be helping school districts sell or rent vacant school buildings.
+''We'll be making the first contacts with real-estate agents, or directly with public or private parties interested,'' Mr. Ahern said. Boces now pays rent to local school districts for five school buildings it is using for special-educational programs.
+Pilot programs in using computers to teach basic skills will be expanded this year, as more school districts in Suffolk will be using the computer at Boces III headquarters. ''The use of automation in the classroom makes the teacher's job more manageable,'' Mr. Ahern said. ''It does not replace the teacher.''
+He added: ''The computer technology is thriving on Long Island. We are taking advantage of the high technology the community is offering.''
+According to Boces II statistics, enrollment in Islip Town schools declined slightly, while the enrollment in Brookhaven Town schools remains stable. For the second year in a row, the Sachem School District, the largest district on the Island with some 20,000 students, will offer regular, full-time sessions in 1981-82, rather than split sessions, because the population growth in the districts has stabilized.
+Boces II will offer a new program in the 1981-82 school year for pregnant teen-agers. ''In the past, pregnant girls were not encouraged to stay in school, and they usually dropped out,'' Mr. Raynor said. ''This new program is highly individualized, offering three hours of instruction and occupational experience per day. It encourages the students to graduate and start up the career ladder.''
+The educational emphasis in mid-Suffolk's school districts is back to basics. ''The age of innovation in education is disappearing,'' Mr. Raynor said. ''A variety of funds used to be available for special programs in the 1960's and 70's, but now these funds are drying up. The pendulum is swinging back to the three R's.''
+Last year's school enrollment of 17,979 students in the five eastern towns of Riverhead, Southold, Shelter Island, Southampton and East Hampton will decrease slightly this year, according to Patrick Kirwin, administrative assistant to the superintendent of Boces I. The emphasis in the curriculum will be back to basics in the eastern schools also, which Mr. Kirwin de scribed as a ''very calmarea.'' Despite fin ancially difficult times, special-education programs forthe handicapp ed and gifted are thriving in Suffolk's schools. James Fogarty, depu ty director for special educational services at Boces II, said that since the state offers some financial aid for each student who i s provided with help in developing his potential in a program for t he gifted and talented, more and more schools are offering such programs. ''In any event, minimal funds are needed to run a gifted and talented program,'' Mr. Fogarty said.
+Infant and preschool programs to identify and provide educational services for the handicapped are expanding. Boces II will also continue this school year an innovative project started in conjunction with the University of Illinois to identify preschool handicapped children who are also gifted.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SCHOOLS+OPEN+AMID+UNCERTAINTY+OF+RISING+COSTS+AND+AID+CUTS%3B+Suffolk+County&title=New+York+Times&issn=03624331&date=1981-09-06&volume=&issue=&spage=A.1&au=Greenberg%2C+Diane&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1981","''It's the inflationary factor that has caused the increase in costs,'' Mr. [Michael Pick] said. ''You can't close school buildings as fast as you lose students.'' The educational emphasis in mid-Suffolk's school districts is back to basics. ''The age of innovation in education is disappearing,'' Mr. [Bruce Raynor] said. ''A variety of funds used to be available for special programs in the 1960's and 70's, but now these funds are drying up. The pendulum is swinging back to the three R's.'' Last year's school enrollment of 17,979 students in the five eastern towns of Riverhead, Southold, Shelter Island, Southampton and East Hampton will decrease slightly this year, according to Patrick Kirwin, administrative assistant to the superintendent of Boces I. The emphasis in the curriculum will be back to basics in the eastern schools also, which Mr. Kirwin de scribed as a ''very calmarea.'' Despite fin ancially difficult times, special-education programs forthe handicapp ed and gifted are thriving in Suffolk's schools. James Fogarty, depu ty director for special educational services at Boces II, said that since the state offers some financial aid for each student who i s provided with help in developing his potential in a program for t he gifted and talented, more and more schools are offering such programs. ''In any event, minimal funds are needed to run a gifted and talented program,'' Mr. Fogarty said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1981: A.1.",11/14/17,"New York, N.Y.",SUFFOLK COUNTY (NY),"Greenberg, Diane",New York Times Company,,Newspapers,424191084,"United States, New York, N.Y.",English,6-Sep-81,EDUCATION AND SCHOOLS; FEDERAL AID (US),New York Times,NEWSPAPER,,,,,,,
+"TUESDAY, JULY 28, 1981; The Economy","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tuesday-july-28-1981-economy/docview/424134112/se-2?accountid=14586,"President Reagan appealed in a television address for support of his tax reduction program and accused the Democratic Congressional leadership of ''political fun and games.'' (Page A1.) Democratic leaders denounced his plan as geared to the ''wealthy of America'' and predicted victory for their own bill on the House floor. Some liberal Democrats, however, object to provisions in both bills to give tax benefits to the oil industry and commodity traders. (A1.) Text of Mr. Reagan's message. (B6.) Text of Democrats' responses. (B7.)
+House and Senate conferees reached a tentative agreement on using block grants to consolidate financing for several health care programs. The absence of an agreement on the health issue had been seen as one of the major stumbling blocks to a final accord on a $37 billion package of budget cuts. (B7.)
+President Reagan will defer making recommendations on changing the Clean Air Act. There are disagreements within the Administration over standards and the need for coal scrubbers. (A1.) Federal antipollution programs add four-tenths of a point a year to the Consumer Price Index, according to a study prepared for the Environmental Protection Agency. The steel industry, meanwhile, said it would be able to clean up 96 percent of its air pollution and 98 percent of its water pollution in the next several years. (D1.)
+The nation's savings and loan associations reported record savings withdrawals in June, the fourth consecutive month in which these withdrawals exceeded deposits. (D1.)
+A Federal judge blocked the sale of oil drilling leases for more than 150,000 acres of California coastal waters, ruling that the Interior Department had violated an environmental law that gives states control over coastal development. The decision was a victory for the state of California and a setback for the Administration. (A1.) International
+Prime Minister Margaret Thatcher announced emergency youth unemployment measures in Britain in response to recent rioting and a Conservative defeat in a Parliamentary by-election. (A1.)
+China has replaced the Soviet Union as the United States's most active Communist trading partner, partly because of the partial suspension of grain sales to the Soviet Union and suspension of sales of high-technology products after the intervention in Afghanistan. (D2.) Companies
+Mobil, moving to outbid Du Pont and Seagram for Conoco, raised its offer to $105 a share cash for slightly more than half of Conoco but reduced its offer to $85 in Mobil securities for the rest. (D1.)
+General Motors said it earned $515 million in the second quarter, in contrast to a $412 million loss a year earlier. The profit was in line with unexpectedly strong earnings by other U.S. auto makers. (D1.) G.M. also said it would seek to spur purchases of its cars by offering loans below current interest rates. (D6.)
+Atlantic Richfield posted a 13 percent decline in second-quarter earnings, but several other oil companies, including Phillips Petroleum, Union Oil, Tenneco and Murphy Oil, reported gains. (D6.)
+The Boeing Company, citing lagging aircraft deliveries, said its net income in the second quarter dropped 9.5 percent. Singer posted a gain but Texas Instruments reported a decline. (D6.) Markets
+The Dow Jones industrial average rose 9.13 points, to 945.87, paced by energy issues. Trading was moderate, at 39.6 million shares. (D8.) Long-term interest rates rose as investors held back from buying notes or bonds in advance of a heavy supply of new Treasury issues expected next week. (D12.) The dollar fell overseas but then rose in New York in later trading. Gold was down $6 in New York, to $401.20 an ounce. (D13.) Futures prices for most commodities fell, as hopes for a decline in interest rates faded. (D13.) Today's Columns
+Continental Illinois National Bank has pushed office automation to new frontiers. Louis H. Mertes, vice president and general manager of systems, discussed how Continental has nudged its managers into using computers to communicate. Talking Business. (D2.)
+The stock market is near its lowest ebb in a year. High interest rates, a weakening economy and lackluster second-quarter earnings argue against an upturn in the near future. Market Place. (D8.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TUESDAY%2C+JULY+28%2C+1981%3B+The+Economy&title=New+York+Times&issn=03624331&date=1981-07-28&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 28, 1981","President Reagan appealed in a television address for support of his tax reduction program and accused the Democratic Congressional leadership of ''political fun and games.'' (Page A1.) Democratic leaders denounced his plan as geared to the ''wealthy of America'' and predicted victory for their own bill on the House floor. Some liberal Democrats, however, object to provisions in both bills to give tax benefits to the oil industry and commodity traders. (A1.) Text of Mr. Reagan's message. (B6.) Text of Democrats' responses. (B7.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 July 1981: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424134112,"United States, New York, N.Y.",English,28-Jul-81,,New York Times,NEWSPAPER,,,,,,,
+CITY COUNCIL BEGINS TO CHANGE DISTRICTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/city-council-begins-change-districts/docview/424070819/se-2?accountid=14586,"Amid bickering over racial and political representation, the City Council has begun reapportioning districts to reflect the 1980 Census.
+And, as is customary, Manhattan Democrats are the focus of the fuss. The two prospective Manhattan nominees for a nine-member citizens' committee to suggest district lines for this year's election to the Legislature were a Jewish man and a Chinese woman.
+Frederick E. Samuel, the Democrat who represents Harlem, declared that he was ''astonished to a point almost of anger'' that one of the two Manhattan nominees was not a black.
+Angelo J. Arculeo of Brooklyn, the Republican leader, complained that only one of the nine was a Republican. Size Expected to Remain Same
+Redrawing Council lines provides a simplified forecast of legislative and Congressional reapportionment. Unlike the state's delegation in Congress, which will shrink, the Council is expected to hold at the current 43 members. Unlike the politically split State Legislature, the Council is overwhelmingly Democratic.
+Even so, officials stumbled in what was supposed to be the simple first step toward the simplest of the political redistrictings, the picking of the reapportionment panel.
+It turned out that Manhattan members of the Council had caucused and, for one of the nominees, split between Georgia McMurray, who is black, and Sarah Kovner, who is Jewish. Mrs. Kovner won, but in the hope of reaching a consensus, the delegation turned to Virginia Moshang Kee.
+Then the consensus collapsed when the Council's rules committee met at City Hall for what had been expected to be a pro-forma ratification of the nine nominees.
+So, said the committee chairman, Theodore Silverman of Brooklyn, more nominations will be sought. Republican's Complaint
+Mr. Arculeo said he had complained about the shortage of Republicans to Thomas J. Cuite, the majority leader. He said Mr. Cuite promised there would be more nominees, but did not say precisely who, or what, they would be.
+Assuming a September primary and prompt certification of 1980 Census figures, the timetable calls for agreement on new lines for the 33 Council districts by mid-April, according to Mr. Cuite's assistant counsel, Stanley K. Schlein.
+There were these other political and governmental activities: Quick Change?
+Elected to Congress from Staten Island just last year, Guy V. Molinari says he is thinking of resigning to run as the Republican candidate for Surrogate of Staten Island.
+The judicial job opened when the incumbent, Frank D. Paulo, died. The Governor can make an interim appointment. Then there will be an election in November for a 14-year term in the $68,000-a-year job. Organized Crime
+His ''organized crime task force,'' says Attorney General Robert Abrams, is ''totally unequipped'' for its job. In letters to legislative leaders asking a doubling of the task force's budget to $2.7 million, Mr. Abrams says the group has ''no intelligence-gathering system, no witness protection program, no prosecuting attorneys in major parts of the state and inadequate accounting and technical investigative resources.'' Campaigning
+The group seeking to focus opposition to Mayor Koch's re-election has sent letters to radio and television stations asking for time under the Fairness Doctrine to criticize his record.
+''We believe,'' wrote its co-chairmen, Theodore W. Kheel and Richard C. Wade, ''there is a serious imbalance in the presentation of news viewpoints and debate on the most controversial issue of the 1981 campaign: the Mayor's record in office.''
+But they conceded at a news conference at Automation House, 49 East 68th Street, that no candidate against the Mayor had turned up yet. In other twitches in the mayoral maneuvering:
+- Victor Gotbaum, leader of District Council 37, says in his union newspaper that the anti-Koch forces should seek a candidate before issuing a bill of particulars against the Mayor, as the Kheel-Wade group is doing. But he calls Mr. Koch ''a master of street theater'' and says the municipal unions do not negotiate personally with the Mayor ''because the most important non-negotiable item is Ed Koch's personality.''
+- The Mayor's supporters are embarrassed that leaders of the club where Mr. Koch began his political career, the Village Independent Democrats, have scheduled a vote March 26 to urge that candidates ''other than the incumbent'' run for Mayor. So the supporters have started a quiet but vigorous campaign to convince club members that Mr. Koch's record remains consistent with his liberal early days in politics and that the resolution should be defeated.
+- Stephen Mahler, the Liberal chairman of Queens, has been named to head an 11-member party screening committee to search for a mayoral candidate. The Liberals' leader, Raymond B. Harding, is the politician at the center of most of the anti-Koch churning in the city. Aiding the 'Gifted'
+According to the City Club, programs for gifted children ''have deteriorated badly'' in the city. The civic group has urged the Board of Education itself to take responsibility for education of the gifted rather than leaving it with the community boards, and to allocate $3 million for the job. That sum, the club notes, is ''about 1 percent of the amount being spent on education for the handicapped.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CITY+COUNCIL+BEGINS+TO+CHANGE+DISTRICTS&title=New+York+Times&issn=03624331&date=1981-03-01&volume=&issue=&spage=A.29&au=Carroll%2C+Maurice&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 1, 1981","His ''organized crime task force,'' says Attorney General Robert Abrams, is ''totally unequipped'' for its job. In letters to legislative leaders asking a doubling of the task force's budget to $2.7 million, Mr. Abrams says the group has ''no intelligence-gathering system, no witness protection program, no prosecuting attorneys in major parts of the state and inadequate accounting and technical investigative resources.'' Campaigning ''We believe,'' wrote its co-chairmen, Theodore W. Kheel and Richard C. Wade, ''there is a serious imbalance in the presentation of news viewpoints and debate on the most controversial issue of the 1981 campaign: the Mayor's record in office.'' - Victor Gotbaum, leader of District Council 37, says in his union newspaper that the anti-Koch forces should seek a candidate before issuing a bill of particulars against the Mayor, as the Kheel-Wade group is doing. But he calls Mr. Koch ''a master of street theater'' and says the municipal unions do not negotiate personally with the Mayor ''because the most important non-negotiable item is Ed Koch's personality.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Mar 1981: A.29.",11/14/17,"New York, N.Y.",NEW YORK CITY,"Carroll, Maurice",New York Times Company,,Newspapers,424070819,"United States, New York, N.Y.",English,1-Mar-81,REAPPORTIONMENT; POLITICS AND GOVERNMENT; POPULATION,New York Times,NEWSPAPER,,,,,,,
+Closing Income Gap Tops Obama's Agenda for Economic Change,"New York Times, Late Edition (East Coast); New York , N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/closing-income-gap-tops-obamas-agenda-economic/docview/433798906/se-2?accountid=14586,"Senator Barack Obama says the top priority of the next president should be to create a more lasting and equitable prosperity than achieved by either President Bush in the current decade or even Bill Clinton in the 1990s.
+In an hourlong interview outlining his economic views, Mr. Obama praised the Clinton administration for reducing the deficit and setting the stage for the '90s boom. But he said Mr. Clinton had failed to halt a long-term increase in income inequality that had left the middle class feeling squeezed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Closing+Income+Gap+Tops+Obama%27s+Agenda+for+Economic+Change&title=New+York+Times&issn=03624331&date=2008-02-02&volume=&issue=&spage=A.11&au=Leonhardt%2C+David&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 2, 2008","''We've got to be really clear that this is a struggle, and this is just not a moment where everybody will see the world the way it should be seen and come together to solve these problems,'' she said in a recent interview. ''There are powerful forces at work in our society.'' ''I don't think anybody knew exactly how that would get us in trouble,'' he said, referring to the increase in consumer debt over the last two decades. ''But it was predictable that it would get us in trouble.'' ''They had an economic theory that in part was right -- I do think fiscal discipline is important,'' Mr. [Barack Obama] said. ''What he wasn't able to do was address the emerging structural imbalance in our economy -- partly due to globalization, partly due to technology and automation -- where increasingly the benefits of economic growth were accruing to a smaller band of people.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Feb 2008: A.11.",11/15/17,"New York, N.Y.",United States US,"Leonhardt, David",New York Times Company,,Newspapers,433798906,"United States, New York, N.Y.",English,2-Feb-08,Presidential elections; Political campaigns; Income inequality; Economic policy; Tax cuts,New York Times,News,,,,,,,
+Design on Diagonal Path In Pursuit of a Faster Chip,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/design-on-diagonal-path-pursuit-faster-chip/docview/433503058/se-2?accountid=14586,"Imagine how useful it would be to stand on a Manhattan street corner and then walk diagonally through a block to get to your destination more quickly.
+That is essentially the new approach taken by Cadence Design Systems, a maker of software tools for chip designers, in laying out microchip wires.
+Until now the semiconductor industry has made ''Manhattan Rules'' the standard for routing the wires used to connect switches in microprocessors and memory chips. As a result, for almost all semiconductor chips today, wires are run only along horizontal and vertical axes, not diagonally.
+Modern integrated circuits are actually three-dimensional. In the Cadence system, several layers route lines diagonally while others run horizontally and vertically. As in conventional chips, the multiple levels of wires are separated by layers of insulating material and interconnected through holes referred to as vias.
+Computer chips are among today's most complex machines. The complexity is handled by software tools that allow chip engineers to use specialized programming languages that directly instruct chip-making equipment.
+The transistor count of the most complex chips has surpassed the human population of the planet, and the average chip has a mile of wires, the thinnest of which are only a few hundred atoms across. Cadence says its alternative design approach, called X Architecture, will help cope with the growing complexity while adding significantly to the speed, efficiency and performance of a generation of smaller chips that are just starting to appear.
+It recently gained two major converts to its design: Agere Systems, a maker of next-generation cellphones, and Teranetics, which makes high-speed networking gear for corporate data centers. The companies report big savings, particularly in power consumption, deriving directly from the fact that diagonal routing cuts the total wire length necessary to run over the surface of a silicon chip.
+Advocates of the technology say that as the chip industry moves to the next manufacturing generation, known as 65 nanometers, techniques that help reduce complexity are becoming crucial.
+''The risks associated with getting designs out are going up dramatically,'' said Handel Jones, president of IBS, an industry consulting firm based in Los Gatos, Calif. Anything that reduces risk, he argues, will be welcomed.
+But there are also skeptics. Cadence and its competitor Synopsys are the Hertz and Avis of the chip design world, and Synopsys engineers say they have examined the Cadence technology and found its performance and power efficiency to be less than Cadence has claimed.
+''It's not a new concept -- it's been around since designers used litho paper and cut it by hand,'' said Steve Meir, vice president for engineering at Synopsys, based in Sunnyvale, Calif.
+The Cadence designers say they are confident that the benefits are there. ''The math is clear -- if you can go diagonally, the wires will be 30 percent shorter,'' said Aki Fujimura, a Cadence senior vice president, who helped develop the technology at Simplex Solutions, which Cadence acquired in 2002.
+Still, he acknowledges that it has been a struggle to persuade the industry to use the technology.
+Intel, the world's largest maker of chips, has also turned its back on Cadence, choosing instead to invest in a smaller firm, Magma Design Automation. Although Cadence is now run by a former top-ranking Intel executive, Mike Fister, Intel executives argue that the Magma tools offer a time-to-market advantage that trumps all other considerations.
+Cadence's biggest challenge may ultimately be more cultural than technical, said G. Daniel Hutcheson, president of VLSI Technology, a semiconductor market research firm in Santa Clara, Calif.
+Although the industry has a reputation for innovation, the ruthless pace of chip-making advances, requiring new systems at 18-month intervals, makes engineers leery of trying alternative approaches, he said.
+''They're like penguins with the ice melting around them,'' he said. ''They keep doing the same thing.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Design+on+Diagonal+Path+In+Pursuit+of+a+Faster+Chip&title=New+York+Times&issn=03624331&date=2007-02-26&volume=&issue=&spage=C.5&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 26, 2007","There are also skeptics. Cadence and its competitor Synopsys are the Hertz and Avis of the chip design world, and Synopsys engineers say they have examined the Cadence technology and found its performance and power efficiency to be less than Cadence has claimed. The Cadence designers say they are confident that the benefits are there. ''The math is clear -- if you can go diagonally, the wires will be 30 percent shorter,'' said Aki Fujimura, a Cadence senior vice president, who helped develop the technology at Simplex Solutions, which Cadence acquired in 2002. Intel, the world's largest maker of chips, has also turned its back on Cadence, choosing instead to invest in a smaller firm, Magma Design Automation. Although Cadence is now run by a former top-ranking Intel executive, Mike Fister, Intel executives argue that the Magma tools offer a time-to-market advantage that trumps all other considerations.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Feb 2007: C.5.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,433503058,"United States, New York, N.Y.",English,26-Feb-07,Semiconductors; Product design,New York Times,News,,,,,,,
+New Scanners For Tracking City Workers,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-scanners-tracking-city-workers/docview/433487263/se-2?accountid=14586,"The Bloomberg administration is devoting more than $180 million toward state-of-the-art technology to keep track of when city employees come and go, with one agency requiring its workers to scan their hands each time they enter and leave the workplace.
+The scanning, which began in August at the Department of Design and Construction, has created an uproar at a generally quiet department that focuses on major city construction projects.
+At a City Council hearing yesterday, several unions vowed to resist the growing use of biometrics -- the unique identifying qualities associated with faces, fingers, hands, eyes and other body parts. The unions called the use of biometrics degrading, intrusive and unnecessary and said experimenting with the technology could set the stage for wider use of biometrics to keep tabs on all elements of the workday.
+The use of new tracking technologies has been contentious at more and more workplaces. At Wyckoff Heights Medical Center in Brooklyn, nurses carry radio-frequency identification tags that allow their movements to be tracked, a practice the nurses protested in an arbitration proceeding. A lawyer for the hospital, David N. Hoffman, said the system was used to ensure the quality of patient care and not to keep track of nurses who are on breaks.
+The town of Babylon, N.Y., installed global positioning system technology last year in most of its 250 vehicles, including snow plows and dump trucks; drivers complained that the system intruded on their privacy.
+Identification devices are at the frontier of debates over workplace privacy, supplanting more traditional concerns like the use of drug tests and polygraphs, said Marc Rotenberg of the Electronic Privacy Information Center, a research and advocacy organization in Washington. ''New technologies raise questions about the control over disclosure of personal information,'' he said.
+In New York City, the use of the hand scanners is part of CityTime, an ambitious effort by the city's Office of Payroll Administration to automate timekeeping. The city has a $181.1 million contract through 2009 with the Science Applications International Corporation to put CityTime in effect, according to the city's public database of contracts.
+Science Applications, based in San Diego, is also a supplier of high-tech services to federal military and intelligence agencies, a fact that has rankled opponents of the use of biometric scanners.
+The CityTime project has been under way for about eight years, and officials say it will eventually be able to record attendance and leave requests; collect time forms automatically; coordinate timekeeping with the city's payroll system; and allow workers and their supervisors to monitor time, attendance and leave online.
+No city official appeared at the hearing yesterday, although several were invited. Stu Loeser, a spokesman for Mayor Michael R. Bloomberg, said the timekeeping project would make payroll administration far more efficient.
+''Virtually every employee, including salaried employees in the mayor's office, has to file a timesheet, even those paid a flat salary,'' he said. ''Use of scanners, which are not uncommon in the private sector, makes it easier for employees to file timesheets and saves the city personnel costs.''
+Mr. Loeser said the Department of Design and Construction was the biggest agency so far to use the hand scanners in conjunction with the new timekeeping system. He noted that the Law Department has used hand scanners for years to control access to offices; even Corporation Counsel Michael A. Cardozo uses them, he said.
+The unions say that they support the full automation of timekeeping, including electronic submission of timesheets, and that their complaint is limited to the use of biometric scanners. They said the new devices were plagued by glitches and could even spread diseases because they are unclean. In response to a torrent of concerns about hygiene, the city installed a dispenser with Purell, a liquid hand sanitizer, over each scanner.
+''Are these hand scanners the wave of the future,'' asked Councilman Joseph P. Addabbo Jr. of Queens, who conducted the hearing as chairman of the Civil Service and Labor Committee, ''or are they unnecessary, costly and a detriment to worker morale and productivity?''
+The scanners were introduced in August at the department's headquarters in Long Island City, Queens. Hundreds of workers who keep daily timesheets -- generally, those who make less than $66,000 a year -- must use the scanners; those who file weekly timesheets, including many managers and supervisors, are exempt.
+Also testifying at the hearing was Claude Fort, president of the Civil Service Technical Guild, Local 375 of the American Federation of State, County and Municipal Employees.
+''The combination of a factory-floor mentality and installation of the degrading hand-scanner 'time clocks' has devastated morale and discouraged city employees from putting in any more than the minimal hours and effort required,'' he said. ''Not only has there been phenomenal waste and inefficiency resulting from poorly designed software, but the new system has actually cheated city employees out of pay and accrued time.''
+Ed Ott, executive director of the New York City Central Labor Council of the A.F.L.-C.I.O., called the hand scanners ''a backdoor form of fingerprinting.'' He said the new system might violate city labor agreements because it was started without union consent or participation.
+Cecelia McCarthy, an official in the Organization of Staff Analysts, another union representing employees at the department, said one worker complained after a colleague with an injured hand was asked to remove a bandage and place the hand -- with an open finger wound -- on the machine.
+Other employees have called the scanners Orwellian. ''The body of my person, which includes my palm, belongs to me, and me alone,'' one employee, Kerry E. Carnahan, wrote on an internal department Web site last June, after plans for the hand scanners were announced. ''It is private.''
+Photograph Claude Fort, a union leader, denounced the monitoring. (Photo by Ozier Muhammad/The New York Times)(pg. B6)
+Chart/Diagram: ''Time-Stamping with Biometrics''
+The city has begun using hand-geometry scanners to keep track of employees' arrival and departure times at the Department of Design and Construction in Long Island City, Queens, and is installing them in other agencies. Union leaders criticize the scanners and other such biometrics technology as invasive and demeaning.
+HOW THE SCANNER WORKS
+KEY PAD
+User punches in a personal identification number.
+CAMERA
+A digital camera captures the hand's silhouette, allowing the scanner to collect measurements of its unique features. The measurements are compared with an existing template on file.
+MIRROR
+A side mirror allows the scanner to capture an image of the hand's thickness.
+FINGER PINS
+Pins position the user's fingers to assure accurate alignment.
+THE MEASUREMENTS
+96 measurements are taken of the hand's length, thickness and width.
+(Sources by Schlage Recognition Systems; International Biometric Industry Association)(pg. B6)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Scanners+For+Tracking+City+Workers&title=New+York+Times&issn=03624331&date=2007-01-23&volume=&issue=&spage=B.1&au=Sewell%2C+Chan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Pe riodicals--United States,3624331,"Copyright New York Times Company Jan 23, 2007","In New York City, the use of the hand scanners is part of CityTime, an ambitious effort by the city's Office of Payroll Administration to automate timekeeping. The city has a $181.1 million contract through 2009 with the Science Applications International Corporation to put CityTime in effect, according to the city's public database of contracts. The unions say that they support the full automation of timekeeping, including electronic submission of timesheets, and that their complaint is limited to the use of biometric scanners. They said the new devices were plagued by glitches and could even spread diseases because they are unclean. In response to a torrent of concerns about hygiene, the city installed a dispenser with Purell, a liquid hand sanitizer, over each scanner. The scanners were introduced in August at the department's headquarters in Long Island City, Queens. Hundreds of workers who keep daily timesheets -- generally, those who make less than $66,000 a year -- must use the scanners; those who file weekly timesheets, including many managers and supervisors, are exempt.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Jan 2007: B.1.",11/15/17,"New York, N.Y.",New York City New York,"Sewell, Chan",New York Times Company,,Newspapers,433487263,"United States, New York, N.Y.",English,23-Jan-07,Biometrics; Scanning; Labor unions; Municipal employees,New York Times,News,,,,,,,
+"At Chrysler Now, The Fast Track Runs Downhill","New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/at-chrysler-now-fast-track-runs-downhill/docview/433473672/se-2?accountid=14586,"Chrysler executives startled investors in late October when they acknowledged that the company had been building tens of thousands of cars on spec to keep its factories humming. Those cars were not included in the company's estimates of its backlog of unsold vehicles on dealer lots -- a figure that was already high by industry standards.
+But Chrysler's chief executive, Thomas W. LaSorda, said Thursday on a company blog that Chrysler would continue to build cars that dealers had not ordered -- just fewer of them.
+At the company's holiday party later, Mr. LaSorda declined to discuss why the company let the inventories build up.
+''Let's say we did, and we'll get out of it,'' he said. ''I took responsibility for the situation, and I'll get us out of it.''
+As for the turnaround plan that many in Detroit have been expecting from Chrysler, Mr. LaSorda said he would have more to say after the first of the year.
+And so Chrysler -- on a perpetual roller coaster ride in recent decades from financial crises to surging sales from hit products like the 300C sedan -- will probably have more bad news in coming months.
+There has been plenty of bad news already, beyond the backlog of unsold cars. This year, Chrysler lost its No. 3 spot in the American market to Toyota, watched its once-envied profits evaporate, and faced a near rebellion from dealers who were angry at being saddled with an oversupply of mostly gas-thirsty vehicles that were out of step with consumers' demands for more fuel-efficient vehicles.
+''This year was one to forget for them,'' said Jesse Toprak, an industry analyst with Edmunds.com, which provides car-buying advice.
+Heads have already rolled. Chrysler's German-born marketing chief, Joe Eberhardt, the main target of dealers' ire, left last week to run a Mercedes dealership.
+Mr. LaSorda could soon be leaving Chrysler, too, for a job at its parent, DaimlerChrysler, a senior company official said this week. But at the Thursday night party, Mr. LaSorda said in an interview: ''I'm not worried about my future. It's solid.''
+If Mr. LaSorda is promoted or leaves, that could clear the way for a Volkswagen executive, Wolfgang Bernhard, Chrysler's former president, to return in the top job -- an outcome that some industry analysts have said is likely if Mr. LaSorda vacates his current job.
+For now, though, Mr. LaSorda is racing to put together yet another turnaround plan, which Chrysler is expected to roll out in late January to stem losses that are expected to top $1.2 billion this year.
+The plan, still being written, is expected to include plant closings, job cuts and reductions in spending -- actions that are intended to trim Chrysler's costs by $1,000 a vehicle.
+''We have to study every part of the company,'' Mr. LaSorda said.
+Chrysler has pulled off turnarounds before with hit products -- besides the 300C, it has scored big hits through the years with its minivans, aggressive pickups built to resemble semis and the PT Cruiser.
+But those earlier comebacks occurred when Detroit companies were still in firm control of the American market. Chrysler must now battle Asian carmakers like Toyota that are in their strongest shape since they began selling cars here nearly five decades ago.
+This year, Chrysler lost market share that it picked up since it introduced the 300C two and a half years ago. Through November, it held just under 13 percent of the American market. At its peak, in the mid-1990s, Chrysler held nearly 17 percent.
+If Mr. LaSorda cannot fix Chrysler, it may find itself with not just a new leader, but potentially a new owner.
+DaimlerChrysler has acknowledged it cannot build a small car at a profit in North America, and is in talks with Chinese companies to build one that it can import.
+Should Daimler officials run out of patience with Chrysler, analysts have said, a Chinese owner might be the logical option to take the company off Daimler's hands.
+A top DaimlerChrysler executive fanned such speculation this summer when, in response to a question, he declined to rule out the possibility of selling off Chrysler. Soon after, the company said Chrysler would not be sold, but the question mark lingers, and analysts have said a Chinese buyer for Chrysler makes sense because such a deal would provide access to the American market.
+Not long ago, Chrysler was in good shape. It was the only Detroit carmaker to gain market share and increase sales in 2005, when it earned a $1.8 billion operating profit, compared with G.M.'s $10.6 billion loss.
+Its previous chief executive, Dieter Zetsche, who now runs DaimlerChrysler, declared numerous times that Chrysler's primary competition was not G.M. or Ford, but Asian auto companies, with their lean operating styles and loyal customers.
+His successor, Mr. LaSorda, declared that 2006 would serve as a transition from traditional Detroit ways to an Asian approach, with flexible plants, little waste and open communication with its workers.
+Instead, Chrysler fell back into a habit that had hurt the company badly in the 1970s: it built far more vehicles than its dealers could sell.
+This summer, as many as 100,000 vehicles sat on lots around metropolitan Detroit, unaccounted for in Chrysler's so-called daily supply numbers, which had already raised analysts' eyebrows for being so high. Incentives have also soared: Chrysler is slicing as much as $10,000 off the $30,000 price of the Dodge Durango, a big S.U.V. whose sales have stalled.
+Profitable through the first half, Chrysler posted a $1.5 billion third-quarter loss and is expected to lose money for the year.
+Even so, Mr. LaSorda and other Chrysler executives insisted that the new models Chrysler had coming, 10 in all, would lift sales again.
+That has not happened. Chrysler's newest vehicles are mainly sport utilities and crossovers, and none have captured the public's interest like the 300C, PT Cruiser or other hot models of the past.
+Now, said Mr. Toprak, ''They have to decide, do we want to be a company with 10 percent market share, or do we want to go with volume?''
+Chrysler workers, meanwhile, are wondering, yet again, what the future holds for them. Rumors are rampant at Chrysler's Windsor, Ontario, assembly plant, just across the river from Detroit, that hundreds of jobs are about to be cut as Chrysler installs automation technology to build its next-generation minivan, which goes into production next year.
+Chrysler officials maintain that fewer than 100 jobs will be eliminated at the factory, which is scheduled to shut for up to three months after the first of the year.
+Still, it is the latest bad news for workers who agreed to wage cuts to keep the company afloat in 1979, and who have watched as other carmakers have closed factories in Windsor.
+Jeff Poisson, who has worked at the Windsor assembly plant for more than 20 years, said the company's problems were partly a result of its merger with Daimler-Benz in 1998. ''When the Germans took over, this plant was making millions,'' he said.
+Other longtime workers are hearing the turnaround talk with trepidation.
+''When it hits us, we'll feel it,'' said Dorothy Simic, who has worked on the Windsor plant's assembly line for 30 years.
+Still, Ms. Simic described herself as optimistic.
+''We've been through it before,'' she said.
+Photograph Jeff Poisson, who has worked at the Windsor plant for over 20 years, said the problems were partly a result of the merger with Daimler-Benz. (Photo by Fabrizio Costantini for The New York Times); Thomas W. LaSorda may soon leave Chrysler, an official asserts. (Photo by Claro Cortes IV/Reuters)(pg. C4); (pg. C1)
+Chart ''Buckle Up''
+Chrysler's profits have swung sharply in recent decades, moving from financial crises to surging sales.
+Graph tracks Chrysler's profits, in billions, since 1980.
+1998 -- CHRYSLER AND DAIMLER-BENZ MERGE
+Data are Chrysler Corporation net profits through 1997; Chrysler Group operating profits thereafter. 2006 figure is through September.
+(Source by DaimlerChrysler)(pg. C1)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=At+Chrysler+Now%2C+The+Fast+Track+Runs+Downhill&title=New+York+Times&issn=03624331&date=2006-12-15&volume=&issue=&spage=C.1&au=Maynard%2C+Micheline%3BNick+Bunkley+contributed+reporting+from+Windsor%2C+Ontario.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 15, 2006","Chrysler's chief executive, Thomas W. LaSorda, said Thursday on a company blog that Chrysler would continue to build cars that dealers had not ordered -- just fewer of them. A top DaimlerChrysler executive fanned such speculation this summer when, in response to a question, he declined to rule out the possibility of selling off Chrysler. Soon after, the company said Chrysler would not be sold, but the question mark lingers, and analysts have said a Chinese buyer for Chrysler makes sense because such a deal would provide access to the American market. Chrysler workers, meanwhile, are wondering, yet again, what the future holds for them. Rumors are rampant at Chrysler's Windsor, Ontario, assembly plant, just across the river from Detroit, that hundreds of jobs are about to be cut as Chrysler installs automation technology to build its next-generation minivan, which goes into production next year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Dec 2006: C.1.",11/15/17,"New York, N.Y.",,"Maynard, Micheline; Nick Bunkley contributed reporting from Windsor, Ontario.",New York Times Company,,Newspapers,433473672,"United States, New York, N.Y.",English,15-Dec-06,Automobile industry; Turnaround management; Inventory management,New York Times,News,,,,,,,
+Health Care Costs Rise Twice as Much as Inflation,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/health-care-costs-rise-twice-as-much-inflation/docview/433390008/se-2?accountid=14586,"The cost of living keeps going up, but the cost of healthy living is going up even faster.
+A widely followed national survey reported yesterday that the cost of employee health care coverage rose 7.7 percent this year, more than double the overall inflation rate and well ahead of the increase in the incomes of workers.
+The 7.7 percent increase was the lowest since 1999. But the average cost to employees continued an upward trend, reaching $2,973 annually for family coverage out of a total cost of $11,481.
+Since 2000, the cost of family coverage has risen 87 percent while consumer prices are up 18 percent and the pay of workers has increased 20 percent, the survey noted. That is without counting the cost of deductibles and other out-of-pocket payments, which have also been rising.
+''The cost trend is moderating but nobody is celebrating,'' said Drew Altman, president of the Kaiser Family Foundation, which sponsored the survey with the Health Research and Educational Trust. ''Businesses and workers are still being slammed year after year by rising health costs.''
+Despite the increasing costs, about 6 out of 10 employers still offer health coverage to attract and retain workers. But the growth in premiums is making it harder and harder for companies to raise wages and salaries.
+The telephone survey of 3,159 randomly selected employers, ranging in size from three to more than 300,000 employees, was completed last May.
+The continuing rise in the cost of benefits has slowed since the annual double-digit increases that peaked at nearly 14 percent in 2003. Last year's increase was 9.2 percent, the Kaiser survey said.
+''It's slightly good news,'' said Helen Darling, president of the National Business Group on Health, a large employers' research and trade group in Washington. ''It could have been worse but we certainly haven't solved all the problems.''
+She added, ''The workers of the United States continue to give their pay raises to the health system.''
+Some business leaders took a more upbeat view of the survey results. ''It's a very positive sign that the increases were lower than the previous year,'' said Katie Mahoney, health policy director of the United States Chamber of Commerce.
+Smaller employers, with fewer than 200 workers, faced larger increases than big companies, the survey said.
+''We were looking at an increase of about 18 percent for 2006,'' said Mitch Flinchman, controller of Triangle Grading & Paving, a construction company with 100 employees in Burlington, N.C. The company switched to a different insurer but ''still ended up with about an 8 percent increase, and it will probably go up more next year,'' he said.
+The national cost trend would probably have been higher, analysts said, but regulators in a number of states were able to push nonprofit Blue Cross plans that are prosperous to hold down their increases, at least for a while.
+In fact, the nonprofit Blue Cross plans actually had a 27 percent decline in operating profits in the first half of the year, compared with the period in 2005, said Matthew Borsch, a health care analyst at Goldman Sachs.
+Tom Zimmerman said his family-owned business in Livonia, Mich., had been paying double-digit increases every year to Michigan Blue Cross and Blue Shield, until this year, when premiums rose only 2 percent. Even so, his company, Spectrum Automation, is spending $250,000 this year to cover 20 employees, he said.
+''Our wages have stagnated while Mr. Blue Cross and Blue Shield takes our raises,'' Mr. Zimmerman said.
+Employees pay about 16 percent of premiums, or about $3,497 of an average total of $11,793, for smaller companies with fewer than 200 workers in preferred provider networks, the most common type of health plan. Workers in larger companies contributed less to premiums: $2,628, and employers put in $9,124 for a total of $11,752.
+The lowest premiums were for high-deductible health plans, sometimes tied to pretax savings accounts. The White House has been pushing these plans as a way to slow costs by giving consumers more say over their medical treatments. Business groups and health care consultants support the plans.
+The workers' share of premiums for family coverage in these plans was $2,247, on average. The high-deductible plans covered 2.7 million workers, including 1.4 million in the newer health savings account plans.
+Mr. Altman said that despite ''all the talk and debate about these plans, only a very modest number of workers are in these consumer-driven arrangements. It is still early,'' he added. ''They are likely to grow, but how fast and how much is still very much an open question.''
+Douglass Community Services, a nonprofit agency with 120 employees that manages the Head Start early childhood learning program in northeast Missouri, switched to a high-deductible plan this year, rather than face a 20 percent increase in premiums for its preferred provider organization.
+Janeane Reis, human resources director of the agency in Hannibal, Mo., said its premiums increased by 10 percent, even with the high deductible plan. Employees pay all of their costs up to $1,000. Then, the agency covers them for the next $1,500, she said. Above that, they are covered for 80 percent of medical fees in a preferred provider network and 50 percent if they go to doctors outside the network.
+''We will probably stay with this at least another year,'' she said. ''It's tough being in a rural area. We don't have many choices and being a not-for-profit, we work on a very slim margin.''
+It can be even more difficult for individuals with health problems.
+Billy Lassiter, an independent inspector of oil rigs in the Gulf of Mexico, had to give up his coverage for a year after his insurer raised the premiums to $1,800 a month and refused to pay about $5,000 in medical bills, according to Faye Lassiter, who keeps the accounts for her husband, who has overcome several bouts with lung cancer.
+''They wouldn't hardly pay anything,'' she said. The couple were not able to find a new insurer until they persuaded their son Shannon, a railroad conductor, to join them. As a three-person business in Atmore, Ala., they were able to obtain coverage from Blue Cross and Blue Shield of Alabama, she said.
+Premiums were $800 a month last year and increased $100, or 12.5 percent for 2006. She said Mr. Lassiter had to skip his annual CT scan last fall while he waited a year before the new coverage kicked in. ''We couldn't afford the cost of the scan,'' Mrs. Lassiter said.
+Chart ''COST OF HEALTH COVERAGE FOR FAMILIES''
+Graph tracks workers' share and companies' share since 1999.
+2006
+Workers' share: $2,973
+Companies' share: $8,508
+(Source by Kaiser Family Foundation)(pg. C1)
+Chart ''Still Going Up but Not as Fast''
+The cost of health insurance premiums rose 7.7 percent this year, the slowest growth since 1999, but that was still more than twice the pace of inflation or workers' earnings.
+Graph tracks change in cost of health insurance for family of four (including inflation, not including medical care* and change in workers' hourly earnings*) since 1988.
+*April to April
+(Sources by Kaiser Family Foundation; Haver Analytics; Bureau of Labor Statistics)(pg. C7)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Health+Care+Costs+Rise+Twice+as+Much+as+Inflation&title=New+York+Times&issn=03624331&date=2006-09-27&volume=&issue=&spage=C.1&au=Freudenheim%2C+Milt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 27, 2006","Tom Zimmerman said his family-owned business in Livonia, Mich., had been paying double-digit increases every year to Michigan Blue Cross and Blue Shield, until this year, when premiums rose only 2 percent. Even so, his company, Spectrum Automation, is spending $250,000 this year to cover 20 employees, he said. Employees pay about 16 percent of premiums, or about $3,497 of an average total of $11,793, for smaller companies with fewer than 200 workers in preferred provider networks, the most common type of health plan. Workers in larger companies contributed less to premiums: $2,628, and employers put in $9,124 for a total of $11,752. Billy Lassiter, an independent inspector of oil rigs in the Gulf of Mexico, had to give up his coverage for a year after his insurer raised the premiums to $1,800 a month and refused to pay about $5,000 in medical bills, according to Faye Lassiter, who keeps the accounts for her husband, who has overcome several bouts with lung cancer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Sep 2006: C.1.",11/15/17,"New York, N.Y.",United States US,"Freudenheim, Milt",New York Times Company,,Newspapers,433390008,"United States, New York, N.Y.",English,27-Sep-06,Health insurance; Inflation; Health care expenditures,New York Times,News,,,,,,,
+L.I.R.R. Set to Trim Staff to Reduce Deficit,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/l-i-r-set-trim-staff-reduce-deficit/docview/433128535/se-2?accountid=14586,"RIDERS on the Long Island Rail Road will see fewer humans and more machines next year. The railroad is moving to eliminate the jobs of 14 ticket collectors and train dispatchers by January, as part of a plan intended to reduce large deficits that the Metropolitan Transportation Authority has projected for 2007 and beyond.
+The job reductions were detailed in the railroad's preliminary budget for next year, which the authority released on July 27. Cutting the 14 positions -- 2 train dispatchers and 12 ticket collectors -- is expected to save $2.1 million a year. The jobs will be eliminated through retirement or attrition, not layoffs.
+The positions represent an almost negligible proportion of the railroad's work force, which comprises about 6,500 full-time jobs. ''Management has determined that on-board staffing can be modestly revised to generate savings,'' the railroad stated in an introduction to its preliminary budget.
+The railroad has long viewed on-board ticket sales as the least profitable and efficient, compared with sales at ticket windows and vending machines and through the mail or the Internet. With the vending machines increasingly prevalent, on-board sales have fallen sharply, from 10.9 percent of ticket revenues in January 2003 to 4.3 percent in March 2005.
+The railroad operates 140 full-service ticket machines and 36 machines that sell only daily tickets, but not weekly, 10-trip or monthly passes. It plans to add five full-service machines and 77 daily machines by the end of this year.
+It has also become costlier to buy a ticket on the train. In March, when the authority raised fares and tolls, the sales charge for purchasing a L.I.R.R. or Metro-North Railroad ticket on board, when there is no alternative, increased to $5, from $3. ''The overall desire is to have the customer buy the ticket prior to boarding the train,'' said Brian P. Dolan, a spokesman for the railroad.
+Less time spent selling tickets, he added, enables train crew members to focus on collecting tickets, making announcements and being visible to riders if they have questions or if there is an emergency.
+The railroad's train crews traditionally have included an engineer, a conductor, an assistant conductor and several ticket collectors, or trainmen, but automation of ticket sales has prompted the railroad to rethink the size of the crews.
+In New York City, the removal of conductors from several subway lines, usually on short lines and during nights and weekends, has been controversial. But an advocate for Long Island Rail Road riders said he did not think the reductions would affect the quality of service.
+''Some of the trains are overstaffed and don't need the number of ticket collectors that they have,'' said the advocate, Gerard P. Bringmann, of Patchogue, who is vice chairman of the Long Island Rail Road Commuters Council, a state-sponsored advocacy group.
+But Michael J. Canino, the general chairman of five locals of the United Transportation Union, which represents about 2,800 employees on the Long Island Rail Road, said the planned job cuts were inconsistent with the authority's counterterrorism program, which tells riders: ''If you see something, say something.''
+''This is the worst time you could pick to cut on-board personnel,'' said Mr. Canino, who began his career in 1976 as a trainman and was promoted to conductor in 1981. ''The collectors serve as eyes and ears, as well as collecting fares. They are a first line of defense against terrorism.''
+Mr. Dolan said he disagreed. ''This is a minimal reduction, and in fact, train crew members will be more efficient and visible by not being bogged down by ticket sales,'' he said.
+In addition to the job reductions, the authority also announced a plan to use $2 million of the surplus on immediate service and security improvements, including an intensive cleaning program on the New York City subways.
+Part of that money will be used to add three trains to the daily schedule of the Long Island: two city-bound trains during the morning rush, on the Montauk and Ronkonkoma branches, and a midafternoon train to Ronkonkoma, from either Pennsylvania Station or Atlantic Terminal.
+The railroad also expects to raise $500,000 next year, and $1 million a year starting in 2007, from renegotiating parking-lot leases at eight stations that are controlled by municipalities: Hicksville, Bethpage, Massapequa, Farmingdale, Huntington, Massapequa Park, Port Washington and Wantagh.
+At one popular station, Ronkonkoma, parking fees may be increased. Riders may notice those changes more than the removal of ticket collectors, Mr. Bringmann said. ''I haven't heard too many people complaining about the cost of parking, but if the L.I.R.R. raises the fees, they might start,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=L.I.R.R.+Set+to+Trim+Staff+to+Reduce+Deficit&title=New+York+Times&issn=03624331&date=2005-08-07&volume=&issue=&spage=14LI.4&au=Sewell%2C+Chan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 7, 2005","The railroad has long viewed on-board ticket sales as the least profitable and efficient, compared with sales at ticket windows and vending machines and through the mail or the Internet. With the vending machines increasingly prevalent, on-board sales have fallen sharply, from 10.9 percent of ticket revenues in January 2003 to 4.3 percent in March 2005. It has also become costlier to buy a ticket on the train. In March, when the authority raised fares and tolls, the sales charge for purchasing a L.I.R.R. or Metro-North Railroad ticket on board, when there is no alternative, increased to $5, from $3. ''The overall desire is to have the customer buy the ticket prior to boarding the train,'' said Brian P. Dolan, a spokesman for the railroad. The railroad's train crews traditionally have included an engineer, a conductor, an assistant conductor and several ticket collectors, or trainmen, but automation of ticket sales has prompted the railroad to rethink the size of the crews.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Aug 2005: LI.4.",11/15/17,"New York, N.Y.",Long Island New York,"Sewell, Chan",New York Times Company,,Newspapers,433128535,"United States, New York, N.Y.",English,7-Aug-05,Railroads; Downsizing; Budget deficits,New York Times,News,,,,,,,
+Malfunction Briefly Halts Trading on Big Board,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/malfunction-briefly-halts-trading-on-big-board/docview/433100326/se-2?accountid=14586,"Systems running the New York Stock Exchange shut down abruptly yesterday, halting all trading for about 12 minutes before the 4 p.m. close. The disruption created a moment of chaos on trading floors, raising questions about the adequacy of the exchange's backup systems.
+On desks up and down Wall Street, traders stared at frozen computer screens as the exchange gave mixed signals about whether trading would be restarted after 4 p.m. Ultimately the Big Board decided to reopen today at its regular time, 9:30 a.m.
+Exchange officials said the systems restarted shortly after shutting down, but because the trading day was over, they did not resume trading. The officials received notice of the disruption and decided to halt trading four minutes before the official close.
+''The N.Y.S.E. halted trading at 3:56 p.m. (E.S.T.) today due to a communications problem,'' the exchange, the world's largest, said in a brief statement issued after 5 p.m.
+While the disruption was brief, the malfunction unnerved some in the market.
+''It's frightening when the national market system goes down,'' said Meyer Frucher, the chairman of the Philadelphia Stock Exchange, which like all regional exchanges is linked to the Big Board. ''Any system can fail and at some point any system will fail. But these systems should be backed up. There should be redundancy.''
+Specifically, the Secure Financial Transaction Infrastructure, or S.F.T.I., a communication system that connects users to the stock exchange, clearing systems and market data, failed, said a person briefed on the events who asked not to be named.
+The S.F.T.I. network is run by the Securities Industry Automation Corporation, or SIAC, a joint venture owned two-thirds by the New York Stock Exchange and a third by the American Stock Exchange. SIAC is the technology hub of all trading, running the ''computer systems and communications networks that power the two exchanges and disseminate U.S. market data worldwide,'' according to SIAC's Web site.
+The S.F.T.I. network was constructed after the Sept. 11 attacks to ensure that there would be a back-up communications system if regular trading networks failed.
+Hedge fund traders and mutual funds reported surprise and annoyance, but there seemed to be no major problems as a result.
+The closing trade became the last trade of the day and any standing orders were canceled, said an N.Y.S.E. spokesman.
+''There will be some back-office glitches tomorrow,'' said Andy Brooks, head of trading for T. Rowe Price, the mutual fund manager. ''But over all it will be fine.''
+One hedge fund trader who asked not to be named said, ''It's certainly an inconvenience for us, but nothing fatal.''
+Mutual fund managers like T. Rowe need to calculate the daily net asset value of their portfolios using closing stock prices, but Mr. Brooks said that T. Rowe would probably just use the last trade on record for any N.Y.S.E. stocks held by its funds. ''We have processes in place,'' he said.
+In September, Robert Britz, president and co-chief operating officer of the exchange, testified before Congress that the Big Board had invested more than $100 million since Sept. 11 to ''prevent and/or recover from an interruption to our market.''
+The last technical disruption to trading was in June 2001, when a failed software upgrade left investors unable to trade shares for nearly an hour and a half after the opening.
+Yesterday's breakdown puts the exchange's recent shift to more electronic trading in something less than its best light.
+Indeed, the halt came on the same day that William H. Donaldson, who as chairman of the Securities and Exchange Commission had pushed a new set of trading rules that is driving the exchange's focus on electronic trading, announced that he would resign.
+Lazlo Birinyi, of Birinyi Associates in Westport, Conn., said, ''If we go to a world without a trading floor and its all electronic, I think the systemic risk increases because who are you going to blame in a situation like this?''
+Photograph After a disruption yesterday, officials at the New York Stock Exchange formally halted trading four minutes before the official close. (Photo by Gregory Bull/Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Malfunction+Briefly+Halts+Trading+on+Big+Board&title=New+York+Times&issn=03624331&date=2005-06-02&volume=&issue=&spage=C.3&au=Anderson%2C+Jenny%3BRiva+D.+Atlas+and+Jonathan+Fuerbringer+contributed+reporting+for+this+article.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 2, 2005","''The N.Y.S.E. halted trading at 3:56 p.m. (E.S.T.) today due to a communications problem,'' the exchange, the world's largest, said in a brief statement issued after 5 p.m. The S.F.T.I. network is run by the Securities Industry Automation Corporation, or SIAC, a joint venture owned two-thirds by the New York Stock Exchange and a third by the American Stock Exchange. SIAC is the technology hub of all trading, running the ''computer systems and communications networks that power the two exchanges and disseminate U.S. market data worldwide,'' according to SIAC's Web site. Mutual fund managers like T. Rowe need to calculate the daily net asset value of their portfolios using closing stock prices, but Mr. [Andy Brooks] said that T. Rowe would probably just use the last trade on record for any N.Y.S.E. stocks held by its funds. ''We have processes in place,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 June 2005: C.3.",11/15/17,"New York, N.Y.",,"Anderson, Jenny; Riva D. Atlas and Jonathan Fuerbringer contributed reporting for this article.",New York Times Company,,Newspapers,433100326,"United States, New York, N.Y.",English,2-Jun-05,Securities trading; Failure,New York Times,News,,,,,,,
+Helping Small Businesses Get the Growth Capital They Need,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/helping-small-businesses-get-growth-capital- they/docview/433036523/se-2?accountid=14586,"THE growth of J.D'Addario & Company into a giant in musical-instrument accessories is a result of strategic planning and targeted marketing. But the loans arranged for the company by the Long Island Development Corporation cannot be underestimated.
+''The L.I.D.C. helped to get us off the ground,'' said John D'Addario Jr., the executive vice president. ''They helped us with the financing we needed to build new facilities,'' he said, by assisting in getting three Small Business Administration loans.
+J.D'Addario, based in Farmingdale, makes strings for musical instruments. In 1980, the year it received a $175,000 Small Business Administration loan, which helped pay for the construction of a 25,000-square-foot headquarters, the company had 110 employees and sales of about $5 million.
+By its third S.B.A. loan in 1989 -- for $220,000, to build a 14,000-square-foot building for the automation and printing divisions -- the company had more than doubled its number of employees, to 225, and sales had tripled, to $15 million.
+Today, the company has 950 employees, and sales last year totaled about $94 million.
+J.D'Addario is among the companies, including Sleepy's, Uncle Wally's and Gold's Pure Food Products, that have grown because of loan programs assembled by the development corporation.
+''They were with us, providing us with the right financial help when we needed it most,'' Mr. D'Addario said.
+This year marks 25 years in business for the nonprofit private development corporation, which has closed 1,028 small-business loans worth more than $475 million. Loans worth another $100 million have been approved but have not yet closed.
+''The mission has always been the same -- it's about small businesses investing in capital assets,'' said Roslyn Goldmacher, a founder, the president and the chief executive of the development corporation. ''If they do, they expand, create more jobs and invest in the Long Island economy. It's just a win-win situation.''
+The corporation, based in Bethpage, has 22 employees and offers a variety of loans to businesses, including its most popular, the government-backed Small Business Administration 504 loan.
+The S.B.A. 504 program works like this: The borrower puts down 10 percent, the development corporation picks up 40 percent and a bank covers the remaining 50 percent. The development corporation's money comes from government-backed bonds that have been pooled nationally by other providers in the S.B.A. 504 program and then sold to institutional investors. The loans are capped at different amounts depending on the type of business, ranging from $10,000 to $1 million.
+''It's a program that doesn't require small businesses to sink a lot of their cash into the investment of capital assets and allows them to continue to operate smoothly,'' Ms. Goldmacher said.
+The development corporation's loan programs have also helped to attract and retain businesses.
+Last year, a $1 million S.B.A. loan helped the Lanco Corporation, a chocolate manufacturer, buy a 70,000-square-foot plant in Hauppauge and expand it by another 50,000 square feet.
+''They made doing business in New York possible,'' said Brian Landow, Lanco's president. ''Our new building allows us to keep operations here.''
+Steven Gold, an owner of Gold's Pure Food Products, which makes prepared horseradish and other condiments, said that in the early 1990's the company was considering whether to expand its plant in Brooklyn or relocate. The development corporation's financial plan lured the company to Hempstead.
+''The Long Island Development Corporation made it really easy for us,'' Mr. Gold said. ''They did all the work and gave it to us on a platter, and we came.''
+The development corporation's list of loan programs includes the Long Island Minority and Women Entrepreneurial Loan Fund, which offers loans up to $50,000 for businesses owned by women or members of minorities, and the Long Island Small Business Assistance Corporation, which offers loans up to $10,000 for businesses owned by women.
+The development corporation has also helped Long Island businesses win more than $1 billion in government and private contracts under a procurement technical-assistance program, which it created with the Defense Department in 1986.
+In 1994 the development corporation started working with Fireworks by Grucci, in Brookhaven, and helped it win a $1.3 million contract to make simulated missiles for Army training exercises. The company has continued to work with the military.
+''This has been an excellent for us, and we are thankful to the L.I.D.C. for helping us to get started,'' said Phil Grucci, the executive vice president of Fireworks by Grucci. ''Without their help we would never be working with the government.''
+Matthew Crosson, the president of the Long Island Association, the largest business organization in Nassau and Suffolk, described the development corporation as a ''bedrock institution on Long Island.''
+''It's the place where small business can turn to for financial help and get it,'' Mr. Crosson said. ''Roz and her staff are spectacular.''
+But Ms. Goldmacher never planned on a career in the financial world.
+She received a bachelor's degree from Cornell University's School of Industrial and Labor Relations in 1975 and imagined a career as a union leader or organizer. She then studied labor law at Hofstra and began working closely with Irving Rome, a lawyer who was involved with the Long Island Economic Development Corporation. Steve Gurian, a former Unisys lawyer, was its president.
+Ms. Goldmacher received her law degree in 1978 and started her own practice, and she slowly grew enamored of the financing aspects of economic development. She founded the Long Island Development Corporation in 1980 with Mr. Rome and Mr. Gurian, both of whom have since died.
+She managed to balance practicing law and working at the development corporation for years, but in 1990 she decided to work for the L.I.D.C. full time.
+''I never thought I would be doing this at all and never imagined giving up my career as a lawyer,'' she said, ''but now I can't see myself doing anything else.''
+Photograph Roslyn Goldmacher is the president and chief executive of the Long Island Development Corporation. Douglas Asofsky, center, is the chairman, and Irving Borman is the executive vice president. (Photo by Phil Marino for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Helping+Small+Businesses+Get+the+Growth+Capital+They+Need&title=New+York+Times&issn=03624331&date=2005-04-24&volume=&issue=&spage=14LI.8&au=Mancini%2C+Rosamaria&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 24, 2005","By its third S.B.A. loan in 1989 -- for $220,000, to build a 14,000-square-foot building for the automation and printing divisions -- the company had more than doubled its number of employees, to 225, and sales had tripled, to $15 million. The S.B.A. 504 program works like this: The borrower puts down 10 percent, the development corporation picks up 40 percent and a bank covers the remaining 50 percent. The development corporation's money comes from government-backed bonds that have been pooled nationally by other providers in the S.B.A. 504 program and then sold to institutional investors. The loans are capped at different amounts depending on the type of business, ranging from $10,000 to $1 million. Last year, a $1 million S.B.A. loan helped the Lanco Corporation, a chocolate manufacturer, buy a 70,000-square-foot plant in Hauppauge and expand it by another 50,000 square feet.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Apr 2005: LI.8.",11/15/17,"New York, N.Y.",Long Island New York,"Mancini, Rosamaria",New York Times Company,,Newspapers,433036523,"United States, New York, N.Y.",English,24-Apr-05,Small business loans; Community development corporations,New York Times,Feature,,,,,,,
+Credit Terms Reflect Weakness at ABB,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/credit-terms-reflect-weakness-at-abb/docview/432265418/se-2?accountid=14586,"ABB, the troubled Swiss industrial equipment maker, revealed today just how shaky its financial situation had become when it disclosed the terms of its latest revolving-credit agreement with lenders.
+For the first time in its history, ABB had to pledge assets to secure the $1.5 billion credit line. And even with collateral, ABB had to agree to pay an interest rate one percentage point higher than before.
+Financially, ABB faces a lot of unpleasant unfinished business. It is expected to post a loss for the year and to put an American subsidiary, Combustion Engineering, into Chapter 11 bankruptcy court protection in the next few months because of asbestos liability. Beyond that, it must sell assets to service its other debts and cut costs to get its core businesses of electric-power and automation equipment back to profitability -- steps made more difficult and less fruitful by sour market conditions.
+''The risks are still quite high for ABB,'' said Mark Diethelm, who follows the company for Zurcher Kantonalbank. ''The environment isn't good.''
+A consortium of 20 banks, including Citigroup, Credit Suisse and Barclays, arranged the new revolving credit line to replace an expiring one. It will be backed by assets that include ABB's oil, gas and petrochemicals division, valued by analysts at about $1.5 billion, and its smaller and less profitable building systems division. The banks' claim for repayment would come ahead of the bondholders' in the event of bankruptcy.
+ABB's credit rating has fallen below investment grade in recent months, and its stock has lost 70 percent of its value.
+ABB had to agree not to use the new money to buy back bonds and to submit to other covenants, including one requiring it to find a buyer for the oil and gas unit in 2003.
+The deal eases ABB's immediate liquidity problems, Peter Voser, the company's chief financial officer, said. ''We can focus on cost reduction and on our core businesses,'' he said.
+Analysts expressed relief, though they said there was much work still to do to turn ABB around. ''They got the deal done -- that's what's important,'' said Mark Wade, an analyst for Lehman Brothers in London.
+ABB has paid more than $900 million to asbestos claimants since it bought Combustion Engineering in 1990, after the unit had stopped using asbestos. ABB sold Combustion's operations but kept its liabilities.
+In October, ABB executives said they hoped to place the unit in a ''prepackaged'' Chapter 11 filing with the cooperation of creditors in the next four to six months, effectively sacrificing the unit's $800 million in assets and perhaps $300 million in additional cash to settle liabilities.
+But today, Mr. Voser told analysts in a conference call that it was not clear how the bankruptcy filing would be handled.
+Photograph ABB, a Swiss company, makes electrical equipment like this and other industrial products. It is struggling to return to profitability. (Bloomberg News)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Credit+Terms+Reflect+Weakness+at+ABB&title=New+York+Times&issn=03624331&date=2002-12-19&volume=&issue=&spage=W.1&au=Langley%2C+Alison&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 19, 2002","For the first time in its history, ABB had to pledge assets to secure the $1.5 billion credit line. And even with collateral, ABB had to agree to pay an interest rate one percentage point higher than before. Financially, ABB faces a lot of unpleasant unfinished business. It is expected to post a loss for the year and to put an American subsidiary, Combustion Engineering, into Chapter 11 bankruptcy court protection in the next few months because of asbestos liability. Beyond that, it must sell assets to service its other debts and cut costs to get its core businesses of electric-power and automation equipment back to profitability -- steps made more difficult and less fruitful by sour market conditions. ABB has paid more than $900 million to asbestos claimants since it bought Combustion Engineering in 1990, after the unit had stopped using asbestos. ABB sold Combustion's operations but kept its liabilities.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Dec 2002: W.1.",11/15/17,"New York, N.Y.",,"Langley, Alison",New York Times Company,,Newspapers,432265418,"United States, New York, N.Y.",English,19-Dec-02,Lines of credit; Industrial equipment; Losses; Bankruptcy,New York Times,News,,,,,,,
+Schneider Of France Is in Talks To Sell Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/schneider-france-is-talks-sell-unit/docview/432113019/se-2?accountid=14586,"The board of Schneider Electric is scheduled to meet on Monday to decide whether to enter into exclusive negotiations to sell its Legrand unit to Wendel Investissement, a French conglomerate, and Kohlberg Kravis Roberts, the private equity firm, for roughly 3.7 billion euros ($3.5 billion), people close to the negotiations said today.
+Schneider Electric, a French maker of automation and control devices, bought Legrand, a national rival, in July 2001 for 5.4 billion euros plus the assumption of 1.3 billion euros of debt. European regulators blocked the deal on antitrust grounds in October and ordered Schneider to sell Legrand by February. French law prohibits a company from making an offer conditional on regulatory clearance.
+Schneider, which is appealing the ruling, has since written down the value of Legrand by 1.4 billion euros. Any acquirer would assume 1.3 billion euros in debt.
+The European Court of First Instance is expected to offer its decision on the appeal in the fall.
+Schneider's chances for success seemed to increase this month when the court overturned the 1999 decision by European regulators to block Airtours, now called MyTravel, from acquiring First Choice Holidays. It was the first time a European court had overturned a decision by European Commission authorities in the 12 years the commission has been reviewing mergers.
+Schneider's chances, some analysts say, were also bolstered by the French government's decision to join in contesting the ruling.
+Schneider intends to make any deal to sell Legrand conditional on the outcome of the case, a person close to the company said.
+A spokeswoman for Schneider declined to comment on the legal proceedings or the potential sale.
+''It's a bit of a poker game,'' said Stephen Kinsella, an antitrust lawyer with Herbert Smith in Brussels who is not involved in the case. Mr. Kinsella said Schneider was probably using its stronger legal position as a bargaining chip with potential suitors. Striking a deal before the court rules on the appeal is smart, he said, because ''this is the point at which it looks least like a fire sale.''
+Still, Mr. Kinsella cautioned against holding up the Airtours case as a precedent for every appeal. In that ruling, though the court said regulators must do a better job proving their case, it did not address the methods competition regulators use to assess whether a deal would hinder competition.
+In blocking Schneider's acquisition of Legrand, regulators argued that the combination would hurt competition in several countries -- especially France, ''where the rivalry between the two companies has hitherto been the mainstay of competition.''
+But because many details of the case have not been made public, Mr. Kinsella said, it is nearly impossible to assess the thoroughness of regulators in this instance.
+Ever since Schneider was ordered to sell Legrand, it has been considering several options, including spinning off Legrand shares in a one-for-one swap to Schneider investors, or selling Legrand stock through a public offering, a person close to the company said. Schneider owns 98 percent of Legrand, with the remaining 2 percent held by other investors.
+Given that the stock markets have remained rocky, some analysts said an outright sale of the company made the most sense. Legrand has attracted several potential suitors in recent months, including Siemens, the German electronics company, and a private equity group made up of BC Partners and Cinven. Those firms have dropped out of the bidding for the moment, but BC Partners and Cinven could re-emerge as bidders if an agreement to negotiate exclusively with the Wendel-led consortium is not reached, a person close to the negotiations said.
+The group made up of Wendel and Kohlberg Kravis initially had two other private equity firms, Candover and Chevrillon, he said, but they also withdrew from the bidding.
+The Schneider talks were first reported in the French press.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Schneider+Of+France+Is+in+Talks+To+Sell+Unit&title=New+York+Times&issn=03624331&date=2002-06-21&volume=&issue=&spage=W.1&au=Kapner%2C+Suzanne&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 21, 2002","The board of Schneider Electric is scheduled to meet on Monday to decide whether to enter into exclusive negotiations to sell its Legrand unit to Wendel Investissement, a French conglomerate, and Kohlberg Kravis Roberts, the private equity firm, for roughly 3.7 billion euros ($3.5 billion), people close to the negotiations said today. Schneider Electric, a French maker of automation and control devices, bought Legrand, a national rival, in July 2001 for 5.4 billion euros plus the assumption of 1.3 billion euros of debt. European regulators blocked the deal on antitrust grounds in October and ordered Schneider to sell Legrand by February. French law prohibits a company from making an offer conditional on regulatory clearance. Ever since Schneider was ordered to sell Legrand, it has been considering several options, including spinning off Legrand shares in a one-for-one swap to Schneider investors, or selling Legrand stock through a public offering, a person close to the company said. Schneider owns 98 percent of Legrand, with the remaining 2 percent held by other investors.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 June 2002: W.1.",9/3/19,"New York, N.Y.",France,"Kapner, Suzanne",New York Times Company,,Newspapers,432113019,"United States, New York, N.Y.",English,21-Jun-02,Divestiture; Subsidiaries,New York Times,News,,,,,,,
+Oracle Meets Expectations For Net Profit,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/oracle-meets-expectations-net-profit/docview/432118531/se-2?accountid=14586,"The Oracle Corporation, the world's second-biggest software company, posted a net profit today that was down from last year but in line with Wall Street estimates, as quarterly revenue, compared with the previous year, fell for the fifth consecutive quarter.
+New software sales, an important measure of performance, were listed at $1.15 billion, which was better than expected.
+Shares of Oracle, which makes database and business-automation software, initially jumped more than 12 percent after the company posted its profits, but those gains were sharply cut after the chief financial officer, Jeffrey O. Henley, said the sales visibility going forward was ''very limited.'' He said software sales for the first quarter could be down as much as 25 percent from a year ago.
+Shares of Oracle last traded at $9.27 on the electronic trading system Instinet. In regular trading, shares fell 27 cents, to $8.93.
+Oracle, based in Redwood Shores, said its fiscal fourth-quarter net income had been $655.9 million, or 12 cents a share, compared with net income of $854.9 million, or 15 cents, a year earlier.
+Total revenue in the period ended May 31 was $2.77 billion, down from $3.29 billion a year ago.
+Revenue for database software was $904.3 million, down 29 percent from a year ago. Sales of applications -- software that automates things like accounting and customer service -- were $245.7 million, which was down 27 percent from a year ago but up from the prior quarter.
+Excluding a charge from Oracle's investment in Liberate Technologies, Oracle earned $760 million, or 14 cents a share, in the fourth quarter.
+Analysts' average prediction had been that Oracle would post a net profit of 12 cents a share on total sales of $2.55 billion, according to the research firm Thomson First Call. Wall Street's estimate was lower than Oracle's forecast from mid-March, when Mr. Henley said fourth-quarter earnings should be 13 cents or 14 cents a share.
+Mr. Henley told reporters today that the company expected ''marginal single-digit revenue growth'' in fiscal 2003.
+The revenue report came a day after California lawmakers wrapped up an inquiry into the state's $95 million contract with Oracle.
+Assemblyman Dean Florez, a Democrat who is chairman of the Joint Legislative Audit Committee, said on Monday in Sacramento that the inquiry showed the Oracle deal ''happened because of political influence and the influence of money.''
+Oracle has been on the defensive since April, when the state auditor said the contract had been rushed through without competitive bidding and with insufficient administrative oversight. The auditor said the contract would end up costing California taxpayers $41 million for software the state did not need.
+Oracle strongly defended the agreement and said it would save California tens of millions of dollars.
+But criticism of both the company and the administration of Gov. Gray Davis continued, particularly after disclosures that Oracle had pushed hard to have the contract signed and had shortly afterward made a large donation to Governor Davis's re-election campaign.
+The governor reacted by firing three officials involved in the deal, revamping the state's procedures for high-tech purchases and instructing aides to dismantle the Oracle deal.
+Credit: Reuters",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Oracle+Meets+Expectations+For+Net+Profit&title=New+York+Times&issn=03624331&date=2002-06-19&volume=&issue=&spage=C.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 19, 2002","Shares of Oracle, which makes database and business-automation software, initially jumped more than 12 percent after the company posted its profits, but those gains were sharply cut after the chief financial officer, Jeffrey O. Henley, said the sales visibility going forward was ''very limited.'' He said software sales for the first quarter could be down as much as 25 percent from a year ago. Excluding a charge from Oracle's investment in Liberate Technologies, Oracle earned $760 million, or 14 cents a share, in the fourth quarter. Analysts' average prediction had been that Oracle would post a net profit of 12 cents a share on total sales of $2.55 billion, according to the research firm Thomson First Call. Wall Street's estimate was lower than Oracle's forecast from mid-March, when Mr. Henley said fourth-quarter earnings should be 13 cents or 14 cents a share.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 June 2002: C.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432118531,"United States, New York, N.Y.",English,19-Jun-02,Financial performance; Company reports; Software industry,New York Times,News,,,,,,,
+ABB Plans to Sell Part of Its Financial Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/abb-plans-sell-part-financial-unit/docview/432063287/se-2?accountid=14586,"The struggling European engineering giant ABB Ltd. said today that it was in advanced talks to sell part of its financial services division, a move analysts say is crucial to rehabilitating the company's frayed finances.
+The announcement came on the eve of a meeting between ABB executives and the company's lenders over its credit line, endangered by recent cuts in its credit rating. The company, formed in 1988 by a merger of Asea of Sweden and Brown Boveri of Switzerland, said today that it had obtained commitments from three lenders -- Barclays, Citigroup and Credit Suisse First Boston -- to underwrite its $3 billion credit line.
+The company said it also planned to raise $2 billion through a bond issue to shore up its cash position. As it struggles to reduce its $4 billion in debts, ABB has had trouble selling unsecured notes, known as commercial paper, and has been forced to draw on its credit line to finance operations.
+For a company that once won wide praise for consciously patterning its strategy on that of General Electric, having to dismantle itself is a galling reversal, but one that analysts said could no longer be avoided after ABB posted a $691 million loss last year. The company's main markets, for power systems and equipment, industrial automation and controls, have all slumped, and its managers have been searching for the right formula to to overcome both the tough market conditions and its own miscalculations.
+As recently as 2000, ABB was a powerhouse with 160,000 workers, healthy profits and a $30 billion market capitalization. Since then its value has fallen by two-thirds, largely because of mounting exposure to asbestos litigation in the United States.
+The liabilities were acquired in a wave of acquisitions masterminded by Percy Barnevik, the longtime chief executive, when the company bought Combustion Engineering of Connecticut. The unit was later sold, but ABB remained responsible for more than 90,000 asbestos lawsuits against the unit that came to light only when ABB listed its stock on the New York Stock Exchange last year.
+Analysts say the company's provision of $940 million for the liability may be only half what is ultimately required. And investors have winced at other embarrassing news from ABB, like the extremely generous pension payouts to Mr. Barnevik and his successor, Goran Lindahl; the board's unusual public demand that the men return the money; and accusations in Germany that the company paid bribes to win contracts to build incinerators.
+ABB's new chairman, Jurgen Dormann, said in a recent interview that the company was ''looking at our portfolio -- it's too broad.'' He said that it would be logical to sell at least part of the financial services unit, which juts awkwardly out of the streamlined structure Mr. Dormann and his aides envisioned. ''The division was linked to the power generation business in the days when a portion of such projects had to be financed,'' he said. ''The base for that business is gone.''
+The unit had been consistently profitable until last year, when it wrote off $433 million in insurance losses and posted a loss. In 2000, the unit supplied one-third of the group's profits.
+Peter Voser, the chief financial officer, said ABB expected to complete the sale of the structured finance part of the unit, with loans and receivables of about $3 billion, in the third quarter. The company did not name the prospective buyer.
+Christopher Heminway, an analyst at Lehman Brothers, said such a sale would be helpful.
+''ABB has masses of assets which, right now, are mismatched with their debts,'' Mr. Heminway said. ''They have short-term debts, which they need to reduce, but they can't sell their assets quickly.''
+An analyst at another brokerage firm said, however, that the sale and the bond issue struck him as mere rearranging of pieces on a financial chessboard, with the underlying problems left unaddressed.
+Mr. Voser said the three banks' underwriting agreement for the credit line will be presented to ABB's other 21 lenders on Wednesday. Even if the banks stick with ABB, though, institutional investors may still have problems with the company's lowered credit standing, now rated A by Standard & Poor's and Baa2 by Moody's Investors Service. For example, if the ratings fall any lower, many Swiss pension funds will restrict their holdings of ABB.
+''We are thinking about selling our investment,'' said Dominique Biedermann, head of the Ethos Foundation, one such fund. Ethos's ABB stake is small -- just $5 million -- he said, but ''we're not feeling very secure about it.''
+Chart ''Finding a Piece to Detach''
+ABB's seven core businesses are partly organized by product category and partly by the industries the group serves. Analysts say financial services is the easiest unit to sell.
+ABB FINANCIAL SERVICES
+2001 revenue: $2.4 billion
+POWER TECHNOLOGY PRODUCTS
+$4.0 billion
+AUTOMATION TECHNOLOGY PRODUCTS
+$5.2 billion
+Engineering and automation for:
+UTILITIES
+$5.6 billion
+PROCESS INDUSTRIES
+$3.4 billion
+MANUFACTURING AND CONSUMER INDUSTRIES
+$4.8 billion
+OIL, GAS AND PETROCHEMICALS
+$3.5 billion
+Figures include sales to other ABB units.
+(Source: ABB)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABB+Plans+to+Sell+Part+of+Its+Financial+Unit&title=New+York+Times&issn=03624331&date=2002-04-03&volume=&issue=&spage=W.1&au=Olson%2C+Elizabeth&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 3, 2002","The announcement came on the eve of a meeting between ABB executives and the company's lenders over its credit line, endangered by recent cuts in its credit rating. The company, formed in 1988 by a merger of Asea of Sweden and Brown Boveri of Switzerland, said today that it had obtained commitments from three lenders -- Barclays, Citigroup and Credit Suisse First Boston -- to underwrite its $3 billion credit line. The liabilities were acquired in a wave of acquisitions masterminded by Percy Barnevik, the longtime chief executive, when the company bought Combustion Engineering of Connecticut. The unit was later sold, but ABB remained responsible for more than 90,000 asbestos lawsuits against the unit that came to light only when ABB listed its stock on the New York Stock Exchange last year. Mr. [Peter Voser] said the three banks' underwriting agreement for the credit line will be presented to ABB's other 21 lenders on Wednesday. Even if the banks stick with ABB, though, institutional investors may still have problems with the company's lowered credit standing, now rated A by Standard & Poor's and Baa2 by Moody's Investors Service. For example, if the ratings fall any lower, many Swiss pension funds will restrict their holdings of ABB.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Apr 2002: W.1.",11/15/17,"New York, N.Y.",,"Olson, Elizabeth",New York Times Company,,Newspapers,432063287,"United States, New York, N.Y.",English,3-Apr-02,Divestiture; Financial services; Subsidiaries; Strategic planning,New York Times,News,,,,,,,
+Drawn to the Hearth's Electronic Glow,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/drawn-hearths-electronic-glow/docview/431966958/se-2?accountid=14586,"WHEN Rick Rombach was looking for a house 18 months ago, he had one particular requirement. It needed a room he could dedicate to his home theater.
+Mr. Rombach and his wife, Carrie Roberts Rombach, wound up buying a 12-room house in Berkeley that fit the bill -- but only after they knocked out a wall to combine two rooms and created a 20-by-15-foot home theater. The centerpiece is a 110-inch high-definition screen that comes as close to recreating the experience of sitting in a multiplex cinema as one can hope to accomplish. All that is missing is the sticky floor.
+What started out in the 1980's as a mild trend, with the introduction of the first audio products that had connections to video equipment, has exploded into a full-blown marketing concept, if not an obsession.
+At the Consumer Electronics Show this month in Las Vegas, a sizable chunk of exhibit space was devoted to the many parts that compose a home theater: flat screens, plasma screens, gigantic televisions, high-definition televisions, speakers of every size and shape, receivers, reclining chairs with cup holders, remote controls, equipment racks designed to blend in with any home decor, and the wires and cables to knit them together.
+And while the Rombachs' elaborate setup cost around $35,000, such outlays are fast becoming the exception as home theaters move beyond the domain of the wealthy and into the realm of average consumers, with price tags in the area of $1,000.
+Roughly speaking, a home theater is defined as a setup with at least a 27-inch television, an audio-video receiver that includes surround-sound processing, a videocassette recorder or DVD player and four or more speakers, all placed strategically around the room.
+According to estimates by Odyssey, a market research firm in San Francisco, some 25 percent of American households now have a home theater, and 37 percent of households have a television with a screen 30 inches or larger.
+''Television is the 3,000-pound gorilla in the American home,'' said Nick Donatiello, president and chief executive of Odyssey. ''Everything else pales in comparison, both in terms of how much it's used and how it's thought about, because it's the primary delivery mechanism for entertainment.''
+But the real explosion, and the main catalyst for the home theater craze, is in the sale of DVD players, which were one of the most popular consumer electronics items at Christmas. Odyssey estimates that some 30 percent of households now own a DVD player, compared with 2 percent three years ago. DVD players produce better sound and pictures than VCR's, spurring many consumers to upgrade their equipment.
+The stay-at-home trend after the Sept. 11 attacks has helped feed the home-theater demand. ''When travel dollars dropped off dramatically, it was clear that people were spending more time doing things at home, and presumably one of those things would be watching movies,'' said Rob Enderle, a research fellow at Giga Information Group in Santa Clara, Calif.
+Sometimes, as with the Rombachs, the home theater is in a dedicated room. Some well-to-do clients are asking architects to incorporate such a space, also called a media room, into home designs. ''It's definitely a happening thing,'' said Norman Cox, an architect in Manhattan. ''Especially people building big, 15,000-to-20,000-square-foot houses, it's very common to have a specialized room for watching films.''
+But more often, a den or family room doubles as the home theater. And there is no shortage of marketing strategy behind the term itself. ''It's really just a stereo with a different marketing message,'' Mr. Enderle said. ''It's basically the stores trying to get you to buy a new stereo before you would otherwise be ready to do so.''
+Not surprisingly, perhaps, home theaters have become the entertainment equivalent of car fixations. Matt Dever, vice president for product planning at Pioneer Electronics' home entertainment division in Long Beach, Calif., said 85 percent of those buying Pioneer's home theater products are men.
+Chaz Seale, a savings and loan executive who lives in Moraga, Calif., just east of here, and the proud new owner of a home theater setup costing less than $800 (television not included), fits that profile. ''Guys like to do things like this,'' he said. ''It makes them feel useful, like they've been off hunting all day long, or whatever guys do.''
+Such was the anthropology of the Rombach household. Mr. Rombach, president of Working Machines, a warehouse automation company, was determined to knock out walls and go to Los Angeles to retrieve the projector he found on eBay for $11,000 -- a dealer's demo model that retails for $25,000 -- all in pursuit of the perfect home theater.
+Ms. Roberts Rombach was a hard sell at first. But after the system was installed and they watched their first movie, ''The Perfect Storm,'' she quickly came around. ''I've been in awe of it ever since,'' she said. Even the 32-inch television upstairs in the living room now falls short. ''I'm ruined for life,'' she said.
+Yet another driving force is that home electronics manufacturers have made it enticingly easy for consumers. Walk into any Good Guys or Circuit City, and you will have about a half-dozen home-theaters-in-a-box to choose from, ranging from $500 to $1,500.
+Kevin Law, an assistant television production coordinator in Los Angeles, received a Pioneer home theater in a box as a Christmas gift from his girlfriend. The best thing about it, he said, is the compact size. ''I don't have the biggest bedroom,'' he said, ''and it replicates the sounds of a bigger system in a much smaller space.''
+For Mr. Seale, it was the Panasonic DVD player he got for Christmas that sent him to Best Buy in search of a full-blown home theater. He ended up buying a Sony system. Hooking things up to his 27-inch TV took about two hours. ''We stopped to watch television in between,'' he confessed.
+Among the features included in his setup is a subwoofer, which no home-theater enthusiast can be without. The subwoofer is the large speaker that creates the deep bass of an explosion, the chop-chop sound produced by a helicopter's rotor or the low rumble of Panzer tanks. It takes the low-frequency load off the other speakers, allowing them to be smaller and sound better.
+For all the convenience of the prepackaged systems, buyers may still face pressure to spend more. Most systems, for example, include speaker wire and the cables that connect components, yet lengthier wires are often needed. And salespeople will occasionally talk up the virtues of $100-a-foot cable that they claim will improve sound quality.
+''If you go out there like a sheep waiting to be shorn, there's no limit to the amount of money you can spend,'' said Robert Pease, a staff scientist at National Semiconductor, who is an expert on wiring.
+Still, the advantages over commercial theaters are obvious. Watch a film from within the confines of your own domestic fortress and you are spared the annoyance of being seated directly behind tall hair or directly in front of someone with a dangerously contagious-sounding cough. You needn't listen to others crinkle their candy wrappers. And blessedly absent is the know-it-all offering a running commentary for all those nearby.
+So is the home-theater phenomenon adding to the continuing dissolution of community, feeding what Robert Putnam, a Harvard professor of public policy, called the ''bowling alone'' syndrome?
+''One of the few remaining public spaces where people still encounter people who are strangers is the movie theater,'' said Robert Kubey, an associate professor of communication at Rutgers University and an expert on the effects of television viewing.
+Yet he does not think home theaters are adding to social isolation. ''I think it can be a good thing to the degree that people use it socially, for having friends over,'' he said. ''I'd love to have that, if you have room in your house for it.''
+And the growth of home theaters does not appear to signal that fewer people are going out to the movies -- at least not yet.
+Mr. Donatiello of Odyssey said that just as video rentals failed to make much of a dent in box-office sales, film studios have continued to hone their strategy for luring people to first-run films.
+''The studios have done a very good job of creating these windows,'' he said. ''There's the theater window, the airplane and video rental, then the video purchase and pay-per-view. They've done a pretty good job of figuring out how to maximize all of this.''
+The Rombachs say they still go to movies. But they concede that it is harder to justify going out to a first-run film when they can just wait a few months for it to come out on DVD. Besides, the parking is easier.
+Photograph SCREENING ROOM -- Chaz Seale of Moraga, Calif., left, set up his home theater using a 27-inch TV on a shelf. Richard Rombach and his wife, Carrie Roberts Rombach, of Berkeley, Calif., set aside a whole room. (Photographs by Peter DaSilva for The New York Times)(pg. G7)
+Drawing (Bob Scott)(pg. G1)
+Chart PANASONIC DVD PLAYER CV51: $229
+SONY HOME THEATER SYSTEM HT-DDW830: $399
+INCLUDES:
+1. Dolby Digital DTS and Dolby Pro Logic Receiver
+2. Digital Cinema Sound System
+3. Five-Speaker Satellite System
+4. Active Subwoofer
+27-INCH PANASONIC TV (SIX YEARS OLD): $500
+OPTICAL CABLE AND TWO SETS OF AUDIOVISUAL CONNECTIONS: $150
+RUNCO 991 ULTRA CRT PROJECTOR (DEMO, ON EBAY): $11,000
+FAROUDJA DVP 3000 VIDEO PROCESSOR (DEMO, ON EBAY): $15,000
+STEWART SCREEN: $2,000
+SONY S-7700 DVD: $1,000
+RCA HDTV SATELLITE RECEIVER: $500
+DENON AVR-5700 THX RECEIVER: $2,500
+THIEL 2.2 FRONT LOUDSPEAKERS: $3,000
+THIEL SCS 2 CENTER SPEAKER: $3,000
+OHM REAR SPEAKERS: $1,000
+VELODYNE SUBWOOFER: $1,000
+(pg. G7)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Drawn+to+the+Hearth%27s+Electronic+Glow&title=New+York+Times&issn=03624331&date=2002-01-24&volume=&issue=&spage=G.1&au=Hafner%2C+Katie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Perio dicals--United States,3624331,"Copyright New York Times Company Jan 24, 2002","While the Rombachs' elaborate setup cost around $35,000, such outlays are fast becoming the exception as home theaters move beyond the domain of the wealthy and into the realm of average consumers, with price tags in the area of $1,000. the real explosion, and the main catalyst for the home theater craze, is in the sale of DVD players, which were one of the most popular consumer electronics items at Christmas. Odyssey estimates that some 30 percent of households now own a DVD player, compared with 2 percent three years ago. DVD players produce better sound and pictures than VCR's, spurring many consumers to upgrade their equipment. Such was the anthropology of the Rombach household. Mr. Rombach, president of Working Machines, a warehouse automation company, was determined to knock out walls and go to Los Angeles to retrieve the projector he found on eBay for $11,000 -- a dealer's demo model that retails for $25,000 -- all in pursuit of the perfect home theater.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Jan 2002: G.1.",3/19/20,"New York, N.Y.",,"Hafner, Katie",New York Times Company,,Newspapers,431966958,"United States, New York, N.Y.",English,24-Jan-02,Entertainment technology & design; High definition television; Trends; Home entertainment industry; Social isolation; High definition television--HDTV,New York Times,Feature,,,,,,,
+New F.A.A. Computers on the Job in Syracuse,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-f-computers-on-job-syracuse/docview/431334231/se-2?accountid=14586,"A new computer system for air traffic control -- so far behind schedule that last year federal officials gave up predicting when it would be finished -- has begun service in Syracuse.
+But the system, for use in airport towers and low-altitude radar centers, still runs too slowly when it tracks hundreds of planes, and so is not ready for busy air traffic offices.
+The computer system -- called the Standard Terminal Automation Replacement System, or Stars -- was nearly 20 years in the making and will be formally unveiled at a ceremony in Syracuse today. It runs on off-the-shelf computer components, replacing computers for which spare parts are no longer available, according to the Federal Aviation Administration.
+For many organizations this would be an unremarkable improvement, but in the air traffic system, which is prone to delays induced by equipment failure, government officials say this is a major step forward.
+But the Stars system comes too late to help one of the busiest control centers, the New York Terminal Radar Approach Control, in Westbury on Long Island, which also has a critical shortage of spare parts because of the age of its equipment. So the F.A.A. has begun a more complicated replacement program at that center, using a stopgap system intended to last until Stars is ready for heavy-duty applications. The first new screens for the interim system arrived at the Westbury center a few days ago for testing and evaluation.
+Among the immediate refinements of Stars are bigger, clearer computer screens that can show colors, which will let controllers see weather information that includes the intensity of winds or rain, as well as the location of bad weather.
+In coming months, the new system will accept additional software and give controllers new tools in a way that the old systems could not, according to air traffic control experts. For example, the F.A.A. plans to add a software system invented by the National Aeronautics and Space Administration that looks at a stream of arriving or departing aircraft and suggests the order in which airplanes should be arranged.
+The system is in use in Dallas, one of the few airports with air traffic control computers that can accept new software, and has allowed an additional 12 landings or takeoffs per hour, according to the F.A.A.
+The new equipment can combine data from several radar sources, experts say. It can combine, for example, information from a radar source that looks at planes in flight with another that follows objects on the ground, such as taxiing aircraft, fuel trucks or construction equipment.
+The Stars system went into service in Syracuse on Jan. 12, although old equipment is still available in case the new system fails. It went into service on a similar basis in El Paso on Dec. 10.
+Stars is supposed to go into about 172 F.A.A. towers and terminal radar approach controls, which handle low-altitude traffic a little farther from the airports, plus about 199 towers and approach controls operated by the Defense Department. Large-scale installations, however, will not begin until next year, according to current plans. The F.A.A.'s total costs are about $1 billion.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+F.A.A.+Computers+on+the+Job+in+Syracuse&title=New+York+Times&issn=03624331&date=2000-01-28&volume=&issue=&spage=B.9&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York T imes Company Jan 28, 2000","The computer system -- called the Standard Terminal Automation Replacement System, or Stars -- was nearly 20 years in the making and will be formally unveiled at a ceremony in Syracuse today. It runs on off-the-shelf computer components, replacing computers for which spare parts are no longer available, according to the Federal Aviation Administration. But the Stars system comes too late to help one of the busiest control centers, the New York Terminal Radar Approach Control, in Westbury on Long Island, which also has a critical shortage of spare parts because of the age of its equipment. So the F.A.A. has begun a more complicated replacement program at that center, using a stopgap system intended to last until Stars is ready for heavy-duty applications. The first new screens for the interim system arrived at the Westbury center a few days ago for testing and evaluation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Jan 2000: B.9.",11/15/17,"New York, N.Y.",Syracuse New York,"Wald, Matthew L",New York Times Company,,Newspapers,431334231,"United States, New York, N.Y.",English,28-Jan-00,Air traffic control; Computer networks,New York Times,News,,,,,,,
+Big British Stock Swap to Create World's Top Industrial-Controls Maker,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-british-stock-swap-create-worlds-top/docview/431074390/se-2?accountid=14586,"In a deal that would create the world's largest maker of industrial controls and automation equipment, Siebe P.L.C. of Britain announced today that it would buy a rival engineering company, BTR P.L.C., in a $:3.7 billion, or $6.13 billion, stock swap.
+The transaction is one of the biggest in 18 months of acquisitions among British engineering concerns -- a sign of pressures from a globalized industry clamoring for lower development costs, broader product ranges and economies of scale. ''The engineering market is consolidating on a global basis,'' said Robert Speed, director of research at Henderson Crosthwaite Institutional Brokers.
+With cuts of about 5,000 jobs, or 4 percent of the combined 125,000 work force, the two companies said the deal would create annual savings of $:250 million within three years. On the London market, the announcement of the deal pushed BTR stock up almost 38 percent and Siebe rose 13 percent despite earlier worries about its vulnerability to global economic slowdown.
+Siebe shareholders will receive 55 percent of the stock in the new company, BTR Siebe, and BTR shareholders will get the rest. BTR stockholders will receive 0.533 share in the new company for each of their current shares. Owners of Siebe will retain their shares in the new company.
+The value of the deal, which is subject to stockholders' and regulators' approval, was calculated on the share price of the two companies when the markets closed on Friday. BTR shares were at 95.5 pence, compared with a 1998 high of $:2.31 in May, while Siebe shares were priced at $:2.1425, compared with $:3.83 in May, giving a combined market capitalization of $:7.6 billion, or $12.6 billion. The combined annual sales of the two companies are $:8.7 billion, or $14.4 billion.
+The deal brings together two venerable companies that have worldwide operations. Only 20 percent of the assets of either are situated in Britain, Mr. Speed said. BTR grew from a manufacturer of waterproof clothing founded in 1798, and its waterproofing skills enabled it to profit from the production of submarine cables in the 19th century. It now operates in 40 countries, manufacturing valves and meters, motors and power-transmission components, sealing and anti-vibration systems for the automotive industry and other engineering products.
+Siebe was established 180 years ago as a marine-engineering company whose founder, Augustus Siebe, invented the diving suit. Much more recently, the company has been known for an aggressive acquisition strategy under Allen Yurko, its chief executive, who will become chief executive of the new company. Siebe says most of its business is in control devices, ranging from power plants for factories to control devices for household and commercial appliances like refrigerators.
+Mr. Yurko said today's deal would give the merged company control of 10.5 percent of the $110 billion world market in controls and automation, making it the biggest in the field.
+Siebe's chairman, Lord Marshall, will become chairman of BTR Siebe, and the chief executive of BTR, Ian Strachan, will be deputy chairman. BTR will also provide the chief financial officer, Kathleen O'Donovan.
+''Together we will be significantly more effective in gaining new business, cutting costs, growing revenue and delivering greater shareholder value than if we had remained separate organizations,'' Lord Marshall said.
+Mr. Strachan said the deal ''makes industrial sense,'' adding, ''BTR Siebe will be the clear No. 1 worldwide in the high-value-added controls and automation industry.''
+An analyst said Siebe had completed the takeover at a ''minimal premium'' after BTR shed many of the divisions it acquired earlier as a conglomerate.
+But despite these sales, it had been seen in recent months as a likely takeover target as its share price slumped. Timed to coincide with the merger announcement, Siebe reported a pretax profit today of $:254.6 million in the six-month period ending on Oct. 3, a 13.7 percent increase over $:224 million in the period a year earlier.
+Word of the deal contributed to stock market rises in Europe, much of those inspired by the prospect of other transactions, including a Deutsche Bank acquisition of Bankers Trust and an announcement by the British insurer Guardian Royal Exchange that it was considering options that might lead to an offer.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big+British+Stock+Swap+to+Create+World%27s+Top+Industrial-Controls+Maker&title=New+York+Times&issn=03624331&date=1998-11-24&volume=&issue=&spage=C.6&au=Cowell%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05299293&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 24, 1998","With cuts of about 5,000 jobs, or 4 percent of the combined 125,000 work force, the two companies said the deal would create annual savings of $:250 million within three years. On the London market, the announcement of the deal pushed BTR stock up almost 38 percent and Siebe rose 13 percent despite earlier worries about its vulnerability to global economic slowdown. Siebe shareholders will receive 55 percent of the stock in the new company, BTR Siebe, and BTR shareholders will get the rest. BTR stockholders will receive 0.533 share in the new company for each of their current shares. Owners of Siebe will retain their shares in the new company. The value of the deal, which is subject to stockholders' and regulators' approval, was calculated on the share price of the two companies when the markets closed on Friday. BTR shares were at 95.5 pence, compared with a 1998 high of $:2.31 in May, while Siebe shares were priced at $:2.1425, compared with $:3.83 in May, giving a combined market capitalization of $:7.6 billion, or $12.6 billion. The combined annual sales of the two companies are $:8.7 billion, or $14.4 billion.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Nov 1998: 6.",11/15/17,"New York, N.Y.",,"Cowell, Alan",New York Times Company,,Newspapers,431074390,"United States, New York, N.Y.",English,24-Nov-98,Acquisitions & mergers; Engineering firms; Electronics industry,New York Times,News,,,,,,,
+A Misstep by AT & T and a Setback for Lotus,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/misstep-at-t-setback-lotus/docview/430534154/se-2?accountid=14586,"AT&T's decision to discontinue a venture that linked users of Lotus Notes software over AT&T phone lines was widely seen as a setback for Notes. And the news was one factor behind a sharp drop in the stock price of Lotus's parent, I.B.M., the last few days.
+But to those familiar with AT&T's two-year effort to build and sell its Network Notes service, the fault was more with AT&T than with Notes and I.B.M.
+Indeed, two smaller rivals that offer similar services with Lotus are growing rapidly. They will soon be joined by a dozen other companies worldwide, including I.B.M., U S West and Bell Canada, which see a large opportunity where AT&T failed.
+Lotus Notes is fighting to become the standard for software that lets users situated far apart see and use the same documents.
+After AT&T's announcement last week, shares of I.B.M., which bought Lotus for $3.5 billion in 1995 largely to acquire Notes, plunged 4 percent last Thursday. In a down market for technology stocks, I.B.M. has continued falling, ending yesterday at $116.125, down $2 for the day.
+Yesterday, Louis V. Gerstner Jr., chairman of I.B.M., said that Notes was not the problem at AT&T, which he said was fundamentally moving toward a different network strategy. He said the two companies were working to come up with another Notes-based product for AT&T to use on the Internet.
+""It's a huge mistake to draw the conclusion that because AT&T is pulling out, there is no market here,"" said Jim Freeze, director of application-based network services at Compuserve, a unit of H & R Block .
+Though best known for its consumer on-line service, Compuserve also has a large business using its global telecommunications network to move data for corporate customers. Mr. Freeze said Compuserve's business connecting Notes users has grown by more than 170 percent in the last year and that the company had signed a number of contracts with customers that guaranteed a minimum of $1 million in usage fees. Worldcom, a Notes-based network started by a small group in Houston two years ago, is also growing fast. It has about 1,700 corporate customers and expects to have revenues of $10 million this year, compared with $3 million in 1995.
+Notes offers an efficient way to share information. The data on a Notes data base -- be they entire catalogues or price changes on a single item -- are continually updated so each computer displays the same information at the same time.
+Public Notes networks like those offered by Worldcom and Compuserve expand this by allowing people to connect to Notes data bases from anywhere. Thus, retailers who sell computers can dial into their supplier's Notes computer to receive information about prices or shipping dates, and employees in Indonesia can collaborate on a news release with the New York home office.
+The public Notes networks also lower the cost and complexity of managing Notes data bases because rather than buy and maintain dozens of computers, companies can transfer data from one in-house computer to computers owned and operated by Worldcom or Compuserve.
+In addition, other entrepreneurs have developed services that operate within Notes, for example, giving businesses the opportunity to scan constantly updated news services.
+AT&T focused on developing these so-called applications when most companies were interested in connecting their far-flung employees and customers. Unlike Worldcom and Compuserve, AT&T Network Notes was only available in North America when it was began last summer, though it had since expanded. But it was more expensive, with a complicated pricing method.
+Critics said that AT&T designed a business and then looked for customers, while Worldcom and Compuserve repeatedly improved their services to meet customers' needs.
+""It has everything to do with understanding what customers need and giving them what they want,"" said Elise Soyza, marketing manager of Paracel Online Systems of Dallas, which offers an electronic clipping service.
+AT&T blamed the rise of the Internet, which it said made obsolete a private network like the one it had built, for the failure of Network Notes.
+But Worldcom and Compuserve faced the same challenge. Both are rapidly integrating their networks with the Internet, but they are also providing the same type of private network that AT&T had abandoned.
+""Big corporations don't want to trust their data to the Internet,"" Mr. Wolf said. ""They want an element of security.""
+The latest version of Notes, which was introduced in January, makes it easy for users to scan the Notes data bases and the World Wide Web. Later this year, Lotus will introduce a new version of the Notes data base software that will also have Web sites. The combination will allow corporations to use Notes, which has many advanced features, including security, to operate their internal networks while simultaneously offering information from their Notes data bases on the Internet.
+""The Internet is the best thing that ever happened to Notes,"" said Mark Johnson, chief executive of MFJ Interntional, which has developed a sales automation application that runs on Notes and was working with AT&T on Network Notes. ""It is finally letting people exploit Notes' full value.""
+But even if Notes, which has a sizable lead and is expected to double its installed base to 10 million users this year, does not emerge as the groupware standard, many believe that groupware networks are here to stay.
+""We think the future of Notes is very bright as long as I.B.M. embraces the Internet and remains competitive,"" said Mr. Freeze of Compuserve. ""There is no competition now, but we will see competition over the next year.""
+Correction: March 6, 1996, Wednesday
+Because of an editing error, an article in Business Day yesterday about AT&T's plan to discontinue a venture that linked users of Lotus Notes software over telephone lines omitted the given name and affiliation of an executive who spoke about the appeal of such private networks. He was Mathew Wolf, founder and principal owner of Worldcom, a Notes-based network service.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Misstep+by+AT%26amp%3BT+and+a+Setback+for+Lotus&title=New+York+Times&issn=03624331&date=1996-03-05&volume=&issue=&spage=D.4&au=Zuckerman%2C+Laurence&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 5, 1996","AT&T's decision to discontinue a venture that linked users of Lotus Notes software over AT&T phone lines was widely seen as a setback for Notes. And the news was one factor behind a sharp drop in the stock price of Lotus's parent, I.B.M., the last few days. ""It's a huge mistake to draw the conclusion that because AT&T is pulling out, there is no market here,"" said Jim Freeze, director of application-based network services at Compuserve, a unit of H & R Block . ""The Internet is the best thing that ever happened to Notes,"" said Mark Johnson, chief executive of MFJ Interntional, which has developed a sales automation application that runs on Notes and was working with AT&T on Network Notes. ""It is finally letting people exploit Notes' full value.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Mar 1996: D.4.",11/15/17,"New York, N.Y.",,"Zuckerman, Laurence",New York Times Company,,Newspapers,430534154,"United States, New York, N.Y.",English,5-Mar-96,COMPUTERS AND INFORMATION SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+Baby Bells Could Link Up To Compete With AT & T,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/baby-bells-could-link-up-compete-with-at-t/docview/430484271/se-2?accountid=14586,"When AT&T sneezes, the rest of the telephone industry does not necessarily catch a cold. But when the industry leader announces it will cut 40,000 jobs, as it did yesterday, that ought to send a shiver through telephone operators and cable splicers everywhere.
+Several analysts said that the AT&T Corporation's dramatic action also portended a fresh round of cutbacks at the seven regional Bell telephone companies, which have cut tens of thousands of workers from their payrolls since they were spun off from AT&T in 1984.
+The initial cuts at AT&T and the Bells came because of automation,"" said Mark Bruneau, the president of Coba M.I.D., a telecommunications consulting firm in Boston. ""The next wave of cuts is going to come as the Bells jockey to compete with AT&T.""
+The seven Baby Bells have already undergone wrenching changes as they have labored to transform themselves from regulated utilities into competitive companies. Now, the Bells must defend their local monopolies against an array of new rivals, including AT&T.
+Analysts said that by cutting 40,000 positions, AT&T is steeling itself for a future of no-holds-barred competition with the regional Bells for both local and long-distance customers. Last September, the company announced a plan to split itself into three separate businesses: communications services, equipment manufacturing and computers.
+Richard W. Miller, AT&T's chief financial officer, said the job reductions were necessary to make the spinoffs ""successful competitors in their respective industries.""
+As the Bells prepare to square off against AT&T, analysts said, they might pursue an opposite course -- one that could also entail stringent cutbacks. Mr. Bruneau predicted that several of the Bells would link up in mergers, joint ventures or other combinations to extend their reach.
+Several analysts predicted that if some of the Bells joined forces, they would discover they could cut jobs in overlapping areas such as human resources, corporate planning, network operations and product design.
+""There's no reason to assume that Nynex and Bell Atlantic can't run their networks from one control center,"" Simon Flannery, a telecommunications analyst at J. P. Morgan & Company, said.
+Executives at several of the Baby Bells said yesterday that AT&T's action would not prompt any immediate response from them. But with the exception of SBC Communications Inc., all of the companies have already announced or begun major work-force reductions.
+Unlike AT&T, the Bells have generally used buyouts and early retirement programs in place of layoffs. In 1994, Nynex announced a plan to reduce its work force by 16,800. A spokeswoman for the company, Susan Kraus, said yesterday that 11,880 employees had accepted its buyout offer by the end of 1995. The offer extends through 1996.
+Other Bell companies have been trying to avoid layoffs by creating a two-tier work force. Bell Atlantic, which announced a plan to trim its ranks by 5,600 workers in 1994, recently signed a contract with one of its unions, the International Brotherhood of Electrical Workers, that allows the company to hire new workers at lower wages than pay for existing employees.
+Jay Grossman, a spokesman for Bell Atlantic, said the new employees would install fiber optic cable, while the existing workers would maintain the company's traditional copper-wire network. Mr. Grossman said Bell Atlantic needed to cut costs to compete with new rivals like long-distance carriers and cable-television companies.
+Bell Atlantic's plan has not won over its other union, the Communications Workers of America, which has been locked in heated, and so far fruitless, talks with the company for several months. Union members are working without a contract.
+As the pace of competition accelerates, some analysts said the Bells would no longer be able to afford voluntary buyouts. ""We're seeing an increased emphasis on involuntary layoffs,"" Mr. Bruneau said.
+Technology is also expected to continue to drive the job losses, as it has for more than a decade. Bell Atlantic has already been replacing the live operators who handle directory-assistance calls with a recorded voice and a computer that listens to the caller requests.
+As the Bells replace copper wire with sturdier fiber optic cable, they are not expected to need legions of repair people and fleets of trucks. ""The truck business is an anachronism,"" said William Bane, a consultant at Mercer Management Consulting in Washington. ""The only reason it still exists is that squirrels like to chew through the copper wires.""
+Correction: January 4, 1996, Thursday
+An article in Business Day yesterday about potential job cuts in the telephone industry misstated a provision of a contract between the Bell Atlantic Corporation and the International Brotherhood of Electrical Workers. Bell Atlantic will pay lower wages to employees who install wiring in homes, not to those who install fiber optic cable in the telephone network.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Baby+Bells+Could+Link+Up+To+Compete+With+AT%26amp%3BT&title=New+York+Times&issn=03624331&date=1996-01-03&volume=&issue=&spage=D.2&au=Landler%2C+Mark&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 3, 1996","The initial cuts at AT&T and the Bells came because of automation,"" said Mark Bruneau, the president of Coba M.I.D., a telecommunications consulting firm in Boston. ""The next wave of cuts is going to come as the Bells jockey to compete with AT&T."" As the Bells prepare to square off against AT&T, analysts said, they might pursue an opposite course -- one that could also entail stringent cutbacks. Mr. Bruneau predicted that several of the Bells would link up in mergers, joint ventures or other combinations to extend their reach. As the Bells replace copper wire with sturdier fiber optic cable, they are not expected to need legions of repair people and fleets of trucks. ""The truck business is an anachronism,"" said William Bane, a consultant at Mercer Management Consulting in Washington. ""The only reason it still exists is that squirrels like to chew through the copper wires.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Jan 1996: D.2.",11/15/17,"New York, N.Y.",,"Landler, Mark",New York Times Company,,Newspapers,430484271,"United States, New York, N.Y.",English,3-Jan-96,TELEPHONES AND TELECOMMUNICATIONS; LAYOFFS AND JOB REDUCTIONS; LABOR,New York Times,NEWSPAPER,,,,,,,
+AIDES FOR 2 SIDES RENEW THE QUEST FOR A BUDGET DEAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/aides-2-sides-renew-quest-budget-deal/docview/430424585/se-2?accountid=14586,"As staff members for the White House and Congressional Republicans resumed discussions today on balancing the budget and ending the partial Government shutdown, about three-quarters of a million Federal employees grew increasingly restive and confused over their plight and their pay.
+After a four-day holiday break, each side sent aides to the negotiating table to try to clear a thicket of niggling differences over the agenda for talks so that higher ranking officials, including President Clinton, might find common ground on the bigger issues of Medicare, Medicaid, tax cuts and welfare and end a budget impasse that forced the partial shutdown of the Federal Government -- the longest on record -- 12 days ago.
+But neither side gave reason to believe that they had been moved by either holiday cheer or political pressures.
+""It is an urgent situation but the differences that exist between the two sides are very deep, very fundamental,"" said Michael D. McCurry, the chief White House spokesman. ""People who have not followed this think it's all theatrics, but it's not.""
+Staff members are to meet again on Thursday, paving the way for a Friday morning meeting involving the Republican budget chairmen, Senator Pete V. Domenici of New Mexico and Representative John R. Kasich of Ohio, and senior Administration officials led by Leon E. Panetta, the White House chief of staff. In the afternoon, President Clinton, Senator Bob Dole, the majority leader, and Speaker Newt Gingrich are to take over the talks.
+At the White House today, President Clinton met briefly with Alice M. Rivlin, the director of the Office of Management and Budget, to lay out the Administration's strategy. Indeed, Mr. McCurry said that President Clinton had decided against going to the Presidential retreat at Camp David today so he could work on the budget.
+A spokeswoman for the President, Ginny Terzano, said Mr. Clinton discussed the budget by phone for a half hour on Tuesday with Mr. Dole.
+With all the spadework being done on the budget negotiations, there was still room for Presidential politics to take root.
+Senator Phil Gramm, the Texan who is among the pack of Republicans seeking the Presidential nomination, issued a statement from the campaign trail today urging his Senate colleagues to ""stand their ground as the budget negotiations resume.""
+""Senators have something to learn from the determination to stick with principles that has characterized our Republican colleagues in the House,"" said Mr. Gramm, who was campaigning in Iowa. ""While the Senate Republican leader may still want any deal at any cost, we should stand behind the House Republicans and make the White House stop talking and sign on to an honest balanced budget.""
+Although Mr. Gramm has not been directly involved in the budget negotiations, by speaking out today he was clearly putting added pressure on Senator Dole, who is the front-runner for the Republican Presidential nomination.
+Mr. Dole, speaking at a town meeting in Ceder Rapids, Iowa, said: ""There's a myth out there that this is all about politics. A lot of people think this is a game.""
+The Associated Press reported that Mr. Dole gave this week's efforts a mere ""50-50 shot"" at resolving budget differences to reopen the Government.
+""Hopefully, by Saturday, we'll have a framework -- or we'll know we can't put it together,"" he said.
+Still, the tough political talk rankled Federal workers who have grown increasingly angry over the budget impasse and the resulting shutdown of part of the Government.
+""There's never a good time for something like this to occur, but at this time of the year it's just unbelievable,"" said Bob Evans, director of the Austin Automation Center in Texas, which handles payrolls and other financial transactions for the Veterans Administration. ""I've had countless employees calling wanting to know, 'Should I buy presents for my children?' 'How am I going to pay my bills?'
+""We've got people trying to pay college tuition this time of year, paying day care, making credit-card payments. We're putting these people at peril. They are very hurt and frustrated.""
+The Veterans Administration is the largest Government agency operating without a budget. Officials said that of the 260,000 people who work for the agency, 34,000 have been furloughed -- but will receive back pay when the impasse ends.
+The situation is equally confusing for Federal workers who are still on the job even though their agencies, like the Veterans Administration, may be operating without a budget.
+""Friday is supposed to be payday, but none of us know how much money we will be getting,"" said Jean E. Doyle, a nurse at the Veterans Hospital in Washington.
+The agency's hospital workers normally receive paychecks every two weeks. Officials at the Veterans Administration said today that the next batch of checks, due on Friday, will include one week's wages, minus the taxes for one week. But the Government will take out two weeks' worth of deductions for health benefits and life insurance, as well as payroll deductions for the Federal savings bonds program, the Government thrift plan, charitable contributions, alimony and child support.
+""That will mean some employees will receive very little money and some employees will receive no money in their paychecks,"" said Carol Batten-Fillman, acting director of the Veterans Medical Center in Atlanta.
+In fact, she said, some employees might wind up owing the Government money.
+""And if the employee has court-ordered payments, such as child support, and the money remaining from their partial paycheck isn't enough to cover that payment, that employee could be in trouble with the court,"" she said.
+Members of Congress are paid once a month -- about $11,250 before taxes and other deductions -- at the first of the month, and that has become a sore spot for Federal employees.
+""We are here working to take care of veterans,"" said Terrill G. Washington, a pharmacist at the Veterans Administration hospital in Washington. ""Members of Congress went home to be with their families. They have the audacity to tell us they'll be back at the table on Friday to resume the talks. A lot of people here need their paychecks to pay for rent, food or child care.""
+On Capitol Hill, staff members in the budget negotiations met in Mr. Gingrich's office today and emerged after just over an hour to say that they would meet again on Thursday. Mr. Gingrich was not present for the meeting.
+""There were no substantive discussions,"" said Tony Blankley, the spokesman for Mr. Gingrich. ""It was procedural.""
+In the meantime, a group of House Democrats chastised corporate leaders who last week took out newspaper advertisements urging the President and the Republican leaders in Congress to put aside their differences and to agree on a plan to balance the Federal budget by 2002.
+The Democrats -- including the House minority leader, Representative Richard A. Gephardt of Missouri -- sent a letter to the 91 corporate leaders.
+The Democrats said that under the Congressional budget plan, corporations would receive billions of dollars in benefits, including reductions in capital gains taxes, the elimination of the alternative minimum tax and the underwriting of foreign investments.
+""While it appears you are willing to offer up substantial sacrifice on the part of the nation's poor and elderly, it is not clear what you are willing to put on the table,"" the letter said. ""We would like to know if corporate America in general and your corporation in particular are willing to play a role beyond offering sacrifice on the part of others.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AIDES+FOR+2+SIDES+RENEW+THE+QUEST+FOR+A+BUDGET+DEAL&title=New+York+Times&issn=03624331&date=1995-12-28&volume=&issue=&spage=A.1&au=Gray%2C+Jerry&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1995","""It is an urgent situation but the differences that exist between the two sides are very deep, very fundamental,"" said Michael D. McCurry, the chief White House spokesman. ""People who have not followed this think it's all theatrics, but it's not."" ""There's never a good time for something like this to occur, but at this time of the year it's just unbelievable,"" said Bob Evans, director of the Austin Automation Center in Texas, which handles payrolls and other financial transactions for the Veterans Administration. ""I've had countless employees calling wanting to know, 'Should I buy presents for my children?' 'How am I going to pay my bills?' ""We are here working to take care of veterans,"" said Terrill G. Washington, a pharmacist at the Veterans Administration hospital in Washington. ""Members of Congress went home to be with their families. They have the audacity to tell us they'll be back at the table on Friday to resume the talks. A lot of people here need their paychecks to pay for rent, food or child care.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1995: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Gray, Jerry",New York Times Company,,Newspapers,430424585,"United States, New York, N.Y.",English,28-Dec-95,FINANCES; BUDGETS AND BUDGETING; LAW AND LEGISLATION; GOVERNMENTEMPLOYEES; LAYOFFS AND JOB REDUCTIONS,New York Times,NEWSPAPER,,,,,,,
+Calming Stormy Seas With New Kinds of Ship Hulls,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/calming-stormy-seas-with-new-kinds-ship-hulls/docview/430284066/se-2?accountid=14586,"FROM the ancient Egyptians onward, ship makers have been relatively quick to change the means of powering their vessels to increase speed and range, going from muscle to wind, steam, oil and eventually the atom. But hulls during those propulsion revolutions remained essentially the same. The great arc known as the monohull prevailed by virtue of its simplicity, buoyancy and dynamic lift. For millenniums it ruled the waves.
+Now, however, a number of upstarts are racing to challenge the leader, perhaps bringing changes as fundamental as those that have marked the history of maritime propulsion. The aim is greater speed and stability than is feasible with monohulls.
+At an astonishing pace, innovators in places that include Japan, South Korea, Britain, Denmark, Finland, Norway and the United States are hammering out new kinds of hulls and racing them through the sea, making more than a few waves as experts anticipate a major transportation shift.
+""We'll see a greater variety of ship geometry from now on,"" Dr. Owen F. Hughes, a naval architect at the Virginia Polytechnic Institute, said in an interview. ""Some of these designs could revitalize the shipping industry and make it more like the airline industry.""
+Experts say the force behind the changes is not a single advance but rather clusters of technologies that are making radical ideas, in themselves sometimes relatively old, practical and economical for the first time. Factors aiding the revolution include gas turbines, water jets, control systems for fins and stabilizers, and all kinds of computers and miniature electronic devices.
+""They let you exploit the ideas,"" said John R. Meyer, a naval architect and author of an article on new hulls in the current issue of The Naval Institute Proceedings, a monthly magazine published in Annapolis, Md. ""It's easy to design something new, but you've got to have the technology to make the thing work.""
+Hulls that are exceptionally stable in rough seas are already helping oil and gas explorers work in deeper waters, cruise ships and ferries improve passenger comfort, navies get a military edge and oceanographers probe the sea in more tumultuous states.
+And the promise of very fast hulls is dazzling the military and cargo transporters, who want to become more competitive with airlines by cutting transoceanic shipping time in half.
+""We'll be able to carry 100 times more than a 747,"" boasted Collister Johnson Jr., president of Fastship Atlantic, a company in Alexandria, Va., that is perfecting a class of high-speed cargo ships built around jet engines and water jets.
+To be sure, many of the world's largest ships in all likelihood will remain monohulls for a long time to come, especially in cases where neither extra speed nor stability is considered worth the premium cost. Aircraft carriers and petroleum tankers will doubtless continue to ply the seas in their usual forms, irrespective of the new developments.
+Down through the ages, monohulls and such close cousins as catamarans and trimarans have done their work by riding over and through the waves, slicing and bashing their way forward while struggling to keep roll, pitch and heave to a minimum, trying to lessen seasickness and the danger of sinking.
+By contrast, many of the new designs seek to exploit the calmness of subsurface waters. As divers and submariners know, the chaos that often characterizes surface waters quickly gives way to eerie peacefulness just a short distance beneath the waves.
+One of the first ships to take advantage of this intrinsic calmness was the small waterplane area twin hull, or Swath. Conceived around the turn of the 20th century and perfected by the Navy during the cold war, Swath ships have two hulls, similar to catamarans, only each is deep underwater and is basically a submarine zooming along.
+The design is extremely stable, even in treacherous seas. The buoyant twin submarine hulls hold the power trains and propellers. Thin, strong struts from these hulls run upward and are linked in the air to form the ship's superstructure.
+Swath ships were a theoretical curiosity until the late 1960's, when Dr. Thomas G. Lang of the Naval Ocean Systems Center in San Diego invented a system to give them added stability at high speeds. He envisioned a submerged control surface at the stern, connecting both hulls, that would be adjusted with gyroscopes and servomechanisms to lessen the ship's pitch, or the rising and falling of its bow and stern. The control surface would move in such a way as to counteract large motions.
+Dr. Lang also envisioned two adjustable winglike canards forward on each submerged hull to control roll, or the tendency of a ship to rotate back and forth on its longitudinal axis.
+In 1972, the Navy launched an 88-foot experimental Swath ship. It looked something like a floating billiard table, but it worked. And it was so stable that even in high seas it could act as a landing pad for helicopters and as a launching pad for the deployment of undersea gear through a central well.
+In the Navy, the Swath idea slowly evolved over the years, eventually becoming the basis for a secretive class of ocean surveillance ships that lowered microphones to spy on enemy submarines. And one ship, dubbed the Sea Shadow, was developed experimentally as a test for stealthiness.
+In great secrecy, the 160-foot-long vessel was finished in 1983, intended to test radar evasion at sea. It looked like no other ship, the angles of its superstructure sides similar to those of the stealth fighter and the stealth bomber. Covert nighttime tests were conducted near San Francisco from 1983 to 1986, and the ship was unveiled in 1993.
+Today, dozens of Swath ships are in use or under construction around the world, the majority for civilian purposes. From Dr. Lang's original idea, the submerged stabilizers have shrunk, and their control is now far easier and finer thanks to computers and miniaturization.
+""The advantage of advanced marine vehicles like Swath is not speed but ride quality,"" said Dr. Joseph F. Sladky Jr., president of Kinetics, a concern in Seattle that does marine engineering research. ""It's not how fast you go, but how comfortably you go fast.""
+Swath ships are appearing as ferries and cruise ships. For instance, the Nekton Pilot is a live-aboard dive ship that sails out of Fort Lauderdale, Fla., taking 30 passengers to scuba dive and snorkel in remote Caribbean areas. The 354-passenger, 420-foot-long Radisson Diamond, built in Finland, cruises the Caribbean and Mediterranean and is said to perform with exceptional smoothness and quietness.
+Finally, Swath ships are considered the future of oceanography, with many planned. The Monterey Bay Aquarium Research Institute, a private research center based in Pacific Grove, Calif., is building a 117-foot one that will have berths and laboratories for 24 researchers and crew members. With a range of 2,500 miles, it is to do wide-ranging studies of deep ocean ecology.
+More experimental than Swath ships are a whole series of new hull designs that seek to exploit the calmness below in new ways, by employing parts that not only have buoyancy but also generate hydrodynamic lift as they speed through the water, as hydrofoils do. By contrast, Swath vessels stay afloat exclusively by virtue of hull buoyancy.
+At the Naval Surface Warfare Center, designers such as Mr. Meyer are perfecting a hybrid ship that relies on a single submarine hull, and thus a single strut going up to the superstructure. It is known as the hydrofoil small waterplane area ship, or Hyswas. In theory such a ship can go very fast, perhaps up to 50 knots.
+In July, a 27-foot-long Navy test vehicle began trials off Annapolis. With four seats and standard navigational gear, it is meant to reach a speed of 37 knots.
+At rest the vehicle looks like a conventional boat. But as it speeds up, the control computer positions the submerged foils at an angle where they generate lift, forcing the boat to rise so that only the thin strut is cutting through the water.
+In theory, it is capable of carrying 2,500 pounds of payload over 800 miles at 20 knots. Predictions suggest that the craft will have less than three degrees of roll and pitch -- a minuscule amount -- when operating at speeds above 30 knots in eight-foot seas.
+In contrast to traditional hydrofoils, in which submerged winglike structures lift a hull, Hyswas ships get some of their lift from the submerged hull's buoyancy. That allows the vessel to rise at lower speeds and gives it much greater range, stability in high seas and payload capacity than a hydrofoil.
+Sensors receive motion and position data throughout the ship, and a computer analyzes them to determine the optimum fin positions to minimize boat motions. Positions are adjusted up to 100 times a second.
+The Navy will give no specifics about possible missions, saying only that Hyswas ships offer ""an ability to operate at high speeds over long distances in heavy sea conditions.""
+While the Navy's test vehicle is propelled by a conventional propeller, a Japanese ship with a similar hull design uses a gas turbine and water jet. Known as the Kawasaki Techno-Superliner, the 56-foot-long experimental ship is part of an aggressive Japanese program meant to produce a 50-knot vessel able to carry 1,000 tons of cargo on relatively short hauls around the Japanese archipelago.
+A super-fast cargo carrier meant to haul big loads between continents is under development by Fastship Atlantic, which hopes to start construction next year on 770-foot-long ships meant to revolutionize the shipping business. Moving at twice the speed of current freighters, each ship would use eight jet engines to fire jets of water out of its stern.
+The secret is a monohull whose stern is sculptured, lifting it up and reducing drag. ""That dramatically decreases resistance and improves speed,"" said Mr. Johnson of Fastship. In theory the ship will zip across the Atlantic in three and a half days.
+Dr. Hughes of Virginia Polytechnic, a Fastship enthusiast, says the idea is one of many that are going to materialize in the next few years, mainly thanks to the ubiquitous computer chip.
+""We couldn't be doing all these new things if it weren't for the computer, which is used everywhere -- in design, building and operation,"" he said. ""There's more and more automation on board. Monohulls ruled the waves for a long time. But now all kinds of new things are in the works. The water jet alone is causing a revolution. We'll see a greater variety of ship geometry from now on.""
+Photograph Side view of an experimental Hyswas, showing its pontoon-like submerged second hull. (pg. C7) Diagrams (pg. C1)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Calming+Stormy+Seas+With+New+Kinds+of+Ship+Hulls&title=New+York+Times&issn=03624331&date=1995-08-15&volume=&issue=&spage=C.1&au=Broad%2C+William+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 15, 1995","""We'll see a greater variety of ship geometry from now on,"" Dr. Owen F. Hughes, a naval architect at the Virginia Polytechnic Institute, said in an interview. ""Some of these designs could revitalize the shipping industry and make it more like the airline industry."" ""They let you exploit the ideas,"" said John R. Meyer, a naval architect and author of an article on new hulls in the current issue of The Naval Institute Proceedings, a monthly magazine published in Annapolis, Md. ""It's easy to design something new, but you've got to have the technology to make the thing work."" ""We couldn't be doing all these new things if it weren't for the computer, which is used everywhere -- in design, building and operation,"" he said. ""There's more and more automation on board. Monohulls ruled the waves for a long time. But now all kinds of new things are in the works. The water jet alone is causing a revolution. We'll see a greater variety of ship geometry from now on.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Aug 1995: C.1.",11/15/17,"New York, N.Y.",,"Broad, William J",New York Times Company,,Newspapers,430284066,"United States, New York, N.Y.",English,15-Aug-95,"SHIPBUILDING, CONVERSION AND REPAIR; ELECTRONICS; DATA PROCESSING (COMPUTERS)",New York Times,NEWSPAPER,,,,,,,
+Court Weighs Ramifications Of Digital Age,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/court-weighs-ramifications-digital-age/docview/429992962/se-2?accountid=14586,"Special to The New York Times
+A lively Supreme Court argument in a case of false arrest brought the Justices face to face today with the computer age and the challenges it poses to the existing boundaries between law enforcement and civil liberties.
+The question was whether prosecutors can use evidence seized by police officers on the basis of a police computer's erroneous indication that a valid search or arrest warrant was outstanding.
+Under the rules the Court has established for old-fashioned, old-technology law-enforcement mistakes, a police officer's good-faith reliance on a faulty warrant excuses the error and permits the prosecution to use the evidence despite the doctrine that ordinarily requires exclusion of illegally seized evidence.
+But in this case, the Arizona Supreme Court refused to excuse an error on the Phoenix police computer system that showed an outstanding arrest warrant on a charge of failure to answer a traffic violation that had in fact been canceled 17 days earlier. After stopping a man for driving the wrong way on a one-way street, the police checked their squad car computer, found the mistaken arrest warrant and then discovered marijuana in the man's car.
+""As automation increasingly invades modern life, the potential for Orwellian mischief grows,"" the state court said in January in its opinion barring the state from using the drug evidence. ""Under such circumstances, the exclusionary rule is a 'cost' we cannot afford to be without,"" the opinion said.
+Gerald R. Grant, a deputy county attorney from Phoenix who presented the state's appeal today, argued that because the police themselves had done nothing wrong, the exclusionary rule should not apply. The rule's traditional purpose of deterring police misconduct would not be served by suppressing evidence in response to an error committed elsewhere in the system, he said. While the state court made no clear finding on the source of the error, it was apparently a local court employee rather than anyone in the police department who was at fault.
+Taking issue with Mr. Grant's argument, Justice David H. Souter asked why the source of the error should make any difference. ""Why draw the line between the police on the one hand and the larger government on the other?"" he asked. ""If you don't include the government more broadly, you have no way as a practical matter of deterring inaccuracies in computers.""
+At another point, Justice Souter asked: ""What about the argument that because of the great currency that computerized information has, the risk of harm is greater than when you were dealing with pieces of paper. So if police choose to use computers, they assume the risk.""
+Justice Ruth Bader Ginsburg asked, ""Isn't it a powerful deterrent that if you don't keep the records updated, you can't use the evidence?""
+Other Justices made clear their sympathy with the state. ""In all these cases, the price we're paying is letting criminals off,"" Justice Antonin Scalia said. While ""sometimes the price is worth it,"" he said, this was not such a case because the employees at fault were too remotely connected to the arrest.
+""I really don't see the slightest deterrent effect that will be accomplished by the exclusion of this evidence,"" Justice Scalia said to Carol A. Carrigan, a Phoenix public defender representing Isaac Evans, the defendant in the case.
+Ms. Carrigan said , ""Exclusion is directed to protecting the rights of citizens in future encounters with the police."" She said that if the police and the judicial officials knew that evidence would be lost as the consequence of computer errors, they would be more careful to keep the information up to date. ""They don't appear to be doing any housekeeping,"" she said.
+The case reflected the problem of ""wedding the high technology of computers with the horse and buggy of the written word,"" Ms. Carrigan said, explaining that computers were only as reliable as the information the system's operators get. ""The problem for all of us is that there is so much wrong information going into computers,"" she said.
+A brief filed in the case by the American Civil Liberties Union said that with 60,000 police agencies connected by computer to the National Crime Information Center, inaccurate records were common.
+This was a fast-moving argument, and the Justices appeared intrigued by the case, Arizona v. Evans, No. 93-1660. But a majority seemed reluctant to make special rules for police computer errors. ""In fact, he had narcotics in his possession,"" Justice Sandra Day O'Connor told Ms. Carrigan. ""It was not as though he hadn't committed an offense.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Court+Weighs+Ramifications+Of+Digital+Age&title=New+York+Times&issn=03624331&date=1994-12-08&volume=&issue=&spage=A.21&au=Greenhouse%2C+Linda&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 8, 1994","""As automation increasingly invades modern life, the potential for Orwellian mischief grows,"" the state court said in January in its opinion barring the state from using the drug evidence. ""Under such circumstances, the exclusionary rule is a 'cost' we cannot afford to be without,"" the opinion said. Taking issue with Mr. [Gerald R. Grant]'s argument, Justice David H. Souter asked why the source of the error should make any difference. ""Why draw the line between the police on the one hand and the larger government on the other?"" he asked. ""If you don't include the government more broadly, you have no way as a practical matter of deterring inaccuracies in computers."" This was a fast-moving argument, and the Justices appeared intrigued by the case, Arizona v. Evans, No. 93-1660. But a majority seemed reluctant to make special rules for police computer errors. ""In fact, he had narcotics in his possession,"" Justice Sandra Day O'Connor told Ms. [Carol A. Carrigan]. ""It was not as though he hadn't committed an offense.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Dec 1994: A.21.",11/15/17,"New York, N.Y.",,"Greenhouse, Linda",New York Times Company,,Newspapers,429992962,"United States, New Y ork, N.Y.",English,8-Dec-94,"CRIME AND CRIMINALS; FALSE ARRESTS, CONVICTIONS AND IMPRISONMENTS; SEARCH AND SEIZURE; DATA PROCESSING (COMPUTERS)",New York Times,NEWSPAPER,,,,,,,
+Litton Splits: Two Companies and Two Strategies,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/litton-splits-two-companies-strategies/docview/429104651/se-2?accountid=14586,"Special to The New York Times
+Litton Industries said Thursday that it would split into two companies, one that would focus on expanding its lucrative commercial businesses and the other on the declining weapons market.
+Under a plan approved by Litton's board, Litton will spin off by the end of the year its profitable oilfield services and industrial automation operations, with revenues of $2.3 billion, into an independent company. Litton Industries will continue as an aerospace and weapons company with revenues of $3.5 billion.
+The breakup plan for Litton, which is based in Beverly Hills, Calif., seemed a pleasant surprise to investors. Shares of Litton soared $8.125 today, to $65.125, on the New York Stock Exchange. Stock in Both Companies
+Under the plan, an investor with one share of stock in Litton Industries would also receive one share of stock in the new commercial company, which has not yet been named.
+""The market likes what they are doing because it makes a lot of sense to split the company into two parts and let each focus on its specialty,"" said Eli S. Lustgarten, a securities analyst for Paine Webber. ""By splitting Litton in two, you allow each side to maximize value for shareholders and not have one sector be pulled or weighted down by the other.""
+Byron K. Callan, an analyst with Prudential Securities, said: ""Both entities will be freer to pursue strategies and approaches to their businesses that they could not do if they remain under one roof.""
+While overall Pentagon spending is declining, Litton remains among the top builders of ships and military electronics systems for aircraft and missiles. It has a significant backlog of orders in both areas. While its military revenues have declined slightly, its profit margins have been rising. In shipbuilding, for example, revenues declined to $1 billion in the nine months ended April 30 from $1.13 billion in the corresponding period a year earlier. But the profit margin rose to 9.4 percent from 9.2 percent.
+Many weapons contractors have greatly expanded their commercial operations, and Mr. Callan said he would not be surprised if other companies followed in Litton's footsteps. Military contractors that have grown substantial commercial businesses include the Martin Marietta Corporation and the Lockheed Corporation, although they have announced no plans to spin off those businesses.
+Litton officials said they did not expect the spinoff to result in any layoffs. Litton has about 47,000 employees, and 14,000 of them would be transferred to the new company. Litton officials said that the commercial and military operations were already run as separate businesses and that detaching the commercial side would require little effort.
+""We believe that the growing commercial markets and the consolidating defense industry demand different corporate strategies,"" Alton J. Brann, president and chief executive of Litton, said in a statement. ""By responding to each separately, both our businesses will benefit as should our shareholders."" New Titles for Executives
+Litton said Mr. Brann would become chairman and chief executive of the new company and that he was expected to succeed Orion L. Hoch as chairman of Litton Industries. John M. Leonis, currently senior vice president and group executive, would become president and chief executive of Litton Industries, the aerospace and weapons company.
+Since 1987, Litton's commercial business has been growing significantly faster than the military operations. In 1987, commercial businesses accounted for 15 percent of revenues, or about $800 million. Today, the commercial side represents about 40 percent of revenues, or $2.3 billion.
+Litton officials said first-year revenues for the commercial company are expected to be more than $2 billion, with 60 percent of sales coming from oil service technology and 40 percent from industrial automation systems.
+Graph ""Litton's Move Pleases Wall Street"" shows litton's revenue from its commercial and defense businesses in fiscal 1992. (Source: Company reports; Datastream)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Litton+Splits%3A+Two+Companies+and+Two+Strategies&title=New+York+Times&issn=03624331&date=1993-06-19&volume=&issue=&spage=1.35&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United S tates,3624331,"Copyright New York Times Company Jun 19, 1993","Under a plan approved by Litton's board, Litton will spin off by the end of the year its profitable oilfield services and industrial automation operations, with revenues of $2.3 billion, into an independent company. Litton Industries will continue as an aerospace and weapons company with revenues of $3.5 billion. Litton officials said they did not expect the spinoff to result in any layoffs. Litton has about 47,000 employees, and 14,000 of them would be transferred to the new company. Litton officials said that the commercial and military operations were already run as separate businesses and that detaching the commercial side would require little effort. Litton said Mr. [Alton J. Brann] would become chairman and chief executive of the new company and that he was expected to succeed Orion L. Hoch as chairman of Litton Industries. John M. Leonis, currently senior vice president and group executive, would become president and chief executive of Litton Industries, the aerospace and weapons company.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 June 1993: 1.35.",11/15/17,"New York, N.Y.",,"Sims, Calvin",New York Times Company,,Newspapers,429104651,"United States, New York, N.Y.",English,19-Jun-93,"REFORM AND REORGANIZATION; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Word Perfect Joins Borland On Software,"New York Times, Late Edition (East Coast); New York , N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-word-perfect-joins-borland-on/docview/428996673/se-2?accountid=14586,"Special to The New York Times
+Borland International Inc. and the Word Perfect Corporation said today that they had entered a strategic alliance to develop and market software together.
+Their first product will be Borland Office for Windows, a software package that combines Borland's Quattro Pro for Windows spreadsheet program and Paradox for Windows data base with Word Perfect for Windows word processor.
+The suggested price of the package will be $595, which compares with a suggested retail price of $1,785 for the three programs separately.
+The new package is meant to compete with so-called software suites like the Microsoft Corporation's Microsoft Office at $795 and the Lotus Development Corporation's Smart Suite at $750. According to the International Data Corporation, Microsoft Office sold 700,000 copies in 1992 and Lotus Smart Suite 100,000.
+The Borland Office differs in that it combines a data base management program with word processing and spreadsheet, while the others offer business graphics with word processing and spreadsheet. Word Perfect itself already offers Word Perfect Office, which contains word processing, electronic mail and scheduling.
+Borland shares closed today at $23, up $2.25, in Nasdaq trading. Word Perfect is a privately held company.
+Analysts said that the alliance was necessary for Borland and Word Perfect to remain competitive and easier to accomplish than a merger. But some questioned whether the suite would result in a significant number of sales that could not have been made with the separate products.
+Philippe Kahn, Borland's president, chairman and chief executive, said the alliance had broader goals.
+""Borland Office for Windows is an important step in our long-term strategic relationship,"" he said in a teleconference this morning. ""This alliance will enable us to create 'no compromise' solutions that will address our customers' office automation needs.""
+The two companies ""are a perfect match for each other because our product lines are so complementary,"" Alan C. Ashton, Word Perfect's president, said in the teleconference, adding that Borland Office for Windows was ""the first time that two major software companies have combined products into a single package.""
+The link between Borland and Word Perfect had been rumored for more than a year and analysts said it had become inevitable as sales of Microsoft and Lotus suites grew. Suites are popular both for the savings involved and for the use of common computer commands and icons among the different programs. However, Word Perfect does not share commands and icons with the two Borland programs and package users will have to learn both sets.
+Jeffrey Tarter, publisher of Softletter, an industry newsletter, said such a limitation meant that Borland and Word Perfect had only ""half the equation.""
+Frank A. Ingari, vice president for marketing at the Lotus Development Corporation, said that achieving common design between programs would be difficult without a full merger of the two companies.
+""I think this is a bust if it doesn't become a merger,"" he said.
+Photograph Philippe Kahn, Borland's president, chairman and chief executive, said his company's alliance with the Word Perfect Corporaton would be a long-term one. (Borland International)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Word+Perfect+Joins+Borland+On+Software&title=New+York+Times&issn=03624331&date=1993-04-22&volume=&issue=&spage=D.4&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 22, 1993","""Borland Office for Windows is an important step in our long-term strategic relationship,"" he said in a teleconference this morning. ""This alliance will enable us to create 'no compromise' solutions that will address our customers' office automation needs."" The two companies ""are a perfect match for each other because our product lines are so complementary,"" Alan C. Ashton, Word Perfect's president, said in the teleconference, adding that Borland Office for Windows was ""the first time that two major software companies have combined products into a single package."" The link between Borland and Word Perfect had been rumored for more than a year and analysts said it had become inevitable as sales of Microsoft and Lotus suites grew. Suites are popular both for the savings involved and for the use of common computer commands and icons among the different programs. However, Word Perfect does not share commands and icons with the two Borland programs and package users will have to learn both sets.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Apr 1993: D.4.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,428996673,"United States, New York, N.Y.",English,22-Apr-93,"DATA PROCESSING (COMPUTERS); JOINT VENTURES AND CONSORTIUMS; SOFTWARE PRODUCTS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Washington Memo; Job Plan Sounding Less Monumental,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/washington-memo-job-plan-sounding-less-monumental/docview/428956752/se-2?accountid=14586,"Special to The New York Times
+In his economic message to a joint session of Congress last month, President Clinton described a soaring effort ""to create jobs and guarantee a strong recovery,"" to rebuild the nation's decaying foundation, feed and house the unfortunate and give jobs to half-a-million unemployed.
+But as the Senate began a raucous debate today on Mr. Clinton's proposal to inject $16.3 billion as an emergency stimulus for the economy, the effort was in peril of becoming something considerably more mundane: a political football, fumbled by the White House and pounced on by Republicans and dissidents in the President's party.
+Not that the stimulus proposal -- the minuscule tail-end of Mr. Clinton's five-year, $8 trillion budget package -- was in danger of being defeated or even seriously altered. Despite stormy speeches and filibuster threats, the Senate's 57 Democrats seemed likely to pass and send it to the White House next week, just as the House did last week.
+The prospect that it may prove an embarrassment, on the other hand, was more palpable. As the economy has revived, the White House has been increasingly pressed to show that its emergency legislation addresses an emergency, that its stimulus will actually stimulate, that its unemployed will gain many permanent jobs or that the red ink it creates as part of a deficit-reduction package is a political plus. Republicans Zero In
+The Republicans zeroed in this week on disclosures that the stimulus includes proposals to inventory fish, build grandstands for canoe races and make films on Acadian culture.
+The package's delicate position was underscored today, when Senate debate was quickly stalled by a filibuster, not by Republicans, but by two unhappy Democrats, Senators David L. Boren of Oklahoma and John B. Breaux of Louisiana.
+The two fiscal conservatives want to put off spending about half of the stimulus money until Congress locks Mr. Clinton's broader deficit-cutting plan into law, probably this summer. They decided to revolt, sending the Senate into gridlock, when the President's point man on the bill, Senator Robert C. Byrd of West Virginia, denied them and the bill's other enemies any such opportunity.
+Using the Senate's Gordian rules, he arranged debate so that critics could not amend the stimulus package without first voting against it -- something most Democrats, whose fates are lashed to Mr. Clinton's, are loath to do, even symbolically.
+Mr. Byrd needs 60 votes to break the filibuster, but was not certain he had them. Senators Boren and Breaux also need 60 votes, to break any Republican filibuster should they be allowed to offer their amendment, but were not sure they had them either. So the three faced off for more than six hours, daring each other to try something, until everyone finally got tired and went home.
+Mr. Boren said that he and Mr. Breaux would suspend their filibuster, at least temporarily, but he was not certain what would happen next. Minimal Results Expected
+On its face, this is much ado about almost nothing. While Mr. Clinton this week called the stimulus bill an essential bridge from economic doldrums to recovery, most economists now agree that it will accomplish little. Of the $16.3 billion allotted, $10 billion to $12.7 billion would enter the economy this fiscal year. Nor would a great many of the jobs it would create be permanent.
+Even many Democrats who believe that an economic jolt is no longer needed support the stimulus plan because it would spend on traditional Democratic causes. Mr. Clinton would pour another $556 million into the Head Start program; $300 million more into childhood immunizations; $14 million more into housing for the very poorest rural people; $1 billion into summer jobs for poor youths, and $4 billion in extended unemployment benefits.
+But Republican critics have scored by highlighting some proposals that elicit less sympathy. There would be $2 billion to make up a shortfall in a college student loan fund, which would educate students but stimulate the production of few new jobs, and $6 million would be spent on programs to recycle escaping methane from coal mines, landfills and farm-animal dung. Some Strange Programs
+One measure that has been killed would have subsidized loans for casinos on Indian reservations. Among still-extant proposals, the Interior Department would spend $1.4 million to make line drawings of 28 historic buildings, $75,000 to prepare atlases of freshwater fish in three states. And the Forest Service would spend $800,000 to build grandstands and the like for the canoeing course for the 1996 Summer Olympics.
+At his news conference this week, Mr. Clinton, who has been stung by the attacks, said those ideas were not officially his Administration's ideas, but arose when critical lawmakers asked Clinton aides for lists of ""every absurd thing you could possibly spend the money on."" But that is incorrect. The proposals were official submissions, usually offered by Cabinet secretaries or senior aides.
+One that has remained is a proposal by the Army Corps of Engineers to spend hundreds of thousands of dollars for automatic piezometers -- devices that gauge the pressure inside dams -- to replace models that now must be read manually.
+The proposal prompted what may have been the best line of the long debate over the stimulus, offered by Representative John T. Myers, Republican of Indiana.
+""Automating to create jobs -- that's a dichotomy in itself, isn't it?"" he said. ""That is government work for you. Highly labor-intensive automation. O.K.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Washington+Memo%3B+Job+Plan+Sounding+Less+Monumental&title=New+York+Times&issn=03624331&date=1993-03-26&volume=&issue=&spage=A.16&au=Wines%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 26, 1993","Not that the stimulus proposal -- the minuscule tail-end of Mr. [Clinton]'s five-year, $8 trillion budget package -- was in danger of being defeated or even seriously altered. Despite stormy speeches and filibuster threats, the Senate's 57 Democrats seemed likely to pass and send it to the White House next week, just as the House did last week. The two fiscal conservatives want to put off spending about half of the stimulus money until Congress locks Mr. Clinton's broader deficit-cutting plan into law, probably this summer. They decided to revolt, sending the Senate into gridlock, when the President's point man on the bill, Senator Robert C. Byrd of West Virginia, denied them and the bill's other enemies any such opportunity. ""Automating to create jobs -- that's a dichotomy in itself, isn't it?"" he said. ""That is government work for you. Highly labor-intensive automation. O.K.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Mar 1993: A.16.",11/15/17,"New York, N.Y.",UNITED STATES,"Wines, Michael",New York Times Company,,Newspapers,428956752,"United States, New York, N.Y.",English,26-Mar-93,FINANCES; BUDGETS AND BUDGETING; LAW AND LEGISLATION; UNITED STATES ECONOMY; FILIBUSTERS AND DEBATE CURBS; LABOR,New York Times,NEWSPAPER,,,,,,,
+Primerica To Invest $722 Million In Travelers,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/primerica-invest-722-million-travelers/docview/428661182/se-2?accountid=14586,"The Primerica Corporation said yesterday that it would invest $722.5 million in the Travelers Corporation in return for a 27 percent stake and that its chairman, Sanford I. Weill, would start working closely with Travelers to direct its struggling operations.
+In addition, Travelers, the country's eighth-largest insurer, announced that it would eliminate 3,500 jobs, 10 percent of its work force, during the next two years.
+The investment requires approval by regulators and Travelers' shareholders. If approved, it would add to the $675 million that Travelers, which is based in Hartford, has raised this year to strengthen its finances. Troubled Real Estate
+Travelers was among the insurance companies that moved heavily into commercial real estate as a way to earn higher yields on its investments, only to see its portfolio battered by the collapsing real estate market.
+As of the end of the second quarter, about a third, or $5.2 billion, of Travelers' real estate portfolio of $13.8 billion was experiencing some kind of trouble. Its reserves for guarding against losses from the investments were $871 million, compared with $856 million at the end of the first quarter.
+As those investments weighed on Travelers' finances, its credit rating was downgraded several times over the last few years, and it continued its search for capital.
+Although Mr. Weill was known to be in an acquisitive mood, the investment in Travelers surprised industry analysts. The property-casualty business is not part of Primerica's core interests, which include the brokerage firm Smith Barney, Harris Upham; Commercial Credit, a consumer finance subsidiary, and Primerica Financial Services, which sells term insurance and mutual funds.
+""It is an unusual departure,"" said James P. Hanbury, an analyst with Wertheim Schroder.
+The agreement calls for Travelers to sell 38 million shares at $19 a share, in exchange for $550 million in cash, a 50 percent equity stake in Primerica's Gulf Insurance property-casualty company and all the preferred-provider organization and third-party administrator networks of Primerica's Transport Life/Voyager Group.
+Travelers stock closed Friday at $17.50 a share, down 25 cents, in trading on the New York Stock Exchange.
+The alliance with Travelers is seen as an above-average risk for Primerica, some analysts said, adding that it might be looked on skeptically by Primerica shareholders.
+The deal would dilute Travelers' book value, but executives of both companies expressed confidence that the investment would enrich Travelers' long-term earnings.
+Mr. Weill has proved a skillful investor in 20 takeovers, including the acquisition of Primerica itself in December 1988.
+""The company's record has been phenomenal in both buying and selling properties,"" Mr. Hanbury said. ""I'd give him the benefit of the doubt."" Steady Source of Income Seen
+In a telephone interview last night, Mr. Weill said he believed that Travelers' problems with real estate investments were under control and that the company represented a steady source of income, noting that it conducts property-casualty business with 180 of the top 1,000 United States companies. He also said he guessed the five-year down cycle in the commercial property-casualty business was ""very close to a turning point.""
+Travelers was among the many insurance companies battered by Hurricane Andrew. On Thursday it announced it would take a charge against third-quarter earnings of $175 million to $225 million.
+As part of the agreement, Mr. Weill and James Dimon, president and chief financial officer of Primerica, were elected to the Travelers' board. Mr. Weill will be chairman of the board's finance committee. Primerica will nominate two additional board members when the deal becomes final, which would mean Primerica would represent, in effect, 25 percent of Travelers' board.
+Primerica's investment in Travelers signals a return for Mr. Weill to a business he understands well. In the early 1980's, while president of American Express, Mr. Weill was also chairman and chief executive of the company's Fireman's Fund unit. During his tenure, he initiated measures that included cost-cutting, automation of claims processing and tougher standards for deciding who gets insurance.
+""We intend to help work through problems enabling Travelers to build on its competitive strengths and continue to grow the financial assets it manages,"" Mr. Weill said.
+Edward H. Budd, Travelers' chairman, was also elected to Primerica's board yesterday.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Primerica+To+Invest+%24722+Million+In+Travelers&title=New+York+Times&issn=03624331&date=1992-09-21&volume=&issue=&spage=D.1&au=Bryant%2C+Adam&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 21, 1992","The agreement calls for Travelers to sell 38 million shares at $19 a share, in exchange for $550 million in cash, a 50 percent equity stake in Primerica's Gulf Insurance property-casualty company and all the preferred-provider organization and third-party administrator networks of Primerica's Transport Life/Voyager Group. As part of the agreement, Mr. [Sanford I. Weill] and James Dimon, president and chief financial officer of Primerica, were elected to the Travelers' board. Mr. Weill will be chairman of the board's finance committee. Primerica will nominate two additional board members when the deal becomes final, which would mean Primerica would represent, in effect, 25 percent of Travelers' board. Primerica's investment in Travelers signals a return for Mr. Weill to a business he understands well. In the early 1980's, while president of American Express, Mr. Weill was also chairman and chief executive of the company's Fireman's Fund unit. During his tenure, he initiated measures that included cost-cutting, automation of claims processing and tougher standards for deciding who gets insurance.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Sep 1992: D.1.",11/15/17,"New York, N.Y.",,"Bryant, Adam",New York Times Company,,Newspapers,428661182,"United States, New York, N.Y.",English,21-Sep-92,"MERGERS, ACQUISITIONS AND DIVESTITURES; LAYOFFS (LABOR)",New York Times,NEWSPAPER,,,,,,,
+Tokyo-Style Plan Too Costly for U.S.,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tokyo-style-plan-too-costly-u-s/docview/428613131/se-2?accountid=14586,"Special to The New York Times
+The Japanese Government's huge new economic rescue package, aimed at catapulting Japan out of its worrisome slump, is the type of powerful stimulus package that Washington policy makers wish they could adopt.
+But pressured by the $350 billion Federal budget deficit, Bush Administration officials feel too hemmed in to embrace a huge pump-priming program that could increase the deficit by $50 billion or more.
+""United States fiscal policy has been immobilized by the failure to deal with the budget deficit,"" said Stanley Fischer, an economics professor at the Massachusetts Institute of Technology. Professor Fischer was in Wyoming this weekend, along with dozens of other leading economists, for a conference organized by the Federal Reserve Bank of Kansas City.
+Bush Administration officials and many conservative economists contend that if Washington embraced a large-scale fiscal stimulus program, it would probably push up long-term interest rates because the bond markets are already so worried about the deficit. By hampering home buying and business investment, higher rates would sabotage the stimulative effects of increased deficit spending, they say.
+If Administration officials are envious of what Japan is doing, the Tokyo plan does offer some solace: the Japanese package could spur America's exports to Japan by billions of dollars a year.
+As Japan's economy grows faster, that will increase its demand for foreign goods; the United States supplies about one-third of Japan's imports. Not only that, faster growth could strengthen the yen, which could also help American exports. This could also help reduce Japan's rapidly growing trade surplus, the source of tensions with Washington. Help for the World
+Indeed, with growth languishing in the United States and Europe, the Japanese package could prove a much-needed locomotive for world growth.
+""The Japanese program is likely to help reverse the Japanese recession and it will have important repercussions for the world,"" said Lawrence H. Summers, a Harvard University economist.
+Japanese officials predict their $86 billion economic package will increase economic growth by more than 2 percentage points over the next 12 months, from the modest 2 percent that was anticipated to a robust 4.4 percent. Those numbers must make the Bush Administration jealous because, with Election Day rapidly approaching, it is dogged by high unemployment and stunted growth of less than 2 percent.
+The program that the Japanese Government announced on Friday calls for investing $69 billion to build roads, sewers, schools and other public-works projects. It includes spending the other $17 billion on housing assistance and on buying land for future public projects.
+Yoshio Suzuki, vice chairman of the Nomura Research Institute, said Japan's stimulus package would make its economy ""go back to its former growth track of over 4 percent a year"" and would make Japanese manufacturers ""as competitive as ever."" The package offers tax incentives to encourage companies to invest in automation and energy-saving equipment. Aiding Stocks and Banks
+The program also aims to help Tokyo's shell-shocked stock market by, for example, allowing public pension funds to buy more stock. Another objective is to shore up the troubled banking sector by helping banks dispose of bad loans by propping up real estate prices.
+Japan is able to embrace fiscal stimulus, a classic countercyclical tool, because it has a sizable budget surplus, when receipts for its Social Security Trust Fund are included.
+""The fundamental point is Japan has a fiscal surplus of 3 percent of gross domestic product,"" said C. Fred Bergsten, director of the Institute for International Economics in Washington. ""Japan is in fact the only major industrial country in a position to launch a major expansionary program."" Money for States and Cities
+In contrast, America's budget deficit represents more than 5 percent of gross domestic product. Even so, early this year Robert Solow, a Nobel Prize-winning economist at the Massachusetts Institute of Technology, and James Tobin, a Nobel Prize winner at Yale, headed a group of 100 economists who urged Washington to spend $50 billion more a year on public works to push America's stalled economy forward. They asserted that month after month of slow growth was worse for the nation than a $50 billion increase in the deficit.
+Professors Solow and Tobin said the $50 billion should go to states and cities, many of which are in such bad financial straits that they have raised taxes, laid off workers and aborted public-works projects -- moves that further depress the slumping economy. They argue that states and cities would restart public-works projects and rehire workers using the Federal money, giving a quick lift to the economy.
+""The continuing weakness of the United States economy makes fiscal expansion look more attractive if it can be done in a way that does not undermine confidence in a long-term solution to the deficit problem,"" said Professor Summers of Harvard.
+To spur growth without pushing up the deficit long term, he proposes that some Federal grant money that is due states in future years be given this year. Administration Arguments
+Administration officials say such proposals may hardly increase growth, asserting that they would push up long-term rates and might not produce additional spending because states might merely cut taxes once they receive the Federal money.
+With its emphasis on improving infrastructure, the Japanese package sounds somewhat like Gov. Bill Clinton's proposals to spend $80 billion over four years on building railways, highways and a new telecommunications system. His call for spending money on America's rundown infrastructure has a different emphasis from the Japanese program: the aim of the Clinton program is not to pull the nation out of recession, but to make the economy more efficient.
+""Japan is perceived as having a crying need for infrastructural investment,"" said David D. Hale, chief economist for Kemper Financial Services. ""It's not that its infrastructure is run down; it's that it's incomplete.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Tokyo-Style+Plan+Too+Costly+for+U.S.&title=New+York+Times&issn=03624331&date=1992-08-31&volume=&issue=&spage=D.1&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,,3624331,"Copyright New York Times Company Aug 31, 1992","Yoshio Suzuki, vice chairman of the Nomura Research Institute, said Japan's stimulus package would make its economy ""go back to its former growth track of over 4 percent a year"" and would make Japanese manufacturers ""as competitive as ever."" The package offers tax incentives to encourage companies to invest in automation and energy-saving equipment. Aiding Stocks and Banks ""The fundamental point is Japan has a fiscal surplus of 3 percent of gross domestic product,"" said C. Fred Bergsten, director of the Institute for International Economics in Washington. ""Japan is in fact the only major industrial country in a position to launch a major expansionary program."" Money for States and Cities ""Japan is perceived as having a crying need for infrastructural investment,"" said David D. Hale, chief economist for Kemper Financial Services. ""It's not that its infrastructure is run down; it's that it's incomplete.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Aug 1992: D.1.",11/15/17,"New York, N.Y.",JAPAN,"Greenhouse, Steven",New York Times Company,,Newspapers,428613131,"United States, New York, N.Y.",English,31-Aug-92,UNITED STATES ECONOMY; BUDGETS AND BUDGETING; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+Credit Markets; Open Treasury Auctions: Years Away,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/credit-markets-open-treasury-auctions-years-away/docview/428575341/se-2?accountid=14586,"A significant change in the workings of the bond market that is being considered by the Bush Administration in response to the Salomon Brothers scandal that came to light a year ago will not even be tested for years.
+The recommended change -- to an open auction for Treasury securities along the lines of an art auction -- would not occur for ""a significant period of time,"" Jerome H. Powell, Under Secretary of the Treasury for Finance and the man who oversees Treasury auctions, said yesterday. He added, ""That is a program people will be working on for several years.""
+This comes as good news to some traders who think that the open auction system, advocated in a Government report in January as a measure to counter market manipulations, may not be as flawless as the report suggested. Would Discourage Bidders
+William M. Brachfeld, executive vice president of Daiwa Securities and a member of the policy-making board at the Public Securities Association, an industry group, breathed a sigh of relief. The open auction, also called an ascending-price auction, would discourage bidders because of the time it would take and thus would make Government borrowing more expensive, he said.
+""The system we have is probably the best in the world,"" he said. ""When 1 basis point means so much to the Treasury, the onus would be on those who want to change a very efficient system.""
+During an open auction, bids would be shown on screens and the bidding would continue through several rounds until the total of the bills, notes or bonds being auctioned were sold at the lowest yield, and thus at the lowest cost for the Treasury.
+The Public Securities Association has not endorsed the proposal, which was one of the most controversial recommendations made by the Treasury, the Federal Reserve and the Securities and Exchange Commission in January. Their report focused on ways to improve the Treasury auction process and make it more difficult to manipulate the market; Salomon Brothers admitted last August that it had made a series of illegal bids in Treasury auctions. Other Priorities
+Mr. Powell said he expected the Treasury auction system eventually to be changed to this open bidding system. But he said the Treasury had other priorities to deal with first. These include the automation or computerization of the Treasury auction, which is expected to be completed by the end of the year. Bids are now submitted by hand, on paper, to the Federal Reserve.
+Next is testing a single-price sealed-bid auction. Under the current system, the Treasury securities are auctioned in a sealed-bid process. The bids are assembled and the securities are awarded starting with the lowest interest-rate bid and moving up until the amount to be auctioned is sold. This means that one firm can bid more and end up paying more for securities than another firm that bids more aggressively. This is called the winner's curse.
+In a single-price auction, all the securities would be awarded at the highest yield of all the accepted bids. This means that every dealer pays the same price. Therefore, there is no winner's curse. But the Treasury acknowledges that this approach might actually cost it less.
+""Our view is that automation is the single most important change, and next is the single price to see if that is beneficial for the government,"" Mr. Powell said. He said the Treasury would announce within two months when it would test the single-price auction. One consideration is whether to do the test before the bidding system is automated.
+He acknowledged that both opposition to the ascending-price open auction and the difficulties of designing it mean that it is at least several years off. For example, he said it would take a year just to design the computer software for the open bidding.
+""The practicalities have pushed it down the road a bit,"" he said. ""And it is fair to say that the industry has reacted negatively to it.""
+ 
+ ",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Credit+Markets%3B+Open+Treasury+Auctions%3A+Years+Away&title=New+York+Times&issn=03624331&date=1992-07-31&volume=&issue=&spage=D.1&au=FUERBRINGER%2C+JONATHAN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 31, 1992","The recommended change -- to an open auction for Treasury securities along the lines of an art auction -- would not occur for ""a significant period of time,"" Jerome H. Powell, Under Secretary of the Treasury for Finance and the man who oversees Treasury auctions, said yesterday. He added, ""That is a program people will be working on for several years."" ""The system we have is probably the best in the world,"" he said. ""When 1 basis point means so much to the Treasury, the onus would be on those who want to change a very efficient system."" Mr. Powell said he expected the Treasury auction system eventually to be changed to this open bidding system. But he said the Treasury had other priorities to deal with first. These include the automation or computerization of the Treasury auction, which is expected to be completed by the end of the year. Bids are now submitted by hand, on paper, to the Federal Reserve.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 July 1992: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"FUERBRINGER, JONATHAN",New York Times Company,,Newspapers,428575341,"United States, New York, N.Y.",English,31-Jul-92,FINANCES; GOVERNMENT BONDS; VIOLATIONS OF SECURITIES AND COMMODITIES REGULATIONS,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; G.M. Selling Its 50% Stake in Robotics Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-g-m-selling-50-stake-robotics-unit/docview/428565207/se-2?acc ountid=14586,"Special to The New York Times
+The General Motors Corporation, as part of a push to improve its finances and concentrate on building cars and trucks, said today that it was selling its 50 percent interest in a robotics venture, the GMFanuc Robotics Corporation.
+G. M. also said that it held meetings here Tuesday with about 600 top suppliers to its North American automotive operations to announce intiatives to drive down the costs of building vehicles in North America. J. Ignacio Lopez de Arriortua, G. M.'s new purchasing director, told suppliers that ""we are looking at everything,"" a G. M. spokeswoman, Antonette Simonetti, said.
+G.M. announced it was selling its stake in GMFanuc Robotics to its partner, Fanuc Ltd., of Japan. The auto maker declined to say how much money it would receive. A spokesman, William Winters, said, ""It's not material in the context of a $120 billion corporation like G. M."" GMFanuc Robotic's 1991 sales topped $250 million, G. M. said; it has 670 employees worldwide. 10-Year Venture
+G. M. and Fanuc formed the venture for building and selling industrial robots 10 years ago and it quickly grew into the nation's biggest maker of robots and a prime supplier to G. M. and other auto makers. Seiuemon Inaba, Fanuc's president, is a legendary figure in factory automation. Mr. Inaba and William E. Hoglund, G. M.'s chief financial officer, issued statements today promising that Fanuc would continue to be a primary supplier of industrial robots to G.M.
+""The sale of G.M.'s interest at Fanuc at this time is singularly prompted by our decision to focus all efforts in North America on enhancing our core car and truck operations,"" Mr. Hoglund said.
+Last year's disastrous financial performance by G.M., resulting in $7 billion of losses in North America and an overall worldwide loss of $4.5 billion, convinced top management to focus all efforts and capital toward improving G. M.'s core vehicle-making business. Accordingly, G. M. has been trying to sell many of its non-auto-making businesses, like its Allison Transmission, Electro Motive and Allison Gas Turbine divisions.
+In addition to devising a divestiture strategy, G. M. in April reassigned and demoted some top executives. G. M.'s new president and chief operating officer, John F. Smith Jr., appointed Mr. Lopez with a broad mandate to drive down parts costs as he had in G.M.'s European operations. Mr. Smith worked with Mr. Lopez in the late 1980's when Mr. Smith was in charge of European operations. Held Private Meetings
+Mr. Lopez's meetings with suppliers were private. Afterward, however, some suppliers spoke about what happened. John Kennedy, president of the Autocam Corporation in Grand Rapids, Mich., said: ""He told us we're in the middle of a battle. The only way to win is for all of us to pull together so we can figure out how to make cars cheaper."" Autocam makes precision metal parts for anti-lock brakes and other automotive components.
+Mr. Lopez described the auto maker's plan for a quite different sort of relationship with suppliers, Mr. Kennedy said. United States suppliers, for example, will have a chance to compete for G. M. business worldwide, which previously was difficult or impossible.
+But instead of demanding price concessions, G. M. said it would provide engineering expertise to help suppliers drive down the cost of parts. Any savings would be shared equally among the supplier, G. M. and consumers.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+G.M.+Selling+Its+50%25+Stake+in+Robotics+Unit&title=New+York+Times&issn=03624331&date=1992-06-04&volume=&issue=&spage=D.4&au=Levin%2C+Doron+P&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1992","G. M. and Fanuc formed the venture for building and selling industrial robots 10 years ago and it quickly grew into the nation's biggest maker of robots and a prime supplier to G. M. and other auto makers. Seiuemon Inaba, Fanuc's president, is a legendary figure in factory automation. Mr. Inaba and William E. Hoglund, G. M.'s chief financial officer, issued statements today promising that Fanuc would continue to be a primary supplier of industrial robots to G.M. Mr. [Lopez]'s meetings with suppliers were private. Afterward, however, some suppliers spoke about what happened. John Kennedy, president of the Autocam Corporation in Grand Rapids, Mich., said: ""He told us we're in the middle of a battle. The only way to win is for all of us to pull together so we can figure out how to make cars cheaper."" Autocam makes precision metal parts for anti-lock brakes and other automotive components.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1992: D.4.",11/15/17,"New York, N.Y.",,"Levin, Doron P",New York Times Company,,Newspapers,428565207,"United States, New York, N.Y.",English,4-Jun-92,"MERGERS, ACQUISITIONS AND DIVESTITURES; JOINT VENTURES AND CONSORTIUMS; ROBOTS",New York Times,NEWSPAPER,,,,,,,
+Dinkins Is Pressed to Use M.A.C. Money on Schools,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dinkins-is-pressed-use-m-c-money-on-schools/docview/428527393/se-2?accountid=14586,"Pressure increased on Mayor David N. Dinkins yesterday to support a plan for committing hundreds of millions of dollars in Municipal Assistance Corporation money to the public schools as the City Council joined Gov. Mario M. Cuomo and Schools Chancellor Joseph A. Fernandez in endorsing similar plans.
+But the administration held its ground as mayoral aides said that the city could not afford to borrow more through the corporation and that any M.A.C. surplus should be used as a bargaining chip in trading raises for a smaller city work force.
+The Council proposed spending $500 million in assistance corporation money to expand computer education, upgrade school libraries and restore $200 million in capital spending cuts for school construction. Under the plan, $100 million would come from a $200 million surplus that the assistance corporation has generated by refinancing its bonds at lower interest rates and $400 million would come from new M.A.C. borrowing. 'Good News'
+Aides to Council Speaker Peter F. Vallone said they have been working on the proposal since March and had discussed it with the Governor and Schools Chancellor, who last week announced a similar plan.
+James Vlasto, a spokesman for the Schools Chancellor, said: ""We are delighted by the endorsement of the Council to make education a major priority in this budget. It appears they are doing just that and coming on the heels of Governor Cuomo's announcement Friday, it is good news.""
+The Council's call for the administration to commit itself to using assistance corporation money for schools sets the stage for the first major battle over the Mayor's proposed budget for the 1993 fiscal year, which begins on July 1.
+While Mr. Dinkins proposes the city's budget, it is subject to the approval of the Council. At the same time, the chairman of the assistance corporation, appointed by the Governor, has considerable influence over the city's finances. As pressure mounts for the Mayor to use the M.A.C. money for education, he is finding himself increasingly isolated on the issue.
+Felix G. Rohatyn, the financier who is chairman of the Municipal Assistance Corporation, has indicated that he would like the money to go toward education programs, but he has not set that as a condition for the city's receiving it. Mr. Rohatyn was traveling abroad yesterday and could not be reached for comment. Presented to Rohatyn
+Mr. Vallone said yesterday that he had presented the Council's proposal to Mr. Rohatyn last week and that Mr. Rohatyn was very warm to it. In fact, Mr. Vallone seemed convinced that the Mayor would eventually give in.
+Mr. Vallone, when asked if he had discussed the plan with the Dinkins administration, said, ""I think we are all in agreement on this.""
+But First Deputy Mayor Norman Steisel said that while the administration was still studying the Council's proposal, many of the plan's education programs were not consistent with the Mayor's goal of using the surplus assistance corporation money to streamline government, possibly through actions like early retirement and automation. 'Vitally Important'
+""Everyone recognizes that education is vitally important, but we have to balance the needs of schools against the overall financial requirements of the city,"" Mr. Steisel said.
+Shrinking the city's work force will bring large savings that Dinkins administration could use to finance raises for the city's municipal labor unions, almost all of which are without a contract. But Mr. Dinkins has said there will be no raises without increases in productivity.
+Under the Council's proposal, $30 million would be spent to renovate library space and buy new books, $142 million for school computer labs, $200 million to build new schools, $20 million for special education, $16 million for basic school supplies, and $75 million for school maintenance to repair broken boilers, leaky roofs and boarded windows.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Dinkins+Is+Pressed+to+Use+M.A.C.+Money+on+Schools&title=New+York+Times&issn=03624331&date=1992-05-05&volume=&issue=&spage=B.3&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 5, 1992","While Mr. [David N. Dinkins] proposes the city's budget, it is subject to the approval of the Council. At the same time, the chairman of the assistance corporation, appointed by the Governor, has considerable influence over the city's finances. As pressure mounts for the Mayor to use the M.A.C. money for education, he is finding himself increasingly isolated on the issue. First Deputy Mayor Norman Steisel said that while the administration was still studying the Council's proposal, many of the plan's education programs were not consistent with the Mayor's goal of using the surplus assistance corporation money to streamline government, possibly through actions like early retirement and automation. 'Vitally Important' Shrinking the city's work force will bring large savings that Dinkins administration could use to finance raises for the city's municipal labor unions, almost all of which are without a contract. But Mr. Dinkins has said there will be no raises without increases in productivity.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 May 1992: B.3.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Sims, Calvin",New York Times Company,,Newspapers,428527393,"United States, New York, N.Y.",English,5-May-92,FINANCES; BUDGETS AND BUDGETING; EDUCATION AND SCHOOLS; GOVERNMENT EMPLOYEES; WAGES AND SALARIES; PRODUCTIVITY,New York Times,NEWSPAPER,,,,,,,
+"In Southern India, a Glimpse of Asia's High-Tech Future","New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/southern-india-glimpse-asias-high-tech-future/docview/428225188/se-2?accountid=14586,"Most people here still travel by bicycle, bus, motor scooter or on foot, and power outages are frequent. But with a growth rate surpassing any other major Indian city, Bangalore has achieved a reputation as the Silicon Valley of India -- turning what was once a sleepy community into a bustling center of high-tech commerce, replete with traffic jams and honking Mercedes-Benz automobiles.
+Several top American computer companies, including Hewlett-Packard, 3M, Texas Instruments and the Digital Equipment Corporation, have set up operations here, vying to supply hardware and software to a technology-hungry Asia. The companies hope to exploit vast markets in India, which has middle class estimated at more than 120 million people, and in other nations where affluence is growing.
+Many have already entered smaller, more prosperous nations like Singapore, but are now setting more ambitious courses for the coming decades. ""India is part of a strategic presence,"" said Bob Watson, the managing director of Texas Instruments in India. ""In the long-term, we are interested in the larger markets of South and Southeast Asia as well as the Pacific.""
+That interest focuses especially on this pleasant city in southern India, whose temperate climate, outdoorsy style of life and leading scientific institutes make it India's answer to the San Francisco area. Tree-lined avenues, a golf course, health clubs, fine restaurants, pubs and hotels contribute to a cosmopolitan ambiance that helps draw many of India's best scientific minds.
+Their talents and relatively low salaries are luring more and more Indian and multinational computer companies. ""Bangalore is still a place where you can attract people to settle with their families, it's still a livable city,"" said Prakash Mutalik, general manager at Hewlett-Packard's software project here.
+Senior Indian software and computer engineers, especially in the private sector, earn 10,000 to 15,000 rupees, about $400 to $600 a month -- less than the minimum wage in the United States. Senior academics earn about half as much.
+And despite complaints about the painful plodding of a vast Government bureaucracy that demands innumerable forms filled out in duplicate and triplicate, executives are excited about their companies' progress.
+""I think many corporations also understand that with a market of this size, it's better to establish a major presence early on in the game,"" said Shiv Nadar, the chairman of Hinditron Computers Ltd., the country's top domestic firm, which now has a joint venture with Hewlett-Packard.
+This partnership, formed after Hewlett-Packard invested $23 million in H.C.L. stock, will make top-of-the-line computer work stations for Indian customers beginning this winter.
+India has long been a difficult nation for Western companies to do business in. Wages are low, but so is productivity. It wants foreign investment and technology, but on its own terms.
+In recent months, Prime Minister P. V. Narasimha Rao has liberalized investment rules to give foreigners automatic approval for buying as much as 51 percent of a company, with an accelerated process for considering higher stakes.
+The International Business Machines Corporation left the Indian market in 1977 after foreign ownership was limited to 40 percent. India's Commerce Minister announced in late September approval for I.B.M. to return in a joint venture with an Indian conglomerate, Tata Industries, to produce I.B.M.'s Personal System 2 computers and computer programs.
+The influx of foreign and domestic computer companies has helped transform what was once a sleepy haven for pensioners into a traffic-clogged city of four million. Sleek Mercedes cars sweep past the swarms of bicyclists along streets full of potholes dug out by monsoons. Elegant, colonial-style bungalows are being demolished to make way for glittering new high-rise apartments and offices.
+The gleaming white Digital building, with its broad satellite dish and a small, gentle Japanese garden in front (complete with a tiny wooden bridge and stream), exemplifies the city's abrupt modernization.
+""When we came here a couple of years back, this place used to be partly a warehouse and partly a garbage dump and look at what we have now,"" said Mike Shah, chief operating officer of Digital Equipment (India) Ltd. Mr. Shah, a cheerful 46-year-old Indian, worked with Digital in the United States and elsewhere for 19 years before taking on the Indian project. His engineers and technicians assemble minicomputers and mainframes.
+In Bombay and Bangalore, programmers aided by satellite communications write diagnostic software for the entire company. ""The satellite link connects me instantly to 65 Digital subsidiaries across the world and the parent corporation,"" Mr. Shah said.
+Business, although a fraction of Digital's output worldwide, is good. Sales rose to $350 million for the year ended March 1990 from $280 million for the year before.
+The company payroll has grown to about 800 now from 335 in 1989, and Mr. Shah expects an additional 40 percent increase by next March. The Indian subsidiary began production after absorbing staff from H.C.L., which once represented Digital here.
+Computer services are a key element of Digital's India operations. Besides handling customer requests and complaints, the company has set up five computer literacy centers in the country's five most populous cities: New Delhi, Bombay, Madras, Calcutta and Bangalore. Some 40 full-time faculty members, all Digital India employees, offer instruction, and not just to the company's customers.
+Digital India supplies hardware to some of India's major public and private organizations. Its software side put together a package that helped computerize and speed up reservations on the sprawling railroad network that carries about four million passengers every day.
+The work at Texas Instruments India focuses on computer-aided-design programs that the company uses around the world to design semiconductors. Texas Instruments has been here since India began liberalizing its economy under Prime Minister Rajiv Gandhi in the mid-1980's. The company, the first multinational to ask the Indian Government to arrange a dedicated satellite communications link, had 1990 revenues of about $2.4 million.
+Not that the American companies and their Indian hosts are always in harmony. Mr. Watson, a native of Dallas, said easier regulations have not removed all frustrations for foreign companies.
+Repairing a work-station circuit board outside the country was an ordeal. ""It took seven months to get it out and bring it back because of customs rules,"" he remarked.
+The Indians have some complaints about the Americans as well. The head of Bangalore's premier computer science center says that he is disappointed by the failure of these companies to invest in research and development at the the Indian institutions.
+""There is nothing in terms of inter-action, we are basically providing them manpower,"" said N. Viswanadam, the chairman of the department of computer science and automation at the Indian Institute of Science. ""In that way, the multinationals are not behaving differently from Indian companies.""
+Most of these companies still prefer to do their most sophisticated research back home. Professor Viswanadam had hoped they would provide scholarships or equip labs. ""But their mandate is different,"" he said. ""They seem to be here just to manufacture their product.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=In+Southern+India%2C+a+Glimpse+of+Asia%27s+High-Tech+Future&title=New+York+Times&issn=03624331&date=1991-10-06&volume=&issue=&spage=A.9&au=Hazarika%2C+Sanjoy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 6, 1991","Many have already entered smaller, more prosperous nations like Singapore, but are now setting more ambitious courses for the coming decades. ""India is part of a strategic presence,"" said Bob Watson, the managing director of Texas Instruments in India. ""In the long-term, we are interested in the larger markets of South and Southeast Asia as well as the Pacific."" Their talents and relatively low salaries are luring more and more Indian and multinational computer companies. ""Bangalore is still a place where you can attract people to settle with their families, it's still a livable city,"" said Prakash Mutalik, general manager at Hewlett-Packard's software project here. ""There is nothing in terms of inter-action, we are basically providing them manpower,"" said N. Viswanadam, the chairman of the department of computer science and automation at the Indian Institute of Science. ""In that way, the multinationals are not behaving differently from Indian companies.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Oct 1991: A.9.",11/15/17,"New York, N.Y.","INDIA UNITED STATES BANGALORE (INDIA) FAR EAST, SOUTH AND SOUTHEAST ASIA AND PACIFIC AREAS","Hazarika, Sanjoy",New York Times Company,,Newspapers,428225188,"United States, New York, N.Y.",English,6-Oct-91,DATA PROCESSING (COMPUTERS); INTERNATIONAL TRADE AND WORLD MARKET; SOFTWARE PRODUCTS,New York Times,NEWSPAPER,,,,,,,
+On Language; Mailbag,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/on-language-mailbag/docview/428101620/se-2?accountid=14586,"""DEAR POSTAL CUSTOMER:"" begins this communication from the United States Postal Service, formerly the U.S. Mail, forwarded to me by Phyllis Agard of Amherst, MA. ""Recently you received a brochure from the U.S. Postal Service concerning the coming of automated sortation and the need for proper address hygiene.""
+We need not look askance, as Ms. Agard does, at automated sortation . I would call it automatic , or mechanical , because it does not employ the principle of feedback (self-control by machine, as in a thermostat) that is the essence of automation , and sorting is preferred on historical principles. But these are matters of judgment and taste, and an outfit that eschews the plain word mail for the pompous phrase postal service is at least consistent in choosing the costly-sounding automated sortation .
+But ""proper address hygiene ""? That word, derived from the Greek to mean ""the science of maintaining health,"" is sickened by such usage. We can debate the difference between healthy , ""being in good health,"" and healthful , ""contributing to good health,"" but the stretching of hygiene -- with its habits of brushing your teeth, taking a shower now and then, wiping the mouth of your pop bottle on your sleeve before handing it to your neighbor -- into the realm of addressing envelopes is beyond the linguistic pale.
+In choosing this term, our postal servants are not suggesting we refrain from licking stamps that others have previously licked -- an unhygienic act -- but are urging us to use ZIP codes to assist its machines and to abbreviate each state's name in a manner that is not confusing to them. (MA, written as USPS suggests, without a period, stands for Massachusetts, not for Maine or Mother.) ""By using this address information correctly,"" the Postal Service writes, ""it will enable new automation equipment to sort your mail to it's proper destination.""
+Unclean! Unclean! The introductory phrase containing a gerund, by using this address information correctly , cries out for attachment of the action to a person; following it with it leaves it hopelessly dangling. And there is no need to spend millions for computer software to catch the simplest grammatical errors; a large dog can be trained to sink its teeth into the hand of anybody inputting an apostrophe in the possessive its . Wise Guys Finish Last
+TO STRIKE AN ingratiating pose of fallibility, I occasionally insert a metaphoric mistake or usage error in a political essay or language column.
+""Did you really mean to say,"" writes Mark Lasswell of New York, ""that in failing to keep Saddam Hussein's helicopters grounded, President Bush 'suddenly choked up '?""
+Baseball players choke up on their bats -- sacrificing power for accuracy by allowing an inch or two of wood below the grasp -- but this was not the image I had in mind in this polemic. Nor was choke up intended to mean ""become emotional or sentimental"" in my usage. ""I doubt you were saying,"" writes the relentless Mr. Lasswell, ""that Mr. Bush got all choked up about rebellion,"" since his reaction at first was dismayingly dry-eyed.
+My mistake was in the use of up . ""I believe you meant to say that Mr. Bush choked -- minus the up -- meaning that when presented with a stern challenge, the President collapsed on a sofa and began fanning himself. Uncharitable observers usually illustrate this inability to deliver in the clutch by grabbing their throats while their eyes bulge and their tongues loll out of their mouths. I think I saw Gen. Colin Powell doing it on television the other day when Mr. Bush's back was turned.""
+For slang synonymists outside of baseball, this lesson: to choke up means ""to become visibly affected, on the verge of tears""; to choke -- without the up -- means ""to flinch from a challenge.""
+In suggesting that the United Nations Security Council choose a troika of Margaret Thatcher, Yaqub Khan and Eduard A. Shevardnadze to be the next Secretary General, I wrote in my political column: ""This modest proposal will be met with hoots and harrumphs from the dovecote on Turtle Bay.""
+I was so transfixed with the allusion to Jonathan Swift's satiric ""modest proposal"" as well as the use of harrumph -- a throat-clearing onomatopoeia from the comic strip ""Major Hoople"" (""Hak! Fap! Harrumph!"") -- that I did not stop to think of the sounds emanating from a dovecote .
+""I have been around dovecotes for years,"" writes Arnold Beichman of the Hoover Institution at Stanford (but not of Stanford), ""but never, never, never did I ever hear 'hoots and harrumphs' coming from such informed quarters. What kind of dovecote do you have, or is it one of those mixed-up metaphors?""
+Of course, the sound that comes from a dovecote is described as ""cooing,"" with an occasional little liberal ""peep"" from the newly hatched. (If doves live in a dovecote , where do hawks live? In a hawkery , coined in 1832 on the analogy of rookery , where rooks -- also known as crows -- live. Hawks issue cries , an apt phrase for reactions to billions in aid for the Soviet Union. Eagles live in lofty aeries , which can be metaphorically applied to sharp-eyed executives in their skyscraper offices; you cannot use harrumphs as the sound from aeries, either -- only screams, shrieks and authoritative peeps .)
+Finally, a passing reference to Secretary of State James A. Baker 3d in my Essay used a word that scrapes a fingernail across the blackboard: ""The President has learned something that his manager-mentee has not.""
+"" Mentee ?"" writes the shocked James B. McCloskey of Norfolk, Va. He had heard this word used by broadcast journalists, and had dismissed it as the misnomer for a beneficiary of the efforts of a mentor , a word meaning ""trusted counselor or teacher"" derived from the name of the teacher to whom Odysseus entrusted the education of Telemachus, his son. But ""surely, William Safire wouldn't misconstrue the meaningless final two letters of a proper name -- Mentor -- as representing the -or suffix denoting one performing the act described by the root verb."" Because ment is not a verb that led to mentor , it cannot lead to mentee . ""Whence came this abomination?""
+I was hoping to get good mail on that. Mentee was first used in letters from Linda S. Benedict and Bonnie K. Shimahara published in Business Week on Nov. 20, 1978. In 1986, I noted that Citibank had issued a ""Mentor/Mentee Profile,"" and opined that ""the use of -ee as the automatic complement to -or should be resisted."" This especially applied to eponymous words and things to which good labels had already been attached; in the case of mentee , it seemed an unnecessary addition to protege or fellow .
+I know how Gorbachev feels after issuing a decree. Thirty-three citations come leaping out of the Nexis morgue, from some of our more literate publications, in the five years since I told you all to cut it out. Perhaps my authority would better be maintained by now switching to Yeltsinesque reform.
+For ""one who is under a mentor's wing,"" fellow does not work. In academia and at think tanks, fellowships abound, but in ordinary speech, fellow is too often associated with a male person. (Sorry, fellas.) Protege has a musical-world connotation and means ""one being promoted or put forward""; that French word is not taking root in the business world. People there seem to prefer being known as mentees .
+This does not mean I will run out and buy sponsor/sponsee or metaphor/metaphee , but let's suspend the abominating of mentee . Give it a break. Help it along.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=On+Language%3B+Mailbag&title=New+York+Times&issn=03624331&date=1991-06-09&volume=&issue=&spage=A.12&au=SAFIRE%2C+WILLIAM&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 9, 1991","""DEAR POSTAL CUSTOMER:"" begins this communication from the United States Postal Service, formerly the U.S. Mail, forwarded to me by Phyllis Agard of Amherst, MA. ""Recently you received a brochure from the U.S. Postal Service concerning the coming of automated sortation and the need for proper address hygiene."" In choosing this term, our postal servants are not suggesting we refrain from licking stamps that others have previously licked -- an unhygienic act -- but are urging us to use ZIP codes to assist its machines and to abbreviate each state's name in a manner that is not confusing to them. (MA, written as USPS suggests, without a period, stands for Massachusetts, not for Maine or Mother.) ""By using this address information correctly,"" the Postal Service writes, ""it will enable new automation equipment to sort your mail to it's proper destination."" intended to mean ""become emotional or sentimental"" in my usage. ""I doubt you were saying,"" writes the relentless Mr. [Mark Lasswell], ""that Mr. [Bush] got all","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 June 1991: A.12.",11/15/17,"New York, N.Y.",,"SAFIRE, WILLIAM",New York Times Company,,Newspapers,428101620,"United States, New York, N.Y.",English,9-Jun-91,ENGLISH LANGUAGE,New York Times,NEWSPAPER,,,,,,,
+Transforming the Decade: 10 Critical Technologies; Mighty Chips Reinventing Silicon Circuits,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/transforming-decade-10-critical-technologies/docview/427957929/se-2?accountid=14586,"Microelectronic circuits embedded on pieces of silicon are the building blocks of modern electrical devices, from computers and communication equipment to consumer electronics goods. They are also critical components of weaponry, automobile-engine control systems to improve fuel efficiency and factory automation systems.
+The performance of these vital components will continue to improve over the next decade, rippling through the economy. The number of transistors that can be put on a chip will increase from about one million to close to 100 million. As that happens, more and more of the value of a computer will be contained in the chip. Complex chips, specialized for particular tasks, hold out the best hope of achieving long-sought goals like computers that can understand speech or interpret scenes.
+The United States still leads in designs of clever circuitry but lags in the ability to manufacture chips. Sematech, the consortium financed by the Government and the semiconductor industry, is seeking to redress that balance. It is also trying to keep alive the endangered American manufacturers of chip-making equipment.
+But Sematech alone, even if it is successful, will not be enough, experts say. A big problem for the United States is not technology but capital. Most American companies can no longer afford to build advanced manufacturing plants, which cost several hundred million dollars now and promise to keep getting more expensive. Making Innovation Affordable
+Krishna C. Saraswat, a electrical engineering research professor at Stanford University, said one goal should be to use computer automation and other techniques to develop low-cost factories affordable by the small companies that often lead the industry in innovation. ""If we can provide that opportunity, there will be many more companies willing to stay in business,"" he said.
+Several particular technologies should get increasing emphasis in the 1990's. One will be increasing computer speed by connecting many chips together in modules. Another will be new technology for testing chips with millions of transistors.
+Printing circuit patterns on silicon with beams of light is a technology that now appears likely to last through the decade. But new techniques, using X-rays or electron beams, might be needed after that. Efforts to explore all these techniques might be warranted until the course becomes clearer.
+Photograph In 1961 this complex array of wires and vacuum tubes, a room-sized ""mechanical brain,"" was built by the International Business Machines Corporation. (I.B.M.) By the late 1970's electronic circuits had been drastically shrunk. For example, these four silicon chips, built in 1978 by I.B.M., could hold the equivalent of 15 pages of text. (I.B.M.) By 1989 technology had advanced so far that a chip the size of a thumbnail, like the Intel 486 microprocessor below, could be installed in desktop computers, giving them the power of the million-dollar machines of the 1970's.(C & I Technologies) Drawings",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Transforming+the+Decade%3A+10+Critical+Technologies%3B+Mighty+Chips+Reinventing+Silicon+Circuits&title=New+York+Times&issn=03624331&date=1991-01-01&volume=&issue=&spage=1.38&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 1, 1991","Krishna C. Saraswat, a electrical engineering research professor at Stanford University, said one goal should be to use computer automation and other techniques to develop low-cost factories affordable by the small companies that often lead the industry in innovation. ""If we can provide that opportunity, there will be many more companies willing to stay in business,"" he said. In 1961 this complex array of wires and vacuum tubes, a room-sized ""mechanical brain,"" was built by the International Business Machines Corporation. (I.B.M.) By the late 1970's electronic circuits had been drastically shrunk. For example, these four silicon chips, built in 1978 by I.B.M., could hold the equivalent of 15 pages of text. (I.B.M.) By 1989 technology had advanced so far that a chip the size of a thumbnail, like the Intel 486 microprocessor below, could be installed in desktop computers, giving them the power of the million-dollar machines of the 1970's.(C & I Technologies) Drawings","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Jan 1991: 1.38.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,427957929,"United States, New York, N.Y.",English,1-Jan-91,ELECTRONICS; DATA PROCESSING (COMPUTERS); SEMICONDUCTORS; FORECASTS,New York Times,NEWSPAPER,,,,,,,
+NEW YORK'S MAIL SLOWEST IN TEST,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-yorks-mail-slowest-test/docview/427916073/se-2?accountid=14586,"About the only thing slower than mail delivery in New York City is the Postal Service's effort to speed it up.
+Back in June 1966, Representative Ted Kupferman, in New York's 17th Congressional District, mounted a horse and carried a sack of mail from his home on East 72d Street to his office on West 44th Street to dramatize his opinion that New York's mail delivery was the slowest in the nation.
+The first phase of a new survey, made for the United States Postal Service and disclosed last month, supports what Mr. Kupferman maintained 24 years ago: mail service in much of New York City is indeed the slowest in the nation.
+What is more, interviews with postal officials indicated that not too much can be done to improve it. Less Than Half On Time
+In the survey, carried out by Price Waterhouse, the accounting firm, less than half of the first-class letters mailed in Manhattan for delivery within the city arrived on time.
+The figure for on-time, overnight delivery in Manhattan and the Bronx during the survey period -- July, August and September -- was 46.9 percent.
+Nationwide, the figure was close to 81 percent, and postmasters around the country grumbled that they would have done even better had it not been for New York.
+The next-slowest delivery in the survey after Manhattan and the Bronx was Queens, where 66 percent of overnight mail was delivered the next day. The figure for Brooklyn was just under 72 percent and for Staten Island, 87 per cent.
+The top rating went to Kansas City, where 94 per cent of first-class overnight mail arrived on time. 'As Low a B as You Can Get'
+The United States Postmaster General, Anthony M. Frank, characterized the Postal Service's nationwide performance as ""a low B -- about as low a B as you can get.""
+The study, called EXFC -- for External First-Class Measurement System -- is to take three years and cost $23 million. In the first three-month segment, 425,000 pieces of mail were sent to 5,000 recipients in 86 cities around the country. Only residential mail was surveyed.
+The Postal Service turned down a request to make the full report public. Michael West, a spokesman, said, ""There's a lot of proprietary information there that could be dangerous in the hands of competitors like United Parcel Service and Federal Express.""
+Postal officials acknowledge the problems in New York but plead special circumstances. The principal culprit in 1990, they say, is the same as in 1966 when Lawrence F. O'Brien, the Postmaster General at the time, singled out ""the awful problem of moving mail within the streets of New York."" See Your Mail in Traffic
+Diane Todd, an aide to the New York Postmaster, John Kelly, said, ""You can see the truck with your mail on it standing there in the traffic."" The difference in 1990 is that the volume of both mail and traffic has doubled.
+A letter moves from a street-corner collection box to a post office station, usually by truck. Then it goes to one of the big mail processing terminals in the city, like the Morgan General Post Office on Ninth Avenue. Then, usually about 4 A.M., it goes back to another local station where it is picked up by a carrier who, it is hoped, makes the correct final delivery.
+That hope is often dashed by another problem peculiar to New York. ""Half of all mail delivered to apartment houses lists no apartment number,"" Ms. Todd said. ""You can have a letter going to Jose Gonzales in a 200-unit building where there are six Jose Gonzaleses. How is the carrier supposed to know which one?""
+Many New York apartment dwellers refuse to disclose their apartment number for fear of burglary or harassment. Mail to them cannot be delivered even when the apartment number is shown on the envelope. 'No One Need Ever Know'
+Postmaster Kelly is working on a plan that would allow apartment residents to use a code that would ease mail delivery. ""For example,"" he said, ""an apartment dweller could use 'Suite 3' on his mailbox even though he lived in 14-B. The mail would go through easily and no one need ever know where the recipient actually lived.""
+A letter going through the New York City postal system may be sorted three or four times. If the envelope is white or close to white, in one of several standard sizes, and the address is typed or very legible, electronic sorters may be able to handle it. But mail in odd sizes, with illegible or incomplete addresses, can be sorted only by hand. All that affects how long it takes to be delivered.
+A new Manhattan General sorting station is under construction next to the Morgan Station in the Chelsea section, and postal officials predict it will ease some major logjams. ""Right now, mail has to be lugged from one floor to another on old elevators,"" Ms. Todd said. ""At the new station, everything will move horizontally and electronically."" The station is scheduled to open sometime in 1992. Money Over Service, Union Says
+But Moe Biller, president of the largest union, the American Postal Workers, has been a harsh critic of the Postal Service's use of automation.
+""I've never opposed automation,"" he said in a telephone interview last week; ""you might as well object to the sun rising. It's just that they are investing tremendous amounts of money but the mail doesn't get out any faster.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+YORK%27S+MAIL+SLOWEST+IN+TEST&title=New+York+Times&issn=03624331&date=1990-12-09&volume=&issue=&spage=A.45&au=PRIAL%2C+FRANK+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 9, 1990","That hope is often dashed by another problem peculiar to New York. ""Half of all mail delivered to apartment houses lists no apartment number,"" Ms. [Diane Todd] said. ""You can have a letter going to Jose Gonzales in a 200-unit building where there are six Jose Gonzaleses. How is the carrier supposed to know which one?"" Postmaster [John Kelly] is working on a plan that would allow apartment residents to use a code that would ease mail delivery. ""For example,"" he said, ""an apartment dweller could use 'Suite 3' on his mailbox even though he lived in 14-B. The mail would go through easily and no one need ever know where the recipient actually lived."" ""I've never opposed automation,"" he said in a telephone interview last week; ""you might as well object to the sun rising. It's just that they are investing tremendous amounts of money but the mail doesn't get out any faster.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Dec 1990: A.45.",8/18/20,"New York, N.Y.",MANHATTAN (NYC) BRONX (NYC) QUEENS (NYC),"PRIAL, FRANK J",New York Times Company,,Newspapers,427916073,"United States, New York, N.Y.",English,9-Dec-90,Postal & delivery services,New York Times,NEWSPAPER,,,,,,,
+Postal Service Unions Open Contract Talks,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/postal-service-unions-open-contract-talks/docview/427758295/se-2?accountid=14586,"LEAD: The Postal Service and unions representing its workers opened contract negotiations here today against a backdrop of the service's financial distress and labor's charges of mismanagement.
+The Postal Service and unions representing its workers opened contract negotiations here today against a backdrop of the service's financial distress and labor's charges of mismanagement.
+Contracts between the Postal Service and its four largest unions expire Nov. 20. The labor groups represent 660,000 workers.
+''I hope that the parties will communicate together and work together to gain a contract marked by fairness and flexibility,'' said Postmaster General Anthony M. Frank.
+The financially strapped Postal Service is asking for moderation from the unions in their financial demands.
+'Challenge and Opportunity'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Postal+Service+Unions+Open+Contract+Talks&title=New+York+Times&issn=03624331&date=1990-08-25&volume=&issue=&spage=1.10&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 25, 1990","''We don't want the public to be gouged, but we're not going to take the blame for poor management either,'' said Moe Biller, president of the largest postal union, the American Postal Workers, which represents 334,000 clerks, maintenance employees, drivers and special delivery messengers. A Postal Service spokesman, Lou Eberhardt, called charges of mismanagement ''pre-bargaining rhetoric.'' Testifying in March before Congress, Postmaster Frank called on the unions to show ''constructive restraint'' in wage demands. He said 83 percent of the Postal Service's costs were for wages and benefits.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Aug 1990: 1.10.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,427758295,"United States, New York, N.Y.",English,25-Aug-90,POSTAL SERVICE; LABOR; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+Donaldson To Head Big Board,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/donaldson-head-big-board/docview/427772250/se-2?accountid=14586,"LEAD: William H. Donaldson, one of the three founding partners of Donaldson, Lufkin & Jenrette Inc., was named chairman of the New York Stock Exchange yesterday. He will replace John J. Phelan Jr., who will retire in January.
+William H. Donaldson, one of the three founding partners of Donaldson, Lufkin & Jenrette Inc., was named chairman of the New York Stock Exchange yesterday. He will replace John J. Phelan Jr., who will retire in January.
+Richard A. Grasso, now president and chief operating officer of the exchange, will be promoted to executive vice chairman, succeeding Richard R. Shinn.
+The appointment of Mr. Donaldson, whose selection had been expected on Wall Street, comes as the exchange is being challenged on many fronts as the central arena for trading shares in American companies. Although it has lost volume to regional exchanges, to overseas markets and to new products traded on the nation's futures exhanges, it remains the world's largest exchange.
+Series of Challenges",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Donaldson+To+Head+Big+Board&title=New+York+Times&issn=03624331&date=1990-08-10&volume=&issue=&spage=D.1&au=Wayne%2C+Leslie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 10, 1990","''We are in an extremely competitive marketplace,'' Mr. [William H. Donaldson] said. ''That competition never rests, and opportunities for improvement are never exhausted.'' He added that as capitalism spreads, the exchange must ''explore the boundaries'' of competition and must keep abreast of technological innovations to make trading more efficient. Mr. [Arthur Levitt] added that one ''serious problem'' facing Mr. Donaldson will be dealing with the ''pressures being brought to bear on the specialist system,'' which is the heart of the exchange's trading process. The specialists, who trade securities on the exchange floor, are often strained for capital at times of heavy volume. Their jobs are being threatened by computerized trading systems used in the over-the-counter and other markets. Mr. [Richard A. Grasso], 44, has had a two-decade career within the exchange, and recently has been instrumental in introducing more automation to the exchange floor. Mr. Grasso said he was ''delighted and honored'' by the exchange board's ''vote of confidence in me.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Aug 1990: D.1.",11/15/17,"New York, N.Y.",,"Wayne, Leslie",New York Times Company,,Newspapers,427772250,"United States, New York, N.Y.",English,10-Aug-90,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427730417/se-2?accountid=14586,"LEAD: * Admar Group Inc., Orange, Calif., a medical cost-containment concern, said it would not proceed with its proposed merger with Capp Care Inc., because of an inability to resolve philosophical differences.
+* Admar Group Inc., Orange, Calif., a medical cost-containment concern, said it would not proceed with its proposed merger with Capp Care Inc., because of an inability to resolve philosophical differences.
+* Bush Industries, Jamestown, N.Y., a cabinet and desk producer, said it would acquire the manufacturing and operating assets of Case-Casard Furniture Manufacturing, High Point, N.C., and the company's office operation at Greensboro, N.C. Terms were not disclosed.
+* First Peoples Bank, Hadden Township, N.J., a unit of First Peoples Financial Corp., said it would sell its credit-card portfolio to PNC Financial Corp.'s PNC National Bank, Wilmington, Del.
+* General Automation Inc., Anaheim, Calif., a computer automation producer, said it had sold 55 percent of General Automation Ltd., its distribution unit in Britain, to Sanderson Electronics P.L.C. for $2.6 million.
+* New Plan Realty Trust, New York, a real estate investment company, said it had acquired 10 of the 11 shopping centers in southern Georgia it contracted to buy in May. Terms were not disclosed.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1990-07-17&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 17, 1990","LEAD: * Admar Group Inc., Orange, Calif., a medical cost-containment concern, said it would not proceed with its proposed merger with Capp Care Inc., because of an inability to resolve philosophical differences.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 July 1990: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427730417,"United States, New York, N.Y.",English,17-Jul-90,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Next Challenge for Solar Power: Cheaper Cells,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-next-challenge-solar-power/docview/427700699/se-2?accountid=14586,"LEAD: Scientists have been continually improving photovoltaic cells by raising the amount of electricity they produce from a given amount of sunlight. Now, industry experts say, progress in the technology of manufacturing is at least as important as gains in the lab in the struggle to make the cells more competitive in cost with conventional ways of making electricity.
+Scientists have been continually improving photovoltaic cells by raising the amount of electricity they produce from a given amount of sunlight. Now, industry experts say, progress in the technology of manufacturing is at least as important as gains in the lab in the struggle to make the cells more competitive in cost with conventional ways of making electricity.
+Much of the production, which has a lot in common with the manufacture of computer chips, still takes place in rooms that are not automated and look more like workshops than factories. Costs are high, because the materials must often be applied in many steps, and the components can be contaminated by a fingerprint.
+Automation can solve these problems and reduce costs, but it is difficult to justify for a product with a market that is limited, at least at today's prices. But growing sales volume is encouraging progress. Primarily by using industrial robots, the Solarex Corporation's factory here turns out cells with one-third the manpower of three years ago. Another Solarex plant is automating the complicated task of producing ''thin film'' cells that use less costly materials in small amounts.
+Studying Ease of Fabrication",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Next+Challenge+for+Solar+Power%3A+Cheaper+Cells&title=New+York+Times&issn=03624331&date=1990-06-13&volume=&issue=&spage=D.8&au=MATTHEW+L.+WALD%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 13, 1990","Automation can solve these problems and reduce costs, but it is difficult to justify for a product with a market that is limited, at least at today's prices. But growing sales volume is encouraging progress. Primarily by using industrial robots, the Solarex Corporation's factory here turns out cells with one-third the manpower of three years ago. Another Solarex plant is automating the complicated task of producing ''thin film'' cells that use less costly materials in small amounts. ''You're seeing the focus going from the lab, on being science-driven, to being one where, if we're going to succeed, we're going to be good at manufacturing,'' said John Corsi, the president of Solarex, a subsidiary of the Amoco Corporation of Chicago and the largest American-owned photovoltaic producer. ''You could probably lower the cost of photovoltaic modules a lot more easily in dealing with the manufacturing approach than in worrying about the efficiencies of the modules,'' Mr. [Scott Sklar] said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 June 1990: D.8.",11/15/17,"New York, N.Y.",,"MATTHEW L. WALD, Special to The New York Times",New York Times Company,,Newspapers,427700699,"United States, New York, N.Y.",English,13-Jun-90,ELECTRIC LIGHT AND POWER; SOLAR ENERGY,New York Times,NEWSPAPER,,,,,,,
+Campus Life: M.I.T.; A Lofty Experiment In Curriculum Fizzles,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/campus-life-m-i-t-lofty-experiment-curriculum/docview/427569674/se-2?accountid=14586,"LEAD: Three years ago, the Massachusetts Institute of Technology's Committee on Curricula approved a 12-subject experimental program titled ''Human Contexts of Science and Technology.'' It was an attempt to make undergraduates more aware of the impact of science and engineering on society.
+Three years ago, the Massachusetts Institute of Technology's Committee on Curricula approved a 12-subject experimental program titled ''Human Contexts of Science and Technology.'' It was an attempt to make undergraduates more aware of the impact of science and engineering on society.
+Now, M.I.T. administrators concede that they offered a curriculum and virtually no one came.
+With two exceptions, attendance has been sparse at the 12 interdisciplinary classes offered at various times during the last five semesters on subjects dealing with ethics and social responsibility.
+Only ''AIDS: Scientific Challenge and Human Challenge'' and ''Engineers, Scientists and Public Controversies'' proved popular enough to continue, with an average of about 25 enrollees, school officials said. But two other courses - ''Automation, Robotics and Unemployment'' and ''Life and Institutions of Science'' -were canceled, said Margaret S. Richardson, assistant dean for curriculum support. After the present semester there will be no Human Contexts courses, she said.
+Ms. Richardson heads the newly formed Context Support Office, which is to replace the formal courses in ethics and social issues with less formal workshops and colloquiums, research projects and lectures.
+'Nobody's Shedding Tears'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Campus+Life%3A+M.I.T.%3B+A+Lofty+Experiment+In+Curriculum+Fizzles&title=New+York+Times&issn=03624331&date=1990-03-25&volume=&issue=&spage=A.43&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1990","Only ''AIDS: Scientific Challenge and Human Challenge'' and ''Engineers, Scientists and Public Controversies'' proved popular enough to continue, with an average of about 25 enrollees, school officials said. But two other courses - ''Automation, Robotics and Unemployment'' and ''Life and Institutions of Science'' -were canceled, said Margaret S. Richardson, assistant dean for curriculum support. After the present semester there will be no Human Contexts courses, she said. ''We are likely to be more effective in our professional work when we are aware of the way in which social values influence the work we usually think of as purely disciplinary,'' the report said. It added that scientists and engineers have the responsibility ''to be aware of the potential social effects of their work, so that they will be able to inform the society they serve of the likely consequences of new technologies.'' ''Students are very interested,'' he said. ''They find it unusual that professors are willing to talk about things other than solid mechanics.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1990: A.43.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427569674,"United States, New York, N.Y.",English,25-Mar-90,,New York Times,NEWSPAPER,,,,,,,
+Japan's Luxury-Car Gains Pose New Threat to Rivals,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japans-luxury-car-gains-pose-new-threat-rivals/docview/427501002/se-2?accountid=14586,"LEAD: Behind Japan's recent entry into the luxury car market lies a fundamental change in the way the Japanese producers manufacture cars, posing a new and costly challenge to Detroit and other rivals.
+Behind Japan's recent entry into the luxury car market lies a fundamental change in the way the Japanese producers manufacture cars, posing a new and costly challenge to Detroit and other rivals.
+The new Japanese methods represent a curious blend of sophisticated robotic technology and traditional Japanese craftsmanship, enabling the manufacturers to produce first-rate luxury cars for less than their rivals.
+With the introduction of the Toyota Motor Corporation's Lexus and the Nissan Motor Company's Infiniti, the Japanese producers have made an impressive bid for the sales of luxury cars, costing $25,000 or more, the last sizable slice of the car market that Japan does not yet dominate.
+The Japanese luxury models compete against Daimler-Benz A.G.'s Mercedes-Benz, the BMW made by Bavarian Motor Works, the General Motors Corporation's Cadillac and the Ford Motor Company's Lincoln.
+Called 'Super Cars'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Japan%27s+Luxury-Car+Gains+Pose+New+Threat+to+Rivals&title=New+York+Times&issn=03624331&date=1990-01-03&volume=&issue=&spage=A.1&au=DAVID+E.+SANGER%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 3, 1990","''If you automate too quickly, you sacrifice the introduction of new technology in the car itself,'' said Masayoshi Horike, a key engineer in the project. ''But both companies will be influencing each other in the next few years. Toyota will be adopting our human touch, and we will be doing much more with robotics.'' ''Traditionally, the basic purpose of automation was to reduce the number of workers involved,'' said Toshiharu Nishizawa, the deputy general manager of the Tahara plant. ''In this case, we wanted to replace the skills and hunches of workers with the precision of machines that will not vary the quality of the work. It is a balance. You want to replace rote skills with machinery, and train your people to do the more specialized work that a robot can't do.'' For all that, Toyota failed to find the defects that led to the Lexus recall. ''We did double and triple checks on everything,'' said Suekichi Yamashita, the 38 year old team leader of the quality control group on the Lexus line. ''Still it was not enough.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Jan 1990: A.1.",1/4/21,"New York, N.Y.",United States--US Japan,"DAVID E. SANGER, Special to The New York Times",New York Times Company,,Newspapers,427501002,"United States, New York, N.Y.",English,3-Jan-90,"NEW MODELS, DESIGN AND PRODUCTS; INTERNATIONAL TRADE AND WORLD MARKET; Robots; Industry profiles; Automobiles",New York Times,NEWSPAPER,,,,,,,
+Company News; A.T. & T.'s Computer Contract,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-t-s-computer-contr act/docview/427465184/se-2?accountid=14586,"LEAD: The American Telephone and Telegraph Company said yesterday that it had been awarded a Department of Transportation computer contract for the purchase of as many as 40,000 work stations, powerful computers that will be used for office automation.
+The American Telephone and Telegraph Company said yesterday that it had been awarded a Department of Transportation computer contract for the purchase of as many as 40,000 work stations, powerful computers that will be used for office automation.
+The contract could be worth as much as $850 million over an eight-year period.
+The award is the second-largest Government contract received by A.T.& T. and provides a boost for an industry trend known as ''network'' or ''client-server,'' computing. This approach emphasizes increasingly powerful desktop machines rather than mini- or mainframe computers. In addition to the personal computers, A.T.& T. will also supply local area network hardware and software to link the desktop machines.
+The contract calls for personal computers that are powered by Intel Corporation microprocessors. A.T.& T. and Intel announced an alliance earlier this year under which Intel would manufacture personal computers based on its microprocessors to be resold by A.T.& T. The PC's are compatible with machines made by the International Business Machines Corporation and its rivals. 'Rifle Shoot' Strategy
+''This is a major milestone for us,'' said Gordon Bridge, president of A.T.& T. Computer Systems. ''It gives us a springboard. The industry has clearly adopted this architecture as the way to deploy state-of-the-art application.''
+Known as Office Automation Technology and Services, or OATS, the contract was awarded by the Federal Aviation Administration, the contracting agency for the Department of Transportation.
+''I think this confirms that A.T.& T. is doing the right thing when it comes to their computer strategy,'' said Jack Grubman, a financial analyst at Paine Webber. ''Their strategy is to rifle shoot at customers that want networking, and then let them essentially buy hardware off the shelf from Intel. It's obvious that all things being equal on the work station side, where A.T.& T will continue to have a proprietary edge is in networking.''
+Despite a number of recent large Federal contracts, A.T.& T. is still losing money in the computer industry. Mr. Grubman said the company would lose approximately $300 million on revenues of approximately $2 billion this year.
+But the company is in the midst of a turnaround, he said. At a low point in 1986 A.T.& T. lost about $1.2 billion on revenue of about $900 million in its computer business.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Company+News%3B+A.T.%26amp%3B+T.%27s+Computer+Contract&title=New+York+Times&issn=03624331&date=1989-12-22&volume=&issue=&spage=D.5&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 22, 1989","''I think this confirms that A.T.& T. is doing the right thing when it comes to their computer strategy,'' said Jack Grubman, a financial analyst at Paine Webber. ''Their strategy is to rifle shoot at customers that want networking, and then let them essentially buy hardware off the shelf from Intel. It's obvious that all things being equal on the work station side, where A.T.& T will continue to have a proprietary edge is in networking.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Dec 1989: D.5.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,427465184,"United States, New York, N.Y.",English,22-Dec-89,DATA PROCESSING (COMPUTERS); CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+Market Place; Cutting 'Rebates' On O-T-C Trades,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-cutting-rebates-on-o-t-c-trades/docview/427480529/se-2?accountid=14586,"LEAD: THE pain on Wall Street is spreading to a business whose very existence is known to few customers - the practice of over-the-counter market makers paying retail brokerage firms for orders.
+THE pain on Wall Street is spreading to a business whose very existence is known to few customers - the practice of over-the-counter market makers paying retail brokerage firms for orders.
+The practice has been a source of profit for some retail brokers, especially discounters who compete by offering low commissions. The payments, which enable them to get, in effect, an extra commission, are made by the firm to which the brokerage house refers the trade.
+Yesterday, Sherwood Securities, an over-the-counter market maker, announced that it was seeking to cut the payments it makes to its largest customer, Quick & Reilly, a leading discount brokerage firm.
+Dennis Marino, the chief administrative officer at Sherwood Group, the parent company, said profit margins had been squeezed, and lower prices were needed. He declined to specify the size of the requested cuts, but one industry source said they were close to 50 percent.
+If such cuts spread - which some in the business doubt - it would drive up costs for the discount brokerage firms, which rely on them for part of their profit margin. Many full-service brokers, like Shearson Lehman Hutton, tend to make markets themselves, leaving no need for such rebates.
+Here is how it works: Apple Computer was trading yesterday at a bid price of $42.25 a share and an asking price of $42.50. Thus, an investor could sell the stock to a market maker like Sherwood at $42.25, but would pay 25 cents more to buy it. Any customer who called Quick & Reilly to buy 100 shares of Apple would have the order routed to Sherwood, which would sell it at the best asking price available, $42.50. The customer would pay Quick & Reilly $4,250 for the shares, plus commission. Also, Quick & Reilly would get, as a rebate, an extra penny or two a share from Sherwood.
+Sherwood and its competitors make a profit from the spread between the two prices, which in the above example was 25 cents. The rebates amount to shaving that spread.
+Mr. Marino of Sherwood said his firm's deal with Quick & Reilly is several years old. ''The over-the-counter marketplace was very different then,'' he said, pointing to trends in automation, regulation and ''cut-throat competition'' that have reduced trading spreads. He said a stock selling for $8 once had a bid-asked spread of 50 cents a share. Now it may be much smaller.
+But not everyone is convinced that prices need to come down. Hugo Quackenbush, a senior vice president of Charles Schwab & Company, the leading discount broker, said Schwab had arrangements with many market makers, and had felt no pressure to renegotiate the rebates, which average 1 to 1.3 cents a share.
+A Sherwood competitor, Nash, Weiss & Company, said it saw no reason to cut rebates. ''Economically, we are very satisfied with our relationships,'' said Ron Weiss, the firm's managing partner, adding that the average rebate tends to be about 2 cents a share.
+''I would be very surprised if Quick & Reilly did not have another relationship very quickly,'' Mr. Weiss added.
+Leslie C. Quick 3d, president of Quick & Reilly Group Inc., said the firm was ''re-evaluating the entire relationship.'' He added, ''We don't know what is going to happen.''
+The rebate practice has long been controversial. Some say the existence of rebates proves that customers are not getting the best available price, an argument brokerage officials dispute.
+''We give the client the best execution, and we keep our costs low, so we can keep our commissions low,'' said Mr. Quackenbush of Schwab. He noted that the rebates were disclosed on confirmation slips.
+The market makers who give rebates guarantee that they will match the best bid-and-asked prices available on the Nasdaq system, and say they are simply paying for order flow. ''An order is a commodity,'' Mr. Marino said. ''Like other commodities, it has some value.''
+One fact of the current system, in which much of the volume is locked up by market makers with arrangements with retail brokers, is that a market maker who reduces the spread between bid and asked prices might not get much extra business, although other market makers would have to match the narrow spread.
+Rebates are not as widespread in exchange-listed stocks, but they do exist. Schwab, for example, directs much of its order flow in some major stocks to Bernard L. Madoff Investment Securities, which trades them on the third market. In an interview, Bernard L. Madoff, the firm's chairman, said the rebates his firm offered were smaller than those in the over-the-counter market, but he declined to be specific.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Cutting+%27Rebates%27+On+O-T-C+Trades&title=New+York+Times&issn=03624331&date=1989-12-08&volume=&issue=&spage=D.6&au=Norris%2C+Floyd&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 8, 1989","Mr. [Dennis Marino] of Sherwood said his firm's deal with Quick & Reilly is several years old. ''The over-the-counter marketplace was very different then,'' he said, pointing to trends in automation, regulation and ''cut-throat competition'' that have reduced trading spreads. He said a stock selling for $8 once had a bid-asked spread of 50 cents a share. Now it may be much smaller. Leslie C. Quick 3d, president of Quick & Reilly Group Inc., said the firm was ''re-evaluating the entire relationship.'' He added, ''We don't know what is going to happen.'' The market makers who give rebates guarantee that they will match the best bid-and-asked prices available on the Nasdaq system, and say they are simply paying for order flow. ''An order is a commodity,'' Mr. Marino said. ''Like other commodities, it has some value.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Dec 1989: D.6.",11/15/17,"New York, N.Y.",,"Norris, Floyd",New York Times Company,,Newspapers,427480529,"United States, New York, N.Y.",English,8-Dec-89,STOCKS AND BONDS; OVER-THE-COUNTER TRADING; BROKERS AND BROKERAGE FIRMS; COMMISSIONS (FEES),New York Times,NEWSPAPER,,,,,,,
+Combustion To Merge With ABB,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/combustion-merge-with-abb/docview/427438422/se-2?accountid=14586,"LEAD: After holding discussions in August on ways to cooperate in the power generation business, Combustion Engineering Inc. and ABB Asea Brown Boveri Ltd. agreed yesterday that ABB would buy Combustion Engineering for $1.6 billion in cash.
+After holding discussions in August on ways to cooperate in the power generation business, Combustion Engineering Inc. and ABB Asea Brown Boveri Ltd. agreed yesterday that ABB would buy Combustion Engineering for $1.6 billion in cash.
+ABB, which is owned jointly by Asea A.B. of Stockholm and BBC Brown Boveri Ltd. of Baden, Switzerland, is one of the world's largest makers of electrical equipment. Terms of the agreement provide for ABB to make a tender offer later this week of $40 a share for Combustion Engineering, a maker of power generating and other industrial equipment based in Stamford, Conn. The deal also calls for ABB to assume some $230 million of Combustion Engineering debt.
+In trading on the New York Stock Exchange yesterday, shares of Combustion Engineering rose $13.50, to $39. Nearly 5.6 million shares changed ownership, making the stock the most actively traded of the day. Management Changes Due
+The deal also provided for a management change for Combustion Engineering. Charles E. Hugel, the 61-year-old chairman and chief executive of the company, will continue as chairman but will not serve as an operating executive. George S. Kimmel, 54, currently president and chief operating officer, will become president and chief executive officer.
+''I'm certainly going to be involved in activities of the company for several more years,'' Mr. Hugel said in an interview, ''in this country and Europe - and continue with my Soviet activities.'' He said that Combustion Engineering was ''deeply involved'' in several joint ventures in the Soviet Union and was negotiating contracts for several large petrochemical and process-automation plants.
+Of Mr. Kimmel's new role, Percy Barnevik, 48, president and chief executive of ABB, said, ''Mr. Kimmel's been groomed for that and Mr. Hugel feels it's the right time for Mr. Kimmel to step into his shoes. I certainly don't believe anyone has pushed Mr. Hugel in any way.'' New Ability to Serve Customers
+In a joint statement, Mr. Barnevik and Mr. Hugel said the merger would substantially improve their ability to serve customers in dozens of industries, including public utilities, steel, paper, chemicals and automobiles.
+''For Combustion Engineering,'' which already exports close to a third of its annual output, ''this means a further step in the direction of globalization,'' Mr. Hugel said.
+Mr. Barnevik said: ''This means a further commitment from ABB toward the power and industrial markets. Complementary strengths in fossil and nuclear power plants, in the service field, in process automation, in environmental services and in other fields will greatly enhance the combined competitive strength.''
+ABB, with 800 companies and 50 businesses, has 200,000 employees and sales of $20 billion worldwide. It employs 15,000 in North America and reported sales in the United States and Canada of $3.5 billion. Combustion Engineering has 28,000 workers and had sales last year of $3.5 billion.
+The Associated Press reported that the proposed merger was likely to face scrutiny on antitrust grounds. But the chief executives said they were confident the deal would be approved because the products and industries of the two companies were complementary. For instance, they said, ABB sells primarily in Europe while Combustion Engineering sells in North America. And while Combustion Engineering makes steam boilers, ABB makes turbine generators.
+Financing for the deal is expected to come almost entirely from ABB's cash resources and the liquidation of short-term investments.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Combustion+To+Merge+With+ABB&title=New+York+Times&issn=03624331&date=1989-11-14&volume=&issue=&spage=D.4&au=Cole%2C+Robert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 14, 1989","''I'm certainly going to be involved in activities of the company for several more years,'' Mr. [Charles E. Hugel] said in an interview, ''in this country and Europe - and continue with my Soviet activities.'' He said that Combustion Engineering was ''deeply involved'' in several joint ventures in the Soviet Union and was negotiating contracts for several large petrochemical and process-automation plants. Of Mr. [George S. Kimmel]'s new role, Percy Barnevik, 48, president and chief executive of ABB, said, ''Mr. Kimmel's been groomed for that and Mr. Hugel feels it's the right time for Mr. Kimmel to step into his shoes. I certainly don't believe anyone has pushed Mr. Hugel in any way.'' New Ability to Serve Customers ''For Combustion Engineering,'' which already exports close to a third of its annual output, ''this means a further step in the direction of globalization,'' Mr. Hugel said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Nov 1989: D.4.",11/15/17,"New York, N.Y.",,"Cole, Robert J",New York Times Company,,Newspapers,427438422,"United States, New York, N.Y.",English,14-Nov-89,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; I.B.M. and Digital Expand Product Lines,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-i-b-m-digital-expand-product-lines/docview/427389490/se-2?accountid=14586,"LEAD: In a move to increase its presence in the factory automation market, the International Business Machines Corporation yesterday introduced an array of machines and software packages to promote computer-integrated manufacturing. More than 50 separate items are involved, the company said.
+In a move to increase its presence in the factory automation market, the International Business Machines Corporation yesterday introduced an array of machines and software packages to promote computer-integrated manufacturing. More than 50 separate items are involved, the company said.
+Separately and as expected, both I.B.M. and the Digital Equipment Corporation introduced mainframe computers to compete in an end of the market currently dominated by I.B.M. It was Digital's first attempt to compete with I.B.M. on full-sized machines.
+Computer-integrated manufacturing, or C.I.M., has been a long-desired but elusive goal for factory managers. The concept is to use computers to tie design, engineering and factory management together to speed new products to market while improving quality and cutting costs.
+Implicitly acknowledging its lagging position in industrial applications, I.B.M. emphasized that its new products were designed to allow equipment made by other companies to enter data into a system and to allow differing machines to communicate with each other.
+''This is the most significant move I.B.M. has made in the manufacturing market to date,'' said Keith Belton, who is with the Yankee Group, a consulting organization. ''It is three things, basically: the 50 products, the C.I.M. architecture that defines what they are going to be doing and a commitment to use internally what they are trying to sell.''
+The company said it had developed much of the system in its own manufacturing operations and would continue to use it internally.
+The factory system is also an indication of how the once insular computer giant has joined forces with other companies to broaden its product line. Two important software packages in the system were developed by outside companies: the Valisys Corporation of San Jose, Calif., and Measurex Automation Systems of Cupertino, Calif.
+Of the new mainframes, Digital's VAX 9000 computer is capable of operating at speeds 30 to 117 times faster than the original VAX machine introduced in 1977, the company said. Prices range from $1.24 million for a single processor model to $3.9 million for one with four processors.
+I.B.M., which has 70 percent of the mainframe market, added 16 models to its 3090 series of big machines. They range in prices from $830,000 to $12.9 million and provide performance 7 to 14 percent better than existing models.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+I.B.M.+and+Digital+Expand+Product+Lines&title=New+York+Times&issn=03624331&date=1989-10-25&volume=&issue=&spage=D.4&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 1989","Separately and as expected, both I.B.M. and the Digital Equipment Corporation introduced mainframe computers to compete in an end of the market currently dominated by I.B.M. It was Digital's first attempt to compete with I.B.M. on full-sized machines. ''This is the most significant move I.B.M. has made in the manufacturing market to date,'' said Keith Belton, who is with the Yankee Group, a consulting organization. ''It is three things, basically: the 50 products, the C.I.M. architecture that defines what they are going to be doing and a commitment to use internally what they are trying to sell.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 1989: D.4.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,427389490,"United States, New York, N.Y.",English,25-Oct-89,"DATA PROCESSING (COMPUTERS); NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Market Place; Cross & Trecker's Debt Difficulties,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-cross-treckers-debt-difficulties/docview/427365246/se-2?accountid=14586,"LEAD: ON Tuesday, the Cross & Trecker Corporation, one of the country's largest makers of factory automation systems and machine tools, said it had received an extension of a default deadline of last Friday on a $2 million industrial revenue bond. Few analysts who follow the company were encouraged by the news.
+ON Tuesday, the Cross & Trecker Corporation, one of the country's largest makers of factory automation systems and machine tools, said it had received an extension of a default deadline of last Friday on a $2 million industrial revenue bond. Few analysts who follow the company were encouraged by the news. Cross & Trecker is in debt way over its head, they say, and some are wondering whether it will emerge intact.
+Cross & Trecker has been stumbling under about $100 million in debt, taken on in a slew of acquisitions in recent years as it sought to become the country's leader in systems and products for factory automation.
+Management was betting the business would grow much faster than it has, said one analyst who did not want to be identified, and it spent $80 million on acquisitions in the last seven years. It was also betting machine tools would be a far more robust business than it has been in the last few years.
+For the 1988 fiscal year, Cross & Trecker lost $22.5 million on revenues of $428 million. For the nine months ended June 30, the company lost $45.5 million.
+''Our basic problem has been our 14 quarters of losses,'' said Norman J. Ryker, chief executive of Cross & Trecker since March. ''And that's because the price of the equipment we build has been less than the cost. But we are looking at our product lines, and we will be eliminating those that are not profitable, and we are reorganizing.''
+Of course, Mr. Ryker is right. At the heart of the problem are the continuing losses, but he seems to disagree with the analysts somewhat about why the company is racking up such steady losses. Analysts think it is the debt load and the lower-than-anticipated sales of machine tools until this year.
+The company has been seeking additional financing to help it through the bad times, but the banks are balking. Analysts say that not only is the $73 million in short-term debt on its books difficult to service, but also that the institutions holding about $50 million of that debt want out.
+At the same time, Cross & Trecker is trying to get a $50 million revolving credit line from a consortium of banks, but the banks will not grant it until the company reduces debt. To cut debt, Cross & Trecker is seeking to raise some working capital by selling a $50 million issue of preferred stock.
+''We have no intention of filing the registration agreement until the new bank credit agreement is in place,'' said Richard O. Priebe, head of corporate communications.
+But as the analysts point out, the company is going to have a tricky time convincing the banks to give it more credit on the hopes that it can successfully register the preferred stock.
+''They've been seeking financing for the last six months and they haven't been able to get it,'' one analyst said. ''They keep losing money and the losses come out of equity.''
+The company has about 12 million shares outstanding, and the stock closed yesterday at $9, up 12.5 cents for the day, in over-the-counter trading. To issue enough shares to reduce debt significantly, the company would sharply dilute the value of its outstanding stock.
+''If they wanted to raise $50 million by issuing stock, they'd have to sell about six million shares at $9 apiece,'' the analyst said. ''That would dilute their shares by one-half. And if they did the stock deal, the stock price would drop immediately. From a functional point of view, they're financially insolvent.''
+Not surprisingly, Mr. Ryker takes issue with that assessment. ''We're not insolvent because we have assets of $120 million,'' he said. Unfortunately, $120 million is not impressive when the company's debt covenant says it must maintain a net worth of at least $150 million.
+For Cross & Trecker, the most important thing now is to persuade bankers to give it the $50 million in revolving credit so the company can meet its obligations. If that is accomplished, Mr. Ryker believes the reorganization plan he announced in May, which includes the sale of three of its divisions and the weeding out of underperforming product lines, will revive Cross & Trecker. In addition, sales of machine tools have bounced back, and management says the company's working capital is growing.
+''We want to concentrate our attention on large businesses that are more profitable, in the machine tools and automotive businesses, and aerospace, and construction and farm equipment,'' Mr. Ryker said.
+Management says it is confident that with its proposed sales and the floating of the preferred stock, the banks will be more willing to lend. That may be true, but the stock market may be less generous.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Cross+%26amp%3B+Trecker%27s+Debt+Difficulties&title=New+York+Times&issn=03624331&date=1989-09-14&volume=&issue=&spage=D.8&au=Hylton%2C+Richard+D&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 14, 1989","''Our basic problem has been our 14 quarters of losses,'' said Norman J. Ryker, chief executive of Cross & Trecker since March. ''And that's because the price of the equipment we build has been less than the cost. But we are looking at our product lines, and we will be eliminating those that are not profitable, and we are reorganizing.'' ''They've been seeking financing for the last six months and they haven't been able to get it,'' one analyst said. ''They keep losing money and the losses come out of equity.'' ''If they wanted to raise $50 million by issuing stock, they'd have to sell about six million shares at $9 apiece,'' the analyst said. ''That would dilute their shares by one-half. And if they did the stock deal, the stock price would drop immediately. From a functional point of view, they're financially insolvent.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Sep 1989: D.8.",11/15/17,"New York, N.Y.",,"Hylton, Richard D",New York Times Company,,Newspapers,427365246,"United States, New York, N.Y.",English,14-Sep-89,CREDIT,New York Times,NEWSPAPER,,,,,,,
+IT'S S.R.O. AT UNITED REPAIR SHOP,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/s-r-o-at-united-repair-shop/docview/427303481/se-2?accountid=14586,"LEAD: The United Airlines maintenance center here is the largest aircraft repair shop in the world, so big that it has been able to work on planes owned by more than 60 airline and military customers.
+The United Airlines maintenance center here is the largest aircraft repair shop in the world, so big that it has been able to work on planes owned by more than 60 airline and military customers.
+These days, however, the huge hangars are filled exclusively with United's own jetliners, while on some days still other United planes are waiting their turn on nearby ramps. The airline has begun to phase out its contract work.
+Crammed with all the work it can manage, the huge maintenance base is a bustling testimonial to the state of the airline business. The industry is expanding apace, its fleet has been aging, and the combination is vastly complicating the task of keeping planes in tiptop shape. An Enormous Investment
+The vast hangars and shops are also a reminder that an airline like United is more than a collection of jets under a corporate umbrella, to be bought and sold on Wall Street like so many shares of stock. Anybody who buys United - its corporate parent, the UAL Corporation, is now the target of a takeover battle - would also be buying a commitment to sustain and increase the enormous investment in maintenance that is essential to keeping the airline flying.
+United, expanding in Asia and at home and planning to enter Europe next spring, is on the way to doubling the size of its fleet. Moreover, stricter Federal regulations are adding hour upon hour to the time needed to inspect and repair older planes. People at the repair hub say United will therefore have to make an expensive expansion of its maintenance capacity as soon as it can.
+''After all, an aircraft is really nothing more than a group of spare parts flying together in close formation,'' said Raymond P. Goldsby, the director of maintenance and training at San Francisco. A Million Components
+This year, 1,100 aircraft will enter the maintenance hangars at San Francisco International Airport. Work will be done on more than 1,500 engines, and a million components ranging from electronic ''black boxes'' to costly coffee pots will be serviced.
+Among the engines serviced here was the one that came apart on a United DC-10 on July 19, disabling the hydraulic system and leading to a crash in Sioux City, Iowa, that killed 111. In February a United 747 lost a cargo door over the Pacific; the resulting hole in the fuselage swept nine passengers to their deaths. With the two fatal accidents this year, maintenance officials said they are keenly aware of safety concerns, although they say such considerations are always at the top of their list.
+United has 15,000 employees in its maintenance division, working at 35 stations worldwide, including 8,900 at the San Francisco base. It spends more than $1.2 billion annually on keeping up a fleet that in 18 months has grown to 420 aircraft from 382 and now averages 13.4 years of age. United also has 500 aircraft on order or under option, and more orders are expected soon.
+Even with United's decision this month to phase out contract maintenance work for other airlines, ''We are going to be looking at a fairly substantial facilities requirement in the next two or three years,'' said Joseph R. O'Gorman, senior vice president for maintenance. ''We need an additional 8 to 12 docks by 1992.''
+A dock is an immense bay in which scaffolding surrounds a big jet, allowing hundreds of workers to crawl over and through it performing inspections and maintenance.
+To build a dozen more docks at San Francisco would be impossible, and in any event would not serve the airline most efficiently. United plans to expand its service in Europe next spring and needs a maintenance base in the Eastern United States.
+No location has been chosen. Dulles Airport near Washington, where United has a hub for flights to outlying regions, has the space to handle new buildings, but the cost of living in the Washington area is high, and the airline is talking about a plant that would employ 5,000 to 6,000 people.
+The company is not saying how much it plans to spend on the new maintenance base, but the cost would clearly run into the billions of dollars.
+United has also been hiring mechanics; 1,743 of the 7,400 at the San Francisco base have been hired this year. And while the carrier is not having difficulty finding licensed mechanics, there is a shortage of experienced people. Among the mechanics most in demand are ''structures'' specialists to work on the skin of the aircraft, galley equipment and the like, said a United spokesman, Robert Doughty. American Plans Base
+United is not alone in expanding. American Airlines plans to build a maintenance base in Fort Worth to complement the one in Tulsa, Okla.
+And all the airlines are facing increases in their maintenance burdens because of new inspection methods adopted by the industry and the Federal Government earlier this year.
+A study group formed to examine ways to deal with the increasing age of the airline fleet came up with sweeping recommendations, adopted in new ''airworthiness directives'' issued by the Federal Aviation Administration that require broad changes in inspections.
+Airlines must perform periodic inspections to detect flaws like cracks in the skins of planes, and are now required to make preventive repairs.
+The changes are already beginning to affect United, Mr. O'Gorman said. The maintenance visit of a Boeing 737 jet, which used to take 12 to 15 days every four years, now takes 25 days or more to complete. Always One in the Shop
+The company operates 67 older 737's, which means that there is almost always one in the shop. And it has 68 newer 737's, which as they turn four years old will add further to the workload.
+A recent visitor to the San Francisco maintenance operation saw workers cutting table-sized sections from the skin of one such jet. The pieces were to be replaced with new aluminum because bonds where two pieces of overlapping skin were joined had become partly unstuck, allowing moisture to seep in and corrode the metal.
+Where new skin is added, it is sometimes doubled in thickness, and heavier rivets are installed if corrosion or stress has damaged rivet holes.
+There are thousands of rivets in the skin of an airplane, spaced inches apart in rows and columns on the fuselage. During this inspection, each rivet would be tested for cracks using an ''eddy current'' instrument that traces the flow of electric current through the metal. A maintenance worker showed how tracings on the instrument's display panel clearly indicated the presence of cracks smaller than a day-old whisker. Testing the Seats
+United says it takes 30,000 hours of work, involving 1,500 to 3,000 workers, to perform the heavy maintenance on one of these jets. The plane is stripped of its interior furnishings, which are tested elsewhere, using devices including what workers laughingly call the ''automated tush,'' a calibrated mechanical backside that tests the resiliency of an airliner's passenger seats.
+Automation is increasingly important to the company, although some work will always be done manually.
+''We have made do with less capital spending than might have been appropriate,'' Mr. O'Gorman said. ''Had we been more aggressive in automation we would have saved more money.''
+For example, the company now uses a robotic welder to refinish parts of the turbine blades, a critical part of a jet engine. That machine, with a single operator, now does the work of more than five dozen welders.
+Even so, engine maintenance is expensive. An overhaul of a jet engine can cost $1 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IT%27S+S.R.O.+AT+UNITED+REPAIR+SHOP&title=New+York+Times&issn=03624331&date=1989-08-24&volume=&issue=&spage=D.1&au=JOHN+H.+CUSHMAN+Jr.%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 24, 1989","Even with United's decision this month to phase out contract maintenance work for other airlines, ''We are going to be looking at a fairly substantial facilities requirement in the next two or three years,'' said Joseph R. O'Gorman, senior vice president for maintenance. ''We need an additional 8 to 12 docks by 1992.'' There are thousands of rivets in the skin of an airplane, spaced inches apart in rows and columns on the fuselage. During this inspection, each rivet would be tested for cracks using an ''eddy current'' instrument that traces the flow of electric current through the metal. A maintenance worker showed how tracings on the instrument's display panel clearly indicated the presence of cracks smaller than a day-old whisker. Testing the Seats ''We have made do with less capital spending than might have been appropriate,'' Mr. O'Gorman said. ''Had we been more aggressive in automation we would have saved more money.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Aug 1989: D.1.",11/15/17,"New York, N.Y.",SAN FRANCISCO (CALIF),"JOHN H. CUSHMAN Jr., Special to The New York Times",New York Times Company,,Newspapers,427303481,"United States, New York, N.Y.",English,24-Aug-89,AIRLINES AND AIRPLANES; REPAIR SERVICES,New York Times,NEWSPAPER,,,,,,,
+WHAT'S NEW IN THE COSTUME JEWELRY BUSINESS; JEWELERS PAY A FANCY PRICE FOR A MORE POLISHED IMAGE,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whats-new-costume-jewelry-business-jewelers-pay/docview/427143492/se-2?accountid=14586,"LEAD: The costume jewelry trade may be Rhode Island's biggest manufacturing employer. But few residents have much affection for the industry, which provides 50,000 jobs, or 40 percent of the state's factory work. In fact, most view it as low-paying, backward and downright dirty.
+The costume jewelry trade may be Rhode Island's biggest manufacturing employer. But few residents have much affection for the industry, which provides 50,000 jobs, or 40 percent of the state's factory work. In fact, most view it as low-paying, backward and downright dirty.
+Although not necessarily by choice, jewelry makers are changing their ways. ''The industry has made considerable progress in the past several years,'' said Mr. Runci of the manufacturers' association.
+It has cleaned up its image as a polluter, for one. Tough Federal and local environmental standards adopted in the last five years have forced the state's 200 electroplaters to remove hazardous chemicals and metals from wastewater before flushing it into the sewer, which ultimately flows into the Narragansett Bay.
+While the bay is now cleaner, the cost has been substantial. Compliance has increased electroplaters' overhead by 30 percent, according to George Tanury, president of G. Tanury Plating. Manufacturers now pay about 24 percent more than in 1984 for electroplating, which accounts for one-third of the cost of producing a piece of jewelry.
+The labor shortage has also added to jewelers' costs. To cope with low unemployment in the Northeast, jewelry makers have steadily pushed up their wages in the last three years. Average pay of jewelry workers in Rhode Island rose 6.3 percent, to $7.13 an hour, last year. But the rising costs are undermining the domestic industry's ability to compete against imports. ''Labor costs are well above comparable costs overseas,'' said Mr. Runci. ''In Thailand, the typical jewelry wage runs around 55 cents an hour.''
+For perhaps the first time, manufacturers over the last two years have adopted programs to improve productivity and efficiency. Many now reward assembly workers who produce more and are taken greater care in scheduling both workers and the arrival of raw materials. Some have rearranged the layouts of their production lines.
+The industry's efficiency could use a lift. A recent study by the Commerce Department, the manufacturers' association, and the states of Rhode Island and Massachusetts indicated that 50 jewelry plants were operating at an average 50 percent efficiency.
+''Very low wages and ample labor in the past have covered a multitude of productivity sins,'' said Mr. Ciminero. Still, some industry executives say jewelers' efficiency is difficult to measure because of their dependence on artisans.
+The new programs, however, seem to be working. Although figures are not available, manufacturers claim their output at their plants inched up last year, even though the labor force shrank slightly.
+Still, additional productivity gains may be elusive. Although some processes like chain-making can be mechanized, most jewelry manufacturing remains labor intensive. And because of the limited size of production runs - sometimes only 1,000 pieces - automation often is not feasible. ''Are you going to automate a flower design that you know won't be here six months from now?'' asked Alan Kaufman, president of Tru-Kay Manufacturing in Lincoln, R.I.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHAT%27S+NEW+IN+THE+COSTUME+JEWELRY+BUSINESS%3B+JEWELERS+PAY+A+FANCY+PRICE+FOR+A+MORE+POLISHED+IMAGE&title=New+York+Times&issn=03624331&date=1989-04-16&volume=&issue=&spage=A.17&au=Joselow%2C+Froma%3BFroma+Joselow+is+a+business+writer+for+The+Providence+Journal-Bulletin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 16, 1989","Still, additional productivity gains may be elusive. Although some processes like chain-making can be mechanized, most jewelry manufacturing remains labor intensive. And because of the limited size of production runs - sometimes only 1,000 pieces - automation often is not feasible. ''Are you going to automate a flower design that you know won't be here six months from now?'' asked Alan Kaufman, president of Tru-Kay Manufacturing in Lincoln, R.I. The labor shortage has also added to jewelers' costs. To cope with low unemployment in the Northeast, jewelry makers have steadily pushed up their wages in the last three years. Average pay of jewelry workers in Rhode Island rose 6.3 percent, to $7.13 an hour, last year. But the rising costs are undermining the domestic industry's ability to compete against imports. ''Labor costs are well above comparable costs overseas,'' said Mr. [Runci]. ''In Thailand, the typical jewelry wage runs around 55 cents an hour.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Apr 1989: A.17.",11/15/17,"New York, N.Y.",RHODE ISLAND,"Joselow, Froma; Froma Joselow is a business writer for The Providence Journal-Bulletin",New York Times Company,,Newspapers,427143492,"United States, New York, N.Y.",English,16-Apr-89,JEWELS AND JEWELRY; INTERNATIONAL TRADE AND WORLD MARKET; PRODUCTIVITY; WATER POLLUTION; WAGES AND SALARIES; LABOR,New York Times,NEWSPAPER,,,,,,,
+Giving Public U.S. Data: Private Purveyors Say No,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/giving-public-u-s-data-private-purveyors-say-no/docview/427101522/se-2?accountid=14586,"LEAD: The Federal Maritime Commission has become the focus of an unusual dispute over its plan to make the information it collects more accessible to the public.
+The Federal Maritime Commission has become the focus of an unusual dispute over its plan to make the information it collects more accessible to the public.
+The agency, which oversees commercial shipping, has proposed opening its electronic lists of shipping rates to anyone with a computer.
+That seemingly harmless proposal has angered the private companies that have made a business of providing the commission's shipping rate information to the public - in this case, mainly companies involved in commercial shipping. The Journal of Commerce, through its Transax/Rates subsidiary, has been the principal supplier of such information. Damage to an Industry Seen
+These companies contend that the Maritime Commission's plan threatens to strangle a growing private electronic information industry that thrives by sculpturing the mounds of Government data into forms useful to the public. And they say the plan violates Reagan Administration guidelines meant to prevent the Government from interfering with commercial publishing activities relating to Government data.
+Public interest groups charge that the private companies are, in effect, seeking to monopolize information collected with taxpayer dollars.
+''We're talking about citizen access to Government records,'' said Marc Rotenberg, director of the Computer Professionals for Social Responsibility in Washington. ''That is a quintessential public function, performed by a Government agency for a public purpose at taxpayer expense.''
+The issue is significant because most Federal agencies are moving to put the information they collect into electronic data bases. Once a data base is established, it is a simple matter to give the public direct access to it through computers. While the Maritime Commission's data are of interest mainly to a specialized audience, there are other cases where the information is of much broader interest.
+The Securities and Exchange Commission, for example, uses the Electronic Data Gathering and Retrieval system, or Edgar, to track a wide range of corporate financial data. The S.E.C. relies on a private contractor who operates the system and in turn resells the information to private companies that then provide the data to the public. People who want access to the data without paying for it must visit rooms with Edgar terminals at S.E.C. offices. In contrast, a similar data base covering toxic chemicals, which is being developed by the Environmental Protection Agency, is intended to provide low-cost direct public access from any personal computer.
+The Maritime Commission is designing a computerized system that will automate the process of filing tariff rates listed by common carriers involved in domestic offshore and international cargo transport. The new system, which will cost $3.5 million, will replace the paper operation when it is completed next year. It is designed to permit shippers to prepare their tariff filings on their own computers and then transmit them directly to a central computer at the commission.
+The system will make it possible for anyone with a computer and a modem - a device for converting computer data to permit transmission over a telephone line - to make a call and get the latest tariff information on shipping rates. Now it is necessary to visit a special room at the commission office to get price information or to subscribe to a private electronic information service.
+Officials at the commission say they believe their plan will not threaten private information providers. Their service will permit shippers to look up individual tariffs, but more sophisticated pricing comparisions will be available only from private companies. Behind the Opposition
+There has been no opposition to the idea of putting the rate information on computers. But the Information Industry Association, the Journal of Commerce and the Office of Management and Budget oppose allowing the public to dial in to the Government computer to read filings directly.
+Until now Federal Maritime Commission data has been gathered by the Journal of Commerce's Transax/Rates, which copies the papers filed by shippers and manually enters them into its computers.
+Along with providing easy access for those in the shipping industry, the Maritime Commission's plan will make it easier for companies that want to compete with Transax/Rates to get rate information.
+A Transax/Rates representative said the company did not oppose the potential for new competition from other private companies, but was averse to Government competition.
+''We're concerned that the government sector may eventually replace the private sector alternative,'' said Ronald Plesser, a Washington attorney who represents the Journal of Commerce. ''We're not fighting the Federal Maritime Commission. We're saying that the automation plan is a good program, but that the dissemination part should primarily rely on the private sector.'' The Other Side
+But public interest groups, librarians, the shipping industry and even some members of the Information Industry Association argue that the data were gathered with taxpayer financing and that the public should have access to the data without paying high fees to private companies.
+''One of the basic questions is defining the Government role given the change in information technology,'' said Jaia Barrett, assistant executive director of the Association of Research Libraries. ''The principles that the country is founded upon state that information should be made available. Basically, the Government's reponsibility is to deliver the information to the public.''
+The Maritime Commission's plan is opposed by the Information Industry Association, which has lobbied to limit the Federal Government's electronic publishing activities. The organization represents more than 700 private companies that make up a growing new industry that supplies information electronically to computer users.
+''In a perfect world we would make decisions based on the convenience to the individual,'' said Kenneth B. Allen, the Information Industry Association senior vice president for Government relations. ''We can't afford to spend taxpayers' money to provide information to the individual.'' 'Haves and Have-Nots'
+But supporters of the Maritime Commission plan warn that if dissemination is left to the private companies it will have the effect of creating a world of information haves and have-nots - the have-nots being those who cannot afford the private providers' prices.
+''It's wonderful if you are tied into an electronic network and can afford to pay the $60- or $80-an-hour charge,'' Mr. Rotenberg said. ''But in the future if you have to rely on paper delivery, you will become a second-class citizen.''
+The issue of low-cost computerized public access to Government information has also divided opinion within the Information Industry Association. At Congressional hearings this month focusing on the Maritime Commission's proposal, several companies spoke in support of the plan. For example, telecommunications companies, which have been prevented from directly becoming information providers, are in favor of computerized retrieval of public information.
+''The have-nots don't have access to these types of services,'' said Daniel P. Behuniak, assistant vice president for external affairs at the Bell Atlantic Corporation. ''We would like to have the low-cost service made available to the student or public interest group that can't pay the higher rate of the private information provider.'' Government Divisions, Too
+Congress and the executive branch have been divided on the question. In the past, the Reagan Administration has tried to move toward private dissemination of Government information.
+On Jan. 25 the acting head of the Office of Management and Budget's Office of Information and Regulatory Affairs wrote to Elaine Chao, chairman of the Federal Maritime Commission, saying that the computerized retrieval proposal was inconsistent with Government policy. To date, officials at the Maritime Commission have been ignoring letters from the O.M.B. demanding that the program be terminated.
+Reagan Administration policy was formulated in an information policy guideline titled Office of Management and Budget Circular A-130, published in December 1985, which has restricted Government information-publishing activities that would interfere with commericial activities.
+The issue will be an important one for the Bush Administration to deal with, both sides in the dispute say. On Jan. 4, the O.M.B. published a series of amendments to Circular A-130 that critics said would further weaken the Government's role.
+''O.M.B has tried to draw a line, saying don't engage in advanced information activities,'' said David Plocher, staff attorney for OMB Watch, a Washington public interest group. ''That is simply inadequate. We need a set of guidelines that determines policy for the new technologies.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Giving+Public+U.S.+Data%3A+Private+Purveyors+Say+No&title=New+York+Times&issn=03624331&date=1989-03-04&volume=&issue=&spage=1.1&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 4, 1989","''We're concerned that the government sector may eventually replace the private sector alternative,'' said Ronald Plesser, a Washington attorney who represents the Journal of Commerce. ''We're not fighting the Federal Maritime Commission. We're saying that the automation plan is a good program, but that the dissemination part should primarily rely on the private sector.'' The Other Side ''In a perfect world we would make decisions based on the convenience to the individual,'' said Kenneth B. Allen, the Information Industry Association senior vice president for Government relations. ''We can't afford to spend taxpayers' money to provide information to the individual.'' 'Haves and Have-Nots' ''The have-nots don't have access to these types of services,'' said Daniel P. Behuniak, assistant vice president for external affairs at the Bell Atlantic Corporation. ''We would like to have the low-cost service made available to the student or public interest group that can't pay the higher rate of the private information provider.'' Government Divisions, Too","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Mar 1989: 1.1.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,427101522,"United States, New York, N.Y.",English,4-Mar-89,SHIPS AND SHIPPING; ELECTRONIC INFORMATION SYSTEMS; DATA PROCESSING (COMPUTERS); DEPARTMENTS AND AGENCIES; DISCLOSURE OF INFORMATION; GOVERNMENT INFORMATION POLICIES,New York Times,NEWSPAPER,,,,,,,
+Lawsuit Settled For Metrotech; Work Is to Start,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/lawsuit-settled-metrotech-work-is-start/docview/427007959/se-2?accountid=14586,"LEAD: The developers of the huge Metrotech project in downtown Brooklyn said yesterday that they had reached an out-of-court settlement with a group of business people and neighborhood residents who were trying to block the project. They said demolition would begin next week.
+The developers of the huge Metrotech project in downtown Brooklyn said yesterday that they had reached an out-of-court settlement with a group of business people and neighborhood residents who were trying to block the project. They said demolition would begin next week.
+The developers, working with New York City's Public Development Corporation, agreed to move 18 artists and crafts people from lofts in in downtown Brooklyn to co-op apartments in a renovated schoolhouse in the Propect Heights section of Brooklyn, said a lawyer for the plaintiffs, Stephen Kass.
+The developer also agreed to find new space for 12 stores and small manufacturing concerns that Metrotech will displace and pay cash settlements to six landlords whose buildings are being condemned, Mr. Kass said.
+''This resolves the only outstanding issue'' preventing construction of the Metrotech project, said Michelle deMilly, a spokeswoman for the developers, Forest City Metrotech Associates. She added that the settlement, which is certain to cost the development company millions of dollars, ''is clearly unprecedented'' in the New York City real-estate business. 'Moral Obligation'
+The president of the Public Development Corporation, James Stuckey, who was also involved in the negotiations, said the settlement was ''fair and equitable.''
+''We had an absolute moral obligation to treat these people fairly,'' he said, adding that ''even though Metrotech will bring thousands of jobs to the neighborhood, it was not our intention to put others out of business.''
+Mr. Stuckey and other officials said Metrotech's developers were under intense pressure to settle and begin demolition because of conditions in a lease signed by the Securities Industry Automation Corporation, which plans to be the project's first tenant. The conditions would allow it to withdraw if work had not started by the end of the year.
+Ms. deMilly said demolition would begin next week on a site facing Willoughby Street near Myrtle Street, where a 10-tory building has been designed for the company. The building should be completed by the end of 1989, she said, with other parts of the Metrotech project designed for Chase and the other tenants completed by 1991. Major Tenants
+The lawsuit challenging the project was filed in 1987 by a group of people living in lofts, merchants, landlords and other business people who will be displaced. Calling itself Stand Together Against Neighborhood Decay, the group charged that the project would violate environmental standards by bringing too much traffic into the neighborhood.
+Metrotech, one of more than a half-dozen major commercial developments planned in downtown Brooklyn, has attracted several major tenants.
+In addition to Securities Industry Automation, which runs the computers of the New York Stock Exchange, they include the Brooklyn Union Gas Company, the Brooklyn Polytechnic Institute and the Chase Manhattan Corporation, which earlier this month said it would move 5,000 computer operators and other so called ''back office'' workers to the project.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Lawsuit+Settled+For+Metrotech%3B+Work+Is+to+Start&title=New+York+Times&issn=03624331&date=1988-12-15&volume=&issue=&spage=B.4&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 15, 1988","''This resolves the only outstanding issue'' preventing construction of the Metrotech project, said Michelle deMilly, a spokeswoman for the developers, Forest City Metrotech Associates. She added that the settlement, which is certain to cost the development company millions of dollars, ''is clearly unprecedented'' in the New York City real-estate business. 'Moral Obligation' ''We had an absolute moral obligation to treat these people fairly,'' he said, adding that ''even though Metrotech will bring thousands of jobs to the neighborhood, it was not our intention to put others out of business.'' In addition to Securities Industry Automation, which runs the computers of the New York Stock Exchange, they include the Brooklyn Union Gas Company, the Brooklyn Polytechnic Institute and the Chase Manhattan Corporation, which earlier this month said it would move 5,000 computer operators and other so called ''back office'' workers to the project.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Dec 1988: B.4.",11/15/17,"New York, N.Y.",NEW YORK CITY METROTECH (BROOKLYN) BROOKLYN (NYC),"Lueck, Thomas J",New York Times Company,,Newspapers,427007959,"United States, New York, N.Y.",English,15-Dec-88,ECONOMIC CONDITIONS AND TRENDS; SUITS AND LITIGATION; AREA PLANNING AND RENEWAL,New York Times,NEWSPAPER,,,,,,,
+CAMERA; More New Models Make Their Debuts,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-more-new-models-make-their-debuts/docview/426937248/se-2?accountid=14586,"LEAD: IF this column has seemed full of talk about new cameras of late, there's a good reason. Since midsummer, camera makers have been announcing their latest and greatest products with nonstop intensity. The main impetus is an upcoming trade show known as Photokina, which takes place every other fall in Cologne, West
+IF this column has seemed full of talk about new cameras of late, there's a good reason. Since midsummer, camera makers have been announcing their latest and greatest products with nonstop intensity. The main impetus is an upcoming trade show known as Photokina, which takes place every other fall in Cologne, West Germany.
+While the Nikon F4 surely deserves the lion's share of the Photokina limelight for being the most advanced professional camera yet introduced, plenty of other fresh-faced contenders are vying for less exalted market positions. Take, for example, Canon's new EOS 750 and 850 SLRs.
+Unlike every other camera maker I know, Canon likes to number its models backwards. That is, the most advanced and expensive EOS model is the 620, followed by the 650, the 750 and the 850. Besides being at the back of the pack, the 750 and 850 are virtually identical.
+The two cameras use the same electronics-laden lens mount and speedy auto-focusing system as their older and more feature-filled brothers. What they lack is mostly a matter of exposure modes. Unlike the 620 and 650, they have no aperture-preferred or shutter-speed-preferred automation, and no manual mode. No exposure information is shown in the finder, and you won't find a LCD display panel on the body's top deck.
+The 750 and 850 do, however, offer programmed exposure automation with ''smart'' readings based on six zones within the frame. They also incorporate one of the 650's neatest innovations: ''depth-of-field'' auto exposure. Basically, this system sets the aperture according to information supplied by two auto-focus readings, so that both far and near subjects will be sharp.
+The two new Canons would be identical twins except for one bright idea: the 750 possesses a built-in, flip-up flash. Set to ''auto'' position, it pops open and fires automatically in dim light, providing automatic exposure via a through-the-lens feedback system that is integrated with the camera's aperture and shutter-speed controls. It also will provide flawless fill flash when the camera thinks it would be useful. Or you can shut it off completely.
+The 850 can be rendered flash-ready with the addition of Canon's new Speedlite 160A, a slim, add-on flash that lets the camera do everything the 750 can. Both cameras' flash units have built-in, infrared beams for night shooting and they are powered by lithium batteries.
+Two other newcomers from Canon are in the point-and-shoot class. Named the Sure Shot Joy and the Sure Shot Ace (after a worldwide title search, I'm sure), they bring all the usual automatic-camera features to the fun-photography crowd in packages that please both the hand and the eye.
+No doubt the neatest feature of the Ace resides in the body's lower left corner. Pull on the corner and it detaches, instantly becoming a cordless remote release with an infrared trigger. You can astound and surprise your friends and anyone else with this butane-lighter-sized device. You can also put yourself in the picture without the standard mad dash that self-timers require.
+The Ace's remote trigger works through the self-timer circuitry. As a result, two seconds elapse between the time you press the remote trigger and when the shutter fires. That's fine if you want everyone to say ''cheese,'' but chancy if you're trying to capture junior's first shaky steps in your direction.
+The Ace's other unique selling point is a waist-level finder atop the camera that lets you take pictures from bird's-eye and worm's-eye perspectives. And what does the Joy have to distinguish it from the crowd? A ''multi-shot'' mode that provides two to four consecutive exposures with one press of the shutter button.
+Nikon's newest and most feature-laden point-and-shoot almost got lost in the F4 shuffle. Called the Zoom Touch 500, it adds a 35-to-80-millimeter zoom lens to the repertory of the Touch family, which includes the One Touch, Action Touch and Tele Touch.
+Like the lens on the Pentax IQ Zoom, the Olympus Quick Shooter Zoom and other cameras of its kind, the Zoom Touch's optics stick out from the camera in telephoto position and collapse their barrels when switched to wide angle. The zoom action is controlled by a slide lever positioned just where your right thumb falls when you grasp the camera.
+The Nikon Zoom Touch also offers continuous-sequence shooting capability, with an added wrinkle: the lens can be set to zoom automatically to three difference focal lengths during the exposure sequence. That's ideal for photographers who can't make up their minds about what to include in the frame.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+More+New+Models+Make+Their+Debuts&title=New+York+Times&issn=03624331&date=1988-09-18&volume=&issue=&spage=A.71&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 18, 1988","The 750 and 850 do, however, offer programmed exposure automation with ''smart'' readings based on six zones within the frame. They also incorporate one of the 650's neatest innovations: ''depth-of-field'' auto exposure. Basically, this system sets the aperture according to information supplied by two auto-focus readings, so that both far and near subjects will be sharp. The Ace's remote trigger works through the self-timer circuitry. As a result, two seconds elapse between the time you press the remote trigger and when the shutter fires. That's fine if you want everyone to say ''cheese,'' but chancy if you're trying to capture junior's first shaky steps in your direction. The Ace's other unique selling point is a waist-level finder atop the camera that lets you take pictures from bird's-eye and worm's-eye perspectives. And what does the Joy have to distinguish it from the crowd? A ''multi-shot'' mode that provides two to four consecutive exposures with one press of the shutter button.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Sep 1988: A.71.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,426937248,"United States, New York, N.Y.",English,18-Sep-88,"PHOTOGRAPHY; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+County's Libraries Reach a New Milestone,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/countys-libraries-reach-new-milestone/docview/426828162/se-2?accountid=14586,"LEAD: ''WESTLYNX'' has arrived. This is the Westchester Library System's new centralized, automated circulation-control network that will eventually give librarians immediate access to an on-line data base of updated information about every title held by 37 out of 38 public libraries in the county. The White Plains Public
+''WESTLYNX'' has arrived. This is the Westchester Library System's new centralized, automated circulation-control network that will eventually give librarians immediate access to an on-line data base of updated information about every title held by 37 out of 38 public libraries in the county. The White Plains Public Library belongs to a separate system.
+The hooking up of terminals at 35 of the 42 planned sites (including library branches and the Bedford Hills Correctional Facilities) is a milestone for Maurice J. Freedman, director of the Westchester Library System, who was hired in 1982 specifically to oversee the completion of the decadelong project.
+''Westlynx's coming to fruition owes a great deal to community support,'' said Mr. Freedman, who explained that funds for the new system were raised independently by each community. (Funds for the prison's participation are part of a state grant to the library system.) The libraries' purchase of ''terminal shares'' also paid for the complete renovation of Westchester Library System headquarters in Elmsford, where the central computer is housed, Mr. Freedman said.
+Stanley Ploszaj, project manager for the Library System, designed the impressive new 385-square foot machine room. It contains disk storage capability, two five-ton air-conditioning units, telephone equipment and consoles to support the 180-terminal network (expected to grow to 300 terminals by 1993). There is also a high-speed, computer-to-computer telephone link between the library-system computer and the network data-base supplier in Toronto.
+The benefits to the public of Westlynx are being underscored in a pro-bono ''awareness'' campaign by the Juhl advertising agency in Valhalla. Such well-known county residents as the tennis champion Arthur Ashe, the author Barbara Dana, the Academy Award-winning actor Michael Douglas, the actress Mary Beth Hurt, the singer Julius LaRosa and the director Paul Schrader have lent their faces and voices to messages promoting improved library services.
+The public-service announcements on local radio stations, and the posters that show the celebrities in relaxed poses were conceived ''to personalize the idea of using the local library and to emphasize its accessibility and convenience,'' said Randye Sundel of Juhl, the writer and producer of the campaign. ''The idea of automation tends to leave people cold,'' she added. ''We wanted to reach people on a more emotional level and show there is something for everyone at the library.''
+County residents have been receiving new library cards, and Juhl is preparing brochures to explain the new system. Others who have contributed services include the Reader's Digest Association, which made its recording studio and personnel available for Mr. Ashe's public-service announcement, and Robert Buchanan, a Valhalla-based photographer.
+Charles Burkett, the account supervisor of Juhl, stressed community need to take responsibility for such public services as libraries. ''The library is the dominant image of communication,'' Mr. Burkett said. ''Since we are in the communications industry, our agency believes in going to bat for libraries in any way we can.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=County%27s+Libraries+Reach+a+New+Milestone&title=New+York+Times&issn=03624331&date=1988-05-22&volume=&issue=&spage=A.10&au=Hershenson%2C+Roberta&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 22, 1988","''Westlynx's coming to fruition owes a great deal to community support,'' said Mr. [Maurice J. Freedman], who explained that funds for the new system were raised independently by each community. (Funds for the prison's participation are part of a state grant to the library system.) The libraries' purchase of ''terminal shares'' also paid for the complete renovation of Westchester Library System headquarters in Elmsford, where the central computer is housed, Mr. Freedman said. The public-service announcements on local radio stations, and the posters that show the celebrities in relaxed poses were conceived ''to personalize the idea of using the local library and to emphasize its accessibility and convenience,'' said Randye Sundel of Juhl, the writer and producer of the campaign. ''The idea of automation tends to leave people cold,'' she added. ''We wanted to reach people on a more emotional level and show there is something for everyone at the library.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 May 1988: A.10.",11/15/17,"New York, N.Y.",WESTCHESTER COUNTY (NY),"Hershenson, Roberta",New York Times Company,,Newspapers,426828162,"United States, New York, N.Y.",English,22-May-88,LIBRARIES AND LIBRARIANS; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+Making Trade Data More Precise,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?ur l=https://www.proquest.com/newspapers/making-trade-data-more-precise/docview/426837086/se-2?accountid=14586,"LEAD: In addition to the traditional work of foiling drug smugglers and collecting more than a half-billion dollars a year in import duties, A. Robert Beikirch has a new priority: helping to improve America's trade statistics.
+In addition to the traditional work of foiling drug smugglers and collecting more than a half-billion dollars a year in import duties, A. Robert Beikirch has a new priority: helping to improve America's trade statistics.
+Mr. Beikirch is the director of the Customs Service's Baltimore district. His job as head of one of the nation's 45 Customs districts is not to turn the trade deficit into a surplus but to help streamline the huge data-collection process that produces what to many is the most eagerly awaited of the Government's economic reports, the monthly tabulation of imports and exports that in 1987 totaled $675 billion.
+For all their importance, the figures have been much criticized as unreliable in depicting what is really happening to the nation's international trading account. The compilers, for their part, insist they are well along in fixing things. That contention appears to be supported by an examination of the step-by-step process used to gather the monthly numbers. Modernizing the System
+Spurred by an embarrassing backlog of late entries that reached more than 50 percent in late 1985, the Treasury's Customs Service and the Commerce Department's Census Bureau are moving rapidly to reduce paperwork and bring the system belatedly into the computer age.
+''We've got to get out of this mailing of stuff - and get it on line,'' Mr. Beikirch said in an interview at his spacious office in the Custom House, a Baltimore landmark near Inner Harbor. ''Our goal down the road is paperless transactions.''
+The trade figures, which have become so important to policy makers, the financial markets and political campaigners, are also being improved in other respects. Plans are under way to adjust the monthly data for inflation and currency movements, link them to production figures and to itemize exports by the state of origin, among other things.
+When the trade numbers for April are published in mid-May, the bureau will resume adjusting them for seasonal variations.
+The immense data-gathering job begins at the nation's 300 customs ports - airports, seaports and border points ranging from New York City to tiny Pembina, N.D. - where merchandise officially enters and leaves the country.
+In Baltimore, one of the eight districts of the Northeast area, Mr. Beikirch and his staff of 145 perform several tasks - paying by far the most attention to imports. One reason is that exports produce no tariff revenue. (Nonetheless, documents are filed for all exports, so they presumably are not significantly less reliable than those for imports.) Policing the Quotas Shipments are inspected for contraband and to make sure that items are described and categorized correctly by customs brokers for determining tariffs. In the process, Baltimore helps police the quotas that Washington has decreed for textiles, steel, sugar and various other goods.
+''If it's a quota item, we have to put that into the computer immediately,'' Mr. Beikirch said, so the authorities can prevent goods, which are arriving in numerous ports, from exceeding the overall limit. In practice, however, it is rare to refuse entry to a shipment because importers and their customs brokers monitor the constant opening and closing of the numerous quotas.
+All this provides a torrent of information that represents solid data for Census Bureau employees who compile the monthly trade report.
+Unlike many Government statistical series, such as those on the labor market, the trade figures are hard numbers, rarely needing to be revised. The problem of late entries has been nearly eliminated. ''It's a complete count,'' said Charles A. Waite, the Census Bureau's Associate Director for Economic Programs. ''It is not a sample.'' Automation Improves
+The Baltimore district processes 110,000 entries, or shipments, a year, into the nearby Dundalk Marine Terminal and Baltimore-Washington International Airport. These days about 40 percent, compared with a scant 4 percent a year ago, are entered into the automated electronic system, with much of the data also arriving here by computer from seven of the larger brokers that Mr. Beikirch has helped cajole into making the necessary investment.
+Only recently, he believes, have the brokers gained confidence ''that we knew what we were doing.''
+From Baltimore and the other ports or districts there are two routes by which the figures move toward their ultimate destination - a low, tan-brick Census Bureau building in the Washington suburb of Suitland, Md., where they are put together and published.
+The electronic numbers go to the main Customs computer at Franconia, Va., also in the capital's outskirts. These numbers now cover 45 percent of the nation's import and export transactions, according to Ilene A. Gilbert, an official at Customs headquarters in Washington, ''On Fridays, all of the information that's been put into an 'accepted' condition during that week is electronically transmitted,'' said Susan C. Maskell, a Beikirch lieutenant.
+To be initially accepted, an entry must fall within certain programmed parameters. A shipment of bananas listed as originating in the Soviet Union, for example, would be considered an ''improbable condition'' and rejected - something that happens to perhaps 5 percent of items.
+Then, about once a week, Franconia sends its computer tapes by messenger over to Suitland, where the data get another dose of editing before moving to final compilation. Others Mail In the Data
+As for the 55 percent of nonautomated transactions, the ports or districts simply mail the documents to the Census Bureau's processing facility at Jeffersonville, Ind., near Louisville, Ky. If the end of the calendar month is approaching, the documents are given to an overnight courier company.
+At Jeffersonville, the figures are punched into the automated system - imports valued at more than $2 million are scrutinized for possible error - and microfilmed. After validity checks, the data are transmitted over secure telephone lines to Suitland, where the Jeffersonville figures and the electronic data arriving directly from other sources are finally combined.
+After final corrections, master files generate the numbers for the public report, about 24 hours before its release. Key Problem Solved
+Officials have largely solved the problem of carry-over - shipments recorded so slowly that they showed up in the statistics as much as eight months after they entered or left the country, according to Mr. Waite. Entries for a given month reflecting goods moved during any earlier month now amount to only about 4 percent, a level that allows for seasonal adjustments to be made.
+One major concession: The figures are now published about six weeks after the end of a given calendar month instead of four weeks.
+Officials attribute the surge in carryover during the mid-1980's to Customs Service staff cuts, the flood of imports spurred by the strong dollar and a lackadaisical attitude among some data gatherers. A New Motto
+''I don't think there was the emphasis given to the Customs employees about the critical nature'' of the figures, Mr. Beikirch acknowledged. He said this has changed under Customs Commissioner William von Raab, whose motto, he says, has become ''automate or perish.''
+Another improvement has been the development of a means to correct for the historic undercount of United States exports to Canada, this country's biggest trading partner. Since exporters often do not file the required documents when they ship goods by land, perhaps $1 billion worth of merchandise a month in some recent years has gone unrecorded.
+Last August, the United States began to remedy this by making adjustments based on more reliable Canadian import figures. The two countries also signed an agreement last year under which they will rely on each other's import statistics by 1990.
+Yet one sizable - and embarrassing - obstacle to more perfect trade figures remains, various officials say. When most of the world's leading traders adopted a harmonized system of goods classification last January, the United States did not. Legislation enabling it to do so - this is required because classification relates to tariff levels - is part of the omnibus trade bill just sent to the White House but which President Reagan has promised to veto.
+''We're the only major country that has not given its approval'' to the common classification standard,'' Mr. Waite lamented, noting that the United States had actively promoted it. ''We took the lead.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Making+Trade+Data+More+Precise&title=New+York+Times&issn=03624331&date=1988-05-17&volume=&issue=&spage=D.1&au=ROBERT+D.+HERSHEY+Jr.%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 17, 1988","Unlike many Government statistical series, such as those on the labor market, the trade figures are hard numbers, rarely needing to be revised. The problem of late entries has been nearly eliminated. ''It's a complete count,'' said Charles A. Waite, the Census Bureau's Associate Director for Economic Programs. ''It is not a sample.'' Automation Improves The electronic numbers go to the main Customs computer at Franconia, Va., also in the capital's outskirts. These numbers now cover 45 percent of the nation's import and export transactions, according to Ilene A. Gilbert, an official at Customs headquarters in Washington, ''On Fridays, all of the information that's been put into an 'accepted' condition during that week is electronically transmitted,'' said Susan C. Maskell, a [A. Robert Beikirch] lieutenant. ''We're the only major country that has not given its approval'' to the common classification standard,'' Mr. Waite lamented, noting that the United States had actively promoted it. ''We took the lead.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 May 1988: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"ROBERT D. HERSHEY Jr., Special to the New York Times",New York Times Company,,Newspapers,426837086,"United States, New York, N.Y.",English,17-May-88,INTERNATIONAL TRADE AND WORLD MARKET; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Women Still Finding Bias in Engineering,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-women-still-finding-bias/docview/426765641/se-2?accountid=14586,"LEAD: AS an engineer working in the aerospace industry, LuAnne J. Beckley encountered one prospective employer who wanted her to agree not to have children. Rockwell International, where she took a job, assigned her to an all-male laboratory with no women's restroom, a problem that was corrected only after she complained to management.
+AS an engineer working in the aerospace industry, LuAnne J. Beckley encountered one prospective employer who wanted her to agree not to have children. Rockwell International, where she took a job, assigned her to an all-male laboratory with no women's restroom, a problem that was corrected only after she complained to management.
+But such problems seemed only a prelude, as Ms. Beckley, 32 years old, later found herself overlooked for Rockwell's management training program. Rockwell officials said that only in the last five years has the company aggressively recruited women for management positions in technical areas.
+She left Rockwell and now works in Dallas for the Department of Defense, where she checks the technical accuracy of contract proposals. But she sees limited prospects there, too.
+''I've learned a lot the hard way,'' Ms. Beckley said. ''I don't see that any progress has been made. If I want to get a supervisory position, it will take an act of Congress.''
+The current frustrations reflect a shift in concerns among women engineers. A decade ago, the issue was equal access to education. Now it is upward mobility within the profession and equal pay at higher levels.
+Sex discrimination ''poisons a profession like engineering,'' said Sandra K. Bidwell of Tucson, Ariz., who left electrical engineering a year ago after an 18-year career because she was not being promoted. ''We have no profession if opportunity in our work is not based on merit,'' she wrote in the Institute, a newsletter published by the Institute of Electrical and Electronic Engineers.
+There are, of course, success stories among women engineers. Shirley C. McCarty's career benefited from an integration policy that the Aerospace Corporation started in the 1960's. ''In my era, you were brought up to think you were as good as a man, but you didn't think anyone else would believe it,'' she said.
+Aerospace, the federally financed Air Force research company in El Segundo, Calif., proved her wrong. Ms. McCarty, who is 53 and has been with the company since 1965, is a division director and the company's highest ranking woman in a technical position. She supervises 120 software engineers.
+Ms. McCarty credits a male mentor and boss, who acted as an advocate. ''I'm sure affirmative action had something to do with it,'' she said.
+The shifting concerns of women engineers are reflected in an informal study based on questionnaires completed by 115 women engineers and 18 male colleagues. The study was presented recently at a conference in San Diego of the American Society of Engineering Education.
+Women in the study said their salaries were similar to those of men but reported making little headway in moving into management positions, blaming covert discrimination. One-third of the women said they were bypassed for less qualified men. Only one of the men surveyed said he felt he had been bypassed.
+Many women said that employers undercut them in deference to their customers' engineers, who were unwilling to work with female peers.
+The study, while lacking scientific rigor, is believed to be one of the first to address a range of gender issues in the engineering profession. It comes at a time when total enrollment in engineering schools is dropping. And the number of women entering the field is expected to continue to shrink during the next decade, according to Engineering Manpower, the newsletter of the American Association of Engineering Societies.
+Although beginning salaries for engineers continue to top offers to graduates in other fields, enrollment is declining because of the smaller college-age population and lessened interest in technical fields. A survey of college freshmen found that the number of both sexes aspiring to be engineers fell to 8.5 percent in 1987 from a high of 12 percent in 1982.
+In 1985, 14.8 percent of engineering graduates were women. In 1986, the most recent year for which figures are available, the proportion fell to 14.4 percent. By contrast, only 2.3 percent of baccalaureate engineering graduates were women in 1975.
+These trends prompted the Society of Women Engineers to plan to incorporate some gender-oriented queries in a national poll of their 10,000 members beginning in May. The results are not expected before next year, said the group's president, Kathleen Harer.
+In light of engineering employment trends, the results of the gender survey presented to the San Diego conference are particularly sobering, said LeEarl Bryant, a Richardson, Tex., electrical engineer, who conducted the study.
+If the next generation of women is to gain ground in engineering, employers must recognize that unequal treatment ''is not an isolated woman's experience,'' Ms. Bryant said. But only documented discrimination is likely to result in change, she said.
+''Flagrant discrimination that you can sue over is not the problem,'' said Ms. Bryant, a former Rockwell project manager who is now a telecommunications consultant. ''The biggest problem is subtle'' discrimination, she added.
+''Younger women don't recognize discrimination until it's too late,'' said Armenta J. Harness, an engineer and Air Force lieutenant colonel who worked in the space program and quit in 1974 when another employee received a promotion that Ms. Harness felt she had earned. She said that women engineers often lag behind because they fail to develop competitive skills.
+She said she had been held back by a Federal law that prohibited women from serving in combat. ''I was in competition with men in combat positions,'' she said. ''I couldn't argue that I was more deserving,'' said Ms. Harness, who is 59 and lives in Manhattan Beach, Calif. A four-year stint in private industry ended in a demotion as a result of a management shake-up. Since then, she has turned to sculpting.
+Ardell L. Roberts, 36, feels she has hit ''the invisible ceiling'' after working for four years with Honeywell Inc.'s industrial automation division in Phoenix. ''I had tremendous opportunities to advance very quickly,'' she said. ''I'm at the top level for an engineer. I don't want additional engineering experience. I want to be a manager.''
+But she said she received a chilly reception when she applied for a management opening.
+A Honeywell spokesman said promotions are made without regard to sex, race, age or handicap, and are based on performance.
+Mrs. Roberts thinks she may be better off at a smaller company. ''It's hard to take, because I worked so hard for this,'' she said. ''But discrimination is alive and well.''
+Correction: March 30, 1988, Wednesday, Late City Final Edition",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Women+Still+Finding+Bias+in+Engineering&title=New+York+Times&issn=03624331&date=1988-03-09&volume=&issue=&spage=D.6&au=Adelson%2C+Andrea&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 9, 1988","''I've learned a lot the hard way,'' Ms. [LuAnne J. Beckley] said. ''I don't see that any progress has been made. If I want to get a supervisory position, it will take an act of Congress.'' She said she had been held back by a Federal law that prohibited women from serving in combat. ''I was in competition with men in combat positions,'' she said. ''I couldn't argue that I was more deserving,'' said Ms. [Armenta J. Harness], who is 59 and lives in Manhattan Beach, Calif. A four-year stint in private industry ended in a demotion as a result of a management shake-up. Since then, she has turned to sculpting. Ardell L. Roberts, 36, feels she has hit ''the invisible ceiling'' after working for four years with Honeywell Inc.'s industrial automation division in Phoenix. ''I had tremendous opportunities to advance very quickly,'' she said. ''I'm at the top level for an engineer. I don't want additional engineering experience. I want to be a manager.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Mar 1988: D.6.",11/15/17,"New York, N.Y.",,"Adelson, Andrea",New York Times Company,,Newspapers,426765641,"United States, New York, N.Y.",English,9-Mar-88,ENGINEERING AND ENGINEERS; WOMEN; WAGES AND SALARIES; EXECUTIVES AND MANAGEMENT; HIRING AND PROMOTION,New York Times,NEWSPAPER,,,,,,,
+Amex Seeks New Network,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/amex-seeks-new-network/docview/426687465/se-2?accountid=14586,"LEAD: The Securities and Exchange Commission is reviewing a proposal from the American Stock Exchange that would make it easier for sophisticated investors in the United States to trade securities issued by foreign corporations that do not register with the commission.
+The Securities and Exchange Commission is reviewing a proposal from the American Stock Exchange that would make it easier for sophisticated investors in the United States to trade securities issued by foreign corporations that do not register with the commission.
+Up until now, corporations that do not distribute their stock publicly because they find the registration process too daunting can privately place securities with large institutions or well-to-do investors. These buyers in turn are hobbled by law in their ability to resell the securities.
+The American Stock Exchange plan would create a closed network of several hundred eligible investors who could freely trade among themselves. An optional, automated system to be set up by the exchange would facilitate trading, though trades that take place manually would also be reported and monitored by the American Stock Exchange to prevent leakage. A Long-Debated Question
+Approval of the plan will hinge upon a question long debated by the S.E.C.: do sophisticated investors need the full protection of its reporting and disclosure requirements?
+The American Stock Exchange is arguing that a two-tier system is an accommodation to certain global realities.
+''The S.E.C. requirements are important and are designed to protect the average investor but are not necessary to protect institutions,'' said Kenneth R. Leibler, the American Stock Exchange president. He said sophisticated investors find cumbersome ways to skirt the regulations anyhow. They create offshore subsidiaries to buy unregistered securities or they trade privately placed securities with extensive legal advice, he said. 'The Business Is Being Done'
+''The business is being done,'' he said. ''It's just not being done in the U.S.''
+Others said the proposal would help trading simply by formalizing what some prominent attorneys have argued for all along.
+''The theory is, if it was all right for the issuer to sell the securities without registering them, why can't the accredited investors resell them to other accredited investors without registering?'' said A. A. Sommer, a Washington attorney.
+American Stock Exchange officials started work on SITUS - short for System for Institutional Trading of Unregistered Securities - two years ago when Quadrex, a British brokerage, suggested it. The exchange dissolved the joint venture when American brokerages said they did not want a rival managing the project, though Quadrex will still earn about 4 percent of net revenues, according to Mr. Leibler.
+Foreign securities would not be ''listed'' on the American Stock Exchange, but the exchange would charge something akin to a listing fee. ''The listing would be more lucrative for the exchanges,'' Mr. Leibler said. ''We just don't see that in the cards since many of these companies would not list anywhere.''
+He calls the proposal a good compromise or ''halfway house'' between the current regulations and relaxing the rules for foreign corporations entirely. ''We're telling the S.E.C. you don't have to do that,'' he said. Similar Concept by N.A.S.D. The National Association of Securities Dealers has been discussing a similar concept with the S.E.C., one that would also use automation to execute and clear trades.
+''The N.A.S.D. is in a fairly good position to do it because it builds on technology we have in place,'' said Douglas F. Parrillo, a spokesman for the association. The plan was derailed a bit by the October stock market break, but N.A.S.D. officials still believe their system could be running by the end of 1988.
+Among the major markets, only the New York Stock Exchange seems uninterested in such a venture.
+''We're aware of their proposals, but we are pursuing the route of optimizing foreign listings to make their shares available to all investors,'' said Sharon Gamsin, a spokeswoman for the Big Board. ''We believe in making a market for all investors, not just large institutional traders.''
+Indeed, if the S.E.C. vastly liberalized the rules that foreign companies find objectionable, the Big Board would likely capture most of the business the American Stock Exchange has targeted, since the issuers tend to be among the world's largest. Mixed Reaction Expected
+Because of the holiday weekend, Wall Street has not yet had a chance to review the proposal, which was filed late Wednesday, but reactions are bound to be mixed. Multinational firms are likely to cheer anything that increases their access to American capital. And pension funds that cannot invest in illiquid, privately placed securities may also endorse it. But large American issuers might object on the grounds that the proposal is unfair to corporations that comply fully with S.E.C. regulations.
+''Why limit it to the foreigners?'' asked James S. Martin, executive vice president in charge of equity investing for the College Retirement Equities Fund. ''It seems to me it will allow them to raise capital in a less costly way. Why would we provide that opportunity to foreign sellers of capital and not to our own?''
+He suggested opening the network to domestic issuers as well, a possibility S.E.C. officials have said they would explore. Market Put at $50 Billion
+Last year an estimated $50 billion in new issues was placed privately in the United States, and American Stock Exchange officials believe the market for their idea could be at least that large. Indeed, few doubt that a lively secondary market would spur foreign issuers to place even more securities in American hands through the private placement mechanism, since investors accept a lower return on capital for more liquid securities.
+''The interest is there,'' confirmed Furio Colombo, president of Fiat USA, the American unit of the large Italian auto maker, which is not registered. He said that the American Stock Exchange proposal ''would be seen as a healthy idea by major European companies, my own included.''
+Peter C. Clapman, the associate general counsel for the College Retirement Equity Fund, thought the idea would help smaller institutions that had not built relationships overseas. ''I'm not saying we would not use it, but we would have less need for it, because we're used to dealing in the foreign markets,'' he said.
+Brandon Becker, associate director of the S.E.C.'s division of market regulation, said it would be premature to comment on particulars of the plan. But he confirmed that the S.E.C. has been receptive to suggestions as to how to improve secondary trading in large world-class issues.
+''The idea of having a sound regulatory framework for handling any kind of emerging secondary trading framework for private placements is a constructive step,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Amex+Seeks+New+Network&title=New+York+Times&issn=03624331&date=1987-12-28&volume=&issue=&spage=D.1&au=Cowan%2C+Alison+Leigh&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1987","Foreign securities would not be ''listed'' on the American Stock Exchange, but the exchange would charge something akin to a listing fee. ''The listing would be more lucrative for the exchanges,'' Mr. [Kenneth R. Leibler] said. ''We just don't see that in the cards since many of these companies would not list anywhere.'' He calls the proposal a good compromise or ''halfway house'' between the current regulations and relaxing the rules for foreign corporations entirely. ''We're telling the S.E.C. you don't have to do that,'' he said. Similar Concept by N.A.S.D. The National Association of Securities Dealers has been discussing a similar concept with the S.E.C., one that would also use automation to execute and clear trades. ''We're aware of their proposals, but we are pursuing the route of optimizing foreign listings to make their shares available to all investors,'' said Sharon Gamsin, a spokeswoman for the Big Board. ''We believe in making a market for all investors, not just large institutional traders.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1987: D.1.",11/15/17,"New York, N.Y.",,"Cowan, Alison Leigh",New York Times Company,,Newspapers,426687465,"United States, New York, N.Y.",English,28-Dec-87,STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+Careers; Computer Managers Of Future,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-computer-managers-future/docview/426608892/se-2?accountid=14586,"LEAD: THE information technology industry, which includes computers, office automation and telecommunications, is changing rapidly. Some people think the shape of the industry will be drastically altered.
+THE information technology industry, which includes computers, office automation and telecommunications, is changing rapidly. Some people think the shape of the industry will be drastically altered.
+John Diebold, who heads the Diebold Group, a management consulting firm specializing in the computer field, said last week that ''major dramatic upheavals'' of information technology are under way. Today's methods cannot cope with the fast changes, he said at a news conference, and new ones are needed. The news conference was called to disclose the findings of a study, conducted by his group, of the future of the computer field.
+''New types of managers also will be needed,'' Mr. Diebold said.
+He predicted that by the year 2000, as a result of intense competition, the industry will become what might be described as a ''dual market,'' a two-tier structure.
+Pressure on profit margins and many mergers will tend to eliminate medium-size companies, he believes, leaving a few multibillion-dollar internationals and many small research-oriented firms.
+The middle companies will be vulnerable, Mr. Diebold explained, because they are neither big enough to do what giant companies can do nor flexible enough to do what tiny companies can do.
+For young people planning a career in the information technology industry, another expert suggested, a critical decision may involve whether to join a large company or a small one.
+While the industry's shape is changing, the scope of its work is expected to be ever greater. Expanding areas of computer use include ''telephony with data base services'' for use in traffic, medical and security applications, along with more factory-floor automation, including the ability to manufacture custom-tailored products.
+Microprocessors will be embedded in more products such as electric razors, printing presses, ballpoint pens and passenger cars. Also there will be new consumer products based on artificial intelligence.
+Mr. Diebold also finds a ''changing role'' for some information technology customers. With the acquisition of the Electronic Data Systems Corporation by the General Motors Corporation, for example, a company that had been a user became a supplier as well.
+Some of these trends are expected to provide growth opportunities for small companies quick enough to take advantage of new markets.
+If, as the Diebold study envisions, the market structure of the future will consist of giant suppliers on one side and small entrepreneurial ventures on the other, different types of managers will be needed by the two types of companies.
+The multibillion-dollar companies, according to the study, will have such advantages as high-volume output, low-cost manufacturing, quality control, worldwide presence, financial resources, political influence and credibility. To encourage creativity, the large companies may set aside groups of managers in small divisions to work out their own entrepreneurial ideas, giving them bonuses as an incentive.
+Successful small companies will demand well-developed entrepreneurial skills, good research, an ability to tap venture capital and highly skilled and motivated technicians.
+Marvin Cetron, president of Forecast International Inc. and author of ''The Future of American Business,'' agrees with the Diebold Group's outlook. He predicts that the International Business Machines Corporation, the Digital Equipment Corporation and Apple Computer Inc. will dominate the industry after the expected shakeout.
+He has noticed a similar trend toward survival of the large and the small and elimination of the mid-sized in other industries, especially those that have been deregulated by the Government.
+For example, he said, large airlines have tended to take over regional carriers, leaving tiny feeder airlines that can still exist profitably.
+''I recommend,'' Mr. Cetron said, ''that young managers join the big firms and learn their weakest link, and then if they want to be entrepreneurs they could go out on their own and provide that service or product.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Careers%3B+Computer+Managers+Of+Future&title=New+York+Times&issn=03624331&date=1987-09-22&volume=&issue=&spage=D.31&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 1987","John Diebold, who heads the Diebold Group, a management consulting firm specializing in the computer field, said last week that ''major dramatic upheavals'' of information technology are under way. Today's methods cannot cope with the fast changes, he said at a news conference, and new ones are needed. The news conference was called to disclose the findings of a study, conducted by his group, of the future of the computer field. Marvin Cetron, president of Forecast International Inc. and author of ''The Future of American Business,'' agrees with the Diebold Group's outlook. He predicts that the International Business Machines Corporation, the Digital Equipment Corporation and Apple Computer Inc. will dominate the industry after the expected shakeout. ''I recommend,'' Mr. Cetron said, ''that young managers join the big firms and learn their weakest link, and then if they want to be entrepreneurs they could go out on their own and provide that service or product.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 1987: D.31.",11/15/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,426608892,"United States, New York, N.Y.",English,22-Sep-87,DATA PROCESSING (COMPUTERS); COMMUNICATIONS AND TELECOMMUNICATIONS; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; GETTING MACHINES TO COMMUNICATE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-getting-machines-communicate/docview/426498113/se-2?accountid=14586,"LEAD: DEEP in the vast GTE Corporation telephone switch factory here, portions of a model factory that will be the centerpiece for next month's Advanced Manufacturing Systems Exposition in Chicago are being put through their final tests.
+DEEP in the vast GTE Corporation telephone switch factory here, portions of a model factory that will be the centerpiece for next month's Advanced Manufacturing Systems Exposition in Chicago are being put through their final tests.
+The exhibit, an $18 million effort sponsored by 14 companies, will manufacture, start to finish, one of the most common components in today's electronics-driven world: a printed circuit board. The goal is to demonstrate that today's computers, robots and other modern machinery can talk to one another far more effectively than most manufacturing executives believe possible.
+Visitors to the show will place orders for a board at the start of the display. Computers will be used to design the board to meet their demands. The design data will then be passed automatically by the system to computer-controlled machinery that will schedule production, produce the plastic-based board, insert the specified microchips on it, test it to make sure all chips are connected to the proper electronic pathways, and package it.
+The model factory is certain to stand out like an aircraft carrier among rowboats at the show. But how realistic is its argument for computer-integrated manufacturing, better known as CIM?
+Very realistic, said GTE's manufacturing engineers, who have watched the development of the exhibit with growing curiosity. The company volunteered the space to assemble and debug much of the model factory because its engineers wanted to compare it with a CIM program that they believe is one of the most advanced in the world -their own.
+''As I see it, we have nearly all of the pieces, with variations, in our own plant,'' said Norman S. Zaremba, GTE's manager of manufacturing research and engineering, showing a visitor a large, four-layered pyramid that charts the Northlake plant's technology structure. * * *
+The Northlake plant's main products are central office telephone switches, which are closet-sized cabinets stuffed with scores of chip-laden printed circuit boards and miles of wiring.
+At the bottom of Mr. Zaremba's pyramid are individual machines such as those that drill holes in the circuit boards, prepare them for the placement of microchips, mount the chips, attach wires and so on.
+The machines come from a variety of manufacturers. Most of the newer ones are controlled by miniature computers known as microprocessors. The work of those that are not computer controlled is usually checked by other electronic machinery. Thus, virtually every step of the operation generates data that operators and managers can use to check performance.
+The second layer of the pyramid is work cells, which electronically link machines that work with each other, such as the robots that handle the boards, the conveyor belts and the inspection machines.
+Cells are organized into a third layer of larger information-sharing groups that encompass major functions such as design or assembly. The group computers made by such concerns as Hewlett-Packard and the Digital Equipment Corporation interact with the top of the pyramid, a cluster of I.B.M. mainframe computers that schedule production using software developed by Arthur Andersen & Company and manage overall data exchange.
+''The CIM network is nothing less than the backbone of the factory,'' said George Bradley, the vice president of manufacturing who has run the 1.9-million-square-foot plant since late 1984. Mr. Bradley said information flow along the CIM network was the link that tied separate automation, quality control, materials handling and service programs into a coordinated modernization strategy.
+Unlike the trade show mini-factory, GTE came by its CIM network in stages. The groundwork was laid in the 1970's when equipment vendors began selling machinery that could be operated with electronic instructions. GTE's design engineers in both Northlake and the company's Phoenix research center began using computers, instead of charts and physical models, to design switches.
+GTE's commitment to tie these islands of automation together into a CIM network began in 1982 when it introduced the GTD 5, a line of central office telephone switches, and accelerated when Mr. Bradley, a veteran GTE executive, took over.
+Manufacturing flexibility is vital for making switches like the GTD 5 because microchips and layouts are rearranged, and in some cases redesigned, to meet varying customer needs.
+The combination of the new product line, GTE Northlake's $80 million investment in CIM, and other capital investments over the past five years has been dramatic. Where 14,000 people once assembled 400,000 lines a month for mechanical exchanges, fewer than 3,000 now produce 1.2 million lines a month in the GTD 5's.
+The CIM network's role is to enhance all of the other modernization efforts. Inventories are controlled and maintenance planned more easily when managers can electronically watch the flow of parts through the factory and look at computer-generated schedules for the next day's production. * * *
+When it comes to quality, the CIM network helps GTE focus huge computing power almost anywhere in the plant where defects are a problem. In the past six months, for example, data from soldering machines and inspection systems have been monitored and analyzed by I.B.M. 370's in GTE's manufacturing data center to pinpoint the sources of error rates of 20,000 parts per million.
+''It's not easy,'' said James L. Stella, director of manufacturing engineering. ''We make over 13,000 boards a week in 3,000 different forms and there are 12 different kinds of solder defects. We can use vision systems and cell control systems to spot and correct mistakes but it takes something more to find why and where they are occurring.'' By last week, the error rate had been reduced to 90 parts per million. $ ? * * *
+GTE's CIM network continues to fill in as new automated machinery is added to it. But it is also spreading out.
+Data collected during the manufacturing process are being checked against product performance in the field, helping GTE spot cases where problems are likely to occur. And the production scheduling network includes a GTE plant in nearby Genoa that makes specialized components.
+''These kinds of things are always evolving,'' Mr. Zaremba said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+GETTING+MACHINES+TO+COMMUNICATE&title=New+York+Times&issn=03624331&date=1987-05-27&volume=&issue=&spage=D.7&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 27, 1987","''As I see it, we have nearly all of the pieces, with variations, in our own plant,'' said Norman S. Zaremba, GTE's manager of manufacturing research and engineering, showing a visitor a large, four-layered pyramid that charts the Northlake plant's technology structure. * * * ''The CIM network is nothing less than the backbone of the factory,'' said George Bradley, the vice president of manufacturing who has run the 1.9-million-square-foot plant since late 1984. Mr. Bradley said information flow along the CIM network was the link that tied separate automation, quality control, materials handling and service programs into a coordinated modernization strategy. ''It's not easy,'' said James L. Stella, director of manufacturing engineering. ''We make over 13,000 boards a week in 3,000 different forms and there are 12 different kinds of solder defects. We can use vision systems and cell control systems to spot and correct mistakes but it takes something more to find why and where they are occurring.'' By last week, the error rate had been reduced to 90 parts per million. $ ? * * *","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 May 1987: D.7.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426498113,"United States, New York, N.Y.",English,27-May-87,MACHINERY AND EQUIPMENT; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+AIRLINES STRESS TEAMWORK IN COCKPIT,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/airlines-stress-teamwork-cockpit/docview/426468036/se-2?accountid=14586,"LEAD: On a recent United Airlines flight from Reno to San Francisco a bomb exploded in the luggage hold.
+On a recent United Airlines flight from Reno to San Francisco a bomb exploded in the luggage hold.
+The captain and two flight officers, who had never flown together before, quickly steered the plane to a lower altitude, determined that there were no injuries or serious structural damage, conferred with the authorities on the ground and debated whether to make an emergency landing and evacuation.
+The plane landed safely, here at United's flight training center. The emergency unfolded in a flight simulator where the crew's performance was videotaped. The pilots later watched the tape and evaluated their teamwork.
+Airlines have always tested pilots to keep their flying skills sharp. But United and a growing number of other carriers are now putting more emphasis on how well cockpit crews work together as a team, particularly in emergencies.
+From 60 to 70 percent of all commercial airliner crashes result from pilot error, according to the National Transportation Safety Board. Human failings are the most frequent cause of accidents, ahead of aircraft, weather and maintenance problems. More Assertiveness Urged
+Airlines are training captains to manage their crews more effectively and urging flight officers to be more assertive in challenging captains and air traffic controllers when they detect a problem. Borrowing from business management, the carriers are stressing leadership, decision-making, coordinated planning and frank communication among crew members.
+''As planes become more and more reliable, we need to train airmen on the human resources available to them,'' said Capt. Lawrence N. Brown, head of the Pan American World Airways flight academy in Miami.
+Too often, aviation safety experts say, a relatively small mechanical malfunction that by itself would not cause a crash sets in motion a chain of human errors that culminates in catastrophe.
+A United DC-8 ran out of fuel and crashed six miles from the Portland, Ore., airport in December 1978, killing eight passengers and two crew members. Investigators ruled that the pilot became preoccupied with a minor landing gear problem; meantime, the two other crew members did not assert themselves as the plane circled for 45 minutes.
+Airlines have incorporated aspects of assertive training and interpersonal communication skills into their instruction for about 15 years. United, in cooperation with the Air Line Pilots Association, developed the first program dedicated solely to those goals in 1980, based on principles pioneered by the National Aeronautics and Space Administration.
+At United's flight academy here, every batch of newly hired pilots undergoes three and a half days of seminars, role-playing and simulator tests. The pilots read case studies of problems, ranging from cabin fires to terrorist attacks to pilot complacency, and discuss how they would handle each situation as a team. 'Taught Me to Listen More'
+In addition, each of United's 6,500 pilots spends one day of their annual, three-day refresher course studying cockpit management and piloting a simulator flight booby-trapped with emergencies ranging from a disabled engine to exploding bombs.
+''It's taught me to to ask the opinions of my crew and listen more,'' said Capt. Roman Lins, 54 years old, a United pilot for 30 years, and captain of the simulated Reno-to-San Francisco flight.
+Training flight crews to use human resources more effectively is still an evolving concept, with different carriers adapting different methods to suit their individual needs, according to Dr. John K. Lauber, a psychologist and member of the transportation safety board who helped create many of the program's principles while working for NASA.
+Pan American World Airways, for example, plans to establish a program similar to United's for its 1,850 captains and flight officers, beginning June 1.
+American and Continental Airlines give their new pilots one to two days of the special training when they are hired, then one to three hours a year during their annual training checkup. Neither carrier tapes its simulator sessions. Pilots Initially Skeptical
+Advocates of such training have struggled to win over a skeptical pilot corps. ''The initial suspicion among pilots was that it was some kind of charm school; that you had it in a hot tub holding hands,'' said Robert L. Helmreich, a psychology professor at the University of Texas who is working on a grant from NASA to study the effects of cockpit resource management.
+In the past two or three years, however, the sessions, particularly those that tape the simulated flights, have impressed most pilots. The Air Line Pilots Association, which represents 39,000 pilots at 48 domestic carriers, endorses the programs.
+The Federal Aviation Administration lauds the growth of such programs, but balks at requiring any specific instruction.
+''We're not ready for regulations yet,'' said Daniel Beaudette, manager of the agency's Flight Standards/Air Transport division in Washington. ''With the age of automation coming into the cockpit, though, it's important that we pursue cockpit resource management as a crew concept.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AIRLINES+STRESS+TEAMWORK+IN+COCKPIT&title=New+York+Times&issn=03624331&date=1987-04-01&volume=&issue=&spage=A.14&au=ERIC+SCHMITT%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 1987","''It's taught me to to ask the opinions of my crew and listen more,'' said Capt. Roman Lins, 54 years old, a United pilot for 30 years, and captain of the simulated Reno-to-San Francisco flight. Advocates of such training have struggled to win over a skeptical pilot corps. ''The initial suspicion among pilots was that it was some kind of charm school; that you had it in a hot tub holding hands,'' said Robert L. Helmreich, a psychology professor at the University of Texas who is working on a grant from NASA to study the effects of cockpit resource management. ''We're not ready for regulations yet,'' said Daniel Beaudette, manager of the agency's Flight Standards/Air Transport division in Washington. ''With the age of automation coming into the cockpit, though, it's important that we pursue cockpit resource management as a crew concept.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 1987: A.14.",11/15/17,"New York, N.Y.",,"ERIC SCHMITT, Special to the New York Times",New York Times Company,,Newspapers,426468036,"United States, New York, N.Y.",English,1-Apr-87,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY,New York Times,NEWSPAPER,,,,,,,
+Careers; Improving Employee Morale,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-improving-employee-morale/docview/426428289/se-2?accountid=14586,"LEAD: FOR the past two years consulting firms have been helping companies dismiss thousands of hourly workers as well as many middle managers. Now, consulting firms are being hired to advise on ways to keep the remaining skeleton forces motivated and loyal at a time when middle management cynicism and pessimism have never been higher.
+FOR the past two years consulting firms have been helping companies dismiss thousands of hourly workers as well as many middle managers. Now, consulting firms are being hired to advise on ways to keep the remaining skeleton forces motivated and loyal at a time when middle management cynicism and pessimism have never been higher.
+The Hay Group, a consulting firm, speaks of the ''overriding issue that has emerged, namely securing the commitment of the employees who remain.''
+In a recent study, Hay found that ''for the first time in the history of our surveys, fewer than half the middle managers took a favorable view about their opportunities for advancement.'' This disenchantment needs to be faced by top management and quickly, Hay believes.
+In addition, only about 60 percent of the managers surveyed felt secure about their jobs, ''a massive drop from over 80 percent just 10 years before,'' Hay said.
+''In sum, our attitude data, taken collectively, reveal a loss of enthusiasm and commitment among managers that is profoundly important,'' Hay said. ''Middle managers, especially, are starting to look and act dispensable.''
+Perhaps in some cases insecure managers rally by becoming more productive, but often insecurity leads to hostile feelings and a jump at job openings elsewhere.
+Furthermore, in many cases entire layers of management have been eliminated, leaving a highly paid group just above much lower paid managers - a wage gap that has begun to look like the Grand Canyon, according to some consultants. There is not only envy over salary, but also concern by middle managers of getting promoted over that gap.
+Some type of bridging is needed, which is where the consultants think they can help.
+Guy Dumas, a principal at Mercer-Meidinger, another consulting firm and a unit of Marsh & McLennan Companies, said, ''We'll have to activate different levers to help management.''
+There will have to be a greater push on internal communications beyond the company publications, Mr. Dumas said, adding that more discussions in small groups about management's plans were needed.
+The groups ''will have to be more personalized, answering the question of what is in it for the employees,'' he explained. ''Companies must be a lot more open.'' Other levers might involve career development and job expansion, since many jobs must be broadened to fill the gaps created by the cutbacks.
+Productivity efforts should emanate from top management, the Hay study notes. Efforts cannot be limited to getting more work out of blue-collar employees, the study said, or more automation in offices. Instead, the report urges that top management seek ''strategic clarity,'' determining where the company can have a ''sustainable competitive advantage'' and focus efforts toward that end.
+Dr. Robert S. Nadel, Hay Group senior vice president and general manager, forecast a broadening of assistance programs, which envisages a larger benefits department and more contacts with workers at all levels to determine needs. He also predicted more stress on the use of trainers to hold seminars for middle managers.
+He warned that there would be a tendency for companies to move backward and to begin adding to staffs. ''I think companies must be vigilant about their downsizing,'' he said. ''Otherwise they will revert to the way they were before.''
+Mr. Dumas agreed that managers would need more training on dealing with employees, which would involve motivation. He said that employees had become much better educated, and much more sophisticated.
+He also stressed another recent phenomenon - the trend toward intrapreneurship by companies. ''Companies are moving away from huge bureaucracies toward establishing smaller businesses within the corporation,'' he said, adding that these units often are autonomous, ''Small is beautiful,'' he said. ''Small business offers employees enrichment and challenge.'' It also offers the chance to increase incomes based on productivity through salaries plus bonus.
+A typical example might be the trend at banks like Marine Midland to start investment banking units. Such units are authorized to pay more than the usual bank officer salaries, while offering faster promotions and higher bonuses as part of an effort to be more competitive with investment banking firms.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Careers%3B+Improving+Employee+Morale&title=New+York+Times&issn=03624331&date=1987-02-10&volume=&issue=&spage=D.27&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 10, 1987","''In sum, our attitude data, taken collectively, reveal a loss of enthusiasm and commitment among managers that is profoundly important,'' Hay said. ''Middle managers, especially, are starting to look and act dispensable.'' Productivity efforts should emanate from top management, the Hay study notes. Efforts cannot be limited to getting more work out of blue-collar employees, the study said, or more automation in offices. Instead, the report urges that top management seek ''strategic clarity,'' determining where the company can have a ''sustainable competitive advantage'' and focus efforts toward that end. He also stressed another recent phenomenon - the trend toward intrapreneurship by companies. ''Companies are moving away from huge bureaucracies toward establishing smaller businesses within the corporation,'' he said, adding that these units often are autonomous, ''Small is beautiful,'' he said. ''Small business offers employees enrichment and challenge.'' It also offers the chance to increase incomes based on productivity through salaries plus bonus.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Feb 1987: D.27.",11/15/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,426428289,"United States, New York, N.Y.",English,10-Feb-87,LABOR; LAYOFFS (LABOR); EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+THRIFT BIDS BY CITICORP EXPECTED,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/thrift-bids-citicorp-expected/docview/426384580/se-2?accountid=14586,"LEAD: Citicorp has requested applications from Federal regulators to acquire troubled thrift institutions in Texas, Arizona and Pennsylvania, banking sources said yesterday.
+Citicorp has requested applications from Federal regulators to acquire troubled thrift institutions in Texas, Arizona and Pennsylvania, banking sources said yesterday.
+Their remarks followed weekend newspaper articles saying that Citicorp's California thrift unit, Citicorp Savings, was close to acquiring 50 southern California branches of the Sears Savings Bank, owned by Sears, Roebuck & Company.
+Although neither the giant retailer nor Citicorp would comment on the articles, a source inside Sears said a branch sale ''would not be illogical'' because Sears wants its financial services available inside its stores.
+Other banking sources, also asking to remain unnamed, said Citicorp was moving aggressively to acquire thrift units elsewhere.
+They said Citicorp had formally asked the Federal Savings and Loan Insurance Corporation for ''bid packages'' that would enable the big New York bank holding company to participate in F.S.L.I.C. auctions aimed at selling off troubled savings and loan associations in Texas, Arizona and Pennsylvania. The packages include confidential financial data. Eye on Arizona Institution
+It could not be determined whether Citicorp has actually made any bids to the F.S.L.I.C., which - as the insurer of troubled institutions' deposits - would be the seller of such units. Citicorp would not comment, and the F.S.L.I.C. office was closed because of a Washington snowstorm.
+But a banking source in California who has competed against Citicorp to buy troubled thrift units said Citicorp was leaning toward making a bid - if it has not already done so - for the Security Savings and Loan Association. Based in Scottsdale, Ariz., it has $1.1 billion of assets.
+Kenneth B. Coolidge, president of Security Savings, would not comment, but the institution has been in financial trouble. In the first six months of 1986 it lost $37.3 million, and its net worth on June 30 was a negative $24.8 million.
+''The indications we got were that Citi was going to submit a bid for Security,'' the California source said.
+According to banking experts, Citicorp's reported interest in the Sears branches and its moves to acquire thrift units elsewhere are part of an effort by Citicorp to increase its activity in residential mortgages. Reasons for Plunging In
+Citicorp likes the business, analysts said, for various reasons: The mortgage business is growing rapidly; thrift institutions are less sensitive to interest rates than before as a result of balance-sheet restructuring; Citicorp could use the acquisition of a troubled thrift unit as a springboard to buy healthy thrift units in the same state, and Citicorp could potentially dominate the savings industry by capitalizing on its big-scale economies because the industry has hundreds of participants, and none has established clear leadership.
+''The savings industry is very big and fragmented - that's what makes it so attractive,'' said Jonathan Gray, who watches the industry for Sanford C. Bernstein & Company.
+Citicorp has signaled that it wants to expand in the thrift area. Role in the Industry Noted
+In its fourth-quarter earnings report, for example, Citicorp pointed out the fact that it originated an unusually large number of home mortgages. Citicorp has begun a program under which it pools groups of mortgages and issues securities backed by the pools. Like many other big banking companies, Citicorp has been encouraging homeowners to tap the equity in their homes by taking out second mortgages. And Citicorp spends heavily to squeeze out a profit from the thrift units it already has, including Citicorp Savings of Florida.
+''They are now sufficiently comfortable with their experience in the business that they want to expand,'' said Salvatore Serrantino, president of the California Research Corporation, a Los Angeles-based research group for financial institutions.
+''One of Citi's fortes is financial-service automation, and I'm sure they feel they can be the low-cost producer of mortgages,'' said Jerome Baron, a security analyst at the First Boston Corporation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THRIFT+BIDS+BY+CITICORP+EXPECTED&title=New+York+Times&issn=03624331&date=1987-01-27&volume=&issue=&spage=D.3&au=Berg%2C+Eric+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 27, 1987","They said Citicorp had formally asked the Federal Savings and Loan Insurance Corporation for ''bid packages'' that would enable the big New York bank holding company to participate in F.S.L.I.C. auctions aimed at selling off troubled savings and loan associations in Texas, Arizona and Pennsylvania. The packages include confidential financial data. Eye on Arizona Institution In its fourth-quarter earnings report, for example, Citicorp pointed out the fact that it originated an unusually large number of home mortgages. Citicorp has begun a program under which it pools groups of mortgages and issues securities backed by the pools. Like many other big banking companies, Citicorp has been encouraging homeowners to tap the equity in their homes by taking out second mortgages. And Citicorp spends heavily to squeeze out a profit from the thrift units it already has, including Citicorp Savings of Florida. ''One of Citi's fortes is financial-service automation, and I'm sure they feel they can be the low-cost producer of mortgages,'' said Jerome Baron, a security analyst at the First Boston Corporation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Jan 1987: D.3.",11/15/17,"New Yor k, N.Y.",UNITED STATES TEXAS ARIZONA PENNSYLVANIA,"Berg, Eric N",New York Times Company,,Newspapers,426384580,"United States, New York, N.Y.",English,27-Jan-87,"BANKS AND BANKING; MERGERS, ACQUISITIONS AND DIVESTITURES; SAVINGS AND LOAN ASSOCIATIONS",New York Times,NEWSPAPER,,,,,,,
+PRINTERS TO JOIN WITH COMMUNICATIONS UNION,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/printers-join-with-communications-union/docview/426324200/se-2?accountid=14586,"Members of the 134-year-old International Typographical Union have voted overwhelmingly to merge with the Communications Workers of America, the unions said today.
+The tally by the American Arbitration Association, which counted the mail ballots, showed 29,740 votes for the merger and 7,265 against it.
+The I.T.U., a union primarily representing printers and mailroom workers, will become the Printing, Publishing and Media Workers' division of the Communications Workers of America. The C.W.A., with the majority of its members in the telephone industry, is making an effort to become a huge union with broad representation in the newspaper, television and printing industries.
+Three previous merger proposals involving the printers' union collapsed. They involved the Newspaper Guild, the International Brotherhood of Teamsters and the Graphic Communications International Union. Union Chief Retains Post
+The president of the printers' union, Robert McMichen, defeated the vice president, Allan Heritage, 23,283 to 14,754, and will become president of the communication workers' Printing, Publishing and Media Workers' division.
+Mr. McMichen had supported the merger, and his slate won four of the five officer positions within the new communication workers' division. Mr. Heritage will leave office at the end of the year.
+''This is a great achievement for our union,'' Mr. McMichen said. ''By joining with a union of C.W.A.'s size and sophistication we'll be better equipped to move into the 21st Century and beyond.''
+Also, members of the printers' union approved an increase of one-half of 1 percent in union dues to finance a stronger strike fund. Under the new formula, they would receive $200 a week in strike benefits.
+Morton Bahr, president of the communications workers, said: ''We see this merger as a way to strengthen everyone's position at the bargaining table and on the organizing front. It's healthy for everyone.''
+The communications workers' union has 650,000 members. The printers' union, founded in May 1852, had 106,634 members, active and retired, in 1964. But as automation has taken hold in printing, the union has dropped to 75,000 members, about 38,000 of whom are active. ----'A Dying Craft' WASHINGTON, Nov. 26 - For the printers' union, one of whose members operated the first linotype to set an article for a newspaper, the merger with the communications workers union is seen as a chance to revitalize its diminishing strength at the bargaining table.
+But some labor experts and newspaper analysts have expressed doubts that the merger would accomplish that goal.
+''Basically, the I.T.U. is presiding over a dying craft, and they're desperately looking for a safe harbor,'' said John Morton, a newspaper analyst for Lynch Jones & Ryan, an investment concern in Washington.
+In remarks made shortly after the two unions reached a tentative agreement to merge in July, Mr. Morton said the merger ''is not really going to change the fact they're going to continue to dwindle in numbers.''
+Sar A. Levitan, a labor economist at George Washington University, said: ''Technological changes have undermined the strength of I.T.U., and smaller unions with little resources cannot exist and continue operations anymore.''
+He added that the communications workers' union ''is a strong union, and a reasonably well-run union, so it seems as good a partner for I.T.U. as any union around.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRINTERS+TO+JOIN+WITH+COMMUNICATIONS+UNION&title=New+York+Times&issn=03624331&date=1986-11-27&volume=&issue=&spage=A.26&au=UPI&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 27, 1986","''This is a great achievement for our union,'' Mr. [Robert McMichen] said. ''By joining with a union of C.W.A.'s size and sophistication we'll be better equipped to move into the 21st Century and beyond.'' Morton Bahr, president of the communications workers, said: ''We see this merger as a way to strengthen everyone's position at the bargaining table and on the organizing front. It's healthy for everyone.'' The communications workers' union has 650,000 members. The printers' union, founded in May 1852, had 106,634 members, active and retired, in 1964. But as automation has taken hold in printing, the union has dropped to 75,000 members, about 38,000 of whom are active. ----'A Dying Craft' WASHINGTON, Nov. 26 - For the printers' union, one of whose members operated the first linotype to set an article for a newspaper, the merger with the communications workers union is seen as a chance to revitalize its diminishing strength at the bargaining table.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Nov 1986: A.26.",11/15/17,"New York, N.Y.",,UPI,New York Times Company,,Newspapers,426324200,"United States, New York, N.Y.",English,27-Nov-86,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Advertising; New Trade Publication Planned,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/advertising-new-trade-publication-planned/docview/426347990/se-2?accountid=14586,"IN January Lilo Leeds and her husband, Gerard, founders and proprietors of CMP Publications, Manhasset, L.I., will bring out their newest contribution to trade journalism, Manufacturing Week, a tabloid with a 26-a-year frequency.
+As they have learned to do on their other publications, they will create a solid mailing list of free subscribers by sending out hundreds of thousands of free copies along with subscriber questionnaires.
+So, no matter how much an executive likes the trade tabloid, he or she will not get on the list unless the filled-in questionnaire shows he meets the qualifications the publisher has set. The simple reason is that controlled circulation magazines are created to deliver specific audiences to specific advertisers.
+According to Mr. Leeds, the chairman, the responses will be winnowed down to 60,000, who will represent six executive titles (including chief executive and chief operating officer) at 10,000 manufacturing units in Fortune 1,000 companies. They will form an attractive audience for advertising from banks, accounting firms and insurers and from companies in transportation, computers, materials handling and more.
+The reason the Leedses have picked the niche they have is that, as with its other publications, they see an economic sector in transition, in need of news on what is happening, like the travel industry after deregulation.
+And they saw the light in the pages of one of their own publications when their own Howard Roth, three years ago, wrote a five-part piece, ''The Looming Revolution in Manufacturing,'' in Electronic Engineering Times. That article covered the changes brought about by computers, automation, the input of Japanese techniques and the integration of people and machines.
+Mr. Roth has been named editor of Manufacturing Week. For the job of publisher the Leedses recruited Paul B. Beatty from McGraw-Hill Publications' Architectural Record.
+According to Mr. Leeds, who visited The New York Times recently with Mr. Beatty, Mr. Roth and his son, Michael Leeds, the vice president, group publisher, theirs is the largest independent trade publisher in the country, with some $100 million in annual advertising revenues.
+That is true, said the American Business Publishers organization, only if you don't count McGraw-Hill Inc.'s McGraw-Hill Publications as independent.
+Gerard G. Leeds, who has degrees in industrial engineering and electronics, started CMP in 1971 after an earlier career running manufacturing plants, something he started doing at age 24. Why publishing? ''I used to be intrigued by reading the publisher's letter in Time,'' he said, thereby adding a new motivating factor to the existing long list.
+Besides, his great-grandfather was a newspaperman in Germany, his grandfather a printer and his father, he said, a generally literate person.
+The first publication was Electronic Buyers' News, which like six of the publications to follow is a tabloid. The others are Electronic Engineering Times, Computer Systems News, Computer Retail News, Communications Week, Business Travel News and Tour & Travel News.
+There are also two magazines, VLSI Systems Design and Information Week.
+Although Mrs. Leeds was not present for the interview, Mr. Leeds was quick to give her credit for her continuing contibutions. ''I run the publishing,'' he said, ''and she runs everything else.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Advertising%3B+New+Trade+Publication+Planned&title=New+York+Times&issn=03624331&date=1986-11-06&volume=&issue=&spage=D.23&au=Dougherty%2C+Philip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 6, 1986","They saw the light in the pages of one of their own publications when their own Howard Roth, three years ago, wrote a five-part piece, ''The Looming Revolution in Manufacturing,'' in Electronic Engineering Times. That article covered the changes brought about by computers, automation, the input of Japanese techniques and the integration of people and machines. Gerard G. Leeds, who has degrees in industrial engineering and electronics, started CMP in 1971 after an earlier career running manufacturing plants, something he started doing at age 24. Why publishing? ''I used to be intrigued by reading the publisher's letter in Time,'' he said, thereby adding a new motivating factor to the existing long list. Although Mrs. Leeds was not present for the interview, Mr. Leeds was quick to give her credit for her continuing contibutions. ''I run the publishing,'' he said, ''and she runs everything else.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Nov 1986: D.23.",11/15/17,"New York, N.Y.",,"Dougherty, Philip H",New York Times Company,,Newspapers,426347990,"United States, New York, N.Y.",English,6-Nov-86,"NEW MODELS, DESIGN AND PRODUCTS; BIOGRAPHICAL INFORMATION; PUBLICATIONS; TRADE PUBLICATIONS; MAGAZINES",New York Times,NEWSPAPER,,,,,,,
+SPLIT ON DOCKS WORSENS HARD TIMES,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/split-on-docks-worsens-hard-times/docview/426307516/se-2?accountid=14586,"Bargaining has resumed after a 45-day extension ended the first widespread East Coast dock strike in 15 years. But behind the labor battle of the moment are profound problems that that have left a once-vigorous industry in its worst condition in decades, according to industry experts.
+The industry is deeply divided, as is the union, the International Longshoremen's Association. There are complex labor issues, such as guaranteed annual income and the size of the crews that work the docks in the Northeast. Some law-enforcement officials say organized crime has an extensive hold in the industry, adding substantial costs.
+In short, the shippers and the longshoremen are each fighting to maintain an advantage in an industry fallen on hard times, an industry tha has lost four million jobs in recent years, according to Herbert Brandon, a key trade executive, Hauling Empty Containers Ships are often sent out half-full, said Mr. Brandon, longtime chairman of the trade magazine Brandon's Shipper and Forwarder, and some companies haul empty containers abroad, not freight.
+And while the value of the dollar is falling - a situation that could be expected to stimulate exports - the industry's problems are so severe that recovery, if possible at all, is a long way off, he said.
+Issues that led to the three-day strike, Oct. 1 through 3, and continue to plague the industry seem simple.
+One employer group, the Council of North Atlantic Shipping Associations, which represents Philadelphia and three other ports, wants a two-tier wage structure, with container workers receiving the current unionized wage, $17 an hour, but workers on ''break bulk,'' or loose, cargo, reduced to $14 an hour.
+Another group, the New York Shipping Association, which represents Boston and New York-area ports, wants to reduce the number of paid hours that workers are guaranteed regardless of the amount of work they perform. Negotiators Face Deadline
+Under a 1964 labor agreement, in which employment security was provided dock workers in exchange for union approval of containerized shipping, workers are guaranteed 2,080 hours of paid work a year - the equivalent of a full year of 40-hour weeks. The shipping association is proposing that maximum hours be reduced to 1,768 hours - 34 hours a week. The union says it would accept a maximum of 1,900.
+The New York association also wants to reduce the size of work gangs.
+Union and employer bargainers will attempt to work out these and other matters under a Nov. 17 deadline, and observers generally expect agreements without a strike. But deeper issues are involved. The I.L.A. is beset with problems. The union was long run largely by its president, 85-year-old Thomas W. Gleason. He is regarded as a shrewd, tough tactician who delivered large contracts. Longshoremen are among the nation's best paid blue-collar workers, often making $35,000 or more a year.
+But the union now has deep divisions and lacks sophisticated research and planning arms that characterize advanced unions. Locals often are largely autonamous, with local presidents possessing enormous power, said William DiFazio, a sociologist at St. John's University, and author of ''Longshoremen,'' a study of Brooklyn dockworkers. Leaders with vision have been pushed aside, he said, and others have been corrupted. More Harmony in West
+Stanley Aronowitz, a labor authority at the Graduate Center of the City University of New York, said, ''Gleason runs the international out of his hip pocket.''
+The West Coast dock union, the International Longshoremen's and Warehousemen's Union, long has been more receptive to technological change and has had a more harmonious relationship with the Pacific Marine Association, the West Coast employer group, experts said.
+Mr. Gleason declined to be interviewed. But other union officials said the union was extremely able and provided the best possible wages, benefits and job protection for its members.
+In recent years, the number of nonunion ports has increased, particularly along the southern Atlantic and Gulf Coasts. Some non-I.L.A. ports have been established farther north - at Richmond, Va., and Pennsauken, N.J. ''Bit by bit, those non-I.L.A. operations are creeping up the East Coast,'' said Harold Brauner, president of the Brauner International Corporation, a freight forwarding company.
+Some lower-wage Southern port operations, represented by the International Brotherhood of Teamsters, also have been established. Concessions in South
+Wages at non-I.L.A. ports can be $8 to $12 an hour with no benefits, experts said, meaning fierce pressures on companies that pay standard union wages and benefits.
+Also, some elements of the union, under J. H. (Buddy) Raspberry, the union's leader in the South, have negotiated agreements that have reduced wages to $14 an hour or lower, experts said. The size of work gangs also has been reduced. This has brought additional cost burdens on shipping companies that pay standard union wages and benefits.
+Mr. Gleason reportedly has feuded with Mr. Raspberry over these changes, but both deny that there is any enmity between them.
+The fragmention of the union, with 65,000 members, was also made clear when union members on the Atlantic Coast south of Virginia and on the Gulf Coast continued to work when union workers at ports from Maine to Virginia went on strike. This would have reduced the strength of the union had the strike gone on. Bankruptcies Piling Up
+Shipping companies face problems of their own.
+The shipping industry is in the worst economic shape in decades. More than 30 ocean carriers have gone bankrupt in recent years or left I.L.A. ports, says Anthony J. Tozzoli, president of the New York Shipping Association.
+Freight forwarders and customhouse brokers also have gone bankrupt. Other water transportation companies fear they will not survive. Deregulation has brought rate-cutting. Ships are regularly seized for nonpayment of duties.
+''There is just too much shipping capacity,'' Mr. Tozzoli said.
+Trade with Asian nations has increased markedly, meaning booming business for West Coast ports, with much brought to the East Coast by rail. Trade with European nations has not risen, also harming East Coast ports.
+Since 1968, economic and technological change has reduced the number of longshoremen in the Port of New York and New Jersey to 7,800, from 23,600, the shipping association said. Once the nation's busiest, the Port of New York, which comprises docks in Manhattan, Brooklyn, Staten Island and the New Jersey shore of the Hudson River, continues to lose ground. New York Falls Behind
+The port continues to provide thousands of jobs and millions of dollars in revenues. But Los Angeles and Houston are now busier ports, as measured by cargo tonnage. In 1985, New York handled 13.7 million tons of cargo. This was the most ever handled in the port. But the port of Los Angeles handled 18.4 million tons and the port of Houston 16.2 million tons.
+Unlike the West Coast dock industry, the East Coast industry is highly fragmented, with the various elements, -steamship companies, dock owners, containerized ports and noncontainerized ports - pursuing parochial interests.
+The situation also demonstrates how difficult it is for unions and employers to confront problems of new workplace technologies.
+Mr. DiFazio said the guaranteed annual income was a humane way to address automation. He said many men, paid not to work, have become active in their families and community groups - activities long denied them because of their long work hours. He said many workers regarded the guaranteed annual income as ''their fair share'' of the industry after years of hard, often dangerous work and of often large dock profits. No Cap on Guarantees
+But the agreement has brought extensive costs.
+''They negotiated this for the people who were put out of work at the time the automation was introduced,'' Mr. Brauner said. ''They failed to put a cap on it.''
+Mr. Tozzoli said some men have been on the guaranteed annual income more than a decade.
+The guaranteed annual income often means a doubling of unloading costs, from perhaps $200 in some ports to $400 in New York, Mr. Podell said. Others said rigid work rules also mean substantial featherbedding, with some experts saying workcrews could perhaps be reduced in half.
+Labor costs, which include wages and benefits, are placed by the industry at $35 an hour in New York and New Jersey. Costs in nonunionized Southern ports can be half that, experts said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SPLIT+ON+DOCKS+WORSENS+HARD+TIMES&title=New+York+Times&issn=03624331&date=1986-10-12&volume=&issue=&spage=A.52&au=Serrin%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 12, 1986","The union now has deep divisions and lacks sophisticated research and planning arms that characterize advanced unions. Locals often are largely autonamous, with local presidents possessing enormous power, said William DiFazio, a sociologist at St. John's University, and author of ''Longshoremen,'' a study of Brooklyn dockworkers. Leaders with vision have been pushed aside, he said, and others have been corrupted. More Harmony in West In recent years, the number of nonunion ports has increased, particularly along the southern Atlantic and Gulf Coasts. Some non-I.L.A. ports have been established farther north - at Richmond, Va., and Pennsauken, N.J. ''Bit by bit, those non-I.L.A. operations are creeping up the East Coast,'' said Harold Brauner, president of the Brauner International Corporation, a freight forwarding company. ''They negotiated this for the people who were put out of work at the time the automation was introduced,'' Mr. Brauner said. ''They failed to put a cap on it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Oct 1986: A.52.",11/15/17,"New York, N.Y.",EASTERN STATES (US),"Serrin, William",New York Times Company,,Newspapers,426307516,"United States, New York, N.Y.",English,12-Oct-86,PORTS; LABOR; STRIKES,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: THURSDAY, OCTOBER 2, 1986:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-thursday-october-2-1986/docview/426322861/se-2?accountid=14586,"Companies
+Northwest Airlines' parent may buy up to 100 Airbus planes for as much as $3.2 billion in a deal that could be one of the most extensive steps taken by an American carrier to improve its fleet. NWA Inc. is obligated to buy just 10 of the planes from Airbus Industrie. But some analysts said the carrier would probably order all 100 from the consortium, which is owned by the Governments of Britain, West Germany, France and Spain. NWA is buying the new A320-200 planes, which seat 150 passengers. [ Page D1. ]
+South Korea gave 3 American companies first right to negotiate contracts, worth an estimated $500 million, for work on two nuclear plants to be built by the mid-1990's. The companies are Combustion Engineering, Sargent & Lundy and G.E. [ D1. ]
+Ford offered to link up with Alfa-Romeo, the Italian sports car maker that has had 13 straight years of losses. Fiat immediately said that it was preparing a counteroffer. [ D1. ]
+CBS tried to assure the F.C.C. in a filing that control of the company had not transferred in a recent management shake-up. [ D6. ]
+Texas Air's takeover of Eastern won final approval from the Transportation Department. Its proposed People Express purchase was cleared by the Justice Department. [ D9. ]
+Japanese auto makers have urged their Government to end the country's voluntary restraints on auto exports to the U.S. [ D5. ]
+Montgomery Securities sold a minority stake to a partnership controlled by the wealthy Pritzker family. [ D6. ]
+Nearly 3,000 passengers flew Pan Am's Shuttle on the first day of its flights on the East Coast. [ B4. ] International
+Mexico's lending accord will set a precedent for debt talks with other nations, bankers and finance experts said. [ D1. ] The loan package, worth up to $13.7 billion, is unlikely to end Mexico's economic troubles, experts there said. [ D4. ]
+Treasury Secretary Baker expressed frustration with attempts to revive the world economy in an address to the I.M.F. and World Bank. But he expressed confidence in eventual success. [ D4. ]
+A threat to end South African purchases of U.S. grain was made by Pretoria's Foreign Minister in calls to Farm Belt senators. [ A1 ] .
+Brazil's finance minister predicts that commercial banks will resume lending to it voluntarily next year. [ D4. ] The Economy
+Construction spending jumped 1.1 percent in August, powered by healthy increases in single-family houses and nonresidential building, the Commerce Department reported. [ D2. ] Orders to American factories plunged in August by 1.4 percent as demand for military equipment fell, the department said. [ D2. ]
+A strike by 30,000 longshoremen idled more than a dozen ports from Maine to Virginia. [ B4. ] Markets
+Stock prices rose in sharply higher trading, despite some last-hour selling pressure. Airline issues showed the best gains, as investors reacted positively to fare increases. The Dow Jones industrial average gained 15.32 points, to close at 1,782.90. [ D10. ]
+Interest rates were little changed in the credit markets as investors and speculators remained wary about the economy. [ D19. ]
+The dollar remained steady against most other currencies. Gold slipped $1 an ounce, to $425, in New York. [ D16. ] Energy futures prices moved higher amid signs that American refiners are beginning to reduce their high production levels. [ D16. ]
+Yields on certificates of deposit, money market accounts and mutual funds were little changed. [ D23. ] Today's Columns
+Ford's ''technological sandbox,'' a robotics center in Dearborn, Mich., is on the leading edge of flexible automation, using machine-vision systems, artificial intelligence and computer integrated techniques. Technology. [ D2. ]
+Waste Management plans to spin off its hazardous-waste unit in an initial offering of 18 million shares. Analysts question whether the offering will attract a premium price. Market Place. [ D10. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+THURSDAY%2C+OCTOBER+2%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-10-02&volume=&issue=&spage=D.1&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 2, 1986","Northwest Airlines' parent may buy up to 100 Airbus planes for as much as $3.2 billion in a deal that could be one of the most extensive steps taken by an American carrier to improve its fleet. NWA Inc. is obligated to buy just 10 of the planes from Airbus Industrie. But some analysts said the carrier would probably order all 100 from the consortium, which is owned by the Governments of Britain, West Germany, France and Spain. NWA is buying the new A320-200 planes, which seat 150 passengers. [ Page D1. ] Mexico's lending accord will set a precedent for debt talks with other nations, bankers and finance experts said. [ D1. ] The loan package, worth up to $13.7 billion, is unlikely to end Mexico's economic troubles, experts there said. [ D4. ] Ford's ''technological sandbox,'' a robotics center in Dearborn, Mich., is on the leading edge of flexible automation, using machine-vision systems, artificial intelligence and computer integrated techniques. Technology. [ D2. ]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Oct 1986: D.1.",11/15/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,426322861,"United States, New York, N.Y.",English,2-Oct-86,,New York Times,Summary,,,,,,,
+ECONOMIC SCENE; More Stability In Postwar Era,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economic-scene-more-stability-postwar-era/docview/426268483/se-2?accountid=14586,"LAST WEEK'S hurricane on Wall Street battered confidence about the economic outlook. Inevitably many people were asking, ''Is this another 1929?''
+But you never take a bath in the same river twice. Today's stock market is very different from the one that collapsed in 1929. Indeed, so many factors have changed that William C. Freund, the former chief economist of the New York Stock Exchange, has come up with a mnemonic device to keep track of them: Aciiidd (''acid''), which stands for Automation, Consolidation, Institutionalization, Internationalization, Innovation, Deregulation and Diversification.
+Two of those changes, Automation and Institutionalization, got a lot of the blame for last week's market plunge, with institutions' computer-programmed trading driving the market down more than 141 points for the week. On Thursday, when the Dow industrials fell 86.61 points, volume for the day soared to an incredible 240.5 million shares.
+''Looking back from the perspective of 150-200-million-share trading days currently on the N.Y.S.E.,'' Mr. Freund says, ''it seems almost impossible to believe that back in 1967 the exchange had to close the floor at 2 P.M. because the brokers could not keep up with 10-, 11- and 12-million-share days.''
+On Oct. 28, 1929, the blackest day on Wall Street, memorialized on film by shots of the hysterical brokers and the blizzard of paper, the total volume of shares traded was 16.4 million - or 6.8 percent of last Thursday's volume.
+Despite the momentous changes in the market since 1929, there is no sense in minimizing the steepness of last week's dive. While last Thursday's 86-point fall represented just a 4.61 percent decline compared with the 12.8 percent plunge of Oct. 28, 1929, last week's total drop of 141.03 points came to 7.4 percent, compared with the 8.5 percent drop in the worst week of the 1929 crash.
+But the economy has also changed dramatically since 1929. For one thing, it looks more resistant to shoves and shocks than it once was. Like a clown on a roly-poly base, it swings back and forth but does not topple over. It is what physicists call ''meta-stable.'' But has there been a lasting structural change or has it simply not yet had a hard enough shove?
+In his just-published Okun Lectures at Yale University, in memory of Arthur M. Okun, a predecessor of his as chairman of the Council of Economic Advisers, Charles L. Schultze finds that the greater stability of the United States economy since World War II is no statistical mirage, as some economists have argued. Even omitting the Great Depression, he finds that such variables as gross national product, business fixed investment and civilian employment swung more than twice as widely before World War I as they have since World War II.
+What accounts for the greater stability of the post-World War II economy? One factor, Mr. Schultze says, is the change in the American banking system. Before World War I, American banks had greater flexibility to create credit in times of expansion and chop it off in times of contraction. With the Federal Reserve exercising greater control over the banking system, the money supply since World War II has expanded less readily in booms and shrunk less in recessions.
+With money supply less responsive to swings in the demand for money, there have been greater corresponding swings in interest rates, enhancing the system's stability. Rising interest rates have helped to check booms before they get out of hand and to arrest slumps before they fall too far.
+From 1891 to 1914, the average increase in rates on commercial paper during the last two years of cyclical expansions was only one-tenth of one percentage point, compared with the 1.7-point rise in rates on commercial paper during the last two years of postwar expansions.
+Similarly, during contractions, interest rates on commercial paper fell by an average of eight-tenths of one percentage point before World War I, compared with a drop of 1.7 percentage points since World War II.
+Also, structural changes in the American political-economic system have added stability since the Depression. With Social Security and other income-support programs, changes in consumers' disposable income have been smoother. Further, consumers used to have fewer liquid assets and little access to credit, so any drop in their current income quickly caused a big drop in consumption.
+Investment nowadays is also more stable. The average ratio of gross private domestic investment to the gross national product is smaller, and the fluctuations in investment are smaller -partly because of the greater stability of consumption and partly because of the countercyclical spending and tax policies of the Government.
+All of these changes imply that high volatility in the stock market is unlikely to foreshadow or produce the high instability in the real economy that once characterized the American economy. But do the financial changes of the postwar years create other threats to the stability and growth of the American and world economy? We shall examine that question in another column.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ECONOMIC+SCENE%3B+More+Stability+In+Postwar+Era&title=New+York+Times&issn=03624331&date=1986-09-17&volume=&issue=&spage=D.2&au=Silk%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 17, 1986","LAST WEEK'S hurricane on Wall Street battered confidence about the economic outlook. Inevitably many people were asking, ''Is this another 1929?'' You never take a bath in the same river twice. Today's stock market is very different from the one that collapsed in 1929. Indeed, so many factors have changed that William C. Freund, the former chief economist of the New York Stock Exchange, has come up with a mnemonic device to keep track of them: Aciiidd (''acid''), which stands for Automation, Consolidation, Institutionalization, Internationalization, Innovation, Deregulation and Diversification. ''Looking back from the perspective of 150-200-million-share trading days currently on the N.Y.S.E.,'' Mr. Freund says, ''it seems almost impossible to believe that back in 1967 the exchange had to close the floor at 2 P.M. because the brokers could not keep up with 10-, 11- and 12-million-share days.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Sep 1986: D.2.",6/12/19,"New York, N.Y.",,"Silk, Leonard",New York Times Company,,Newspapers,426268483,"United States, New York, N.Y.",English,17-Sep-86,UNITED STATES ECONOMY; MONEY SUPPLY (ECONOMIC INDICATOR); Deregulation; Banking industry,New York Times,NEWSPAPER,,,,,,,
+TEXTILE INDUSTRY DISMAY AT VOTE ON TRADE VETO,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/textile-industry-dismay-at-vote-on-trade-veto/docview/425978255/se-2?accountid=14586,"Textile manufacturers, who have long cried for protection against imports, say they are disappointed -but not defeated - by last week's vote in the House of Representatives to uphold President Reagan's veto of a bill to limit textile imports. While the industry had hoped for victory, it had not expected it.
+''Of course it's a great disappointment,'' said Ward Peacock, the chief financial officer at Springs Industries in Fort Mill, S.C. ''It had been an uphill battle all along, and was considered something of a long shot. Had the veto been overridden, it certainly would have restored the industry to a fairer level of competition.''
+Disappointment has been the mood of late throughout the textile industry. To make itself more competitive, the industry has pumped billions of dollars into modernization, closed antiquated plants and laid off workers by the thousands. But that has not stopped the relentless onslaught of cheaper imported goods, which now represent about 55 percent of the total textiles market.
+So industry leaders turned to Congress and to President Reagan, who had once pledged to hold back imported textiles. Congress complied and passed a measure that would roll back textile imports by about 30 percent from three Asian sources: Hong Kong, Taiwan and South Korea. But President Reagan vetoed the bill in Decmember. Split on Protectionism
+The attempt in the House last week to override that veto failed by a mere eight votes, reflecting a split between those who fear protectionist wars and others who are more concerned about the loss of jobs to foreign competition.
+''The President made a pledge to this industry,'' said Dewey L. Trogdon, the president of the American Textile Manufacturers and chief executive of Cone Mills in Greensboro, N.C. ''That encouraged people like me to invest and modernize - and now he reneged on that commitment.'' Cone Mills spent nearly $400 million in capital investments, equal to the market value of the company.
+Investment in the textile industry has reached peaks in the last few years. In 1985, all domestic manufacturers spent a total of $1.78 billion for new equipment, bringing to $8.5 billion the total amount invested since 1980. At the same time, automation and the closing of old plants reduced the work force to about 700,000, from one million in 1980.
+''Companies have been fighting import penetration by automation, and the industry has one of the best, if not the best, records of improved productivity in American industry,'' said Jay Meltzer, an analyst with Goldman, Sachs & Company. ''Those companies that have survived thus far have put the pieces in place to stay alive.''
+But those changes have not shown up in the industry's bottom line. Last year, one of the worst ever for domestic textiles, the industry recorded a net profit margin of just under 2 percent. Analysts expect that figure to rise as efficiency gains begin to pay off, but that upturn may be several years away.
+Some parts of the textiles industry have been hit harder by imports than others. Imports have been more effective in taking market share from domestic producers of apparel fabrics and finished clothing. The latter is particularly painful, since offshore clothing manufactuers often buy their fabrics overseas as well.
+Although the industry lost a round in Congress last week, it has not been without its legislative and regulatory boosts. Bilateral agreements with some of the major textile exporting countries have been tightened in recent months to limit their exports, although many in the industry say that these measures are fraught with loopholes and difficult to police. And legislation scheduled to go into effect this month that would allow regulated cotton prices to drop into line with worldwide markets should help reduce the industry's expenditures for raw materials.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TEXTILE+INDUSTRY+DISMAY+AT+VOTE+ON+TRADE+VETO&title=New+York+Times&issn=03624331&date=1986-08-11&volume=&issue=&spage=D.4&au=Wayne%2C+Leslie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 11, 1986","''Of course it's a great disappointment,'' said Ward Peacock, the chief financial officer at Springs Industries in Fort Mill, S.C. ''It had been an uphill battle all along, and was considered something of a long shot. Had the veto been overridden, it certainly would have restored the industry to a fairer level of competition.'' ''The President made a pledge to this industry,'' said Dewey L. Trogdon, the president of the American Textile Manufacturers and chief executive of Cone Mills in Greensboro, N.C. ''That encouraged people like me to invest and modernize - and now he reneged on that commitment.'' Cone Mills spent nearly $400 million in capital investments, equal to the market value of the company. ''Companies have been fighting import penetration by automation, and the industry has one of the best, if not the best, records of improved productivity in American industry,'' said Jay Meltzer, an analyst with Goldman, Sachs & Company. ''Those companies that have survived thus far have put the pieces in place to stay alive.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Aug 1986: D.4.",11/14/17,"New York, N.Y.",UNITED STATES,"Wayne, Leslie",New York Times Company,,Newspapers,425978255,"United States, New York, N.Y.",English,11-Aug-86,TEXTILES; INTERNATIONAL TRADE AND WORLD MARKET; LAW AND LEGISLATION; VETOES (US),New York Times,NEWSPAPER,,,,,,,
+WHAT'S NEW IN MANAGING ARCHIVES; Bringing Order to Catalogue Chaos,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whats-new-managing-archives-bringing-order/docview/425979781/se-2?accountid=14586,"LIBRARIANS and archivists, despite the similarity of their fields, have for years been at each other's throats over one issue: standardization. The librarians, who are most likely to preside over the use of the historical records contained in archives, argue for a uniform on-line cataloguing method, much like the Dewey decimal system for books. But until recently, archivists insisted that they had to be allowed to sort things in whatever way made most sense to them.
+But now that so many archive catalogs are kept on computer, the software itself mandates a degree of standardization. And steadily -albeit very slowly - archivists are coming around.
+Initially, the National Archives in Washington used one system, the Smithsonian another, and so forth; each employed different hardware, software and data configurations. But then the Library of Congress developed a format known as MARC - Machine Readable Catalogue - that has emerged at the head of the pack.
+The Library of Congress's decision several years ago to adopt MARC not only for ongoing projects but for conversion of older records was cause to cheer for librarians, who had pressed for one system all along. Their goal is to make all bibliographic information accessible through centralized data bases.
+For the researcher, this will mean an end to fruitless visits to out-of-the-way archives and the need to master numerous catalogue systems. ''Now, with MARC, a researcher sitting in a library in Yale can finally know what's in the library at Stanford, using just the computer,'' said Lisa Weber, who teaches the format to archivists on behalf of the archivists' society.
+For now, some 50,000 university and other nonprofit archives still use formats that are not compatible with MARC. And archivists keep coming up with new variations. For example, ''Right now, someone is developing a new MARC-compatible system called Presnet at the Gerald Ford Archives at the Unviersity of Michigan that will probably be used by all the other Presidential archives,'' said Ms. Weber.
+There are likely to remain holdouts in the standardization push. The Bettmann Archives, which has one of the largest collections of old photographs extant, has not changed its cataloguing system in 50 years, and is unlikely to do so. ''The legend is that it's based on a Bach fugue, but exactly how that's so I'm not certain,'' said David Greenstein, the director.
+Another impediment to standardization may be the growing inclusion of oral histories in modern archives. These are taped and transcribed interviews with large numbers of people who, as individuals, have little prominence, but whose collective experiences serve to document a social trend - say, the Women's Movement. Oral histories have been particularly prevalent in the last decade, when first the Bicentennial and then then hoopla leading up to the Statue of Liberty's Centennial prompted many archivists to tape interviews with immigrants who had once passed through Ellis Island.
+Archival purists say such oral histories are not really archives because they are not written records; others are willing to accept their worth, but still do not know how to classify them.
+Nonetheless, experts say that even these obstacles will fall before the overriding need for national standardization. ''Traditionally, archivists have been idiosyncratic, and the lack of uniform descriptive standards and practices has been a definite hindrance to automation and information exchange,'' Nancy Sahli, archives specialist at the National Historical Publications and Records Commission in Washington wrote in the December issue of American Archivist. ''To argue that standard formats are not needed for archives and manuscripts or impossible to achieve is to relegate archivists to an intellectual and professional backwater.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHAT%27S+NEW+IN+MANAGING+ARCHIVES%3B+Bringing+Order+to+Catalogue+Chaos&title=New+York+Times&issn=03624331&date=1986-08-10&volume=&issue=&spage=A.15&au=Strugatch%2C+Warren%3BWarren+Strugatch+writes+on+business+from+Long+Island&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 10, 1986","There are likely to remain holdouts in the standardization push. The Bettmann Archives, which has one of the largest collections of old photographs extant, has not changed its cataloguing system in 50 years, and is unlikely to do so. ''The legend is that it's based on a Bach fugue, but exactly how that's so I'm not certain,'' said David Greenstein, the director. Nonetheless, experts say that even these obstacles will fall before the overriding need for national standardization. ''Traditionally, archivists have been idiosyncratic, and the lack of uniform descriptive standards and practices has been a definite hindrance to automation and information exchange,'' Nancy Sahli, archives specialist at the National Historical Publications and Records Commission in Washington wrote in the December issue of American Archivist. ''To argue that standard formats are not needed for archives and manuscripts or impossible to achieve is to relegate archivists to an intellectual and professional backwater.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Aug 1986: A.15.",11/15/17,"New York, N.Y.",,"Strugatch, Warren; Warren Strugatch writes on business from Long Island",New York Times Company,,Newspapers,425979781,"United States, New York, N.Y.",English,10-Aug-86,,New York Times,NEWSPAPER,,,,,,,
+Congress; Of Rocking the Cradle And the Legislative Boat,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cong ress-rocking-cradle-legislative-boat/docview/425955194/se-2?accountid=14586,"A long and painful labor appears to be in store for the effort in Congress to develop a national policy on leaves for parents with newborn or newly adopted babies.
+A bill in the House of Representatives to require employers to provide an unpaid four-month leave for new parents, drafted as a first step toward bringing the United States in line with 100 other countries, has run into a storm of criticism.
+It has solid Democratic support and survived three key committee votes in the past month. But the bill emerged in the process as a kind of ideological lightning rod, drawing fierce attack from the business community and from conservative legislators who appear concerned as much about what the bill would accomplish as a symbol as about what it would require in practice.
+At a heated session last week of the House Education and Labor Committee, several Republicans warned that the proposal would revolutionize labor-management relations by having the Federal Government mandate a particular benefit of employment. 'A Line We Haven't Crossed'
+There is now no law requiring employers to provide health insurance, disability coverage, sick leave or vacations, Representative Tom Tauke, an Iowa Republican, said at the session. By requiring a child care leave, ''we step across a line we haven't crossed before,'' he said, adding that the matter should be left to collective bargaining.
+Another Republican, Marge Roukema of New Jersey, said that while ''the time is at hand for a pro-family leave policy,'' the bill would ''hurt profitability'' and ''accelerate the move to automation.''
+The committee eventually acted, by voice vote, to send the bill to the House floor. It first defeated, by a vote of 19 to 13, a substitute version offered by Mrs. Roukema that would have cut the leave period to eight weeks and exempted the 44 percent of American workers who work for companies with fewer than 50 employees. Similar amendments are almost certain to be offered when the full House debates the bill later this summer.
+The bill as approved by the committee is called the Family and Medical Leave Act of 1986. It requires employers of 15 or more employees to provide two types of leaves: an 18-week ''family leave'' and a ''temporary medical leave'' of up to 26 weeks. The employer need not pay an employee's salary during either leave, but must continue to provide health insurance coverage and must give the employee the same or a comparable job back at the end of the leave.
+Family leave could be taken after the birth or adoption of a child or to care for a child or a parent with a ''serious health condition.'' Both the mother and father would be eligible for this leave, which would be limited to 18 weeks in any two-year period.
+An employee who has a ''serious health condition'' would be covered by the medical leave provision, which is worded to apply to the temporary disabilities of pregnancy and childbirth. This portion of the legislation would supplement a current Federal law, the Pregnancy Discrimination Act, which requires employers to cover the medical disabilities of pregnancy and childbirth to the same extent as other temporary medical conditions. But because employers are not required by Federal law to provide any disability coverage, the Pregnancy Discrimination Act has left many women unprotected.
+The key to the bill is its job-protection requirement. By most estimates, only about 40 percent of American women have the right to claim their jobs back when they return from maternity leave, a leave that is usually unpaid. This is in contrast to much of the rest of the world. More than 100 countries, including all the industrialized nations except the United States, have national parental leave policies providing job guarantees and partial income replacement for new mothers and, in many cases, for new fathers, too.
+The sponsors of the bill are four Democrats: William L. Clay of Missouri, Austin J. Murphy of Pennsylvania, Patricia Schroeder of Colorado and Mary Rose Oakar of Ohio. It has 96 co-sponsors and a list of supporters including the A.F.L.-C.I.O., the American Academy of Pediatrics and the United States Catholic Conference.
+A similar bill in the Senate is sponsored by Christopher J. Dodd of Connecticut, Daniel Patrick Moynihan of New York, Gary Hart of Colorado and Dennis DeConcini of Arizona, all Democrats, and Arlen Specter of Pennsylvania, a Republican.
+Two subcommittees of the Senate Labor and Human Resources Committee may hold hearings on the bill later this month. The Senate will wait for the House to act first, and can be expected to move slowly. ''We don't want to embarrass the President by sending him a pro-family bill that he can't sign,'' one Republican Senate aide said. The New Realities
+At the House committee session last week, Mr. Clay said the purpose of the bill was to ''address the fundamental change occurring in the workplace today.'' Half of all American women with children under the age of 2 are working, he said, adding that national policy should reflect the new realities.
+The bill establishes a commission to study the feasibility of a national policy for paid leave.
+Principal opposition to the bill comes from the U.S. Chamber of Commerce.
+The organization wrote to every member of the Education and Labor Committee to warn that the bill would ''destroy the flexibility employers and employees need to tailor benefits to their own needs.'' The organization said the ''current voluntary and flexible approach to employee benefits'' is working well, while countries are finding that more generous benefits ''have discouraged growth, entrepreneurial activity and job creation.''
+Virginia B. Lamp, a lawyer for the Chamber of Commerce, said in an interview that the organization would oppose any version of the bill that included ''any federally mandated benefits.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Congress%3B+Of+Rocking+the+Cradle+And+the+Legislative+Boat&title=New+York+Times&issn=03624331&date=1986-07-03&volume=&issue=&spage=B.6&au=Greenhouse%2C+Linda&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 3, 1986","Another Republican, Marge Roukema of New Jersey, said that while ''the time is at hand for a pro-family leave policy,'' the bill would ''hurt profitability'' and ''accelerate the move to automation.'' The bill as approved by the committee is called the Family and Medical Leave Act of 1986. It requires employers of 15 or more employees to provide two types of leaves: an 18-week ''family leave'' and a ''temporary medical leave'' of up to 26 weeks. The employer need not pay an employee's salary during either leave, but must continue to provide health insurance coverage and must give the employee the same or a comparable job back at the end of the leave. The organization wrote to every member of the Education and Labor Committee to warn that the bill would ''destroy the flexibility employers and employees need to tailor benefits to their own needs.'' The organization said the ''current voluntary and flexible approach to employee benefits'' is working well, while countries are finding that more generous benefits ''have discouraged growth, entrepreneurial activity and job creation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 July 1986: B.6.",11/15/17,"New York, N.Y.",UNITED STATES,"Greenhouse, Linda",New York Times Company,,Newspapers,425955194,"United States, New York, N.Y.",English,3-Jul-86,MATERNITY AND PATERNITY LEAVES; LAW AND LEGISLATION; LABOR-MANAGEMENT RELATIONS,New York Times,NEWSPAPER,,,,,,,
+ABOUT CARS; Volvo Offers Peace of Mind,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-cars-volvo-offers-peace-mind/docview/425879915/se-2?accountid=14586,"THE dealership was a vacant lot in a Navy town south of Providence, R.I., and the stock consisted of two new Volvos, miniature versions of 1946 Ford sedans. The year was 1958 and I was just back from Operation Deep Freeze in the Antarctic, hot for a car and unsuccessfully trying to talk sensible price to the salesman.
+At about the same time, another young guy named Joe Nicolato was going to work for the fledgling automobile importer, and we met for the first time last week at New York's Tavern on the Green. Mr. Nicolato is now the president of Volvo Cars of North America, and he was celebrating 28 years of gainful employment as well as the Swedish manufacturer's 30th anniversary on these shores.
+The original 544 model that sat on the unpaved lot in Rhode Island has evolved into the bread-and-butter 240 series, the upscale 700 line, and a widely diversified company that includes trucks, marine power plants and interests in food, oil, construction equipment and aircraft engines.
+Cars still account for about half of Volvo's income, however, and it will sell 110,000 of them in the United States this year. Come fall, there will be the new 780 luxury sedan, and the front-wheel-drive 480 ES will be introduced in 1987 to satisfy younger buyers who want sportier iron.
+The big news for 1986, though, is software, not hardware, and Mr. Nicolato was waxing happy about a new program dubbed ON CALL.
+''But don't call it a program,'' he said. ''This is a plan. A program has a beginning and end, and this thing is permanent.''
+The plan, in conjunction with Amoco Motor Club, is designed to take as much of the worry out of automobile ownership as is Swedishly possible. It is both a travel plan and a road service program, and Mr. Nicolato hopes that it will nudge Volvo above its 1 percent share of the new-car market.
+''We have seen numerous advances in automotive technology over the past few years - new materials, electronics and the like,'' he said. ''But are world-class styling and state-of-the-art electronics enough when you're out of gas at 2 A.M. in the middle of nowhere? We think not.''
+One can quibble with Volvo's assessment of world-class styling, but it is true that any car, no matter how good, can break down or get rear-ended or have a flat tire.
+To ease the angst, Volvo now provides a single-call and toll-free number for driver assistance at any hour of the day or night. The plan is free to any buyer of a 1986 Volvo and will be available to the owner of any Volvo, no matter what its year, at a price of about $70.
+''Understand, there is self-interest here,'' said Mr. Nicolato, mincing no mince. ''This thing is going to cost a lot of money, but we think it's worth it. We have always built terrific quality, but automation and government regulation have narrowed the gap. All of today's cars are much closer in terms of quality. So we looked around to see what else we could do.''
+What Volvo could do, it was decided, was to provide peace of mind to its customers for three years from date of delivery. As the concept developed, Volvo's 600 New Jersey employees were invited to come up with as many horror stories as they could.
+''We considered just about every worst-case travel scenario we could think of,'' Mr. Nicolato said. ''And we believe this is the most significant advance in the area of consumer protection since the advent of the new-car warranty.''
+What the plan offers, specifically, is this:
+* On-the-spot repair. If that's not possible, free towing to the nearest Volvo dealer or to the tow truck's own garage or, if the owner desires, to any destination up to 10 miles.
+* If an accident or breakdown occurs 150 miles or more away from home, the plan will reimburse for food, lodging, car rentals, air fares or other transportation costing up to $500.
+* If keys are lost or locked in the car, the plan will pay up to $100 for a locksmith.
+* Free trip routing and information on the nearest dealers, on lodging and reservations, on airline tickets and car rentals.
+* Discounts on car rentals.
+* A $5,000 reward for information leading to the conviction of anyone stealing the owner's car.
+* A $100 cash advance if money is lost or stolen 100 miles or more from home.
+* Registration of keys so a finder can drop them into a mailbox for return to the owner.
+The idea, Mr. Nicolato said, is to make owning a Volvo a hassle-free experience. ''We have to deal rationally with car ownership,'' he said. ''I know of no other company that tries harder to produce a perfect automobile, but we can't eliminate the hazards.''
+Combined with the usual three-year warranty, a corrosion warranty and other guarantees, he said, the company feels it is doing ''what is morally and ethically right.'' If it also nets a lot more sales, that just puts commercial rectitude into the mix.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABOUT+CARS%3B+Volvo+Offers+Peace+of+Mind&title=New+York+Times&issn=03624331&date=1986-05-11&volume=&issue=&spage=A.8&au=Schuon%2C+Marshall&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 11, 1986","''We have seen numerous advances in automotive technology over the past few years - new materials, electronics and the like,'' he said. ''But are world-class styling and state-of-the-art electronics enough when you're out of gas at 2 A.M. in the middle of nowhere? We think not.'' ''Understand, there is self-interest here,'' said Mr. [Joe Nicolato], mincing no mince. ''This thing is going to cost a lot of money, but we think it's worth it. We have always built terrific quality, but automation and government regulation have narrowed the gap. All of today's cars are much closer in terms of quality. So we looked around to see what else we could do.'' The idea, Mr. Nicolato said, is to make owning a Volvo a hassle-free experience. ''We have to deal rationally with car ownership,'' he said. ''I know of no other company that tries harder to produce a perfect automobile, but we can't eliminate the hazards.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 May 1986: A.8.",11/14/17,"New York, N.Y.",,"Schuon, Marshall",New York Times Company,,Newspapers,425879915,"United States, New York, N.Y.",English,11-May-86,"AUTOMOBILES; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+ECONOMY REVIVING IN WEST VIRGINIA,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/economy-reviving-west-virginia/docview/425887281/se-2?accountid=14586,"In decades past, West Virginians pointed to the gilded dome of their State Capitol as a symbol of the considerable pride they have always taken in their state.
+But as the coal economy crumbled over the years and the state's pride with it, the gold leaf peeled off the dome. Gov. Arch A. Moore Jr. has long wanted to regild it but has resisted because of how that might look in a state whose unemployment rate led the nation.
+Now, at last, Mr. Moore has ordered new gold leaf. He ''decided to go for the gold'' because West Virginia's unemployment rate, for the first time since 1982, is not the country's highest and is dropping.
+That is the best economic news the state has had in a long time. The change has come in part because Louisiana is suffering from the collapse in oil prices and is now No. 1. However, the drop in West Virginia's unemployment rate has been not just relative but real, substantial and steady, statistics show.
+With Shrinkage, Stability
+The reason, economists and officials say, is twofold. Since 1980 thousands of unemployed workers have fled the shrinking manufacturing and coal industries that once formed West Virginia's economic base. They have been forced to do so because coal and manufacturing have undergone yet another contraction, perhaps a final one. Leaner and more stable than before, those industries are nevertheless shadows of their former selves when it comes to providing jobs. Many of the workers who were squeezed out by this latest contraction have left the state. Some have retired. At the same time, here as elsewhere, the service sector of the economy is growing significantly, creating new jobs for those who remain in the state's reduced work force. Employment in service occupations grew 6 percent in 1985, and state officials hope that is a foretaste of things to come.
+What this signifies, say the experts, is that the West Virginia economy, like that of the Northeast, has undergone a fundamental, even historic shift in character. The 1980's, they say, has been a period of painful readjustment to the contraction in mining and manufacturing. They believe that the worst is over and that the future lies in activities ranging from tourism to health care to research to high technology. 'We're Up, But Groggy'
+The state has barely embarked on that postindustrial road, however. Despite the dropping unemployment rate, it is still in double digits: 13.1 percent in February and 11.7 percent in March. In contrast, the national unemployment rate was 7.8 percent in February and 7.5 percent in March.
+Unemployment rates in the southern coal counties and the northern steel counties in the state, while better, remain higher than anyone would like. Joblessness remains No. 1 in public discussion and government priorities.
+''We were floored - now we're up, but groggy,'' says Ralph Halstead, an official of the State Department of Employment security who is highly regarded as an economic analyst.
+Still, there is tentative new hope in the state, matching the fresh, green look of spring that envelops the hills enclosing this valley capital. A 5-Point Drop in 13 Months
+Louisiana surpassed West Virginia in February as the state with the highest unemployment rate, 13.2 percent, according to the Federal Bureau of Labor Statistics. Although the crash in oil prices is cited as one reason Louisiana surged to the front, the West Virginia improvement is real in its own terms. In the 13 months through March 1986 its rate dropped by 5.3 percentage points, from a high of 17 percent. Governor Moore says he expects the rate to drop to third- or fourth-highest in the country when comparative Federal statistics are released May 13.
+The number of unemployed workers has declined by 9,500 over the last year, according to Dr. William Miernyk, an economist at West Virginia University. A little more than half the decline, he said, can be attributed to an increase of 4,800 jobs statewide, the rest to a further loss of 4,700 workers from the work force, through retirement, disability and migration from the state.
+West Virginia's postindustrial contraction in the 1980's has been even more painful in some ways than that of the Northeast in the 1970's. Foreign competition and the recession of the early 1980's intensified the contraction in not just one sector of the West Virginia economy but two. Not only were heavy industries such as steel, glass and chemicals hit as hard here as elsewhere; coal was devastated as well because it fed out-of-state factories. #6% of Jobs Are in Coal From 1979 through 1985, West Virginia lost nearly 30 percent of its manufacturing jobs and fully a third of the jobs in an already highly automated and much leaner coal industry. At the same time, the service sectors of the economy have grown, not as much as elsewhere, perhaps, but grown nevertheless. From 1979 through 1985, combined employment in trade, finance, insurance, real estate and assorted services grew by 8 percent.
+Today manufacturing accounts for only 15 percent of all employment as against 25 to 28 percent in the heyday of the 1950's and 1960's. Each year since 1982, for the first time since World War II, fewer than 100,000 workers have been employed in factories.
+Coal mining now represents a mere 6 percent of all employment, as against 22 to 23 percent in its pre-1955 heyday and 10 to 11 percent in the mid-1970's. In 1985, only 38,000 people worked the mines, 100,000 fewer than in 1948.
+The shrinkage of coal and manufacturing caused the state's labor force as a whole to decline from 658,000 in 1979 to 596,000 in 1985. Some of the decline is accounted for by retirement, disability or other attrition, according to Dr. Miernyk. Some of it results from the flight of workers, most of them young, to other states. Permanent Realignment Seen
+That is an old story in West Virginia. When automation first hit the coal mines in the 1950's, half a million more people left the state than moved to it. In the 1960's an additional 250,000 left. In the 1970's, when the energy crisis made coal important once again and young professionals from elsewhere opted for West Virginia's small-town life, the state gained 125,000 migrants, for a population growth of 12 percent. Since 1980 the population has been stable, according to the Census Bureau.
+Economists and politicians alike say the latest developments are part of a permanent realignment of the state's economy. Once it was almost blasphemous in West Virginia to treat coal as anything but king. Today, Governor Moore bluntly tells his constituents that never again will coal and manufacturing be the job generators they once were. 'A Much More Stable Base'
+''The challenge now, of course, is to shift away from the reliance on coal'' as a generator of jobs, Mr. Moore said.
+Coal will remain a major industry here as far ahead as one can see, Mr. Moore said. The difference is that because of automation, it no longer requires large numbers of workers. Weak operators, he said, have been ''shaken out'' of the business in the last 15 months. The industry no longer relies on foreign markets, he said, and the upshot is that now the cyclical pattern of the industry has been flattened somewhat. ''We've got a much more stable base without all these hills and valleys that are torturing you,'' he said.
+In reality, only part of West Virginia ever depended on coal. It is many states in one, with many different types of sectional economies: steel-based in the northern panhandle, chemical-based in the Ohio and Kanawha valleys, agricultural and light manufacturing in the eastern panhandle.
+All over the state, even in the coal country of the south, there are signs of an economic shift, symbolized here in Charleston by gleaming new buildings and malls. Computers and Health
+A simple leafing through the Charleston Yellow Pages turns up many more of the kinds of activities that form the growth sector of services and information than would have appeared not so long ago. The pages list, for example, 68 computer-related concerns, more than 150 beauty salons, 39 contact lens shops, 40 florists, 19 landscaping contractors, 23 nursing homes, 39 social service organizations, 4 public opinion analysts and 41 pizza parlors.
+South of here at Beckley, the seat of a coal county, Governor Moore helped break ground last month for a ''behavioral health center,'' employing 500 people, to research and treat a number of afflictions, including alcoholism, Alzheimer's disease, drug abuse and retardation. This sort of thing, officials hope, represents the wave of the future.
+The Moore administration's strategy for the future includes liberal tax incentives to lure such assets as regional corporate headquarters. A Growing Appeal to Tourists
+And if coal is the symbol of West Virginia's past, state leaders hope that the state's natural beauty and growing appeal to tourists will be a symbol of its future. The tourist industry, with skiing as its major component, generated an estimated $1.4 billion in 1984, as against $542 million in 1975 and $1 billion in 1980. Officials hope that figure will double by 1988.
+Nevertheless, it is widely recognized that West Virginia has barely begun to shape its future within the new economic framework, and few people believe an easy road lies ahead.
+''Here's a state that's trying its very best to recover from a major structural shock in a national economy that is virtually not growing,'' says Dr. Miernyk, ''and that's tough.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ECONOMY+REVIVING+IN+WEST+VIRGINIA&title=New+York+Times&issn=03624331&date=1986-05-08&volume=&issue=&spage=A.18&au=WILLIAM+K.+STEVENS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 8, 1986","Now, at last, Mr. [Arch A. Moore Jr.] has ordered new gold leaf. He ''decided to go for the gold'' because West Virginia's unemployment rate, for the first time since 1982, is not the country's highest and is dropping. Coal will remain a major industry here as far ahead as one can see, Mr. Moore said. The difference is that because of automation, it no longer requires large numbers of workers. Weak operators, he said, have been ''shaken out'' of the business in the last 15 months. The industry no longer relies on foreign markets, he said, and the upshot is that now the cyclical pattern of the industry has been flattened somewhat. ''We've got a much more stable base without all these hills and valleys that are torturing you,'' he said. ''Here's a state that's trying its very best to recover from a major structural shock in a national economy that is virtually not growing,'' says Dr. [William Miernyk], ''and that's tough.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 May 1986: A.18.",11/15/17,"New York, N.Y.",WEST VIRGINIA,"WILLIAM K. STEVENS, Special to the New York Times",New York Times Company,,Newspapers,425887281,"United States, New York, N.Y.",English,8-May-86,ECONOMIC CONDITIONS AND TRENDS; UNEMPLOYMENT AND JOB MARKET; LABOR; COAL; RETIREMENT,New York Times,NEWSPAPER,,,,,,,
+HIGH-TECHNOLOGY EFFORT REFLECTS NEW WEST BERLIN MOOD,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-technology-effort-reflects-new-west-berlin/docview/425805949/se-2?accountid=14586,"Some of the heat that flamed Berlin's student revolt in the 60's is now going into a renewal of innovative capitalism here, holding out hope for an end to a quiet crisis of decline in the city's economy.
+Symbolizing the shift is the Berlin Center for Innovation and New Enterprises, an ambitious effort by the city's high-powered Technical University to provide a place for its engineers to market their ideas by founding small companies.
+Not too many years ago, such a program would have drawn the wrath of student activists, who rejected campus links with business. When the center was opened last year, however, the only negative note was a mildly critical article in the student newspaper.
+Twenty-eight companies now operate out of the restored red-brick factory in the blue-collar Wedding district, developing high-technology products ranging from industrial robots and energy-conversion systems to sophisticated software packages. The city-run university spent $1.5 million to renovate the factory, which is owned by the city. An 'Island' City
+But the project's importance extends beyond the academic world, business executives say, since it has also helped to revive sagging corporate interest in this ''island'' city, 110 miles inside East Germany.
+Nixdorf Computer A.G. is building a $63 million plant near the center, and Siemens A.G., the giant electronics company whose name has long been linked with Berlin, has begun a $210 million program of building state-of-the-art factories for electronic components and industrial process systems.
+''Over all, things in the city have changed since it overcame a certain subsidy mentality,'' Hartmut Fetzer, a Nixdorf board member, said in a recent conversation. ''People used to say, don't rock the boat. Make believe Berlin is a normal city like anyplace else.' But people here should have the hubris to say, 'We're something different.' ''
+The difference, Mr. Fetzer contended, comes from Berlin's exposed position, politically and geographically, which has made it more sensitive than most other major cities to change, including shifts in the business world.
+''Berlin is something like a seismograph, and that's a form of innovation,'' he said. ''People here are peculiarly critical, and when that doesn't get too negative, it's particularly creative.''
+Mr. Fetzer himself was something of a harbinger of the new surge in campus-corporate ties. As a young university lecturer in 1969, he accepted the invitation of Heinz Nixdorf, Germany's computer pioneer, to leave academe and direct a group of 12 researchers that later became the core of Nixdorf's activities in Berlin. Though now a leading executive in the company, he still sports the close-cropped hair and trim mustache often identified with the 1960's student movement. Troubles in Basic Industry
+To be sure, the bustle in Berlin's business life is due in part to new tax laws that favor research and development and high technology over basic manufacturing. The recent surge has merely halted, hardly reversed, a process of decline that took hold in the early 1980's, when recession ravaged the city's basic manufacturing sector.
+The jobless rate here is still about a point higher than the 10.4 percent national average, and the central Government in Bonn must pay more than half of the city's $9.2 billion budget. Indeed, Berlin still depends heavily on Government agencies, like a federal printing plant, to provide jobs.
+''The economy was caught in a crossfire in the 1980's,'' said Joachim Putzmann, who runs the Siemens operations here. Shifts in the electrical industry from mechanical to electronic components forced companies like Siemens and AEG-Telefunken A.G., Germany's No. 2 electrical company, to slash jobs, a situation that he said was aggravated by ''a general trend to automation.''
+Automation, moreover, meant deserting large inner-city factories for sprawling single-story plants in the countryside. But Berlin, lacking a hinterland, could not accommodate that trend, and industry fled.
+To reverse that tendency, the city fostered projects such as the university center and the Berlin Economic Development Corporation, which tries to attract foreign investments. The corporation is headed by Robert Layton, a former Ford Motor Company vice president. American Reluctance
+The results have been mixed. Despite the activity in high technology, total new investment has not increased dramatically, and most of the money has come from within the country. With few exceptions, such as a $96 million factory that Ford opened in 1981 to make plastic auto parts, Americans have been slow to increase investment here. But Government and business leaders maintain that the mood has definitely altered even if the statistics remain unchanged.
+Some business leaders once thought the ideal role for the city would be as a clearinghouse for East-West trade. But such trade remains insignificant, both because of Eastern Europe's general economic slump and Soviet bloc reluctance to favor the city.
+Still, the technology boom offers hope, spawning a dozen or so venture capital companies that form a $5 million capital pool. Andor Koritz, the official responsible for overseeing the city's small stock market, said efforts are afoot ''to focus the market's activity here on high-technology financing.''
+Though Berlin is surrounded by East Germany, industry officials say Soviet bloc espionage poses no particular problem, nor do the West's security-motivated curbs on the transfer of high technology.
+For example, Nixdorf has gotten the go-ahead to install highly sophisticated equipment to assemble magnetic disk drives under license from the Control Data Corporation of Minneapolis. And Siemens plans to install advanced laser testing equipment from the United States in its new factory.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HIGH-TECHNOLOGY+EFFORT+REFLECTS+NEW+WEST+BERLIN+MOOD&title=New+York+Times&issn=03624331&date=1986-03-11&volume=&issue=&spage=D.5&au=JOHN+TAGLIABUE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 11, 1986","''Over all, things in the city have changed since it overcame a certain subsidy mentality,'' Hartmut Fetzer, a Nixdorf board member, said in a recent conversation. ''People used to say, don't rock the boat. Make believe Berlin is a normal city like anyplace else.' But people here should have the hubris to say, 'We're something different.' '' ''Berlin is something like a seismograph, and that's a form of innovation,'' he said. ''People here are peculiarly critical, and when that doesn't get too negative, it's particularly creative.'' ''The economy was caught in a crossfire in the 1980's,'' said Joachim Putzmann, who runs the Siemens operations here. Shifts in the electrical industry from mechanical to electronic components forced companies like Siemens and AEG-Telefunken A.G., Germany's No. 2 electrical company, to slash jobs, a situation that he said was aggravated by ''a general trend to automation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Mar 1986: D.5.",11/15/17,"New York, N.Y.",BERLIN (GERMANY),"JOHN TAGLIABUE, Special to the New York Times",New York Times Company,,Newspapers,425805949,"United States, New York, N.Y.",English,11-Mar-86,ECONOMIC CONDITIONS AND TRENDS; SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+HEWLETT TOP PRESENT ITS SPECTRUM SERIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hewlett-top-present-spectrum-series/docview/425768338/se-2?accountid=14586,"The Hewlett-Packard Company's new Spectrum computers, scheduled to be introduced Tuesday, appear to be somewhat faster than had been expected, and could help the company recover lost momentum in the highly competitive minicomputer market, according to analysts and other sources familiar with the products.
+However, the first of the products is not expected to be delivered until late in 1986, meaning that Hewlett-Packard could still lag behind its competitors somewhat, these sources and analysts said.
+The first two of the long-awaited Spectrum machines, products that Hewlett has described as the most important in its history, are expected to be formally announced at a news conference. The products, which will be based on a new concept in computer design, will set the direction for the company's computer strategy for years to come.
+Success Is Crucial
+Success with Spectrum, which is a code name, is crucial for Hewlett-Packard. Computers account for more than half of the Palo Alto, Calif., company's $6.5 billion in revenues, and Hewlett has had trouble bringing out a new generation of computers to replace its current 13-year-old line of HP-3000 minicomputers, the mainstay of its product line. The machines process 16 bits of information at a time, while most competitors have long since introduced superminicomputers that can process 32 bits at a time.
+Hewlett-Packard customers, who cannot easily switch to another brand of computer without rewriting all of their software, have been clamoring for more power. If Hewlett stumbles with Spectrum, which has already been delayed, it could lose customers.
+The two new machines are more powerful additions to the 3000 product line. The first, called the 3000 Model 930, will use readily available semiconductor chips and will have about three to four times the raw speed of the existing top of the line, the HP-3000 Model 68, which is generally rated at slightly more than 1 million instructions per second. Hewlett-Packard is expected to say the new machine will have a top speed of 4.5 million instructions per second. Analysts had expected the machines to be able to execute 2 million to 3 million instructions per second. Misleading Indicator
+However, raw speed alone can be a misleading indicator. In actual operation, Hewlett is expected to claim that the new Model 930 will perform only twice as fast as the existing Model 68. The new machine is expected to be available for general delivery in the fourth quarter of 1986.
+The second machine, the Model 950, will be based on more sophisticated semiconductor technology. It will have a maximum raw speed of 6.7 million instructions per second and in actual operations will perform at least three times as fast as the Model 68, the company is expected to report. However, this machine is not expected to be available until 1987.
+The price is still not known, but Adam Cuhney, an analyst with Kidder, Peabody & Company, expects the price of Model 930 to be about $300,000, roughly equivalent to machines sold by the Digital Equipment Corporation for a similar level of power. Upgraded Computer Expected
+For customers who cannot wait for the new Spectrum computers, Hewlett is also expected to introduce a more conventional upgrade to the 3000 family, known as the Model 70, which sources say will be up to 35 percent faster than the Model 68.
+The Spectrum machines are based somewhat on a design concept known as reduced-instruction set computing, or RISC. RISC machines are said to be fast because they are kept simple and streamlined, rather than loaded with options.
+In addition to the 3000 minicomputers, Hewlett is converting its two other main computer lines - the 9000 series of engineering workstations and the 1000 series of factory automation computers - to the RISC architecture, so that in the future, all Hewlett computers will have the same basic design, making it much cheaper and easier for the company to upgrade the machines.
+''H.P. is still a little bit behind,'' said Ivan Loffler, a consultant for the GTE Systems Corporation who evaluates computers. ''But with this added flexibility, they will soon catch up.''
+The Spectrum machines will be able to run software that already exists for the Model 3000 machines, a key concern of customers. However, with such old software the new Model 930 will run only as fast as the old Model 68.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HEWLETT+TOP+PRESENT+ITS+SPECTRUM+SERIES&title=New+York+Times&issn=03624331&date=1986-02-24&volume=&issue=&spage=D.4&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 24, 1986","Success with Spectrum, which is a code name, is crucial for Hewlett-Packard. Computers account for more than half of the Palo Alto, Calif., company's $6.5 billion in revenues, and Hewlett has had trouble bringing out a new generation of computers to replace its current 13-year-old line of HP-3000 minicomputers, the mainstay of its product line. The machines process 16 bits of information at a time, while most competitors have long since introduced superminicomputers that can process 32 bits at a time. In addition to the 3000 minicomputers, Hewlett is converting its two other main computer lines - the 9000 series of engineering workstations and the 1000 series of factory automation computers - to the RISC architecture, so that in the future, all Hewlett computers will have the same basic design, making it much cheaper and easier for the company to upgrade the machines. ''H.P. is still a little bit behind,'' said Ivan Loffler, a consultant for the GTE Systems Corporation who evaluates computers. ''But with this added flexibility, they will soon catch up.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Feb 1986: D.4.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,425768338,"United States, New York, N.Y.",English,24-Feb-86,"DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS; DESIGN",New York Times,NEWSPAPER,,,,,,,
+Technology; The High-Tech Blackboards,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-high-tech-blackboards/docview/425684918/se-2?accountid=14586,"FOR those who have discovered with dismay that the vital information they wrote on the blackboard was erased overnight by the janitor, the answer is at hand. New high-technology blackboards can make paper copies of what is written on them.
+The so-called electronic boards are just one example of how technology is transforming even the simple blackboard. Indeed, blackboards, which might more properly be called chalkboards, are usually not even black anymore, but green or another color. And chalkboards themselves are being replaced by the ''whiteboard,'' on which people write with colored markers.
+Coming next are more sophisticated combinations of computer screens and blackboards in an attempt to automate one of the last bastions of the office - the meeting room.
+''The automation of the office is not affecting people during the major part of their day,'' said Mark Stefik, a scientist at the Xerox Palo Alto Research Laboratory. ''That's just silly.''
+Blackboards were originally black because they were made from slate. But slate was expensive and heavy, and tended to wear out. So as long as 30 years ago, blackboards of steel coated with porcelain came into use. Such chalkboards could be made in different colors, with green and brown becoming popular.
+Whiteboards, which began appearing 10 to 15 years ago, are also made of steel and porcelain but have a smoother surface than chalkboards, which need a slight roughness to make the chalk rub off. The key to the development of the whiteboard, however, was the markers, which were first developed in Japan. These markers use a fluid that dries quickly into a powder, which can be wiped off with a cloth or eraser.
+Whiteboards have not caught on well in schools because of higher prices and the tendency of students to walk off with the markers. But in corporate offices and conference rooms, it has been bye-bye blackboard, as the screech of the chalk and the cloud of chalk dust fade into memory. Aside from permitting color presentations, whiteboards can double as projection screens for slides or transparencies.
+The whiteboards that make paper copies of their contents were also pioneered in Japan, where they have been on sale for about a year. They are being marketed in the United States by, among others, Okidata of Mount Laurel, N.J.; Panasonic of Secaucus, N.J., and Eczel of San Francisco.
+These boards work in much the same way as facsimile machines, a technology dominated by the Japanese. The image on the board is scanned and the pattern of white and dark spots is recorded electronically. That information allows a printer to reproduce the image on a piece of paper.
+The Eczel Fotoboard, for instance, which is made by Fujitsu Ltd., uses as its writing surface a long sheet of flexible white plastic, enough for five separate screens. When one screen is used up, the vinyl scrolls to provide a clean screen and the screen just written upon passes by the scanner for copying. The first copy takes about 20 seconds and subsequent copies take 10 seconds apiece.
+''Previously we wrote on boards, made Polaroids and gave those to secretaries to type and make Xerox copies,'' said John C. Stevens, an Eczel board user at a Westinghouse nuclear plant in Hanford, Wash.
+Not everyone is as pleased, however. As a publicity move, Eczel gave one of its first units to the San Francisco 49ers, hoping that the team's coach, Bill Walsh, would use it to diagram plays, then print out copies for the players. But after a brief use in training camp, the defending Super Bowl champions gave it back, partly because it could not produce enough copies fast enough. ''It was close to meeting our needs, but not close enough,'' a spokesman for the team said.
+Price might also be a factor in limiting the market. The copying boards sell for more than $3,000, compared with several hundred dollars for a middle-tech whiteboard and even less for a low-tech chalkboard. ''We think they are very expensive toys,'' said William Sprenger, an official at Claridge Products Inc., a Harrison, Ark., manufacturer of chalkboards and whiteboards.
+Next might be combinations of computer screens and blackboards, such as the Liveboard, an experimental board at the Xerox Palo Alto Research Center. The Liveboard is 6 feet wide and 4 1/2 feet high and is the centerpiece of a room known as Colab, or Collaboration Laboratory, which is an experimental meeting room of the future.
+Each desk in the room has its own computer terminal. Each person can type or draw something on his or her computer, which would appear on the central board and be seen by everyone. Or someone standing in front of the room could draw on the Liveboard and have that appear on the individual screens.
+One way to draw on the board is with a finger. Beams of laser light sweeping in front of the screen determine the position of the finger and relay it to the computer. ''The nice thing about your finger is that you don't have to look for it,'' said Mr. Stefik, the Xerox researcher.
+As an alternative to electronic finger-painting, the Xerox researchers have developed a penlike device with buttons on it. This device is the blackboard equivalent of the mouse used with some desktop computers. By pressing buttons on the device, the user of the Liveboard can manipulate windows on the board screen and make choices of options from a menu. Xerox researchers call this device, of course, ''electronic chalk.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+The+High-Tech+Blackboards&title=New+York+Times&issn=03624331&date=1985-10-24&volume=&issue=&spage=D.2&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 24, 1985","''The automation of the office is not affecting people during the major part of their day,'' said Mark Stefik, a scientist at the Xerox Palo Alto Research Laboratory. ''That's just silly.'' Not everyone is as pleased, however. As a publicity move, Eczel gave one of its first units to the San Francisco 49ers, hoping that the team's coach, Bill Walsh, would use it to diagram plays, then print out copies for the players. But after a brief use in training camp, the defending Super Bowl champions gave it back, partly because it could not produce enough copies fast enough. ''It was close to meeting our needs, but not close enough,'' a spokesman for the team said. One way to draw on the board is with a finger. Beams of laser light sweeping in front of the screen determine the position of the finger and relay it to the computer. ''The nice thing about your finger is that you don't have to look for it,'' said Mr. Stefik, the Xerox researcher.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Oct 1985: D.2.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,425684918,"United States, New York, N.Y.",English,24-Oct-85,ELECTRONICS; BLACKBOARDS,New York Times,NEWSPAPER,,,,,,,
+BUREAUCRATS FEEL YEVTUSHENKO JAB,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bureaucrats-feel-yevtushenko-jab/docview/425526733/se-2?accountid=14586,"Apparently jumping on the Gorbachev bandwagon, the poet Yevgeny Yevtushenko published a poem today assailing timid bureaucrats who oppose innovation.
+The long and brassy poem by Mr. Yevtushenko criticizing bureaucrats appeared today on the normally staid pages of the Communist Party newspaper Pravda. The title of the poem is ''But-What-If-It-Doesn't-Work-ists.''
+Though neither Mr. Gorbachev nor his economic program is directly mentioned in the poem, there is little mistaking the parallel between its targets and the Soviet leader's central campaign to kick the bureaucracy of state into action.
+Writing in the choppy, dramatic lines that Vladimir Mayakovsky popularized in his paeans to the Bolshevik Revolution, Mr. Yevtushenko inveighs against the frightened Stalin-era bureaucrats who, for example, held up publication of Mikhail Bulgakov's satirical novel ''The Master and Margarita'' for 20 years, or who under Stalin supported the pseudo-science of Trofim D. Lysenko, or who held back the study of cybernetics.
+Bureaucrats' Plaintive Cry",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUREAUCRATS+FEEL+YEVTUSHENKO+JAB&title=New+York+Times&issn=03624331&date=1985-09-10&volume=&issue=&spage=A.5&au=SERGE+SCHMEMANN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 10, 1985","The refrain throughout is ''But what if it doesn't work. . . ?'' (''Kaby chevo ne vyshlo. . . ?''), the plaintive cry of bureaucrats as they block initiative or innovation. ''But what if it doesn't work. . . ?'' -and you and I read ''The Master and Margarita'' Twenty years too late. Reflecting the priority Mr. [Gorbachev] has set on agriculture and automation, Mr. [Yevgeny Yevtushenko] takes off after [Stalin]-era bureaucrats for the policies that set back Soviet farming and slowed the development of cybernetics. Mr. Yevtushenko, now 52 years old, was launched as something of a popular idol in the Soviet Union and in the West in the early 1960's with poems like ''Babi Yar,'' about the Nazi massacre of Jews in Kiev. Since, he has alternated between original works, like his recent novel ''Berry Patches'' or the autobiographical film ''Kindergarten,'' and propaganda poetry praising truck plants, the Olympic Games in Moscow or Salvador Allende.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Sep 1985: A.5.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS,"SERGE SCHMEMANN, Special to the New York Times",New York Times Company,,Newspapers,425526733,"United States, New York, N.Y.",English,10-Sep-85,ECONOMIC CONDITIONS AND TRENDS; POETRY AND POETS; GOVERNMENT EMPLOYEES; BUREAUCRATIC RED TAPE; POLITICS AND GOVERNMENT (1983),New York Times,NEWSPAPER,,,,,,,
+MANAGEMENT EMPLOYEES COPING WITH TOUGH NEW JOBS IN PAN AM STRIKE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/management-employees-coping-with-tough-new-jobs/docview/425350518/se-2?accountid=14586,"Normally, Jeanette Billett would be sitting at a computer terminal at her office at the Pan American World Airways Building in midtown Manhattan, working on her reports as a financial analyst for the airline.
+This week, however, she was dressed in a dark red suit with the black and white scarf of a Pan Am flight attendant, in an Airbus A300. She was bracing herself for the boarding of passengers on Flight 219, scheduled to depart at 10:30 A.M. for Barbados and Port-au-Prince, Haiti.
+The flight was one of nine that have been departing daily from Kennedy International Airport in New York since Feb. 28, when the Transport Workers Union, which represents nearly 5,800 mechanics, baggage handlers, flight dispatchers and food service workers at Pan Am, went on strike in a dispute over a wage increase.
+The back-to-work agreement that Pan Am reached Wednesday with the Air Line Pilots Association, which has 1,478 members, will take some of the pressure off management personnel and enable the airline to further expand its service.
+Flight Engineers to Return",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MANAGEMENT+EMPLOYEES+COPING+WITH+TOUGH+NEW+JOBS+IN+PAN+AM+STRIKE&title=New+York+Times&issn=03624331&date=1985-03-08&volume=&issue=&spage=A.16&au=SALPUKAS%2C+AGIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 8, 1985","At first, serving carts were sometimes out of sequence, Mrs. [Jeanette Billett] said, and she often had to run to keep up with passengers' demand for drinks. ''We're not used to working on our feet for so long,'' she added. ''This is a little difficult physically.'' Mr. Murphy, a middle-aged man who spends most of his time behind a desk, pointed to his waist and said: ''I've lost five pounds. You don't have time to eat on these flights. When you get home, you just crash and go to sleep.'' Ann Kentees, director of marketing automation, sat on one of the carts, or ''tugs,'' that pull containers loaded with baggage to and from the plane, and deftly manuevered it toward a string of containers. ''I love these tugs,'' she said, adding that she did not mind the hard work because she had kept herself in shape.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Mar 1985: A.16.",11/15/17,"New York, N.Y.",,"SALPUKAS, AGIS",New York Times Company,,Newspapers,425350518,"United States, New York, N.Y.",English,8-Mar-85,,New York Times,NEWSPAPER,,,,,,,
+Honeywell Plans,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/honeywell-plans/docview/425333070/se-2?accountid=14586,"Honeywell Inc. announced its decision on system architecture and several new products to support its effort to play a bigger role in the $25 billion manufacturing automation industry. The company said it was making a commitment to the General Motors Corporation's manufacturing automation protocols as an industry standard. It said it wants a $10 billion share of the current domestic factory automation market, $20 billion in 1990 and a $37 billion share in 1995.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Honeywell+Plans&title=New+York+Times&issn=03624331&date=1985-02-13&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 13, 1985",Honeywell Inc. announced its decision on system architecture and several new products to support its effort to play a bigger role in the $25 billion manufacturing...,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Feb 1985: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425333070,"United States, New York, N.Y.",English,13-Feb-85,,New York Times,NEWSPAPER,,,,,,,
+SOUND UNUSUAL TONEARMS ENHANCE THE QUALITY OF LP MUSIC,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-unusual-tonearms-enhance-quality-lp-music/docview/425252807/se-2?accountid=14586,"Among the estimated 83 million turntables spinning out music in the United States, about 200,000 are laser-digital CD players. Considering that these devices have been on the market for only a short time, this is quite a sizable figure, attesting to the deserved success of the new technology. Even so, these digital devices are outnumbered 415:1 by conventional phonographs, and this ratio supports predictions that regular LP's and regular turntables will dominate the phonographic scene for years to come.
+Prognosticators pretty well agree that it will take at least five years for the new CD's to reach parity with the established LP format, and some think that the standard LP record will remain a potent presence for another decade. Even beyond that, conventional turntables will be needed to play the millions of LP records that will continue to be cherished by their collectors no matter what technical norms may emerge in the future.
+To serve the needs of the great majority now playing conventional disks, several quite remarkable turntables have recently been introduced. Among these, Denon's DP-15F is noteworthy for being the first to offer an electronically controlled pivoted tonearm at a budget price. Such arms had been formerly available only on deluxe turntables selling for $400 or more. Denon now offers the advantage of its so-called ''dynamic servo-tracer'' arm as part of a trim, compact, fully automatic direct-drive turntable at $199.
+The purpose of an electronically controlled arm is to compensate for record warp, an all too frequent affliction of LP disks. Fitted with magnetic sensors, the electronically regulated arm responds to the ups and downs of record warp by applying equal and opposite compensatory forces. As a result, stylus pressure stays constant, regardless of the roller-coaster ride imposed on the cartridge by a warped disk.
+The same principle is employed to offset the sideways sway of the arm when playing off-center disks. When the center hole isn't punched at the exact spot - as sometimes happens - the lateral to-and-fro swings of the arm make the stylus ''lean'' alternately against the inner and outer groove walls, much as a passenger in zig-zagging car leans against alternate sides of his seat. In the case of a phono stylus, this causes erratic tracking and distortion. To counteract this, the Denon DP-15F applies compensatory forces in the lateral as well as the vertical plane and thus attains near-optimal tracking even with imperfect records. As a welcome fringe-benefit, the electronic stabilization of the arm also squelches unwanted resonances and thereby makes the arm compatible with almost any phono cartridge.
+In hands-on use, the Denon proved precise in all its functions (start, cue, stop, repeat) and this listener's only reservation is that its rather stiff suspension provides little isolation from outside vibrations. Should that prove troublesome, it helps to place a typewriter mat under the turntable.
+Another recent turntable drawing attention by virtue of its offbeat arm is NAD's Model 5120. It is based on some distinctly maverick ideas by Jiri Janda of the Tesla Research Instute of Prague, who regards a record player as a seismographic device - a vibration detector similar in principle to those employed to detect earthquakes. In a recent article published in Audio, the Czech scientist speaks of a turntable as being sensitive to vibrational modes of its environment (i.e., the record groove) as well as its own internal vibrations. The problem is that the latter get in the way of truthfully registering the former. Therefore, it is argued, internal vibrations, such as tonearm resonance must be squelched.
+The argument in itself is hardly new, but the way in which the squelching is done in the NAD 5120 definitely is. Dr. Janda has deigned a ''floppy'' arm. When you handle it, it seems rigid enough, but the thin, flat fiberglass arm flexes at certain frequencies too low to interfere with the audible sound spectrum. The flexing absorbs energy which otherwise would create deleterious resonances. Moreover, this internal vibration of the arm can be fine-tuned by adjusting an elastic hinge holding the counterweight. Altogether, this design is quite a fancy bit of physics, but the net result is simple and sounds good - though not better than other good arms. The NAD 5120 sports a floating suspension that isolates it effectively from acoustic feedback and outside vibrations. The only automation provided is an automatic arm-lift and stop at the end of the disk. Such austerity preserves the Spartan aspect preferred by purists. Anyway, it's not often that you can buy a really odd audiophile conversation piece for just $248.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUND+UNUSUAL+TONEARMS+ENHANCE+THE+QUALITY+OF+LP+MUSIC&title=New+York+Times&issn=03624331&date=1984-11-04&volume=&issue=&spage=A.25&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 4, 1984","The argument in itself is hardly new, but the way in which the squelching is done in the NAD 5120 definitely is. Dr. [Jiri Janda] has deigned a ''floppy'' arm. When you handle it, it seems rigid enough, but the thin, flat fiberglass arm flexes at certain frequencies too low to interfere with the audible sound spectrum. The flexing absorbs energy which otherwise would create deleterious resonances. Moreover, this internal vibration of the arm can be fine-tuned by adjusting an elastic hinge holding the counterweight. Altogether, this design is quite a fancy bit of physics, but the net result is simple and sounds good - though not better than other good arms. The NAD 5120 sports a floating suspension that isolates it effectively from acoustic feedback and outside vibrations. The only automation provided is an automatic arm-lift and stop at the end of the disk. Such austerity preserves the Spartan aspect preferred by purists. Anyway, it's not often that you can buy a really odd audiophile conversation piece for just $248.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Nov 1984: A.25.",11/15/17,"New York, N.Y.",,"Fantel, Hans",New York Times Company,,Newspapers,425252807,"United States, New York, N.Y.",English,4-Nov-84,,New York Times,NEWSPAPER,,,,,,,
+G.M. TO CLOSE PLANTS IN U.S. BECAUSE OF STRIKE IN CANADA,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-m-close-plants-u-s-because-strike-canada/docview/425221416/se-2?accountid=14586,"The General Motors Corporation will begin shutting down automobile assembly plants in the United States on Monday as a result of the strike at its Canadian operations, an official said today. The action will idle nearly 11,000 American workers initially, with the number likely rise next week as the closings spread.
+Meanwhile, a spokesman for the Canadian United Automobile Workers in Toronto said bargainers for both sides did not appear to have narrowed their differences, although talks were to continue through the weekend.
+Top negotiators for the union and General Motors of Canada met late this morning for what Robert White, the union leader, said was ''a sharp exchange of views.'' He said there were still ''fundamental disagreements'' over what would constitute an acceptable agreement after the two-hour meeting at the main negotiating table.
+Strike Felt Quickly in U.S.
+In Detroit, John Mueller, a General Motors official, said all the workers at the company's plants in Orion, Mich., and Moraine, Ohio, had been told not to report to work on Monday because of a shortage of parts produced in Canada. In addition, he said, assembly workers at the two Cadillac plants in Detroit and those on the second shift at the facility in Willow Run, Mich., had also been told not to report for work Monday.
+The 36,000 Canadian auto workers have been officially on strike since noon Wednesday, although wildcat walkouts closed some plants the night before. Because Canadian plants are the sole source of some components used in vehicles assembled in the United States, G.M. officials had said the effects of the Canadian walkout would be felt ''quickly'' on this side of the border.
+Harvey Heinbach, an auto industry analyst with the brokerage concern of Merrill Lynch Pierce Fenner & Smith estimated the strike in Canada alone was costing General Motors about $30 million in lost profits a week. With an additional four plants closed, he said the loss would mount to more than $60 million a week. If all nine United States plants dependent on Canadian production are closed, he said, the losses would exceed $100 million a week.
+The Canadian section of the union, which is about one-tenth the size of the American part, has been resisting accepting an offer patterened after the contract recently ratified by General Motors in this country and signed today in Detroit.
+Mr. White had said the Canadians were not interested in the job security and profit sharing contained in the contracts negotiated in the United States. Instead, he said, Canadian workers are seeking a return to the 3 percent annual pay increase that was once customary in both countries, higher pension payments and a shorter work week.
+The Canadian strike was authorized by Owen F. Bieber, the president of the U.A.W., and the strikers in that country will be paid benefits from the strike fund of more than $500 million accumulated by the union. However, Mr. Bieber expressed the hope that the Canadian dispute might be settled quickly.
+The union's contract in the United States contains an innovative job-security feature, which assures the incomes of workers who lose their jobs to automation or a transfer of production overseas. It also includes a $100 million fund, jointly administered by G.M. and the union, to invest in new businesses that would employ workers displaced from automobile plants.
+But the wage increases average only 2 1/4 percent in the first year, and the payments, although the same amount in the second and third years, are to be paid as lump sums and not included in the wage base. Mr. White has said these provisions are not acceptable in Canada.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.M.+TO+CLOSE+PLANTS+IN+U.S.+BECAUSE+OF+STRIKE+IN+CANADA&title=New+York+Times&issn=03624331&date=1984-10-20&volume=&issue=&spage=1.10&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 20, 1984","Top negotiators for the union and General Motors of Canada met late this morning for what Robert White, the union leader, said was ''a sharp exchange of views.'' He said there were still ''fundamental disagreements'' over what would constitute an acceptable agreement after the two-hour meeting at the main negotiating table. The 36,000 Canadian auto workers have been officially on strike since noon Wednesday, although wildcat walkouts closed some plants the night before. Because Canadian plants are the sole source of some components used in vehicles assembled in the United States, G.M. officials had said the effects of the Canadian walkout would be felt ''quickly'' on this side of the border. The union's contract in the United States contains an innovative job-security feature, which assures the incomes of workers who lose their jobs to automation or a transfer of production overseas. It also includes a $100 million fund, jointly administered by G.M. and the union, to invest in new businesses that would employ workers displaced from automobile plants.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Oct 1984: 1.10.",11/15/17,"New York, N.Y.",UNITED STATES CANADA,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425221416,"United States, New York, N.Y.",English,20-Oct-84,AUTOMOBILES; LABOR; STRIKES; SHUTDOWNS (INSTITUTIONAL); FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+GM 'FACTORY OF FUTURE' WILL RUN WITH ROBOTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gm-factory-future-will-run-with-robots/docview/425218178/se-2?accountid=14586,"The General Motors Corporation said today that it planned to invest $52 million in what it calls a ''factory of the future'' - an automated, highly flexible manufacturing complex that can operate for an eight-hour shift without any human production workers.
+The new operation, to be housed in an existing building at the Saginaw Steering Gear division, will be in partial operation by next fall, officials said. Because the technology is so new, G.M. said, the plant will not be in full production until late 1987.
+''This will be a learning laboratory where the concepts of vastly increased efficiency can be tried out in actual production, perfected, and then spread to the rest of G.M.,'' said W. Blair Thompson, G.M.'s vice president for the mechanical components group.
+Ralph Behler, an executive with G.M.'s advanced manufacturing engineering staff, said the new plant could advance factory technology by 5 to 10 years. Mr. Thompson said it was an effort to ''leapfrog'' advanced plants in operation elsewhere in the world, notably Japan.
+Although some Japanese companies already have fully automated plants, G.M. officials said their plant would be the first American venture that ties all facets of production into a master computer.
+Plant to Produce Axles
+The Saginaw plant, about 120 miles north of Detroit, will machine and assemble a ''family'' of axles for different models of cars. It will produce the complex front axles used on modern front-wheel-drive cars. Unlike the relatively simple axles on older rear- wheel-drive models, those used in front-wheel-drive cars have to allow the wheels to steer and move up and down, as well as propel the vehicle.
+Some 50 robots will move parts within 40 manufacturing and assembly ''cells.'' Driverless carts will move parts between cells and will transport finished products to shipping areas. Even floor-sweeping will be automated.
+In addition to automation, G.M. officials said, the other key feature of the plant will be its flexibility. Machines will be able to adjust to parts of different size in minutes and a central computer will be able to change a machine's functions to continue production if another breaks down.
+'A Paperless Factory'
+The computer will also keep records, manage inventory and order raw materials. ''This is a paperless factory,'' Robert Zeilinger, the project manager, said.
+The emphasis on flexibility represents a change in the auto industry, where emphasis has been on fixed automation and long production runs. ''Increasingly we are seeing products with shorter life cycles, as customers seek out the new, the different and the better,'' Mr. Thompson said. ''Manufacturing must accommodate itself to rapid design changes and customization of products.''
+G.M. officials said human workers would still be needed for maintenance and other tasks that require greater skills. But they conceded that far fewer production workers would be employed as the automation concepts being developed here spread throughout the company. They declined to estimate how many jobs would be eliminated.
+Despite the potential for job loss, officials of the United Automobile Workers union said they were supporting the project. ''This kind of thing requires less manpower, we realize that,'' said Joseph Malotke, a union representative. ''But we realize we have to cooperate or be out of business totally.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GM+%27FACTORY+OF+FUTURE%27+WILL+RUN+WITH+ROBOTS&title=New+York+Times&issn=03624331&date=1984-10-20&volume=&issue=&spage=1.29&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 20, 1984","Ralph Behler, an executive with G.M.'s advanced manufacturing engineering staff, said the new plant could advance factory technology by 5 to 10 years. Mr. [W. Blair Thompson] said it was an effort to ''leapfrog'' advanced plants in operation elsewhere in the world, notably Japan. The emphasis on flexibility represents a change in the auto industry, where emphasis has been on fixed automation and long production runs. ''Increasingly we are seeing products with shorter life cycles, as customers seek out the new, the different and the better,'' Mr. Thompson said. ''Manufacturing must accommodate itself to rapid design changes and customization of products.'' Despite the potential for job loss, officials of the United Automobile Workers union said they were supporting the project. ''This kind of thing requires less manpower, we realize that,'' said Joseph Malotke, a union representative. ''But we realize we have to cooperate or be out of business totally.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Oct 1984: 1.29.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425218178,"United States, New York, N.Y.",English,20-Oct-84,,New York Times,NEWSPAPER,,,,,,,
+SOUND; CD'S MAKE THEIR MARK ON THE WABASH VALLEY,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sound-cds-make-their-mark-on-wabash-valley/docview/425234168/se-2?accountid=14586,"In places, the Wabash valley of western Indiana still
+has the look of yesteryear, evocative of Currier & Ives.
+Along the lower reaches of the river, the hilly banks
+are dotted with Victorian mansions, and one easily
+imagines an old paddlewheeler coming 'round the bend.
+Yet this bucolic region has shared in the rise of modern technology. The Wabash Cannonball set speed records in the 1890's, and later Studebaker, Marmon and the Apperson Jackrabbit made Indiana the hub for another sort of wheels before the young car industry was gobbled up by Detroit. Last month, technical pioneering returned to the Wabash with the opening in Terre Haute of the first American factory to make laser-digital compact disks. The event marks an important shift in the international balance of digital sound.
+Although the conceptual framework for digital recording originated in the United States nearly 40 years ago. when Dr. C. E. Shannon of Bell Laboratories formulated his epochal information theory, it was thereafter largely left to other countries to set the stage for its practical use in audio and video. It was mainly the Dutch, through their development of laser-optical recording methods at Philips Laboratories in Eindhoven, who took digital disks out of the theoretical realm and placed them squarely in the commercial arena. And, as so often, the Japanese then exercised their talents for putting things into mass production at popular prices.
+So, for a while, it seemed that the digital show was going to be staged mostly offshore, with the United States playing its well-rehearsed role as principal importer. But CBS, which among other things is one of the country's largest record companies, rejected that scenario. Betting heavily on the digital future, and determined to get into the act, CBS spruced up its old abandoned pressing plant in Terre Haute and invited Sony Corporation - already experienced in digital disk manufacture - to join in a venture that now provides this country with its first domestic source of compact disks.
+The new plant has the aura of a science-fiction movie and would certainly astonish anyone unfamiliar with the trappings of a hi-tech environment. Because the dimensions and tolerances involved in the production of compact disks (CD's for short) are a thousand times smaller than those encountered in making conventional records, a single grain of dust sneaking into the wrong place could play havoc with the microscopic inscriptions burned by the laser into the shining surface of the CD. Workers therefore move behind glass panels in rooms with filtered air, entering only after they themselves have donned special dust-free clothing and have been ''washed'' by an artificial gale of cleansing air. As for the production machines, they exemplify the latest in ''robotics''- the kind of advanced automation that gives a machine the rough equivalent of human eyes and hands.
+The plant could hardly have started operations at a more propitious moment, for in the brief time that CD's have been available in the United States, their public acceptance has been growing at a steady rate. Not even the relatively high cost of a CD player deterred audio fans eager for the indisputable benefits of the new technology, and an estimated quarter million such devices are now whirling away in this country. Moreover, the expansion of the digital phonograph is likely to continue even more briskly as consumer awareness of the new technology reaches beyond the inner circle of dedicated audio fans who have followed these developments from their beginning. Especially now that the price of CD players has dropped to the point where capable models are sold in discount shops for as little as $300, enough of these ingenious machines will find a home in America to provide an ample market for the output of the new Indiana plant.
+Similar downward price revisions have occurred for the disks themselves. Originally they sold for about $20, but thanks to increasing production capacity in Germany and Japan - and now in the United States - the wholesale price has lately dropped to $10, enabling retailers to sell these records at prices competitive with those of premium LP's. In many shops, CD's are sold these days for $14, and there are rumors that eventually a wholesale price of $8 will prompt further retail reductions.
+These economics are just one of the shifts likely to broaden the market. When the new disks first appeared, they were predominantly recordings of classical music, partly because of marketing considerations and partly because at first digital recorders did not easily lend themselves to the elaborate tricks of channel mixing and editing required to give pop groups their distinctive sonic identities. This technical difficulty has since been at least partially surmounted by the installation of digital studio equipment at several major recording sites, and by the increasing familiarity of recording engineers with these new devices. At any rate, the current CD catalog contains an increasing proportion of popular titles - essential to establishing the new format. In this context, and in that location, it seems appropriate that the first laser disk procuced in the new Indiana plant was Bruce Springsteen's runaway hit ''Born in the U.S.A.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUND%3B+CD%27S+MAKE+THEIR+MARK+ON+THE+WABASH+VALLEY&title=New+York+Times&issn=03624331&date=1984-10-14&volume=&issue=&spage=A.25&au=Fantel%2C+Hans&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 14, 1984","The new plant has the aura of a science-fiction movie and would certainly astonish anyone unfamiliar with the trappings of a hi-tech environment. Because the dimensions and tolerances involved in the production of compact disks (CD's for short) are a thousand times smaller than those encountered in making conventional records, a single grain of dust sneaking into the wrong place could play havoc with the microscopic inscriptions burned by the laser into the shining surface of the CD. Workers therefore move behind glass panels in rooms with filtered air, entering only after they themselves have donned special dust-free clothing and have been ''washed'' by an artificial gale of cleansing air. As for the production machines, they exemplify the latest in ''robotics''- the kind of advanced automation that gives a machine the rough equivalent of human eyes and hands.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Oct 1984: A.25.",11/15/17,"New York, N.Y.",TERRE HAUTE (IND),"Fantel, Hans",New York Times Company,,Newspapers,425234168,"United States, New York, N.Y.",English,14-Oct-84,RECORDINGS AND RECORDING EQUIPMENT; LASERS,New York Times,NEWSPAPER,,,,,,,
+THE KEYBOARD STYMIES JAPAN:   [Series ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/keyboard-stymies-japan/docview/425120067/se-2?accountid=14586,"While increasing numbers of American office workers are adapting to the computer keyboard after years spent at the familiar typewriter, their Japanese counterparts face a more fundamental question: How do you use a keyboard?
+The answer, if it is a keyboard for the Japanese language, is not easily. Some versions, with hundreds of keys and thousands of characters, are enough to give a typist nightmares.
+Indeed, as the Japanese struggle to automate their offices and develop their computer industry, one of the most formidable obstacles has been their own language. Only recently have Japanese computer companies managed to develop practical word processors for their own language. Now, they say, the door is open for office automation.
+According to the Ministry of International Trade and Industry, sales of word processors are expected to jump to 170,000 units this year from 96,000 in 1983. Last year's total was almost triple the 35,000 sold in 1982, the first year of any significant word processor sales here.
+'A 20-Year Struggle' ''To get to this point has been a 20- year struggle,'' said Toshimichi Hirai, senior manager of automated office systems product planning for the Toshiba Corporation. ''From now on, Japanese office automation probably will advance at least at the same speed as in the United States.''
+The most obvious of the many obstacles facing office-equipment makers here is how to squeeze 2,000 or more language characters onto a keyboard. Indeed, because of the difficulty and expense involved, typewriters never became commonplace here. Most business correspondence has either been handwritten or sent to a professional printer.
+But now, with the equipment newly available, Japanese office workers face the task of leaping directly from an age of handwriting to an age of word processors.
+''Keyboard input has not been part of Japanese culture,'' said Hisashi Kobayashi, director of the International Business Machine Corporation's Japan Science Institute, set up two years to develop technology for Japanese language computers.
+Need for Extra Capacity
+Devising a workable keyboard and teaching the Japanese how to use it are only parts of the problem, however. Compounding the difficulty of manufacturing for the Japanese market is the fact that the computers, printers and display screens needed to handle Japanese characters must be far more powerful and have more capacity than machines made in the West.
+For example, the Japanese language uses about 7,000 Chinese characters known as kanji, although only about 2,000 or so are needed for such day-to-day communications as reading a newspaper. In contrast, an English-language word processor need only store 128 characters.
+Additionally, where a Roman letter can be represented on a computer screen by 35 or 72 picture elements, or dots, Japanese characters in contrast require 256 or even 576 dots.
+Some kanji keyboards simply set out all the characters on what looks like a large place mat. The operator hunts down the proper character and selects it with a special pointer.
+Early Kanji Keyboard
+An early I.B.M. keyboard managed to fit the needed characters on a mere 216 keys, but each key represented 12 characters - all were printed in tiny type on top of the key. The operator, in effect, had to choose one of 12 shift keys for each character, as well as the character key.
+Still other keyboards have a book containing the characters, with holes in the pages to fit over the keys. As the pages of the book are turned, the keys change identities.
+The big breakthrough came in 1978, when Toshiba introduced the first word processor to use a somewhat simpler set of Japanese characters known as kana.
+Kana, which represent the basic syllables of the Japanese language, are roughly akin to letters in English - any Japanese word can be represented by stringing enough kana together. Although kana are more awkward to use than kanji, they make it possible to represent the entire language on only 50 keys or so.
+Toshiba's Kana-Based Unit
+The Toshiba word processor allowed the user to type in katakana, one of two variants of kana, and have the computer change it to kanji. And because many of the Japanese who had typed in the past had done so on English keyboards, the word processor could also translate Roman letters into kanji.
+Nearly all the Japanese computer and office automation companies have since entered the market with variations of the kana system. Fujitsu Ltd., Japan's largest computer maker, is the market leader, followed by Toshiba, NEC, Canon and Sharp. I.B.M.-Japan entered the market last year with its 5550 Multistation, which is being built by the Matsushita Electric Company.
+The 5550 is holding its own against the domestic competition in part because it functions as a personal computer as well as a word processor. Until last year it was too expensive to put extensive word-processing capability for Japanese on a multipurpose personal computer selling for under $5,000. Thus, word processors were single-function machines.
+Problem of Sounds
+The ability to convert kana to kanji does not solve the entire problem, however. Japanese is full of words that sound alike but are written differently. The sound ''yo'' for instance, can be represented by 81 different kanji, each with a different meaning. The computer does not know which kanji to pick for every kana, so it merely presents a list of choices to the operator.
+Makers of word processors are trying to make the computer do more of the work by programming it to analyze the sentence or look at previous situations in which the same choice was made.
+Nevertheless, the process is still tedious by American standards. The best word-processor operators in Japan can type 60 words a minute, while an expert American typist can type more than 100 words a minute. So the drive is on to find improved solutions for entering the Japanese language into computers.
+I.B.M.'s New System
+I.B.M. is working on a new system that would allow kanji to be entered directly by breaking the symbols into component parts. Such a system would be useful on Chinese language computers as well. Chinese is even less suited to typing than Japanese because it has no kana.
+Another approach under development would allow information to be fed into computers by handwriting. Machines capable of recognizing handwriting are starting to appear on the market, but they are expensive and only work well when handling handwriting of near-type quality.
+Speech recognition, which would allow a person to talk to the computer, is also a focus of research. In practical form, speech recognition is years away, but the Japanese have an extra incentive to develop it.
+That incentive is the positive side of the Japanese language problem. In developing computers to handle their language, the Japanese have gained an advantage in certain technologies. The Japanese are strong in printers and video displays in part because of the difficulties of printing and displaying kanji.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+KEYBOARD+STYMIES+JAPAN%3A+%5BSERIES%5D&title=New+York+Times&issn=03624331&date=1984-06-07&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General I nterest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 1984","'A 20-Year Struggle' ''To get to this point has been a 20- year struggle,'' said Toshimichi Hirai, senior manager of automated office systems product planning for the Toshiba Corporation. ''From now on, Japanese office automation probably will advance at least at the same speed as in the United States.'' ''Keyboard input has not been part of Japanese culture,'' said Hisashi Kobayashi, director of the International Business Machine Corporation's Japan Science Institute, set up two years to develop technology for Japanese language computers. The ability to convert kana to kanji does not solve the entire problem, however. Japanese is full of words that sound alike but are written differently. The sound ''yo'' for instance, can be represented by 81 different kanji, each with a different meaning. The computer does not know which kanji to pick for every kana, so it merely presents a list of choices to the operator.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 1984: D.1.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,425120067,"United States, New York, N.Y.",English,7-Jun-84,WORD PROCESSING; LANGUAGE AND LANGUAGES; JAPANESE LANGUAGE; SURVEYS AND SERIES; SCIENCE AND TECHNOLOGY,New York Times,Series,,,,,,,
+LATEST TRENDS IN THE WORLD OF CAMERAS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/latest-trends-world-cameras/docview/424935993/se-2?accountid=14586,"Canon, perhaps influenced by the fact that it is the ''official 35mm camera of the Olympics,'' has introduced the new Canon Fl High Speed Motor Drive camera, a highly sophisticated professional camera with an integrated motor drive that is capable of speeds of up to 14 frames per second--making it the fastest camera made, based on a regular camera design. Motor drives always have been considered a necessity for sports and action photographers (and a great convenience for others), but when first introduced ''high-speed'' motors delivered five frames per second. With this new motorized unit, a standard 36-exposure roll of 35mm film will zip through the camera in a little more than 2 1/2 seconds!
+Loading is semi-automatic, with the film being fed into a multi-slotted film spool. Pressing the shutter release once advances the film one frame. When the back is closed the shutter release is pressed once more to advance the film two frames and the camera is now ready for action. Power is provided by 20 AA Nicad batteries that will expose more than 100 36-exposure rolls of 35mm film.
+The key to this camera's high speed is a thin, semi-transparent mirror which, unlike the usual SLR mirror, remains stationary. It transmits enough light to the film for proper exposure and at the same time reflects enough of the image to the viewfinder for focusing and composition. Because this stationary mirror is in the down position all the time, the photographer never loses any of the image due to ''mirror blackout.'' Shutter speeds range from 1/30 to 1/2000 second, but there is no provision for time exposure or slow shutter speeds. The film is rewound electrically in 3 1/2 seconds. Definitely not for everyone the list price of this high-speed, high-performance camera is a hefty $8000 (as compared to about $500 or less for the other cameras described here).
+E. Leitz, producers of the Leica camera, has just announced a new model SLR, the R4S, that many photographers hope is the start of another trend in the pricing of fine camaras--they have reduced the cost of owning a Leica. The R4S can be bought at a saving of nearly 48 percent less than the costlier R4, although it does offer less in features.
+The new model has only three exposure modes, versus five in the top-of-the-line model. It also aperture priority automation with full field measurement, aperture priority with spot measurement, and manual operation with spot capability. By eliminating program and shutter priority modes, and L.E.D. readouts in the viewfinder, substantial savings have been affected. Additional savings on much of the Leica line also has been made possible by a rebate program which runs from March 1st to June 30, 1984 and gives back as much as $500 on a camera and lens combination, plus like amounts for other lenses and accessories. Apropos of ''new trends,'' Eastman Kodak has started another still another new trend--they have teamed up with the giant Fisher-Price Toy Company to introduce a simple, plastic camera designed for children as young as age five. Using 110 size film, it has soft rubber end caps, a breakaway neck strap, large shutter release for small fingers, and an oversize film advance. And to get youngsters interested at an even earlier age--while they are still infants--there are camera rattles made of soft, squeezale rubber and a plastic camera toy that says ''smile'' in a high, squeaky voice when a string is pulled.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LATEST+TRENDS+IN+THE+WORLD+OF+CAMERAS&title=New+York+Times&issn=03624331&date=1984-04-08&volume=&issue=&spage=A.36&au=Manning%2C+Jack&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 8, 1984","The new model has only three exposure modes, versus five in the top-of-the-line model. It also aperture priority automation with full field measurement, aperture priority with spot measurement, and manual operation with spot capability. By eliminating program and shutter priority modes, and L.E.D. readouts in the viewfinder, substantial savings have been affected. Additional savings on much of the Leica line also has been made possible by a rebate program which runs from March 1st to June 30, 1984 and gives back as much as $500 on a camera and lens combination, plus like amounts for other lenses and accessories. Apropos of ''new trends,'' Eastman Kodak has started another still another new trend--they have teamed up with the giant Fisher-Price Toy Company to introduce a simple, plastic camera designed for children as young as age five. Using 110 size film, it has soft rubber end caps, a breakaway neck strap, large shutter release for small fingers, and an oversize film advance.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Apr 1984: A.36.",11/14/17,"New York, N.Y.",,"Manning, Jack",New York Times Company,,Newspapers,424935993,"United States, New York, N.Y.",English,8-Apr-84,,New York Times,NEWSPAPER,,,,,,,
+9.4% RISE IN OUTLAYS IS PLANNED,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/9-4-rise-outlays-is-planned/docview/424862707/se-2?accountid=14586,"American business, spurred by the continuing economic expansion and reductions in business taxes, plans a sharp 9.4 percent increase in spending on new plants and equipment this year.
+If the forecast, issued today by the Commerce Department, is realized, it will be the largest increase since 1977, when capital spending rose 9.5 percent, and will impart new vigor to the business expansion that began 13 months ago. The estimate for 1984 reflects expected inflation and so represents what economists call real growth.
+Capital investment had been flat or declining from 1978 until a turnaround in the second quarter of last year.
+A survey by the Commerce Department showed that the planned increases were across the board, with the largest jumps in mining and manufacturing, which is paced by the auto industry. The one key decline expected is in the airline industry, reflecting the major retrenchment and cost-cutting efforts of the industry's large carriers.
+Tax Incentives Cited
+Jerry J. Jasinowski, chief economist for the National Association of Manufacturers, said that tax incentives had spurred investment but that this trend had been offset in part by the high interest rates that have accompanied the Government's record budget deficits.
+A rise in investment is one of the necessary elements of a continued expansion of the economy. First, the investment spurs production and construction and creates jobs. In the longer run, the investment expands production capacity and introduces modern, more efficient equipment, both of which help hold down costs and inflationary pressures as the economy expands.
+Economists had expected a capital spending upturn for 1984 - although some were surprised by the size - because this regularly occurs as a recovery continues into its second year. At this point, profits of companies and corporations have begun to rise again, building up the cash reserve that can be spent on investment.
+Idled Machines Back in Use
+In addition, in the second year of a recovery, the plants and equipment that were idled in the preceding recession are beginning to be used again to meet the demand for products. This means there is the incentive both to expand capacity and to modernize in an effort to increase production and lower costs.
+''Last year, when capacity utilization was still low and unemployment was around 10 percent, there was precious little reason to invest,'' said Donald Strazheim of Wharton Econometrics, an economic consulting firm. In 1983, the first year of the recovery, overall capital investment declined 3.5 percent from the 1982 level, after adjustment for inflation.
+The Commerce Department data, which are based on a broad survey of companies, result only in a projection of reported spending intentions and, therefore, could turn out to be too high or too low. During 1984, the department will gather actual investment data and will revise the projections for spending for the year. Because the figures are projections, there is no breakdown of how much is being spent on plants, on equipment or what kind of equipment.
+But both Mr. Jasinowski and Mr. Strazheim said most of the investment would go to cost-saving equipment such as computers, tools and automation items. Mr. Jasinowski said that the high level of interest rates was still discouraging executives from investing in major plant expansion.
+The 9.4 percent increase for projected investment assumes an average price increase for capital goods this year of five-tenths of 1 percent, following a decline last year of seven- tenths of 1 percent. The inflation estimate is based partly on the price rises expected by the companies surveyed. Without this correction, the investment forecast would be 9.9 percent.
+Economists said that the behavior of investment in this recovery had been surprising because of its fast upturn, coming very soon after the recovery began in December 1982.
+Mr. Strazheim attributed much of the fast upturn to the stimulus of the depreciation tax cuts that were part of President Reagan's 1981 fiscal package. Mr. Jasinowski said that a lot of the increase for 1984 represented new investment put off earlier in hopes of lower interest rates and a resurgence of the economy.
+A breakdown of the overall projection for non-farm business investment showed that manufacturing investment would rise 13 percent while investment in non-manufacturing industries would be up only 7.4 percent. If the projection is correct, total investment, after adjustment for infaltion, will total $158.61 billion this year, up from $145 billion in 1983.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=9.4%25+RISE+IN+OUTLAYS+IS+PLANNED&title=New+York+Times&issn=03624331&date=1984-01-13&volume=&issue=&spage=D.1&au=FUERBRINGER%2C+JONATHAN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 13, 1984","''Last year, when capacity utilization was still low and unemployment was around 10 percent, there was precious little reason to invest,'' said Donald Strazheim of Wharton Econometrics, an economic consulting firm. In 1983, the first year of the recovery, overall capital investment declined 3.5 percent from the 1982 level, after adjustment for inflation. Both Mr. [Jerry J. Jasinowski] and Mr. Strazheim said most of the investment would go to cost-saving equipment such as computers, tools and automation items. Mr. Jasinowski said that the high level of interest rates was still discouraging executives from investing in major plant expansion. Mr. Strazheim attributed much of the fast upturn to the stimulus of the depreciation tax cuts that were part of President Reagan's 1981 fiscal package. Mr. Jasinowski said that a lot of the increase for 1984 represented new investment put off earlier in hopes of lower interest rates and a resurgence of the economy.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Jan 1984: D.1.",11/15/17,"New York, N.Y.",,"FUERBRINGER, JONATHAN",New York Times Company,,Newspapers,424862707,"United States, New York, N.Y.",English,13-Jan-84,UNITED STATES ECONOMY; FORECASTS; FACTORIES AND INDUSTRIAL PLANTS; MACHINERY AND EQUIPMENT; CAPITAL INVESTMENT; TAXATION,New York Times,NEWSPAPER,,,,,,,
+STEELMAKERS PUT EMPHASIS ON EFFICIENCY,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/steelmakers-put-emphasis-on-efficiency/docview/424850147/se-2?accountid=14586,"When the United States Steel Corporation announced Tuesday that it would close part or all of more than a dozen plants and eliminate 15,430 jobs, it took another step in the painful restructuring of the steel industry. And analysts say the shrinkage process, which involves pruning inefficient facilities and preserving efficient ones, is likely to continue.
+''All the large integrated steelmakers are taking a hard look at their facilities,'' said Robert A. Hageman, an analyst with Kidder, Peabody & Co. ''They have reached the conclusion that they cannot be all things to all people.''
+The large domestic steelmakers are increasingly recognizing that they cannot compete on certain unsophisticated products, such as wire, rod and bar, which are made more cheaply by low-cost minimills and low-wage foreign producers. At the same time, the American steelmakers have found that they have a competitive edge with such high-grade products as seamless pipe and flat- rolled sheet, including the high- strength and electrogalvanized varieties.
+U.S. Steel's latest moves - closing bar and wire mills, reopening its blast furnaces and sheet mill in Fairfield, Ala., and building new continuous casters for its sheet mills there and in Gary, Ind. - reflect this strategy of de-emphasizing the unsophisticated and concentrating on sophisticated products like flat-rolled steel.
+Bela Gold, an industrial economist at the Claremont Graduate Center, says that of the nation's 140 million tons in steelmaking capacity, 50 million tons are very competitive and 25 million tons somewhat competitive, and the rest is more or less obsolescent.
+''The only industry that's really better than ours is Japan's, once you put our obsolescent pieces aside,'' said Professor Gold. ''Consequently with modernization of our facilities and a little more specialization - instead of trying to make everything - and maybe some further adjustments of wage rates and modern investments in automation, put these together and in three years, you'll have a reasonably competitive industry.''
+But Professor Gold questions whether the industry will put much more money in modernization and whether labor will agree to more cost savings. Predicting more plant closings, he said the domestic steel industry will survive, but will be far smaller, with the 50 million very competitive tons of capacity at its core.
+''Now that Bethlehem, Armco, U.S. Steel and CF&I Steel have all made closings, it looks like the next round will be by the company formed from the merger of LTV and Republic Steel,'' said William T. Hogan, a professor of industrial economics at Fordham University.
+U.S. Steel's efforts to set up a joint venture with the British Steel Corporation to import semifinished slabs from Scotland to finish at the modern flat-rolling mills at its Fairless Works near Philadelphia were part of the new stress on more sophisticated products. While David M. Roderick, U.S. Steel's chairman, announced Tuesday that there would be no joint venture with the British, he said the company would continue to look to foreign suppliers for slab for its Fairless Works. In an irony, some analysts suggest that U.S. Steel may seek, as the Wheeling-Pittsburgh Steel Corporation has, to buy semifinished slabs from Brazil, which has often been the target of U.S. Steel's invective for dumping steel below cost.
+Indeed, even as Mr. Roderick looks abroad for slab, he is threatening to redouble his company's efforts to limit imports, which have increased to 22 percent of the market, from 15 percent in 1979. Steelmakers often blame imports for helping reduce domestic shipments from 100 million tons in 1979 to about 67 million this year. Economists expect shipments to be near 80 million tons next year.
+Many analysts predict that without a foreign supplier Fairless Works will be shut down completely. If such an arrangement can be worked out, it is expected that the finishing end of the plant would get a reprieve. The blast furnace would likely be closed, however, which is why the deal with British Steel was opposed by the United Steelworkers of America.
+Fairless was once the pride of the industry, one of the few large integrated mills - a mill making steel from iron ore, coke and limestone - to be built domestically since World War II. It installed the century-old open hearth process because the more efficient basic oxygen and electric furnaces had not yet caught on. Now, they are obsolete.
+For years, the union has asked U.S. Steel to modernize the furnaces to help keep the plant competitive, but now Mr. Roderick has thrown down the gauntlet by saying the company would make the mill ''process competitive'' only if the union agrees to make it ''labor competitive.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STEELMAKERS+PUT+EMPHASIS+ON+EFFICIENCY&title=New+York+Times&issn=03624331&date=1983-12-29&volume=&issue=&spage=D.9&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 29, 1983","''All the large integrated steelmakers are taking a hard look at their facilities,'' said Robert A. Hageman, an analyst with Kidder, Peabody & Co. ''They have reached the conclusion that they cannot be all things to all people.'' ''The only industry that's really better than ours is Japan's, once you put our obsolescent pieces aside,'' said Professor [Bela Gold]. ''Consequently with modernization of our facilities and a little more specialization - instead of trying to make everything - and maybe some further adjustments of wage rates and modern investments in automation, put these together and in three years, you'll have a reasonably competitive industry.'' For years, the union has asked U.S. Steel to modernize the furnaces to help keep the plant competitive, but now Mr. [David M. Roderick] has thrown down the gauntlet by saying the company would make the mill ''process competitive'' only if the union agrees to make it ''labor competitive.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Dec 1983: D.9.",11/15/17,"New York, N.Y.",UNITED STATES (1983 PART 1),"Greenhouse, Steven",New York Times Company,,Newspapers,424850147,"United States, New York, N.Y.",English,29-Dec-83,STEEL AND IRON; SHUTDOWNS (INSTITUTIONAL); INTERNATIONAL TRADE AND WORLD MARKET; UNITED STATES INTERNATIONAL TRADE; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+QUOTATION OF THE DAY,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/quotation-day/docview/424779910/se-2?accountid=14586,"THE Reagan Administration, which finds itself in the middle of a long-running feud that pits 12 states against various multinational companies and foreign governments, is expected to decide this week whether to propose limiting the states' ability to use the so-called unitary method of taxation.
+A Cabinet council recommended last week that the Administration put forward a bill to prevent unitary taxes from being applied beyond American shores. The question now is whether President Reagan will support the idea, which would involve considerable political risk.
+Most states use the unitary tax-assessment method for companies doing business in more than one state. Under this method, income subject to tax is generally computed according to the company's ratio of payroll, sales and property in the taxing state compared with other states. When this apportionment is extended to cover overseas affiliates as well, it is referred to as worldwide combined reporting - and it causes problems.
+A foreign-based company, for example, may wind up paying income tax to a state where its local operations show a loss.
+The British are particularly incensed about unitary taxation, and a few years ago they came close to having it abolished in a bilateral tax treaty then being renegotiated. Although the Federal Government does not use this method itself, however, it decided it could not tell the states what to do.
+Then last June the Supreme Court held that unitary taxation was constitutional when applied to American-based companies with subsidiaries abroad, but it expressed no opinion about foreign companies that have affiliates in the United States. Florida promptly levied a unitary tax, joining Alaska, California, Colorado, Idaho, Indiana, Massachusetts, Montana, New Hampshire, North Dakota, Oregon and Utah.
+The President, in deciding whether to propose or support legislation limiting unitary taxation to this country, is caught between states seeking to preserve a levy yielding an estimated total of $700 million a year and a desire to satisfy angry foreign governments. Britain has threatened retaliation if its companies remain subject to the tax. Thrift and the Pentagon
+The Defense Department, which is being heavily criticized for inefficient procurement practices, including paying the Boeing Company $1,118.26 for a plastic stool cap worth about a quarter, is now under fire for what appears to be a too-scrupulous effort to award a contract to the lowest bidder.
+On July 27 the Army's Watervliet Arsenal in New York tentatively decided to buy three large vertical boring mills from Berthiez, a French company. Its bid for each of the $419,000 machines was just $653 less than one submitted by the Cincinnati-based G. A. Gray division of Bendix Automation.
+Enter Representative Willis D. Gradison Jr. an Ohio Republican whose district includes Cincinnati. In a letter to Defense Secretary Caspar Weinberger, Mr. Gradison notes that Gray has already had to lay off more than half its 300 employees and says that 20 to 25 more people would lose their jobs if it does not get the contract for the boring mills.
+The Buy American Act was waived in this case because of a 1978 memorandum in which the United States and France agreed to make reciprocal purchases of defense equipment. Mr. Gradison, however, asserts that France is not living up to this agreement and has closed its market to American machine-tool builders. Moreover, he says, it will cost the Pentagon more than the $1,959 difference between the two bids to determine that Berthiez can meet the contract and for the cost of foreign travel for training and for servicing the mills.
+Freer U.S.-Canada TradeCanada is looking into the possibility of proposing free trade with the United States in two new sectors: mass transit equipment and textiles and apparel. Derek Burney, the Department of External Affairs' new chief for United States relations, said Friday during a visit to Washington that Canada's initial examination of the issue would be purely internal - to determine whether such trade would be good for Canada.
+If the finding is yes, the Trudeau administration might then make overtures to Washington. Mobile Phone Complaint
+The impending breakup of the American Telephone and Telegraph Company may be spawning its own antitrust litigation.
+The mobile telephone and paging industry is complaining that it had a predivestiture agreement in principle with Ma Bell covering the land-line connections it needs to complete calls.
+But this agreement expired Aug. 30, and upon renegotiation the local operating companies are proposing rates about 10 times as high as originally contemplated because the cellular phone business would now be considered ordinary long distance carriers instead of radio common carriers. The Justice Department may be asked to investigate. Briefcases
+- The Urban Mass Transportation Administration has begun a study, expected to take a year, to estimate the cost of rehabilitating and modernizing rail transit systems in 13 cities.
+- The Energy Information Administration says crude oil reserves in the United States fell 5.3 percent last year, resuming the downward trend of the late 1970's.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=QUOTATION+OF+THE+DAY&title=New+York+Times&issn=03624331&date=1983-09-12&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 12, 1983","Then last June the Supreme Court held that unitary taxation was constitutional when applied to American-based companies with subsidiaries abroad, but it expressed no opinion about foreign companies that have affiliates in the United States. Florida promptly levied a unitary tax, joining Alaska, California, Colorado, Idaho, Indiana, Massachusetts, Montana, New Hampshire, North Dakota, Oregon and Utah. On July 27 the Army's Watervliet Arsenal in New York tentatively decided to buy three large vertical boring mills from Berthiez, a French company. Its bid for each of the $419,000 machines was just $653 less than one submitted by the Cincinnati-based G. A. Gray division of Bendix Automation. Freer U.S.-Canada TradeCanada is looking into the possibility of proposing free trade with the United States in two new sectors: mass transit equipment and textiles and apparel. Derek Burney, the Department of External Affairs' new chief for United States relations, said Friday during a visit to Washington that Canada's initial examination of the issue would be purely internal - to determine whether such trade would be good for Canada.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Sep 1983: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424779910,"United States, New York, N.Y.",English,12-Sep-83,,New York Times,NEWSPAPER,,,,,,,
+WHAT'S NEW AT THE GAS PUMP; ADIEU TO SERVICE WITH A SMILE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/whats-new-at-gas-pump-adieu-service-with-smile/docview/424759145/se-2?accountid=14586,"When business is bad, you expect service to be better than usual. But where gas stations are concerned, that's not the case. In fact, the friendly attendant who cleans your windshield is being replaced, almost overnight, by the fully automated - and computerized - station.
+Gasoline marketers say that there is no longer any question that gas pumps are becoming computerized. They say the only question remaining is what kind of computer systems will become the most popular.
+At the heart of this trend is the automated fuel system, a gasoline pump that allows customers not only to fill their own tanks, but to pay for their gas by inserting cash, credit cards or debit cards, those cards that enable funds to be automatically transferred from a consumer's bank account to the station's account. By reducing the need for cashiers and attendants, service stations can cut labor costs and streamline bookkeeping.
+Almost all of the major oil companies are experimenting with one form or another of the automated systems. Two weeks ago, for example, the Exxon Corporation began a six- month market test using debit card systems at 10 of its Houston stations. It is conducting the test with the the First City National Bank of Houston, and customers at the stations are using the same debit cards that they use in the bank's automated teller machines.
+The Shell Oil Company, taking another approach, is conducting a market test in Houston with machines that accept company credit cards. And the Atlantic Richfield Company is experimenting in Los Angeles with gas pumps that accept cash.
+The major oil companies are moving rapidly with their market tests, but they are latecomers to the automation business. The National Oil Jobbers Council, which represents independent petroleum dealers, said 34 percent of its 11,400 members had already installed at least one automated fuel system, most in the last year. It also said that a survey last month indicated that 40 percent of those independent dealers who had not yet installed automated sytems intend to do so before the end of the year. The systems ''are moving through the industry like a tidal wave,'' said Michael Scanlon, the council's vice president for policy.
+Indeed, automation is coming so quickly, and in so many forms, that it raises difficult questions. Systems are available that accept cash, debit cards or credit cards, but no one knows which system will drawn the most consumers.
+One type that has proven popular with independent marketers, the key- lock system, requires no cash or plastic cards. Instead, customers are given a key as well as a personal, secret code that gives them access to the gas pump terminal. Once they unlock the terminal, they punch in their code, pump gas and then send a check in the mail as payment.
+Many analysts believe that systems using bank debit cards will become the most widespread. This would require large new electronic networks between service stations and banks. But analysts think large oil companies may favor this because it would give them immediate reimbursement and eliminate the costs of maintaining credit card operations.
+Personnel changes are also likely to result. ''One thing that's required is a different kind of employee,'' said Bill Wright, president of Western Marketing, which operates more than 50 stations in Texas. ''You used to look for somebody who could fix a transmission and now you need somebody who can run computers.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHAT%27S+NEW+AT+THE+GAS+PUMP%3B+ADIEU+TO+SERVICE+WITH+A+SMILE&title=New+York+Times&issn=03624331&date=1983-08-07&volume=&issue=&spage=A.11&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 7, 1983","The major oil companies are moving rapidly with their market tests, but they are latecomers to the automation business. The National Oil Jobbers Council, which represents independent petroleum dealers, said 34 percent of its 11,400 members had already installed at least one automated fuel system, most in the last year. It also said that a survey last month indicated that 40 percent of those independent dealers who had not yet installed automated sytems intend to do so before the end of the year. The systems ''are moving through the industry like a tidal wave,'' said Michael Scanlon, the council's vice president for policy. Personnel changes are also likely to result. ''One thing that's required is a different kind of employee,'' said Bill Wright, president of Western Marketing, which operates more than 50 stations in Texas. ''You used to look for somebody who could fix a transmission and now you need somebody who can run computers.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Aug 1983: A.11.",11/15/17,"New York, N.Y.",,"Lueck, Thomas J",New York Times Company,,Newspapers,424759145,"United States, New York, N.Y.",English,7-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+G.M. ELECTRONICS BACK IN U.S.,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-m-electronics-back-u-s/docview/424651967/se-2?accountid=14586,"It seems as if most things here are very small and very busy. There are little vacuum probes that dart up and down, selecting good integrated circuits from bad among hundreds on a silicon disk. A nearby machine whirs and clicks as it stitches each tiny chip to a larger circuit with 40 pieces of gold wire, one-third the diameter of a human hair, in 14 seconds. Soon to come is an assembly machine that will place 256 electronic components on a circuit board in 2.4 seconds.
+This small northeastern Indiana town is one of the high-technology corners of the automobile industry, the headquarters of the General Motors Corporation's Delco Electronics Division. Starting from raw silicon here, G.M. produces many of the microcomputer chips that go into the command modules that govern the engine operations of modern G.M. cars.
+It is also scheduled to become the site of a reversal of the longtime movement of consumer electronics work out of this country. G.M. has said that it plans to manufacture 85 percent to 90 percent of all its car radios here by the 1988 model year, thus bringing back work it has been shipping to plants in Mexico and Singapore for the last several years.
+''It certainly is a significant development, since everything has been moving offshore for years,'' said Philip Goodman, an analyst with Duff & Phelps Inc. in Chicago. ''G.M. has been spending a lot on semiconductor technology that I thought was too sophisticated. But if you put the complexity in the integrated circuit, it simplifies assembly.'' Reducing Labor
+Delco officials here say that reducing the amount of hand labor involved in assembling an electronic product, such as a radio, is the key to overcoming the advantage of low labor costs in Central America and the Far East. The ways to do that, they say, are to eliminate electromechanical parts by making the device all electronic and then to automate assembly of the electronic bits.
+Among the techniques to be employed at Delco's new $139 million plant here will be so-called thick film printing, in which electrical components such as resistors are applied like paint to circuit boards, and laser trimming, which adjusts the values of the printed components with laser beams to give the whole circuit the required performance.
+Attention to detail is as important as gee-whiz technology, Delco engineers say. By mounting all components on top of a circuit board, rather than having wires protrude to connections underneath, a large amount of hand labor is eliminated. ''Packaging is one of the most important parts of this industry,'' said Frank E. Jaumot, director of advanced engineering for Delco Electronics.
+G.M. is not alone in efforts to stay abreast of electronic technology as it applies to automobiles. The Chrysler Corporation's Huntsville, Ala., plant produces all that company's engine controls and radios. The Ford Motor Company's more expensive radios are made in the United States and Canada, but lower-priced models come from Brazil. Neither of G.M.'s smaller competitors can make its own integrated circuits, adapting, instead, chips purchased from outside suppliers. Advantage for G.M. Seen
+That may give G.M. an advantage over Ford and Chrysler as technical features replace size as a main characteristic of more expensive cars. ''With car prices as high as they are, you have to put something in there to justify them,'' said Maryann N. Keller, an auto industry analyst with Paine Webber Mitchell Hutchins.
+Robert J. Schultz, the general manager of Delco Electronics, puts it more delicately: ''In the next decade, electronics will control displays, power trains and all the lighting systems in an automobile. Electronics will be a major factor in determining competitiveness in automobiles.'' Some of G.M's 1986 model cars will have as many as seven on-board computers controlling different functions.
+Electronics, of course, will require the auto companies to develop new kinds of skills. ''Many of those kinds of things require specialized integrated circuits you just can't go out and buy like a 16K RAM,'' said Mrs. Keller. ''And it is hard to get the semiconductor companies to do them for you.''
+Integrated circuits are adaptable to both controls and sound systems. Delco executives say the radio assembly operations here will be an example of the much discussed factory of the future, because workers will tend groups of machines rather than doing the assembly, as in the past. 'Long Lines of Ladies'
+''The way it was in the old days, you had long lines of ladies putting bits on boards by hand,'' Mr. Schultz said. ''That kind of thing has got to disappear if we are to stay in business here.''
+Delco got a taste of what competition from the Far East could do in the 1970's, when outside suppliers cut its share of radios installed on G.M. cars to about 80 percent from 97 percent. Moving the fabrication of components to Singapore and the assembly of many lower-priced radios to Matamoros, Mexico, reduced costs to the point where Delco's share is back to the 96 to 97 percent range.
+G.M.'s plans probably do not signal a wholesale return of consumer electronics to this country because, as Mr. Goodman observes, Delco enjoys a considerable built-in advantage over outside radio manufacturers.
+When full production is reached in 1988, about 1,200 blue-collar and white-collar jobs will be added to Delco's payroll, 1,600 fewer than would have been needed for the same level of production using older methods. And the skills of most of the workers will be higher, G.M. executives say, because workers will have to keep complex machines operating, rather than soldering connections.
+Productivity through automation comes at a high cost, and Delco officials say the radio plant will have to run three shifts a day, seven days a week to justify the investment. ''The cost of capital is a key question,'' said Gene Souder, a manufacturing manager at Delco. ''Success will go to the man who uses capital most efficiently.''
+Illustration photo of Mike Tambarrino, electronics designer",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.M.+ELECTRONICS+BACK+IN+U.S.&title=New+York+Times&issn=03624331&date=1983-06-20&volume=&issue=&spage=D.1&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 20, 1983","''It certainly is a significant development, since everything has been moving offshore for years,'' said Philip Goodman, an analyst with Duff & Phelps Inc. in Chicago. ''G.M. has been spending a lot on semiconductor technology that I thought was too sophisticated. But if you put the complexity in the integrated circuit, it simplifies assembly.'' Reducing Labor Electronics, of course, will require the auto companies to develop new kinds of skills. ''Many of those kinds of things require specialized integrated circuits you just can't go out and buy like a 16K RAM,'' said Mrs. [Maryann N. Keller]. ''And it is hard to get the semiconductor companies to do them for you.'' Productivity through automation comes at a high cost, and Delco officials say the radio plant will have to run three shifts a day, seven days a week to justify the investment. ''The cost of capital is a key question,'' said Gene Souder, a manufacturing manager at Delco. ''Success will go to the man who uses capital most efficiently.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 June 1983: D.1.",11/15/17,"New York, N.Y.",KOKOMO (IND),"HOLUSHA, JOHN",New York Times Company,,Newspapers,424651967,"United States, New York, N.Y.",English,20-Jun-83,ELECTRONICS; LABOR; RELOCATION OF BUSINESS,New York Times,NEWSPAPER,,,,,,,
+"LABOR DEALS WITH HARD TIMES, NEW TECHNOLOGY","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/labor-deals-with-hard-times-new-technology/docview/424549901/se-2?accountid=14586,"WASHINGTON UNION leaders representing more than 3.6 million workers have prepared their negotiators for new contract talks this year that labor and management both believe will end in few, if any, givebacks. But these negotiations may establish new patterns in collective bargaining, with increased emphasis on such non-wage issues as retraining and job security that will affect both sides for many years.
+Contract talks in the deeply troubled steel industry began last week. Bargaining was already in progress in some parts of the farm implement, food and tobacco, and airline industries. Talks affecting longshoremen on the Gulf and Atlantic Coasts, glass workers, union members in the construction, aluminum, and aerospace industries, communications and electrical workers in the telephone systems, and metal workers in West Coast shipyards will begin in the coming months.
+From the unions' point of view, the economic atmosphere for the talks could hardly be worse. As the executive council of the A.F.L.- C.I.O. gathers this week in Bal Harbor, Fla. for its annual winter strategy and policy-making session, more than 12 million persons were still out of work.
+Many of the country's basic smokestack industries were operating their plants on short hours or had shut down installations entirely. Some of them had reported heavy losses in the closing months of 1982. Cleaning Up the 'Mess'
+John Zalusky, the labor federation's specialist in collective bargaining, said unions bargaining with the hardest hit industries were more likely to give management a break this year, but only temporarily.
+''There is a lot of feeling developing among the unions that poor management got us into this mess,'' he said. ''But for the sake of job security, some of our unions will, to a certain extent, cooperate with an industry in cleaning up that mess.''
+The A.F.L.-C.I.O., which claims 15 million members among its affiliated unions, does not set bargaining objectives. Each union does this itself. What a union seeks in wages, benefits and worker protection is determined by the economic health of its industry and the union's needs and desires.
+Some industrial groups soon to be in collective bargaining are in relatvely good financial shape. Wage increases will be an important objective for the union negotiators talking with them, Mr. Zalusky said.
+Last year, as the recession intensified and unemployment accelerated, unions in the auto, trucking, food processing, and rubber industries signed some of the cheapest contracts in decades. Many of these contracts retained cost-of-living adjustment clauses but had no provisions for wage increases. In those that did, increases averaged only 3.8 percent, the lowest since the Government began recording this statistic in 1968.
+Some major unions, like the United Auto Workers and the Teamsters, agreed last year to wage and benefit adjustments. But in more than half of the instances in which management sought concessions, the unions refused and retained their wage and benefit bases.
+Leaders of the larger unions, who are now speaking in more conciliatory tones, have already indicated their eagerness to begin negotiating well before their contracts are due to expire. But they also say there will be no union concessions this year unless there are tradeoffs that will protect their members against job losses from automation or plant closings.
+As usual, most of these leaders and their counterparts in management have kept silent on what they would be willing to accept in wage and benefit adjustments. But as the first timid signs of recovery appear, labor analysts believe many unions will win larger wage increases. The Conference Board, a private forecasting group, expects raises to average at least 6.9 percent in 1983. But union leaders have no illusions about the difficulties they face.
+''It's as tough a looking bargaining year as many of us have ever seen,'' said John J. Sweeney, president of the 750,000-member Service Employees Union. ''But I don't foresee many givebacks that could truly be called givebacks. Instead, there will be some tradeoffs for more job security, more health protection for workers temporarily laid off, and, above all, job training to offset the loss of jobs through automation.''
+The Communications Workers of America, one of the largest and bestfinanced unions in the A.F.L.-C.I.O., has already resolved to seek ''substantial'' wage increases in what will be its last and most complicated negotiations with the prospering American Telephone and Telegraph Company, which is to be broken up into smaller independent companies by 1984.
+Telecommunications is among the most highly automated industries, and the union plans to demand that half of the company's money gains from higher productivity be used to retrain its workforce for places in the changing technology.
+Leaders of the steel workers, in contrast, acknowledge that some concessions on wages and working conditions may be unavoidable. But their negotiators are under instructions to demand retention of their traditinal cost-of-living adjustments. They are also demanding that any savings steel companies gain through union concessions must be reinvested in modernizing the industry.
+They want the companies to agree not to shut down permanently any more plants during the life of the new contract. And they insist that the companies provide more relief and health protection for steel workers temporarily laid off.
+The president of the Communications Workers, Glenn E. Watt, said recently that his union and many others were ''mounting the crest of a wave of technological change like nothing the world has ever seen.''
+''Our contract bargaining this year will stress the need for creative solutions to the problems this technology may cause in the workplace,'' he added. ''Management must work with us in controlling the way technology develops and how it is introduced in the workplace, so humans control the pace of work, not machines.''
+Illustration photo of steel workers",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LABOR+DEALS+WITH+HARD+TIMES%2C+NEW+TECHNOLOGY&title=New+York+Times&issn=03624331&date=1983-02-20&volume=&issue=&spage=A.3&au=King%2C+Seth+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 20, 1983","''There is a lot of feeling developing among the unions that poor management got us into this mess,'' he said. ''But for the sake of job security, some of our unions will, to a certain extent, cooperate with an industry in cleaning up that mess.'' ''It's as tough a looking bargaining year as many of us have ever seen,'' said John J. Sweeney, president of the 750,000-member Service Employees Union. ''But I don't foresee many givebacks that could truly be called givebacks. Instead, there will be some tradeoffs for more job security, more health protection for workers temporarily laid off, and, above all, job training to offset the loss of jobs through automation.'' ''Our contract bargaining this year will stress the need for creative solutions to the problems this technology may cause in the workplace,'' he added. ''Management must work with us in controlling the way technology develops and how it is introduced in the workplace, so humans control the pace of work, not machines.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Feb 1983: A.3.",11/15/17,"New York, N.Y.",,"King, Seth S",New York Times Company,,Newspapers,424549901,"United States, New York, N.Y.",English,20-Feb-83,LABOR UNIONS; CONTRACTS; GIVEBACKS (COLLECTIVE BARGAINING),New York Times,NEWSPAPER,,,,,,,
+RISE IN JOBLESS LEADS TO CAUTION ON L.I. ECONOMY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rise-jobless-leads-caution-on-l-i-economy/docview/424395455/se-2?accountid=14586,"UNEMPLOYMENT rates, which have risen to a 41-year high of 9.8 percent in the rest of the country, are also rising on the Island, where only a few months ago economists were watching them sink and talking about how well the Island was sheltered from the recession.
+Now, after an 0.7 percent rise in joblessness on the Island over the last seven months, most economists are less ebullient and more cautious in their assessments of what is happening to the Island's economy. But they say they are not alarmed by the recent increases because they do not seem to have been accompanied by sharp rises in foreclosures or declines in retail spending. The unemployment rate on the Island is now hovering at a little over 6 percent - in both Nassau and Suffolk Counties.
+''We still think we'll follow the national trend - as it gets considerably worse, we'll get worse but not as bad as that,'' said Arthur Kunz, planning coordinator for the Long Island Regional Planning Board.
+Mr. Kunz said that view did not reflect a shift in his long-range expectations about the stability of the Island's economy. ''We don't have any of those primary industries that throw a lot of people out of work all at one time,'' he continued. ''Our biggest strength is we have so many small companies. They can go out of business, of course, but it doesn't mean a big change in the employment picture.''
+Other recent developments have demonstrated that high interest rates can slow the Island's economy without affecting employment. There are indications that the industrial building boom is leveling off. And some Long Island companies are retrenching in the face of competition.
+Last week, Nikon Inc., the United States distributor of Nikon photographic equipment, dropped plans to build a $6 million office building at Mitchel Field. The company's sales are ahead of last year's levels but earnings are not keeping pace, largely because of ''gray-market goods'' -merchandise manufactured for sale overseas that is sold for less in this country.
+In much the same way, some of the Island's high-technology electronics companies are doing well, but competition has forced them to cut their margins.
+For many of the Island's smaller companies, the recession has also created a financial burden because they cannot depend on the overthe-counter stock market as a means of tapping the equity market and raising capital, since prices for over-the-counter issues have been running at a decade low.
+So far, these factors have not affected employment on the Island to any significant extent, according to economists. For most of 1981, joblessness here stayed between 5.5 and 6 percent. In December of last year, the unemployment figure for Nassau and Suffolk Counties was the lowest in New York State - 5.4 percent, the Island's best showing in eight years. The statewide average that month was 7.7 percent, and in New York City unemployment had already reached 9 percent.
+This year, the unemployment figure in both Nassau and Suffolk has passed 6 percent. In June, the most recent month for which figures are available, Nassau County was 6.3 percent, Suffolk 6.2 percent.
+But Long Island retailers are not reporting a significant drop in their sales. Department stores seem to be holding their own, although there has been some attrition among high-volume camera and electronics merchants and automobile dealers.
+In addition, growth in commercial office space now rivals the growth of housing 10 or 20 years ago. This is important to the construction industry, which has been hit hard by the decline in residential housing starts. The Chemical Bank and Manufacturers Hanover have announced plans to open ''back offices'' on the Island - a reflection, economists say, of the high costs of leasing office space in Manhattan for clerical and computer-related functions.
+The defense industry - a bellwether of the Island's economy - remains strong, but John Cipriani, the president of the State University at Farmingdale, said he did not believe that Long Island's economy was as closely related to the defense industry as it was eight to 10 years ago.
+''Long Island had to go out and find another industrial market for itself during the recession in the early 1970's,'' he said. ''Long Island got into new technology, automation, electronics, holography, nonradiation X-rays. Now Long Island industrial concerns are somewhat worried about defense unbalancing the balance we have.''
+In addition, Dr. Cipriani said, ''there is a tremendous misconception that Long Island is both a bedroom community and a defense industry community.'' But only about 30 percent of the Island's workers commute to New York City, and demographers say the figure is dropping. That means that the Island's economy is more insular than it once was, if not more insulated from regional and national trends.
+''If anything,'' Dr. Cipriani said, ''Long Island will have a halo effect on New York City. I wonder what New York City's unemployment rate would be if there weren't a viable Long Island economy.'' q",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=RISE+IN+JOBLESS+LEADS+TO+CAUTION+ON+L.I.+ECONOMY&title=New+York+Times&issn=03624331&date=1982-08-22&volume=&issue=&spage=A.1&au=Barron%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 22, 1982","Mr. [Arthur Kunz] said that view did not reflect a shift in his long-range expectations about the stability of the Island's economy. ''We don't have any of those primary industries that throw a lot of people out of work all at one time,'' he continued. ''Our biggest strength is we have so many small companies. They can go out of business, of course, but it doesn't mean a big change in the employment picture.'' ''Long Island had to go out and find another industrial market for itself during the recession in the early 1970's,'' he said. ''Long Island got into new technology, automation, electronics, holography, nonradiation X-rays. Now Long Island industrial concerns are somewhat worried about defense unbalancing the balance we have.'' ''If anything,'' Dr. [John Cipriani] said, ''Long Island will have a halo effect on New York City. I wonder what New York City's unemployment rate would be if there weren't a viable Long Island economy.'' q","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Aug 1982: A.1.",11/14/17,"New York, N.Y.",NEW YORK STATE UNITED STATES,"Barron, James",New York Times Company,,Newspapers,424395455,"United States, New York, N.Y.",English,22-Aug-82,UNEMPLOYMENT AND JOB MARKET; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+NEW PHONES A BOON TO HOSPITAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-phones-boon-hospital/docview/424393283/se-2?accountid=14586,"LAST year, Phelps Memorial Hospital Center in North Tarrytown took a step to improve its financial health when it replaced an outdated phone system with a communications setup that draws from the latest technological advances in computers and telecommunications.
+Recent analyses of the new system's first year in operation showed that the switch from the traditional switchboard system to a General Dynamics System DBX had saved the hospital about 31 percent of its normal phone costs, exceeding initial projections for its success, according to Robert Falaguerra, Phelps's director of environmental services.
+''The old system was antiquated,'' Mr. Falaguerra said. ''With this new cost-efficient system, which provides speedier service, we had estimated savings from decreased phone charges at $50,000 a year. But we're exceeding those projected figures, and we'll probably save roughly $100,000 this coming year.''
+Phelps is a private hospital serving about 204,000 residents of New Castle, Ossining, Mount Pleasant, Cortlandt and Greenburgh. The new system was put into place last June at a cost of $500,000 for equipment and installation, and was covered by a bank loan that would be paid off at $5,000 a month over the next 10 years. Since then the hospital's average monthly phone bill has decreased from $25,600 to $9,000. The surprisingly large saving is now expected to reduce the payback period to five years, Mr. Falaguerra said. The $100,000-a-year expected saving is after the monthly loan payments of $5,000 are deducted.
+Instead of the traditional telephone system with a switchboard and four operators to run it, Phelps's System DBX is made up of a threeconsole system in the lobby backed up by two computers in the basement that monitor the whole building's operations. The new system decreased operating costs by requiring one less operator and by allowing individual telephone users to perform such functions as call-transfers and call-holding without needing the hospital operator's assistance.
+Another major feature provided by the new system is a wordprocessor linked to the computers, which will print out a location and malfunction description for repair technicians to read when a breakdown in the phone system occurs anywhere in the building.
+Plans are in motion to install an accounting system within the communications computer to keep track of calls made at each extension, Mr. Falaguerra added. In eliminating the hospital's setup of charging patients per call, the new feature will enable the hospital to charge patients less for outside line service, he said. Although it is eliminating charges per call, the hospital keeps track of calls from each extension for general billing purposes.
+''If one field is about to explode as computers did in the 1960's, telecommunications is the field for the 80's because of technological development in the past two decades,'' said Alan Abramson, who heads the automation division of Syska and Hennessy, one of the country's leading international consulting-engineering firms and the designer of Phelps's communications system.
+The hospital's entry into what Mr. Abramson calls ''integrated office automation'' - commonly referred to as the office-of-thefuture - is the sort of step that has become increasingly popular among businesses and other organizations that use an office building of some sort.
+A minimum of 10 to 15 percent in ''trunkage'' costs can be salvaged from any phone system that has not been analyzed and then updated with alternatives offered by technological advances, Mr. Abramson said. A trunk is an outside line in multiindividual phone systems, which usually use in-house extensions.
+Phelps's DBX system has 60 trunks and 700 different phone extensions. A replacement system that takes advantage of new technology is cost-efficient for any group that uses 30 or more outside lines, Mr. Abramson added.
+With rapid advances in computer and communications technologies, private ''interconnect'' companies have flourished in recent years, providing an alternative to the American Telegraph and Telephone Company. Although telephone clients had to lease the services of A.T.&T., which controlled local telephone networks, they could shop around and buy their own phone equipment from these private companies.
+Technological advances also limited the manufacturing of parts and the training of repairmen for the old systems, and this was a major factor in Phelps's decision to upgrade its phone setup, Mr. Falaguerra said.
+The recent Federal Court decision by Judge Harold H. Greene ordering A.T.&T. to divest itself of its local phone subsidiaries should provide telephone users with more alternatives. A.T.&T.'s monopoly in local telephone networks had ''undermined'' efforts of competitors to enter the telecommunications network, Judge Greene ruled.
+With the new ruling, private communications companies are freer to expand their services. This could constitute an incentive for businesses and groups in situations similiar to the one Phelps had encountered, according to Nancy Amiel, a spokesman for Syska & Hennessy.
+Illustration photo of Madlyn Derry photo of Bruce Hoffmann",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+PHONES+A+BOON+TO+HOSPITAL&title=New+York+Times&issn=03624331&date=1982-08-22&volume=&issue=&spage=A.10&au=Tabios%2C+Eileen&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 22, 1982","''The old system was antiquated,'' Mr. [Robert Falaguerra] said. ''With this new cost-efficient system, which provides speedier service, we had estimated savings from decreased phone charges at $50,000 a year. But we're exceeding those projected figures, and we'll probably save roughly $100,000 this coming year.'' ''If one field is about to explode as computers did in the 1960's, telecommunications is the field for the 80's because of technological development in the past two decades,'' said Alan Abramson, who heads the automation division of Syska and Hennessy, one of the country's leading international consulting-engineering firms and the designer of [Phelps]'s communications system. The recent Federal Court decision by Judge Harold H. Greene ordering A.T.&T. to divest itself of its local phone subsidiaries should provide telephone users with more alternatives. A.T.&T.'s monopoly in local telephone networks had ''undermined'' efforts of competitors to enter the telecommunications network, Judge Greene ruled.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Aug 1982: A.10.",11/14/17,"New York, N.Y.",NORTH TARRYTOWN (NY),"Tabios, Eileen",New York Times Company,,Newspapers,424393283,"United States, New York, N.Y.",English,22-Aug-82,"TELEPHONES; NEW MODELS, DESIGN AND PRODUCTS; HOSPITALS",New York Times,NEWSPAPER,,,,,,,
+DEC ADDS 3 PERSONAL COMPUTERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dec-adds-3-personal-computers/docview/424352492/se-2?accountid=14586,"The Digital Equipment Corporation, which is generally considered the leading American computer company after the International Business Machines Corporation, entered the personal computer business yesterday with three new products.
+The new computers, which will range in price from $3,500 to $5,000 and be available in the fall, are clearly aimed at the office and small-business market, rather than the home market.
+Analysts said the DEC computers are technically impressive and aggressively priced. The one problem DEC might have is in distribution, because the company has not had much experience selling to offices, the analysts said. The company has concentrated its sales efforts on selling to laboratories, factories and data processing departments, as well as to companies that incorporate DEC computers into other systems.
+Delayed Market Entry
+''DEC has been playing catch-up in office automation,'' said Howard Anderson, president of the Yankee Group, a Boston computer and telecommunications industry consulting firm. DEC's word processor sales have lagged well behind those of I.B.M. and Wang Laboratories, he said.
+DEC, with revenues of $3.2 billion in the fiscal year 1981, is the leading manufacturer of minicomputers, which are generally the size of refrigerators and sell for tens of thousands or hundreds of thousands of dollars. By contrast, personal computers, sometimes called microcomputers, can fit on desk tops and sell for less than $10,000.
+DEC's entry into the personal computer market has been considered inevitable and actually comes later than many analysts had anticipated. Both I.B.M. and Xerox entered the market about a year ago, while Apple and Tandy have been in it for about five years. The delay was especially surprising in that the company's strength was achieved in the 1960's in small, less-expensive computers.
+But Andrew C. Knowles 3d, vice president of the company's small systems division, as well as some analysts, said that DEC was not too late. ''There is still 90 percent of the market sitting out there,'' Mr. Knowles said.
+These are the three computers introduced yesterday:
+- The Rainbow 100, a computer with two microprocessors. It is capable of executing programs written for eight-bit computers that use the popular internal operating system known as CP/M, as well as programs written for the 16-bit I.B.M. personal computer. (The number of bits of information processed at once is a rough measure of the power of the computer.) The Rainbow has a list price of $3,500, which includes about 64,000 characters of internal memory, a blackand-white display screen, keyboard and two floppy disk storage devices capable of storing 800,000 characters.
+- The Decmate II, a reworked version of DEC's word processor. Decmate II sells for $3,800 and includes 96,000 characters of memory, as well as the same screen, keyboard and disk storage as used with the Rainbow.
+- The Professional Series, which comprises two models, one selling for $4,000 and the other for $5,000. Both are 16-bit machines with more than 256,000 characters of memory and are capable of doing more than one task at the same time. The more powerful model can accommodate an optional hard disk storage device capable of storing five million characters, and an optional attachment that will automatically place, receive or digitally record telephone calls.
+DEC said that 22 independent software companies were modifying 75 programs for use on the Professional Series computers, DEC said. Software offerings for the other two machines are more limited. In addition, the two more expensive computers can run software written for some of DEC's larger computers and all the computers can act as terminals connected to larger DEC computers.
+DEC will sell the new computers through its direct sales force to large corporations and through its other existing distributors. The company also said its new computers would be carried by Computerland, a chain of 260 computer retail stores, and by Avnet Inc., the largest domestic electronics distributor.
+Mr. Anderson and George Elling, an analyst at Bear, Stearns & Company, noted that DEC's sales staff and distributors would favor selling larger DEC computers, because they can earn more money that way. The computerland stores, meanwhile, are already crowded with products from I.B.M., Apple, Xerox and others. ''Some of those guys will push the others off the shelf into the sea,'' Mr. Anderson said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DEC+ADDS+3+PERSONAL+COMPUTERS&title=New+York+Times&issn=03624331&date=1982-05-11&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 11, 1982","''DEC has been playing catch-up in office automation,'' said Howard Anderson, president of the Yankee Group, a Boston computer and telecommunications industry consulting firm. DEC's word processor sales have lagged well behind those of I.B.M. and Wang Laboratories, he said. Andrew C. Knowles 3d, vice president of the company's small systems division, as well as some analysts, said that DEC was not too late. ''There is still 90 percent of the market sitting out there,'' Mr. Knowles said. Mr. Anderson and George Elling, an analyst at Bear, Stearns & Company, noted that DEC's sales staff and distributors would favor selling larger DEC computers, because they can earn more money that way. The computerland stores, meanwhile, are already crowded with products from I.B.M., Apple, Xerox and others. ''Some of those guys will push the others off the shelf into the sea,'' Mr. Anderson said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 May 1982: D.1.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424352492,"United States, New York, N.Y.",English,11-May-82,"DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+ENGINEERING-SCHOOL SHORTCOMINGS LEAD TO U.S. LAG,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/engineering-school-shortcomings-lead-u-s-lag/docview/424310599/se-2?accountid=14586,"THE story is told that when Congress passed legislation on automobile emission control some years ago, the first thing auto makers did in Japan was to hire 2,000 more engineers. In Detroit, they hired 2,000 more lawyers. The joke has some grounding in demographic and educational statistics. Twenty of every 10,000 people in the United States are lawyers, 40 are accountants and 70 are engineers. In Japan, the comparable figures are one lawyer, three accountants -and 400 engineers.
+In the United States, 6 percent of the undergraduate degrees are awarded in engineering. The comparable figures are 21 percent in Japan, 35 percent in the Soviet Union and 37 percent in West Germany. A recent editorial in the trade journal Optical Spectre cited such data as a principal reason why the United States ''finds itself playing second fiddle to Japan today in so many high-technology areas where American pre-eminence was once unquestioned.'' There is a growing consensus in American industry that this conclusion is correct. Virtually every major company now finds itself in the market for engineers.
+''Everyone has his own needs for automation and computerization, from soup makers to the cosmetics industry,'' said Robert Jahn, Princeton University's dean of engineering. ''That's why there won't be a slump in the future. Engineering is central to any enterprise. You can't be in any area without sophisticated engineering.''
+Unfortunately for young people eager to take advantage of the growing market for engineers, the educational system is only beginning to adjust to these new realities and there are not enough slots for aspiring engineers. And even those high school graduates who do succeed in making it into an engineering program are finding that its courses are often geared more to the past than the present.
+The problems faced by American engineering schools go back to World War II and, later, to the launching of Sputnik by the Soviet Union in 1957. Developments such as radar, atomic energy and the technology related to the exploration of space caught the imagination of the nation and the brightest engineering students.
+For all practical purposes, engineering education became a form of applied science, and ''down-to-earth'' fields such as manufacturing engineering became a dumping ground for the less able students. Richard Cyert, president of Carnegie-Mellon University, said that ''manufacturing problems were handled by foremen who had worked their way up without college degrees and the background to do a creative job.''
+In the fall of 1980, according to the Engineering Manpower Commission of the American Association of Engineering Societies, there were only 88 full-time and 11 part-time undergraduates in the nation majoring in manufacturing engineering.
+Japan, by contrast, was moving in the other direction. While Americans were winning one Nobel Prize after another for their scientific discoveries, Japanese engineers were applying them to the assembly line and making productivity and quality control their central concerns. The results can be seen clearly in the current balance of trade between the two nations.
+Among the problems in many American engineering schools is that their teaching equipment is not up to date. A recent report by the American Society of Electrical Engineers found that most of the equipmennt is 20 to 30 years old.
+A basic problem is that inflation has sent equipment costs soaring while the time from purchase to obsolescence has become shorter. The situation is compounded by sluggish Federal commitment to research.
+William G. Bowen, the president of Princeton University, noted that ''between 1962 and 1975, while the fraction of the gross national product devoted to research and development in West Germany increased by 80 percent and the comparable fraction in Japan grew by 31 percent, in the United States there was a 15 percent decline.''
+Perhaps the most important affliction affecting engineering schools is that American industry is eating its young - offering graduates starting salaries that often match or surpass those of the professors who taught them. As a result, colleges are hard-pressed to find young faculty members to teach the next generation of engineers - or even graduate students to train to become faculty members.
+''My seniors will be looking at three or four or five offers up to $30,000 a year,'' said Dean Jahn of Princeton. ''To take a kid like that and convince him to go through four more years of poverty to be able to earn less as an assistant professor than he can now is a short conversation indeed.''
+For the high school graduate who gets admitted to an engineering program with a large enough faculty and sufficient equipment, engineering educators suggest several trends to keep in mind.
+First is the growing emphasis on design. Realizing that the Japanese have surpassed us with their ability to apply new knowledge rather than to discover it, engineering schools are rediscovering the field of design - not only for elegance, but for ease of manufacture.
+Central to this effort is the field of computer-aided design - designing or refining, say, the shape of an airplane wing on a computer rather than with pencil and paper. The companion field is computer-aided manufacturing, in which the computer program operates a machine that then produces the particular part. ''The use of computer graphics reduces lead time,'' said Michael J. Wozny, a professor of electrical, computer and systems engineering at Rensselaer Polytechnic Institute. He estimated that, with computer graphics, the auto industry required only a year and a half from conceptual design of a new model to the day the first car rolled off the assembly line. Prior to the use of computers, the lag time might have been three years or more, he said.
+An example of the concern for design is the new Center for Interactive Computer Graphics at R.P.I., which has $4 million in new equipment furnished by International Business Machines and other corporations.
+Recently, students and faculty members, aided by funds from the National Aeronautics and Space Administration, set out to build a lightweight glider. They used a computer to develop what seemed like the most efficient wing shape, then conducted a series of experiments with ''composite materials'' - layers of carbon, glass and other fibers that, when bonded by epoxy resin, became sturdy enough to support considerable weight. After some setbacks, a test pilot successfully flew the aircraft.
+Control Data Corporation has helped Purdue University with its computer graphics program, and Boeing has helped several universities in the State of Washington. Washington University in St. Louis has come up with a program for teaching-oriented computer graphics on a microcomputer and, along with 11 other institutions, it recently applied for a National Science Foundation grant for the development of software for instruction.
+A second trend of which students should be aware is the new emphasis on manufacturing. Courses and programs in ''manufacturing science'' and ''manufacturing engineering'' are beginning to appear.
+Carnegie-Mellon, for example, now offers a manufacturing option within the mechanical engineering program. Among the courses offered are manufacturing sciences, introduction to computer-aided design, and computer graphics. Next fall, the industrial engineering department of the University of Miami in Florida will begin to require all majors to take a new course in productivity engineering.
+Central to the new emphasis on manufacturing is the use of robots. The College of Engineering at Texas A. and M. is making a major move into robotics. Eight faculty members and five graduate students are already at work in the field, and five new robotics laboratories are scheduled for completion by next January. At Carnegie-Mellon students take part in research partly financed by the Navy and directed toward development of a multisensory robot that could, say, locate a sunken Soviet submarine, open the hatch, climb in and find the code book and bring it back to the surface.
+FINALLY, future engineers might be on the lookout for new programs combining engineering and management. Realizing that sophisticated research and engineering skills cannot be translated into efficient production without adequate managerial skills as well, American engineering schools are trying to fuse these two areas.
+The University of Santa Clara in the ''Silicon Valley'' in California, for example, sponsors an Early Bird Engineering Program that operates before work and offers working engineers the chance to get a master's degree in engineering management.
+At the undergraduate level, Clarkson College of Technology in Potsdam, N.Y., has added three new courses that ''combine management practices with engineering.'' And Carnegie-Mellon, which has a strong management school as well as good engineering and basic science programs, is not only trying to teach management skills to its engineers, but also engineering skills to its business students.
+Such programs fill ''a big need'' that aspiring engineers should keep in mind in planning their course of study, according to Robert J. Parden, dean of the engineering school at Santa Clara.
+''Engineers are not always good at management,'' he said. ''Becoming a manager means changing careers, not just taking on an additional duty. An engineer can rank high in technical maturity, but lack many management skills such as the ability to communicate, to delegate responsibility, to inspire, to lead, to tell other engineers exactly what their jobs are.''
+Illustration Photo of Neil McKay",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ENGINEERING-SCHOOL+SHORTCOMINGS+LEAD+TO+U.S.+LAG&title=New+York+Times&issn=03624331&date=1982-03-28&volume=&issue=&spage=A.53&au=Fiske%2C+Edward+B&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 28, 1982","''Everyone has his own needs for automation and computerization, from soup makers to the cosmetics industry,'' said Robert Jahn, Princeton University's dean of engineering. ''That's why there won't be a slump in the future. Engineering is central to any enterprise. You can't be in any area without sophisticated engineering.'' For all practical purposes, engineering education became a form of applied science, and ''down-to-earth'' fields such as manufacturing engineering became a dumping ground for the less able students. Richard Cyert, president of Carnegie-Mellon University, said that ''manufacturing problems were handled by foremen who had worked their way up without college degrees and the background to do a creative job.'' A second trend of which students should be aware is the new emphasis on manufacturing. Courses and programs in ''manufacturing science'' and ''manufacturing engineering'' are beginning to appear.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Mar 1982: A.53.",11/14/17,"New York, N.Y.",JAPAN,"Fiske, Edward B",New York Times Company,,Newspapers,424310599,"United States, New York, N.Y.",English,28-Mar-82,AUTOMOBILES; AIR POLLUTION; LAW AND LEGISLATION; UNITED STATES INTERNATIONAL TRADE; EDUCATION AND SCHOOLS; COLLEGES AND UNIVERSITIES; ENGINEERING AND ENGINEERS,New York Times,NEWSPAPER,,,,,,,
+COLLEGES FOSTER TECHNICAL TR AINING,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/colleges-foster-technical-tr-aining/docview/424282653/se-2?accountid=14586,"year-old manufacturing process engineer at Sperry Gyroscope in Lake Success, has been on the job only a year and a half. But he already considers himself a success because he is doing what he wants to do and expects to reach his goal of a manufacturing management position in the not-too-distant future.
+Not too long ago, Mr. Eifert was a ''career-oriented student'' at the State University Agricultural and Technical College at Farmingdale who wanted an education that ended with a good job. And although he apologized for ''sounding like a public relations person for the school,'' he spoke highly of the education grounded in practical application, the help he received from the faculty and the job placement program that elicited an offer from Sperry even before he graduated.
+At Farmingdale, Mr. Eifert earned an associate's degree in mechanical technology, a two-year program. He continues to take onthe-job training at Sperry, and expects to re-enroll at Farmingdale if the school offers a four-year degree as contemplated. He was not interested in humanities courses at Farmingdale, he said, because he could read and visit museums on his own time.
+As the possibilities of high-technology industry on Long Island get greater attention, community, industry and some educational leaders are working with ''the economic development as well as the intellectual requirements of the environment,'' according to Dr. Frank A. Cipriani, president of Farmingdale.
+Elected officials from Long Island joined faculty members in Mr. Eifert's urban sociology course to talk about the growth and future of the Island and how ''dollars and cents -jobs for the people - would make the difference,'' he said.
+''Students get the jobs, too,'' he added, ''with big companies like Grumman, Sperry, Fairchild and a lot of smaller shops that make the parts for the big companies.''
+Dr. Cipriani, who calls the institution a ''typical land-grant college,'' is also president of Regional Industrial Technical Education, a newly established council that coordinates and develops the relationships with the colleges and industries on the Island.
+Robert Allen, director of public relations at Nassau Community College at Garden City, a two-year school where 95 percent of the student body commutes from home in Nassau, agrees that students nowadays seem more career-oriented.
+Nassau also ''tries to keep the program up to date and current with the community,'' he said. However, since the school is based in liberal arts and about 55 percent of the students transfer to fouryear colleges, ''we have a diversified program,'' Mr. Allen said.
+A recent survey at the school showed that, of those who went to work after two years, 80.6 percent took jobs in Nassau, Suffolk and Queens. ''The jobs were related directly to their education, but covered a wide range of fields, such as banking, real estate, forest biology, health-related fields and business administration as well as liberal arts,'' he said.
+Suffolk Community College, like Nassau Community, prefers to think of itself as ''a comprehensive two-year college providing liberal arts and general education as well as training for jobs,'' according to John Harrington, administrative vice president of the school. ''Students come here to get an education,'' he said. ''It doesn't have to be career-oriented.''
+At the school's three locations, at Selden, Riverhead and Brentwood, ''about one-third are in business administration and computer science courses, another third in health career and technical programs, and many in horticultural and marine technology,'' he said.
+Mr. Harrington said that, while statistics were incomplete, a recent follow-up of college graduates showed that a majority of students from Suffolk took jobs in the city. However, he added, many of the students continuing their education were already employed on the Island.
+Graduates of Farmingdale who are prepared to fill positions in high technology on the Island ''could apply their education to jobs in California,'' Mr. Cipriani said. ''But the majority of our students remain on Long Island because there are 19 job offers for every graduate in mechnical technology, with salaries from $15,000 to $19,000 and advancement to $35,000 after they get experience.''
+As an increasing number of companies on the Island turn to numerical control equipment, these numbers should grow, he said. ''Twenty ye ars ago, people worried that automation would take jobs away,'' Dr. C ipriani said. ''Instead, it's creating jobs on Long Island.''
+He added that 76 percent of Farmingdale's graduates were in fields related to curriculums, which include meeting the agricultural needs of the Island, one of New York State's leadin g agricultural producers.
+Dr. Theodore M. Steele, senior vice president for academic affairs at the New York Institute of Technology, a private college that offers two-year and four-year programs, says the push to fill jobs in high technology goes beyond local considerations to competition with West Germany and Japan, ''which have shown they can outperform the United States in this area.''
+About 2,200 companies on the Island will need a total of 16,000 to 20,000 engineers and technologists in the high-technology industry, he said, adding, ''We need that home-grown talent desperately to fill them.''
+Dr. Steele said that the ''technology spectrum'' of jobs necessary for the total production process offered young people a wide range of opportunities.
+''From the bottom up,'' he said, ''the manufacturing team begins with craftsmen building in the shop; technicians with a two-year degree who work in laboratories and in the field; technologists, who assist the engineers with meaningful assignments on design and equipment; engineers, who base design on theory, and scientists like the physicists, biologists and chemists, who do the basic research.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COLLEGES+FOSTER+TECHNICAL+TR+AINING&title=New+York+Times&issn=03624331&date=1982-01-10&volume=&issue=&spage=A.14&au=Glass%2C+Judy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 10, 1982","Suffolk Community College, like Nassau Community, prefers to think of itself as ''a comprehensive two-year college providing liberal arts and general education as well as training for jobs,'' according to John Harrington, administrative vice president of the school. ''Students come here to get an education,'' he said. ''It doesn't have to be career-oriented.'' Graduates of Farmingdale who are prepared to fill positions in high technology on the Island ''could apply their education to jobs in California,'' Mr. [Frank A. Cipriani] said. ''But the majority of our students remain on Long Island because there are 19 job offers for every graduate in mechnical technology, with salaries from $15,000 to $19,000 and advancement to $35,000 after they get experience.'' As an increasing number of companies on the Island turn to numerical control equipment, these numbers should grow, he said. ''Twenty ye ars ago, people worried that automation would take jobs away,'' Dr. C ipriani said. ''Instead, it's creating jobs on Long Island.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Jan 1982: A.14.",11/15/17,"New York, N.Y.",NEW YORK STATE LONG ISLAND (NY) UNITED STATES,"Glass, Judy",New York Times Company,,Newspapers,424282653,"United States, New York, N.Y.",English,10-Jan-82,COLLEGES AND UNIVERSITIES; UNEMPLOYMENT AND JOB MARKET; LABOR,New York Times,NEWSPAPER,,,,,,,
+GOING OUT GUIDEVIEW MIRROR,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/going-out-guideview-mirror/docview/424265374/se-2?accountid=14586,"A look through the rear-view mirror often tells you how to move ahead, and that is one reason for those interested in documentary films to observe the celebration of Willard Van Dyke, photographer and film maker who shaped the making of documentaries in the 1930's. ''Representations: The Documentary Film'' starts today and runs through Sunday at the Whitney Museum of American Art, Madison Avenue and 75th Street.
+This evening at 8:15 o'clock, Mr. Van Dyke and Ralph Steiner, with whom he made ''The City'' in 1939, will discuss the state of the art of documentary-creation. Each evening through Saturday, other speakers will talk about other aspects of the field. Admission to the lectures: $4 each, $16 for the five.
+Each day through Sunday, Van Dyke films will be screened. ''The City'' is a remarkable 43-minute film classic, an analysis of city planning and urban life that looks at many of the stresses and strains that have not yet been alleviated 42 years later. It was made to a script by Lewis Mumford, music by Aaron Copland, and narration by Morris Carnovsky, a combination that is still formidable in the viewing.
+It will be shown at 1:30 daily, along with ''Valley Town'' (1940), a 25-minute study of what automation did to an industrial town. At 3:30, the film is ''The Photographer,'' a 27-minute 1947 appreciation of Edward Weston, who had a great effect on Mr. Van Dyke's career as photographer.
+At noon and 4 P.M. (and at 7 P.M. today only), Amalie R. Rothschild's ''Conversations With Willard Van Dyke,'' a one-hour film made this year and edited by Julie Sloane with music by Amy Rubin, will be shown.
+No extra charge for admission to films. Museum admission: $2; under-12's with adult, over-65's and college students, free. Open Tuesday, 11 to 8 (free after 5); Wednesday through Saturday, 11 to 6; Sundays, noon to 6. Information: 288-9601. GUEST SHOT
+Lynnie Godfrey, who scored a success on Broadway in ''Eubie!'' and will be back there next year in ''Stringbean,'' a musical about the early years of Ethel Waters, starts a three-week stint, tonight through Dec. 26, at Sweetwaters, the restaurant-club at 170 Amsterdam Avenue, at 68th Street (873-4100).
+Miss Godrey, who has had a busy night-club schedule around the country, will sing ballads, blues, contemporary songs, original tunes. Among all of these will be such melodies associated with Ethel Waters as ''Stormy Weather,'' ''Am I Blue'' and ''Heat Wave.''
+Sweetwaters is a spacious environment near the back end of Lincoln Center. Miss Godfrey will appear at 10 P.M. and midnight Tuesday through Saturday. No minimums, but a $5 cover Tuesday through Thursday; $7 Friday and Saturday; no cover charge at the bar. Drinks, about $3; main courses, $10 to $15. CHORUS
+The New York City Gay Men's Chorus has become an established institution, and tonight at 8 will make its Carnegie Hall debut with a program of sacred and secular music representing four centuries of creation. The establishment of the chorus, which now has 150 voices, dates back to little more than a year ago, when 17 men gathered together to sing songs. Last spring it sang at Lincoln Center's Tully Hall and received warmly approving reviews.
+Under the direction of Gary Miller, the chorus will be divided, one half on stage, one half at rear of the Dress Circle for antiphonal works, including the commissioned world premiere of a work by the American composer Conrad Susa. Also on the bill are pieces by Handel, Bach, Palestrina, Randall Thompson, Ron Thompson and, yes, P.D.Q. Bach. James Meyer and Richard Whitfield will accompany on piano.
+Admission: $5 to $25. Box office: 247-7459. TALKERS
+Gene Saks is a theater director (''Enter Laughing,'' ''Mame,'' ''California Suite'' ''I Love My Wife'') and Bernard Slade is a playwright (''Tribute,'' ''Romantic Comedy'') and together they gave Broadway ''Same Time, Next Year.'' Now they are working a a new show, ''Special Occasions,'' which will star Suzanne Pleshette and Richard Mulligan.
+That is not their only current collaboration, however. Tonight at 8 P.M. they will journey downtown to be hosts in a seminar that will examine the collaborative process between author and director. It will take place under sponsorship of New York University's department of drama on the third floor in the university's South Building student lounge, 51 West Fourth Street. Information: 598-2091.
+For Sports Today, see page D30. Richard F. Shepard
+Illustration Photo of Lynnie Godfrey",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GOING+OUT+GUIDEVIEW+MIRROR&title=New+York+Times&issn=03624331&date=1981-12-08&volume=&issue=&spage=C.9&au=Shepard%2C+Richard+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 8, 1981","It will be shown at 1:30 daily, along with ''Valley Town'' (1940), a 25-minute study of what automation did to an industrial town. At 3:30, the film is ''The Photographer,'' a 27-minute 1947 appreciation of Edward Weston, who had a great effect on Mr. [Willard Van Dyke]'s career as photographer. Miss Godrey, who has had a busy night-club schedule around the country, will sing ballads, blues, contemporary songs, original tunes. Among all of these will be such melodies associated with [Ethel Waters] as ''Stormy Weather,'' ''Am I Blue'' and ''Heat Wave.'' Gene Saks is a theater director (''Enter Laughing,'' ''Mame,'' ''California Suite'' ''I Love My Wife'') and Bernard Slade is a playwright (''Tribute,'' ''Romantic Comedy'') and together they gave Broadway ''Same Time, Next Year.'' Now they are working a a new show, ''Special Occasions,'' which will star Suzanne Pleshette and Richard Mulligan.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Dec 1981: C.9.",11/14/17,"New York, N.Y.",,"Shepard, Richard F",New York Times Company,,Newspapers,424265374,"United States, New York, N.Y.",English,8-Dec-81,MOTION PICTURES; MUSIC; CONCERTS AND RECITALS; THEATER; ENTERTAINMENT AND AMUSEMENTS,New York Times,NEWSPAPER,,,,,,,
+Careers; Private Vocational Schools,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-private-vocational-schools/docview/424188954/se-2?accountid=14586,"IN recentyears, technical vocational schools that train individuals quickly for a job have become popular, not only among high school graduates but also among individuals looking for new careers.
+Perhaps the first step is to decide what kind of technical work interests a student - computer science, cosmetology, auto mechanics, plumbing, carpentry, robotics, air-conditioning installation, secretarial skills, medical technician.
+Once a field is selected, the prospective student has to find a good vocational school, which can sometimes be a problem.
+One approach could be through personnel departments or people who work in well-known companies. For example, suppose a high school graduate wants to know the best place to train to be a computer science technician. He or she might ask someone who works for International Business Machines or another computer company.
+Another is to look behind the school and find out who owns or runs it. For example, the Bell & Howell Company, a leading photographic equipment maker, owns the Devry Technical Schools, which are in several states. The General Motors Corporation operates schools for auto mechanics.
+When big companies operate schools, they often do so because they expect to employ some of the graduates. Generally, such schools have good reputations, or the companies would not continue them.
+Also, students should not overlook the many community col leges and technical high schools that offer vocational courses. These can be checked out through high school vocational of fices.
+Suppose, however, a person settles on a private vocational school. There are 350 such schools licensed or registered by the state, and many have fewer than 200 students.
+James A. Kadamus, who heads New York State's Bureau for Proprietary Vocational Schools, offers this advice: ''What to look for in a vocational school? First, I think, shopping around is important. Many of the best schools tell prospective students to go 'see our competitors,' and they will provide some names of other schools offering the courses.'' He reasons that a good school is confident enough to welcome comparisons.
+Another important approach is to get in touch with friends. ''The vast majority of students, perhaps 80 percent, are referred to a vocational school by their friends - by word of mouth,'' he said.
+''Ask questions at the school,'' he advises. ''You alone have to decide whether it meets your needs. Check the course hours to see if the classes are held at times that fit in with your work.''
+''Get a copy of the school catalogue and also obtain placement statistics and names,'' Mr. Kadamus added.
+By placement, he means the actual jobs taken by people who have completed the course. Better yet, get in touch with such people and find out if they are still in the jobs and if they consider that their training was sufficient.
+Another important question to ask is about enrollments - the ratio of teachers and students. Check, also, the caliber of the teachers by noting their educational background. Are they teaching courses for which they have sufficient preparation?
+Then Mr. Kadamus urges sitting in on a few classes and taking the opportunity to talk to some of the students to find out what complaints they have.
+Questions to consider are these: Does the school have a technical library and do the books appear to be up to date and pertinent to the subjects. Also, what about equipment? Is it all in working order and is there enough of it for all students to work on it, either by themselves or in small groups.
+''Make your decision early, and then if you want to quit you usually can get a refund,'' Mr. Kadamus said. If students have complaints, he added, they can write or telephone him in Albany or they can get in touch with his other office in the World Trade Center.
+What about growth areas for jobs in the economy at present? Mr. Kadamus lists secretarial, computer repairs, electronics and machinists as good areas. ''I think the cosmetolgy field is down,'' he said.
+He noted that degree-giving colleges had generally been reporting declining enrollments. He said he thought that the number of private vocational proprietary schools, while it would not grow, would ''at least be stabilized.'' Like many administrators in the educational field, he said, he is ''concerned over financial aid.''
+A few years ago, private vocational schools were the subject of numerous complaints. Mr. Kadamus, who took over the bureau chief's job two years ago, said, ''We didn't want to recodify the rules, but we switched our emphasis to being more field-oriented.'' This means more inspection of the schools, more contact with their owners and more action, he said.
+Mr. Kadamus supplied a copy of a show cause order issued by the New York State Education Department. It asked for ''approprate disciplinary measures against Capacitation Schools Inc. for its operation of a business school called Business Automation School.''
+The order said that the school ''has advertised in its catalogue that it maintained an up-to-date library containing technical books and appropriate periodicals.''
+''Visits to the school facilities establish that no such library exists,'' the show cause order stated. It also found that the school ''accepted students for enrollment into approved programs without securing documentation that the students met minimum entrance requirements set by the school and approved by the education department.'' (The Busine ss Automation School said that it was in the process of expanding its library and that it was asking all students to bring proof of thei r age.)
+According to Mr. Kadamus, nine vocational schools have been charged with various infractions in the last year and a half. At worst, a school will lose its license to operate; at most, it will be allowed to make certain changes, possibly after payment of a fine.
+Such charges indicate one more approach to selecting a vocational school - the prospective student should check Mr. Kadamus's office to make sure that no major complaints have been lodged against a particular school.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Careers%3B+Private+Vocational+Schools&title=New+York+Times&issn=03624331&date=1981-09-09&volume=&issue=&spage=D.17&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 9, 1981","''Ask questions at the school,'' he advises. ''You alone have to decide whether it meets your needs. Check the course hours to see if the classes are held at times that fit in with your work.'' He noted that degree-giving colleges had generally been reporting declining enrollments. He said he thought that the number of private vocational proprietary schools, while it would not grow, would ''at least be stabilized.'' Like many administrators in the educational field, he said, he is ''concerned over financial aid.'' ''Visits to the school facilities establish that no such library exists,'' the show cause order stated. It also found that the school ''accepted students for enrollment into approved programs without securing documentation that the students met minimum entrance requirements set by the school and approved by the education department.'' (The Busine ss Automation School said that it was in the process of expanding its library and that it was asking all students to bring proof of thei r age.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Sep 1981: D.17.",11/14/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,424188954,"United States, New York, N.Y.",English,9-Sep-81,EDUCATION AND SCHOOLS; VOCATIONAL TRAINING,New York Times,NEWSPAPER,,,,,,,
+RETIREMENT SHARPENS SINGER'S STING,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/retirement-sharpens-singers-sting/docview/424194370/se-2?accountid=14586,"At 63 years old Joe Glazer, known as labor's troubadour, continues to write and sing his songs of social commentary and protest.
+Mr. Glazer, who retired this year from the International Communication Agency, where he worked as a labor specialist, is now free to take his musical pokes at the Reagan Administration and to sing publicly the songs that, he says, he used to sang ''only in the closet.''
+''When I was at I.C.A. I was grounded - I was Hatched,'' he said with a grin, ''and I had to stay away from straight political songs.'' Being ''Hatched'' is a Government employee's way of saying he was barred from political activity by the Hatch Act.
+Even in those years, one could find him in Lafayette Park on his lunch hour performing at a rally on behalf of the handicapped, or singing at a memorial service for Walter Reuther or at a Labor Day picnic in the Carter White House. Strumming 'Jellybean Blues'
+But now, hunkered down lovingly over his guitar, his wide grin flashing, his sherry-colored eyes gleaming impishly behind hornrimmed glasses, he sings his ''Jellybean Blues,'' his baritone voice moving into the low-down, gutsy beat of the chorus: If you've got it you can flaunt it From your head to your Gucci shoes. But if you're working for a living, You're singing the jellybean blues.
+''It's not Beethoven,'' he says of his music. ''It's like a political cartoon - it must make a point and should be a real energizer. The key thing is the lyric and the mood.''
+''I try to keep the blows hard but above the belt,'' he said. ''I don't complain about anyone living well. Heck, I live in a nice house myself and I just bought a car. But when you read that Nancy Reagan has bought a $5,000 designer dress on the day that people are cutting food stamps - that's worth a song.''
+Born in New York City of immigrant parents, he majored in mathematics and physics at Brooklyn College. It was in graduate school at the University of Wisconsin that he met his wife, Mildred, and discovered the field of labor economics. That led him to switch his major because his newfo und field ''was a lot more fun.''
+For the next 16 years he worked as education director, first with the textile workers and then with the rubber workers, teaching labor history, writing leaflets, walking picket lines, singing his songs at dinners, conventions, civil rights rallies, and using his music to rally the people behind causes. 20 Record Albums
+He is co-author of the book ''Songs of Work and Protest,'' has been the subject of two public television programs and has produced 20 record albums and written more than 100 songs.
+His ''Automation'' and ''Too Old To Work, Too Young To Die,'' are labor movement classics, but his best known song is one that was written in 1949 after a five-month strike at the Safie Textile Mill in Rockingham, N.C. It tells of a heavenly textile plant ''on a golden boulevard.'' The mill was made of marble, The machines were made out of gold, And nobody ever got tired And nobody ever grew old.
+''The interesting thing about that song,'' says Mr. Glazer, is that it never mentions the word union - you don't have to be a textile worker to identify with it.'' In 1961 when Edward R. Murrow, one of Mr. G lazer's heroes, became head of the United States Information Agency, Mr. Glazer joined it asa labor specialist based in Mexico. Travels Around World
+He returned to Washington in 1964 to serve as an adviser on American labor to all elements in the agency and over the years he has traveled to 60 countries in Europe, Asia and Africa ''telling America's story,'' he said, singing about cowboys, immigrants and the civil rights and labor movements.
+Mr. Glazer, who characterizes himself as ''a Hubert Humphrey Democrat,'' tells his stories with verve and sings his songs with a contagious gusto that sets feet tapping.
+''You've got to keep your sense of humor, otherwise you won't be able to get up in the morning,'' he said. ''Protest songs use humor, they tell about terrible conditions, but you still have to be able to laugh and sing and tell a joke. You know, that's a very important thing - life goes on.''
+Two months ago Mr. Glazer sang for 8,000 coal miners at a black lung rally here, and yesterday he was at a Cesar Chavez convention in Fresno, Calif. On Sept. 19, he plans to attend the labor Solidarity Day being held on the Mall here to protest the Reagan Administration's social welfare budget cuts.
+At the time of Senator Humphrey's death he wrote a song that had Hubert Humphrey counseling: ''Stop your weeping, stop your mourning ... the greatest songs are yet to be sung.''
+''There are always new problems,'' said Mr. Glazer, ''new songs to write, and with Reagan around, there is good fertile ground.''
+Illustration photo of Joe Glazer",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=RETIREMENT+SHARPENS+SINGER%27S+STING&title=New+York+Times&issn=03624331&date=1981-09-07&volume=&issue=&spage=A.6&au=BARBARA+GAMAREKIAN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 7, 1981","''When I was at I.C.A. I was grounded - I was Hatched,'' he said with a grin, ''and I had to stay away from straight political songs.'' Being ''Hatched'' is a Government employee's way of saying he was barred from political activity by the Hatch Act. His ''Automation'' and ''Too Old To Work, Too Young To Die,'' are labor movement classics, but his best known song is one that was written in 1949 after a five-month strike at the Safie Textile Mill in Rockingham, N.C. It tells of a heavenly textile plant ''on a golden boulevard.'' The mill was made of marble, The machines were made out of gold, And nobody ever got tired And nobody ever grew old. ''You've got to keep your sense of humor, otherwise you won't be able to get up in the morning,'' he said. ''Protest songs use humor, they tell about terrible conditions, but you still have to be able to laugh and sing and tell a joke. You know, that's a very important thing - life goes on.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Sep 1981: A.6.",11/15/17,"New York, N.Y.",,"BARBARA GAMAREKIAN, Special to the New York Times",New York Times Company,,Newspapers,424194370,"United States, New York, N.Y.",English,7-Sep-81,MUSIC; LABOR; BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+SAVIN TO ACQUIRE U.S. OLIVETTI,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/savin-acquire-u-s-olivetti/docview/424094178/se-2?accountid=14586,"The Savin Corporation and the Olivetti Group, two companies that have had financial difficulties and trouble gaining solid footholds in America's office automation business, announced yesterday that they would merge their efforts in that market.
+Under a proposed agreement, Savin will acquire the Olivetti Corporation, the American arm of the Italian company, for about $63 million in common and preferred stock.
+The new company, the Savin Olivetti Corporation, will be owned 70 percent by shareholders of Savin and 30 percent by Olivetti. It will be controlled by the top executives of Savin.
+The new agreement would move Savin into such areas as electronic typewriters, word processors and calculators. ''This makes us a more-than-one product company,'' said Daniel L. Gotthilf, senior vice president for finance. World Distribution Force
+Even more important, he said, Olivetti will market the new Savin copier in Europe and some other parts of the world, giving Savin an instant international distribution force. Previously Savin had no foreign operations because its agreement with Ricoh -whose copiers it markets under its own name through a network of 600 dealers - restricted its sales operations to North America.
+In a joint announcement, officials of both companies said the agreement would merge Savin's strength in copier marketing with Olivetti's expertise in electronic typewriters, desktop calculators and other equipment. The combination, the companies said, would vault them to the forefront of the office automation business.
+Analysts, however, suggested that neither company was strong enough in its respective areas to justify such optimism. ''It's not like all of a sudden they become the major challenger to Xerox and I.B.M.'' said Eugene Glazer of Dean Witter Reynolds. ''I don't think they become a tremendous threat, but it's a stronger entity than before.'' Reasons Called Strange
+However, another analyst, who declined to be identified, said the deal did not seem to make sense. ''The reasons are strange unless there's another shoe to drop,'' he said, indicating there was speculation that Olivetti, which is bigger worldwide than Savin, eventually intends to acquire the American copier concern. However, the proposed agreement states that Olivetti cannot increase its holdings in the new company for five years.
+Savin, founded in 1959, surged to become one of the industry leaders by marketing through its dealer network office copiers made by Ricoh of Japan, but has now run into difficulties. Ricoh is entering the United States market on its own and will stop supplying Savin with copiers in 1983, leaving Savin to manufacture its own computers.
+Meanwhile, the high costs of starting the manufacturing operation - Savin will market its first copier next year -and of trying to branch into other areas of office automation have eroded Savin's profits. In the nine months ending in January, the company reported a net income of only $1.2 million on revenues of $318 million. Savin, according to analysts, has been unsuccessful in attempts to branch into other areas, such as word processors, on its own.
+Savin's stock closed on the New York Stock Exchange yesterday at 13 1/8, down 1 3/8. Olivetti Small in U.S.
+Olivetti is a leading worldwide supplier of office equipment, including typewriters, copiers, computers, word processors and calculators. But in the United States, the company has been only a small player, especially in copiers. It makes some of the copiers it sells in the United States and also buys some from the Japanese.
+The Olivetti Group worldwide earned $105 million on $2.2 billion in revenues in 1980. The Olivetti Corporation, the United States subsidiary, had losses of $24.5 million on sales of $154 million in 1980. Last year the Italian parent reorganized its American operations and Mr. Gotthilf of Savin said Olivetti had ''turned the corner'' and is now operating at a break-even level.
+Mr. Gotthilf said that Savin had not yet decided whether the new venture would continue to sell Olivetti's copiers. It has also not been decided whether to retain all of Olivetti's existing American executives and its approximately 600 dealers in this country. The dealers now overlap to some extent with Savin's 600 dealers and 53 branch locations.
+One analyst predicted there would be ''a lot of bloodshed,'' because of the overlap of the two companies, but Mr. Gotthilf discounted that possibility.
+The proposed merger is subject to execution of a definitive agreement, approval by the boards of both companies and by the shareholders of Savin. It will not affect existing agreements the Italian company had made with other United States companies such as Docutel, a Texas manufacturer of automated bank tellers.
+Illustration Photo of Savin of Olivetti",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SAVIN+TO+ACQUIRE+U.S.+OLIVETTI&title=New+York+Times&issn=03624331&date=1981-05-20&volume=&issue=&spage=D.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 1981","Analysts, however, suggested that neither company was strong enough in its respective areas to justify such optimism. ''It's not like all of a sudden they become the major challenger to Xerox and I.B.M.'' said Eugene Glazer of Dean Witter Reynolds. ''I don't think they become a tremendous threat, but it's a stronger entity than before.'' Reasons Called Strange Another analyst, who declined to be identified, said the deal did not seem to make sense. ''The reasons are strange unless there's another shoe to drop,'' he said, indicating there was speculation that Olivetti, which is bigger worldwide than Savin, eventually intends to acquire the American copier concern. However, the proposed agreement states that Olivetti cannot increase its holdings in the new company for five years. Mr. [Daniel L. Gotthilf] said that Savin had not yet decided whether the new venture would continue to sell Olivetti's copiers. It has also not been decided whether to retain all of Olivetti's existing American executives and its approximately 600 dealers in this country. The dealers now overlap to some extent with Savin's 600 dealers and 53 branch locations.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 1981: D.1.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424094178,"United States, New York, N.Y.",English,20-May-81,"MERGERS, ACQUISITIONS AND DIVESTITURES; STOCKS AND BONDS",New York Times,NEWSPAPER,,,,,,,
+RISING TREND OF COMPUTER AGE: EMPLOYEES WHO WORK AT HOME,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rising-trend-computer-age-employees-who-work-at/docview/424070769/se-2?accountid=14586,"Louise Priester used to key-punch insurance claims into a computer in the office of Blue Cross-Blue Shield of South Carolina. Now she does the same thing from a bedroom in her house in Columbia, S.C., using a terminal connected to the office's computer by telephone.
+Like Mrs. Priester, a small but growing number of workers are doing office work at home on small computers or terminals with typewriter keyboards. Corporations encourage the practice, to save commuting time for their employees and to recruit some workers, such as mothers of small children, who might not be able to hold conventional jobs.
+Working at home gives employees more flexibility in scheduling other activities. ''I can get up when I want to and work when I want to,'' said Mrs. Priester, adding that she can now take better care of her elderly mother.
+Companies and workers say the new system can transform relationships between co-workers, between employees and employers and between workers and their families.
+''What we're really talking about is returning production to the home, which is where it was before the Industrial Revolution,'' said Alvin Toffler, author of the book ''The Third Wave,'' in an interview. Although Mr. Toffler is dismissed by many as an unrealistic visionary, he has drawn attention to working at home with a phrase, ''the electronic cottage.''
+People have always worked at home, of course. Nearly 2.6 million people, or 3.2 percent of the United States labor force, worked at home in 1975, according to the latest figures available from the Census Bureau. More than one-third of them were farmers, and many of the rest were in business for themselves. What electronics can do is extend that option to more people in a diversity of occupations, including employees of large corporations.
+Some see working at home as part of a trend in which telecommunications, growing more sophisticated, replaces transportation, growing more expensive because of rising energy costs.
+In an experiment in Knoxville, Tenn., people bank electronically without leaving home. Others elsewhere in the nation shop electronically from home. In Columbus, Ohio, people can use two-way cable television to vote at home. And business people, instead of traveling to other cities, can now hold meetings in which they see as well as hear colleagues across the nation.
+These new activities are called teleshopping and teleconferencing. Working at home has been dubbed telecommuting. So far, the number of full-time telecommuters is small. There are probably hundreds of them nationwide. They are confined to jobs that lend themselves to solitary effort: writers, typists and computer programmers. Thousands of others in various jobs, including corporate executives, do extra work at home on personal computers or terminals. Programmers' Tasks
+The Control Data Corporation, the Minneapolis computer company, has 60 of its 48,000 United States employees, mostly computer programmers, working at home. The Continental Illinois National Bank and Trust Company in Chicago recently hired four persons to transcribe recorded dictation in their homes and transmit the text to office computers.
+Other concerns, including the Aetna Life and Casualty Companies, the North American Life Insurance Company and the Manufacturers Hanover Trust Company, are studying similar programs.
+The FMC Corporation in Chicago, while requiring workers to come to the office during the day, has installed terminals in the homes of four programmers. They are on call at night to handle computer breakdowns.
+''They used to get a phone call, hop in their car, take 45 minutes getting to the office, 15 minutes solving the problem and 45 minutes driving home,'' said Robert A. Copella, FMC's manager of manufacturing systems. Now the programmers can solve the problem in their pajamas.
+Work at home is done on terminals, word processors or computers that cost several thousand dollars. The devices either print out data on paper or display it on a television screen. Role of Phone Varies
+In some cases, the terminal must be continuously linked by telephone with a central computer. In other cases, terminals and word processors have their own computing capacity. The worker uses the phone only to transmit the final work to the central computer.
+Home typists for Continental Illinois record dictation off the telephone. They type the text and edit it on computer screens. Then they dial a special number, put the telephone receiver in a cradle and transmit the completed text over the phone line to the bank's computer.
+Employees have mixed feelings about working at home. Although it gives them more freedom, it removes them from the social life of the office. Some think their fellow workers or supervisors mistrust those who work at home.
+''I still think there's a mentality around here that people who work at home are not working,'' said the vice president of a New York-based management consulting firm who works out of his home in Florida. His house contains a small computer, a word processor and a printer, allowing him to prepare reports.
+''I like to have uninterrupted periods to work alone,'' he said. ''If I have to stop and go to a meeting for two hours, I lose more than two hours.'' Special Arrangement
+He concedes that he was able to work out such an arrangement only because of his stature in the firm, and he asked that his name not be used because the management did not want other employees to know about the setup.
+John Pistacchi of Control Data, who last year worked at his home in San Jose, Calif., found that his business associates hesitated to call him because they did not want to disturb him at home, even though they knew he was working there.
+Some people could not work at all except at home. ''I have a small child and don't have to get a baby-sitter,'' said Terry Medlin of Columbia, S.C., one of Blue Cross-Blue Shield's four ''cottage keyers.''
+Mrs. Medlin said, however, that working at home ''gets kind of lonesome some of the time.'' The hardest part, she said, is ''putting yourself on a schedule.''
+Being with one's family can be an advantage, but it can also be a distraction. David A. Pimley, a Control Data employee in Sunnyvale, Calif, who worked at home last year, said his daughter continued to go to a neighbor's house after school, even if her father was at home. ''I was there to work, not to baby-sit,'' Mr. Pimley said. A Portable Terminal
+Vincent E. Giuliano, who works for Arthur D. Little Inc., the Cambridge, Mass., consulting concern, uses a portable terminal that allows him to work not only from his home but also from a cottage in New Hampshire or from a motel while on business trips.
+Working at home can give handicapped people a chance at employment they would not otherwise have. Lift Inc., a nonprofit organization based in Northbrook, Ill., has trained about 30 handicapped workers who now write computer programs from their homes for companies such as the Standard Oil Company (Indiana), the First National Bank of Chicago and Montgomery Ward & Company.
+Some of the handicapped workers operate the keyboard with sticks strapped to their hands. In a compromise between saving commuting time and retaining workers' contact with others, some companies have opened neighborhood offices and allowed employees to work at the one closest to home. Control Data will soon open such a center for 55 workers.
+The Southern New England Telephone Company tested a remote business center in 1978. The center, in Meriden, Conn., 15 miles from company headquarters in New Haven, was equipped with phones, facsimile machines and message-handling terminals. Feeling of Isolation
+Yet the four workers at the remote center felt isolated. Among other things, they had trouble obtaining files from the central office.
+''Being away from the home area was almost like the old cliche 'out of sight, out of mind,' '' said Anthony J. Francalangia, a planner who worked at the remote office.
+Work-at-home programs can save corporations the cost of expanding office space in expensive downtown areas and can allow them to recruit workers who otherwise would not be available. This is especially important for jobs where qualified workers are in short supply - secretaries and computer programmers, for instance.
+''The industry is starving for computer talent, so we make available a resource that is hidden from the market,'' said Leah L. Tracy, branch manager of Heights Information Technology Service Inc. This data processing consulting company, with offices in Tarrytown, N.Y., and Oakland, Calif., employs 180 persons who write programs, mainly at home.
+Yet many companies balk at the idea because having employees work at home raises problems. It requires new ways of making sure that an employee puts in a full day's work.
+''A lot of companies are really conservative about this,'' said Margrethe Olson, an assistant professor at the New York University Graduate School of Business Administration, who is studying work-athome programs. ''They want those employees in sight.'' Output Quotas Set
+Blue Cross-Blue Shield of South Carolina and Continental Illinois both require a certain minimum daily output from their clerical workers who stay at home. Other companies restrict work at home to salaried employees who are judged by output, not hours worked.
+Companies must also decide if they save money by having employees stay home. Blue Cross-Blue Shield has found that its cottage keyers process claims less expensively than its office keyers. But that is because the cottage keyers get no fringe benefits and must pay for their own terminals, paper and phone bills - at a cost of $2,640 a year.
+Technological problems can arise. At Continental Illinois, occasional computer breakdowns prevent home typists from sending in their finished text. The taped dictation has to be sent back over the phone and transcribed in the bank.
+If working at home catches on, the long-term effects could be widespread, according to Mr. Toffler and Charles C. McClintock, a psychologist in the College of Human Ecology at Cornell University, who is studying the phenomenon.
+When work is done at home, they said, family members can share a job and can work for more than one company. Distance Unimportant
+Data can be transmitted long distance as well as locally, so there is little need for workers to be in the same city as their employer.
+When a person gets a new job, instead of moving, he or she may merely ''plug into a different line,'' Mr. Toffler said. No one expects the office or factory to disappear. Too many jobs require face-to-face meetings. This may bar full work-at-home programs.
+''There are not that many types of white-collar or blue-collar jobs that can be done on a lonely basis,'' said Kenneth G. Bosomworth, president of International Resource and Development Inc., a consulting concern that studies office automation. ''What you end up with is a scenario in which only 1 or 2 percent of the work force can commute in this way.''
+Jack M. Nilles, director of interdisciplinary programs at the University of Southern California, is more optimistic. He estimates that 15 percent of the urban work force may work at home by 1990.
+But Dr. Nilles, a proponent of telecommuting, finds it hard to practice what he preaches because meetings require him to come to campus at least four times a week.
+''If I could schedule the rest of the university better, I wouldn't have to,'' he said.
+Illustration photo of Vincent Giuliano",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=RISING+TREND+OF+COMPUTER+AGE%3A+EMPLOYEES+WHO+WORK+AT+HOME&title=New+York+Times&issn=03624331&date=1981-03-12&volume=&issue=&spage=A.1&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 12, 1981","''What we're really talking about is returning production to the home, which is where it was before the Industrial Revolution,'' said Alvin Toffler, author of the book ''The Third Wave,'' in an interview. Although Mr. Toffler is dismissed by many as an unrealistic visionary, he has drawn attention to working at home with a phrase, ''the electronic cottage.'' Some people could not work at all except at home. ''I have a small child and don't have to get a baby-sitter,'' said Terry Medlin of Columbia, S.C., one of Blue Cross-Blue Shield's four ''cottage keyers.'' ''There are not that many types of white-collar or blue-collar jobs that can be done on a lonely basis,'' said Kenneth G. Bosomworth, president of International Resource and Development Inc., a consulting concern that studies office automation. ''What you end up with is a scenario in which only 1 or 2 percent of the work force can commute in this way.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Mar 1981: A.1.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424070769,"United States, New York, N.Y.",English,12-Mar-81,DATA PROCESSING; DOMESTIC SERVICE; LABOR,New York Times,NEWSPAPER,,,,,,,
+Technology; Automating Gene Splicing,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-automating-gene-splicing/docview/424039974/se-2?accountid=14586,"AUTOMATION can spell the difference between a promising vision bottled up in a research center and a flourishing new enterprise. Some experts in the new field of biotechnology say that gene splicing is a case in point.
+Gene splicing is also known as recombinant DNA because most genes are composed of deoxyribonucleic acid. Researchers have shown that the genetic code governing how single-cell organisms such as bacteria function can be altered so that the bacteria will produce useful medical or industrial products.
+However, so far only a few research-oriented businesses have benefited economically. Experts say this is not unrelated to the difficulty in automating the technology involved.
+The first step in this branch of biological engineering is to obtain a gene with a desired trait, such as that which tells a cell to produce human insulin. (Recombining that gene with those in bacteria is the means for making the bacteria produce insulin.)
+To date, such work has been the province of highly skilled professionals who are in short supply. Many of them have spent substantial amounts of their time in the painstaking process of assembling genetic fragments. Such fragments are used to locate a desired gene in a living cell or, less often, to construct it synthetically .
+Because of the research bottleneck, only a handful of the most promising genes have been receiving attention. The slow development process has also delayed work on downstream problems such as how genetically engineered products can be safely and inexpensively mass produced.
+Can automation of research help clear the path toward commercial prosperity? Advances in understanding the chemistry of assembling genetic fragments have finally led to the introduction of the first microprocessor-controlled gene fragment assemblers.
+Genes (and DNA) are built out of four basic molecules called nucleotides. The order of the nucleotides, which appear in pairs in DNA, is the basis of the genetic code. In the traditional method of gene assembly, every time a nucleotide was added to the chain (known as a polynucleotide) being built in a solution, it could take days to separate the chains with the desired coding sequence from all the others.
+The goal was usually to build a 10-to 15-unit polynucleotide to use as a probe for a gene containing the same sequence. A shorter probe might come across too many different genes with the same sequence to help pinpoint the desired gene. Longer probes are hard to assemble in useful quantities because the yield goes down each time more nucleotides are added to the solution.
+The new method, known as the solid support method, was developed from the technique used to assemble protein fragments. The first nucleotide in the chain is chemically attached to a solid particle that is anywhere from 10,000 to 100,000 times larger than it. That keeps the desired polynucleotide in the solution while the others are flushed out after each round, thus reducing the complexity of genefragment assembly to the point where automation is feasible.
+Last fall, the Vega Biochemicals division of Vega Laboratories Inc., a Tucson, Ariz., company that has been involved in synthesizing protein fragments, became the first to market a microprocessor-controlled polynucleotide synthesizer. The microprocesssor controls the sequence and duration of each step in the gene-fragment synthesis cycle, bringing in the various components to be mixed. Vega's research suggests that each cycle has been broken down to 30 separate steps. Informally dubbed the ''gene machine,'' the synthesizer costs about $50,000. A prototype was donated to the City of Hope Hospital in Duarte, Calif., and another early model was sold to a G.D. Searle laboratory in Britain, according to Dr. James Shull, Vega's operations manager.
+Competition is imminent. Biologicals Inc., a Toronto company, will introduce at a news conference in New York City next Thursday a unit that it says will outperform Vega's at half the price.
+''The cycle to add a nucleotide will be reduced to 45 minutes,'' Robert Bender, the company's president, said. ''In addition, the system will be so simple that any intelligent person with 30 minutes' training can operate it.''
+According to Bioengineering News, an industry newsletter, three other companies are expected to enter the field soon. The newsletter also predicts that 400 units worth $20 million will be sold by 1982.
+Illustration photo of microprocessor-controlled polynucleotide synthesizer",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Automating+Gene+Splicing&title=New+York+Times&issn=03624331&date=1981-01-15&volume=&issue=&spage=D.2&au=Feder%2C+Barnaby&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 15, 1981","Genes (and DNA) are built out of four basic molecules called nucleotides. The order of the nucleotides, which appear in pairs in DNA, is the basis of the genetic code. In the traditional method of gene assembly, every time a nucleotide was added to the chain (known as a polynucleotide) being built in a solution, it could take days to separate the chains with the desired coding sequence from all the others. Last fall, the Vega Biochemicals division of Vega Laboratories Inc., a Tucson, Ariz., company that has been involved in synthesizing protein fragments, became the first to market a microprocessor-controlled polynucleotide synthesizer. The microprocesssor controls the sequence and duration of each step in the gene-fragment synthesis cycle, bringing in the various components to be mixed. Vega's research suggests that each cycle has been broken down to 30 separate steps. Informally dubbed the ''gene machine,'' the synthesizer costs about $50,000. A prototype was donated to the City of Hope Hospital in Duarte, Calif., and another early model was sold to a G.D. Searle laboratory in Britain, according to Dr. James Shull, Vega's operations manager. ''The cycle to add a nucleotide will be reduced to 45 minutes,'' Robert Bender, the company's president, said. ''In addition, the system will be so simple that any intelligent person with 30 minutes' training can operate it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Jan 1981: D.2.",11/15/17,"New York, N.Y.",,"Feder, Barnaby",New York Times Company,,Newspapers,424039974,"United States, New York, N.Y.",English,15-Jan-81,RESEARCH; GENETICS AND HEREDITY; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; BENEFICIAL NATIONAL LIFE NAMES TOP EXECUTIVE,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-beneficial-national-life-names/docview/423971356/se-2?accountid=14586,"Joseph Fafian, 41 years old, has been named president and chief operating officer of the Beneficial National Life Insurance Company. He succeeds Frank T. Crohn, a 56-year-old founder of the corporation, who was elected deputy chairman and will continue as chief executive officer. Gerald Tsai Jr., 51, the well-known financial analyst, remains chairman of the insurance company and its parent, Associated Madison Companies, both of which are based in New York.
+Beneficial, one of about 40 companies to be licensed in all 50 states, was acquired by Associated Madison last October. A specialist in low-cost life, accident and health insurance sold primarily through mass-marketing channels, it had $5.8 billion worth of life insurance in force at the end of the second quarter of 1980.
+Our short-term priorities are streamlining the operations through automation to reduce staff, hence expenses, very dramatically,'' Mr. Fafian said. ''I'll be spending a lot of time formalizing procedures and installing new software that can give you the kind of reports you really need. For the longer term, we want to capitalize on the marketing ideas that have been developed.''
+Before joining Beneficial earlier this month, Mr. Fafian spent his entire career with the USLife Corporation. He started in 1959 as an actuarial student, a trainee position, and moved through actuarial, operations and management positions to senior executive vice president. For almost two years, he had been president and chief executive officer of the United States Life Insurance Company, a subsidiary.
+Mr. Fafian observed that he had met Mr. Tsai while he was associated with USLife. ''We used to make presentations to the Tsai Forum,'' he added, referring to periodic meetings at which corporations discuss their activities before an audience of analysts.
+LIBBEY-OWENS FORD PRESIDENT
+Frederick W. Schwier, 57, has been appointed president and chief operating officer of the Libbey-Owens-Ford Company, effective Oct. 1. He succeeds Don T. McKone, 59, who was named to the vacant post of chairman and remains chief executive officer.
+Libbey-Owens-Ford, with headquarters in Toledo, is a diversified industrial manufacturing corporation. The company is especially known for its original equipment and replacement automotive glass.
+Mr. Schwier has been with the company and its Aeroquip fluid power subsidiary, based in Jackson, Mich., for 29 years. He became executive vice president of Aeroquip in 1974, president of the subsidiary in 1976 and executive vice president of Libbey-Owens-Ford last year. He will continue as president of Aeroquip.
+Mr. McKone, a lawyer and former senior partner of McKone, Badgley, Kendall & Domke, joined Aeroquip in 1949 and was its president in 1968, the year it was acquired by Libbey-Owens-Ford. He became executive vice president of the Toledo company in 1971, president and chief operating officer in 1976 and chief executive officer three years later.
+TEACHER TO HEAD STEEL GROUP
+When Andrew G. Sharkey, a high school economics and history teacher, participated in a summer internship program for teachers organized by the Steel Service Center Institute in 1975, he never expected to go to work for the organization, the trade association for the nation's steel warehouses. But as it turned out, Mr. Sharkey joined the institute in 1978 as director of education and on Jan. 1 will become president and chief administrative officer.
+''One of the real problems that business confronts is that high school social studies and economics teachers simply do not understand the free enterprise system,'' said Mr. Sharkey, who is 34 years old. ''In the work-learn program, we rode the trucks, worked in the shops, made sales calls and learned how service centers operate.''
+A couple of years after participating in the program, sponsored by Joseph T. Ryerson & Son, a member of the institute, Mr. Sharkey was asked to present his impressions at a regional meeting of the organization. Soon afterward he was asked to join the association to run its educational programs, leaving the teaching profession, in which he had spent 10 years.
+A year later, he became executive vice president and, following an extensive search process, he was elected to succeed Robert G. Welch as president. Mr. Welch, 65, joined the institute in 1954 when it was known as the American Steel Warehouse Association, became its head in 1955 and was appointed president seven years later. He will move up to the new post of vice chairman until he retires in 1982.
+''I'm going to take a look at new kinds of services we can provide our members, particularly statistical services,'' Mr. Sharkey said. ''Last year, service centers surpassed automotive as the leading customer of the steel industry. So I suspect that I will be out much more aggressively with our chapters.''
+Illustration Photo",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+BENEFICIAL+NATIONAL+LIFE+NAMES+TOP+EXECUTIVE&title=New+York+Times&issn=03624331&date=1980-09-29&volume=&issue=&spage=D.2&au=Sloane%2C+Leonard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 29, 1980","Our short-term priorities are streamlining the operations through automation to reduce staff, hence expenses, very dramatically,'' Mr. [Joseph Fafian] said. ''I'll be spending a lot of time formalizing procedures and installing new software that can give you the kind of reports you really need. For the longer term, we want to capitalize on the marketing ideas that have been developed.'' ''One of the real problems that business confronts is that high school social studies and economics teachers simply do not understand the free enterprise system,'' said Mr. [Andrew G. Sharkey], who is 34 years old. ''In the work-learn program, we rode the trucks, worked in the shops, made sales calls and learned how service centers operate.'' ''I'm going to take a look at new kinds of services we can provide our members, particularly statistical services,'' Mr. Sharkey said. ''Last year, service centers surpassed automotive as the leading customer of the steel industry. So I suspect that I will be out much more aggressively with our chapters.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Sep 1980: D.2.",11/15/17,"New York, N.Y.",,"Sloane, Leonard",New York Times Company,,Newspapers,423971356,"United States, New York, N.Y.",English,29-Sep-80,,New York Times,NEWSPAPER,,,,,,,
+A BEER LOVER'S PILGRIMAGE TO A VICTORIAN-ERA BREWERY,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/beer-lovers-pilgrimage-victorian-era-brewery/docview/423963163/se-2?accountid=14586,"Visitors to Stamford, 90 miles north of London, may tour a Victorian-era steam brewery where beer was made in the classic way until 1974. The whitewashed buildings of Melbourne's All Saints Brewery, gathered around a courtyard in the center of the town, have recently been re-opened to the public as the Stamford Brewery Museum. Because the buildings are solid and the equipment made to last, little about the brewery changed from its opening in 1825 until its last brew was made six years ago.
+''It is a rarity to find a brewery like this intact,'' said Anne Dodd, the museum curator. ''Ones like this usually close or switch from steam to automation. It's a tribute to the engineer that he kept the machines in good shape until 1974.
+The principles of brewing have not changed much, but new techniques mean a larger scale of production and some adulterated ingredients are used,'' said Miss Dodd, a former archeologist. ''Today, brewed beer might not have seen a real hop and breweries use stainless steel, aluminuim and plastic storage tanks instead of this beautiful equipment.''
+The brewery's glory is still the warm polished wood and gleaming copper machinery. As brewing principles become clear on the tour - traditional beer is made from sprouted and roasted barley grains called malt, hops, water, yeast and sometimes sugar - so does the compact efficiency of the layout of the machines.
+The boiler, fired by coke and the heart of the steam brewery, is the first stop on the first floor of the dark, three-story brewing building. (It was the high cost of replacing the boiler that made Melbourne's decide to close.) The most important function of the steam was to heat the water used for brewing and boiling. The engineer even installed a steam-heated bar to warm the feet of the women who bottled the beer.
+Visitors see the 1910 steam engine, on the middle floor, with its many wheels and pipes. Beside it is the mash tun, an 8 by 6 foot wooden vat used to brew the hot water and malted barley. This extract was drained into a copper vat, with hops added, to continue the stewing process. The aroma in brewing towns comes from this stage. Then the hops were drained before the liquid was pumped up to a cooler and on to more vats, where yeast was added, to age. Finally, beer emerged and it was poured into casks for delivery to pubs.
+After petting the immense draft horse called Stout and inspecting the painted dray his forebears pulled, visitors can buy refreshments - coffee, soft drinks or a lunch of bread and cheese - in what was once the harness room and ask questions of the curator. Visitors may have a pint of beer for 90 cents; it is similar to the kind the brewery made, though it comes from Samuel Smith's of Yorkshire, the brewery that runs the museum.
+The museum is open Wednesday through Sunday from 10 to 4. Admission is $1 for adults and 50 cents for children. A brochure explaining brewing and describing Melbourne's history costs 70 cents. Miss Dodd gives guided tours to groups, by arrangement, in the evening. For more information, contact Anne Dodd, Stamford Brewery Museum, All Saints Brewery, All Saints Street, Stamford, Lincolnshire (telephone: Stamford 0780-52186).
+To visit Stamford from London, take the A1 highway or the train from King's Cross Station, changing trains at Peterborough for Stamford. The rail journey takes two hours and a day round-trip fare is about $16. The George Hotel, an ivy-covered 15th-century coaching inn, is next door to the train station. Its raftered bar is a hospitable place to relax while waiting for a train back to London. - JEAN E. MANN
+Illustration Photo map",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+BEER+LOVER%27S+PILGRIMAGE+TO+A+VICTORIAN-ERA+BREWERY&title=New+York+Times&issn=03624331&date=1980-08-24&volume=&issue=&spage=A.3&au=Mann%2C+Jean+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 24, 1980","''It is a rarity to find a brewery like this intact,'' said Anne Dodd, the museum curator. ''Ones like this usually close or switch from steam to automation. It's a tribute to the engineer that he kept the machines in good shape until 1974. The principles of brewing have not changed much, but new techniques mean a larger scale of production and some adulterated ingredients are used,'' said Miss Dodd, a former archeologist. ''Today, brewed beer might not have seen a real hop and breweries use stainless steel, aluminuim and plastic storage tanks instead of this beautiful equipment.'' The museum is open Wednesday through Sunday from 10 to 4. Admission is $1 for adults and 50 cents for children. A brochure explaining brewing and describing Melbourne's history costs 70 cents. Miss Dodd gives guided tours to groups, by arrangement, in the evening. For more information, contact Anne Dodd, Stamford Brewery Museum, All Saints Brewery, All Saints Street, Stamford, Lincolnshire (telephone: Stamford 0780-52186).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Aug 1980: A.3.",11/14/17,"New York, N.Y.",,"Mann, Jean E",New York Times Company,,Newspapers,423963163,"United States, New York, N.Y.",English,24-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+CAUSE OF MIDDLE-CLASS EXODUS FROM CITIES IS DEBATED AS RACIAL TENSIONSRISE,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cause-middle-class-exodus-cities-is-debated-as/docview/423969717/se-2?accountid=14586,"Special to The New York Times
+The flight of middle-class Americans and jobs from the central cities, leaving large concentrations of blacks behind, has become an established fact, but the cause of the flight is still a subject of controversy.
+On one side is the argument that one-third of the black population continues in isolation and poverty because of whites' overt racial prejudice. This is the view of most black political and social leaders.
+On the other side is the view, which is gaining adherents even among some blacks, that such blind economic forces as technological and business developments have become more important than race in explaining why so many blacks remain poor after a decade in which many others have found opportunities in business and government.
+Chicago Given as Example
+This view was propounded two years ago by William J. Wilson, a black sociologist at the University of Chicago, in a book entitled ''The Declining Significance of Race,'' which he updated this summer. It is shared by a number of other sociologists and economists.
+Chicago provides an example of what is involved. The 1980 census is expected to show that in the 1970's more than 600,000 whites moved out of Chicago to the suburbs and beyond, population experts here announced recently.
+At the same time, the black population increased by 100,000, and blacks now make up 40 percent of the city's estimated 2,972,000 residents, the experts added. They also said that Hispanic residents, whose numbers doubled in the last decade, made up an additional 12 percent.
+And while these population shifts were occurring, the city lost more than 200,000 jobs, mostly in manufacturing, according to census figures.
+Similar Trends Elsewhere
+Chicago's experience has not been unusual. Similar trends have been occurring in cities throughout the nation, and the changes, in the opinion of a wide range of authorities, are directly related to the growing unrest that black leaders have been reporting in urban centers this year.
+The loss of jobs that the unskilled and poorly educated could fill, the growing concentrations of poor blacks in the central cities and the advancing isolation of the black ''underclass'' from the more productive middle class of both blacks and whites have been under way for so long - since the early 1960's - that they are now being perceived as a permanent condition.
+A number of blacks interviewed in various cities over the last few weeks said that this condition, exacerbated by recession, Government budget restraints and the political climate, had brought about more than the usual amount of unrest this summer.
+Violence in Four Cities
+There have been outbreaks of violence in four cities - Wichita, Miami, Chattanooga and Orlando, Fla. - so far this year. All followed jury or police actions that blacks believed to have been racially motivated, but in all four there were reports that the anger against whites extended to the economic and social conditions described by the black leaders.
+Reports of rising tensions elsewhere have been more frequent and more widespread than in recent summers. For example, in Omaha, which has a 13 percent black population and is not usually considered a center of racial strife, a black minister, the Rev. Wilkinson M. Harper, sat in the basement of his church and told a visitor:
+''We are facing a very, very dangerous situation here. Omaha could blow at any time. And it would not be in the black section. It would be elsewhere. The people who would do it don't care what happens to them. They just don't care.''
+In Omaha, the point of conflict this summer is an unusually abrasive dispute between blacks and the police, who have been accused of long and systematic abuse and of beating and killing citizens without cause. The police have denied the charges, and the Justice Department has been called in to mediate.
+Widespread Riots Called Unlikely
+Around the country, the authorities cited a number of reasons for believing that a return of riots on the scale of the 1960's was not likely. One was that blacks now control all or part of many city governments.
+But the tensions are very real, according to a wide range of people interviewed in a representative city. One reason is the decline in local and Federal public funds that have supported the central cities. Omaha, for example, has been sued by the Justice Department for failure to hire enough black policemen, but the city says that it has no money for extending the size of its force. Police community relations offices were closed as an economy move. And the conservative mood of the country is perceived in the cities as a sign of further restrictions on public funds.
+In Newark, Mayor Kennneth A. Gibson has announced a special effort to demolish 2,300 of the city's most dangerous abandoned buildings. The city has not been able to muster enough Federal or local money to keep up with demolition demands.
+Conclusion Is Not New
+The conclusion that Mr. Wilson reaches in his book, that the persistence of a large black underclass is based more on class than on race, is not new. A number of studies have drawn the same conclusion. But the fact that he is black and brought a considerable amount of documentation to support his thesis has made him a lightning rod in the debate.
+He said that two centuries first of slavery and then overt, deliberate exclusion of blacks from participation in most social, political and business activity had left a large black underclass, former rural people who now live almost exclusively in the cities.
+The civil rights movement, which brought favorable laws, court rulings and affirmative job action for minorities, has permitted many blacks to escape from that historic condition. Mr. Wilson estimated that one-third of the blacks were now in the middle class, another third in the working class marginally above poverty and the rest on welfare or underemployed.
+So far there is general agreement with Mr. Wilson's conclusions. But he also argued that just as opportunities were opening for blacks a decade ago, jobs that could have been a first step toward economic betterment for the poorly educated disappeared. There was a dispersal of industry from the central cities and also a shift in the economy to the kind of jobs that the poor were not equipped to fill. And this was true for whites as well as blacks, he said, except that their numbers were relatively small and their mobility greater.
+''The ultimate basis for current racial tension is the deleterious effect of basic structural changes in the modern American economy on black and white lower income groups,'' he wrote, ''changes that include uneven economic growth, increasing technology and automation, industry relocation and a labor market segmentation.''
+Some Leaders Attack Thesis
+He said that racial prejudice still existed but had moved away from the economic area to the social and political areas and added that prejudice was no longer the factor that was keeping a third of the black population poor.
+Mr. Wilson's thesis was attacked by leaders of the Urban League and other organizations, but he said in a telephone interview that most of his critics had a ''vested interest in black politics.'' However, in the inner cities and among a number of blacks and whites who do not have a vested interest in politics there is a widely held view that many blacks are kept in poverty by design.
+Thomas N. Todd, a black lawyer in Chicago who is a former faculty member of Northwestern University Law School, said of the large concentrations of poor blacks living in public housing: ''Somebody has an interest in keeping them there. Somebody is making money out of keeping them there.''
+Private Decision by Business
+Mr. Harper, the Omaha minister, said that the business establishment in that city dictated policy to the elected officials and that policy included ''keeping blacks in the ghetto.''
+Mr. Wilson's study draws the conclusion that one of the most important steps toward denying equal economic opportunity to blacks is the private decision of American business to build plants along the freeways rather than in the cities, a decision made purely out of economic considerations. According to the other viewpoint, the emptying out of cities represented a flight from the poor blacks.
+No one expects the disagreement to be bridged soon, but at least, according to some leaders, it is providing a reason for taking a new look at one of the nation's monumental failures, a subject that many Americans have shown they had rather forget.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAUSE+OF+MIDDLE-CLASS+EXODUS+FROM+CITIES+IS+DEBATED+AS+RACIAL+TENSIONSRISE&title=New+York+Times&issn=03624331&date=1980-08-03&volume=&issue=&spage=A.16&au=Herbers%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1980","The loss of jobs that the unskilled and poorly educated could fill, the growing concentrations of poor blacks in the central cities and the advancing isolation of the black ''underclass'' from the more productive middle class of both blacks and whites have been under way for so long - since the early 1960's - that they are now being perceived as a permanent condition. ''We are facing a very, very dangerous situation here. Omaha could blow at any time. And it would not be in the black section. It would be elsewhere. The people who would do it don't care what happens to them. They just don't care.'' ''The ultimate basis for current racial tension is the deleterious effect of basic structural changes in the modern American economy on black and white lower income groups,'' he wrote, ''changes that include uneven economic growth, increasing technology and automation, industry relocation and a labor market segmentation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1980: A.16.",11/15/17,"New York, N.Y.",,"Herbers, John",New York Times Company,,Newspapers,423969717,"United States, New York, N.Y.",English,3-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+JAVITS SAYS HE'LL SPEND $1 MILLION IN BATTLE TO WIN G.O.P.'S PRIMARY,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/javits-says-hell-spend-1-million-battle-win-g-o-p/docview/423953746/se-2?accountid=14586,"Senator Jacob K. Javits described himself yesterday as ''a true, orthodox Republican'' and said he would spend $1 million on the party primary, the first he has ever faced, to help bring out the big Republican vote that he said he needed to win.
+''I have to bring out the Republicans -the more, the better,'' the four-term Senator said at a news conference that he had called to announce his campaign team.
+Politicians say that a small vote from a party that seems to be turning more conservative could help the right-of-center challenger, Alfonse M. D'Amato, Presiding Supervisor of Hempstead, against the liberal Mr. Javits.
+The Senator said New Yorkers would not sacrifice his seniority ''on the basis of some narrow orthodoxy.''
+Plans to 'Fight Like Tiger'
+But he said he would ''fight like a tiger'' in preparation for the primary Sept. 9, and, volunteering the spending estimate, he made it clear he was taking Mr. D'Amato seriously.
+''I'm out in the open field now,'' he said, ''out with 2.3 million Republicans.'' The convention that put both him and Mr. D'Amato on the primary ballot was controlled by party leaders, he said. He said he would like to have two full-scale debates with Mr. D'Amato, one on domestic issues, one on foreign. ''That's the way I did it with Wagner,'' he said, referring to his 1956 campaign against then Mayor Robert F. Wagner.Mr. Javits made his remarks under a large banner, ''You Win With Javits,'' which was stuck to the bare brick wall of a conference room at Automation House, 49 East 68th Street. The same banner was plastered across the speaker's stand.
+Campaign Team Named
+The Senator said that his campaign team would be headed by Alton G. Marshall, president of Rockefeller Center, and former Assemblywoman Constance E. Cook, with John Trubin, his long-time associate, as campaign manager and Frederick P. Rose, a real estate executive, as finance chairman.
+Asked about efforts to get the Equal Rights Amendment out of the Republican platform, the Senator said he still favored it. Asked about Ronald Reagan's call for a tax cut, he said that the program proposed by the likely Republican candidate for President was ''out of whack.'' It focused too heavily, he said, on reductions for individuals and did not square with his own proposed mix of business and individual cuts.
+But the current Reagan position is an improvement over the Kemp-Roth plan for a 30 percent cut for individuals, Mr. Javits said, ''and, for openers, I'm going with it.''
+Asked about his preference for Vice President, he said, he would favor a ''moderate'' like Senator Howard H. Baker Jr. of Tennessee or George Bush.
+But he praised Jack Kemp, the conservative Congressman from Buffalo, as a politician who had ''broken out of the pack'' and, if Mr. Reagan picks Mr. Kemp, he said, ''I certainly will not be devastated.''
+Illustration photo of Senator Javits",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAVITS+SAYS+HE%27LL+SPEND+%241+MILLION+IN+BATTLE+TO+WIN+G.O.P.%27S+PRIMARY&title=New+York+Times&issn=03624331&date=1980-07-01&volume=&issue=&spage=B.6&au=Carroll%2C+Maurice&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 1, 1980","''I'm out in the open field now,'' he said, ''out with 2.3 million Republicans.'' The convention that put both him and Mr. D'[Amato] on the primary ballot was controlled by party leaders, he said. He said he would like to have two full-scale debates with Mr. D'Amato, one on domestic issues, one on foreign. ''That's the way I did it with Wagner,'' he said, referring to his 1956 campaign against then Mayor Robert F. Wagner.Mr. [Jacob K. Javits] made his remarks under a large banner, ''You Win With Javits,'' which was stuck to the bare brick wall of a conference room at Automation House, 49 East 68th Street. The same banner was plastered across the speaker's stand. He praised Jack Kemp, the conservative Congressman from Buffalo, as a politician who had ''broken out of the pack'' and, if Mr. [Ronald Reagan] picks Mr. Kemp, he said, ''I certainly will not be devastated.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 July 1980: B.6.",11/15/17,"New York, N.Y.",,"Carroll, Maurice",New York Times Company,,Newspapers,423953746,"United States, New York, N.Y.",English,1-Jul-80,,New York Times,NEWSPAPER,,,,,,,
+Nobody Home But Us Gadgets:   [Real Estate Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nobody-home-us-gadgets/docview/434231272/se-2?accountid=14586,"A NEW condominium conversion in southern SoHo celebrates 19th-century craftsmanship on the outside and 21st-century precision on the inside.
+At 34 Greene Street, the Sorgente Group has combined two 1873 buildings that once housed a printing company into a seven-unit condominium with a common lobby. The developers have restored the handcrafted cornices of the facades and wired the interiors to allow the electronics to be programmed from anywhere via iPhone.
+Sorgente's parent company, based in Rome, specializes in ""historic and trophy properties"" and owns controlling shares of the Chrysler and Flatiron Buildings. No. 34 Greene Street is Sorgente's first downtown residential property; records show it was acquired for $14.8 million in June 2007.
+The units, said Veronica Mainetti, head of the developer's United States activities, are designed to appeal to Europeans seeking Manhattan pieds-a-terre. They include bidets and Italian travertine in the bathrooms, programmable radiators and Miele kitchen appliances. Roman cobblestones line the lobby. Some units include the original brick walls.
+The building will be presided over by a video doorman, a souped-up security camera that lets owners monitor the lobby from upstairs or far away. Ms. Mainetti said that owners would be able to watch deliverymen on a remote connection and guide them via speakers in the lobby to the package room.
+""You can make sure he leaves,"" Ms. Mainetti said. She added that she was considering placing a refrigerator in the package room for shipments of food.
+The Manhattan firm CytexOne has contracted to install customized consoles in each unit, beginning with a basic system that allows off-site control of the heating and air-conditioning.
+Additional programming would permit an owner to open the blinds, turn on the heat, cue up Young Jeezy and switch on the hallway light ""while waiting to de-board at J.F.K.,"" said Jason P. Karadus of Prudential Douglas Elliman, the condo's sales agent.
+Or, Ms. Mainetti said, giving another example, an owner receives a call from a friend unexpectedly visiting Manhattan, and even though she's far away, can buzz the friend in and set up the apartment for her. This presumes the owner has signed on for the requisite gizmos and uses an iPhone, said Dan Levine, the chairman of CytexOne. The system does not yet work with BlackBerrys.
+The price of all this automation ranges from about $3,300 to $71,600, not including maintenance fees.
+Mr. Levine said that CytexOne had installed comparable systems in more than 40 city buildings, including a project under construction at 385 West 12th Street, but had never before installed the technology into historic architecture. ""In our other buildings,"" Mr. Levine said, ""the sense of historic value is six months old.""
+Ms. Mainetti said that she had spent 11 months determining the color of the 136-year-old buildings. She said that workers had removed old fire escapes and peeled away 17 layers of paint to reveal a shade like the creamy white that she eventually selected.
+The developer added an extra floor to the buildings' top, a 4,889-square-foot duplex with 2,200 square feet of outdoor space on two terraces. The terraces are home to a whirlpool bath and two outdoor showers, along with a close-up view of the building's water tower.
+Ms. Mainetti is asking $13.75 million for that apartment. One unit on the third floor is in contract for $4 million. Prices on the other apartments range from $3.89 million to $4.85 million.
+Would buyers who pay more than $2,000 per square foot really prefer a computer to a concierge?
+Leo Tsimmer, whose Sleepy Hudson development company installed a different monitoring system at 519 West 23rd Street, a condo in West Chelsea, endorsed the amenity for buildings of a certain character.
+""If the building is small and the residents like the intimacy of not having to deal with a human,"" he said, ""it works.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Nobody+Home+But+Us+Gadgets%3A+%5BReal+Estate+Desk%5D&title=New+York+Times&issn=03624331&date=2009-11-15&volume=&issue=&spage=RE.8&au=Appelbaum%2C+Alec&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,RE,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 15, 2009","The Manhattan firm CytexOne has contracted to install customized consoles in each unit, beginning with a basic system that allows off-site control of the heating and air-conditioning.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Nov 2009: RE.8.",11/15/17,"New York, N.Y.",,"Appelbaum, Alec",New York Times Company,,Newspapers,434231272,"United States, New York, N.Y.",English,15-Nov-09,Kitchen appliances,New York Times,NEWSPAPER,,,,,,,
+A High-Fiber Diet for Cars:   [Automobiles ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/high-fiber-diet-cars/docview/434215396/se-2?accountid=14586,"WHAT the world could use right now is an affordable plastic car. After all, a car with a plastic frame and body would be lighter than a comparable steel vehicle, get better fuel economy and produce less carbon dioxide.
+The reality is that the most popular plastic car in American driveways is red and yellow, and is foot-propelled: the Little Tikes Cozy Coupe.
+Alas, that solution is not scalable. The auto industry has for decades waited for the necessary polymer materials to become practical and cheap enough to make mass production of a roadworthy plastic car feasible. That situation may be about to change.
+The best materials for vehicles are carbon-fiber composites, which are polymers reinforced with embedded carbon fibers. Not only are the substances light, but they are also remarkably strong -- considerably stronger pound for pound in comparison with most metals. This high strength-to-weight ratio is why such polymer composites first replaced metals in military jets like the F/A-18 Hornet.
+Plastic car structures still face the same obstacles they did in the past: high fiber costs and slow manufacturing throughput. The fibers are tricky to manufacture and therefore expensive, and composite parts have to be baked for hours under high pressures and temperatures in large chambers called autoclaves. Fabrication slows to a crawl.
+Among others, chemists at Oak Ridge National Laboratory in Tennessee and at Japanese textile makers like Toray Industries are working to cut prices by using cheaper, easier-to-process starting materials.
+Engineers at MAG Industrial Automation Systems, a machine-tool maker in Germany, are also on the case. Daniel Allman, director of MAG's automotive composites business unit, said the company was ""developing a high-performance fiber-reinforced composite material suitable for structural automotive components at a cost that is palatable to the industry.""
+Crucially, the new materials do not require autoclave processing. MAG, Mr. Allman said, is looking to complete new production machines that would be able to fabricate structural composite car parts as rapidly as stamped-metal assembly lines.
+Progress in this area may be further advanced than we know. Executives at Toray, which has already spent several hundred million dollars to commercialize carbon fiber auto platforms, have suggested that the first mass-produced plastic car prototypes may be only three to four years away.
+As one might expect of an exotic material, carbon fiber became a fashion statement because of its link to racecar construction. The exposed -- though clear-coated for protection -- weave soon became the rage among the ""Fast and Furious"" tuner crowd and the advanced materials began showing up in trim on all sorts of cars.
+It is mostly for show. The carbon-fiber roof on the BMW M3 coupe, for instance, saves a dozen pounds and lowers the car's center of gravity a bit, but it is only an exterior surface panel that is supported by a conventional metal substructure underneath.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+High-Fiber+Diet+for+Cars%3A+%5BAutomobiles%5D&title=New+York+Times&issn=03624331&date=2009-10-25&volume=&issue=&spage=AU.10&au=Ashley%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,AU,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 2009","The best materials for vehicles are carbon-fiber composites, which are polymers reinforced with embedded carbon fibers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 2009: AU.10.",11/18/17,"New York, N.Y.",,"Ashley, Steven",New York Times Company,,Newspapers,434215396,"United States, New York, N.Y.",English,25-Oct-09,Composite materials; Carbon fibers; Automobiles; Automotive materials,New York Times,Feature,,,,,,,
+Hospital's Accounting Is Under Fire by a Union,"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hospitals-accounting-is-under-fire-union/docview/433779682/se-2?accountid=14586,"A union is trying to force nonprofit groups like hospitals to comply with standards of governing similar to those that federal law requires of private companies.
+In particular, the union, the 1.9-million-member Service Employees International, argues that a Boston hospital, Beth Israel Deaconess Medical Center, violated those standards by including its losses from bad debts in its tally of the charity care it provides.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Hospital%27s+Accounting+Is+Under+Fire+by+a+Union&title=New+York+Times&issn=03624331&date=2008-02-20&volume=&issue=&spage=A.16&au=Strom%2C+Stephanie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 20, 2008","Mike Fadel, the union's executive vice president, said, ''Clearly, the commingling of charity care and bad debt in the hospital's financial statements doesn't meet the plain English standards'' of the Sarbanes-Oxley Act, a federal law adopted in 2002 in response to a variety of corporate and accounting scandals. Judy Glasser, a spokeswoman for Beth Israel Deaconess, said there was nothing wrong with the way the hospital had accounted for its charitable care. ''We follow all the reporting requirements of the uncompensated-care rules,'' Ms. Glasser said, ''and we've never been given any indication by any of the regulatory agencies we report to that anything is not according to the regulations.'' Still, Professor [Jill R. Horwitz] said, the union's approach is ''very aggressive, creative lawyering, and once they've sent the letter, I think the board members do have a duty to discuss the issues it raises with the executives of the hospital to make sure everything is in order.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Feb 2008: A.16.",11/15/17,"New York, N.Y.",Boston Massachusetts,"Strom, Stephanie",New York Times Company,,Newspapers,433779682,"United States, New York, N.Y.",English,20-Feb-08,Indigent care; Bad debts; Financial reporting; Nonprofit hospitals,New York Times,News,,,,,,,
+Dreamliner Is Expected to Meet Its Revised 2008 Deadline,"New York Times, Late Edition (East Coast); New York, N .Y.",2007,,"Boeing said on Tuesday that it was on track to deliver the first 787 Dreamliner at the end of next year after improving supply-chain problems that had led to a six-month delay in its original production schedule.
+In a conference call with analysts and reporters, Boeing said that it expected to deliver the first 787 in November or December 2008 and would deliver 109 planes the next year. This was the same schedule laid out by the company when it made its revision in October.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Dreamliner+Is+Expected+to+Meet+Its+Revised+2008+Deadline&title=New+York+Times&issn=03624331&date=2007-12-12&volume=&issue=&spage=C.2&au=Leslie%2C+Wayne&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 12, 2007","''We are pleased with the progress that we are making against plans,'' said Scott E. Carson, chief executive of Boeing Commercial Airplanes. ''Risks remain. But they are within normal margins. The lessons we have learned will make the program stronger in the future.'' Mr. [Patrick M. Shanahan]'s remarks on the conference call were his first public statements on the program's progress. He said he had been ''meeting daily in the factory and meeting nights'' and added that the basic design of the plane was ''100 percent complete.'' Mr. Shanahan added that Boeing and the Federal Aviation Administration had agreed on terms for flight certification. ''This is the first time in any program that we and the F.A.A., prior to flight, have agreed on all the requirements,'' he said. ''The next step forward will be demonstrating compliance. But this is a big step forward for us and reflects four years of a close relationship between Boeing and the F.A.A.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Dec 2007: C.2.",11/15/17,"New York, N.Y.",,"Leslie, Wayne",New York Times Company,,Newspapers,433748544,"United States, New York, N.Y.",English,12-Dec-07,Aircraft; Production planning; Aerospace industry,New York Times,News,,,,,,,
+"Train Announcements Are Clearer (Squonk Mumble Brzzt), They Say","New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/train-announcements-are-clearer-squonk-mumble/docview/433289023/se-2?accountid=14586,"Among pesky subway annoyances, those crackly, inaudible and often nonexistent announcements may take the cake. ''They're horrendous,'' said Hassan Adams, a Manhattan metal worker, after the speakers on his downtown W train emitted something yesterday that may have been a human voice, but it was hard to tell.
+But in an annual assessment of subway announcements released yesterday by the Straphangers Campaign, something odd emerged. The announcements have actually improved.
+''They are definitely making headway,'' said Neysa C. Pranger, a coordinator for the Straphangers, an advocacy group for riders. The group, which is part of the New York Public Interest Research Group, conducted the survey from January to May last year using 75 volunteers listening on 22 subway lines.
+The survey found that 77 percent of basic rider announcements, like the name of the next station and transfer information, were clear, up from 73 percent in 2004. It was the best performance since the survey was started in 1997.
+To be sure, performance on such basic announcements varied widely on different subway lines, and on announcements of delays or service disruptions, overall performance was lower. The survey said 65 percent of service disruptions monitored by volunteer riders were reported by announcements that were inaudible, garbled, or incorrect, or by no announcements at all.
+Faring best in the survey were the 4 and 6 lines, which Mayor Michael R. Bloomberg often uses to get to City Hall. Both lines came in with a 98 for clear announcements.
+New York City Transit, the arm of the Metropolitan Transportation Authority that runs the city's buses and subways, has put new trains on the 2, 4, 5, 6 and L lines that have automated public address systems, and the Straphangers Campaign said the automation might account for a large share of the improvement on those lines. The 2, 5, and L lines performed almost as well as the 4 and 6, scoring 95 percent.
+The W train -- the one Mr. Adams was riding -- came in last, scoring 58 percent. That was down from 69 percent in 2004.
+''How can they collect all of our money, and still the public address system doesn't work?'' said Mr. Adams, who drew laughter from the other riders when he imitated the sound by covering his mouth and making a gargling sound.
+Besides the W, poor performing subway lines included the B and N, both of which scored below 70 percent, and had lower scores than in 2004. Lines that had improved announcement quality included the 3, 4, A, C, E, G, J/Z, L and R.
+New York City Transit said in a statement that subway conductors were often unable to provide information on delays because they did not know the cause.
+Yesterday, as the 3 train barreled uptown from Times Square, the problem was not inaudible announcements. There were none at all.
+The silence allowed two passengers, Helen Kirby of the Bronx and Barbara Greene of Brooklyn, to swap anecdotes about annoying announcements of the past.
+''They don't seem to have any problem shouting at people who hold the doors open,'' Ms. Greene observed. Ms. Kirby, who speaks with a distinct Irish brogue, said some of the subway announcers ''have accents that you just can't understand, and I have one of my own.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Train+Announcements+Are+Clearer+%28Squonk+Mumble+Brzzt%29%2C+They+Say&title=New+York+Times&issn=03624331&date=2006-02-09&volume=&issue=&spage=B.5&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 9, 2006","Among pesky subway annoyances, those crackly, inaudible and often nonexistent announcements may take the cake. ''They're horrendous,'' said Hassan Adams, a Manhattan metal worker, after the speakers on his downtown W train emitted something yesterday that may have been a human voice, but it was hard to tell. In an annual assessment of subway announcements released yesterday by the Straphangers Campaign, something odd emerged. The announcements have actually improved. To be sure, performance on such basic announcements varied widely on different subway lines, and on announcements of delays or service disruptions, overall performance was lower. The survey said 65 percent of service disruptions monitored by volunteer riders were reported by announcements that were inaudible, garbled, or incorrect, or by no announcements at all.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Feb 2006: B.5.",11/15/17,"New York, N.Y.",New York City New York,"Lueck, Thomas J",New York Times Company,,Newspapers,433289023,"United States, New York, N.Y.",English,9-Feb-06,Customer services; Campaigns; Subways,New York Times,News,,,,,,,
+Business Digest:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/432404025/se-2?accountid=14586,"Head of Troubled Food Unit Of Royal Ahold Steps DownMoving to put an $880 million accounting scandal behind it, the food retailer Royal Ahold said that James L. Miller, left, the chief executive of U.S. Foodservice, the unit where the problems were centered, had resigned.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Digest%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2003-05-14&volume=&issue=&spage=C.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 14, 2003","More Injuries With 2003 NavigatorA crash test of the 2003 Lincoln Navigator sport utility vehicle by the National Highway Traffic Safety Administration indicated that it had become more harmful to people riding in passenger cars than the 1999 model. The finding was significant because the Navigator has been marketed by Ford as a vehicle redesigned to make it less dangerous to passenger car occupants in collisions. [C12.] ABC and WB Unveil Fall LineupsABC's fall schedule will rely heavily on comedy to help the network continue what it hopes will be a ratings comeback. WB is sticking to its proven idea of attracting people younger than 34 with good-looking stars, cool clothing and some heartfelt emotion. Advertising. [C6.] News Corporation Swings to ProfitThe News Corporation was profitable in its third quarter, propelled by the popularity of reality television hits like ''Joe Millionaire'' and ''American Idol'' as well as strong sales of DVD's from its Fox Entertainment subsidiary. The American depository receipts of the News Corporation rose 86 cents, to $30.34. [C6.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 May 2003: 1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432404025,"United States, New York, N.Y.",English,14-May-03,,New York Times,Summary,,,,,,,
+Web Site Lets Visitors Peek at Corporate Carping,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/web-site-lets-visitors-peek-at-corporate-carping/docview/432127434/se-2?accountid=14586,"The publisher of the Web site whose name is a vulgarism for ''failed company'' plans to spin off part of that site into a new unit. Drawing from a deep well of material sent by fans of corporate comeuppance, Philip J. Kaplan said he would roll out a new site, InternalMemos.com, this morning.
+On it, readers can sample some of the more than 800 examples of internal business correspondence sent to Mr. Kaplan over the last three years by aggrieved employees of various companies.
+Among some of the more recent material is a letter from an Electronic Data Systems employee to the company's chief executive, Richard R. Brown, and copied to all E.D.S. employees: ''Your memos are a laughing matter for 90% of the employees (the 10% are your 'yes-men' you have surrounding you). Paydays are so stressful and tense, it is pathetic -- the backstabbing of employees to climb over each other is cannibalistic in nature. Is this your new corporate culture?''
+Another, from an employee of the First Data Corporation's Paymap unit, a payment automation company, to her superiors, accuses management of micromanaging. ''They scrutinize on everything we do from standing up in our own cubicles to simply walking from the break room back to our desks. Instead of making sure that we hit our goal of enrollments every month and encouraging us to do so, they would rather see how many times they can belittle us until we break.''
+Mr. Kaplan said InternalMemos.com would eventually feature thousands of missives, and will, like his initial Web site, offer subscriptions. For $75 a month, customers receive full access to all information sent to both InternalMemos.com and the failed-company site, which includes memos and e-mail messages not displayed on the sites.
+InternalMemos users will be able to search for specific memos, using company names or key words. For casual readers, Mr. Kaplan said, there will be at least one per day posted for free.
+Mr. Kaplan said that he had no subscription goals for the new site, but said that his initial site had nearly 1,000 monthly subscribers. As to whether the absence of a vulgarity in the new site's title may help him sell more advertising, Mr. Kaplan said he was not sure.
+''Just because it's a little salty, a company like E.D.S. probably wouldn't want to advertise on my site, even though it's 100 percent their target audience,'' he said.
+Saltiness is not really the point, said Kristin Dobrowolski, an E.D.S. spokeswoman, who composed her own memo to a reporter when asked for a comment. It read in part:
+''The great power of the Internet -- and its great challenge -- is the inordinate credibility it attaches to comments without any sane, valid reality check. In this instance, a single individual's comments have been blown out of proportion by the distribution capability of the Web. The Web site in question gives voice to one person -- one of 140,000 -- while not recognizing the voices of the thousands of EDSers who send the chairman positive messages.'' BOB TEDESCHI
+Illustration Drawing (Tom Bloom)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Web+Site+Lets+Visitors+Peek+at+Corporate+Carping&title=New+York+Times&issn=03624331&date=2002-07-29&volume=&issue=&spage=C.4&au=Tedeschi%2C+Bob&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 2002","The publisher of the Web site whose name is a vulgarism for ''failed company'' plans to spin off part of that site into a new unit. Drawing from a deep well of material sent by fans of corporate comeuppance, Philip J. Kaplan said he would roll out a new site, InternalMemos.com, this morning. Mr. Kaplan said InternalMemos.com would eventually feature thousands of missives, and will, like his initial Web site, offer subscriptions. For $75 a month, customers receive full access to all information sent to both InternalMemos.com and the failed-company site, which includes memos and e-mail messages not displayed on the sites. Mr. Kaplan said that he had no subscription goals for the new site, but said that his initial site had nearly 1,000 monthly subscribers. As to whether the absence of a vulgarity in the new site's title may help him sell more advertising, Mr. Kaplan said he was not sure.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 2002: C.4.",11/15/17,"New York, N.Y.",,"Tedeschi, Bob",New York Times Company,,Newspapers,432127434,"United States, New York, N.Y.",English,29-Jul-02,Web sites; Memoranda; Business writing,New York Times,News,,,,,,,
+"Bin Hu, Erik Laurence","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bin-hu-erik-laurence/docview/431811467/se-2?accountid=14586,"Bin Hu and Erik Jonathan Laurence were married yesterday at the de Seversky Culinary Arts Center at the New York Institute of Technology in Old Westbury, N.Y. The Rev. Karl Gillmeister, a Presbyterian minister, performed the nondenominational ceremony.
+The couple met at Columbia University, were both received M.B.A.'s and where the bridegroom was the class valedictorian.
+Mrs. Laurence, 33, is a vice president for corporate and investment banking in the New York office of BMO Nesbitt Burns, an investment firm based in Toronto. She graduated magna cum laude from Wellesley College. She also studied diplomacy at the Foreign Affairs College in Beijing.
+Her parents, Aishan and Jiade Hu, live in Shanghai, where her father is a senior electrical engineer and the head of Electric Motor Test Center and her mother, who is retired, was a senior electrical engineer at the Research Institute of Electrical Automation.
+Mr. Laurence, 36, is the vice president for marketing and business development at CosmoCom, a software company specializing in telecommunications applications, in Melville, N.Y. He graduated summa cum laude from Tufts University. He is a son of Barbara and Michael Laurence of Port Washington, N.Y. His mother, who is retired, was the president of NDTV, a former video production company she co-founded, in Port Washington. His father owns Cinema 70, a film production company in Port Washington.
+The couple met in 1998, on the first day of class at Columbia Business School.
+''I was at the reception for new students, socializing with my new classmates,'' she remembered. ''One of them, Erik, was particularly friendly. First he invited me to join his study group, which I turned down because I had a previous commitment. Next, he offered me a ride to Long Island to the Harrison Conference Center, where we would have our weeklong residence week study. I said, yes. I thought that was kind, and I didn't have a car.''
+Later in that conversation, Mr. Laurence asked Ms. Hu if she had purchased her Ethernet card, which connects student laptops to the school's computer network.
+''I told him no, not yet, because I forgot my wallet,'' she said. ''And he offered me his credit card.''
+''It's strange that I did this,'' Mr. Laurence said. ''I don't usually make such offers. When she said she was worried that she couldn't sign my name, I told her, 'Just tell them you are my wife.' ''
+She said, ''I took his credit card while thinking to myself, 'Hmm, this is going to be an interesting program.' ''
+Illustration Photo (The Glenmar Studio)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Bin+Hu%2C+Erik+Laurence&title=New+York+Times&issn=03624331&date=2001-07-08&volume=&issue=&spage=9.8&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 2001","[Bin Hu] and Erik Jonathan Laurence were married yesterday at the de Seversky Culinary Arts Center at the New York Institute of Technology in Old Westbury, N.Y. The Rev. Karl Gillmeister, a Presbyterian minister, performed the nondenominational ceremony. Mr. Laurence, 36, is the vice president for marketing and business development at CosmoCom, a software company specializing in telecommunications applications, in Melville, N.Y. He graduated summa cum laude from Tufts University. He is a son of Barbara and Michael Laurence of Port Washington, N.Y. His mother, who is retired, was the president of NDTV, a former video production company she co-founded, in Port Washington. His father owns Cinema 70, a film production company in Port Washington.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 2001: 8.",11/16/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431811467,"United States, New York, N.Y.",English,8-Jul-01,Weddings and Engagements,New York Times,NEWSPAPER,,,,,,,
+Of Marshmallows And Tax Agita,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/marshmallows-tax-agita/docview/431776134/se-2?accountid=14586,"FOR those who notice it at all, sales tax conjures images of fractions and aggravation. For an increasing few, sales tax is an area where the Internet's promise of inexpensive, near-instant convenience may be turning into reality.
+As the sales and use tax manager for O'Neal Steel, a steel reseller in Birmingham, Ala., Tom Tully knows from aggravation. He and his staff were spending 95 hours a month calculating and filing 300 sales tax returns for each of the state and local tax jurisdictions in which the company did business. When he saw a demonstration of a Web-based system for handling the whole process for a few dollars per return, he said, ''Dang, man, this is good.'' The 95 hours fell to 65, and Mr. Tully expected the number to plummet further as the service expanded.
+The company offering the service is in Birmingham and called Nationtax Online, a leader in a field with few players. The prospect of working out the details of electronic filing with the 6,000 to 7,000 sales tax jurisdictions nationwide is daunting.
+Besides bringing in about $200 billion for local and state governments, sales and use taxes impose a monthly clerical burden on the businesses filing them and on the governments collecting them. As the federal government is doing with income tax filing, states are starting to push for, and even require, electronic filing of sales tax. Lee Walthall, the chief executive of Nationtax, explained a crucial motivation: cost control. In California, he said, handling a paper sales tax return costs the state $30. Online, the cost falls below a dollar.
+To that end, representatives from 39 states formed the Streamlined Sales Tax Project last year, seeking to simplify and standardize state tax codes as well as sponsor an online system for calculating and filing sales taxes. The first live tests of a pilot system are under way. Participants in the program include Taxware International and Vertex Inc., leaders in the offline sales tax software sector, and technology providers like the Hewlett-Packard Company and Pitney Bowes.
+Another participant is a new company, Esalestax.com, based in Englewood, Colo., whose main focus is calculating sales tax for online commerce. Thanks to a 1992 Supreme Court decision, e-commerce companies are not required to pay taxes for remote sales because of the excessive burden of figuring out what the tax would be and how to pay it. Thanks (or no thanks) to the Streamlined Sales Tax Project, and companies like Esalestax, that burden may ease.
+Online companies with a physical presence, called nexus, in a state are not exempt from collecting and filing sales tax for that state or a jurisdiction. The Esalestax software automates the process of determining the tax rate and the final tax amount, according to the company's chief executive, Shawn Fahey. He said the company planned to add the electronic filing component.
+At the same time, the established giants of the tax software fields, Vertex and Taxware, are slowly moving toward the Web. Taxware, which provides offline software packages to many online companies, offers rate calculation services online and is beginning to work with application service providers to provide direct online access. A competitor, Research Institute of America, a tax research and software company, has retooled its products, including sales tax computations, for Web access. But calculating sales tax has its own complexities, making full automation difficult.
+''Many subjective decisions are made in deciding whether to charge sales tax,'' said Jon Sappey, the director of corporate communications at Vertex. He gave marshmallows as an example. In some locales, large marshmallows are taxed as food, but small marshmallows are considered an ingredient and thus not taxed. A potential quandary arises, he said, when a merchant must consider taxing a bag of medium marshmallows.
+The taxing of marshmallows (or, for that matter, the roasting) may be too complicated to take place entirely over the Internet, but that won't stop other items from being taxed that way. Those on the paying and the receiving ends can expect to reap significant benefits. JONATHAN FRIED
+Illustration Drawing (Geoffrey Grahn)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Of+Marshmallows+And+Tax+Agita&title=New+York+Times&issn=03624331&date=2001-06-13&volume=&issue=&spage=H.3&au=Fried%2C+Jonathan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,H,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 13, 2001","Besides bringing in about $200 billion for local and state governments, sales and use taxes impose a monthly clerical burden on the businesses filing them and on the governments collecting them. As the federal government is doing with income tax filing, states are starting to push for, and even require, electronic filing of sales tax. Lee Walthall, the chief executive of Nationtax, explained a crucial motivation: cost control. In California, he said, handling a paper sales tax return costs the state $30. Online, the cost falls below a dollar. ''Many subjective decisions are made in deciding whether to charge sales tax,'' said Jon Sappey, the director of corporate communications at Vertex. He gave marshmallows as an example. In some locales, large marshmallows are taxed as food, but small marshmallows are considered an ingredient and thus not taxed. A potential quandary arises, he said, when a merchant must consider taxing a bag of medium marshmallows.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 June 2001: H.3.",11/15/17,"New York, N.Y.",,"Fried, Jonathan",New York Times Company,,Newspapers,431776134,"United States, New York, N.Y.",English,13-Jun-01,Sales taxes; Software,New York Times,News,,,,,,,
+Business Digest:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/431592617/se-2?accountid=14586,"Coca-Cola Seen in Talks To Bid for Quaker OatsCoca-Cola is in serious talks to buy Quaker Oats, the maker of Gatorade, in an effort to expand its position in the lucrative noncarbonated drink business, executives close to the negotiations said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Digest%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2000-11-20&volume=&issue=&spage=C.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 2000","A Modern Tragedy Worthy of PlatoAlan Lightman, a runner-up in the National Book Award for fiction, has produced a novel connecting the story of the information-age meltdown and the death of Socrates. ''The Diagnosis'' is what that the author describes as ''a modern American tragedy -- the tragedy of how we're living our lives at the turn of the century in the United States. To give the story weight and gravity, I wanted to juxtapose it with an ancient tragedy -- a world where ideas were so important that a man could be executed for them.'' New Economy. [C4.] Retail Battle Returns to the BricksMany traditional retailers have stopped agonizing about being blind-sided by a dot-com. But in some areas, like apparel, goods for teen-agers and others, the bricks-and-mortar executives have not yet subdued the e-commerce threat. For them, the battle has shifted from the dot-com battlefront to the storefront, as Web and catalog companies build stores to compete with the mall-based brands. Bob Tedeschi: E-Commerce Report. [C12.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 2000: 1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431592617,"United States, New York, N.Y.",English,20-Nov-00,,New York Times,Summary,,,,,,,
+Technology Shares Decline As Earnings Fears Continue,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-shares-decline-as-earnings-fears/docview/431528101/se-2?accountid=14586,"Technology stocks declined yesterday, as renewed worries about weaker corporate profits got the upper hand in a tug of war with upbeat financial results from two companies.
+''Any rally is going to be short-lived because someone can say the wrong thing about earnings,'' said Peter Cardillo, director of research for Westfalia Investments. ''This is a market that is churning, and moving back and forth.
+The Nasdaq composite index fell 46.84 points, or 1.2 percent, to 3,849.51.
+Blue chips, however, rose modestly, driven by the surging shares of J. P. Morgan, which hit a record high of $180 at one point, as speculation mounted that the investment bank would be sold to Chase Manhattan.
+The Dow Jones industrial average was up 37.74 points, or 0.3 percent, to 11,233.23. The Standard & Poor's 500-stock index was down 7.27 points, or 0.5 percent, to 1,481.99.
+The technology sector took off in the morning and stayed higher until early afternoon as investors cheered the good results from the custom electronics maker Solectron and the consumer electronics retailer Best Buy.
+But overhanging the market is the risk of more warnings from other companies that their profits will miss estimates because of the strong dollar and surging energy costs, analysts said.
+Best Buy beat Wall Street forecasts. with a 32 percent increase in earnings as sales of digital products doubled. Solectron reported better-than-expected income of $171 million. Best Buy rose $4.75, to $69.19, while Solectron closed off 44 cents at $47.06, having posted a modest gain earlier.
+The market could ''turn on a dime'' in the middle of the ''confessional season,'' when companies seek to guide expectations about earnings, said Arthur Hogan, chief market analyst for Jefferies & Company.
+''That's the problem,'' he said, ''We are going to continue to get some bad news from some companies, but hopefully that doesn't turn into negative sentiment on the market as a whole.''
+Indeed, the semiconductor industry supplier PRI Automation plummeted after warning that its fourth-quarter results would come in far below analysts' expectations. PRI fell $16.81, to $25.88, and was among the Nasdaq's most heavily traded stocks.
+Similar warnings came from the industrial products manufacturer Crane Company, off $3.44, to $22.38, and the engineered products maker Leggett & Platt, down $2.94, to $15.63.
+On the other hand, investors did pick up some top names that had taken recent hits, notably the wireless technology company Qualcomm, which rose $3.31, to $61.44, and the computer networking heavyweight Juniper Networks, up $6.44, to $189.75.
+A Dow component, J. P. Morgan ended the day up $8.75, at $177.75. Long viewed as a potential takeover target, the company has benefited from all the talk that Chase was going to buy it.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology+Shares+Decline+As+Earnings+Fears+Continue&title=New+York+Times&issn=03624331&date=2000-09-13&volume=&issue=&spage=C.18&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 2000","Best Buy beat Wall Street forecasts. with a 32 percent increase in earnings as sales of digital products doubled. Solectron reported better-than-expected income of $171 million. Best Buy rose $4.75, to $69.19, while Solectron closed off 44 cents at $47.06, having posted a modest gain earlier. ''We have a ton of supply coming into the end of the year, so just the size of it'' is knocking Treasuries lower, said Michael Mullaney, who invests $1.6 billion at Boston Partners Asset Management. He said he might buy corporate debt if yields rose relative to Treasuries. ''Hot & Cold'' provides a look at stocks with large percentage gains and losses; ''The Favorites'' lists stocks held by largest number of accounts at Merrill Lynch. (Compiled from staff reports, The Associated Press, Bloomberg News, Bridge News, Dow Jones, Reuters)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 2000: 18.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431528101,"United States, New York, N.Y.",English,13-Sep-00,,New York Times,NEWSPAPER,,,,,,,
+"Warned by the Music Industry, Web Site Files Suit","New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/warned-music-industry-web-site-files-suit/docview/431467849/se-2?accountid=14586,"In a lawsuit that legal experts say may have broad implications for all Internet search engines, a music Web site has sued the recording industry to retain the ability to link to music files even though some of the works may be pirated material.
+The suit, filed late Friday in Federal District Court in San Jose, brings to a boil a simmering dispute between MP3Board.com Inc., a 12-employee music search engine in Santa Cruz, Calif., and the Recording Industry Association of America, which represents the major record labels.
+MP3Board.com runs a search engine focused on finding MP3 files. The company's lawsuit asked Judge Ronald M. Whyte to declare that MP3Board.com should not be held liable for copyright infringement if it provided results of an automated search that might include pirated copyrighted works.
+The Recording Industry Association of America, which has complained to MP3Board.com, says that results of its searches turn up hundreds of links to pirated songs.
+Hilary Rosen, the president of the association, said in an interview on Monday that the Web site is abetting music pirates by aggressively pointing people to copyrighted music. On May 25, the association sent a cease-and-desist letter to MP3board.com, saying that if the site was not disabled by June 2, or all of the offending links removed, then the association would consider taking additional legal action.
+Legal experts say the case has profound implications because the association is seeking to hold MP3board.com liable for linking to copyrighted material produced during an automated Web search. If the court embraces that reasoning, search engines in general could find themselves liable for providing such links whether to music, literature, movies or other works -- said Mark F. Radcliffe, a copyright lawyer with the Palo Alto, Calif., law firm of Gray Cary Ware & Freidenrich.
+''This is right in the back yard of the major search engines, and if the decision goes the wrong way it's going to affect Yahoo and Excite@home very directly,'' Mr. Radcliffe said, adding the case touches on issues copyright lawyers have been struggling with. ''It goes right to the heart of the way the Web works.''
+Ms. Rosen declined to discuss whether her group considered MP3board.com similar to other search engines, or whether the efforts to pursue the actions of MP3board.com had implications for other search engines. ''I'm not going to put our legal theories'' in the newspaper, she said.
+Lars Mapstead, chief executive of MP3board.com, said his company kept an index of roughly 500,000 songs its automated search engine has culled from the Web. He said it would be prohibitive to go through every link provided by an automated search engine and determine whether or not it was a pirated work. ''I would literally have to listen to every song,'' he said.
+He said that activity is no different than other search engines, except with a different focus, and he said that he suspects that the industry association was going after his company because it was small and did not have deep pockets like bigger search engines.
+Copyright experts and the entertainment industry are already struggling with the issue of linking and providing access to pirated copyrighted works. The Digital Millennium Copyright Act of 1998 provides some ''safe harbor'' provisions that prevent search engines and Internet service providers from being held liable for some content posted on their services, but not all the provisions have been tested or refined in court. In a case that touches on some of the same issues, the movie industry has sought to prevent a Web site, ''2600: The Hacker Quarterly,'' from posting links to other sites that offer software that allows users to copy DVD movies.
+Ira P. Rothken, a lawyer representing MP3Board.com, said that if the association succeeded in taking his client off the Internet for linking to copyrighted material, it could ''lead to paralysis on the Internet because automation would become meaningless.''
+He said the effect could reach much further on the Web. At the major search engines, he said, ''a human being would have to go through every single file.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Warned+by+the+Music+Industry%2C+Web+Site+Files+Suit&title=New+York+Times&issn=03624331&date=2000-06-06&volume=&issue=&spage=C.27&au=Richtel%2C+Matt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 6, 2000","MP3Board.com runs a search engine focused on finding MP3 files. The company's lawsuit asked Judge Ronald M. Whyte to declare that MP3Board.com should not be held liable for copyright infringement if it provided results of an automated search that might include pirated copyrighted works. Legal experts say the case has profound implications because the association is seeking to hold MP3board.com liable for linking to copyrighted material produced during an automated Web search. If the court embraces that reasoning, search engines in general could find themselves liable for providing such links whether to music, literature, movies or other works -- said Mark F. Radcliffe, a copyright lawyer with the Palo Alto, Calif., law firm of Gray Cary Ware & Freidenrich.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 June 2000: A.27.",11/15/17,"New York, N.Y.",,"Richtel, Matt",New York Times Company,,Newspapers,431467849,"United States, New York, N.Y.",English,6-Jun-00,Digital music; Infringement; Copyright; Litigation; Recording industry,New York Times,News,,,,,,,
+Holiday Vigil For Fedex Customers,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/holiday-vigil-fedex-customers/docview/431083945/se-2?accountid=14586,"IF the pilots at Federal Express carry out their threat to strike during the holiday shipping season, it won't be just traditional mail-order houses that are grounded.
+Noah's Ark Original Deli in Teaneck, N.J., ships potato knishes and rugelach around the world by Federal Express. Customers place orders through its on-line catalogue (www.noahsark.net), which is run by Federal Express for the deli. ''We ship rugelach to Puerto Rico, Hawaii, everywhere,'' said David Sokolow, manager of Noah's Ark. ''People have to get their fix.''
+To bind customers like Noah's Ark more closely to it, Federal Express, like United Parcel Service and other carriers, has gone far beyond dropping off a stack of shipping labels. Large and small companies have hitched their business to its technology and logistics services. Federal Express provides terminals to print shipping labels and software to manage packages from assembly line to customer.
+All that automation could make it harder for customers to switch carriers if members of the Fedex Pilots Association approve a strike authorization requested by union management.
+''Everything's set up for Fedex,'' Mr. Sokolow said while serving pastrami to the in-store lunch trade. ''If worse comes to worst, we'll take the orders through Fedex, and ship them out U.P.S.''
+The results of the strike vote are expected in the first week of December, just in time for the union's board of directors to authorize a holiday-disrupting strike. The two sides are deadlocked over pay.
+Federal Express executives have issued warnings that the company is on the verge of losing the business of several major shippers during the holiday season because of the strike threat. Customers have been asking for firm assurances that Federal Express, a unit of the FDX Corporation, will be able to deliver, said Theodore L. Wiese, the chief executive of Federal Express.
+Bob Clement, a spokesman for the pilots who fly the 326 Federal Express jets, said the warnings were a typical ''union busting'' ploy meant to bring pressure on the union to settle the dispute.
+Federal Express's customers include the many of the country's largest direct retailers and even the General Services Administration. But unlike smaller companies such as Noah's Ark, the giants are not expressing much worry over the strike threat.
+''We don't envision a major disruption,'' said John Oliver, a spokesman for L. L. Bean, which ships just 2 percent of its orders by Federal Express. Recreational Equipment Inc., a Seattle-based seller of outdoor gear and clothing, says it is watching the situation closely and making contingency plans, but expects to have no trouble getting its goods delivered.
+The strike threat reinforces a lesson customers learned last year, when U.P.S. drivers walked out for 15 days: Relying on a single carrier can be dangerous.
+Aside from the pilots, none of Federal Express's workers are unionized. If the pilots strike, the rest of the employees are expected to keep working, and the company says it will be able to lease aircraft and flight crews from other companies and increase reliance on ground transportation.
+''Fedex customers don't know or care whether their packages move on a plane or a truck,'' said Gregory M. Rossiter, a Federal Express spokesman. ''But any significant concern about our ability to be reliable or dependable might force a customer to seek additional means of shipping.''
+Those additional means are likely to be scarce around the holidays, the busiest time of year, when even the biggest carrier, U.P.S., has little spare capacity. ''There won't be room in the lifeboats,'' said Paul R. Schlesinger, transportation analyst at Donaldson, Lufkin & Jenrette in Manhattan.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Holiday+Vigil+For+Fedex+Customers&title=New+York+Times&issn=03624331&date=1998-11-08&volume=&issue=&spage=3.4&au=Dedman%2C+Bill&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 8, 1998","IF the pilots at Federal Express carry out their threat to strike during the holiday shipping season, it won't be just traditional mail-order houses that are grounded. Noah's Ark Original Deli in Teaneck, N.J., ships potato knishes and rugelach around the world by Federal Express. Customers place orders through its on-line catalogue (www.noahsark.net), which is run by Federal Express for the deli. ''We ship rugelach to Puerto Rico, Hawaii, everywhere,'' said David Sokolow, manager of Noah's Ark. ''People have to get their fix.'' To bind customers like Noah's Ark more closely to it, Federal Express, like United Parcel Service and other carriers, has gone far beyond dropping off a stack of shipping labels. Large and small companies have hitched their business to its technology and logistics services. Federal Express provides terminals to print shipping labels and software to manage packages from assembly line to customer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 1998: 4.",11/15/17,"New York, N.Y.",,"Dedman, Bill",New York Times Company,,Newspapers,431083945,"United States, New York, N.Y.",English,8-Nov-98,,New York Times,NEWSPAPER,,,,,,,
+Controllers Say Machines At Airports Are Failing,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/controllers-say-machines-at-airports-are-failing/docview/431018369/se-2?accountid=14586,"Even though the Government has spent many millions of dollars to upgrade air traffic control equipment in the New York area, several controllers and technicians testified today that much of the indispensable electronics gear at airports and control centers in the region is aging and close to failure.
+''Some of it's being held together with spit and gum,'' said Henry Brown, a representative of the Professional Airways Systems Specialists union. Noting that much of the equipment was 35 years old, he said: ''In some cases we have no spare parts left on the shelf and have to go shopping at Radio Shack. We need to update and repair our aging critical systems before anymore rubber meets the runway.''
+Mr. Brown, whose union has long been at odds with the Federal Aviation Administration, was among several witnesses who testified today at a public hearing on Long Island held by Representative John J. Duncan, a Republican from Tennessee who is chairman of the House Transportation Subcommittee on Aviation. The hearing at the Holiday Inn near MacArthur Airport was called at the request of Representative Michael P. Forbes, a Republican whose district encompasses much of eastern Suffolk County.
+''It seems each year in New York we are presented with evidence of something seriously wrong in our skies,'' Mr. Forbes said. ''Error rates are highest in the New York region, and the New York center that controls all flights entering New York airspace has an error rate over three times the national average. It's high time the Federal Aviation Administration responded.''
+James Hevelone, the regional facilities manager for the F.A.A., said the agency was working to reduce the error rate, and he disputed Mr. Brown's contention about older equipment as a gross exaggeration. ''We have brought in a lot of new state-of-the-art equipment, and it's held together with modern materials and technology,'' he said.
+Mr. Hevelone said that older equipment was carefully monitored and that 99.8 percent of it was operational at all times, and backed up by an adequate supply of redundant equipment.
+In his testimony, Mr. Brown acknowledged that engineers and technicians did manage to keep the equipment running 99.8 percent of the time. ''But we have to work our people to death to do it,'' he said.
+Air traffic controllers said at the hearing that efforts by the Government to train more controllers were falling far short of the number projected by Congress.
+Thomas A. Monaghan, a representative of the National Air Traffic Controllers Association, which has battled the agency for two decades, noted that there had been ''an alarming increase in the number and severity of operational errors and near midair collisions'' at the metropolitan area's three major airports over the last two and a half years.
+He said there had been one nonfatal accident, 11 near-collisions and approximately 22 less serious violations of F.A.A. rules, all due to controller errors, which he attributed to cuts in staff and lack of qualified replacements.
+Frank Hatfield, the New York regional air traffic manager for the aviation agency, told the hearing that the number of controllers in the New York region had increased over the last two years from 218 to 340. However, he said that only 235 members of the staff were fully qualified.
+Mr. Hatfield noted that the agency was preparing to install a vast new electronics software system, known as Standard Terminal Automation Replacement System, or Stars, to assist controllers across the country. This system is expected to cost more than $1 billion and take nearly two years to install.
+Mr. Brown said that when the new equipment came on line, he feared that the Government would subcontract the repair and maintenance of the new technology to a private company in an effort to reduce the membership of his union.
+''The F.A.A.'s objective should be the safety of the flying public, not breaking my union,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Controllers+Say+Machines+At+Airports+Are+Failing&title=New+York+Times&issn=03624331&date=1998-08-27&volume=&issue=&spage=B.5&au=McQUISTON%2C+JOHN+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05177991&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 27, 1998","Even though the Government has spent many millions of dollars to upgrade air traffic control equipment in the New York area, several controllers and technicians testified today that much of the indispensable electronics gear at airports and control centers in the region is aging and close to failure. Mr. (Henry) Brown, whose union has long been at odds with the Federal Aviation Administration, was among several witnesses who testified today at a public hearing on Long Island held by Representative John J. Duncan, a Republican from Tennessee who is chairman of the House Transportation Subcommittee on Aviation. The hearing at the Holiday Inn near MacArthur Airport was called at the request of Representative Michael P. Forbes, a Republican whose district encompasses much of eastern Suffolk County. ''It seems each year in New York we are presented with evidence of something seriously wrong in our skies,'' Mr. Forbes said. ''Error rates are highest in the New York region, and the New York center that controls all flights entering New York airspace has an error rate over three times the national average. It's high time the Federal Aviation Administration responded.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Aug 1998: 5.",11/15/17,"New York, N.Y.",New York City New York,"McQUISTON, JOHN T",New York Times Company,,Newspapers,431018369,"United States, New York, N.Y.",English,27-Aug-98,Air traffic control; Comptrollers; Public hearings; Congressional hearings,New York Times,News,,,,,,,
+Yo! Robot! I'll Have Some Sushi and a Beer,"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/yo-robot-ill-have-some-sushi-beer/docview/430915550/se-2?accountid=14586,"The hand rolls may still be hand-rolled, but most of the other fare is made digitally. And that is not the high-tech half of it here at Yo! Sushi, a new restaurant near Piccadilly that in terms of cuisine and gadgetry aims to be more Japanese than anything west of the Ginza.
+Most nights, 120 patrons pack the dining room while dozens more wait for tables, and a conveyor belt offers up a steady stream of neon-colored plates of sushi. The patrons help themselves, and the bill is tallied at meal's end by adding the color-coded prices for the plates.
+Oshinko macki, sea urchin, sweet shrimp nigira -- on it flows, the output of two robots capable of rolling, wrapping and cutting 24,000 pieces of sushi an hour. (The hand rolls and a few other intricate delicacies are still produced by the few vestigial humans in the kitchen.)
+''The robots can't provide that Japanese charm and warmth, but that's everything we're not about,'' said Simon Woodroffe, founder and managing director of Yo! Sushi, which opened in January 1997.
+What this restaurant is about, in part, is three self-propelled drink trolleys that move through the aisles serving Japanese beers and Diet Coke, stopping whenever a customer waves a hand -- or if a person stands in their path, in which case a digitized voice grumbles, ''Move, move; I've got a job to do.''
+Yet each trolley also has a distinct personality, thanks to a microprocessor chip that controls the audio. The robotic cart known to the staff as New Age, for example, offers bits of eternal wisdom like: ''Life is a never-ending circuit. Follow your fear to find your destiny.'' All the while, Japanese television programming, via satellite, appears on four wide-screen monitors.
+The place looks more like the set of an MTV video, with its moving colored lights, stainless steel bar and chic concrete floor, than a Japanese restaurant. But Mr. Woodroffe said that is exactly the point.
+Brilliant Stages, which erects expansive concert stages for bands like the Rolling Stones, created Yo! Sushi's multimedia atmosphere, building the robotic trolleys and 200-foot-long conveyor belt. The movable lighting system was designed by Mr. Woodroffe's brother, Patrick, lighting director for the Rolling Stones.
+Robotic sushi makers are not new. Fast-food sushi bars have used them for years in Japan. But Yo! Sushi turns automation into performance art, staging a culinary event that emphasizes mechanized servitude.
+''The machines probably make better sushi than a skilled chef,'' said Mr. Woodroffe, who created Yo! Sushi after a Japanese colleague told him he should start a conveyor-belt sushi bar with girls dressed in black vinyl miniskirts.
+So how is the food? ''Perhaps it's not the best sushi in London, and there's limited choice,'' writes the Zagat Survey 1998 London Restaurants guide. ''But it's good for the price and amusing, if somewhat cold and mechanical.''
+Photograph A vestigial human in the kitchen of the highly automated London restaurant Yo! Sushi feeds raw materials into a sushi-making robot. (Justin Leighton for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Yo%21+Robot%21+I%27ll+Have+Some+Sushi+and+a+Beer&title=New+York+Times&issn=03624331&date=1998-02-26&volume=&issue=&spage=G.4&au=Andrew+Ross+Sorkin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04943809&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 26, 1998","The hand rolls may still be hand-rolled, but most of the other fare is made digitally. And that is not the high-tech half of it here at Yo! Sushi, a new restaurant near Piccadilly that in terms of cuisine and gadgetry aims to be more Japanese than anything west of the Ginza. Most nights, 120 patrons pack the dining room while dozens more wait for tables, and a conveyor belt offers up a steady stream of neon-colored plates of sushi. The patrons help themselves, and the bill is tallied at meal's end by adding the color-coded prices for the plates. Oshinko macki, sea urchin, sweet shrimp nigira -- on it flows, the output of two robots capable of rolling, wrapping and cutting 24,000 pieces of sushi an hour. (The hand rolls and a few other intricate delicacies are still produced by the few vestigial humans in the kitchen.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Feb 1998: 4.",11/15/17,"New York, N.Y.",,Andrew Ross Sorkin,New York Times Company,,Newspapers,430915550,"United States, New York, N.Y.",English,26-Feb-98,Robots; Restaurants,New York Times,Feature,,,,,,,
+"Up to 3,000 Jobs May Be at Stake in Latest First Union Deal","New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/up-3-000-jobs-may-be-at-stake-latest-first-union/docview/430870193/se-2?accountid=14586,"The First Union Corporation and the Corestates Financial Corporation disclosed further details yesterday about their pending $17.1 billion merger, but still declined to quantify the number of layoffs the deal would entail.
+In a conference call with reporters, Terrence A. Larsen, the chairman and chief executive of Corestates, estimated a net loss of no more than 3,000 jobs, but offered little guidance beyond that. Mr. Larsen said that the huge merger ''requires disruption in people's lives.'' Corestates, based in Philadelphia, has about 11,000 employees.
+''It is very much an in-market transaction for us; they're a heck of a corporate bank, and they were available,'' First Union's chairman and chief executive, Edward E. Crutchfield, said yesterday in an interview. ''This whole consolidation picture is clearly going to continue and we needed to participate in that to get low unit costs and economies of scale.''
+First Union said yesterday that it expected to take a $795 million after-tax charge against earnings in the second quarter of 1998 to cover severance costs, relocation expenses, a fixed-asset write-off and other merger-related charges.
+First Union told analysts yesterday that it would need to cut about 45 percent of Corestates' 1997 expense base by the end of 1999 to make the expensive transaction profitable within the next 18 months.
+''It's an aggressive number, but keep in mind that there's a lot of overlap between Corestates and First Union, and First Union has a great track record of delivering on cost and revenue synergies,'' said Sandra Flannigan, an analyst with Merrill Lynch & Company.
+First Union said that it set a target of reducing the Signet Banking Corporation's expenses by 50 percent when it announced that acquisition four months ago and that it had already reduced expenses by about 55 percent.
+Even so, First Union faces a daunting challenge in meeting its goals and the task is sure to fall heavily on Corestates workers. Of the $1.13 billion in pretax cost savings required during the next two years, First Union said about 25 percent, or $287 million, would involve staff cuts.
+The bulk of the cuts, about $578 million, or 51 percent, will come through the shuttering of bank branches and other units. First Union, based in Charlotte, N.C., said that 55 percent of Corestates' branches were within two miles of First Union branches. The remaining reductions will come from automation and operations.
+''They will have to get it exactly right,'' said Lawrence Vitale, an analyst with Bear, Stearns & Company. Mr. Vitale said that because Corestates' back-office systems were so antiquated, integrating them with those of First Union ''may produce risk First Union is not used to dealing with.''
+First Union also anticipates revenue enhancements of about $200 million as part of the transaction, a figure that concerned some analysts because projecting sales growth resulting from a merger is not an exact science.
+''The revenue enhancements are a little difficult,'' said Nancy Bush, an analyst with Brown Brothers Harriman & Company. ''That always gives me pause.''
+First Union said it would divest itself of $800 million to $900 million in deposits, mostly in the Philadelphia area.
+Addressing the thorny issue of how important the guarantee of a job for Mr. Larsen was in completing a merger with Corestates, Mr. Crutchfield said that ''it was not a factor'' and speculation arose because of bad information circulated by self-interested parties. Mr. Larsen declined to comment on the matter.
+In trading yesterday, shares of First Union fell 75 cents, to $49.50, and Corestates' shares fell 93.75 cents, to $78.0625.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Up+to+3%2C000+Jobs+May+Be+at+Stake+in+Latest+First+Union+Deal&title=New+York+Times&issn=03624331&date=1997-11-20&volume=&issue=&spage=D.6&au=O%27brien%2C+Timothy+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/00646218&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 20, 1997","The First Union Corporation and the Corestates Financial Corporation disclosed further details yesterday about their pending $17.1 billion merger, but still declined to quantify the number of layoffs the deal would entail. In a conference call with reporters, Terrence A. Larsen, the chairman and chief executive of Corestates, estimated a net loss of no more than 3,000 jobs, but offered little guidance beyond that. Mr. Larsen said that the huge merger ''requires disruption in people's lives.'' Corestates, based in Philadelphia, has about 11,000 employees. ''It's an aggressive number, but keep in mind that there's a lot of overlap between Corestates and First Union, and First Union has a great track record of delivering on cost and revenue synergies,'' said Sandra Flannigan, an analyst with Merrill Lynch & Company.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Nov 1997: 6.",11/15/17,"New York, N.Y.",US,"O'brien, Timothy L",New York Times Company,,Newspapers,430870193,"United States, New York, N.Y.",English,20-Nov-97,Acquisitions & mergers; Layoffs; Bank acquisitions & mergers,New York Times,News,,,,,,,
+Comptroller's Questions Block Police Lab Computer Contract,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/comptrollers-questions-block-police-lab-computer/docview/430874328/se-2?accountid=14586,"Concerned about the way the Police Department awards contracts, the City Comptroller's office has blocked the department's attempt to award a $900,000 project to a company that has still not delivered a $2.5 million computer software system that was due three years ago.
+The company, I.B.M./CGI, was granted the $900,000 contract in January to develop software for a central police crime laboratory under construction in Jamaica, Queens. Police Commissioner Howard Safir and the department's deputy commissioner for management and budget, Joseph P. Wuensch, accepted the bid even though I.B.M./CGI had failed to complete the Automated Management of Property project, an attempt to use computers to track hundreds of thousands of pieces of evidence.
+Last week, City Comptroller Alan G. Hevesi refused to endorse the crime lab contract and returned it to the Police Department because of inconsistencies involving the project's start and completion date, said his spokesman, David Neustadt. Privately, officials in the Comptroller's office said they were also wary of the company's track record.
+''Any time a vendor fails to deliver on a contract, we'd be remiss if we didn't look very carefully at their future dealings with the city,'' said one Comptroller's office employee, who spoke on condition of anonymity.
+Mr. Safir and his spokeswoman, Marilyn Mode, declined to explain why the second contract was awarded when the first had not been completed. Commissioner Safir and his top advisers met last week to decide whether to continue working with I.B.M./CGI or to scuttle the evidence tracking project altogether and search for a new contractor for the crime lab software.
+The contract dispute is the latest obstacle in the Police Department's struggle to bring a sprawling bureaucracy, notorious for its paperwork, into the information age. In recent years, police officials have made strides in using computers to analyze crime statistics, improve their ability to identify ballistics evidence and create databases of crime suspects' photographs. But other attempts at automation, including an on-line system for criminal complaints, have yet to fulfill their promise to save money, cut staffing and improve efficiency.
+When the evidence tracking project was devised in 1989, it was envisioned as a way to use technology to save millions of dollars a year in wages and help with a persistent law enforcement problem: keeping an inventory of the drugs, money, jewelry, weapons, automobiles and other pieces of evidence under the Police Department's control at any given moment.
+Aaron H. Rosenthal, the retired assistant chief who initiated the project, said six companies bid on the proposal in 1991. ''It was doable, it was needed and, with the proper management, it would be working today,'' said Mr. Rosenthal, now a professor at John Jay College of Criminal Justice in Manhattan. ''If this is canceled, it will be a travesty. This is a case study of official mismanagement.''
+CGI's early efforts were stymied by sniping between different factions in the Police Department, said Tom Sheridan, the former project director for the company. Once those jurisdictional problems were solved, however, company officials became disenchanted with the project because of its complexity, he said, and the problems continued after CGI was bought by I.B.M. in 1993.
+''Everyone underestimated the amount of work that needed to be done,'' Mr. Sheridan said. ''Once it started to lose money, it became a political football, and no one wanted anything to do with it.''
+After years of haggling between the company and police officials, the project missed several deadlines and is still nowhere near completion, according to company documents. At least three top directors of the project have left it in recent months.
+Directors of I.B.M./CGI, which has offices in New York City, acknowledged that the contracts were under review, but declined to comment further. ''My understanding is that we'll have a decision in a week or so,'' said Mark Nelson, an I.B.M. spokesman.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Comptroller%27s+Questions+Block+Police+Lab+Computer+Contract&title=New+York+Times&issn=03624331&date=1997-11-11&volume=&issue=&spage=B.3&au=Kocieniewski%2C+David&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04780363&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 1997","Concerned about the way the Police Department awards contracts, the City Comptroller's office has blocked the department's attempt to award a $900,000 project to a company that has still not delivered a $2.5 million computer software system that was due three years ago. The company, I.B.M./CGI, was granted the $900,000 contract in January to develop software for a central police crime laboratory under construction in Jamaica, Queens. Police Commissioner Howard Safir and the department's deputy commissioner for management and budget, Joseph P. Wuensch, accepted the bid even though I.B.M./CGI had failed to complete the Automated Management of Property project, an attempt to use computers to track hundreds of thousands of pieces of evidence. Last week, City Comptroller Alan G. Hevesi refused to endorse the crime lab contract and returned it to the Police Department because of inconsistencies involving the project's start and completion date, said his spokesman, David Neustadt. Privately, officials in the Comptroller's office said they were also wary of the company's track record.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 1997: 3.",11/15/17,"New York, N.Y.",,"Kocieniewski, David",New York Times Company,,Newspapers,430874328,"United States, New York, N.Y.",English,11-Nov-97,Government contracts; Software,New York Times,News,,,,,,,
+Fort Hood G.I.'s Pack And Wait for the Word,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fort-hood-g-i-s-pack-wait-word/docview/430655978/se-2?accountid=14586,"The crowd at the First Cavalry Division Memorial Chapel was sparse at the Protestant services on Sunday morning. About 30 worshipers, instead of the usual 70 or so, were in the pews to hear words of encouragement from the chaplain, Capt. Steven Maglio.
+The small turnout was not a surprise to the chaplain. Some 3,000 soldiers from the Third Brigade, First Cavalry Division were busily packing while they waited to hear whether they would be sent to the Persian Gulf.
+''At times like this, people want to stay home and be with their families as much as possible,'' he said.
+Outside the calm of the chapel, the brigade headquarters was bustling with meetings and the Post Exchange was filled with shoppers seeking basics like socks and underwear.
+Off base, the military supply stores in downtown Killeen were busy.
+''We never have a seamstress on Sunday,'' said Mary Ann Carrillo, the manager of Fatigues and Things Army Store. ''But we have so many soldiers wanting patches sewn on their uniforms that we are working overtime to get them all done.''
+Although the soldiers here do not know what lies ahead for them, most expressed a willingness, even eagerness, to get to Kuwait. Sgt. Avery Mobley, a member of a field artillery unit, fought in the Persian Gulf war. As soldiers around him packed electronic equipment, Sergeant Mobley said he was eager to return to the region where he spent seven months in 1991. ''That's what I'm paid to do,'' he said.
+Other members of his unit expressed similar feelings. Sgt. Herman Lovett called the deployment a ''good train-up.''
+''It gives us the opportunity to do what we are trained to do,'' he said. Then watching his soldiers struggle with several pieces of bulky equipment, he added, ''The hard part is just getting there.''
+Maj. Sam Carter was one of many officers and enlisted soldiers who visited a small fast-food restaurant on the base this morning. Part of Major Carter's unit, which provides automation support, is likely to be deployed. He supports the mission.
+''Our way of life is somewhat threatened,'' he said. ''If Saddam Hussein threatens the oilfields, that can affect our way of life and our standard of living. So we stand behind the President. If he makes the decision to go, we'll go.''
+Pvt. Kevin O'Dell, who joined the Army just five months ago and is unlikely to be deployed, said the United States was right to send more troops to the region. ''I don't think we should let Saddam get away with anything,'' he said.
+Later in the day, the brigade commander, Col. Eric Olson, briefed several hundred families who assembled in the base movie theater about the situation in Kuwait. They were told of the weather (hot, up to 115 degrees during the day) and the latest update about the deployment (again, no news yet).
+While Colonel Olson talked to the families, Kelli Veler and her husband, Lieut. Jim Veler, talked with the press. Lieutenant Veler, a logistician, said members of his unit were excited about leaving. ''It's actually a good situation,'' he said. ''We've trained for four years, and we're ready to go somewhere and do something.''
+Mrs. Veler, who is seven months pregnant, was less enthusiastic. ''I don't want him to go,'' she said. ''This is our first child, and I want to have him here.''
+When asked about the need to return to the Persian Gulf, Mrs. Veler said: ''I always thought it wasn't our problem. It seemed like we were just acting as a policeman for the world, and we didn't have to get involved. But it's too late now.''
+Several soldiers expressed disappointment and questioned the need to return to the region. Pfc. Daniel Perpignan, a communications specialist, said: ''I think we should've taken care of business the first time. Now, maybe the second time we'll get it taken care of.''
+Pfc. Dakari Boyd, agreed, saying: ''If they would've done what they needed to do, we wouldn't be going there. Hopefully, they will take some of the lessons from the first time and apply them to the second time, so there won't be a third time.''
+Credit: By The New York Times",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Fort+Hood+G.I.%27s+Pack+And+Wait+for+the+Word&title=New+York+Times&issn=03624331&date=1996-09-17&volume=&issue=&spage=A.10&au=Anonymous&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04225727&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 17, 1996","Some 3,000 soldiers from an infantry force from Ft Hood TX were busily packing on Sep 15, 1996 while they waited to hear whether they would be sent to the Persian Gulf. Although the soldiers from the Third Brigade, First Cavalry Division do not know what lies ahead for them, most expressed a willingness, even eagerness, to get to Kuwait.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Sep 1996: 10.",11/15/17,"New York, N.Y.",Kuwait Fort Hood,Anonymous,New York Times Company,,Newspapers,430655978,"United States, New York, N.Y.",English,17-Sep-96,Public opinion; Military deployment; Armed forces,New York Times,News,,,,,,,
+New Views of Old Friends Along the Seashore,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-views-old-friends-along-seashore/docview/430602005/se-2?accountid=14586,"FOR centuries lighthouses have stood as the seafarers' beacons, the prime notification of danger ahead. Long Island's lighthouses have also served as a welcoming sign to whalers and others in search of safe land.
+Because of their prominence and their perpendicular stance, the lighthouses have always been a favorite of photographers. Now, a Long Island photographer, Margaret Casella of East Williston, has put a twist on her photographs of the lighthouses and, at the same time, she said, her work has brought her in closer contact with their historical significance.
+''So many of the lighthouses are in a sorry state of neglect,'' she said. ''Historical societies have taken up the slack in some cases to preserve and protect the lighthouse, but the need is great for public awareness.
+In the New York area, the ''lights'' reflect the growth of shipping to and from the principal port of New York City via routes northeast of the city where Long Island Sound meets the East River. The lighthouses relate, as well, to the more general history of local Long Islanders, who have had a long history of participation in seagoing activities.
+''The threat of vandalism and decay from the sea is great,'' Ms. Casella said, noting that automation has taken over the role of the lighthouse keeper and economy has necessitated the installation of steel towers instead of the traditional masonry houses.
+To achieve the photographic effect, Ms. Casella uses the technique of emulsion transfer, altering the traditional Polaroid method.
+Emulsion transfer, she explained, is a process in which the thin layer of emulsion of a Polaroid photograph is transferred to another surface. She uses 8 by 10 Polaroid No. 889 film and 4 by 5 Polaroid No. 59.
+Working directly from a studio camera, she makes the photograph, lets it dry for a few days and then proceeds with the transfer process. She floats the photograph is a tray of water that is just under the boiling point. When the emulsion begins to float away, she transfers it to a tray of cool water that has a piece of acetate on the bottom to catch the emulsion. She catches the emulsion on the acetate and moves it around to achieve the image, which appears as a reverse image. Then she presses the emulsion and the acetate onto a damp surface, peels away the acetate and lets it dry.
+Depending on the amount and thickness of folds the photographer has added to the emulsion, the surface will need to be protected by spraying with a protective coat of plastic.
+There are 16 lighthouses on Long Island. Montauk Point Light was the first, constructed in 1796. The Huntington Harbor Point Light, constructed in 1912, was the last.
+Photograph Horton's Point Light, Southold, left, was built in 1857. Sands Point Light, above, constructed in 1809.; Fire Island Light, above, and the Cedar Island Light. (Photographs by Margaret Casella)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Views+of+Old+Friends+Along+the+Seashore&title=New+York+Times&issn=03624331&date=1996-06-09&volume=&issue=&spage=13LI.17&au=Kampel%2C+Stewart&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,13LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 09, 1996",None available.,"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 June 1996: 17.",11/15/17,"New York, N.Y.",,"Kampel, Stewart",New York Times Company,,Newspapers,430602005,"United States, New York, N.Y.",English,9-Jun-96,,New York Times,NEWSPAPER,,,,,,,
+Taking In the Sites; Ordering Out on the Web: Cost May Leave You Cold:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/taking-sites-ordering-out-on-web-cost-may-leave/docview/430332995/se-2?accountid=14586,"Hungry Web surfers who turn to the Internet for sustenance will probably end up with a full stomach but an empty wallet.
+Dozens of businesses on the World Wide Web cater to gourmets' tastes, but relatively few offer typical ready-to-eat lunch fare and those that do are pricey. Automation, it seems, is expensive.
+Burrito Express, a popular restaurant in Pasadena, Calif., offered four on-line packages geared to California expatriates and others addicted to tortillas, guacamole and refried beans. For $60, the ""Mexican Survival Kit"" was expensive, but the burrito six-pack looked a bit more affordable at $37.50.
+Ordering was easy, but payment proved a bit tricky. Rather than risk sending credit card information over the wide open spaces of the Internet, it seemed a better idea to use Burrito Express's ""800"" phone number. Unfortunately, Burrito Express posted different ""800"" numbers on two separate pages, and it took a call to a bewildered hotel reservation agent before the correct phone number was identified.
+Six frozen burritos arrived within a day, but the Web order form had failed to provide a space for a company name or department, so the package went on a daylong odyssey through the interoffice mail system before landing on the chair of an editor in The New York Times Book Review. Suspecting that the contents didn't smell like a best seller, the editor finally located the hungry recipient -- well after lunch time.
+The tab was hefty: $18 for six bean and cheese burritos plus $19.50 for overnight shipping in a Styrofoam-insulated box, or $6.25 a burrito. Bean and cheese burritos usually cost around $1 or $2 at most Southern California taco stands.
+Seafood eaters fare a little better on the Web, with more than a dozen purveyors offering lobster, crab, salmon and other expensive delicacies. Most sites, however, rely on ""800"" telephone numbers rather than on-line Web order forms; just as with the burritos, shipping charges can double the cost.
+Pizza, which would seem ideal for ordering on the Web, is scarcer. One likely candidate, Ribbet's Fine Take away Foods, provided extensive on-line menus for building pizza orders, but close inspection showed their free delivery area is restricted to Brisbane, Australia. Pizza Hut has maintained a Web ordering system since August 1994, but so far the experiment has centered on Santa Cruz, Calif. Several other pizzerias post menus but insist that orders be placed by telephone.
+Curiously, restaurants don't need an Internet connection or even a computer to hawk food on the Web. In many cases, programs maintained by commercial Internet service providers can munch the completed on-line order and spit out a summary that is automatically retransmitted over phone lines to the restaurant's fax machine.
+For Internet purists or for those on particularly strict diets, the Web also serves up virtual food. Lunch Is Served delivers three random pictures of food items, and without the hefty delivery charge. You can't beat the price, and it's easy to make exchanges: Just click and a different item appears.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Taking+In+the+Sites%3B+Ordering+Out+on+the+Web%3A+Cost+May+Leave+You+Cold%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1995-10-30&volume=&issue=&spage=D.4&au=Baranger%2C+Walter+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 30, 1995","Burrito Express, a popular restaurant in Pasadena, Calif., offered four on-line packages geared to California expatriates and others addicted to tortillas, guacamole and refried beans. For $60, the ""Mexican Survival Kit"" was expensive, but the burrito six-pack looked a bit more affordable at $37.50. Ordering was easy, but payment proved a bit tricky. Rather than risk sending credit card information over the wide open spaces of the Internet, it seemed a better idea to use Burrito Express's ""800"" phone number. Unfortunately, Burrito Express posted different ""800"" numbers on two separate pages, and it took a call to a bewildered hotel reservation agent before the correct phone number was identified.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Oct 1995: D.4.",11/15/17,"New York, N.Y.",,"Baranger, Walter R",New York Times Company,,Newspapers,430332995,"United States, New York, N.Y.",English,30-Oct-95,FOOD; INTERNET (COMPUTER NETWORK); ELECTRONIC INFORMATION SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+Taking In the Sites; Ordering Out on the Web: Cost May Leave You Cold,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/taking-sites-ordering-out-on-web-cost-may-leave/docview/430329439/se-2?accountid=14586,"Hungry Web surfers who turn to the Internet for sustenance will probably end up with a full stomach but an empty wallet.
+Dozens of businesses on the World Wide Web cater to gourmets' tastes, but relatively few offer typical ready-to-eat lunch fare and those that do are pricey. Automation, it seems, is expensive.
+Burrito Express, a popular restaurant in Pasadena, Calif., offered four on-line packages geared to California expatriates and others addicted to tortillas, guacamole and refried beans. For $60, the ""Mexican Survival Kit"" was expensive, but the burrito six-pack looked a bit more affordable at $37.50.
+Ordering was easy, but payment proved a bit tricky. Rather than risk sending credit card information over the wide open spaces of the Internet, it seemed a better idea to use Burrito Express's ""800"" phone number. Unfortunately, Burrito Express posted different ""800"" numbers on two separate pages, and it took a call to a bewildered hotel reservation agent before the correct phone number was identified.
+Six frozen burritos arrived within a day, but the Web order form had failed to provide a space for a company name or department, so the package went on a daylong odyssey through the interoffice mail system before landing on the chair of an editor in The New York Times Book Review. Suspecting that the contents didn't smell like a best seller, the editor finally located the hungry recipient -- well after lunch time.
+The tab was hefty: $18 for six bean and cheese burritos plus $19.50 for overnight shipping in a Styrofoam-insulated box, or $6.25 a burrito. Bean and cheese burritos usually cost around $1 or $2 at most Southern California taco stands.
+Seafood eaters fare a little better on the Web, with more than a dozen purveyors offering lobster, crab, salmon and other expensive delicacies. Most sites, however, rely on ""800"" telephone numbers rather than on-line Web order forms; just as with the burritos, shipping charges can double the cost.
+Pizza, which would seem ideal for ordering on the Web, is scarcer. One likely candidate, Ribbet's Fine Take away Foods, provided extensive on-line menus for building pizza orders, but close inspection showed their free delivery area is restricted to Brisbane, Australia. Pizza Hut has maintained a Web ordering system since August 1994, but so far the experiment has centered on Santa Cruz, Calif. Several other pizzerias post menus but insist that orders be placed by telephone.
+Curiously, restaurants don't need an Internet connection or even a computer to hawk food on the Web. In many cases, programs maintained by commercial Internet service providers can munch the completed on-line order and spit out a summary that is automatically retransmitted over phone lines to the restaurant's fax machine.
+For Internet purists or for those on particularly strict diets, the Web also serves up virtual food. Lunch Is Served delivers three random pictures of food items, and without the hefty delivery charge. You can't beat the price, and it's easy to make exchanges: Just click and a different item appears.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Taking+In+the+Sites%3B+Ordering+Out+on+the+Web%3A+Cost+May+Leave+You+Cold&title=New+York+Times&issn=03624331&date=1995-10-30&volume=&issue=&spage=D.4&au=Baranger%2C+Walter+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 30, 1995","Burrito Express, a popular restaurant in Pasadena, Calif., offered four on-line packages geared to California expatriates and others addicted to tortillas, guacamole and refried beans. For $60, the ""Mexican Survival Kit"" was expensive, but the burrito six-pack looked a bit more affordable at $37.50. Ordering was easy, but payment proved a bit tricky. Rather than risk sending credit card information over the wide open spaces of the Internet, it seemed a better idea to use Burrito Express's ""800"" phone number. Unfortunately, Burrito Express posted different ""800"" numbers on two separate pages, and it took a call to a bewildered hotel reservation agent before the correct phone number was identified.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Oct 1995: D.4. [Duplicate]",11/15/17,"New York, N.Y.",,"Baranger, Walter R",New York Times Company,,Newspapers,430329439,"United States, New York, N.Y.",English,30-Oct-95,FOOD; INTERNET (COMPUTER NETWORK); ELECTRONIC INFORMATION SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+Equity Offerings Expected to Occur This Week,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/equity-offerings-expected-occur-this-week/docview/430230317/se-2?accountid=14586,"The following equity and convertible debt offerings are expected this week:
+Across Data Systems Inc., Salem, N.H., an initial public offering of 1.25 million shares. Hampshire Securities Corp.
+Astea International Inc., Chalfont, Pa., an initial public offering of 2.8 million shares. Alex Brown.
+Banco Industrial Colombiano S.A., Medellin, Colombia, an initial public offering of four million American depository receipts (each representing four preference shares), including 2.875 million shares in the U.S. and Canada. Concurrent offering of 3.5 million preference shares in Colombia. J. P. Morgan.
+Banco Osorno Y La Union S.A., Santiago, Chile, three million American depository receipts (each representing 220 Class A shares). Salomon Brothers.
+Beldon & Blake Corp., North Canton, Ohio, 3.5 million shares. Johnson Rice & Co.
+Cross Timbers Oil Co., Fort Worth, 4.19 milion shares. Merrill Lynch.
+Cybex Corp., Huntsville, Ala., an initial public offering of two million shares. Morgan Keegan.
+DLB Oil and Gas Inc., Oklahoma City, an initial public offering of 3.5 million shares. Merrill Lynch.
+DVI Inc., Doylestown, Pa., 2.5 million shares. Prudential Securities.
+Debartolo Realty Corp., Youngstown, Ohio, six million shares. Morgan Stanley.
+Eckerd Corp., Largo, Fla., 4.5 million shares. Merrill Lynch.
+Falcon Drilling Co., Houston, an initial public offering of five million shares. Donaldson, Lufkin & Jenrette.
+Forcenergy Gas Exploration Inc., Miami, an initial public offering of 5.4 million shares. Goldman, Sachs.
+GSE Systems Inc., Columbia, Md., an initial public offering of 1.5 million shares. Prime Charter Ltd.
+Houghton Mifflin Co., Boston, 1.75 million stock appreciation income linked securities (about $100 million). The notes are mandatorily exchangeable in 1999 at Houghton's option into Inso Corp. common stock or cash in lieu of such shares. CS First Boston. Concurrent with Inso common stock offer.
+Inso Corp., Boston, 500,000 shares. Concurrent offer with Houghton Mifflin stock appreciation income linked securities.CS First Boston.
+Keravision Inc., Fremont, Calif., an initial public offering of 3.6 million shares. Goldman, Sachs.
+Kushi Macrobiotics Corp., Stamford, Conn., 1.1 million shares and 1.4 million warrants. Comprehensive Capital.
+Minimed Inc., Sylmar, Calif., an initial public offering of 3.35 million shares. Smith Barney.
+Orion Network Systems Inc., Rockville, Mass., an initial public offering of four million shares. Salomon Brothers.
+Owen Healthcare Inc., Houston, an initial public offering of 6.65 million shares. Smith Barney.
+PRI Automation, Billerica, Mass., one million shares. Robertson, Stephens & Co.
+Percon Inc., Eugene, Ore., an initial public offering of one million shares. Cruttendon & Co.
+RSI Systems Inc., Minneapolis, an initial public offering of 1.225 million shares. Miller Johnson.
+Red Lion Hotels Inc., Vancouver, Wash., an initial public offering of 8.75 million shares, including seven million in the U.S. and Canada. Smith Barney.
+Renaissance Holdings Ltd., Hamilton, Bermuda, an initial public offering of 2.7 million shares. Merrill Lynch.
+SDL Inc., San Jose, Calif., 1.9 million shares. Donaldson, Lufkin & Jenrette.
+Santa Isabel Inc., Valparaiso, Chile, an initial public offering of 3.8 million American depository receipts (each representing 57 common shares), including 3.04 million in the U.S. and Canada. Paine Webber.
+Scandinavian Broadcasting System S.A., Luxembourg, $100 million in convertible subordinated debentures due in 2005. Prudential Securities.
+Swift Energy Co., Houston, 4.4 million shares. Oppenheimer & Co.
+Tarrant Apparel Group, Los Angeles, an initial public offering of 2.5 million shares. Prudential Securities.
+Transworld Home Healthcare, Redbank, N.J., 3.25 million shares. Smith Barney.
+US Office Products Co., Capitol Heights, Md., 3.5 million shares. Robertson, Stephens & Co.
+Victormaxx Technologies Inc., Deerfield, Ill., an initial public offering of 2.5 million shares and 2.5 million warrants. Josephthal Lyon & Ross Inc.
+Source: MCM CorporateWatch.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Equity+Offerings+Expected+to+Occur+This+Week&title=New+York+Times&issn=03624331&date=1995-07-24&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 24, 1995","Banco Industrial Colombiano S.A., Medellin, Colombia, an initial public offering of four million American depository receipts (each representing four preference shares), including 2.875 million shares in the U.S. and Canada. Concurrent offering of 3.5 million preference shares in Colombia. J. P. Morgan. Falcon Drilling Co., Houston, an initial public offering of five million shares. Donaldson, Lufkin & Jenrette. Houghton Mifflin Co., Boston, 1.75 million stock appreciation income linked securities (about $100 million). The notes are mandatorily exchangeable in 1999 at Houghton's option into Inso Corp. common stock or cash in lieu of such shares. CS First Boston. Concurrent with Inso common stock offer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 July 1995: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430230317,"United States, New York, N.Y.",English,24-Jul-95,,New York Times,Schedule,,,,,,,
+Equity Issues This Week:   [Schedule ],"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/equity-issues-this-week/docview/429923412/se-2?accountid=14586,"The following equity and convertible debt offerings are expected this week:
+American Family Restaurants Inc., Norcross, Ga., an initial public offering of 2.5 million shares. Fahnestock & Co.
+Caldor Corp., Norwalk, Conn., 2.6 million shares. Goldman, Sachs & Co.
+Castech Aluminum Group Inc., Akron, Ohio, an initial public offering of 5.7 million shares. Merrill Lynch & Co.
+Central European Media Enterprises Ltd., London, an initial public offering of 4 million class A shares. Wertheim Schroder & Co.
+Corporate Renaissance Group Inc., New York, an initial public offering of 1.2 million shares. Ras Securities Corp.
+Equity Corp. International, Lufkin, Tex., an initial public offering of 3.3 million shares. Raymond James & Associates.
+Foreign & Colonial Emerging Mid-East Fund, New York, an initial public offering of 4 million shares. Nomura Securities International Inc.
+Hospitality Investment Trust Inc., Minneapolis, an initial public offering of 10.11 million shares, 8.088 million in the United States and Canada. Morgan Stanley & Co.
+Hudson Technology Group, Hillburn, N.Y., 1 million shares. J.W. Barclay & Co.
+Integon Corp., Winston-Salem, N.C., 1.25 million shares of $50 convertible preferred, Ba-3/BB+. Salomon Brothers.
+Kahler Realty Corp., Rochester, Minn., 7,013,500 shares. Montgomery Securities.
+Lucht Inc., Bloomington, Minn., an initial public offering of 1.9 million shares. Natwest Securities.
+Mariner Health Group Inc., Mystic, Conn., 2,758,500 shares. Hambrecht & Quist Inc.
+Meridian Sports Inc., New York, an initial public offering of 2.8 million shares. CS First Boston.
+Micro Linear Corp., San Jose, Calif., an initial public offering of 3.3 million shares. Robertson, Stephens & Co.
+Pri Automation Inc., Billerica, Mass., an initial public offering of 2 million shares. Robertson, Stephens & Co.
+Phoenix Shannon P.L.C., Shannon, Ireland, an initial public offering of 1 million American depository shares (each share represents one ordinary share). Auerbach Pollack & Richardson Inc.
+Piercing Pagoda Inc., Bethlehem, Pa., an initial public offering of 1.6 million shares. Wheat, First Butcher Singer.
+Prismasystems Corp., Rome, N.Y., an initial public offering of 2.6 million shares. Monness, Crespi, Hardt & Co.
+Regency Holdings (Cayman) Inc., New York, an initial public offering of 2.75 million shares. Commonwealth Associates.
+Simpson Housing Corp., Denver, an initial public offering of 9 million shares. Goldman, Sachs.
+South West Property Trust, Dallas, 2 million shares. Lehman Brothers.
+Specialty Teleconstructors Inc., Cedar Crest, N.M., 1 million shares. Dillon-Gage.
+Sportmart Inc., Niles, Ill., 2.5 million shares. Merrill Lynch.
+Sports Club Co. Inc., Santa Monica, Calif., an initial public offering of 4.6 million shares. Natwest Securities.
+Strouds Inc., City of Industry, Calif., an initial public offering of 3.3 million shares. Montgomery Securities.
+Source: MCM CorporateWatch.
+Ratings: Moody's/Standard & Poor's.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Equity+Issues+This+Week%3A+%5BSchedule%5D&title=New+York+Times&issn=03624331&date=1994-10-10&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 10, 1994","Foreign & Colonial Emerging Mid-East Fund, New York, an initial public offering of 4 million shares. Nomura Securities International Inc. Phoenix Shannon P.L.C., Shannon, Ireland, an initial public offering of 1 million American depository shares (each share represents one ordinary share). Auerbach Pollack & Richardson Inc. Prismasystems Corp., Rome, N.Y., an initial public offering of 2.6 million shares. Monness, Crespi, Hardt & Co.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Oct 1994: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspaper s,429923412,"United States, New York, N.Y.",English,10-Oct-94,STOCKS AND BONDS,New York Times,Schedule,,,,,,,
+Clinton Aide in Quest Of Latin Trade Riches,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/clinton-aide-quest-latin-trade-riches/docview/429764674/se-2?accountid=14586,"Special to The New York Times
+Declaring Latin America the world's fastest growing region for American exports, Secretary of Commerce Ronald H. Brown today started a weeklong tour of South America with executives from 22 United States companies.
+In particular, Mr. Brown. arriving here on the first stop in a tour of Brazil, Argentina and Chile, said that those three countries ""represent immense market opportunities for U.S. businesses.""
+Latin America, the only region where the United States consistently enjoys a trade surplus, doubled its imports of American products in the last seven years, reaching $80 billion last year.
+The importance of Latin America to United States trade was underlined last week by the announcement that the trade deficit for April jumped 22 percent compared with March, to $8.4 billion.
+But in Latin America, radical decreases in tariffs continue to spur import growth, especially of goods from the United States. In the first four months of 1994, Brazil's imports rose 12 percent and Colombia's imports, 23 percent. Optimism From Unisys
+""There has never been a time when opportunities have been better,"" said Robert H. Cook, president of the Brazilian subsidiary of the Unisys Corporation. ""We are selling branch automation services to banks and document-imaging technology for Brazilian insurance companies.""
+Describing his mission as ""unabashedly pro-business,"" Mr. Brown said he planned to lobby with Brazilian officials in favor of the Raytheon Company, which is bidding against a French consortium made up of Thomson and Alcatel for a $1 billion radar contract for the Amazon region.
+Also hoping for a special hearing in Brasilia was Stephen D. Chesebro, president of Tenneco Gas. The Houston company is interested in a $4 billion project to build a gas pipeline in the late 1990's from Bolivia to Brazil.
+Mr. Brown plans to meet this week with the presidents of Argentina and Chile, two countries that he described as leading candidates for admission to an expanded North American Free Trade association. In parallel diplomacy in Washington, President Clinton met with Argentina's President, Carlos Saul Menem, on Friday, and is to see Chile's President, Eduardo Frei Ruiz-Tagle, on Tuesday. Praise for 2 Neighbors
+""Chile is first line for obvious reasons,"" Mr. Brown said of South America's most open and most prosperous economy. ""Argentina would be close behind. There is no question that President Menem has done an extraordinary job with economic reform, privatization and liberalization.""
+Last week, the Clinton Administration submitted legislation that would allow for fast-track approval of new members to an expanded hemisphere trade pact. Mr. Brown said that South American countries now have to decide whether they want to join the accord's partners or to enter into two-way trade agreements with the United States.
+Trailing Argentina closely as a candidate for membership, Mr. Brown said, was Colombia, which ""has undergone a good deal of economic liberalization and economic reform.""
+""We have looked favorably upon that,"" the Commerce Secretary added.
+United States exports to Colombia have virtually doubled since 1991, making the nation the United States' third-largest export destination in South America, after Brazil and Venezuela.
+""Colombia already has virtually free trade with the United States,"" said Ambassador Morris D. Busby, in an interview in Bogota last week. ""They have let all imports in -- just look at the American cars on the streets, the Haagen-Dazs in the supermarkets.""
+This trade opening has not been lost on the Europeans, who have watched their exports to Latin America increase by one-third in the last two years. Last week, technicians for the European Union started to draft a proposal to create, in stages, a free trade zone between Europe and Mercosul, the emerging common market composed of Argentina, Brazil, Uruguay and Paraguay.
+To further raise Latin America's profile in world trade, the leaders of a dozen and a half big Latin countries agreed on June 15 to support Mexico's President, Carlos Salinas de Gortari, for the post of Secretary General of the new World Trade Organization.
+Speaking in Brazil, where the Finance Minister is also a candidate for the post, Mr. Brown declined to endorse any candidate.
+Photograph Ronald H. Brown. (The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Clinton+Aide+in+Quest+Of+Latin+Trade+Riches&title=New+York+Times&issn=03624331&date=1994-06-27&volume=&issue=&spage=D.3&au=Brooke%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 27, 1994","In particular, Mr. [Ronald H. Brown]. arriving here on the first stop in a tour of Brazil, Argentina and Chile, said that those three countries ""represent immense market opportunities for U.S. businesses."" ""Chile is first line for obvious reasons,"" Mr. Brown said of South America's most open and most prosperous economy. ""Argentina would be close behind. There is no question that President [Carlos Saul Menem] has done an extraordinary job with economic reform, privatization and liberalization."" ""Colombia already has virtually free trade with the United States,"" said Ambassador Morris D. Busby, in an interview in Bogota last week. ""They have let all imports in -- just look at the American cars on the streets, the Haagen-Dazs in the supermarkets.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 June 1994: D.3.",11/15/17,"New York, N.Y.",LATIN AMERICA,"Brooke, James",New York Times Company,,Newspapers,429764674,"United States, New York, N.Y.",English,27-Jun-94,INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+"Let New Corporation Control Air Traffic, U.S. Says","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/let-new-corporation-control-air-traffic-u-s-says/docview/429433766/se-2?accountid=14586,"Special to The New York Times
+In an effort to improve efficiency and reduce airline delays and confusion, the Clinton Administration plans to ask Congress to create a Government-owned corporation like Amtrak to operate the nation's air traffic control system, Administration officials said today.
+Under the proposal, the Federal Aviation Administration, which now operates the air traffic control system, would continue to oversee safety standards and would promulgate and enforce regulation of controllers.
+But the chairman of the House panel that oversees aviation, Representative James L. Oberstar of Minnesota, said such a move would compromise safety. He vowed to fight the plan and predicted that Congress would reject it. Additional Proposals
+The Administration will also seek to increase to 49 percent the amount of voting stock that a foreign carrier can own in a United States airline, provided the foreign carrier offers a reciprocal arrangement to airlines in this country. This proposal has strong Congressional support as a way to pump needed money into domestic carriers. Foreign carriers may now own 49 percent of the stock of United States carriers but only 25 percent of their voting stock.
+The Administration also plans to propose a change in the bankruptcy laws, which some airlines believe give ailing carriers a financial benefit over healthy ones. Airlines operating under protection of current bankruptcy laws have had numerous extensions of time to emerge from bankruptcy and are able to pay a fraction of the costs they concur.
+Disenchantment with the air traffic control system was a major factor in proposing a corporation to run it, Administration officials said.
+""The air traffic control system is a problem,"" said Richard Mintz, a spokesman for Transportation Secretary Federico F. Pena. ""We want it to work better and in a more businesslike manner. This is something we believe will make the system more responsive to technological change, allow the airlines to reap the benefits of more efficient management and allow passengers to benefit from less delays.""
+The F.A.A. has, for example, had severe problems installing a new generation of traffic control technology called the Advanced Automation System. Reasons for Efficiency
+Administration officials want to finance the corporation through a tax on airline tickets. Mr. Mintz said the goal was to have the system financed by the airlines and removed from the Federal budget. The corporation would also have the power to issue long-term bonds to finance modernization.
+Officials believe that a corporation operating independently but owned by the Government would be more efficient because it would be freed of Government procurement rules, would be allowed to undertake expansions and other programs without competitive bidding and would not have to operate under Government hiring regulations.
+The plan was hailed by the airline industry, which has lost $11 billion in the last four years. ""It will bring efficiency to the operation,"" said Jim Landry, president of the Air Transport Association, which represents the major carriers. ""The F.A.A. is burdened with cumbersome procurement rules, antiquated personnel rules and uncertain funding.""
+But Mr. Oberstar, the Democrat who heads the aviation subcommittee of the Public Works and Transportation Committee, expressed strong opposition.
+""I think it is fraught with danger,"" he said, ""because there are just too many opportunities for safety to be compromised. If financial benefit to the airlines is the principal driving force for this recommendation, it scares me because I can see the airlines saying that distances should be reduced between aircraft so they can pump more aircraft into the skies and into airports.""
+But Mr. Mintz said the system would be safer as a result of buying better equipment and not being bound by bureaucratic restraints. ""We will never compromise safety,"" he said.
+The private corporation would resemble Amtrak, the national passenger railroad; its stock is owned by the Government, which names its board. The railroad is financed by passenger revenues and Government subsidies, with the latter providing about one-third of the total.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Let+New+Corporation+Control+Air+Traffic%2C+U.S.+Says&title=New+York+Times&issn=03624331&date=1994-01-06&volume=&issue=&spage=A.16&au=Tolchin%2C+Martin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 6, 1994","""The air traffic control system is a problem,"" said Richard Mintz, a spokesman for Transportation Secretary Federico F. Pena. ""We want it to work better and in a more businesslike manner. This is something we believe will make the system more responsive to technological change, allow the airlines to reap the benefits of more efficient management and allow passengers to benefit from less delays."" The plan was hailed by the airline industry, which has lost $11 billion in the last four years. ""It will bring efficiency to the operation,"" said Jim Landry, president of the Air Transport Association, which represents the major carriers. ""The F.A.A. is burdened with cumbersome procurement rules, antiquated personnel rules and uncertain funding."" ""I think it is fraught with danger,"" he said, ""because there are just too many opportunities for safety to be compromised. If financial benefit to the airlines is the principal driving force for this recommendation, it scares me because I can see the airlines saying that distances should be reduced between aircraft so they can pump more aircraft into the skies and into airports.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Jan 1994: A.16.",11/15/17,"New York, N.Y.",UNITED STATES,"Tolchin, Martin",New York Times Company,,Newspapers,429433766,"United States, New York, N.Y.",English,6-Jan-94,AIRLINES AND AIRPLANES; AIR TRAFFIC CONTROL; ACCIDENTS AND SAFETY; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+Market Place; Read-Rite is out front with a new technology for reading disk data.,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-read-rite-is-out-front-with-new/docview/428898089/se-2?accountid=14586,"SOME savvy investors have played the PC price wars by investing in the few chip and disk drive companies that supply the computer manufacturers. Now some investors are taking a look at a major supplier to the disk drive makers, the Read-Rite Corporation, which makes advanced heads that read data from high-performance hard disk drives.
+With more than a 50 percent market share, Read-Rite is the primary beneficiary of the move from ferrite heads to thin-film technology, which produces smaller, lighter heads and is better suited to manufacturing automation. Heads read the bits and bytes of data stored on magnetic disks in personal computers. Read-Rite supplies Conner Peripherals, Maxtor, Western Digital and other disk drive manufacturers.
+For its first fiscal quarter, ended Dec. 31, Read-Rite had earnings of $17.2 million, or 52 cents a share, nearly double the $8.9 million, or 33 cents a share, it reported in the comparable period a year earlier. Revenues rose to $139.4 million, from $67.8 million in the first quarter of the fiscal year 1992. Read-Rite went public in October 1991, in a deal underwritten by Hambrecht & Quist and Goldman, Sachs, and completed a secondary offering in November 1992.
+""We are sprinting,"" said Cyril J. Yansouni, Read-Rite's chairman and chief executive, who left Unisys to join the company in 1991. ""There is a cost to sprinting, however. You never can stop and take a deep breath and do things quite as well as you would like. But demand continues to be very strong and we don't want to miss any opportunities.""
+Read-Rite has plants under construction in both Fremont, Calif., near its headquarters in Milpitas, and in Bangkok, Thailand. It has already added 350 employees in California in the last 12 months and will add 250 more for the new plant. Read-Rite has also been adding manufacturing equipment at a rate of $25 million a quarter, Mr. Yansouni said.
+Read-Rite has only recently been covered by analysts at investment firms besides its underwriters, but the reports have been mostly favorable. The shares closed yesterday at $23.75, up 75 cents, and are a buying opportunity compared with the 52-week high of $32, some analysts say.
+Read-Rite will probably not be able to continue its triple-digit growth rate. This is because the company used proceeds from its initial public offering to buy the head-stack businesses of Conner and Maxtor, and comparisons with a year earlier have been helped by the contribution to revenues of those units. The second quarter, ending March 31, will be the first to include this contribution in both current and figures of a year earlier.
+The underlying growth at Read-Rite, however, remains ""very robust."" said Paul Fox, an analyst with Montgomery Securities. The company is benefiting from ""a secular shift to thin film heads over time,"" he said. These heads account for 45 percent of the market today but will probably be 80 percent five years from now, he said. ""The older technology is suffering and will probably continue to suffer, but you won't see a precipitous shift until Read-Rite has enough competition to make customers comfortable,"" he said.
+That competition has been slow in coming because thin film ""is a difficult technology and a number of companies have had trouble in it,"" Mr. Fox said. However, both Applied Magnetics and Dastek, a unit of Komag, have made progress lately and will provide more competition to Read-Rite. In addition, Seagate, the largest disk drive maker, has said it will make its own thin-film heads available to competitors. Seagate, which makes virtually all of its components in-house, is not a customer for Read-Rite.
+Mr. Fox has a buy recommendation on Read-Rite at current prices, with a target price of $33.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Read-Rite+is+out+front+with+a+new+technology+for+reading+disk+data.&title=New+York+Times&issn=03624331&date=1993-02-23&volume=&issue=&spage=D.10&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 23, 1993","The underlying growth at Read-Rite, however, remains ""very robust."" said Paul Fox, an analyst with Montgomery Securities. The company is benefiting from ""a secular shift to thin film heads over time,"" he said. These heads account for 45 percent of the market today but will probably be 80 percent five years from now, he said. ""The older technology is suffering and will probably continue to suffer, but you won't see a precipitous shift until Read-Rite has enough competition to make customers comfortable,"" he said. That competition has been slow in coming because thin film ""is a difficult technology and a number of companies have had trouble in it,"" Mr. Fox said. However, both Applied Magnetics and Dastek, a unit of Komag, have made progress lately and will provide more competition to Read-Rite. In addition, Seagate, the largest disk drive maker, has said it will make its own thin-film heads available to competitors. Seagate, which makes virtually all of its components in-house, is not a customer for Read-Rite.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Feb 1993: D.10.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,428898089,"United States, New York, N.Y.",English,23-Feb-93,STOCKS (CORPORATE); STOCK PRICES AND TRADING VOLUME; INVESTMENT STRATEGIES,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Building Less Expensive Solar Arrays,"New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-building-less-expensive-solar/docview/428873476/se-2?accountid=14586,"Taking a new approach to large-scale production of electricity from sunlight, a New Jersey company has built a five-acre array of photovoltaic cells of the type normally found in pocket calculators and wristwatches.
+The array, which produces power for Pacific Gas and Electric, was built in Davis, Calif. It uses a thin film of amorphous silicon sandwiched between two pieces of glass. Earlier arrays built to supply utilities used silicon crystals, which capture a larger fraction of the sun's energy but are more expensive to build.
+The company, Advanced Photovoltaic Systems Inc. of Princeton, N.J., announced on Monday that a cooperative research project called Photovoltaics for Utility Scale Applications in Davis had accepted its array after a one-year test period. The acceptance means the cells meet standards for reliability and durability set by utilities.
+Thin-film cells are cheap, relative to crystal cells, because of stingy use of materials; with an active layer that is just 1.5 microns thick, the most expensive part of the cells is the plate glass.
+But in making large thin-film cells, manufacturers have had trouble keeping the layers even; as a result, the cells lost efficiency and showed odd rainbows of color, according to Ronald W. Matlin, Advanced Photovoltaic's director of power systems. But his company has succeeded in building cells that are 31 inches by 61 inches.
+Thin-film cells capture only about 4.5 percent of the sun's energy, half what crystalline cells can achieve, and skeptics have argued that even the crystalline cells take up so much space that they cannot be useful for bulk power generation.
+But Mr. Matlin pointed out that in his company's installation, the value of the equipment was $400,000 an acre; compared with that, he said, land is a minor component, because it is generally available at $1,000 to $10,000 an acre.
+Costs are still high, about 25 cents a kilowatt-hour, compared with a national average retail selling price of about 8 cents for the electricity that utilities make from all sources. But a solar system incurs no costs for acid rain, global warming or other pollution or reliance on depletable natural resources, domestic or imported, he pointed out. And there is room to improve efficiency, raising the power output of a cell of a given size, which would cut costs, he said; in addition, fabrication costs are falling with increasing automation.
+The new thin-cell system takes up roughly the same space as a crystalline array, Mr. Matlin said, because, following the cheap route, the cells are mounted on simple platforms that do not track to follow the sun. Platforms that track, as are commonly used for crystalline cells, must be spaced farther apart to avoid putting one in the shadow of the next.
+Photograph A five-acre complex built in Davis, Calif., by Advanced Photovoltaic Systems of Princeton, N.J., to capture the sun's energy uses photovoltaic cells made from a thin film of amorphous silicon. The cells, of the type normally found in pocket calculators and wristwatches, are cheaper to make than the silicon crystals used in earlier arrays of solar energy panels. (Advanced Photovoltaic Systems)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Building+Less+Expensive+Solar+Arrays&title=New+York+Times&issn=03624331&date=1993-01-13&volume=&issue=&spage=D.2&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 13, 1993","In making large thin-film cells, manufacturers have had trouble keeping the layers even; as a result, the cells lost efficiency and showed odd rainbows of color, according to Ronald W. Matlin, Advanced Photovoltaic's director of power systems. But his company has succeeded in building cells that are 31 inches by 61 inches. Thin-film cells capture only about 4.5 percent of the sun's energy, half what crystalline cells can achieve, and skeptics have argued that even the crystalline cells take up so much space that they cannot be useful for bulk power generation. A five-acre complex built in Davis, Calif., by Advanced Photovoltaic Systems of Princeton, N.J., to capture the sun's energy uses photovoltaic cells made from a thin film of amorphous silicon. The cells, of the type normally found in pocket calculators and wristwatches, are cheaper to make than the silicon crystals used in earlier arrays of solar energy panels. (Advanced Photovoltaic Systems)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Jan 1993: D.2.",11/15/17,"New York, N.Y.",DAVIS (CALIF),"Wald, Matthew L",New York Times Company,,Newspapers,428873476,"United States, New York, N.Y.",English,13-Jan-93,SOLAR ENERGY; ELECTRIC LIGHT AND POWER,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Sales Rise At Top Black Companies,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-sales-rise-at-top-black-companies/docview/428527532/se-2?accountid=14586,"The nation's 100 largest black-owned companies posted a 10.4 percent increase in sales last year, despite the recession, bringing their revenue to $7.2 billion, according to a survey by Black Enterprise magazine.
+The figures for 1991 represent a sharp gain from the growth level of the previous year, in which Black Enterprise reported a 5.2 percent sales increase for the top 100 black-owned businesses. Earl G. Graves, publisher of Black Enterprise, said the increase indicated ""that we're coming out of the recession and that black-owned businesses have reached a point of sophistication that we can overcome a number of economic obstacles.""
+Nonetheless, many entrepreneurs said the recession had hit many black-owned business especially hard. ""All businesses are affected by the economic environment in which they operate, particularly small businesses,"" said Reginald F. Lewis, chairman and chief executive of TLC Beatrice International Holdings, the food-processing and distribution company, which is No. 1 on the list.
+""Many of the businesses owned by African-Americans are small,"" Mr. Lewis said, ""and there is often a disproportionate impact on those businesses in times of economic recession."" 21 New Members
+The list, which will appear in the June issue of the magazine, included first appearances by 21 businesses in a variety of industries. Rap music made its debut on the list with Rush Communications, the New York-based record and entertainment company headed by Russell Simmons, the rap impresario. The company reported sales of $33.8 million and took the 32d spot on the list.
+Another newcomer, RMS Technologies Inc., a computer and technical services company based in Marlton, N.J., with sales of $79.8 million, was eighth on the list.
+Another new member of the Black Enterprise list was the Mays Chemical Company, a producer and distributor of industrial chemicals. The company, based in Indianapolis, ranked 13th on the list and reported sales of $56.7 million. Just behind Mays Chemical was Pulsar Data Systems Inc., a systems-integration and office-automation concern based in Lanham, Md. It reported sales of $53 million.
+Also appearing for the first time, in the No. 15 spot, was Black Entertainment Television Holdings Inc., the Washington-based cable television network that earlier this year raised about $33 million in a public offering. The company, which is now listed on the New York Stock Exchange, reported sales last year of $50.8 million. Who Was Eligible
+Because the great majority of companies on the Black Enterprise list are private, their net-income figures are not available. To qualify for the top-100 list, a company must be at least 51 percent owned by black executives and must have operated for at least a year, Black Enterprise said.
+Candidates also must manufacture or sell a product or provide an industrial or consumer service. Black Enterprise also publishes annual listings for black-owned or black-controlled car dealerships and banks.
+Last year's top five positions on the industrial and service list remained the same this year.
+In the top position for the fourth consecutive year was Mr. Lewis's company, TLC Beatrice International Holdings, which includes the international operations of the Beatrice Companies, which Mr. Lewis purchased five years ago. TLC Beatrice, based in New York, reported sales of $1.54 billion last year.
+In second place was the Johnson Publishing Company, the magazine, broadcasting and cosmetics concern based in Chicago. Johnson Publishing's sales totaled $261.3 million. The company's magazines include Ebony, Jet and EM.
+In the No. 3 spot again this year was the Philadelphia Coca-Cola Bottling Company, the soft-drink bottling concern owned by the entrepreneur J. Bruce Llewellyn. Another company headed by Mr. Llewellyn, Garden State Cable TV, was ranked sixth on the list. The companies reported sales of $256 million and $88 million, respectively.
+H. J. Russell & Company, the Atlanta-based construction and food-services company, was ranked fourth with sales of $143.5 million. And Barden Communications Inc., the Detroit-based communications and real estate development company, was fifth, with sales of $91.2 million.
+The magazine also reported that employment for the top 100 black-owned companies increased 3.9 percent between 1990 and 1991.
+Chart ""Largest Black-Owned Businesses""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Sales+Rise+At+Top+Black+Companies&title=New+York+Times&issn=03624331&date=1992-05-07&volume=&issue=&spage=D.6&au=Hicks%2C+Jonathan+P&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 7, 1992","The figures for 1991 represent a sharp gain from the growth level of the previous year, in which Black Enterprise reported a 5.2 percent sales increase for the top 100 black-owned businesses. Earl G. Graves, publisher of Black Enterprise, said the increase indicated ""that we're coming out of the recession and that black-owned businesses have reached a point of sophistication that we can overcome a number of economic obstacles."" Nonetheless, many entrepreneurs said the recession had hit many black-owned business especially hard. ""All businesses are affected by the economic environment in which they operate, particularly small businesses,"" said Reginald F. Lewis, chairman and chief executive of TLC Beatrice International Holdings, the food-processing and distribution company, which is No. 1 on the list. ""Many of the businesses owned by African-Americans are small,"" Mr. Lewis said, ""and there is often a disproportionate impact on those businesses in times of economic recession."" 21 New Members","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 May 1992: D.6.",11/15/17,"New York, N.Y.",,"Hicks, Jonathan P",New York Times Company,,Newspapers,428527532,"United States, New York, N.Y.",English,7-May-92,UNITED STATES ECONOMY; BLACKS (IN US),New York Times,NEWSPAPER,,,,,,,
+Foundation Seeks to Restore U.S. Competitive Edge,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/foundati on-seeks-restore-u-s-competitive-edge/docview/427722000/se-2?accountid=14586,"LEAD: An American philanthropy plans to spend millions of dollars to bring scholars and industrial leaders together in projects to restore the nation's competitive edge in manufacturing and trade.
+An American philanthropy plans to spend millions of dollars to bring scholars and industrial leaders together in projects to restore the nation's competitive edge in manufacturing and trade.
+''We need to get our universities back in touch with the shop floor,'' said Ralph E. Gomery, president of the Alfred P. Sloan Foundation. ''There is too big a gap between the designing engineer and the people who actually make the product.''
+The first targets of the program backed by the Sloan Foundation will be the ailing automotive and textile industries.
+Mr. Gomery, a former senior vice president of the International Business Machines Corporation, said universities had turned away from the basic job of manufacturing since World War II.
+Many Millions Over Years",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Foundation+Seeks+to+Restore+U.S.+Competitive+Edge&title=New+York+Times&issn=03624331&date=1990-07-22&volume=&issue=&spage=A.23&au=Teltsch%2C+Kathleen&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 22, 1990","''We need to get our universities back in touch with the shop floor,'' said Ralph E. Gomery, president of the Alfred P. Sloan Foundation. ''There is too big a gap between the designing engineer and the people who actually make the product.'' ''As a consequence, the whole industrial process, which hinges on how manufacturing is done and products developed, is really invisible to today's graduates of engineering, and also of our business schools,'' he said The foundation, which Mr. Gomery said would ultimately spend ''tens of millions'' on the program, plans to provide an initial $1.3 million to set up a center at Harvard University to work on improving production in the textile and apparel industries. Prof. Daniel Roos, the center's director, said: ''Universities have tended to see industry as uncaring about society's needs, profit-driven and perhaps not too bright, while some of our corporate leaders see academics as eager critics who wouldn't understand the pressures of meeting a payroll.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 July 1990: A.23.",11/15/17,"New York, N.Y.",,"Teltsch, Kathleen",New York Times Company,,Newspapers,427722000,"United States, New York, N.Y.",English,22-Jul-90,UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+Hitchcock Company May Get A Reprieve,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hitchcock-company-may-get-reprieve/docview/427695719/se-2?accountid=14586,"LEAD: Earlier this month it appeared that production of the Hitchcock chair had ended for good after the Hitchcock Chair Company filed for bankruptcy and laid off its 150 workers here.
+Earlier this month it appeared that production of the Hitchcock chair had ended for good after the Hitchcock Chair Company filed for bankruptcy and laid off its 150 workers here.
+But now one of Hitchcock's largest customers, the London and Virginia Investment Corporation, a British concern that operates furniture stores in the Washington area, is trying to buy the company. While a bankruptcy court considers the possible sale, production has been restored by about 40 percent.
+''We are determined to see the company survive,'' said Alan MacKenzie, the president of the Hitchcock Company. ''We plan to work with any investors to try and work out what we feel is a mission: to save this wonderful company.''
+The Hitchcock chair was popular in the early 19th century, fell out of favor in the Victorian age but regained its status after World War II, when the nation recultivated a taste for early American and colonial-style furniture. Reproductions, which cost about $250, have earned renown for their durability and affordability, as well as for their ornate painted back splats and waxed rush seats.
+Roberta Petit, owner of the Riverton General Store, has nine reproductions of the original chair. ''It's a wooden chair, but it's comfortable and fits your back well,'' she said.
+Though the chairs are popular because of their simplicity, the turned elements and decorations are derivatives of the English Sheraton chair. Lambert Hitchcock, a craftsman from Litchfield, Conn., who started making the chairs in the early 1800's and founded the company in 1825, painted gold-leaf eagles and baskets of fruit on the chairs. The reproductions have stencils of such designs as well as images of university buildings and state capitols.
+Mr. Hitchcock was one of the first mass producers of furniture, said Elizabeth P. Fox, curator of the Connecticut Historical Society in Hartford. He also was known as an innovator because of his warranties and his use of automation; he replaced the laborious hand-painting process with stenciling. He also eventually used bronze powder instead of gilding, which made the chairs affordable to thousands of customers.
+''They were to furniture what the Volkswagen beetle was to cars,'' said Dean A. Fales Jr., the author of ''American Painted Furniture'' (E. P. Dutton, 1972).
+When the chair returned to popularity in the 1940's, ''Hitchcock chair'' became a generic term for a style of painted chair made by dozens of different manufacturers. But originals - those made by Mr. Hitchcock between 1825 and 1852 - are now worth as much as $4,000, said S. Dean Levy of Bernard & S. Dean Levy Inc., an American art and antiques dealer in Manhattan.
+The original chairs are particularly valuable if they are part of a complete set and contain an unusual painted design and the Hitchcock signature: ''L. Hitchcock, Hitchcocksville, Conn. Warranted,'' for chairs made until 1832, or ''Hitchcock, Alford & Co., Hitchcocksville, Conn. Warranted,'' for those made between 1832 and 1843. (Today's chairs have a copy of the first Hitchcock signature.) Unsigned originals can be worth several hundred dollars, depending on condition, design and size of the set.
+''They are not hard to find, but they are hard to find with their original decoration intact,'' Mr. Fales said. ''A lot of them have been redecorated over the years.''
+Photograph A typical Hitchcock chair, with stencils, rush seat and slat back. (Laurie A. O'Neill)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Hitchcock+Company+May+Get+A+Reprieve&title=New+York+Times&issn=03624331&date=1990-06-21&volume=&issue=&spage=C.7&au=NICK+RAVO%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 21, 1990","''We are determined to see the company survive,'' said Alan MacKenzie, the president of the Hitchcock Company. ''We plan to work with any investors to try and work out what we feel is a mission: to save this wonderful company.'' ''They were to furniture what the Volkswagen beetle was to cars,'' said Dean A. Fales Jr., the author of ''American Painted Furniture'' (E. P. Dutton, 1972). The original chairs are particularly valuable if they are part of a complete set and contain an unusual painted design and the Hitchcock signature: ''L. Hitchcock, Hitchcocksville, Conn. Warranted,'' for chairs made until 1832, or ''Hitchcock, Alford & Co., Hitchcocksville, Conn. Warranted,'' for those made between 1832 and 1843. (Today's chairs have a copy of the first Hitchcock signature.) Unsigned originals can be worth several hundred dollars, depending on condition, design and size of the set.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 June 1990: C.7.",11/15/17,"New York, N.Y.",,"NICK RAVO, Special to The New York Times",New York Times Company,,Newspapers,427695719,"United States, New York, N.Y.",English,21-Jun-90,"MERGERS, ACQUISITIONS AND DIVESTITURES; BANKRUPTCIES; LAYOFFS (LABOR); FURNITURE",New York Times,NEWSPAPER,,,,,,,
+Comex Chief Reportedly Resigns,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/comex-chief-reportedly-resigns/docview/427603950/se-2?accountid=14586,"LEAD: After only eight months on the job, Arnold F. Staloff, the president and chief executive of the Commodity Exchange Inc., or Comex, resigned under pressure last night, people at the exchange said.
+After only eight months on the job, Arnold F. Staloff, the president and chief executive of the Commodity Exchange Inc., or Comex, resigned under pressure last night, people at the exchange said.
+Mr. Staloff's resignation will be announced today, these people said.
+Mr. Staloff, who won the reputation of a strong innovator of financial products as a senior officer of the Philadelpia Stock Exchange and president of the Philadelphia Board of Trade, was said to have resigned as a result of difficulties in working with the members of the exchange.
+''Things just didn't mesh,'' said a person at the exchange.
+Unlike the Philadelphia exchange, where the professional staff has the strongest hand in running operations and the members are only a voice in that process, the Comex, based in New York, is effectively run by its members, who have a reputation for being strong-willed.
+The Comex is the nation's leading metals market, where futures contracts on gold and other precious metals are traded. But the 1980's have been difficult years for the exchange and it has had little success expanding beyond precious metals.
+Mr. Staloff could not be reached for comment. A spokesman for the exchange declined to comment.
+Successor Not Clear",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Comex+Chief+Reportedly+Resigns&title=New+York+Times&issn=03624331&date=1990-04-27&volume=&issue=&spage=D.1&au=Eichenwald%2C+Kurt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1990","This is the second time in about a year that the executive heading the Comex resigned because of dissatisfaction among the members. Last April, Alan J. Brody, who had held the post since 1981, announced his resignation. Mr. Brody's popularity among traders declined when the Comex, once the dominant futures exchange in New York, saw its fortunes wane as the New York Mercantile Exchange, home of oil futures contracts, rose in importance. During Mr. [Arnold F. Staloff]'s time with the Comex, he undertook a number of initiatives intended to improve the exchange's competitive position. The executive pushed strongly on a project that had begun before he arrived, and in September announced that the Comex would begin testing on the floor hand-held computers intended to prevent trading abuses of the sort that led to the Federal investigation last year of commodities traders in New York and Chicago. Those computers are expected to go into operation soon. In addition, Mr. Staloff also oversaw a streamlining of the exchange's budget. By December, the Comex had cut its operating budget by about 20 percent, in large part because of the work of Mr. Staloff, people who work at the exchange said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1990: D.1.",11/15/17,"New York, N.Y.",,"Eichenwald, Kurt",New York Times Company,,Newspapers,427603950,"United States, New York, N.Y.",English,27-Apr-90,"SUSPENSIONS, DISMISSALS AND RESIGNATIONS",New York Times,NEWSPAPER,,,,,,,
+BUSINESS DIGEST,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/427463458/se-2?accountid=14586,"LEAD: The Economy
+The Economy
+Almost 500 more savings associations than initially projected by the Bush Administration will have to be taken over by the Government under the savings and loan bailout, the Office of Thrift Supervision reported today. That is sure to mean that the ultimate cost of the rescue, which has been estimated at $159 billion over the next 10 years, will be considerably higher. [ Page D1. ]
+Consumer spending rebounded in November from a sharp fall the previous month. Personal incomes increased 0.8 percent. [ D2. ]
+Businesses plan to increase capital spending 4.9 percent in 1990, compared with an 8.5 percent increase this year, the Commerce Department said. [ D2. ]
+William Herbert Hunt lost the majority of his personal assets as a judge confirmed his bankruptcy reorganization plan. [ D6. ] International
+Japan is getting help with its trade surpluses from the 10 million Japanese tourists with a passion for overseas travel. [ A1. ]
+European Community ministers approved sweeping powers to review corporate mergers. The move ended 16 years of debate in which member nations had balked at ceding their authority. [ D1. ]
+The O.E.C.D. projected that growth in the industrial world would slow next year while inflation would inch up slightly. [ D2. ] Companies
+Sears, Roebuck said it would borrow $800 million to finance an
+Sears, Roebuck said it would borrow $800 million to finance an employee stock ownership plan that will raise its workers' stake in the company to 21 percent from 15 percent. [ D1. ]
+A.T.& T. said it had been awarded a contract by the Transportation Department for work stations that will be used for office automation. The contract could be worth as much as $850 million. [ D5. ]
+The California Department of Insurance is examining the transfer of ''junk bonds'' by First Executive to a series of affiliated companies. [ D6. ]
+The magazine 7 Days faces the challenge of proving it is a publication that Manhattan's trend-setters are willing to pay for. [ D1. ]
+Stride Rite received a takeover offer of $32 a share, but there were signs that investors were skeptical of the bid, which valued the company at more than $860 million. [ D5. ]
+Caterpillar's stock fell sharply after it lowered its outlook for the fourth quarter, blaming sluggish economic growth for depressing its sales. [ D5. ] Markets
+The S.E.C. proposed rule changes that would force mutual funds to identify portfolio managers and performance trends. The proposals are likely to be strongly opposed by the industry. [ D1. ]
+Stock prices were slightly higher, as advances of blue chips helped to pull up smaller stocks. The Dow Jones industrial average edged up 3.20 points, to 2,691.13. [ D6. ]
+Prices of Treasury securities were very narrowly mixed in dull trading, as dealers effectively closed their books on 1989. [ D13. ]
+Forecasts of frigid weather continued to bolster orange juice and heating oil futures prices. [ D14. ] The dollar declined modestly against most major currencies in quiet trading yesterday. [ D14. ] Today's Columns
+While many people worry about political and military dangers of a unified Germany, attention must be paid to the economic consequences of such a step. Leonard Silk: Economic Scene. [ D2. ]
+Home Shopping Network found a modicum of success through its failure on the legal front. Floyd Norris: Market Place. [ D6. ]
+Topps is betting that American children will flock to its new magazine as they have to its baseball cards. Randall Rothenberg: Advertising. [ D9. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST&title=New+York+Times&issn=03624331&date=1989-12-22&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 22, 1989","Sears, Roebuck said it would borrow $800 million to finance an employee stock ownership plan that will raise its workers' stake in the company to 21 percent from 15 percent. [ D1. ] The California Department of Insurance is examining the transfer of ''junk bonds'' by First Executive to a series of affiliated companies. [ D6. ] Forecasts of frigid weather continued to bolster orange juice and heating oil futures prices. [ D14. ] The dollar declined modestly against most major currencies in quiet trading yesterday. [ D14. ] Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Dec 1989: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427463458,"United States, New York, N.Y.",English,22-Dec-89,UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+Pastimes; Camera,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pastimes-camera/docview/427444865/se-2?accountid=14586,"LEAD: Remember Art Linkletter's comment that ''Kids say the darndest things?'' Well, readers of this column can say the darndest things, too. Sometimes a letter arrives that points to a real picture-taking problem.
+Remember Art Linkletter's comment that ''Kids say the darndest things?'' Well, readers of this column can say the darndest things, too. Sometimes a letter arrives that points to a real picture-taking problem.
+D. W. of New York City wrote recently about his disappointment with the travel pictures he had taken in England this summer. Most were badly underexposed, judging from the sample color prints he included.
+He explained that he had taken the pictures with a 200-speed film while pointing his auto-exposure, single-lens-reflex camera out the window of a tour bus. Having listened carefully to my advice about photographing from a moving platform, he set his camera to shutter-speed-priority automatic and his shutter speed to 1/250 second. That way, he figured, he would freeze any jiggles that came between the scenery and the bus.
+So here's his question: ''I thought that if I was shooting at a fast shutter speed, the aperture would adjust automatically. What was the fallacy in my thinking?''
+One fallacy in his thinking was to presume that the sun would be shining. Again judging from his pictures, I'd say he encountered his fair share of English summer overcast. Rain and clouds aren't necessarily bad things for scenic photography, but they do mean less light than one might hope for.
+That brings us to his second and more crucial fallacy: the idea that the camera would automatically compensate for the fast shutter speed he selected. In point of fact, it tried to, but a camera's ''brain'' can't work miracles.
+When a sophisticated camera is set to an auto-exposure mode that doesn't have the word ''program'' in it, the photgrapher has to bring his brain into play. In program mode, both the shutter speed and aperture are regulated by a built-in computer program (hence the name). You don't have to adjust a thing, which is how many photographers like it.
+But when you select either aperture-priority mode or shutter-speed priority mode, the camera's automation system relies on you to supply half the exposure equation. In aperture mode, you set the aperture and the camera sets the shutter speed. In shutter-speed mode, it works the other way around.
+Trouble is, there are limits to the camera's range of options. If you set the aperture to f/16, the camera may be forced to set shutter speeds slow enough to create visible subject blur and camera shake. If you set the shutter speed to 1/1,000 second, the maximum aperture may not be wide enough to let in all the light the film needs. This is what probably happened to our faithful reader who set the speed to 1/250 second.
+Some cameras will override photographers' dumb mistakes; others simply shrug and figure you must know more than they do. In D.W.'s case, the exposure system did what it thought it should do and set the aperture to its maximum aperture. The only trouble was, that still didn't get enough light to the film. The result: pictures that look as gray as a typical Yorkshire winter afternoon.
+To solve his problem, D. W. simply had to switch to a slower shutter speed, a faster film, or both. Or he could have switched the exposure system to program. Or (and this would be my best advice) he could have gotten off the bus to take his pictures. I'd be willing to bet that more than the exposure would be improved in the process.
+When should shutter-speed priority be used? Usually it's recommended for shooting action, such as sports. But because lens apertures have less of a range than shutter speeds, I prefer aperture-priority mode even in action situations. It's a simple matter to set the aperture to its widest setting, since that will give you the fastest practical shutter speed for the film you're using.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Pastimes%3B+Camera&title=New+York+Times&issn=03624331&date=1989-11-05&volume=&issue=&spage=A.95&au=Grundberg%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 5, 1989","So here's his question: ''I thought that if I was shooting at a fast shutter speed, the aperture would adjust automatically. What was the fallacy in my thinking?'' That brings us to his second and more crucial fallacy: the idea that the camera would automatically compensate for the fast shutter speed he selected. In point of fact, it tried to, but a camera's ''brain'' can't work miracles. When a sophisticated camera is set to an auto-exposure mode that doesn't have the word ''program'' in it, the photgrapher has to bring his brain into play. In program mode, both the shutter speed and aperture are regulated by a built-in computer program (hence the name). You don't have to adjust a thing, which is how many photographers like it.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Nov 1989: A.95.",11/15/17,"New York, N.Y.",,"Grundberg, Andy",New York Times Company,,Newspapers,427444865,"United States, New York, N.Y.",English,5-Nov-89,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427273862/se-2?accountid=14586,"LEAD: * Allied Signal Automotive, Southfield, Mich., an automotive supplier and a subsidiary of Allied-Signal Inc., Morristown, N.J., said it would acquire Magneti Marelli S.p.A., Milan, an automotive components supplier. Terms were not disclosed.
+* Allied Signal Automotive, Southfield, Mich., an automotive supplier and a subsidiary of Allied-Signal Inc., Morristown, N.J., said it would acquire Magneti Marelli S.p.A., Milan, an automotive components supplier. Terms were not disclosed.
+* BICC P.L.C., London, a cable and construction group, said about 99.6 percent of the shares had been tendered under its offer of $16 a share for Andover Controls Corp., Andover, Mass., a maker of microcomputer based building automation systems.
+* EAC Industries, Chicago, a diversified manufacturer of hardware and mechanical products, hired Northern Trust Co., Chicago, a commercial banking concern, to advise it on the possible sale of the company.
+* Florida National Banks of Florida Inc., Jacksonville, said its shareholders had approved a plan to merge with First Union Corp. Charlotte, N.C., Under terms of the agreement, First Union will buy all of Florida National's common stock for $27 a share.
+* Fuji Photo Film Co., Japan, opened its new $63 million plant in Greenwood, S.C. The plant will manufacture plates used in offset printing and is expected to employ 150 by next summer.
+* JMB Realty Corp., Chicago, a real estate investment company, said it would acquire Randsworth Trust P.L.C., London, a commercial realtor, for about $400 million.
+* Time Engineering Inc., Troy, Mich., a supplier of services to the automotive and space industries, said its president, John W. Mowrey, had acquired full ownership of the company. Terms were not disclosed.
+* TW HoldingsInc., an acquisition group led by Coniston Partners, said it was accepting 78.5 percent of the shares tendered by each stockholder under its tender offer for TW Services Inc.
+* Westmoreland Coal Co., Philadelphia, said it would lay off 87 employees at its Virginia division.
+Correction: July 26, 1989, Wednesday, Late Edition - Final
+A listing in the Company Briefs in Business Day on Friday incorrectly described an acquisition announced by Allied-Signal Automotive of Southfield, Mich. The company, a subsidiary of Allied-Signal Inc., is buying the heavy-truck air-brake business of Magneti Marelli S.p.A. of Milan, not the whole company.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1989-07-21&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 21, 1989","LEAD: * Allied Signal Automotive, Southfield, Mich., an automotive supplier and a subsidiary of Allied-Signal Inc., Morristown, N.J., said it would acquire Magneti Marelli S.p.A., Milan, an automotive components supplier. Terms were not disclosed. * Allied Signal Automotive, Southfield, Mich., an automotive supplier and a subsidiary of Allied-Signal Inc., Morristown, N.J., said it would acquire Magneti Marelli S.p.A., Milan, an automotive components supplier. Terms were not disclosed. A listing in the Company Briefs in Business Day on Friday incorrectly described an acquisition announced by Allied-Signal Automotive of Southfield, Mich. The company, a subsidiary of Allied-Signal Inc., is buying the heavy-truck air-brake business of Magneti Marelli S.p.A. of Milan, not the whole company.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 July 1989: D.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427273862,"United States, New York, N.Y.",English,21-Jul-89,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Comex Has New Chief From Philadelphia,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-comex-has-new-chief-philadelphia/docview/427282449/se-2?accountid=14586,"LEAD: Arnold F. Staloff, who won the reputation of a strong innovator of financial products as a senior officer of the Philadelpia Stock Exchange and president of the Philadelphia Board of Trade, yesterday was named the president and chief executive of the Commodity Exchange Inc., or Comex, based in New
+Arnold F. Staloff, who won the reputation of a strong innovator of financial products as a senior officer of the Philadelpia Stock Exchange and president of the Philadelphia Board of Trade, yesterday was named the president and chief executive of the Commodity Exchange Inc., or Comex, based in New York.
+The Comex is the nation's leading metals market, where futures contracts on gold and other precious metals are traded. But the 1980's have been difficult years for the exchange, which trades in seven active contracts, and it has had little success expanding beyond precious metals.
+In an interview yesterday, Mr. Staloff said that he did not believe going from the Philadelphia Exchange to the Comex would be a difficult leap. ''One thing I have learned in my travels around the world is that a trader is a trader is a trader,'' he said. ''Exchanges aren't that much different.''
+Nicholas A. Giordano, the head of the Philadelphia Exchange, who said that there were no immediate plans regarding a replacement for Mr. Staloff, said he believed his former colleague would adapt to the new market.
+''He's been weaned on a securities environment, and he is going to a commodities environment,'' Mr. Giordano said. ''But he is a tenacious, creative, hard-working guy, so I expect he'll do well there.''
+John Hanneman, the chairman of the Comex, said that Mr. Staloff had proved his ability to develop new products, and was familiar with trading similar to that on the Comex.
+For example, Mr. Hanneman said, Mr. Staloff developed the world's first foreign currency option product, which is now traded at the Philadelphia Exchange.
+Mr. Staloff succeeds Alan J. Brody, who announced in April that he intended to resign. Mr. Brody held the post since 1981. His popularity among traders declined when the Comex, once the dominant futures exchange in New York, saw its fortunes wane as the New York Mercantile Exchange, home of oil futures contracts, rose in importance.
+Mr. Staloff joined the Philadelphia Exchange in 1971 as a vice president, and was promoted later to senior vice president. In 1978, he left to become vice president of the Securities Industry Automation Corporation, which develops computer systems for the New York and American Stock Exchanges.
+In 1980, he returned to the Philadelphia Exchange. Since then, he has been a key player in a number of developments by the exchange, including its cash index participations, a basket product that began trading recently.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Comex+Has+New+Chief+From+Philadelphia&title=New+York+Times&issn=03624331&date=1989-07-13&volume=&issue=&spage=D.4&au=Eichenwald%2C+Kurt&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 13, 1989","The Comex is the nation's leading metals market, where futures contracts on gold and other precious metals are traded. But the 1980's have been difficult years for the exchange, which trades in seven active contracts, and it has had little success expanding beyond precious metals. In an interview yesterday, Mr. [Arnold F. Staloff] said that he did not believe going from the Philadelphia Exchange to the Comex would be a difficult leap. ''One thing I have learned in my travels around the world is that a trader is a trader is a trader,'' he said. ''Exchanges aren't that much different.'' ''He's been weaned on a securities environment, and he is going to a commodities environment,'' Mr. [Nicholas A. Giordano] said. ''But he is a tenacious, creative, hard-working guy, so I expect he'll do well there.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 July 1989: D.4.",11/15/17,"New York, N.Y.",,"Eichenwald, Kurt",New York Times Company,,Newspapers,427282449,"United States, New York, N.Y.",English,13-Jul-89,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Space Sought To Process More Arrests New York Tries to End Long Waits for Officers,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/space-sought-process-more-arrests-new-york-tries/docview/427078291/se-2?accountid=14586,"LEAD: New York City officials said yesterday that they were working to find more space to process arrests in Brooklyn, Queens and Manhattan and reduce the crowding that has forced some police officers to wait long hours on overtime to book prisoners.
+New York City officials said yesterday that they were working to find more space to process arrests in Brooklyn, Queens and Manhattan and reduce the crowding that has forced some police officers to wait long hours on overtime to book prisoners.
+The city's criminal-justice coordinator, Peter Benitez, said the city has tentatively negotiated a lease for a new complaint room in Brooklyn that would enable prosecutors to move from the cramped central booking operation at Gold and Tillary Streets. He said the city hoped to submit the lease to the Board of Estimate for approval next month.
+''We're going to take measures to provide better facilities,'' Mayor Edward I. Koch said yesterday after news reports of the crowding, which has grown especially acute in recent months. He said it was outrageous that officers had to wait so long. A Rise in Drug Arrests
+Mr. Benitez said part of the crowding was caused by an unexpectedly large number of drug arrests from the new Tactical Narcotics Team. In Manhattan, for example, the program was expected to produce 350 arrests a month but in its first two months it has produced closer to 450 a month.
+To ease crowding in Manhattan, the city is seeking to expand the so-called pens area in the Criminal Courts Building on Centre Street for use by prosecutors. It is discussing other ways to find more space, but Mr. Benitez said he could not elaborate because negotiations were under way.
+In Queens, Mr. Benitez said the city has been talking with state officials about using space in the Creedmoor Psychiatric Center for prosecutors to draft complaints, freeing space in the courthouse in Kew Gardens. The Queens unit of the Tactical Narcotics Team is based at Creedmoor.
+The city is under pressure to solve the crowding because the Patrolmen's Benevolent Association filed a lawsuit last month charging that officers were forced to linger in courthouses in unsafe, overcrowded conditions.
+District Attorney Elizabeth Holtzman of Brooklyn - whose intake office handled 86,000 arrests last year, a 40 percent increase over 1985 - said that she hoped the new complaint room could open soon, but that similar efforts had fallen through in the past. Expansion Favored
+''We should be much further along now,'' said Ms. Holtzman, who expects to process 17,000 felony drug arrests this year, up from 9,500 last year.
+A spokesman for District Attorney John J. Santucci of Queens said he wanted to use the Creedmoor site. ''The quality of our cases is far superior when the D.A. is right there in the same place as the arresting officer with his eyewitnesses,'' said the spokesman, Richard Piperno.
+District Attorney Robert M. Morgenthau of Manhattan said that while the system was clearly crowded, the average time spent by officers in the Manhattan complaint room had actually declined to 4.6 hours in the first two weeks of this month, compared with 6.7 hours in the same period last year, due in part to increased automation.
+''Things are not perfect but there's no disaster either,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Space+Sought+To+Process+More+Arrests+New+York+Tries+to+End+Long+Waits+for+Officers&title=New+York+Times&issn=03624331&date=1989-02-18&volume=&issue=&spage=1.31&au=Purdum%2C+Todd+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 18, 1989","''We're going to take measures to provide better facilities,'' Mayor Edward I. Koch said yesterday after news reports of the crowding, which has grown especially acute in recent months. He said it was outrageous that officers had to wait so long. A Rise in Drug Arrests A spokesman for District Attorney John J. Santucci of Queens said he wanted to use the Creedmoor site. ''The quality of our cases is far superior when the D.A. is right there in the same place as the arresting officer with his eyewitnesses,'' said the spokesman, Richard Piperno. ''Things are not perfect but there's no disaster either,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Feb 1989: 1.31.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Purdum, Todd S",New York Times Company,,Newspapers,427078291,"United States, New York, N.Y.",English,18-Feb-89,CRIME AND CRIMINALS; POLICE; OVERTIME,New York Times,NEWSPAPER,,,,,,,
+I.B.M. Posts 12.4% Gain In Fourth-Quarter Profit,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-b-m-posts-12-4-gain-fourth-quarter-profit/docview/427049877/se-2?accountid=14586,"LEAD: Laying the foundation for a year that analysts think will be financially strong, the International Business Machines Corporation reported yesterday that its fourth-quarter net income rose 12.4 percent from a year earlier.
+Laying the foundation for a year that analysts think will be financially strong, the International Business Machines Corporation reported yesterday that its fourth-quarter net income rose 12.4 percent from a year earlier.
+I.B.M. earned $2.35 billion, or $3.97 a share, compared with $2.09 billion, or $3.47 a share, in the fourth quarter of 1987. The company's revenue rose 9.3 percent, to $20 billion, up from $18.3 billion a year earlier.
+The results were slightly below some analysts' expectations and included an assortment of special adjustments for charges, gains and accounting and taxation changes. As a result, Wall Street showed some uncertainty about I.B.M. yesterday. The company's share price fell 75 cents in morning trading but later rebounded to close at $125, up $1.125, on the New York Stock Exchange. Contrast With Wang
+I.B.M.'s performance contrasted sharply with results of Wang Laboratories Inc., which said its second-quarter earnings fell 97.1 percent, to $1 million, or 1 cent a share, from $34.1 million, or 21 cents a share, a year earlier. The Lowell, Mass., office-automation company said the weak earnings were caused by production delays and slow demand for a new mid-range computer. Revenue declined 3.1 percent, to $760.7 million, from $784.7 million.
+Meanwhile, the Tandy Corporation, the Fort Worth-based consumer electronics and personal computer manufacturer, said its second-quarter earnings had risen 3.3 percent, to $135.1 million, or $1.50 a share, from $130.8 million, or $1.46 a share, a year earlier. Revenues rose 7.7 percent, to $1.4 billion from $1.3 billion.
+I.B.M., based in Armonk, N.Y., said its fourth-quarter results were reduced by a $270 million pretax charge because more employees than expected had accepted financial incentives to leave the company as part of its consolidation program. I.B.M. said 6,500 manufacturing and headquarters employees had chosen to leave; the company had expected 4,000 to leave when it announced the $600 million program in June. I.B.M.'s total employment is now 387,000 worldwide and 223,000 in United States.
+I.B.M. also said it posted a pretax gain of $220 million as part of the payments that it has been receiving from Fujitsu Ltd., Japanese computer maker, under an arbitration order to settle a software copyright dispute. Improving Shipments
+Analysts generally agreed that the results indicated significant strength, particularly in the mid-range and high end of I.B.M.'s product line. The company is now shipping significant numbers of its powerful 3090 S mainframe model, and sales of its AS/400 mid-range computers have significantly exceeded expectations.
+''I expected I.B.M. to have a gang-buster fourth quarter, but revenues were slightly below my expectations,'' said Robert Djurdjevic, president of Annex Research, a market research firm in Phoenix. ''The good news for I.B.M. is that after you make all the adjustments, the record looks even better.''
+For the 12 months ended Dec. 31, I.B.M. said its earnings had risen 10.4 percent, to $5.81 billion, or $9.80 a share, from $5.26 billion, or $8.72 a share, in the previous year. Revenue rose 8 percent, to $59.68 billion, from $55.26 billion in 1987. Problems With Product Mix
+Several analysts said that I.B.M.'s personal computer sales were strong during the year, but that the company was still having problems with a product mix that has not yet shifted strongly to the Micro Channel models of its PS/2 personal computer line.
+Significantly, I.B.M.'s strength during 1989 may be in the mid-range of the computer market, an area in which the world's largest computer maker has lagged during the last several years.
+''They finished the year with sales in excess of 30,000 AS/400 machines and could sell more than 80,000 this year,'' said Stephen P. Cohen, an analyst at the Soundview Financial Group in Stamford, Conn.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.B.M.+Posts+12.4%25+Gain+In+Fourth-Quarter+Profit&title=New+York+Times&issn=03624331&date=1989-01-19&volume=&issue=&spage=D.2&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--U nited States,3624331,"Copyright New York Times Company Jan 19, 1989","I.B.M., based in Armonk, N.Y., said its fourth-quarter results were reduced by a $270 million pretax charge because more employees than expected had accepted financial incentives to leave the company as part of its consolidation program. I.B.M. said 6,500 manufacturing and headquarters employees had chosen to leave; the company had expected 4,000 to leave when it announced the $600 million program in June. I.B.M.'s total employment is now 387,000 worldwide and 223,000 in United States. ''I expected I.B.M. to have a gang-buster fourth quarter, but revenues were slightly below my expectations,'' said Robert Djurdjevic, president of Annex Research, a market research firm in Phoenix. ''The good news for I.B.M. is that after you make all the adjustments, the record looks even better.'' ''They finished the year with sales in excess of 30,000 AS/400 machines and could sell more than 80,000 this year,'' said Stephen P. Cohen, an analyst at the Soundview Financial Group in Stamford, Conn.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Jan 1989: D.2.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,427049877,"United States, New York, N.Y.",English,19-Jan-89,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Software Makers Plan A $400 Million Merger,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-software-makers-plan-400-million/docview/427015562/se-2?accountid=14586,"LEAD: Morino Inc. and Duquesne Systems Inc., makers of information and control software used by large data-processing centers, said yesterday that they planned to merge, forming a company valued at almost $400 million.
+Morino Inc. and Duquesne Systems Inc., makers of information and control software used by large data-processing centers, said yesterday that they planned to merge, forming a company valued at almost $400 million.
+The merger will create the third-largest company in the mainframe software industry, and analysts said that the new company would eventually compete with Computer Associates Inc. and Panosophic Inc., the industry leaders.
+The new company will have 600 employees and combined revenues of slightly more than $95 million. Company executives said that the entity, which still does not have a name, would have a cash balance of $60 million and no debt. The deal has been approved by the boards and shareholders of the companies.
+Duquesne Systems, based in Pittsburgh, was founded in 1970 and had revenues of $50.3 million for the year that ended on Sept. 30. Morino, in Vienna, Va., was formed in 1973, and its revenues totaled $44.7 million for the year that ended on June 30.
+Duquesne's stock closed yesterday at $20.25 a share, up 50 cents, while Morino's shares closed at $17.875, up 12.5 cents each. The stocks are traded over-the-counter.
+''As we looked at our industry, we came to the conclusion that there would be a lot of benefit from the merging our two companies,'' said Peter Barris, Morino's president. ''There is a significant synergy of our two product lines.'' Almost no product overlap existed between the companies, he added.
+Morino sells information-management software programs for large data-processing centers, while Duquesne sells operations, automation and network-control programs. The companies sell largely into the software market for mainframe computers made by the International Business Machines Corporation.
+The analysts said that the new company reflected a general trend toward consolidation in the industry. The growth of the mainframe computer industry is slowing, and software and hardware makers are becoming more competitive.
+''You are seeing a continued consolidation throughout this area,'' said Timothy R. McCollumn, an industry analyst at Dean Witter Reynolds Inc. He said the union of Duquesne and Morino was largely one of equals.
+The merger is also different from other recent takeovers because it is not motivated by cost-cutting concerns, said Mark Finley, a financial analyst at the Soundview Financial Group, a financial services company based in Stamford, Conn. By contrast, Computer Associates, the largest company in the mainframe software industry, has grown rapidly because of an aggressive takeover strategy.
+Under the agreement, shareholders of Duquesne and Morino will receive stock in the new company, which will take place as a pooling of interest. Duquesne's shareholders will receive 1-for-1 exchange, while Marino's 10.1 million shares will be exchanged for 8.8 million shares in the new company.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Software+Makers+Plan+A+%24400+Million+Merger&title=New+York+Times&issn=03624331&date=1988-12-10&volume=&issue=&spage=1.37&au=Markoff%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 10, 1988","''As we looked at our industry, we came to the conclusion that there would be a lot of benefit from the merging our two companies,'' said Peter Barris, Morino's president. ''There is a significant synergy of our two product lines.'' Almost no product overlap existed between the companies, he added. ''You are seeing a continued consolidation throughout this area,'' said Timothy R. McCollumn, an industry analyst at Dean Witter Reynolds Inc. He said the union of Duquesne and Morino was largely one of equals. Under the agreement, shareholders of Duquesne and Morino will receive stock in the new company, which will take place as a pooling of interest. Duquesne's shareholders will receive 1-for-1 exchange, while Marino's 10.1 million shares will be exchanged for 8.8 million shares in the new company.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Dec 1988: 1.37.",11/15/17,"New York, N.Y.",,"Markoff, John",New York Times Company,,Newspapers,427015562,"United States, New York, N.Y.",English,10-Dec-88,"MERGERS, ACQUISITIONS AND DIVESTITURES; DATA PROCESSING (COMPUTERS); SOFTWARE PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+Postal Service Bars Texas Concern From Contracts,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/postal-service-bars-texas-concern-contracts/docview/426969893/se-2?accountid=14586,"LEAD: The Postal Service said Friday that it had suspended a Texas concern from bidding on contracts pending the outcome of a case in which the concern and two of its top executives are charged with attempting to rig postal contracts.
+The Postal Service said Friday that it had suspended a Texas concern from bidding on contracts pending the outcome of a case in which the concern and two of its top executives are charged with attempting to rig postal contracts.
+Assistant Postmaster General Jack Davin, in charge of procurement, announced the suspension against Recognition Equipment Inc. of Irving, Tex. The concern and its subsidiaries are barred from bidding on contracts for 120 days and the ban can be extended pending resolution of the case.
+Recognition Equipment and its chairman, William G. Moore Jr., and Robert W. Reedy, a vice president, were charged Thursday with conspiring in 1985 with Peter E. Voss, then vice chairman of the Postal Service's Board of Governors, and others to rig the award of $400 million in contracts for automated mail-sorting equipment. Plan to Replace Postal Head
+The indictment also accused the three men of participating in a scheme that included the replacement of Paul N. Carlin as Postmaster General with Albert V. Casey in 1986. Mr. Carlin was considered an obstacle to R.E.I.'s gaining of contracts, the indictment said. Mr. Voss was named as an co-conspirator but was not indicted.
+The contract for mail-sorting equipment was never awarded, but it would have been worth $8 billion over 10 years, according to court papers filed earlier in the investigation.
+Mr. Voss, who headed President Reagan's 1980 Ohio Presidential campaign, received a four-year prison term in 1986 after pleading guilty to contract kickback charges and expense account fraud. The Government said Mr. Voss received $19,000 in kickbacks from a Michigan public relations concern headed by John R. Gnau Jr. that Recognition Equipment had hired on the advice of Mr. Voss. Mr. Gnau, who was also named as co-conspirator but was not indicted, headed Mr. Reagan's 1980 Michigan campaign. Mr. Gnau is serving a three-year sentence for conspiracy and paying an illegal $2,500 gratuity to Mr. Voss. He agreed to cooperate with the investigation. Two-Year Delay Is Seen
+In sentencing memorandums filed in the earlier cases, prosecutors estimated that the bid-rigging activities of Mr. Voss and Mr. Gnau and subsequent investigations, forced the Postal Service to delay automation by at least two years at a cost of hundreds of millions of dollars.
+The charges carry maximum penalties of 33 years in prisons and fines of more than $1.5 million. The company could be fined more than $3 million if convicted.
+A spokeswoman for Recognition Equipment, Jenny Barker, said, ''Neither the company nor Mr. Moore nor Mr. Reedy have done anything wrong.''
+According to the indictment, William A. Spartin, president of Gnau & Associates, who also headed an executive placement concern, influenced the selection of a new Postmaster by obtaining management consulting contracts with the Postal Service.
+Mr. Spartin, who was also named a co-conspirator but was not indicted, used his position ''to insinuate himself into the confidence of high-level U.S.P.S. and board officials'' but concealed his relationship to Mr. Voss, Mr. Gnau and Recognition Equipment, the Government charged.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Postal+Service+Bars+Texas+Concern+From+Contracts&title=New+York+Times&issn=03624331&date=1988-10-09&volume=&issue=&spage=A.30&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 9, 1988","Mr. [Peter E. Voss], who headed President Reagan's 1980 Ohio Presidential campaign, received a four-year prison term in 1986 after pleading guilty to contract kickback charges and expense account fraud. The Government said Mr. Voss received $19,000 in kickbacks from a Michigan public relations concern headed by John R. Gnau Jr. that Recognition Equipment had hired on the advice of Mr. Voss. Mr. Gnau, who was also named as co-conspirator but was not indicted, headed Mr. Reagan's 1980 Michigan campaign. Mr. Gnau is serving a three-year sentence for conspiracy and paying an illegal $2,500 gratuity to Mr. Voss. He agreed to cooperate with the investigation. Two-Year Delay Is Seen A spokeswoman for Recognition Equipment, Jenny Barker, said, ''Neither the company nor Mr. [William G. Moore Jr.] nor Mr. [Robert W. Reedy] have done anything wrong.'' Mr. [William A. Spartin], who was also named a co-conspirator but was not indicted, used his position ''to insinuate himself into the confidence of high-level U.S.P.S. and board officials'' but concealed his relationship to Mr. Voss, Mr. Gnau and Recognition Equipment, the Government charged.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Oct 1988: A.30.",11/15/17,"New York, N.Y.",UNITED STATES,AP,New York Times Company,,Newspapers,426969893,"United States, New York, N.Y.",English,9-Oct-88,POSTAL SERVICE; ETHICS; POST OFFICES AND EQUIPMENT; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+Chase Weighing Sites for Moving Manhattan Unit,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chase-weighing-sites-moving-manhattan-unit/docview/426939831/se-2?accountid=14586,"LEAD: The Chase Manhattan Corporation has entered final negotiations with New York City over the possibility of moving 4,000 jobs from Manhattan to Brooklyn amid speculation that it is considering sites elsewhere and leaning toward the New Jersey waterfront.
+The Chase Manhattan Corporation has entered final negotiations with New York City over the possibility of moving 4,000 jobs from Manhattan to Brooklyn amid speculation that it is considering sites elsewhere and leaning toward the New Jersey waterfront.
+The company, with 16,000 employees in New York City, acknowledged that it was searching for a site to build a computer operations center somewhere in the New York metropolitan region. It denied that the search had been narrowed to Brooklyn or New Jersey.
+But speculation over Chase's plans was emotional and widespread yesterday, reflecting keen interest in real-estate decisions of New York City's major corporations, the city's campaign to retain those employers, and developers' efforts to lure them away.
+The interest was fueled by an article yesterday in The Wall Street Journal, attributed to unnamed sources, which said senior Chase officials had decided to move their computer operations to Newport, a huge waterfront development in Jersey City. Package of Incentives
+''The Rubicon has not been crossed,'' Mayor Koch said at a news conference, adding that he had been assured by Chase that no decision had been made. He said the city was preparing a final package of incentives intended to persuade Chase to move its workers to downtown Brooklyn.
+The chairman of the company that is building Newport, Samuel J. LeFrak, said he was angered by the rumors about Chase's plans. Big corporations like Chase, he said, could easily exploit fears of relocation to win unfair economic assistance from New York City.
+''What we don't need is war across the Hudson,'' he said.
+If it decides to move its computer operations to Jersey City, Chase would be far from the first financial-services concern to move part of its work force across the Hudson. The Bankers Trust Corporation, the Dreyfus Corporation, Paine Webber and several other Wall Street concerns have moved into new offices along the New Jersey waterfront, or have announced plans to do so. Intense Rivalry
+Experts say the decentralization of financial-services companies, which have tended to leave their headquarters personnel in Manhattan and split off support workers, has been mainly good economic news for New York City and its suburbs because most of the expansion has remained within the metropolitan region.
+Still, no one denies that the rivalry among New York City and its neighbors along the Jersey waterfront, where extensive office construction is under way, is intense. Indeed, the Koch administration has been pitching several developments planned in downtown Brooklyn as a low-cost alternative to New Jersey and apparently has made Chase a focal point of the effort.
+The Mayor said the city, in more than 18 months of negotiations with Chase, had been trying to persuade the company to move to Metrotech, a complex planned near the Brooklyn approach to the Brooklyn Bridge that has already received commitments from other large tenants, including the Securities Industry Automation Corporation, Brooklyn Union Gas Company and the Polytechnic Institute of Brooklyn. Computer Operations
+A Chase spokesman, Steven Rautenberg, denied assertions in The Wall Street Journal article that Willard C. Butcher, the Chase chairman, and other senior bank officials would recommend to Chase's board at a meeting Sept. 21 that the computer operations be moved to Newport.
+He said Chase was considering many sites in Manhattan, Brooklyn and New Jersey. ''There is nothing magical about the Sept. 21 meeting,'' he said.
+Alair A. Townsend, the Deputy Mayor for Finance and Economic Development, said she was convinced that Chase was still giving serious consideration to Brooklyn. In a telephone conversation yesterday morning, she said, Mr. Butcher assured her that Chase had made no final decisions and asked that the city have ready within two weeks a final package of incentives it would offer in downtown Brooklyn.
+The Koch administration is already offering energy subsidies, tax cuts, moving grants and other incentives to companies relocating in Brooklyn, the Bronx, Queens, Staten Island or above 96th Street in Manhattan. Those incentives, Miss Townsend said, will make Chase's costs in downtown Brooklyn ''about even'' with those at Newport.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chase+Weighing+Sites+for+Moving+Manhattan+Unit&title=New+York+Times&issn=03624331&date=1988-09-15&volume=&issue=&spage=B.4&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 15, 1988","''The Rubicon has not been crossed,'' Mayor Koch said at a news conference, adding that he had been assured by Chase that no decision had been made. He said the city was preparing a final package of incentives intended to persuade Chase to move its workers to downtown Brooklyn. He said Chase was considering many sites in Manhattan, Brooklyn and New Jersey. ''There is nothing magical about the Sept. 21 meeting,'' he said. The Koch administration is already offering energy subsidies, tax cuts, moving grants and other incentives to companies relocating in Brooklyn, the Bronx, Queens, Staten Island or above 96th Street in Manhattan. Those incentives, Miss [Alair A. Townsend] said, will make Chase's costs in downtown Brooklyn ''about even'' with those at Newport.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Sep 1988: B.4.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Lueck, Thomas J",New York Times Company,,Newspapers,426939831,"United States, New York, N.Y.",English,15-Sep-88,RELOCATION OF BUSINESS; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS DIGEST:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/426823175/se-2?accountid=14586,"LEAD: THE ECONOMY The Supreme Court made it easier for manufacturers to stop supplying discount dealers in order to protect other merchants from price competition. Upholding a lower court ruling, the Court ruled by 6 to 2 that a manufacturer's agreement with one dealer to stop supplying a price-cutting dealer would not necessarily violate the Sherman Antitrust Act.
+THE ECONOMY The Supreme Court made it easier for manufacturers to stop supplying discount dealers in order to protect other merchants from price competition. Upholding a lower court ruling, the Court ruled by 6 to 2 that a manufacturer's agreement with one dealer to stop supplying a price-cutting dealer would not necessarily violate the Sherman Antitrust Act. [ Page A1. ] President Reagan denounced the plant-closing provision and other parts of the recently passed trade bill. [ D1. ] Orders to the nation's factories surged 1.6 percent in March as strong export demand and heavy military orders reversed weakness in the previous two months. The advance was the first this year. [ D6. ] Construction spending surged 1.5 percent in March, the biggest increase in almost a year. [ D6. ] Americans increased their efficiency in producing goods and services at an annual rate of nearly 1 percent last quarter. [ D6. ] MARKETS Oil prices fell sharply worldwide after OPEC backed away from cutting production in concert with other oil producers. [ D1. ] Precious metal futures prices plunged after OPEC failed to reduce production, as had been expected. [ D20. ] The stock market closed mixed, although a late rally in blue-chip issues allowed the Dow Jones industrial average to post a gain of 10.94 points, to 2,043.27. [ D8. ] Bond prices slipped in light trading, as market participants shrugged off the positive implications of falling oil and commodity prices. [ D16. ] Gold was down $5.40 an ounce, to $445.60, on the Comex. The dollar was mixed against major currencies. [ D20. ] Nasdaq fined Blinder, Robinson $250,000 and imposed other penalties, accusing the brokerage of ''excessive and fraudulent markups.'' The firm said it would appeal. [ D2. ] COMPANIES USG's board approved a recapitalization and restructuring involving the sale of some businesses and other assets, in a move to fend off Desert Partners' tender offer. [ D1. ] Allegis sold 50 percent of its Apollo system of computerized reservations to five other airlines. [ D4. ] Some Dalkon Shield claimants called for a vote against A. H. Robins's proposed reorganization plan. They said those who had suffered injuries from the contraceptive device were taking a back seat financially to the company's stockholders. [ D1. ] Banca Commerciale Italiana will seek a majority of Irving, rather than its current offer for 45 percent. The Milan bank is competing against Bank of New York. [ D4. ] A Drexel Burnham Lambert trading practice may violate Federal anti-manipulation statutes, an S.E.C. official said. [ D2. ] West Germany will sell its 60 percent stake in Viag, the giant energy, chemical and metal enterprise. [ D2. ] Gould will sell its industrial automation unit to the AEG division of Daimler-Benz for $290 million. [ D4. ] Henry Holt has named Bruno A. Quinson its president and chief executive. [ D26. ] Ms. and Sassy magazines were sold, as expected, to the president and vice president of John Fairfax. [ D26. ] McGraw-Hill suspended publication of Business Week Careers, its five-year-old magazine for college students. [ D26. ] TODAY'S COLUMNS Maxicare Health Plans wants to drop 800,000 subscribers. The health-care organization is squeezed between rising medical costs and stiff competition. Business and Health. [ D2. ] Stock pickers are weighing what the economy will be like in the second half of the year. Market Place. Market Place. [ D8. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1988-05-03&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 3, 1988","THE ECONOMY The Supreme Court made it easier for manufacturers to stop supplying discount dealers in order to protect other merchants from price competition. Upholding a lower court ruling, the Court ruled by 6 to 2 that a manufacturer's agreement with one dealer to stop supplying a price-cutting dealer would not necessarily violate the Sherman Antitrust Act. [ Page A1. ] President Reagan denounced the plant-closing provision and other parts of the recently passed trade bill. [ D1. ] Orders to the nation's factories surged 1.6 percent in March as strong export demand and heavy military orders reversed weakness in the previous two months.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 May 1988: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426823175,"United States, New York, N.Y.",English,3-May-88,,New York Times,Summary,,,,,,,
+Chrysler Proposes to Tie Bonuses Of Officers to Profit-Sharing Plan,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chrysler-proposes-tie-bonuses-officers-profit/docview/426798727/se-2 ?accountid=14586,"LEAD: Officials of the Chrysler Corporation pledged today that executive bonuses would not be paid in years when factory workers do not receive any payments from a profit-sharing plan.
+Officials of the Chrysler Corporation pledged today that executive bonuses would not be paid in years when factory workers do not receive any payments from a profit-sharing plan.
+The statement came as the company began early negotiations with the United Automobile Workers on a new contract covering 60,000 factory and office workers. The top officials of the U.A.W. say that they are seeking an agreement modeled after agreements developed last year at the General Motors Corporation and the Ford Motor Company that centered on improvements in job security. No Union Pledges Sought
+Anthony P. St. John, Chrysler's vice president for human resources, said that the company has offered to tie executive bonuses to profit-sharing payments. He said that the company agreed that it was unfair to pay executives millions of dollars in bonuses when contractual profit-sharing formulas yielded no payments for workers. He added that the company would issue the pledge without seeking anything from the union.
+Mr. St. John's comments were in reaction to the situation at G.M. The company has been criticized by union leaders for paying large bonuses to executives in years when profits were too low to bring profit-sharing payments for union workers. Employees at Ford, which has a similar plan, averaged $3,700 each in profit-sharing for 1987.
+A union spokesman said the U.A.W. agreed with the Chrysler proposal in principle, but wanted to examine the details before the plan could be included in a contract. Chrysler has no profit-sharing plan, but one is expected to emerge from these negotiations. Proxy Statement Due
+The Chrysler statement came one day before the release of the company's proxy statement, which could be a factor in negotiations because it will contain details of how much its top executives received in 1987. Last year, the statement disclosed that Lee A. Iacocca, Chrysler's chairman, collected more than $23 million in 1986, which brought grumblings from workers. The statement noted that much of Mr. Iacocca's income that year resulted from exercising stock options that were granted while the company was in financial difficulty.
+Owen F. Bieber, the president of the union, said he hoped that an agreement could be reached within three weeks and said the union expected Chrysler follow the pattern set at Ford and G.M. ''The pattern is there; there aren't any secrets,'' he said. He added that he expected the new contract to cover two years and several months so that it would expire in September 1990, the same time as those at G.M. and Ford. The current contract ends on Sept. 15. The length of the agreement could also be a point of dispute, since Mr. St. John said he was not sure whether Chrysler would accept a common expiration date. In 1985, Chrysler offered the union a more attractive pay increase to gain an extra year on its contract, and company officials have discussed the advantage of not being associated with the other, larger companies in labor negotiations. Chrysler Urges a Committee
+Mr. St. John also proposed that a tripartite committee, with labor and management representatives and outside experts, be established to explore longer-range plans to link employment security to ventures by management and labor. He said that the committee could help guide bargainers in the next round of contract talks.
+The domestic automobile industry is bracing for new rounds of plant closings as more Japanese-owned automobile plants begin production in this country. Although the union has secured guarantees from G.M. and Ford against plant closings caused by the introduction of automation or the shift of work to foreign sources, it has been unable to keep plants open when the sales of the products made there decline.
+Mr. St. John said that it was clear that ''somebody will get squeezed as additional capacity comes on stream.'' He said that Chrysler needed more cooperative efforts from factory workers to improve the quality of its cars and trucks, as well as to improve productivity if the company was to improve job security.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chrysler+Proposes+to+Tie+Bonuses+Of+Officers+to+Profit-Sharing+Plan&title=New+York+Times&issn=03624331&date=1988-04-19&volume=&issue=&spage=A.18&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 19, 1988","Owen F. Bieber, the president of the union, said he hoped that an agreement could be reached within three weeks and said the union expected Chrysler follow the pattern set at Ford and G.M. ''The pattern is there; there aren't any secrets,'' he said. He added that he expected the new contract to cover two years and several months so that it would expire in September 1990, the same time as those at G.M. and Ford. The current contract ends on Sept. 15. The length of the agreement could also be a point of dispute, since Mr. St. John said he was not sure whether Chrysler would accept a common expiration date. In 1985, Chrysler offered the union a more attractive pay increase to gain an extra year on its contract, and company officials have discussed the advantage of not being associated with the other, larger companies in labor negotiations. Chrysler Urges a Committee","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Apr 1988: A.18.",11/15/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,426798727,"United States, New York, N.Y.",English,19-Apr-88,AUTOMOBILES; CONTRACTS; LABOR; PROFIT SHARING; BONUSES; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Triangle Package Unit Hires Chip Executive,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-triangle-package-unit-hires-chip/docview/426719572/se-2?accountid=14586,"LEAD: William N. Sick, executive vice president of Texas Instruments Inc., switched yesterday to packaging from electronics, announcing that he had been named chief executive of the American National Can Company.
+William N. Sick, executive vice president of Texas Instruments Inc., switched yesterday to packaging from electronics, announcing that he had been named chief executive of the American National Can Company.
+American National Can, a subsidiary of Triangle Industries, calls itself the world's largest packaging company, with sales last year of more than $4 billion. Triangle acquired National Can in 1985 and American Can Packaging in 1986, and the integration of the two companies began last spring.
+Mr. Sick, 52 years old, succeeds Frank W. Considine, 66, who remains chairman of American National Can. Mr. Considine, who had led National Can, continues as vice chairman of Triangle.
+For Mr. Sick, the post at American National Can is his opportunity to run a major company. At Texas Instruments he may have felt his chances of reaching the top were remote, because Jerry R. Junkins, 50, was named president and chief executive in 1985 and will add the title of chairman in April when Mark Shepherd Jr. retires at age 65.
+There are similarities between his Texas Instruments experience and the packaging industry, Mr. Sick said. ''In the semiconductor business I've had a large amount of experience in high-volume, low-cost manufacturing,'' he said. ''For a five-year period I managed the metals and controls business of Texas Instruments, which has many similarities.''
+In addition, he said, ''I've had very extensive international experience, and we expect that to be a major growth area.'' American National Can has more than 100 packaging facilities in 15 countries.
+Mr. Considine said in a statement, ''He brings a new dimension to American National Can and is the ideal architect for the company's global growth strategy for the 1990's.''
+Mr. Sick said innovations in plastics, metallurgy and factory automation could generate a revolution in the packaging industry, ''creating opportunities similar to those in past years in electronics.''
+Mr. Sick, a Texan, has spent 29 years at Texas Instruments, joining after graduating from Rice University with a degree in electrical engineering. Most recently, he was responsible for the company's activities in the Asia-Pacific region, He has lived in Tokyo, Europe, Philadelphia, Washington and Boston, and now he will be adding Chicago, headquarters of American National Can.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Triangle+Package+Unit+Hires+Chip+Executive&title=New+York+Times&issn=03624331&date=1988-01-13&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 13, 1988","There are similarities between his Texas Instruments experience and the packaging industry, Mr. Sick said. ''In the semiconductor business I've had a large amount of experience in high-volume, low-cost manufacturing,'' he said. ''For a five-year period I managed the metals and controls business of Texas Instruments, which has many similarities.'' In addition, he said, ''I've had very extensive international experience, and we expect that to be a major growth area.'' American National Can has more than 100 packaging facilities in 15 countries. Mr. [Frank W. Considine] said in a statement, ''He brings a new dimension to American National Can and is the ideal architect for the company's global growth strategy for the 1990's.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Jan 1988: D.2.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,426719572,"United States, New York, N.Y.",English,13-Jan-88,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Prospects,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prospects/docview/426651063/se-2?accountid=14586,"LEAD: Diamonds Still Dazzle
+Diamonds Still Dazzle
+The stock market's malaise, a drooping dollar, recessionary fears - none of this will take the wind out of diamond sales, says Lloyd Jaffe, chairman of the American Diamond Industry Association. The nation's diamond dealers, he said, ''have every reason to expect an all-time high'' for sales in 1987.
+With record amounts of finished and rough gems already in the pipeline, ''diamond sales will remain strong regardless of economic conditions,'' said Mr. Jaffe, adding that dollar-sales growth may be lower than unit growth. ''The value-per-piece does tend to reflect economic conditions,'' he said.
+Value-per-piece, sales volume and dollar sales for diamonds have all been on an upward trend recently. Last year, Americans bought $9.8 billion worth of diamond jewelry, compared with $5.7 billion in 1982.
+As for overseas sales, the weaker dollar is helping the nation's dealers, who import large quantities of rough stones for resale around the world. Wholesale diamonds are priced in dollars worldwide, Mr. Jaffe explained, so countries with stronger currencies can afford to buy more of the gems. Time for Just-In-Time
+America's big industrial companies have been steadily adopting Japanese ''just-in-time'' production techniques, which allow manufacturers to provide customers with small quantities of their product on demand.
+Now, a growing number of these companies are starting to expect their suppliers - including small businesses - to become as flexible and responsive as they are, says Gary Peterson, a partner in the Oakland, Calif., office of Arthur Anderson & Company.
+''Suppliers will either have to take the risk of having a lot of inventory around'' to meet demand, Mr. Peterson said, or they will have to change their own manufacturing processes to become more efficient.
+The change may involve ''reinventing'' their factories, so that the movement of materials is driven by demand rather than production methods, he said, but it probably will not require costly computer automation or robotics.
+Small suppliers will reap the same benefits from just-in-time manufacturing as large producers, Mr. Peterson said, including lower inventory costs, less need for storage equipment, and fewer factory and warehouse space requirements, all of which adds up to lower capital outlays for plant and equipment.
+Since small vendors may be reluctant to make the switch, ''many major companies are working with their suppliers to make these changes,'' Mr. Peterson said. ''They don't want to change suppliers if they don't have to.'' Greetings
+Retail sales of greeting cards will grow more than 70 percent by 1992 - to $5.2 billion from $3.7 billion today, said David Weiss, president of Packaged Facts, a New York market research firm.
+Much of that growth will be fueled by the popularity of the so-called alternative cards, Mr. Weiss said. Introduced by small entreprenuers about 10 years ago, alternatives have been adopted by Hallmark, American Greetings and other major marketers.
+Alternative cards - which typically celebrate moods as well as occasions - now account for about 17 percent of the market. ''A decade ago you had to search high and low for a Mother's Day card not dripping in flowers,'' Mr. Weiss said. ''Now there's a card that helps you tell your mother that all the guys have pierced ears.''
+The new cards' popularity should keep growing, Mr. Weiss predicted. ''Some marketers of alternative greeting cards feel they have created a new form of communication to replace the void created by the decline of letter-writing,'' said Mr. Weiss. But he does see at least one problem: Creators of the cards will have to keep inventing new formats and messages, he said, to ''make sure they don't become as trite as the types of cards they superannuated.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Prospects&title=New+York+Times&issn=03624331&date=1987-11-29&volume=&issue=&spage=A.1&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1987","Since small vendors may be reluctant to make the switch, ''many major companies are working with their suppliers to make these changes,'' Mr. [Gary Peterson] said. ''They don't want to change suppliers if they don't have to.'' Greetings Alternative cards - which typically celebrate moods as well as occasions - now account for about 17 percent of the market. ''A decade ago you had to search high and low for a Mother's Day card not dripping in flowers,'' Mr. [David Weiss] said. ''Now there's a card that helps you tell your mother that all the guys have pierced ears.'' The new cards' popularity should keep growing, Mr. Weiss predicted. ''Some marketers of alternative greeting cards feel they have created a new form of communication to replace the void created by the decline of letter-writing,'' said Mr. Weiss. But he does see at least one problem: Creators of the cards will have to keep inventing new formats and messages, he said, to ''make sure they don't become as trite as the types of cards they superannuated.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1987: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"Fisher, Lawrence M",New York Times Company,,Newspapers,426651063,"United States, New York, N.Y.",English,29-Nov-87,DIAMONDS; SALES; FORECASTS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Smooth Transition Seen for Rockwell,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-smooth-transition-seen-rockwell/docview/426619390/se-2?accountid=14586,"LEAD: There were no surprises yesterday at the Rockwell International Corporation as the big military contractor announced plans for changes at the top. Robert Anderson, who will be 67 years old next month, recommended to the board at a meeting in Atlanta that he step down as chairman and chief executive in February and be replaced by Donald R.
+There were no surprises yesterday at the Rockwell International Corporation as the big military contractor announced plans for changes at the top. Robert Anderson, who will be 67 years old next month, recommended to the board at a meeting in Atlanta that he step down as chairman and chief executive in February and be replaced by Donald R. Beall.
+Mr. Beall, 48, has been Rockwell's president and chief operating officer since 1979. He will continue as president once the management changes are complete.
+''We worked out this transition two or three years ago,'' Mr. Anderson said yesterday. ''We started a new fiscal year in October, and we thought it was a good idea to announce what our plans were. Since Don and I have worked closely for almost 20 years, I think it will be a smooth transition.''
+Rockwell, which has headquarters in Pittsburgh and Los Angeles, is winding down its B-1 bomber program and clearly has some choices to make under a new chief executive.
+''It's a time of transition and new opportunities for Rockwell, with the caveat that it also leaves the company with uncertainty over where it is to go next,'' said Wolfgang H. Demisch, aerospace analyst at the First Boston Corporation.
+Mr. Anderson tenaciously pushed the B-1 program through to its completion - the 100th and final bomber is scheduled to roll off the production line this spring.
+The program represents about a third of Rockwell's business, and the company has no similar blockbuster military program to take its place, Mr. Demisch said. But Rockwell has ample cash and few threats on its horizons, he said, adding that the management team has been successful in the past and that Mr. Beall ''is a guy who can make very tough choices on where he goes at this point and what he wants to focus on.''
+Rockwell two years ago moved into the commercial market in a big way with the purchase of the Allen-Bradley Company, a maker of factory automation products. In addition, it has aerospace, automotive and commercial and military electronics businesses contributing to its $12 billion annual sales.
+Mr. Beall and Mr. Anderson joined Rockwell in the same year - 1968 -and both came from the auto industry. Mr. Anderson had spent 22 years at the Chrysler Corporation, where he headed the Chrysler-Plymouth division. Mr. Beall came from the Ford Motor Company, where he was an engineer.
+Mr. Anderson has spent much of his time lately speaking on such topics as the need to improve America's competitiveness. He will remain chairman of the board's executive committee and will be a consultant.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Smooth+Transition+Seen+for+Rockwell&title=New+York+Times&issn=03624331&date=1987-10-08&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 8, 1987","''We worked out this transition two or three years ago,'' Mr. [Robert Anderson] said yesterday. ''We started a new fiscal year in October, and we thought it was a good idea to announce what our plans were. Since Don and I have worked closely for almost 20 years, I think it will be a smooth transition.'' The program represents about a third of Rockwell's business, and the company has no similar blockbuster military program to take its place, Mr. [Wolfgang H. Demisch] said. But Rockwell has ample cash and few threats on its horizons, he said, adding that the management team has been successful in the past and that Mr. [Donald R. Beall] ''is a guy who can make very tough choices on where he goes at this point and what he wants to focus on.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Oct 1987: D.2.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,426619390,"United States, New York, N.Y.",English,8-Oct-87,,New York Times,NEWSPAPER,,,,,,,
+Postal Service Losses in 1987 Put at $200 Million,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/postal-service-losses-1987-put-at-200-million/docview/426627661/se-2?accountid=14586,"LEAD: The Postal Service finished the fiscal year 1987 with a loss of more than $200 million, emphasizing the need for the higher rates expected to take effect next spring, Postmaster General Preston R. Tisch said today.
+The Postal Service finished the fiscal year 1987 with a loss of more than $200 million, emphasizing the need for the higher rates expected to take effect next spring, Postmaster General Preston R. Tisch said today.
+While the final accounting has not been completed, preliminary results indicate that the Postal Service losses will range from $200 million to $225 million, Mr. Tisch said at a National Press Club breakfast. The agency completed its fiscal year last Saturday.
+The Postmaster General added that, while he would continue to urge postal managers to hold spending down, he expected the agency's losses to reach $400 million in the current fiscal year.
+Anticipating those losses, the Postal Service earlier this year filed for higher rates, which would raise the cost of a first-class stamp from 22 cents to 25 cents. Increase Likely in April
+While the new rates require the approval of the Postal Rate Commission, an independent agency, Mr. Tisch said he was confident that the increases would be allowed and would go into effect next April.
+However, many companies that mail a large number of catalogues, advertising and magazines are testifying before the commission concerning their rates, which would bear a large share of the increase.
+Mr. Tisch acknowledged that the commission could reduce or rearrange the proposed rates. In that case, the postal Board of Governors could overrule the commission by a unanimous vote, or it could file a new rate request and begin the hearing process all over again.
+Under the law, the Postal Service is required to break even. But Mr. Tisch said this could not happen every year, so the agency works on three-year cycles, making a profit some years and losing in others, but trying to break even over all.
+The Postmaster General added that the higher rates would eventually be balanced by rising costs, and another rate increase would be likely in 1990 or 1991.
+The loss recorded for the fiscal year 1977 follows a profitable year in 1986, when the Postal Service finished with a profit of $305 million. The year before that, however, the agency reported a loss of $251 million. End to Postal Monopoly Urged
+Daniel Oliver, chairman of the Federal Trade Commission, has been urging in recent months that the Postal Service's monopoly in delivering letters be eliminated, contending that competition would improve delivery and lower costs. In the past postal officials have opposed this idea, contending that if private companies were allowed to compete they would only serve lucrative city areas, either ignoring rural residents or leaving them to the Postal Service, which would then be forced to seek a Government subsidy or charge sharply higher rates.
+At the breakfast today, however, Mr. Tisch declined to respond to Mr. Oliver's proposal, saying only, ''I really don't want to get into this feud with somebody who doesn't live in the real world.''
+The Postmaster General also touched on these matters:
+* The Postal Service handled about 157 billion pieces of mail in the just-completed fiscal year, an increase of 4 percent from the 1986 fiscal year.
+* The purchase of 406 optical line readers to speed sorting has just been approved, and are expected to begin going into service next February or March.
+* Postal managers are stressing improved customer service and hope every customer will ''come away feeling they are dealing with professionals.''
+* The sale of stamps by telephone, accepting credit cards as payment, is being tested and is expected to expand nationwide next year.
+* Telephone service to answer questions is being established and hours of postal offices are being extended, some to 24 hours in many cities.
+Mr. Tisch also said automation would lead to a smaller postal labor force in the future, but the agency would still require thousands of workers. No layoffs are likely, he added.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Postal+Service+Losses+in+1987+Put+at+%24200+Million&title=New+York+Times&issn=03624331&date=1987-10-01&volume=&issue=&spage=A.22&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New Y ork Times Company Oct 1, 1987","Daniel Oliver, chairman of the Federal Trade Commission, has been urging in recent months that the Postal Service's monopoly in delivering letters be eliminated, contending that competition would improve delivery and lower costs. In the past postal officials have opposed this idea, contending that if private companies were allowed to compete they would only serve lucrative city areas, either ignoring rural residents or leaving them to the Postal Service, which would then be forced to seek a Government subsidy or charge sharply higher rates. At the breakfast today, however, Mr. [Preston R. Tisch] declined to respond to Mr. Oliver's proposal, saying only, ''I really don't want to get into this feud with somebody who doesn't live in the real world.'' * Postal managers are stressing improved customer service and hope every customer will ''come away feeling they are dealing with professionals.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Oct 1987: A.22.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,426627661,"United States, New York, N.Y.",English,1-Oct-87,POSTAL SERVICE; RATES,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: SATURDAY, AUGUST 9, 1986:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-saturday-august-9-1986/docview/425980918/se-2?accountid=14586,"Companies
+Price increases of 3 percent on sheet steel products were announced by Bethlehem and National Steel, moving to take advantage of the week-old work stoppage at the USX Corporation. Separately, USX, parent of USS, the former United States Steel, said it would lay off 700 nonunion white-collar workers and cut the pay of others because of poor market conditions and the dispute. No new talks have been set in the walkout. [ Page 29. ]
+The chairman of Allegheny International resigned. The company's board said Robert J. Buckley had acknowledged that recent publicity describing him as extravagant and careless in his duties had made it impossible for him to provide effective leadership. The Pittsburgh-based company is the subject of an S.E.C. inquiry and is being sued by a number of shareholders. [ 29. ]
+GMFanuc Robotics will lay off nearly 30 percent of its workers, a sign that the robust growth expected for the fledgling industry has not materialized. The joint venture between General Motors and Fanuc of Japan was heavily dependent on sales to G.M., which has cut back heavily on spending for factory automation. [ 29. ]
+The bid for Hammermill Paper was sweetened to $57 a share, from $52. A group led by Paul Bilzerian, the California investor, said it might raise its offer even more. [ 30. ]
+Harold Simmons gained 51.1 percent of NL Industries by acquiring 23 percent of the company's common shares for $63 million. The Dallas investor made the move shortly after a Federal judge denied an NL request for an injunction. [ 31. ] International
+Japanese companies are investing heavily in the U.S., building factories and buying real estate in moves that will create thousands of jobs and could ease tensions over trade policies. The rise in the value of the yen has caused manufacturing to shift abroad. [ 1. ]
+The Fed chairman will meet his West German counterpart next week, stirring speculation that they will discuss further coordinated cuts in interest rates. Paul A. Volcker and many monetary officials from other countries will be in Germany to attend a funeral. [ 29. ]
+The U.S. is resisting pressure to hold talks on the dollar, according to European officials. The proposed meeting of the so-called Group of Five is sought by the Germans and Japanese, who want to stabilize the currency's value. [ 31. ]
+Saudi Arabia's OPEC compromise with Iran was motivated by Saudi hopes that an accord might ease the militant stance taken by Teheran in its dealings with the rest of the world. [ 32. ] The Economy
+A firm stand on business taxes is being taken by Senate members of the tax-bill conference, several senators said. They are opposing provisions in the House bill that would impose higher taxes on a number of business sectors. [ 31. ] Markets
+Stock prices ended mixed, with the Dow Jones industrial average losing 3.66 points, to close at 1,782.62, after moving in a narrow range most of the day. However, advancing issues held a slim lead over declining ones. [ 32. ]
+Government bond prices soared as long-absent investors returned to the credit markets after the conclusion of the Treasury's $28 billion quarterly refunding. But Treasury bill rates were essentially unchanged. [ 32. ]
+Metals prices had a sharp upswing led by platinum, which rose $25, to $514.50 an ounce, its highest price in five years. Gold rose $13, to $375.60 an ounce, on the Commodity Exchange, the highest level in two years. The dollar was mostly lower. [ 38. ] Petroleum futures prices retreated, and grain prices were mixed. [ 38. ] Today's Columns
+Small insurance policies sold in homes remain popular, although some insurance regulators contend they are the most expensive form of coverage. The industry says that monthly payments, collected by a visiting agent, are the only way many low-income people can buy insurance. Your Money. [ 30. ]
+A computerized automatic earthquake observation system was developed by the Interior Department, which has put 41 of them to use. Patents. [ 30. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+SATURDAY%2C+AUGUST+9%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-08-09&volume=&issue=&spage=1.29&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 9, 1986","The chairman of Allegheny International resigned. The company's board said Robert J. Buckley had acknowledged that recent publicity describing him as extravagant and careless in his duties had made it impossible for him to provide effective leadership. The Pittsburgh-based company is the subject of an S.E.C. inquiry and is being sued by a number of shareholders. [ 29. ] Saudi Arabia's OPEC compromise with Iran was motivated by Saudi hopes that an accord might ease the militant stance taken by Teheran in its dealings with the rest of the world. [ 32. ] The Economy Metals prices had a sharp upswing led by platinum, which rose $25, to $514.50 an ounce, its highest price in five years. Gold rose $13, to $375.60 an ounce, on the Commodity Exchange, the highest level in two years. The dollar was mostly lower. [ 38. ] Petroleum futures prices retreated, and grain prices were mixed. [ 38. ] Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Aug 1986: 1.29.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425980918,"United States, New York, N.Y.",English,9-Aug-86,NEWS AND NEWS MEDIA,New York Times,Summary,,,,,,,
+BUSINESS PEOPLE; Chief of Operations Appointed at Apple,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-chief-operations-appointed-at/docview/425931650/se-2?accountid=14586,"Delbert W. Yocam took time out from water-skiing yesterday to be promoted to executive vice president and chief operating officer of Apple Computer Inc. Mr. Yocam, who joined Apple in 1979, was taking a six-week sabbatical with his family at Lake Tahoe when he moved up from being executive vice president and group executive of product operations.
+Mr. Yocam, who is 42 years old, is sometimes credited as the architect of the reorganization of Apple, which over the last year has consolidated the previously separate Apple II and Macintosh divisions. He has also been instrumental in decreasing inventory and instituting cost controls, which raised margins and put the company solidly back in the black. ''He has been running the company's internals since the reorganization,'' said Michael Murphy, editor of the Technology Stock Letter.
+Describing his work at Apple in recent years as a ''partnership in running the company'' with its chairman, president and chief executive, John Sculley, Mr. Yocam said his new position would create ''a much broader role'' for him, involving worldwide product operations, sales and marketing. The creation of a chief operating officer's position will free Mr. Sculley to focus on future directions, strategic issues and business development opportunities, the company said.
+As a veteran of the old Apple under its co-founder, Steven P. Jobs, Mr. Yocam said one of his top priorites was to make sure that the company ''remains the most exciting place to work in the microcomputer industry.''
+Mr. Yocam also said he was committed to doubling the percentage of funds Apple spends on research and development as the company moves into new and more diverse product areas. ''I don't want to just talk innovation, I want to ship innovation,'' he said.
+''Del is not a charismatic figure, a visionary like Steve Jobs; he is much more of a realist,'' said Tim Bajarin, an analyst with Creative Strategies Inc. in San Jose, Calif. ''He is also a survivor, which is very important to Apple,'' he said. Mr. Yocam ''was the only stable factor during that entire transition from Jobs to Sculley,'' he added.
+Before joining Apple, Mr. Yocam held positions with Computer Automation Inc., the Control Data Corporation and the Ford Motor Company. He received his bachelor's degree in management from California State University at Fullerton and his M.B.A. from California State University at Long Beach.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Chief+of+Operations+Appointed+at+Apple&title=New+York+Times&issn=03624331&date=1986-07-29&volume=&issue=&spage=D.2&au=Cuff%2C+Lawrence+M.+Fisher+and+Daniel+F.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 1986","''Del is not a charismatic figure, a visionary like Steve Jobs; he is much more of a realist,'' said Tim Bajarin, an analyst with Creative Strategies Inc. in San Jose, Calif. ''He is also a survivor, which is very important to Apple,'' he said. Mr. [Delbert W. Yocam] ''was the only stable factor during that entire transition from Jobs to [John Sculley],'' he added.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 1986: D.2.",11/15/17,"New York, N.Y.",,"Cuff, Lawrence M. Fisher and Daniel F.",New York Times Company,,Newspapers,425931650,"United States, New York, N.Y.",English,29-Jul-86,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+WANG HAS A PROFIT IN QUARTER,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/wang-has-profit-quarter/docview/425936857/se-2?accountid=14586,"Highlighting the diverse fortunes in the computer industry, four manufacturers of computer systems reported profit results today. Wang Laboratories Inc. edged back toward health and Tandem Computers Inc. was strong as expected. The Amdahl Corporation's earnings fell substantially and Prime Computer Inc. held up fairly well in comparison to an excellent quarter last year.
+The results reflect the pressure the companies are facing as they try to differentiate themselves during the industry slump, which is being attributed to weak capital spending by customers. All four showed higher revenues for the quarter, ended June 30, even though price competition was intense. Wang
+Wang, a manufacturer of minicomputer office automation systems based in Lowell, Mass., reported earnings for its fiscal fourth quarter of $800,000, or 1 cent a share, after special gains. The earnings compared with a loss of $109 million in the comparable period a year ago. Revenues rose 12.8 percent, to $716.8 million, up from $635.2 million in the period a year ago.
+Fourth-quarter earnings were favorably affected by $19 million resulting from an accounting change and by gains on the sale of real estate and other items amounting to $14 million.
+The company said its margins were held down by continued investments in ''new strategic communications and services ventures.''
+For its fiscal year Wang earned $50.9 million, or 35 cents a share, more than three times the $15.5 million, or 11 cents a share, earned in the previous year. Revenues were $2.64 billion, up 12.3 percent, from the $2.35 billion reported in 1985. Prime Computer
+Prime Computer, based in Natick, Mass., reported second-quarter earnings of $11.4 million, or 24 cents a share, down 13 percent, from $13.1 million, or 27 cents a share, for the comparable period a year ago. Revenue for the quarter rose 12.4 percent, to $210.5 million, up from $187.3 million for the period a year ago.
+Joe M. Henson, Prime's president and chief executive officer, said in a statement that the company had seen a surge of orders in late June that it had been unable to fill before the close of the quarter. During the quarter, orders increased by 22 percent over the comparable period last year. ''It is not clear whether the increased demand is a short-term phenomenon or the beginning of a long-term improvement,'' Mr. Henson said.
+Analysts said Prime is doing well in 1986, but its inability to match the rapid growth it saw last year led to increased expenses and a shortfall in earnings.
+Prime also said that its board had authorized the purchase in the open market of up to 5 percent of the company's outstanding common stock, or approximately 2.4 million shares. Amdahl
+Amdahl, based in Sunnyvale, Calif., reported net income of $2.7 million, or 6 cents a share, down 48.1 percent from the $5.2 million, or 11 cents a share, earned in the comparable period a year ago. Revenues were $209.3 million, up slightly from $206.2 million in the period a year ago.
+John C. Lewis, Amdahl's president, said in a statement that the results reflected lower pricing and the effects of the company's transition to new products. Tandem
+Spurred by strong initial response to systems introduced in April, Tandem, based in Cupertino, Calif., reported net income of $18.1 million, or 40 cents a share, nearly eight times the $2.4 million, or 6 cents a share, earned in the comparable period a year ago. Revenues rose to $200.9 million. up 39.3 percent from $144.2 million a year ago.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WANG+HAS+A+PROFIT+IN+QUARTER&title=New+York+Times&issn=03624331&date=1986-07-23&volume=&issue=&spage=D.1&au=LAWRENCE+M.+FISHER%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 23, 1986","The company said its margins were held down by continued investments in ''new strategic communications and services ventures.'' Joe M. Henson, Prime's president and chief executive officer, said in a statement that the company had seen a surge of orders in late June that it had been unable to fill before the close of the quarter. During the quarter, orders increased by 22 percent over the comparable period last year. ''It is not clear whether the increased demand is a short-term phenomenon or the beginning of a long-term improvement,'' Mr. Henson said. John C. Lewis, Amdahl's president, said in a statement that the results reflected lower pricing and the effects of the company's transition to new products. Tandem","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 July 1986: D.1.",11/15/17,"New York, N.Y.",,"LAWRENCE M. FISHER, Special to the New York Times",New York Times Company,,Newspapers,425936857,"United States, New York, N.Y.",English,23-Jul-86,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+PRINTERS TO VOTE ON UNION MERGER,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/printers-vote-on-union-merger/docview/425950712/se-2?accountid=14586,"Leaders of the country's oldest union, the International Typographical Union, announced today that they had reached a tentative agreement to merge with the Communications Workers of America.
+Discussions between the unions have ''yielded an outline draft that could be a basis for a joining of the two unions,'' said a joint statement from Morton Bahr, the president of the communications workers' union, and Robert S. McMichen, president of the I.T.U., which represents newspaper printers and mail room workers.
+For the printers' union, one of whose members operated the first linotype ever to set an article for newspaper use, the proposed merger is seen as a chance to revitalize its diminishing strength at the bargaining table by joining a much larger union. 'A Dying Craft'
+''Basically, the I.T.U. is presiding over a dying craft, and they're desperately looking for a safe harbor,'' said John Morton, a newspaper analyst for Lynch Jones & Ryan in Washington.
+But he said the proposed merger ''is not really going to change the fact they're going to continue to dwindle in numbers,'' adding, ''And even if they're part of a large powerful union, they still won't have the power anymore to shut down a newspaper.''
+The roots of the printers' union date to 1815 and it became a national organization in 1852. In 1964, it reported 106,634 members, active and retired. But as automation has taken hold in printing, the union has dropped to 75,000 members, about 38,000 of whom are active.
+The draft agreement creates a new division in the communications workers' union, the Printing, Publishing and Media Workers sector. The division would be led by officers elected by the membership of the printers' union. Both unions are affiliated with the American Federation of Labor and Congress of Industrial Organizations. Earlier Merger Plan Defeated
+The proposed merger would have to be approved by the membership of the printers' union. Last August, the members soundly defeated a proposal to merge with the International Brotherhood of Teamsters.
+A brief news release announcing the agreement did not say when a membership vote would be taken. But Ted Wakins, executive assistant to the president of the communications workers' union, said, ''The tentative planning is that the vote would be in the fall, but whether before December, I'm not sure.''
+Officials of the printers' union in Colorado Springs could not be reached for comment.
+Mr. McMichen, the union's, president, said in a statement: ''We have a substantial common interest with the C.W.A. The increasing computerization of newspaper composing and mail rooms and the major ownership participation in cable television by the big newspaper chains have put the I.T.U. and C.W.A. on a common track.''
+Morton Bahr, president of the 524,000-member communications workers' union, said: ''C.W.A. and I.T.U. have much to offer each other. More and more today, C.W.A. employers outside of the telephone industry are the same conglomerates that have been active in the publishing field for decades. For the sake of both unions' members, we should get together.''
+The printers' union was on the verge of a merger agreement with the teamsters in early 1984. The proposal collapsed in favor of a plan to merge the printers into the Graphic Communications International Union. The graphic workers' union, with 225,000 members, is an amalgam of technical crafts in the industry.
+But in March 1985, the tentative agreement between the printers and graphic workers also collapsed, giving the teamsters a renewed opening. Finally, last August, members of the printers' union rejected the teamsters' offer by a vote of 34,234 to 17,547.
+In recent years the printers have also considered a merger with The Newspaper Guild, a union of 33,000 reporters, editors and other workers. But a printers' convention rejected that proposal.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRINTERS+TO+VOTE+ON+UNION+MERGER&title=New+York+Times&issn=03624331&date=1986-07-08&volume=&issue=&spage=B.5&au=KENNETH+B.+NOBLE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 1986","He said the proposed merger ''is not really going to change the fact they're going to continue to dwindle in numbers,'' adding, ''And even if they're part of a large powerful union, they still won't have the power anymore to shut down a newspaper.'' A brief news release announcing the agreement did not say when a membership vote would be taken. But Ted Wakins, executive assistant to the president of the communications workers' union, said, ''The tentative planning is that the vote would be in the fall, but whether before December, I'm not sure.'' [Morton Bahr], president of the 524,000-member communications workers' union, said: ''C.W.A. and I.T.U. have much to offer each other. More and more today, C.W.A. employers outside of the telephone industry are the same conglomerates that have been active in the publishing field for decades. For the sake of both unions' members, we should get together.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 1986: B.5.",11/15/17,"New York, N.Y.",,"KENNETH B. NOBLE, Special to the New York Times",New York Times Company,,Newspapers,425950712,"United States, New York, N.Y.",English,8-Jul-86,"MERGERS, ACQUISITIONS AND DIVESTITURES; LABOR UNIONS",New York Times,NEWSPAPER,,,,,,,
+"Dow Off 8.16, to 1,900.87, In a Quiet Trading Day","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dow-off-8-16-1-900-87-quiet-trading-day/docview/425957692/se-2?accountid=14586,"Stock prices ended lower yesterday in slow pre-holiday trading as futures-related activity eroded the value of many stocks.
+The Dow Jones industrial average dropped 8.16 points, to 1,900.87, as declines outnumbered advances by 872 to 657.
+The market's decline was broad-based. Standard & Poor's 500-stock index dropped 0.91, to 251.79, while the New York Stock Exchange composite index slipped 0.48, to 144.67.
+Volume on the Big Board shrank to 108.3 million shares, from 150 million Wednesday. In the last two hours of yesterday's session, trading slackened considerably as many market participants departed for the holiday.
+''Sell programs forced the market lower despite good news for bonds from the Labor Department,'' said Philip Erlanger, chief technical analyst at Advest. ''Both nonfarm payrolls and the manufacturing work force declined.'' 'Testing the 1,900 Level'
+Mr. Erlanger said that this sign of economic weakness lifted hopes for a cut in the discount rate by the Federal Reserve Board. ''The Dow is testing the 1,900 level for support and, given the bullish seasonality of the July Fourth holiday, any forthcoming cut in the discount rate should send that key indicator well into the 1,900's.
+Strong car sales, stimulated by financing incentives, were largely ignored by the bond market.
+ITT led the Big Board's most-active list, rising 1 3/8, to 58 1/8. The company and France's state-owned Compagnie Generale d'Electricite have announced an agreement to merge their telecommunications and office-automation busineses in a transaction that could yield ITT $1.8 billion in cash.
+Pulte Home, a residential builder in Michigan, tumbled 1 3/4, to 18 1/8. The company said it expected to report net income for the second quarter of less than $3 million, down from $6.1 million in the period a year ago.
+Losers among the blue chips included Eastman Kodak, down 1/4 at 57 3/4; American Telephone and Telegraph, off 1/8 at 25; RJR Nabisco, down 3/8 at 54 1/4, and International Business Machines, the most closely watched equity, which dropped 1/2, to 149.
+American Brands, recently the subject of takeover rumors, gained 1 1/8, to 99 5/8, trading at new highs.
+Pandick dropped 7/8, to 17 5/8. On Wednesday, the financial and corporate printing company reported flat quarterly earnings.
+On the American Stock Exchange, the Amex market value index dipped 0.20, to 284.59, but in over-the-counter trading the Nasdaq composite index reached another record, rising 1.68, to 411.16.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Dow+Off+8.16%2C+to+1%2C900.87%2C+In+a+Quiet+Trading+Day&title=New+York+Times&issn=03624331&date=1986-07-04&volume=&issue=&spage=D.5&au=Wiggins%2C+Phillip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 4, 1986","''Sell programs forced the market lower despite good news for bonds from the Labor Department,'' said Philip Erlanger, chief technical analyst at Advest. ''Both nonfarm payrolls and the manufacturing work force declined.'' 'Testing the 1,900 Level' Mr. Erlanger said that this sign of economic weakness lifted hopes for a cut in the discount rate by the Federal Reserve Board. ''The Dow is testing the 1,900 level for support and, given the bullish seasonality of the July Fourth holiday, any forthcoming cut in the discount rate should send that key indicator well into the 1,900's.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 July 1986: D.5.",11/15/17,"New York, N.Y.",,"Wiggins, Phillip H",New York Times Company,,Newspapers,425957692,"United States, New York, N.Y.",English,4-Jul-86,STOCKS AND BONDS; DOW JONES STOCK AVERAGE; STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+U.S.-BRAZIL COMPUTER DISPUTE BREWS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-brazil-computer-dispute-brews/docview/425894484/se-2?accountid=14586,"Over the past three years, the Reagan Administration has tried gentle persuasion, public criticism, threats of retaliation and finally private negotiations, but all to no avail.
+Brazil, in turn, has shielded itself with arguments about national security and sovereignty. With every burst of pressure from the United States, the Government has become more determined to stand its ground.
+The principal result so far has been to push ''informatics'' - more specifically, United States objections to Brazil's protection of its new computer industry from foreign competition - into the single most important trade dispute between Washington and Brasilia.
+Open Confrontation
+After a new attempt to break the deadlock failed in April, the two countries appear to be moving closer to an open confrontation that could have serious implications for their relations in a broad number of areas.
+At the heart of the conflict is Brazil's belief that ''informatics independence'' provided by a nationally controlled data-processing industry is essential to its future. To this end, the 1984 Informatics Law excluded foreign companies from participating in the fast-growing computer market until 1992.
+About 270 Brazilian companies employing 28,500 people are already active in the sector and, over the past decade, they have come to control 48 percent of a market that was worth $2.3 billion last year. Foreign -mainly United States - producers of mainframe computers, which were not affected by the law, still have 52 percent of total sales. U.S. Complaint
+The United States, however, has complained that American computer companies forfeited $700 million in sales last year - and could lose as much as $14 billion through 1992 - because of the restrictions. And, last September, President Reagan ordered an investigation into whether Brazil's Informatics Law constituted an ''unfair trade practice'' subject to countermeasures.
+Yet, even under the threat of possible retaliation against some Brazilian exports to the United States, no progress was made in negotiations held in February in Caracas.
+In early April, in a letter to Foreign Minister Roberto de Abreu Sodre, Secretary of State George P. Shultz suggested new talks and, while reportedly stressing that he had ''no intention'' of interfering in Brazil's internal affairs, he urged adoption of a ''more flexible'' informatics policy.
+President Jose Sarney replied when he announced the First National Informatics and Automation Plan in a ceremony in Brasilia on April 17 that was attended by most of his Cabinet and many congressmen.
+''I participated in the elaboration of this policy and I will not allow pressures to alter or reorient the informatics policy in a direction contrary to Brazilian interests,'' Mr. Sarney said. ''As a citizen and politician, I supported and continue to support it. As President of the Republic, I have a constitutional duty to defend it.''
+Reflecting Brazil's deep sensitivity to any perceived attempt to slow its economic development, the President also noted that ''it is fundamental for our survival as a sovereign nation and for the welfare of our people that we exercise control over the scientific and technological instruments that will shape our future.'' No Hint of Policy Change
+Late last month, Mr. Sodre sent a more diplomatic reply to Washington in which he accepted Mr. Shultz's suggestion of new talks, but he gave no hint that Brazil was willing to change its policy.
+If this were to occur, however, it might create new complications. Under Section 301 of the 1974 Trade Act, President Reagan could impose restraints on Brazilian exports to the United States. But since most of Brazil's current trade surplus -more than $12 billion in 1985 - is used to cover interest payments on the country's $104 billion foreign debt, financial experts believe a move against Brazilian exports might spark a new debt crisis.
+Nonetheless, even at the risk of being accused of unpatriotic behavior, a handful of officials, businessmen and newspaper publishers have argued that Brazil should indeed change its informatics policy, not only to assuage the United States, but also to suit its own interests.
+But so far these critics have been outmaneuvered by the Ministry of Science and Technology and by the Special Informatics Secretariat, which have succeeded in casting both the dispute with the United States and the ''independence'' of the computer industry in strongly nationalistic terms.
+''They have painted Sarney into a corner,'' one American official said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.-BRAZIL+COMPUTER+DISPUTE+BREWS&title=New+York+Times&issn=03624331&date=1986-05-05&volume=&issue=&spage=D.8&au=ALAN+RIDING%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 5, 1986","At the heart of the conflict is Brazil's belief that ''informatics independence'' provided by a nationally controlled data-processing industry is essential to its future. To this end, the 1984 Informatics Law excluded foreign companies from participating in the fast-growing computer market until 1992. In early April, in a letter to Foreign Minister Roberto de Abreu Sodre, Secretary of State George P. Shultz suggested new talks and, while reportedly stressing that he had ''no intention'' of interfering in Brazil's internal affairs, he urged adoption of a ''more flexible'' informatics policy. ''I participated in the elaboration of this policy and I will not allow pressures to alter or reorient the informatics policy in a direction contrary to Brazilian interests,'' Mr. [Jose Sarney] said. ''As a citizen and politician, I supported and continue to support it. As President of the Republic, I have a constitutional duty to defend it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 May 1986: D.8.",11/15/17,"New York, N.Y.",BRAZIL UNITED STATES,"ALAN RIDING, Special to the New York Times",New York Times Company,,Newspapers,425894484,"United States, New York, N.Y.",English,5-May-86,DATA PROCESSING; INTERNATIONAL TRADE AND WORLD MARKET,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; CAUTIOUS OPTIMISM BY WARNACO SUITOR,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-cauti ous-optimism-warnaco-suitor/docview/425793422/se-2?accountid=14586,"For Andrew G. Galef, a deal isn't over till it's over.
+Mr. Galef, along with three partners, has offered to buy Warnaco Inc., a leading apparel manufacturer, for $36 a share, or a total of $363 million. The bid comes just one month before Warnaco shareholders are to vote on an acquisition proposal from RLL Inc. - a group led by Warnaco executives - that the company accepted in December.
+''Warnaco's an extremely attractive company and we can make it bigger and better,'' Mr. Galef said in an interview yesterday.
+RLL is offering $27 in cash and $13 in principal amount of debentures for each share of Warnaco stock, giving the offer a face value of $40 a share. Warnaco officials have said the RLL offer is worth about $33.30 a share.
+Warnaco executives declined to comment yesterday on the bid by Mr. Galef's group, which was made over the weekend. Warnaco's stock jumped $2.125 a share yesterday, to $37.50, on the New York Stock Exchange. On Friday, the stock was up $2.50.
+Mr. Galef's group recently formed the W Acquisition Corporation, an investment company based in Encino, Calif., as the vehicle for the takeover attempt. Besides Mr. Galef, who is 53, W Acquisition's investors are Linda J. Wachner, 40, former chief executive of Max Factor & Company, the beauty products concern, and Frank A. Grisanti, 65, and Jeffrey S. Deutschman, 29, two executives from the Spectrum Group, a Los Angeles-based investment and management firm that Mr. Galef helped found in 1978.
+Before joining Spectrum, Mr. Grisanti had been president of General Automation, a computer maker, and the IHOP Corporation, which operates the International House of Pancakes chain of blue-roofed restaurants.
+Mr. Deutschman had previously been an associate securities analyst, following pharmaceutical and special health companies for L. F. Rothschild, Unterberg, Towbin.
+Miss Wachner, who was once a bra and girdle buyer for Macy's, is now a managing director of Adler & Shaykin, a Manhattan investment company whose deal to acquire Revlon's beauty business was canceled last year after Pantry Pride acquired the parent company. From 1973 to 1976, Miss Wachner was vice president of Warnaco's lingerie division. She brings extensive retail and marketing to a group whose hallmark in past ventures has been buying medium- to large-size companies and building them up.
+Seven years ago, Spectrum bought a small aircraft parts distributor in California with sales of about $35 million. Spectrum later merged the company with a larger operation that overhauled jet engines and sales increased to about $450 million last year. Spectrum last year sold the company, renamed Aviall Inc., to Ryder Systems Inc. for $125 million.
+''When we ran into Aviall, it was a very profitable and professionally managed operation,'' said Edwin A. Huston, Ryder's chief financial officer.
+In recent years, Spectrum has led investor groups to acquire several companies, including the Exide Corporation, an automotive and consumer battery maker, and Century Electric Inc., a manufacturer of electric motors and generators.
+''In the past we've bought privately held companies or divisions of major corporations,'' said Mr. Galef, who is chairman of the Spectrum affiliated companies including W Acquisition. ''This is our first time for a publicly held corporation.''
+Warnaco is an apparel maker that produces higher-quality brand lines sold through department and speciality stores. Among its best-known labels are Hathaway shirts, White Stag skiwear, Olga, Puritan, Warner's and Thane.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+CAUTIOUS+OPTIMISM+BY+WARNACO+SUITOR&title=New+York+Times&issn=03624331&date=1986-03-18&volume=&issue=&spage=D.2&au=Schmitt%2C+Kenneth+Gilpin+and+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 18, 1986","''Warnaco's an extremely attractive company and we can make it bigger and better,'' Mr. [Andrew G. Galef] said in an interview yesterday. ''When we ran into Aviall, it was a very profitable and professionally managed operation,'' said Edwin A. Huston, Ryder's chief financial officer. ''In the past we've bought privately held companies or divisions of major corporations,'' said Mr. Galef, who is chairman of the Spectrum affiliated companies including W Acquisition. ''This is our first time for a publicly held corporation.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Mar 1986: D.2.",11/15/17,"New York, N.Y.",,"Schmitt, Kenneth Gilpin and Eric",New York Times Company,,Newspapers,425793422,"United States, New York, N.Y.",English,18-Mar-86,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: THURSDAY, FEBRUARY 27, 1986:   [summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-thursday-february-27-1986/docview/425768266/se-2?accountid=14586,"Markets
+The bond market rally accelerated. Prices for long-term Treasury issues rose more than two points and yields fell below 8 1/2 percent for the first time since October 1978. The 9 1/4 percent Treasury bonds due in 2016 have gained 3 points for the week. [ Page D1. ] Yields dropped in the latest week for certificates of deposit, bank money market accounts and money market mutual funds. [ D21. ]
+The Dow moved closer to 1,700, gaining 4.24 points, to 1,696.90. Two stocks, Union Carbide and Kodak, were behind the rise. [ D8. ]
+Gold prices dropped precipitously as traders took profits. Gold was off $11.25, to $336.50 an ounce, in New York. The dollar settled lower. [ D20. ] The price of leaded gasoline advanced sharply, while heating oil prices were mostly lower. [ D20. ] Companies
+American Air will offer discounts of up to 75 percent below its regular coach fare between April 1 and May 22. United and Republic responded by slashing certain fares. Many analysts said this was the start of a spring fare war. [ D1. ]
+The S.E.C. settled an insider stock trading case in which eight investors would repay $7.8 million, the extent of their profits. The case stemmed from the takeover of Santa Fe International. [ D1. ]
+Eastern Airlines' flight attendants' union threatened to strike on Saturday. Analysts said a strike could conceivably jeopardize Eastern's agreement to be acquired by Texas Air. [ D5. ]
+A second try to head BankAmerica has been made by Sanford I. Weill, the former president of American Express. The troubled banking giant rejected Mr. Weill's first proposal, but said it would consider the latest plan. [ D6. ]
+The Pacific Telesis Group won approval from a Federal judge for its $430 million purchase of Communications Industries. The decision could pave the way for other Bell telephone companies to expand outside of their service areas. [ D5. ]
+Whittaker agreed to sell its H.M.O.'s to Travelers, abandoning its strategy of forging the first comprehensive national chain of health maintenance organizations. The acquisition by Travelers, for $34 million plus a share of the units' income for 10 years, marks the entry of another major insurer into the H.M.O. business. [ D6. ]
+Zenith Electronics won a $27 million I.R.S. computer contract. The contract, the largest awarded by the Government for portable or lap-top computers, surprised most industry experts, who had expected I.B.M. to win. [ D6. ]
+Eastman Kodak is realigning research and development to speed product development. Kodak also said it would sell technology and patents used to make textile dyes to Ciba-Geigy. [ D5. ] The Economy
+Plans to resume the Government's coal leasing program were announced. The leasing was suspended for more than two years following complaints that the program was mismanaged. [ D1. ]
+The 1987 budget is $15.7 billion over the deficit ceiling of $144 billion set by the new budget balancing law because military spending is overestimated, the Congressional Budgcet Office said. [ A20. ]
+Paul A. Volcker said the falling dollar makes it harder for the Fed to reduce interest rates. In House testimony, he repeated assertions that he and Treasury Secretary James A. Baker 3d have no significant disagreement over the dollar. [ D7. ] International
+Canada plans to slash its budget deficit by $4.8 billion (Canadian) in the coming fiscal year through a combination of tax increases and spending cuts. The new budget, with a deficit of $29.5 billion, is mostly in line with business recommendations. [ D7. ] Today's Columns
+G.M. is installing machines that communicate with each other at a truck assembly plant. It is the first large-scale test of the system, called Manufacturing Automation Protocal. Technology. [ D2. ]
+Stocks may get a further lift as I.R.A. money pours in. Of the $30 billion put into such accounts each year, Wall Street usually gets 30 percent, and its share may be growing. Even so, some analysts doubt that the market will be affected much. Market Place. [ D8. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+THURSDAY%2C+FEBRUARY+27%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-02-27&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 27, 1986","The bond market rally accelerated. Prices for long-term Treasury issues rose more than two points and yields fell below 8 1/2 percent for the first time since October 1978. The 9 1/4 percent Treasury bonds due in 2016 have gained 3 points for the week. [ Page D1. ] Yields dropped in the latest week for certificates of deposit, bank money market accounts and money market mutual funds. [ D21. ] Eastern Airlines' flight attendants' union threatened to strike on Saturday. Analysts said a strike could conceivably jeopardize Eastern's agreement to be acquired by Texas Air. [ D5. ] Whittaker agreed to sell its H.M.O.'s to Travelers, abandoning its strategy of forging the first comprehensive national chain of health maintenance organizations. The acquisition by Travelers, for $34 million plus a share of the units' income for 10 years, marks the entry of another major insurer into the H.M.O. business. [ D6. ]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Feb 1986: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425768266,"United States, New York, N.Y.",English,27-Feb-86,,New York Times,summary,,,,,,,
+Time Inc. Earnings Fall 22.9%; Layoffs Set for 136,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/time-inc-earnings-fall-22-9-layoffs-set-136/docview/425762006/se-2?accountid=14586,"Time Inc. said yesterday that its fourth-quarter earnings fell 22.9 percent, largely because of a $13 million pretax charge related to the layoffs of 136 employees in its magazine group and the elimination of 52 jobs through attrition.
+The publishing and cable television company said that net income fell to $51.4 million, or 81 cents a share, from $66.7 million, or $1.06 a share, in the corresponding period last year. Last year's fourth-quarter results included an $18 million pretax gain from the sale of the company's Pioneer Press subsidiary. Revenues for the quarter increased 11 percent, to $945.2 million from $851 million.
+Fall in Year
+For the full year, Time's earnings fell 7.7 percent, to $199.8 million, or $3.15 a share, from $216.4 million, or $3.37 a share. Revenues rose 10.7 percent, to $3.40 billion, from $3.07 billion.
+The company said that the personnel cuts, which were announced in a memo to employees yesterday, were part of a previously announced plan to reduce spending by $75 million, or 2.5 percent, this year. The cuts, which represent about 5 percent of the editorial and business staffs of 3,742, would save about $12 million annually and would be spread proportionally among its seven magazines.
+The layoffs were greeted with anger by some Time Inc. employees. About 250 editorial employees, who are members of the Newspaper Guild, jammed a previously scheduled bargaining session between the union and management to express their displeasure with the cuts, according to Key Martin, head of the Guild unit at Time. Wide Range of Jobs
+Michael Luftman, a Time spokesman, said that the jobs being eliminated range from secretary to senior writer on the editorial side and from secretary to advertising sales representative and account supervisor on the business side. Of the 136 layoffs, 62 will be in editorial and 74 on the business side, he said. Of the jobs eliminated through attrition over the last three months, 15 were in editorial and 37 in business.
+Separately, Mr. Martin said Time would eliminate 38 jobs in its operations division, which is responsible for such tasks as typesetting and copy reading. Mr. Luftman said those cuts were related to increased automation.
+In a memo to employees, Henry Grunwald, Time Inc.'s editor in chief, and Kelso Sutton, its executive vice president, called the layoffs ''a painful process, but one that is necessary for the health and vigor of Time Inc.'' The company publishes Time, Sports Illustrated, Fortune, Money, People, Discover and Life. It has also been developing a new magazine called Picture Week, but recently withdrew it from test markets to make editorial modifications. ---- Dun, McGraw-Hill By The Associated Press The Dun & Bradstreet Corporation yesterday reported a 15.5 percent increase in its fourth-quarter profit, while McGraw-Hill Inc. managed to show a slight gain.
+Dun & Bradstreet, one of the world's largest marketers of business information and related services, said its fourth-quarter net income was $72.3 million, or 96 cents a share, up from $62.6 million, or 83 cents a share, in the fourth quarter of 1984. Operating revenue rose 22.6 percent, to a record $807.5 million, from $658.9 million.
+McGraw-Hill said that its fourth-quarter net income was $40.8 million, or 81 cents a share, compared with $40.6 million, or 81 cents a share, a year earlier. Fourth-quarter earnings for 1985 included a $2.6 million after-tax gain from the sale of real estate. Operating revenue increased to $418.6 million, from $401.8 million.
+Joseph L. Dionne, president of the company, which owns Standard & Poor's and publishes Business Week and books, among other operations, said income growth slowed in 1985 largely because of weakness in magazine and broadcasting advertising revenue from its four TV stations.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Time+Inc.+Earnings+Fall+22.9%25%3B+Layoffs+Set+for+136&title=New+York+Times&issn=03624331&date=1986-01-31&volume=&issue=&spage=D.4&au=Stevenson%2C+Richard+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 1986","The publishing and cable television company said that net income fell to $51.4 million, or 81 cents a share, from $66.7 million, or $1.06 a share, in the corresponding period last year. Last year's fourth-quarter results included an $18 million pretax gain from the sale of the company's Pioneer Press subsidiary. Revenues for the quarter increased 11 percent, to $945.2 million from $851 million. In a memo to employees, Henry Grunwald, Time Inc.'s editor in chief, and Kelso Sutton, its executive vice president, called the layoffs ''a painful process, but one that is necessary for the health and vigor of Time Inc.'' The company publishes Time, Sports Illustrated, Fortune, Money, People, Discover and Life. It has also been developing a new magazine called Picture Week, but recently withdrew it from test markets to make editorial modifications. ---- Dun, McGraw-Hill By The Associated Press The Dun & Bradstreet Corporation yesterday reported a 15.5 percent increase in its fourth-quarter profit, while McGraw-Hill Inc. managed to show a slight gain.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 1986: D.4.",11/15/17,"New York, N.Y.",,"Stevenson, Richard W",New York Times Company,,Newspapers,425762006,"United States, New York, N.Y.",English,31-Jan-86,COMPANY REPORTS; LABOR; LAYOFFS (LABOR),New York Times,NEWSPAPER,,,,,,,
+I.B.M. OFFERS DESK UNIT FOR FASTER COMPUTING,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/i-b-m-offers-desk-unit-faster-computing/docview/425744571/se-2?accountid=14586,"In its first attack on the market for engineering and scientific computers, I.B.M. yesterday introduced a line of personal computers that uses an unusual high-speed processing technology that the industry is just beginning to embrace.
+The long-awaited computer from the International Business Machines Corporation is intended for use by a host of professionals who have complained that the company's work stations are inadequate for heavy-duty computing tasks, such as automobile and airplane design, architecture and electronics.
+Industry experts say the RT Personal computer catapults I.B.M. into the computer-aided-design and computer-aided-manufacturing markets, a lucrative segment now dominated by Sun Microsystems, the Digital Equipment Corporation and Apollo Computer Inc., among others.
+What I.B.M. did not introduce yesterday, to the industry's surprise, was a lap-top portable computer. But industry sources said they were certain that the introduction would take place very soon, perhaps by the end of the month.
+A New Line of Machines
+For I.B.M., the introduction of the RT Personal Computer marks the first of a new category of desktop machines for the company: powerful, 32-bit machines that are based on the UNIX operating system first developed by the American Telephone and Telegraph Corporation. The ''RT'' in the new machine's name stands for RISC technology, also known as a reduced-instruction set computer.
+RISC machines use a far simpler set of operating commands that greatly speed a computer's performance, especially for calculation-intensive operations such as those performed by scientists. The computer comes with an optional co-processor that makes it partly compatible with the rest of the personal computer line, essentially by putting two separate computers under one cover.
+I.B.M. also said that the entry was intended to serve as the ''scholar's work station'' that a number of universities, working in secrecy with the company, have raced to adapt for campus use. Much of the initial software work for the universities was done at Carnegie-Mellon University in Pittsburgh, in a laboratory underwritten by a $20 million I.B.M. grant. Prototypes of the computer had been tested there since last year.
+Academics on several leading computer-engineering campuses hailed the introduction, saying that the tremendous power of the machine could solve some of their key problems as they try to set up computing networks at their institutions. But at a base price of $11,000, some said the machine was probably too expensive for widespread use on their campuses. Cheaper Models Expected
+William Y. Arms, vice president for computing and information services at Carnegie-Mellon, said, ''It is not inexpensive enough for us to deploy broadly, but I think you have to view it as the first member of a new family, and we will see cheaper models.''
+A decade ago, the market that I.B.M. has picked as the target for the new RT Personal Computer - engineers, scientists and other technical users -was an inconsequential niche of the data processing market. But the growth of personal computers and renewed emphasis on design automation has created what analysts say is a huge demand for desktop machines that can execute more than a million instructions per second, store capacious amounts of data and display information on very-high-resolution machines.
+At a presentation in New York yesterday, I.B.M. officials showed how the machine could be used to design automobiles, lay out electronic circuits or run a small publishing system.
+''It is a solid, competitive product,'' said Frank Gens, an analyst at the International Data Corporation in Framingham, Mass. ''But in terms of price performance, it doesn't quite match the Sun,'' he added, referring to Sun Microsystems, whose highly acclaimed machines have made it a leader in computer-aided design and manufacturing.
+The RISC architecture limits the microprocessor's instruction set to basic tasks, such as loading, adding and comparing numbers, and eliminates more complex functions, which are performed by a combination of simple functions when needed. Digital Equipment and the Hewlett-Packard Company also have major RISC projects under way.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=I.B.M.+OFFERS+DESK+UNIT+FOR+FASTER+COMPUTING&title=New+York+Times&issn=03624331&date=1986-01-22&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 22, 1986","For I.B.M., the introduction of the RT Personal Computer marks the first of a new category of desktop machines for the company: powerful, 32-bit machines that are based on the UNIX operating system first developed by the American Telephone and Telegraph Corporation. The ''RT'' in the new machine's name stands for RISC technology, also known as a reduced-instruction set computer. I.B.M. also said that the entry was intended to serve as the ''scholar's work station'' that a number of universities, working in secrecy with the company, have raced to adapt for campus use. Much of the initial software work for the universities was done at Carnegie-Mellon University in Pittsburgh, in a laboratory underwritten by a $20 million I.B.M. grant. Prototypes of the computer had been tested there since last year. ''It is a solid, competitive product,'' said Frank Gens, an analyst at the International Data Corporation in Framingham, Mass. ''But in terms of price performance, it doesn't quite match the Sun,'' he added, referring to Sun Microsystems, whose highly acclaimed machines have made it a leader in computer-aided design and manufacturing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Jan 1986: D.1.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,425744571,"United States, New York, N.Y.",English,22-Jan-86,"NEW MODELS, DESIGN AND PRODUCTS; Data processing; Personal computers",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: WEDNESDAY, JANUARY 8, 1986:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-wednesday-january-8-1986/docview/425756392/se-2?accountid=14586,"Companies
+Pennzoil rejected a takeover bid from Texaco as a solution to the companies' high-stakes legal battle. Widespread rumors of the offer earlier in the day sent Pennzoil's stock soaring to $83, up $19.75. Texaco was rumored to have offered 3.5 of its own shares for each of Pennzoil's 42.7 million common shares. [ Page A1. ]
+Hanson Trust claimed victory in its fight to gain control of SCM in the wake of a Federal court panel's decision that SCM's lockup arrangement with Merrill Lynch was illegal. Hanson resumed its-$75-a-share offer for SCM's shares and by the end of the day said it had 66 percent of the stock. [ D1. ]
+GAF seems on the verge of dropping its Carbide bid, Wall Street professional said. GAF may be planning instead to take profits on its nearly 10 percent stake in Carbide, the sources said. [ D4.##j
+A new sales incentive program from Chrysler will offer 7.5 percent financing on the smallest cars it makes in the United States and 7.9 percent loans on Dodge Ram pickup trucks. [ D1. ]
+Sears will market its Discover credit card nationwide on Jan. 23, four months earlier than planned. The start-up costs of distributing the card will result in an after-tax loss of $115 million. [ D4. ]
+Forbes agreed to buy American Heritage magazine from a group of investors headed by Samuel P. Reed. [ D8. ] Markets
+Stocks surged to record levels on all major exchanges, thanks to declining interest rates. The Dow Jones industrial average rose 18.12 points, its best one-day gain in nearly a month, to 1,565.71. The records broken on the American Stock Exchange and over-the-counter had stood for two and a half years. [ D1. ]
+The Treasury bond market shrugged off its lethargy with price gains of nearly 1 1/2 point for long-term issues. A new seven-year Treasury note was offered at the lowest yield since 1978, when the Treasury first auctioned seven-year notes. [ D17. ]
+The dollar rose against most currencies in United States trading while the Canadian dollar recovered a bit from its near-record low. Gold rose by $1.75 an ounce, to $330.50, in late New York trading. [ D18. ] Soybean futures prices advanced strongly. [ D18. ] International
+The President ordered all economic ties with Libya severed, saying the Government of Muammar el-Qaddafi was a threat to the security and foreign policy of the U.S. [ A1. ] The sanctions, however, may have little impact on either country. Falling oil prices, which have forced Libya to reduce spending, and previous restrictions have left the U.S. with little economic leverage. [ A7. ]
+Terrorist attacks have shaken the travel industry and altered patterns of international tourism. Travel agents say some fearful customers have canceled overseas trips and others have shifted their destinations to places considered less dangerous. [ A1. ] The Economy
+Establising a commission to study 'junk bonds' is believed to have some support at the Fed as an alternative to its plan to place restrictions on that type of financing. [ D1. ]
+John R. Block will resign as Secretary of Agriculture. He said he would leave office in mid-February, but declined to answer any other questions about his career plans. Mr. Block said the White House was actively seeking his successor. [ A8. ]
+The President insisted the deficit can be cut without a tax increase, although he was careful not to rule out the possibility of eventual higher taxes. [ B7. ]
+An Administration report that recommends curbing acid rain is expected to be released today, sources said. The report maintains acid rain is causing serious economic and social problems. [ B6. ] Today's Columns
+Automation will not cause unemployment to rise through the rest of the century, a new National Science Foundation study concludes. Leonard Silk. Economic Scene. [ D2. ]
+Viacom's biggest shareholder, JMB Realty, could become bigger this week and Wall Street seems to be cheering on the realty syndicator. But some analysts think speculators may be getting excited over nothing. Market Place. [ D8. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+WEDNESDAY%2C+JANUARY+8%2C+1986%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1986-01-08&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 8, 1986","Pennzoil rejected a takeover bid from Texaco as a solution to the companies' high-stakes legal battle. Widespread rumors of the offer earlier in the day sent Pennzoil's stock soaring to $83, up $19.75. Texaco was rumored to have offered 3.5 of its own shares for each of Pennzoil's 42.7 million common shares. [ Page A1. ] Hanson Trust claimed victory in its fight to gain control of SCM in the wake of a Federal court panel's decision that SCM's lockup arrangement with Merrill Lynch was illegal. Hanson resumed its-$75-a-share offer for SCM's shares and by the end of the day said it had 66 percent of the stock. [ D1. ] Establising a commission to study 'junk bonds' is believed to have some support at the Fed as an alternative to its plan to place restrictions on that type of financing. [ D1. ]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Jan 1986: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425756392,"United States, New York, N.Y.",English,8-Jan-86,,New York Times,Summary,,,,,,,
+STIKE GOES ON DESPITE DIVISIONS IN UNION RANKS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/stike-goes-on-despite-divisions-union-ranks/docview/425735996/se-2?accountid=14586,"As two dozen striking machinists took their turn marching in front of the Pratt & Whitney factory here today, Jimmy Mangum, the picket line captain, reminded them to attend a union meeting Saturday at a local elementary school.
+''The people from East Hartford are going to picket while we go to the meeting,'' Mr. Mangum called through his bullhorn.
+The announcement was greeted with scornful hoots. ''Do you believe that?'' shouted one picket.
+It was one illustration of the strained relations these days among units of District 91 of the International Association of Machinists and Aerospace Workers at plants of Pratt & Whitney, a major manufacturer of jet aircraft engines. #5,000 on Strike Since Monday, nearly 5,000 members of the union have been on strike and walking picket lines at three Pratt & Whitney plants, in Middletown, North Haven and Southington.
+But at the company's fourth - and largest - Connecticut factory, in East Hartford, members of the union have twice refused to authorize a strike and have continued to work.
+Union leaders have said that the split in their ranks may prolong the first strike in 25 years at Pratt & Whitney, a division of the United Technologies Company. Pratt & Whitney is Connecticut's largest corporate employer with 24,700 workers, including 17,000 at East Hartford and 1,600 here in Southington.
+Walking the picket line in a light snow here today, several union members said they were dismayed that the East Hartford local had not joined their walkout.
+They said, however, that they would continue their strike as long as necessary to obtain a contract providing protection against layoffs, automation and the assigning of work to subcontractors.
+''I don't know why they voted not to go on strike,'' a paint shop worker for the last 18 years, Joseph Babin, said of his East Hartford colleagues. Some of the Southington workers, he said, had been laid off three times in the last five years.
+When the workers in East Hartford failed for the second time Wednesday night to muster a two-thirds vote required to call a strike, a bench mechanic at Southington for the last nine years, Jim Rapisarda, said, ''We were all down in the dumps.''
+But he said the setback had increased the resolve of most of the Southington workers.
+Mr. Rapisarda said that he and his wife had done all their Christmas shopping, but that after the strike began they had returned the presents to the stores to get refunds.
+'Country Built on Sacrifice'",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STIKE+GOES+ON+DESPITE+DIVISIONS+IN+UNION+RANKS&title=New+York+Times&issn=03624331&date=1985-12-07&volume=&issue=&spage=1.30&au=RICHARD+L.+MADDEN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 7, 1985","''I don't know why they voted not to go on strike,'' a paint shop worker for the last 18 years, Joseph Babin, said of his East Hartford colleagues. Some of the Southington workers, he said, had been laid off three times in the last five years. ''We don't know how long this is going to last,'' he said. ''There will always be hardship, but this country was built on sacrifice.'' The union's previous contract, which expired at midnight Sunday, provided an average wage of $11.69 an hour. Union members at all four plants have voted to reject what the company has said was its ''final'' proposal for a new three-year contract providing, among other things, for a $300 bonus this week, two larger lump-sum payments in 1986 and 1987 and a general wage increase of up to 62 cents an hour in December 1987.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Dec 1985: 1.30.",11/15/17,"New York, N.Y.",EAST HARTFORD (CONN),"RICHARD L. MADDEN, Special to the New York Times",New York Times Company,,Newspapers,425735996,"United States, New York, N.Y.",English,7-Dec-85,LABOR; STRIKES,New York Times,NEWSPAPER,,,,,,,
+MORE IMPORTS BY CHRYSLER EXPECTED,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/more-imports-chrysler-expected/docview/425687282/se-2?accountid=14586,"The tentative labor agreement at the Chrysler Corporation will be an added incentive to the company to buy more cars and parts from low-cost foreign sources, according to auto industry analysts.
+The impact of the new agreement will be felt first in the small-car market, where profit margins are thin or nonexistent, analysts said.
+''This contract tells me that Lee Iacocca has decided to outsource small cars and move upscale,'' said Arthur G. Davis, an analyst with Prescott, Ball & Turben. Outsourcing is the industry word for transferring work to lower-cost producers.
+Mr. Davis said the Chrysler chairman ''is going to get Chrysler out of making low-priced products.''
+The union had said that putting restrictions on such transfers was one of its major objectives. But the tentative contract contains only vague language requiring that the union be given early notification and that a fund be established to compensate those whose jobs are displaced.
+Chrysler already has an arrangement to buy small cars from the Mitsubishi Motors Corporation of Japan and has agreed to a small-car manufacturing venture with Mitsubishi in this country. Chrysler has also arranged with the Samsung Group in South Korea to purchase parts and possibly entire cars.
+Analysts said the contract would erode the labor-cost advantage, estimated at between $1 and $3 an hour, that Chrysler has had over G.M. and Ford as a result of the wage and benefit concessions made during Chrysler's financial crisis of 1979-82.
+Just as important, some said, was the company's apparent inability to reduce the hundreds of job classifications, which many analysts view as hindrances to productivity.
+''I'm disappointed about the lack of progress on work rules,'' said Wendy Beale, an analyst with Smith Barney, Harris Upham & Company. ''If they had gotten the changes they wanted, they would have been substantially better off than G.M. or Ford. And that ultimately is as important as the money they paid out.''
+She said that Honda's nonunion plant in Marysville, Ohio, produces 72 cars per worker a year, compared with 65 at Chrysler's most modern plant in Sterling Heights, Mich.
+The contract did provide some possibility for changes in work rules. In cases in which the company is considering actions such as outsourcing that might cut the work force, the union won the right to challenge those moves by offering its own ways to cut labor costs.
+An Immediate Bonus",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MORE+IMPORTS+BY+CHRYSLER+EXPECTED&title=New+York+Times&issn=03624331&date=1985-10-25&volume=&issue=&spage=D.1&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 1985","''I'm disappointed about the lack of progress on work rules,'' said Wendy Beale, an analyst with Smith Barney, Harris Upham & Company. ''If they had gotten the changes they wanted, they would have been substantially better off than G.M. or Ford. And that ultimately is as important as the money they paid out.'' ''We're in the era of the $50,000-a-year auto worker in this country,'' he said, ''so the company will be looking even harder for ways to take the costs out.'' The analysts pointed out that the contract essentially does nothing more than put Chrysler in the same position on labor costs as G.M. and Ford. ''It doesn't sound like a major disaster,'' Miss Beale said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 1985: D.1.",11/15/17,"New York, N.Y.",UNITED STATES,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,425687282,"United States, New York, N.Y.",English,25-Oct-85,AUTOMOBILES; FOREIGN CARS; LABOR; CONTRACTS; PROFITS (INDUSTRY-WIDE),New York Times,NEWSPAPER,,,,,,,
+PRINTER'S UNION REJECTS A TEAMSTER MERGER,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/printers-union-rejects-teamster-merger/docview/425499055/se-2?accountid=14586,"The International Typographical Union, whose printers and mailroom workers are employed at about 500 newspapers in the United States and Canada, soundly defeated a proposal to merge with the International Brotherhood of Teamsters, the typographical union announced today.
+The rejection of the proposal by 34,234 to 17,547 was a blow to the prestige of Jackie Presser, the teamster president, who two years ago initiated a campaign to get the printers' union to join his 1.9-million-member independent union.
+About 3,000 additional ballots were challenged, mostly by pro-teamster observers, officials of the printers' union said.
+The rejection by the 74,000-member I.T.U., which calls itself the nation's oldest labor union, clears the way for a possible reopening of talks on consolidation with the Graphic Communications International Union. Both unions are affiliated with the American Federation of Labor and Congress of Industrial Organizations.
+Earlier Proposal Rejected",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRINTER%27S+UNION+REJECTS+A+TEAMSTER+MERGER&title=New+York+Times&issn=03624331&date=1985-08-29&volume=&issue=&spage=A.21&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 29, 1985","''We're confident this strong vote will put the teamster affair well behind us,'' Robert S. McMichen, the I.T.U. president who was elected on an anti-teamster slate, said in a statement. ''We plan to move ahead with plans to try and complete a more appropriate merger, ideally with the Graphic Communications International Union.'' The statement by Mr. McMichen, which was joined by two vice presidents of the union, said the deciding factors in the ballotting had been his union's ''traditions of democratic unionism and involvement with the mainstream of organized labor.'' Mr. [Lane Kirkland] said he ''welcomes the news'' that the printers' union rejected the teamsters. Mr. Kirkland had threatened to expel the printers' union from the federation if it joined the teamsters.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Aug 1985: A.21.",11/14/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,425499055,"United States, New York, N.Y.",English,29-Aug-85,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+EUROPE'S EUREKA PLAN REMIANS TO BE SHAPED,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/europes-eureka-plan-remians-be-shaped/docview/425459574/se-2?accountid=14586,"Senior ministers from 17 European countries formally introduced a French-inspired joint European high-technology research and development program named ''Eureka'' at a meeting here last week. But just what Eureka will amount to still remains unclear.
+President Francois Mitterrand of France, who first proposed the idea last April as a partial response to President Reagan's Strategic Defense Initiative, or ''Star Wars,'' research program into space weaponry, said his Government would contribute 1 billion francs, or the equivalent of $116 million, to Eureka this year. But no other firm cash offers were forthcoming.
+However, attendance at the meeting, which was called for countries interested in participating in the program, did show that no European government is prepared to distance itself from this attempt to improve European technological standards at a time of high unemployment and fear that the ''Star Wars'' program could futher widen America's technological lead over the rest of the world.
+In addition to foreign and science ministers from the 10 Common Market countries, who backed Eureka at their Milan Summit last month, representatives from Spain, Portugal, Austria, Sweden, Switzerland, Finland and Norway attended the meeting.
+An Effort to Eliminate Waste
+The basic idea behind Eureka is to coordinate European research and development efforts into many advanced technologies, including supercomputers, lasers, factory automation and telecommunications, in order to eliminate duplication and waste.
+Specific development proposals would be discussed at a meeting in Bonn on Nov. 15.
+The most important conclusion from last week's two-day conference, in the view of many officials, is that Eureka will be financed by private companies and banks, as well as governments, and that it should allow different combinations of members to join forces for particular projects.
+Because of its expected heavy reliance on private risk capital, many participants believe Eureka's success will depend on ironing out the remaining bureaucratic obstacles to free trade between the Common Market countries. Companies and banks will not be willing to finance expensive high-technology products unless they are assured of a market throughout Europe. This means the products will have to be developed with common safety and other standards.
+Some Projects Planned
+Already a number of European companies have announced tentative collaborative projects that they would like to include in the Eureka program when specific projects are discussed at the end of this year.
+These include plans for developing high-powered computers by Matra S.A., of France, in collaboration with Norsk Hydro A.S. of Norway and Italy's SGS. Another big computer plan was proposed by France's Bull and West Germany's Siemens A.G.
+While details of Eureka remain vague, it has acquired strong political backing in Europe, officials say, because of widespread worry about the consequences for the continent of the ''Star Wars'' program, which was quickly seen as a major subsidy to American high-technology companies.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EUROPE%27S+EUREKA+PLAN+REMIANS+TO+BE+SHAPED&title=New+York+Times&issn=03624331&date=1985-07-22&volume=&issue=&spage=D.6&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,Genera l Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 22, 1985","Senior ministers from 17 European countries formally introduced a French-inspired joint European high-technology research and development program named ''Eureka'' at a meeting here last week. But just what Eureka will amount to still remains unclear. President Francois Mitterrand of France, who first proposed the idea last April as a partial response to President Reagan's Strategic Defense Initiative, or ''Star Wars,'' research program into space weaponry, said his Government would contribute 1 billion francs, or the equivalent of $116 million, to Eureka this year. But no other firm cash offers were forthcoming. Attendance at the meeting, which was called for countries interested in participating in the program, did show that no European government is prepared to distance itself from this attempt to improve European technological standards at a time of high unemployment and fear that the ''Star Wars'' program could futher widen America's technological lead over the rest of the world.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 July 1985: D.6.",11/15/17,"New York, N.Y.",FRANCE,Special to the New York Times,New York Times Company,,Newspapers,425459574,"United States, New York, N.Y.",English,22-Jul-85,SCIENCE AND TECHNOLOGY; JOINT VENTURES AND CONSORTIUMS; RESEARCH,New York Times,NEWSPAPER,,,,,,,
+PRESIDENT OF WANG RESIGNS,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/president-wang-resigns/docview/425461520/se-2?accountid=14586,"The president of Wang Laboratories, John F. Cunningham, resigned yesterday in what Wall Street analysts called another blow to the troubled maker of computers and office-automation equipment.
+Meanwhile, the Burroughs Corporation began a restructuring that will lead to 300 layoffs, including 200 middle managers.
+From its headquarters in Lowell, Mass., Wang said that Mr. Cunningham, 42 years old, who is also chief operating officer, would leave immediately to become chairman and chief executive of Computer Consoles Inc., a far smaller company based in Rochester. Wang said that Mr. Cunningham's duties would be taken over by Dr. An Wang, the company's patriarchal chairman and chief executive, and that there would be no search for a new president. Mr. Cunningham will remain on Wang's board.
+Bad Time for Wang",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRESIDENT+OF+WANG+RESIGNS&title=New+York+Times&issn=03624331&date=1985-07-20&volume=&issue=&spage=1.31&au=Berg%2C+Eric+N&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 20, 1985","Mr. [John F. Cunningham] agreed. ''I was looking for my own operation with a major stake,'' he said in a telephone interview. ''It also offered me the chance for substantial capital appreciation.'' Under his employment agreement with Computer Consoles, he will buy 400,000 shares at $5 a share. Computer Consoles, traded on the American Stock Exchange, closed yesterday at $8.25, up $1.625. Mr. Cunningham's departure ''is like an airplane losing altitude that suddenly loses an engine as well,'' said Robert T. Fertig, a Stamford, Conn., consultant to the computer industry. ''They've got to do something fast.'' ''They need to make an acquisition because they want to be able to say to customers, 'We're going to be around in five years,' '' said Jonathan M. Fram of Paine Webber Inc.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 July 1985: 1.31.",11/15/17,"New York, N.Y.",,"Berg, Eric N",New York Times Company,,Newspapers,425461520,"United States, New York, N.Y.",English,20-Jul-85,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS DIGEST:   [summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/425421513/se-2?accountid=14586,"THURSDAY, MAY 30, 1985
+The Tax Revision Plan
+Resistance to President Reagan's plan to redesign the income tax system started taking shape, with Congressional critics and lobbyists protesting particular elements. But Mr. Reagan warned that item-by-item revision of his proposal could endanger a ''historic'' attempt to make the tax law fairer. [Page A1.] Submitting the plan to Congress, he defended its more contentious aspects, including the repeal of state and local deductions. [A16.] Top officials in New York State, meanwhile, warned that Albany and local government swould come under fierce pressure to cut its taxes and the services those taxes pay for if the President's plan passes unaltered. [A1.]
+Business would pay more than $220 billion in extra taxes over the next five years under the plan, according to tax analysts. [A20.] But it restores some two-thirds of oil and gas preferences that would have been lost under the original Treasury proposal. [A21.] Real estate and other tax shelters would be dealt severe blows. [A21.] Use of trusts as shelters would be curbed. [A19.]
+Charities said they stood to lose $10 billion in individual contributions, if the deduction for contributions by nonitemizers was repealed, as called for under the plan. [A19.]
+Owners of homes in New York City and its suburbs would see their overall housing costs rise under the plan, and prices are likely to drop as a result, real estate experts said. [A17.]
+Companies",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1985-05-30&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 30, 1985","Resistance to President Reagan's plan to redesign the income tax system started taking shape, with Congressional critics and lobbyists protesting particular elements. But Mr. Reagan warned that item-by-item revision of his proposal could endanger a ''historic'' attempt to make the tax law fairer. [Page A1.] Submitting the plan to Congress, he defended its more contentious aspects, including the repeal of state and local deductions. [A16.] Top officials in New York State, meanwhile, warned that Albany and local government swould come under fierce pressure to cut its taxes and the services those taxes pay for if the President's plan passes unaltered. [A1.] Two E.F. Hutton individuals were responsible ''in a criminal sense'' for practices that led to fraud charges against the company but Justice said neither was a ''high-level executive.'' [D5.] The use of photons - light - instead of more ornery electrons to transmit data between or within computers is an inexact science. But the Pentagon is spurring research and scientists say ''optical'' processors may someday do real computing. Technology. [D2.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 May 1985: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425421513,"United States, New York, N.Y.",English,30-May-85,,New York Times,summary,,,,,,,
+Computers Displayed By Compaq,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/computers-displayed-compaq/docview/425418353/se-2?accountid=14586,"Two companies taking on the International Business Machines Corporation in the office market - the Compaq Computer Corporation and the Xerox Corporation - introduced computer systems yesterday.
+Most of the enthusiasm was reserved for the Compaq announcement, which involved both a portable version of the I.B.M. PC-AT and an AT-compatible desktop computer.
+Like the AT, the first of a new generation of I.B.M. machines, Compaq's machines use the Intel 80286 microprocessor, which is much faster than the chip used in the original I.B.M. Personal Computer.
+The introduction puts Compaq, easily the most successful of the I.B.M.-compatible makers, among the first to turn out products based on the AT design. The portable version, the company said, will run up to 30 percent faster than I.B.M.'s AT, and includes a 20-megabyte hard-disk drive.
+A megabyte is a million bytes, or characters, of inforamation.
+The Deskpro 286 is a more sophisticated version of Compaq's first desktop machine. Industry experts and dealers who have seen the machines in the last few weeks say they could fill a critical gap, because I.B.M. is still struggling to produce the AT in volume, after numerous troubles in obtaining parts from vendors.
+Both new machines carry a base price of $4,499. ''These are really aimed at the replacement market,'' said Bill Murto, who heads Compaq's marketing efforts. ''A lot of people are beginning to replace their first generation PC's, and we think that will offer an expanding market opportunity.''
+The portable, he noted, is so far the only such machine on the market, but Compaq has continued to lead the market for portable PC's, even after I.B.M. introduced its own.
+Xerox, which until now has had mixed success in office automation, introduced personal computers and high-speed printers.
+The personal computers are enhanced versions of the personal computer built by Ing. C. Olivetti & Company, S.p.A., the Italian equipment maker, and marketed by the American Telephone and Telegraph Company.
+Although the A.T.&T. machine, known as the PC 6300, has sold poorly, Xerox said it hoped to have more success with its machines since they would be presented to customers as parts of an integrated system.
+With an eye toward linking products, Xerox also said that it had agreed with A.T.&T. to market the hardware used in A.T.&T.'s Starlan network.
+The two companies are reportedly working on a technique whereby customers on a Starlan network could exchange information with customers on Ethernet, Xerox's network.
+Xerox said it was pursuing a number of other business relationships with A.T.&T. and Olivetti.
+Separately, the NCR Corporation introduced a new personal computer that it said was compatible with the PC-AT. It also introduced a machine to compete with I.B.M.'s XT, and a point-of-sale terminal.
+The Data General Corporation, meanwhile, dropped the price on its DG-1 portable computer by $600.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Computers+Displayed+By+Compaq&title=New+York+Times&issn=03624331&date=1985-05-01&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 1, 1985","The introduction puts Compaq, easily the most successful of the I.B.M.-compatible makers, among the first to turn out products based on the AT design. The portable version, the company said, will run up to 30 percent faster than I.B.M.'s AT, and includes a 20-megabyte hard-disk drive. Both new machines carry a base price of $4,499. ''These are really aimed at the replacement market,'' said Bill Murto, who heads Compaq's marketing efforts. ''A lot of people are beginning to replace their first generation PC's, and we think that will offer an expanding market opportunity.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 May 1985: D.4.",11/14/17,"New York, N.Y.",,,New York Times Compa ny,,Newspapers,425418353,"United States, New York, N.Y.",English,1-May-85,"DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS; PERSONAL COMPUTERS",New York Times,NEWSPAPER,,,,,,,
+Nynex Profit Nearly $1 Billion,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nynex-profit-nearly-1-billion/docview/425287290/se-2?accountid=14586,"'84 Total Tops Projection
+The Nynex Corporation yesterday reported earnings of nearly $1 billion for 1984, the first year of its operation following the breakup of the American Telephone and Telegraph Company.
+Two of the other six companies formed in the Jan. 1, 1984, breakup - American Information Technologies Inc., known as Ameritech, and the Bell Atlantic Corporation - also reported solid earnings and sales results yesterday. On Tuesday, the St. Louis-based Southwestern Bell Corporation, another of the spinoff companies, reported earnings of $883.1 million, or $9.04 a share.
+''Management made estimates last January of what they expected their companies to earn in 1984 after the breakup,'' said Harold A. Mackinney, senior vice president and chairman of the investment policy committee at the Fleet Financial Group in Providence, R.I. ''All underestimated what they would earn. It appears that the managements of the companies were intentionally conservative in their original estimates.''
+Mr. Mackinney added, ''For 1985, we are assuming that Ameritech and Bell Atlantic will show about an 8 percent increase in primary net earnings per share and Nynex should show about a 6 percent gain.''
+In a generally busy day on the New York Stock Exchange, Nynex closed at $75.125, down $1.125, on a volume of 482,000 shares; Ameritech rose 25 cents, to $75.125, on a volume of 321,000 shares, and Bell Atlantic closed at $78, down 37.5 cents, on 507,000 shares.
+Nynex
+Nynex, the parent of the New York Telephone Company and the New England Telephone Company, said that for the three months ended Dec. 31, net income amounted to $262.3 million, or $2.62 a share. Revenues reached $2.44 billion.
+For the full year, Nynex said that net income was $986.4 million, or $10.10 a share. Revenues amounted to $9.51 billion.
+Delbert C. Staley, chairman of Nynex, said yesterday that the company's results exceeded expectations for several reasons.
+''The economy in our region was strong, as reflected in growth in usage of our local networks and heavy demand for new telephone lines - the highest since the post- World War II period,'' Mr. Staley said. ''At the same time, through tough-minded management, we were able to control expenses and increase productivity.''
+Mr. Staley noted that in the first year of its operations, the company received court approval to enter foreign business ventures and to open Datago retail stores geared to the telecommunications and office-automation needs of small-business customers. ''We also began providing cellular mobile telephone service in New York City and Buffalo,'' he said.
+Ameritech
+American Information Technologies, based in Chicago, said that earnings in the fourth quarter amounted to $202.9 million, or $2.07 a share. Revenues totaled $2.13 billion.
+For the full year, Ameritech had net income of $990.6 million, or $10.17 a share. Revenues reached $8.35 billion. The company said that yearly results had ''outpaced projections'' by 7.2 percent.
+The company said that certain charges in the latest quarter reduced earnings by a total of $47.5 million, or 48 cents a share. These included a ruling on depreciation expenses by the Wisconsin Public Service Commission that reduced earnings by $27.2 million, or 23 cents a share.
+Bell Atlantic
+Bell Atlantic, based in Philadelphia, disclosed that it had net income of $241.5 million, or $2.43 a share, in the fourth quarter. Revenues amounted to $2.1 billion.
+For the full year, earnings totaled $973.1 million, or $9.94 a share. Revenues amounted to $8.09 billion. ''Bell Atlantic had estimated net income per share of $9.69,'' Mr. Mackinney of Fleet Financial said.
+Thomas E. Bolger, chairman and chief executive, said: ''By any measurement, 1984 was a very successful first year for Bell Atlantic in terms of both our strong financial performance and the way we have positioned the corporation for the challenges and opportunities we face.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Nynex+Profit+Nearly+%241+Billion&title=New+York+Times&issn=03624331&date=1985-01-25&volume=&issue=&spage=D.3&au=Wiggins%2C+Phillip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 25, 1985","''Management made estimates last January of what they expected their companies to earn in 1984 after the breakup,'' said Harold A. Mackinney, senior vice president and chairman of the investment policy committee at the Fleet Financial Group in Providence, R.I. ''All underestimated what they would earn. It appears that the managements of the companies were intentionally conservative in their original estimates.'' Mr. Mackinney added, ''For 1985, we are assuming that Ameritech and Bell Atlantic will show about an 8 percent increase in primary net earnings per share and Nynex should show about a 6 percent gain.'' ''The economy in our region was strong, as reflected in growth in usage of our local networks and heavy demand for new telephone lines - the highest since the post- World War II period,'' Mr. [Delbert C. Staley] said. ''At the same time, through tough-minded management, we were able to control expenses and increase productivity.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Jan 1985: D.3.",11/15/17,"New York, N.Y.",,"Wiggins, Phillip H",New York Times Compa ny,,Newspapers,425287290,"United States, New York, N.Y.",English,25-Jan-85,,New York Times,NEWSPAPER,,,,,,,
+BISTATE DRIVE ON SALES-TAX EVASION SET,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/bistate-drive-on-sales-tax-evasion-set/docview/425260373/se-2?accountid=14586,"TRENTON EACH year, New Jersey and New York lose a total of $150 million in sales taxes as a result of ''border sales,'' purchases that are made by out-of-state residents and then mailed back home to avoid payment of the taxes.
+Michael M. Horn, the New Jersey Treasurer, said that officials of both states had intensified joint efforts aimed at capturing ''many more millions of dollars in sales and use taxes'' from shoppers and vendors who cooperated in this long- running practice.
+Increased automation, more audits and the deployment of additional investigators already have begun, Mr. Horn said, with the aim of ''making it more risky to avoid paying the taxes.''
+John R. Baldwin, director of the state's Division of Taxation, said that discussions with New York about the problem had been held off and on for two decades but that little had been done on a bi-state basis until recently.
+''The atmosphere is a lot different,'' Mr. Baldwin said. ''The players in Albany are different and politics is out of it, now that the numbers are increasingly large. And we're getting nastier.''
+Both Mr. Horn and Mr. Baldwin said they expected to reach a formal agreement with New York officials in the near future. According to Mr. Horn, Roderick G.W. Chu, the New York Commissioner of Taxation and Finance, has been working closely with New Jersey officials on the problem.
+When shoppers go across the border to make a purchase and have it sent back home, they are responsible for paying the sales tax to their home state. However, there is virtually no way for state officials to learn of the purchase unless they can get the out-of-state store owners to file reports with them.
+This must be done on a case-by- case basis by going to court and showing that the store has a ''nexus,'' or a connection, with shoppers from the other state. This usually entails showing that the store has a presence in the state, Mr. Baldwin said, explaining:
+''If a New York store has a warehouse in New Jersey, or if it advertises in New Jersey newspapers, that might be sufficient to prove that it has a nexus with us, and the court would require the store to report to us on its mail-order sales to New Jersey residents.''
+Some large stores in New York already collect New Jersey's sales (or use) tax and forward it to Trenton, Mr. Baldwin said, but many stores, especially smaller ones, do not.
+Mr. Horn and Irwin I. Kimmelman, the state's Attorney General, also said that a special tax-evasion unit established by their agencies a year ago had succeeded not only in winning restitutions and fines amounting to more than $500,000, but also in obtaining prison sentences totaling almost 30 years against 13 tax-fraud defendants.
+Mr. Horn said he expected that honest merchants - those who collected and reported the 6 percent New Jersey sales tax, as well as the 8 1/4 percent sales taxes imposed by New York State and New York City - would strongly support the crackdown on those merchants whose willingness to overlook the taxes gave them an unfair sales advantage at the present time.
+Mr. Kimmelman also said that his office was looking into the practice under which Atlantic City hotel-casinos give ''comps'' - complimentary services or gifts - to their high-rolling guests.
+Most of these gifts amount to free rooms, show tickets and meals, but they occasionally include expensive watches, diamonds and other jewelry, color television sets, fur coats and, in some cases, automobiles.
+The Attorney General estimated the total amount of the free gifts in the ''tens of millions of dollars.'' He said that, although the casinos often purchased their gift items out of state, the fact they were brought into New Jersey and used as complimentary gifts made that use a taxable transaction under New Jersey's sales-tax law.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BISTATE+DRIVE+ON+SALES-TAX+EVASION+SET&title=New+York+Times&issn=03624331&date=1984-12-30&volume=&issue=&spage=A.1&au=Sullivan%2C+Joseph+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 30, 1984","''The atmosphere is a lot different,'' Mr. [John R. Baldwin] said. ''The players in Albany are different and politics is out of it, now that the numbers are increasingly large. And we're getting nastier.'' ''If a New York store has a warehouse in New Jersey, or if it advertises in New Jersey newspapers, that might be sufficient to prove that it has a nexus with us, and the court would require the store to report to us on its mail-order sales to New Jersey residents.'' The Attorney General estimated the total amount of the free gifts in the ''tens of millions of dollars.'' He said that, although the casinos often purchased their gift items out of state, the fact they were brought into New Jersey and used as complimentary gifts made that use a taxable transaction under New Jersey's sales-tax law.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Dec 1984: A.1.",11/15/17,"New York, N.Y.",,"Sullivan, Joseph F",New York Times Company,,Newspapers,425260373,"United States, New York, N.Y.",English,30-Dec-84,,New York Times,NEWSPAPER,,,,,,,
+EXCERPTS FROM SUMMATIONS:   [TEXT ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/excerpts-summations/docview/425215362/se-2?accountid=14586,"Following are excerpts from the summations offered by Senator Bill Bradley, Democrat of Denville, and his Republican opponent, Mary V. Mochary, former Mayor of Montclair, in their debate last Monday at The New York Times: BRADLEY: I think I've achieved a record of accomplishment for New Jersey (by) bringing more Federal dollars to our state, remaining sensitive and responsive to my constituents and trying to develop an agenda for the future.
+I believe the key to our future is embracing change. And I believe that when you embrace change, it means you give maximum incentive for innovation and you, at the same time, have to remain sensitive and develop a greater caring society - to the worker who loses his or her job because of imports or automation, to the mother who re-enters the work force, to the high school dropout that wants a second chance for an education.
+I believe the key to our future is embracing change in a way that stimulates innovation and creates a greater, caring society.
+When the only grandfather I ever had came to this country, he went to work in a glass factory. And he worked hard and did his best for 30 years. And he used to tell me, his grandson, that what made America special was that it was free and that people seemed to care about each other.
+In my six years in the Senate, I've often thought of these two observations. And I've tried to represent the people of New Jersey in a way that protected our freedoms while remaining sensitive to the elderly and the disadvantaged. I've stood for a strong national defense and for a helping hand to our children here at home.
+I'm very proud that my office has helped over 55,000 New Jerseyans cope with problems they faced in the Federal bureaucracy. And I've never forgotten that the people that I represent are individual human beings, each deserving of respect and caring. MOCHARY: Freedom is a very precious thing to me. My parents fled penniless from a nation that lost its freedom. It's a very fragile thing and must be protected very carefully.
+That's one of the reasons I'm running for the United States Senate, because I know that not everybody has that kind of commitment. Things can happen, overnight practically, without people being aware.
+We must protect that freedom by being realistic about our position in the world, by continuing economic development so that, internally, the people are happy with this system and want to preserve and defend it against adversaries.
+The economic situation is so important, not only to be able to give people a way to live their lives, to feed and clothe and educate their children, but to maintain the democracy that we have in this nation. Which is not an accident. Which is something that has happened here through a lot of people's dedication and hard work, and it has to continue to have dedication and hard work to maintain it.
+We have to continue to have a realistic attitude about our position in the world and a realistic attitude about the economy of this nation.
+My experience at the local level is invaluable in terms of helping me to be able to make decisions at the Federal level. After all, all the programs that are decided at the Federal level eventually come down and impact people at the local level, so that my experience is very important.
+During the time I was a mayor, not only did we balance budgets and stay within our cap, but we helped to revitalize the downtown business sector, brought a record of private investment into Montclair, applied for three U.D.A.G. grants and got them and oversaw the opening of the first senior-citizen housing center.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXCERPTS+FROM+SUMMATIONS%3A+%5BTEXT%5D&title=New+York+Times&issn=03624331&date=1984-10-28&volume=&issue=&spage=A.12&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 28, 1984","In my six years in the Senate, I've often thought of these two observations. And I've tried to represent the people of New Jersey in a way that protected our freedoms while remaining sensitive to the elderly and the disadvantaged. I've stood for a strong national defense and for a helping hand to our children here at home. I'm very proud that my office has helped over 55,000 New Jerseyans cope with problems they faced in the Federal bureaucracy. And I've never forgotten that the people that I represent are individual human beings, each deserving of respect and caring. [Mary V. Mochary]: Freedom is a very precious thing to me. My parents fled penniless from a nation that lost its freedom. It's a very fragile thing and must be protected very carefully.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Oct 1984: A.12.",11/15/17,"New York, N.Y.",NEW JERSEY,,New York Times Company,,Newspapers,425215362,"United States, New York, N.Y.",English,28-Oct-84,DEBATING; ELECTIONS,New York Times,TEXT,,,,,,,
+UNION VOTE SEEMS TO FAVOR G.M. PACT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/union-vote-seems-favor-g-m-pact/docview/425231331/se-2?accountid=14586,"JOHN HOLUSHA
+DETROIT, Oct. 11 - The tentative contract between the United Automobile Workers and the General Motors Corporation appeared headed for ratification today as historically militant locals in Flint and Pontiac approved the agreement by substantial margins.
+However, some top union leaders cautioned against assuming the contract would be approved. ''Obviously it looks much better,'' said Donald F. Ephlin, the head of the union's G.M. department. But, he added, ''There are still a lot of places yet to vote and there are enough votes out there to affect the outcome.''
+Meanwhile, the Ford Motor Company placed a new contract offer on the bargaining table early this afternoon. ''It is a completely new package, including job security,'' a company spokesman said.'' Negotiators for both sides said they hoped to reach a settlement by the informal deadline of noon Friday.
+The union has said it will not release results of the voting at G.M. until all locals have reported. The deadline for voting is midnight Sunday. Some union officials fear that if the contract is seen already as winning approval, it would give rebellious leaders whose locals had not yet voted an opportunity to appear militant by urging rejection of the contract without the risk of provoking a strike. Officials feared that such a trend could snowball and actually cause rejection. Unofficial Vote Totals
+According to an unofficial tally compiled by The Associated Press, with about 77 of 149 locals having voted by this afternoon, the contract was winning by a 85,773 to 57,482 margin, or 60 to 40 percent.
+G.M. Chairman Roger Smith told an informal news conference today that he is happy about the vote.
+''As we see each new plant come in, it's getting wider and wider and wider. It looks comfortable now,'' Mr. Smith said. ''It's probably the most complex contract that we've ever had in terms of the job security. You just have to sit down and explain it to people.''
+Union officials said intensive efforts by union leaders to explain the benefits of the contract, combined with the prospect of a nationwide strike if the contract is defeated, had reversed the early trend toward rejection.
+One significant vote came at a big Buick local in Flint, which ratified the contract by an almost two to one ratio, 6,784 to 3,533. 'Hard to See Gains'
+Stanley Marshall, the union's regional director of the area that includes Flint, said much of the early opposition to the contract had been based on misunderstanding and the unusual nature of the agreement. ''This is a real hard contract to see the gains in,'' he said. ''Job security is hard to see unless you are in trouble.''
+Bargainers for the union traded the once customary three percent annual pay increase for more modest raises and a program to insure that members with more than a year's seniority will not lose jobs due to automation or the purchase of cars or parts from sources outside the company. The plan is backed by a $1 billion fund to pay workers until they can be placed elsewhere.
+Opponents of the contract have said it does not provide true job security, since management is free to bring in robots and other automated machinery or to buy from outside sources.
+Objections have also been raised to the graduated first year pay increases, which range from 1 percent to 3.5 percent.
+At Ford's headquarters in Dearborn, a company spokesman quoted the Ford bargainer, Peter J. Pestillo, as saying the latest contract offer ''narrows the differences and more nearly meets the needs expressed by the union and is more nearly consistant with the needs of the corporation.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=UNION+VOTE+SEEMS+TO+FAVOR+G.M.+PACT&title=New+York+Times&issn=03624331&date=1984-10-12&volume=&issue=&spage=A.20&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 12, 1984","Some top union leaders cautioned against assuming the contract would be approved. ''Obviously it looks much better,'' said Donald F. Ephlin, the head of the union's G.M. department. But, he added, ''There are still a lot of places yet to vote and there are enough votes out there to affect the outcome.'' ''As we see each new plant come in, it's getting wider and wider and wider. It looks comfortable now,'' Mr. [Roger Smith] said. ''It's probably the most complex contract that we've ever had in terms of the job security. You just have to sit down and explain it to people.'' Stanley Marshall, the union's regional director of the area that includes Flint, said much of the early opposition to the contract had been based on misunderstanding and the unusual nature of the agreement. ''This is a real hard contract to see the gains in,'' he said. ''Job security is hard to see unless you are in trouble.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Oct 1984: A.20.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425231331,"United States, New York, N.Y.",English,12-Oct-84,,New York Times,NEWSPAPER,,,,,,,
+ANALYSTS SAY G.M. ACCORD WON'T WIDEN INDUSTRY GAP,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/analysts-say-g-m-accord-wont-widen-industry-gap/docview/425182010/se-2?accountid=14586,"The proposed settlement between the General Motors Corporation and the United Automobile Workers should not put the company at any greater disadvantage in the worldwide automobile market, analysts for Wall Street said yesterday.
+Analysts also said an end to the selective strikes against General Motors after only six days would not result in any additional auto shortages in a market that has been unable to keep up with demand in the recent months of rapid economic recovery.
+''The way that I would describe the settlement is that it is a moderate one,'' said Arvid Jouppi, an independent analyst in Detroit. ''I feel very positive that this is a good settlement for the company.''
+2.5 Percent Raise Is SeenDetails of the settlement were withheld yesterday, and analysts had to rely on their own sources and news reports for information, but it was generally understood that G.M. workers would receive a wage increase averaging 2.5 percent in the first year. Increases in the second and third years would also average 2.5 percent, but would not become part of the wage base on which overtime and other payments are based, a feature that several analysts complimented.
+Thomas E. Lent, an analyst with Prudential-Bache Securities Inc., called the settlement ''realistic.''
+''It's not enough to solve all G.M.'s competitive disadvantages,'' he added, citing Japan's lower labor costs. ''But it's a step in the right direction,'' he said.
+Howard Leonard, an analyst with Provident National Bank in Philadelphia said, ''There's still a wide gap between Japanese and American autoworkers, but it's not getting any wider.'' However, he added tht wage increases of the size proposed could be offset by productivity improvements. Costs of the Package
+Some analysts questioned whether the various pieces of the package would ultimately add up to a large bill for the auto giant.
+Another analyst, David Healy, of Drexel Burnham Lambert Inc., said under the proposed settlement, hourly employment costs could increase by 20 percent to 22 percent over the next three years. ''It's a little less expensive to G.M. than I expected,'' he said, ''but it might be seen as inflationary.''
+Gary Glaser, of Sanford C. Bernstein & Company, said the wage settlement would keep workers even with inflation ''with a little extra up front for some acknowledgment of the workers' contribution to industry profitability.''
+It is believed that the agreement calls for protection of the jobs of all General Motors workers with at least one year's seniority and a $1 billion fund to be spent over six years for compensating or retraining workers displaced by automation and the shifting of jobs to overseas factories.
+Mr. Glaser noted that $1 billion spread over six years was less than $167 million a year, and even less after the company takes tax deductions. ''For a company of G.M.'s size,'' he said, ''that is not an awful lot of money.'' Job Security Concerns
+Other analysts, however, expressed concern about the ultimate cost of providing job security for workers, particularly in an industry that expands and contracts sharply with the economy.
+Michael Luckey, an economist with Merrill Lynch, Pierce, Fenner & Smith Inc., said he was concerned because some 95 percent of the estimated 350,000 G.M. workers covered have been with the company for at least one year. ''My guess is that once the numbers become public, this settlement is going to be viewed as fairly expensive,'' he said.
+Analysts were also trying to figure the cost of the six-day strike. Mr. Glaser put the after-tax loss to G.M. at $95 million to $100 million.
+On a per-share basis, Ann Knight, of Paine Webber Inc., predicted that the company would earn $1.40 to $1.50 in the third quarter, as against the $2.10 she had originally estimated.
+The strike also resulted in a production loss of approximately 50,000 to 60,000 cars and trucks, but analysts said the manufacture should be able to recover quickly. ''This can be made up very gradually over the next six months or so,'' Miss Knight said. ''You 're barely going to notice a blip in the numbers for autos.''
+In yesterday's weak market, General Motors shares closed in composite New York Stock Exchange trading at $76.125, up 12 1/2 cents for the day.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ANALYSTS+SAY+G.M.+ACCORD+WON%27T+WIDEN+INDUSTRY+GAP&title=New+York+Times&issn=03624331&date=1984-09-22&volume=&issue=&spage=1.10&au=Blumstein%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 1984","''It's not enough to solve all G.M.'s competitive disadvantages,'' he added, citing Japan's lower labor costs. ''But it's a step in the right direction,'' he said. Another analyst, David Healy, of Drexel Burnham Lambert Inc., said under the proposed settlement, hourly employment costs could increase by 20 percent to 22 percent over the next three years. ''It's a little less expensive to G.M. than I expected,'' he said, ''but it might be seen as inflationary.'' The strike also resulted in a production loss of approximately 50,000 to 60,000 cars and trucks, but analysts said the manufacture should be able to recover quickly. ''This can be made up very gradually over the next six months or so,'' Miss Knight said. ''You 're barely going to notice a blip in the numbers for autos.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 1984: 1.10.",11/15/17,"New York, N.Y.",,"Blumstein, Michael",New York Times Company,,Newspapers,425182010,"United States, New York, N.Y.",English,22-Sep-84,AUTOMOBILES; STRIKES; LABOR; CONTRACTS; SHORTAGES,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST FRIDAY, SEPTEMBER 21, 1984:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-friday-september-21-1984/docview/425186821/se-2?accountid=14586,"The Economy
+The economy is growing at an annual rate of 3.6 percent , the Commerce Department said in its ''flash'' estimate for the third quarter. The gain in the gross national product was barely half the advance reported for the previous quarter and was slightly lower than many Government analysts had expected. But most analysts considered the slower growth healthy. (Page D1.)
+Regulators are trying to stop savings institutions from using a new technique under which they issue certificates of deposit to finance real estate ventures generally considered riskier than usual. Investors are promised a share in any earnings from the ventures. Federal officials consider the technique unsound and are balking at insuring the deposits. (D1.)
+Companies
+Northwest Industries agreed to accept a leveraged buyout offer valued at more than $1 billion from an investor group headed by Kelly, Briggs & Associates and Oppenheimer & Company. (D1.)
+R. J. Reynolds agreed to sell its energy operations to Phillips Petroleum for $1.7 billion. Reynolds said a substantial portion of its proceeds would be used for a stock repurchase program. (D1.)
+Ashland Oil will have a $270 million after-tax loss in the fiscal year ending Sept. 30. The company attributed it to the planned sale of nonpetroleum businesses acquired in 1981 and to the closing of a methanol venture started in 1979. (D2.)
+I.B.M. will start using outside distributors for its factory-automation equipment. Analysts said that because the equipment provides smaller profits than mainframe computers, the company could not justify deploying its sales force in this sector. (D4.)
+U.A.W. leaders denounced G.M. , as negotiations to end the strike at the auto maker apparently stalled. (A16.)
+Equitable Life, Merrill Lynch and E. F. Hutton have started ''exploratory discussions'' concerning the acquisition of the Charter Company's insurance units. Charter is in Chapter 11. (D4.)
+Markets
+The nation's money supply jumped $7.8 billion, but interest rates were only slightly affected. Rates on Treasury bills and other short-term securities were unchanged, or slightly lower. Yields on Treasury notes and bonds, however, edged up. (D1.)
+The dollar resumed its record-breaking surge. Traders cited the Government's ''flash'' estimate for third-quarter economic growth, as well as the jump in the money supply. Gold prices were mixed, with a late quote in New York of $341.75 an ounce, up $1.20 from Wednesday. (D14.) Futures prices for grain and soybeans mostly fell in quiet trading. Orange juice prices continued to rise amid concern over crop damage due to the canker disease. (D14.)
+Stock prices rose slightly in continued active trading. The Dow Jones industrial average closed up 3.53, to 1,216.54. Volume declined to 92 million shares, from 120 million the day before. (D6.) Short interest on the Big Board rose 4.8 percent in the month ended Sept. 14, to a record 223.3 million shares. (D5.)
+Assets of the nation's money market mutual funds jumped for the second consecutive week. The gain of $857 million brought the assets to $182.39 billion, their highest level in 18 months. (D10.)
+International
+The Philippines signed a letter of intent to the I.M.F. , detailing economic and financial reforms that President Ferdinand E. Marcos hopes will lead to a renewal of international and private financing for his debt-strapped country. Argentina has also provided a letter of intent to the I.M.F. (D9.)
+Today's Columns
+The U.S. must move promptly to correct the imbalance between its fiscal and monetary policies, a growing number of economists and executives believe. Otherwise, the country faces still higher interest rates, which would increase the downward pressure on housing and other sectors. Leonard Silk. Economic Scene. (D2.)
+Questions have been raised about Denny's buyout and whether it will be completed. The $45-a-share bid to take the company private was announced more than three months ago, but the stock is now trading at only $38.625. Market Place. (D6.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST+FRIDAY%2C+SEPTEMBER+21%2C+1984%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1984-09-21&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 21, 1984","The economy is growing at an annual rate of 3.6 percent , the Commerce Department said in its ''flash'' estimate for the third quarter. The gain in the gross national product was barely half the advance reported for the previous quarter and was slightly lower than many Government analysts had expected. But most analysts considered the slower growth healthy. (Page D1.) Equitable Life, Merrill Lynch and E. F. Hutton have started ''exploratory discussions'' concerning the acquisition of the Charter Company's insurance units. Charter is in Chapter 11. (D4.) The dollar resumed its record-breaking surge. Traders cited the Government's ''flash'' estimate for third-quarter economic growth, as well as the jump in the money supply. Gold prices were mixed, with a late quote in New York of $341.75 an ounce, up $1.20 from Wednesday. (D14.) Futures prices for grain and soybeans mostly fell in quiet trading. Orange juice prices continued to rise amid concern over crop damage due to the canker disease. (D14.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Sep 1984: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425186821,"United States, New York, N.Y.",English,21-Sep-84,,New York Times,Summary,,,,,,,
+BUSINESS DIGEST:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/425190075/se-2?accountid=14586,"WEDNESDAY, SEPTEMBER 19, 1984
+The Economy
+President Reagan has ordered negotiations on steel imports in an effort to reach ''voluntary restraint agreements'' with steel-exporting countries. The White House said the move would help the domestic steel industry, which had sought protection through mandatory quotas and tariffs. (Page A1.) Reaction to the decision was generally favorable. (D5.)
+The President announced aid for debt-ridden farmers , including Federal loan guarantees and interest subsidies. (A1.)
+A Federal appeals court struck down an I.C.C. order that allowed railroads hauling coal for export to set rates without Government regulation. (D6.)
+Federal banking examiners failed to act effectively in the Continental Illinois matter, the head of the House Banking Committee charged in opening two days of hearings. The examiners said, however, that they had followed proper agency procedures. (D18.)
+International
+Argentina said it had completed the technical work on an I.M.F. agreement that would enable it to secure a 15-month standby loan of $1.4 billion. In Washington, however, a senior Reagan Administration official was skeptical of the announcement made by Bernardo Grinspun, Argentina's Economy Minister. The I.M.F., following a standing policy, declined to comment. (D1.)
+Growing protectionism is a greater threat to the economies of Western Europe than the dollar's rising value, according to Emile van Lennep, who is stepping down as Secretary General of the Organization for Economic Cooperation and Development. Mr. van Lennep said the strong dollar is actually helping Europe. (D21.)
+Companies
+The president of United Technologies has resigned, in a surprise move. The executive, Robert J. Carlson, had been considered a likely successor to Harry J. Gray, chairman. (D1.)
+Seabrook nuclear plant costs could rise sharply, Public Service of New Hampshire told the S.E.C. The utility said its part of the cost of finishing Seabrook could be twice as much as previously estimated, but it added that it did not expect costs to rise that high. (D1.)
+G.E. and Ungermann-Bass will form a joint venture to produce a network system to link factory automation equipment. (D5.)
+R. H. Macy & Company reported a 4.9 percent gain in earnings, to $44.8 million, in its fourth quarter, a relatively small rise compared with its usual double-digit increases. Levi Strauss & Company said that its net income fell 65.3 percent, to $22.5 million, in its third quarter. (D8.)
+The U.A.W. has made a counteroffer on wages that leaders said they hoped would conclude negotiations with G.M. (A18.)
+Markets
+The dollar retreated in U.S. trading, after surging to record highs in Europe. But most traders doubted that the slippage signaled a significant interruption in the dollar's advance. (D1.) Gold rose $4 an ounce, to $340.50, in late New York trading. (D20.)
+Stock prices fell in accelerated trading, with some technology and large-capitalization issues registering the biggest declines. The Dow Jones industrial average closed down 10.82 points, to 1,226.26, while turnover on the Big Board expanded to 107.8 million shares, from 88.8 million the day before. (D10.)
+Prices of Treasury notes and bonds rose slightly, helped by a delay in Treasury financings and reports that the Fed would welcome a lower Federal funds rate. (D19.)
+Orange juice contracts soared as concern continued to mount about a bacterial infection of citrus trees in Florida. (D20.)
+Today's Columns
+Some economists warn that the dollar is heading for a fall . It is overvalued, they say, by 25 to 30 percent. If foreign investors start pulling out, it is feared, the dollar could over-react by plunging, hurting the economy. Leonard Silk. Economic Scene. (D2.)
+Technology stocks have taken a beating this week, reflecting problems with a disk drive at Control Data and Burroughs, and a bearish brokerage house report on Motorola. Market Place. (D10.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1984-09-19&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 1984","President Reagan has ordered negotiations on steel imports in an effort to reach ''voluntary restraint agreements'' with steel-exporting countries. The White House said the move would help the domestic steel industry, which had sought protection through mandatory quotas and tariffs. (Page A1.) Reaction to the decision was generally favorable. (D5.) Argentina said it had completed the technical work on an I.M.F. agreement that would enable it to secure a 15-month standby loan of $1.4 billion. In Washington, however, a senior Reagan Administration official was skeptical of the announcement made by Bernardo Grinspun, Argentina's Economy Minister. The I.M.F., following a standing policy, declined to comment. (D1.) The dollar retreated in U.S. trading, after surging to record highs in Europe. But most traders doubted that the slippage signaled a significant interruption in the dollar's advance. (D1.) Gold rose $4 an ounce, to $340.50, in late New York trading. (D20.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 1984: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425190075,"United States, New York, N.Y.",English,19-Sep-84,,New York Times,Summary,,,,,,,
+BUSINESS DIGEST:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/425149998/se-2?accountid=14586,"WEDNESDAY, JULY 11, 1984
+Companies
+A.T.&T. will freeze the salaries of 114,000 of its employees at the management level, about a third of the company's work force, through 1985. The move, the latest in a series of steps to cut costs, will save about $184 million next year. The decision was interpreted as an attempt by A.T.&T. to convince competitors, regulators, investors and unions that it intended to be a powerful force in the deregulated telecommunications industry. (Page A1.)
+The European American Bancorp reported a $137.8 million second-quarter loss, one of the largest ever by a U.S. banking institution. Raymond Dempsey, its chairman, blamed bad loans used to finance real estate, energy and diamonds, as well as a $27.7 million write-off from scrapping a bank automation project. (D1.)
+ITT cut its quarterly dividend by more than half and said that its second-quarter earnings fell to about 55 cents a share from $1.03 in 1983. The dividend cut, to 25 cents a share, will allow the company to invest more in high technology, officials said. (D1.)
+CBS reported record profits of $88.5 million in the second quarter, a 51 percent gain from a year earlier. The company cited vigorous sales of Michael Jackson albums and a strong performance by its broadcasting group. (D1.)
+Dayco's two-year-old legal battle appeared to end , as a Federal judge dismissed charges of extortion and kickbacks made by Edith Reich, a former Dayco sales agent, against the company's chairman and other executives. Mrs. Reich must now pay damages to settle Dayco's claim that she defrauded the rubber and plastics company in connection with contracts in the Soviet Union. (D1.)
+Western Union abandoned efforts to build a satellite-to-home television system, citing a lack of available programming. Last month, CBS dropped its satellite project. (D2.) General Foods proposed antitakeover measures. One requires that owners of 80 percent of the company's stock approve a merger proposal. Stockholders will vote on the proposal next week. (D13.)
+A bid by St. Regis to block Rupert Murdoch, the Australian publisher, from acquiring more shares in the forest products company was denied by a Federal judge in Dallas. (D4.)
+The F.T.C. gave final approval to Texaco's $10.1 billion acquisition of Getty Oil, allowing Texaco to keep a Kansas refinery provided it sells its Wyco oil pipeline. (D4.) In a 3-to-2 vote, the F.T.C. tentatively adopted a used car rule that requires dealers to give more information about their cars, but does not require them to identify known defects. (A11.)
+Long Island Lighting's unionized employees went on strike after refusing to accept a 5 percent pay cut. (A1.)
+The Economy
+Federal bank regulators have proposed new rules requiring insured banks to maintain primary capital levels equivalent to 5.5 percent of total assets. The rule could force about 700 banks to raise hundreds of millions of dollar in new capital. (D4.)
+The third-largest winter wheat crop is being harvested by farmers. Estimated at 2.02 billion bushels by the Agriculture Department, the crop is expected to result in a bigger wheat stockpile and a further depression of prices paid to farmers. (D9.)
+Markets
+Stocks fell, unable to hold gains made in Monday's rally. The Dow dropped 7.17 points, to 1,126.88, as turnover fell to 74 million shares. (D6.) Bond prices fell in light trading. But the drop eliminated only a small portion of Monday's big gains. (D14.)
+The dollar dipped in Europe and then rose in New York against major currencies. Gold fell $4.50 an ounce in New York, to $343. (D13.) Soybean futures prices slumped sharply. (D13.)
+Today's Columns
+The Common Market's marathon antitrust case against I.B.M. may be nearing an end. With 11th-hour negotiations going on, either a decision by the E.E.C. or a last-minute settlement is expected within two weeks. Economic Scene. (D2.) Biotechnology stocks have dropped sharply from their peaks of last year. The biggest loser has been Collagen, which has fallen from $30 a share to below $9. But analysts have not given up on Collagen, citing profits from its Zyderm cream. Market Place. (D6.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1984-07-11&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 11, 1984","Dayco's two-year-old legal battle appeared to end , as a Federal judge dismissed charges of extortion and kickbacks made by Edith Reich, a former Dayco sales agent, against the company's chairman and other executives. Mrs. Reich must now pay damages to settle Dayco's claim that she defrauded the rubber and plastics company in connection with contracts in the Soviet Union. (D1.) The F.T.C. gave final approval to Texaco's $10.1 billion acquisition of Getty Oil, allowing Texaco to keep a Kansas refinery provided it sells its Wyco oil pipeline. (D4.) In a 3-to-2 vote, the F.T.C. tentatively adopted a used car rule that requires dealers to give more information about their cars, but does not require them to identify known defects. (A11.) The Common Market's marathon antitrust case against I.B.M. may be nearing an end. With 11th-hour negotiations going on, either a decision by the E.E.C. or a last-minute settlement is expected within two weeks. Economic Scene. (D2.) Biotechnology stocks have dropped sharply from their peaks of last year. The biggest loser has been Collagen, which has fallen from $30 a share to below $9. But analysts have not given up on Collagen, citing profits from its Zyderm cream. Market Place. (D6.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 July 1984: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425149998,"United States, New York, N.Y.",English,11-Jul-84,,New York Times,Summary,,,,,,,
+A LINKING NETWORK BY I.B.M.,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/linking-network-i-b-m/docview/425073363/se-2?accountid=14586,"The International Business Machines Corporation yesterday introduced the first part of its long- awaited local area network. It will link independent computer systems, usually within a large building, so they can exchange information at high speed.
+But the company only offered a ''statement of intent'' to market a full network in two to three years.
+The announcement surprised analysts, who had expected the entire system to be available this year. It prompted speculation that I.B.M. had encountered technical problems and chose to announce the system piecemeal to encourage customers not to install competing products.
+The network is a crucial element in I.B.M.'s efforts to capture an even larger share of the office automation market, against competition from Wang Laboratories, the Xerox Corporation, the Digital Equipment Corporation and others that already market such networks.
+A local area network ties together diverse computers, large and small, and permits them to share peripheral equipment, such as printers and disk drives that store data. It requires sophisticated software and special communications equipment for each personal computer, word processor or terminal - particularly because many of them use different communications standards, or ''protocols.''
+I.B.M. announced none of that equipment yesterday, but did say that, beginning in October, it would distribute a uniform ''cabling system'' allowing office workers to plug various computers into wall outlets, much like telephones.
+The wiring appeared to be the first component of the local area network. Until now, I.B.M. customers have had to install various types of cables for different machines.
+''The cable system allows for tremendous savings,'' said Dixon Doll, president of DMW Group, an Ann Arbor, Mich., telecommunications consulting group. ''It's not a network, but it's the structural steel you need to put up before the network.''
+Nadine H. Fletcher, a spokesman, said I.B.M. was not encountering any particular delays with the network, but added, ''We are still in the research-and-development phase, and we are satisfied with the results.''
+Analysts were more skeptical, noting reports of problems with the microchips being developed by Texas Instruments that form a critical part of the I.B.M. network's hardware. With further delays apparent, analysts suggested, I.B.M. was attempting to lock in customers by first selling them the cabling system - the most time-consuming and difficult part to install - and the rest later.
+''The good news for other vendors is that I.B.M. apparently will not be able to deliver for two to three years,'' said Frank Gens, an analyst with the Yankee Group in Boston. ''Some percentage of users will look at the system and opt for something they can get quicker, or something less complex.'' The beneficiaries could include the major computer companies and specialty companies like Sytek and Ungermann-Bass. The I.B.M. announcement will probably help resolve market confusion over competing technologies. The most popular so far is Ethernet, based on standards adopted four years ago by Xerox, Digital Equipment and the Intel Corporation. Ethernet links computers along a central ''pipeline'' and shoots messages from one to another in discrete ''packets.'' If two packets collide, each retreats to its place of origin and tries again. The systems are inexpensive and relatively easy to install. But Ethernets slow greatly if they become overloaded.
+I.B.M.'s architecture, known as a ''token-passing ring,'' is more expensive but avoids many of these problems. Each terminal and work station is hooked together - on paper, at least - in a circle. An electronic signal, called a token, is passed from computer to computer like a baton. If it is not trailed by a packet, the computer is free to attach one, and the token carries the message to its destination. Several other companies use versions of the ring, including Datapoint, Proteon and Prime Computer.
+''Until now, though, most people haven't thought seriously about these, or local area networks in general,'' Mr. Gens said. ''What I.B.M. has done is legitimize the market, and that will probably prove helpful to everyone.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+LINKING+NETWORK+BY+I.B.M.&title=New+York+Times&issn=03624331&date=1984-05-09&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 9, 1984","''The good news for other vendors is that I.B.M. apparently will not be able to deliver for two to three years,'' said Frank Gens, an analyst with the Yankee Group in Boston. ''Some percentage of users will look at the system and opt for something they can get quicker, or something less complex.'' The beneficiaries could include the major computer companies and specialty companies like Sytek and Ungermann-Bass. The I.B.M. announcement will probably help resolve market confusion over competing technologies. The most popular so far is Ethernet, based on standards adopted four years ago by Xerox, Digital Equipment and the Intel Corporation. Ethernet links computers along a central ''pipeline'' and shoots messages from one to another in discrete ''packets.'' If two packets collide, each retreats to its place of origin and tries again. The systems are inexpensive and relatively easy to install. But Ethernets slow greatly if they become overloaded. ''The cable system allows for tremendous savings,'' said Dixon Doll, president of DMW Group, an Ann Arbor, Mich., telecommunications consulting group. ''It's not a network, but it's the structural steel you need to put up before the network.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 May 1984: D.1.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,425073363,"United States, New York, N.Y.",English,9-May-84,"NEW MODELS, DESIGN AND PRODUCTS; Data processing",New York Times,NEWSPAPER,,,,,,,
+"COLECO TO LAY OFF 1,300 AND TRIM ADAM OUTPUT","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/coleco-lay-off-1-300-trim-adam-output/docview/424904281/se-2?accountid=14586,"Coleco Industries said yesterday that it was cutting back production of its Adam computer and laying off 1,300 employees at the upstate New York plants where the product is made.
+The company said the cutback was in anticipation of a normal seasonal drop in demand. It also attributed the layoffs to increased automation and a reduction in the number of manufacturing shifts from three to one.
+The layoffs were the third announced this month and were by far the largest, accounting for 28 percent of the remaining workers at the plants in and around Amsterdam. The size fueled further speculation that demand for Adam was lagging and that Coleco would drop the product.
+''I think 1,300 is a large number,'' said Barbara Dalton Russell, an analyst with Prudential-Bache Securities. ''I think there is an atmosphere of confusion at Hartford,'' she added, referring to Coleco's West Hartford, Conn., headquarters.
+Status of Computer
+But a Coleco official, who asked not to be named because the company is being sued by stockholders, said Coleco had no plans to drop the Adam ''by any stretch of the imagination.''
+The Coleco plants, at their peak, employed about 5,000 people. Earlier this month, in two separate steps, the company laid off 300 and 118 workers. The latest layoffs will cut the work force to about 3,300.
+The Coleco spokesman would not say how much the company was scaling back production of the Adam. Noting that the company said earlier this month that it was producing several thousand units a day, he said that statement was still ''reasonably close to being true.''
+The Adam was considered a trendsetter in the home computer market when it was announced last June. It included a printer, a data storage tape recorder and software for a total price of $600, which has since been raised to about $700.
+Production Problems Cited
+But defects and production delays drastically slowed the product's momentum. By the end of last year, Coleco had shipped only 95,000 units instead of a projected 500,000, and it reported a loss of $35 million in the fourth quarter.
+Mrs. Russell of Prudential-Bache estimated the company will ship only 100,000 to 130,000 machines in the first quarter. In January, the company had indicated it hoped to ship one million machines for the year.
+If shipments continue at low levels, she said, software companies could stop writing programs for the computer, further hurting Adam's chances of success.
+The Coleco spokesman, however, said Adam sales are going ''reasonably well,'' and the company is shipping all the computers it can make.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COLECO+TO+LAY+OFF+1%2C300+AND+TRIM+ADAM+OUTPUT&title=New+York+Times&issn=03624331&date=1984-03-29&volume=&issue=&spage=D.2&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 29, 1984","''I think 1,300 is a large number,'' said Barbara Dalton Russell, an analyst with Prudential-Bache Securities. ''I think there is an atmosphere of confusion at Hartford,'' she added, referring to Coleco's West Hartford, Conn., headquarters. A Coleco official, who asked not to be named because the company is being sued by stockholders, said Coleco had no plans to drop the [Adam] ''by any stretch of the imagination.'' The Coleco spokesman would not say how much the company was scaling back production of the Adam. Noting that the company said earlier this month that it was producing several thousand units a day, he said that statement was still ''reasonably close to being true.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Mar 1984: D.2.",11/15/17,"New York, N.Y.",NEW YORK STATE,"Pollack, Andrew",New York Times Company,,Newspapers,424904281,"United States, New York, N.Y.",English,29-Mar-84,DATA PROCESSING; PERSONAL COMPUTERS; LABOR; LAYOFFS (LABOR); PRODUCTION,New York Times,NEWSPAPER,,,,,,,
+PROSPECTS:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prospects/docview/424908698/se-2?accountid=14586,"Pinning Down the Job Trend
+As the economy expands, economists are grappling with how many new jobs are being created. Despite the upswing, Joseph W. Duncan, chief economist at the Dun & Bradstreet Corporation, expects the number of new job openings in 1984 to decline to 3 million from last year's 4 million. Kathryn Eickhoff, executive vice president of Townsend-Greenspan & Company, says that 1984 is likely to be just as strong as 1983, perhaps even stronger.
+What is significant, by Mr. Duncan's reckoning, is that large companies, which did relatively little hiring in 1983, are now increasing their work forces.
+Big employers, those with 25,000 or more workers, will provide 7 to 8 percent of the new jobs this year, according to a Dun & Bradstreet survey of 5,000 companies. Very small companies with 20 or fewer workers, which provide the bulk of the nation's employment, will create a third of the new jobs. The middle-sized firms, those with 1,000 to 2,500 employees, will account for only 3 percent of the increase.
+Waltzing With Ginnie Mae
+One reason home buyers have been able to get mortgages at interest rates not too far above those that banks have been paying savers is that Ginnie Mae has been recycling mortgage money at a record rate this year.
+The Government National Mortgage Association recycles housing funds by buying mortgages from banks, which continue to receive a fee for servicing them, and then packages and offers them to investors. In the first two months of 1984, Ginnie Mae produced a total of $5.7 billion of these packaged investments, compared with a record $50.4 billion in all of 1983. The previous record was $24.7 billion in 1979, on the eve of a recession. ''But whether Ginnie Mae can maintain production at record levels is questionable because of today's uncertain interest rate situation,'' said Michael P. Kamradt, Ginnie Mae specialist at the Chicago Board of Trade. The CBOT, naturally, hopes the uncertainty will lead to a booming market in the new Ginnie Mae futures it introduced last Thursday.
+Storefront Insurance
+The neighborhood insurance agency is rapidly going the way of the Ma and Pa grocery. Aside from those that survive as boutiques offering specialized insurance services, most of the remaining independent agencies will either vanish, merge into larger agencies or evolve into franchise operations much like the legal and medical ''clinics'' mushrooming in shopping centers.
+''Actually, the process has been under way for some time but is now speeding up because of the automation of the insurance industry,'' says Ernest G. Jacob, insurance specialist at Drexel Burnham Lambert Inc.
+Computerization, or rather the lack of it at the agency level, has been a major force in transforming the industry, Mr. Jacob says. Because many independent agencies don't have computerized operations they are increasingly unable to communicate efficiently with insurers.
+The insurers have their own problems, for that matter. They say they can't afford overhead costs that ''they claim take 35 cents of every auto and home insurance premium dollar they now receive through independent agents,'' Mr. Jacob says.
+A Popular 34-Year-Old
+Never before has the average investor been wooed so ardently by the financial services companies, and with good cause: Some 500,000 new investors are said to have entered the market each month during the past 10 years - although some drop out along the way.
+''A net total of 10 million new people became investors in the past 10 years,'' says Allan D. Grody, partner in the auditing and consulting firm of Coopers & Lybrand. ''But these figures result more from the post-World War II baby boom than anything else.''
+Why? Mr. Grody says a Coopers & Lybrand study found that the average new investor is a 34-year-old woman whose average initial investment was only $2,200 and, most likely, was in the form of an IRA.
+His research also shows that the average older investor favors familiar brokers or, in a smaller community, the local banker, lawyer or accountant. ''While the younger ones tend to favor financial planners because they obviously take a much longer-term view of things, and this is why the financial services companies are stressing their comprehensive planning programs, rather than specific investments.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PROSPECTS%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1984-03-25&volume=&issue=&spage=A.1&au=Maidenberg%2C+H+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1984","The Government National Mortgage Association recycles housing funds by buying mortgages from banks, which continue to receive a fee for servicing them, and then packages and offers them to investors. In the first two months of 1984, Ginnie Mae produced a total of $5.7 billion of these packaged investments, compared with a record $50.4 billion in all of 1983. The previous record was $24.7 billion in 1979, on the eve of a recession. ''But whether Ginnie Mae can maintain production at record levels is questionable because of today's uncertain interest rate situation,'' said Michael P. Kamradt, Ginnie Mae specialist at the Chicago Board of Trade. The CBOT, naturally, hopes the uncertainty will lead to a booming market in the new Ginnie Mae futures it introduced last Thursday. The insurers have their own problems, for that matter. They say they can't afford overhead costs that ''they claim take 35 cents of every auto and home insurance premium dollar they now receive through independent agents,'' Mr. [Ernest G. Jacob] says. ''A net total of 10 million new people became investors in the past 10 years,'' says Allan D. Grody, partner in the auditing and consulting firm of Coopers & Lybrand. ''But these figures result more from the post-World War II baby boom than anything else.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1984: A.1.",11/15/17,"New York, N.Y.",,"Maidenberg, H J",New York Times Company,,Newspapers,424908698,"United States, New York, N.Y.",,25-Mar-84,,New York Times,Summary,,,,,,,
+"MCDONNELL, TYMSHARE IN MERGER DISCUSSIONS","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mcdonnell-tymshare-merger-discussions/docview/424799341/se-2?accountid=14586,"The McDonnell Douglas Corporation said yesterday that it was holding preliminary talks that could lead to the acquisition of Tymshare Inc., which operates one of the nation's largest networks for transmission of computer data.
+The acquisition would be a major supplement to McDonnell Douglas's existing computer operations, which include the manufacture of computer hardware and the sale of data processing services to a number of clients, among them 1,400 hospitals.
+The big, St. Louis-based aerospace manufacturer stressed, however, that the talks with Tymshare were preliminary and that there was no assurance that a deal between the two companies would be concluded. It said discussions had centered on a price of between $30 and $35 a share.
+With 12 million shares outstanding for Tymshare, that would indicate a price range of between $360 million and $420 million.
+Tymshare, based in Cupertino, Calif., operates a network designed for transmission of data among computers in different cities - an ability that McDonnell Douglas could use to expand its own remote data-processing services.
+Tymshare, which also sells computer time-sharing services, earned $8.8 million, or 73 cents a share, on revenues of $297 million in 1982. For the first nine months of 1983, however, the company lost $139,000 on revenues of $217.2 million.
+Tymshare announced on Thursday that it had received an acquisition offer that it valued at more than $400 million, but it did not identify the suitor. An offer in that range would be equal to about $34 a share.
+The New York Stock Exchange halted trading in Tymshare stock on Thursday afternoon at $26.375, up $3.25, after more than 500,000 shares had changed hands. The stock advanced 37 1/2 cents yesterday, to $27.75, on a volume of more than a million shares.
+McDonnell Douglas slid $3.25, to $55.50, a drop considered normal since professional traders typically buy shares in the target company and sell short the buyer's shares.
+Excess Processing Capacity
+Like all major aerospace companies, McDonnell Douglas over the years has developed substantial computer capacity that it uses for design, development and manufacture of civilian and military aircraft.
+About 15 years ago, however, it began selling its excess data-processing capacity to other companies. Today it builds computer hardware through its Microdata Corporation unit and sells data-processing services through its McDonnell Douglas Automation Company, a time-sharing company known as McAuto.
+Microdata revenues rose 23 percent last year to $148 million, the company said, while McAuto's revenues for sales other than to McDonnell Douglas itself jumped 40 percent, to $328 million, including $133 million from health-care institutions. McDonnell Douglas's total revenues were about $7.3 billion last year.
+A Better Fit Than Indicated
+Tymshare ''is a better fit than you might think at first blush,'' said Joseph R. Kapka, who follows Tymshare for Bateman Eichler, Hill Richards in Santa Clara, Calif.
+''McAuto is providing remote data- processing and Tymshare is doing the same thing and has lots of excess capacity,'' Mr. Kapka added. ''If you can combine both computer facilities, you eliminate overhead and have the same revenues.''
+Last August Wang Laboratories disclosed that it had acquired 530,800 shares of Tymshare at an average price of $18 a share. A month later Wang sold the stock at an average of $26 a share, for an indicated profit of some $4.3 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MCDONNELL%2C+TYMSHARE+IN+MERGER+DISCUSSIONS&title=New+York+Times&issn=03624331&date=1983-11-19&volume=&issue=&spage=1.33&au=Cole%2C+Robert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 19, 1983","Microdata revenues rose 23 percent last year to $148 million, the company said, while McAuto's revenues for sales other than to McDonnell Douglas itself jumped 40 percent, to $328 million, including $133 million from health-care institutions. McDonnell Douglas's total revenues were about $7.3 billion last year. Tymshare ''is a better fit than you might think at first blush,'' said Joseph R. Kapka, who follows Tymshare for Bateman Eichler, Hill Richards in Santa Clara, Calif. ''McAuto is providing remote data- processing and Tymshare is doing the same thing and has lots of excess capacity,'' Mr. Kapka added. ''If you can combine both computer facilities, you eliminate overhead and have the same revenues.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Nov 1983: 1.33.",11/15/17,"New York, N.Y.",,"Cole, Robert J",New York Times Company,,Newspapers,424799341,"United States, New York, N.Y.",English,19-Nov-83,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+QUOTATION OF THE DAY:   [1 ],"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/quotation-day/docview/424802949/se-2?accountid=14586,"Xerox Will Sell Retail Outlets Accord Set With Genra
+The Xerox Corporation said yesterday that it will sell most of its 54 retail stores to a group of Dallas investors, ending its three-year-old attempt to sell office products through company- owned retail channels.
+The move represents a sudden shift by Xerox from its plans to add as many as 50 new company retail stores a year. The company now says it will seek to market its products through independent computer and office equipment stores.
+Xerox's withdrawal is in line with moves by other computer manufacturers that have been unsuccessful in marketing products through their own stores. Texas Instruments has closed its retail stores and the Digital Equipment Corporation has scaled back its plans significantly.
+Tentative Agreement
+Xerox said it has reached a tentative agreement to sell most of the stores to the Genra Group Inc. of Dallas, headed by Joseph T. Verdesca, the former chairman of Computer Roomers Inc., a company that makes furniture for computer retail stores.
+The two other principals in the Genra Group are Norman E. Brinker, former chief executive of the Pillsbury Restaurant Group and of its Burger King division, and Michael J. Collins, former chief executive of the Fidelity Union Life Insurance Company.
+Xerox did not disclose details of the transaction other than to say it would retain a 15 percent stake in the Genra Group. But Mr. Brinker of the Genra Group said the group will pay about $10.7 million for 43 stores.
+Xerox also would not say what would happen to the stores that were not sold, other than to say that they would no longer be Xerox retail stores. Electronic News, an industry weekly, reported this week that those stores would be closed.
+Setback for Xerox
+The pullout from the retail business is yet another setback for Xerox's attempt to supplement its copier business with other office equipment. While Xerox pioneered in many segments of the office automation business, such as telecommunications and easy-to-use computers, it has not capitalized on its early leads.
+''It's just another sign of Xerox's attempts to move into new markets that didn't succeed,'' said Sanford J. Garrett, an analyst with Paine Webber Mitchell Hutchins. He said the sale, while embarrassing for Xerox, would not affect its earnings significantly because the retail stores accounted for only about $50 million of Xerox's $8.5 billion in revenues.
+Starting a few years ago, several computer manufacturers including I.B.M., Control Data and Digital Equipment, began to set up retail stores as a way of selling inexpensive computers, typewriters and copiers to small businesses. But the company-owned stores have proven less than successful in competing against the computer stores that have sprung up in the same time but carry a broad range of products.
+''I don't think anybody has done well,'' said Ellen Levin, an analyst with the International Data Corporation in Framingham, Mass.
+Computer Line Weak
+Xerox had particular problems because its computer product line was weak. In addition to the Xerox personal computers, the stores carried the computer made by the now-bankrupt Osborne Computer Corporation. The stores also sold Xerox electronic typewriters, printers, and copiers, as well as some other products, such as Hewlett-Packard calculators.
+Mr. Abbott of Xerox said the company decided it would be better to sell through new retail channels that have strengthened since the company first decided to set up its own stores. Xerox reached an agreement in August with Businessland Inc., allowing that chain to carry its full line of office products, and hopes to reach other such agreements. However, the company faces a challenge in that it did not have much success getting its computers carried by independent computer stores in the past.
+The purchase gives the Genra group a good starting base in the computer retail business, which is undergoing a consolidation as big chains, such as Computerland and Sears, take over markets from independent one-shop operators.
+Mr. Brinker said the group tentatively plans to call its stores the Genra stores, to expand the chain and to broaden the product line. It plans to act as a consultant to businesses and to send sales representatives outside the stores to recruit customers.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=QUOTATION+OF+THE+DAY%3A+%5B1%5D&title=New+York+Times&issn=03624331&date=1983-10-25&volume=&issue=&spage=D.4&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 1983","''It's just another sign of Xerox's attempts to move into new markets that didn't succeed,'' said Sanford J. Garrett, an analyst with Paine Webber Mitchell Hutchins. He said the sale, while embarrassing for Xerox, would not affect its earnings significantly because the retail stores accounted for only about $50 million of Xerox's $8.5 billion in revenues. ''I don't think anybody has done well,'' said Ellen Levin, an analyst with the International Data Corporation in Framingham, Mass. Xerox had particular problems because its computer product line was weak. In addition to the Xerox personal computers, the stores carried the computer made by the now-bankrupt Osborne Computer Corporation. The stores also sold Xerox electronic typewriters, printers, and copiers, as well as some other products, such as Hewlett-Packard calculators.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 1983: D.4.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424802949,"United States, New York, N.Y.",English,25-Oct-83,,New York Times,NEWSPAPER,,,,,,,
+CON ED MAINTAINING POWER IN STRIKE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,,"With managers and supervisors operating the Consolidated Edison Company's electricity generation and transmission equipment, the nearly eight-week-old strike by 16,500 employees has caused no serious disruptions in service.
+Con Edison officials and others attribute this to a combination of luck that no storms have caused extensive damage to transmission lines, and to the automation and many interconnections in the system that can almost instantly reroute power around trouble spots.
+In addition, according to Charles Durkin, Con Edison's vice president for systems and transmission, the strike came during a period of peak demand for electricity. In anticipation of that demand, he said, the company had already done major maintenance and cleared up any backlog of repairs.
+Officials of the striking unions, the Utility Workers of America and the International Brotherhood of Electrical Workers, concede there have been no major problems. 'It Makes It Tough on Us'
+''No responsible union leader wishes to see the public inconvenienced,'' said Thomas Kelly, president of Local 1-2 of the Utility Workers, ''but it makes it tough on us when we can't stop a product or service from being delivered.''
+Francis Rivett, a spokesman for the Public Service Commission, and Terri Agriss, the head of the city's energy office, said Con Edison's reliability record is one of the best in the state.
+For every 1,000 Con Edison customers, an average of 101 of them have their power disrupted each year. Statewide, utilities average more disruptions than they have customers, or 1,058 disruptions a year for each 1,000 customers.
+In July 1982, service was disrupted for 10 customers of every 1,000; in July of this year, the figure rose to 20 customers of every 1,000.
+Part of the reason for the rise last month, said Lawrence V. Kleinman, a spokesman for the utility, was the storm July 21, perhaps the toughest problem the utility has faced during the strike. Power Disrupted in Queens
+The storm caused ''very scattered'' disruptions for 5,500 customers in sections of Queens.
+The failures began at 6 P.M., and by the next morning crews had restored power to all but 1,500 customers, he said.
+Normally the company would have 5,550 employees on each of three eight- hour shifts. Meter reading and several clerical operations have been suspended during the strike, and Con Edison is now operating with about 6,000 supervisors or managers divided into two 12-hour daily shifts.
+''So you see, we aren't down that many workers,'' Mr. Kleinman said. No 'Brownouts' Since 1974
+Mr. Durkin said that the last time the company experienced a ''brownout,'' an extended period of low voltage throughout the system because demand has exceeded the available power, was in June 1974. Since then, he said, new and more extensive connections have been made with the other utilities from which Con Edison purchases about 33 percent of its power.
+They insure power as long as they are not damaged by storms. The system sometimes has ''voltage dips,'' from short circuits or damage to lines, he said, but it is designed to reroute power automatically, and these dips last less than a second.
+Negotiations between the company and workers continued yesterday, but the impasse that resulted from the strikers' rejection last week of a tentative agreement remained.
+Meanwhile, strikers who walked out on June 18 have begun applying for unemployment benefits. Under state law, they are eligible for these benefits after they have been on strike seven weeks. The maximum weekly benefit now is $125, but it will rise to $170 next month.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CON+ED+MAINTAINING+POWER+IN+STRIKE&title=New+York+Times&issn=03624331&date=1983-08-10&volume=&issue=&spage=B.24&au=Smothers%2C+Ronald&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 10, 1983","''No responsible union leader wishes to see the public inconvenienced,'' said Thomas Kelly, president of Local 1-2 of the Utility Workers, ''but it makes it tough on us when we can't stop a product or service from being delivered.'' ''So you see, we aren't down that many workers,'' Mr. [Lawrence V. Kleinman] said. No 'Brownouts' Since 1974 Mr. [Charles Durkin] said that the last time the company experienced a ''brownout,'' an extended period of low voltage throughout the system because demand has exceeded the available power, was in June 1974. Since then, he said, new and more extensive connections have been made with the other utilities from which Con Edison purchases about 33 percent of its power.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Aug 1983: B.24.",11/15/17,"New York, N.Y.",,"Smothers, Ronald",New York Times Company,,Newspapers,424754218,"United States, New York, N.Y.",English,10-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST; THURSDAY, JUNE 2, 1983; The Economy:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-thursday-june-2-1983-economy/docview/424663092/se-2?accountid=14586,"Senator Bob Dole threatened to bottle up revenue legislation this year if budget conferees call for big tax increases and small spending cuts. A House-Senate group will meet for the first time next week in an effort to resolve wide differences between the two houses' budget resolutions. (Page D1.)
+New factory orders rose 2.1 percent in April, to a seasonally adjusted $166.1 billion, the fifth increase in the past sixth months, the Commerce Department reported. (D1.)
+Military contractors could cut costs by up to 30 percent if they made their products right the first time, a Pentagon official told a group of industry executives. Based on 1984 budget figures, that would mean a savings of $28.2 billion. The official urged the executives to take personal responsibility for quality control. (A1.)
+Construction spending rose 0.4 percent in April after two monthly declines, the Government reported. (D20.)
+A mine union leader, Fred Carter, was found guilty of illegally accepting fees to represent workers seeking black lung aid. (B9.) International
+Oil industry officials are convinced that OPEC's new base price of $29 a barrel will hold for at least a year. Barring the unexpected, they said, recovery has spurred enough oil buying to enable the 13 member nations to maintain their prices. (D1.)
+The Administration sent Congress a plan for a new Department of International Trade and Industry. The agency would consolidate functions of the Commerce Department and the Office of the U.S. Trade Representative. (D6.) Markets
+Treasury borrowings again dominated the financial markets during the first quarter, absorbing a record share of investment funds, the Federal Reserve said. Interest rates fell nonetheless, it said, because Treasury needs were offset by weaker credit demand from businesses and individuals. (D1.)
+The Fed is allowing interest rates to stay about where they are for now, according to top officials. In a series of interviews, they described the central bank as caught between two conflicting forces -the need to deal with the recent explosive growth in the money supply and the need for lower interest rates over the long run. (D7.)
+Stock prices were mixed, with the Dow Jones industrial average rising 2.23 points, to 1,202.21, but with declines outnumbering advances, 881 to 714. (D10.) Yields declined and prices rose modestly in the credit markets. (D9.) Interest rates on bank money market deposit accounts nationwide rose last week to 8.20 percent. (D7.)
+The dollar rose to new highs against the French franc and the lira for the third straight trading session. Gold prices fell $8.25 an ounce in New York, to $405.75. (D14.) Precious metals futures prices declined again. (D14.) Companies
+Dow Chemical announced a campaign intended to allay concerns about local contamination from dioxin chemicals. (A19.)
+Gulf and Western reported earnings more than doubled in its third quarter because of gains on security transactions. (D6.)
+American Bell and Gulf and Western are introducing products to monitor home alarms and automatically dial phones and speak a message. (D18.)
+Braniff's secured creditors are still split over a plan to revive the airline. (D14.)
+Continental Group said it has an agreement with CCL Industries to buy 20 percent to 40 percent of CCL's outstanding stock. (D4.)
+A report of shredding of commercial loan documents at the City and County Bank in Knoxville shortly before regulators closed and sold it last week is being investigated by Federal authorities. (D4.) Today's Columns
+Automation may create a Golden Age for consumers, according to computer experts at a meeting in Detroit, but for workers it may mean widespread dislocation. Technology. (D2.)
+Shares of offshore drilling companies gained 6.7 percent in the week ended May 25, according to Standard & Poor's. But one analyst finds the rally unconvincing. Market Place. (D10.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3B+THURSDAY%2C+JUNE+2%2C+1983%3B+The+Economy%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1983-06-02&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 2, 1983","Oil industry officials are convinced that OPEC's new base price of $29 a barrel will hold for at least a year. Barring the unexpected, they said, recovery has spurred enough oil buying to enable the 13 member nations to maintain their prices. (D1.) Stock prices were mixed, with the Dow Jones industrial average rising 2.23 points, to 1,202.21, but with declines outnumbering advances, 881 to 714. (D10.) Yields declined and prices rose modestly in the credit markets. (D9.) Interest rates on bank money market deposit accounts nationwide rose last week to 8.20 percent. (D7.) The dollar rose to new highs against the French franc and the lira for the third straight trading session. Gold prices fell $8.25 an ounce in New York, to $405.75. (D14.) Precious metals futures prices declined again. (D14.) Companies","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 June 1983: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424663092,"United States, New York, N.Y.",English,2-Jun-83,,New York Times,Summary,,,,,,,
+"BUSINESS DIGEST; FRIDAY, MAY 20, 1983; The Economy:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-friday-may-20-1983-economy/docview/424634488/se-2?accountid=14586,"The economy grew at a 2.5 percent annual rate in the first quarter, more slowly than forecast, the Commerce Department said. But the shortfall resulted from a sharper-than-expected decline in inventories, economists said, so it does not change the outlook for stronger second-quarter growth. Also, first-period corporate profits soared 12.6 percent, the biggest such gain in five years. (Page D1.)
+The Senate rejected a budget plan seeking the minor tax increases that President Reagan and the G.O.P. leadership favor. A similar plan was defeated a week ago. (A1.)
+Reagan aides are worried that sharp disagreements may erupt at the Williamsburg, Va., economic summit meeting next weekend. (A1.) Seven Socialist governments said in Paris that reducing the U.S. budget deficit was crucial to a sustained recovery. (D4.)
+The National Transportation Safety Board urged a slowing of the removal of air-traffic restrictions caused by the air controllers' walkout in 1981. It criticized the F.A.A. for not reducing the stress and fatigue experienced by the present controller force. (A1.)
+Connecticut said it will defy a Washington demand that it end a ban of double-rig trucks. A court confrontation seemed likely. (A1.)
+Agriculture Secretary John R. Block warned that taxpayers might balk at the huge costs of grain and dairy surpluses. (A9.)
+A House panel voted a domestic content bill almost identical to one that failed last year. The bill, aimed at both foreign and domestic auto makers, faces stiff opposition again. (D3.) Companies
+General Dynamics was accused of an indirect role in a plot to extract $4.5 million in kickbacks from a subcontractor. Specifically, a suit in Federal District Court accused the company of negligence in failing to uncover fraudulent payments at its Quincy Shipbuilding division between 1973 and 1978. General Dynamics denied the charges. (D1.)
+A coffee importer filed for bankruptcy after borrowing nearly $120 million from two dozen U.S. and foreign banks in the past six months. A lawyer for the importer, Alberto Duque Rodriguez, said he had done nothing illegal. (A1.)
+Time Inc. will spin off its huge forest products operation to concentrate on publishing and video. Wall Street generally welcomed the move. (D1.)
+International Harvester said it narrowed its loss in its second quarter to $159.1 million, from $201.1 million a year ago. (D1.)
+Penn Central named Carl H. Lindner chairman. The Cincinnati financier is the company's dominant shareholder. (D2.)
+The White House cleared Edward Teller, the physicist, of any conflict because of stocks he held while serving as an adviser. (D3.)
+Alexander & Alexander Services has started a program of layoffs and salary cuts in the hope of saving millions of dollars. (D4.)
+Kaiser Steel said it had halted negotiations to sell the company to Irwin L. Jacobs, but is still seeking a buyer. (D14.)
+A lobbyist for Santa Fe International was charged by the Justice Department with improperly disclosing insider information about Kuwait Petroleum's planned acquisition of Santa Fe. (D4.) Markets
+Stock prices declined broadly, with the Dow Jones industrial average falling 12.19 points, to 1,191.37. It was the first time the Dow had closed below 1,200 since April 25. Analysts cited disappointment over the new figures for first-quarter economic growth. (D1.) Short interest on the Big Board rose 4.1 percent in the latest month. (D4.)
+Government securities prices fell and yields rose amid concern over a possible big rise in the money supply. (D9.) New York City will sell $100 million of bonds on Wednesday, its first competitive bond auction since February 1975. (B3.) Money market funds' assets dropped $721 million for the week ended Wednesday. (D2.)
+The dollar rose, hitting a new high against the French franc, while gold prices fell $1.50 an ounce, to $438, in New York. (D10.) Some stock index traders cashed in on the blue chips' drop. (D10.) Today's Columns
+The dollar's role as the leading world currency lets the U.S. use other nations' money to finance its deficits. This is vexing to the others, but it is also harmful at home. Economic Scene. (D2.)
+Home appliance stocks have been rising because of falling interest rates and wider automation. Of the four favored by analysts, Roper has been the biggest gainer. Market Place. (D6.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3B+FRIDAY%2C+MAY+20%2C+1983%3B+The+Economy%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1983-05-20&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 1983","[Reagan] aides are worried that sharp disagreements may erupt at the Williamsburg, Va., economic summit meeting next weekend. (A1.) Seven Socialist governments said in Paris that reducing the U.S. budget deficit was crucial to a sustained recovery. (D4.) The National Transportation Safety Board urged a slowing of the removal of air-traffic restrictions caused by the air controllers' walkout in 1981. It criticized the F.A.A. for not reducing the stress and fatigue experienced by the present controller force. (A1.) The dollar's role as the leading world currency lets the U.S. use other nations' money to finance its deficits. This is vexing to the others, but it is also harmful at home. Economic Scene. (D2.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 1983: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424634488,"United States, New York, N.Y.",English,20-May-83,,New York Times,Summary,,,,,,,
+STOCKS OFF ON PROFIT TAKING,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/ne wspapers/stocks-off-on-profit-taking/docview/424599473/se-2?accountid=14586,"Stock prices fell yesterday as many investors cashed in some of their profits. The main casualties were some of the recently strong technology, transportation and brokerage issues.
+At the final bell, the Dow Jones industrial average was down 9.09 points, to 1,187.21. In the overall market, declining issues on the New York Stock Exchange outnumbered those that advanced in price by 1,059 to 613.
+In the last two weeks the Dow average, which is based on share prices of 30 prominent companies, climbed almost 72 points, mainly because of favorable economic news and declining interest rates. It ended Friday at the record level of 1,196.30.
+Turnover on the Big Board yesterday was 90.2 million shares, down from Friday's 92.3 million shares. ''Some near-term consolidation is inevitable after the recent market run-up,'' commented Michael Metz, vice president of Oppenheimer & Company. Lift Provided by Money Data
+The market got an early lift yesterday from the news late last Friday that the nation's money supply had fallen $3.1 billion in the most recent reporting week. This sharp drop was seem as an incentive for the Federal Reserve to foster further declines in interest rates.
+The stock market's two other major indicators, which are more broadly based than the Dow average, also ended lower yesterday. The New York Stock Exchange's composite index of 1,500 common stocks fell 0.86, to 91.29, while Standard & Poor's 500-stock index was down 1.61, to 158.81.
+One loser among the blue chips was International Business Machines, a strong performer in recent weeks. Yesterday it fell 2 3/4 points, to 114 1/2. Although the company increased its quarterly dividend yesterday, as expected, it said that it would proceed with caution ''because the worldwide economic climate is uncertain.'' Declines in Brokerage Sector
+Among the weaker brokerage issues, Merrill Lynch, which had risen sharply in recent weeks, lost 2 3/4, to 96 1/2, although the company increased its cash dividend, voted a 2-for-1 stock dividend and announced quadrupled first-quarter earnings.
+Also in the brokerage group, E.F. Hutton declined 2 1/8, to 41 1/2; Paine Webber 1 3/8, to 52; Donaldson Lufkin & Jenrette 1, to 21 3/4, and Phibro-Salomon 1 1/8, to 73 3/4.
+Losses of two points or more in the technology category were registered by Honeywell, Control Data, Digital Equipment, Teledyne and NCR. An exception to this trend was NBI, which rose 2 7/8, to 38 7/8, after the company introduced a new series of office automation products.
+Reflecting weakness among transportation stocks, the Dow Jones transportation average fell 8.42, to 518.82. In this group, Northwest Airlines dropped 2, too 43 3/4; Burlington Northern 3 1/2, to 80, and Trans World 1 1/8, to 32 1/8. Reaction to Earnings News
+Lockheed, which was very strong last week after the company reported a large profit increase, fell 3 1/4 yesterday, to 120 1/4, in active trading.
+Favorable first-quarter earnings sent Zenith ahead 1 1/8, to 18 1/8. Hershey Foods dropped 3 1/4, to 55 1/2, after the news that its quarter in the quarter fell to $1.52 a share from $1.70 a share a year before.
+Prices on the American Stock Exchange also ended lower yesterday, with the market-value index down 2.54, to 414.39. TIE/Communications rose 1 1/2, to 56, after the company's directors increased its previously announced 50 percent stock distribution to 100 percent, subject to approval by shareholders.
+Glenmore Distillers class B stock dropped 1 3/8, to 28 1/2, on news of sharply lower earnings. In the over-the-counter market, the Nasdaq composite index fell 1.97, to 286.58.
+Illustration Market profile graph for April 25, 1983",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STOCKS+OFF+ON+PROFIT+TAKING&title=New+York+Times&issn=03624331&date=1983-04-26&volume=&issue=&spage=D.1&au=Hammer%2C+Alexander+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 26, 1983","Turnover on the Big Board yesterday was 90.2 million shares, down from Friday's 92.3 million shares. ''Some near-term consolidation is inevitable after the recent market run-up,'' commented Michael Metz, vice president of Oppenheimer & Company. Lift Provided by Money Data The stock market's two other major indicators, which are more broadly based than the Dow average, also ended lower yesterday. The New York Stock Exchange's composite index of 1,500 common stocks fell 0.86, to 91.29, while Standard & Poor's 500-stock index was down 1.61, to 158.81. One loser among the blue chips was International Business Machines, a strong performer in recent weeks. Yesterday it fell 2 3/4 points, to 114 1/2. Although the company increased its quarterly dividend yesterday, as expected, it said that it would proceed with caution ''because the worldwide economic climate is uncertain.'' Declines in Brokerage Sector","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Apr 1983: D.1.",11/14/17,"New York, N.Y.",STOCKS AND BONDS,"Hammer, Alexander R",New York Times Company,,Newspapers,424599473,"United States, New York, N.Y.",English,26-Apr-83,DOW JONES STOCK AVERAGE; STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+Market Place; 2 New Funds Start Out Big,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-2-new-funds-start-out-big/docview/424625902/se-2?accountid=14586,"TWIN mutual funds set up to invest in science and technology stocks on a global scale will begin operations today with $835 million in total net assets. This represents by far the biggest pool of money ever gathered in an initial public offering for the mutual fund industry. The previous record, $270 million, was set in 1966 by one fund and was matched last year by another.
+Of the two funds starting up today, Sci/Tech Holdings Inc., with $550 million in assets, will serve investors in the United States and Canada. Its counterpart, Sci/Tech S.A., with $285 million in net assets, will be restricted to investors in all other countries.
+Co-managers of the new funds are Merrill Lynch Asset Management Inc. in New York, Nomura Capital Management Inc. in Tokyo and Lombard Odier International Portfolio Management Ltd. of London. Representing three of the world's foremost investment advisory firms, they will share management of two virtually identical fund portfolios.
+Sci/Tech is starting out with the avowed aim of putting money to work in sectors that have been exceptionally strong performers since last August in the stock market. Its progress will be watched closely by investors - and rival money managers - around the globe.
+Some money managers believe that prices of science and technology issues have moved ahead so sharply in recent months that the sectors are particularly vulnerable to any market correction. Other market professionals, however, think that in a world increasingly oriented to technological change, the best gains are yet to come.
+Since Sci/Tech is beginning operations on Good Friday, a holiday for the securities markets, its net assets are available for immediate investment in short-term money market securities. On Monday, if the fund managers so decide, Sci/ Tech can actually start to buy stocks.
+''We will evaluate many factors in our investment decisions,'' said Arthur Zeikel, president of Sci/Tech Holdings. ''If the market comes down, we conceivably could invest our funds at a somewhat rapid pace. But if it continues to go up, we would tend to put money to work in stocks more slowly.''
+Initially, he said, ''We expect to have approximately 40 percent of the portfolio invested in United States securities and another 40 percent in Japanese securities; the remaining 20 percent would be apportioned to other markets.''
+According to Sci/Tech's managers, market sectors that appear to hold superior long-term investment potential include biotechnology, health care, computers, consumer electronics, communications, robotics and office automation.
+Other areas in which Sci/Tech is expected to make investments include energy conservation and development, new materials and alloys, specialty chemicals, and aerospace and military technology.
+Mr. Zeikel also serves as president of Merrill Lynch Asset Management, a unit of Merrill Lynch, which ranks as the largest single manager of mutual funds. Merrill Lynch now manages, or comanages, 25 mutual funds. The firm's founder, Charles Merrill, resolutely kept Merrill Lynch out of the mutual fund business but, by the 1970's, Donald T. Regan, now Secretary of the Treasury, established the firm's beachhead in that area.
+Nomura Capital Management is affiliated with Nomura Securities, the largest securities firm in Japan. It will manage investment of companies in Japan and the Pacific Basin.
+Although based in London, Lombard Odier International Portfolio Management Ltd. is a subsidiary of Lombard, Odier & Cie. of Geneva, one of the oldest and largest private banks in Switzerland. Its management of Sci/Tech's assets in Western Europe will mark the first time this firm has made its services available to United States investors of equity mutual funds.
+Sci/Tech said it will not offer additional new shares before May 1 at the earliest. A sales charge, or ''load,'' of 8 1/2 percent will be levied on investments of less than $10,000. On larger investments, the charge will be scaled downward.
+Prior to Sci/Tech's debut today, the largest initial public offering of a mutual fund amounted to $270 million. This amount was raised last April by the Putnam Health Science Trust and, earlier, by Gerald Tsai's Manhattan Fund in 1966.
+The funds' managers see opportunity for market profits in a world increasingly oriented to technological change.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+2+New+Funds+Start+Out+Big&title=New+York+Times&issn=03624331&date=1983-04-01&volume=&issue=&spage=D.4&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 1, 1983","''We will evaluate many factors in our investment decisions,'' said Arthur Zeikel, president of Sci/Tech Holdings. ''If the market comes down, we conceivably could invest our funds at a somewhat rapid pace. But if it continues to go up, we would tend to put money to work in stocks more slowly.'' Mr. Zeikel also serves as president of Merrill Lynch Asset Management, a unit of Merrill Lynch, which ranks as the largest single manager of mutual funds. Merrill Lynch now manages, or comanages, 25 mutual funds. The firm's founder, Charles Merrill, resolutely kept Merrill Lynch out of the mutual fund business but, by the 1970's, Donald T. Regan, now Secretary of the Treasury, established the firm's beachhead in that area. Sci/Tech said it will not offer additional new shares before May 1 at the earliest. A sales charge, or ''load,'' of 8 1/2 percent will be levied on investments of less than $10,000. On larger investments, the charge will be scaled downward.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Apr 1983: D.4.",11/14/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,424625902,"United States, New York, N.Y.",English,1-Apr-83,SCIENCE AND TECHNOLOGY; STOCKS AND BONDS; INVESTMENT STRATEGIES,New York Times,NEWSPAPER,,,,,,,
+Dow Off 5.16 as Volume Drops,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dow-off-5-16-as-volume-drops/docview/424533488/se-2?accountid=14586,"The stock market ended moderately lower yesterday in slower trading as investors cashed in some of their recent gains. The Dow Jones industrial average, which had advanced about 36 points since the beginning of the year, closed down 5.16 points, to 1,079.65. In the overall market, issues that declined on the New York Stock Exchange outscored those that rose by 867 to 761.
+But Stephen S. Weisglass, president of Ladenburg & Thalmann & Company Inc., said: ''Despite today's small correction we are still in a major bull market.''
+Mr. Weisglass said the upswing would be sparked by increased buying by mutual and pension funds as well as other institutional accounts as interest rates fall. He said that as a result the Dow average ''should reach the 1,120 level by the middle of February.'' Volume Is Down
+Turnover on the exchange yesterday fell to 78.4 million shares from 89.2 million in the previous session as institutional interest slackened.
+The two other leading market indicators were also lower. The Big Board's composite index of about 1,500 common stocks eased 0.16, to 246.70, while Standard & Poor's 500-stock index finished at 146.40, down 0.31.
+American Telephone led the most-active list yesterday for the fourth consecutive session and advanced 1/2 point, to 69, its highest close since 1965. One of the company's subsidiaries yesterday introduced a new integrated office automation system.
+The second most-active issue, International Business Machines, rose 1/2, to 99 3/4. I.B.M., the nation's most widely held stock in institutional portfolios, is expected to report higher fourth-quarter profits shortly. Brokerage Stocks Weak
+Some of the brokerage issues ended lower in active trading. Phibro, which made the active list, fell 1 7/8 points, to 56 3/8, and Merrill Lynch, the nation's largest brokerage firm, dropped 1 1/2, to 61. William M. LeFevre, vice president of Purcell & Graham & Company, attributed the weakness in brokerage stocks to the recent decline in trading volume following the record turnover of the last few months.
+In the technology group, Honeywell tumbled 4, to 90 3/4, after reporting that its profits declined in the fourth quarter. In the same group, Rolm fell 2 1/4, to 46 3/4, despite higher earnings for its second quarter. Rolm said its third-quarter revenue, however, would show only a small rise from the second quarter.
+Scott & Fetzer dipped 3/4, to 38 1/2, after the company said its profits for the fiscal year ended Nov. 30 were off about 7 percent. Prices on the American Stock Exchange ended mostly higher, with the market-value index up 1.04, to 371.73. Mountain Medical added 2 3/8, to 43 7/8, after the company said its profits rose in the latest quarter.
+In the over-the-counter market, the Nasdaq composite index was off 0.44, to 246.70. Prodigy Systems gained 1, to 10 1/2 bid, on higher sales and earnings projections in 1983.
+Illustration graph of market profile",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Dow+Off+5.16+as+Volume+Drops&title=New+York+Times&issn=03624331&date=1983-01-19&volume=&issue=&spage=D.8&au=Hammer%2C+Alexander+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 19, 1983","Stephen S. Weisglass, president of Ladenburg & Thalmann & Company Inc., said: ''Despite today's small correction we are still in a major bull market.'' Mr. Weisglass said the upswing would be sparked by increased buying by mutual and pension funds as well as other institutional accounts as interest rates fall. He said that as a result the Dow average ''should reach the 1,120 level by the middle of February.'' Volume Is Down The two other leading market indicators were also lower. The Big Board's composite index of about 1,500 common stocks eased 0.16, to 246.70, while Standard & Poor's 500-stock index finished at 146.40, down 0.31.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Jan 1983: D.8.",11/14/17,"New York, N.Y.",,"Hammer, Alexander R",New York Times Company,,Newspapers,424533488,"United States, New York, N.Y.",English,19-Jan-83,DOW JONES STOCK AVERAGE; STOCKS AND BONDS; STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+GENERAL DYNAMICS UP 39.9%; RAMADA ALSO GAINS,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/general-dynamics-up-39-9-ramada-also-gains/docview/424491045/se-2?accountid=14586,"The General Dynamics Corporation reported yesterday that strong gains by its aerospace group lifted net income in the third quarter 39.9 percent as sales advanced 29.2 percent.
+The St. Louis-based company said that net income in the latest three months advanced to $51.4 million, or 94 cents a share, from $36.9 million. Sales increased to $1.55 billion from $1.20 billion.
+''The aerospace group led the way with record earnings for the second consecutive quarter, supported by improved results at Electric Boat and at the Land Systems division, the new military tank development and production operation,'' said David S. Lewis, chairman and chief executive of General Dynamics.
+General Dynamics said that the disposition of its telecommunications operations, which began in late July with the sale of the General Dynamics Communications Company and the two principal manufacturing units of Stromberg-Carlson, was completed by the sale of the remaining units, American Telecommunications and the Telephone Systems Center, on Oct. 1.
+''The latter units were profitable throughout the year but their earnings were more than offset by losses at Stromberg-Carlson and GDCC prior to their sale,'' Mr. Lewis said. Ramada Inns
+Ramada Inns Inc., a diversified hotel chain based in Phoenix, said today that it had net income in the third quarter of $1.76 million, or 7 cents a share, contrasted to a loss of $38.4 million in the corresponding quarter a year earlier.
+In the period a year earlier the company recorded a provision for pre-opening costs at its Atlantic City Tropicana Hotel, recognized a loss on the sale of its securities portfolio and discontinued the portion of its automation services subsidiary that provided services to outside companies.
+Before interest and depreciation expense, the Tropicana in Atlantic City posted an operating profit of $11.2 million in the latest quarter. In Las Vegas, Nev., the Tropicana Hotel and Country Club reported an operating loss -before interest and depreciation - of $592,000 in the latest three months contrasted to an operating profit of $2.8 million in the third quarter.
+Ramada said that its occupancy rate in the company's own United States hotels was 72.6 percent in the third quarter, down slightly from the year earlier period. McDermott Inc.
+McDermott Inc. reported yesterday that a lack of demand for tubular products depressed profits in its second fiscal quarter ended Sept. 30 by 54.3 percent as sales declined 21.4 percent.
+The broad-based energy services company said that net income in the latest three months plunged to $25.4 million, or 48 cents a share, from $55.6 million, or $1.30 a share, in the corresponding three months a year earlier. Revenues fell to $943.4 million from $1.20 billion.
+J.E. Cunningham, chairman and chief executive of the New Orleansbased company, attributed the weakness in the latest fiscal three months to its engineering materials operations and a lack of demand for all lines of its tubular products. Walt Disney
+Walt Disney Productions announced that net income in the fourth fiscal quarter of 1982 ended Sept. 30 dropped 25.5 percent, to $28.1 million, or 84 cents a share, from $37.7 million, or $1.15 a share, in the fourth quarter a year earlier. Revenues dipped 4.3 percent, to $295 million, from $308.4 million.
+Ron Miller, president and chief operating officer, said that the decline in net in the latest quarter was mainly a result of disappointing results of several nonanimated pictures released in the fiscal year and of a decline in interest income.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GENERAL+DYNAMICS+UP+39.9%25%3B+RAMADA+ALSO+GAINS&title=New+York+Times&issn=03624331&date=1982-11-05&volume=&issue=&spage=D.4&au=Wiggins%2C+Phillip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 5, 1982","''The aerospace group led the way with record earnings for the second consecutive quarter, supported by improved results at Electric Boat and at the Land Systems division, the new military tank development and production operation,'' said David S. Lewis, chairman and chief executive of General Dynamics. ''The latter units were profitable throughout the year but their earnings were more than offset by losses at Stromberg-Carlson and GDCC prior to their sale,'' Mr. Lewis said. Ramada Inns Ramada said that its occupancy rate in the company's own United States hotels was 72.6 percent in the third quarter, down slightly from the year earlier period. McDermott Inc.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Nov 1982: D.4.",11/14/17,"New York, N.Y.",,"Wiggins, Phillip H",New York Times Company,,Newspapers,424491045,"United States, New York, N.Y.",English,5-Nov-82,AEROSPACE INDUSTRIES AND SCIENCES; COMPANY REPORTS; FINANCES,New York Times,NEWSPAPER,,,,,,,
+THE NATIONAL OUTLOOK ON EMPLOYMENT; MIDDLE WEST,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/national-outlook-on-employment-middle-west/docview/424436384/se-2?accountid=14586,"BECAUSE of the recession and rising unemployment - up 2 to 3 percent over last year in Middle Western states - it ish ard to forecast industry's need for workers in the region. Certain i ndustries, such as retailing and construction, are stalled but are e xpected to eventually make a moderate to strong comeback. The impacto f the recession and a switch in emphasis from manufacturing to s ervice industries is expected to have a greater effect on heavy i ndustrial states such as Illinois, Michigan and Ohio, than on o thers, such as Wisconsin.
+The greatest need in the region will be for business services, such as data processing, employment agencies, engineering concerns and accounting. Health-care workers will also be in demand. Job opportunities will expand greatly for nurses and health technicians; Illinois expects the need to grow by 23 percent over the next 10 years.
+However, Tom Rondou, of the Wisconsin Department of Industry, Labor and Human Relations, reports a temporary lull in the healthcare industry: ''Hospital rates have risen rapidly, and many unemployed people don't have health insurance. Those two combined forces have made for a lot of empty hospital beds.''
+Mechanics, computer repairmen and others with two-year technical degrees will be even more sought after than those with four-year degrees, according to Theodore N. Popoff, executive director of the Indiana Occupation Information Coordinating Committee. ''And especially those who combine a computer background with something else - say, a knowledge of production.''
+Job opportunities will be plentiful in the finance, insurance and real estate industries. Wisconsin expects a 13 percent growth, Indiana 18 percent, Illinois 11 percent.
+State officials see less growth or decline in transportation, communications and public utilities. ''Automation is taking away some jobs,'' said Robert Bernacchi of the Illinois Labor Department.
+A slight increase in the need for teachers is expected. However, mathematics and science teachers will be in greater demand, according to Mr. Popoff, ''because industry keeps luring them away with higher salaries.''
+Unskilled and semiskilled workers in heavy industry will find lessening opportunities in the Middle West. Some manufacturing industries have moved to Sun Belt states, and ills in the auto industry have affected related manufacturing. A spokesman for the Michigan Employment Security Commission said the emphasis on making smaller automobiles would affect related industries, even if the auto industry eventually returned to ''normal'' production levels. Susan Saiter
+Illustration map of U.S. indicating employment outlook by region",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+NATIONAL+OUTLOOK+ON+EMPLOYMENT%3B+MIDDLE+WEST&title=New+York+Times&issn=03624331&date=1982-10-17&volume=&issue=&spage=A.56&au=Saiter%2C+Susan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 17, 1982","Tom Rondou, of the Wisconsin Department of Industry, Labor and Human Relations, reports a temporary lull in the healthcare industry: ''Hospital rates have risen rapidly, and many unemployed people don't have health insurance. Those two combined forces have made for a lot of empty hospital beds.'' Unskilled and semiskilled workers in heavy industry will find lessening opportunities in the Middle West. Some manufacturing industries have moved to Sun Belt states, and ills in the auto industry have affected related manufacturing. A spokesman for the Michigan Employment Security Commission said the emphasis on making smaller automobiles would affect related industries, even if the auto industry eventually returned to ''normal'' production levels. Susan Saiter","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Oct 1982: A.56.",11/15/17,"New York, N.Y.",UNITED STATES MIDDLE WESTERN STATES (US),"Saiter, Susan",New York Times Company,,Newspapers,424436384,"United States, New York, N.Y.",English,17-Oct-82,UNEMPLOYMENT AND JOB MARKET; ECONOMIC CONDITIONS AND TRENDS,New York Times,NEWSPAPER,,,,,,,
+U.S. PRINTS BEST SELLERS ALL ITS OWN,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-prints-best-sellers-all-own/docview/424300701/se-2?accountid=14586,"When it comes to good reading and best sellers, the Government Printing Office is not one of the publishing houses that automatically spring to mind.
+But the Federal Government's official print shop nevertheless has its share of hot items. Ever hear of a little $2.55 booklet entitled ''Infant Care''? It has sold l7 million copies. Or ''Backyard Mechanic: Volume One''? It has sold 400,000 copies, at $4.
+The G.P.O., as it is known here, is one of the biggest publishers anywhere, arguably the biggest since it has more than 20,000 titles in its catalogues and, year in and year out, produces more than 10 billon pages of print. Sooner or later, just about every agency and department in the Federal Government calls upon the G.P.O. to print its records, phone lists, internal manuals and booklets meant for sale or distribution to the public. This weekend, for instance, the printing office will be putting the finishing touches on the budget office's multi-volume 1983 Federal budget, one of its most tedious, huge and important tasks.
+The G.P.O. cranks out the Congressional Record every day that Congress is in session, a job that requires a special night shift and in any other print shop would be roughly equivalent to moving a pocketbook manuscript to market every 24 hours. It also runs off the Federal Register and copies of all Congressional bills. And it prints passports, patriotic posters, embossed and hand tooled volumes of Congressional testimony and Presidential proclamations, even fancy White House menus. 'Septic Tank Care'
+Its 27 book stores around the country contain one of the most eclectic offerings of the printed word to be found beyond the stacks of the Library of Congress. Where else in a few moments of browsing can you pick up a copy of ''Septic Tank Care'' or ''Ship's Medicine Chest And Medical Aid At Sea.''
+Special secrecy surrounds the G.P.O.'s annual publication of the Federal budget to ensure that no controversial decisions are disclosed. Pr inters, pressmen, binders are all under strict orders this year, an d every year, not to talk about the 2,000-page package that is sched uled for distribution and sale on Monday.
+''Printing the budget is one of our tough jobs because the budget office usually keeps revising things right up to the last minute,'' said Johnson W. McRorie, the G.P.O.'s deputy assistant for operations. ''But I predict we'll make our deadline. That's one of the things we do best.''
+Actually, business has been falling off a bit. Under White House presssure last year, Federal agencies and departments reduced the amount of work sent to the G.P.O. by 5 percent, which kept the agency's budget below $675 million instead of above the $700 million or so that some Government officials had anticipated.
+The staff, housed in a big red brick building just northwest of the Capitol, also has been cut, mainly through automation, attrition and by contracting out an increasing amount of work to private printers. A few years ago there were 8,000 employees. Now there are 6,400.
+But proofreaders still work in pairs, reading endless pages of text to one each other rather than to themselves, as in most print shops. ''The Federal Government can't afford to print a mistake,'' said Mr. McRorie.
+G.P.O. officials say their publications are a real bargain. ''Because other agencies produce the manuscripts and also pay us to set they type, we can sell our stuff for just a little above the cost of the paper, the press operation and a few other items,'' said Judith B. Morton, a spokesman. ''What it really boils down to is that we can sell a book for $3 that would cost almost $10 on the regular market. But, of course, in the long run, the taxpayer picks it all up, whatever the initial bargain.''
+The best-selling volume in the budget package, a book entitled ''Budget in Brief,'' can be ordered for $4, postpaid. Send check or money order to U. S. Government Printing Office, Superintendent of Documents, Washington, D.C., 20402.
+Illustration drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+PRINTS+BEST+SELLERS+ALL+ITS+OWN&title=New+York+Times&issn=03624331&date=1982-02-05&volume=&issue=&spage=A.14&au=B.+DRUMMOND+AYRES+Jr.%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 5, 1982","The Federal Government's official print shop nevertheless has its share of hot items. Ever hear of a little $2.55 booklet entitled ''Infant Care''? It has sold l7 million copies. Or ''Backyard Mechanic: Volume One''? It has sold 400,000 copies, at $4. Its 27 book stores around the country contain one of the most eclectic offerings of the printed word to be found beyond the stacks of the Library of Congress. Where else in a few moments of browsing can you pick up a copy of ''Septic Tank Care'' or ''Ship's Medicine Chest And Medical Aid At Sea.'' ''Printing the budget is one of our tough jobs because the budget office usually keeps revising things right up to the last minute,'' said Johnson W. McRorie, the G.P.O.'s deputy assistant for operations. ''But I predict we'll make our deadline. That's one of the things we do best.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Feb 1982: A.14.",11/15/17,"New York, N.Y.",,"B. DRUMMOND AYRES Jr., Special to the New York Times",New York Times Company,,Newspapers,424300701,"United States, New York, N.Y.",English,5-Feb-82,BOOKS AND LITERATURE; BOOK TRADE; COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+FLAWLESS SUBWAY SYSTEM PRESCRIBED FOR CITY,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/flawless-subway-system-prescribed-city/docview/424278067/se-2?accountid=14586,"Imagine a single subway car, without conductor or motorman, silently gliding into an almost-deserted station as soon as passengers step off an escalator to the platform.
+Instead of multicar trains, the computer-run system would have single cars following one another at short distances. And the frequency of their arrival would prevent pile-ups on platforms.
+The outline for this vision of mass transit in the nation's cities was provided by Terrell W. Hill, a transportation expert, who spoke to 130 skeptical New Yorkers Friday night at the Urban Center, at Madison Avenue and 51st Street.
+''New York has to wake up and start thinking about bold, innovative ideas for the future,'' said Mr. Hill, who has advised subway systems in Chicago, San Francisco, Atlanta and Miami. The futuristic system he described is already operating at airports in Atlanta and Tampa, Fla. Fans of Subway Sponsor Meeting
+The meeting began with a blaring call to order: ''Attention passengers, this train is going out of service.'' The announcement was made by Robert M. Makla, a founder of Friends of Central Park, who shouted the all-too-familiar refrain through a megaphone. The crowd cheered and clapped, and settled back to watch slides of subways around the country without delays and graffiti - at least so far.
+The meeting was sponsored by groups that are acknowledged fans of the subways - the Friends of Central Park, the Friends of Prospect Park and the Municipal Art Society. The Central Park group conducts tours of the subway system.
+During his lecture, Mr. Hill sharply criticized proposed Federal cutbacks in funds for mass transit systems and inequities in subway financing for New York City.
+Some members of the audience had trouble envisioning a subway without mechanical failures. One listener asked what would happen if something went wrong and people s tarted spill ing onto a crowded platform without any trains.
+''Then we're in trouble,'' Mr. Hill replied. But he added that in the case o f a delay, the cars would automatically compensate by speeding up to recover lost time. Miami to Get Automated Cars
+Besides Atlanta and Tampa, Miami should have the automated cars within three years, Mr. Hill said. Lilles, France, will begin operating such cars next month. The Atlanta system, with limited track mileage, cost $1.1 billion, Mr. Hill said. New York, too, has experimented with automation from time to time. In 1962, the Transit Authority inaugurated an automated shuttle between Times Square and Grand Central Terminal. But the train developed operating difficulties, and after a fire in 1964 automated service was phased out.
+Mr. Hill suggested after the lecture that selected lines, such as the BMT or the IRT, might be able to adopt the automated system when they upgrade service. He said the automated cars might also be used in a loop around the Wall Street area or for crosstown subways. Mr. Hill proposed the use of ''counterflow busing'' - buses going the wrong way up one-way streets - to speed bus service and discourage use of private cars within New York City.
+Scenes of immaculate, airy subway stations in Atlanta, with skylights and dramatic murals, drew appreciative murmurs from the audience, but slides of New York City subways evoked the most partisan response.
+David Hupert, former director of the Downtown Whitney Museum, and Mr. Makla showed slides of paint-doused subways and stoic riders. Their most glowing comments were reserved for the ornate ceramic tiles gracing the walls of such stations as South Ferry, on the Lexington Avenue line.
+''New York subways are glorious,'' Mr. Makla said. ''I understand that European tourist offices promote the city subways by saying come and see it because you can't believe it.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FLAWLESS+SUBWAY+SYSTEM+PRESCRIBED+FOR+CITY&title=New+York+Times&issn=03624331&date=1982-01-31&volume=&issue=&spage=A.38&au=Chira%2C+Susan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 31, 1982","''Then we're in trouble,'' Mr. [Terrell W. Hill] replied. But he added that in the case o f a delay, the cars would automatically compensate by speeding up to recover lost time. Miami to Get Automated Cars Mr. Hill suggested after the lecture that selected lines, such as the BMT or the IRT, might be able to adopt the automated system when they upgrade service. He said the automated cars might also be used in a loop around the Wall Street area or for crosstown subways. Mr. Hill proposed the use of ''counterflow busing'' - buses going the wrong way up one-way streets - to speed bus service and discourage use of private cars within New York City. ''New York subways are glorious,'' Mr. [Robert M. Makla] said. ''I understand that European tourist offices promote the city subways by saying come and see it because you can't believe it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Jan 1982: A.38.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Chira, Susan",New York Times Company,,Newspapers,424278067,"United States, New York, N.Y.",English,31-Jan-82,"TRANSIT SYSTEMS; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST; TUESDAY, DECEMBER 15, 1981; Markets","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-tuesday-december-15-1981-markets/docview/424264451/se-2?accountid=14586,"The Dow Jones industrial average plunged 15.03 points, to 871.48, amid heightened tensions in Poland and the Middle East. It was the index's biggest drop in 14 weeks. Declining issues outstripped gainers by 1,373 to 243 on the Big Board as volume eased. (Page D1.)
+Bond prices rebounded sharply yesterday, with long-term government issues gaining as much as two full points. Late in the day, however, the Treasury auctioned six-month bills at a rate of 11.595 percent, up from 10.772 percent last week. (D14.)
+Crocker National Bank raised its prime lending rate by one quarter of a percentage point, to 15.75 percent. (D14.)
+Gold prices and the value of the dollar surged abroad in response to the Polish crisis, but the momentum slowed in later trading in the United States. (D16.) Grain and soybean futures prices declined as the prospect of another American trade embargo was raised. (D16.)
+Members of the Chicago Board of Trade strongly approved the proposed electronic link between the world's largest commodities exchange and the New York Futures Exchange, the struggling offshoot of the New York Stock Exchange. (D16.) International
+A delay is expected in the rescheduling of $2.4 billion of Poland's debt to Western banks as a result of that country's political crisis, bankers and Treasury officals said. (A20.) The military takeover in Poland is perceived by Western bankers and other experts as a risky bid by the authorities to halt the country's economic decline. (A20.) Companies
+Baldwin-United has agreed to buy MGIC Investment for $1.2 billion, or $52 a share. The takeover of MGIC, the last independent seller of residential mortgage insurance, would mark the largest in a series of more than 30 takeovers by Baldwin since the late l960's that have transformed the company.. (D1.)
+A dispute has erupted over the Freedom National Bank, with the bank charging that another major black business, Daniels & Bell, a Wall Street brokerage house, is trying to seize control of the 17-year-old institution. (D6.)
+A Federal Trade Commission petition on Mobil's bid for Marathon took the unusual step of spelling out the terms under which Mobil could acquire a smaller oil company without antitrust problems, Representative Albert Gore Jr. charged. (D6.)
+Walco National decided to abandon its bid for General Steel after questions were raised about the ethics of its former chairman, Representative Frederick W. Richmond of Brooklyn. (D5.)
+Avon Products is expected to make a bid for Mallinckrodt Inc., a St. Louis-based chemical and health-care products concern. Analysts forecast the merger after Avon trading was halted on the Big Board pending an announcement to be made today. (D4.)
+Citicorp sold its office automation unit to Anaconda-Ericsson, a joint venture of the Atlantic Richfield Company and the LM Ericsson Telephone Company of Sweden. (D5.)
+The undamaged reactor at the Three Mile Island nuclear power plant can be restarted for low-power testing under a conditional approval from the Nuclear Regulatory Commission's licensing board. (B19.) The Economy
+Inventories rose nine-tenths of 1 percent in October as sales dropped 2.3 percent, raising the inventory-to-sales ratio to 1.48, the highest since last year's recession. (D1.)
+President Reagan's chief economic adviser defended the prospect of sizable budget deficits, saying that a balanced budget was not fundamental to the Reagan economic program. Murray L. Weidenbaum predicted a fiscal 1982 deficit of less than $100 billion. (D1.)
+The Supreme Court agreed to decide whether a provision of the new Federal bankruptcy law that shields consumer property applies to loans that were made before the new law took effect. (D13.) Today's Columns
+Robert Anderson, chairman of Rockwell International, discusses the future of the B-1B bomber and the space shuttle program. Talking Business. (D2.)
+Two groups have shown interest in buying Kaiser Steel, bolstering the market price of its shares. Market Place. (D10.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3B+TUESDAY%2C+DECEMBER+15%2C+1981%3B+Markets&title=New+York+Times&issn=03624331&date=1981-12-15&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 15, 1981","A delay is expected in the rescheduling of $2.4 billion of Poland's debt to Western banks as a result of that country's political crisis, bankers and Treasury officals said. (A20.) The military takeover in Poland is perceived by Western bankers and other experts as a risky bid by the authorities to halt the country's economic decline. (A20.) Companies Baldwin-United has agreed to buy MGIC Investment for $1.2 billion, or $52 a share. The takeover of MGIC, the last independent seller of residential mortgage insurance, would mark the largest in a series of more than 30 takeovers by Baldwin since the late l960's that have transformed the company.. (D1.) President Reagan's chief economic adviser defended the prospect of sizable budget deficits, saying that a balanced budget was not fundamental to the Reagan economic program. Murray L. Weidenbaum predicted a fiscal 1982 deficit of less than $100 billion. (D1.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Dec 1981: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424264451,"United States, New York, N.Y.",English,15-Dec-81,,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST; FRIDAY, DECEMBER 11, 1981; International","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-friday-december-11-1981/docview/424268979/se-2?accountid=14586,"President Reagan appealed to Americans to leave Libya immediately and invalidated American passports for travel to that country. But he stopped short of embargoing Libyan oil or seeking additional sanctions against the Tripoli Government. (Page A1.) Several oil companies said they would withdraw their employees but would not end their production contracts. Marathon Oil will remove all its American workers, while Occidental Petroleum and Exxon are offering to evacuate any employees who wish to leave. (A1.)
+Efforts to reschedule Costa Rica's foreign debt remain unresolved. Banks are awaiting agreement between its Government and the International Monetary Fund before settling on a rescheduling formula. Talks have been postponed until mid-January. (D11.)
+The Economy
+The House approved an omnibus spending bill to finance the Government through March 31, as Republican moderates reversed themselves in a victory for the President. (A1.)
+Spending on new plants and equipment will rise 1.8 percent in the first half of 1982 compared with the second half of this year, a Commerce Department survey estimated. (D1.)
+President Reagan received sharply conflicting economic advice at a meeting with the Economic Policy Advisory Board, a panel of outside advisers. The more traditional members urged the Administration to accept, among other things, a ''windfall profits'' tax on natural gas, while supply-side advocates urged Mr. Reagan to stick with his income tax and spending reductions. (D1.)
+Tax cuts to spur savings could hurt new business investment, according to 20 economists for the Business Council, which represents major corporations. The view runs counter to that of the Administration, which expects tax cuts to help to renew investment. (D2.)
+An Alaska natural gas pipeline financing package was approved by the House for the second time in two days was sent to the White House. The second vote was necessitated by an unusual legal snarl. President Reagan is expected to sign the bill. (D4.) Companies
+A House version of a telecommunications deregulation bill was presented that is somewhat more restrictive on American Telephone and Telegraph than legislation already passed by the Senate. (D1.)
+American Invsco reached an agreement with its major banks, which include Continental Illinois and Chase Manhattan, that would bail the company out of financial difficulties stemming from weakness in the real estate market. (D4.)
+Six cable television companies were selected as bidders for franchises in the Bronx, Brooklyn, Queens and Staten Island in a unanimous vote by the Board of Estimate. (B1.)
+Motorola reached an agreement to acquire Four-Phase Systems, a maker of computer systems, for stock valued at about $250 million. The acquisition would allow Motorola to enter the burgeoning office automation field. (D4.)
+Ford Motor's steelmaking division will become a wholly owned subsidiary to be called Rouge Steel. The change in the status of the nation's ninth-largest steel producer is an apparent prelude to a sale or a joint venture with another steelmaker. (D4.) Markets
+The Dow Jones industrial average rose 3.81 points, to 892.03, as trading remained active in takeover situations. (D8.) In the credit market, short- and long-term interest rates rose and prices declined as investor demand weakened. (D11.) The dollar rose against all major foreign currencies except the yen; gold prices slipped. (D12.) In commodities trading, cattle and pork futures prices fell sharply, setting new lows in almost all contracts. (D12.) Today's Columns
+The Administration's deficit projections bring to light ambivalence among the President's most senior advisers about how rapidly the Government should try to cool inflation. Economic Scene. (D2.)
+Ivan F. Boesky's interest in Vagabond Hotels is likely to increase from two-thirds to four-fifths, but the move has drawn criticism from a dissident shareholder. Market Place. (D8.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3B+FRIDAY%2C+DECEMBER+11%2C+1981%3B+International&title=New+York+Times&issn=03624331&date=1981-12-11&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 11, 1981","President [Reagan] received sharply conflicting economic advice at a meeting with the Economic Policy Advisory Board, a panel of outside advisers. The more traditional members urged the Administration to accept, among other things, a ''windfall profits'' tax on natural gas, while supply-side advocates urged Mr. Reagan to stick with his income tax and spending reductions. (D1.) Ford Motor's steelmaking division will become a wholly owned subsidiary to be called Rouge Steel. The change in the status of the nation's ninth-largest steel producer is an apparent prelude to a sale or a joint venture with another steelmaker. (D4.) Markets The Dow Jones industrial average rose 3.81 points, to 892.03, as trading remained active in takeover situations. (D8.) In the credit market, short- and long-term interest rates rose and prices declined as investor demand weakened. (D11.) The dollar rose against all major foreign currencies except the yen; gold prices slipped. (D12.) In commodities trading, cattle and pork futures prices fell sharply, setting new lows in almost all contracts. (D12.) Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Dec 1981: D.1.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424268979,"United States, New York, N.Y.",English,11-Dec-81,,New York Times,NEWSPAPER,,,,,,,
+CHAIRMAN OF VOLKSWAGEN TO RESIGN,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chairman-volkswagen-resign/docview/424243981/se-2?accountid=14586,"Volkswagen, West Germany's biggest auto maker, announced today that its chairman and chief executive officer would resign for health reasons.
+Volkswagen said Toni Schmucker, 60 years old, who resumed part of his duties only recently after suffering a serious heart attack in June, had asked the company's policy-making board to relieve him of his post and would step down shortly. The company, which is struggling with a decline in sales and earnings, said a steering committee of the Volkswagen board, which met yesterday near here, voted to recommend Carl H. Hahn, 55, the chairman of Germany's biggest rubber company, Continental Gummi-werke, to succeed Mr. Schmucker.
+Volkswagen's policy-making board is expected to confirm Mr. Hahn's appointment at its next meeting on Nov. 13. A West German Symbol
+The Volkswagen chairmanship carries a certain aura within West German industry because the auto maker is one of the country's largest concerns. For many West Germans, the company symbolizes the country's postwar rise to economic power and its penetration of world industrial markets.
+The announcement comes 10 days after the resignation of Friedrich Thomee, Volkswagen's chief financial officer, who was the focal point of criticism in connection with the company's ailing American business and with mounting losses at the office machine subsidiary, Triumph-Adler, recently acquired from Litton Industries.
+But sources close to the decision said Mr. Thomee's resignation had been prompted largely by disappointment that he was not chosen to succeed Mr. Schmucker, whose resignation was widely expected this fall.
+The same sources said Mr. Hahn's recommendation was prompted by the desire to rejuvenate Volkswagen's top management. Mr. Hahn is six years younger than Mr. Thomee.
+Mr. Schmucker's own choice, Werner Schmidt, the company's board member for sales, was said to have been rejected by labor union representatives on Volkswagen's board. Turning A Company Around
+In 1973, Mr. Hahn stepped down from a job on the managing board of Volkswagen, where he had worked since 1954, to pull Continental Gummi-werke out of a deficit brought on by rising costs and poor management. Mr. Hahn is credited with engineering Continental's return to a profit last year after a nine-year string of losses by streamlining and modernizing the company's German operation and by broadening its European base through the acquisition of Uniroyal's European activities.
+One of Mr. Hahn's prime assets is said to be support from the powerful metalworkers union, which has a wide decision-making role on Volkswagen's policy-setting board.
+Characterized as energetic but patient, Mr. Hahn is also credited with the rapid expansion of Volkswagen exports to the United States, a campaign he directed from 1959 to 1964.
+Mr. Schmucker took Volkwagen's helm in 1975 when the company was shaken by its inability to resist the first round of oil price increases with an aging product line. He led Volkswagen back to healthy profits in the late 1970's by significantly widening the company's product line and shaving costs by an automation campaign that eliminated 25,000 jobs.
+Illustration Photo of V.W. logo Photo of Carl H. Hahn Photo of Toni Schmucker",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CHAIRMAN+OF+VOLKSWAGEN+TO+RESIGN&title=New+York+Times&issn=03624331&date=1981-11-03&volume=&issue=&spage=D.5&au=JOHN+TAGLIABUE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 3, 1981","Volkswagen said Toni Schmucker, 60 years old, who resumed part of his duties only recently after suffering a serious heart attack in June, had asked the company's policy-making board to relieve him of his post and would step down shortly. The company, which is struggling with a decline in sales and earnings, said a steering committee of the Volkswagen board, which met yesterday near here, voted to recommend Carl H. Hahn, 55, the chairman of Germany's biggest rubber company, Continental Gummi-werke, to succeed Mr. Schmucker. In 1973, Mr. Hahn stepped down from a job on the managing board of Volkswagen, where he had worked since 1954, to pull Continental Gummi-werke out of a deficit brought on by rising costs and poor management. Mr. Hahn is credited with engineering Continental's return to a profit last year after a nine-year string of losses by streamlining and modernizing the company's German operation and by broadening its European base through the acquisition of Uniroyal's European activities.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Nov 1981: D.5.",11/15/17,"New York, N.Y.",WEST GERMANY,"JOHN TAGLIABUE, Special to the New York Times",New York Times Company,,Newspapers,424243981,"United States, New York, N.Y.",English,3-Nov-81,AUTOMOBILES; APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+"DOW CLIMBS BY 8.56, TO 862.44","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/dow-climbs-8-56-862-44/docview/424194789/se-2?accountid=14586,"The New York and American Stock Exchanges reopened normally yesterday after Wednesday's power failure caused an early closing and, afterward, equity prices rose briskly. Strong groups included energy, airline, brokerage, mining, defense, utility and semiconductor issues. The Dow Jones industrial average, scoring its best advance in five weeks, climbed 8.56 points, to 862.44. Gainers on the Big Board outnumbered declines by almost a 3-to-1 ratio .
+Volume expanded to 47.4 million shares from the previous day's 44.2 million. Trading at both exchanges was halted a half-hour early, at 3:30 P. M., on Wednesday after an explosion in a Consolidated Edison Company generator cut off power to much of the Wall Street area.
+The power disruption affected computers that handle the market data system and operate stock tickers. Yesterday, Charles McQuade, president of the Securities Industry Automation Corporation, which runs the market data system, said:
+''We wound up with zero difficulties and did not lose any data. Thanks to our auxiliary power system, we were back in operation on all our computers by 4:30 P.M. Wednesday. That night all of our critical clearance and settlement functions were completed without delay.
+''Early this morning, we ran one hour later than usual in relaying options comparison data to the Options Clearing Corporation in Chicago.''
+Analysts said that a decline in short-term interest rates and slightly higher prices for bonds played a key role in yesterday's stock market rally. However, some analysts regarded the recovery simply as a long-expected rebound in the wake of plunging prices during recent months.
+After closing on June 15 at 1,011.99, the Dow plunged to a 15-month low on Tuesday, when it finished at 853.88. This sustained decline reflected soaring interest rates and investor fears of a rising Federal budget deficit. In Wednesday's abbreviated session, the Dow advanced 2.76 points. Rally Seen as Technical
+''Today's rally was strictly technical in nature,'' stated John A. Conlon Jr., who heads block trading at E.F. Hutton & Company, ''There was no real sign of institutional investors on the buy side. Price gains resulted mainly from professional traders picking at the market.
+''I don't think this rally is for real.'' Also expressing skepticism for near-term market prospects were equity strategists at Drexel Burnham Lambert Inc. ''We look for no growth in the economy through at least the first quarter of 1982,'' said Stewart J. Pillette, associate director of research. ''We also think corporate earnings will be extremely disappointing.
+''As a result, our 'worst case' scenario envisages the Dow industrials at the 750 level before the end of this year.'' In the energy-related sector, gains on the order of 2 points each appeared in Kerr-McGee, Marathon Oil, Schlumberger, Santa Fe International and Standard Oil Company (Indiana). However, Texas International fell 2 3/4, to 27 3/4. The company reported ''serious'' mechanical difficulties at a deep-test wildcat well in Louisiana.
+Prices also rebounded at the Amex and in the over-the-counter market after registering new lows for 1981 on Wednesday. Delhi International, the Amex volume leader, soared 9 1/4 points, to 63 1/4, after Delhi said it was still pursuing the possible sale of its Australian assets or the entire company. The Amex market value index rose 5.86, to 326.56. The Nasdaq composite index gained 2.78, to 187.55.
+Illustration Market Profile chart",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DOW+CLIMBS+BY+8.56%2C+TO+862.44&title=New+York+Times&issn=03624331&date=1981-09-11&volume=&issue=&spage=D.8&au=VARTAN%2C+VARTANIG+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 11, 1981","''I don't think this rally is for real.'' Also expressing skepticism for near-term market prospects were equity strategists at Drexel Burnham Lambert Inc. ''We look for no growth in the economy through at least the first quarter of 1982,'' said Stewart J. Pillette, associate director of research. ''We also think corporate earnings will be extremely disappointing. ''As a result, our 'worst case' scenario envisages the Dow industrials at the 750 level before the end of this year.'' In the energy-related sector, gains on the order of 2 points each appeared in Kerr-McGee, Marathon Oil, Schlumberger, Santa Fe International and Standard Oil Company (Indiana). However, Texas International fell 2 3/4, to 27 3/4. The company reported ''serious'' mechanical difficulties at a deep-test wildcat well in Louisiana.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Sep 1981: D.8.",11/15/17,"New York, N.Y.",,"VARTAN, VARTANIG G",New York Times Company,,Newspapers,424194789,"United States, New York, N.Y.",English,11-Sep-81,DOW JONES STOCK AVERAGE; STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/424200137/se-2?accountid=14586,"* Agency Rent-A-Car Inc. said it had increased its share in Spencer Companies to 619,355 shares, or 36.2 percent, according to a filing with the Securities and Exchange Commission.
+* Alco Standard Corp. announced it had acquired 39.14 percent of the outstanding common stock of Strother Drug Co. Alco expects to open a tender offer to acquire common stock of Strother at $16 a share and the preferred stock at $500 a share by Friday.
+* Apex Oil Co. said it had extended to Sept. 17 its cash tender offer for shares of Clark Oil and Refining Corp. at $37 a share.
+* Autoclave Engineers Inc. said it would build a factory in Princeton, Ky., to compact powdered metal to make parts for the aircraft and drilling industries in a joint venture with Special Metals Corp., Hartford.
+* Bairnco Corp. said its tender offer for shares of Lightolier Inc. for $28 a share had expired. About 1.1 million shares were tendered and purchased by Bairnco, the company said, giving it approximately 80 percent of Lightolier's outstanding shares.
+* Ducommun Inc. said it had signed a letter of intent to sell its metals division to Centaur Metals Service for notes and debt assumption totaling $65 million.
+* General Telephone and Electronics Corp. and Corning Glass Works jointly announced that G.T.E. had acquired substantially all the assets of the Corning Glass Works glass-making facility in Wellsboro, Pa.
+* International Thomson Organization said it had extended its United States publishing interests into the field of library automation systems through the acquisition of Carrollton Press Inc., in Arlington, Va., on undisclosed terms.
+* K mart Corp. and the Gentor Group of Monterrey, Mexico, have signed an agreement to cooperate in the retail marketing field through Grupo Astra, a Gentor division in which K mart has bought a 44 percent interest.
+* Louisiana Land and Exploration Co. announced that a subsidiary, L.L. & E. Suez Inc., would drill two exploratory wells in Egypt to evaluate its onshore oil exploration area held under a concession agreement with the Egyptian General Petroleum Corp.
+* H & R Block Inc. agreed in principle to acquire substantially all of the assets of Computer Input Services on undisclosed terms.
+* Mobil Corp. said an oil drilling rig operating in the Natuna Sea off Indonesia had sunk after a natural gas blow-out.
+* New York Air has received preliminary approval for a $2.8 million loan guarantee that would allow the company to add four DC 9-30 jetliners to its fleet.
+* Walco National Corp. increased its share in General Steel Industries to 1,316,047 shares, or 34.9 percent, according to a filing with the Securities and Exchange Commission.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1981-09-09&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 9, 1981","* Bairnco Corp. said its tender offer for shares of Lightolier Inc. for $28 a share had expired. About 1.1 million shares were tendered and purchased by Bairnco, the company said, giving it approximately 80 percent of Lightolier's outstanding shares. * General Telephone and Electronics Corp. and Corning Glass Works jointly announced that G.T.E. had acquired substantially all the assets of the Corning Glass Works glass-making facility in Wellsboro, Pa. * K mart Corp. and the Gentor Group of Monterrey, Mexico, have signed an agreement to cooperate in the retail marketing field through Grupo Astra, a Gentor division in which K mart has bought a 44 percent interest.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Sep 1981: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424200137,"United States, New York, N.Y.",English,9-Sep-81,FINANCES,New York Times,NEWSPAPER,,,,,,,
+ADVERTISING; EFFIES AND CLIOS AWARDED,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/advertising-effies-clios-awarded/docview/424121385/se-2?accountid=14586,"IT was a big awards day yesterday for Doyle Dane Bernbach, which at a luncheon picked up four Clio statuettes for creativity in its print work and then last night took two gold Effies (one being one of two Grand Prizes) and three silver certificates for advertising effectiveness.
+Of course Volkswagen was there. The 12th annual Effie awards, sponsored by the New York Chapter of the American Marketing Association, was held at the New York Hilton, where Batten, Barton, Durstine & Osborne, a frequent winner at these ceremonies, took the other Grand Prize for its General Electric campaign. (''We bring good things to life.'') It also took three silver certificates, one of which was for the introduction of Oriental Soups for Campbell. Oh, yes, that's part of the package reassigned to Backer & Spielvogel.
+Another great showing was turned in by Grey Advertising, which swept the package goods-national category by taking two gold Effies and a certificate.
+Ally & Gargano also left with two Effies. One was for its advertising for the Pentax Corporation, the Japanese camera maker, and the other for MCI Telecommunications, long-distance telephone competitor of the Bell System.
+The event was sold out, attracting some 450 people, half from agencies outside the city. Altogether there were 23 Effies and 19 certificates distributed.
+Unlike all of the other advertising competitions, which are all for creativity, the Effies event requires a certain amount of disclosure on the part of both the entering agency and its client since the judges must decide on whether specific marketing goals were met.
+The purpose of the G.E. advertising, for example, was to ''increase G.E. brand awareness and G.E. brand quality image.'' It did both. Volkswagen advertising for its diesel did the job of convincing consumers that, although the cars were higher in price, they ''were the best value for the money.'' Volks carried off the category, winning the certificate for its Dasher advertising.
+Doyle Dane also took a certificate for Citicorp Travelers Checks, while its Barickman Advertising won one for its client, Applied Automation. The agency's other Effie was for its campaign for Weight Watchers, a division of H.J. Heinz.
+The other Effie-winning agencies and clients were Sandy Tinsley Advertising and Jartran, a Florida transportation company; Jordan, Case & McGrath and Belgian National Tourist Office; J. Walter Thompson and Universal Subscription TV; Pesin, Sydney & Bernard and Bon Ami; Ogilvy & Mather and American Express; McDonald & Little and Coca-Cola's Mello Yello; Faller, Klenk & Quinlan and Erie Savings Bank; Bunting & Gable for Farmers First Bank; KCBN Inc., and Dallas Power and Light, and Humbert & Jones and Vera Imported Parts.
+Also Helfgott, Towne & Silverstein and Ideal Toy's Rubik's Cube; Dancer Fitzgerald Sample and Procter & Gamble's Luv; Campbell-Mithun and International Dairy Queen; Bloom Advertising and Zales Jewelers; Baxter, Gurian & Mazzei and Scotchcast orthopedic product from 3M, and the Marschalk Company and W.R. Grace. Marschalk also teamed up with Ohio Bell's Sports Phone for a certificate.
+Now, about those Clios. The operators of this private, profitmaking operation, who are fond of calling Clios the Oscars of advertising (which is not necessarily the case), began some years ago with a simple television advertising competition and with awards at a single evening gala. Now its called a Clio Awards Festival and has become international.
+Yesterday print advertising and packaging took center stage. Tomorrow radio gets its turn at glory. And all Friday all stops are pulled for television, the exciting medium, and a big black-tie hoedown at Sheraton Centre.
+The other multiple print winners yesterday were N.W. Ayer; Needham, Harper & Steers; Ogilvy & Mather, and Humphrey Browning MacDougall, which took three each. And Drossman Yustein Clowes, McCann-Erickson and Chiat/Day, which all hit doubles.
+Just wait until Friday when everyone's head gets pressed in wet cement. Or is that a different event?",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ADVERTISING%3B+EFFIES+AND+CLIOS+AWARDED&title=New+York+Times&issn=03624331&date=1981-06-10&volume=&issue=&spage=D.19&au=Dougherty%2C+Philip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 10, 1981","Of course Volkswagen was there. The 12th annual Effie awards, sponsored by the New York Chapter of the American Marketing Association, was held at the New York Hilton, where Batten, Barton, Durstine & Osborne, a frequent winner at these ceremonies, took the other Grand Prize for its General Electric campaign. (''We bring good things to life.'') It also took three silver certificates, one of which was for the introduction of Oriental Soups for Campbell. Oh, yes, that's part of the package reassigned to Backer & Spielvogel. The purpose of the G.E. advertising, for example, was to ''increase G.E. brand awareness and G.E. brand quality image.'' It did both. Volkswagen advertising for its diesel did the job of convincing consumers that, although the cars were higher in price, they ''were the best value for the money.'' Volks carried off the category, winning the certificate for its Dasher advertising.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 June 1981: D.19.",11/15/17,"New York, N.Y.",,"Dougherty, Philip H",New York Times Company,,Newspapers,424121385,"United States, New York, N.Y.",English,10-Jun-81,"AWARDS, DECORATIONS AND HONORS; ADVERTISING; MARKETING AND MERCHANDISING",New York Times,NEWSPAPER,,,,,,,
+FORD'S GERMAN UNIT LOSES $255.6 MILLION,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/fords-german-unit-loses-255-6-million/docview/424093263/se-2?accountid=14586,"Fordwerke A.G., the Ford Motor Company's West German unit that has traditionally been one of Ford's most profitable divisions, said today that it lost $255.6 million last year, its first deficit since 1974.
+Fordwerke earned $263.9 million in 1979 and had turned over this amount to the parent company. Last year, however, there were no transfers of earnings to the financially troubled parent, and the West German loss was a factor in Ford's worldwide 1980 loss of $1.54 billion.
+The West German division reported that revenues dropped to $4.8 billion last year from $5.9 billion in 1979, and that sales dropped to 702,244 units from 893,710. Ford's share of the German market dropped to 10.3 percent from 11.8 percent.
+Despite the West German loss last year, the United States parent organization did receive two loans from its German unit to help it finance its capital investment program to produce small cars in the United States. The loans were for $497.2 million and $441.9 million. Interest Payments Cited
+Dieter Ullsperger, Fordwerke's chief financial officer, said interest payments from the United States parent of $54.6 million prevented the German unit's losses from swelling further.
+The parent company normally includes its overseas divisions in its quarterly earnings reports but does not break out figures for each division. British Ford, another major earnings subsidiary for the corporation, was expected to report a 1980 loss soon. It, too, earned a profit in 1979.
+Daniel Goeudevert, Fordwerke's chairman since last January, said the company showed little improvement in this year's first quarter. Revenues in the quarter dropped to $1.08 billion, a decline of $43.4 million from last year's first quarter, and the loss for the quarter came to ''less than $43 million,'' he added. Ford Motor's worldwide first-quarter loss, reported last month, was $439 million.
+Mr. Ullsperger said the big 1980 loss was a result of a sharp drop in sales, similar to the auto sales slump in the United States. He said the sales slump contributed to an increase in unit costs because of inadequate use of plant capacity. He also attributed the 1980 loss to a shift in consumer preferences to smaller, fuelefficient cars from large cars that produce better profit margins than smaller vehicles. Japanese Sales a Factor
+Fordwerke, like most German auto makers, with the exception of Daimler-Benz, was hurt by a strong Japanese sales offensive in Germany. Only Ford's small, fuel-efficient Escort model met with sales success, partly offsetting losses in sales of bigger car models, the company said.
+Ford's two small-model cars, the Escort and the Fiesta, now account for more than 50 percent of sales. Production fell to 644,417 units last year from 861,275 in 1979. Ford's plants operated at 72 percent of capacity last year, down from 94 percent in 1979.
+Mr. Goeudevert said Ford expected revenues this year of $3.9 billion to $4.3 billion, down from $4.8 billion in 1980. He said Ford would invest $1.5 billion in Germany in the period 1981 through 1985, largely for automation and new product development.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=FORD%27S+GERMAN+UNIT+LOSES+%24255.6+MILLION&title=New+York+Times&issn=03624331&date=1981-05-28&volume=&issue=&spage=D.4&au=Tagliabue%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 28, 1981","Fordwerke A.G., the Ford Motor Company's West German unit that has traditionally been one of Ford's most profitable divisions, said today that it lost $255.6 million last year, its first deficit since 1974. Daniel Goeudevert, Fordwerke's chairman since last January, said the company showed little improvement in this year's first quarter. Revenues in the quarter dropped to $1.08 billion, a decline of $43.4 million from last year's first quarter, and the loss for the quarter came to ''less than $43 million,'' he added. Ford Motor's worldwide first-quarter loss, reported last month, was $439 million. Ford's two small-model cars, the Escort and the Fiesta, now account for more than 50 percent of sales. Production fell to 644,417 units last year from 861,275 in 1979. Ford's plants operated at 72 percent of capacity last year, down from 94 percent in 1979.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 May 1981: D.4.",11/15/17,"New York, N.Y.",WEST GERMANY,"Tagliabue, John",New York Times Company,,Newspapers,424093263,"United States, New York, N.Y.",English,28-May-81,COMPANY REPORTS; FINANCES; AUTOMOBILES; FOREIGN INVESTMENTS,New York Times,NEWSPAPER,,,,,,,
+"WEDNESDAY, MAY 20, 1981; The Economy","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/wednesday-may-20-1981-economy/docview/424099470/se-2?accountid=14586,"The gross national product grew at an 8.4 percent annual rate in the first quarter, up from the 6.5 percent that the Commerce Department reported earlier. First-quarter inflation was also revised upward, prompting some economists to predict further credit-tightening. Some analysts said the report would make it more difficult for the Administration to push through its tax-cut plan. (Page A1.)
+Pretax profits of American corporations rose at an annual rate of 3.7 percent, to a seasonally adjusted $258.7 billion, in the first quarter, the Commerce Department reported. (D1.)
+A balanced Federal budget would be required under a Constitutional amendment approved by the Senate Judiciary Committee. The proposal would tie any tax increase to the growth of the national income, unless Congress specifically approves a higher levy. (A22.)
+The House Ways and Means Committee voted to slash more than $9 billion in social programs. The action differed with the Administration's priorities by cutting less drastically from such programs as welfare and more heavily from Medicare. (A22.)
+Mayor Koch announced a four-year, $56.4 million energy conservation program aimed at offsetting costs that are expected to rise more than 15 percent annually in city-owned buildings. (B3.) International
+President Reagan will nominate Arthur Burns as Ambassador to West Germany. Mr. Burns, a former chairman of the Federal Reserve, is one of the President's leading economic advisers, and his selection indicates the importance of relations with Bonn. (A1.)
+A suit brought by West Germany against five American drug companies is causing diplomatic problems on the eve of Chancellor Schmidt's visit. The seven-year-old antitrust suit alleges monopolization of the antibiotic drug market by Pfizer, Bristol Myers, American Cyanamid, Upjohn and E.R. Squibb & Sons. (D1.)
+Foreign banks plan to borrow from the Federal Reserve discount window to meet any unexpected demand for funds that could result from tightening domestic money policies. Japanese branches in the United States are leading in the move. (D1.) Companies
+Savin will acquire Olivetti's American subsidiary for about $63 million in stock. Analysts were mixed in predicting whether the new company would gain a foothold in office automation. (D1.)
+The new publisher of Atlantic Monthly refused to pay an installment due under terms of its acquisition. Mortimer Zuckerman, a Boston real estate developer, said he was misled about the magazine's financial condition. (D3.)
+Texas Air raised its offer for Continental Air Lines stock by $1 a share, to $14. The original offer was made May 6. Texas Air's effort to gain control has been resisted by Continental. (D6.)
+Conoco's board of directors sought to restrict foreign ownership by amending company bylaws. The move came two weeks after a bid by Dome Petroleum, a Canadian company, for 13 percent of the shares of the American oil company. (D6.)
+K mart plans to reduce its rate of store openings and spend more money dressing up existing stores, a marketing strategy aimed at recovering momentum it has loss in recent years. (D4.)
+Dresser Industries' net income rose 16.1 percent, Hewlett-Packard's net increased 13.8 percent and Perkin-Elmer's net 6.3 percent. (D4.) Associated Dry Goods posted a 73.5 percent gain in earnings, while Zale's net dropped 25 percent. (D6.) Markets
+The Dow Jones industrial average declined 5.76 points, to 980.01, reflecting nervousness on Wall Street about interest rates. Trading volume slipped to 42.2 million shares. (D8.) Fears that the Fed would take further money-tightening action helped depress futures prices for metals, financial instruments, grains and some agricultural commodities. (D12.) The dollar climbed steeply in thin trading. The price of gold fell $5.50 to $476.80 on the Comex in New York. (D12.)
+New York State's $3.05 billion note issue was heavily oversubscribed, even after prices were increased and yields reduced slightly. (B3.) The Treasury's new 13 7/8 percent bonds due in 2011 closed at 103 and were offered to yield 13.46 percent. (D13.) Today's Columns
+President Reagan's $695.5 billion budget is unlikely to be anywhere near that low. Leonard Silk. Economic Scene. (D2.)
+Great Basins Petroleum's plan to sell out or liquidate its Canadian oil and gas properties has sent confusing signals to Wall Street. Market Place. (D8.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WEDNESDAY%2C+MAY+20%2C+1981%3B+The+Economy&title=New+York+Times&issn=03624331&date=1981-05-20&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 1981","A suit brought by West Germany against five American drug companies is causing diplomatic problems on the eve of Chancellor Schmidt's visit. The seven-year-old antitrust suit alleges monopolization of the antibiotic drug market by Pfizer, Bristol Myers, American Cyanamid, Upjohn and E.R. Squibb & Sons. (D1.) Dresser Industries' net income rose 16.1 percent, Hewlett-Packard's net increased 13.8 percent and Perkin-Elmer's net 6.3 percent. (D4.) Associated Dry Goods posted a 73.5 percent gain in earnings, while Zale's net dropped 25 percent. (D6.) Markets New York State's $3.05 billion note issue was heavily oversubscribed, even after prices were increased and yields reduced slightly. (B3.) The Treasury's new 13 7/8 percent bonds due in 2011 closed at 103 and were offered to yield 13.46 percent. (D13.) Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 1981: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424099470,"United States, New York, N.Y.",English,20-May-81,,New York Times,NEWSPAPER,,,,,,,
+"COMPANY NEWS; G.M., FORD UNIONS BAR PAY CUTS NOW","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspap ers/company-news-g-m-ford-unions-bar-pay-cuts-now/docview/424065641/se-2?accountid=14586,"Representatives of General Motors and Ford auto workers voted today to resist any effort by the companies to press for wage cuts similar to those accepted by workers at the Chrysler Corporation.
+Despite the rejection of suggestions that the current labor contract be reopened to negotiate wage cuts, the officials of the United Automobile Workers union left the door open for future talks linking financial concessions to profit-sharing and job security. The current contract expires in September 1982.
+The actions were taken by the U.A.W.'s Ford and G.M. councils, which are made up of plant-level union officials. After the sessions, the union president, Douglas A. Fraser, said, ''The problems of the automobile industry are not going to be solved by reopening the contracts.'' He called again for Government action to restrain the import of Japanese automobiles. Chrysler Said to Be Favored
+The American automobile manufacturers last year lost more than $4 billion and saw imports, principally from Japan, take one-quarter of the domestic market. Executives of the Ford Motor Company and the General Motors Corporation have been saying publicly that the concessions the union gave Chrysler, required as part of the Government's loan guarantee package, have now given the smallest of the Big Three an unfair advantage.
+Roger B. Smith, chairman of G.M., said earlier this week that his company would seek concessions, tied to profit-sharing, once the union and Chrysler finished negotiating the profit-sharing agreement that was also part of the $1.5 billion loan guarantee package.
+Mr. Fraser of the U.A.W. said the vote to reject reopening the contract was nearly unanimous in both the Ford and G.M. meetings. Although the meetings were closed, delegates in the halls of the Shoreham Hotel were not reluctant to express their feelings. 'Dead Set Against It'
+''G.M.'s making a profit; there's no reason to give them anything,'' said John Krukonis, chairman of Local 735 in Ypsilanti, Mich. ''The people in the plant are dead set against it.''
+Despite the councils' votes, Mr. Fraser said the union was willing to establish study committees to explore what he termed ''new concepts in collective bargaining.''
+Some of these concepts were outlined in virtually identical statements by the Ford and G.M. councils, which said they could be considered as counterproposals to company pressures for financial concessions.
+Among the items mentioned were: increased job and income security linked to limits on imported components and development of automation; tying layoffs of salaried workers and supervisors to layoffs of hourly workers; worker representation in management, with particular emphasis on decisions to close plants, and profit-sharing and stock-ownership plans.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+G.M.%2C+FORD+UNIONS+BAR+PAY+CUTS+NOW&title=New+York+Times&issn=03624331&date=1981-03-20&volume=&issue=&spage=D.4&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 20, 1981","The actions were taken by the U.A.W.'s Ford and G.M. councils, which are made up of plant-level union officials. After the sessions, the union president, Douglas A. Fraser, said, ''The problems of the automobile industry are not going to be solved by reopening the contracts.'' He called again for Government action to restrain the import of Japanese automobiles. Chrysler Said to Be Favored ''G.M.'s making a profit; there's no reason to give them anything,'' said John Krukonis, chairman of Local 735 in Ypsilanti, Mich. ''The people in the plant are dead set against it.'' Despite the councils' votes, Mr. Fraser said the union was willing to establish study committees to explore what he termed ''new concepts in collective bargaining.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Mar 1981: D.4.",11/15/17,"New York, N.Y.",,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,424065641,"United States, New York, N.Y.",English,20-Mar-81,AUTOMOBILES; LABOR; WAGES AND SALARIES; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+"Prospects; Flirting with 1,000","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prospects-flirting-with-1-000/docview/424068977/se-2?accountid=14586,"Reductions in the prime interest rate and news of renewed takeover activity sent the stock market into paroxysms of delight last week, and pushed the Dow Jones industrial average up near the 1,000 level. Activity was especially pronounced among energy issues, prime movers in the current acquisition market.
+In addition to the energy companies, analysts remain optimistic about other blue chip issues, especially those with strong ties to the Pentagon. However, analysts say it may still be too early to interpret last week's advance as the cutting edge of a sustained advance which could push the Dow above the 1,000 barrier permanently.
+Skepticism about a return to a more stable interest rate environment among investors is still too pervasive to induce that sort of a response. Moreover, there is little indication the market currently believes Congress will enact the bulk of President Reagan's economic package. According to one expert, if the market had made that judgement the Dow would currently be approaching 1,200. Shifting Consensus on Growth
+After months of predicting a significant slowdown in economic activity during the first quarter, the majority of the nation's economic forecasters have changed their tune. According to Blue Chip Economic Indicators, which polls 40 economic forecasting services each month, inflation-adjusted output during the first quarter is now expected to rise 2 percentage points, a much faster rate than the consensus expected even a month ago. However, some economists like Alan Greespan think the majority view is conservative, and that real growth will be closer to 4 percent.
+Nevertheless, recent declines in the index of leading economic indicators still point to a slowdown, according to the Blue Chip panel, which currently thinks output in the second quarter will be flat. Japanese Auto Imbroglio
+The debate over Japanese car imports may come to a head this week, when proposals on a solution to the problem are expected to be presented to President Reagan.
+While trade experts like Harald B. Malmgren do not expect the President to embrace legislation imposing mandatory quotas on imports, they do think Mr. Reagan may ask the Japanese to voluntarily limit auto exports for the next few years.
+Some analysts think Tokyo might accede to such a request. Market conditions in the United States are currently imposing a limit of sorts on Japanese autos anyway. And United States pressure for increased defense spending by Japan is being resisted. Resolution of the auto problem in America's favor may therefore be viewed in Tokyo as a quid pro quo for a more conciliatory stance by the Pentagon.
+Experts agree a voluntary restraint agreement would not go unnoticed. Within a matter of days, they contend, similar initiatives to limit Japanese exports would surface in Canada, the Benelux countries and West Germany. The measure would also be likely to hasten auto company efforts toward greater automation and parts procurement outside the United States, steps which could help the companies, but do little to ease unemployment conditions. A Deadline for Coal
+Contract talks between the Bituminous Coal Operators Association and the United Mine Workers reach an important deadline on Tuesday. Unless agreement on a new pact is reached by then, the union's 160,000 miners say they will walk off their jobs on March 27, when their current contract expires.
+The union leadership has backed off its initial bargaining position of a 51 percent increase in the U.M.W.'s three-year total benefits package and is likely to settle for a figure close to the 36 percent increase Western miners received from companies earlier this winter. Nevertheless, unresolved problems remain.
+According to analysts, the most important disagreement involves the union's pension plan, which up to now has been a joint unionindustry entity. Prompted by waning union influence, (U.M.W. members now mine less than 50 percent of the nation's coal), the operators are becoming increasingly reluctant to provide funds to the union, preferring to establish health and retirement plans on a company-bycompany basis instead.
+With stockpiles currently at record levels, experts feel certain the country could endure a long strike.
+Illustration Chart of Growth",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Prospects%3B+Flirting+with+1%2C000&title=New+York+Times&issn=03624331&date=1981-03-15&volume=&issue=&spage=A.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 15, 1981","Skepticism about a return to a more stable interest rate environment among investors is still too pervasive to induce that sort of a response. Moreover, there is little indication the market currently believes Congress will enact the bulk of President Reagan's economic package. According to one expert, if the market had made that judgement the Dow would currently be approaching 1,200. Shifting Consensus on Growth Some analysts think Tokyo might accede to such a request. Market conditions in the United States are currently imposing a limit of sorts on Japanese autos anyway. And United States pressure for increased defense spending by Japan is being resisted. Resolution of the auto problem in America's favor may therefore be viewed in Tokyo as a quid pro quo for a more conciliatory stance by the Pentagon. According to analysts, the most important disagreement involves the union's pension plan, which up to now has been a joint unionindustry entity. Prompted by waning union influence, (U.M.W. members now mine less than 50 percent of the nation's coal), the operators are becoming increasingly reluctant to provide funds to the union, preferring to establish health and retirement plans on a company-bycompany basis instead.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Mar 1981: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,,New York Times Company,,Newspapers,424068977,"United States, New York, N.Y.",English,15-Mar-81,"DOW JONES STOCK AVERAGE; MERGERS, ACQUISITIONS AND DIVESTITURES; CREDIT; INTEREST (MONEY); STOCKS AND BONDS; STOCK PRICES AND TRADING VOLUME",New York Times,NEWSPAPER,,,,,,,
+PILOT UNION AGREES TO STAY ON THE JOB,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/pilot-union-agrees-stay-on-job/docview/424049951/se-2?accountid=14586,"A walkout of airline pilots set for March 2 was averted yesterday when the Reagan Administration said it would name a ''Presidential task force'' to decide the number of pilots needed to operate new airliners.
+Secretary of Transportation Drew Lewis told a meeting of the Air Line Pilots Association's executive board that a three-man task force would be named within two weeks and would report its decision within 120 days of appointment. He also promised that six other safety concerns that had prompted the threat of a walkout would be dealt with as soon as a new head of the Federal Aviation Administration had been named.
+The 30-man executive board of the pilots' association promptly passed a resolution calling off what the union has called a ''suspension of service,'' which was to last one to three days. In its announcement of the developments, the Transportation Department said the pilots had pledged to ''abide by the recommendations of the task force.''
+The union, which has 33,000 members, insists that three pilots are vital for maximum safety on large aircraft, and that this will be all the more important with projected increases in air traffic. Airplane manufacturers and many airline executives say they are convinced that two pilots are at least as safe as three, especially with increasing automation. Issue of Two-Pilot Licenses
+The union campaign for three-man crews on large airliners is rooted in a provision of its constitution passed years ago. The union stepped up its campaign, and began talking of shutdowns, as the Federal Aviation Administration went ahead last year with two-pilot licensing of the McDonnell Douglas DC-9 Super 80, an enlarged version of the DC-9.
+Until now, most large airplanes have had three pilots. But great increases in the operational costs, particularly in the price of jet fuel, have impelled builders to design airplanes that give customers the option of using just two pilots, as they do on many smaller airplanes. That includes the smaller versions of the DC-9.
+The airplanes whose crews will be affected by the task force study are the new Boeing 767 and 757, which are due to go into service in 1982 and 1983 respectively, and the DC-9 Super 80, which is in limited operation.
+Averting a shutdown by pilots, however brief, left the aviation administration still confronting a companion labor problem. Controllers Seek Raise
+The agency's contract with the air-traffic controllers runs out March 15, and the controllers' quarrels with the agency have been no less angry than those of the pilots. While only Congress can vote higher pay, the Professional Air Traffic Controllers Organization has complained that the F.A.A. leadership has not supported its case on Capitol Hill. The union has also campaigned for more modern equipment and better staffing, issues that will come up in contract negotiations opening today.
+The Transportation Secretary, in announcing the pact with the pilots, said the action on crew size was being taken now ''because air safety is paramount in all our minds'' and because ''there is no Federal Aviation Administrator in place to deal with the matter at hand.'' Last week, it was widely reported by aviation sources that the F.A.A. chief would be J. Lynn Helms, former chairman of the Piper Aircraft Corporation. But there is growing suspicion that the appointment may have hit a snag.
+Mr. Lewis said the task force would only look at the crew-size issue, leaving other issues to be taken up with the person named to head the F.A.A.
+These issues concern flight hours, medical examinations, development of anti-collision devices, pilot objections to monitoring of cockpit conversations, improvement in air-traffic equipment, and pilot efforts to play a bigger role in licensing new planes.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PILOT+UNION+AGREES+TO+STAY+ON+THE+JOB&title=New+York+Times&issn=03624331&date=1981-02-12&volume=&issue=&spage=A.21&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 12, 1981","A walkout of airline pilots set for March 2 was averted yesterday when the Reagan Administration said it would name a ''Presidential task force'' to decide the number of pilots needed to operate new airliners. The 30-man executive board of the pilots' association promptly passed a resolution calling off what the union has called a ''suspension of service,'' which was to last one to three days. In its announcement of the developments, the Transportation Department said the pilots had pledged to ''abide by the recommendations of the task force.'' The Transportation Secretary, in announcing the pact with the pilots, said the action on crew size was being taken now ''because air safety is paramount in all our minds'' and because ''there is no Federal Aviation Administrator in place to deal with the matter at hand.'' Last week, it was widely reported by aviation sources that the F.A.A. chief would be J. Lynn Helms, former chairman of the Piper Aircraft Corporation. But there is growing suspicion that the appointment may have hit a snag.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Feb 1981: A.21.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,424049951,"United States, New York, N.Y.",English,12-Feb-81,AIRLINES; STRIKES,New York Times,NEWSPAPER,,,,,,,
+"28,000 WORKERS STRIKE IN DISPUTE ON PACT WITH NEW YORK TELEPHONE","New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/28-000-workers-strike-dispute-on-pact-with-new/docview/423967891/se-2?accountid=14586,"Members of the 23 New York State locals of the Communication Workers of America struck the New York Telephone Company at 12:01 A.M. today despite a tentative contract settlement Aug. 9 between the national union and the Bell System.
+''We're on strike,'' said Richard McLaughlin, spokesman for the locals, which represent 28,000 telephone company workers. Bob Van Zandt, a spokesman for New York Telephone, said the company had no immediate comment on the strike. He added that the company expected no service interruptions because of a strike, although there might be some delays in installations and repairs if the strike was prolonged.
+Mr. McLaughlin, the business agent for Local 1101, which represents 11,000 installers, repairman and other technicians, said that local issues of ''job security for people with 10 years' seniority and over'' and ''retrogressive demands'' by the New York Telephone Company caused the locals to strike.
+Possible Contract Rejection
+He said that if other key units of the 115 C.W.A. locals around the nation also struck over noneconomic issues, ''it could mean rejection of the national contract.''
+Connecticut and New Jersey Telephone locals appeared to have reached tentative settlements before midnight and averted strikes in those states.
+However, there were union reports that locals in Colorado and California might strike later today and that they might join the New York locals in rejecting the national contract reached in Washington, D.C., a week ago.
+The New York locals struck briefly last Sunday even after a tentative national settlement was announced. They returned to work late Sunday evening after anouncing a one-week grace period in which to settle local issues.
+Picket Lines Set Up
+Shortly after midnight, picket lines were established in front of telephone offices and work sites around the state. At the New York Telephone Company's executive headquarters at 1095 Avenue of the Americas, at 42d Street, 15 telephone workers from Local 1101 formed a picket line while wearing bibs with the message: C.W.A. on Strike Against the Bell System.
+Tom Guggino, chief shop steward of Local 1101, said: ''The company has put retrogressive demands on the table, in reference to layoffs, part-timing, and job security. Job security is the main important issue, because of automation.''
+The national contract between the C.W.A. and the Bell System covers 525,000 of Bell's 700,000 unionized workers. The tentative contract provided an estimated $5 billion in increased wages and fringe benefits for the union's members over the next three years. It includes a 34.5 percent wage increase as well as improved pensions.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=28%2C000+WORKERS+STRIKE+IN+DISPUTE+ON+PACT+WITH+NEW+YORK+TELEPHONE&title=New+York+Times&issn=03624331&date=1980-08-17&volume=&issue=&spage=A.44&au=Ledbetter%2C+Les&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 17, 1980","''We're on strike,'' said Richard McLaughlin, spokesman for the locals, which represent 28,000 telephone company workers. Bob Van Zandt, a spokesman for New York Telephone, said the company had no immediate comment on the strike. He added that the company expected no service interruptions because of a strike, although there might be some delays in installations and repairs if the strike was prolonged. Mr. McLaughlin, the business agent for Local 1101, which represents 11,000 installers, repairman and other technicians, said that local issues of ''job security for people with 10 years' seniority and over'' and ''retrogressive demands'' by the New York Telephone Company caused the locals to strike.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Aug 1980: A.44.",11/15/17,"New York, N.Y.",,"Ledbetter, Les",New York Times Company,,Newspapers,423967891,"United States, New York, N.Y.",English,17-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+Index; International,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/index-international/docview/423945797/se-2?accountid=14586,"The talk of Ahmadabad:10,000 women unite A2 Some U.S. aides ousted in Israel after air base labor disorders A3 Vietnamese refugee outflow near annual peak A3 Indian Premier concedes atomic power plant's output is reduced A4 Scholar warns of Afghan refugee problem A6 Korean President puts conditions on charter revision A8 South Korea's press struggles against censorship A9 Former Iranian officer predicts counterrevolution A12 Ramsey Clark 'sad' at Carter's comment A13 World News Briefs A14 Carter adviser visited Saudi Ara- bia for talks A15 Buenos Aires marks 400th anni- versary A15 Spain and Portugal upset by Gis- card proposal A19
+Government/Politics Reporter's notebook: smaller ex- pectations for the mayors A20 Backers of housing rights bill win narrow House victory A20 A Federal agency finds safety de- fects in Ford automobiles A21 Senate panel again denied access to corruption files A22 State Senate authorizes higher city taxes B10 Koch's plan on budget rebuffed by Council and board B11 Campaign Report B12 Anderson winds up three days of campaigning in California B13
+General Around the Nation A20 Judge rejects evidence based on telescope use without warrant A28 Upstate egg farmers facing losses despite automation B2 Two plans to increase taxis in New York stir wide opposition B5
+The Home Section Home Decorative trasures of the American wing C1
+Keeping cool this summer: air conditioners and portable fans C1
+Order issued on asbestos C9
+Hello Central, give me anyone ... at all C13 The joy of stinginess C1 Hers C2 Helpful Hardware C2 Home Beat C3 Happy old age tied to spouses' health C3 Home Improvement C4 Design Notebook C10 Gardening C11 Calendar of events: a solar dome C12
+Religion Southern Baptists reaffirm their traditional ways A20
+Arts/Entertainment Christine Ebersole recalls ''dis- covery'' for ''Camelot'' C15 Trisha Brown offers her new dance, ''Opal Loop'' C15 Eva Evdokimova replaces Natalia Makarova as Giselle C16 Literary Guild outbids Book-of- the-Month for Michener book C17 Maggie Smith portrays Virginia Woolf at Stratford C18 How TV audience-popularity rat- ings lead to high salaries C19 Barbara Grizzuti Harrison's es- says, ''Off Center'' reviewed C21
+Obituaries Masayoshi Ohira, prime minister of Japan D19 1,500 firefighters at rites for fire- man who died fighting blaze D19
+Sports Mets beat Dodgers, 6-2, with grand-slam homer in 10th B15 U.S. Court of Appeals returns Webster case to arbitrator B15 Tanana impressive against Yanks as Angels end slump B15 Long and accurate hitters favored in U.S. Open at Baltusrol B15 Cosmos down Rochester, 4-2 B15 There's no generation gap for Nets' two top draft choices B16 Dave Anderson on the dreams of the Open B17 Leslie Burr rides to two titles at Ox Ridge show B17 National Hockey League draft is a family affair B17
+Features/Notes Notes on People A28 About Politics: Barefoot in the Boiler Room B12 Going Out Guide C19
+News Analysis Deirdre Carmody discusses Jer- sey ruling on press shield law B8
+Editorials/Letters/Op-Ed Editorials A30
+The Ayatollah and the President Polysyllabic dud at Love Canal Time for city budget balance Backslide at the I.L.O. Letters A30 Anthony Lewis: Carter's stand on Mr. Clark A31 William Safire: what fell along with the dollar in Europe A31 Stephen Newman: parents vs. marijuana A31 David Lampton: America's China policy A31",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Index%3B+International&title=New+York+Times&issn=03624331&date=1980-06-12&volume=&issue=&spage=B.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 12, 1980","Arts/Entertainment Christine Ebersole recalls ''dis- covery'' for ''Camelot'' C15 Trisha Brown offers her new dance, ''Opal Loop'' C15 Eva Evdokimova replaces Natalia Makarova as Giselle C16 Literary Guild outbids Book-of- the-Month for Michener book C17 Maggie Smith portrays Virginia Woolf at Stratford C18 How TV audience-popularity rat- ings lead to high salaries C19 Barbara Grizzuti Harrison's es- says, ''Off Center'' reviewed C21","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 June 1980: B.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423945797,"United States, New York, N.Y.",English,12-Jun-80,,New York Times,NEWSPAPER,,,,,,,
+City Wasn't Quite Ready For the Modern Toilet Age:   [Metropolitan Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/city-wasnt-quite-ready-modern-toilet-age/docview/434244909/se-2?accountid=14586,"The fancy new toilets didn't work out.
+The state-of-the-art French automated self-cleaning pay toilets at Herald and Greeley Squares, unveiled in January 2001 with fanfare befitting a papal visit, worked about 90 percent of the time.
+But that was not enough, said Daniel A. Biederman, president of the 34th Street Partnership, the business improvement district that runs the two triangular parklets north and south of West 34th Street and Broadway.
+Besides, the toilets were a beast and an expense to maintain. Annoyingly, they needed a two-minute break between each user for the nozzles and sprays to do their thing. Most important, they never quite caught fire: Between the 25-cent entrance fee and what focus groups described as a profound mistrust of automation in the toilet sphere, use steadily dropped from 28,000 visits the first year to fewer than half that in 2007.
+""It wasn't a bad experience,"" Mr. Biederman said. ""It just wasn't a great experience, and we wanted it to be great.""
+And so, even as the city rolled out the first of its planned 20 automated pay toilets (different manufacturer; possibly fewer problems) with equal fanfare last year, the 34th Street Partnership, leader in the postmodernization of the urban public restroom, was bravely turning back the clock.
+In May 2008, the partnership quietly shut down the A.P.T.'s.
+This past summer, it replaced them with bathrooms cleaned the old-fashioned way: by hand.
+And now, after a soft opening and a few months working out kinks, the 34th Street Partnership is proud to present what Mr. Biederman calls ""a quality deluxe manual restroom experience.""
+The wisdom of the partnership's decision has already been ratified by the public. Use has jumped more than fivefold since the toilets fully reopened in October, Mr. Biederman said.
+Looking back, Mr. Biederman said in an expansive interview, the partnership could have had more faith in its ability to deliver without resorting to robots. Its sister organization, the Bryant Park Corporation, of which Mr. Biederman is also president, operates the flower-filled, manually maintained temples of toilethood ranked ""best truly public restroom anywhere"" by no less an authority than Restroomratings.com.
+But the partnership did not think it would be possible to replicate the high-end Bryant experience in the much smaller Herald and Greeley facilities, and A.P.T.'s, despite their initial $500,000 price tag, seemed as if they would be cheaper to operate.
+Between maintenance contracts, supplies and repairs, though, they ended up costing about $100,000 a year, which by 2007 was offset by only about $3,500 in user revenue. The new manual toilets, Mr. Biederman said, cost no more to maintain than the automated ones -- and that's with human attendants making as much as $12.70 an hour, though they start at $8.50.
+The new bathrooms are nonautomated only in the sense of who cleans them. They are, in fact, plenty space-age for most people's purposes. Push a button and the door locks. Put a hand in front of a sensor, and a fresh length of plastic covering whips itself around the seat (LED counters tell the attendant how many servings are left). The toilet flushes automatically; the sink is sensor-operated. When finished, patrons insert their hands, perhaps with some trepidation, into a Dyson Airblade dryer, which looks like a sleek plastic pillory and calls itself ""the only hand dryer that literally scrapes water from hands.""
+But where the floors of the old restrooms had a tank-tread-like surface that automatically rotated across a scrubbing system after each use, and the toilets themselves were cleaned by a rim-mounted, U-shaped traveling brush, the new ones are inspected, mopped and scrubbed -- 15 to 25 times a day -- by uniformed men and women.
+""It's an attendant who knows what's going on and has functions that go from sanitation to exchanging a few words with you to generally having a sense of what should be done,"" said Jerome Barth, the partnership's vice president for operations. ""People see them, and they know the bathrooms are clean.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=City+Wasn%27t+Quite+Ready+For+the+Modern+Toilet+Age%3A+%5BMetropolitan+Desk%5D&title=New+York+Times&issn=03624331&date=2009-12-11&volume=&issue=&spage=A.36&au=Newman%2C+Andy&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 11, 2009","[...] that was not enough, said Daniel A. Biederman, president of the 34th Street Partnership, the business improvement district that runs the two triangular parklets north and south of West 34th Street and Broadway. [...] the toilets were a beast and an expense to maintain.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Dec 2009: A.36.",11/15/17,"New York, N.Y.",New York City New York,"Newman, Andy",New York Times Company,,Newspapers,434244909,"United States, New York, N.Y.",English,11-Dec-09,Business improvement districts; Toilet facilities,New York Times,News,,,,,,,
+Anxiety in Canada Over Near Parity With U.S. Dollar:   [Business/Financial Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2009,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/anxiety-canada-over-near-parity-with-u-s-dollar/docview/434210803/se-2?accountid=14586,"For Canadians looking to escape winter's premature arrival in many parts of the country by visiting the United States, the equally unexpected movement of the Canadian dollar toward parity with its American counterpart is welcome news. For corporate Canada, however, the development is less inspiring.
+At Cascades, a producer of cardboard used to make boxes and tissue paper, every cent the Canadian dollar gains shaves 4 million Canadian dollars from its operating earnings.
+With 40 percent of the Canadian economy dependent on trade, mostly with the United States, the prospect of the two currencies being at par for the second time since 2007 probably creates more anxiety than joy in Canada. And while currencies around the world have been rising against the United States dollar, many are laggards compared with Canada's. Since mid-March the Canadian dollar has risen 27 percent, closing on Wednesday at 97.30 cents, up from 76.53 cents.
+""The Canadian dollar is a strong threat to the economy,"" said David Watt, a vice president and senior currency strategist at the Royal Bank of Canada. ""Once the Canadian dollar starts getting to levels like parity, the recovery scenario goes from assured to dicey.""
+Most economists and businesses had forecast that the Canadian dollar would appreciate this year and had set their budgets and, in the case of large corporations, their currency hedging strategies appropriately. But few if any of them anticipated that the rise would be as rapid and that the result would most likely be parity.
+Mr. Watt was among the surprised. He cites the usual reasons for the Canadian dollar's rise: increased prices for oil and other Canadian commodities as well as the worldwide disfavor that has fallen upon the United States dollar. But the speed and rate of the change, he said, came from unexpectedly high demand from China for Canadian commodities.
+Thomas J. Velk, an economics professor at McGill University in Montreal, said he believes that the Canadian currency's movement also reflects the perceptions by the currency markets of the economic prospects of the United States.
+""It's a very loud and clear statement about the failure of Obama's policies,"" he said. That dissatisfaction is causing some capital movement from the United States to Canada, in Professor Velk's analysis. And that trend, he added, is amplified by recent investments in Canadian mining and energy companies by their Chinese customers.
+In 2007, exports were strong when Canadian companies were confronted by a high dollar. That, however, is no longer the case partly because Canada's manufacturing sector is particularly dependent on the American automotive industry.
+Since July 2008, Canadian exports have fallen 21.3 percent by volume, and export prices are down 16.3 percent, according to Statistics Canada, a government agency.
+Economists looking for good news two years ago said that the strong dollar would make it easier for Canadian companies to increase their productivity, which lags behind that of the United States, by reducing the cost of new machinery and systems. About 80 percent of machinery and computer systems used in Canada are imported, Craig Alexander, an economist with the Toronto-Dominion Bank estimates, and most of that is priced in United States dollars regardless of its country of origin.
+That investment generally did not happen, however. Capital investment by Canadian companies rose 4.38 percent in 2007, compared with 10 percent the year earlier. The increase was just 0.5 percent last year as companies struggled with the recession, Mr. Alexander said.
+Not every company, however, avoided adjustments. Didier Filion, the director of investor relations for Cascades, which is based in Kingsey Falls, Quebec, said that the previous move of the dollar to parity prompted the company to permanently close underperforming mills and expand automation in those that remained.
+Cascades also shifted production of some products it mainly sold in the United States to mills in that country. Still the United States accounts for about 45 percent of the sales of Cascades but only 33 percent of its production.
+""The first time in 2007 was a practice round,"" Mr. Filion said. ""This time we're ready to face it.""
+In speeches over the last several months, Mark J. Carney, the governor of the Bank of Canada, has warned currency markets that he will take action if the Canadian dollar, as he put in it a recent interview with the Canadian Broadcasting Corporation ""appears to move away from fundamentals.""
+If and when that time comes, Mr. Carney said he may resort to ""quantitative easing, the printing of money"" given that he has effectively exhausted interest rate cuts.
+Mr. Carney has avoided defining what exchange rate might prompt action.
+But several business groups in Canada argue that the time has come.
+""The recent movements up and down look more like a penny stock than a currency,"" said Avrim Lazar, the president and chief executive of the Forest Products Association of Canada. ""The time for talking the dollar down has passed. This is the sort of thing that will just suck the life out of the recovery.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Anxiety+in+Canada+Over+Near+Parity+With+U.S.+Dollar%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2009-10-15&volume=&issue=&spage=B.7&au=Austen%2C+Ian&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 15, 2009","With 40 percent of the Canadian economy dependent on trade, mostly with the United States, the prospect of the two currencies being at par for the second time since 2007 probably creates more anxiety than joy in Canada. [...] while currencies around the world have been rising against the United States dollar, many are laggards compared with Canada's. Since mid-March the Canadian dollar has risen 27 percent, closing on Wednesday at 97.30 cents, up from 76.53 cents. Since July 2008, Canadian exports have fallen 21.3 percent by volume, and export prices are down 16.3 percent, according to Statistics Canada, a government agency.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Oct 2009: B.7.",11/15/17,"New York, N.Y.",United States--US Canada,"Austen, Ian",New York Times Company,,Newspapers,434210803,"United States, New York, N.Y.",English,15-Oct-09,American dollar; Recessions; Currency; Capital investments; Automobile industry; Canadian dollar; Capital movement,New York Times,News,,,,,,,
+No Need to Take Discs Along,"New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/no-need-take-discs-along/docview/433800242/se-2?accountid=14586,"JUST because you have two homes doesn't mean you need to have two of everything else: cable or satellite TV subscriptions, DVRs, telephone systems, music libraries, Internet packages. Thanks to a little thing called technology, you can set up those services in your primary home and then access them while on vacation.
+''When it comes to content, you sort of want it all to be in both places,'' said Danny Briere, chief executive of TeleChoice, a consulting firm, and co-author of ''Smart Homes for Dummies.'' ''You don't want to say, 'Darn, I left that video at home' or 'Shucks, I did not load that CD up here.' What you want is to be able to synchronize your collections between the two places so that when you load a CD into one, it shows up on the other.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=No+Need+to+Take+Discs+Along&title=New+York+Times&issn=03624331&date=2008-03-07&volume=&issue=&spage=F.2&au=Cohen%2C+Billie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,F,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 7, 2008","''When it comes to content, you sort of want it all to be in both places,'' said Danny Briere, chief executive of TeleChoice, a consulting firm, and co-author of ''Smart Homes for Dummies.'' ''You don't want to say, 'Darn, I left that video at home' or 'Shucks, I did not load that CD up here.' What you want is to be able to synchronize your collections between the two places so that when you load a CD into one, it shows up on the other.'' The best example, he said, is that most phones you get from phone carriers have constraints on whether you can use Bluetooth or Wi-Fi for other uses than they determine. ''You can use Bluetooth to access your phone,'' he said, ''but they don't want you to use that to let 10 people get on to your phone and access their broadband network.'' Mr. Briere expects this, too, to change. Phones will come to serve as Wi-Fi hubs, ''which means everybody in your ski condo can hop onto your broadband access.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Mar 2008: F.2.",11/15/17,"New York, N.Y.",,"Cohen, Billie",New York Times Company,,Newspapers,433800242,"United States, New York, N.Y.",English,7-Mar-08,Vacation homes; Internet access; Technology,New York Times,Feature,,,,,,,
+Today in Business:   [Business/Financial Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/today-business/docview/433745955/se-2?accountid=14586,"STRIKE ENDS IN RUSSIA The Ford Motor Company and a union representing part of its Russian employees agreed to end a strike that was corroding Ford's profit in one of Europe's hottest markets. Already, two-thirds of Ford's assembly line employees at a plant in Vsevolozhsk, outside St. Petersburg, had broken ranks with the union and returned to work since the strike began Nov. 22. On Friday, the remaining union employees also agreed to return beginning with the late shift on Sunday, though negotiations on salaries and benefits in the 2008 contract continue, according to a statement from Ford. Russia, awash in oil money, is projected to surpass Germany as the largest car market in Europe by the end of the decade. ANDREW E. KRAMER
+A SALE FOR BOEING The Boeing Company said AWAS, an airplane leasing company in Ireland, has ordered 31 of its single-aisle 737-800 jets. While specific deal terms were not disclosed, Boeing said the order was worth $2.3 billion at list prices, although airlines typically negotiate discounts. AWAS owns and manages 315 airplanes. (AP)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Today+in+Business%3A+%5BBusiness%2FFinancial+Desk%5D&title=New+York+Times&issn=03624331&date=2007-12-15&volume=&issue=&spage=C.2&au=Kramer%2C+Andrew+e&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 15, 2007","RETIREMENT AT RBS RBS Greenwich Capital Markets, the American securities unit of Royal Bank of Scotland, said its chief executive, Jay Levine, would leave in March. He is retiring because the subsidiary, based in Greenwich, Conn., will be reorganizing as a result of Royal Bank's purchase of ABN Amro Holding. ''It was really something Jay wasn't interested in,'' a company spokesman, Peter Ward, said. ''He really wanted to get to a smaller, more entrepreneurial endeavor.'' RESIGNATION AT CREDIT SUISSE The United States head of asset management at Credit Suisse, Keith Schappert, left the company, the bank said. ''He has resigned,'' a spokeswoman, Suzanne Fleming, said. She declined to comment on whether a successor was being considered. On Friday, Siemens pulled back and hinted that Mr. [Hannes Apitzsch]'s name might have surfaced in an inquiry by prosecutors over suspected bribery in labor relations. The company did not specify why the appointment was being withdrawn, except to say that it had ''examined this week the investigation records'' of prosecutors in Nuremberg.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Dec 2007: 2.",11/15/17,"New York, N.Y.",,"Kramer, Andrew e",New York Times Company,,Newspapers,433745955,"United States, New York, N.Y.",English,15-Dec-07,,New York Times,Summary,,,,,,,
+A Unified Voice Argues the Case for U.S. Manufacturing,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/unified-voice-argues-case-u-s-manufacturing/docview/433556343/se-2?accountid=14586,"United States Steel, Alcoa, Goodyear and other manufacturing companies have formed an unusual alliance with the United Steelworkers, aiming to preserve and promote manufacturing in the United States.
+One of the first issues that the group, the Alliance for American Manufacturing, plans to address is how American factory owners and workers have been hurt by what the group says is the Chinese government's improper currency manipulation and industry subsidies.
+The United States has lost one-sixth of its factory jobs over the last six years because of many factors, including automation, imports and relocation overseas in search of lower-cost labor and proximity to developing markets.
+''The hemorrhaging of manufacturing jobs is hurting America down to the local level,'' said Terrence D. Straub, United States Steel's senior vice president for public policy and government affairs. ''Until and unless there is a political understanding of that -- and political attention paid to that -- our fear is much won't change and in 10 years the American manufacturing base could be gone.''
+The alliance, which plans to announce its formation today in newspaper and online advertisements, asserts that the decline of manufacturing undercuts America's long-term competitiveness, its research capabilities and its ability to produce sophisticated weapons needed for national security.
+The alliance aims to be partly a policy research organization, tackling subjects like international trade practices and what alliance officials say is inadequate enforcement of trading regulations by the American government. The group also plans to focus on health policy because of concerns that high health costs have hurt American competitiveness.
+Another focus will be energy policy; for example, the group may examine ways to produce renewable energy in a way that creates manufacturing jobs.
+''The image of manufacturing has taken a beating -- quite unfairly -- especially with the younger generation that views information technology and services as being hip and cool,'' said Scott Paul, the alliance's executive director, who used to work in the A.F.L.-C.I.O.'s industrial department. He said the group wants to ''reconnect the American people with the importance of manufacturing and what it means in their lives and what it has meant in terms of creating good, middle-class jobs.''
+The alliance is financed through labor contract provisions requiring the companies to contribute to public education and policy efforts. The alliance's other members are Allegheny Technologies, Mittal Steel and AK Steel, and participants say they hope other companies and unions will either join the alliance or cooperate with it.
+Leo W. Gerard, the president of United Steelworkers, which is based in Pittsburgh, said his union pushed to create the alliance because it believed that the National Association of Manufacturers had not been forceful enough in seeking to preserve American manufacturing jobs.
+''The fundamental reason we've formed this is we've lost three million manufacturing jobs, and there doesn't appear to be a strong pro-American manufacturing voice out there,'' said Mr. Gerard, whose union represents 800,000 steel, aluminum, rubber, paper and chemical workers. ''The so-called manufacturers' organizations that exist are part of the problem. The National Association of Manufacturers promotes the loss of manufacturing. The N.A.M. has become the voice of multinationals giving away our jobs, of setting up operations overseas.''
+Mr. Gerard asserted that the National Association of Manufacturers had not been forceful enough in challenging China's trade violations because many members of the association had operations in China and did not want to anger China's government.
+Patrick J. Cleary, a senior vice president with the National Association of Manufacturers, welcomed the formation of the alliance, but he took issue with claims that his group was not doing enough to promote and protect American manufacturing.
+''Our mission statement is, we're here to promote manufacturing in America and we're here to create a climate in America where manufacturing can not only survive, but can prosper,'' Mr. Cleary said, adding: ''We take a back seat to no one on fighting the battle on Chinese currency. We started it, we led it and we put it on the administration's radar screen.''
+Clyde V. Prestowitz Jr., president of the Economic Strategy Institute, a Washington-based policy research organization that has long promoted American industry, said of the new alliance, ''In a way, you can look at this as the last stand of American manufacturing.''
+Mr. Prestowitz, who is not working with the alliance, said the group was an outgrowth of tensions within the National Association of Manufacturers.
+''There's a civil war going on within the American manufacturing establishment,'' he said. ''It's a divide between companies that are global manufacturers and companies that are mainly U.S. manufacturers.''
+These companies have clashed over such issues as how vigorously Washington should challenge China's trade practices and whether promotion of free-trade agreements helps financial companies at the expense of its manufacturers.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Unified+Voice+Argues+the+Case+for+U.S.+Manufacturing&title=New+York+Times&issn=03624331&date=2007-04-26&volume=&issue=&spage=C.2&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 26, 2007","The alliance is financed through labor contract provisions requiring the companies to contribute to public education and policy efforts. The alliance's other members are Allegheny Technologies, Mittal Steel and AK Steel, and participants say they hope other companies and unions will either join the alliance or cooperate with it. Leo W. Gerard, the president of United Steelworkers, which is based in Pittsburgh, said his union pushed to create the alliance because it believed that the National Association of Manufacturers had not been forceful enough in seeking to preserve American manufacturing jobs. ''The fundamental reason we've formed this is we've lost three million manufacturing jobs, and there doesn't appear to be a strong pro-American manufacturing voice out there,'' said Mr. Gerard, whose union represents 800,000 steel, aluminum, rubber, paper and chemical workers. ''The so-called manufacturers' organizations that exist are part of the problem. The National Association of Manufacturers promotes the loss of manufacturing. The N.A.M. has become the voice of multinationals giving away our jobs, of setting up operations overseas.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Apr 2007: C.2.",11/15/17,"New York, N.Y.",United States US,"Greenhouse, Steven",New York Times Company,,Newspapers,433556343,"United States, New York, N.Y.",English,26-Apr-07,Alliances; Labor unions; Manufacturing,New York Times,News,,,,,,,
+Oracle Says Profit Rose 35% to Exceed Expectations,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/oracle-says-profit-rose-35-exceed-expectations/docview/433536522/se-2?accountid=14586,"Lawrence J. Ellison's three-year buying spree as chief executive of Oracle appears to be paying off.
+Oracle reported yesterday that its profit increased 35 percent during the third quarter, exceeding even management's expectations of 24 percent to 29 percent.
+The company earned $1.03 billion, or 20 cents a share, for the third quarter ended Feb. 28, compared with $765 million, or 14 cents a share, in the quarter last year.
+''The business is hitting on all cylinders,'' said Safra A. Catz, Oracle's co-president and chief financial officer, calling it the fastest growth in the third quarter in five years.
+Excluding certain expenses, Oracle would have earned 25 cents a share, beating the average forecast of 23 cents a share by analysts surveyed by Thomson Financial.
+Oracle shares gained 4.6 percent, or 81 cents, in after-hours trading, after increasing 37 cents, to close at $17.55, in regular trading on Nasdaq.
+''It was a strong quarter, there's no doubt about it,'' said Charles Di Bona, an analyst at Sanford C. Bernstein & Company. ''They recovered from last quarter very well.''
+Overall sales of new software licenses, a closely watched measure in the corporate software business, increased 27 percent, to $1.39 billion, beating the 16 percent to 22 percent growth that Oracle had forecast last quarter.
+Investors were clearly relieved that Oracle's third quarter was not a repeat of its second, when Oracle's number of new software licenses grew only 14 percent. Yesterday, Ms. Catz described the second quarter as an ''anomaly'' rather than an indication of soft demand. ''We had some execution issues out in the field,'' she said.
+The company's sales of new licenses for applications like payroll automation and inventory management grew 57 percent, to $423 million.
+But Ms. Catz said that even without the acquisition of Siebel Systems and other rivals, Oracle achieved 32 percent growth in new applications license sales during the quarter.
+Oracle's total revenue for the third quarter was $4.41 billion, a 27 percent increase from $3.47 billion last year. That topped analysts' forecast of $4.33 billion.
+Responding to rumors that the company's strong third quarter was the result of a few megadeals, Ms. Catz said that the quarter was characterized by a stream of smaller, broad-based deals.
+In the last three years, Oracle, under its founder, Mr. Ellison, has purchased more than two dozen companies, including its rivals PeopleSoft and Siebel Systems, for a total of about $20 billion.
+Just this month, Oracle, of Redwood Shores, Calif., announced plans to acquire Hyperion Solutions, a maker of software for tracking and reporting financial information, for $3.3 billion.
+Oracle executives said the company gained significant market share during the quarter, both in so-called middleware, like Web servers and content management systems, where it competes with BEA Systems of San Jose, Calif., and in the larger applications business, where it competes with SAP of Germany.
+Sounding almost gleeful, Mr. Ellison said Oracle's recent investments in its sales force were paying off.
+''SAP is still larger than Oracle in the applications business, but we're gaining on them steadily,'' Mr. Ellison told analysts.
+New license sales in the middleware business grew 82 percent, in contrast to BEA's 8 percent growth, Oracle executives said.
+''If they've got a rearview mirror, we're that big thing coming up in it,'' Ms. Catz said, referring to BEA.
+Ms. Catz said she expected new software license revenue to increase 5 percent to 15 percent in the fourth quarter, typically the company's strongest as it hurries to close deals before the end of the fiscal year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Oracle+Says+Profit+Rose+35%25+to+Exceed+Expectations&title=New+York+Times&issn=03624331&date=2007-03-21&volume=&issue=&spage=C.3&au=Flynn%2C+Laurie+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 21, 2007","Investors were clearly relieved that Oracle's third quarter was not a repeat of its second, when Oracle's number of new software licenses grew only 14 percent. Yesterday, Ms. [Safra A. Catz] described the second quarter as an ''anomaly'' rather than an indication of soft demand. ''We had some execution issues out in the field,'' she said. Ms. Catz said that even without the acquisition of Siebel Systems and other rivals, Oracle achieved 32 percent growth in new applications license sales during the quarter. Oracle executives said the company gained significant market share during the quarter, both in so-called middleware, like Web servers and content management systems, where it competes with BEA Systems of San Jose, Calif., and in the larger applications business, where it competes with SAP of Germany.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Mar 2007: C.3.",11/15/17,"New York, N.Y.",,"Flynn, Laurie J",New York Times Company,,Newspapers,433536522,"United States, New York, N.Y.",English,21-Mar-07,Company reports; Financial performance; Corporate profits; Software industry,New York Times,News,,,,,,,
+Today in Business:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/today-business/docview/433447157/se-2?accountid=14586,"ACCUSATIONS OF PRETEXTING -- At least five vocal critics of Allied Capital, which provides loans to small companies, said they were victims of pretexting, or improperly impersonating an individual to obtain confidential information. [Page C1.]
+THE SEARCH FOR OIL -- As oil consumption grows and access to most oil-rich regions becomes increasingly restricted, companies are venturing farther out into the Gulf of Mexico, drilling deeper than ever in their quest for energy. [C1.]
+L.A. TIMES EDITOR FORCED OUT -- Dean Baquet, the editor of The Los Angeles Times who defied an order from his corporate bosses to cut more jobs, was forced out of his job, shocking his newsroom just as it was gearing up to cover election returns. [C1.]
+DISTRESS IN LAGUNA BEACH -- Three years after MTV set up shop in Southern California to chronicle the lives and travails of wealthy Laguna Beach High School seniors, whose concerns appear to center chiefly on sexual encounters and fashion accessories, some residents are saying enough is enough. [A16.]
+FEDEX CANCELS AIRBUS ORDER -- FedEx canceled an order for 10 Airbus A380s, becoming the first customer to abandon the superjumbo jet after production delays. [C3.]
+OFFICIALS CLEARED IN CRASH -- A French court cleared five former aviation officials and an ex-Airbus executive of all criminal charges linked to the crash of a passenger jet in the mountains near the German border almost 15 years ago. [A4.]
+TOYOTA SET TO OVERTAKE G.M. -- Toyota Motor's profit for the last three months rose 34 percent, the company said, as it released a forecast showing that it is on track to become the world's biggest auto company as early as 2007. Toyota officials raised their sales forecast for the fiscal year ending March 2007 to 8.47 million vehicles, a forecast that would easily put it ahead of General Motors as the world's biggest carmaker. [C10.]
+AUDIT FIRMS WANT RELIEF -- The heads of the six largest audit firms in the world issued a call for relaxed liability standards, in the apparent beginning of a campaign to protect their franchise while reducing the risk that bad audits could bankrupt one or more of the firms. [C3.]
+ARREST IN BANK SALE -- A former head of the Korea Exchange Bank was arrested as prosecutors expanded an investigation into whether the bank was sold illegally to Lone Star Funds three years ago. The former president, Lee Kang-won, left, faces accusations that he helped falsify documents to overstate the precariousness of the bank's financial state and sell it for less than fair value. [C10.]
+G.M. REVISES EARNINGS -- General Motors has revised its third-quarter earnings to show that it lost $24 million less in the third quarter than previously reported because of additional loan sales by its financing subsidiary. [C3.]
+VOLKSWAGEN OUSTS CHIEF -- Volkswagen ousted its chief executive, Bernd Pischetsrieder, six months after he appeared to win an internal power struggle by signing a new contract. [C3.]
+CONSUMER BORROWING PLUMMETS -- Consumer borrowing fell in September by the most since the recession in the early 1990s, weakened by a huge drop in auto loans, a report from the Federal Reserve said. [C4.]
+POWER COMPANIES IN DEAL -- The Baldor Electric Company, which makes electric motors, drives and generators, agreed to acquire the power systems business of Rockwell Automation for $1.8 billion, mostly in cash. [C4.]
+VIDEO ADS IN REGIONAL THEATERS -- Seven major regional theaters around the country have put television screens in their lobbies to carry information and advertising, part of a move to develop a video network for advertisers. Advertising. [C6.]
+FLAT SALES AT VIVENDI -- Vivendi posted flat third-quarter sales growth, slightly below forecasts, as poor trading at its SFR mobile unit and its music business counteracted solid revenue from video games and Maroc Telecom. [C6.]
+NORTEL ANNOUNCES REVERSE SPLIT -- Nortel Networks, the telecommunications equipment maker in the midst of a prolonged restructuring, said it planned to complete a 1-for-10 reverse stock split by the end of the month. It also announced a narrowing of its quarterly loss. [C11.]
+SHARES RISE ON ELECTION -- Stocks rose for a second day on anticipation that Democrats would take control of one or both houses of Congress in yesterday's election, forestalling new regulations and curbing government spending. [C13.]
+Illustration Photo
+Graph tracks share prices of Toyota Motor A.D.R. for the week.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Today+in+Business%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2006-11-08&volume=&issue=&spage=C.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 8, 2006","FedEx canceled an order for 10 Airbus A380s, becoming the first customer to abandon the superjumbo jet after production delays. [C3.] TOYOTA SET TO OVERTAKE G.M. -- Toyota Motor's profit for the last three months rose 34 percent, the company said, as it released a forecast showing that it is on track to become the world's biggest auto company as early as 2007. Toyota officials raised their sales forecast for the fiscal year ending March 2007 to 8.47 million vehicles, a forecast that would easily put it ahead of General Motors as the world's biggest carmaker. [C10.] VOLKSWAGEN OUSTS CHIEF -- Volkswagen ousted its chief executive, Bernd Pischetsrieder, six months after he appeared to win an internal power struggle by signing a new contract. [C3.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Nov 2006: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433447157,"United States, New York, N.Y.",English,8-Nov-06,,New York Times,Summary,,,,,,,
+Today in Business:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/today-business/docview/433348029/se-2?accountid=14586,"OFFER FOR EUROPEAN MARKETS -- The New York Stock Exchange's parent took a big step toward the creation of a global marketplace by offering to acquire Euronext, the operator of five European stock and futures exchanges, for $10.2 billion in cash and shares. [Page A1.]
+THE STOCK SLUMP -- A three-year bull run in stocks has lost strength in recent weeks as concerns mount about higher inflation and slower growth. Shares fell again yesterday after sharp declines in Asia and Europe, especially on emerging markets. The Dow Jones industrial average fell 18.73 points, to 11,125.33. Market Place [C1.]
+GAS PRICE INQUIRY -- Despite suspicions among consumers about rapidly rising gasoline prices and record oil industry profits, a federal investigation has concluded that the jump at the pump over the last year has not been a result of unlawful price manipulation. [C1.]
+UNEASY TIES -- The State Department's decision to keep personal computers made by Lenovo of China off its networks that handle classified government messages and documents points to how much relations between the United States and China have become a tangled web of political, trade and security issues. [C1.]
+GOOGLE VIDEO ADS -- Google is taking its first steps to go after the huge market for television advertising with a new service that will place video commercials on the many Web sites on which it sells advertising. For now, Google isn't placing video advertising on Google.com or the other sites it runs, but it says it is considering doing so in the future. Advertising. [C3.]
+RIVALS GAIN ON VONAGE -- Vonage, which is expected to go public this week, has become synonymous with phone service over the Internet thanks to relentless marketing and low prices. But others are rapidly catching up. [C1.]
+IMMIGRATION REVISITED -- As the immigration debate boils, the halls of Congress are haunted by the failed amnesty legislation of 1986. Senators who hope to put the nation's illegal immigrants on a path to citizenship say they have learned from the past. But some members of Congress and former immigration officials fear history will repeat itself. [A20.]
+LAY TAKES STAND -- The former chief executive of Enron, Kenneth L. Lay, took the witness stand in a trial in Houston. Meanwhile, a jury from an earlier case against Mr. Lay and his co-defendant Jeffrey K. Skilling, the former Enron chief executive, deliberated for a second full day. [C3.]
+SINGAPORE CASINOS -- Next month, Singapore's government -- which under Prime Minister Lee Hsien Loong, left, has lifted a ban against casinos -- is due to choose a company to build the first of two planned resorts. The list includes some of the biggest names in Las Vegas. [C1.]
+OPTIONS INQUIRY GROWS -- Juniper Networks, F5 Networks, Openwave Systems and Brooks Automation said they were contacted by the authorities as an inquiry into executive stock option grants widened. [C7.]
+WIRELESS NETWORK -- In an ambitious proposal, a Silicon Valley company, M2Z Networks, has asked the government to give it a band of radio spectrum for a free high-speed wireless Internet network that would cover most of the country and be supported by advertising. [C3.]
+HOLLYWOOD LAW -- Three months after the indictment of Anthony Pellicano, the private eye who prosecutors say routinely wiretapped enemies of the rich and famous, the high-priced lawyers who do Hollywood's business are waking to a grim truth: the government believes they are the problem. [E1.]
+WAL-MART EXITS KOREA -- Wal-Mart Stores agreed to sell its 16 South Korean outlets to Shinsegae, a local retailer, for $882 million, becoming the latest global brand to flounder in an economy with some of the most demanding consumers. [C5.]
+EX-EXECUTIVES INDICTED -- Lance K. Poulsen, former chairman of National Century Financial Enterprises, and six other former executives were indicted on charges of plotting to defraud investors in the company, a health care finance concern that is now bankrupt. [C9.]
+LOWE'S CUTS FORECAST -- The Lowe's Companies, the home-improvement retailer, said first-quarter profit rose 44 percent on higher sales of appliances and lawn mowers, but the company cut its annual revenue forecast. Net income climbed to $841 million from $586 million in the period a year earlier. [C9.]
+ONLINE
+A DO-IT-HERSELF TREND -- In 2003, a purchaser of a kitchen cabinet was far more likely to be a man, but in 2005, such a buyer was almost as likely to be a woman. A report is at nytimes.com/business.
+THE CLASSICS -- Previous columns from Gretchen Morgenson, Joe Nocera and Floyd Norris can be found at select.nytimes.com/pages/timesselect.
+ONLINE: DEALBOOK -- A report on mergers and acquisitions, up-to-the-minute news on Wall Street and a look at the behind-the-scenes maneuvering is at nytimes.com/dealbook.
+Illustration Photo
+Graph tracks Google's share price for last week.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Today+in+Business%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=2006-05-23&volume=&issue=&spage=C.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 23, 2006","Google is taking its first steps to go after the huge market for television advertising with a new service that will place video commercials on the many Web sites on which it sells advertising. For now, Google isn't placing video advertising on Google.com or the other sites it runs, but it says it is considering doing so in the future. Advertising. [C3.] RIVALS GAIN ON VONAGE -- Vonage, which is expected to go public this week, has become synonymous with phone service over the Internet thanks to relentless marketing and low prices. But others are rapidly catching up. [C1.] LAY TAKES STAND -- The former chief executive of Enron, Kenneth L. Lay, took the witness stand in a trial in Houston. Meanwhile, a jury from an earlier case against Mr. Lay and his co-defendant Jeffrey K. Skilling, the former Enron chief executive, deliberated for a second full day. [C3.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 May 2006: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433348029,"United States, New York, N.Y.",English,23-May-06,,New York Times,Summary,,,,,,,
+Shares Drop as Confidence Sags and Estimates Fall Short,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shares-drop-as-confidence-sags-estimates-fall/docview/433027933/se-2?accountid=14586,"Stocks declined yesterday after consumer confidence slipped to a five-month low and earnings from companies including Lexmark International and DuPont trailed analysts' estimates.
+The Standard & Poor's 500-stock index lost 10.36 points, or 0.9 percent, to 1,151.74. The Dow Jones industrial average retreated 91.34, or 0.9 percent, to 10,151.13. The Nasdaq composite index declined 23.34 points, or 1.2 percent, to 1,927.44.
+The Conference Board's index of consumer sentiment dropped to 97.7 in April, its lowest since November, amid record gasoline prices and doubts about job prospects. Also, a government report showed home sales climbed to a record.
+''The data is conflicting enough about whether the economy is slowing or inflation is abating that I think the market is in a holding pattern,'' said Jack White, director of research at Todd Investment Advisers in Louisville, Ky., which helps manage $3.5 billion.
+Concerns about slowing growth and rising interest rates have left benchmark indexes down for the year. The S.&P. 500, which last week set a 2005 low, has retreated 5 percent.
+Almost 10 stocks fell for every 3 that rose yesterday on the New York Stock Exchange. Some 1.56 billion shares changed hands on the Big Board, 2.5 percent less than the three-month daily average.
+Lexmark, the maker of printers, slumped $11.05, or 14 percent, to $67.70. The company said it had first-quarter earnings, excluding some items, of 99 cents a share, missing the $1.03 average estimate in a Thomson Financial survey.
+Hewlett-Packard, Lexmark's larger rival, fell 63 cents, to $20.47. The 3 percent drop was the second-biggest in the Dow average.
+DuPont, the chemical manufacturer, lost $1.55, to $47.03. The 3.2 percent decline was the steepest in the Dow average. First-quarter profit was 96 cents a share, less than the average analyst estimate of $1.01 in a Thomson poll.
+An S.&P. 500 gauge of materials shares declined 1.9 percent, the biggest drop among 10 industry groups, amid concern that slowing economic growth may curb demand for raw materials.
+U.S. Steel lost $1.91, to $44.51, erasing a 3.8 percent gain ignited by its better-than-expected earnings. The company said domestic prices would fall this quarter and earnings would decline in Europe because of rising raw material costs.
+Rockwell Automation, the world's largest maker of factory controls, fell $8.38, or 15 percent, to $48. The company said it had fiscal second- quarter profit, excluding some items, of 61 cents a share, 5 cents less than the average analyst estimate in a Thomson poll.
+Homebuilders' shares were helped by a Commerce Department report showing that new-home sales unexpectedly increased to the highest level on record. D.R. Horton added 28 cents, to $30.36. Hovnanian Enterprises rose 88 cents, to $50.90.
+Not all earnings reports trailed analysts' estimates. Altera, a maker of programmable chips, rose $1.35, to $20.60, after it reported first-quarter net income of 17 cents a share on sales of $264.8 million. Analysts had expected profit of 15 cents and revenue of $263.7 million.
+Genentech shares jumped $3.12, to $72.55. The company, citing two government studies, said its Herceptin breast-cancer medicine cut the risk of relapse among women newly diagnosed with an aggressive form of the disease.
+Treasury prices fell yesterday. By late in the day, the price of the benchmark 10-year note dropped 4/32, to 97 28/32, and the yield, which moves in the opposite direction of the price, rose to 4.26 percent, from 4.25 percent on Monday.
+Here are the results of yesterday's Treasury auction of five-year inflation-protected notes and four-week bills:
+(000 omitted in dollar figures)
+High Price: 99.624High Yield: 1.200
+Low Yield: 1.100
+Median Yield: 1.149
+Accepted at low price: 67%
+Total applied for: $16,909,591
+Accepted: $9,000,004
+Noncompetitive: $77,841
+Interest set at: 7/8%",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Shares+Drop+as+Confidence+Sags+and+Estimates+Fall+Short&title=New+York+Times&issn=03624331&date=2005-04-27&volume=&issue=&spage=C.9&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 2005","The Standard & Poor's 500-stock index lost 10.36 points, or 0.9 percent, to 1,151.74. The Dow Jones industrial average retreated 91.34, or 0.9 percent, to 10,151.13. The Nasdaq composite index declined 23.34 points, or 1.2 percent, to 1,927.44. Lexmark, the maker of printers, slumped $11.05, or 14 percent, to $67.70. The company said it had first-quarter earnings, excluding some items, of 99 cents a share, missing the $1.03 average estimate in a Thomson Financial survey. DuPont, the chemical manufacturer, lost $1.55, to $47.03. The 3.2 percent decline was the steepest in the Dow average. First-quarter profit was 96 cents a share, less than the average analyst estimate of $1.01 in a Thomson poll.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 2005: C.9.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433027933,"United States, New York, N.Y.",English,27-Apr-05,Dow Jones averages; Stock prices,New York Times,News,,,,,,,
+"PeopleSoft, Unfazed, Announces 5-Year Pact With I.B.M.","New York Times, Late Edition (East Coast); New York, N.Y.",2004,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/peoplesoft-unfazed-announces-5-year-pact-with-i-b/docview/432858282/se-2?accountid=14586,"PeopleSoft announced a broad partnership with I.B.M. on Tuesday, in an attempt to show that it is moving forward aggressively despite the turmoil created by Oracle's $7.7-billion hostile takeover bid.
+PeopleSoft's chief executive, Craig Conway, told more than 11,000 corporate customers gathered for its annual user convention that the deal with I.B.M. would help PeopleSoft customers adapt to changing technology. The deal, which has been in the works for several months, calls for a combined investment by the two companies of at least $1 billion over the next five years.
+Since Oracle began its takeover effort in June 2003, Mr. Conway has said that the move was causing some customers to consider not buying PeopleSoft products, a situation that the company estimates has cost it more than $1 billion in lost revenue. The I.B.M. deal seemed intended to let customers know that PeopleSoft was moving ahead in spite of all this.
+The appearance was Mr. Conway's first in public since a federal judge in San Francisco ruled last Thursday against blocking Oracle's offer for PeopleSoft, the second-largest supplier of business automation software for corporations. The ruling removed a major obstacle to what could be the largest -- and perhaps the most acrimonious -- merger in software history. The Justice Department, which sued Oracle more than a year ago in an effort to block the deal, has not yet announced whether it will appeal.
+''This year has sort of been like hearing beautiful music on a radio station with a lot of static,'' Mr. Conway said in an interview after the announcement Tuesday.
+He told customers that the last 15 months had been ''a bad dream,'' but that PeopleSoft was determined to fight off Oracle. The struggle, he said, ''has stretched our resources and challenged our values, but we didn't give up and we're not going to give up.''
+The partnership with I.B.M., which the companies say they will conclude in the fourth quarter, will help PeopleSoft make it easier for customers trying to tie together disparate software systems. PeopleSoft will provide the applications programs that customers interact with, while I.B.M. will provide the underlying technology.
+Customers will also be able to choose alternate technology from Microsoft, BEA or others in place of the I.B.M. software. Mr. Conway said the agreement grew out of a deal that was already in the works when PeopleSoft purchased the software maker J.D. Edwards in July 2003.
+Charles DiBona, an analyst with Sanford C. Bernstein & Company, said that the agreement was a fairly routine technology deal and that its significance would not be apparent until more details were available.
+''People like road maps,'' Mr. DiBona said, ''and that's what this is.'' Customers who want to take a different direction will simply do so, he said.
+Earlier on Tuesday, Oracle criticized PeopleSoft for a recent decision to increase severance pay for its employees, accusing it of reducing shareholder value.
+Mr. Conway defended the move, calling it ''a natural reaction to the higher state of anxiety due to the court decision.'' He said that the rise in severance pay actually increased the value of the company because it encouraged PeopleSoft employees to stay during a difficult time.
+''We're protecting our key asset,'' Mr. Conway said, ''which is very common during a takeover.''
+Pat Ainsworth, a technology manager at the University of Vermont who was attending the conference on Tuesday, said that just two months ago the university decided to buy PeopleSoft products after also considering products from SAP and Oracle.
+''I don't see it as something to drive me to products I don't prefer,'' Ms. Ainsworth said of the Oracle bid.
+She added that the university was persuaded by PeopleSoft's customer assurance program, which provides refunds several times the value of a product if a takeover by Oracle were to leave PeopleSoft products unsupported.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PeopleSoft%2C+Unfazed%2C+Announces+5-Year+Pact+With+I.B.M.&title=New+York+Times&issn=03624331&date=2004-09-22&volume=&issue=&spage=C.9&au=Flynn%2C+Laurie+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 22, 2004","PeopleSoft's chief executive, Craig Conway, told more than 11,000 corporate customers gathered for its annual user convention that the deal with I.B.M. would help PeopleSoft customers adapt to changing technology. The deal, which has been in the works for several months, calls for a combined investment by the two companies of at least $1 billion over the next five years. Since Oracle began its takeover effort in June 2003, Mr. Conway has said that the move was causing some customers to consider not buying PeopleSoft products, a situation that the company estimates has cost it more than $1 billion in lost revenue. The I.B.M. deal seemed intended to let customers know that PeopleSoft was moving ahead in spite of all this. The partnership with I.B.M., which the companies say they will conclude in the fourth quarter, will help PeopleSoft make it easier for customers trying to tie together disparate software systems. PeopleSoft will provide the applications programs that customers interact with, while I.B.M. will provide the underlying technology.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Sep 2004: C.9.",11/15/17,"New York, N.Y.",,"Flynn, Laurie J",New York Times Company,,Newspapers,432858282,"United States, New York, N.Y.",English,22-Sep-04,Joint ventures; Software industry; Hostile takeovers,New York Times,News,,,,,,,
+G.E. Union Warns of Strike Over Health Care Increases,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-union-warns-strike-over-health-care-increases/docview/432398902/se-2?accountid=14586,"General Electric's largest union, which staged a two-day walkout over health benefits in January, threatened to go on strike again next month as it began negotiations yesterday for a new contract covering 14,000 workers.
+With General Electric pushing to increase employee contributions toward health coverage, union leaders said they might call a strike if G.E., one of the world's most profitable companies, pressed too hard on the issue.
+''The significance of these negotiations is the health care issue,'' said Ed Fire, president of the International Union of Electronic Workers-Communications Workers of America. ''People are watching whether one of the very richest corporations on earth will force its workers to pay higher health care costs.''
+In an interview, Mr. Fire said many unions and companies were closely following how his union and G.E. resolved the issue of fast-rising health care costs, widely viewed as the principal issue in labor negotiations nationwide.
+Officials with the company and with the union said the other main issues in the talks, which began yesterday at a hotel in Midtown Manhattan, were pensions and job security. Mr. Fire said the union wanted a substantial raise, higher pensions and several measures that would preserve union jobs while making it easier for the union to organize nonunion G.E. workers. The union's membership at the company has fallen from 88,500 in 1969, a result of automation, downsizing and moving operations abroad.
+The contract for the union and a second one, the United Electrical Radio and Machine Workers of America, representing nearly 3,000 employees, expires on June 25.
+Gary Sheffer, G.E.'s chief spokesman, acknowledging that this round of negotiations could be difficult, said the union should dampen its expectations.
+''We're in the worst economy in about 10 years,'' Mr. Sheffer said in a telephone interview. ''This is not a time for unreasonable expectations or demands or breakthroughs on either side.''
+What worries the unions most is the company's demand for concessions on health coverage. Differences over that issue caused a two-day strike at 48 locations in 23 states in January when the two unions protested G.E.'s decision to exercise its option in midcontract to raise co-payments for doctors, hospitals and drugs. The company said the increased costs came to $200 a year per employee, with employees averaging $22 an hour.
+G.E. officials said the company's health costs increased to $1.4 billion last year, from $965 million in 1999, an increase of 45 percent. The cost of health care per worker will rise to $6,500 this year, from $4,140 in 1999, the company said.
+''The company has absorbed more than 90 percent of that increase,'' Mr. Sheffer said. ''We ask our employees to share a modest part of that.''
+Union leaders say it is unfair for the company to ask its workers to shoulder 30 percent of health care costs, up from 19 percent at present. Mr. Fire said that G.E., which had $15.1 billion in profits last year, could easily pay the increased costs itself because its profits last year exceeded $45,000 per worker.
+''If General Electric continues to insist that I.U.E.-C.W.A. members accept the massive concessions in health care cost shifting G.E. has talked about, our members are prepared and will strike,'' Mr. Fire said at the bargaining session. ''Forcing our active and retired members to absorb 30 percent of the cost of health care is pie in the sky. That won't happen. Not without Armageddon.''
+Mr. Fire said it was unfair for G.E. to demand higher health contributions when its top five officials earned a total of $62.5 million last year.
+But Mr. Sheffer said: ''I think all G.E. employees recognize that they're going to have to pay more for health care. It's what we and many other companies are facing.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.+Union+Warns+of+Strike+Over+Health+Care+Increases&title=New+York+Times&issn=03624331&date=2003-05-20&volume=&issue=&spage=A.23&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 2003","''If General Electric continues to insist that I.U.E.-C.W.A. members accept the massive concessions in health care cost shifting G.E. has talked about, our members are prepared and will strike,'' Mr. Fire said at the bargaining session. ''Forcing our active and retired members to absorb 30 percent of the cost of health care is pie in the sky. That won't happen. Not without Armageddon.'' What worries the unions most is the company's demand for concessions on health coverage. Differences over that issue caused a two-day strike at 48 locations in 23 states in January when the two unions protested G.E.'s decision to exercise its option in midcontract to raise co-payments for doctors, hospitals and drugs. The company said the increased costs came to $200 a year per employee, with employees averaging $22 an hour.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 2003: A.23.",11/15/17,"New York, N.Y.",,"Greenhouse, Steven",New York Times Company,,Newspapers,432398902,"United States, New York, N.Y.",English,20-May-03,Labor negotiations; Employee benefits; Health insurance,New York Times,News,,,,,,,
+Rise in Mining Deaths Prompts Political Sparring,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/rise-mining-deaths-prompts-political-sparring/docview/432119236/se-2?accountid=14586,"The accident that has trapped nine miners in Western Pennsylvania comes after coal mining deaths across the nation have climbed for three years in a row.
+With the number of such deaths rising to 42 last year from 29 in 1998, the mine workers' union and Democratic lawmakers have said that lax enforcement by the Bush administration is partly to blame for the increase.
+Concerned about this increase, the Senate Labor Subcommittee on Employment, Safety and Training held a mine-safety hearing two weeks ago in which Senator Edward M. Kennedy, Democrat of Massachusetts, said the administration's enforcement record was ''dismal.''
+The subcommittee's chairman, Senator Paul Wellstone, Democrat of Minnesota, said in an interview, ''In the last several years, the trend is the coal mine fatalities are going up and enforcement is going down.''
+Mr. Wellstone criticized President Bush for proposing a 6 percent cut in next year's budget for the Mine Safety and Health Administration even as deaths were rising.
+The Bush administration's chief official on mine safety, David D. Lauriski, defended the administration's enforcement record and noted that the number of coal deaths was far lower than in decades past.
+The 42 deaths in 2001 were far below the 153 in 1981 and 294 in 1961. In fact, in every year from 1900 to 1945, the number of coal mining deaths exceeded 1,000, and in many years there were more than 2,000.
+The sharp drop, industry officials say, has been caused by increased automation, tougher laws, a sharp decline in the number of miners and the shift from underground mining to surface mining.
+Mr. Lauriski said the rise in deaths since 1998 was worrisome, but he noted that this upward trend began before President Bush took office. He also noted that overall mining deaths, including not just coal, but metals and other minerals as well, fell to their lowest level last year -- 72 -- since the government began keeping such records a century ago.
+Much of the focus is on coal mining deaths because most unionized miners are in the coal industry and their union, the United Mine Workers of America, still has a powerful voice.
+Joseph Main, the union's director of safety and health, accused the administration of cozying up to the industry. Mr. Lauriski acknowledged that the Bush administration had taken a less adversarial approach than the Clinton administration by putting more resources into educating miners and mining companies and advising executives on how to comply with safety laws.
+''What we saw when this administration got here was the rate of progress in reducing fatalities had slowed,'' Mr. Lauriski said. ''We thought you need to look at other tools beyond just enforcement. But we've never said anything about less enforcement, but about using other tools we're provided with, like education and training.''
+As evidence that the administration has not slacked on enforcement, Mr. Lauriski said the number of citations issued was higher in 2001 than the previous year. He also defended the proposed budget cuts, noting that the nation has 60 percent fewer coal mines than in 1985.
+But officials in the miners union said those citations were often for minor matters and small amounts of money.
+The union often says that all this cooperation between the government and industry has led to less enforcement. In particular, union officials and Senator Wellstone accused the Bush administration of being lax in enforcement regarding the Jim Walters Resources mine in Brookwood, Ala., 55 miles southwest of Birmingham, where 13 miners died last September in an explosion. At the time, the mine had 31 outstanding violations, and government inspectors had not returned to determine whether they had been corrected.
+''The tragedy in Alabama has raised concerns about whether the administration should be taking an approach with stiffer fines and enforcement,'' Mr. Main said.
+Last year Alabama led the nation in coal mining deaths with 14, while West Virginia had 13. In Kentucky, there were 5 deaths, and Indiana, Ohio and Virginia each had 2. Arkansas, Illinois, Pennsylvania and Texas each had one.
+Chart ''BY THE NUMBERS -- Dangerous Work''
+Though the number of coal mining fatalities has increased in recent years, the number is much lower than in past decades. Fatalities include both underground and surface deaths.
+Graphs track coal mining fatalities and number of coal miners and workers* from 1970 through 2000.
+*Office workers included starting in 1973.
+(Source: Mine Safety and Health Administration)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Rise+in+Mining+Deaths+Prompts+Political+Sparring&title=New+York+Times&issn=03624331&date=2002-07-26&volume=&issue=&spage=A.14&au=Greenhouse%2C+Steven&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 26, 2002","The [Bush] administration's chief official on mine safety, David D. Lauriski, defended the administration's enforcement record and noted that the number of coal deaths was far lower than in decades past. Mr. Lauriski said the rise in deaths since 1998 was worrisome, but he noted that this upward trend began before President Bush took office. He also noted that overall mining deaths, including not just coal, but metals and other minerals as well, fell to their lowest level last year -- 72 -- since the government began keeping such records a century ago. The union often says that all this cooperation between the government and industry has led to less enforcement. In particular, union officials and Senator [Paul Wellstone] accused the Bush administration of being lax in enforcement regarding the Jim Walters Resources mine in Brookwood, Ala., 55 miles southwest of Birmingham, where 13 miners died last September in an explosion. At the time, the mine had 31 outstanding violations, and government inspectors had not returned to determine whether they had been corrected.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 July 2002: A.14.",11/15/17,"New York, N.Y.",United States US,"Greenhouse, Steven",New York Times Company,,Newspapers,432119236,"United States, New York, N.Y.",English,26-Jul-02,Coal mining; Occupational accidents; Fatalities; Congressional hearings,New York Times,News,,,,,,,
+Shares Fall on Concerns About Technology and Mideast,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shares-fall-on-concerns-about-technology-mideast/docview/432065374/se-2?accountid=14586,"Technology stocks dragged Wall Street lower yesterday after Goldman, Sachs voiced caution on big technology names like Microsoft. Worry about soaring oil prices amid escalating Middle East violence added to the pressure.
+''It continues to show the nervousness in the market because we are still susceptible to negative news; bull markets are not,'' said Michael Farr, president of Farr, Miller & Washington, which manages about $200 million. ''The Middle East continues to be a dark cloud over the market. The fear is of a widespread conflict.''
+The Nasdaq composite index declined 58.22 points, or 3.1 percent, to 1,804.40. It was the lowest close since March 1.
+The Dow Jones industrial average fell 48.99 points, or 0.5 percent, to 10,313.71. The broader Standard & Poor's 500-stock index decreased 9.78 points, or 0.9 percent, to 1,136.76.
+Software and semiconductor issues lost ground after Goldman, Sachs cut Microsoft and dropped sales forecasts for two other technology behemoths, I.B.M. and Sun Microsystems, sending their stocks sharply lower.
+Goldman reduced its fiscal 2003 earnings estimate for Microsoft, saying the economic recovery is taking longer to gain traction in the technology industry. Shares of Microsoft slumped $3.08, or 5.1 percent, to $57.30.
+I.B.M., a Dow stock, fell $1.85, to $101.01. Sun lost 58 cents, or 6.1 percent, to $8.94.
+Crude prices rose on both sides of the Atlantic. Shares of oil companies, however, rallied along with oil prices. If the higher prices are sustained, the trend will translate into higher earnings for these companies.
+Volume was light, with about 1.19 billion shares changing hands on the New York Stock Exchange. On the Nasdaq, about 1.7 billion shares were traded.
+PeopleSoft, the business automation software maker, plunged $12.21, or 32.7 percent, to $25.16, after saying it expects first-quarter earnings to miss previous forecasts as companies sharply cut technology spending.
+''The PeopleSoft announcement, the situation in the Middle East and Goldman, Sachs trimming estimates on a bunch of techs'' are the theme of the day, said Peter Boockvar, equity strategist for Miller Tabak & Company.
+Broadvision Inc. declined 25 cents, or 14.5 percent, to $1.47, on the Nasdaq after the company, a Web software maker, said it had restated and revised quarterly and annual numbers.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Shares+Fall+on+Concerns+About+Technology+and+Mideast&title=New+York+Times&issn=03624331&date=2002-04-03&volume=&issue=&spage=C.11&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 3, 2002","Software and semiconductor issues lost ground after Goldman, Sachs cut Microsoft and dropped sales forecasts for two other technology behemoths, I.B.M. and Sun Microsystems, sending their stocks sharply lower. Price: 99.864High Rate: 1.750Coupon Yield: 1.775Low Rate: 1.700Median Rate: 1.735Total applied for: $42,196,635Accepted: $21,051,487Noncompetitive: $32,294The four-week bills mature May 1. shows stocks with large price percentage gains and losses for the day. (Compiled from staff reports, The Associated Press, Blomberg News, Dow Jones, Reuters); ''The Favorites'' lists stocks held by largest number of accounts at Merrill Lynch. (Compiled from staff reports, The Associated Press, Bloomberg News, Bridge News, Dow Jones, Reuters)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Apr 2002: C.11.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,432065374,"United States, New York, N.Y.",English,3-Apr-02,Stock prices; Dow Jones averages,New York Times,News,,,,,,,
+Supercomputing and Business Move Closer,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/supercomputing-business-move-closer/docview/431990534/se-2?accountid=14586,"A worldwide computing project known as grid, whose long-term vision is to bring the power of supercomputing to individuals, is taking a step out of the laboratory and into the commercial mainstream.
+In a paper that was presented yesterday at a conference in Toronto, four computer scientists laid out a plan for marrying their grid technology for distributed computing with so-called Web services -- the technical standards that major computer companies are betting on to deliver a new generation of offerings on the Internet.
+Web services promise a new level of computerized automation and convenience to companies and consumers over the Internet, all made possible by special software. A Web service application might, for example, enable a company's inventory database to talk to a supplier's for automatic reordering. Another application might allow an individual's personal calendar to communicate with the appointment database of a doctor to automatically schedule a checkup.
+The grid technology has grown up over the last few years mainly in government supercomputer centers and university laboratories. The notion of computing power as an electricity-like utility, available anytime and anywhere, has long been pursued. The grid, which takes its name from the utility analogy, is a computing concept that first surfaced in the 1950's. And computer time-sharing -- fashionable both intellectually and on Wall Street in the 1960's -- was an earlier incarnation of the distributed computing vision that the grid's advocates are chasing.
+Yet continuing advances in processing power, network capacity and software, the grid scientists say, have finally brought the long-sought ideal of distributed computing within reach. A comparatively simple, but well-known distributed computing application is the SETI@home program, begun in 1999, which harnesses the power of millions of personal computers to seek signs of extraterrestrial intelligence.
+The grid researchers in the labs have used their technology to enable far-flung groups of scientists to collaborate on complex projects that require lots of computing firepower including climate modeling, high-energy physics, genetic research and earthquake simulations.
+The software that has allowed the sharing of computing resources and information in scientific grid programs is called Globus, a software development project that uses the open-source model, in which programmers from around the world freely share ideas, code and bug fixes.
+Still, the grid technology has been tailored to only specialized scientific applications so far. The paper, presented at the Global Grid Forum in Toronto, laid out a technical framework for taking the grid technology squarely into the more commercial world of Web services. These Web services are based on a series of industry-standard protocols -- XML, SOAP, WDSL and UDDI -- for describing, identifying and communicating data over the Web.
+The paper's title was ''The Physiology of the Grid: An Open Grid Services Architecture for Distributed Systems Integration.'' It defined, in the language of Web services, how to build Web service applications that can flourish in the distributed computing environment of the grid.
+Draft versions of the paper have been on the Web for weeks, seeking comments from the academic and corporate research communities. The Globus project -- led by Ian Foster, a senior scientist at the Argonne National Laboratory in Chicago, and Carl Kesselman, director of the center for grid technologies at the University of Southern California's Information Sciences Institute -- has welcomed and encouraged the research contribution and financial support of computer companies.
+An I.B.M. researcher, Jeffrey M. Nick, was one of four authors of the grid paper, along with Mr. Foster, Mr. Kesselman and Steven Tuecke, a scientist at the Argonne lab.
+I.B.M. and Microsoft, along with three specialist companies, Platform Computing, Entropia and Avaki, are expected to announce their support for the grid architecture to integrate Web services. Other companies are expected to follow their lead.
+''The emerging commercial support is going to accelerate the process of moving grid technologies out of the lab and into the mainstream,'' said Mr. Foster of the Argonne lab.
+The long-range goal, Mr. Foster explained, is ''to transform the use of computing by putting in place concepts, infrastructure, and tools that can enable resource sharing on a large scale.''
+The established companies are supporting the Globus software project for different business reasons. I.B.M., for example, has embraced the major open-source efforts like the Linux operating system, in part to undermine rivals with strong operating system businesses, Microsoft and Sun Microsystems.
+For Microsoft, the business motivation is more complicated. Globus is an open-source project, whose software in research labs often runs on computers using Linux, a competitor to Microsoft's Windows. But Microsoft sees its future as increasingly dependent on the rise of Web services, whose communications protocols allow the software of many vendors to share data and interoperate.
+So, Microsoft executives say, they see the grid as creating a larger software ''ecosystem'' -- or market, in business terms -- in which Microsoft offerings can thrive.
+Photograph Ian Foster, a scientist at the Argonne National Laboratory, leads the Globus project. The software allows programmers to share resources. (Steve Kagan)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Supercomputing+and+Business+Move+Closer&title=New+York+Times&issn=03624331&date=2002-02-19&volume=&issue=&spage=C.2&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 19, 2002","The grid technology has grown up over the last few years mainly in government supercomputer centers and university laboratories. The notion of computing power as an electricity-like utility, available anytime and anywhere, has long been pursued. The grid, which takes its name from the utility analogy, is a computing concept that first surfaced in the 1950's. And computer time-sharing -- fashionable both intellectually and on Wall Street in the 1960's -- was an earlier incarnation of the distributed computing vision that the grid's advocates are chasing. Draft versions of the paper have been on the Web for weeks, seeking comments from the academic and corporate research communities. The Globus project -- led by Ian Foster, a senior scientist at the Argonne National Laboratory in Chicago, and Carl Kesselman, director of the center for grid technologies at the University of Southern California's Information Sciences Institute -- has welcomed and encouraged the research contribution and financial support of computer companies. An I.B.M. researcher, Jeffrey M. Nick, was one of four authors of the grid paper, along with Mr. Foster, Mr. Kesselman and Steven Tuecke, a scientist at the Argonne lab.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Feb 2002: C.2.",11/15/17,"New York, N.Y.",Toronto Ontario Canada,"Lohr, Steve",New York Times Company,,Newspapers,431990534,"United States, New York, N.Y.",English,19-Feb-02,Supercomputers; Software; Internet; Computer programming; Conferences,New York Times,News,,,,,,,
+"Now, Hitting 'Save' Is Not Enough","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/now-hitting-save-is-not-enough/docview/431926786/se-2?accountid=14586,"IN the aftermath of Sept. 11, job No. 1 for most information technology managers outside the World Trade Center neighborhood was to make sure their operations were functioning normally. But it did not take long before they began to assess the business lessons of that horrific day. In most cases, their analyses included a re-examination of which data should be stored, how it should be kept and whether plans for retrieving it were adequate.
+''We estimate that 25 to 30 percent of our customers are going to end up changing what they do in some way,'' said Gary Francis, the general manager of automated tape products for StorageTek, which makes disk and tape storage systems and is in Louisville, Colo.
+The first wave of changes has involved simply backing up critical data more frequently, said Kevin Coyne, the director of business operations for Sun Microsystems. But many of Sun's customers are also rushing to thoroughly inventory the many types of data they create and reconsider what is critical, he added.
+Data management experts say that big companies are not likely to make sweeping changes before next year because comprehensive data policy reviews take weeks to finish. If reviews point to a significant shift -- buying new equipment to duplicate data at distant recovery sites, for example -- efforts to fix these problems can drag on for months.
+Therefore, those companies that are already revising their practices tend to be small. The first to do so also include a few larger businesses that had been weighing changes to systems they had installed in the late 1990's to head off disruptions associated with computers mishandling year 2000 dates, according to vendors and consultants.
+''Almost everybody has a backup strategy, but they aren't always well implemented,'' said Adam Couture, an analyst who is based in Lowell, Mass., and works for the Gartner Group, an information technology consulting firm.
+Computer consultants say that although the economic slowdown has reduced investments in new data-storage equipment, data-management reviews have risen this year. Despite the scrutiny that data received during the year 2000 overhaul, many practices have become obsolete. This is because databases have grown in size and diversity through the expansion of e-mail, digital forms of entertainment and e-business. Likewise, computer users have more data storage and recovery options.
+A growing number of computer users are handing over their data storage and management needs to companies like I.B.M., Electronic Data Services and Storage Networks. These vendors manage networks of storage equipment at big data centers. Many companies also ''mirror'' critical data, a process that simultaneously stores new data, as it is generated, on computers in two different locations. That way, business can continue if one computer is knocked out.
+At the lower end of the market, companies that back up their computers on tape have a growing number of businesses they can turn to for off-site storage and duplication of their records. Another alternative, sometimes combined with tape storage, is to send crucial files automatically over secure Internet lines to storage service providers.
+Automation is a common theme in many new services. Most data storage currently involves transferring data from disks to tapes and manually collecting and storing the tapes. Such jobs often fall to administrative employees rather than information technology specialists, and it is not uncommon for glitches to occur, thus preventing companies from making reliable backups as frequently as their policies require.
+The Sept. 11 attacks appear to have stimulated interest in some of the newer services.
+''Business is up 50 or 60 percent since Sept. 11,'' said Bud Stoddard, the founder and chief executive of Amerivault, a Waltham, Mass., start-up that allows computer users to back up files over the Internet. ''People are calling us, we're not calling them.''
+The calls to Amerivault, which focuses on data kept on work stations and servers that deal with small networks of desktop computers, reflect the nature of most of the data that was lost on Sept. 11.
+The attacks had little effect on mainframe computer operations for banks and other large businesses. Commercial real estate in the World Trade Center neighborhood is so expensive that most large companies there moved their main computer operations elsewhere long ago.
+Companies in the area were also early users of mirroring technology. As a result, the speed with which companies were back in business after the attacks depended largely on how fast workers were relocated, not on the availability of their mainframe computer data.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Now%2C+Hitting+%27Save%27+Is+Not+Enough&title=New+York+Times&issn=03624331&date=2001-11-05&volume=&issue=&spage=G.8&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,G,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 5, 2001","Computer consultants say that although the economic slowdown has reduced investments in new data-storage equipment, data-management reviews have risen this year. Despite the scrutiny that data received during the year 2000 overhaul, many practices have become obsolete. This is because databases have grown in size and diversity through the expansion of e-mail, digital forms of entertainment and e-business. Likewise, computer users have more data storage and recovery options. A growing number of computer users are handing over their data storage and management needs to companies like I.B.M., Electronic Data Services and Storage Networks. These vendors manage networks of storage equipment at big data centers. Many companies also ''mirror'' critical data, a process that simultaneously stores new data, as it is generated, on computers in two different locations. That way, business can continue if one computer is knocked out. At the lower end of the market, companies that back up their computers on tape have a growing number of businesses they can turn to for off-site storage and duplication of their records. Another alternative, sometimes combined with tape storage, is to send crucial files automatically over secure Internet lines to storage service providers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Nov 2001: G.8.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,431926786,"United States, New York, N.Y.",English,5-Nov-01,Information storage; Information management; Back up systems,New York Times,Feature,,,,,,,
+Monitoring of Judiciary Computers Is Backed,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspape rs/monitoring-judiciary-computers-is-backed/docview/431823801/se-2?accountid=14586,"A special committee of federal judges has recommended the wide-scale monitoring of all the computers used in the judicial branch, over the objections of judges who regard the practice as a privacy violation.
+The Judicial Conference of the United States, the body that has final say on how the judicial branch administers itself, is to vote on the committee's recommendation at a Washington meeting on Sept. 11.
+The vote stems from a conflict that has been simmering since this spring. At issue is whether it is legal and ethical for officials in Washington to check to see if any of the judiciary's 30,000 employees, among them nearly 900 active judges and hundreds of semiretired ones, use their computers for pornography, streaming video or music.
+In May, a council of trial and appellate judges in the federal judiciary's Ninth Circuit, encompassing nine Western states, was so angered after learning that the computers there were being monitored by the administrators in Washington that it ordered the monitoring program disabled. The Administrative Office of the Courts, the Washington office that conducted the monitoring, said in response that those judges had acted irresponsibly, because disabling the software might have exposed the judiciary's closed computer system to unauthorized outsiders.
+The Administrative Office of the Courts today distributed recommendations on the issue by the special committee, a panel on automation and technology that is made up of 14 federal judges.
+The committee, headed by Edwin L. Nelson, a district judge in Birmingham, Ala., proposed policy changes that would essentially affirm the right of the court administrators in Washington to monitor all computers for pornography, music and streaming video. The main proposal is that the judiciary adopt at its Sept. 11 meeting a policy, already in effect throughout much of the executive branch, requiring that all employees be given notice before they use an office computer that they forfeit a right to privacy while doing so, in that they may be monitored.
+The dispute is emblematic of uncertainty over how far employers, both public and private, may go in checking on their employees' computer use. The Supreme Court has never ruled directly on the issue, and one federal judge has warned that some monitoring programs, including the one in use at the courts, could be illegal, partly because of the current lack of notification.
+Asked for his reaction to the committee's recommendations, that judge, Alex Kozinski, who sits on the appeals court for the Ninth Circuit, said he believed them misguided.
+''My biggest concern is that signing off on these proposals opens the field to allow monitoring of every keystroke and basically makes an individual's computer an open book,'' Judge Kozinski said. ''I don't think its appropriate for us to be forcing employees to give up rights wholesale without showing any need. If we did this with telephones, people would be outraged.''
+Moreover, he argued, federal judges' endorsement of monitoring in their own offices could color how they later decide privacy cases.
+''We are going to have to rule on the legality of this,'' he said, ''because employers all over the country are doing this.''
+Judge Kozinski is among judges who say they will try to persuade the Judicial Conference to set aside the proposals rather than vote on them on Sept. 11.
+The conference has 27 members and is headed by Chief Justice William H. Rehnquist; the other members are the chief judges of the 13 appellate circuits and a district judge from each circuit. Chief Justice Rehnquist himself has said nothing publicly about the matter, but judiciary officials say he has expressed impatience with those who object to the monitoring program.
+The federal judiciary uses a closed computer system to allow judges and others to communicate internally. The network is protected by an electronic fire wall designed to block outsiders from gaining access.
+But to allow the users, from judges to clerk-typists, to gain access to the Internet, the system has three authorized gateways, in New Orleans, San Francisco and Washington. The Administrative Office of the Courts installed its monitoring software on those gateways in 1999. The judges of the Ninth Circuit learned of the monitoring in March, and in May they disabled the software on the gateway in San Francisco, where their circuit is based.
+The software was later restored to detect efforts at hacking, but without the program that screens for uses like music, gambling and pornography.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Monitoring+of+Judiciary+Computers+Is+Backed&title=New+York+Times&issn=03624331&date=2001-08-14&volume=&issue=&spage=A.13&au=Lewis%2C+Neil+a&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 2001","In May, a council of trial and appellate judges in the federal judiciary's Ninth Circuit, encompassing nine Western states, was so angered after learning that the computers there were being monitored by the administrators in Washington that it ordered the monitoring program disabled. The Administrative Office of the Courts, the Washington office that conducted the monitoring, said in response that those judges had acted irresponsibly, because disabling the software might have exposed the judiciary's closed computer system to unauthorized outsiders. The conference has 27 members and is headed by Chief Justice William H. Rehnquist; the other members are the chief judges of the 13 appellate circuits and a district judge from each circuit. Chief Justice Rehnquist himself has said nothing publicly about the matter, but judiciary officials say he has expressed impatience with those who object to the monitoring program. To allow the users, from judges to clerk-typists, to gain access to the Internet, the system has three authorized gateways, in New Orleans, San Francisco and Washington. The Administrative Office of the Courts installed its monitoring software on those gateways in 1999. The judges of the Ninth Circuit learned of the monitoring in March, and in May they disabled the software on the gateway in San Francisco, where their circuit is based.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 2001: A.13.",11/15/17,"New York, N.Y.",United States US,"Lewis, Neil a",New York Times Company,,Newspapers,431823801,"United States, New York, N.Y.",English,14-Aug-01,Judiciary; Computer privacy; Surveillance,New York Times,News,,,,,,,
+"Siemens, Posting 3rd-Quarter Loss, Fires a Unit Chief","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/siemens-posting-3rd-quarter-loss-fires-unit-chief/docview/431795140/se-2?accountid=14586,"Siemens, the German electrical engineering company whose products range from light bulbs to nuclear power plants, fired the head of its telephone networks division today and promised drastic cost-cutting after surprising investors with a worse-than-expected loss of $428 million in the third quarter.
+The chief executive, Heinrich von Pierer, said ''there are no taboos'' in the plans to scour Siemens divisions for cost reductions beyond the 9,700 layoffs already announced this year.
+Like other companies, including Ericsson of Sweden and Nokia of Finland, Siemens, which is based in Munich, has been hammered by a slowdown in the formerly booming telecommunications business.
+The company's third-quarter results showed a sharp reversal of that trend, with traditional businesses like power generation, transportation and medical operations posting solid gains, while its mobile phone and phone networks units lost a combined 1.1 billion euros, or about $964.6 million, in the quarter.
+Analysts at the ABN Amro bank warned, however, in an investors' note that the gains in the industrial divisions ''are miles away from being able to offset the bleeding in the technology divisions.''
+With the economies in the United States and Europe slowing, job losses and executive purges have become commonplace. ABB, Europe's leading electrical engineering group; Ericsson, the phone and telecommunications switch maker in Sweden; Reuters, the financial-information company; and Invensys, a factory controls maker in Britain have all announced job cuts recently. Both Invensys and Marconi, Britain's biggest telephone equipment maker, announced the departure of top executives as investors complained about falling share prices and earnings.
+Part of the problem lies primarily with telephone companies that incurred vast debts last year acquiring new wireless licenses at a time when the demand for mobile phones seemed unquenchable. No one had apparently foreseen the depth of the economic slowdown in the United States and its rapid effect on European companies.
+These days, by contrast, phone companies have pared spending on new networks just as consumers started to postpone replacing their mobile phones with new models.
+The gloom that resulted from these developments had already pushed down Siemens shares by 7 percent on Tuesday in anticipation of today's figures. The stock rose $1.91, to $51.31, today as investors looked beyond the bad news and focused on the company's readiness to reduce costs and change its management, analysts said.
+Mr. Von Pierer said the cost cuts would include a further 800 million euros at its networks business and 400 million euros more at its mobile phone business, which vies with Ericsson as the world's third-largest maker of telephone handsets after Nokia and Motorola.
+Among management changes, Siemens said Roland Koch, the head of its networks unit, would step down and be succeeded by Thomas Ganswindt. The company, which said it lost money at 5 of its 13 divisions in the third quarter, also replaced the senior executives at its industrial services and automation units.
+''Our third-quarter results are unsatisfactory,'' Mr. Von Pierer said. ''Over the coming weeks we will define further measures to improve our results,'' particularly in the networks division, which lost 563 million euros in the quarter before interest, taxes and amortization.
+While many analysts had been forecasting a far less radical decline in the quarter, they ascribed its losses primarily to the decline in the technology businesses and the higher-than-expected cost of earlier job reductions. The company said it spent 790 million euros to pare its work force.
+In the period last year, Siemens posted a 592 million euro profit.
+The figures did not take into account exceptional items, mainly a one-time gain of 3.5 billion euros from the transfer of a stake in Infineon, a chip maker, to the Siemens pension fund, or results from Infineon itself. Taking the pension fund transfer into account, Siemens made a profit of $1.4 billion in the quarter, the company said.
+Siemens has a roughly 51 percent stake in Infineon, Europe's second-biggest chip maker. Infineon posted a 371 million euro loss in the same quarter and may also be considering job reductions. That would bring it into line with other companies, like Royal Philips Electronics, a Dutch company that is Europe's biggest electronics manufacturer.
+Photograph A Siemens employee works in the company's biggest mobile phone factory in Kamp-Lintfort, Germany. (Associated Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Siemens%2C+Posting+3rd-Quarter+Loss%2C+Fires+a+Unit+Chief&title=New+York+Times&issn=03624331&date=2001-07-26&volume=&issue=&spage=W.1&au=Cowell%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals- -United States,3624331,"Copyright New York Times Company Jul 26, 2001","With the economies in the United States and Europe slowing, job losses and executive purges have become commonplace. ABB, Europe's leading electrical engineering group; Ericsson, the phone and telecommunications switch maker in Sweden; Reuters, the financial-information company; and Invensys, a factory controls maker in Britain have all announced job cuts recently. Both Invensys and Marconi, Britain's biggest telephone equipment maker, announced the departure of top executives as investors complained about falling share prices and earnings. The figures did not take into account exceptional items, mainly a one-time gain of 3.5 billion euros from the transfer of a stake in Infineon, a chip maker, to the Siemens pension fund, or results from Infineon itself. Taking the pension fund transfer into account, Siemens made a profit of $1.4 billion in the quarter, the company said. Siemens has a roughly 51 percent stake in Infineon, Europe's second-biggest chip maker. Infineon posted a 371 million euro loss in the same quarter and may also be considering job reductions. That would bring it into line with other companies, like Royal Philips Electronics, a Dutch company that is Europe's biggest electronics manufacturer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 July 2001: W.1.",11/15/17,"New York, N.Y.",,"Cowell, Alan",New York Times Company,,Newspapers,431795140,"United States, New York, N.Y.",English,26-Jul-01,Electrical engineering; Losses; Cost reduction; Firings; Financial performance; Company reports; Appointments & personnel changes,New York Times,News,,,,,,,
+Reviewing the Economy's Star Performer,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reviewing-economys-star-performer/docview/431533272/se-2?accountid=14586,"After a rocky week of earnings warnings, spikes in the price of oil and a euro in intensive care, the economic data this week may focus the market's thinking on the juggernaut underpinning what has been an unsinkable economy: the consumer.
+Reports on consumer confidence, durable goods, home resales and personal income and spending will be released this week. And none of the forecasts on those numbers anticipate any slowing from levels best described as hale.
+Although the Federal Reserve has raised interest rates several times, growth, while no longer breathless, remains healthy - despite the effects of oil and the euro. Kathleen Camilli, chief economic strategist at Tucker Anthony, said, Underneath all that noise, you still have very low unemployment, very good personal income growth and those things that translate into a very robust pace of consumer spending.
+After a week of volatile trading, both major indexes ended moderately lower. The Dow Jones industrial average closed off 0.7 percent, at 10,847.37. The Nasdaq composite index, heavily weighted in new-economy stocks, fell 0.8 percent last week, to 3,803.76. JOAN M. O'NEILL
+Chart ''STOCKS IN THE NEWS''
+Intel
+NNM: INTC
+The investment darling skidded after warning that the weak euro would hurt sales in Europe and earnings over all. Analysts said the company could also be harmed by competition from rivals.
+Friday's Close: $47.94
+Week's Change: -16.65%
+EST. '00 P/E: 27.90
+Handspring
+NNM: HAND
+The company will introduce a cell-phone add-on that will turn its hand-held computer into a communication device. The shares also sprinted up on a stock upgrade.
+Friday's Close: $62.75
+Week's Change: +49.63%
+EST. '00 P/E: --
+Zomax
+NNM: ZOMX
+The outsource service provider to software publishers and computer makers said its third- quarter earnings would be 15 to 18 cents a share. Analysts had expected 28 cents.
+Friday's Close: $8.31
+Week's Change: -52.84%
+EST. '00 P/E: 8.19
+Quest Diagnostics
+Nyse: DGX
+Shares of the drug maker benefited as investors looked to the steady earnings of health-related issues as havens from the pitching technology market.
+Friday's Close: $107.63
+Week's Change: -7.07%
+EST. '00 P/E: 49.10
+Rockwell International
+Nyse: ROK
+The maker of automation systems warned that its earnings for this year would be around $3.35 a share, 5 to 10 cents below market expectations.
+Friday's Close: $28.50
+Week's Change: -25.37%
+EST. '00 P/E: 8.52
+Conexant Systems
+NNM: CNXT
+The communications chip maker will spin off its division that designs semiconductors for Internet server computers.
+Friday's Close: $44.44
+Week's Change: -10.90%
+EST. '00 P/E: 52.78
+Mylan Labs
+NYSE: MYL
+The pharmaceutical company received tentative approval from the Food and Drug Administration to sell a generic form of Taxol, a drug that fights ovarian and breast cancer.
+Friday's Close: $26.94
+Week's Change: +1.89%
+EST. '00 P/E: 23.75
+Sprint PCS
+NYSE: PCS
+Sprint's wireless telephone division expects to report 800,000 net new customers in the third quarter, about 100,000 fewer than previously expected.
+Friday's Close: $28.00
+Week's Change: -38.38%
+EST. '00 P/E: --
+(Source: Bloomberg Financial Markets)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Reviewing+the+Economy%27s+Star+Performer&title=New+York+Times&issn=03624331&date=2000-09-24&volume=&issue=&spage=3.19&au=O%27neill%2C+Joan+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,3,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 24, 2000","Although the Federal Reserve has raised interest rates several times, growth, while no longer breathless, remains healthy - despite the effects of oil and the euro. Kathleen Camilli, chief economic strategist at Tucker Anthony, said, Underneath all that noise, you still have very low unemployment, very good personal income growth and those things that translate into a very robust pace of consumer spending. EST. '00 P/E: 8.52 EST. '00 P/E: 52.78","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Sep 2000: 3.19.",11/15/17,"New York, N.Y.",,"O'neill, Joan M",New York Times Company,,Newspapers,431533272,"United States, New York, N.Y.",English,24-Sep-00,Dow Jones averages; Stock prices,New York Times,News,,,,,,,
+Earnings and Oil Worries Send Share Prices Lower,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/earnings-oil-worries-send-share-prices-lower/docview/431540820/se-2?accountid=14586,"Stocks fell yesterday after more warnings of less-than-stellar earnings from corporations and high oil prices had investors wringing their hands about slowing profit growth.
+''There's a lot of nervousness about earnings and crude oil prices going up,'' said Guy Truicko, portfolio manager at Unity Management in Garden City, N.Y. ''Those two factors are continuing to force some selling.''
+The latest in a recent string of earnings warnings came from the consumer products giant Gillette and the industrial automation company Rockwell International, sending investors on a selling spree.
+The pressure grew as the cost of crude oil shot to a 10-year high, adding to investors' fears that soaring energy prices could bite into corporate profits in the form of rising costs to do business.
+Blue-chip stocks declined, led by weakness in financial and technology components. The Dow Jones industrial average fell 118.48 points, or about 1.1 percent, to 10,808.52.
+The broader Standard & Poor's 500-stock index dropped 21.30 points, or 1.45 percent, to 1,444.51.
+The Nasdaq composite index was slammed as investors rushed to dump high-priced computer and Internet-related issues. The Nasdaq tumbled 108.71 points, or 2.83 percent, to 3,726.52.
+''Today's market and the market in September reflect skepticism around the sustainability of this incredible trend in demand in the economy and tech products in particular, and also in profitability,'' said Ned Riley, chief investment strategist with State Street Global Advisors.
+Morgan Stanley Dean Witter & Company, one of Wall Street's top investment banks, told its clients to cut back slightly on stocks because of an expected slowdown in corporate profits.
+''It's hard for us to envision an environment where earnings growth is more than 12 percent,'' said Morgan Stanley's global strategist, Jay Pelosky.
+Analysts said the Nasdaq's breach of technical support at the 3,750 level did not bode well for the bruised index.
+Pressure was coming from some key Internet-related companies. Cisco Systems fell $2.69, to $60.06, and the software giant Oracle dropped $1.84, to $76.47.
+Biotechnology stocks added to the Nasdaq's woes -- the Nasdaq biotechnology index dropped more than 5 percent.
+A few Nasdaq heavyweights did manage to hold onto early gains. The computer server maker Sun Microsystems rose $2.19, to $115.25, and the telecommunications giant Qualcomm Inc. rose $3.56, to $69.81.
+In its warning, Gillette said its third-quarter earnings would be flat because of the weak euro and problems at its Duracell battery unit. Gillette was off $2.19, to $27.63.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Earnings+and+Oil+Worries+Send+Share+Prices+Lower&title=New+York+Times&issn=03624331&date=2000-09-19&volume=&issue=&spage=C.17&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 2000","The Nasdaq composite index was slammed as investors rushed to dump high-priced computer and Internet-related issues. The Nasdaq tumbled 108.71 points, or 2.83 percent, to 3,726.52. A few Nasdaq heavyweights did manage to hold onto early gains. The computer server maker Sun Microsystems rose $2.19, to $115.25, and the telecommunications giant Qualcomm Inc. rose $3.56, to $69.81. ''Hot & Cold'' provides a look at stocks with large percentage gains and losses; ''The Favorites'' lists stocks held by largest number of accounts at Merrill Lynch. (Compiled from staff reports, The Associated Press, Bloomberg News, Bridge News, Dow Jones, Reuters)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 2000: C.17.",11/16/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431540820,"United States, New York, N.Y.",English,19-Sep-00,Stock prices; Dow Jones averages; NASDAQ trading,New York Times,News,,,,,,,
+News Summary:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/news-summary/docview/431085312/se-2?accountid=14586,"INTERNATIONAL 3-14
+Faulty Condoms Thwart African War on AIDSSome condom makers have been dumping their substandard wares in Africa, making the battle against AIDS all the more difficult. The problem has been particularly bad in South Africa, where, until last August, officials were using a flawed procurement system. 1",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=News+Summary%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1998-12-27&volume=&issue=&spage=1.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 27, 1998","Faulty Condoms Thwart African War on AIDSSome condom makers have been dumping their substandard wares in Africa, making the battle against AIDS all the more difficult. The problem has been particularly bad in South Africa, where, until last August, officials were using a flawed procurement system. 1 More Khmer Rouge DefectionsTwo of the last three aides of the late Khmer Rouge leader, Pol Pot, have emerged from their hideouts in the hope of becoming ''ordinary citizens,'' the Government said. 13 Unfinished Rwanda BusinessThe continued turbulence in northwestern Rwanda, near the Congo border, between the Tutsi-led Government and the Hutu-led militias that carried out the genocide there in 1994 explains why Rwanda feels it has a stake in the rebel fighting in Congo. 12","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Dec 1998: 2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,431085312,"United States, New York, N.Y.",English,27-Dec-98,,New York Times,Summary,,,,,,,
+"Strike Apparently Settled, Workers Return to U S West","New York Times, Late Edition (East Coast); New York, N.Y.",1998,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/strike-apparently-settled-workers-return-u-s-west/docview/431051898/se-2?accountid=14586,"With nonunion companies competing hungrily for telephone business in booming cities of the Rockies, U S West tentatively settled a two-week-old strike today, putting employees back to work at the region's Bell company.
+The settlement, which faces a ratification vote by the 34,000 striking members of Communications Workers of America, gives workers gains in pay and pension benefits, among other things, and allows for a voluntary pay-for-performance program.
+The deal came as U S West is scrambling to keep control of an exploding market in fax, pager and telephone lines in Denver. Starting Tuesday, all local calls made within the Denver area will require 10-digit dialing. In October, greater Denver is to get a second area code, 720.
+''The Bell companies are preparing to face increased competition from fairly lean, nonunion companies going after their market share,'' said Boyd Peterson, an analyst with The Yankee Group, a telecommunications research company in Boston.
+Mr. Peterson said that although U S West remained strong -- its stock fell only seven-sixteenths of a point today in the face a sharp market decline -- it could not afford a protracted fight with an equally strong union.
+Earlier this month, Bell Atlantic reached a settlement after only a two-day strike by the Communications Workers of America. In Connecticut last week, workers from that union rejected a contract offer by the Southern New England Telecommunications Corporation.
+''C.W.A. is probably doing better than any union in the country,'' said Gregory Tarpinian, executive director of the Labor Research Association, a New York consulting company for unions. ''They have a tremendous amount of leverage because most of the telecom companies downsized in the mid-80's and early 90's.''
+At U S West, the number of employees dropped to 53,000 this year, from 66,000 in 1984, the year of the company's creation. The strike found the company without enough mid-level managers to perform unionized tasks -- directory assistance, repair and installation. At the same time, the region's urban customers enjoy unprecedented choices for phone service in the deregulated environment caused by the Telecommunications Act of 1996.
+Faced with a tight labor market -- unemployment in the U S West service area is nearly one percentage point below the national average of 4.5 percent -- and an increasingly competitive business environment, U S West agreed to wage increases of 10.9 percent over three years, slightly above inflation forecasts. In addition, it agreed to cut in half mandatory overtime, to a maximum of eight hours a week by January 2001.
+On the most contentious issue, the company agreed to make a pay-per-performance incentive plan voluntary for eligible employees. Before the strike, the company had sought to make this plan mandatory for new workers as a way of improving efficiency and making the company more ''customer friendly.''
+The union considered the company's final position on the pay-for-performance issue as a victory.
+''Pay for performance is totally voluntary,'' Sue Pisha, vice president of Communications Workers of America District 7, said today, adding that the union ''is not going to recommend that our members get in that plan.''
+But David Beigie, a U S West spokesman, called the union's acceptance of even a voluntary plan as ''a breakthrough for the industry.''
+In a company where union workers on average earn $37,900 annually, some may go for the extra money.
+The three-year contract, which also includes a 21 percent increase in pension benefits and a $500 ratification bonus, is expected to be ratified by the company's rank and file in September. Ms. Pisha said that on Sunday night, officials of the 65 striking locals ''overwhelmingly'' supported the new contract. All strikers are expected to back at work by midweek.
+The strike affected service to about 25 million customers in 14 states. Because of automation, phone service was largely uninterrupted, though customers did encounter problems in trying to get directory assistance, new service and repairs.
+Reflecting the retail nature of a telephone company, both sides in the strike sought to win public opinion with competing opinion polls and newspaper and television advertisements.
+Although there was no major violence on picket lines, the company reported 130 incidents of vandalism during the 15-day strike.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Strike+Apparently+Settled%2C+Workers+Return+to+U+S+West&title=New+York+Times&issn=03624331&date=1998-09-01&volume=&issue=&spage=A.20&au=Brooke%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/05188974&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 1, 1998","With nonunion companies competing hungrily for telephone business in booming cities of the Rockies, U S West tentatively settled a two-week-old strike today, putting employees back to work at the region's Bell company. The settlement, which faces a ratification vote by the 34,000 striking members of Communications Workers of America, gives workers gains in pay and pension benefits, among other things, and allows for a voluntary pay-for-performance program. The deal came as U S West is scrambling to keep control of an exploding market in fax, pager and telephone lines in Denver. Starting Tuesday, all local calls made within the Denver area will require 10-digit dialing. In October, greater Denver is to get a second area code, 720.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Sep 1998: 20.",11/15/17,"New York, N.Y.",Western states,"Brooke, James",New York Times Company,,Newspapers,431051898,"United States, New York, N.Y.",English,1-Sep-98,Strikes; Telephone companies,New York Times,News,,,,,,,
+"For Seamen, A Long Haul Between Jobs","New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/seamen-long-haul-between-jobs/docview/430845754/se-2?accountid=14586,"WEEKS tick by while the seamen wait at the union hall for work. Friday afternoon marked Nathan Rosenthal's 14th week of waiting for a shipboard job. He tried to sound cheery about it. ''One reason we got into this,'' he cracked, ''is for the time off.''
+Job call is at one o'clock, Monday through Friday. The men -- they are all men -- come from all over the Eastern Seaboard, and as far away as Texas, to wait in their dull eighth-floor union hall, which overlooks the Jersey City waterfront. Their dream job is a 90-day assignment on a cargo ship. But there are many more dreamers than jobs to go around.
+Last week, there were six jobs. Two 90-day assignments and four night engineer jobs for the weekend. So six men got the jobs. Sixteen men, just as qualified but slightly less senior, with licenses and engineering degrees and more than 10 years' experience, marked another week gone.
+IT'S a life landlubbers don't even think about. But here at the Marine Engineers Beneficial Association, the country's oldest union for merchant marines, job call is an old tradition. Some men who come here are following their father's path, and their father's father's path. In the old days, it meant adventure, good pay, a romantic, if dangerous, life at sea.
+Nathan Rosenthal, the son of a tailor, went to Massachusetts Maritime College dreaming of a seafaring life. Since then, for 16 years, he has traveled from Old Saybrook, Conn., to the union hall for work. (Port Elizabeth and Port Newark are two of the country's busiest.) That's about two and a half hours each way. But in good times, he didn't have to make the commute every day. ''We could actually pick the jobs,'' he said. Now, some men camp out in cheap rooms nearby. And Nathan Rosenthal sometimes stays with a sister in Norwalk to cut his driving time in half.
+Like everyone else here, he blames cheap foreign labor first and automation second for choking the maritime industry. The Federal Government still subsidizes American shipping companies; watchdog groups put the shipping industry near the top of their lists of corporate welfare recipients. But this doesn't seem to be doing much for the rank-and-file guys.
+Paul McCarthy, a union vice president, says he hasn't seen a dry spell like this for a long time. The union has 5,000 members, and he can't keep track of how many don't get regular work. ''The last good time was the gulf war,'' he said in a thick Boston accent.
+BEFORE each job call, the men look so hopeful. They stand in front of a swinging blackboard wall, listening as a dispatcher jots the jobs down. Then they wait for the board to swing around with something great. Fridays are the best job days. (A list of three or four is good.) But it is also when the most men, up to 20, show up.
+When they work, they get paid well. A good 90-day tour pays $30,000 to $40,000. Add one or two more short jobs, say a 30-day run or even a couple of two-week assignments, and the union members are set for the year. Still, more and more people are dropping out before retirement. For those with families, the jobs are too uncertain. Kevin Brandt, a professor at the State University's Maritime College who drops by the union hall on Fridays, says the union's pension fund is getting fat with dropouts' money. ''Though most of the guys who come here,'' he said, ''have put in too much time to quit now.''
+It used to be glamorous. Kevin Brandt started a shipboard career in 1966 and remembers when a ship would dock in an exotic port for days or weeks. ''I was in Chile for a month,'' he said. ''Four of the guys got married that month.''
+Nowadays, ships are run like clockwork. When the ships dock, the engineers stay on board to make sure everything is functioning. Once they finish, the ship is ready to move on.
+Nathan Rosenthal admits he is waiting for his pension. Four more years. ''I'm getting sick of this,'' he said. He squared his pack between his shoulders, which slumped like a losing boxer's.
+''See ya around,'' someone called out.
+''Yeah, Monday,'' he called back.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=For+Seamen%2C+A+Long+Haul+Between+Jobs&title=New+York+Times&issn=03624331&date=1997-09-28&volume=&issue=&spage=1.35&au=Nieves%2C+Evelyn&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04721652&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 28, 1997","WEEKS tick by while the seamen wait at the union hall for work. Friday afternoon marked Nathan Rosenthal's 14th week of waiting for a shipboard job. He tried to sound cheery about it. ''One reason we got into this,'' he cracked, ''is for the time off.'' Job call is at one o'clock, Monday through Friday. The men -- they are all men -- come from all over the Eastern Seaboard, and as far away as Texas, to wait in their dull eighth-floor union hall, which overlooks the Jersey City waterfront. Their dream job is a 90-day assignment on a cargo ship. But there are many more dreamers than jobs to go around. Nathan Rosenthal, the son of a tailor, went to Massachusetts Maritime College dreaming of a seafaring life. Since then, for 16 years, he has traveled from Old Saybrook, Conn., to the union hall for work. (Port Elizabeth and Port Newark are two of the country's busiest.) That's about two and a half hours each way. But in good times, he didn't have to make the commute every day. ''We could actually pick the jobs,'' he said. Now, some men camp out in cheap rooms nearby. And Nathan Rosenthal sometimes stays with a sister in Norwalk to cut his driving time in half.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Sep 1997: 35.",11/15/17,"New York, N.Y.",,"Nieves, Evelyn",New York Times Company,,Newspapers,430845754,"United States, New York, N.Y.",English,28-Sep-97,Maritime industry; Unemployment; Industrywide conditions; Labor unions; Shipping industry,New York Times,News,,,,,,,
+"Convertible Debt, Equity Offerings Set for This Week:   [Schedule ]","New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/convertible-debt-equity-offerings-set-this-week/docview/430856875/se-2?accountid=14586,"The following equity and convertible debt offerings are expected this week:
+Bell and Howell Co., Skokie, Ill., 4.17 million shares. Donaldson, Lufkin & Jenrette.
+Box Hill Systems Corp., New York, an initial public offering of 4.6 million shares. Salomon Brothers.
+Brooks Automation Inc., Chelmsford, Mass., 2.3 million shares. Merrill Lynch.
+Children's Place Retail Stores Inc., W. Caldwell, N.J., an initial public offering of 4 million shares. Montgomery Securities.
+Coyote Sports Inc., Boulder, Colo., an initial public offering of 1 million shares and 1 million warrants. Cohig & Associates.
+Cyberonics Inc., Webster, Tex., 3 million shares. Montgomery Securities.
+Detection Systems Inc., Fairport, N.Y., 1.3 million shares. Raymond James & Associates.
+Didax Inc., Chantilly, Va., an initial public offering of 2 million shares and 2 million warrants. Barron Chase Securities.
+Dimon Inc., Danville, Va., 3.1 million Decs, or debt exchangeable for shares of stock. Also, 1.8 million shares. Salomon Brothers.
+Energen Corp., Birmingham, Ala., 1.2 million shares. Salomon Brothers.
+Essex International Inc., Ft. Wayne, Ind., a unit of the Town & Country Corp., 4.17 million shares, including 3.34 million in the United States and Canada. Goldman, Sachs & Co.
+Faro Technologies Inc., Lake Mary, Fla., an initial public offering of 2.3 million shares. Raymond James & Associates.
+First Union Corp., Charlotte N.C., 52.2 million shares, including 44.7 million in the United States and Canada. Morgan Stanley, Dean Witter.
+First Washington Realty Trust Inc., Bethesda, Md., 1.8 million shares. BT Alex. Brown
+Hanover Capital Mortgage Holdings Inc., New York, an initial public offering of 4.6 million units, each representing one common share and one redeemable warrant. Stifel, Nicolaus & Co.
+Hospitality Worldwide Services Inc., New York, 2.5 million shares. Jefferies & Co.
+Il Fornaio (America) Corp., San Francisco, an initial public offering of 1.5 million shares. Montgomery Securities.
+Industrias Bachoco S.A. de C.V., Celaya, Mexico, an initial public offering of 5.6 million American depository shares, each representing six units, consisting of one series B share and one series L share. J. P. Morgan.
+International Total Services Inc., Independence, Ohio, an initial public offering of 2.8 million shares. McDonald & Co.
+Kent Electronics Corp., Houston, $150 million of convertible subordinated notes due in 2004, --/B. Smith Barney.
+Medpartners Inc., Birmingham, Ala., 17 million securities offered as Taps, or threshold appreciation price securities, Baa2/BBB-. Smith Barney.
+Megabios Corp., Burlingame, Mass., an initial public offering of 2.5 million shares. Montgomery Securities.
+MRV Communications Inc., Chatsworth, Calif., 2.55 million shares. Bear Stearns.
+Newcom Inc., Westlake Village, Calif., an initial public offering of 2 million units, consisting of 1 share of common and 1 redeemable warrant. Joe Charles.
+Northern States Power Co., Minneapolis, 4 million shares, including 3.2 million in the United States and Canada. Merrill Lynch.
+N S Group Inc., Newport, Ky., 8.5 million shares. Smith Barney.
+Piranha Interactive Publishing Inc., Tempe, Ariz., an initial public offering of 1.6 million units, consisting of 1 common share and 1 class A redeemable warrant. D.H. Blair.
+Probusiness Services Inc., Pleasonton, Calif., an initial public offering of 2 million shares. Robertson, Stephens & Co.
+Recovery Network Inc., Santa Monica, Calif., an initial public offering of 1.6 million shares and 1.6 million warrants. Whale Securities.
+Security Capital Group, Sante Fe, N.M., an initial public offering of 15.1 million class B shares. J. P. Morgan.
+Sinclair Broadcast Group Inc., Baltimore, 5.3 million class A shares, including 4 million in the United States and Canada. Also, 3 million shares of $50 convertible exchangeable preferred, --/--. Smith Barney.
+Snyder Communications Inc., Bethesda, Md., 4 million shares which may be distributed to holders of the structured yield product exchangeable for stock issued by Snyder Strypes Trust due in 2000. Also, 7.6 million shares, including 6.1 million in the United States and Canada. Merrill Lynch.
+Stage Stores Inc. Houston, 6.4 million shares. CS First Boston.
+TMP Worldwide Inc., New York, 4 million shares. Morgan Stanley, Dean Witter.
+Unifab International Inc., New Iberia La., an initial public offering of 2.8 million shares. Morgan Keegan.
+Viasoft Inc., Phoenix, 1.3 million shares, including 1.04 million in the United States and Canada. Goldman, Sachs.
+Source: MCM Corporatewatch.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Convertible+Debt%2C+Equity+Offerings+Set+for+This+Week%3A+%5BSchedule%5D&title=New+York+Times&issn=03624331&date=1997-09-15&volume=&issue=&spage=D.10&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 15, 1997","Coyote Sports Inc., Boulder, Colo., an initial public offering of 1 million shares and 1 million warrants. Cohig & Associates. Didax Inc., Chantilly, Va., an initial public offering of 2 million shares and 2 million warrants. Barron Chase Securities. Dimon Inc., Danville, Va., 3.1 million Decs, or debt exchangeable for shares of stock. Also, 1.8 million shares. Salomon Brothers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Sep 1997: 10.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430856875,"United States, New York, N.Y.",English,15-Sep-97,,New York Times,Schedule,,,,,,,
+Reorganization of Camden Police Is Urged,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reorganization-camden-police-is-urged/docview/430539504/se-2?accountid=14586,"State Attorney General Deborah T. Poritz today recommended a reorganization and expansion of the Police Department in Camden, where a record 60 killings last year registered the highest per-capita murder rate of any major city in the state.
+And while the Camden Police Chief, George D. Pugh, said the recommendations would cost several million dollars to follow, Mayor Arnold W. Webster announced today a series of measures to cut costs citywide and raise general revenues that officials said could help pay for improvements in the police force.
+Having conducted a review at Chief Pugh's request to help the city combat crime, Ms. Poritz strongly recommended the addition of 34 police officers to the 338-member city force, which officials estimated could cost up to $2 million.
+Chief Pugh noted today that Ms. Poritz's report was issued as the murder rate so far this year seems to have plummeted.
+""Everyone's trying to figure out why we had so many, and why we had so few,"" said Chief Pugh, noting that there have been just two murders in the city so far in 1996, compared with 17 during the same period last year. ""And no one can come up with any rhyme or reason other than the times we live in.""
+The Police Chief and other officials credited the assistance of the state police, other law enforcement agencies, neighborhood groups and church groups with helping to keep crime at bay so far this year. Sixteen state troopers were dispatched to the city by Gov. Christine Todd Whitman in January, and since then have been augmenting patrols and battling drug and gang activity.
+The Chief said he would meet with the Mayor to discuss the potential impact of the recommendations on the department's $22 million budget.
+Other recommendations include addressing the high number of burglary alarms -- the majority of which are false alarms; looking at alternative methods of handling domestic violence calls, like creating response teams made up of police officers, personnel from other agencies and even volunteers; developing a maintenance plan to keep existing patrol cars on the road; developing a system for separating out telephone calls that do not need immediate responses, and improving the use of available technology in the communications center.
+""We're going to embrace and use this as a blueprint for the safety of the citizens of Camden,"" Chief Pugh said.
+One recommendation on the revenue side is to seek reimbursement from the Camden Board of Education for $800,000 that the police force paid to 141 crossing guards in the last two years. But John Barth, the board's assistant secretary for financial services, said the board did not owe the department a thing. ""It's a city obligation, not a Board of Education obligation,"" he said.
+In a separate announcement today, Mayor Webster announced that the city was taking steps recommended by a mayoral task force responding to a scathing audit released on Feb. 8 by State Treasurer Brian Clymer. The report ordered that a state monitor be appointed over the city's finances because the city wasted $20 million a year, roughly one-fifth of its budget, through political patronage and lax controls on spending.
+The mayoral recommendations released today relate to ethics, staffing, accounting procedures, grant authorizations, cash-flow management, contributions to community organizations, handling of city and private property, promotions, automation and courtroom safety. Among them is a call to hire a professional fund accountant to support the work of the comptroller.
+Louis Goetting, director of the State Treasurer's Local Government Budget Review Program, said the task force's report was adequate. ""I was particularly struck by the forthright, forceful way that they presented their response,"" he said. ""It doesn't look like a bureaucratic tap dance.""
+But he said the city's plan, promising as it was, would not deter the state from appointing the fiscal monitor to oversee the city's finances. Mr. Goetting said the State Treasurer was aware of the Attorney General's report, and the two department's even shared some research staff.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Reorganization+of+Camden+Police+Is+Urged&title=New+York+Times&issn=03624331&date=1996-03-07&volume=&issue=&spage=B.6&au=The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,Gener al Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 7, 1996","One recommendation on the revenue side is to seek reimbursement from the Camden Board of Education for $800,000 that the police force paid to 141 crossing guards in the last two years. But John Barth, the board's assistant secretary for financial services, said the board did not owe the department a thing. ""It's a city obligation, not a Board of Education obligation,"" he said. Louis Goetting, director of the State Treasurer's Local Government Budget Review Program, said the task force's report was adequate. ""I was particularly struck by the forthright, forceful way that they presented their response,"" he said. ""It doesn't look like a bureaucratic tap dance."" He said the city's plan, promising as it was, would not deter the state from appointing the fiscal monitor to oversee the city's finances. Mr. Goetting said the State Treasurer was aware of the Attorney General's report, and the two department's even shared some research staff.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Mar 1996: B.6.",11/15/17,"New York, N.Y.",CAMDEN (NJ),The New York Times11 The New York Times,New York Times Company,,Newspapers,430539504,"United States, New York, N.Y.",English,7-Mar-96,POLICE; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+"About Real Estate; In the Hamptons, the Rich Are Buying Houses to Tear Them Down","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-real-estate-hamptons-rich-are-buying-houses/docview/430414588/se-2?accountid=14586,"As the market grows for kingly villas in blue-chip areas of the Hamptons, more people are buying multimillion-dollar houses and tearing them down to build exactly what they want in the spot they want.
+""There are more tear-downs than ever before, especially at the top of the scale,"" said Frank Newbold, a partner in Braverman, Newbold & Brennan, a real estate company in East Hampton, L.I. ""There was an old house on Lee Avenue and Hedges Lane, a charming shingled carriage house that sold for $2.75 million in March. They bulldozed it flat to the ground. It ended up in a couple of dumpsters.""
+The new owner, listed on public records as Joseph Lee Rice 3d, bought the house with a garage on almost two acres. A new house, designed by a local architect, Francis Fleetwood, is being built on the site.
+Another man bought a property with a house he did not want. He sold the house at auction, reportedly for $15,000, to another man, who re-erected it in Sagaponack, and has rented it out for the year for $55,000.
+Real estate agents in the Hamptons say that people buy expensive property with houses they do not want for one reason: They cannot find the house and setting -- often with mature landscaping, pools and zoning advantages -- they want. Philip F. Elliott, who manages Sotheby's East Hampton and Southampton offices, said, ""There isn't a spare parcel of oceanfront left.""
+Steven Spielberg, the film maker who has a house in East Hampton, bought the property next door at 110 Apaquogue Road, with its one-and-a-half-story Cape Cod-style house built in the 1940's, for $3.35 million and tore the house down. The 5.1-acre property, with 402 feet on Georgica Pond, was called ""the ritziest spot in the Hamptons"" by one broker. Three new structures designed by Charles Gwathmey -- a guest house, a garage building with a caretaker's residence and a horse barn -- are rising on the property.
+This spring, William H. Mann sold a turn-of-the-century French Normandy-style eight-bedroom house on 6.1 acres of oceanfront land at 290 Further Lane for $3.9 million. Almost immediately after the closing, the house was demolished.
+The new owner is building a 9,914-square-foot house with 2,400 square feet of covered porches, a 274-square-foot gazebo and 656 square feet of wooden deck.
+Real estate agents say the increase in tear-downs is a result of the scarcity of popular big-shingled houses -- with the right layout for contemporary living -- coupled with a lack of vacant land for sale in a suitable location.
+""Architects would rather tear down than put shingles on a contemporary,"" said Diane Saatchi, president of Dayton Halstead Real Estate, adding that even with the cost of construction, buyers may profit if they sell their new creation.
+Donald Weiss, president of a New Jersey company that installs automation equipment in warehouses, said his family had been renting in the Hamptons for almost 20 years and was shopping to buy a place for two years. ""Alison, my wife, said, 'You had better buy something or you'll be locked out,' "" he said.
+They found a house on Georgica Road in East Hampton. ""The house was definitely not what we wanted, but it was fascinating,"" he said. ""It had been built in 1967 and was for its time extraordinary.""
+The 2,000-square-foot house was ""a very modern box with a 10-foot overhang,"" Mr. Weiss said. ""It was too modern and too dark, and we wanted more bedrooms. The house was showing its age. We wanted something beautiful."" At one point, the owners had been asking $1.3 million for the property. By the time the Weisses saw it, they were down to $925,000. The Weisses eventually paid $825,000 for the house. They closed in the fall of 1994 and used the house for weekends that winter. This spring they bulldozed the house -- without remorse, Mr. Weiss said.
+This week, their new house, designed by a local architect, Lawrence A. Randolph, was almost finished. Like most of the new houses built on the site of tear-downs, it is sprawling and covered with shingles.
+The house is a spacious 4,750 square feet. The new poolhouse adds an additional 250 square feet. The Weisses, like some of their neighbors who tore down houses to build, used the old foundation. This practice allows ""grandfathered"" zoning and in some cases, allows the owners to build the house they would not otherwise get to build -- for example, a house quite close to the water.
+The Weisses say that if they sell they could make money. ""Maybe not a half-million dollars, but $300,000 or $400,000,"" Mr. Weiss said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=About+Real+Estate%3B+In+the+Hamptons%2C+the+Rich+Are+Buying+Houses+to+Tear+Them+Down&title=New+York+Times&issn=03624331&date=1995-11-10&volume=&issue=&spage=A.30&au=Rozhon%2C+Tracie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 10, 1995","""There are more tear-downs than ever before, especially at the top of the scale,"" said Frank Newbold, a partner in Braverman, Newbold & Brennan, a real estate company in East Hampton, L.I. ""There was an old house on Lee Avenue and Hedges Lane, a charming shingled carriage house that sold for $2.75 million in March. They bulldozed it flat to the ground. It ended up in a couple of dumpsters."" They found a house on Georgica Road in East Hampton. ""The house was definitely not what we wanted, but it was fascinating,"" he said. ""It had been built in 1967 and was for its time extraordinary."" The 2,000-square-foot house was ""a very modern box with a 10-foot overhang,"" Mr. Weiss said. ""It was too modern and too dark, and we wanted more bedrooms. The house was showing its age. We wanted something beautiful."" At one point, the owners had been asking $1.3 million for the property. By the time the Weisses saw it, they were down to $925,000. The Weisses eventually paid $825,000 for the house. They closed in the fall of 1994 and used the house for weekends that winter. This spring they bulldozed the house -- without remorse, Mr. Weiss said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Nov 1995: A.30.",11/15/17,"New York, N.Y.","HAMPTONS, THE (NY)","Rozhon, Tracie",New York Times Company,,Newspapers,430414588,"United States, New York, N.Y.",English,10-Nov-95,HOUSING,New York Times,NEWSPAPER,,,,,,,
+Low-Wage Fathers and the Welfare Debate,"New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/low-wage-fathers-welfare-debate/docview/430124959/se-2?accountid=14586,"When his son was born out of wedlock nine years ago, Moses Woodruff Jr. was 19 years old, a high school dropout and working at a fast-food restaurant, earning the minimum wage. Given the situation, Mr. Woodruff said, the child's mother had little choice but to go on welfare.
+""I was not able to take care of a family,"" Mr. Woodruff said by telephone from his home in Cleveland. ""The minimum wage was $3.25 an hour, and inflation was steady on the rise. My situation didn't allow me to be the provider I needed to be.""
+Mr. Woodruff's experiences highlight what many researchers say is a phenomenon that is being overlooked in the debate on overhauling welfare and reducing out-of-wedlock births: the economic pressures on young men to abandon their responsibilities as fathers.
+A study released today by the Annie E. Casey Foundation reported that from 1969 to 1993, the number of households headed by women increased at virtually the same rate that the economic fortunes of young men declined.
+Drawing upon census data, the foundation determined that the percentage of men 25 to 34 years old earning less than the amount needed to lift a family of four above the poverty line had more than doubled, to 32.2 percent in 1993 from 13.6 percent in 1969. Likewise, the percentage of children living in households headed by women increased twofold, to 23.3 percent from 11 percent, during that period.
+""One of the things that's widely overlooked is the economic dimension in the rise in mother-only families,"" said William O'Hare, the chief demographer for the foundation, a philanthropy that promotes policies benefiting poor children. ""Men with low incomes are much less likely to become married and, if they are in a married couple, they are much more likely to be divorced.""
+The Casey researchers found the trends to be the same for blacks, Hispanic people and non-Hispanic whites. Mr. O'Hare said global economic competition and automation had pushed down wages, especially among those with high school diplomas or less. That, along with drug and alcohol abuse, makes these men poor marriage prospects for women who want children.
+""I think many women may have reconciled themselves to the fact that they can't find a husband who can support them,"" Mr. O'Hare said. ""So they have children and try to support them as best they can.""
+If there is a link between the deteriorating economic status of young men and the rise in the number of households headed by women, researchers say, the debate over reducing the welfare rolls contains little discussion of the role of fathers, beyond proposals to better establish the paternity of children born out of wedlock and to enforce child-support orders more strictly.
+""When you look about and compare the enormous amount of argument about what we need to do to equip, train, cajole or compel mothers to make this transition to work, and look at how much debate or attention is given to fathers, they are virtually invisible,"" said Douglas W. Nelson, executive director of the Casey Foundation.
+But Mr. Nelson emphasized that he was not seeking to excuse the behavior of men who abandon their children.
+Mr. Woodruff made the point that it was not just his low income that led him to turn his back on his son, and later on a daughter born out of wedlock to another woman. He candidly acknowledged a history of alcohol and drug abuse and an outlook that led him to evade responsibility.
+Such an attitude, he said, also lowered the expectations and level of trust that women had in him, so that he received little pressure from the women to marry them. ""We as African-American men have been given a bad reputation, so therefore women don't look at us as being providers,"" said Mr. Woodruff, who is black. ""They look at us as worthless, and sometimes we confirm that.""
+But four years ago, Mr. Woodruff started to turn his life around. He entered a drug treatment program, got his high school equivalency diploma and began group therapy. He found steady employment paying more than the minimum wage.
+Two months ago, wearing a crisp white shirt and clutching a bouquet of flowers, a greeting card and a new dress, he nervously visited his 8-year-old daughter, a child he had not seen since her birth, and whose paternity he had long denied.
+""When we first met, she gave me a big hug and a kiss and said, 'Daddy, I love you,' "" recalled Mr. Woodruff, who said he eventually would like to have custody of both his children.
+Graph ""A CLOSER LOOK: Income and the Shape of Families"" shows percentage of men 25 to 34 who earn less than the amount needed to keep a family of four above the poverty line, and the percentage of children under 18 living inhouseholds headed by women. (Source: Annie E. Casey Foundation)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Low-Wage+Fathers+and+the+Welfare+Debate&title=New+York+Times&issn=03624331&date=1995-04-25&volume=&issue=&spage=A.12&au=Holmes%2C+Steven+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 25, 1995","""I was not able to take care of a family,"" Mr. Woodruff said by telephone from his home in Cleveland. ""The minimum wage was $3.25 an hour, and inflation was steady on the rise. My situation didn't allow me to be the provider I needed to be."" ""One of the things that's widely overlooked is the economic dimension in the rise in mother-only families,"" said William O'Hare, the chief demographer for the foundation, a philanthropy that promotes policies benefiting poor children. ""Men with low incomes are much less likely to become married and, if they are in a married couple, they are much more likely to be divorced."" Such an attitude, he said, also lowered the expectations and level of trust that women had in him, so that he received little pressure from the women to marry them. ""We as African-American men have been given a bad reputation, so therefore women don't look at us as being providers,"" said Mr. Woodruff, who is black. ""They look at us as worthless, and sometimes we confirm that.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Apr 1995: A.12.",11/15/17,"New York, N.Y.",,"Holmes, Steven A",New York Times Company,,Newspapers,430124959,"United States, New York, N.Y.",English,25-Apr-95,WELFARE (US); RESEARCH,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY; Compaq Will Make PC's in Brazil,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-compaq-will-make-pcs-brazil/docview/429465442/se-2?accountid=14586,"Special to The New York Times
+Latin America's largest potential computer market opened a little wider today with the announcement that the Compaq Computer Corporation would start manufacturing personal computers in Brazil by September.
+""Brazil is one of the world's great growth markets,"" Eckhard Pfeiffer, the president of Compaq, said at a news conference here. ""Our goal is a market share in Brazil and in Latin America.""
+In the next six months, Compaq plans to build a $15 million factory employing 400 people here that will eventually have an annual production capacity of 500,000 computers. Last year, 360,000 computers of all brands were sold in Brazil.
+Personal computers are also manufactured in Argentina, Chile and Mexico. Yet Compaq's arrival in Brazil illustrates how one of the last great untapped markets is opening. Paid Dearly for Protectionism
+""It's a completely different world,"" said Manuel Parra, the company's vice president for Latin American operations. ""Five years ago, we couldn't even ship a machine to Brazil. Five years ago, Brazilians were paying five times world prices for five-year-old technology.""
+That is because 10 years ago, an unlikely alliance of nationalists in the military and socialists succeeded in largely closing Brazil to foreign computer makers and to imports. Eighteen months ago, market restrictions were largely abolished.
+With pent-up demand, sales of computers increased 23 percent in 1993, and tariff reductions contributed to a 50 percent drop in prices. Today, Brazilian prices for computers and peripherals average 20 percent higher than those in the United States.
+""Brazil is going to maintain an annual growth of 30 percent for the rest of the decade,"" Max A. Goncalves, president of Fenasoft, Sao Paulo's annual computer fair, predicted.
+Fenasoft, which Byte magazine calls the world's largest computer show, last year attracted 500,000 visitors, who explored 1,400 stands spread like a small city over 19 square miles of floor space. This year, 1,600 exhibitors have registered for the event in July.
+Brazilians' thirst for computer information is as apparent as the 20 monthly computer magazines sold on newsstands. The most successful, Informatica Exame, a 100-page, full-color monthly, has built up a circulation of 180,000 in eight months.
+""The market reserve is over, and the prices are going down,"" said Murilo Martino, the magazine's senior editor. ""By the end of the decade, Brazilians will be buying one million computers a year.""
+The effect of a decade of computer protectionism is evident. In Mexico, there is one machine for every 70 people. In Brazil, it is one for 200.
+""We don't have a computerized system of national identity cards, drivers licenses, birth certificates,"" Mr. Goncalves said. Only 18 percent of Government operations are computerized, he said, compared with 90 percent in the United States. Brazil, a nation of 155 million, has relatively low computerization rates in key industries: 70 percent in banking, 21 percent in industrial automation, 15 percent in trade, 2 percent in health and 1 percent in education. Foreigners at First Cautious
+""We have an enormous market and this is why foreigners are coming here,"" he said. ""While other markets are nearing saturation, we are just starting.""
+Most foreign manufacturers moved cautiously into Brazil after market restrictions crumbled, entering partnerships with Brazilian companies -- Digital Equipment with Microtec and Hewlett-Packard with Edisa.
+NCR and I.B.M. have manufactured mostly mainframe computers in Brazil since the 1960's. Compaq started importing and distributing personal computers in 1992.
+But as confidence builds that Brazil's opening is irreversible, foreign companies are starting to set up their own operations. Next month, Borland International, the world's second-largest software producer after Microsoft, is to start production in Sao Paulo.
+Mr. Pfeiffer, who has manufacturing operations in the United States, Scotland, Singapore and China, said he sensed an open investment climate in Brazil. ""We really have total freedom here,"" he said. ""We have received a great deal of support from various ministries.""
+He added that the plant here would use ""the same state-of-the-art technology as in every other Compaq manufactured in every other part of the globe.""
+And the Brazilian Government, breaking with past practice, has committed itself to cutting the maximum tariff on imported computers from 40 percent today to 20 percent in 1996 -- close to the average for the region.
+Mr. Pfeiffer said he planned to maintain international levels of efficiency, enabling him to use Sao Paulo as a platform for exporting computers to the rest of South America.
+""Before the year is over,"" he said, ""we will be shipping products made in Brazil.""
+Photograph Paulo Kang, left, an I.B.M. representative, demonstrating new software to businessmen in Rio de Janeiro. Computer companies from the United States are eager to tap Brazil's potential for growth. (John Maier Jr. for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3B+Compaq+Will+Make+PC%27s+in+Brazil&title=New+York+Times&issn=03624331&date=1994-03-23&volume=&issue=&spage=D.5&au=Brooke%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,03 624331,"Copyright New York Times Company Mar 23, 1994","""Brazil is one of the world's great growth markets,"" Eckhard Pfeiffer, the president of Compaq, said at a news conference here. ""Our goal is a market share in Brazil and in Latin America."" ""It's a completely different world,"" said Manuel Parra, the company's vice president for Latin American operations. ""Five years ago, we couldn't even ship a machine to Brazil. Five years ago, Brazilians were paying five times world prices for five-year-old technology."" Mr. Pfeiffer, who has manufacturing operations in the United States, Scotland, Singapore and China, said he sensed an open investment climate in Brazil. ""We really have total freedom here,"" he said. ""We have received a great deal of support from various ministries.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Mar 1994: D.5.",11/15/17,"New York, N.Y.",BRAZIL LATIN AMERICA SAO PAULO (BRAZIL),"Brooke, James",New York Times Company,,Newspapers,429465442,"United States, New York, N.Y.",English,23-Mar-94,DATA PROCESSING (COMPUTERS); PERSONAL COMPUTERS; FOREIGN INVESTMENTS; FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+"CAMERA; For Film Exposure, Timing Is the Key","New York Times, Late Edition (East Coast); New York, N.Y.",1993,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-film-exposure-timing-is-key/docview/429352035/se-2?accountid=14586,"THE process of exposing film can be approached scientifically, with the film's light sensitivity plotted on a graph and the world divided into zones of gray. The careful photographer can take light-meter readings of all the parts of a scene, match them to zones of gray and then figure out just which setting to expose the film for, taking into account the leeway that development can offer.
+But I tend to think of exposure in terms that are a little more mundane: for me, it's like cooking. Turn on the oven, stick in a chicken and a while later it's done. So it is with exposure, at least in my mind. Let the right amount of light fall on the negative, and in a little while (usually less time than it takes to cook a chicken), the negative is done.
+Whether you're cooking a chicken or exposing a negative, the basic controls are similar. In the kitchen you can set the temperature of the oven and the length of time you leave the bird in; with a camera you can adjust the shutter speed, which determines how long the film is exposed to light, and the aperture, which controls how big an opening the light passes through on its way to the film.
+In the early days of photography, controlling the amount of light that came through the lens was an imprecise science, to say the least. Nineteenth-century photographers would start an exposure simply by removing a cap from the lens and stop it a few seconds later by putting the cap back on. Apertures were rudimentary, when they were used at all.
+Modern films and lenses allow photographers to use much shorter exposure times, which are determined by how long the shutter stays open. Shutter speeds are usually measured in seconds or fractions of a second, and are typically arranged in a sequence that includes 1, 1/2, 1/4, 1/8, 1/15 , 1/30 , 1/60 , 1/125 , 1/250 and 1/500 . Each setting is more or less equal to half the the previous setting.
+Some cameras have speeds as fast as 1/10,000 of a second or as slow as several seconds, or even minutes. But exposures that short or long tend to be useful only in special situations, and films and flashes sometimes act strangely, with very short or long exposures. So it is best to understand the effects of extreme exposures before using them to take pictures.
+Aperture sizes are usually referred to as f/stops, a technical term that refers to the ratio of a lens's effective diameter to its focal length. (F/stop is so much a part of photographic lingo that in the 1980's a photographer in San Francisco adopted the alias F/stop Fitzgerald.)
+Like shutter speeds, f/stops are arranged in a set sequence, which typically includes f/2, 2.8, 4, 5.6, 8, 11, and 16. Each f/stop is half the size of the previous one in the sequence, and thus allows half as much light to reach the film.
+Shutter speeds and f/stops can be linked. Change from one speed to the next faster one, and your exposure is cut in half, but you can prevent underexposure by opening the lens to the next aperture setting.
+Along about here this otherwise simple system can become confusing: the smaller the f/stop, the bigger the aperture, and vice versa. A lens set at f/16 has a much smaller opening than one set at f/2.
+Ugh. Why can't you just aim your camera and take a picture without having to worry about all this stuff?
+If apertures and shutter speeds did nothing more than control exposure, there would be no real reason to learn about them. But each has other effects on the image, providing photographers with important creative controls.
+These days, however, with automatic-everything equipment, you can forget about f/stops and shutter speeds. Modern point-and-shoot cameras make virtually all the decisions about exposure.
+The result of all this automation is like having a dependable but dull chef, to go back to the cooking metaphor. You always get a well-cooked meal, but you never have the fun of cooking it yourself.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+For+Film+Exposure%2C+Timing+Is+the+Key&title=New+York+Times&issn=03624331&date=1993-11-21&volume=&issue=&spage=A.18&au=Hagen%2C+Charles&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 21, 1993","I tend to think of exposure in terms that are a little more mundane: for me, it's like cooking. Turn on the oven, stick in a chicken and a while later it's done. So it is with exposure, at least in my mind. Let the right amount of light fall on the negative, and in a little while (usually less time than it takes to cook a chicken), the negative is done. Whether you're cooking a chicken or exposing a negative, the basic controls are similar. In the kitchen you can set the temperature of the oven and the length of time you leave the bird in; with a camera you can adjust the shutter speed, which determines how long the film is exposed to light, and the aperture, which controls how big an opening the light passes through on its way to the film. Aperture sizes are usually referred to as f/stops, a technical term that refers to the ratio of a lens's effective diameter to its focal length. (F/stop is so much a part of photographic lingo that in the 1980's a photographer in San Francisco adopted the alias F/stop Fitzgerald.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Nov 1993: A.18.",11/15/17,"New York, N.Y.",,"Hagen, Charles",New York Times Company,,Newspapers,429352035,"United States, New York, N.Y.",English,21-Nov-93,PHOTOGRAPHY,New York Times,NEWSPAPER,,,,,,,
+67 Navy Women Awarded Back Pay Over Bias,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/67-navy-women-awarded-back-pay-over-bias/docview/428261011/se-2?accountid=14586,"AP
+Sixty-seven female Navy employees have been awarded back pay in an 18-year-old sex discrimination lawsuit, and the Federal District judge in the case said he would consider sanctions against the Government for harassing and delaying tactics.
+""The Government has sought to prolong this litigation by every means possible, both fair and foul,"" the judge, Harold H. Greene, said on Wednesday in the decision. ""In these days of an enormous budget deficit, it would seem to be an extravagant waste of taxpayer funds.""
+Judge Greene awarded $670,402 in back pay to the female civilian employees of the Navy's computer operations center. The women filed suit in 1973, contending they had suffered discrimination in hiring and promotions.
+The Government's actions in defending the case have ""gone beyond normal bounds,"" Judge Greene wrote. Although he ruled in 1981 that the women were discriminated against, the judge said, ""The Navy has insisted on relitigating every single individual claim as if there had never been such a finding."" Appeal to Be Considered
+A Navy spokesman said he could not immediately comment on the ruling. Mark Liedl, a spokesman for the United States Attorney's office, said an appeal would be considered and that ""the Government's position throughout this litigation has been based on the merits of the case.""
+But Judge Greene said he would consider sanctions over the Government's September 1990 reversal of its decision 18 months earlier not to contest the claims of five plaintiffs. The Navy had promised to promote the women retroactively, but then decided to await a final decision on the rest of the plaintiffs.
+The Government said the reversal came about because of poorly drafted court documents, but the judge said there was substantial evidence that the purpose was ""harassing the plaintiffs, delaying this litigation and increasing the costs that plaintiffs must bear.""
+The judge gave Navy Secretary H. Lawrence Garrett 3d and the Assistant United States Attorney, Thomas S. Rees, 25 days to show why sanctions should not be imposed against them under Federal rules of civil procedure. Such sanctions could include fines or award of lawyers' fees and costs to the plaintiffs.
+Judge Greene noted that the Government had spent more than $2 million on expert witness fees alone in the most recent round of the case, while the amount of back pay in dispute was less than $625,000.
+The Government ""has fought these women at every turn,"" the judge said, adding that the only reasonable explanation ""is that they are seeking to deter others who might consider complaining and litigating about sex discrimination by the Navy.""
+The case involved women who worked for the Navy Regional Data Automation Center from 1972 to 1979. Statistics compiled in the case showed that the women received fewer promotions and earned an average $1,960 a year less than men.
+""The fact is that they were qualified to do, or were actually doing, the same work as men but were not paid as much as their male colleagues,"" Judge Greene said.
+One plaintiff, Brenda J. Weaver, said she was hired two grade service levels below her qualification level and was told by a Navy personnel official that ""a married woman did not need as much money as a G.S.-11 mathematician was being paid.""
+The plaintiffs' lawyer, Bradley G. McDonald, said he would ask the judge to award additional back pay to the women for 1979 to the present, which he said would be another $350,000 to $400,000.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=67+Navy+Women+Awarded+Back+Pay+Over+Bias&title=New+York+Times&issn=03624331&date=1991-11-29&volume=&issue=&spage=A.24&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1991","""The Government has sought to prolong this litigation by every means possible, both fair and foul,"" the judge, Harold H. Greene, said on Wednesday in the decision. ""In these days of an enormous budget deficit, it would seem to be an extravagant waste of taxpayer funds."" The Government's actions in defending the case have ""gone beyond normal bounds,"" Judge Greene wrote. Although he ruled in 1981 that the women were discriminated against, the judge said, ""The Navy has insisted on relitigating every single individual claim as if there had never been such a finding."" Appeal to Be Considered The Government ""has fought these women at every turn,"" the judge said, adding that the only reasonable explanation ""is that they are seeking to deter others who might consider complaining and litigating about sex discrimination by the Navy.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1991: A.24.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428261011,"United States, New York, N.Y.",English,29-Nov-91,UNITED STATES ARMAMENT AND DEFENSE; DECISIONS AND VERDICTS; FINES (PENALTIES); NAVIES; WOMEN; HIRING AND PROMOTION; DISCRIMINATION,New York Times,NEWSPAPER,,,,,,,
+Three Big Military Contractors Report Profits for Quarter,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/three-big-military-contractors-report-profits/docview/428124960/se-2?accountid=14586,"Special to The New York Times
+The General Dynamics Corporation and the Northrop Corporation, two of the nation's largest military contractors, reported higher profits today for the quarter ended June 30. Another big aerospace company, the Rockwell International Corporation, posted a decline in earnings.
+General Dynamics said its net income for the quarter was $211 million, or $5.04 a share, compared with a $240 million loss in the corresponding period last year. Reflecting the decline in Pentagon spending, sales for the quarter were down almost 7.7 percent, to $2.42 billion from $2.62 billion.
+The results for this year's quarter were helped by a one-time gain of $140 million from a favorable tax adjustment. Results for the quarter last year reflected a charge against earnings of $330 million to account for troubles on two big military contracts.
+General Dynamics, based in St. Louis, said the tax adjustment stemmed from the completion of an audit by the Internal Revenue Service of its results for 1977 through 1986. The company said it would be permitted to use certain investment tax credits, research and developments credits and other tax credits. As a result, General Dynamics said, it was able to reduce its reserves for income taxes by $140 million, giving it a gain of that amount in the quarter.
+Like most military contractors, General Dynamics is concentrating on wringing more profits from the weapons programs it has and on avoiding costly technical risks. Like many of its competitors in recent quarters, General Dynamics's earnings looked good compared with the quarter a year ago simply by not having any write-offs for technical problems and delays.
+General Dynamics also benefited from improved profitability in its tank-building division and its Cessna small airplane business.
+The company's stock gained 50 cents on the New York Stock Exchange today, closing at $44.
+Following are the details of the other companies' results: Northrop
+Northrop said its net income for the quarter was $36.2 million, or 77 cents a share, a 23.5 percent increase over the period last year, when the company earned $29.3 million, or 63 cents a share.
+Northrop's sales for the quarter declined by 6 percent, to $1.33 billion from $1.41 billion.
+Northrop, based in Los Angeles, said its earnings for this year's quarter included an after-tax charge of $8.4 million to settle accusations that it had defrauded the Air Force by improperly testing missile components. The financial charge amounted to $21.8 million on a pretax basis and included $11.8 million to replace hydraulic fluid in the guidance devices for the Air Force's cruise missiles. Northrop has acknowledged that the fluid may freeze at temperatures higher than those demanded by Air Force specifications.
+Northrop attributed the decline in sales to a slowdown in deliveries on the F/A-18 fighter program, the end of the company's effort to win a new Air Force fighter contract and decreased demand for military electronics. The declines were partly offset by higher sales of missiles and of components for the Boeing Company's 747 jetliner.
+Northrop's shares closed at $28.625 on the Big Board today, up $1. Rockwell International
+Rockwell International said its earnings for the quarter, the third of its fiscal year, declined 11.6 percent, to $151.4 million, or 65 cents a share, from $171.2 million, or 71 cents a share. The company has fewer shares outstanding this year because of a share-repurchase program.
+Rockwell said its sales fell 4 percent, to $2.99 billion for the quarter, from $3.13 billion in the similar period last year.
+The company, based in Los Angeles, said earnings in its electronics segment declined 18 percent, largely because of lower demand for industrial automation and avionics products. It said the automotive components business was weak because of depressed worldwide markets, as was its graphics business, but that earnings in military electronics and aerospace remained strong.
+Donald R. Beall, Rockwell's chairman, said the company now expects its earnings for the year to dip slightly from last year, excluding a one-time gain from the sale of a business, primarily because of the national recession.
+""We do not now see our businesses benefiting significantly from an economic recovery in this fiscal year,"" Mr. Beall said.
+Rockwell's shares lost 12.5 cents on the New York Stock Exchange, closing today at $27.125.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Three+Big+Military+Contractors+Report+Profits+for+Quarter&title=New+York+Times&issn=03624331&date=1991-07-18&volume=&issue=&spage=D.8&au=Stevenson%2C+Richard+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 18, 1991","Like most military contractors, General Dynamics is concentrating on wringing more profits from the weapons programs it has and on avoiding costly technical risks. Like many of its competitors in recent quarters, General Dynamics's earnings looked good compared with the quarter a year ago simply by not having any write-offs for technical problems and delays. Northrop, based in Los Angeles, said its earnings for this year's quarter included an after-tax charge of $8.4 million to settle accusations that it had defrauded the Air Force by improperly testing missile components. The financial charge amounted to $21.8 million on a pretax basis and included $11.8 million to replace hydraulic fluid in the guidance devices for the Air Force's cruise missiles. Northrop has acknowledged that the fluid may freeze at temperatures higher than those demanded by Air Force specifications. Northrop attributed the decline in sales to a slowdown in deliveries on the F/A-18 fighter program, the end of the company's effort to win a new Air Force fighter contract and decreased demand for military electronics. The declines were partly offset by higher sales of missiles and of components for the Boeing Company's 747 jetliner.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 July 1991: D.8.",11/15/17,"New York, N.Y.",,"Stevenson, Richard W",New York Times Company,,Newspapers,428124960,"United States, New York, N.Y.",English,18-Jul-91,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS DIGEST:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/428123569/se-2?accountid=14586,"THE ECONOMY
+A furious political battle broke out in California over the future of the state's public-employee pension fund, with the fund's leaders charging that Gov. Pete Wilson is trying to pack its board and squash its shareholder-rights campaign. [ Page D1. ]
+The Supreme Court rejected a request by Connecticut that it re-examine a 24-year-old ruling that has effectively barred states from collecting sales taxes on many mail-order purchases. [ D1. ]
+The economic recovery that almost everyone thought would start with a crawl, could begin with a dash instead, according to a growing minority of forecasters, including the chairman of the Federal Reserve Board, Alan Greenspan. [ D1. ]
+The Government is overcharging poor elderly people by more than a billion dollars a year by deducting $30 a month more than it should from their Social Security checks and failing to reimburse them for some expenses, an advocacy group said. [ A1. ] COMPANIES
+A $1.7 billion lawsuit against Kidder, Peabody was not blocked by the Supreme Court. The suit by Maxus Energy, a former Kidder client, charges that the oil and gas company was damaged by Kidder's links to insider trading activity. [ D1. ]
+Ford said that one of its financial-services units would offer a credit card. Chrysler may also be planning to enter the credit-card business, according to The American Banker. [ D4. ]
+More details emerged about Donald Trump's efforts to reorganize the finances of two of his Atlantic City casino companies. At a hearing of the New Jersey Casino Control Commission, representatives of two creditor groups testified that the restructuring of the debt of the casinos was nearly complete. [ D2. ]
+Ames Department Stores said it could emerge from insolvency by the first half of 1992. [ D4. ]
+Litton Industries is scaling back operations of its disappointing Integrated Automation division. The decision will result in a $100 million after-tax charge in the company's fourth quarter. [ D4. ]
+The second ceremony for the Clio Awards was canceled, just hours before the advertising-industry event was scheduled to begin at the New York State Theater at Lincoln Center. [ D20. ] INTERNATIONAL
+Kuwait's national airline has decided to rebuild its fleet by awarding orders to Airbus Industrie for 15 aircraft and by taking options on 9 more Airbus planes, a deal that analysts said was worth almost $2 billion. [ D8. ] MARKETS
+Stock prices moved narrowly, and the Dow fell 6.49 points, to 2,993.96. Volume on the New York Stock Exchange shrank to 134.2 million shares from 169.3 million on Friday. [ D10. ]
+Prices of Treasury securities dipped in light, trendless trading as market participants continued to grope for a sense of where the economy is going. [ D16. ]
+The dollar closed mixed in narrow trading as currency specialists awaited the trade and economic reports due this week. [ D17. ]
+Prices of meat and livestock futures closed lower as too much supply and sluggish demand combined to attract little investor interest. [ D17. ] TODAY'S COLUMNS
+The years of stagnant incomes are finally having an impact on the American psyche. Louis Uchitelle: Economic Scene. [ D2 ]
+Showboat is finding that its formula of appealing to low rollers with a riverboat gambler theme is paying off. Market Place. [ D2. ]
+The Discovery Channel is embarking on its largest effort yet to stalk elusive advertising dollars. Stuart Elliott: Advertising. [ D20. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1991-06-18&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 18, 1991","A furious political battle broke out in California over the future of the state's public-employee pension fund, with the fund's leaders charging that Gov. Pete Wilson is trying to pack its board and squash its shareholder-rights campaign. [ Page D1. ] A $1.7 billion lawsuit against Kidder, Peabody was not blocked by the Supreme Court. The suit by Maxus Energy, a former Kidder client, charges that the oil and gas company was damaged by Kidder's links to insider trading activity. [ D1. ] More details emerged about Donald Trump's efforts to reorganize the finances of two of his Atlantic City casino companies. At a hearing of the New Jersey Casino Control Commission, representatives of two creditor groups testified that the restructuring of the debt of the casinos was nearly complete. [ D2. ]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 June 1991: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,428123569,"United States, New York, N.Y.",English,18-Jun-91,,New York Times,Summary,,,,,,,
+"Child Support Payments Stop At State Lines, Panel Is Told","New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/child-support-payments-stop-at-state-lines-panel/docview/428047051/se-2?accountid=14586,"It has been nearly a year since Christine Allen last received the $55 weekly payment her former husband was ordered to pay to support their 5-year-old daughter, Ashleigh. In the meantime she lost her job, and her former husband, who lives in Alabama, has evaded what she considers the weak efforts of officials there to take him to court.
+When Sandra Feld's husband moved with his six-figure income from an affluent suburb in Monmouth County, N.J., to New York, she tried unsuccessfully to get New Jersey agencies to press New York agencies to collect $9,000 in overdue support payments needed for her son's college education.
+""Despite three bench warrants for his arrest and orders for him to pay the arrearages, neither New Jersey nor New York could do anything,"" she said. ""We have been victimized twice. Once by my ex-husband and now by these two states, which can't get child support across state lines.""
+The plight of Ms. Allen, Ms. Feld and thousands of other women and children caught up in a child support enforcement system that attempts to reach across state lines was the subject of nearly three days of hearings before the United States Commission on Interstate Child Support that ended Saturday.
+Last year the Federal Government spent $1.5 billion in helping states recoup a record $6 billion in delinquent child support payments. But of that amount only 10 percent represented collections made across state lines, according to the commission.
+Margaret Haynes, chairman of the commission, said it was the fourth and last hearing held by the 15-member commission. The panel was created by Congress in 1988 to develop solutions to the problems of interstate collection of delinquent child support payments. More than 400,000 such requests go across state lines annually, Ms. Haynes said.
+The failure of states to cooperate with each other in collecting the delinquent payments has contributed to the swelling of welfare rolls and the growing number of children living in poverty, Ms. Haynes said.
+The commission is scheduled to make its recommendations by May 1992.
+In addition to a score of stories of mostly women like Ms. Allen and Ms. Feld, the panel heard of a host of other problems in the system. State child support officials complained that their agencies were in ""an overburdened mess"" because of the many requests. Lawyers expressed fear that in the rush to make changes, peoples' rights might be harmed. And child welfare advocates criticized government officials for treating nonpayment of child support more as a social services problem than one requiring better law enforcement.
+Some participants suggested that perception of the problem was hampered by resistance to what many see as a women's issue.
+""I tend to think that it is sexist,"" said William D. Camden, an official in the Michigan child support enforcement agency. ""There is a perception that it is a woman's issue not worthy of attention in a serious way."" A Problem Before Collections
+In addressing the group, Louis W. Sullivan, Secretary of Health and Human Services, noted the greater coordination and automation needed to collect child support payments but pointed out another difficulty. He said that only 60 percent of the mothers eligible for child support payments had obtained the court-ordered awards.
+""The dimensions of the problem we are addressing are enormous and their implications for American culture are sobering,"" he said.
+Analyses of the child support enforcement system indicate the Federal Government has come a long way over the last 20 years, from virtually ignoring nonpayment to enacting legislation that finances two-thirds the cost of state child support collection and sets up incentives for states to collect delinquent payments.
+Allie P. Mathews, Deputy Director of the United States Office of Child Support Enforcement, said states received $265 million in incentive awards from the Federal Government last year.
+A commission member, Irma Neal, said that from the beginning of Federal endorsement of child support enforcement, there had been an emphasis on recovering money owed to women who were on the welfare rolls. Some of the recovered money goes to the states to offset welfare payments.
+Photograph Christine Allen, above right, and other participants at a vigil in Atlanta that coincided with hearings by the United States Commission on Interstate Child Support. Ms. Allen has not received child support from her ex-husband in nearly a year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Child+Support+Payments+Stop+At+State+Lines%2C+Panel+Is+Told&title=New+York+Times&issn=03624331&date=1991-04-08&volume=&issue=&spage=A.8&au=RONALD+SMOTHERS%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 8, 1991","""Despite three bench warrants for his arrest and orders for him to pay the arrearages, neither New Jersey nor New York could do anything,"" she said. ""We have been victimized twice. Once by my ex-husband and now by these two states, which can't get child support across state lines."" In addition to a score of stories of mostly women like Ms. [Christine Allen] and Ms. [Sandra Feld], the panel heard of a host of other problems in the system. State child support officials complained that their agencies were in ""an overburdened mess"" because of the many requests. Lawyers expressed fear that in the rush to make changes, peoples' rights might be harmed. And child welfare advocates criticized government officials for treating nonpayment of child support more as a social services problem than one requiring better law enforcement. ""I tend to think that it is sexist,"" said William D. Camden, an official in the Michigan child support enforcement agency. ""There is a perception that it is a woman's issue not worthy of attention in a serious way."" A Problem Before Collections","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Apr 1991: A.8.",11/15/17,"New York, N.Y.",,"RONALD SMOTHERS, Special to The New York Times",New York Times Company,,Newspapers,428047051,"United States, New York, N.Y.",English,8-Apr-91,CHILD CUSTODY AND SUPPORT; STATES (US),New York Times,NEWSPAPER,,,,,,,
+Piano-Making at Steinway: Brute Force and a Fine Hand,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/piano-making-at-steinway-brute-force-fine-hand/docview/427994827/se-2?accountid=14586,"In Steinway's turn-of-the century factory in Astoria, Queens, tour guides proudly tell visitors that the craftsmen and managers are bound to the company for generations. ""We believe in nepotism, supremely,"" said Horace Comstock, the guide on a recent tour, describing a traditional, inbred world.
+Today, however, the company is less inbred. Its new general manager has been at the company less than three months. And the waves of Italians and Greeks and other European immigrants who built pianos here for generations have been replaced with newer immigrants, many of whom do not stay as long.
+On the shop floor, young men, some with pony tails and tattoos, assemble black concert grand pianos while piano music wafts in from a radio in the corner. It is Bruce Springsteen's ""Blinded by the Light.""
+If the workers are very much today, much of what they do would seem ripe for modernization. The company gives the impression of not having fully absorbed the concept of interchangeable parts, popularized by Eli Whitney in 1798. No Standard Sizes
+For example, a computer-controlled woodworking tool is deliberately set to make parts slightly too big, so that a craftsman can later strip away unneeded wood. If the tool cut the wood to a standard size, said Sanford G. Woodard, the general manager, it would fit with others but not perfectly; the only way to do that is by hand.
+Rim-making, a procedure that is at the heart of Steinway technology, seems comically primitive. To make the U-shaped rim, six workers stack 18 wooden boards and carry them, like a long ladder, around the twisting confines of the factory. The boards are run through rollers like a washing-machine's mangle, to coat the sides with glue. A worker with a pot and a paintbrush applies more on spots the roller missed.
+Then the men wrestle the boards around a mold in the shape of a piano. They attach the straight side first. Then the men line up on the free end and push hard, forcing the boards around the curve. Later, they attach a block and tackle, to force the boards around the frame. The only deviation from muscle power is a power-driven torque wrench, used to tighten the bolts that hold the wood to the right tension.
+Production of rims could be automated, but the company builds them only three mornings a week, turning out only about 2,500 last year, a number that hardly justifies a major investment. Yamaha, known for its degree of automation, produces 200,000 pianos in some years.
+Other manufacturers' rims tend to de-laminate over time, the company says, which means the end of the piano. But Steinway rims, demonstrably, endure for more than a century. This is part of what allows them to be rebuilt so successfully.
+Once the frames are bent on the mold, they are left to age, said David A. Grossi, the national service manager, leading a tour recently. ""Sometimes the frame relaxes a quarter inch or an eighth of an inch, and assumes the shape it's going to have for its lifetime,"" Mr. Grossi said. ""We let it do that; it's part of a Steinway.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Piano-Making+at+Steinway%3A+Brute+Force+and+a+Fine+Hand&title=New+York+Times&issn=03624331&date=1991-03-28&volume=&issue=&spage=D.8&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,03 624331,"Copyright New York Times Company Mar 28, 1991","In Steinway's turn-of-the century factory in Astoria, Queens, tour guides proudly tell visitors that the craftsmen and managers are bound to the company for generations. ""We believe in nepotism, supremely,"" said Horace Comstock, the guide on a recent tour, describing a traditional, inbred world. Once the frames are bent on the mold, they are left to age, said David A. Grossi, the national service manager, leading a tour recently. ""Sometimes the frame relaxes a quarter inch or an eighth of an inch, and assumes the shape it's going to have for its lifetime,"" Mr. Grossi said. ""We let it do that; it's part of a Steinway.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Mar 1991: D.8.",11/15/17,"New York, N.Y.",,"Wald, Matthew L",New York Times Company,,Newspapers,427994827,"United States, New York, N.Y.",English,28-Mar-91,PIANOS,New York Times,NEWSPAPER,,,,,,,
+Camera,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera/docview/427905869/se-2?accountid=14586,"This week I've been reflecting on what 1990 brought in the way of breakthrough technology and picture-taking advances. There were, of course, plenty of new 35-millimeter cameras designed to make life easier for the amateur and plenty of new films that offer better quality than ever before.
+But if you were to ask me what was the real news of 1990, I'd say it was Kodak's announcement of its photo CD system. While none of the actual parts of this hybrid technology found its way onto the marketplace during the year, the concept was bold enough to send shivers through most of the photography industry.
+The photo CD, as developed by Kodak and Phillips, the Dutch electronics firm, combines the virtues of traditional photography with the promise of electronic image-making. Kodak's idea, which is probably a sage one, is that film still presents the best method for capturing images. So the photo CD system is built around the assumption that in the next century we will still be using 35-millimeter cameras and color film.
+But in addition to getting back the usual allotment of prints, we will have the option of getting back a compact disk that will have all the images engraved electronically within it. The images can be played back on television sets or fed into computers and rearranged or enhance their subjects. Did Aunt Harriet blink when we snapped the shutter? Hey, a quick twist of the computer and her eyes can be wide open.
+The vision of Kodak's CD system is futuristic only if you haven't been paying attention to what has been going on in the real world. Magazines and newspapers now edit, crop and otherwise prepare photographs for publication by means of computers. My photography students are at keyboards every day manipulating images. They love to find new machines capable of printing out their pictures in the form of tiny dots.
+I know an artist who has a five-figure investment in Apple MacIntosh equipment, which he uses to make nearly imperceptible alterations in photographs that he originally shoots with a Hasselblad. So the idea that electronic image making will replace traditional, film-based photography seems a bit hyperbolic. Electronics and film already are peacefully co-existing and Kodak's system will make their liaison even merrier.
+For the typical snapshooter, the photo CD offers both a new way of looking at pictures -- on a television screen -- and a new, compact method for storing them. Instead of the usual overflowing box of paper envelopes filled with prints and negatives in a helter-skelter pile, there will be a shelf of neatly arranged disks, which are the same size as audio CD disks. And speaking of audio, it is possible with Kodak's system to add a short soundtrack to each image, which can be heard while the image is on the screen.
+In short, Kodak's snapshot CD represents more of a revolution in photography than any of the cameras or films brought into the world in 1990. This is not to say that new cameras and films are not important, but that advances in automation and silver-crystal technology have slowed to a crawl.
+And where in the last 12 months were all the still video cameras that were so eagerly anticipated during the 1980's? Well, there are a handful of models on the market, but sales haven't been brisk. That makes sense, especially if you agree with Kodak that film still is the best means of ""image capture.""
+The other great breakthrough of 1990, in my humble opinion, was the arrival of a mostly biodegradable film canister, courtesy of Fuji, the Japanese film manufacturer that has been trying to give Kodak a run for its money in recent years. Responding to concerns about waste disposal and over-reliance on plastics, Fuji has begun packaging its films in containers that are made of paper.
+Fuji is the first film maker to convert from plastic containers, which have always given me a twinge of guilt whenever I toss one in the trash. For the last couple of years Kodak has been working with major processing labs to recycle its 35-millimeter film containers, but Fuji's solution is even better.
+The new Fuji containers are made of heavy white paper that is wrapped with a thin covering that looks like transparent packaging tape. The ends are foil-backed paper. The result is not entirely recyclable, but it can be crushed easily and it resists moisture, which otherwise would wreck the films in storage. Here's hoping that Kodak, Agfa, Ilford and the rest follow suit, and that next year I'll be writing about the complete disappearance of those pesky, environmentally permanent plastic film containers.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Camera&title=New+York+Times&issn=03624331&date=1990-12-30&volume=&issue=&spage=A.47&au=Truscott%2C+Alan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 30, 1990","The photo CD, as developed by Kodak and Phillips, the Dutch electronics firm, combines the virtues of traditional photography with the promise of electronic image-making. Kodak's idea, which is probably a sage one, is that film still presents the best method for capturing images. So the photo CD system is built around the assumption that in the next century we will still be using 35-millimeter cameras and color film. For the typical snapshooter, the photo CD offers both a new way of looking at pictures -- on a television screen -- and a new, compact method for storing them. Instead of the usual overflowing box of paper envelopes filled with prints and negatives in a helter-skelter pile, there will be a shelf of neatly arranged disks, which are the same size as audio CD disks. And speaking of audio, it is possible with Kodak's system to add a short soundtrack to each image, which can be heard while the image is on the screen. The new Fuji containers are made of heavy white paper that is wrapped with a thin covering that looks like transparent packaging tape. The ends are foil-backed paper. The result is not entirely recyclable, but it can be crushed easily and it resists moisture, which otherwise would wreck the films in storage. Here's hoping that Kodak, Agfa, Ilford and the rest follow suit, and that next year I'll be writing about the complete disappearance of those pesky, environmentally permanent plastic film containers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Dec 1990: A.47.",11/15/17,"New York, N.Y.",,"Truscott, Alan",New York Times Company,,Newspapers,427905869,"United States, New York, N.Y.",English,30-Dec-90,PHOTOGRAPHY; COMPACT DISKS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Son Joins His Father At the Top of Figgie,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-son-joins-his-father-at-top/docview/427785690/se-2?accountid=14586,"LEAD: Harry E. Figgie 3d, who has been pursuing dual careers as an orthopedist and a corporate executive, has decided on the business world and will join his father at Figgie International Inc. as vice chairman of technology and strategic planning.
+Harry E. Figgie 3d, who has been pursuing dual careers as an orthopedist and a corporate executive, has decided on the business world and will join his father at Figgie International Inc. as vice chairman of technology and strategic planning.
+Dr. Figgie, who is 37 years old, said yesterday that he planned to ease into the company over the next 18 to 36 months while he steps out of his Cleveland medical practice, which specializes in custom-fit human joint replacements.
+Dr. Figgie's other career is at the Clark-Reliance Corporation, a Cleveland-based maker of valves, controls and instruments that is privately held by the Figgie family. He is president and chief executive there and plans to continue in those roles.
+At Figgie International, Dr. Figgie will join a newly created office of the chairman, which includes his father, Harry E. Figgie Jr., 66, the chairman and chief executive, and Vincent A. Chiarucci, 60, president and chief operating officer.
+The elder Mr. Figgie took over an automatic sprinkler company in 1964 and built it into Figgie International, which is based in Cleveland. The company has 34 divisions and $1.4 billion in annual revenues and its products include fire protection services and equipment, Rawlings sporting goods, electronic systems and insurance services.
+Mr. Figgie said yesterday that he had no plans to retire and that the appointment of his son did not necessarily put him in line to succeed him. ''The board will have to make that decison down the line,'' Mr. Figgie said. ''There are a number of good people in the organization doing a number of good things.''
+Dr. Figgie said he was joining the company to lead the move into higher technology for its factories. ''I've been running parallel careers for almost 20 years now,'' he said. ''Both basically have technical applications.''
+Father and son said they believed the company had a five-year period to apply technology like robots and other automated systems. The technology is available, they said, but is years ahead of executives' ability to manage it.
+''We're in a lot of niche businesses,'' the elder Mr. Figgie said. ''The first guy in could dominate the business. This is coming so fast that we want to be one of the first to adopt it.''
+Of his other two sons, Mark, 34, is also an orthopedist, and Matthew, 24, works for Figgie International as an executive at Clark-Reliance.
+Dr. Figgie, the new vice chairman, holds an undergraduate degree in biomedical engineering and a master's degree in factory automation from Rensselaer Polytechnic Institute in Troy, N.Y. He also has a degree in accounting from Garfield College and a medical degree from Case Western Reserve University in Cleveland.
+Photograph Harry E. Figgie 3d, Figgie International Inc. (Figgie International)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Son+Joins+His+Father+At+the+Top+of+Figgie&title=New+York+Times&issn=03624331&date=1990-09-28&volume=&issue=&spage=D.3&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 28, 1990","Mr. [Harry E. Figgie Jr.] said yesterday that he had no plans to retire and that the appointment of his son did not necessarily put him in line to succeed him. ''The board will have to make that decison down the line,'' Mr. Figgie said. ''There are a number of good people in the organization doing a number of good things.'' Dr. Figgie said he was joining the company to lead the move into higher technology for its factories. ''I've been running parallel careers for almost 20 years now,'' he said. ''Both basically have technical applications.'' ''We're in a lot of niche businesses,'' the elder Mr. Figgie said. ''The first guy in could dominate the business. This is coming so fast that we want to be one of the first to adopt it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Sep 1990: D.3.",11/15/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,427785690,"United States, New York, N.Y.",English,28-Sep-90,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Business Scene; High Technology In Plants Abroad,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-scene-high-technology-plants-abroad/docview/427585825/se-2?accountid=14586,"LEAD: WITH an energy not seen since the heyday of the multinationals 20 years ago, American companies are building factories overseas, buying companies and getting into all sorts of joint ventures. But while they expand their production abroad, they are somehow managing to do it without hiring a lot of foreign workers.
+WITH an energy not seen since the heyday of the multinationals 20 years ago, American companies are building factories overseas, buying companies and getting into all sorts of joint ventures. But while they expand their production abroad, they are somehow managing to do it without hiring a lot of foreign workers.
+The hiring hold-down is a badge of the new global corporation, and a revealing one. Hiring is not robust because the overseas plants are increasingly as high-tech, automated and labor-saving as those back home. And the mix of what American companies own abroad is changing. They are losing interest in the labor-intensive ventures that were past favorites, among them the manufacture of clothing and other consumer products now purchased increasingly from foreign suppliers.
+The shift to high-tech production has shown up vividly in Mexico, where General Motors, Ford Motor and Chrysler - and also Nissan and Volkswagen - have built state-of-the-art auto engine plants since 1985, staffing them with people drawn from that country's plentiful supply of labor. ''In two or three years, these workers have achieved U.S. quality and productivity levels at less than $3 an hour,'' said Rudiger Dornbusch, an economist at the Massachusetts Institute of Technology.
+The success of these ventures is helping to erode the old idea that the big industrial powers have a corner on high-tech, state-of-the-art production because only their technicians and workers have the necessary skills. True, the auto-engine technology comes from the industrial world, but the combination of foreign capital and efficient, inexpensive Mexican workers is making that country a big producer of the engines. ''What we are looking at here is offshore automation by American companies, and not the return of sophisticated production to the United States,'' said Harley Shaiken, an economist at the University of California at San Diego.
+Perhaps no company illustrates better than General Electric the phenomenon of booming investments abroad carried out with a shrinking work force. G.E. is spending huge amounts to build plastics factories in Japan, Singapore, Spain and South Korea. A stove factory is earmarked for Mexico and G.E. has purchased control of a Hungarian light bulb company.
+But with all this activity, G.E.'s employment abroad dropped to 49,000 last year (including 500 Americans), from more than 60,000 in 1984. The reason is plain: G.E. has shed two labor-intensive operations. Utah International, an overseas mining subsidiary, was sold in 1984 and G.E.'s consumer-electronics division was purchased by Thomson S.A., a French company, in 1987.
+In partial payment from Thomson, G.E. received a company that makes high-tech medical diagnostic equipment, but with far fewer workers than the old electronics factories it used to own. While the new plastics factories are beginning to add workers to G.E.'s overseas payroll, these modern operations are not big users of labor. And the work force at the Hungarian light bulb company, acquired this year, is to be shrunk. ''Our foreign investment today is more sophisticated,'' said Walter Joelson, G.E.'s chief economist.
+The activity of American corporations abroad is not well documented. The Commerce Department collects data on investment and employment, but with a two-year lag. The latest numbers, for 1987, show that while net investment has been rising since 1985, employment overseas declined through the 1980's to 6.2 million in 1987. The figures cover operations in which an American company had at least a 10 percent stake. Two-thirds of the employment was in Europe, Canada, Japan and Australia. But Mexico, Brazil and the Far East accounted for more than a million of the workers, demonstrating the enduring allure of low wages.
+Almost certainly, the 1988 and 1989 numbers will show an upturn in employment, one that reflects the robust overseas investment reported in the last two years by numerous executives and business organizations. The Conference Board, for example, last week released the results of a survey of 1,000 American manufacturers. It showed 217 new investments overseas in 1989, a rise of 20 percent from 1988. Most were in Western Europe.
+The global company, however, is not likely to be a big generator of jobs, whether it is an American corporation expanding abroad or the British and Japanese setting up in the United States. But small as the job pie might turn out to be, the American worker appears to be getting a share. Foreign companies operating in the United States employed 3.1 million people in 1987, nearly 3 percent of the American work force. That was a 30 percent rise from the 2.4 million in 1982, and the figures for 1988 and 1989 are likely to show similar increases.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Scene%3B+High+Technology+In+Plants+Abroad&title=New+York+Times&issn=03624331&date=1990-03-12&volume=&issue=&spage=D.2&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 12, 1990","The shift to high-tech production has shown up vividly in Mexico, where General Motors, Ford Motor and Chrysler - and also Nissan and Volkswagen - have built state-of-the-art auto engine plants since 1985, staffing them with people drawn from that country's plentiful supply of labor. ''In two or three years, these workers have achieved U.S. quality and productivity levels at less than $3 an hour,'' said Rudiger Dornbusch, an economist at the Massachusetts Institute of Technology. In partial payment from Thomson, G.E. received a company that makes high-tech medical diagnostic equipment, but with far fewer workers than the old electronics factories it used to own. While the new plastics factories are beginning to add workers to G.E.'s overseas payroll, these modern operations are not big users of labor. And the work force at the Hungarian light bulb company, acquired this year, is to be shrunk. ''Our foreign investment today is more sophisticated,'' said Walter Joelson, G.E.'s chief economist.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Mar 1990: D.2.",11/15/17,"New York, N.Y.",,"Uchitelle, Louis",New York Times Company,,Newspapers,427585825,"United States, New York, N.Y.",English,12-Mar-90,"ECONOMIC CONDITIONS AND TRENDS; FOREIGN INVESTMENTS; SCIENCE AND TECHNOLOGY; FACTORIES AND INDUSTRIAL PLANTS; JOINT VENTURES AND CONSORTIUMS; MERGERS, ACQUISITIONS AND DIVESTITURES; LABOR",New York Times,NEWSPAPER,,,,,,,
+U.S. Racketeering Suit To Focus on Dock Union,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-racketeering-suit-focus-on-dock-union/docview/427566424/se-2?accountid=14586,"LEAD: Justice Department lawyers in New York are preparing a civil racketeering suit asserting that some locals of the International Longhoreman's Association are controlled by corrupt leaders, officials said yesterday.
+Justice Department lawyers in New York are preparing a civil racketeering suit asserting that some locals of the International Longhoreman's Association are controlled by corrupt leaders, officials said yesterday.
+Under the plan, Otto G. Obermaier, the United States Attorney for the Southern District of New York, would sue the union that long dominated the New York waterfront. The suit would be filed under the powerful Federal Racketeer Influenced and Corrupt Organizations Act. The union, which has some 90,000 members nationwide, has been shadowed by charges of corruption for decades.
+The suit would be similar to the broad action that the Justice Department settled last year against the International Brotherhood of Teamsters. In that action, the Government sought to seize control of the Teamsters international union by imposing a trusteeship.
+It could not be determined yesterday how broad the new suit would be or whether the Justice Department plan involves a suit against the international union, based in New York, or some of the 15 local affiliates in the New York City region.
+Checking Pension Funds",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+Racketeering+Suit+To+Focus+on+Dock+Union&title=New+York+Times&issn=03624331&date=1990-02-01&volume=&issue=&spage=B.2&au=Glaberson%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 1, 1990","Thomas Gleason Jr., the lawyer for the union and the son of its longtime leader, said the Government has been conducting an investigation for months of various union pension and welfare funds. ''I know nothing about any trusteeship,'' he said. Jim McNamara, a spokesman for the I.L.A., said yesterday that the union's international president, John Bowers, had not been informed of any broad investigation into the international union. ''Neither he nor anybody in the international has been notified of anything by the Justice Department,'' Mr. McNamara said. Mr. Bowers succeeded Thomas W. (Teddy) Gleason as leader in 1987. William DiFazio, a St. John's University sociologist and author of ''Longshoremen,'' a study of Brooklyn dockworkers, said he believed a racketeering suit against the I.L.A. would strengthen the hand of the shipping industry in efforts to further weaken the union. The effect of the suit, he said, ''is that this union will not exist anymore.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Feb 1990: B.2.",11/15/17,"New York, N.Y.",UNITED STATES,"Glaberson, William",New York Times Company,,Newspapers,427566424,"United States, New York, N.Y.",English,1-Feb-90,STEVEDORING; RACKETEERING AND RACKETEERS; SUITS AND LITIGATION; RACKETEER INFLUENCED AND CORRUPT ORGANIZATION ACT (RICO),New York Times,NEWSPAPER,,,,,,,
+Nassau County Proposes to Cut Property Taxes,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/nassau-county-proposes-cut-property-taxes/docview/427436537/se-2?accountid=14586,"LEAD: Nassau County, under fierce pressure from homeowners to lower property taxes, proposed today a $1.62 billion budget for next year that would reduce county property taxes by almost 3 percent.
+Nassau County, under fierce pressure from homeowners to lower property taxes, proposed today a $1.62 billion budget for next year that would reduce county property taxes by almost 3 percent.
+The proposed budget would be 4.3 percent higher than the current one, a sign of the austere times facing county and state governments throughout New York, New Jersey and Connecticut.
+Anger over rising tax bills on Long Island helped oust two incumbent Suffolk County legislators in primary races and two more in the general election on Tuesday, and the furor contributed to showings that were poorer than expected by Republican candidates, who dominate Nassau politics.
+With that message in mind, Nassau officials proposed a fiscal plan that would eliminate 200 vacant positions, from secretaries to groundskeepers, but would maintain health and social services, would call for hiring 61 additional correction officers and would allow a small tax cut. $25 Average Saving The proposed budget ''contains no new initiatives, no fee increases and cuts positions,'' said County Executive Thomas S. Gulotta, a Republican, who was re-elected on Tuesday. He announced the proposed budget at a news conference at his office here.
+Under Mr. Gulotta's plan, most homeowners would pay an average of $25 less in county property taxes than last year, lowering the total average bill to $881. The rate would be $12.95 per $100 of assessed valuation.
+Another factor could be that the sluggish economy may be picking up. Sales-tax revenues increased 7 percent in the third quarter over the same quarter a year ago, Mr. Gulotta said, leading officials to project a 2.3 percent increase in sales taxes next year.
+County taxes account for 22 percent of a homeowner's tax bill, which includes school and town taxes, as well as assessments for services like garbage and water districts. Elimination of 200 Jobs
+Mr. Gulotta said his budget offered the small tax cut despite an 11 percent increase from a year ago in costs mandated by the Federal and state governments in areas like as Medicaid and education for handicapped children.
+Offsetting the rising costs would be savings, which are to be outlined on Monday, including eliminating the 200 jobs, largely through automation and the merging of responsibilities.
+Last year, the county raised property taxes 12 percent, mainly to make up for a loss of $95 million in sales taxes.
+Mr. Gulotta's proposed budget would include additional Health Department and social workers, whose salaries the state would partly reimburse. In some cases, Mr. Gulotta said, hiring employees saved money. Adding the correction officers, he said, would cost the county less than the $14 million in overtime it is paying officers this year.
+The budget goes to the six-member Board of Supervisors, who have until Dec. 18 to adopt or amend it.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Nassau+County+Proposes+to+Cut+Property+Taxes&title=New+York+Times&issn=03624331&date=1989-11-11&volume=&issue=&spage=1.30&au=ERIC+SCHMITT%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 1989","Mr. Gulotta's proposed budget would include additional Health Department and social workers, whose salaries the state would partly reimburse. In some cases, Mr. Gulotta said, hiring employees saved money. Adding the correction officers, he said, would cost the county less than the $14 million in overtime it is paying officers this year. With that message in mind, Nassau officials proposed a fiscal plan that would eliminate 200 vacant positions, from secretaries to groundskeepers, but would maintain health and social services, would call for hiring 61 additional correction officers and would allow a small tax cut. $25 Average Saving The proposed budget ''contains no new initiatives, no fee increases and cuts positions,'' said County Executive Thomas S. Gulotta, a Republican, who was re-elected on Tuesday. He announced the proposed budget at a news conference at his office here.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 1989: 1.30.",11/15/17,"New York, N.Y.",NASSAU COUNTY (NY),"ERIC SCHMITT, Special to The New York Times",New York Times Company,,Newspapers,427436537,"United States, New York, N.Y.",English,11-Nov-89,TAXATION; PROPERTY TAXES; FINANCES; BUDGETS AND BUDGETING; GOVERNMENT EMPLOYEES,New York Times,NEWSPAPER,,,,,,,
+G.E.'s Profits Up 16% On 7% Revenue Rise,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-s-profits-up-16-on-7-revenue-rise/docview/427404013/se-2?accountid=14586,"LEAD: The General Electric Company yesterday reported a 16 percent increase in earnings for the third quarter, based on improvements in its financial services, plastics, locomotive and electrical generating equipment operations.
+The General Electric Company yesterday reported a 16 percent increase in earnings for the third quarter, based on improvements in its financial services, plastics, locomotive and electrical generating equipment operations.
+Earnings of its broadcasting operations, comprising the NBC television network and seven local stations, were described as ''about the same'' as last year. Because the network's coverage of the Olympics occurred in the period a year earlier, revenues were ''considerably lower'' in the latest quarter, the company said, but costs were also substantially reduced.
+G.E. reported net income of $945 million, or $1.04 a share, up from $815 million, or 90 cents a share, in the period a year earlier. Revenues increased 7 percent, to $13 billion from $12.2 billion. Productivity Gains Cited
+''This strong earnings performance continues to reflect widespread productivity improvements, as well as sales growth in a number of our businesses,'' John F. Welch Jr., the company's chairman, said in a statement. ''With three quarters of 1989 behind us, G.E. is well on its way to a third straight year of strong double-digit earnings increases.''
+Mr. Welch said that although sales of products with quick delivery times, like appliances, had slowed, orders for products with longer delivery periods, like jet engines and generating equipment, were strong.
+Mr. Welch said the operating margin was 11.1 percent in the quarter, an increase from the 9.6 percent of the 1988 quarter but a decline from the record 12.1 percent in the second quarter of this year.
+Analysts said the earnings were consistent with the expectations of the financial community. 'It Looks Like a Good Number'
+''They got there on minor improvements in sales and very good margin gains, which has been the pattern,'' said Russell L. Leavitt, an analyst with Salomon Brothers. ''Considering that the overall environment is becoming somewhat slower, it looks like a good number.''
+G.E. has booked orders for $6 billion of aircraft engines, $4 billion of aerospace equipment and $3 billlion of power generation machinery in the first nine months of 1989, Mr. Welch said. The order rate for generating equipment was 60 percent ahead of 1988, he said, and medical diagnostic equipment was up 40 percent.
+For the nine months, G.E.'s earnings totaled $2.77 billion, or $3.06 a share, an increase of 16.4 percent from $2.38 billion, or $2.63 a share. Revenues, however, increased 11 percent, to $38.4 billion from $34.6 billion. G.E. shares closed at $57.875, down 25 cents, in trading on the New York Stock Exchange yesterday. Financial Services Up 21%
+The company said net income at its financial services group, which includes the GE Capital Corporation and Kidder, Peabody & Company, increased 21 percent in the quarter. The performance of GE Capital was termed ''excellent''; there was no mention of Kidder.
+Sales and profits of the plastics division were said to be ''up sharply'' as a result of internal sales increases and the addition of the former Borg-Warner Chemicals business that G.E. has acquired.
+Profits from industrial operations were characterized as ''strongly ahead'' on ''good'' revenue improvements. The gains were led by the Transportation Systems division, which makes diesel locomotives.
+Technical products, which include factory automation systems and medical diagnostic equipment, were said to have shown a ''good'' improvement in profits on a ''modest increase'' in sales.
+Power systems, which include nuclear operations as well as electrical generating and distributing equipment, were reported to have revenues that were ''about even'' with last year, but with increased profits as a result of higher sales of power generation equipment.
+Earnings for the major appliances division were reported as substantially higher than what was described as ''last year's depressed level'' on slightly higher revenues.
+Aircraft engine profits were ''somewhat ahead'' of last year on slightly lower revenues. Earnings from aerospace products declined, the company said, on ''modestly lower'' sales.
+Earnings at the remaining miscellaneous businesses in the company were reported as ''somewhat lower'' than last year.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.%27s+Profits+Up+16%25+On+7%25+Revenue+Rise&title=New+York+Times&issn=03624331&date=1989-10-13&volume=&issue=&spage=D.2&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 13, 1989","Earnings of its broadcasting operations, comprising the NBC television network and seven local stations, were described as ''about the same'' as last year. Because the network's coverage of the Olympics occurred in the period a year earlier, revenues were ''considerably lower'' in the latest quarter, the company said, but costs were also substantially reduced. ''This strong earnings performance continues to reflect widespread productivity improvements, as well as sales growth in a number of our businesses,'' John F. Welch Jr., the company's chairman, said in a statement. ''With three quarters of 1989 behind us, G.E. is well on its way to a third straight year of strong double-digit earnings increases.'' ''They got there on minor improvements in sales and very good margin gains, which has been the pattern,'' said Russell L. Leavitt, an analyst with Salomon Brothers. ''Considering that the overall environment is becoming somewhat slower, it looks like a good number.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Oct 1989: D.2.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,427404013,"United States, New York, N.Y.",English,13-Oct-89,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+New Line of Wang Minicomputers,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-line-wang-minicomputers/docview/427364047/se-2?accountid=14586,"LEAD: In an effort to retain its waning customer base, Wang Laboratories Inc. introduced a new line of minicomputers yesterday, the VS 8000 series, that the company said was three times more powerful than its current VS 7000 systems.
+In an effort to retain its waning customer base, Wang Laboratories Inc. introduced a new line of minicomputers yesterday, the VS 8000 series, that the company said was three times more powerful than its current VS 7000 systems.
+The new minicomputers are designed to compete with machines made by the Digital Equipment Corporation and the International Business Machines Corporation, the world's largest minicomputer makers. The Wang machines are intended for large-volume data processing, office automation and program development in the government, legal, financial services and manufacturing sectors.
+The VS 8000 product line consists of the 8200 and 8400 systems that are priced, respectively, at $80,000 and $204,000. Wang said that the new minicomputers were compatible with its existing machines and would protect consumers' investments in Wang-made software, controllers and peripheral devices. Shift in the Market
+Analysts said that although the products represented a significant upgrade over Wang's current machines, they would probably not attract a significant number of new customers because the computer market was shifting away from minicomputers to desktop machines like personal computers and decentralized work stations.
+''This is an exceptionally appealing product for the established base because of its price performance,'' said Michael J. Geran, an analyst with Nikko Securities International. ''But it remains to be seen how customers react.''
+Some analysts noted that although Wang had updated its VS line of midrange computers in the past, sales did not increase. They said that Wang had clung to its existing minicomputer line too long and had been slow in realizing the importance of personal computers.
+''The key to Wang's transformation is for it to hold its base and cut costs,'' said Mr. Geran of Nikko. The nature of the market, he said, is that ''minicomputer demand is negative, and it's becoming increasingly difficult to protect your base with the new emphasis on open architecture,'' referring to decentralized systems. Personal Units Introduced
+Gerry Paul, Wang's vice president of systems, said in a telephone interview yesterday that the company recognized the importance of the desktop computer and had introduced a line of personal computers and local area networks that were compatible with the industry standard.
+''However,'' he said, ''many of our customers still find that to tie those personal computers together, they need the robustness that the traditional minis have provided.''
+Investors gave a muted response to the new product announcement. Wang's shares rose 87.5 cents yesterday to close at $6 on the American Stock Exchange.
+The last year has been difficult for Wang, based in Lowell, Mass. On Aug. 8, the company announced a $424.3 million loss for the 1989 fiscal year, and its president, Frederick A. Wang, son of the company's founder, An Wang, resigned. Company officials said yesterday that the company was undertaking a rigorous cost-cutting program and was reorganizing its operations.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=New+Line+of+Wang+Minicomputers&title=New+York+Times&issn=03624331&date=1989-09-13&volume=&issue=&spage=D.5&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 13, 1989","''This is an exceptionally appealing product for the established base because of its price performance,'' said Michael J. Geran, an analyst with Nikko Securities International. ''But it remains to be seen how customers react.'' ''The key to Wang's transformation is for it to hold its base and cut costs,'' said Mr. Geran of Nikko. The nature of the market, he said, is that ''minicomputer demand is negative, and it's becoming increasingly difficult to protect your base with the new emphasis on open architecture,'' referring to decentralized systems. Personal Units Introduced ''However,'' he said, ''many of our customers still find that to tie those personal computers together, they need the robustness that the traditional minis have provided.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Sep 1989: D.5.",11/15/17,"New York, N.Y.",,"Sims, Calvin",New York Times Company,,Newspapers,427364047,"United States, New York, N.Y.",English,13-Sep-89,,New York Times,NEWSPAPER,,,,,,,
+"Navy Broke Bid Rules, Panel Finds","New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/navy-broke-bid-rules-panel-finds/docview/427018136/se-2?accountid=14586,"LEAD: A General Services Administration appeals panel ruled yesterday that the Navy had violated Federal procurement laws in writing unfair specifications for a major computer contract that appear to favor the International Business Machines Corporation.
+A General Services Administration appeals panel ruled yesterday that the Navy had violated Federal procurement laws in writing unfair specifications for a major computer contract that appear to favor the International Business Machines Corporation.
+The G.S.A.'s Board of Contract Appeals, a quasi-judicial panel that resolves Federal contract disputes, told the Navy to change the solicitation for the $150 million contract so that some competitors would not be at a disadvantage.
+The ruling seems to corroborate complaints that have been made for some time by critics of the Navy who said its bidding procedures for computers are designed to favor I.B.M.
+Last month, six computer services companies signed a letter to Defense Secretary Frank C. Carlucci, accusing the Navy of biased procurement procedures, including writing unfair contract specifications and manipulating the bidding process. As a result, these companies contended, almost every large-scale data processing contract has gone to I.B.M. The companies make products and design computer systems that are compatible with I.B.M.'s computer architecture. Questions in Congress
+Representative James J. Florio, Democrat of New Jersey, said yesterday that he had asked the General Accounting Office to begin an investigation into the Navy's procurement process.
+''I am greatly concerned about contract specifications written to favor one company and about the questions this raises about improprieties,'' said Mr. Florio, chairman of the House Subcommittee on Commerce, Consumer Protection and Competitiveness.
+In the complaint that was decided today, Pacificorp Capital Inc. had filed a protest with the G.S.A. appeals board accusing the Navy of restricting competition on a contract, valued at $150 million, to modernize computer equipment in the Navy's regional data automation operations.
+Pacificorp said the Navy's prospectus required bidders to offer an entire spectrum of I.B.M. computers while Pacificorp's supplier, the Amdahl Corporation, manufactured only high-end machines. ''By requiring Pacificorp to bid the full spectrum, they effectively eliminated the firm from competing,'' Joseph J. Petrillo, the company's attorney, said. Restriction on Competition
+The G.S.A. board ruled that such a requirement was anti-competitive and should not have been included in the solicitation.
+''We agree with Pacificorp that the solicitation provides for less than full and open competition and that the Navy has not adequately justified such a restriction on competition,'' wrote Administrative Judge Robert W. Parker, who issued the ruling on the board's behalf.
+Sidney Wilson, Pacificorp's vice president, said the companies have been complaining about computer procurement for more than a year but that the Navy has ignored them.
+''Be clear that this ruling does not solve the problem because there is a larger pattern of discrimination,'' Mr. Wilson said. ''Until the Navy changes the pattern you will continue to see protests like this filed.''
+A Navy spokesman said it would be inappropriate for the the Navy to comment on the ruling until an investigation of its procurement procedures being conducted by the Inspector General's Office of the Defense Department was completed.
+An I.B.M. spokesman said in a statement, ''We are glad that the protest is over and that the Navy can proceed with the procurement.'' He declined to comment further.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Navy+Broke+Bid+Rules%2C+Panel+Finds&title=New+York+Times&issn=03624331&date=1988-12-09&volume=&issue=&spage=D.1&au=Sims%2C+Calvin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 9, 1988","Pacificorp said the Navy's prospectus required bidders to offer an entire spectrum of I.B.M. computers while Pacificorp's supplier, the Amdahl Corporation, manufactured only high-end machines. ''By requiring Pacificorp to bid the full spectrum, they effectively eliminated the firm from competing,'' Joseph J. Petrillo, the company's attorney, said. Restriction on Competition ''We agree with Pacificorp that the solicitation provides for less than full and open competition and that the Navy has not adequately justified such a restriction on competition,'' wrote Administrative Judge Robert W. Parker, who issued the ruling on the board's behalf. ''Be clear that this ruling does not solve the problem because there is a larger pattern of discrimination,'' Mr. [Sidney Wilson] said. ''Until the Navy changes the pattern you will continue to see protests like this filed.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Dec 1988: D.1.",11/15/17,"New York, N.Y.",,"Sims, Calvin",New York Times Company,,Newspapers,427018136,"United States, New York, N.Y.",English,9-Dec-88,UNITED STATES ARMAMENT AND DEFENSE; DEFENSE CONTRACTS; DATA PROCESSING (COMPUTERS); NAVIES,New York Times,NEWSPAPER,,,,,,,
+F.A.A. Contract Award To I.B.M. Is Supported,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-contract-award-i-b-m-is-supported/docview/426953840/se-2?accountid=14586,"LEAD: A Government appeals board yesterday denied the protest that led to the suspension of a $3.6 billion contract awarded to the International Business Machines Corporation for a major element in the program to modernize the nation's air-traffic-control system.
+A Government appeals board yesterday denied the protest that led to the suspension of a $3.6 billion contract awarded to the International Business Machines Corporation for a major element in the program to modernize the nation's air-traffic-control system.
+The protest had been filed in August by the loser in the final two-company competition, the Hughes Aircraft Company. Hughes accused the Federal Aviation Administration of, among other things, granting I.B.M. preferential treatment and of failing to evaluate properly whether Hughes's technical and management superiority should outweigh I.B.M.'s lower price.
+In rejecting the complaint, a law judge of the General Services Administration concluded that I.B.M. was given no preference and that the F.A.A. had acted reasonably in finding that Hughes's ''advanced and unproven technology was not worth the higher price.''
+The judge, Anthony S. Borwick of the G.S.A.'s Board of Contract Appeals, ruled that Hughes ''has not established a violation of statute, regulation, or condition'' of the F.A.A.'s contract decision. Contract Work to Resume
+Michael Dutton, an I.B.M. spokesman, said the company was looking forward to resuming work on the contract, the largest the company has ever received.
+I.B.M. lost out in the competition for another Government contract. The American Telephone and Telegraph Company yesterday was awarded a multibillion-dollar contract to supply minicomputers to the Defense Department.
+The initial award was made in July, and it gave the go-ahead for starting production work on what is known as the Advanced Automation System. The award was described by the Transportation Department as the ''most significant step'' in the F.A.A.'s $16-billion program to overhaul traffic control so that it can cope with steady growth in flghts well into the 21st century.
+The contract was suspended on Aug. 10 so that the appeals board could hear Hughes's protest. The production work can now go forward.
+The work calls for replacing existing air traffic computers and radar screens so controllers can handle more planes. The goal is to curb delays while reducing the danger of collisions.
+In his opinion, Judge Borwick strongly backed the F.A.A.'s contract-award official in determining that any technical advantages of the Hughes proposal were not worth the extra cost, which would be more than $700 million.
+Judge Borwick rejected the Hughes allegation that I.B.M.'s proposal was technically unacceptable.
+He said Hughes had proposed advanced technology that raised the risk that elements of the system would not satisfy the F.A.A.'s requirements ''or would fail.'' He added that I.B.M. ''used technology that was more conventional, and posed less risk.''
+''Thus,'' the judge concluded, ''the technical evaluation was in accordance with the evaluation plan.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=F.A.A.+Contract+Award+To+I.B.M.+Is+Supported&title=New+York+Times&issn=03624331&date=1988-10-29&volume=&issue=&spage=1.37&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 29, 1988","The judge, Anthony S. Borwick of the G.S.A.'s Board of Contract Appeals, ruled that Hughes ''has not established a violation of statute, regulation, or condition'' of the F.A.A.'s contract decision. Contract Work to Resume He said Hughes had proposed advanced technology that raised the risk that elements of the system would not satisfy the F.A.A.'s requirements ''or would fail.'' He added that I.B.M. ''used technology that was more conventional, and posed less risk.'' ''Thus,'' the judge concluded, ''the technical evaluation was in accordance with the evaluation plan.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Oct 1988: 1.37.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,426953840,"United States, New York, N.Y.",English,29-Oct-88,AIR TRAFFIC CONTROL; DEFENSE CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+Tobaccoville Journal; Tobacco Belt Thriving Despite Fewer Smokers,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tobaccoville-journal-tobacco-belt-thriving/docview/426855021/se-2?accountid=14586,"LEAD: People around here know the news is bad about tobacco. And getting worse.
+People around here know the news is bad about tobacco. And getting worse.
+More than most Americans, they are aware of the increasing number of warning labels, of the greater prevalence of ''No Smoking'' signs, of the steady drop in cigarette consumption.
+And they know all about the New Jersey man who won a verdict recently against a cigarette maker after his wife died of lung cancer. That had never happened before. Still, the people of Tobaccoville and nearby Winston-Salem and, for that matter, the rest of the nation's tobacco country show no signs of giving up on tobacco, not yet, not if they have any connection to the industry.
+Some may have given up on tobacco personally, cutting down to a pack a day, or maybe even cutting out smoking altogether. But there is no sign that they have given up - or intend to give up - growing tobacco or working in the still-humming tobacco factories.
+True, as cigarette consumption has continued to fall by a percentage point or two a year, they have had to adjust, have had to cut back tobacco acreage, have had to accept some tobacco-plant layoffs and early retirements. But the sweet, pungent odor of tobacco continues to hang heavily in the air in tobacco country.
+To a lot of people, it smells like money. For the fact is a lot of money is still being made off tobacco here.
+''Tobacco is what we do and that's that,'' said Kyle Hannah, a Tobaccoville storekeeper, puffing on a filter tip. He motioned to the stacks of cigarettes, snuff and chaws displayed prominently on his counter. Across the road was a field of tobacco. Behind the store, state-of-the art machines in a new tobacco factory rolled more cigarettes in a minute than the worst nicotine fiend could light up in a lifetime.
+Tobacco may no longer be the powerful industry it once was. Over the last decade, tobacco acreage has almost been cut in half nationally, with North Carolina, the major tobacco-growing state, planting only 225,000 acres last year, down from the 399,000 acres planted in 1978.
+But at the same time, according to the Department of Agriculture, tobacco has gone from being an $18 billion industry in 1978 to a $35.5 billion industry last year. Some of that can be attributed to inflation, but not all, not by any means.
+Through imaginative economic retrenchment, particularly automation, aggressive pricing and a strong push for exports, the industry is still pulling in good money.
+''If you are a tobacco farmer or a tobacco company and you know your stuff, you can still make a heap of money,'' said John Davis, the chairman of the Greater Winston-Salem Chamber of Commerce and a stockbroker who follows the tobacco industry, particularly the home-based R. J. Reynolds Tobacco Company.
+''A good tobacco farmer can clear $800 an acre, and I don't know of any other crop around here that will produce that,'' Mr. Davis continued. ''As for the tobacco companies, those that have fine-tuned themselves, like Reynolds, are still pure money machines.'' But what of the future? ''People around here are keeping an eye on things, of course,'' said Maura Payne, a Reynolds spokeswoman. ''But nobody is panicking. We have been able to stay healthy thus far by stepping up productivity and by gaining a greater share of the market. We have been aggressive with pricing and with managing our resources.''
+If that sounds like a company line, it is, nevertheless, much the same line heard from many tobacco company executives in the shank of the night. Yes, they worry about the future and talk about things like diversification. But they do not yet see the day when the bottom line will be printed in red.
+Beyond the board room, the view is much the same.
+''Some people are always going to smoke and there's no way any person or any law or any lawsuit can stop them,'' said Robert Poindexter, a man who grows tobacco a few miles to the east, helps roll it into cigarettes at the Reynolds plant, and smokes it, two packs a day.
+''This is a free country,'' Mr. Poindexter said, standing in his tobacco field. ''Let people do what they want to do. It's their life. What business is it of the government or the courts or anybody if I want to smoke?''
+His question was more a statement than anything else. He did not wait for an answer but instead stooped and busied himself pulling weeds from his field.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Tobaccoville+Journal%3B+Tobacco+Belt+Thriving+Despite+Fewer+Smokers&title=New+York+Times&issn=03624331&date=1988-06-27&volume=&issue=&spage=A.10&au=B.+DRUMMOND+AYERS+Jr.%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 27, 1988","''Tobacco is what we do and that's that,'' said Kyle Hannah, a Tobaccoville storekeeper, puffing on a filter tip. He motioned to the stacks of cigarettes, snuff and chaws displayed prominently on his counter. Across the road was a field of tobacco. Behind the store, state-of-the art machines in a new tobacco factory rolled more cigarettes in a minute than the worst nicotine fiend could light up in a lifetime. ''A good tobacco farmer can clear $800 an acre, and I don't know of any other crop around here that will produce that,'' Mr. [John Davis] continued. ''As for the tobacco companies, those that have fine-tuned themselves, like Reynolds, are still pure money machines.'' But what of the future? ''People around here are keeping an eye on things, of course,'' said Maura Payne, a Reynolds spokeswoman. ''But nobody is panicking. We have been able to stay healthy thus far by stepping up productivity and by gaining a greater share of the market. We have been aggressive with pricing and with managing our resources.'' ''This is a free country,'' Mr. [Robert Poindexter] said, standing in his tobacco field. ''Let people do what they want to do. It's their life. What business is it of the government or the courts or anybody if I want to smoke?''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 June 1988: A.10.",11/15/17,"New York, N.Y.",NORTH CAROLINA TOBACCOVILLE (NC),"B. DRUMMOND AYERS Jr., Special to the New York Times",New York Times Company,,Newspapers,426855021,"United States, New York, N.Y.",English,27-Jun-88,TOBACCO; SMOKING,New York Times,NEWSPAPER,,,,,,,
+Aircraft Experts Fault Old Inspection Methods,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/aircraft-experts-fault-old-inspection-methods/docview/426868195/se-2?accountid=14586,"LEAD: Aircraft experts say there is a strong need for more research on the inspection of corrosion and fatigue damage, which is believed to have caused an airliner to rip open in flight over Hawaii April 28.
+Aircraft experts say there is a strong need for more research on the inspection of corrosion and fatigue damage, which is believed to have caused an airliner to rip open in flight over Hawaii April 28.
+The research should emphasize corrosion prevention, standardized training for inspectors, and greater use of automation to minimize chances that danger spots will be missed by mechanics who become bored scanning rivets, the experts agreed.
+But wide differences exist on at least two other important issues: whether aging planes should be required by law to be retired after a fixed lifetime and how much dependence should be placed on testing airplanes to extreme lengths, perhaps to destruction, to determine how long they should remain in service. Views Aired a Conference
+The views of the specialists were given at a three-day conference on aging aircraft held here by the Federal Aviation Administration. The meeting, which was attended by more than 300 Government and industry officials from around the world, was hastily called after the incident involving the Aloha Airlines Boeing 737 that ripped apart while cruising at 24,000 feet on a flight from Hilo to Honolulu.
+That incident is being investigated by the National Transportation Safety Board, and much work remains to be done to try to reconstruct why and how a 15-foot section of the upper fuselage of the plane suddenly ripped out, sweeping a flight attendant to her death and injuring 61 of the 94 other people on board.
+The plane made a safe emergency landing on the island of Maui.
+The 19-year-old Boeing 737 had made almost 90,000 flights, the second-highest number of flights any of the more than 1,500 737's produced. Consequently, the jetliner's aluminum fuselage had been pressurized that many times to keep the cabin atmosphere close to sea-level pressure so those on board could breathe normally. Cause of Metal Fatigue
+Pumping up a cabin after takeoffs and depressurizing it for landings subjects the fuselage to metal fatigue and the danger of breaking open. And the onset of cracks is hastened by corrosion, a particular problem for planes such as from Aloha that fly close to salt water frequently.
+At the end of the meeting here, at the National Clarion Hotel, Tom McSweeny of the aviation agency, who moderated the sessions on structures, said a highlight of the conference had been the increaesd interest in human performance. He said he was referring to the issue of how the design, maintenenace, and inspection of aircraft can be affected by the people who do the work.
+''Human factors was recognized by everyone here as an element that has to be much better understood,'' he told reporters. ''Some say the answer is to take the human out of it - to automate. We don't know how to do it.'' Craig Beard, director of the office of airworthiness where Mr. McSweeny works, said the call for more research into the human factors emerged as a highlight of the discussion.
+One of the most promising areas for research, Mr. Beard said, involves techniques for inspecting planes for damage that go beyond those currently in use. They range from simply looking over a plane to the use of electronic and other devices. Inspecting 3,000 Rivets
+''Are there variants to produce more practical ways to automate?'' he asked. ''Are there useful devices for a guy with three thousand rivets to examine that will keep him from being bored out of his mind and ensure he'll do a good job?''
+Eight recommendations were submitted jointly by trade organizations of the domestic airlines, the Air Transport Association, and of aircraft manufacturers, the Aerospace Industries Association.
+In addition to urging for more research on aircraft inspection and human performance, the proposals call for such things as: tearing down or disassembling the oldest of various aircraft types ''to determine structural condition;'' assuring adequate communications between airlines, manufacturers, and the aviation industry; and setting up ''task forces'' from those three groups, plus the National Aeronautics and Space Administration, ''to continue the work begun in this workshop.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Aircraft+Experts+Fault+Old+Inspection+Methods&title=New+York+Times&issn=03624331&date=1988-06-04&volume=&issue=&spage=1.34&au=RICHARD+WITKIN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1988","''Human factors was recognized by everyone here as an element that has to be much better understood,'' he told reporters. ''Some say the answer is to take the human out of it - to automate. We don't know how to do it.'' Craig Beard, director of the office of airworthiness where Mr. [Tom McSweeny] works, said the call for more research into the human factors emerged as a highlight of the discussion. ''Are there variants to produce more practical ways to automate?'' he asked. ''Are there useful devices for a guy with three thousand rivets to examine that will keep him from being bored out of his mind and ensure he'll do a good job?'' In addition to urging for more research on aircraft inspection and human performance, the proposals call for such things as: tearing down or disassembling the oldest of various aircraft types ''to determine structural condition;'' assuring adequate communications between airlines, manufacturers, and the aviation industry; and setting up ''task forces'' from those three groups, plus the National Aeronautics and Space Administration, ''to continue the work begun in this workshop.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1988: 1.34.",11/15/17,"New York, N.Y.",HAWAII,"RICHARD WITKIN, Special to the New York Times",New York Times Company,,Newspapers,426868195,"United States, New York, N.Y.",English,4-Jun-88,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY; RESEARCH; STANDARDS AND STANDARDIZATION,New York Times,NEWSPAPER,,,,,,,
+Transportation Chief Says F.A.A. Resists Move to Improve Air Safety,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/transportation-chief-says-f-resists-move-improve/docview/426767080/se-2?accountid=14586,"LEAD: Transportation Secretary Jim Burnley testified at a Senate hearing today that he was dismayed at what he said was the Federal Aviation Administration's resistance to improved safety rules.
+Transportation Secretary Jim Burnley testified at a Senate hearing today that he was dismayed at what he said was the Federal Aviation Administration's resistance to improved safety rules.
+Opposing key parts of a bill that would remove the aviation agency from his department, Mr. Burnley warned of a decline in air safety if the F.A.A.'s rule-making power was not subject to continued supervision by the Department of Transportation or another Cabinet-level agency.
+Mr. Burnley said the aviation agency's problems derived from the three-way split in its functions: writing and enforcing rules, operating the air traffic control system, and promoting air commerce.
+He called for overhauling the agency's structure, saying: ''I believe it is time to recognize that the F.A.A. as it was structured in 1958 is an experiment which has failed.'' 'Cattle Prod' Needed
+''Because the F.A.A. is charged with promoting and protecting the industry's commercial interests,'' the Secretary added, ''it is sometimes reluctant to take safety and enforcement actions that impose significant costs and burdens on that industry.''
+Mr. Burnley praised the agency for doing what he called a ''superb job'' on traffic control, and said it sometimes acted swiftly on safety rules. ''On other occasions,'' he added, ''it has been necessary to use the bureaucratic equivalent of a cattle prod to get the F.A.A. to take needed safety actions.''
+Mr. Burnley testified at a hearing of the Senate Commerce, Science, and Transportation Committee's Subcommittee on Aviation. The subcommittee is considering a bill introduced several months ago by the subcommittee's chairman, Senator Wendell H. Ford, Democrat of Kentucky, to make the aviation agency independent.
+Differing strongly with Mr. Burnley was another witness, Najeeb E. Halaby, a former head of the F.A.A. and of Pan American World Airways. Saying he represented a dozen of the nation's top industry organizations, he asserted that adoption of such legislation as the Ford bill would ''enhance the ability of the F.A.A. to carry out its primary mission of assuring aviation safety.'' 'Plenty of Watchdogs' for F.A.A. In an interview later, Mr. Halaby said the F.A.A. had ''plenty of watchdogs'' to keep it in line, specifying Congress, the courts and the press.
+Senator Ford took exception to the implication of Mr. Burnley's charges that the Transportation Department constantly had to put pressure on the aviation agency to tighten safety rules.
+''Mr. Burnley has chosen instances when the Transportation Department has saved the F.A.A.,'' the Senator said. ''He's left out instances when the department has interfered.''
+John Leyden, an F.A.A. spokesman, was quoted by The Associated Press as saying the agency would have no comment on Mr. Burnley's remarks.
+The dominant view among Government and industry experts was that the Ford bill was unlikely to be approved by Congress this year, partly because many committees have to hold hearings on different aspects of the legislation. An Emphasis on Improvements
+One widely held opinion was that the crucial issue was not so much whether all or some of the aviation agency's jobs would be given independent status, but what improvements could be made in financing its activities and in its personnel and procurement rules.
+In a prepared statement to the subcommittee, Mr. Burnley touched on a variety of subjects to support his charges that the F.A.A. had not adequately supervised air safety. He mentioned the maintenance of an adequate force of safety inspectors, wider use of crash recorders and improving the safety of passenger cabins.
+He said that in the early 1980's the agency had cut its inspector force by 25 percent on the theory that productivity and automation had reduced the need. But this did not turn out to be the case, and he said his predecessor as Transportation Secretary, Elizabeth Hanford Dole, had ordered an increase in inspectors.
+''She also ordered that the inspection process be completely overhauled,'' Mr. Burnley said, ''in no small part to get rid of the 'buddy system' that had existed for years between the carriers and those assigned to police them.''
+''Her tough actions on safety evoked some hostily,'' he added. ''For example, Frank Lorenzo, the chief executive officer of Texas Air, told me recently that he strongly supports an independent F.A.A. because the Office of the Secretary in recent years had pressed the F.A.A. to be too 'confrontational' toward the industry on safety issues.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Transportation+Chief+Says+F.A.A.+Resists+Move+to+Improve+Air+Safety&title=New+York+Times&issn=03624331&date=1988-03-24&volume=&issue=&spage=A.26&au=RICHARD+WITKIN%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 24, 1988","Mr. [Jim Burnley] praised the agency for doing what he called a ''superb job'' on traffic control, and said it sometimes acted swiftly on safety rules. ''On other occasions,'' he added, ''it has been necessary to use the bureaucratic equivalent of a cattle prod to get the F.A.A. to take needed safety actions.'' Differing strongly with Mr. Burnley was another witness, Najeeb E. Halaby, a former head of the F.A.A. and of Pan American World Airways. Saying he represented a dozen of the nation's top industry organizations, he asserted that adoption of such legislation as the [Wendell H. Ford] bill would ''enhance the ability of the F.A.A. to carry out its primary mission of assuring aviation safety.'' 'Plenty of Watchdogs' for F.A.A. In an interview later, Mr. Halaby said the F.A.A. had ''plenty of watchdogs'' to keep it in line, specifying Congress, the courts and the press. ''Her tough actions on safety evoked some hostily,'' he added. ''For example, Frank Lorenzo, the chief executive officer of Texas Air, told me recently that he strongly supports an independent F.A.A. because the Office of the Secretary in recent years had pressed the F.A.A. to be too 'confrontational' toward the industry on safety issues.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Mar 1988: A.26.",11/15/17,"New York, N.Y.",,"RICHARD WITKIN, Special to the New York Times",New York Times Company,,Newspapers,426767080,"United States, New York, N.Y.",English,24-Mar-88,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY,New York Times,NEWSPAPER,,,,,,,
+Hard Times Persist in the Virginia Coal Country,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hard-times-persist-virginia-coal-country/docview/426683258/se-2?accountid=14586,"LEAD: Despite more than two decades of intensive Federal and state assistance, the depressed coal counties of southwestern Virginia are making little progress in catching up economically with the rest of the state, a major study has found.
+Despite more than two decades of intensive Federal and state assistance, the depressed coal counties of southwestern Virginia are making little progress in catching up economically with the rest of the state, a major study has found.
+The study covers only the Virginia part of the Appalachian coal country, but Federal and state specialists on the region say the findings generally could be applied to many of the depressed coal counties of West Virginia and Kentucky. Like the Virginia counties, those places have been hard hit by automation in the mines and a sharply declining demand for some types of coal.
+According to the study, carried out by researchers at the Virginia Polytechnic Institute and State University at Blacksburg and entitled ''Income Uncertainty and the Quality of Life,'' residents of the state's seven primary coal-producing counties continue to face problems with money, jobs, housing, education and health that are much worse than those found elsewhere in Virginia. The poverty, unemployment and disability rates for the region tend to be two and three times the rates found in the rest of the state. Lack of Money and Will
+Further, the report warns, the region will face ''a more ominous reality'' unless it develops new means of livelihood, like cattle farming, to lessen its heavy economic dependence on a single, unstable and declining resource. That dependence, the study says, has trapped the region's residents, leaders and governmental bodies in a vicious economic circle in which they find themselves so poverty-stricken and dispirited that they not only are unable to come up with the money to break out but also are unable to muster the will.
+''Individuals and families, when confronted with a low and highly uncertain income,'' the study says, ''have little incentive or means to invest in human capital (education and good health) or to improve their quality of life. These investments are among the most critical changes needed if the region is to create a brighter future.''
+The report also blames ''political and economic power configurations'' for the region's problems and the ''historic neglect'' of its needs, noting, for example, that at least a third of the land there is owned by nonresidents. These tend to be mostly coal companies.
+''It's really a desperate situtation,'' said one of the study's researchers, Brady J. Deaton. ''There's been almost no significant catch-up with the rest of the state over the past 25 years.'' The Study's Findings
+Among the study's findings were these:
+* Per capita income in the Virginia coal country continues to be only two-thirds the overall state level.
+* Unemployment in the region has been an average of three times higher than elsewhere in the state, with about half the coal country work force employed compared to two-thirds of the work force elsewhere.
+* The poverty rate is two-thirds higher than elsewhere in the state, with coal country residents 60 percent more dependent on government assistance programs and three times more likely to live in mobile homes.
+* The proportion of coal country residents with high school degrees is only 60 percent of the state figure. And coal country pupils score below the state average in achievement tests, with the gap widening annually.
+* The suicide rate among coal country residents is 50 percent higher than elsewhere in the state, and the incidence of mental or physical disability among coal country residents is twice the overall state rate. Worse Than Expected
+Coal is mined in about 60 of the 400 or so counties in the mountainous Appalachian region that stretches from Maine to Alabama. At one point in the 1970's, it appeared that the energy crunch might bring those counties better economic times. But within a few years the energy squeeze lessened and there was a decline in demand for coal.
+At the same time, the Reagan Administration began a major reduction in Federal assistance programs.
+But despite these well-known economic setbacks and governmental developments, the Virginia researchers were surprised by the statistical portrait they uncovered. ''We didn't know it was that bad,'' Mr. Deaton said.
+Federal officials say the Virginia study could just as easily be a study of coal counties in West Virginia or Kentucky because there is no evidence that the situation in those states is significantly better.
+The Virginia counties covered by the study are Buchanan, Dickenson, Lee, Russell, Scott, Tazewell and Wise. They are among the most remote in the state.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Hard+Times+Persist+in+the+Virginia+Coal+Country&title=New+York+Times&issn=03624331&date=1987-12-28&volume=&issue=&spage=A.16&au=B.+DRUMMOND+AYRES+Jr.%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1987","''Individuals and families, when confronted with a low and highly uncertain income,'' the study says, ''have little incentive or means to invest in human capital (education and good health) or to improve their quality of life. These investments are among the most critical changes needed if the region is to create a brighter future.'' The report also blames ''political and economic power configurations'' for the region's problems and the ''historic neglect'' of its needs, noting, for example, that at least a third of the land there is owned by nonresidents. These tend to be mostly coal companies. ''It's really a desperate situtation,'' said one of the study's researchers, Brady J. Deaton. ''There's been almost no significant catch-up with the rest of the state over the past 25 years.'' The Study's Findings","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1987: A.16.",11/15/17,"New York, N.Y.",VIRGINIA WEST VIRGINIA KENTUCKY,"B. DRUMMOND AYRES Jr., Special to the New York Times",New York Times Company,,Newspapers,426683258,"United States, New York, N.Y.",English,28-Dec-87,COAL; ECONOMIC CONDITIONS AND TRENDS; FEDERAL AID (US); STATE AND LOCAL AID (US),New York Times,NEWSPAPER,,,,,,,
+ENTREPRENEUR TO MAKE PIZZAS IN MOSCOW,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/entrepreneur-make-pizzas-moscow/docview/426696024/se-2?accountid=14586,"LEAD: WHILE President Reagan and the Soviet leader Mikhail S. Gorbachev were writing a new chapter in United States-Soviet relations last week, Shelley Zeiger, a Trenton importer, was hard at work on a small footnote.
+WHILE President Reagan and the Soviet leader Mikhail S. Gorbachev were writing a new chapter in United States-Soviet relations last week, Shelley Zeiger, a Trenton importer, was hard at work on a small footnote.
+If Mr. Zeiger's plans do not go awry, Muscovites will get their first taste of American-style pizza, with or without anchovies, as early as February.
+''We think that Russia is ready for pizza from the West,'' said Mr. Zeiger, who, with Louis Pincone, president of Roma Foods here, plans to test-market the Italian fast food in a computerized, state-of-the-art mobile pizza parlor that the two men say can turn out 80 medium-sized pies an hour.
+Last year, during an exporters conference in Moscow, Mr. Zeiger and Mr. Pincone proposed and formed a joint venture to introduce the product to Moscow. The Russians, Mr. Zeiger said, ''liked the idea and wanted to hear more.''
+Mr. Zeiger said that Moscow had two state-operated pizza shops but that their pies did not ''compare or come close to American-style pizza using American products.'' There is also, he said, a doughy concotion filled with anything from fruit to a mixture of potatoes and cheese that is sold at outdoor stands.
+In October, with the help of the Departments of State and Commerce in Washington, an export license was obtained. Company representatives negotiated terms with Moscow's Mayor and the head of its food and catering division.
+For the most part, profits will be sliced down the middle, with Soviet officials holding a 51 percent controlling interest. The operation will be patterned after the highly successful Domino's pizza chain, which stresses automation and quick delivery.
+''Soviet society is very much like our own in some respects,'' said Mr. Zeiger. ''In many households, both men and women work, and Computerized ovens will turn out 80 medium pies an hour. fast food at the end of the day sometimes is the answer to the evening meal.''
+But state-of-the-art pizza-making comes at a price. While the computerized ovens may churn out uniform pies that are neither undercooked nor overcooked, there will be no traditional pie man in T-shirt and apron twirling a great blob of dough until it becomes a flat circle.
+The pies will be marketed under a Roma subsidiary, Astro Pizza, and company officials hope to establish as many as 50 shops in Moscow in the next two years.
+An eight-inch pie will cost 1 ruble 10 kopecks - about $5.50 - but most shops, Mr. Zeiger said, will be geared to sell individual slices at the equivalent of 80 cents each.
+''We're kind of going in as Yankee traders and giving the Soviets a new taste of America,'' said Mr. Zeiger.
+The first mobile pizza shop will carry a three-month supply of Roma's American ingredients, from flour to sauces and mozzarella cheese, but in time Russian-produced tomatoes and flour will be used.
+The joint venture will also provide jobs for Russians, but they will be trained, according to Mr. Pincone and Mr. Zeiger, by Americans.
+The Reagan-Gorbachev meetings have created ''an air'' of acceptance in Moscow, along with an added curiosity on the part of Muscovites for anything American, including culture and cuisine, Mr. Zeiger said, adding:
+''The time is ripe for the Russian people to savor a pizza firsthand. If the Chinese can get accustomed to Kentucky Fried Chicken, then pizza in Moscow isn't that far-fetched.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ENTREPRENEUR+TO+MAKE+PIZZAS+IN+MOSCOW&title=New+York+Times&issn=03624331&date=1987-12-13&volume=&issue=&spage=A.1&au=Parisi%2C+Albert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 13, 1987","Last year, during an exporters conference in Moscow, Mr. [Shelley Zeiger] and Mr. Pincone proposed and formed a joint venture to introduce the product to Moscow. The Russians, Mr. Zeiger said, ''liked the idea and wanted to hear more.'' ''Soviet society is very much like our own in some respects,'' said Mr. Zeiger. ''In many households, both men and women work, and Computerized ovens will turn out 80 medium pies an hour. fast food at the end of the day sometimes is the answer to the evening meal.'' ''The time is ripe for the Russian people to savor a pizza firsthand. If the Chinese can get accustomed to Kentucky Fried Chicken, then pizza in Moscow isn't that far-fetched.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Dec 1987: A.1.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS,"Parisi, Albert J",New York Times Company,,Newspapers,426696024,"United States, New York, N.Y.",English,13-Dec-87,PIZZA PIES,New York Times,NEWSPAPER,,,,,,,
+MAN IN THE NEWS: ROBERT MERTON SOLOW; Tackling Everyday Economic Problems,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/man-news-robert-merton-solow-tackling-everyday/docview/426635349/se-2?accountid=14586,"LEAD: Robert M. Solow was once jokingly told by his father, Milton, an international fur buyer whose work involved handling plenty of documents, ''We do the same thing - deliver papers.''
+Robert M. Solow was once jokingly told by his father, Milton, an international fur buyer whose work involved handling plenty of documents, ''We do the same thing - deliver papers.''
+There's a great deal more to Professor Solow's work than that, of course. In addition to the research work on the impact of technology on economic growth for which he won the Nobel Memorial Prize in Economic Science yesterday, the lanky 63-year-old professor at the Massachusetts Institute of Technology is widely known among his peers as a pre-eminent teacher, witty speaker and reviewer and dedicated supporter of efforts to focus economic policy making on everyday problems such as unemployment.
+Professor Solow has been in the thick of public economic debate since his move to Washington in 1961 as senior economist on the staff of the Council of Economic Advisers under the late Walter W. Heller. Working with Mr. Heller, James Tobin (who won the Nobel economics award in 1981), Kermit Gordon, Gardner Ackley, and Arthur Okun, he helped draft the Keynesian economic policy framework that dominated American politics during the Kennedy and Johnson years.
+Dr. Solow returned to academic life in 1962, but with a sharpened interest in the practical effects of public policy that many academics disdain. ''He's tremendously wide ranging in his interests,'' said Prof. Kenneth Arrow of Stanford University, who has know Professor Solow for more than 30 years. ''He's a man whose wisdom is sought out in all sorts of committees.'' Born in Brooklyn
+Robert Merton Solow was born in Brooklyn on Aug. 23, 1924, the son of Milton Henry Solow and Hannah Gertrude Sarney. ''I'm your basic Jewish boy from Brooklyn,'' Professor Solow said yesterday in a telephone interview from the M.I.T. office he shares with the Nobel laureate Paul Samuelson. ''I would probably have ended up going to Brooklyn College, but Mrs. Touster, a literature teacher at James Madison High school, convinced me I could go to Harvard.''
+Dr. Solow's undergraduate career was interrupted in 1942, when he turned 18 and joined the Army Signal Corps. He served in Africa, Sicily and Italy.
+He returned to Harvard at the end of World War II. Casting about for a major, he asked his new wife, the former Barbara Lewis, whether the economics courses she had taken had been interesting. Her positive response set him on a course that brought him under the influence of such famous economists as Richard Goodwin and Wassily Leontief, who became his adviser in graduate school.
+''I think I'm the first Nobel winner to have been the student of a former winner,'' Professor Solow observed cheerfully, referring to Mr. Leontief. A Passion for Sailing
+He may also be one the Nobel winners most dedicated to living a balanced life, according to friends. He retreats to Martha's Vineyard each summer, where he mixes work with a passion for sailing. He and his wife have raised two sons and a daughter while pursuing dual academic careers. Mrs. Solow as an economic historian at Boston University and Harvard.
+Dr. Solow joined the M.I.T. faculty in 1949, the year he received his master's degree from Harvard. He completed his Ph.D. in 1951. He began the first of many consulting assignments for the RAND Corporation the following year.
+Although most of Dr. Solow's academic career has been spent at M.I.T., he was Marshall Lecturer at Cambridge University in England in the 1963-64 academic year and Eastman visiting professor at Oxford in 1968-69.
+Dr. Solow has also served on a variety of Government bodies following his two years with the Council of Economic Advisers. He was a director of the Boston Federal Reserve Bank from 1975 to 1980 and chairman of the board during the last year. He was a member of President Johnson's Committee on Technology, Automation and Economic Progress in 1964 and 1965 and President Nixon's Commission on Income Maintenance from 1968 to 1970.
+Dr. Solow has also been involved with various professional bodies, including a term as president of the American Economic Association in 1980. He received the association's prestigous John Bates Clark medal in 1961.
+Dr. Solow, who was well aware that he had been frequently mentioned as a possible Nobel winner, said yesterday that he had not expected the award this year but had not been surprised. ''My friends have been telling me that I would get it if I lived long enough,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MAN+IN+THE+NEWS%3A+ROBERT+MERTON+SOLOW%3B+Tackling+Everyday+Economic+Problems&title=New+York+Times&issn=03624331&date=1987-10-22&volume=&issue=&spage=D.6&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 22, 1987","Dr. Solow returned to academic life in 1962, but with a sharpened interest in the practical effects of public policy that many academics disdain. ''He's tremendously wide ranging in his interests,'' said Prof. Kenneth Arrow of Stanford University, who has know Professor Solow for more than 30 years. ''He's a man whose wisdom is sought out in all sorts of committees.'' Born in Brooklyn Robert Merton Solow was born in Brooklyn on Aug. 23, 1924, the son of Milton Henry Solow and Hannah Gertrude Sarney. ''I'm your basic Jewish boy from Brooklyn,'' Professor Solow said yesterday in a telephone interview from the M.I.T. office he shares with the Nobel laureate Paul Samuelson. ''I would probably have ended up going to Brooklyn College, but Mrs. Touster, a literature teacher at James Madison High school, convinced me I could go to Harvard.'' ''I think I'm the first Nobel winner to have been the student of a former winner,'' Professor Solow observed cheerfully, referring to Mr. Leontief. A Passion for Sailing","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Oct 1987: D.6.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426635349,"United States, New York, N.Y.",English,22-Oct-87,"ECONOMICS; BIOGRAPHICAL INFORMATION; AWARDS, DECORATIONS AND HONORS",New York Times,NEWSPAPER,,,,,,,
+THE MARKET PLUNGE; Deluge Pushes Computers to the Breaking Point,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-plunge-deluge-pushes-computers-breaking/docview/426638744/se-2?accountid=14586,"LEAD: The computers and communications links that bind the nation's stock markets strained - and in some cases cracked - under a deluge of trading that computer designers did not expect until the early 1990's.
+The computers and communications links that bind the nation's stock markets strained - and in some cases cracked - under a deluge of trading that computer designers did not expect until the early 1990's.
+At brokerage firms across the country yesterday, some traders saw their flickering green screens covered with question marks, while others watched helplessly as their terminals fell blank or hopelessly behind as more than 600 million shares were traded on the New York Stock Exchange.
+The Pacific Stock Exchange, overloaded by volume, closed early. 'It Was a Rugged Day'
+The American Stock Exchange narrowly averted disaster in the last five minutes of trading, when the disk drives that record trades on the exchange's computers ran out of space for more data.
+At the New York Stock Exchange, computer engineers watched in amazement while the system largely kept up with a volume of trading that it was never designed to handle.
+''It was a rugged day and we were a little bruised, but we did it,'' said Richard E. Leyh, executive vice president of the Securities Industry Automation Corporation, which runs hundreds of computers that are the electronic backbone of the market.
+What tripped up the New York Stock Exchange throughout the day was not its advanced technology but some of its oldest: the card printers that spit out buy and sell orders on the floor of the exchange. At times the printers ran more than an hour behind, and the exchange was unable to guarantee that any trade made after 3 P.M. yesterday could be executed by the time the market closed.
+For a market system that has come to depend entirely on the wonders of ''real-time'' technology, it was a day to test the limits of the computer industry's inventions. 'Useless Garbage'
+At Gruntal & Company, for example, traders were forced to ignore basically all the prices that flashed on their screens. ''Useless garbage,'' concluded Jack A. Barbanel, the firm's director of futures trading. ''The delays played havoc with us for most of the day. In a market like this, being even a minute out of date can be deadly. And we could not rely on the computers.''
+Other traders said that because everyone's pricing data were so far behind, they found themselves at little competitive disadvantage in executing orders. ''Our quotes turned out to be pretty accurate,'' said Gordon Smith, the managing director of listed trading at Alex. Brown & Company in Baltimore.
+At the close, Mr. Smith's screen showed the Dow Jones industrial average down 178 points. The Dow actually fell 508 points.
+Those who watched the New York Stock Exchange tape, a listing of all transactions that harkens back to ticker machines, found it of little use. When the market closed at 4 P.M., the tape was more than two hours behind. A Miracle on Wall Street
+It seemed to be a miracle that the Big Board's computers kept working at all. The system is composed of about 200 Tandem ''fault-tolerant'' minicomputers, each of which monitors others and picks up the work of any that fails.
+For the operators of the exchange's computer system, the important figure was not the number of shares traded but the number of transactions executed - it takes far more computer power to process 10 one-share transactions than one 10,000-share transaction.
+The system had never executed more than about 250,000 transactions in a day; experts guessed that it handled 500,000 to one million yesterday.
+Some of the ''fault-tolerant'' Tandem systems did drop out yesterday, leaving a few posts on the floor stranded for three to five minutes. But other computers kicked in. The backup system also worked when the American Stock Exchange overloaded the disk drive that stores trade data, causing another five-minute pause while systems operators rushed to get backup storage without losing trading information.
+If there was a measure of how backlogged the markets' computer systems were last night, it came in the stock tables that newspaper readers are accustomed to scanning. The Associated Press, which provides the tables to The New York Times and other newspapers, said it had begun transmitting the data at 9:30 P.M., or five and a half hours later than usual.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+MARKET+PLUNGE%3B+Deluge+Pushes+Computers+to+the+Breaking+Point&title=New+York+Times&issn=03624331&date=1987-10-20&volume=&issue=&spage=D.34&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 20, 1987","For a market system that has come to depend entirely on the wonders of ''real-time'' technology, it was a day to test the limits of the computer industry's inventions. 'Useless Garbage' At Gruntal & Company, for example, traders were forced to ignore basically all the prices that flashed on their screens. ''Useless garbage,'' concluded Jack A. Barbanel, the firm's director of futures trading. ''The delays played havoc with us for most of the day. In a market like this, being even a minute out of date can be deadly. And we could not rely on the computers.'' Other traders said that because everyone's pricing data were so far behind, they found themselves at little competitive disadvantage in executing orders. ''Our quotes turned out to be pretty accurate,'' said Gordon Smith, the managing director of listed trading at Alex. Brown & Company in Baltimore.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Oct 1987: D.34.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,426638744,"United States, New York, N.Y.",English,20-Oct-87,STOCKS AND BONDS; DATA PROCESSING (COMPUTERS); COMMUNICATIONS AND TELECOMMUNICATIONS,New York Times,NEWSPAPER,,,,,,,
+Business and Health,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-health/docview/426618559/se-2?accountid=14586,"LEAD: HEALTH care has become one of the powerhouses of the American service economy.
+HEALTH care has become one of the powerhouses of the American service economy.
+Confounding all efforts at cost containment, spending on health has passed $500 billion for the first time this year and is expected to reach 11.4 percent of the gross national product.
+The Labor Department estimated last week that 6.9 million Americans were working in health services, the fastest-growing sector of the economy. Ten years ago health jobs accounted for 6.7 percent of all private, nonagricultural employment in the United States. By five years ago the health sector had expanded to 7.8 percent. Last month, with 85 million people in nonfarm jobs, 8.1 percent were working in health services.
+Hospitals and private health agencies have added more than one million workers in five years, according to the department's Bureau of Labor Statistics. Health services constitute the country's third-largest private employer. Manufacturing of all kinds (with 19 million jobs in August) is first, and retailing (18 million jobs) is second, the bureau said. Federal, state and local governments have a total of 17 million workers on their payrolls, many of them in health-care jobs in public hospitals and other agencies.
+Health-care jobs are especially important in large cities, where they have largely replaced unskilled manufacturing work as the main entry-level opportunity for black and Hispanic workers.
+In a recent analysis for the Commonwealth Fund, Matthew P. Drennan, a New York University economist, reported that health jobs accounted for 10.5 percent of total employment in Boston, 10.1 percent in Philadelphia, 9.6 percent in Baltimore and 8.3 percent in New York City.
+In June, according to the Bureau of Labor Statistics, there were 235,000 health-service jobs in New York City and 354,000 in the 10-county New York metropolitan area (which excludes New Jersey and Connecticut). In New York City black and Hispanic workers held 47 percent of the health-care jobs, Professor Drennan found, considerably more than their 34 percent share of all types of jobs.
+But many helth jobs have traditionally been held by women. The shift from manufacturing has tended to ignore male minority workers.
+''There is no question that there has been an explosive growth in health care,'' said Eli Ginzberg, who directs the Conservation of Human Resources project at Columbia University and supervised the Commonwealth Fund study.
+Dr. Ginzberg said the demand for care began to surge after World War II because of advances in medicine and the fact that 18 million servicemen and their families had received better medical care from the military than ever before.
+Later ''private health insurance exploded,'' he said, ''and in 1965 Medicare and Medicaid created the wherewithal for continued expansion.''
+Medical technology, moreover, has compounded the growth in health-care jobs, contrary to the pattern in agriculture and industry, where machines have displaced millions of workers. When it comes to automation, Dr. Ginzberg said, ''health and education do not seem to be doing very well, except in using people to help people.''
+The reasons for the rapid growth in health services are ''in dispute,'' said Bill Goodman, an industry analyst at the Bureau of Labor Statistics.
+He noted the demographic trend of an aging population, which increases the demand for health services. And apparently health consumers are becoming more demanding, he said.
+''There is also the argument that some jobs are created by increasing demand for paperwork,'' Mr. Goodman said, referring to the records required by Government and private insurers.
+Nearly half the health jobs involve hospital payrolls. But the type of work is changing somewhat, as hospitals hire computer operators and often reach out for ancillary income - for example, by sponsoring health clubs.
+Eventually hospital employment is expected to decrease as services shift to walk-in clinics, home health-care agencies and other noninstitutional settings, according to Howard Berliner, a research scholar at the Columbia human resources project.
+But predicting employment trends can be risky. Many hospital jobs were expected to disappear after Medicare began, in 1983, to set medical fees in advance according to the type of diagnosis.
+After a 5 percent drop, Dr. Berliner said, ''hospital employment has come up again.'' And while many general hospitals were cutting back, psychiatric and other specialty hospitals were growing.
+Even so, Dr. Ginzberg's predictions are cautious. ''I'm not 100 percent sure we are going to see a comparable rate of increase in the future,'' he said. ''Employers and government are trying to watch their dollars more carefully than in the past.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+and+Health&title=New+York+Times&issn=03624331&date=1987-09-08&volume=&issue=&spage=D.2&au=Freudenheim%2C+Milt%3BMedical+Care%27s+Payroll+Surges&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 8, 1987","''There is no question that there has been an explosive growth in health care,'' said Eli Ginzberg, who directs the Conservation of Human Resources project at Columbia University and supervised the Commonwealth Fund study. Later ''private health insurance exploded,'' he said, ''and in 1965 Medicare and Medicaid created the wherewithal for continued expansion.'' Even so, Dr. Ginzberg's predictions are cautious. ''I'm not 100 percent sure we are going to see a comparable rate of increase in the future,'' he said. ''Employers and government are trying to watch their dollars more carefully than in the past.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Sep 1987: D.2.",11/15/17,"New York, N.Y.",UNITED STATES,"Freudenheim, Milt; Medical Care's Payroll Surges",New York Times Company,,Newspapers,426618559,"United States, New York, N.Y.",English,8-Sep-87,MEDICINE AND HEALTH,New York Times,NEWSPAPER,,,,,,,
+Faberge Pays Premium To Buy Elizabeth Arden,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/faberge-pays-premium-buy-elizabeth-arden/docview/426577727/se-2?accountid=14586,"LEAD: Faberge Inc., which makes Aqua Net hair spray, Brut cologne and other personal-care products for the mass market, has agreed to buy Elizabeth Arden from Eli Lilly & Company for $700 million.
+Faberge Inc., which makes Aqua Net hair spray, Brut cologne and other personal-care products for the mass market, has agreed to buy Elizabeth Arden from Eli Lilly & Company for $700 million.
+Whether Elizabeth Arden's cosmetics, which are relatively expensive and sold in department stores, and its chain of beauty salons will fit with Faberge's less-exclusive line, is a question many analysts are asking.
+Faberge was so eager to acquire Arden, which had $400 million in sales last year, that as part of the deal it agreed not to shut any Arden plants or lay off any employees, in addition to paying well above the $500 million to $600 million the sale had been expected to bring.
+''Oooooh, that's a lot of money,'' Allan G. Mottus, an industry consultant, said of the price, which, he noted, was 1.75 times last year's sales. When Yves St. Laurent bought Charles of the Ritz in November 1986, it paid less than 1.5 times sales.
+Arden earned about an $80 million operating profit in 1986. Ritz, Mr. Mottus said, ''was more profitable.''
+Competitors who had bid for Arden, as well as industry analysts, generally agreed with Mr. Mottus's assessment. They also questioned the soundness of Faberge's strategy.
+''Frankly, we think the pricing is too high,'' said Fumio Hoshino, the executive liaison representative of Shiseido, a Japanese cosmetics giant that been interested in Arden.
+Faberge's chairman, Daniel J. Manella, acknowledged that he was paying dearly for Arden, but he said Arden was the last exclusive beauty business expected to come on the market for a while.
+Eli Lilly closed at $94, up only 37.5 cents, on a day when drug stocks climbed 2 percent on average. Hemant Shah, an analyst with Nomura Securities, blamed the relatively poor showing in the market on a lingering concern over Lilly's Keflex oral antibiotic, whose patent expired in April. It has since lost 40 percent of its market share. 5 Finalists in Bidding About 30 companies had shown interest in Arden. The other finalists were Avon, Warburg Pincus, Moet-Hennessy and Minnetonka.
+Mr. Manella and Arden executives said emphatically that they had no intention of using either company to market the other's products.
+''The two businesses will be run independent of each other,'' Mr. Manella said. ''We have no intentions of trying to upscale our products and for sure, we wouldn't downscale some of theirs.'' Freed From Lilly's Burdens
+Joseph Ronchetti, Arden's president, said he felt Arden would improve its bottom line, perhaps by 10 percent, simply by freeing itself from the corporate burdens that Lilly had imposed.
+''We call it 'de-Lilli-azation,' '' Mr. Ronchetti said. He said Lilly had required Arden to pay a share of the corporate personnel costs even though it has its own personnel director and required Arden to use a corporate distribution center in Dallas when it could ship its products directly from its Roanoke, Va., plant to its customers at less cost.
+''Now all those charges will be removed from our profit-and-loss statement, which will allow us to reinvest in the brands and not in the structure of the company,'' Mr. Ronchetti said.
+That is precisely what outsiders think is badly needed.
+Arden last year spent less than $40 million, or 10 percent of its sales, on advertising and promotion. Faberge spent $78.5 million, or 26 percent of its $307 million in cosmetics and fragrance sales. A Similar Challenge
+In some ways, Arden is a challenge very similar to the one that awaited Mr. Manella when he took over Faberge in 1984. In that year, the McGregor Corporation, a publicly held apparel company, bought Faberge, and then went private. It later changed its name back to Faberge to stress its commitment to the beauty business and is now completely owned by the investor Meshulam Riklis and his family.
+Almost immediately, Mr. Riklis's management cut costs. Their efforts have more than doubled profits while sales have increased 33 percent.
+Mr. Manella eliminated a dozen product lines, including the Farrah Fawcett shampoo, and invested heavily in automation. Packaging and materials can run as high as 70 percent of the manufacturing costs, so where the company had previously relied on outside suppliers for bottles, caps and labels, it began making almost all of them in highly automated factories.
+He also dropped some lavish promotional expenses, including a drag-racing funny car, a ocean-racing boat and an airplane.
+Mr. Manella also eliminated some of the corporate perquisites that had proliferated, such as a shower-for-two and a music room at headquarters, where the former chairman, George Barrie, went to relax every day at 5 P.M.
+''It's unrecognizable compared to what it was a few years ago,'' said Lawrence H. Appel, a consultant with Horvitz & Appel.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Faberge+Pays+Premium+To+Buy+Elizabeth+Arden&title=New+York+Times&issn=03624331&date=1987-08-06&volume=&issue=&spage=D.1&au=Cowan%2C+Alison+Leigh&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 6, 1987","''Oooooh, that's a lot of money,'' Allan G. Mottus, an industry consultant, said of the price, which, he noted, was 1.75 times last year's sales. When Yves St. Laurent bought Charles of the Ritz in November 1986, it paid less than 1.5 times sales. ''The two businesses will be run independent of each other,'' Mr. [Daniel J. Manella] said. ''We have no intentions of trying to upscale our products and for sure, we wouldn't downscale some of theirs.'' Freed From Lilly's Burdens ''We call it 'de-Lilli-azation,' '' Mr. [Joseph Ronchetti] said. He said Lilly had required Arden to pay a share of the corporate personnel costs even though it has its own personnel director and required Arden to use a corporate distribution center in Dallas when it could ship its products directly from its Roanoke, Va., plant to its customers at less cost.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Aug 1987: D.1.",11/15/17,"New York, N.Y.",,"Cowan, Alison Leigh",New York Times Company,,Newspapers,426577727,"United States, New York, N.Y.",English,6-Aug-87,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Our Towns; Sluder's Crusade: End Self-Service At the Gas Pump,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/our-towns-sluders-crusade-end-self-service-at-gas/docview/426506641/se-2?accountid=14586,"LEAD: Leroy Sluder, is sitting at his kitchen table, his blue eyes blazing, complaining in a very determined way that service companies no longer provide service.
+Leroy Sluder, is sitting at his kitchen table, his blue eyes blazing, complaining in a very determined way that service companies no longer provide service.
+The automatic teller machines in banks are annoyance enough to Mr. Sluder, a 64-year-old retired electric company executive. But his nemesis is the corner gasoline station - the kind not that long ago that washed your windows and checked your tires and oil, and even pumped your gas.
+In the last 10 years, though, an ever-increasing number of those corner gas stations have been transformed to self-service. Customers pump their own gasoline and check their own oil.
+The move to self-service stations, owners say is based on several factors, of which the most important is economic.
+By eliminating the ''gas jockey,'' stations can cut labor costs dramatically.
+And in the booming economy of the metropolitan area, owners say they have more and more trouble finding anyone willing to pump gas at $5 to $6 an hour. $ ? * * *
+''It's impossible to get a person,'' said Charles Razenson, who owns an Exxon station on Willis Avenue at the Long Island Expressway in Rosyln. ''Recently, I had to go ahead and work the overnight to cover the shift.''
+Mr. Sluder finds that reasoning unpersuasive. Thirty-five years ago he was disabled by polio, and he has great difficulty getting out of his car - which he drives by hand controls -juggling his crutches and pumping his own gas.
+''We have a service economy that doesn't service,'' he said. And he is concerned that the automation of society, for whatever reason, is leaving behind a significant number of its members.
+Mr. Sluder spends much of his day writing to politicians and others about the multitude of society's ills that particularly bother him. In this crusade, one politician has responded. Thomas L. Clark, a
+Councilman in the Town of Oyster Bay, which includes the unincorporated community of Hicksville, has introduced legislation that would require all gas stations in the town to have at least one full-service island where customers would have their gas pumped.
+''We want to see that all gas stations have at least one aisle available to the people who want full service,'' Mr. Clark said in a recent interview in his office in the Town Hall. ''Anybody could pull up to that aisle and have their gas pumped for them and they would pay something additional for it.''
+Mr. Clark said he believes his proposal has the support of the Town Board, which is likely to take action on the ordinance by late next month, he added.
+Gas stations in Oyster Bay - which is the only Nassau County town to stretch from North to South shores - have increasingly converted to self-service, Mr. Clark said.
+''We get four to five zoning applications for gas stations a year,'' he said. ''In the last eight to 10 years, I cannot recall any that wanted to be a full-service station.'' $ ? * * *
+Right now, of course, there are still plenty of stations where customers can drive in and be served. Matthew Troy, the executive director of the Long Island Gasoline Retailers Association, which represents more than 1,200 stations on the Island, said that about 80 percent of the stations have ''at least one full-service aisle.''
+But, he said, the 20 percent of the stations that are only self-service - the so-called super pumpers - are ''the thing of the future.''
+Mr. Troy's association supports the Oyster Bay proposal, saying that if similar legislation is not adopted across the Island, more and more stations will convert to self-service only.
+''How do you tell a handicapped guy in a small town on the North Fork that the only station in town is a self-service,'' he said. ''He may have to travel 20 miles or more to get gas.''
+Councilman Clark said the issue was brought to his attention by Mr. Sluder, a longtime friend who naturally complained about it from his perspective as a disabled person.
+But the more study and thought he gave the idea, Mr. Clark said, the more he realized that it had broader appeal.
+''There are many people who do not like to pump their own gas - and they are willing to pay a couple cents more for full service,'' he said. ''I often do not like to pump gas myself.''
+For his part, Mr. Sluder said that ''I am not looking for a free lunch.''
+''I'm looking for help and I'm willing to pay for it,'' he said.
+Mr. Razenson, the owner of the Exxon station, heads the Town of North Hempstead station dealers committee and has become the unofficial lead advocate for self-service stations across the Island.
+''The only group of people it is possibly affecting is a minor group,'' he said, ''and that group can be serviced elsewhere.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Our+Towns%3B+Sluder%27s+Crusade%3A+End+Self-Service+At+the+Gas+Pump&title=New+York+Times&issn=03624331&date=1987-05-15&volume=&issue=&spage=B.1&au=vacation%2C+PHILIP+S+GUTIS%3BMichael+Winrip+in+on&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 15, 1987","''It's impossible to get a person,'' said Charles Razenson, who owns an Exxon station on Willis Avenue at the Long Island Expressway in Rosyln. ''Recently, I had to go ahead and work the overnight to cover the shift.'' ''We want to see that all gas stations have at least one aisle available to the people who want full service,'' Mr. [Thomas L. Clark] said in a recent interview in his office in the Town Hall. ''Anybody could pull up to that aisle and have their gas pumped for them and they would pay something additional for it.'' ''We get four to five zoning applications for gas stations a year,'' he said. ''In the last eight to 10 years, I cannot recall any that wanted to be a full-service station.'' $ ? * * *","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 May 1987: B.1.",11/15/17,"New York, N.Y.",HICKSVILLE (NY) OYSTER BAY (NY),"vacation, PHILIP S GUTIS; Michael Winrip in on",New York Times Company,,Newspapers,426506641,"United States, New York, N.Y.",English,15-May-87,GARAGES AND SERVICE STATIONS; LAW AND LEGISLATION; HANDICAPPED,New York Times,NEWSPAPER,,,,,,,
+NEW JERSEY OPINION; ARE LIBRARIES DOOMED TO DRY UP AND BLOW AWAY?,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/new-jersey-opinion-are-libraries-doomed-dry-up/docview/426511325/se-2?accountid=14586,"LEAD: MY MOTHER tied a ribbon in my hair the day she took me to the public library for my first card. I wore my best dress and I was nervous.
+MY MOTHER tied a ribbon in my hair the day she took me to the public library for my first card. I wore my best dress and I was nervous.
+For weeks, I had been practicing reading the Declaration of Independence, for I was convinced I would be asked to read it aloud to qualify for my own library card.
+No one in my family could disabuse me of that belief. I worried constantly that I would forget the difficult words and be forced to sound them out syllable by syllable.
+I wanted by own library card desperately, and I was fearful of failure.
+That first library was part cathedral, part courtroom. Gleaming brass railings guided believers single file past the checkout desk, the seat of authority, the librarian dispensing judgment.
+To my relief - and regret - I was asked only to write my name. I did this with all the dispatch of one who had mastered a first name containing two r's.
+The librarian granted my card, admonishing me to take good care of the books and to wash my hands before reading them. I can almost swear I answered with the Pledge of Alle-giance, but that is probably a failure of memory.
+I chose my first book carefully. To this day, I am surprised that I have forgotten its title. As I watched the librarian stamp the due date, I coveted the stamp on her long yellow pencil.
+Now, even these many years later, I still covet it, although all the stamps are probably moldering in scrap heaps, having been supplanted by stamping and photocopy machines and, recently, by the automation of supermarket-style checkout computerization.
+I know that I took very good care of the library's books. Not only did I wash my hands, but my mother also protected the books with covers fashioned from grocery bags.
+It was a rule in our house that library books be returned by the due date. Bad weather was no excuse for a fine. We were more constant than the mail.
+I am still uncomfortable with an overdue book. I will drive five miles and pay a minimum 10-cent parking fee to avoid a 5-cent overdue fine. I know I am irrational, but early lessons are hard to forget.
+I have often thought about my childhood belief that the ability to read the Declaration of Independence was the prerequisite for a library card. I suspect my confusion arose from stories I had heard about examinations given to applicants for naturalized citizenship.
+Come to think of it, equating free public libraries with citizenship in a democracy is not so farfetched.
+That first card marked the beginning of my lifelong love of public libraries. Wherever I travel in this country, I know I will find a library. I have never doubted it - until now.
+The pervasiveness of television worries me. Could our libraries languish, shrivel and die?
+However, two recent events have lessened my fears.
+Last year, together with Henry Martin, a cartoonist for The New Yorker, a fellow Princeton resident and a library enthusiast, I headed a committee to organize a community-wide celebration at our public library honoring Princeton-area authors on the occasion of the 25th anniversary of the Friends of the Princeton Public Library.
+We were pleased when 265 area authors registered for listing in our directory. We were even more pleased when about 700 library supporters, writers and their readers crowded the library for three hours on a Sunday afternoon in November, a day the football Giants were playing a critical game at the Meadowlands.
+This demonstration of enthusiasm by the people who make libraries possible - the creators of the books that fill the shelves and the readers who give final meaning to those creations - has encouraged me to believe in the vitality of today's libraries.
+My hope for the future was bolstered in a smaller way on a fall Saturday morning.
+I was standing at the library entrance, inviting all comers to join the Friends of the Princeton Public Library. Reactions varied from ''I am a member,'' ''I'll join later'' and ''I'm in a hurry'' to the no-eye-contact brush-off.
+I decided to change my approach and asked:
+''Won't you help the library?''
+This slowed some of the people, but not a young woman who took the proffered literature and kept on moving. On her heels was a little girl who tagged along to the circulation desk, then doubled back. Obviously troubled, she asked me: ''Why does the library need help?''
+She was holding three beginner reader books protected by the library's tough plastic covers, not homemade grocery-bag covers. She was wearing jeans and a T-shirt (no dress, no hair ribbon). And she clearly cared about our public library.
+I begin to hope that its future is secure.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=NEW+JERSEY+OPINION%3B+ARE+LIBRARIES+DOOMED+TO+DRY+UP+AND+BLOW+AWAY%3F&title=New+York+Times&issn=03624331&date=1987-05-10&volume=&issue=&spage=A.26&au=Freedman%2C+Barbara%3BBarbara+W.+Freedman+is+a+freelance+writer+who+uses+her+library+card+at+the+Princeton+Public+Library.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 10, 1987","I was standing at the library entrance, inviting all comers to join the Friends of the Princeton Public Library. Reactions varied from ''I am a member,'' ''I'll join later'' and ''I'm in a hurry'' to the no-eye-contact brush-off.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 May 1987: A.26.",11/14/17,"New York, N.Y.",,"Freedman, Barbara; Barbara W. Freedman is a freelance writer who uses her library card at the Princeton Public Library.",New York Times Company,,Newspapers,426511325,"United States, New York, N.Y.",English,10-May-87,LIBRARIES AND LIBRARIANS,New York Times,NEWSPAPER,,,,,,,
+IDEAS & TRENDS; LEARNING TO MESH MIND WITH MACHINE,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/ideas-trends-learning-mesh-mind-with-machine/docview/426408076/se-2?accountid=14586,"LEAD: IN the operation of complex, modern technologies, the weakest link is often the human mind.
+IN the operation of complex, modern technologies, the weakest link is often the human mind.
+The National Research Council recently made this point in a report assessing how to avoid accidents like those at Chernobyl and Three Mile Island. Deploring the lack of research on the human aspects of nuclear safety, the council expressed a growing awareness that the people who run machinery are as important to its safe operation as is the equipment itself.
+In the quest to make machines safer and more efficient and comfortable to operate, the primary consideration has been the human body. Experts in the field of ergonomics study how best to design devices as simple as hammers and as complex as computer consoles so that they mesh with the physical requirements of the people who must use them.
+Now, as our increasingly complicated society calls for ever more intricate machines, engineers and designers are enlisting the aid of psychologists as they press against the limits of the mind. They hope to avoid situations where human ingenuity has devised machines so complicated that people cannot properly operate them.
+After all, the mind itself can be viewed as a machine, an information processor. Like man-made devices, it is also subject to overload. In designing devices such as jet fighters, manned space stations and nuclear reactors, engineers must consider the structure of our mental machinery and the rate at which it can perceive, think and respond.
+''Physical limits, such as how far and how quickly the head or hand can move, are well known,'' said Sandra Hart, a psychologist at NASA's Ames Research Center near Palo Alto, Calif. ''The next challenge is determining how fast the mind can move.''
+More than a quarter century ago, the psychologist George Miller proposed that about seven ''chunks'' of information can easily be held in short-term memory - the seven digits of a phone number, for example. Recently researchers have found that, in designing machines, attention is no less important a consideration than memory capacity. No matter how quickly a computerized device can process information, a person's ability to concentrate determines how much data can be usefully displayed.
+A helicopter now being developed for the Army can fly six feet or less above the ground at a speed of 30 knots. The instrument panel must be designed so that the pilot can look out the window while simultaneously observing important gauges. The solution, which is used on some jet fighters, is a display that projects the information onto the cockpit window.
+''When you're flying at 800 miles per hour, whatever you can do to save one-quarter second in the movement of an eye is vital,'' said Harold Hawkins, a psychologist at the Office of Naval Research, which is financing much of this work. Rather than requiring the pilot to look at many gauges, the new approach uses buttons to call up on the window only the information the pilot needs, such as the fuel level or a target display.
+''In high-tech systems, the operator is often forced to do many things at once,'' surpassing the limits of attention, said Walter Schneider, a psychologist at the University of Pittsburgh. ''That leads to mistakes, which in some cases can be disastrous.'' Automating Responses
+Using recent research on cognition, Dr. Schneider has developed a technique for teaching people to operate highly complex systems. The method breaks a task into its simplest components - checking a gauge, perhaps, and pressing a lever in response. Then hundreds of such micro-operations are rehearsed one at a time until each becomes fully automatic.
+''Under stress, people tend to fall back on the most familiar response,'' Dr. Schneider said. ''That's when they flip the wrong button in the most familiar way. If a task is fully automatic, though, it frees more attention so you can deal with other parts of an emergency more adeptly.''
+While there is a limit to how much information a given receptor, such as an eye, can handle, additional data can often be channeled through other senses without serious interference. Warnings can be made using synthesized voices, and controls can be activated by the operator's voice. Vibrators on a pilot's legs can warn that a surface-to-air missile has been fired in the vicinity.
+Writing in a NATO research paper on automation, Dr. Hart concluded, ''Computers have made it possible to display an amazing overload of information. The next challenge will be to display just what is needed, in an integrated and user-friendly format.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=IDEAS+%26amp%3B+TRENDS%3B+LEARNING+TO+MESH+MIND+WITH+MACHINE&title=New+York+Times&issn=03624331&date=1987-02-15&volume=&issue=&spage=A.22&au=Goleman%2C+Daniel&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 15, 1987","''Physical limits, such as how far and how quickly the head or hand can move, are well known,'' said Sandra Hart, a psychologist at NASA's Ames Research Center near Palo Alto, Calif. ''The next challenge is determining how fast the mind can move.'' ''In high-tech systems, the operator is often forced to do many things at once,'' surpassing the limits of attention, said Walter Schneider, a psychologist at the University of Pittsburgh. ''That leads to mistakes, which in some cases can be disastrous.'' Automating Responses ''Under stress, people tend to fall back on the most familiar response,'' Dr. Schneider said. ''That's when they flip the wrong button in the most familiar way. If a task is fully automatic, though, it frees more attention so you can deal with other parts of an emergency more adeptly.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Feb 1987: A.22.",11/15/17,"New York, N.Y.",,"Goleman, Daniel",New York Times Company,,Newspapers,426408076,"United States, New York, N.Y.",English,15-Feb-87,PSYCHOLOGY AND PSYCHOLOGISTS; DESIGN; MACHINERY AND EQUIPMENT; RESEARCH,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY: A NEW AGENDA FOR TOMORROW'S INDUSTRY; A Physicist and the Global Industries He Envisions,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-new-agenda-tomorrows-industry/docview/426339321/se-2?accountid=14586,"FOR a man whose life has been in the future, Gerard K. O'Neill is finding that his time may have come.
+Dr. O'Neill, professor emeritus of physics at Princeton University, is an inventor of the storage ring principle for colliding particle beams that is at the basis of most research in high-energy physics today. Now he has turned his attention to the commercial application of high technology.
+Dr. O'Neill's vision of space as a limitless frontier for colonization and commercial exploitation, exemplified, for example, by his proposal to mine ores of the moon and planets and fling them to processing plants orbiting the earth, was initially rejected by more conservative scientists as utterly fantastic. Now, however, this same mining plan is described as feasible, though still far off, by the National Aeronautics and Space Administration.
+At the same time, Dr. O'Neill is looking at technologies that might have more immediate applications for this country's economy.
+Since 1982, his Geostar Corporation of Princeton, N.J., which plans to operate the first private satellite navigation system to better guide travel on earth, has attracted $40 million in venture capital. Last month he started a second company, O'Neill Communications Inc., to improve business communications.
+In 1985 Dr. O'Neill was appointed by President Reagan to the National Commission on Space, a group of academic, business, military and policy leaders setting an agenda for the civilian space program. The panel's report earlier this year marked the acceptance of many of Dr. O'Neill's ideas by the space establishment.
+How had some of his ideas, once considered revolutionary, become the goals of the Government's civilian space program? Technology had advanced so rapidly in the last few years that what once seemed impractical began to seem inevitable.
+Dr. O'Neill, interviewed at a space seminar here last week, said the rapid march of technology had more immediate implications for American business. If the United States is to regain its economic fortunes in competition with Japan and Western Europe, Dr. O'Neill said, it will have to exploit market opportunities in six new global industries. Magnetic Flight
+Dr. O'Neill expects magnetic flight to inspire a market as important to the 21st century as the steam locomotive was to the 19th. In magnetic flight, a small-diameter car (two passengers abreast) ''floats'' on a magnetic force in an underground vacuum tube, reaching speeds of 1,200 miles an hour.
+''There is a terrific opportunity for the Americans to leapfrog the technology of the West Germans and Japanese in this field,'' Dr. O'Neill said, referring to trains that travel at 130 to 165 miles an hour. Light Aircraft
+For fast, direct and economical service between cities not served by magnetic trains, Dr. O'Neill said, the six-seater ''family plane'' cruising at the highway equivalent of 340 miles an hour and 21 miles a gallon may soon become common.
+This is an old prediction, he conceded, but it has new validity because of significant advances in aircraft design, potential gains from automated manufacturing and improved flight safety. Microengineering
+Among areas of great potential growth for America, he said, are optical computers, which use light instead of electricity; ultrasonic microscopes and lasers, fiber optics and computer languages.
+''The innovative ideas that start off an industry usually come from the United States, sometimes from Europe, but fairly rarely from Japan,'' he said. ''What's happened in computer chips, though, is that the Japanese are working very hard at what they do extremely well, which is production machinery.'' Genetic Engineering
+The payoff, he cautioned, is a decade away.
+''Again, most of the innovative work is in the U.S.,'' he said, citing the Cetus Corporation, Genentech and others. ''But when you get into the large-scale commodity-like production of genetically engineered chemicals, the Japanese have a very good shot at it. The United States has an entrepreneurial industry and is pushing ahead very vigorously. It's going to be very competitive.'' Robotics
+''Fully automated factories are starting to exist in the United States, and also in Japan,'' he said. Japan leads, but the United States is making rapid advances in manufacturing automation and has great potential to compete. Space
+Although slowed by the Challenger disaster, the space program will resume with vigor, and the United States can capitalize on world demand with its expertise in expendable rockets and satellite designs. Plans are already under way for ambitious projects that include manned space stations, re-usable hypersonic aerospace planes and ''mass drivers'' to hurl lunar ores toward space-based processing facilities.
+''In terms of entrepreneurial technology, the tremendous advantage that America has is its irreverence,'' he said. ''You just don't find that in a place which has a long, settled tradition in which the people in authority are never questioned, and new ideas are not free to develop.''
+''The enterprise system is also key,'' he concluded. ''Almost all of these ideas are realized first by entrepreneurial, high-risk start-up companies.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3A+A+NEW+AGENDA+FOR+TOMORROW%27S+INDUSTRY%3B+A+Physicist+and+the+Global+Industries+He+Envisions&title=New+York+Times&issn=03624331&date=1986-11-12&volume=&issue=&spage=D.10&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 12, 1986","''The innovative ideas that start off an industry usually come from the United States, sometimes from Europe, but fairly rarely from Japan,'' he said. ''What's happened in computer chips, though, is that the Japanese are working very hard at what they do extremely well, which is production machinery.'' Genetic Engineering ''Again, most of the innovative work is in the U.S.,'' he said, citing the Cetus Corporation, Genentech and others. ''But when you get into the large-scale commodity-like production of genetically engineered chemicals, the Japanese have a very good shot at it. The United States has an entrepreneurial industry and is pushing ahead very vigorously. It's going to be very competitive.'' Robotics ''In terms of entrepreneurial technology, the tremendous advantage that America has is its irreverence,'' he said. ''You just don't find that in a place which has a long, settled tradition in which the people in authority are never questioned, and new ideas are not free to develop.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Nov 1986: D.10.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,426339321,"United States, New York, N.Y.",English,12-Nov-86,SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+LONGSHOREMEN WALK OFF JOBS AFTER TALKS FAIL,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/longshoremen-walk-off-jobs-after-talks-fail/docview/426310234/se-2?accountid=14586,"A longshoremen's strike threatened to halt container-ship operations at major East Coast ports today.
+The dockworkers' union, the International Longshoremen's Association, called the strike at 12:01 A.M. today after failing to agree with shipping associations on a contract extension and on a variety of local issues.
+''They all voted, from Maine to Norfolk, not to work,'' the union president, Thomas W. Gleason, told The Associated Press. ''It was a majority vote, almost unanimous.'' #40,000 Members in East The strike is the first walkout to threaten all major East Coast ports since a two-month strike in 1977, an industry official said.
+The longshoremen's union has 10,000 members in the New York metropolitan area and as many as 30,000 at the other East Coast ports.
+Port operations along the East Coast slowed last night as the midnight deadline approached. In Baltimore, longshoremen finished unloading two ships late in the evening and went home.
+''There is a work stoppage,'' said Miles McGuire, a spokesman for the Maryland Port Administration, the state agency that operates the Baltimore port.
+Alexander Talmadge, president of a Philadelphia dockworkers' local, said, ''We're going to make sure that none of the ships work.'' In Norfolk, Va., a recorded telephone message at the International Longshoremen's Association Local 970 informed members after midnight: ''Good evening. Local 970. For Wednesday, no work.''
+In New York, the largest East Coast port, officials said they would not know the extent of the strike until later this morning. At Port Elizabeth and Port Newark, which handled more than half of the 1.4 million containers that moved through the New York area last year, no dockworkers were scheduled to report to work until 7 A.M., officials said.
+Union officials, including Mr. Gleason, did not return repeated telephone calls. But the union leader told The Associated Press, ''We'll have a picket line in front of the docks'' this morning.
+The strike comes as the maritime industry struggles against deregulation and increasingly fierce competition.
+In recent years shippers have been seeking cost reductions and productivity improvements, and the two sides reached an agreement in principle on Sept. 5 on a master contract that froze most wages at the current rate of $17 an hour for the next two years. But local issues remained to be settled.
+The shippers also want to modify a guaranteed annual wage system set up 22 years ago to cushion the effects of containerization, automation and other labor-saving technologies that made deep inroads into the industry.
+Under the contract that expired at midnight, longshoremen who report for work are paid whether they work or not. Eligible longshoremen are now guaranteed up to 2,080 hours of pay a year. The shippers, complaining that the guaranteed wage provision cost the industry $65 million to $70 million a year, sought to reduce this to 1,700 hours.
+All the unions except New York and Boston, which negotiate with their own shipping associations, were bargaining with the Council of North Atlantic Shipping Associations.
+In negotiations over local issues in New York, the shippers proposed a 45-day extension of the contract and offered to continue negotiating. But Anthony J. Tozzoli, president of the New York Shippers Association, who is also the chief spokesman for the Carriers Container Council, a group of steamship line owners, said the union had rebuffed the proposal.
+Ports on the Gulf Coast and the Great Lakes are not affected by the strike. South Atlantic and Gulf Coast union leaders initialed agreements last spring that called for reduced wages for handling certain kinds of cargo. Those contracts went into effect this morning.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LONGSHOREMEN+WALK+OFF+JOBS+AFTER+TALKS+FAIL&title=New+York+Times&issn=03624331&date=1986-10-01&volume=&issue=&spage=A.1&au=Barron%2C+James&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 1, 1986","''They all voted, from Maine to Norfolk, not to work,'' the union president, Thomas W. Gleason, told The Associated Press. ''It was a majority vote, almost unanimous.'' #40,000 Members in East The strike is the first walkout to threaten all major East Coast ports since a two-month strike in 1977, an industry official said. Alexander Talmadge, president of a Philadelphia dockworkers' local, said, ''We're going to make sure that none of the ships work.'' In Norfolk, Va., a recorded telephone message at the International Longshoremen's Association Local 970 informed members after midnight: ''Good evening. Local 970. For Wednesday, no work.'' Union officials, including Mr. Gleason, did not return repeated telephone calls. But the union leader told The Associated Press, ''We'll have a picket line in front of the docks'' this morning.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Oct 1986: A.1.",11/15/17,"New York, N.Y.",EASTERN STATES (US),"Barron, James",New York Times Company,,Newspapers,426310234,"United States, New York, N.Y.",English,1-Oct-86,STEVEDORING; STRIKES; WAGES AND SALARIES; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+HONEYWELL RETREAT FROM COMPUTERS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/honeywell-retreat-computers/docview/426281296/se-2?accountid=14586,"The Honeywell Corporation conceded yesterday what many in the computer industry have said for years: It cannot compete with I.B.M.
+After two weeks of intense stock market rumors, Honeywell said it was negotiating with the NEC Corporation of Japan and Groupe Bull S.A., France's state-owned computer maker, to take a large stake in Honeywell's languishing computer operations.
+NEC and Bull have close technological ties to the Minneapolis-based Honeywell, whose other operations include making military equipment and control devices for homes and commercial buildings.
+The announcement appears to mark Honeywell's virtual withdrawal from the computer business following years of watching its share of the mainframe market shrink and seeing its efforts to enter the office automation business go awry.
+While Honeywell released no details of what changes are in store, they seemed certain to include surrendering control of the Information Systems division, which accounted for nearly a third of the company's $6.6 billion in revenues last year.
+Honeywell's top executives, who have been unavailable for comment since rumors about the company began circulating two weeks ago, did not return telephone calls yesterday. One company official, however, who asked not to be named, said simply: ''We can't deal with computers anymore. We just want out.''
+The development accelerates the biggest computer industry consolidation since RCA quit the business in the late 1960's and General Electric sold its mainframe computer technology to Honeywell in 1970.
+In May, the Burroughs Corporation acquired the Sperry Corporation, a combination that created the world's second-largest computer company, surpassed only by the International Business Machines Corporation. Many experts speculate that the Control Data Corporation, a Honeywell rival in Minneapolis, may be the next computer maker forced out of the mainstream of the business.
+Analysts doubted that Honeywell would receive more than a token payment for the stake in its computer division, whose chief attractions are its marketing and service operations. But they said the match seemed appropriate, noting that the companies have long exchanged technology. Much in Common
+''The common ingredient here is that the computer architectures are very close,'' said Thomas J. Crotty, president of Gartner Securities, part of the Gartner Group in Stamford, Conn., which follows the industry. ''Integrating these computer lines is a whole lot less difficult than integrating Sperry and Burroughs,'' which have incompatible computer lines.
+The exact nature of Honeywell's plans was still not known yesterday. All three companies approved the wording of a vague announcement, issued by Honeywell, stating their intention to negotiate. In Minneapolis, Kathy H. Tunheim, a Honeywell spokesman, said, ''We hope for an agreement by year's end.''
+But NEC and Bull said they had heard nothing specific. ''We still do not have a concrete idea from Honeywell,'' said Koichi Shimbo, a spokesman for NEC in New York. In Paris, a spokesman for Groupe Bull, named for the Norwegian inventor Fredrik R. Bull, a pioneer in the development of statistical processors, said talks were ''very preliminary.''
+After a brief rise following the announcement, Honeywell's stock fell back yesterday, closing at $70.50 a share, off $1.375, on the New York Stock Exchange.
+Most of the benefits of a Honeywell-NEC-Bull consortium, analysts said, would probably accrue to NEC, which manufactures Honeywell's top-of-the-line mainframes. The Japanese company has not had an effective marketing outlet in the United States.
+Bull, which makes Honeywell's DPS 7 minicomputer, is in a more precarious financial state. It is recovering from several years of losses in Europe, its main market, and is scheduled to be ''privatized'' by the French Government in the next several years. Some analysts doubt that it is prepared to make a large commitment in a deal with Honeywell. Early Success Faded
+Honeywell's retreat from computers comes nearly three decades after its technology was briefly considered some of the industry's hottest. In the early 1960's, it decided to go head-to-head with I.B.M., and succeeded in selling machines to a number of commercial customers and to Federal agencies, particularly the Pentagon.
+With the acquisition of General Electric's computer division in 1970, Honeywell hoped to reach a critical mass. But the strategy failed. By the early 1980's, many of Honeywell's biggest customers were defecting to I.B.M. for access to more computer power and more software.
+In recent years, Honeywell's chairman, Edson W. Spencer, and his second-in-command, James J. Renier, tried a different tack: integrate the computer operations with Honeywell's thriving aerospace and military businesses and its controls business, where it is the market leader in environmental controls for buildings and process controls for industry.
+Last week, Honeywell announced that it was negotiating to buy Sperry's aerospace business. A Honeywell spokesman said yesterday that those negotiations were unaffected by the developments announced yesterday.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=HONEYWELL+RETREAT+FROM+COMPUTERS&title=New+York+Times&issn=03624331&date=1986-09-25&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 25, 1986","''The common ingredient here is that the computer architectures are very close,'' said Thomas J. Crotty, president of Gartner Securities, part of the Gartner Group in Stamford, Conn., which follows the industry. ''Integrating these computer lines is a whole lot less difficult than integrating Sperry and Burroughs,'' which have incompatible computer lines. The exact nature of Honeywell's plans was still not known yesterday. All three companies approved the wording of a vague announcement, issued by Honeywell, stating their intention to negotiate. In Minneapolis, Kathy H. Tunheim, a Honeywell spokesman, said, ''We hope for an agreement by year's end.'' NEC and Bull said they had heard nothing specific. ''We still do not have a concrete idea from Honeywell,'' said Koichi Shimbo, a spokesman for NEC in New York. In Paris, a spokesman for Groupe Bull, named for the Norwegian inventor Fredrik R. Bull, a pioneer in the development of statistical processors, said talks were ''very preliminary.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Sep 1986: D.1.",1/4/21,"New York, N.Y.",,"Sanger, David E",New York Times Company,,Newspapers,426281296,"United States, New York, N.Y.",English,25-Sep-86,"MERGERS, ACQUISITIONS AND DIVESTITURES; Data processing",New York Times,NEWSPAPER,,,,,,,
+THE DEAL FOR DEALER'S DIGEST,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/deal-dealers-digest/docview/426273660/se-2?accountid=14586,"When Theodore Cross decided to buy Investment Dealers' Digest in 1983, he was sufficiently skeptical about its future to hedge his bet by taking in two partners.
+Together the three paid $800,000 to buy the sleepy publishing operation from Commerce Clearing House, with Mr. Cross keeping control of 57 percent of it.
+Mr. Cross need not have been so cautious. He and his partners announced Thursday that they had sold the publishing company to Extel Group P.L.C., a large British information and communications company, for $40 million.
+Other Recent Deals
+The deal is a testimony both to Mr. Cross's savvy and to the tremendous appetite among publishers for financial publications. To cite two examples, several years ago International Thomson Holdings bought The American Banker newspaper and related operations for about $60 million, and Capital Cities Communications two years ago paid a sum believed to be at least $70 million for the company that publishes the Institutional Investor magazine.
+Cashing in with Mr. Cross were his two partners, Mason Slaine, 35 years old, who has served as president of the company, and McCorquodale Holdings, a British printing concern.
+The amount that Extel paid for Dealers' Digest Inc., as the company is now known, shows just how desirable financial publications are considered to be these days. According to Mr. Cross and others, the company had pretax income last year of about $1.5 million, on sales of $7 million. This year it is expected to report sales of $10 million and pretax earnings of about $3.5 million, Mr. Cross said. That would mean that Extel is paying about 12 times anticipated pretax earnings. Several years ago that multiple would probably have been from 7 to 10 times pretax earnings.
+John Suhler of Veronis Suhler & Associates, investment bankers in the communications industry, said of the deal, ''That is a fully priced multiple - the kind that is paid for unique properties, strong market position, high profitability and strong growth rates.''
+The sale is not Mr. Cross's first coup in financial publishing. In 1980, he and his two brothers sold Warren, Gorham & Lamont, a publisher of loose-leaf services, journals and newsletters aimed at bankers, doctors, real estate dealers and accountants. International Thomson bought that for an estimated $67 million.
+Besides financial publications, the 62-year-old Mr. Cross is also known for having written two books: ''The Black Power Imperative'' and ''Black Capitalism.''
+Mr. Cross, who was vacationing in Nantucket this week, said in an interview: ''We are selling information in a field where there is an insatiable demand, and the cost of buying the information is a trivial part of doing a deal. The investment banker making a $20 million fee on a merger does not much care if he has to pay $15,000 for information.
+''The principle is that information about money is as valuable as money itself,'' Mr. Cross added. ''If you can provide information about money, people will pay for it.'' Four Publications
+The operations of Dealers' Digest Inc. now include four financial magazines, whose revenues are derived mostly from advertising.
+The Investment Dealers' Digest, which has been published for more than 50 years, is a weekly financial periodical and has about 4,000 paid subscriptions at $195 a year, mostly from the Wall Street community.
+Securities Traders Monthly, with a comparable circulation, is the only magazine associated with the National Securities Traders Association.
+The Wall Street Computer Review is a monthly aimed at users of computers and automation equipment in the financial community. The other publication, Computers in Banking, has a circulation in excess of 34,000.
+When the partners acquired the company in 1983, it had about $1 million in sales, but was losing money, Mr. Cross recalled.
+''Commerce Clearing House is a gigantic company, and this did not matter much to them,'' he said. ''The marketplace had a dim perception of its value. The magazine, aimed at money managers and investment bankers, was going nowhere and losing money.'' Files Seen as Valuable
+Mr. Cross, however, believed that the files of Investment Dealers' Digest, which contained information on all public offerings since 1934, were extremely valuable.
+''If you wanted to know how many deals were made in Alabama in 1945 with certain terms, you could find out,'' Mr. Cross said. ''Those archives were unexploited. By putting them on computer we made them accessible.
+''The computer was integrating new data immediately,'' he said, ''so that a broker with an I.B.M. computer who was making a presentation on a securities underwriting could quickly search out similar deals and their terms on computer.''
+Not only did Mr. Cross and Mr. Slaine start putting that data base to use, they also took a number of editorial steps to improve the flagship publication and to start new magazines and newsletters. As part of their plan, they hired several editors from the newsletter division of Institutional Investor, some at salaries that were rumored in the industry to be in the neighborhood of $100,000.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=THE+DEAL+FOR+DEALER%27S+DIGEST&title=New+York+Times&issn=03624331&date=1986-09-06&volume=&issue=&spage=1.35&au=Fabrikant%2C+Geraldine&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 6, 1986","Besides financial publications, the 62-year-old Mr. Cross is also known for having written two books: ''The Black Power Imperative'' and ''Black Capitalism.'' ''Commerce Clearing House is a gigantic company, and this did not matter much to them,'' he said. ''The marketplace had a dim perception of its value. The magazine, aimed at money managers and investment bankers, was going nowhere and losing money.'' Files Seen as Valuable ''The computer was integrating new data immediately,'' he said, ''so that a broker with an I.B.M. computer who was making a presentation on a securities underwriting could quickly search out similar deals and their terms on computer.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Sep 1986: 1.35.",11/15/17,"New York, N.Y.",,"Fabrikant, Geraldine",New York Times Company,,Newspapers,426273660,"United States, New York, N.Y.",English,6-Sep-86,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+PROSPECTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/prospects/docview/425959864/se-2?accountid=14586,"Labor Day, 1995
+Before too long, the holiday that traditionally marks summer's end may mark the end of an era. By Labor Day, 1995, there will be ''a reversal of the baby-boom trend, when wages dropped and it took some young workers years to find jobs,'' says James Smith, labor economist at the Rand Corporation in Los Angeles. That's because the work force, which grew at a 2.6 percent annual rate in the 1970's and at 1.5 percent so far in the 1980's, is expected to grow at just 1.1 percent until 1995. The slowdown, which reflects a lower national birth rate, will result in 20 percent fewer young people entering the work force in 1995 than in 1975.
+Does this mean a labor shortage when the baby-bust generation comes of age? Not over all, says Mr. Smith, who predicts that to lure more workers, companies will pay entry workers about 59 percent of what mature workers earn in 1995, compared with 50 percent in 1980. And, he says, baby-boom-era employees will work longer to qualify for the improved benefits and pension plans the baby-bust generation is expected to force on companies. Meanwhile, automation will help reduce demand for workers. But there may be an acute labor shortage in lower-paying posts, such as cashiers, waiters or janitors, he warns, and to find workers for these and other jobs the nation may have to consider easing immigration restrictions.
+Staying Out of Court
+More businesses are taking their beefs to arbitrators, the impartial parties whose decisions are final and binding, says Robert Coulson, president of the American Arbitration Association.
+''Arbitration is less expensive and faster than going to court,'' he said. ''The parties get one prompt hearing before someone who is knowledgeable about the area of dispute. The decision is made. The losing party pays the winning party.''
+New commercial arbitration cases will soar this year, he says, to 10,000. The procedure is especially popular for construction and service contracts, with insurance companies, and in partnership and franchise deals, says Mr. Coulson. And arbitration clauses are showing up more often in other business contracts, even executive employment letters. Oil Price Politics
+If oil prices, pumped up by the new OPEC pact, stay in the $16-a-barrel range for a few weeks, Saudi Arabia stands to make $2 billion more than it would have without the agreement, says Steve H. Hanke, chief economist for Friedberg Commodity Management in Toronto. But after that, he says, the Saudis, along with other OPEC nations, may pump at higher rates, accelerating a downward drift in prices.
+Mr. Hanke says that before the Saudis agreed to cut oil output earlier this month, they sold about 400 million barrels under ''netback'' contracts since June. Under netbacks, buyers pay a crude oil price pegged to the eventual retail price of products refined from the crude. The Saudis have assumed the risk of a 30-to-60-day delay in pricing, the time it takes the oil to be refined and retailed, he says. But the pact, by pushing up both crude and consumer prices, ''will be a windfall for the Saudis,'' said Mr. Hanke.
+A temporary one, however. The agreement has propped up prices ''artificially,'' he said. Normal competitive pressures would have brought the price down to $5 a barrel by now. And as OPEC nations start to break the pact and push up production, he says, $5-a-barrel oil may be a reality. The Craze for Nuts
+''Nuts have a good image,'' says Edward Weiss, publisher of Packaged Facts, a food newsletter. By 1990, he says, the retail market for nuts will have grown 7 percent a year, to top $2.8 billion.
+It is adults, aware of fiber and protein needs, who are chomping away on nuts, Mr. Weiss said. And peanuts, a $1.2 billion industry, are getting the most attention. Cereal companies add them to adult cereals to increase fiber content. Since nuts have no cholesterol, consumers are cooking with peanut oil. Dry-roasted and no-salt peanuts are among the best-selling snack foods. In New York and Boston, peanut butter boutiques sell gourmet peanut butter sandwiches.
+Other nuts are selling well, too. This year should be the best yet for California almonds, says Susan Valdes of Blue Diamond, the world's largest almond cooperative. The nuts are high in fiber, calcium and protein, she says. ''Two months ago, the U.S.D.A. approved almonds as a meat substitute in the national school lunch program.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PROSPECTS&title=New+York+Times&issn=03624331&date=1986-08-31&volume=&issue=&spage=A.1&au=Hollie%2C+Pamela+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 31, 1986","Before too long, the holiday that traditionally marks summer's end may mark the end of an era. By Labor Day, 1995, there will be ''a reversal of the baby-boom trend, when wages dropped and it took some young workers years to find jobs,'' says James Smith, labor economist at the Rand Corporation in Los Angeles. That's because the work force, which grew at a 2.6 percent annual rate in the 1970's and at 1.5 percent so far in the 1980's, is expected to grow at just 1.1 percent until 1995. The slowdown, which reflects a lower national birth rate, will result in 20 percent fewer young people entering the work force in 1995 than in 1975. ''Arbitration is less expensive and faster than going to court,'' he said. ''The parties get one prompt hearing before someone who is knowledgeable about the area of dispute. The decision is made. The losing party pays the winning party.'' Mr. [Steve H. Hanke] says that before the Saudis agreed to cut oil output earlier this month, they sold about 400 million barrels under ''netback'' contracts since June. Under netbacks, buyers pay a crude oil price pegged to the eventual retail price of products refined from the crude. The Saudis have assumed the risk of a 30-to-60-day delay in pricing, the time it takes the oil to be refined and retailed, he says. But the pact, by pushing up both crude and consumer prices, ''will be a windfall for the Saudis,'' said Mr. Hanke.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]31 Aug 1986: A.1.",11/15/17,"New York, N.Y.",,"Hollie, Pamela G",New York Times Company,,Newspapers,425959864,"United States, New York, N.Y.",English,31-Aug-86,LABOR DAY,New York Times,NEWSPAPER,,,,,,,
+Technology; The Computer As Deal Maker,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-computer-as-deal-maker/docview/425973780/se-2?accountid=14586,"ARTIFICIAL-INTELLIGENCE computer systems are helping fighter pilots make tactical decisions, oil companies analyze geological data and computer companies design new products. Now Wall Street data management experts are dreaming of the day when such systems might capture the expertise of top traders, deal makers and analysts in programs that could enhance the performance of less-skilled or inexperienced employees.
+''People recognize that this is the next wave in automation,'' said Bernard A. Weinstein, vice president in charge of programming, systems and communication at E. F. Hutton & Company.
+''Two years ago, no one on Wall Street thought much about artificial intelligence,'' said Philip Cooper, chairman and chief executive of Palladian Software Inc., a Cambridge-based supplier of programs that analyze corporate investment problems, such as when and where to build a new plant or potential acquisitions. ''A year ago, there was a lot of cocktail party conversation. Now everyone is looking at how to apply it.''
+''Expert systems'' use artificial-intelligence techniques to draw on a base of knowledge supplied by a company's experts, including subjective judgments, with symbols that are manipulated to simulate human reasoning electronically. The systems can make reasoned assumptions to fill in missing information. Some automatically expand or update their information files. By contrast, today's computer-controlled stock trading programs do little more than crunch data at mind-numbing speeds.
+Some expert systems are incorporating other aspects of artificial-intelligence research, such as the ability to understand everyday language. For instance, Le Courtier (French for ''the broker'') is a ''natural language'' stock portfolio advisory service developed by Cognitive Systems Inc. of New Haven for Generale de Banque of Belgium. A customer can seek stock recommendations based on instructions typed into a terminal about how much is available to invest and investment goals. Le Courtier can comment on a particular stock, if queried, or point out, without prompting, other stocks in the same sector that might be a better investment. It can also explain its reasoning and adjust its recommendations in response to a feedback typed into the terminal, such as ''I don't want utility stocks.''
+The major pioneering effort to bring artificial intelligence to Wall Street is believed to have begun at Lehman Brothers just before its merger with Shearson American Express in 1984. It was in the field of interest rate swaps, whereby one corporate or banking client might exchange its fixed-rate loan obligation for the variable-rate obligation of another institution.
+At one point, Bruce Gras, then a senior vice president, reported that the interest-rate swap system, which could evaluate the terms of one client's loan and the terms for which the client might be willing to swap interest payment obligations, earned $1 million in additional fees over a two-month period. However, the program withered when Mr. Gras left to join Symbolics Inc., a start-up company supplying computers designed for artificial-intelligence work. Shearson will not comment on its current work.
+The Securities and Exchange Commission is now seeking to develop a natural language system that can read financial statements, thus allowing it to automate its analysis and indexing of financial information. The New York Stock Exchange hopes another application will allow its computer surveillance systems to read and take into account news reports in watching for unusual trading activity.
+Despite the rising interest in such developments, many Wall Street data managers see drawbacks. Some complain that expert systems operate too slowly to incorporate rapidly changing market conditions into their ''thinking'' as the changes occur. Others say that efforts to apply artificial-intelligence solutions to problems often end up showing ways to do the same thing with traditional, less costly data processing.
+Most Wall Street firms are turning to outsiders for help. E. F. Hutton, for instance, is working with Teknowledge Inc. of Palo Alto, Calif., to put an expert system ''shell'' around existing data networks. In theory, the logic incorporated in the shell would encourage Hutton's 6,500 brokers to consider the insights of the firm's top analysts and investment advisers and use available data more effectively when searching for sales opportunities or answering client queries.
+''You are going to see major, major developments as early as 1987,'' said Gary Williams, president of the Sterling Wentworth Corporation, a Provo, Utah, marketer of programs for financial planners that is developing an expert system for stockbroking. ''Wall Street is more centralized than other parts of the financial services sector and could move very rapidly.''
+Whether Wall Street will start talking more openly about such developments is another matter.
+''When you talk about your expertise, you are talking about your corporate treasure,'' Mr. Weinstein said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+The+Computer+As+Deal+Maker&title=New+York+Times&issn=03624331&date=1986-08-14&volume=&issue=&spage=D.2&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--Un ited States,3624331,"Copyright New York Times Company Aug 14, 1986","''Two years ago, no one on Wall Street thought much about artificial intelligence,'' said Philip Cooper, chairman and chief executive of Palladian Software Inc., a Cambridge-based supplier of programs that analyze corporate investment problems, such as when and where to build a new plant or potential acquisitions. ''A year ago, there was a lot of cocktail party conversation. Now everyone is looking at how to apply it.'' Some expert systems are incorporating other aspects of artificial-intelligence research, such as the ability to understand everyday language. For instance, Le Courtier (French for ''the broker'') is a ''natural language'' stock portfolio advisory service developed by Cognitive Systems Inc. of New Haven for Generale de Banque of Belgium. A customer can seek stock recommendations based on instructions typed into a terminal about how much is available to invest and investment goals. Le Courtier can comment on a particular stock, if queried, or point out, without prompting, other stocks in the same sector that might be a better investment. It can also explain its reasoning and adjust its recommendations in response to a feedback typed into the terminal, such as ''I don't want utility stocks.'' ''You are going to see major, major developments as early as 1987,'' said Gary Williams, president of the Sterling Wentworth Corporation, a Provo, Utah, marketer of programs for financial planners that is developing an expert system for stockbroking. ''Wall Street is more centralized than other parts of the financial services sector and could move very rapidly.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 1986: D.2.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,425973780,"United States, New York, N.Y.",English,14-Aug-86,STOCKS AND BONDS; DATA PROCESSING; ARTIFICIAL INTELLIGENCE; INVESTMENT STRATEGIES,New York Times,NEWSPAPER,,,,,,,
+SOUTHERN GOVERNORS ASK U.S. TO SHORE UP AILING INDUSTRIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/southern-governors-ask-u-s-shore-up-ailing/docview/425973212/se-2?accountid=14586,"A panel of Democratic and Republican governors from the South pressed the White House today to protect the region's traditional industries from cheap foreign imports, despite President Reagan's opposition to trade barriers.
+Last week President Reagan defeated a bipartisan push in Congress to override his veto of a bill that would have limited textile imports. Today, a resolution passed by the Southern Governors' Association indicated the growing frustration in the South over such imports, which are said to have caused the loss of about 100,000 textile jobs and 16,000 apparel jobs since 1980.
+The resolution, written by Gov. James G. Martin of North Carolina, a Republican, urged Southern states to offer tax advantages and other incentives to rebuild traditional industries.
+An amendment to the resolution, written by Gov. Richard W. Riley of South Carolina, a Democrat, called on the Administration to require foreign countries to give American goods the same market access that imports have here, or ''support the concept of the textile bill recently vetoed.'' Playing on a 'Level Field'
+''If we can't get foreign producers to play on a level field, let's have some legislation to protect our traditional industries,'' Mr. Riley said.
+He conceded that the resolution would probably have little effect, given Mr. Reagan's longstanding opposition to legislation to erect trade barriers.
+The Governors' group represents 17 Southeastern states, Puerto Rico and the Virgin Islands. The focus of this year's meeting centers on the problems facing the region's traditional industries, which include textiles, timber, shoes, petrochemicals and agriculture. All are under suffering from automation, foreign competition and the lack of rainfall this year.
+The drought has already cost agriculture more than $2 billion as a result of crop and livestock losses. On Tuesday, the governors will meet with Peter Myers, the deputy Agriculture Secretary, to discuss the drought. Texas Governor Misses Meeting
+Meanwhile, Texas, Oklahoma and Louisiana, whose economies are highly dependent on oil and gas production, are faced with budget deficits and high unemployment as a result of a collapse in oil revenues. Gov. Mark W. White of Texas missed the meeting here to attend a special legislative session concerning the state's financial crisis.
+In his opening remarks today, Governor Martin said Southern leaders must learn how to regain the region's competitive edge in a changing global economy.
+Juanita Kreps, who was Secretary of Commerce in the Carter Administration, said in a panel discussion that the combination of low wages, low taxes and low land costs, all of which helped lure labor-intensive industries to the region, could no longer offset the advantages of developing nations, with their access to even cheaper labor and Government subsidies.
+Although the resolution passed with bipartisan support, there was disagreement among Democrats and Republicans here over the political repercussions of the President's stand on trade barriers. Influencing the White House
+Governor Riley said that even Republicans who backed the legislation would have to explain to voters their inability to exert influence on the White House. He said the Administration's slowness in coming to the aid of farmers affected by the drought could also haunt Republicans at election time.
+But Governor Martin said Republicans would not suffer in North Carolina. ''Republicans backed the textile legislation right along with Democrats,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SOUTHERN+GOVERNORS+ASK+U.S.+TO+SHORE+UP+AILING+INDUSTRIES&title=New+York+Times&issn=03624331&date=1986-08-12&volume=&issue=&spage=A.16&au=WILLIAM+E.+SCHMIDT%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1986","An amendment to the resolution, written by Gov. Richard W. Riley of South Carolina, a Democrat, called on the Administration to require foreign countries to give American goods the same market access that imports have here, or ''support the concept of the textile bill recently vetoed.'' Playing on a 'Level Field' ''If we can't get foreign producers to play on a level field, let's have some legislation to protect our traditional industries,'' Mr. Riley said. Governor [James G. Martin] said Republicans would not suffer in North Carolina. ''Republicans backed the textile legislation right along with Democrats,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1986: A.16.",11/15/17,"New York, N.Y.",SOUTHERN STATES (US),"WILLIAM E. SCHMIDT, Special to the New York Times",New York Times Company,,Newspapers,425973212,"United States, New York, N.Y.",English,12-Aug-86,INTERNATIONAL TRADE AND WORLD MARKET; GOVERNORS (US); PROTECTIONISM (TRADE); UNITED STATES ECONOMY,New York Times,NEWSPAPER,,,,,,,
+STRIKING UNION REACHES AN ACCORD WITH A.T. & T.,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/striking-union-reaches-accord-with-t/docview/425917779/se-2?accountid=14586,"The Communications Workers of America and the American Telephone and Telegraph Company reached a tentative settlement yesterday that could end the strike by 155,000 union members by Sunday.
+While the wage terms in the proposed three-year contract are similar to those in the company offer that the union rejected before walking out June 1, the union said it achieved several of its main goals, including improved employee security and benefits for service technicians.
+The communication workers' president, Morton Bahr, had said the union was determined not to agree to contract concessions, which many unions have accepted in recent years. Yesterday he said, ''In this climate of rollbacks and givebacks, we were able to win solid wage and benefits improvements.''
+A.T.&T. also expressed satisfaction with the accord. The company's position was that it needed to reduce labor costs to compete against the largely nonunion companies that have entered the lucrative long-distance business since the telephone industry was deregulated.
+''We're pleased,'' said Herb Linnen, an A.T.&.T. spokesman. ''We think it's a contract that's good for the union members, good for A.T.&.T. and good for our customers.'' Praise for Agreement
+The accord was also praised by Kay McMurray, director of the Federal Mediation and Conciliation Service, who worked with negotiators to reach an agreement. He said a key to the agreement was the employment security system.
+The union said the settlement was subject to successful completion of separate agreements with six A.T.&.T. units, being negotiated at several locations in New Jersey, and to a mail ratification by the union membership. The union said it hoped to complete the agreements by midnight Saturday so that workers could return to their jobs Sunday. The ratification vote will not be counted until July 28.
+''The strike continues until those six agreements are reached,'' said a union spokesman, Rozanne Weissman. ''Assuming those agreements are reached by the Saturday deadline, C.W.A. members can return to work the following day.''
+Under the proposed settlement, outlined in Washington yesterday afternoon, workers would receive average wage increases of 2 percent in the first year of the contract, 3 percent in the second year and 3 percent in the third year. The union said workers would receive total wage and benefit increases of 10.2 percent over the contract.
+Under the contract, automatic cost-of-living adjustments would be ended. The elimination of these adjustments has been a major goal of the company.
+The union said the adjustments would be subject to negotiation in 1989, in the next round of contract bargaining, but the company said no money had been alloted for any future cost-of-living payments.
+''There's language in there to that effect, but there's no money in there,'' a company spokesman, Robert Kincaid, said of the contract.
+The tentative agreement would end subcontracting by the company when layoffs are taking place. In addition, laid-off union members would retain recall rights, and piecework bonuses for factory workers would be ended, with the money added to base wages.
+Some 22,000 systems technicians, who install and repair telephone systems, would gain a wage-protection plan and job transfer rights under the accord. They would also be eligible for an early-retirement program.
+The union did agree to a new, lower classification of work, technician assistant, that A.T.&T. had sought, but won higher wages for those workers during th bargaining.
+A key part of the agreement is the creation of an employee security program, called The Alliance for Employee Growth and Development. The program, open to workers with more than two years of service, is to be run jointly by the union and the company.
+To be financed by a $7 million contribution each year by the company, the program would provide career counseling; job training; a skills assessment program, so workers could judge their skills and match them with areas of work; job training, and an annual forecasting program to identify growing and declining jobs in the company.
+According to the union, workers would have the right, for the first time, to move from one occupational area in the company to another.
+While the walkout, in terms of members on strike, is the nation's largest since a three-week strike by the communication workers against A.T.&.T. in 1983, it has had no substantial effect on the company's services because of extensive automation.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STRIKING+UNION+REACHES+AN+ACCORD+WITH+A.T.%26amp%3B+T.&title=New+York+Times&issn=03624331&date=1986-06-18&volume=&issue=&spage=A.15&au=Serrin%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 18, 1986","''We're pleased,'' said Herb Linnen, an A.T.&.T. spokesman. ''We think it's a contract that's good for the union members, good for A.T.&.T. and good for our customers.'' Praise for Agreement ''The strike continues until those six agreements are reached,'' said a union spokesman, Rozanne Weissman. ''Assuming those agreements are reached by the Saturday deadline, C.W.A. members can return to work the following day.'' ''There's language in there to that effect, but there's no money in there,'' a company spokesman, Robert Kincaid, said of the contract.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 June 1986: A.15.",11/15/17,"New York, N.Y.",,"Serrin, William",New York Times Company,,Newspapers,425917779,"United States, New York, N.Y.",English,18-Jun-86,TELEPHONES; LABOR; STRIKES; WAGES AND SALARIES; CONTRACTS,New York Times,NEWSPAPER,,,,,,,
+U.S. URGED TO PRESS SPACE DRIVE TO PACE FOREIGN COMPETITION,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/u-s-urged-press-space-drive-pace-foreign/docview/425842885/se-2?accountid=14586,"Leaders of major corporations and universities urged the United States today to accelerate the scientific exploration and commercial development of space to stay ahead of foreign competition.
+''The U.S. lead in space is being threatened as the Soviet Union continues its ambitious space science program and Europe and Japan move aggressively to harvest the potential bounty of space,'' the Business-Higher Education Forum warned in a 72-page report, ''Space: America's New Competitive Frontier.''
+''America's steel, auto, consumer electronics and clothing indutries all have been victimized by overseas competition and the U.S. lead is threatened in several other areas of commerce,'' the forum said. ''It is ironic that the nation that has made the greatest contribution in space technology to the world should now be in danger of losing that lead as well.''
+In an effort to preserve the American lead, the forum issued a series of recommendations to stimulate greater emphasis on space activities by academic institutions, businesses and the Federal Government. Minor References to Disaster
+The report was prepared and approved four days before the space shuttle Challenger exploded Jan. 28 and was issued today essentially as originally written, with only minor references to the disaster and no substantive changes to the conclusions or recommendations, the forum said.
+Don M. Blandin, staff director for the forum project, said the group assumed that the National Aeronautics and Space Administration and a Presidential investigating commission would ultimately find the cause of the explosion and take steps that would enable the shuttle program to continue. The forum's report is concerned with programs needed in the decade after flights resume, he said.
+The forum, which is affiliated with the American Council on Education, seeks to promote cooperation between corporations and academic institutions on issues of mutual concern. The group includes chairmen, presidents, chief executive officers and chancellors from 43 corporations and 44 colleges and universities.
+The report was prepared by a 26-member study group dominated by corporations and universities that have a stake in the space program. The co-chairmen of the group were Robert Anderson, chief executive officer of the Rockwell International Corporation, which builds the space shuttle orbiter and main engines, and Dr. Marvin L. Goldberger, president of the California Institute of Technology, which operates NASA's Jet Propulsion Laboratory in Pasadena. Other members of the group were drawn partly from similar organizations involved in space, supplemented with officials of other institutions. Business and Higher Education
+''While we do not anticipate that Government's role will decline in the coming years, it is clear that business and higher education must shoulder much more responsibility for space research and development,'' Dr. Goldberger said in a prepared statement. ''We are especially interested in involving those companies and institutions that have not been actively involved to date.''
+The forum said its report was ''complementary'' to a report currently being prepared by the National Commission on Space, which has been charged by Congress to develop recommendations for space activities over the next 20 and 50 years. That commission's report, due shortly, will call for ambitious projects leading to manned settlements on the moon and Mars in the next century, according to press reports. In contrast, the forum describes its report as an agenda for the next 10 years.
+The forum called for a balance between manned and unmanned space missions. It argued that for the next decade any industrial activity in space ''will require extensive human presence'' but said that ''people, in turn, will be increasingly supported by automation and robotics.''
+The report urged broader support for the proposed space station, a permanently manned platform to be launched into space by 1994, as ''the centerpiece of the future U.S. space program.'' Although critics have assailed the space station as costly and unneeded, the forum said it ''can well be the watershed event in space development and between pure science and commercial development.''
+The report also urged that financing for space activities by NASA and by the National Science Foundation be ''maintained at a high level'' to ''the extent possible'' under current deficit-reduction laws.
+It called for ''expanded exploration of our solar system and the universe'' and for expanded scientific research, particularly in the low-gravity environment of space. Business, higher education and the Government should consider establishing ''space-grant'' universities, modeled on the land-grant agricultural schools, to conduct research and training, the report said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=U.S.+URGED+TO+PRESS+SPACE+DRIVE+TO+PACE+FOREIGN+COMPETITION&title=New+York+Times&issn=03624331&date=1986-04-03&volume=&issue=&spage=B.9&au=PHILIP+M.+BOFFEY%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 3, 1986","''The U.S. lead in space is being threatened as the Soviet Union continues its ambitious space science program and Europe and Japan move aggressively to harvest the potential bounty of space,'' the Business-Higher Education Forum warned in a 72-page report, ''Space: America's New Competitive Frontier.'' ''America's steel, auto, consumer electronics and clothing indutries all have been victimized by overseas competition and the U.S. lead is threatened in several other areas of commerce,'' the forum said. ''It is ironic that the nation that has made the greatest contribution in space technology to the world should now be in danger of losing that lead as well.'' ''While we do not anticipate that Government's role will decline in the coming years, it is clear that business and higher education must shoulder much more responsibility for space research and development,'' Dr. [Marvin L. Goldberger] said in a prepared statement. ''We are especially interested in involving those companies and institutions that have not been actively involved to date.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Apr 1986: B.9.",11/14/17,"New York, N.Y.",UNITED STATES,"PHILIP M. BOFFEY, Special to the New York Times",New York Times Company,,Newspapers,425842885,"United States, New York, N.Y.",English,3-Apr-86,ASTRONAUTICS,New York Times,NEWSPAPER,,,,,,,
+MARKET PLACE; ANALYSTS FAVOR CATERPILLAR,"New York Times, Late Edition (East Coast); New Yo rk, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login? url=https://www.proquest.com/newspapers/market-place-analysts-favor-caterpillar/docview/425766949/se-2?accountid=14586,"A YEAR ago, when the Caterpillar Tractor Company's stock was selling only a few points above its 10-year low of 28 3/8 set in December 1984, some Wall Street analysts expressed optimism over the company's prospects, despite the fact that the world's largest producer of earth-moving machinery and equipment had not shown a profit since 1981.
+At that time, Helen M. Walters of Smith Barney, Harris Upham & Company said: ''While near-term results will remain poor, Caterpillar remains on our recommended list as a long-term buy.''
+Alexander Blanton of Merrill Lynch first rated Caterpiller as a buy in August 1983 and last July, when the shares were at 33, he reiterated his favorable opinion of the stock.
+As it turned out, their patience paid off. With prospects gradually turning brighter, Caterpillar's shares closed at 42 in 1985, showing a gain of 11 points, or 35.5 percent, for the year. Earlier this month, the stock rose to 50 1/8, its highest price in nearly two years. Yesterday, with the shares unchanged at 48 3/4 in consolidated trading, both analysts said they still rated Caterpillar as a buy.
+''I consider Caterpillar to be a classic turnaround story,'' Mrs. Walters said. ''And I believe its stock will outperform the general market this year.''
+''Caterpillar symbolizes the resurgence in this country's industrial economy,'' Mr. Blanton said. Domestic economic growth and the declining value of the dollar, he added, are key factors in this resurgence.
+In early 1985, Caterpillar was facing such formidable problems as industry overcapacity, extreme price competition and a strong United States dollar. At the same time, the company, based in Peoria, Ill., had embarked upon an extensive cost-cutting program regarded as critical to its future success. Its goal was to cut costs by 21 percent from 1981 levels.
+''The most important development in the construction and mining machinery industry has been the cost-cutting measures initiated by so many manufacturers,'' the Value Line Investment Survey said. ''Caterpillar has been the leader in this field by trimming employee rosters, outsourcing components, consolidating plants and entering into 'private branding' arrangements.''
+Charles S. Harris, who follows machinery companies for the advisory service, said that ''Caterpillar's stock tops our list of year-ahead performance selections in this industry.''
+In 1984, Caterpillar lost $428 million on sales of $6.58 billion. Last year, aided by $209 million of pretax credits, the company showed a profit of $2.02 a share on sales of $6.7 billion.
+The substantial improvement in results accompanying a small increase in sales, Mr. Harris said, ''is indicative of the severity, and effectiveness, of the company's cost-cutting strategy.''
+The company's worldwide markets are slowly improving, thanks in part to the dollar's decline. ''International orders for Caterpillar's large earth-moving equipment seem to be strengthening,'' the Value Line analyst also said. ''Indeed, we think that countries like Turkey, China and the Soviet Union will continue to be good customers in the upcoming year. On the domestic front, demand for the company's smaller machinery should grow in line with the escalation we expect in infrastructure repair.''
+Caterpillar utilized its cash flow to reduce long-term debt by $1.2 billion between 1983 and 1985, according to Mr. Blanton of Merrill Lynch. He estimated that the company would have more than $900 million in cash by the end of this year, allowing it to increase capital expenditures for plant automation designed to achieve further cost cuts.
+Estimates on the company's earnings for 1986 vary widely, reflecting its extreme sensitivity to changes in sales volume and pricing. Mr. Blanton projects profits at $5 a share, with half of these earnings coming from an estimated 13 percent sales gain in constant dollars and the other half stemming from a 5 percent increase in pricing.
+Value Line expects this year's profits to be $2.85 a share, while Mrs. Walters of Smith Barney is estimating earnings at $3.75 a share.
+Komatsu Ltd. recently announced price increases of 5 to 10 percent for its competitive products, but analysts said it was too early to determine whether the new prices would be maintained. A Japanese company that is considerably smaller than Caterpillar, Komatsu ranks second in industry size. Some industry followers believe that, over the long term, the world market for construction equipment will increasingly be concentrated in the hands of Caterpillar and Komatsu.
+Merrill Lynch's Mr. Blanton sees one overriding factor in Caterpillar's favor. ''Construction equipment wears out,'' he said, ''and ultimately it has to be replaced.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MARKET+PLACE%3B+ANALYSTS+FAVOR+CATERPILLAR&title=New+York+Times&issn=03624331&date=1986-02-25&volume=&issue=&spage=D.10&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 25, 1986","''The most important development in the construction and mining machinery industry has been the cost-cutting measures initiated by so many manufacturers,'' the Value Line Investment Survey said. ''Caterpillar has been the leader in this field by trimming employee rosters, outsourcing components, consolidating plants and entering into 'private branding' arrangements.'' The company's worldwide markets are slowly improving, thanks in part to the dollar's decline. ''International orders for Caterpillar's large earth-moving equipment seem to be strengthening,'' the Value Line analyst also said. ''Indeed, we think that countries like Turkey, China and the Soviet Union will continue to be good customers in the upcoming year. On the domestic front, demand for the company's smaller machinery should grow in line with the escalation we expect in infrastructure repair.'' Merrill Lynch's Mr. [Alexander Blanton] sees one overriding factor in Caterpillar's favor. ''Construction equipment wears out,'' he said, ''and ultimately it has to be replaced.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Feb 1986: D.10.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,425766949,"United States, New York, N.Y.",English,25-Feb-86,STOCKS AND BONDS,New York Times,NEWSPAPER,,,,,,,
+Technology; Mining Seeks Modernization,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-mining-seeks-modernization/docview/425773389/se-2?accountid=14586,"AT the Phelps Dodge Corporation's open pit copper mine near Tyrone, N.M., a computer directs drivers in the fleet of 25 huge trucks to whatever shovel is ready to load them.
+This system optimizes the mine's operation, according to Leonard J. Judd, senior vice president in charge of mining. The system, developed in concert with the University of Arizona, also has been licensed and sold to six mines elsewhere.
+''We're on the leading edge of a lot of this technology,'' Mr. Judd declared.
+Critics of the mining industry, however, say it has not been aggressive in embracing technology - especially high-tech methods - to operate more efficiently at the mines themselves.
+The mining industry, said George S. Ansell, president of the Colorado School of Mines, has been slow to look to itself for technological gains.
+''It may have been a leader in the 19th century in technology,'' Dr. Ansell said, ''in developing pumps, diesel engines and so forth, but it has not been a technological leader in the last 50 years.''
+The kind of high-tech development that Dr. Ansell is talking about includes remote sensing and robotics, most of it yet to be tried in the rough terrain where mining is conducted.
+''If there is a big change in mining technology,'' said Carl Peterson, professor of mechanical engineering at the Massachusetts Institute of Technology, ''it will be toward remote control systems.''
+The difficult environment, he said, is one reason why high tech has lagged in the mining industry. Automating a factory floor seems much easier. Nevertheless, the mining industry needs some technological breakthroughs not only to minimize hazards but also to curb labor costs to help it compete with producers abroad. Mining in the United States has fallen on hard times. Low metal prices have forced the companies into a survival mode, shutting mines and slashing costs.
+One company that has turned to automation is Inco Ltd., based in Toronto. Inco has developed ''bulk mining,'' a system that has reduced manpower in its nickel mines.
+Instead of having miners attack small sections of rock, Inco drills big holes into the ore body and blasts chunks loose over a wide area. A crew some 300 feet below the drillers then loads the loose material and sends it to the surface for processing.
+Inco's cost improvements have impressed analysts. The company has turned a profit despite the weak nickel market.
+But in general, according to Dr. Ansell, the impetus for technological change is unlikely to come from the mining industry. ''I think you have to drive it from the university,'' he said.
+Professor Peterson of M.I.T. says the American Society of Mechanical Engineers is creating the Institute for Innovative Excavation Equipment and Systems to do research and will seek financing from industry.
+At Carnegie Mellon University's department of civil engineering in Pittsburgh, professors are working under a research contract with the Bureau of Mines. They are looking into autonomous vehicle technology and ways to get a computer to emulate a human miner's judgment, said Prof. Irving J. Oppenheim.
+Dr. Ansell's Colorado School of Mines has set up a center for advanced mining technology and has hired a South African mining expert, Miklos Salamon, to direct it. Mr. Salamon, who is now with the Chamber of Mines, a privately financed research group in South Africa, will begin his job at the campus in Golden, Colo., next fall.
+The school, Dr. Ansell said, will investigate remote sensing in a search for better ways of defining the shape of ore bodies. Remote sensing also would let cutting equipment follow established boundaries with minimum human intervention and would determine such properties as rock porosity, cavity boundaries and geologic discontinuities.
+Another area of research will be automated vehicles, operated by high-level software, with an array of on-board sensors and data communications links. Such vehicles could replace miners in many situations, Dr. Ansell said.
+The school will also examine ''in situ'' mining, which attempts to extract metal from the ground without having to carry large quantities of material to the surface, as is done in bulk mining. One study would involve new chemical processes.
+Whereas mining companies were lukewarm in the past, now they are embracing - and partly financing - the research effort, Dr. Ansell said. Interest has also been shown by high-tech companies that seek a new market in mining, he said.
+''Once you start looking at mining from different technologies, you probably would not do it the same way as it's done today,'' Dr. Ansell said.
+He regards the development of mining technology as a 10- or 15-year project. The key is to get students interested in this field, he said.
+For the future, he envisions technology addressing the problems of working in polar regions, under the sea and in other hostile environments.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Mining+Seeks+Modernization&title=New+York+Times&issn=03624331&date=1986-02-20&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 20, 1986","''It may have been a leader in the 19th century in technology,'' Dr. [George S. Ansell] said, ''in developing pumps, diesel engines and so forth, but it has not been a technological leader in the last 50 years.'' ''If there is a big change in mining technology,'' said Carl Peterson, professor of mechanical engineering at the Massachusetts Institute of Technology, ''it will be toward remote control systems.'' ''Once you start looking at mining from different technologies, you probably would not do it the same way as it's done today,'' Dr. Ansell said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Feb 1986: D.2.",11/15/17,"New York, N.Y.",UNITED STATES,"Cuff, Daniel F",New York Times Company,,Newspapers,425773389,"United States, New York, N.Y.",English,20-Feb-86,MINES AND MINING; SCIENCE AND TECHNOLOGY; RESEARCH; COLLEGES AND UNIVERSITIES,New York Times,NEWSPAPER,,,,,,,
+Careers; Guidelines On Starting A Business,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-guidelines-on-starting-business/docview/425738371/se-2?accountid=14586,"SOME 600,000 people a year start businesses in the United States.
+Indeed, they provide ''most of the new jobs,'' according to George L. Bernstein, chief executive of Laventhol & Horwath, a large accounting firm that long has serviced hotels, restaurants, clubs and other businesses, both large and small.
+Mr. Bernstein adds a warning, not new but one being heard more and more: ''Most new businesses fail, and they generally fail soon after they start up.'' Furthermore, he finds that ''only 30 percent of new businesses last to the second generation and only 15 percent to the third.'' These statistics should have an unnerving impact on entrepreneurs.
+''Many young entrepreneurs get two to four years of experience in business and then start their own firms,'' he said recently. He guesses that many of them typically have become ''frustrated with their environment.'' They are often described as people who do not work happily for others and who are gripped by a dream for a new product or service.
+Mr. Bernstein, who gave the results of a survey by his firm, said: ''Fewer than 6 percent of the respondents said they were motivated primarily by money. I was surprised at this finding. Most of my clients are fond of the monetary aspects.'' He reasoned that perhaps in the case of entrepreneurs, ''ego later transcends'' and makes the entrepreneurs think that other factors were more important than money when they first started their companies.
+He said that since many entrepreneurs tend to be dreamers they need the help of good managerial talent to provide reality.
+Like other analysts of entrepreneurs, Mr. Bernstein finds the seeds of disaster in the their personalities - the inability to delegate and the failure to understand that employees do not work as hard as the person in charge does because they lack a sense of identification with the company.
+''If employees were like the founding entrepreneur they wouldn't be employees - they would be starting their own businesses,'' Mr. Bernstein said. Therefore, the entrepreneur needs ''to attract and retain good employees, know how to delegate responsibilities, listen to others and engage in strategic planning,'' he added.
+He thinks the new entrepreneurs could benefit from more outside help, and he suggests that they call on their accountants, lawyers and bankers, especially for strategic planning.
+The cost for these outside experts need not be high, according to Mr. Bernstein. He thinks an entrepreneur could hire an accountant and a lawyer for about ''$1,000 a day each'' for a one-day brainstorming session to consider the new company's plans.
+He also urges entrepreneurs to use outside directors for advice, to apply the latest automation and information technology, and to explore export opportunities.
+Professor of Management Manfred F. R. Kets de Vries of the European Institute of Business Administration in France tends to agree.
+In an article titled ''The Dark Side of Entrepreneurship'' in the November-December issue of the Harvard Business Review, he describes entrepreneurs as ''achievement-oriented,'' as liking ''to take responsibility for decisions and disliking repetitive, routine work.'' He calls them highly energetic, persevering, imaginative, willing to take risks.
+But like Mr. Bernstein, he finds that within their personalities lies the potential for failure - again the inability to delegate or to collaborate, distrust of other people, and the need for applause.
+Entrepreneurs would probably be surprised at the amount of interest in them at law firms, banks, management consulting concerns, underwriting and brokerage firms, the Small Business Administration, even city governments hoping to lure more small businesses.
+There are special groups, such as AWED, the American Woman's Economic Development, in New York, which help women start businesses.
+In addition, there are a large number of universities that now have courses on entrepreneurship. It was not too long ago when only Babson College and a few others pioneered entrepreneurship study.
+In 1980, three students with M.B.A. degrees from New York University's Graduate School of Business Administration founded a nonprofit corporation called Entrepreneurs' Exchange Inc.
+Speaking before that group on Nov. 13, Mr. Bernstein said that many large corporations had begun ''intrapreneurial'' units within their organizations to stimulate more adventuresome thinking.
+Here lies a danger, according to Mr. Bernstein. ''Our studies have shown that the entrepreneur is generally less capable than his competition in the intraprenurial niches of large corporations to keep pace,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Careers%3B+Guidelines+On+Starting+A+Business&title=New+York+Times&issn=03624331&date=1985-12-03&volume=&issue=&spage=D.30&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Inter est Periodicals--United States,3624331,"Copyright New York Times Company Dec 3, 1985","Mr. [George L. Bernstein], who gave the results of a survey by his firm, said: ''Fewer than 6 percent of the respondents said they were motivated primarily by money. I was surprised at this finding. Most of my clients are fond of the monetary aspects.'' He reasoned that perhaps in the case of entrepreneurs, ''ego later transcends'' and makes the entrepreneurs think that other factors were more important than money when they first started their companies. ''If employees were like the founding entrepreneur they wouldn't be employees - they would be starting their own businesses,'' Mr. Bernstein said. Therefore, the entrepreneur needs ''to attract and retain good employees, know how to delegate responsibilities, listen to others and engage in strategic planning,'' he added. In an article titled ''The Dark Side of Entrepreneurship'' in the November-December issue of the Harvard Business Review, he describes entrepreneurs as ''achievement-oriented,'' as liking ''to take responsibility for decisions and disliking repetitive, routine work.'' He calls them highly energetic, persevering, imaginative, willing to take risks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Dec 1985: D.30.",11/15/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,425738371,"United States, New York, N.Y.",English,3-Dec-85,UNITED STATES ECONOMY; SMALL BUSINESS,New York Times,NEWSPAPER,,,,,,,
+GORBACHEV TRIES TO SHIFT THE ECONOMY INTO TOP GEAR,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gorbachev-tries-shift-economy-into-top-gear/docview/425738310/se-2?accountid=14586,"Going around Moscow is a joke that Mikhail S. Gorbachev is supposed to have told President Reagan during some casual fireside banter in Geneva 10 days ago. A philosophical listener calls a radio station to ask whether there can be a solution to an insoluble problem. The station responds: ''We don't reply to questions about agriculture.''
+Assuming it really came from the man who ran Soviet agriculture for six dismal years before becoming the General Secretary, the crack was refreshingly self-deprecating and candid. Of all the facets of the Soviet economy, agriculture has been the most conspicuous failure, defying repeated efforts by the Kremlin to fashion some new approach, swallowing billions in investment and compelling the state to spend huge sums of hard currency on imported grain.
+The need to provide some good news now, and to lift at least one psychological burden off the Russians as he tries to inspire them to new levels of achievement, may have been one reason Mr. Gorbachev decided to put the best face possible on the Geneva meeting. At the closing news conference, and again at the Supreme Soviet session last week, he hailed his meetings with Mr. Reagan as the start of a new process toward better American-Soviet relations. Mr. Gorbachev probably hopes to sustain the upbeat mood through the Communist Party congress in February, at which his policies will become the official guidelines of the Soviet state and at which he will complete the overhaul of senior managerial and party ranks begun almost immediately after he took power.
+On the day Mr. Gorbachev returned from Geneva, Tass, the official press agency, announced that five ministries and a state committee dealing with agriculture had been merged into a streamlined superagency called the ''State Committee for the Agro-Industrial Complex,'' with Mr. Gorbachev's protege from Stavropol, Vsevolod S. Murakhovsky, at its head. Among other things, the move was expected to reduce the bureaucracy by some 3,000 people.
+A few days later, the Supreme Soviet, the nominal parliament, adopted the economic goals for 1986. The vote was perfunctory, but the goals were not. Up to now Mr. Gorbachev has been able to blame his predecessors for most of the economy's failings, but 1986 will be the first year for which he will have to answer alone. And it will kick off a five-year plan for which Mr. Gorbachev has large ambitions.
+The goal for 1986, as announced by Nikolai V. Talyzin, Mr. Gorbachev's new planning chief, is to increase industrial output by 4.3 percent, compared with a 3.9 percent rise in 1985. National income would grow by 3.8 percent, compared with 3.5 percent in 1985, and agriculture by 4.4 percent. The improvement is to be achieved entirely through better labor productivity.
+Mr. Gorbachev's long-term goal, announced in October, is to double national income and industrial production by the end of the century, a target that would mean an average annual growth rate of 4.7 percent. To achieve this, the new leader has launched a tough campaign against alcoholism and has tightened measures against corruption and embezzlement. He has also announced that the bulk of capital investments will go into new machinery, modern electronics and automation instead of new factories. On the management front, Mr. Gorbachev intends to create more superagencies of the type he set up for agriculture, expanding the power of planners at the top and producers at the bottom, and radically trimming the staffs of the bloated ministries in Moscow.
+The task is a tall one, but according to Western experts, none of what has been announced so far amounts to more than trying to make the existing system work better. So far, Mr. Gorbachev has shown himself to be an energetic and forceful organizer, but not a reformer. His second-in-command, Yegor K. Ligachev, has effectively written off any emulation of China or even Hungary, saying that economic revival will proceed ''without any shift toward the market economy or private enterprise.''
+That makes some Western experts skeptical about Mr. Gorbachev's long-term prospects. For one thing, Soviet workers and farmers, not to mention the bureaucracy, have demonstrated a strong resistance to change. For another, Soviet oil production has been declining over the last two years, reducing a major source of hard currency earnings. But there are some diplomats who suspect Mr. Gorbachev is being relatively conservative until he has completed installing his team. Then, according to this thinking, he will show his true ambitions.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GORBACHEV+TRIES+TO+SHIFT+THE+ECONOMY+INTO+TOP+GEAR&title=New+York+Times&issn=03624331&date=1985-12-01&volume=&issue=&spage=A.4&au=SCHMEMANN%2C+SERGE&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1985","Going around Moscow is a joke that Mikhail S. Gorbachev is supposed to have told President Reagan during some casual fireside banter in Geneva 10 days ago. A philosophical listener calls a radio station to ask whether there can be a solution to an insoluble problem. The station responds: ''We don't reply to questions about agriculture.'' On the day Mr. Gorbachev returned from Geneva, Tass, the official press agency, announced that five ministries and a state committee dealing with agriculture had been merged into a streamlined superagency called the ''State Committee for the Agro-Industrial Complex,'' with Mr. Gorbachev's protege from Stavropol, Vsevolod S. Murakhovsky, at its head. Among other things, the move was expected to reduce the bureaucracy by some 3,000 people.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1985: A.4.",11/15/17,"New York, N.Y.",UNION OF SOVIET SOCIALIST REPUBLICS,"SCHMEMANN, SERGE",New York Times Company,,Newspapers,425738310,"United States, New York, N.Y.",English,1-Dec-85,ECONOMIC CONDITIONS AND TRENDS; AGRICULTURE,New York Times,NEWSPAPER,,,,,,,
+MARKET PLACE; Wedding Bells For Gould?,"New York Times, Late Editi on (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-wedding-bells-gould/docview/425531079/se-2?accountid=14586,"SEVERAL years ago, according to Wall Street analysts, Gould Inc. needed a good sprucing up. Its operations included the mundane, such as batteries and industrial products, as well as the excitement of high-technology electronics and proprietary weapons for the military.
+Today the company, based in Rolling Meadows, Ill., is looking pretty. And like many other attractive concerns, it may be headed toward the altar.
+At least that is what they are saying on Wall Street, where Gould's name has persistently been mentioned in takeover rumors. The groom in this fairy tale match, according to the speculation, could be Siemens A.G., the West German electronics company that picked up a piece of Gould's industrial operations a few years ago.
+Wall Street thinks Siemens might come back for more and may have more than a casual interest in Gould's factory automation technology, which is said to be on the leading edge of the industry.
+But Gould's chairman, William T. Ylvisaker, one of the chief architects of the company's restructuring, puts all the rumors in prospective.
+''It's a very attractive company and there has been a lot of interest shown in it, but nothing that has tempted us'' to consider a proposal, he said in a telephone interview. What would be tempting? Wall Street analysts think $45 a share, or a total of nearly $2 billion, might just about do it. The stock closed yesterday at 30 5/8, down 1/8.
+''As a takeover candidate, I would say it is attractive because it is state-of-the-art in many of the areas it is imbedded in,'' said Anthony Ludovici, who tracks the company for the brokerage firm of Tucker, Anthony & R. L. Day.
+Officials at the Siemens headquarters in Munich have declined to comment about the Gould rumors, which began more than a week ago. But an American spokesman for Siemens, in a published report, acknowleged that informal talks had taken place with Gould. He added, however, that Siemens was far from making a decision on whether to acquire Gould or any other American company.
+Analysts think the Siemens spokesman is just being shy. They believe that the talks may have progressed more than either side is willing to admit, perhaps because a major hurdle to any deal could develop in Washington.
+''Gould does have Government contracts,'' Mr. Ludovici said. ''These things are state-of-the-art and I can't imagine the U.S. government will allow it.'' So Gould and Siemens, if they wed, might have to sign a premarital agreement - to get rid of the military business, which includes the manufacture of Mark 48 torpedoes for the Navy.
+Analysts say that because Gould has stayed clear of the scandals that recently have afflicted many other Government contractors it might be easy to find a buyer for that business. ''They haven't done any of that $2,000 wrench business,'' said Peter D. Schleidel, an analyst with L. F. Rothschild, Unterberg, Towbin. ''They've done a very good job. That's a business a lot of people wouldn't mind owning.''
+Edward White of E. F. Hutton & Company agrees. ''The company's posture has always been that at the right price, they'd be willing to talk and enter into negotiations,'' he said.
+Earnings at Gould have also been improving, but only when extraordinary charges from discontinued operations are factored out. Profits were $89.3 million from continuing operations in 1984, compared with just $79.2 million in 1983 and $79.9 million in 1982. But two major write-offs in the last two years have cut profits dramatically. Pressure on Hospital Corp. With more than 400 medical facilities under its control, the Hospital Corporation of America is in the best position in the industry to make money by serving the needs of the sick. So when the company, as it did late Tuesday, tells Wall Street that its profits are ailing, the reaction is swift.
+Yesterday the Hospital Corporation's stock fell 7 3/4, to 31 1/4, a decline in value of nearly 20 percent.
+Also sucked down by the bearish sentiment were other health care stocks, such as American Medical International, Humana, National Medical Enterprises and Community Psychiatric Centers.
+Thomas F. Frist Jr., chairman of the Hospital Corporation, said late Tuesday that the company expected only about 10 percent growth in profits in the recently completed third quarter and flat earnings in the fourth quarter.
+But what troubles the investment community most is that the Hospital Corporation also said it planned to spend $60 million next year to expand its health maintenance business, to improve its data processing capabilities and to do additional promotional work. This might mean trouble ahead for smaller competitors.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MARKET+PLACE%3B+Wedding+Bells+For+Gould%3F&title=New+York+Times&issn=03624331&date=1985-10-03&volume=&issue=&spage=D.8&au=Crudele%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 3, 1985","''Gould does have Government contracts,'' Mr. [Anthony Ludovici] said. ''These things are state-of-the-art and I can't imagine the U.S. government will allow it.'' So Gould and Siemens, if they wed, might have to sign a premarital agreement - to get rid of the military business, which includes the manufacture of Mark 48 torpedoes for the Navy. Analysts say that because Gould has stayed clear of the scandals that recently have afflicted many other Government contractors it might be easy to find a buyer for that business. ''They haven't done any of that $2,000 wrench business,'' said Peter D. Schleidel, an analyst with L. F. Rothschild, Unterberg, Towbin. ''They've done a very good job. That's a business a lot of people wouldn't mind owning.'' Edward White of E. F. Hutton & Company agrees. ''The company's posture has always been that at the right price, they'd be willing to talk and enter into negotiations,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Oct 1985: D.8.",11/15/17,"New York, N.Y.",,"Crudele, John",New York Times Company,,Newspapers,425531079,"United States, New York, N.Y.",English,3-Oct-85,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Market Place; Gains Forecast For Blue Chips,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-gains-forecast-blue-chips/docview/425483925/se-2?accountid=14586,"AT a time when many money managers are switching investment strategies, Arthur Gray Jr. is holding to a steady course. He continues to favor big, diversified blue-chip companies, which he believes will reap the rewards of an economic expansion over the next 18 months.
+''I'm either going to be very right, or I'll be wrong,'' the 62-year-old Mr. Gray acknowledged. He tends $80 million for wealthy clients as president of Dreyfus Personal Management Inc., established last year as a subsidiary of the Dreyfus Corporation.
+Right or wrong, he is not a man to waffle on his views. In a recent letter to clients, he made the following forecasts:
+* ''There will be no recession in 1985 or 1986.''
+* ''The rate of inflation will average less than 5 percent during this period.''
+* ''There will be a major tax-reform bill passed in 1985.''
+So how does all this translate into an investment policy?
+Mr. Gray's two largest holdings for clients are International Business Machines and American Telephone and Telegraph - neither of which has been setting the stock market on fire recently.
+But this does not deter Mr. Gray. He envisages both giant companies emerging victorious, despite their competition with each other, as winners ''in an information society, where the distribution of information is the key.''
+''I.B.M. is now selling at seven times cash flow, compared with 18 times cash flow in 1973,'' he said. ''As for American Telephone, it admittedly is not very popular with money managers, since institutions own only 17 percent of the stock. But I think American Telephone is the single most undervalued issue on the New York Stock Exchange.''
+Central to Mr. Gray's approach is the belief that, by investing money for wealthy clients, he can avoid the intense, quarter-by-quarter scrutiny to which institutional portfolio managers typically are subjected by plan sponsors.
+In a varied investment career, he has managed money both for individuals and for institutions. From 1959 to 1973, he also headed Gray & Company, a member firm of the Big Board that served investment advisory clients. ''It's my belief that you really can't make money quickly,'' he said. ''It is a slow process and it takes patience.''
+''If I knew the Dow Jones industrials were going down 100 points tomorrow, I would not sell a share,'' he added. ''My clients are interested in long-term capital gains and, if I sold out the portfolio holdings, it simply would mean that I would have to come back and establish positions in the same stocks.''
+Dreyfus Personal Management accepts accounts with a minimum of $500,000 in assets and charges a 1 percent management fee in accounts up to $10 million in size. ''My target over a three-to-five-year time span,'' Mr. Gray said, ''is to produce a total return - price appreciation plus income - of 15 percent annually.''
+Mr. Gray and two portfolio managers work with a basic list of 35 recommended issues. The 10 largest holdings also include Chrysler, Xerox, Rockwell International, Sears, Du Pont, General Electric, Occidental Petroleum and Burlington Northern. In the first half of this year, the 10 largest holdings showed an average price gain of 20.15 percent. This compared with a rise of 10.23 percent for the Dow industrials and 14.71 percent for the Standard & Poor's 500-stock index.
+The General Electric and Rockwell holdings fit conceptually into what the Dreyfus executive sees as the emerging importance of factory automation. Among automobile manufacturers, he said, he favors Chrysler ''because the company's pretax operating margin is double that of General Motors and Ford.''
+The full list of 35 stocks contains only one over-the-counter issue - Allied Bancshares, a bank holding company based in Houston. J. P. Morgan - ''the class outfit,'' in Mr. Gray's words - is the only money-center bank on the list.
+Similarly, Commonwealth Edison is the choice among electric utility stocks and Alcan Aluminium, described as ''the world's lowest-cost aluminum producer,'' is the list's only issue in its particular industry.
+Eli Lilly, the favored choice among the drugs, was purchased in early 1985, at a time when the stock showed a low price-earnings multiple compared with the other major companies in its field.
+Other selections range from Merrill Lynch, Schlumberger and Loews to General Foods, Travelers Corporation and Gulf and Western.
+Portfolios are tailored to the needs of individual clients, some of whom also own bonds to generate current income. Some equity holdings in new accounts, while not favored, are left undisturbed because their cost basis is so low. Mr. Gray cited Eastman Kodak as one example.
+What about high-technology stocks? ''I'm avoiding high tech, except for I.B.M.,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Gains+Forecast+For+Blue+Chips&title=New+York+Times&issn=03624331&date=1985-08-20&volume=&issue=&spage=D.10&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Int erest Periodicals--United States,3624331,"Copyright New York Times Company Aug 20, 1985","''I.B.M. is now selling at seven times cash flow, compared with 18 times cash flow in 1973,'' he said. ''As for American Telephone, it admittedly is not very popular with money managers, since institutions own only 17 percent of the stock. But I think American Telephone is the single most undervalued issue on the New York Stock Exchange.'' In a varied investment career, he has managed money both for individuals and for institutions. From 1959 to 1973, he also headed Gray & Company, a member firm of the Big Board that served investment advisory clients. ''It's my belief that you really can't make money quickly,'' he said. ''It is a slow process and it takes patience.'' Dreyfus Personal Management accepts accounts with a minimum of $500,000 in assets and charges a 1 percent management fee in accounts up to $10 million in size. ''My target over a three-to-five-year time span,'' Mr. [Arthur Gray Jr.] said, ''is to produce a total return - price appreciation plus income - of 15 percent annually.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 Aug 1985: D.10.",11/14/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,425483925,"United States, New York, N.Y.",English,20-Aug-85,STOCKS AND BONDS; INVESTMENT STRATEGIES,New York Times,NEWSPAPER,,,,,,,
+TECHNOLOGY; Gains in Study Of Auto Fuel,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-gains-study-auto-fuel/docview/425457000/se-2?accountid=14586,"THE ways in which gases ignite and burn inside an automobile's engine have long fascinated engineers, and studies have intensified in this decade, both because of new tools and because of the need for far better fuel economy and performance.
+Lasers have allowed researchers to peer into the very heart of fire, and sophisticated devices such as mass spectrometers have let them analyze the exact chemistry of a flame. But until now, studies of the best way to distribute the gas molecules that fuel the flame have been almost impossibly difficult.
+The technology that is changing all that - and that promises new designs in fuel injectors and spray nozzles - was developed by three engineers at the General Motors Research Laboratories in Warren, Mich. The tool is called computer-vision spray analysis, a process that allows rapid study of the shape and position of each microscopic droplet in a fuel spray.
+Density of the fuel affects combustion as well as the creation of soot and other pollutants, and the density itself is determined by the shape and spacing of the droplets. Yet even a single spurt of fuel produces tens of thousands of complex relationships, and manual analysis is both error-prone and laborious, often taking months of work.
+''If there ever was a perfect instance of a process needing computer automation, this is it,'' said Gary Bertollini, who worked with Yong Lee and Larry Oberdier in creating the system. The goal was to get the process down to 10 seconds per processed image. At the moment, the researchers are down to 40 seconds per image, and they say that is sufficient for practical application.
+Previously, Mr. Bertollini said, photographs were taken of fuel-spray segments through a glass-walled combustion chamber. Each of the images was then studied with a method that allowed analysis of individual segments. The approach meant viewing and evaluating thousands of projected images, making judgments to determine if each droplet was in the area of spray that the researcher wanted to study, and then using a ruler on the desired droplets.
+The new method uses a pulsed laser light to freeze droplet motion, which is then recorded by a video camera and stored on a videodisk. According to the engineers, the most difficult aspect of applying computer vision was something that humans take for granted in looking at a picture, the ability to separate and understand what is seen.
+In the case of fuel sprays, poor image quality confused the computer, and the problem finally was overcome by mathematically estimating image distortion and adjusting the backgrounds to create consistent shading. A series of steps then allows the computer to find the desired droplets and to measure their volume, density and spacial relationships.
+The equipment itself proved to be another stumbling block. The researchers, who work in the instrumentation department of the General Motors lab, said they had to find a way to store the thousands of images, to make them high-quality and to retrieve them one frame at a time. The solution involved a computer that synchronizes the video camera, the magnetic disk and the nitrogen laser to the engine's combustion cycle.
+Currently, the system is semiautomatic, with the operator making key judgments on object selection, preprocessing and measurement, but a fully automated analyzer is being developed.
+''The semiautomatic process has turned out to be extremely useful,'' Mr. Lee said. ''We need the semiautomatic mode to compare with and validate the automatic. And there are times when a researcher may have a small batch of samples to evaluate and doesn't want to go through the effort of setting up the complete automatic program.''
+Robert R. Bockemuehl, head of the instrumentation department, said the development would allow G.M. to work more closely with outside suppliers in improving the design of fuel-injection systems.
+''I don't think anybody knows what the ideal distribution of these droplets might be,'' he said. ''If we knew that we'd like to have a particular size of droplet at a particular location at a certain time, we would be able to get far better performance.''
+In addition, he said, the new system of study will have direct application in the design of paint nozzles. ''In paints,'' he said, ''droplet size certainly correlates with the kind of surface you get. But until now, that whole technology has been developed by trial and error.''
+The new means of study is ''a huge thing for G.M.,'' he continued, since fuel and paint systems are major parts of the company's business. ''Until now,'' he added, ''this whole phase of research has been kind of an art. What we want to do is make it a science.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TECHNOLOGY%3B+Gains+in+Study+Of+Auto+Fuel&title=New+York+Times&issn=03624331&date=1985-07-25&volume=&issue=&spage=D.2&au=Schuon%2C+Marshall&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 25, 1985","''The semiautomatic process has turned out to be extremely useful,'' Mr. [Yong Lee] said. ''We need the semiautomatic mode to compare with and validate the automatic. And there are times when a researcher may have a small batch of samples to evaluate and doesn't want to go through the effort of setting up the complete automatic program.'' ''I don't think anybody knows what the ideal distribution of these droplets might be,'' he said. ''If we knew that we'd like to have a particular size of droplet at a particular location at a certain time, we would be able to get far better performance.'' The new means of study is ''a huge thing for G.M.,'' he continued, since fuel and paint systems are major parts of the company's business. ''Until now,'' he added, ''this whole phase of research has been kind of an art. What we want to do is make it a science.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 July 1985: D.2.",11/15/17,"New York, N.Y.",UNITED STATES,"Schuon, Marshall",New York Times Company,,Newspapers,425457000,"United States, New York, N.Y.",English,25-Jul-85,OIL (PETROLEUM) AND GASOLINE; AUTOMOBILES; ENGINES,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: SATURDAY, JULY 20, 1985:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-saturday-july-20-1985/docview/425462544/se-2?accountid=14586,"Companies
+Textron is giving up its effort to sell Bell Helicopter. Potential buyers of the subsidiary apparently balked after the Army disclosed that it would withhold half of its monthly contract payments to Bell while it investigated charges of financial irregularities. Textron had expected to get about $500 million for Bell and planned to use the money to pare its debt. [Page 31.]
+Multimedia agreed to buy Jack Kent Cooke's 10 percent stake at $70 a share, far above a company offer to shareholders that Wall Street values at between $55 and $61 a share. The buyback agreement appears to clear the way for approval of the recapitalization plan, which would leave family interests in firm control. [31.]
+Cable TV systems are not required to carry without charge all stations watched by a large number of people in their communities, a Federal appeals court said, striking down an F.C.C. rule. [1.]
+The president of Wang Labs resigned from the troubled maker of computers and office-automation equipment. The executive, John F. Cunningham, is going to lead a much smaller company, Computer Consoles. Meanwhile, Burroughs began a restructuring that will eliminate 300 jobs, mostly of middle managers. [31.]
+Hutton's top legal officer testified that questions were raised within the brokerage house as early as March 1980 over the legality of the firm's systematic overdrafts of checking accounts. [31.]
+Alcoa's earnings fell 64 percent, to $40.6 million, primarily because of a charge growing out of a rate decision at a utility subsidiary. National Intergroup cited poor performance in steel and aluminum for its $12.3 million second-quarter loss. [34.]
+LTV put its specialty steel unit up for sale, but declined to say how much it wanted or how much money the unit makes. [32.]
+Markets",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+SATURDAY%2C+JULY+20%2C+1985%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1985-07-20&volume=&issue=&spage=1.31&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 20, 1985","Hutton's top legal officer testified that questions were raised within the brokerage house as early as March 1980 over the legality of the firm's systematic overdrafts of checking accounts. [31.] Stock prices rose sharply as institutions bought shares in complicated strategies related to options expirations. The Dow Jones industrial average rose 8.62 points, to 1,359.54, closing at a record for the third time this week. Its gain for the week was 20.94 points. The day's trading dropped to 114.8 million shares, but the week was the sixth busiest ever. [35.] Short interest on the Big Board fell 0.7 percent in the latest month, to 251.3 million shares. [42.] The U.S. suspended plans to raise the duty on Italian pasta. President Reagan had ordered the increase to retaliate against the Europeans' failure to resolve a dispute over citrus trade. But the U.S. said it wants the citrus issue resolved by Oct. 31 or it would retaliate again. [33.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 July 1985: 1.31.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425462544,"United States, New York, N.Y.",English,20-Jul-85,,New York Times,Summary,,,,,,,
+CAMERA; THE MINI - FOR POCKET OR PURSE,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-mini-pocket-purse/docview/425405395/se-2?accountid=14586,"IN 1898, George Eastman introduced the Folding Pocket Kodak camera. It was 6 inches long and 1 1/2 inches wide when folded and it produced a negative measuring 2 1/4 by 3 1/4 inches. In those days, anything smaller than 8 by 10 inches was considered highly portable. The Pocket Kodak was the forerunner of all roll-film cameras.
+Although most cameras since then have been made with portability in mind, it wasn't until 1972, when the 110 cartridge hit the market, that a whole new series of small cameras began appearing.
+In 1982, Kodak produced the Disc, a new film that required a radically different camera shape to accommodate its flat, circular format. Occupying slightly more space than a thick envelope, these Disc cameras can easily be carried in a pocket or purse.
+The advent of the Disc-film camera brought a new degree of portability to photography. But for the most portable of roll-film cameras, the honors must go to what is called a subminiature - the truly tiny Minox. Not much larger than a package of chewing gum, the Minox has gained a certain notoriety as the favorite photographic tool of spies in countless movies about espionage. On a more prosaic level, the camera is popular among those who like to take pictures but not to burden themselves.
+There are two models of the subminiature Minox currently on the market. The Minox EC has a 15-millimeter f/5.6 fixed aperture and fixed focus lens (sharp from one meter to infinity), and automatic exposure. The Minox LX, with focusing by scale down to 8 inches (with a beaded, calibrated metal chain for close-up measurement), has a built-in exposure meter and a flashcube attachment. Minox has a full line of accessories. Because of the small negative size, great care is necessary in processing and handling Minox film. The Minox Processing Lab, 1315 Jericho Turnpike, New Hyde Park, N.Y. 11040, deals exclusively with Minox film, processing and printing. Two color films and four black-and-white emulsions are available.
+Camera design is at the crossroads. Decisions now being made by engineers in the United States, Europe and Japan are stressing not only automation but compactness. In a way, photographic history is repeating itself. In one corner there is the Minox, about 50 years old, boasting an 8-by-11-millimeter film frame; in the other, the Disc, three years old, with an 8-by-10-millimeter frame. Both cameras are meant to be carried in one's pocket, but they are worlds apart in design.
+Kodak offers the consumer a choice between Disc cameras with a five-year built-in battery (models 4100, 6100 and 8000) and the 3100, where the owner changes the battery after shooting about 30 film packs. With the Disc 6100 the photographer gets a lens with two settings - wide-angle and telephoto. A travel clock is an added feature of the Disc 8000.
+THE Minolta Disc 7 has a mirror built into its front. The mirror image matches what the camera sees, so that the photographer who wants to be part of the picture can position himself and other subjects without resorting to guesswork. An ingenious tripod arm permits easy maneuverability of the camera during such self-portrait sessions.
+An inexpensive version of the Disc camera is the Ansco HR 10, which lists for $19.
+Store counters are laden with new contenders in the pocket-camera competition. Konica, for example, has created the AA-35, a camera that is an unusual marriage between yesterday and today. Autofocus, built-in electronic flash, motor-wind and automatic exposure are the elements of advanced electronics. From the past, Konica has borrowed the half-frame idea; the AA-35 takes 72 pictures on a standard 36-exposure roll. However, the new negative high-speed color films can't be used in the AA-35 because its ISO rating scale runs only to 400, while color negative film ratings go as high as 1600. On the other hand, a mere four rolls of film can yield 288 half-frame transparencies, more than enough for a vacation trip.
+On the high-price side of the pocket-camera selection, Karl Heitz Inc. continues to offer the Robot SC Electronic, which is the size of a cigarette package and sells for about $2,000. Its built-in motor can take a picture every 1.5 seconds; a faster version, operating every 0.9 seconds, can be had on special order.
+Other interesting pocket-sized cameras include the Olympus XA-2 and the Contax T. The neat, tiny Rollei 35 can still be found in the marketplace and is worth considering.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+THE+MINI+-+FOR+POCKET+OR+PURSE&title=New+York+Times&issn=03624331&date=1985-05-12&volume=&issue=&spage=A.59&au=Durniak%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 12, 1985","The advent of the Disc-film camera brought a new degree of portability to photography. But for the most portable of roll-film cameras, the honors must go to what is called a subminiature - the truly tiny Minox. Not much larger than a package of chewing gum, the Minox has gained a certain notoriety as the favorite photographic tool of spies in countless movies about espionage. On a more prosaic level, the camera is popular among those who like to take pictures but not to burden themselves. There are two models of the subminiature Minox currently on the market. The Minox EC has a 15-millimeter f/5.6 fixed aperture and fixed focus lens (sharp from one meter to infinity), and automatic exposure. The Minox LX, with focusing by scale down to 8 inches (with a beaded, calibrated metal chain for close-up measurement), has a built-in exposure meter and a flashcube attachment. Minox has a full line of accessories. Because of the small negative size, great care is necessary in processing and handling Minox film. The Minox Processing Lab, 1315 Jericho Turnpike, New Hyde Park, N.Y. 11040, deals exclusively with Minox film, processing and printing. Two color films and four black-and-white emulsions are available.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 May 1985: A.59.",11/14/17,"New York, N.Y.",,"Durniak, John",New York Times Company,,Newspapers,425405395,"United States, New York, N.Y.",English,12-May-85,,New York Times,NEWSPAPER,,,,,,,
+CAMERA; HOW TO JUDGE YOUR OWN WORK,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/camera-how-judge-your-own-work/docview/425384614/se-2?accountid=14586,"Critique of your own photography can be developed by setting standards of pictorial judgment. These guidelines will help to evaluate work when selecting images for display or publications.
+Think positively. Decide how a composition or camera angle might be improved, but do not berate yourself for not seeing this clearly while taking the shot.
+Consider photography in relation to your own experience and ability. Do not become discouraged because results are not those of your favorite masters. Even the best photographers had to develop their skills.
+Technical excellence is important, but technique can be polished. Take credit for imagination and motivation which may not come as easily as a knowledge of f/stops and depth of field.
+Learn from mistakes. Self-criticism should be constructive so your ego remains intact.
+While it is rewarding to become a wise critic, abilities as a photographer will often be accelerated by exchanging views about pictures with other people. That is why it helps to join a photographic discussion group.
+If no group is available, try organizing your own. Place a notice in the newsletter of a local club, church or synagogue. Different tastes and abilities provide a stimulating mix.
+Make a list of critical categories that can be used to analyze prints and slides. When they are discussed with care or considered on your own, criticism can be constructive.
+Keep in mind that photographic criticism is not an exact science and is subject to personal likes and dislikes. In a group it is important to develop a basis for communication about how pictures succeed or fall short visually. Learn the terms used when criticizing photographs.
+Pictorial impact: This important ingredient includes a lot of qualities that make a photograph appealing, impressive, memorable or interesting. In looking for pictorial impact ask yourself: Is the composition strong or simple enough to catch the viewer's eye quickly? Is there emotional appeal? In some pictures lighting may be the most important element. In others facial expressions, emotional tensions or dynamic design may be the keys to success.
+Composition: This evolves from the photographer's sense of design. The best arrangement is often the simplest. Think of pictures by favorite photographers. They are probably uncluttered and can be appreciated quickly. This is one reason why a plain background is often ideal for a portrait.
+Human interest: Pictures that include people usually derive their pictorial impact from a human interest factor through emotion, action or story content. A photograph of children playing may not be perfectly composed or especially colorful, but if the kids are fun to look at, the image has human interest. Timing is involved and a camera with a film winder can be helpful. Don't depend on automation to take the place of instinctive judgment.
+Another aspect of human interest and pictorial appeal is the visual quality of the subject. If photographing a crowd and the panorama of faces is striking, even though the composition or technique is not the best, take credit for being a talented photographer. The same may be said of pretty girls or cute babies - when judging pictures of them, don't let the subject matter upset objectivity.
+Spontaneity: When people are involved in something and ignore the camera, pictures will be more believable and spontaneous. One way to help people be less self-conscious is to shoot in natural light with a faster film to avoid flash.
+Lighting: Unfortunate lighting in a picture causes confusing shadows or too little detail. The trick is to keep lighting as subtle as possible unless it adds to the visual drama. Ask youself: Would the forms of people and things have been more appealing or colorful? Could you have changed camera positions and shot from a different angle where the lighting was more suitable? There are times to be less concerned about shadow detail if the total quality of light is satisfying.
+Lighting also helps to create mood: an ethereal quality or mystery, somberness or peacefulness. Examine pictures for their moods, which may come directly from the lighting.
+Color: Some pictures succeed because of the color of the light in which they were taken. Without sun the colors are pastel, in late afternoon sun colors are warm. With a filter to tint the light, colors can be accentuated or pleasantly distorted. Sometimes color is merely pretty, so be aware of photographs that are empty of feeling or content, yet have terrific color.
+Imagination and creativity: Take into account the degree of creativity shown. It takes imagination to see commonplace things and scenes in an artistic way. Give credit for knowing where to put the camera, what lens to use and what subject to choose. All this adds up to ''Good Seeing.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAMERA%3B+HOW+TO+JUDGE+YOUR+OWN+WORK&title=New+York+Times&issn=03624331&date=1985-04-14&volume=&issue=&spage=A.38&au=photography.%2C+Lou+Jacobs+Jr.%3A+Lou+Jacobs+Jr.+has+written+several+books+on&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 14, 1985","Pictorial impact: This important ingredient includes a lot of qualities that make a photograph appealing, impressive, memorable or interesting. In looking for pictorial impact ask yourself: Is the composition strong or simple enough to catch the viewer's eye quickly? Is there emotional appeal? In some pictures lighting may be the most important element. In others facial expressions, emotional tensions or dynamic design may be the keys to success. Lighting: Unfortunate lighting in a picture causes confusing shadows or too little detail. The trick is to keep lighting as subtle as possible unless it adds to the visual drama. Ask youself: Would the forms of people and things have been more appealing or colorful? Could you have changed camera positions and shot from a different angle where the lighting was more suitable? There are times to be less concerned about shadow detail if the total quality of light is satisfying. Imagination and creativity: Take into account the degree of creativity shown. It takes imagination to see commonplace things and scenes in an artistic way. Give credit for knowing where to put the camera, what lens to use and what subject to choose. All this adds up to ''Good Seeing.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Apr 1985: A.38.",11/14/17,"New York, N.Y.",,"photography., Lou Jacobs Jr.: Lou Jacobs Jr. has written several books on",New York Times Company,,Newspapers,425384614,"United States, New York, N.Y.",English,14-Apr-85,,New York Times,NEWSPAPER,,,,,,,
+DEL TORRO ANNOUNCES PLANS TO RUN FOR PRESIDENT OF CITY COUNCIL,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/del-torro-announces-plans-run-president-city/docview/425301232/se-2?accountid=14586,"Assemblyman Angelo Del Toro announced yesterday that he would seek the Democratic nomination for City Council president, declaring that his candidacy stood for ''the reconciliation of all people.''
+Mr. Del Toro, an East Harlem Democrat, was the first of what is expected to be a parade of Democratic candidates for mayor, Council president and city comptroller this year. Their fates will be decided in the Democratic primary in September, which in this predominantly Democratic city is equivalent to the general election.
+In announcing his candidacy, Mr. Del Toro apparently angered some blacks and labor union officials who are among the Democrats trying to put together a ticket to oppose Mayor Koch. The result was a boycott of the Del Toro news conference yesterday by black public officials and some Hispanic Democratic legislators.
+A Potential Candidate",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=DEL+TORRO+ANNOUNCES+PLANS+TO+RUN+FOR+PRESIDENT+OF+CITY+COUNCIL&title=New+York+Times&issn=03624331&date=1985-01-11&volume=&issue=&spage=B.3&au=Lynn%2C+Frank&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 11, 1985","Herman Badillo, the former Bronx Borough President who is considered a potential candidate for mayor, said Mr. [Angelo Del Toro] was ''on his own.'' He added that ''no prominent public official is supporting Del Toro.'' Also absent when the Del Toro announcement was made was the state's most prominent Hispanic public official, Representative Robert Garcia of the Bronx. He said later that he had had differences in the past with Mr. Del Toro but that ''I think Angelo has matured.'' He said he ''leans favorably'' to Mr. Del Toro. ''I want my candidacy to stand for hope and the reconciliation of all people,'' he said. ''I see despair, hunger, pain and fear in the faces of our people, which causes division and suspicion.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Jan 1985: B.3.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Lynn, Frank",New York Times Company,,Newspapers,425301232,"United States, New York, N.Y.",English,11-Jan-85,ELECTIONS; CITY COUNCILS,New York Times,NEWSPAPER,,,,,,,
+"PRESIDENT OF I.B.M., 49, NAMED ITS NEXT CHIEF","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/president-i-b-m-49-named-next-chief/docview/425182808/se-2?accountid=14586,"John F. Akers, a charismatic executive who rose rapidly through the sales ranks of the world's largest computer company, yesterday was named the next chief executive of the International Business Machines Corporation.
+Mr. Akers, who is 49 years old and has been I.B.M.'s president since February 1983, will take the helm on Feb. 1 from John R. Opel, 59, who will remain chairman.
+The move had been generally expected, as Mr. Opel will be 60 on Jan. 5, and the practice at I.B.M. has been for its top leaders to step aside at that age.
+However, analysts said Mr. Akers's elevation was significant because he was relatively young and thus stood to serve as I.B.M.'s leader for a decade, longer than each of his three predecessors.
+''On paper at least, he will be around for a long time and he doesn't have to rush along his plans,'' said Ulric Weil, an analyst at Morgan Stanley & Company. ''There will undoubtedly be an Akers era, and it's going to provide a management stability that will allow some firm policies to settle in.''
+Mr. Opel has served as chief executive only since January 1981, when he replaced Frank T. Cary, who had been chief executive from 1972 to then. Before Mr. Cary, T. V. Learson was chief executive for about a year, replacing Thomas J. Watson Jr., the founder's son, who led the company for 15 years.
+Although short, the Opel era was nonetheless significant, as he put into effect many of the strategies developed under Mr. Cary. It was during Mr. Opel's reign that the Justice Department dropped its 13-year-old antitrust suit against I.B.M., freeing the company to charge ahead with such competitive energy that it now dominates almost all areas of the computer industry. It controls the market for large business computers, and has become a leader in the personal computer area despite its late entry.
+In recent years, I.B.M. has also invested billions of dollars in capital equipment, plant expansion and factory automation to become one of the industry's lowest-cost manufacturers.
+It was under Mr. Opel, too, that I.B.M. bought minority stakes in the Intel Corporation and the Rolm Corporation, both major suppliers, and reorganized I.B.M.'s sales force so that customers could buy a wide range of products from one single representative.
+''Cary was the last of the group that came from the Government lawsuit time,'' said Jay P. Stevens, an analyst with Dean Witter Reynolds Inc. ''Opel was the chairman who threw down the gauntlet, who said, 'We will grow at the industry rate or better.' ''
+Competition From Japanese
+Mr. Akers's task now, analysts said, will be positioning I.B.M. to contend with continued competition from Japanese computer rivals, as well as with possible challenges from the newly deregulated American Telephone and Telegraph Company.
+I.B.M., which is based in Armonk, N.Y., is also likely to face stiff competition in the mid-size computer field from such companies such as Digital Equipment, Wang Laboratories, Data General and Hewlett-Packard. In addition, the computer giant is expected to face a tough contest as it introduces its Sierra line of large computers early next year.
+Mr. Akers, who was unavailable for interviews yesterday, is a Boston native and a graduate of Yale University. He joined I.B.M. in 1960 as a sales trainee in San Francisco, and then moved through various marketing assignments to become vice president of the former Data Processing division in 1973 and its president in 1974.
+He was subsequently elected a vice president in 1976, group executive of the Information Systems and Communications Group in 1981, senior vice president in 1982 and president and a director in February 1983. Last year, Mr. Akers's cash compensation was $600,311, while Mr. Opel's was $988,790.
+Akers Called Approachable
+In describing Mr. Akers, analysts said he seemed more approachable than Mr. Opel. ''Akers is more open, candid, shall we say humanistic, more warm and friendly,'' said Robert T. Fertig of Enterprise Information Systems, a consulting firm in Greenwich, Conn. ''John Opel tends to keep things closer to his vest.''
+Mr. Akers is also known as diplomatic. ''He's quite a charismatic person,'' Mr. Weil of Morgan Stanley said. ''He gets along well with people; he knows how to get the most out of people without alienating them.''
+Nonetheless, Mr. Weil said Mr. Akers was a ''tough fighter who likes to win, a true-blue I.B.M.'er.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PRESIDENT+OF+I.B.M.%2C+49%2C+NAMED+ITS+NEXT+CHIEF&title=New+York+Times&issn=03624331&date=1984-09-26&volume=&issue=&spage=D.1&au=Blumstein%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 1984","''On paper at least, he will be around for a long time and he doesn't have to rush along his plans,'' said Ulric Weil, an analyst at Morgan Stanley & Company. ''There will undoubtedly be an [John F. Akers] era, and it's going to provide a management stability that will allow some firm policies to settle in.'' ''[Frank T. Cary] was the last of the group that came from the Government lawsuit time,'' said Jay P. Stevens, an analyst with Dean Witter Reynolds Inc. ''[John R. Opel] was the chairman who threw down the gauntlet, who said, 'We will grow at the industry rate or better.' '' Mr. Akers is also known as diplomatic. ''He's quite a charismatic person,'' Mr. Weil of Morgan Stanley said. ''He gets along well with people; he knows how to get the most out of people without alienating them.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1984: D.1.",11/15/17,"New York, N.Y.",,"Blumstein, Michael",New York Times Company,,Newspapers,425182808,"United States, New York, N.Y.",English,26-Sep-84,,New York Times,NEWSPAPER,,,,,,,
+AUTO PACT TALKS RECESS AS UNION EXTENDS STRIKES,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/auto-pact-talks-recess-as-union-extends-strikes/docview/425188981/se-2?accountid=14586,"Talks between the United Auto Workers union and the General Motors Corporation recessed early this morning with the union increasing the pressure on G.M. by authorizing approximately 30,000 more workers to begin strikes.
+The strike authorizations for four big union locals in Detroit, Indianapolis, Lansing, Mich., and Flint, Mich., came after the union made a counteroffer to the company that its leaders said was intended to bring an early end to the talks. However, G.M. did not accept the proposal and responded with its own offer about 9 P.M. Tuesday. The talks recessed about 1 A.M. today and were scheduled to resume at 9:30 A.M.
+The announcement of new strike authorizations means that close to 100,000 of G.M.'s 350,000 workers could be on strike at mid-week.
+No Details of Union Offer
+When the union made its latest counteroffer, Owen F. Bieber, the union president, revealed no details of the wage proposal.,
+Meanwhile, the effects of the union's four-day strike were spreading.
+According to G.M., the union's selective shutdown of 12 assembly plants has begun to have a ripple effect on plants that produce parts for the cars not rolling off the assembly lines. A spokesman for the company said 7,225 people at nine plants in three states have been laid off as a result of the strike, bringing the total off the job to 69,925.
+G.M. officials said the number was likely to grow as long as the selective walkouts continued, particularly since the 4,000 workers at the Van Nuys, Calif., assembly plant rejected, by a vote of 1,750 to 559, a proposed agreement on local issues that was reached Sunday.
+Nationally, the union has been seeking a return to the 3 percent annual pay increase that had been customary at G.M. and the Ford Motor Company before the workers yielded concessions to the companies in the 1982 contracts.
+According to people familiar with the talks, the company has been resisting straight annual percentage increases. Instead it is offering packages of lump sum payments, percentage increases and profit sharing that could total as much as three annual pay increases of 3 percent.
+The union is also seeking to improve on the profit-sharing formula it negotiated for the first time in 1982.
+''I doubt they'll get 9 percent'' in pay increases over the term of the contract, said one source familiar with the talks, ''but I wouldn't be surprised to see them end up at 5 or 6 percent.'' Basics Set on Job Security
+Mr. Bieber said some matters relating to job security, the union's major objective this year, remain to be settled. But it is generally understood here that the basic outline of the package has been settled.
+Under the plan, according to knowledgeable people, G.M. workers who have reached a certain seniority level, said to be well under 10 years, are to be protected against income loss due to layoff. The plan would remain in effect for six years, despite the three-year term of the contract.
+Workers whose jobs are eliminated by the introduction of automation or other changes to improve production would go into a retraining pool and would continue to receive full pay until another job could be found. However, G.M. has reportedly negotiated a cap of about $1 billion on the program, which raises the possibility of money running out before the end of the six years if there are heavy layoffs. Cash Bonuses for Retiring
+The plan would also reportedly offer cash bonuses as high as $50,000 to induce older workers to retire and thus thin employee ranks by attrition.
+The effects of the assembly plant strike on other G.M. plants has been mixed. A plant in Flint, Mich., that produces car bodies for large Buick, Oldsmobile and Chevrolet models is closed, idling 5,000 workers. Layoffs at other plants in Michigan, Ohio and Indiana range from as low as 20 at a small- parts plant in Kalamazoo, Mich., to 525 at a stamping plant in Marion, Ind.
+The spreading layoffs increase the pressure for a national agreement. One securities analyst observed that the union's selective strike strategy involves only about 17 percent of the work force at G.M. but shuts down 40 percent of its automotive production and will reduce profits by about 60 percent.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTO+PACT+TALKS+RECESS+AS+UNION+EXTENDS+STRIKES&title=New+York+Times&issn=03624331&date=1984-09-19&volume=&issue=&spage=A.18&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 19, 1984","''I doubt they'll get 9 percent'' in pay increases over the term of the contract, said one source familiar with the talks, ''but I wouldn't be surprised to see them end up at 5 or 6 percent.'' Basics Set on Job Security","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Sep 1984: A.18.",11/15/17,"New York, N.Y.",DETROIT (MICH) INDIANAPOLIS (IND) LANSING (MICH) FLINT (MICH),"HOLUSHA, JOHN",New York Times Company,,Newspapers,425188981,"United States, New York, N.Y.",English,19-Sep-84,AUTOMOBILES; LABOR; STRIKES,New York Times,NEWSPAPER,,,,,,,
+CAR COMPANIES AND UNION RESIST CONFRONTATIONS ON CONTRACTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/car-companies-union-resist-confrontations-on/docview/425116987/se-2?accountid=14586,"The United Automobile Workers had just demanded a seat on the board of directors, double pay for overtime work and union approval before any work now done in company plants could be shifted to outside suppliers.
+Alfred S. Warren Jr., the chief negotiator for the General Motors Corporation, was asked for his reaction to the union's proposals. ''We have a difference of opinion on the degree of union participation'' in the management of the company, Mr. Warren replied, coolly. But he pledged to ''seriously consider'' all the union's positions as part of ''the problem-solving process that we are now going to enter.''
+Mr. Warren's deliberately low-key reaction to what might once have been denounced as outrageous interference with management's rights is typical of this year's talks between the union and the nation's two largest automobile makers, General Motors and the Ford Motor Company. Both union and management have put aside the heated rhetoric of the past in favor of a calm, businesslike approach to the talks, which have been under way for a week. Denunciations Are Resisted
+The companies have resisted the impulse to denounce the union's goals as socialistic attempts to cripple their operations, and union leaders have not characterized top executives as heartless exploiters bent on grinding the faces of the workers into the ground.
+The U.A.W. contracts with G.M. and Ford expire Sept. 14, and the current talks are to replace the contracts negotiated in the industry's deep slump in 1982, when the workers gave up the traditional 3 percent annual pay increase and nine paid days off a year, and deferred cost-of-living pay adjustments.
+Despite the change in tone, the basic goals of both sides remain unchanged. Company representatives emphasize the need to hold down costs to compete with Japanese car makers. The union's chief objective is still a better, more secure living for its members.
+But the knowledge that the Japanese threat exists appears to have convinced both corporate executives and union leaders that the safest course is a reasoned approach that avoids inflaming passions that might be difficult to cool as a strike deadline approaches. Both sides have said they are confident that they can avoid a strike, which could slam the brakes on the nation's economic growth. Job Security Is Stressed
+Nevertheless, some of the positions outlined by the union this week would plow new ground in labor-management relations. Along with demanding a ''substantial'' pay increase for workers, who now earn about $13 an hour, the union has made a series of proposals it says are needed to provide job security.
+In addition to the board seat and restrictions on moving work, the U.A.W. is asking that a plan that guaranteed the jobs of 80 percent of the workers in four G.M. plants in 1982 be extended to all company plants, along with ''long- term investment commitments, which would require the corporation to continue modernization and upgrading of its U.S. and Canadian plants and equipment.''
+Further, the union is seeking contract language that would bar ''potentially job-displacing technology transfer without prior U.A.W. approval.''
+U.A.W. leaders say they fear that unless they can get the assurances on job security this year, the rapid onset of automation and international deals being made by the car companies will permanently weaken the union. ''The decisions being made both in this set of negotiations and the decisions the corporations have to make in the next year or two are critical forever,'' said Donald F. Ephlin, head of the union's G.M. department. Bargaining Tone 'Has Changed'
+Although uncomfortable with many of the union's requests, negotiators for both G.M. and Ford have been saying that workable solutions can be found if both sides are reasonable.
+The companies want to avoid a strike for two main reasons. Even a short one in today's booming car market would cost hundreds of millions in lost profits, and the bitterness associated with a walkout could undercut the companies' efforts to involve workers in improving quality.
+''The tone of the bargaining has changed,'' observed Maryann N. Keller, an industry analyst with the Wall Street firm of Vilas-Fischer Associates. ''The union's leadership is more cognizant now that this is a mature, cyclical industry and that earnings can disappear very, very quickly.''
+At this point both the companies and the union are emphasizing a search for a compromise rather than staking out nonnegotiable areas. ''There may even be a demand in there we might not achieve,'' Mr. Ephlin said with a smile after releasing a thick stack of position papers presented to G.M.
+''We are indeed all professionals about this,'' said Peter Pestillo, Ford's vice president for labor relations. ''There are things we can find our way to do that seem unthinkable, sometimes seem outrageous and often seem to fit after a given period of time.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAR+COMPANIES+AND+UNION+RESIST+CONFRONTATIONS+ON+CONTRACTS&title=New+York+Times&issn=03624331&date=1984-07-29&volume=&issue=&spage=A.18&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 1984","Alfred S. Warren Jr., the chief negotiator for the General Motors Corporation, was asked for his reaction to the union's proposals. ''We have a difference of opinion on the degree of union participation'' in the management of the company, Mr. Warren replied, coolly. But he pledged to ''seriously consider'' all the union's positions as part of ''the problem-solving process that we are now going to enter.'' ''The tone of the bargaining has changed,'' observed Maryann N. Keller, an industry analyst with the Wall Street firm of Vilas-Fischer Associates. ''The union's leadership is more cognizant now that this is a mature, cyclical industry and that earnings can disappear very, very quickly.'' ''We are indeed all professionals about this,'' said Peter Pestillo, Ford's vice president for labor relations. ''There are things we can find our way to do that seem unthinkable, sometimes seem outrageous and often seem to fit after a given period of time.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 1984: A.18.",11/15/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425116987,"United States, New York, N.Y.",English,29-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+LAW ON PLANT CLOSINGS IS SIGNED IN MASSACHUSETTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/law-on-plant-closings-is-signed-massachusetts/docview/425149730/se-2?accountid=14586,"After prolonged debate between business and labor groups, Gov. Michael S. Dukakis today announced the signing of a ''national model'' law to protect workers against plant closings.
+''Never again in Massachusetts,'' he said at a large General Electric factory here, will workers ''lose their livelihoods with no warning, no health insurance for their families and no chance to plan what comes next.''
+The new law creates a voluntary ''social compact'' that encourages but does not require companies to give employees at least 90 days' notice of a factory closing. Although adherence is voluntary, only concerns that join the agreement will be eligible for state financing, like the right to issue industrial revenue bonds.
+Under the law, workers who lose their jobs because their plants have been closed will get three extra months of health insurance and unemployment compensation as well as some job counseling and retraining. Trend in Other States
+Three other states, Connecticut, Maine and Wisconsin, have laws on plant closings. But they have more exceptions for business or contain fewer benefits for workers than the new Massachusetts law. Similar bills intended to require advance notice of factory closings and provide benefits for displaced workers have been introduced in 38 other states but most have been stalled by intense bickering between business and union interests.
+The Massachusetts law is widely interpreted here as a significant victory for Governor Dukakis. A liberal Democrat, he was defeated for re-election in 1978 after gaining a reputation as being antibusiness but was elected again in 1982 and has been working hard since then to bring the state's warring business, labor, environmental and other special-interest groups together.
+The bill is particularly important for Massachusettts. Although 40 percent of its manufacturing work force is now employed in high technology jobs, much of the remaining 60 percent work in older industries, like the manufacture of shoes, textiles and electrical goods, with inefficient factories.
+Both business and labor praised the new legislation, although neither side got all it wanted. Originally Opposed Law
+''It is a very reasonable plan,'' William McCarthy, general counsel of the Associated Industries of Massachusettts, said at today's signing ceremony at the General Electric factory. Mr. McCarthy had opposed the law when it made advance notification of plant closings mandatory for companies.
+''I believe this is a real fair settlement for labor,'' George Carpenter Jr., the secretary-treasurer of the American Federation of Labor and Congress of Industrial Organizations in Massachusetts, said at the ceremony. Mr. Carpenter said he would have prefered a one-year mandatory notice of closing, but settled for a compromise.
+The ceremony was held at the General Electric factory in part because Mr. Carpenter, who helped work out the compromise, began his career as a worker here. The factory, which makes jet engines and parts for generators, employs 11,000 people and is the largest heavy industrial plant in the state.
+Another reason for picking the General Electric factory, state officials said, is that it represents the same spirit of compromise and progress they hope is embodied in the plant closing bill. Last month workers voted for automation and less stringent work rules in exchange for a pledge by General Electric to build a $52 million ''factory of the future'' in Lynn, an old industrial city just north of Boston. Meetings Over a Year
+The key to getting the law passed, businessmen and labor leaders say, was a decision by Mr. Dukakis to take it out of the hands of the Legislature and turn it over to a special task force he created called the Governor's Commission on the Future of Mature Industries.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=LAW+ON+PLANT+CLOSINGS+IS+SIGNED+IN+MASSACHUSETTS&title=New+York+Times&issn=03624331&date=1984-07-12&volume=&issue=&spage=A.21&au=Butterfield%2C+Fox&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 12, 1984","''Never again in Massachusetts,'' he said at a large General Electric factory here, will workers ''lose their livelihoods with no warning, no health insurance for their families and no chance to plan what comes next.'' The new law creates a voluntary ''social compact'' that encourages but does not require companies to give employees at least 90 days' notice of a factory closing. Although adherence is voluntary, only concerns that join the agreement will be eligible for state financing, like the right to issue industrial revenue bonds. ''It is a very reasonable plan,'' William McCarthy, general counsel of the Associated Industries of Massachusettts, said at today's signing ceremony at the General Electric factory. Mr. McCarthy had opposed the law when it made advance notification of plant closings mandatory for companies.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 July 1984: A.21.",11/15/17,"New York, N.Y.",MASSACHUSETTS,"Butterfield, Fox",New York Times Company,,Newspapers,425149730,"United States, New York, N.Y.",English,12-Jul-84,LABOR; LAW AND LEGISLATION; FACTORIES AND INDUSTRIAL PLANTS; STATE AND LOCAL AID (US); SHUTDOWNS (INSTITUTIONAL),New York Times,NEWSPAPER,,,,,,,
+TECHNOLOGY; NEWEST ROBOTS 'SEE' OBJECTS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-newest-robots-see-objects/docview/425114722/se-2?accountid=14586,"ROBOTS are rapidly making their way from science fiction stories into automated production systems being installed in the manufacturing plants of industrialized nations. Unlike their fictional counterparts, though, most robots in use today are quite limited in what they can do.
+Blind, deaf and with no sense of touch, they reach out to a programmed point in space and go through a planned routine, be it spot-welding an automobile body, transferring parts from machine to machine or spray-painting home appliances.
+If robots are to perform their tasks correctly, the parts being worked on must be in precisely the right position. If they are not, the robot may try to weld or paint empty air or, worse, crash into the object, possibly damaging both it and itself.
+So companies making extensive use of robots have also had to invest heavily in precision conveyor systems that can be relied upon to deliver components to exactly the right spot, time after time.
+Robot makers have been trying to get around this problem by accelerating the development of what is known as machine vision. Using small television cameras as eyes and a computer to interpret the data received, robots can ''see'' where things are and make adjustments as needed.
+There are obviously limitations on how far out of place the objects can be, since robots cannot operate outside their ''work envelope,'' but promoters of vision-aided robots say they can be used in existing factories with older conveyor systems.
+Vision-aided robots are clearly the star of this week's Robots 8 meeting in Detroit, the 1984 edition of the annual display of robot manufacturers' wares. Robots with cameras attached are on display picking up parts randomly tossed into bins, putting adhesive on the edge of automobile windshields and lifting boxes from moving carts. Any of these actions would be difficult unless the robots could ''see.''
+''Vision directly relates to time-saving in production,'' said Walter Weisel, president of the Robotic Industries Association. ''Now you can do things on the fly. You don't have to stop, fix, touch and locate.''
+The machine-vision systems available today vary considerably in sophistication. And not all are connected to robot arms. Some are fixed in place and are used to inspect parts, packages and electronic circuit boards. They work by comparing the image seen with a correct part's image stored in the memory. If the images match, the part is accepted; if not, it is rejected.
+''Testing and inspection is the largest segment for vision systems right now,'' said Alex N. Beavers Jr., manager of the General Electric Company's Intelligent Vision Systems operations. ''Companies could put them in and do 100 percent inspection, where they can only spot-check now. The payoff comes from improved quality.''
+Mr. Beavers added, however, that increasing the computing power backing up a robot turns it into an ''intelligent'' system that is capable of doing more than just accepting or rejecting a part. A robot thus equipped could monitor a stream of different parts, directing good ones to the correct machine for further processing and sending defective ones off for repair.
+One trick in automated manufacturing, robot makers say, is to detect defective components early, before they become part of a complex product. The more value that is added to a product before it is found to be defective, the more expensive it becomes to repair the product or throw it out.
+Another application of robots with vision and decision-making ability could come on assembly lines. If a part to be welded arrives out of position, for example, the robot could visually determine its location and alter the path of its welding arm to compensate for the error. ''Adaptive automation'' is what one company in the field calls the process.
+Some members of of the robotics industry say vision-equipped robots, particularly those with complex decision-making abilities, represent the third generation of robotic development, following the rather crude machines of the first generation and the sightless, though more sophisticated, second- generation robots now in general use.
+Future robots may include some that can move about freely (they are now bolted firmly to the floor) and some that use artificial intelligence to deal with unanticipated situations.
+Among the leading companies in applying vision to robotics are G.E., Automatx Inc. and Sweden's ASEA. A line of vision-equipped robots was announced this week by G.M.F. Robotics, a joint venture of the General Motors Corporation and Japan's Fanuc Inc.
+Sales of machine-vision systems are relatively modest today, with the total estimated at less than $50 million this year. But some industry analysts say vision is poised for rapid growth - the same situation where simple robotics found itself six or seven years ago.
+''The vision industry still looks to us to be one of the most potentially exciting areas within the computer-integrated manufacturing area,'' said Laura Conigliaro, a robotics specialist with Prudential- Bache Securities.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TECHNOLOGY%3B+NEWEST+ROBOTS+%27SEE%27+OBJECTS&title=New+York+Times&issn=03624331&date=1984-06-07&volume=&issue=&spage=D.2&au=Holusha%2C+John&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 1984","Vision-aided robots are clearly the star of this week's Robots 8 meeting in Detroit, the 1984 edition of the annual display of robot manufacturers' wares. Robots with cameras attached are on display picking up parts randomly tossed into bins, putting adhesive on the edge of automobile windshields and lifting boxes from moving carts. Any of these actions would be difficult unless the robots could ''see.'' ''Vision directly relates to time-saving in production,'' said Walter Weisel, president of the Robotic Industries Association. ''Now you can do things on the fly. You don't have to stop, fix, touch and locate.'' ''Testing and inspection is the largest segment for vision systems right now,'' said Alex N. Beavers Jr., manager of the General Electric Company's Intelligent Vision Systems operations. ''Companies could put them in and do 100 percent inspection, where they can only spot-check now. The payoff comes from improved quality.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 1984: D.2.",11/15/17,"New York, N.Y.",,"Holusha, John",New York Times Company,,Newspapers,425114722,"United States, New York, N.Y.",English,7-Jun-84,ROBOTS; TELEVISION; DATA PROCESSING; FACTORIES AND INDUSTRIAL PLANTS,New York Times,NEWSPAPER,,,,,,,
+"SATURDAY, MAY 19, 1984:   [summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/saturday-may-19-1984/docview/425082066/se-2?accountid=14586,"The Economy
+The economy surged ahead at an 8.8 percent annual rate in the first quarter and after-tax corporate profits rose in the quarter, following a dip late in 1983. The figures were seen as new evidence that the recovery will continue well into 1985. (1.)
+The Senate approved a budget resolution for fiscal year 1985, projecting a deficit of $181.7 billion. (9.)
+Companies
+The run on Continental Illinois has apparently been halted by the $7.5 billion emergency aid package extended by the U.S. and private banks. The rescue package also helped to calm world financial markets. (Page 1.) Government architects of the plan describe what was probably the quickest defense of a failing bank ever undertaken by Washington. (33.)
+Consumers Power of Michigan proposed scrapping a nearly finished nuclear reactor if opponents agreed not to oppose completion of a second unit. (31.) Talks continued on a plan to save the troubled Seabrook nuclear project. (37.)
+S. Pearson & Son and the Lazard financial houses reached an agreement giving Pearson a 10 percent interest in the Lazard firms in New York and Paris. (31.)
+A joint claims office is planned by a group of asbestos products makers and insurance companies to try to settle the 25,000 pending asbestos-related lawsuits. (31.)
+General Motors confirmed it was holding discussions with Electronic Data Systems regarding a possible association. (31.)
+Raytheon said it was pulling out of the office automation and computer terminal business and taking a $95 million charge against second-quarter earnings. (32.)
+The F.D.A. approved for nonprescription sales a pain reliever that will compete with aspirin and acetaminophen. One brand of the drug, ibuprofen, will be made by Upjohn and distributed by Bristol- Myers. A second will be made and distributed by the Whitehall Laboratories division of American Home Products. (1.)
+Markets
+A temporary freeze has been put on the assets of three people accused of illegally profiting from advance knowledge of articles in The Wall Street Journal. Two other defendants were excluded from the freeze after reaching a private agreement with the S.E.C. (37.) The S.E.C. case raises troubling First Amendment issues as well as questions about the scope of securities laws. (31.)
+Stock prices slid for the second consecutive day, spurred by continuing fears that the economy is growing too fast. The Dow Jones industrial average fell 8.48 points, to 1,133.79. (35.)
+Treasury bond prices rose more than a point on increased demand and a drop in the overnight funds rate. The new 13 1/4 percent, 30-year issue was offered at 98 1/2, more than two points above last week's low. (34.)
+The dollar rose in Japan and Europe, but was mixed in the U.S. In late trading in New York, gold was bid at $378 an ounce, up $3. (41.) Cocoa and coffee futures prices soared. (41.)
+International
+The Reagan Administration reaffirmed its determination to try to limit the conflict in the Persian Gulf between Iran and Iraq. Iraq asserted, however, that its warplanes had attacked and damaged two more vessels there. (1.) Japan, which depends on the Gulf for most of its oil, expressed concern. (5.)
+O.E.C.D. members agreed to liberalize trade and ease the burden on debt on the third world. But the practical effects of the decision by 24 major industrial nations will not be felt soon. (32.)
+Today's Columns
+The ''Dutch auction'' is a buyback program that has been used successfully by several corporations. Under the system, investors are invited to tender shares at any price up to a maximum established by the company. The company then chooses a purchase price at which it buys all shares up to the specified number tendered at or below that price. Your Money. (32.)
+A new method has been developed for producing interleukin-2, a substance derived from white blood cells that is used in the treatment of cancer and other diseases. Patents. (32.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SATURDAY%2C+MAY+19%2C+1984%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1984-05-19&volume=&issue=&spage=1.31&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 19, 1984","A temporary freeze has been put on the assets of three people accused of illegally profiting from advance knowledge of articles in The Wall Street Journal. Two other defendants were excluded from the freeze after reaching a private agreement with the S.E.C. (37.) The S.E.C. case raises troubling First Amendment issues as well as questions about the scope of securities laws. (31.) The Reagan Administration reaffirmed its determination to try to limit the conflict in the Persian Gulf between Iran and Iraq. Iraq asserted, however, that its warplanes had attacked and damaged two more vessels there. (1.) Japan, which depends on the Gulf for most of its oil, expressed concern. (5.) The ''Dutch auction'' is a buyback program that has been used successfully by several corporations. Under the system, investors are invited to tender shares at any price up to a maximum established by the company. The company then chooses a purchase price at which it buys all shares up to the specified number tendered at or below that price. Your Money. (32.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 May 1984: 1.31.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425082066,"United States, New York, N.Y.",English,19-May-84,,New York Times,summary,,,,,,,
+Market Place; Ebb and Flow,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-ebb-flow/docview/425804645/se-2?accountid=14586,"In Xerox Stock
+THE Xerox Corporation seems to have developed a habit lately of disappointing its followers. In late 1983 its stock climbed to 52 1/8, based partly on hoped-for success in the company's new line of ''10 Series'' copiers and the expectation of a classical recovery in profitability.
+By February 1984, however, the shares ran into heavy selling and fell to the low 40's after the company issued a lackluster profit report. Moreover, management said that earnings in the first half of this year would be hard pressed to match those in the comparable period of 1983.
+''Wall Street has soured on the stock,'' the Value Line Investment Survey said at that time. ''Disappointment with flat fourth-quarter earnings sent it tumbling.'' The advisory service added, ''Hopes of an imminent turnaround at Xerox have faded.''
+Two days ago, on the New York Stock Exchange, the shares touched a 52-week low at 38 7/8 before closing at 39 1/8, down 1/4. Yesterday the stock rose 1 1/4, to 40 3/8.
+Yesterday Xerox announced the results for its 1984 first quarter, and solid signs of improvement still seem elusive. The company said its earnings of $1.20 a share compared with $1.25 a share in the first quarter of 1983.
+At present, Value Line holds to the opinion that Xerox shares will underperform the general market over the next 12 months. Among brokerage houses, Merrill Lynch rates the stock as ''neutral.''
+But the apparent lack of enthusiasm is a decided plus, at least in the eyes of some market professionals.
+''Xerox is on my buy list,'' Heiko H. Thieme, a senior vice president of the Atlantic Capital Corporation, said yesterday. Atlantic Capital is a subsidiary of the Deutsche Bank, Germany's largest commercial bank. ''One reason I like the stock is because it is not favored in Wall Street,'' Mr. Thieme said. ''I also like its depressed price and the yield of more than 7.5 percent.
+''For me, Xerox has a downside risk in price of less than 10 percent and an upside potential over the next six to 12 months of 20 percent or more.''
+Another analyst who also regards the stock as a buy is Philip A. Cavalier of Pershing & Company, a unit of Donaldson, Lufkin & Jenrette. ''We thought last year the payoff for Xerox was coming soon, but we were premature,'' Mr. Cavalier said. ''In late 1983 I was estimating earnings for this year at $5.75 a share.''
+He later reduced this estimate to $5.35 a share. As a sign that disappointments at Xerox still occur, yesterday he cut that figure to $5 a share after studying the latest quarterly report. Xerox said earnings of Crum & Forster, its property-casualty insurance subsidiary, dropped 33 percent from a year earlier.
+''The property-casualty industry needs price relief, and competition remains fierce,'' Mr. Cavalier said. ''As for Xerox stock, many people bought it prematurely last year on the thesis that 1984 earnings would be strong. Many investors now have retreated to the sidelines and maintain a wait-and-see attitude.''
+Last year the company earned $4.42 a share.
+In September 1982, when Xerox announced plans to acquire Crum & Forster, its stock fell 3 1/4 points the same day, reflecting fears that the move might change the basic nature of a company that was famous for its copying and duplicating machines.
+However, Eugene G. Glazer, an analyst at Dean Witter Reynolds Inc., said yesterday, ''I think that over the coming years Crum & Forster will prove to be a reasonably good diversification move.'' A subsequent acquisition of Van Kampen Merritt Inc., an investment banking concern, appears to have worked out favorably. Van Kampen is the largest packager of insured municipal bond trusts.
+Dean Witter's Mr. Glazer carries Xerox as a ''buy/hold'' recommendation. He projects this year's profit at $5.20 a share and is not dismayed by the slippage in first-quarter earnings. ''Actually, I had been estimating $1.11 a share for the quarter,'' he said. ''The copier business showed an increase in profits, and it appears that, after losing market share for 10 years in copiers, that situation has turned around.''
+Xerox, which once clearly dominated the world copier market, has suffered inroads by competitors, particularly Japanese companies.
+At Pershing, Mr. Cavalier said certain negatives still remain at Xerox. For example, he cited the company's inability so far to develop a successful office automation system. ''But Xerox has great strengths, such as its marketing ability and its commitment to laser technology, that people tend to overlook,'' he added.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Ebb+and+Flow&title=New+York+Times&issn=03624331&date=1984-04-27&volume=&issue=&spage=D.4&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 27, 1984","''Wall Street has soured on the stock,'' the Value Line Investment Survey said at that time. ''Disappointment with flat fourth-quarter earnings sent it tumbling.'' The advisory service added, ''Hopes of an imminent turnaround at Xerox have faded.'' ''Xerox is on my buy list,'' Heiko H. Thieme, a senior vice president of the Atlantic Capital Corporation, said yesterday. Atlantic Capital is a subsidiary of the Deutsche Bank, Germany's largest commercial bank. ''One reason I like the stock is because it is not favored in Wall Street,'' Mr. Thieme said. ''I also like its depressed price and the yield of more than 7.5 percent. Dean Witter's Mr. [Eugene G. Glazer] carries Xerox as a ''buy/hold'' recommendation. He projects this year's profit at $5.20 a share and is not dismayed by the slippage in first-quarter earnings. ''Actually, I had been estimating $1.11 a share for the quarter,'' he said. ''The copier business showed an increase in profits, and it appears that, after losing market share for 10 years in copiers, that situation has turned around.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 Apr 1984: D.4.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,425804645,"United States, New York, N.Y.",English,27-Apr-84,INVESTMENT STRATEGIES; STOCK PRICES AND TRADING VOLUME; MARKET PLACE (TIMES COLUMN); COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+CITY COUNCIL UNIT VOTES TO APPROVE A FIRE-SAFETY BILL,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/city-council-unit-votes-approve-fire-safety-bill/docview/424870049/se-2?accountid=14586,"Endorsing the broadest change in New York City building law in years, a City Council panel yesterday approved a bill requiring dozens of fire-safety measures in new and existing hotels, stores, offices, schools, hospitals, restaurants and nightclubs.
+Among the measure's requirements are that all new hotels and new high- rise school buildings and offices have sprinkler systems.
+New or existing high-rise stores and schools would have to have elevators that return automatically to the ground floor in case of smoke or fire. The bill defines a high rise as a building 75 feet high or taller.
+Buildings Commissioner Robert Esnard told the Council's Housing and Buildings Committee that the proposed changes added up to ''the most extensive revision'' of the Building Code since 1968. A short time later the panel approved the measure in a 6-to-0 vote.
+Takes Full Effect After 3 Years
+The bill goes next to the full Council, where passage is expected by the end of March. Mayor Koch, who must sign the bill into law, has praised the legislation, saying it ''will make sure New York City maintains its position as the nation's leader in protecting public safety.''
+Mr. Esnard said the bill, which would take complete effect three years after enactment, did not focus on residential structures because they are ''low-density buildings where people are familiar with the exits.''
+At the Council hearing in City Hall, several representatives from trade and professional groups supported the measure. George D. Kelly of the New York City Hotel Association said, ''We were pleasantly surprised and can live with the general bill.''
+No Major Objections Raised
+Deborah B. Beck, vice president of the Real Estate Board of New York, raised some technical objections. But in a meeting in the adjoining Council Chamber, she and city officials reached a compromise and she later called the bill one ''we can all support.''
+The closest thing to a major question that Mr. Esnard faced came from Councilman Stanley E. Michels. The Manhattan Democrat wondered why the law would not take full effect until 1987.
+''Why should it take three years to put up sprinklers and elevator systems?'' he asked. ''You can build a building in that amount of time.''
+''I want no excuse for noncompliance,'' Mr. Esnard replied. ''I'd rather have a long enough grace period so there's no question in anyone's mind. My thing is to be conservative and fair and then be tough when the time comes.''
+Earlier in the day, Mr. Esnard acknowledged that the city had had problems enforcing new building and fire laws. But he said the increasing automation of Buildings Department records would make it ''much easier'' to keep track of violators.
+''Big buildings are almost never a problem,'' he added. ''Major businesses pretty much comply with all the local laws. It's the business on a shoestring that we have problems with.''
+Citing two examples, Mr. Esnard said that the new Marriott Marquis Hotel in Times Square would be ''fully sprinklered'' and that the Waldorf-As toria already was. ''It's good business,'' he said. ''The marketplace has pushed a lot of hotels to do that.''
+Owners who fail to meet requirements for new buildings would face fines of up to $5,000 and six months in jail. Those who do not meet requirements for existing structures would be subject to a maximum fine of $1,000.
+Under the legislation, the definition of existing buildings would include those for which plans are filed at the Buildings Department within six months of the law's enactment.
+These are the major provisions of the bill:
+- Sprinkler systems must be installed in all new hotels, new high-rise school or office buildings and all catering and banquet halls with a capacity of 300 or more people. Existing high-rise stores or those with unenclosed stairways must also install sprinklers.
+- Ventilation systems that would automatically shut down in the presence of smoke must be installed in all new buildings, including apartments, regardless of height.
+- A fire command station and communication system must be installed in all new high-rise schools and stores and in new hotels with 30 or more rooms.
+- An emergency power system capable of operating elevators, sprinklers and emergency lights must be installed in all new hotels, new high-rise stores and in large school and office buildings.
+- An automatic device for returning elevators to the ground floor in case of smoke or fire must be installed in all new and existing high-rise schools, stores, hotels and hospitals.
+- Smoke-stopping partitions must be installed around the elevator landings of most existing hotels.
+When Mr. Esnard was recently named Deputy Mayor for Policy and Physical Development - a post he is to assume next week - he said the revision of the Building Code was one of the most important achievements in his one-year tenure as Commissioner.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CITY+COUNCIL+UNIT+VOTES+TO+APPROVE+A+FIRE-SAFETY+BILL&title=New+York+Times&issn=03624331&date=1984-02-28&volume=&issue=&spage=A.1&au=Dunlap%2C+David+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 28, 1984","''I want no excuse for noncompliance,'' Mr. [Robert Esnard] replied. ''I'd rather have a long enough grace period so there's no question in anyone's mind. My thing is to be conservative and fair and then be tough when the time comes.'' ''Big buildings are almost never a problem,'' he added. ''Major businesses pretty much comply with all the local laws. It's the business on a shoestring that we have problems with.'' Citing two examples, Mr. Esnard said that the new Marriott Marquis Hotel in Times Square would be ''fully sprinklered'' and that the Waldorf-As toria already was. ''It's good business,'' he said. ''The marketplace has pushed a lot of hotels to do that.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Feb 1984: A.1.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Dunlap, David W",New York Times Company,,Newspapers,424870049,"United States, New York, N.Y.",English,28-Feb-84,FIRES AND FIREMEN; LAW AND LEGISLATION; BUILDINGS (STRUCTURES); REFORM AND REORGANIZATION; ELEVATORS AND ESCALATORS; SPRINKLERS; STANDARDS AND STANDARDIZATION,New York Times,NEWSPAPER,,,,,,,
+McDonnell in Pact to Buy Tymshare,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mcdonnell-pact-buy-tymshare/docview/424804430/se-2?accountid=14586,"The McDonnell Douglas Corporation, one of the nation's leading aircraft makers, said yesterday that it had reached an agreement in principle to buy Tymshare Inc., the operator of one of the nation's largest data transmission networks, for $378 million in cash.
+The merger would enable McDonnell Douglas, already deeply committed to computers to meet its aircraft needs, to combine its vast computer services with a sophisticated data communications network that now links 42 countries.
+In a joint announcement after 10 days of negotiations, John F. McDonnell, president of McDonnell Douglas, and Thomas J. O'Rourke, chairman of Tymshare, said that stockholders would receive $31 a share in cash for Tymshare's 12.2 million shares outstanding but that the aircraft company reserved the right to pay $32 a share in stock.
+In a move that would automatically give McDonnell Douglas a profit if it is outbid, terms of the agreement provide that Tymshare grant the company ''promptly'' an option to buy 2.25 million shares of new Tymshare stock at $31 each, or $69.75 million.
+Among the companies thought to have had an interest in Tymshare in the past few years are the MCI Communications Corporation, United Telecommunications Inc., the Sperry Corporation, the American Express Company and the Chase Manhattan Bank.
+Tymshare stock closed at 28, up 1 1/4, in heavy trading yesterday, and McDonnell Douglas ended at 57 1/8, down 5/8. Because of routine trading practices by professionals, it is not unusual for a potential buyer's stock to decline.
+Terms of the agreement provide for the two companies to reach a definitive accord by Dec. 23 and, in the meantime, for McDonnell Douglas to go ahead with a business review of Tymshare.
+Although the joint statement did not elaborate on the procedure, a business review typically provides for the buyer to conduct a detailed financial analysis and, should it turn up serious difficiencies, to renegotiate the deal or back out altogether.
+The definitive agreement would also be subject to the approval of both boards of directors and Tymshare's stockholders.
+On Nov. 11, McDonnell Douglas announced that it would not go ahead with development work on two commercial aircraft, the MD-90, a smaller version of its MD-80, now in production, and the MD-100, a larger version. The two commercial planes would have cost substantially more than $1 billion to develop over the next five years, prompting some Wall Street analysts to say that the impending Tymshare merger might have had something to do with McDonnell Douglas's cancellation announcement.
+Sanford N. McDonnell, the company's chairman, said at the time that the work had been halted because of poor sales prospects. And yesterday, Gerald J. Meyer, a spokesman for the company, denied that there was any relationship to the Tymshare move.
+In addition to the MD-80, which is used by several airlines, McDonnell Douglas makes military aircraft. The company also builds computers through its Microdata Corporation and sells data processing services to health-care institutions and others through the McDonnell Douglas Automation Company, known as McAuto.
+The combination of McDonnell and Tymshare, Mr. McDonnell and Mr. O'Rourke said jointly, offered opportunities that neither company could pursue as well independently.
+Robert A. Fischer, president of McAuto, said that a ''major asset'' of Tymshare was its Tymnet network. ''Tymshare's technology,'' he added, ''allows the interconnection of companywide communications systems of considerable size and depth without major development efforts and on a cost-competitive basis.''
+Lost $139,000 in Nine Months
+In the nine months ended Sept. 30, Tymshare lost $139,000, contrasted with earnings a year earlier of $11.1 million. Revenues fell to $217.2 million from $231.7 million. It attributed the decline to the sale of two units last year and lower-than-expected revenues from its information network services.
+In addition to such services, providing for the remote use of computers, the company's Tymnet transmits data throughout the country and to 41 other nations. Tymshare also has several special services, such as Telecheck, a check guarantee service, and tax processing services that provide printouts to tax practitioners.
+McDonnell Douglas's access to Tymnet would enable it to provide such services as rapid credit verification, surveillance of health and insurance claims, the tracing of materials in transit and, at some time in the future, cable-TV billing.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=McDonnell+in+Pact+to+Buy+Tymshare&title=New+York+Times&issn=03624331&date=1983-11-29&volume=&issue=&spage=D.1&au=Cole%2C+Robert+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 29, 1983","In a move that would automatically give McDonnell Douglas a profit if it is outbid, terms of the agreement provide that Tymshare grant the company ''promptly'' an option to buy 2.25 million shares of new Tymshare stock at $31 each, or $69.75 million. Robert A. Fischer, president of McAuto, said that a ''major asset'' of Tymshare was its Tymnet network. ''Tymshare's technology,'' he added, ''allows the interconnection of companywide communications systems of considerable size and depth without major development efforts and on a cost-competitive basis.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Nov 1983: D.1.",11/15/17,"New York, N.Y.",,"Cole, Robert J",New York Times Company,,Newspapers,424804430,"United States, New York, N.Y.",English,29-Nov-83,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+BRIEFS; Debt Issues,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs-debt-issues/docview/424803948/se-2?accountid=14586,"* Angeles Corp. announced that it would file for an offering of $30 million of senior subordinated debentures, to be offered in units with five- year warrants to purchase common stock.
+* Casablanca Industries Inc. , Milwaukee, filed for an offering of $11 million of subordinated capital debentures due in 1993.
+* Citicorp said an average rate of 9.331 percent was set at the weekly auction of its 91-day paper, down from 9.347 percent at last week's auction. A rate of 9.314 percent was set for its 182-day paper, down from 9.357 percent.
+* Public Service Co. of New Hampshire's $100 million issue of 15 percent sinking fund debentures due in 2003 was priced at 96.93, to yield 15.50 percent, through Blyth Eastman Paine Webber Inc. The issue is rated Ba3 by Moody's Investors Service and Bx by Standard & Poor's Corp.
+* Sociedad Espanola de Automoviles de Turismo, the Spanish car maker, said it would issue $100 million of floating rate notes due in 1994, through Continental Illinois Ltd., a unit of Continental Illinois Corp. The issue, which will be guaranteed by Instituto Nacional de Industria, will carry a margin of 1/4 point above London interbank offered rates.
+Debt Ratings
+* AMF Inc.'s senior debt rating was lowered to Baa2, from Baa1, by Moody's Investors Service, which said it had also assigned a Baa2 rating to a proposed offering of convertible adjustable preference stock. About $100 million of debt is affected by the changes.
+Common Stock
+* Andover Controls Corp., a producer of microcomputer-based building automation systems, said its initial public offering of one million shares was priced at $10 a share, through Donaldson Lufkin & Jenrette.
+* A. H. Belo Corp.'s offering of two million shares was priced at $36.13 a share, through Goldman, Sachs & Co.
+* Federated Group Inc., a retailer of home entertainment electronic products, said its initial public offering of 1.25 million shares was priced at $12.50 a share, through Prudential- Bache Securities Inc.
+* HCW Oil & Gas Inc.'s initial public offering of one million shares was priced at $12.50 a share, through Alex. Brown & Sons.
+* Medical Management Corp., an operator of industrial medical and primary health care clinics, said its initial public offering of 750,000 units, each consisting of four shares and two warrants to purchase one additional share, was priced at $4 a unit, through Rooney, Pace Inc.
+* Niagara Mohawk Power Corp.'s offering of two million shares was priced at $18 a share, through Merrill Lynch Capital Markets.
+* Preco Inc., a distributor of precoated microscope slides and dry matrix immunological test kits, filed for an initial public offering of 2.5 million shares, through Walford, Demaret & Co.
+* Testamatic Corp., a producer of microcomputer automated machines systems, filed for an initial public offering of three million shares, through Fitzgerald, Dearman & Roberts Inc.
+* United Illuminating Co.'s offering of 750,000 shares was priced at $25.50 a share, through Morgan Stanley & Co. Inc.
+Preferred Stock
+* Philadelphia Electric Co.'s offering of 7.5 million shares of depositary preferred stock was priced at $10 a share, with a 13.35 percent dividend, through Drexel Burnham Lambert Inc. The issue is rated Ba1 by Moody's, and BB by Standard & Poor's.
+Placements
+* Canadian Tire Corp. said it plans to raise $50 million through a private placement of class A shares, in conjunction with a reorganization of its capital. In addition, the company said that its controlling shareholders, the A. J. Billes family, would sell $50 million of class A shares.
+* Seagram Co. Ltd. said it would privately place 100 million francs of 5 1/4 percent bullet notes due in 1988 on the Swiss capital market at par, through Swiss Bank Corp.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS%3B+Debt+Issues&title=New+York+Times&issn=03624331&date=1983-11-16&volume=&issue=&spage=D.9&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 16, 1983","* Public Service Co. of New Hampshire's $100 million issue of 15 percent sinking fund debentures due in 2003 was priced at 96.93, to yield 15.50 percent, through Blyth Eastman Paine Webber Inc. The issue is rated Ba3 by Moody's Investors Service and Bx by Standard & Poor's Corp. * AMF Inc.'s senior debt rating was lowered to Baa2, from Baa1, by Moody's Investors Service, which said it had also assigned a Baa2 rating to a proposed offering of convertible adjustable preference stock. About $100 million of debt is affected by the changes. * Philadelphia Electric Co.'s offering of 7.5 million shares of depositary preferred stock was priced at $10 a share, with a 13.35 percent dividend, through Drexel Burnham Lambert Inc. The issue is rated Ba1 by Moody's, and BB by Standard & Poor's.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Nov 1983: D.9.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424803948,"United States, New York, N.Y.",English,16-Nov-83,,New York Times,NEWSPAPER,,,,,,,
+Technology; Robots' Future Taking Shape,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-robots-future-taking-shape/docview/424744007/se-2?accountid=14586,"A CONSENSUS is forming on how to build a better robot. Many experts say future factory applications should not be designed for physical strength or the ability to turn easily from making toasters to making automobiles.
+Instead, they suggest, robots should be task- specific and sensitive, having the ability to see and feel and the ''intelligence'' to use the information to keep adapting, much as humans do, to the imprecise environment of a factory floor.
+Warren Seering, professor of mechanical engineering at the Massachusetts Institute of Technology, observes that robots are still limited to unsophisticated tasks. Most of the 6,200 that are now in routine industrial operation in the United States perform such relatively coarse functions as spray painting and spot welding.
+The assembly of parts holds the greatest promise for growth, Professor Seering says, but assembly depends on a subtle human skill: the ability to respond to feedback. So being able to emulate the way a person connects one part with another - through sight, touch and corrective action - will be essential to robotic progress.
+Some companies say they will have highly accurate robots. American Robot Inc. of Pittsburgh has begun marketing a machine that it says is fast and accurate to within one-thousandth of an inch. Its literature shows the machine, called the Merlin, putting a needle seven one-thousandths of an inch wide through another needle's eye that is nine one-thousandths of an inch wide without touching the sides.
+But Victor Scheinman, vice president of the Automatix Corporation, says that people who put their faith in greater accuracy are missing the boat. Mr. Scheinman developed the original commercial robot, the programmable universal machine for assembly, known as PUMA. The most important requirement of a robot in assembly tasks, Mr. Scheinman says, is its ''capability to interface with the real world, which is not totally precise.'' He says ''the robot of the future'' may be less accurate than those available today, but their lack of precision ''will be compensated for by better sensors and more smarts.''
+And Laura Conigliaro, an analyst with Prudential-Bache Securities, says sophisticated robotic skills may be necessary but are not sufficient. A robot must be viewed, she says, merely as a computer's peripheral device - as a unit of a well-integrated manufacturing system - and its supplier must fully understand the customer's needs and perform a wide range of services. ''Simply crating Robot Arm A and sending it to the customer is not enough,'' Mrs. Conigliaro says.
+Thus, the application of robots to product-assembling tasks may be increasingly dominated by companies with broad robot experience.
+The 7565 manufacturing system of the International Business Machines Corporation features tactile and visual sensors in the robot's arm. I.B.M. shows the system's force-sensing capability by having it perform the robot maker's long- awaited tour de force: to pick up an egg, gently but firmly, and later break it on cue.
+But I.B.M.'s machines have progressed well beyond the demonstration stage, says James McDonald, director of the company's industrial automation division. They are already used, for example, by the Boeing Company for the assembly of electronic components as well as by the General Dynamics Corporation, some of I.B.M.'s own production lines and a major auto maker.
+The General Electric Company has also impressed the robotics community with its Weldvision robot, introduced in April, which uses a laser-based vision system to enable arc welding, a more sophisticated task than spot welding, even when the parts to be joined exhibit great irregularities. ''It's a real breakthrough,'' says Larry Sweet, manager of the control theory and systems program at G.E.'s Research and Development Center, ''because it's the first production robot that can sense variations and correct, as humans do, 'in real time.' ''
+Though designers of robot systems seek to emulate the feedback process used by humans in assembly tasks, significant changes in products will also be required, Professor Seering says, so that robots can assemble their parts easier. ''It's boring stuff,'' he says, ''so everybody wants to buy robotic solutions.'' But the redesign of products and processes may prove more important than the evolution of robots themselves.
+The most desirable change of all, says Richard Beecher, manager of the robotics department at the General Motors Corporation, will involve cultural rather than technological or product-design factors. ''The ultimate problem will not be a shortage of technology,'' he says, ''but of creative people and risk takers.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Technology%3B+Robots%27+Future+Taking+Shape&title=New+York+Times&issn=03624331&date=1983-08-18&volume=&issue=&spage=D.2&au=Marcus%2C+Steven+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 18, 1983","The General Electric Company has also impressed the robotics community with its Weldvision robot, introduced in April, which uses a laser-based vision system to enable arc welding, a more sophisticated task than spot welding, even when the parts to be joined exhibit great irregularities. ''It's a real breakthrough,'' says Larry Sweet, manager of the control theory and systems program at G.E.'s Research and Development Center, ''because it's the first production robot that can sense variations and correct, as humans do, 'in real time.' '' Victor Scheinman, vice president of the Automatix Corporation, says that people who put their faith in greater accuracy are missing the boat. Mr. Scheinman developed the original commercial robot, the programmable universal machine for assembly, known as PUMA. The most important requirement of a robot in assembly tasks, Mr. Scheinman says, is its ''capability to interface with the real world, which is not totally precise.'' He says ''the robot of the future'' may be less accurate than those available today, but their lack of precision ''will be compensated for by better sensors and more smarts.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Aug 1983: D.2.",11/15/17,"New York, N.Y.",,"Marcus, Steven J",New York Times Company,,Newspapers,424744007,"United States, New York, N.Y.",English,18-Aug-83,,New York Times,NEWSPAPER,,,,,,,
+MAN IN THE NEWS; CHIEF NEGOTIATORS FOR LABOR AND MANAGEMENT IN CONSOLIDATED EDISON STRKE,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/man-news-chief-negotiators-labor-management/docview/424649298/se-2?accountid=14586,"In 1960, in what would have been his last year at St. John's University Law School, Patrick J. Gallagher dropped out and entered the Democratic primary for a State Assembly seat from Queens.
+''I lost, or I probably wouldn't be doing what I'm doing,'' said Mr. Gallagher of his role as the leader of the strike of 16,000 utility workers against the Consolidated Edison Company. The union, Local 1-2 of the Utility Workers of America, has struck Con Edison only three times in the last 57 years - the last time in 1968, the previous time in 1926, the year of the 57-year-old Mr. Gallagher's birth.
+Mr. Gallagher, who is a second-generation Irish American with family roots in County Donegal, has held the top elected full-time post in the union, that of business manager, only since April 8. But his association with the union leadership goes back to 1960, when he joined its executive board on a part-time basis. He was elected secretary-treasurer in 1962 and president in 1971, both also full-time positions.
+After his unsuccessful run for the Assembly, Mr. Gallagher returned to St. John's the next year to finish his law studies and pass the state bar exams. That makes him somewhat of a rarity among elected union officials of his generation.
+''Pat Gallagher is not only a very astute labor leader but he's also a lawyer, which is rare among the older elected union officials,'' said Vincent D. McDonnell, a labor lawyer and former chairman of the State Mediation Board.
+Mr. McDonnell, who was the chief state mediator when James Joy Jr. was the union's business manager and Mr. Gallagher held the secondranking office of president, recalled that ''the two were a very effective team.'' Mr. Joy, who headed Local 1-2 from 1971 to 1980, is now president of the national union.
+''Pat Gallagher is well versed in the law and negotiating techniques and very calm and cool under pressure,'' Mr. McDonnell said. ''From the union's standpoint, they couldn't have a better man representing them in these difficult negotiations.''
+Mr. Gallagher's run for the Assembly was not his first foray into politics. In 1953, already active in political and civic groups in Queens, he became the campaign manager for John F. Rapp, a member of Local 1-2 and the Liberal Party candidate for Queens Borough President.
+''I lost that one, too,'' Mr. Gallagher said in a mellifluous voice that seems gentle even when he is talking tough about what he terms the ''impossible'' negotiating stance of Con Edison's management.
+From the early 1960's on, Mr. Gallagher said, his ''true loves'' have been the union and the legal profession, with which ''I keep up by attending seminars and taking courses pretty regularly.'' 'Proudest Moments'
+The tousle-haired and bespectacled union leader said his ''proudest moments'' were the contracts that Mr. Joy and he negotiated during the past decade for a union whose membership has dwindled by 4,000, ''mostly from automation and normal attrition,'' since the 1968 strike.
+Patrick Joseph Gallagher was born June 5, 1926, in Manhattan when his parents were living at 98th Street and Second Avenue. He graduated from Bronx Vocational High School and in 1944 joined the Navy.
+He first became associated with Consolidated Edison in 1948 when, having become proficient in photography, he got a job as a photographer with the Consolidated Telegraph and Electrical Subway Company, a subsidiary of the utility.
+Mr. Gallagher switched to the parent company in 1954, seven years before the subsidiary was merged with Con Edison. In 1952, Mr. Gallagher decided to go to college and, while continuing to work and be active in the union, entered St. John's University as an undergraduate to study business administration. He graduated with a Bachelor of Business Administration degree in 1956 and later went on to law school.
+Mr. Gallagher lives in Whitestone, Queens. His wife, Mary, died of cancer four years ago. His son, Evan, 22 years old, is married, and Mr. Gallagher has recently become a grandfather. He said proudly that his granddaughter, Mary Ann, ''looks like the little girl on the Gerber's baby food jar.''
+Illustration photo of Patrick Gallagher",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MAN+IN+THE+NEWS%3B+CHIEF+NEGOTIATORS+FOR+LABOR+AND+MANAGEMENT+IN+CONSOLIDATED+EDISON+STRKE&title=New+York+Times&issn=03624331&date=1983-06-23&volume=&issue=&spage=B.6&au=Blair%2C+William+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 23, 1983","''[Pat Gallagher] is well versed in the law and negotiating techniques and very calm and cool under pressure,'' Mr. [Vincent D. McDonnell] said. ''From the union's standpoint, they couldn't have a better man representing them in these difficult negotiations.'' ''I lost that one, too,'' Mr. Gallagher said in a mellifluous voice that seems gentle even when he is talking tough about what he terms the ''impossible'' negotiating stance of Con Edison's management. From the early 1960's on, Mr. Gallagher said, his ''true loves'' have been the union and the legal profession, with which ''I keep up by attending seminars and taking courses pretty regularly.'' 'Proudest Moments'","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 June 1983: B.6.",11/15/17,"New York, N.Y.",,"Blair, William G",New York Times Company,,Newspapers,424649298,"United States, New York, N.Y.",English,23-Jun-83,LABOR-MANAGEMENT RELATIONS; LABOR; LABOR UNIONS; STRIKES; BIOGRAPHICAL INFORMATION; PUBLIC UTILITIES,New York Times,NEWSPAPER,,,,,,,
+Late Advance Lifts Dow 3.50,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/late-advance-lifts-dow-3-50/docview/424656198/se-2?accountid=14586,"A late advance enabled the stock market to end a two-day selloff and close slightly higher yesterday. Trading declined. The Dow Jones industrial average, which was off 2.51 points at 3 P.M., closed up 3.50 points, at 1,189.00. Analysts attributed the late rise mostly to bargain-hunting following the 28.74-point drop in the key indicator in the previous two sessions.
+The market's performance was bolstered by a modest decline in interest rates yesterday, after recent rises. In the overall market, advancing issues on the New York Stock Exchange outscored stocks that fell by 825 to 723. The airline and technology issues led the advance.
+Turnover on the Big Board dropped to 87.4 million shares from 96.6 million shares Wednesday as institutional interest slackened. Other Indexes Rise
+The exchange's composite index of 1,500 common stocks and Standard & Poor's 500-stock index also rose. The composite index climbed 0.28, to 93.85, while the 500-stock index advanced 0.47, to 161.83.
+Analysts attributed the strength in the airline issues mostly to expectations of lower fuel costs, which could increase the carriers' profits. The Dow Jones transportation average jumped 10.29, to a record 567.48.
+Among the bigger gainers in the airline group, AMR Corporation, the holding company for American Airlines, climbed 2 1/4 points, to 33; Northwest Airlines, 2 3/8, to 53 7/8; Delta, 2 1/4, to 46 1/2; KLM, 1 1/2, to 50 1/2, and Trans World, 1 3/8, to 31 1/8. In the rail group, Southern Pacific added 1 5/8, to 71 1/2, and CSX moved up 2, to 66 5/8.
+Maryland Cup fell 4, to 39 3/4, after announcing that preliminary merger talks with an unidentified company had been terminated. It did not give any details.
+Supermarkets General advanced 2 3/4, to 53 1/4, on the news that its board had declared a 2-for-1 stock split and increased the cash dividend. Teledyne Soars
+In the technology group, Teledyne climbed 4 1/4, to 166 5/8; Commodore International added 3 1/4, to 113 1/2, and Tektronix rose 3, to 79. Gains of a point or more were made by Digital Equipment, NCR, Control Data, Coleco and Motorola.
+AVX Corporation was up 1 1/2, to 40, after the maker of ceramic capacitors announced a 3-for-2 stock split. Higher bullion prices here and abroad buoyed the precious metal issues. ASA Ltd. rose 2 1/2, to 72; Homestake Mining was up 2, to 35 5/8; Campbell Red Lake, 1 1/8, to 30, and Callahan Mining, 1 5/8, to 24 7/8.
+On the American Stock Exchange, the market-value index advanced 0.73, to 461.33. Florida Capital gained 2 1/2, to 18 1/8, in active trading. The company said it knew of no reason for the recent strength in the stock. Last Friday, it traded at 14 3/8. The company recently said it would buy back 108,463 of its common shares.
+Logicon Inc. fell 4 5/8, to 37 1/8. The computer automation company recently reported net income of 38 cents a share for its latest quarter, up from 36 cents a share a year before.
+In the over-the-counter market, the Nasdaq composite index added 0.25, to 312.74. People Express Airlines rose 4 1/2, to 44 1/2 bid. On Wednesday, the airline announced a 2-for-1 stock split.
+Illustration graph of market profile",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Late+Advance+Lifts+Dow+3.50&title=New+York+Times&issn=03624331&date=1983-06-10&volume=&issue=&spage=D.8&au=Hammer%2C+Alexander+R&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 10, 1983","The exchange's composite index of 1,500 common stocks and Standard & Poor's 500-stock index also rose. The composite index climbed 0.28, to 93.85, while the 500-stock index advanced 0.47, to 161.83. Among the bigger gainers in the airline group, AMR Corporation, the holding company for American Airlines, climbed 2 1/4 points, to 33; Northwest Airlines, 2 3/8, to 53 7/8; Delta, 2 1/4, to 46 1/2; KLM, 1 1/2, to 50 1/2, and Trans World, 1 3/8, to 31 1/8. In the rail group, Southern Pacific added 1 5/8, to 71 1/2, and CSX moved up 2, to 66 5/8. In the technology group, Teledyne climbed 4 1/4, to 166 5/8; Commodore International added 3 1/4, to 113 1/2, and Tektronix rose 3, to 79. Gains of a point or more were made by Digital Equipment, NCR, Control Data, Coleco and Motorola.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 June 1983: D.8.",11/14/17,"New York, N.Y.",STOCKS AND BONDS,"Hammer, Alexander R",New York Times Company,,Newspapers,424656198,"United States, New York, N.Y.",English,10-Jun-83,STOCKS AND BONDS; STOCK PRICES AND TRADING VOLUME; DOW JONES STOCK AVERAGE,New York Times,NEWSPAPER,,,,,,,
+TOOL MAKERS ARE HOPEFUL DESPITE SLUMP,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tool-makers-are-hopeful-despite-slump/docview/424425604/se-2?accountid=14586,"The nation's machine tool industry has been depressed for quite some time. Backlogs of orders have been declining sharply and foreign competitors have been taking over an ever larger share of the domestic market.
+So it was understandable that many analysts expected the industry's biennial gathering here, the world's largest machine tool show, to be a somewhat depressing affair.
+But while attendance is 10 percent lower, company representatives at the fair, in its second and final week, have been heartened by the new inquiries and orders they have received.
+Orders Are Not Enough
+While the new orders will not by themselves bring about a recovery of the beleaguered industry, there were more of them than anyone had expected, and the machine tool makers' hopes were lifted.
+''This could be the prelude to a turnaround for the industry,'' said James A. Gray, president of the National Machine Tool Builders' Association. ''We weren't looking for the show to result in substantial orders. But we're all pleasantly surprised by the buying climate.''
+''The attendance may be down, but the quality of the attendees is up,'' said John Ambrose, production manager at the Brown & Sharpe Manufacturing Company. ''Nobody's wasting their time here.''
+To be sure, the depressed state of the industry should not be underestimated. Order backlogs and net new orders have been dropping sharply and shipments have declined. Imports, which accounted for 21 percent of American consumption in 1979, now account for 49 percent.
+But with two-thirds of the nation's machine tools more than 10 years old and one-third over 20 years old, the industry is awaiting the long-predicted retooling of basic industry that might lead the business out of its slump. Falling interest rates have also added to the industry's confidence, so much so that last Friday's pessimistic forecasts for capital spending this year and next went almost unremarked.
+In an effort to tap this pent-up demand, 1,216 companies - 438 of them foreign - are showing off $250 million worth of the latest in new and futuristic machinery at McCormick Place, the city's lakefront exhibition center.
+The General Electric Company is here with the latest in factoryof-the-future automation and robotics, including a programmable, five-axis process robot for manufacturing. What Is Attracting Attention
+The show stoppers this year, though, are the spacious, million-dollar ''flexible manufacturing centers'' displayed by Cincinnati Milacron Inc., the Warner & Swasey Company, the Hitachi Seiki Company and the Mazak Machinery Corporation. At these exhibits, visitors fill about 40 seats in small auditoriums to watch a robotic arm or remotely controlled carts take parts from a two-level conveyor belt, then carry them to and from turning centers.
+Only a decade ago, foreign manufacturers were excluded from the show. This year the Japanese, the West Germans, the Swedish, the British, the Canadians and the Swiss have exhibits. Although the foreigners have caused many of the industry's troubles with their subsidized, low-cost imports, domestic producers here were too busy basking in their own limelight to object.
+Most exhibits tend to be extensions of already existing technology. And more manufacturers seem to be making wider use of computerized numerical controls, like the Acme-Cleveland Corporation, an old-line machine tool maker that has replaced many of the mechanically controlled units on its spindle bar machines, lathes and presses with computerized controls.
+Despite the fancy machines and gadgets, the exhibitors realize that what the industry really needs is new orders and customers. During the 1970's, the industry remained robust by retooling the auto makers, which accounted for 39 percent of machine tool orders in 1980. But by last year, auto industry orders dropped to only 19 percent of the machine tool market.
+Some companies, like Warner & Swasey and Acme-Cleveland, are starting to look to the aerospace and electronics industries in an effort to cut the umbilical cord to the auto industry. Others, like Cincinnati Milacron and Burgmaster/Houdaille, are looking increasingly to the small- and medium-sized businesses.
+Indeed, many of the potential buyers here were job-shoppers, like Kurt E. Ziroll, a purchaser with Intergrind Inc., which remanufactures and retrofits internal grinders in Detroit. ''I'm looking for a spindle,'' he said, ''but I'm not interested in foreign equipment. I'm patriotic.''
+Illustration graph of financial data in the tool industry photo of a machine tool show",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TOOL+MAKERS+ARE+HOPEFUL+DESPITE+SLUMP&title=New+York+Times&issn=03624331&date=1982-09-16&volume=&issue=&spage=D.4&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 16, 1982","''This could be the prelude to a turnaround for the industry,'' said James A. Gray, president of the National Machine Tool Builders' Association. ''We weren't looking for the show to result in substantial orders. But we're all pleasantly surprised by the buying climate.'' ''The attendance may be down, but the quality of the attendees is up,'' said John Ambrose, production manager at the Brown & Sharpe Manufacturing Company. ''Nobody's wasting their time here.'' Indeed, many of the potential buyers here were job-shoppers, like Kurt E. Ziroll, a purchaser with Intergrind Inc., which remanufactures and retrofits internal grinders in Detroit. ''I'm looking for a spindle,'' he said, ''but I'm not interested in foreign equipment. I'm patriotic.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Sep 1982: D.4.",11/14/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,424425604,"United States, New York, N.Y.",English,16-Sep-82,INDUSTRY PROFILES; SALES; CONTRACTS; UNITED STATES INTERNATIONAL TRADE; EXPOSITIONS AND FAIRS; MACHINERY AND EQUIPMENT; HARDWARE,New York Times,NEWSPAPER,,,,,,,
+Careers; Survey Of Nascent Data Field,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-survey-nascent-data-field/docview/424396878/se-2?accountid=14586,"TELECOMMUNICATIONS is an industry so new that its most experienced professionals have no more than 10 years in the business. That is one finding of a survey conducted for the International Communications Association by Coopers & Lybrand, the accounting and management consulting firm.
+The I.C.A. has 500 members, mostly corporations that employ more than 4,000 telecommunications professionals in a field that is constantly changing and growing fast.
+Telecommunications involves voice, data and facsimile transmission, as well as data processing equipment, office automation equipment and even personal computers, according to William T. Rush Jr., Cooper & Lybrand's director of communications consulting.
+The study focused on telecommunications professionals, ranging from supervisors to vice presidents directly concerned with their firm's telecommunications equipment and its operation. These are systems people -those who select telecommunications equipment, control and supervise training on it. They should not be confused with communicators - people who use the equipment to send messages or process words.
+About 1,400 of the telecommunications professionals working for 237 I.C.A. member companies responded to the survey. Most were in the 38 to 42 age group.
+The background of the typical telecommunications professional points up the difference between systems people and communicators. The survey showed that 48 percent of the telecommunications professionals had completed college or had advanced degrees, and most majored in business administration or engineering. Communicators, such as advertising, public relations, newspaper and radio/television personnel, typically have majored in journalism, English, or other nontechnical areas.
+Yet Mr. Rush believes that telecommunications professionals should have communications expertise, not only to help make them promotable to top management, but also because they have to communicate effectively with just about everyone in a company. In addition, they must pick from what Mr. Rush calls ''an incredible array of services and equipment'' to make the best selection for their companies and also make sure it is used effectively.
+What makes the survey significant is that telecommunications professionals now holding middle management jobs obviously will influence company decisions about equipment for many years hence. Mr. Rush warns that telecommunications offers such an opportunity to improve productivity and profits that decisions should not be left ''to lower and middle management.'' Furthermore, the decisions of telecommunications managers can make or break companies that produce the myriad of systems available today.
+The stakes are high. The average telecommunications manager probably has responsibility for a budget of more than $10 million, both for new equipment and services. He received about $33,400 last year. including bonuses, but salaries tend to range widely. Some managers in the 38-42 age group earned $55,000 including bonuses, and many worked for companies that spend $90 million and more yearly for telecommunications equipment and services.
+The highest paid telecommunications professionals tended to work for investment banking, engineering, research and developoment, or fabricated metals firms. Mr. Rush explained that a number of other factors determined salary level, such as geographic location and company size.
+He also stressed the differences between professionals skilled in voice communication, those skilled in data systems and those with a background in both. Generally, telecommunications professionals who handle both voice and data systems received the highest salaries. Those that specialized only in voice communications tended to be paid the least.
+''I think telecommunications is an interesting growth area for jobs,'' Mr. Rush said. He also said that training may become more formalized.
+The Coopers & Lybrand survey found that three-quarters of those surveyed received training on the job. More important, it noted that ''only 3 percent of the professionals with key responsibilty in an industry so vital to the future of their organizations have been college trained in the telecommunications discipline.'' The reason is twofold - the business of managing telecommunications is a new one and there are few college courses.
+Dr. Clare D. McGillem, professor of electrical engineering at Purdue University, agreed that few courses in telecommunications for managers are given. He commented that most such managers probably needed ''a cross between engineering and management'' in their background.
+''We give our electrical engineering students a course in the theory of modulation and communication systems,'' he said. The engineering curriculum is so crowded now that ''students will have to get telecommunications managerial courses at the graduate level,'' he said.
+He also stated that technology is changing so fast ''that the real problem for companies is capital - money - to buy new equipment.'' The telecommunications managers have to plan because of fast obsolescence of the equipment and yet be attentive to costs, he noted.
+Illustration Drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Careers%3B+Survey+Of+Nascent+Data+Field&title=New+York+Times&issn=03624331&date=1982-08-18&volume=&issue=&spage=D.21&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United Stat es,3624331,"Copyright New York Times Company Aug 18, 1982","What makes the survey significant is that telecommunications professionals now holding middle management jobs obviously will influence company decisions about equipment for many years hence. Mr. [William T. Rush Jr.] warns that telecommunications offers such an opportunity to improve productivity and profits that decisions should not be left ''to lower and middle management.'' Furthermore, the decisions of telecommunications managers can make or break companies that produce the myriad of systems available today. The Coopers & Lybrand survey found that three-quarters of those surveyed received training on the job. More important, it noted that ''only 3 percent of the professionals with key responsibilty in an industry so vital to the future of their organizations have been college trained in the telecommunications discipline.'' The reason is twofold - the business of managing telecommunications is a new one and there are few college courses. ''We give our electrical engineering students a course in the theory of modulation and communication systems,'' he said. The engineering curriculum is so crowded now that ''students will have to get telecommunications managerial courses at the graduate level,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Aug 1982: D.21.",11/15/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,424396878,"United States, New York, N.Y.",English,18-Aug-82,COMMUNICATIONS; INDUSTRY PROFILES; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+BRIEFING,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefing/docview/424398400/se-2?accountid=14586,"Who's in the Money
+W hen political action committees were first formally sanctioned by the Federal Election Commission in 1976, politicians of various stripes expressed fear that the giant corporations and labor unions would amass even more political power through the new system of legal campaign contributions to Presidential and Congressional candidates.
+But the greatest concentration of money, and thus power, has not gone to those traditional symbols of right-wing and left-wing activism, it turns out. Instead, the wealthiest political action committees now, midway through the 1982 campaign, are relatively new groups with a strong ideological base, several of them the personal vehicles of a single political figure.
+The biggest-spending committee so far is the National Congressional Club, the private political treasury of Senator Jesse Helms, Republican of North Carolina, with $8.4 million in outlays. Also in the top 10 are Citizens for the Republic (Ronald Reagan) with $1.7 million and the Committee for the Future of America (Walter F. Mondale) with $1.2 million. Ranking somewhat behind the Helms committee are three others with similar political alignment: the National Conservative Political Action Committee with $7.3 million, the Fund for a Conservative Majority with $1.9 million and the Committee for the Survival of a Free Congress with $1.7 million.
+Clash on Farm Subsidies
+S enator Helms also looms large and powerful when it comes to peanut oil and tobacco juice, which can run thicker than blood if politics is involved. Defending his legislative record in that area recently, the Senator felt called upon to attack a fellow Republican, Senator Richard G. Lugar of Indiana.
+Senator Lugar, it seems, is seeking re-election this year and has been working to eliminate the Federal peanut and tobacco subsidy programs, which amount to an article of faith for North Carolina politicians. Senator Helms is not up for re-election until 1984, but he was quick to point out to a home-state television interviewer that if he is not returned to Washington, Mr. Lugar is likely to become chairman of the Senate Agriculture Committee and ''wipe out'' all remaining price supports and allotments.
+''Senator Helms does a great job representing the people of North Carolina,'' Mr. Lugar responded to the same questioner. ''I try to take care of the farmers and consumers of Indiana and, I would hope, common-sense people everywhere who are opposed to special government subsidies.''
+The Governor of North Carolina, James B. Hunt Jr., a Democrat positioning himself to challenge Senator Helms in 1984, has been giving the Republican conservative a hard time for failing to block higher cigarette taxes in a recent Senate floor vote. Cash Flow Considerations
+T he biggest Federal programs, because they handle enormous amounts of money, have an unusual advantage in tight-budget times like these: a seemingly trifling adjustment in the program can often result in savings that look astronomical, even by Washington standards.
+The Social Security system, for example, mails out so many millions of dollars worth of checks to retired people every month that simply delaying by a day or two the time the Treasury Department takes the money out of the system's trust fund to cover those checks, playing it a little closer than currently, could save an awesome amount of interest.
+The Inspector General of the Department of Health and Human Services, Richard P. Kusserow, figures the saving at more than $90 million a year. The hard-pressed Social Security Administration naturally likes the idea, but Treasury maintains that the new procedures required would be ''quite expensive'' for it to provide, just to realize some savings for another agency. Arising From the Ashes
+F or generations, the most popular ''in'' gift for sale on Capitol Hill has been a heavy glass ashtray etched with the seal of the House of Representatives. Thus, minor panic swept through Congress the other day when the House stationery store reported that the Fostoria Glass Company would no longer make the item or the matching highball and cocktail glasses. The last ashtrays in stock were snapped up, and staff members were carrying off glasses by the case.
+Like many another Hill report, however, the ashtray crisis proved overblown. True, Fostoria has stopped production as part of an automation move. But the House clerk is dickering with other providers and the seal-bearing glassware is expected to be available again within a few months, in plenty of time for Congressional giving at Christmas. Phil Gailey Warren Weaver Jr.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFING&title=New+York+Times&issn=03624331&date=1982-08-16&volume=&issue=&spage=B.6&au=Phil+Gailey+%26amp%3B+Warren+Weaver+Jr.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 16, 1982","Senator [Richard G. Lugar], it seems, is seeking re-election this year and has been working to eliminate the Federal peanut and tobacco subsidy programs, which amount to an article of faith for North Carolina politicians. Senator [Jesse Helms] is not up for re-election until 1984, but he was quick to point out to a home-state television interviewer that if he is not returned to Washington, Mr. Lugar is likely to become chairman of the Senate Agriculture Committee and ''wipe out'' all remaining price supports and allotments. ''Senator Helms does a great job representing the people of North Carolina,'' Mr. Lugar responded to the same questioner. ''I try to take care of the farmers and consumers of Indiana and, I would hope, common-sense people everywhere who are opposed to special government subsidies.'' F or generations, the most popular ''in'' gift for sale on Capitol Hill has been a heavy glass ashtray etched with the seal of the House of Representatives. Thus, minor panic swept through Congress the other day when the House stationery store reported that the Fostoria Glass Company would no longer make the item or the matching highball and cocktail glasses. The last ashtrays in stock were snapped up, and staff members were carrying off glasses by the case.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Aug 1982: B.6.",11/15/17,"New York, N.Y.",UNITED STATES,Phil Gailey & Warren Weaver Jr.,New York Times Company,,Newspapers,424398400,"United States, New York, N.Y.",English,16-Aug-82,UNITED STATES POLITICS AND GOVERNMENT; POLITICAL ACTION COMMITTEES; AGRICULTURE; CROP CONTROLS AND SUBSIDIES; LAW AND LEGISLATION,New York Times,NEWSPAPER,,,,,,,
+"TEXAN IS ELIMINATED AS BIDDER FOR NEWS, PAPER'S OWNER SAYS","New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/l ogin?url=https://www.proquest.com/newspapers/texan-is-eliminated-as-bidder-news-papers-owner/docview/424316019/se-2?accountid=14586,"The owners of The Daily News announced yesterday that all discussions on its prospective sale to the Texas financier Joe L. Allbritton had been ''terminated.''
+Officials of The News asked to meet at 2 P. M. tomorrow with the Allied Printing Trades Council, an umbrella group for 11 newspaper unions.
+Earlier the paper's owner, the Tribune Company of Chicago, had said it would close The News if no buyer was found. But yesterday's action led to speculation by union leaders that the Tribune Company itself might be considering further negotiations with them to seek cost savings and try to continue publication. There was also conjecture that another possible buyer might be in the wings.
+News and Unions to Meet
+The brief statement of Stanton R. Cook, president and chief executive officer of the Tribune Company, said: ''Allbritton Communications Company and Tribune Company have terminated all discussions concerning the sale of The New York News to Allbritton Communications.
+''The Daily News has asked to meet with the Allied Printing Trades Council on Friday, April 30, at 2 P.M. Any comment prior to that meeting is inappropriate.''
+The Tribune Company had characterized Mr. Allbritton as the buyer of last resort. But Mr. Allbritton, in a statement, said that throughout his negotiations, the unions had appeared not to perceive him as the ultimate buyer and had therefore displayed no urgency about reaching an agreement.
+''We have no criticism of the unions for this perception,'' the Allbritton statement said, ''They had to draw their own conclusions based on the situation as they understood it. As a result, however, negotiations wavered and we were forced to suspend our talks.
+''The Tribune Company has now informed us that in their opinion acceptable agreements with it or the unions do not appear realistically attainable. Accordingly, we intend to take no further action now to acquire The News. It is still our view that we represent the best opportunity to preserve The New York News now and for the future.''
+Mr. Allbritton had originally set a deadline of last Sunday for achieving cost-saving agreements with the newspaper unions. When there was no resolution, he requested and got a five-day extension of his option to buy The News, from April 30 to May 5. This was changed by yesterday's sudden announcement.
+Sources close to the situation said that the Tribune Company, not the Allbritton company, was responsible for ending discussions on the possible sale. There was no further clarification of the Tribune Company's reasons for ending the talks. Union Chief Optimistic
+George McDonald, chairman of the Allied Printing Trades Council, said that during the union talks with Mr. Allbritton some of them had agreed to make concessions that would have saved millions of dollars. He said that he was still optimistic about saving The News and was hopeful that the Tribune Company would want to reconsider its position. The unions want to cooperate, he said. Another union leader said that he felt the Tribune Company would be able to make ''a better deal now than six months ago.''
+Rupert Murdoch, publisher of The New York Post, had expressed interest in purchasing The News, and union leaders said they thought there were other interested parties. Nevertheless, there was a strong feeling among the unions that the Tribune Company might now have decided on a new attempt to work out economies and keep publishing The News.
+In commenting on the Tribune Company's decision to end its discussions with Allbritton Communications, Theodore W. Kheel, the adviser to the unions, expressed the opinion that the Allbritton company had ''overshot the runway'' and ''demanded too much too fast.''
+He noted that the allied group had scheduled a meeting for 10 A.M. today at Automation House, 49 East 68th Street, to review figures used by Mr. Allbritton to calculate the need for $70 million in union concessions to help The News survive. He expressed doubt, however, that both The News and The Post could survive without a joint operating agreement - an arrangement under which they would use common faciliities while publishing separate newspapers.
+The News now has a daily circulation of 1.5 million, and the parent Tribune Company has projected losses at the News of $50 million for both this year and next. But closing the newspaper, according to recent estimates, would cost $90 million in pension and severance payments to the more than 4,000 full-time and part-time employees.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TEXAN+IS+ELIMINATED+AS+BIDDER+FOR+NEWS%2C+PAPER%27S+OWNER+SAYS&title=New+York+Times&issn=03624331&date=1982-04-29&volume=&issue=&spage=A.1&au=Stetson%2C+Damon&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 29, 1982","''We have no criticism of the unions for this perception,'' the Allbritton statement said, ''They had to draw their own conclusions based on the situation as they understood it. As a result, however, negotiations wavered and we were forced to suspend our talks. George McDonald, chairman of the Allied Printing Trades Council, said that during the union talks with Mr. [Joe L. Allbritton] some of them had agreed to make concessions that would have saved millions of dollars. He said that he was still optimistic about saving The News and was hopeful that the Tribune Company would want to reconsider its position. The unions want to cooperate, he said. Another union leader said that he felt the Tribune Company would be able to make ''a better deal now than six months ago.'' In commenting on the Tribune Company's decision to end its discussions with Allbritton Communications, Theodore W. Kheel, the adviser to the unions, expressed the opinion that the Allbritton company had ''overshot the runway'' and ''demanded too much too fast.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Apr 1982: A.1.",11/14/17,"New York, N.Y.",,"Stetson, Damon",New York Times Company,,Newspapers,424316019,"United States, New York, N.Y.",English,29-Apr-82,"NEWSPAPERS; NEWS AND NEWS MEDIA; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+TYMSHARE TRIES TO WEATHER PROFIT PINCH,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tymshare-tries-weather-profit-pinch/docview/424329236/se-2?accountid=14586,"For the last 11 years Tymshare Inc. has profited handsomely from the business of selling computer time and software services. But the recession and prospects of increased competition are beginning to trouble the company.
+Last year Tymshare had a fourth-quarter loss of $445,000 as part of its first year of profit decline. Earnings for all 1981 fell 16 percent, to $15.7 million, or $1.33 a share, although revenues increased 23 percent, to $289.7 million. The outlook for 1982, moreover, is not encouraging.
+This year ''promises to be very difficult for Tymshare,'' said Sy Kaufman, a securities analyst with Hambrecht & Quist of San Francisco.
+Tymshare, based at Cupertino in California's Santa Clara Valley, sells computer time in two ways: as specialized software services and as time purchased by users to communicate on the company's Tymnet network of computers in 250 cities in the United States and overseas.
+Although Tymnet continued to thrive last year, with its revenues growing 50 percent, the company did poorly in various computerservice areas, such as financial services to corporations and credit-card processing. A 35 percent rate increase imposed by the American Telephone and Telegraph Company for its lines on which Tymshare transmits information also cut into earnings. More Problems Encountered
+And 1982 got off to an uncertain start with the sluggish economy and with the International Business Machines Corporation and A.T.& T. preparing to offer computer services similar to Tymshare's.
+The stock market has taken note of all this. The price of the company's shares has slid from 55 a year ago to today's close of 20 on the New York Stock Exchange.
+Tymshare's founder and president, Thomas O'Rourke, expects the first quarter's report to show a profit, ''although it won't be wildly exciting,'' he said.
+Mr. O'Rourke appears unruffled. His company has not made any major cutbacks in staff or budget, and it continues to pursue new communications technology. Not all analysts believe this seemingly mild-mannered approach to the company's difficulties is the best one. ''The more seriously'' its problems are taken, says Esther Dyson, who follows Tymshare for Oppenheimer & Company, ''the better off the company will be.''
+She is estimating its earnings this year between $1.25 and $1.50 a share. Leaving Two Weak Areas
+The Oppenheimer analyst did applaud Tymshare's recent announcement that it intends to get out of two computer service markets where results were not as good as expected -hospital accounting services and shared teller machines for savings and loan associations.
+The hospital accounting assets are being sold to the McDonnell Douglas Automation Company because, Mr. O'Rourke said, Tymshare could not keep up with the competition in this field. After a two-year trial, Tymshare is closing the savings and loan service, which has not done well during the slump in the thrift industry.
+Officials of Tymshare say there is little budget cutting they can do in day-to-day operations. Unlike an auto maker, which can close assembly lines during slow periods, Tymshare cannot shut off the circuits that provide computer time and problem-solving services.
+''Fundamental to this business is you don't have any backlog,'' said Anthony Lamport, a Tymshare director who directs venture capital investments for Drexel Burnham Lambert Inc., which invested in Tymshare in 1967.
+Tymshare expects its diversity of computer services to help it get through rough times. Its computer services span a number of industries, and gains in one can offset declines in another. Among the services Tymshare offers are computerized tax preparation, processing of credit-card transactions for banks and linking of travel agents with airline reservation centers. Effects of Recession Felt
+But its ''decision-support'' software, which allows top managers to obtain information from various data bases, ran into difficulties. As the nation's economy slowed, the volume of financial forecasting and product planning by various corporate customers dropped more than Tymshare had expected, Mr. O'Rourke said.
+Tymshare entered many of its markets through acquisition. Since 1978 it has bought 15 smaller companies, including four in 1981 and two this year. David Wu, an analyst at Montgomery Securities in San Francisco, suggests that Tymshare may have overextended itself. ''The company got into too many businesses, and the growth exceeds management's grasp,'' he said.
+Tymshare is closely watching A.T.&.T.'s plan to enter the data communications market through its Advanced Communications Service subsidiary. If the telecommunications giant is able to subsidize A.C.S., ''they would bury us with their petty cash,'' said Warren Prince, Tymshare's group vice president for financial and network systems.
+As for I.B.M.'s plan to enter the computer services business. Mr. O'Rourke feels that its system, so far at least, does not appear to present a threat to Tymshare's complex communications network.
+Illustration photo of Thomas O'Rourke Graph of Tymeshare stock price Table of Tymeshare financial data",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TYMSHARE+TRIES+TO+WEATHER+PROFIT+PINCH&title=New+York+Times&issn=03624331&date=1982-04-15&volume=&issue=&spage=D.4&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,036243 31,"Copyright New York Times Company Apr 15, 1982","Tymshare's founder and president, Thomas O'Rourke, expects the first quarter's report to show a profit, ''although it won't be wildly exciting,'' he said. Mr. O'Rourke appears unruffled. His company has not made any major cutbacks in staff or budget, and it continues to pursue new communications technology. Not all analysts believe this seemingly mild-mannered approach to the company's difficulties is the best one. ''The more seriously'' its problems are taken, says Esther Dyson, who follows Tymshare for Oppenheimer & Company, ''the better off the company will be.'' Tymshare is closely watching A.T.&.T.'s plan to enter the data communications market through its Advanced Communications Service subsidiary. If the telecommunications giant is able to subsidize A.C.S., ''they would bury us with their petty cash,'' said Warren Prince, Tymshare's group vice president for financial and network systems.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Apr 1982: D.4.",11/15/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,424329236,"United States, New York, N.Y.",English,15-Apr-82,DATA PROCESSING; COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+KHEEL'S TRANSIT JOB WAS KEY IN HIS RISE AS LABOR MEDIATOR,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/kheels-transit-job-was-key-his-rise-as-labor/docview/424335821/se-2?accountid=14586,"A subway conductor is out sick for three days. The Transit Authority sends an investigator, who finds the conductor walking his dog in the park.
+Should the conductor get sick leave? For the last 33 years, the man who has weighed the evidence and made a determination in thousands of cases such as this one has been Theodore W. Kheel.
+Mr. Kheel's role as arbitrator under the transit contract, however, will soon come to an end. He announced yesterday that he was resigning in the face of an effort by the Transit Authority to oust him from the job.
+The often brash and garrulous Mr. Kheel will continue to wear several other hats, as a lawyer, labor adviser and mediator. But the position of transit arbitrator that he will be giving up is one that he helped create, and one that helped make him a major figure whenever questions of labor relations arose in New York. Helped Settle Many Strikes
+Over the years, Mr. Kheel, who is 67 years old, has helped settle newspaper strikes, garbage strikes and transit strikes, including the 12-day walkout by subway and bus workers in 1966. He has most recently been involved in the effort to save The Daily News.
+Mr. Kheel has served under six New York City mayors. He said yesterday that he had good relations with all of them except for Mayor Koch.
+On most Wednesday mornings, Mr. Kheel holds forth from his office at Automation House, at 49 East 68th Street. Lawyers for the transit agencies and representatives of the labor unions square off before him.
+There are 15 to 20 cases a week, about 1,000 a year, and there have been more than 30,000 in his years as arbitrator. The three employers involved in the arbitration are the Transit Authority, the Manhattan and Bronx Surface Transit Operating Authority and the Metropolitan Suburban Bus Authority. They are all units of the Metropolitan Transportation Authority.
+The unions include two locals of the Transport Workers Union, two locals of the Amalgamated Transit Union, a local of District Council 37 of the American Federation of State, County and Municipal Employees, and the Subway Supervisors Association.
+''Most of the 30,000 cases were unimportant, except to the individual involved,'' Mr. Kheel said. However, there have been several cases with broader implications, involving scheduling and overtime. The decisions in these cases annoyed Transit Authority officials, according to Richard Ravitch, the chairman of the M.T.A., and led to the decision not to reappoint Mr. Kheel.
+Among these was a ruling last September by Mr. Kheel that required the authority to delay the implementation of new bus schedules for several months as the result of a grievance brought by the union.
+Mr. Kheel vigorously denied that his rulings had been anything but fair. He said that the move to oust him had been inspired by Mayor Koch. Mr. Ravitch declined to discuss the Mayor's role. Mr. Koch said Mr. Ravitch had acted independently and had his support.
+Mr. Kheel, anticipating an attack by Mr. Koch, said he had put together in six bound volumes, about a foot thick, each of the decisions he had made in the last two years.
+''I am perfectly willing to have it scrutinized,'' he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=KHEEL%27S+TRANSIT+JOB+WAS+KEY+IN+HIS+RISE+AS+LABOR+MEDIATOR&title=New+York+Times&issn=03624331&date=1982-04-05&volume=&issue=&spage=B.3&au=Goldman%2C+Ari+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 5, 1982","''Most of the 30,000 cases were unimportant, except to the individual involved,'' Mr. [Theodore W. Kheel] said. However, there have been several cases with broader implications, involving scheduling and overtime. The decisions in these cases annoyed Transit Authority officials, according to Richard Ravitch, the chairman of the M.T.A., and led to the decision not to reappoint Mr. Kheel. Mr. Kheel vigorously denied that his rulings had been anything but fair. He said that the move to oust him had been inspired by Mayor [Koch]. Mr. Ravitch declined to discuss the Mayor's role. Mr. Koch said Mr. Ravitch had acted independently and had his support. ''I am perfectly willing to have it scrutinized,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Apr 1982: B.3.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Goldman, Ari L",New York Times Company,,Newspapers,424335821,"United States, New York, N.Y.",English,5-Apr-82,TRANSIT SYSTEMS; LABOR,New York Times,NEWSPAPER,,,,,,,
+Gould in Agreement For Microsystems,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/gould-agreement-microsystems/docview/424276899/se-2?accountid=14586,"Gould Inc., which tried unsuccessfully to acquire two semiconductor companies in 1979, announced yesterday that it would buy American Microsystems Inc., a leading manufacturer of customized integrated circuits, in a transaction valued at roughly $200 million.
+Under the terms of the agreement, Gould will issue 1.78 shares of its common stock for each share of A.M.I. common and preferred stock and for the shares reserved for previously granted employee stock options and warrants.
+Based on Gould's closing price yesterday of 24 1/8 on the New York Exchange, which was down 7/8, the transaction would be worth $218.5 million or $42.94 a share of A.M.I. stock. A.M.I. stock, traded over the counter, shot up to 37 3/4 bid, from last week's close of 26 5/8 bid. Trading in the stock had been halted last Wednesday and Friday pending yesterday's announcement.
+The acquisition of a semiconductor company could strengthen Gould's effort to change itself from a maker of electrical equipment and automobile batteries to an electronics company.
+''It is important to us in our electronics strategy to have the capability to improve our products by the design of custom integrated circuits,'' Gould's chairman and chief executive officer, William T. Ylvisaker, said in an interview.
+Since 1977 Gould, based near Chicago, has bought several small electronics companies and has sold off some of its other operations. In the first nine months of 1981, electronics accounted for 47 percent of the company's sales and 69 percent of earnings.
+But Gould failed in 1979 in unfriendly attempts to acquire the Fairchild Camera and Instrument Corporation and the Mostek Corporation, both leading semiconductor companies. To fight off Gould, Fairchild was acquired by Schlumberger Ltd. and Mostek by the United Technologies Corporation.
+Other technology companies like General Electric and Westinghouse Electric have also acquired or invested in semiconductor companies, because they are a key component of many advanced technological devices and of factory automation systems. The semiconductor companies have benefited from the capital resources of the larger companies.
+While the latest acquisition, which was described by both parties as a friendly one, might help Gould in the long term, they noted its short-term effects would be detrimental. Gould said the acquisition, which would be accounted for by a pooling of interest, would dilute its earnings by 10 percent.
+American Microsystems is the veteran in making circuits customized for each customer, in contrast to the practice of most of the larger semiconductor companies of making standard parts that many customers can use.
+Customized circuits have been a small part of the overall semiconductor business. But now customized and semi-customized chips are growing faster than standard chips and new start-up companies, as well as some of the established semiconductor companies, are getting into the business.
+American Microsystems Inc.'s net income in the first nine months of 1981 rose to $5.8 million, or $1.34 a share, compared with $2.8 million, or 68 cents a share, in the same 1980 period. While much of that increase results from a nonrecurring gain, Thomas L. Humphrey, A.M.I. director of corporate planning and investor relations, said earnings would still have exceeded $1 a share without the one-time item.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Gould+in+Agreement+For+Microsystems&title=New+York+Times&issn=03624331&date=1981-12-01&volume=&issue=&spage=D.5&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 1, 1981","Based on Gould's closing price yesterday of 24 1/8 on the New York Exchange, which was down 7/8, the transaction would be worth $218.5 million or $42.94 a share of A.M.I. stock. A.M.I. stock, traded over the counter, shot up to 37 3/4 bid, from last week's close of 26 5/8 bid. Trading in the stock had been halted last Wednesday and Friday pending yesterday's announcement. ''It is important to us in our electronics strategy to have the capability to improve our products by the design of custom integrated circuits,'' Gould's chairman and chief executive officer, William T. Ylvisaker, said in an interview. Gould failed in 1979 in unfriendly attempts to acquire the Fairchild Camera and Instrument Corporation and the Mostek Corporation, both leading semiconductor companies. To fight off Gould, Fairchild was acquired by Schlumberger Ltd. and Mostek by the United Technologies Corporation.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Dec 1981: D.5.",11/14/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,424276899,"United States, New York, N.Y.",English,1-Dec-81,"DATA PROCESSING; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST; FRIDAY, OCTOBER 30, 1981; The Economy","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-friday-october-30-1981-economy/docview/424204751/se-2?accountid=14586,"The index of leading economic indicators fell 2.7 percent in September, providing more evidence that the economy is in a recession, the Commerce Department reported. The decline was the largest since last year's recession. The department's chief economist commented that it is now ''hard to believe one can have rapid growth over the next year.'' (Page A1.)
+The prime lending rate was lowered half a point, to 17 1/2 percent, by Continential Illinois, the seventh-largest commercial bank. Credit analysts were divided on whether other banks would follow. (D1.)
+Business productivity fell at an annual rate of 1.9 percent in the third quarter, its worst showing since early 1978, the Government said. Reversing two quarters of gains, private business output declined 1.2 percent while working hours rose 0.7 percent. (D6.) International
+OPEC nations set a common base price of $34 a barrel for the oil they produce and froze that price until the end of 1982. This ended a bitter feud within the organization. Under the compromise agreement, Saudi Arabia raised its base price by $2 while the 12 other members reduced theirs by the same amount. (A1.)
+The I.M.F. has suspended payments on a $912 million loan to Bangladesh, one of the world's poorest nations. The fund, pressured by the Administration to tighten its lending policies, said Dacca had failed to reduce Government spending and food aid. (D1.) Companies
+Chrysler reported a third-quarter loss of $149.3 million, more than it had predicted earlier but in line with current industry expectations. It lost $490 million in the 1980 period. (D1.)
+The troubled Greenwich Savings Bank is on the verge of being acquired by another institution, a source in the Federal Deposit Insurance Corporation said. The bank, with deposits of $2 billion, has been in danger of failing. (D1.) Paul A. Volcker, chairman of the Fed, urged Congress to give bank regulators emergency powers to help the distressed thrift industry. (D5.)
+Goldman, Sachs has acquired J. Aron, the biggest supplier of green coffee beans to roasters and a major factor in the world metals trade. Neither firm would place a dollar value on the merger, but industry sources said the price was just over $100 million. (D1.)
+Robert B. Sutton, owner of BPM Ltd. and Scurry Oil, was accused by a Federal grand jury of getting hundreds of millions of dollars by violating oil price controls. The indictment said resulting consumer overcharges totaled up to $4 billion. (A12.)
+Xerox's third-quarter profits fell 2.7 percent, to $149.6 million. It cited unfavorable currency translation. (D4.)
+Nabisco Brands said third-quarter earnings rose 14.1 percent, to $71 million. American Standard's net plunged 49.9 percent. Quaker Oats said its net rose 20.7 percent in the first fiscal quarter of 1981. United Brands reported a loss of $11.9 million contrasted to earnings of $5.5 million in the 1980 period. (D4.)
+Hewlett-Packard announced a series of new products, marking its full entry into the office automation market. (D4.)
+Southland Royalty said merger talks had produced no acceptable offer. The company is reportedly worth nearly $2 billion. (D5.) Markets
+The stock market retreated, with the Dow Jones industrial average off 4.66 points, to 832.95. (D8.) Short- and long-term interest rates dropped sharply. One-year Treasury bills were auctioned at 13.15 percent, making the yield on ''All-Saver'' certificates 10.77 percent on Nov. 1. (D7.) Assets of the nation's money market mutual funds increased $2.5 billion in the week ended Wednesday. (D15.) The dollar fell, while gold prices rose to $428.90 on the Comex. (D14.) Today's Columns
+Is the ''no-free-lunch'' rationale for the F.T.C.'s withdrawal from consumer protection efforts good public policy? The theory may be true enough in the abstract, but the crucial test is whether it improves society as a whole. Leonard Silk. Economic Scene. (D2.)
+A Federal court has ruled that China is in default on 5 percent gold bonds sold in 1911. This could bring hundreds of Americans substantial back interest and principal, to be paid in gold dollars from Chinese assets in the U.S. Market Place. (D8.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3B+FRIDAY%2C+OCTOBER+30%2C+1981%3B+The+Economy&title=New+York+Times&issn=03624331&date=1981-10-30&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 30, 1981","The index of leading economic indicators fell 2.7 percent in September, providing more evidence that the economy is in a recession, the Commerce Department reported. The decline was the largest since last year's recession. The department's chief economist commented that it is now ''hard to believe one can have rapid growth over the next year.'' (Page A1.) The stock market retreated, with the Dow Jones industrial average off 4.66 points, to 832.95. (D8.) Short- and long-term interest rates dropped sharply. One-year Treasury bills were auctioned at 13.15 percent, making the yield on ''All-Saver'' certificates 10.77 percent on Nov. 1. (D7.) Assets of the nation's money market mutual funds increased $2.5 billion in the week ended Wednesday. (D15.) The dollar fell, while gold prices rose to $428.90 on the Comex. (D14.) Today's Columns Is the ''no-free-lunch'' rationale for the F.T.C.'s withdrawal from consumer protection efforts good public policy? The theory may be true enough in the abstract, but the crucial test is whether it improves society as a whole. Leonard Silk. Economic Scene. (D2.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Oct 1981: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424204751,"United States, New York, N.Y.",English,30-Oct-81,,New York Times,NEWSPAPER,,,,,,,
+CARTER AIDES DREW STRATEGY FOR A STRIKE 20 MONTHS AGO,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/carter-aides-drew-strategy-strike-20-months-ago/docview/424176910/se-2?accountid=14586,"It was more than 20 months ago that the Federal Government began planning its response to a nationwide strike by air traffic controllers.
+Officials at the Federal Aviation Administration said today that they started in January 1980 to draft a detailed contingency plan for operating airport control towers and radarscopes with supervisory personnel, on the assumption that members of the controllers' union might strike.
+In addition, the Government's legal strategy, including civil proceedings, court injunctions, citations for contempt of court, criminal proceedings, fines, the threat of imprisonment and efforts to remove the union's right to bargain on behalf of its members, was mapped out well in advance, the officials said. 2 Ex-Officials Led Effort
+Langhorne M. Bond, former head of the Federal Aviation Administration, and Clark H. Onstad, former chief counsel of the agency, took the lead in making preparations, a spokesman for the agency said.
+''Incredibly detailed planning has gone on for more than a year because we just knew that a strike was going to happen,'' Mr. Onstad said today in a telephone interview. ''Bond and I decided the best way to handle it was to let people know in advance exactly how we were going to operate. Predictability is important in a strike situation.''
+Reagan Administration officials enthusiastically polished and put into effect the plans first drafted in the Carter Administration. In the Federal Register of Nov. 13, 1980, the aviation agency published a ''national air traffic control contingency plan for potential strikes and other job actions by air traffic controllers.''
+In 24 pages of fine print, the document laid out four priorities for air traffic and a schedule of flights designed to distribute the workload evenly through a 16-hour day. The plan even showed the route that each flight would take through ''highways in the sky.'' Based on Worst Expectations
+The plan, based on expectations that the worst would happen, assumed that supervisory controllers, representing 15 percent of the normal work force, would be the only employees on duty. In fact, some of the rank-and-file controllers reported for work this week and it was not necessary for the new head of the aviation agency, J. Lynn Helms, to put all features of the contingency plan into effect.
+For example, airlines, instead of the Government, have designated the flights to be canceled. The Government solicited public comment and Congress held public hearings on the contingency plan. Officials of the aviation agency discussed the plan with industry representatives at several meetings, most recently one in mid-June, which was attended by several members of the union.
+The plan said that a strike or other job action was a ''very distinct possibility'' and that the Government was determined to insure ''safe and orderly operation of the air traffic control system'' with reduced manpower.
+The chief architect of the plan, described as an unsung hero by his colleagues, was Robert H. Throne, chief of the automation division in the Air Traffic Service of the aviation agency. In recent months, he was assisted by John R. Ryan, chief of operations.
+To deal with the legal aspects of any job action, Mr. Onstad recalled, he turned in 1978 to Philip B. Heymann, then Assistant Attorney General in charge of the criminal division of the Justice Department, after controllers had staged a monthlong work slowdown. The purpose of the slowdown was to force the airlines to give controllers free overseas flights in accordance with a disputed provision of their contract. Warning Is Issued
+Mr. Bond, Mr. Onstad and Mr. Heymann then agreed on a strategy, set forth in a letter sent to all controllers. The employees were warned that if they went on strike, they would face administrative action, including possible dismissal, fines of up to $25,000 a day per individual and criminal penalties as well, Mr. Onstad said.
+Justice Department officials reviewed the relevant laws last month when Postal Service employees were threatening to strike. The department was prepared for an air traffic controllers' strike on June 22, when it appeared that contract talks would break down. Instructions for handling criminal cases against striking controllers were sent to the United States attorneys by teletype Sunday night, Monday and yesterday.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CARTER+AIDES+DREW+STRATEGY+FOR+A+STRIKE+20+MONTHS+AGO&title=New+York+Times&issn=03624331&date=1981-08-06&volume=&issue=&spage=A.1&au=ROBERT+PEAR%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 6, 1981","''Incredibly detailed planning has gone on for more than a year because we just knew that a strike was going to happen,'' Mr. [Clark H. Onstad] said today in a telephone interview. ''[Langhorne M. Bond] and I decided the best way to handle it was to let people know in advance exactly how we were going to operate. Predictability is important in a strike situation.'' Reagan Administration officials enthusiastically polished and put into effect the plans first drafted in the Carter Administration. In the Federal Register of Nov. 13, 1980, the aviation agency published a ''national air traffic control contingency plan for potential strikes and other job actions by air traffic controllers.'' The plan said that a strike or other job action was a ''very distinct possibility'' and that the Government was determined to insure ''safe and orderly operation of the air traffic control system'' with reduced manpower.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Aug 1981: A.1.",11/15/17,"New York, N.Y.",UNITED STATES,"ROBERT PEAR, Special to the New York Times",New York Times Company,,Newspapers,424176910,"United States, New York, N.Y.",English,6-Aug-81,LABOR; STRIKES; AIR TRAFFIC CONTROL; GOVERNMENT EMPLOYEES,New York Times,NEWSPAPER,,,,,,,
+"Business Digest; THURSDAY, APRIL 30, 1981; The Economy","New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-thursday-april-30-1981-economy/docview/424075158/se-2?accountid=14586,"The prime lending rate was raised to 18 percent by several leading banks following a sharp rise in key short-term interest rates. Some banks rely heavily on short-term Federal funds to finance loans, and these funds surged as high as 24 percent yesterday from 17 1/2 percent on Tuesday. Chase Manhattan initiated the move in the prime from 17 1/2 percent. Bank of America and Citibank, however, stayed at 17 1/2 percent. (D1.)
+The public is misled about bank lending practices by the continued reference of major banks and the media to the prime rate, a Congressional study charged. The staff of the House Banking, Finance and Urban Affairs Committee said that corporate borrowers were often given ''secret'' discounts from the prime. (D1.)
+The index of leading economic indicators rose 1.4 percent last month, the Commerce Department reported. But economists said that the figure, the highest since September, did not presage future strength in the economy. Without higher crude oil prices, the result of decontrol, the index would have risen only 0.2 percent. (D1.)
+House Democrats agreed to add military funds to the budget in an effort to win support among conservatives for the broader budget proposals the Democrats are offering as an alternative to the Administration's plan. (A1.)
+More flexible wheat price supports were opposed by the Republicandominated Senate Agriculture Committee, which snubbed a Reagan Administration proposal in favor of continuing present support levels for four years. (D3.) Companies
+The Bechtel family has purchased control of Dillon, Read & Co., the Wall Street investment banking house. Terms of the venture were not disclosed. A relatively small sum is thought to be involved, but because of Bechtel's wealth and political connections, the acquisition is expected to open new doors for Dillon, Read. (D1.)
+Ford will raise auto prices 2.1 percent on cars with standard equipment, effective tomorrow. The increase raises the average price of a 1981 Ford by $178 to $8,817. (D4.)
+LTV Corp. will spin off Wilson Foods, the nation's fourth largest meatpacker, with revenues of $2 billion, by distributing stock to LTV shareholders. LTV bought Wilson in 1966 and subsequently split off and sold its sporting goods and pharmaceuticals businesses. (D5.)
+Kodak's first-quarter earnings rose 29.1 percent to $249.1 million as sales gained 7.9 percent. Sperry Corp. reported a 6.2 percent rise and Dart & Kraft a 4.6 percent decline. Cummins Engine's profits surged to $33.8 million from $2.6 million. Marsh & McLennan reported a 22.4 percent rise, Ogden Corp. a 9.3 percent gain, Rio Algom a 36.8 percent slide, and Zapata Corp. a 111.7 percent advance. (D4.) Standard Oil Co. of California had a first-quarter earnings gain of 6 percent, although revenues climbed 15 percent. (D4.)
+Volkswagen's earnings fell 51.9 percent last year to $177.3 million on losses in overseas operations and office machines, including a $49.1 million loss by its U.S. subsidiary. (D4.)
+Pitney Bowes said it would build a $100 million headquarters building in the depressed area of central Stamford, Conn. (A1.)
+Now!, Britain's lavishly printed news magazine, has folded after 18 months of heavy losses. (D4.) Markets
+The Dow Jones industrial average fell 12.61 points to 1,004.32 yesterday as rising interest rates hit recently popular blue-chip and high technology stocks along with other groups. (D1.) Rising interest rates and lack of investor demand raised bond yields to records. (D12.) Prices tumbled for a broad range of commodities. (D13.) The dollar rose sharply, on news of rising American interest rates, topping 2 Swiss francs for the first time in more than two months. Gold fell $5 an ounce in London, to $477.50. On the Comex, gold for May delivery fell $5, to $479.30. (D13.)
+Yields will be raised a point on $70 billion of Savings Bonds, the Treasury announced. The Treasury also said it would offer $6.75 billion in new securities next week, including a 30-year bond. (D12.) Today's Columns
+The fight for Continental Air Lines is intensifying. Texas International, which is seeking Continental, was advised by Kidder, Peabody that a rival plan by an employees' group could cut the market value of Continental shares by 50 percent. Market Place (D6.)
+Linking sophisticated office machines is the next challenge for the office automation industry. Several methods of building the local networks that are the key to joining word processors, copiers, printers and computers into a single system are on the market, and others may be coming. Technology (D2.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Digest%3B+THURSDAY%2C+APRIL+30%2C+1981%3B+The+Economy&title=New+York+Times&issn=03624331&date=1981-04-30&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 30, 1981","The public is misled about bank lending practices by the continued reference of major banks and the media to the prime rate, a Congressional study charged. The staff of the House Banking, Finance and Urban Affairs Committee said that corporate borrowers were often given ''secret'' discounts from the prime. (D1.) Kodak's first-quarter earnings rose 29.1 percent to $249.1 million as sales gained 7.9 percent. Sperry Corp. reported a 6.2 percent rise and Dart & Kraft a 4.6 percent decline. Cummins Engine's profits surged to $33.8 million from $2.6 million. Marsh & McLennan reported a 22.4 percent rise, Ogden Corp. a 9.3 percent gain, Rio Algom a 36.8 percent slide, and Zapata Corp. a 111.7 percent advance. (D4.) Standard Oil Co. of California had a first-quarter earnings gain of 6 percent, although revenues climbed 15 percent. (D4.) The Dow Jones industrial average fell 12.61 points to 1,004.32 yesterday as rising interest rates hit recently popular blue-chip and high technology stocks along with other groups. (D1.) Rising interest rates and lack of investor demand raised bond yields to records. (D12.) Prices tumbled for a broad range of commodities. (D13.) The dollar rose sharply, on news of rising American interest rates, topping 2 Swiss francs for the first time in more than two months. Gold fell $5 an ounce in London, to $477.50. On the Comex, gold for May delivery fell $5, to $479.30. (D13.)","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]30 Apr 1981: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424075158,"United States, New York, N.Y.",English,30-Apr-81,,New York Times,NEWSPAPER,,,,,,,
+PUT A BANK IN YOUR POCKET,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/put-bank-your-pocket/docview/424025723/se-2?accountid=14586,"PARIS I T all began at the bar of Loewe's hotel in Monte Carlo last March. When the time came to pay, bankers and econom ic reporters attending acredit-card operators' convention did somethi ng unusual. They pulled out special green-and-white credit cards with a round gold-colored memory chip in one corner, slipped them into a terminal and punched their secret indentification number on the ke y board to prove the cards were not stolen.
+A few seconds later out popped a silver receipt, showing their hotel bill had been debited with the cost of the drinks and the sum deducted from a 1,000-franc ''credit'' loaded into each card's memory.
+It was the first demonstration of C.I.I. Honeywell Bull's CP-8 microchip payment card, which the French-American company says is the first card in the world to feature a built-in electronic brain that remembers its owner's bank balance, and lots of other things.
+By the 1990's, Honeywell Bull believes that such cards, each with a given amount of credit that can be replenished at the end of the month, will have supplanted present-day credit cards and personal check books as the average consumer's favorite means of payment. Its executives see a market in France alone of up to 10 million cards.
+When making a purc hase, a customer inserts the card into the store's termi nal, which automatically deducts the amount from its credit load a nd records details of the payment and the customer's bank account on a magnetic band - the shopkeepers' ''till.''
+The card can even be programmed to hold a credit in German marks, say, and automatically convert them into French francs at the going rate that day if the owner goes shopping in Paris.
+Later, the merchant takes this ''till'' to the bank, which runs it through a computer, crediting his account and debiting those of his customers. Alternatively, the terminals can be linked directly to a bank, immediately transferring funds to the store's account when a purchase is recorded.
+Toward the end of next year, French bankers, shopkeepers and consumers will have a chance to see whether such credit cards really are the wave of the future, when they organize a mammoth competition between Honeywell Bull's CP-8 card and two rival systems in the principal shopping areas of Lyons and several other big French cities.
+Most of the big French banks together with the French Post Office have formed a special company, Groupement d'Interet Economique Carte a Memoire, to conduct the experiment together with a number of local Chambers of Commerce. In competition with the CP-8 will be a similar card developed by Philips Data Systems and a more limited one produced by Flonic Schlumberger. Each producer will provide the banks with 50,000 cards to distribute to customers and install terminals with 100 local merchants.
+For the banks and stores, the advantage of ''smart'' credit cards is increased automation and lower costs. To encourage merchants to accept the terminals, French banks will probably guarantee payment of all debts incurred by their cards.
+But what about the customer, who is supposed to be king? Currently ''smart'' credit cards are expensive to produce, costing around $50 each. But Honeywell Bull says longer production runs will reduce the unit cost to $5 to $10. In next year's experiment, the banks are expected to give them away.
+Another problem is that ''smart'' credit cards enable stores to get their hands on a customer's money much more quickly than if he or she pays by check, especially in France, where checks regularly take three weeks to clear. So it was no surprise to find that in another experiment last year with a French credit card that automatically debited a customer's bank account, the human guinea pigs used their cards only at the start of the month when their accounts were flush. Later on , they preferred to write checks, knowing these would not clear until the next pay check had arrived. ''Smart card'' holders could react the same way.
+To overcome consumer resistance, exeutives at Honeywell Bull stress the additional advantages that can be built into a ''smart'' credit card. In the all-electronic world they foresee, when people have computerized terminals in their homes, cards can be used to check a bank account, pay utility bills, activate pay-television programs and summon up information about the weather, the stock market or what's showing at local theaters.
+Important personal medical information, such as allergic problems, blood group and recent illnesses, could also be locked into a ''smart'' card, speeding up diagnosis and treatment if the owner suffers an accident or loses consciousness.
+What remains to be seen, however, is whether all these advantages outweigh the loss of weeks of free credit that old-fashioned check writers can look forward to in countries like France, which are still blessed with an inefficient banking system.
+Illustration photo of credit card",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PUT+A+BANK+IN+YOUR+POCKET&title=New+York+Times&issn=03624331&date=1980-12-14&volume=&issue=&spage=A.4&au=LEWIS%2C+%2C+PAUL&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 14, 1980","When making a purc hase, a customer inserts the card into the store's termi nal, which automatically deducts the amount from its credit load a nd records details of the payment and the customer's bank account on a magnetic band - the shopkeepers' ''till.'' Another problem is that ''smart'' credit cards enable stores to get their hands on a customer's money much more quickly than if he or she pays by check, especially in France, where checks regularly take three weeks to clear. So it was no surprise to find that in another experiment last year with a French credit card that automatically debited a customer's bank account, the human guinea pigs used their cards only at the start of the month when their accounts were flush. Later on , they preferred to write checks, knowing these would not clear until the next pay check had arrived. ''Smart card'' holders could react the same way. To overcome consumer resistance, exeutives at Honeywell Bull stress the additional advantages that can be built into a ''smart'' credit card. In the all-electronic world they foresee, when people have computerized terminals in their homes, cards can be used to check a bank account, pay utility bills, activate pay-television programs and summon up information about the weather, the stock market or what's showing at local theaters.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Dec 1980: A.4.",11/15/17,"New York, N.Y.",,"LEWIS, , PAUL",New York Times Company,,Newspapers,424025723,"United States, New York, N.Y.",English,14-Dec-80,,New York Times,NEWSPAPER,,,,,,,
+"STRETCHED DC-9 IS CLEARED TO FLY WITH ONLY 2 PIOLTS NGTON, Aug. 25(AP) -","New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezp roxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/stretched-dc-9-is-cleared-fly-with-only-2-piolts/docview/423960042/se-2?accountid=14586,"Langhorne M. Bond, chief of the Federal Aviation Administration, said today that the new, stretched DC-9 Super 80 jetliner would be certified as safe to fly with only two pilots in the cockpit even though a pilots' union says that three are necessary for safety.
+The Air Lines Pilot Association has argued that more automation in the cockpit and increasingly crowded skies made it essential that three pilots be assigned to the new plane, which is 43 feet longer than current models of the DC-9. The current models of the plane have two pilots.
+The association said that it had filed suit in United States District Court to challenge the process by which the Federal agency certified the two-pilot jetliner as safe. The suit did not request a temporary restraining order to block cetification. Mr. Bond said that he expected that the certificate would be issued tomorrow in Los Angeles.
+Testing Accidents
+Mr. Bond's decision came after he determined that two accidents that occurred in flight testing, which had delayed certification of the plane, were not the result of faulty design. He said that one was due to pilot error and the other to a poorly designed test.
+Mr. Bond said that he had reviewed the results of 1,000 hours of flight tests and consulting two outside experts. In one of the testing accidents, the tail section broke off in a hard landing after the test crew made a steep descent to demonstrate the plane's ability to land on short runways.
+In the other mishap, the plane swerved on landing and revolved 180 degrees as it veered off a runway in a test intended to show that the aircraft was capable of continued safe flight and landing after the hydraulic systems had failed.
+The action on certification for the stretched DC-9 was good news for the McDonnell Douglas Corporation, which has taken $1 billion worth of orders fo 115 of the twin-engine airliners.
+Mr. Bond also announced three proposed new safety measures: - A rule prohibiting the cockpit crew from performing duties not related to flying or safety, such as radioing ahead to confirm passengers' reservations or making connecting flight arrangements for passengers. If the rule is adopted, such chores would be handled by flight attendants from the rear of the plane.
+- A rule permitting the Federal Aviation Administration to monitor the taped conversations of airline crew members on a random basis to see if they are concentrating on their jobs or idly chatting about other matters. Tapes that record flight data would also be monitored.
+- A rule requiring commercial airplanes to be recertified as airworthy every 10 years to make sure that they meet new requirements and take advantage of new developments. This rule would not be made retroactive to apply to aircraft already in use, Mr. Bond said.
+According to Mr. Bond, the rules are intended in part to help circumvent the human factors that he said caused six to eight of every 10 air crashes.
+----
+Controllers Said to Plan Strike
+WASHINGTON, Aug. 25 (UPI) - The Federal Aviation Administration could handle only 15 percent of the nation's commercial airline traffic if controllers conducted an illegal strike next year, Mr. Bond said today in testimony before the subcommittee on aviation of the Senate Committee on Commerce, Science and Transportation.
+He outlined the agency's preparations in the face of what he called ''voluminous evidence'' that the Professional Air Traffic Controllers Association was planning a nationwide strike when its current contract expires next March 31.
+Mr. Bond said that the 17,000-member association had circulated a strike plan, set up a strike fund and sent its members questionnaires asking if they would participate in a walkout.
+The association's president, Robert Poli, also testified. Asked about Mr. Bond's allegations by the subcommittee's chairman, Senator Howard W. Cannon, Democrat of Nevada, Mr. Poli denied that the union was planning a strike or that the document was a strike plan.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=STRETCHED+DC-9+IS+CLEARED+TO+FLY+WITH+ONLY+2+PIOLTS+NGTON%2C+Aug.+25%28AP%29+-&title=New+York+Times&issn=03624331&date=1980-08-26&volume=&issue=&spage=A.14&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 26, 1980","Langhorne M. Bond, chief of the Federal Aviation Administration, said today that the new, stretched DC-9 Super 80 jetliner would be certified as safe to fly with only two pilots in the cockpit even though a pilots' union says that three are necessary for safety. He outlined the agency's preparations in the face of what he called ''voluminous evidence'' that the Professional Air Traffic Controllers Association was planning a nationwide strike when its current contract expires next March 31. The association's president, Robert Poli, also testified. Asked about Mr. Bond's allegations by the subcommittee's chairman, Senator Howard W. Cannon, Democrat of Nevada, Mr. Poli denied that the union was planning a strike or that the document was a strike plan.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Aug 1980: A.14.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423960042,"United States, New York, N.Y.",English,26-Aug-80,,New York Times,NEWSPAPER,,,,,,,
+PENN CENTRAL TO PAY $630 MILLION TO ACQUIRE GK TECHNOLOGIES,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/penn-central-pay-630-million-acquire-gk/docview/423953747/se-2?accountid=14586,"The Penn Central Corporation, the revitalized corporate successor of the defunct Penn Central Railroad, announced yesterday that it had agreed to pay nearly $630 million to acquire GK Technologies Inc.
+The acquisition, the fifth for Penn Central since it emerged from reorganization proceedings less than two years ago, would nearly double the company's size, to $2.7 billion. GK Technologies, formerly the General Cable Corporation, is a $1.1 billion diversified technology company, involved in electronic and electrical circuit components, telecommunications cabling and defense systems.
+I am determined to see the Penn Central recover from the ordeal that we went through as a former railroad owner,'' said Richard Dicker, the company's chairman, in commenting on the company's growth-through acquisition strategy.
+The acquisition of GK Technologies is by far the Penn Central's largest since its new management began restructuring the oncebankrupt railroad.
+Previously, the company had purchased Marathon Manufacturing, the largest domestic builder of offshore drilling rigs, for $345 million, in a takeover that was completed last December.
+The company has thus far concentrated its holdings in three principal areas - amusement parks, where it is the country's secondlargest operator, after Walt Disney Productions, real estate and energy.
+Now, with the purchase of GK Technologies, the company has branched out into the high growth electronics and telecommunications field. ''The acquisition of this company will enable Penn Central to be a significant factor in those markets which are expected to be high growth sectors of our economy,'' Mr. Dicker said.
+Under terms of the letter of intent holders of GK Technologies common stock would receive either $45 a share or its equivalent in special series Penn Central convertible preferred stock.
+On Wall Street news of the pending transaction caught the finanical community by surprise. After a delayed opening due to an order imbalance on the New York Stock Exchange, GK Technology shares closed up 8 3/4, at 38 5/8, while Penn Central shares rose 1/2, to 20 7/8.
+Company Shows Growth
+Penn Central has found in GK Technologies a company that has been embarked on a turnaround of its own that has seen its sales grow from a little more than $300 million to nearly $1.2 billion in five years.
+Starting in 1973, the company, under a then-new management team headed by Robert P. Jensen, GK Technologies' chairman, began selling off or closing down a series of marginal or unprofitable businesses, including its electrical power cable operation. Instead it concentrated on such high growth areas as telecommunications cabling, including fiber optics.
+Moreover, the company, which has its headquarters in Greenwich, Conn., made several sizable acquisitions, including Sprague Electric, the country's largest manufacturer of electrical connectors, and Automation Industries, which through its Virto Laboratories is a leading designer of military missile systems.
+The results of all this have been profits that have been climbing at a rapid rate. For the first quarter ended March 30, for example, the company reported earnings of $20.4 million on sales of $302.7 million, up 92 percent from the comparable period last year when it earned $10.6 million on sales of $267.3 million.
+''I think it's fair to say GK Technologies makes Penn Central a signficantly more interesting value,'' noted Kemp Fuller Jr. a vice president of Moseley, Hallgarten, Estabrook & Weeden Inc., the brokerage firm.
+Despite the size of its latest purchase, Penn Central's acquisition activities are by no means over, according to Mr. Dicker. For one thing, the company still has a large number of tax loss carryforwards with which to shelter new income.
+''We will pay no Federal income taxes in '80 and over $600 million of unexpired loss carry-forwards have been identified for possible use in offsetting income in years '81 through '85.'' Mr. Dicker told shareholders at the company's annual meeting in May.
+In 1979, Penn Central's consolidated pretax income from continuing operations totaled $100.6 million on sales of $1.1 billion, while during the first three months of 1980, the company's pretax income was $32 million on revenues of $424.1 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=PENN+CENTRAL+TO+PAY+%24630+MILLION+TO+ACQUIRE+GK+TECHNOLOGIES&title=New+York+Times&issn=03624331&date=1980-07-08&volume=&issue=&spage=D.4&au=SCHUYTEN%2C+PETER+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 8, 1980","Now, with the purchase of GK Technologies, the company has branched out into the high growth electronics and telecommunications field. ''The acquisition of this company will enable Penn Central to be a significant factor in those markets which are expected to be high growth sectors of our economy,'' Mr. [Richard Dicker] said. ''I think it's fair to say GK Technologies makes Penn Central a signficantly more interesting value,'' noted Kemp Fuller Jr. a vice president of Moseley, Hallgarten, Estabrook & Weeden Inc., the brokerage firm. ''We will pay no Federal income taxes in '80 and over $600 million of unexpired loss carry-forwards have been identified for possible use in offsetting income in years '81 through '85.'' Mr. Dicker told shareholders at the company's annual meeting in May.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 July 1980: D.4.",11/15/17,"New York, N.Y.",,"SCHUYTEN, PETER J",New York Times Company,,Newspapers,423953747,"United States, New York, N.Y.",English,8-Jul-80,,New York Times,NEWSPAPER,,,,,,,
+"A Builder of Broadway's World, From 'Chicago' to 'Spamalot'","New York Times, Late Edition (East Coast); New York, N.Y.",2008,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/builder-broadways-world-chicago-spamalot/docview/433815120/se-2?accountid=14586,"IT'S a long way from Alice Cooper to ''South Pacific,'' the beloved 1949 musical that reopens April 3 at Lincoln Center in its first revival. Together they form the career arc of Neil Mazzella, owner of Hudson Scenic Studio.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+Builder+of+Broadway%27s+World%2C+From+%27Chicago%27+to+%27Spamalot%27&title=New+York+Times&issn=03624331&date=2008-03-09&volume=&issue=&spage=WE.6&au=Kelly%2C+Caitlin&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,WE,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 9, 2008","If you saw the flying car of ''Chitty Chitty Bang Bang'' or the mysteriously rolling piano in ''The Boy From Oz,'' you have seen Mr. [Neil Mazzella]'s handiwork. His firm built the scenery and provided automation for ''Chicago,'' ''The Color Purple,'' ''Grease,'' ''The Lion King,'' ''Mamma Mia!'' ''Monty Python's Spamalot'' and ''Spring Awakening,'' among others. Robin Wagner, a designer who has worked with Mr. Mazzella on 30 shows, from ''City of Angels'' and ''Dreamgirls'' to ''Young Frankenstein,'' said: ''I don't see anyone coming along to replace him. He's always done the best work.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Mar 2008: 6.",11/16/17,"New York, N.Y.",,"Kelly, Caitlin",New York Times Company,,Newspapers,433815120,"United States, New York, N.Y.",English,9-Mar-08,,New York Times,NEWSPAPER,,,,,,,
+Smoke Detectors Are Just a Start,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/smoke-detectors-are-just-start/docview/433728850/se-2?accountid=14586,"SMOKE detectors were just the beginning. Now there are all manner of detectors that can alert homeowners to everything from carbon monoxide to freezing pipes.
+Celia Kuperszmid Lehrman, a deputy home editor at Consumer Reports magazine in Yonkers, recommends installing smoke detectors outside every bedroom and on every level of the house.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Smoke+Detectors+Are+Just+a+Start&title=New+York+Times&issn=03624331&date=2007-11-04&volume=&issue=&spage=11.11&au=Romano%2C+Jay&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,11,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 4, 2007","''If I were going to tell a homeowner what alarm to install to make their heating system safe, my first choice would be a carbon monoxide detector,'' said Henry Gifford, an owner of Architecture and Energy Ltd., a Manhattan company that specializes in energy-efficient design. ''Every house should have at least one, and two or three wouldn't be overkill.'' ''The plug-in models with battery backup are more reliable,'' Mr. Gifford said. ''And since carbon monoxide weighs about the same as air, the alarm can be mounted in an outlet near the floor.'' ''When the pipe gets below 32 degrees, they emit a signal,'' said Brian McCullough, a product expert for Smarthome, based in Irvine, Calif., an online retailer of home automation products.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Nov 2007: 11.11.",11/16/17,"New York, N.Y.",,"Romano, Jay",New York Times Company,,Newspapers,433728850,"United States, New York, N.Y.",English,4-Nov-07,Sensors; Fire alarms; Fire protection; Carbon monoxide; Home ownership,New York Times,Feature,,,,,,,
+Canadian Exporters Hurt By a Soaring Currency,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/canadian-exporters-hurt-soaring-currency/docview/433732016/se-2?accountid=14586,"The morning after the Canadian dollar climbed above its postwar high against the United States dollar, Robert Hattin, the president of a company that makes custom machinery to pack products as diverse as toilet paper, cough syrup and CDs, was not celebrating.
+For Mr. Hattin and other export-dependent manufacturers, the rise of the loonie, as the Canadian dollar is known, beyond its previous record of $1.0614 set in 1957 has become a major concern. It is also a worry that is likely to linger and worsen. While the Canadian dollar eventually dropped back to $1.0516 at the end of North American trading on Thursday, few, if any, economists say that its record-breaking streak is over.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Canadian+Exporters+Hurt+By+a+Soaring+Currency&title=New+York+Times&issn=03624331&date=2007-11-02&volume=&issue=&spage=C.7&au=Austen%2C+Ian&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodic als--United States,3624331,"Copyright New York Times Company Nov 2, 2007","''I don't dare call it the end of things,'' said Douglas Porter, the deputy chief economist of BMO Capital Markets, a unit of the Bank of Montreal. ''Over the years we've seen currency go a lot longer and a lot further than many people thought reasonable.'' ''It's easy to say: 'Oh, let's invest in automation.' But the gains are incremental, and they don't happen quickly enough,'' he said. ''Finance Minister [Jim Flaherty], Your Car Is Ready,'' announced the headline on full-page newspaper advertisements from Audi that ran last weekend. In the ads, the company argued that it was unable to cut prices at the same pace as the Canadian dollar's rise.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Nov 2007: C.7.",11/15/17,"New York, N.Y.",Canada,"Austen, Ian",New York Times Company,,Newspapers,433732016,"United States, New York, N.Y.",English,2-Nov-07,Exports; Canadian dollar; Capital investments; Economic trends,New York Times,News,,,,,,,
+Siemens Executive Is Arrested in Bribery Investigation,"New York Times, Late Edition (East Coast); New York, N.Y.",2007,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/siemens-executive-is-arrested-bribery/docview/433529489/se-2?accountid=14586,"German prosecutors arrested one of the top-ranking executives at Siemens on Tuesday in an investigation into suspected bribery, dealing the troubled company another blow in what has become a steady drumbeat of corruption accusations.
+The executive, Johannes Feldmayer, was detained as prosecutors searched company offices in Munich, where Siemens is based, and two other German cities, a spokeswoman for Siemens said.
+A member of the Siemens management board, Mr. Feldmayer, 50, is the most senior executive to be arrested in a raft of investigations into Siemens, the engineering giant, which began last year and has grown into a far-reaching corporate scandal in Germany.
+''We are all quite shocked and surprised by this,'' the spokeswoman, Konstanze Tauber, said of the arrest.
+Mr. Feldmayer's detention, she said, is related to a contract Siemens signed in 2001 with the head of a workers' organization. Prosecutors are investigating whether it involved illicit payments, as was the case recently at Volkswagen, another major German company with a large unionized work force.
+Bribery charges were filed against Volkswagen over payments made to the former chief of its workers' council.
+Last month, prosecutors questioned Mr. Feldmayer about a consulting contract Siemens signed with Wilhelm Schelsky, the head of the Association of Independent Employees, while Mr. Feldmayer was head of the automation unit. Mr. Schelsky was arrested last month.
+A lawyer for Mr. Feldmayer, Martin Reymann-Brauer, said in an interview with Reuters, ''The charges are unfounded.''
+Mr. Feldmayer oversees Siemens' Information Technology Solutions and Services division, as well as its real estate holdings and corporate information office. Mr. Feldmayer is the second-highest-paid member of the board of Siemens, after the chief executive, Klaus Kleinfeld. In fiscal 2006, he earned 2.6 million euros ($3.47 million).
+The case involving Mr. Feldmayer is not related to the broader investigation of corruption in the communications division of Siemens. In that case, Siemens has confirmed that more than $500 million of transactions may have been bribes paid to foreign officials.
+It is also separate from a bribery trial under way in Darmstadt, in southwestern Germany, involving two former Siemens managers. In that case, Horst Vigener and Andreas Kley are charged with paying 6 million euros ($8 million) in bribes to executives at Enel, Italy's largest utility, in return for orders for gas turbines and power plant contracts.
+Testifying Tuesday, a Siemens executive, Ralf Guntermann, said that the profits from the Enel contracts were almost entirely offset by financial penalties Siemens later paid to the Italian company.
+Siemens is not a defendant in that case, but the court has ordered it to provide witnesses and testimony.
+Mr. Kleinfeld, the chief executive, has struggled to prevent all the scandals from swamping his company, which has reported robust financial results even as its image has suffered. He hired an anticorruption expert, Michael J. Hershman, to advise the management board, while the supervisory board retained the New York law firm of Debevoise & Plimpton, to carry out an investigation.
+Mr. Kleinfeld has not been implicated in any of the scandals. But a Munich newspaper, Suddeutsche Zeitung, reported that the board of Siemens was weighing whether to put a cap on payments he would receive, should he leave the company before his contract expired.
+Mr. Kleinfeld's contract expires in September, but he is widely expected to receive an extension next month. Mr. Feldmayer's contract also expires in September. Ms. Tauber said it was too soon to comment on his status at the company, since the arrest had just been made.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Siemens+Executive+Is+Arrested+in+Bribery+Investigation&title=New+York+Times&issn=03624331&date=2007-03-28&volume=&issue=&spage=C.3&au=Landler%2C+Mark&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 28, 2007","The executive, Johannes Feldmayer, was detained as prosecutors searched company offices in Munich, where Siemens is based, and two other German cities, a spokeswoman for Siemens said. Last month, prosecutors questioned Mr. Feldmayer about a consulting contract Siemens signed with Wilhelm Schelsky, the head of the Association of Independent Employees, while Mr. Feldmayer was head of the automation unit. Mr. Schelsky was arrested last month. Mr. Feldmayer oversees Siemens' Information Technology Solutions and Services division, as well as its real estate holdings and corporate information office. Mr. Feldmayer is the second-highest-paid member of the board of Siemens, after the chief executive, Klaus Kleinfeld. In fiscal 2006, he earned 2.6 million euros ($3.47 million).","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Mar 2007: C.3.",11/15/17,"New York, N.Y.",Germany,"Landler, Mark",New York Times Company,,Newspapers,433529489,"United States, New York, N.Y.",English,28-Mar-07,Bribery; Arrests; Criminal investigations; Engineering firms,New York Times,News,,,,,,,
+G.E. Will Sell Materials Unit To Buyout Firm,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/g-e-will-sell-materials-unit-buyout-firm/docview/433404583/se-2?accountid=14586,"General Electric said yesterday that it had agreed to sell its advanced materials business for about $3.8 billion and use the income to expand its industrial division.
+A private equity firm, Apollo Management, agreed to pay cash and securities for the unit, which produces silicone and quartz materials used in consumer products and industrial applications.
+The sale is part of an overhaul at G.E. that is focused on reaching consistent double-digit growth, said David Katz, the chief investment officer at Matrix Asset Advisors in New York.
+''They've been moving away from lower-growth, less predictable businesses,'' he said. ''It's fair to assume this probably wasn't cutting the double-digit mark and that it was less predictable.''
+G.E.'s sale of its reinsurance business to Swiss Re, completed in June, is another recent example of that strategy, Mr. Katz said.
+G.E.'s industrial unit accounts for more than a fifth of the conglomerate's total sales, and includes businesses ranging from automation systems to kitchen appliances and light bulbs.
+The company, based in Fairfield, Conn., said the sale included the stakes of its partners in GE Toshiba Silicones and GE Bayer Silicones, which it had purchased and sold to Apollo.
+The advanced materials business makes silicone-based products, which are in turn used to produce items ranging from shoe inserts and hair conditioner to integrated circuits and biomedical devices.
+The fused quartz and ceramics materials it produces are used in fiber optics and in lighting, glassmaking and welding.
+G.E. will have a 10 percent stake in the new company and hold $400 million in notes.
+Wayne Hewett, who currently leads the unit, will become president and chief executive of the new company, which will be renamed, G.E. said.
+Apollo, which is based in New York, said that the G.E. unit's investments in advanced technology and continuing research provided a foundation for profitable growth in the business, which is based in Wilton, Conn., and has annual revenue of $2.5 billion.
+Credit: By Reuters",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=G.E.+Will+Sell+Materials+Unit+To+Buyout+Firm&title=New+York+Times&issn=03624331&date=2006-09-15&volume=&issue=&spage=C.7&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 15, 2006","The sale is part of an overhaul at G.E. that is focused on reaching consistent double-digit growth, said David Katz, the chief investment officer at Matrix Asset Advisors in New York. G.E.'s industrial unit accounts for more than a fifth of the conglomerate's total sales, and includes businesses ranging from automation systems to kitchen appliances and light bulbs. Apollo, which is based in New York, said that the G.E. unit's investments in advanced technology and continuing research provided a foundation for profitable growth in the business, which is based in Wilton, Conn., and has annual revenue of $2.5 billion.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Sep 2006: C.7.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433404583,"United States, New York, N.Y.",English,15-Sep-06,Divestiture; Conglomerates,New York Times,News,,,,,,,
+"Sandra Auerback, Victor Scheinman","New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sandra-auerback-victor-scheinman/docview/433391460/se-2?accountid=14586,"Sandra Jean Auerback and Victor David Scheinman were married last evening. Rabbi Mikki Bourne officiated at the Stanford Faculty Club.
+Ms. Auerback, 60, is keeping her name. She is a clinical social worker who has a psychotherapy practice in San Francisco. She graduated from the University of California, Berkeley, and received a master's degree in social work from Hunter College.
+She is a daughter of the late Molly Auerback and Dr. Alfred Auerback, who lived in San Francisco. Her father was a psychiatrist with a private practice in San Francisco, where her mother worked as a registered nurse.
+Mr. Scheinman, 63, is a consulting professor of mechanical engineering at Stanford. He developed the original commercial robot, the programmable universal machine for assembly, known as PUMA, and was a founder of Automatix, a maker of robotic automation and artificial-vision systems that was in Billerica, Mass. He graduated from the Massachusetts Institute of Technology and received a master's degree in mechanical engineering and a graduate engineer's degree from Stanford.
+He is a son of the late Sera Scheinman and Dr. Leonard Scheinman, who lived in Riverdale, the Bronx. His mother was a Hebrew teacher at the Riverdale Temple religious school. His father was a clinical professor of psychiatry and neurology at Columbia and had a private psychiatry practice in Manhattan.
+Ms. Auerback and Mr. Scheinman, who were both divorced, met in December 1989 at a singles party sponsored by Stanford Bachelors, a group of university alumni.
+Each was fascinated to find out that the other's father was a psychiatrist, and they became so engrossed in conversation that they didn't notice the party was ending until the coat-check attendant, wanting to go home, interrupted them.
+Ms. Auerback remembers saying: ''This has been really great. We'll have to get together sometime.'' His response was not what she expected. ''He said he'd have to think about it.''
+''Stanford bachelors are in high demand,'' Mr. Scheinman said with a laugh, recalling that evening. ''Can't be too easy.''
+That wasn't the reason he had initially given her, though. ''He said I lived too far away,'' Ms. Auerback said.
+''I used to say I didn't want to drive more than 15 minutes to see a woman,'' he explained.
+Ms. Auerback was 40 minutes away. ''So he had to think about it,'' she said. ''He's a ponderer.''
+He called her the next day.
+Last February, when Ms. Auerback's birthday neared, she made a suggestion. ''Instead of having a 60th birthday party,'' she asked, ''why don't we get married and have a wedding party?''
+His response: ''Why not?''
+''You're talking to an engineer,'' he added, ''not a romanticist.''
+Illustration Photo",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Sandra+Auerback%2C+Victor+Scheinman&title=New+York+Times&issn=03624331&date=2006-08-06&volume=&issue=&spage=9.15&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 6, 2006","Mr. Scheinman, 63, is a consulting professor of mechanical engineering at Stanford. He developed the original commercial robot, the programmable universal machine for assembly, known as PUMA, and was a founder of Automatix, a maker of robotic automation and artificial-vision systems that was in Billerica, Mass. He graduated from the Massachusetts Institute of Technology and received a master's degree in mechanical engineering and a graduate engineer's degree from Stanford. Ms. Auerback and Mr. Scheinman, who were both divorced, met in December 1989 at a singles party sponsored by Stanford Bachelors, a group of university alumni.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]06 Aug 2006: 15.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433391460,"United States, New York, N.Y.",English,6-Aug-06,Weddings and Engagements,New York Times,NEWSPAPER,,,,,,,
+3 More Companies Queried On Granting of Stock Options,"New York Times, Late Edition (East Coast); New York, N.Y.",2006,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/3-more-companies-queried-on-granting-stock/docview/433344515/se-2?accountid=14586,"At least three more companies reported yesterday that they had received requests from federal regulators for information on the granting of stock options to executives.
+The American Tower Corporation, which owns sites for broadcast and wireless services, said it had received a subpoena from the Securities and Exchange Commission seeking documents related to an informal inquiry into its stock option policies. The company also said that a special committee of its board would conduct an internal review.
+RSA Security, a software and consulting company, said that it had also received a request for information from the S.E.C.
+Nyfix, which runs electronic trading systems, reported that it had received a subpoena from the United States attorney's office in Manhattan.
+In addition, a spokeswoman for McAfee, Siobhan MacDermott, said yesterday that the company, which makes computer security software, was conducting an internal investigation into the possible backdating of stock options to top executives.
+The company expects to release a statement in a few days after completing the inquiry, Ms. MacDermott, said. McAfee, based in Santa Clara, Calif., said it had not received any subpoenas or requests for information.
+The latest announcements came after nine other companies announced that they had been contacted by federal regulators.
+Those companies were Affiliated Computer Services, Brooks Automation, Caremark Rx, Comverse Technology, Jabil Circuit, Mercury Interactive, SafeNet, UnitedHealth and Vitesse Semiconductor.
+All the companies said they were cooperating with the investigations.
+Regulators are trying to determine whether some companies broke securities laws by backdating the option grants to coincide with the lowest possible price. The lower the price on the grant date, the more the executives stand to make when the shares rise.
+''It's totally inappropriate for companies to do this,'' said Dennis Beresford, a professor at the J. M. Tull School of Accounting at the University of Georgia; he was chairman of the Financial Accounting Standards Board from 1987 to 1997. ''My own experience would say that the options should be dated when the compensation committee approves them.''
+UnitedHealth said on Wednesday that it had received subpoenas from the United States attorney and the Internal Revenue Service.
+UnitedHealth and executives including the chief executive, William W. McGuire, and the president, Stephen J. Hemsley, were sued in Federal District Court in Minnesota by shareholders. The suit seeks unspecified restitution and damages, as well as corporate governance changes and a trust for future option contracts.
+Shareholders have also filed a lawsuit accusing Affiliated and some of its executives of violating grant rules.
+An S.E.C. spokesman, John Nester, declined to comment yesterday. Bridget Kelly, a spokeswoman for the United States attorney in Manhattan, Michael Garcia, said she could neither confirm nor deny the subpoena reports.
+Media attention to the issue has led the United States attorney and the S.E.C. to ''cast a wide net'' in their investigations, said Lisa Gill, a J. P. Morgan Securities analyst in New York.
+On Wednesday, Vitesse fired its chief executive, Louis Tomasetta, and two other executives and expanded its stock option inquiry to include the recording of revenue. Chris Gardner, the new chief of Vitesse, declined to comment on the subpoena.
+The company was also accused in a May 16 investor lawsuit of granting stock options that were improperly backdated.
+Besides McAfee, Altera and Power Integration have said that they are conducting internal reviews of stock option grants.
+Credit: By Bloomberg News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=3+More+Companies+Queried+On+Granting+of+Stock+Options&title=New+York+Times&issn=03624331&date=2006-05-20&volume=&issue=&spage=C.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 2006","Those companies were Affiliated Computer Services, Brooks Automation, Caremark Rx, Comverse Technology, Jabil Circuit, Mercury Interactive, SafeNet, UnitedHealth and Vitesse Semiconductor. [UnitedHealth] and executives including the chief executive, William W. McGuire, and the president, Stephen J. Hemsley, were sued in Federal District Court in Minnesota by shareholders. The suit seeks unspecified restitution and damages, as well as corporate governance changes and a trust for future option contracts. On Wednesday, Vitesse fired its chief executive, Louis Tomasetta, and two other executives and expanded its stock option inquiry to include the recording of revenue. Chris Gardner, the new chief of Vitesse, declined to comment on the subpoena.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 2006: C.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,433344515,"United States, New York, N.Y.",English,20-May-06,Subpoenas; Executive compensation; Investigations; Stock options,New York Times,News,,,,,,,
+Oracle Results In 2nd Quarter Meet Forecasts,"New York Times, Late Edition (East Coast); New York, N.Y.",2005,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/oracle-results-2nd-quarter-meet-forecasts/docview/433235439/se-2?accountid=14586,"The Oracle Corporation yesterday reported quarterly sales and profits that met Wall Street expectations as a strong performance in business software overcame sluggish growth in database software.
+The results, though mixed, suggest that Oracle is achieving some success in its strategy of buying business software companies to supplement its main business in database software for corporations.
+Oracle shares slipped in after-hours trading to $12.47 a share. In the regular trading session, the company's shares added 2 cents, to $12.83.
+Revenue from new licenses of business software rose 24 percent from a year ago, to $266 million, higher than most analysts had forecast.
+For more than a year, Oracle has been buying companies to add to its business applications offerings -- software that corporations use to manage their human resources, customer relations and finances, often tailored for individual industries.
+Oracle's strategy is to buy companies in a maturing market to gain the heft to challenge the leader in business software, SAP of Germany.
+Safra A. Catz, the chief financial officer, pointed to the results for the quarter, which was the second in the company's fiscal year, as evidence of the plan's success.
+As Oracle adds offerings, it is becoming ''a more important strategic partner to customers, so they are buying more,'' Ms. Catz said in a conference call with reporters.
+Last year, Oracle completed its $10.3 billion purchase of PeopleSoft, a maker of human resources software, after a hostile takeover campaign. Oracle reached agreement in September to buy Siebel Systems, a leader in sales automation software, for $5.85 billion. In March, it announced the purchase of Retek Inc., a supplier of software to retail chains, for $631 million.
+Lawrence J. Ellison, the chairman of Oracle, said in a conference call with analysts that the company must make more acquisitions if it is to achieve its goal of 20 percent annual growth in earnings per share over the next five years.
+Oracle reported net profit of 15 cents a share, down slightly from the year-earlier period. Excluding charges related to the PeopleSoft acquisition, Oracle reported 19 cents a share, which matched the average expectation of analysts polled by Thomson First Call.
+Revenue for the quarter increased 19 percent, to $3.3 billion. Excluding the charges from the PeopleSoft purchase, quarterly revenue was $3.4 billion, which was the Wall Street expectation.
+New license sales of database software and middleware software, which connects separate applications, rose just 5 percent, to $785 million.
+The performance of that business, noted Richard Sherlund, an analyst at Goldman Sachs & Company, was ''clearly a bit disappointing.''
+A stronger dollar, explained Ms. Catz, the chief financial officer, pulled down the sales results of the company's products. Without the currency effect, database license revenue would have increased about 9 percent in the quarter, she said.
+Ms. Catz dismissed any suggestion that Oracle's database business, which represents 75 percent of license revenue, might be feeling competitive pressure from low-cost database suppliers, including Microsoft and open-source database distributors like MySQL and Ingres.
+''We didn't feel any more competition this quarter than before,'' she said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Oracle+Results+In+2nd+Quarter+Meet+Forecasts&title=New+York+Times&issn=03624331&date=2005-12-16&volume=&issue=&spage=C.2&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 16, 2005","Last year, Oracle completed its $10.3 billion purchase of PeopleSoft, a maker of human resources software, after a hostile takeover campaign. Oracle reached agreement in September to buy Siebel Systems, a leader in sales automation software, for $5.85 billion. In March, it announced the purchase of Retek Inc., a supplier of software to retail chains, for $631 million. Oracle reported net profit of 15 cents a share, down slightly from the year-earlier period. Excluding charges related to the PeopleSoft acquisition, Oracle reported 19 cents a share, which matched the average expectation of analysts polled by Thomson First Call. Ms. [Safra A. Catz] dismissed any suggestion that Oracle's database business, which represents 75 percent of license revenue, might be feeling competitive pressure from low-cost database suppliers, including Microsoft and open-source database distributors like MySQL and Ingres.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Dec 2005: C.2.",11/15/17,"New York, N.Y.",,"Lohr, Steve",New York Times Company,,Newspapers,433235439,"United States, New York, N.Y.",English,16-Dec-05,Company reports; Financial performance; Software industry,New York Times,News,,,,,,,
+Panel Suggests Postal Service Should Close Some Offices,"New York Times, Late Edition (East Coast); New York, N.Y.",2003,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/panel-suggests-postal-service-should-close-some/docview/432450010/se-2?accountid=14586,"A presidential commission is recommending that money-losing post offices, many in small towns, be closed and that the Postal Service be given more freedom to change rates.
+The President's Commission on the United States Postal Service, appointed by President Bush to make recommendations on the future of the postal services, began voting on proposals today.
+While the commission rejects the idea of making the Postal Service a private company, several of its recommendations could have far-reaching impact on virtually all Americans if they are accepted by Congress and the president. The commission is to deliver its final report by the end of the month.
+One recommendation calls for creation of a panel to study the postal network and recommend closings and consolidations of post offices.
+''You don't necessarily need post offices, you need postal services delivered in the most convenient way,'' said the commission's co-chairman, Henry J. Pearce, chairman of the Hughes Electronics Corporation.
+Kiosks offering a wide variety of mail services are being opened in shopping malls, Mr. Pearce noted, and postal services can also be made available in grocery stores, banks and other places.
+Today's recommendations did not address the Postal Service's work force of about 850,000, though that is expected to be in the final report. Mr. Pearce said after the meeting that the work force needs to be ''right-sized'' in the face of automation and consolidation.
+In many communities, the post office owns valuable, centrally located real estate that could be sold to raise income, the commission noted. In other towns, where the post office has been a center of activity, the agency might donate the facility to the local government for use as a community center or town hall.
+The commission wants to see maximum local participation in the final decision on each office, said its other co-chairman, James A. Johnson, vice chairman of the merchant banking firm Perseus, L.L.C.
+The Postal Service, which has some 35,000 offices across the country, has long sought to close those it considers unnecessary. Those efforts have often been thwarted by Congress when communities complained that their post offices were vital even if they did lose money.
+With that in mind, the commission recommended that when a set of national recommendations is prepared for closings and consolidations, it take effect unless rejected in its entirety by Congress within 45 days.
+Neal Denton of the Alliance of Nonprofit Mailers, a trade group, said he expected the report to get a warm reception in Congress.
+A recommendation for more flexibility in setting rates is something the post office has sought for years, complaining often that the current process is too slow and cumbersome.
+Under the commission's plan, an independent agency would establish rate ceilings, with postal management able to change rates below that level to meet market needs and compete with other delivery services.
+''If any business in America had to operate under the constraints of the rate-setting process, it would be out of business,'' Mr. Pearce said.
+Still, the commission said rates should be raised as seldom as possible.
+And it said rates for services like first-class mail, where the Postal Service has a monopoly, should not be used to subsidize rates for items like overnight mail and parcel delivery, where the agency competes with other businesses.
+The Postal Service suffered a loss of $676 million last year, but is hoping to end this year about $600 million in the black. The agency, which does not receive taxpayer money for operations, has seen a decline in mail volume two years in a row for the first time. Factors in that decline include a weak economy, anthrax deaths and increasing electronic commerce.
+Elimination of the postal monopoly and privatization of the Postal Service have also been suggested. The commission rejected both ideas, though it said the agency should have a new, corporatelike board to govern it.
+Richard J. Strasser, the Postal Service vice president and chief financial officer, did not comment directly on the recommendations, but lauded the commission, saying, ''One has to be really impressed with the depth and quality of the recommendations they have put together.''
+Credit: AP",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Panel+Suggests+Postal+Service+Should+Close+Some+Offices&title=New+York+Times&issn=03624331&date=2003-07-17&volume=&issue=&spage=A.25&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 17, 2003","Today's recommendations did not address the Postal Service's work force of about 850,000, though that is expected to be in the final report. Mr. [Henry J. Pearce] said after the meeting that the work force needs to be ''right-sized'' in the face of automation and consolidation. Elimination of the postal monopoly and privatization of the Postal Service have also been suggested. The commission rejected both ideas, though it said the agency should have a new, corporatelike board to govern it. Richard J. Strasser, the Postal Service vice president and chief financial officer, did not comment directly on the recommendations, but lauded the commission, saying, ''One has to be really impressed with the depth and quality of the recommendations they have put together.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 July 2003: A.25.",11/15/17,"New York, N.Y.",United States US,,New York Times Company,,Newspapers,432450010,"United States, New York, N.Y.",English,17-Jul-03,Postal & delivery services; Cost control,New York Times,News,,,,,,,
+F.A.A. Faulted On Installation Of New System,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/f-faulted-on-installation-new-system/docview/432109033/se-2?accountid=14586,"A new air traffic system that is intended to power the radar screens of most of the nation's controllers has serious flaws and is not ready for use, according to the inspector general of the Transportation Department and the union that would maintain it.
+But the Federal Aviation Administration is moving ahead with the system's deployment anyway. The agency put it into service in Syracuse on Monday evening and is preparing to install it in Philadelphia.
+The inspector general, Kenneth Mead, wrote in a letter to the F.A.A. on Monday that the system, called the Standard Terminal Automation Replacement System, or Stars, had not undergone the independent testing customarily done before it is installed as operational. Mr. Mead said he had ''serious reservations'' about whether the system was ready for ''real world use.''
+He estimated the cost of the system at $1.7 billion, 80 percent more than its initial budget and almost four years behind schedule.
+The union, the Professional Airways System Specialists, also wants to halt the installations.
+An F.A.A. official said that the system could not be tested before being placed into service and that other new air traffic control equipment had been similarly deployed without independent testing.
+The system is intended for control towers and air traffic offices that generally handle lower-altitude traffic. It accepts data from many radars, decides which is most accurate and displays that on the controller's screen. The current system runs off a single radar at any given time.
+Faced with the union's opposition, the F.A.A. invoked a clause in federal law giving it the right to ''take whatever actions may be necessary to carry out the agency mission during emergencies.''
+Michael D. Fanfalone, the union president, said the problem was that lower-level officials at the agency had been telling the administrator, Jane Garvey, for months that the project was on budget and in compliance with a revised schedule.
+Scott Brenner, an agency spokesman, said the union might just be worried about losing work. An outside contractor could be brought in to maintain the new system, he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=F.A.A.+Faulted+On+Installation+Of+New+System&title=New+York+Times&issn=03624331&date=2002-06-05&volume=&issue=&spage=A.24&au=Wald%2C+Matthew+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 2002","The inspector general, Kenneth Mead, wrote in a letter to the F.A.A. on Monday that the system, called the Standard Terminal Automation Replacement System, or Stars, had not undergone the independent testing customarily done before it is installed as operational. Mr. Mead said he had ''serious reservations'' about whether the system was ready for ''real world use.'' Faced with the union's opposition, the F.A.A. invoked a clause in federal law giving it the right to ''take whatever actions may be necessary to carry out the agency mission during emergencies.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 2002: A.24.",11/15/17,"New York, N.Y.",,"Wald, Matthew L",New York Times Company,,Newspapers,432109033,"United States, New York, N.Y.",English,5-Jun-02,Radar; Aviation; Air traffic control,New York Times,News,,,,,,,
+Hoboken Mayor Seeks Inquiry On Delay in Building a Garage,"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/hoboken-mayor-seeks-inquiry-on-delay-building/docview/432102970/se-2?accountid=14586,"After years of delays and millions of dollars in cost overruns, the mayor of Hoboken has called for an independent investigation into the construction of this city's long-overdue automated parking garage.
+The garage, originally scheduled for completion in September 1999, has been delayed both by technical problems and by a protracted legal fight between the company hired to build the garage, Belcor, and a subcontractor, Robotic Parking Inc., assigned to develop the automation technology required for the project.
+In this revitalized riverfront town, which has a chronic shortage of parking, the garage has become an object of scorn for many residents and the butt of jokes about civic ineptitude.
+But with his call for an investigation, Mayor David Roberts gave voice to the frustrations of many here, and seemed intent on addressing concerns that the construction of the garage has been mismanaged, at best.
+''I have run out of patience,'' the mayor said in a statement released on Monday announcing the investigation. ''We are moving in and we are taking decisive action.''
+Mr. Roberts said the chief of the Hoboken Police Department, Carmen La Bruno, would lead a task force that would look into the construction of the garage, which is now nearly finished -- a year past the most recent deadline extension.
+Mr. La Bruno will work with Constantin Chassapis, the head of the mechanical engineering department at Stevens Institute of Technology, ''to investigate the past and current state'' of the garage. The mayor, who has asked for a report on the project in two weeks, said findings of criminal misconduct would be referred to the Hudson County prosecutor.
+''We are going to get to the bottom of this, and anyone who has violated the public trust will face consequences,'' Mr. Roberts said.
+Officials with the Hoboken Parking Authority, which oversees the garage project, did not immediately return calls seeking comment. But the agency's head told The Jersey Journal in an article published today that he welcomed the review.
+''We're trying to work along with the mayor,'' the paper quoted Frank Turso, the parking authority's chairman, as saying. ''I'm as frustrated as he is with the situation.''
+The mayor said the garage, which had a price tag of about $6 million when construction began in 1998, is now about $5 million over budget. Designed to park cars automatically using a system of computerized rollers and elevators, the garage is expected to house 324 cars for a monthly fee of about $200 apiece.
+Although the garage was largely completed at the beginning of the year, its opening has been further delayed by a series of tests to ensure that it meets minimum contractual performance guidelines; for example, the speed with which cars are moved in and out.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Hoboken+Mayor+Seeks+Inquiry+On+Delay+in+Building+a+Garage&title=New+York+Times&issn=03624331&date=2002-06-05&volume=&issue=&spage=B.5&au=Richard+Lezin+Jones&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 2002","The garage, originally scheduled for completion in September 1999, has been delayed both by technical problems and by a protracted legal fight between the company hired to build the garage, Belcor, and a subcontractor, Robotic Parking Inc., assigned to develop the automation technology required for the project. Mr. [David Roberts] said the chief of the Hoboken Police Department, Carmen La Bruno, would lead a task force that would look into the construction of the garage, which is now nearly finished -- a year past the most recent deadline extension. Mr. La Bruno will work with Constantin Chassapis, the head of the mechanical engineering department at Stevens Institute of Technology, ''to investigate the past and current state'' of the garage. The mayor, who has asked for a report on the project in two weeks, said findings of criminal misconduct would be referred to the Hudson County prosecutor.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 2002: B.5.",11/15/17,"New York, N.Y.",Hoboken New Jersey,Richard Lezin Jones,New York Times Company,,Newspapers,432102970,"United States, New York, N.Y.",English,5-Jun-02,Parking facilities; Investigations; Building construction,New York Times,News,,,,,,,
+L.I. @ Work:   [Long Island Weekly Desk ],"New York Times, Late Edition (East Coast); New York, N.Y.",2002,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/l-i-work/docview/432002102/se-2?accountid=14586,"AuthorAffiliation E-mail: libiz@nytimes.com
+Nastech to Develop Spray For Sexual Dysfunction
+The Nastech Pharmaceutical Corporation (Nasdaq: NSTK) of Hauppauge and the Pharmacia Corporation of Peapack, N.J., have agreed to develop and market a nasal spray to treat sexual dysfunction.
+Nastech has completed two safety and efficacy studies in men, and the second study in women is currently under way, the company said. The product is intended to relieve erectile dysfunction in men and difficulty in achieving orgasm in women by affecting the flow of dopamine in the brain.
+Nastech said it would receive a $3 million payment upon signing the deal, which could bring in as much as $45 million. Pharmacia also agreed to buy 250,000 shares of Nastech common stock for $5 million.
+Jaco Electronics Loss
+Jaco Electronics (Nasdaq: JACO) of Hauppauge said Wednesday that it had posted a net loss of $1.3 million for the fiscal second quarter, ended Dec. 31, compared with a profit of $4 million for the same period last year. Sales dropped to $42.4 million compared with $100.2 million during the same period last year.
+Joel Girsky, Jaco's chairman and chief executive, said the quarter's results reflected an industrywide downturn. Jaco is a distributor of electronic components to manufacturers.
+Around the Island
+The CoActive Marketing Group (Nasdaq: CMKG) of Great Neck reported on Monday that net income for the third fiscal quarter, ended Dec. 31, was $264,000, compared with $88,000 for the same quarter a year ago. Sales for the quarter increased to $12.6 million compared with $11.1 million. . . . The Chyron Corporation (OTC: CYRO) of Melville announced on Tuesday that it had reduced its work force by a quarter, from about 250 to 190. The restructuring saved the company over $2.7 million in the third quarter, Roger Henderson, its chief executive, said. Chyron provides graphics and automation systems for the television broadcasting industry. . . . Newlight Associates, a venture fund in Jericho, has secured $2 million in financing for Wasabi Systems, a Manhattan company that provides a computer operating system for cell phones, cable television boxes and other devices.Compiled by Warren Strugatch",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=L.I.+%40+Work%3A+%5BLong+Island+Weekly+Desk%5D&title=New+York+Times&issn=03624331&date=2002-02-10&volume=&issue=&spage=14LI.6&au=Compiled+by+Warren+Strugatch&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14LI,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 10, 2002","The CoActive Marketing Group (Nasdaq: CMKG) of Great Neck reported on Monday that net income for the third fiscal quarter, ended Dec. 31, was $264,000, compared with $88,000 for the same quarter a year ago. Sales for the quarter increased to $12.6 million compared with $11.1 million. . . . The Chyron Corporation (OTC: CYRO) of Melville announced on Tuesday that it had reduced its work force by a quarter, from about 250 to 190. The restructuring saved the company over $2.7 million in the third quarter, Roger Henderson, its chief executive, said. Chyron provides graphics and automation systems for the television broadcasting industry. . . .","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Feb 2002: 6.",11/15/17,"New York, N.Y.",,Compiled by Warren Strugatch,New York Times Company,,Newspapers,432002102,"United States, New York, N.Y.",English,10-Feb-02,,New York Times,NEWSPAPER,,,,,,,
+"Chief of Swiss Electrical Giant Resigns, Citing Declining Profit","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/chief-swiss-electrical-giant-resigns-citing/docview/431908861/se-2?accountid=14586,"Percy Barnevik, the chairman of ABB, Europe's biggest electrical engineering group, unexpectedly stepped down today, saying he was taking his share of responsibility for the sagging profits and stock price at the company he was instrumental in shaping.
+The company evidently had enough warning of the move to line up an immediate replacement. It said today that Jurgen Dormann, the chairman and chief executive of the French drug maker Aventis and a member of ABB's board, had been nominated to succeed Mr. Barnevik. Aventis did not say today how the move would affect its management.
+In 22 years at ABB, including 5 in the top post, Mr. Barnevik, 51, pursued an aggressive acquisition policy, buying up some 200 companies, in an effort to make the company the leading international player in its field. But as his strategy flagged, the company piled up $6.3 billion in debt.
+He also drew withering criticism from the maverick Swiss financier Martin Ebner, ABB's biggest investor, with a 10.1 percent stake. Mr. Ebner took issue with Mr. Barnevik's results at ABB and as the nonexecutive chairman of Investor AB, the giant Swedish holding company, but he is seen as more favorably inclined toward Mr. Dormann.
+ABB's stock fell by almost two-thirds this year before recovering a bit in recent weeks; it closed today at $10.68 a share, down 32 cents.
+Mr. Barnevik played a central role in the 1987 merger of Asea of Sweden and Brown Boveri of Switzerland to form ABB. As chief executive, he built it up to 200,000 employees and $30 billion in annual sales. After becoming chairman in 1996, he began to steer ABB away from heavy-industrial businesses like building and equipping power plants, and toward automation and control systems.
+The company lost another top executive earlier this year when Jorgen Centerman replaced Goran Lindahl as chief executive.
+Investors were infuriated when, in the course of listing its stock on the New York Stock Exchange, ABB disclosed that 90,000 asbestos-related lawsuits were pending against it, potentially costing it hundreds of millions of dollars more than originally estimated.
+Photograph Percy Barnevik's resignation as ABB's chairman was unexpected. (Universal Pictorial Press)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chief+of+Swiss+Electrical+Giant+Resigns%2C+Citing+Declining+Profit&title=New+York+Times&issn=03624331&date=2001-11-22&volume=&issue=&spage=W.1&au=Olson%2C+Elizabeth&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 22, 2001","He also drew withering criticism from the maverick Swiss financier Martin Ebner, ABB's biggest investor, with a 10.1 percent stake. Mr. Ebner took issue with Mr. [Percy Barnevik]'s results at ABB and as the nonexecutive chairman of Investor AB, the giant Swedish holding company, but he is seen as more favorably inclined toward Mr. [Jurgen Dormann]. Mr. Barnevik played a central role in the 1987 merger of Asea of Sweden and Brown Boveri of Switzerland to form ABB. As chief executive, he built it up to 200,000 employees and $30 billion in annual sales. After becoming chairman in 1996, he began to steer ABB away from heavy-industrial businesses like building and equipping power plants, and toward automation and control systems.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Nov 2001: W.1.",11/15/17,"New York, N.Y.",,"Olson, Elizabeth",New York Times Company,,Newspapers,431908861,"United States, New York, N.Y.",English,22-Nov-01,Resignations; Chairman of the board; Electrical engineering; Appointments & personnel changes,New York Times,News,,,,,,,
+Movers and Shakers Of Broadway Scenery,"New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/movers-shakers-broadway-scenery/docview/431899499/se-2?accountid=14586,"LAST night, Mike Kearns made sure the stars came out and the good guy got away. That is his job. As production carpenter for the Broadway play ''Aida,'' he is in charge of the things that disappear and appear on stage, illusions like a two-story swimming pool, flying water nymphs and a river that shakes out from the sky.
+Five blocks away, Richard Patria stepped into an office that hangs suspended above the stage at the St. James Theater. There he dropped down the New York City skyline, a prison cell and a city park.
+As head flyman for ''The Producers,'' he is in charge of the ropes and the pulleys that lift and lower scenery or store it in the ceiling.
+Today's theater is complicated and demanding, and the industry has created its own infrastructure of technicians, designers and builders. Sets are built of steel and Fiberglas and are automated by computers. The old-timers still talk of the days when, as the saying goes: ''Scenery was wood and the men were steel.''
+Mr. Kearns and Mr. Patria are two of the dozens of Connecticut residents who make their living working in this invisible, essential subculture. Both are members of the International Alliance of Theatrical Stage Employees, the Motion Picture Machine Operators and Related Crafts of the United States and Canada, shortened and referred to as I.A.T.S.E.
+The Connecticut theatrical infrastructure starts with scenic design and production houses like ShowMotion in Norwalk and Atlas Scenic Studio in Bridgeport. ShowMotion specializes in building scenery and the hydraulics, automation and mechanics that move it and power special effects on stage.
+Those who have seen ''Beauty and the Beast,'' ''Aida,'' ''Rocky Horror Picture Show'' or ''42nd Street'' have seen ShowMotion's talent in action.
+At Atlas, Leo Meyer creates painted scenery and backdrops that have been in ''A Thousand Clowns,'' ''Rent'' and the touring production of ''The Best Little Whorehouse in Texas.''
+William Mensching, owner and president of ShowMotion, is a fourth-generation theater technician. His great-grandfather moved scenery for vaudeville.
+This is typical in the business. Mr. Meyer has been painting and creating fantasies for 32 years. Alliance Scenic, also in Bridgeport, has only been operating for two years, but its owner, Jamie Brennan, has been an actor, a master carpenter and a technical director for nearly 20 years.
+Since so much of Broadway's machinery is built in Connecticut, someone has to load it up on trucks and take it to New York. The Anthony Augliera Moving & Storage in West Haven has been transporting theatrical effects since 1910. The slogan on the side of the trucks reads ''Hauling Broadway Since Vaudeville.''
+''My grandfather came over here from Italy and started the business,'' Robert Augliera said. ''Back then he hauled equipment by horse and wagon. Shows used to premiere in New Haven, travel to Boston if they were successful, and then he'd take the hit shows to Broadway.''
+Loading and unloading a show's equipment can be dicey. Despite fastidious architectural plans and measurements that have been checked and re-checked, things often do not go the way they are supposed to.
+''Tolerances are extremely close,'' Mr. Meyer said. ''There's little or no margin for things to be even a quarter of an inch off.'''
+Space backstage and above the stage is precious.
+Joe Patria, who was responsible for the loading in of all the equipment, backdrops, and scenery for ''The Producers,'' said, simply, that it was not going to fit.
+But it did fit -- somehow. They slid the walls of the faux Shubert Theater next to the walls of the offices of the producers next to the offices of the accountants, the director's apartment, the jury box and the judge's bench. They found room for the mammoth front door of the Shubert Theater, a 14-foot fountain that spews real water, a rooftop, a bunch of pigeons in a coop and a motorcycle.
+There are as many stagehands working backstage as there are actors. That they can find their way around in the dark without tipping over sets and colliding head-on is a wonder.
+There is no category for stagehands at the Tony Awards, but when the scenic designer Robert Wagner accepted his Tony, he thanked the men who loaded that show.
+''It never could have happened without Joe Patria,'' he said.
+Furthermore, theaters, like people, change over the years. For ''Cats'' at the Winter Garden, for example, a few rows of seats were removed and a ''catwalk'' was built out into the house. When ''Cats'' closed, the producers were obligated to return the theater to its original condition. But the technicians who load in the new play, ''Mamma Mia!,'' must be vigilant. The difference of a few inches can mean trouble.
+There is one book, long out of print, that gives architectural plans and measurements of all the theaters in New York, but since there have been changes made to the stages and the space around them over the years, that book can only be used as a place to start.
+''We always have to go measure before we start anything,'' Mr. Mensching said.
+Few jobs demand such an intimate relationship with the walls and the basement of the workplace. Stagehands must know the dimensions of the stage floor, the depth of the orchestra pit and the height of the proscenium arch. They have to know the nooks and crannies stage right and left, where things are plugged in, hung up, stored and leaned against the wall. And they have to know it all with the lights out.
+''You can't be a stagehand until you can see in the dark,'' said John Hatch, a career stagehand who lives in Trumbull.
+Like a lot of the local stagehands, he came up through the ranks, building scenery at Show Motion in Norwalk and hauling sets at the Westport Country Playhouse and the Shubert in New Haven.
+When stagehands land a Broadway show, they have made the big time.
+They work 12- to 14-hour days loading a show, making it work, memorizing the floor plans and headroom and hooks on the walls. They know the surface of the walls and the number of rungs on the ladder to climb up to the fly floor, and how long it takes to get there in a hurry.
+They are as possessive of the show they are working on as they are intimate with the theater building. During discussions a stagehand will often refer to ''my show'' as in ''My show got good reviews or how's your show doing?''
+They have to love what they do because they work six nights a week, 12-hour days when there are matinees, and every holiday.
+''I used to work those hours, too,'' said Jennifer Miko, who lives in West Haven with her husband, Joseph, a career stagehand and sound engineer. ''I was the manager of the Palace Performing Arts Center in New Haven, so we worked the same hours.''
+Once they had children, she got a job with flexible daytime hours as the Web site manager at the Goldratt Institute.
+''Joe would be home mornings and afternoons and I came home to two clean, well-fed, sleepy, happy babies when he went off to work,'' she said.
+Then ''Riverdance'' closed and Mr. Miko began to break the show down and take it out of the theater, which is called unloading. Since he now works daytime hours, Mrs. Miko has been home during the day.
+''It's bizarre being home during the day with my two babies, she said. ''It's normal, but for us, normal is bizarre.''
+For Mr. Miko, it has been unusual, too, but in other ways. He is used to being at home when his children wake up. He misses saying good morning to them, so now he plans his walk to the theater by way of the ''Today'' program at Rockefeller Center. He calls home on his cell phone, finds the television cameras and waves to his family.
+Joe Patria's wife, Millie, used to be wardrobe supervisor at the American Shakespeare Festival Theater in Stratford. She understands the demands of the business. She also appreciates the perks.
+''I've traveled to Paris with 'Les Miz,' London with 'Phantom,' '' she said. ''We've been all over.''
+Guy Patria, who is Joe's son, married his high school sweetheart Kimberly.
+''She knew the family,'' Guy said. She always knew the schedule from the beginning.''
+Richard Patria worked conventional hours for a few years, but when he had the chance to work backstage again, his wife, Patty, said, ''You miss the theater, don't you?''
+''Yeah,'' he said. ''I do.''
+And then he went back.
+Nina Keneally is a producer who met her husband, Ken, when they were both working on ''Sophisticated Lady.''
+''A stagehand's wife has to either work in the business or have an extremely strong support system, a strong family,'' she said.
+Millicent Petrafesa of Fairfield became familiar with the theater business through her husband, John, who died last summer.
+''I met John in college,'' she said. He started working at the Shubert Theater when he was 14. He worked the circus, ice shows, everything. He loved theater. He owned a theatrical supply company. He built shows. He was a stagehand. He knew both sides of the business. He always said that there was nothing more exciting than the houselights dimming, the curtain going up and everything falling into place.''
+Their son, John Petrafesa Jr., is currently the sound engineer at ''The Music Man,'' and his wife, Melissa, is a stage manager. ''It's a tight business,'' she said. ''Even if you're not family, you're family.''
+Connecticut stagehands have their regular commute on Metro North from Fairfield, Trumbull, Stratford, Bridgeport and beyond. On a random afternoon, besides the Patrias, there might be Bill Partello, from Middletown, (''The Full Monty''), Brian Munroe from Bridgeport (''Blast!''), Ron Fedeli and Ken Keneally (''Les Miserables''), or Wayne Smith (''Proof'').
+They sit in the same car, shake open their newspapers, exchange gossip, or take a nap on an afternoon train that arrives in time for set-up at 6 p.m.
+When things are set, they waste the half hour or so before showtime hanging around outside the stage doors like bored teenagers. But when the curtain goes up, they are all in place.
+They are at the back of the house, hunkered over the sound board, fingers splayed over the controls like a concert pianist. Or they are backstage, essential and invisible in the dark, everyone working in sync, taking cues from blinking lights, dance steps, costume changes, and trombones.
+''We're creating an illusion here,'' Mr. Hatch said. ''That's our job.''
+Photograph Above, Jack Cennamo, a carpenter for ShowMotion, works on ''The Producers.'' Left, Ken Keneally, a carpenter, controls all the props and backdrops for ''Les Miserables.'' (Photographs by Rob Schoenbaum for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Movers+and+Shakers+Of+Broadway+Scenery&title=New+York+Times&issn=03624331&date=2001-10-07&volume=&issue=&spage=14CN.4&au=Daley%2C+Sherri&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,14CN,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 7, 2001","The Connecticut theatrical infrastructure starts with scenic design and production houses like ShowMotion in Norwalk and Atlas Scenic Studio in Bridgeport. ShowMotion specializes in building scenery and the hydraulics, automation and mechanics that move it and power special effects on stage. Since so much of Broadway's machinery is built in Connecticut, someone has to load it up on trucks and take it to New York. The Anthony Augliera Moving & Storage in West Haven has been transporting theatrical effects since 1910. The slogan on the side of the trucks reads ''Hauling Broadway Since Vaudeville.'' Connecticut stagehands have their regular commute on Metro North from Fairfield, Trumbull, Stratford, Bridgeport and beyond. On a random afternoon, besides the Patrias, there might be Bill Partello, from Middletown, (''The Full Monty''), Brian Munroe from Bridgeport (''Blast!''), Ron Fedeli and Ken Keneally (''Les Miserables''), or Wayne Smith (''Proof'').","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Oct 2001: 4.",11/15/17,"New York, N.Y.",,"Daley, Sherri",New York Times Company,,Newspapers,431899499,"United States, New York, N.Y.",English,7-Oct-01,,New York Times,NEWSPAPER,,,,,,,
+"ABB, Reporting Lower Profit, Will Cut 12,000 Jobs","New York Times, Late Edition (East Coast); New York, N.Y.",2001,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/abb-reporting-lower-profit-will-cut-12-000-jobs/docview/431795384/se-2?accountid=14586,"ABB Ltd., Europe's largest electrical engineering group, reported a 21 percent drop today in half-year profit and said it would shed 12,000 jobs, or 8 percent of its work force, to try to counter the global economic slowdown.
+It also pared its 2001 profit outlook.
+Shares in the company, which is based in Zurich, slid 18 percent on the news, losing 4.35 Swiss francs to close at 19.25 francs. In New York, its American depository receipts fell 17 percent, to close at $11.35. The company's market value has tumbled 55 percent this year.
+''This is a very bad blow to ABB's management credibility,'' an ABN Amro analyst, Gabriel Hors, said in a note to investors.
+Jorgen Centerman, the chief executive of ABB, said in a telephone interview that the company's ''underlying operational performance is improving,'' although he acknowledged that new orders were down 7 percent, to $12.6 billion, and revenue in the first half was flat, at $11.1 billion.
+He said that ''uncertainty in the investment climate as the U.S. slowdown spread into Europe and Asia'' was the cause of the decrease in orders. And he also said that he was ''taking action now to improve our competitiveness, as we expect challenging conditions in the next 12 months.''
+Mr. Centerman took over as ABB's chief executive in January, after former president Goran Lindahl was dismissed by the board.
+Mr. Centerman is trying to retool ABB, which has traditionally focused on building dams and managing other major engineering projects, to become a major supplier of automation and control systems, like climate controls for building.
+That strategy, however, was undermined today when a British competitor, Ivensys P.L.C., issued its third profit warning since September, and said it would move ahead with its own job-cutting measures.
+Earlier this month, two other ABB rivals, the Emerson Electric Company and the Rockwell International Corporation, announced layoffs and reduced profit forecasts.
+ABB is under pressure from Martin Ebner, a Swiss corporate raider, whose investment fund, the BZ Group, owns 10 percent of the company.
+Mr. Ebner has criticized ABB for not warning investors about the company's asbestos-related liabilities, which were made public when the company listed its shares on the New York Stock Exchange this year.
+The costs, connected to a defunct subsidiary, Combustion Engineering Inc., could be hundreds of millions of dollars more than originally disclosed, investors fear.
+The company said income from continuing operations fell 40 percent in the first half, to $329 billion. Net income fell 76 percent over the same period, although last year's net included a one-time gain of $548 million from the sale of its Power Generation company.
+ABB revised its 2001 profit forecast, saying revenue growth would lag in the first half of the year but the second half ''expected to see higher comparative earnings growth.'' It lowered its target for earnings before interest and tax, a performance measure known as EBIT, to 9 to 10 percent of sales by 2005 from 12 percent.
+''The order intake was below what was expected, and the EBIT and income were lower than expected -- and it won't meet it's 2001 target,'' said Kevin Lyne-Smith of Bank Julius Baer, which reduced its recommendation on ABB shares to ''sell.''
+In the last two months, the number of orders worth less than $15 million -- which are the bulk of its business and provide its greatest margins -- dropped to single digits. Before the slowdown began in May, ABB had won a $300 million contract to build two high-voltage power transmissions systems in Brazil.
+One-third of the job losses will come from attrition, ABB said.
+At the end of June, ABB had 163,838 employees around the world.
+Photograph An ABB factory in Baden, Switzerland. The company, Europe's largest electrical engineering group, said yesterday that it had been hurt by the global economic slump, which has caused new orders to fall 7 percent. (Agence France-Presse)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABB%2C+Reporting+Lower+Profit%2C+Will+Cut+12%2C000+Jobs&title=New+York+Times&issn=03624331&date=2001-07-25&volume=&issue=&spage=W.1&au=Olson%2C+Elizabeth&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,W,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 25, 2001","Jorgen Centerman, the chief executive of ABB, said in a telephone interview that the company's ''underlying operational performance is improving,'' although he acknowledged that new orders were down 7 percent, to $12.6 billion, and revenue in the first half was flat, at $11.1 billion. Mr. [Centerman] is trying to retool ABB, which has traditionally focused on building dams and managing other major engineering projects, to become a major supplier of automation and control systems, like climate controls for building. ''The order intake was below what was expected, and the EBIT and income were lower than expected -- and it won't meet it's 2001 target,'' said Kevin Lyne-Smith of Bank Julius Baer, which reduced its recommendation on ABB shares to ''sell.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 July 2001: W.1.",11/15/17,"New York, N.Y.",,"Olson, Elizabeth",New York Times Company,,Newspapers,431795384,"United States, New York, N.Y.",English,25-Jul-01,Layoffs; Company reports; Financial performance,New York Times,News,,,,,,,
+Wal-Mart Lowers Its Prices At Stores Across Germany,"New York Times, Late Edition (East Coast); New York, N.Y.",2000,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/wal-mart-lowers-prices-at-stores-across-germany/docview/431357844/se-2?accountid=14586,"Wal-Mart Stores Inc. has circled quietly over German retailers for nearly two years. Today, it attacked.
+The company, which acquired two German supermarket chains in the last two years, began its first big price-cutting campaign, on products ranging from white chocolate to vacuum cleaners.
+The move sent a chill through German retailers, which have already been battered by price wars and have been terrified about Wal-Mart ever since it arrived in this country.
+Shares of Metro A.G., which is based in Cologne and is Germany's biggest retailer, dropped 4.4 percent on the news, to 51.05 euros ($52.37). Shares in KarstadtQuelle A.G., another major competitor, plunged 6.1 percent, to 37.5 euros ($38.47).
+Both companies had already been among Germany's worst performing stocks in 1999, dropping sharply last year while the DAX index of blue-chip German stocks soared 39 percent.
+Wal-Mart, the world's biggest and most fiercely competitive retailing company, was a big reason for that decline. Its prowess in cost-cutting and inventory automation, as well as its friendly customer service, contrast sharply with the sluggishness and often grim countenance at Germany's biggest stores.
+The prospect of a German retail price war contributed to a sell-off in Wal-Mart stock today as well. Its shares fell $2.25, or 3.8 percent, to $66.875 on the New York Stock Exchange.
+Although German stores have become much friendlier in the last few years, even the biggest are unreliable about keeping products in stock from one week to the next. Unlike American stores, they do not ordinarily provide grocery bags. At many, customers have to pay a one-mark deposit to use a grocery cart.
+Wal-Mart, which deploys ''people greeters'' at the entrances to all its stores, has thus far moved cautiously in Germany. After acquiring the Interspar chain of supermarkets in 1997 and the Wertkauf chain in 1998, it has spent most of its time overhauling computer systems.
+The company has only converted 10 of its 95 German stores to the complete Wal-Mart name and format, with another 40 to be remodeled this year and the rest to be completed in 2001.
+But today, the company said that the installation of new information-management systems and electronic-ordering links with suppliers enabled it to start reducing retail prices on several hundred items by about 20 percent.
+The products, which range from baby clothing and food to cordless telephones, account for a fraction of the 120,000 products at many Wal-Mart stores.
+Company executives said the reductions were merely the first in a series of rollbacks aimed at enticing new customers. ''This is just the beginning of our efforts,'' Ron Tiarks, president of Wal-Mart Germany, said in a statement.
+For all its success, Wal-Mart is nonetheless entering an extremely combative market.
+Big German retailers have been under intense price pressure for several years, largely because German consumers have been quick to switch stores in pursuit of lower prices.
+One of the toughest competitors has been Aldi's, a privately owned chain of low-priced grocery stores with grim service, total discontinuity from one week to the next and rock-bottom prices on whatever products its managers are able to acquire in large supplies.
+In 1998, Aldi's made nationwide news by selling tens of thousands of personal computers in a single day, even though Aldi's primary business is in groceries.
+Wal-Mart will face the same problem that has bedeviled most of its German rivals: persistently weak demand from consumers. Thanks to modest wage increases, tax increases and economic insecurity, German consumers have refused to increase their spending for the last several years.
+Economic growth is expected to accelerate to 2.7 percent, from 1.4 percent in 1999, and the unemployment rate may well slip below 10 percent for the first time in years. But Germany's association of retailers is not especially optimistic. It recently reported that store sales inched up a half of a percentage point in 1999 and predicted that sales would remain flat in 2000.
+Chart ''A Shot Across the Bow''
+Wal-Mart's move to cut prices by up to 20 percent on many items in its 95 stores in Germany contributed to a sell-off in the shares of big German retailers, which already had been under pressure because of price discounting.
+Graphs track the dialy closing price of Metro A.G.; Karstadt-Quelle A.G.; and Spar Handels A.G. shares since Thursday, December 23.
+German stock markets were closed on Friday, Dec. 24, and Friday, Dec. 31.
+(Source: Bloomberg Financial Markets)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Wal-Mart+Lowers+Its+Prices+At+Stores+Across+Germany&title=New+York+Times&issn=03624331&date=2000-01-04&volume=&issue=&spage=C.4&au=Andrews%2C+Edmund+L&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 4, 2000","Wal-Mart, the world's biggest and most fiercely competitive retailing company, was a big reason for that decline. Its prowess in cost-cutting and inventory automation, as well as its friendly customer service, contrast sharply with the sluggishness and often grim countenance at Germany's biggest stores. Wal-Mart, which deploys ''people greeters'' at the entrances to all its stores, has thus far moved cautiously in Germany. After acquiring the Interspar chain of supermarkets in 1997 and the Wertkauf chain in 1998, it has spent most of its time overhauling computer systems. Company executives said the reductions were merely the first in a series of rollbacks aimed at enticing new customers. ''This is just the beginning of our efforts,'' Ron Tiarks, president of Wal-Mart Germany, said in a statement.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Jan 2000: C.4.",7/9/19,"New York, N.Y.",Germany,"Andrews, Edmund L",New York Times Company,,Newspapers,431357844,"United States, New York, N.Y.",English,4-Jan-00,,New York Times,News,,,,,,,
+Aurum Software Is Acquired for $250 Million,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/aurum-software-is-acquired-250-million/docview/430777442/se-2?accountid=14586,"The Baan Company, a Dutch software concern, said yesterday that it had agreed to buy Aurum Software Inc. in a stock deal worth about $250 million. The transaction values Aurum at about $21 a share. Baan will issue about 0.3559 common share for each outstanding share of Aurum stock. Baan stock ended yesterday at $60.50, down $1.625 a share, in Nasdaq trading. Aurum was halted before the close at $17.125, up 50 cents a share. Baan makes business software solutions for clientserver networks. Aurum, which is based in Santa Clara, Calif., makes automation software for sales and telemarketing.
+Credit: Bridge News",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Aurum+Software+Is+Acquired+for+%24250+Million&title=New+York+Times&issn=03624331&date=1997-05-14&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04570325&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 14, 1997","The Baan Company, a Dutch software concern, said yesterday that it had agreed to buy Aurum Software Inc. in a stock deal worth about $250 million. The transaction values Aurum at about $21 a share. Baan will issue about 0.3559 common share for each outstanding share of Aurum stock. Baan stock ended yesterday at $60.50, down $1.625 a share, in Nasdaq trading. Aurum was halted before the close at $17.125, up 50 cents a share. Baan makes business software solutions for clientserver networks. Aurum, which is based in Santa Clara, Calif., makes automation software for sales and telemarketing.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 May 1997: 4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430777442,"United States, New York, N.Y.",English,14-May-97,Acquisitions & mergers; Software industry,New York Times,News,,,,,,,
+Administration to Propose Overhaul at the I.R.S.,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/administration-propose-overhaul-at-i-r-s/docview/430749675/se-2?accountid=14586,"The Clinton Administration on Monday will propose significant changes in the management and operations of the Internal Revenue Service to address serious deficiencies in tax collection and expensive failures in automation projects.
+The Deputy Treasury Secretary, Lawrence H. Summers, plans to describe a series of steps to tighten executive control of I.R.S. while giving managers greater flexibility in personnel and spending decisions.
+The proposal, first reported by The Washington Post in its Monday issue, is to be outlined in a speech before the Tax Executives Institute here by Mr. Summers, who is also the chairman of committee that was formed to oversee the troubled tax agency.
+He said tonight that the Administration expected to replace the departing I.R.S. Commissioner, Margaret Richardson, with an executive experienced in large technology projects and unwieldy organizations.
+The agency has traditionally been run by an expert in tax law, a practice that many outsiders say has contributed to the agency's problems in developing efficient computer systems for collecting taxes and answering taxpayer questions.
+The proposal comes just when the tax agency is under attack for weaknesses in internal financial management, and the tax system itself is being criticized for perceived inequities in the tax burden imposed on different classes of citizens.
+The agency has spent nearly $4 billion over the last decade in an effort to modernize its hundreds of computer systems. Government auditors say much of the money has been wasted on ill-conceived projects that have done little to improve tax compliance or customer service.
+Uncollected taxes are estimated at $140 billion, in part because the agency's various computer systems cannot communicate with one another. The Administration plan is devised to rationalize I.R.S. technology projects, assign more work to outside contractors and insure closer oversight by its parent agency, the Treasury Department.
+The Administration will propose legislation to allow senior I.R.S. officials greater leeway in hiring professionals, including higher pay to attract qualified specialists from the private sector and bonuses to retain talented staff, Mr. Summers said.
+He also said the agency had been hobbled in its efforts to modernize by the vagaries of the Congressional appropriations process.
+''We believe it will be necessary over time to permit greater budget flexibility on capital spending decisions, which currently are on a short and volatile tether,'' Mr. Summer said in a telephone interview tonight.
+The Administration will also ask Congress to consider increasing, rather than decreasing, the agency's budget. Mr. Summers argued that enforcement and customer service would remain labor intensive.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Administration+to+Propose+Overhaul+at+the+I.R.S.&title=New+York+Times&issn=03624331&date=1997-03-17&volume=&issue=&spage=A.13&au=Broder%2C+John+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04467878&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 17, 1997","The Clinton Administration on Monday will propose significant changes in the management and operations of the Internal Revenue Service to address serious deficiencies in tax collection and expensive failures in automation projects. The Deputy Treasury Secretary, Lawrence H. Summers, plans to describe a series of steps to tighten executive control of I.R.S. while giving managers greater flexibility in personnel and spending decisions. The proposal, first reported by The Washington Post in its Monday issue, is to be outlined in a speech before the Tax Executives Institute here by Mr. Summers, who is also the chairman of committee that was formed to oversee the troubled tax agency.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]17 Mar 1997: 13.",11/15/17,"New York, N.Y.",,"Broder, John M",New York Times Company,,Newspapers,430749675,"United States, New York, N.Y.",English,17-Mar-97,Governmental reform,New York Times,News,,,,,,,
+Norand Sale to Western Atlas Sends Stock up 69%,"New York Times, Late Edition (East Coast); New York, N.Y.",1997,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/norand-sale-western-atlas-sends-stock-up-69/docview/430717987/se-2?accountid=14586,"Western Atlas Inc. has agreed to acquire the Norand Corporation, a developer of mobile computing systems and wireless data communications networks, for $261.3 million in cash, the companies said yesterday. Western Atlas will offer $33.50 a share for all 7.8 million shares of Norand common stock outstanding through a cash tender offer. Shares of Norand, based in Cedar Rapids, Iowa, surged $13.625 yesterday, or 69 percent, to $33. Western Atlas shares closed down $2, to $70.125. Western Atlas, based in Beverly Hills, Calif., is a global supplier of oilfield information services and industrial automation systems with annual revenue of more than $2.5 billion.
+Credit: Reuters",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Norand+Sale+to+Western+Atlas+Sends+Stock+up+69%25&title=New+York+Times&issn=03624331&date=1997-01-23&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04401192&rft_id=info:doi/,D,General Inte rest Periodicals--United States,3624331,"Copyright New York Times Company Jan 23, 1997","Western Atlas Inc. has agreed to acquire the Norand Corporation, a developer of mobile computing systems and wireless data communications networks, for $261.3 million in cash, the companies said yesterday. Western Atlas will offer $33.50 a share for all 7.8 million shares of Norand common stock outstanding through a cash tender offer. Shares of Norand, based in Cedar Rapids, Iowa, surged $13.625 yesterday, or 69 percent, to $33. Western Atlas shares closed down $2, to $70.125. Western Atlas, based in Beverly Hills, Calif., is a global supplier of oilfield information services and industrial automation systems with annual revenue of more than $2.5 billion.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Jan 1997: 3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,430717987,"United States, New York, N.Y.",English,23-Jan-97,Acquisitions & mergers; Stock prices; Wireless communications,New York Times,News,,,,,,,
+"We're Leaner, Meaner and Going Nowhere Faster","New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/were-leaner-meaner-going-nowhere-faster/docview/430576591/se-2?accountid=14586,"FOR years, Americans have been told to place their hopes for a better standard of living in the huge investments in automation and computers and in the tens of millions of layoffs intended to make the nation more efficient and productive. And now there is a growing acknowledgment among economists and others that this strategy has not worked.
+What this means, if that conclusion in fact solidifies as a broad consensus, is that many of the layoffs might have been in vain. After nearly 25 years of only minor increases in what economists call productivity, the great hope of an economy vigorous enough to raise just about everyone's income level is still just a hope.
+Without rising productivity, an economy cannot really boom. Productivity is the amount, valued in dollars, that a worker produces in a given hour, using computers, or complicated machinery, or a telephone, or a hammer and wrench, or simply one's head and hands, working alone or in teams or on an assembly line. From the late 19th century until the early 1970's, productivity rose smartly most of the time, helped along by technological innovations. That made possible annual raises that, in effect, allowed millions of Americans to pocket ever-growing shares of their own rising output.
+But since the early '70's, the improvements have been small: 1 percent annually compared with nearly 2 percent or more in many earlier years. As a result, incomes for most people have stagnated. Achieving a breakthrough in productivity has become a national obsession. How-to books proliferate on the subject. Chief executives proclaim that at their own companies productivity is rising, and that is often true. But the nation as a whole has not made the leap, although both Bob Dole and Bill Clinton promise that their policies will do the trick.
+''The hype about productivity has been much greater than the performance,'' said Robert M. Solow, a Nobel laureate in economics, reflecting a view widely held in his profession. ''Maybe we have gotten so good at hype that the information revolution seems bigger to us than the electric motor seemed when it was invented. But the electric motor had a big impact on how many shirts you could sew in a day.''
+Industrial Winners",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=We%27re+Leaner%2C+Meaner+and+Going+Nowhere+Faster&title=New+York+Times&issn=03624331&date=1996-05-12&volume=&issue=&spage=4.1&au=Uchitelle%2C+Louis&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/04063414&rft_id=info:doi/,4,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 12, 1996","For years, Americans have been told to place their hopes for a better standard of living in the huge investments of automation and computers and in the tens of millions of layoffs intended to make the nation more efficient and productive. However, there is now a growing acknowledgment among economists and others that this strategy has not worked. After nearly 25 years of only minor increases in what economists call productivity, the great hope of an economy vigorous enough to raise just about everyone's income level is still just a hope in 1996.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 May 1996: 1.",11/15/17,"New York, N.Y.",United States US,"Uchitelle, Louis",New York Times Company,,Newspapers,430576591,"United States, New York, N.Y.",English,12-May-96,Standard of living; Social conditions & trends; Productivity; Layoffs; Economic conditions; Downsizing,New York Times,News,,,,,,,
+YOUR HOME; Solving City Hall's Labyrinth,"New York Times, Late Edition (East Coast); New York, N.Y.",1996,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/your-home-solving-city-halls-labyrinth/docview/430500272/se-2?accountid=14586,"ON Jan. 21 this column described recent amendments to two New York City programs designed to provide benefits to elderly residents -- the Senior Citizens Rent Increase Exemption Program (Scrie), which provides exemptions from rent increases, and the Senior Citizens Homeowners Exemption Program (SCHE), which partially exempts certain property owners and co-op shareholders from property tax increases.
+The amendments make the programs available to more people by raising the maximum income limit for the rent-increase exemption program from $16,500 to $20,000 and for the property-tax program from $25,000 to $25,900. In addition, the property-tax program's benefits are extended to to co-op shareholders.
+But information about how residents could apply for the programs was omitted. When an attempt was made to rectify that omission, it soon became apparent, however, that even armed with the appropriate names and telephone numbers, it takes copious amounts of patience, persistence and ingenuity to navigate the maze of municipal switchboards.
+For example, while both programs are geared to elderly residents, the rent-increase exemption program is administered by the city's Department for the Aging while the program limiting property-tax increases is administered by the Department of Finance. Last week, a caller who dialed the Department for the Aging's main number for information about the programs, (212) 442-1000, stood a fair chance of getting a busy signal -- the department receives about 1,200 calls a week and has only seven operators answering the phones. Even if one was persistent enough to get through, however, he or she would have learned that the Department for the Aging can only provide information and applications for the rent-increase exemption program -- callersseeking information on the property-tax program were directed to call the Department of Finance Taxpayer Assistance Line.
+Calls to that line at (718) 935-9500 (which is answered by a machine) often result in the caller's being suspended indefinitely in an electronic twilight zone or, at times, being abruptly disconnected.
+""Yes, it happens and yes, it's annoying,"" said Alfred C. Cerullo 3d, who was recently appointed Commissioner of the city's Department of Finance. ""The majority of letters I get have to do with people's inability to get through on the phone, or finally getting through and then being transferred to nowhere. I admit it, they're horror stories.""
+The best way for people to obtain information and applications for the property-tax exemption program, Mr. Cerullo said, is to call the tax office in the borough where they live. (In Manhattan, the number is (212) 669-4896; Brooklyn, (718) 802-3560; Queens, (718) 658-4608; Staten Island, (718) 390-5295, and the Bronx, (718) 579-6879.) Mr. Cerullo also noted that to qualify for property-tax reductions under the program for this year, applications must be filed by March 15.
+Herbert W. Stupp, Commissioner of the Department for the Aging, said that his agency was is also making efforts to make it easier to obtain information and forms on the department's various programs. ""Our system is actually a little more low-tech,"" Mr. Stupp said. Residents who want information or applications for the rent-increase exemption program no longer have to call the agency's main number, he said. They may now call (212) 240-7441 or write for applications at Scrie, 150 William Street, Fourth Floor, New York, N.Y. 10038.
+But what about residents who have questions or problems concerning other city government services but aren't sure who they should contact? Or what happens when the telephone number for a particular agency is constantly busy, or is answered by a machine that leaves you waiting in limbo?
+""Call us,"" said Pasquale Pacifico, director of the Mayor's Action Center, the city agency for residents who have questions or complaints about other city agencies. ""We're the front door to City Hall.""
+Starting this week, Mr. Pacifico said, residents who call the office's ""action line"" at (212) 788-9600, will be greeted by a new ""voice response unit"" that will be able to route calls electronically directly to the appropriate city agency. If callers are patient and heed the instructions, Mr. Pacifico said, they can be directly connected to many city offices and agencies just by pressing the appropriate numbers on the telephone pad.
+Unlike some other automatic answering systems, Mr. Pacifico said, the new system will allow callers to ""back out"" through the choices they have made. That, he said, will eliminate the problem of having to hang up after making an incorrect menu choice, redialling and starting the process all over again.
+If callers prefer to talk to a representative rather than a machine, or if they've been unsuccessful getting in touch with another city agency, they can call the Mayor's Action Center any time between 9 A.M. and 5 P.M. and then press ""zero"" after the initial recorded message to be connected to an operator.
+""That can mean a 10- or 15-minute wait,"" Mr. Pacifico said. ""But don't hang up. We'll get to you.""
+Another way for residents to get action when all they're getting are busy signals is to call the city's Public Advocate's office at (212) 669-7250.
+""We handle about 1,000 complaints a month,"" said Kris Kim, a spokeswoman for the office. ""Our role is to help people gain better access to city hall and city services,"" she said.
+In addition, Ms. Kim said, residents who send a self-addressed, stamped envelope to the department at One Centre Street, 15th Floor, New York, N.Y. 10007, will receive a free copy of ""The People's Green Book,"" a compact, user-friendly telephone directory of city services.
+Generally, Ms. Kim said, residents who have to call a municipal government office should follow two basic rules: ""Be persistent and start with the assumption that the job is going to be tough.""
+For those who want the most comprehensive listing of city services and agencies, the Green Book may be obtained for $16,20 by visiting the Department of General Services' City Book Store at Room 2223 in the Municipal Building at 1 Centre Street or by writing The City Book Store, Room 2223, 1 Centre Street, New York, N.Y. 10007 and enclosing a check for $18.40. It contains the names and direct telephone numbers of nearly all municipal officials.
+The number for the City Book Store is 212-669-8245. But be sure to call between 9 A.M. and 5 P.M.: a call at 5:10 P.M. last week was answered by a machine that instructed callers to leave a message after the beep.
+Then the beep never came.
+Instead, another message advised: ""This mailbox is full,"" and instructed callers to dial ""zero"" for the operator.
+Upon dialing ""0"" as instructed, the call was routed to the Office of Automation Systems where yet another message advised waiting for yet another beep. That beep never came either. Instead, another recording advised: ""This mailbox is full. Please dial 'zero' for the operator.""
+Drawing",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=YOUR+HOME%3B+Solving+City+Hall%27s+Labyrinth&title=New+York+Times&issn=03624331&date=1996-02-04&volume=&issue=&spage=9.5&au=Romano%2C+Jay&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,9,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 4, 1996","""Yes, it happens and yes, it's annoying,"" said Alfred C. Cerullo 3d, who was recently appointed Commissioner of the city's Department of Finance. ""The majority of letters I get have to do with people's inability to get through on the phone, or finally getting through and then being transferred to nowhere. I admit it, they're horror stories."" ""That can mean a 10- or 15-minute wait,"" Mr. Pacifico said. ""But don't hang up. We'll get to you."" Upon dialing ""0"" as instructed, the call was routed to the Office of Automation Systems where yet another message advised waiting for yet another beep. That beep never came either. Instead, another recording advised: ""This mailbox is full. Please dial 'zero' for the operator.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 Feb 1996: 9.5.",11/15/17,"New York, N.Y.","NEW YORK CITY NEW YORK, NY, USA","Romano, Jay",New York Times Company,,Newspapers,430500272,"United States, New York, N.Y.",English,4-Feb-96,HOUSING; AGED; LAW AND LEGISLATION; RENTING AND LEASING; TAXATION; PROPERTY TAXES,New York Times,NEWSPAPER,,,,,,,
+"SHRINKING THE CITY: Sectory By Sector -- Libraries; Doors Remaining Open, But to Fewer New Books","New York Times, Late Edition (East Coast); New York, N.Y.",1995,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/shrinking-city-sectory-sector-libraries-doors/docview/430419023/se-2?accountid=14586,"When municipal budget cuts fall, public libraries are often the first to make sacrifices. So at first glance, it seems remarkable that across all five boroughs, every New York City branch library remains open six days a week, the result of a much-touted commitment made by Mayor David N. Dinkins in late 1993 and continued by Mayor Rudolph W. Giuliani.
+But the restoration of library days, after a period four years ago when many branches were open only two or three days a week, came at a price.
+Rather than reduce operating hours, the libraries have made large cuts in their book budgets. This means they are able to buy far fewer new books and related materials, from periodicals and video cassettes to CD-ROMs.
+State and city financing for the books-and-materials budget of the New York Public Library, which oversees 82 neighborhood branches in Manhattan, Staten Island and the Bronx, fell from $7.024 million in 1990 to $4.671 million this year, a 33 percent decrease. For the same period, city financing of the Queens library system's book budget plunged 37 percent, from $2.8 million to $1.8 million.
+In Brooklyn, the Public Library managed to keep its books budget relatively robust only by deferring daily maintenance and through attrition. Its budget has fluctuated wildly, rising $600,000 from its 1991 level to its current $1.6 million.
+""We're very pleased that we are able to be open six days,"" said Carol R. LoBianco, regional librarian for the north shore of Staten Island. ""But the book budget can't possibly meet the needs. I turn away so many people. We could probably double our book budget and still not reach maximum service to this community.""
+At the Inwood branch, for example, fewer than 20 percent of the materials are in Spanish and no librarian speaks fluent Spanish, though the neighborhood has a sizable Hispanic population, Cynthia Smith, the regional librarian for northern Manhattan, said.
+Though the six-day schedule has kept patronage steady, library administrators say that schedule has increased pressure on dwindling book reserves.
+And the six-day week hides another problem: Despite a slight expansion of hours in the last year, the total hours per week that each branch is open isn't great -- usually fewer than 40 and, in some cases, fewer than 30. What's more, the schedule is often inconvenient for many people. Many branches have irregular hours, or open at noon or 1 P.M. four days out of six.
+Some small branches are essentially open part time. The Macomb's Bridge branch in central Harlem, for example, is open from 2 P.M. to 6 P.M. Monday through Friday and from 1 to 5 on Saturday, for a mere 24 hours each week.
+Perhaps the most serious threat to the general health of the library system, say the librarians, is the loss of money for new books and materials.
+""We're using a lot of state funds for books that we otherwise would have used for automation, like multimedia encyclopedias on computer,"" said Thomas W. Galante, business manager and assistant library director for operations in Queens. ""The innovative items that move us into the 21st century are the ones being cut back."" LISA W. FODERARO",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=unknown&sid=ProQ:ProQ%3Anytimes&atitle=SHRINKING+THE+CITY%3A+Sectory+By+Sector+--+Libraries%3B+Doors+Remaining+Open%2C+But+to+Fewer+New+Books&title=New+York+Times&issn=03624331&date=1995-11-03&volume=&issue=&spage=B.4&au=Foderaro%2C+Lisa+W&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 3, 1995","""We're using a lot of state funds for books that we otherwise would have used for automation, like multimedia encyclopedias on computer,"" said Thomas W. Galante, business manager and assistant library director for operations in Queens. ""The innovative items that move us into the 21st century are the ones being cut back."" LISA W. FODERARO ""We're very pleased that we are able to be open six days,"" said Carol R. LoBianco, regional librarian for the north shore of Staten Island. ""But the book budget can't possibly meet the needs. I turn away so many people. We could probably double our book budget and still not reach maximum service to this community.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Nov 1995: B.4.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW YORK STATE,"Foderaro, Lisa W",New York Times Company,,Newspapers,430419023,"United States, New York, N.Y.",English,3-Nov-95,LIBRARIES AND LIBRARIANS; FINANCES; BUDGETS AND BUDGETING,New York Times,Special Report,,,,,,,
+COMPANY NEWS; Reliance Electric Agrees to Deal With Rockwell,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-reliance-electric-agrees-deal-with/docview/429949043/se-2?accountid=14586,"Special to The New York Times
+After a month of resistance, the Reliance Electric Company agreed today to be acquired by its hostile suitor, the Rockwell International Corporation, rather than pursue a friendly merger with the General Signal Corporation.
+Rockwell will pay $1.6 billion in cash, or $31 a share, to Reliance's shareholders in a deal that is sweeter than the $1.5 billion, or $30 a share, that the company offered in late October to break up a merger with General Signal. To terminate that deal, Reliance will pay General Signal a fee of $50 million, as well as $5.2 million to cover expenses.
+""This is definitely a better fit for Rockwell than it was for General Signal, and that's why Rockwell went after it,"" said Jack Modzelewski, an analyst for Paine Webber. ""It's a great fit at a full price. And the termination fee is pretty standard stuff.""
+On the New York Stock Exchange today, shares of Rockwell fell 50 cents, to $34.375; shares of General Signal rose 25 cents, to $36.25, and shares of Reliance gained 62.5 cents, to $30.875.
+While analysts initially expected General Signal to improve its $1.4 billion stock deal with Reliance, General Signal, which is based in Stamford, Conn., decided that doing so would have cut too deeply into the savings that had made a combination desirable.
+""A bidding war would have taken months and cut into the value of the savings we would have achieved,"" said Nino Fernandez, a spokesman for General Signal, which makes mechanical, electrical and telecommunications equipment. ""They've wired the $55.25 million to our bank, and we'll put that to work to make our businesses more efficient and to continue making small acquisitions.""
+Rockwell plans to merge Reliance's $1.2 billion operations in industrial motors, controls, generators, transformers and mechanical transmissions with Rockwell's Allen-Bradley unit, which makes automation control equipment. The new unit will have $3.5 billion in sales, more than triple those of Allen-Bradley when it was bought by Rockwell in 1985.
+""This makes us a leading worldwide player in the factory automation business,"" said Donald R. Beall, chairman and chief executive of Rockwell, which is based in Seal Beach, Calif.
+The purchase not only fills out the product line of Rockwell, but will also improve the efficiency of its distribution network and give it the breadth to take on international competitors like Emerson Electric and Siemens.
+The deal also takes Rockwell farther away from the military business. In contrast to companies like Northrop, Grumman, Martin Marietta and Lockheed, which have sought mergers to survive cuts in military spending, Rockwell has built up its commercial businesses.
+About 20 percent of Rockwell's sales of $11 billion in the 1994 fiscal year, which ended in September, were to the Department of Defense, compared with about 50 percent in 1986. That figure should drop to about 17 percent after the acquisition of Reliance.
+Rockwell plans to sell Reliance's $470-million-a-year telecommunications business because it does not complement its own. While Reliance makes circuit breakers and other telecommunications equipment, Rockwell is a leading manufacturer of data facsimile modems.
+Analysts say Reliance, based in Cleveland, had favored a merger with General Signal despite its lower value, because the company and the management would have remained fully intact. John C. Morley, president of chief executive of Reliance, was to have become vice chairman of General Signal, and their boards were to have been merged.
+Mr. Beall said Mr. Morley would continue in his position, though analysts expect Mr. Morley to leave after the companies are integrated.
+The tender offer was to have expired at noon today. As of Friday, Rockwell said, 61.2 percent of the outstanding voting stock of Reliance had been tendered under the previous offer.
+Last week, General Signal gave the two companies permission to negotiate a deal. Rockwell agreed to sweeten its bid by $1 a share and will give Reliance's shareholders 10 days more to tender their stock.
+Graph ""Less Dependence on Weapons"" shows a breakdown of Rockwell International's sales in 1986 and 1994. (Source: Rockwell International)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Reliance+Electric+Agrees+to+Deal+With+Rockwell&title=New+York+Times&issn=03624331&date=1994-11-22&volume=&issue=&spage=D.5&au=Hofmeister%2C+Sallie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 22, 1994","""This is definitely a better fit for Rockwell than it was for General Signal, and that's why Rockwell went after it,"" said Jack Modzelewski, an analyst for Paine Webber. ""It's a great fit at a full price. And the termination fee is pretty standard stuff."" Rockwell plans to merge Reliance's $1.2 billion operations in industrial motors, controls, generators, transformers and mechanical transmissions with Rockwell's Allen-Bradley unit, which makes automation control equipment. The new unit will have $3.5 billion in sales, more than triple those of Allen-Bradley when it was bought by Rockwell in 1985. Rockwell plans to sell Reliance's $470-million-a-year telecommunications business because it does not complement its own. While Reliance makes circuit breakers and other telecommunications equipment, Rockwell is a leading manufacturer of data facsimile modems.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 Nov 1994: D.5.",11/15/17,"New York, N.Y.",,"Hofmeister, Sallie",New York Times Company,,Newspapers,429949043,"United States, New York, N.Y.",English,22-Nov-94,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+Albany Study Finds Fraud In Welfare,"New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/albany-study-finds-fraud-welfare/docview/429861791/se-2?accountid=14586,"Special to The New York Times
+In a new attack against welfare fraud around the region, computers that compared public assistance rolls in six states found more than 4,200 people who apparently received benefits both in New York and in another state, Gov. Mario M. Cuomo announced today.
+State officials, who matched data from surrounding states for the first time, could not estimate how much the fraud cost taxpayers. But officials in New York City -- where three-quarters of the double-dipping recipients claimed one of their addresses -- said the data provided by the study could save them up to $3 million as they strike offenders from welfare rolls.
+The number of offenders that turned up in the comparison of welfare data for the month of June represents a tiny fraction, less than 1 percent, of the 2.8 million people who receive benefits in New York, including food stamp and Medicaid recipients.
+But in an election year when welfare has emerged as an issue emblematic of the high cost of government, officials said the program was yet another way the state could crack down on fraud. After a bitter battle this summer, the New York State Legislature allowed 12 counties to take electronic fingerprints of welfare recipients, and New York City plans its own program. New Jersey, too, is instituting a pilot program for electronic fingerprinting.
+""New York is committed to providing welfare benefits for those who deserve them,"" Mr. Cuomo said in a statement. ""We're equally committed to keeping people who don't deserve assistance off the welfare rolls.""
+A spokeswoman for New York City's Human Resources Administration said that although the numbers were small, her department considered the savings substantial and the new technology to combat such fraud promising.
+""In the age before computer technology it made this kind of thing easy and much more difficult to detect,"" said the spokeswoman, Karen Calhoun. ""Now with the expansion of automation, we should be able to eliminate it entirely.""
+Of the 4,218 names matched, the state with the highest number of people drawing double benefits was New Jersey, which had 1,543 people on welfare rolls in both states. In fact, New York and New Jersey developed their agreement to share computer data last spring after investigators discovered hundreds of people coming to New York City from Newark, often by jumping train turnstiles, to draw additional benefits. When detained, some of the turnstile jumpers were found to be carrying welfare identification cards for both states.
+Numbers for the other states were 1,457 matches for Pennsylvania, 670 for Connecticut and 548 for Massachusetts. Vermont was included in the check, but the numbers had not been tabulated by today.
+At Mr. Cuomo's request, the states sent computer tapes to Albany with basic information -- names, Social Security numbers, addresses and ages -- only for the month of June, though officials said they expected to continue the program at least four times a year. The states compared data on recipients of Aid to Families with Dependent Children, home relief, medical assistance and food stamp programs.
+Terrance McGrath, a spokesman for the New York State Department of Social Services, said that benefits would be dropped immediately for anyone with computer matches of Social Security number, age and address, and that the department would consider criminal charges. He said welfare workers in individual counties would investigate cases that were less clear.
+Winnie Comfort, a spokeswoman for the New Jersey Department of Human Services, cautioned that some cases could be legitimate: there could be honest mistakes like a family in the process of moving collecting some benefits in one state and other benefits in another.
+The report set off a round of political maneuvering in Albany as the Republicans who control the Senate called the numbers ""outrageous proof"" of the need for fingerprinting statewide. State Senator Joseph R. Holland, Republican of Rockland County and chairman of the Senate Social Services Committee, which held hearings this year on welfare cheating, said the report points to a much greater degree of fraud. He also questioned why Mr. Cuomo had not thought to institute interstate checks before.
+But Anne Erickson, an advocate for welfare recipients, said the small number of people caught in the computer matches showed that fraud was not as widespread as had been portrayed and perhaps even less than the state guessed.
+""This really proves without a doubt how minuscule the fraud problem really is,"" Ms. Erickson said. ""It shows we are talking about a tempest in a teapot.""
+Mr. McGrath, noting that the state already performs its own computer checks of people on public assistance, said he could not provide any estimates of how much the fraud cost because the data, a one-month slice of the system, did not show how long people had been on public assistance.
+He said, however, that the average monthly payment under Aid for Dependent Children is $577 for a mother with two children. An average food stamp payment for such a family would be $230 a month, he said.
+For home relief, or the general assistance usually given to single people, the average is $350, with an average of another $100 in food stamps, he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Albany+Study+Finds+Fraud+In+Welfare&title=New+York+Times&issn=03624331&date=1994-08-03&volume=&issue=&spage=B.1&au=Fisher%2C+Ian&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1994","""New York is committed to providing welfare benefits for those who deserve them,"" Mr. [Mario M. Cuomo] said in a statement. ""We're equally committed to keeping people who don't deserve assistance off the welfare rolls."" ""In the age before computer technology it made this kind of thing easy and much more difficult to detect,"" said the spokeswoman, Karen Calhoun. ""Now with the expansion of automation, we should be able to eliminate it entirely."" ""This really proves without a doubt how minuscule the fraud problem really is,"" Ms. [Anne Erickson] said. ""It shows we are talking about a tempest in a teapot.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1994: B.1.",11/15/17,"New York, N.Y.",NEW YORK CITY NEW JERSEY PENNSYLVANIA CONNECTICUT MASSACHUSETTS VERMONT,"Fisher, Ian",New York Times Com pany,,Newspapers,429861791,"United States, New York, N.Y.",English,3-Aug-94,WELFARE (US); FRAUDS AND SWINDLING; DATA PROCESSING (COMPUTERS),New York Times,NEWSPAPER,,,,,,,
+"COMPANY NEWS; Whistle-Blower Suit Settled, Litton Shares Move Higher","New York Times, Late Edition (East Coast); New York, N.Y.",1994,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-whistle-blower-suit-settled-litton/docview/429827409/se-2?accountid=14586,"Special to The New York Times
+Litton Industries' shares rose today after the company agreed to pay a total of $86 million to settle a lawsuit that had accused it of overcharging the Government for computer services.
+The move eliminated what the company had estimated to be a $650 million potential liability.
+""It could have been a big number, and the absence of a large negative is recognized by the market,"" said Howard A. Rubel, an analyst at Goldman, Sachs & Company. ""It shows that Litton is starting to clean up its problems.""
+Litton's shares gained 75 cents to close at $37.25 on the New York Stock Exchange. 6-Year-Old Suit
+The lawsuit against Litton was brought more than six years ago by James Carton, a data systems analyst with the military contractor, who argued that Litton had used illegal accounting methods to shift costs to the Pentagon that should have been paid by commercial customers.
+Mr. Carton, who died in December at age 51 during a vacation cruise, sued under the Federal False Claims Act, better known as the whistle-blower act, which allows private individuals to sue on behalf of the Government and keep 15 to 25 percent of any money awarded in court.
+Under the settlement announced late Thursday, Litton will pay an $82 million settlement to the Government and $4 million in legal fees.
+Mr. Carton's widow, Anita, who runs a hair salon in Simi Valley, Calif., stands to make as much as $20 million, part of which will go to Taxpayers Against Fraud, a nonprofit group in Washington that helped to finance the lawsuit. Among Largest Settlements
+The settlement was one of the largest payments in a whistle-blower case. In April, Teledyne Inc. agreed to pay $112.5 million to settle two lawsuits, and National Health Labs agreed to a $111 million settlement in December 1992.
+""This wasn't the largest, but it was the most complicated and difficult,"" said Howard Daniels, chief of civil fraud for the United States Attorney here, who said the case had produced 76 volumes of pleadings and enough documents to fill two large rooms.
+The lawsuit contended that Litton capped charges to commercial clients for using the company's computer memory banks, but did not do so for the Government. That shifted costs to the Government, which is illegal under Federal procurement laws. Litton contended that its cost-accounting system was fair.
+But in June 1992, a Federal district judge here ruled that Litton's cost-accounting system was illegal. The case had been due to go to trial on June 7 to decide whether Litton committed fraud intentionally and to determine damages. New Managers
+Litton settled the case after a six-year fight, without admitting or denying guilt, not only to eliminate the uncertainty but because a new management team wanted to go forward with a clean slate, said Kathleen Wailes, a Litton spokeswoman.
+John Leonis replaced Alton J. Brann as chief executive of Litton after the company spun off Western Atlas, its industrial automation and oil services arm, in March to concentrate entirely on military aerospace. Mr. Brann became nonexecutive chairman of Litton's board and chief executive of Western Atlas.
+Some arbitragers bet today that settling the case would make Litton more attractive as a potential acquisition target. But Elliott Rogers, an analyst at Cowen & Company, said a takeover now would jeopardize the tax-free status of the Western Atlas spinoff.
+""The huge insurance companies that are big shareholders of Litton would object to any takeover because they'd have to pay taxes on the spinoff,"" he said. ""You'll have to wait two years before that obstacle is gone.""",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Whistle-Blower+Suit+Settled%2C+Litton+Shares+Move+Higher&title=New+York+Times&issn=03624331&date=1994-07-16&volume=&issue=&spage=1.39&au=Hofmeister%2C+Sallie&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 16, 1994","""It could have been a big number, and the absence of a large negative is recognized by the market,"" said Howard A. Rubel, an analyst at Goldman, Sachs & Company. ""It shows that Litton is starting to clean up its problems."" John Leonis replaced Alton J. Brann as chief executive of Litton after the company spun off Western Atlas, its industrial automation and oil services arm, in March to concentrate entirely on military aerospace. Mr. Brann became nonexecutive chairman of Litton's board and chief executive of Western Atlas. ""The huge insurance companies that are big shareholders of [Litton] would object to any takeover because they'd have to pay taxes on the spinoff,"" he said. ""You'll have to wait two years before that obstacle is gone.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 July 1994: 1.39.",11/15/17,"New York, N.Y.",,"Hofmeister, Sallie",New York Times Company,,Newspapers,429827409,"United States, New York, N.Y.",English,16-Jul-94,UNITED STATES ARMAMENT AND DEFENSE; DEFENSE CONTRACTS; CONTRACTS; WHISTLE-BLOWERS; SUITS AND LITIGATION; FRAUDS AND SWINDLING,New York Times,NEWSPAPER,,,,,,,
+Israeli Software Makers Are Increasing Exports,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/israeli-software-makers-are-increasing-exports/docview/428808141/se-2?accountid=14586,"Special to The New York Times
+""It's easier exporting to the moon than to America,"" says Shmuel Zailer, a director of Raz-Lee Ltd., an Israeli software company.
+That complaint is often heard at Israel's software companies, even though the industry expects to export about $130 million in programs this year, up from $75 million in 1990. About 40 percent goes to the United States.
+Among the best-selling programs are those that protect against ""viruses"" -- rogue programs that interfere with normal computer operations. Israel has about 50 percent of the world market for them. Carmel Software Engineering Ltd., based in Haifa, makes one sold in the United States by Central Point Software of Beaverton, Ore., under the name Central Point Anti-Virus.
+Another strong area is customized programs for businesses. Israeli companies have created programs for the Chase Manhattan Bank and the National Aeronautics and Space Administration, among others. Now Traded on Nasdaq
+And Magic Software Enterprises, based in this suburb of Tel Aviv and known in Israel as Mashov, offers a rapid development system for computer programmers. The company began trading on Nasdaq in September 1991 and its customers include Hasbro, McDonald's and Westinghouse.
+At the largest United States computer trade show, Comdex/Fall, held in Las Vegas, Nev., in November, 50 Israeli software houses, a third of the industry, demonstrated their wares.
+And in the last year, three Israeli companies, in addition to Magic software, have gone public and are listed on Nasdaq. They are 4D-4th Dimension Software of Tel Aviv, which specializes in the automation of large mainframe computer installations; Edusoft Ltd. of Tel Aviv and the Sapiens International Corporation of Nes Ziona.
+Ron Ben-David, 4D-4th Dimension's chief financial officer, says the company began to thrive when it opened a subsidiary in California. A third of its employees now work in marketing in the United States.
+And Mr. Ben-David and others say this kind of effort is needed to crack the huge American market, which has half the world's computers. 'A Lot of Talent'
+""Israel has a lot of talent, but it is an unguided missile,"" says Dr. A. I. Mlavsky, executive director of BIRD-F, the Israeli-American Bi-National Research and Development Fund.
+The fund, which has a $110 million endowment contributed equally by the American and Israeli Governments, has invested about 28 percent of that in software, in a total of about 100 projects. A result, Dr. Mlavsky said, is that more than four dozen programs have been brought to market.
+In many cases, Israeli software companies develop products to order for American companies. Production costs in Israel tend to be at least 30 percent less than in the United States, because of lower salaries and greater productivity.
+While the industry's growth rate has been impressive, software imports from the United States still exceed exports. Israel's software houses cater mostly to the local market, which consumes about $500 million a year in software. But in a country of five million people, the software makers know their future lies in exports. More Familiar With Europe
+Israel enjoys free-trade status with both the European Community and the United States. Because Europe is closer and more familiar, it has thus far proved a more attractive market.
+Raz-Lee, for example, sells a third of its products to the United States but gets smaller returns than in Europe or East Asia because of stiff competition from American companies.
+Israel has one of the largest concentrations of software engineers, with about 12,000 people employed in the field. Of these, about 5,000 are actively involved in research and development. The recent boom of Russian immigration added considerably to the talent pool, although many immigrants, while highly educated in mathematics and computer science, need at least a year's training, said David Assia of Magic.
+Experts in high technology say the best training ground for computer engineers here is the Israeli military. Computer giants including Microsoft, I.B.M., Motorola, Intel and Digital Equipment have opened subsidiaries in Israel.
+Rosh Intelligence Systems Ltd., a Jerusalem company that develops programs for maintenance technicians, now has its management in Boston and conducts research and development in Jerusalem. Its chief executive, Ira Palti, says that with 75 percent of its sales in the United States, the company, like others in the field, had to provide clients easier access by going American.
+Photograph Rosh Intelligence Systems Ltd., an Israeli software company, conducts its research and development in Jerusalem and, because 75 percent of its clients are American, keeps management in Boston. Ira Palti, chief executive, right, and Bradford Hauser, a staff member, worked in the offices in Israel. (Rina Castelnuovo for The New York Times)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Israeli+Software+Makers+Are+Increasing+Exports&title=New+York+Times&issn=03624331&date=1992-12-28&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1992","Magic Software Enterprises, based in this suburb of Tel Aviv and known in Israel as Mashov, offers a rapid development system for computer programmers. The company began trading on Nasdaq in September 1991 and its customers include Hasbro, McDonald's and Westinghouse. In the last year, three Israeli companies, in addition to Magic software, have gone public and are listed on Nasdaq. They are 4D-4th Dimension Software of Tel Aviv, which specializes in the automation of large mainframe computer installations; Edusoft Ltd. of Tel Aviv and the Sapiens International Corporation of Nes Ziona. ""Israel has a lot of talent, but it is an unguided missile,"" says Dr. A. I. Mlavsky, executive director of BIRD-F, the Israeli-American Bi-National Research and Development Fund.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1992: D.3.",11/15/17,"New York, N.Y.",UNITED STATES ISRAEL,,New York Times Company,,Newspapers,428808141,"United States, New York, N.Y.",English,28-Dec-92,DATA PROCESSING (COMPUTERS); INTERNATIONAL TRADE AND WORLD MARKET; SOFTWARE PRODUCTS,New York Times,NEWSPAPER,,,,,,,
+ABOUT NEW YORK; The Team That Builds Steinways,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/about-new-york-team-that-builds-steinways/docview/428793889/se-2?accountid=14586,"AT a time when quite possibly more ergs are expended in working out than working and more calories burned on Stairmasters than on stairs, it is both instructive and inspiring to observe the rim-bending crew at the Steinway piano factory in Astoria.
+Working in silence, under the supervision of their foreman, Ralph D'Alleva, six strong men glue together 22-foot-long strips of matched maple to form a piece of laminated wood weighing about 600 pounds. They carry it on their shoulders to a special bench where they pull and wedge and clamp, bending the 18-ply thickness into the curvaceous shape of a grand piano. They are producing the sturdy frame of a concert grand piano costing $60,000.
+During the process developed and patented by Steinway more than 100 years ago, everyone sweats and no one talks. Like football linemen, the workers sense one another's needs, rushing to put more pressure here and releasing a little there. But unlike football where the action continues only for seconds, the rim benders keep going for more than 10 minutes. No power tools are used. As one man pries a section of the not very elastic wood into the mold, another tightens a clamp and a third bashes a mallet, forcing the wood into a groove. They move silently until the strip that had been straight as the letter I is forced into something like the letter D, or an ear, or a kidney.
+Jean Demosthenes, who with four years' experience is the newest member of the crew, is also, Mr. D'Alleva said, the strongest. At 6 feet and 203 pounds, with upper arms as thick as hoses on a fire truck, the 30-year-old immigrant from Haiti makes an imposing impression. How much does he exercise?
+""Never, never,"" he said, laughing. ""When I am not working I am lying down -- on my own time I lie down and fix cars. When I was a boy in Haiti I was always strong. I never exercise but I never lose power.""
+Then, unconsciously echoing the tone of a post-game locker-room interview, he says, ""Here we are all strong but what is most important is that we work together."" The teamwork is international with each crew member being born in a different country: Italy, India, Yugoslavia, Guyana and the Dominican Republic.
+Once strong men like Mr. Demosthenes were greatly valued workers in New York. They were the pick-and-shovel men who built the subways, blacksmiths, boiler stokers, butchers and icemen. Even in more recent times men with muscles were much needed to load and unload ships, work in construction and in manufacturing. But with containerized ships, forklift trucks and mechanized equipment, much of the heavy lifting has eased and with it the need for musclemen.
+But at the Steinway plant, which covers 11 acres of Queens near the Triborough Bridge, pianos are still being produced today pretty much as they were when the factory first moved to the site in 1876. In its requirements and its operation it is still an old-fashioned sort of factory, which means that there is a place for the strong as well as for the patient and the skillful, though of course the strong can be both patient and skillful.
+""We are still as labor intensive as we ever were,"" said Michael Mohr, the director of service. ""We only produce eight or nine pianos a day, which is pretty much the same rate we maintained a century ago and the close to 500 people working here are about the same number we had back then.""
+Like Rolls-Royce autos are to the town of Crewe and Harley-Davidson motorcycle engines to Milwaukee, Steinway pianos are in all probability the single most widely prized manufactured products closely associated with New York City. The Steinway family started making pianos here in 1853 and through the decades when New York, particularly the Bronx, became the piano capital of the world, the company established its reputation and set an international standard.
+Today the company boasts that 90 percent of solo artists performing with major symphony orchestras play on Steinways.
+The company directors boast that while some of their competitors turn out as many as 250,000 pianos a year the Queens plant produces no more than 2,500, ranging from the top-of-the-line concert grand, like the one for which Mr. Demosthenes helped bend the rim, to smaller grand pianos and two models of uprights.
+""All our pianos are handmade and each one has its own distinctive characteristics,"" says Mr. Mohr, whose father, Franz Mohr, recently retired as the company's chief tuner. ""You can't build instruments with individual tones and qualities through mass production or automation.""
+For that kind of effort, says Michael Anesta, the personnel director, what is required is a workforce with many strengths, among them expertise with hand tools, pride in their labor, good ears to build tone, and yes, on occasion, brute force.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ABOUT+NEW+YORK%3B+The+Team+That+Builds+Steinways&title=New+York+Times&issn=03624331&date=1992-11-25&volume=&issue=&spage=B.4&au=Kaufman%2C+Michael+T&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 25, 1992","""Never, never,"" he said, laughing. ""When I am not working I am lying down -- on my own time I lie down and fix cars. When I was a boy in Haiti I was always strong. I never exercise but I never lose power."" ""We are still as labor intensive as we ever were,"" said Michael Mohr, the director of service. ""We only produce eight or nine pianos a day, which is pretty much the same rate we maintained a century ago and the close to 500 people working here are about the same number we had back then."" ""All our pianos are handmade and each one has its own distinctive characteristics,"" says Mr. Mohr, whose father, Franz Mohr, recently retired as the company's chief tuner. ""You can't build instruments with individual tones and qualities through mass production or automation.""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Nov 1992: B.4.",11/15/17,"New York, N.Y.",,"Kaufman, Michael T",New York Times Company,,Newspapers,428793889,"United States, New York, N.Y.",English,25-Nov-92,PIANOS,New York Times,NEWSPAPER,,,,,,,
+Moody's Is Reviewing Sears's Rating,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/moodys-is-reviewing-searss-rating/docview/428365423/se-2?accountid=14586,"Moody's Investors Service said yesterday that it was reviewing the credit rating of Sears, Roebuck & Company for a possible downgrade.
+Moody's said the review had been ""prompted by the company's ongoing difficulty in improving the returns in its merchandising group, by continued concerns about Sears's increased use of leverage, and longer-term trends which may potentially result in declines in earnings from the company's credit-card portfolio and its Allstate insurance business.""
+Moody's said that $11.2 billion worth of Sears securities and $15 billion worth of commercial paper would be affected by the review.
+The announcement was made after the stock market closed. Sears stock ended the day unchanged at $37.50 a share on the New York Stock Exchange. Response by Sears
+In a two-sentence statement in response, Sears said: ""We are disappointed in Moody's action. We look forward to meeting with Moody's and discussing our outlook for the company, which is positive.""
+If the company's credit rating is downgraded, it will make it more costly for the company to borrow funds.
+Edward A. Weller, a retail analyst with Montgomery Securities in San Francisco, said a downgrading ""does have a significant impact on a financial services company,"" which Sears is in many respects because of its extensive credit-card and insurance operations, its savings bank and its Dean Witter brokerage subsidiary. ""It's usually a very unpleasant experience for a quasi-bank,"" Mr. Weller said of a credit downgrading.
+Mr. Weller said Moody's was reacting in part to Sears's struggling retail operations. ""Sears has yet to demonstrate that it can stabilize the long-term market share and profit erosion in its retail operations,"" he said. ""It seems to be going through yet another restructuring,"" referring to the Sears announcement earlier in the week that it was eliminating 7,000 jobs through automation.
+Moody's said its review would focus on ""Sears's ability to maintain its competitive position in a retail marketplace where the competition is expected to cut gross margins, reduce costs, boost efficiency, improve service and presentation, and upgrade stores by increasing capital spending.""
+Moody's expressed concern about Sears's ability to manage a high debt load, which totaled $13.5 billion near the end of last year, according to the Standard & Poor's Corporation. Also, Moody's is concerned that increased consumer bankruptcies and pressure to lower consumer credit-card rates could result in ""decreases in net interest margin"" for Sears's $31 billion credit-card portfolio.
+The ratings agency said it would also focus on Allstate's strategies to deal with the increasingly difficult regulatory environment in many states resulting from consumer pressure for lower insurance premiums.
+The review affects securities and commercial paper issued by the following corporate entities: Sears, Roebuck & Company, including senior debt and cumulative preferred stock; the Sears, Roebuck Acceptance Corporation; Sears Overseas Finance N.V.; the Discover Credit Corporation; the Greenwood Trust Company; Sears Savings Bank; the Allstate Insurance Company, and the Allstate Life Insurance Company.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Moody%27s+Is+Reviewing+Sears%27s+Rating&title=New+York+Times&issn=03624331&date=1992-01-10&volume=&issue=&spage=D.3&au=Shapiro%2C+Eben&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 10, 1992","Mr. [Edward A. Weller] said Moody's was reacting in part to Sears's struggling retail operations. ""Sears has yet to demonstrate that it can stabilize the long-term market share and profit erosion in its retail operations,"" he said. ""It seems to be going through yet another restructuring,"" referring to the Sears announcement earlier in the week that it was eliminating 7,000 jobs through automation. Moody's expressed concern about Sears's ability to manage a high debt load, which totaled $13.5 billion near the end of last year, according to the Standard & Poor's Corporation. Also, Moody's is concerned that increased consumer bankruptcies and pressure to lower consumer credit-card rates could result in ""decreases in net interest margin"" for Sears's $31 billion credit-card portfolio.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Jan 1992: D.3.",11/15/17,"New York, N.Y.",,"Shapiro, Eben",New York Times Company,,Newspapers,428365423,"United States, New York, N.Y.",English,10-Jan-92,CREDIT; RATINGS AND RATING SYSTEMS,New York Times,NEWSPAPER,,,,,,,
+Making a Difference; Mr. Oshman's Second Act,"New York Times, Late Edition (East Coast); New York, N.Y.",1992,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/making-difference-mr-oshmans-second-act/docview/428372431/se-2?accountid=14586,"Few Silicon Valley entrepreneurs hit the big time twice. M. Kenneth Oshman is hoping to be an exception.
+Mr. Oshman, 51, co-founded and was president of the Rolm Corporation, which grew into a major telecommunications equipment company before running into trouble after its acquisition by the International Business Machines Corporation in 1984.
+Now Mr. Oshman is president of the Echelon Corporation, a privately held company trying to develop electronic systems for automated control of appliances and machinery in homes and factories.
+The company, based in Palo Alto, Calif., got a vote of confidence and a financial boost recently when Motorola Inc. agreed to invest $20 million in return for a 19 percent stake.
+Echelon is working on what it calls a local operating network, or LON, in which appliances can ""talk"" to one another over telephone lines or electrical wiring.
+In a building, a security system might automatically lock certain doors and turn on certain lights after sensing an intruder. In a home, the microwave with tonight's dinner could be programmed to turn on when the garage door is opened.
+Key to the Echelon technology are chips, known as Neurons, that would attach to or be built into appliances and would handle the communications.
+Echelon hopes that these chips, to be manufactured by Motorola and Toshiba, will become cheap and ubiquitous, carving out a major new market for semiconductors.
+Echelon, founded in 1988, is as well known for its backers as for its technology. The company's founder, now its vice chairman, is A. C. (Mike) Markkula Jr., the former president of Apple Computer Inc. Investors include Apple and the 3Com Corporation as well as many prominent venture capitalists.
+But Echelon faces competition in what is usually called intelligent distributed control. A consortium of electronics companies, for example, is working on standards for so-called smart homes. And it is not clear how fast the market will develop.
+According to former Echelon employees, at one point early in the company's life, Mr. Oshman became so discouraged that he gathered everyone into a room and proposed closing Echelon down.
+Now, however, Mr. Oshman, who has a Ph.D. in electrical engineering from Stanford, sounds much more optimistic and says the first automation systems using Echelon's technology will begin appearing early this year.
+""No one said you could change the world overnight, but we're on plan,"" he said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Making+a+Difference%3B+Mr.+Oshman%27s+Second+Act&title=New+York+Times&issn=03624331&date=1992-01-05&volume=&issue=&spage=A.12&au=Pollack%2C+Andrew&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 5, 1992","Echelon, founded in 1988, is as well known for its backers as for its technology. The company's founder, now its vice chairman, is A. C. (Mike) Markkula Jr., the former president of Apple Computer Inc. Investors include Apple and the 3Com Corporation as well as many prominent venture capitalists. According to former Echelon employees, at one point early in the company's life, Mr. [M. Kenneth Oshman] became so discouraged that he gathered everyone into a room and proposed closing Echelon down. Now, however, Mr. Oshman, who has a Ph.D. in electrical engineering from Stanford, sounds much more optimistic and says the first automation systems using Echelon's technology will begin appearing early this year.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Jan 1992: A.12.",11/15/17,"New York, N.Y.",,"Pollack, Andrew",New York Times Company,,Newspapers,428372431,"United States, New York, N.Y.",English,5-Jan-92,DATA PROCESSING (COMPUTERS); ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+Cost Is Put in the Millions For Computer Gun Check,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/cost-is-put-millions-computer-gun-check/docview/428080431/se-2?ac countid=14586,"The Congressional Budget Office says it would cost Federal and state governments hundreds of millions of dollars to establish automated criminal-background checks for prospective gun purchasers.
+Supporters of both a bill that would impose a seven-day waiting period on handgun purchases and a competing measure that would set up a point-of-sale check have argued in favor of a national computerized system for checking the backgrounds of gun purchasers.
+The legislation to establish a waiting period does not require background checks, but its proponents have maintained that the seven days would allow gun dealers and local law-enforcement authorities to conduct such inquiries.
+The other bill, sponsored by Representative Harley O. Staggers, Democrat of West Virginia, would set up a toll-free telephone line for gun dealers to check for criminal records. The Congressional Budget Office said in a letter made public on Sunday that the toll-free system would cost the Federal Government $3 million to $10 million annually.
+Robert D. Reischauer, director of the budget office, said in his letter that only half of the Federal Government's criminal-history records are fully automated, and that 60 percent of the 45 million state records are computerized.
+""Our preliminary estimate is that costs to the Federal Government and state governments of full automation would amount to hundreds of millions of dollars over several years,"" Mr. Reischauer wrote. ""The majority of these costs would be incurred by the states.""
+Annelise Hafer, an aide to Mr. Staggers, said these costs would be incurred no matter which of the two bills wins approval in a House vote scheduled for Wednesday. The Staggers amendment, she said, does not depend on full automation to be effective.
+""It has never been the intent that 100 percent of the records have to be on line,"" she said. ""That's ridiculous."" The legislation calls for the point-of-sale system to be set up within six months of enactment and has won the support of the National Rifle Association.
+Twenty to 25 states, including California, Florida and New York, already require varying degrees of background checks for prospective gun buyers, Mr. Reischauer said.
+Correction: May 8, 1991, Wednesday
+An article yesterday about Representative Les AuCoin of Oregon and his support for the Brady gun-control bill misstated the extent of support among the state's House delegation as a whole. The bill is backed not merely by Mr. AuCoin but also by Representative Ron Wyden.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Cost+Is+Put+in+the+Millions+For+Computer+Gun+Check&title=New+York+Times&issn=03624331&date=1991-05-07&volume=&issue=&spage=A.20&au=Ifill%2C+Gwen&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 7, 1991","""Our preliminary estimate is that costs to the Federal Government and state governments of full automation would amount to hundreds of millions of dollars over several years,"" Mr. [Robert D. Reischauer] wrote. ""The majority of these costs would be incurred by the states."" ""It has never been the intent that 100 percent of the records have to be on line,"" she said. ""That's ridiculous."" The legislation calls for the point-of-sale system to be set up within six months of enactment and has won the support of the National Rifle Association. An article yesterday about Representative Les AuCoin of Oregon and his support for the Brady gun-control bill misstated the extent of support among the state's House delegation as a whole. The bill is backed not merely by Mr. AuCoin but also by Representative Ron Wyden.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 May 1991: A.20.",11/15/17,"New York, N.Y.",UNITED STATES,"Ifill, Gwen",New York Times Company,,Newspapers,428080431,"United States, New York, N.Y.",English,7-May-91,FIREARMS; DATA PROCESSING (COMPUTERS); LICENSES; SALES; STATES (US); LAW AND LEGISLATION; GUN CONTROL,New York Times,NEWSPAPER,,,,,,,
+Soviet Plant Struggles To Join the Modern Era,"New York Times, Late Edition (East Coast); New York, N.Y.",1991,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/soviet-plant-struggles-join-modern-era/docview/427966641/se-2?accountid=14586,"Aleksandr Samsonov, a towering man of gruff voice and crunching handshake, has little need for Harvard Business School techniques in running Moscow Watch Factory No. 1.
+Instead, Mr. Samsonov relies on tough Communist tactics and primitive capitalist instincts, and with this ""do what I say"" approach, he has made his factory a showcase by Soviet standards. By Western standards, however, the factory remains years behind the time.
+Mr. Samsonov likes to tell visitors that his factory made the watch that Mikhail S. Gorbachev presented to Ronald Reagan. He boasts that 80 percent of his factory's watches are exported. Shortcomings Remain
+But Watch Factory No. 1 also claims achievements that would embarrass watchmakers at Seiko and Patek Philippe. Managers proudly note that customers now return as defective just 1.5 percent of the factory's watches, down from 4 percent five years ago.
+And Mr. Samsonov notes that the 6,500-employee factory produced more than six million watches last year, up 60 percent from 1985. This means the factory produced 1,000 watches for each worker -- one-tenth the ratio at Seiko.
+Still, there is no denying that since 1985, when Mr. Samsonov left his ministry post overseeing the watch industry to take the factory's helm, he has made Factory No. 1 a far more efficient place.
+Tough-talking and 53 years old, Mr. Samsonov installed millions of rubles' worth of new machinery, hoping to double production. He eagerly fired laggards, began an anti-alcohol campaign and created a stern corporate culture that demanded hard work.
+""There is a tough rule here that people should behave according to certain norms,"" he said, stretching his hands across the 20-foot-long conference table in his office. ""Some people who don't like tough discipline will go work at other places. That's fine with me.""
+His factory's watches generate large sums of much-needed hard currency. Selling under the name Poljot, the watches command a good price abroad, often selling in Britain and France for $200. Most exports are to Western Europe and East Asia, with only a few going to the United States.
+With watches sturdier than most other Soviet types, Poljot has outraced its domestic competition in introducing designs and technologies.
+""This is a vanguard enterprise,"" said Valentina Dvornikova, as she took a short break from her workbench. ""There is a lot of attention to quality and discipline here.""
+The factory's new designs are stolid, classical types, with neither the panache of Swatches nor the swagger of Rolexes. It was only five years ago that the factory began making women's watches.
+""They make good, durable, no-frills, workman's watches,"" said Joseph Thomson, editor in chief of Modern Jeweler. ""They make it on price and, to some extent, durability. But technologically the world has passed them by."" Seventy percent of the watches are quartz; the rest, mechanical. Struggling to Advance
+On that front, Mr. Samsonov is struggling to advance. In the section of his cavernous factory that makes quartz watches, he has added automated machines that slashed the time needed to put hands on a watch to 1.5 seconds from 90 seconds.
+But where mechanical watches are assembled, the floor is filled with decades-old equipment. Behind dozens of rows of tables, women, young and old, are hunched over, squinting as they delicately insert minuscule gears and other parts. Foremen pace the floor like examination proctors trying to make sure no one is slacking off. The factory was founded in 1930 when the Soviet Government purchased all the equipment of a bankrupt watch factory in Canton, Ohio.
+""Some Swiss watch people who visited our factory were amazed that we could still get so much out of these old machines,"" said Mr. Samsonov, whose own gleaming watch looks as if it weighs half a pound. He says the factory's profits have tripled since he arrived but declined to disclose revenues and earnings. No Ordinary Manager
+A visit to Mr. Samsonov's office reveals immediately that he is not just another Soviet manager. The Lenin portrait in his office is not the routine, faded print adorning most managers' offices; instead, his Lenin is a three-foot-tall masterpiece of intricately inlaid mahagony and blond wood.
+Mr. Samsonov is also different because when not working as a hard-nosed manager, he works as a hard-line Communist Party deputy in the Soviet Parliament. He is remembered for having once suggested that some pro-democracy student demonstrators be shipped to labor camps to learn the meaning of hard work.
+In the factory and in Parliament, he pursues the same crusade -- the need for discipline. ""In this country, productivity is three, four times lower than in America,"" he said. ""If people want to live well, then they have to work well. No one ever died because of normal work. People become healthy if they work a lot.""
+As a result of glasnost and perestroika, he complains, the Soviet people have become less disciplined at work and may not be ready for their new freedoms.
+""Discipline has decreased dramatically all over the country,"" he said. ""The level of democracy must be in harmony with the cultural level of our society."" Influential Ties
+One reason his factory works so well is that Mr. Samsonov is on a first-name basis with many party stalwarts and ministry bureaucrats. And because his factory generates so much hard currency, it enjoys advantages that make other managers jealous. It is far easier for Mr. Samsonov to buy equipment and components abroad than for many managers.
+His factory buys computer chips from Japan and is planning to buy a sophisticated $1.5 million Swiss machine that makes watch casings. With the machine, the factory will need just 10 people, instead of 150, to make six million casings a year.
+""We shouldn't have to invent everything ourselves,"" he said. ""We have to get involved with people who can teach us new technologies. The most important thing is to integrate ourselves into the world economy.""
+But even the status of the factory and its manager have not saved it from the nation's deepening economic morass. The factory is having trouble getting metal springs from its regular supplier in Byelorussia because the government there restricts exports to other republics.
+And the factory sometimes has to import sheet metal because it cannot obtain domestic metal thin enough or of adequate quality. What is more, as the factory gears up to increase production, its main supplier of computer chips, a factory in Leningrad, has said it cannot meet demand. Forced Self-Sufficiency
+As a result of such conditions, Factory No. 1 is one of many Soviet plants that have adopted an autarkic, do-it-yourself mentality. This leads to huge inefficiencies: A watch factory that produces its own computer chips, for example, would have to make major investments and could not enjoy large economies of scale.
+At Factory No. 1, engineers have developed and built 20 automatic machines, far less sophisticated than those in Japan, on which watch cases snake from worker to worker. About 1,800 employees work directly in assembling watches, and 60 percent of them are adjusters or checkers. Industry experts say this is an astonishingly high percentage.
+Henry B. Fried, an American watch expert who visited the Moscow factory, said it needed so many adjusters because ""its machines may be too old and its cutting tools may be left too long before they are sharpened."" He added, ""They're far behind on automation and ultra-precision.""
+Mr. Samsonov seeks to offset this technological backwardness by pushing his employees to work harder. When he arrived, he found 200 workers who drank continually. He had his foremen meet with these workers to tell them to shape up, but discovered that under existing labor rules he could not fire them.
+Using his influence and forceful personality, he put pressure on the union to give him the right to fire these workers.
+""If anybody is drunk here or if somebody steals a watch, that person is going to be fired the next day,"" he said. ""I tell people, 'Drink as much as you want. Take what you want. It's your fate. It's your life.' ""
+Photograph Moscow Watch Factory No. 1 boasts achievements that by Soviet standards make it an industrial showcase. But its productivity, hampered by the fact that much assembly work is still done by hand, and other measures of success lag far behind those of Western factories. (Steven Greenhouse/The New York Times) (pg. D1); Using a combination of Communist tactics and capitalist instincts, Aleksandr Samsonov has made Moscow Watch Factory No. 1 a Soviet showcase. (Steven Greenhouse/The New York Times) (pg. D7)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Soviet+Plant+Struggles+To+Join+the+Modern+Era&title=New+York+Times&issn=03624331&date=1991-02-19&volume=&issue=&spage=D.1&au=STEVEN+GREENHOUSE%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 19, 1991","""They make good, durable, no-frills, workman's watches,"" said Joseph Thomson, editor in chief of Modern Jeweler. ""They make it on price and, to some extent, durability. But technologically the world has passed them by."" Seventy percent of the watches are quartz; the rest, mechanical. Struggling to Advance Henry B. Fried, an American watch expert who visited the Moscow factory, said it needed so many adjusters because ""its machines may be too old and its cutting tools may be left too long before they are sharpened."" He added, ""They're far behind on automation and ultra-precision."" ""If anybody is drunk here or if somebody steals a watch, that person is going to be fired the next day,"" he said. ""I tell people, 'Drink as much as you want. Take what you want. It's your fate. It's your life.' ""","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Feb 1991: D.1.",11/15/17,"New York, N.Y.","UNION OF SOVIET SOCIALIST REPUBLICS (USSR) UNITED STATES EUROPE FAR EAST, SOUTH AND SOUTHEAST ASIA AND PACIFIC AREAS","STEVEN GREENHOUSE, Special to The New York Times",New York Times Company,,Newspapers,427966641,"United States, New York, N.Y.",English,19-Feb-91,WATCHES AND CLOCKS; INTERNATIONAL TRADE AND WORLD MARKET; PRICES; PRODUCTIVITY,New York Times,NEWSPAPER,,,,,,,
+Con Edison Fire Delays Opening Of Stock Market,"Ne w York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/con-edison-fire-delays-opening-stock-market/docview/427904350/se-2?accountid=14586,"A pre-dawn explosion in an electrical transformer closed a lower Manhattan office building for hours yesterday, delaying the opening of the New York and American stock exchanges several blocks away.
+Fire Department and city environmental officials said the explosion and fire took place after midnight in a Consolidated Edison transformer in a vault under a sidewalk beside 55 Water Street. A Con Ed spokeswoman, Bea Meltzer, said the cause was unknown.
+After the explosion, flames and thick oily smoke burst through a sidewalk grating and soared up the side of the 50-story building, staining its walls and windows black for many stories up.
+That created the possibility that PCB's -- polychlorinated biphenyls -- in oil used as a coolant in the transformer, might have gotten into the building through ventilators or broken windows. The building houses computer operations used by the New York and American exchanges. Feared It Was Contaminated
+Richard Torrenzano, a senior vice president of the New York Stock Exchange, said the building was evacuated and that city Department of Environmental Protection officials later barred people from entering. PCB's are known to cause cancer in animals.
+Hundreds of people who work in the building stood in the cold, waited indoors nearby, or went to work in other buildings, while officials examined and tested the floors.
+It was not until midmorning that workers were allowed to enter the parts of the building where the computer operations are -- which was crucial for the two stock exchanges to open, Mr. Torrenzano said.
+By then tests had found the areas free of PCB's, a Department of Environmental Protection spokesman, Ian Michaels, said.
+Mr. Torrenzano said workers needed time to bring the exchange computers to full power and integrate them, which delayed the openings until 11 A.M.
+The workers are employed by the Securities Industry Automation Corporation, which is two-thirds owned by the New York Stock Exchange and one-third owned by the American Stock Exchange. Mr. Torrenzano said the concern operates all the systems support for the two exhange's computers.
+The fire was brought under control at 3:16 A.M, and 40 people, including 26 firefighters were treated for possible exposure to PCB's.
+Yesterday's events were the latest in a series of mishaps that have disrupted Manhattan-based financial markets. On Nov. 23, a power failure disrupted operations at the New York Stock Exchange and trading was suspended for part of the morning.
+On Aug. 14, a four-alarm fire in an electrical substation forced the closing of the American Stock Exchange and five New York futures exchanges.
+Mr. Torrezano said a backup computer operations site was due to be operating in 12 to 16 months.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Con+Edison+Fire+Delays+Opening+Of+Stock+Market&title=New+York+Times&issn=03624331&date=1990-12-28&volume=&issue=&spage=B.3&au=Pace%2C+Eric&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 28, 1990","That created the possibility that PCB's -- polychlorinated biphenyls -- in oil used as a coolant in the transformer, might have gotten into the building through ventilators or broken windows. The building houses computer operations used by the New York and American exchanges. Feared It Was Contaminated Richard Torrenzano, a senior vice president of the New York Stock Exchange, said the building was evacuated and that city Department of Environmental Protection officials later barred people from entering. PCB's are known to cause cancer in animals. The workers are employed by the Securities Industry Automation Corporation, which is two-thirds owned by the New York Stock Exchange and one-third owned by the American Stock Exchange. Mr. Torrenzano said the concern operates all the systems support for the two exhange's computers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Dec 1990: B.3.",11/15/17,"New York, N.Y.",NEW YORK CITY,"Pace, Eric",New York Times Company,,Newspapers,4279043 50,"United States, New York, N.Y.",English,28-Dec-90,FIRES AND FIREMEN; ELECTRIC LIGHT AND POWER; POLYCHLORINATED BIPHENYLS (PCB); EXPLOSIONS,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; New Valid Logic President Wants More Market Share,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-new-valid-logic-president-wants/docview/427810269/se-2?accountid=14586,"LEAD: Valid Logic Inc., the second-largest supplier of electronic design automation systems, yesterday named L. George Klaus to the newly created position of president and chief operating officer. Mr. Klaus, who is 50, will also be a member of Valid's board.
+''Running a $200 million company amid the rapidly evolving electronic design automation market demands a balance between long-range and day-to-day management activities that is best achieved through the traditional C.E.O. and C.O.O. structure,'' said W. Douglas Hajjar, Valid's chairman and chief executive officer.
+Despite its growth, Valid is substantially smaller than the market leader in electronic design automation, the Mentor Graphics Corporation of Beaverton, Ore. But Mr. Klaus said he would try to increase Valid's share of the market. He said Valid was in stronger shape than its relative market share would indicate.
+''I didn't want to go to a company where I had to do a total turnaround,'' Mr. Klaus said. ''I wanted a company with a base to build on, not a shell.''
+He noted that Valid has strong new products, a large customer base and solid finances. ''Valid is extremely well positioned,'' he said.
+Mr. Klaus was previously with Sytek Inc., Mountain View, Calif., a maker of computer networking products that was acquired by the Hughes Aircraft Company last year. He joined Sytek in 1983 as vice president for marketing and sales, and was president and chief executive officer at the time of the merger.
+Prior to Sytek, Mr. Klaus spent three years at the Amdahl Corporation as a vice president, and 13 years at the Control Data Corporation in a variety of sales, marketing and operations positions.
+Mr. Klaus holds a bachelor of science degree in mathematics from California State University at Northridge. He and his wife, Julie, have two children.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+New+Valid+Logic+President+Wants+More+Market+Share&title=New+York+Times&issn=03624331&date=1990-09-05&volume=&issue=&spage=D.5&au=Fisher%2C+Lawrence+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 5, 1990","''Running a $200 million company amid the rapidly evolving electronic design automation market demands a balance between long-range and day-to-day management activities that is best achieved through the traditional C.E.O. and C.O.O. structure,'' said W. Douglas Hajjar, Valid's chairman and chief executive officer. ''I didn't want to go to a company where I had to do a total turnaround,'' Mr. [L. George Klaus] said. ''I wanted a company with a base to build on, not a shell.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Sep 1990: D.5.",11/15/17,"New York, N.Y.",,"Fisher, Lawrence M",New York Times Company,,Newspapers,427810269,"United States, New York, N.Y.",English,5-Sep-90,APPOINTMENTS AND EXECUTIVE CHANGES; BOARDS OF DIRECTORS,New York Times,NEWSPAPER,,,,,,,
+Company's Rise is Built on Credit,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/companys-rise-is-built-on-credit/docview/427779904/se-2?accountid=14586,"LEAD: Credit cards are now being tried in fast-food outlets, grocery stores, movie theaters and other places that have historically not accepted them. And that is music to Hatim A. Tyabji's ears.
+Credit cards are now being tried in fast-food outlets, grocery stores, movie theaters and other places that have historically not accepted them. And that is music to Hatim A. Tyabji's ears.
+Mr. Tyabji's company, Verifone Inc., is by far the leading supplier of those ubiquitous little boxes that retailers use to check on the credit cards of customers. It garnered 65 percent of North American sales of such point-of-sale terminals in 1989, according to an industry newsletter, POS News in Chicago. And its revenues have grown at a compound annual rate of 70 percent for five years.
+Now, Verifone, which went public earlier this year, stands poised to benefit from the rapidly spreading use of magnetic cards, not only at new types of retailers but beyond retail purchases.
+A Card Instead of Stamps",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Company%27s+Rise+is+Built+on+Credit&title=New+York+Times&issn=03624331&date=1990-08-03&volume=&issue=&spage=D.1&au=ANDREW+POLLACK%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 3, 1990","Indeed, transaction processing, or ''transaction automation'' as Verifone calls it, is one of the fastest-growing parts of the computer business. ''We have found a veritable gold mine,'' said Mr. [Hatim A. Tyabji], the company's president and chief executive. Mr. Tyabji contends that computers are thus sneaking into retail establishments that otherwise would not purchase a personal computer. ''These are computers for people who don't know they're using computers,'' he said. ''This is far more than just credit cards,'' Mr. Tyabji said. ''We are changing the way people live and I would submit to you that we haven't even started.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Aug 1990: D.1.",11/15/17,"New York, N.Y.",,"ANDREW POLLACK, Special to The New York Times",New York Times Company,,Newspapers,427779904,"United States, New York, N.Y.",English,3-Aug-90,CREDIT CARDS AND ACCOUNTS; COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+A.T. & T. Buying 3 Units of Western Union,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/t-buying-3-units-western-union/docview/427745843/se-2?accountid=14586,"LEAD: The Western Union Corporation, the financially troubled company that pioneered telegraph and telex services, announced yesterday that it had agreed to sell its telex, computer mail and computer data transmission services to A.T.&T. for $180 million.
+The Western Union Corporation, the financially troubled company that pioneered telegraph and telex services, announced yesterday that it had agreed to sell its telex, computer mail and computer data transmission services to A.T.&T. for $180 million.
+The deal raises badly needed cash for Western Union and makes the American Telephone and Telegraph Company a leader in the growing market for sending messages between computers at different companies and homes.
+Yesterday's agreement completes the transformation of Western Union from a telecommunications company to a financial services and overnight mail business. Western Union has already shed four types of telephone service: long-distance, cellular, satellite and private leased lines.
+Western Union is trying to refinance its bonds and has warned the Securities and Exchange Commission that it may have to file for bankruptcy. The company said it would use most of the proceeds from the A.T.&T. deal to redeem part of its $635 million debt.
+Western Union's stock climbed 6.25 cents yesterday to close at 62.5 cents a share on the New York Stock Exchange. The company's $500 million issue of high-yield ''junk bonds'' rose in price from $36 to $47 for each $100 of face value.
+Western Union, based in Upper Saddle River, N.J., is controlled by Bennett S. LeBow, who invested $25 million in the tottering enterprise in late 1987 and arranged the sale of the junk bonds to consolidate most of the company's previous debt.
+The 139-year-old company will retain three businesses: wire transfers of money, bill payments for people who do not have checking accounts, and express message-delivery services like the trademark yellow and black telegram and blue Western Union Mailgram. A.T.&T. will get a third of Western Union's 3,800 employees and 40 percent of its revenues, which totaled $628.7 million last year.
+Western Union will use A.T.&T.'s facilities for its communications needs from now on, said Robert J. Amman, the president and chief executive of Western Union. The exact terms of this service have not been determined and are not linked to yesterday's agreement, Mr. Amman said.
+Western Union's creditors did not force the sale, but they ''were anxious to see us sell a business,'' he said.
+Expanding in Electronic Mail",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A.T.%26amp%3B+T.+Buying+3+Units+of+Western+Union&title=New+York+Times&issn=03624331&date=1990-07-04&volume=&issue=&spage=2.43&au=Bradsher%2C+Keith&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,2,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 4, 1990","Western Union's stock climbed 6.25 cents yesterday to close at 62.5 cents a share on the New York Stock Exchange. The company's $500 million issue of high-yield ''junk bonds'' rose in price from $36 to $47 for each $100 of face value. Western Union's creditors did not force the sale, but they ''were anxious to see us sell a business,'' he said. A.T.&T. sought the agreement mainly as a way to expand its role in electronic mail, which consists of computer users sending messages to one another, said John R. Smart, the president of A.T.&T.'s business communications systems division. ''As the world of office automation has grown up, many of the simple word processing platforms that many businesses are using would have their value enhanced'' by the ability to send such messages, he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 July 1990: 2.43.",11/15/17,"New York, N.Y.",,"Bradsher, Keith",New York Times Company,,Newspapers,427745843,"United States, New York, N.Y.",English,4-Jul-90,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+INTERNATIONAL REPORT; A New Role for the Anti-Apartheid T-Shirt,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.e du/login?url=https://www.proquest.com/newspapers/international-report-new-role-anti-apartheid-t/docview/427621173/se-2?accountid=14586,"LEAD: The war against apartheid is proving to be good business for manufacturers of the politically relevant T-shirt.
+The war against apartheid is proving to be good business for manufacturers of the politically relevant T-shirt.
+The removal of the ban on the African National Congress and the release of Nelson Mandela have improved not only the prospects for black majority rule but also the appearance of its proponents.
+Such garments were worn before as a symbol of defiance, but cautiously, because the police would confiscate them. Now, T-shirts legally endorse organizations that the white minority Government once decreed must be unseen and unheard. Even a Government official acknowledged that he bought his son a popular T-shirt welcoming home Nelson Mandela.
+But not every T-shirt will do. ''It's got to be a part of some struggle,'' said Don Joseph, a graphic artist. ''It's got to have a relevant message on it.'' Mr. Joseph has been designing T-shirts for Zenzeleni, a Durban cooperative that has become the leading purveyor of protest wear to apartheid's opponents.
+Help From Labor Unions",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=INTERNATIONAL+REPORT%3B+A+New+Role+for+the+Anti-Apartheid+T-Shirt&title=New+York+Times&issn=03624331&date=1990-04-16&volume=&issue=&spage=D.4&au=CHRISTOPHER+S.+WREN%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 16, 1990","Not every T-shirt will do. ''It's got to be a part of some struggle,'' said Don Joseph, a graphic artist. ''It's got to have a relevant message on it.'' Mr. Joseph has been designing T-shirts for Zenzeleni, a Durban cooperative that has become the leading purveyor of protest wear to apartheid's opponents. Zenzeleni - the name means ''we do it ourselves'' in Zulu - was set up a year ago with labor union assistance for black workers left unemployed by the automation of South Africa's textile industry. The cooperative now has 320 employees, who, as a condition of employment, belong to the South African Clothing and Textile Workers Union. ''Ridiculous, absolutely ridiculous,'' Mrs. [Stephanie Miller] said, referring to the American action. ''You would imagine that people would have a little more vision.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Apr 1990: D.4.",11/15/17,"New York, N.Y.",SOUTH AFRICA,"CHRISTOPHER S. WREN, Special to The New York Times",New York Times Company,,Newspapers,427621173,"United States, New York, N.Y.",English,16-Apr-90,APPAREL; POLITICS AND GOVERNMENT; APARTHEID (POLICY); T-SHIRTS (APPAREL),New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; New Boveri President Happy to Stay in U.S.,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-new-boveri-president-happy-stay-u/docview/427569761/se-2?accountid=14586,"LEAD: Asea Brown Boveri Inc., the American electrical engineering giant formed when ABB Asea Brown Boveri Ltd. of Switzerland acquired Combustion Engineering Inc. in January, said yesterday that Gerhard Schulmeyer had been named president and chief executive officer.
+Asea Brown Boveri Inc., the American electrical engineering giant formed when ABB Asea Brown Boveri Ltd. of Switzerland acquired Combustion Engineering Inc. in January, said yesterday that Gerhard Schulmeyer had been named president and chief executive officer.
+Mr. Schulmeyer, a 51-year-old German who was lured away from Motorola Inc. last August to become executive vice president in charge of ABB's worldwide industrial business segment, will replace George S. Kimmel, who resigned less than two months after taking control of Asea Brown Boveri Inc., based in Stamford, Conn.
+The 55-year-old Mr. Kimmel, the president and chief operating officer of Combustion Engineering before the ABB takeover, also resigned as executive vice president of the Zurich-based parent company.
+ABB was formed by the merger in 1988 of Sweden's ASEA A.B. and Switzerland's BBC Brown Boveri. The company is managed with a matrix system in which geographical managers must interact with global product-line managers.
+Mr. Schulmeyer, speaking of Mr. Kimmel, said, ''He felt that the matrix was too confining.'' He added that the integration of ABB and Combustion Engineering should be largely completed in the next month. Mr. Schulmeyer will continue to oversee the $4 billion industrial business, which includes motors, automation controls, engineering services and a variety of petroleum and marine products.
+The Combustion Engineering takeover doubled ABB's annual sales in the United States to more than $7 billion. The company sells power generation and transmission equipment, locomotives and other transportation goods, environmental controls and a variety of industrial and telecommunications equipment in addition to products Mr. Schulmeyer oversees.
+Mr. Schulmeyer, an electrical engineer by training, began his business career in 1962 with Braun A.G., the West German consumer electronics company that was later acquired by the Gillette Company. He received an M.B.A. from the Massachusetts Institute of Technology in 1973 and then managed packaged goods for Gillette in Boston. In 1976, he moved to Wega Radio G.m.b.H., the West German subsidiary of Japan's Sony Corporation.
+Mr. Schulmeyer joined Motorola in 1980 as general manager of its international automotive and industrial electronics business. He was executive vice president and oversaw European operations when he left to join ABB last summer.
+Mr. Schulmeyer sees an important benefit in his new appointment - it spares him the need to move to Zurich. ''It may seem strange, since most Germans like Zurich,'' he said. ''But I wanted to stay in the United States.''
+He and his wife will be moving from Chicago to Stamford. The couple have three sons attending various universities.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+New+Boveri+President+Happy+to+Stay+in+U.S.&title=New+York+Times&issn=03624331&date=1990-03-21&volume=&issue=&spage=D.4&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 21, 1990","Mr. [Gerhard Schulmeyer], speaking of Mr. [George S. Kimmel], said, ''He felt that the matrix was too confining.'' He added that the integration of ABB and Combustion Engineering should be largely completed in the next month. Mr. Schulmeyer will continue to oversee the $4 billion industrial business, which includes motors, automation controls, engineering services and a variety of petroleum and marine products. The Combustion Engineering takeover doubled ABB's annual sales in the United States to more than $7 billion. The company sells power generation and transmission equipment, locomotives and other transportation goods, environmental controls and a variety of industrial and telecommunications equipment in addition to products Mr. Schulmeyer oversees. Mr. Schulmeyer sees an important benefit in his new appointment - it spares him the need to move to Zurich. ''It may seem strange, since most Germans like Zurich,'' he said. ''But I wanted to stay in the United States.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 Mar 1990: D.4.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,427569761,"United States, New York, N.Y.",English,21-Mar-90,"APPOINTMENTS AND EXECUTIVE CHANGES; SUSPENSIONS, DISMISSALS AND RESIGNATIONS",New York Times,NEWSPAPER,,,,,,,
+Business Scene; Are True Profits Falling or Rising?,"New York Times, Late Edition (East Coast); New York, N.Y.",1990,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-scene-are-true-profits-falling-rising/docview/427525967/se-2?accountid=14586,"LEAD: CORPORATE profits are in decline. Company after company is reporting sinking net income and the trend seems certain to continue, given the weak economy. But there are several ways to measure profitability and some show American business to be in not such bad shape.
+CORPORATE profits are in decline. Company after company is reporting sinking net income and the trend seems certain to continue, given the weak economy. But there are several ways to measure profitability and some show American business to be in not such bad shape.
+Profitability is a tricky, subjective concept. Two economists, or two executives, can draw different conclusions from the same mass of numbers. Examine income alone and the total is clearly running below last year's level by more than 10 percent, a decline spotlighted by the companies themselves in quarterly earnings reports.
+But if income is considered the return on the money invested in factories, offices and equipment, the picture brightens. Although the 1989 return is not yet calculated, it was probably close to the level of the two previous years for manufacturing and service companies, says John Musgrave, a Commerce Department economist.
+That resilient showing reflects the efficiencies that many companies have achieved in the 1980's, through factory closings, work force reductions, automation and overseas investments. ''We have definitely lowered our break-even point,'' said Richard W. Kopcke, an economist at the Federal Reserve Bank of Boston, who studies profitability.
+The Federal Reserve and Commerce, in assessing profitability, often include in income an item that business executives think of as an onerous cost: the interest payments on ballooning corporate debt. For Mr. Kopcke and most business executives, a loan to a company provides capital to buy a machine, just as selling stock does. The disagreement is how to classify the interest payments. Mr. Kopcke and some other economists contend the payments, like dividends, should be counted as payouts from profits.
+Viewed this way, profits have not declined since last year, although they have not risen either. Before taxes and including interest payments, income for the nation's nonfinancial companies remained at about $375 billion through the third quarter. This steady flow of wealth helps to explain why the nation's economic expansion has lasted for more than seven years.
+Nevertheless, labeling interest payments as profits obscures the conflict in the American system between shareholders, who own a company, and creditors, who are outsiders. It does not, for example, end the nightmare at the heavily indebted Campeau Corporation. Nor does it help the nation's stockholders who blame interest payments for the sharp decline in profits, endangering stock values.
+With the economy weak and consumers holding back, companies have had difficulty raising prices. That means that rising costs can squeeze profits and this has happened, but mostly because of interest payments. Other costs have hardly budged as a percentage of revenue.
+Out of every dollar of revenue in the third quarter last year, interest payments consumed 5.2 cents, compared with 4.6 cents in 1988 and 3.6 cents in 1983, at the start of the economic expansion, Commerce says. Labor costs, by comparison, took 66.6 cents from the sales dollar in the third quarter, only slightly above the 1983 proportion of 66.2 cents. Corporate income taxes, sales taxes and the depreciation of buildings and equipment all take about the same today from each dollar as they did in 1983. Profits, on the other hand, fell in the third quarter to 4.5 cents, from 5.2 cents in 1988 and 5.6 cents in 1983. (The high point was 6.9 cents in 1984.) Aside from whether interest payments are profits or costs, another issue is how to value a company's capital investment in buildings and equipment. Mr. Kopcke and Mr. Musgrave, among others, favor valuing assets at current replacement cost; that is, the cost today of replacing, say, a three-year-old truck. While that might be $50,000, most companies carry the truck on their books at its original cost, say $25,000. The result is that a trucking company with 10 such vehicles and $25,000 in annual net income would report a 10 percent return on investment, while Mr. Kopcke would call it 5 percent.
+''If executives are forced to keep marking up the value of their capital, they are more likely to acknowledge a slipping rate of return and to seek efficiencies,'' he said.
+Many executives say they do keep an informal tally of replacement costs, and that is evident. Using a broad definition of pretax income - one that includes interest payments as well as various adjustments to remove fluke profits - Mr. Kopcke finds that the rate of return on the replacement cost of capital has risen steadily in the 1980's, to 8.1 percent in 1988 and probably a similar figure last year.
+This return is up from 4.5 percent or less in the early 1980's and is the highest rate since 1973, although still a far cry from the 11 to 14.5 percent returns of the 1960's. Studies by other economists have produced similar results.
+''The good news is that the rate of return has held up close to 8 percent despite the weakening economy,'' Mr. Kopcke said. And the bad news is that after energetic cost-cutting and modernization during seven years of economic expansion, American business got its rate of return back only to the early 1970's level - and now might once again lose ground.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Business+Scene%3B+Are+True+Profits+Falling+or+Rising%3F&title=New+York+Times&issn=03624331&date=1990-01-15&volume=&issue=&spage=D.2&au=UCHITELLE%2C+LOUIS&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jan 15, 1990","''The good news is that the rate of return has held up close to 8 percent despite the weakening economy,'' Mr. Kopcke said. And the bad news is that after energetic cost-cutting and modernization during seven years of economic expansion, American business got its rate of return back only to the early 1970's level - and now might once again lose ground. That resilient showing reflects the efficiencies that many companies have achieved in the 1980's, through factory closings, work force reductions, automation and overseas investments. ''We have definitely lowered our break-even point,'' said Richard W. Kopcke, an economist at the Federal Reserve Bank of Boston, who studies profitability.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Jan 1990: D.2.",11/15/17,"New York, N.Y.",,"UCHITELLE, LOUIS",New York Times Company,,Newspapers,427525967,"United States, New York, N.Y.",English,15-Jan-90,UNITED STATES ECONOMY; PROFITS (INDUSTRY-WIDE),New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/427 473017/se-2?accountid=14586,"LEAD: * Datapoint Corp., San Antonio, a maker of business computers and office automation systems, reduced its headquarters staff by 144 employees.
+* Datapoint Corp., San Antonio, a maker of business computers and office automation systems, reduced its headquarters staff by 144 employees.
+* E-II Holdings Inc., Chicago, a holding company for a variety of consumer goods, said it would restructure its retail operations by consolidating its core variety store business within its McCrory Corp. unit and transfering its off-price retail operation, Bargain Time, into a separate corporation.
+* Emerson Electric Co., St. Louis, an electric and electronic products company, began a previously announced $93-a-share tender offer for all common shares of McGill Manufacturing Co. Inc., Valparaiso, Ind., a maker of bearings, switches and other electrical products.
+* Fisons P.L.C., Ipswich, England, a pharmaceutical, horticultural and scientific equipment maker, said it had made a friendly $:270.2 million bid for V. G. Instruments P.L.C., a British maker of scientific equipment in which B.A.T. Industries P.L.C. has a 69 percent stake.
+* Gulfstream Aerospace Corp., Savannah, Ga., a subsidiary of Chrysler Corp., said it would cut the staff at its Savannah plant by 65 to 70, or about 2 percent of the total work force.
+* Henley Group Inc., LaJolla, Calif., said its board had approved the division of Henley into two public companies: Henley Properties Inc. and a new company named Henley Group Inc., through the distribution of a special nontaxable dividend on Dec. 31.
+* Schlumberger Ltd., a service company to the drilling and oil producing industries, said it would acquire its minority shareholder's 22 percent stake in GECO, a Norwegian seismic company, for $49 million and would extend the same offer to all of GECO's other shareholders.
+* Woolworth Corp., an operator of retail stores, said it would acquire certain assets of Profoot Nederland B.V., Vianen, the Netherlands, a specialty footware retailer. Terms were not disclosed.
+* Washington National Corp., Evanston, Ill., an insurance holding company, said it would sell its Washington National Insurance Co. home service operation to a United States subsidiary of Aegon N.V., The Hague, an insurance company, for more than $100 million.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1989-12-19&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 19, 1989","LEAD: * Datapoint Corp., San Antonio, a maker of business computers and office automation systems, reduced its headquarters staff by 144 employees. * Fisons P.L.C., Ipswich, England, a pharmaceutical, horticultural and scientific equipment maker, said it had made a friendly $:270.2 million bid for V. G. Instruments P.L.C., a British maker of scientific equipment in which B.A.T. Industries P.L.C. has a 69 percent stake. * Schlumberger Ltd., a service company to the drilling and oil producing industries, said it would acquire its minority shareholder's 22 percent stake in GECO, a Norwegian seismic company, for $49 million and would extend the same offer to all of GECO's other shareholders.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]19 Dec 1989: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427473017,"United States, New York, N.Y.",English,19-Dec-89,,New York Times,NEWSPAPER,,,,,,,
+COMPANY BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-briefs/docview/427435197/se-2?accountid=14586,"LEAD: * Dunkin' Donuts Inc., Randolph, Mass., which has been resisting an uninvited takeover offer, extended until Wednesday its deadline for receiving proposals for its possible acquisition.
+* Dunkin' Donuts Inc., Randolph, Mass., which has been resisting an uninvited takeover offer, extended until Wednesday its deadline for receiving proposals for its possible acquisition.
+* General Electric Co. P.L.C., London, and Racal Electronics P.L.C., Bracknell, Berkshire, England, a maker of electronic capital equipment, said they had broken off talks over G.E.C.'s proposed purchase of Racal's instruments and automation businesses.
+* LADD Furniture Inc., a home furnishing company, completed the sale of its Gunlocke Co. to Hon Industries, Muscatine, Iowa, a maker of office furniture, for $34 million.
+* Outdoor Sports Headquarters Inc., Dayton, Ohio, a distributor of outdoor sports equipment, said it would buy the inventory and certain other assets of Southern Gun and Tackle Inc., a wholesale distributor of outdoor sporting goods. Terms were not disclosed.
+* Price Communications Corp., a broadcasting and publishing company, said its directors had authorized the repurchase of up to two million of its 9.2 million common shares outstanding.
+* Schroders P.L.C., London, an international merchant banking group, said it was in talks with Mitsubishi Trust and Banking Corp., Tokyo, and two other unidentified institutions on the sale of a 14.7 percent stake in a U.S. subsidiary, Wertheim Schroders Holdings Inc.
+* Synalloy Corp., Spartanburg, S.C., a maker of specialty chemicals, said it would review the $12-a-share acquisition offer of Chariot Group Inc., Sandusky, Ohio, a maker of plastic products, when it receives written evidence of financing from Chariot.
+* Union Pacific Corp., a railroad, energy and real estate holding company, said it was expecting a proposal for the purchase of its real estate holdings unit from Koll Co., Irvine, Calif., a real estate developer. Union Pacific's real estate holdings were valued at between $300 million and $400 million.
+* Weyerhaeuser Co., Tacoma, Wash., a wood and paperboard products company, said it would offer for sale its Tri-Wall corrugated packaging operations.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+BRIEFS&title=New+York+Times&issn=03624331&date=1989-11-11&volume=&issue=&spage=1.37&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 11, 1989","LEAD: * Dunkin' Donuts Inc., Randolph, Mass., which has been resisting an uninvited takeover offer, extended until Wednesday its deadline for receiving proposals for its possible acquisition. * Dunkin' Donuts Inc., Randolph, Mass., which has been resisting an uninvited takeover offer, extended until Wednesday its deadline for receiving proposals for its possible acquisition. * General Electric Co. P.L.C., London, and Racal Electronics P.L.C., Bracknell, Berkshire, England, a maker of electronic capital equipment, said they had broken off talks over G.E.C.'s proposed purchase of Racal's instruments and automation businesses.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Nov 1989: 1.37.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427435197,"United States, New York, N.Y.",English,11-Nov-89,,New York Times,NEWSPAPER,,,,,,,
+COMPANY BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-briefs/docview/427365809/se-2?accountid=14586,"LEAD: * ASK Computer Systems Inc., Los Altos, Calif., a developer of integrated software systems, said it expected its fiscal first-quarter revenues to be the same as the quarter a year earlier, while earnings would be substantially lower.
+* ASK Computer Systems Inc., Los Altos, Calif., a developer of integrated software systems, said it expected its fiscal first-quarter revenues to be the same as the quarter a year earlier, while earnings would be substantially lower.
+* Carlton Communications P.L.C., London, a maker of televisions and videodisk recorders, said it would sell its Link Scientific Group to Oxford Instruments Group P.L.C. for a maximum consideration of $:57.5 million.
+* Chubb Corp., Warren, N.J., a real estate and insurance holding company, formed a leveraged employee stock ownership plan, representing about 5 percent of the company's outstanding common stock.
+* Esterline Corp., Darien, Conn., a maker of factory automation equipment for the production of printed circuit boards, agreed with Dyson-Kissinger-Moran Corp., an investment company, to buy six commercial aerospace and military operations of Criton Technologies, Bellevue, Wash., and to buy Dyson's 23 percent interest in Esterline. The combined price for the two transactions is $147.5 million.
+* Florida Progress Corp., St. Petersburg, a company with diversified interests, will sell its Better Business Forms Inc. unit to Clondalkin Group P.L.C., an Irish printer and packager, for $35 million.
+* Giant Group, Harleyville, S.C., a masonry company, said it would acquire Aspen Airways, Denver, a regional airline operating under a marketing agreement with United Airlines. Terms were not disclosed.
+* Security Pacific Corp., Los Angeles, a bank holding company, said it would raise its stake in Burns Fry Ltd., Toronto, a brokerage firm, to 49 percent from 30 percent,
+* Spartech Corp., St. Louis, a manufacturer of plastic products, said it would issue 1.1 million common shares, plus convertible preferred stock, to British Vita P.L.C., a British-based polymer processing company, for $23.6 million.
+* UNUM Corp., an insurance company, began a Dutch tender offer for five million shares, or about 12.3 percent of its common stock, for between $37.50 and $43 a share. The offer will expire Oct. 6.
+* Utah Medical Products Inc., Midvale, Utah, said it would repurchase a portion of its common stock and warrants owned by Baxter Healthcare Corp., a subsidiary of Baxter International Inc. Baxter owns 8 percent of Utah Medical common stock.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+BRIEFS&title=New+York+Times&issn=03624331&date=1989-09-12&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 12, 1989","* Utah Medical Products Inc., Midvale, Utah, said it would repurchase a portion of its common stock and warrants owned by Baxter Healthcare Corp., a subsidiary of Baxter International Inc. Baxter owns 8 percent of Utah Medical common stock. * Esterline Corp., Darien, Conn., a maker of factory automation equipment for the production of printed circuit boards, agreed with Dyson-Kissinger-Moran Corp., an investment company, to buy six commercial aerospace and military operations of Criton Technologies, Bellevue, Wash., and to buy Dyson's 23 percent interest in Esterline. The combined price for the two transactions is $147.5 million.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Sep 1989: D.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427365809,"United States, New York, N.Y.",English,12-Sep-89,,New York Times,NEWSPAPER,,,,,,,
+Futures Regulator Is Criticized by G.A.O.,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/futures-regulator-is-criticized-g-o/docview/427368440/se-2?accountid=14586,"LEAD: The investigative arm of Congress said today that there are shortcomings in the way the agency that regulates futures trading polices abuses at the country's exchanges.
+The investigative arm of Congress said today that there are shortcomings in the way the agency that regulates futures trading polices abuses at the country's exchanges.
+The Commodity Futures Trading Commission lacks the ability to analyze information on trading abuses effectively and needs to work closely with exchanges as they develop automated surveillance systems to stop cheating, the General Accounting Office said. Its report comes on the heels of recent sharp criticism of what Congress calls the commission's lax regulation of markets, a charge it has denied.
+''The C.F.T.C. needs to improve its use of management information,'' the G.A.O. said in reports to the Senate Agriculture Committee. Committee Preparing Bill
+The reports were requested by the Agriculture Committee, whose chairman is Patrick Leahy, Democrat of Vermont. The committee is preparing a bill to reauthorize the commission's operations. The committee will hold a hearing on Friday on the commission's reauthorization bill.
+The Congressional reports were prepared after interviews with the C.F.T.C. and the Chicago Board of Trade, the Chicago Mercantile Exchange, the New York Mercantile Exchange and the Commodity Exchange of New York. The four account for about 90 percent of all futures contracts traded in the United States.
+Mr. Leahy said the report, together with recent indictments of traders in Chicago, showed sizable flaws in the way trading was being policed on exchange floors.
+''Audit trails are the backbone of the floor policing systems,'' he added. ''They must be improved substantially before we can guarantee the integrity of trading pits.'' Firm Deadlines Called For
+The Congressional agency said the commission needed to set firm deadlines for exchanges to improve their audit trail systems. Exchanges now use records in trading cards and their own trading registers for auditing business done on exchange floors.
+The four Chicago and New York exchanges plan to develop electronic audit trail systems to record transactions using hand-held terminals.
+''The C.F.T.C. should oversee design, development and implementations of the exchange's automation initiatives to insure exchanges obtain benefits these sytems can provide,'' the Congressional agency said.
+Criticism was heaped on the C.F.T.C. after a Federal undercover investigation of two of the world's biggest futures exchanges in Chicago resulted in the indictment of 45 traders and a clerk for a variety of trading abuses in August. Another Federal study of exchanges was begun in New York.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Futures+Regulator+Is+Criticized+by+G.A.O.&title=New+York+Times&issn=03624331&date=1989-09-08&volume=&issue=&spage=D.5&au=Reuters&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,Gene ral Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 8, 1989","''The C.F.T.C. needs to improve its use of management information,'' the G.A.O. said in reports to the Senate Agriculture Committee. Committee Preparing Bill ''Audit trails are the backbone of the floor policing systems,'' he added. ''They must be improved substantially before we can guarantee the integrity of trading pits.'' Firm Deadlines Called For ''The C.F.T.C. should oversee design, development and implementations of the exchange's automation initiatives to insure exchanges obtain benefits these sytems can provide,'' the Congressional agency said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Sep 1989: D.5.",11/15/17,"New York, N.Y.",,Reuters,New York Times Company,,Newspapers,427368440,"United States, New York, N.Y.",English,8-Sep-89,FUTURES TRADING; DATA PROCESSING (COMPUTERS); VIOLATIONS OF SECURITIES AND COMMODITIES REGULATIONS,New York Times,NEWSPAPER,,,,,,,
+K Mart Profit Down 10.9% In Quarter,"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/k-mart-profit-down-10-9-quarter/docview/427329619/se-2?accountid=14586,"LEAD: Hurt by unexpectedly low sales in May, the K Mart Corporation said yesterday that its earnings declined 10.9 percent in the second quarter, to $145 million, or 72 cents a share, from $162.8 million, or 81 cents a share, a year earlier.
+Hurt by unexpectedly low sales in May, the K Mart Corporation said yesterday that its earnings declined 10.9 percent in the second quarter, to $145 million, or 72 cents a share, from $162.8 million, or 81 cents a share, a year earlier.
+K Mart, the nation's second-largest general retailer after Sears, Roebuck & Company, said that in the three months ended July 26, sales rose 4.9 percent, to $7.01 billion, from $6.68 billion a year ago. Sales at stores that have been open at least one year were up 1.5 percent, the company said.
+K Mart, based in Troy, Mich., had forecast lower earnings for the second quarter, but analysts said the results were slightly below their expectations and reflected a maturing of the economy. Stock Drops
+K Mart stock declined by $1 a share yesterday, to $39.625, on the New York Stock Exchange.
+''Unfortunately, weak sales in May resulted in below-plan sales for the second quarter,'' Joseph E. Antonini, chairman and chief executive of K Mart, said in a statement. ''This sales shortfall from plan, combined with lower gross margins on items that have been reduced in price, caused a decline in earnings in the second quarter.''
+In addition to 2,275 K Mart discount stores, the company operates 1,243 Waldenbooks, 276 Pay Less Drug Stores and 140 Builders Square stores.
+N. Richard Nelson Jr., an analyst at Duff & Phelps Inc., a research firm in Chicago, agreed that weak sales and lower profit margins from discounted items were responsible for K Mart's performance. He said he had been expecting earnings of 75 cents a share.
+L. Wayne Hood, an analyst at Prudential-Bache Securities Inc., said he was encouraged that sales at K Mart's discount stores showed an improvement in June and July.
+Nonetheless, Mr. Hood said he had lowered his 1989 earnings estimates for K Mart to $4.05 a share from $4.10, and his 1990 estimates to $4.45 a share from $4.50.
+In the second half of the year, Mr. Antonini said, K Mart expected ''an improving trend in sales and earnings, reflecting our strengthened merchandising programs, our continuing emphasis on everyday low prices and increased utilization of retail automation systems to improve the management of store hours and productivity.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=K+Mart+Profit+Down+10.9%25+In+Quarter&title=New+York+Times&issn=03624331&date=1989-08-15&volume=&issue=&spage=D.10&au=Freitag%2C+Michael&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 15, 1989","In the second half of the year, Mr. Antonini said, K Mart expected ''an improving trend in sales and earnings, reflecting our strengthened merchandising programs, our continuing emphasis on everyday low prices and increased utilization of retail automation systems to improve the management of store hours and productivity.'' ''Unfortunately, weak sales in May resulted in below-plan sales for the second quarter,'' Joseph E. Antonini, chairman and chief executive of K Mart, said in a statement. ''This sales shortfall from plan, combined with lower gross margins on items that have been reduced in price, caused a decline in earnings in the second quarter.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 Aug 1989: D.10.",11/15/17,"New York, N.Y.",,"Freitag, Michael",New York Times Company,,Newspapers,427329619,"United States, New York, N.Y.",English,15-Aug-89,COMPANY REPORTS,New York Times,NEWSPAPER,,,,,,,
+"Coal Miners' Strike Spreads, but Years Have Blunted the Weapon","New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/coal-miners-strike-spreads-years-have-blunted/docview/427235212/se-2?accountid=14586,"LEAD: The coal strike that began 10 weeks ago in this isolated corner of southwest Virginia and was touted as a make-or-break walkout for the United Mine Workers of America has now spread to nine other states.
+The coal strike that began 10 weeks ago in this isolated corner of southwest Virginia and was touted as a make-or-break walkout for the United Mine Workers of America has now spread to nine other states.
+But thus far it has been dozens of small Appalachian coal communities that have felt its biggest impact, not those that depend on the nation's supply of coal.
+The supply situation could change, of course, and the price of coal could rise, if the strike drags on. But coal specialists note that the industry has greatly changed in recent years, becoming more automated and fragmented, and it is thus more difficult to wield a strike as an economic weapon. 'Coal Is Still Coming In'
+''We're watching things closely, but so far we have adequate stockpiles and coal is still coming in,'' said Steve Hiles, a fuel specialist for the American Electric Power Company of Columbus, Ohio, a leading coal consumer.
+Even at the local level there has not been much effect from the walkout, which began April 5 when the mine workers' union and the Pittston Coal Group, Virginia's largest producer, disagreed on a new package of work benefits and schedules.
+Thomas Bundy, vice president of the Dominion Bank of Lebanon and an official of the local Chamber of Commerce, said, ''I've been in banking here for 10 years, and this strike, compared to others, has been surprisingly mild in its impact,'' adding:
+''Some of the merchants are complaining, which is what you'd expect when miners are getting only $200 a week in strike benefits instead of a $600-a-week check. But we don't have any increase in loan requests or in loans going bad.
+''There are a lot of two-wage families now, and I also think people saved up money because they could see this strike coming after a year of fruitless negotiations.'' Change in Tactics
+There have been some isolated incidents of violence. Courts have repeatedly ordered miners to restrict their picketing and, in some instances, to return to work. But the orders have been widely ignored and, as a result, there have been not only jailings of individual miners but also fines of more than $4 million imposed on the union.
+Underscoring its contention that this is a battle for the union's future, the U.M.W. has resorted to tactics beyond the traditional picketing, hiring public relations specialists and urging Pittston's stockholders and bankers to pressure the company.
+The union has also held sit-ins at mine sites and, more recently, some ''drive-ins'' in which slow-moving caravans of vehicles creep past the entrances of mines, making it difficult for traffic to enter and leave. Many Wildcat Walkouts
+The strike has been has been spread in the past week by wildcat walkouts. These are actions against other coal companies that technically are not approved by the union and that many companies view as illegal.
+As of today, the strike affected not only the Pittston mines in Virginia but also pits in Alabama, Illinois, Indiana, Kentucky, Missouri, Ohio, Pennsylvania, Tennessee and West Virginia. Of the more than 27,000 miners estimated to be out, most were wildcatters, since there are fewer than 2,000 miners in the Pittston work force. West Virginia reported 16,000 miners absent from work, by far the largest number. There appeared to be considerably less support in other states. Tennessee reported fewer than 500 miners out.
+Coal specialists say the strike might easily drag on for some time.
+Mainly because of automation, union labor now produces only about a third of the nation's coal, as against almost two-thirds of it 20 years ago. Non-union mines, most of them west of the Mississippi, can make up for much of the production lost by the strike. As automation has increased, so has coal production, while the labor force has steadily declined. Today, there are only 65,000 U.M.W. members, about a tenth of the membership during World War II. A More Diverse Coal Business
+In addition, many coal users, having been stung in the past by labor problems, now keep large stockpiles of coal on hand. Some are also looking to imports.
+''The coal business is a lot more diverse now than it was,'' said Morris Feibusch, a spokesman for the Bituminous Coal Operators Association, a major trade organization. ''There have been changes in everything - automation, exports, imports, union membership, union contracts.''
+Still, both sides in the strike are holding firm on their original demands.
+Pittston says it needs a reworked benefits package and more flexible work schedules to survive in an increasingly competitive international coal market. It once was a member of Mr. Feibusch's group, which negotiates a single U.M.W. contract for all members, but it pulled out several years ago, asserting that the group contract was economically burdensome.
+The U.M.W. says the Pittston package, if adopted, would destroy the union and a way of life fought for in untold earlier strikes. Union members are especially concerned about the package's medical and retirement benefits, which they say are inferior to those in the coal association contract. They also do not like a proposal that would have some miners work Sundays.
+''Say what they will,'' Michael E. Odom, the Pittston president, said Tuesday, ''our offer is out there and that's it, however long it takes.'' Taxes Are Reported Down
+Mr. Odom refused to say what impact the strike was having on Pittston production, now limited to what can be turned out by newly hired non-union miners.
+Some local government officials have said taxes the company pays on mined coal are down almost 70 percent.
+Marty Hudson, the U.M.W. strike leader, agrees with that figure. He said Pittston was ''hurting'' and that the strike would continue until there is a U.M.W. victory.
+A Federal judge had put Mr. Hudson and two other strike leaders behind bars two weeks ago when U.M.W. pickets continued to block mine traffic despite a court order prohibiting all interference. He released the men Tuesday after they promised to obey the law.
+''Let's get on with it!'' Mr. Hudson cried out jubilantly after being freed. ''No surrender! We're in this for the long term. They're after our soul.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Coal+Miners%27+Strike+Spreads%2C+but+Years+Have+Blunted+the+Weapon&title=New+York+Times&issn=03624331&date=1989-06-22&volume=&issue=&spage=A.17&au=B.+DRUMMOND+AYRES+Jr.%2C+Special+to+The+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 22, 1989","''The coal business is a lot more diverse now than it was,'' said Morris Feibusch, a spokesman for the Bituminous Coal Operators Association, a major trade organization. ''There have been changes in everything - automation, exports, imports, union membership, union contracts.'' ''Say what they will,'' Michael E. Odom, the Pittston president, said Tuesday, ''our offer is out there and that's it, however long it takes.'' Taxes Are Reported Down ''Let's get on with it!'' Mr. [Marty Hudson] cried out jubilantly after being freed. ''No surrender! We're in this for the long term. They're after our soul.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]22 June 1989: A.17.",11/15/17,"New York, N.Y.",LEBANON (VA),"B. DRUMMOND AYRES Jr., Special to The New York Times",New York Times Company,,Newspapers,427235212,"United States, New York, N.Y.",English,22-Jun-89,COAL; MINES AND MINING; STRIKES,New York Times,NEWSPAPER,,,,,,,
+BUSINESS DIGEST:   [Summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1989,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/427093117/se-2?accountid=14586,"LEAD: The Economy
+The Economy
+The F.D.I.C. froze all negotiations for the sale of ailing savings institutions and said any deals involving Government guarantees and other debt obligations would be dropped. [ Page A1. ] Industry executives and analysts said the F.D.I.C.'s role in the rescue effort could bolster public confidence. [ D15. ] The Administration had a standby plan to halt a run on savings institutions if President Bush's rescue package touched off withdrawals. [ A1. ]
+The President is expected to propose lower tax rates on capital gains, contending that his plan will bring the Treasury an extra $5 billion next year. Congress is unsympathetic. [ D1. ]
+A New York financier and a Florida businessman were indicted on charges of engaging in a scheme involving $38 billion in bogus trades that generated hundreds of millions of dollars in tax benefits for investors. [ D1. ] Markets
+The Chicago Board of Trade will consider a number of changes, hoping to bolster public confidence and demonstrate that it can regulate itself. Some experts said the proposals were largely symbolic. [ D1. ] A committee at the exchange will study whether to ban broker groups. [ D5. ]
+The New York Stock Exchange opposed the S.E.C.'s proposal to expand the private placement market. [ D2. ]
+Defense lawyers assailed the credibility of Boyd L. Jefferies, the main prosecution witness in the GAF stock trial. [ D4. ]
+Stock prices moved lower and the Dow Jones industrial average suffered its fifth loss in six sessions, dropping 3.93 points to 2,343.21. [ D8. ] Prices of Treasury notes and bonds slipped after results of a sale of 10-year notes were announced. [ D16. ]
+The dollar edged narrowly lower against several foreign currencies as traders appeared wary before today's budget address by President Bush. [ D18. ] News of larger-than-expected cattle herds stunned market experts, who predicted that prices of cattle futures would drop sharply today. [ D18. ]
+Yields rose for C.D.'s and bank money market accounts but yields for money market mutual funds dipped slightly. [ D13. ] International
+The Bush Administration may offer a compromise to the European Community in the dispute over beef hormones. [ D1. ]
+The Commonwealth nations plan to stengthen financial sanctions against South Africa. [ D7. ] Companies
+Microelectronics Computer and Technology signed its first licensing agreement after five years of cooperative activity by industry competitors. [ D4. ]
+CBS's net income plunged 84.1 percent in the fourth quarter, reflecting a large special gain in the comparable 1987 quarter. [ D22. ]
+MIPS Computer Systems' high-performance microprocessors will be made and sold by Siemens and NEC. [ D4. ]
+Two former top executives of Regina pleaded guilty to conspiring to commit mail fraud and securities fraud. [ D2. ]
+The New York Times Company's profits rose 18.5 percent in the fourth quarter to $50.4 million, or 64 cents a share. [ D21. ]
+Olivetti agreed to buy ISC Systems, a supplier of automation systems to financial institutions, for $174 million. [ D4. ] Today's Columns
+An American businessman has devised a joint venture with the Soviet Union to sell Moscow's goods in the U.S. Talking Deals. [ D2. ]
+The practice of dual trading will not be changed, the directors of the Chicago Board of Trade decided. Market Place. [ D8. ]
+A leading creative executive complained that top commercial directors make TV production too costly. Advertising. [ D21. ]",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1989-02-09&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 9, 1989","The F.D.I.C. froze all negotiations for the sale of ailing savings institutions and said any deals involving Government guarantees and other debt obligations would be dropped. [ Page A1. ] Industry executives and analysts said the F.D.I.C.'s role in the rescue effort could bolster public confidence. [ D15. ] The Administration had a standby plan to halt a run on savings institutions if President Bush's rescue package touched off withdrawals. [ A1. ] The dollar edged narrowly lower against several foreign currencies as traders appeared wary before today's budget address by President Bush. [ D18. ] News of larger-than-expected cattle herds stunned market experts, who predicted that prices of cattle futures would drop sharply today. [ D18. ] Olivetti agreed to buy ISC Systems, a supplier of automation systems to financial institutions, for $174 million. [ D4. ] Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Feb 1989: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,427093117,"United States, New York, N.Y.",English,9-Feb-89,,New York Times,Summary,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/426905392/se-2?accountid=14586,"LEAD: * Amoco Chemical Co., Chicago, named Joe C. Strickland president of Welchem Inc., its Houston-based subsidiary that makes chemicals used in the production of oil and natural gas.
+* Amoco Chemical Co., Chicago, named Joe C. Strickland president of Welchem Inc., its Houston-based subsidiary that makes chemicals used in the production of oil and natural gas.
+* BASF Corp., Clifton, N.J., named Wulf E. Crasselt senior vice president, administration, of its coatings and inks division. He is succeeding Walter F. O'Keefe, who recently took early retirement.
+* Digitext Inc., Thousand Oaks, Calif., elected Philip C. Haines chairman and chief executive. The current chairman, Monty D. Kaufman, will remain a director. The chief executive post has been vacant since October 1987. Mr. Haines will also continue as chairman and chief executive of Xmark, a company he founded that makes word processing equipment and multi-user office automation computers.
+* Foxmoor Specialty Stores Corp. appointed Glenn Palmer executive vice president, general merchandise manager.
+* Gaylord Container Corp., Chicago, elected Warren J. Hayford vice chairman and Dale E. Stahl president and chief operating officer.
+* Moore-Handley Inc., Pelham, Ala., a wholesale distributor of hardware and home products, named John Sawyer executive vice president and general manager.
+* Munsingwear Inc., Minneapolis, a maker of sportswear and other apparel, promoted Lowell M. Fisher Jr. to senior vice president, planning and business development.
+* Paychex Inc., Rochester, a provider of computer payroll accounting services, announced that Wes Tallman had resigned as president. His responsibilities will be assumed by Tom Golisano, chief executive.
+* Square D Co., Palatine, Ill., an electrical and electronic technology concern, said Dalton L. Knauss would retire as chief executive at year-end, but would continue as chairman. Assuming the additional post of chief executive will be Jerre L. Stead, president and chief operating officer. It also named Brandon Barnwell to the newly created post of president of its European operations, based in Walton-on-Thames, England.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1988-08-29&volume=&issue=&spage=D.3&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 29, 1988","LEAD: * Amoco Chemical Co., Chicago, named Joe C. Strickland president of Welchem Inc., its Houston-based subsidiary that makes chemicals used in the production of oil and natural gas. * Digitext Inc., Thousand Oaks, Calif., elected Philip C. Haines chairman and chief executive. The current chairman, Monty D. Kaufman, will remain a director. The chief executive post has been vacant since October 1987. Mr. Haines will also continue as chairman and chief executive of Xmark, a company he founded that makes word processing equipment and multi-user office automation computers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Aug 1988: D.3.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426905392,"United States, New York, N.Y.",English,29-Aug-88,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Airport Alert System To Spot Wind Bursts Is Successful in Test,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/airport-alert-system-spot-wind-bursts-is/docview/426915423/se-2?accountid=14586,"LEAD: A new system that could go far toward conquering a persistent threat to aviation safety was put spectacularly to the test one day last month when three loud beeps summoned the Denver airport tower to action.
+A new system that could go far toward conquering a persistent threat to aviation safety was put spectacularly to the test one day last month when three loud beeps summoned the Denver airport tower to action.
+Using radar to detect abrupt changes in wind speed or direction and a computer to alert air traffic controllers automatically to the dangers of such wind shifts, the system was in the early days of a two-month trial. Shortly after 4 P.M. on July 11 it flashed data to the controller that wind conditions were threatening planes near the airport.
+In the next seven minutes the controller radioed five United Airlines jetliners descending to two westbound runways that they were approaching a one of aviation's deadliest hazards, one pilots refer to as wind shear. At least 30 accidents or incidents in this country have been attributed to it since the mid-1960's, and the death toll is well over 500. Disbelief in the Cockpit
+The Denver controller's warnings became more urgent, and the last one told a crew to expect a loss of 80 knots in the lift-generating speed of the airflow over the big jet's wings. That is the second-highest loss in lift ever recorded.
+''You say 80 knots?'' a pilot asked, disbelief in his tone.
+''He's correct and we can confirm it,'' came a voice from another plane, apparently one of the other United jets.
+All five jetliners broke off from their landing attempts at Denver, which is a United Airlines hub, and circled to give the troublesome wind time to dissipate. The planes all landed safely. A ground-based system of wind speed indicators used by Denver and many other airports to detect wind shears had not picked up the threat, which was brought on by conditions beyond that system's boundaries.
+The successful demonstration of the upgraded system, based on advanced Doppler radar detection, elated officials involved in the test. The Federal Aviation Administration has set a goal of 100 of the new systems at major airports around the country; if that goal is met, each unit is expected to cost $5.5 million. Detecting and Quick Warning
+The system is the first to identify the wind's abrupt change automatically and alert controllers. The controllers then immediately relay warnings to pilots. In preliminary phases of the warning program, detection systems depended on an expert analyzing readings from several instruments. The speed and precision of that analysis could make the difference between a crash and a close call.
+The test, which ends Aug. 31, is meant to clear the way for awarding of contracts in October for 47 production versions of the new detection system, which will ultimately replace 16 interim systems. The system being tested was developed by federally financed researchers; the manufacturer of the final version will be chosen as a result of bidding. The interim systems are expected to start going into operation in 1991; officials said they expect to start putting the full systems into operation in 1992.
+Government and industry experts offer varying views whether any of the United planes might have crashed without the warning system. But they agree that the equipment more than proved its worth. Some said it might have averted a disaster. Views of the Pilots
+''We've now convinced ourselves that the automatic system works,'' said John McCarthy, manager of the a group from the National Center for Atmospheric Research that is working on the program. ''The F.A.A. said demonstrate that the automation feature does the job and, with one month gone, we're halfway there.'' Lincoln Laboratories of the Massachusetts Institute of Technology is also working in the program.
+Patrick Clyne, a DC-10 captain who is chairman of the weather committee of the Air Line Pilots Association, said it is likely that without the alerts ''we would have had an accident.''
+Capt. D. A. Simmon, United's director of flight safety, said the planes, several hundred feet about the ground, were high enough for the crews to have avoided a crash. ''But if someone had got into some of that wind shear below 100 to 200 feet without the advance warning, the outcome becomes questionable,'' he said.
+Many airports use ground-based systems of wind meters scattered around the field; such a system was in place at Denver, but not activated July 11 when the Doppler radar set off alarms. The wind shear had passed outside the bounds of the ground system.
+An abrupt change in wind speed or direction or both are not normally serious for planes cruising between airports, but that change has proved deadly close to the ground for planes landing or taking off.
+The worst danger near airports comes from a narrow but powerful downward rush from a cumulus cloud that fans out in all directions when it reaches the ground. This can abruptly curtail the normal lift-producing flow of air over a plane's wings and lead to disaster.
+First, a pilot encounters excess air moving over the wings as the horizontal flow spreads toward the plane; the headwind provides extra lift. Quickly, the plane passes directly under the down-draft and proceeds into an area where the horizontal spread of air is in the same direction in which the plane is flying. The headwind has turned into a tailwind. The excess airflow over the wings has gone.
+Suddenly the airflow is abnormally low, bringing a loss of lift, and that loss, coupled with the push of the down-draft, can cause a crash if the plane is low.
+The search for solutions has been going on for decades. It intensified after a 1975 Eastern Airlines crash in New York killed 112 people. It has been spurred by several other fatal crashes, notably the loss of a Pan American jet near New Orleans in 1982 that killed 153 and the Delta Air Lines crash at the Dallas-Fort Worth International Airport in 1985 that took 137 lives. How the Radar Functions
+The new system in Denver uses Doppler radar to detect the movement of the air masses that form a wind shear. The motion of the reflecting surface, in this case the stormy air struck by radar beams, changes the wavelength of the returning signal just as a train's motion changes the perceived pitch of its whistle. This Doppler effect enables the radar to record the relative motion of an object toward or away from it.
+While the Doppler equipment is generally viewed as the most promising development to date, the Government and industry do not consider it the end of the wind problem. It is a major addition to a variety of other programs that include intensive standardized training of pilots in emergency procedures, the low-level alert system that uses 6 to 12 wind-speed meters installed around an airport, and systems aboard planes that detect wind shear, but only after the plane has actually entered the troubled air.
+The airborne system then shows the pilot the best nose-up attitude for escape. The Doppler system can warn before the plane enters the hazardous air and in many cases avert it.
+One limitation of the Doppler system, like the low-level system, is that because of limited budgets, hundreds of airports will not install it. A big advantage it has over the low-level system is that it can cover a much wider area and scan to high altitudes, assuring much earlier warnings. Wind shears, generally only one-half to two miles wide, can evade detection by on-the-ground speed meters.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Airport+Alert+System+To+Spot+Wind+Bursts+Is+Successful+in+Test&title=New+York+Times&issn=03624331&date=1988-08-07&volume=&issue=&spage=A.1&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 7, 1988","''He's correct and we can confirm it,'' came a voice from another plane, apparently one of the other United jets. ''We've now convinced ourselves that the automatic system works,'' said John McCarthy, manager of the a group from the National Center for Atmospheric Research that is working on the program. ''The F.A.A. said demonstrate that the automation feature does the job and, with one month gone, we're halfway there.'' Lincoln Laboratories of the Massachusetts Institute of Technology is also working in the program. Capt. D. A. Simmon, United's director of flight safety, said the planes, several hundred feet about the ground, were high enough for the crews to have avoided a crash. ''But if someone had got into some of that wind shear below 100 to 200 feet without the advance warning, the outcome becomes questionable,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Aug 1988: A.1.",11/15/17,"New York, N.Y.",DENVER (COLO),"Witkin, Richard",New York Times Company,,Newspapers,426915423,"United States, New York, N.Y.",English,7-Aug-88,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY; WIND; RADAR; DATA PROCESSING (COMPUTERS); SECURITY AND WARNING SYSTEMS; WEATHER; AIR TRAFFIC CONTROL,New York Times,NEWSPAPER,,,,,,,
+The Media Business: Advertising; Sharp Electronics Plans Systemwide Campaign,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/media-business-advertising-sharp-electronics/docview/426860795/se-2?accountid=14586,"LEAD: Sharp Electronics, the Japanese company whose unit sales of many office products top the industry, is prepared to mount a $12 million umbrella advertising campaign that for the first time will unite its business systems divisions.
+Sharp Electronics, the Japanese company whose unit sales of many office products top the industry, is prepared to mount a $12 million umbrella advertising campaign that for the first time will unite its business systems divisions.
+The theme is: ''When I say Sharp I mean business.''
+''We're well known in each component,'' said Daniel J. Infanti, director of corporate communications and marketing, after listing the sales ranking of his various business products. ''But maybe we could be better known as a business systems company. We want to be known to everyone as an office automation company.''
+And if advertising works, as most business people believe it does, then just such a thing should begin to happen, at least among those who watch golf and tennis on television and financial news and general news coverage on cable television and read the business press. Twelve million dollars can go pretty far in winning a reputation.
+The agency is Stevens & Buchsbaum, which had already been doing ads for many of the products involved. Sharp's consumer advertising is done by the Ogilvy Group's Scali, McCabe, Sloves, a minority owner of the Stevens & Buchsbaum operation.
+The print and television will both break the same day, next Wednesday. The Scali shop has done the network television buying.
+The print will first be seen as a full-page ad in The Wall Street Journal. The 30-second television spot will be seen on FNN and CNN cable networks. Its first network television airing, however, will be during the United States Open Golf Championship the following weekend, June 18 and 19, on ABC-TV.
+The print, in addition to supplying an 800 phone number for where-to-buy information, lays out the corporate sales claims: ''Right now, all over America, more Sharp fax machines are being bought than any other brand. Sharp is ringing up the most electronic cash register sales in the country. Sharp computers are breaking sales records. Sharp copiers are rated No. 1 in the country for copy quality. And Sharp business calculators are No. 1 sellers, coast to coast.''
+The TV commercial is a lot less talk and considerably more action.
+What Joel M. Goldstein, vice president and associate creative director, wanted to give the client was top photography, exciting editing and riveting music. He has delivered.
+The spot moves fast, with a lot of quick cuts. Seven products are mentioned in 30 seconds. It is the kind of spot that will stand up to a lot of viewings. Fred Peterman of Peterman Dektor was the director.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Media+Business%3A+Advertising%3B+Sharp+Electronics+Plans+Systemwide+Campaign&title=New+York+Times&issn=03624331&date=1988-06-10&volume=&issue=&spage=D.16&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 10, 1988","The theme is: ''When I say Sharp I mean business.'' ''We're well known in each component,'' said Daniel J. Infanti, director of corporate communications and marketing, after listing the sales ranking of his various business products. ''But maybe we could be better known as a business systems company. We want to be known to everyone as an office automation company.'' The print, in addition to supplying an 800 phone number for where-to-buy information, lays out the corporate sales claims: ''Right now, all over America, more Sharp fax machines are being bought than any other brand. Sharp is ringing up the most electronic cash register sales in the country. Sharp computers are breaking sales records. Sharp copiers are rated No. 1 in the country for copy quality. And Sharp business calculators are No. 1 sellers, coast to coast.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 June 1988: D.16.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426860795,"United States, New York, N.Y.",English,10-Jun-88,ADVERTISING; OFFICE EQUIPMENT,New York Times,NEWSPAPER,,,,,,,
+BUSINESS TECHNOLOGY: ADVANCES; From Screen to Solid 3-D Model In a Matter of Minutes,"New York Times, Late Edition (East Coast); New York, N.Y.",1988,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-technology-advances-screen-solid-3-d/docview/4267 85562/se-2?accountid=14586,"LEAD: A GRADUATE student at the University of Texas has invented a device that builds three-dimensional models of objects only minutes after they have been designed on a screen using computer graphics. The inventor, Carl R. Deckard, likens the device to a three-dimensional laser printer that is capable of producing a solid object rather than a two-dimensional representation of the object.
+A GRADUATE student at the University of Texas has invented a device that builds three-dimensional models of objects only minutes after they have been designed on a screen using computer graphics. The inventor, Carl R. Deckard, likens the device to a three-dimensional laser printer that is capable of producing a solid object rather than a two-dimensional representation of the object.
+The immediate commercial application of the system, once it is refined, would be to significantly cut the time and cost of making prototypes of parts for a variety of industrial purposes, a process that can now take weeks or months. Other applications might be in architecture, allowing rapid construction of scale models of proposed buildings, or in medicine, allowing models to be made from three-dimensional scans of a patient's internal organs and tumors.
+The technical name for the process is ''selective laser sintering,'' but it is likely to become known more commonly as ''desktop manufacturing.''
+The device, still months from market, is a prime example of a growing trend among American universities to encourage and ease the transfer of technologies developed in academia to the private commercial sector.
+The early experimental successes of the laser sintering device have excited university and private researchers. Dr. Hans Mark, chancellor of the University of Texas System, said that Mr. Deckard's invention ''could do for manufacturing what Xerox did for printing.''
+Mr. Deckard and his faculty adviser, Dr. Joe Beaman, have thus far created scores of small-scale plastic models, each about the size of a package of cigarettes and composed of glistening, hardened black powder. On closer inspection, the models reveal intricate designs: hollow cubes within cubes, for example, or stair-stepped shapes with intersecting walls of widely varying widths.
+Once the shape is made it is a relatively easy process, using a technique called lost-wax casting, to create a full-strength mold for the part, said Mr. Deckard, a 26-year-old doctoral candidate.
+Two other companies are developing similar modeling devices.
+The most advanced, in terms of development and commercialization, is a ''stereo lithography'' device made by 3D Systems Inc. of San Fernando, Calif. It uses a low-intensity ultraviolet laser to harden a liquid photoinitiated polymer, a plastic. The device, which will cost $175,000 when it is shipped to customers in May, is being tested by General Motors, Kodak, Pratt & Whitney and Baxter Travenol.
+Hydronetics Inc. of Chicago is in the early stages of developing, with the assistance of John Deere & Company, a ''laminated object manufacturing'' system similar to the one at the University of Texas. Hydronetics is exploring the use of thin sheets of metal or plastic in addition to powders.
+The Texas researchers say they are confident that their powder-based system will be less expensive and more sophisticated than the liquid plastic or thin film processes, but they acknowledge that the 3D Systems device will get to market much sooner. They also contend that the patents sought by the university are broad enough to protect the technology during development.
+The university will hold the patents on Mr. Deckard's research, since he developed the idea while ''breathing university air,'' Mr. Deckard said. But in December the board of regents granted an exclusive license for the technology to Nova Automation, of which Mr. Deckard and the university each hold a 20 percent interest and rights to a portion of royalties.
+The principal partner of Nova Automation is Nova Graphics International, an Austin-based computer graphics company that has promised to raise several hundred thousand dollars in venture capital. Nova Graphics formed Nova Automation in conjunction with the university's Center for Technology Development and Transfer. The center was formed in 1986 to facilitate the commercial application of academic research by linking researchers with venture capital firms.
+The system is still in the crude prototype stage, concocted of such ''scrounged up'' items as motorcycle speedometer cables, a rubber glove, a simple wooden box and a Commodore 64 home computer. This is how the system works: The designer, using a computer-aided design, or CAD, program, creates the 3D shape and stores its coordinates in the computer's memory. When the design is complete, the computer is commanded to fabricate the shape, much as one would command a computer to print a document.
+Mr. Deckard's laser printer analogy is apt. In a laser printer, a beam of light is aimed by mirrors and prisms at a rotating photosensitive drum, switching on and off very rapidly to make tiny points that will either attract or repel a powder.
+In Mr. Deckard's device, a beam from a common laser is scanned across a reservoir of powdered plastic or metal. When the laser fires, its heat fuses nearby particles together. Meanwhile, a counter-rotating drum passes back and forth, keeping the bed of plastic smooth and level.
+After the laser completes one pass - the equivalent of one page in a laser printer - the roller rises one-hundredth of an inch and a new layer of powder is applied over the first. As the laser passes it also sinters each succeeding layer to the previous one, and so forth for 60 layers in three dimensions. Areas not hit by the laser beam remain powder and can be blown or dusted away.
+Mr. Deckard said that the precision of the device and the size of its objects were relatively unlimited.
+''At first we were dealing with problems we knew we could solve, and problems that were open, that we weren't sure we could do,'' he said. ''Now we know that we can do it all.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+TECHNOLOGY%3A+ADVANCES%3B+From+Screen+to+Solid+3-D+Model+In+a+Matter+of+Minutes&title=New+York+Times&issn=03624331&date=1988-03-16&volume=&issue=&spage=D.6&au=Lewis%2C+Peter+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 16, 1988","The technical name for the process is ''selective laser sintering,'' but it is likely to become known more commonly as ''desktop manufacturing.'' The university will hold the patents on Mr. [Carl R. Deckard]'s research, since he developed the idea while ''breathing university air,'' Mr. Deckard said. But in December the board of regents granted an exclusive license for the technology to Nova Automation, of which Mr. Deckard and the university each hold a 20 percent interest and rights to a portion of royalties. ''At first we were dealing with problems we knew we could solve, and problems that were open, that we weren't sure we could do,'' he said. ''Now we know that we can do it all.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Mar 1988: D.6.",11/15/17,"New York, N.Y.",,"Lewis, Peter H",New York Times Company,,Newspapers,426785562,"United States, New York, N.Y.",English,16-Mar-88,DATA PROCESSING (COMPUTERS); LASERS; INVENTIONS AND INVENTORS,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/426681736/se-2?accountid=14586,"LEAD: Allied-Signal Inc., Morris Township, N.J., an advanced-technology company, said Forrest N. Shumway, vice chairman and a director, would take early retirement, effective Jan. 1. Butler National Corp., Lenexa, Kan., which provides aircraft-modification products and has acquired HSD Inc., a Kansas City, Mo., consulting engineering firm, named HSD's chairman, John Dixon, president of Butler.
+Allied-Signal Inc., Morris Township, N.J., an advanced-technology company, said Forrest N. Shumway, vice chairman and a director, would take early retirement, effective Jan. 1. Butler National Corp., Lenexa, Kan., which provides aircraft-modification products and has acquired HSD Inc., a Kansas City, Mo., consulting engineering firm, named HSD's chairman, John Dixon, president of Butler. He succeeds Gerald R. Smith, who remains chairman and chief executive. Central Louisiana Electric Co., Pineville, La., appointed William F. Terbot chairman and chief executive and Scott O. Brame president, chief operating officer and a director. Esterline Corp., Bellevue, Wash., a maker of factory automation equipment, elected its recently named president and chief executive, Carroll M. Martenson, its chairman. He succeeds Charles H. Dyson, who will be chairman emeritus. Also elected were Wendell P. Hurlbut as executive vice president of operations and Robert W. Stevenson as executive vice president and chief financial officer. First Union Corp. of Georgia, Atlanta, named Harald R. Hansen president and gave him the additional title of chief executive. It also appointed him chairman and chief executive of its Georgia banking subsidiary, First Union National Bank of Georgia. Kentucky Utilities Co., Lexington, Ky., named John T. Newton chairman, president and chief executive. He will succeed W. B. Bechanan, who is retiring but will remain a director. Keycorp, Albany, a bank holding company, elected as a director Minoru Makihara, president and chief executive of Mitsubishi International Corp. Northern Telecom Ltd., Toronto, named Terry M. Nickerson chief financial officer and senior vice president of finance, succeeding Donald K. Peterson, who become group vice president of Meridian Business Systems for Northern Telecom Inc., the American unit of Northern Telecom Ltd. Norton Co., Boston, a supplier of abrasives and advanced-technology ceramics, plastics and chemical process products, announced the retirement of its chairman and chief executive, Donald R. Melville, at the end of the year, and the election of its president and chief operating officer, John M. Nelson, to those additional posts effective upon Mr. Melville's retirement. Norwest Corp., Minneapolis, a diversified financial services organization, elected John T. Thornton executive vice president, chief financial officer and controller. Worlds of Wonder Inc., Fremont, Calif., which manufactures Teddy Ruxpin and Lazer Tag toys, announced the resignation of William F. X. Grubb, executive vice president and general manager.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1987-11-02&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 2, 1987","Allied-Signal Inc., Morris Township, N.J., an advanced-technology company, said [Forrest N. Shumway], vice chairman and a director, would take early retirement, effective Jan. 1. Butler National Corp., Lenexa, Kan., which provides aircraft-modification products and has acquired HSD Inc., a Kansas City, Mo., consulting engineering firm, named HSD's chairman, [John Dixon], president of Butler. He succeeds Gerald R. Smith, who remains chairman and chief executive. Central Louisiana Electric Co., Pineville, La., appointed William F. Terbot chairman and chief executive and Scott O. Brame president, chief operating officer and a director. Esterline Corp., Bellevue, Wash., a maker of factory automation equipment, elected its recently named president and chief executive, Carroll M. Martenson, its chairman. He succeeds Charles H. Dyson, who will be chairman emeritus. Also elected were Wendell P. Hurlbut as executive vice president of operations and Robert W.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]02 Nov 1987: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426681736,"United States, New York, N.Y.",English,2-Nov-87,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Chicago Merc and Reuters Set Link,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/new spapers/chicago-merc-reuters-set-link/docview/426596339/se-2?accountid=14586,"LEAD: The Chicago Mercantile Exchange and Reuters agreed yesterday to establish a global electronic trading system.
+The Chicago Mercantile Exchange and Reuters agreed yesterday to establish a global electronic trading system.
+It would enable the futures and futures-options contracts traded on the Merc to be traded before and after trading hours in the United States.
+The new system, called Post (Pre) Market Trade, or P-M-T, will begin in 1989 and use a new reporting service Reuters is developing for the government bond and foreign exchange markets.
+The exchange will own and operate the P-M-T system as a separate venture, using it to market an array of financial products. A Worldwide Audience
+John F. Sander, the chairman of the Chicago exchange, said the system would enable the institution to ''bring its markets and clearing system to the doorstep of every futures and futures-options market participant worldwide.''
+The agreement, covering a period of 12 1/2 years, must be approved by the Reuters board and government agencies. Members of the exchange, the world's second-largest futures market, will vote on the proposed pact on Oct. 6.
+During a news conference in Chicago, Mr. Sanders said the system would allow traders to see the best bids and offers in each market on video screens, enabling them to execute counterbalancing orders simultaneously in the cash and futures markets.
+Leo Malamed, chairman of the exchange's executive committee, said the joint venture with Reuters was a ''logical response'' and ''unifying, comprehensive answer'' to three of the most critical issues facing the futures industry: the development of global trading, automation and off-exchange trading. Off-Exchange Volume Rising
+Mr. Malamed said that 9 percent of currency futures trading was now done off-exchange and that the volume was increasing.
+Andre F. H. Villeneuve, president of Reuters North America, said the agreement would make Reuters ''the first international financial quotation and information vendor to offer a unique on-system trading capability in futures and futures-options.''
+Reuters supplies a wide range of services to business subscribers and news organizations. It obtains its information from more than 115 exchanges and over-the-counter markets, distributing it through a network of 130,000 video terminals and teleprinters directly into its clients' computers.
+The new P-M-T system will also involve the Singapore International Monetary Exchange in a capacity yet to be defined. The Singapore exchange has been electronically linked to the Chicago exchange since 1982.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Chicago+Merc+and+Reuters+Set+Link&title=New+York+Times&issn=03624331&date=1987-09-03&volume=&issue=&spage=D.5&au=Daniels%2C+Lee+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 3, 1987","John F. Sander, the chairman of the Chicago exchange, said the system would enable the institution to ''bring its markets and clearing system to the doorstep of every futures and futures-options market participant worldwide.'' Leo Malamed, chairman of the exchange's executive committee, said the joint venture with Reuters was a ''logical response'' and ''unifying, comprehensive answer'' to three of the most critical issues facing the futures industry: the development of global trading, automation and off-exchange trading. Off-Exchange Volume Rising Andre F. H. Villeneuve, president of Reuters North America, said the agreement would make Reuters ''the first international financial quotation and information vendor to offer a unique on-system trading capability in futures and futures-options.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Sep 1987: D.5.",11/15/17,"New York, N.Y.",,"Daniels, Lee A",New York Times Company,,Newspapers,426596339,"United States, New York, N.Y.",English,3-Sep-87,"FUTURES TRADING; MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+The Woes of a Robot Peddler,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/woes-robot-peddler/docview/426592450/se-2?accountid=14586,"LEAD: IT was early March. Jim Repko, the lanky young East Coast manager of sales for Adept Technology Inc., had just finished lunch with three engineers from Grumman Aircraft Systems who he hoped would buy several Adept robots.
+IT was early March. Jim Repko, the lanky young East Coast manager of sales for Adept Technology Inc., had just finished lunch with three engineers from Grumman Aircraft Systems who he hoped would buy several Adept robots.
+He thought they had been impressed with a demonstration that morning at a microchip assembly plant in Norwalk, Conn. An Adept robot had placed chips on a printed circuit board within three-thousandths of an inch of specifications.
+But Mr. Repko couldn't be sure. Grumman was evaluating the robots for a satellite project so secret that the engineers had deliberately been vague in describing what they needed. Moreover, no matter how impressed the engineers might be, Grumman would not buy any of Mr. Repko's robots unless it won the bidding for the satellite contract. Adept would not know the outcome until summer at the earliest. In a hurry to get to his next appointment, Mr. Repko walked quickly through the restaurant's parking lot, a light snow falling around him. He then saw that he was going to be late - his Oldsmobile 98 was hopelessly blocked by two cars parked behind it.
+In eight years of selling robots, first for Unimation Inc., the industry pioneer, and then for Adept, the 34-year-old Connecticut native has learned that almost nothing comes easily. Like all salesmen, Mr. Repko has had his share of unproductive meetings, hurried meals and lonely nights on the road. But more than most, those who live in the bitterly competitive world of robot sales must also deal with guarded or confused customers, vague talk of future orders - Adept is still waiting to hear from Grumman - and long delays.
+''Selling robots is about as challenging and creative a job as you can get,'' said Mr. Repko on one of several sales trips that he made with a reporter during a four-month period.
+A major source of that challenge has been the failure of robotics to live up to its advance notices in the early 1980's, when it was touted as the industry of the future and the best hope for reviving America's manufacturing sector. Many of the robots - computer-driven machine tools flexible enough to handle a variety of parts and tasks - turned out to be less accurate, less flexible, weaker or slower than promised. And even when they worked, the robots often did not mesh well with the rest of the manufacturing process. [ See box. ] While many of the bugs have been ironed out, the legacy is a heavy burden for the scores of men and handful of women who generally put in 50-to-60-hour workweeks looking for new business. Even newer robot makers like Adept, a four-year-old privately held company based in San Jose, Calif., feel it.
+''The toughest thing for me is that this industry became notorious for overselling,'' said Peter Mills, Adept's West Coast sales manager.
+MR. REPKO, who was recently promoted to director of sales for Adept, has more reason to enjoy the challenge of selling robots than most. Adept was organized in 1983 by key personnel from Unimation's Silicon Valley office after Unimation was acquired by Westinghouse. It has prospered since introducing its first robot in early 1985, thanks to a unique gearless electric drive system. The speed, accuracy, cleanliness and reliability of the system makes it well suited for electronics assembly and lightweight mechanical tasks such as packaging or drilling. It is a market niche where Adept leads the pack. Mr. Repko, who was hired away from Unimation in late 1984, has been the company's most successful salesman.
+Unlike most robotics salesmen, Mr. Repko came to the industry with neither an engineering education nor sales experience. ''I can remember in grade school looking down on the kids whose fathers were in sales,'' said Mr. Repko, whose own father was an airplane pilot.
+In 1979, pursuing a fascination with Japan that had led him to get a master's degree in Columbia University's international affairs and international business program, he contacted a Newtown, Conn., neighbor named Joseph Engleberger.
+Mr. Engleberger is the ebullient entrepreneur who founded Unimation, which inaugurated the industrial robotics era when it sold its first Unimate robot to the General Motors Corporation in 1962. He traveled frequently to Japan during the 1970's, setting up licensing agreements for the production of his robots and preaching the gospel of the new machines.
+Mr. Repko, then 26 years old, intrigued the robotics guru with a letter outlining their common interest in Japan and soon was hired as a sort of aide-de-camp. ''I learned about robotics from its ultimate salesman,'' said Mr. Repko. ''I was thrilled to be getting in on the ground floor of what looked like it would be a giant industry.''
+Mr. Repko found that robotics tapped a technical streak he had previously indulged in hobbies like rebuilding car engines. His competitiveness and willingness to immerse himself in the technology paved the way for his career move into sales and marketing. ''Everybody was looking for someone with technical information to lean on,'' he said.
+Unimation also introduced Mr. Repko to the organizational pitfalls that have haunted the robotics industry. The company lost its industry leadership to Cincinnati Milacron in 1983, the year Unimation was sold to Westinghouse. It subsequently went into a decline. Overseas operations were cut back and its domestic operations were dismantled this year with the remnants being moved to Pittsburgh.
+Mr. Repko and other former Unimation employees said that Unimation under Westinghouse lagged in developing new products, with confusion reigning over the parent company's strategic intentions and sales goals.
+''Westinghouse didn't know what it wanted to do with it so everything ground to a halt,'' said Mr. Engleberger, who left to found the Transitions Research Corporation, which is developing advanced robotics systems. ''It had good intentions but its culture reacted to Unimation the way antibodies do to a foreign substance in the body.''
+Westinghouse says that it has restructured Unimation in the face of the weak market for robots, to keep the company competitive. Westinghouse added, ''We have combined the best technology of Unimation with the strengths of Westinghouse and have focused on market niches which offer key growth opportunities, including assembly, material handling,'' and others.
+The decline of Unimation and other robot pioneers, like that of early leaders in other industries, scattered talent throughout the industry. Many veteran robot salesmen have worked for several companies and now sell against former colleagues.
+The salesmen at Adept get a salary ranging from $35,000 to $55,000 plus a bonus based on both individual and group performance. The company would not discuss the earnings of Mr. Repko or other individuals, but numerous sources indicated that top salesmen in the industry can earn six-figure sums when bonuses and other benefits are figured in.
+At Adept and many other robotics companies anxious to avoid repeating the industry's early blunders, salesmen go through periodic training courses. Adept holds two-day meetings for its salesmen every two months or so, the first day of which is devoted to technical updates.
+''This business will involve salesmen in an intensive education process for customers for the next 10 years,'' said Brian Carlisle, Adept's chief executive officer.
+Robotics companies have various strategies for backing up their salesmen. Most have applications engineers to help salesmen answer technical questions and to perform studies for customers. And many work with outside consultants or independent systems integrators.
+''One of our biggest services is to get customers to understand their own processes better,'' said the 33-year-old Mr. Mills, the manager of Adept's West Coast sales force. A cookie maker, for instance, may not realize that the robot it wants must randomly assemble sandwich cookies slightly off-center to preserve their homemade look, Mr. Mills said.
+Although robot manufacturers seldom admit it, the education process can also work in reverse. ''In many cases, we can get a piece of equipment to do things the salesman and manufacturer didn't know it could do,'' said Christian J. Staebler Jr., head of advanced fabrication systems for Grumman Aircraft.
+''Things change so rapidly that almost no one can keep up with what can be done,'' said Steven Walleck of McKinsey & Company.
+MR. REPKO's promotion will turn him into what he calls a ''player coach.'' Most of his time will be spent overseeing other salesmen, often from a base in Adept's new Eastern office in Cincinnati. Despite an industry slump, Adept's sales are bubbling - in June the company booked 101 orders and shipped $4 million worth of robots, both monthly records.
+The new job will mean still more time away from his wife, Susan, and two young daughters in Southbury, Conn. But Mr. Repko sees it as the logical progression from his past year as ''roverback,'' when he supervised six salesmen from New Hampshire to Atlanta while keeping Connecticut as his own territory.
+Mr. Repko expects to miss his direct sales role. ''You're very much a part of a team but you are also running your own business when you have a territory,'' he said.
+One of Mr. Repko's last sales before his promotion happened to be an unusually quick one resulting from the appointment in March that he was late in keeping because of the parking lot misadventure. The process actually began in February when James F. Lotterer, director of manufacturing at Pitney Bowes Inc., left his card at the Adept booth at a trade show in Boston.
+Because past queries from Pitney, a postage meter manufacturer based in Stamford, Conn., had never led to orders, Mr. Repko had come to view the company as a ''chain puller'' with no real commitment to automation. But the arrival of Mr. Lotterer from Motorola Inc., where automation investment had been heavy, gave Mr. Repko hope that Pitney was ready.
+Mr. Repko arrived at Pitney equipped with his standard tools - literature, slides and video cassettes. Even small robots like Adept's weigh several hundred pounds and are too bulky to carry around on sales calls. It turned out that Mr. Lotterer had more modest short-range plans than Mr. Repko hoped.
+''What do we need today?'' said Mr. Lotterer, when pressed by Mr. Repko after a half-hour chat about Adept's abilities, prices and marketing approach. ''I want to get my engineers familiar with what's going on.''
+By the end of the meeting with Mr. Lotterer and Elizabeth Nappo, his second in command, it was clear that Pitney's immediate interest went no further than a ''development cell'' - consisting of a robot and support equipment - for experiments. Nevertheless, Mr. Repko was cheered by the opportunities he saw for Adept's robots on a plant tour and by Pitney's automation plans.
+Mr. Repko's next step was to put Pitney in touch with a systems integration firm that could quote Pitney a price for building the complete robot work station. Adept's strategy is to sell only its own robots, vision system and controllers. Customers must rely on their own engineers or independent systems integrators to link Adept's products with other equipment, such as parts feeders.
+Most robot makers are willing to do systems integration work for customers and some even seek it. I.B.M., for one, has all but stopped selling robots separately and now emphasizes robotics as part of larger systems built around its industrial computers.
+Since a robot can account for as little as 15 percent of the total value of a work cell, Adept forgoes large revenues by not doing systems integration. But the strategy has advantages. It gives Adept's salesmen access to a network of engineering talent without tying up the company's financial and management resources.
+Integrators are encouraged to develop new applications using Adept because they know the company won't compete with them.
+The Pitney deal had a twist that gave Mr. Repko particular satisfaction. One problem had been that Pitney needed a robotics engineer to supervise the project. Mr. Repko introduced the company to Elaine Choi, an experienced engineer who was looking to leave her job at Corning Glass, which has Adept equipment.
+''It's good for Pitney and it's great for us that someone who likes Adept is there,'' said Mr. Repko.
+FOR every quick deal like the Pitney sale, there are fruitless trips like the one Mr. Repko took to the manufacturing research center of a major company with Brian Harris, a salesman. In the course of a cordial session, it became apparent that the center had little influence over the automation decisions of operating groups. And Mr. Harris later discovered that other engineers in the same building were already experimenting with an Adept robot, unknown to the center.
+''You would be amazed at how often we find that different parts of the same company aren't sharing information,'' said Mr. Harris.
+Still more common is the experience the two had when they showed an Adept work cell to IDR Inc., the Long Island-based manufacturing subsidiary of Reuters P.L.C. David Crosby, an IDR manufacturing engineer, arrived at UAS System Inc., the Bristol, Conn., systems integrator that was host of the demonstration, with the disappointing news that IDR's spending plans for its first robotics investment had slipped from this autumn to next spring.
+Such information quickly finds its way back to San Jose. The salesmen's reports on what they expect to sell are the main basis for sales forecasts and production planning. In return, the marketing department and senior sales executives pass on tips from mailings, advertising in trade magazines, customers and trade shows.
+''I can't afford to have salesmen knocking on doors cold,'' said Charles Duncheon, Adept's vice president for regional sales.
+But standard techniques like headquarters-based research and field interviews are rarely as useful in high-technology fields like robotics as they are for traditional industrial goods. The main problem is that most customers are not clear enough about what they need.
+''The high-tech salesman has to have a lot of the marketing planner in him,'' said Dan T. Dunn, a professor of marketing at Northeastern University. ''The good ones, by analysis or intuition, are able to ignore 90 percent of the apparent prospects who aren't really going to buy.''
+ADEPT attends five or six trade shows each year, at a cost ranging from $50,000 to $500,000 a show. Adept either has its own booth or posts salesmen at a system integrator's booth where Adept robots are part of the system on display. Adept estimates that it costs $10 a minute to send a salesman to a show, so the pressures to sift prospective customers from the merely curious are high.
+At this year's annual gathering of the robot industry in Chicago, those pressures led Mr. Repko into an embarrassment. He met an I.B.M. representative who seemed interested in Adept. Mr. Repko assumed he was a manufacturing engineer.
+Adept has had limited success competing with I.B.M.'s own assembly robots to win I.B.M. business, but Mr. Repko hoped the visitor might become an Adept advocate within I.B.M. So Mr. Repko took him to the Alliance Tool booth, where they discussed numerous projects that Adept had worked on with Alliance.
+Later, Mr. Repko discovered that he was actually an I.B.M. salesman. Mr. Repko fretted that he might have talked about a deal that hadn't been completed, possibly giving I.B.M. a chance to undo it.
+''I don't think I did but it's the kind of thing I just might have done,'' he said. ''These deals go on for so long before they are tied up.''
+The Chicago show generally went well for Adept. At a strategy meeting, there was a spirit-pumping tale of how Tom Journey, Adept's Minneapolis salesman, had booked an order from Honeywell Inc. at the very moment a competitor was staging a presentation. Mr. Repko and the other salesmen whooped.
+''We try to make legends'' of all of the people, said Philip C. Monan, the vice president for marketing. FINDING WORK FOR ROBOTS
+MACHINE intelligence excites even the most jaded manufacturing engineers, determining how to harness it has been a daunting job. Roger B. Smith, chairman of the General Motors Corporation, the industry's dominant customer, has warned that misapplied robots simply allow a company to make junk and lose money faster.
+The high cost of robotics adds to the sales challenge. Robots complete with the supporting tools and electronics can become multimillion-dollar investments.
+Perhaps the most difficult part of a salesman's task, however, is overcoming the skepticism born of the robotics industry's early marketing mistakes and Americfan industry's often mismanaged drive to modernize.
+Just a few years ago, many top industrialists were captivated by the idea that robots and other computer-based machines could provide American companies with a decisive competitive edge. The slogan of the times, coined by the General Electric Company, became ''Automate, Emigrate or Evaporate.''
+Hundreds of millions of dollars worth of robots were sold during the early part of the decade. Blue-chip companies such as G.E., Westinghouse, the International Business Machines Corporation and General Motors became both leading users and, through subsidiaries or sideline ventures, suppliers.
+They joined established machine tool makers such as Cincinnati Milacron and start-ups like Unimation in a battle for market share. Japanese and European robot makers also piled in. The sales wars generated losses for most suppliers and stories of robots that failed to perform as expected.
+''You couldn't count on them,'' said Jeffrey Gage, a former salesman and sales executive for Unimation, Sweden's ASEA and Advanced Robotics. Mr. Gage said that customers often pushed robots beyond their abilities, which added to their bad reputation.
+But there also were problems when robots performed as specified. True modernization turned out to require sweeping reforms in the organization of work, product design and inventory was managed. Pioneers like G.M. learned that robots could create costly bottlenecks when misapplied or used to manufacture products that had not been designed for automated assembly.
+New orders fell last year for the first time, to 5,713 units worth $363.8 million, from 6,748 units worth $483.2 million in 1985. The industry has projected that sales might fall as much as 30 percent more this year.
+But experts expect sales to rebound. Only a small fraction of the potential market has been tapped. Technology and performance are improving. And customers and suppliers have become more aware of the best applications for different robots, although salesmen say there is still plenty of confusion.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=The+Woes+of+a+Robot+Peddler&title=New+York+Times&issn=03624331&date=1987-08-16&volume=&issue=&spage=A.1&au=Feder%2C+Barnaby+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 16, 1987","''Westinghouse didn't know what it wanted to do with it so everything ground to a halt,'' said Mr. [Joseph Engleberger], who left to found the Transitions Research Corporation, which is developing advanced robotics systems. ''It had good intentions but its culture reacted to Unimation the way antibodies do to a foreign substance in the body.'' ''What do we need today?'' said Mr. [James F. Lotterer], when pressed by Mr. [Jim Repko] after a half-hour chat about Adept's abilities, prices and marketing approach. ''I want to get my engineers familiar with what's going on.'' ''I don't think I did but it's the kind of thing I just might have done,'' he said. ''These deals go on for so long before they are tied up.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]16 Aug 1987: A.1.",11/15/17,"New York, N.Y.",,"Feder, Barnaby J",New York Times Company,,Newspapers,426592450,"United States, New York, N.Y.",English,16-Aug-87,ROBOTS,New York Times,NEWSPAPER,,,,,,,
+"COMPANY NEWS: EARNINGS; Advanced Micro, Intel Post Profits","New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-earnings-advanced-micro-intel-post/docview/426552130/se-2?accountid=14586,"LEAD: Two of the nation's largest chip makers, the Intel Corporation and Advanced Micro Devices Inc., reported improved results today as the semiconductor industry continued to rebound.
+Two of the nation's largest chip makers, the Intel Corporation and Advanced Micro Devices Inc., reported improved results today as the semiconductor industry continued to rebound.
+For its second quarter ended June 27, Intel reported earnings of $46.5 million, or 38 cents a share, compared with a loss of $20.4 million in the quarter a year earlier. Revenue for the Santa Clara, Calif., company rose 44 percent, to $439 million, from $305.2 million in the second quarter of 1986. Intel's net income for the 1987 quarter includes $15 million in tax credits.
+''The strongest demand was for Intel's 80286 and 80386 microprocessors from the office-automation segment,'' said Andrew S. Grove, Intel's president and chief executive, in a statement. The 80286 and 80386 are the chips that form the heart of the International Business Machines Corporation's personal computers and compatibles. Mr. Grove added that while the company was increasing capacity, it was also watching any signs of weakening sales. First Profit in Nearly Two Years
+Separately, Advanced Micro Devices returned to profitability after seven consecutive quarters in the red. For its first quarter ended June 28, the Sunnyvale, Calif., company had earnings of $4.1 million, or 2 cents a share, compared with a loss of $28 million a year earlier. Sales rose 25 percent, to $192.4 million, from $153.9 million in the first quarter of 1986.
+''Strong orders in April and May, led by the personal computer sector, moderated in June, presaging a slowing in revenue growth in the traditionally weak summer quarter,'' said William J. Sanders 3d, Advanced Micro's chairman and chief executive, in a statement.
+Mr. Sanders said that the company had seen continued strong orders for microprocessors, electronically programmable read-only memories (known as Eprom's), and for programmable logic devices.
+''However, manufacturing output was somewhat disappointing,'' Mr. Sanders said. A spokesman said that the company's Austin, Tex., plant had been unable to increase production rapidly enough to meet the demand for Eprom's, resulting in lost business.
+Advanced Micro announced on April 29 that it had agreed to acquire Monolithic Memories Inc., a Sunnyvale chip manufacturer. The acquisition is expected to be completed in August, and Monolithic's results will be included in Advanced Micro's second quarter.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3A+EARNINGS%3B+Advanced+Micro%2C+Intel+Post+Profits&title=New+York+Times&issn=03624331&date=1987-07-14&volume=&issue=&spage=D.4&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 14, 1987","''The strongest demand was for Intel's 80286 and 80386 microprocessors from the office-automation segment,'' said Andrew S. Grove, Intel's president and chief executive, in a statement. The 80286 and 80386 are the chips that form the heart of the International Business Machines Corporation's personal computers and compatibles. Mr. Grove added that while the company was increasing capacity, it was also watching any signs of weakening sales. First Profit in Nearly Two Years ''However, manufacturing output was somewhat disappointing,'' Mr. [William J. Sanders] said. A spokesman said that the company's Austin, Tex., plant had been unable to increase production rapidly enough to meet the demand for Eprom's, resulting in lost business.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 July 1987: D.4.",11/15/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,426552130,"United States, New York, N.Y.",English,14-Jul-87,COMPANY REPORTS; SEMICONDUCTORS,New York Times,NEWSPAPE R,,,,,,,
+Aviation Agency Marks Start on $400 Million Control Network,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/aviation-agency-marks-start-on-400-million/docview/426538430/se-2?accountid=14586,"LEAD: The Federal Aviation Administration yesterday dedicated the first of 20 computers that will make up a $400 million network the agency says is needed to cope with the predicted growth in air travel.
+The Federal Aviation Administration yesterday dedicated the first of 20 computers that will make up a $400 million network the agency says is needed to cope with the predicted growth in air travel.
+In ceremonies at the agency's enlarged radar center outside Seattle, Donald D. Engen, the F.A.A. Administrator, said the nationwide network of International Business Machine computers would not only accommodate traffic growth but also ''make an extremely safe system'' even safer.
+Each of the new computers will have five times the capacity of those now in use to control air traffic and process the data up to 10 times as fast, the agency said.
+Mr. Engen described two key contributions the computer network would eventually make in guarding against midair collisions. The 20 computers will all be operating within a year but the principal safety features will be introduced gradually, from early 1988 until 1991. An Automatic Warning
+The first of the two key safety features will enable the computers to flash an automatic warning of an impending collision on controllers' radar scopes even if one of the two planes is flying in good weather without routine guidance from the ground.
+The other new safety improvement will calculate and display for the controller the best evasive maneuvers that could be radioed to the two planes to avert a collision. This feature is not expected to start going into operation until 1990, when it is programmed into the computer system.
+In the automatic alterting improvement, the computer will not be able to flash the alert unless both planes are equipped with a device that transmits their altitude to it. All airliners have the device but only about half of the 210,000 private planes carry it.
+Except for one test operation, the alerting system now in use has been able to operate only if both planes on a collision course are under strict guidance from the ground.
+The test operation of the improved system has been under way for about a year now, having been programmed into the obsolescent computer that processes radar data at the Federal Aviation Agency's center in Ft. Worth. Though the computer's limited capacity restricts the airspace area where the program can be tried, F.A.A. officials said it was working well.
+Under current plans, Ft. Worth will be the first of the 20 centers to provide full use of the alerting system, starting early next year when it is scheduled to receive its advanced computer, a duplicate of the one dedicated yesterday in Seattle. 'First Payoff to Safety'
+''I'd say this will be the the new computers' first payoff to safety, other than their basic improved reliability,'' declared John R. Ryan, the agency's director of air-traffic operations, in an interview this week.
+The new computer outside Seattle, in the town of Auburn, began processing data for radar scopes on a full-time basis last Friday. By next June, similar computers will have gone into full operation at the other 19 on-route air traffic control centers in the 48 contiguous states. Controllers at these centers provide guidance to planes, except for uncontrolled craft flying in good weather, in the on-route stretches of a flight.
+These stretches generally start 40 to 50 miles after takeoff and end about the same distance before destination. Other terminal-area and tower controllers provide guidance at either end of the trip.
+The center outside Seattle covers an airspace area of about 300,000 square miles extending from Canada to Northern California and from Idaho to a line 100 miles off the Pacific Coast.
+The computers to be replaced in the 20 centers represent 20-year-old technology and, according to the F.A.A., some of the key installations would have reached the saturation point in the next several years.
+The aviation agency said traffic handled by the 20 centers was expected to grow to close to 45-million operations a year in 1998. That compares with a little under 35-million in 1986.
+In addition, the agency said, the old computers have ''high operating and maintenance costs and spare parts are becoming increasingly difficult to obtain.''
+''Our concern was, how long would the old computers be able to keep chugging along,'' said Thomas Proeschel of the F.A.A.'s automation office. 'Much More Reliable'
+The new computer outside Seattle had been put through periodic tests with air traffic since May 1.
+Armond Snelfond, director of the center, said ''it already has demonstrated that it is a much more reliable piece of equipment.''
+He suggested that it meant ''less stress'' for controllers, adding: ''There's much less worry about the computer crashing. Their confidence level is much greater.''
+However, David Brown, a controller who has been a leader in seeking formation of a new controllers' union to replace the one decertified after the strike of 1981, cautioned that the new equipment was not a ''cure-all'' for air-traffic problems.
+Mr. Brown acknowledged that the new computer would ''probably reduce the stress for some people.'' But he insisted that it would not cut the need for additional controllers to keep from overloading individual employees and to reduce the amount of unsought overtime.
+Correction: June 5, 1987, Friday, Late City Final Edition
+Mr. Engan, who had been scheduled to attend the dedication near Seattle, was absent because his plane developed mechanical problems. His prepared remarks were read for him.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Aviation+Agency+Marks+Start+on+%24400+Million+Control+Network&title=New+York+Times&issn=03624331&date=1987-06-04&volume=&issue=&spage=B.10&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 4, 1987","''I'd say this will be the the new computers' first payoff to safety, other than their basic improved reliability,'' declared John R. Ryan, the agency's director of air-traffic operations, in an interview this week. ''Our concern was, how long would the old computers be able to keep chugging along,'' said Thomas Proeschel of the F.A.A.'s automation office. 'Much More Reliable' He suggested that it meant ''less stress'' for controllers, adding: ''There's much less worry about the computer crashing. Their confidence level is much greater.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 June 1987: B.10.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,426538430,"United States, New York, N.Y.",English,4-Jun-87,AIRLINES AND AIRPLANES; ACCIDENTS AND SAFETY; DATA PROCESSING,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; Digital Introduces Computer Series,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-digital-introduces-computer-series/docview/426433694/se-2?accountid=14586,"LEAD: The Digital Equipment Corporation, seeking to extend its recent successes over I.B.M. to the factory floor, introduced a series of industrial computers yesterday based on its VAX minicomputer designs.
+The Digital Equipment Corporation, seeking to extend its recent successes over I.B.M. to the factory floor, introduced a series of industrial computers yesterday based on its VAX minicomputer designs.
+The announcement marked one of Digital's strongest pushes yet into the factory automation market, where computer makers have tried to integrate robots, machine tools, product design work stations and the computers that keep factories running.
+In a separate development, the American Telephone and Telegraph Company introduced a variety of products aimed at improving its dismal performance in the computer business. Among them are a faster, more powerful version of its 3B2 minicomputer, new hardware and software products for data networking, and a laser printer.
+The Digital system, apart from a raft of new software, is basically identical to the VAX equipment that the company sells for offices and laboratories. Digital is based in Maynard, Mass.
+Company executives argued yesterday that compatibility problems with the International Business Machines Corporation's midrange computers, which have cost I.B.M. market share in office computers, also make the company vulnerable in the factory automation market.
+''There is now a myriad of disconnected personal computers being installed on the factory floor - one for every job - and there is no networking going on,'' said David Copeland, Digital's group manager of manufacturing and marketing for computer-integrated manufacturing.
+Analysts, however, said that Digital's contentions about I.B.M.'s weakness in factory automation were a matter of debate. Over the last year, I.B.M. officials have stressed the utility of several systems in factories, and have long marketed a special, heavy-duty version of the I.B.M. PC for factories.
+Still, many believe that Digital, which has been successful with its VAX design and a set of relatively easy-to-use networks, may be able to repeat the success in factories.
+A.T.&T., in its announcement, said that its new computer products would make it easier and more efficient for its Unix-based machines to communicate with computers that use different operating systems, such as those of I.B.M. The A.T.&T. minicomputer, called 3B2/600, can support up to 64 similtaneous users and provides four times the processing power of its fastest 3B computer, the company said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+Digital+Introduces+Computer+Series&title=New+York+Times&issn=03624331&date=1987-03-25&volume=&issue=&spage=D.5&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 25, 1987","''There is now a myriad of disconnected personal computers being installed on the factory floor - one for every job - and there is no networking going on,'' said David Copeland, Digital's group manager of manufacturing and marketing for computer-integrated manufacturing. Analysts, however, said that Digital's contentions about I.B.M.'s weakness in factory automation were a matter of debate. Over the last year, I.B.M. officials have stressed the utility of several systems in factories, and have long marketed a special, heavy-duty version of the I.B.M. PC for factories.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Mar 1987: D.5.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,426433694,"United States, New York, N.Y.",English,25-Mar-87,"DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+COMPROMISE EXPECTED ON CHIP CONSORTIUM,"New York Times, Late Edition (East Coast); New York, N.Y.",1987,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/compromise-expected-on-chip-consortium/docview/426448636/se-2?accountid=14586,"LEAD: The nation's leading chip makers remain deeply divided over how to structure a last-ditch effort against Japan's electronics giants, but they expect a compromise to be reached tomorrow as they meet in Washington.
+The nation's leading chip makers remain deeply divided over how to structure a last-ditch effort against Japan's electronics giants, but they expect a compromise to be reached tomorrow as they meet in Washington.
+Most of the participants involved say there is little question they will form an industry consortium, named Sematech, for Semiconductor Manufacturing Technology Institute, to improve the industry's technical skills.
+The decision will be made at a meeting of the Semiconductor Industry Association that begins today.
+An industry consensus would pave the way for the Reagan Administration and Congress to decide whether to contribute Federal funds to the project, as a Defense Department panel recently urged after finding the nation's chip-making capability in alarming decline. Senate Hearing to Open
+The meeting comes as the Senate Judiciary Committee's new Subcommittee on Technology and the Law begins a hearing today on the state of the semiconductor industry.
+Over the last few weeks, industry executives have been scrambling to find a middle ground between two sharply differing views of Sematech's role. At issue is whether the consortium should be a manufacturing research group, designed to transfer technology back to the nation's chip makers, or whether it should also produce chips in high volume.
+''I think we are going to reach a compromise,'' Charles E. Sporck, the chief executive of the National Semiconductor Corporation, said in an interview in his office in Santa Clara, Calif. ''Certainly at this point we have exercised the options thoroughly, maybe overly thoroughly. Now we have to make some decisions.''
+Both Government and industry executives agree on the overall mission of Sematech: to improve the manufacturing skills of the nation's chip makers, which have eroded rapidly amid hundreds of millions of dollars in losses and falling market share. Beyond that point, however, the unanimity ends. Two Points of View
+The issue has divided such industry giants as the International Business Machines Corporation, which by all accounts has played a key behind-the-scenes role in the formation of Sematech, and the Intel Corporation, of which I.B.M. owns about a quarter. Intel has argued that full-scale chip production is crucial to the consortium's success, while I.B.M. advocates a prototype-only role. The Hewlett-Packard Company, the Digital Equipment Corporation and other manufacturers fall somewhere in between, and Texas Instruments Inc. is said to be leaning toward the I.B.M. view of limited production. No I.B.M. Commitment
+I.B.M.'s opinions carry considerable weight, because the company is the world's largest producer - and one of the largest consumers - of semiconductors of all kinds. While the company has made no specific commitments, its officials have made clear that under some conditions they would provide considerable aid to the consortium, including perhaps the specifications of I.B.M.-developed chips.
+''The real need,'' said Paul R. Low, the president of I.B.M.'s General Technology division, ''is to get the industry into the art of manufacturing.'' Mr. Low and other industry executives said such involvement would mean setting up a prototype plant to test advanced manufacturing techniques and working closely with the dwindling number of American suppliers of semiconductor manufacturing equipment.
+Increasingly, Japan is taking over the manufacturing-equipment market, and I.B.M. officials fear they may not be able to buy state-of-the-art equipment - including the optical ''steppers'' used to burn the pattern of circuitry onto silicon - to make the next generation of chips.
+''It's more than just steppers,'' Mr. Low said. ''We can't get gases today with the kind of purity that you need to make high-density chips.'' Concerns Over Cost
+But I.B.M. officials are reportedly vigorously opposing a jointly owned high-volume manufacturing plant, for fear the industry and Government would want I.B.M. to commit to buying the plant's output - even if it is not the lowest-cost, highest-quality chips. Defense Department officials and some other major computer vendors say they harbor the same concerns.
+In contrast, officials at Intel and several other chip makers say that without high-volume manufacturing, the consortium may be worthless.
+''The only way you can test the technology is to run it full steam,'' Andrew Grove, Intel's chief executive, said in an interview. ''I'm not talking about some demonstration plant you can invite journalists into for an hour. I'm taking about something you can run 24 hours a day, seven days a week and really see what kind of automation, software and processes you need.''
+Such an option would be far more expensive, however, and neither the industry nor the the Reagan Administration is certain where the funds would come from. The Defense Department has budgeted $50 million for the effort, though the Defense Science Board recently estimated that the Government's contribution should be closer to $200 million annually, with industry contributing about the same. Technology Seen as Key
+Controversy has also erupted over what kind of product or products the consortium should build. Mr. Sporck of National Semiconductor maintained the choice made ''little difference, because the object is improving technology, not selling chips.''
+But I.B.M. officials and others fear that the project may focus on a next-generation memory chip, like the 16- or 64-megabit dynamic random access memory chip, to the exclusion of developing a flexible manufacturing line capable of producing a mix of memory, logic and custom chips.
+Others say that a single, advanced chip would stretch the state of the technology, better preparing American manufacturers to produce high-density chips.
+The technology issue aside, both sides predict they will reach an agreement - probably on a mid-sized production facility capable of turning out about 200 silicon wafers a day.
+''To do nothing would be worst of all,'' said Jack D. Kuehler, the head of technology and manufacturing for I.B.M. But he warned that I.B.M.'s ''participation of course depends on the actual proposal selected.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPROMISE+EXPECTED+ON+CHIP+CONSORTIUM&title=New+York+Times&issn=03624331&date=1987-03-03&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 3, 1987","''It's more than just steppers,'' Mr. [Paul R. Low] said. ''We can't get gases today with the kind of purity that you need to make high-density chips.'' Concerns Over Cost ''The only way you can test the technology is to run it full steam,'' Andrew Grove, Intel's chief executive, said in an interview. ''I'm not talking about some demonstration plant you can invite journalists into for an hour. I'm taking about something you can run 24 hours a day, seven days a week and really see what kind of automation, software and processes you need.'' ''To do nothing would be worst of all,'' said Jack D. Kuehler, the head of technology and manufacturing for I.B.M. But he warned that I.B.M.'s ''participation of course depends on the actual proposal selected.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]03 Mar 1987: D.1.",1/4/21,"New York, N.Y.",Japan,"Sanger, David E",New York Times Company,,Newspapers,426448636,"United States, New York, N.Y.",English,3-Mar-87,Electronics; Semiconductors,New York Times,NEWSPAPER,,,,,,,
+COMPANY NEWS; SATURN'S MAKERS PLANS SLOW BUILDUP OF SALES,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/company-news-saturns-makers-plans-slow-buildup/docview/426333665/se-2?accountid=14586,"Saturn Corporation cars will probably be sold only in California and other areas with high import penetration when they are first introduced in the early 1990's, officials of the General Motors Corporation subsidiary said today.
+Saturn officials also said they still expected the first Saturn model to roll off the assembly line here by mid-1990, but they said cars would not be available in volume until the following year because of a planned slow increase in the production rate. With the cars in short supply at first, they will probably be concentrated in a few areas rather than spread thinly across the country.
+Speaking at the construction site of the Saturn plant, Richard G. LeFauve, Saturn's president, confirmed that the project would be smaller, less automated and involve less investment than originally planned.
+Phase one of the project is now expected to cost about $1.7 billion and will be capable of producing 250,000 compact cars a year. This is half the original projected output and about half the $3.5 billion investment cited when Saturn was announced as a new G.M. subsidiary in January 1985. Employment in phase one will total about 3,000, also half the original estimate.
+Mr. LeFauve denied that the scaling back of Saturn was related to G.M.'s recent lackluster financial performance. Instead, he said, the more modest beginning will help preserve the ''small, family-type atmosphere'' that G.M. and the United Automobile Workers want at Saturn. Factory Plans Incomplete
+Nevertheless, there still seems to be some indecision over exactly what the Saturn vehicles will be and how they will be made. Construction officials said they would not know enough details about the factory to begin putting it up until spring.
+Jim Lain, an official of the union, said that since legal challenges to the preliminary agreement between Saturn and the U.A.W. had been rejected, the company would begin hiring its first 30 union workers next week.
+Prospective employees will be screened by a joint union-management committee for suitability at Saturn in an unusual display of cooperation between the union and the management. About 160 union workers will be hired by next September, Mr. Lain said, and they will undergo 18 months to two years of training at Saturn's administrative headquarters in Troy, Mich. Each production worker is to get three months of assembly training.
+Mr. LeFauve said Saturn vehicles would be designed to compete against upscale imports such as the Honda Accord, which retails from $10,625 to almost $15,000. ''It's a price target, not size,'' he said.
+As a result of the successful operations at G.M's low-technology joint venture with the Toyota Motor Corporation in Fremont, Calif., and the problems G.M. has had with some of its new, robot-filled factories, Mr. LeFauve said, there has been less emphasis on automation at Saturn.
+''We are planning a blend of people and technology,'' he said. ''We are less convinced now of what automation can do by itself.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=COMPANY+NEWS%3B+SATURN%27S+MAKERS+PLANS+SLOW+BUILDUP+OF+SALES&title=New+York+Times&issn=03624331&date=1986-11-18&volume=&issue=&spage=D.5&au=JOHN+HOLUSHA%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 18, 1986","Mr. [Richard G. LeFauve] denied that the scaling back of Saturn was related to G.M.'s recent lackluster financial performance. Instead, he said, the more modest beginning will help preserve the ''small, family-type atmosphere'' that G.M. and the United Automobile Workers want at Saturn. Factory Plans Incomplete Mr. LeFauve said Saturn vehicles would be designed to compete against upscale imports such as the Honda Accord, which retails from $10,625 to almost $15,000. ''It's a price target, not size,'' he said. ''We are planning a blend of people and technology,'' he said. ''We are less convinced now of what automation can do by itself.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Nov 1986: D.5.",11/14/17,"New York, N.Y.",CALIFORNIA,"JOHN HOLUSHA, Special to the New York Times",New York Times Company,,Newspapers,426333665,"United States, New York, N.Y.",English,18-Nov-86,"AUTOMOBILES; NEW MODELS, DESIGN AND PRODUCTS; PRODUCTION",New York Times,NEWSPAPER,,,,,,,
+200 Jobs Cut By Micro Devices,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/200-jobs-cut-micro-devices/docview/425975659/se-2?accountid=14586,"Advanced Micro Devices Inc., a leading semiconductor manufacturer, has yielded to economic hardship and ended its no-layoff policy.
+The company said that it was dismissing 200 employees who have worked at the company less than a year. Such employees were not covered by the no-layoff policy. but the company said that, in October, it will consider laying off more employees, including those who have been there more than a year.
+The abandonment of the no-layoff policy, which company officials had insisted they would never surrender, is one more sign of the troubles affecting the American semiconductor industry.
+''In short, our world has changed and to survive we too must change,'' W. J. Sanders 3d, the company's chairman and chief executive, said in a statement. A 'Murderous' Environment
+Mr. Sanders said the competitive environment was ''murderous'' because of competition from Asian manufacturers and weak demand for semiconductors. He also said that the company would get out of the business of producing dynamic random access memory chips, a sector now dominated by Japanese suppliers and one that has not been a big part of Advanced Micro's sales recently.
+Advanced Micro Devices, which is based in Sunnyvale, Calif., reported a net loss of $28 million for its first fiscal quarter, which ended June 29. Sales are now running about 40 percent below their level of two years ago.
+Mr. Sanders said today that he saw no prospect for sales or earnings to increase in the current quarter, which ends in September. Analysts have been saying that Advanced Micro Devices could not take many more quarters of losses without its survival being threatened. Company Has 13,800 Employees
+The company, which has 13,800 employees, said the number of employees to be let go in October would depend on conditions then. But the number could easily total in the hundreds or even thousands, based on the extent of layoffs at other semiconductor companies.
+Mr. Sanders has estimated that the no-layoff policy has cost Advanced Micro Devices more than $20 million during the year-and-a-half-long semiconductor slump but has defended the policy strongly. ''That's an investment just like an investment in automation,'' he said in an interview in April with The San Jose Mercury News. ''The only thing that sets a company apart from another company is the people. And it turns out that the people have to have an anxiety-free environment to be productive.''
+Mr. Sanders began talking about the no-layoff policy in 1976 and put it in writing in 1981, a company spokesman said. The company did have a small layoff during the 1974 recession, the spokesman added.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=200+Jobs+Cut+By+Micro+Devices&title=New+York+Times&issn=03624331&date=1986-08-12&volume=&issue=&spage=D.18&au=ANDREW+POLLACK%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 12, 1986","''In short, our world has changed and to survive we too must change,'' W. J. Sanders 3d, the company's chairman and chief executive, said in a statement. A 'Murderous' Environment Mr. Sanders has estimated that the no-layoff policy has cost Advanced Micro Devices more than $20 million during the year-and-a-half-long semiconductor slump but has defended the policy strongly. ''That's an investment just like an investment in automation,'' he said in an interview in April with The San Jose Mercury News. ''The only thing that sets a company apart from another company is the people. And it turns out that the people have to have an anxiety-free environment to be productive.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]12 Aug 1986: D.18.",11/15/17,"New York, N.Y.",,"ANDREW POLLACK, Special to the New York Times",New York Times Company,,Newspapers,425975659,"United States, New York, N.Y.",English,12-Aug-86,ELECTRONICS; LAYOFFS (LABOR); LABOR; SEMICONDUCTORS,New York Times,NEWSPAPER,,,,,,,
+Tandon Announces Deal With Xerox,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/tandon-announces-deal-with-xerox/docview/425888621/se-2?accountid=14586,"The Tandon Corporation, furthering its entry into the microcomputer market, today announced a multimillion-dollar contract with the Xerox Corporation to manufacture a line of work station products to be sold under the Xerox name.
+Tandon, based in Chatsworth, Calif., said that the Tandon-developed stations would be shipped in volume by September or October. Both companies declined to specify the actual amount of the contract or whether the work stations would incorporate a new Xerox product that the company has not detailed.
+Ranjit Sitlani, Tandon's executive vice president, said that the contract, when combined with a separate contract negotiated with Tandem Computers Inc. to provide components for its new 6AT/20 and 6AT/40 lines, would bring in about $100 million a year. ''This lends credibility to what Tandon is doing, as Xerox has made a very serious commitment to them,'' Steven L. Ossad, an analyst with L. F. Rothschild, Unterberg, Towbin, said.
+Tandon has been battered by the shakeout in the disk-drive business and has been shifting into personal computers. The company sells I.B.M. compatible machines under a private label in the United States and also sells personal computers under the Tandon name in Europe.
+The work stations will be built around the 80286 microprocessor, the chip used by the International Business Machines Coporation in its PC-AT microcomputer, Mr. Sitlani said. ''This will complement what Xerox has,'' he said. ''They're not moving into virgin territory.''
+Xerox currently offers several personal computer and work station lines, and a company spokesman declined to say how the new products would expand its current offerings.
+''This is a critical area for Xerox,'' Eugene Glazer, an analyst with Dean Witter Reynolds Inc., said. ''Even though they were the first, the Star system has been quite unsuccessful, and they will need to focus on their areas of strength such as the preparation of documents from input to output.'' Star is Xerox's chief office automation system.
+Tandon's stock fell 25 cents a share today, to $6.25, in over-the-counter trading.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Tandon+Announces+Deal+With+Xerox&title=New+York+Times&issn=03624331&date=1986-05-07&volume=&issue=&spage=D.4&au=Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 7, 1986","The work stations will be built around the 80286 microprocessor, the chip used by the International Business Machines Coporation in its PC-AT microcomputer, Mr. [Ranjit Sitlani] said. ''This will complement what Xerox has,'' he said. ''They're not moving into virgin territory.'' ''This is a critical area for Xerox,'' Eugene Glazer, an analyst with Dean Witter Reynolds Inc., said. ''Even though they were the first, the Star system has been quite unsuccessful, and they will need to focus on their areas of strength such as the preparation of documents from input to output.'' Star is Xerox's chief office automation system.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 May 1986: D.4.",11/15/17,"New York, N.Y.",,Special to the New York Times,New York Times Company,,Newspapers,425888621,"United States, New York, N.Y.",English,7-May-86,"DATA PROCESSING; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+CAREER COUNSELING IS AIMED AT OUT-OF-WORK LIGHTHOUSES,"New York Times, Late Edition (East Coast); New York, N.Y.",1986,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/career-counseling-is-aimed-at-out-work/docview/425895406/se-2?accountid=14586,"The ravages of nature and vandals are threatening some of the nation's Coast Guard lighthouses, but the once stately buildings can be saved without a lot of Federal help, preservationists say.
+Some lighthouses can be incorporated into parks or preserved by historical societies, while others can be saved by turning them into restaurants, inns, youth hostels or even vacation homes, the preservationists told a Congressional panel this week.
+''Inns, bed and breakfasts, restaurants, camp or picnic sites, museums, private homes and other re-uses will also make the lights more accessible and open up the lighthouse keepers' history and heritage to the public,'' said Valerie Nelson, executive director of the Lighthouse Preservation Society of Rockport, Mass., testifying before the Coast Guard subcommittee of the House Merchant Marine and Fisheries Committee.
+While some lighthouses already are owned privately or are part of national parks, others are still owned by the Coast Guard. Victims of Modern Technology
+Formerly, the lights were run by live-in keepers, but as technology advanced, the Coast Guard automated most of the lighthouses still needed as navigational aids.
+''The process of automation, begun several decades ago, was carried out, until recently, without sufficient regard for the historic value of lighthouses and their surrounding structures,'' said Representative Gerry E. Studds, the Massachusetts Democrat who is chairman of the subcommittee. ''Deterioration, brought on both by natural elements and by vandals, caused many lighthouses to fall into serious disrepair.''
+Mr. Studds said the Coast Guard, because of budget problems, could not be expected to maintain the lighthouses. Thoughts on Transformations
+Rear Adm. Richard A. Bauman of the Coast Guard, retired, testifying for the San Francisco-based U.S. Lighthouse Society, recommended that the Coast Guard lease more lighthouses to such nonprofit groups as states, municipalities or historical societies.
+But Admiral Bauman said he would stop short of endorsing uses such as inns and fancy restaurants.
+F. Ross Holland Jr., a lighthouse historian, testified that he believed the best way to save lighthouses was to incorporate them into a park or have them preserved by a historical society.
+''There are a number of potential adaptive uses for light stations as vacation homes, youth hostels, restaurants, shops,'' Mr. Holland said. ''Generally, the exteriors of the structures forming the light station complex need to be protected, but often interiors can be altered to meet many modern needs.''
+Miss Nelson of the preservation society said the Coast Guard should alter its leasing policies to make it easier for appropriate commercial operations to be run at lighthouses.
+In addition, she said, the Coast Guard should stop using unmanned lighthouses for military housing.
+But Rear Adm. Kenneth Wiman of the Coast Guard disagreed with that recommendation. Using the lights and their keepers' homes as housing for Coast Guard personnel is both cost-effective and a good way of saving them, Admiral Wiman said.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CAREER+COUNSELING+IS+AIMED+AT+OUT-OF-WORK+LIGHTHOUSES&title=New+York+Times&issn=03624331&date=1986-05-04&volume=&issue=&spage=A.70&au=AP&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 4, 1986","''There are a number of potential adaptive uses for light stations as vacation homes, youth hostels, restaurants, shops,'' Mr. [F. Ross Holland Jr.] said. ''Generally, the exteriors of the structures forming the light station complex need to be protected, but often interiors can be altered to meet many modern needs.'' ''The process of automation, begun several decades ago, was carried out, until recently, without sufficient regard for the historic value of lighthouses and their surrounding structures,'' said Representative Gerry E. Studds, the Massachusetts Democrat who is chairman of the subcommittee. ''Deterioration, brought on both by natural elements and by vandals, caused many lighthouses to fall into serious disrepair.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]04 May 1986: A.70.",11/15/17,"New York, N.Y.",,AP,New York Times Company,,Newspapers,425895406,"United States, New York, N.Y.",English,4-May-86,LIGHTHOUSES; PARKS AND OTHER RECREATION AREAS; RESTAURANTS; HOTELS AND MOTELS; HOUSING,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; President of Gould Chosen to Be Chief,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-president-gould-chosen-be-chief/docview/425742254/se-2?accountid=14586,"James F. McDonald, president and chief operating officer of Gould Inc., has been named to succeed William T. Ylvisaker as chief executive officer of the diversified electronics company.
+Mr. McDonald, a 45-year-old native of Louisville, Ky., will move into the job at the end of April next year. Mr. Ylvisaker, who has spearhearded Gould's recent restructuring from a company focusing on batteries to one deeply involved in computers and defense systems, will remain chairman.
+Mr. McDonald joined Gould in July 1984 after working at the International Business Machines Corporation for 21 years. Mr. Ylvisaker said Mr. McDonald had come to Gould with the expectation that he would eventually take over as chief executive. At I.B.M. Mr. McDonald was general manager of manufacturing systems products for four years. Before that, he was laboratory director for office products and served on the corporate task force that designed I.B.M.'s general business group.
+Gould, based in the Chicago suburb of Rolling Meadows, made its announcement about Mr. McDonald during a week when the company has been the subject of rumors, particularly regarding Siemens A.G. of West Germany. Siemens is said to be interested in buying Gould's successful defense division, which specializes in antisubmarine warfare.
+In a telephone interview, Mr. Ylvisaker, who is 61, declined to comment on these speculations but said, ''We are still going through our consolidation toward electronics.'' Mr. McDonald was unavailable for comment.
+Mr. Ylvisaker said that Gould's restructuring was close to completion. As a result, he said, Gould's four divisions - industrial automation, information systems, defense systems and materials and components - ''will be in better control of their own destiny.'' Gould had a net loss of $110.6 million on revenues of $1.07 billion on continuing operations in the first nine months. The decline was attributed to an after-tax write-off of $160 million on its semiconductor operations.
+Mr. Ylvisaker said Mr. McDonald would manage and oversee daily operations, while he, as chairman, would concentrate on strategic planning, acquisitions and divestitures. Mr. Ylvisaker said that Mr. McDonald ''has an excellent background in technology, robotics and marketing.''
+Mr. McDonald, a father of three, has a bachelor's and a master's degree from the University of Kentucky.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+President+of+Gould+Chosen+to+Be+Chief&title=New+York+Times&issn=03624331&date=1985-12-11&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 11, 1985","Mr. [William T. Ylvisaker] said that Gould's restructuring was close to completion. As a result, he said, Gould's four divisions - industrial automation, information systems, defense systems and materials and components - ''will be in better control of their own destiny.'' Gould had a net loss of $110.6 million on revenues of $1.07 billion on continuing operations in the first nine months. The decline was attributed to an after-tax write-off of $160 million on its semiconductor operations. Mr. Ylvisaker said Mr. [James F. McDonald] would manage and oversee daily operations, while he, as chairman, would concentrate on strategic planning, acquisitions and divestitures. Mr. Ylvisaker said that Mr. McDonald ''has an excellent background in technology, robotics and marketing.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Dec 1985: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425742254,"United States, New York, N.Y.",English,11-Dec-85,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST: MONDAY, DECEMBER 9, 1985:   [Summary ]","New York Times, Late Edition (East Co ast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-monday-december-9-1985/docview/425732361/se-2?accountid=14586,"International
+An oil-price war may break out next year as a result of a change in strategy agreed to by OPEC oil ministers. The 13-nation producer organization agreed in principle to abandon its policy of curbing output to defend a $28-a-barrel oil price, and instead will cut its prices, as needed, to secure sales. [Page A1.]
+The U.S.-Japanese trade deficit will continue to rise, sharpening tensions between the two countries, economists and analysts said. Many see clashes ahead as the Reagan Administration advances its policy of moving against unfair trade practices. [A1.]
+The Economy",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+MONDAY%2C+DECEMBER+9%2C+1985%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1985-12-09&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 9, 1985","GAF has begun raising financing from Drexel Burnham Lambert, according to sources who believe that GAF is close to a bid for at least a controlling interest in Union Carbide. [D1.] Analysts are impressed with Caterpillar's modernization plans. The world's No. 1 producer of earthmoving equipment will spend $600 million to install more automation in nine plants. [D1.] A rule that would curb takeover financing was criticized by T. Boone Pickens, chairman of Mesa Petroleum. But a number of Wall Street lawyers, entrepreneurs and investment bankers said the effect of the Federal Reserve's proposal would be limited. [D1.]","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]09 Dec 1985: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425732361,"United States, New York, N.Y.",English,9-Dec-85,,New York Times,Summary,,,,,,,
+SONTAG AND VONNEGUT AT PEN CELEBRATION,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sontag-vonnegut-at-pen-celebration/docview/425568082/se-2?accountid=14586,"Kurt Vonnegut and Susan Sontag alternately entertained and instructed a Broadway audience last night in appearances at the Royale Theater, where they touched upon a number of topics from anthropology to censorship. Their separate itineraries also included excursions into literary analysis and the right of artists to be political or apolitical, as they desired.
+The occasion was the fourth of eight scheduled Sunday night PEN Celebrations through mid-December, each of them sold out at a cost of $1,000 per subscription. The money will go toward the 48th International PEN Congress, a weeklong gathering in New York next January of a large group of writers from throughout the world. PEN is an international organization of writers.
+Mr. Vonnegut and Miss Sontag both praised PEN's sponsorship of the event and both clearly had the attention and respect of the audience, but their stage manners were a study in contrasts.
+Miss Sontag, who was introduced by Vartan Gregorian, president of the New York Public Library, read for 35 minutes from a story titled ''Debriefing,'' then, still standing behind the podium, described her experiences in Budapest, from where she had returned only two days previously.
+She had been the only American invited to the Hungarian capital by the Vienna-based International Helsinki Federation for Human Rights to participate in an exchange about culture with writers from other Western and Eastern countries. The meeting was timed to coincide with a six-week treaty review session attended by delegates from the 35 countries that signed the Final Act of the 1975 Conference on Security and Cooperation in Europe, known as the Helsinki Treaty.
+After the writers' group arrived, it was officially refused permission to meet. ''But in fact we were given to understand if we met privately then we were welcome to hold our meetings in an apartment,'' Miss Sontag said. Those meetings, she said, were well worthwhile. ''They were extremely interesting and on an extremely high level,'' she added. ''They were an example of the kind of activity that PEN perhaps more than any organization represents.''
+Mr. Vonnegut, introduced by George Plimpton, remained behind the podium for about half his presentation, although he seemed ready at any moment to begin pacing the stage as he delivered barbs against a number of targets, including American laws that bar entry of foreign writers who are suspected of being Communists, the New Right (''they really mystify me'') and automation (''it's simply union busting'').
+He also managed to contain himself long enough to discourse on the historic relationship between American writers and alcohol, which he said was on the decline, and he read a speech he had delivered at the Massachusetts Institute of Technology, from which his father, brother and grandfather had graduated.
+That talk, in which he also confessed to his own undistinguished academic record at a string of colleges, concluded with a suggestion that graduates take a vow similar to the Hippocratic Oath, only this one affirming to promote ''life on this planet,'' and vowing to ''create no deadly substance or device.''
+After that, Mr. Vonnegut finally began pacing, eliciting applause as he discussed what Americans regard as malaise, and evoking laughter as he used the chalkboard to formulate his theories of story telling. These included examples from ''Cinderella,'' Kafka, the Bible and ''Hamlet'' - the latter, he said wryly, waggling his bushy eyebrows, to prove that Shakespeare did not know the proper formula for telling stories.
+Gay Talese was the master of ceremonies for the evening.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SONTAG+AND+VONNEGUT+AT+PEN+CELEBRATION&title=New+York+Times&issn=03624331&date=1985-10-28&volume=&issue=&spage=C.16&au=McDOWELL%2C+EDWIN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,C,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 28, 1985","After the writers' group arrived, it was officially refused permission to meet. ''But in fact we were given to understand if we met privately then we were welcome to hold our meetings in an apartment,'' Miss [Susan Sontag] said. Those meetings, she said, were well worthwhile. ''They were extremely interesting and on an extremely high level,'' she added. ''They were an example of the kind of activity that PEN perhaps more than any organization represents.'' Mr. [Kurt Vonnegut], introduced by George Plimpton, remained behind the podium for about half his presentation, although he seemed ready at any moment to begin pacing the stage as he delivered barbs against a number of targets, including American laws that bar entry of foreign writers who are suspected of being Communists, the New Right (''they really mystify me'') and automation (''it's simply union busting'').","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Oct 1985: C.16.",11/12/19,"New York, N.Y.",,"McDOWELL, EDWIN",New York Times Company,,Newspapers,425568082,"United States, New York, N.Y.",English,28-Oct-85,,New York Times,NEWSPAPER,,,,,,,
+Careers; Improving Courses for M.B.A.'s,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/careers-improving-courses-m-b-s/docview/425513815/se-2?accountid=14586,"IN recent years deans and faculties of graduate schools of business administration have been re-evaluating ways to meet the needs of the future. One result has been the requirement of communications courses by Dartmouth, Columbia and others because so many M.B.A. students did not write or speak well. Courses in strategic planning have also been high on the agenda at some business schools, along with courses in small-business management.
+Last week two prominent analysts of graduate schools of business were in New York and talked about the schools and their needs.
+Although he did not go to a graduate school of business administration or even to college, J. B. Fuqua, chairman and chief executive of Fuqua Industries, gave $10 million a few years ago to Duke University for its graduate business school.
+Today the school is named the Fuqua School of Business, and Mr. Fuqua said last week that he has now provided a total of about $20 million. This has enabled the school to expand, especially in the area of continuing education for executives - a sector strongly supported by Mr. Fuqua.
+In New York to talk to securities analysts about his company, Mr. Fuqua said last week, ''We need more courses in communications skills for master of business administration students.'' He added, ''I pressed the administration at the business school to require such courses.''
+Mr. Fuqua, who believes in operating his businesses with a lean staff, said: ''We have only 75 persons in our Atlanta headquarters, out of about 10,000 in the company. Most of the ones in Atlanta are professionals and there are no entry-level M.B.A.'s.'' In fact, the company does not actively recruit M.B.A.'s, but there are some in the company.
+Fuqua Industries, a highly diversified company that has businesses in sporting goods, lawn and garden power equipment, and photofinishing, reported sales of $854 million last year.
+Speaking in general as a businessman, Mr. Fuqua said: ''Business often employs M.B.A.'s right out of school and pays them salaries in excess of what they are worth. For example, all of them believe they need secretaries but they are not taught how to use secretaries. They also are not taught how to use the telephone. About 99 percent of their conversation is useless.''
+Mr. Fuqua, who likes to answer his own telephone, explained that before he makes a telephone call he takes notes of what he plans to say. ''I get to the point immediately without being offensive,'' he explained.
+While he believes in keeping business phone calls to the point, he does not believe that a clean desk is necessary for executive success.
+He likes to have papers and files around him for immediate availability. ''I am not as bad as Harold Geneen; I don't go that far, having stacks of papers around the office, on the floor and on tables,'' he said in reference to the former chairman of the ITT Corporation. Like Mr. Geneen, Mr. Fuqua knows where he can find most of the material he needs.
+He thinks that new M.B.A.'s need a lot more humility. ''Some of them are so arrogant,'' he said.
+While his company hires few new M.B.A.'s, he strongly advocated continuing training for executives. ''The theory is that the investment in buildings and equipment sits there and it should be used,'' he said. The Fuqua school, like many other graduate schools of business, offers a variety of continuing education courses and executive M.B.A. programs.
+''It was never my thought to set up another M.B.A. factory,'' Mr. Fuqua said.
+With 66,000 M.B.A.'s being turned out each year in this country by a variety of business schools, some first class and some not, there is a factory-like aspect to many of the programs, some analysts believe.
+One observer of M.B.A. programs, however, Richard M. Cyert, an economist and president of Carnegie-Mellon University, had some strong ideas about the future of business school education. ''I would like to see a shift away from financial, accounting and marketing majors to greater emphasis on the processes of production - automation, for example,'' He said. ''To do this, business schools need a closer alliance with engineering schools.''
+Dr. Cyert, who was in new York last week to attend a First Boston Corporation directors' meeting, continued: ''Secondly, I would like to see much greater empahsis on strategic planning. Few chief executive officers understand the need for strategic planning, which involves a lot more than economic considerations.''
+He said he would also like to ''see more understanding of leadership in business.'' He added that ''the essense of leadership involves modifying attitudes of other managers.''
+As a final suggestion, he said there should be more emphasis in graduate schools of business on small-business management. Many of these suggestions are already in place or under way at Carnegie-Mellon's Graduate School of Industrial Administration.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Careers%3B+Improving+Courses+for+M.B.A.%27s&title=New+York+Times&issn=03624331&date=1985-09-24&volume=&issue=&spage=D.30&au=Fowler%2C+Elizabeth+M&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 24, 1985","In New York to talk to securities analysts about his company, Mr. [J. B. Fuqua] said last week, ''We need more courses in communications skills for master of business administration students.'' He added, ''I pressed the administration at the business school to require such courses.'' One observer of M.B.A. programs, however, Richard M. Cyert, an economist and president of Carnegie-Mellon University, had some strong ideas about the future of business school education. ''I would like to see a shift away from financial, accounting and marketing majors to greater emphasis on the processes of production - automation, for example,'' He said. ''To do this, business schools need a closer alliance with engineering schools.'' He said he would also like to ''see more understanding of leadership in business.'' He added that ''the essense of leadership involves modifying attitudes of other managers.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]24 Sep 1985: D.30.",11/14/17,"New York, N.Y.",,"Fowler, Elizabeth M",New York Times Company,,Newspapers,425513815,"United States, New York, N.Y.",English,24-Sep-85,COLLEGES AND UNIVERSITIES; GRADUATE SCHOOLS AND STUDENTS,New York Times,NEWSPAPER,,,,,,,
+ADVERTISING; 'Invisible' Campaign For Bank,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/advertising-invisible-campaign-bank/docview/425525819/se-2?accountid=14586,"HOMER & DURHAM ADVERTISING has called on an invisible man to remind people how they frequently feel when doing business with modern New York area banks.
+He will show up - or not show up, depending on your point of view - in a 30-second commercial that the agency has created for the American Savings Bank, a metropolitan New York institution with 37 offices. And to illustrate the point that American Savings is a bank that treats all customers with the warmth that other banks reserve for millionaires, the invisible man, up to then just another empty suit, will take form and substance once given American's humane treatment.
+The commercial, shot in a deserted tobacco warehouse in Virginia, was a collaboration by Deborah Bannister, copywriter, and Scott Sorokin, art director, who did TV and all of the other advertising as well.
+The local appearance of the commercial this Sunday during the showing of ''Death of a Salesman'' on the CBS-TV Network will also mark the bank's return to the medium for the first time since it introduced its money market fund in 1983.
+''Bank service,'' said Guy Durham, agency executive vice president, ''runs from cretins behind marble counters on one end to the private banks on the other.''
+The executive made this remark, and many, many more, during an advertising preview at his agency yesterday that was attended not only by some of his own people, but also by Cheryl Bell, the bank's director of marketing, who was recently named senior vice president, and Thomas K. O'Shea, the bank's advertising and promotion manager.
+The morning got started with bagels and fixin's - and a true-life story delivered, with feeling, by Mr. Durham. It had to do with his own inability to find a bank that really gave him good service, until he discovered American Savings more than a year ago. And that was before it was his client.
+So he was not surprised when, after winning the bank's account last October in a competition involving 10 agencies, he learned that his new client already had research that showed it had a good reputation for service among consumers.
+Three months of research in the marketplace by the agency reinforced those findings.
+''We found that despite the yammering about automation,'' Mr. Durham said, ''consumers really wanted service from people who had the ability to call them by name. They wanted to be treated like human beings, not ciphers.''
+At that point Mr. O'Shea added, ''We really wanted to be nice, and that was our point of difference.'' He noted that the courtesy was for everybody, ''whether the customer has a few dollars or lots of money.''
+''We are the nearest equivalent of private banking,'' Mr. Durham said.
+And that is the thought picked up for the campaign's theme line - on TV, in print and on radio - ''Private banking for everybody.''
+In fact, the second print ad, over a sketch that spoofs the Grant Wood painting ''American Gothic,'' will have the headline ''If your bank doesn't offer private banking for everybody, it's positively un-American.''
+The first print ad will appear next Tuesday in The New York Times and The Daily News, and will be followed by others in The Village Voice and New York magazine. Radio advertising will run only on WNCN, on which the bank started sponsoring a series of concerts earlier this year.
+Since the bank knows that the campaign is doomed if it does not get its work force to deliver on the service promise, all its employees were invited to Town Hall on Aug. 28 for a pep rally that included a showing of the advertising, a theatrical company that did a spoof on banking service, good and bad, and refreshments. Some 700 of the 1,000 showed up -after hours - and, according to Miss Bell, enthusiasm was exhibited.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=ADVERTISING%3B+%27Invisible%27+Campaign+For+Bank&title=New+York+Times&issn=03624331&date=1985-09-11&volume=&issue=&spage=D.21&au=Dougherty%2C+Philip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 11, 1985","''We found that despite the yammering about automation,'' Mr. [Guy Durham] said, ''consumers really wanted service from people who had the ability to call them by name. They wanted to be treated like human beings, not ciphers.'' At that point Mr. O'[Shea] added, ''We really wanted to be nice, and that was our point of difference.'' He noted that the courtesy was for everybody, ''whether the customer has a few dollars or lots of money.'' In fact, the second print ad, over a sketch that spoofs the Grant Wood painting ''American Gothic,'' will have the headline ''If your bank doesn't offer private banking for everybody, it's positively un-American.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Sep 1985: D.21.",11/15/17,"New York, N.Y.",,"Dougherty, Philip H",New York Times Company,,Newspapers,425525819,"United States, New York, N.Y.",English,11-Sep-85,ADVERTISING,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Chairman Is Named At Arthur Young,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-chairman-is-named-at-arthur-young/docview/425490807/se-2?accountid=14586,"Arthur Young & Company, the international accounting and consulting firm, has named its managing partner, William L. Gladstone, to the additional post of chairman, effective Oct. 1.
+Mr. Gladstone, 54 years old, succeeds William S. Kanaga, 60, who is retiring in accordance with the firm's policy requiring partners to step down at age 60. Mr. Kanaga will remain an adviser to the firm.
+As managing partner since 1981, Mr. Gladstone has effectively been chief executive of Arthur Young, which has 2,400 partners in more than 350 cities worldwide. He is credited with leading an aggressive drive to expand the firm's business.
+''He's led the firm to make some changes in their approach,'' said Arthur Bowman, editor of Public Accounting Report, an industry newsletter in Atlanta. ''They've taken a more aggressive stance at putting themselves in front of the general public with an advertising campaign that's been a commitment of several million dollars. It's a commitment that Gladstone has led and is personally committed to.''
+Arthur Young has worldwide annual revenues of more than $1 billion and ranks in the middle of the Big Eight accounting firms. In the news release announcing Mr. Gladstone's appointment, the firm said its United States revenues rose 13 percent in the first nine months of its current fiscal year, following a 10 percent rise in the year ended last September.
+In a telephone interview yesterday, Mr. Gladstone said he hoped to continue the firm's growth.
+''We're really trying to grow in the areas where business needs our help,'' he said. ''I'm really trying to push us ahead in the audit area and in the automation of the audit.''
+Mr. Gladstone also said he hoped to expand Young's tax-consultation practice, and he pointed to a new planned series of tax guides to be written by Arthur Young partners. The first book was published by Ballantine Books last fall and sold well.
+Arthur Young also said yesterday that Jesse M. Miles, 53, formerly vice chairman-international, has been named deputy chairman-international and will be chairman of the management council of Arthur Young International, the firm's overseas arm.
+Mr. Gladstone is a graduate of Lehigh University in Bethlehem, Pa., and holds a law degree from Brooklyn Law School. He joined Arthur Young in 1951 and was elected a partner in 1963.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Chairman+Is+Named+At+Arthur+Young&title=New+York+Times&issn=03624331&date=1985-08-08&volume=&issue=&spage=D.2&au=Purdum%2C+Todd+S&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 8, 1985","''He's led the firm to make some changes in their approach,'' said Arthur Bowman, editor of Public Accounting Report, an industry newsletter in Atlanta. ''They've taken a more aggressive stance at putting themselves in front of the general public with an advertising campaign that's been a commitment of several million dollars. It's a commitment that [William L. Gladstone] has led and is personally committed to.'' ''We're really trying to grow in the areas where business needs our help,'' he said. ''I'm really trying to push us ahead in the audit area and in the automation of the audit.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 Aug 1985: D.2.",11/15/17,"New York, N.Y.",,"Purdum, Todd S",New York Times Company,,Newspapers,425490807,"United States, New York, N.Y.",English,8-Aug-85,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Thomas Cook Travel Acquires a Chairman,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-thomas-cook-travel-acquires/docview/425439911/se-2?accountid=14586,"The Dun & Bradstreet Corporation said yesterday that James Woodward, president of its Official Airline Guides Inc. subsidiary, had been named to the additional post of chairman of Thomas Cook Travel U.S.A., a unit Dun & Bradstreet acquired in March.
+Mr. Woodward, who is 63, fills a new position at Thomas Cook, which has 63 offices and 800 employees across the country. Federal Reserve Bank guidelines forced Midland Bank P.L.C., which owns Thomas Cook Inc., to sell its American subsidiary when the bank acquired an interest in the Crocker National Corporation.
+A Dun & Bradstreet employee for 39 years, Mr. Woodward has been president of Official Airline Guides, the largest publisher of travel information in the world, since 1979.
+''I will have full responsibility of integrating the two companies,'' Mr. Woodward said in a telephone interview from the airline guides' headquarters in Oak Brook, Ill. ''We will utilize the automation capabilities that we have here to make Thomas Cook a more computerized, automated business than it is now.''
+Thomas Cook Inc. did not make capital investments in computer equipment in its American subsidiary when it became evident as early as three years ago that the unit would have to be sold, Mr. Woodward said.
+Besides providing travel information through guides, magazines and newsletters, Official Airline Guides also publishes flight information on 655 airlines around the world. Deregulation in the domestic airline industry has not caused any unusual problems, Mr. Woodward said.
+''My life has become more interesting since deregulation, but not more difficult,'' he said. ''There are more changes in schedules and fares, but as long as we have computers, we can handle it.''
+The strong dollar continues to send large numbers of Americans abroad, but travel inside the United States is not likely to suffer much this year, Mr. Woodward said.
+''There has been a surge in booking foreign travel for United States citizens,'' he said, ''but the domestic business is growing nicely.''
+Dun & Bradstreet, which is involved in publishing and business services, does not break out revenues or net income for its subsidiaries.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Thomas+Cook+Travel+Acquires+a+Chairman&title=New+York+Times&issn=03624331&date=1985-06-07&volume=&issue=&spage=D.2&au=Purdum%2C+Kenneth+N.+Gilpin+and+Tod+S.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 7, 1985","''I will have full responsibility of integrating the two companies,'' Mr. [James Woodward] said in a telephone interview from the airline guides' headquarters in Oak Brook, Ill. ''We will utilize the automation capabilities that we have here to make Thomas Cook a more computerized, automated business than it is now.'' ''My life has become more interesting since deregulation, but not more difficult,'' he said. ''There are more changes in schedules and fares, but as long as we have computers, we can handle it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 June 1985: D.2.",6/12/19,"New York, N.Y.",,"Purdum, Kenneth N. Gilpin and Tod S.",New York Times Company,,Newspapers,425439911,"United States, New York, N.Y.",English,7-Jun-85,APPOINTMENTS AND EXECUTIVE CHANGES; Deregulation,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.pro quest.com/newspapers/executive-changes/docview/425425565/se-2?accountid=14586,"American Express Travel Related Services Co., a subsidiary of the American Express Co., said it had named Thomas A. Cash senior vice president, financial service institution marketing and sales.
+* Bethlehem Lynn Sportswear Corp., Allentown, Pa., said it had named James L. Kapsis president and chief executive officer.
+* Biotech Capital Corporation, a business development company, has appointed John E. Koonce 3d president and chief operating officer.
+* Command Computer Services Inc. said it had named Alfred A. Armocida president and chief executive officer, succeeding Frederick Y. Murad, who becomes senior vice president in charge of emerging new business.
+* Datapoint Corp. of San Antonio, which makes local area networks, workstations, and dispersed computing and office automation equipment, said it had appointed John C. Butler chief operating officer. He will also join the company's board and become a member of its executive committee.
+* First Midwest Bank, Waukegan, Ill., said it had appointed Thomas F. Franklin senior vice president, marketing and planning.
+* Gulton Industries, a Princeton, N.J.-based company that manufactures electronic instruments and transducers, said it had elected to its board J. David Parkinson, chairman of Thomas & Betts Corp.
+* Oneita Knitting Mills, Jericho, N.Y., a subsidiary of Instrument Systems Corp., has appointed F. Richard Redden Jr. president.
+* Jack Parker Corp. said it had named Michael M. Schweiger senior vice president of its hotel division.
+* Posner Laboratories Inc., South Plainfield, N.J., which makes hair care and cosmetic products, said it had appointed Betty Jerrett president and chief executive officer.
+* Princeton Aqua Science, an Edison, N.J., environmental consulting and laboratory services company, said it had elected Dr. John Cirello president and chief executive officer.
+* RKO Century-Warner Theaters said it had named Nicholas Guadagno senior vice president, film.
+* Schering-Plough, Memphis, Tenn., said it had promoted Ray Modjeski to president of its Scholl Sales Corp.,",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1985-05-27&volume=&issue=&spage=1.34&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 27, 1985","* Datapoint Corp. of San Antonio, which makes local area networks, workstations, and dispersed computing and office automation equipment, said it had appointed John C. Butler chief operating officer. He will also join the company's board and become a member of its executive committee. * Oneita Knitting Mills, Jericho, N.Y., a subsidiary of Instrument Systems Corp., has appointed F. Richard Redden Jr. president. * Posner Laboratories Inc., South Plainfield, N.J., which makes hair care and cosmetic products, said it had appointed Betty Jerrett president and chief executive officer.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]27 May 1985: 1.34.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425425565,"United States, New York, N.Y.",English,27-May-85,,New York Times,NEWSPAPER,,,,,,,
+BUSINESS DIGEST:   [summary ],"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest/docview/425396621/se-2?accountid=14586,"TUESDAY, MAY 21, 1985
+Markets",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3A+%5BSUMMARY%5D&title=New+York+Times&issn=03624331&date=1985-05-21&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 21, 1985",The Soviet leader blamed Washington for poor trade and economic ties. Mikhail S. Gorbachev told Secretary of Commerce Baldrige that it was ''high time'' to improve cooperation. [D1.] The chief of a California thrift unit defends ''junk bond'' investments. Thomas Spiegel of Columbia Savings and Loan contends that a high-yielding bond is nothing more than a corporate loan. Talking Business. [D2.] Rumors say that Apple Computer is a takeover target. That seems unlikely to most industry insiders. But Apple executives do admit to shopping around for a ''strategic relationship'' with an established name in office automation. Market Place. [D10.],"New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]21 May 1985: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425396621,"United States, New York, N.Y.",English,21-May-85,,New York Times,summary,,,,,,,
+BUSINESS PEOPLE; Ex-Sperry Executive Is Moving to Datapoint,"New York Times, Late Edition (East Coast); New York, N.Y.",1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-ex-sperry-executive-is-moving/docview/425407453/se-2?accountid=14586,"John C. Butler, a veteran executive of the Sperry Corporation, has been named chief operating officer and a director of the Datapoint Corporation, the financially troubled computer maker based in San Antonio.
+The chief operating officer's post has been vacant since March, when Asher B. Edelman, the New York financier, took over Datapoint and replaced Harold E. O'Kelley, 59, as chairman. Edward P. Gistaro, 49, formerly president and chief operating officer, then became president and chief executive, jobs he retains.
+Until his resignation last November, Mr. Butler, 52, was a vice president of Sperry's computer systems division. In a 25-year career at the company, he held various other posts, and from 1973 to 1979 headed the computer systems division operations in Europe.
+When Mr. Edelman was pursuing Datapoint, he had said he wanted to liquidate the company to increase shareholder returns. He has since said he plans to keep operating the company and return it to profitabilty, but he will spin off its computer services operations. Datapoint specializes in making computer work stations for offices.
+In a telephone interview yesterday, Mr. Butler said he took the job because ''it looked like an unusual challenge and opportunity.''
+''The fundamentals of the company are still the same as they were when it was being highly competitive,'' he said. ''I think it's suffering a little shock right now. I think we have to turn the company around and make it a dominant force in the office automation field and I see no reason why that can't be done.''
+The company is in the middle of a cost-cutting program. It has eliminated about 500 jobs in the last month, reducing its worldwide work force to about 6,200, according to a spokesman, Tom Moldenhauer.
+Datapoint said last month that it planned to spin off its computer services business in a tax-free distribution to shareholders. The new subsidiary would then buy the customer services division of the Mohawk Data Sciences Corporation, another computer company controlled by Mr. Edelman.
+A native of Pittsburgh, Mr. Butler is a graduate of the University of Pittsburgh. He is married and has three children.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Ex-Sperry+Executive+Is+Moving+to+Datapoint&title=New+York+Times&issn=03624331&date=1985-05-14&volume=&issue=&spage=D.2&au=Purdum%2C+Kenneth+N.+Gilpin+and+Todd+S.&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 14, 1985","In a telephone interview yesterday, Mr. [John C. Butler] said he took the job because ''it looked like an unusual challenge and opportunity.'' ''The fundamentals of the company are still the same as they were when it was being highly competitive,'' he said. ''I think it's suffering a little shock right now. I think we have to turn the company around and make it a dominant force in the office automation field and I see no reason why that can't be done.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 May 1985: D.2.",11/15/17,"New York, N.Y.",,"Purdum, Kenneth N. Gilpin and Todd S.",New York Times Company,,Newspapers,425407453,"United States, New York, N.Y.",English,14-May-85,BIOGRAPHICAL INFORMATION,New York Times,NEWSPAPER,,,,,,,
+WHY JACK WELCH IS CHANGING G.E.,,1985,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/why-jack-welch-is-changing-g-e/docview/425416235/se-2?accountid=14586,"IT is difficult to imagine spending even one day at the General Electric Company without seeing signs of the turbulence that the nation's ninth-largest industrial concern is going through. Since 1981, when John F. Welch Jr. became chairman, change has come fast, leaving shrunken staffs and shuttered plants in its wake. And the upheaval is far from over.
+''Is there pressure?'' asks the 49-year-old Mr. Welch rhetorically, sitting in his spacious office overlooking the Connecticut countryside and riveting a visitor with intense blue eyes. ''Is it going to get tougher next year and the next and the next? The answer is yes.''
+The pace, not to mention the extent, of change, is particularly surprising at G.E., a 108-year-old corporate polyglot of light bulbs, robots, locomotives, and other products. The company has long been considered by management professors and consultants to be a model of modern management techniques. Value analysis, a widely used method of improving product design, was invented at G.E. Strategic planning, a formalized process for setting corporate goals, had its genesis at G.E. And G.E. was among the first to decentralize, divvying itself up into small, self-contained strategic business units with a high degree of autonomy from headquarters.
+Yet now Jack Welch is dismantling the house that his predecessor, Reginald Jones, built. While Mr. Welch and most veteran G.E. watchers praise Mr. Jones's management concepts as right for the 1960's and 1970's, Mr. Welch is rebuilding the company in a manner more attuned to his informal but rigorous style and to the hotly competitive environment of the 1980's.
+The company's planning department, now down to 8 people from 30 four years ago, calls the concept of formal strategic planning archaic. Layers of managers are being eliminated in an attempt to make the company faster moving and more entrepreneurial. And, although G.E.'s capital spending budget is among the highest in the country, it is simultaneously engaged in drastic pruning of product lines and plants.
+Entire businesses, including its housewares line and its Utah International Mining Company, went by the boards in the last year alone. G.E. has been shutting unproductive plants at breakneck speed - a dozen of its 217 manufacturing plants shuttered in the last four years, and 13 more about to close. Moreover, senior executives call several of the remaining businesses ''marginal,'' a term that Mr. Welch explains means they will be ''fixed or sold.''
+Said Walter Wriston, the former chairman of Citicorp and a G.E. board member since 1962, ''They aren't waiting around until the changes are too late and too little.''
+Outsiders are equally impressed - in fact, it is difficult to find one to criticize Mr. Welch's moves. ''It's a model,'' said Francis J. Aguilar, a professor at the Harvard Business School who last month completed an exhaustive case study of G.E.'s operations over the last four years. ''There is a lot of rhetoric about entrepreneurship at big companies, making management more effective, and meeting foreign competition. But G.E. is acting on the rhetoric, and that borders on the unique.''
+G.E.'s bottom line does seem to reflect some good business moves. The recession combined with the paring of businesses has kept G.E.'s revenues almost flat since Mr. Welch became chairman in 1981. Yet its earnings have increased by nearly 15 percent a year in the same time frame. Last year, G.E. reported net income of $2.28 billion, or $5.03 a share, up 13 percent from 1983.
+Still, there is little question that Mr. Welch's momentum has been slowed of late. G.E. has become embroiled in its worst scandal since it was involved in a widely publicized price-fixing scheme 25 years ago. For three weeks in March and April, after G.E.'s Space Systems Division was accused of fraudulently overcharging the Air Force by $800,000 in 1980, the entire company was banned from bidding on government work. To compound the problems, the Air Force almost simultaneously called profits that G.E. made between 1978 and 1983 on aircraft engine parts ''excessive,'' and asked the company to return $168 million. (G.E., insisting its profits were fair, has refused.) Most of the suspension was lifted on April 18, but G.E. remains under intense Federal scrutiny. Mr. Welch insists that G.E. was not guilty of any intentional wrongdoing. ''It is not even human to think that a $30 billion company with 330,000 employees, and with 80 percent of its business nondefense, would knowingly put itself in the position of risking its integrity,'' he said. And, in fact, Danforth Quayle, the chairman of the Senate Subcommittee on Defense Acquisition Policy, concedes that cutting off the entire company from bidding on the basis of one subsidiary's malfeasance may have been an overreaction. ''Maybe G.E. was just in the wrong place at the wrong time, but this signals a tough new era in negotiations with the Department of Defense,'' he said.
+Nonetheless, Mr. Welch told shareholders at the company's annual meeting that the ''impact is being felt across G.E.'' G.E.'s Space Systems Division, which makes parts for the Minuteman missile and is the only G.E. division remaining under indefinite suspension, contributed only 3 percent of G.E.'s 1984 revenues of $27.9 billion. All of the company's military contracts amount to only 18 percent of sales.
+Yet in the last month or so, the problems with the Pentagon have colored G.E.'s reputation. Moreover, some G.E. executives complain that dealing with the problem is taking up too much of their time. ''Frankly,'' said Frank Doyle, G.E.'s senior vice president for communications, ''we've got a lot on our minds besides the defense contracts.''
+The charges of fraud have resulted in a wave of attention being paid to integrity in a company that had always taken it as a given. No one has been fired because of the Pentagon problem. But Mr. Welch now requires all G.E. managers to sign a statement each year that puts their jobs in jeopardy if any of their employees even attempt to provide false bills or false information on government work. G.E.'s board has assigned an ombudsman to investigate any internal charges of violations. Mr. Welch himself has agreed to meet with Verne Orr, the Secretary of the Air Force, once each month to report on operations in the company's military business.
+The episode has soured G.E. on the idea of expanding its military work, even though the company has signed at least one new contract since its eligibility as a contractor was reinstated. Michael Carpenter, the company's director of planning and head of the group that searches for acquisitions, says he feels decidedly cool toward merger targets that are heavy military contractors.
+''On the one hand, I see our current problem with the Department of Defense as short-termed,'' he said. ''But an event like this makes you take stock of your long-term plans. Do I want to make a major acquisition in defense? I don't know.''
+Even before the fraud charges, Mr. Welch had decided against making military work a much bigger part of G.E. Although the Wall Street rumor mill is still buzzing with talk of a possible acquisition by G.E. of the Hughes Aircraft Company, Mr. Welch said he had scuttled any such acquisition plans. The reason, he said, is that Hughes would make military contracting too big a part of G.E.'s business mix.
+Indeed, G.E.'s military contract business has lost luster for reasons quite apart from the Pentagon brouhaha. The Secretary of the Navy, John F. Lehman Jr., responded to Congressional pressure to distribute major contracts among more than one supplier by instructing G.E. to hand over the design of its highly successful 404 jet fighter engines to Pratt & Whitney. G.E., which had been the sole supplier, says it does not know how much of the business it will lose. But Gail Landis, an analyst with Sanford C. Bernstein & Company, said G.E. could lose more than $200 million in annual revenues.
+''Improved profits in the defense area are going to be very hard to come by,'' she added. ''The party is over.''
+FOR Mr. Welch, a boyish-looking, chemical engineer, the party has just begun. He is the youngest chairman G.E. has ever had and, if history is an indication, he will stay on the job until he is 65.
+To hear him tell it, he will need every one of those years to turn G.E. into the streamlined, entrepreneurial organization that he feels it must be to keep growing. So far, despite the radical changes he has already wrought, he sees himself as only 15 percent of the way toward that goal.
+Mr. Welch's intense intellect and hard-charging style have earned him a reputation as one of the country's toughest managers, as well as one of its emerging gurus of business management. That intensity, by his own admission, can sometimes be hard on others. ''Sometimes I want to shake people and say, 'Wait a minute, the world is a different place,' '' he said.
+One of the starkest changes here has been in the management style of the chairman's office. Mr. Welch's predecessor, Mr. Jones, is a polished, disciplined, and eminently formal man who rose through G.E.'s accounting and finance departments. He was in his own right one of the country's most influential managers. He was credited with setting up the first highly structured strategic planning program at a major corporation, in which more than 30 G.E. planners met each year with division managers to review strategy. Before his retirement in 1981, Mr. Jones became a familiar figure in Washington, and was called on repeatedly by the Carter Administration for his advice on economic policy.
+In contrast, Mr. Welch is rarely seen here in a suit jacket, and refers to himself as a ''grunt.'' After joining G.E. in 1960, he worked nearly Herculean hours to develop, and later manage, the international marketing of chemicals and plastics. A voracious reader of books on economics and business, he says he has not read a work of fiction in years. A fingernail biter with an occasional stutter, he is known throughout G.E. for his spontaneous business meetings.
+''You'd make an appointment with Mr. Jones; you'd cover the bases,'' recalled Mr. Doyle, the communications vice president. ''He would listen quietly and ask a few insightful questions. Your encounters with Jack are often when he walks in the door.''
+Mr. Welch makes sure his opinions are known. For this article, he sat through more than six hours of interviews, which were tape-recorded and transcribed in more than 135 pages of text by G.E.'s public relations department. The interviews were supplemented by a stack of hand-written notes that Mr. Welch prepared at his New Canaan, Conn., home to further emphasize his views on management and G.E.'s operations.
+The combination of Mr. Welch's demanding personal style and of his efforts to trim layers of management and lines of business has caused numerous casualties. So far, Mr. Welch has reduced G.E.'s total employment by 18 percent. At headquarters alone, employment was slashed from over 700 people in 1980 to 600 now.
+More fallout seems assured. G.E. recently polled its own headquarters employees, asking them to rate their feelings of job security from poor to very good. Only a bit more than half chose ratings on the high end of the scale. In a similar poll in 1981, more than three-quarters of the staff checked off good or very good.
+Under Mr. Welch, ''The decision process is shorter, quicker, more intense,'' said Mr. Doyle. Mr. Aguilar, who spent two months talking with G.E.'s headquarters employees, is more blunt in his assessment of Mr. Welch's impact on the company's executives. ''I wouldn't want to cross him,'' he said.
+G.E.'s division managers are under orders to make every business they run either first or second in its market, as measured by market share. There is little room for compromise. ''There is a whole list of businesses that if we don't fix, we will sell,'' Mr. Welch said.
+Most of the job and product casualties were an outgrowth of Mr. Welch's insistence on consolidating the company's many businesses. What were run as more than 150 separate businesses during the 1970's have been largely reorganized into 15 lines of business, which in turn are lumped into three groups, or ''circles,'' as G.E. jargon terms them.
+One circle consists of the company's service businesses, dominated by its huge General Electric Credit Corporation, the nation's largest lessor of railroad cars, tankers and other capital equipment. Industrial automation products, including robots, medical devices, aerospace equipment and other high-technology goods make up another circle.
+The biggest circle consists of G.E.'s best-known businesses - appliances, light bulbs, locomotives, and other areas referred to as ''Smokestack America'' by G.E. insiders. ''I want to stress the need for a manufacturing economy, and I will argue with those who say, 'let it go down the drain,' '' said Mr. Welch.
+STILL, G.E. is not holding on to any businesses that it feels will not provide much growth. In addition to the lines he has already divested, Mr. Welch said he is considering selling G.E.'s consumer electronics business, which makes televisions and radios; its mobile communications business, which makes car telephones, and other subsidiaries that make transformers, cutting tools and laminating products.
+In contrast, the company has made only one major acquisition under Mr. Welch. It paid $1.1 billion last July for the Employers Reinsurance Company, a large reinsurer that is now part of G.E.'s growing financial services business. Besides the rumors that it has been interested in Hughes Aircraft, there was widespread Wall Street speculation last month that G.E. had been negotiating to buy CBS Inc. Mr. Welch and other executives here declined to comment. All they would say is that they do not plan any acquisitions of old-line, manufacturing businesses, which Mr. Welch says could ultimately lose their market to Far Eastern companies.
+But, since G.E. has $3.2 billion in cash, analysts are surprised at the slow buying pace. ''What are they going to do with that money? It's been a quandary for two years, and everybody has a shopping list,'' said Robert W. McCoy of Kidder Peabody.
+Mr. Welch, meanwhile, has assigned acquisition research largely to Mr. Carpenter, the director of planning, who takes a highly skeptical view of the wave of mergers and acquisitions that have characterized American industry in recent years. ''I would argue that 95 percent of the acquisitions over the last decade have been bad,'' Mr. Carpenter said, adding that most of the acquiring companies have paid too much money.
+Mr. Carpenter also runs what remains of the strategic planning process that was set up under Mr. Jones and largely abandoned under Mr. Welch. Instead of regularly scheduled annual meetings with the heads of G.E.'s diverse line of businesses, the meetings are now conducted irregularly in an effort to concentrate more on the fast-changing businesses. ''We don't need a lot of planners,'' he said.
+G.E.'s biggest investment under Mr. Welch, meanwhile, has been in a mammoth capital spending program to upgrade its old, smoke-belching manufacturing plants across the country. The company has spent $8 billion since 1981 to retool, redesign and reorganize plants that make light bulbs, engines, appliances, locomotives and turbines. Many plants are being closed, and many more are being transformed.
+For example, G.E.'s 13 appliance factories are undergoing a $1 billion rebuilding program to introduce industrial robots, reduce the work force, and change assembly line techniques. The overall theme behind the changes: compete with the price and quality of foreign appliances, particularly those made in Japan and South Korea.
+G.E.'s Louisville, Ky., dishwasher plant, the first to undergo complete renovation, now has what the company calls a ''worker-paced'' assembly line. Each worker can stop a partly assembled machine at his station long enough to do his job properly, thereby increasing quality control.
+''The automation naturally means less workers,'' said Roger W. Schipkey, senior vice president of the Major Appliances group, which has reduced its employment to 12,000 from 18,000 in 1981. Nonetheless, he added that the company hopes to increase its sales of appliances rapidly enough so that, even with automation, employment will increase.
+Another example of the improvements in G.E.'s manufacturing business has been the almost total automation of its Erie, Pa., locomotive plant, at a cost of $300 million. Senior G.E. executives say the improved plant was just awarded $450 million in contracts by China. The latest of the contracts, announced two weeks ago, is for 200 locomotives priced at a total of $230 million.
+Mr. Welch exudes confidence that the company will reign supreme in foreign markets. ''We have the smarts and the money,'' he said. ''We ought to be able to win.''
+But that is for the medium term, no more than five to ten years out. Whether G.E. can compete with foreign companies after the year 2000, he said, ''is a question we have to face here every single day.''
+STICKING UP FOR A LOW TAX BILL",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WHY+JACK+WELCH+IS+CHANGING+G.E.&title=New+York+Times&issn=03624331&date=1985-05-05&volume=&issue=&spage=A.1&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 5, 1985","Still, there is little question that Mr. Welch's momentum has been slowed of late. G.E. has become embroiled in its worst scandal since it was involved in a widely publicized price-fixing scheme 25 years ago. For three weeks in March and April, after G.E.'s Space Systems Division was accused of fraudulently overcharging the Air Force by $800,000 in 1980, the entire company was banned from bidding on government work. To compound the problems, the Air Force almost simultaneously called profits that G.E. made between 1978 and 1983 on aircraft engine parts ''excessive,'' and asked the company to return $168 million. (G.E., insisting its profits were fair, has refused.) Most of the suspension was lifted on April 18, but G.E. remains under intense Federal scrutiny. Mr. Welch insists that G.E. was not guilty of any intentional wrongdoing. ''It is not even human to think that a $30 billion company with 330,000 employees, and with 80 percent of its business nondefense, would knowingly put itself in the position of risking its integrity,'' he said. And, in fact, Danforth Quayle, the chairman of the Senate Subcommittee on Defense Acquisition Policy, concedes that cutting off the entire company from bidding on the basis of one subsidiary's malfeasance may have been an overreaction. ''Maybe G.E. was just in the wrong place at the wrong time, but this signals a tough new era in negotiations with the Department of Defense,'' he said. Yet in the last month or so, the problems with the Pentagon have colored G.E.'s reputation. Moreover, some G.E. executives complain that dealing with the problem is taking up too much of their time. ''Frankly,'' said Frank Doyle, G.E.'s senior vice president for communications, ''we've got a lot on our minds besides the defense contracts.'' Under Mr. Welch, ''The decision process is shorter, quicker, more intense,'' said Mr. Doyle. Mr. [Francis J. Aguilar], who spent two months talking with G.E.'s headquarters employees, is more blunt in his assessment of Mr. Welch's impact on the company's executives. ''I wouldn't want to cross him,'' he said.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 May 1985: A.1.",11/14/17,"New York, N.Y.",,"Lueck, Thomas J",New York Times Company,,Newspapers,425416235,"United States, New York, N.Y.",English,5-May-85,COMPANY AND ORGANIZATION PROFILES,New York Times,NEWSPAPER,,,,,,,
+UPSTATE OFFICE WORKERS GAIN A LANDMARK PACT,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/upstate-office-workers-gain-landmark-pact/docview/425252762/se-2?accountid=14586,"Workers at the Syracuse office of the Equitable Life Assurance Society have agreed to a labor contract - the first in the company's history - that the union says has implications for unions and office workers nationwide.
+The action, by members of District 925 of the Service Employees International Union, ends a three-year effort to win a contract. The process has been watched closely by unionists, who believe that the drive proves that office workers, largely nonunion, can be organized.
+The contract also is important, the union says, because it gives workers expanded rights in regard to video display terminals, in wide use in American offices.
+Provisions for Union Drives
+Karen Nussbaum, president of District 925, which has headquarters in Cleveland, said the agreement contains ''important protections in just about every area of automation.''
+She said the agreement also provides that, in future union drives at Equitable - which employs 14,500 salaried workers - elections are to be held within 45 days of the signing of organizing petitions, and that when the union wins organizing drives, contract bargaining is to begin immediately.
+The Syracuse union had sought a contract since it organized in 1981.
+Gilbert M. Reich, the company's vice president for group insurance operations, said the agreement falls ''within the framework of our long-term business plans.''
+The contract, ratified Thursday, provides for expanded wages and pledges the company to keep the Syracuse office open for the length of the contract.
+The union had said the company wished to eliminate the union drive by closing the office. The company said a management study had recommended the office be closed as part of general business plans. Limits on Using Terminals
+The contract calls for the office's 43 clerical workers to receive wage increases of 4 percent in 1984, 5 percent in 1985 and 5 percent in 1986. Eleven support workers are to receive increases of 6 percent a year. Most workers are paid about $5.50 an hour, the union said.
+In regard to the video terminals, the contract includes provisions for medical vision care, installation of screens to prevent glare, detachable keyboards for more flexibility, adjustable chairs, reductions in the amount of time pregnant workers must use the terminals, and work breaks.
+No worker is to work at a terminal more than two consecutive hours, Miss Nussbaum said.
+The agreement also contains modifications of the office's pay system, which union members had claimed was unnecessarily complicated and based on such factors as attendance and attitude.
+The company said the agreement formalizes existing practices. Nationwide Attention
+The workers, like some other video display terminal workers and some technology experts, said the terminals cause eye strain and other health problems.
+Equitable has denied its workers faced health hazards.
+Although the contract covers only one, relatively small office, with 65 workers, the union drive received nationwide attention. The interest centered not only on the effort to win a contract at Equitable, the nation's third largest insurance company, and that the office is highly automated, but on the fact that the Equitable workers are women and that District 925, is a new, vigorous union, led by women, whose goals are to organize office workers.
+District 925 has 6,000 members and about 35 contracts.
+The drive was difficult for the union not only because Equitable strongly resisted organization, but because the strike, the traditional weapon of unions, would have little power at Equitable because, with the computer technologies, the company could easily have switched work to other locations. Support From Women's Groups
+The union turned to other tactics, including attempting to embarrass the company by picketing and other actions, including asking other unions to boycott the Equitable's services. It also sought to focus attention on the drive as an example of workers - particularly women - confronting new office technologies.
+The union, which received support from other women's groups, is convinced the company, which until now had no unions among its salaried workers, agreed to the contract because it wanted to end the attention the union drive brought to the company.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=UPSTATE+OFFICE+WORKERS+GAIN+A+LANDMARK+PACT&title=New+York+Times&issn=03624331&date=1984-11-10&volume=&issue=&spage=1.26&au=Serrin%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,1,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Nov 10, 1984","Karen Nussbaum, president of District 925, which has headquarters in Cleveland, said the agreement contains ''important protections in just about every area of automation.'' Gilbert M. Reich, the company's vice president for group insurance operations, said the agreement falls ''within the framework of our long-term business plans.'' Although the contract covers only one, relatively small office, with 65 workers, the union drive received nationwide attention. The interest centered not only on the effort to win a contract at Equitable, the nation's third largest insurance company, and that the office is highly automated, but on the fact that the Equitable workers are women and that District 925, is a new, vigorous union, led by women, whose goals are to organize office workers.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Nov 1984: 1.26.",11/15/17,"New York, N.Y.",,"Serrin, William",New York Times Company,,Newspapers,425252762,"United States, New York, N.Y.",English,10-Nov-84,CONTRACTS; LABOR; DATA PROCESSING; WHITE COLLAR WORKERS; INDUSTRIAL AND OCCUPATIONAL HAZARDS; UNIONIZATION,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVES,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executives/docview/425214233/se-2?accountid=14586,"Allegheny International Inc., Pittsburgh, has appointed J. Paul Zanowski president of Wilkinson Sword, North America, the U.S. affiliate of its Wilkinson Sword Consumer Products group.
+* Allis-Chalmers Corp., Milwaukee, has appointed John L. Platner president of the Allis-Chalmers Energy and Minerals Systems Co.
+* Applied Micro Circuits Corp., San Diego, has named Jonathan K. Yu president and chief operating officer, succeeding Roger A. Smullen, who continues as chief executive.
+* Cetec Corp., El Monte, Calif., a technology corporation, has named Johnny Johnston president of the electronics division.
+* Chattem Inc., Chattanooga, Tenn., a health and beauty products and chemical company, has elected to its board Richard E. Cheney, vice chairman of Hill & Knowlton Inc.
+* Citytrust, Bridgeport, Conn., a subsidiary of City Trust Bancorp, has elected to its board Irwin Engelman, executive vice president and chief financial officer of the General Foods Corporation, and Leonard J. Massello, who owns companies engaged in truck sales and leasing, containerized shipping and machine tools.
+* Commodity Exchange Inc. has elected to its board of governors Stanley B. Bell, president of Stanley B. Bell & Co.
+* First Southern Federal Savings and Loan Association, Mobile, Ala., has named Robert J. Ziner senior vice president and chief credit officer.
+* Charles Greenberg & Sons, a manufacturer of children's apparel, has appointed Albert J. DiMarco executive vice president.
+* Inmar Corp., San Francisco, a distributor of apparel, has appointed Harry R. Kraatz vice chairman and chief executive officer.
+* Institutional Network Corp., which operates an electronic market access system, announced that Richard H. Braunstein had joined it as vice president.
+* Integrated Resources Inc. has elected to its board Charles E. F. Millard, chairman and chief executive officer of the Coca-Cola Bottling Co. of New York.
+* Key Pharmaceuticals Inc., Miami, has elected to its board Michael Weintraub, vice chairman of Pan American Banks, and Frederick B. Whittemore, a managing director of Morgan Stanley & Co.
+* Security Pacific National Bank, Los Angeles, has elected John C. Getzelman executive vice president, Global Subsidiaries and Investments Group; John W. Hancock executive vice president, California Corporate Group; John P. Singleton executive vice president, Automated Data Processing Group, and president and chief operating officer of the group's new subsidiary, the Security Pacific Automation Co., and Robert B. Philipp, executive vice president of the bank's northern California headquarters.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVES&title=New+York+Times&issn=03624331&date=1984-10-25&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 25, 1984","Allegheny International Inc., Pittsburgh, has appointed J. Paul Zanowski president of Wilkinson Sword, North America, the U.S. affiliate of its Wilkinson Sword Consumer Products group. * Security Pacific National Bank, Los Angeles, has elected John C. Getzelman executive vice president, Global Subsidiaries and Investments Group; John W. Hancock executive vice president, California Corporate Group; John P. Singleton executive vice president, Automated Data Processing Group, and president and chief operating officer of the group's new subsidiary, the Security Pacific Automation Co., and Robert B. Philipp, executive vice president of the bank's northern California headquarters.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 Oct 1984: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425214233,"United States, New York, N.Y.",English,25-Oct-84,,New York Times,NEWSPAPER,,,,,,,
+AUTO ACCORD: G.M. SIGNALS:   [ANALYSIS ],"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/auto-accord-g-m-signals/docview/425181837/se-2?accountid=14586,"An underlying theme of the tentative agreement between the United Automobile Workers and the General Motors Corporation, a number of authorities say, is that the United States auto industry must shrink its labor force to become competitive with foreign manufacturers. Another theme, some experts say, is that both sides wish to expand the worker-participation program that G.M., like some companies in other industries, has established.
+''In the last few years we've seen a more comprehensive and deep relation between labor and management'' at G.M., said David Cole, director of the University of Michigan's Office for the Study of the Automotive Industry.
+Mr. Cole said that the job security provisions of the new contract, which was approved by the union's local leaders Wednesday, addressed the ''serious issue of having more permanent employment relations.''
+Jerome M. Rosow, a labor research consultant, agreed, saying that when meaningful provisions on job security exist, workers have less fear of losing jobs because of new technologies and are more willing to participate in company decision-making, which many experts say are mandatory if American companies are to be competitive. Issue of Job Security
+''Once employees realize that employment security is in a contract,'' Mr. Rosow said, ''they can be cooperative without inhibitions on such issues as plant closings and restructuring of the industry because they are not being asked to be sacrificial lambs.''
+Still, other authorities argued that many elements of the contract did not seem imaginative.
+''I have a sense of lost opportunities,'' said Martin L. Weitzman, professor of economics at Massachusetts Institute of Technology. He said that if the contract had stressed profit sharing, it would have given workers an expanded stake in the company and perhaps been copied in other industries.
+A main feature of the agreement is a $1 billion, six-year program to assure continuing income and some retraining for workers displaced by new technologies or the transfer of work to nonunion facilities.
+Some experts said $1 billion was not a large sum for such a program, given the company's profitability and its plans to increase competitiveness.
+If the company's total annual compensation costs are about $50,000 a worker, said Harley Shaiken, a work and technology specialist at M.I.T., $1 billion would be enough to pay compensation costs for 3,400 workers a year - 20,000 workers for a year each over the six-year program. Displaced Employees
+Mr. Shaiken said, however, that the program was designed to provide temporary work until new jobs could be found for displaced employees. If funds are insufficient, the U.A.W. says, additional money can be added in future bargaining.
+Under the contract, a number of assignments are mandatory, others voluntary, and G.M. retains substantial authority to install new technology and to transfer work to other facilities in this country or abroad.
+Audrey Freedman, a labor economist at the Conference Board, a business research organization, contended that the job security provisions were not radically different from those in earlier auto industry agreements. She added, ''Income maintenance delays the adaptation of laid-off auto workers to other jobs.''
+Company reports say General Motors has about 40,000 automated or semiautomated machines and expects to have about 200,000 in five years.
+Company documents obtained by the union said G.M., which has 350,000 production jobs, planned to cut more than 100,000 such jobs by late 1986 through increased productivity produced in large part by new technologies.
+Moreover, the documents suggested that new technologies could alter a wide variety of the company's operations. In one project, for example, five robots would be used to assemble as much as 75 percent of some auto components, and the company estimated that this could eliminate 62 of 72 jobs on a shift. 'Entrepreneurial Activity'
+The contract also provides for the company to establish a $100 million fund that would be used to develop new businesses designed to employ displaced workers. Mr. Cole predicted that this activity would be dramatically expanded by the stronger worker-management participation that would result from the new agreement.
+An interesting aspect of the contract, some experts said, is its confirmation that an old approach to automation, one of spreading the available work among more people by mandating more holidays and vacations, had been abandoned.
+That approach was favored by the late Walter P. Reuther, the long-time U.A.W. president. He said ''nothing could be more wicked or foolish'' than curbs on new technologies but argued that automation should make possible ''a four-day workweek, longer vacation periods, opportunities for earlier retirement.''
+Over the years, the union negotiated a number of ''paid personal holidays,'' that it said would eventually give auto workers a four-day week.
+This approach was abandoned in the early 1980's as the auto companies demanded concessions that would reduce labor costs, and it was not renewed in the negotiations that ended with the new G.M. contract, although it is still favored by the U.A.W.'s Canadian department and some European unions.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=AUTO+ACCORD%3A+G.M.+SIGNALS%3A+%5BANALYSIS%5D&title=New+York+Times&issn=03624331&date=1984-09-28&volume=&issue=&spage=A.32&au=Serrin%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 28, 1984","''In the last few years we've seen a more comprehensive and deep relation between labor and management'' at G.M., said David Cole, director of the University of Michigan's Office for the Study of the Automotive Industry. ''Once employees realize that employment security is in a contract,'' Mr. [Jerome M. Rosow] said, ''they can be cooperative without inhibitions on such issues as plant closings and restructuring of the industry because they are not being asked to be sacrificial lambs.'' That approach was favored by the late Walter P. Reuther, the long-time U.A.W. president. He said ''nothing could be more wicked or foolish'' than curbs on new technologies but argued that automation should make possible ''a four-day workweek, longer vacation periods, opportunities for earlier retirement.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Sep 1984: A.32.",11/15/17,"New Yo rk, N.Y.",,"Serrin, William",New York Times Company,,Newspapers,425181837,"United States, New York, N.Y.",English,28-Sep-84,AUTOMOBILES; LABOR; CONTRACTS; STRIKES; INTERNATIONAL TRADE AND WORLD MARKET,New York Times,ANALYSIS,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.e zproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/425163472/se-2?accountid=14586,"BankAmerica Corp. , San Francisco, has appointed Winslow Christian to the new post of vice president and director of litigation.
+* C.I.T. Financial Corp. , Livingston, N.J., has named Michael F. Byrnes to the new position of vice president- operations analysis.
+* Datapoint Corp. , San Antonio, has appointed Donald J. Shapiro vice president and general manager, advance products division, and Chester C. Fennell Jr. vice president, networking and office automation products.
+* Emerson Electric Co. , St. Louis, has elected Jan K. Ver Hagen corporate executive vice president.
+* Equitable Resources Inc. , Houston, which has energy resources and utility service operations, has named Robert E. Sampson president of its new subsidiary, Equitable Energy Inc.
+* Federal Home Loan Mortgage Corp. , Washington, has promoted Kevin E. Villani to senior vice president of financial and economic analysis.
+* GTE Corp. , Stamford, Conn., has named C. Sumpter Logan vice president for service and productivity of the GTE Telephone Operating Group.
+* Kroy Inc. , Scottsdale, Ariz., a manufacturer of specialized graphics products, announced that Robert G. Crain had resigned as president.
+* Lee Data Corp. , Minneapolis, announced that John M. Lee, chairman, has assumed the additional responsibilities of president and chief executive from Stephen G. Jerritts, who was named president of Lee's Formative International Company, a subsidiary.
+* Midland Bank P.L.C . has appointed Douglas S. Werlinich regional director, North America.
+* Oakite Products Inc. , Berkeley Heights, N.J., a specialty chemical company, has elected to its board John P. Merrill Jr., president of the International Paint Company.
+* Playboy Enterprises Inc. , Chicago, has named John F. Phillips corporate senior vice president, chief financial and administrative officer.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1984-08-14&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 14, 1984","* Datapoint Corp. , San Antonio, has appointed Donald J. Shapiro vice president and general manager, advance products division, and Chester C. Fennell Jr. vice president, networking and office automation products. * Kroy Inc. , Scottsdale, Ariz., a manufacturer of specialized graphics products, announced that Robert G. Crain had resigned as president. * Lee Data Corp. , Minneapolis, announced that John M. Lee, chairman, has assumed the additional responsibilities of president and chief executive from Stephen G. Jerritts, who was named president of Lee's Formative International Company, a subsidiary.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Aug 1984: D.2.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,425163472,"United States, New York, N.Y.",English,14-Aug-84,,New York Times,NEWSPAPER,,,,,,,
+CONTRACT TALKS WITH G.M. AND FORD ARE OPENING,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/contract-talks-with-g-m-ford-are-opening/docview/425128635/se-2?accountid=14586,"The United Automobile Workers and the two largest American automobile companies are scheduled to open negotiations on a new labor agreement Monday morning.
+The talks with General Motors and the Ford Motor Company will go beyond the wage-and-benefit issues, and leaders on both sides say the outcome will shape the future of the automobile industry in this country. The current contracts, which cover 500,000 workers, expire Sept. 14.
+The opening of the talks, with sessions Monday at G.M. and on Tuesday at Ford, will be largely ceremonial, and serious negotiations are not expected to begin before late August, after the companies outline their economic offers and the union decides which company it would choose as the strike target. At that point the company selected takes the lead in the talks.
+The union and the companies last met in 1982, in an automobile sales slump in which hundreds of thousands of workers were laid off and manufacturers lost billions. After an abortive attempt at G.M. to link concessions by workers to lower car prices, the union gave up annual pay raises and made other concessions totaling about $3.5 billion to the two companies. In return, it won some limits on the companies' freedom to shift work out of union organized plants and a plan to give workers a share of corporate profits. Sales Have Improved
+Automobile sales have picked up sharply since then, and the combined profits of General Motors and Ford this year are expected to exceed $8 billion.
+The appetites of workers for higher wages were whetted earlier this year by the disclosure that top executives at both Ford and G.M. were paid well over $1 million in salary and bonuses last year, and union leaders have pledged to win a ''substantial'' immediate pay increase.
+However, the profits were made possible at least in part by restraints on the import of Japanese cars negotiated by the Reagan Administration. The quotas have increased Detroit's sales and protected its prices by removing the incentive for the Japanese to cut prices. The Price of Restraint
+The Japanese have the flexibility to trim prices because, according to the Federal Government and numerous private studies, they can manufacture a car for $1,000 to $1,500 less than the American companies can.
+A recent study by Robert W. Crandall of the Brookings Institution, a Washington research organization, estimated the restraints have added $400 to the price of an American car and as much as $1,000 for Japanese models. Administration officials, concerned about consumer reaction, have denounced the executive bonuses and have hinted that restraints would be dropped next spring if the union strikes or extracts too lucrative a settlement. On a related issue, the union regards a move by General Motors to import cars as a direct threat to members' jobs. The company has made arrangements to buy as many as 400,000 small cars a year from Japan and Korea for sale in this market. These overseas sources for cars did not exist in previous negotiations and their presence gives the companies more leverage in bargaining.
+Owen F. Bieber, the president of the automobile workers, terms this round of talks ''one of the toughest, most complex set of negotiations ever in the history of our union.''
+Economists say a strike, particularly one at G.M., could virtually halt economic growth, but both sides in the talks are saying they want to avoid a strike. Union Seeks Job Security
+Some major points of disagreement loom, however. Mr. Bieber, who was elected last year to succeed Douglas A. Fraser, has said company plans to shift even more automobile and parts production to low-wage countries would make job security, rather than wages, the major bargaining issue.
+''If the import plans of the U.S. automakers are allowed to proceed, it will mean the loss of roughly 200,000 U.S. jobs within the next two years and the death of small car production in this country,'' Mr. Bieber said in a pre-bargaining statement.
+He added that job security for members would be ''the centerpiece of this year's talks and the key to satisfactory settlement this fall.''
+Top executives of General Motors and Ford have had little to say on the subject recently, but in the past have maintained that they lose money on small cars manufactured in this country. They say that is partly because of union wages and benefits that cost them more than $22 for each hour worked. By purchasing parts and cars from overseas, the companies say, they can offer a full line of cars without absorbing losses.
+The automobile executives here say they cannot afford to support losing operations if, as industry analysts believe, the Japanese are capable of increasing their share of the American car market from an estimated 20 percent now to as much as 40 percent.
+Increased automation of American automobile plants and its effect on employment is also on the list for discussion. The U.A.W. did not resist new technology in the past, when the number of jobs was expanding. However, a G.M. planning document, disclosed earlier this year, indicated as many as 100,000 blue-collar jobs are at risk over the next few years as a result of what the company termed ''aggressive productivity.''
+Other issues the union has said it would bring up are improved pensions for retired workers, restrictions on the use of overtime as a way to stimulate rehiring of the 80,000 workers on layoff, advance notice on proposed plant closings and a union role in corporate decisions affecting workers.
+The companies are expected to seek a reduction in the cost of company-paid health care plans and more flexibility in work rules they consider inefficient.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=CONTRACT+TALKS+WITH+G.M.+AND+FORD+ARE+OPENING&title=New+York+Times&issn=03624331&date=1984-07-23&volume=&issue=&spage=A.7&au=HOLUSHA%2C+JOHN&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 23, 1984","''If the import plans of the U.S. automakers are allowed to proceed, it will mean the loss of roughly 200,000 U.S. jobs within the next two years and the death of small car production in this country,'' Mr. [Owen F. Bieber] said in a pre-bargaining statement. He added that job security for members would be ''the centerpiece of this year's talks and the key to satisfactory settlement this fall.'' Increased automation of American automobile plants and its effect on employment is also on the list for discussion. The U.A.W. did not resist new technology in the past, when the number of jobs was expanding. However, a G.M. planning document, disclosed earlier this year, indicated as many as 100,000 blue-collar jobs are at risk over the next few years as a result of what the company termed ''aggressive productivity.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 July 1984: A.7.",11/14/17,"New York, N.Y.",,"HOLUSHA, JOHN",New York Times Company,,Newspapers,425128635,"United States, New York, N.Y.",English,23-Jul-84,,New York Times,NEWSPAPER,,,,,,,
+Market Place; Analysts Favor Harnischfeger,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-analysts-favor-harnischfeger/docview/425108 943/se-2?accountid=14586,"T HE Harnischfeger Corporation, a producer of
+heavy capital goods equipment, suffered severe losses in the fiscal years 1982 and 1983 when its business was hit hard by the recession and strong competition from overseas manufacturers. But the outlook has visibly brightened for the Milwaukee- based company.
+''We believe that Harnischfeger is in the early stages of a turnaround that will result in a return to profitability and sharply higher earnings over the next few years,'' the Merrill Lynch Market Letter said in a current appraisal.
+Kenneth N. Lucas, a Merrill Lynch research analyst, estimates that the company will earn 35 to 55 cents a share for the current fiscal year ending Oct. 31. For the following fiscal year, he projects profits at $1.50 to $1.75 a share. Mr. Lucas said yesterday that ''aggressive new management and a focus toward higher-growth markets'' were among the appealing factors at Harnischfeger. He also cited the advantages of the company's more solid financial footing and substantial reductions in product costs, along with a 50 percent reduction in its work force.
+Accordingly, Merrill Lynch rates the stock as ''O.K. to buy'' for the intermediate term of up to one year and as an outright ''buy'' for the long term.
+The Value Line Investment Survey expects the stock to outperform the general market over the next 12 months. Although the advisory service regards the producer of shovels, hoists and cranes as a timely purchase, it also describes the stock as ''risky'' in terms of safety.
+In recent months, shares of Harnischfeger have started to mirror what analysts view as the company's improved prospects. After selling as high as 23 1/4 in March 1981, the stock plunged to 5 1/2 in December 1982. In yesterday's trading on the New York Stock Exchange, the shares were unchanged at 11 1/2. The high for the latest 52 weeks is 12 1/8.
+Henry Harnischfeger, the board chairman, said in late May that the company's outlook continued to reflect improved expectations for mining and material handling equipment, tempered by a continued lower level of operations in construction equipment. These are the three main areas in which the company operates.
+New orders booked in the latest fiscal quarter totaled $162 million, up from $93 million in the previous three months and $77 million in the quarter a year earlier.
+''The weakest segment of the company's business is construction cranes,'' Merrill Lynch said. ''Harnischfeger closed a key plant last year and entered into a marketing agreement with Kobe Steel Ltd. of Japan that made Harnischfeger the exclusive distributor of Kobe products in the United States with rights to distribute worldwide.
+''Kobe, which has a 10 percent interest in Harnischfeger, is estimated to be able to deliver cranes to the United States at about 60 percent of Harnischfeger's cost. We expect the market for heavy construction equipment to bottom later this year.''
+On the latter score, efforts to rebuild this nation's infrastructure - highways, bridges and other public works - should work to the advantage of the Wisconsin company.
+Hand in hand with the company's brightening business prospects is the success of a major refinancing program completed this spring. ''Harnischfeger has gotten its financial house in order,'' Value Line said.
+Through a single public offering of common stock, debentures and senior notes, the company raised $149 million. With the addition of $23 million of its own cash, it was able to retire all of the restructured long-term bank borrowings and institutional debt of the company and its subsidiaries.
+''Freedom from the restrictive covenants of the old debt structure,'' the board chairman said, ''means that we can now move aggressively forward with our plan to expand participation in our primary growth markets - notably, sophisticated material handling systems and factory automation.''
+A recent agreement to sell mining equipment in China should prove rewarding over the long term, according to Merrill Lynch. Harnischfeger already has an order from China for four mining shovels worth $9 million.
+The brokerage firm also believes that dividend payments could be resumed in 1985. ''Dividends were omitted in mid-1982 after having been paid since 1941,'' according to a Standard & Poor's stock report. ''The most recent dividend was 10 cents a share on April 1, 1982.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Analysts+Favor+Harnischfeger&title=New+York+Times&issn=03624331&date=1984-06-08&volume=&issue=&spage=D.6&au=Vartan%2C+Vartanig+G&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 8, 1984","Accordingly, Merrill Lynch rates the stock as ''O.K. to buy'' for the intermediate term of up to one year and as an outright ''buy'' for the long term. ''Freedom from the restrictive covenants of the old debt structure,'' the board chairman said, ''means that we can now move aggressively forward with our plan to expand participation in our primary growth markets - notably, sophisticated material handling systems and factory automation.'' The brokerage firm also believes that dividend payments could be resumed in 1985. ''Dividends were omitted in mid-1982 after having been paid since 1941,'' according to a Standard & Poor's stock report. ''The most recent dividend was 10 cents a share on April 1, 1982.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]08 June 1984: D.6.",11/15/17,"New York, N.Y.",,"Vartan, Vartanig G",New York Times Company,,Newspapers,425108943,"United States, New York, N.Y.",English,8-Jun-84,STOCKS; INVESTMENT STRATEGIES; STOCK PRICES AND TRADING VOLUME,New York Times,NEWSPAPER,,,,,,,
+"MONEY, MANAGING IT WISELY; BANKERS' GREY: COLOR IT LIVELY","New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/money-managing-wisely-bankers-grey-color-lively/docview/425097504/se-2?accountid=14586,"IT was 10:30 on a cold, wintry night when a Manhattanite decided to play with his newest electronic toy, home banking. So, he pulled out his Atari computer, plugged it into his television set, then into his phone jack and dialed HomeBase, Citibank's home-banking program. Soon, records of the checks that had cleared his account were flashing before him, letting him know just where he stood, financially at least.
+But there was a bit of a scare. The account showed about $2,400 less than the customer thought he had. ''Keep calm,'' he told himself, ''obviously, it will easily be cleared up.'' But, knowing banks, he was going to have a restless night. By 11:30 P.M. - just before walking his dog in the first real snowstorm of the winter - the customer, growing more anxious, phoned HomeBase. Late as it was, someone answered. The error was quickly found - a $2,400 check had cleared the bank, but for some unexplained reason it did not show up on the screen.
+Consumer banking clearly is not what it used to be. At best, it has become an incongruous mixture of computerization, communications and the personal touch. At its worst, it has become expensive, impersonal and has pushed many lower-income people out of the banking system and back to the mattress.
+As a result of technology and deregulation, the whole concept of consumer banking is changing. Banks are trying to leave such mundane, traditional tasks as taking deposits and cashing checks to machines, freeing their employees for more challenging jobs, such as ''selling'' the new variety of ''products'' that they now offer.
+Bankers as Brokers
+In California, for example, 29,000 employees of the Bank of America recently went through a program to learn the techniques of selling a wide range of securities, from stocks and bonds to options and mutual funds. The training was conducted by Charles Schwab & Company, a discount broker that Bank of America bought at the beginning of 1983. ''The big advantage for consumers in California is that now they can walk into any one of the bank's 1,100 or so branches and get help in their brokerage transactions,'' said Hugo W. Quackenbush, senior vice president of Schwab. Aside from brokerage transactions, new products being offered by banks include high-yielding savings and retirement accounts, investment advice and lines of credit against the equity they have in their homes.
+And although Federal laws still generally do not allow banks to branch out beyond their own state borders, most of the large banks have turned to the mails, to toll-free telephone numbers and to remote automated teller machines to offer their services in desirable markets across the country.
+Securities firms are offering high-yielding cash management accounts and money market mutual funds that are comparable to a combination of savings and checking accounts. And some large securities firms have been acquired by nonfinancial organizations. For example, Sears Roebuck, the giant retailer, has bought Dean Witter Reynolds, a leading securities firm.
+Questions for the Consumer
+In shopping for a bank, or for banking services from nonbanks, a consumer must first decide what he wants. Some items to be considered might include:
+- How important is price to me? Should I shop for the highest possible interest rates on my checking and savings accounts?
+- How important is convenience?
+- Do I like to deal with a bank that is always in the forefront with new technology, like home banking?
+- Do I like relating to people rather than machines?
+- How important is prestige? For instance, is it worth paying a substantially higher annual fee to have a gold credit card rather than an ordinary one?
+5 Types of Customers
+Thus,the decision as to how and where to bank depends largely on what an individual wants. And, according to John G. Kneen, a manager of Cresap, McCormick and Paget, the management consulting firm, there are five different types of bank customers, about evenly divided among the population.
+The first group, the ''transactor,'' said Mr. Kneen, is thrilled by the new world of automation. Transactors ''love automatic tellers, in-home banking and other innovations that promise fast response to their whims.''
+A transactor's main objective, Mr. Kneen said, is to max imize his return. ''He or she may use a travel and entertainment card for expenses, hold the bill for 59 days, and pay by using a check drawn on a brokerage cash management account, which takes longer to clear. It may save less than a dollar, but it is fun.''
+Mr. Kneen said that at the other end of the pole are the ''relators,'' those who want to identify with their banking institutions. They are willing to pay premiums for what they consider to be special consideration.
+Another group, according to Mr. Kneen, is composed of ''passive self-servicers.'' They like automation because they feel uncomfortable dealing face-to-face with strangers and prefer avoiding human interaction. They are what Mr. Kneen called the ''extraordinarily shy customer type.''
+Still another type is the ''super conservative,'' whom many banks favor because they are the most profitable. According to Mr. Kneen, these are the people who hold most of the $300 billion that remains in low-interest savings accounts. Super-conservatives ''build substantial deposit balances over their lifetimes but almost never change banks once they have selected a particular institution.''
+Mr. Kneen described the fifth group as ''money misfits,'' those who ''can't get it together.'' Although they are not destitute, they cannot manage their money, he says. Mr. Kneen sees them as targets for finance companies rather than banks.
+Beyond State Boundaries
+To attract as many of the differing types of desirable customers as possible, many large banks not only are offering new services, but also are seeking to expand beyond their own states despite Federal laws that generally prohibit interstate banking. This is being accomplished in part by a new reliance on the mails, toll-free telephone numbers and remote automated teller machines.
+Banks recently found a loophole that enables them to establish so-called non-banks outside their own states. Technically not banks because they either do not take ordinary, noninterest-bearing checking accounts, or do not make commercial loans, they can do everything else a real bank can do. By the end of April, a month after the Federal Reserve approved the first bank-owned non-bank, 28 banks across the country had filed applications for 200 such units in 91 cities.
+But banks were not the first to find the loophole. It was initially discovered and used by such non-bank companies as Sears Roebuck and by Merrill Lynch Pierce Fenner & Smith.
+Actual ''brick-and-mortar'' branches may be a thing of the past, however. Indeed, some analysts believe that Citicorp's Choice credit card - which is available to individuals in Delaware, Maryland, the District of Columbia, Virginia and parts of Pennsylvania, and was recently also implanted in the Denver area - well may be the bank of the future. A Bank Within a Plastic Card
+With a Choice card, individuals can obtain loans, ranging from small amounts all the way up to mortgages. For the larger loans, cardholders can visit a handful of offices set up for that purpose in the area. Choice customers can also overpay their accounts and earn interest on those balances. In effect, the Choice card acts like a savings account.
+In the Denver area, Choice cardholders can withdraw cash from 240 teller machines, and similar facilities are being sought in the Middle Atlantic states. Choice cardholders also are given a one-half percentage point rebate on any purchase of $600 or more made on the card.
+Some banks now are even getting into the business of retailing consumer merchandise. Federal banking law insists that banking companies be limited to activities that are ''closely related to banking,'' but Citibank and Chemical Bank have begun selling such goods as televisions and telephones at cut-rate prices to their credit-card customers.
+Citicorp has gone a step further and is now in the hotel business. It found a loophole that allows it to own Arrowwood, a hotel and convention center in Westchester County.
+A less exotic but critical change in banking has been the installation of thousands of automated teller machines across the nation, giving people 24-hour, seven-day-a-week access to their accounts. They are being placed not only in banks but also in gas stations, supermarkets and other retail outlets.
+In addition, a growing number of banks are plugging their cash machines into interstate networks so that travelers can get cash anywhere in the country.
+Paying Money-Market Rates
+Perhaps the most profound changes in recent years have occurred as a result of new laws that allow banks to pay market-related interest rates on a variety of savings and checking accounts. In the past, banks were not allowed to pay any interest on checking accounts and were limited to paying 5 1/4 percent on most savings accounts. The change has cost the banks a lot of money. To offset it, they have steeply raised the fees and interest rates they charge.
+At most banks, these higher rates and fees have more than offset the higher rates they have had to pay to depositors. But deregulation has skewed the market in favor of individuals with large accounts and with the need for the more sophisticated, fee-related services.
+The benefits of modern banking are not being spread evenly. The winners are those who are wealthier, who have big balances and who can make full use of the new services. But the world has become harsher for those without substantial balances. Many are being pushed out of the banking system as a result of soaring fees and minimum balance requirements; and branches in less affluent areas are being closed. In New York, a bill is being considered that would assure minimal financial services, such as three checks a month, to those who could not afford basic banking services.
+And there is also concern on the national level. ''The cost of deregulation is falling unfairly on working families, the elderly and the poor in the form of higher fees and sharply reduced banking services,'' said Representative Fernand St Germain, the Rhode Island Democrat who heads the House Banking Committee.
+Catering to the Affluent
+In some cases, even those who had previously been accustomed to highly individualized banking attention are suddenly finding their services cut. People with relatively small trust accounts, say under $1 million, who had learned to expect their trust officers to cater to their every whim, such as walking their poodles, are finding things no longer the same.
+Such services still exist, and are, in fact, available to a larger number of ''clients'' than before, but the customer must warrant them through the business he provides, not merely because he was left a reasonably large sum of money for which the bank is the executor.
+Many banks, in fact, have merged their trust departments into what they call private banking groups, which cater to all manner of wealthy people, such as rock stars and other celebrities, not just dowagers and orphans.
+''The levels of service are directly linked to the levels of business,'' said Hans P. Ziegler, senior vice president in charge of Chase Manhattan Bank's domestic private banking group.
+''We deliver the usual services in an extraordinary way,'' he said, rolling off a few recent examples. In one case, a client was hospitalized for a hip operation. She called the bank and complained of the terrible hospital food, so her bank officer personally delivered her favorite minestrone soup.
+Mr. Ziegler said private banking group officers often are asked to escort clients to social functions. Asked if the officers had to be handsome or beautiful, Mr. Ziegler replied, ''They are not allowed to wear polyester suits.''
+And even the Bankers Trust Company, which has pulled out of the more mundane aspects of consumer banking, still caters to the wealthy. G. Lynn Shostack, senior vice president in charge of the bank's private banking group, told how one of her officers had to go skinny-dipping in a mudhole with a wealthy client and his family, who had moved from Connecticut to a ramshackle sheep farm in Appalachia. The rule for private banking group officers, she said, is, ''When in Rome....''
+But modern banking is generally not that bizarre. For the most part, it has become more objective, with bankers carefully calculating how much it costs them to deliver each service and then charging accordingly.
+Floating Rate Loans Increase
+This development is reflected in the growing popularity of floating-rate loans, which are designed to reduce the risk to the banks of rising interest rates. Fixed-rate, long-term mortgages caused the collapse of hundreds of savings institutions in the 1970's, when the interest rates they had to pay for funds rose dramatically. As a result, mortgages were the first loans to be offered on a basis whereby the interest charged was tied to short-term interest rates. More recently, however, the practice has spread to other loans.
+At the Merchants National Bank in Indianapolis, for example, James D. Madigan, executive vice president, said the bank offers floating rates on most loans. The rate is tied to the rate the bank pays on its money market accounts. ''It gives us a fair return on our money and the money market rate is highly visible to the consumer,'' Mr. Madigan said.
+Nor are banks the only financial institutions that have been using technology to deliver new and competitive banking services. The Dreyfus Corporation, for example, which specializes in managing and selling mutual funds, has purchased a small ''non-bank'' bank in New Jersey and has been offering cut-rate mortgages and credit cards through the mails.
+On mortgages, most banks charge fees, or points, of about 3 1/2 percent of the amount borrowed. Dreyfus charges only about 1 3/4 percent. ''We can do that because we're a low- overhead operation,'' said Howard Stein, chairman.
+What Banks Offer
+Banks today offer a full menu of financial services, from traditional savings and checking accounts to the more contemporary computerized banking at home. The following list of services, offered to Citicorp customers, illustrates the range available.
+* 24-hour teller machines
+* Checking Accounts
+* Savings Accounts
+* Savings clubs
+* Certificates of Deposit
+* Money-market accounts
+* Sales of government and municipal securities * Personal-check guarantees, for cashing
+* Overdraft checking
+* Personal credit lines
+* Personal loans
+* Home-improvement loans
+* Residential mortgages and co-op and condominium loans - fixed and variable rates
+* Second mortgages, including revolving-type equity loans
+* Mobile home financing
+* Recreational vehicle financing
+* Automobile and boat loans
+* Student loans
+* Money orders
+* Cashier's checks
+* Domestic transfers (rapid funds transfers through other banks)
+* Domestic drafts (negotiable instruments for immediate payment to any payee
+* Sales of gold and silver, in certificate or metallic form
+* Foreign currency exchange
+* Credit Cards, Visa, MasterCard and others
+* Travel and entertainment cards, Diners' Club, Carte Blanche
+* Trust and estate services
+* Retirement accounts (I.R.A.'s and Keogh plans)
+* Investment management services, including fine arts management
+* Safe-keeping and custodial accounts
+* Financial counseling
+* Discount brokerage services
+* Home Banking, including bill paying (via computer and telephone)
+* Automated teller-machine networks",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MONEY%2C+MANAGING+IT+WISELY%3B+BANKERS%27+GREY%3A+COLOR+IT+LIVELY&title=New+York+Times&issn=03624331&date=1984-05-20&volume=&issue=&spage=A.52&au=Bennett%2C+Robert+A&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 20, 1984","Another group, according to Mr. [John G. Kneen], is composed of ''passive self-servicers.'' They like automation because they feel uncomfortable dealing face-to-face with strangers and prefer avoiding human interaction. They are what Mr. Kneen called the ''extraordinarily shy customer type.'' Still another type is the ''super conservative,'' whom many banks favor because they are the most profitable. According to Mr. Kneen, these are the people who hold most of the $300 billion that remains in low-interest savings accounts. Super-conservatives ''build substantial deposit balances over their lifetimes but almost never change banks once they have selected a particular institution.'' Mr. Kneen described the fifth group as ''money misfits,'' those who ''can't get it together.'' Although they are not destitute, they cannot manage their money, he says. Mr. Kneen sees them as targets for finance companies rather than banks.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 May 1984: A.52.",11/15/17,"New York, N.Y.",,"Bennett, Robert A",New York Times Company,,Newspapers,425097504,"United States, New York, N.Y.",English,20-May-84,,New York Times,NEWSPAPER,,,,,,,
+WANG TEAMS UP IN PBX'S,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/wang-teams-up-pbxs/docview/424934036/se-2?accountid=14586,"Wang Laboratories said yesterday that it had agreed to buy as much as 30 percent of Intecom, a maker of communications and switching equipment, in an effort to increase Wang's telecommunications offerings for the office market.
+Analysts said the transaction, which includes joint research and development efforts, was likely to hasten a shakeout under way among the more than 50 companies that make private branch exchange, or PBX, equipment. Last June, the International Business Machines Corporation made a similar investment in the Rolm Corporation, a major PBX manufacturer in Santa Clara, Calif.
+The affiliation with Wang, which calls for an initial purchase price of $89 million, appeared likely to raise Intecom's standing in the crowded PBX field, and to give it a major competitive edge in selling equipment to the thousands of offices that use Wang equipment. ''This is something we always felt we had to do,'' said Richard L. Henander, Intecom's vice president of finance.
+Wang, a maker of word processors and other office equipment, also said yesterday that earnings rose 35.3 percent in its third fiscal quarter, ended March 31. They totaled $49.8 million, or 36 cents a share, up from $36.8 million, or 28 cents a share. Sales jumped 38 percent, to $543.5 million, from $394 million.
+Intecom, meanwhile, said that revenues for the first quarter rose 61 percent, to $21 million, from $13 million, but that earnings dropped to $556,000, from $1.3 million in 1983, when it had a $574,000 tax credit.
+Wang is based in Lowell, Mass., and Intecom in suburban Dallas.
+PBX systems are electronic switches that are most often used to transfer calls or set up conference conversations. But a $3 billion market has developed for more sophisticated systems, which switch not only voice transmissions but also computer data, telex messages and sometimes facsimile images. Thus, the PBX has become the hub of the ''automated office.''
+Several analysts said yesterday that they wondered whether many of the smaller PBX companies would survive without close relations to a major computer manufacturer. ''The ones who marry up will have a tremendous advantage,'' said Courtney Klinck, a technology analyst at Hambrecht & Quist, because they will be able to present customers with a single package to solve computing and telecommunications problems.
+With the cost of developing new generations of PBX systems soaring, Alan G. Fross, vice president of Eastern Management Group, a New Jersey market research firm, said, ''the smaller companies are finding that unless they link up with someone who has cash, they are in jeopardy.''
+In addition to Rolm, the major competitors facing Intecom are Northern Telecom and the Mitel Corporation, both of Canada, and the American Telephone and Telegraph Company. Meanwhile, Japanese manufacturers, including Nippon Electric and Fujitsu, are trying to break into the United States market.
+Opportunity for Wang
+For Wang, which has been trying to enter the PBX market for some time, the move may mean the chance to beat the I.B.M.-Rolm team to market with products that combine office systems and PBX switches. ''We are convinced that communications will be the most important part of office automation this decade,'' Frederick A. Wang, executive vice president and chief development officer of Wang, said yesterday.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=WANG+TEAMS+UP+IN+PBX%27S&title=New+York+Times&issn=03624331&date=1984-04-18&volume=&issue=&spage=D.1&au=Sanger%2C+David+E&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 18, 1984","For Wang, which has been trying to enter the PBX market for some time, the move may mean the chance to beat the I.B.M.-Rolm team to market with products that combine office systems and PBX switches. ''We are convinced that communications will be the most important part of office automation this decade,'' Frederick A. Wang, executive vice president and chief development officer of Wang, said yesterday. The affiliation with Wang, which calls for an initial purchase price of $89 million, appeared likely to raise Intecom's standing in the crowded PBX field, and to give it a major competitive edge in selling equipment to the thousands of offices that use Wang equipment. ''This is something we always felt we had to do,'' said Richard L. Henander, Intecom's vice president of finance.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]18 Apr 1984: D.1.",1/4/21,"New York, N.Y.",United States--US,"Sanger, David E",New York Times Company,,Newspapers,424934036,"United States, New York, N.Y.",English,18-Apr-84,"MERGERS, ACQUISITIONS AND DIVESTITURES; Telephones",New York Times,NEWSPAPER,,,,,,,
+MERRILL'S NEW BANK CHALLENGE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/merrills-new-bank-challenge/docview/424929194/se-2?accountid=14586,"Merrill Lynch & Company will begin another attack on the traditional turf of banks late this spring when it test-markets a personal asset management account intended for the small investor.
+With a $5,000 minimum in securities or cash and a $20 annual fee, the company's new Capital Builder Account is aimed at the young upscale professional, earning more than $35,000 a year. These people, the company reasons, are just beginning to accumulate assets and have little experience in investing.
+Other brokers are watching this experiment with interest, but question the need for such a program for limited financial holdings, and prefer to remain with their higher-priced products. It is the banks, industry experts agree, that will feel this new challenge most directly.
+''This is the exact market that the banks want today and that's where Merrill's competition will come from,'' said one analyst who asked not to be identified. ''It's a very good leverage point for getting a lot of other business.''
+'Son of C.M.A.'
+The Capital Builder Account, or C.B.A., is essentially a scaled-down, bargain basement version of the broker's highly successful Cash Management Account. It has already been nicknamed ''mini-C.M.A.'' or ''son of C.M.A.'' by Wall Street, but Jim Flynn, a Merrill Lynch vice president, said he preferred to think of the product as ''an enhanced ready asset account.''
+The C.M.A., introduced in 1977 and widely imitated, was one of the first products to offer a blend of banking and brokerage functions. Under one umbrella, a brokerage account is integrated with four different money funds, regular bank checking privileges, a charge or debit card and automatic borrowing through a margin loan against securities. A $20,000 minimum in cash or securities is required, along with an annual fee of $50.
+Merrill Lynch today has one million C.M.A. accounts, with the average balance running about $70,000.
+How Two Plans Differ
+Although the specifics have yet to be made final, Mr. Flynn said that, aside from its lower minimum and reduced annual fee, the C.B.A. would differ from its forerunner by featuring only one money market fund, a ready asset account, and by charging, on a per-transaction basis above a specified number, for certain services such as cash advances and checks.
+''There'll be more fees, but it'll be much easier to get into,'' he said.
+Mr. Flynn said the account is scheduled for a tryout in a large city, not yet disclosed, in May or June. By the end of the year it is expected ''to go nationwide very rapidly.''
+The Merrill Lynch official was reluctant to gauge the C.B.A.'s possible market and he declined to project what success the account would need to break even. But financial services experts see a vast potential clientele and predict a warm reception.
+''If you look at demographic trends in the United States, there is a huge bulge of baby-boomers maturing in the population right now,'' one analyst said. ''That group is at the beginning of its high earning power. And although they're young, they are also very sophisticated and need something to meet their special needs.''
+Sharp Rise in Investors
+Statistics tend to support this analysis. According to a recent survey by the New York Stock Exchange, the number of Americans who own stocks grew by 10.1 million - more than 70 percent of whom had never before invested - to 42.4 million from mid-1981 to mid-1983. Among these investors, who represent about 18 percent of the population, those aged 21 to 44 outnumber their older counterparts by 4 to 1. What's more, the study found, the average portfolio is about $5,100.
+Thus, a strong potential appears to be present and, according to Charles Vincent, a vice president at the Provident National Bank in Philadelphia, Merrill Lynch should be big enough and well enough organized to tap it.
+''It's a logical extension of what they already do,'' he said. ''Merrill is at the forefront of automation - they've got the economics of scale on their side.''
+Rodney S. Schwartz, an analyst with Paine Webber Mitchell Hutchins, said the proposed product was also a good hedge against the inroads of discount brokers. It could even be a ''prelude'' to starting a cut-rate service, he said.
+Discounters offer no investment advice but execute buy and sell orders for sharply reduced commissions.
+Schwab Has Similar Product
+Charles Schwab & Company, the industry's largest discounter, which is owned by the BankAmerica Corporation, parent of Bank of America, offers a product similar to the C.B.A. in its Schwab One Account. There is a $5,000 minimum, a Visa card, checking, and money market rates of interest on all credit balances, but no investment counseling. The firm has some 50,000 accounts representing assets of $1.5 billion.
+Hugo Quackenbush, a senior vice president, said that Schwab would hold its ground when challenged by the C.B.A. because it ''has its own niche of clients, albeit limited,'' who don't want to deal with commission salespeople.
+Maury Healy, a Bank of America vice president, said he did not see the C.B.A. as an immediate threat, because it will take time to grow, but over the long haul, he added, ''it undercores the need for substantive reform in the financial services industry.''
+''The less regulated companies are becoming more and more competition for the banks,'' he said. ''This is just another piece of evidence that the confused regulatory situation needs to be clarified.''
+Dean Witter Reynolds Inc., the brokerage subsidiary of Sears, Roebuck & Company, is looking at the same market as the C.B.A. ''It sounds very similar to a few things we have on the fire now,'' said Barbara Passino, a Dean Witter first vice president.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MERRILL%27S+NEW+BANK+CHALLENGE&title=New+York+Times&issn=03624331&date=1984-04-11&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 11, 1984","''This is the exact market that the banks want today and that's where Merrill's competition will come from,'' said one analyst who asked not to be identified. ''It's a very good leverage point for getting a lot of other business.'' The Capital Builder Account, or C.B.A., is essentially a scaled-down, bargain basement version of the broker's highly successful Cash Management Account. It has already been nicknamed ''mini-C.M.A.'' or ''son of C.M.A.'' by Wall Street, but Jim Flynn, a Merrill Lynch vice president, said he preferred to think of the product as ''an enhanced ready asset account.'' ''It's a logical extension of what they already do,'' he said. ''Merrill is at the forefront of automation - they've got the economics of scale on their side.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Apr 1984: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspa pers,424929194,"United States, New York, N.Y.",English,11-Apr-84,STOCKS AND BONDS; MUTUAL FUNDS; BANKS AND BANKING; CHECKS AND CHECKING ACCOUNTS,New York Times,NEWSPAPER,,,,,,,
+BRIEFS,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/briefs/docview/424911434/se-2?accountid=14586,"* Casco-Northern Corp. , a Portland, Me., bank holding company, said shareholders had agreed to the company's acquisition by Bank of Boston Corp. for about $55 million.
+* Cellu-Craft Inc. , a packaging company based in New Hyde Park, L.I., said shareholders had approved a leveraged buyout of the company for $35.2 million to an investor group that included its two top officers.
+* Eli Lilly & Co. said it would repurchase up to 2 million shares of its common stock, which would be used in connection with the acquisition of Advanced Cardiovascular Systems Inc., a private company that designs and makes medical equipment.
+* First Chicago Corp. said it had received Federal Reserve Board approval to acquire American National Corp. from Amerifin, formerly Walter E. Heller International Corp., for $275 million. Final closing is expected to take place May 1.
+* Ozark Air Lines Inc. , St. Louis, said its board had approved a corporate reorganization plan. It will ask shareholders at the annual meeting on May 18 to approve the formation of a Delaware holding company, Ozark Holdings Inc., in which the airline will be a subsidiary.
+* Perfectdata Corp., a distributor of high-technology products based in Chatsworth, Calif., said it had acquired International Data Automation Ltd. of London. Terms were not disclosed. The company said it planned to set up a new plant for selected Perfectdata products in Wokingham, England.
+* SmithKline Beckman Corp . of Philadelphia said it expected per-share earnings during its fiscal first quarter to be higher than the $1.50 it earned in the same quarter in 1983. The drug and medical-equipment concern also projected that per-share earnings for the full year would exceed last year's $5.89.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BRIEFS&title=New+York+Times&issn=03624331&date=1984-03-26&volume=&issue=&spage=D.4&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 26, 1984","* Ozark Air Lines Inc. , St. Louis, said its board had approved a corporate reorganization plan. It will ask shareholders at the annual meeting on May 18 to approve the formation of a Delaware holding company, Ozark Holdings Inc., in which the airline will be a subsidiary. * Perfectdata Corp., a distributor of high-technology products based in Chatsworth, Calif., said it had acquired International Data Automation Ltd. of London. Terms were not disclosed. The company said it planned to set up a new plant for selected Perfectdata products in Wokingham, England.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Mar 1984: D.4.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424911434,"United States, New York, N.Y.",English,26-Mar-84,,New York Times,NEWSPAPER,,,,,,,
+TechnologyAndrew Pollack A Document That Can Talk,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technologyandrew-pollack-document-that-can-talk/docview/424928168/se-2?accountid=14586,"like films. Whenever someone started reading a
+document, a voice would speak up, adding further explanation. In addition, instead of scribbling comments in the margins, the reader could touch a spot on the paper and speak his comments, which would then ''stick'' to the paper and be heard by anyone who touched that spot in the future.
+This new concept in communications is known as a multimedia document or compound document. Of course, it cannot be done with paper documents, but it can be done with computerized documents. Sophisticated new communications systems are being developed that allow voice and text, as well as images, computer data and graphs, to be combined into the same electronic message.
+Such compound electronic documents represent a major advance in electronic message systems. Until now, electronic mail has been limited mainly to text. Someone types a message on one computer and sends it to another computer through telephone lines or some other communications channel. Usually, graphs or pictures cannot be included in such messages, so a scientific paper transmitted electronically will be lacking its diagrams. In this regard, electronic mail, despite its high-tech name, is primitive compared with regular paper mail.
+Images can be sent electronically using a facsimile machine, but that is a separate system. To send voice messages, one can use a telephone, which is yet another separate system. The multimedia idea is to combine all these forms of communication into a single system to let users send some messages by typing and others by speaking.
+''When I get a manila envelope, there is no limit as to what I can insert in that envelope,'' said Harry Forsdick, a senior scientist at Bolt, Beranek & Newman, a Cambridge, Mass., company that has developed an experimental multimedia system for the Defense Department's Advanced Research Projects Agency. ''We want to extend the same concept to the computer.''
+Technically, such systems work by converting text, voice and images into digital bits that can be manipulated by the computer. All can then be stored in a computer memory and edited the way a word processing program edits text. A user can see the text and pictures on the computer screen. The presence of the voice is indicated by a little symbol such as a loudspeaker. When the cursor is moved to that symbol, the speech is heard.
+One possible use for such compound documents is voice-annotated text. A memo could be passed around the office, for instance, with each person adding verbal comments. By combining speech and images, such systems would also allow one person to send another a computerized slide show.
+Systems integrating various forms of communication are working their way into the commercial market a piece at a time, although no one has a complete capability.
+Computers with integrated software, such as Apple's Lisa and Macintosh models, allow graphics, data and text to be combined into a single document. New companies like Sydis Inc. of San Jose, Calif., and Santa Barbara Development Laboratories of Santa Barbara, Calif., have developed computerized work stations that allow voice and text and some images to be combined in a message.
+Both the International Business Machines Corporation and Wang Laboratories, considered the leaders in office automation, ''have really latched onto the concept,'' according to Kenneth G. Bosomworth, president of International Resource Development Inc., a Norwalk, Conn., market research firm. Both companies recently introduced devices that allow images to be fed into computer systems.
+This could raise the stakes in office automation because competitors must also offer comprehensive systems. ''You're going to have to have all the pieces just to be a player,'' said John Thibault, director of office product marketing for Wang.
+Multimedia documents still face many hurdles. Storing, displaying and transmitting voice and images requires far more memory, power and screen resolution than most personal computers have. The Bolt Beranek system requires computers that cost about $20,000, Mr. Forsdick said. Transmission standards must also be developed.
+Finally, there is the issue of just how useful compound documents will be. Most people say it is vital for images and graphs to be transmitted electronically if computerized message systems are ever to compete with paper. But voice is another matter. Paper documents do not speak, and it is unclear whether computerized documents need to.
+Donald Van Doren, president of Vanguard Telecommunications, a consulting firm in Morristown, N.J., notes that voice messages, unlike text, are hard to edit because you cannot see the words.
+''One of the problems will be gaining acceptance,'' said Mr. Forsdick of Bolt, Beranek & Newman. ''There's no point in having an exotic message system if there's no one to talk to.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TechnologyAndrew+Pollack+A+Document+That+Can+Talk&title=New+York+Times&issn=03624331&date=1984-03-01&volume=&issue=&spage=D.2&au=soundtracks%2C+Andrew+Pollack+IMAGINE+if+paper+documents+had&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 1, 1984","''When I get a manila envelope, there is no limit as to what I can insert in that envelope,'' said Harry Forsdick, a senior scientist at Bolt, Beranek & Newman, a Cambridge, Mass., company that has developed an experimental multimedia system for the Defense Department's Advanced Research Projects Agency. ''We want to extend the same concept to the computer.'' This could raise the stakes in office automation because competitors must also offer comprehensive systems. ''You're going to have to have all the pieces just to be a player,'' said John Thibault, director of office product marketing for Wang. ''One of the problems will be gaining acceptance,'' said Mr. Forsdick of Bolt, Beranek & Newman. ''There's no point in having an exotic message system if there's no one to talk to.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]01 Mar 1984: D.2.",11/15/17,"New York, N.Y.",,"soundtracks, Andrew Pollack IMAGINE if paper documents had",New York Times Company,,Newspapers,424928168,"United States, New York, N.Y.",English,1-Mar-84,,New York Times,NEWSPAPER,,,,,,,
+MCDONNELL TO BUY TYMSHARE,"New York Times, Late Edition (East Coast); New York, N.Y.",1984,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/mcdonnell-buy-tymshare/docview/424868436/se-2?accountid=14586,"After backing away from a preliminary agreement two months ago to purchase Tymshare Inc. for $378 million, the McDonnell Douglas Corporation said yesterday that it had reached a definitive agreement to buy the California-based data transmission company for $307.5 million.
+McDonnell Douglas, one of the nation's leading aircraft manufacturers, already has major interests in the computer industry through subsidiaries that provide data processing services and make business computers.
+With Tymshare, it would add a vast data communications network that now links 400 cities in 42 countries.
+McDonnell Douglas, based in St. Louis, said it would pay $25 a share for all of Tymshare's 12.3 million shares. In a joint announcement, John F. McDonnell, McDonnell Douglas's president, and Thomas J. O'Rourke, Tymshare's chairman, said the purchase agreement calls for payment in cash.
+In the previous preliminary agreement, announced in November and dropped in December, McDonnell Douglas said it was prepared to offer either $31 a share in cash, or $32 a share in its own stock, for Tymshare.
+Wells Huff, a McDonnell Douglas spokesman, said the company had backed away from its preliminary offer for Tymshare after a detailed review of the company's finances showed that ''$31 a share was just too high.''
+A steep decline in the price of Tymshare stock during last two months has been attributed by analysts to McDonnell Douglas's earlier decision not to proceed with its preliminary offer, and to the fact that no other competing bids for Tymshare emerged. Tymshare shares, which had traded above $25 each in early December, closed yesterday at $23.50, up $8.25. McDonnell Douglas shares closed at $55.50, down 37 1/2 cents.
+Christina Morgan, an analyst for Hambrecht & Quist in San Francisco, maintained that the $25-a-share offer for Tymshare ''makes a lot more sense'' than McDonnell Douglas's earlier bid, which ''everybody on Wall Street thought was too high.''
+'New Strategic Direction'
+The appeal of Tymshare lies principally in its Tymnet system, which provides data processing links between hundreds of cities here and abroad, she said.
+Mr. Huff said the Tymnet system, when combined with McDonnell Douglas's data processing business, would ''provide a new strategic direction'' by giving the company access to a much bigger market. The St. Louis company's data processing subsidiary, the McDonnell Douglas Automation Company, also designs computer software and provides services to hospitals, factories and other concerns.
+With Tymnet, these and other data processing services, including check clearing and other bank-related services, can be marketed much more aggressively, Mr. Huff added.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MCDONNELL+TO+BUY+TYMSHARE&title=New+York+Times&issn=03624331&date=1984-02-28&volume=&issue=&spage=D.4&au=Lueck%2C+Thomas+J&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 28, 1984","Wells Huff, a McDonnell Douglas spokesman, said the company had backed away from its preliminary offer for Tymshare after a detailed review of the company's finances showed that ''$31 a share was just too high.'' Christina Morgan, an analyst for Hambrecht & Quist in San Francisco, maintained that the $25-a-share offer for Tymshare ''makes a lot more sense'' than McDonnell Douglas's earlier bid, which ''everybody on Wall Street thought was too high.'' Mr. Huff said the Tymnet system, when combined with McDonnell Douglas's data processing business, would ''provide a new strategic direction'' by giving the company access to a much bigger market. The St. Louis company's data processing subsidiary, the McDonnell Douglas Automation Company, also designs computer software and provides services to hospitals, factories and other concerns.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Feb 1984: D.4.",11/15/17,"New York, N.Y.",,"Lueck, Thomas J",New York Times Company,,Newspapers,424868436,"United States, New York, N.Y.",English,28-Feb-84,"MERGERS, ACQUISITIONS AND DIVESTITURES",New York Times,NEWSPAPER,,,,,,,
+KIRKLAND OPPOSES TEAMSTERS MERGER,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/kirkland-opposes-teamsters-merger/docview/424791980/se-2?accountid=14586,"Lane Kirkland, president of the American Federation of Labor and Congress of Industrial Organizations, moved today to block a merger of the International Typographical Union with the International Brotherhood of Teamsters.
+In a statement on the concluding day of the A.F.L.-C.I.O. convention, Mr. Kirkland said he was urging the I.T.U. to merge with the Graphic Communications International Union and the Newspaper Guild within the federation. He said this was the ''best solution'' for the I.T.U. and other unions in the printing industries that he said had ''been so dramatically impacted by new technology and automation.''
+Mr. Kirkland said that if the printers' union merged with the teamsters' union, which was expelled from the federation in 1957 because of charges of corruption, it would mean what the federation called the ''immediate separation'' of the I.T.U. from the A.F.L.- C.I.O. Teamster Talks Proceeding
+However, Joseph Bingel, the I.T.U. president, said that merger talks with the teamsters were proceeding.
+Earlier this week, Mr. Bingel said the teamsters had offered the printers extremely favorable merger terms, including relatively low dues, autonomy and, because the teamsters represent union newspaper drivers, what appears to be increased power at the bargaining table.
+Now, it appears, the printers want to see what terms the federation unions might offer, although Jackie Presser, president of the teamsters, has made clear to the I.T.U., as he has to the graphic communications union, that it would be viewed unfavorably if the printers would try to play one union against another.
+A proposed merger of the printers union with the Newspaper Guild was rejected by the I.T.U. in August.
+In his statement, Mr. Kirkland said he met Tuesday with representatives of the printers, the graphic communications union and the guild in an attempt to begin discussion on a possible merger of the three groups, which he said would have a combined membership of 250,000 workers ''whose history and skills are common.'' Outlook on New Talks
+The federation said the principal officers of the three unions had agreed ''to hold further discussions under the auspices of President Kirkland's office'' on the possibility of establishing what the federation called a single printing industry union.
+Officers of the printers' union dispute the accuracy of this, saying they agreed only to ask the union's executive board for permission to hold such discussions, although the officials said such permission was likely.
+A merger of the I.T.U. with the teamsters' union has been under discussion for some time, and talks between the two unions were under way in Washington today when Mr. Kirkland's statement was made public.
+A merger of the printers with the teamsters would pose vexing problems for the federation, not only because the A.F.L.-C.I.O. had to decide whether to order the printers separated from the federation, but also because some unions here regard the teamsters' overture to the printers, first made by Mr. Presser in August, as a raid, not a merger. No union has been expelled from the federation since the teamsters in 1957. The United Automobile Workers withdrew in 1968, largely because of clashes between George Meany, then the federation's president, and Walter P. Reuther, the auto union's president. The U.A.W. rejoined the federation in 1981.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=KIRKLAND+OPPOSES+TEAMSTERS+MERGER&title=New+York+Times&issn=03624331&date=1983-10-07&volume=&issue=&spage=A.24&au=Serrin%2C+William&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Oct 7, 1983","In a statement on the concluding day of the A.F.L.-C.I.O. convention, Mr. [Lane Kirkland] said he was urging the I.T.U. to merge with the Graphic Communications International Union and the Newspaper Guild within the federation. He said this was the ''best solution'' for the I.T.U. and other unions in the printing industries that he said had ''been so dramatically impacted by new technology and automation.'' Mr. Kirkland said that if the printers' union merged with the teamsters' union, which was expelled from the federation in 1957 because of charges of corruption, it would mean what the federation called the ''immediate separation'' of the I.T.U. from the A.F.L.- C.I.O. Teamster Talks Proceeding","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Oct 1983: A.24.",11/15/17,"New York, N.Y.",,"Serrin, William",New York Times Company,,Newspapers,424791980,"United States, New York, N.Y.",English,7-Oct-83,,New York Times,NEWSPAPER,,,,,,,
+JAPAN'S NEW TEST IN CHIPS,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/japans-new-test-chips/docview/424660470/se-2?accountid=14586,"BORDERED by majestic hills and mountains that are the work of volcanic rumblings of eons past, this verdant plain on the southern Japanese island of Kyushu seems a portrait of benign tranquillity. Yet it is from here that Japan developed and built what has become the symbol of its mighty semiconductor industry the 64K random access memory chip.
+It is also the point from which the giants of Japan's chip industry will be bringing forth a new generation of computer memories - and entering a battle that could be a decisive one in the war with American chip makers for technological supremacy. After years of research, the Japanese are now beginning to ship the highly touted 256K RAM, a computer chip with four times the memory power of the 64K and one that many believe will soon flourish into a $3 billion business.
+But all the interest and worry in the United States about Japan's success in the 64K market - and its headstart in the 256K business - has tended to obscure other facts and trends that belie the notion of Japan as an indomitable force in the semiconductor industry.
+''The Japanese have not yet done well in the newer product areas,'' said John J. Lazlo Jr., senior technology analyst at Hambrecht & Quist, a San Francisco investment banking firm. ''But the Japanese take one product at a time and then move onto the next. So American semiconductor companies do have reason to be concerned.''
+That may be. But for now the Japanese are not without problems. The timing of the shift to full-scale 256K production will be especially tricky. Japanese companies such as NEC, Hitachi and Fujitsu, which have poured large sums into 64K manufacturing operations, have not yet recovered those investments. What's more, although though they have made big strides in large-scale memories, the Japanese are laggards in other semiconductor products. American semiconductor makers, for example, are well ahead in logic chips, which perform arithmetic functions, such as the microprocessor.
+Accordingly, Dataquest Inc., a California market research firm, estimated that the United States chip industry still accounted for about 43 percent of the $14.6 billion global semiconductor market last year while Japanese companies could claim 34 percent of the world market and only 10 percent of the American market.
+Moreover, the semiconductor industry is expected to drift increasingly toward custom-designed chips and away from Japan's traditional strength of mass-market high-volume products. By 1990, some analysts predict that custom chips will represent more than half of the industry's production, compared with one-fourth today. Making custom chips requires prowess in computer software, strong marketing efforts and close relations with customers. These are areas in which American industry is particularly strong.
+Whether the Japanese can capture the evolving 256K market remains perhaps the biggest question mark. But to hear it in Tokyo, the Japanese have already won the 256K battle. ''In terms of production efficiency, the Japanese will be even further ahead at the start of commercial production of the 256K than they were in the 64K,'' said Richard F. May, vice president of Dataquest Inc. in Tokyo. ''They are extremely well-positioned.'' Adds another analyst: ''It's over in the 256K even before it has really started.''
+SILICON VALLEY executives see it differently. In the 64K, they explain, the Japanese producers essentially packed more memory cells on a design similar to the previous generation chip, the 16K. The design problem in the 256K, they add, will be more difficult and efficient manufacturing will present new challenges as well. In short, the American industry's lagging position in the 64K will not necessarily handicap it in the next level of large-scale memory chips.
+Japanese semiconductor officials agree with much of that analysis but doubt the conclusion - namely, that Silicon Valley will prevail in the 256K. ''I think we will do well in this next generation of chips, as we did in the 64K,'' said Masao Suzuki, president of the NEC Corporation's Kyushu operations, ''and for much the same reasons.''
+The Japanese certainly took the 64K market by storm. They won the lion's share of the 64K market thanks to superior production efficiency. Their chip design may not have been a work of art, but Japanese chips were more reliable and manufactured at lower cost than those of their American rivals.
+In Kyushu, the NEC Corporation, Japan's largest semiconductor maker, has three plants that are the source of 65 percent of the company's worldwide production of integrated circuits. That included about 80 percent of the 64K RAM's, capable of storing more than 64,000 bits of data. The Japanese hold about 70 percent of the global market for 64K rams.
+The market for the commodity-type memory chips that the Japanese concerns make so proficiently will remain sizable for the foreseeable future. Yet the Japanese strategy of concentrating on one product - building up capacity and driving down prices to gain a large share of a particular market before moving on - leaves it weak in many segments of the semiconductor business.
+This has given American companies opportunities, even in Japan. For example, Intel's sales in Japan increased 60 percent last year, to an estimated $80 million, largely on the strength of its EPROM (erasable programmable read-only memory). These devices allow the user to write programming into the chip as though it were a piece of paper. ''In the high-density EPROM market, we are clearly the leaders,'' said Takhiro Kamo, President of Intel Japan Ltd.
+But there have been a flurry of recent entries in the EPROM market by Japanese companies. ''We're concerned that EPROM may be the next product the Japanese are targeting,'' said William V. Rapp, commercial counselor of the American Embassy in Tokyo.
+In the view of some analysts, that concern is justified. ''The EPROM is where the Japanese thrust is now,'' said Mr. Lazlo of Hambrecht & Quist. Mr. Lazlo, who is familiar with the Japanese semiconductor industry, explains that Japan has only recently become a major player in the equipment markets in which EPROM's are widely used, such as personal computers, word processors and video games. Yet now, with the domestic demand growing rapidly, Fujitsu, Hitachi, NEC and Mitsubishi are moving aggressively in the field of EPROM's, which are more difficult to design and manufacture than dynamic RAM's.
+IN the move from the 64K to the 256K chip, timing will be all for the Japanese companies since the larger capacity integrated circuit will make the smaller one obsolete.
+The timetable for profitability on the 64K, most analysts say, is as follows: This year Japanese producers should begin making money on the basis of operating costs. Sometime next year they should break even on a total cost basis (includes research and development spending and other costs). Then, how much money they make on the 64K depends on when the 256K replaces it.
+The operating and total-cost break-even points naturally vary from one company to the next. Hitachi and NEC, the two front-runners, are currently making pretax operating profits of about 10 percent on their 64K business, estimates Darrel E. Whitten, an analyst for Bache Halsey Stuart Shields Ltd. in Japan. On the other hand, the OKI Electric Industry Company had its 64K production brought to a virtual halt by a fire late last year that closed operations at its Miyazaki plant for about three months.
+Commercial production of the 256K is expected to begin early next year. But at present, analysts say that genuine mass production, with the big companies producing a few hundred thousand chips a month, will not begin until early 1985. ''The Japanese should still have a long window yet in the 64K,'' said Thomas R. Zengage, senior consultant at IBI Inc., a Tokyo research firm. ''And that will enable them to get back the money they put into the 64K.''
+In the coming battle for market share, as in the past, the Japanese companies will rely on production efficiency and quality as their principal weapons. One big edge Japanese producers have had over their American rivals in 64K production, enabling them to make fewer defective chips at lower cost, is that their plants have fewer people.
+There are two main reasons for the higher level of automation in Japan. First, the Japanese industry did not choose to produce offshore in cheap labor nations to the extent that many American companies did. Accordingly, with relatively high-cost labor at home, the economic incentive to automate was greater in Japan. Second, because the Japanese decided to focus on a few products and make vast numbers of them, automation was made easier due to the uniformity of the operation.
+THE result is that the Japanese facilities have fewer bodies stirring up dust, which means fewer defective chips. NEC and Hitachi are considered the best at eliminating defects.
+In Kumamoto City, Mr. Suzuki, the head of NEC's Kyushu operations, explained something about how such results are achieved. Automation is a key part. From 1970 to 1981, NEC's payroll in Kyushu increased to 2,900 from 1,500 while its semiconductor production multiplied twentyfold. ''The reason for that is our high level of automation,'' he said.
+Mr. Suzuki, a 59-year-old engineer-turned-manager, guides a visitor through the facility to illustrate his point. In his view, management is a continuing effort to take people out of the production process wherever possible. That even includes the loading area, where trucks bring in supplies and cart away finished goods. Now, that area is automated and computer-controlled, with little trays on chain belts carrying things away. Last year, 22 people worked on all three shifts in the loading area. Today, thanks to the machines, only 9 are needed.
+As a manager, Mr. Suzuki says that simplifying the tasks that the workers perform is extremely important in keeping reject rates down at NEC, by minimizing the chance of worker error. The attitude of Japanese workers, he adds, helps in this regard.
+Still, much of what has happened at the plant seems to be a gradual process of streamlining and simplifying tasks until a machine can do them, and then bringing in the machine.
+Once the manufacturing process is sufficienty automated, it can be exported to overseas operations. In the face of trade tensions centered on Japanese exports, the semiconductor companies have moved much more quickly than their peers in autos and steel in setting up plants abroad.
+''We have to produce overseas,'' said Tomihiro Matsumura, the NEC director in charge of semiconductor operations. ''We have no choice.'' At present, the Kyushu operation ships four million chips a month to its foreign subsidiaries -it will soon be setting one up in Roseville, Calif., - for assembly after the crucial clean room steps are completed.
+''At first, we will send chips from Kyushu to Roseville,'' Mr. Suzuki said. ''But later, all the functions will be transferred to California.'' THE CHIP:A MATTER OF NATIONAL SECURITY?
+Should the Government step in to help the United States semiconductor industry compete against the Japanese, who receive some help from their Government? Many proposals have been made for this, but so far little action has been taken.
+In what may be the most recent idea, the Defense Department is considering setting up a research project to develop advanced memory chips. If the effort were undertaken, according to sources close to the Defense Department, it might attempt to leapfrog the coming generation of memory chips, the 256K RAM, and probably even the one after that - the million bit RAM, and aim at development of a 4 million bit RAM.
+The Defense Department already has under way a big program to develop high-speed electronic circuits, primarily for military use, and it recently announced an increase in funding to develop advanced computer systems, partly in an effort to counter Japan's so-called Fifth Generation project, which aims to develop high-speed computers with artificial intelligence.
+Defense has typically ignored memory development, however, because memory chips have been considered a commercial product with no military significance. But if loss of the memory market to the Japanese weakens the American semiconductor industry in general, then memory development could be considered a national security goal.
+The Defense Department has held discussions with the Semiconductor Research Corporation, a group set up by semiconductor companies to finance joint research, about a memory project. It has also discussed joining the corporation, according to Government and industry sources.
+More than a year ago, Government officials were talking about restricting RAM imports on national security grounds, but officials say that idea has been dropped for now. Also a year ago, the Justice Department began an investigation into possible price-fixing on 64K RAM's by Japanese companies. The investigation is said to be continuing although nothing has been heard from the Justice Department since then.
+A meeting of trade officials to discuss high technology will be held in Hawaii later this month. But discussions are likely to focus more on setting up a system to be able to monitor trade volumes and production costs to better determine whether either side is engaging in unfair practices, rather than on taking specific steps to increase American exports to Japan or limit Japanese chip exports to the United States.
+To some semiconductor industry executives, that is not enough. Nine days ago, the organization authorized its lawyers to draw up a complaint to the Government charging Japan with keeping its market closed to foreign chips and asking for redress. The association will wait until after the Hawaii meeting to decide whether to actually submit the petition to the Government.
+Said W.J. Sanders 3d, chairman and chief executive of Advanced Micro Devices: ''In my view the U.S. government is not going to get tough with the Japanese in the present Administration. The support the Administration has in the high-tech sector is going to wither and die and we're going to find a new champion.'' Andrew Pollack
+Illustration table of capital spending for semiconductors table of revenues of Japanese semiconductors table of production of 64K random access memory semiconductors photo of a semiconductor with a map of Japan",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=JAPAN%27S+NEW+TEST+IN+CHIPS&title=New+York+Times&issn=03624331&date=1983-06-05&volume=&issue=&spage=A.1&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 1983","Whether the Japanese can capture the evolving 256K market remains perhaps the biggest question mark. But to hear it in Tokyo, the Japanese have already won the 256K battle. ''In terms of production efficiency, the Japanese will be even further ahead at the start of commercial production of the 256K than they were in the 64K,'' said Richard F. May, vice president of Dataquest Inc. in Tokyo. ''They are extremely well-positioned.'' Adds another analyst: ''It's over in the 256K even before it has really started.'' Japanese semiconductor officials agree with much of that analysis but doubt the conclusion - namely, that Silicon Valley will prevail in the 256K. ''I think we will do well in this next generation of chips, as we did in the 64K,'' said Masao Suzuki, president of the NEC Corporation's Kyushu operations, ''and for much the same reasons.'' Commercial production of the 256K is expected to begin early next year. But at present, analysts say that genuine mass production, with the big companies producing a few hundred thousand chips a month, will not begin until early 1985. ''The Japanese should still have a long window yet in the 64K,'' said Thomas R. Zengage, senior consultant at IBI Inc., a Tokyo research firm. ''And that will enable them to get back the money they put into the 64K.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 1983: A.1.",11/15/17,"New York, N.Y.",JAPAN UNITED STATES,"Lohr, Steve",New York Times Company,,Newspapers,424660470,"United States, New York, N.Y.",English,5-Jun-83,SEMICONDUCTORS; ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+GROWING SHIPYARD PARALYSIS,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/growing-shipyard-paralysis/docview/424624166/se-2?accountid=14586,"The workers at the Harmstorf shipyard here kneel in the piercing glow of acetylene torches, creating a ship's bulkhead by welding steel ribs to curved steel plate.
+In West Germany's shipbuilding industry, the Harmstorf workers are the lucky ones because many of them still have jobs. Seventy miles to the south, in the port of Hamburg, 3,500 workers at the much bigger Howaldtswerke will soon be laid off, the victims of a worldwide collapse of the shipbuilding industry.
+Like many other small shipyards across northern Europe, Harmstorf has weathered the industry's storm relatively well until now. Their moderate size and flexibility kept fixed costs down, and the yards kept humming by providing specialized vessels such as chemical tankers, sophisticated oceanographic research ships or the roll-on, roll-off container carriers favored by developing countries with a dearth of good harbors.
+Now, however, even the smaller yards are feeling the impact. Orders for new ships dwindle and the number of idle vessels grows, the result of the continuing worldwide recession and the shrinkage of international trade. Few Orders for Big Ships
+The world's big shipyards are under even more severe pressure. They face widespread shutdowns and layoffs, resulting from high overhead, a lack of orders for the big vessels they build and fierce competition from low-cost competitors in Japan and South Korea.
+In addition, the success of the small yards has hurt the big shipbuilders. To meet the small yards' competition, they have been forced to bid below cost, thus running up losses that have caused cash shortages at some yards.
+The downturn is ''going to exact a heavy toll,'' said Christoph von der Decken, the board member of the Dresdner Bank in Hamburg responsible for the shipping industry.
+Late in March, Howaldtswerke-Deutsche Werft, West Germany's secondbiggest shipbuilder, announced that it would close part of its big Hamburg yards and lay off 3,500 of 12,000 shipyard workers.
+Earlier the city of Bremen, a shipbuilding center, and several German banks put up matching $16 million loans to save Bremer Vulkan, the nation's No. 1 builder, after a Greek shipping company pushed Vulkan to the brink of bankruptcy by canceling $40 million worth of orders. Worrisome Unemployment
+Along the Clyde in Scotland, Scott Lithgow, Britain's biggest shipbuilder, has said it may have to let 2,000 of its 5,000 workers go as its order backlog shrinks this summer.
+With European unemployment at record levels, the fate of the big yards and their workers worries political leaders as well as industry officials. In West Germany, Europe's leading shipbuilding nation, two-thirds of the 26,500 shipyard workers are employed by the five biggest yards.
+People who follow the industry say the big shipyards fell victim to their own ambitions by investing heavily in the 1960's and 1970's in the huge automated wharves they thought they needed to overcome the Japanese and South Korean yards that had invaded the market for supertankers.
+''They're building the same ships we are, in yards meant for vessels three times the size,'' said Heinrich Kerlen, Harmstorf's managing director. ''But with all that overhead, their fixed costs are double ours.'' And Harmstorf's competitive position is likely to improve. It has spent $41 million in the last two years to increase automation, use labor more efficiently and smooth the flow of materials at its three German shipyards. False Hopes Based on Coal
+Even after skyrocketing oil prices curtailed oil shipments, the prospect of a growing trade in cheap coal, to replace costly oil, buoyed the hopes of shipbuilding officials. As the recession reduced the demand for oil, however, and a boom in coal did not materialize, bulk cargo shipments declined. So did the need for new ships.
+The Institute for the Economy of Shipping, in Bremen, said in a recent survey that the number of idle transport ships over 300 tons swelled worldwide in March to 1,460, or 6.4 percent more than in January.
+Facing a collapse of demand, the industry began closing yards and laying off workers at a dramatic pace in recent years. According to a report released in March by the Common Market, annual shipbuilding capacity in its 10 member nations dropped to 3.5 million tons in 1981, from 5 million tons 10 years earlier.
+In West Germany the number of shipyard workers plummeted to 16,500, from 47,000 in 1975. In Britain the number dropped to 25,300, from 54,500.
+At the same time, European governments pumped billions of dollars of aid into the industry, to expand the shipyards' capacity to produce the smaller specialized vessels that brought success to smaller companies like Harmstorf. Financing Guidelines Set
+More recently, with many shipyard customers (particularly in the developing countries) short on cash, financing has become the key to sales.
+Financing guidelines for the shipbuilding industry, as set within the Organization for Economic Cooperation and Development, limit loans to 80 percent of the total purchase cost and prescribe a maximum maturity of eight to 12 years at a minimum interest rate of 8 percent.
+But most European shipbuilding nations skirt these guidelines by linking financing to foreign aid agreements with developing countries that buy ships or by offering aid programs that take up the slack between the O.E.C.D. standards and the terms a shipyard can afford to offer.
+Nevertheless, industry analysts expect little respite before a general economic recovery spurs trade and lifts the demand for new ships. Common Market economists in Brussels expect an industry recovery in 1985 or 1986.
+Not everyone is optimistic, however. Harmstorf's Mr. Kerlen, fingering a Common Market chart showing production flat until 1984 and then surging up to the 1977 level by 1990, mused, ''I won't really believe it until I see it.''
+Illustration graph of European shipbuilding market by country photo of idle workerrs at Harmstorf shipyard in Flensburg",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=GROWING+SHIPYARD+PARALYSIS&title=New+York+Times&issn=03624331&date=1983-04-07&volume=&issue=&spage=D.1&au=JOHN+TAGLIABUE%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 7, 1983","''They're building the same ships we are, in yards meant for vessels three times the size,'' said Heinrich Kerlen, Harmstorf's managing director. ''But with all that overhead, their fixed costs are double ours.'' And Harmstorf's competitive position is likely to improve. It has spent $41 million in the last two years to increase automation, use labor more efficiently and smooth the flow of materials at its three German shipyards. False Hopes Based on Coal Not everyone is optimistic, however. Harmstorf's Mr. Kerlen, fingering a Common Market chart showing production flat until 1984 and then surging up to the 1977 level by 1990, mused, ''I won't really believe it until I see it.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]07 Apr 1983: D.1.",11/15/17,"New York, N.Y.",WEST GERMANY,"JOHN TAGLIABUE, Special to the New York Times",New York Times Company,,Newspapers,424624166,"United States, New York, N.Y.",English,7-Apr-83,"SHIPBUILDING, CONVERSION AND REPAIR; INDUSTRY PROFILES; SHIPS AND SHIPPING; ECONOMIC CONDITIONS AND TRENDS",New York Times,NEWSPAPER,,,,,,,
+"BUSINESS DIGEST; MONDAY, MARCH 28, 1983; International:   [Summary ]","New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-digest-monday-march-28-1983/docview/424570808/se-2?accountid=14586,"Britain may delay a major cut in its North Sea oil price until after Easter. Until then, market analysts think the British National Oil Corporation will resort to a minor price cut covering only February and March production as a delaying tactic. (Page D1.)
+Oil exporting countries such as Venezuela, Ecuador and Nigeria have begun to seek money from the International Monetary Fund and commercial banks only two weeks after the Organization of Petroleum Exporting Countries cut prices for crude oil $5 a barrel. In addition, Mexico reportedly may need at least another $2 billion in aid this year because of lost oil revenues. (D1.)
+Japan's auto companies have widely embraced automation as a tool, using it to eliminate manual labor in many of the most uncomfortable areas of the auto assembly line. (D1.)
+China will go ahead with construction of phase two of its problemridden Baoshan steel complex near Shanghai. (D3.) The Economy
+New orders for domestic machine tools totaled $98 million in February, up 6.7 percent from the month before but down 40.2 percent from the level in February 1982. The National Machine Tool Builders said foreign inventories of machine tools sold at bargain prices were threatening the domestic industry. (D1.)
+The Federal Reserve's Federal Open Market Committee will replace four of its 12 voting members today, but the effect of the change on current Fed policy is not readily apparent. (D1.) Companies
+Baldwin-United and a group of banks appeared to have failed in negotiations aimed at reaching a decision on whether to extend today's deadline for Baldwin to repay $440 million of an $800 million loan. (D4.) Today's Columns
+The Administration wants to sell marine data to the public by setting up National Oceanic and Atmospheric Agency service centers. These centers would provide data to recreational and commercial mariners for a fee. Washington Watch. (D2.)
+Two crude oil futures markets plan to open this week. They would be the first open markets in spot oil. Some market watchers believe that the markets could make domestic crude prices the benchmark. Commodities. (D8.)
+Fears that interest rates may rebound cast a pall over the credit markets last week. The Fed's Open Market Committee is expected to decide at its meeting this week how far, if at all, rates should be raised to slow growth of the money supply. Credit. (D6.)",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+DIGEST%3B+MONDAY%2C+MARCH+28%2C+1983%3B+International%3A+%5BSummary%5D&title=New+York+Times&issn=03624331&date=1983-03-28&volume=&issue=&spage=D.1&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 28, 1983","Oil exporting countries such as Venezuela, Ecuador and Nigeria have begun to seek money from the International Monetary Fund and commercial banks only two weeks after the Organization of Petroleum Exporting Countries cut prices for crude oil $5 a barrel. In addition, Mexico reportedly may need at least another $2 billion in aid this year because of lost oil revenues. (D1.) Japan's auto companies have widely embraced automation as a tool, using it to eliminate manual labor in many of the most uncomfortable areas of the auto assembly line. (D1.) Baldwin-United and a group of banks appeared to have failed in negotiations aimed at reaching a decision on whether to extend today's deadline for Baldwin to repay $440 million of an $800 million loan. (D4.) Today's Columns","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]28 Mar 1983: D.1.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424570808,"United States, New York, N.Y.",English,28-Mar-83,,New York Times,Summary,,,,,,,
+Big Loss Reported By Revere; Lilly Up,"New York Times, Late Edition (East Coast); New York, N.Y.",1983,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/big-loss-reported-revere-lilly-up/docview/424558542/se-2?accountid=14586,"Revere Copper and Brass Inc. yesterday reported a loss of $115.9 million for the fourth quarter, compared with a deficit of $1.5 million in the period a year earlier. The latest results include the assignment of $99.8 million to reserves.
+Sales fell 41.5 percent, to $118.7 million, from $202.9 million. For the year, Revere had a loss of $157.1 million, contrasted to earnings of $9.4 million in 1981. Sales dropped 31.6 percent, to $561.6 million, from $820.9 million. The decline in sales for the quarter and the year was primarily due to lower shipments of aluminum, Revere said.
+The provision for reserves in the fourth quarter included $88.3 million applicable to Revere's Scottsboro, Ala., aluminum plant, at which operations were suspended in June.
+Revere cited losses at Scottsboro when it filed for reorganization under Chapter 11 of the Federal bankruptcy laws last Oct. 27. Revere and its active subsidiaries have been operating as debtors-inpossession.
+W.F. Collins, president, said fourth-quarter results reflected an operating loss attributable to primary aluminum operations, in addition to the reserve provision. He said, however, that the company's other business segments were profitable. Eli Lilly
+Eli Lilly & Company said yesterday that fourth-quarter net income, aided by operating efficiencies and a lower tax rate, rose 15.2 percent, to $99.5 million, or $1.31 a share, from $86.4 million, or $1.14 a share, a year earlier.
+Sales edged up 1.2 percent, to $720.4 million, from $712.2 million. For the year, the Indianapolis producer of drugs and agricultural chemicals said net income increased 10 percent, to $411.8 million, or $5.42 a share, from $374.5 million, or $4.93 a share, in 1981. Sales rose 6.9 percent, to $2.96 billion, from $2.77 billion.
+Worldwide pharmaceuticals sales last year increased 13 percent, to $1.54 billion, with most of the growth in the United States, the company said.
+Lilly said annual sales of its Medical Instruments Systems division rose 17 percent, to a record $260 million. Both the company's IVAC Corporation and Physio-Control Corporation subsidiaries turned in strong performances, while sales by its Cardiac Pacemakers Inc. unit declined slightly. Cummins Engine
+The Cummins Engine Company said yesterday that fourth-quarter net income plunged 79.5 percent, to $4.2 million, or 32 cents a share, from $20.5 million, or $2.31 a share, a year earlier. Sales fell 20.5 percent, to $361.5 million, from $454.8 million.
+For the year, the maker of diesel engines said net income tumbled to $7.7 million, or 21 cents a share, from $114 million, or $13.10 a share, in 1981.
+Henry B. Schacht, chairman and chief executive officer, said the poor results reflected lower sales because of a steep decline in all major markets. Cummins, based in Columbus, Ind., said production of heavy-duty diesel trucks in North America declined 60 percent from its 1979 peak, and it added that industrial and international markets also remained weak. Ramada Inns
+Ramada Inns Inc. yesterday reported a loss of $8.9 million for the fourth quarter, compared with a loss of $1.2 million a year earlier. Revenues rose 18.8 percent, to $126.9 million, from $106.8 million.
+For the year, the Phoenix-based company said, it had a loss of $19.8 million, compared with a loss of $30.5 million in 1981. Revenues increased 31.9 percent, to $548.3 million, from $415.9 million.
+The 1981 accounts included a provision for pre-opening costs of Ramada's Atlantic City Tropicana, a loss on the sale of its securities protfolio and a provision for discontinuing its external automation services subsidiary.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Big+Loss+Reported+By+Revere%3B+Lilly+Up&title=New+York+Times&issn=03624331&date=1983-02-10&volume=&issue=&spage=D.5&au=Wiggins%2C+Phillip+H&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Feb 10, 1983","Sales fell 41.5 percent, to $118.7 million, from $202.9 million. For the year, Revere had a loss of $157.1 million, contrasted to earnings of $9.4 million in 1981. Sales dropped 31.6 percent, to $561.6 million, from $820.9 million. The decline in sales for the quarter and the year was primarily due to lower shipments of aluminum, Revere said. Revere cited losses at Scottsboro when it filed for reorganization under Chapter 11 of the Federal bankruptcy laws last Oct. 27. Revere and its active subsidiaries have been operating as debtors-inpossession. The 1981 accounts included a provision for pre-opening costs of Ramada's Atlantic City Tropicana, a loss on the sale of its securities protfolio and a provision for discontinuing its external automation services subsidiary.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Feb 1983: D.5.",11/15/17,"New York, N.Y.",,"Wiggins, Phillip H",New York Times Company,,Newspapers,424558542,"United States, New York, N.Y.",English,10-Feb-83,"COMPANY REPORTS; FINANCES; COPPER, BRASS AND BRONZE",New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; New Chief Chosen At Goodyear Tire,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-new-chief-chosen-at-goodyear-tire/docview/424511178/se-2?accountid=14586,"Charles J. Pilliod Jr. said yesterday that he would relinquish his position Jan. 1 as chief executive officer of the Goodyear Tire and Rubber Company in preparation for his mandatory retirement at age 65 next October.
+The board has elected Robert E. Mercer, 58, who has been president and chief operating officer, as vice chairman and said he would become chief executive Jan. 1. Mr. Pilliod will continue to be both chairman and the chairman of the board's executive and finance committees.
+Mr. Pilliod said he was stepping down as chief executive to assure a smooth management transition at Goodyear, which is the world's largest tire maker, with sales of more than $9 billion last year. He has been chairman and chief executive since 1974.
+Tom H. Barrett, 52, was named to replace Mr. Mercer as president and chief operating officer. Mr. Barrett has been group executive vice president for corporate manufacturing and related services.
+Stanley H. Mihelick, 53, vice president of tire and textile manufacturing, was named to succeed Mr. Barrett. Richard A. Davies, 46, will succeed Mr. Mihelick. Mr. Davies is the manager of Goodyear's Union City, Tenn., radial tire plant
+Mr. Pilliod grew up in a suburb of Akron, Ohio, where the company is based. He began work at Goodyear nearly 42 years ago as a production trainee after a lack of funds forced him to drop out of Kent State University. After serving as a B-29 bomber pilot in World War II, he held a sales staff position in the company's foreign operations.
+He served more than 25 years in Goodyear's foreign operations and lived in 10 countries, returning to Akron in 1966 as director of operations for Goodyear International. He was elected president of Goodyear in 1972.
+Goodyear was able to weather the hard times in the tire industry by pouring in $2 billion into automation and retooling for radial tires in the early 1970's. That put it in a position to compete with newcomers in the American market, including Michelin of France and Bridgestone of Japan. Also, Goodyear's network of retail stores and independent dealers helped buoy sales in the replacement market when the original equipment market slumped.
+Mr. Mercer, a native of Elizabeth, N.J., joined Goodyear in 1947 as a sales trainee after graduating from Princeton. He was named assistant to the president in 1972 and two years later became president of the Kelly-Springfield Tire Company, a Goodyear subsidiary. He became Goodyear's vice president for tire marketing in 1976.
+Illustration photo of Robert Mercer",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+New+Chief+Chosen+At+Goodyear+Tire&title=New+York+Times&issn=03624331&date=1982-12-10&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Dec 10, 1982","Goodyear was able to weather the hard times in the tire industry by pouring in $2 billion into automation and retooling for radial tires in the early 1970's. That put it in a position to compete with newcomers in the American market, including Michelin of France and Bridgestone of Japan. Also, Goodyear's network of retail stores and independent dealers helped buoy sales in the replacement market when the original equipment market slumped. Mr. [Robert E. Mercer], a native of Elizabeth, N.J., joined Goodyear in 1947 as a sales trainee after graduating from Princeton. He was named assistant to the president in 1972 and two years later became president of the Kelly-Springfield Tire Company, a Goodyear subsidiary. He became Goodyear's vice president for tire marketing in 1976.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]10 Dec 1982: D.2.",11/14/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,424511178,"United States, New York, N.Y.",English,10-Dec-82,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Market Place; Growth Curve At Wang Labs,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-growth-curve-at-wang-labs/docview/424410284/se-2?accountid=14586,"THE rocketing growth in word processor sales will wane when saturation arrives in the middle of the decade. By that time, Wang Labs may have lost its leadership in the text preparation market to International Business Machines. But most analysts are betting that Wang will not falter.
+Among them is a professional investor with lots of Wang shares who talked with the understanding that he would not be identified. He shares the industry view that growth in the market for word processors will slow to 10 or 15 percent yearly by the mid-1980's.
+He also accepts the view that word processors have been sold primarily to typists and that sales have grown by 50 to 60 percent a year because few typists worked on the machines until recent years. It is estimated that only 1 percent of typists used word processors as of three years ago.
+But the professional investor argues that the market is much larger than that. Word processors are just one segment of the office-of-thefuture market, though the market has been viewed as a ''work station business.''
+The investor concedes that is what it is today. But he thinks that in five years computer terminals generally will offer a basic solution to office automation and not just word processing.
+In the professional investor's view, terminals now on the drawing board will compute and do other tasks in addition to word processing. Wang and I.B.M. word processors perform many functions now, and prices are falling fast. Today, such fully equipped Wang and I.B.M. units cost $9,000 to $10,000 per station, down from $12,000 to $13,000 two years ago.
+Comparable word processors from such companies as Lanier, and personal computers from Apple and Radio Shack, on the other hand, cost half as much at $5,000 to $5,500, he notes.
+But there are a number of advantages in Wang, I.B.M. and other sophisticated terminals. These can be ganged or ''networked'' for unit interplay - and are adaptable for such projected office-of-thefuture jobs as sending electronic mail.
+Equally important, I.B.M. and Wang service their own equipment. The investor says few personal computer dealers are willing to respond when their customers ask for instruction or seek service for malfunctions.
+Thus, large sophisticated users - corporations, financial institutions and governments - will spend the extra money for support services and extra product line offerings available from Wang and I.B.M.
+In fact, the investor thinks Wang and I.B.M. will dominate an office-of-the-future market estimated at $10 billion within a decade, a large market relative to an estimated $3 billion market for pure word processors in that same time period.
+So Wang will continue to grow fast enough to justify buying the shares, the professional investor believes. Stephen T. McLellan, a computer analyst for Salomon Brothers, also views Wang's long-term prospects positively. On the other hand, he says that Wang at 38 1/2 is fully priced for now.
+At that price, Wang carries an earnings multiple of 17 times his June fiscal year 1983 estimate of $2.25 a share. That multiple is well above that of almost every other computer maker, he said, reflecting in part heavy institutional support of this Lowell, Mass., company.
+Daniel S. Chertoff of Sanford C. Bernstein & Company, who has completed a major study of trends in office automation and the word processor industry, argues that Wang will lose its market leadership position to I.B.M. and that Wang will suffer ''gradual but persistent erosion in its market share over the next five years.''
+His is a mildly negative comment, and he also has positive things to say about the company, calling its strategy ''intriguing and imaginative.'' He argues though that Wang's excessive emphasis on integrated systems may prove ''counterproductive'' as customers may not want to automate offices as soon as Wang is able to do this for them.
+Wang's return on equity, a key measure of profitability, stood at 27 percent in 1980 but was in the 17 percent range in 1981. It is expected to remain in the 18 percent range through 1983. Technology companies with superior prospects usually have returns on equity in excess of 20 percent.
+By another key measure of corporate good health, book value per share, Wang Labs continues to show exceptional progress. Book value per share was $3.76 a share in the June 1980 year and rose to $7.81 a share in the 1981 fiscal year, a gain of 107 percent. Book value per share is expected to reach $9.45 in the 1982 fiscal year and $12.15 in 1983 for gains of 20 percent and 28 percent, respectively.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+Growth+Curve+At+Wang+Labs&title=New+York+Times&issn=03624331&date=1982-09-29&volume=&issue=&spage=D.10&au=Metz%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 29, 1982","There are a number of advantages in Wang, I.B.M. and other sophisticated terminals. These can be ganged or ''networked'' for unit interplay - and are adaptable for such projected office-of-thefuture jobs as sending electronic mail. Daniel S. Chertoff of Sanford C. Bernstein & Company, who has completed a major study of trends in office automation and the word processor industry, argues that Wang will lose its market leadership position to I.B.M. and that Wang will suffer ''gradual but persistent erosion in its market share over the next five years.'' His is a mildly negative comment, and he also has positive things to say about the company, calling its strategy ''intriguing and imaginative.'' He argues though that Wang's excessive emphasis on integrated systems may prove ''counterproductive'' as customers may not want to automate offices as soon as Wang is able to do this for them.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 Sep 1982: D.10.",11/15/17,"New York, N.Y.",,"Metz, Robert",New York Times Company,,Newspapers,424410284,"United States, New York, N.Y.",English,29-Sep-82,OFFICE EQUIPMENT; WORD PROCESSING; DATA PROCESSING; INDUSTRY PROFILES,New York Times,NEWSPAPER,,,,,,,
+A REPROGRA MMING AT DIGITAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reprogramming-at-digital/docview/424417693/se-2?accountid=14586,"SINCE its beginnings, the Digital Equipment Corporation's marketing strategy has consisted of what the computer industry calls ''pumping iron.'' Digital simply spewed out its highly regarded minicomputers, processors, holding sales technique, worked well as long as Digital's customers were engineers, scientists, and other specialists who used such D.E.C. hardware to build their own systems.
+In fact, Digital's strategy has helped push it today into the No.2 position in the industry, second only to the International Business Machines Corporation in computer sales.
+But some analysts are concerned that ''pumping iron'' may have left Digital too musclebound to compete in the race to dominate the potentially lucrative office automation market.
+They fear that Digital's plan, announced earlier this year, to mount a major drive into the fiercely competitive personal computer arena, will pit it against rivals - some new to Digital - that have more experience in marketing and distribution.
+Those worries do not seem to faze Kenneth H. Olsen, Digital's president. ''D.E.C. intends to be the pace setter - in pricing, in performance, in quality and in attractiveness,'' he said recently in a typically reticent interview in his office, some 20 miles west of Boston in a century-old renovated textile mill on the Assabet River.
+Digital has never been known as a company that was particularly forthcoming about its plans. That, some analysts said, is a reflection of its 56-year-old president's philosophy.
+''If you reveal your strategy, then you have none,'' he said. But Mr. Olsen exuded optimism. ''The marketplace for computers is infinite,'' he said. ''Our goal is to build a quality computer first. Growth will then follow.'' But Frederic G. Withington, for example, vice president of information systems at Arthur D. Little Inc., warns that Digital's move ''from being a supplier of computer components to that of an end-user supplier'' will require that the company change ''rather basically to compete.''
+Digital's goal is to reach a vast reservoir of basically computerignorant customers - ''end users'' -those who don't have to know what makes a computer tick to make it tick.
+Heretofore, Digital's forte has been supplying other large organizations, such as the Massachusetts Institute of Technology or the Bell System, with the ''guts'' of the computer systems they were building. Digital's minicomputers, many of which, such as the VAX series, could stand on their own in many applications, were also ideal for use as building blocks.
+NOW Digital wants to sell its computers directly to smaller users. A VAX system, complete with desktop terminals, might serve the needs of a medical arts building, for example.
+This may seem a strange moment for such change in the 25-year-old company. After years when it seemed that Digital could do no wrong, it has begun to show the effects of the recession. Profits were up by about 21 percent for the fiscal year 1982, which ended July 3 - but that sounds better than it is, since the trend in recent quarters has been strongly downward, contrary to D.E.C.'s arch rivals, I.B.M., Hewlett-Packard and Wang. Some analysts on Wall Street expect the fiscal year 1983 to be a slow one for the company. One brokerage house, Morgan Stanley, even predicts a drop in earnings. Digital itself foresees a flat year.
+Moreover, Digital's usual 12-month order backlog has vanished, and a hiring freeze is in effect among the company's 65,000 employees. The company's stock has suffered, too. Though the recent market surge has driven shares to the mid-$80 range, Digital's stock was trading down by more than 50 percent from its December 1981 high of $113 a share, and bottomed out at around $60 a few weeks ago.
+But Digital, unlike many companies, takes an aggressive attitude to lean times and uses them to pump out new products and position itself in emerging growth markets. It also is an aggressive discounter when it is trying to shore up old markets or crack new ones. Digital followed that pattern during the wicked recession of the mid-1970's, by introducing the VAX system , which is now D.E.C.'s flagship product and is considered by experts to be the leading minicomputer of its type in the industry, with mainframe-like performance.
+Indeed, Mr. Olsen said, ''we are enjoying the recession,'' alluding to the company's recently developed products. But Digital may not enjoy getting into the marketing ring with such heavyweights as I.B.M., Wang, Hewlett-Packard, Data General and other companies, which are more at home there. And it will have to square off against some hungry and technologically aggressive contenders ranging from fairly young companies such as Apple, to potential giants such as the soon-to-be divested A.T.& T. unit, American Bell (now D.E.C.'s biggest customer), and Xerox. Not to mention the Japanese.
+But few doubt that Digital must go into office automation. Initially employed to do calculations, then data processing, then word processing, computers are now able to generate graphics, distribute electronic mail, create electronic files, and perform many other functions.
+Besides building computer systems that could offer these multiple activities, Digital's long-term goal is to enable all of them to be available at a single desktop computer work station. Simply by modifying the software -the computer programs that tell the machine what to do - each system could satisfy the needs of a secretary, or an executive, or an engineer. DIGITAL, and other computer makers, want to build a computer t erminal that can work independently, or which can be plugged into a l arger network of big mainframe computers.
+So lusty is the long-term outlook on information processing markets that Arthur D. Little projects a virtual doubling in size over the next five years - from $73 billion in 1981 to $125 billion in 1986, and then a doubling again five years later, reaching $230 billion by 1991.
+Despite Mr. Olsen's stated optimism, the fact is that Digital has yet to make its first shipment of its personal computer product line, although the company said it has all the orders it can handle. That line is expected to be the ''cornerstone'' of the company's assault on office automation markets, said David R. Fernald, director of marketing in Digital's Merrimack, N.H.-based Commercial Group.
+''Our objective is to own the desk of the knowledge worker,'' said Avram Miller, group manager of D.E.C.'s 300-325 computer series. Digital has also introduced a new work station built around the best-selling 32-bit VAX minicomputer intended for engineering design applications. Also in development are yet more powerful and clustered VAX computers, along with smaller, microcomputer-based VAX machines.
+Digital's new line may provoke a ''price war'' with other vendors, according to the International Data Corporation in Framingham, Mass., a market researcher.
+The low-end Digital models, the Rainbow 100 and the Decmate II, will sell for about $3,500 at retail, or about $500 below I.B.M.'s comparable model, according to I.D.C.
+To reduce manufacturing costs and inventory requirements, the keyboard and the visual display screen on the new computer series are the same for all models.
+In addition to price, another selling point that Digital is stressing concerns the new computer's compatibility. Besides having access to Digital's own vast software library, one option enables the machine to handle the thousands of programs already developed to run on Apple, I.B.M., and other personal computers.
+Digital has adopted a shotgun sales approach. ''We are going to try all channels,'' Mr. Olsen stated. Those channels include Digital's direct sales force, which has traditionally serviced large users; the Computerland chain and other retail outlets, for new customers, and the electronic distributor, Hamilton-Avnet.
+More distribution outlets are likely to be signed up. ''We'll take advantage of those that do best,'' Mr. Olsen said. Retail outlets in particular could be critical to the company's achieving its stated goal of selling 100,000 personal computers in 1983 alone. A bad omen, however, is that sales of equipment at Digital's own 25 stores ''have not lived up to expectations,'' according to analyst Adolph Monosson, who publishes ''Monosson on D.E.C.,'' a Boston-based newsletter that monitors the company. ''The stores are too limited in what they sell,'' he says. ''They carry only D.E.C. products.''
+Yet another concern among analysts, customers and even Digital's own employees, is the company's management structure. There are 18 different product groups, which can in effect be likened to 18 small companies, each competing with one another. These 18 groups, for example, ''buy into'' products developed by central engineering as each sees fit. They may also undertake individual product development programs that, in turn, may be financed by any of the other product groups as well.
+Different groups even wind up working on the same product. Mr. Olsen, however, vigorously defended this approach, which has been the norm at Digital since he and his brother, Stanley, and Harland Anderson, founded the company. He refers to it as a ''bubble up'' management philosophy whereby ''people set their own goals.''
+While Mr. Olsen argued that the ''complex'' system is responsible for Digital's success to date, some experts said it may create problems in the highly competitive environment Digital is just now entering.
+As Digital gets bigger, Mr. Monosson warns, ''this approach could cause D.E.C. to lose its ability to compete.'' Some analysts are worried that Digital will antagonize customers who must deal with this plethora of marketing units. Other companies faced with this problem have recently restructured their marketing organizations so that they present one face to customers. Even I.B.M., no slouch in the sales department, restructured.
+In advertising, too, Digital takes what many experts consider is a vacuum-tube approach. For example, where Wang buys prime-time spots on national television dramatically depicting its office automation products - in one spot lightning bolts bounced from word processor to laser printer to remote stations - Digital is content to show up on the nightly business report on public television, where exposure is limited to a quick flashing of a logo and a still photo of products.
+Mr. Olsen said: ''Why build up customer expectations when initial production (of D.E.C's personal computers) will not be sufficient to meet existing demand.'' DIGITAL SALE SYSTEM DOWN SUDBURY, Mass.
+In its determination to break into the office terminal market, Digital must do something it never has before: woo customers. There are those who say this will be a major challenge for a company that is accustomed simply to opening its order books when the telephone rings.
+The challenge is clear. This writer has had first-hand experience with Digital Equipment's approach so far to handling small business prospects. A company the writer is familiar with, situated here a few miles from Digital's headquarters in Maynard, publishes a computergraphics newsletter, and was in the market for a minicomputer.
+Inquiries to consultants and others familiar with word-processing equipment boiled the choice of word processors down to I.B.M., Wang or Digital. I.B.M.'s model was ruled out as being too costly, so calls went out to the Digital and Wang sales offices.
+''Wang was at our doorstep in no time,'' said Lisa Senio, the company's general manager. ''D.E.C. never returned our call.'' Some weeks later, a Digital product manager, after hearing this tale of seeming indifference at a picnic in Lincoln, Mass., vowed to have a salesman follow up that week.
+''But nothing happened,'' said Miss Senio. Charlie Foundyller, a small publisher located in Cambridge, Mass. who ''loves'' his Decmate I machine, purchased from a Digital computer store in Boston, urged that Miss Senio call the Boston store's manager.
+''He will even come out personally to see you,' Mr. Foundyller promised. ''But he didn't call back either,'' reported Miss Senio. When Kenneth H. Olsen, Digital's president, heard recently of the misadventure, he was apologetic.''It was wrong of us not to get back,'' he said. ''But not even a company of our size has the resources to serve everybody.''
+Illustration photo of Kenneth H. Olsen",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=A+REPROGRAMMING+AT+DIGITAL&title=New+York+Times&issn=03624331&date=1982-09-26&volume=&issue=&spage=A.1&au=graphics.%2C+STANLEY+KLEIN%3BStanley+Klein%2C+a+writer+in+Sudbury%2C+Mass.%2C+publishes+a+newsletter+on+computor&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Sep 26, 1982","''If you reveal your strategy, then you have none,'' he said. But Mr. [Kenneth H. Olsen] exuded optimism. ''The marketplace for computers is infinite,'' he said. ''Our goal is to build a quality computer first. Growth will then follow.'' But Frederic G. Withington, for example, vice president of information systems at Arthur D. Little Inc., warns that Digital's move ''from being a supplier of computer components to that of an end-user supplier'' will require that the company change ''rather basically to compete.'' More distribution outlets are likely to be signed up. ''We'll take advantage of those that do best,'' Mr. Olsen said. Retail outlets in particular could be critical to the company's achieving its stated goal of selling 100,000 personal computers in 1983 alone. A bad omen, however, is that sales of equipment at Digital's own 25 stores ''have not lived up to expectations,'' according to analyst Adolph Monosson, who publishes ''Monosson on D.E.C.,'' a Boston-based newsletter that monitors the company. ''The stores are too limited in what they sell,'' he says. ''They carry only D.E.C. products.'' ''He will even come out personally to see you,' Mr. Foundyller promised. ''But he didn't call back either,'' reported Miss Senio. When Kenneth H. Olsen, Digital's president, heard recently of the misadventure, he was apologetic.''It was wrong of us not to get back,'' he said. ''But not even a company of our size has the resources to serve everybody.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]26 Sep 1982: A.1.",11/14/17,"New York, N.Y.",,"graphics., STANLEY KLEIN; Stanley Klein, a writer in Sudbury, Mass., publishes a newsletter on computor",New York Times Company,,Newspapers,424417693,"United States, New York, N.Y.",English,26-Sep-82,"COMPANY AND ORGANIZATION PROFILES; MARKETING AND MERCHANDISING; DATA PROCESSING; REFORM AND REORGANIZATION; NEW MODELS, DESIGN AND PRODUCTS",New York Times,NEWSPAPER,,,,,,,
+BUSINESS PEOPLE; Xerox Selects Top Official In Marketing,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/business-people-xerox-selects-top-official/docview/424408562/se-2?accountid=14586,"The Xerox Corporation announced yesterday the appointment of a new president of its business systems group, a key department that markets and services its copiers and duplicators.
+The new president is Dwight F. Ryan, 46, who was also named a group vice president. He replaces Robert D. Firth, 51, as head of the business systems group, which is in Rochester.
+Mr. Firth will move to Xerox offices in Stamford, Conn., as a senior vice president on the staff of William F. Souders, an executive vice president. Also elected a senior vice president was Robert F. Reiser, 50, the company's chief strategy officer.
+Mr. Ryan has been president since 1980 of the Xerox information systems division, one of two sales and service organizations within the business systems group. He joined Xerox in 1961.
+Yesterday, he described the business systems group as ''the heartland'' of Xerox, with 30,000 people working within it. Sanford J. Garrett, an analyst with Paine Webber Mitchell Hutchins Inc., saw the changes as part of a longer-term strategy to give both men broader experience, rather than as a job-shuffling in reaction to Xerox's poor profit performance recently.
+''Both Ryan and Firth have been on a reasonably fast track in the company,'' Mr. Garrett said. ''Both are being exposed to bits and pieces -Ryan even more so than Firth - of the total operation.''
+Xerox, Mr. Garrett said, ''is in one of the most difficult situations in its history with three very serious challenges facing it'' - Japanese competition, the need to diversify significantly into office automation and to ride out the current economic weakness.
+''They've adjusted prices and are moving ahead with all of their plans to deal with the Japanese and office automation,'' he said. ''The shift now with Ryan and Firth is directed more at longer-term strategy than with anything having to do with short-term impact on the business.''
+Illustration photo of Dwight F. Ryan",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESS+PEOPLE%3B+Xerox+Selects+Top+Official+In+Marketing&title=New+York+Times&issn=03624331&date=1982-08-05&volume=&issue=&spage=D.2&au=Cuff%2C+Daniel+F&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Aug 5, 1982","''Both [Dwight F. Ryan] and [Robert D. Firth] have been on a reasonably fast track in the company,'' Mr. [Sanford J. Garrett] said. ''Both are being exposed to bits and pieces -Ryan even more so than Firth - of the total operation.'' ''They've adjusted prices and are moving ahead with all of their plans to deal with the Japanese and office automation,'' he said. ''The shift now with Ryan and Firth is directed more at longer-term strategy than with anything having to do with short-term impact on the business.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 Aug 1982: D.2.",11/14/17,"New York, N.Y.",,"Cuff, Daniel F",New York Times Company,,Newspapers,424408562,"United States, New York, N.Y.",English,5-Aug-82,APPOINTMENTS AND EXECUTIVE CHANGES,New York Times,NEWSPAPER,,,,,,,
+Market Place; T he Bargains In Technology,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/market-place-bargains-technology/docview/424376989/se-2?accountid=14586,"IN better times, would-be investors in high-technology shares complain that the high price-earnings ratios commanded by the group dim hopes of stock market gains. But in this era of bargain prices, these issues are selling at lower multiples relative to growth prospects than other shares.
+Yet, few investors seem to notice. A recent comment on investor attitudes during bear markets has particular relevance for the group. In the latest issue of ''The Shopping List,'' Oppenheimer & Company's Norman Weinger and E. Michael Metz write:
+''Equities are a unique commodity. Demand is stimulated by high and rising prices, while buyers virtually desert the bazaar'' when there are ''bargain sales at distress prices.''
+Look at the new Hambrecht & Quist index of 114 high-technology stocks. As of yesterday, the index was off 37 percent from May 1981. But at the present level, the index is up 435.76 percent from the 100 level assigned to it in December 1973.
+Karen Mulvany of the research department of the San Francisco-based firm mentioned several examples of rapidly growing companies that are selling at dramatically reduced multiples today.
+Consider, for example, NBI Inc., a producer of word processing systems. This company, with sales of $88 million in its most recently reported 12 months, is experiencing growth in sales and earnings of 50 percent. But the shares are selling at a price-earnings ratio of 10 times the earnings anticipated for NBI in the 1983 calendar year.
+In May 1981, this Big Board company's shares sold at a priceearnings ratio of 24 times earnings in the 1982 calendar year. Remarkably enough, the growth prospects for this company remain intact.
+Paradyne, a company that makes high-speed modems, which permit data communications by telephone line, and networking equipment, which allows data communication between computer systems, sold last May at 25 times 1982 earnings. Now Paradyne sells at 11 times the earnings anticipated for 1983. Again, no change in prospects with 45 percent growth widely expected.
+Computer Consoles, a builder of ''fail-safe'' computer systems for telephone companies and office automation users, sold at 21 times 1982 estimates in May 1981. The shares currently sell at 11 times 1983 estimates.
+Rohm, which ran into difficulties getting out its CBX telephone system designed for private users for internal switching of telephone calls, carried a price-earnings ratio of 23 times 1982 earnings in May 1981. The shares are currently selling at 9 times Hambrecht & Quist's estimate for the calendar year 1983. Hambrecht believes Rohm has prospects for 30 percent growth in sales and earnings over the next five years.
+Stephen C. Dube of Dean Witter Reynolds calls the Digital Equipment Corporation, the minicomputer maker, the most notable example of changed perceptions relative to a ''minimal'' change in fundamentals.
+He notes that Digital Equipment sold at about 110 in mid-1982 and is selling at 65 today for a drop in the multiple to 8.5 from 15. He thinks that growth following the recession should be 20 to 30 percent for five years.
+Wang Laboratories (the publicly traded B shares) sold at a multiple of 30 times calendar estimates for 1981 and at the current price of 27, Wang is selling at 12.5 times earnings.
+Mr. Dube said that almost no one questioned the long-range prospects for these two companies. ''It is the economic overhang that hurts,'' he said.
+A glance at the stock tables turns up other examples. Computervision had carried one of the highest multiples of any stock, at upward of 30 in mid-1981. The price-earnings ratio is 18. Computervision's growth is slowing from the spectacular rates of the past 10 years, but still surpasses that of most companies. Some estimate it at 28 percent compounded for several years to come.
+Tandem Computer, which experienced what some believe to be a temporary earnings setback recently, had sold at a price-earnings ratio of 36 and now sells at 17.
+Electronic Memories and Magnets, which sold at an average priceearnings ratio of 59 in 1981, now sells at 24. There has been no marked change in prospects.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=Market+Place%3B+The+Bargains+In+Technology&title=New+York+Times&issn=03624331&date=1982-07-29&volume=&issue=&spage=D.6&au=Metz%2C+Robert&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jul 29, 1982","Yet, few investors seem to notice. A recent comment on investor attitudes during bear markets has particular relevance for the group. In the latest issue of ''The Shopping List,'' Oppenheimer & Company's Norman Weinger and E. Michael Metz write: ''Equities are a unique commodity. Demand is stimulated by high and rising prices, while buyers virtually desert the bazaar'' when there are ''bargain sales at distress prices.'' Computer Consoles, a builder of ''fail-safe'' computer systems for telephone companies and office automation users, sold at 21 times 1982 estimates in May 1981. The shares currently sell at 11 times 1983 estimates.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]29 July 1982: D.6.",11/14/17,"New York, N.Y.",,"Metz, Robert",New York Times Company,,Newspapers,424376989,"United States, New York, N.Y.",English,29-Jul-82,DATA PROCESSING; STOCKS AND BONDS; INVESTMENT STRATEGIES,New York Times,NEWSPAPER,,,,,,,
+TECHNOLOGY ADDS JOBS IN STATE,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/technology-adds-jobs-state/docview/424357407/se-2?accountid=14586,"New York State's economy is going through a profound transition away from the brawn of steel mills, locomotive works and shipyards into the brainy world of biomedical engineering, data processing and microelectronics.
+The shift from traditional manufacturing is accelerating. Officials say this spring marks the first time that more than half the state's 1.5 million manufacturing workers - 51.8 percent - are in jobs directly involving high-technology goods and services.
+''High technology is begetting new companies in New York almost daily,'' said George G. Dempster, Commissioner of the State Commerce Department, which is seeking to capitalize on the shift to more sophisticated products through its ''Made in New York'' advertising campaign.
+Mr. Dempster said the state, after a sharp drop in jobs in the early 1970's, had gained 451,000 jobs since 1975. Of new jobs, he said, 47,000 were manufacturing jobs in such fields as the production of electrical equipment and instruments. And 415,000 new jobs were in service industries and the fields of finance and insurance, he said, with a substantial but unknown percentage of these in such fields as data processing and computer operation.
+The march toward high technology has been helped by a steady stream of ideas from the science and engineering departments of the state's colleges and research laboratories, as well as aid from Governor Carey and the State Legislature in upgrading state engineering schools and technical centers.
+The state is speckled with projects associated with advanced technology. This year alone, a variety of projects have been started, including these:
+- In Troy, a state-sponsored Center for Industrial Innovation, using $65 million from state and corporate sources.
+- In Ithaca, a $40 million Biotechnology Institute at Cornell University that would do profit-making contract work for industry.
+- In Rochester, High Technology of Rochester Inc., a new 138-acre research park being started along the Genesee River by the Rochester Institute of Technology and the University of Rochester.
+- In Greenbush, the Rensselaer Technology Center, a research park on 1,200 acres along the Hudson being started by Rensselaer Polytechnic Institute.
+- On Long Island, the transfer of Central Islip State Hospital to the Town of Islip, which will allow the New York Institute of Technology to develop some of the 800 acres into a research park and perhaps a campus.
+An alphabet soup of newly minted companies is emerging from this technological transition; it runs from Algorex Data Corporation, Astrocom Electronics Inc. and Astronics, for example, through Hilltronics Corporation, Magnatag Products Inc., Microphase Corporation, Macrodyne Industries, Starlight Components Inc., Vernitron Corporation, Zebrac Equipment Inc. and Zorgraphos Designs Inc.
+Of the 13 metropolitan areas that the Census Bureau has defined in the state, the four with the lowest unemployment rate are those most closely linked with high-technology goods and services: Nassau and Suffolk Counties, Poughkeepsie, Albany-Schenectady-Troy and Rochester. Rochester's Jobless Rate Drops
+While unemployment rates nationally have been inching upward past 9 percent, those of the Rochester area have been falling to about 6 percent, partly because of the successes of its bellwether employer, Eastman Kodak. New York State's jobless rate last month was 8.2 percent, according to the Federal Bureau of Labor Statistics.
+''If it weren't for Eastman Kodak and the other high-tech companies here, Rochester would be another Buffalo,'' said one official of the State Department of Labor.
+Buffalo is the prime example of a declining industrial area, with the closing of many of its steel mills. Elsewhere in the state, shipyards have closed in Brooklyn, and the production of heavy locomotives has fallen off in Oneonta and Schenectady. Kodak's Work Force Rising
+Last year employment at Eastman Kodak's facilities in the Rochester area rose by 6,200, to almost 60,000, the largest yearly increase in the company's 101-year history. Buoyed by the success of its new disk camera plus new lines of films and analytic equipment, the corporation is continuing to hire professional engineers and such skilled workers as tool and die makers.
+Yet corporate Rochester also features such household names as the American Optical Corporation, Bausch & Lomb, the Harris Corporation, the Singer Company, Stromberg-Carlson and Xerox.
+''High-tech jobs provide the bread and butter of this city, and as proof of Rochester's appeal, the companies here had 120,000 job applicants last year,'' said John D. Hostutler, president of the local Industrial Management Council.
+Mr. Hostutler enumerated a dozen corporate success stories in the Monroe County area, including that of Sykes Datatronics Inc., which started about 15 years ago in the production of peripheral equipment for the storage of information, such as floppy disks and cassettes. A Change Brings More Sales
+In the 1970's the company moved aggressively into the field of ''intelligent'' data terminals, which play a central role in microprocessor systems for information interpretation and data communications. Yearly sales have spurted from $3 million in 1976 to $50 million, and jobs from 100 to 700.
+When the General Dynamics Corporation moved to the West Coast a decade ago, Edward D. McDonald declined a transfer. Instead, he founded Edmac Associates. Today the company, a maker of antisubmarine-warfare and navigation equipment, is a booming defense contractor, selling $5 million worth of products to the armed forces last year.
+Sideband Technology makes small communications systems, Tropel makes optical systems and lasers, Detection Systems makes burglar alarms and Computer Consoles makes hardware for the electronics industry. All are relatively new companies here.
+''Rochester has 51 small high-tech firms, and we're trying to help spawn more of them,'' said Dr. Richard Rose, president of the Rochester Institute of Technology. Need for Skilled Trades Workers
+Dr. Rose pointed out that in addition to graduating scientists and engineers, institutions such as his university's School for Applied Industrial Studies, the Rochester Machining Institute and the Vocational and Technical High School here were graduating young people in skilled trades such as tool and die making.
+''What New York needs is less a pool of labor than a pool of talented people,'' Dr. Rose said, adding that the State Legislature ''is just beginning to realize that nowhere is it ordained that the state must always be prosperous, and is doing something about it.''
+To aid the trend toward high technology, the State University system is expanding the engineering curriculums into four-year programs at its Binghamton campus and the Agriculture and Technical College at Farmingdale, L.I. Full four-year engineering courses are also to be offered by the New York Institute of Technology, a private school in Old Westbury, L.I. The aim is to meet a worsening shortage of engineers, which is expected to be 20,000 on Long Island alone by 1990.
+Other legislation will create so-called centers of technology excellence at selected universities, using state funds to endow chairs and fellowships and thus to improve the faculty, from which many new ideas come. Helping Robots to See
+Syracuse University, as an example, developed a new ''smart sensor'' to enable industrial robots to see what they are doing. This technology is being exploited by a division of General Electric and a new company, Deft Laboratories, both in Syracuse.
+The breadth and depth of technological developments around the state recently has led to the publication of a magazine titled Technology NY, which is seeking to track the innovations. Robert W. Vogel, a technical writer and former newspaperman, and Lynn M. Holley, director of public affairs at Rensselaer, are publishing the premier issue this month.
+''We took a long look at what was going on around the state and found that few people had awoken to the massive technological turnaround,'' Miss Holley said. ''We intend to try.''
+Miss Holley and others have noted that technological development in New York has been hampered for years by infighting among the geographical, political, corporate and academic centers of power. A Need for Direction
+''Long Island was fighting New York City, upstate was fighting downstate, there was no attempt until recently to bring even a limited amount of direction to the high-technology advances around the state,'' she said.
+The Center for Industrial Innovation in Troy, as an example, was nearly wrecked by political squabbles between the Governor and the leaders of the Senate and the Assembly.
+High state corporate and income taxes have been widely charged with dampening industrial expansion, and one study conducted two years ago by Alexander Grant & Company ranked New York 46th in overall business climate and last in growth of financial, insurance and realestate jobs.
+There have been some reverses. George Low, former head of the Apollo program and now president of Rensselaer, has been one of those extolling high technology as the state's future and spurring the development of embryo companies. Company Moves Out of State
+Raster Graphics, one such company started on the Rensselaer campus by graduate students with his guidance, recently moved to a Boston suburb over Mr. Low's strenuous objection.
+Despite such setbacks, most state and academic officials view high technology as the beacon of future development of New York's industry.
+''High technology is a very big part of the future here, if not the dominant force in the state,'' said Lillian Roberts, who, as Industrial Commissioner, heads the State Department of Labor.
+Yet Mrs. Roberts warned that the state was facing a critical shortage of skilled workers while needing fewer unskilled ones. ''A high-technology economy demands more highly skilled people and at the same time eliminates unskilled workers through automation,'' she said. ''One major choice facing the state is either investing in retraining or facing a higher welfare burden from the unemployed.''
+''We should start by upgrading community colleges, as an example,'' she added, ''but we should start now if the boom in high technology is going to continue.''
+Illustration photo of worker at Eastman Kodak Company",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TECHNOLOGY+ADDS+JOBS+IN+STATE&title=New+York+Times&issn=03624331&date=1982-06-20&volume=&issue=&spage=A.1&au=RICHARD+D.+LYONS%2C+Special+to+the+New+York+Times&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 20, 1982","''High technology is begetting new companies in New York almost daily,'' said George G. Dempster, Commissioner of the State Commerce Department, which is seeking to capitalize on the shift to more sophisticated products through its ''Made in New York'' advertising campaign. ''We took a long look at what was going on around the state and found that few people had awoken to the massive technological turnaround,'' Miss [Lynn M. Holley] said. ''We intend to try.'' Yet Mrs. [Lillian Roberts] warned that the state was facing a critical shortage of skilled workers while needing fewer unskilled ones. ''A high-technology economy demands more highly skilled people and at the same time eliminates unskilled workers through automation,'' she said. ''One major choice facing the state is either investing in retraining or facing a higher welfare burden from the unemployed.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]20 June 1982: A.1.",11/15/17,"New York, N.Y.",NEW YORK STATE UNITED STATES,"RICHARD D. LYONS, Special to the New York Times",New York Times Company,,Newspapers,424357407,"United States, New York, N.Y.",English,20-Jun-82,ECONOMIC CONDITIONS AND TRENDS; UNEMPLOYMENT AND JOB MARKET; LABOR; SCIENCE AND TECHNOLOGY,New York Times,NEWSPAPER,,,,,,,
+TALKS OVER COSTS FOR DAILY NEWS ARE BROKEN OFF,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/talks-over-costs-daily-news-are-broken-off/docview/424329805/se-2?accountid=14586,"Talks on cutting labor costs at The Daily News were broken off abruptly yesterday afternoon. The unions said they wanted to bargain over a wage freeze and a five-year contract, proposals that the man who wants to own the paper is demanding as nonnegotiable items.
+''The conditions that presently exist do not permit us to pursue these negotiations,'' said Edward Silver, the chief bargainer for the would-be owner, Joe L. Allbritton. Mr. Silver had met with the unions for three hours in the morning and, after a two-hour lunch break, returned to Automation House, at 49 East 68th Street, to tell them Mr. Allbritton's decision.
+Mr. Allbritton, a Texas financier, has said that the unions must agree to $70 million in immediate cuts by midnight Sunday if he is to acquire the paper. Yesterday's break left both sides with little bargaining room and only three days to meet the deadline.
+The News's owner, the Tribune Company of Chicago, has said it will shut the paper if there is no deal between the unions and Mr. Allbritton, whose option to take over the paper expires April 30. The Tribune Company has not publicly set a date for a shutdown of The News, which has a circulation of 1.5 million copies a day and a fulltime work force of 3,800. Request to Murdoch
+Amid a spate of angry statements from union leaders, Bertram A. Powers, the head of the printers' union and a powerful force in labor councils in the past, said he had asked Rupert Murdoch, the owner of The New York Post, to submit a formal offer to acquire The News. Mr. Murdoch had said last week that he would be willing to do so, despite the financial risks and the antitrust problems such a move would pose.
+The Associated Press reported that Mr. Murdoch said yesterday afternoon that he would make a formal bid ''as good as Mr. Allbritton's or better'' if the Allbritton option lapsed. Mr. Powers said he would sue the Tribune Company if it refused to sell the paper to Mr. Murdoch, who has spent tens of millions of dollars on The Post in an effort to overtake The News.
+Theodore W. Kheel, the mediator and adviser to the unions, said Mr. Murdoch had telephoned him Wednesday night. Mr. Kheel insisted, however, that he had not proposed that the publisher come forward again in the current talks. ''To talk with him is not to negotiate with him,'' Mr. Kheel said.
+The issue on which the talks foundered was the insistence by bargainers for Mr. Allbritton that the unions forgo a $36-a-week wage increase that came due March 31 and a $37 raise next March. They calculated that the freeze would save $7 million the first year, $15 million the second and nearly $70 million over the next five years.
+George McDonald, head of the Allied Printing Trades Council, an umbrella group for the 11 newspaper unions, said the council wanted the right to propose alternatives that would save as much money. The unions also wanted to look at the income and revenue projections for The News, saying they were not sure the paper faced the kinds of deficits Mr. Allbritton has described.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=TALKS+OVER+COSTS+FOR+DAILY+NEWS+ARE+BROKEN+OFF&title=New+York+Times&issn=03624331&date=1982-04-23&volume=&issue=&spage=B.3&au=Friendly%2C+Jonathan&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,B,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Apr 23, 1982","''The conditions that presently exist do not permit us to pursue these negotiations,'' said Edward Silver, the chief bargainer for the would-be owner, Joe L. Allbritton. Mr. Silver had met with the unions for three hours in the morning and, after a two-hour lunch break, returned to Automation House, at 49 East 68th Street, to tell them Mr. Allbritton's decision. The Associated Press reported that Mr. [Rupert Murdoch] said yesterday afternoon that he would make a formal bid ''as good as Mr. Allbritton's or better'' if the Allbritton option lapsed. Mr. [Bertram A. Powers] said he would sue the Tribune Company if it refused to sell the paper to Mr. Murdoch, who has spent tens of millions of dollars on The Post in an effort to overtake The News.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]23 Apr 1982: B.3.",11/14/17,"New York, N.Y.",,"Friendly, Jonathan",New York Times Company,,Newspapers,424329805,"United States, New York, N.Y.",English,23-Apr-82,"NEWSPAPERS; MERGERS, ACQUISITIONS AND DIVESTITURES; LABOR; CONTRACTS; NEWS AND NEWS MEDIA; WAGES AND SALARIES",New York Times,NEWSPAPER,,,,,,,
+REACTION IS MIXED ON AVIATION PLAN,"New York Times, Late Edition (East Coast); New York, N.Y.",1982,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/reaction-is-mixed-on-aviation-plan/docview/424301660/se-2?accountid=14586,"On Jan. 28, J. Lynn Helms, the former test pilot who heads the Federal Aviation Administration, put forward an all-encompassing plan for modernizing the nation's system of air traffic control, starting as soon as possible, at a cost of up to $15 billion by the year 2000.
+Since the airline industry would have to pay most of the bill through increased taxes on fuel and tickets, the initiative has been greeted with a good deal of caution.
+But, in a recent interview, Mr. Helms said he was optimistic about winning approval for the plan, which was based on analyses begun long before the air traffic controllers' strike began last August. Hearings on the proposal are expected to begin in Congress soon.
+Mr. Helms said he was receiving considerable encouragement from representatives of airlines and others who would be burdened by the new taxes.
+A group notably not encouraging Mr. Helms, however, has been the Aircraft Owners and Pilots Association, which has complained that in many ways he was ''asking us to buy a pig in a poke.'' Since the 225,000-member organization has displayed enormous political power over the years, it could be a serious stumbling block to enacting the program in the form the Reagan Administration wants. High-Priority Need Seen
+Mr. Helms views his plan as a high-priority national need. If the modernization plan is not adopted now, the 56-year-old official said, ''by 1988, planes will start sitting on the ground because there will be no capacity to get out.''
+He also insists that the overhaul is urgent if the United States is to retain its pre-eminence in aviation and avert further erosion of its vital favorable trade balance in aviation exports.
+''The slack time during which we could delay has been used up,'' Mr. Helms said. The aging computers used in traffic control, he stressed, do not have the information-handling capacity, speed and sophistication needed to cope with traffic growth.
+The Helms blueprint for change is a thick, brown-covered book on which he asked his staff to begin work a year ago, expanding on preliminary studies undertaken in the Carter Administration. Strike Spotlighted Problem
+While the plan would have emerged even if the controllers had not struck, the walkout, by spotlighting the system's dependency on labor, has made the case for sweeping change more persuasive, the aviation agency says.
+The plan involves replacing 1960's-vintage computers, which are not only technologically antiquated but increasingly hard to maintain. The new computers would incorporate great advances in capacity, speed, reliability and ease of maintenance.
+The plan also calls for upgrading radar and improving radio aids to navigation. It calls for overhauling communications, emphasizing equipment that would automatically send traffic instructions and weather data to television-like displays in cockpits of selected planes. And it involves consolidation, so that the number of major traffic control centers drops from about 200 to about 60 by the turn of the century.
+The proposed taxes to finance the program include an increase in the current 4-cent-a-gallon tax on ordinary aviation gas to 12 cents immediately and, in 2-cent annual increments, to 20 cents. The proposals also include a new 14-cent-a-gallon tax on jet fuel, with increases to 22 cents, and a rise in the current 5 percent tax on domestic airline tickets to 8 percent. Pilots and Owners 'Shocked'
+The Aircraft Owners and Pilots Association issued a statement saying it was ''shocked'' by the proposed 20-cent tax on ordinary fuel. The group said the tax package would raise far more money than needed to modernize traffic control, although no estimates have been offered yet.
+The association also argued that users should not pay the entire bill, in any case, since a healthy aviation system benefits the nation as a whole.
+Most other elements of the industry have been more receptive to Mr. Helms's proposal, while reserving judgment on the details of financing.
+The airlines believe that the blueprint is ''certainly a positive step,'' said Daniel Z. Henkin, spokesman for the Air Transport Association. ''But they will insist that taxes be no higher than necessary to pay the cost of the new system.''
+John H. Winant, president of the National Business Aircraft Association, was quoted by a spokesman as saying, ''This is the first time an F.A.A. administrator has pulled everything together into a comprehensible document. But we are a little concerned about the methods of funding.'' 'A Number of Unknowns'
+Kingsley G. Morse, president of the Regional Airline Association, issued a statement strongly supporting the plan but warning, ''There are a number of unknowns associated with the F.A.A. proposal, including its total price tag.''
+Some critics of the aviation agency ask why the nation cannot extend the life of the existing system by adding computers and people.
+Mr. Helms's answer is that this approach would mean expanding the controller force from about 10,000 people now to 28,000 by 1990, and that this would still not produce the advances in capacity and safety that could be readily obtained by other means.
+''With our proposed new levels of automation,'' Mr. Helms said, ''we'll do the job with 9,500 controllers and relieve them of moment-to-moment decision-making. They'll be able to take an executive overview.''
+In sum, he said, ''A simple extension of what we have done in the past just won't hack it.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=REACTION+IS+MIXED+ON+AVIATION+PLAN&title=New+York+Times&issn=03624331&date=1982-03-14&volume=&issue=&spage=A.35&au=Witkin%2C+Richard&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Mar 14, 1982","The airlines believe that the blueprint is ''certainly a positive step,'' said Daniel Z. Henkin, spokesman for the Air Transport Association. ''But they will insist that taxes be no higher than necessary to pay the cost of the new system.'' John H. Winant, president of the National Business Aircraft Association, was quoted by a spokesman as saying, ''This is the first time an F.A.A. administrator has pulled everything together into a comprehensible document. But we are a little concerned about the methods of funding.'' 'A Number of Unknowns' ''With our proposed new levels of automation,'' Mr. [J. Lynn Helms] said, ''we'll do the job with 9,500 controllers and relieve them of moment-to-moment decision-making. They'll be able to take an executive overview.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]14 Mar 1982: A.35.",11/15/17,"New York, N.Y.",,"Witkin, Richard",New York Times Company,,Newspapers,424301660,"United States, New York, N.Y.",English,14-Mar-82,AIR TRAFFIC CONTROL; ACCIDENTS AND SAFETY; REFORM AND REORGANIZATION,New York Times,NEWSPAPER,,,,,,,
+BUSINESSMEN ARE CRITICAL,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/businessmen-are-critical/docview/424129233/se-2?accountid=14586,"Representatives of business organizations yesterday criticized President Reagan's decision to withdraw some of his previously proposed changes in depreciation laws in order to win support for his proposal for personal income tax cuts over three years.
+John M. Albertine, president of the American Business Conference Inc., said after a briefing at the Treasury Department in Washington that ''the business community is very unhappy,'' although ''any version of the President's basic proposal'' would be preferable to present law.
+And Cliff Massa, a vice president of the National Association of Manufacturers, said the N.A.M. and other groups ''are not going to step away'' from lobbying for the depreciation speed-up ''as originally introduced.''
+''A breach of faith with the business community,'' was the way Richard Rahn, chief economist of the United States Chamber of Commerce, described the changes in the tax proposal after the Treasury briefing.
+Business executives around the nation, asked for reaction in telephone interviews last night, reacted more mildly, saying that they needed more information to assess the impact.
+''It does at first blush appear to involve some substantial changes from the program we have been looking at,'' said Theodore Brophy, chairman of the General Telephone and Electronics Company. ''But I have seen nothing in writing and little in the way of details. I need a chance to study it.''
+In yesterday afternoon's introduction of its revised proposal, the Administration did not go into detail on the portions of greatest interest to business. The revised package would lengthen the proposed period for depreciation of owner-occupied buildings from 10 years to 15. It also limits the value of declining balance depreciation, a form of accelerated depreciation used for some assets, by cutting back the maximum depreciation allowed in the first years.
+However, in dropping plans to allow building write-offs in 10 years, the Administration continued to back the more broadly supported proposals to depreciate vehicles in 3 years and equipment in 5. There was some indication that the building proposal, which some criticized as overly generous to real estate interests, was not a high priority for many businessmen.
+''My main interest is in depreciation as it applies to machinery and equipment,'' said John V. Roach, president and chief operating officer of the Tandy Corporation. ''Automation of industry is what needs to be encouraged. I was not happy with the original proposal in that regard because it did not go far enough.''",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=BUSINESSMEN+ARE+CRITICAL&title=New+York+Times&issn=03624331&date=1981-06-05&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 5, 1981","John M. Albertine, president of the American Business Conference Inc., said after a briefing at the Treasury Department in Washington that ''the business community is very unhappy,'' although ''any version of the President's basic proposal'' would be preferable to present law. ''My main interest is in depreciation as it applies to machinery and equipment,'' said John V. Roach, president and chief operating officer of the Tandy Corporation. ''Automation of industry is what needs to be encouraged. I was not happy with the original proposal in that regard because it did not go far enough.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]05 June 1981: D.2.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424129233,"United States, New York, N.Y.",English,5-Jun-81,LAW AND LEGISLATION; TAXATION; TAX CREDITS,New York Times,NEWSPAPER,,,,,,,
+SONY A 'GLAMOUR' STOCK AGAIN,"New York Times, Late Edition (East Coast); New York, N.Y.",1981,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/sony-glamour-stock-again/docview/424102883/se-2?accountid=14586,"The Sony Corporation, whose stock was spurned by American investors through the late 1970's, today has regained its once-lustrous image as a coveted issue.
+A surge in profits last year, a firm foothold in the video market and some promising new-product offerings have combined to give Sony what Wall Street brokers are fond of calling ''glamour,'' Indeed, the last time Sony has possessed such stature was more than a decade ago, when its Trinitron entry was rushing ahead in the color television market.
+''The American investor is starting to realize that Sony is more than a high-quality television producer,'' said Mark Hassenberg, an analyst for Donaldson, Lufkin & Jenrette. ''People are beginning to view Sony as a multinational, high-technology corporation.''
+A few numbers illustrate Sony's comeback after a few difficult years. Since the beginning of April 1980, the holdings of Sony American depositary receipts, or A.D.R.'s - each equal to one share of the company's stock and in effect the equivalent of the Japanese stock certificate - have climbed more than sixfold. By the end of April 1981, the A.D.R. holdings had jumped to 77.5 million. That represents about 34 percent of Sony's stock, compared with less than 6 percent just 13 months earlier. Price Up Sharply
+Over the same period, the price of Sony's A.D.R.'s, sold on the New York Stock Exchange, has tripled. And nearly every day for months, Sony stock has traded heavily. Yesterday, it was the most actively traded issue, rising 1 3/4, to 23 1/8.
+To be sure, Sony's rise has been a relatively recent development. During most of the late 1970's, the company lost market share and earnings faltered because of the strengthening of the yen and a paucity of significant new products.
+Moreover, Sony's marketing efforts have sometimes fizzled. For example, it introduced a desk-top calculator about a decade ago just as competitors came out with low-priced, pocket-sized models. Sony took the product off the market after two years.
+Today, however, the mention of Sony's name elicits little but praise and optimism from Wall Street analysts. Behind every glamour stock, there is, in Wall Street parlance, a ''concept'' - namely, a brief but appealing description of the company's position and its strategy. Two key elements are attracting investors to Sony's stock, analysts say.
+First and most important, they explain, it appears that the 1980's will be a boom decade in the consumer electronics industry, and Sony should be one of the principal beneficiaries. Second, Sony is apparently moving forcefully beyond its traditional consumer lines, into the office automation market.
+As a first step, Sony introduced last December an office word processor and a three-pound portable text-editing terminal, called the Typecorder. Company officials have said that by 1985 they want one-third of Sony's business to come from nonconsumer electronics. Growth 'Still Ahead'
+In consumer electronics, some of the new products, such as Sony's Betamax videotape recorders, are just beginning to be bought with gusto. ''Almost all of the growth and glamour from this product cycle is still ahead of Sony,'' Ty Govatos, an analyst for Bache Halsey Stuart Shields Inc., told institutional clients last month.
+Other lines, such as digital recording and miniature video cameras, have just been put on display. In the latter group, some items will not be on the market for a few years.
+Taken collectively, these developments represent the wholesale application of modern semiconductor technology to the consumer electronics field.
+Other companies, too, are well positioned to reap the rewards of the anticipated boom in consumer electronics -especially another Japanese powerhouse, the Matsushita Electric Industrial Company Ltd. So, fueled by the attraction of consumer electronics and heightened interest in Japanese stocks generally, American investors have also been buying Matsushita's A.D.R.'s with abandon in recent months. 'It's Been Crazy'
+The price of Matsushita A.D.R.'s, for instance, has about doubled in 1981, to 76. ''I myself have been very surprised by the sharp rise,'' said Jun Honda, the United States representative in Matsushita's securities department. ''It's been crazy.''
+Still, among Japanese companies, Sony is ''probably the name American investors feel most comfortable with,'' said Katherine M. Stolts, an analyst for Morgan Stanley & Company.
+The kinship that American investors feel for this Japanese company has to do with its history and hybrid corporate culture - an amalgam of Japanese and American skill, both in management and marketing.
+In Japan, Sony was one of the entrepreneurial, corporate upstarts that emerged after World World II. It plunged with considerable zest into new product areas and foreign markets. Most of all, Sony came to America with its wares and in 1972 became the first Japanese company to build a major manufacturing plant in the United States. A Symbol of Quality
+''Sony has been the pioneer in giving Japanese products a highquality image,'' said Michael Y. Yoshino, a professor at the Harvard business School. ''Sony is the symbol.''
+During a recent interview at Sony's Manhattan offices, Kazuo Iwama, president of the parent company, and Kenji Tamiya, executive vice president and chief operating officer of its American subsidiary, discussed Sony's strategy, its new-product moves and its diversification approach.
+Throughout the interview, Mr. Iwama, who has been with Sony since its founding 35 years ago, stressed that the developments now stirring investment excitement were partly the result of corporate patience - a patient approach to markets and patient money, invested steadily in good years and bad.
+For example, Sony's research and development spending has grown without pause from $98.3 million in 1976 to a projection of nearly $300 million in the fiscal year 1981, ending Oct. 31. Surge in 1980 Profits
+Only in 1980 did such spending really increase earnings. Sony's net income quadrupled last year, to $325.3 million, on worldwide revenues of $4.2 billion. Some of the 1980 gain was attributable to foreign currency translations, an effect that will be reversed this year. Thus most analysts predict that profits will flatten out in 1981. However, Sony's Wall Street followers predict that its earnings over the next five years will advance by 15 to 30 percent annually.
+Mr. Iwama views Sony's move into office products a bit differently than some analysts. ''I hate the phrase office automation,'' the 62-year-old executive said. ''We are not entering the office products market per se.''
+Mr. Iwama refers to the Typecorder as an example. It can be used, he said, in the office, at home or while traveling. But most of all, he added, it is a stand-alone, miniaturized, personal product that employs microelectronic and electromagnetic technology.
+Moreover, Mr. Iwama suggests that Sony is considering an entry in the computer market. ''But even for the computer, we're looking at the home computer,'' he said.
+Indeed, Sony executives view much of their recent new-product activity in the same vein. ''Office and home use were once distinct and separate,'' Mr. Tamiya said. ''Those distinctions are now blurring. And that's the area where we have the technological expertise and the marketing expertise to be very strong.''
+Illustration graph of Sony sales graph of Sony net income graph of Sony stock price graph of Sony trading volume",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=SONY+A+%27GLAMOUR%27+STOCK+AGAIN&title=New+York+Times&issn=03624331&date=1981-05-15&volume=&issue=&spage=D.1&au=Lohr%2C+Steve&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Company May 15, 1981","The price of Matsushita A.D.R.'s, for instance, has about doubled in 1981, to 76. ''I myself have been very surprised by the sharp rise,'' said Jun Honda, the United States representative in Matsushita's securities department. ''It's been crazy.'' Mr. [Kazuo Iwama] views Sony's move into office products a bit differently than some analysts. ''I hate the phrase office automation,'' the 62-year-old executive said. ''We are not entering the office products market per se.'' Indeed, Sony executives view much of their recent new-product activity in the same vein. ''Office and home use were once distinct and separate,'' Mr. [Kenji Tamiya] said. ''Those distinctions are now blurring. And that's the area where we have the technological expertise and the marketing expertise to be very strong.''","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]15 May 1981: D.1.",11/14/17,"New York, N.Y.",,"Lohr, Steve",New York Times Company,,Newspapers,424102883,"United States, New York, N.Y.",English,15-May-81,COMPANY AND ORGANIZATION PROFILES; ELECTRONICS,New York Times,NEWSPAPER,,,,,,,
+EXECUTIVE CHANGES,"New York Times, Late Edition (East Coast); New York, N.Y.",198 1,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/executive-changes/docview/424088283/se-2?accountid=14586,"Beaumont State Bank, Dallas, has named Ronald L. Parrish chairman and chief executive officer. -Chemical New York Corp. and Chemical Bank have named Alan H. Fishman executive vice president-finance.
+-Dayton Power and Light announced that Peter H. Forster, executive vice president, had been given the additional responsibility of chief operating officer; Steven G. Smith was named vice presidentengineering and purchasing, John R. Dill vice president-corporate staff administration, Paul R. Anderson controller and Allen M. Hill treasurer. -Franklin Society Federal Savings and Loan has elected to its board Daniel E. Emerson, executive vice president-corporate development at New York Telephone, and Thomas B. Hogan, chairman of Pace University. -General Automation Inc., Anaheim, Calif., has appointed James C. Tung vice president of corporate planning. -Great Atlantic and Pacific Tea Co. has named Philip E. Hoversten senior vice president-finance and treasurer, Louis A. Savarese senior vice president-manufacturing, J. Paul Stillwell senior vice president-Midwest group, Ivan K. Szathmary senior vice president-information and administrative systems, Fritz Teelen senior vice-presidentpresident, Plus Discount Foods, and Robert G. Ulrich senior vice president-general counsel. -Isaly Co., Pittsburgh, has named Gaylord M. LaMond president and chief executive officer. -Key Energy Enterprises Inc., Tampa, Fla., has elected to its board Leo Spivak, director of corporate finance for the investment banking firm of Bear Sterans and a former judge of the Illinois Court of Claims. -Matagorda Drilling and Exploration Co., Corpus Christi, Tex., has elected C.R. DeLay president of two subsidiaries, Matagorda Drilling and Matagorda Marine Drilling. -Newpark Resources Inc., New Orleans, has elected Thomas E. Eisenman president of its Eisenman Chemical subsidiary.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=EXECUTIVE+CHANGES&title=New+York+Times&issn=03624331&date=1981-04-13&volume=&issue=&spage=D.2&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,D,General Interest Periodicals--United States,3624331,"Copyright New York Times Com pany Apr 13, 1981","Dayton Power and Light announced that Peter H. Forster, executive vice president, had been given the additional responsibility of chief operating officer; Steven G. Smith was named vice presidentengineering and purchasing, John R. Dill vice president-corporate staff administration, Paul R. Anderson controller and Allen M. Hill treasurer. -Franklin Society Federal Savings and Loan has elected to its board Daniel E. Emerson, executive vice president-corporate development at New York Telephone, and Thomas B. Hogan, chairman of Pace University. -General Automation Inc., Anaheim, Calif., has appointed James C.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]13 Apr 1981: D.2.",11/14/17,"New York, N.Y.",,,New York Times Company,,Newspapers,424088283,"United States, New York, N.Y.",English,13-Apr-81,APPOINTMENTS AND EXECUTIVE CHANGES; EXECUTIVES AND MANAGEMENT,New York Times,NEWSPAPER,,,,,,,
+MURDOCH PLANS TO TELL UNIONS NEW PROPSALS FOR THE POST'S FUTURE,"New York Times, Late Edition (East Coast); New York, N.Y.",1980,http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/newspapers/murdoch-plans-tell-unions-new-propsals-posts/docview/423938797/se-2?accountid=14586,"Rupert Murdoch, publisher of The New York Post, said yesterday that he had arranged to meet the city's newspaper unions tomorrow night to outline plans for his newspaper.
+The Post faces new competition from The Daily News, which has announced a new afternoon edition going to press at 3:30 P.M. after The Post's final press run and then later editions with final stock prices and racing results. The Post could move its deadlines to counter the new afternoon competition - or alternatively publish earlier and compete with morning-paper editions.
+Mr. Murdoch declined to indicate his plans before meeting the Allied Printing Trades Council, including craft unions and the Newspaper Guild of New York, and the independent deliverers' union at Automation House, 49 East 68th Street, at 6:30 tomorrow.
+News Investing $15 Million
+On Monday, The Post first notified its mailers to report early at 6:40 A.M. instead of 7:30 A.M., starting next Monday, but then withdrew this call. Changes in early and late times differ for various unions, but could be achieved by paying overtime under existing contracts.
+Asked about reports that The Post feared a loss of 100,000 circulation in an afternoon-paper duel, Mr. Murdoch said that The News's program remained to be seen.
+The News said last Sunday that it would introduce a variety of changes starting late this summer with an investment of $15 million to $20 million over two years.
+Mr. Murdoch said The Post still operated at a deficit, despite substantial reductions in losses during his ownership. He declined to comment on a report that the deficit could still be running about $4.5 million a year.
+The Post has reported that its circulation rose to 654,314 for the six months ended last March 31, up 30,027 from a year ago, while it said The News lost 81,650 in the same period. The Post said it had climbed from 503,000 in 1977 and 621,000 in 1978.",http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=MURDOCH+PLANS+TO+TELL+UNIONS+NEW+PROPSALS+FOR+THE+POST%27S+FUTURE&title=New+York+Times&issn=03624331&date=1980-06-25&volume=&issue=&spage=A.23&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/,A,General Interest Periodicals--United States,3624331,"Copyright New York Times Company Jun 25, 1980","Mr. [Rupert Murdoch] declined to indicate his plans before meeting the Allied Printing Trades Council, including craft unions and the Newspaper Guild of New York, and the independent deliverers' union at Automation House, 49 East 68th Street, at 6:30 tomorrow. On Monday, The Post first notified its mailers to report early at 6:40 A.M. instead of 7:30 A.M., starting next Monday, but then withdrew this call. Changes in early and late times differ for various unions, but could be achieved by paying overtime under existing contracts.","New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]25 June 1980: A.23.",11/15/17,"New York, N.Y.",,,New York Times Company,,Newspapers,423938797,"United States, New York, N.Y.",English,25-Jun-80,,New York Times,NEWSPAPER,,,,,,,
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+UNIONS DEMANDING NEW JOB PROGRAMS
+WASHINGTON, Dec. 12 UPI)—A group of unions urged new Federal programs today to spur the lagging economy by providing jobs for workers displaced b.y machines.
+In separate reports they said automation was permitting industries to produce more with fewer workers. They said the business slowdown had further increased machine-caused layoffs.	•	‘
+The reports covering unemployment in the steel, electrical, automobile, coal and other industries were prepared by the unions at the request of Representative Elmer J. Holland.
+The Pennsylvania Democrat planned to use the reports at a meeting with other Democratic members of the House Education and Labor Committee. He said the reports had justified his proposal for a subcommittee to determine what Federal measures were needed to help the unemployed train themselves for new jobs.
+In his report on steel unemployment, David J. McDonald, head of the United Steelworkers, of America, included Federal aid for school construction among the measures he considered necessary to promote economic growth and counteract lay-offs.
+Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
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+President Obama's Farewell Address: Full Video and Text
+
+Publication info: New York Times , Late Edition (East Coast); New York, N.Y. [New York, N.Y]11 Jan 2017.
+
+http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/docview/1857295624?accountid=14586
+
+Abstract: Whether we have seen eye-to-eye or rarely agreed at all, my conversations with you, the American people -- in living rooms and in schools; at farms and on factory floors; at diners and on distant military outposts -- those conversations are what have kept me honest, and kept me inspired, and kept me going. (APPLAUSE) If I had told you eight years ago that America would reverse a great recession, reboot our auto industry, and unleash the longest stretch of job creation in our history -- if I had told you that we would open up a new chapter with the Cuban people, shut down Iran's nuclear weapons program without firing a shot, take out the mastermind of 9-11 -- if I had told you that we would win marriage equality and secure the right to health insurance for another 20 million of our fellow citizens -- if I had told you all that, you might have said our sights were set a little too high.
+
+Links: http://primo.lib.umn.edu/openurl/TWINCITIES/TWINCITIES_SP?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Anytimes&atitle=President+Obama%27s+Farewell+Address%3A+Full+Video+and+Text%3A+%5BText%5D&title=New+York+Times&issn=03624331&date=2017-01-11&volume=&issue=&spage=&au=&isbn=&jtitle=New+York+Times&btitle=&rft_id=info:eric/&rft_id=info:doi/
+
+Full text:   President Obama delivered his farewell address in Chicago on Tuesday. The following is the complete transcript, as provided by the Federal News Service.
+OBAMA: Hello Skybrook!
+(APPLAUSE)
+It's good to be home!
+(APPLAUSE)
+Thank you, everybody!
+(APPLAUSE)
+Thank you.
+(APPLAUSE)
+Thank you.
+(APPLAUSE)
+Thank you so much, thank you. Thank you. Thank you.
+(APPLAUSE)
+It's good to be home.
+Thank you.
+(APPLAUSE)
+We're on live TV here, I've got to move.
+(APPLAUSE)
+You can tell that I'm a lame duck, because nobody is following instructions.
+(LAUGHTER)
+Everybody have a seat.
+My fellow Americans, Michelle and I have been so touched by all the well-wishes that we've received over the past few weeks. But tonight it's my turn to say thanks.
+Whether we have seen eye-to-eye or rarely agreed at all, my conversations with you, the American people -- in living rooms and in schools; at farms and on factory floors; at diners and on distant military outposts -- those conversations are what have kept me honest, and kept me inspired, and kept me going. And every day, I have learned from you. You made me a better president, and you made me a better man.
+So I first came to Chicago when I was in my early twenties, and I was still trying to figure out who I was; still searching for a purpose to my life. And it was a neighborhood not far from here where I began working with church groups in the shadows of closed steel mills.
+It was on these streets where I witnessed the power of faith, and the quiet dignity of working people in the face of struggle and loss.
+(CROWD CHANTING "FOUR MORE YEARS")
+I can't do that.
+Now this is where I learned that change only happens when ordinary people get involved, and they get engaged, and they come together to demand it.
+After eight years as your president, I still believe that. And it's not just my belief. It's the beating heart of our American idea -- our bold experiment in self-government.
+It's the conviction that we are all created equal, endowed by our creator with certain unalienable rights, among them life, liberty, and the pursuit of happiness.
+It's the insistence that these rights, while self-evident, have never been self-executing; that We, the People, through the instrument of our democracy, can form a more perfect union.
+What a radical idea, the great gift that our Founders gave to us. The freedom to chase our individual dreams through our sweat, and toil, and imagination -- and the imperative to strive together as well, to achieve a common good, a greater good.
+For 240 years, our nation's call to citizenship has given work and purpose to each new generation. It's what led patriots to choose republic over tyranny, pioneers to trek west, slaves to brave that makeshift railroad to freedom.
+It's what pulled immigrants and refugees across oceans and the Rio Grande. It's what pushed women to reach for the ballot. It's what powered workers to organize. It's why GIs gave their lives at Omaha Beach and Iwo Jima; Iraq and Afghanistan -- and why men and women from Selma to Stonewall were prepared to give theirs as well.
+(APPLAUSE)
+So that's what we mean when we say America is exceptional. Not that our nation has been flawless from the start, but that we have shown the capacity to change, and make life better for those who follow.
+Yes, our progress has been uneven. The work of democracy has always been hard. It has been contentious. Sometimes it has been bloody. For every two steps forward, it often feels we take one step back. But the long sweep of America has been defined by forward motion, a constant widening of our founding creed to embrace all, and not just some.
+(APPLAUSE)
+If I had told you eight years ago that America would reverse a great recession, reboot our auto industry, and unleash the longest stretch of job creation in our history -- if I had told you that we would open up a new chapter with the Cuban people, shut down Iran's nuclear weapons program without firing a shot, take out the mastermind of 9-11 -- if I had told you that we would win marriage equality and secure the right to health insurance for another 20 million of our fellow citizens -- if I had told you all that, you might have said our sights were set a little too high.
+But that's what we did. That's what you did. You were the change. The answer to people's hopes and, because of you, by almost every measure, America is a better, stronger place than it was when we started.
+In 10 days the world will witness a hallmark of our democracy. No, no, no, no, no. The peaceful transfer of power from one freely-elected President to the next. I committed to President-Elect Trump that my administration would ensure the smoothest possible transition, just as President Bush did for me.
+Because it's up to all of us to make sure our government can help us meet the many challenges we still face. We have what we need to do so. We have everything we need to meet those challenges. After all, we remain the wealthiest, most powerful, and most respected nation on earth.
+Our youth, our drive, our diversity and openness, our boundless capacity for risk and reinvention means that the future should be ours. But that potential will only be realized if our democracy works. Only if our politics better reflects the decency of our people. Only if all of us, regardless of party affiliation or particular interests help restore the sense of common purpose that we so badly need right now.
+And that's what I want to focus on tonight, the state of our democracy. Understand democracy does not require uniformity. Our founders argued, they quarreled, and eventually they compromised. They expected us to do the same. But they knew that democracy does require a basic sense of solidarity. The idea that, for all our outward differences, we're all in this together, that we rise or fall as one.
+There have been moments throughout our history that threatened that solidarity. And the beginning of this century has been one of those times. A shrinking world, growing inequality, demographic change, and the specter of terrorism. These forces haven't just tested our security and our prosperity, but are testing our democracy as well. And how we meet these challenges to our democracy will determine our ability to educate our kids and create good jobs and protect our homeland.
+In other words, it will determine our future. To begin with, our democracy won't work without a sense that everyone has economic opportunity.
+(APPLAUSE)
+And the good news is that today the economy is growing again. Wages, incomes, home values and retirement accounts are all rising again. Poverty is falling again.
+(APPLAUSE)
+The wealthy are paying a fair share of taxes. Even as the stock market shatters records, the unemployment rate is near a 10-year low. The uninsured rate has never, ever been lower.
+(APPLAUSE)
+Health care costs are rising at the slowest rate in 50 years. And I've said, and I mean it, anyone can put together a plan that is demonstrably better than the improvements we've made to our health care system, that covers as many people at less cost, I will publicly support it.
+(APPLAUSE)
+Because that, after all, is why we serve. Not to score points or take credit. But to make people's lives better.
+(APPLAUSE)
+But, for all the real progress that we've made, we know it's not enough. Our economy doesn't work as well or grow as fast when a few prosper at the expense of a growing middle class, and ladders for folks who want to get into the middle class.
+(APPLAUSE)
+That's the economic argument. But stark inequality is also corrosive to our democratic idea. While the top 1 percent has amassed a bigger share of wealth and income, too many of our families in inner cities and in rural counties have been left behind.
+The laid off factory worker, the waitress or health care worker who's just barely getting by and struggling to pay the bills. Convinced that the game is fixed against them. That their government only serves the interest of the powerful. That's a recipe for more cynicism and polarization in our politics.
+Now there're no quick fixes to this long-term trend. I agree, our trade should be fair and not just free. But the next wave of economic dislocations won't come from overseas. It will come from the relentless pace of automation that makes a lot of good middle class jobs obsolete.
+And so we're going to have to forge a new social compact to guarantee all our kids the education they need.
+(APPLAUSE)
+To give workers the power...
+(APPLAUSE)
+... to unionize for better wages.
+(CHEERS)
+To update the social safety net to reflect the way we live now.
+(APPLAUSE)
+And make more reforms to the tax code so corporations and the individuals who reap the most from this new economy don't avoid their obligations to the country that's made their very success possible.
+(CHEERS)
+(APPLAUSE)
+We can argue about how to best achieve these goals. But we can't be complacent about the goals themselves. For if we don't create opportunity for all people, the disaffection and division that has stalled our progress will only sharpen in years to come.
+There's a second threat to our democracy. And this one is as old as our nation itself.
+After my election there was talk of a post-racial America. And such a vision, however well intended, was never realistic. Race remains a potent...
+(APPLAUSE)
+... and often divisive force in our society.
+Now I've lived long enough to know that race relations are better than they were 10 or 20 or 30 years ago, no matter what some folks say.
+(APPLAUSE)
+You can see it not just in statistics. You see it in the attitudes of young Americans across the political spectrum. But we're not where we need to be. And all of us have more work to do.
+(APPLAUSE)
+If every economic issue is framed as a struggle between a hardworking white middle class and an undeserving minority, then workers of all shades are going to be left fighting for scraps while the wealthy withdraw further into their private enclaves.
+(APPLAUSE)
+If we're unwilling to invest in the children of immigrants, just because they don't look like us, we will diminish the prospects of our own children -- because those brown kids will represent a larger and larger share of America's workforce.
+(APPLAUSE)
+And we have shown that our economy doesn't have to be a zero-sum game. Last year, incomes rose for all races, all age groups, for men and for women.
+So if we're going to be serious about race going forward, we need to uphold laws against discrimination -- in hiring, and in housing, and in education, and in the criminal justice system.
+(APPLAUSE)
+That is what our Constitution and highest ideals require.
+But laws alone won't be enough. Hearts must change. It won't change overnight. Social attitudes oftentimes take generations to change. But if our democracy is to work the way it should in this increasingly diverse nation, then each one of us need to try to heed the advice of a great character in American fiction, Atticus Finch, who said "You never really understand a person until you consider things from his point of view, until you climb into his skin and walk around in it."
+For blacks and other minority groups, that means tying our own very real struggles for justice to the challenges that a lot of people in this country face. Not only the refugee or the immigrant or the rural poor or the transgender American, but also the middle-aged white guy who from the outside may seem like he's got all the advantages, but has seen his world upended by economic, and cultural, and technological change.
+We have to pay attention and listen.
+(APPLAUSE)
+For white Americans, it means acknowledging that the effects of slavery and Jim Crow didn't suddenly vanish in the '60s; that when minority groups voice discontent, they're not just engaging in reverse racism or practicing political correctness; when they wage peaceful protest, they're not demanding special treatment, but the equal treatment that our founders promised.
+(APPLAUSE)
+For native-born Americans, it means reminding ourselves that the stereotypes about immigrants today were said, almost word for word, about the Irish, and Italians, and Poles, who it was said were going to destroy the fundamental character of America. And as it turned out, America wasn't weakened by the presence of these newcomers; these newcomers embraced this nation's creed, and this nation was strengthened.
+(APPLAUSE)
+So regardless of the station we occupy; we all have to try harder; we all have to start with the premise that each of our fellow citizens loves this country just as much as we do; that they value hard work and family just like we do; that their children are just as curious and hopeful and worthy of love as our own.
+(APPLAUSE)
+(CHEERING)
+And that's not easy to do. For too many of us it's become safer to retreat into our own bubbles, whether in our neighborhoods, or on college campuses, or places of worship, or especially our social media feeds, surrounded by people who look like us and share the same political outlook and never challenge our assumptions. In the rise of naked partisanship and increasing economic and regional stratification, the splintering of our media into a channel for every taste, all this makes this great sorting seem natural, even inevitable.
+And increasingly we become so secure in our bubbles that we start accepting only information, whether it's true or not, that fits our opinions, instead of basing our opinions on the evidence that is out there.
+(APPLAUSE)
+And this trend represents a third threat to our democracy. Look, politics is a battle of ideas. That's how our democracy was designed. In the course of a healthy debate, we prioritize different goals, and the different means of reaching them. But without some common baseline of facts, without a willingness to admit new information and concede that your opponent might be making a fair point, and that science and reason matter, then we're going to keep talking past each other.
+(CROWD CHEERS)
+And we'll make common ground and compromise impossible. And isn't that part of what so often makes politics dispiriting? How can elected officials rage about deficits when we propose to spend money on pre-school for kids, but not when we're cutting taxes for corporations?
+How do we excuse ethical lapses in our own party, but pounce when the other party does the same thing? It's not just dishonest, it's selective sorting of the facts. It's self-defeating because, as my mom used to tell me, reality has a way of catching up with you.
+Take the challenge of climate change. In just eight years we've halved our dependence on foreign oil, we've doubled our renewable energy, we've led the world to an agreement that (at) the promise to save this planet.
+(APPLAUSE)
+But without bolder action, our children won't have time to debate the existence of climate change. They'll be busy dealing with its effects. More environmental disasters, more economic disruptions, waves of climate refugees seeking sanctuary. Now we can and should argue about the best approach to solve the problem. But to simply deny the problem not only betrays future generations, it betrays the essential spirit of this country, the essential spirit of innovation and practical problem-solving that guided our founders.
+(CROWD CHEERS)
+It is that spirit -- it is that spirit born of the enlightenment that made us an economic powerhouse. The spirit that took flight at Kitty Hawk and Cape Canaveral, the spirit that cures disease and put a computer in every pocket, it's that spirit. A faith in reason and enterprise, and the primacy of right over might, that allowed us to resist the lure of fascism and tyranny during the Great Depression, that allowed us to build a post-World War II order with other democracies.
+An order based not just on military power or national affiliations, but built on principles, the rule of law, human rights, freedom of religion and speech and assembly and an independent press.
+(APPLAUSE)
+That order is now being challenged. First by violent fanatics who claim to speak for Islam. More recently by autocrats in foreign capitals who seek free markets in open democracies and civil society itself as a threat to their power.
+The peril each poses to our democracy is more far reaching than a car bomb or a missile. They represent the fear of change. The fear of people who look or speak or pray differently. A contempt for the rule of law that holds leaders accountable. An intolerance of dissent and free thought. A belief that the sword or the gun or the bomb or the propaganda machine is the ultimate arbiter of what's true and what's right.
+Because of the extraordinary courage of our men and women in uniform. Because of our intelligence officers and law enforcement and diplomats who support our troops...
+(APPLAUSE)
+... no foreign terrorist organization has successfully planned and executed an attack on our homeland these past eight years.
+(CHEERS)
+(APPLAUSE)
+And although...
+(APPLAUSE)
+... Boston and Orlando and San Bernardino and Fort Hood remind us of how dangerous radicalization can be, our law enforcement agencies are more effective and vigilant than ever. We have taken out tens of thousands of terrorists, including Bin Laden.
+(CHEERS)
+(APPLAUSE)
+The global coalition we're leading against ISIL has taken out their leaders and taken away about half their territory. ISIL will be destroyed. And no one who threatens America will ever be safe.
+(CHEERS)
+(APPLAUSE)
+And all who serve or have served -- it has been the honor of my lifetime to be your commander-in-chief.
+(CHEERS)
+And we all owe you a deep debt of gratitude.
+(CHEERS)
+(APPLAUSE)
+But, protecting our way of life, that's not just the job of our military. Democracy can buckle when it gives into fear. So just as we as citizens must remain vigilant against external aggression, we must guard against a weakening of the values that make us who we are.
+(APPLAUSE)
+And that's why for the past eight years I've worked to put the fight against terrorism on a firmer legal footing. That's why we've ended torture, worked to close Gitmo, reformed our laws governing surveillance to protect privacy and civil liberties.
+(APPLAUSE)
+That's why I reject discrimination against Muslim Americans...
+(CHEERS)
+... who are just as patriotic as we are.
+(CHEERS)
+(APPLAUSE)
+That's why...
+(APPLAUSE)
+That's why we cannot withdraw...
+(APPLAUSE)
+That's why we cannot withdraw from big global fights to expand democracy and human rights and women's rights and LGBT rights.
+(APPLAUSE)
+No matter how imperfect our efforts, no matter how expedient ignoring such values may seem, that's part of defending America. For the fight against extremism and intolerance and sectarianism and chauvinism are of a piece with the fight against authoritarianism and nationalist aggression. If the scope of freedom and respect for the rule of law shrinks around the world, the likelihood of war within and between nations increases, and our own freedoms will eventually be threatened.
+So let's be vigilant, but not afraid. ISIL will try to kill innocent people. But they cannot defeat America unless we betray our Constitution and our principles in the fight.
+(APPLAUSE)
+Rivals like Russia or China cannot match our influence around the world -- unless we give up what we stand for, and turn ourselves into just another big country that bullies smaller neighbors.
+Which brings me to my final point -- our democracy is threatened whenever we take it for granted.
+(APPLAUSE)
+All of us, regardless of party, should be throwing ourselves into the task of rebuilding our democratic institutions.
+(APPLAUSE)
+When voting rates in America are some of the lowest among advanced democracies, we should be making it easier, not harder, to vote.
+(APPLAUSE)
+When trust in our institutions is low, we should reduce the corrosive influence of money in our politics, and insist on the principles of transparency and ethics in public service. When Congress is dysfunctional, we should draw our districts to encourage politicians to cater to common sense and not rigid extremes.
+(APPLAUSE)
+But remember, none of this happens on its own. All of this depends on our participation; on each of us accepting the responsibility of citizenship, regardless of which way the pendulum of power happens to be swinging.
+Our Constitution is a remarkable, beautiful gift. But it's really just a piece of parchment. It has no power on its own. We, the people, give it power. We, the people, give it meaning -- with our participation, and with the choices that we make and the alliances that we forge.
+Whether or not we stand up for our freedoms. Whether or not we respect and enforce the rule of law, that's up to us. America is no fragile thing. But the gains of our long journey to freedom are not assured.
+In his own farewell address, George Washington wrote that self-government is the underpinning of our safety, prosperity, and liberty, but "from different causes and from different quarters much pains will be taken... to weaken in your minds the conviction of this truth."
+And so we have to preserve this truth with "jealous anxiety;" that we should reject "the first dawning of every attempt to alienate any portion of our country from the rest or to enfeeble the sacred ties" that make us one.
+(APPLAUSE)
+America, we weaken those ties when we allow our political dialogue to become so corrosive that people of good character aren't even willing to enter into public service. So course with rancor that Americans with whom we disagree are seen, not just as misguided, but as malevolent. We weaken those ties when we define some of us as more American than others.
+(APPLAUSE)
+When we write off the whole system as inevitably corrupt. And when we sit back and blame the leaders we elect without examining our own role in electing them.
+(CROWD CHEERS)
+It falls to each of us to be those anxious, jealous guardians of our democracy. Embrace the joyous task we have been given to continually try to improve this great nation of ours because, for all our outward differences, we in fact all share the same proud type, the most important office in a democracy, citizen.
+(APPLAUSE)
+Citizen. So, you see, that's what our democracy demands. It needs you. Not just when there's an election, not just when you own narrow interest is at stake, but over the full span of a lifetime. If you're tired of arguing with strangers on the Internet, try talking with one of them in real life.
+(APPLAUSE)
+If something needs fixing, then lace up your shoes and do some organizing.
+(CROWD CHEERS)
+If you're disappointed by your elected officials, grab a clip board, get some signatures, and run for office yourself.
+(CROWD CHEERS)
+Show up, dive in, stay at it. Sometimes you'll win, sometimes you'll lose. Presuming a reservoir in goodness, that can be a risk. And there will be times when the process will disappoint you. But for those of us fortunate enough to have been part of this one and to see it up close, let me tell you, it can energize and inspire. And more often than not, your faith in America and in Americans will be confirmed. Mine sure has been.
+(APPLAUSE)
+Over the course of these eight years, I've seen the hopeful faces of young graduates and our newest military officers. I have mourned with grieving families searching for answers, and found grace in a Charleston church. I've seen our scientists help a paralyzed man regain his sense of touch. I've seen Wounded Warriors who at points were given up for dead walk again.
+I've seen our doctors and volunteers rebuild after earthquakes and stop pandemics in their tracks. I've seen the youngest of children remind us through their actions and through their generosity of our obligations to care for refugees or work for peace and, above all, to look out for each other. So that faith that I placed all those years ago, not far from here, in the power of ordinary Americans to bring about change, that faith has been rewarded in ways I could not have possibly imagined.
+And I hope your faith has too. Some of you here tonight or watching at home, you were there with us in 2004 and 2008, 2012.
+(CHEERS)
+(APPLAUSE)
+Maybe you still can't believe we pulled this whole thing off.
+(CHEERS)
+Let me tell you, you're not the only ones.
+(LAUGHTER)
+Michelle...
+(CHEERS)
+(APPLAUSE)
+Michelle LaVaughn Robinson of the South Side...
+(CHEERS)
+(APPLAUSE)
+... for the past 25 years you have not only been my wife and mother of my children, you have been my best friend.
+(CHEERS)
+(APPLAUSE)
+You took on a role you didn't ask for. And you made it your own with grace and with grit and with style, and good humor.
+(CHEERS)
+(APPLAUSE)
+You made the White House a place that belongs to everybody.
+(CHEERS)
+And a new generation sets its sights higher because it has you as a role model.
+(CHEERS)
+(APPLAUSE)
+You have made me proud, and you have made the country proud.
+(CHEERS)
+(APPLAUSE)
+Malia and Sasha...
+(CHEERS)
+... under the strangest of circumstances you have become two amazing young women.
+(CHEERS)
+You are smart and you are beautiful. But more importantly, you are kind and you are thoughtful and you are full of passion.
+(CHEERS)
+(APPLAUSE)
+And...
+(APPLAUSE)
+... you wore the burden of years in the spotlight so easily. Of all that I have done in my life, I am most proud to be your dad.
+(APPLAUSE)
+To Joe Biden...
+(CHEERS)
+(APPLAUSE)
+... the scrappy kid from Scranton...
+(CHEERS)
+... who became Delaware's favorite son. You were the first decision I made as a nominee, and it was the best.
+(CHEERS)
+(APPLAUSE)
+Not just because you have been a great vice president, but because in the bargain I gained a brother. And we love you and Jill like family. And your friendship has been one of the great joys of our lives.
+(APPLAUSE)
+To my remarkable staff, for eight years, and for some of you a whole lot more, I have drawn from your energy. And every day I try to reflect back what you displayed. Heart and character. And idealism. I've watched you grow up, get married, have kids, start incredible new journeys of your own.
+Even when times got tough and frustrating, you never let Washington get the better of you. You guarded against cynicism. And the only thing that makes me prouder than all the good that we've done is the thought of all the amazing things that you are going to achieve from here.
+(APPLAUSE)
+And to all of you out there -- every organizer who moved to an unfamiliar town, every kind family who welcomed them in, every volunteer who knocked on doors, every young person who cast a ballot for the first time, every American who lived and breathed the hard work of change -- you are the best supporters and organizers anybody could ever hope for, and I will forever be grateful. Because you did change the world.
+(APPLAUSE)
+You did.
+And that's why I leave this stage tonight even more optimistic about this country than when we started. Because I know our work has not only helped so many Americans; it has inspired so many Americans -- especially so many young people out there -- to believe that you can make a difference; to hitch your wagon to something bigger than yourselves.
+Let me tell you, this generation coming up -- unselfish, altruistic, creative, patriotic -- I've seen you in every corner of the country. You believe in a fair, and just, and inclusive America; you know that constant change has been America's hallmark, that it's not something to fear but something to embrace, you are willing to carry this hard work of democracy forward. You'll soon outnumber any of us, and I believe as a result the future is in good hands.
+(APPLAUSE)
+My fellow Americans, it has been the honor of my life to serve you. I won't stop; in fact, I will be right there with you, as a citizen, for all my remaining days. But for now, whether you are young or whether you're young at heart, I do have one final ask of you as your president -- the same thing I asked when you took a chance on me eight years ago.
+I am asking you to believe. Not in my ability to bring about change -- but in yours.
+I am asking you to hold fast to that faith written into our founding documents; that idea whispered by slaves and abolitionists; that spirit sung by immigrants and homesteaders and those who marched for justice; that creed reaffirmed by those who planted flags from foreign battlefields to the surface of the moon; a creed at the core of every American whose story is not yet written:
+Yes, we can.
+(APPLAUSE)
+Yes, we did.
+(APPLAUSE)
+Yes, we can.
+(APPLAUSE)
+Thank you. God bless you. And may God continue to bless the United States of America. Thank you.
+(APPLAUSE)
+END
+Follow The New York Times's politics and Washington coverage on Facebook and Twitter, and sign up for the First Draft politics newsletter.
+
+Location: Chicago Illinois
+
+People: Obama, Barack
+
+Company / organization: Name: Federal News Service; NAICS: 511140, 561410
+
+Title: President Obama's Farewell Address: Full Video and Text:   [Text ]
+
+Publication title: New York Times, Late Edition (East Coast); New York, N.Y.
+
+Publication year: 2017
+
+Publication date: Jan 11, 2017
+
+Publisher: New York Times Company
+
+Place of publication: New York, N.Y.
+
+Country of publication: United States, New York, N.Y.
+
+Publication subject: General Interest Periodicals--United States
+
+ISSN: 03624331
+
+CODEN: NYTIAO
+
+Source type: Newspapers
+
+Language of publication: English
+
+Document type: Text
+
+ProQuest document ID: 1857295624
+
+Document URL: http://login.ezproxy.lib.umn.edu/login?url=https://www.proquest.com/docview/1857295624?accountid=14586
+
+Copyright: Copyright New York Times Company Jan 11, 2017
+
+Last updated: 2017-11-24
+
+Database: U.S. Newsstream
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+unions demanding programs washington upia group unions urged federal programs today spur lagging economy providing workers displaced machines separate reports automation permitting industries produce fewer workers business slowdown increased machinecaused layoffs reports covering unemployment steel electrical automobile industries prepared unions request representative elmer holland pennsylvania democrat planned reports meeting democratic members house education labor committee reports justified proposal subcommittee determine federal measures needed unemployed train report steel unemployment david mcdonald united steelworkers america included federal school construction measures considered necessary promote economic growth counteract layoffs reproduced permission copyright owner reproduction prohibited permission
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+president obama delivered farewell address chicago tuesday complete transcript provided federal serviceobama hello skybrookapplauseits homeapplausethank everybodyapplausethank youapplausethank youapplausethank thank thank thank youapplauseits homethank youapplausewere ive moveapplauseyou lame nobody instructionslaughtereverybody seatmy fellow americans michelle touched wellwishes weve received weeks tonight thankswhether eyetoeye rarely agreed conversations american people living rooms schools farms factory floors diners distant military outposts conversations honest inspired going every learned better president better manso first chicago early twenties still trying figure still searching purpose neighborhood began working church groups shadows closed steel millsit streets witnessed power faith quiet dignity working people struggle losscrowd chanting yearsi thatnow learned change happens ordinary people involved engaged together demand itafter eight years president still believe 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potentapplause often divisive force societynow ive lived enough relations better years matter folks sayapplauseyou statistics attitudes young americans political spectrum doapplauseif every economic issue framed struggle hardworking white middle class undeserving minority workers shades going fighting scraps wealthy withdraw private enclavesapplauseif unwilling invest children immigrants diminish prospects children brown represent larger larger share americas workforceapplauseand shown economy doesnt zerosum incomes races groups womenso going serious going forward uphold discrimination hiring housing education criminal justice systemapplausethat constitution highest ideals requirebut alone wont enough hearts change wont change overnight social attitudes oftentimes generations change democracy increasingly diverse nation heed advice great character american fiction atticus finch never really understand person consider things point climb itfor blacks minority groups means tying struggles justice challenges people country refugee immigrant rural transgender american middleaged white hes advantages world upended economic cultural technological changewe attention listenapplausefor white americans means acknowledging effects slavery crow didnt suddenly vanish 60s minority groups voice discontent theyre engaging reverse racism practicing political correctness peaceful protest theyre demanding special treatment equal treatment founders promisedapplausefor nativeborn americans means reminding stereotypes immigrants today almost irish italians poles going destroy fundamental character america turned america wasnt weakened presence newcomers newcomers embraced nations creed nation strengthenedapplauseso regardless station occupy harder start premise fellow citizens loves country value family children curious hopeful worthy ownapplausecheeringand thats become safer retreat bubbles whether neighborhoods college campuses places worship especially social media feeds surrounded people share political outlook never challenge assumptions naked partisanship increasing economic regional stratification splintering media channel every taste makes great sorting natural inevitableand increasingly become secure bubbles start accepting information whether opinions instead basing opinions evidence thereapplauseand trend represents third threat democracy politics battle ideas thats democracy designed course healthy debate prioritize different goals different means reaching common baseline facts willingness admit information concede opponent might making point science reason matter going talking othercrowd cheersand common ground compromise impossible isnt often makes politics dispiriting elected officials deficits propose spend money preschool cutting taxes corporationshow excuse ethical lapses party pounce party thing dishonest selective sorting facts selfdefeating reality catching youtake challenge climate change eight years weve halved dependence foreign weve doubled renewable energy weve world agreement promise planetapplausebut bolder action children wont debate existence climate change theyll dealing effects environmental disasters economic disruptions waves climate refugees seeking sanctuary argue approach solve problem simply problem betrays future generations betrays essential spirit country essential spirit innovation practical problemsolving guided founderscrowd cheersit spirit spirit enlightenment economic powerhouse spirit flight kitty canaveral spirit cures disease computer every pocket spirit faith reason enterprise primacy right might allowed resist lure fascism tyranny great depression allowed build postworld order democraciesan order based military power national affiliations built principles human rights freedom religion speech assembly independent pressapplausethat order challenged first violent fanatics claim speak islam recently autocrats foreign capitals markets democracies civil society threat powerthe peril poses democracy reaching missile represent change people speak differently contempt holds leaders accountable intolerance dissent thought belief sword propaganda machine ultimate arbiter whats whats rightbecause extraordinary courage women uniform intelligence officers enforcement diplomats support troopsapplause foreign terrorist organization successfully planned executed attack homeland eight yearscheersapplauseand althoughapplause boston orlando bernardino remind dangerous radicalization enforcement agencies effective vigilant taken tens thousands terrorists ladencheersapplausethe global coalition leading isil taken leaders taken territory isil destroyed threatens america safecheersapplauseand serve served honor lifetime commanderinchiefcheersand owe gratitudecheersapplausebut protecting thats military democracy buckle gives citizens remain vigilant external aggression guard weakening values areapplauseand thats eight years ive worked fight terrorism firmer legal footing thats weve ended torture worked close gitmo reformed governing surveillance protect privacy civil libertiesapplausethats reject discrimination muslim americanscheers patriotic arecheersapplausethats whyapplausethats cannot withdrawapplausethats cannot withdraw global fights expand democracy human rights womens rights lgbt rightsapplauseno matter imperfect efforts matter expedient ignoring values thats defending america fight extremism intolerance sectarianism chauvinism piece fight authoritarianism nationalist aggression scope freedom respect shrinks world likelihood nations increases freedoms eventually threatenedso vigilant afraid isil innocent people cannot defeat america unless betray constitution principles fightapplauserivals russia china cannot match influence world unless stand another country bullies smaller neighborswhich brings final point democracy threatened whenever grantedapplauseall regardless party throwing rebuilding democratic institutionsapplausewhen voting rates america lowest advanced democracies making easier harder voteapplausewhen trust institutions reduce corrosive influence money politics insist principles transparency ethics public service congress dysfunctional districts encourage politicians cater common sense rigid extremesapplausebut remember happens depends participation accepting responsibility citizenship regardless pendulum power happens swingingour constitution remarkable beautiful really piece parchment power people power people meaning participation choices alliances forgewhether stand freedoms whether respect enforce thats america fragile thing gains journey freedom assuredin farewell address george washington wrote selfgovernment underpinning safety prosperity liberty different causes different quarters pains taken weaken minds conviction truthand preserve truth jealous anxiety reject first dawning every attempt alienate portion country enfeeble sacred oneapplauseamerica weaken allow political dialogue become corrosive people character arent willing enter public service course rancor americans disagree misguided malevolent weaken define american othersapplausewhen write whole system inevitably corrupt blame leaders elect examining electing themcrowd cheersit falls anxious jealous guardians democracy embrace joyous continually improve great nation outward differences share proud important office democracy citizenapplausecitizen thats democracy demands needs theres election narrow interest stake lifetime youre tired arguing strangers internet talking lifeapplauseif something needs fixing shoes organizingcrowd cheersif youre disappointed elected officials board signatures office yourselfcrowd cheersshow sometimes youll sometimes youll presuming reservoir goodness process disappoint fortunate enough close energize inspire often faith america americans confirmed beenapplauseover course eight years ive hopeful faces young graduates newest military officers mourned grieving families searching answers found grace charleston church ive scientists paralyzed regain sense touch ive wounded warriors points againive doctors volunteers rebuild earthquakes pandemics tracks ive youngest children remind actions generosity obligations refugees peace faith placed years power ordinary americans bring change faith rewarded could possibly imaginedand faith tonight watching 2004 2008 2012cheersapplausemaybe still believe pulled whole thing offcheerslet youre oneslaughtermichellecheersapplausemichelle lavaughn robinson south sidecheersapplause years mother children friendcheersapplauseyou didnt grace grit style humorcheersapplauseyou white house place belongs everybodycheersand generation sights higher modelcheersapplauseyou proud country proudcheersapplausemalia sashacheers strangest circumstances become amazing young womencheersyou smart beautiful importantly thoughtful passioncheersapplauseandapplause wore burden years spotlight easily proud dadapplauseto bidencheersapplause scrappy scrantoncheers became delawares favorite first decision nominee bestcheersapplausenot great president bargain gained brother family friendship great joys livesapplauseto remarkable staff eight years whole drawn energy every reflect displayed heart character idealism ive watched married start incredible journeys owneven tough frustrating never washington better guarded cynicism thing makes prouder weve thought amazing things going achieve hereapplauseand every organizer moved unfamiliar every family welcomed every volunteer knocked doors every young person ballot first every american lived breathed change supporters organizers anybody could forever grateful change worldapplauseyou didand thats leave stage tonight optimistic country started helped americans inspired americans especially young people believe difference hitch wagon something bigger yourselveslet generation coming unselfish altruistic creative patriotic ive every corner country believe inclusive america constant change americas hallmark something something embrace willing carry democracy forward youll outnumber believe result future handsapplausemy fellow americans honor serve wont right citizen remaining whether young whether youre young heart final president thing asked chance eight years agoi asking believe ability bring change yoursi asking faith written founding documents whispered slaves abolitionists spirit sung immigrants homesteaders marched justice creed reaffirmed planted flags foreign battlefields surface creed every american whose story writtenyes canapplauseyes didapplauseyes canapplausethank god bless god continue bless united states america thank youapplauseendfollow timess politics washington coverage facebook twitter first draft politics newsletter
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